GHN EXECUTIVE PROFILE
Eric Waldburger, President, Marco Polo Hotels
Global Hotel Network: What is your outlook for the travel and
tourism industry for the next few years? What are some of the leadership
challenges you see currently facing the global travel and tourism industry?
Eric Waldburger
President
Marco Polo Hotels
Eric Waldburger: The tourism industry, in general, has a solid
foundation and I expect to see continued and sustainable
growth,especially in Asia Pacific. The UNWTO has estimated that
tourism spending in 2012 increased by 4% (from 2011) to approximately
USD1.3 trillion, with Chinese Nations accounting for more than USD100
billion. Those are encouraging numbers. In order to capitalize on the
increasing opportunities that come with the fast paced development of
countries such as China and India, governments around the globe must
focus on supporting the tourism industry, especially in areas such as
infrastructure development and travel policy advancement.
GHN: What goals are at the forefront of your agenda at Marco Polo Hotels?
EW: Our goal is to continue to expand our portfolio in key gateway cities and lucrative resort
destinations in China and Asia Pacific. Our expansion plan is through a broad strategy comprised
of developing new properties, acquisition through management contracts, and joint ventures with
local partners.
GHN: Please comment on your current portfolio--recent openings, development pipeline and
growth aspirations.
EW: Marco Polo currently manages 13 hotels in China, Hong Kong, the Philippines and
Thailand. Eight more hotels are scheduled to open between now and 2017, seven located in
China and one in the Philippines. As per our development pipeline and growth aspirations, we
are focused on key gateway cities, such as Singapore, Kuala Lumpur, Sydney, Tokyo, Seoul and
Shanghai.
GHN: Please comment on Marco Polo Hotels' mission, vision, culture and core values. What
would you say is your distinctive and/or competitive advantage?
EW: The Marco Polo Way is the essence of the Marco Polo brand that signifies our commitment
and determination to deliver our mission to create value and exceed expectation. It is an ongoing
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promise of superior comfort, service and genuine warmth and hospitality. Through the Marco
Polo Way, customers immediately recognize a Marco Polo hotel, not only because of its look and
feel but most importantly for its style in which service is delivered by every employee.
GHN: As it relates to corporate responsibility, how is Marco Polo Hotels addressing some of
the social, economic and sustainability issues in markets where it has a presence? Any particular
initiatives you'd like to mention?
EW: As “Green” and environmental concerns are becoming more prevalent these days, Marco
Polo has made special efforts to reduce the impact on the environment by focusing on various
areas such as energy conservation, water conservation, recycling and waste reduction, solid
waste management and community outreach. Guidelines are implemented and regular trainings
are held at Marco Polo hotels to increase our understanding and knowledge in these areas in
order to provide more environmentally friendly services and in turn becoming a brand of choice
for environmentally conscious consumers.
GHN: In what ways is Marco Polo Hotels using social media and mobile technology to enhance
its business/brand?
EW: For a long-term growth strategy, to leverage on the fast growing social platforms and the
rapidly expanding mobile marketing industry, Marco Polo Hotels are focusing on increased
traffic via these two platforms in order to engage into marketing research, communication, sales
promotions/discounts, and relationship development.
Our hotels are keen on member acquisition on Social Media platforms, interact with their
customers or potential customers by sharing updated news, activities, promotions and campaigns
via Facebook, Weibo and other social media sites including travel review sites such as
TripAdvisor.
On the mobile platform front, our hotels take advantage of the improved usability to develop
mobile versions of their restaurants’ and bars’ websites. This increases market penetration and
makes hotel events information more accessible to users.
We also closely monitor, manage and utilize third party websites and applications (apps) to
ensure mobile users have access to the most updated hotel location and events information.
These include location-based applications and QR code applications, etc.
GHN: Looking back, what would you say are some of Marco Polo Hotels’ significant
milestones and defining moments?
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EW: Long before I joined Marco Polo Hotels as President a year ago, I have always been
fascinated by the possibilities of the Marco Polo brand. Its namesake is inspired by the
adventurous and curious nature of the iconic Venetian explorer whose epic journey into the Far
East continues to transform future generations of travelers. As the hotel company grows and
evolves, every day is a milestone. My personal mission upon joining was to spearhead a
transformation of our associates from Hong Kong, Beijing to Manila and across our entire
property portfolio to personify an enriched service culture that will encircle every dimension of
guest experience. I shared with all what I call the circular red ring philosophy to symbolize our
service value. Red is a passionate colour which will light up the circle that is endless, seamless,
timeless and continuous. Every touch point which a guest encounters in all of our hotels will be
shaped by the Marco Polo’s circular spirit of service. At the beginning of this year, I personally
toured all of our hotels and delivered the message to over 4,000 of our associates. To me, the
defining moment was when I saw the sparkle of excitement in their eyes when they received the
message and know they can and will be part of a monumental journey, much like that of Marco
Polo the adventurer - Live Bold, Stay Sharp.
GHN: On a personal note, what do you enjoy most about being in the hospitality business, and
what advice would you give to young executives getting into the business today?
EW: What makes the hospitality business so special is the ongoing interactive experience I have
with both guests and dedicated employees. What I enjoy most is face-to-face communication
with our clients on an ongoing basis. In our industry, no technology can ever replace the human
interaction. This is what sets our business apart. Newcomers must be courageous to try new
things and must not compromise and only follow the conventional path. They should live bold to
change and challenge traditional thinking and stay sharp and be alert on the everyday changes of
today’s world.
GHN: What business principles guide you? What is the best piece of advice you ever received?
Who mentored you?
EW: Over the years, many people inspired me. As our business is about people, I have had the
pleasure to meet heads of state, celebrities, corporate executives and many memorable hospitality
experts. In business, the single most important principle I live by is to think like a businessman
and act like a businessman. When one is bestowed with the important task of managing the
valuable assets of a hotel owner, one has to care for them as if it were one’s own property. If a
business doesn’t make money, it will close down. However, I love what I do and wake up each
day thinking about how I can inject enthusiasm, passion and creativity into every moment and
hopefully enroll others to do the same.
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GHN: Which company(s) and/or business executive(s) outside the hospitality and travel
industry do you most admire and why?
EW: The late Enzo Ferrari, founder of Ferrari, is who I admire the most. His life was about
creating and living his dream. He was a racecar driver who founded a grand prix motor racing
team and then the most amazing Ferrari automobile. He had a dream and never let go until his
dream had been realized. Each and every car that has been created is alive with the passion of its
founder. From the slick design to the precision engine that performs perfectly over and over
again, the Ferrari, in my opinion, is the most desirable car that has ever been built. Enzo and
Ferrari are one and the union transcends time and is legendary.
GHN: How do you see tourism as a tool to improve the world?
EW: Tourism is one of the largest industries in the world and it is a vital part of the world
economy. International travel has greatly expanded in recent years and developing countries/
destinations are the major growth areas. Tourism industry can help economies of these countries/
destinations by providing jobs, infrastructure, cross-culture and human resources developments.
Tourism is also a key foreign exchange earner. On a more holistic level, tourism underscores the
human desire to learn about other cultures and grow their knowledge. This can only be achieved
through travelling to feel the sights and sounds of our world. Travel and tourism better lives
through promoting understanding of cultures.
GHN: Are there any books that you have recently read that you found helpful from a leadership,
management or business point of view?
EW: “Patton on Leadership” by Alan Axelrod is a book I have read over and over again.
General George S. Patton was a truly amazing leader in war and his principles live on for many
generations. To win a battle, there must be strategy and this strategy can be applied to doing
business. Warfare is about the ability to make instant directional changes or the enemy will hit
and one side will lose and die. There is no time to regroup and discuss. Decisions must be bold
even if there is not general consent or are unpopular. Leaders must lead the troupes to stay ahead
of the game and keep moving forward to attack. This is no different in the business world
wherein every business there is competition. If a business stays motionless and defensive, the
competition will attack and take over.
Eric Waldburger, President, Marco Polo Hotels, is a member of
GlobalHotelNetwork.com’s Advisory Editorial Board.
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