The Italian hotel sector is facing a significant challenge: generational change. With 70% of hospitality businesses being family-run, the transition from one generation to the next is not just a management issue, but an emotional and cultural journey. According to Manuel Windegger, a hospitality and catering marketing expert, this journey involves families, operating models, and identities built over decades of activity. However, with only 13% of family businesses able to surpass the third generation, the ride between “those who have always done it this way” and those who would like to innovate often turns into an obstacle course.
Windegger emphasizes that the future of the Italian hotel sector passes through data, skills, and a change of mentality. The traditional approach of “it’s always been done this way” is no longer sufficient, and hotels need to adapt to the changing market demands. The lack of data culture and resistance to change are significant obstacles to innovation, and many hotels are missing out on essential investments and upgrades. For instance, some hotels still have rooms with 20-inch televisions or bathrooms with shower curtains, which no longer reflect market expectations.
The use of data analytics is crucial in today’s hospitality industry, but many hotels are not leveraging this tool effectively. As Windegger notes, “many companies believe they are modern just because they use management software,” but the reality is that the data is not being analyzed. Performance, costs, revenues, and online reviews are not being studied, and decisions are often made instinctively without a numerical basis. This lack of data-driven decision-making is a significant risk, especially during generational transitions.
In family-run hotels, management is often fragmented, with different family members taking care of various aspects of the business. However, this approach can lead to a lack of procedures, defined roles, and minimum service standards. Windegger stresses the importance of identifying priority areas, such as sales, service, and maintenance, and building simple and replicable procedures. These operational “modules” must be absorbed by staff within realistic times, avoiding sudden changes that generate resistance.
To avoid crises and internal conflicts, programming, training, and gradualness are essential. A plan shared between the old and new generations, which includes sustainability and technology, allows for a solid transition without losing identity. Windegger highlights the importance of technical skills, market knowledge, digital capabilities, and targeted investments in the hotel sector. Without this cultural leap, family structures risk falling behind international competition.
In comparison to other countries, such as the Nordic countries or the United States, Italy’s hotel sector faces unique challenges. In these countries, young people often leave the family home earlier and develop a more independent and entrepreneurial approach. In Italy, where family ties are stronger, hotel management is often more affective than rational, and every change is experienced as a risk. However, with the right approach and mindset, Italian hotels can overcome these challenges and thrive in the competitive hospitality industry.
As the Italian hotel sector navigates the challenges of generational change, it is essential to prioritize data-driven decision-making, skills development, and a change of mentality. By doing so, hotels can ensure a successful transition and remain competitive in the market. For more information on this topic, click Here.