What has been your biggest challenge since taking over at Sofitel?
Robert Gaymer-Jones - Changing the perception of the Sofitel brand around the world. Seven years ago, the Accor group was internationally recognised for its budget and mid-range hotels, but not yet in the luxury segment. So we had to build a new network and set new standards. In short, Sofitel's DNA had to be redefined.
Does this take time?
R. G.-J. - It's a considerable investment. From the uniforms to the floral decorations, from the welcome products to the musical backdrop, we had to rethink all the luxury details that could build an iconic brand. We also undertook a huge training programme to ensure that our teams understood and embraced the change. It takes time, it's true, but in the end it pays off.
Today, what makes the difference between a Sofitel and another luxury hotel?
R. G.-J. - Of course, the style of each hotel is different, but there is still a common thread of "French elegance", directly focused on the senses. Something more feminine, perhaps... But this French touch never excludes borrowings from local culture and the spirit of the place. Around the world, the contribution of renowned French designers and architects such as Sybille de Margerie, Jean Nouvel and Didier Gomez has been very important in bringing this idea to life. It's just as true with our lifestyle brand So, where we give a designer carte blanche to develop a universe, like Christian Lacroix in Bangkok or Karl Lagerfeld in Singapore.
What is the scope of the Sofitel brand today?
R. G.-J. - When we started this overhaul, we had 206 establishments, with no real definition of the brand. I took the time to visit all the hotels to check which ones could fit in with our new strategy, and I reduced that number to 89. Nobody had ever done that in the hotel industry! We were then able to open new establishments with a clearer idea of our positioning. Today, we have 120 hotels. I'd like to see us go up to 150, but my aim is not to be the biggest, but above all to be recognised by our customers. Some hotels will leave the brand, others will arrive, but positions are not taken for granted. We want to be sure that only the best are under the Sofitel banner.
Where will the developments take place?
R. G.-J. - We have around twenty hotels in the pipeline, particularly in Asia-Pacific, the Middle East and Eastern Europe. We would also like to develop our So brand in Singapore, followed by Jakarta, Bombay, Koh Samui, Bali... I would also very much welcome the opening of a So in New York, London or Paris.
Do you ever take a look at the competition when you're travelling?
R. G.-J. - I spend nearly 200 days a year outside Paris, so I know the hotels well... Most of the time, of course, I stay in a Sofitel, where I love to go 'behind the scenes' and meet the teams. But sometimes, when I go to New York or London for example, I stay in other hotels, just to keep up to date. In this business, it's better to go and see what the buzz is all about...
Graduate of the Hotel School in London
1981: Began his career in the hotel industry and pursued it in nine countries and three continents, notably with the Marriott group, where he became Area Vice- President of the Marriott Group.
President.
2007: Joins Sofitel as Director of Operations, Sofitel Worldwide.
2011: Appointed Managing Director of Sofitel Monde.
