Hospitality’s Leading Voices: Series 1
We’re excited to launch Hospitality’s Leading Voices, a new monthly series offering exclusive interviews where Philippe Roy, Founder of Red Yucca and new member of the upcoming HSMAI Europe France Advisory Board, engages with senior executives from the hotel and travel industry. Each edition brings you up close with leaders who are shaping the future, sharing their stories, and providing valuable takeaways for the industry.
Our ambition is to make France into one of our key focus markets so we are kicking off the series with the first interview in France. This month, Philippe sits down with Olivier Cohn, Managing Director at Best Western France.
Background and Journey with Best Western France
You’re the Managing Director of Best Western France, Olivier. Can you tell us about your background?
I’ve had a long journey with the group, having been here for about 25 years now. I joined back in 2000 to handle internet operations, and I’ve been fortunate enough to evolve within the organization. After working on the web, I moved into distribution, special projects, IT systems, and several other areas. When my predecessor left, I was offered the opportunity to lead the group, which was 13 years ago now.
The Allure and Challenges of the Hospitality Industry
Some say the hospitality industry is so captivating, it’s hard to leave. What do you think?
It’s true, there’s something unique about this industry. I believe it’s tied to the nature of the work—we’re in hospitality because we love welcoming people into our establishments. It’s a very human-centric field, based on relationships. When you enjoy that, it becomes hard to walk away. At the same time, this is an industry that’s constantly evolving, driven by new technology, so you have to stay on your toes.
If the sector is so appealing, why do you think it’s challenging to attract talent?
First, you need the right soft skills for these roles—not everyone is cut out for hospitality. You really have to enjoy it. Secondly, for a long time, these jobs didn’t get the recognition they deserve. And third, the industry requires some flexibility with working hours, which can be a hurdle for some.
Would you say it’s harder to recruit or retain staff?
Both! But if we work collaboratively with our teams on scheduling and ensure they’re fairly compensated, I believe retention becomes easier. That’s because of the strong values in this industry—once people experience the hospitality sector, it’s tough to leave.
Hospitality as a Social Elevator and Career Growth
Would you go as far as to say that hospitality is one of the few industries that still serves as a social elevator, giving people—especially those without formal qualifications—the chance to build successful careers?
Absolutely! I think it’s one of the few sectors where that’s still truly possible. Three years ago, we even launched our own hospitality school, aimed at bringing in people who might be far from employment and training them throughout their careers. They can move up vertically or horizontally. It’s not uncommon to see hotel directors who stumbled into the industry and, through hard work, training, and dedication, moved into leadership roles.
The Role and Responsibilities of a Managing Director
Let’s talk more about you. What does it mean to be the Managing Director of Best Western? How is your time divided, and what does a typical week look like for you?
There’s no such thing as a typical week! My role is incredibly varied. I spend a lot of time in the field, visiting our hoteliers as often as I can. It’s important to be on-site, talking with our teams, presenting new developments, discussing results, and sharing future plans. Then there’s the communication aspect—sharing results, doing interviews like this one, and speaking with the press. On top of that, there’s an international dimension, as I’m part of a global executive committee. We meet regularly to review progress and fine-tune strategic directions, covering everything from commercial and operational topics to distribution and HR.
In your opinion, what qualities are essential to be a successful Managing Director at Best Western?
First and foremost, you have to enjoy human relationships. You need to like getting out there, meeting the network. Communication is also key: explaining what we’re doing, sharing results and strategies with all stakeholders. That’s crucial.
You constantly emphasize the importance of being on the ground. Why is this presence so vital in your role?
When you’re leading a network, you have to strike a balance between strategic vision and operational capacity. If you separate those two, you’ll end up with great ideas that never get implemented. Being close to the field is essential.
Leadership in Hospitality
Is there a specific leadership style unique to the hospitality industry?
I wouldn’t say there’s a specific archetype for hospitality leadership. What’s essential, though, is empathy, listening, and communication. Communication is critical because if you don’t clearly explain where you’re headed, it’s hard to get your teams on board. And it works both ways—you also need to listen to your teams because they’re the ones dealing with the realities on the ground and customer expectations. Listening, understanding, explaining, and supporting are the key qualities in hospitality leadership, in my view.
Performance and Challenges of Best Western in 2024
How is Best Western France performing at the moment?
2024 has been a bit of an unusual year. Back in November 2023, we already anticipated a challenging year for several reasons. First, the Olympics, which, contrary to popular belief, can be tricky to manage. Then, there’s the uncertain political climate with several major elections happening globally (France, the U.S., the U.K., Germany, the European elections…). The hospitality industry tends to react quite strongly to economic uncertainty. So, the results for 2024 are in line with our forecasts—some months with slight growth, others with slight declines. Also, the French market for Best Western is far from uniform, with significant regional disparities. Paris, for instance, has faced challenges this year. While we saw occupancy rates above 90% during the three weeks of the Olympics, the six to seven weeks leading up to the event were tough. Overall, since the beginning of the year, we’re seeing an average growth of around 2.5%, despite these regional and monthly differences.
How do you explain the slow period before the Olympics?
Aside from geopolitical factors, there’s a deterrent effect related to Olympic preparations—installations, traffic constraints, and construction aren’t exactly positive influences. Also, fewer professional events like seminars and trade shows were scheduled during that period, and some companies even implemented “travel freezes.” Leisure groups were also affected.
Corporate Travel and Coworking Trends
Some hotel groups have seen a drop in corporate clients post-Covid. Has that been the case for you?
No, not at all! While 2021 and 2022 were challenging, we had strong results in 2023, especially in the corporate segment. We made significant efforts by rethinking our commercial strategies and positioning. We invested heavily in this segment, doubling the size of our sales team to regain market share.
Have you seen new trends or behaviours emerge in corporate travel?
We’ve definitely noticed changes. Three years ago, we launched a co-working offering called MyWO, which is now available in over 95% of our hotels. The idea is to cater to both local customers and hotel guests who might not want to work from their rooms.
How does that work?
These are dedicated workspaces, ranging in size. Some are free, while others are paid, depending on the level of comfort and service provided.
The Relationship with Online Travel Agencies (OTAs)
The rise of online travel agencies (OTAs) like Booking.com has certainly been a disruptive force in hospitality. Would you say that the relationship has matured, or are there still challenges?
I wouldn’t say it’s fully resolved. The discussions can still get heated at times… The advantage of distributors like Booking is that they offer access to a global customer base. However, the cost of distribution remains high. The challenge is finding a balance between the value these platforms provide and the cost to the hotel. If their share becomes too large, it impacts the hotels financially. That’s why we’ve pushed for more direct bookings, adjusting our pricing strategy to reduce reliance on intermediaries.
On the regulatory side, where do things stand?
A lot is happening right now, particularly in Europe with the Digital Markets Act (DMA), which has designated Google as a “gatekeeper,” and now Booking.com as well. We’re in the midst of negotiations with the European Commission, Booking, and hotel operators to define what being a “gatekeeper” means for Booking—what they can and cannot do.
I imagine you’re hoping this will allow you to offer lower prices directly?
Yes, exactly. In France, hoteliers already have the freedom to set their own prices and can offer better rates directly than what’s available on platforms. But that’s not the case in many countries, where OTAs can impose, at least, price parity. Thanks to Booking’s gatekeeper status, under the DMA, it will no longer be able to offer lower prices than hotels on its platform.
Are there other upcoming regulatory decisions to watch out for?
Yes, many of the clauses in the DMA revolve around “self-preferencing,” where platforms promote their own products or services over others. For example, Booking has something called the “Booking Sponsored Benefit,” where they reduce the price of a hotel by sacrificing their own margin. We see this as a violation of the DMA, and we’ll see if the European Commission agrees with our interpretation.
AI and Technological Innovations in Hospitality
I can’t let you go without asking about AI. Are you engaged in this technological revolution?
Absolutely. We’re doing a lot with AI. Personally, I’m a bit of a tech enthusiast, so when AI came on the scene, I jumped on the opportunity to explore its potential. We’ve been working with a consultancy firm, and we’ve appointed around 20 AI ambassadors across our different departments to identify how AI can help us be more relevant, faster, and more efficient.
Can you share an example of how AI is being applied at Best Western?
Sure! One example is with our interior design teams working on hotel renovations. AI allows us to create ultra-realistic visualizations of different design possibilities, which helps streamline decision-making. It saves time, improves efficiency, and leads to better decisions overall.
You seem really committed to this tech shift!
It’s incredibly important because this will be a transformative revolution for businesses and how they operate. We can’t afford to sit on the sidelines. We have to drive this change and make sure our teams acquire the necessary skills. There’s also an HR dimension—learning to use AI will boost employees’ future employability. I don’t believe AI as we know it today will destroy millions of jobs, but it’s clear that those who master AI will be much more employable than those who don’t. Part of my role as a manager is to help my teams stay employable in the future.
Career Lessons and Pivotal Moments
Since we’re on the subject of careers, can you share some pivotal moments from your own journey? Have you experienced any defining moments?
There have definitely been key moments in my career—some more challenging than others. One of the biggest turning points for me was 13 years ago when the board approached me and said, “We think you could be the next Managing Director. Are you interested?” At the time, I was heading strategic projects, working mostly behind the scenes as a specialist rather than a generalist. I was more of a technical expert than a communicator. I had never considered becoming Managing Director of a group like Best Western! It really forced me to reflect on myself and what I wanted. After some thought, I accepted. Careers are built on taking risks, and the board encouraged me to take this one. Would I have applied on my own? I’m not sure.
The lesson here is not to shy away from risks, right?
Exactly. And to fully answer your question, there have also been tough moments in my career. Covid was particularly challenging. It was a crisis, but it also brought my leadership team closer together. We had to learn to shut down hotels—many of which had never closed, even during World War II. With no clients or revenue, we had to reinvent ourselves, helping our hotels navigate new challenges like partial unemployment, regulations, and closure protocols. Ironically, this adversity strengthened us and brought us closer.
One last question, Olivier: What would you say to a young person just entering the workforce to encourage them to join the hospitality industry?
The story we tell is a human one. Hospitality is about relationships, connections, and creating satisfaction—not just as a performance metric, but as a genuine human-to-human interaction. These are jobs with real heart. At the same time, the industry understands it needs to evolve, from how it’s structured to its compensation policies, and a lot of progress has been made. People also need to know that the old image of hospitality no longer fits. It’s a modern, tech-driven sector, and it’s one where you can truly grow professionally.
About Philippe Roy: He’s a contributor of HSMAI Europe and the founder of Red Yucca, an Advisory Services firm helping companies and merchants reduce their cost of accepting payment cards. It has a deep expertise on Influence Strategies, Complex Negotiation, Value Propositions and Relationship Management. It operates both locally and globally. Philippe is also a new member of the upcoming HSMAI Europe France Advisory Board.
About Olivier Cohn: At 46 years old, Olivier Cohn has held the position of CEO of Best Western France since September 1, 2011 and is committed to taking on new challenges within a brand that has established itself as a key player in the French hotel industry over the past 10 years. His goal is to ensure the longevity and development of Best Western France by expanding expertise in services to hoteliers and best serving their interests. As a membership organization of independent hotels, Best Western® Hotels & Resorts must also help its members reclaim their distribution and improve their profitability. A graduate of the École Supérieure des Sciences Commerciales d’Angers, Olivier Cohn has held various strategic positions within Best Western France for over 25 years.