Editorial Board   

Mr. Nalewanski

Loren Nalewanski

Vice President & Global Brand Manager, TownePlace Suites & Springhill Suites by Marriott

A Hospitality veteran, Loren Nalewanski joined Marriott International, Inc., over 25 years ago and during this time has managed all areas of property operations in many brands. After serving in property roles from coast to coast, Mr. Nalewanski was appointed Vice President, for Talent Management and Work Environment for North America, establishing the Work Environment Center of Excellence at Marriott, guided the architecture of the associate engagement strategy in use globally today for Marriott International. In 2009, Mr. Nalewanski was named Vice President of Global Operations Services working to develop the Global Operations Services group. In this role, he led the teams responsible for key areas related to the deployment of all operational programs, products and services, across all Luxury, Lifestyle and Marriott Endorsed brands. Today, Mr. Nalewanski is Vice President and Global Brand Manager of both the TownePlace Suites and SpringHill Suites by Marriott brands. With more than 280 TownePlace Suites properties open in the United States and Canada (over 190 in the pipeline), and 343 SpringHill Suites (150 in the pipeline), these brands are experiencing remarkable results and growth. Mr. Nalewanski is a Rockford, Illinois, native and a graduate of Johnson and Wales University in Providence, Rhode Island. He is married with four children and resides in Northern Virginia.

Mr. Nalewanski can be contacted at loren.nalewanski@marriott.com

Coming up in February 2020...

Social Media: Social Listening Tools

The reach and influence of social media is staggering. Nearly 3 billion people use social media daily, posting a range of messages, selfies, images, and everything in-between. According to HubSpot, almost 4 million posts are uploaded to the major social networks every single minute! That's an astounding amount of content and it is crucial for hotels to skillfully use social media in order to effectively compete. From establishing a suitable brand identity and voice to creating content across all the major networks (Facebook, Twitter, Instagram, Pinterest, etc.), the goal is to actively engage consumers and to eventually convert them to customers. Some hotels are initiating online contests as a way to attract new customers, while others are rewarding customers with discounts who subscribe to the their email lists or follow their social media pages. Another recent strategy is to employ social media listening tools that track what people are posting online about their businesses. These tools allow hotels to monitor - or listen to - what's being said about a brand across the entire social web, and this can prove to be very valuable, unfiltered information. Social listening permits hotels to be aware of people's opinions about their business, industry or competitors, and some of these tools even listen beyond social media platforms. They also monitor publicly available information on blogs, forums, news outlets and websites. Some listening tools are more focused on gathering and analyzing data, while others offer more engagement-oriented features, which allow hotels to interact with people right from the platform. Often the information that is gleaned from these listening tools ends up being the most authentic, unbiased insights a business can get. The February Hotel Business Review will document what some hotels are doing to successfully integrate social media strategies into their operations.