Editorial Board   

Mr. Nijhawan

Sanjay Nijhawan

COO, Guoman Hotels (UK)

With extensive experience of working for some of the biggest brands in the business, including Hilton, Holiday Inn, Marriott and Forte, Sanjay Nijhawan has been in the hospitality industry for over 17 years. Mr. Nijhawan joined Thistle Hotels in 2004 as general manager for The Tower in central London. He quickly moved on to area general manager for the Tower and City Barbican before being promoted in 2006 to area general manager for three further central London hotels - Thistle Marble Arch, The Selfridge and Guoman Hotels' flagship property The Cumberland. Earlier this year Mr. Nijhawan was promoted to Chief Operating Officer of Guoman Hotels (UK) overseeing the development of a collection of six international deluxe properties in central London. Speaking about his vision for Guoman Hotels, Mr. Nijhawan said: "Guoman Hotels will be a collection of unique hotels, where the key differential is the quality of our product, service and people. We will deliver exceptional service, through the exceptional people that work with us." Before joining Guoman Hotels (UK) Mr. Nijhawan spent two years with Hilton Hotels where he was responsible for a portfolio of five properties across south east England. Mr. Nijhawan graduated from Thames Valley University in 1992 with a degree in hotel management.

Mr. Nijhawan can be contacted at 0870 333 9280 or Sanjay.nijhawan@guoman.co.uk

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.