To make some sort of difference in the world, no matter how small. Like the hand print our ancient ancestors left on a cave wall, we all want to leave our mark on the world. But what is it that makes some of us willing to push beyond our experiences, and our credentials, to take on challenges that others think impossible? I’ve heard some call it courage, but I’m more inclined to think it is a fear of not leaving that vital hand print.
I’m now on a journey to build unique resort condos with art centres across the Caribbean. I’m armed with my experiences of building successful businesses. And while some critics might think that launching successful experiential resorts and art centres in the Caribbean is impossible, I’m betting against them. By creating luxurious eco-vacations that provide unique experiences to affluent travellers we’ll appeal to people who want to make unique memories and contribute to the world.
Our free summer arts education camps for local kids will help define our unique hospitality offering and establish us as not just a business but also a hub for music, art and culture.
The wonderful aspect to this is that by creating unique experiences not only will be creating great memories, and high returns for investors, but we’ll be setting an example of how to operate a fully sustainable business that can also have a significant impact on local communities. Our first boutique resort will be in Barbados.
I know I’m going to need a lot of help — and sometimes I think I’m just the person rubbing the sticks together to create sparks, it’s those other people who have joined us and are providing fuel to the fire who are truly making the difference.
All of us try in our journey to make the world a better place, the key is to do it with grace, humility, and compassion.
Brilliant online travel companies like AirBNB are slowly squeezing the hotel industry particularly in tourist destinations like the Caribbean. Many travellers are now discovering that in the Caribbean all the beaches are public, this means everyone has the right to be on them. Where once hotels seemed to have control over their stretch of beach that is no longer the case and they are now having to compete with small businesses that are sprouting up just to rent beach chairs to AirBNB guests. What this means is that you don’t have to stay directly on the beach to have the beach experience. And travellers are starting to realize a quite villa, or boutique resort on a hill above the ocean can offer much better culturally rich experiences… and much better views.
The first victims of AirBNB are the “garden view” hotel room suites. Why would anyone choose to pay for a small garden view room, when they could rent a large room in a home with a view of the ocean for far less, and get free access to a number of beaches?
In Barbados a family can rent a 4 bedroom home through AirBNB with a pool, an awesome view of the ocean, and public beach access 5 minutes away, for just under $300/night. Compare this to one Superior room at the Marriot hotel in Barbados for $220/night and it is easy to see why the hospitality industry is in turmoil.
Add to this the rise of “Beach Clubs” like Nikki Beach and there is little reason to rent a room at a large corporate hotel.
So what is the answer? How can corporate hotel chains survive when AirBNB has so completely changed the playing field?
They have to start adapting to the change and offer more than just a room. They need to take a lesson from the small boutique hotels that are succeeding by attracting travellers with “experiential” opportunities. For starters, the land costs for a boutique hotel smart enough to know they don’t have to be right on the beach, are much lower. Boutique hotels offer travellers the chance to experience local culture and many of them set up partnerships with local businesses. Successful boutique hotels provide on site programming (yoga and cooking classes, nature hikes etc.) giving travellers more than just a room on the beach, but a memorable experience.
Corporate hotels have to change the way they do business. Sweeping policies that once guided their developments need to be strategically evaluated. For example here is a quote given by a development manager at the Marriott “We are currently interested only in a beach location for a luxury or an upper-upscale brand in Barbados.” That kind of archaic thinking is why so few of the large hotel chains succeed on islands like Barbados, where boutique hotels owned by private families control the luxury market.
Corporate hotels have a choice – change now or slowly watch their profits wither.
Fairmont Royal Pavillion
Michael Beckley, Senior Advisor, Board Director
Michael has over 50 years of hospitality industry experience gained in Europe, Bermuda, The West Indies and Canada. He currently works in an advisory capacity to CBRE Hotels after recently retiring from Marriott International as Senior Vice President, Lodging Development, growing the company across Canada from 17 hotels to 162. Michael was the former President of Commonwealth Hospitality, which company he was with for 23 years, until the company was sold in 1999; he also spent over a decade in the resort sector with responsibility for five luxury resorts in Barbados and Bermuda. He is a graduate of Westminster Hotel School in London.
Michael Beckley joins Canvas and Cave
Toronto – April 13, 2017 – Canvas and Cave Inc. continues to strengthen our Board of Directors and is delighted to announce the addition of Michael Beckley, FIH, CHA.
Michael has extensive experience in the hotel industry, most recently serving as Senior Vice President of Development for Marriott International in Canada.
“Michael is an iconic figure in the hotel industry, his hotel development experience, both in Canada and the Caribbean will be a terrific asset to Canvas and Cave as we develop our brand” states Sarah Thomson, President and CEO of Canvas and Cave Inc.
Michael has over 50 years of hospitality industry experience gained in Europe, Bermuda, The West Indies and Canada. He currently works, in an advisory capacity, at CBRE Hotels after recently retiring from Marriott International as Senior Vice President, Lodging Development, growing the company across Canada from 17 hotels to 162. Michael was the former President of Commonwealth Hospitality. A company he was with for 23 years, until the company was sold in 1999. He also spent over a decade in the resort sector with responsibility for five luxury resorts in Barbados and Bermuda. He is a graduate of Westminster Hotel School in London.