In an ever-changing world, hotel projects can no longer be conceived in the same way as in the past. Too often, they are based on a binary relationship: an investor on one side, an architect on the other. And yet, the success of a business – both in economic terms and in terms of customer experience – is based on a more complex, richer and more demanding dynamic.
At DELPORTE HOSPITALITY, a collaborative, demanding and strategic approach is favored, in which each player contributes complementary expertise. Architecture, operations and strategy can no longer be considered in isolation. It’s only by bringing these three visions together that projects come to life with coherence, ambition and long-term relevance.
Thinking in threes or more: a virtuous triangle for creating living spaces
The success of a hotel project relies on a subtle balance between three essential poles: the architect, the owner/investor, and a hospitality expert charged with providing an operational, strategic vision focused on the customer experience.
This third party, represented by DELPORTE HOSPITALITY, plays several key roles:
- Challenge architectural choices by integrating the realities of the field,
- Translate corporate strategy into concrete customer journeys,
- Anticipate maintenance issues, team organization, traffic, etc,
- Act as a link between the project owner’s intentions and technical decisions.
In some project teams, a hotel manager or future operator is also involved. His vision is invaluable to our thinking, thanks to his in-depth knowledge of operational realities, customer expectations and HR requirements. Nevertheless, we must remain vigilant: an exclusively day-to-day outlook can restrict our ability to project the future.
For example, some decisions may rule out service levels or innovative systems on the grounds that they would be difficult to recruit, or that the necessary profiles do not exist today. Such a stance stifles ambition. A hotel is designed for the next 30 years, not to meet the needs of the moment. The world of work is evolving, technologies are advancing, expectations are changing. Staying lucid, yes; limiting ourselves to the short term, no.
Creating the right framework: the importance of well-constructed specifications
Before you draw, you have to think. Before building, you need to structure. All too often, projects start out with vague ambitions or general ideas, with no precise framework. In this context, architects go it alone, and decisions are made too late, under pressure of budget or schedule.
An architect once said with sincerity: “For me, the most important thing is to be able to draw on my own.”
But that’s just not enough, and it’s the wrong thing to do. The investor must be firm in the face of such an attitude on the part of an architect, even if his reputation is very important. A hospitality project requires a structuring framework. The architect cannot create in a vacuum. His talent is fully deployed within a clear framework, nurtured by a set of specifications co-constructed with the owner, the operator and a hospitality expert.
This document goes far beyond a simple list of services or a budget envelope. It defines a strategic vision:
- What kind of customer experience should you offer?
- Which target to cater for? What identity to express?
- What level of service should we achieve?
- What human and technical organization do you need?
- What are the key moments in the customer journey? Which irritants to avoid?
- How do you combine design, operational efficiency and profitability?
Such a framework doesn’t confine: it liberates. It enables the architect to design accurately, avoiding misunderstandings, risky compromises or last-minute renunciations.
The details that make all the difference: use, care and consistency
The intelligence of a place is not only measured by its beauty. It can be appreciated through use. Too many projects shine on paper, but fail once opened. The reason? Neglected details. Insufficient anticipation of the real experience, as experienced by customers and teams alike.
Here’s a revealing real-life example: during a renovation project, a large washbasin was installed in the toilets of a public space. Its size ensured that when soap fell, it stayed in the basin. The water rinsed off naturally. A towel was positioned right next to it. The result: everything remained clean, functional and coherent.
During construction, for budgetary reasons, this sink was replaced by a smaller model. The soap now falls to the side, water splashes onto the floor, and the towel has been moved. As a result, the floor is frequently wet, customers complain, and maintenance staff intervene several times a day. This adds a significant operating cost that could have been avoided. This saving on the construction budget will cost much more on the PNL for many years to come.
This example is far from isolated. These are the details that determine the fluidity of the service, the comfort of the customer and the serenity of the teams. At DELPORTE HOSPITALITY, one of our missions is to detect these risks right from the design stage, in order to guarantee overall consistency.
DELPORTE HOSPITALITY, a long-term partner for your projects
Creating a hotel means building a living space designed to last. It means designing an experience that remains relevant, fluid, desirable and profitable over time. This means bringing together the best skills and getting them to work together intelligently, right from the start.
DELPORTE HOSPITALITY provides this cross-disciplinary expertise:
- Structured thinking,
- Formulating the right questions,
- Translating strategic ambitions into operational choices,
- Building bridges between architects, investors and future operators.
This approach is based on years of project analysis, hundreds of audits, and a detailed understanding of the expectations of both customers and professionals. This independent, rigorous and committed approach avoids costly mistakes, reinforces consistency and brings out the full potential of each project.
A renovation or construction project must be carefully planned. Hospitality can’t be a mere soul supplement. It must be the common thread.
Thinking alone is not enough. Thinking in threes becomes essential.
📣 Does this message speak to you? So don’t hesitate to share it with your colleagues, your customers, young people looking for a vocation, or anyone else who might be inspired by the challenges of transmission and excellence. Together, we can get these ideas circulating, give new meaning to manual and hospitality professions, and create real vocations.
💡 If you have any ideas, needs, or would like to go further, I’d love to hear from you. I offer hospitality audits, hospitality strategies, inspirational conferences, customized training and coaching for managers and teams in the hospitality, luxury and exceptional venue sectors.
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