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Testimony of Franck Février, Operational Business Development Expert at Louvre Hôtels Groupe

You've had a rich career with Louvre Hôtels. Could you tell us about your early days?

I joined the Group 27 years ago, after studying hotel management. My career path is rather atypical, as I started out as a trainee. But the company has offered me many opportunities for advancement. I grew up in a positive working environment and, until 2010, I held several positions in different hotels. At that time, the Group really allowed me to grow professionally.

You worked on the renovation of the Campanile chain. Can you tell us more about it?

Yes, I spent four years disseminating best practices in hygiene and catering, and reinforcing core processes in Campanile hotels. I've really been able to specialize in this brand, for which I've been working since 1997. The hotel portfolio underwent major renovations, and it was here that I played a strategic role as project manager for the creation of our Learning Management System (LMS), "Genius". This distance learning system brings training directly to the teams, who are less and less able to travel for a day's training.

How did you feel about the various Louvre Hotel Group takeovers?

It was a major change. Initially, we were a family business run by the Taittinger family. Subsequently, we were bought by an American group, then by a Chinese group, our current shareholder Jin Jiang. This changed our approach, particularly in terms of expansion. I spent three years in China to open the 1st Campanile there, integrating a "French Touch" when onboarding local teams.

What changed in your role after the COVID-19 crisis?

It was a change After the pandemic, we resumed our training project, but removed certain aspects to focus on blended learning. We introduced a more flexible format with an online part and face-to-face brainstorming sessions, so that each establishment can decide what it wants to implement. We have also developed what we call the "Campa'ttitude", to positively mark each stage of the customer journey and ensure that our customers have a good time. This reveals the know-how and savoir-être necessarily present, and creates positive moments for our customers, like a little attention or a sweet word, similar to a "fortune cookie" with the aim of creating memorable moments.

How do you manage team assessment and support today?

We have a highly structured monthly support process, punctuated by the renovation of our establishments. This begins with pre-renovation assessment visits to the hotels. We also rely on tools such as Trust You, which collects customer feedback. This enables us to support establishments based on concrete feedback, with clear objectives. The first debriefing is often a shock for the teams, but it's a key moment for them to make progress. We then compare current results with those of the previous year and adjust our coaching.

Tell us about the importance of ritual in Campanile culture.

I believe much more in rituals than in pure motivation. Rituals structure the customer experience and help our teams to maintain consistency in service, with simple gestures that are quick to execute and that bring them positive results. For six months, we support our teams with regular Smice mystery visits. We start with 2 visits a month, for 3 months, then one for the following 3 months. This creates a continuity that really anchors good practices, both for the teams and for the customers.

What are the concrete results of this approach, which involves objectively measuring experience?

The results are impressive, especially for those establishments that have fully invested in the approach. On Trust You, some hotels have gone from 3.7 to 4.0 in customer rating. What makes the difference is often the little touches and the care we take with service.

What challenges do you face in managing teams and training?

One of the main challenges is that many managers don't always have the means or the ability. That's why we place so much emphasis on training and the use of management rituals. It's not just a question of techniques, but also of attitudes and behaviors to adopt with teams. This is a real key to success.

What are Campanile's long-term service quality objectives?

Our goal is to have 80% of our network renovated by 2026, in line with our Campa 'ttitude quality standards. To achieve this, we are counting on personalized post-renovation support for each establishment, with mystery visits and regular follow-up by the regional manager. We also want to reinforce the "symmetry of attentions", i.e. managers receive the attentions that they then pass on to their teams.

In conclusion, what do you think sets Campanile apart from other hotel chains?

What sets us apart is our ability to create simple yet authentic moments for our customers. We pay attention to detail and listen to our customers. It's this generosity, combined with deeply rooted rituals and know-how, that makes the difference. Our teams are trained to do just that, and we continue to innovate to offer a unique experience for both our customers and our staff.

 
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