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Thinking Creatively with Hospitality Professor Kirsten Tripodi


How to Deliver on Guest Desires with Branding Guru Samatha Hardcastle


By Nathan Gawlik
Nathan Gawlik's experience includes being a General Manager of a Hampton Inn and other front line roles such as a Banquet Captain, Front Desk Agent, Housekeeper, Catering Event Manager, and Director of Sales.

About Kirsten Tripodi

Kirsten Tripodi has over 35 years of experience working in the hospitality industry, predominantly in restaurant operations. She has held her wine steward Sommelier Certification since 2011 and received her Bachelor in Political Science from Rutgers and her Master in Hotel Administration from Cornell University. Since 2018 she has been teaching at Sacred Heart University where she is the Program Director of the New Hospitality, Resort & Tourism Program.

Kirsten joined me via Google Meets for this interview.

Let's start with your background in hospitality and what made you want to be a professor.

Actually, I never wanted to be a professor. I come from a family of teachers, and that was the furthest thing from my mind. I wanted to go to law school. Hence, the political science degree.

That was in 1984, a really long time ago. That same year, Time Magazine did a cover story on how many unemployed attorneys there were in the United States. So I redirected my career path. In retrospect, I would have hated sitting at a desk all day long and going to court.

In college, I worked in college bars, nice restaurants and a hotel, and I was pretty good at it.

I took a year off because Cornell University makes everybody take a gap year to figure out what you want your life to be and to mature a little bit. I tended bar during that year at a brand new hotel and made a ridiculous amount of money. I had a really great time. 
"There are people walking through the hotel whose shoes are more expensive than everything I own."
After my first year, I went to work for the World Trade Center to make some money and ended up transitioning to work with one of the most famous fine-dining restaurants in the world: Le Cirque on Park Avenue. While there, I was in charge of the lobby lounge and room service.

Oftentimes, I would be serving seven-course meals to some pretty high-profile guests, like Robert De Niro, Sergio Valente and Donatella Versace. At the time, the restaurant was housed in the Mayfair Regent. They were really amazing business people. I learned a ton from them.

The ownership was incredible. I had a great experience at the hotel, I used to walk through the lobby and think there are people wearing shoes that cost more than everything I own.

After that, I went back to Cornell to finish my degree. I then started at The Ritz Carlton, Atlanta in the late 80s as the Beverage Director. That experience was amazing, but I realized that I was a New York City girl at heart. I moved back up north to work at the Rockefeller Center.

Up to that point, I had changed jobs a fair amount during the years; I like to go into a place and fix all the things that are broken until I get bored.

I was the manager at the American Festival Cafe in Rockefeller Center, which was like running a business made of three restaurants. That job was the perfect blend between running banquets and running a restaurant because every season, we changed the restaurant entirely. We changed the uniforms, we changed the menus, we changed almost everything. Summer Garden where the ice skating rink is, is a whole different restaurant from when it's the ice skating rink. That was a lot of fun and I never got bored.

Once I got pregnant, I decided I didn't want to be working the crazy hours anymore, so I got into a doctoral program and taught at Fairleigh Dickinson University for 15 years before moving to Sacred Heart University.
"Hospitality is a bug, once you get bit, you're hooked" 

Was transitioning out of operations difficult?

I wouldn't have left it for any other person, except for my son. I still love it and I miss it every day.

However, getting people prepared to do the same thing that I love is very rewarding. Hospitality is kind of like an infection, right? Once you get bitten, you can't really do anything else.

I still get to do cool things, like have beer tasting in class or go to the Stamford Yacht Club on a tour, enjoying mocktails and boating. 

Can you tell me a little bit about your current role as Hospitality Professor? 

I launched the small program in 2018. I'm the only full-time faculty member in the program. We have a standard hospitality curriculum with a lodging class, a food and beverage class and a culinary class.

We're in an Association to Advance Collegiate Schools of Business-accredited school. We have three specializations. So students can choose Data Analytics, Hotel Resort and Club Management or Tourism Management.

What is your outlook for the future of hospitality and events? 

The event industry will absolutely come back; people are dying to travel and there is a lot of pent up demand for family reunions, weddings, corporate events, etc. Now, it may be that just the C suite level executives gets to travel and interact with people on a personal basis, while the minions have to watch everything on their screens.

Where do you see hospitality recovery over the next five years for revenue per available room (RevPAR) and other key metrics?

RevPAR is largely driven by corporate travel, not by leisure travel. I think leisure travel is going to come back first due to liability to organizations and since people are coming back and getting deals.

By the way, when people talk about coming back, they mean coming back to 2019 levels, and 2019 was huge, right? So it's gonna take a while for that to happen. In the meantime, there are still 200 hotels closed in New York City, according to the President of the Hotel Association of New York City, Vijay Dandapani (who was a classmate of mine at Cornell).

Now some of those hotels will convert to other functions. Some of them will become low-income housing, while others are going to be homeless shelters. They're not running as hotels because they're not technically closed, but they're considered closed by Smith Travel Research.

New York Governor Andrew Cuomo launched a kind of COVID-19 passport: an app for your phone that will demonstrate whether you've been tested recently or you've been vaccinated and tested. That'll indicate if you're okay to go into Madison Square Garden and other event centers.

How has your current job been affected by the pandemic and the new normal?

That's hard to say. My perspective is to prepare people for the future. What I'm looking to do with my curriculum is to modernize the core offerings. Sacred Heart is a very agile place, growing by leaps and bounds, and we are financially solvent, so that puts us apart from the other educational institutions.

As the Jack Welch College of Business and Technology, we built out an Artificial Reality lab, a Virtual Reality lab, an Mixed Reality lab, an Artificial Intelligence lab and so on. I don't want the jobs I'm preparing our students for to be gone in five years. We want them to be lasting jobs. I want to use those technology labs to look towards the future.

Certainly, the companies that are going to be successful coming out of this pandemic are the ones that are creative. 

Do you have any examples you can point to for how businesses have responded creatively to this pandemic?

The co-owner of Riviera Caterers was a guest speaker in our class recently. This company was the exclusive caterer worldwide for Nike. The employees there have done some amazing events for Forbes and other high-profile companies; the business has also received awards for event design and is recognized in the industry.

In March of 2020, Riviera Caterers got 25 cancelations in a single day. The following day, they got 75 cancelations. So they looked at what was going on and said, "No one is going to a Nike event with 2000 people for a very long time, so what do we do?"

The catering company pivoted by leveraging its relationships in New York; doing this, the business got a contract with the city of Brooklyn to provide catering services to senior centers. Employees delivered a hot lunch to half of Brooklyn, and, by August, they were delivering 10,000 breakfasts, lunches and dinners to all five boroughs in New York every day.

Riviera Caterers didn't lose a single one of its employees as a result. In fact, the business had to hire. As senior citizens were able to go back to shopping in grocery stores, the company is bidding on K-12 contracts for multiple school districts.

People just have to be creative. Some of that creativity is going to stick. I would imagine that many restaurants will continue to offer their menu through QR code rather than paper menus. I also think people are going to be more comfortable with outdoor events than closed indoor events.

How else can owners and operators prepare for the future?

The people that are going to perform the best are the people that are intentional and offer their guests choices. There is a great book by Barry Schwartz titled the "Paradox of Choice." In it, he discusses how we as Americans are addicted to choice. Just look at Starbucks as an example. When it comes to hospitality, giving people choices that are culturally competent is important.

For example, you could offer the ability for your guests to communicate via text, phone or email because you want your guests to get the same experience and level of service even if they're not tech-savvy. Owners and operators need to be able to speak both languages and across generations.

We talk a lot about cultural competence in my Service Theory class, such as how to appeal to people from different backgrounds when they travel to the U.S. to make them comfortable. Though, we clearly miss the boat when it comes to generational competency.

Consider this: A 16-year-old in China is more like a 16-year-old in New Jersey than a 16-year-old in New Jersey is to their 70-year-old grandparent in the same state. 

How do you think the online travel agency/hotel relationship will play out in the future?

The online travel agencies like Booking.com, Expedia, TripAdvisor, etc. have the power now because, in a lot of ways, OTAs have rescued hotels. OTAs were the devil five or 10 years ago. People thought these marketing channels were a novelty because guests were just paying the OTA rather than an actual travel agent.

However, in large part, if OTAs hadn't existed previously, hotels would've been worse off during the pandemic. That is certainly true for third party delivery services like Grubhub and DoorDash. These third parties propped up the restaurant industry.

Until the restaurant industry and the hotel industry band together to take on these large companies, these third party services will continue to charge more and more. The advantage OTAs have is that they don't own anything. They own intellectual property and some software; they aren't tied to real estate like restaurants and hotels are.

Perhaps one way properties can push back against the OTAs is through soft brands and delivery of unique experiences. 

Do you have any advice for properties on how they should utilize OTAs?

As much as possible, properties should have a robust booking software or function and get guests to book direct. In all aspects of hospitality, revenue is all about repeat business.

If someone has a wonderful experience at your hotel or bed and breakfast, you capitalize on that through technology, reach out and marketing. Make friends with those guests. I'm an old school restaurant girl, and I know that the experience is all about what happens while the guest is inside your four walls. How do you make that experience special?

After their stay, allowing guests to choose how they interact with you is the first step to repeat business. Make sure the experience is exactly what you promised them and more. 
"Business is Value Exchanged"

Conclusion

Kirsten's 35 years of experience makes her a valuable resource for hospitality professionals. She has seen the ebbs and flows of how the industry has progressed and performed through economic downturn and times of growth.

Kirsten has a positive outlook for the future for both restaurants and hotels but recognizes that technology hurdles will continue to be challenges for the hospitality industry, especially as guest expectations continue to soar. Being creative and keeping up with current trends will assure success for your hospitality business. 
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