For many decades, essentially since
the Islamic revolution of 1979, the
hotels have been unbranded and
managed mostly based on local
resources. always more and more voracious,
which means global and local players
will have to continue finding ways and
places to grow steadily, visibly and
abundantly.
This means that hotels are in their
own way competitive, but when
compared to international peers,
they need a lot of revamping and
updating, including all that relates to
management, branding, marketing,
finance and distribution. Iran is thus such a clear and present
answer for those who are under
pressure to grow.
The existing hotel schools are still
not well aligned with the present and
future needs of the industry.
Professional management best
practices and international service
and financial standards are still in
their inception phases.
In terms of hotel supply, despite
some of the destinations
experiencing oversupply pain (ex:
Mashhad), we in the global hotel
industry know there is always room
for more hotels, for better hotels,
more competitive in terms of value,
pricing, branding and service.
These new hotels are in fact the
ones who help and will help energize
destinations which are sometimes
perceived as old or over-matured,
who will communicate to new types
of consumers, more diversified guest
databases worldwide, who will bring
innovation and who will help keep
the existing players relevant and
competitive.
Hotel globalization is becoming a
mature affair. One cannot find great
opportunities anywhere, as easily and
fairly priced as 10 or 20 years ago.
Most emerging markets have, in fact,
matured or are quickly on the way
to become so. Assets appreciated.
ADRs ‘growth on growth’ rates are
decreasing.
Big and somewhat untapped markets
are almost non-existent, nowadays.
But the stock markets appetite is
As in any emerging economy, there
are specific challenges. In Iran,
funding and payments are at the top
of the concerns. But, if we are in it
for the long run, and if we learn the
right lessons from local players (as
normally happens anywhere in the
world), all these constraints have
their own practical solutions.
Politics nowadays is playing an
adverse role in what relates to the
potential expansion of American
About the author
Mário Candeias is a 25-year hotel veteran,
currently leading the most ambitious
Iranian hospitality project, Espinas
Palace (Espinas Hotel Group), based in the
vibrant metropolis of Tehran.
He previously held key positions in
the luxury hotel arena in Portugal’s
benchmark hotel brands, Pestana Hotel
Group and Tivoli Hotels & Resorts (at
present owned by Minor Hotel Group,
from Thailand).
He served as Regional Director and
General Manager for the flagship
geographic areas and properties of these
two world-renowned brands, several of
them proudly under Leading Hotels of the
World affiliation. He has multi-property
management experience, both urban and
resort, and is credited with spearheading
many advanced branding and marketing
concepts and industry events that helped
advance the hospitality sector in the
country.
Mr. Candeias has also an extensive
consulting and teaching collaboration
with prestigious institutions in Portugal
and abroad, such as the Faculty of
Economics of the University of Algarve
brands into this area, but the world is
fortunately loaded with other great
hotel brands which are not American
nor exposed to America.
Opportunities in the luxury, upscale,
midscale and budget segments
abound. More in conversions, but also
in new-builds. In cities, country, ski
and beach resorts, deserts, mountain
hideaways.
We are sure the existing local hotel
and tourism players will become
even more relevant and competitive,
the more diversified, modern and
international the competitors
become.
This is the time for Iran to play a
more relevant role in the Middle
Eastern and global hospitality
industry.
(Portugal) or Wisconsin-Stout Hotel
School (USA), ranked in the world’s Top 10.
With a strong academic background,
he has a base academic education
in Hospitality Administration and
Marketing Management in Portugal, plus
an MBA. Faithful to his lifelong learning
commitment, Mr. Candeias coursed
several Executive Education programs
abroad, namely Advanced Hospitali ty
Programs at CORNELL School of Hotel
Administration, NY, USA, and École
Hotellière de LAUSANNE, Switzerland.
He also studied Corporate Finance at
HARVARD Business School, MA, USA and
INSEAD, Fontainebleau, France.
He has led seminars and master classes
throughout the country, by request of
Tourism & Hospitality related institutions.
Areas covered range from Hotel
Development to Operations, Destination
Management and Competitiveness.
Mr. Candeias is an avid writer on
Tourism and Hospitality, Economics and
Management.
Contacts: mario.candeias@espinashotels.
com, [email protected] or @
MarioCandeias1 (Twitter); www.linkedin.
com/in/mariocandeias/
ILHA 59