Mr. Bedner

Michael Bedner

Chairman & CEO

Hirsch Bedner Associates

As Chairman and CEO of Hirsch Bedner Associates, Michael Bedner leads the largest, hospitality design firm in the world. In 1964, Mr. Bedner and his partner, Howard Hirsch, revolutionized hospitality design by creating a totally new professional discipline. Throughout his career, Mr. Bedner has expanded the discipline into a functional art form that continues to evolve. His vision and creative energy provide inspiration to the entire industry and his design influence can be seen in hundreds of the finest hotels throughout the world.

Mr. Bedner's combination of traditional training and over 40 years of international hands-on experience have provided him with a singular understanding of the cultural, programmatic and financial aspects of a variety of projects. This understanding makes him uniquely qualified as a consultant for virtually every aspect of the hospitality business, from conceptual planning to budgeting and installation.

Beyond directing twelve offices worldwide with a staff of over 450 professionals, Mr. Bedner has continued to create his own innovative, distinctive designs. Throughout his career, Michael Bedner has remained committed to the three principles on which he and Howard Hirsch based the business: to have fun, learn and grow from every experience and to produce the best design possible for each project.

Mr. Bedner can be contacted at 310-829-9087 or MichaelB@HBAdesign.com

Coming Up In The April Online Hotel Business Review


Feature Focus
Guest Service: Customer Service is a Key Business Differentiator
In today's hyper-competitive, hyper-connected global marketplace, customer experience has assumed a major role as a key business differentiator. There is a growing understanding that competition based on products or price alone is no longer a viable strategy. Since feature or function advantages can be quickly duplicated and/or enhanced, product innovation is no longer the differentiator it once was. And competition based on price impairs profitability. On the other hand, research indicates that 86 percent of consumers said they would be willing to pay more for a better customer experience. To protect both market share and margins, hotel companies must provide customers with consistent, compelling experiences - before, during, and after their purchases - across all major channels. There are many things organizations can do to deliver a superior customer experience. Management must align everything a company does with the customer service experience in mind. They must assign high value to anticipation of customers' real needs and desires, and they must incentivize and reward personal initiative in the pursuit of customer satisfaction. They must respond quickly to customer requests. They must ensure that customer interactions are highly personalized, and they must deliver the right information to the right place at the right time. And perhaps most importantly, upper management must create a culture where customer service is valued and esteemed, taught and rewarded. Customer experience leaders who can drive this kind of cultural change will radically affect their companies? competitive position and business performance. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.