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He emphasises that with the right strategic alignment, Indonesia is poised to become a major hospitality hub in the region.
Indonesia’s hospitality sector is being fuelled by strong domestic demand, resilient investors’ interest, and a shift towards sustainability and technology, making it increasingly dynamic and competitive.
Offering his invaluable insight is Pierre Marechal, Vice President, Advisory & Asset Management of JLL’s Hotels & Hospitality Group. In his role, he focuses on asset management and operator selection across the Asia Pacific region, whilst also providing expertise in revenue management, distribution, and sales and marketing to JLL’s regional teams.
With over 20 years of experience, Marechal has established a strong record of driving financial performance, enhancing market share, and implementing process improvements for hotels and resorts across the Asia Pacific, Indian Ocean, Europe, and the Middle East. His career spans a diverse portfolio, from budget properties to luxury resorts, as well as divisional and regional operator offices, giving him a comprehensive understanding of global hospitality operations.
As a judge at the TDM Travel Trade Excellence Awards 2025 – Indonesia, Marechal discussed the opportunities and challenges ahead, offering a clear perspective on how Indonesia can strengthen its position as one of the most resilient and competitive hospitality markets in Asia Pacific.
In your extensive experience in the Asia Pacific region, what key trends do you see shaping Indonesia’s travel and hospitality sector today, and what implications do they have for the industry’s growth?
Indonesia is undergoing a hospitality renaissance, driven by infrastructure development, domestic travel growth, and sustained domestic and foreign investors’ interest. There’s a noticeable shift towards lifestyle-driven properties and sustainable tourism offerings, particularly in secondary cities and emerging resort destinations. The rise of digital booking platforms and experiential travel also reflects a changing guest demographic. These trends point to a more diversified and resilient sector, where operators and investors who adapt quickly will capture long-term growth. With the right strategic alignment, Indonesia is poised to become a major hospitality hub in the region.
In what ways do asset management, revenue management, and distribution strategies enhance competitiveness in Indonesia’s hospitality market?
Effective asset management ensures that each property operates at its full potential whilst protecting long-term value. Revenue and distribution strategies are the levers that directly impact topline performance, especially in a price-sensitive market like Indonesia. By using data to optimise pricing and segmentation, and aligning distribution channels to reach both domestic and international guests, hotels can gain a competitive edge. At JLL, I’ve seen first-hand how well-calibrated commercial strategies elevate asset returns, particularly when tailored to local market dynamics. Success lies in combining operational discipline with creative revenue generation.
How can companies leverage technology and digital solutions to transform guest experience and operational efficiency?
Technology is no longer optional—it’s integral to both guest satisfaction and operational excellence. Digital check-in, smart room features, and AI-powered personalisation elevate the guest experience whilst reducing operational bottlenecks. On the back end, advanced analytics and automated reporting tools free up teams to focus on strategic decisions. My experience at Marriott, leading data innovation projects, demonstrated how digital transformation can drive not only efficiency but also culture change. The key is thoughtful integration that empowers staff and delights guests.
What strategies have you seen successfully drive market share and brand recognition for companies in the hospitality sector in emerging markets such as Indonesia?
Authenticity, localisation, and consistency are critical. Brands that connect with local culture whilst delivering a globally recognisable standard tend to stand out. Strategic partnerships with influencers, digital content creators, and OTAs also help reach younger travellers. I observed that well-executed loyalty programmes and direct booking incentives can significantly shift share. In a competitive market like Indonesia, innovation must go hand-in-hand with service delivery.
Looking ahead, how do you foresee Indonesia’s travel and hospitality industry evolving in the coming years?
Indonesia’s growth trajectory remains strong, fueled by rising middle-class travel, government tourism initiatives, and investment in transport infrastructure. We’ll see more branded properties in untapped regions and a focus on sustainability practices, especially in eco-tourism zones. Technology will continue to disrupt traditional models, whilst talent development will become increasingly critical. I believe the industry will evolve into a more segmented and sophisticated landscape, requiring a clear value proposition from every player. The winners will be those who balance innovation with cultural and environmental stewardship.
As a judge for the TDM Travel Trade Excellence Awards 2025 – Indonesia, what key criteria will you be using when evaluating the nominees?
I’ll be looking for a balance of innovation, execution, and impact. Strong nominees will demonstrate how their initiatives have meaningfully advanced business goals, guest satisfaction, or sustainability outcomes. I’m also keen to see evidence of adaptability—how organisations have navigated challenges and transformed through insight-led decision-making. Above all, I value authenticity and a commitment to elevating the Indonesian hospitality landscape. It’s not just about performance; it’s about contribution to long-term progress.
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