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Introduction

In any organization, and particularly in the hospitality industry, information is a strategic resource. It allows companies to identify commercial opportunities, develop partnerships, improve customer experience, and anticipate market developments.

However, an important question arises:
Do hotel General Managers actually receive all the information intended for them?

This question emerged from a practical observation based on a study conducted among approximately 10,000 hotels across five continents. The initial objective was simple: to contact General Managers in order to present potential business opportunities and professional collaborations.

The results of this initiative revealed an unexpected phenomenon: in many cases, messages addressed to General Managers never reach their final destination.

This situation raises several fundamental questions about information flow, organizational culture, and internal filtering mechanisms within the hotel industry.

The Strategic Role of the General Manager

The General Manager holds a central position in the hotel structure. They are responsible for:

• the overall strategy of the property
• business development
• relationships with external partners
• the hotel’s reputation and brand image
• financial performance

In this context, direct access to external information can be crucial.

Examples include:

• new distribution opportunities
• partnership proposals
• technological innovations
• investment projects
• marketing collaborations
• training or consulting opportunities

If such information never reaches the General Manager, the hotel may lose valuable opportunities for growth or performance improvement.

A Revealing Experiment: Sending 10,000 Emails

As part of this study, a simple yet revealing experiment was conducted.

Methodology

• Approximately 10,000 emails sent
• Recipients: hotels across the world
• Objective: request the direct contact of the General Manager
• Purpose: present a potential business opportunity or partnership

The aim was not only to obtain contact details but also to observe the organizational behavior regarding this type of request.

Observed Reactions

The responses received revealed several recurring patterns.

Refusal to Share the General Manager’s Contact

In a large number of cases, the individuals who received the email refused to share the General Manager’s email address.

This reluctance is surprising because in many industries executive contact details are not considered confidential for professional communication.

This attitude often reflects a highly protective organizational culture regarding access to senior management.

Information Filtering

Another frequently observed phenomenon is information filtering.

Intermediaries often ask for:

• detailed project information
• the nature of the business proposal
• full details about the sender

before even considering forwarding the request to the General Manager.

This raises an important question:

Does the intermediary truly have the authority to assess the strategic value of an opportunity intended for the General Manager?

In many cases, the answer is likely no.

Information Retention

In some situations, information appears to be simply blocked or ignored.

Several factors may explain this behavior:

• workload pressure
• lack of interest in external solicitations
• absence of clear internal procedures
• implicit control over access to senior management

Possible Causes

Several structural causes may explain this phenomenon.

Protecting the General Manager’s Time

In large hotels, General Managers receive a significant volume of communication:

• emails
• phone calls
• internal requests
• commercial solicitations

Therefore, executive assistants or administrative departments often filter messages to protect the manager’s time.

However, when filtering becomes excessive, it can prevent important information from reaching decision-makers.

Organizational Culture

In certain hotel structures, particularly in large chains or strongly hierarchical organizations, access to senior management is tightly controlled.

Employees may feel responsible for protecting the General Manager from external solicitations, even when this means blocking potential opportunities.

Fear of Making Mistakes

Some employees may fear forwarding information that might ultimately be considered irrelevant.

This concern can lead to over-cautious behavior, where employees prefer not to transmit a message rather than risk disturbing senior management.

Lack of Strategic Perspective

Finally, some employees may not fully understand the potential value of an external commercial opportunity.

Without a clear vision of the hotel’s strategy, it becomes difficult to assess whether a proposal should reach the General Manager.

Accessibility of General Managers

The accessibility of a General Manager plays an important role in the perception of the hotel.

An accessible leader strengthens:

• partner trust
• the credibility of the property
• the ability to resolve issues quickly
• the development of business opportunities

Many successful hotels promote a culture of open communication, where potential opportunities are at least reviewed before being rejected.

Consequences for Hotels

Excessive filtering of information may lead to several negative consequences:

1. Loss of commercial opportunities
2. Strategic isolation from market developments
3. Perception of inaccessibility
4. Reduced innovation and collaboration

Conclusion

The study conducted among 10,000 hotels highlights an often invisible organizational reality: the flow of information toward General Managers is sometimes significantly restricted by internal filtering mechanisms.

While these mechanisms may be necessary for operational efficiency, they can also limit access to valuable opportunities for hotel development.

In a constantly evolving industry like hospitality, where innovation, partnerships, and responsiveness are key, it is essential to find the right balance between information control and strategic openness.

Ultimately, an opportunity that is never transmitted is an opportunity that never exists.

 

Analysis of Information Flow in 10,000 Hotels

A Continental Comparison

As part of a study involving 10,000 hotels across five continents, we analyzed the ability of hotels to respond to professional inquiries sent by email, particularly when the request concerns direct contact with the General Manager or potential business opportunities.

The results highlight significant regional differences, revealing organizational, cultural, and structural gaps in the way information is handled within hotels.

Study Distribution

Region	Number of Hotels Analyzed
Europe	2,800
Asia (including China)	2,400
Americas (North, Central, South)	2,200
Africa	1,600
Australia & Oceania	1,000
Total	10,000

1. Europe

Results

Indicator	Percentage
Email response rate	68%
No response	32%
Forwarded to management	21%
Relevant response	34%

Analysis

Europe shows a relatively strong response rate, but several weaknesses remain:

• strong bureaucratic structures within hotel chains
• filtering by sales or marketing departments
• reluctance to share executive contact details

In many cases, inquiries are redirected to standardized commercial departments, which limits direct access to decision-makers.

2. Asia (Including China)

Results

Indicator	Percentage
Email response rate	54%
No response	46%
Forwarded to management	14%
Relevant response	26%

Analysis

Asia demonstrates a very high level of internal filtering.

Main factors include:

• strong hierarchical culture
• strict protection of executive access
• rigid internal procedures

In some hotels, obtaining direct contact with the General Manager is almost impossible without passing through multiple administrative layers.

3. Americas (North, Central, South)

Results

Indicator	Percentage
Email response rate	72%
No response	28%
Forwarded to management	25%
Relevant response	39%

Analysis

The Americas show the strongest overall response rate, particularly in North America.

Positive aspects include:

• a stronger networking culture
• better use of professional communication channels
• more flexible commercial structures

However, even in this region:

• direct access to the General Manager remains limited
• most inquiries are redirected to commercial teams

4. Africa

Results

Indicator	Percentage
Email response rate	48%
No response	52%
Forwarded to management	18%
Relevant response	22%

Analysis

Africa records the lowest response rate in the study.

Identified weaknesses include:

• sometimes limited digital infrastructure
• less structured administrative management
• poorly monitored or unmanaged email systems
• high staff turnover

In many cases, public hotel email addresses are not regularly monitored.

5. Australia & Oceania

Results

Indicator	Percentage
Email response rate	74%
No response	26%
Forwarded to management	28%
Relevant response	41%

Analysis

This region shows the strongest overall performance.

Hotels are characterized by:

• more direct communication
• an open professional culture
• flatter organizational structures

However, even here less than one third of inquiries actually reach senior management.

Global Comparison

Region	Response Rate	Reaching GM	Relevant Response
Europe	68%	21%	34%
Asia	54%	14%	26%
Americas	72%	25%	39%
Africa	48%	18%	22%
Australia/Oceania	74%	28%	41%

Key Findings

1. General Managers remain difficult to access

Across the study, less than 25% of inquiries actually reach senior management.

2. Internal filtering is a global phenomenon

Across all continents:

• emails pass through multiple administrative levels
• transmission decisions are made by intermediaries

3. Commercial opportunities are likely being lost

On average:

• 35% of hotels do not respond to inquiries
• over 60% of requests never reach decision makers

This suggests that many potential business opportunities disappear before they are even evaluated by hotel leadership.

Conclusion

This study of 10,000 hotels worldwide highlights a structural weakness in the flow of information toward senior management.

While filtering communications may be necessary to protect executives’ time, excessive filtering can:

• limit access to opportunities
• slow innovation
• isolate hotels from potential partnerships

In a highly competitive industry such as hospitality, improving the flow of information toward decision-makers could become a real strategic advantage.