2. At what point does service cease to define a brand and, instead technology does?

When does technology move from pervasive to invasive in a customer service environment? Martin Jordan Innovation Director Equator, Glasgow, UK The UK hotel market is a highly competitive and cluttered market. It is broadly broken down into three markets; luxury, mid- market, and value. At the luxury end, you have experiential, destination- driven locations such as Gleneagles, the Ritz, Rocco Forte Hotels and so on – places people go to as the experience. At the value end of the market you have the dominant brands (Premier Inn and Travelodge), offering a straightforward and consistent experience for a modest price point (as well as a long tail of B&Bs and small guest houses). Invariably, you are in this market because you need/ want to be in a location. The hotel is not the destination. And in the middle, being increasingly squeezed, is the (typically) three- and four- star hotels across dozens of brands. From the global Marriott, Hilton, and Radisson properties to UK- specific players such as Malmaison, Village Hotels, Macdonald, Hallmark, and so on. It is here where the market is especially challenged.