Mr. Stefano Maccagno

General Manager of Four Points by Sheraton Danang Hotel

Author: Thinh Joey

 

Stefano Maccagno has been involved in the hotel industry for over 35 years, including 9 years building the first Four Points by Sheraton in Vietnam from its inception. His insights on Da Nang and Vietnam's hotel and tourism industry are drawn from his enduring connection with the city.

Stefano Maccagno, General Manager (GM) of Four Point by Sheraton Danang and one of the longest-serving General Managers in Da Nang, granted Travellive magazine a sincere and insightful interview.

Hello sir, thank you for joining us for today's interview. First, what brought you to Da Nang and Vietnam, and what led you to decide to build your career here?

I first came to Da Nang about nine years ago to take on the opportunity to open the first Four Points by Sheraton hotel in Vietnam, part of Marriott International. What started as a professional challenge quickly became a long-term journey, both professionally and personally.

At that time, what attracted me was not only the project, but also the rapid development of the Vietnamese hotel market. Da Nang was then in a particularly dynamic and promising phase, yet still retained its authenticity.

Over time, I have become increasingly attached to the city, its people, and the transformation of Vietnam's tourism industry. What began as a career step has gradually become a journey of much deeper meaning.

He has lived and worked in Da Nang for quite some time, witnessing many different stages of the city's development. From an operational perspective, what is the biggest change in customer behavior and expectations?

The most noticeable change is that today's customers are no longer passive tourists but have become very proactive, knowledgeable, and experience-seeking individuals.

Their expectations are formed before arrival, through digital platforms, online reviews, and social media. Therefore, the requirements extend beyond efficiency and consistency, encompassing speed of response and emotional connection.

More importantly, travelers are not just looking for a place to stay; they are seeking a connection with the destination, with the culture, and sometimes with themselves.

This has completely transformed the hospitality industry: we're not just providing services, but designing experiences that are both seamless and deeply human.

How has the demographics of Da Nang's clientele changed in terms of nationality, market segment, and seasonality? How has this impacted hotel operational strategies?

The customer base in Da Nang has become much more diversified. Previously, the market was mainly dependent on South Korea and China, but now we are seeing strong growth from Southeast Asia, Europe, and especially India – a very important new market.

The demand structure is also shifting from group tours to individual travelers and experiential tourism, alongside the stable corporate and MICE segments.

This shift requires a more flexible operating approach, moving away from a fixed model and instead focusing on segmentation, adaptability, and personalization of the customer journey.

Da Nang is currently competing directly with major destinations like Bangkok, Bali, and Phuket. In your opinion, what are the city's real competitive advantages and where are its gaps?

Da Nang's greatest advantage lies in its balance. The city boasts beautiful coastlines, convenient connectivity, and proximity to UNESCO World Heritage sites like Hoi An and Hue. At the same time, it retains its open spaces and hasn't become overcrowded like many other major destinations. However, the biggest challenge isn't infrastructure, but its unique identity.

To compete with Bangkok or Bali, Da Nang needs to shift from a "visit" destination to a "experience and remember" destination. This requires stronger storytelling, a clearer lifestyle positioning, and a more developed entertainment and cultural ecosystem.

How do you assess the human resources in the hotel industry in Da Nang compared to the market's growth rate? Is this a bottleneck?

The workforce in Da Nang's hospitality industry has improved significantly over the years, but it is still struggling to keep pace with the market's rapid growth. As more international brands enter the market and recruitment needs increase, competition for quality personnel is also intensifying.

Despite the local workforce's great potential and very positive work attitude, the market still has a certain gap in terms of practical experience and foreign language skills.

From a long-term perspective, human resource development is gradually becoming one of the industry's key challenges. This requires continuous investment in training, leadership development, and attracting experienced personnel to ensure sustainable growth for the hotel market in Da Nang.

What operational decisions forced him to completely "localize" his approach?

There are many aspects of our operations that require a distinctly "localized" approach. For example, the service style needs to be adapted to suit the local culture. Vietnamese hospitality is inherently warm and sincere, but sometimes also quite reserved, so we invest heavily in training to balance the naturalness of the local culture with the expectations of international guests.

Cuisine is also a crucial element. We cannot simply adopt a global menu model; we need to adapt it to suit local tastes while still maintaining brand standards.

In addition, recruitment and retention strategies need to be built on the realities of the Vietnamese market, especially regarding labor supply and career trends.

Ultimately, a thorough understanding of local tourism behavior, seasonality, and customer needs is essential, as global operating models do not always fully reflect the specific characteristics of the Vietnamese market.

How does he balance Marriott's global standards with the realities of the local market in his day-to-day operations?

Balancing Marriott's global standards with local market realities lies in flexibility and the ability to understand customer needs.

Brand standards provide a solid foundation for quality and consistency. However, the way we implement those standards always needs to be adjusted to suit the expectations and culture of the local market.

For example, we can be flexible in our service style, communication methods, or subtle cultural elements to create a closer connection with customers while still ensuring the integrity of the Marriott brand.

The key is not to change standards, but to “localize” the way things are done and the experience. The ultimate goal is for each customer touchpoint to maintain global consistency while feeling familiar and relevant to the local area, thereby creating a more authentic and satisfying experience for guests.

After all these years, how does he view Da Nang? What made him decide to stay?

When I first came to Da Nang, it was simply a career opportunity for me. But over time, my perspective on the city has changed significantly. I've witnessed Da Nang's development, transformation, and gradual establishment of its position on the international tourism map, and being a part of that journey has been a very meaningful experience.

What made me decide to stay wasn't just the job opportunities, but also the quality of life, the energy of the destination, and the people here. Da Nang has a very special balance: dynamic, modern, and constantly developing, yet still maintaining a sense of comfort and authenticity.

This has truly become a place where I feel deeply connected, both personally and professionally.

According to him, what are Da Nang's untapped potentials and how can they be realized in the future?

Da Nang still has much untapped potential to become a world-class destination and achieve more comprehensive development.

Besides natural advantages such as beautiful beaches and proximity to cultural heritage sites, the city still has much room for development in areas such as entertainment, nightlife, MICE tourism, and personalized high-end travel experiences.

Da Nang also has the potential to build a stronger position on the international tourism map through a clear brand positioning strategy and more distinctive tourism products.

In my opinion, this potential is entirely feasible in the near future; however, it requires continuous investment in infrastructure, product development, and coordinated efforts in destination promotion.

If these factors are implemented effectively, Da Nang can completely transform itself from a seasonal destination into an internationally competitive tourism market that attracts visitors year-round.

For him, what aspects of the hospitality industry cannot be learned in school? What small moment in his work reminded him of his reasons for pursuing this career?

What I always want to emphasize is that the hospitality industry is first and foremost a people-oriented industry, and that cannot be fully learned in a classroom setting alone.

This job requires empathy, a positive attitude, and a genuine desire to care for others. You may learn about procedures or operating standards, but the ability to understand customers, anticipate needs, and create memorable moments comes from practical experience and individual dedication.

At the same time, this is also a profession that demands perseverance and passion. Working hours are often long and the pressure is high, but the greatest value lies in creating meaningful experiences for others.

If you truly enjoy connecting with people, this will be a very meaningful and fulfilling career.

There's a very simple moment that always reminds me of why I'm so committed to the hospitality industry.

Many years ago, we had an intern working in the lounge area. At the time, she was just starting her career, learning the basics and gradually becoming more confident. Now, she holds the position of Assistant Manager at Horizon Bar.

Witnessing someone grow from their first steps to a leadership role is incredibly meaningful. It reminds me that the hospitality industry isn't just about the customer experience, but also about the journey of human development and being there to support them on that journey.