以下是挪威南方财富基金首席执行官尼古拉·唐扬与希尔顿首席执行官克里斯·纳赛尔之间对话的总结，重点关注关键见解和主题。 尼古拉介绍了克里斯·纳赛尔，并强调了希尔顿的庞大规模，在123个国家拥有超过7000家酒店，以及挪威南方财富基金持有1%的股份。 此次对话探讨了纳赛尔领导希尔顿复苏的过程，并提供了对酒店业的深入见解。 纳赛尔强调了基本面的重要性，指出做好基础工作是酒店业最关键的方面。他强调，顾客希望获得始终如一的高质量体验、实用的便利设施和友好的服务。他分享了来自世界各地的客户见解。客户最大的抱怨之一是关于毛巾的质量和数量。克里斯分享了一个具体的例子，说明如何提高希尔顿酒店在全球的毛巾质量，以及他自己测试毛巾的方法。 在回答关于非凡酒店服务的问题时，纳赛尔再次强调了始终如一和可靠性。他强调，基于培训和忠诚度技术的可靠、友好的体验能够带来客户忠诚度和优质的品牌形象。虽然承认Airbnb等商业模式的存在，但纳赛尔将希尔顿定位为提供家庭共享平台所缺乏的始终如一的质量、便利设施和服务。他指出，顾客主要将Airbnb视为一个为寻求厨房设施以便休闲旅行的较大团体提供的价值主张。 谈到当前的旅游形势，纳赛尔表示兴奋，将其描述为“黄金本地旅行”时代。他解释说，对体验的渴望（因COVID-19疫情而加速）正在推动休闲和商务旅行的增加。 人们已经意识到他们需要亲自建立关系。他注意到旅行模式的变化，由于机票价格高昂，自驾游越来越受欢迎，即使许多其他商品和服务的价格也有所上涨。 纳赛尔回顾了他在黑石集团所有权下的经历，形容为“壮观”。他表示，黑石集团彻底改造了公司，投入了大量资金和资源。纳赛尔解释说，他们共同努力从文化和品牌角度改造了业务。他们将公司拥有的品牌数量从9个增加到22个，并且改造了他们的技术。纳赛尔形容他们非常支持，并举例说明了他们在经济大萧条期间加倍投资。 黑石集团专注于修复和出售资产。黑石集团的所有权带来了历史上最大的私募股权利润。黑石集团在战略、人力资源、品牌和全球增长等各个领域提供了帮助。 纳赛尔提到，黑石集团的前任约翰·格雷至今仍担任董事会主席。 关于ESG，纳赛尔表示，私募股权公司，尤其是黑石集团，越来越关注这一点。 他回忆起在希尔顿内部倡导环境责任，认为该行业依赖于环境可持续性。 纳赛尔认为文化和战略是他的关键领导原则，旨在授权和激励个人取得伟大的成就。 他强调了稳定性和专注的重要性，告诫不要被每一个趋势或“闪亮的新事物”所左右。他希望在职业生涯的早期能够更加冷静和更有经验。 纳赛尔指出，首席执行官需要不断推动自己进行授权。他强调需要不断地重塑自己和公司。由于世界在业务周围不断变化，很容易陷入舒适和自满的循环，从而难以看到森林的全貌。 他分享说，他一直在对技术和品牌开发团队进行改造。 在回答关于旅行的问题时，纳赛尔幽默地避免点名最喜欢的目的地，强调有很多不错的希尔顿酒店提供令人难以置信的体验。他唯一提到的地方是马尔代夫华尔道夫酒店。他还强调了与帕丽斯·希尔顿的牢固合作关系，帕丽斯·希尔顿通过各种渠道积极推广该品牌。 最后，纳赛尔为年轻人提供建议。 他建议寻找一家有目标、投资于员工并让他们感觉自己是比自身更伟大事物的一部分的公司和人。 他认为这是找到职业幸福和成就感的关键。

Here's a summarization of the conversation between Nicola Tangyan, CEO of the Norwegian Southern Wealth Fund, and Chris Nasr, CEO of Hilton, focusing on key insights and themes. Nicola introduces Chris Nasr and highlights Hilton's massive scale with over 7,000 properties in 123 countries and the Norwegian Southern Wealth Fund's 1% ownership stake. The conversation explores Nasr's leadership in Hilton's resurgence and provides insights into the hospitality industry. Nasr emphasizes the importance of the fundamentals, stating that getting the basics right is the most critical aspect of hospitality. He underscores that customers want a consistently high-quality experience, functional amenities, and friendly service. He shares that, through customer insights from across the world. One of the biggest customer complaints is regarding towel quality and quantity. Chris shares a specific example of improving towel quality within Hilton Hotels across the globe, as well as his methods of testing the towels himself. Responding to a question about extraordinary hospitality, Nasr again stresses consistency and reliability. He emphasizes that a reliable, friendly experience, built on training and loyalty technology, leads to customer loyalty and a premium brand perception. While acknowledging the existence of business models like Airbnb, Nasr positions Hilton as offering consistent quality, amenities, and service absent in home-sharing platforms. He notes that customers view Airbnb primarily as a value proposition for larger groups seeking kitchen facilities for leisure trips. Regarding the current travel landscape, Nasr expresses excitement, characterizing it as a "gold native travel" era. He explains that the desire for experiences, accelerated by the COVID-19 pandemic, is driving increased leisure and business travel. People have realized they need to build relationships in person. He notes a change in travel patterns, with driving gaining popularity over flying due to airfare costs, even though the cost of many other goods and services has increased as well. Nasr reflects on his experience under Blackstone's ownership, describing it as "spectacular." He states that Blackstone completely transformed the company, investing significant capital and resources. Nasr explains that they worked together to transform the business from a cultural and branding perspective. They increased the number of brands that the company owned from 9 to 22 and also transformed their technology. Nasr describes them as being incredibly supportive and provides an example of them doubling down on their investment during the Great Recession. Blackstone focused on fixing and selling the asset. Blackstone's ownership resulted in the largest private equity profit in history. Blackstone provided assistance across various areas, including strategy, HR, branding, and global growth. Nasr mentions John Gray, formerly of Blackstone, remains the chairman of the board of directors to this day. Regarding ESG, Nasr indicates that private equity firms, especially Blackstone, are increasingly concerned. He recalls advocating for environmental responsibility within Hilton, arguing that the industry depends on environmental sustainability. Nasr identifies culture and strategy as his key leadership principles, aiming to empower and inspire individuals to achieve great things. He emphasizes the importance of steadiness and focus, cautioning against being swayed by every trend or "shiny object." He wishes he had been calmer and more experienced earlier in his career. Nasr notes that a CEO needs to constantly push themselves to delegate. He stresses the need to constantly reinvent himself and the company. As the world is ever-changing around the business, it's easy to fall into a cycle of comfort and complacency, making it harder to see the forest for the trees. He shares that he has been retooling their team in technology and brand development. In response to a question about travel, Nasr humorously avoids naming a favorite destination, emphasizing that there are many nice Hilton Hotels that offer incredible experiences. The only one he calls out is the Waldorf Astoria Maldives. He also highlights the strong partnership with Paris Hilton, who actively promotes the brand through various channels. Finally, Nasr provides advice to young people. He suggests finding a company and people that are purposeful, invest in their employees, and make them feel part of something bigger than themselves. This, he believes, is key to finding happiness and fulfillment in a career.