Skip to content
MarketScale
‹ Back to IndustriesHospitality

Concierges Around the World: The Moss Hotel in Moscow

Powered by RedCircle As Americans, we only hear limited information on how the pandemic is affecting the rest of the world. We see numbers in the news. And some places don’t even appear in the news all that much–Russia, for example. “What has been so interesting about the pandemic is that has removed us from…

This story was produced through MarketScale. See how Hospitality teams put it to work with Executive Thought Leadership.

Promoted content from Say Yes To Travel on MarketScale.

Share
Concierges Around the World: The Moss Hotel in Moscow

Get featured

Want to get featured in MarketScale Hospitality?

Create a free MarketScale workspace and get your company's expertise featured across our Hospitality coverage. No credit card, no demo required.

Start free

Powered by RedCircle

As Americans, we only hear limited information on how the pandemic is affecting the rest of the world. We see numbers in the news. And some places don’t even appear in the news all that much–Russia, for example.

“What has been so interesting about the pandemic is that has removed us from our borders.”

Anna Endrihovskaia, a Les Clefs d’Or Concierge and Chef Concierge at the Moss Hotel in Moscow, shared on our recent talk. And she is right.

A long time friend through my concierge network, I was really eager to speak with Anna about her experience through the COVID-19 pandemic. Interestingly enough, there were parts of it that were very similar to our experience here in the United States. For one, as soon as the pandemic hit, the stores were all out of toilet paper.

More than that, as the Pandemic took over Russia, their “lockdown” seemed to happen overnight–around March 28th. The rules were far more strict than in the United States. They were only allowed to leave their homes twice within a week and had to fill out a form for a pass.

Times have been tough. A consummate professional, Anna always held an optimistic viewpoint. She used this time to spend with her family, but also shift into a more structured way of living.

All too often, hospitality professionals live a life based off of requests. Guest requests guide the day. Now, at a time when there are no guests, Ann learned to shift to a schedule that she made.

And in that she found appreciation for this “pause.” Although, on the day of this interview, it was her first day back at her hotel. Unique to hear situation is that she is coming to work and not getting paid currently. In her case, she will have to work until her hotel starts generating money again to then pay her. They’ve chosen to pay certain employees, and managers are taking a pause from making money. It truly shows that hospitality runs in her soul.

The Moss Hotel in Moscow is Russia’s first boutique hotel. Being a boutique hotel they have really been able to make some bold and unique choices, from their decor to their guest programming. And guests have really enjoyed it. One of their most recent endeavors has been creating short videos cooking with the chefs as well as sharing a brief history of boutique hotels while weaving in the Moss Hotel story.

Her advice to concierge and hospitality professionals during this time: take ownership of your hotel and get creative when it comes to designing new experiences.

Now is such a time for hotels to think outside of the box, and those that are doing so will come out of this pandemic as real winners. Of course, there will be no replacement for human connection. That above all will trump everything–even if we just have to get creative in how we make those connections.

How to connect with the Moss Hotel

Listen to Previous Episodes of Say Yes To Travel!

Say Yes To Travel

Part of this channel

Say Yes To Travel

Sarah Dandashy unpacks the tech and brands powering modern travel.

Visit the channel

Your experts belong here

Every story in MarketScale Hospitality starts with a company putting its general managers, operations leads, and brand teams on the record. Buyers are already reading this topic. The only question is whose experts they find.

Owners and operators buy from people who understand the property, and your teams prove it in their own words.

Get your team featuredSee how it works15 minutes, straight to a calendar.

Follow Hospitality Insights

Get new expert content in your inbox.

Hospitality: are you visible to AI?

Before they reach out, Hospitality buyers ask AI engines which vendors to trust. Explore how your experts, customers, and partners can become useful content for buyers and AI search.

Free plan

You just read one Hospitality expert. Your company is full of them.

This article was produced through MarketScale. The same platform turns your general managers, operations leads, and brand teams into the articles, video, and social content Hospitality buyers are searching for. Create a free workspace and see it with your own people. No credit card, no demo required.

NPS +73 · 1,000+ creators · 38+ countries

What you get, free

Your own MarketScale workspace, up to 10 people
One professional video edit a month for qualifying companies
Media requests to your crowd, remote recording, AI writing tools
$0, no credit card, nothing that expires

More Hospitality Insights

If a competitor's move triggers your rate change, that is market-based pricing, not dynamic

If a competitor's move triggers your rate change, that is market-based pricing, not dynamic

Lighthouse writer Joe Hanly published a ten-strategy hotel revenue management guide on Hotel News Resource on September 8, ranking real-time dynamic pricing first. Its most useful content is a test: a hotel whose rate changes mostly follow a competitor's move is running market-based pricing, whatever it is called internally. A companion explainer says audit the compset and rate plans first.

  • 01Market-based and dynamic pricing both watch competitors; the line Lighthouse draws is whether a competitor's rate is the trigger or one input alongside local events, booking pace and market trends.
  • 02Properties that have gone years without a structured rate-plan review often carry more active plans than anyone tracks, and those legacy floor rates and stay restrictions sit under any pricing engine layered on top.

Sep 18, 2026

Summer 2025 was the weakest US hotel summer in four years, STR data shows

Summer 2025 was the weakest US hotel summer in four years, STR data shows

STR data show summer 2025 was the weakest U.S. hotel summer in four years: demand fell 1.4 million room nights and top 25 market weekday RevPAR dropped 2.3% in mid-August. Business travel plateaued while leisure held up. RevPAR growth returned across major hotel companies in Q1 2026, so 2025 is the comparison base for this year's results.

  • 01Weekday performance is the cleaner read on corporate demand: in the week ending Aug. 16, 2025, top 25 market weekday RevPAR fell 2.3% while non-metro and rural markets grew 0.7% for the full week, per STR.
  • 02The 2025 demand loss was concentrated, not spread evenly: STR traced 45% of the economy-class decline to 10 markets, with Houston and Las Vegas alone near a quarter of it, so a national average can hide a very different local picture.
  • 03The gap between occupancy on the books and occupancy actually realized, flagged by CoStar in Las Vegas, Houston, Philadelphia and Orlando in June 2025, is a sharper thing for a revenue manager to track than headline RevPAR.

Sep 18, 2026

Aimbridge's LIFT tool flags hotel staffing gaps before the financials do

Aimbridge's LIFT tool flags hotel staffing gaps before the financials do

Aimbridge Hospitality has rolled out LIFT, an in-house labor tool, portfolio-wide. It puts forecasting, scheduling and real-time execution in one view, and pilot hotels saw the largest productivity gains in housekeeping and laundry. For hotel owners, staffing misalignment now shows up before the monthly financials rather than after.

  • 01Hotel Business describes LIFT as a proprietary tool that Aimbridge has launched across its own portfolio, which turns labor analytics into a point of comparison between third-party operators.
  • 02Housekeeping and laundry were where pilot hotels saw the biggest productivity gains, which suggests demand-driven scheduling tools have the most room to act in departments where daily workload swings with occupancy.
  • 03Aimbridge has not published numeric pilot results; the signal to watch is whether it releases labor-cost or GOP flow-through figures from the full rollout, which would give owners a real benchmark.

Sep 17, 2026

Explore More Hospitality Insights

Read more expert perspectives from across Hospitality.

Browse Hospitality Hub

For B2B teams

Your experts could be publishing here

Stories like this one run on content MarketScale captures from real practitioners. See how your team's expertise becomes coverage in Hospitality and beyond.

Book a 15-minute demo

Or call us. No forms required. We pick up. 214-945-2512