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HOTELS®
THE MAGAZINE OF THE WORLDWIDE HOTEL INDUSTRY SEPTEMBER 2011
www.hotelsmag.com
IN THIS ISSUE
GREAT HOTEL RESTAURANTS
THE PIPELINE: DOUBLETREE BY HILTON
HOTELS’HOTELS
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„COMING HOME“
SEPTEMBER 2011 VOL. 45, NO.8®
FOOD & BEVERAGE
Great Hotel Restaurants p54This year’s 10 honorees from around the globe refl ect contemporary trends like local sourcing and interactive design, but they mostly focus on time-less elements such as personalized, memorable service.
THE INTERVIEW
Sheila Johnson p42This entrepreneur’s resumé includes
experience as co-founder of Black Entertainment Television,
professional sports team owner and even accomplished violinist, but on the hotel front, her sights are set on
making Salamander Hotels & Resorts a go-to management
company known for repositioning distressed assets.
featuresTHE PIPELINE
DoubleTree by Hilton p36With a fresh look that includes a new name and revamped logo, this brand is poised for rapid growth — especially beyond North America — with an aggressive goal of doubling in size by 2016.
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MODERN GRACE
Creating Hospitality
SEPTEMBER 2011 VOL. 45, NO.8®
departments3 Editor’s Diary
Pointing East
6 Global UpdateMexico todayKirk Kinsell’s U.S. returnBHG’s big plans
21 Special ReportHOTELS’ 325
48 DesignCorinthia Hotel London
64 TechnologyCustomer relationship management
68 SupplyLine
69 ProductsFitness-recreation, linens and more
80 Lagniappe
The high-end residential atmosphere of Corinthia Hotel London, which debuted in a Victorian landmark this past spring, is exemplifi ed in the Lobby Lounge. Here an eclectic mix of furniture and bespoke artwork is crowned by a soaring dome and the Full Moon chandelier overhead, which includes 1,001 crystal baubles. The hotel, which dates back to 1885 but more recently was used as a gov-ernment building, also features 294 spacious guestrooms, multiple F&B outlets, an ESPA spa and a Harrods boutique.
about the cover
Andy Mannhart AG
THE MAGAZINE OF THE WORLDWIDE HOTEL INDUSTRY
www.hotelsmag.com September 2011 HOTELS 3
EDITOR I A LJeff Weinstein, Editor In Chief
1.312.274.2226 E-mail: [email protected]
Ann Bagel Storck, Managing Editor
1.312.274.2209 E-mail: [email protected]
Nathan Greenhalgh, Associate Editor
1.312.274.2229 E-mail: [email protected]
Dani Friedland, Assistant Editor
1.312.274.2223 E-mail: [email protected]
Queenie Burns, Vice President, Design
1.312.274.2216 E-mail: [email protected]
Steve Vanden Heuvel, Senior Art Director
1.312.274.2218 E-mail: [email protected]
Bert Ganzon, Senior Art Director
1.312.274.2227 E-mail: [email protected]
Bill McDowell, Vice President, Editorial Director
1.312.274.2201 bmcdowell@mtgmediagroup .com
CONTR I BU TING EDITORSMary Gostelow, Adam Kirby
PU BL ISH I NGDan Hogan, Vice President, Publisher
1.312.274.2221 [email protected]
I N TER NATIONA L A DV ISORY BOA R D HONG KONG
Simon CooperPresident, Managing Director, Asia Pacific
Marriott International
DUBAI
Joe SitaChief Executive Officer, IFA Hotel Investments
DALLAS
Helmut KnippSenior Vice President of Development,
Langham Hotels International
LAS VEGAS
Randy MortonPresident and Chief Operating Officer, Bellagio Resort
MALTA
Tony PotterChief Executive Officer and Managing Director,
CHI Hotels & Resorts
NEW YORK CITY
Ian SchragerChairman and Chief Executive Officer,
Ian Schrager Co.
Ted TengPresident and Chief Executive Officer,
The Leading Hotels of the World
PALMA DE MALLORCA, SPAIN
Luis RiuChief Executive Officer, Riu Hotels & Resorts
WHITE PLAINS, NEW YORK
Simon TurnerPresident, Global Development
Starwood Hotels & Resorts Worldwide
EDITORIAL AND PRODUCTION OFFICES, HOTELS Marketing and Technology Group,
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Pointing East
One internationally branded hotel is expected to open in China every four days, according to a new Jones Lang LaSalle Hotels research report. The report further states that 84,000 internationally branded guestrooms are set to enter the China hotel market between the end of 2010 and 2013.
The engine in China is humming like the United States in the 1950s. With the buzz, however, comes pressure on costs. The question of the day has to be whether increased demand will overcome increased costs.
While the global brands are head-ing East in droves, China’s domestic brands also are garnering their fair share of the headlines — both as local investors and as outbound developers looking to every region to spread as Chinese become global citizens. In fact, U.S. Department of Commerce fi gures show more than 800,000 mainland Chinese arriving in the United States in 2010, up 53% from the previous year. This brought in more than US$5 billion, up 39% from 2009. That number likely will continue to grow at a rapid rate.
Get used to names like Home Inns, Jin
Jiang, 7 Days Inn and Motel 168. Yes, China’s domestic brands are heavily focused on the lower end of the brand spectrum, which might suit many Chinese travelers just fi ne, as they tend to save on hotels to spend more in the malls. In all, there are 26 China-based companies in the top 300 on this year’s list, up from 24 last year and 18 in 2009.
Combine China’s potential with that of India, and you have an incredible duo that soon will likely rule atop the global economy. In a recent, rare interview with The Hong Kong and Shanghai Hotels Co. Chairman, the Hon. Sir Michael Kadoorie, which appears in the September issue of HOTELS’ Investment Outlook, he adeptly points to this coming axis between the world’s next superpowers. “If two centuries ago you were talking of Europe and now the Americas, the future is not on these continents in terms of growth. It will clearly be between India and China,” he says.
As you will see in this year’s HOTELS’ 325 and likely for years to come, companies heading East and coming from the East will dominate the changing hotel landscape.
To no one’s surprise, unit growth for this year’s HOTELS’ 325 (which starts on p. 21) was driven by China — everyone’s loudest growth reprise. Starwood Hotels & Resorts even sent its entire senior executive team to China for a month this summer to better understand the opportunities and challenges there.
Editor In Chief
4 HOTELS September 2011 www.hotelsmag.com
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Accor ............................................................................... 10, 15
AMResorts ..............................................................................8
Atlantica Hotels International .............................................. 14
Brazil Hospitality Group ...................................................... 14
Bulgari Resort, The (Bali) ....................................................58
Carlson ............................................................................. 7, 65
Concorde Hotels & Resorts.................................................66
Conrad Tokyo .......................................................................58
Corinthia Hotel London .......................................................48
DoubleTree by Hilton............................................................36
Doyle Collection, The........................................................... 18
Dukes Hotel ..........................................................................80
Fasano Hotel & Restaurante ............................................... 18
Fishing Lodge Cap Cana .....................................................43
Four Seasons Hotel George V .............................................60
Golden Tulip Hospitality Group ........................................... 14
Greenbrier, The .................................................................... 10
Hilton Worldwide ....................................................................8
Holiday Inn ........................................................................ 6, 12
Holiday Inn Express ...............................................................6
Hong Kong and Shanghai Hotels ........................................80
Hôtel du Cap-Eden-Roc ......................................................80
Hotel Eden ............................................................................58
Huka Lodge ..........................................................................56
Hyatt Hotels Corp. ........................................................... 7, 65
IHG .................................................................................... 6, 12
Innisbrook Golf Resort ........................................................44
InterContinental Hong Kong ...............................................62
La Quinta Inns and Suites .....................................................7
Le Méridien Barcelona ........................................................ 10
Le Méridien Coimbatore ...................................................... 10
Le Méridien Istanbul ............................................................ 10
Louvre Hotels Group ............................................................ 15
Marco Polo Hotels ............................................................... 18
Montage Laguna Beach ......................................................62
Park Hyatt Shanghai ............................................................56
Prism Hotels & Resorts........................................................ 37
Rezidor Hotel Group, The .............................................. 18, 65
Ritz-Carlton ..........................................................................80
Salamander Hotels & Resorts .............................................43
Salamander Resort & Spa ...................................................43
Setai, The (Miami) ................................................................60
Shangri-La Hotels and Resorts .................................... 18, 64
Sheraton Park Tower ...........................................................60
Sheraton Seattle Hotel ........................................................80
Woodlands Inn, The .............................................................44
COMPANY PAGE COMPANY PAGE
COMPANY INDEX
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6 HOTELS September 2011 www.hotelsmag.com
There are headlines about bombed hotels, mass graves and military deployments. The U.S. State
Department has issued emergency warnings on travel. Still want to develop in Mexico?
The rash of searing headlines and a stalling U.S. economic recovery could lead one to think that a hotel investment south of the border is not the best proposition. However, the fact is that the drug violence is geographi-cally limited, international tourism to
Mexico during the fi rst fi ve months of 2011 was up 2.1% year-on-year, hotel companies have robust pipelines for the country and new openings continue to spring up. According to STR Global, Mexico’s active pipeline in June was more than 12,000 rooms.
“The stream of tourists never goes away entirely,” says Richard Katzman, managing director at HVS Mexico City. “There is already a critical mass here, and it’s easy to build on that critical mass over time. The hotels here have matured, and they are resilient.”
The upside
HVS sees a big opportunity for hoteliers to open city-center hotels for business travelers given the lack of supply. Plus, Mexico’s burgeoning foreign direct investment is expected to hit US$20 billion this year after
reaching US$17 billion last year, and — critically — gross domestic product growth was 5.5% in 2010 and is predicted to be 4% to 5% this year.
“In Mexico there is a growing middle class, the trade relationships they have with North America, a vast and growing infrastructure and a large workforce that is affordable,” says Jim Anhut, chief development offi cer for IHG. “Then you lay on top that Mexico has some of the nicest beaches on the planet and a favorable climate.”
IHG already has a large presence in Mexico, with about 120 hotels open and more than 50 in the pipeline. “Five of our seven brands are open down there, [predominantly] Holiday Inn and Holiday Inn Express,” Anhut adds.
Hoteliers say they are keen to expand business-oriented lodging offerings in central Mexico, especially in Mexico
AMResorts’ Zoëtry Del Mar Los
Cabos, which opened in 2009
Mostly sunny
Despite what you may have
read, most developers are still
keen on Mexico.
By Nathan Greenhalgh, associate editor
GLOBAL UPDATE: DEVELOPMENT
www.hotelsmag.com September 2011 HOTELS 7
City, Guadalajara and in northern Mexico, particularly Monterrey.
La Quinta Inns and Suites is bullish about expanding its mid-range franchise offering in the Mexican market, with 14 hotels under construc-tion in the country, most of which will target business travelers. “We are targeting the same middle-class, middle-management group that is looking for accommodations between US$100 and US$150 a night that are comfortable and secure,” says Rajiv Trivedi, executive vice president of franchising and chief development offi cer for La Quinta.
Financing issues
While a return to pre-recession demand for travel may happen, for the time being financing for new hotel projects is more difficult to obtain. Financing for projects in Mexico has typically been local. “There are a limited number of U.S. and European lenders. We’ve never had a lot of them, and if they disappeared it would be because they needed to solidify their
resources at home and not because of any drug violence,” Katzman says.
For hotel companies with less of a presence in Mexico and less established relationships with local developers and banks, this is hampering development. “We have a pipeline, but most of the projects are still in the formative stages. It takes quite a while to move hotels forward in the environment we live in today,” says Pat McCudden, senior vice president for development in Latin America at Hyatt Hotels Corp. “The impact of the security, or violence, is affecting the performance of hotels. The resorts are way down from the peak. Obviously people don’t want to invest in new hotels if it doesn’t gener-ate returns. The investment side is very spooked by the performance, so they’re less apt to invest until they see a better performance in the resorts. Banks are still cautious; they’re willing to lend, but only in groups they’ve dealt with before. It is really causing problems.”
Carlson opened a new offi ce in Mexico City in February to expand its portfolio of seven hotels in the country
but has yet to sign a development deal. The head of the offi ce, Jean Marc Busato, says he is following foreign direct investment. “The main oppor-tunities are the secondary and tertiary cities in Mexico for the mid-market segments,” Busato says.
IHG takes a more positive out-look of the investment climate for developers despite admitting that the occupancy at its Mexican properties is fl at year-on-year. “The investment is being deferred, as opposed to being deterred,” Anhut says. “People look for opportunity and invest and take appropriate risk. If you’re looking fi ve, seven, 10 years down the road, Mexico has a lot going for it. Fortunately, given the fact that we’ve been in business in the country for decades now, there is a fair amount of repeat business across the portfolio group in terms of investment across the brand.”
One positive trend for development for hotel investment in Mexico is that sources of capital in the country tend to diversify as the emerging economy develops. “Mexico has gone through 15 years of creating an institutional-type real estate market,” Katzman says. “A lot of the local developers don’t need or want to be constrained by relationships with foreign funds. The foreign funds aren’t necessarily indispensable to them now.”
Distressed opportunities
However, a recovery in demand for the beachside resorts Mexico is famous for will depend on the U.S. economic recovery, which continues to stumble three years after the collapse of Lehman Brothers. “For the year as a whole, 2011 is going to be one of the lowest year-round average rates ever. The rates are really struggling. A lot of resorts are not making a profit; a lot could possibly go bankrupt,” says Alejandro Zozaya-Gorostiza, president
The façade of the Holiday Inn
Mexico City – Plaza Universidad
GLOBAL UPDATE: DEVELOPMENT
of AMResorts, which operates resorts throughout Mexico. The fl ip side is that developers have a chance to convert
properties at a lower cost.“There are great opportunities for growth by acquiring,” Zozaya-Gorostiza says.
Hilton Worldwide says it is taking advantage of this to rev up its Mexican pipeline by signing management deals on conversions. “We’re not getting calls like people wanting to build 600- to 700-key properties at this time; instead we are seeing an increase in conversions — both resorts and city centers,” says George Massa, Hilton’s vice president and managing director of development for Mexico. “From now until the end of next year, we will see more opportunities for resort conversions. Most of our clients already have a fi nancing platform, and in many cases they are self-fi nanced.”
Massa asserts that Hilton is in a good position to execute management agreements on six to seven properties by the end of the year in Mexico and says the company’s goal is to increase its current Mexican portfolio of 23 properties to 60 by the end of 2013.
Hilton is looking to develop both city-center hotels and resorts, and Massa says the only area of the country that investors are skittish about are along the U.S. border, where there is more drug violence. “We have some markets that aren’t moving as fast as they could be in the border communi-ties,” Massa adds. “The phone is not ringing off the hook to develop in Juárez. That is because of the security issues.”
One more hurdle
Another obstacle for hotels is the continued shutdown of the Mexicana airline, which was one of the largest in Mexico. Operations ceased in 2010 shortly after the company filed for bankruptcy. While other airlines, principally Aeroméxico, have filled in for the missing flights, ticket prices are higher than before at a time when U.S. consumer spending remains down. “The increase of the price on the airlift is pushing rate down,” Zozaya-Gorostiza says.
Mexicana continues to hold on to some of its routes, but whether it will start operating again remains unclear. “They’re trying to reorganize it,” Katzman says. “If they just go and sell the routes there is no chance of resuscitating the airline.”
The swimming pool at the Hilton
Los Cabos Beach & Golf Resort
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GLOBAL UPDATE
All aboard! Starting next July, guests at The Greenbrier in White Sulphur Springs, West Virginia, will be able to recapture the luxury train experience on The Greenbrier Presidential Express. The 15-car train, which can carry as many as 240 passengers, will leave from Washington, D.C.’s Union Station for a six-hour, non-stop trip to The Greenbrier. The train’s refurbished long-distance cars from the 1950s Union Pacific and Santa Fe railroads will include a board room car, a salon car and an open-air car for travelers who wish to take in the scenery.
“We want to bring back the glamour of rail travel,” says Jim Justice, chairman and owner of The Greenbrier. “Everything from the décor to the food will make you feel as if you are already at the resort.”
Guests at Le Méridien Barcelona will be the fi rst to experience the brand’s new lobby concept, dubbed “the Hub.”
“Le Méridien’s target audience is the creative class, and with the Hub, we will create a space where guests and local creatives can converse, debate and exchange,” says Eva Ziegler, Le Méridien’s global brand leader.
The new lobby features three zones. One is dedicated to arrivals and includes high-impact art, a projection or a unique sound-scape. An Interaction Zone with communal or coffee house-style seating is intended to stimulate dialogue and contemplation.
The Interaction Zone will also host Le Méridien’s “A New Perspective” series of cultural events. The third zone is the Latitude Bar, a coffeehouse by day and a wine-inspired setting at night, featuring an espresso machine and a barista making signature coffee beverages.
Le Méridien Istanbul and Le Méridien Coimbatore in India will be the next to implement the Hub when they open later this year, Ziegler says, and the brand anticipates rolling out the new lobby globally. “We will rely on our owners and developers to implement the Hub upon openings and renovations,” she explains.
Green wish listAccor has released the fi rst publica-tion from Earth Guest Research, a knowledge-sharing platform on sustainable hotel development.
Based on responses from almost 7,000 guests from Australia, Brazil, China, France, Germany and the United Kingdom who spent at least one night in a hotel in the previous 12 months across hotel types and segments, Accor found:• Young, male business travelers
who stay in economy hotels expressed the most concern about sustainable development.
• Overall, one in two guests say they frequently or always consider sustainable development when choosing a hotel.
• Seven of ten guests would choose a responsible hotel, even if it is less well-situated and slightly more expensive.
• Three in four guests prefer not to fi nd all the lights on when they enter their room.Accor’s methodology is free and
available to the industry, on the condition that others share their results on accor.com.
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GLOBAL UPDATE: PROFILE
Few introductions were required when Kirk Kinsell returned to IHG’s Americas headquarters in
June. The newly named president — replacing Jim Abrahamson, who left for Interstate Hotels and Resorts — has been on IHG’s senior leadership team since 2002. Before heading to London in 2007 to run EMEA, Kinsell spent five years in Atlanta as head of U.S. development, so he is very familiar with the markets, owners and challenges ahead.
Now about to end the 90-day grace period every new executive seems to get heading into a new post, Kinsell, 56, is looking for opportunities for reinvest-ment for either incremental or dramatic growth, as well as new opportunities for IHG’s brand lineup. Of course, he also is telling the IHG community that he will work to drive performance — both on the revenue and cost sides. “In many ways, owners are trying to still recover back to performance at both the top and bottom line. … Owners are about same-store sales — give me more revenue, lower my costs and help me with my profi ts,” he adds.
Owners across the industry remain concerned about the property improve-ment plan (PIP) demands being placed upon them during a choppy recovery. Kinsell’s response from IHG’s perspec-tive: “As supply is not being added and demand is rising, customers are more demanding,” he says. “It is important for hotels to deliver a good guest experience, and they can’t hide behind ‘it is too early.’ It may be too late if they
are not investing at the right time of the cycle. Holiday Inn is a great example. People didn’t expect us to stick to our guns and thought it would be diffi cult to deliver. But we found our way through and have been rewarded with better performance and recognition.”
Kinsell adds that there are still a number of Holiday Inns that “don’t make the grade” and need to be replaced.
That next big PIP from IHG could revolve around its Crowne Plaza brand, as consensus seems to point toward an intensifi ed focus and further shaping of the brand story. After research, Kinsell says IHG is considering a positioning where guests want to do business effectively while having fun at the same time. “We also have to think about the guest journey before arriving at the hotel, which brings website and channel issues to the fore,” Kinsell says, adding that IHG is getting owner feedback for a multi-year plan similar to what it did with Holiday Inn.
In response to recent comments made by IHG CEO Richard Solomons about the potential for further brand extensions, Kinsell says IHG in the Americas is “mindful of various markets where our customers may be underserved.” He says it is not a case of the brand lineup being incomplete as the company continues to scan the marketplace. “There is a lot of work going on within IHG, but we are not in a position to announce anything,” he adds.
Kinsell offers a broad, worldwide
perspective, which he says better positions him to formulate global plans and processes, particularly in operations. He also points to the advantage of having worked closely in London for the past four years with the company’s other new leader, Solomons, who was recently promoted from CFO. “There is no chasm between us in terms of the way we see things,” Kinsell says. “Our ability to lead from the front and model the way in terms of engaging people, putting brands at the center of everything we do and having confi dence in each other and the rest of the leadership team across the world gives us a clarion call to move a little faster, bolder and more aggressively.”
“It is important for hotels to deliver
a good guest experience, and they can’t hide behind ‘it is too early.’ It may be too late if
they are not investing at the right time of the cycle.”
IHGhomecomingCompany veteran Kirk Kinsell returns to the Americas to
face challenges and opportunities with a new perspective.
By Jeff Weinstein, editor in chief
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GLOBAL UPDATE: PROFILE
It is the second-largest homegrown hotel company in one of the world’s most active tourism markets, but Brazil Hospitality
Group, São Paulo, remains relatively unknown. BHG’s profile is on the rise, though, with an ambitious expansion plan and aggressive acqui-sition strategy coupled with growth opportuni-ties in Brazil during the run-up to the 2014 FIFA World Cup and the 2016 Summer Olympics.
BHG manages 36 hotels in Brazil in the midscale through luxury segments mainly under the Royal Tulip, Golden Tulip and Tulip Inn fl ags. The com-pany owns master franchise rights for the Golden Tulip Hospitality Group brands throughout South America. Besides the Golden Tulip properties, BHG’s fl agship property is the 40-key Txai Resort in Bahia. BHG — which trails only Atlantica Hotels International among Brazil-based hotel groups in terms of total portfolio size — was created from the 2009 merger of Invest Tur Brasil and Latin America Hotels. BHG ranks 174th worldwide among operators by number of guestrooms in the latest HOTELS’ 325 listing.
Expansion plans
The company seeks opportunities for manage-ment, acquisition or construction of hotels
— mainly in Brazil’s major markets — en route to having 13,000 guestrooms open by the end of 2013, which would nearly double its current inven-tory. “It is our objective to become one of the lead-ers of this industry in South America, and so far we focusing only on Brazil because there are a lot of opportunities in Brazil,” says President Pieter van Voorst Vader. “Basically, we’re looking at all the major cities and all the state capitals.”
Expansion in smaller cities is not out of the question, however. BHG is currently engaged in its fi rst hotel development project, a 189-key Tulip Inn property in Itaguai, 47 miles (75 kilometers) from Rio de Janeiro. The greenfi eld project marks the start of a new era for BHG, which aims to build more than 4,000 guest-rooms across 30 cities over the next fi ve years, van Voorst Vader says. BHG has signed two other Tulip Inn developments, in Maringá and Palmas, and will act as owner-operator upon their completion in 2013.
At the end of last year, BHG purchased the company that owned the 418-key InterContinental Rio for an undisclosed price. The luxury hotel, which made headlines in August 2010 as the site of a deadly shootout between Rio police and a local drug gang, is
The Golden Tulip
master franchisor
aims to double
its Brazil portfolio
before the 2014
FIFA World Cup.
By Adam Kirby, contributing editor
BHG THINKS
BIG
The Golden Tulip Internacional
Foz, Foz do Iguacu, Brazil
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currently undergoing a renovation to refl ag it later this year as a 5-star Royal Tulip property.
But BHG’s focus is in the 3- and 4-star markets, van Voorst Vader says. For new developments, though, the company is focusing on the select-service to upper-midscale segments. In either case, BHG aims to introduce the Tulip brands into neighboring countries like Argentina, Chile, Colombia, Peru and Uruguay, but it has no timeline. Van Voorst Vader is open to joint ventures.
“What we want to avoid is becoming very spread out with-out having quantity,” he says. “It would not be in our mind to manage one single property in Colombia with 100 rooms. If we go to a place like Colombia or Argentina we want to go at least with three hotels at the fi rst step. We want to go with scale — there’s not a lot of advantage if you go with small operations.”
The competition
The company has no plans to introduce any other brands to its portfolio anytime soon. The Tulip brand family is well known in Europe — the company is owned by Paris-based Louvre Hotels Group — but its presence in the Americas is limited. While some hotel companies alter established brands when introducing them to a new region, the Tulip brands in Brazil remain consistent with their overseas counterparts, in large part because inbound Europeans are BHG’s primary consumer base. “There are more Europeans coming to Brazil in aggregate than Americans, so we don’t feel we are at a dis-
advantage to the American brands,” van Voorst Vader says.Those American brands BHG counts as competitors
include fl ags from Choice Hotels International and Carlson Worldwide, both of which are franchised by Atlantica. BHG’s other main competition is Accor, which has an extensive network of midscale hotels throughout South America. But while Accor and Atlantica are largely franchisors and management companies in the region, BHG owns most prop-erties it manages. “We can go for buildings where it requires investment or where there’s an investor who cannot do 100%, or where a family wants to sell out,” van Voorst Vader says.
Another potential advantage is that BHG is Brazil’s only publicly traded hotel company, making it more attractive for international investors, van Voorst Vader says. “It requires a lot of discipline from the company — it starts off having very good corporate governance, and so that’s an advantage, and we have lots of market mechanisms to fund ourselves compared to non-public companies.”
“ It is our objective to become one of the leaders of this industry in South America, and so far we are focusing only on Brazil because there are a lot of opportunities in Brazil.”– Pieter van Voorst Vader,
president, BHG
16 HOTELS September 2011 www.hotelsmag.com
GLOBAL UPDATE: SALES
HOTELS Magazine has partnered with Technomic, a Chicago-based hospitality
research and consulting firm, on a study of the total hotel-user experience based on online interviews with 750 business and leisure travelers. Among hotel patrons surveyed, 82% have stayed at a hotel overnight for leisure purposes and 73% have stayed for busi-ness purposes over the past two years.
Hotel branding efforts appear to be working. Men, in particular, are more likely to put brand fi rst when booking a hotel. While 65% of all consumers surveyed say they look for a particular brand fi rst, then book a room if one is available at their choice brand, this is true among 70% of men compared to just 59% of women. Price shopping between hotels and then choosing a brand that offers the best deal or value is more commonplace among women (41% compared to 30% of men).
Differences in preferences and behaviors also are evident between business and leisure travelers. Leisure travelers seek input on where to stay from sources ranging from the hotel website to recommendations from friends. However, business travelers are slightly more likely to use travel guidebooks, social media and travel agents for hotel recommendations.
Fully 70% of both business and leisure travelers claim a low advertised price played an important role when they made their latest hotel reserva-tion. Business travelers are more easily swayed by loyalty programs, as 45% said this was an important factor in their most recent hotel stay com-pared to just 38% of leisure travelers.
Advertisements, on the other hand, capture the attention of leisure travel-ers; 31% indicated this was an impor-tant factor in their most recent hotel decision compared to just a quarter of business travelers.
Being a member of a hotel’s loyalty program equates to higher reported visit frequency. Nearly half of all respondents report being members of a hotel’s customer rewards program. Consumers who were asked where they stayed on their most recent hotel visit were also asked to estimate their number of stays at that hotel brand over the past two years. Guests who are members of the brand’s loyalty program reported 7.6 stays, on average, compared to just 3.2 stays for those who are not a loyalty club member.
Loyalty club members also have a stronger connection with a hotel, show greater satisfaction with their visits and tend to rate the hotel more favor-ably across a variety of metrics. For example, 86% of loyalty club members were completely satisfi ed with their most recent hotel stay compared to just 79% of non-members.
A strong consumer-brand connec-tion in addition to great service and amenities with a value proposition to match are the basic requirements for success. However, hoteliers can drill deeper into their customer base to understand the needs and wants of different travel groups to create an even more unique guest experience.
Editor’s note: For more information on Technomic’s Hotel Consumer Study, please contact Patrick Noone at [email protected] or 1.312.506.3852.
New research offers insight into consumers’
hotel behavior — from beginning to end.
By Jeff Weinstein, editor in chiefexistLoyalty
doesQUESTION:
On your most recent visit, which of the following best characterize your behavior
when you booked your hotel reservation?
Looked for brand fi rst then room
Looked for available
rooms then chose brand
63%35%
Brand First
Room First
Gender Male 70% 30%
Female 59% 41%
Income <$25K 56% 44%
$25K-%34,499 60% 40%
$35K-$49,999 61% 39%
$50K-$74,999 64% 36%
$75K-$99,999 71% 29%
$100K+ 70% 30%
Traveler Business 66% 34%
Leisure 63% 37%
BEHAVIOR BY CONSUMER GROUP
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olo
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ut
Yo
ur
Fo
od
In
Fo
cus
800-535-8974
www.springusa.com
By
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18 HOTELS September 2011 www.hotelsmag.com
GLOBAL UPDATE: THE GOSTELOW REPORT
PPatrick King, CFO and interim CEO of The Doyle Collection, Dublin, has a portfolio of 11 hotels, including properties in Boston and Washington, D.C. Now he wants more presence on the U.S. eastern seaboard and in London, where he currently has three hotels. In all, he aims to add five hotels, all owned, in the next three years.
The Fasano family, whose ancestor Vittorio Fasano came from Milan in 1902, is leading Brazil’s lifestyle sector. Based in São Paulo, Fasano Hotel & Restaurante is now headed by Vittorio’s grandson Fabrizio and his son, would-be movie maker Rogério. The fourth Fasano property, a 39-key resort with two golf courses, opened in August at Boa Vista, and there is a pipeline of fi ve, all in Brazil. But Director of Sales, Marketing and Communication Dominic Ladet says Fasano is now seriously looking for prospects in New York City and Miami.
Rezidor Executive Vice President and Chief Development Offi cer Puneet Chhatwal sees great opportunities for conversions in Europe. In Portugal, Italy and Greece, he is especially interested in resorts. Chhatwal says managing a pipeline is as important as signing new hotels, and he appointed Petro Raposo, previously Rezidor’s director of business development for the UK and Ireland, as corporate senior director of asset management.
Poland’s budget and economy sector is set to grow by more than 50% during the next two years, says Warsaw-based Janusz Mitulski, a partner with Horwath HTL Warsaw. Key count at branded properties in the country will increase from 3,816 to 5,971, and Mitulski believes there is elasticity in the market to absorb new rooms.
Zimbabwe currently has 11,200 hotel rooms and is running nationwide at about 45% occupancy. Supply is adequate, says the Hon. Eng Walter
Mzembi MP, minister of tourism and hospital-ity industry. But in the medium term he is looking for an additional 4,000 rooms, and he wants big names. To outside develop-ers, the government will pledge land, and there are tax breaks for the fi rst 15 years. The Zimbabwe cabinet also committed to attract more carriers to
Harare to provide needed airlift.Steve Kleinschmidt, president of
Marco Polo Hotels, Hong Kong, wants a return to Singapore. The company has a signed Phuket project, and it has a memorandum of understanding for a Bangkok development. Something in the Indonesian capital, Jakarta, is also on Kleinschmidt’s wish list.
Madhu Rao, executive director and CFO of Hong Kong-based Shangri-La Asia Ltd., handles fi nance and asset management and evaluates
development opportunities for the global group. Looking at reports that predict that by 2019 China will be the world’s largest economy, he foresees even more growth there. Shangri-La already has 25 developments ongoing in China, sees many more opportuni-ties in what are now secondary cities and — with the growth in high-speed rail links — Rao believes there will be even more possibilities opening up.
Elsewhere in Asia, Shangri-La has signed two in Sri Lanka — Colombo and Hambantota, which has a Chinese-built deep-sea port. A property in Delhi, a management contract, will have four other siblings in India. Now the group is looking for opportunities in Bali, Phuket and Seoul and in San Francisco and New York City, where a possible development was aborted. Paris, and the 2013 opening of London, should be a catalyst for Shangri-La growth in Europe, and there are two projects in Qatar to add to the fi ve hotels already in the Middle East.
MARY GOSTELOW
People on the move ■ David Chase has been named
general manager of The New York Palace in New York City.
■ Marion Abaunza has been appointed general manager of Embassy Suites Santa Clara- Silicon Valley in California.
■ Bharat Bhusan Biswal has been named general manager of Lotus Resort, Ramchandi Beach, Konark, India.
■ Matthew Sterne has been appointed general manager of Fairmont Pittsburgh.
■ Monica Morgan has been named general manager of the Residence Inn by Marriott in Southington, Connecticut.
■ Jerry John has been named general manager of Angsana Laguna Phuket.
■ Kerry Hing has been named general manager of Waldorf Astoria Park City in Park City, Utah.
■ Radha Arora is the new president of Rosewood Hotels & Resorts, Dallas.
■ Carlson, Minneapolis, has appointed Winston Chien vice president, China.
■ Peter van Peborgh-Gooch has been named director of sales and market-ing at Ayana Resort and Spa Bali in Jimbaran, Bali.
■ Sergio Serra is director of sales and marketing at The Ritz-Carlton, Cancun.
■ Thomas Pirker has been appointed executive chef at Hilton Surfers Paradise in the Gold Coast, Australia.
■ Jeffrey Russell has been named executive chef at The Sanderling Resort & Spa in North Carolina’s Outer Banks.
■ Fred Mensinga has been named executive chef at The Mission Inn Hotel & Spa in Riverside, California.
Chase
Sterne
Chien
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When it comes to growth, we’re at your service.
WYNDHAM. ALWAYS ON THE MOVE.
As the world’s largest* hotel company,
we’re making bold moves and doing
innovative deals that create value and
awareness for our diverse range of 11
brands all across the globe.
WYNDHAM. NEVER STAND STILL.
The company to be with and stay with
THE GRAVES 601 WYNDHAM GRAND MINNEAPOLIS MN
*Based on number of hotels.Offering by prospectus only. Wyndham Hotel Group, LLC., 22 Sylvan Way, Parsippany, NJ 07054, 973-753-6600. All hotels are independently owned and operated excluding certain Wyndham and international Ramada hotels which are managed by our affiliate or through a joint venture partner. © 2011 Wyndham Hotel Group, LLC. All rights reserved.
To learn more, call 888-222-0712 or visit www.whgdevelopment.com
At Wyndham Hotel Group, we’re not
content with being the world’s largest*
hotel company, we also want to be the
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WYNDHAM HOTEL GROUP
www.hotelsmag.com September 2011 HOTELS 21
THE ENORMOUS OPPORTUNITY FOR HOTEL DEVELOPMENT INChina has been the talk of the industry for the better part of the last decade, but 2010 may be remembered as the year when it turned the corner from potential to realization. Fifteen of the top 16 companies in the newest HOTELS’ 325 ranking added net inventory from a year ago, and nearly all posted major gains in China, with many more projects on the way.
“All international hotel companies are gaining
traction with Chinese consumers, as they are all
signing up hotels in larger and larger numbers
— it’s every hotel company’s largest market for
growth,” says Robert Hecker, the Singapore-
based managing director for consultancy
Horwath HTL.
Despite intense ongoing pushes for China
expansion by most of the international hotel
companies in HOTELS’ 325 top 10, however,
it has been China’s domestic budget brands
that are dominating investor attention of late.
Four such brands have already jumped from
relative obscurity into the list of the top 50 largest
brands in the world — Home Inns from Home
Inns & Hotels Management (13th), Jin Jiang
Inns from Shanghai Jin Jiang International Hotel
Group Co. Ltd. (12th), 7 Days Inn from 7 Days
Group Holdings Ltd. (23rd) and Motel 168 from
Shanghai Motel Chain Co. Ltd. (36th).
It should be noted that Shanghai Motel was
acquired in May by Home Inns for US$470
million, a merger that will vault the combined
company well past 100,000 total guestrooms
and could result next year in the first new
addition to the overall top 10 list in a half decade.
In all, there are 26 China-based companies in the
top 300 on this year’s list, up from 24 last year
and 18 in 2009.
There was some movement in the top 10
list this year, with Marriott International Inc.
leapfrogging Wyndham Worldwide and
Starwood Hotels & Resorts Worldwide Inc. just
barely edging past Best Western International.
It is the first time since 2007 — when Accor SA
jumped Choice Hotels International — that the
order at the top of the chart has changed.
The biggest upward mover on this year’s list
is Tokyo-based Hotel Okura Co. Ltd., which
jumped from 161st last year to 42nd this year
on the strength of its 2010 acquisition of JAL
Hotels Co. Ltd.
CHINESE COMPANIES CRAWL UP THE CHARTS
22 HOTELS September 2011 www.hotelsmag.com
SPECIAL REPORT: HOTELS’ 325
2010 Rank
2009 Rank COMPANY LOCATION 2010
Rooms 2010
Hotels 2009
Rooms 2009 Hotels
1 1 InterContinental Hotels Group PLC Denham, England 647,161 4,437 646,679 4,438
2 3 Marriott International Inc. Bethesda, Maryland 618,104 3,545 595,461 3,420
3 2 Wyndham Worldwide Parsippany, New Jersey 612,735 7,207 597,674 7,114
4 4 Hilton Worldwide McLean, Virginia 604,781 3,671 585,060 3,530
5 5 Accor SA Évry, France 507,306 4,229 499,456 4,120
6 6 Choice Hotels International Inc. Silver Spring, Maryland 495,145 6,142 487,410 6,021
7 8 Starwood Hotels & Resorts Worldwide Inc. White Plains, New York 308,736 1,041 298,522 992
8 7 Best Western International Phoenix, Arizona 308,692 4,038 308,477 4,048
9 9 Carlson Hotels Worldwide Minneapolis, Minnesota 162,143 1,064 159,756 1,058
10 10 Hyatt Hotels Corp. Chicago, Illinois 127,507 453 122,317 424
11 11 Westmont Hospitality Group Houston, Texas 116,913 813 113,771 803
12 13 Shanghai Jin Jiang International Hotel Group Co. Ltd. Shanghai, China 107,019 707 89,251 546
13 19 Home Inns & Hotels Management Shanghai, China 93,898 818 71,671 616
14 15 The Rezidor Hotel Group Brussels, Belgium 87,868 411 83,200 389
15 17 Meliá Hotels International Palma de Mallorca, Spain 87,000 350 76,887 305
16 16 LQ Management LLC Irving, Texas 83,635 820 78,945 766
17 14 TUI Hotels & Resorts Hanover, Germany 79,511 261 83,728 297
18 12 Louvre Hotels Group Paris, France 78,230 1,023 91,409 1,097
19 18 Extended Stay Hotels Spartanburg, South Carolina 77,200 683 76,384 686
20 32 Iberostar Hotels & Resorts Palma de Mallorca, Spain 67,400 101 36,000 100
21 20 Vantage Hospitality Group Inc. Coral Springs, Florida 60,081 973 65,232 906
22 21 NH Hoteles SA Madrid, Spain 58,687 397 61,317 401
23 34 7 Days Group Holdings Ltd. Guangzhou, China 56,410 568 32,836 337
24 23 Interstate Hotels & Resorts Arlington, Virginia 50,666 242 46,129 228
25 37 China Lodging Group Ltd. Shanghai, China 50,438 438 28,360 236
26 24 Barceló Hotels & Resorts Palma de Mallorca, Spain 46,922 182 45,939 181
27 25 MGM Resorts International Las Vegas, Nevada 46,533 17 45,701 16
28 26 Whitbread PLC Leagrave, England 44,062 593 40,000 583
29 28 Caesars Entertainment Inc. Las Vegas, Nevada 42,931 33 39,000 34
30 27 Riu Hotels & Resorts Playa de Palma, Spain 42,000 107 39,208 104
31 – Toyoko Inn Co. Ltd. Tokyo, Japan 41,926 217 – –
32 33 Fairmont Raffl es Hotels International Toronto, Ontario 37,958 100 35,831 94
33 30 Red Roof Inn Columbus, Ohio 35,786 342 36,298 343
34 31 The Walt Disney Co. Burbank, California 32,536 34 36,119 36
35 38 Travelodge Hotels Ltd. Thame, England 31,953 463 28,294 393
36 42 Shanghai Motel Chain Co. Ltd. Shanghai, China 30,856 266 23,084 199
37 36 Millennium & Copthorne Hotels PLC London, England 29,532 103 29,340 105
38 35 Shangri-La Hotels and Resorts Hong Kong, China 29,408 70 29,700 65
39 39 Scandic Hotels Stockholm, Sweden 27,204 147 25,070 138
40 78 Pyramid Hotel Group Boston, Massachusetts 25,864 64 13,325 40
41 – Nordic Choice Hotels Oslo, Norway 25,819 169 – –
42 161 Hotel Okura Co. Ltd. Tokyo, Japan 24,809 79 6,797 22
43 99 Pandox AB Stockholm, Sweden 24,800 122 10,700 46
44 43 HK CTS Hotels Co. Ltd. Beijing, China 23,964 74 22,393 66
45 29 Pillar Hotels & Resorts Irving, Texas 23,900 233 37,900 348
46 41 Club Méditerranée Paris, France 23,816 84 23,816 84
47 54 Highgate Hotels Irving, Texas 23,362 43 18,313 39
48 47 White Lodging Services Corp. Merrillville, Indiana 23,157 154 20,259 144
49 48 Jinling Hotels & Resorts Corp. Nanjing, China 23,057 92 19,785 81
50 44 Prince Hotels Inc. Tokyo, Japan 22,077 56 22,077 56
We are an industry leader in the global hotel market. With a portfolio of award-winning brands, combined with our best-in-class systems, IHG can help you maximize your growth potential.
Contact our Development Team to learn how you can be a part of our success.
Call 866.933.8356, visit IHG.com/development or email [email protected].
Your Next Growth Opportunity
©2011 InterContinental Hotels Group. All rights reserved. Most hotels are independently owned and operated.
24 HOTELS September 2011 www.hotelsmag.com
SPECIAL REPORT: HOTELS’ 325
2010 Rank
2009 Rank COMPANY LOCATION 2010
Rooms 2010
Hotels 2009
Rooms 2009 Hotels
51 52 The Ascott Ltd. Singapore 22,000 152 19,000 112
52 22 GreenTree Inns Hotel Management Group Inc. Shanghai, China 21,600 240 49,700 450
53 51 Value Place Wichita, Kansas 21,576 174 19,175 163
54 55 Barony Hotels & Resorts Worldwide London, England 21,308 74 18,009 61
55 46 Ocean Hospitalities Inc. Portsmouth, New Hampshire 21,031 138 20,887 132
56 45 BTG-Jianguo Hotels & Resorts Beijing, China 20,245 69 21,358 71
57 49 Grupo Posadas Mexico City, Mexico 20,006 113 19,600 111
58 53 John Q. Hammons Hotels & Resorts Springfi eld, Missouri 18,988 78 18,760 77
59 50 Four Seasons Hotels and Resorts Toronto, Ontario 18,758 84 19,231 83
60 59 B&B Hotels Ltd. Brest, France 18,192 242 16,162 215
61 – InTown Suites Hospitality Corp. Atlanta, Georgia 17,978 138 – –
62 64 Mövenpick Hotels & Resorts Glattbrugg, Switzerland 17,360 68 15,708 69
63 56 Drury Hotels Co. LLC St. Louis, Missouri 17,259 125 17,208 124
64 89 GF Management LLC Philadelphia, Pennsylvania 17,204 107 11,893 73
65 61 Omni Hotels Irving, Texas 16,970 50 16,000 45
66 60 APA Group Tokyo, Japan 16,857 74 16,091 69
67 67 TPG Hospitality Inc. Cranston, Rhode Island 16,823 63 15,080 57
68 – Panorama Hospitality Tokyo, Japan 16,735 70 – –
69 62 The Chartres Lodging Group LLC San Francisco, California 15,411 33 15,947 35
70 69 Kempinski Hotels Geneva, Switzerland 15,399 64 14,993 60
71 71 Maritim Hotels Bad Salzufl en, Germany 15,177 51 14,500 51
72 – Interchange & Consort Hotels York, England 14,980 275 – –
73 57 America's Best Franchising Inc. Atlanta, Georgia 14,979 241 17,162 251
74 98 Aimbridge Hospitality Carrollton, Texas 14,795 71 10,741 56
75 40 Columbia Sussex Corp. Crestview, Kentucky 14,775 45 23,932 69
76 58 Rewe Touristik GmbH Cologne, Germany 14,616 56 16,637 59
77 70 Southern Sun Hotels Pty. Ltd. Bryanston, South Africa 14,342 89 14,533 87
78 74 HNA Hotels & Resorts Beijing, China 14,198 58 13,842 58
79 65 Grupo Husa Barcelona, Spain 13,895 128 15,632 144
80 88 Crescent Hotels & Resorts Fairfax, Virginia 13,642 65 12,000 55
81 94 Sage Hospitality Resources Denver, Colorado 13,584 65 11,075 53
82 – Steigenberger Hotels AG Frankfurt, Germany 13,502 79 – –
83 97 Las Vegas Sands Corp. Las Vegas, Nevada 13,326 6 10,742 5
84 – Delta Hotels Ltd. Toronto, Ontario 13,297 47 – –
85 73 Fiesta Hotel Group Ibiza, Spain 13,256 46 13,907 48
86 79 Park Management Group Smyrna, Georgia 13,115 153 13,239 154
87 72 Tokyu Hotels Tokyo, Japan 13,110 41 14,439 56
88 68 Mantra Group Surfers Paradise, Australia 13,000 130 15,000 138
89 76 Crestline Hotels & Resorts Inc. Fairfax, Virginia 12,912 64 13,488 66
90 82 Atlantica Hotels International São Paulo, Brazil 12,832 76 12,708 73
91 102 Davidson Hotel Co. Memphis, Tennessee 12,803 45 10,420 37
92 85 The Indian Hotels Co. Ltd. Mumbai, India 12,802 108 12,268 103
93 63 Grupo Cubanacan SA Havana, Cuba 12,700 60 15,895 75
94 83 Solare Hotels and Resorts Co. Ltd. Tokyo, Japan 12,696 73 12,580 72
95 117 Jaz Hotels, Resorts & Cruises Giza, Egypt 12,536 51 9,244 42
96 81 Hospitality International Inc. Tucker, Georgia 12,529 272 12,870 282
97 84 Gaviota Tourism Group SA Havana, Cuba 12,481 41 12,481 41
98 86 Northcott Hospitality International LLC Chanhassen, Minnesota 12,304 217 12,186 217
99 100 Narada Hotel Group Hangzhou, China 12,032 42 10,560 35
100 107 Grand City Hotels & Resorts Berlin, Germany 11,755 92 10,100 80
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HOTELS FROM LEFTThe Westin Austin at The Domain, TEXAS
Le Méridien Chambers Minneapolis, MINNESOTA
Aloft Chapel Hill, NORTH CAROLINA
Element Ewing Hopewell, NEW JERSEY
©2011 Starwood Hotels & Resorts Worldwide, Inc.
All Rights Reserved.
26 HOTELS September 2011 www.hotelsmag.com
SPECIAL REPORT: HOTELS’ 325
2010 Rank
2009 Rank COMPANY LOCATION 2010
Rooms 2010
Hotels 2009
Rooms 2009 Hotels
101 105 Protea Hospitality Group Sea Point, South Africa 11,497 134 10,181 125
102 92 Fujita Kanko Inc. Tokyo, Japan 11,339 43 11,478 44
103 106 Rica Hotels AS Billingstad, Norway 11,333 76 10,130 74
104 104 Genting Group Kuala Lumpur, Malaysia 11,286 12 10,228 8
105 90 Sunroute Co. Ltd. Tokyo, Japan 11,231 74 11,751 78
106 91 Orbis SA Warsaw, Poland 11,002 60 11,500 62
107 87 Rotana Hotel Management Corp. Ltd. Abu Dhabi, United Arab Emirates 10,832 42 12,148 45
108 93 Outrigger Enterprises Group Honolulu, Hawaii 10,616 42 11,161 45
109 96 Island Hospitality Management Inc. Palm Beach, Florida 10,467 76 11,018 80
110 141 Concord Hospitality Enterprises Co. Raleigh, North Carolina 10,401 80 8,029 62
111 111 Washington Hotel Corp. Nagoya, Japan 10,340 43 9,677 33
112 95 Boyd Gaming Corp. Las Vegas, Nevada 10,313 14 11,020 15
113 108 H10 Hotels Barcelona, Spain 10,280 36 9,982 34
114 119 HEI Hotels & Resorts Norwalk, Connecticut 10,246 33 9,200 33
115 115 Sokos Hotels Helsinki, Finland 10,100 50 9,303 46
116 122 Grupo Hotusa Barcelona, Spain 10,045 100 8,828 89
117 110 Kimpton Hotel & Restaurant Group San Francisco, California 10,022 51 9,848 50
118 131 Hospitality Alliance AG Bad Arolsen, Germany 10,000 70 8,532 68
119 113 Olav Thon Gruppen Oslo, Norway 9,943 73 9,411 67
120 151 Guangdong International Hotel Management Holdings Ltd. Hong Kong, China 9,859 40 6,989 24
121 134 Van der Valk Hotels, Restaurants en Vergaderzalen Vianen, Netherlands 9,526 81 8,350 71
122 138 Hersha Hospitality Management Philadelphia, Pennsylvania 9,500 78 8,200 69
123 116 Princess Hotels & Resorts Reus, Spain 9,300 19 9,300 19
124 114 Pestana Hotels & Resorts Funchal, Portugal 9,215 87 9,325 89
125 80 New Century Hotels Group Hangzhou, China 9,177 27 13,067 36
126 129 Noble Investment Group Atlanta, Georgia 9,144 43 8,574 46
127 118 Hoteles Islazul Havana, Cuba 8,980 69 9,240 71
128 139 Pan Pacifi c Hotels Group San Francisco, California 8,583 27 8,194 25
129 126 Red Lion Hotels Corp. Spokane, Washington 8,557 44 8,671 45
130 125 AC Hotels Madrid, Spain 8,505 89 8,696 91
131 128 Remington Dallas, Texas 8,390 49 8,614 50
132 130 Hankyu Hanshin Hotels Co. Ltd. Osaka, Japan 8,369 44 8,559 45
133 120 Prism Hotels & Resorts Dallas, Texas 8,315 52 9,196 44
134 136 Kokusai Kogyo Hotel Group Tokyo, Japan 8,204 22 8,204 22
135 135 Guoman Hotel Management Ltd. London, England 8,117 38 8,234 37
136 140 Gaylord Entertainment Co. Nashville, Tennessee 8,098 5 8,101 5
137 133 Loews Hotels Inc. New York, New York 8,059 18 8,412 19
138 124 Royco Hotels Calgary, Alberta 8,032 95 8,708 103
139 – AMResorts Newtown Square, Pennsylvania 8,003 22 – –
140 150 Hostmark Hospitality Group Schaumburg, Illinois 7,900 39 7,020 31
141 142 Palace Resorts Miami, Florida 7,847 13 7,801 14
142 148 ITC Ltd. Gurgaon, India 7,719 122 7,325 116
143 123 Danubius Hotel Group Budapest, Hungary 7,679 48 8,773 54
144 75 Fattal Hotel Management Tel Aviv, Israel 7,642 30 13,551 59
145 143 Lopesan Hotel Group Meloneras, Spain 7,626 20 7,626 20
146 137 Destination Hotels & Resorts Inc. Englewood, Colorado 7,606 35 8,203 32
147 – Neue Dorint GmbH Cologne, Germany 7,600 38 – –
148 144 Mandarin Oriental Hotel Group Hong Kong, China 7,553 26 7,474 25
149 176 Budget Suites of America Irving, Texas 7,550 18 6,000 17
150 – Dynamique Hôtels Management Boulogne, France 7,543 137 – –
SPECIAL REPORT: HOTELS’ 325
www.hotelsmag.com September 2011 HOTELS 27
2010 Rank
2009 Rank COMPANY LOCATION 2010
Rooms 2010
Hotels 2009
Rooms 2009 Hotels
151 146 Restel Hotel Group Helsinki, Finland 7,464 46 7,464 46
152 159 Boomerang Hotels Hendersonville, Tennessee 7,422 88 6,832 81
153 127 Harbour Plaza Hotel Management International Ltd. Hong Kong, China 7,421 10 8,636 11
154 147 Rim Hospitality Modesto, California 7,415 47 7,427 50
155 168 InterMountain Management LLC Monroe, Louisiana 7,300 72 6,377 66
156 132 Moody National Cos. Houston, Texas 7,273 56 8,466 66
157 174 Rydges Hotels & Resorts Sydney, Australia 7,211 40 6,030 39
158 218 Hard Rock Cafe International Inc. Orlando, Florida 7,172 12 4,836 12
159 170 Argyle Hotel Group Pty. Ltd. Sydney, Australia 7,130 37 6,296 31
160 181 Tianlun International Hotel Management Co. Ltd. Beijing, China 7,105 29 5,876 24
161 155 Britannia Hotels Ltd. Altrincham, England 7,045 36 6,915 35
162 163 Occidental Hotels & Resorts Group Madrid, Spain 6,804 19 6,624 19
163 154 Dimension Development Co. Natchitoches, Louisiana 6,785 45 6,954 45
164 – Vienna International Hotelmanagement AG Vienna, Austria 6,746 37 – –
165 283 Holiday Villa Hotels & Resorts Kuala Lumpur, Malaysia 6,733 30 3,464 19
166 164 Kerzner International Resorts Inc. Plantation, Florida 6,705 12 6,615 11
167 167 Winegardner & Hammons Inc. Cincinnati, Ohio 6,697 28 6,394 26
168 160 JHM Hotels Greenville, South Carolina 6,520 40 6,829 41
169 166 First Hotels AS Oslo, Norway 6,496 47 6,496 47
170 213 City Lodge Hotels Ltd. Sandton, South Africa 6,440 52 4,989 44
171 169 Rosen Hotels & Resorts Orlando, Florida 6,337 7 6,337 7
172 196 Janus Hotels & Resorts Boca Raton, Florida 6,306 43 5,512 33
173 179 First Hospitality Group Rosemont, Illinois 6,286 42 5,916 39
174 – Brazil Hospitality Group Rio de Janeiro, Brazil 6,269 35 – –
175 – Century Golden Resources Group Beijing, China 6,266 13 – –
176 194 Mitsis Hotels Athens, Greece 6,246 19 5,524 17
177 156 Alliance Hospitality Management LLC Raleigh, North Carolina 6,228 47 6,903 51
178 – McKibbon Hotel Group Inc. Gainesville, Florida 6,214 60 – –
179 180 Sonesta International Hotels Corp. Boston, Massachusetts 6,201 27 5,902 29
180 204 New Otani Co. Ltd. Tokyo, Japan 6,190 22 5,316 22
181 158 Valamar Hotels & Resorts Ltd. Zagreb, Croatia 6,175 30 6,866 38
182 145 Tishman Hotel & Realty LP New York, New York 6,148 9 7,474 11
183 206 Langham Hotels International Hong Kong, China 6,118 13 5,264 11
184 165 Driftwood Hospitality Management LLC North Palm Beach, Florida 6,100 27 6,500 25
185 205 Frasers Hospitality Pte. Ltd. Singapore 6,083 43 5,296 35
186 190 Warwick International Hotels Paris, France 6,000 43 5,700 41
187 – Decameron Hotels & Resorts Panama City, Panama 6,075 33 – –
188 198 Centara Hotels & Resorts Bangkok, Thailand 6,000 47 5,437 24
189 173 Al Andalus Management Hotels SL Estepona, Spain 5,974 18 6,113 19
190 211 Vila Galé SA Lisbon, Portugal 5,953 23 5,125 21
191 177 AtaHotels SpA Milan, Italy 5,940 23 5,940 23
192 178 Paradores de Turismo Madrid, Spain 5,926 93 5,926 93
193 191 Camino Real Hotels & Resorts Mexico City, Mexico 5,884 29 5,700 29
194 182 Horizon Hotels Ltd. Eatontown, New Jersey 5,850 28 5,850 27
195 186 Mirvac Hotels & Resorts Sydney, Australia 5,848 46 5,741 45
196 189 Coast Hotels & Resorts Vancouver, British Columbia 5,811 44 5,703 42
197 172 N. Daskalantonakis Group Athens, Greece 5,810 29 6,143 32
198 212 Sandman Hotel Group Vancouver, British Columbia 5,791 41 5,022 35
199 188 LBA Hospitality Dothan, Alabama 5,770 64 5,708 62
200 262 Tropicana Entertainment Inc. Las Vegas, Nevada 5,750 9 3,851 8
28 HOTELS September 2011 www.hotelsmag.com
SPECIAL REPORT: HOTELS’ 325
2010 Rank
2009 Rank COMPANY LOCATION 2010
Rooms 2010
Hotels 2009
Rooms 2009 Hotels
201 207 Dolce Hotels & Resorts Rockleigh, New Jersey 5,716 27 5,235 24
202 187 Regal Hotels International Hong Kong, China 5,713 11 5,713 11
203 183 Kinseth Hospitality Companies North Liberty, Iowa 5,620 47 5,790 47
204 239 Pacrim Hospitality Services Inc. Bedford, Nova Scotia 5,616 52 4,245 59
205 195 Kintetsu Hotel Systems Inc. Osaka, Japan 5,593 21 5,515 19
206 – Strand Development Co. LLC Myrtle Beach, South Carolina 5,568 63 – –
207 200 Budget Host International Arlington, Texas 5,530 152 5,395 153
208 257 Onyx Hospitality Group Bangkok, Thailand 5,493 32 3,915 20
209 264 Sun International Ltd. Sandton, South Africa 5,439 30 3,834 22
210 244 CHI Hotels & Resorts Floriana, Malta 5,425 16 4,169 12
211 197 Windsor Hospitality Group Inc. Santa Monica, California 5,393 23 5,459 26
212 101 Swiss-Belhotel International Hong Kong, China 5,261 33 10,426 56
213 199 CSM Lodging Minneapolis, Minnesota 5,257 37 5,415 38
214 203 Ishin Hotels Group Tokyo, Japan 5,226 22 5,349 23
215 103 Arabella Hospitality Group Munich, Germany 5,179 43 10,315 44
216 209 Marcus Hotels & Resorts Milwaukee, Wisconsin 5,158 19 5,146 19
217 – MJS Hotels Scottsdale, Arizona 5,157 32 – –
218 223 Wynn Resorts Ltd. Las Vegas, Nevada 5,111 4 4,697 3
219 234 Pacifi ca Host Hotels San Diego, California 5,100 33 4,400 29
220 121 De Vere Group Daventry, England 5,034 37 8,960 82
221 192 Buffalo Lodging Associates LLC Stoughton, Massachusetts 4,990 41 5,659 43
222 214 Dusit International Bangkok, Thailand 4,946 21 4,977 21
223 286 Hospitality Ventures Management Group Atlanta, Georgia 4,946 28 3,416 21
224 217 American Casino & Entertainment Properties LLC Las Vegas, Nevada 4,912 4 4,893 4
225 – Baywood Hotels Greenbelt, Maryland 4,883 50 – –
226 193 Jarvis Hotels Ltd. High Wycombe, England 4,850 40 5,629 47
227 201 Austria Trend Hotels & Resorts Vienna, Austria 4,847 30 5,383 32
228 232 Grand Hotels International Singapore 4,841 24 4,436 23
229 152 Marshall Hotels & Resorts Salisbury, Maryland 4,833 38 6,973 51
230 227 LodgeWorks LP Wichita, Kansas 4,829 34 4,536 32
231 224 Shilo Management Corp. Portland, Oregon 4,785 43 4,674 42
232 222 Richfi eld Hospitality Inc. Greenwood, Colorado 4,769 25 4,755 23
233 259 Furama Hotels International Management Singapore 4,762 26 3,890 18
234 210 Sandals Resorts International Miami, Florida 4,749 19 5,141 23
235 240 Oaks Hotels & Resorts Ltd. Sunshine Coast, Australia 4,740 38 4,241 34
236 276 Coakley & Williams Hotel Management Co. Greenbelt, Maryland 4,714 28 3,578 23
237 245 New Castle Hotels & Resorts Shelton, Connecticut 4,707 31 4,168 26
238 185 American Property Management Corp. San Diego, California 4,643 16 5,748 23
239 208 Morgans Hotel Group Co. New York, New York 4,630 14 5,204 15
240 – SilverBirch Hotels & Resorts Vancouver, British Columbia 4,628 21 – –
241 225 Louis Hotels Public Co. Ltd. Nicosia, Cypress 4,544 18 4,628 19
242 235 OCT International Hotel Management Co. Ltd. Shenzhen, China 4,521 25 4,358 24
243 243 RIH Casino Resorts LLC Atlantic City, New Jersey 4,503 4 4,193 4
244 249 Chieko Aoki Management Co. São Paulo, Brazil 4,502 27 4,072 25
245 233 Benchmark Hospitality International The Woodlands, Texas 4,496 36 4,417 28
246 252 Macdonald Hotels PLC West Lothia, Scotland 4,468 48 4,003 43
247 226 Hoteles Silken Vitoria, Spain 4,464 32 4,604 33
248 231 Sunburst Hospitality Corp. Silver Spring, Maryland 4,457 31 4,457 31
249 221 Dedeman Hotels & Resorts International Istanbul, Turkey 4,405 19 4,777 22
250 220 The Oberoi Group New Delhi, India 4,401 27 4,785 31
Each Best Western® branded hotel is independently owned and operated. Best Westernand Best Western marks are service marks or registered service marks of Best Western International, Inc. ©2011 Best Western International, Inc. All rights reserved.
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30 HOTELS September 2011 www.hotelsmag.com
SPECIAL REPORT: HOTELS’ 325
2010 Rank
2009 Rank COMPANY LOCATION 2010
Rooms 2010
Hotels 2009
Rooms 2009 Hotels
251 219 Lindner Hotels AG Düsseldorf, Germany 4,389 29 4,800 32
252 – Sarovar Hotels & Resorts Mumbai, India 4,365 56 – –
253 236 Meyer Jabara Hotels West Palm Beach, Florida 4,330 25 4,354 23
254 230 Cooper Hotels Memphis, Tennessee 4,319 23 4,500 25
255 – Fën Hoteles Buenos Aires, Brazil 4,300 31 – –
256 229 Aston Hotels & Resorts Honolulu, Hawaii 4,300 27 4,500 27
257 238 Station Casinos Inc. Las Vegas, Nevada 4,248 11 4,248 11
258 277 Minor International PCL Bangkok, Thailand 4,236 35 3,565 31
259 228 Great Wolf Resorts Inc. Madison, Wisconsin 4,235 11 4,532 12
260 258 Constellation Hotels Manly, Australia 4,232 59 3,904 58
261 – Xanterra Parks & Resorts Inc. Greenwood, Colorado 3,963 26 – –
262 293 The Imperial Hotels & Resorts Thailand Bangkok, Thailand 4,215 22 3,335 18
263 – Cornerstone USA LLC Kennesaw, Georgia 4,200 30 – –
264 255 Joie de Vivre Hospitality LLC San Francisco, California 4,182 35 3,928 36
265 298 Thayer Lodging Group Inc. Annapolis, Maryland 4,159 17 3,220 15
266 202 Lodgian Inc. Atlanta, Georgia 4,060 20 5,359 28
267 251 Stanford Hotels Corp. San Francisco, California 4,056 13 4,056 13
268 241 Blau Hotels & Resorts Palma de Mallorca, Spain 3,988 9 4,235 10
269 271 Hospitality Management Corp. Dallas, Texas 3,986 21 3,627 21
270 237 LTD Hospitality Group Chesapeake, Virginia 3,939 28 4,340 34
271 270 Principal Hayley Group Harrogate, England 3,912 22 3,650 21
272 – Kosmopolito Hotels International Ltd. Hong Kong, China 3,889 15 – –
273 260 Trump Entertainment Resorts Atlantic City, New Jersey 3,882 3 3,882 3
274 261 Herbst Gaming Inc. Las Vegas, Nevada 3,879 6 3,879 6
275 266 Regency Hotel Management LLC Sioux Falls, South Dakota 3,871 29 3,783 27
276 265 Magna Hospitality Group LC Warwick, Rhode Island 3,801 19 3,801 19
277 – Urgo Hotels Bethesda, Maryland 3,789 26 – –
278 299 Dan Hotels Corp. Ltd. Tel Aviv, Israel 3,780 14 3,210 13
279 – Pinnacle Hotel Management Royal Palm, Florida 3,760 30 – –
280 267 Starhotels SPA Milan, Italy 3,725 22 3,725 22
281 275 Lotte Hotel Co. Ltd. Seoul, South Korea 3,716 7 3,594 7
282 268 Daly Seven Danville, Virginia 3,697 37 3,697 37
283 281 Marco Polo Hotels Ltd. Hong Kong, China 3,694 10 3,498 9
284 269 Somerston Hotels Ltd. Stratford-upon-Avon, England 3,678 33 3,678 33
285 248 The Hotel Group Edmonds, Washington 3,635 26 4,083 26
286 287 Rede Nacional Inn de Hotéis São Paulo, Brazil 3,633 32 3,415 27
287 288 Gloria Hotels & Resorts Hong Kong, China 3,615 14 3,400 13
288 – Real Hotels & Resorts San Salvador, El Salvador 3,611 18 – –
289 295 Newport Hospitality Group Williamsburg, Virginia 3,609 33 3,323 28
290 273 The North Central Group Middleton, Wisconsin 3,559 29 3,603 28
291 282 Waterford Hotel Group Waterford, Connecticut 3,528 25 3,490 24
292 279 Rihga Royal Hotels Osaka, Japan 3,513 10 3,513 10
293 216 Portfolio Hotels & Resorts Rosemont, Illinois 3,475 13 4,955 22
294 – Venezolana de Turismo SA Caracas, Venezuela 3,477 12 – –
295 – Commonwealth Hotels Covington, Kentucky 3,475 28 – –
296 – International Resort Management & Consulting GmbH Hamburg, Germany 3,437 28 – –
297 242 Sociedade de Turismo e Diversões de Macau SA Macau, China 3,400 13 4,226 12
298 292 Chardon Management Ltd. Glasgow, Scotland 3,412 30 3,339 29
299 246 Shaner Hotel Group State College, Pennsylvania 3,400 34 4,159 30
300 – Denihan Hospitality Group New York, New York 3,395 13 – –
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32 HOTELS September 2011 www.hotelsmag.com
SPECIAL REPORT: HOTELS’ 325
Rank COMPANY Managed
1MARRIOTT INTERNATIONAL INC. 1,005
2 EXTENDED STAY HOTELS 683
3WESTMONT HOSPITALITY GROUP 666
4INTERCONTINENTAL HOTELS GROUP PLC 639
5 ACCOR SA 5766 HILTON WORLDWIDE 569
7STARWOOD HOTELS & RESORTS WORLDWIDE INC. 463
8HOME INNS & HOTELS MANAGEMENT 364
9 WHITBREAD PLC 35110 NH HOTELES SA 301
Rank COMPANY Franchised
1 WYNDHAM WORLDWIDE 7,177
2CHOICE HOTELS INTERNATIONAL INC. 6,142
3INTERCONTINENTAL HOTELS GROUP PLC 3,783
4 HILTON WORLDWIDE 3,135
5MARRIOTT INTERNATIONAL INC. 2,391
6 ACCOR SA 1,479
7CARLSON HOTELS WORLDWIDE 1,021
8VANTAGE HOSPITALITY GROUP INC. 973
9STARWOOD HOTELS & RESORTS WORLDWIDE INC. 502
10 LOUVRE HOTELS GROUP 472
MANAGED HOTELS
FRANCHISED HOTELS
HOTELS TOP
TOP
TOP
10
10
50Rank COMPANY Hotels
1 Wyndham Worldwide 7,207
2 Choice Hotels International Inc. 6,142
3 InterContinental Hotels Group PLC 4,437
4 Accor SA 4,229
5 Best Western International 4,038
6 Hilton Worldwide 3,671
7 Marriott International Inc. 3,545
8 Carlson Hotels Worldwide 1,064
9 Starwood Hotels & Resorts Worldwide Inc. 1,041
10 Louvre Hotels Group 1,023
11 Vantage Hospitality Group Inc. 973
12 LQ Management LLC 820
13 Home Inns & Hotels Management 818
14 Westmont Hospitality Group 813
15 Shanghai Jin Jiang International Hotel Group Co. Ltd. 707
16 Extended Stay Hotels 683
17 Whitbread PLC 593
18 7 Days Group Holdings Ltd. 568
19 Travelodge Hotels Ltd. 463
20 Hyatt Hotels Corp. 453
21 China Lodging Group Ltd. 438
22 The Rezidor Hotel Group 411
23 NH Hoteles SA 397
24 Meliá Hotels International 350
25 Red Roof Inn 342
26 GreenTree Inns Hotel Management Group Inc. 305
27 Interchange & Consort Hotels 275
28 Hospitality International Inc. 272
29 Shanghai Motel Chain Co. Ltd. 266
30 TUI Hotels & Resorts 261
31 Interstate Hotels & Resorts 242
32 B&B Hotels Ltd. 242
33 America's Best Franchising Inc. 241
34 Pillar Hotels & Resorts 233
35 Toyoko Inn Co. Ltd. 217
36 Northcott Hospitality International LLC 217
37 Barceló Hotels & Resorts 182
38 Value Place 174
39 Nordic Choice Hotels 169
40 White Lodging Services Corp. 154
41 Park Management Group 153
42 The Ascott Ltd. 152
43 Dynamique Hôtels Management 150
44 Scandic Hotels 147
45 Ocean Hospitalities Inc. 138
46 InTown Suites Hospitality Corp. 138
47 Protea Hospitality Group 134
48 Mantra Group 130
49 Grupo Husa 128
50 Drury Hotels Co. LLC 125
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34 HOTELS September 2011 www.hotelsmag.com
SPECIAL REPORT: HOTELS’ 325
About the rankingsData for HOTELS’ 325 is gathered
through an online survey completed by
hotels. Individuals report the number of
guestrooms and hotels systemwide as of
December 31, 2010. Companies that do
not respond are subject to an estimate
through public records, previous years’
data, industry sources and independent
research. In some cases, rooms and hotels
are counted more than once because
HOTELS chooses to separately report data
from owner-operators, managers and
franchisors on the same list.
This ranking omits companies that
exclusively or overwhelmingly own hotels;
only companies that also manage or
franchise hotels are included. That is why
REITs and private equity companies are
not included.
In the 2010 listing, Steigenberger and
Jaz Hotels were listed together under
Travco. This year, both companies are
listed separately.
HOTELS thanks consultancies MKG
Hospitality and Horwath HTL for their
assistance in compiling data.
Rank BRAND Hotels Rooms
1 Best Western 4,038 308,692
2 Holiday Inn 1,241 227,225
3 Marriott Hotels & Resorts 554 204,019
4 Hilton Hotels & Resorts 538 192,204
5 Holiday Inn Express 2,075 191,228
6 Hampton 1,815 178,281
7 Comfort Inn 1,986 152,247
8 Days Inn 1,877 149,980
9 Sheraton 395 137,770
10 Super 8 2,174 136,267
11 Courtyard by Marriott 892 131,069
12 Quality 1,389 128,092
13 Ramada 896 119,042
14 Ibis Hotel 900 107,735
15 Crowne Plaza Hotels & Resorts 388 106,155
16 Motel 6 1,028 100,763
17 Home Inns 817 93,678
18 Mercure 707 87,060
19 La Quinta Inns & Suites 808 82,326
20 Residence Inn by Marriott 613 74,130
21 Jin Jiang Inns 596 73,350
22 Novotel 395 72,805
23 Hilton Garden Inn 513 70,172
24 Westin 176 68,488
25 Iberostar 101 67,400
26 Hyatt Regency 146 67,115
27 DoubleTree by Hilton 245 62,072
28 Fairfi eld Inn & Suites by Marriott 658 59,745
29 Radisson Blu Hotels & Resorts 252 59,044
30 InterContinental Hotels & Resorts 171 58,429
31 7 Days Inn 568 56,410
32 Americas Best Value Inn 931 56,176
33 Econo Lodge 848 51,537
34 Embassy Suites Hotels 210 51,115
35 Renaissance Hotels 146 51,008
36 Comfort Suites 635 49,885
37 NH Hoteles 335 49,520
38 Howard Johnson 474 46,362
39 Clarion 320 45,294
40 Premier Inn 593 44,062
41 Toyoko Inn 217 41,926
42 Riu Hotels & Resorts 103 41,178
43 Extended Stay America 363 41,000
44 Country Inns & Suites By Carlson 488 39,058
45 Red Roof Inn 342 35,786
46 Radisson Hotels & Resorts 171 35,535
47 Homewood Suites by Hilton 304 33,426
48 SpringHill Suites by Marriott 274 32,085
49 Travelodge 463 31,953
50 Motel 168 266 30,856
Rank COMPANY Countries
1INTERCONTINENTAL HOTELS GROUP PLC 100
1STARWOOD HOTELS & RESORTS WORLDWIDE INC. 100
3 ACCOR SA 90
3BEST WESTERN INTERNATIONAL 90
5 HILTON WORLDWIDE 826 CARLSON HOTELS 77
7MARRIOTT INTERNATIONAL INC. 70
8 WYNDHAM WORLDWIDE 679 THE REZIDOR HOTEL GROUP 6210 HYATT HOTELS CORP. 45
COUNTRIES HOTELS
TOP
10
BRANDSTOP
50
SPECIAL REPORT: HOTELS’ 325
www.hotelsmag.com September 2011 HOTELS 35
2010 Rank
2009 Rank CONSORTIA LOCATION 2010
Rooms 2010
Hotels 2009
Rooms 2009 Hotels
1 1 UTELL HOTELS & RESORTS Brentford, England 771,200 6,300 1,120,000 9,149
2 3 HOTUSA HOTELS Barcelona, Spain 220,000 2,529 204,711 2,353
3 4 GREAT HOTELS OF THE WORLD London, England 192,434 1,012 164,765 985
4 6 PREFERRED HOTEL GROUP Chicago, Illinois 161,516 843 133,420 723
5 5 KEYTEL SA Barcelona, Spain 143,900 1,600 152,900 1,700
6 9 MAGNUSON HOTELS Spokane, Washington 139,776 1,792 89,466 1,147
7 2 SUPRANATIONAL HOTELS LTD. London, England 118,221 986 287,000 1,389
8 10 BEST EURASIAN HOTELS LTD. Moscow, Russia 103,300 929 87,600 788
9 8 WORLDHOTELS Frankfurt am Main, Germany 100,926 449 97,402 482
10 7 ASSOCIATED LUXURY HOTELS INTERNATIONAL Orlando, Florida 89,514 139 97,843 145
11 13 GLOBAL HOTEL ALLIANCE Geneva, Switzerland 64,142 275 55,000 223
12 11 THE LEADING HOTELS OF THE WORLD LTD. New York, New York 63,000 437 84,000 450
13 12 LOGIS HOTELS Paris, France 53,928 2,766 59,631 2,956
14 19 HOTEL REPUBLIC LTD. London, England 33,339 153 21,450 130
15 14 SCEPTRE HOSPITALITY RESOURCES Greenwood, Colorado 28,894 431 27,667 426
16 – PRESTIGE RESORTS & DESTINATIONS Wayzata, Minnesota 27,137 48 – –
17 15 RES-HOTEL Paris, France 26,000 162 26,000 162
18 16 SMALL LUXURY HOTELS OF THE WORLD Surrey, England 25,887 520 25,290 508
19 17 EPOQUE HOTELS Miami, Florida 25,800 382 24,587 370
20 18 HISTORIC HOTELS OF EUROPE Paris, France 21,535 637 21,743 681
21 20 LUXE HOTELS WORLDWIDE Los Angeles, California 17,500 148 18,088 153
22 21 SERCOTEL HOTELS Barcelona, Spain 15,773 151 16,400 157
23 22 DESIGN HOTELS AG Berlin, Germany 15,231 200 14,399 196
24 24 INTER-HOTEL Paris, France 12,772 296 11,650 270
25 – RELAIS & CHÂTEAUX New York, New York 10,650 465 – –
CONSORTIATOP
25
36 HOTELS September 2011 www.hotelsmag.com
DoubleTree by Hilton may have turned 42 in 2011, but there has been no midlife crisis for this
growing brand. Instead, DoubleTree — which officially became part of Hilton Worldwide in 1999 —has marked multiple milestones this year: ongoing expansion beyond North America, with debuts in new markets such as Jordan and the United Arab Emirates; the 25th anniversary of its iconic chocolate chip cookie; the launch of a comprehensive advertising campaign to raise awareness of its rebranding initiative; and — perhaps most significant — the opening of its 250th hotel, the DoubleTree by Hilton Istanbul-Moda.
With 261 hotels in 18 countries as of late July, DoubleTree’s portfolio has grown by more than 40% since 2000, and the brand has no intention of slowing down. By the end of 2016, Rob Palleschi, global head of DoubleTree by Hilton, expects the brand to have 500 hotels, ideally with half of those outside North America. “It’s very aggressive, but I believe it’s achievable,” he says.
Palleschi’s not alone in his optimism. Rich Conti, president of Tampa, Florida-based hotel brokerage fi rm, consultancy and asset manager The Plasencia Group, notes that although new construction will be limited in the short term, conversions will
DoubleTree by Hilton is
poised to continue its
rapid global expansion,
aiming to reach 500 hotels
by the end of 2016.
By Ann Bagel Storck, managing editor
BIGTHINKING
DoubleTree by Hilton Istanbul-Moda,
which opened in May 2011, was the
250th property for the brand.
THE PIPELINE: DOUBLETREE BY HILTON
www.hotelsmag.com September 2011 HOTELS 37
happen — an attractive scenario given DoubleTree’s positioning. “The marketplace sees DoubleTree as a conversion brand,” Conti says. “As transaction volumes go up, conversions are going to happen much faster than new construction. They should be able to capitalize on this.”
“I like their global reach,” says Steve Van, president and CEO of Prism Hotels & Resorts, Dallas, who has worked with DoubleTree for more than 20 years in both ownership and
franchise agreements. “Every year we become more globalized, so every year it’s more important that there’s global recognition of the brand. There’s a race to become the global dominant brand, and Hilton is certainly in the lead pack on that.”
Broad bandwidth
DoubleTree’s pace of growth, particu-larly internationally, has accelerated since 2008, the year it began its world-wide brand expansion with openings
in Central America, Europe, the Caribbean and Asia. Palleschi notes that Hilton Worldwide President and CEO Chris Nassetta, who assumed that post in December 2007, counted expansion as a primary objective — one that aligned well with DoubleTree’s goals. Even during the severe economic downturn of 2008-2009, the brand opened more than 40 hotels around the world, and today, Palleschi adds, DoubleTree counts more than 75 projects in its pipeline. “It’s hard to say that there was a silver lining during the economic crisis, but we did see a lot of success during that timeframe,” he says, crediting efforts to educate own-ers about the brand as well as the power of Hilton Worldwide’s global support in sales, e-commerce, property man-agement and overall brand recognition.
In addition to the brand’s core offer-ing — DoubleTree by Hilton Hotels, full-service properties in gateway cities — about 25% of its portfolio is in DoubleTree Suites by Hilton, with another 20% in DoubleTree Resorts by Hilton. Palleschi says about 60% of DoubleTree’s guests are business travel-ers, and although the brand skews a bit more toward women and younger consumers than its competitors or sister brands, overall its typical guests are similar to those for the rest of the upper-upscale segment.
Although DoubleTree has a number of key standard brand features at all of its properties — among them the signature Sweet Dreams by DoubleTree Sleep Experience, in-room coffee and tea and, of course, the chocolate chip cookie presented to every guest at check-in — Palleschi highlights the vari-ety of its hotels as a major asset. “We have everything from historic hotels like the Courthouse in London to cool, hip hotels like the Curtis in Denver,” he says. “We’ve got a pretty big bandwidth there, and our guests like that.”
Palleschi has a broad bandwidth when it comes to his wish list for the brand’s pipeline, as well. Primarily, DoubleTree is targeting properties with at least 120
SIZE
261 hotels representing more than 65,000 rooms in 18 countries as of late July
PRODUCT LINES
DoubleTree by Hilton Hotels, the brand’s core collection of full-service hotels in gateway cities; DoubleTree Suites by Hilton; and DoubleTree Resorts by Hilton
PIPELINE
More than 75 properties currently, with a goal to reach 500 hotels in at least 35 countries by the end of 2016
COSTS PER KEY
US$33.5 million-US$53 million for a 250-key, new-build property, not including the cost of land. Costs per key for conversions vary.
INVESTMENT IN REBRANDING INITIATIVE
DoubleTree has invested approximately US$20 million this year, capping owners’ investment at US$25,000 per property.
CHOCOLATE CHIP COOKIES DISTRIBUTED DAILY
60,000
RESULTS
RevPAR index of almost 107, up 2.5 points year over year
DoubleTree by Hilton BY THE NUMBERS
DoubleTree by Hilton Kosice Slovakia
represented the brand’s entry into
Eastern Europe when it opened in
March 2009.
38 HOTELS September 2011 www.hotelsmag.com
THE PIPELINE: DOUBLETREE BY HILTON
keys and 5,000 square feet (465 square meters) of meeting space in gateway cities and major markets, although it is considering options with fewer keys for some of its resorts. Palleschi estimates that conversions represent approxi-mately 65% of the current pipeline.
As for the areas of the world that are most important for DoubleTree’s expan-sion, Palleschi mentions markets rang-ing from China to Eastern Europe, and India to the south of France. “I have a laundry list of all these cities around the world that I want to be in,” he concedes. “There’s no area that’s out of reason.”
New identity
DoubleTree also is showing off a new look as it moves into new markets. Last fall the brand debuted a new logo — featuring a silhouette of a realistic leafy tree alongside a large capital D — as well as the addition of “by Hilton” to
its name. To publicize the rebranding and build overall brand awareness, this year DoubleTree has invested more than US$25 million in an advertising campaign featuring television commercials, print media and online promotions including social media.
Palleschi expects that by the end of 2011 all DoubleTree hotels in North America will refl ect the brand’s new identity, with the rest of the global portfolio to follow by the end of the fi rst quarter of 2012. He emphasizes that DoubleTree wanted the relaunch to move quickly. According to the brand, owners have invested more than US$3 billion over the past several years in upgrading various amenities and services, but in order to accelerate the pace of the relaunch, DoubleTree was prepared “to invest and invest heavily,” Palleschi says. This year, he notes, the brand has spent approximately US$20
million on new collateral for hotels and has capped owner spending at US$25,000 per property. Consequently, Palleschi says, “The brand has basically controlled this process and controlled the schedule, working hand in hand with the individual hotels and the ownership groups. We have it pretty well programmed out.”
Prism’s Van says the reimaging is complete at both of his current DoubleTree properties — in Memphis, Tennessee, and Columbus, Ohio. “I really like it,” he says. “I like the tagline ‘by Hilton.’ You’re getting the benefi t of this huge global distribution system, but with a relatively new brand.”
“The absolute best thing from new buyers’ and owners’ perspective is the tagline ‘by Hilton,’” Conti agrees. “By saying DoubleTree by Hilton, you’re going to get the road warrior who’s a collector of frequency points. This really clarifi es that DoubleTree is in the Hilton family of brands.”
(Not so) little things
DoubleTree’s new brand identity is centered on the tagline “where the little things mean everything,” but
“I have a laundry list of all these cities around the world that I want to be in.
There’s no area that’s out of reason.” – Rob Palleschi, global head, DoubleTree by Hilton
DoubleTree by Hilton Beijing marked the brand’s
Asian debut when it launched in July 2008.
WORLDWIDE SOURCING AND PROCUREMENT FOR THE HOSPITALITY AND GAMING INDUSTRIES
40 HOTELS September 2011 www.hotelsmag.com
THE PIPELINE: DOUBLETREE BY HILTON
that concept is hardly an unfamiliar one for the brand. Take DoubleTree’s signature chocolate chip cookie, which has used the same secret recipe since it originated in 1986. The brand’s hotels distribute approximately 60,000 cookies daily around the world, and this past summer, the DoubleTree by Hilton Cookie CAREavan Tour covered 10,000 miles and 50 cities to share more than 250,000 cookies in honor of the treat’s 25th anniversary.
“Everyone loves the cookie, whether that’s in London, in China or all the way down in Tanzania,” Palleschi says, adding that initially there was some
apprehension within the brand about whether the cookie’s charm would appeal to all cultures. “More than the cookie, it’s that warm welcome. It’s that recognition that our guests have gone through some hurdles to get there. The road nowadays can be diffi cult.”
Palleschi also credits DoubleTree’s CARE Culture, which includes committees at each hotel co-chaired by the general manager and a line-level employee that meet monthly and report back to the brand quarterly about initiatives to deliver the brand’s promise of bringing humanity back to the hospitality experience. “Those
committees really permeate the hotels,” Palleschi says. “They ensure that team members recognize the importance of great customer service and being engaged in that community.”
DoubleTree also prioritizes engage-ment with its owners, who Palleschi calls “our best partners.” He notes that especially with the ongoing economic turbulence, “There’s still some anxiety out there with some owners. We need to continue to keep the lines of communication open. We need to solicit their feedback and, most importantly, react and react quickly. There’s not any grand plan — it’s just that, and that works.”
The respect seems to be mutual. “Rob Palleschi is viewed very positively by owners because he’s very fair,” Conti says.
“I’ve never worked with a more responsive brand,” Van says, joking, “I don’t know when they sleep.”
Van highlights DoubleTree’s fl ex-ibility as well, noting an example from a conversion his company did several years ago in which the brand allowed an extra couple years for replacing armoires that were only about a year old and that Prism later converted into credenzas. “A lot of other brands wouldn’t have done that,” Van says. “You don’t want a brand to let you do anything, because then it’s not a brand. It’s fl exibility without brand dilution.”
Van also is happy with the increased market penetration his properties have experienced upon converting to DoubleTree. Although Palleschi won’t provide extensive details about the brand’s performance, he does note its RevPAR index is at almost 107, up 2.5 points year over year. “We have a very aggressive competitive set, one that hasn’t changed, and we’re gaining share, so we’re very excited,” he says.
When it comes to broad goals for the brand going forward, however, Palleschi looks beyond the numbers. “I get passionate when I talk about Hilton Worldwide, what we’ve done as an organization,” he says. “Part of my worry is to make sure DoubleTree by Hilton doesn’t let anybody down. In addition to all the numbers and metrics, I just would love for everyone to want to be part of this.”
“The marketplace sees DoubleTree as a conversion brand. As transaction volumes go up, conversions are going to happen much faster than new construction. They should be able to capitalize on this.”
– Rich Conti, president, The Plasencia Group Inc.
The Curtis – A DoubleTree
by Hilton Hotel in Denver
represents the varied
nature of the brand’s port-
folio, according to Global
Head Rob Palleschi.
Salamander at a glance: Founded in 2005. In 2007, acquired and repositioned Innisbrook near Tampa, Florida, with a US$27 million investment. In 2006, acquired and renovated the Woodlands Inn in Summerville, South Carolina. Johnson sold Woodlands last year and retained management. Salamander will manage Fishing Lodge Cap Cana, a luxurious villa resort opening in the Dominican Republic in October 2011, and is close to announcing additional management deals. The company also is build-ing the Salamander Resort & Spa in Middleburg, Virginia.
Career highlights: Founder and current CEO of Salamander Hotels & Resorts, Middleburg, Virginia; co-founder of Black Entertainment Television; the only African-American woman to have ownership in three professional sports teams; film producer with credits including “The Other City” about the HIV/AIDS crisis in Washington D.C.; strategic advisor for multicultural and African-American initiatives, AOL Huffington Post Media Group; global ambassador for CARE, a humanitarian organization fighting global poverty by empowering women; President Obama’s Committee on the Arts and the Humanities; chair of the Board of Governors of Parsons The New School for Design in New York City
Miscellaneous facts: Accomplished violinist with a Bachelor of Arts in music from the University of Illinois
Age: 62
AT A GLANCE
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THE INTERVIEW: SHEILA JOHNSON
www.hotelsmag.com September 2011 HOTELS 43
Her blog on The Huffington Post website refers to Sheila Johnson as an entrepreneur, philanthropist and filmmaker. It should include budding hotelier and role model for women who want to become leaders in the hospitality industry.
Probably best known as a co-founder of Black Entertainment Television (BET) along with her ex-husband and prominent hotel owner Robert Johnson of RLJ Companies, Sheila Johnson, 62, has been learning the ups and downs of hotel ownership and property management since founding Salamander Hospitality (now known as Salamander Hotels & Resorts) in 2005 in Middleburg, Virginia.
Her yet-to-open fl agship Salamander Resort & Spa, a 340-acre equestrian-themed resort near Washington, D.C., has been slowed by the economy as well as the legal and political
pitfalls that come with developing a US$200 million hospitality complex. At the same time, she is now just a few weeks away from being able to show off her next managed hotel, Fishing Lodge Cap Cana, a luxury resort in the Dominican Republic owned by Spain’s Corporacion Hotelera Del Mar. Her goal is to further develop as a management company known for repositioning distressed assets.
Johnson also is an owner in three professional sports teams; a movie producer who in 2010 released an acclaimed docu-mentary about HIV/AIDS; an impassioned philanthropist driven by the opportunity to lift up impoverished women; and an accom-plished violinist who is a fervent supporter of the arts and education. Her toughest test yet, however, might be hotelkeeping.
While she got her start in the hotel
THE INTERVIEW: SHEIE LALA JJOHHHNSONN
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High-profile entrepreneur
Sheila Johnson keeps her hotel
industry profile low — for now — as she learns
the business and creates a niche as a turn-around
specialist and dream weaver. By Jeff Weinstein
44 HOTELS September 2011 www.hotelsmag.com
THE INTERVIEW: SHEILA JOHNSON
business by acquiring and turn-ing around The Woodlands Inn in Summerville, South Carolina, as well as the Innisbrook Golf Resort near Tampa, Florida, Johnson has struggled in what she considers an old boys’ network in her efforts to more quickly develop her hotel portfolio. But this consummate networker, supported by company president Prem Devadas, is determined to create an upscale hotel portfolio known for quality.
HOTELS recently talked to Johnson about her early experiences in the hotel business as well as her perceptions about the industry.
HOTELS: How did you end up in the
hotel business?
Sheila Johnson: I love hotels and traveling, and it is not too far removed from the entertainment business. Owning BET I did so much traveling and entertaining. After the sale of BET, I wanted to start another career. I bought the Harriman Estate in Middleburg, and knowing the town and
its needs I decided this was a perfect destination to build a resort. It has not been an easy thing to do (a six-year process, to date). But we have gotten the permitting processes complete, and we are about 67% into the building.
We also acquired Innisbrook as a distressed property, put US$27 million into it and did it in such a smart way that it really changed the complexion of the resort in the best way possible. That was really where I put my fi rst hand into a property, and we were able to make a dif-ference. It showed us that we are good at turning around properties in a distressed state. Then we redid the Woodlands and really put it back on the map.
H: Your personal philosophy includes
helping people in distress. Is that translat-
ing into your hotel operations?
SJ: Maybe. I can see the strength and weaknesses — not only in people, but in properties. I see where to build on those strengths and improve on the weak-nesses. I have a special team with me, and through consensus and collaboration we
are able to make things work.H: Which of your skills have best
transferred into the hotel business?
SJ: First, the foundation in my life has always been the arts. The arts have been able to help me focus. I am extraor-dinarily organized. I can see outside the box and work outside the box. My strengths are creativity and intuition. From music to building a cable network, I have been able to use those strengths.
I am not going to wear it on my sleeve, but I do like perfection. I just want to make sure that with anything I touch people know it is me, that I have touched this piece of property.
H: What are your impressions of the
hotel business some six years in?
SJ: It is much harder than I thought. I thought it would be really an easy, fun business for the third act of my life. After getting into it, right away I understood how hard it was to build a resort from the ground up. You have a whole community to deal with, from the naysayers to those who want it. You are
RIGHT: Fishing Lodge Cap Cana includes
302 Mediterranean-style villas (220 available
to resort guests) with marina views and
designer furnishings.
ABOVE: Set on 340 acres in the foothills of the
Blue Ridge Mountains amid Virginia’s horse
country, the under-construction Salamander
Resort & Spa will feature 168 rooms and suites,
a 23,000-sq-ft (2,137-sq-m) spa and a full-
service equestrian center.
“I want to be a front-runner in this and open doors for other women to come into this
business and replicate what I am doing. So many of these companies are male-run and all men.
Women can do this, too, and I want to set an example.”
www.hotelsmag.com September 2011 HOTELS 45
out there at the whim of the community. Acquiring hotels is pretty easy, but it
is much harder to put your thumbprint on it to make it work, to get out into the community to really endear yourself and understand its needs, and to win over the employees to build trust so that they understand you are not there just to acquire a property but to show you are vested in what you bought. I don’t just want to acquire and manage hotels to build a portfolio. It is more than that to me. I am taking a personal interest in everything I acquire.
H: What do you see the industry doing
right and wrong today?
SJ: Those established properties are sort of taking the traveler for granted. They have to stay on top of their games. We have gone through some hard times lately, and because of that I have seen a little bit of slacking off. But now is the time more than ever that we have to pay special attention to the environment out there. Travelers are demanding more, and we have to be more aware of their needs.
H: You have been pretty low-profile in
the industry to date.
SJ: As a woman it has been tough to get into the business — we are talking the David and Goliath story. If you come back to us in fi ve years you will know more about us. It is not that I am trying to hide under the covers, but we are focused on growth to get out there, and it is not an easy thing to do.
H: What do you think about minority
participation in the hotel business?
SJ: I have been trying to get colleges to get minorities into hotel training schools so we can start hiring because as we all know, most people who get into the business have to work from the ground up. I am actively looking at trying to hire other minorities, but not enough are being trained.
H: What is the current status of your
Middleburg property?
SJ: We are going to start moving ahead carefully, as we still have to watch where this economy is going. This hotel is costing me a lot of money, and there is no compromising here.
H: How do you balance running hotels
with your other businesses and interests?
SJ: It all ties back to the hotel busi-ness. This is what is going to help drive my base of clients for the hotels.
Networking is so important. I just can’t sit in a vacuum and run a hotel business. You have to be out there in the commu-nity, the country and the world.
H: Where will the management opportu-
nities come from for Salamander?
SJ: It could be distressed properties where owners have seen our track record of turning properties around. It is starting to get recognized within the community, and we are starting to see people referred to us based on what we have done.
Anyone would sell me a hotel tomorrow. I don’t want to own more hotels now. I need to get this one in Middleburg built, up and running. That is where my main focus is right now. My other focus is growing the management company. It has been great to go down to the Dominican Republic, to be able to participate with the architects and designers and help form the owners’ dream. Now we are working on how to best open the property and do the marketing and PR to drive business.
H: Where do you envision Salamander 10
years from now?
SJ: It is not about the size. It is more about the quality. I want it to be special and unique. I don’t want it to be so big that I do a lousy job. I don’t want to
ever fall on my face or fail on anyone’s property that we are managing. Yes, it’s okay if we end up with seven or eight properties, as long as I can visit them. My team is hands-on, and we have the quality going — that means more to me than managing 100 hotels.
H: What are your criteria for new
hotel deals?
SJ: I defi nitely look at location, what is nearby and what traffi c we can bring to hotels. When the hotels in the Dominican Republic came up, there were fabulous owners of the same mind we are, and they share the same vision. Ownership’s point of view is very impor-tant to me, too.
H: What do you get out of the hotel
business personally?
SJ: It is a source of pride and a case where there are very few women in this position, and I take that on very seriously. I want to be a front-runner in this and open doors for other women to come into this business and replicate what I am doing. So many of these companies are male-run and all men. Women can do this, too, and I want to set an example.
H: What do you do specifically to
empower women in your organization?
SJ: What I have seen elsewhere with
Sheila
Johnson
poses with
former U.S.
Secretary
of State
Condoleezza
Rice at
Innisbrook.
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THE INTERVIEW: SHEILA JOHNSON
assistants and the like is that they tend not to be included in daily dialogue of the business. I have open communication. I want even the secretaries in the offi ce to understand and know what I am doing.
In my philanthropy I see things going on in the world that reveal too much victimization of women and inequality — not only politically, but through gender-based violence and health issues. I would like to some day set up a factory to help make bed linens for a hotel, or something, and I would like to employ women, and if they can learn the hotel business through an internship, I would like to do that, too. I was in Rwanda, and the president said they need help with service, and I would like to start a service program to help the hotels there, and vise versa through exchange programs. These things can be done, and I have just started working on them.
H: What about the hotel industry intrigues you, and where does it
need to go next?
SJ: What the industry needs to watch is where this economy is heading and how we can serve the needs of people who want to come to our hotels. One thing that worries me is that the industry is a little behind in technology. This is something I am paying close attention to, and we are looking for a way to help the hotel industry — not through PR and advertising, but to explore better ways to tell our guest-service stories. The key is telling stories and connecting with people. I think we can do this in the digital age, and it is something we need to explore.
Johnson reviews Fishing
Lodge designs with
Salamander President
Prem Devadas (center)
and CFO Dale Pelletier.
48 HOTELS September 2011 www.hotelsmag.com
DESIGN
IMPRESSIVE F&B OUTLETS, A MASSIVE SPA, SPACIOUS GUESTROOMS AND CONTEMPORARY STYLE ARE JUST A FEW THINGS ON THE MENU AT CORINTHIA HOTEL LONDON.
FULLPLATE
By Ann Bagel Storck, managing editor
DESIGN
www.hotelsmag.com September 2011 HOTELS 49
say Corinthia Hotel London’s debut this past spring was a big deal is a bit of an understatement. Not only is the property a physically imposing presence — it is a Victorian landmark that dates back to 1885 — it is located in the heart of London, a short walk from the likes of Trafalgar Square, the London Eye and St. James’s Park. Guests already have included top movie stars and business leaders, not to mention that the hotel has hosted launch parties for
OPENED
GUESTROOMS
LOCATION
HISTORY
DEVELOPER
GENERAL MANAGER
LEAD INTERIOR DESIGNER
RATE
MAY 2011
CENTRAL LONDON
OPENED AS A HOTEL IN 1885
294including 43 suites, averaging 485 square feet (45 square meters)
between Whitehall Place, Northumberland Avenue and Great Scotland Yard, overlooking Trafalgar Square and the River Thames
later used by the UK Ministry of Defence
INTERNATIONAL HOTEL INVESTMENTS
PLC, MALTA
MATTHEW DIXON
GA DESIGN INTERNATIONAL, LONDON
ABOVE
US$823 (500 BRITISH POUNDS)
CORINTHIA HOTEL
L O N D O N
To
Massimo Restaurant and Oyster Bar,
headed by Italian chef patron Massimo
Riccioli, is Corinthia London’s specialty
seafood restaurant.
50 HOTELS September 2011 www.hotelsmag.com
DESIGN
several blockbuster movies. Corinthia London boasts a number of impressive F&B offerings in addition to a four-floor, 35,521-sq-ft (3,300-sq-m) ESPA spa and a Harrods boutique.
“More than scale, what is unique is that we have more facilities under one roof than most of our peer hotels in the city,” says Simon Naudi, chairman of CHI Hotels & Resorts, Malta, the operating arm of International Hotel Investments plc, which owns and oper-ates Corinthia properties worldwide.
Also noteworthy is that the hotel marks Corinthia’s entry into London, which Naudi knows commands higher visibility than almost any other market. “It’s added a new dimension to the brand in terms of our global position-ing and serves as a platform for future growth,” he says.
Grand restoration
Naudi notes that Corinthia does not buy trophy hotels — it creates them — and Corinthia London was quite the restoration. Although the property originally was a hotel, more recently it was a government building, and its transformation required more than two years and approximately US$494 mil-lion (300 million British pounds).
“The brief was to create a grand contemporary hotel,” says Edward Davies, project manager at GA Design International, London, which led the interior design of the property. “When thinking of this and looking at the
building in its then-current state, it was very apparent we would need to take it back to its former footprint (as a hotel) as much as possible. The previous users had created a warren of mezzanine fl oors and small offi ces throughout.”
“Over the years this building had been tampered with and extended and reorganized internally, so by the time we bought it, it had nothing to do with
the way it was originally built,” Naudi adds. “So the biggest challenge was to recreate the generosity of the spaces that was the hallmark of the original hotel, especially on the ground fl oor and in the bedrooms.”
The building was gutted, reorga-nized and rebuilt, Naudi explains. The original hotel had 500 guestrooms, for example, while Corinthia London has
Guests can enjoy
afternoon tea,
cocktails or
desserts in the
Lobby Lounge
beneath a soaring
dome and the Full
Moon chandelier.
Bathrooms are another point of emphasis
at the hotel, which aims for a high-end
residential look and feel.
Guestrooms emphasize natural light and
space, with an average size of 485 square
feet (45 square meters).
DESIGN
www.hotelsmag.com September 2011 HOTELS 51
294 that average 485 square feet (45 square meters), some of the largest guestrooms in the London 5-star market, Naudi says.
Davies characterizes the hotel’s over-all design aesthetic as “modern classic in a grand style,” and Naudi confi rms that the property was conceived as a “stylish and contemporary living space.” He highlights the Full Moon chandelier in the Lobby Lounge as an illustration of that idea: Created by Parisian designer Chafi k Gasmi and produced by Baccarat, the chandelier comprises 1,001 crystal baubles in a futuristic, moon-shaped design. “It weighs two tons but feels as if it is fl oat-ing up into the traditional glass dome rising above our foyer,” Naudi notes.
Naudi mentions the ballroom as another example of the hotel’s timeless design. “We replicated the original decorative ceilings but reinterpreted them using silver leafi ng rather than gold,” he says. “That does not appear dated or old-fashioned, but rather, fresh and graceful.”
Varied offerings
Corinthia London also can boast that it offers something for nearly everyone. The massive Espa spa, for one, features 17 treatment rooms and unique offer-ings like a vitality pool, ice fountain and private sleep pods. Noted UK hair-dresser Daniel Galvin has opened his first salon outside his base in Mayfair at the hotel, while Harrods has opened its first hotel boutique there, featuring a variety of luxury products.
The property’s F&B offerings are just as varied. The Northall celebrates the best of British artisanal produce including Cumbrian short horn cattle in addition to organic and biodynamic wines. Massimo Restaurant and Oyster Bar, meanwhile, serves seafood with a Mediterranean fl air. “The main standout is our authenticity,” Naudi
The ballroom uses silver leafing rather than
gold to achieve a fresh, graceful look.
Garry Hollihead is at the helm of The
Northall, which celebrates the best of
British artisanal produce in addition to
organic and biodynamic wines.
“The International Food & Beverage Forum™” is a world-wide non-profit association with the mission to enhance global dialogue, knowledge, viable creativity and to foster the education of young hospitality professionals.
To live up to their mission, “The International Food & Beverage Forum™” organizes every year four events, two to increase their members’ knowledge of International Food & Beverage trends, a business meeting and their signature event “The International Food & Beverage Forum Hall of Fame Summit” in Las Vegas. This event is organized to raise scholarships for students in the hospitality industry.
This year’s “The International Food & Beverage Forum Hall of Fame Summit” will be held in Las Vegas, Nevada, from November 16th to the 19th and features:
For more information about our auction and the event, please visit: www.ifandbforumhalloffamesummit.com
“The International Food & Beverage Forum™” is supported by:
Culinary Master Classes Two Culinary demonstrations feature four internationally renowned Master Chefs preparing their favorite dishes
Master Chefs’ Dinner At this event members and invited guests can meet with internationally renowned Master Chefs and wine makers in a casual setting.
IF&BF Hall of Fame Induction This six-course Gala Dinner is held at the Copa Room in Las Vegas and includes an Operatic Concert and a live Auction
IF&BF Hall of Fame Society Dinner At this event 40 wines are paired with
dishes prepared by eight internationally renowned Master Chefs
Grand Gourmet Wine Safari 40 wines are paired with dishes prepared by eight internationally renowned Master Chefs. This event also features a live auction.
IF&BF Hall of Fame Auction Over 100 hotels donate stays & meals, plus a lage number of wines and special dinners are auctioned off in order to raise scholarshipfunds.
IF&BF Hall of Fame Honorees This year Reto Wittwer, President & CEO of Kempinski Hotels S.A. and Joël Robuchon, Maître Cuisinier de France will be honored.
DESIGN
says. “Our restaurants are grounded in provenance, refl ecting sincerity in approach.”
Naudi calls Bassoon, the musically inspired bar designed by David Collins Studio, “itself a work of art” thanks to its 23-foot (7-meter) bar that also is a working grand piano. Guests can sip molecular cocktails or colonial-inspired drinks there or head over to the Lobby Lounge, which offers drinks plus desserts and afternoon tea.
Despite its wealth of amenities, however, both Davies and Naudi identify openness and light in particular as the biggest surprise upon the renovation’s completion. “We didn’t realize quite how much daylight would emanate to the center of the public spaces,” Davies says.
“There’s a strong sense of light and brightness to the building all around inside, which is not quite what you expect from old Victorian buildings,” Naudi adds.
Guest takeaways
Naudi says the United States, the Middle East, the Far East and Europe all have been huge markets for the hotel since it opened. He expects about a 50-50 split between business and leisure travelers for the property, which he says has “started well.” Although he declines to discuss specifics in terms of occupancy, he says average rate is above US$823 (500 British pounds).
“We are positioning the hotel to compete at the very high end of the London market, and our rates will follow the trend of the 5-star deluxe competitive set,” Naudi says. “We have achieved our goals thus far, and we look forward to 2012 especially with the Jubilee celebrations and the Olympics.”
When it comes to what he hopes guests take away from the hotel, though, Naudi highlights something much simpler than any of Corinthia London’s impressive design elements or other luxurious details. “We like to give the sense of being in a boutique environment within a grand hotel,” he says. “We want our guests to leave with a sense of having been treated to serenity and luxury delivered with honesty and sincerity. Above all, we want them to have befriended our colleagues in the hotel.”
Corinthia London’s ESPA spa
spans four floors and features
17 treatment rooms.
Industriestraße 1-7 | 48703 Stadtlohn www.tenbrink.de | [email protected]
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54 HOTELS September 2011 www.hotelsmag.com
F&B: GREAT HOTEL RESTAURANTS
Today’s hottest F&B trends — seasonal and local ingredients, open theater kitchens and the happy marriage of traditional elements with modern touches, to name just a few — are reflected in this year’s 10 Great Hotel Restaurants, which were chosen using criteria including food and service quality and value for the price. However, in many ways these winning examples are much greater than simply the sum of their parts.
“A Great Hotel Restaurant offers an experi-ence of culinary delight, warm ambience in beautiful surroundings but, more especially, an absolute feeling of contentment for quite a few hours after the meal has fi nished,” explains Ilan Rudich, managing director of Development
Resources Ltd. and part of this year’s interna-tional panel of judges.
“The recognition and welcome that greet you on arrival, the follow-up that takes place during your meal and the warm and friendly farewell you receive when you leave are what make a Great Hotel Restaurant,” agrees Patrick Willis, chief operating offi cer of Marlon Abela Restaurant Corp. and another of this year’s judges.
Almost all of the 2011 Great Hotel Restaurants are relatively new to the scene — all but two are less than 20 years old — several display the versatility of serving breakfast, lunch and dinner and most offer memorable locations in addition to fabulous food. Perhaps most important, though, is the commitment of
EndlessReflecting both timely
trends and timeless
traits, the possibilities
are limitless for this
year’s Great Hotel
Restaurants.
By Ann Bagel Storck, managing editor, and Mary Gostelow, contributing editor
Studio at Montage Laguna
Beach in California is a
free-standing restaurant
perched on a bluff over-
looking the Pacific Ocean.
www.hotelsmag.com September 2011 HOTELS 55
each restaurant’s team to achieve greatness. “The winning factors for a hotel restaurant
are a mix of design, determination and desire,” says Stefan Breg, a judge and “chief worrier” at TRIBE Restaurant Creators. “By design, we mean concept, menu and interior all underpinned by solid market understanding. But even the greatest of designs will be undone if not supported by the sheer determination and desire to succeed by all stakeholders — from kitchen to greeter to owner and GM and all associated management.”
HOTELS magazine and sponsor Villeroy & Boch are proud to continue an annual tradition of honoring these Great Hotel Restaurants, all of which will receive a porcelain brule parfum in tribute.
horizons
What makes a Great Hotel Restaurant?This year’s honorees were
chosen based on the
following criteria:
■ Operational for at least
a year
■ Operated by a hotel
(of any size and with or
without a brand) or with
minimal assistance from a
consultant or celebrity chef
■ Meets its intent (if it
is called a steakhouse, it
must not be all-Italian)
■ Busy, with outside as
well as in-house diners
■ “Suitable” (a bistro
should not try to be
Michelin three-star
establishment) welcome,
service, food, drink
and décor
■ Great overall ambience
and experience
■ Value for the price
■ Prompts diners to return
56 HOTELS September 2011 www.hotelsmag.com
F&B: GREAT HOTEL RESTAURANTS
Year opened: 1924
Meals served: Breakfast, lunch and dinner
Seats: 50
Average dinner check: US$163
Chef/culinary team: Executive Chef Michel Louws,
Executive Sous Chef Scott Brown
Menu focus: Seasonal produce at its best along with New
Zealand fish, game, lamb and beef
Sample dishes: Harakeke game pâté with grape chutney and
Dijon mustard; slow-cooked leg of duck with cinnamon lentils and
mandarin dressing; New Zealand fish “pie” of crayfish, scallops and
parsnip; New Zealand cheese selection
Standout design features: Candle-lit, intimate dining that
can be both indoor and outdoor, according to the season
What makes it great: Distinctive New Zealand cuisine served
in a beautiful, romantic setting
Year opened: 2008
Meals served: Breakfast, lunch and dinner
Seats: 300
Average dinner check: US$78
Chef/culinary team: Chef Andreas Fuchs
Menu focus: Western, Chinese and Japanese cuisine prepared
in multiple show kitchens and served from one menu divided into
simple categories including grill, stove, steam and wok
Signature dishes: Sashimi platter, Shanghai dumplings,
beef steak, oysters
Standout design features: Gigantic, cloud-inspired plaster wall
murals; 82-foot (25-meter)-high floor-to-ceiling windows offering views
from the 91st to 93rd floors of the hotel; and swirling onyx mosaic
flooring all covering a sprawling 31,000-sq-ft (2,870-sq-m) space
What makes it great: Trendy ambience in addition to a great pre-
sentation of an impressive food selection
Huka Lodge
Taupo, New Zealand
100 Century Avenue
RestaurantPark Hyatt Shanghai
Shanghai
CONGRATULATIONSVilleroy & Boch salutes the 10 Great Hotel Restaurant Award Winners 2011
Villeroy & Boch Tableware Division3A South Middlesex AvenueMonroe Twp., NJ 08831Tel.: + (1) 609 578 4300Fax: + (1) 609 655 2405E-mail: [email protected]
www.villeroy-boch.com/hotel
100 CENTURY AVENUE RESTAURANT AND DINING ROOMPark Hyatt, Shanghai, China
IL RISTORANTEThe Bulgari Resort, Bali, Indonesia
KAZAHANAConrad, Tokyo, Japan
LA TERRAZZA DELL’EDENThe Eden, Rome, Italy
LE CINQFour Seasons George V, Paris, France
ONE-O-ONESheraton Park Tower, London, England
STUDIOMontage Laguna Beach,California, USA
THE RESTAURANTHuka Lodge, Taupo, New Zealand
THE RESTAURANT AT THE SETAIMiami Beach, Florida, USA
THE STEAK HOUSE WINEBAR + GRILLInterContinental, Hong Kong SAR
58 HOTELS September 2011 www.hotelsmag.com
F&B: GREAT HOTEL RESTAURANTS
Year opened: 1994
Meals served: Lunch and dinner
Seats: 82
Average dinner check: US$191
Chef/culinary team: Executive Chef Fabio Ciervo
Menu focus: Italian with international
influences
Signature dishes: Dover sole,
medallion of lobster with its sauce
Standout design features: Mirrors that help achieve an open,
airy ambience and maximize the
restaurant’s breathtaking view; a
new lighting system using antique
wall lamps; new furnishings high-
lighting refined grey tones with
touches of black and gold
What makes it great: Stunning location and
impeccable service
Year opened: 2006
Meals served: Dinner
Seats: 36
Average dinner check: US$150 for five courses
Chef/culinary team: Chef Maurizio Bombini
Menu focus: Creative reinterpreta-tions of classic Italian dishes
Signature dishes: Grilled Wagyu ribeye steak with fennel purée, confit of beef and truffle lasagna Sedanini with clams, porcini mushrooms, tomato coulis and botargo
Standout design features: An open-air structure suffused with soft light situated next to an ornamental lake
What makes it great: A good menu and very good service in a magical setting
Il RistoranteThe Bulgari Resort
Bali, Indonesia
Year opened: 2005
Meals served: Lunch
and dinner
Seats: 82
Average dinner check: US$195-US$235
Chef/culinary team: Head Chef Masanobu Inaba
Menu focus: Traditional Kaiseki,
Tokyo-style sushi with fresh
seafood from Tsukiji Fish Market
and Teppan, food prepared in front
of guests
Sample dishes: Kaiseki:
“Mukouzuke” dish, soup, assorted
sashimi, grilled dish, simmered
dish, seasonal dish, rice and
dessert; sushi: appetizer, sashimi,
assorted grilled dish, eight pieces
of sushi, rolled sushi, miso soup
and dessert; Teppan: appetizer,
clear soup, sashimi, seasonal
seafood, sautéed vegetables,
salad, Japanese Wagyu beef, rice,
miso soup and dessert
Standout design features: A traditional Japanese Sumie
painting as the motif, panoramic
views of the Royal Hamarikyu
Gardens
What makes it great: Exceptional Japanese cuisine
served in a modern interpretation
of a Japanese cellar
La Terrazza dell’Eden
Hotel EdenRome Kazahana
Conrad TokyoTokyo
Please visit us at IH/M&RS 2011 in New York (Nov. 13th - 15th), Booth # 2508
60 HOTELS September 2011 www.hotelsmag.com
F&B: GREAT HOTEL RESTAURANTS
Year opened: 2005
Meals served: Breakfast, lunch and dinner
Seats: 120
Average dinner check: US$86
Chef/culinary team: Executive Chef David
Werly, Chef de Cuisine
Mathias Gervais
Menu focus: Authentic
Asian via preparations
using the wok, the tandoor,
curries and the rotisserie
combined with classic
European dishes
Signature dishes: Yuzu-marinated yellowtail,
mirin and sake hearts
of palm, hijiki, avocado
and mango; homemade
foie gras “torchon” with
Sauternes jelly, apricot
compote and Vincotto;
Indian tandoor-roasted
Chilean sea bass mari-
nated with mint, cilantro,
serrano pepper and yogurt
served with tamarind sauce
Standout design features: Open theater
kitchen, Shanghai bricks,
artwork from Christian de
Laubadere
What makes it great: Setting new trends for the
Miami Beach area
Year opened: 1999
Meals served: Breakfast,
lunch and dinner
Seats: 50
Average dinner check: US$318
Chef/culinary team: Executive Chef Eric Briffard
Menu focus: Contemporary
French cuisine with a Japanese
touch focusing on fresh,
seasonal ingredients
Signature dishes: Duck
foie gras from the Landes
region roasted with Sarawak
black pepper and served with
rhubarb and garden strawber-
ries in elderberry juice; blue
lobster pot cooked over salt
with seaweed and natural juice
and served with slow-roasted
fennel with kumquats; veal
sweetbreads with licorice and
baby girolles braised in cream
from Alpine pastures;
iced meringue shell with
rhubarb, wild strawberries
and raspberries
Standout design features: Soft tones of gold
and grey suggesting a dining
room in a private chateau,
two Louis XIV cupboards and
golden Louis XVI “medallion”
chairs with Regency tables
and mahogany console tables,
French classical draped
curtains, gold embossed
velvet armchairs, two massive
Regency mirrors in sculpted
golden wood reflecting the
Marble Courtyard
What makes it great: Excellent food and
service coupled with
very artistic design
Le CinqFour Seasons
Hotel George VParis
The Restaurant
The SetaiMiami
Year opened: 1998 (refurbished 2007)
Meals served: Breakfast, lunch and dinner
Seats: 96
Average dinner check: US$107
Chef/culinary team: Executive Chef Pascal Proyart
Menu focus: Seafood with
French, Mediterranean and
Asian influences
Signature dishes: Norwegian red king crab legs,
lobster salad, whole wild sea bass
baked in a crust of Brittany sea
salt, shellfish in a champagne
butter sauce with sea lettuce
mash
Standout design features: The “Oyster Table” in the
restaurant’s lounge
What makes it great: Vibrant, fun and tasty offerings at
all three meals
One-O-OneSheraton Park
TowerLondon
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■ Precise temperaturecontrol of dishes
■ You choose the buffet-design – we provide the technology
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■ Purposeful energyconsumption enables high costeffectiveness
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HOTELSmag.com
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JOI-DESIGN
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HVS EXECUTIVE SEARCH
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THE BENJAMIN, NEW YORK CITY
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MIDDLETON & GENDRON
Chris PulitoChief Operating Offi cer
MIRBEAU HOSPITALITY SERVICES
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62 HOTELS September 2011 www.hotelsmag.com
F&B: GREAT HOTEL RESTAURANTS
The judges This year’s Great Hotel Restaurants were selected by 19 judges from around the world:
Robert Appelbaum,
Johannesburg: restau-
rateur, winery owner and
international lawyer
Elizabeth Blau,
Las Vegas: CEO, Blau
and Associates
Stefan Breg,
Dubai, UAE: TRIBE
Restaurant Creators
Serge Dive,
Marrakesh, Morocco:
PURE experiences
Kurt Fischer,
Mendocino, California:
president, the
International Food &
Beverage Forum
Omer Isvan,
Istanbul: president,
Servotel Corp.
Yasmine Mahmoudieh,
London: designer
Donald Morrison,
London: director, Donald
Morrison Consultancy
John Nielsen,
Melbourne, Australia: golf
club and wine manager
Steve Odell,
Sydney, Australia:
Silversea Cruises
Nick Perry,
London: founder,
Ultratravel
Bob Puccini,
San Francisco: president
and CEO, the Puccini
Group
Glenn Pushelberg,
Toronto: Yabu
Pushelberg Design
Ilan Rudich,
London and Monaco:
management consultant
Steve Rushmore,
New York: HVS
International
Carlos Villanova,
Rio de Janeiro:
international diplomat
Patrick Willis,
London and New York:
Marlon Abela Restaurant
Corporation (MARC)
Keith Yates,
Bangkok, Thailand:
consultant
Virginia Wun,
Hong Kong: designer
Year opened: 2003
Meals served: Dinner
Seats: 80 inside with an
additional 40 outside, 24 in
the Private Dining Room, 12 at
the Chef’s Table
Average dinner check: US$125
Chef/culinary team: Executive Chef Craig Strong,
General Manager David Pratt
Menu focus: Modern
French cuisine with California
influences on an ever-
changing tasting menu featur-
ing seafood caught daily,
farm-raised meats and game
and artisanal ingredients
Signature dishes: Chef’s
Tasting Menu with offerings
such as chilled strawberry
gazpacho with fennel salad,
charred octopus and brioche
croutons; sautéed swordfish
with summer succotash,
pipérade sauce, pine nut
pesto and leek blossoms;
Hudson Valley duck breast
with micro swiss chard,
poached bing cherries and
orange-coriander sauce;
crunchy banana split with
banana bread chocolate
mousse croustillant, banana
fritter and vanilla ice cream
Standout design features: Sweeping views
of the Pacific Ocean via
expansive open-air windows,
a 20-foot (6-meter) raised
ceiling with rustic stained
wood beams, two custom-
built wine vaults, a turn-of-
the-century-style bar stained
in rich wood tones, a commu-
nal table in the bar area
What makes it great: Its reflection of the fresh and
vibrant style of Laguna Beach
Year opened: 1980 (renovated 2005)
Meals served: Dinner
daily, lunch on Sunday
Seats: 132
Average dinner check: US$130
Chef/culinary team: Steak House Chef Calvin
Choi, InterContinental Hong
Kong Executive Chef Graham
Burst, InterContinental Hong
Kong Executive Pastry Chef
Cyril Dupuis
Menu focus: The world’s
finest meat seared to
perfection on a charcoal grill
Signature dishes: Chilled
seafood mountain featuring
Boston lobster, yabby, king
crab legs, black mussels,
abalone, prawns, Manila
clams, scallops and Jade
Whelk; dry-aged beef; home-
smoked dry-aged beef; salad
bar with condiments including
12 specially blended mustards
and eight exotic rock salts;
oversized desserts such as the
“Cookie Monster” Alaska
Standout design features: Clean lines and
rustic textures with the use
of modern square forms
and rough finishes in ash
wood, stone and leather; a
contemporary American-style
open kitchen with a refinished
copper charcoal grill; a trans-
parent wine cellar showcasing
some 4,500 bottles
What makes it great: A good, straightforward menu
featuring great steaks
StudioMontage
Laguna BeachLaguna Beach,
California
The Steak House winebar + grill
InterContinental Hong KongHong Kong
WMF 1800 S
NEW
Self-Service for coffee lovers
WMF Americas Coffee Machine & Institutional Division1881 SR 84, Suite 101, Ft. Lauderdale, FL 33315
Phone +1 954-583-2269
Fax +1 954-583-3538
[email protected], www.wmfamericas.com
The WMF 1800 S user guide was developed specially for the
requirements of self-service operation. The keys arranged in a line
above the coffee spout, a special cup stop and the design of the
drip tray help the customer to select the desired product and place
the cup in position.
Attractive auxiliary units like milk coolers, cup racks and mug
dispensers, vending units like coin checkers, coin changers,
banknote or card readers and mobile coffee stations are available
for use with the machines. These upgrade the WMF 1800 S to a
fully equipped vending unit which can even be mobile if required.
coffee wakes up the world
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64 HOTELS September 2011 www.hotelsmag.com
TECHNOLOGY: CRM
Customer relationship management (CRM) is one of the fastest-evolving areas of the hospitality industry. As
technology produces sea changes in communi-cation akin to Gutenberg’s printing press, hotel companies are pressed to invest in new CRM products at a time when budgets remain tight.
“Now is the hardest time to get funding to do things because everyone is strapped, and people aren’t sure if we’re climbing out of the recession. It is hard to innovate when you don’t have the resources,” says Cindy Estis Green, CEO of The Estis Group, Atlanta, which provides consulting for hotels.
Not only are new technologies needed, but new methods as well. Getting the right message to a consumer has never been harder, as they are bombarded with information and commercial offers on all fronts. It has never been easier to reach a consumer, but at the same time it has never been easier for the
hotel’s message to get buried in the onslaught. That is not to say that some of the older,
less tech-intensive methods — such as direct mail and e-mail — aren’t effective. WeeKee Ng, director of corporate loyalty and partner marketing at Shangri-La Hotels and Resorts, says if a guest at a Shangri-La property is not part of the company’s loyalty program, the company follows up with direct mailings. “With that, a relationship is always built,” Ng notes. “That is one of the most effective CRM [methods] we have so far.”
The advantages that made direct mail common remain despite new technology, as the return on investment is easily quantifi able, the recipient is easily targeted and opening the mail involves the active engagement of the customer. The same is true of e-mail, despite the emergence of social media and smart-phone applications.
“Far and away the largest success we have is
MMM VINGtarget
TECHNOLOGY IS SPEEDING UP THE
EVOLUTION OF CRM ALL WHILE
HOTELS MUST ALSO COPE WITH
TIGHT BUDGETS.
By Nathan Greenhalgh, associate editor
TECHNOLOGY: CRM
www.hotelsmag.com September 2011 HOTELS 65
our e-mail program. We have seen huge growth in the revenue generated but also in the data about customers we can record,” says Gigi DesLauriers, senior director of e-commerce at Carlson Hotels. “If you’ve received an e-mail and didn’t book, we know that, and we an follow up with you. As they start staying with us more, our data gets richer.”
Some of the same community-building techniques used for social media campaigns are applicable to e-mail communications with custom-ers. DesLauriers says that utilizing self-selected customers for e-mail cam-paigns was far superior to widening the target of campaigns by purchasing contact information from third parties. “Trying to buy it somewhere hasn’t been as effective as trying to nurture it ourselves,” DesLauriers says.
Sending unwanted e-mail to custom-ers is not only ineffective, but can dam-age the brand’s appeal to the customer.
“Trust is very important in terms of CRM,” Ng says. “Especially in a world where e-mail and communication is so rampant, we have very little opportu-nity to reach the customer again once they unsubscribe to our e-mails.”
In fact, this can happen even with customers that have signed up for e-mails, so hotel companies stress that it is important to set up a dialogue with customers, as they may mistake CRM e-mails they signed up for as just another fi sh in a sea of admail.
“There’s so much clutter on the market, so when they do sign up and start receiving these things, it sometimes seems out of the blue. So, we try to set it up so there’s as much communication with the customer as possible,” says John Kennedy, vice president of marketing and CRM at the
Rezidor Hotel Group.Among other things, there is a
generational divide among customers and the way they communicate. While older demographics are using more of the latest technologies such as social media and mobile phone applications, most users remain those under 40 years of age. “The demographics are
changing, and the younger generations expect to be known and understood,” Green says.
Going mobile
Larger hotel chains already have mobile phone-optimized websites and are developing mobile applications for a younger demographic. “About two years ago we launched our mobile website. We’ve enhanced it since then, and we’ve generated fantastic ROI,” says Bill Bernhal, vice president of e-commerce at Hyatt Hotels Corp. “We will soon be rolling out an iPhone application, and it’s going to have a lot more personalized capabilities.”
Bernhal says Hyatt’s mobile website is viewed by millions of unique visitors each month, and now the company is working with two other companies on smartphone app development. The applications for other platforms will be created after the iPhone app is released. “We’re developing it in a way that will make it easy to deploy for Android, and we’re looking at Blackberry and Windows 7 for mobile, too,” Bernhal says.
Bernhal compared the iPhone application under development to an airline kiosk that can see reservations, conduct check-in and check-out, receive on-property event updates and retain credit card information for booking. Allowing for the user to be able to customize the app is guiding the design, Hyatt says.
“We do all the user interface and user experience here at Hyatt,” Bernhal says. “This is one of the biggest challenges out there — there’s just this explosion of devices. Trying to build good experience across all devices is a challenge.”
Hyatt’s Andaz brand already has its
Hyatt’s Andaz iPhone application is being used
in a testing capacity for the general Hyatt
iPhone app.
“There’s just this explosion of devices.
TRYING TO BUILD GOOD EXPERIENCE ACROSS ALL DEVICES IS A CHALLENGE.”
– Bill Bernahl, vice president of e-commerce, Hyatt
66 HOTELS September 2011 www.hotelsmag.com
TECHNOLOGY: CRM
own iPhone application, which can be used on-property for food and beverage and guest service orders. However, this eventually will be phased out in favor of one general mobile phone app to cover all Hyatt’s brands.
Like Hyatt, Concorde Hotels & Resorts already has a mobile website and will debut an iPhone application in early 2012. Unlike the mobile website, which is focused on bookings, the application will be mainly dedicated to e-concierge services for on-property guests and sending guests customized value packages. An Android version of the app will follow.
“The mobile application combined with CRM enables us to push the right information, service or offer directly to the guest at the right time,” says Francoise Houdebine, director of sales and marketing at Concorde. “With this kind of application, we expect to grow our customer database and customer loyalty, as well as generate additional revenue.”
Shangri-La launched its mobile phone website over two years ago and uses it primarily for booking reservations. Now the company is developing mobile apps for iPhone, iPad, Android and Blackberry that will allow the user to redeem points in the company’s loyalty program for booking. Shangri-La says the most important platform is Android because of the open-source operating system’s large market share in China.
Shangri-La is developing the software in-house and using third-party companies to integrate it across platforms. “This is a program that would drive even more activities online. They do not need to call up the reserva-tion center,” says Ng, who adds that marketing to customers over the apps will ned to be as targeted as possible.
How to target
Indeed, one of the challenges hotel
companies face as they adapt their CRM programs for today’s technology includes data-mining customers so they can be effectively targeted for offers and so com-munications remain culturally sensitive.
“You want to make sure visually what you have is portraying an image you want to show off,” Kennedy says.
Concorde says it is highlighting its data-mining techniques to give guests the best offers. “The goal was to answer some basic yet vital questions. Where do our clients come from? How far in advance do they book? Do they visit several Concorde hotels over a year? Do they come back often? How much do they spend? What do they like to do best when they visit, or what don’t they like?” Houdebine says.
Another challenge is ensuring that information about the guest is able to reach multiple touchpoints seamlessly, which is particularly hard given that different hotel operations take place on separate computing systems.
“It’s a technical challenge to do that. They have different systems for taking a reservation to their call center or to the front desk’s computer from what a travel agent may use. Everyone has different databases, and its not pooled in any way,” Green says.
Legal issues
Another issue is remaining on the right side of privacy laws, which have changed along with new technology, particularly in the European Union.
“You have to have an audited system,” Kennedy says about Rezidor’s CRM databases, so guest questions about where their information was obtained can be answered. “It’s something that I’ve seen over the last fi ve years more and more.”
Besides privacy, another European legal issue is ensuring that offers aren’t so generous that they could be construed as bribing the customer.
“In some markets, if I saw you sign on for a room I give you for free it can’t be worth more than (US$71) 50 euros in the business-to-business market,” Kennedy says. “It’s important to start in the position of what is the most restrictive law, then go from there. It’s a very risk-averse direction.”
Hyatt’s iPhone app is still under development.
“Now is the hardest time to get funding
to do things because everyone is strapped, and people aren’t sure if we’re climbing out of
the recession. IT IS HARD TO INNOVATE WHEN
YOU DON’T HAVE THE RESOURCES.”
– Cindy Estis Green, CEO, The Estis Group
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68 HOTELS September 2011 www.hotelsmag.com
Zieher celebrates 25th anniversaryA courtyard festival in St. Georgen, Bayreuth, Germany, marked the 25th anniversary of Zieher KG. Employees, friends and customers from all over the world attended.
The party enjoyed music by Papa Legba’s Bluesband and dishes such as Bistecca Fiorentina, Chili-Ginger Prawn Skewers and Hermann Pfl aum’s Pegnitzer Roll catered by Thomas Dötzer and Wolfgang Hauenstein, along with Pfl aum.
The company’s Skyline buffet, illuminated with red light, held dessert; Susan Baker and Dennis Lüddicke provided musical accompaniment for the end of the evening.
The event also celebrated long-time employees. In addition to Hellmuth Bröckel, who has been with the company for 20 years, 11 employees were honored for spend-ing more than 10 years with the fi rm.
The Zieher
family gathers
at the press
conference
during the
anniversary
celebration.
UK hotel collection chooses revenue management partnerGuoman Hotel Management Limited,
which owns, leases or manages 37
hotels throughout the United Kingdom,
has partnered with Easy Revenue
Management Systems (EasyRMS).
Guoman will install the EzRMS Saas
Revenue Management System across
virtually all of its properties. Phase One
saw the installation at 16 properties, and
Phase Two, an additional 21 properties,
should be complete later this year.
Guoman hotels include The
Cumberland, Charing Cross, The
Tower, Royal Horseguards and 33
Thistle hotels.
Groupe GM partners with American spa product brandGroupe GM is bringing a touch of spa
luxury to its guestrooms with an amenity
line from American brand SUNDÃRI.
The paraben-free line includes shower
gel, shampoo, body milk, hair and body
gel and conditioner as well as soaps.
“A hospitality product such as SUNDÃRI
is perceived by clients as a gift with
exotic ingredients, and they like to take
them home as a souvenir,” says Laurent
Marchand, president of Groupe GM.
The products include aromatic plants,
trees, flowers and roots. The line’s core
ingredient is neem oil. Extracts from the
neem tree are said to have antiseptic,
antiviral, antipyretic, anti-inflammatory,
insecticidal and antifungal properties.
Blanco CS reports FY2010 resultsThe Blanco CS Group, a business-
to-business supplier for commercial
kitchens, medical facilities and industry,
increased its turnover in fiscal year 2010
to approximately US$145.4 million (100.3
million euro), a 14.6% increase.
Export share rose by 3% to 44%, and
the equity share is now more than 40%.
The company’s turnover growth is up
almost 50% since the end of 2006.
Oberderdingen, Germany-based
Blanco CS employs approximately 640
people at four locations in Germany and
the Czech Republic.
In brief ■ SYS Systemfiltration celebrated
the 10th anniversary
of its Euro-Toques
technic innovation
award-winning VITO
oil filter system, now
found in more than
20,000 kitchens.
■ Rancilio Group opened the new
Egro Suisse AG headquarters and
the new Egro LAB Research and
Innovation Centre in Dottikon, near
Zurich.
■ Girbau demonstrated PB flatwork
ironers, MG Series 6 washers, the Pro
Logi control and other products at
the Clean show held June 6-9 in
Las Vegas.
■ Rational celebrated the assembly
of its 500,000th unit June 1. The
unit will go to the restaurant in the
Berlin TV tower.
■ Steve Everett Jr. has joined
Hatco as business development
manager. Mark Pumphret will join the
company as dealer sales manager
December 1.
■ Convotherm, manufacturer of
combi steamers, turned 35 in July.
Eglfing, Germany-based Convotherm
Elektrogeräte GmbH is a subsidiary of
Manitowoc Foodservice Group.
FITNESS-RECREATION, LINENS AND MORE
www.hotelsmag.com September 2011 HOTELS 69
Duck Island provides an exotic
combination of Mandarin and
Bergamot designed to stimulate
the senses while creating a
relaxed feeling. Products are
available in both 30-millileter
and 250-milliter sizes.
Duck Island, London. duckisland.co.uk, [email protected]
With Buffet Heroes,
Schoenwald presents
the Event and Scenario
concepts as high-
quality glass collec-
tions. Whether on the
dining table or on the
buffet, this mix of white
porcelain, glass pieces
and diverse shapes opens
up huge scope to create new looks
and combinations for food
presentation. Porzellanfabrik Schoenwald, Schoenwald, Germany. schoenwald.com, [email protected]
Annaburg Porzellan is extending
the Shen bowl collection to respond to
current market trends. Four products
currently are available, and more are
being developed. All products come in a
variety of color glazes and decorations.
Annaburg Porzellan, Annaburg, Germany. annaburg-porzellan.de, [email protected].
Cuisinart’s Ultimate Brewing
System utilizes two heaters to
simultaneously heat separate
8-ounce water reservoirs, allowing
two cups of hot beverages to be
perfectly prepared at the same time
in less than four minutes. The brewing
system can make a single cup of
coffee or tea as well. Cuisinart, Stamford, Connecticut. cuisinart.com
70 HOTELS September 2011 www.hotelsmag.com
Sant’Andrea Elevation from
Oneida International promises a modern design
in 18/10 stainless steel. This
pattern features case-forged,
cantled knives; coined fork tines;
and flat-faced bowls. Other
details include finished edges
and tips, ergonomic design
and case-hardened knives for
durability. Oneida International, Gera, Germany. oneidafoodservice.co.uk,
Modern Grace from Villeroy & Boch is a new range of
tableware made from extraordinarily thin Premium Bone
Porcelain. Due to the flowing structure of the working
surface and the plain, restrained rim, the serving area can
be enlarged to meet individual needs and preferences.
The range encompasses 26 pieces of dishwasher- and
microwave-safe tableware.
Villeroy & Boch, Mettlach, Germany. villeroy-boch.com
EcoMade Dayton Dinnerware from Carlisle FoodService Products can be used safely at
temperatures up to 212 degrees F (100 degrees C).
Stain-, scratch- and break-resistant, EcoMade is
ideal for a multitude of foodservice operations and
certified by the National Sanitation Foundation.
Carlisle FoodService Products, Oklahoma City, Oklahoma. carlislefsp.com
www.hotelsmag.com September 2011 HOTELS 71
AW
T H
03.11
AvantgardeWelcome Tray
The interior designers’ choice
www.northmace.com
Hygiene bag refills from
Northmace & Hendon fit
most holders. They help
prevent unnecessary waste
and ensure restrooms look
clean and tidy. Easy to
store and manage, each
refill contains 25
individual bags.
Northmace & Hendon, Cardiff, United
Kingdom. northmace.com,
The Wilbur Curtis Co.’s
IntelliFresh Technology,
integrated into the Gemini
brewing system, main-
tains coffee’s ideal fresh-
ness and temperature
throughout the dispens-
ing cycle by enveloping
the satellite with pulses of
gentle heat. IntelliFresh
settings are locked in by
touching the brew button
and are kept until the next
brewing cycle — even
if the vessel is moved
to a remote serving
stand. Wilbur Curtis Co., Montebello, California. wilburcurtis.com
Inspired by the ocean, Algotherm amenities
from Groupe GM are enriched with active
marine principles (Chondrus Crispus seaweed
extracts) and are free of paraben and
phenoxyethanol. The range consists of 32-
milliter tubes, solid soaps, a reviving source
mask, liquid soap and hair and body gel in
300-milliter Ecopump dispenser bottles.
Groupe GM, Paris. groupegm.com, [email protected]
72 HOTELS September 2011 www.hotelsmag.com
FITNESS-RECREATION, LINENS AND MORE
Towels, sheets and bed coverings are only three of the products
from Mank Beauty’s portfolio, all of which consist of soft non-
woven fabric or high-quality Airlaid — clean and quickly available
alternatives to traditional laundry products. The Mank Beauty
product range is supplemented by supplies including cosmetic
pads, eye masks, face masks, eyelash pads or make-up bibs as well
as finger and toe spreaders, cellulose cotton swabs or even hygienic
slippers made from non-woven fabric or PE foam.
Mank, Dernbach, Germany. mank.de, [email protected]
Designed for one person, the special
back profile on the Bette One Relax
bath is like a reclining chair — flatter
than others and especially long to give
a high level of comfort while also
reducing water usage. It is available in
two sizes. Bette, Delbrueck, Germany. bette.de, [email protected]
BellaVita from Micros-Fidelio provides a spa team
the information they need to deliver personalized
service. Everything is under control — rooms,
employees and stock. Cross-selling and upselling are
easy, and guest preferences are available.
Micros-Fidelio, Neuss, Germany. micros-fidelio.eu, [email protected]
Steigenberger Hotels and ResortsTechnogym presents
Recline Personal, a new
exercise bike connected to
the web via an integrated
VISIOweb display. Recline’s
Personal backrest has been
designed in collaboration
with Vitra and Antonio
Citterio and combines
ergonomics and design.
Technogym, Ambettola, Italy. technogym.com,
What stories does your porcelain tell?
www.kahlaporzellan.com
www.facebook.com/kahla.fanpage
Centuries
Familiar structures merge with contemporary designs to form
a new generation of tableware. Treasures from bygone
eras meet newly combined on all-purpose porcelain and
slow down the time.
Design: Barbara Schmidt
Dedon’s latest collection, MU by Toan
Nguyen, combines the benefits of materials
and textiles designed for outdoor usage with
the comfort of the finest indoor sofas. The
beach chair is available in two colors for a
sophisticated and simple look that blends
perfectly with the natural environment.
Dedon, Lueneburg, Germany. dedon.de, [email protected]
Personal Spa from
Happy Sauna is a box
of small dimensions,
ideal for creating a
corner to pamper body
and soul. Personal Spa
can provide sensory
experiences including
a steam bath integrated
by natural essences,
tropical rain together
with tropical essences
and music therapy with
an MP3 player.
Happy Sauna, Predazzo, Italy. happysauna.com,
The new Solis hairdryer
Swiss Perfection promises
maximum technical features
in addition to minimum weight and
size. The hairdryer will be available in
different colors and versions.
Solis, Glattbrugg, Switzerland. solis.com/hospitality, [email protected]
FITNESS-RECREATION, LINENS AND MORE
In partnership with patent holder
Buck-Heitmann, in December
Thermarium will introduce the
Snow Shower. A touch screen
allows the guest to choose light
snowfall, moderate snowfall or
a blizzard. The flakes melt on
contact with the skin. The Snow
Shower is available in a standard
format or customized version.
Thermarium Bäder-Bau, Buch, Austria. thermarium.com,
Drapilux’s new collection incorporates the trend of white interior design and
takes a bold and playful approach to contrasts. Whether in understated stripes or
futuristic designs, radiant white joins forces with elegant black.
Drapilux, Emsdetten, Germany. drapilux.com, [email protected]
FITNESS-RECREATION, LINENS AND MORE
www.hotelsmag.com September 2011 HOTELS 75
90-day residual pest-killing power
EPA registered
Entirely new formulation — not a rebranded pesticide
Water-based insecticide, greater than 99% chemical-free
Stain & odor-free (proven by independent laboratory)
Highly efficacious for crawling & flying insects
(bed bugs, roaches, fleas, mites & more)
Includes instructional videos
ProProooudludu y dddispisiis lay our sseaeale ofof prp oteectic on.on.n.on.n.n
tional videos
2011 SEAL OF PROTECTION
N E V E R WA S , N E V E R W I L L B E .
NO BEDBUGS HERE
Treated & protected by:
PROVEN 100% EFFECTIVE
stopbuggingme.com
Colombo Design has debuted a series
of bathroom furnishing accessories
including a hanging soap dish,
standing soap dish, paper holder,
hanging glass holder, standing glass
holder, single hook, double hook,
hanging soap dispenser, standing soap
dispenser, bar towel holders, ring towel
holder, standing brush holder and wall
brush holder. Materials include chrome-
finished brass, acid-etched glass,
matte white ceramics and matte black
ceramics. Colombo Design, Terno d’Isola, Italy. colombodesign.it, [email protected]
The Pandora Baroque-style double bed
from Silik features a solid wood frame that
is decorated and finished with gold leaf.
The richly carved headboard has a padded
capittonè panel, which “softens” the bed.
Silik, Cantu, Italy. silik.com, [email protected]
With the Edition 11 mirror
cabinet and light mirror Keuco
aims to redefine the concept
of light, mirror and storage
space. Wide, light wings on the
sides can turn, and each reveal
a mirror that can be swiveled
out. The intelligent lighting
concept provides adjustable
illumination for the face. Inside
the mirror cabinet is a sliding
cosmetic mirror in addition to
the rear wall mirror.
Keuco, Hemer, Germany. keuco.de, [email protected]
FITNESS-RECREATION, LINENS AND MORE
21-25 October 2011INTERNATIONALEXHIBITION OF
THE HOSPITALITYINDUSTRY
Hearty comfort
Food Service Equipment • Bread/Pizza/Pasta • Ice Cream/Confectionery • Coffee • Bar/Coffee Machines • Hotel&Spa Emotion
. Where hospitality meets business.
ww
w.h
ost.
fier
amila
no.it
apeb
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.it
With the Patronage of Milan Expo 2015. Feeding the Planet, Energy for life.
The wet massage table Ergolima from Trautwein offers an
adjustable head rest while the arms can rest on ergonomically
formed plateaus next to the body. The heated surface, regulated
by a thermostat, is made from high-quality acrylic. The cladding is
available in white, black, nevada (stone), blue-marbled or green-
marbled. Trautwein, Emmendingen, Germany. trautwein-gmbh.com, [email protected]
With the same electronic capaci-
ties as the other products of the
Bartech range, glass door mini-
bars also come with soft blue door
lighting. Increased minibar visibility
can generate more in-room sales.
Bartech software automatically
unlocks the minibars when guests
check in. Bartech, Suresnes, France. bartech.com, [email protected]
The V6 Grouptronic by Quality Espresso promises
cutting-edge espresso technology in a sleek aluminum
body shell with a two-coat metallic paint finish.
Quality Espresso, Barcelona. qualityespresso.net, [email protected]
The new Dornbracht bath series Deque is characterized by
the combination of two basic geometric shapes, the cuboid and
the cylinder. In addition to giving an altered optical perception of
water, the pearl stream with its parallel, soft, single jets enables
pleasant, efficient and water-saving hand-cleaning. Dornbracht, Iserlohn, Germany. dornbracht.com, [email protected]
Next-generation quick filter machines
from Bravilor Bonamat — Mondo,
Matic, TH, Novo and Iso — promise to
allow users to make delicious coffee
quickly and easily at any location. With
quick filter coffee, a quick filter system is
used to manually brew coffee based on
individual taste and experience. Besides
a contemporary design, these machines
offer in-cup quality and user-friendli-
ness. Bravilor Bonamat, Heerhugowaard, Netherlands. bravilor.com, [email protected]
www.hotelsmag.com September 2011 HOTELS 77
S E P T . 2 5 - 2 7 | K E N D A L L C O L L E G E , C H I C A G O
Join some of the most innovative chefs in America for
three days of cooking, networking & tasting at PlateCooks
Explore emerging trends in modern Korean, Greek, Cajun/Creole and Northern Italian cuisines through dynamic chef demos. Hone your
technique in our hands-on sous vide and butchering workshops. Sharpen your senses and pairing acumen in our cocktail, wine and beer
pairing sessions. Put your creativity to the test in our market basket challenge. Network with other hotel chefs and food and beverage
peers and enjoy a riveting exchange of insights, techniques and trends. PlateCooks is presented by Plate, sister publication to HOTELS.
To attend or for more information, go to www.platecooks.com.
HOTELS sales staffPU BL ISH ER
Dan Hogan1.312.274.2221 | [email protected]
SA LE S M A NAGERDavid Wood
1.312.274.2225 | [email protected]
R EGIONA L SA LE S M A NAGERAmy Vaxman
1.609.714.2038 | [email protected]
SCA N DI NAV I A / U KStephen Waddell, Manager
Brook House 335 Brook St, Belvedere, Kent,
DA17 6NH ENGLAND
+44 (0) 1322 437091 | [email protected]
CEN T R A L / SOU TH ER N EU ROPECaroline de Donnea
and Brigitte de Donnea, Managers
Grafenberger Allee 277-287
D40237 Duesseldorf, GERMANY
49 211 544 75 620
CH I NANancy Yu, Managing Director
Oceania Publishing & Media
Room 503, No 1398
Ping Liang Rd
Shanghai China 200090
+86 21 51260111-218
PU BL ISH ED BY M A R K ETI NG & TECH NOLOGY GROU P
Chairman, Jim Franklin
President, Mark Lefens
Vice President, Sales, Bill Kinross, Steven D. Mayer
Vice President, Information Systems, Annica Burns
Director, Marketing, Events & Production,Laurie Hachmeister
Technical/IT Support, Benjamin Isidore, Ryan Pfister
Circulation Manager, Ed Wacholder
Office Management, Robert Wilborn,
Dawn Batchelder
CONTACT US AT:1415 N Dayton St, Chicago, IL USA
60642-2643 | 312.274.2200
email: [email protected]
HOTELS (ISDN 1047-2975), Volume 45, Number 8. Published monthly (except for a combined Jan/Feb issue) by Marketing & Technology Group Inc., 1415 N. Dayton St., Chicago IL 60642-2643; 312-266-3311; fax 312-266-3363. Periodicals postage paid at Chicago IL and at additional mailing offices. Copyright © 2011 Marketing & Technology Group Inc. All rights reserved. Reproduction in whole or part without written permission is prohibited. POSTMASTER: Send address changes to HOTELS, 1209 Dundee Ave #8., Elgin IL 60120. SUBSCRIPTIONS: call 800-554-7470 to begin, change or cancel a subscription. Select qualified readers may receive HOTELS for free. Paid sub-scriptions: USA US$129.99 1-year, US$199.99 2-year; Canada US$179.99 1-year; Mexico US$179.99 1-year; all other countries (air expedited) US$229.99 1-year. Except for special issues where price changes are indicated, single copies are available for US$20.00 USA and US$30.00 foreign (plus postage). Canada Post Publications Mail Agreement #40612608. Canada returns to be sent to: Bleuchip International, P O Box 25542, London ON NBC682.
An (A) after the page number indicates advertisements that appear only in the Americas editions;
an (I) indicates advertisements that appear in international editions.
Advertisers Index
Alto-Shaam Inc.
www.alto-shaam.comPage 11
Andy Mannhart AG
Food & Hotel Vietnam, Ho Chi Minh City, Vietnam; Diyafa, Doha, Qatarwww.andymannhart.comPage 2
ARC International
www.arc-intl.comPage 17 (I)
Best Western International Inc.
www.bestwesterndevelopers.comPage 29
Blanco
PIR, Moscow, Hall 13, Stand 1C61; HOST, Milan, Hall 3, Stand F54 / L55www.blanco.dePage 15
Cambro Manufacturing Co.
www.cambro.comPage 13
Cintas
www.cintas.comPage 67 (A)
DEDON International Contract Department
www.dedoncontract.comPage C-2
DLHV
www.dlhv.comPage 70
Dongguan Diamond Life Lighting
www.diamond-life.netPage 8
Fiera Milano
www.host.fieramilanoexpocts.itPage 76
Galaxy Hotel Systems
www.galaxyhotelsystems.comPage 74
Girbau
www.girbau.comPage 47
Groupe GM
www.groupegm.comPage 9
Hoshizaki Ammerica Inc.
www.hoshizaki.comPage 41
IH/M&RS
www.ihmrs.comPage C-3
InterContinental Hotels Group
www.ihg.comPage 23
The International Food & Beverage Forum
www.foodandbeverageforum.com Page 52
Interval International
www.resortdeveloper.comPage 33
KAHLA
www.kahlaporzellan.comPage 73
La Quinta Inns & Suites
www.laquintafranchise.comPage 31
MEIKO Maschinenbau
www.meiko.dePage 4 (I)
Micros-Fidelio GmbH
www.micros-fidelio.euPage 67 (I)
Northmace & Hendon
www.northmace.comPage 71
Otrum ASA
www.otrum.comPage 5 (I)
Precor USA
Page 5 (A)
Purchasing Management International
www.pmiconnect.comPage 39
RAK Porcelain Europe SA
HOST, Milan, Italy, Hall 2, Stand A14www.rakporcelain.comPage C-4 (I)
RCI
www.RCIaffiliates.comPage 19
Rivolta Carmignani SpA
IH/M&RS, New York, Booth # 2508www.rivoltacarmignani.itPage 59
ROCASUBA Inc
Page 75
Scholl GmbH
www.scholl-gastro.dePage 61
Sealy Inc.
www.sealy.comPage 46
ShowMaster Vertriebs GmbH
www.show-master.dePage 77
Spring USA Corporation
www.springusa.comPage 17 (A)
Starwood Hotels & Resorts
www.starwood.comPage 25
Steel Framing Alliance
Page 4 (A)
TENBRINK Objekteinrichtungen GmbH
www.tenbrink.dePage 53
Villeroy & Boch
www.villeroy-boch.com/hotelPages 1, 57
Wall Street Journal
info.wsj.com/betterPage C-4 (A)
WMF Coffee Machines
www.wmf.comPage 63
Wyndham Hotel Group
www.whgdevelopment.comPage 20
www.hotelsmag.com September 2011 HOTELS 79
lagniappe
80 HOTELS September 2011 www.hotelsmag.com
WOMEN AT WORKWomen make up 60% of the hospitality
workforce but only 6% of senior board
executives. That’s just one statistic HVS
Executive Search Director Lorenza Alessie
used at a breakfast briefing this summer on
the personal costs for women in hospitality.
Debrah Dhugga, general manager of
Dukes Hotel, noted that there are now
eight GMs of 5-star hotels in London.
Dhugga is one of the founders of The
Leading Ladies of London Association,
which was formed to bring together
female GMs of London’s 5-star properties. “This industry
is a lifestyle,” Dhugga said at the briefing. “Anyone who
comes into our industry and thinks it is a nine-to-five job
never lasts.”
A good support network is key, the panelists said, as
is an understanding partner and mentors. “A network of
women and mentors gives you someone to discuss things
with, and that can be extremely useful,” Dhugga said.
On the southern tip of Cap d’Antibes in France, the Hôtel du Cap-Eden-Roc is open again with two new suites and new deluxe rooms. The new rooms are part of an ongoing US$64 million renovation project. New
suites feature balconies with garden and sea views, lounge spaces and dressing rooms. All new accommodations include a private bar with LED TVs and an iPod station. New bathrooms have under-fl oor heating and marble décor.
The hotel also has renovated its Eden-Roc suite with new décor, a garden, a wooded per-gola and a Jacuzzi on its 2,690-sq-ft (250-sq-m) terrace with a view of the Mediterranean.
The improvements to the hotel, originally built in 1870, are part of a restoration effort that began in 2007. The project is the hotel’s fi rst major renovation since the 1950s.
“We decided our goal would be to make the hotel feel as if nothing but the subtlest of changes has taken place,” says General Manager Philippe Perd.
FLOWER POWERThere must be something in
the water at Sheraton Seattle
Hotel’s Garden
Walk, which
now boasts a
giant, moving
flower sculp-
ture. “Urban
Garden”
— 9,950 pounds (4,513
kilograms) and 27 feet (8.3
meters) tall — features a
spinning daisy, bluebells
that open and close and
a red watering can that
tilts to water a flowerpot.
The installation of “Urban
Garden,” crafted by local art-
ist Ginny Ruffner, completes
Sheraton’s US$2.5 million
Garden Walk, which trans-
formed an entire city block.
UNLIMITED ACCESSSt. Louis’ Gateway Arch. Chichen-Itza. Grand Cayman’s Stingray City. Not places you expect to fi nd a concierge, but, thanks to Foursquare, all of these locations now have information from Ritz-Carlton concierges, right in travelers’ pockets. Consumers can use their mobile devices to check in at various locations in 25 countries to access information from the luxury hotel brand.
“Luxury consumers are everywhere,” says Allison Sitch, Ritz-Carlton’s senior corporate director, public relations. “At Ritz-Carlton we are committed to providing access to all who want to speak with us in places they expect to fi nd us, versus making them have to search for our hotels at the expense of their own time.” Plus, she notes, lots of the brand’s customers are already on Foursquare, based on the volume of check-ins across the Ritz-Carlton portfolio.
She adds that the new platform meshes with Ritz-Carlton’s emphasis on engaging with guests — by traveling with them, in their pockets. “Providing all you can for guests whether they are inside or outside of the four walls of our hotels fi ts perfectly with our brand culture,” Sitch says.
HOT TYPE
“The most important thing for China today in its encouragement of tourism is to bring the levels of service up, which are not consistent. Some cities are overbuilt, but some have not what you would desire in terms of a city hotel, and that needs to even out. That will only come over time.” – Hong Kong and Shanghai Hotels Chairman,
The Hon. Sir Michael Kadoorie, on the state of China’s hotel business
French facelift
Sp
ike M
aff
ord
Debrah Dhugga, general manager, Dukes Hotel
©