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HOTELS®

THE MAGAZINE OF THE WORLDWIDE HOTEL INDUSTRY SEPTEMBER 2011

www.hotelsmag.com

IN THIS ISSUE

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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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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


Nathan Greenhalgh, Associate Editor


Dani Friedland, Assistant Editor


Queenie Burns, Vice President, Design


Steve Vanden Heuvel, Senior Art Director


Bert Ganzon, Senior Art Director


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

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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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EVERY DETAILMATTERS.


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


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

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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


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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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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WYNDHAM. ALWAYS ON THE MOVE.

As the world’s largest* hotel company,

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WYNDHAM. NEVER STAND STILL.

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*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

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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


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.



2010 Rank


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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©2011 Starwood Hotels & Resorts Worldwide, Inc.

All Rights Reserved.



2010 Rank


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 – –



2010 Rank


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



2010 Rank


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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2010 Rank


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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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


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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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


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



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


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.



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.



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



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


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



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.”


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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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.


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


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.


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


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.

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Anzeigen2010HotelSport_GB.indd 1 22.11.10 12:27


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.


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



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


Seats: 300


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



Year opened: 1994

Meals served: Lunch and dinner

Seats: 82


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



Year opened: 2005


Seats: 120


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


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)


Seats: 96


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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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


Seats: 80 inside with an

additional 40 outside, 24 in

the Private Dining Room, 12 at

the Chef’s Table


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)


daily, lunch on Sunday

Seats: 132


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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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


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


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

Exceptional hospitality solutions are an everyday event with Cintas.

Attention to detail makes your services stand out. Ours too.

For decades, the hospitality industry has trusted Cintas

to mind the details and get it right the fi rst time. With Cintas

on the job, you can focus on the essentials of running your

business. We offer the following services across the U.S.

Uniform Solutions Apparel purchase and rental programs provide crisp, professional looks to suit your needs. Additionally, Cintas operated uniform rooms create effi ciencies.

Floorcare Solutions Tile & Carpet Deep Clean helps restore the fl oor’s appearance, giving every guest an outstanding fi rst impression. Floor mat, mop, and cleaning chemical programs help protect fl ooring and maintain its cleanliness.

Fire Protection Solutions Consolidated testing, inspection, and repair of all fi re systems ensure compliance with local, state, and national codes.

Cintas hospitality solutions free up time to serve your guests. Trust Cintas reliability for other services too: Training, AED programs, kitchen and restroom solutions,

and document shredding. Contact your local Cintas representative today to learn more.

800-864-3676 www.cintaslodging.com

supplyline


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


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


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,

[email protected]

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


AW

T H

03.11

AvantgardeWelcome Tray

The interior designers’ choice

www.northmace.com

[email protected]

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,

[email protected]

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]



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,

[email protected]

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,

[email protected]

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]


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,

[email protected]

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]



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

[email protected]

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]


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

mila

no

.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]


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

[email protected]

[email protected]

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

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Dawn Batchelder

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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


lagniappe


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

79695.10

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