Washington, D.C. – The St. Regis Washington, D.C. is pleased to announce the appointment of Manuel Martinez Garcimartin as General Manager. Mr. Martinez Garcimartin arrives in Washington from The St. Regis New York where he served as Hotel Manager at the iconic flagship for the celebrated brand. Mr. Martinez Garcimartin has over 15 years of international hotelier experience, in leadership roles at some the world’s most coveted hotel and resorts. In his new position, Mr. Martinez Garcimartin will lead the hotel as it prepares to celebrate its 90th anniversary in 2016, and undergo exciting enhancements and initiatives, while providing guests with the unmatched service and bespoke experiences that are synonymous with the St. Regis brand.
“I am honored to become part of such a revered property, distinguished by its iconic address, exceptional service and uncompromising level of luxury,” Mr. Martinez Garcimartin said. “I look forward to joining the all-star team at The St. Regis Washington, D.C. and to work with them to enhance its already stellar reputation at Washington’s finest address, located just steps away from the White House.”
Mr. Martinez Garcimartin joined Starwood Hotels & Resorts in 2000, at the famed Palace Hotel, in Madrid, Spain. His next few assignments took him to five-star luxury golf resort, Westin La Quinta in Marbella, Spain, Essex House in New York City and Hotel Maria Cristina, a Luxury Collection Hotel in San Sebastian, Spain. From there, Executive Assistant Manager/Director of Operations for Sheraton Krakow Hotel in Poland. Then Executive Office Task Force, where he assisted in leading the rebranding of the iconic Bristol Warsaw Hotel from Le Méridien into the Bristol Warsaw, a Luxury Collection Hotel. Mr. Martinez Garcimartin held the position of Hotel Manager at The St. Regis New York, the brand’s flagship hotel, where he assisted the general manager in the hotel’s operations, maintaining the highest levels of service and brand standards, and drove profit for the organization.
A graduate of Cornell University with a Masters Certificate in Hospitality Management, Mr. Martinez Garcimartin also holds degrees and certificates from New York University for Leadership & Management Skills and Planning, Effective Control & Budgeting, Universidad Rey Juan Carlos, Madrid for Business Management and Escuela Superior de Hostelería y Turismo de Madrid for F&B Management Degree. A respected leader in the luxury hospitality arena, Mr. Martinez Garcimartin brings a wealth of experience and expertise to his new role at the hotel.
Revered as one of the Capital’s finest addresses, The St. Regis Washington, D.C.‘s luxurious Italianate exterior, dramatic public spaces, richly designed guest rooms and impeccable service create a luxurious, residential environment that have long made this iconic hotel the destination for royalty, statesmen, business magnates, politicians and celebrities since its opening in 1926. With 182 sumptuous guest rooms and suites, The St. Regis Washington D.C. is ideally located in the heart of the capital, just two blocks from the White House and steps from the city’s finest shopping, restaurants and museums. Additionally, the hotel offers St. Regis’ legendary Butler Service, world-class dining including Decanter, the hotel’s signature restaurant and the hotel’s iconic St. Regis Bar.
PHOENIX (August 25, 2015) - Katy Powers, former director of food and beverage at The Wigwam in Phoenix, Ariz., has been promoted to resort manager. Powers brings an extensive background in hospitality along with food and beverage management to The Wigwam. In this role, Powers assists the vice president, managing director in overseeing all departments at the resort and maintaining efficient day-to-day on-property operations. Powers also is responsible for ensuring the highest quality service for guests by directing the housekeeping and security teams as well as overseeing the resort’s food and beverage department in order to maintain excellent quality, service, and merchandising.
Prior to resort manager, Powers held the position of director of food and beverage at The Wigwam since 2013. As director of food and beverage, she operated six on-property dining outlets, including two, AAA Four-Diamond award-winning restaurants as well as 43,000 square feet of meeting, beverage and culinary space. Powers also trained and directed 250 staff members. Before joining The Wigwam, Powers gained over 20 years of hospitality experience with Starwood Hotels & Resorts. She received her bachelor’s degree in Organizational Management from Ashford University.
LOS ANGELES, Aug. 25, 2015—Laurus Corporation, a Los-Angeles based real estate investment and development company, announced today the completion of a significant repositioning of the 207-room, nine-story Sheraton College Park North Hotel, located just nine miles from the heart of Washington, D.C.
The $5 million renovation includes a comprehensive refresh of the hotel’s 207 guestrooms and guest bathrooms that now feature elegant details including signature Sheraton Sweet Sleeper beds, crisp white bedding, hypoallergenic pillows and enhanced Wi-Fi speeds. Additional hotel upgrades include a remodeled club lounge, fitness center, an outdoor swimming pool with sundeck, concierge lounge, porte-cochere, and new exterior signage and landscaping. To further enhance the traveler experience, the hotel is proud to offer pet-friendly accommodations for dogs up to 40 lbs.
“With Laurus’ recent repositioning of the Sheraton College Park North Hotel, the property has significant potential to increase its current market share and re-establish itself as a leader among its competitive set,” said Andres Szita, Chairman of Laurus Corporation. “We take pride in our investments, and our purchase and remodel of this Washington, D.C.-area hotel aligns with our strategy of acquiring ideally located assets and adding real value through thoughtful upgrades and operational excellence that meet the standards and tastes of modern travelers.”
The centerpiece of the extensive hotel repositioning is the debut of Asado Brasserie, a chic 60-seat restaurant featuring delicious, upscale international cuisine, using the freshest hand-selected ingredients that will satiate the appetite of hotel guests and locals alike. The updated new bar within Asado is marked by a beautiful marble and copper facade and a vintage inspired map of the surrounding region and now provides a relaxed, inviting atmosphere.
With close proximity to all three of the region’s major airports and the Metro Green Line, the Sheraton College Park North Hotel is a premier meetings destination, featuring 5,410 square feet of well-designed functional space and fully equipped with state-of-the-art audiovisual equipment. The largest ballroom, totaling 3,610 feet, can accommodate up to 250 guests.
Washington, D.C. ranks as the 9th most popular destination for domestic tourists and the 7th most popular U.S. destination for international visitors. Due to an influx of corporate demand, the market directly outside of Washington represents one of the largest concentrations of aerospace and government facilities in the region, currently providing over 20,000 jobs locally and serving as a strong economic center that continues to grow. The Sheraton College Park North Hotel is located in close proximity to the new FDA headquarters, the US Department of Agriculture, NASA’s Goddard Space Flight Center, the University of Maryland at College Park, Fort Meade and the National Security Agency.
Atlanta, GA–August 26, 2015 – Atlanta-based Hotel Equitiesrecently announced its selection as the management firm for the Courtyard by Marriott in Lake Placid, New York and the Hampton Inn by Hilton in Bennington, Vermont. Gordon Properties, based in Albany, New York, owns both hotels.
Located in scenic resort areas, the hotels draw both leisure and business guests throughout the year. The 96-room Courtyard by Marriott Lake Placid delivers a wide variety of amenities and friendly service with a welcoming “Adirondack” ambiance. The Hampton Inn by Hilton Bennington, nestled between the Green and the Taconic Mountains, offers proximity to the charms of its Vermont setting with antique stores, galleries, historic sites, covered bridges and farm stands.
“The addition of these well-positioned hotels is a part of Hotel Equities strategy for continued growth in the NE region.” said Joe Reardon, Senior Vice President of Marketing and Business Development for Hotel Equities. “We are proud to partner with Gordon Properties and see many opportunities for both firms to work together on future projects. Our award-winning guest service and management expertise will deliver great value to their hotels.”
Having recently completed a full-scale renovation, the Courtyard by Marriott Lake Placid boasts exciting new features including the Bistro lobby dining and bar, upgraded meeting space and a cascading waterfall in the indoor pool, all in a location only minutes away from sought-after hiking, fishing and skiing. Its 500 square feet of flexible meeting space can accommodate up to 55 guests.
“We were drawn to the management expertise and the record of success exhibited by Hotel Equities,” said Dave Gordon, President, Gordon Properties. “We confidently place our properties in their capable hands and know that we will see impressive results. We are excited to embark on a partnership with these industry leaders.”
Located in the heart of the High Peaks Region of Upstate New York, Lake Placid is a beautiful and historic, all-season resort town and the perfect Adirondack destination for work or play. The Courtyard by Marriott Lake Placid stands conveniently on the trolley line, just one mile from downtown, providing easy access to attractions, shopping, restaurants and entertainment in addition to the area’s many outdoor activities.
The Courtyard’s flexible event space and dedicated staff of hospitality professionals stand ready to help plan and execute the details of any event, from a sophisticated, upscale wedding or select business meeting to an intimate gathering of friends.
The Hampton Inn by Hilton Bennington, Vermont continues to be an outstanding example of the award-winning Hampton brand and is truly the choice of business and leisure travelers alike. Guests at the hotel have convenient access to Bennington College, the Bennington Battle Monument and several area museums including the Robert Frost Stone House Museum, in addition to popular outdoor activities. Many visitors choose Vermont maple syrup or Bennington pottery as gifts to take home with them.
Orlando, Florida, August 2015—The American Hotel & Lodging Educational Institute (AHLEI) has published the sixth edition of Management of Food and Beverage Operations by Jack D. Ninemeier, Ph.D., CHA, CFBE, CHE. This textbook addresses successful management and operational tactics used in food and beverage operations, how food service operations improve quality standards while reducing expenses, and explores ways in which technology can be used to give guests greater value for their dining dollars and improve efficiency.
This edition includes information on LEED certification, updates about the EPA Energy Star program and technology in foodservice equipment, a new Nutrition and Dining Out section, how social media is used in personal selling and advertising, a discussion of organizational culture and core values, and a new section on account settlement and the use of technology for guest ordering. The “Menu” chapter incorporates the concepts of “grab-n-go,” room service, and the farm-to-fork movement, as well as an updated section on evaluating menus.
Educators at hospitality management programs in the United States are once again able to order this and all of AHLEI’s textbooks directly from AHLEI, as the organization discontinued its distribution agreement with Pearson Higher Education, effective July 1, 2015. U.S. academic customers can place orders and request desk copies by contacting academics@ahla.com, or by calling 1.800.344.4381 or +1.517.372.8800.
Jackson, Tennessee – August 26, 2015 – The 82-room Fairfield Inn & Suites by Marriott in Jackson, Tennessee is scheduled to open this week with its smart, inventive public space and guest room design, and its bright and inviting décor. Located at 1335 Vann Drive, the Fairfield Inn & Suites Jackson will operate as a Marriott franchise, owned by Columns Hotel Partners, LLC and managed by Cumberland Hospitality. This is the first Fairfield Inn & Suites in the area to feature the brand’s new design and décor, which enhance the guest experience through flexible features,and a warm and welcoming environment.
Whether travelling for business or pleasure, the hotel offers guests convenient access to Casey Jones Village, West Tennessee Healthcare Sportsplex and Union University.
“Delivering both function and comfort, our new design and décor elevate the Fairfield brand, setting a new standard in the moderate tier category,” said Shruti Buckley, vice president and global brand manager, Fairfield Inn & Suites. “At Fairfield Inn & Suites, we provide an easy, positive and productive travel experience, as well as the promise of consistent and reliable service at an exceptional value. The Fairfield Inn & Suites Jacksonis a truly stunning example of the brand’s contemporary new look and feel, and we are pleased to introduceFairfield Inn & Suites hotels in the Jackson area.”
From the moment they arrive, guests are welcomed by the hotel’smodern, bright new design features, including an updated exterior with a signature tower, a curved porte-cochere and an inviting glass entrance that ushers them into the hotel. Once inside, guests experience the hotel’s open public space featuring natural light and views throughout the lobby to connect the indoors with the outdoors. Consistent with the Fairfield brand’s heritage of great service and a warm welcome, guests are greeted by associates who can easily move from behind the angled front desk to interact and answer questions.
In the lobby area, guests can choose to be productive, relax or enjoy breakfast or a snack in a modern and flexible environment featuring a vibrant, natural color palette of greens,blues and oranges. The spacious lobby gives guests ample connectivity options, as well as a “connect and print” area that offers both standing and seated Internet stations. Guests can also unwind in the lobby’s inviting living area ― whose focal points include a natural stone hearth, organic-shaped sofa and lounge chair, and unique local features — or they can grab a drink or snack item from the 24/7 Corner Market.
The breakfast area’s signature farm table provides a central gathering place where guests can watch television, meet up with colleagues or get work done. In the morning, guests can enjoy complimentary hot breakfast, choosing from oatmeal, scrambled eggs, sausage, make-your-own waffles and other healthy items, such as fruit, yogurt, and whole grain cereals and breads.
The hotel’ssignature “smart” room décor warmly welcomes guests into a comfortable, productive and restful environment. Flexible and functional, the guest room includes a well-designed work area, an ergonomic chair, task lighting and electrical outlets where guests need them. A curved, mobile desk enables guests to create their own work space, while also optimizing their television viewing.
Inspired by nature, the hotel’s thoughtfully designed rooms and suites place the living and working area near the window to allow for more natural light and views. Building on this natural design, the room décor features organic patterns and fresh colors, blending wood tones with bright pops of color. The new design also places the sleeping area toward the middle of the room, helping to give guests a better night’s sleep on plush mattresses, as well as easier access to the bathroom and wardrobe. The bright, spacious living area also offers a comfortable couch, refrigerator, coffeemaker and microwave.
Additional hotel amenities include an indoor swimming pool, an exercise room, an outdoor patio with a fire pit, valet laundry service, complimentary Wi-Fi, as well as fax and copy services. The hotel also offers 468 square feet of space to accommodate functions of up to 42 people.
Uses 80% Less Water, 50% Less Energy, and 50% Less Chemicals than Traditional Systems
Manchester, NH – August 26, 2015 – Xeros, the innovator of an ultra-low water laundry system, announced today that it has expanded its market presence into the Canadian commercial laundry and dry cleaning market with a channel partnership agreement for its polymer bead cleaning systems with Michael St. Clair Fine Cleaners in Vancouver. Under the agreement Michael St. Clair Fine Cleaners will sell and service Xeros’ award-winning polymer bead cleaning laundry systems which are proven to dramatically reduce water, energy and detergent usage.
Canada’s thousands of lakes, rivers, streams and wetlands represent 20% of the world’s fresh water. Nationwide initiatives have accelerated water conservation efforts as demand for water in Canada has escalated due to changing climate conditions and increased energy needs as global demand for water resources grows.
With over 50 years’ experience in garment care Michael St. Clair Fine Cleaners services much of Vancouver’s hospitality industry and has retail locations across the city. The socially responsible company is committed to producing high quality products and ensuring complete customer satisfaction while practicing environmentally responsible and sustainable business practices. Michael St. Clair Fine Cleaners has installed three Xeros polymer bead cleaning laundry systems in its Vancouver headquarters and will be helping bring this innovative, ecologically sustainable technology to the Canadian market.
“As an eco-friendly company Michael St. Clair Fine Cleaners is committed to reducing our environmental footprint,” said Mahendi Karim, owner at Michael St. Clair Fine Cleaners. “The Xeros polymer bead cleaning laundry systems allow us to deliver exceptional cleaning results to the market while dramatically reducing water, energy, and detergent usage.”
The Xeros laundry system replaces up to 80% of the water with 1.5 million polymer beads to provide superior cleaning results as compared to conventional aqueous washing methods. By combining the beads’ molecular structure with a proprietary detergent solution, dirt from soiled items is attracted and absorbed by the beads, producing cleaner results. The reusable beads have a lifespan of hundreds of washes before being collected and recycled for reintroduction into the polymer supply chain. The patented, award-winning system uses 80% less water, up to 50% less energy, and approximately 50% less detergent than traditional systems.
“Forward-looking companies such as Michael St. Clair Fine Cleaners are initiating strategies to reduce water consumption,” said Jonathan Benjamin, President, Global Commercial Laundry at Xeros. “As Canadian commercial laundries and dry cleaners look for solutions to address water conservations the team of Michael St. Clair Fine Cleaners and Xeros can deliver a proven way to reduce water by up to 80% while delivering a superior clean with the Xeros polymer bead cleaning machine.”
For More Information
Click here to view a video on how the Xeros polymer bead cleaning laundry system works.
New Social Media Widget Lets Twitter Followers and Facebook Fans Instantly Connect with a Property’s Maestro ResWave for Personalized Direct Web Booking
August 26, 2015 – Toronto – Guests, travelers, all of us are on social media every day. LinkedIn is for business, but Facebook and Twitter are where people go to relax. Now Maestro PMS makes it possible to instantly book hotel reservations directly from your favorite social sites.
Social media sites are where guests post photos and comment on recent travel experiences and resorts. This usually includes a photo and link to their favorite property’s social media page. With Maestro’s new Social Media Booking Widget, people who visit a property on social media can also directly book a room without leaving the page. “This is easy for guests and great for properties,” said Warren Dehan, Maestro PMS President. “If someone posts a picture and comment about a property where they stayed, their friends often click on the property link to check it out. If they like what they see, they can instantly book from the property’s Facebook page.”
The Forbes 5-Star Stein Eriksen Lodge in Park City, Utah, uses Maestro PMS for property management. “We just implemented Maestro’s social media widget on our Facebook page. It has a great design and gives guest an easy way to book directly from Facebook. We like its attractive ‘Book Now’ opportunity and how it presents our property,” said John Perry, communications manager for Stein Eriksen Lodge.
“Millennial travelers are what’s happening in hospitality, and they are all about social media,” Dehan said. “When friends post about their favorite hotel stay, their friends see it and can post from Facebook instantly without leaving the page. This engages travelers where they are most comfortable. Our users think it works great.” The widget can link to a Twitter feed that pushes people to a Facebook fan page or directly to ResWave. Booking takes place directly in a Maestro PMS-users ResWave booking engine, so rates and availability are always current.
Maestro’s Social Media Booking Widget is part of their guest engagement offerings, which also includes eSignature capture, curbside iPad Xpress Check-In/Out, Mobile Online Checkin, Mobile Housekeeping, and Mobile Folio Display. To help their clients implement these features, Maestro’s Management Services Group works with properties to develop landing pages and website design to make it easy for independent operators to have their guests book directly.
Maestro PMS was developed from the ground up as a true hospitality enterprise system that offers a comprehensive suite of 20+ integrated modules sharing a single database.
For more information on Maestro PMS or for a demo of the Maestro Property Management Suite’s more than 20 modules please contact Maestro PMS at 1.888.667.8488 or email info@maestropms.com.
Wellness is all the rage these days, and that isn’t bound to change anytime in the next decade. We are increasingly becoming a health-conscious society and, with comfortable guestrooms, spas, restaurants and fitness facilities, hotels are primed to capitalize on this movement.
It’s the latter of these operations that is the focus here. Spas and wellness go hand-in-hand, and your F&B department likewise has numerous options in this regard (organics, local sourcing, gluten-free, calorie counting and so on). A property’s gym and any other associated sports facilities are often neglected
1. Great Trainers. Just as your staff is the lifeblood of the hotel, your trainers form the core of your fitness operations. They must be attentive, knowledgeable and highly personable. They should make themselves available to everyone, not just those who have an appointment. They should remember names, past conversations and any particular concerns people have had.
2. Make the Gym Social. Yes, trainers make a large role in this by talking to people and connecting guests with one another. But it’s also a matter of arranging the space so that it encourages interactions. Think TVs, lounge areas with comfortable seating and a juice bar.
3. Sports Training. The three most common – and therefore expected – forms of gym usage are weight loss, building muscle and toning. Designing a sports-specific program or two will differentiate your fitness product. Plus, these are typically fun and highly interactive. Obviously these are dependent on what specific facilities you have (tennis courts, pools, running tracks and so on) but there are still quite a few sports that can be covered on the gym floor.
4. Complex Machines. Just as how hotels establish a strong sense of place with unique lobby and guestroom designs, so too can you elicit a similar feeling for your gymnasium by installing intricate and eye-catching machinery. Chest presses and lat pulldowns are in every club around the world (read: boring), but how many have spacious TRX setups or a FreeMotion Dual Cable Cross? There are also many new fascinating machines on the market nowadays; take for instance the recently patented Isophit from Striation 6 – a physiotherapy studio here in Toronto – which is an adjustable bench solely for isometric workouts.
5. Differentiated Towel Service. Close your eyes and imagine your average gym towel: square, reasonably sized, off-white color and probably not that soft on the skin. Given this as an expectation, there are several options to exceed. Firstly, any fabric destined to touch a guest’s skin should be the pinnacle of soft. You can also make an impression by choosing a color(s) for your towels to make those of your brand. Lastly, consider scenting them – for instance, with a zesty lemon smell.
6. Fact of the Day. Make your fitness room more interactive by posting helpful tips throughout. These can range from pictures outlining how to use multi-purpose machines to brief dietary pamphlets by the reception or juice bar. These tidbits will heighten the space’s interactivity if they aren’t totally overwhelming in their length.
7. Start the Day Strong. Many of us only have less than an hour in the wee hours of the morning allotted for a workout. Not only should your fitness room be open at this time to appease the early risers (5:30am preferably), but it should be as lively a space as it is later on in the day after everyone’s had their first coffee. This will elevate the moods of those guests exercising and thus heighten the overall experience.
8. Cleanliness. A dirty gym may be 99% as functional as a spotless one, but it doesn’t inspire people to perform at their best. Yes, staff should be constantly roving the floors to tidy weights and remove garbage, but cleanliness goes beyond this. It involves hygienic aesthetics such as pleasant aromas to mask sweat and metallic odors, appealing music outside of the latest Top 40 pop singles and perhaps a few grander upgrades like small fountains at the entranceway.
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NEW YORK, NY - August 27, 2015 – Attendee registration is now open for the newly launched HX: The Hotel Experience (formally IHMRS), November 8-10, 2015 at the Jacob K. Javits Convention Center in New York City. Taking the very best of IHMRS, supported by a multi-million dollar investment, we have set the stage for North America’s largest hotel and foodservice trade event creating more engagement opportunities for hospitality buyers and sellers.
HX offers an exciting redesigned tradeshow floor and a refreshed education strategy. Special show floor features include: HX: ONSTAGE, providing energetic conversations and demonstrations on current trends, best practices, and cutting-edge products; HX: STUDIO presenting one-on-one interviews with industry luminaries and thought leaders; and HX: CONNECT, offering attendees a place to re-fresh, re-charge and connect.
HX Event Director, Phil Robinson of Hospitality Media Group (HMG), feels that this year will be a must-see event for the industry. “The industry response to HX confirms hospitality’s hottest renovation is right on the money. By reimagining the entire show experience, we’ve given attendees more reasons to be in New York this November.”
HX registration, which includes access to all HX educational sessions, is $30 through October 12 and $50 after October 12.
Attendee registration, hotel bookings, and other relevant event information can be found on the HX website at www.thehotelexperience.us.
LAKE TAHOE, Nev., Aug. 27, 2015— Tropicana Entertainment Inc., one of the most respected companies in the gaming industry, announced today the appointment of Timothy Tretton as General Manager of Lake Tahoe’s MontBleu Resort Casino & Spa.
“We were looking for an entrepreneurial, future-focused leader and Tim certainly fits the bill,” said Tony Rodio, President and Chief Executive Officer of Tropicana. “We are proud to have him join the Tropicana team, and look forward to the many contributions he will make to the continued growth and success of the company.”
Mr. Tretton brings 37 years of valuable gaming industry experience to his new role at MontBleu. Since 1986 he has held a number of positions with Caesars Entertainment that range from beverage shift manager to director of casino operations. Over the years, this industrious executive put himself through bartending school and dealer school to gain the respect of those he was supervising and ensure he understood the ins and outs of each operation.
In his most recent role as Vice President and Assistant General Manager for Harrah’s Reno, Mr. Tretton was responsible for daily operations, strategic planning, budgetary performance, competitive market analysis and satisfaction of both customers and employees. He is a former member of the Reno/Sparks Visitors Authority Board of Directors. Currently, he serves as a board member of the Nevada Resorts Association and sits on the Capital Surcharge Committee.
Implementation of the11th Revised Edition of the Uniform System of Accounts for the Lodging Industry
The 11th revised edition of the Uniform System of Accounts for the Lodging Industry (USALI) was published in the spring of 2014, with an implementation date of January 1, 2015. The responsibility for revising the USALI lies with the Financial Management Committee (FMC) of the American Hotel & Lodging Association (AHLA).
Throughout the implementation process, the FMC has received several questions from the worldwide lodging industry. To answer these questions, the FMC has created a Frequently Asked Questions (FAQ) document on the USALI resource portal page of the AH&LA Education Institute’s website (www.ahlei.org/usali).
In an effort to assist hotel owners and operators with their implementation, the FMC presents a series of monthly articles that address some of the most frequently asked questions. Some of the topics to be discussed include gross versus net revenue reporting, service charges, the change from cover to customer counts, and mixed-ownership facilities.
For this month we present guidance regarding the reporting of revenue on a gross versus net basis prepared by committee members Agnes DeFranco and Raymond Schmidgall.
The FAQ for USALI 11th Revised Edition which can be accessed through the AHLEI website has a number of practical and useful guidelines. One of the questions linking to the topic of gross versus net in the FAQ is as follows:
Q: In what department would a hotel record revenue for Sea World Tickets (for example) included in a package?
A: The gross versus net principles should be applied first. If it is determined that reporting would be gross, then it would go into one of the “Minor Operated” departments, however if it is reported net, then any profit on the ticket would go to Miscellaneous Income (Schedule 4).
The 11th Edition of the USALI offers many new practices. Reporting revenues as a gross amount versus netting certain items makes a huge difference. This is especially true when management fees, owners’ profit, or even managerial compensation are linked to either measures. On the surface, it seems the treatment of revenue as gross or net is a very simple decision - if the hotel is the principal in the transaction, then the revenue should booked as gross, under a separate Other Operated Department; on the other hand, if the hotel is acting as an agent, then the revenue should be booked as net, as Miscellaneous Income. Thus the principal-agent dichotomy dictates the decision. However, to ensure fairness can be achieved, and life is not always so black and while, there is actually a list of indicators to which a hotel can answer yes or no. Then, according to the preponderance of strength of all indicators present, the proper treatment is then determined.
To assist users in making the proper decision, the USALI explains each of these indicators one by one (three indicators of net revenue reporting and eight indicators of gross revenue reporting). It also provides examples in recreational activities (such as the Sea World tickers in the FAQ), retail outlets, parking, laundry and dry cleaning, in-room entertainment, and audio visual as to how these revenues should be booked. So, let’s start by taking a closer look at the three net revenue reporting indicators.
Three Indicators of Net
According to the USALI, revenues should be booked as net under Miscellaneous Income if the hotel is an agent, not the principal.
The supplier is the primary obligor . The supplier is responsible for the fulfillment of the service or product, and such responsibility is clearly indicated normally in the marketing materials and/or sales contract indicating the hotel is an agent.
The hotel earns a fixed amount (dollar or percentage) on the transaction regardless of the actual amount billed to the customer, again, indicating that the hotel is the agent.
The supplier carries the credit and collection risks , even if a hotel acts as an intermediary to assist in the collection process. Since the hotel does not carry any of the risks, it is again an agent.
All these indicators show revenues earned in products and services under these circumstances should be recorded as net.
Eight Indicators of Gross
According to the USALI, revenues should be booked as gross in a separate Other Operated Department, if the hotel is the principal. So, what constitutes the role of the hotel being a principal?
The hotel is the primary obligor. Simply put, the buck stops here.
The hotel carries the credit and collection risks, not the supplier.
The hotel is primarily responsible for the fulfillment of the product or service.
The hotel makes the decision of supplier selection at the time of transaction.
The hotel can decide the price charged for the product or service.
The hotel assumes the general inventory risk.
The hotel assumes the physical loss inventory risk.
The hotel adds meaningful value to and provides a significant portion of the product or service
With a total of eleven indicators, surely, there are gray areas. When this situation presents itself, the hotel’s role as an agent or principal will be weakened or strengthened, thus altering whether the revenue should be booked as gross or net. Risks might be shared, thus the obligor status is compromised. Prices can be jointly decided by both the hotel and the supplier. Again, this will change the principal-agent relationship. Therefore, ALL indicators need to be evaluated in totality to reach the proper decision.
Therefore, let us examine three sample cases of audiovisual revenue and see if such revenues should be booked as gross or let.
Case One: Hotel Azul
Facts:
Hotel Azul has an audiovisual (AV) department in house with a full staff and a supervisor for that area who Azul’s own human resources department hires. Azul sets all the prices from easels to screens to overheard projectors. All revenues are billed with all other hotel billings. While Azul reaps all the benefits and are not sharing the AV revenue with any outside party, it also bears all the risk if clients do not pay.
Analysis:
Hotel Azul is the primarily obligor (indicator #1 for gross reporting)
Hotel Azul has credit/collection risk (indicator #2 for gross reporting)
Hotel Azul is primarily responsible for the fulfillment of the service and product (indicator #3 of gross reporting)
Hotel Azul has control over the establishment of the price (indicator #5 of gross reporting)
Hotel Azul provides a significant portion of the service, they hire and train all AV employees, and clients have the right to return the product or service if they are not up to standard (indicator #6 of gross reporting)
Decision:
Categorically Gross Revenue Reporting. Hotel Azul has total control and absorbs any risks and loss.
Case Two: Hotel Blue
Facts:
Hotel Blue is a resort property with its clientele mostly couples and families on vacation. As such, there is not a major demand on AV thus Hotel Blue contracts with Amazing AV to provide AV services for its guests. Amazing AV sets the rates. The revenue is collected by Hotel Blue and then remitted to Amazing AV. Hotel Blue earns a fixed percentage of the AV revenue and that percentage is predetermined in the contract. Amazing AV owns all the AV equipment and sets the price. Amazing’s employees work on-site alongside Hotel Blue’s employees, but wear nametags that shows Amazing’s logo rather than that of Hotel Blue’s.
Analysis:
Amazing AV, the supplier is the primary obligor (indicator #1 for net reporting)
The amount Hotel Blue earns is fixed (indicator #2 for net reporting)
Amazing AV assumes all collection and credit risk (indicator #3 for net reporting). Hotel Blue has no risk, nor rewards, of operating the AV service.
Decision:
Net Revenue Reporting for Hotel Blue is evident. The revenue should be recognized as Miscellaneous Income.
Case Three: Hotel Capri
Facts:
Hotel Capri is a high-end luxury property and has a good amount of AV demand from its clients. Superb service is their motto and thus everything they do is always of very high standards. With regard to their AV, they contract with Awesome AV. To stay true to its high standards, Hotel Capri sets all the rules for Awesome. Hotel Capri even screens and hires the employees in the AV area and trains them on all customer service aspects while Awesome takes care of the technical training. The contract states that Awesome AV charges Hotel Capri a fixed percentage of revenue as its monthly fee. Hotel Capri also takes care of all the credit checks and collections.
Analysis:
Hotel Capri is the primarily obligor (indicator #1 for gross reporting)
Hotel Capri has credit/collection risk (indicator #2 for gross reporting)
Hotel Capri has control over the nature and type of services (indicator #4 of gross reporting)
Hotel Capri has control over the establishment of the price (indicator #5 of gross reporting)
Hotel Capri provides a significant portion of the service, they actually hire and train all parking employees (indicator #6 of gross reporting)
Awesome AV receives a fixed percentage (indicator #2 of net reporting - with Awesome AV as the agent)
Decision:
Preponderance of Gross Revenue Reporting. Hotel Capri has the majority control and Awesome is simply the contractor.
Principal-Agent, Gross-Net. All these may be just a tiny bit unclear. However, as you encounter a few more scenarios and apply the indicators a few more times, the decision will come easier and quicker. In the end, this is simply the fair and proper way.
To purchase a copy of the 11th edition of the USALI, view the nearly 100 questions and answers on the FAQ, or submit your own question for the FMC, please visit www.ahlei.org/usali.
Augusta, Georgia – August 27, 2015 – The 124-suite Residence Inn by Marriott in Augusta, Georgia is scheduled to open this Monday, August 31, 2015 and will feature the brand’s innovative, new design. Located at 1116 Marks Church Road, the all-suite Residence Inn Augusta will operate as a Marriott franchise, owned and managed by PeachState Hospitality of Warner Robins, Georgia.
Located in East Augusta directly off I-520, the Residence Inn Augusta offers its guests convenient access to Augusta National Golf Club, Augusta Riverwalk and the Augusta Museum of History. Rates vary depending on length of stay.
“We are pleased to introduce Residence Inn hotels in the Augusta area,” said Diane Mayer, vice president and global brand manager, Residence Inn. “When on the road for an extended period, our guests need space to spread out, maintain their life’s pace and restore their energy to help them maintain a healthy balance and routine while traveling. This new hotel offers them a seamless blend of modern style and functionality that allows them to settle in and thrive.”
Residence Inn properties are designed as all-suite hotels that offer studio, one-bedroom and two-bedroom suites. The contemporary suites are designed to enhance the comfort and lifestyle of travelers on the road today, offering guests flexible spaces and upgraded amenities to help maintain a healthy balance and routine while traveling. With a larger, expansive workspace, complimentary high-speed Internet access, and a multitude of easily accessible outlets, guests are able to work efficiently throughout the suites. Sectional sofas and luxurious bathrooms with extra storage space make it possible for travelers to live and rest comfortably. Contemporary and stylish décor, featuring natural light and refreshing colors, helps improve guests’ productivity and energy. Designed for stays of five nights or more, each suite also has a fully-equipped kitchen with a coffeemaker, microwave oven and residential-sized appliances.
The Residence Inn Augusta’s complimentary breakfast has a variety of great options, including specially made featured items. Guests can start their day off right with healthy food choices and, with a convenient to-go offering, can make sure they do not miss the most important meal of the day.
Extending the feeling of comfortable living on the road, the Residence Inn Augusta offers guests inviting and functional public spaces to relax or collaborate. Road warriors and families alike enjoy the hotel’s grocery delivery service, complimentary Wi-Fi, 24-hour onsite food and beverage market, dry cleaning services, and onsite guest laundry room. The hotel’s weeknight evening gatherings offer a casual, relaxing environment where guests can be as social as they want, while enjoying light fare. The hotel also maintains a business library where guests can fax, copy and print materials, and provides guests with an indoor swimming pool, whirlpool, exercise room, Sport Court® and meeting room.
Of all economic activities, Tourism is undoubtedly one of the first to adapt to changes in individual behavior and economic forces, generating the rise of new models in terms of services and products…
Contrary to what politicians have long believed, Tourism is not a minor industry; nor is it secondary or folkloric. It bears global challenges, brings global giants into play, requires a veritable strategy adapted to continents and countries alike.
Already several thousand years old, this activity is also the one that offers the best perspectives for the future since the desire and need to discover the world is self evident for new generations who do not wish to be locked in by to their native frontiers. Despite the unleashing of military violence and climatic or political issues, regularly experienced by major tourist destinations, the renaissance of Tourism remains a light at the end of the tunnel, and the populations actively engaged with it are increasingly numerous.
But this does not mean that situations cannot change. A cyclical renaissance goes hand in hand with upsets that shake up former models, challenged by the power of online distribution players, concerned with the ever rising role of the sharing economy. The evolution involves constant anticipation and invention. The hotel industry lies at the heart of this permanent re-evaluation and it is necessary to outline the new adaptations.
Developers have learned to let their imagination play and have invented new practices such as the multi-use complexes, where complementary businesses and hotel brands cohabit. New hybrid concepts break down virtual barriers between customer types that restricted presence in space-time. New partnerships are being implemented that address the needs of Generation Y more than traditional ones.
Hospitality is being reinvented and so much the better. For more than fifteen years, the Hospitality Awards have brought these innovations and individual experiences to the fore to share them and help our industry evolve. This will happen once again on November 5, 2015 at the 16th edition that will include a new improvement. The day will kick off with the 3rd TourInvest Forum, a new platform where investors and project leaders can gather and exchange. It is an opportunity to bring to life the fresh ideas of hospitality entrepreneurs and support the necessary transformation of our industry.
More than ever, Tourism is one of the activities that is key to the global economic order as are the march towards renewable energy or the introduction of robotics to daily lives. This new tourism order is being implemented and it would be preferable for all of today’s actors to keep an eye on it rather than regret not seeing something coming when it’s already too late.
Spokane, Wash., Aug. 27, 2015 – RLHC (Red Lion Hotels Corporation) (NYSE: RLH) announced today that a subsidiary of the company will enter into a joint venture with an affiliate of Shelbourne Capital to acquire The Quincy hotel in downtown Washington, D.C. for an undisclosed amount. A definitive agreement has been signed and the transaction is expected to close on the 99 room boutique hotel by mid-October, subject to customary closing conditions. RLHC will enter into a long term agreement to manage the property as a Hotel RL.
“This transaction gives RLHC the opportunity to place our new Hotel RL brand squarely in the center of the Dupont Circle Neighborhood of Washington, D.C., just a few blocks from The White House,” said RLHC Senior Vice President of Corporate Development Angela Landgraf. “With this announcement following the opening of the first Hotel RL in Baltimore’s Inner Harbor on August first, the Hotel RL brand is staking its claim in the top U.S. markets. Hotel RL is generating strong interest from investors, the hotel industry and most importantly our guests.”
RLHC will use a portion of its cash on the balance sheet to purchase its equity stake in the joint venture. This capital, combined with other investor equity and anticipated debt financing, will be used to complete the purchase of the property and invest approximately $2.0 million in renovations to convert the property to a Hotel RL.
“We are focused on continuing our national expansion efforts and Washington DC represents a key market opportunity,” said RLHC President & CEO Greg Mount. “The Quincy Hotel has a long rich history and we look forward to continuing to provide Washington DC guests a great destination and exciting hotel experience.”
Washington, D.C., is one of the top tourist destinations in the world, ranking number 63 out of 150 of the most visited cities worldwide. The Quincy Hotel Washington D.C., 1823 L St NW, has 99 guest rooms in a 10 story building and a restaurant and lounge on the main floor. Located in the famed K Street corridor of the Golden Triangle District, just two blocks from the Farragut North and Farragut West Metro stations, the hotel offers easy access to nearby cultural attractions, historical landmarks, museums, and tourist destinations. The property is a short walk from the Washington Mall with the Washington Monument, Lincoln Memorial and the Smithsonian Museums.
RLHC previously opened its first Hotel RL, the Hotel RL Baltimore Inner Harbor, on Aug. 1. Three more Hotel RL locations are set to open in the first half of 2016 in Salt Lake City, Utah, and Spokane and Olympia, Washington.
Self-service solutions are quickly becoming a standard amenity in the global hotel market, as mobile-savvy travelers increasingly demand solutions that enhance the guest experience, save them time and leverage new technologies. The decision to build or buy your next solution is often a difficult one to make, but can have a direct long-term impact on the performance and success of a property.
Part two of this whitepaper outlines the features of a self-service solution that should be taken into account, whether you are building or purchasing new technology.
A Checklist for Self-Service Solutions
The following is a short checklist highlighting some of the things that can occur “behind the scenes” during a typical self-service check-in/out process. Due to these variables, there are specific features that need to be taken into account when specifying or purchasing your solution.
Contact details
Guest contact details are transferred from the OTA, CRS or GDS to the PMS. This information is used to raise the quality in your guest database and most importantly to communicate with the guest during the check-in/out process. The information is often incomplete and either e-mail or mobile phone numbers might be missing.
Your solution should have support for communication through multiple channels to increase the chance of reaching the guest and to update your guest database with accurate information, even if the origin of the reservation is external (i.e. an OTA).
Reservation number
Having two or three different types of reservation numbers for the same stay is not unusual. The Online Travel Agents have their own, the Global Distribution Systems often have another and the Property Management System has yet another one.
Your solution must support multiple types of reservation numbers in the same system to ensure that the guest is accurately identified and serviced.
Changes
It is common to see multiple changes in one single reservation. This can be anything from a name update, change in number of people, price, arrival / departure dates or cancelations. The changes can come from any of the systems handling reservations (OTA, GDS, CRS or PMS).
Your solution must be aware of these changes throughout the entire process to ensure correct payment, room allocations, key issuance and more. An update in one system needs to be reflected in the others and vice versa.
Invite
Every eligible guest must be invited to complete his or her check-in/out, or have another method of accessing the service directly (application, website). The invitation might be a link to an online tool, a feature in an application or part of the room-reservation process.
Your solution must provide multiple ways of enticing the guests to complete their check-in/out. It cannot be expected that a guest will complete this process without being informed of the service, and often also reminded about it closer to arrival day.
Device support
Guests use a wide variety of devices with different characteristics, including everything from PC-based web browsers, mobile phones and/or tablets to lobby kiosks and public PC’s. The device of choice often changes when at home, work or during travel.
The solution must support multiple platforms, be easy to use, provide a smooth transfer from one device and service to another. It has to “meet” the user on his device of choice, and stay current with new offerings on the market.
Payment
Reservations are usually not pre-paid before arrival at the hotel. Assigning a room automatically and enabling a full bypass of the reception makes it necessary to capture payment before the guest arrives on site.
Your solution has to support a number of secure online payment methods that work in accordance with local regulations, PCI DSS, in combination with payment devices at the hotel. For many hotel groups, this will typically also require integration and ongoing management of different Payment Service Providers and their differing software/hardware solutions across multiple regions. Online payment also creates a need for 24/7 support that is able to reimburse guests if something goes wrong in the process. Payment requirements also provide complexities around handling pre authorizations, pre-payments and deposits across the different payment channels, i.e. a guest checking in online might decide to check-out at the desk. Managing the sharing of sensitive transaction data across channels is not straightforward.
PMS integration and check-in
A successful self-service strategy depends on good integrations and full automation of the hotel’s check-in and out process. Your staff should be able to focus on tasks that are more important and interact with the guests.
Your solution must support a tight integration with your PMS, including updating reservations, room assignments, preferences, payment and of course check-in and out. Should you opt for a self-service solution as part of your PMS software – make sure it supports web applications and not only downloaded smartphone apps. You should also require full flexibility on your specific set of services and features, as well as branding to match your brand’s look and feel.
Room assignments
Guests are automatically assigned rooms according to their reservation, preferences and available rooms. Arrival at the hotel can be anytime during the day or late at night – but a guest who has checked-in online will not accept being turned away (due to overbooking) or getting an inferior room because of late arrival.
Your solution should be able to capture preferences and assign rooms according to estimated arrival time. This enables housekeeping to clean the rooms in the optimal order (according to arrival time) and become more efficient. Your loyal guests who have gone through the online check-in process should be checked-in and the actual room number communicated even before arrival on site – this is the only way to make them feel secure and relaxed when arriving late. eCheck-in by Ariane takes into account (1) the time when the guest is expected (2) their actual arrival time (3) loyalty status. The mix of these three criteria is dynamically managed.
Pre-arrival tasks
Many hotels do extensive work on the pre-arrivals list. This can include anything from identifying any VIP’s, assigning club rooms to loyalty card holders, delivering messages, placing extra beds or applying other room preferences.
Your solution should support both manual and automatic room assignments. It must make it possible to move rooms, even after the room number / check-in code has been communicated to the guest. It should also automatically take any preferences into account when assigning rooms.
Language support
Support for multiple languages has always been important at hotels. The current trend is to support local language, English and the most common other languages at the destination.
Your solution should have a robust and built-in support for multiple language libraries. Any changes in text or GUI should be easy to translate into the other supported languages. It is also a great advantage if a professional translation agency or someone who speaks the local language well does this.
Scalability
A large number of guests are going to connect to the online self-service solution. The numbers will vary over time, day of week and season. You can also expect regional differences in usage due to demographics, culture, age, adoption of technology, access to bandwidth and more. Usage and demand will be continually changing and the general consensus is that the drive towards greater reliance on technology solutions will keep increasing.
Make sure that your system scales well and delivers top performance even at times with extreme usage. Your strategy must be to support everyone who wants to perform an online check-in, and there is only one thing worse than waiting in line at a hotel to check-in – waiting for an online check-in web page to respond…
Room access is key
Many hotels have launched self-service solutions that are not fully automated. Guests often have to stop at the reception desk to pick up their keycard, or perform other “manual” actions. This breaks the whole guest experience, and little time or effort is saved for guests as or staff.
A true self-service check-in/out must be fully automated and provide a solution for all steps in the process. This includes support for creating keycards automatically and with no staff intervention. Room access control systems are very reliable and typically last 15 to 20 years. While NFC features are a priority for payment applications, they are not widely accepted by users for access controls.
Support for a variety of access control systems
Few hotel chains have the same keycard system installed at all properties. It is far more common to have one system per property, depending on when they were constructed.
Make sure that your self-service solution supports and interfaces with all keycard systems and vendors at your properties!
Future proofing
Access control for hotels is continuously evolving and new updated technologies are currently being introduced. This can either be more traditional solutions, such as RFID or various types of mobile keys.
It is advisable to plan for future upgrades and technologies upon creation of first version of your self-service offering. Make sure that you retain the ability to easily add support for new vendors, technologies and even other architectures (like mobile keys delivered over the air).
Encoding devices
Most access control suppliers manufacture their own keycard encoders. These are proprietary, come in different sizes and use different communication protocols. Very few have the ability to store and dispense multiple cards.
Your self-service strategy must have the ability to automatically create and dispense keys for the various keycard systems you have installed in your hotels or support mobile keys.
Remote support and hardware repairs
Every system and service can fail. It might be due to hardware failures, bugs, and external circumstances or sometimes lack of knowledge and experience. Downtime equals a broken guest experience in self-service delivery, potential staffing problems and guests waiting to check in.
Make sure you have the ability to remotely support your systems and arrange for hardware repairs or replacements on-site.
Minibar
Early departure and last minute consumption makes it necessary to provide guests with a way to declare and pay for what they have taken from the minibar.
Make sure your solution makes it possible to add last minute charges, so that the guest has the ability to pay all outstanding debt before he leaves your hotel.
Invoices
The ability to view your invoice for the entire stay, including last minute consumption, is essential for both for leisure and business travelers.
Make sure you have the ability to automatically retrieve, display and send final invoices to your guests. It is also a good idea to make an archive of old receipts available for guests to avoid having to contact the front office to get help.
Change contact info
Many companies require having their full and correct company name and address on the receipts to deduct the costs. This information is not always entered into the reservation and needs to be added during the stay.
Make sure you give guests a way to check and update their contact and company information. It might be a simple addition of company name to the reservation, or change of e-mail address where you want the receipt to be delivered. For example, in Spain you must enter a company’s legal number on the receipt in order for the invoice to be accepted by accountants.
Key collection
Guests are used to returning their room key to the reception when they check out from a hotel. This gives a sense of security and recycling.
Provide an easy and well-defined way for guests to return their keys. It can be a simple message “Please leave your key in the room when you leave” or an automatic dispenser that picks up and reads the key and alerts housekeeping that you have left.
Behind the scenes
The following is a short checklist highlighting some of the things that can occur “behind the scenes” during a typical self-service check-in/out process. Due to these variables, there are specific features that need to be taken into account when specifying or purchasing your solution.
Reports and statistics
Reports and statistics are not always on top of the priority list when specifications are created. Good reports are often time consuming to create and require an in-depth understanding of both the solution and the business drivers.
A comprehensive set of useful reports and easy access to updated statistics should accompany every successful system launch. It makes it easier to understand the performance, change over time and shortcomings and strengths of your service. It is also advisable to show performance for a selection of hotels, sub-brands or regions to get a full understanding on where it works better, and where an extra effort is needed to ensure success.
Support
Payments can go wrong, printers stop working, integrations between multiple systems are not always stable. In short – even the best of solutions sometimes fail!
Settle for no less than a good support that understands both software and the hospitality business.
Dashboard
Your guests might ask why they weren’t invited, you might want to check-out what was communicated yesterday to Mr. X, or you might want to push an extra invite to get as many online check-ins as possible in anticipation of a full house and long queues.
An easy to use, accessible and updated dashboard is essential to secure the support and cooperation of your staff.
Updates and backups
Updates are necessary to keep your solution up to date and in tune with your guests. Every update requires a well-tested backup to be in place. If something unexpected happens during an upgrade, there is a potential risk of losing valuable data.
The IT team supporting your self-service system should be well trained, have good routines, take the necessary time to simulate upgrades and test your backup solution to ensure that no data is ever at risk of being lost.
Security
A security breach where your guest’s personal information is lost, or even worse – credit card information is stolen, can destroy your reputation in no time. Your customers place trust in you, and they expect that their personal and payment information is well guarded.
Strong, secure, well tested and state of the art security measures need to be core in any solution handling personal information.
Native Solution, Web Application or a hybrid approach?
Multiple approaches and how these can be combined
Learn how to select if a native solution or web-based application is best for your hotel in part three of this whitepaper. Also learn about how a modular online check-in can be integrated with your existing applications or webpages. For more information, please visit www.ariane.com.
Bethesda, Md., August 27, 2015 – Autograph Collection Hotels, Marriott International’s curated portfolio of hotels recognized for celebrating individuality, is pleased to welcome the newest hotel from The Kessler Collection to its portfolio – Grand Bohemian Hotel Charleston in South Carolina. This is the first South Carolina hotel for The Kessler Collection and for Autograph Collection Hotels. The Autograph Collection Hotels portfolio now includes 10 of The Kessler Collection’s 11 artistically inspired boutique hotels and restaurants. With 89 hotels worldwide and growing, Autograph Collection anticipates welcoming its 100th hotel by the end of 2015.
“This year Autograph Collection Hotels has significantly expanded its portfolio to include Triada Palm Springs, Cotton House Hotel in Barcelona, The Press Hotel in Portland, Maine, The Mayflower in Washington, D.C. and Kameha Grand Zurich, with a steady stream of other new hotels being added across the globe,” said Julius Robinson, Vice President, Autograph Collection Hotels. “We are excited to add this latest Kessler property to Autograph Collection Hotels and appreciate their strong commitment to our brand. Autograph Collection Hotels is proud to have a total of 10 Kessler Collection properties in its global portfolio.”
Located in the heart of Charleston’s Historic District, the 50-room luxury boutique hotel incorporates diverse offerings including an on-site Grand Bohemian Gallery featuring rare, local and original artwork, a wine blending experience and tasting room with curated selections, specialty coffee shop with micro-roasted coffee, farm-to-table culinary offerings with a regional focus, as well as a rooftop restaurant and terrace providing unmatched views of historic Charleston. . In a city where no building can be taller than the church steeples, few establishments offer this caliber of view and superior location, just steps away from famed Kings St. in the historic district.
Coined as a Southern Renaissance-style hotel, Grand Bohemian Hotel Charleston is bathed in French elements combined with classical European lines all with a modern bohemian twist. Guests are greeted in the lobby with 4-foot long fringe chandeliers, a custom backlit stone front desk and velvet drapery. Guest rooms, washed in lavender with splashes of shades of grey and chartreuse as the anchors, boast rich printed drapery, and leather chaise lounges. The bathrooms are appointed with marble vanities that stylishly contrast with custom glass sconces and Italian plank tiled floors.
The dining selection reflects Charleston’s low-country backdrop with a garden-inspired rooftop terrace, draped in crystal chandeliers, aquamarine watercolor sheers, and grey washed reclaimed wood. Featuring an assortment of handcrafted cocktails, coastal cuisine and open-air seating, the restaurant overlooks the historic district. Additionally, Grand Bohemian Hotel Charleston offers a one-of-a-kind wine blending experience. During a 90-minute interactive experience, guests have the opportunity to make and take home their own customized wine blend and create a personalized label.
At the heart of each Kessler Collection hotel is a celebration of the artistic spirit. Surrounded by the cultural and creative inspiration of Charleston, the property is home to the largest art gallery in The Kessler Collection – Grand Bohemian Gallery, featuring local, regional and internationally recognized artists. At Grand Bohemian Hotel Charleston, art flows throughout the hotel with exhibitions and artist receptions showcasing paintings, sculptures, art glass, ceramics and jewelry, all available for sale.
For the fourth year, Conde Nast Traveler has voted Charleston the No. 1 U.S. City, and No. 2 in the World, in addition to Travel + Leisure ranking Charleston the No. 1 City in the U.S. for the second consecutive year. Located at the corner of Wentworth and Meeting Streets, Grand Bohemian Hotel Charleston is in the center of local landmarks, shopping and dining. A destination renowned for its historic charm and coastal lifestyle, Grand Bohemian Hotel Charleston ushers in a new and highly valued experience. The property offers a sought-after Southern luxurious escape for visiting couples, families, weddings, friend getaways and more.
Orlando, Florida, August 2015— The American Hotel & Lodging Educational Institute (AHLEI) has published the fourth edition of Hospitality Industry Financial Accounting by Raymond S. Schmidgall, Ph.D., CPA, and James W. Damitio, Ph.D., CMA. This textbook presents basic financial accounting concepts and shows readers how they apply to the hospitality industry. Readers will learn about: the use of accounts, journals, and ledgers to record transactions, the formats and interpretation of financial statements, the effect of inventory valuation on costs and profit, the mechanics of accrual accounting, and more.
The book has been revised throughout to reflect the 11th revised edition of the Uniform System of Accounts for the Lodging Industry. Other new information includes discussion of the revenue recognition principle, explanation of the LIFO reserve and how it occurs, discussion of the growing popularity of the limited liability company (LLC), and revisions to reflect the most recent IRS guidelines.
Educators at hospitality management programs in the United States are once again able to order this and all of AHLEI’s textbooks directly from AHLEI, as the organization discontinued its distribution agreement with Pearson Higher Education, effective July 1, 2015. U.S. academic customers can place orders and request desk copies by contacting academics@ahla.com, or by calling 1.800.344.4381 or +1.517.372.8800.
ROCKVILLE, Md., Aug. 27, 2015 — Choice Hotels International, Inc. (NYSE: CHH), one of the world’s largest hotel companies, announced it has signed an agreement with franchise partners Ceres Development and Orlean Enterprises, to develop a new Cambria hotel & suites in Bloomington, MN. The 160-room Cambria property will be located at the intersection of 28th Avenue South and American Blvd. East in Bloomington, MN and is expected to open in 2017. The hotel will serve Mall of America visitors as well as the surrounding area.
“Cambria hotels & suites continues to experience tremendous growth,” said Michael Murphy, senior vice president, Upscale Brands, Choice Hotels International. “This is a great opportunity for our brand, and we’re thrilled to once again partner with Ceres to become neighbors with a world-class attraction like the Mall of America.”
Ceres Enterprises, LLC, has owned and operated fine hotels for over 25 years. It is family owned, and managed by Frank Crisafi, CEO, and his son David Crisafi, President. Both have extensive and successful careers in hotel and real estate development. They have earned their law degrees from Cleveland State University, and The University of Virginia, respectively. Working with the premier franchises of the hotel industry, they have developed a market dominating portfolio in the Cleveland and Troy, Ohio markets as well as in Noblesville, Indiana.
Founded in 1954, Orlean Enterprises has grown to become a leader in developing commercial real estate, residential properties, and rehabilitation projects. They are led by Chief Executive Officer, David Orlean.
“Cambria hotels & suites will be a wonderful new addition for travelers seeking an upscale full-service hotel at an affordable price. We’re excited to provide a top-notch product and exceptional service to the robust Mall of America Market,” said David Crisafi, President of Ceres Enterprises, LLC.
Designed as a business travel and leisure brand, all Cambria hotels are new-construction and feature a larger lobby to give guests a warmer, engaging social atmosphere; oversized rooms that are larger than standard hotel rooms and include separate living, working and sleeping space; and the latest technology that allows guests to stay connected while they travel.
Like all Cambria hotels & suites, the Bloomington, MN property will feature other fine amenities such as a contemporary bistro, Social Circle™, serving a menu comprised of local specialties created by Chef Michael DeMaria; liquor, wine, beer and freshly prepared grab-and-go gourmet salads and sandwiches; and a barista bar. This property will also boast 4000 square feet of meeting space and a state of the art fitness center, indoor pool, restaurant, bar, and terrace.
BUCHAREST, Romania—August 27, 2015— Starwood Hotels & Resorts Worldwide, Inc. (NYSE:HOT) today announced its market entry in Romania with the opening of the Sheraton®Bucharest Hotel, centrally located in one of the most charming cities in central Europe. In partnership with S.C. Grand Plaza Hotel S.A., the milestone debut builds upon the Sheraton first mover advantage in the region and expands the brand’s European portfolio to more than 60 hotels.
“As a market debut for Starwood and Sheraton, Romania symbolizes an important expansion opportunity while also putting Sheraton one step closer to its goal of opening more than 150 new hotels over the next five years,” said Dave Marr, Global Brand Leader, Sheraton Hotels & Resorts. “Demonstrating best in class design and offerings in a historically rich part of the world, Sheraton Bucharest Hotel is an excellent addition to the brand’s global portfolio.”
Sheraton Bucharest Hotel features 270 spacious guest rooms, including 27 Executive Suites and one exquisite Presidential Suite. Guests looking to stay active while on the road can work out at the Sheraton® Fitness Center, which includes two massage rooms and spa treatment facilities. Located on the 18th floor, the Sheraton® Club lounge offers guests stunning views of Bucharest as well as complimentary breakfast, all-day refreshments, and free Wi-Fi.
The property offers easy access to business districts as well as upscale dining, shopping, and entertainment options. Piata Romana subway station, a stone’s throw away from the hotel, offers a quick connection to Old Town, Victoria Palace, several renowned museums, and the city’s prestigious Palace of the Parliament—the second largest building in the world after the Pentagon.
“Sheraton has a robust footprint across Europe, and we are delighted to continue to increase our portfolio with developments in strategic new markets such as Romania,” said Michael Wale, President, Starwood Hotels & Resorts, Europe, Africa & Middle East. “The emerging city of Bucharest presents immense growth potential, and we look forward to welcoming travellers to our most iconic hotel brand.”
An ideal setting for functions, the hotel boasts 1,200 square meters of combined meeting and event space. The hotel offers 10 conference rooms, two ballrooms and one distinguished boardroom. Each conference room can hold between 10 - 400 people, and together, the 10 rooms can accommodate up to 1,400 individuals. All spaces are equipped with state-of-the-art audio-visual technology and are backed by an outstanding events team.
Two distinctive dining venues provide a variety of culinary options—from a contemporary twist on Romania’s cuisine at Avalon to the world-renowned Japanese Steakhouse & Sushi BarBenihana—in addition to Centro Sweets, which offers a selection of desserts, from freshly baked cakes to tantalizing tarts, in a cozy ambience.
The property is less than an 18-minute drive from Henri Coanda International Airport (OTP). Alternatively, visitors can travel by train to the North Train Station, only 3 kilometers away from the hotel. Private taxi service is available outside the stop.
Sheraton is extending its reach in Europe with several debuts in sought-after destinations. In addition to Sheraton Bucharest, key openings this year included Sheraton Lake Como Hotel, the brand’s eighth in Italy, Sheraton Ufa in Russia and Sheraton Samsun in Turkey.
For more information on Sheraton Hotels & Resorts, please visit www.sheraton.com.
