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GHM Appoints Markus Iseli as General Manager at The 158-room Chedi Muscat on the Gulf of Oman

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MUSCAT, Oman (Jan. 24, 2014) - GHM has installed Markus Iseli as general manager of the acclaimed Chedi Muscat on the Gulf of Oman.

Iseli most recently managed the pre-opening and soft-opening of the Palazzo Parigi, a Leading Hotels of the World (LHW) member in Milan, Italy.

The Muscat posting marks the Swiss native’s third stint in the Middle East. He was hotel manager of the Four Seasons in Istanbul from 2000 to 2004, and general manager of the Four Seasons in Damascus from 2004 to 2008.

Earlier in his career, he’d worked in the United Arab Emirates and for InterContinental in Turkey. He spent four years in the Sudan at the Hilton, and two more at safari lodges in Kenya.

In Oman, Iseli takes over a property that Conde Nast Traveller (UK) readers voted among the ‘Top 20 Overseas Holiday Hotels in the Middle East, Africa & the Indian Ocean’ in 2013.

“The Chedi Muscat is one of those rare hotels that is both inspired and inspiring. From its visually appealing design to the standards of management and service, this resort is a celebrated icon; I am privileged to be a part of it and even more so, to continue its legacy,” said Iseli.

Opened in January of 2003, The Chedi Muscat is Oman’s first contemporary hotel, a seamless blend of Omani architecture and Asian Zen-style on 21 shore-lined acres 20 minutes from Muscat’s old city.

The stunning design features 158 high-ceilinged rooms with ocean and Al Hajar Mountain views, six sophisticated restaurants, a 350-metre private beach on the Boushar beachfront and an 800-square-metre spa - the largest in Muscat. Its 103-metre outdoor pool is the longest in the Sultanate.

Iseli replaces York Brandes, who is moving to Singapore to take on a senior management position with GHM in the second half of the year.

Last month, GHM opened The Chedi Andermatt in Switzerland, a 104-room property situated among the Lepontine Alps. And next month, after a soft opening last autumn, the luxury hotel group will celebrate the grand opening of the 261-room Chedi Sakala on the TanjungBenoa peninsula in Bali.

 


Dave Pease Appointed as General Manager of the 196-key JW Marriott Denver Cherry Creek in Colorado

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Denver, Colo. (January 24, 2014) - The JW Marriott Denver Cherry Creek is pleased to announce that Dave Pease is now serving as the General Manager. 

With more than 40 years of hospitality experience, Pease most recently served as the General Manager of the Vail Marriott Mountain Resort. Prior to that, he served as an Area General Manager for Marriott International, overseeing all Denver South Marriott products. He also previously served as the General Manager of the Denver Marriott City Center, the Denver Marriott Tech Center, the Denver Marriott Southeast and the Tulsa Marriott Hotel.

A graduate of Cornell University, Pease also served in the United States Navy. 

Pease is a past president and current board member of the Colorado Hotel & Lodging Association, which inducted him into its “Hall of Fame” in 2003. He is also a member of the American Hotel Association and the Cornell Society of Hoteliers.

The JW Marriott Denver Cherry Creek is managed by Sage Hospitality, one of the top hotel investment and management companies in the United States.

“We are thrilled to have Dave and his extensive Marriott brand experience as part of the Sage family,” said Vincent Piro, Division Vice President of Operations for Sage’s Premier & Lifestyle portfolio. “He will be a strong leader for the JW Marriott Denver Cherry Creek, which is truly one of Colorado’s most unique luxury hotels.”

 

Grand Traverse Resort and Spa Near Traverse City, Michigan Names Ryan Buck Director of Sales

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ACME, Mich., January 24, 2014 - Grand Traverse Resort and Spa near Traverse City, Mich. has named Ryan Buck to the position of Director of Sales.  In his position, Mr. Buck is responsible for overseeing all facets of the nearly 600-room Resort’s group sales team including revenue management, travel, trade shows, and budgeting.

Mr. Buck has nearly 14 years of experience in the hospitality and meetings industry.  He comes to Grand Traversed Resort and Spa from the W Hotels of Chicago, Ill. where he was the Complex Director of Group Sales since 2011.  Before that, he was Director of Sales and Events at the Renaissance Blackstone Hotel, Chicago and Associate Director of Sales at the Swissotel Chicago.

Other positions he has held include Senior Sales Manager at the Renaissance Eden Roc Resort and Spa, Miami Beach, Fla., Senior Sales Manager at the Renaissance Stanford Court Hotel, San Francisco, Calif., and Sales Manager at the InterContinental Hotels Group, Chicago.  Mr. Buck started his career in hospitality as a Sales Manager at the Swissotel, Chicago.

Mr. Buck is the recipient of several awards from the hospitality organizations where he worked.  He holds a bachelor’s degree from Valparaiso University, Valparaiso, Ind. When not supporting his team at Grand Traverse Resort and Spa, he enjoys spending time with his family, playing guitar, has written an unpublished children’s book and is currently developing three feature film scripts.

Profiles in Success: Online Packages, Guest Engagement, Mobile Strategy Reward Independent Operator

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Lodging Hospitality Management Launches New ‘2-Click’ Micro-Visual Website; Increases Direct Booking and Revenue with Maestro ResWave Dynamic Packages, Social Media Links, Mobile Reservations, and More  

January 28, 2014 - Lodging Hospitality Management (LHM) thought that its two independent properties had solid, interesting websites. Until they looked at the numbers. 

LHM operates 17 hotels in the St. Louis area. It knows how to run both chain properties and independents. Along with its Hilton, Sheraton, IHG, and Choice flags, it operates two luxury indies, The Cheshire and The Seven Gables Inn.    

“We have these unique boutique properties in St. Louis, so we filled their websites with colorful stories about the hotels. We thought guests would be interested and engage with us; but that was not the case,” said Todd Hotaling, LHM’s Corporate Director of Revenue Management. “We evaluated the metrics last year and found we were not getting the eyeballs.” LHM just powered up two new sites that are completely different. “We want to engage guests so we went micro and visual. The new sites leverage NORTHWIND’s Maestro ResWave web booking system to drive guest engagement and reservations, rather than just display interesting content.” NORTHWIND provides Maestro™ Enterprise Property Management hotel software solutions for the industry’s leading independent hotels, resorts, and multi-property groups. Click here to learn more about Maestro’s solutions for profitability and productivity

“Our objective was to have visitors book reservations, and I wanted a two-click process,” Hotaling said. “We use the ResWave booking engine to accomplish this.” LHM worked with NORTHWIND to build ResWave into the new website design to accomplish its booking objective for reservations, packages, and group contracts. “Visitors want to see our rooms and amenities. ResWave engages them with booking buttons directly on attractive room photos. If you see a room you like, just click on its image to book.” Hotaling noted that visitors need confidence they are booking with the property, not a 3rd party company. LHM also benefits from not having to pay OTA fees thanks to direct web booking.

The keys to online success: Inspiration, search, validation, and booking

“We studied how people engage with us to book a room. We found four booking-decision steps: inspiration, search, validation, and booking. Maestro helps us communicate with people in all these stages to drive bookings,” Hotaling explained. 

Mobile capability and social media booking engagement also play a large part in LHM’s new online strategy. “Guests do business via mobile today. ResWave is mobile optimized, and this drives bookings by making it easy to search and reserve from a smartphone. We also have direct web booking capability on our social media sites,” said Hotaling.  “Facebook and Twitter are the two most important social media channels for our hotels. Maestro helped us build integrated booking links into our social media pages. We regularly engage in conversations about our properties, and visitors can use ResWave’s ‘book-it’ button without leaving the site.”

Online packages are also a good revenue source for LHM. “There are two stages to buying packages. Guests make the purchase decision first, and then add amenities. ResWave supports this process very effectively,” Hotaling said. “ResWave provides an easy package booking process and enables guests to purchase package add-ons anytime after they book.  We visually display revenue-generating amenities, like chocolate strawberries, and guests add them. To increase RevPAR, we engage guests with pictures and room upgrade verbiage in ResWave. Offering amenity choices gives guests the power to create a richer stay.”  

LHM saw that many guests book packages far in the future and confirm their booking as the arrival date gets closer. “We use our Maestro property management system to engage guests with automatic email reminders and amenity offers that link to our booking engine,” said Hotaling. “Our properties have four excellent outlets and ResWave makes it easy to offer discounted dining reservations as package amenities. Engaging guests with personalized communications is very effective.  We position our amenities with their benefits. For example, a complimentary breakfast saves time and provides convenience; it is not just free food. Benefit messaging works and the package add-ons drive ancillary revenue at our properties through ResWave.”

For a demo of the Maestro Property Management Suite featuring the ResWave Booking Engine, please contact NORTHWIND at 1.888.667.8488 or email info@maestropms.com

Exchange ideas and connect with NORTHWIND on:

  

Better Managed F&B Inventory at Quail Hollow Club Thanks to Clear Sky F&B Inventory Control Software

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CHARLOTTE, North Carolina - January 28, 2014 - One of Clear Sky Software’s newest customers is the prestigious Quail Hollow Club in Charlotte, North Carolina.  Clear Sky’s system controls and keeps track of all food and beverage inventories at Quail Hollow.  Late in 2013 Clear Sky FOOD & BEVERAGE was implemented and training was provided to staff members in purchasing, accounting, restaurant, kitchen areas and club house.  Additional features installed at Quail Hollow include Clear Sky’s interfaces to FreshPoint, Sysco and US Foods.

Quail Hollow Club, located in booming South Charlotte, is a busy club with an extensive F&B inventory.  Management therefore needed a solid food and beverage inventory system for managing the club’s F&B activities.  Features of Clear Sky FOOD & BEVERAGE include orders, receiving, requisition/issue/transfer, and physical inventory.  Management reports allow executives to pinpoint F&B costs, product activity/inactivity, and order/vendor discrepancies.  An expanded Events Management module also allows the team at Quail Hollow to manage all of their banquet events with ease and produce banquet cost reports in seconds.

NAVIS Expands Its RezForce Call Center; 50% Lead Conversion Rate Drives Success

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NAVIS Added 80 Associates to its RezForce - RezCast Client Call Center, One of Most Successful in U.S.; Call Volume Increased 50% in 2013; Center Provided High-Conversion Reservation Services to More Than 125 Hospitality Accounts 

Bend, OR - January 28, 2014 -  NAVIS, the leading reservation sales system, marketing automation, data analysis, and CRM provider for the lodging industry, announced it expanded its RezForce Reservation Call Center. NAVIS added 80 team members to its RezForce® staff to support a 50% increase in call volume in 2013. RezForce responded to nearly half a million calls for more than 125 accounts in the past year. NAVIS now operates the most successful call center in the U.S. with lead conversions that exceed 40% for some clients.  Click here to learn more about NAVIS RezForce. 

 

In addition to its sales, marketing, and CRM services, NAVIS provides 24/7 reservation call center services to help operators increase occupancy and ADR, and close more leisure business. RezForce is NAVIS’ after hours and overflow professional reservation booking service. RezCast provides voice center services and marketing tracking for all reservation calls for one or multiple properties.

 

NAVIS adds 80 Reservation Sales Associates to serve growing client list

“NAVIS just wrapped up a very strong year. Our RezForce call center processed nearly half a million calls in 2013 - that is a 50% increase over 2012,” said Michelle Marquis, vice president - sales for NAVIS. “Lodging companies rely on our RezForce service for 24-hour reservation assistance, roll-over, and after-hours call response because we deliver very high conversion rates.” NAVIS added a total of 69 new clients in 2013.

 

RezForce delivers 50% reservation conversions for luxury hotel group

Pacific Hospitality Group (PHG) recently implemented NAVIS RezCast call services for its Meritage Collection, a 4-property luxury independent hotel group in California. Dave Gerdes, vice president of sales and marketing, said, “PHG wanted to combine reservations for all 4 properties in one office. We selected NAVIS RezCast to provide our 24-hour call center services because they were delivering significant returns for one of our properties deploying their call back program.” Pacific Hospitality Group went live with NAVIS across all its hotels in early January 2014. “Our conversions are nearly 70% at one property, and about 50% for our hotel group with a call abandonment rate of less than 3%. Those results will only improve over time. Plus, NAVIS’ outbound call-back program delivers many thousands of dollars in new revenue. NAVIS’ growth is a testament to their performance. We are looking to expand our relationship.”

 

NAVIS Tracking Makes Resort Promotions More Successful

Sterling Resorts Senior Vice President of Operations Ron Mote said, “NAVIS managed our roll-over and after-hours calls beginning in 2005. Today their RezForce service handles all our call center reservations and delivers conversions that average 37% in season. We committed to their services with an option to bring the service back in house, but because of YOY increases in both the call center and with outbound sales, we haven’t given it a second thought.” NAVIS’ services also help Sterling’s advertising be more effective. “Sterling Resorts is big into doing what closes sales. Our promotions are more successful because NAVIS links every dollar we make in reservations to the campaign that stimulated it. They do an excellent job for Sterling.”

Rockbridge Acquires the 247-room Aqua Waikiki Wave Hotel in Hawaii

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COLUMBUS, Ohio, Jan. 28, 2014—Rockbridge Partners, a division of Rockbridge, announced today the acquisition of Aqua Waikiki Wave Hotel in Honolulu, Hawaii, marking the company’s 330th hotel investment. The 247-room hotel is located one block from Waikiki Beach and adjacent to the International Market Place.

“The acquisition of Aqua Waikiki Wave demonstrates the reach of Rockbridge,” said Jim Merkel, president and chief executive officer of Rockbridge. “Our ability to identify and effectively execute hotel investments by leveraging our organization’s strengths enables us to pursue opportunities in top-performing markets across the country. We look forward to exploring options to elevate the standard of Aqua Waikiki Wave to capitalize on the location.” Merkel indicated that RB Hotel Development will manage the project and Pyramid Hotel Group will operate the hotel.

 

Centrally located in a world-renowned tourism and retail market, the hotel is immediately adjacent to the International Market Place, an open-air mall currently undergoing a $350 million redevelopment. Expected to draw millions of annual visitors, the new International Market Place will transform into a 360,000 square foot, three-story shopping destination anchored by Saks Fifth Avenue.  

 

Aqua Waikiki Wave is in the midst of urban Honolulu, and includes 247 spacious guestrooms, private lanai balconies, and modern island-inspired decor.  An ideal surrounding for families and savvy travelers, the Honolulu neighborhood of Waikiki is an evolving expression of the ancient spirit of aloha, with diverse demand drivers including a world-class beach, superior shopping experiences, dining, entertainment and abundant activities, from surfing lessons to hiking the Waikiki Historic Trail.  For more information about Aqua Waikiki Wave, visit www.aquawaikikiwave.com.

 

U.S. News & World Report Names the 2014 Best Hotels; Lodge at Sea Island in Georgia No. 1 in USA

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WASHINGTON, Jan. 28, 2014—U.S. News & World Report, a nationally recognized publisher of consumer advice and information, today released the 2014 Best Hotels rankings. For the first time, the Lodge at Sea Island in Sea Island, Ga., is the No. 1 hotel in the USA. Tortuga Bay in Punta Cana, Dominican Republic holds onto its spot as the Best Hotel in the Caribbean for the second year in a row. Banyan Tree Cabo Marques in Acapulco jumped up four places since last year to be the No. 1 Best Hotel in Mexico, and the Ritz-Carlton, Montreal seized the top spot in the 2014 ranking of the Best Hotels in Canada.

Out of the 1,693 luxury hotels across the United States evaluated for 2014, 169 scored high enough to earn a place on the list of the Best Hotels in the USA. New additions to the top five list this year are the Lodge at Sea Island and the Allison Inn & Spa in Newberg, Ore., which took the No. 3 spot this year after ranking 160th in 2013. 

The top five Best Hotels in the USA are: 

  1. The Lodge at Sea Island – Sea Island, Ga. 
  2. The Inn at Palmetto Bluff – Bluffton, S.C. 
  3. The Allison Inn & Spa – Newberg, Ore. 
  4. Four Seasons Hotel Seattle – Seattle, Wash. 
  5. Four Seasons Resort Lana’i, The Lodge at Koele – Lanai, Hawaii

 

 

 

See full list: Best Hotels in the USA 

U.S. News also analyzed 271 luxury properties in the Caribbean. Twenty-seven hotels scored high enough to be named Best Hotels in the Caribbean. 

The top five Best Hotels in the Caribbean are: 

  1. Tortuga Bay – Punta Cana, Dominican Republic 
  2. Jamaica Inn – Ochos Rios, Jamaica 
  3. Spice Island Beach Resort – St. George’s, Grenada 
  4. Eden Rock, St. Barths – Baie de Saint Jean, St. Barts 
  5. Hotel Saint-Barth Isle de France – Baie des Flamands, St. Barts

 

 

 

See full list: Best Hotels in the Caribbean

The 2014 Best Hotels also includes rankings of 342 hotels in Mexico and 223 hotels in Canada, along with rankings of the Best Hotels by Brand to help travelers select the best brand-backed hotels across the United States, Canada, Mexico and the Caribbean.  

U.S. News’ Best Hotels rankings are based on an unbiased methodology that includes the collective opinion of travel experts and guests, expressed through online reviews and ratings. 

“Our Best Hotels rankings are designed to take the guesswork out of choosing the right hotel,” said Miriam Weiner, travel editor for U.S. News. “These properties were selected because they meet the highest standards of travel experts and guests alike when it comes to luxury amenities and quality customer service.” 


Nobody Asked Me, But…No. 120 Hotel History: Wolcott Hotel (1904); Quote of the Month; My New Book

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By Stanley Turkel, CMHS

1. Hotel History: Wolcott Hotel (1904)* 

Although it opened on March 1, 1904, the Wolcott remains one of New York City’s best-kept hotel bargain secrets.  Centrally located on 31st Street, just 3 blocks down Fifth Avenue from the Empire State Building, the Wolcott was designed by one of the most famous architects in the United States, architect John H. Duncan (1855-1929).  He came to prominence in the early 1890s when he designed the Ulysses S. Grant’s Tomb and townhouses for some of New York’s richest families: Otto H. Kahn, Arthur Lehman, the Goelets and Strausses.  

Duncan also designed one of the greatest public monuments in any American city at the turn of the last century: the Soldiers’ and Sailors’ Monument at Grand Army Plaza in Brooklyn, a memorial to the Union forces in the Civil War.  The arch is topped with a traditional bronze quadriga, a horse-drawn chariot with a triumphal female figure, flanked by two winged victories.  On two lower pedestals stand the sculptures “Army” and “Navy”.  The monument is often referred to as Brooklyn’s version of the Arc de Triomphe.  It was designated a landmark on October 16, 1973.

The Wolcott Hotel was built by a relative outsider, William C. Dewey who was a native of Springfield, Massachusetts.  It was reported that, as president of a carpet company, he

was arrested in 1890 for obtaining $900 in goods from a New York vendor without the ability to pay and he spent at least one night in the Ludlow Street jail.  Nevertheless, he was able to enter the real estate and hotel development business, which ultimately resulted in the construction of the Wolcott Hotel.  After a delayed opening, Dewey leased the hotel to Colonel James H. Breslin (Gilsey House, Manhattan; Brighton Beach Hotel, Brooklyn; Auditorium Hotel, Chicago).  By 1905, the American Mortgage Company took back the building and Dewey retired in obscurity.  James Breslin’s lease was undisturbed and he moved into the hotel when it opened.

Architect John Duncan’s bold Beaux-Arts style was evident in his designs for the Wolcott.  The Architects’ and Builders’ Magazine (September 1903) took note of the hotel’s “elaborately sculptured (exterior) decoration” and reproduced detailed drawings for ceiling design, window treatment, the neo-Greek vestibule and Louis XVI-style restaurant.  Unlike many 100 year-old hotels, the Wolcott’s interiors are remarkably intact:  mosaic floors, crown moldings, stained glass and ornamental iron.

The Wolcott Hotel brochure at its opening wrote in the sometimes quaint and archaic language of hotel promotion in 1904:

 

The Wolcott is in no one particular an hotel of extremes.

 

New-it isn’t quite the biggest.  Centrally located, but not quite in the center.  High prices-enough-far from the highest prices.  Well Served, but not over served.  Well filled with guests, who come again and again-not overcrowded.

 

The brochure went on to describe the location, the “house” and restaurant:

The Wolcott is on the South side of West 31st Street, just a step from Fifth Avenue, -near enough to Broadway, but not too near. Midway between the Twenty-third Street shopping district and the Fortieth Street.  Within ten minutes easy walk to all the best theaters and the opera house (three or four minutes in a taxi). Directly between the Subway on Fourth Avenue and the Elevated Railway on Sixth.  Seven minutes from the Grand Central Station, scarcely more to the 23rd Street Ferries, the Tubes of Lackawanna and Erie.  Nearer still to the new Pennsylvania Station.  West 31st Street is a quiet street.  No crosstown traffic passes through it.  Instantly accessible to the day time and night time activity, the Wolcott is far from the roar and turmoil of the city….

 

There is a bathroom with every suite and with almost every room.  Bathrooms, like the bedroom, are open to the free air and sunlight.  There are two courts, each bigger than two city lots, broad, brilliant, airy.  The rooms are big enough, but not too big.  Comfortable, not barny.  Most of the windows run from the ceiling to the floor.  Plenty of closet room, doors with mirrors that run the full length.  Lights comfortably placed by the dressing case, and bed-side tables, as well as in the ceiling.

 

The pristine sources of food, its preparation and presentation:

 

The restaurant of the Wolcott is supplied daily with every possible delicacy.  Oysters from Cape Cod, full of the salt flavor of the sea.  Little chickens that come unplucked from the Jersey farms.  Everything at its very best to begin with cooked most simply- beautifully served, piping straight from the ranges with no “by your leave” to the steam box.  Coffee that is a delight in colour and savour as well as to the taste.

 

Rolls that are crisp with delicate country butter, milk and eggs from the very nearby country.  Music that accompanies, but does not annoy.  While there is no table d’ hote, the chef at the Wolcott will be glad to arrange special dinner, for one or more covers, ranging in price from $1.50 per plate, upward.  These dinners must be ordered in advance so that a satisfactory menu may be submitted.  The Colonial Private Dining Room is just the place for charming luncheons, dinner, or bridge parties.

 

And the levels of service, cleanliness and pricing:

 

A valet always at hand to brush your clothes and press them.  A ladies’ maid deft in the hooking up of delicate gowns.  If you like, your trunk will be unpacked when you come, and packed again when you go, with all the care that your servants might give it, and with the skill of more than your own servants’ experience.  And clean- oh! but the Wolcott is clean.  Never a carpet, or rug or piece of upholstery touched by a broom.  Every particle of dust drawn by a powerful suction cleaner every day.

 

You may rub a fresh pocket handkerchief on any piece of woodwork, even on the tops of the simply framed inviting pictures, that do not over-decorate the wall, and never a smudge will show….  

 

A room and a bath at the Wolcott ranges from $3.00 upwards per day.  A drawing-room, bedroom and bath from $8.00 up.  Maids’ room $2.00, Maids’ board $1.50 and excellent board it is.  Special terms will be given to those who make long stays.  The Wolcott is glad for permanent guests.  In the restaurant the prices are about the same as in any other good restaurant.  As low as they can be to provide the very best of everything, but there are no “extras”.  Your “check” is always a little less than you expect.

 

The brochure ends with this charming statement of the Wolcott’s philosophy of guest service:

The management treats every guest as a guest.  Your comfort is the first consideration.  You may telegraph from rooms at our expense.  Mention of your train bring a uniformed porter to meet you.  He will take charge of your trunks and see that they reach the hotel promptly.

 

If you have not reserved rooms, bring your luggage checks to the hotel with you. Our porter will then take them in hand, and your trunks will be brought to you more quickly than if they were turned over to the Transportation Company for delivery.  There is never any possibility of dispute, because whatever you say is right.  

 

Many conveniences have been provided that will not be found in most hotels.  The valet and maid have supplies of the little toilet articles, some one of which is apt to be forgotten:  hairpin- a tooth-brush- or a welcome knot of fresh chiffon; a bath-robe or a night dress- spick and span in a sealed envelope.  An umbrella for a rainy day.  Fresh brushes and combs- indeed everything, that the difficulties of one guest suggest, has been provided, against the possibility of a like difficulty again.  A telephone in every room that carries your instruction to the office and connects with every other telephone everywhere.

 

The 1915 census listed the employees who lived-in at the Wolcott: two cooks, eleven maids, two glass maids, a pantry girl, head cleaner and eleven cleaning women.  The Corning Glassware Company used the Wolcott Hotel’s kitchen in 1908 to test its new ovenware.  It turns out that Corning salesman William Thompson’s father-in-law was the Wolcott’s general manager at that time.

Surprisingly, not much has changed on the street floor in the past 110 years.  An original plan shows the lobby in its present location with the office on the right side and the lobby extending to the rear under a musician’s gallery (which still survives) into the restaurant at the rear.  The ground floor had a ladies reception room and a café with a leaded glass ceiling at the front and a smoking room, children’s dining room and Palm Room on the sides.  The Louis XVI-style lobby had tall French mirrors, mahogany chairs upholstered in green velvet with the hotel’s crest embroidered in gold.  The Palm Room’s ceiling has stained glass over a trellis of vines “giving the effect of being open to the sky.” The Wall Street Journal reported (January 16, 2014) that the Wolcott Hotel ballroom is to be restored to its former glory.

Architectural historian Christopher Gray in his Streetscapes column in the New York Times (December 1993) wrote about the Wolcott:

 

Architects’ and Builders’ Magazine, in an extensive article about the Wolcott published in September 1903, described in the exterior as “Modern French”, noted the hotel’s “elaborately sculptured decoration”.  The Wolcott boasted its own laundry, power plant, ice making machines and telephone systems.

 

The interior designs of most hotels of this size was perfunctory, often simply a selection of catalogue items casually brought together.  But there is every indication that the interior decoration of the Wolcott was carefully planned and executed….

 

Duncan worked in a big, bold style, favoring super-scaled Beaux-Arts type ornament to produce a startling, even shocking effect of sophistication and luxe that was his signature.  The Wolcott’s essential Beaux-Arts style broke no new ground: rather it was the audacious, blocky precision of its ornament, combining the rigorous discipline of French neo-Classicism with the exuberant display of the contemporary school of the Ecole Des Beaux-Arts.

 

On March 15, 2004, Michael R. Bloomberg, Mayor of the City of New York, issued the following Proclamation which recognized the Wolcott on its 100th birthday:

 

Whereas:  On March 1, 1904 when lower Midtown was at the pinnacle of elegance and culture, the Hotel Wolcott opened on 31st Street between Broadway and Fifth Avenue.  It was and has remained a reflection of the grandeur of old New York with its marble staircase, leaded chandeliers and ornate molding providing a haven from today’s fast-paced world.  Today we celebrate the anniversary of this historic building which for 100 years has offered comfortable accommodations in an atmosphere reminiscent of a time when messages were sent by telegram and travelers packed trunks instead of suitcases.

 

Whereas:   Rooms may have increased in price from the 1904 rate of $3 a day, but the Hotel Wolcott still prides itself on providing luxury at an affordable cost making it possible for everyone from college students to business people to get a taste of turn-of-the-century life.  Designed by John H. Duncan, its architecture is bold and elaborate making it clear that it is not merely a place to sleep after a day in the city, but an attraction in its own right.  Its interior brings together elements of various cultures: French mirrors coexist with Portuguese tiles and a neo-Greek vestibule, in a spirit befitting a quintessential New York hotel.

 

Whereas:  Sitting in the Hotel Wolcott, we feel that we have not only put aside our everyday lives, but also that we have slipped out of our time amid such vestiges as the original ballroom and the musician’s gallery.  It is not hard to imagine guests from the hotel’s past, such as Edith Wharton or Buddy Holly stepping into the lobby.  And once we walk outside, making our way to the Empire State building on Rockefeller Center or Grand Central Station, we realize that the grandeur of the Hotel Wolcott still befits the New York of today.

 

Now therefore, I, Michael R. Bloomberg, Mayor of the City of New York, in recognition of the contributions of the Hotel Wolcott to preserving the essence of old New York, do hereby proclaim March 1st, 2004 in the city of New York as: “Hotel Wolcott Day”

 

On December 20, 2011 the Landmarks Preservation Commission designated the Hotel Wolcott as a Landmark because of its “special character and special historical and aesthetic interest and value as part of the development, heritage and cultural characteristics of New York City.”

*excerpted from my book “Built To Last: 100+ Year-Old Hotels in New York”, AuthorHouse, 2011.

2. Quote of the Month

“In the mind of some venerable ladies and gentlemen, the sale of the Plaza Hotel in New York several years ago could only be associated with the fall of the Bastille, the decapitation of Charles the First, and the fourth inaugural of Roosevelt. It was regarded as a disaster comparable with the San Francisco earthquake or the Johnstown flood.”

Thomas Dabney

“The Man Who Bought The Waldorf: The Life of Conrad N. Hilton”

3. My New Book

My new book, “Built To Last: 100+ Year-Old Hotels East of the Mississippi” is available now.  It is a paperback which tells the stories of 86 historic hotels (50 rooms or more) and each is illustrated with an antique postcard.  It has a foreword, preface, introduction, bibliography and index.  It has been accepted by the American Hotel and Lodging Educational Institute for promotion, distribution and sale.  

“Stanley Turkel is one of the best writers I know at capturing our history   the “old”   and infusing it with new life and relevance. In his two previous books on classic American hotels and the legends of the hotel business, Stanley brought to vivid life many characters and places that contributed to the greatness of the lodging industry. Now, in this latest book, he adds a wonderful chapter to the rich history we share.”

Joseph A. McInerney, CHA

President/CEO Emeritus

American Hotel & Lodging Association

You can order a copy on my website (www.stanleyturkel.com) Click on Books.

Managed by Growth Properties, the 99-room Country Inn & Suites By Carlson Opens in Cookeville, TN

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MINNEAPOLIS (January 28, 2014) - Country Inns & Suites By Carlson, a leading upper-midscale hotel brand, today announced the opening of Country Inn & Suites By Carlson, Cookeville, TN. 

“We are excited about this addition to our portfolio as we grow the brand in the south,” said Scott Meyer, senior vice president, Midscale Brands, Americas, Carlson Rezidor Hotel Group.  “We strive to provide services and amenities that appeal to leisure and business guests alike and this hotel is no exception with its proximity to restaurants, area attractions and business parks.”

 

The hotel offers 99 guest rooms and suites, a fitness center, outdoor pool, business center and a meeting room. The hotel features the brand’s signature and complimentary amenities including high-speed Internet access and hot, breakfast served daily on classic diningware. 

 

“We are thrilled to begin a relationship with the Carlson Rezidor Hotel Group and their family of brands,” said Nick Hatley, Corporate Director of Operations, Growth Properties, Inc. the firm that will manage the hotel. “The outstanding amenities and service culture the Country Inns & Suites brand is known for will make this hotel a great success.”

 

Country Inns & Suites offers a caring, consistent, comfortable hospitality experience delivered with a touch of home, and features particularly attractive for business travelers. The distinctive product and service innovations, such as the Be Our Guest employee training program have generated tremendous employee engagement scores and high guest satisfaction.

For reservations and more information, visit www.countryinns.com.

 

Stacey Edinger Appointed Director of Sales and Marketing for the 802-key Hyatt Regency San Francisco

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(San Francisco, CA - January 28, 2014)—- David Lewin, General Manager of Hyatt Regency San Francisco, has announced the appointment of Stacey Edinger as the hotel’s Director of Sales and Marketing.  Edinger replaces Judy Cronkhite who has transferred to the Grand Hyatt San Francisco.

With three years in the Hyatt Hotels and Resorts family, Edinger was most recently the Director of Sales and Marketing for the Hyatt Regency San Francisco Airport in Burlingame.  Prior to joining Hyatt, she was Director of Sales and Marketing for several other hotels, including Parc 55 San Francisco and InterContinental Mark Hopkins.  Additionally, Edinger has held several other senior sales and marketing positions as Director of National Accounts with Gaylord Hotels and Director of Sales and Marketing for Starwood Hotels.

 

A graduate of Cornell University’s School of Hotel Administration, Edinger is a member of Meeting Professionals International, the Cornell Hotel Society and the Cornell Alumni Association of Northern California.

 

To reach Stacey Edinger, please call (415) 291-6509 or email her at stacey.edinger@hyatt.com.

 

Four Personal Luxury Resorts & Hotels Earn Place on U.S. News & World Report’s List of Best Hotels

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United States Properties Include Bardessono, Hotel 1000, ONE Bal Harbour Resort & Spa, Villas of Grand Cypress

The Woodlands (Houston), Texas, January 28, 2014 … Benchmark Hospitality International®, a leading U.S.-based hospitality management company, announces that four hotels within its Personal Luxury Resorts & Hotels® brand have received recognition on U.S. News & World Report’s 2014 “Best Hotels in the United States” list. 

 

Bardessono in Napa Valley was awarded a Gold award as one of the “Best Hotels in the USA.”  Hotel 1000 in Seattle, ONE Bal Harbour Resort & Spa in Miami Beach and Villas of Grand Cypress in Orlando received the Silver award as “Best Hotel” within their respective American markets.

 

“We are honored that four of our Personal Luxury properties received this prestigious recognition from such an important and widely-read business publication,” said James Simkins, chief operating officer, Personal Luxury Resorts & Hotels. “It helps to reinforce that the personalization of every guest experience and our attention to detail in our service levels are being noted, appreciated and truly make a difference in our guests’ experience.”

 

“The 2014 Best Hotels were selected because they meet the highest standards of travel experts and guests alike,” said Miriam Weiner, travel editor for U.S. News & World Report. “These properties are renowned in the travel industry for their luxury amenities and quality customer service.”

 

The 2014 U.S. News & World Report Best Hotels recognizes properties that were ranked based on an unbiased methodology, which includes the collective opinion of travel experts and guests, expressed through online reviews and ratings. To create this year’s rankings, U.S. News & World Report factored in the prominence of industry awards a hotel receives along with its reputation among travel experts and guests. In total, 1,693 U.S. hotels, 271 Caribbean hotels, 342 Mexican hotels and 223 Canadian hotels were evaluated for the 2014 rankings.  Hotels named “Best” in their destination are typically the properties that have ranked within the top 30 percent of U.S. News-evaluated properties in that region. A smaller, more selective group of hotels that are ranked in the top 10 percent of all ranked luxury hotels in the United States, the Caribbean, Mexico or Canada received a “Best Hotels in the USA,” “Best Hotels in the Caribbean,” “Best Hotels in Mexico” or “Best Hotels in Canada” award, depending on their location.

 

The U.S. News & World Report rankings of the 2014 Best Hotels can be found online here:  http://travel.usnews.com/

Content Marketing 101: An Introduction to the Newest Marketing Tool for Businesses

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By Jennifer Nagy

The traditional marketing methods that businesses have used in the past are becoming outdated and uninteresting to consumers, leading to low conversion rates, decreased website traffic and lower ROI (on a company’s marketing spend). Today, many companies are choosing to implement new and creative marketing strategies with the end goal of establishing their company and key executives as experts in their industry. Not only does this increase a company’s overall credibility, it also helps to shorten the sales cycle drastically. The most effective thought leadership campaigns use content marketing to educate readers (potential clients, media, industry experts, etc.) about a company’s area of expertise.

So how can you get started with your content marketing strategy? First, it’s important to know the basics…

What is Content Marketing? 

Content marketing is a targeted marketing strategy that involves creating insightful, engaging and interesting written content with the aim of creating customer loyalty and increasing opportunities for future business. An effective content marketing strategy will help a business engage with its customers, leaving them better informed and interested to find out more.

Content marketing can include a variety of tactics including:

  • Thought leadership articles published in high-profile publications
  • Blogging
  • e-Books
  • Webinars
  • Among many others…

 

 

 

Content marketing is not a direct sales tactic, but rather a two-way communication medium between a business and its target audience. Like public relations and social media, content marketing is not directly designed to sell a product/service; however, it can have significant effect on brand awareness and can be highly effective at positioning a company as an expert in their field. As I’m sure you know, these activities cannot be directly linked to an increase in sales, but they can significantly decrease the length of the sales cycle, making it a highly effective marketing medium—especially for start-ups and companies working in a highly competitive market with high supply. By improving the public’s understanding of who a company is and the product/service it offers, content marketing is a fantastic way to increase a company’s credibility and brand recognition without the significant costs associated with more traditional marketing methods.

In order to get the highest ROI from your content marketing strategy, it is very important to follow these four tips:

Embrace the Blog

Hosting a blog and sharing content on your website not only allows your customer to understand your position as a thought leader, but it is also the easiest and most effective method of driving traffic to your site and increasing your SEO ranking. Every time a new blog post is added to your blog, the search engines scan your site, which immediately leads to a boost in your search ranking.

Create a weekly blogging schedule and post on the same days every week, so your followers will know when to visit your blog to read your new posts. Businesses should be publishing a new blog post with original content at least twice a week. At least another two times per week, you should be sharing content from other sources (news articles, other companies, studies, stats, etc. with links back to the original source) through your blog. For even greater consistency and brand recognition, you should cross-promote your blog through your company’s social media channels.

Promote Through Social Media

Social media is one of the best ways to post and share your content but because many companies are only now beginning to integrate it into their strategy, it can go a long way to establish your company as innovative. Before getting started, it is important to understand the role of social media and the benefit it offers for businesses: social media is one of the best marketing mediums for developing relationships with (and loyalty from) potential customers, but in most cases, it is not a direct sales tactic.

Implementing a social media posting schedule will help your business maintain its competitive edge, and ensure that you can offer interesting, unique content on a regular basis. The more views your post receives, the more it will be shared, commented on and enjoyed by both new and existing customers—and the greater ROI that your social media outreach will earn. Because of this fact, scheduling your posts to ensure the greatest exposure to your followers can make or break the success of your social media strategy. Scheduling tools like Oktopost will enable businesses to share content at the time of day that it will make the biggest impact.

As well as publishing your own content on a consistent, ongoing basis, businesses should be engaging with customer’s posts to ensure continued customer satisfaction. For example, if a hotel guest tweets a picture of the fantastic view of the beach from her hotel room, the hotel should acknowledge the post offering a friendly greeting or ‘thank you’ for the post. Consider also retweeting (sharing the image with your followers) and then recognizing the customer on #FF (follow Friday), as one of your property’s amazing guests. This will make the guest feel special and she will remember the hotel for its fantastic beachside view, as well as its friendly staff.

Drop the Sales Pitch

Effective content marketing minimizes the need for a sales pitch. In fact, if a company does choose to promote their company within their content, its content marketing strategy will not be effective. Most consumers are highly distrustful of advertising messages and so the moment your content becomes promotional, readers are likely to lose interest. Customers visit websites and social media channels to learn insightful information about a business’ area of expertise, not to experience a hard sell (or even a soft one!). Instead, provide customers with the information they are looking to find in a creative and informative way.

For example, a hotel can use content marketing to increase repeat site visits from potential customers, increasing brand recognition, brand loyalty and increasing direct bookings in the process. In order to do so, the hotel would need to make their website (and blog) a destination for consumers to find out valuable travel tips (including topics like: how to save on your upcoming hotel stay, etc.). Because readers keep coming back to the site to learn from your content, they will be more likely to remember your hotel and visit your direct website (instead of the OTAs) when they are booking their next hotel stay in that destination.

By providing info instead of just using your content to sell, you are giving the customer time to develop trust for your company, before receiving your sales messages. If your content continues to be engaging, informative and creative enough, the customer will remember your company and come back to make a purchase when they are ready to do so.

Add Videos

Videos are very popular content with followers because most people connect more strongly to visuals than copy; however, many companies are hesitant to use video content because of their perception of it as expensive and time-consuming to create. In reality, videos can be much easier to produce than you might think. With a well-planned script, a professional setting and proper lighting, you can use free video apps (i.e. Vine and Instagram) to create mini-looping videos that can be shared on all of your social media profiles quickly and easily.

Additionally, creating a longer video for your homepage or for YouTube will not only position your company as a creative thought leader, but can also offer very beneficial marketing exposure. For example, multimedia content often appears on the first page of Google search results, which helps to make your business more visible (without having to invest in expensive SEO or Google AdWords campaigns). Even if your videos are not visible on the first page of search results, consumers will often use YouTube to conduct a search. In fact, YouTube is the second most popular search engine in the world.

To conclude, as it becomes harder for companies to stand out from the crowd in a highly competitive market, a content marketing strategy becomes increasingly important. Content marketing is a low-cost, highly effective way for companies to establish a position of thought leadership and develop relationships with potential customers using top-notch content.

If you have any further questions about content marketing or if you would like help planning and creating your business’ content marketing strategy, please don’t hesitate to contact me at any time at jenn@jlnpr.com.

This article was originally published by The Huffington Post.

 

Fort Capital to Transform Historic Surf Club, Surfside, FL into Four Seasons Hotel at The Surf Club

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SURFSIDE, Fla. and TORONTO, Jan. 29, 2014—Fort Capital, the Miami-based private real estate investment company, today announced it has entered into an agreement with Four Seasons, the world’s leading luxury hospitality company, to brand and manage The Surf Club, a 9-acre property on the Atlantic Ocean in Surfside, Florida which Fort Capital acquired in 2012.

Four Seasons Hotel at The Surf Club will have approximately 80 rooms, and incorporate a historic Russell Pancoast-designed building. The Surf Club Four Seasons Private Residences will comprise 150 homes and penthouses in two 12-story towers. Both will offer the intuitive, customized service that is the hallmark of Four Seasons. Richard Meier & Partners, in association with KKAID, is the design architect for the project. 

 

The legendary Surf Club, was founded in 1930 by Harvey Firestone as a private membership club. It will soon join a growing portfolio of historic and architecturally important Four Seasons hotels, including the landmark Four Seasons Hotel George V, Paris; the lavishly restored Palazzo and Giardino della Gherardesca at Four Seasons Hotel Firenze; and the majestic Four Seasons Hotel Lion Palace St. Petersburg, housed in a meticulously restored 19th century palace.

 

The Surf Club boasts 965 feet of Atlantic oceanfront on a 9-acre site which will incorporate the hotel; two residential towers; a private membership club; two restaurants; four swimming pools; a state-of-the-art spa and fitness center; more than 40 beach cabanas; and an expansive park and oceanside gardens. The Richard Meier Signature Homes and Penthouses, ranging in size from 1400 to almost 8000 square feet, will offer residents extraordinary views stretching from the Atlantic to downtown Miami, with interiors and finishes personally selected by Mr. Meier. The design for the buildings utilize his decisive and iconic visual vocabulary—glass walls, capacious volumes of space, a sensitivity to the movement of natural light throughout the day, and sumptuous yet elemental materials. This is Mr. Meier’s first project in the Miami area 

 

“When we acquired The Surf Club in 2012, our goal was to augment the property’s natural beauty and storied past with the intelligent, purposeful design of Richard Meier to create an elegant, amenity-rich residential and hospitality experience,” noted Nadim Ashi, CEO of Fort Capital. “By partnering with Four Seasons, we are going to ensure that Four Seasons Hotel at The Surf Club and The Surf Club Four Seasons Private Residences will consistently deliver the highest caliber of service. Their expertise, track-record and fully-integrated bespoke service will provide owners and guests with an unmatched lifestyle of luxury and ease. Richard Meier & Partners in association with KKAID, have created buildings which will become iconic additions to the Surfside landscape.”

 

“We move forward with opportunities only if we are confident we have the right location and the right partner – a partner who shares our vision for success,” said Scott Woroch, Executive Vice President Worldwide Development, Four Seasons Hotels and Resorts.  “We are excited to partner with Fort Capital and Richard Meier – visionaries who have embraced the Surf Club’s rich history and provenance while boldly reimagining its future.”

 

“This is a tremendous opportunity to grow our portfolio in Florida, a key growth market for Four Seasons,” continued Woroch. “Four Seasons Hotel at The Surf Club will be a dynamic complement to our existing properties in Florida – Four Seasons Resort Palm Beach and Four Seasons Hotel Miami, as well as the highly anticipated Four Seasons Resort Orlando at Walt Disney World® Resort opening this summer.” 

 

Richard Meier commented, “The Surf Club offers a unique opportunity to create an important addition to the built environment, one which affects a balance between the natural beauty of the expansive oceanfront site, and the desire for a new definition of luxury. Incorporating the historic structure; remaining sensitive to the gracious, low-rise context of Surfside, Florida; and further exploring the relationship between structure and sea has been a wonderful project for the firm. With the addition of Four Seasons, I feel confident that the homes and penthouses we have created will be enjoyed to their fullest.” 

 

Coastal Construction is serving as general contractor on the project. Construction commenced in late 2013 and is on schedule to be completed in early 2016. 

Cornell Study Shows Use of Economic Value Added (EVA) as Barometer of Hotels’ Investment Performance

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Ithaca, NY, January 29, 2014 - A study from the Cornell School of Hotel Administration demonstrates the use of economic value added (EVA) as a measurement of hotels’ investment performance. The study, “Using Economic Value Added (EVA) as a Barometer of Hotel Investment Performance,” by Matthew J. Clayton and Crocker H. Liu, is available at no charge from the Cornell Center for Hospitality Research (CHR). The report is issued in conjunction with the Center for Real Estate and Finance (CREF) at the School of Hotel Administration.

“EVA is a well known investment tool, and it works very effectively as a barometer of investment performance for hotels,” said Clayton, who is an associate professor and Stone Family Faculty Fellow at the Cornell School of Hotel Administration. “For most hotel deals, analysts look at the cap rate spread, and that’s a useful measurement, but EVA goes beyond cap rates to include investors’ risk premium and the cost of equity financing.” 

 

Added Liu, who is a professor at the School of Hotel Administration: “We document the EVA spread on hotels during the real-estate boom of ten years ago and the following bust. So, right after hotels reached the peak of value in 2007, the EVA spread turned negative in the second quarter of 2008 as hotel values had already started to decline.”

 

Clayton and Liu found that the EVA remains generally negative at the moment, a figure that coincides with continued economic and property sector weakness. They conclude that this negative EVA spread suggests that investors may be buying properties either to reposition them for stronger cash flow or to realize their profit from the deal when they sell their repositioned property. 

 


Stephan Meier Named General Manager for 414-key Embassy Suites Denver Downtown - Convention Center

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Denver, Colo. (January 29, 2014) - The award-winning  Embassy Suites Denver Downtown - Convention Center - a  flagship property for the brand and a leading downtown Denver hotel that features 25,000 square feet of exceptional meeting space - is pleased to announce that it has hired Stephan Meier to serve as General Manager. 

With more than 22 years of international hospitality experience, Meier most recently served as the General Manager of the DoubleTree by Hilton Omaha, a 414-room hotel with 30,000 square feet of meeting space. 

 

Prior to that, he served as the General Manager of the DoubleTree by Hilton Tulsa in Oklahoma. He also served as the Director of Food & Beverage at the Hilton Hotel Dallas Lincoln Center and the Assistant Director of Food & Beverage at Arizona’s DoubleTree by Hilton Paradise Valley. Other past hospitality experience includes the DoubleTree By Hilton Plano North Texas Conference Center and the Hyatt Dallas Ft. Worth Airport.

 

A graduate of Washington State University, Meier also holds a Swiss Hotel Diploma from the Ceasar Ritz Hotel School in Brig, Switzerland. 

 

“I am excited to lead this hotel because it is truly a unique, flagship property in the Embassy Suites brand,” said Meier. “I am dedicated to making sure that our team consistently provides the highest levels of guest service, while also delivering strong financial results to our owners.”

Located directly across from the Colorado Convention Center, the Embassy Suites Denver Downtown features 403 spacious guest suites and was ranked one of the “Top 25 U.S. Hotels for 2013” by TripAdvisor. Guest can enjoy complimentary cooked-to-order breakfast daily and an Evening Reception with snacks, wine & beer. Amenities include a saline-based indoor pool, a Fitness Center, a Massage Studio and a casual American restaurant.

 

Managed by Sage Hospitality, the Silver LEED certified Embassy Suites Denver Downtown offers 25,000 square feet of spectacular meeting space, including 16 venues that can host up to 650 people.

“With his extensive Hilton brand and hotel operations experience, we are thrilled to have Stephan in the Sage family,” said Jim Darter, Senior Vice President of Sage’s Full Service Hotels division. “He is a passionate and innovative leader who will continue to enhance this hotel’s position as a leading downtown Denver hotel.” 

 

To learn more about the Embassy Suites Denver Downtown, please visit their website or call 303-592-1000. 

 

Revenue Strategy at European Hotels Reaching an “Inflection Point”

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Led by Duetto, Thought Leaders to Debate the Impact of Disruption and Technology at Hospitality Technology Europe (HTE), February 4th, 2:15 PM

Executives from Louvre Hotels, Nor1 and ReviewPro Join Duetto to Discuss the Evolution of Revenue Management and the Future of Revenue Strategy Worldwide

 

London, January 29, 2014  … Thought leaders from some of the most innovative brands and technology companies in the hotel industry will come together for a lively discussion of the future of hotel revenue at Duetto’s Master Class at Hospitality Technology Europe (HTE), February 4, 2014, 2:15 PM at Earl’s Court, London. 

 

All industry professionals registered for the HTE conference are invited to attend.

 

“Traditional revenue management practices associated with BAR rates, hurdles and managing to budgets have benefited intermediaries at the expense of hoteliers.  New strategies are needed to allow much greater pricing flexibility and redesigned loyalty programs in a rapidly evolving lodging marketplace,” said Patrick Bosworth, Co-Founder and CEO of Duetto, HTE’s conference partner.

 

He concluded, “Our roundtable discussion aims to stimulate a fresh conversation about the challenges and solutions for the European market, as we introduce Revenue Strategy and debate what every hotel must do to stay ahead of the curve.”

 

Duetto provides dynamic, intelligent revenue strategy solutions to the world’s leading hotels, allowing them to maximize profits through superior, actionable data to better manage pricing, revenue and business mix decisions.

 

A Panel of Europe’s Leading Lights

 

Panelists at the Duetto Master Class: “From Revenue Management to Revenue Strategy: A Dialogue on the Future of Price Optimization,” will include:

 

RJ Friedlander—Founder and CEO, ReviewPro

 

Chinmai Sharma—Vice President, Revenue Management and Distribution, Louvre Hotels (Starwood Capital Group)

 

Graham Dungy, Hotel Digital Revenue Development Consultant

 

Mario Bellinzona, Senior Vice President, EMEA, Nor1

 

Sharma said, “The industry as a whole has reached an inflection point in distribution complexity.  The role of revenue management professionals has expanded far beyond what it once was—to become the fundamental source of market intelligence, central to all revenue generation efforts. He concluded, “I look forward to joining Patrick and the other panelists to discuss what’s needed, at the macro level and for individual properties, as we enter a new era of revenue generation and management in the industry.”

 

For more information on Duetto’s Master Class discussion, or on HTE, please visit http://www.hospitalitytecheurope.com/en/conference/Conferenceprogramme2014.aspx

Fibra Inn to Acquire the 142-room Hotel Aloft® Guadalajara Las Americas in Mexico

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January 29, 2014 - MONTERREY, Mexico - Deutsche Bank Mexico, S.A., Banking Institution, Trust Division F/1616 or Fibra Inn (BMV: FINN13) (“Fibra Inn” or “the Company”), a Mexican real estate investment trust specializing in the hotel industry serving the business traveler, announced today that it has signed a binding agreement for the acquisition of the Hotel Aloft® Guadalajara Las Américas in the State of Jalisco. The hotel will be the third property in Guadalajara and the twenty-third in Fibra Inn’s total portfolio, including properties under development. 

Through this binding agreement, Fibra Inn begins the process with Starwood® to integrate into its portfolio of hotels the Aloft® Brand of the W Hotels division of the international chain Starwood® Hotels & Resorts Worldwide, Inc. Fibra Inn is in the process to obtain the approval. Starwood® is one of the leading global hotel chains, with approximately 1,169 properties in 100 countries. Starwood® is one of the strongest chains in the lifestyle concept, with brands such as W and Aloft®. Furthermore, it has other well-positioned brands such as Sheraton, Four Points by Sheraton and Westin, among others. 

 

The agreed upon price for the hotel is Ps. 220 million at a 10% cap rate, with an additional Ps. 20.3 million in taxes and acquisition expenses. The hotel was built recently and will be paid for in the following manner: 

 

  • a. Ps. 41.2 million in cash from the remaining proceeds of the initial public offering that took place on March 13, 2013. 
  • b. The remaining balance will be paid with a temporary credit line contracted through Actinver. 

 

 

 

In the event that in the third year the hotel reaches profitability in real terms exceeding 10.6%, the seller will have the right to receive a performance Premium, equivalent to the profitability reached. 

 

The Technical Committee approved this acquisition on November 29, 2013, given that it will represent 6% of the Fibra’s portfolio value. In accordance with Fibra Inn’s by-laws, the Technical Committee must approve acquisitions that exceed 5% of the portfolio, while the Shareholders’ Meeting must approve those that exceed 20%. 

 

Fibra Inn opted to acquire this hotel for the following reasons: 

  • Guadalajara is one of the three most important cities in the country, from an economic standpoint; as a result, it has a high level of market demand and there is a need for hotel options across all market segments. 
  • The city has a diversified economy with a high number of technology and manufacturing companies with a large service offering. 
  • Avenida de las Américas is one of Guadalajara’s main thoroughfares and is located in the financial and business area of the city, surrounded by stores and restaurants that house the two top-end hotels, the NH Select and the Fiesta Americana Grand Guadalajara Country Club, which have high occupancy levels and are leaders in the price segment. Expo Guadalajara is the most important convention center in the country with historically high occupancy rates in previous years that result in high demand for hotel options throughout the city. 
  • The Aloft® brand of W Hotels, with its lifestyle concept has a high probability of success in this area and location since it is geared towards the business traveler with high purchasing power. 

 

 

The operation of this hotel will be managed by Starwood®, which has more than 17 hotels in operation in Mexico, in addition to other franchisees, operated by third parties. 

 

The Hotel Aloft® Guadalajara Las Américas is the second Aloft® hotel in Mexico; the first one is located in Cancún and it features an innovative concept that redefines the elect service segment with a lifestyle hotel that is priced at a competitive rate. The hotel Aloft® Guadalajara Las Américas has 142 rooms and will open to the public on January 27. It is located at 1528 Avenida de las Américas, Col. Country Club, Guadalajara, Jalisco, 44637. It is surrounded by corporate offices, hotels, shopping centers and mixed developments. With this acquisition, Fibra Inn has a portfolio of 21 hotels in operation, plus two under development, with a total of 4,118 rooms, of which 664 are under construction. 

 

Note on Forward-Looking Statements 

 

This press release may contain forward-looking statements. These statements are statements that are not historical facts, and are based on management’s current view and estimates of future economic circumstances, industry conditions, Company performance and financial results. Also, certain reclassifications have been made to make figures comparable for the periods. The words “anticipates”, “believes”, “estimates”, “expects”, “plans” and similar expressions, as they relate to the Company, are intended to identify forward-looking statements. Statements regarding the declaration or payment of dividends, the implementation of principal operating and financing strategies and capital expenditure plans, the direction of future operations and the factors or trends affecting financial condition, liquidity or results of operations are examples of forward-looking statements. Such statements reflect the current views of management and are subject to a number of risks and uncertainties. There is no guarantee that the expected events, trends or results will actually occur. The statements are based on many assumptions and factors, including general economic and market conditions, industry conditions, and operating factors. Any changes in such assumptions or factors could cause actual results to differ materially from current expectations. 

 

For more information, visit: www.fibrainn.mx

 

White Lodging Completes Renovation of the 148-room Hilton Garden Inn Detroit/Novi in Michigan

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January 29, 2014 - NOVI, Mich. - White Lodging Services is pleased to announce the 148-room Hilton Garden Inn Detroit/ Novi has completed lobby and guest space renovations.

Hilton Garden Inn Detroit/ Novi now features elements of Project Grow, a major brand revitalization initiative, that includes upgrades to the hotel’s communal spaces including the lobby and the guest reception area.

 

Tailored color schemes, seating arrangements, lobby bars and updated floor and tile work are hallmarks of the “Project Grow” initiative and Hilton Garden Inn Detroit/ Novi has brought that philosophy to its hotel.     

 

“‘Welcome to the Garden’ is more than just a phrase on the front door of our hotels,” said William Holper, general manager, Hilton Garden Inn Detroit/ Novi. “The layout, new furnishings and overall design of the pavilion will help open up the lobby to our guest in ways unlike any before. It has taken our lobby from a place of transaction to a place of interaction for our guest and associates.”

 

Guests at the Hilton Garden Inn Detroit Novi can start their day with a full cooked-to-order breakfast at the Garden Grille and Bar®, or end it in one of the brand’s signature beds featuring fresh, white duvets and crisp linens.  Each hotel room includes an oversized desk with an ergonomic desk chair, 37-inch high definition television, and a “hospitality center” with a mini-fridge, microwave oven and coffee maker. 

 

Other hotel amenities include complimentary WiFi Internet access in guestrooms and public spaces; 24-hour business center featuring Print SpotTM remote printing which allows wireless printing from any laptop or smart phone; a state-of-the-art fitness center, as well an outdoor swimming pool.  The Garden Grille and Bar will also serve cocktails*, dinner and evening room service.  The Pavilion Pantry® is open 24-hours and features a complete selection of snacks, fresh and frozen entrees, refreshing beverages and any personal care items guests may have forgotten to pack. 

 

For more information or to make reservations visit Hilton Garden Inn Detroit/ Novi or call +1 248 348 3840. 

 

Read more about Hilton Garden Inn at www.hgi.com and www.news.hgi.com

 

Moscow Hotel Market Update: 2013 Results & the Forecast for 2014 Shows Little Upward Market Trend

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Moscow, January, 2014 — Jones Lang LaSalle’ Hotels & Hospitality Group announces 2013 Moscow hotel market results.

 

“2013 saw very little movement in the Moscow hotel market. Occupancies seem to be at a peak, with little reason to forecast a rise in 2014. As is stands we see 2014 for the Moscow hotel market as very much a copy of 2013 in terms of occupancy, but we may see slight ADR drops across the market.” – David Jenkins, Head of Jones Lang LaSalle’ Hotels & Hospitality Group, commented.

2013 results in brief:

  • Luxury segment saw the highest ADR growth last year (+4%), rate exceeded RUB 13,100;
  • Upper Upscale saw the biggest ADR drop (-2%);
  • Only 1% ADR growth in Upscale;
  • ADR in Upper Midscale has grown by just 200 rubles since 2009;
  • Occupancy and ADR in Midscale segment are the same as in 2012. 

Luxury

The chart below clearly demonstrates the lack of movement of any significance in this segment. “Of course there are rare openings in the luxury segment so the shifts in supply and demand are less dramatic, but all the same it is an indication that as much as the segment needs to grow rate and occupancy – the market restricts them. Occupancy here has been the same year on year and really only a political shift in the visa system can help grow occupancy in this segment. In terms of rate, it again is aligned to the lack of FIT segment travel in the city and the dependence on corporate business”. – David Jenkins said. – “With the Four Seasons opening in mid-2014 it is interesting to see if they are able to drive ADR upwards – and if other can benefit from this. We also expect to see the impact of the new ownership of the Metropol Hotel in 2014. It will though be hard to see any upwards movement in ADR or in occupancy this year.”

Moscow Luxury Segment Full Year 2013 (year on year)

Source: STR Global, Jones Lang LaSalle

Upper Upscale

A tiny increase in occupancy was balanced out by a similarly small reduction in ADR. With the Marriott on the New Arbat planned to open in 2014, there could be a dip in results this year. 

Moscow Upper Upscale Segment Full Year 2013 (year on year)

Source: STR Global, Jones Lang LaSalle

Upscale

“ADR has grown in the upscale segment for the third straight year, but following increases of 4% in 2011 and the same in 2012, there was only a minor 1% growth this year. Given that rates are in rubles and local inflation is sitting at above 6%, these small ADR increases are inconsequential. The segment has never been able to recover rates since dropping 30% in ADR over 2009 and 2010. More worthy has been the steady growth in occupancy, coming from 62% in 2009 to 71% in 2012. Occupancy closed exactly the same in 2013. We see this as being more or less the peak achievable occupancy at this rate. The challenge here is how to grow in either occupancy and/or rate”. – David Jenkins noted. 

Moscow Upscale Segment Full Year 2013 (year on year)

Source: STR Global, Jones Lang LaSalle

Upper Midscale

ADR in this segment has grown by just 200 rubles since 2009, it has been quite predictable and again demonstrates the inability of the market to grow rates as both supply and demand expand. Occupancy as a % has grown by only 2% since 2008. Within this small rise in occupancy it is important to note that total supply in the segment grew by over 80% in the same time period, and total demand grew by 82%.

Moscow Upper Midscale Segment Full Year 2013 (year on year)

Source: STR Global, Jones Lang LaSalle 

Midscale

There has been a 60% growth in available rooms in this segment since 2008, and only since 2009 have there been enough rooms to make ‘a sample’. Over this time, demand has grown by 50%. Occupancy in 2013 of 72% is the same as in 2012 and is pretty much the peak achievable as a segment. There are some that can do more, and of course those that achieve less. With ADR also the same as in 2012, there was no movement at all in this segment and little to suggest it will do so in 2014. 

Moscow Midscale Segment Full Year 2013 (year on year)

Source: STR Global, Jones Lang LaSalle 

David Jenkins commented: “Available rooms in these 5 segments has grown by an amazing 60% since 2008 (the supply) and occupied rooms has grown by 50% over the same time period (the demand). This has though come at a cost to achievable average rates – those have dropped by 20% over the same 5 year period. 2014 will see the Four Seasons opening close to Red Square, as well as important openings for Marriott on the New Arbat and Radisson at Sheremetyevo. We anticipate more than 13,000 new rooms to open in the city in the next 5 years. We can expect to an extent that occupancy may cope in some segments but again the challenge will be at what cost to the average rate – unless some new dynamic is introduced into the market. There needs to be stimulation of the high-end leisure trade into Moscow to boost upscale to luxury hotel occupancies – though we see no evidence of this.”

 

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