PALO ALTO, CA (November 13, 2017) — The Clement Palo Alto has announced that Meliza Lessard, Director of Food & Beverage at The Clement, is now Director of Food & Beverage for The Clement, The Westin Palo Alto and Sheraton Palo Alto.

All three hotels are owned by Pacific Hotel Management, LLC, based in San Mateo, California.

Lessard has been Director of Food & Beverage at The Clement since September 2016. Prior to joining The Clement, Lessard was Food & Beverage Director from 2014-2016 at the Claremont Club & Spa, in Berkeley, California, and Assistant Food & Beverage Director at the Fairmont Mayakoba at Playa del Carmen, México, from 2011-2014. She also held positions in hospitality in Mount-Tremblant, Canada, Ste- Adèle, Canada, and Punta Cana, Dominican Republic.

She received a degree in 1999 in Hotel Management and a Sommelier Certificate Master, Level 1, at Lasalle College, Montréal, Canada, and studied for a bachelor’s degree in Hotel Management at Université du Québec à Montréal in Montreal, Canada. Lessard is also a certified wedding professional.

LEESBURG, VA, November 2017 … West Belmont Place at The National Conference Center hosted its second Junior Chef Competition on Saturday, November 4 with 10 busy junior chefs vying for a grand prize – a Chef’s Table for 10 to host their parents, teachers and friends. The second annual event was part of the West Belmont’s Taste of the Season event announcing the partnership with CEA Farms, highlighting local wines and beer and celebrating the fall harvest with local foods. The food pairings were created by Executive Chef Todd Goldian.  

The Junior Chef participants were in two categories, determined by age, where they prepared a savory or sweet preparation. The younger age group (ages 6-11) did cupcake decorating using piping bags, baking utensils, many different icings and decorations. The older age group (ages 12-16) had to choose their ingredients from a Mexican food bar with a variety of meats, seafood, tortillas, spices and herbs from The National’s garden. Each participant had 20 minutes to prep and prepare a simple dish to present to the judges.

Winners include:

1^st Place, Tabitha Ann Strain
2^nd  Place, Da’Morian Jackson
3^rd  Place, Anna Morris

“We are so thrilled that the community has embraced West Belmont’s Jr. Chef Competition and are excited to support our youngest chefs in the community,” said Executive Chef Todd “So many families are cooking together these days, and we want this to be an annual event that celebrates good healthy, family fun.”  Chef Todd is committed to a Farm to Table program as he partners with local farmers. Because The National and West Belmont Place often prepares 1,200 dinners a night, these farmers, CEA Farms in particular, have expanded their harvest so that The National can purchase directly from them.

A panel of judges included Geoff Lawson, Vice President and General Manager; Executive Chef Todd Goldian and John Walsh, Food and Beverage Director all from West Belmont Place at The National.

For more information about West Belmont Place at The National and upcoming events that are open to the public, visit West Belmont Place’s event page or call 703-724-6250. 

NEW YORK – Nov. 13, 2017 – Trump SoHo® New York is pleased to announce the appointment of Bill Pierce as Director of Sales & Marketing.

A New York City hospitality veteran, Pierce brings over 20 years’ experience to the Director of Sales & Marketing position, most recently as Director of Sales & Marketing at the Crowne Plaza Hotel in Times Square.  His previous positions include roles with Hyatt Hotels, Hilton Worldwide and Fairmont Hotels & Resorts.  In this new role, Pierce will oversee the hotel’s on-site sales and marketing team, including sales, catering, public relations and e-commerce. He will also be responsible for marketing and sales execution and strategy, revenue attainment, and hiring and training professionals to positively impact the hotel and its 12,000 square feet of meeting and event space.

PALM BEACH, ARUBA (November 13, 2017) – Hyatt Regency Aruba Resort Spa & Casino is pleased to announce the appointment of Carlos Cabrera as Area Vice President and General Manager of Aruba’s premier beachfront property. A seasoned veteran of the Hyatt hospitality family, Carlos brings over 40 years of experience, expertise, and passion to the resort.

In his new role, Carlos will oversee all aspects of the resort’s operations, including food and beverage, staff management, recruitment, and development, amongst other daily operational tasks. A talented leader with an excellent track record of significant improvement in profits, market penetration, customer satisfaction and team member engagement, his wealth of experience will aid him in developing long-term strategic goals for the resort as it further establishes itself as one of the top destinations on the island.

Carlos began his career with Hyatt 40 years ago as a Front Office Supervisor at Hyatt Regency Oakbrook. Prior to his new role, Carlos acted as SVP All-Inclusive Operations Resorts as well as SVP of Operations in the Southern Division. His contributions in these roles were indispensable in working with multiple constituents within Hyatt and Playa Hotels & Resorts to help lead the launch of Hyatt Ziva and Hyatt Zilara brands.

“I am very excited to be back in the Caribbean, on an island I have always loved,” said Carlos. “The area has a very special place in my heart, and I am looking forward to rejoining the great team at Hyatt Regency Aruba.”

For more information about the Hyatt Regency Aruba, call 1-800-55-HYATT or visit https://aruba.regency.hyatt.com/en/hotel/home.html. 

With the Opening of New Innovation Gallery, Hilton Officially Joins “I-270” Tech Corridor 

MCLEAN, Va. - Hilton (NYSE: HLT) today announced the opening of its Innovation Gallery, a first-of-its-kind incubator and experiential showcase for cutting-edge product developments that will shape the future of Hilton hospitality.

Open to invited guests including Hilton Team Members, hotel owners and technology partners, the 4,300-square-foot gallery brings together all elements of Hilton's innovation process. It is a physical space where conversations between thought leaders, design experts and hospitality professionals deliver new products and solutions for Hilton's guests.

Located next to Hilton's global headquarters at Hilton McLean Tysons Corner, and designed by the LAB at Rockwell Group, the award-winning architecture firm's in-house design innovation studio, the gallery showcases a variety of technologies, design elements and dining concepts, ranging from noise-cancellation and sleep-inducing devices for guestrooms to more functional and sustainable materials. The products on display have been recently launched or are under testing, with many developed through Hilton's partnerships with companies in various industries, including IBM, LG, Amazon and Tesla.

"Innovation has been in Hilton's DNA since entrepreneur Conrad Hilton purchased his first hotel and pioneered the industry nearly a century ago," said Jon Witter, Hilton's Chief Customer Officer. "Today, we honor our legacy of innovation with the opening of the Hilton Innovation Gallery - a space for us to incubate, test, scale and showcase the products and processes we're creating to enhance our guests' experiences and redefine the future of hospitality."

The Innovation Gallery Experience
Hilton has created an immersive experience in the gallery, which mirrors the guest's experience of a hotel by embedding custom architecture, experiential technologies and cutting-edge materials throughout. Upon entering the space, visitors will make their way through five experiences including: 

• Product Showcase: A space for visitors to interact with physical and virtual products that Hilton is exploring for use in hotels. Examples of current installations include Nightingale, a noise-masking product; Somabar, a personal mixology solution; Meural, a customizable digital art display; and Pilot, a real-time translation solution.
   
• Food & Beverage Concept Studio: This show kitchen offers an opportunity to experience and showcase the latest restaurant concepts developed by Hilton's Food and Beverage team, along with technology to film and webcast.
   
• Virtual Reality (VR) Stage: A dedicated space for visitors to use virtual reality headsets to experience new Hilton concepts. At launch, visitors will be able to view model rooms from two of Hilton's newest brands, Tru by Hilton and Canopy by Hilton.
   
• Darkroom: A progressive model guestroom dedicated to showing cutting-edge material technologies that have the potential to yield better quality, sustainability, design interest and operational returns.
   
• Innovation Theater: The nucleus of the gallery serves as a gathering space to brainstorm, collaborate and intersect around innovative ideas. The design highlights the functionality and social aspects of a modern gathering space while leveraging immersive high-end presentation technology solutions for sound and lighting.
   

Hilton designed the Innovation Gallery to showcase its culture of creativity and continuous drive to employ meaningful innovations that ease and enhance every aspect of the guest experience, from smartphone capabilities such as Digital Key to rooms enabling integrated entertainment. The space also showcases the company's focus on creating new hotel brands that match travelers' specific needs, such as Tru by Hilton for young-of-heart travelers seeking an energetic but relaxing environment and Canopy by Hilton, a modern boutique lifestyle brand.

LOS ANGELES, Nov. 13, 2017 -- Davidson Hotels & Resorts expands its Pivot Hotels & Resorts portfolio with the addition of The Hotel Minneapolis, Autograph Collection, a historic 222-room property in Minneapolis, Minnesota. Known for its fusion of old city charm and contemporary flair, The Hotel Minneapolis, Autograph Collection, is conveniently located downtown where guests can easily access sensational attractions such as the Guthrie Theatre, Mill City Museum and the U.S. Bank Stadium, utilizing the pedestrian friendly skyway system or hopping on the nearby light rail.

After a busy day of sightseeing or attending a Vikings game, travelers can retire to their guestrooms and enjoy modern amenities including high-speed wireless internet and 42-inch TVs, or simply relax and enjoy the luxurious comfort of the plush pillow top beds, custom duvets and sumptuous pillows. Guests not wanting to miss a beat on their workout routine will want to take advantage of the 10^th floor fitness center, which includes cardio and free weight equipment.

"We are absolutely delighted to add our first Minneapolis property to the Pivot portfolio," said Albert Smith, senior vice president of Pivot. "We are confident that guests will have a remarkable stay at The Hotel Minneapolis while taking in all of the arts and culture the city has to offer."

The Hotel Minneapolis features the award-winning Restaurant Max, offering fresh and regionally seasonal American cuisine. Located within the hotel, Restaurant Max serves up an inviting, fashionably elegant atmosphere, attracting diverse crowds seeking the perfect spot to enjoy corporate events, lunch with friends, a romantic dinner date or bellying up to the bar for happy hour. Open for breakfast, lunch and dinner, there is always something new to explore at Restaurant Max.

A multi-million dollar renovation is planned to begin in late 2018 and to be completed in early 2019.  All areas of the 222 room hotel, including Restaurant Max and all public spaces will be redesigned and reimagined offering guests and locals truly inspiring spaces to work, stay, dine and spend time.

Spirited, confident and cheeky – Marriott International today announced the openings of two fresh new additions to its playful Moxy Hotels brand: Moxy Tokyo Kinshicho and Moxy Osaka Honmachi. True to its name, the Moxy brand is designed for a new generation of socially extroverted, curious and energetic global “Fun Hunters”.

Owned by Tokyo-based Pacifica Capital K.K., the 205-room Moxy Tokyo Kinshicho features the brand’s industrial-chic DNA with stylish exposed brick walls, polished concrete floors and fun collaborative spaces. The hotel is located in the urban Kinshicho district, close to some of the city’s coolest tourist attractions such as the Tokyo Skytree, Tokyo Dome and the historic Asakusa Sensoji Temple, so exploring the city is easy. Kinshicho station is only a five-minute walk away, making access a breeze from Narita and Haneda international airports.

“Today’s consumer is less desirous of a cookie cutter experience and in fact wants to discover something new, take in the city, the food, the local scene, whether he/she is there for a day or a week,” says Hisashi Oinuma, Captain, Moxy Tokyo Kinshicho.

In Osaka, Moxy Osaka Honmachi is owned by EGW Asset Management Inc., and is located just steps away from Honmachi Station, one of Osaka’s main train stations. This 155-room Moxy is the perfect playground for modern urban explorers in Osaka. The hotel is located within easy distance of Osaka Castle, the food and nightlife of the Shinsaibashi quarter and the amazing shopping of Namba district.

“Moxy is specifically designed for this new generation of travelers – we call them Fun Hunters – who are looking for a hotel environment that allows them to have an experience on their terms,” says Shigeki Nakagawa, Captain, Moxy Osaka Honmachi. “They want a hotel that is wired to their specific needs, a place to stay that is affordable, fun, and awesome”.

Moxy is a fun, vibrant and stylish hotel designed to give guests everything they want and nothing they don’t, at an affordable price. No boring front desks here: guests can access their bedrooms via keyless entry with the Marriott Mobile App or check in with a crew member at the bar, where they will be greeted with a complimentary ‘Got Moxy’ cocktail upon arrival.

Say hello to fellow travellers in Moxy’s living rooms designed as highly-social communal areas, complete with foosball tables and board games. The Moxy Digital Guestbook is the source for everything that’s going on, who’s around in town, as well as a social media wall for guests to post their own #AttheMoxy Instas. At the Moxy, lifts double as selfie-friendly photo booths with locally inspired props for inspiration.

Moxy’s NOW + WOW communal spaces will come alive with thoughtfully crafted happenings designed by the hotels’ crew to cater to travelers and locals who like to hang-out with their friends and meet new ones, without having to empty their pockets. At Moxy Osaka Honmachi and Moxy Tokyo Kinshicho, these events will take the form of jam sessions, tarot card readings, classic film screenings, beer pong competitions, scavenger hunts, trivia nights, high-intensity workouts and more.

Bedrooms are minimalist yet multifunctional, with folding workspace desks and chairs, flat screen TVs, USB ports, motion sensor lighting, walk-in rain showers and furiously fast and free WiFi. The hotels’ 24/7 self-service grab-and-go concept, called Moxy Pickups, has cereals, fresh fruit, yogurt and noodles at breakfast, and soups, wraps and salads for lunch and dinner. Fresh coffee is available in the lobby, along with soft drinks, bottled juices, sodas, wine and beer.

The bar serves up Moxy’s signature cocktails and naans with savoury or sweet fillings: bacon, teriyaki chicken, pepperoni and jack, eggplant, cream cheese, nutella, strawberries and marshmallows. And, in Moxy hotels in Asia, guests can ‘pimp their noodles’ with a selection of instant noodles and condiment stations to customise their own flavours.

“We threw out the rule book for conventional hotel models to create Moxy’s Moxy Tokyo Kinshicho and Moxy Osaka Honmachi,” says Mike Fulkerson, vice president, Brand & Marketing, Marriott International. “These two new brand additions will continue to show the world what “moxie” really means and encourage our guests to play on.”

To learn more about Moxy Hotels, please visit www.MoxyHotels.com.

453-room Crowne Plaza Fiji Wailoaloa Beach marks the debut of the brand in the heart of the South Pacific

InterContinental Hotels Group (IHG®), one of the world’s leading hotel companies, has signed a management agreement with Quantum Hi-Tech Group Limited to develop the largest hotel in Fiji, Crowne Plaza Fiji Wailoaloa Beach.

Opening in 2020, the new 453-room Crowne Plaza Fiji Wailoaloa Beach will boast tranquil ocean views and feature direct access to the beach. The Crowne Plaza Fiji Wailoaloa Beach is located just a short ten-minute drive from Fiji’s main airport, Nadi International Airport.

With its prime beachfront location, leisure travellers will be able to unwind while enjoying unparalleled sunset views from one of the island’s finest beaches, right at their doorstep. Guests can also choose to relax and dine at any of the five restaurant and bar offerings at the resort, including a pool bar and a beach club. The resort will also feature one of the largest conference centres in Fiji, a fully-equipped 24-hour fitness centre, two swimming pools and a Kid’s Club among other exclusive resort facilities.

Rajit Sukumaran, Chief Development Officer, Asia, Middle East and Africa (AMEA), IHG said: “As the most popular travel destination in the South Pacific, the islands of Fiji accounts for close to 40 percent of travel to the South Pacific, a figure that continues to grow annually. In 2017 alone, Fiji recorded an increase of 7.8 percent in the number of international travellers visiting the country. This strong growth potential represents a key opportunity for us to introduce the Crowne Plaza brand to Fiji.”

“As the first resort in Fiji for the brand, Crowne Plaza Fiji Wailoaloa Beach complements IHG’s existing portfolio of brands in the South Pacific, allowing us to better meet the different needs of travellers visiting the Fiji. Guests can look forward to a truly immersive travel experience with the Crowne Plaza Fiji Wailoaloa Beach, with such vast, pristine natural beauty that Wailoaloa offers. With panoramic ocean views, we invite guests to take in the exquisite wonders of the island from the comfort of the resort, whether in their rooms or in and around the resort.” 

By David Lund

Yeah, runnin' down a dream - That never would come to me - Workin' on a mystery, goin' wherever it leads -  Runnin' down a dream – Tom Petty

In life we think dreams, big ideas and accomplishments are someone else’s domain, but not ours. We think those people are special, gifted, magical.  They were the ones who were chosen for that higher calling to be that explorer, the writer or the leader that made a difference and really had something special to do and share with the world. 

Well, that is not true. 

We all have that something and it is right there, inside of us and we can see it, feel it and we know its power. Yet we almost always ignore it, run from it and diminish its meaning and potential. The thing we have inside of us needs to be worked on every day, like we are polishing a precious stone.  But ignoring it and walking away from it and not doing the work is the path we almost always take. 

Why?

Why do we not follow our path to adventure, pure engagement, a calling of the soul? Why would we not want to have a life full of such enthusiasm and joy? 

My dream hit me like a big rock, square in the forehead at 4 p.m. I had spent the entire day giving a class inside my hotel to 40 department managers on hotel finances for dummies. I did not tell them that was the name, it was coined something else. I really did not want to do this workshop but my General Manager had made it a mandatory.

“No workshop, Mr. Lund, and no bonus this year,” he said, “It is the right thing to do.” He said this because I explained why my forecasts were so weak.

“The other department managers give me crap information, always late and I end up changing 90 percent of it,” I asked,  “Why can’t they send me good quality information and why do I have to hound them every time?” 

Well, at 4 p.m. that day class was over and I had a lineup of leaders wanting to talk to me and thank me for the day. I heard some amazing compliments:

• “Finally I know what you do with my stuff.”
• “Had no idea that my numbers were sent to corporate.”
• “No one has ever shown me the P&L this way.”
• “When are you going to do anther class on the financials?” and on and on. 
   

Unbelievable. I was elated and stunned. I felt like a celebrity, not the controller that when seen people would normally run in the other direction. These were the same leaders that were always late with their forecast or budget or month end commentary information. That evening I reflected on what happened and all I could think of was, this is a game changer. I am on to something. I remember telling my wife how much I liked giving the workshop and she said, “Do it again!” So I did.

Fast forward seven years. I am now the regional controller in another country, having accepted a transfer four years earlier. My workshop had won my company an international innovation award the year after I created it. I had delivered the workshop many times in my hotel and inside my region, and refined its content and practiced my delivery. Every time I gave the workshop my students would line up and give me the most amazing comments. I loved spending the day lighting up these leaders. I also realized that my job as the chief collector of financial information in the hotel got easier and easier the more I educated my peeps.

This was magic

The class changed my life and theirs, too. Now they saw the financial piece as not scary and not difficult. Remember your version of the boogie man when you were a kid? Where was your boogie man: under your bed or in the closet? You can insert your version. One day you turned on the lights, looked under your bed or in the closet and GONE! You no longer believed in the boogie man. Well, this belief, “I’m not a financial person,” is exactly the same thing. The leaders believed this was something hard, beyond them and scary. The workshop showed them this was not true and, like the boogie man, they stopped believing they were incapable of being a financial leader. This was magic. 

I often thought about my workshops and dreamed about taking this idea to the world. Be careful of what you dream. 

One day my job came to an end. When it did I had a choice, go find another job like the one I had or go on an adventure. The idea of the adventure was very scary. So much uncertainty, I did not know where to even begin. But for me the other side of the coin was unacceptable. To go back to the grind, to return to the politics, the greed, was not in my cards. I remember going to an interview for a similar roll in another brand, I nailed the interview, said all the right things. I left that interview, got in the elevator and loosened my tie, and by the time I made it to the street I was pretty sure I was going to puke. I was freaking out.  Why am I doing this? I know this is not what I want, damn it! 

That was it for me. No looking back – just looking ahead. My adventure was now underway. There was no way I was going back to the corporate world. I knew I had an idea that lit me up. I believed it would work and from that day forward, every day when I would wake up it was my mission to put wheels on this workshop and change the way hotels work financially. I could see my path. 

Funny thing is, the more I worked on my vision the more the path became clear. I know some days I would question my idea. Was this really going to work, would it be successful, would hotels hire me to change their financial leadership?

I did not know the answer but I believed there was nothing else in this world that I wanted to do. 

That is what keeps me in action. I do not want to go back so I better make this work. That is a powerful incentive – to not want to go back to prison. 

By Diego Lowenstein

1. What sets today’s luxury all-inclusive properties apart from the all-inclusive properties of the past?

From food and beverage options to upgraded amenities, the luxury all-inclusive sector has greatly evolved in recent years. In the past, many all-inclusive resorts offered a three-star, mid-level experience that, while it was an affordable and attractive option, did not always wow travelers. But today’s all-inclusive properties, at least the ones that are doing it right like Hyatt Ziva and Zilara and the AM Resorts brands, are focusing less on delivering a cost-effective all-inclusive experience and more on delivering a true luxury experience that attracts travelers and builds brand-loyal customers.

One way these new properties are achieving this is through more personalization with both resort offerings and the guest experience. Traditionally, all-inclusive brands have focused on offering a standardized, branded food and beverage experience that allowed travelers to visit the same restaurants at a resort in Jamaica as they could at a resort on another Caribbean island. Today, brands are trying to localize their F&B offerings and offer something that’s focused on a distinct concept rather than a brand. This is something that traditional luxury hotels have done right, and now it is being embedded in all-inclusive properties.

The same thing is occurring with amenity offerings. Today’s luxury all-inclusive traveler is looking for a truly customized spa experience, one that provides exclusive treatments, like hydrotherapy. As a result, all-inclusive resorts are beginning to bring these kinds of treatments and experiential offerings in-house and developing their own internal spa “brands.” We’re also seeing more affiliations with all-inclusive spas and cosmetic companies for co-branding opportunities.

This more local, personalized experience is not your grandparent’s all-inclusive experience. It’s a luxury experience that will turn travelers looking for a one-time, “affordable” all-inclusive vacation into loyal travelers who will seek out your brand’s luxury all-inclusive options wherever they travel.

2. What motivates today’s travelers to choose a luxury all-inclusive property and how have these motivations changed over the years?

The main driver of all-inclusive interest is and always will be value with expanding and highly differentiated product offerings in the future. We especially see this with today’s luxury cruise travelers—a big demographic for all-inclusive guests. They believe in the value proposition of an all-inclusive cruise and understand that the right luxury all-inclusive property can provide similar—if not better—value with the increased opportunities a land based experience can only provide.

Hoteliers, brands and developers that want to be successful will need to balance this value proposition with one of the biggest expectations of today’s all-inclusive traveler: the expectation of true hospitality and service execution. Just like when they stay at a typical luxury hotel, luxury all-inclusive travelers want to be treated, for lack of a better term, luxuriously. Whether it’s personal butlers and in-room check-in or private plunge pools and balconies, hoteliers and developers should always be looking for ways to make guests feel like they are on their own private getaway—which can be difficult when every guest stays on-property throughout their stay. How a property differentiates itself from a service standpoint and how it goes the extra mile to meet these expectations can make all the difference in the world.  Many successful all-inclusive properties have undergone a major customer service training overhauls to attain that luxury standard.

3. How are hoteliers, developers, and investors reacting to this evolution?

Brands have already started to recognize this shift toward a more luxury all-inclusive offering, and I think we’ll see even more big hotel companies enter the ring in 2018 and years to come. Hyatt was the first of its kind to do this. This is very positive for travelers because as competition in the market grows, we’ll see higher levels of service and more innovation, which will only continue to transform the sector. From a developer and investment standpoint, at least in the short term, we’ll continue to see the majority of the investment come from private capital and existing owners who invest and will continue to develop in the sector. However, as the sector grows—especially in the Caribbean—and institutions begin to see the strong ROI of successful developments, I think we’ll begin to see more institutional investment in the long term.

4. Which markets do you predict will grow the most as the all-inclusive sector continues to transform?

The two biggest luxury all-inclusive markets right now are Mexico and the Caribbean. Because of the popularity of the cruise industry in the Caribbean and the overall value proposition that the region offers both developers and luxury all-inclusive guests, I foresee strong growth in that market. As a matter of fact, Lionstone Development is currently looking to increase its footprint in the Caribbean by assisting with a large-scale development of multiple brand hotel sites. These are transaction we should be announcing soon.

Aside from the Caribbean, brands are also showing more interest in expanding their luxury all-inclusive offerings in Central America, Hawaii, the Adriatic Islands and even Asia. Eventually, there will be worldwide recognized brands in the sector that bring their offerings to very distinct markets and tastes.

The two biggest luxury all-inclusive markets right now are Mexico and the Caribbean. Because of the popularity of the cruise industry in the Caribbean and the overall value proposition that the region offers both developers and luxury all-inclusive guests, I foresee strong growth in that market. Aside from the Caribbean, brands are also showing more interest in expanding their luxury all-inclusive offerings in Central America, Hawaii, the Adriatic Islands and even Asia. Eventually, there will be worldwide recognized brands in the sector that bring their offerings to very distinct markets and tastes. 

By Emily Perryman

Whether they’re after windswept deserts, archaeological treasures or luxurious beach resorts, China’s growing middle class is increasingly considering the Middle East as their next holiday destination.

Amid rising affluence levels, the number of travelers from China has soared in recent years, making it the world’s largest outbound tourism market. But in addition to visiting countries in the Far East and Europe, Chinese tourists are seeking new destinations off the beaten path.

Last year, around 540,000 tourists visited Dubai from China, up from 450,000 in 2015. It makes China one of Dubai’s top 10 source markets, according to The Luxury Conversation.

Abu Dhabi is another popular destination, with the number of Chinese tourists rising 56 percent this year. The emirate plans to attract 600,000 Chinese tourists a year by 2021.

Marko Vucinic, Senior Vice President and Acting Head of Hotels and Hospitality Group at JLL Middle East and North Africa, says China’s expanding middle class is attracted to the United Arab Emirates’ (UAE) landmarks and iconic developments, whether that’s malls, beaches or cultural attractions.

“The Middle East offers a very different type of holiday experience to what travelers find elsewhere in the world,” he says. “In the UAE, visitors can spend the morning touring the souks or taking a jeep ride into the desert before heading to malls full of designer stores in the afternoon.”

Indeed, Chinese tourists are responsible for up to 25 percent of luxury sales in the Mall of the Emirates, according to the Majid Al Futtaim Group.

The region is also working hard to build on its cultural credentials with projects such as the upcoming Louvre Abu Dhabi. It is the first establishment outside Paris to carry the world-famous Louvre name and is part of a drive to promote the emirate as a cultural hub of the Middle East.

Removing the red tape

Travel incentives across the Middle East and North Africa are also helping to drive tourism. Chinese passport holders are given 30-day visas-on-arrival upon entering the UAE, while members of China’s online travel agency Ctrip have benefited from duty free discounts.

Similar travel incentives have been introduced in Morocco, which saw the number of Chinese tourists rise by 300 percent to 42,000 in 2016. Since summer of last year, Chinese visitors to the country have not been required to hold a visa.

“There has been a huge marketing and communication effort to promote the region’s cultural heritage, especially in Cairo. The challenge is to convey a ‘safe’ image of the region,” explains Vucinic.

Hotels rethink their strategies

Hotels are rethinking how they cater to the influx of Chinese tourists. In the UAE, InterContinental Hotels, for example, introduced a “China Ready” certification for hotels that include Mandarin-speaking staff, accept Chinese bank cards and provide Chinese tea for guests.

“Chinese tourists tend to behave differently than tourists from elsewhere in the world,” says Vucinic. “They either want a super high-end luxury hotel or they are very cost-sensitive. Some opt for a 5-star hotel for a few nights and then change to more affordable accommodation for the rest of their stay. They tend to explore rather than stay in the resort and they’re also more likely to travel in groups.”

The region is benefiting from the increased spend that comes with greater tourism, but for hotels it’s not necessarily an easy win by making small changes on the ground. There’s also a lot to be done in terms of marketing the Middle East before tourists even think about getting on a plane.

“Hoteliers that are keen on significantly leveraging on the growth of Chinese tourism would do well to have strong presence in China to bring in business,” Vucinic explains. “This includes participating in major exhibitions or hiring sales managers who are located in China and sell rooms to the local tourist office.”

A favourite for the future?

Longer term, the number of tourists from China visiting the UAE looks set to keep growing. The two regions are working towards a free trade agreement, which Vucinic says could boost the number of corporate tourists travelling to the emirates.

Meanwhile, China’s “One Belt, One Road” initiative – an ambitious development campaign that aims to boost trade and stimulate economic growth across Asia – will cut through the Middle East, cementing its position on the map for adventurous Chinese travelers.

“It’s still early stages for Chinese visitors to the Middle East but they’re set to become an increasingly important part of the market,” says Vucinic. “The hospitality sector in the region should now be looking at innovative ways to provide experiences and services that meet their needs as part of their longer-term strategy.”

12-Week Pilot Program Results in 10 Percent Decrease in Food Waste

New York, New York – Today, World Wildlife Fund (WWF) and the American Hotel & Lodging Association (AHLA), with support from The Rockefeller Foundation, unveil results from a set of projects demonstrating innovative strategies aimed at reducing food waste in the hotel industry. Based on the results, WWF, AHLA, and The Rockefeller Foundation are releasing a toolkit with strategies to help hotel properties and brands meet measurable, time-bound goals to reduce food waste.

Ten hotel properties participated in the 12-weeks of demonstration projects, including a mix of full-service branded hotels and several independent operations across the country. They tested different waste reduction strategies, including low-waste menu planning, staff training and education, and customer engagement. Overall, participating properties reduced food waste at least 10 percent and in some cases properties lowered food costs by three percent or more after increasing measurement and engagement. These findings support case studies conducted by waste tracking technology companies, which typically show cost reduction of three to eight percent. The program results also revealed that teams achieved greater success at properties where the owners, general managers, and executive staff were highly engaged.

“This project demonstrated that hotel staff can establish new approaches to cut food waste, which in turn reduces food preparation and disposal costs,” said Pete Pearson, Director of Food Waste at World Wildlife Fund. “Collaboration and leadership by sectors like the hospitality industry will allow us to implement prevention strategies and solve problems faster.”

In line with the United Nations’ Sustainable Development Goals and Champions 12.3, WWF and AHLA recommend that US hotels accomplish the following:

• Measure food waste and set reduction goals from a baseline year.
• Establish food donation strategies and community food recovery partnerships.
• Set goals that ensure inedible food waste from hotels is diverted away from landfills.
   

“Hotels are more committed than ever before to reducing food waste,” said Katherine Lugar, President and CEO of AHLA. “We are encouraged by the findings of the demonstration projects and are excited to be able to share the tools we have developed with our broader membership. By partnering with WWF and The Rockefeller Foundation, we can share new tools and resources to build on the success of this program and propel the industry to a new level of commitment around food waste reduction.”

The average American household spends an estimated $1,500 – $2,000 a year on food they never eat.  Businesses, manufacturers, and farms spend $74 billion creating and transporting food that ends up in a landfill at an enormous environmental cost – wasting money, as well as land, water, energy, and other limited, valuable resources needed to produce food. With all that wasted food, the planet’s malnourished could be fed several times over.

“Worldwide, good food is going to waste rather than reaching hungry mouths, and through our YieldWise initiative, we are working to harness the power of corporations to reverse this troubling trend,” said Devon Klatell, Associate Director at The Rockefeller Foundation. “This project proves that change can happen, and what we learned through these demonstrations can be adapted and scaled across a variety of industries, beyond the hospitality sector. We now know that implementing proven food waste reduction strategies can reap large rewards for businesses looking to reduce their footprints, save money, and drive sustainability within our food system.”

As a culmination of their efforts, WWF, AHLA, and The Rockefeller Foundation developed a toolkit that shares key findings and guiding principles as well as provides next steps to tackle food waste in the hotel industry. The toolkit is an easy-to-use guide to help drive sector-wide participation in food waste reduction programs. The toolkit stresses the value of regular training programs, outlines a sequence of practices to develop food waste prevention strategies, and advises on how to collect and share data to adjust and improve performance. It also urges instilling a greater value towards food among staff and guests – something that is applicable across the entire food system.

“We no longer have the luxury of time. Because our food carries such a high environmental cost, avoiding waste is a win-win for both business and the planet,” said Pearson. “As these demonstration projects show, with increased hotel industry engagement, we know we can make a difference. We strongly encourage more hotel companies to participate in this valuable program and accelerate change.” 

W Hospitality Group’s 2017 Hotel Chains Pipeline report shows that hotel groups need to tackle lengthy development periods in West Africa

JOHANNESBURG, South Africa, November 14, 2017 -- West Africa has been at the heart of the continent’s growth and economic transformation in recent years. Notwithstanding the sharp slowdown experienced in 2016 and 2017, the region’s economy is expected to rebound in 2017 onwards. Commodity-based economies, like Nigeria, are slowly recovering from the fall in oil prices and oil production, while countries like Côte d’Ivoire, Mali, and Senegal have shown economic resilience and sustained growth. As many of the countries continue to stabilize - politically and economically - the region will be better integrated from a local and international context. This increased integration raises the need for quality travel and accommodation infrastructure.

The growth of the hotel sector is an important indicator of how well a market is developing its travel infrastructure, and the indicators for West Africa are mixed. According to W Hospitality Group’s 2017 Hotel Chains Pipeline report, West Africa has a pipeline of 114 hotels and 20,790 rooms, accounting for 42% of the Sub-Saharan African hotel pipeline. However, of these hotel deals signed and planned, only approximately 9,875 rooms, or 48% have moved to construction. In addition, projects in the region have longer than average development periods at approximately six years, compared to the two- to three-year development program that is usually planned. Some of the reasons for these delays are high capital investment required, lack of access to adequate financing options, limited access to raw materials, high construction and material costs, a heavy reliance on importation, inadequate technical capacity to manage the development program, and other barriers to entry.

Of the hotel pipeline for West Africa, Nigeria contributes 49.6% or more than 10,000 hotel rooms (in 61 hotels).  Nigeria is also the top market in Africa for planned rooms.

The other substantial markets in West Africa include Cape Verde with 11 hotels and 3,478 rooms, and Senegal with 14 hotels and 2,164 rooms. These three markets contribute a total of 15,955 hotel rooms, or 77% of the West African hotel pipeline.

Approximately 57% of the pipeline in these countries have moved to site, however some of these projects have been stalled for some time. In a country, like Nigeria, this can be significant. For instance, 40% of Nigeria's pipeline was signed between 2009 and 2014, and as the chart above illustrates, a large portion of these projects is still in the "planning" phase. In Senegal only approximately 44% of the deals signed have moved to site.

Although the pipeline of hotels to the sub-region is encouraging and indicative of strong investor interest, the low completion rate of projects could be troubling for the development of the hotel sector. It is also difficult for the hotel chains whose expansion plans in these markets rely on partnerships with local and foreign investors to develop these hotels. All the major global hotel chains have strong expansion plans to increase their operating presence on the continent, and in West Africa.

The growth strategy for these hotel chains have traditionally relied on their development teams signing deals for new build hotels, primarily with their flagship brands, with local owners. However, more chains are adopting creative expansion strategies, such as conversions and rebranding of existing properties, acquisition of existing local hotel operators, effecting growth through the franchise model, or developing owned hotels first.

Senior representatives from major hotel groups such as Hilton, Carlson Rezidor and Mangalis, and other key hotel experts will be discussing growth strategies in the ever-changing West African economic environment at the upcoming West Africa Property Investment (WAPI) (http://APO.af/jyUvGs) Summit to held on November 28 & 29 at the Eko Hotel, Lagos Nigeria.

Hilton recently announced a plan to support the conversion and rebranding of 100 existing hotels through its Hilton Africa Growth Initiative, by committing US$ 50 million to supporting these conversions. Commenting ahead of the conference, Mike Collini, Vice President Development Sub-Saharan Africa, Hilton, remarked on the opportunities presented by the inadequate hotel supply. He said: “to overcome this we are looking at rolling our focused service brands in key markets with a focus on our Hilton Garden Inn product. We are also pioneering the use of modular construction with a new Hilton Garden Inn in Accra, which is a fast and cost-effective build model for owners and developers.”

Andrew McLachlan, Carlson Rezidor’s Senior Vice President Africa & Indian Ocean for Development, said in a direct comment to Estate Intel, “Today we have 17 hotels open or under development in the region and in our new 5-year development strategy we have identified five Tier 1 Cities in West Africa (Lagos, Abuja, Accra, Abidjan and Dakar) where we see scaled growth opportunities…across the luxury to midscale hotel segment.” McLachlan also commented on the model of conversion of existing hotels, saying that the group sees an opportunity to adopt this model to reposition the hotel under its management, particularly in cases where the existing hotel may not be performing to its full potential.

Newcomer and regional hotel chain, Mangalis Hospitality Group, intends to increase its presence in West Africa, in the next five years. Wessam Oshaka, in a statement to Estate Intel reiterated the group’s “ambition to operate at least 13 hotels by 2020 in West Africa.” The group had initially focused development on owned hotels in core markets such as Cote d’Ivoire and Senegal, but the second phase of development will now focus on management agreements, resulting in a portfolio that will comprise 75% owned hotels and 25% managed hotels. Oshaka explains: “Africa as we know, suffers from a lack of properties responding to the needs of modern travelers. The region comes with its challenges especially in terms of financing, logistics and skilled workforce. Taking all these factors into account, we adopted the most suitable approach for a healthy growth plan.”

The hotel sector discussions at WAPI will expand on these topics, highlighting the success cases and the more challenging markets. The discussions will also center on key indicators of hotel performance in West African markets.

Interested delegates can register on www.WAPIsummit.com.

Distributed by APO Group on behalf of API Events. 

By Mike Murray

I hope my articles (like this one and this one), are providing you with some insight into mobile as a critical component of your booking and distribution strategy. Especially, if you are trying to boost bookings with the world’s largest generation, Millennials.

In the last article, we started comparing and contrasting mobile websites and apps, outlining the pros and cons of mobile websites. Here’s a quick recap…

Pros: Mobile websites are readily accessible to anyone with a cell phone (the majority of people worldwide), which gives your property/brand the opportunity to reach more potential customers (than using mobile apps).

Cons: As a hotelier, the main challenge with the mobile web is that customers generally need to be looking for you (or a competitor) and it takes time, money and effort to ensure you are easily found, which – especially for small and mid-size properties/brands – is almost impossible given the time and resources that the OTAs put into digital marketing, customer acquisition and website conversion. 

Many hoteliers believe that they don’t need to compete with the OTAs because if a customer already knows your brand, they will just head straight to your website when booking. Unfortunately, this is not true, as loyalty is fleeting. If you ask your guests to go back to the web to book, you run the risk that they will find a better deal or another hotel to book; in fact, every time your customers open a web browser, they are only a few clicks away from choosing to book with a competitor.

Think of it this way: mobile websites are ideal for brand awareness and general bookings, which works for brands with limited customer loyalty or guest services. But if your goal is to reduce costs and increase revenue in a meaningful way then mobile apps are a better strategy.

Now, let’s talk mobile apps…

A mobile app is a much better way to increase brand engagement and customer loyalty. They provide a more immersive and effective user experience than mobile websites, which in turn gives you a stronger bond with high-value guests. This helps to cultivate loyal customers and reward those guests that stay with your property over-and-over again. With a mobile app, you are literally putting your brand in your guest’s pocket and establishing a direct connection with them. When done correctly, provides a more efficient way to increase revenue and reduce the costs and risks of digital marketing. And when an app includes messaging and chat, it becomes an immediate feedback loop that allows guests to respond with questions and/or inform you of their interests so you can more effectively engage them. This means that you don’t have to wait for them to come to you.

It is true there can be extra effort required to produce a mobile app (vs. a website), but that should be expected with a more powerful tool, and we’ll cover costs a bit more below. You also need to ensure the app is feature-rich, frequently updated and that your guests find it simple and useful, as the most common reason that apps are abandoned are their limited functionality and/or a bad user experience. Mobile users want speed, efficiency, and utility. If your app fails on these points, your customers will abandon the app and will be extremely hard to win back, even if you fix the issues at a later date.

But, if you are willing and able to produce a mobile app (and do it right the first time), you will be rewarded with an ongoing communication channel with guests that enables a whole new world of revenue and service opportunities that can't be matched by a mobile website or any other customer channel.

Need additional proof?

A recent JD Power study showed that “guests who download and use a hotel's mobile app are more satisfied and have greater loyalty to that brand. While only 19% of all guests have downloaded a hotel app, 70% of rewards members have done so.”

In addition, it’s been shown that “apps drive a larger percentage of shoppers down the purchase funnel and convert at three times the rate of mobile web,” demonstrating just how much you can increase your revenue when you invest in a mobile app.

So, it’s obvious that apps can improve guest loyalty, which in turn produces more revenue and higher margins over the long-term. That sounds like a winning value proposition but the benefits of mobile apps don't end there.

Apps are also incredibly beneficial as a guest experience medium because of the functionality they offer to hoteliers. Unlike websites, apps provide a quick and secure means of enabling on-property services like concierge, in-room climate and entertainment controls, in-room dining orders, local guides, door locks, check-in/-out, etc., etc. While only a small percentage of guests are currently using these features, those who do are more likely to report higher satisfaction with their stay so, once again, it’s a win/win for hoteliers.

(TripCraft Tip: Wondering what services you should add to your brand’s app? A Phocuswright survey on mobile, showed that “49% of travelers expressed the desire to use their mobile devices for check-in and check-out, while 32% wanted to manage and make their own bookings and 16% would like to chat and text with the hotel staff.”).

OK, now for some of the real (and perceived) challenges of developing mobile apps...

Cost

Problem: The most common complaint about mobile apps is the effort and cost involved in developing one (when compared to that of a mobile website). Hoteliers are also worried about the development headaches associated with requiring different versions designed to suit different device operating systems. Fear not! Today, there are many new design tools to simplify the process and more app developers to take on the projects, decreasing the cost and effort of developing an app significantly. Surprised? In fact, the cost of both mobile websites and apps are now much more aligned than they were just a few years ago!

Solution: The best approach to managing development costs of both apps and websites is to work with a vendor that uses a platform to provide efficiency and scale. Unlike typical agencies and developers that build one-off solutions that can be expensive and quickly become obsolete, platform vendors leverage the reusability and extensibility of their platforms to reduce costs and avoid obsolescence. They avoid starting from scratch every time they build or enhance an app, and they can reuse modules of their platform for both apps and websites. This approach enables these vendors to repurpose design and technology building blocks to make mobile solutions much more affordable and extensible. So choosing your mobile vendor carefully will reduce development costs and provide a long-term strategy for growth and change.

Marketing the App

Problem: Many hoteliers worry how their potential guests will find their app amongst all the other apps on the app store – and, with no marketing on the hotel’s part, unfortunately they won’t.   

Solution: You need to lead customers to your app! Promote your property’s app through your emails, loyalty programs, all on- and offline advertising/marketing, at your front desk and every other medium that is available to you. In fact, social media is the ideal medium to advertise your app, as most users are using them on their cell phone – the same device on which they will download your app.

How to Compete with the Competition’s Apps

Problem: Many hoteliers worry that customers won’t keep the app on their phone because storage space on their device is valuable. They wonder how they can compete with other properties apps. I always like to respond this way: “Isn’t that a bit like saying that customers aren't going to stay at your hotel when they can stay at all the other hotels in the city?!” *Mic Drop!*

Solution: When designing your app, think about what your app can provide that will turn customers into loyal guests – and keep them engaged with the app, long after they’ve checked out. Some options include extra services or features that they can’t get elsewhere, private access to deals and perks on future bookings or even unique, on-site mobile services (i.e. check-in or mobile room keys)? Your app’s success is only limited by your imagination; because there are so many features and benefits available on mobile apps, it is easy to earn a positive ROI on your development costs, especially when you factor in the benefit of cultivating repeat guests.

This was the case with The Standard Hotel Group when they launched their One Night Standard app; the app generated enough revenue to pay for itself in the first three months of use. With the app, the company increased RevPAR by 3% and achieved a 58:1 ROI on the development cost.

I realize you’ve been on the receiving end of lots of info in this two-part series on mobile websites and apps and probably want to cut to the chase: which mobile medium is better for hoteliers to implement if they want to boost bookings and revenue?

While some hoteliers or mobile experts will have a preference one way or the other, we believe that both mobile websites and apps, used together, will give your property the most effective mobile strategy and will generate the most revenue over the short- and long-term - especially since the new generation (Millennials!) has grown up using mobile devices and expects to engage with brands via mobile.

If you have limited budget, a mobile website should be your first choice; however, if you have the resources, having both a website and an app will enable you to reach a broader audience and develop a loyal following with high-value guests who will become repeat customers.

(TripCraft tip: As we mentioned earlier, look for a vendor who can develop both your mobile website and app more cost-effectively using a platform-based system.)

Mobile is the future of travel booking, so now is the time to launch your mobile strategy so that you can harness the power of the future TODAY! 

If you have any questions about mobile websites or apps, feel free to contact me by email at any time: mike.murray@tripcraft.com. 

Düsseldorf, 14 November 2017. Hotel search website trivago releases the results of its annual trivago Awards, using over 175 million aggregated hotel reviews to determine the best-rated hotels in the US.

This year, the top-rated hotels have been awarded across six different categories:
5-star, 4-star, 3-star, Alternative Accommodation, Value for Money and Chain Hotel.

“As an independent source of hotel information with data on over 175 million guest reviews, we are well-positioned to identify the top-rated hotels that excel at delivering exceptional guest experiences,” says Johannes Thomas, Managing Director of trivago N.V. “The trivago Awards give us the chance to recognize and honor the hard-working hoteliers behind these exemplary hotels, and we are thrilled to do so again this year.”

After being awarded last year, The Langham Chicago continues to receive fantastic reviews and crowns the list of the best 5-star hotels in the US.

Charleston’s French Quarter Inn is recognized as the best 4-star hotel in the US followed by Woolley's Classic Suites in Aurora and Marquesa Hotel in Key West.

The trophy for the best 3-star hotel goes to Amish View Inn & Suites in Bird in Hand and the best value for money can be found at Hotel California in Palm Springs.

The top-rated hotels within the most popular hotel chains in the US are Waldorf Astoria Chicago, Embassy Suites by Hilton Springfield and Comfort Suites Hartville.

Finally, the award for the best alternative accommodation belongs to Stonehurst Place in Atlanta which has been awarded also last year. Owner Barb Shadomy adds: “As America's top alternative accommodation, Stonehurst Place constantly raises the bar to deliver a guest experience reflective of the adage: life is about the journey, not just the destination.”

For further insights and more detailed information about the winning hotels as well as the top-rated 10 hotels in each category in the US, visit the trivago Hotel Manager Blog.

AUSTIN, Texas, Nov. 14, 2017 -- Summit Hotel Properties, Inc. (NYSE: INN) ("Summit" or the "Company") today announced that Gregory A. Dowell, its EVP and Chief Financial Officer, plans to retire from the Company on March 31, 2018.  Mr. Dowell has been with Summit for over three years and has led the Company's finance and accounting functions through periods of substantial growth and improvement.  He has played a key role in the long-term succession planning for the Company and will continue to work closely with his successor during the upcoming transition period.

Mr. Dowell said, "The past three years have been professionally rewarding and personally gratifying.  It has been a privilege to be a part of such a dedicated and cohesive team.  I am confident in this team and their ability to continue to create value for shareholders."

Jonathan P. Stanner, EVP and Chief Investment Officer, will succeed Mr. Dowell as EVP and Chief Financial Officer, effective March 31, 2018.  Mr. Stanner joined the Company in April 2017 and has become an integral member of the management team.  Prior to joining Summit, he held various positions at Strategic Hotels and Resorts, including the role of CFO.  Mr. Stanner will continue to oversee the Company's investment activities following the transition.

Daniel P. Hansen, the Company's Chairman, President and Chief Executive Officer, noted, "I am proud of all that we have accomplished at Summit during Greg's tenure and appreciate his tremendous efforts in elevating our finance organization.  I am confident that Jon will continue to build on these accomplishments and I look forward to working closely with them both to ensure a successful and seamless transition."

Virginia Beach, Virginia – November 14, 2017 – Denton Realty Company, a hospitality and commercial real estate brokerage and consulting firm, announces the sale of the Fairfield Inn & Suites by Marriott in Stafford, Virginia. The seller was an individual owner/operator who developed the hotel in 2013.

HMP Properties, a Williamsburg, Virginia based hotel development and management company purchased the hotel through an affiliate. Denton Realty Company procured the off-market investment opportunity and represented the purchaser in the real estate transaction.

Hitesh M. Patel, president of HMP Properties said, “This is a well-built, well-located hotel with a track record of excellent guest service scores. We are very proud to add this hotel to our portfolio.”

Edward C. Denton, president of Denton Realty Company said, “This was a needle in the haystack opportunity. Hotel fundamentals are very strong and as a result many owners are enjoying the cash flow and are reluctant to sell, so there are very few quality assets on the market. As such, we conducted a targeted sourcing effort for our client and are very pleased with the results. It was a pleasure to work with Mr. Patel and his team and we are proud to have been shoulder to shoulder with them for their first Marriott acquisition.”

ATLANTA – November 14, 2017 – The Whitley – the iconic Luxury Collection® hotel soon to welcome guests in the heart of Atlanta’s urban chic Buckhead neighborhood – proudly announces David Friederich as Managing Director of the upcoming hotel. In this role, Friederich will be responsible for managing the hotel’s day-to-day success and overseeing all operational aspects of the 507-room property, introducing guests to the hotel’s welcoming combination of southern hospitality and chic sophistication.

“As we bring The Whitley to life and usher in a new generation for one of Buckhead’s most storied addresses, we’re excited to have David Friederich join our team,” said Gerald Barrack, senior vice president, operations and hotel transitions, HEI Hotels & Resorts. “With more than 20 years of luxury management experience, Friederich’s thorough understanding of, and vision for, the luxury space will help us solidify The Whitley as a truly iconic, sophisticated and hospitable haven in Atlanta.”

A seasoned leader and innovator in the hospitality realm, Friederich joins The Whitley after six years with the Kessler Collection, most recently as Corporate Vice President of Operations. Previously, Friederich served as Regional General Manager overseeing The Kessler Collection’s Orlando-area properties, and before that as General Manager for the hotelier’s Grand Bohemian Orlando – one of Condé Nast’s “Top Hotels in Florida.” Prior to his time with the Kessler Collection, Friederich held management and director roles across a number of reputable luxury hotel and resort brands, including Rancho Valencia Resort, La Valencia Hotel, Keowee Springs Lodge and Spa, The Cloister Hotel at Sea Island, The Wigwam Resort and Four Seasons.

Following an extensive rebranding and refresh, The Whitley is scheduled to open its doors December 1, 2017, and is taking reservations today. Combining the rich history and Southern charm of the Buckhead neighborhood with the unmatched luxury and service of The Luxury Collection, The Whitley will treat guests from around the world to tailored stays featuring timeless, yet trendsetting chic design and gracious hospitality.

To learn more about The Whitley, please visit www.starwoodhotels.com or call 404-237-2700.

COSTA MESA, CA, Nov. 14, 2017 – Tricia Eschle has been named the director of sales and marketing at The Westin South Coast Plaza in Costa Mesa. Conveniently situated in Orange County’s commercial and cultural center, The Westin is one of the area’s most popular hotels for business and leisure travelers.

Eschle returns to the hotel after most recently serving its associate director of sales until last November when she became director of sales for The Inn at Laguna Beach and The Laguna Beach House.  She originally joined The Westin in 2010 as the business travel sales manager, and later became business travel account director.

Her other past experience includes serving for six years as the corporate sales manager at the Sheraton Pasadena Hotel, where she managed a portfolio of national and volume corporate accounts including some groups.  She also was the task force business travel sales manager at the W Hollywood and completed internships with Disney’s Hilton Head Island Resort and with the Hilton Trinidad & Conference Center.

Eschle holds a bachelor’s degree in communications with a public relations concentration from Mississippi University for Women and a master’s degree in tourism studies and hospitality management from Florida International University.

“We are delighted to bring Tricia back to the hotel to spearhead our sales and marketing initiatives. We are confident that her proven record of success and outstanding performance through her years at Starwood will be an important asset for us,” said Mike Hall, general manager of the Westin South Coast Plaza. 

In 2016, the hotel completed a renovation of all its guestrooms that feature new Westin Heavenly® Beds where travelers may enjoy a deep and restful sleep.  For design value, all ceilings were given smooth surfaces and crown moldings were added.  All hard and soft goods were replaced, including HD televisions, and the bathrooms featuring the Heavenly® Shower underwent a comprehensive reformation resulting in majority of rooms featuring large walk-in showers.

The Westin South Coast Plaza is considered to be Orange County’s landmark hotel and is the only premiere Westin property in the county and features 393 spacious guestrooms and 35,000 square feet of unique indoor and outdoor meeting space that can accommodate up to 600 participants banquet style.  The unique Terrace Level offers a relaxing outdoor space ideal for wedding and gala events, plus an outdoor gazebo specifically designed for wedding ceremonies and themed events.

Located at 686 Anton Boulevard in Costa Mesa, California, The Westin is adjacent to South Coast Plaza, a unique retail center and an ultimate shopping destination.  With over 280 luxury stores and restaurants, it has the highest concentration of premier stores in the country.  For information, call (714) 540-2500 or visit westin.com/southcoastplaza.

MIAMI — November 2017 — The new AC Hotel Gainesville Downtown, a chic and modern 144-room property in the heart of Gainesville, F.L., is nearing completion and is slated to open in early 2018. Located just a Heisman’s throw from Ben Hill Griffin Stadium, more popularly known as "The Swamp," the property will be managed by Concord Hospitality and marks the third AC Hotel in Florida and the first outside of Miami. 

Just steps from the University of Florida, consistently ranked among the top 10 public universities in the U.S., AC Hotel Gainesville Downtown features 144 European-inspired guestrooms. Designed with AC Hotels’ signature entrepreneurial aesthetic, the spacious guestrooms are outfitted with sleek furnishings, warm, wood tones, local artwork and essential tech gadgets for travelers on the go, including Smart TVs to stream Netflix or Hulu and multiple, strategically placed USB ports.

Primed for both business and leisure travelers, the hotel features two meeting rooms with 1,000 square feet of flexible indoor space including The Prairie Room, named after Gainesville’s popular nature park, Paynes Prairie. The hotel will be home to Gainesville’s first rooftop fitness center, a glass-enclosed structure with cardio equipment and a selection of free weights, as well as AC Bar where guests and locals can enjoy handcrafted cocktails, local craft beers and nosh on tapas-style bites. Rounding out the amenities is a rooftop spa pool with sweeping, panoramic views of the UF campus, including “The Swamp,” which roars to life on Saturdays during fall home games.

“Gainesville is most often regarded as a college town, but it is evolving, and we believe the hotel product should follow suit,” said General Manager, Robert Plutto. “When the AC Hotel Gainesville Downtown opens this winter, our ultimate goal is to bring guests an unrivaled level of comfort and sophistication, and provide an unforgettable stay in the heart of Gainesville.”

The property will be part of the newly constructed The Standard at Gainesville, a 10-story, multi-use complex that includes luxury student housing, shops and restaurants.

“AC by Marriott Gainesville’s proximity to the University of Florida, refined design and emphasis on technology will appeal to both business travelers and visitors of the university,” said Mark Laport, Concord’s President and CEO. “The AC Lounge will feature a locally-inspired food and beverage experience that will encourage daytime networking and nighttime relaxation for guests and locals alike.”

For additional information on AC Hotel Gainesville Downtown, visit www.achotelgainesville.com. To follow along with the property’s progress, connect with AC Hotel Gainesville Downtown’s official Facebook page and follow on Instagram @ACHotelGainesville.