The arrangement is designed to redefine the global luxury hotel spa experience, Hilton Hotels Corporation has partnered with Moet Hennessy Louis Vuitton brands Guerlain and Acqua di Parma and with Spa Chakra to offer exclusive spa services and boutique products in many of its luxury and upscale hotels.
The agreement impacts Waldorf=Astoria Collection hotels, Conrad Hotels & Resorts and selected Hilton hotels in some of the world's top destinations and resort locations.
“We are delighted to align our distinguished hotels with leading luxury spa brands, which are the crème de la creme of their categories,” said Matthew J. Hart, president and chief operating officer, Hilton Hotels Corporation. “Discerning travelers increasingly are seeking a complete wellness experience; this alliance will provide that and more.”
Guerlain and Acqua di Parma, both wholly owned by LVMH, the world’s largest luxury group, will be the first brands to create spa treatments, amenities and pampering products for selected hotels. "The goal of our alliance with luxury hotel spas is to match up the right LVMH brand with the right luxury hotel or resort. The Guerlain Spa within The Waldorf=Astoria and Acqua di Parma at Conrad Hotels & Resorts are fine examples of this strategy," said Pamela Baxter, president & CEO, LVMH Perfumes & Cosmetics, North America.
Full-service spas, spa services and revitalizing products at The Waldorf=Astoria Collection hotels, Conrad Hotels & Resorts and selected Hilton hotels will be differentiated further through leading-edge expertise in spa-associated, personalized skincare treatment. Exclusive products developed by top clinicians, doctors and aestheticians will enhance the array of indulgent spa and boutique experiences.
Spa Chakra will provide design and operational consulting services to Hilton Hotels Corporation and its hotel owners. An approved operator of Guerlain and Acqua di Parma spas, Spa Chakra will operate leased spas at several locations, including The Waldorf=Astoria. “Spa Chakra’s role in the development of selected Waldorf=Astoria Collection and Conrad Hotels & Resorts spas enables our company to gain exposure to an ideal leisure and business clientele for our luxury services,” said Mike Canizales, CEO of Spa Chakra. “Simultaneously, we are working with Hilton Hotels Corporation to create spa standards to surpass guests’ expectations, energize and revitalize, and promote well-being and serenity.”
Hilton Hotels Corporation and hotel owners will invest approximately $200 million to develop 70 new spas, combined with 65 existing spas, resulting in 135 spas anticipated globally by year-end 2009. The initial project will be at the flagship Waldorf=Astoria in New York City.
The progression to high-end and luxury spa development within Hilton Hotels Corporation’s selected hotels is a natural extension to its 2006 announcement to install Precor fitness facilities at all of its full-service and luxury hotels within the Hilton Family of Hotels. The company is scheduled to complete installation in 300-plus hotels by year-end 2007.
Guerlain to be Featured in The Waldorf=Astoria Collection
A refined French luxury brand and global network offering personalized therapies for skincare, fragrance and beauty lines, Guerlain is targeted to be offered in The Waldorf=Astoria Collection globally. The first representation of that network will be represented at the legendary inspiration for the brand, The Waldorf=Astoria in New York City, which is planned to feature a 15,000 square-foot Guerlain spa, managed by Spa Chakra, and retail boutique, currently scheduled to be completed in February 2008.
The first Guerlain "Institut de Beauté" opened above the boutique on the Avenue des Champs-Elysees in 1939 — the avant garde beauty haven designed by Christian Berard and Jean Michel Franck that to this day boasts exceptionally innovative treatments. In July 2005, Guerlain — together with notable designers Andree Putman and Maxime d Angeac — reinvented this inspiring and groundbreaking aesthetic center with the new and distinctly contemporary spa concept, Guerlain Spa. Today, the Guerlain Spa features the exclusive Guerlain Methode and advanced skincare technologies, the combined efficacies stunningly demonstrated through Guerlain’s iconic Exceptional Orchidee Imperiale Treatment and skincare.
“We are very glad to announce the collaboration between Guerlain and The Waldorf=Astoria Collection for the opening of premium spas,” said Renato Semerari, CEO of Guerlain. “Guerlain is an icon in the premium cosmetic industry, with nearly 180 years of history and excellence in products development and service. The Waldorf=Astoria is a legend on its own as far as hotels are concerned. Luxury, service and the permanent search for excellence have been common traits for decades for both The Waldorf=Astoria and Guerlain.”
Acqua di Parma/Blu Mediterraneo to be Offered in Conrad Hotels & Resorts
Created in 1916 in the Italian city of Parma as one of the first truly timeless colognes, Acqua di Parma is a classic and refined lifestyle brand. Its freshly scented, relaxed “outdoor” Blu Mediterraneo Spa collection will be offered at luxury Conrad Hotels & Resorts in 2008, specializing in chic facial and body treatments. Acqua di Parma’s Collection and Blu Mediterraneo wellness products will also be featured in Conrad Hotel spa boutiques. Spa Chakra, together with Acqua di Parma, developed and launched the new resort spa concept for Acqua di Parma – Blu Mediterraneo – this year.
“The natural synergies between the contemporary and liberating Blu Mediterraneo and Conrad Hotels & Resorts, where guests find the luxury of being themselves, represent an ideal collaboration,” said Gabriella Scarpa, chief executive officer, Acqua di Parma and Country Head of LVMH in Italy.
Blu Mediterraneo is an Epicurean facial and body care line that is based on the active and natural ingredients of the Mediterranean Oxygenating Complex and Macchia Mediterranea (Mediterranean indigenous vegetation). Blu Mediterraneo will feature a comprehensive array of “being well” therapies. Each treatment provides a complete sensory journey for the client, and highlights the unique Blu Mediterraneo Method — a specialized technique that targets detoxification, oxygenation, muscular therapy, and tension release for superior relaxation and restoration.
Spa Chakra to Design, Manage and Lease Luxury Spas for Hilton Hotels Corporation
Currently underway at the Conrad Miami and Conrad Indianapolis, Spa Chakra will provide technical services, management and leased operations for Hilton Hotels Corporation under its own brand and for Guerlain and Acqua di Parma branded spas.
Spa Chakra is working with Hilton Hotels Corporation to create differentiating standards at Guerlain and Acqua di Parma branded spas, including the following planned exceptional features: Floor Plans (5,000 square feet in hotel spas; 10,000 square feet in resort spas); Spa Reception & Reservations; Co-ed relaxation areas; Treatments and Treatment Areas (five planned multi-purpose treatment rooms in hotel spas and 10 in resort spas, each with shower facility and hand wash basin); Wet Treatment and Wet Spa Facilities (including thermal facilities offering steam, sauna, hamman, and hydrotherapy/whirlpool experience); "personalized design" with showers and bathrooms in each treatment room; Beauty Stations (including manicure and pedicure stations); Hairdressing salons in many locations (offering haircutting and styling stations); Retail Boutique Stores in resort spas and Retail Boutique Areas in spa hotels adjacent to or in close proximity to the Spa Reception; and Separate Locker Rooms for men and women also with a private changing alcove.
Wednesday, June 20, 2007
Ch-Ch-Changes at the Chelsea Hotel
Manhattan's famous Bohemian outpost, The Chelsea Hotel has suffered what its Living with Legends blog calls a "board-directed coup", ousting its beloved manager of over 50 years, Stanley Beard, in what most suspect is an attempt to "boutique-ify" the hotel. An un-named (as of now) management company will take over. And pouring salt onto the wound, the board kicked out Beard just before his 73rd birthday too!
The beloved Stanley--everyone calls him by his first name--has been in charge of the hotel for over fifty years. It was he who fashioned and maintained the unique creative dynamic of the hotel, presiding over the sixties when Bob Dylan and Leonard Cohen wrote some of their greatest songs here, and Andy Warhol filmed the famous Chelsea Girls....
Stanley has always managed to keep rents low for the creative people living here, most of whom—unlike the stars listed—don’t have much money, but all of whom are just as important in maintaining the famous Chelsea spirit.
We can't do justice to the whole story--the fine folks at Living with Legends blog (and hotel residents) are the better source, but we will say this smells like a money-hungry board who wants to get in on the hot Manhattan hospitality market to create boutique hotel and possibly, residences. And what a great opportunity. The hotel has a killer location in Chelsea and they can market the shit out of the "bohemian outpost" angle like they did when they opened the Star Lounge. Just think of all the themed suites they can create!
But not like we condone this type of commercialization or anything. If you're interested, the Living with Legends blog is asking readers to leave comments in support of the Bard family on their site.
Officials worry over loss of hotel: Tourism impact feared in Crowne Plaza sale to UA (The Akron Beacon Journal, Ohio)
By Carol Biliczky, The Akron Beacon Journal, OhioMcClatchy-Tribune Regional News
Jun. 19--Local officials are concerned about the University of Akron's plan to shut down the Crowne Plaza hotel. They say there's a need for another hotel to replace the three-star landmark that's stocked with memorabilia from the city of Akron's days as the heart of the oatmeal industry.
But the owner of the only competing hotel in downtown says that both the Crowne Plaza and his Radisson Hotel Akron City Centre have suffered from low occupancy for years -- and another hotel isn't needed.
"It should help us, yes," Akron industrialist David Brennan, owner of the Radisson, said of the closing of its rival. "But we should be able to easily accommodate whatever market need there is."
UA trustees agreed last week, pending state approval, to buy the Quaker Square shopping and office complex that includes the Crown Plaza for $22.7 million. The university plans to use the hotel's 190 round rooms as a residence hall for about 400 students as early as January.
Although UA had expressed interest previously in the storied hotel, that was for the use of its hospitality management students, UA President Luis Proenza said.
The university first considered entering a joint management agreement with the owner, Quaker Square Properties, in which the ownership eventually would have been transferred to the university. But that agreement didn't come to pass.
Several months ago, UA made an offer to buy the complex, but it was rejected.
"We thought the opportunity was, quite frankly, gone," Proenza said.
Quaker Square Properties, which is owned by Jay Nusbaum, approached the university in recent days, and the sale came to pass "uncannily fast," Proenza said.
Playing catch-up
The announcement surprised city and convention officials, who say they would have been planning to replace the hotel if they'd known what was going on.
Now they are playing catch-up, and say other hoteliers are making inquiries. Akron Deputy Mayor David Lieberth said the city has heard from three developers who might be interested in putting up a hotel.
Lieberth and other officials are lining up prospective property in the crowded city landscape that could serve a developer's purpose, although parking might be a problem, he said.
"I would assume that a hotel company would look at this as an opportunity," said Ray Merle, chairman of the Greater Akron Lodging Council. "It's an unmet need."
Gregg Mervis, vice president of the Akron/Summit Convention & Visitors Bureau, said he'd heard rumblings, too. "There seems to be much conversation going on with developers who have had interest in the past. Interest is resurfacing," he said.
Mixed occupancy reports
Lieberth and Mervis said both downtown hotels have been filled at times with groups such as Alcoholics Anonymous for its annual convention, the All-American Soap Box Derby and company meetings.
They also say occupancy rates at the Crowne Plaza and the 274-room Radisson have hovered from the mid-70s to low 80s. That is a good deal higher than the Summit County occupancy rate of 53.5 percent and the state's 55.9 percent rate, according to Mervis.
"This is probably the single most successful year that we've ever had in the city," Lieberth said. "We've had weeks when you couldn't get a room."
But Brennan said those occupancy figures are way off.
Although neither he nor Roy Baine, marketing director of the Crowne Plaza, would provide occupancy rates for their hotels, Brennan said the number is "much less than 50 percent." That means that fewer than half the rooms in the two hotels are typically occupied.
The high occupancy rates "are not true. They've never been true," Brennan said. "I can assure you that neither hotel has enough business. Akron is not a destination city. We just aren't."
He said he would be stunned if the Crowne Plaza has an occupancy rate of more than 50 percent, even though it has a better location and gets the bulk of UA's business.
Clients assured
Brennan said he had no advance knowledge of the Quaker Square sale, even though his wife, Ann Amer Brennan, is a member of the UA board of trustees. She abstained from voting on the purchase of the property. He said he and his wife don't discuss their business dealings.
In the meantime, Mervis said the convention and visitors bureau has been assuring clients that the city will be able to accommodate their events even without the Crowne Plaza.
That might involve finding additional rooms for them at suburban hotels and providing buses to take convention-goers to and from the John S. Knight Center downtown, Mervis said.
"There has been enough business to support two major properties, but we had not reached critical mass to support three," Mervis said. "So I'm very confident we'll see something happen."
Central Oregon winemaking industry growing against the grain (The Bulletin, Bend, Ore.)
By Jeff McDonald, The Bulletin, Bend, Ore.McClatchy-Tribune Regional News
Jun. 15--TERREBONNE -- Central Oregon farmers and winemakers are hoping that improved and smarter management practices can lead the region toward a viable wine-producing industry.
But challenges are many for grape growers, who must combat the region's extreme climate shifts and short growing seasons, not to mention intense labor challenges and crop-eating deer.
Roughly 15 different people are at different levels of experimenting with grape growing for wine production throughout the region, said Mylen Bohle, an agronomist with Oregon State University Extension, based in Prineville.
"Their interests range from putting in a large backyard planting operation up to commercial vineyards," Bohle said.
If Central Oregon does become a popular winemaking region, the seeds are likely being planted north of Terrebonne, where the more moderate climate and lower altitude (2,900 feet) work in grape growers' favor.
Kerry Damon saw the potential for growing grapes that would produce wine in the shadow of Smith Rock well before he got the opportunity to become head vintner at Ranch at the Canyons, an 1,800-acre preservation ranch that includes 300 acres of hay and 90 percent open space.
"I saw the lush hay fields, the heat-retaining cliffs and thought somebody's going to grow grapes there," said Damon, who worked for 13 years as a vintner in California before becoming vintner and head landscaper at Ranch of the Canyons in 2004. "I didn't realize it would be me."
He also didn't understand at the time the complications that would be involved with growing grapes with sporadic climate shifts and a relatively short growing season.
"We're out on the edge here of the normal wine-growing region," Damon said.
"It's not a slam dunk that you can plant grapes in Central Oregon and have immediate success."
The Ranch at the Canyons' 31/2-acre field of grapes includes six different French American hybrid varieties that have been tested in places with colder climates, including Canada and New York, Damon said.
The first acre of vines were planted in 2004, followed last summer by 21/2 additional acres, he said. Last year, he also built several 8-foot-high fences to keep the deer out, installed a drip irrigation system and overhead frost protection for cold nights.
The ranch is still three to four years away from producing grapes that would make wine, but the ranch will begin carrying bottles of wine with its company label next month. The wine will come from other wineries in Oregon and Washington, Damon said.
Despite the cold weather and short growing season, wine production is "definitely possible" in Central Oregon, said Patty Skinkis, the state viticulture extension specialist for OSU in Corvallis.
"We've seen it happen in the Midwest," Skinkis said. "Growers just have to be smart about it. They can't plant something that's not conducive for the location."
Last year, wine grape crops posted gross sales of $46.7 million statewide, an increase of 27 percent over the 2005 sales totals, according to the Oregon Department of Agriculture. Harvested acreage and increased yields led to a 25.6 percent increase in estimated wine grape production for 2006 compared with the previous year, according to the ODA. All the grapes were grown outside Central Oregon, mostly in the Willamette Valley, the Columbia Valley and Southern Oregon.
Doug Maragas, owner of the region's first operating commercial winery, Maragas Winery, which opened in November, said he hopes to share his knowledge with others who follow him into the winemaking business in the region.
His winery and vineyard, located in Culver just about one mile north of the Ranch at the Canyons off U.S. Highway 97, is in a microclimate that gets more sun, is at a lower elevation and is protected from severe weather by the adjacent cliffs, he said.
The grape grower is still experimenting to see which grapes will work in the region, but his vineyard could become a model for others to follow, said Maragas, whose wine is currently made using grapes grown west of the Cascades and in Northern California.
"People tend to lose vines because of a few things," he said. "They didn't consult or take advice of (experts) in the field or they didn't consider their land and weather. We're doing a study that will determine which grapes will prosper and which ones will not work. From there, we'll plant the rest of our acreage. If others don't do those things, their chances for succeeding are very low."
The only other person, besides Maragas, making wine in Central Oregon is Chris Mills, owner of Old Mills Winery, who will be crushing his first grapes at the Maragas Winery this fall, according to Maragas.
Another Bend-based winemaker, Volcano Vineyards, produces its wine at a facility in Medford using grapes grown in Southern Oregon's Rogue Valley.
A Bend grower, Gary Bishop, owner of Bishop Farms and Agri Development LLC, has learned from his first planting which varieties will work and which ones aren't hardy enough to handle the cold climates, he said.
He sold the old vitis varieties in potted plants as nursery stock after realizing that they couldn't handle the cold climate and put in an order for French American hybrids, he said.
His goal is to create a commercial grape operation that could be used to produce wine, juice or table grapes, he said.
"By no means am I giving up on grapes or wine," Bishop said. "I think it will be a very good crop for this area. A lot of money goes into plant stock that doesn't survive. I'm still experimenting a lot with that."
Hoteliers in shock over Imbardelli’s fall from grace
Yeoh Siew Hoon (www.thetransitcafe.com) scans the reaction from the hotel community to the news of Patrick Imbardelli’s fall from grace.
The news of Patrick Imbardelli’s resignation from InterContinental Hotels Group sent shock waves throughout the closely-knit hotelier community in Asia/Pacific, if not triggering off a frenzy of CV-checking.
From Cairo to Canberra, hoteliers exchanged emails, and traded comments. Words like “embarrassing”, “shocking”, “wow” and “what a scandal” were fired in cyberspace as news spread like wildfire, as it does in today’s world of communications.
Imbardelli was a high-profile, high flyer and his meteoric rise to the top of IHG’s operations in Asia Pacific had been closely watched, perhaps even envied.
He has been described in various circles by various people as “driven”, “ambitious”, “a young man in a hurry” and “smart”, and there are those who wonder if his downfall was the result of a whistle-blower, someone whose toes he stepped on, on his ascent to the top.
At 46, he was one of the youngest hotel CEOs in the region and he ran a network of 188 hotels which accounts for approximately 10% of hotels operating profit before central costs, according to the company’s website.
He knew his way round the hotel world in Asia, and he was always accessible to the media. He was at ease with journalists and he handled press conferences with polish, always staying true to his corporate persona, rarely straying far from the company line.
His youthful looks could disarm as his smooth words could charm.
In short, he was the cover boy of the hotel corporate world. Which is why the fall to disgrace, when it came as swiftly and spectacularly as it did, shocked everyone.
The responses Transit Café received were varied. Some were very clear – he lied, and therefore he had to leave. Others were just appalled and shocked. Some were sympathetic, expressing concern for him, his wife and their two young children, aged two and four.
Jennie Chua, of Raffles Hotels’ fame, said in the Straits Times: “His performance must have impressed his peers and superiors for him to have risen to where he is. He must have been doing something right. After all, InterContinental is a huge group, and it must be in no shortage of capable people. That said, the company must have viewed this as a question of integrity.”
Strong expressions of support for Imbardelli can be found in the forum on ehotelier.
• “Yes he may have been forced to quit over his CV, however I work with IHG and his success speaks far louder than this. He has been a great leader for the region and will be definitely hard shoes to fill.”
• “… universities named should confer him with the Honorary Degree he deserves now. Especially VictoriaUniversity when they published in their alumni news letter promoting the success story of Patrick Imbardelli some years back.”
• “Having a degree doesn't matter these days. It’s experience that matters. If the man has been doing the job well, then I don't think he should be sacked. I feel sorry for him and his family.
• “If the man was good at his job, great to work for and got the job done, what does it matter that he didn't have letters after his name?! Pleease!”
• “The man has done much for Bass plc and InterContinental Group and is recognised for his contributions to the hospitality and tourism industry in Asia Pacific. Let's acknowledge that rather than worrying how many letters is missing after his name.”
There were those however who were less sympathetic.
“Obviously, his achievements at Interconti speak for themselves but when the foundation of your success is built on a lie, you are on a very shaky ground indeed and there is no excuse.”
Others questioned the company’s action.
“… how come it took Interconti so long to find out. If it speaks volumes of their work ethics, it does not say much about their hiring tactics. ”
In the Straits Times report, IHG’s regional spokesman, Birte Sebastian, said IHG has launched a review of the CV of its “directors and senior executives” across its global offices.
Said one hotelier, “You can also bet every hotelier will be reviewing their CVs after this.”
In the ehotelier forum, one post said, “… this guy will bounce back and (for) sure his CV will be correct this time.”
For now, Imbardelli is not talking to anyone. A report in the Straits Times on Saturday said “a voice over the intercom at his Rochalie Drive residence said he did not wish to talk to anyone”.
Imbardelli, a man resigned to his fateCosslett regrets losing Imbardelli
InterContinental Hotels Group (IHG) group CEO, Mr Andrew Cosslett, says he regrets the departure of his Asia-Pacific CEO, Mr Patrick Imbardelli, but maintains “the company took the only action it could under the circumstance” as a ground swell of sympathy appears for Mr Imbardelli among several Asian partners and peers TTG Asia spoke to.
Mr Imbardelli’s star was rising, but he fell from grace after last Thursday’s cut-to-the-chase statement by IHG on his resignation due to a misrepresentation of his academic qualifications. Just a month ago, Jones Lang LaSalle Hotels named Mr Imbardelli Hotelier of the Year, and on July 1, he was to join the IHG Board. Under Mr Imbardelli, the Asia-Pacific team had strengthened, as had the portfolio, now comprising 188 hotels with 105 under development. There were also great deals, including the joint venture with ANA Hotels Group Japan that would see all ANA hotels there reflagged with joint IHG brands.
Asked whether, given all these achievements, Mr Imbardelli could have been given options other than the door, and a different treatment to the announcement, Mr Cosslett, in a phone interview from Shanghai, said: “No, the position is clear. The company took the only action it could under the circumstance. When someone has made claims about, or misrepresented qualifications, it is a serious issue and companies can’t condone it. They must be seen to act decisively.
“If you reviewed similar cases around the world where it’s happened, it’s almost always had the same outcome.
“It’s important companies are transparent. IHG tries to be as open as it can with its investors, shareholders and media, and that means being honest and we wanted to say, though painful, what reason was. While there would be a lot of shock, the reason was known, so people won’t go hunting (for the reason). Otherwise, people will speculate. ”
Told that IHG’s announcement had not stopped the market speculating there was more to it than met the eye, Mr Cosslett said: “There isn’t. Absolutely not.”
One owner representative disagreed with the treatment. “At that level in particular, it was one thing to have someone depart, but another to let him depart without dignity or respect. I found that sad and sickening. What he did was wrong, but he did not commit a crime and he had proved himself to the company.”
Asked if he thought Mr Imbardelli’s career was over and what he would do if he were him, Mr Cosslett said: “You have to ask Patrick that. But he’s a great guy and I’m sure he will bounce back.
“I regret his departure on a company level he was a talented leader. On a personal level, he was a good colleague and someone who became a close associate. We spent a great deal of time travelling the world, and it’s sad, but there are times when you have to make a professional decision as a representative of shareholders and investors who trust you to make that decision. It is as simple as that.”
Mr Cosslett said he did not believe IHG’s credibility had been jeopardised with Asian owners. “Mr Imbardelli joined about seven years ago (from SPHC) and at the time, I believe checking CVs was not always part of the due diligence in acquisitions. And he was also not as senior then.”
In the end, it was Mr Imbardelli’s biggest contribution to IHG building an excellent team, according to Mr Cosslett that will help save the current mess.
Mr Cosslett said: “That team is now in a position to carry on, that’s his most important legacy. So while people are sad, business is going on as usual. The plans are clear, there are great leaders overseeing Asia-Pacific...On the day to day, the COO and our leaders in the field who have the most contacts with owners and partners.
“Tony (South, acting CEO) and I have been in conversation the last four to five days with them. There’s a mix reaction of shock and sadness, but also a recognition that it was the only course open to us. We’re a public listed, British plc and there are certain expectations of the company in that situation.”
More reports in TTG Asia, June 29, 2007
Sunday, June 17, 2007
Mexico's hotel real estate booms
Foreign investment in the hotel real estate has achieve a 10 time multiple since 2000, as reported in a joint research initiative between Jones Lang LaSalle Hotels and Mexico’s National Trust for Tourism Development (FONATUR).
The total amount of foreign investment in Mexico totaled $640 million in 2006, representing an annual compound growth rate of 135%. This influx has transformed the hotel market into a more transparent and liquid investment environment, propelling further outside investment.
Spanish and American investors have dominated this level of foreign investment – totaling 99% over the last six years; with Spanish investors at 65% ($1.2 billion), and American investors at 34% ($609 million) between 2000 and 2006. U.S. investors that have made significant investments in Mexico include Strategic Hotel Capital, Host Hotels and Resorts, Orient Express Hotels and Ty Warner.
Over the last six years, Cancun and the Riviera Maya have attracted the greatest amount of foreign capital, which together captured $1 billion in investment, or 57% of the total in Mexico. OHL, the Spanish construction giant, for example, has made an investment of over $375 million in the development of Mayakoba, set to become a landmark luxury master-planned community in the Riviera Maya. Los Cabos was the second most popular destination for foreign capital, taking in $206 million in investment, or 11% of the total. While Los Cabos is a more active market than this indicates, local Mexican developers and investors dominate much of this investment.
“The recent surge of foreign investment in Mexico's lodging industry continues to be driven by a welcoming business climate, substantial infrastructure development, growing transparency, economic and political stability, improving credit ratings, and a global capital market that is awash in liquidity,” said Miguel Rivera, a senior vice president with Jones Lang LaSalle Hotels.
Jones Lang LaSalle Hotels estimates that foreign investment will be considerably stronger over the next several years, doubling the three year average attained between 2004 and 2006, to achieve an average of $900 million per year by 2009.
“Most of this growth is forecast to be driven by strong foreign capital inflow in 2008 and 2009. In 2007, foreign investment is anticipated to reach a volume slightly higher than that of 2006, ranging between $650 and $700 million,” said Kristina Paider, senior vice president of research and marketing for Jones Lang LaSalle Hotels.
The total amount of foreign investment in Mexico totaled $640 million in 2006, representing an annual compound growth rate of 135%. This influx has transformed the hotel market into a more transparent and liquid investment environment, propelling further outside investment.
Spanish and American investors have dominated this level of foreign investment – totaling 99% over the last six years; with Spanish investors at 65% ($1.2 billion), and American investors at 34% ($609 million) between 2000 and 2006. U.S. investors that have made significant investments in Mexico include Strategic Hotel Capital, Host Hotels and Resorts, Orient Express Hotels and Ty Warner.
Over the last six years, Cancun and the Riviera Maya have attracted the greatest amount of foreign capital, which together captured $1 billion in investment, or 57% of the total in Mexico. OHL, the Spanish construction giant, for example, has made an investment of over $375 million in the development of Mayakoba, set to become a landmark luxury master-planned community in the Riviera Maya. Los Cabos was the second most popular destination for foreign capital, taking in $206 million in investment, or 11% of the total. While Los Cabos is a more active market than this indicates, local Mexican developers and investors dominate much of this investment.
“The recent surge of foreign investment in Mexico's lodging industry continues to be driven by a welcoming business climate, substantial infrastructure development, growing transparency, economic and political stability, improving credit ratings, and a global capital market that is awash in liquidity,” said Miguel Rivera, a senior vice president with Jones Lang LaSalle Hotels.
Jones Lang LaSalle Hotels estimates that foreign investment will be considerably stronger over the next several years, doubling the three year average attained between 2004 and 2006, to achieve an average of $900 million per year by 2009.
“Most of this growth is forecast to be driven by strong foreign capital inflow in 2008 and 2009. In 2007, foreign investment is anticipated to reach a volume slightly higher than that of 2006, ranging between $650 and $700 million,” said Kristina Paider, senior vice president of research and marketing for Jones Lang LaSalle Hotels.
IHG Most Nominated Hotel Company In Australasian World Travel Awards
Travel agents from around the world have honoured IHG hotels with more nominations than any other hotel company in the Australasian section of the 15th annual World Travel Awards, to be announced in Bangkok in September.
Brand proprietor and world’s largest hotel company, IHG is the most nominated hotelier in Australasia in 2007, with InterContinental Hotels & Resorts up for 16 awards and the upscale Crowne Plaza Hotels & Resorts contending for five.
Nominees include InterContinental hotels in Sydney and Perth in Australia, Wellington in New Zealand, and the French Polynesian islands of Bora Bora and Moorea, as well as Crowne Plaza hotels in Auckland and Christchurch in New Zealand, Papua New Guinea and on Australia’s Queensland Gold Coast.
Established in 1993, the World Travel Awards acknowledge and celebrate achievements in all sectors of the global travel industry. Judging is based on the hundreds of thousands of nominations cast by travel agents in over 190 countries around the world.
“It was exciting to learn our premium and upscale lodging brands have received this many nominations from the single largest community of travel influencers. It is wonderful to see that not only are they so familiar with our brands and products, but that we are held in such high esteem by such a learned and experienced sector of travel industry professionals,” said IHG chief operating officer for Australia, New Zealand and South Pacific, Keith Barr.
“I am especially pleased that five of our six InterContinental hotels in Australia, New Zealand and South Pacific have each received multiple nominations from both business and leisure travel specialists. As we continue to expand the InterContinental and Crowne Plaza networks, these nominations demonstrate we’re on the right track when it comes to meeting the needs of our guests and partners.”
The Australasia section of the World Travel Awards covers Australia, Cook Islands, Fiji, French Polynesia, Guam, Micronesia, New Caledonia, New Zealand, Papua New Guinea, Tonga and Vanuatu. More information on the World Travel Awards can be found at www.worldtravelawards.com.
IHG’s Australasian hotels nominated in the 15th annual World Travel Awards include:
InterContinental Hotels Group PLC (IHG) of the United Kingdom [LON:IHG, NYSE:IHG (ADRs)] is the world's largest hotel group by number of rooms. IHG owns, manages, leases or franchises, through various subsidiaries, over 3,700 hotels and more than 558,000 guest rooms in nearly 100 countries and territories around the world. IHG owns a portfolio of well recognised and respected hotel brands including InterContinental® Hotels & Resorts, Crowne Plaza® Hotels & Resorts, Holiday Inn® Hotels and Resorts, Holiday Inn Express®, Staybridge Suites®, Candlewood Suites® and Hotel Indigo®, and also manages the world's largest hotel loyalty programme, Priority Club® Rewards with over 33 million members worldwide.
The company pioneered the travel industry’s first collaborative response to environmental issues as founder of the International Hotels and Environment Initiative (IHEI). The IHEI formed the foundations of the Tourism Partnership launched by the International Business Leaders Forum in 2004, of which IHG is still a member today. The environment and local communities remain at the heart of IHG’s global corporate responsibility focus.
IHG offers information and online reservations for all its hotel brands at www.ihg.com and information for the Priority Club Rewards programme at www.priorityclub.com.
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| WIWIH - WHO IS WHO IN HOSPITALITY Discuss this and other articles on WIWIH, the online business & social networking platform for the Hospitality Industry. Learn more | |
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CONTACT
Luke Starr
Phone: (+61 2) 8260 2856
Fax: (+61 2) 8260 2956
Email: LStarr@mangocommunications.com.au
ORGANIZATION
InterContinental Hotels Group (IHG)http://www.ichotelsgroup.com
Three Ravinia Dr., Ste. 2900
USA - Atlanta, GA 30346-2149
Phone: +1 770-604-2000
Fax: +1 770-604-5403
How To Sell And Connect With Boomers - By JoAnn Hines
Every seven seconds someone turns 50 years old. With 76 million Baby Boomers in the United States, it is safe to say that Boomers are in command of today's buying decisions. The potential for profit and growth from this group is enormous. According to Rick Adler, founder of The Senior Network, "Simply based on population growth trends, if a product is marketed to the 50-plus audience and maintains its market share, it should increase in sales by 35 to 50 percent in the next 20 years. Conversely, a brand targeted at the zero to 50 age groups will be flat in sales."
Boomer Facts You Need to Know
• Boomers could still be parents or grandparents and be in their 50s.
• Boomers could still be working or in the early stages of retirement. Whatever the circumstances, they don't see themselves as old. Most Boomers plan to work until retirement age.
• Boomers view themselves as younger than they are (typically by 20 years). Gone are the days of over 50 considered close to the end of your life.
• Boomers live active lifestyles and travel is high on their list of favorite activities.
• Boomers love discounts and don't feel at all intimidated in asking for them.
• Boomers grew up with TVs so they understand advertising. The key is to choose the right message through the right medium.
• Boomers are not children of the depression (their parents were). They expect lifestyles better than their parents and are willing to spend to make it so.
• Boomers are connected. They are comfortable with technology and using the Internet.
Characteristics That Are Common To Boomers
• Boomers are more active, healthier and are expected to live longer than their parents.
• Researchers asked boomers what they like to be called. There was no consensus. Terms such as "active adults," "mature," "older adult," "50 plus" and even "middle-aged" and "baby boomer" were deemed inappropriate.
• Boomers want value for their expenditures. Yes, they have money and are willing to spend it, but first you must prove you are offering value for the investment.
• Boomers will digest all the information you give them and make an informed decision.
• Boomers want to be treated with respect not deference.
Keep These Thoughts in Mind When Selling To the Over 50 Market
• Don't look at Boomers as an aggregate mass. Even within boomers there are differences in the age brackets.
• Don't assume the 50 + are brand loyal.. They grew up on branding but are willing to make a change after careful consideration. Give them the facts. Demonstrate how your product or service will make their lives better. Don't hype or over exaggerate claims this has more a negative than a positive effect.
• Use images they can relate to. Studies have shown that tapping into the memories of the boomers earlier life doesn't necessarily work. They are nostalgic, but don't really join memories to their current life styles.
• Whether you use the word, boomer, senior over 50 aging, etc., this age group doesn't want to be referred to as old. Never use anything remotely near "over the hill." In a recent survey I conducted the words golden, aging and elder were disliked as a descriptor.
• Sell Boomers the experience and the benefits that come in using the product.
• Go where the Boomers go. Reach out to them in away and place where there is a high level of comfort factor.
• Emphasize convenience or easy of use or application. Boomers are busy people making their life easier of more simplified is important.
• Write in a language that connects with Boomer. In most cases they are educated and informed. Communicate to them as such.
• Stress the values that Boomers appreciate. Connect both intellectually and emotionally.
• Boomers don't respond well the scare tactics. They are turned off with the threats like "if you don't do this or use this it will be to your detriment."
• Use role models or visuals that represent the audience. Having a 20 year old touting the latest benefits means nothing. Conversely, a 50+ year old speaking to her daughter or granddaughter creates relevance.
Whatever means you use to you reach out and connect with Boomers it's important to visualize them as vital, active people. Eliminate the old stereotypes that we grew up with that described people over the age of 50. Create relevance though images of people in this age bracket. Don't think of them as old but as a group that has the best years of their life ahead of them.
JoAnn Hines' specialty is PACKAGING PEOPLE.
Ms. Hines advice and expertise can help you transform your personal brand. She can show you how to package yourself and make your brand a hot commodity. It's easy once you know the ropes and begin to utilize her insider's secrets. She shows you step by step how to increase your visibility, credibility and marketability with easy to use tutorials and templates.
You can contact JoAnn at pkgcoach@aol.com.
Email me the Chief People Packager @pkgcoach@aol.com
Boomer Facts You Need to Know
• Boomers could still be parents or grandparents and be in their 50s.
• Boomers could still be working or in the early stages of retirement. Whatever the circumstances, they don't see themselves as old. Most Boomers plan to work until retirement age.
• Boomers view themselves as younger than they are (typically by 20 years). Gone are the days of over 50 considered close to the end of your life.
• Boomers live active lifestyles and travel is high on their list of favorite activities.
• Boomers love discounts and don't feel at all intimidated in asking for them.
• Boomers grew up with TVs so they understand advertising. The key is to choose the right message through the right medium.
• Boomers are not children of the depression (their parents were). They expect lifestyles better than their parents and are willing to spend to make it so.
• Boomers are connected. They are comfortable with technology and using the Internet.
Characteristics That Are Common To Boomers
• Boomers are more active, healthier and are expected to live longer than their parents.
• Researchers asked boomers what they like to be called. There was no consensus. Terms such as "active adults," "mature," "older adult," "50 plus" and even "middle-aged" and "baby boomer" were deemed inappropriate.
• Boomers want value for their expenditures. Yes, they have money and are willing to spend it, but first you must prove you are offering value for the investment.
• Boomers will digest all the information you give them and make an informed decision.
• Boomers want to be treated with respect not deference.
Keep These Thoughts in Mind When Selling To the Over 50 Market
• Don't look at Boomers as an aggregate mass. Even within boomers there are differences in the age brackets.
• Don't assume the 50 + are brand loyal.. They grew up on branding but are willing to make a change after careful consideration. Give them the facts. Demonstrate how your product or service will make their lives better. Don't hype or over exaggerate claims this has more a negative than a positive effect.
• Use images they can relate to. Studies have shown that tapping into the memories of the boomers earlier life doesn't necessarily work. They are nostalgic, but don't really join memories to their current life styles.
• Whether you use the word, boomer, senior over 50 aging, etc., this age group doesn't want to be referred to as old. Never use anything remotely near "over the hill." In a recent survey I conducted the words golden, aging and elder were disliked as a descriptor.
• Sell Boomers the experience and the benefits that come in using the product.
• Go where the Boomers go. Reach out to them in away and place where there is a high level of comfort factor.
• Emphasize convenience or easy of use or application. Boomers are busy people making their life easier of more simplified is important.
• Write in a language that connects with Boomer. In most cases they are educated and informed. Communicate to them as such.
• Stress the values that Boomers appreciate. Connect both intellectually and emotionally.
• Boomers don't respond well the scare tactics. They are turned off with the threats like "if you don't do this or use this it will be to your detriment."
• Use role models or visuals that represent the audience. Having a 20 year old touting the latest benefits means nothing. Conversely, a 50+ year old speaking to her daughter or granddaughter creates relevance.
Whatever means you use to you reach out and connect with Boomers it's important to visualize them as vital, active people. Eliminate the old stereotypes that we grew up with that described people over the age of 50. Create relevance though images of people in this age bracket. Don't think of them as old but as a group that has the best years of their life ahead of them.
JoAnn Hines' specialty is PACKAGING PEOPLE.
Ms. Hines advice and expertise can help you transform your personal brand. She can show you how to package yourself and make your brand a hot commodity. It's easy once you know the ropes and begin to utilize her insider's secrets. She shows you step by step how to increase your visibility, credibility and marketability with easy to use tutorials and templates.
You can contact JoAnn at pkgcoach@aol.com.
Email me the Chief People Packager @pkgcoach@aol.com
Thursday, June 14, 2007
Paris Hotel and Casino, Las Vegas, USA
Paris Las Vegas is a hotel and casino located on the famed Las Vegas Strip in Las Vegas, Nevada, USA , that is owned and operated by Harrah's Entertainment. As its name suggests, its theme is the city of Paris in France; it includes a 1/2 scale, 540 foot (164.6 m) tall replica of the Eiffel Tower, and a neon sign in the shape of the Montgolfier balloon, a two-thirds size Arc de Triomphe, and a replica of La Fontaine des Mers. The front facade of the building suggests the Paris Opera House and the Louvre.
Its adjacent sister property, Bally's Las Vegas, has a Las Vegas Monorail station.
The project was originally announced by Bally's Entertainment, owner of the adjacent Bally's Las Vegas.
Ground was broken for the Paris on April 17, 1997. It opened September 1, 1999 with fireworks being shot from the Eiffel tower. French actress Catherine Deneuve flipped a switch, turning on all of the Paris' lights.
Building began under Hilton Hotels, which purchased Bally Entertainment in 1996; Hilton's casinos were subsequently spun off into Park Place Entertainment, which purchased Caesars World in 2000 and changed its name to Caesars Entertainment in 2004. When Hilton Hotels began the building, it was originally going to be called Paris Hilton, presumably named after Mr. Hilton's daughter, but then Hilton spun off the casino business before Paris was open, so the name was changed back to the Paris Hotel and Casino.[citation needed]
At the time of its opening, the hotel ran amusing television advertisements throughout the United States implying that it had ensured the authenticity of its reproductions of Paris landmarks, culture and cuisine by looting the real city.
When the scale model of the Eiffel Tower was built, it was planned to be full scale, but the airport was too close and the tower had to be shrunk.
Paris cost USD $785 million to build, and occupies 24 acres (97,000 m²).
In November 2006, the Paris sports book was temporarily shut down pending an investigation of its employees for allegedly underreporting tips.
[Source: Wikipedia]
How safe are metro area's cheap hotels? (The Atlanta Journal-Constitution)
By Ty Tagami, The Atlanta Journal-ConstitutionMcClatchy-Tribune Regional News
Jun. 10--If there is a purgatory in DeKalb County, Cassandra Jackson moved into it, and she hauled in her own bed and radio.
The 43-year-old also brought her husband, two teenage children and three grandchildren. The seven of them were sharing a room last week in an aging hotel off Clairmont Road near I-85.
It was better than living in the streets, but not by much, Jackson said, adding that she hopes to have the money to move soon.
"This is not my type of living," she said.
"This is not me."
Built as a Days Inn in 1972, the Clairmont Lodge charges $145 a week for the smallest room and requires a $100 deposit. Unlike at a typical apartment complex, there is no requirement to prepay the last month's rent or to produce a credit history.
It's like several older hotels that have evolved into low-budget housing in DeKalb's aging suburbs. They suit those desperate to get under a roof quickly and without a hassle. But some offer questionable sanitary and safety conditions, a heightened concern given the fire that consumed a motel in Riverdale on Thursday.
Bobby Patel, manager of the Budget Inn in Riverdale, which housed several longer-term tenants, said the family that lost five members in the blaze was hoping to move into an apartment or house soon. Patel said "locals" who stayed at the motel for weeks at a time knew the smoke alarms could be triggered by cigarette smoke, and often disabled the detectors.
It's unclear what triggered the Riverdale blaze, but in DeKalb, which appears to have a disproportionate number of hotels and motels used for extended stays, health officials say long-term guests contribute to safety hazards. They plug hot plates or refrigerators into electrical systems that were not designed for them. Or they cook on barbecue grills.
Some hotel owners also allow conditions to deteriorate, said Janice Buchanon, director of the Environmental Health Division of the DeKalb County Board of Health. "I just shudder to think what can happen in some of these facilities."
Buchanon said the Clairmont Lodge is on a list of 21 "bad actors" in DeKalb -- hotels that consistently fail sanitary and safety inspections.
DeKalb County appears to be suffering more from hotel decline than surrounding counties. Representatives for the health enforcement agencies in Clayton, Cobb, Fulton and Gwinnett counties said they had no serious enforcement problems with hotels used as long-term residences.
"I know that DeKalb has a monstrous problem with that," said Vernon Goins, a spokesman for Gwinnett's health board. "We don't generally have that problem in Gwinnett because most of ours are new."
In Clayton County, where Thursday's lethal fire occurred, the health board is "not aware of" a problem with extended-stay hotel maintenance, spokeswoman Veronda Griffin said. "But with the economy as it is, and people needing places to stay, hotel operators may be allowing people to stay longer than was intended with their business" permits. Griffin said permits for tourist accommodations such as the Budget Inn do not prohibit longer stays.
In DeKalb County, where access to public housing is limited -- the county housing authority has 200 units and a waiting list of 1,500 families -- hotels such as the Clairmont Lodge fill a critical niche.
They "probably are the only place a lot of these folks have to live," said County Commissioner Larry Johnson, whose southwest DeKalb district -- the county's economically poorest -- has several of the hotels.
One of Johnson's constituents voiced a typical complaint about such hotels: that they attract drug dealers and prostitutes. Darryl Jennings, president of the Gresham Park Community Association off Bouldercrest Road, accused the owners of being "slumlords" who don't care about the community.
"The only interest they have is making money," Jennings said. He wants the county to shut down the worst offenders.
But Johnson said that would leave a lot of people homeless. He said the solution is to offer social services that help the tenants transition into standard housing, and to force owners to meet health and safety codes. Hotel owners "need to be spending more on maintenance, keeping these places up," he said.
Bob Patel (no relation to the Budget Inn's Patel), owner of the Sunset Lodge in south DeKalb, acknowledged that his 34-year-old establishment attracts troubled people. He said the majority of the guests at the 175-unit building are staying for a week or more.
Some are hiding from police, he said. Older relatives pay their $149 a week rent to get them out of the house. "If somebody's done something wrong, at least they can say 'they're not here' " when the police come around, he said.
On a recent evening, two girls were reading magazines while sitting in shopping carts abandoned on the grounds of Bob Patel's hotel. Other children were milling about the exterior corridors of the four-story building. Last semester, the DeKalb school system sent a bus to the lodge, off Flat Shoals Road and I-20, to collect three students. They were among 102 listed as "homeless" and living in DeKalb hotels.
Patel said he is trying to deter criminals. He said he pays an off-duty police officer $200 a night to watch the place from 9 p.m. to 4 a.m., and he showed off a file several inches thick that contains the names, identifying information and photographs of people who will be reported for trespassing if they're seen on the property. The documents contain notations such as "known prostitute" or drug paraphernalia found in purse.
The Sunset Lodge has been cited by the DeKalb health board for numerous violations over the years. Inspectors found dirty walls, carpets and furniture, or standing water and mildew. They also reported dangers such as broken smoke detectors and cooking equipment in rooms.
On Wednesday, a DeKalb Recorders Court judge ordered the management to pay $1,040 in fines on two citations. Patel said one was for an inoperable smoke alarm and the other for cooking equipment in a room.
Patel said his place is not a fire hazard. Most tenants cook with microwaves, he said. He pounded his fist against the walls to demonstrate that they are made of concrete and are not flammable.
Patel said he's spent more than $25,000 on fresh paint and repairs recently and that he's running a legitimate business. He said he has money to invest in maintenance because he and a half-dozen family members operate the hotel, cleaning it and running the cash register.
Any business will get cited for violations from time to time, he said. "We're trying to keep the place up."
An owner of north DeKalb's Clairmont Lodge said her company spent about $200,000 to deal with health division citations issued last year. Donna Chimberoff said the 25-acre compound is safe and that most of the allegations involved cosmetic problems such as peeling paint.
"There's a good chance that you're going to come onto the property at any time and find violations," Chimberoff said. "It's easy to do. I mean, you can go into the Ritz-Carlton and find violations."
The Clairmont Lodge has been cited repeatedly for sanitary violations, from roach infestation to mold and mildew contamination. Last year, a man called the health division to say he'd been a resident for more than a year in a "very nasty" room and that he was suffering from a skin irritation. He complained that his mattress was stained with urine. The management is required to clean the rooms regularly.
Inspectors noted a lack of smoke detectors, mold in bathrooms, missing handrails, a sinkhole in the parking lot, and cracked and unstable walkways at the Clairmont Lodge.
An engineering report documented holes in steel stairwells and cracks in masonry walls, and determined that some concrete slabs on exterior corridors were "badly broken" and had "minimal remaining structural integrity."
In August, the lodge's management pleaded guilty to 10 citations in DeKalb Recorders Court and agreed to address the shortcomings. The court levied a $6,000 fine and, last month, deemed the work complete.
Jackson moved her family into the Clairmont Lodge last winter. She brought an extra bed -- her unit had only one -- so only her children had to sleep on the floor.
Her grandchildren weren't allowed on the porch of the second-floor unit because the porch rail wobbled. She also wouldn't let them stray to the neighboring building in the 648-unit compound because she had heard fights there and feared there were drug dealers.
She said she found used condoms on the soiled carpet in her hallway. Outside one of her building's doorways, a constellation of beer bottle caps was embedded in the hard-packed dirt that served as a lawn.
Jackson said she had seen cockroaches and noticed that a hallway in a neighboring building had a soft depression that gave way underfoot. She said she was used to this kind of thing: She moved her family from a nearby apartment complex that she said was demolished after they left.
She said she pays $180 a week, and that for that kind of money, the family could get a house or an apartment. Jackson said she and her husband, a gravedigger and auto mechanic, were hoping to have enough saved to move soon.
The family had better hurry. Chimberoff said her lodge is being sold this year —- to a developer who plans to raze the compound and build luxury apartments.
Innovation Comes from What Customers Don't Say.
As hospitality industry marketers seek to innovate and improve operations; most work hard to learn what their customers want ~ often asking them directly through surveys or focus groups.
The problem with that approach, according to some industry marketers, is that customers are too likely to tell you what you want to hear, rather than what you really need to know.
Finding and implementing innovative ideas was one of the sessions at the annual Cornell Marketing Roundtable, held in May 2007, at the Cornell University School of Hotel Administration. Chaired by Lisa Klein Pearo, assistant professor of marketing, and sponsored by the Cornell Center for Hospitality Research, the Roundtable was attended by marketing leaders from the hospitality industry.
Examining the industry’s obsession with customer feedback, Howard J. Wolff, senior vice president, Wimberly Allison Tong & Goo (WATG), warned that companies can be steered in the wrong direction trying to listen to their customers, especially because customers typically say that they want faster, better, or cheaper and can't easily articulate what features and services they might love but haven't thought of. “Successful companies innovate not from what customers say, but what they don’t say,” said Wolff. The participants also concluded that most customer surveys are too long, failing to focus on action items.
Dean Michael Johnson, E.M. Statler Professor of Hotel Administration, chaired the Roundtable session that focused on customer service lessons learned from outside of the hospitality industry, particularly, retailing. Roundtable participants noted that the key to "borrowing" ideas from retailing is to understand how operations would need to be adjusted to make implementation feasible.
The comparative complexity of hotel and restaurant operations makes it difficult to borrow ideas from retailers. In this regard, Ashwin Kamlani, vice president of distribution, Sol Melia Hotels & Resorts, gave the example of Wal-Mart's greeters. "They can focus entirely on assisting customers without other operational responsibilities," Kamlani said, noting that typically hotel employees have to juggle both.
A third session focused on defining “hospitality.” Definitions offered ranged from “creating transformational experiences,” as offered by John Hach, vice president, product management, eMarketing Solutions, TravelCLICK, to “distinguishing customer wants,” as suggested by Cindy Estis Green, managing partner, The Estis Group, as well as “doing unto others,” according to Kathy Misunas, founder, Essential Ideas. Regardless of where innovative ideas arise, Roundtable participants agreed that newly hired employees cannot be trained in hospitality. Instead, a person’s “hospitability” must be a criterion in the hiring process.
In addition to the Marketing Roundtable, Cornell’s Center for Hospitality Research sponsors roundtables in labor and employment law, human resources, design, and real estate / finance. For more information about future roundtables at the Cornell School of Hotel Administration, please visit http://hotelschool.cornell.edu/chr/news/roundtables.html .
About The Center for Hospitality Research
A unit of the Cornell School of Hotel Administration, The Center for Hospitality Research (CHR) sponsors research designed to improve practices in the hospitality industry. Under the lead of the Center’s 57 corporate affiliates, experienced scholars work closely with business executives to discover new insights into strategic, managerial and operating practices. The Center also publishes the award-winning hospitality journal, the Cornell Hotel and Restaurant Administration Quarterly. To learn more about CHR and its projects, visit www.chr.cornell.edu .
The problem with that approach, according to some industry marketers, is that customers are too likely to tell you what you want to hear, rather than what you really need to know.
Finding and implementing innovative ideas was one of the sessions at the annual Cornell Marketing Roundtable, held in May 2007, at the Cornell University School of Hotel Administration. Chaired by Lisa Klein Pearo, assistant professor of marketing, and sponsored by the Cornell Center for Hospitality Research, the Roundtable was attended by marketing leaders from the hospitality industry.
Examining the industry’s obsession with customer feedback, Howard J. Wolff, senior vice president, Wimberly Allison Tong & Goo (WATG), warned that companies can be steered in the wrong direction trying to listen to their customers, especially because customers typically say that they want faster, better, or cheaper and can't easily articulate what features and services they might love but haven't thought of. “Successful companies innovate not from what customers say, but what they don’t say,” said Wolff. The participants also concluded that most customer surveys are too long, failing to focus on action items.
Dean Michael Johnson, E.M. Statler Professor of Hotel Administration, chaired the Roundtable session that focused on customer service lessons learned from outside of the hospitality industry, particularly, retailing. Roundtable participants noted that the key to "borrowing" ideas from retailing is to understand how operations would need to be adjusted to make implementation feasible.
The comparative complexity of hotel and restaurant operations makes it difficult to borrow ideas from retailers. In this regard, Ashwin Kamlani, vice president of distribution, Sol Melia Hotels & Resorts, gave the example of Wal-Mart's greeters. "They can focus entirely on assisting customers without other operational responsibilities," Kamlani said, noting that typically hotel employees have to juggle both.
A third session focused on defining “hospitality.” Definitions offered ranged from “creating transformational experiences,” as offered by John Hach, vice president, product management, eMarketing Solutions, TravelCLICK, to “distinguishing customer wants,” as suggested by Cindy Estis Green, managing partner, The Estis Group, as well as “doing unto others,” according to Kathy Misunas, founder, Essential Ideas. Regardless of where innovative ideas arise, Roundtable participants agreed that newly hired employees cannot be trained in hospitality. Instead, a person’s “hospitability” must be a criterion in the hiring process.
In addition to the Marketing Roundtable, Cornell’s Center for Hospitality Research sponsors roundtables in labor and employment law, human resources, design, and real estate / finance. For more information about future roundtables at the Cornell School of Hotel Administration, please visit http://hotelschool.cornell.edu/chr/news/roundtables.html .
About The Center for Hospitality Research
A unit of the Cornell School of Hotel Administration, The Center for Hospitality Research (CHR) sponsors research designed to improve practices in the hospitality industry. Under the lead of the Center’s 57 corporate affiliates, experienced scholars work closely with business executives to discover new insights into strategic, managerial and operating practices. The Center also publishes the award-winning hospitality journal, the Cornell Hotel and Restaurant Administration Quarterly. To learn more about CHR and its projects, visit www.chr.cornell.edu .
Tuesday, June 12, 2007
Passenger Forecasts; July 2007 And Quarter Three
The principal forecast differences in this forecast set reside in the European and North American regions; forecast to forecast the Asia/Pacific passenger growth trend looks solid enough. The outlook for the USA is flattered by the capacity reduction exercises of 2006, the effects of which, according to the US Bureau of Transport Statistics, really started to hit passenger numbers in the third Quarter. In July alone domestic passengers were off by 2.9% which gives depth and context to the July 2007 projection of 2.0%. The picture in Europe is altogether different.
GROWTH SLOWS IN EUROPE
When Michael O'Leary, Ryanair's chief executive, announced last week that profit growth by the end of this year could be zero and that the group had adopted a very conservative outlook for 2008, it is safe to assume he may have had sight of forward booking numbers for the world's largest international airline.
The 2007/2008 trend for Europe is becoming clearer. The results for the 200 or so European airports which have declared their passenger numbers since April show an increase, year on year, of just over 4% where an expected trend value for all European airports might have been closer to 7%. The May results for airlines in Europe are, as yet, too patchy to permit any analysis.
Already, the newly emerging trends are reflected in the latest forecasts with passenger growth for the region now projected at only 3.9% for the third quarter. The July outlook is a little healthier, but only just; International passengers are expected to rise by 4.4% and domestics by 4.3%.
USA
The forecast for the third Quarter is, at least superficially unexciting, but the recently announced May results by the leading airlines may indicate the possibility of some upside.
UK
The UK is looking increasingly out of step with its European neighbours which is anecdotally confirmed by British Airways' recent announcement of 1% pax growth in May.
France
The July forecast for French airports is 3%; for the third Quarter it is 2.3% but with somewhat better prospects for internationals. Domestic travel demand is declining.
Germany
The total forecast for July is 3.3%. For 2007 as a whole it stands a little higher but the forecast for the next Quarter is somewhat subdued in scope and flatter than last time.
Japan
International passenger growth in the third Quarter will sparkle with a 9% uplift on last year. The domestic sector, which is the more important, cannot match the surge.
International Passenger Summary
The European influence is only just starting to be seen in the latest forecasts which are for a rise of 5.0% in the month of July and for 4.5% over the next Quarter.
Domestic Passenger Summary
Domestic passenger growth in July will be substantially helped by the USA input. The Q3 current projection is one of 4.6% growth. In July 3.8% year on year is expected.
Total Passenger Summary
The World passenger forecast looks like being 4.4% up in July. It is easing slightly; it is supported by technical factors in the USA and should produce 4.4% in the next Quarter.
Asia/Pacific
The region powers on with 7.4% growth projected at the total passenger level for next month. An increase of 7.2% is looking highly probable for the next Quarter.
Europe
With international growth in the region now beginning, it seems, to decelerate quite markedly the Q3 total pax forecast of just 3.9% may even look vulnerable.
North America
The dominant element of domestic travel demand in the USA skews the picture for the region in any year. Demand in Q3 will be "ahead" some 3% points; in July 2.2%.
Africa
Month to month growth fluctuations are not uncommon in the region; for July the total passenger outlook is one of 10.7% growth with 9.7 achievable in Q3.
Middle East
International passengers in July will be ahead by 8.5% with a forecast for the third Quarter which is slightly down on last month at 6.4% against 6.8% last month.
Latin America
The forecast for the region is on the up with the dominant domestic sector looking likely to produce growth of 4.9% in July contributing to a Q3 total pax surge to 6.0%.
Source: Air4casts
GROWTH SLOWS IN EUROPE
When Michael O'Leary, Ryanair's chief executive, announced last week that profit growth by the end of this year could be zero and that the group had adopted a very conservative outlook for 2008, it is safe to assume he may have had sight of forward booking numbers for the world's largest international airline.
The 2007/2008 trend for Europe is becoming clearer. The results for the 200 or so European airports which have declared their passenger numbers since April show an increase, year on year, of just over 4% where an expected trend value for all European airports might have been closer to 7%. The May results for airlines in Europe are, as yet, too patchy to permit any analysis.
Already, the newly emerging trends are reflected in the latest forecasts with passenger growth for the region now projected at only 3.9% for the third quarter. The July outlook is a little healthier, but only just; International passengers are expected to rise by 4.4% and domestics by 4.3%.
USA
The forecast for the third Quarter is, at least superficially unexciting, but the recently announced May results by the leading airlines may indicate the possibility of some upside.
UK
The UK is looking increasingly out of step with its European neighbours which is anecdotally confirmed by British Airways' recent announcement of 1% pax growth in May.
France
The July forecast for French airports is 3%; for the third Quarter it is 2.3% but with somewhat better prospects for internationals. Domestic travel demand is declining.
Germany
The total forecast for July is 3.3%. For 2007 as a whole it stands a little higher but the forecast for the next Quarter is somewhat subdued in scope and flatter than last time.
Japan
International passenger growth in the third Quarter will sparkle with a 9% uplift on last year. The domestic sector, which is the more important, cannot match the surge.
International Passenger Summary
The European influence is only just starting to be seen in the latest forecasts which are for a rise of 5.0% in the month of July and for 4.5% over the next Quarter.
Domestic Passenger Summary
Domestic passenger growth in July will be substantially helped by the USA input. The Q3 current projection is one of 4.6% growth. In July 3.8% year on year is expected.
Total Passenger Summary
The World passenger forecast looks like being 4.4% up in July. It is easing slightly; it is supported by technical factors in the USA and should produce 4.4% in the next Quarter.
Asia/Pacific
The region powers on with 7.4% growth projected at the total passenger level for next month. An increase of 7.2% is looking highly probable for the next Quarter.
Europe
With international growth in the region now beginning, it seems, to decelerate quite markedly the Q3 total pax forecast of just 3.9% may even look vulnerable.
North America
The dominant element of domestic travel demand in the USA skews the picture for the region in any year. Demand in Q3 will be "ahead" some 3% points; in July 2.2%.
Africa
Month to month growth fluctuations are not uncommon in the region; for July the total passenger outlook is one of 10.7% growth with 9.7 achievable in Q3.
Middle East
International passengers in July will be ahead by 8.5% with a forecast for the third Quarter which is slightly down on last month at 6.4% against 6.8% last month.
Latin America
The forecast for the region is on the up with the dominant domestic sector looking likely to produce growth of 4.9% in July contributing to a Q3 total pax surge to 6.0%.
Source: Air4casts
Resort Fees at Hawaii Hotels Cause 'Checkout Sticker Shock'
According to Travel Hawaii LLC over 16 of Hawaii's leading hotels - mainly high end resorts - charge mandatory 'Resort Fees' of up to $26 per day that are automatically added to guests' bills upon checkout. These fees can cause "checkout sticker shock" if guests don't include them in their pre-trip cost calculations. And often the hotels' own web sites don't make such fees apparent.
For example, at the Grand Wailea Resort on Maui, guests are charged a Resort Fee of $25 per night (plus 4% tax). In exchange, guests receive a lei greeting and refreshment upon arrival, local & 800 number phone calls, in-room Internet access, in-room coffee, fitness center use, various free classes and tours, nightly turndown service, and self-parking.
That sounds like a great value, and it could be if guests are interested in those types of amenities. But other hotels offer similar amenities and don't charge an extra dime for them. For example, the Mauna Lani Bay Hotel on the Big Island uses as a selling point that it doesn't charge a Resort Fee, and yet provides a host of free extras similar to those at the Grand Wailea.
Barbara Gillespie of Toronto, a client of Travel Hawaii who recently stayed at the Sheraton Maui (Resort Fee: $18.75), had this to say: "Given the fact that the hotel charges a fair amount for their rooms to begin with, we did feel that the daily resort fee was a bit much, especially considering they still charged for such things as beach chairs, and snorkeling equipment. We self parked every day and did not use Internet service in our room so to us the value of that daily fee just was not there."
On the other hand, some guests think Resort Fees provide a good value. "We definitely think the Westin's $20 per day Resort Fee was well worth it," said Carol Wright of Riverside, California, who recently stayed at the Westin Maui. "We have been to Maui many times and on this trip decided to spend our time enjoying the resort rather than doing a lot of sightseeing. We really made use of the fitness center."
"Whether a Resort Fee is a great value or not, the important thing is that clients be clearly informed about the Resort Fee before they finalize their hotel booking,"says John Lindelow, owner to Travel Hawaii.
So why do so many Hawaii hotels charge Resort Fees and risk the wrath of guests who feel they've been misled or nickel and dimed? "I've heard three reasons," said Lindelow, "First, by breaking out some of their expenses as a Resort Fee, the hotels can avoid paying the State's tax of 7.25% on that portion. Second, the hotels don't have to pay commission to travel agents on what they charge for Resort Fees; and third, the hotels can make it seem like they have lower overall prices by advertising the room rate only and then adding the Resort Fee only when the client checks out."
In recent years, several class action suits have been filed against major hotel chains, such as Hilton, Marriott, and Starwood, mostly having to do with the hotels not fully disclosing their resort fees at booking time. Most of those suits have been settled. "Let's hope those days are behind us," said Lindelow, "and that full disclosure is the name of the game from this point forward."
For example, at the Grand Wailea Resort on Maui, guests are charged a Resort Fee of $25 per night (plus 4% tax). In exchange, guests receive a lei greeting and refreshment upon arrival, local & 800 number phone calls, in-room Internet access, in-room coffee, fitness center use, various free classes and tours, nightly turndown service, and self-parking.
That sounds like a great value, and it could be if guests are interested in those types of amenities. But other hotels offer similar amenities and don't charge an extra dime for them. For example, the Mauna Lani Bay Hotel on the Big Island uses as a selling point that it doesn't charge a Resort Fee, and yet provides a host of free extras similar to those at the Grand Wailea.
Barbara Gillespie of Toronto, a client of Travel Hawaii who recently stayed at the Sheraton Maui (Resort Fee: $18.75), had this to say: "Given the fact that the hotel charges a fair amount for their rooms to begin with, we did feel that the daily resort fee was a bit much, especially considering they still charged for such things as beach chairs, and snorkeling equipment. We self parked every day and did not use Internet service in our room so to us the value of that daily fee just was not there."
On the other hand, some guests think Resort Fees provide a good value. "We definitely think the Westin's $20 per day Resort Fee was well worth it," said Carol Wright of Riverside, California, who recently stayed at the Westin Maui. "We have been to Maui many times and on this trip decided to spend our time enjoying the resort rather than doing a lot of sightseeing. We really made use of the fitness center."
"Whether a Resort Fee is a great value or not, the important thing is that clients be clearly informed about the Resort Fee before they finalize their hotel booking,"says John Lindelow, owner to Travel Hawaii.
So why do so many Hawaii hotels charge Resort Fees and risk the wrath of guests who feel they've been misled or nickel and dimed? "I've heard three reasons," said Lindelow, "First, by breaking out some of their expenses as a Resort Fee, the hotels can avoid paying the State's tax of 7.25% on that portion. Second, the hotels don't have to pay commission to travel agents on what they charge for Resort Fees; and third, the hotels can make it seem like they have lower overall prices by advertising the room rate only and then adding the Resort Fee only when the client checks out."
In recent years, several class action suits have been filed against major hotel chains, such as Hilton, Marriott, and Starwood, mostly having to do with the hotels not fully disclosing their resort fees at booking time. Most of those suits have been settled. "Let's hope those days are behind us," said Lindelow, "and that full disclosure is the name of the game from this point forward."
HOTEL PENN THREATENED WITH DEMOLITION - HOPE CONFERENCES IN JEOPARDY
We received this disturbing news earlier in the month. Apparently the realty company that owns the Hotel Pennsylvania, site of our HOPE conferences, wants to tear down the historic hotel and replace it with a huge financial tower. Such a move could spell the end of HOPE.
The Hotel Pennsylvania was built in 1919 and has a very rich history. It has been home to many a "big band" concert in its early years and was the inspiration for the famous Glenn Miller song "PEnnsylvania 6-5000," a phone number that still rings at the Hotel Pennsylvania switchboard. The building itself, as any HOPE attendee knows, is filled with hidden corridors, rooms, and even floors. Being right across the street from Penn Station (New York's main train station), it's extremely easy to get to for those coming to New York for the first time. And because it's not an overly expensive place to stay, it's proven very popular for travelers from all over the world.
We've hosted five HOPE conferences at the Hotel Pennsylvania since 1994 and the next one is set for 2008. In preparation for this, and to discuss the fate of the hotel among other things, we are today launching a web-based forum for all things HOPE-related. You can reach this brand new forum at talk.hope.net.
If you've been involved in any of the HOPE conferences, we'd like to see you become active in the HOPE Forums so you can help make future conferences even better. We also have a bunch of sections for those of you who would like to reminisce about previous conferences. If there's anything that the current threat to the hotel has taught us, it's that history should be preserved. We think HOPE has provided quite a lot of history along with a whole host of good memories. With luck and organization, we will be able to generate a lot more of this in the future. Your participation is vital in ensuring this.
As for saving the hotel, it's something we would very much like to do. But that will involve a huge challenge, not just for us, but for the thousands of other people around the world who want to see it preserved, maintained, and open for future generations. We just might have a shot. In any event, we hope you register for the forum and get involved in the discussion.
Saturday, June 9, 2007
Travel Impressions Pays 15% on Canada Res Made by July 31
Travel Impressions, which recently launched a Canada product line, is paying agents 15% commission for every Canada reservation made through July 31 for travel anytime, plus an additional 1% commission bonus for bookings made via www.travelimpressions.com.
In addition, Travel Impressions is offering consumers complimentary nights at several Canadian Fairmont Hotels and Resorts properties under its Summer Savings with Fairmont promotion.
Three nights for the price of two are available at the Fairmont Chateau Laurier in Ottowa, Ontario, as well as several properties in Quebec: Fairmont Le Manoir Richelieu, Charlevoix; Fairmont Chateau Montebello, Montebello; Fairmont Le Château Frontenac, Quebec City; and Fairmont The Queen Elizabeth, Montreal.
Four Nights for Three
Four nights for the price of three are offered at the Fairmont Tremblant, Quebec; the Fairmont Algonquin, St. Andrews, New Brunswick; and three properties in Alberta: Fairmont Chateau Lake Louise, Fairmont Banff Springs and Fairmont Jasper Park Lodge.
Guests spending at least two nights at Fairmont Algonquin can also choose from one of the following complimentary bonus offers: a room upgrade, daily breakfast, an 18-hole golf outing for two or a $100 spa credit.
Most offers are good for travel through Sept. 3, while some are good for travel through Oct. 31.
Hertz Canada Sale
Agents booking through Travel Impressions can also take advantage of Hertz’s Canada sale through the end of the year, under which discounts up to 23% are available for rentals of full-sized cars such as the Ford Taurus.
Optional add-on excursions include glacier exploring, whitewater rafting, whale watching, helicopter and bi-plane touring and visits to a grizzly bear refuge.
“We are very pleased to partner with Fairmont Hotels and Resorts to offer free nights at Fairmont’s deluxe Canadian hotels as a way of introducing agents and their clients to our Canadian products and services,” said John Hanratty, chief marketing officer of Travel Impressions.
“We are confident that our clients will experience a wonderful Canadian vacation while enjoying top-of-the-line accommodations at all Fairmont properties,” he added.
For more information, visit www.travelimpressions.com or call (800) 284-0044.
US Hotel construction highest since 1994.
A recent research shows that more then 136K rooms began construction in 2006, a year-over-year increase of 64.2 percent, making the 2006 room starts increase the highest since 1994, when the new hotel construction increased by 67.2 percent.
The room starts increase of 2006 reflects positive industry fundamentals including the largest revenue per available room (RevPAR) growth since 1981 of 8.5 percent in 2005 and a robust growth of 7.7 percent in 2006. PwC forecasts a 5.6 percent RevPAR growth in 2007 as supply growth slightly exceeds demand growth and average daily rate (ADR) growth slows.
As a result, PricewaterhouseCoopers forecasts supply growth of 1.6 percent in 2007 and 2.3 percent in 2008, the highest two year levels since 2001.
The following graph illustrates the number of new hotel room constructions starts since 1988.
New Hotel Room Construction Starts - 1988 to 2006
Source: Torto Wheaton Research, F. W. Dodge data
In December 2005, PricewaterhouseCoopers forecasted a non-consensus 59.2 percent increase in new hotel construction in 2006, the largest since 1994, as hotel projects put on hold in 2001 were reinstated and developers were expected to respond to record-setting room rate and RevPAR gains.
The construction slowdown in 2005 also reflected the increased construction costs, including construction materials and labor as well as cancellations or delays for projects in the South, Southeast and Gulf regions due to damage and planning issues from the hurricanes in 2005.
The room starts increase of 2006 reflects positive industry fundamentals including the largest revenue per available room (RevPAR) growth since 1981 of 8.5 percent in 2005 and a robust growth of 7.7 percent in 2006. PwC forecasts a 5.6 percent RevPAR growth in 2007 as supply growth slightly exceeds demand growth and average daily rate (ADR) growth slows.
As a result, PricewaterhouseCoopers forecasts supply growth of 1.6 percent in 2007 and 2.3 percent in 2008, the highest two year levels since 2001.
The following graph illustrates the number of new hotel room constructions starts since 1988.
New Hotel Room Construction Starts - 1988 to 2006
Source: Torto Wheaton Research, F. W. Dodge data
In December 2005, PricewaterhouseCoopers forecasted a non-consensus 59.2 percent increase in new hotel construction in 2006, the largest since 1994, as hotel projects put on hold in 2001 were reinstated and developers were expected to respond to record-setting room rate and RevPAR gains.
The construction slowdown in 2005 also reflected the increased construction costs, including construction materials and labor as well as cancellations or delays for projects in the South, Southeast and Gulf regions due to damage and planning issues from the hurricanes in 2005.
Thursday, June 7, 2007
HVS Hospitality Services and New York University Present the 2007 Manhattan Hotel Market Overview
| Double-digit RevPAR and average rate increases continue in Manhattan in 2006, while occupancy remains high. Manhattan hotel values set a new record in 2006, exceeding the $1 million mark per key. | |
| HVS Hospitality Services, a global hospitality consulting firm, in conjunction with New York University's Preston Robert Tisch Center for Hospitality, Tourism, and Sports Management, recently completed the 2007 Manhattan Hotel Market Overview. A slight uptick in Manhattan's occupancy level in 2006 led to a record high of 85.0%. Despite a virtually stable occupancy, the Manhattan lodging market registered a 13.4% increase in RevPAR compared to 2005, continuing its impressive performance. The market's RevPAR gain was supported by double-digit growth in average rate each month of the year, with the exception of December, causing year-end 2006 average rate to exceed the 2005 level by 13.2%. The high rates registered by the Manhattan lodging market were caused primarily by continued strong demand levels in 2006, allowing hotel operators to be more selective with lower-rated demand and increasingly boost rates, thereby accommodating greater numbers of higher-rated travelers. We note that the market's overall occupancy level of 85.0% in 2006 highlights the underlying strength of the Manhattan market, which continued to operate at near-maximum-capacity levels. Because of a further decline in supply in 2006, the market continued to experience many sell-out nights, causing a significant amount of demand to remain unaccommodated. Given the number of new lodging facilities proposed for Manhattan, a substantial portion of previously unaccommodated demand is expected to be accommodated in the future. Manhattan's occupancy and average rate both achieved new record levels in 2006, and we expect the positive trend to continue in 2007. Nine hotels opened in 2006, adding 1,008 units to the market, compared to 758 new rooms in 2005. Of the nine hotels, five are mid-scale or economy products, and the remaining four are boutique lodging facilities. The properties are spread all over Manhattan; however, five of the hotels are located in Chelsea, Times Square, or on Fifth Avenue in Midtown West. Most of the new supply in Manhattan since 2000 has been in the form of boutique properties. Overall, boutique lodging facilities represent 26 of the 55 hotels, or 32% of the guestrooms that entered the market or reopened in Manhattan between 2000 and 2006. New boutique hotels range from mid-scale to luxury in terms of facilities, amenities, and service. It is noteworthy that none of the boutique hotels opened or reopened in Downtown Manhattan or the Financial District. It is important to mention that even though the Manhattan lodging inventory declined in 2004, 2005, and 2006, supply is expected to grow significantly in the future. As many as 8,707 rooms, or 47 properties, may enter the Manhattan market from 2007 through 2009. These proposed rooms represent roundly 13.8% of the 2006 inventory. We note that this new supply does not include confidential projects or hotels that are in the initial phase of development; if these projects are included, supply growth over the next three to four years could be close to 20%. Of the anticipated new projects, 45% represent limited-service hotels, while 28% can be classified as boutique hotels. Only two new lodging facilities have been proposed for the luxury segment apart from the reopening of the significantly smaller Plaza hotel and the Mark hotel. Significant barriers to entry, including high construction costs, prohibitive land costs, and a lack of available sites, continue to remain key factors when considering construction of lodging facilities in Manhattan. "HVS Hospitality Services is pleased to report that New York City can once again boast of its status as the Number One U.S. market in terms of RevPAR in 2006," states Steve Rushmore, President and Founder. "Considering the current climate, including the largest-ever hotel construction pipeline in Manhattan, HVS forecasts a soft landing for the Manhattan market, with minor declines in occupancy and softer average rate growth in the near term. Manhattan hotel values set a new record in 2006, exceeding the $1 million mark per key. Istithmar purchased the W Union Square for roundly $1.1 million per room in October 2006, and acquired an interest in the Mandarin Oriental for roundly $1.4 million per key in February 2007. In 2006, values increased from 20% to 30% compared to 2005 levels. Overall, we anticipate Manhattan hotel values to level off by the end of 2007." "To paraphrase a famous song - New York, New York is a heck of a hotel town," adds Lalia Rach, Ed.D., Associate Dean and HVS Chair at the Preston Robert Tisch Center for Hospitality, Tourism, and Sports Management at New York University. "The expansion of brands, the development of new concepts, and the refurbishment of notable landmarks define 2006 as a stellar year. With every area of Manhattan experiencing record returns, the hotel industry continues to benefit from being the place to be, to see, and to conduct business." Also included in the overview are the aggregate operating results of four distinct hotel segments and four neighborhoods. All segments registered a decline in room supply in 2006, with the exception of the limited-service segment, which recorded supply growth of 6.6%. Supported by a strong Manhattan market, all segments-boutique, limited service, full service, and luxury - registered double-digit average rate increases in 2006. Only one segment, luxury hotels, did not achieve RevPAR growth of over 10%. Downtown hotels registered the highest average rate and RevPAR growth in 2006, followed by Midtown East. Midtown West and Downtown were the only areas in Manhattan that registered an increase in supply, causing Midtown West's occupancy to decline slightly. Downtown, however, together with Midtown East, managed to register an increase in occupancy in 2006. Also included in the Manhattan Hotel Market Overview are the results of an online survey conducted by graduate students of New York University's Preston Robert Tisch Center for Hospitality, Tourism, and Sports Management. Participants in the survey included members of the Hotel Association of New York City (HANYC) and the Big Apple Chapter of Hotel Sales & Marketing Association International (HSMAI). The purpose of the survey is to gain perspective relative to the hotel market in New York City. Click here to view the 2007 Manhattan Hotel Market Overview: For more information regarding the 2007 Manhattan Hotel Market Overview, contact Mr. Roland de Milleret at 516-248-8828, ext. 269 (rdmilleret@hvs.com) or Ms. Gabi Baumann at 516-248-8828, ext. 249 (gbaumann@hvs.com). HVS Hospitality Services is a global services and consulting organization focused on the hotel, restaurant, shared ownership, gaming, and leisure industries. Established in 1980, HVS performs more than 1,500 assignments per year for virtually every major industry participant. HVS Hospitality Services is client driven, entrepreneurial, and dedicated to providing the best advice and services in a timely and cost efficient manner. NYU's Preston Robert Tisch Center for Hospitality, Tourism, and Sports Management, part of the School of Continuing and Professional Studies (www.scps.nyu.edu), offers undergraduate, graduate, and other academic programs that aim to develop professionals with in-depth industry knowledge and the critical thinking skills necessary for leadership roles in the fields of hospitality, tourism, and sports management. The Center's full-time and adjunct faculty is composed of leading practitioners and researchers. Its board of advisors includes senior executives who advise on curricula development and help ensure that coursework reflects the latest industry trends and needs. The Tisch Center's location in the heart of New York City-one of the world's premier tourist and sports destinations-provides its students with multiple internship and networking opportunities, as well as the chance to study at several on-site 'industry classrooms' at such venues as The New York Marriott Marquis, The Waldorf=Astoria, Chelsea Piers, and the NBA Store. | |
Developer submits hotel plans for Troy: Facility would include 1,000-space garage and conference center (Albany Times Union, N.Y.)
By Kenneth C. Crowe II, Albany Times Union, N.Y.McClatchy-Tribune Regional News
Jun. 6--TROY -- The city would see a $32 million hotel, conference center and parking garage built under site plans submitted by a Latham-based developer.
The six-story Hedley Hotel at 515 River St. would have 138 beds and a three-story, 25,000-square-foot conference center on the Hudson River. The six-story garage at 466 River St. would have 1,100 parking spaces, according to the proposed development plans from First Columbia.
"It's more than just a hotel. It's designed to integrate into the community. We're building a conference center for the universities and businesses to host what's going on in town," First Columbia President Kevin Bette said Tuesday.
The $12 million hotel and conference center are planned for the north side of the Hedley Park Place office building. The $20 million parking garage would be across the street from the office building.
First Columbia had promised it would submit plans for the hotel project to the city. Officials see the project as a filling a gap in the city's economy.
"This is a first big step in bringing a major hotel to the city of Troy. It's something that we've been working on for several years now, trying to aggressively attract a developer to build a major hotel in the city," Mayor Harry Tutunjian said.
The city Planning Board will review the site plan for the project at its June 14 meeting.
Troy is an untapped market for hotels and meetings, Bette said.
"Negative perception is the biggest problem in Troy. That's built up over time because there's been a lot of false starts," Bette said.
"We want to give Troy a place to host the knowledge workers," Bette said about the high technology workers generated by Rensselaer Polytechnic Institute, the Sage Colleges and businesses in the city and surrounding area.
Tutunjian said he anticipates more development. He said several parties are interested in the city hall site at One Monument Square for development.
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