2014 November Hotels Magazine by MVIPTV

THE MAGAZINE OF THE WORLDWIDE HOTEL INDUSTRY

NOVEMBER 2014

速

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N O V E M B E R 2 014 V O L . 4 8, N O. 9

Creating Hospitality

features DESIGN

AMARAH Premium Porcelain

The Peninsula Paris p36 Working with Richard Martinet of Affi ne Architecture & Interior Design and Henry Leung of Chhada Siembieda Leung, The Peninsula Hotels sought to make a bold statement with the 200-room Peninsula Paris, a historic, classic French-style building in the heart of the 16th arrondissement.

F&B

Tabletop – Bars p45 Even as bar glassware harkens back to decades past for inspiration, bartenders are still looking for new and cutting-edge ways to attract guests’ attention. That trend is leading to a wide range of vessels being used for drinks, and a bar manager’s creativity may be the only limiting factor.

TECHNOLOGY

Entertainment p53 4K televisions represent the next generation in entertainment through ultra-high-defi nition viewing, but the day when that experience delights the average consumer — let alone the hotel guest — is still a considerable distance away. Only time will tell whether the technology becomes the next 1080p, at least for the hotel business.

Attention! New Series Amarah – sensual colours and artisan style.

Villeroy & Boch S.à.r.l. Hotel & Restaurant 330, rue de Rollingergrund 2441 Luxembourg Tel.: + (352) 46 82 11 · Fax: + (352) 46 90 22 E-mail: info.hr@villeroy-boch.com

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N O V E M B E R 2 014 V O L . 4 8, N O. 9

about the cover

The 2014 Hoteliers of the World — Hilton Worldwide President and CEO Christopher Nassetta and Sacher Hotels Managing Director Elisabeth Gürtler, as voted by HOTELS’ global readership — are passionate about their businesses almost to the point where it defines their lives. They understand what it means to be perfect hosts and have the vision — Nassetta from his McLean, Virginia, headquarters and Gürtler from her iconic Vienna palace — to make sure their teams look beyond individual roles and responsibilities to be a part of something bigger. Read more in Special Report starting on p22.

departments 5

Editor’s Diary Culture club

10 Global Update Resort fi nds success without extra fees Schroeder’s strategy for PPHG Marriott pushes the envelope

61 Supplyline 65 Products Tabletop, kitchen and more

80 Lagniappe Erika Gomez, executive chef, La Concha Resort, San Juan, Puerto Rico

Corrections In the HOTELS 325 ranking in the July/August issue, Dorsett Hospitality should have been listed with 18 hotels and 5,064 rooms, ranking 250th. HOTELS regrets the error.

HOTELS November 2014 www.hotelsmag.com

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THE MAGAZINE OF THE WORLDWIDE HOTEL INDUSTRY

EDITORIAL

Jeff Weinstein, Editor In Chief 1.312.274.2226 E-mail: jweinstein@hotelsmag.com Ann Bagel Storck, Managing Editor 1.312.274.2209 E-mail: astorck@hotelsmag.com Nathan Greenhalgh, Associate Editor 1.312.274.2229 E-mail: ngreenhalgh@hotelsmag.com Dani Friedland, Managing Editor, New Media 1.312.274.2223 E-mail: dfriedland@mtgmediagroup.com Queenie Burns, Vice President, Design 1.312.274.2216 E-mail: qburns@mtgmediagroup.com Bert Ganzon, Senior Art Director 1.312.274.2227 E-mail: bganzon@mtgmediagroup.com Steve Vanden Heuvel, Senior Art Director 1.312.274.2218 E-mail: svandenheuvel@mtgmediagroup.com Michelle Villadolid, Freelance Design E-mail: mvilladolid@mtgmediagroup.com Bill McDowell, Vice President, Editorial Director 1.312.274.2201 bmcdowell@mtgmediagroup .com CONTRIBUTING EDITORs

Mary Gostelow, Oriana Lerner PUBLIsHING

Dan Hogan, Vice President, Publisher 1.312.274.2221 dhogan@hotelsmag.com INTERNATIONAL ADVIsORY BOARD

Nakul Anand Executive Director, ITC Ltd., Gurgaon, India Stephen Bartolin Chairman and CEO, The Broadmoor, Colorado Springs, Colorado Geoffrey Gelardi Managing Director, The Lanesborough, London Kirk Kinsell President, the Americas, IHG, Atlanta Alex Kyriakidis President and Managing Director, Middle East and Africa, Marriott International, Dubai Christopher Nassetta President and CEO, Hilton Worldwide, McLean, Virginia Monika Nerger Chief Information Officer, Mandarin Oriental Hotel Group, Atlanta Paul Sistare President and CEO, Atlantica Hotels International, São Paulo Susan Terry Vice President Culinary Operations, Hyatt Hotels North American Operations, Chicago EDiTOriAL AND PrODuCTiON OFFiCES, HOTELS Marketing and Technology Group, 1415 N. Dayton Street Chicago, Illinois 60642 USA 1.312.274.2200; fax: 1.312.266.3363 edit@hotelsmag.com SuBSCriPTiONS/CHANGE OF ADDrESS For address changes or subscription questions, please contact: Customer Service, HOTELS, 1209 Dundee Ave. #8, Elgin, Illinois 60120 USA. E-mail: PrintCirc@hotelsmag.com or call:800.554.7470 (U.S. only)

Culture club D

uring their interviews for the 2014 Hotelier of the World awards (p22), Elisabeth Gürtler of the Sacher Hotels, Vienna, and Chris Nassetta, president and CEO of Hilton Worldwide, purposefully spent a lot of time talking about how important it is to continually reinforce a strong organizational culture. While sustaining a great culture is always crucial, we keep hearing about it — more so since the 2008 global financial meltdown — because its actual execution is painstakingly difficult. But here is the good news: As I attend industry conferences and conduct interviews with executives, the drumbeat surrounding the importance of getting the culture right sounds louder and louder. In late September I attended the Independent Lodging Conference in Philadelphia and moderated a panel that included Brad Wilson, president of Ace Hotels, a lifestyle brand that is on everyone’s radar for its unique approach to style and service. It is being held up for its culture, which Wilson says is driven by embracing the community. Wilson discussed Ace’s philosophy of truly becoming a part of the communities in which it operates, often finding beat-up buildings and sometimes off-the-beaten-path locations, to become a seed for further community development. Embracing hopeful, emerging and, yes, edgy neighborhoods is the ethos of Ace and is embraced by the entire organization. While Hilton’s story is different than Ace’s, throughout my recent discussions with Nassetta he seemed almost obsessed with company culture and how leading it is his most important job. “When you get culture right, magical things happen,” Nassetta says. “All of my experiences

have helped me understand the importance of feeling a part of something much bigger than myself.” It’s the “higher calling” approach that Nassetta likes to reinforce because without it jobs become empty, and the passion evaporates. It is not unlike what Wilson does at Ace — finding Editor In Chief something more important than selling rooms. For an independent hotelier like Mrs. Gürtler, the culture is more about being part of the family. Her children, who will carry on the Sacher torch, have been taught by her the true meaning of the business, which cultivates a passion for service excellence and fosters an internal community with the hotel’s team. Gürtler also looks at a career in the hotel business as something more. “Hospitality is not only your business — it is your pleasure,” she says so eloquently. Indeed, a culture focused externally — and perhaps more importantly, internally — is a topic I am happy to hear more about. Making the hotel business more personal is a must as guests place more importance on authenticity. It starts with the culture built from the top down, and you must show your guests you live it.

www.hotelsmag.com November 2014 HOTELs

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Company Index COMPANY ............................. PAGE

COMPANY ............................. PAGE

Accor.............................................................................. 58

Inn at Little Washington, The .................................. 48

Pullman Hotels & Resorts ........................................ 58

Ace Hotels .......................................................................5

InterContinental Milwaukee ...................................14

Radisson Blu .................................................................14

Ace Hotel Downtown Los Angeles ....................... 62

Jin Jiang International Hotel Management ........12

Relax & Spa Hotel Astoria ....................................... 34

Amanzoâ&#x20AC;&#x2122;e .......................................................................18

Katara Hospitality ...................................................... 37

Residency by Rotana ..................................................16

Ballantyne Hotel & Lodge, The ............................... 45

La Concha Resort........................................................ 80

Ritz-Carlton, Hong Kong, The .................................. 50

Carlson Rezidor Hotel Group ....................................14

LaTour Hotels and Resorts ....................................... 62

Ritz-Carlton Orlando, Grande Lakes, The............ 46

Centro .............................................................................16

Leading Hotels of the World, The ........................... 34

Ritz-Carlton, San Juan, The..................................... 80

Cornhusker, A Marriott Hotel, The ........................ 48

Lebua at State Tower................................................. 45

Rotana.............................................................................16

Delano Las Vegas ....................................................... 50

Louvre Hotels Group .................................................. 61

Sacher Hotels .......................................................... 5, 22

Dolphin Capital Partners...........................................18

Mandarin Oriental Hotel Group.............................. 58

Sanctuary on Camelback Mountain ..................... 45

Dukes London .............................................................. 45

Marcus Hotels & Resorts ................................... 14, 48

Seven Stars Galleria...................................................18

Dusit International ..................................................... 62

Marriott International................................................12

Shangri-La Hotel, At The Shard.............................. 46

Hilton Milwaukee City Center ................................ 48

Minor Hotel Group ...................................................... 58

Shangri-La Hotel, Toronto ........................................16

Hilton Worldwide ................................................... 5, 22

Morgans Hotel Group ................................................ 20

St Giles New York....................................................... 50

Nihiwatu ........................................................................18

Tower Club at Lebua .................................................. 45

Nikki Beach Resort & Spa.........................................18

Urgo Hotels & Resorts................................................10

Hotel Sacher Salzburg .............................................. 30

Palmer House Hilton.................................................. 46

Viceroy New York ...................................................... 50

Hotel Sacher Vienna.................................................. 30

Pan Pacific Hotels Group ..........................................12

W San Francisco ..........................................................18

Hyatt Regency Atlanta .............................................. 46

Park Hyatt New York ................................................. 61

Whiteface Lodge .........................................................10

Hyatt Regency Century Plaza ................................. 51

Peninsula Hotels, The .........................................30, 36

IHG .................................................................................. 20

Peninsula Paris, The.................................................. 36

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Hongkong and Shanghai Hotels, The.................... 37 Host Hotels & Resorts ............................................... 26

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Global Update

Winning Without reSort feeS

a lake placid resort drives business with a ‘resort inclusive’ concept.

Updates

Schroeder’S planS for pphg 12

Marriott’S controverSial tip 12

MilWaukee hotel thinkS pink 14

rotana brancheS out 16

the goSteloW report 18

on hotelSMag.coM 20

HOTELS November 2014 www.hotelsmag.com

t a time when resort fees are de rigueur with so many hoteliers, Chris Pulito says eliminating fees and creating a “resort inclusive” sales pitch was the smartest decision his team has made. The GM who was brought in just over two years ago by owner-operator Urgo Hotels & Resorts to run the rustic, allsuite Whiteface Lodge in Lake Placid, New York, has the data to prove it. Pulito says “resort inclusive” is meant to imply value and ease of use for all the amenities at the resort. More specifically, he has done away with resort fees, which had started at US$40 per night. At the same time, he has eliminated a daily charge for spa usage; added a complimentary buffet breakfast; and offered guests a host of amenities on a complimentary basis, including Wi-Fi, valet parking, shuttle service, a bowling alley, a 56-seat movie theater with free popcorn, nightly bonfires with s’mores for the whole family and free equipment rentals for activities such as fishing and ice skating. In addition, the lodge offers a complimentary children’s program and has a

private beach and fishing pond. Fresh-baked cookies are served free at turndown, and afternoon tea and treats are available seven days a week. While it may sound like a lot of lost revenue, Pulito says it has yielded goodwill, word of mouth, loyalty and higher spend in F&B and spa business. Pulito reports that the move, which included a modest rate increase to absorb some of the costs while still remaining competitive, also has resulted in increased revenue, occupancy and RevPAR as well as better social media reviews and rankings on websites such as TripAdvisor. Pulito says the executive team knew it couldn’t start charging the in-season US$450 to US$550 rate in offseason months like July and still get the necessary volume. However, the new system could drive more year-round volume and drive revenue. The result has been impressive, and the resort projects to finish 2014 versus 2011 with a 44% increase in revenues and net proceeds to ownership, as well as a 40% increase in gross operating profit for 2014.

Global Update

if we raise our rate

it’s not because of the amenities we’re offering; it’s because we feel our product is so unique and special that we’re not getting pressure. – Chris Pulito

Net proceeds to ownership will have reversed course from -37% in 2011 to +7% in 2014. More subjectively, because the inclusive experience exceeded expectations, the resort jumped from number 7 on TripAdvisor to number 1 or 2 in its comp set. It went from getting about 15 reviews a quarter to about 75. Tracked referral business went up 12% from 2012 to 2013, and this year it is up again by about another 5%. Perhaps most important, occupancy has gone up 20% since 2012. “And if we raise our rate it’s not because of the amenities we’re offering; it’s because we feel our product is so unique and special that we’re not getting pressure,” Pulito adds. Pulito attributes about 50% of the occupancy growth to the “resort inclusive” concept and another 50% to smart pricing that makes the resort a value proposition year-round. “Smart pricing greatly increased our occupancy midweek and offseason, and we lowered

our rates midweek offseason,” he says. Managing costs was another important aspect of the turnaround, and it started with simply trimming excesses and better managing payroll. Management also came up with systems to manage hard costs and inventory control for the add-ons like popcorn and s’mores. Pulito notes that a concern about revenue per occupied room decreasing because of a small bump in the room rate was unfounded. “The reality is the opposite has happened because once [guests] commit a month, three months, six months in advance to the room rate, they kind of forget about that,” he says. “They get here, and they’re not being told US$40 for valet parking, US$10 for Internet, US$25 to take a steam and use a robe in the spa. “And the revenue per occupied room has gone up because guests are now buying that higher-end scotch, they’re getting an extra spa service or a longer spa service,” he adds.

impact of ‘resort inclusive’ program at whiteface lodge Year

revenue change v. previous Year

change in gross operating profit

occupancY*

revpar

revpar change

revpor

2011

n/a

29%

51.6%

us$173.32

n/a

$440.38 -37%

2012

12%

35%

57.7%

us$186.59

$474.08 -9%

2013

18%

39%

62.4%

us$218.86

15%

$512.75

40%

67.2%

us$234.95 7%

2014** 8%

net proceeds to ownership

$520.48 7%

*2010 Occupancy 46.5% **Actual + forecast www.hotelsmag.com November 2014 HOTELS

Global Update

schroeder guIdes PPhg marriott pushes the envelope Marriott International will be the first partner in A Woman’s Nation’s The Envelope Please initiative, which is designed to encourage and enable guests to leave tips and notes of thanks for room attendants in designated envelopes. Marriott is placing signature envelopes in more than 160,000 guestrooms at participating Marriottmanaged hotels in the United States and Canada. Marriott has also invited its franchise hotels to participate in this initiative. “I hope this gratitude initiative will make these women feel seen and validated,” says Maria Shriver, founder of A Woman’s Nation, who also hopes other hotel companies join the project.

HOTELS November 2014 www.hotelsmag.com

With an initial brief to guide the almost 40-hotel company through its next stage of growth, strengthen internal management processes and extend the Pan Pacific and Parkroyal brands in major gateway cities across Asia Pacific, last January veteran hotelier Bernold Schroeder left Chinese giant Jin Jiang International Hotel Management and became the next CEO of Singapore’s Pan Pacific Hotels Group (PPHG). Perhaps the biggest news during Schroeder’s tenure came in August with the acquisition of real estate in London’s financial district by its parent company and property developer UOL Group Ltd. for PPHG’s first hotel in Europe. While further gateway opportunities are on his radar, Schroeder adds PPHG’s growth will come predominantly via third-party management. The focus will continue to be on Asia Pacific with China being a primary target. “We are setting our sights on the top-tier markets of Beijing and Shanghai, which will give our

I’ve always held great admIratIon for asIan famIlybacked busInesses,

which are often run with bold enterprising spirit and a strong emphasis on performance, problem-solving, work ethics and a hands-on approach. – Bernold Schroeder

brands greater visibility, but are pursuing opportunities in emerging Chinese cities at the same time,” he says. “Our other pipeline projects are in Australia, Indonesia, Malaysia, Myanmar and, of course, London.” There is no specific number or timeline target in PPHG’s expansion plan as Schroeder says the group wants to be strategic and sustainable in its approach. Among its current pipeline of nine projects, eight are managed properties while one (in Yangon) is a joint venture. “The growth priority is through management contracts, though we would not rule out the possibility of asset acquisition should it be deemed a worthwhile, long-term investment,” he adds. Aside from development, Schroeder says one of PPHG’s biggest opportunities is to make more people aware its two brands are under the same umbrella, which will help establish it as a serious player. Among his challenges is dealing with the manpower crunch, especially in developing countries. “Employee satisfaction has been proven to be directly linked to guest satisfaction and, subsequently, profits,” Schroeder says. “I have made talent recruitment, development and retention a key focus where hiring from the local community and promotions from within are two of our priorities.”

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Global Update

think pink This double-double Pink Room at InterContinental Milwaukee is dominated by soft shades of pink balanced with earth tones. The Pink Rooms have raised approximately US$50,000 for a local breast-cancer-support organization over the past five years.

The color pink abounds in October for Breast Cancer Awareness Month, but some staffers at InterContinental Milwaukee decided to look for ways to extend the goodwill yearround. The results are two Pink Rooms that recently celebrated their fifth anniversary. A portion of the proceeds from each stay in the rooms is donated to a local

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breast-cancer-support organization — a total of approximately US$50,000 since the rooms’ inception — and General Manager Tim Smith says the two rooms combined have posted 88% occupancy over the five-year period, mostly thanks to women affected by breast cancer interested in staying in the rooms. “Within the rooms we have pink

While hotel companies are increasingly using the newer visual-photographic social networks, the tried-and-true blog format is still paying dividends, as a recent campaign by Carlson Rezidor Hotel Group for its Radisson Blu brand showcases. For the “Social Eyes” contest held this past August, a new Radisson Blu blog resembling a travel magazine invited travelers to share insider tips about one of the destinations in which Radisson Blu hotels are located. The best tips were highlighted, and the authors received a free room night at a Radisson Blu. Carlson Rezidor reported 4,200 tips were

HOTELS November 2014 www.hotelsmag.com

More than

43,000

users visited radisson Blu’s new Blog, and the Brand experienced a

25%

increase in qualified faceBook likes.

computers, and when you check in you’re given a password-protected login to get you on a blog where you can tell your story,” Smith says. “It has become this living, breathing blog for people to communicate with one another.” The rooms also were just renovated pro bono by two local designers. “Just like they say in Ireland there are a thousand shades of green, we found there are a thousand shades of pink,” Smith jokes. “We used a bunch of different ones mixed with some earth tones to make it a subtle design.” Smith credits the hotel’s owner and management company, Marcus Hotels & Resorts, for supporting the rooms, and adds other Marcus properties plus other hotels in the InterContinental brand have implemented or are considering similar initiatives to support charitable organizations. “It’s kind of a grassroots effort to get the word out,” Smith says of the Pink Rooms’ success. “Guests know there’s a commitment from our hotel to make this work over the course of time.”

received from throughout the EMEA region. One winning tip was, “Typically the last two hours the Prado museum is open are free. Given how close the Radisson Blu is you can go a few times to see the sites for free!” More than 43,000 users visited the blog, and Radisson Blu saw a 25% increase in qualified Facebook likes. “Following a standard calculation to value social engagement and likes and adding this to the increase of our referral traffic linked to our social media conversion, we estimate an ROI of 1:10,” says Rémy Merckx, vice president – digital marketing, The Rezidor Hotel Group, Brussels.

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Global Update

Rotana emerges from gulf

Back to

Shangri-La Hotel, Toronto’s Lobby Lounge has debuted a Champagne Wall — the C Wall — featuring fine champagne and sparkling wines curated by the hotel’s sommelier, Mark Moffatt. The wall will house labels from the most prominent champagne houses and rare champagnes such as the 1998 Henriot Cuvée des Enchanteleurs. Champagne starts at US$18 per glass and can be accompanied by Executive Chef Damon Campbell’s lounge menu created specifically to complement the champagne, including northern divine caviar, pâté de campagne and artisanal cheeses.

halcyon days

HOTELS November 2014 www.hotelsmag.com

Successes in Persian Gulf hotel markets such as Dubai, Abu Dhabi, Saudi Arabia and Qatar are spawning a wave of operators who have enough experience to accelerate expansion beyond their comfort zones. One such company is Abu Dhabi-based Rotana, which has 50 hotels open and another 55 solid management deals with some 13,935 rooms in development in markets ranging from its backyard to Turkey, Iran and the Congo. Rotana President and CEO Omer Kaddouri says 14 of those 55 hotels will open before the end of next year. Rotana’s growth has remained steady in 2014, with close to 15 deals signed for the year — similar to its pace in 2013. “We are looking at about 50% of those hotels being outside the Middle East,” Kaddouri adds. “We are also looking at more iconic buildings with more than 300 keys and sometimes even 600 and 700.” To jumpstart Rotana’s growth in other regions, its investors are starting to place more strategic equity into deals. Today strict management accounts for 98% of Rotana’s portfolio, but within five years Kaddouri says 20% will include some equity stake. As Rotana grows, so grows its brand stable. While the core Rotana and mid-market lifestyle Centro brands make up a bulk of

the portfolio, last year it launched Residency by Rotana — furnished and unfurnished branded residences. Today, three are in operation, and another five are under development. “We feel that’s going to be an important brand for us moving forward,” Kaddouri adds. The Centro brand was developed five years ago, and today five are open with another 15 under development — both inside and outside the Middle East. “We fall in line with Holiday Inn Express, Ibis and Premier Inns,” Kaddouri says, adding that the next Centro will open in Doha in about four months. Looking further afield, Kaddouri says he is scouting Asia and hopes to have a deal done in Australia before the end of this year. At the same time, Kaddouri says Rotana will control growth internationally. “Africa, Turkey and Iran are around the corner for us, but it’s a matter of time,” he says. “We want to grow, but we want to grow in a sustainable way.”

After starting with Rotana in 1998 as resident manager of the Al Bustan Rotana in Dubai, in January 2014 Omer Kaddouri assumed the role of president and CEO of Rotana.

C R E A T I O N

P R O D U C T I O N

E C O - G R E E N

D I S T R I B U T I O N

A WORLDWIDE NETWORK OF GUEST AMENITY COMPANIES

Clarins guest amenities Exclusive hotel line

1 4 R U E AVAU L É E - 9 2 24 0 M A L A KO F F - H E A D O F F I C E : 1 0 R U E D E S B E R G E R S - 75 0 1 5 PA R I S - F R A N C E T E L . + 3 3 ( 0 ) 1 4 9 6 5 6 3 6 3 - FAX + 3 3 ( 0 ) 1 4 9 6 5 6 3 6 4 - co n t a c t @ g ro u p e g m .co m - w w w. g r o u p e g m . c o m

Global Update

The GosTelow reporT Mahogany House, just

He also converted part of Milan’s famous Galleria Vittorio Emanuele II into the seven-room Seven Stars Galleria. Owned and managed by the city of Milan, the Galleria is being upgraded, and it is rumored that Rosso will be able to extend his hotel.

outside Nassau, is one of The Bahamas’ most popular restaurants. The Napa-style dining area, looking out at lush trees, is reached via a working wine store with a fascinating cellar. It is owned and Mary GOSTELOw overseen by Nassau-based Mark Holowesko, who heads Dolphin Capital Partners, Holowesko Partners. He is now Athens, has seen two of its projects building a 30-room hotel on 10 at Port Heli in the Peloponnese acres (4 hectares) of adjacent land. — Amanzo’e and Nikki Beach Alessandro Rosso, based in Resort & Spa — experience Milan, is the modern version of satisfactory openings. The 66-key an Italian Renaissance entreNikki Beach is going so well Jack preneur. Working with architect Penrod — the man behind the Simone Micheli, he has built up concept of Nikki Beach Hotels & the fledgling Townhouse collecResorts, Miami Beach — wants tion, which so far has boutique two more in Greece. properties in Milan and Turin. Dolphin, meanwhile, also has

land in Antalya, Turkey; Croatia; Cyprus; and Pearl Island, Panama. The London AIM-quoted company was launched by Soros alumni Miltos Kambourides and Pierre Charalambides in December 2004 with initial seed investment of €104 million (US$133.7 million). Entrepreneurs Chris Burch — ex-husband of designer Tory Burch — and James McBride bought Nihiwatu on Indonesia’s Sumba Island in 2011. The 450acre (182-hectare), 32-key resort is being expanded with an additional three-room property on neighboring land, and now the pair are said to be considering doing something on Komodo, the East Nusa Tenggara province island famous for its Komodo dragons.

Fitness

feasT w San Francisco’s Fit fitness space, created in collaboration with yoga specialist Tara Stiles and designed by Skylab architecture, features a central seating structure and self-serve bar area with rings of colorchanging light fixtures. wall murals celebrate male and female forms, and pulsating tunes are designed to propel guests into workout mode.

HOTELS November 2014 www.hotelsmag.com

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Global Update

On HOTELSMag.cOM

Sherri Scheck-Merrill

Read the full interview: http://hotelsm.ag/1plpVvh

bloG:

WaSTE nOT, WanT nOT

DOn’T Snuff OuT a HOTEL’S MagIc

Whether it’s consumers redeeming used cans for a McDonald’s Big Mac in Stockholm or commuters in Beijing recycling in exchange for transit passes, examples of waste being converted into currency abound worldwide, writes HOTELS blogger Sherri Scheck-Merrill of Amenity Services Inc. “I am amazed at how consumers are becoming more aware of how their habits really do affect the environment,” Merrill observes. “Reinforcing positive perceptions of any trend or newfound behavior can be a monumental and long-term task, but I hope this recycling trend may very well convert those in doubt of any such change in behavior.”

IntervIew:

Kirk Kinsell

Read the full interview: http://hotelsm.ag/1wOomiY

HOTELS November 2014 www.hotelsmag.com

IHg’S MOvES On MObILE, crOWnE PLaza

We all know hospitality magic when we experience it. However, Alan Alan Philips Philips, chief marketing officer, Morgans Hotel Group, New York City, asserted in his first blog post for HOTELSMag.com that this magic is being threatened. “I have often come across … Type A ‘searchers,’ those looking for magic who don’t understand how it works, and Type B ‘non-believers,’ those who don’t believe in magic Read the full interview: and want to take http://hotelsm.ag/WPFuEw away the resources needed to perform said magic,” Philips wrote. “Only the most skilled magicians are able to convince others there is a light at the end of the tunnel.”

IHG recently reported a 46% increase in mobile bookings and has plans to further integrate the on-property experience with its mobile app, according to an interview HOTELS did with IHG President of the Americas Kirk Kinsell. “You account for that based on the quality of app, increased use of mobile and its reflection of consumers,” Kinsell said. “As guests approach our hotels, they should be able to use it to set their arrival times so the hotel is ready for them. They should be able to link to other ways to improve their guest experience.” Kinsell also gave details on Crowne Plaza’s brand refresh: “We are working with the owner community to find a longer-term vision for the use of public areas. We may be last to the party in terms of how the competition has addressed public areas, but we will learn from that.”

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Special RepoRt: Hoteliers of tHe World

Christopher Nassetta prESidEnT and cHiEf ExEcuTivE OfficEr HiLTOn WOrLdWidE, McLEan, virginia

Chris Nassetta aNd elisabeth Gürtler are CharismatiC leaders who share a CalliNG to CoNtiNually build a Culture that foCuses oN the biGGer piCture.

Culture is everything to Hilton Worldwide President and CEO Christopher Nassetta and Sacher Hotels Managing Director Elisabeth Gürtler. They are passionate about their

HOTELS November 2014 www.hotelsmag.com

businesses almost to the point where it defines their lives. They understand what it means to be perfect hosts and have the vision — Nassetta from his McLean, Virginia, headquarters, and Gürtler from her iconic Vienna palace —to make

sure their teams look beyond individual roles and responsibilities to be a part of something bigger. This year’s HOTELS Hotelier of the World award winners continually talk about aligning their objectives with all

Special RepoRt: Hoteliers of tHe World

Elisabeth Gürtler managing dirEcTOr SacHEr HOTELS, ViEnna

of the shareholders — guests, teams and owners. For Independent Hotelier of the World Gürtler, hospitality, she says, is not just her business, it is her pleasure, and she works with her team to share that vision. For Corporate Hotelier of the World

Nassetta, his mantra reinforces more the “why” than the “what” when it comes to the objectives and setting the tone at an industry powerhouse such as Hilton. At the end of the day, for this year’s award winners — as voted by HOTELS’

global readership — it is first about their abilities to share visions for success, and on the pages ahead, Nassetta and Gürtler talk more about their paths to reaching those goals, as well as what lies ahead.

www.hotelsmag.com November 2014 HOTELS

Special RepoRt: Hoteliers of tHe World

Corporate Hotelier of tHe World CHris Nassetta’s WiNNiNg formula at HiltoN is all about Cultural magiC. by JEff WEinSTEin, EdiTOr in cHiEf

Chris Nassetta is convinced success comes first and foremost from building a great culture. In fact, he says setting the tone at Hilton Worldwide is his most important role. “When you get culture right, magical things happen,” says the approachable CEO, who has spent most of his life immersed in great cultures — both personally and professionally. “My experiences have helped me understand the importance of feeling part of something bigger than myself,” he explains.

HOTELS November 2014 www.hotelsmag.com

Perhaps it is his commitment to creating intense alignment around “who we are, why we are here, what we are trying to accomplish, how we act and what the objectives are” that helped him to steer Hilton through anxious economic times starting in 2008 only to ring the bell at the New York Stock Exchange in December 2013 with Blackstone Group’s Jonathan Gray when Hilton’s US$2.4 billion IPO generated the highest multiple in the business. For investor Blackstone, it generated one of the largest

private-equity profits in U.S. business history. And perhaps it was those same guiding principles that led HOTELS readers to choose Nassetta as the 2014 Corporate Hotelier of the World. Nassetta says in the case of Hilton, the higher calling is “enriching lives” of customers, team members and hotel owners. The loquacious 52-year-old credits his close family’s entrepreneurial spirit and mentors such as Terry Golden, with whom he worked for more than 20 years, for pointing him in the right direction.

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Special RepoRt: Hoteliers of tHe World

Chris Nassetta makes cupcakes with the chef at Waldorf Astoria New York.

“Chris connects with everyone around the globe, from employees to hotel owners,” says Blackstone’s Gray. “It makes a critical difference in attracting talent and helping Hilton grow. Chris Nassetta truly epitomizes Conrad Hilton’s pledge to ‘fill the earth with the light and warmth of hospitality.’” The backstory Nassetta’s grandparents came from Italy with next to nothing and ended up building a great life with his cabinetmakinggrandfather eventually becoming a successful real estate developer. Next, his father went to Georgetown’s law school and similarly created his success as an entrepreneur. “I saw that spirit, so as a kid I was already interested in building businesses and managing people,” Nassetta says. Those family values and roots remain strong today as Nassetta still lives in his hometown of Fairfax, Virginia, literally next door to two of his sisters and a mile from his parents. Ever the family man and always home on the weekends to support his wife, Paige, and six daughters, Nassetta is likely to be found in the kitchen on Sunday cooking Tuscan fare

HOTELS November 2014 www.hotelsmag.com

for a crowd of 40 or 50 family members and close friends. Nassetta describes himself as a workaholic who is almost always on the grid, having developed a balanced set of skills and experiences that manifested in his own leadership style. That skill set was honed first as a teen, when he recruited his friends to work with him cutting lawns and plowing snow with the money he saved to buy his first

automobile, a Willys Jeep, and then again still as a teen in the engineering department at his first hotel, the Capitol Holiday Inn in Washington, D.C. After graduating from the University of Virginia with a degree in finance, Nassetta spent seven years at The Oliver Carr Co., where he first met Golden and ultimately served as chief development officer of a vast commercial real estate business. Together, they eventually rebuilt that business financially. Next, the duo co-founded Bailey Capital Corp. in 1991, where Nassetta was responsible for the operations of the real estate investment and advisory firm, dabbling in hotel deals along the way. The next stop, in 1995, was again with Golden at Host Hotels & Resorts, a spinoff of Marriott’s distressed hotel assets. The team turned a bad real estate company into a great company, not only fixing the troubled portfolio but also growing the asset base to US$25 billion from US$2 billion. Nassetta became CEO of Host in 2000 before Hilton came calling in 2007 and his focus shifted away from deals and finance and more toward the organizational side of business.

Chris Nassetta is a dedicated family man, often cooking Tuscan-style for his extended family on weekends.

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Special RepoRt: Hoteliers of tHe World

Nassetta’s viewpoint The 52-year-old president and CEO of Hilton Worldwide has been at the helm since 2007 after spending 12 years with Host Hotels & Resorts and gaining previous experience in private equity and real estate development. The dedicated family man — father of six young women — has some great advice to share.

To young hoTeliers: “Find a place that has a culture that is as focused on you as you are on it. Find a place where you are part of a team and the vision of the company allows you to understand what the higher calling is.”

Mixing The personal and The professional: “There is a way to do business at the intersection of your business and personal lives. I have tons of great relationships and I love my time

with everyone. I have 25-year relationships with my competitors, too, so there is hardly a thing I do that is not interconnected, and happily so.”

on being The faTher of six daughTers: “I am

MainTaining balance:

more sensitive, thoughtful and humble as a result. It keeps me real and authentic.”

“I could travel all the time, but I want to be with family, so I am home on weekends. When I am home I am dedicating time to them and making other sacrifices to be with them. You must make sure you are thoughtful

“Yes. I’ve been in and around the business since I was a teen, and the majority of my career I have been running hotel companies. Now I can’t imagine doing anything else.”

Fortuitously, while at Host as a hotel owner, Nassetta received great training for what he was about to do with a multitude of brands at Hilton. “We had a huge seat at the table and found out what everyone in the industry was doing — from operations to branding, technology and distribution,” he says. Setting the tone Today at Hilton, Nassetta says his first job is to lead the strategy and culture. “I have to make sure the strategy and execution are right, change courses when

about it and allocate time appropriately.”

HOTELS November 2014 www.hotelsmag.com

are you a hoTelier?

required and build a great culture,” he explains. “I set the tone personally with my behavior and push it deep into the organization. If I get those two things right, the rest takes care of itself.” However, there were some difficult moments after Blackstone bought Hilton at the peak of the investment cycle in 2007, and between 2008 and 2010 the company was simultaneously trying to get the company debt restructured, dealing with litigation and managing through difficult business conditions. But Nassetta recalls that the principals believed the adversity

didn’t matter. “You don’t often get to buy a company like this. If you see value, there is reason to have conviction,” he says. “When you take all the data, distill it to its simplest components and understand that the company was mismanaged and suboptimized, you make the deal. No one else saw the upside.” Nassetta kept his steady hand on the wheel, never lost faith, direction or discipline, and he kept his team focused. “It would have been very easy to get distracted [during the rougher moments] and for people to take their eyes off the ball,” he reflects. “We would have lost our best talent and wouldn’t in be in this position to be a leader. That was ultimately the most pivotal moment: being a part of keeping people in the company focused on the future and digging our way out, keeping our head up and making strides with the culture to put ourselves into a leading position on the other side.” Gray says Nassetta and his team — inspired by Chris’ example — just got up every day and kept executing. “They reorganized the company, moved the headquarters, shifted the timeshare business to a capital-light model, rapidly expanded around the globe and, most importantly, energized the whole organization,” Gray says. “The tremendous financial success of Hilton today is a direct result of Chris’ can-do attitude and perseverance.” What Nassetta says he learned is that while it isn’t easy, the formula becomes magical when everyone taps into that stream. As a result, he continues to spend most of his time on culture-building. “That is where the dividends are,” he adds. And Nassetta is far from done paying dividends. “I want to contribute and be part of something bigger, build a culture that will outlive me and push myself to grow and learn. This place is limitless in its potential, and I am 150% committed to being a part of that for the foreseeable future.”

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Special RepoRt: Hoteliers of tHe World

ElisabEth GürtlEr’s dEdication to thE art and passion of hotElkEEpinG for sachEr hotEls EarnEd hEr thE 2014 indEpEndEnt hotEliEr of thE World aWard. by NaTHaN GrEENHaLGH, aSSOciaTE EdiTOr

ElisabEth GürtlEr has a charismatic presence when she enters a room that reflects her competitive nature — a hotelier in charge. “If you like to be a good host, if you like to make people feel good and you want to make people revel in a city’s particular feeling, then you are proud of what you do,” says the woman who has run Vienna’s grand dame hotel since 1990. “Hospitality is not only your business, it is your pleasure.” Her hard work over the years has earned the respect of her team, many of

HOTELS November 2014 www.hotelsmag.com

whom have worked with her for decades, and this year it won the admiration of HOTELS readers, who voted Gürtler the 2014 Independent Hotelier of the World. “Mrs. Gürtler is a true grande dame, and her hotels perfectly reflect her elegant, sophisticated and cosmopolitan personal style,” says friend Peter Borer, COO, The Peninsula Hotels, Hong Kong. This career path for Gürtler was not necessarily planned, as she suddenly found herself in charge of the storied Sacher Hotels (the 149-room

Hotel Sacher Vienna and 113-room Hotel Sacher Salzburg) in 1990 after the untimely death of her former husband and hotel owner Peter Gürtler. Elisabeth says being thrust into the family business was the toughest moment of her life after her 1983 divorce from Peter. But not one to back down from a challenge, she became managing director of the Sacher Hotels and has been ensuring the properties’ successes ever since. “I think you have to accept changes and always be interested in new things,”

Special RepoRt: Hoteliers of tHe World

In earlier years, Elisabeth Gürtler was competing in dressage, following a passion for horsemanship.

“In the begInnIng, I thought I would have a more lImIted supervIsory role, but the more you get Involved, the more you understand, the more you feel you have to do more than just supervIse.” – ElisabEth GürtlEr

Gürtler says. “If you don’t have enough self-confidence to assume a new position, you might say ‘no’ — but you have to say ‘yes’ and accept the challenge.” The Sacher hotels are not only a job for Gürtler — “it is her passion and philosophy of life,” says Reiner Heilmann, managing director of the Hotel Sacher Vienna for more than 20 years. “Mrs. Gürtler is a perfect host, she is a visionary and she keeps up with the times.” Under her leadership, Sacher Hotels expanded and renovated the more than

HOTELS November 2014 www.hotelsmag.com

120-year-old Vienna property, updated its uniform system of accounts and hit top RevPAR figures in its competitive set, and Gürtler now feels ready to hand over the reins to her children, keeping the company family owned and operated. Focused on business Born in Vienna and educated at a Catholic secondary school, Gürtler’s business acumen was influenced by her magister in commercial sciences from the University of Vienna and her father, Fritz

Mauthner, founder of the Fritz Mauthner agricultural wholesale company. Her progressive father “felt the daughters had to replace the sons he didn’t have,” Gürtler recalls, and encouraged her to obtain a good education and work hard. Upon marrying Peter at age 23, Gürtler began working at Hotel Sacher Vienna, responsible for reception and decoration, while Peter managed the property. However, after their divorce she left the hotel and returned to her father’s business, running the elementary products department. During this time, Gürtler also was competing in dressage, following a passion for horsemanship born when her father gave her a pony at age 15. She had to give up competitive riding when she took over Sacher Hotels to keep the family business intact, but it was not a big struggle nor with lingering regrets because she also loves the hospitality business. “Peter had died, our children were 15 and 11 and he had wanted me to run the hotel,” Gürtler says. “In the beginning, I thought I would have a more limited supervisory role, but the more you get involved, the more you understand, the more you feel you have to do more than just supervise.” Raising the bar Gürtler says the accomplishment she is most proud of is being able to add 40 guestrooms to the Vienna hotel, which first opened in 1876, by adding three new floors. The hotel closed for four months, while altogether the construction took three years. “This was a very challenging thing because they had to clear the whole hotel — the wines, the furniture, the paintings,” Gürtler says. “I thought, ‘My God, I’ve closed up the hotel, and what happens if this does not work? I’ll have ruined the hotel.’” However, Gürtler trusted her judgment that the hotel had been operating with too few guestrooms. “Hotel Sacher

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Special RepoRt: Hoteliers of tHe World

Elisabeth Gürtler snapshot Age: 64

FAmily: Married to Peter Gürtler from 1973 to 1983 and had two children with him, Alexandra Winkler and Georg Gürtler, both of whom work at Sacher Hotels and own the Vienna and Salzburg hotel properties. Married actor Helmuth Lohner in 2011.

interests: CEO of Vienna’s prestigious Spanish Riding School since 2007, vice president of the Austrian Federal Economic Chamber from 1995 to 2000 and chairwoman of the Vienna Opera Ball from 1999 to 2007. mAnAgement style: “I’m not a team worker; I have to make decisions by myself. I involve the team and get to know their points of view, and with what I hear I make up my mind. I think you can’t decide as a collective.”

Advice For success: “Guests don’t only want a perfect hotel — they want to know the feeling of a destination. They want to feel something they never experienced before in the service style, the art in the hotel and the little personal things. Otherwise, they will say that it was a very nice place that they enjoyed, but not that it was unique.” Vienna only had 109 guestrooms, which is by far too little [for the market]. For a 5-star luxury hotel we needed at least 130 to 140 guestrooms,” Gürtler says. Gürtler is also proud that Sacher Hotels remains privately held by her family. In fact, she bemoans the tendency for a hotel’s ownership and management to be separate business entities, saying their

HOTELS November 2014 www.hotelsmag.com

business strategy is not always conducive to maximizing a property’s potential. “The investor is not thinking long-term. It wants to have profit every year for the money invested,” Gürtler says. “The operating company also uses short-term thinking because it is dependent on the turnover. For family businesses, you do not think short term.”

To achieve long-lasting success, Gürtler has been willing to tolerate a heavy workload, saying she typically works from 8 a.m. to 11 p.m. every day. Meanwhile, her social engagements are often important occasions to network for the hotel company, which helps drive her work ethic with a more competitive zeal. “I am never happy with what I have reached — I want to be better, to be more successful,” Gürtler adds. “Mrs. Gürtler personifies what is authentic and genuine of Vienna,” says Ted Teng, CEO of The Leading Hotels of the World. “Not only does she know and understand the history and culture, she helped to create some of them. She has preserved the heritage and invented the modern comforts of luxury hotels. She has an eye for details and elegance in design. She is a true iconic ambassador of Vienna.” What’s next Gürtler acknowledges her career success has come at a personal cost, and looking back, she wishes she could have spent more time with her family. “In regards to getting older, you find that you have invested a lot of time and energy in things that when you look back at them years later, you realize were not important,” she says. To that end, her schedule is about to change as at the end of the year she will cede her Sacher Hotels managing director role to her children — her daughter is currently in charge of marketing for Sacher Hotels while her son supervises quality assurance. “It has to remain a family hotel company, and I feel very grateful that they want to do it,” Gürtler says. Gürtler will continue to work for Sacher Hotels, though, managing the 62-room Relax & Spa Hotel Astoria in Seefeld, Austria, and working to expand the company’s portfolio by purchasing new properties to create a Sacher Collection. She will also continue as CEO of the Spanish Riding School.

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Design: The Peninsula Paris

RestoRed

and

Rejuvenated The Peninsula hotels spent four years bringing a former grand hotel back to life as the brand’s noteworthy entry into europe. by Ann BAgEL STOrck, mAnAging EdiTOr

lthough The Peninsula Hotels’ heritage dates back to 1866, its new property in Paris marks only the brand’s 10th hotel, as well as its first in Europe. It is hardly surprising, then, that the brand sought to make a bold statement with the 200-room Peninsula Paris, a historic, classic French-style building in the heart of the 16th arrondissement. “The objective from the beginning for The Peninsula Paris was to respect the architectural and design integrity of the original building and to preserve the heart and soul of its location while also offering the contemporary trappings of a modern hotel,” notes Peter Borer, chief operating officer of The Peninsula Hotels. The building first opened in 1908 as the Hotel Majestic and functioned in that capacity for some 30 years. It was converted into UNESCO’s headquarters in 1946 and in 1958 became the conference center for the French Ministry of Foreign Affairs, and it hosted events until 2009. Although the original hotel took just two years to build, the restoration took

HOTELS November 2014 www.hotelsmag.com

twice that amount of time. Richard Martinet of Affine Architecture & Interior Design, Paris, and Henry Leung of Chhada Siembieda Leung, Hong Kong, worked with Peninsula’s in-house team to refurbish the building inside and out. The 10,000-sq-m (107,639-sq-ft) façade, for example, required the talents of 20 stonemasons from historic monument specialist Degaine, while inside, wood-restoration experts Atelier Fancelli numbered and removed each original wood panel in the lobby and Le Bar Kléber to be restored. “A restoration of this scale is not very common today,” says James Mercer, project director for The Peninsula Paris. “The challenge was not only to restore the building, but also to create a mood.” In the guestrooms, soft gray and cream hues inspired by Paris’ fashion heritage work with high-tech elements such as digital bedside and desk tablets. Art is prominent here and in the hotel’s public spaces, where pieces include unique installations such as a 3-sq-m (32-sq-ft) fiber-optic portrait at the entrance to

The L’Oiseau Blanc terrace on the sixth floor promises panoramic views of Paris’ signature monuments in addition to a retractable roof.

LiLi — one of six F&B venues. Average rate at The Peninsula Paris is US$1,900, and while the hotel declines to disclose occupancy numbers, Rob Cheng, vice president of marketing for The Peninsula Hotels, notes, “The hotel has made an extremely promising start both in terms of rooms and F&B.” The scale of the project alone has inspired huge hopes for its success. Mercer comments, “We got used to being surprised during the restoration. The takeaway is that no vision is impossible.”

DESIGN: THE PENINSULA PARIS

THE

PENINSULA PARIS

OPENING DATE: August 1, 2014

ACCOMMODATIONS:

OWNERS:

LEAD INTERIOR DESIGNER:

200 guestrooms, including 34 suites

Katara Hospitality, Qatar, and The Hongkong and Shanghai Hotels, Shanghai

Henry Leung of Chhada Siembieda Leung, Hong Kong

LEAD ARCHITECT:

The marriage of a classic late-19th-century French-style building and Haussmanian spirit with contemporary touches

LOCATION: The heart of Paris’ 16th arrondissement close to iconic attractions such as the Arc de Triomphe and the Champs Elysées

GENERAL MANAGER: Nicolas Béliard

Richard Martinet of Affine Architecture & Interior Design, Paris

DESIGN AESTHETIC:

NOTABLE AMENITIES: Six F&B outlets ranging

from the oak-paneled Le Bar Kléber to Cantonese restaurant LiLi; function rooms including a traditional Parisian-style ballroom-salon with a pre-function area for up to 100; and the 1,800-sq-m (19,375-sq-ft) Peninsula Spa with six private treatment rooms, two couples’ suites, heated indoor pool and fitness center

www.hotelsmag.com November 2014 HOTELS

DESIGN: THE PENINSULA PARIS

Cantonese restaurant LiLi’s dramatic setting is characterized by marble columns, sweeping lacquer-red curtains and a dome inspired by the sound stage of a hall in Shanghai.

“Moon River” by Xavier Corberó, a tower of 12 boulders supporting a large, thin marble disc, is one of the most important pieces in The Peninsula Paris’ art collection.

HOTELS November 2014 www.hotelsmag.com

LiLi features a 3-sq-m (32-sqft) fiber-optic portrait at its entrance that uses an image printed on nylon webbing and net fabric woven through with optical fiber to produce a glowing, flowing effect.

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DESIGN: THE PENINSULA PARIS

The lobby offers all-day international dining in a setting complete with soaring ceilings, meticulously restored gold-leaf panels and paintings that reflect the Belle Epoque era.

The restored hotel façade uses limestone from the same quarries in St Leu-la-Foret, Chauvigny and Comblanchon as the original 1906 building.

HOTELS November 2014 www.hotelsmag.com

The lobby’s installation of 800 crystal “dancing leaves” references the trees that line Avenue Kléber and was hand-blown at the Lasvit crystal studio in the Czech Republic.

Each room offers a self-contained dressing room and walk-in closet with features including a seated dressing table, large electronic safe and weather display panel.

The Avenue KlĂŠber entrance leads to the traditional grand Peninsula lobby.

HOTELS November 2014 www.hotelsmag.com

DESIGN: THE PENINSULA PARIS

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F&B: TABLETOP-BARS

The Twisted Classics series at Café Mozu at Tower Club at Lebua and Lebua at State Tower in Bangkok aimed to take a futuristic approach to well-known drinks, and despite some exotic ingredients generally were served in familiar glasses.

CLASSIC

— WITH A TWIST

Even as bar glassware harkens back to decades past for inspiration, bartenders are still looking for unique ways to attract guests’ attention. by ANN BAGEL STORCK, MANAGING EDITOR

Once upon a time, hotel barware was a simple affair with a relatively limited list of selections, but nothing could be further from the truth today. Now the overarching message is, a drink served in just any glass could never taste as sweet. “Today, enjoying a cocktail is not only about the quality of the drink itself, it is about the presentation,” says Alessandro Palazzi, bar manager at Dukes London. “There almost needs to be a theatrical element to the cocktail-drinking experience.” That trend is leading to a range of vessels being used for drinks. “Tea cups, kettles and plastic skulls have all been added to the glassware armory of a bartender,” confirms John Collingwood,

senior training consultant at Londonbased Fling Bar Services. In many cases, bars are moving back in time to highlight classic looks for drinks. “Everything is going back to the old-school way, and that includes the glassware,” says Chris Rouns, bar manager at Jade at Sanctuary on Camelback Mountain in Scottsdale, Arizona. “Glassware from the 1930s is especially popular, with Coupes making the biggest comeback.” Even when cocktails push the envelope, often their roots are traditional. For the Twisted Classics series at Café Mozu at Tower Club at Lebua and Lebua at State Tower in Bangkok, mixologist

Ronald Ramirez took a futuristic approach to well-known drinks, as with the Liquid Martini, with the traditional ingredients served at the frigid temperature of liquid nitrogen. “To convey the original form visually, I used the classic Cosmopolitan martini glass that has become so famous,” Ramirez explains. Glassware is critical in the bar, but Cameron Brobst, director of outlets at The Ballantyne Hotel & Lodge in Charlotte, North Carolina, emphasizes it is never as important as what it contains. “Glassware is the expression of the beverage, but should never be the focal point,” Brobst says. “I have had the best cocktails served in a simple rocks glass.”

www.hotelsmag.com November 2014 HOTELS

F&B: TableTop-bars

The search for The

Lauren Rubinstein

perfect glass

The Campers Hootch at Hyatt Regency Atlanta’s Polaris uses a Mason jar for a homey, familiar feel evocative of camping and enjoying the outdoors.

Summerlin’s Smash served at the The Ritz-Carlton Orlando, Grande Lakes uses a footed crystal goblet to highlight the drink’s color in addition to elevating it so guests can best appreciate the garnishes.

HOTELS November 2014 www.hotelsmag.com

When Hyatt Regency Atlanta reopened Polaris, its legendary rotating restaurant and lounge, the goal of the mixology program was to celebrate “the golden age of spirits” by serving the likes of gimlets, rickeys and tonics in a menagerie of vintage glassware. One favorite is the Campers Hootch, which features bacon-infused bourbon crafted specially for Polaris, apple- and blueberry-infused maple syrup and torched marshmallows served in a classic yet slightly quirky Mason jar. “The Campers Hootch was created to evoke the smoky flavors and spirit of camping and enjoying the outdoors,” says Beverage Manager Mehdi Natanzi. “We wanted glassware that was homemade and familiar, so the Mason Jar was perfect.” Highball & Harvest at The RitzCarlton Orlando, Grande Lakes also looked back in time for inspiration for its cocktail program. Summerlin’s Smash takes its name from Robert Summerlin, a local celebrity more than 100 years ago known for lavish parties. The drink is a somewhat traditional “smash” with rum as its base, and Food and Beverage Director Brian McHugh chose a footed crystal goblet with a hand-cut diamond pattern to serve it. Although the glass looks delicate, McHugh says in nine weeks of using the glass he has only lost three — much lower than his average loss for stemware. “When you have really well-made crystal, many times it’s actually more dense than glass,” he notes.

The Black and Blue Swizzle at Gong at Shangri-La Hotel, At The Shard in London uses an opaque cup that suits its crushed ice and cloudy color.

The US$100 Gold Standard margarita, served at Chicago’s Palmer House Hilton, used a 20-ounce red-wine glass to showcase luxe ingredients such as Avión Reserva 44 Extra Anejo Tequila.

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F&B: TableTop-bars

Viticultural

viewpoint

William Harris began his career working in restaurant kitchens, but today his focus is solely on wine. Recently appointed wine director at Virginia’s The Inn at Little Washington some 70 miles (113 km) outside Washington, D.C., Harris oversees a cellar of more than 2,400 selections at the 24-room Relais & Chateaux property. What do you see as the biggest recent wine trends, and how have they impacted stemware? William Harris One burgeoning trend is the inclusion of a Coravin-driven specialty wine-by-the-glass program, which allows restaurants to offer wine by the glass at quality levels historically reserved for bottle-only sales. Restaurants that use Coravin systems are upgrading glassware for this use. What significant recent changes in wine stemware have you observed? In the last few years, Zalto wine glasses have really taken the industry by storm. While you won’t see many of these glasses in restaurants, many somms and wine directors use Zaltos personally. Feather light in the hand with a shape that seems to bring out the kinetic side of wine, they are also lead-free and dishwasher-safe. What advice can you offer about choosing the best possible stemware while still maintaining cost efficiency? At a very basic level, ensure you are using a glass with a flatrimmed versus a rolled-rim lip; that the size of the bowl is large enough to allow for the wine’s aromatics to be enjoyed; that the shape of the glasses offered is appropriate to the wines you sell; and that the glass feels well balanced and elegant in one’s hand. Beyond that, stemware cost efficiency is maintained by creating processes that control breakage. These processes allow your budgeted monies to be spent on fine glassware instead of replacement of lesser-quality glassware.

HOTELS November 2014 www.hotelsmag.com

cheers to

beer Not surprisingly, beer takes center stage at Miller Time Pub & Grill, a Marcus Hotels & Resorts concept with outlets at The Cornhusker, A Marriott Hotel in Lincoln, Nebraska, as well as Hilton Milwaukee City Center. The restaurant serves more than 50 varieties of beer and more than 20 draft beer options, but perhaps its most eye-catching choice is the boot-shaped “beer boot” glass. “We have them specially made and shipped to us from Germany,” says Ed Carrella, Marcus’ corporate director of restaurants. “We try to incorporate the boot in many different ways — we even give out a free sample of our featured beer in a mini boot to every guest that walks in the door.” While the boot may stand out, Miller Time Pub & Grill is committed to using a variety of glasses for its bevy of brews. “It’s crucial to have the right glassware when your concept is about beer,” Carrella confirms. “If you have a stout or a porter that requires a certain amount of aeration in the glass, the flavor profile will change.” Jason Lapin, partner at Las Vegas-based consultancy Blau + Associates, agrees that glassware significantly affects the flavor profile of certain beers, but he points out that the glassware decision depends on the level of an outlet’s beer program. “The problem with beer is, how much real estate do you want to invest storing glassware behind the bar?” he notes. “Smart operators are picking a couple different allpurpose glasses they can serve different styles of beer in and still get a little nuance without investing in a huge platform that’s inconsistent and tough to maintain.”

Marcus Hotels & Resorts’ Miller Time Pub & Grill concept uses a variety of “beer boots” specially made in Germany, even serving free samples of featured beers in a mini boot.

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JUST A BITE T The adjective Delano Las Vegas uses to describe its lobby lounge, Franklin, is “eclectic,” and the menu of appetizers and other small bites fits that bill — both in ingredients and presentation. Fried pig ears, for example, are served with togarashi, lime and black garlic-yuzu aioli and come to the table on a cast-iron serving dish. Executive Chef Susan Wolfla acknowledges cast iron requires an extra step of being wiped with oil after each cleaning, but adds, “I think cast-iron cookware is uniquely American and very homey.” Sometimes an outlet’s physical location determines its tableware choices. At Gerber Group’s The Roof at Viceroy New York, the outdoor, rooftop location plays a huge role in the selection of serving pieces. “On The Roof we like to use wooden platters to serve food,” explains Vincent Mauriello, managing partner at Gerber Group. “The wood has a nice weight, it looks great with the outdoor furniture and it is very durable.” Regardless of an outlet’s style or location, it’s critical to consider all aspects of a table — from glassware to plates to hollowware — when shopping for individual pieces, says Jason Lapin, partner at Las Vegas-based consultancy Blau + Associates. “We’re constantly building a sort of sample table,” Lapin says of his process for choosing tableware. “I see it all the time — you go into a place that has three beautiful collections, and they just don’t go together.”

The Asian-tapas focus at Ozone at The Ritz-Carlton, Hong Kong inspires the long plate with a small teardrop bowl used for the crispy basil calamari with spicy pepper aioli.

Thanks to its outdoor rooftop location, The Roof at Viceroy New York chooses wooden platters for food including the crab toast.

Melissa Hom

Franklin at Delano Las Vegas serves fried pig ears on a cast-iron platter.

HOTELS November 2014 www.hotelsmag.com

Conical baskets are both eye-catching and durable for serving onion rings and fries at Beer & Buns at St Giles New York, and the accompanying ramekin holder adds to the functionality.

F&B: TABLETOP-BARS

ON THE HORIZON Unbreakable glass with a micro-crack that will add to the durability. Although this may affect the cost, it makes sense because you will save money in the long run.

I want to see glassware that is very modern, durable and visually appealing that can be stacked. As of now everything [stackable] is very thick and not appealing at all.

– RONALD RAMIREZ, TOWER CLUB AT LEBUA AND LEBUA AT STATE TOWER, BANGKOK

– PATRICK COYNE, PALMER HOUSE HILTON, CHICAGO

Here is a sampling of predictions for the next big trends in bar tabletop pieces — both glassware and food service items:

Non-traditional drinking vessels are going to be the next big trend because of the excitement they bring to the table. It creates a pictureworthy moment.

Green and sustainable service ware is of increasing interest. Bamboo and glazed might be particularly notable breakout product lines in the next few years.

– BRIAN MCHUGH, THE RITZCARLTON ORLANDO, GRANDE LAKES

– JERED HOBBINS, HYATT REGENCY CENTURY PLAZA, LOS ANGELES

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TECHNOLOGY: ENTERTAINMENT

4K screens promise a much more vivid and lifelike picture than alternatives.

PICTUREPERFECT

Ultra-highdefinition 4K TVs are the next big thing in the screen market. Whether they make sense for hotels is a much trickier question.

contributed by BRENDAN MANLEY

the latest entry into the premium TV market, 4K televisions represent the next generation in entertainment through ultra-high-definition viewing, but the day when that experience delights the average consumer — let alone the hotel guest — is still a considerable distance away. According to experts,

time will tell whether the technology becomes the next 1080p, at least for the hotel business. For starters, in many cases hotels have only recently upgraded to 720p or 1080p HDTVs. The industry has barely even embraced 3D TV — another socalled entertainment game-changer

— let alone the current embryonic wave of 4K product that just debuted at this year’s HITEC. “From the hospitality perspective, it hasn’t really come on the radar,” says Derek Wood, managing director and principal consultant at Derek Wood Associates, Bristol, England.

www.hotelsmag.com November 2014 HOTELS

Technology: EntErtainmEnt

“Everybody is kind of standing back to see how it goes.”

Generally

what you have to consider is that

[the price of a 4K tV] is

coupled with a premium desiGn,

so there’s a significant premium

at this point. we are, however, seeinG the cost curve

continue to decline. – RichaRd Lewis, LG

HOTELS November 2014 www.hotelsmag.com

Viewing is believing Offering greater color depth and some 4,000 pixels of resolution (roughly four times that of a 1080p TV), 4K TVs provide what’s broadly called an ultra-highdefinition TV (UHDTV) picture. The technology is intended for larger screens — at least 49 inches (124 cm) — since the increase in pixel quality is indiscernible on smaller sets. The first-generation 4K TVs also frequently incorporate highquality casing designs. “The major attractiveness for a hotelier would be the picture — the pixel density’s much higher, so it gives a much more vivid and lifelike picture,” says Richard Lewis, vice president of B2B research and technology for LG. “But also, there’s a great convergence of a fantastic picture with these high-end, outstanding industrial designs.” With smaller-sized screens, a TV stand or swing-mount on an armoire or credenza often works well in a hotel room, but not so with the larger 4K designs. They generally perform best when wallmounted, but the requisite planning isn’t for naught: reportedly they offer stunning clarity even when watching from a close distance, like a hotel bed. “With the 720p display, if you’re sitting close to a large screen, you might see the pixel structure, so it didn’t really give you that lifelike feeling,” Lewis explains. “With 1080p and moving into 4K, you’re seeing a much denser pixel structure. The big screens look more lifelike, even though you might be sitting closer.”

New 4K TVs and other ultra-HD-type sets are also increasingly integrating flexible screens, which may curve at the sides to create a wraparound effect in one’s field of vision. These designs are then paired with surround sound and responsive lighting to create a high level of sensory immersion. It all sounds fairly leading edge, but purveyors assert the lowered costs that will follow mass production of 4K TVs mean affordable ubiquity for these sets in the future. For now, they simply remain too pricey for most. “Generally what you have to consider is that it’s coupled with a premium design, so there’s a significant premium at this point,” Lewis says. “We are, however, seeing the cost curve continue to decline.” The content conundrum At the moment, if the 4K TV’s price tag doesn’t scare off buyers, the lack of programming most likely will. Experts say it will be a real ongoing problem obtaining 4K content, and although some key players have started exploring the format, there’s currently very little offered. “The raw availability of programming is really thin at this point,” says Robert Cole, president and founder of RockCheetah, Menomonee Falls, Wisconsin. “Who are you going to tie your horses to for getting that content? With a hotel, you get roped into agreements … I think that’s going to be interesting for the hotels to deal with, because it’s really bleeding-edge.” Although the major cable companies have been oddly quiet on this front, sources indicate satellite provider

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Technology: EntErtainmEnt

DirecTV has started work on 4K content (DirecTV declined comment for this story), while Netflix has already entered the fold, offering ultra-HD versions of all 62 episodes of TV series “Breaking Bad” as well as movies “Smurfs 2,” “Ghostbusters” and “Ghostbusters 2” in the United States. It’s a fringe proposition for now: Netlfix estimates it only has a few thousand subscribers currently capable of viewing the 4K content. Plus, for hotels, even if the content existed, present-day data networks would likely have significant issues accommodating the bandwidth requirements of a signal four times denser than 1080p, multiplied by however many guestrooms. Future infrastructure would need to significantly adjust. “Although you may have a fiber infrastructure in the hotel — and if you haven’t, forget it — it doesn’t even mean you can automatically run [4K],” Wood says. “You need the switches capable of switching 4K, and you need the bandwidth. If you had something big that everyone wanted to watch in 4K, it could bring your network down.” It all goes back to the content conundrum, too, since you’d need to know the 4K programming was out there before massive required bandwidth upgrades would even be utilized. Some observers wonder when, if at all, there would be a return on such a potentially expensive refitting. “How do you plan for peak capacity without going broke? That’s the problem,” Cole says. “I think it also does get back to the programming availability. You go, ‘Okay, we figured out how to get [4K] to all the rooms,’ and there’s not

HOTELS November 2014 www.hotelsmag.com

really any 4K programming out there, so people aren’t really watching it. Is there a revenue stream associated with it? I don’t see in-room movies coming back.” Trendsetters Residential networks will be first to be put to the 4K test. Early consumer adoption of the 4K TV — the first step in the chain — has already begun; Lewis says LG will have its 4K line available in the commercial market in 2015. From there, he anticipates speedy growth and rising popularity, with 4K TVs being comparable in price to 1080p sets within the next two to three years. Lewis says, “I don’t think we’re talking a long adoption curve, because I think what you’re going to see is much of what happened with 1080p [when it surpassed 720p]: the manufacturing process just becomes more mature, so there’s no reason to make a 1080p panel that’s, say, 55 inches (140 cm), and a 4K panel that’s 55 inches, because they end up costing the same. And who really wants to buy the 1080p panel when for the same cost it’s available in ultra-high definition?” That conversation may eventually extend to hotels, too, when investing in 4K TVs is finally worth it to wow guests — if ever. But for now, it looks like only the world’s most exclusive properties would likely explore the upgrade. “I recently finished a very large 5-star resort in Turkey, and it wasn’t even mentioned as a possibility when we were looking at the TVs,” Wood notes. “If it gets into hospitality, I think it will only be the very high-end hotels that consider it for their best rooms and suites.”

Residential netwoRks

will be first to be put to the 4K test.

Early consumEr adoption of thE

4k tV has alReady begun,

and lG will havE its 4K linE availablE in thE commErcial marKEt in

2015.

4K tVs may become

compaRable in pRice to 1080p sets within thE nExt two to thrEE yEars.

Technology: EntErtainmEnt

restaurant, his young son and wife can continue to watch Cartoon Network in the room from the same in-room TV,” says Mike Stokman, group director – information technology at Minor Hotel Group. “We are in a pilot state for most of the systems, and new functionality can be added as we move along. The progress and functionality of the systems is developing very rapidly.” In many cases an intermediary piece

“We believe that over time, the

ability to connect guest devices will become a standard experience and expectation.”

Plugging away

For hotel companies looking to offer guests an integrated mobile in-room entertainment experience, the solution remains a moving target.

The effort to better integrate hotel in-room entertainment with the myriad mobile devices guests are now traveling with is a lot like playing a game of “Whack-a-mole” — every time hotels hammer out a solution for a device or app, a new one pops back up in its place. For now, many companies are just content to keep whackin’. That’s not to say progress isn’t being made. Some forward-thinking hotel companies are already setting the standard, offering guests the ability to stream their own personal content onto a guestroom TV, use mobile devices to order room service and on-demand movies and, in some cases, even flash their devices as room keys. A wide array of hardware and vendor solutions is being tapped to achieve these goals. “We believe that over time, the ability to connect guest devices will become a

HOTELS November 2014 www.hotelsmag.com

standard experience and expectation,” says Monika Nerger, CIO for Mandarin Oriental Hotel Group. “The primary driver for our investment [in mobile integration] is to enable our guests to enjoy the same residential experience they are accustomed to at home in our guestrooms.” Nerger says Mandarin Oriental has implemented Apple AirPlay at several properties so guests can stream both audio and video from their devices to guestroom entertainment systems, and the company is considering broadly expanding the offering. Minor Hotel Group has begun a similar effort, utilizing Miracast (Android Mirroring), AirPlay and AirPlay Mirroring at some hotels, and even including a feature that mirrors guestroom TV content back to guests’ mobile devices. “While Dad follows CNN in the

– Monika nerger, Mandarin oriental Hotel group

of hardware and/or a vendor is the preferred mobile integration solution and may include the use of a set-top box, smart TVs or a proprietary, all-inclusive in-room entertainment system. Accor has gone the latter route with its Pullman Hotels & Resorts brand, rolling out Pullman Connectivity for a wide range of in-room entertainment options. The service includes personal media-streaming functionality and the ability to use mobile devices as the in-room remote and to order room service, while in return the hotel can harness the same connection to reach out to guests. “The key requirement was to deliver an integrated environment where the TV, smartphone and tablet are all synchronized to deliver a single set of services, helping guests to both work as well as relax during their stay,” says David Esseryk, Accor’s vice president of consumer technologies. “Pullman Connectivity gives the freedom to the guest to use digital the way they want, and it provides us with a superb window to communicate our own content and new initiatives.”

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Supplyline

Messe FrankFurt to host aMbiente in February

At Ambiente 2014, 270 designated exhibitors from 30 countries were featured.

From February 13 to 17, 2015, Ambiente will take place in Frankfurt, Germany. With more than 4,700 exhibitors from approximately 90 countries expected, the

consumer-goods show will feature sections focused on dining, giving and living in addition to awards ceremonies, trend presentations and cutting-edge design.

Ambiente also will welcome the United States as the official partner country in 2015. Ambiente offers a Contract Business program as well.

tulip to use Micros opera 9

interactive Map highlights cubie products

invotech works with park hyatt new york

Louvre Hotels Group has replaced its legacy reservation system in more than 220 of its Tulip-branded hotels with the Micros Opera 9 Reservation System. The Micros Opera 9 platform centralizes bookings through all electronic distribution channels, including web booking, global distribution systems, channel management and voice service centers. “Micros Opera 9 allows us to take advantage of next-generation technologies that prepare us for the future,” says Thierry Guiraudios, CIO, Louvre Hotels Group.

Brandstand Products’ “Where’s Cubie” interactive map at wherescubie.com features hotels that have installed one or more of Brandstand’s power products — Cubie, CubieMini or CubieTime. The Cubie product line provides a power and charging solution for the desk or nightstand. Each product includes two or three AC power outlets and two USB charging ports. Guests can search by city, state or zip code to scout hotel locations. Cubie products can be found in more than 300,000 U.S. hotel rooms.

InvoTech managed installation of RFID tags in Park Hyatt New York’s 4,000 uniforms and recorded garment assignments prior to the hotel’s opening. Park Hyatt New York’s InvoTech system interfaces with a White Conveyors U-Pick-It System that automates uniform distribution and quickly delivers garments to staff. The InvoTech Uniform System integrates UHF-RFID readers that scan durable waterproof UHF-RFID laundry tags for automated tracking and recordkeeping. Tags are attached to the uniforms before they are delivered to the property.

www.hotelsmag.com November 2014 HOTELS

Supplyline

Dusit partners with reviewpro ReviewPro has signed a partnership with Dusit International. Dusit will use ReviewPro’s online guest satisfaction solution, which aggregates millions of mentions from more than 100 of the most relevant online travel agencies, review websites and social media platforms.

“We decided to work with ReviewPro because it is an excellent online reputation management tool that meets our needs on both corporate and property levels,” says David Shackleton, chief operating officer, Dusit International.

Birchstreet acquires asian tech company BirchStreet Systems, the Newport Beach, California-based cloud-based provider of procure-to-pay software systems for the hospitality industry, has acquired Brilliant Aquarius Technologies, which has offices in Shanghai and Chengdu, China, and in Singapore.

The offices in Asia will offer sales, configuration, implementation, project management, training and support for customers in China, Hong Kong, Singapore and Japan. “We are excited to extend our services to an even higher level in Asia,” says BirchStreet CEO Sushil Garg.

Latour chooses erevmax LaTour Hotels and Resorts has partnered with eRevMax for online distribution. Multiple properties of the California-based group are using RateTiger Channelmanager for managing availability, rates and inventory across online sales channels. “We wanted to promote

our rates and inventory on various channels,” says Lauren Doran, LaTour’s director of sales and marketing. “RateTiger has resulted in faster rate and inventory management allowing us instant control over distribution processes and online sales.”

aLto-shaam goLf outing supports Lymphoma research

This year’s Jerry Maahs Memorial Golf Outing attracted 187 golfers from across the United States.

HOTELS November 2014 www.hotelsmag.com

The annual Jerry Maahs Memorial Golf Outing — which was founded in 2009 in honor of AltoShaam’s founder, who passed away from lymphoma in 2006 — raised more than US$100,000 for the Leukemia & Lymphoma Society’s Wisconsin chapter. The event has raised nearly US$225,000 since its inception. “My family is overwhelmed by the support shown by our employees and extended business community,” says Steve Maahs, chief operating officer and president of Alto-Shaam. “Not only will my father’s industry legacy continue, but his memory will continue to live on as we support the discovery of a lymphoma cure.”

IN BRIEF ■ ■ Florian Lehmann has taken over as president of WMF’s worldLehmann wide Coffee Machines business. ■ ■ Ace Hotel Downtown Los Angeles, which featured GREC Architects as design architect, has received honors including the LABC 44th Annual Los Angeles Architectural Awards, hospitality category. ■ ■ Blue Leaf Hospitality has appointed John Taber hospitality market manager. ■ ■ Josh Kirschbaum has joined Gilchrist & Soames as chief operating officer. ■ ■ WATG has named Helen Oi-Lun Cheung director of planning. ■ ■ The John Hardy Group has opened an office in West Los Angeles. ■ ■ Astoria Compass has appointed Jenny Vance president. ■ ■ FCS Computer Systems announced the opening of a new office in Mumbai. ■ ■ Thing5 has appointed Chris Rockett senior vice president of global sales. ■ ■ NanoLumens has named Gary Feather executive vice president of operations.

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TableTop, kiTchen and more

The colored line extensions of tableware collections NewWave, Marchesi and Caffé Club from Villeroy & Boch offer a dynamic brushstroke décor and gentle tones. Individual pieces can be combined to create a play of shapes on the table — together they form the new collection Amarah. Villeroy & Boch, Luxembourg. villeroy-boch.com/hotel, info.hr@villeroy-boch.com

RAK Porcelain’s new artisanal-looking dinnerware collection, Peppery, features round, oval and rectangular serving pieces to fit the trend toward rustic, natural and agrarian looks for the tabletop. Made with a variety of colors that can be mixed and matched, Peppery is decorated under glaze and designed to meet the toughest hospitality standards. RAK Porcelain Europe, Windhof, Luxembourg. rakporcelain.eu,

The Zieher buffet system Skyline — now available in a polished version, matte black and white — promises flexibility. Its appearance brings skyscrapers to mind. The different heights of the columns allow the placing of one side of the buffet platters on top of a stand while placing the other side between the ribs of a second stand. The columns are stainless steel, square and can be combined with the Zieher Squareline series. Zieher, Himmelkron, Germany.

Spring USA’s newest line of snack/cereal dispensers are available in a single, double or triple dispenser. Dispensers stand 27 inches (69 cm) tall, and each polycarbonate cylinder has a 10-liter capacity. Units feature a stainless-steel base with dispensing wheel. Spring USA, Naperville, Illinois.

blecante@rakporcelaineurope.com

zieher.com, info@zieher.com

springusa.com

www.hotelsmag.com November 2014 HOTELS

FURNITURE • LOCKING & SECURITY SYSTEMS • TABLE LINENS • SOFTWARE • FITNESS & POOL EQUIPMENT • HVAC • MINIBARS • BEDDING • MOBILE • LAUNDRY EQUIPMENT • GREEN DESIGN • MENUS • TELCOM • ENERGY MANAGEMENT • SIGNAGE • TELEVISIONS • FOOD & BEVERAGE • FLOOR COVERINGS • POS SYSTEMS • TABLEWARE • IN-ROOM SAFES • LIGHTING • MEETING ROOM EQUIPMENT • CLEANING & MAINTENANCE PRODUCTS • WINE & LIQUOR • PMS SYSTEMS • SOLAR SYSTEMS • UNIFORMS • TECHNOLOGY SOLUTIONS • DINNERWARE • IN-ROOM AMENITIES • SECURITY & SAFETY • GUEST AMENITIES & SERVICES • TEXTILES • COOKING EQUIPMENT • TABLES AND CHAIRS • SOCIAL MEDIA • RESTAURANT FURNISHINGS & DESIGN • WATER CONSERVATION • TABLE ACCESSORIES • GUEST TRANSPORTATION • FRONT OF HOUSE • CRM SYSTEMS • BATHROOM EQUIPMENT & FIXTURES • CUTLERY • GUEST TRANSPORTATION • GLASSWARE • FABRICS & DRAPERY • TABLET APPS • WALL DÉCOR • FIXTURES • AUDIO-VISUAL • WALLCOVERINGS • WASTE RECYCLING • DECORATIVE ACCESSORIES • REFRIGERATION • HARDWARE • SERVE & BUFFET WARE •VIDEO & ENTERTAINMENT • COFFEE/TEA/ESPRESSO/CAPPUCCINO • SOUND SYSTEMS • BAKED GOODS • VEHICLE CHARGING STATIONS • FURNISHINGS & DESIGN • WIRELESS • RESTAURANT CONSULTING • TABLE LIGHTING • FOOD SERVICE EQUIPMENT & SUPPLIES • FINANCE & MANAGEMENT SERVICES • TABLE LIGHTING • REVENUE MANAGEMENT SOLUTIONS • BEER & ALE • DAIRY PRODUCTS • INNOVATION • GREEN CERTIFICATION • BACK OF HOUSE • DESSERTS • PREPARED FOODS • FURNITURE • LOCKING & SECURITY SYSTEMS • TABLE LINENS • SOFTWARE • FITNESS & POOL

IT'S ALL

EQUIPMENT • HVAC • MINIBARS • BEDDING • MENUS • TELCOM • ENERGY MANAGEMENT • SIGNAGE • FOOD & BEVERAGE • TELEVISIONS • FLOOR COVERINGS • POS SYSTEMS • TABLEWARE • IN-ROOM SAFES • LIGHTING • CLEANING & MAINTENANCE PRODUCTS • WINE & LIQUOR • SOFTWARE • • PMS SYSTEMS • UNIFORMS • TECHNOLOGY SOLUTIONS • IN-ROOM AMENITIES • SECURITY & SAFETY • WALL DÉCOR • GUEST AMENITIES & SERVICES • TEXTILES • RESTAURANT FURNISHINGS & DESIGN • FRONT OF HOUSE • CRM SYSTEMS • BATHROOM EQUIPMENT & FIXTURES • FABRICS & DRAPERY • TABLET APPS • FIXTURES • AUDIO-VISUAL

•

WALLCOVERINGS

•

DECORATIVE

ACCESSORIES

•

VIDEO

ENTERTAINMENT

•

HERE

COFFEE/TEA/ESPRESSO/CAPPUCCINO • BAKED GOODS • HARDWARE • GENERAL FURNISHINGS & DESIGN • WIRELESS • RESTAURANT CONSULTING • HOTELS • LIVE DEMONSTRATIONS • FOOD SERVICE EQUIPMENT & SUPPLIES • APPETIZERS • GENERAL MANAGERS • FINANCE & MANAGEMENT SERVICES • BEER & ALE • DAIRY PRODUCTS • INNOVATION • DESIGN PROFESSIONALS • GENERAL MANAGERS • BACK OF HOUSE • DESSERTS • PREPARED FOODS •

FURNITURE • LOCKING &

SECURITY SYSTEMS • TABLE LINENS • SOFTWARE • FITNESS & POOL EQUIPMENT • HVAC • MINIBARS • BEDDING • MOBILE • LAUNDRY EQUIPMENT • GREEN DESIGN • MENUS • TELCOM • ENERGY MANAGEMENT • SIGNAGE • TELEVISIONS • FOOD & BEVERAGE • FLOOR COVERINGS • POS SYSTEMS • TABLEWARE • IN-ROOM SAFES • LIGHTING • MEETING ROOM EQUIPMENT • CLEANING & MAINTENANCE PRODUCTS • WINE & LIQUOR • PMS SYSTEMS • SOLAR SYSTEMS • UNIFORMS • TECHNOLOGY SOLUTIONS • DINNERWARE • IN-ROOM AMENITIES • SECURITY & SAFETY • GUEST AMENITIES & SERVICES • TEXTILES • COOKING EQUIPMENT • TABLES AND CHAIRS • SOCIAL MEDIA • RESTAURANT FURNISHINGS & DESIGN • WATER CONSERVATION • TABLE ACCESSORIES • GUEST TRANSPORTATION • FRONT OF HOUSE • CRM SYSTEMS • BATHROOM EQUIPMENT & FIXTURES • CUTLERY • GUEST TRANSPORTATION • GLASSWARE • FABRICS & DRAPERY • TABLET APPS • WALL DÉCOR • FIXTURES • AUDIO-VISUAL • WALLCOVERINGS • WASTE RECYCLING • DECORATIVE ACCESSORIES • REFRIGERATION • HARDWARE • VIDEO & ENTERTAINMENT • COFFEE/TEA/ESPRESSO/CAPPUCCINO • SOUND SYSTEMS • BAKED GOODS • VEHICLE CHARGING STATIONS • SERVE & BUFFET WARE • FURNISHINGS & DESIGN • WIRELESS • RESTAURANT CONSULTING • TABLE LIGHTING • FOOD SERVICE EQUIPMENT & SUPPLIES • FINANCE & MANAGEMENT SERVICES • TABLE LIGHTING • REVENUE MANAGEMENT

TableTop, kiTchen and more

ARC International’s Intensity Zen is a collection of five curved bowls. The understated shape makes for a timeless design that can be integrated into any establishment. With the largest, think individual salad bowls, main dishes and soup; with the smallest, think sauce presentation. The medium-sized dishes serve aperitifs, meze and starters as well as vegetables and side orders. ARC International, Arques, France. arcoroc.com, caroline.bianco@arc-intl.com

The new AsiaCollection from WMF Hotel includes chopsticks made of anthracite colored plastic and stainless 18/10. They are heavier than typical wooden chopsticks. The chopsticks also fit well with WMF’s Urban and Pure Exclusiv tabletop ranges, as well as other WMF products. WMF Hotel, Birkenfeld, Germany. wmf-hotel.de

zieher.com

GERMANY

„Skyline“

We are looking for Distribution Partners! (USA and Canada) Please contact: d.zieher@zieher.com „Dots“

„Solid“ & „Sphere“

„Plat de Luxe“

BE-1 from Angelo Po is the Cook & Chill system that allows users to manage the Blitz chill blaster and the Combistar FX MY 2014 multifunction oven with a unique interface. Angelo Po, Carpi, Italy. angelopo.it, marketing@angelopo.it

Visit us at:

EquipHotel Paris, FR

16. - 20.11.2014

Hall 7.2 booth B069

Do the MATH for Hotels!

Do the MATH and interpret the STAR report. Geared to revenue managers, general managers, corporate staff, and research professionals, the Certification in Hotel Industry Analytics (CHIA) online program demonstrates how to analyze various types of hotel industry data and to make strategic inferences based upon that analysis. Core content areas include: • • • •

Participants who complete the online review program and successfully pass the exam will earn the CHIA designation.

Hotel Industry Analytical Foundations Hotel Math Fundamentals Property Level Benchmarking (STAR Reports) The CHIA is jointly offered by the American Hotel Industry Performance Reports Hotel & Lodging Educational Institute (AHLEI) and STR.

WWW.AHLEI.ORG | +1 407 999 8100 Discover the Best in HOSPITALITY Learning Solutions and Professional Certification 14-04759

TableTop, kiTchen and more

Pasabahçe offers Sidera stemware, a series of five different types of goblet. The goblets offer alternatives for white wine and champagne and three different options for red wine. Sidera also can be used for fruit juices, sodas and water. Pasabahce Glassware Co., Istanbul. pasabahce.com

Purity – a new class of porcelain

Goliath 2000 burnishing machines from Moreillon promise to polish thousands of cutlery pieces in hours. With the Desox 2000, silverware can be moved from the bath to the polishing machine without rinsing. Moreillon Gastrotechnik, Ermatingen, Switzerland. moreillon-gastro.ch, info@moreillon-gastro.ch

The latest evolution of Thermoplan’s Black&White 3 automatic coffee maker provides a solution for close quarters. The CTM RU model stores milk in a cooled container in the base, bringing the unit down to a width of 35 cm (14 in). Thermoplan, Weggis, Switzerland. thermoplan.ch, thermoplan@thermoplan.ch

Hepp now offers its classic cutlery models in two gold tones, copper bronze or anthracite. The PVD coating does not change the haptic characteristics of the cutlery and is dishwasher-safe. Hepp, Birkenfeld, Germany. hepp.de, info@hepp.de

Bauscher reinvents porcelain anew. Purity has all the elements to become a modern classic with a clear aesthetic design and graceful finish. Pristine geometric shapes such as circles and ovals are combined in exciting ways with soft, flowing lines. This interplay unlocks the sensual charm of the collection, guaranteeing its appeal with the leading international establishments.

Meet Purity and visit us at Equip’ Hôtel Paris, 16 – 20.11.2014, hall 7.2, stand F5

Boutique Design and HOTELS Magazine present

GOLD KEY

AWA R D

Join us in celebrating the most creative designs in hospitality. Monday, November 10, 2014 6:30 - 10:00pm Mandarin Oriental, New York

FOR EXCELLENCE IN HOSPITALITY DESIGN

The 34th GOLD KEY AWARDS FOR EXCELLENCE IN HOSPITALITY DESIGN recognizes outstanding design worldwide in 19 project categories from Best Hotel Luxury to the Judges’ “So Cool” award. Judges of the industry’s most prestigious award include:

Purchase Tickets at www.bdny.com or www.ihmrs.com

2014 JUDGES Dana Kalczak Vice president of design Four Seasons Hotels and Resorts Ron Kollar Chief design officer Tishman Hotel Corp. John D. McMullen, Senior vice president of construction Highgate Hotels Tyler Morse CEO MCR Development Danette Opaczewski Chief operating officer Ian Schrager Co.