Hotline by TEVIOT

Q310

The Magazine of Carlson HotelsSM

The Americas

Catch Wave the

Ambition 2015 Gains Momentum With New Radisson Blu Aqua Hotel

■

■ Welcome to the Premier Issue Countdown to #1, The First 100 Days ■ Keeping Brands Relevant ■ Practicing Responsible Business

Connect | Send comments, photos and story ideas to hotlinetheamericas@carlson.com.

Hotline The Americas | Q310

Editor’s Letter

Photography by Darrell Eager

ow. What an amazing last few months it’s been. We’ve been working extremely hard to bring you the magazine you’re holding—the inaugural issue of Hotline The Americas. It’s the first installment of our new publication for the Carlson HotelsSM community and a new way to highlight the innovative spirit and momentum throughout the company. The magazine’s launch has required a huge collective effort on the part of our leadership, corporate employees and magazine staff, but the results are well worth it. Our goal? A magazine that shows where we’re going as a company and celebrates our successes along the way. I’m happy to report that we already have a lot of important news and successes to share in this first issue. Turn to page 6 for an interview with Thorsten Kirschke, executive vice president and chief operating officer, Carlson Hotels, The Americas, on Ambition 2015 and the progress we’ve made in the first 100 days. On page 24, check out the strategy that led to the development of the flagship Radisson Blu Aqua Hotel in Chicago, which launches the upperupscale brand in the Americas. Gordon McKinnon, executive vice president and chief branding officer, Carlson Hotels, discusses the importance of branding on page 12 and introduces you to the new, contemporary room styles for Radisson® on page 13. See page 32 for more on new training programs showing how employees can live and lead responsible business, promoting social, ethical and environmental responsibility in the hospitality industry. And in this issue and issues to come, “Vistas” spotlights some of our most beautiful hotels. We look forward to sharing future successes of our employees and hotels in this magazine. We’re excited to be working with some of the best writers and photographers available. Every issue will keep you up to date with our business, our brands, our

A Bold New Vision

Hotline The Americas shares our spirit, and our successes. | By Molly Biwer people and the news within our community. We want to hear from you, too! Send your interesting hotel stories, awards, tips, photos and news to hotlinetheamericas@carlson.com. We are embarking on this journey with the type of vibrant spirit that led to the Carlson Hotels Ambition 2015 strategy. In Hotline The Americas, we share this spirit with you. Enjoy!

Molly Biwer Vice President, Corporate Communications and Public Relations, Carlson H otl i n e TH E A M ER I CAS

The Front Desk ta b l e o f c o n t en t s | H o tli n e th e am er i c as | Q310

Snapshot

Get an update on the growth of Carlson HotelsSM and meet the executive team for Carlson Hotels, The Americas.

A Winning Strategy

Thorsten Kirschke, EVP and COO, Carlson Hotels, The Americas, discusses the long-range strategy of Ambition 2015.

On Brand

Gordon McKinnon, EVP and chief branding officer, Carlson Hotels, introduces strategies to keep hotel brands relevant, including service concepts and decor upgrades.

Employee Profile

Country Inns & Suites’ Alfred Dorsey epitomizes the Friends Hosting FriendsSM motto with true caring and charm.

Breakfast Zone

Are you wondering what’s for breakfast? You’ll love the new choices at Country Inns & Suites By CarlsonSM.

All the Essentials

Park Inn® lets guests show their true colors with fun, vibrant design and service concepts.

On The Cover | Radisson Blu Aqua Hotel, Photography by Dave Lauridsen 2 Hotlin e T H E A ME R ICAS

“The best way to get where you want to go is by sharing your goals. It’s essential to our success to keep the people involved updated on our plans and progress. This is the heart of Hotline The Americas.” —Thorsten Kirschke, EVP and COO, Carlson Hotels, The Americas

True Blu

Carlson Hotels’ global growth strategy takes a giant leap forward with the introduction of Radisson Blu to the United States. See what the new Radisson Blu Aqua Hotel means for Ambition 2015.

Building Strong Communities

New training programs help leadership and employees understand the meaning of corporate social responsibility—and the importance of making a difference.

Owner Profile

Dean Grosskopf, president of Professional Hospitality, LLC, is a sharp businessman, which is why he has a long-standing relationship with Carlson Hotels.

Hotline News

Stay connected with the latest hotel happenings—a new Radisson Blu in the Caribbean, a sales convoy and event, renovations, awards and more.

Guest Profile

Gold Elite goldpoints plusSM member Roger Placzek shares stories and insights from 20 years of life on the road.

Vistas

Take in the enchanting view from a balcony room at the Country Inn & Suites By Carlson, Panama Canal.

H otl i n e TH E A M ER I CAS 3

Fact | In 1962, Curt Carlson bought the first Radisson Hotel in Minneapolis and Carlson HotelsSM was born.

Map Illustration by Carl DeTorres

{760{

Radisson | 201 Country Inns & Suites | 540 Park Inn | 17 Park Plaza | 2

Industry Leader |

LOCATIONS IN THE AMERICAS

Carlson Hotels in operation and contracted pipeline, summer 2010

Carlson HotelsSM is a leading global hotel company with more than 1,080 locations in 77 countries. Carlson Hotels’ success has been made possible through its commitment to guests and the company’s bold ambitions—for its brands to be the leading brands in their segments, to become the #1 hospitality company to work for and to become the #1 hospitality company to invest with. Carlson Hotels’ Ambition 2015 strategy entails growing their hotel portfolio by 50 percent or more to reach at least 1,500 hotels in operation by 2015. ■

H o tlin e t he a me ricas

H o t l i n e T h e A m e r i c a s | Q 3 10

The Sna shot Key Positioning |

Behind the scenes at Carlson Hotels, The Americas, is a skilled leadership team working to meet the goals set forth in Ambition 2015 and to see the company into the future as a global leader in the hospitality industry. left to right: Tom Trout, VP, Architecture and Planning; Beathe-Jeanette Lunde, EVP, Human Resources; Fredrik Korallus, EVP, Global Revenue Generation; Suzy Riesterer, EVP, Financial Planning and Analysis; Deane Bruner, VP, Business Development and Lodging Investments; Thorsten Kirschke, EVP and COO; Genevieve Beck, VP, Legal; Molly Biwer, VP, Corporate Communications and Public Relations; Robert Kleinschmidt, EVP and Chief Development Officer; Bill Baltes, VP, Technology Development; Steve Mogck, EVP and COO, Country Inns & Suites By Carlson. ■

The Magazine for Carlson HotelsSM

The Americas Publisher | Thorsten Kirschke, Executive Vice President and Chief Operating Officer, Carlson Hotels, The Americas Editor-in-Chief | Molly Biwer, Vice President, Corporate Communications and Public Relations, Carlson Supporting Editors | Gordon McKinnon, Executive Vice President and Chief Branding Officer, Carlson Hotels; Laura Blanchard, Director, Corporate Communications and Public Relations, Carlson; Beathe-Jeanette Lunde, Executive Vice President, Human Resources, Carlson Hotels, The Americas Contributors | Pam Brandon, Julie Burnham, Dieter Braun, Mark Caskie, Virginia Citrano, Carl DeTorres, Darrell Eager, Daymon Gardner, Lara Kastner, Judy Kenninger, Judy Kirkwood, Dave Lauridsen, Maria Lenhart, Mariela Lombard, Matt Mullen, Andy Potts, Liz Roch, James Schnepf, Jennifer Chappell Smith Design, Custom Content and Production |

| pacecommunications.com

Suggestions and Advertising | Please contact Molly Biwer, Vice President, Corporate Communications and Public Relations, and Editor-in-Chief; Hotline The Americas, hotlinetheamericas@carlson.com, +1 (763) 212-2901 | Hotline The Americas serves as Carlson Hotels’ magazine for The Americas. Hotline The Americas is distributed to Carlson Hotels employees, Carlson’s board of directors, hotel owners and developers, and general managers, strategic partners, key clients and other stakeholders. Production and the Environment | Hotline The Americas is printed with a Matte UV coating. UV (ultra-violet) coatings do not emit volatile organic compounds into the atmosphere. They are compatible with standard de-inking processes for recycling of paper. © 2010 Carlson Hotels. All rights reserved. Hotline The Americas by Carlson Hotels. 701 Carlson Parkway, Minnetonka, Minnesota. Copyright Notice | None of the information provided in this publication may be used, reproduced or transmitted, in any form or by any means, electronic or mechanical, including recording or the use of any information storage and retrieval system, without prior written permission from Carlson Hotels. Disclaimer | The information contained in Hotline The Americas is not a franchise sales offering. Part of the information presented in Hotline The Americas reflects data and information provided to Carlson Hotels by hotels operating under the Carlson Hotels’ brands, which may be independently owned and operated. While Carlson Hotels makes every effort to provide accurate and complete information, various data may change prior to this publication. Carlson Hotels provides no warranty, expressed or implied, as to the accuracy, reliability or completeness of furnished data. For the most up-to-date information on Carlson Hotels and its hotel brands, please visit www.carlson.com.

H otl in e th e a m e r i cas 5

H o t l i n e T h e A m e r i c a s | Q310

Exec Interview B u i ld i n g b r a n d e q u i ty

building a truly global organization aligned with our key priorities and based on a culture of performance. Q | What role does The Americas division play in Ambition 2015? A | Ambition 2015 is a global strategy,

“Ambition 2015 is a global strategy, with a North American focus.” with a North American focus. The center-

A Winningg Strategy gy

Ambition 2015 will create quality, growth, results. | By Judy Kenninger

Ambition 2015 Our Ambition

#1 Hotel Company to Work For

Segment Leading Brands

#1 Hotel Company to Invest With

H o tlin e th e ame ricas

n early March, Carlson HotelsSM

announced Ambition 2015, an aggressive strategy that includes making its brands leaders in their segments, becoming the #1 hospitality company to work for and becoming the #1 hospitality company to invest with. Leading the Americas is Thorsten Kirschke, executive vice president and chief operating officer of Carlson Hotels, The Americas. Here, Kirschke shares how the company plans to get the job done.

Hotline The Americas | What are the goals and priorities of Ambition 2015? Kirschke | On a macro-level, the strategy has

five main global themes. For one, we want to establish clear, compelling positioning for each brand, supported by meaningful product and service innovations. Second, we want to make these brand promises a reality through investments, operational excellence and our people. A third theme is to accelerate hotel development, relying on clear geographic and business model priorities. Fourth, we want to win the revenue battle through superior marketing, sales and distribution. The fifth strategic theme involves

piece is naturally Radisson®, which forms the backbone of our brand portfolio. It’s a very strong brand globally, but it has lost a bit of its focus in the Americas. Much of our newer inventory is outside the United States, but we are on the way to developing a globally consistent, first-class brand, including in our home territory. We need to bring Radisson back into equilibrium. In order to exceed financial performance goals and create sustainable, long-term value, we’ll be re-investing up to USD 1.5 billion in our properties, systems and people—this is in the United States alone! Besides the substantial investments in hotel assets, you’re going to see a huge boost to our customer relationship management programs, especially goldpoints plusSM, our Web presence and through our key partners such as Carlson Wagonlit Travel. These resources, both national and international, demonstrate our commitment, and we’ll be covering this in much greater detail in future issues of Hotline The Americas. Q | How will you drive the positioning of the Radisson brand in North America? A | We will continue to encourage franchise

growth, but the brand positioning will be driven through managing the Radisson flagship properties in key cities. Brand development and control clearly starts with setting and leading by example. There is a lot to be done. We need to shift our emphasis much more to management of hotels and would like to double the share over the next five years.

Photography by Darrell Eager

Q | The announcement Thorsten Kirschke, of Ambition 2015 came EVP and COO, Carlson Hotels, The Americas at this year’s Global Kirschke is leading the Business Conference charge to achieve the goals in Orlando in March. of Ambition 2015 for Carlson Tell us about the Hotels, The Americas. success of that event. A | We had a lot of positive buzz leading

up to the Global Business Conference, and that resulted in record attendance this year. More than 1,300 people came to Orlando to hear presentations on Ambition 2015, as well as key initiatives for elevating each brand. The enthusiastic collaboration from our leaders, partners and contributors created a high energy level that was felt throughout the conference. Now we’re working on keeping the momentum of that energy for next year’s conference and beyond. Next year’s event is scheduled for February 13–16 at the Gaylord National Hotel & Convention Center near Washington, D.C. Q | Given the current economy, is this the right time to pursue such ambitious goals? A | The economic climate is improving, and

most likely we’ll see a more solid rebound in the 12 to 18 months to come. We are at the bottom of the cycle, and already occupancy rates are stabilizing in many destinations. What we’re doing is preparing our brands for the upswing; we’ll be able to increase rates for the improved services and products we deliver. And the World of Radisson plays a key role with a holistic view around all customer touch points and a focus on travel empathy. [Read more about the World of Radisson, page 15.] Q | What changes should employees expect? A | Employees will see a refreshment of

all training and development initiatives along with a growing number of personal career opportunities. We are revamping

Fact | Carlson HotelsSM plans to have more than 1,500 hotels in operation by 2015.

Ambition 2015 Five Main Themes

Growing a global, vibrant hotel business

1 2 3 4 5

Establish clear, compelling positioning for each brand

... s upported by meaningful product and service innovation

Operationalize the brand promises

... through investments, operational excellence and people

Accelerate development

... w ith clear geographic and business model priorities

Win the revenue battle

... t hrough superior marketing, sales and distribution

Build a global team and organization

... aligned with key priorities and based on a culture of performance

our service-training modules to speak directly to what our employees do, servicing the guests. We want to differentiate a job from a profession. I had a job when I was a student in college, but I want people to look on their work with us as their profession. Employees will also see new product developments that speak to the heart of our industry: Service! They can expect to be asked for input. We want employees to give us feedback about guest experiences and possible new products and services. Q | As a central component of the strategy, what should the Radisson Yes I Can!SM service philosophy mean to employees? A | That they are trusted in every aspect

of executing their professional responsibilities, not just when things go rightÂ; our employees should feel empowered to act. When things go wrong, guests can see the difference between a commodity and 8

H o tlin e th e ame ricas

true service culture. Yes I Can! is such a positive attitude on life in general, and it truly embraces all we are and want to be at Radisson. Weâ&#x20AC;&#x2122;ll have similar programs for the other brands, too. Q | What other changes are on the way at Radisson? A | Because quality management is key to

improving the profile of the Radisson brand in North America, we have engaged LRA Worldwide Inc., a leading provider of guest experience measurement and consulting services, to visit properties and test hotel operations against our operating standards and our newly launched service concepts. This is a very critical cornerstone of our strategy, and it complements our already existing Medallia customer feedback with an independent source of information. Q | Ambition 2015 specifically mentions the Country Inns & Suites By CarlsonSM and Park InnÂŽ brands, which target mid-market travelers. Why this market?

Hotline The Americas | Q310

Executive Interview Ambition 2015 Top Priorities, The Americas A | The mid-market segment has shown more resilience to economic volatility, and most travelers worldwide are found here. With Park Inn, we’re meeting a growing demand for brand conversions. Today, the investment community and developers are looking not just at strong returns but also for new and exciting ways of getting there. Park Inn provides such an alternative at a reasonable and very competitive investment. Further, with its unconventional feel, expression of color and surprising elements that cater to the very essentials of travel and convenience, we believe strongly that Park Inn can become a very important alternative for the X and Y travel generations. Q | Park Inn was rated #1 in 2009 for guest satisfaction in Europe by J.D. Power and Associates. To what do you attribute its success? A | The essentials of getting the customer

experience right is an important element. This is a “no-frills” brand priced right at the sweet spot; it gives a great value for the money and even adds a little excitement and fun. My take is that with its vibrant character and unconventional service delivery, Park Inn has strong niche potential. Its great strength is scalability. A Park Inn is not limited to a specific size; it can have from 100 to 1,000 rooms, with or without a three-meal restaurant, depending on circumstances and market dynamics. Q | What is the story behind Radisson BluSM? A | The Radisson Blu concept started in

Europe with The Rezidor Hotel Group (of which Carlson is the majority shareholder). Radisson is one of the fastest growing hotel brands in the world, and Radisson Blu hotels are found in destination cities across Asia Pacific, Europe, the Middle East and Africa. We’re differentiating slightly within the Radisson brand, and the Blu name indi-

cates a distinctively higher scale than the average hotel in our system today. As we embark on a tiered strategy to evolve the Radisson brand and open more hotels, the premium version, Radisson Blu, is likely to be found in key cities across the United States, predetermined by the market and destination. Q | How does the first property in the Americas, Chicago’s Radisson Blu Aqua Hotel, fit into the vision? A | We are very fortunate that the property

so perfectly matches Radisson and its ambitions. The building has very strong architecture, which is important for a hotel of that caliber. Its location is one of the best in the city. We have now added another Radisson Blu property, the Radisson Blu Resort Marina & Spa, St. Martin. It’s the first Radisson Blu hotel in the Caribbean, and it clearly continues our strategy to offer upper-upscale experiences under the Radisson Blu banner in premier locations such as major cities and leisure destinations. The resort’s 18 acres of tropical paradise offers relaxing spa treatments, gourmet dining and even cooking classes with the executive chef. Q | How will you convince more developers to offer the Radisson brand? A | I will let them read many more editions

One

Exceed financial performance in revenue, EBITDA and cash flow in order to provide sustainable, long-term value creation for the Americas •

Two

Reposition Radisson® for growth and global alignment •

Three

Accelerate the growth of Country Inns & Suites By CarlsonSM and prepare the brand for next evolution •

Four

Introduce Park Inn® as a strategic mid-market player for the portfolio in the Americas •

Five

Align and engage the organization •

Six

Strengthen PR and media management to improve market image and awareness

of our Hotline The Americas! Seriously, I believe that everyone wants to be a part of something that’s exciting and has a winning formula. The Radisson formula has been tested in so many parts of the world and proved successful that we are merely looking at an introduction to the North American market. This is a completely new offering to developers, and I know that our development team has already had very good feedback. H ot l in e the a m e r i ca s 9

Hotline The Americas | Q310

Executive Interview Ambition 2015 Investment in USD Millions for Radisson Strategy in the United States 2010–2015 The Radisson strategy will be supported by significant investments by Carlson and partners.

Up to USD 700 Million

Q | What is the role of Hotline The Americas? A | The biggest role is in employee engage-

ment. One way to get where you want to go is by sharing your goals. Our success depends on keeping the people involved updated on our plans and progress. This is where Hotline The Americas fits in. It also adds a little bit of fun and excitement; maybe people will find themselves in it and share it with family and friends. We want our people to be proud and confident in the brands they work for and Carlson Hotels overall. Q | Is there anything else you’d like to add? A | On a personal note, I offer a thank you

to everyone for how I have been received

here, especially our leadership team in the Americas, Genevieve Beck, Molly Biwer, Steve Hedberg, Bob Kleinschmidt, Fredrik Korallus, Beathe-Jeanette Lunde, Steve Mogck, Raj Rana, Suzy Riesterer, Heather Toth and Tom Trout. They, as well as everyone else in Minneapolis, have taken a step back and have not only been willing to understand differences but to make a difference together. And on behalf of the entire team, I offer our wholehearted thanks to our board of directors for their confidence and trust and the support they have given to help implement our strategy. Let’s do it! ■

Flagships in Key U.S. Cities •

USD 50 Million

Carlson-Owned Hotels

Up to USD 600 Million Franchise Hotels •

USD 70 Million

Key Money for Management Contracts •

USD 40 Million

Marketing and Sales Support •

USD 10 Million+ Technology Investments •

1–1.5 Billion

Total Investment

H o tlin e th e americas

First 100 Days y Ambition 2015 begins with impressive accomplishments. The development of the flagship Radisson Blu Aqua Hotel marks an early significant milestone on the roadmap laid out by Ambition 2015. The Chicago-based hotel, however, stands as only one on a long list of achievements just 100 days after Carlson HotelsSM revealed its five-year growth strategy. Other 100-day accomplishments include ...

North America ■ In North America, more than USD 350 million is committed to be invested in the Radisson® brand. ■ Country Inns & Suites By CarlsonSM achieved the 500-hotel mark. ■ Roll out of new Standard Operating Procedures (SOP) and quality assurance programs. ■ Lead growth of 40 percent. ■ Property improvement plans in all Radisson hotels with more than 50 percent commitment. Global ■ The Radisson BluSM brand went global with hotels announced in the Americas, Asia and the Caribbean. ■ CarlsonSM became the majority shareholder in The Rezidor Hotel Group. ■ Radisson became Europe’s largest upper-upscale brand with 170 hotels in operation. ■ Radisson became the fastest-growing upscale brand in Asia Pacific with a pipeline of 43 properties. ■ B y end of year, Carlson Hotels will have opened five new global sales offices—in New York, Brussels, Delhi, Shanghai and Tokyo. ■ O verall, the company opened 40 hotels and signed 37 contracts so far this year, aiming for a 2010 goal of opening 90 hotels and signing more than 100 contracts; these totals put it well on the road to achieving the goal of at least 1,500 hotels in operation by 2015.

H o t l i n e T h e A m e r i c a s | Q310

On Brand f o r C a r l so n h o tels SM | B y M att M u llen

Gordon McKinnon, EVP and chief branding officer, Carlson Hotels McKinnon is responsible for defining and operationalizing the brands of Carlson Hotels.

Brand New Plan Making Carlson’s hotel brands relevant for the guests of today.

oday, most hotel brands have a big problem: Having lagged behind the speed of social change over the past 20 years, they’ve become irrelevant to modern consumers, says Gordon McKinnon, executive vice president and chief branding officer, Carlson Hotels. “They’ve become a commodity rather than an experience.” The business models of the vast majority of hotels allow for, at best, regular refurbishments every seven

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or eight years; however, over the past two decades, the industry was unwilling to re-invest when times were good and couldn’t re-invest when times were bad, McKinnon says. “Consider how much all of our lives have changed in that time, and at the same time, how many hotels haven’t changed—in fact, from a service point of view, you could argue that they have gone in reverse,” he adds. “We’re working hard to develop hotels that understand the needs and expectations of the modern traveler, brands that accept change as a constant, not only in regard to technology and design, but taking into account general trends and guest expectations, too.” As part of its Ambition 2015 global growth strategy, Carlson HotelsSM wants to be known for the quality of its segment-leading brands around the world. To achieve this, says McKinnon, the company’s hotels will need to understand and meet the expectations of more demanding consumers across its segments and at all of the touch points that collectively create the guest’s brand experience. From the moment guests are first introduced to the brand, they are on a journey that builds a relationship with it—from discovery, to booking, to checkin, to room design, to the bar, food and restaurant experience, through check-out and beyond—until the relationship comes full circle and guests book again. The approach balances the need for consistency with individuality, with people and service at its core. “Guests see right through the superficial, so this is not about design for design’s sake, a box of marketing tricks that we pull off the top shelf,” McKinnon says. “This is about genuine hospitality, a genuine understanding of what’s important to guests, about true caring and service and attention to detail. Then we can add layers like design on top of that once we have the basics in place. “For too long, the hotel industry has been content to just slap a logo above the door as a form of brand identity,” he adds. “We’re poles apart from the way that hotel branding has historically been done. It’s about relevance, personality, authenticity and a desire to do the right thing at every touch point. And that’s what we all need to understand and strive for.” ■

Ph ot o g ra p hy c ou rt e s y o f Ca rl s o n H o te l s

Photography by Darrell Eager

This page: Signature elements of Naturally Cool include a large, handmade paper art piece and a silver-leafed headboard with integrated outlets and task lighting.

Function & Fashion

New Radisson® room styles blend contemporary design, pragmatism.

n a move aimed at enhancing the guest room experience, Carlson HotelsSM recently introduced five innovative room concepts to the Americas. These concepts set the stage for what consumers will see in the future from Radisson hotels. The new room styles come as part of a global alignment of the Radisson brand—a key objective of Ambition 2015. “Extracting the absolute best the brand has to offer from around the world, and delivering it in a consistent fashion—whether in Philadelphia, Phuket or Frankfurt—is an enormous opportunity,” says Gordon McKinnon, executive vice president and chief

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Phpot p hy e srly soofnCa on Ph o to g ra hyo gcra o ur te s cy ou ofrtCa H rl o tsel s H o te l s

branding officer, Carlson Hotels. “These new rooms draw inspiration from Radisson BluSM hotel rooms in Europe, emphasizing functionality, comfort and sophisticated features that distinguish them from their competitive set.” To help achieve the brand’s alignment, the company has developed an iconic “brand journey” model known as the World of Radisson. The model considers the guest journey at every touch point, from discovery through check-out and beyond, and positions services and concepts to address the expectations of guests at all points along the way. “The World of Radisson is very much in line with the brand’s core ‘travel empathy’ strategy, a guestcentric approach which reduces the hassles associated with modern travel,” says McKinnon. A fundamental component of the model is the room product. Within this key touch point, the new room designs will provide a tremendous advantage for Radisson-branded hotels, says Tom Trout, vice president, architecture and planning, Carlson Hotels. “Design speaks to all of us; it changes our moods, our outlooks and our minds.” The new room designs include: NY Mansion House I Designed for urban and sophisticated suburban environments, NY Mansion House features rich timber finishes, chrome accents and turquoise highlights. Contemporary headboards and lighting are offset by traditionalstyle chairs and side tables; unique details include eclectic nightstands with hammered-metal scalloped faces. Urban I The versatile Urban room combines design classics, modern lines, solid splashes of color and subtle tones to create a youthful and approachable look. Urban’s focus on the functional gives it a seriousness that will keep it from slipping into a trendy, short lifetime. And Relax I Featuring light ceramics, warm woods and rich colors, fabrics and textures, the

Clockwise from top left: NY Mansion House speaks to sophisticated tastes; youthful, approachable Urban; And Relax features a vibrant magenta-colored wall; light, bright Ocean.

Hotline The Americas | Q310

On Brand

The World of Radisson | Radisson is on a journey to redefine ®

its brand by emphasizing key, globally consistent services, amenities and business processes at all guest touch points. Collectively, these qualities form “The World of Radisson,” an easy-to-grasp narrative that captures the brand experience and aims to reduce the challenges of modern travel. World of Radisson encompasses a holistic view of the brand’s identity: brand development, including room styles, restaurants and design guides; brand execution, including service concepts, standard operating procedures, people development and responsible business programs; and brand promotion, including sales, marketing, business development and online initiatives. In the Americas, World of Radisson will enhance brand clarity and consistency and help drive growth and customer loyalty. Specific guest-facing innovations include new room, restaurant and service concepts, such as: Business Class I All Radisson hotels will have a standardized business-class room program by midsummer; 3-Hour Express Laundry I This service guarantees laundry called in to the front desk between 8 a.m. and 8 p.m. will be washed, pressed and returned within three hours; Grab & Run I All hotels now provide a complimentary light breakfast to early departees with the Grab & Run breakfast program. ■

And Relax room is the most feminine of the new designs. Its light color scheme—contrasted with a vibrant magenta-colored accent wall and white tile floors—makes it well suited to resorts and warmer climates. Naturally Cool I The most contemporary and sleek of the designs, the Naturally Cool room is versatile enough to be found in almost any setting. The signature element is the bed head wall with its striking large-scale handmade paper piece of art, the silver-leafed headboard, with all of the necessary functions such as outlets and task lighting fully integrated, and naturally hewn timber nightstands on either side. Ocean I The Ocean room features a light, bright, modern design with a distinct Scandinavian feel. Its fresh, contemporary scheme fits well across a variety of geographies and features pop art components and vibrant colors. Ocean is simple but elegant, affordable but stylish. Hotels can position each of the five designs as upscale or upper-upscale depending on the inclusion of certain features. The room styles are being rolled out in Carlson-owned Radisson properties and offered as part of the ongoing North American brand-wide product-improvement plan (PIP) process. “We don’t necessarily expect to see these rooms in every Radisson in the future,” says McKinnon. “We strongly believe in them, however, and that’s why we’ll be putting them in all of our own properties. We expect that they will set a design language, a standard of finish and attention to detail, and they will also set a brand—a consumer expectation of what a Radisson room should deliver.” They also shorten the design process, take an element of risk out of that process and work squarely within fixed budgets, adds McKinnon. “We hope this, combined with the stunning designs, will persuade many Radisson owners and franchisees that the room styles are indeed the only way to go.” ■ H ot l i n e TH E A M ER I CAS 15

“Guests love it. You can see quite a lift in the [satisfaction] scores. They seem to almost improve overnight.” —Jim Grimshaw, senior director, brand program development and standards, Country Inns & Suites and Park Inn

Face Lift

Country Inns & Suites By CarlsonSM appeals with modern comfort.

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Phpot p hy e srly soofnCa on Ph o to g ra hyo gcra o ur te s cy ou ofrtCa H rl o tsel s H o te l s

he ambitious Country Inns & Suites renovation plan is well under way, and praise for the new look is pouring in from owners and guests. Nearly all of the brand’s hotels are working on or have completed renovations—by 2011, Country Inns & Suites owners will have invested approximately USD 300 million in product improvements. “We’ve been around for more than 20 years,” says Michelle Masters, regional vice president, franchise operations, Country Inns & Suites and Park Inn. “With an aging product, we couldn’t provide the service levels we wanted to.” Guest satisfaction scores for renovated properties have risen significantly, notes Jim Grimshaw, senior director, brand program development and standards, Country Inns & Suites and Park Inn. “Guests love it,” he says. “You can see quite a lift in the scores. They seem to almost improve overnight.” Updated room-design guidelines were key to the renovations, which blend more residential and traditional elements for a comfortable, enduring look. The designs aim for multigenerational appeal while maintaining a comfortable, residential environment. The renovation program allows owners to stay relevant with updates on an ongoing basis. The transitional designs use more earth tones with sprinkles of bolder colors throughout, and they allow owners flexibility in color palettes and styles with four different color schemes, says Grimshaw. “For example, they may want to do a blue look if their location is in a coastal market.” Specific upgrades include thin-panel televisions, improved lighting and new casegoods. The legacy bedspreads and coverlets gave way to duvets with a down insert to provide color and a more upscale look. And in a move that’s sure to further delight guests, the upgrades come at the same time as an upgraded breakfast program with a variety of new breakfast items. ■

Clockwise from top left: Room designs combine class, comfort; renovations come alongside a new breakfast program; new rooms appeal to many generations; public spaces convey a residential feel.

Hotline The Americas | Q310

On Brand

H ot l i n e TH E A M ERI CAS 17

Photography by Daymon Gardner

Employee y Profile

Fact | Country Inns & Suites plans to open 250 new hotels by 2015.

H o tl i n e T h e A m e r i c a s | Q310

The kind, caring spirit of “Mr. Alfred” delights morning visitors to the breakfast bar in the Country Inn & Suites By Carlson, Pineville, La.

Alfred Dorseyy | Pineville, La.

Country Inns & Suites employee makes a difference one waffle at a time. | By Judy Kirkwood

ow many attendants have a “Wall of Fame” with plaques and pictures from guests they have served? Alfred Dorsey has two walls adorned with memorabilia from friends he has made in the breakfast room. Sweet and solicitous, “Mr. Alfred”—as colleagues and guests at Country Inn & Suites By Carlson, Pineville, La., call him—is a natural candidate for anyone’s choice of “Mr. Congeniality.” It is no surprise to those who have met him that he is the recently named Country Inns & Suites By CarlsonSM Employee of the Year. Mr. Alfred epitomizes the Friends Hosting FriendsSM motto of the Country Inns & Suites brand. General Manager Diane D’Amico says, “Many guests choose our hotel just to experience Mr. Alfred.” Couched in his Southern charm is a proficiency at providing expert service. In an age of electronic tracking of guest preferences, Mr. Alfred simply remembers things about people: names of their family members, their occupations, recent illnesses, what they like to eat in the morning. Guests who have become Mr. Alfred’s friends include U.S. Marshals and members of the FBI, as well as fashion models. He takes such good care of the Army National Guard guests who come to Camp Beauregard for weekend drills that they have designated him an honorary first sergeant, “because that is who looks after the troops.” He treats everyone the same, whether child, young adult or senior citizen. When a group of girls was staying at the hotel for their “World Series” of baseball, Mr. Alfred found out which girls hit homers the night before and sent breakfast to their rooms the next morning. Mr. Alfred even makes friends with those who are, well, not too friendly. “They may be in a bad mood when they come into the breakfast room, but by the time they leave, they are talking nice to me,” he says. A happy man, Mr. Alfred is sort of irresistible. He has “a kind soul and compassionate spirit,” says D’Amico. Plus, common sense tells him “if you treat them well, they will come back.” When he’s not at work, Mr. Alfred reads the paper, watches sports, plays chess, visits family and attends the Nazarene Baptist Church in Alexandria, La. But when he is at work, Mr. Alfred feels at home. He is empowered to assist housekeeping, answer the phone when the front desk is busy and bake cookies for meetings, and he even weeds the flower beds. Mr. Alfred’s enthusiasm for life spotlights everyone with whom he comes into contact. Maybe he brags a little too much about the accomplishments of his friends. But what are friends for, after all? Since Mr. Alfred insists on treating all people as VIPs, he receives no argument. ■

C arlso n H o t els | H otli n e T H E A M E RI C AS

The new breakfast at Country Inns & Suites By CarlsonSM offers delicious choices for guests, and cost and operational efficiencies for hotel owners.

By Maria Lenhart | Photography by Lara Kastner

Zone

Breakfast

ountry Inns & Suites is stepping up to the plate with its new Be Our Guest Breakfast Program, introducing outof-the-breakfast-box enhancements designed to keep each property ahead of the competition. “We are very excited about the launch of our Be Our Guest Breakfast Program,” says Steve Mogck, executive vice president and chief operating officer, Country Inns & Suites. “Complimentary breakfast is a key driver of guest satisfaction in our market segment. To ensure we remain competitive and continue to grow the brand’s guest satisfaction, we have enhanced our menu variety, increased our healthier options and developed an outstanding service design so guests have the highest quality experience.” Scheduled to roll out to all Country Inns & Suites through September 1, the new program presents guests with an inviting breakfast environment adorned with new signage and well-organized stations presenting hot dishes, bakery treats and other selections. Along with a convenient new format, guests will find a much wider assortment of hot and fresh breakfast dishes, including some delightful surprises bound to exceed expectations. Eggs Benedict—not usually offered by midscale hotels—is among the new choices. Guests can also enjoy burritos and omelets customized to their tastes. 2 0 H o t lin e t he a me ricas

Guests will be delighted to find waffles fresh from customized waffle irons imprinted with the Country Inns & Suites rose logo. For those on the run, a new grab-and-go bar enables guests to pick up a hot beverage along with fruit and granola bars before heading out the door. Concurrent with the breakfast enhancement is a new coffee program, which was scheduled to arrive in all hotels by July 1, featuring its own new signature brand, Highridge Country Reserve. This freshly roasted and brewed coffee will be offered both at breakfast and in the lobby 24 hours a day. Variety is Key | While breakfast staples such as fruit and cereal are available each day, hot dishes are offered on a rotational basis. Hotels will present at least four different hot dishes during the week, ensuring that guests have plenty of variety to choose from during their stay. All Country Inns & Suites will receive eight different breakfast menus from which to select dishes. Recognizing that tastes vary by region, hotels can customize their offerings according to what best serves their markets. For instance, hotels in the Southwest might choose to offer green chilies and salsa. Along with boosting guest satisfaction, the new breakfast program is also designed to be cost-effective. With Sysco as the programâ&#x20AC;&#x2122;s designated supplier, improved volume pricing on food products is among the beneficial bottom-line results. â&#x2013; H otl in e th e a m ericas

alking into a Park Inn® hotel, customers immediately recognize a difference: the splashes of color, the contemporary design, the engaging service. Park Inn isn’t just another cookie-cutter, mid-scale hotel. ■ “We are growing a brand that resonates with our guests. We want to surprise and delight them with the right combination of style, quality and service,” says Steve Mogck, executive vice president and chief operating officer for Park Inn in the Americas. ■ Park Inn is contemporary, unpretentious, vibrant and fun. It’s a bit more spirited than its competitors are willing to be. ■ More spirited at Park Inn means a unique design concept that brings a touch of upscale to the mid-scale market and adds character to each hotel’s service. ■ Brand standards including the Park Inn Essentials—a collection of branding and service elements from a signature bedding package to keycard wallets to the bathroom products—bring consistency and style to the guest experience. ■ The hotel design is the starting point for a brand that began aggressive growth in Europe more than six years ago—and today numbers 96 in Europe, the Middle East and Africa, and 13 in the Americas. ■ The design concept is unique for a primarily conversion hotel brand and a major factor in its success. Even with its distinct character, the concept is so simple that designers in different markets can work off the original DNA and adapt and localize the design, using appropriate splashes of color for different regions. ■ The Service Component | While the design is the

the

E S S E N T I A L S

first thing that strikes guests, Park Inn employees cement loyalty. The hotel’s particular brand of service is intended to make guests feel well cared for, all with an easy sense of fun. ■ Guests can be themselves at Park Inn hotels, and employees work hard to provide unpretentious, but competent service. ■ “It should be very easy to use our brand. That’s what we want to instill in our employees. We want them to be authentic and natural—all while they deliver the brand culture,” says Jim Grimshaw, senior director, brand program development. ■ To ensure that all employees understand how to convey that combination of personal and brand authenticity, Park Inn is launching a new brand culture and service program, Adding Color to LifeSM. (See related article, p. 43.) The program will take employees through the key components of the brand’s identity, helping them translate those elements into their service delivery. ■ Adding Color to Life is part of the Park Inn growth strategy. According to Mogck, over the next several years, the brand will focus on expanding in the Americas. ■ “Coming out of the recession, a number of hotels want to rebrand and reposition themselves. Park Inn has a great story to tell,” he says. ■ The process has already started. Park Inn recently opened three hotels, complete with full branding, in Dallas, Houston and Louisville. ■ “Park Inn is something very different in the mid-scale market,” Mogck says. “We see nothing but opportunity as we bring the Park Inn brand to the Americas.” ■ By Liz Roch

2 2 H o tline T H E A ME RICAS

P ho t o gr ap h y co u rt e sy o f C a rl s o n H ot e l s

A L L

H otline the americas

Blu By Pam Brandon

As the Carlson Hotels flagship of the future, Chicagoâ&#x20AC;&#x2122;s Radisson Blu Aqua Hotel marks a key step toward making the goals of Ambition 2015 a reality.

Foreground, second building from right: The new Radisson Blu Aqua Hotel offers the best of downtown Chicago. Located in the trendy Lakeshore East neighborhood in the iconic Aqua building, the hotel overlooks Lakeshore East Park and is close to Michigan Avenueâ&#x20AC;&#x2122;s great shopping.

The Strategy Behind Blu

or the U.S. debut of the Radisson® upper-upscale hotel concept Blu, Carlson HotelsSM knew it needed high visibility and a big splash. And what a splash it will be. “We landed on an architectural gem in one of the most vibrant cities in the United States,” says Thorsten Kirschke, executive vice president and chief operating officer of Carlson Hotels, The Americas. “A landmark building in Chicago is the perfect fit for the transition of one of Europe’s leading hotel brands.” The Radisson Blu Aqua Hotel is scheduled to open in the Windy City’s mosttalked-about skyscraper, Aqua, in the fall of 2011, and Kirschke has high expectations for the project and what it represents for the future of the company. “This flagship hotel will create positive energy that resonates across the entire brand,” he says, “helping to position Radisson in North America as a powerful, globally consistent, first-class hotel.”

H o tl in e T H E A MERICAS

The Radisson BluSM concept originated in Europe, and the brand is now a guest favorite across Europe, the Middle East and Africa. Looking ahead to the next five years, Carlson Hotels will continue expanding the iconic brand into key U.S. cities—part of a focus on repositioning the Radisson brand within the company’s bold five-year growth strategy, Ambition 2015. Kirschke says leveraging the power of the Blu concept in the United States is essential to the strategy in the future. “Radisson Blu Aqua Hotel is the foundation of Blu as the upper-upscale peak of the Radisson brand in North America, which tells a story about a very solid plan, with a full commitment to execute.” As the figurative cornerstone of the brand’s introduction to the United States, Carlson Hotels is aiming to make a dramatic mark on Chicago with the Radisson Blu Aqua Hotel. The company has committed USD 125 million to the development of the hotel, the single largest investment in one asset since Ambition 2015 was announced. “Carlson is reinvesting in its brands, and Radisson is one of the areas where a significant amount of capital will go,” says Bob Kleinschmidt, executive vice president and chief development officer, Carlson Hotels, The Americas. “Carlson, partners and franchisees have pledged to spend up to USD 1.5 billion in the next five years upgrading design, architecture and management to make it a stronger, more vibrant brand.” Blu’s U.S. Debut

With that kind of ambition, what better place to begin than a landmark high-rise that already is part of one of the hottest areas of Chicago. Aqua stands in the heart of the trendy neighborhood Lakeshore East, where the Chicago River meets Lake Michigan, in the Loop financial district with easy access to Michigan Avenue’s famous shopping.

Ph o t og ra p h y (c l o c kw is e f ro m l o w e r l ef t ) b y D a ve L au r i ds e n , D ar re l l Ea g e r, Da v e L a ur i ds e n; ( pa g e s 24– 25) Sk o r bur g & A s s o c i a te s /c o ur te s y o f M a g e l l a n De v e l o p me n t Gro u p L L C

Clockwise from bottom left: The curvy exterior of Aqua; Bob Kleinschmidt, EVP and chief development officer; internationally recognized architect Jeanne Gang, the designer of Aqua.

Designed by Chicagoan Jeanne Gang of Studio Gang Architects, the mixed-use building opened for first occupancy in 2008. Aqua is the first building in the city to blend hotel space with condominiums and rental apartments, and the 81-story glass-sheathed tower has garnered worldwide praise from the architectural community for its undulating facade. Aqua makes a distinctive addition to Chicago’s skyline, with a unique wave-like appearance that makes it look more like a piece of sculpture than a high-rise. The Radisson Blu entrance is on North Columbus Drive, with parking underground and separate elevator banks for the hotel, apartments and condominiums. Carlson purchased 18 floors of the building with Magellan Development Group LLC as a partner in a 50-50 joint venture, with a 40-year management agreement for Carlson. Floors 19 to 52 of the building are home to 474 apartments, and floors 53 through 81 are condominiums. Radisson Blu Aqua Hotel will have 334 guest rooms and suites on floors 4 through 18. An Urban Paradise

The hotel’s chic design befits its fashionable location. Guest check-in is on the first floor, where the reception lobby will share space with a stylish bar and restaurant that stretches up to a mezzanine level with balconies to create an inviting social space. Striking guest room interiors by Swedish hospitality designer Christian Lundwall will feature views from floor-to-ceiling windows and balconies. Since the mid-1980s, Lundwall’s company, Lundwall Architects, has been designing hotel rooms all across Europe, the Middle East and Africa. For the first Radisson Blu in the United States, Lundwall’s company has joined forces with another Scandinavian company, Sifab, to create the joint corporation LLDP Inc. to craft furnishings in the United States. Lundwall is designing rooms and suites in two styles he calls “Mansion”

Q&A with Architect Jeanne Gang

nternationally acclaimed architect Jeanne Gang, who heads the Chicagobased Studio Gang Architects design firm, created the award-winning Aqua’s dramatic, wave-inspired architecture. We asked her about designing the undulating facade of one of the Windy City’s most distinctive skyscrapers—and the tallest building in the world designed by a woman.

Q | Aqua has made quite a splash—what was your inspiration for this beautiful new tower? A | We wanted to make a building that responded specifically to its site, and that worked with the environment—not against it. Q | Aqua is your first skyscraper. What are the most visually exciting details? A | The structure includes cantilevered floor slabs that extend up to 12 feet. Each floor slab is a slightly different shape, giving the tower an ever-changing contour. Q | The curves dissipate the wind so that all floors can have balconies. Tell us about this feat in the Windy City. A | Wind picks up speed when it hits the flat surfaces of a tower. With Aqua, the varying floor plates confuse the wind, which makes the outdoor space less windy and more comfortable. Q | With Radisson Blu on floors 4 through 18, what’s special that sets it apart from other hotels? A | When staying in hotels, it’s nice to get fresh air. At Aqua, visitors can step outside, become a part of the city and overlook an 80,000-square-foot landscape that is designed to be viewed from above. Q | How do you describe Aqua? A | Aqua is one of the few towers that allow people to perch on its terraces and inhabit the building’s façade and the city at the same time. It works like a vertical landscape, a topographic tower. ■ H otlin e TH E A M ERI CAS

La Dolce Vita This page, clockwise from top: The Radisson Blu Aqua will have its own dedicated bank of elevators; massive LED screens will make it easy to brand events in the hotelâ&#x20AC;&#x2122;s ballroom; the public spaces of the hotel will create a lively, social atmosphere.

Detail in Design This page, clockwise from top left: Public spaces will be easy to navigate, creating a friendly, accessible feel; the Mansionstyled rooms are both glamorous and retro; Naturally Cool rooms will feature light colors and beechwood furniture.

A Perfect Match

As David Carlins and Bob Kleinschmidt tell the story, the hotel deal between Carlson and Magellan Development Group LLC seemed foreordained. Carlins, president of Magellan, and Kleinschmidt, executive vice president and chief development officer for Carlson Hotels, The Americas, agree that timing was ideal. “There was a lot of energy and a positive, ethical approach that created a good, strong partnership,” says Kleinschmidt. Carlins echoes this optimism, saying the hotel’s design will complement the building and area. And Carlins loves the wordplay between a building named Aqua and a hotel concept named Blu. “Aqua, Blu—it’s destiny,” he says.

and “Naturally Cool.” Mansion is glamorous and retro, with warm rosewood furniture, bright blues and silver touches. Naturally Cool features light color palettes, beechwood furniture and lots of glass. “Fresh, happy colors with a Scandinavian twist,” says Lundwall, “much inspired by the early Radisson Blu hotels in Europe.” From plush beds to LCD TVs, all of the touches took more than a year of planning. Art and other finishing touches are still in development. Inviting Public Spaces

The Radisson Blu Aqua Hotel also will feature 27,000 square feet of meeting space and a 12,500-square-foot ballroom with 20-foot-high ceilings and views of the onsite park. Interior designer Jim Hamilton calls the first-floor ballroom “a brilliant space” and the hotel’s greatest asset. On the walls leading into the ballroom, massive LED screens will make it easy for clients 30

H o tl in e T H E A MERICAS

to brand events, screen videos, advertise sponsors or create an environment of light and sound. Because the ballroom connects to the lobby, the space encourages mingling. The room’s floor-to-ceiling windows will create a great view of the park and Lake Michigan. Amenities include an 8,000square-foot fitness center with cardiovascular and strength training equipment on the second floor. The second floor also has a basketball court, theater room, game room, group exercise room, spa treatment room, sauna, steam shower and locker rooms. On the third floor, there’s an indoor lap pool and whirlpool spa, and the space opens onto an 80,000-square-foot recreational deck and green space with a 25-yard lap pool, wading pool, hot tub, sundeck, fire pits, barbecue pit, cabanas, yoga/exercise area, one-fifth mile jogging track, gardens and walking paths. The third-floor landscaped amenity deck and green roof is the second-largest space of its kind in the city. Design work is wrapping up, with construction beginning in fall 2010. Radisson Blu hotels in Europe have unique features, such as the largest indoor aquarium of any hotel worldwide at the Radisson Blu Hotel, Berlin. The design team still is working on the defining feature for the Radisson Blu Aqua Hotel.

Clockwise from bottom left: Aqua’s recreational deck from above; David Carlins, president of Magellan Development Group LLC; interior designer Jim Hamilton.

Ph o t og ra p h y (c l o c kw is e f ro m l o w e r l ef t ) b y D a ve L au r i ds e n , D av e La ur i ds e n, ©Re nz o M a z z o l i ni ; ( pa g e s 28– 29) c o ur te s y o f C a r l s o n H o te l s

Going Forward

It’s important to get the design details right, as introducing the Blu hotels to the United States is an early step in a major strategic shift of the worldwide business model of the Radisson brand. As part of the company’s Ambition 2015 strategy, Radisson will become a bifurcated brand, tiered across the upper-upscale and upscale segments. Radisson Blu will be applied to the upper-upscale segment and Radisson will be applied to the upscale segment. Both will share the same core attributes that make up the brand’s essence— vibrant, contemporary and engaging—and many of the same service concepts. The differentiation will primarily be driven by location and market, says Gordon McKinnon, executive vice president and chief branding officer for Carlson Hotels. “Radisson Blu will be found in prime locations; it represents a more design-conscious approach,” he says. “This is a ‘string of pearls’ strategy that establishes flagships in major cities to build the strength of the overall brand.” Along with achieving critical mass of Radisson Blu hotels in North America, Carlson Hotels will integrate the current portfolio in Europe, the Middle East and Africa and re-brand upper-upscale Radisson hotels in South America as Radisson Blu. The company will also develop new Radisson Blu hotels in Asia Pacific; the region’s first was recently announced. Expanding the brand’s global presence is already off to a strong start in North America. In addition to developing the Radisson Blu Aqua Hotel, Carlson Hotels has re-branded one of its high-end Caribbean resorts as the Radisson Blu Resort Marina & Spa, St. Martin. And these two are just the first of many more distinctive hotels to come. “Strong brands have strong flagships,” says Kirschke. “And so will we—in the Americas and all around the world.” ■

A Sense of Place

ith Scottish warmth and sensibility, interior designer Jim Hamilton wants the public spaces in the Radisson Blu Aqua Hotel to reflect the spirit of Chicago. “It’s such a vibrant city with an amazing culture and history, and I’ve always loved the fantastic blend of old brick buildings and modern skyscrapers,” says Hamilton. “Aqua is a modern, iconic building, and we want the interior spaces of Blu to complement the architecture.” Hotels often lack a sense of place, but Hamilton is determined that guests will remember their stay. “Globalization has become homogeneous; so many things look and feel the same,” he says. “We want to take guests on a sensorial journey in everything they touch, taste, see, hear and smell, to help make their stay exciting and not just another nondescript overnight at a room factory that could be in any city in the world.” His overarching plan is “socially interactive orientation,” making it easy for guests to navigate through spaces and for the building to feel friendly and accessible. There are two entrances, one for the hotel lobby and one for the ballroom. Original plans called for the restaurant and bar on the second floor, but Hamilton moved them to the first floor, bringing the hub of activity to street level, with the stylish restaurant directly above the bar with small balconies that interact with the street level. “Blu will be really cool, really social,” he says. Lighting also will play a major role in creating an interior that can be enjoyed by guests, and Hamilton says the color palette will be partly inspired by the colors and sophistication of Chicago. “Blu is a very contemporary, modern brand,” says Hamilton, “not design for design’s sake, but spaces, materials and objects that are carefully designed and chosen to appeal to a wide variety of guests—design that appeals on lots of levels.” ■ H otlin e TH E A M ERI CAS

GivingBack g

Fact | CarlsonSM is a co-founder of the World Childhood Foundation.

H o tl i ne T h e A me ri c as | Q310

Building Strong Communities New Responsible Business program empowers hotel teams. | By Virginia Citrano

ot everyone can change the world simply by going to work. But a new training program at Carlson HotelsSM aims to make it easy for employees to do just that by promoting social, ethical and environmental responsibility in the hospitality industry. “Hotels contribute to the economic development of communities around the world, and we have a responsibility to the people and environment of these places,” says Beathe-Jeanette Lunde, executive vice president, Human Resources, and director of the Responsible Business program. “Our responsibility is to see to it that these communities are enhanced, socially and economically, by our presence.” What is a responsible business? Carlson Hotels defines it as a business that holds itself account-

able not only for the health, safety and security of its employees, but also for the creation of a diverse, inclusive workforce. A responsible business is one that shows leadership on social and ethical issues—within a hotel and in the community at large. It also is a business that reduces its consumption of the Earth’s scarce water and energy resources and limits its production of waste. That’s a big undertaking, but Carlson Hotels’ Responsible Business program breaks it down into manageable steps that will radiate from employee to employee like so many spokes of a wheel. It will start with the instruction of master trainers, who will then teach one trainer from each Radisson® hotel by this fall. The hotel trainer will be responsible for presenting the program to all of that property’s staff, from management to hourly employees.

Ph ot o g ra p hy c ou rt e s y o f Ca rl s o n H o te l s

Illustration by Andy Potts

Sharing Values | The trainers will lead two distinct programs. “Leading Responsible Business” is a 1½-hour program to help managers understand their role in this forward-thinking strategy and learn how to foster involvement of employees and other stakeholders. “Living Responsible Business” is a 2½-hour program for employees that covers the basics of social, ethical and environmental responsibility, and how employees can achieve them. These programs will begin rolling out this summer, starting with the master trainers in July and followed by six “train the trainer” sessions for Radisson hotels this fall. Once instructed in the program, which will come with an array of multimedia training materials, the hotel trainers will run a “Living” and a “Leading” seminar within 30 days. The goal is to have all Carlson corporate

and Radisson employees trained in Responsible Business by the end of 2010. The program will be rolled out to Country Inns & Suites By CarlsonSM and Park Inn® hotels beginning in 2011. Training this many thousands of people would be a challenge for any business. But at Carlson Hotels, the independent approach that governs so much of its overall business strategy will be an asset in the rapid rollout of Responsible Business. Each trainer will be able to put together the team and the action plan most appropriate to his or her hotel. “Every hotel faces different situations,” says Lunde, “and their team members will be the best judge of how to solve them. We at Carlson Hotels look forward to working with the hotels to create a model of responsibility in the hospitality industry.” ■

“We look forward to working with the hotels to create a model of responsibility in the hospitality industry.” —Beathe-Jeanette Lunde, EVP, Human Resources, and director of the Responsible Business program H otlin e TH E A M ERI CAS 33

Photography by James Schnepf

Owner Profile

Fact | Carlson HotelsSM opened 92 new properties in 2009.

H otl i n e T h e Ame r i c a s | Q310

Dean Grosskopf combines a close eye on the bottom line with a fondness for people to create a successful business philosophy.

Dean Grosskopf p | Madison,Wis. Country Inns & Suites owner focuses on cost control, guests. | By Jennifer Chappell Smith

ou might call Dean Grosskopf a numbers guy. But this CPA says he’s a people person in the guise of a number cruncher. “Accounting, the whole business side, is a means to an end for me,” says the president of Professional Hospitality LLC. “I really enjoy people, so I gravitated toward the hospitality business. I enjoy shooting the breeze with our managers and guests.” Yet Grosskopf’s cost-conscious mindset helped his Madison, Wisconsin–based company become the third-highest revenue-producing franchisee for Country Inns & Suites By CarlsonSM in 2009. This year, he and his three partners at Professional Hospitality signed a Radisson® franchise in Menomonee Falls, Wisconsin, with Carlson Hotels. The new agreement underscores Grosskopf’s strong belief in the success of the Radisson brand. “That’s our latest claim to fame,” says Grosskopf, a 10-year Carlson veteran known for how well he and his partners represent the Country Inns & Suites brand. Along with this new property signing, Grosskopf’s company runs eight successful Country Inns & Suites, all with renovation plans in the works. First attracted to the Country Inns & Suites brand by its “underlying warmth and genuine feeling of hospitality,” Grosskopf says Carlson Hotels’ plans for design changes will help move the brand forward. “We thought the original design was timeless,” he says, “but now it’s out of style, and they’ve adapted.” New lobby decor, which still features high ceilings, fireplaces and wraparound stairways, continues to offer the feel of a gracious home’s entry. Updated room furnishings include a large desk with computer connections. Now Country Inns & Suites can draw a younger clientele and more business travelers, Grosskopf says, adding, “The brand maintains its charms, while catering to a more universal traveler.” Before starting his company in 1998, Grosskopf spent 20 years as controller and operations head for a budget hotel chain, where the Milwaukee native met his partners, Bill Krueger, Dave Gilbert and Ed Gallagher. “We’ve been able to keep costs low in order to wring every ounce of profit out of room rates. If you can’t make it work financially, you unfortunately start cutting service or quality.” That’s something they avoid above all. “We keep our costs low and reinvest in the brand as we can, with remodeling, renovations, upgrades,” Grosskopf explains. “Our investors need some kind of return, but if we can provide that and continue to grow and expand, that’s best.” He’ll continue to keep an eagle eye on the books. But he’ll stay focused on what he says is the most important aspect of running the franchise: “It’s the guests that come first.” ■

C arlso n H o t els | H ot li n e TH E A M E RI C AS

H o t l i n e T h e A m e r i c a s | Q310

Hotline News Plus wh at â&#x20AC;&#x2122;s h a p p e n i n g i n t h e w o r ld o f c ar lso n h o tels S M | b y j u li e b u r n h am

In Good Company

Global clients attend exclusive reception. Carlson HotelsSM hosted a select group of current and potential clients in New York City recently. See the full story, Firm Relationships, on page 37. Clockwise from top left: Hubert Joly, president, CEO and director, Carlson; Karen Kulpik, Citi, and Bonnie Troped, Putnam Investments; Thorsten Kirschke, EVP and COO, Carlson Hotels, The Americas; Brad Penrith, senior director, National Sales, Carlson Hotels, and Beryl Gibbs-Roux, Parsons Brinckerhoff; Philip Pena, Citi, and Declan Lott, VP, Sales, Carlson Hotels; Nancy Miller, Schering Plough, and Joe Lipman, Summit Management; Maria Groe, Travel Impressions, Anne Gutsick, Lâ&#x20AC;&#x2122;Oreal, and Shirley Scott, JTB; Simon Bradley, Visit Britain, and Dan Beschloss, Valerie Wilson Travel.

Ph o to g ra ph y by M ar ie l a Lo m ba rd

3 6 H otline T H E A ME RICAS

Fact | Radisson® was named after French explorer Pierre-Esprit Radisson.

40TH birthday

Nuevo en México

Ph ot o g ra p hy (t o p t o b o t t om ) b y M a ri e la L om b ar d , c o u rt es y o f C ar l so n H o te l s

makeover In celebration of its 40th anniversary this summer, the Radisson Hotel Duluth Harborview just got a brand-new look. The centerpiece of its recent renovation is the revolving restaurant on the top floor of the cylindrical building. Formerly known as the Top of the Harbor, the new J.J. Astor pays homage to the area’s shipping industry. “If a shipping magnate from the Great Lakes had a restaurant, this would be it,” says Paul Leisner, general manager of the hotel. Before the restaurant’s namesake, John Jacob Astor, became famous for his real estate dealings in New York, he was a fur trader in the Duluth region and had one of the first commercial ships on Lake Superior. The street-level bar and main lobby were also updated. ■

Above, from left: Thorsten Kirschke, EVP, COO, Carlson Hotels, The Americas; Kristin Neglia, sales manager, Carlson Hotels; Kaaren Hamilton, VP, Global Sales, North America, Carlson Hotels; Fredrik Korallus, EVP, Global Revenue Generation, Carlson Hotels. Below: Radisson Hotel Flamingos, Mexico City

Firm Relationships

Carlson HotelsSM Global Sales hosts first-ever event for select clients. On May 19, Carlson Hotels Global Sales hosted a select group of high-value, high-potential global customers for a reception, dinner and presentation at the trendsetting Per Se

restaurant, one of Thomas Keller’s signature restaurants and one of New York City’s top culinary destinations. Hubert Joly, president, chief executive officer and director, Carlson; Thorsten Kirschke, executive vice president and chief operating officer, Carlson Hotels, The Americas; Fredrik Korallus, executive vice president, Global Revenue Generation, Carlson Hotels; and a team of senior CarlsonSM sales executives were on hand. They met with approximately 50 clients representing Fortune 500 corporations; top meeting, incentive, convention and exhibition buyers; and leading luxury travel agents. Clients heard a presentation from Joly on Ambition 2015 and an update on Carlson hotel brands, growth and key initiatives, including the announcement of the first Radisson BluSM in the Americas. “This type of event is indicative of how we need to present ourselves, connect with key stakeholders, thank them for their business and give them access to our leadership,” says Korallus. Events such as this will

The Radisson Hotel Flamingos in Mexico City has a sleek new look, thanks to a recently completed USD 3 million renovation. The dramatic two-story main lobby is the highlight of the makeover. Updates were also made to the lobby bar and the main restaurant, Passerina, where a new menu offers delicacies such as octopus alongside dishes like salmon, steak and lamb ribs. The renovation also includes the addition of two new meeting areas, which can accommodate up to 60 people total. The hotel now offers 13 lounges, with a capacity of 1,500 people for meetings and special events. All 252 rooms have been outfitted with 32-inch LCD flat-screen TVs with remote “jack pack” connections. The hotel is just minutes from the World Trade Center Mexico. ■

become a trademark for Carlson Hotels. ■ H otline TH E A M ERICAS

Fact | Carlson HotelsSM acquired the Park Plaza® and Park Inn® hotel brands in 2000.

THE HONOR ROLL CarlsonSM hotels and staff earn awards, kudos.

women in leadership roles that are changing how business is done domestically and abroad.” Estefan became president of Radisson Hotels Latin America in 2006, after serving four years as vice president. She holds a bachelor’s degree from Cornell University’s School of Hotel Administration and an MBA from the Goizueta Business School at Emory University. Estefan also serves on the board of directors for Royal Hotels International Inc., Hoteles Royal S.A., Immobiliaria Royal S.A. and Royal Santiago Hotel S.A. Radisson Hotels Latin America includes 20 properties in Central and South America. ■

Florida Favorite

The Latin Business Chronicle recently selected Denise Estefan (above), president of Radisson Hotels Latin America, for its annual list of Latin America’s Top 25 Businesswomen. The list includes Latin American natives as well as executives 3 8 H otline T H E A ME RICAS

outside the region who have made a significant impact on business in the area. “It is a great honor to be selected,” says Estefan. “Female executives have traditionally been a minority in the upper echelons of international companies. I am proud to belong to a growing group of

Executive Chef Franck Dieudonne of Radisson Plaza Santiago recently became the first hotel chef to earn the title of Chile’s Chef of the Year. Local food critics evaluated more than 20 chefs throughout 2009 and gave Dieudonne (above) the highest score for his work during the year. Dieudonne beat out chefs from hotels such as W, Sheraton, Marriott, Intercontinental, Hyatt and Ritz-Carlton, as well as chefs from renowned restaurants in Santiago, to win the top prize: a trip to Argentina. ■

Best Interests

Ethical Corporation magazine honored CarlsonSM and the Tourism ChildProtection Code of Conduct international organization at the Responsible Business Summit held in London in May. Carlson and The Code, a global, voluntary initiative developed by ECPAT (End Child Prostitution, Pornography and Trafficking), and supported by UNWTO and UNICEF, received the Best Collaboration award for their efforts to protect children from exploitation in travel and tourism. ■

Carlson Online Visit www.carlsonhotelsmedia.com to find press releases and other information about the latest happenings, including awards and openings at Carlson HotelsSM.

Ph o to g ra p h y (p a ge s 38 – 3 9 ) co u rt e s y o f Ca rl s o n H o te l s

Executive Status

According to a recent listing by U.S. News and World Report, Radisson Hotel Orlando–Lake Buena Vista is one of the best places to stay in Orlando. In the listing of 271 Orlando hotels, the Radisson Hotel Orlando–Lake Buena Vista was one of only four to receive the highest Guest Scorecard ranking of 4.6 out of 5. The list was based on reviews posted on several websites, including Expedia, Booking and Orbitz. ■

House Specialty

Hotline The Americas | Q310

Hotline News Plus Insider Scoop

Country Inn & Suites, Savannah Historic District

Family Fare

For the second year in a row, TripAdvisor users have chosen Country Inn & Suites By Carlson, Niagara Falls, Ontario, as a top family hotel. In the site’s annual Travelers’ Choice Awards, the hotel is listed as one of the Top 10 Family Hotels in Canada. Winners are selected based on millions of reviews from customers and content across the Web. ■

requirements. The SEC recognizes community members, businesses, organizations and government entities that work to protect the environment while fostering economic progress. ■

Each year, Expedia® compiles a list of the world’s top-rated hotels, based on more than a million reviews. The 2010 list of Expedia Insiders’ Select hotels includes 27 CarlsonSM properties in the Americas. ■ Country Inn & Suites By Carlson, Boise West, Idaho ■ Country Inn & Suites By Carlson, Brooklyn Center, Minneapolis–St. Paul, Minnesota ■ Country Inn & Suites By Carlson, Columbus East, Ohio ■ Country Inn & Suites By Carlson, New Orleans French Quarter ■ Country Inn & Suites By Carlson, Panama Canal ■ Country Inn & Suites By Carlson,

Raleigh–Durham Airport, North Carolina ■ Country Inn & Suites By Carlson, Savannah Historic District, Georgia ■ Radisson Aruba Resort, Casino & Spa ■ Radisson Decapolis Hotel Panama City, Panama ■ Radisson Fort McDowell Resort– Casino, Phoenix, Arizona ■ Radisson Hotel Colonia del Sacramento, Uruguay ■ Radisson Hotel Colorado Springs Airport, Colorado ■ Radisson Hotel Kingston Harbourfront, Ontario ■ Radisson Hotel Kitchener Waterloo, Ontario ■ Radisson Hotel Providence Airport, Rhode Island

■ Radisson Hotel Research Triangle Park, Raleigh/Durham, North Carolina ■ Radisson Hotel San Isidro, Lima, Peru ■ Radisson Hotel São Paulo Faria Lima, Brazil ■ Radisson Hotel & Suites London, Ontario ■ Radisson Plaza Santiago Hotel, Chile ■ Radisson Poco Diablo Resort, Sedona, Arizona ■ Radisson Poliforum Plaza Hotel Leon, Guanajuato, Mexico ■ Radisson Royal Bogota Hotel, Colombia ■ Radisson Royal Quito Hotel, Ecuador ■ Radisson St. Martin Resort, Marina & Spa ■ Radisson Suites Tucson, Arizona ■ Radisson Woodlands Hotel, Flagstaff, Arizona ■

Going Green

The Sacramento Environmental Commission (SEC) selected Radisson Hotel Sacramento to receive a Certificate of Appreciation for voluntarily exceeding environmental

Radisson Royal Bogota Hotel, Colombia H otline TH E A M ERICAS

Fact | The CarlsonSM logo, unveiled in 2006, symbolizes the company’s heart, heritage and future.

PHILLY

PHENOM

Above: Country Inn & Suites, College Station, Texas, makes its debut. Below: Radisson Plaza–Warwick Hotel Philadelphia unveils a new look. 4 0 H otline T H E A ME RICAS

Country Milestone

Country Inns & Suites By CarlsonSM reaches record level of growth. When Country Inn & Suites By Carlson, College Station, Texas, opened for business on March 22, the property already had secured a place in company history. Senior leaders announced at the Carlson HotelsSM Global Business Conference that the 64-room hotel would be the 500th Country Inn & Suites By Carlson to open since the brand’s 1987 debut. The hotel reflects recent upgrades to the brand, including an updated exterior and a sleek, new interior-design package featuring bright, bold color schemes for guest rooms and public areas. Similar improvements are part of a USD 300 million investment hotel owners across the brand have been making in recent years. But Country Inns & Suites isn’t stopping there. The brand plans to add another 250 hotels in key markets such as Canada, India, Mexico and the United States by 2015 as part of Ambition 2015. ■

Ph o t og r ap h y c o u rt e sy o f C a rl s on H ot e l s

The final phase of a five-year, USD 22 million renovation at the Radisson Plaza– Warwick Hotel Philadelphia was completed in March, and the property is already seeing a return on its investment. The most recent phase of work included upgrades to the hotel’s mezzanine-level pre-function area and meeting rooms, public restrooms and the Locust Street entrance. The mezzanine’s new look blends neoclassical elements into a 21st-century concept, successfully modernizing the space while preserving the hotel’s historic grandeur. It’s creating a buzz among brides-to-be. Joanne Cunningham, director of sales and marketing at the Radisson Plaza– Warwick Hotel, says the hotel booked more weddings in the first two months after the renovation was completed than in the last six months of 2009.

The newly updated meeting rooms have also been a hit with guests. “The conference clients love the new ergonomic chairs, clean-lined conference tables with built-in electrical sourcing and the in-room beverage centers,” Cunningham adds. The renovation project began five years ago with the conversion of eight floors of the hotel into luxury condominiums. Upgrades to the lobby, Grand Ballroom and guest rooms, and the addition of the Tavern 17 restaurant, followed in 2007. Some finishing touches will include refurbishment of the guest room corridors and new lighting in the lobby. Listed on the National Register of Historic Places, the Radisson Plaza– Warwick Hotel was built in 1926 and boasts 301 guest rooms. It’s located just off Philly’s world-renowned Rittenhouse Square. ■

Hotline The Americas | Q310

Hotline News Plus “We are ABSOLUTELY LOVING the hotel! The location is perfect, the staff is so welcoming and the rooms are sooo nice! We couldn’t have asked for a better place.” —Holly Pakfar, “Rachael Ray” producer’s office

Star Treatment Philadelphia Radisson® makes television debut.

Ph o t og ra p h y b y N i g e l P ar ry / CPi S y nd i c at i o n

hen Rachael Ray’s TV production crew needed a place to stay while in Philadelphia, they chose the recently renovated Radisson Plaza–Warwick Hotel in the prestigious Rittenhouse Square district. The crew came to town in March to film an episode of Ray’s daytime talk show at a local high school. The show’s coordinator saw pictures of the hotel online and spoke to Carlson’s public relations team, who worked with General Manager Jim Riker to secure rooms for the crew. And the hotel staff went above and beyond to make sure things went smoothly. “Our team … went out of their way to accommodate their requests for early check-in, late check-out, transportation and shipping and handling of all their equipment,” says Joanne Cunningham, director of sales and marketing for the hotel. The Carlson HotelsSM public relations team received this note from the producer’s office: “We are ABSOLUTELY LOVING the hotel! The location is perfect, the staff is so welcoming and the rooms are sooo nice! We couldn’t have asked for a better place. Everything is wonderful—and it hasn’t even been 24 hours!” The episode aired May 3 and featured a classroom kitchen makeover for a culinary arts teacher at Philly’s Frankford High School. It included a few exterior shots of the hotel, as well as an on-air credit at the end of the show. ■

Watch Online Go to www.rachaelrayshow.com/show/view/995/ to see clips from the May 3 show. H otline TH E A M ERICAS

Fact | Radisson® opened the first American-managed hotel in Moscow in 1991.

THE TRAINING ROOM Carlson HotelsSM employees sharpen skills.

Coaching Culture

Updated Radisson® service training builds on a proud tradition.

While the Yes I Can! SM service-training program has been a cornerstone of the Radisson brand for more than 20 years, the company recently announced it was taking the program to the next level with updates

that include full-day coaching classes for management. The goal of the new “Coaching for Yes I Can! Success” classes is to provide managers with the tools they need to empower employees and build upon the Yes I Can! culture in all Radisson hotels, says Beathe-Jeanette

Lunde, executive vice president, Human Resources, Carlson Hotels, The Americas. “The ultimate goal in the end, of course, is 100 percent guest satisfaction in all hotels,” she adds. Master trainers have been crisscrossing the globe to deliver regional certification courses

to hotel trainers, who will then return to their hotels and train other employees. The new program also updates an already successful staff-training program with refreshed materials. By June, the newly certified hotel trainers will be in place in all Radisson hotels, and they will educate

“I will no longer consider Yes I Can! as merely a training tool but as a differentiator between Radisson and our competition.” —comment from Yes I Can! post-training evaluations

all employees in the updated program by the end of the year. The hotel trainers will teach the program to new employees as they are hired into the organization. The new coaching program has prompted rave reviews. Here’s a typical comment from post-training evaluations: “I will no longer consider Yes I Can! as merely a training tool but as a differentiator between Radisson and our competition. Yes I Can! will most definitely become part of the culture at our Radisson. Everything I do will be with that in mind.” ■

4 2 H otline T H E A ME RICAS

Ph o t og r ap h y c o u rt e sy o f C a rl s on H ot e l s

Top, from left: Lots business planning course participants (left to right) Jim Riker, GM, Radisson Philadelphia; Steve Outwater, People Development; Thorsten Kirschke, EVP, COO, Carlson Hotels, The Americas; Bryan Conyers, GM, Radisson Baltimore; and Jodie Grannes, assistant GM, Country Inn & Suites–Mall of America.

Hotline The Americas | Q310

Hotline News Plus

The Same Language Business planning courses help align strategies for the Americas.

As part of the strategy to position Carlson HotelsSM as a leader in all segments, the company’s leadership worldwide will participate in a training program designed to promote decisionmaking and strategy alignment. Used successfully by many large organizations, Lots® businessplanning courses give leaders a structured process and common language for planning. The five-day training provides a holistic, high-level view of all steps of the businessplanning process. By the end of 2010, Carlson Hotels will have trained all leaders with budget and personnel responsibility in the Americas. “To meet the planned growth of our business and take advantage of

new opportunities, it’s critical that we’re aligned in our actions and resource allocations,” says Beathe-Jeanette Lunde, executive vice president, Human Resources, Carlson Hotels, The Americas. “To help us accomplish this, we have decided to invest in our talents by providing this opportunity to learn a new businessdriven process.” Lots takes its name from the Swedish word lots, the term for a pilot who guides ships in the harbor. ■

Coloring the Americas

Park Inn® employees get onboard with Adding Color to LifeSM. A team of corporate trainers hit the road

“The goal here is to help make the Adding Color to Life credo and the Park Inn values a reality for every guest.” —Craig Koehnen, director of people development, as he conducted trainings at Park Inn & Suites on Broadway, Vancouver, British Columbia, where many of the staff have worked together for more than 15 years.

earlier this year to roll out the new Park Inn Adding Color to Life service training program to employees across the Americas. The program uses half-day group workshops to teach employees how combining great service with the Park Inn Adding Color to Life credo and the hotels’ four basic values—friendly, fun, vibrant and uncomplicated—will result in memorable experiences for guests. The program also includes two-hour coaches’ workshops, which teach supervisors how to integrate the new program into dayto-day hotel operations. The program kicked

off in April with a successful pilot workshop in Toledo, Ohio, where a group of employees, department heads and corporate leaders learned service skills that demonstrated the Park Inn identity. Afterward, the same group participated in a pilot of the coaches’ training, which will eventually be facilitated to all supervisory staff as they are hired into the organization. In subsequent sessions in Sault Ste. Marie, Michigan, and Vancouver, British Columbia, employees learned skills that they were able to immediately apply. During workshops at the Park Inn Sault

Ste. Marie, employees clearly demonstrated they could put the brand’s values into practice, says Project and Program Administrator John Bailey. “They are very proud of the guest experience that they are providing every day to every guest.” At the Park Inn in Vancouver, the staff quickly embraced the program, says Craig Koehnen, director of people development. “The goal here is to help make the Adding Color to Life credo and the Park Inn values a reality for every guest.” The corporate trainers plan to train all employees by summer’s end. ■

Opposite page, bottom: Hubert Joly, president and CEO, Carlson, (center, back row) participated in one of the first updated Yes I Can! certification courses. This page, right: At a pilot workshop in Toledo, Ohio, employees, department heads and corporate leaders learned to demonstrate the Park Inn identity. H otline TH E A M ERICAS

Fact | U.S. President William Howard Taft was the guest of honor at the grand opening of the first Radisson® hotel in 1909 in Minneapolis.

Clockwise from top left: The resort’s main entrance; new in-room amenities; the infinity pool; a guest room with a cool, crisp, island-inspired decor.

Color Me Blu

he Radisson St. Martin Resort, Marina & Spa has become the first Radisson Blu hotel in the Caribbean, completing another step toward meeting the goals of the Ambition 2015 strategy of Carlson HotelsSM. The transition took place in June and incorporated new skills training, physical investments and in-room amenities. • The Carlson Hotels strategy to bring Radisson Blu into the Americas is part of its overarching initiative to position Radisson® as a powerful, globally consistent first-class brand. “As a flagship Radisson resort, the transition of the St. Martin property advances our tiered brand strategy and further establishes Radisson in the upper-upscale hotel segment,” says Thorsten Kirschke, executive vice president and chief operating officer, Carlson Hotels, The Americas. • Located in Anse Marcel on the French side of the island, Radisson Blu Resort Marina & Spa, St. Martin boasts 63 suites and 189 guestrooms. The hotel features a secluded beach, an infinity pool, a spa, a guest enrichment program and a 150-slip marina. ■ 4 4 H otline T H E A ME RICAS

Ph o t og r ap h y c ou rt e s y o f Ca rl s o n H o te l s

Radisson BluSM expands to the Caribbean.

Hotline The Americas | Q310

Hotline News Plus

“These trips are important because they foster camaraderie between the participants and allow them to share valuable sales tips.”

—Shelly Irrgang, VP of sales, Carlson Hotels, The Americas

On the Road Again g Have bus, will travel, says Carlson HotelsSM sales staff.

I l lu s t ra t io n by D i e t e r B ra u n ; p ho t o gr a ph y b y Tim Pe ar s on

oad warriors from 26 CarlsonSM hotels recently wrapped up the spring 2010 East Coast Carlson Hotels Convoy. The event, the second of four scheduled for this year, featured mini trade shows held over three days in Boston; New York City; and West Orange, New Jersey. Sales directors and other staff traveled by bus from venue to venue. Shelly Irrgang (below), vice president of sales, Carlson Hotels, The Americas, started the convoys with two road trips last year. They give sales staff a chance to tout the features and locations of their properties in front of more than 100 potential clients in just a couple of hours at each location—something that otherwise would take several weeks to accomplish. “These trips are important because they foster camaraderie between the participants and allow them to share valuable sales tips,” says Irrgang. The first convoy of this year traveled between Los Angeles and San Francisco. Two more are scheduled for the remainder of this year: July 21–22 in Chicago and Minneapolis, and October 12–13 in Washington, D.C. ■ H otline TH E A M ERICAS

Hotline The Americas | Q310

Hotline News Plus 1,000,000

Data

in revenues

800,000

driven Decisions Formed in October 2009, the Revenue Support Group (RSG) helps hotels use data to boost revenue performance. RSG services include assistance with rate structure analysis, advice on third-party– promotion participation and segmentation analysis. The team is also responsible for training on and support of the Stay Night Automated Pricing (SNAP) application. A specialist in the department works one-on-one with each hotel to ensure it maximizes the benefits of this cutting-edge price-optimization system. Look for more information on RSG and how hotels can benefit from the group’s services in the next edition of Hotline The Americas due out this October. ■

roping

900,000 700,000 600,000 500,000

440,489

400,000

Enrollment figures through May. Carlson

300,000

Hotels is well on the way to achieving its 2010 goal of 1 million new members.

200,000 100,000

Sign Me Up!

Employees encouraged to boost goldpoints plusSM enrollments. Carlson HotelsSM plans to double enrollment in its goldpoints plus rewards program by 2013. And to support the goal,

the company introduced an incentive that pays hotels for qualifying enrollments made at their location. Through December 2010, hotels earn a monthly credit on their invoices for every enrollment with a stay or future reservation attached. Plus, Carlson Hotels is doubling payments for enrollments made above each hotel’s monthly target, with the amount of credit based on the hotel’s goldpoints plus category. So far, the company is on pace to credit hotels with more than USD 2.5 million in 2010. Star Performer | Sarfraz Khan, duty manager at the Radisson Suite Hotel Toronto Airport, set an example for all to follow. He regularly enrolls more than 100 new members per month, but in April, he personally tallied 195 enrollments. ■

The Top Ten | 1 2 3

The Carlson HotelsSM Revenue Optimization Performance Enhancement Services (ROPES) team recently completed its quarterly meeting with subject matter experts to further expand its expertise. ROPES, a subscription service available to CarlsonSM hotels in the Americas, assigns a specialist to guide a hotel in developing and executing revenue strategy. This prescriptive program is driven by the specialists’ communication with hotel teams and a robust set of analytic tools to develop and validate recommendations. ROPES hotels consistently outperform non-ROPES hotels by 2 to 3 points in RevPAR index. Learn more about ROPES and how hotels are using the service in the October edition of Hotline The Americas. ■

Congratulations to Radisson Suite Hotel Toronto Airport: most qualified enrollments worldwide in April.

Radisson Suite Hotel Toronto Airport 839

Country Inn & Suites, Cape Canaveral, Florida 572

4 6 H otline T H E A ME RICAS

Radisson Hotel at Opryland 348

Radisson Hotel Valley Forge 330

Radisson Lexington Hotel New York 303

Radisson Decapolis Hotel Panama City 302

Radisson Hotel Martinique New York– Broadway 289

Country Inn & Suites, Bloomington– Normal Airport 276

Country Inn & Suites, McDonough, Georgia 271

Radisson Hotel & Suites Spartanburg, South Carolina 266

Photography by James Schnepf

—Roger Placzek, VP of sales and marketing, deBoer Transportation Inc.

Fact | Curtis Carlson launched the Gold Points® program in 1997.

“I understand that a lot goes on behind the scenes to give me a comfortable stay. If that happens, I’m coming back.”

Ramblin’ Man

Service smooths road for Gold Elite member. | By Matt Mullen

H o t l i n e T he Am e ri ca s | Q310

Guest Profile

s an executive for a logistics company, it’s no surprise that Roger Placzek spends a lot of time on the road. Placzek, vice president of sales and marketing for Wisconsin-based deBoer Transportation Inc., has spent the last 20 years traveling for business. He certainly knows his stuff when it comes to finding a good hotel, and he’s remained loyal to Carlson HotelsSM—with more than 145 lifetime stays at Radisson® and Country Inns & Suites By CarlsonSM. “They really treat me well,” he says. “Being in sales, I know that the customer is vital. Carlson understands that, too.” A long-time member of the goldpoints plusSM loyalty program, he’s earned a lot of Gold Points®, which he redeems for vacation stays. Frequent travelers such as Placzek expect these types of rewards from hotels, says Caroline Larson, director of loyalty marketing, Carlson Hotels, The Americas. “By providing benefits such as room upgrades, goldpoints plus creates a stickiness for our hotel brands, encouraging customers to return again and again,” she says. Carlson Hotels plans to double membership in coming years, and significant changes are in the works to further improve the value of the program, Larson says. “We just lowered the points required for a free night at over 300 hotels worldwide, and we expect to announce expanded global benefits this year.” Free stays make for a great benefit, but the Carlson Hotels service culture also keeps customers like Placzek loyal. “I remember the little things that go above and beyond: recommendations for a place to get a good haircut, accurate directions to a mall—those things go a long way,” he says. After a long day traveling, Placzek says he’s probably most appreciative of a hassle-free experience. “I understand that a lot goes on behind the scenes to give me a comfortable stay. If that happens, I’m coming back.” With his schedule, it looks like he will keep racking up the Gold Points. “There are only three states I haven’t visited. But I’m always glad to be going back home.” ■

Vistas

Hot line The Americas | Q310

Fact | Country Inns & Suites By CarlsonSM was founded in 1987. 48

Photography courtesy of Carlson Hotels

anama Panache | Country Inn & Suites By Carlson

SM is a perfect place to see the sights. The view from one of the balcony rooms at Country Inn & Suites, Panama Canal, offers a glimpse of one of the area’s most eye-catching attractions, the Bridge of the Americas. Completed in 1962, the bridge spans the Pacific entrance to the canal, connecting North and South America. At night, the scenic bridge comes to life with light, offering the perfect backdrop for poolside gatherings. Country Inn & Suites, Panama Canal, is just a half-mile from the bridge and minutes from Panama City’s bustling center. Owned by Unesa, a Panamanian company, and managed by Raul Hernandez, the hotel made the 2010 Expedia Insiders’ Select list, and users ranked it #7 out of 76 hotels on TripAdvisor’s list of the city’s top stays for business travelers. ■