Hotels 2013 12

THE MAGAZINE OF THE WORLDWIDE HOTEL INDUSTRY
DECEMBER 2013
REGIONAL OUTLOOKS FOR 2014

THE INTERVIEW:
OMNIS MIKE DEITEMEYER
WEDDING TABLETOP TRENDS
www.hotelsmag.com
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IN
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The company to be with and stay with
At Wyndham Hotel Group, were not content with being

the worlds largest* hotel company, we also want to be
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are looking to form lasting relationships, and then
provide the types of revenue-generating and
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We invite you to join us as we continue to grow our
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*Based on number of hotels.

Offering by prospectus only. Wyndham Hotel Group, LLC., 22 Sylvan Way, Parsippany, NJ. 07054, 973-753-6600. 2013 Wyndham Hotel Group, LLC. All rights reserved. All hotels are either franchised by the company, or owned and/or managed by
Wyndham Hotel Management, Inc. or one of its afliates.
DE C E M B E R 2 013 V O L . 47, N O.10
features
SPECIAL REPORT
2014 forecast p22

The good news? Both operators and
investors around the world should
fi nd abundant opportunities to grow
their brands and their profits in the
coming year. The challenge? The big
wins wont be the obvious plays, with
secondary and tertiary cities, midmarket development and rebranding
in the 3- and 4-star sectors 2014s
most likely success stories.
F&B
Tabletop p38
Thanks to the growth of websites
like Pinterest, the demand for
distinctive weddings is more intense
than ever, and couples are using
their wedding tables to tell personal
stories via details such as brightly
colored linens and centerpieces
inspired by the local area.
THE INTERVIEW
Mike Deitemeyer p42

The president of Omni Hotels & Resorts
since 2004 has overseen many of the
brands successes, from creating authentic,
experiential environments even in big-box
hotels to leveling the playing field via social
media and new distribution channels.
DE C E M B E R 2 013 V O L . 47, N O.10
about the cover
Upon its debut last December, Wyndham Istanbul Kalamis

Marina marked the introduction of the Wyndham Hotels
and Resorts brand to Turkey, and the hotels design aims to
emphasize the beauty of the surrounding area in addition
to elevating the overall brands prominence within the
country. Lead interior designer Eren Yorulmazer focused on
bringing the light of the nearby Sea of Marmara inside the
propertys 210 guestrooms as well as its public areas with
details such as extensive mirrors in the lobby. Read more in
Design starting on p32.
departments
5
Editors Diary
52 Supplyline
Fearless forecast
54 Products
10 Global Update
New leader at
Four Seasons
Playas new allinclusive brands
Working with Sina Weibo
Entertainment, TVs
and more
64 Lagniappe
Ana Henriques, general
manager, Phulay Bay, a
Ritz-Carlton Reserve
48 Technology
CRM
Correction
The October Global Update section should have said The Plazas F&B
renovations will begin in the fi rst quarter of 2014.
HOTELS regrets the error.
HOTELS December 2013 www.hotelsmag.com
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EDITORIAL
Jeff Weinstein, Editor In Chief

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

PUBLISHING
Dan Hogan, Vice President, Publisher

1.312.274.2221 dhogan@hotelsmag.com
INTERNATIONAL ADVISORY BOARD
Nakul Anand
Executive Director, ITC Ltd., Gurgaon, India
Stephen Bartolin
Chairman and CEO, The Broadmoor,
Colorado Springs, Colorado
Eric Danziger
President and CEO, Wyndham Hotel Group,
Parsippany, New Jersey
Geoffrey Gelardi
Managing Director, The Lanesborough, London
Kirk Kinsell
President, the Americas, IHG, Atlanta
Alex Kyriakidis
President and Managing Director, Middle East and Africa, Marriott
International, Dubai
Christopher Nassetta
President and CEO, Hilton Worldwide, McLean, Virginia
Monika Nerger
Chief Information Officer, Mandarin Oriental Hotel Group, Atlanta
Paul Sistare
President and CEO, Atlantica Hotels International, So Paulo
Susan Terry
Vice President Culinary Operations,
Hyatt Hotels North American Operations, Chicago
EDITORIAL AND PRODUCTION OFFICES, HOTELS
Marketing and Technology Group,
1415 N. Dayton Street
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FEARLESS FORECAST
his month HOTELS presents regional snapshots of what to expect

in 2014. Overall, the arrow is pointing upward for the global hotel
industry with talk of an end to negative growth in Europe; continued
strength in the Arabian Gulf despite the Arab Spring; strong results
in Asia Pacific with, perhaps, moving targets for development; everincreasing potential finally being realized in Latin America; and a very
strong year expected both on the performance and M&A fronts in
North America. At the same time, everyone is going to be closely watching
Blackstones pending IPOs for Hilton, La Quinta and Extended Stay and
wondering how a new U.S. Federal Reserve chief will manage monetary
policy in a fragile economy, which has obvious global repercussions.
From my office, where I love to

analyze the news of the day and try to
figure out what is truly trend-worthy
and what is simply the next passing
fad, allow me to gaze upon my tea
leaves to offer a few predictions to
consider for 2014:
Q
We havent seen nearly enough
new brands launched over the past
12 months (tongue planted firmly
in cheek), so expect to
see more in 2014. I like
the cheap-chic and ecosensitive segments and
expect more players who
dont have lower-end
brands to jump into the fray
in an attempt to replicate
the early successes of the
likes of CitizenM. I am
particularly intrigued by
the pending launch of Barry
Sternlichts 1 brand.
Q
More hotels will follow
the highly publicized move
made by the Hilton in
Midtown Manhattan and convert from
traditional room service delivery systems to combo grab-and-go, brown-bag
delivery, fast-casual sit-down concepts.
Q
On the tech front, social media
will continue to take bigger slices out
of budget pies as well as earn more
respect as a marketing approach with
measurable ROI.
Q
Experiential packages will grow
considerably with art, fashion and

culinary leading the way. To wit,
consider that the new Andaz from
Hyatt in Costa Rica has hired a
cultural insider and resort team
stylist to help curate and personalize
guest itineraries.
Q
More hotel CEOs will come from
the real estate and ownership side of
the hotel business, similar to the way
Four Seasons recently
named former Prudential
executive Allen Smith as its
new leader.
In fact, on p. 10 you can
read an excerpt from the
first interview Smith gave
since being named CEO.
After speaking with him
at length in mid-October, I
think Smith has much more
of an understanding about
the hotel business than just
Editor In Chief
how to structure a deal and
grow a global organization. We also found out that
behind the suit is a husband and father
of four, as well as an avid cook and
cyclist who wishes he had more time
for fly fishing. For even more, look for
Smith on the cover of the December
issue of HOTELS Investment Outlook.
As I wished Smith much success in
his new role, I too send to all of you
best wishes from HOTELS for a happy,
healthy and prosperous 2014.
www.hotelsmag.com December 2013 HOTELS
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COMPANY INDEX
COMPANY ..................................................................PAGE
Ace Hotel Shoreditch .....................................26
Louvre Hotels Group.......................................49
All Inclusive Collection ..................................39
Meli Hotels International............................26
Anantara Hotels, Resorts & Spas ...............28
Minor Hotel Group .................................... 25, 51
Andaz Liverpool Street ................................. 40
Mondrian London ............................................26
Artotel Amsterdam ........................................26
Myanmar Andaman Resort ..........................18
Ashford Hospitality Trust..............................24
Novotel Times Square....................................16
Cascade Investment.......................................10
Ocean House.....................................................16
Chesapeake Hospitality Management .....22
Ocean House Management ..........................16
Cisneros Real Estate ......................................24
Omni Hotels & Resorts ...................................42
Conrad Miami ...................................................39
Omni La Costa Resort and Spa.................... 44
Destination Hotels & Resorts ...............38, 50
Omni Nashville Hotel ..................................... 43
Epic Hotel ...........................................................41
Orient-Express Hotels,
Resorts and Trains ..........................................18
Impressive
variety
Fairmont Makkah.............................................28
Palacio del Inka ................................................24
Fairmont Raffles Hotels International ......18
Peninsula Hotels, The ....................................25
First Hospitality Group ............................ 22, 51
Phulay Bay, A Ritz-Carlton Reserve...........64
Four Seasons Hotels and Resorts ..............10
Playa Hotels & Resorts ..................................12
Four Seasons Resort Punta Mita ................41
Playa Resorts Management.........................12
Four Seasons Resort Rancho
Encantado Santa Fe........................................38
Prudential Real Estate Investors................10
Gecko Holdings Group ...................................18
Ritz-Carlton Hotel Co., The .....................14, 18
Halekulani ..........................................................38
Rotana Hotel Management Co. ...................28
Hilton Worldwide ............................................28
Scandic Hotels .................................................18
Hongkong & Shanghai Hotels, The.............18
Shanghai Jin Jiang International

Hotel Group Co. ................................................14
Hotel Estoril Eden ............................................64

Shangri-La Hotels and Resorts ............ 25, 50
Hotel Indigo .......................................................26
Sofitel Bangkok Sukhumvit ..........................39
HTL.......................................................................18
Hyatt Hotels Corp. .................................... 12, 24
Starwood Hotels &

Resorts Worldwide.........................................49
Hyatt Regency Bellevue ............................... 40
Steigenberger Hotel Group ..........................12
Hyatt Zilara........................................................12
Stowe Mountain Lodge .................................38
Hyatt Ziva...........................................................12
Swisstel Sydney............................................18
IHG ................................................................ 14, 28
Thayer Lodging Group....................................24
InterContinental Hotels & Resorts ............14
Triples Holdings ...............................................10
InterContinental San Francisco..................14
TRT Holdings.....................................................42
Invesco Real Estate ........................................26
Weekapaug Inn ................................................16
Kempinski Hotel Yixing ..................................25
Westin Riverfront Resort & Spa at

Beaver Creek Mountain, The .......................38
King Edward Hotel.......................................... 43

Wyndham Hotel Group...................................22
Kingdom Holding Co. ......................................10
Wyndham Hotels and Resorts .....................32
KSL Capital Partners ..................................... 43
Wyndham Istanbul Kalamis Marina ..........32
LAuberge Del Mar.......................................... 40
Leading Trade Fair for

Innovative Gastronomy
Yotel .....................................................................19
01 to 05 February 2014 Messe Stuttgart
www.intergastra.de
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12
PUTTING SINA WEIBO TO WORK

14
INTERCONTINENTAL
RESTAURANTS CERTIFIED GREEN
14
OCEAN HOUSE
GOES OLD SCHOOL
16
ON THE WEB
19
10
hen Allen Smith was named as the

next president and CEO of Four
Seasons Hotels and Resorts, it seemed
to come as a bit of a surprise to the
industry, as he was not the marquee name
many expected. However, for the private
companys long-term shareholders
Kingdom Holding Co., Cascade Investment
and Triples Holdings Smith had all the
right answers during the search process, and
he is now charged with growing the 92-hotel
brand while maintaining the integrity of its
performance standards.
The 56-year-old former CEO of Prudential
Real Estate Investors led that companys
global expansion, which today consists of 23
offices worldwide and US$53 billion in real
estate assets under management, including
many hotels. A little-known fact, Smith says,
is that he interned in 1985 at a Four Seasons
hotel in Chicago while attending the Cornell
hotel school.
HOTELS won the fi rst interview with
Smith in October, after he had spent no
more than a month on the job, to talk about

his broad plans as well as his point of view
about how to take Four Seasons into its
next era.
HOTELS: What was the interview process with
Four Seasons like?
Allen Smith: As I engaged with the

shareholders, it was clear they were looking
for someone who could think like an
investor, someone who had experience
managing and growing a business globally
and someone who could fit culturally with
this very unique company.
H: Beyond immersion, what is your top job walking
in the door?
AS: When you think about the competitive advantage of the business, namely its
culture and people, clearly one of my priorities is to protect that, to nurture it and
strengthen it. When you talk about how to
manage the global expansion of the company, what underpins that is the integrity
of the culture and strength of the people we
have. Certainly that is number one.
GLOBAL UPDATE
Extending from that is the need for

us to always be focused on delivering
exceptional value to hotel guests and
property owners. In my mind, if we are
in a position to do that, we will be
in a position to generate long-term
sustainable growth. I say sustainable growth because I think of that
as growth more within our control
because we will have met the needs of
these important constituencies, and
they will want to do more business
with us. Clearly there is a mandate for
growth, but within that context.
H: What does this change at the top signal to
the industry?
AS: There is a very keen awareness

among the shareholders of that which
makes Four Seasons strong and a very
genuine commitment that those attributes are protected and grown. There
is a clear desire for a purposeful and
thoughtful approach to growth that
isnt driven by any absolute numbers.
There is no thought that we have to
double our unit count in a fi xed period.
We want growth in keeping with the
quality of the brand and that continues
to strengthen its market position.
WE HAVE TO BE PREPARED TO
CHALLENGE
OURSELVES
WHERE APPROPRIATE
TO BE
FLEXIBLE
IN WAYS
WE CAN BE ABOUT
COMPROMISING
WHATSTANDS
THEFOR.BRAND
ALLEN SMITH
H: Some industry experts have said it is hard

for Four Seasons owners to make money.
How would you respond?
AS: We have to be always mindful

of the fact that ultimately our owners
are in this to make a rate of return. We
have to be prepared to challenge ourselves where appropriate to be flexible
in ways we can be without compromising what the brand stands for. We have
examples of where we have worked
very constructively with owners to find
solutions both capital and operating
that have addressed their needs. But
there is more that we can do. I think
there is a degree to which we can introduce more of an asset-management
mentality to some of what we do, but
that is in the context of this being one

of the leading luxury hotel companies
in the world, and we will continue to
focus on being that.
H: Four Seasons has 60 deals under development. Based on market conditions, how do
you get more of those deals to the finish line?
AS: A lot has to do with human

resources and having people on the
ground engaged in doing these deals,
and then having the capability to run
these properties. We are blessed with
a deep bench of talent and have a lot
of Four Seasons-ready GMs. That is
very important. The organic growth
that we will generate there are some
limitations on how fast we drive that.
Now I am talking about the literal real
estate development cycle. There will be
opportunities to evaluate conversions
to Four Seasons where there is physical
product we can bring up to standard.
There are a variety of tactics.
H: Will Four Seasons likely consider a
brand extension?
AS: I dont think right now it is a key

focus as we dont lack for opportunities with what is our core strength.
Having said that, any company needs
to be prepared to be innovative and
open-minded and stay very close to the
markets and its customers, and how it
can continue to serve them in different
ways. There has been nothing ruled out
in that regard, nor has there been
anything ruled in.
H: Is the endgame an IPO for Four Seasons?
AS: There has been no discussion

with me about that, and it is not in and
of itself an objective I have been told I
need to achieve. Any time a company
is private there is always speculation
about when it will go public, but it is
not part of what I am focused on. The
endgame for me is to focus on continuing to strengthen the brand and grow
the company.
11
GLOBAL UPDATE
Hyatt Ziva Rose

Hall, Jamaica,
is set to open in
2014 with Playa
owning and
operating.
PLAYAS CARIBBEAN PLAY

Playa Hotels & Resorts, Fairfax,
Virginia, is entering uncharted waters
in the Caribbean and Mexico with its
nascent all-inclusive brands, the adultsonly Hyatt Zilara and family-focused
Hyatt Ziva. With Hyatt Hotels Corp.s
US$325 million investment, Playa plans
to convert six of its 13 owned hotels
to these brands and manage them.
Meanwhile, Playa wants to expand in
Cancun, Riviera Maya, Los Cabos and
Puerto Vallerta in Mexico as well as the
Dominican Republic, Jamaica, Aruba,
Costa Rica, the Bahamas and Panama.
Playa has an exclusive franchise
deal with Hyatt for five years in five
Caribbean countries, including Mexico,
through 2018. It will consider other
opportunities, but plans to focus on
growing the two new Hyatt brands.
Our plan with Hyatt is to grow with
the significant amount they have
invested in us as the growth vehicle for
the Ziva and Zilara brands, says Bruce
Wardinski, Playa chairman and CEO,

adding the company will likely both own
and manage the hotels under its new
Playa Resorts Management company.
We want to expand rapidly because
we think all major brands are going to
enter all-inclusive. It is one of the only
segments that the majors like Marriott
or Starwood are not already players in.
Wardinski says Playas portfolio
runs 80% to 90% occupancies, although its Dominican properties have
seen a slight rate decrease while the
U.S. and Western European customer
base is diversifying to include more visitors from Asia Pacific, currently about
4% of the total, and Eastern Europe.
Wardinski adds his companys Zivaand Zilara-branded hotels will differentiate themselves with food and
beverage offerings, which Hyatts consumer research shows has the least
positive feedback from guests in regards to the all-inclusive experience.
PLAYA HAS AN EXCLUSIVE FRANCHISE DEAL WITH HYATT

FOR FIVE YEARS IN FIVE CARIBBEAN COUNTRIES,
INCLUDING MEXICO, THROUGH 2018.
12
ECCENTRIC
RECRUITING
Steigenberger Hotel Group is launching

an employer-branding program with a
series of eccentric guest imitation
images and provocative statements to
strengthen property-level team engagement and improve recruitment efforts.
Internal studies and surveys revealed
employees appreciate opportunities to
act autonomously in their efforts to
provide exemplary service, and that
subsequently formed the core of the
new employer-branding approach.
Guests and their unusual requests are
the focus of the new campaign, which
also encompasses new online and offline
job ads, website banners, newsletters,
flyers, brochures, giveaways, presentations, intranet articles, a new trade fair
presence and new HR marketing
material such as tray liners in cafeterias.
There will be a second campaign
phase in 2014, in which the groups employees can submit their own unusual
guest experiences in a special competition. The best stories will win prizes
and be included in the next campaign.
Roberto Rojas, head of group human resources for Steigenberger, says
the cost of the project is estimated at
100,000 (US$136,000). Although its
too early to name any return on investment figures, we expect, of course, a lot
more qualified and skilled applicants,
Rojas says. This is expected to counteract Steigenbergers outdated employer
image and additionally create an attention-grabbing presence that will especially address a younger target group.
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GLOBAL UPDATE
Luce at the InterContinental San

Francisco recycles or composts 80% of
its waste and consumes less than one
gallon of water a minute.
CERTIFIED
GREEN
Imagine a restaurant that recycles or

composts 80% of its waste and consumes
less than one gallon of water a minute. It
might seem too good to be true, but this is
exactly what San Franciscos Luce
restaurant has accomplished.
SIGNING ON TO
SINA WEIBO
14
Luce at the InterContinental San

Francisco is part of the IHG Green
Engage sustainability program, and in
September, InterContinental Hotels
& Resorts announced all of its IHG
corporate-managed restaurants in
the United States and Canada had
gained certification from the Green
Restaurant Association.
Twenty-six restaurants implemented
1,180 steps in the areas of energy, waste,
food, packaging, chemicals and building
materials. Luce, for example, decreased its
energy bill 15%, says Stephanie Coutouly,
InterContinental San Franciscos director
of food and beverage.
Now that we have the infrastructure in

place, the plan for the future is to find more
ways to save energy, Coutouly says. We
can find better products and more ecofriendly ways to save.
We know that theres value from the
certification in terms of helping us save
money around energy and waste in the restaurant, adds Maury Zimring, IHG director
of corporate responsibility. We see this as
a key element of our overall environmental
sustainability strategy.
Overall, IHGs Green Engage program
has reduced hotels energy costs 25% and
garnered US$22 million in savings across
the global estate.
With alternative forms of social

media banned on the Chinese mainland, hotels are relying on Sina Weibo
to engage consumers, although a
measurable ROI remains unclear.
The microblogging site,
described as a combination
of Twitter and Facebook, was
launched in 2009 and has 56 million
active daily users. The sites content is regulated under the Chinese
governments censorship laws.
So far hotel companies mainly
use the site to increase brand
recognition and post updates
on company news and
activities. Western hotel companies
say Sina Weibo represents a new way
to engage Chinese consumers with
their brand identity. The Ritz-Carlton
Hotel Co. launched a Sina Weibo page
in September and has 1,200 fans.
Ritz-Carlton works with an outside

marketing agency to develop posts, and
says its goal is to generate an ongoing
conversation with consumers about its
brand identity.
In China were introducing the brand,
what we stand for as a company and
teaching consumers about luxury, says
Allison Sitch, vice president of global
public relations for The Ritz-Carlton
Hotel Co. The way we engage with them
is as educators.
Chinese hotel companies use Sina
Weibo to engage the domestically driven
tourism market, says Bernold Schroeder,
CEO of Shanghai Jin Jiang International
Hotel Group Co. Jin Jiang has posted
12,500 messages to its Sina Weibo site,
has 35,000 active fans and primarily uses
the site as a way to highlight hotel
openings, sales promotions and recent
company awards.
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GLOBAL UPDATE
Ocean House in Watch Hill,

Rhode Island, has become
one of the few year-round
New England resorts
with a big culinary focus
and a high-season ADR at
US$1,550 a night.
OLD SCHOOL
IN RHODE ISLAND
Daniel Hostettler, president and managing director of Ocean House
Management (OHM) in Westerly, Rhode Island, is in the enviable
position of having an owner who loves to give back to the community and spares little expense in developing his collection of iconic
inns. In return, Hostettler can deliver genteel, old-school charm
with some modern management techniques.
OHM manages two hotels for owner Charles Royce, founder of
the Royce Funds in New York City. The Ocean House opened twoplus years ago on the ocean in Watch Hill, Rhode Island, and the
Weekapaug Inn just completed its first high season just 8 miles (13
km) down the road. OHM is in the midst of launching the Cottage
Collection of residential rentals, which include privileges at the
resorts, as well as a nearby farm to provide true farm-to-table F&B
experiences. OHM just bought another nearby motor court hotel
that will close for a two-year refurbishment to create a series of
upscale one- and two-bedroom cottages.
Hostettler says he and Royce are also in the middle of
negotiations with a developer to create and manage a redeveloped historic building on the oceanfront in Connecticut, and would
like to add a few more classically styled resorts in New England.
Hostettler says they are also toying with the idea of buying some
Amtrak railway cars, redoing the interiors, providing concierge service and hooking them to the back of New England regional routes
that come up from New York Citys Penn Station on weekends.
Hostettler, a 20-year luxury hotel veteran who came to OHM in
2009 from Lajitas in Texas, has been the architect of the culture
at the Ocean House after a US$150 million rebuild and restoration of the 136-year-old, 60-key property. What Hostettler calls
Americana service with a cruise-ship mentality includes farm-totable dining; a no tipping policy; free minibar and Wi-Fi services;
and a resort fee that includes spa, F&B and cultural amenities. As
a result, the Ocean House has become one of the few year-round
New England resorts with a big culinary focus and a high-season
ADR at US$1,550 a night.
The naturalism-themed, 31-room Weekapaug Inn on a salt
water pond was redeveloped for a mere US$30 million and is
fetching US$800 ADRs during the strong summer months.
Hostettler does admit to one challenge: recruiting 5-star-caliber
staff to Rhode Island. But after winning a fifth star from Forbes
Travel and becoming a Relais & Chateaux property, even that issue
has abated.
NOVO-AMERICAN
The redesign of the 480-room Novotel

Times Square, the brands new North
American flagship, was led by New Yorkbased design firm Stonehill & Taylor and
reflects a futuristic design inspired by a
celebration of renewal a reference to
Times Squares pop-culture significance
as the host of New Years Eve activities
incorporating architecture, video and
light effects. Computer-controlled hexagonal LED ceiling panels illuminate in
different colors, complementing changing music and sounds throughout the day.
16
www.dometic.com
A minibar you can truly count on.

The HiPromatics intelligent and robust sensors
automatically post all minibar charges to the guersts
account in real time and will reduce labor costs
signicantly.
Dometic GmbH In der Steinwiese 16 57074 Siegen Germany Phone +49 271 692 0 Fax +49 271 692 300 Email info@dometic.de
THE GOSTELOW REPORT
Now that she is president of international

The Ritz-Carlton Hotel Co. cannot put its
for Fairmont Raffles Hotels International,
name on properties in France, Spain and
Jennifer Fox is more or less commutthe United Kingdom, all with long-standing
ing between Luxembourg and Zurich.
The Ritz hotels. But the companys Vice
In addition to continuing as president of
President of Europe Sandeep Walia is keen
Fairmont, she is responsible for all Raffles
to get into Monte Carlo or Rome.
and Swisstels and overall strategy for
Sven Gevers, Bangkok-based regional
every area outside the Americas. Her main
managing director for Orient-Express
Hotels, Resorts and Trains, heads six hotels
concern is to get presence for at least one
with 336 keys. To complete his circuit, he
of the three brands in Hong Kong, Kuala
MARY GOSTELOW
wants Bangkok city, to feed the Eastern &
Lumpur, Seoul and Tokyo, and she wants
Oriental train, which ceremoniously plies between
more in her own home country, Australia, which so
Bangkok and Woodlands, Singapore. He similarly
far only has Swisstel Sydney.
Australia is also once again in the sights of
wants a Myanmar resort to complement the
The Hongkong & Shanghai Hotels, parent of The
companys riverboats.
Peninsula Group, Hong Kong. Director and COO
As it happens, Gecko Holdings Group has islands
available in the Mergui Archipelago, some 800
Peter Borer, who had long wanted a property in
islands off Myanmars southwest coast (there is so
London, now has that dream partly realized. The
far only one noteworthy development in the whole
Peninsula London will, all being well, be at Hyde
archipelago, the Myanmar Andaman Resort on
Park Corner, across Grosvenor Crescent from
MacLeod Island). Sandra Hlaing, brought up in
The Lanesborough. Now Borer wants to see The
the archipelago and now Yangon-based partner of
Peninsula name going into India, Sydney and
Gecko Holdings, suggests a perfect development
into secondary cities in China to complement The
could be on Kyun Philar island.
Peninsula Beijing and The Peninsula Shanghai.
SCANDIC LAUNCHES NEW BRAND
18
Scandic Hotels, Stockholm, is

creating a sister company to launch
its HTL hotel brand, which intends
to cater to the digital- and mobilefocused consumer.
Scandic aims to grow the
moderately priced, design-led brand
to 20 hotels in major Nordic
cities within five years. HTL, which
named Scandic executive Joachim
Hgefjord as CEO, will primarily be
established through new-builds and
conversions, particularly of
office buildings. Two locations have
been secured in Stockholm with the
275-room HTL on Kungsgatan due to
open in May 2014.
Few if any other providers could
develop their own concept due to
the challenge of achieving the right
contract models and the resources to create a strong concept and
brand with which to build up a new
chain, says Anders Ehrling, outgoing CEO of Scandic, who was recently replaced by Frank Fiskers.
GLOBAL UPDATE
ON HOTELSMAG.COM
BLOG:
WHY DONT MAJOR BRANDS ENTER

THE HOSTEL SPACE?
Ivar Yuste, partner at PHG
Hotels & Resorts, Madrid,
launched his Hotel and
Resort Investor blog on
HOTELSMag.com with a
provocative post asking
why major hotel brands
have chosen not to enter
the hostel space given the
rise of chic hostels like
Generator and Freehand.
The BMW 1 Series and
other car brands all serve
the same purpose: These
Ivar Yuste
are entry products to
higher-end models such as
the BMW 5 Series and 7 Series, Mercedes S-Class,
etc., Yuste wrote. However, the likes of Marriott,
IHG, Accor, Starwood and Hilton have deliberately
decided so far not to serve the 16- to 22-year-old age
segment. Why?
The blog post drew strong reactions, some citing
the perceived risk aversion of the major brands. The
chains you mentioned like any large corporation are
slightly old-fashioned, institutional and averse to
perceived risk taking. Hence they have become late
adapters, wrote Patrick Landman, CEO of Xotels,
Barcelona. Mind you only some have started to move
into the budget boutique market the chains are not
trendsetters, but financial institutions that only enter
into a market segment once it has been established by
daring and visionary entrepreneurs.
Others pointed out the potential return on investment for a major brand might not be sufficient. What
is the total annual discretionary spending in this
demographic subset, and where are they going?
wrote John Kennedy, partner, Neuner + Kennedy
Hospitality Consultants, rebro, Sweden. It tends to
be an individual owner/operator market so less data
is available in terms of performance or benchmarking.
It is a volume bed mentality rather than a room so it is
different to manage from a revenue or inventory
perspective. There are smaller margins and not much opRead the full interview:
hotelsm.ag/19fi3GJ
portunity to make up spend
through F&B.
INTERVIEW:
YOTELS PLANS FOR ASIA PACIFIC

Yotel, London, recently announced a 600-room development
set to open in 2016 on Singapores Orchard Road, and CEO
Gerard Greene hopes this further jumpstarts development of
the chic, cabin-style brand in Asia Pacific.
Greene is bullish about growth prospects in the region, as
he says developers there better relate to the Yotel model and
have the capital to invest in the right opportunity.
We are hiring a development person for Asia where there
is more opportunity, and developers get the business model
there, Greene told HOTELS. Asia is hot for us now, and we
should be taking advantage of the market. Hong Kong, Seoul,
Japan, Taiwan, Manila, Bangkok and further afield are on our
radar. We are getting inquiries from Sydney, Melbourne and
Perth, as well.
These are all management deals, Greene added.
People in Asia are starting to realize spending X per key
for a luxury brand doesnt make the returns they want. So
budget brands are starting to come in now. Where land is
expensive, the Yotel model works very well and probably
works in Hong Kong and Singapore more than anywhere
else given that land prices are
Read the full interview:
so high.
http://hotelsm.ag/15VV4lU
Gerard Greene
19
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C R E AT I O N
PRODUCTION
ECO-GREEN
A WORLDWIDE NETWORK OF GUEST AMENITY COMPANIES
DISTRIBUTION
2014:
THE YEAR
OF THE
STRATEGIST
THE NEXT 12 MONTHS PROMISE BIG UPSIDE FOR

SAVVY BRANDS AND THEIR INVESTMENT PARTNERS,
especially those with a knack for reading macro and
micro markets.
by ORIANA LERNER, CONTRIBUTING EDITOR
oteliers wont need rose-colored glasses

to get a clear view of the upside ahead for
2014. Regardless of where they are located,
both operators and investors should be able to find
abundant opportunities to grow their brands and
their profits over the coming 12 months. The catch
is that they are going to have to focus. The big
wins of 2014 most likely wont be the sexy deals or
THE
AMERICAS
QUICK OVERVIEW: While the hotel industry doesnt

look likely to return to pre-recession giddiness
any time soon, the market is looking especially hot
outside established gateways. Despite the perennial
appeal of a few major cities such as New York and
San Francisco, most brands will be hitting the
highways to secondary cities with universities, state
capitals and even smaller destinations in need of a
conference hotel or two.
Central and South America are also getting a
lot of attention from international brands. More
mature and, in many cases, more stable politically these markets are beginning to attract the
attention of travelers who want a wider variety of
hotel options. According to STR Global, 2,730
projects were in the pipeline as of July 2013, with
the biggest increases in upscale, upper upscale and
unaffiliated hotels.
22
the gold-standard markets. Secondary and even

tertiary cities, mid-market development, rebranding in the 3- and 4-star sectors and tightly niched
luxury projects will be vying for top honors as this
years success stories.
No area has a monopoly on opportunity. Heres
an overview to see whats hot, whats not and where
the action is by region around the globe.
PERFORMANCE FORECAST: STR Globals most recent

forecast at press time projects 6% U.S. RevPAR
growth in 2014. However, supply growth might
put the cork back in the RevPAR bottle, cautions
W. Chris Green, senior vice president of operations, Chesapeake Hospitality Management,
Greenbelt, Maryland.
HOT AND COLD SPOTS: Industry insiders say most of

North America is warm. The red-hot markets
tend to be off the beaten paths in many cases. As
an example, in the U.S. the surging oil and gas
markets in states like Pennsylvania, Ohio, the
Dakotas and Texas are creating great demand for
hotel rooms, says Bob Loewen, executive vice
president and COO, Wyndham Hotel Group.
There is also growing interest in properties
in college towns, specifically ones with multiple
selling points like Columbus, Ohio, which has
a strong corporate business presence and holds
the seat of the state government, says Bob
Habeeb, president and COO, First Hospitality
SPECIAL REPORT: 2014 FORECAST
23
After an extensive renovation, Perus

Libertador Hotels, Resorts & Spas recently
debuted Palacio del Inka as a Starwood
Luxury Collection hotel in Cusco.
Group, Rosemont, Illinois.

Some of the experts attending the
2013 New York University International
Hospitality Industry Investment
Conference predicted a new wave of
demand for hotels in mid-American
destinations such as Tennessee and
Kentucky, which are luring manufacturers and service industries. Bargain land
prices and states with an appetite for
new business should be fertile
territory for mid-market and, in some
cases, upscale brands with strong
loyalty programs or differentiators.
Major urban gateways will tend to be
more lukewarm given the profit potential
of areas with more affordable real estate
and labor. International demand makes
markets like Miami and San Francisco
attractive as well, adds Leland Pillsbury,
managing principal, Thayer Lodging
Group, Annapolis, Maryland.
While there arent too many bona
fide no-go markets in this region,
Washington, D.C., remains a more
cautious market in the aftermath of
the sequester and the October
government shutdown. Habeeb also
adds that Chicago may soon be
facing overdevelopment.
Some countries in South America
are more of a wait and see target for
brands and developers. Hyatt Hotels &
Resorts sees Argentina, for example, as
a destination with potential, but not one
where it is ready to enter full-bore.
24
Mexico has become a bold-faced

development target due to the availability of construction financing and funds
from Mexican REITs (known as Fibras),
according to Pat McCudden, senior vice
president of real estate and development,
Latin America and Caribbean, Hyatt
Hotels Corp.
Peru, Colombia and Brazil are sizzling
as well, and Patrick Freeman, president,
Cisneros Real Estate, Miami, also likes
the Dominican Republic, Venezuela and
Uruguay, as those markets offer more
opportunities for luxury development
than the United States.
According to STR Global, six
countries in Latin America have more
than 1,000 rooms in the pipeline as of
September 2013. Brazil reported the
most rooms in the total active pipeline
with 23,118 rooms, followed by Colombia
(3,603 rooms), Panama (3,285 rooms),
Argentina (2,411 rooms), Costa Rica
(1,512 rooms) and Chile (1,283 rooms).
STAR SECTORS: U.S. secondary and tertiary

markets will be seeing more economy
and midscale development, according to
Loewen. Some more developed markets
in Latin America will also be home to
more new-build, affordable hotels as
demand grows outside gateways.
However, according to Freeman,
the luxury market remains extremely
appealing, particularly in the
Caribbean. Cisneros Real Estate is
developing a 6,000-acre (2,428-hectare)

site at the southern end of the Bay of
Saman in the Dominican Republic
(which Freeman calls the sleeping
giant of luxury branded tourism). The
development will have a Four Seasons
Resort as its centerpiece, as Freeman
believes having a branded landmark
hotel is key for the site.
OPPORTUNITIES AND PITFALLS: Many operators

see huge opportunity in all segments
catering to the Millennial traveler. The
convention business shows signs of
picking up as well, adds Monty Bennett,
chairman and CEO, Ashford Hospitality
Trust, Dallas.
The biggest trap, Loewen says, is
not keeping up with the Joneses. Not
investing is the worst mistake, he says.
ONE-
RevPAR is really being

driven by the attractive
supply/demand dynamics
we are currently seeing in the hotel
industry on top of modest overall
economic growth. We foresee
demand jumping up next year as
well. It may be the best year of the
recovery thus far.
LINER
MONTY BENNETT, ASHFORD HOSPITALITY
ASIA
PACIFIC
QUICK OVERVIEW: Generally, Asia Pacific

is riding high. The region is still
extremely attractive for both local and
international flags. However, concerns
about overbuilding might start to
bubble closer to the surface, especially
in China, where the focus is shifting
away from luxury properties in
gateway cities and toward midscale or
budget offerings in second-tier
locations. According to STR Global,
there are close to half a million rooms
in Asias pipeline as of September 2013.
PERFORMANCE FORECAST: Most industry

insiders are seeing a good year ahead
in the region the question is just
how good. HVS notes that RevPAR
was down year over year in the third
quarter of 2013 for all major markets in
China, which could be a cloud on the
horizon going into 2014.
is growing faster than most economies

in the region can handle. His concern
is that China and Indonesia are likely
to fare the worst in that department.
Plus, there are other markets he doesnt
think are likely to take off. Vietnam,
India and Sri Lanka are each going
through economic difficulties, which
has put a bit of a damper on new
development/financing, Hecker says.
STAR SECTORS: The days when Asia was a

synonym for luxury are over. While there
are still plenty of ultra-high-end hotels in
the pipeline, much of the buzz now is outside the 7-star range. Especially in secondary and tertiary cities in China, the
development landscape continues to shift
toward midscale and budget. A growing challenge for international brands
with their sights set on growth in China
is that domestic players are beginning
to rule the booming budget segment.
Two of the current powerhouses are
homegrown offerings such as 7 Days Inn
and Jin Jiang Inn. Still, global companies
like Accor, Marriott International and
Wyndham are still making headway.
OPPORTUNITIES AND PITFALLS: Increasing

outbound travel from China is the next
hot trend, Rajakarier says.
Staffing will be one of the major
issues. The biggest challenges are
managing and staffing the number
of hotel openings to levels needed for
supporting brand standards and
consistency, and for delivering results
for owners whose expectations may not
be in sync with market constraints and
realities, Hecker says.
ONE-
2014 should be a good

year. There are plenty of
foreign investment flows
churning around the region,
relatively good political stability
and increasing intra-regional trade.
Intra-regional tourism also
continues to grow, particularly
China outbound.
LINER
ROBERT HECKER, HORWATH HTL
HOT AND COLD SPOTS: The markets with

highest occupancy are Tokyo, Hong
Kong, Singapore, Sydney and Yangon,
and they would also be most interesting
for development as well as acquisition,
as they are expected to remain strong
markets, says Robert Hecker, managing
director, Horwath HTL, Singapore.
Peter Borer, COO, The Peninsula
Hotels, Hong Kong, sees potential
in India for the luxury market. The
Philippines are also an increasingly
appealing development target with
more than 30% supply growth in the
pipeline, according to STR Global.
Hong Kong-based Shangri-La Hotels
and Resorts still points to a Chinaheavy pipeline (eight of the 15 hotels
the company expects to open in 2014
are in mainland China) for its view on
what is hot. Dillip Rajakarier, CEO,
Minor Hotel Group, Bangkok, says
Indonesia, Vietnam and Cambodia are
destinations to watch.
However, the development fever in
Asia might be waning. Not all industry
insiders are so hot on many of those
markets. Hecker points out the pipeline
The Kempinski Hotel Yixing is the first

international 5-star hotel in the city.
25
PPHE Hotel Group recently opened the

107-room Artotel Amsterdam.
EUROPE
QUICK OVERVIEW: It is hard to tell one

story for the whole region, but most
industry insiders agree 2014 looks better
than 2013. There are still challenges,
but Reto Wittwer, president and CEO,
Kempinski Hotels, Geneva, says the
current difficulties have a silver lining,
such as lowering barriers to entry in
gateways. Meli Hotels Internationals
Vice Chairman and CEO Gabriel
Escarrer Jaume notes the region may
also end up benefitting from instability
in North Africa, as more tourism is
driven toward European destinations.
PERFORMANCE FORECAST: According to

HVSs hotel valuation report, the average
market in the region will grow about
3% a year between now and 2017. PwC
points out rates are hardening in the
United Kingdom and should continue to
do so through 2014.
HOT AND COLD SPOTS: The usual suspects
arent going to change much for 2014.
Germany remains a strong market due
to economic stability and a booming
business sector. Escarrer Jaume notes
most European capital cities (with the
exception of Athens) are safe bets for
26
investors. Second-tier U.K. cities such

as Manchester, Newcastle, Birmingham
and Edinburgh are also heating up,
though an e-forecasting.com baseline
suggests RevPAR in both London and
the provinces is set to decrease in April
2014 from the same time in 2013.
Other localized hot spots include
central Amsterdam, where Invesco
Real Estate acquired the Park Hotel.
However, Invescos Director of Fund
Management Alexander Ernst says the
temperature isnt very well regulated
in some of these cities. We would have
thought hard before investing in a hotel
on the outskirts of Amsterdam, he
notes. Barriers to entry are lower, but
the performance is much more volatile.
Second-tier cities also wont likely see
much improvement just yet in harder-hit
countries such as Spain. Paris will
continue to be top of mind, both for
luxury tourism and lifestyle offerings like
IHGs Hotel Indigo brand, which will
open a hotel there in 2014.
STAR SECTORS: According to Wittwer, 3and 4-star offerings are ripe for takeover
and rebranding. In 2013, the single biggest hotel deal was a 42-hotel portfolio of
U.K. Marriott locations. Trophy assets
continue to hold interest, especially for
Middle Eastern investors, according to
Jones Lang LaSalle Hotels.
OPPORTUNITIES AND PITFALLS: In France,

Germany and the United Kingdom,
business travel will continue to be a
major driver for growth in 2014. In
major markets, lifestyle is a buzzword, regardless of star rating. As
Wittwer notes, the increasing number
of well-off single travelers is creating
a new niche in the market. Openings
such as the Ace Hotel Shoreditch (in
2013) and Mondrian London (slated
for 2014) are a testament to that,
Ernst says.
However, Escarrer Jaume notes hotel
companies will need to lighten up their
leverage to be able to access what is
available. Consolidation among thirdparty operators will also likely lure
investors from abroad.
ONE-
Europe will remain as an

old but solid and always
surprising market, being
both a shelter for investors and a
long shot for trendsetters. Europe
reinvents itself after the crisis and is
always a safe choice for traditional
and emerging feeder markets.
LINER
GABRIEL ESCARRER JAUME,

MELI HOTELS INTERNATIONAL
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and expects to see business there

recover fairly rapidly when the conflict
is over). In countries such as Angola,
there is interest in development, but
corruption makes breaking ground on
projects difficult.
Lounge at the new

Emaar Residences at
the Fairmont Makkah in
Saudi Arabia
MIDDLE EAST
AFRICA
QUICK OVERVIEW: Despite political unrest
and economic turmoil, the hotel

industrys perspective is cautiously
optimistic, even for hoteliers in the
Middle East. According to HVS, many
of the markets that lost ground during
the Arab Spring rebounded in 2012.
Sub-Saharan Africa continues to show
strong potential.
PERFORMANCE OUTLOOK: Hotel occupancy

grew 5% in 2012, an upward trend that
is expected to continue. Major brands
are committed to intensive development. Hilton Worldwide and regional
giant Rotana Hotel Management
Co. each have pipelines of more than
10,000 rooms.
HOT AND COLD SPOTS: Historically, strong
performers like Jordan, Qatar, Turkey,
Saudi Arabia and the UAE wont
disappoint in 2014, says Omer
Kaddouri, executive vice president
28
and COO, Rotana, Abu Dhabi. In

Africa, relatively stable countries in
Sub-Saharan Africa will continue to
grow quickly. Countries with natural
resources such as oil and gas and the
environment for tourism are leading
the way, says Tim Smith, managing
director, HVS London. With this in
mind, Nigeria, Ghana and Kenya will
remain drivers for the continent as a
whole. However, other destinations
including Rwanda, Ethiopia and
Mozambique are becoming increasingly important.
Trevor Ward, principal, W
Hospitality Group, Lagos, points to
economic growth, stability, large
population, fairly good air access and
more than one major city in which to
plant the flag as the key factors in
determining hot markets in Africa. In
more developed countries like Nigeria,
aging existing stock presents little competition for the international flags that
are entering the region, Smith says.
Unsurprisingly, less attractive markets are those in which there is a lot of
political instability (though Kaddouri
points out Rotana has hotels in Syria
STAR SECTORS: Cities such as Abu Dhabi,

Dubai and Doha continue to attract
ultra-luxury development, both from
international giants like IHG and local
and Asian regional brands including
Shangri-La and Anantara (whose first
property in Qatar, Anantara Doha
Island, will open in 2014). Throughout
the region, the midscale market is
heating up, especially in Africa, where
a growing middle class is driving intraregional travel.
Hilton has announced its Garden
Inn brand as one of its focus brands for
Africa, Smith says. Regional
hoteliers in the full-service segment
such as Serena, Southern Sun and
Protea continue to trade successfully.
The combined pipeline for Africa of
Accor, Hyatt, IHG, Carlson Rezidor
and Starwood is 13,521 rooms, of which
8,149 (60%) are in Sub-Saharan Africa.
OPPORTUNITIES AND PITFALLS: The headline
is Africa. Openings in the region as
diverse as Kempinskis in Accra and
the Park Inn by Radisson in Abeokuta,
Nigeria, speak to that. However,
hoteliers need to do their homework.
The biggest mistake is bringing in
inexperienced expatriate managers
who dont understand Africa and the
Africans, and who are too impatient to
learn, Ward says.
ONE-
The last year has seen the

hospitality industry in the
Middle East and Africa
registering positive growth despite
several challenging economic and
political factors.
LINER
OMER KADDOURI, ROTANA
Patrons
Ashford Hospitality Trust
Best Western International
Carlson Rezidor Hotel Group
Choice Hotels International
Deloitte
Dolce Hotels & Resorts
Eastdil Secured
Hilton Worldwide
Hodges Ward Elliott
Hyatt Hotels Corporation
IHG
Marriott International
Motel 6 / Studio 6
Noble Investment Group
PwC
Starwood Hotels & Resorts Worldwide, Inc.
Wyndham Hotel Group
Platinum Sponsors
Aimbridge Hospitality
Bank of America Merrill Lynch
BMO Capital Markets
Canyon Equity LLC
CBRE Hotels
Colliers International
Cornell University School of
Hotel Administration
Crescent Hotels & Resorts
Crestline Hotels & Resorts, Inc.
Cushman & Wakefield
Global Hospitality
Davis Wright Tremaine LLP
Delos
Dentons
Destination Hotels & Resorts
DLA Piper
EY
FelCor Lodging Trust
FRHI
GE Capital Real Estate
Goldman Sachs
Goodwin Procter LLP
Greenberg Traurig, LLP
Hersha Hospitality
HFF
Host Hotels & Resorts Inc
HVS
Jones Lang LaSalle
Kimpton Hotels & Restaurants
KSL Capital Partners
La Quinta Inns & Suites
Latham & Watkins
Milbank
Morgan Stanley
MGM Hospitality
NH Hoteles
Omni Hotels & Resorts
Paul Hastings LLP
Perkins Coie
PKF Consulting USA
Proskauer
Pyramid Hotel Group
Red Lion Hotels
REH Capital Partners, LLC
RobertDouglas
Scottish Development International
Sheppard Mullin
Sofitel
Starwood Property Trust, Inc.
STR
The Indian Hotels Co. LTD
UBS Investment Bank
WATG | Wimberly Interiors
Wells Fargo Bank, N.A.
Media Sponsors
ALMs Real Estate Media Group
Developments
GlobalHotelNetwork.com
Hotel Business
Hotel Business DESIGN
Hotel Interactive
Hotel Management Magazine
Hotel News Now
HOTELS Magazine
LODGING Media
USA TODAY
Supporters
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ARDA
HAMA
HBI
HFTP
Patrons, Sponsors, and Supporters as of October 18, 2013
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DESIGN: WYNDHAM ISTANBUL KALAMIS MARINA
The lobby area,

including the Lobby
Lounge, uses
mirrors extensively
to brighten the
space and make it
seem as large as
possible.
BRAND BEACON
Wyndham Istanbul Kalamis Marina reflects its attractive
seaside location as well as the brands commitment to an
emerging market.
by ANN BAGEL STORCK, MANAGING EDITOR
hen it first opened last

December, Wyndham Istanbul
Kalamis Marina marked the
introduction of the Wyndham Hotels
and Resorts brand to Turkey, and as
such, both its location and resulting
design were especially critical.
We want our guests to feel elegant
32
in a luxurious and warm atmosphere,

and we want them to feel traditional
Turkish hospitality, says General
Manager Alper Can Bulum.
Lead interior designer Eren
Yorulmazer agrees, emphasizing the
importance of both comfort and luxury
in the hotels design aesthetic.
The 210-room, new-build property is

located on the Asian coast of Istanbul
adjacent to the Kalamis Marina, and
views of the Sea of Marmara abound.
The Kalamis Marina area is recognized
as one of the most prestigious residential
areas on the Asian side of Istanbul,
Bulum notes. The marina, which is the
WYNDHAM
ISTANBUL KALAMIS
MARINA
OPENING DATE:
December 17, 2012
GUESTROOMS:
210
LOCATION:
The Asian side of Istanbul next
to the Kalamis Marina and the
Sea of Marmara and within
walking distance of Bagdat
Street, one of the citys most
elegant shopping areas
GENERAL MANAGER:
Alper Can Bulum
OWNER:
Reisler Deri Sanayi Ve Ticaret
Limited Sirketi
LEAD ARCHITECT:
Ali icek
biggest in Turkey, is also very popular

due to the restaurants based there.
The marina and the sea play a prominent role in much of the hotels design.
Many of the guestrooms offer marina
views, and Yorulmazer aimed to bring
the areas abundant natural light inside
the property via design strategies such
as metallic color tones in all-day-dining
restaurant Remina and extensive
mirrors in the lobby. I wanted to take
the light of the sun and the sea inside
the lobby, Yorulmazer explains. Also,
the lobby is not as big as I would want.
With the mirrors and the light effects, I
want to make it seem larger.
Bulum says Wyndham Istanbul
Kalamis Marinas guest mix so far
includes both businesspeople and
vacationers, with corporate clients
and group business dominating during the week and leisure guests more
prominent on the weekends. He says
occupancy has been approximately

70% during the hotels first year, with
average rate between 150 and 175
(US$207-US$242). Bulum adds the
hotel was named Turkeys Leading
Business Hotel for 2013 at the World
Travel Awards and Hotel of the Year
for the EMEA region by Wyndham
Hotel Group, accolades he characterizes as an indication we are moving in
the right direction.
From a design standpoint,
Yorulmazer has lofty goals as well
namely that the hotel makes a lasting
impression on all its guests. My
philosophy is always that I am trying to
give people a chance to see things they
have not seen before, he says. When
they return back to their home,
they can remember this hotel and its
special design. I dont copy anyone or
any other hotels this is a unique,
special place.
LEAD INTERIOR DESIGNER:

Eren Yorulmazer,
Mazeron Architect
DESIGN AESTHETIC:
Timeless design characterized
by both luxury and comfort
NOTABLE AMENITIES:
Multiple restaurants and
cafes, including Remina for
all-day dining and the Lobby
Lounge for light fare and
cocktails; 14 meeting rooms
including the 7,567-sq-ft
(703-sq-m) Kalamis Grand
Ballroom; indoor and outdoor
pools; the Blue Harmony Spa
in addition to a separate gym
and play area designed
especially for children
33
The new-build hotel is within close proximity to

attractions such as Beylerbeyi Palace, Bagdat
Street and Camlica Hill and Maidens Tower.
Suites on the
Executive
Level feature
separate living
areas and amenities including
welcome fruit
and nightly turndown service.
34
All-day-dining restaurant Remina incorporates

a metallic color scheme.
The guestrooms color schemes including black/gold, beige and
gray in some cases extend to the bright and airy bathrooms.
A leaf motif
is evident
in the lobby,
reflecting
Istanbuls
trees and
changing
seasons.
35
Fourteen
multifunctional
meeting and
event spaces
include the
7,567-sq-ft (703sq-m) Kalamis
Grand Ballroom.
The hotel offers both outdoor and indoor swimming pools.
36
Chandeliers in the ballroom foyer were specially

produced for the hotel and mirror the style of the
chandeliers found in the ballroom itself.
Contact us: hotels@tv5monde.org
OFFERING THAT SOMETHING EXTRA MEANS

GUESTS WILL RETURN AGAIN AND AGAIN
Your guests value TV5MONDE, so value your guests in return
National and International news, Films, Documentaries, Sport and much more.
With TV5MONDE you can offer your guests the option of their favourite programmes and the pleasure of
feeling right at home in your hotel.
F&B: TABLETOP
Stowe Mountain Lodge in Stowe, Vermont, focuses on vintage, rustic and

meaningful details ranging from woodsy natural elements to old barn wood
to give wedding tabletops a uniquely local flair.
GETTING
PERSONAL
Couples are using everything

from centerpieces to brightly
colored linens and local natural
elements to help their wedding
tabletops reflect their own
unique tastes.
by ANN BAGEL STORCK, MANAGING EDITOR
38
Landwehrle Photography
he days of one-size-fits-all weddings are officially over,

and the demand for unique, personalized and often locally
inspired details has extended to all areas of any given
wedding including the tabletops.
At Stowe Mountain Lodge, a member of the Destination
Hotels & Resorts family located in Stowe, Vermont, couples
often demand simple yet elegant touches that reflect the
surrounding area, says Gabi Lungu, wedding coordinator at
the hotel. Our wedding team literally will get their outdoor
boots on, grab buckets and go forage natural elements from
the surrounding area to help couples really get that natural
Vermont feel for their arrangements, Lungu says.
We are located on the banks of the Eagle River with amazing Beaver Creek Mountain views, so we definitely try to incorporate that modern mountain feel into our wedding tabletops,
adds Beth Olson, director of catering and events at The Westin
Riverfront Resort & Spa at Beaver Creek Mountain in Avon,
Colorado. We see a lot of brides decorating with Aspen trees
and branches, Colorado wildflowers and local berries, which is
a great way to bring that outdoor feel inside.
Sometimes a propertys distinctive interior serves as tabletop inspiration. Our ballroom has a cozy fireplace setting
and dimming lights, so we often find brides like tabletops to
be sprinkled with candles, says Kelly Masten, director of
catering at Four Seasons Resort Rancho Encantado Santa
Fe, New Mexico. This really helps to create romantic and
subtle lighting for the tables.
The possibilities are as varied as the personalities of each
bride and groom, and the trend appears poised to continue.
Notes Joel Nishimoto, catering director at Halekulani in
Hawaii, The Internet has been and continues to be a gamechanger in the wedding industry because couples are more
aware of their options.
F&B: TABLETOP
TRUE COLORS
Hannah Photography
olors have always served as a critical element in

distinguishing wedding tabletops, but today couples are
utilizing the full scope of the rainbow more than ever.
A lot of brides are embracing brighter colors that
really pop accents in deep purples, bright pinks and
burnt oranges integrated with natural wood pieces, says
Beth Olson, director of catering and events at The Westin
Riverfront Resort & Spa at Beaver Creek Mountain in
Avon, Colorado.
Angeline Holder-Cunningham, assistant director of
catering and events at Conrad Miami, also has observed an
ongoing trend, which she believes harkens back to the 1980s,
of combining two bright colors on the tabletop to create a
striking, visually appealing impression.
However, the use of color need not always emphasize the
boldest options. Noted event planner Colin Cowie, who has
partnered with the All Inclusive Collections Hard Rock
Hotels in Mexico and the Dominican Republic, says metallics are especially popular for wedding tabletops right now.
Mixed metallics and mirrored elements make everything
more festive, Cowie explains. I think one reason theyve
really caught on is that they work with any color scheme.
Sometimes the simplest color schemes can have the
greatest impact. Sofitel Bangkok Sukhumvit often highlights
gold, says Director of Sales and Marketing Anthony Slewka.
Gold is the color of success, achievement and triumph,
Slewka explains. Associated with abundance and prosperity, luxury and quality, this color implies affluence, material
wealth and extravagance.
The Westin Riverfront Resort & Spa at Beaver Creek Mountain in Avon,
Colorado, works with many couples that integrate brighter colors such as deep
purples and greens with natural wood accents.
Sofitel
Bangkok
Sukhumvit
often highlights gold in
its Chinese
wedding
tabletop
setup to imply
abundance,
prosperity,
luxury and
quality.
The 1980s
trend of
pairing two
bright colors
on a wedding
tabletop is
prominent
at Conrad
Miami.
Event planner
Colin Cowies
White
Rosette
Collection,
seen here at
Hard Rock
Hotel Riviera
Maya in
Mexico, uses
silver bud
vases. Cowie
says metallics can make
any wedding
tabletop look
more festive.
39
FINDING
YOUR
CENTER
T
Andaz Liverpool Street has noticed a trend of

smaller wedding centerpieces over the past year.
reativity and customization

those are the two biggest
buzzwords Elizabeth Galloway
identifies when it comes to wedding
tabletops. The wedding manager
at LAuberge Del Mar in Del Mar,
California, works with couples to create their all-encompassing vision for
their big day, and she believes the sky is
the limit for the future of tabletops.
Large weddings in Hyatt Regency Bellevues Grand

Ballroom tend to add height to centerpieces to help fill
the space, while many couples also place various personal items in the center of their wedding tabletops.
TABLETOP
STORYTELLER
H: What is the biggest recent change

you have observed in wedding tabletop
arrangements?
40
and fun with the vintage and romantic.

Its about containers and candelabras
and fun flatware and chargers to create
a full look as opposed to just, I want
peach peonies. Its bringing everything
together to tell a story.
H: What are some ways you can keep
wedding tabletop setups as cost-effective
as possible?
HOTELS: Do most couples have a detailed

wish list for their wedding tabletops?
Elizabeth Galloway: With Pinterest,

couples usually come to us armed
and ready with photos of things
they have seen or trends they like
and want to know how we can create
something very similar but within
their budget.
he world of wedding centerpieces is

not what it used to be.
Its not so much about tying
centerpieces to wedding colors
anymore, notes Emily Witt, catering
manager at Hyatt Regency Bellevue in
Bellevue, Washington. Theres a lot
more thought and craftsmanship that
goes into the presentation.
Consequently, Witt sees many
couples using photos in addition to
flowers in the center of their wedding
tabletops, or including a card that tells
the story of why they picked their
centerpiece flowers.
Another notable trend is that bigger
is not always better with centerpieces.
Centerpieces used to be about height
and the wow factor, says Karly Hunt,
social events and wedding manager at
Andaz Liverpool Street in London.
Over the past year I have seen
centerpieces become smaller with more
attention to detail. The latest trend is
tiny vintage vases with some flowers for
a pop of color.
Elizabeth Galloway
EG: Its always evolving, but its

definitely not just about flowers anymore. Its about the full picture, from
the type of table to maybe a high-end
runner sequins and chevron are very
popular right now, and so is mercury
glass and lace. So you get the trendy
EG: Trying to repurpose pieces is a

good idea. The way a lot of our venues
work, we utilize the same space for
dinner and the ceremony. We then can
repurpose some of the flowers from
the ceremony and add them to further
build a tabletop display.
Some of our clients are making
things themselves. They want a lace
runner, and theyre sourcing the lace
themselves. It depends on how much
DIY time you want to contribute, but
that does save some costs.
F&B: TABLETOP
To eliminate
the problem
of wilting
flowers at Hard
Rock Hotel
Riviera Maya in
Mexico, event
planner Colin
Cowie often
uses branches
or greenery
on wedding
tabletops.
OUTSIDE IN
hen couples want an outdoor wedding reception, delivering an

attractive tabletop setup that also can withstand the elements
often presents unique challenges for hotels.
Epic Hotel in Miami offers a poolside outdoor space on its 16th
floor for wedding receptions and rehearsal dinners that promises
breathtaking skyline views, but wind concerns prompt some creative
workarounds. Candles are normally not recommended small
LED lights or battery-operated candles are an elegant substitute,
says Catering Sales Manager Lourdes Ramos. Using heavy vases for
flower arrangements to make them wind-resistant and securing the
linen during the event are some of the steps we follow.
Warm, sunny climates also threaten the freshness of floral
arrangements during outdoor receptions. Picking hardier varieties
of flowers, or those native to the surrounding area, can help combat
wilting, says event planner Colin Cowie, who has partnered with
the All Inclusive Collections Hard Rock Hotels in Mexico and the
Dominican Republic. You can also use branches or greenery in
the design.
Using batteryoperated candles

and heavy
vases for flower
arrangements
are a couple
ways Epic Hotel
in Miami copes
with wind
concerns in
its 16th-floor
reception area.
ON THE
HORIZON
Here is a sampling of predictions
for the next big trends in wedding
tabletops:
A FUTURE TREND COULD BE INDUSTRIALCHIC AND TRIBAL INSPIRATION.

ROCCO TROYANI, FOUR SEASONS RESORT
PUNTA MITA, MEXICO
WE EXPECT TO CONTINUE TO SEE

HIGH DEMAND FOR RUSTIC ELEGANT
DESIGN, MORE OF A STYLIZED SHABBYCHIC THAT IS THOUGHTFUL, ORGANIC
AND AUTHENTIC.
BETH OLSON, THE WESTIN RIVERFRONT
RESORT & SPA AT BEAVER CREEK MOUNTAIN,
AVON, COLORADO
I HOPE TO SEE GREATER LINEN DESIGN

WITH MORE TEXTURE AND PATTERNS.
LOURDES RAMOS, EPIC HOTEL, MIAMI
I PREDICT NEW MATERIALS

INCORPORATED INTO TABLE ELEMENTS.
GONE ARE THE DAYS OF YOUR
GRANDMOTHERS FINE CHINA. UNREFINED
WOODS AND METALS ARE MAKING
THEIR WAY TO TABLES. I WOULDNT
BE SURPRISED TO SEE A BEAUTIFUL
CENTERPIECE DISPLAY MADE OUT OF
CHICKEN COOP WIRE VERY SOON!
KELLY MASTEN, FOUR SEASONS RESORT
RANCHO ENCANTADO SANTA FE,
NEW MEXICO
WE ARE GOING TO SEE A MOVE

TOWARDS MORE PERSONAL, ECLECTIC
STYLES. MISMATCHED CHINA AND
PERSONALIZATION ON EVERYTHING
FROM NAPKINS TO MENUS TO CHAIR
BACKS ARE ON THEIR WAY.
COLIN COWIE, ALL INCLUSIVE
COLLECTIONS HARD ROCK HOTELS, MEXICO
AND THE DOMINICAN REPUBLIC
41
ow could a small brand like Omni matter? That is what Mike

Deitemeyer heard in 1996 when he orchestrated the deal for
parent company TRT Holdings to acquire the then 35-unit
hotel company (16 were franchised, and only eight were
owned). And for some time, he admits, there was angst about
that perceived dilemma.
Today, however, Deitemeyer, president of Omni Hotels & Resorts
since 2004, talks mostly about feeling validated by how consumers
have reacted to the companys authentic, experiential approaches
(even in the big-box hotels the Dallas-based company is known for),
how social media and new distribution channels have helped level
the playing field, and how being a private company offers the luxury
of growing only when it makes sense.
In October, Omni Hotels & Resorts sat at 55 hotels (38 owned, four
JVs, nine managed, three of the original franchises, one unbranded)
with another three under development, a whopping 163 F&B outlets,
20 golf courses and 113 retail outlets but whos counting?
All along the way, the company has worked passionately to differentiate its hotels by delivering unique offerings such as inviting
meeting planners and travel managers to an event to explain the
role revenue management plays in contract negotiations. Omni also
places a strong emphasis on F&B with a local flair and grades its
GMs on how well they initiate programs in their local communities.
VALIDATING
MIKE DEITEMEYER HAS HELPED

PROVE EXPERIENTIAL CAN WORK
IN BIG BOXES AND HAS OMNI
HOTELS & RESORTS GROWING
WITH A STEADY RHYTHM.
by JEFF WEINSTEIN, EDITOR IN CHIEF
42
THE INTERVIEW: MIKE DEITEMEYER
The
MIKE
DEITEMEYER
Age:
49
file
History with Omni: Deitemeyer has been

with the parent company, TRT Holdings,
since 1992 and did the underwriting on
the original Omni transaction in 1996. He
shifted to operations in 1999 and has been
president of the company for nine years.
Deitemeyers plan: Continue to focus on

public-private partnerships in city centers; create non-traditional convention
center hotels; differentiate with locally
flavored F&B concepts; continue to grow
and leverage the Global Hotel Alliance, of
which Omni is a founding partner; grow the
Resort Collection, which now has momentum after the KSL deal; maintain human
interaction while maximizing technology
through hotel design; perhaps start to create a global footprint with a deal that could
be announced before the end of 2013.
The Omni portfolio: 55 hotels with

another three under development, 163
F&B outlets, 20 golf courses and 113
retail outlets. The privately held company
most recently opened the 800-room Omni
Nashville Hotel and gained management
of the famed 301-room King Edward Hotel
in Toronto, which will be reflagged as an
Omni hotel after an extensive renovation. Its biggest deal of late was the June
acquisition of five major resorts from
KSL Capital Partners for an estimated
US$900 million.
43
The rebranded
Omni La Costa
Resort and Spa
in Carlsbad,
California, part of
the KSL deal
this market and city different. It turned

out to be easy to get a lot of organizational passion around this.
Some of it is just common sense and
understanding what is going on around
you, but what we learned probably
eight years ago is when a lot of hotels
were taking F&B out, we were putting
more F&B in that would be typically
normal for hotels. We found that in
hotels where we werent expecting a
leisure component, there was huge
leisure demand. Fort Worth, Texas,
was the first hotel where we saw that
approach go off the charts. We built a
600-room convention center hotel that
we dont call a convention center
hotel and created a lifestyle center.
Now it is the top leisure hotel in
city, and it steamrolled from there in
further developments.
H: What are some of the things you do to
foster different thinking?
As a result, Deitemeyer says Omni

delivers results that prove its big-box,
convention-hotel mentality is a myth. In
fact, Deitemeyer relishes in the fact that
Omnis 600-room convention hotel is
also the top leisure hotel in the market.
The one-time self-proclaimed
frustrated accountant who transitioned
to operations in 1999 has an obvious
passion for the business, prefers to
hang out with chefs and has become
very comfortable with the companys
natural rhythm that comes with an
understanding of the types of assets it
is buying and the companys strategy
around real estate.
Most recently, Omni made its
biggest splash to date when in June
for an estimated US$900 million it
acquired five resorts from KSL Capital
Partners. Then, in August, Omni
took management of the famed King
Edward in Toronto, and Deitemeyer
says more deals will be announced
before the end of the year.
HOTELS talked to Deitemeyer, 49,
about his role in the private, stable
organization led by billionaire Robert
Rowling, the challenges it faces competing with bigger brands and what
44
the future holds for this once smalltime player that now has the attention
of developers across the country and
might be on the verge of making a
move into Europe.
HOTELS: How do you have a profound
cultural influence on the company when you
come from accounting?
Mike Deitemeyer: At the end of the

day, I went into accounting because I
didnt have a lot of mentorship, I didnt
know what else to do and I understood
accounting. I have always been a big
F&B guy, always appreciated and
respected the experiential component
and how places and organizations can
distinguish themselves through that.
When I fi rst moved into operations,
I spent a lot of time learning more
about what made other respected
hotel companies unique. It all evolved,
and I surrounded myself internally
with a creative group, and we all
grasped on to that.
I have been with the company since
1992, and what happened along the
way was this creative energy and
thought around how to define our
brand as the anti-brand. We spent time
thinking about what makes a hotel in
MD: We have a small team here, and

originally it started based on the reality that our marketing budget wasnt as
big. To get reach, PR and social media
have to be more valuable and important to us, and we need to get more
than our fair share in those spaces.
As we plan, we try to be different. We
roll out programs now and see other
brands following six or nine months
later. Innovation leads to brand
awareness growth and demand. And
TripAdvisor is the biggest equalizer
for Omni, as with no gamesmanship
people are talking about their Omni
experiences making us the top box in
our class segment.
H: How do you keep that cultural
momentum going?
MD: I feel like it feeds off itself.

People in our organization get recognized for unique ideas. We also work
hard not to be themed or overdone,
because that can be just as bad as
being overly consistent. But we also
want every salesperson to have something unique to sell about our hotels.
For example, in Nashville the wood
behind the front desk is designed to
look like the veneer on a guitar, but it
is not a guitar, and you wouldnt know
it other than the polished wood. When
Edouard 7 Hotel, Paris, France
Buffet
I N N O VAT I O N AWA R D 2 0 1 2
Standards
DONT HAVE TO MEAN
STANDARDIZATION
Worldhotel Grand Juna Wuxi, China
This is our philosophy and for over 40 years, weve improved results for some of the worlds most unique and
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return on investment. And with our Soft Franchise model,
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To learn more visit:
worldhotels.com/welcome-to-world-hotels
or email becomeamember@worldhotels.com
www.degrenneparis.com
matters and is relevant to us.

H: Everyone talks about focusing on the
Millennials. What is Omni doing?
MD: We need to offer great bandwidth and accessibility for devices

people carry in to hotels, but we are
more focused on the human interaction component. We are not at all
tech-averse as we look to embrace how
people choose to gather in our spaces,
but we could also spin our wheels a lot
as we try to keep up with all of that.
H: What is the outlook for group business
in 2014?
Omnis new
800-room hotel
in Nashville,
Tennessee
MD: I was just looking at some of

our consolidated projections, and we
are expecting on a same-store basis
about 6.5% RevPAR growth primarily
coming from average rate. Advance
bookings are up not to the degree
wed hoped but momentum is there
in the shorter term.
H: Are you considering a brand extension?
someone tells you that in a music city

like Nashville, it is a story and makes
the hotel more interesting.
Innovation and commitment to
doing things differently and a focus on
long-term sustainable revenue are what
drive us.
H: How important is social media to your
marketing efforts?
MD: It is critical. Ultimately, consumers have choices in where they stay.

I read a great white paper that explains
about the moment of truth and when
a consumer switches from a booking
engine over to social media to see what
customers who stay at a hotel are
saying, and that number is growing
dramatically. We believe there is a link
you can see between social media rankings and online bookings.
It has become a core part of who
we are. Our hotels are expected to be
active to respond, and activity is monitored. As you think about our brand, it
is the ultimate validation that humanizes us. We relish the feedback, as we
think we win in our segment.
If you get a survey from Omni and
complete it you are automatically given
a link to TripAdvisor, and not just if
you wrote a good survey. As you look
at people, certainly on the leisure side
46
and even in the corporate world, they

see your hotel as one of three or four in
the program they can choose from, and
in most cases the differentiator is either
experience, quality of hotel or points.
Omni cant win on points, and we dont
want to win on points. We put that
extra cost associated with points
programs into our service programs,
and based on our recognition that
MD: We own most of our real estate,

and as we have talked about different
tiers there is the potential loss of focus
on what we do best. The beautiful thing
for us, although we all want to grow
and it is a fairly young organization,
is that we dont have to grow. We are
privately held. For one Omni Nashville
it would take 20 limited-service hotels
to make that kind of EBITDA. These
IF I WENT OUT TO
PUT THE BEST POINTS
PROGRAM TOGETHER I
COULDNT DO IT WITH
THE NUMBER OF HOTELS
WE HAVE. WE HAVE TO
GRAVITATE TOWARD
DOING SOMETHING
COMPELLING FROM THE
EXPERIENTIAL SIDE FOR
OUR CUSTOMERS.
MIKE DEITEMEYER
hotels are big and robust and generate a lot of income. So our
focus has been to stay on this 4.5-star track and stay focused
where we operate 4-star assets at 5-star service levels.
We are playing with a unique opportunity that would put
us in a bigger sector outside the U.S., but we are not ready to
talk about it just yet. By the end of the year it will either be
dead or we will be ready to talk.
H: What will be the mix of resort and business hotels
going forward?
MD: It depends where opportunities present themselves.

Because of what we have been able to do in the last several
years, we are now in discussions in multiple markets for public-private projects, and those tend to be convention centerlocated projects. I hope to make announcements in the next
several months for one or two opportunities in that space.
There are still some urban opportunities we are actively
looking at and selectively on resorts.
There are three markets we have looked at doing construction for urban business hotels. We are not close to pulling the
trigger on any of these right now, which is part of the reason
some of these public entities still understand the need for the
type of subsidy that is available.
As long-term holders of real estate, the KSL transaction
provided us with a footprint we would not have been able
to accomplish otherwise. We did a major redevelopment of
Amelia Island, and the property is fantastic now. It was
losing a few million a year, and next year will have profit in
the US$15 million range and that was accomplished in a
24- to 36-month period.
H: How would you describe your working relationship with
Robert Rowling?
MD: Bob is passionate about building our business. We

have monthly board meetings, but I interact with Bob on a
weekly basis. He gets results on a daily basis from hotels and
looks at how we are tracking. He is very interested in booking
pace and star fair share data.
We are a very competitive organization internally in how
we measure our GMs and teams on share and rankings in
the markets. We set goals around that. I just had dinner with
Bob, his son Blake and Jim Caldwell last night, and we do that
every two weeks to talk through the business and the issues
we are facing, as well as the successes. Omni is now his biggest
business, the lions share of the familys wealth, so he is very
involved and stays active as it relates to capital expenditures.
He wants to understand how we are deploying money.
Organizationally, one of our pillars is the trilogy
(customers, associates, owners), which is the balance of the
organization. Internally, we talk a lot about balance. We
focus on sustainable earnings and spend a lot of time talking
about that. Bob was as intrigued when we on-boarded the
KSL assets as he is about service levels, customer perception
and the gaps in those assets.
H: What is the endgame for the organization?
MD: The endgame is a legacy hold. Omni is a business Mr.

Rowling plans to own for a very long time.
COLLECT
CONVERGE
AND
48
TECHNOLOGY: CRM
HOTEL COMPANIES ARE

GATHERING MORE DATA
THAN EVER, BUT FULL CRM
INTEGRATION REMAINS ELUSIVE
AS HOTELS COMPETE WITH OTAS
FOR CUSTOMER LOYALTY.
contributed by
BRENDAN MANLEY
otel companies are working to collect data from guests

at every step of the stay whether its through a
booking engine, loyalty program, mobile app or on-site
at the property but often hit roadblocks.
Integrating the treasure trove of data in guests social
media accounts with CRM systems remains a thing of the
future as hoteliers must navigate through intermediaries like
online travel agencies that can block direct connections
with customers, sometimes even enrolling them in
their own competing loyalty programs. As a
result, hotel companies are left to employ a
kind of spray and pray approach to
grab as much data as possible.
We use every opportunity to collect relevant
data from our guests:
past history, what they
consume as well as what
they tell us about their
personal guest experiences through surveys,
social media and reviews,
says Amy Weinberg, vice
president of consumer
insights and analytics
for Starwood Hotels &
Resorts Worldwide. We
dont limit ourselves to one
single platform, but do work hard
ensuring our associates and systems
have intelligence about the guest to deliver
branded experiences that are meaningful to
the individual.
Casting a wide net
At Louvre Hotels Group, La Dfense, France, primary data

flows in from the companys Opera CRS as well as the hotels
PMS. The company collects information from its branded
website, central reservation office, HotelForYou smartphone
ON THE
Josiah Mackenzies
blog, Hotel Marketing
Strategies, is read in
high places in the hotel
industry, and he works
to create partnership
leads for social media
data collection vendor
ReviewPro. HOTELS
spoke with Mackenzie
about the best methods of
collecting guest data.
HOTELS: What are
the most effective channels for
data mining?
Josiah Mackenzie: In
terms of direct marketing,
email still remains very
powerful. And the more you
integrate the various
Josiah Mackenzie
systems, you enable a new
level of matching the offer to
the recipient, which reduces the annoy factor, and conversion rates go through the roof.
H: Whats a key emerging channel?
JM: The rise of big data, or contextual
information gathering. The idea that we have
more capacity to look at a lot of different
touchpoints we werent tracking in the past. If
someone clicks on an email or visits a certain
page on the website, we have the technological capacity to capture all that information
and create stories around it.
H: How can you measure ROI on CRM efforts?
JM: One of the most direct ways would be an
increase in the sales conversion rate. You
accomplish that through better targeting,
better messaging. In terms of guest satisfaction, it gets a little fuzzier, but this is typically
one of the brands top objectives to
increase guest satisfaction.
H: Whats next?
JM: Looking at social data is the frontier of
information. Right now at luxury hotels, guest
services teams are manually scanning the
social web for a little information on customers,
whether its the birthday of one of their children,
their favorite food or favorite sport, and providing some little service or amenity as a surprise.
This has big implications on guest satisfaction
and reputation management.
BLEEDING
EDGE
49
THE
Experts quickly point to the tremendous benefits

that an integrated platform would yield, namely the
ability to custom-market to guests with a level of
personalization unattainable today. However,
despite momentum in that direction by hotel
companies developers and vendors, the hotel
industry still has a long road ahead before fully
integrated systems dominate the landscape.
Nobody has figured out how to make use of big
data because just integrating big data and doing
nothing with it is nonsense, says Max Starkov,
president and CEO of HeBS Digital, New
York City. All of the systems live in complete
isolation of each other, or if they pass some sort of information, its very rudimentary, very one-sided.
However, some hotel companies are making steps
toward integration by pulling data out of their internal
systems. Louvre Hotels Group is using a proprietary data
warehouse to both store and clean data arriving from the
chains PMS, CRS and POS systems. Then, it imports that
WE HAVE THE
ABILITY TO
data into the CRM system to be used for coordinated
DE-MULTIPLY
marketing efforts.
THESE PROFILES
To integrate all this data, we use a specific data
AND MAKE SURE
WE ARE NOT
warehouse that is quite unique, says Francoise
SENDING THE
Houdebine, Louvres vice president of sales and marketSAME MESSAGE
ing. At the hotel level, we have one big issue to solve: the
TO THE SAME
CLIENTS. THE
de-multiplication of profiles that are created every day.
MAIN OBJECTIVE
Through this warehouse, we have the ability to de-multiply
IS TO MAKE SURE
THAT WEVE GOT
these profiles and make sure we are not sending the same
CLEAN DATA.
message to the same clients. The main objective is to make
FRANCOISE
sure that weve got clean data.
HOUDEBINE,
Destination Hotels & Resorts, Englewood, Colorado,
LOUVRE HOTELS
is overhauling its CRM system to include a cloud-based,
GROUP
real-time functionality that integrates not only the traditional how I like my eggs data, but pulls in everything from
guests social feeds to post-stay surveys.
Other hotel companies have upgraded multiple systems in recent years
to make sure new platforms were as open to future integration as possible.
One example is Shangri-La Hotels and Resorts, which has seen a sizeable
improvement in data flow since building its own points-based guest retention system within its CRS, which also connects to the PMS. Shangri-La is
already tracking a strong ROI from its overall CRM efforts, thanks in part to
the high-level of personalization the semi-integrated system affords.
We made a conscious effort to develop a loyalty system integrated
within the CRS, says Wee Kee Ng, vice president of loyalty and partner
marketing for Shangri-La. We use Opera, so we have PMS and CRS using
one platform; my membership system also rests on this platform. The
advantage is you can have real-time points redemption. Redemption
reservations can also be done anywhere at any hotel, because the PMS
can also access the membership system. There is no integration required,
because it is all one system.
INTEGRATION
EQUATION
50
app and Wi-Fi registration at the

properties. The company also
conducts data-collection campaigns and is targeting 500,000
new email addresses through the
latest of these ventures.
We have been able to really
multiply the size of the database
and the number of campaigns,
says Francoise Houdebine,
Louvres vice president of
sales and marketing. Today,
compared to last year, we have
already analyzed that we have
been able to multiply by four
the revenue that is generated
through the different campaigns
we have done.
Data-collection practices
common in North America and
Europe are being taken up elsewhere in the world. Shangri-La
Hotels and Resorts, Hong Kong,
is learning that if it can fi nd creative ways to encourage guests
to join its loyalty clubs, its company data warehouse will swell,
offering information that can
be ultimately repackaged into a
customized guest experience.
One of the biggest changes
we made and its common for
hotels in the U.S., but not in Asia
is we require registration for
promotions, says Wee Kee Ng,
vice president of loyalty and partner marketing for Shangri-La.
In Asia, people are not used to
having to register for promotions,
but if you dont do that, youre
just rewarding people who may
not know about other promotions, like double or triple points.
It has given us a much higher
ROI because of the fewer amount
of points we need to give out to
those who have not registered.
One channel that remains
underutilized by hotel companies for data collection despite
the rush to develop them is
TECHNOLOGY: CRM
mobile applications. There are a huge

number of data-collection methods, but the
killer one is mobile apps, says Robert Cole,
president and founder of RockCheetah,
Menomonee Falls, Wisconsin. If you have
a frequent guest program with a mobile
app, and you know where these people are
and what they are doing, that is terrific.
But hotel groups arent very good at their
mobile apps.
How much is too much?
While collecting data, hotel companies are

trying to walk the fine line between engaging customers and flat-out harassing them.
I think there will be a backlash I just
dont know what form that will take yet,
says Robert Habeeb, president and COO
of First Hospitality Group, Rosemont,
Illinois. Im becoming personally frustrated with buying a pair of shoes one day
on the web and the next day getting 10 shoe
ads. I think that will have some chilling
effect on consumers. Maybe someone will
come out with a website where they guarantee fi rst the lowest prices, and second that
they dont sell the information.
One way to ensure a spray and pray
assault doesnt turn off guests is by personalizing the customer messaging, something
Minor Hotel Group, Bangkok, looks to
achieve with its new CRM platform, CPR
Vision, launched earlier this year. The system
has provided an immediate boost in personalization power with the ability to customize
offers based on user profiles as well as the
tools to better communicate with guests during their stay. That said, company executives
stress it still comes down to how much data
guests are willing to provide and how they
prefer to receive marketing messages.
Guests are ultimately the master of their
own profile and destiny, and we have to
communicate with them in the fashion they
would wish, in the time they wish, as often as
they wish, with the content they require, says
Marion Walsh-Hedouin, vice president of
marketing communications and public
relations for Minor Hotel Group. Were able
to custom-build something for them, if they
so wish. If they dont, thats absolutely fi ne.
Branded hotel chains are not just

competing with online travel
agencies to drive bookings through
their respective websites; chains are
now in danger of losing market share
to the OTAs on the loyalty front as
well. With many larger intermediaries
now sporting customer-retention
programs of their own, the space is
getting alarmingly crowded.
This is the first chance that someone has had to really
break into that patent
hotel companies have had
on this loyalty phenomenon,
says Robert Habeeb, president and
COO of First Hospitality Group.
It all comes down to cost and commission.
But hoteliers stand to lose even more on the
deal from there once an OTA loyalty program is
THIS IS THE
FIRST CHANCE
in play, since it is both encouraging that guest to
THAT SOMEONE
keep booking through that OTA (which repeatHAS HAD TO
edly profits the hotel less), guest data flow into
REALLY BREAK
INTO THAT
the hotel is limited and in some cases there may
PATENT HOTEL
even be OTA promotions and incentives the
COMPANIES
hotel actually pays for.
HAVE HAD ON
THIS LOYALTY
There will be substantially less revenue for
PHENOMENON.
the hotel if the person books through the OTA
ROBERT
a 20% or even higher discount on the room
HABEEB, FIRST
rate, says John Burns, president of Hospitality
HOSPITALITY
GROUP
Technology Consulting, Scottsdale, Arizona. If
you look hard at the OTA loyalty programs, for
the most part they are obtaining additional
concessions from the hotels free breakfast, or an upgrade
that the hotel is funding. When a person is a member of an OTA
loyalty program, they are getting benefits that the hotel, rather
than the OTA, is underwriting.
The answer for many hotel companies is to fire back and expand
their own loyalty networks in the face of OTA encroachment. Louvre
Hotels Group is stressing a three-pronged focus on data warehousing, relationship marketing and ensuring employees physically enroll
guests as new members on-site when they arrive at the property.
As we are capitalizing on our data warehouse, we are
communicating very frequently to our client base to make sure
they are going to buy our own loyalty solutions, says Francoise
Houdebine, Louvres vice president of sales and marketing.
Afterward, we have trained our hotels to enroll guests when
they arrive at the hotel. Our client information is something that
we must turn into profit at some point. Efficiently managing a
loyalty program is making sure youre turning this client
information into revenue.
QUESTION
OF
LOYALTY
51
SUPPLYLINE
MKN
FLEXICHEF
WINS AWARD
At the international FCSI

EAME meeting in Warsaw the
MKN FlexiChef was awarded
the Manufacturer of the Year
2013 for distinguished development design. This award honors
groundbreaking designs as well as
innovative solutions and people.
The FlexiChef is equipped with
what it bills as the first automatic
cleaning system for horizontal
cooking technology.
Because of its flexibility,
its numerous applications and
its effect on overall kitchen
design, the FlexiChef is the
most significant development in
recent times, says FCSI EAME
President Martin Rahmann.
CHEF &
SOMMELIER
GLASSES PART
OF COMPETITION
ARC International
brand Chef &
Sommelier served
as an official
event partner
for the European
competition for
best sommelier, Concours du Meilleur Sommelier
dEurope, organized by the Association
de Sommellerie Internationale since
1988 and taking place every three years.
The competition, which took place in
Monte Carlo and San Remo, featured
theoretical and practical tests in Chef &
Sommelier wine tasting glasses.
Jon Arvid Rosengren of Sweden took
the title of Meilleur Sommelier dEurope.
He as well as the runners-up were rewarded with Chef & Sommelier carafes
specially engraved for the occasion.
52
TOURSALES.COM
PROMISES NEW
OPPORTUNITIES
FOR HOTELS
TourSales.com
promises to bring
untapped ancillary revenue to
hotel companies
through commissionable
online bookings of day tours and activities. Hotel
guests can book day tours and activities through hotel-branded websites
that integrate the ecommerce booking
engine of TourSales.com. Guests can
book tours and activities prior to arriving in their destination, and TourSales.
coms collection of 2,500 tours can also
be marketed to guests during their hotel
stays through reservations agents, concierges or any other designated hotel
department. Hotels earn commissions
between 10% and 15% based on volume.
CINTAS
LAUNCHES
UNIFORMDESIGN APP
Cintas Corp. has

launched CintasDesign,
an iPad application
that allows its image
consultants to create
uniform programs for
customers virtually. Via
the app, Cintas image
consultants can show customers the
latest runway styles and trends on their
iPads and also search for Cintas apparel
by garment type, collection, theme and
job function. Using the apps Uniform
Designer module, Cintas can try out various uniform concepts for customers and
bring their ideas to life via virtual models.
With the CintasDesign app, our image
consultants can help customers visualize,
design and test new uniform ideas instantly, says Todd McKeown, vice president,
global hospitality and gaming, Cintas.
NEW ANDAZ
HOTEL USES
INVOTECH
Hyatts recently opened

Andaz Maui at Wailea
installed the InvoTech
UHF-RFID Uniform
System to automate
management of 3,000
uniforms for its staff of 300. The uniform management system is integrated
with the U-Pick-It automated uniform
delivery system from White Conveyors
that puts uniforms in employees hands
quickly. InvoTechs system includes
UHF-RFID handheld readers that
enable instant uniform tracking via the
propertys Wi-Fi network. The Andaz
Maui will also utilize InvoTechs
electronic signature capture to ensure
employee accountability.
INTERNORGA
PLANS MOVE
AHEAD
Preparations for the 88th

Internorga, scheduled
for March 14-19, 2014,
are moving ahead at full
speed. The Hamburg
Fair site is already fully
booked with more than 1,200 exhibitors,
and there are waiting lists in many areas.
Other conference programming will
include the LiquID Bar, which will give
attendees a chance to find out about new
drinks. The Skywalk Table will return to
the show with exhibitors in the tabletop
sector showcasing crockery, glasses, cutlery and seating. At the Trendforum Pink
Cube, visitors can meet trend expert Karin
Tischer, who will speak about future developments in food and beverage.
TRUEBELL,
GROUPE GM
PRESENT
SEVERAL
COLLECTIONS
Truebell and Groupe

GM presented four new
product lines at The
Hotel Show 2013, Dubai.
The Guerlain collection
features the scent of
Eau Imperiale, a blend
of citruses and neroli.
Missoni offers top notes
of tea leaves and milk,
middle notes of jasmine petals and rose
as well as base notes of musk and woody
iris. Nuxes hotel line is enriched with the
traditional therapeutic properties of
honey and based on its leading range,
Rve de Miel. Finally, Yves Rochers hotel
line promises a bright spring fragrance
with notes of citrus flowers.
KEURIG FEATURED AT HILTON GARDEN INN

Hilton Garden Inn guestrooms in the United States
and Canada now feature
Keurig brewing systems.
INHilmar
BRIEF
Rudloff has
taken over the management of Eloma.

Q Medallia recently
signed new customers including Marriott
International in
Rudloff
addition to hiring
Ken Fine as chief
customer officer.
Q Protect-A-Bed has named Johan
Bosman director of international sales.
Q Comcast Business cloud-based,
hosted PBX service, Business
VoiceEdge, is now available to hospitality customers as part of the Comcast
Business Hospitality suite.
Hilton Garden Inn is partnering with Green Mountain Coffee Roasters

(GMCR) to offer Keurig K130 single-cup brewing systems in Hilton Garden
Inns more than 73,000 guest rooms in the United States and Canada. Each
guestroom will be supplied with four complimentary Keurig K-Cup packs.
We heard from our guests that being able to easily make the perfect cup
of coffee in their room was an important part of their morning routine
to start a productive day, so partnering with GMCR to bring its Keurig
single cup brewers to our guestrooms was the perfect solution, says
Adrian Kurre, global head, Hilton Garden Inn.
Q Maytag Commercial
Laundry has added
Nick Ubago to its international sales team.
Ubago is responsible
for U.S.-based export
accounts as well as the
Ubago
companys Caribbean
and Central and South
American customers.
Q Blink Design Group has opened
a new regional headquarters in
Bangkoks Sathorn CBD.
Q German hotel brand Kings Hotels
has selected SiteMinders Channel
Manager to connect its Protel Property
Management System and IDeaS
Revenue Management System to key

local and international booking sites.
Q Xeros has opened its North
American headquarters in
Manchester, New Hampshire, and
appointed Jonathan Benjamin as
president, North America; David Kaupp
as vice president of marketing; and Jim
Basler as director of operations.
Q France 24 has finalized a new
distribution agreement with
Mvenpick Hotels & Resorts and
is now broadcast in the groups
properties around the world.
Q ReviewPro has opened a new office
in Singapore and appointed Michael
Chin as regional vice president for Asia.
53
ENTERTAINMENT, TVS AND MORE
Tangerine orange, Bordeaux magenta, forest green and

mehandi green the fade-resistant colors and overall
design of the Samba collection by RAK Porcelain Europe
aim to enhance the presentation of buffets and breakfasts.
RAK Porcelain Europe, Windhof, Luxembourg.
rakporcelain.eu, info@rakporcelaineurope.com
Manitowoc Foodservice has launched

a new brand of cube ice machines
marketed and sold under the Koolaire
brand name. Koolaire modular Kube
ice machines are available in three
sizes with seven different production ranges from 250 lbs (113 kg) to
1,350 lbs (612 kg) of ice per day. The
Koolaire brand will be supported by
Manitowoc Foodservices current
distribution partners and service
network. Manitowoc Foodservice,
New Port Richey, Florida.
kool-aire.com, manitowocice.com
54
Duck Island toiletries

deliver paraben- and
mineral oil-free products, scented with the
companys signature fragrance, Elissium, which
combines fresh mandarin with warm bergamot
in a balanced aroma.
The range includes liquid toiletries in four volume sizes covering hair
care, bath and shower
wash, body lotion, hand
wash and moisturizing
hand cream. Duck Island,
London. duckisland.co.uk
Philips and its European distributor Indel B offer a new

feature package centered on
Connect and TCO. The features are designed to give both
guests and professionals the
latest in connectivity while ensuring the lowest cost of ownership. Oxigen connectivity
offers access to cloud-based
online apps and ensures mobile devices can communicate
with the TV while remote management tools optimize earnings throughout the product
lifecycle. Indel B, SantAgata
Feltria, Italy. indelb.com,
roberta.rigoni@indelb.com
6TH ANNUAL
18-19 MARCH 2014

PAN PACIFIC SINGAPORE
Spotlight on
Southeast Asia
Founder Patron
Jones Lang LaSalle
Patrons
Pan Pacific Hotels Group
Park Hotel Group
Platinum Sponsors
InterContinental Hotels Group
Marco Polo Hotels
QUO
Ryan Lawyers
Media Sponsors
Hotel Analyst
Hotelier Indonesia
HOTELS Magazine
Sleeper Magazine
TTG Asia
Supporters
HAMA Asia Pacific
International Finance Corporation
International Tourism Partnership
ISHC
Patrons, Sponsors and Supporters as of 5 November 2013
www.HICAPconference.com
m3connect offers a
new cloud based
product, Multi Device
Portal Video, that
allows guests to order
and watch a movie on
their smartphone while
sitting at the hotel bar,
continue on their tablet
by the pool and finish
watching the movie
later in their hotel
room. m3connect
promises the freedom
of choice of the preferred viewing device.
m3connect, Aachen,
Germany. m3-connect.
com, sales@m3connect.de
Tomlinson Industries
stainless steel, wallmounted hairnet dispensers keep disposable
hairnets up and off counters, making hairnets
accessible in one location. Dispensers hold
up to 100 hairnets and
wipe clean with a soft,
damp towel. Tomlinson
Industries, Cleveland,
Ohio. tomlinsonind.com
Loewe Art promises the ultimate in

quality from the
design to the feature list. Combined
with the full HD
panel, the 200 Hz
picture repetition
rate ensures precise motion reproduction in addition
to sound of up to
80 watts. Loewe,
Kronach, Germany.
loewe.tv,
hospitality@loewe.de
56
Aquamenities
dispenser fixture
is manufactured of
high-quality stainless steel and is customized to display
full-size branded
products. Tamperresistant, it is
designed for 4- and
5-star properties.
Properties may
choose brushed or polished stainless steel, and units
are available with one to four bottles. Aquamenities,
Lafayette, California. aquamenities.com
OpenStage Gate View from

Unify is a security solution
that allows operators to
observe and control their
hotel from anywhere.
Monitoring reception, the
loading bay, parking lot or any
other hotel area is possible
via real-time video from a broad range of device options. The system is
compatible with a variety of certified IP web cameras. Unify,
Munich, Germany. unify.com/us/, david-leonhard.steinbauer@unify.com
The Melitta Cafina XT6

offers an ergonomi
cally angled user in
terface with large TFT
touchscreen display.
Other features include
a newly developed milk
system for hot and cold
milk as well as cus
tomizable milk froths;
a newly developed
grinder that preserves
the coffee's aroma and
utilizes grinding disks
that are automatically adjusted; a high
grade metal brewing
unit that adapts piston
pressure to the re
spective coffee spe
cialties; and a fully
automatic self-clean
ing system. Melitta
SystemService,
Minden, Germany.
melittasystemservice.de,
info@mss.melitta.de
...
-............_...._-_..... _ ... ... .. ... - . . ... --
--.. - , -
HotelonAir from
VDA Multimedia is
a mobile business
channel based on
cloud technology
and designed for
mobile devices. It will assist hotel revenue managers in
welcoming guests in an innovative way, even before their
arrival, enabling the upselling of services and special offers.
VDA Multimedia, Pordenone, Italy. vdavda.com, info@vdavda.com
www.hotelsmag.com December2013 HOTELS
57
The C SEED 201 Giant Outdoor LED TV, designed by Porsche Design Studio, is fully ground
retractable, allowing an unobstructed view of its surroundings when not in use. At the top
of its 4.6-m (15-ft) high pillar, an 11-sq-m (118-sq-ft) screen unfolds silently. The TV can be
used for screening major sports events or during weddings, outdoor conferences and
other presentations, even in bright daylight. C SEED Entertainment Systems, Vienna.
SensAir.cube from Vimage is a

small to medium-sized cube that
spreads fragrances used in the
solid state. As the device does not
overheat the refills of essences, it
guarantees top diffusion quality,
not altering scents or harming the
environment. SensAir.cube is also
an interesting design object, as it
combines fragrance diffusion and
light design via LED lights.
Vimage, Mirano, Italy.
cseed.tv, office@cseed.tv
vimage.it, marketing@vimage.it
EXECUTIVE
SERIES'"
MaxLite offers DesignLights Consortium (DLC)
qualified BayMAX LED Linear High Bay Fixtures with

A-B bi-Ievel capabilities that offer LM-80-tested LED
INNOVATIVE
COLLAPSIBLE
X-CART
strips in a low-profile rectangular high bay housing.

Dimming models are also available. The BayMAX
fixtures replace T8 and T5 fluorescent and HID high
bay fixtures in lighting applications with 15- to 40-ft
(4.6- to 12.2-m) ceilings. Constructed of 22-gauge,
cold-roll steel housing, the BayMAX LED Linear High
Bay Fixtures operate on universal 120- to 277-volt
electrical systems. A specular reflector controls
the light distribution and maximizes light output.
MaxLite, West Caldwell, New Jersey. maxlite.com
Locatel is launching Mobility, mobile TV
for hotel guests. The solution includes

a range of apps for guests to download
on their mobile and thus stay directly in
Collapses by 75% for

improved organization
contact with the hotel, wherever they

are. The apps include hotel services,
local tourism information and the abil
ityto make direct reservations on their
Industry-leading weight
capacity for increased
smartphones. Mobility also includes

mobile tablets in hotel lobbies and
productivity
rooms equipped with the applications.

Locate!, Nanterre Cedex, France.
locatel.net, locatel@locatel.net
Discreet, quiet operation

for enhanced image
UPGRADE TODAY AT
RUBBERMAIDCOMMERCIAL.COM
CuboDock from Sonoro promises

advanced technology with the "cubo"
design in this stereo iPod/iPhone docking
station. A Digital Signal Processor adjusts the
balance to maintain the subtleties ofthe sound even at
maximum volume while a textile tweeter disperses clear high
tones with well-defined, detailed reproduction. The system
streams audio wirelessly from Bluetooth-enabled devices such
as iPads, computers, PDAs and mobile phones. SonoroAudio,
Cologne, Germany. sonora-audio.com, info@sonora-audio.com
NewellRubbermaid Brand
11-800-347-9800
2013 by Rubbermaid Commercial Products lLC

3124 Valley Avenue, Winchester, VA 22601
The Shuttle Oven from Ovention Ovens is an accelerated-cooking oven that uses no microwaves, instead
using an advanced precision impingement form of convection. Its programmable, with individually controlled
top and bottom blower speeds for precise cooking
control. It uses catalytic converters to clean its
exhaust, and its UL-listed for ventless operation.
During rush periods, a user can set the controls and
the cooking-chamber doors stay open, allowing the
machine to function as a conveyor. Ovention Ovens,
Milwaukee, Wisconsin. oventionovens.com
The Mimo all-weather chair from

Beaufurn features a square,
galvanized steel frame that is
lightweight and stackable. The
perforated seat and back, square
front legs and round tapered rear
legs comprise the Mimos look,
and the chair is available in a
rust-colored powdercoat
finish in addition to black and
aluminum. Beaufurn, Advance,
North Carolina. beaufurn.com
Modern Forms Dawn LED luminaire promises cutting-edge abstract

design to complement modern architecture. Energy-efficient indirect
ambient back lighting and down lighting create bright spatial illumination
for security and architectural accent. All Modern Forms luminaires feature
LED modules engineered to deliver consistent light quality, lumen output
and a high color rendering index. Modern Forms, Port Washington,
New York. modernforms.com
Rubbermaid
Commercial
Products Collapsible
X-Cart is a durable
basket truck system
featuring a compact,
lightweight frame that collapses by 75%
and a design for discreet, quiet operation. The
Collapsible X-Cart features discreet colors, reduced noise and concealed supplies. The system
also features a detachable bag for easy cleaning, color-coded ribbons to classify contents,
swivel casters for maneuverability and bumper
guards to add extra protection during transport.
Rubbermaid Commercial Products, Winchester,
Virginia. rubbermaidcommercial.com/xcart
HOTEL ROOM SETTING

www.jvd.fr
ZENLINE RANGE
The new Duchesse 0.8L

STAINLESS STEEL KETTLE
Grants innovative design and latest
technology as well as suitability.
Double security method:
Auto shut off system accompanied
by a luminous button placed all
along the handle assures the
switching-off at any time.
Duchesse fits perfectly in our Zen Line
tray thanks to our integrated fasten
plates.
Contact:
jvdexport@jvd.fr
RANGE
F O R B AT H R O O M
RANGE
Hair dryers, Mirrors, Digital Scales,...
FRANCE: www.jvd.fr
FOR GUEST ROOM
Hospitality trays, Safes, luggage racks...
ASIA: www.jvd.com.sg
SPAIN: www.jvd.es
61
The Switch 3-Way from Switch Lighting is

a three-way LED bulb in the A form
factor. It provides three levels of light in a
low-medium-high configuration at the flip
of a switch. It promises the same warm,
familiar glow of an incandescent while
using up to 80% less energy. Switch also
offers the LQD Cooling System, which is
liquid silicone inside the bulb and a proprietary driver. Switch bulbs can be used in
any orientation including upside down
in any fixture and any location.
Switch Lighting, San Jose, California.
switchlightingco.com
Acclaim Lighting
offers the ALQ
series featuring high-powered
linear graze and
parabolic-aluminized-reflector (PAR)
wash fixtures that deliver a spectrum of colors for illuminating buildings, facades and
landscapes. Featuring 10-watt Cree quadcolor (RGB+W) LEDs, the ALQ Bar promises
30% more output than typical quad lenses.
The grey-finished ALQ Bar is built with a sturdy, diecastaluminum housing and IP 65 wet-location rating.
Acclaim Lighting, Los Angeles. acclaimlighting.com
The Mobile Culinary Station from Spring USA is a

self-contained, mobile induction cooking station
with refrigerated drawers, stainless steel surfaces and a durable, jet-black exterior treatment.
The unit features two, 1800-watt SM-181R MAX
Induction Ranges as well as an integrated AF-350
Air Filtration System and refrigerated drawers
that consist of a hermetically sealed compressor,
finned evaporator and condenser. Spring USA,
Naperville, Illinois. springusa.com
SCA, the maker of the Tork brand of paper products, has

launched the Stand and Counter Xpressnap Signature
napkin dispensers. Xpressnap products feature the One
Napkin, Every Time design that guarantees 25% reduction in napkin usage. The new
Signature Stand and Counter
dispensers promise higher
napkin capacity, with the
Signature Stand holding 1,000
napkins and the Signature
Counter holding 500. Other
features include a door on the
Signature Stand to
make refilling
easier, options.
SCA, Stockholm.
sca.com
62
Maytag Commercial Laundry 75-lb

(34-kg) On-Premises (OPL) Dryers
promise moisture-sensing technology,
improved airflow and a reverse-tumble
feature. The tempered glass door and
solid dryer drum help keep warm air in
the drum,which forces more heated air
through the load to reduce energy use.
The dryer utilizes a Residual Moisture
Control (RMC) sensing system to measure the presence of moisture in the load.
The dryer senses when the load is dry,
shutting the unit down to prevent overdrying. The reverse-tumble feature reduces dry times on large items. Maytag
Commercial Laundry, St. Joseph,
Michigan. maytagcommerciallaundry.com
ADVERTISERS INDEX
SALES STAFF
PUBLISHER
Dan Hogan
1.312.274.2221 | dhogan@hotelsmag.com
SALES MANAGER
David Wood
1.312.274.2225 | dwood@hotelsmag.com
Alto-Shaam Inc.
www.alto-shaam.com
Page 15
POST Integrations, Inc.

www.postint.com
Page 27 (A)
The Americas Lodging Investment Summit (ALIS)

www.ALISconference.com
Page 29
Procter & Gamble

www.pgpro.com
Page 6 (A)
Angelo Po
www.angelopo.it
Page 27 (I)
Purchasing Management International

www.pmiconnect.com
Page 37 (A)
Cetis
www.telkedex.com
Page C-3
RAK Porcelain Europe SA

www.rakporcelain.com
Page C-4
DIRECTV
Pages 30-31 (A)
Rubbermaid Commercial Products

www.bubbermaidcommercial.com
Page 59
SCANDINAVIA/UK
Stephen Waddell, Manager

Brook House 335 Brook St, Belvedere, Kent,
DA17 6NH ENGLAND
+44 (0) 1322 437091 | swaddell@hotelsmag.com
CENTRAL/SOUTHERN EUROPE
Caroline de Donnea-Birkel
and Brigitte de Donnea, Managers
Am Muehlenteich 18
40822 Mettmann
Germany
Phone: +49 2104 957 26 93
Fax: +49 2104 957 26 94
bdedonnea@hotelsmag.com
cdedonnea@hotelsmag.com
CHINA
Nancy Yu, Managing Director

Oceania Publishing & Media
Room 503, No 1398
Ping Liang Rd
Shanghai China 200090
+86 21 51260111-218
PUBLISHED BY MARKETING
& TECHNOLOGY GROUP
Chairman, Jim Franklin

President, Mark Lefens
Vice President, Sales, Bill Kinross, Steven D. Mayer
Director, Product and Online Audience Development,
Steve Delmont
Director, Marketing, Events & Production,
Laurie Hachmeister
Technical/IT Support, Benjamin Isidore
Software Engineering Manager, Kevin Chen
Circulation Manager, Ed Wacholder
Office Management, Robert Wilborn,
Dawn Batchelder
Dometic
www.dometic.com
Page 17 (I)
Front of the House
www.frontofthehouse.com
Page 2
Groupe GM
www.groupegm.com
Pages 20-21
Guy Degrenne
www.guydegrenne-hotel.com
Page 45
Hotel Investment Conference Asia Pacific (HICAP)
www.HICAPconference.com
Page 55
Intergastra - Messe Stuttgart
www.messe-stuttgart.de/en/intergastra
Page 7
Interval International
www.resortdeveloper.com
Page 3
JVD
www.jvd.fr
Page 61
CONTACT US AT:
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60642-2643 | 312.274.2200
email: sales@hotelsmag.com
HOTELS (ISSN 1047-2975), Volume 47, Number 10. Published
monthly (except for combined Jan/Feb and July/Aug issues) by
Marketing & Technology Group Inc., 1415 N. Dayton St., Chicago IL 60642-2643; 312-266-3311; fax 312-266-3363. Periodicals
postage paid at Chicago IL and at additional mailing offices.
Copyright 2013 Marketing & Technology Group Inc. All
rights reserved. Reproduction in whole or part without written permission is prohibited. POSTMASTER: Send address
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Agreement #40612608. Canada returns to be sent to: Pitney
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Singapore Exhibition Services

www.foodnhotelasia.com
Page 58
Southern Aluminum Mfg. Inc.
www.southernaluminum.com
Page 60 (A)
Stoelzle Lausitz
www.stoelzle-lausitz.com
Page 47
Tablecraft Products
www.tablecraft.com
Page 60 (I)
TKS Germany
www.tks.net
Page 6 (I)
TV5MONDE
www.tv5monde.com
Page 37 (I)
Vista Alegre Atlantis
www.vistaalegreatlantis.com/hotelware
Page 4 (I)
Vita Mix Corp
www.commercial.vitamix.com
Page 17 (A)
m3connect
www.m3connect.de
Page 13 (I)
Wall Street Journal

Page 13 (A)
Mercedes-Benz USA
www.mbsprinterusa.com
Pages 8-9
WorldHotels
www.worldhotels.com/welcome-to-world-hotels
Page 45
Nissan North America, Inc

www.NissanCommercialVehicles.com
Page 4 (A)
Wyndham Hotel Group

www.whgdevelopment.com
Page C-2
Northmace & Hendon

www.northmace.com
Page 57
Zieher KG
www.zieher.com
Page 1
An (A) after the page number indicates advertisements that appear only in the Americas editions;
an (I) indicates advertisements that appear in international editions.
63
LAGNIAPPE
HENRIQUES
GENERAL MANAGER, PHULAY BAY,

A RITZ-CARLTON RESERVE, KRABI, THAILAND
Leading Ritz-Carltons
first Reserve property
is no small challenge,
but Ana Henriques
took on that task a
couple years ago more
than ready for the
experience. With more
than 20 years on her
hospitality resume,
Henriques started as
a cost controller at the
Hotel Estoril Eden in
her native Portugal,
but she also has held
posts ranging from
F&B to sales and marketing. Nevertheless,
this ambitious GM
knows professional
life isnt everything,
and counts learning
to be less demanding
of herself and others
among her most
important lessons.
What is your hotel pet peeve?

I am very particular about bed setting and pillows. All pillows on the bed need to be perfectly
aligned to make sure the bed gives you this sense
of comfort, cleanliness and perfection that
makes you sleep and relax like in no other place.
What is your favorite travel item?
My iPad. I like to be in constant contact with
friends and family, upload pictures and read
the morning newspaper. It is the one tech item
I cannot leave without.
What is the best idea you have ever stolen?
One day I went with our Thai owners and
colleagues to the town of Krabi, and we
experienced a local and simple street food
called roti. It is a very light and delicate crepe
that Thais eat with tea. We all loved it! The
next day I asked our pastry chef to reinvent
it in a refined and Ritz-Carlton way for our
Thai restaurant guests. It was a big success.
I loved the fact that inspiration can come from
places you could never imagine. You always
need to keep your eyes wide open.
What is one thing most people dont know about you?
My first job was in the kitchen, where for a
month-and-a-half my role was to clean squid
all day long. I think about that as a reminder to
always stay humble.
64
What would you like to have more time for?

My family in Portugal. I try to be as present as I
can with Skype video calls. Technology helps us.
What was your favorite childhood hobby?
Horseback riding. That was actually how I met
my husband, and we are still together after
20 years of marriage. I believe I chose the
right hobby.
What was your hardest professional moment?
When I was 22 years old I had to report to the
GM about another manager who was stealing from the company. It was very difficult, as I
had to choose between the natural instincts of
protecting a fellow colleague and doing what
was right. I believe you always know inside
what is right and what is not, and you need to
find the strength to stand up for what it is right.
Why did you choose to work in hotels?
For the natural instinct of pleasing others and
making everyone feel at home.
If you were not a hotelier, what would you be?
An architect.
What is your best hotel memory?
Enjoying a glass of Chardonnay at Tanzania
Lodge while looking at the sunset in Ngoro
Ngoro Crater.
The guestroom tel

telephoneredened.
Merge contemporary, sophisticated styling with

smart technology and what happens? You establish
a new denition for hotel guestroom telephony.
Bluetooth pairing Pair with a smart device to dial and receive calls on the guestroom
telephone.
Stream music from a smart device over the phone speakers.
Play a smart device wake-up reminder via the phone speakers.
USB charging Charge smartphone and tablet devices via dual side-mounted
USB charging ports.
WiFi
Optional built-in wireless access point supports multiple smart
devices in the guestroom.
Or, plug into the telephone Ethernet port for secure online
communications.
Voice mail Patented OneTouch voice mail retrieval technology.
M Series by Teledex. Call + 1.217.239.6517 or write info@teledex.com
for details, and to place your request to receive a sample telephone.
2013 Cetis, Inc. Product specications and descriptions in this document subject to change without notice. CetisTM, Teledex are trademarks or registered trademarks of Cetis, Inc.
Happy Holidays
MIDDLE EAST / ASIAs2!+0ORCELAIN5!%,,#sT (+971) 72 434 683 sRAKPORCELAIN RAKCERAMCOM swww.rakporcelain.com

EUROPEs2!+0ORCELAIN%UROPE3!sT (+352) 26 360 665 sINFO RAKPORCELAINEUROPECOM swww.rakporcelain.eu
USAs(OMER,AUGHLIN#HINA#Os4(+1800) 452-4462 sHLC HLCHINACOMswww.hlchina.com

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THE MAGAZINE OF THE WORLDWIDE HOTEL INDUSTRY

REGIONAL OUTLOOKS FOR 2014

WYNDHAM HOTEL GROUP

At Wyndham Hotel Group, were not content with being

WYNDHAM GUAYAQUIL - GUAYAS, ECUADOR

To learn more, call 888-222-0712 or visit www.whgdevelopment.com

*Based on number of hotels.

DE C E M B E R 2 013 V O L . 47, N O.10

2014 forecast p22

Mike Deitemeyer p42

DE C E M B E R 2 013 V O L . 47, N O.10

about the cover

Upon its debut last December, Wyndham Istanbul Kalamis

HOTELS December 2013 www.hotelsmag.com

Start Your Own

Scan the QR code for more information

Timeshare gives you

THE MAGAZINE OF THE WORLDWIDE HOTEL INDUSTRY

Jeff Weinstein, Editor In Chief

Mary Gostelow, Adam Kirby, Oriana Lerner

Dan Hogan, Vice President, Publisher

his month HOTELS presents regional snapshots of what to expect

From my office, where I love to

considerably with art, fashion and

www.hotelsmag.com December 2013 HOTELS

A TELLING NAME TO RELY ON.

Louvre Hotels Group.......................................49

All Inclusive Collection ..................................39

Meli Hotels International............................26

Anantara Hotels, Resorts & Spas ...............28

Minor Hotel Group .................................... 25, 51

Andaz Liverpool Street ................................. 40

Mondrian London ............................................26

Artotel Amsterdam ........................................26

Myanmar Andaman Resort ..........................18

Ashford Hospitality Trust..............................24

Novotel Times Square....................................16

Chesapeake Hospitality Management .....22

Ocean House Management ..........................16

Cisneros Real Estate ......................................24

Omni Hotels & Resorts ...................................42

Conrad Miami ...................................................39

Omni La Costa Resort and Spa.................... 44

Destination Hotels & Resorts ...............38, 50

Omni Nashville Hotel ..................................... 43

Epic Hotel ...........................................................41

Prudential Real Estate Investors................10

Gecko Holdings Group ...................................18

Ritz-Carlton Hotel Co., The .....................14, 18

Rotana Hotel Management Co. ...................28

Hilton Worldwide ............................................28

Scandic Hotels .................................................18

Hongkong & Shanghai Hotels, The.............18

Shanghai Jin Jiang International

Hotel Estoril Eden ............................................64

Starwood Hotels &

Hyatt Regency Bellevue ............................... 40

Steigenberger Hotel Group ..........................12

Stowe Mountain Lodge .................................38

IHG ................................................................ 14, 28

Thayer Lodging Group....................................24

InterContinental Hotels & Resorts ............14

Triples Holdings ...............................................10

InterContinental San Francisco..................14

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