Hotels 2013 09

THE MAGAZINE OF THE WORLDWIDE HOTEL INDUSTRY
SEPTEMBER 2013
www.hotelsmag.com
GREAT HOTEL
RESTAURANTS
CEO ROLE EVOLVES

DESIGN: CAPELLA GEORGETOWN
OPTIMIZED REVENUE MANAGEMENT
WYNDHAM HOTEL GROUP

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
the best. Our goal is to nd like-minded partners who
are looking to form lasting relationships, and then
provide the types of revenue-generating and
cost-saving services that will make them want
to remain a member of our family forever.
We invite you to join us as we continue to grow our
diverse collection of 15 hotel brands across
the globe.
WYNDHAM GUAYAQUIL - GUAYAS, ECUADOR
To learn more, call 888-222-0712 or visit www.whgdevelopment.com
*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.
Creating Hospitality
SE P T E M BE R 2 013 V O L . 47, NO.7
AFFINITY
features
Premium Porcelain
SPECIAL REPORT
Todays CEO p20

Leaders of hospitality companies
today cant be just good they need
to be great. And they need to excel
at a never-ending to-do list that
includes everything from crafting a
strategy that generates buy-in from
the board of directors and hotel staff
alike to being a branding genius and
a social media whiz.
DESIGN
Capella Georgetown p28

Capella Hotel Group wanted the
perfect site for its fi rst U.S. Capellabranded hotel, and the company
found it in Washington, D.C.s historic
Georgetown area. Not only does the
property border the C&O Canal and
offer picturesque views of nearby
monuments, inside guests can enjoy an
environment that feels like an elegant
private home.
PIPELINE
Latin America p47

The region is about more than just a booming Brazil. Burgeoning middle classes in
several Latin American countries are traveling beyond their own borders, and hoteliers
who once catered almost exclusively to
guests from other parts of the world are now
drawing business from closer to home.
Villeroy & Boch S..r.l. Hotel & Restaurant
330, rue de Rollingergrund 2441 Luxembourg
Tel.: + (352) 46 82 11 Fax: + (352) 46 90 22
E-mail: info.hr@villeroy-boch.com
www.villeroy-boch.com/afnity
SE P T E M BE R 2 013 V O L . 47, NO.7
about the cover
Among this years 10 Great Hotel Restaurants chosen

annually by a global panel of expert judges assembled by
HOTELS is Restaurante Fasano at Fasano So Paulo.
Open since 2003, the restaurant was designed by Brazilian
architects Isay Weinfeld and Marcio Kogan to offer a richly
textured and varied ambiance, and it succeeds in providing
an elegant yet calming respite in the middle of the busy
city. When theyre not admiring the dcor, guests can enjoy
traditional Italian cuisine with a creative, contemporary
twist such as gnocchi stuffed with ossobuco and served
with gremolata or braised lamb with roasted potatoes and
artichokes. Read more in F&B starting on p37.
departments
5
Editors Diary
In awe of unfi ltered hotelkeeping
Global Update
56 Technology
Revenue management
62 Supplyline
68 Products
Minibars, coffee/tea and more
80 Lagniappe
Amanda Hyndman, general manager,
Mandarin Oriental, Bangkok
HOTELS September 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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IN AWE OF
UNFILTERED HOTELKEEPING
his month our Special Report (p20) looks at the issues and
opportunities facing hotel CEOs, and it is abundantly clear
that it is no easy task sitting in the hot seat. Just ask Denis
Hennequin, Katie Taylor or Laurence Geller all well
respected, high-profile leaders who used to answer to boards
that recently decided to change leadership for different reasons. The
pressures on CEOs to push all the right buttons in a timely manner, to sign
the right deals, to have the vision to see tomorrows trends and to deliver
now is never ending. They are forever in the air, on the phone, taking
meetings, massaging the message and putting out fires. I have immense
respect for all of them, but I do not envy the pressures they face.
I do, however, envy
Jean-Yves and Christiane
Germain of Groupe
Germain Hospitalit based
in Montreal. I recently interviewed them for a short profile (p10), and as we talked I
couldnt help but appreciate
who and what they represent a small but growing
lifestyle hotel group with all
their assets in Canada, so
far. They not only operate
their hotels, but they also
develop them for themselves, they
are proud to proclaim. They build with
their operational team in mind, as well
as their guests. By holding true to those
principles, they believe the bottom line
should take care of itself.
The Germains grow the company
at their pace, have investors who buy
into their approach and are close
enough to each property to have a personal impact. They can work sustainably, support the local communities
and have fun. I love how they came
up with an idea to use Instagram for
their Alt brands art installations. The
increased response they received from
their followers speaks

volumes about the small
brands essence and the
Germains ability to act
without a boards approval.
They are tied closer to the
brand, can more satisfactorily connect with their
teams and, at the same
time, make enough money
to make their constituency
happy. It sounds like a bit
Editor In Chief
of hotel nirvana to me.
No doubt there are others like the Germains living a similar
dream. Talking to them caused me to
pause, to appreciate the freedom they
seem to have, to notice the sense of
ease in their voices and their ability
to speak from the heart without worrying about censoring every word.
The juxtaposition between the spaces
in which CEOs and the Germains operate is so tangible and noticeable. And
while I understand both groups are
energized in their own ways and were
hired to play different roles, I only wish
one day the big-time CEOs are able to
speak with us in a similarly glorious
way as the Germains.
www.hotelsmag.com September 2013 HOTELS
COMPANY INDEX
COMPANY ............................. PAGE
COMPANY ............................. PAGE
COMPANY ............................. PAGE
137 Pillars House ........................................ 12
Fairmont Raffles Hotels

International ............................................... 56
IHG .......................................................... 16, 48
Accor ...................................................... 22, 47

Alt ..............................................................5, 10
Ashford Hospitality Trust ......................... 60
Atlantica Hotels ......................................... 24
Fasano So Paulo ....................................... 42

Fattal Hotels Israel..................................... 14
Fibra Hotel................................................... 52
Interstate Hotels & Resorts ................. 9, 56

Jinjiang Inn ................................................... 9
Jumeirah Group ......................................... 22
Fibra Inn ....................................................... 52
JW Marriott Panama Golf &

Beach Resort .............................................. 48
Fosun International ..................................... 9
Kempinski Hotels................................. 22, 56
Four Points Miraflores .............................. 52
Las Vegas Sands ........................................ 18
Four Seasons Hotels and Resorts ..... 12, 22
Le Bristol Paris............................................ 38
Greenland Group ......................................... 9
Le Germain.................................................. 10
Greenwood Hospitality Group................ 56
Lexington New York City, The ................. 56
Castleton Hotel Partners I ........................ 29
Groupe du Louvre ........................................ 9
Loews Hotels .............................................. 23
China Lodging Group .................................. 9
Groupe Germain Hospitalit ................5, 10
Louvre Hotels Group ................................... 9
Choice Hotels International ..................... 23
Hilton Bogota ............................................. 50
Mandarin Oriental, Bangkok ................... 80
Club Mditerrane....................................... 9
Hilton Lima Miraflores .............................. 52
Mandarin Oriental, Tokyo ........................ 44
Commons Hotel, The ................................ 16
Hilton Worldwide ................................ 24, 48
Marriott International..........................47, 56
Commune Hotels & Resorts .................... 24
Hotel Principe di Savoia ............................ 12
Meli Hotels International ................... 9, 52
Courtyard by Marriott............................... 52
HNA Group.................................................... 9
Minor International ................................... 18
Crowne Plaza Israel Hotels ...................... 14
Hub by Premier Inn .................................... 10
NH Hoteles .................................................... 9
Dalian Wanda Group ................................... 8
Hyatt Hotels Corp. ..................................... 50
Nira Hotels & Resorts................................ 23
Dorchester Collection, The ...................... 12
Hyatt Place .................................................. 50
Noble House Hotels & Resorts ................ 16
AXA Private Equity ...................................... 9

Brazil Hospitality Group ........................... 50
Breakers, The .............................................. 14
Capella Hotel Group .................................. 29
Capella Washington D.C.,
Georgetown ............................................... 29
Nomad Hotel, The ...................................... 40

Northview Hotel Group ............................ 56
Onyx Hospitality Group............................ 18
Orient-Express Hotels .............................. 23
NEWS 9/2013!
Ozo Wesley Hong Kong............................. 18

Park Hotels, The ......................................... 23
zieher.com
Park Hyatt Dubai ........................................ 45
GERMANY
Park Hyatt Sydney ..................................... 38

Park Hyatt Zurich ....................................... 42
Peninsula Hong Kong, The ....................... 40
Preferred Hotel Group ........................ 18, 58
Qube Frankfurt ............................................. 9
Shanghai Jin Jiang International
Hotel Group Co............................................. 8
Shangri-La Hotel, Paris ............................. 43
SilverNeedle Collection............................ 12
Sofitel Minneapolis ................................... 60
Squareline
www.zieher.com
Dots
www.facebook.com/ZieherGermany
Solid
Sorgente Group, The................................. 18

Starwood Hotels &
Resorts Worldwide ............................. 22, 48
Taj Hotels Resorts & Palaces.................... 25
Thayer Lodging ............................................ 8
Tivoli Hotels & Resorts ............................. 48
Trump International Hotel &
Tower Toronto ............................................ 44
Tryp by Wyndham...................................... 52
Whitbread PLC ........................................... 10
Wyndham Hotel Group ....................... 22, 47
Visit us at: HOTELSHOW Dubai, UAE, Booth 3 B55 28.09. - 30.09.2013 (with OS&E)
Natural Bridge, Virginia Rockbridge County
REAL ESTATE AUCTION
The Historic Natural Bridge, 120+ Room Hotel, Natural Bridge Caverns and More - On 1600 Acres
Thursday, November 14 at 2:00 PM On Site
One of the Natural Wonders of the World, Natural Bridge, is for sale at public auction.
Included within the 1,600 acre boundary are The Natural Bridge, Natural Bridge Hotel, Natural Bridge Caverns, Stonewall Cottages and Inn, single family homes, Natural Bridge Gift
Shop and Wax Museum.
This National Historic Landmark was purchased by Thomas Jefferson from King George, III of
England in 1774 and has hosted millions of visitors from around the world. George Washington surveyed The Bridge in 1750 as evidenced by his initials carved into this famous stone
arch.
The current owners, in their late 80s, have been stewards of this monument for almost 30
years. It is now time for new owners to take the helm. The property will be offered in various parcels and groupings of any request, up to and including the entire 1600 acres.
The Natural Bridge
The Hotel: 92 guest rooms overlooking the rolling hills of The Shenandoah Valley only minutes from Historic Lexington, Virginia.
The beautiful foyer gives way to an elegant dining room and tavern on one side and a spacious conference center on the other. The
adjacent annex offers an additional 30 guest rooms.
Across from the Hotel is a large parking area that supports the gift ship, wax museum and The Natural Bridge. Over 65,000
square feet are available in the buildings on this parcel.
Adjacent to the parking area is the Stonewall Inn and Cottages perched on a gentle knoll and on the hill above, overlooking Cedar
Creek. For millions of years the creek carved its way through the Bridge making its way to the James River less than a mile away.
The eight cottages feature 36 guest rooms.
Near the Hotel complex is the Natural Bridge Caverns with its spectacular rooms and features. It was discovered in the 1800s but
not open to the public until 1977. Natural Bridge Caverns descend 34 stories with exciting twists, turns and beautiful formations,
and are the deepest caverns in the eastern United States.
The land: 1,600 acres of scenic, rolling farmland and forest surrounds this national treasure
and is accessed by miles of state road frontage, including US Highway 11.
Hundreds of years ago Natural Bridge was the passage early settlers crossed to make their way
westward to new territories. This property has signicant conservation easement potential.
The Natural Bridge Caverns
Natural Bridge is a multi-million dollar income revenue enterprise. For details and nancial information please contact us.
Woltz & Associates Inc., Brokers & Auctioneers

800-551-3588 Boyd Temple or Charlie Wade
woltz.com
Roanoke, VA VA# 321
GLOBAL UPDATE
DAWN
OF A
NEW
ERA
UPDATES
GROUPE
GERMAINS
GROWING
BRANDS
10
THE TRUE VALUE

OF PINTEREST
12
HANDS-ON CSR
IN THAILAND
12
ISRAEL PLUGS ON
14
ON THE WEB
18
he global hotel industry has been focused

for years on what is going into Mainland
China as the big brands jostle to expand
there. Now it should heed what is coming out.
Mainland Chinese conglomerates are
investing in Western hotel companies, and
developers are investing in hotel properties
worldwide according to Asia Society,
2013 is expected to see record investments in
U.S. commercial real estate from China. At
the same time, Mainland Chinese domestic
brands are popping up abroad. The overall
impact is only starting to be felt.
Given the size of China, over the next 10
years we expect to see a significant share of
hotels in international gateway cities under
Chinese ownership that will likely be partially proportionate to the level of visitation
by Chinese, says Daniel Voelim, managing
director, HVS Hong Kong. My estimate
will be 5% to 15% in key destinations for
Chinese leisure and business travelers in
Asia Pacific and up to 10% in other key
markets globally. We are only seeing the
beginning of this trend.
Financing deals is not a challenge for
these Chinese companies as they typically
have strong balance sheets and are able to
draw on domestic and local debt to fund
their expansion.
Dalian Wanda
Group is investing more than
US$1 billion in
a mixed-used
London
development
that includes a
160-room hotel
it is branding.
Like the Japanese 25 years ago, Mainland

Chinese investors are pumping billions into
foreign real estate investments despite challenging capital flow restrictions on outbound
investments. Chinese companies are investing in mixed-use developments that include
a hotel component, a trend likely to continue
for the near future. Chinese groups develop
hotels not for standalone financial returns
but as a component of a mixed-use project to
add an amenity, says Nigel Summers, director of HTL Horwath, Hong Kong.
A recent example of this is the US$1 billion investment announced in June by the
privately held Dalian Wanda Group, Dalian,
China, to develop and brand a 160-room,
5-star hotel in London with Green Property.
Analysts say these investments are likely
to be more long-term than that of private
equity companies as the goal of the Chinese
developers is to diversify their holdings in
more mature markets so their portfolios are
less susceptible to price or rate movements.
The investments in Western hotel companies are coming from both large statecontrolled and privately held companies.
Shanghai Jin Jiang International Hotel
Group Co., Shanghai, was an early example
of this with its 2010 joint venture with
Thayer Lodging, Annapolis, Maryland,
GLOBAL UPDATE
Louvre, Nanterre, France, for 30 hotels, with

15 in France and 15 in China cobranded as
Campanile & Jinjiang Inn hotels. The hotels
in France are located in Paris, Bordeaux,
Lyon, Marseille and Nice, and each hotel
will display both trade names at its entrance.
The hotels are equipped with Chinese
language brochures and signs, telephone
assistance for guests in Chinese, Chinese
foods and dishes included in the breakfast
buffet, green tea in guestrooms and Chinese
channels on guestroom televisions.
This partnership also enables Louvre
Hotels Group and Jinjiang Inn to share
management experience and know-how as
two Jinjiang Inn managers participated in a
four-week exchange program in France.
Challenges remain
Other Chinese operators are concentrating

on their own market for now. Expansion
outside China is not our priority in the near
term, says Ida Yu, investor relations manager for China Lodging Group, Shanghai.
Chinese operators may still face a learning curve to compete in foreign countries
where their brands are new to non-Chinese
consumers. At the same time, Chinese consumers are becoming more familiar with
Western brands that are rapidly expanding
in China. For operators, excluding the
economy segment, there is a still a learning
curve in terms of management skills particularly in the way management has learned
to be more flexible and respond to demand
fluctuations, be it in concept design, pricing, staffing or outsourcing, Voelim says.
Chinese operators are unlikely to enter a
market without any strategic leverage, be it
through distribution or ownership.
World Economic Forum
to purchase Interstate Hotels & Resorts,

Arlington, Virginia. In April, HNA
Group, Haikou, purchased a 20% stake in
NH Hoteles, Madrid, with a 234 million
(US$307 million) capital increase. The privately held Fosun International, Shanghai,
along with AXA Private Equity, Paris, in
May gave Club Mditerrane, Paris, a buyout offer estimated at 556 million (US$719
million). We have the means to face shortterm uncertainties to support the development of Club Mditerrane, in particular
in Asia, and consolidate its positions in
Europe, says Jiannong Qian, Fosuns
business investment department general
director and assistant president.
Some Mainland Chinese brands are making their first steps abroad. Leading the pack
is Greenland Group, Shanghai, which in May
rebranded a former Tryp hotel as the 177room Qube Frankfurt as part of a strategic
agreement with Meli Hotels International,
Palma de Mallorca, Spain. Operated by
Greenland, the hotel provides customer service in Mandarin Chinese as well as Chinese
food and beverage offerings and banquet and
meeting arrangements. Greenland and Meli
plan to exchange further properties to give
Greenland more hotels in Europe and Meli a
stronger foothold in China.
Dalian Wanda Group Chairman Wang
Jianlin says his company will announce later
this year a Wanda-branded luxury hotel in
New York City, and it plans to build luxury
Wanda hotels in up to 10 cities worldwide
over the next 10 years.
In addition to its investment with
Interstate, Shanghai Jin Jiang International
Hotel Group Co. last year unveiled a
co-branding agreement with Groupe du
DALIAN WANDA
GROUP CHAIRMAN
WANG JIANLIN
says his company will
announce later this
year a Wanda-branded
luxury hotel in New York
City, and it plans to build
luxury Wanda hotels in
up to 10 cities worldwide
over the next 10 years.
DELUGE OF DEALS
The past few months have seen a number of examples of Chinese hotel companies venturing beyond Mainland China:
APRIL HNA
Group,
2013 Haikou,
China,
purchased a 20%
stake in NH Hoteles,
Madrid, with a 234
million (US$307
million) capital
increase.
MAY
2013
The privately held Fosun International, Shanghai, along with

AXA Private Equity, Paris, gave Club Mditerrane, Paris, a
buyout offer estimated at 556 million (US$719 million).
Greenland Group, Shanghai, rebranded a former Tryp hotel

as the 177-room Qube Frankfurt as part of a strategic agreement with
Meli Hotels International, Palma de Mallorca, Spain. Operated by
Greenland, the hotel provides customer service in Mandarin Chinese
as well as Chinese food and beverage offerings and banquet and
meeting arrangements.
JUNE
2013
Dalian Wanda
Group, Dalian,
China, announced
plans to invest
US$1 billion to develop
and brand a 160-room,
5-star hotel in London with
Green Property.
GLOBAL UPDATE
A recent
Instagram
campaigns by
ALT
HOTELS
GENERATED
MORE
THAN
120,000
ENTRIES,
some of
which
became part
of a lobby
collage.
CANADA
COOL
Brother and sister Christiane and

Jean-Yves Germain dont like to
broadcast it too loud, but their
Groupe Germain Hospitalit pretty
much owns the homegrown lifestyle
space in Canada.
Their two brands Le Germain
and down-market Alt continue to
grow and have capital and investment partners to take the brand
further, perhaps 10 to 15 Alts in the
medium term. The company is celebrating its 25th anniversary this year.
As developer and operator, the
Germains say they have an edge and
do things differently. Lobby art at the
last three Alt hotels was generated
Christiane and Jean-Yves Germain
via Instagram campaigns calling for
fans to send in whatever they wanted. The images were curated
and turned into collages for the lobbies. The first contest generated
about 15,000 entries; the last one generated more than 120,000.
Today there are three Alt hotels open, three under construction
and another two under development. We are trying to speed up
[Alt] to establish the brand across the country, Jean-Yves says.
Ten to 15 would be a good number for the brand in Canada.
For Le Germain, there are currently five open with another two or
three markets in mind, including Vancouver, Ottawa and Halifax.
The duo does have aspirations outside Canada, mentioning the U.S.
Northeast, but is quick to add they remain focused on Canada for now.
Longer term, the Germains already have two children working
in the business, and while they still have years ahead, they say it is
nice to know what they dont do the next generation will take further.
Yes, we are a true family business, Christiane says.
HUB
ACTIVITY
10
Whitbread PLC has launched a new

hotel concept, Hub by Premier Inn,
which it bills as a new generation
of compact, city center hotel. The
first Hub is scheduled to open on St.
Martins Lane in London next summer,
with four additional London locations
slated to debut in 2015 and 2016. Hub
rooms will be small 123 sq ft (11.4
sq m) but promise contemporary
design and excellent connectivity.
They will include a desk that folds
into a Hypnos pocket-sprung bed,
luggage storage under the bed, an en
suite bathroom, free Wi-Fi and a 40-in
(102-cm) smart-screen TV.
Make an Entrance. Make a Statement.

Tap into the tremendous spending power of the fastest-growing travel segment in the world. Today
the afuent travel market is expanding rapidly. They have the money to spend on exactly what a
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Each Best Western branded hotel is independently owned and operated. Best Western and Best Western marks are service marks
or registered service marks of Best Western International, Inc. 2013 Best Western International, Inc. All rights reserved.
GLOBAL UPDATE
One fun
activity
coordinated
by 137
Pillars
House for
School
for Life
students
is informal
flower
arranging.
12
137 Pillars House, a 30-suite property of SilverNeedle

Collection in Chiang Mai, Thailand, has introduced
new ways for guests to provide hands-on help in conjunction with its corporate social responsibility program via a partnership with the local School for Life.
Chiang Mais School for Life was established in
2003 to provide a home and care for children living in
difficult situations.
Guests at 137 Pillars House can choose various
activities in conjunction with School for Life, including
purchasing and delivering needed supplies, sponsoring and participating in a special event such as a
barbecue for the school, organizing sports activities
and other games for the children on location and
covering monthly costs of living for a child through the
schools Godparent program.
For the hotel and our staff, I see this is an obligation to support local communities and the less fortunate, while we are living a rather privileged life, says
General Manager Manfred Ilg. For guests, this is an
opportunity to learn about some of the social difficulties Thailand has to deal with when it comes to the relatively poor population from tribal villages many of
whom do not even have the Thai citizenship and to
make a difference in the lives of some children.
The private
infinity pool of a
beachfront villa
at Four Seasons
Resort Koh Samui
is included on
Four Seasons
Laps of Luxury
Pinterest board.
PINNING
FOR
REFERRALS
Hotel companies say

the concrete ROI of using the photo-sharing
website Pinterest is unclear. However, some
are leveraging the visual
beauty of their properties to turn their Pinterest accounts into traffic
referrals to their main websites and encouraging
repinning to feed their link economy, which
improves search engine optimization.
Four Seasons Hotels and Resorts, Toronto,
prioritizes sharing imagery that communicates
the Four Seasons brand experience and point
of view on luxury via its Pinterest account. The
account has more than 2,300 pins, and Four
Seasons says its goal is to generate awareness,
engagement and website traffic. The company
says its referral traffic to FourSeasons.com from
Pinterest was 21,911 unique visits from April 2012
to December 2012, and its referral traffic to Four
Seasons Magazine online was 24,895 unique
visits from April 2012 to December 2012.
The Dorchester Collections Hotel Principe
di Savoia in Milan emphasizes photos taken by
guests and behind-the-scenes photos on its
Pinterest account, which has more than 600 pins.
We were surprised at how easily our images
spread virally and how photos loaded by third
parties have been growing, says Irene Dal Bello,
the hotels digital marketing and online communications manager. There is no monetary ROI, but
what we clearly see is greater engagement not
only with our guests but also with the segment
that we define as aspirational.
Whether its an expanding national bar/restaurant, a

leading smoothie company or one of the worlds largest
specialty beverage chains, they all choose Vitamix to
help them save time, save money and grow their
businesses. And all the while delivering high-quality,
consistently wonderful tasting menu items for all who
visit them. That is one powerful secret ingredient.
Let us help your business at commercial.vitamix.com.
GLOBAL UPDATE
ISRAEL PERSEVERES
The Ridge
Complex in
Jerusalem is
zoned for six or
seven hotels.
Israel is filled with tourism riches,

but for political reasons it remains
underdeveloped. Even the strongest local players such as Fattal
and Dan are focusing more on
Europe and India, respectively.
We are just in the wrong neighborhood, says Ron Yariv, CEO of
Crowne Plaza Israel Hotels, which
is spending 60 million shekels (almost US$17 million) upgrading its
portfolio of seven hotels in Israel.
CELEBRATING
COCKTAIL CULTURE
When The
Breakers
Palm Beach
opened
HMF late last year, the goal was to offer a new
take on the areas classic cocktail culture as well
as a unique haven for social drinking and eating.
Adam Tihany, acting as a design consultant to
Peacock + Lewis Architects, reimagined the
resorts historic Florentine Room by adding distinctive details such as mahogany bars with
bronze accents as well as modern furniture in
rich tones of cognac and cypress green. On the
menu are innovative sharing plates and handcrafted cocktails.
So far, the concept has worked, generating
revenues 400% higher than the spaces previous
incarnation. Balance was the key to deliver
a contemporary drinking and dining experience while celebrating our heritage, says The
Breakers President Paul Leone. Weve been
able to attract a younger, sophisticated clientele,
establishing HMF as a glamorous scene.
14
But the future could be great.

Peace talks between Israel and
the Palestinians were on again
in August, and the hotel development community remains hopeful.
Meanwhile, hoteliers say business is good, especially in Tel Aviv.
Bureaucracy remains a big obstacle, with some developers saying it can take as long as 10 years
to complete a project. It causes
Israeli developers to go abroad,
Yariv says. Land is very expensive, as well. In Tel Aviv, developers always feel the need to go
5-star to get the required rate.
Reuven Elkes, general manager
for the countrys biggest developer and operator, Fattal Hotels
Israel, says opportunities do exist. But other than a Ritz-Carlton
in Herzliya and a Waldorf Astoria
in Jerusalem, development news
from global players is sporadic.
The biggest news now comes
out of Jerusalem, where within
the next five years about 5,000
rooms could be added with boutique projects and the two major
programs: the modern city entrance project (2,000 rooms) and
the soon-to-publish tender for the
Ridge project (1,350 rooms) overlooking the Old City.
But today there are less than
50,000 rooms in Israel similar to five years ago, according
to Yariv. If we can reach peace,
we can easily jump from 3.5 to 10
million tourists, but we also dont
have the infrastructure for that,
he says. Hopefully, bureaucrats
will shorten the process and make
tourism more of a priority.

7KH(YROXWLRQRI,QWHOOLJHQW'HVLJQ
ZZZVSULQJXVDFRP
+DYHDFORVHUORRN
6FDQWKLVFRGHZLWK\RXUPRELOHGHYLFH
GLOBAL UPDATE
Guests visiting
Beacon Public House
at The Commons
Hotel in Minneapolis
can bring out their
inner geek through
activities such as
Words with Friends
Wine Hours and Retro
Bar Bingo. Distressed
wood reclaimed
from barns in the U.S.
Midwest and chandeliers reminiscent of
atoms and molecules
create an inviting
environment.
GEEK
CHIC
After spending nearly US$15 million in renovations, Noble House
Hotels & Resorts in collaboration with owner RockBridge
has unveiled the 304-room
Commons Hotel in Minneapolis.
Working with Rossi Architecture,
San Diego, Noble House created a

geek chic vibe for the property
thanks to an industrial schoolhouse design and a theme of contrasts that continues throughout
the building. Archived photography from the nearby University
THE FUTURE OF REVENUE MANAGEMENT
We still have a lot of understanding we need to

gain. Transient pricing is the beginning of revenue
management it is going to expand to extended-stay,
and it is going to expand to group, and we should remember
that elasticity is one of those elusive concepts that can be
very volatile. When I first started on the yielding side, it
was like pulling teeth to get people to understand it.
CRAIG EISTER, VICE PRESIDENT OF REVENUE MANAGEMENT, IHG
16
of Minnesota and nostalgic illustrations of invention patents create an academic vibe, and when
its time for recess, guests can
drink beakers of local beer or take
alchemist mixology lessons at the
hotels Beacon Public House.
STRENGTH
TO BUILD ON
When you give guests a great experience, they return again

and again. Our nine distinct lifestyle brands, powered by
a global booking platform and the award-winning Starwood
Preferred Guest loyalty program, enable us to capture
the hearts and devotion of our guests like no other in the
industry giving you a competitive advantage to build on.
STARWOODHOTELS.COM/DEVELOPMENT
203 964 4468
HOTELS FROM LEFT
ALOFT BURSA HOTEL, TURKEY // LE MERIDIEN MEXICO CITY, MEXICO // W GUANGZHOU, CHINA // THE WESTIN BIRMINGHAM,
ALABAMA, UNITED STATES
20122013 Starwood Hotels & Resorts Worldwide, Inc. All Rights Reserved. Preferred Guest, Aloft, Element, Four Points, Le Mridien, Sheraton,
St. Regis, The Luxury Collection, W, Westin and their logos are the trademarks of Starwood Hotels & Resorts Worldwide, Inc., or its affiliates.
GLOBAL UPDATE
THE GOSTELOW REPORT

Hong Kong, a church-owned conversion
The Sorgente Group, based in Rome, has
convenient to the convention center, is
U.S. real estate that includes 27% of the
already so successful Henley is looking for
Chrysler Building and 51% of the Flatiron
more opportunities to add to a pipeline that
Building in New York City alone, and this
already includes Colombo, Galle and Kandy
May it bought the Clock Tower Building in
in Sri Lanka, Pattaya in Thailand and
Santa Monica, California. The president
Penang in Malaysia.
of Sorgente Group of America Corp.,
George Tanasijevich, president and
Veronica Mainetti, also has announced a
CEO of Marina Bay Sands Singapore, also
US$1.4 billion fund to finance acquisitions
heads Las Vegas Sands (LVS) development
of trophy assets in Europe. They would be
MARY GOSTELOW
throughout Asia. In Japan he is optimisadded to a portfolio that includes hotels in
tic about a multi-party group trying to steer the
Puglia and Tuscany (there is also a Sorgente on the
various processes in support of integrated resorts
Argentinian side of the Iguazu Falls).
through legislation. In Korea the new Park leaderMinor International Chairman Bill Heinecke
ship has been concentrating on welfare and job
has bought 50% of Per Aquum, which gives Minor
creation, but the growing Korean entertainment
International management of three more propsector means there is a growing shortage of venue
erties, two in the Maldives and one in Dubai.
space, and a LVS property could act as a base. In
Heinecke says this fits his long-term goal, a crescent
Vietnam, LVS has told the government it wants a
from Sub-Saharan Africa east to Australia.
major destination. In each case LVS aggressively
Peter Henley, president and CEO of Onyx
presents a positive business plan showing how it can
Hospitality Group, has high hopes for Onyxs luxury
promote tourism, employment and income, but it is
Saffron product, which offers space and privacy.
only interested in integrated resorts.
He is also excited about the Ozo brand. Ozo Wesley
ON THE WEB
Lindsey Ueberroth
18
HOTELS EXCLUSIVE:
BLOG:
PREFERRED REVAMPS IPREFER
ARE RATES BECOMING TOO OPTIMIZED?
In August, Preferred Hotel Group, Chicago, launched

major changes to its iPrefer loyalty program, including a new website and reward certificates with a hard
currency value. Guests earn one point per dollar spent
on rooms, and hotels can elect to award points on
resort fees, food and beverage, spa and other areas
of guest spend. Reward certificates are only valid for
one transaction.
HOTELS spoke with Preferred President Lindsey
Ueberroth, who said, It is more transparent, and it
doesnt act to drag down the room rate corporate
RFP season is coming, and we see more and more
customers making this a key item.
During periods of high demand, a revenue manager

will typically raise rates as much as possible. After all,
optimizing rate is the jobs primary responsibility.
However, HOTELSMag.com bloggers Tony and
Jason Potter, joint founders of Malta-based consultancy Braveagle, argue there is a point where even
if the rooms are booked at that higher rate, theres
blowback as a guest could be feel ripped off and never
book a repeat stay.
Whilst accepting that in some circumstances a
product or service may be worth what someone is
prepared to pay, it does not seem a good strategy to
encourage repeat business, the Potters wrote.
Read the full interview: hotelsm.ag/12OYdAx
Read the full blog post: hotelsm.ag/197Gjg0
DIFFERENT.
BY DESIGN.
75 hotels. And growing globally.
Designed for the next generation of traveler, Aloft Hotels momentum is at an all-time
high, with record guest satisfaction and strong market performance. Whether new
build, adaptive re-use or conversion, Aloft offers flexible building options and an
attractive investment.
To learn more about opportunities with Aloft:

starwoodhotels.com/development 203 964 4468
2013 Starwood Hotels & Resorts Worldwide, Inc. All Rights Reserved. Preferred Guest, SPG, Aloft and their logos are the trademarks of Starwood Hotels & Resorts Worldwide, Inc., or its affiliates.
SPECIAL REPORT: TODAYS CEO
PINSTRIPES ARE OUT. SHIRTSLEEVES

ARE IN. TODAYS CEOS NEED TO BE
READY TO WORK HARD.
by ORIANA LERNER, CONTRIBUTING EDITOR
21
GOOD ISNT
GOOD ENOUGH.
VERY GOOD
ISNT GOOD
ENOUGH. GREAT
MIGHT CUT IT.
As the ousters of both Denis
Hennequin at Accor and Katie Taylor
at Four Seasons Hotels and Resorts
prove, staying on top takes more than
talent, drive and effort. Being a hospitality company CEO in 2013 means
excelling at everything from crafting a
strategy that generates buy-in from the
board of directors and hotel staff alike
to being a branding genius and a social
media whiz. Plus, theres no field guide
for the resident of the corner office.
I never got a job description for
this job, says Reto Wittwer, CEO,
Kempinski Hotels, Geneva. If you
need a job description to be the CEO,
then youre not ready for this type of
role. The CEOs role is more about having objectives and executing them, and
knowing how to anticipate change.
Thats left a lot of industry insiders reconsidering the skills a hotel
companys chief executive officer must
have. In the past, most hospitality executives were operators, says
Keith Kefgen, CEO, HVS Executive
Search, New York. That changed as
I BELIEVE CEOS HAVE TO

INSPIRE, NOT SELL. CEOS NEED
TO SPEND A GOOD DEAL OF
THEIR TIME INSPIRING ALL OF
THEIR STAKEHOLDERS WITH
THEIR VISION, WHETHER ITS
THEIR EMPLOYEES, VENDOR
PARTNERS, GUESTS, OWNERS
OR SHAREHOLDERS.
NIKI LEONDAKIS, COMMUNE HOTELS & RESORTS
22
the industry got more sophisticated

regarding real estate and fi nance.
Now technology, branding and social
media are playing a factor. The days of
working yourself up from doorman or
waiter are long gone. Now, hotel CEOs
come from all areas of expertise.
While former bellmen like Wyndham
Hotel Group president and CEO Eric
Danziger might beg to differ, there is
a trend toward looking broadly when
it comes to hiring. The typical CEO
(or potential CEO) rsum will include
prior stints as CFO or CMO, depending
on the most urgent needs for the position, says Benoit Gateau-Cumin, chief
recruiting officer, The Boutique Search
Firm, Los Angeles. In the past 10
years, the CEO has gone from being a
specialist to being a generalist. Strategy
is not a specialty; its a very specific
responsibility meant for someone with a
superior level of intelligence, the ability
to prioritize and delegate and a great
ability to manage his or her time.
Not only does that special someone
not have to have been a hotel industry
lifer, its possible the only experience he
or she has in the industry is as a guest.
While a few recent crossover hires have
been less than perfect, other companies
have thrived when helmed by executives to whom running shoes or law
books are as familiar as F&B concepts.
Starwood Hotels & Resorts Worldwide
followed up the widely publicized resignation of former Coca-Cola head
Steven Heyer with the hiring of Frits

van Paasschen, who came with a lot
of street cred (as in Wall Street investors) for his performance with Molson
Coors, Disney and Nike.
The move paid off. Van Paasschens
quick-thinking, high-octane style is
admired by his companys investors as
well as his peers, and helped drive 26
new franchise and management agreements in the first quarter of 2013.
Jumeirah Group President and CEO
Gerald Lawless says leaders like van
Paasschen fit the jobs finance-driven
responsibilities. Gateau-Cumin adds,
Van Paasschen may go down in history as one of the greatest leaders in the
hospitality world.
No matter how many

roads lead to the corner
office, the requirements
for the top job are comprehensive and exacting. Here are some points that get
candidates noticed or dismissed.
Global perspective is a must.
Frequent flyer miles wont do.
Gaining ones education in a single country would be insufficient
too; a year at the London School of
Economics or at Paris HEC would be
a nice complement to an MBA from
Harvard or Stanford, says Benoit
Gateau-Cumin, CEO, The Boutique
Search Firm, Los Angeles.
Be prepared to learn. No one is
going to walk into the office on the
first day able to predict what he or
she will have to know in three to five
years. Whether its getting a grip on
technology or looking deeper at CSR
programming, acquiring new knowledge is ongoing.
Everything counts. Hobbies and
causes say a lot about someone,
Gateau-Cumin says. A great stamp
collector implies a very focused,
patient and detailed individual. A
seat on a board with a local children
hospital implies a compassionate
individual, he notes. And, even time
hitting the pavement can pay off.
Starwood Hotels & Resorts CEO
Frits van Paasschen can credit his
dedication to running as one thing
that piqued Starwoods interest.
CEO 101:
SKILL SET
SPECIAL REPORT: TODAYS CEO
Not all CEOs see this cross-market

cherry-picking trend in a positive light,
however. MPS Puri, founder and CEO
of Nira Hotels & Resorts, questions
how much numbers-driven executives
understand the products and services
they oversee. Take somebody like
John Scott from Orient-Express Hotels.
He can make a great presentation to an
investor, but does he really understand
operations? No, he argues.
Day in the life
Given the many different ways to

the top, it comes as no surprise the
priorities of the job have also become
more individualistic. Theres no one
pinstriped caricature that suits all. The
expectations of the board and the mission statement of the company dictate
how the CEO structures his or her
working days as much as that persons
own mission statement.
Stephen Joyce, CEO of Choice Hotels
International, points out that technology has captured his focus. I probably
spend about 60% of my time on it in one
I DONT EVER PUT UP AN OUT-OF-OFFICE

MESSAGE. MY IPHONE AND IPAD ARE
ALMOST NEVER MORE THAN A FEW FEET
AWAY FROM ME.
PAUL WHETSELL, LOEWS HOTELS
way or another, he says. On the other

end of the scale, Priya Paul, chairperson of the Apeejay Surrendra Groups
The Park Hotels chain, puts her individual stamp on almost every aspect of
each hotels design.
Whatever their strong suits, one
thing that unites most CEOs is that
unplugging is never an option. I dont
ever put up an out-of-office message,
says Paul Whetsell, CEO, Loews
Hotels, New York City. My iPhone
and iPad are almost never more than a
few feet away from me.
Maybe its because CEOs feel theyre
on call 24/7. Some industry insiders
blame a general loss of confidence in
public officials, and most agree the

recession played its part in extending
the work day from dawn to dawn. But
one of the biggest post-2008 changes is
that the person in the corner office is
much more accountable to everyone
board, investor or customer than ever
before. Boards no longer can sit back
and let the CEO/chairman dictate company direction, Kefgen notes. Activist
investors have also made it more difficult for boards and CEOs to brush off
poor financial performance. The report
card is harder and shorter today.
Everybody has the right to grade
your paper now, Joyce says. He adds
that greater transparency demands
23
THERE IS TRUE VALUE IN

APPRECIATING OTHERS
PERSPECTIVES. I DISCOVERED
THAT TWO PEOPLE WITH
DIFFERENT SKILL SETS CAN
MAKE AMAZING THINGS
HAPPEN. TO THIS DAY, I
RECOGNIZE THE IMPORTANCE
OF DIVERSITY IN THOUGHT
AND BACKGROUND.
ERIC DANZIGER, WYNDHAM HOTEL GROUP
that company leaders be willing to

stand behind their vision and take flak
for it from the board and investors.
A CEO also needs to polish up his
or her powers of persuasion. When it
comes to executing that vision, having everyone on the same side has
never been more crucial. Over the
last decade or two, its become even
more clear that a top-down approach
to leadership doesnt work, if it ever
did, says Christopher Nassetta, CEO,
Hilton Worldwide. Instead I make
decisions in close consultation with
our leadership team and by listening
to feedback from our team members
across our company at all levels.
That has moved great communicator up on the must-have skills list for
any CEO. Being able to get ideas across
is as vital as the innovative quality of
the strategy. Todays CEO must be one
with a vision not just any objective
but a vision that embraces the culture of
the company, the essence of the business,
THEIR OWN STYLE

I believe in treating everyone
with respect, following your
passion, putting in consistent hard
work, living your life with
integrity and remembering to
stay humble.
Christopher Nassetta, CEO,
Hilton Worldwide
24
the goals of the shareholders, its end consumers and, most importantly, the staff,
which has to execute that master plan,
says Paul Sistare, president and CEO,
Atlantica Hotels, So Paulo. The goals
of the CEO have to be easily understood
by every staff member.
Niki Leondakis, CEO, Commune
Hotels & Resorts, San Francisco,
agrees. I believe CEOs have to inspire,
not sell, she says. CEOs need to
spend a good deal of their time
inspiring all of their stakeholders with
their vision, whether its their employees, vendor partners, guests, owners
or shareholders.
Making that work starts with bringing the board and investors to the
table early. If you involve the board
throughout the process, its easier to
get buy-in, Joyce says.
Joyce cites the recent launch of
SkyTouch Technology, a new division
of Choice that provides cloud-based
technology services to hoteliers, as an
example. Weve been roundly criticized for the idea, but I believe in it,
and so does our board, he says.
Not all CEOs see such a science or
so many challenges in their relationship with the board. For some, especially CEOs of smaller companies, such
as Jumeirah Groups Lawless, Park
Hotels Paul and Leondakis, working
together comes naturally, though not
always easily.
We usually reach consensus after
some healthy debate, Lawless says. He
adds that he sees his role as a conduit
between Jumeirah Group and the parent company Dubai Holding, which
puts him in a slightly different situation
than some other executives.
Paul sees her board more as members
of a collective who each brings his or
her own expertise to the discussion.
For Leondakis, its also about taking
advantage of the talent around the
table. If a board member has a specific
skill set, leverage it, she says. Its a
great tool to solve situational problems
or to explore potential new opportunities. I believe its important to take
advantage of the skills, strengths and
experiences of your board in a productive and collaborative manner.
Out of the ivory tower
Building relationships with the money

men or women is just half the equation. Without staff buy-in, no CEO
can succeed. Convincing employees
to embrace the corporate culture and
corporate goals can be a lot tougher
than persuading boards. Not to mention its getting harder, especially as the
millennial generation works their way
Each CEO takes a unique approach to the opportunities and challenges of the job. Here, some of
the industrys standouts describe their executive personalities:
I have a friendly style Im not

scary. I believe in giving people
enough room to do their jobs.
But, if they dont deliver, Im not
very happy.
Priya Paul, chairperson of
the Apeejay Surrendra Groups
The Park Hotels
The perfect CEO can stand up for

a cause, back down for a better
choice, live the values of his
company and be humble.
Raymond Bickson,
managing director, Taj Hotels
Resorts & Palaces
I am down-to-earth, respectful,
entrepreneurial, rebellious and
unpredictable. The best advice I
ever heard, and which I apply to
being CEO, is innovate or die.
Reto Wittwer, CEO,
Kempinski
SPECIAL REPORT: TODAY'S CEO
up in the establishment. Younger employees aren't just look

ing for a paycheck. "Today's CEOs have to be more inwardly
focused on providing a meaningful work experience that
fulfills life and career aspirations for social consciousness and
environmentalism, as well as providing growth and develop
ment opportunities, both personally and professionally,"
Leondakis says. "Jobs aren't justjobs anymore. They are an
extension of an employee's personal identity and sense of self."
Puri agrees it can be a struggle to keep employees moti
vated. "They are very worldly and knowledgeable, but they
are impatient to keep moving up the ladder," he says. "After
six or eight months in ajob, they feel like they have learned
that job and are ready for the next thing."
Puri and others also argue that loyalty to a company
or executive has to be earned. Making team members feel
empowered is crucial. With so many demands on the CEO,
it's a necessary win-win to delegate, especially when it comes
to operational issues. "It's so easy to make all the decisions
yourself, but you can't," Whetsell says.
Gateau-Cumin contends CEOs must force themselves to take
a step back from operations to focus on strategy. The inherent
risks that go with that territory also have to be understood.
"If you want your employees to be innovative and empowered,
then positively recognizing those that took a risk and failed
becomes an important message for the workforce to hear,"
Leondakis says. "It encourages creativity and risk-taking."
Keeping employees engaged outside of the corporate office
is vital as well. It's a lot more challenging, Whetsell notes, to
find ways to make property-level staff feel like part of the big
picture, but it's something any effective 2013 CEO has to be
able to do.
For Lawless, it's a matter of showing up. He and his senior
staff spend a day periodically working in entry-leveljobs at
one of the hotels to ground themselves and their hotel employ
ees in the importance of every job, from dishwasher on up.
Paul agrees personal contact with the CEO is necessary.
"Every 18 months or so, 1 go to our hotels and meet with all of
our staff," she says.
But some industry insiders feel the impact of the top execu
tive's presence is less important than creating a positive work
environment. "I had someone come into my office a few years
ago and tell me he could save a percentage point off our bot
tom line by taking out the employee cafeteria and replacing it
with an automat," Whetsell recalls. "I nearly threw him out
TipTop by HEPP
Clever additions to your Flying Buffet!
of the room. When 1 have to make the numbers work by tak

ing away a hot meal from a 50-year-old housekeeper, I'm out
of this business."
Financier, motivator, strategy guru - the list of skills is
Surprise your guests with this creative

Flying Buffet solution and serve finger food,
nearly endless. So, what makes a great CEO for 2013? While
amuse bouche, or tempting sweet delights
answers will vary depending on a company's needs, there are
in these high-quality stands that come
some universal must-haves. "The CEO has to be able to build

strong relationships with coworkers, customers and the com
with a choice of porcelain or glass inserts.
munity," says Jonathan Tisch, chairman, Loews Hotels (and
These clever frames turn every meal into
part of the team that brought Whetsell on board).
a dining experience.
Adds Raymond Bickson, managing director, Taj Hotels

Resorts & Palaces, Mumbai, "The perfect CEO can stand up
for a cause, back down for a better choice, live the values of
his company and be humble."
.,
Nothing says welcome
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REGAL
WELCOME
The guests-only
Living Room is
anchored by a
two-story solid
onyx fireplace
and features
abstract expressionist paintings
by Edvins
Strautmanis.
28
CAPELLA WASHINGTON D.C.,

GEORGETOWN
OPENING DATE:
April 3, 2013
GUESTROOMS:
CAPELLA GEORGETOWN AIMS TO

DELIVER BOTH ELEGANCE AND COMFORT.
by ANN BAGEL STORCK, MANAGING EDITOR
49
LOCATION:
The Georgetown area of

Washington, D.C., bordering
the historic C&O Canal and
offering easy access to
nearby landmarks including
the National Mall, U.S. Capitol
and White House
GENERAL MANAGER:
Alex Obertop
OWNER:
Castleton Hotel Partners I,

Washington, D.C.
ARCHITECT:
Michael Winstanley,
Arlington, Virginia
LEAD INTERIOR DESIGNER:
Peter Silling & Associates

Hotel Interior Design, Cologne,
Germany, and Hong Kong
DESIGN AESTHETIC:
Sophisticated yet warm

and welcoming
NOTABLE AMENITIES:
Guests-only Living Room

with 18-ft (5.5-m) ceilings
and a fireplace wall of marbled
Italian onyx; The Grill
Room serving hand-cut
artisan meats as well as fresh
seafood; The Rye Bar with a
backlit onyx bar and floor-toceiling windows; a rooftop
lounge with sweeping views
of the Potomac River and
Washington Monument
he Georgetown area of Washington,

D.C., is known for its history, tradition and elegance all qualities
that led Capella Hotel Group, Atlanta,
to choose the site for its first U.S.
Capella-branded hotel. Washington,
D.C., and Georgetown are a great market from a U.S. standpoint in terms of
visibility and also as an international
city, and the sophistication made it a
perfect location for our hotel, explains
Kit Pappas, Capellas vice president of
sales and marketing.
Capella Washington D.C.,
Georgetown debuted this past April
in a residential neighborhood along
the C&O Canal in a brownstone
building most recently occupied
by offices. Working with architect
Michael Winstanley and Peter Silling
& Associates Hotel Interior Design,
Capella and the hotels owner,
Castleton Hotel Partners I, transformed the property into a 49-room
luxury hotel designed to feel like an
elegant private home.
It needed to have a sense of tradition because were in a traditional
area and a traditional city, but it also
needed to be very comfortable and very
approachable, says General Manager
Alex Obertop.
We believe the design is timeless,
elegant and represents a quality of
modern traditionalism, adds designer
Peter Silling.
The hotel features a number of
unique design details, including
custom work desks and Hermes leather
drawer pulls in the guestrooms, a
fireplace wall of marbled Italian onyx
and abstract expressionist paintings by
Edvins Strautmanis in the guests-only

Living Room and circular bathtubs
sculpted from single slabs of marble in
the two Presidential Suites. The Grill
Room and The Rye Bar provide an
elegant F&B experience, and a
rooftop bar area offers sweeping
views of the Potomac River and
Washington Monument.
Obertop says the guest mix thus
far has comprised both business and
leisure travelers, including those taking advantage of medical tourism
opportunities thanks to top-tier nearby
hospitals. Capella declines to provide
specifics regarding the hotels occupancy and rate, but Obertop notes,
We dont have group business, so that
gives us a very nice average rate compared to our competition.
Were pleased with the performance
of the hotel, Pappas says. One of the
beautiful things about being a 49-room
hotel is that our occupancies are
strong, and were pleased with where
rate is heading.
Capellas portfolio currently
includes five hotels, with five additional
announced properties in the pipeline.
Pappas says over the next 12 to 18
months, the brand could add five to
eight hotels in the United States and the
Caribbean alone, with New York City,
South Florida, Chicago, San Francisco,
Southern California and the U.S.
Southeast being the top areas of interest.
It seems like in the last three or four
months there has been as much activity
as the last three or four years, Pappas
adds. There are a lot of things going
on, and we are aggressively pursuing
them, and thats exciting.
29

The Rye Bar
showcases
antique
parquet wood
flooring
reclaimed from
a European
castle in addition to a backlit
onyx bar.
The lobby area

features special marble and
metal laser-cut
flooring.
30
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The Grill Rooms

bright, open
dining room
complements a
menu highlighting hand-cut,
artisan meats
as well as fresh
seafood by Chef
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A rooftop lounge offers sweeping views of the

Potomac River and other nearby landmarks.
The Executive Boardroom seats up to 14 and is

furnished with state-of-the-art technology.
32
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The 49 guestrooms
showcase artisan
craftsmanship
through details
such as custom
work desks, glossy
Austrian paneling
and Hermes leather
drawer pulls.
Two 1,300-sq-ft (121-sq-m) Presidential

Suites provide a spacious separate living
room with a fireplace as well as a dining
room that can accommodate up to six guests.
34
The 6.5-ft
(2-m) circular
bathtub in each
Presidential
Suite is sculpted
from a single slab
of marble.
Timeless pewter
and gold tones
carry throughout
the hotel
including in the
guestrooms,
many of which
feature views of
the C&O Canal.
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F&B: GREAT HOTEL RESTAURANTS
HEADLINE
by JEFF WEINSTEIN, EDITOR IN CHIEF
FERTILE
GROUND
This years Great Hotel Restaurants have grown
out of the powerful movement to refresh hotel
dining and tie it increasingly to the local area.
by ANN BAGEL STORCK, MANAGING EDITOR, AND MARY GOSTELOW, CONTRIBUTING EDITOR
lowly but surely, hotel dining is

shedding its image as stuffy and
outdated in exchange for a look
that is fresh and contemporary and
that reflects the local surroundings. Take this years Great Hotel
Restaurants the oldest has still
been open less than 20 years, while
three honorees date back to just last
year. Their menus focus on modern
buzzwords such as local and seasonal,
while their design makes the most of
the hotels setting, be it a big-city high
rise or a charming country garden.
The key to their success, according
to Frank Ansel, a Mendoza,

Argentina-based winemaker who
served as a judge, is a philosophy
that stays close to home. Engaging
talented operations and design teams
that cater to the local community in
addition to hotel guests is a key element, Ansel says. If you carved the
restaurant out of the hotel, it should
succeed easily as a free-standing restaurant in the local marketplace.
Truly great hotel restaurants feel
like their own destination, agrees
Elizabeth Blau of Las Vegas-based
Blau & Associates and another of this
Epicure at Le Bristol Paris features a terrace

overlooking a French-style garden.
years judges. I love the experience

of being overtaken by the grandeur
and beauty of a hotel only to again be
overtaken by the beauty and ambience
of a restaurant.
However, it is also important to note
that restaurant greatness, while difficult to achieve, often boils down to
the basics. A great restaurant is not
necessarily the most expensive or the
most extravagant, says judge Tiffany
Dowd, founder and president of Luxe
Social Media, Boston. Its consistent
service that makes a hotel restaurant
exceptional in addition to great food
and fitting ambience.
HOTELS and sponsor Villeroy &
Boch are proud to continue an
annual tradition of honoring these
Great Hotel Restaurants, all of which
will receive a porcelain brule parfum
in tribute.
37
YEAR OPENED:
2011
MEALS SERVED:
BREAKFAST, LUNCH AND DINNER

SEATS:
40 INSIDE, 16 ON THE OUTDOOR TERRACE
THE
DINING
ROOM
AVERAGE DINNER CHECK:
US$531
CHEF/CULINARY TEAM: Head Chef Eric Frechon, Pastry
Chef Laurent Jeannin, Chef Sommelier Marco Pelletier

MENU FOCUS: Frechon follows the seasonality of the
products for each dish he creates.

SIGNATURE DISHES: Stuffed macaroni with black truffle,
PARK HYATT SYDNEY

SYDNEY, AUSTRALIA
SIGNATURE DISH: Tamarindand molasses-glazed Wagyu

beef brisket with horseradish
and beetroot
YEAR OPENED:
2012
MEALS SERVED:
STANDOUT DESIGN FEATURES:
SEATS:
Floor-to-ceiling glass windows

create a light, airy environment
in addition to providing
spectacular views of the
Sydney Opera House and
Sydney Harbour.
WHAT MAKES IT GREAT: The
setting doesnt get better than
this, and the ambience is complemented by a great combination of food and service.
110
US$90
CHEF/CULINARY TEAM: Chef De
Cuisine Chris McGrath, Pastry

Chef Christoph Reinthaler,
Sommelier Paul Gardner
MENU FOCUS: The Dining Room
serves modern and uncomplicated yet elegant Australian
cuisine highlighting local
artisan produce.
WHAT MAKES A GREAT HOTEL RESTAURANT?

THIS YEARS HONOREES WERE CHOSEN BASED ON THE FOLLOWING CRITERIA:
Operated by a hotel (of any

size and with or without a brand)
or with minimal assistance from
a consultant or celebrity chef
Meets its intent (if it is called
a steakhouse, it must not be
all-Italian)
Busy, with outside as well as
in-house diners
Suitable (a bistro should
38
not try to be Michelin three-star

establishment) welcome, service, food, drink, dcor, lighting
and noise level
Great overall ambience
and experience
Value for the price
A viable investment concern
Prompts diners to return
2012 winners not eligible
artichoke, duck foie gras and Parmesan cheese; wild

turbot cooked in a salt crust and seaweed butter
STANDOUT DESIGN FEATURES: Architect Pierre-Yves
Rochon, in collaboration with Maja Oetker,
transformed the hotels former summer restaurant
into a light-filled dining room adjacent to a Frenchstyle garden.
WHAT MAKES IT GREAT: A fabulous location bay
windows look out onto the stunning garden pairs
perfectly with great food and service.
EPICURE
LE BRISTOL PARIS
CONGRATULATIONS
Villeroy & Boch salutes the 10 Great Hotel Restaurant Award Winners 2013
STOCK
EPICURE
SIGNATURE
Trump International
Hotel & Tower Toronto,
Toronto, Canada
Le Bristol,
Paris, France
Mandarin Oriental,
Tokyo, Japan
PARKHUUS
THE DINING ROOM &

THE LIVING ROOM
ATRIUM
The NoMad Hotel,
New York, USA
Park Hyatt,
Zurich, Switzerland
Park Hyatt,
Sydney, Australia
TRAITEUR
RESTAURANTE FASANO
Hotel Fasano So Paulo,
So Paulo, Brazil
Park Hyatt,
Dubai, UAE
FELIX
SHANG PALACE
Shangri-La Hotel,
Paris, France
The Peninsula,
Hong Kong, China
Villeroy & Boch S..r.l.

Hotel & Restaurant
330, rue de Rollingergrund
2441 Luxembourg
Tel.: + (352) 46 82 11
Fax: + (352) 46 90 22
E-mail: info.hr@villeroy-boch.com
www.villeroy-boch.com/hotel
FELIX
THE PENINSULA HONG KONG
YEAR OPENED:
1994
MEALS SERVED:
DINNER
SEATS:
110 IN THE MAIN RESTAURANT

US$154
CHEF/CULINARY TEAM: Chef Yoshiharu Kaji
MENU FOCUS: Felix emphasizes modern
European cuisine.
SIGNATURE DISHES: Dill-marinated Tasmanian
salmon with crushed eggplant and tomato,

horseradish cream, camomile sago and green
pea pure; pan-seared Japanese beef tenderloin with tomato water, curry-mushroom
dice and mashed potato
STANDOUT DESIGN FEATURES: Located on the
28th floor, Felix is the creation of Philippe
Starck and offers views of Victoria Harbour,
Hong Kong Island and Kowloon.
WHAT MAKES IT GREAT: The food is inventive
and flavorful, which along with attentive
service and impressive views creates a
unique, multi-sensory dining experience.
YEAR OPENED:
2012
MEALS SERVED:

SEATS:
APPROXIMATELY 60 IN THE ATRIUM (PICTURED), 62 IN THE

PARLOR, 15 IN THE FIREPLACE AREA, 40 IN THE LIBRARY
US$95
CHEF/CULINARY TEAM: Chef Daniel Humm, Chef de Cuisine
THE
NOMAD
HOTEL
NEW YORK CITY
Abram Bissell, Pastry Chef Mark Welker

MENU FOCUS: Inspired by Humms time spent throughout
Switzerland, California and New York City, the restaurant is rooted in the same traditions found at his Eleven
Madison Park restaurant, also in New York City.
SIGNATURE DISHES: Roast chicken for two with foie gras,
black truffle and brioche; tagliatelle with king crab and
Meyer lemon
STANDOUT DESIGN FEATURES: Designer Jacques Garcia
crafted a series of rooms with different noteworthy
details including a grand fireplace imported from a
French chateau and a large pyramidal glass roof that
enhances the atrium with natural light.
WHAT MAKES IT GREAT: A dramatic and comfortable space
complements a casual yet elegant menu in addition to an
impressive international wine list and inventive cocktails.
40
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PARKHUUS
PARK HYATT ZURICH
YEAR OPENED:
2004
MEALS SERVED:
LUNCH AND DINNER

SEATS:
135 INSIDE WITH AN ADDITIONAL 50 ON THE

OUTDOOR TERRACE
US$80-US$90
CHEF/CULINARY TEAM: Executive Chef Frank Widmer,
Chef de Cuisine Steffan Heerdt

MENU FOCUS: The menu is adjusted four times a year,
according to the season, and focuses on the finest

regional ingredients such as cheese and smoked meats
from the Swiss Alps or freshwater fish from Lake Zurich.
SIGNATURE DISHES: Local free-range chicken, oven-roasted
veal chop, seasonal vegetables prepared in a woodburning oven
STANDOUT DESIGN FEATURES: Set within floor-to-ceiling glass
on three sides, the heart of Parkhuus is a show kitchen
where guests can see the chefs at work. Equally visible is
a two-story wine library that houses 3,000 bottles of wine
and has its own spiral staircase for access.
WHAT MAKES IT GREAT: Dishes combine the best of regional
Swiss and international dishes while the open show
kitchen and wine display create a sense of theatre and
add to the overall ambience.
RESTAURANTE
FASANO
FASANO SO PAULO
YEAR OPENED:
2003
MEALS SERVED:
DINNER
SEATS:
80
US$161
CHEF/CULINARY TEAM: Chef Luca Gozzani
MENU FOCUS: Traditional Italian cuisine is given creative
and contemporary reinterpretations.

SIGNATURE DISHES: Gnocchi stuffed with ossobuco and
served with gremolata, braised lamb with roasted

potatoes and artichokes, tuna medallion with Sicilian
lemon sauce
STANDOUT DESIGN FEATURES: Designed by Brazilian
architects Isay Weinfeld and Marcio Kogan, the restaurant offers a richly textured and varied ambiance.
WHAT MAKES IT GREAT: Restaurante Fasano is an elegant
yet calming respite in the middle of busy So Paulo. The
upscale regional Italian menu is complemented by a
professional yet welcoming staff that conveys Brazils
laid-back culture.
42
SHANG
PALACE
SHANGRI-LA HOTEL, PARIS
YEAR OPENED:
2001
MEALS SERVED:
LUNCH AND DINNER THURSDAY THROUGH MONDAY

SEATS:
84
US$186
CHEF/CULINARY TEAM: Chef Frank Xu
MENU FOCUS: Shang Palace serves Chinese cuisine with a
Cantonese influence.
SIGNATURE DISHES: Roasted whole Peking duck, chicken baked
in a salt crust, fried rice with egg, shrimp, chicken, barbecued

pork, bamboo shoots, mushrooms, green peas and ham
STANDOUT DESIGN FEATURES: The contemporary Asian interior
features mahogany screens, chandeliers radiating soft light
and backlit jade columns. Chairs of precious wood are upholstered in silk, and an eclectic mix of formal painted panels and
vases juxtaposed with contemporary artwork is set against a
background of saffron hues.
WHAT MAKES IT GREAT: The elegance and beauty of the dining
room pairs with food that promises a wonderful synergy of
the familiar and the surprising.
us
visit
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18-22 Oct.
2013
Top Hotel
Star Award
2013
Pavilion 1
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YEAR OPENED:
2005
MEALS SERVED:
LUNCH AND DINNER

SEATS:
48
US$200-US$225
CHEF/CULINARY TEAM: Chef de Cuisine Nicolas Boujma,
Chef Sommelier Fumihiko Kamo

MENU FOCUS: Various multi-course menus celebrate the
food culture of Japan as well as authentic yet innovative

French cuisine.
SIGNATURE DISHES: Tartare of raw Ikegime seabass flavored
with hamaguri, shallots, sorrel and Champagne, topped with
caviar and served alongside a shellfish consomm; poached
langoustine from New Zealand served with a zucchini/mint
custard and ricotta cheese from Japan
STANDOUT DESIGN FEATURES: Dining areas are divided by silver
partitions fashioned from carbon fibers, so sunlight bathes
the dining room by day while at night the city skyline provides
the ultimate backdrop. The technique of separating semiprivate dining rooms with partitions draws from the traditional
Japanese practice of creating separate spaces using standing
screens and the like.
WHAT MAKES IT GREAT: A sophisticated setting melds
classic with contemporary in addition to offering
breathtaking views while the food combines ingredient-driven
inspiration with French technique and a deft understanding of
Japanese sensibilities.
SIGNATURE
MANDARIN ORIENTAL, TOKYO
STOCK
TRUMP INTERNATIONAL
HOTEL & TOWER TORONTO
YEAR OPENED:
2012
MEALS SERVED:
BREAKFAST, LUNCH AND DINNER IN ADDITION TO

SUNDAY BRUNCH
SEATS:
132
US$70
CHEF/CULINARY TEAM: Executive Chef Todd Clarmo,
Executive Pastry Chef Leslie Steh

MENU FOCUS: Clarmo is an advocate of the Western
European cooking philosophy. Focusing on impeccable technique, he creates menus of approachable yet
sophisticated dishes inspired by the land and sea.
SIGNATURE DISHES: Black Angus Tomahawk steak,
maple broiled black cod, fresh poached lobster
salad, grilled octopus
STANDOUT DESIGN FEATURES: Handcrafted plasterwork
adorns a feature wall created by artisans flown in
from Europe that includes curling vines and floral
buds embedded with large crystals that catch light
and add a bright, playful touch to a setting rich in
velvet, dark leather and smoked glass.
WHAT MAKES IT GREAT: In addition to an impressive
array of savory main dishes, handmade chocolate
treats are beautifully presented on a chocolate cart.
THE JUDGES
This years Great Hotel Restaurants were selected by 11 judges from
around the world:
Frank Ansel, independent winemaker,
Mendoza, Argentina
Kurt Fischer, International Food &

Beverage Forum, Mendocino, California
Javier Arredondo, MAPAS, Mexico City
Jean-Luc Fourrier, JLF+ associates,

Singapore
Rory Bevins, Limited Edition London,

New York City
Elizabeth Blau, Blau & Associates,
Las Vegas
44
John Nielsen, Sunway Hotels & Resorts,

Kuala Lumpur
Alexandra Champalimaud, New York City
Donald Morrison, Donald Morrison &

Associates, London
Tiffany Dowd, Luxe Social Media, Boston
MPS Puri, Nira Hotels & Resorts, London
YEAR OPENED:
2005
MEALS SERVED:
DINNER DAILY (EXCEPT SATURDAYS), BRUNCH

ON FRIDAYS
TRAITEUR
PARK HYATT DUBAI
SEATS:
60 INSIDE, 20 ON AN OUTDOOR TERRACE

US$109
CHEF/CULINARY TEAM: Chef de Cuisine Simon Wipf
MENU FOCUS: Traiteur presents a fusion of classic
French bistro cuisine with modern gastronomy.

SIGNATURE DISHES: Rotisserie duck a lorange,
Mulwara beef Rossini with foie gras

STANDOUT DESIGN FEATURES: In addition to an
elevated show kitchen, Traiteur also offers an

exclusive Cave Prive set amidst a 3,200-bottle
wine cellar plus a cozy outdoor terrace with
marina views.
WHAT MAKES IT GREAT: The elevated show kitchen
presents the chefs on stage while the cuisine
provides casual French fine dining.
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PIPELINE: LATIN AMERICA
DEVELOPERS
HUNGRY
FOR
LATIN FLAVOR
Brazil is booming, but a
burgeoning middle class has
investors giving the entire
region a closer look.
by ADAM KIRBY, CONTRIBUTING EDITOR
The Wyndham Hotels and

Resorts brand recently debuted
in Ecuador with the
Wyndham Guayaquil.
nyone who doubts the adage that

high tide raises all boats need only
look at the rising fortunes of Latin
America. Burgeoning middle classes in
several states most notably Brazil
are traveling beyond their own borders
for the first time, and hoteliers are now
drawing business from closer to home.
Nearly 60,000 guestrooms are under
development across South and Central
America, Mexico and the Caribbean,
according to STR, and about a third
of those are in Brazil. A host of other
Latin America markets are emerging
as hot markets, to varying degrees
Chile, Peru, Panama and Colombia are
most often mentioned and the

economic stagnancy of culturally
similar Europe markets, namely
Spain and Portugal, is nudging extra
attention from overseas investors.
Despite stepped-up competition,
Accor continues to be the dominant
international player in Latin America,
claiming a regional pipeline of 147
hotels comprising 22,892 rooms slated
to open by 2016, on top of an existing 221 properties and 36,000 rooms.
Accor has also been aggressive with
acquisitions, spending US$275 million
last year to absorb the 14 hotels and 15
projects under Grupo Posadas defunct
Caesar brand. The Adagio, Ibis Style

and MGallery brands are slated to
debut in Latin America this year.
Wyndham Hotel Group claims a
regional pipeline of 9,000 rooms, half
of them in Brazil and about 75% at
midscale and below, complementing a
portfolio of 114 properties and 15,000
guestrooms across seven brands. And
signaling Marriott Internationals
bullishness on the region, the company
last year named its first Latin America
vice president. Marriott has 35 signed
projects in Latin America, and the goal
is to double that figure by 2017, growing its portfolio from 75 to about 150.
47
EVERYBODY TALKS ABOUT CHINA BECAUSE THERE ARE A LOT OF [CHINESE

CONSUMERS], BUT THERE ARE A LOT OF BRAZILIANS AS
WELL. THEY HAVE LARGE FAMILIES WITH A LOT OF KIDS, THEY SPEND A
LOT AND THEY WANT TO SEE THE GREAT CITIES OF THE WORLD.
DANNY HUGHES, LATIN AMERICA SENIOR VICE PRESIDENT, HILTON WORLDWIDE
REGIONAL ROUNDUP
VENEZUELA: Sentiment on Venezuelas future as a
hotel market is overwhelmingly pessimistic. Each
country in Latin America has a lot of good stuff
going on; the glaring exception is Venezuela, says
Danny Hughes, Hilton Worldwides Latin America
senior vice president. But the country has its proponents, like Tivoli Hotels & Resorts CEO Alexandre
Solleiro, who hopes the March death of leftist
President Hugo Chavez is the first step toward
getting the countrys once-robust hotel market
back on track.
NICARAGUA: Nicaragua has lately cultivated a reputation as an idyllic retirement destination, and some
believe the country can similarly become a popular
tourist locale. Were very eager to have Nicaragua
become the new Costa Rica, says Wyndham
Managing Director Daniel del Olmo. Wyndham enters Nicaragua next year with the 212-key Wyndham
Milagro del Mar near Managua.
ECUADOR: Ecuador is high on the list of growth
opportunities for IHG, says Latin America COO
Alvaro Diago. IHG recently opened Holiday Inn
Guayaquil, the groups second hotel in the country,
and has another Holiday Inn in the pipeline at the
Quito airport.
BOLIVIA: Accor is planning the countrys first upscale hotel. The project under development by Suan
Group is slated to open in Santa Cruz in 2016.
PANAMA: The 118-key JW Marriott Panama Golf &
Beach Resort, opened in January, is already doing
strong business. Ongoing expansion of the Panama
Canal and increased airlift are expected to help
improve the countrys economy going forward.
48
It might sound aggressive, says Regional Vice President Craig

Smith, but its not as aggressive as wed like.
In terms of top-line RevPAR growth, Latin America is leading the way for Starwood Hotels & Resorts Worldwide, which is
targeting 100 hotels open and under development in the region by
years end. Starwood had 73 hotels open in 13 countries as of July,
with 20 more in the pipeline. Unlike most international groups,
Starwoods expansion in the region features a larger proportion of
upmarket projects new W Hotels in Bogot, Mexico City and
Panama City, and a third St. Regis for Mexico.
Strategy evolves with demographics
Expanded middle classes combined with strengthened networks

of affordable, short-haul airlift are making intraregional travel
commonplace for the first time and diminishing the importance
of American and European business. Where years ago we were
probably 80% North Americans in our hotels, now its probably
50-50, and its going to move into the 60s and 70s (percent Latin
Americans) in the near future, Smith says.
The rise of the middle class likewise means redoubled attention from international brands looking to court outbound Latin
America travelers by establishing local footprints. Everybody
talks about China because theres a lot of [Chinese consumers], but
there are a lot of Brazilians as well, says Danny Hughes, Hilton
Worldwides Latin America senior vice president. They have large
families with a lot of kids, and they spend a lot, and they want to see
the great cities of the world.
Wyndham aims to open some 200 Super 8 properties in the
region over the next decade, explicitly targeting Latin Americans
traveling beyond their own borders for the first time. Theyre
traveling to these secondary and tertiary cities where its mostly
unbranded hotels that are providing overpriced, inconsistent
product, says Wyndham Managing Director Daniel del Olmo.
New investment is concentrated in the select-service segment,
says Ricardo Mader, executive vice president of Jones Lang
LaSalle Hotels in Brazil, with the most active investment markets for the segment being Brazil, Colombia, Peru and Chile.
In Mexico and the Caribbean, however, STR reports a pipeline
overwhelmingly dominated by upscale and higher. Of the 21,858
guestrooms in the active pipeline as of May, 60% are categorized
as upscale, upper-upscale or luxury, with more than half of those
falling into the highest tier.
IT MIGHT SOUND AGGRESSIVE,

BUT ITS NOT AS AGGRESSIVE AS WED LIKE.
MARRIOTT INTERNATIONAL REGIONAL VICE PRESIDENT CRAIG SMITH ON THE

COMPANYS GOAL TO GROW ITS LATIN AMERICA PORTFOLIO FROM 75 TO ABOUT 150 BY 2017
overall the city today is very undersupplied, Mader says.

Given that Brazil has 16 cities
with at least a million residents and
another 25 with at least 500,000
people and many of these tertiary
markets have few internationally
branded hotels Brazil would be
soaring even without sport.
Lisbon-based Tivoli Hotels &
Resorts, despite having a leisureheavy Europe portfolio, is focusing
its Brazil expansion on city hotels.
CEO Alexandre Solleiro says each
of Brazils state capitals is ripe for
development, including plentiful
opportunity for conversions of subpar independent hotels.
So Paulo-based Brazil Hospitality
Group, which licenses the Tulip brands
in South America from Louvre Htels
Group, is making a push into northwestern Brazil. BHG believes cities like
Manaus and Belm need more hotels
to serve the textile, construction and
agribusiness industries and expects to
open or convert 20 additional properties by 2015.
The majority of Brazils new hotel
developments, especially those in
gateways, are being funded under a
modification of the condo-hotel model.
Dubbed condo-hotel 2.0 by some
hotel executives, the model doles out
percentage shares of the composite real
estate, rather than physical units.
Colombia the trendy pick
Hyatt Hotels Corp., which has

nine properties in Latin America and
24 more in the pipeline, is launching its Hyatt Place brand in Brazil
with a nine-hotel development deal.
The select-service segment is significantly underserved throughout Latin
America, says Pat McCudden, senior
vice president of real estate and development in Latin America. Emerging
markets in Brazil and Mexico present
great growth opportunities.
Brazil still the star
The 2014 FIFA World Cup and the 2016

Summer Olympics are the headlinegrabbers, but it is the weakened real
complemented by a churning industrial
50
sector that is really driving growth in

Brazils hotel industry. Brazils active
pipeline totaled just shy of 21,000
guestrooms as of May, according to
STR data, which would represent an
11% increase over existing inventory.
Rio de Janeiro needs about
24,000 more rooms to meet anticipated Olympics demand, says John
Alexander Auton, a Rio-based adviser
for Deloitte. There is some concern,
though, that Rios Barra de Tijuca district could struggle with low occupancy
after the Games, as inventory there is
more than doubling from 4,500 guestrooms to about 10,000. Some regions
of the city may have some negative
impacts because of the new supply, but
The one country in the region that can

almost match Brazil for enthusiastic
buzz is Colombia. Decades of political
instability and drug wars have given
way to peace and a robust economy,
and developers are stampeding to
opportunities across all segments and
markets. Colombia also continues to
benefit from festering anti-business
sentiment in neighboring Venezuela,
and tax incentives are helping generate
a construction boom.
Hughes calls the 245-key Hilton
Bogota one of Hilton Worldwides great
successes in Latin America; opened in
November 2011, the property is a year
ahead of schedule in terms of achieving occupancy and rate projections.
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developers after 2008, but the situation

is changing with the creation of the
Mexico equivalent of REITs, known as
FIBRAs and structured equity securities known as CKDs. The two big
FIBRA players Monterrey-based
Fibra Inn and Mexico City-based
Fibra Hotel are primarily looking to
acquire midscale business-class properties, mostly independent hotels and
those with national brands, to renovate
and reflag for a quick return.
Peru, Chile gain momentum
The 207-key Hilton

Lima Miraflores
debuted in Peru
last year.
And where upscale and luxury hotels

were once scarce outside Bogot, secondary cities Cartagena and Cali now
have branded 4-star properties under
development, too, while Barranquilla,
Ccuta and Medelln are seeing an
influx of midscale projects. Among
the six properties IHG has in process
across Colombia is an InterContinental
in Cartagena, and Hyatt has a Hyatt
Regency under construction in the city.
Colombias resort market remains
underpenetrated, but the consensus is
that the countrys business sector needs
to be better established before growing
too rapidly on the leisure side. Once
[travelers to Colombia] feel comfortable from a safety and security perspective, the next time they come maybe
theyll add on a leisure experience,
del Olmo says.
Mexicos U.S. dependence
Hoteliers in Mexico report strengthened business travel as more manufacturers relocate operations from
an increasingly expensive Asia labor
market. On the other hand, drug violence continues to tamp down leisure
travel, particularly from Americans.
However, Mexicos resort communities
52
are statistically some of the safest

places to travel in Latin America. The
promotion of insecurity has pushed
away many investors from Mexico,
but in general, a foreign investor needs
to do their own homework and due
diligence, says Benjamin Greenberg,
a director with Deloitte Mexicos real
estate advisory practice.
Because Mexico must count on
fewer tourists, developers have turned
their focus toward limited-service.
Developers are not thinking as much
about the most extravagant hotel with
the most exclusive name, but the hotel
that attracts the most Mexican nationals, with appeal to the international
traveler, Greenberg says. Most major
international brands are, in fact, looking to grow in the Mexico, with IHG,
Wyndham, Starwood, Hilton and
Marriott each having at least 10 hotels
under development.
Commercial financing is generally
limited in Mexico. Banco Nacional
de Comercio Exterior is offering 50%
loan-to-value for properties in the
resort corridors, and some regional
banks are willing to fund limitedservice developments. Equity and debt
financing had dried up for Mexico
Peru has not received the attention

from developers that its 6% year-overyear economic growth would imply,
but a report published this summer by
Jones Lang LaSalle Hotels lumps Peru
with Brazil, Colombia and Chile as
having the regions greatest near-term
opportunity. Perus new government
is committed to promoting tourism
and foreign investment, giving it the
potential to become the regions next
hotel hot spot. Its not on the scale of
Brazil, but we feel very, very strongly
about Peru, says Hughes, whose company opened the 207-key Hilton Lima
Miraflores last year.
Other projects recently announced
for Peru include a 140-key Tryp by
Wyndham and a 150-key Courtyard
by Marriott, both in Lima, and three
Ramadas. Starwood opened Four
Points Miraflores in Lima, the brands
debut in Peru, earlier this year.
Investors are upbeat on Chile, which
posted an ADR spike of 11% last year
in the capital of Santiago behind a
14% rise in international arrivals.
Enhancing Chiles attractiveness are its
loan rates, among the lowest in Latin
America at 6% to 8%. Investors can
borrow up to 70% of necessary capital
with a general repayment time of 10
to 20 years, according to Fernanda
LHopital, managing director of HVS
South America.
Accor aims to reach 20 hotels under
operation by 2015 in Chile, mostly in
Santiago. Meanwhile, Meli Hotels
International is developing five properties under its select-service Innside
by Meli brand in Chile, with the first
opening next year in Santiago.
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TECHNOLOGY: REVENUE MANAGEMENT
MORE MONEY,
MORE PROBLEM$
I
Revenue
managers
are being
challenged
to optimize
more than
room rate.
by NATHAN GREENHALGH,
ASSOCIATE EDITOR
n reaction to the burgeoning presence of the large tech companies

as metamediaries in the online
travel sphere, revenue managers
are studying their hotels position on the online travel booking
timeline and how it compares to the
metamediaries. At Junes HSMAI
Revenue Optimization Conference
in Minneapolis, Minnesota, revenue
managers packed sessions that featured representatives from Facebook
and Google outlining their companies plans for online travel.
At the same time, hotel revenue
management is maturing beyond optimizing transient room rate. Revenue

managers at the conference shared
ideas for which metrics best optimize
other revenue streams and supplement
RevPAR, and how to best collaborate
with other hotel departments. Old
tactical arguments remain unresolved,
though, as revenue managers are still
divided about the effectiveness of
lowering rate to stoke demand.
There seems to be a realization or
recognition that there is more to revenue management than just rates and
inventory, says Cindy Estis Green,
55
METRICS
MATTER
While RevPAR and ADR are standard, the global hotel
industry has not yet settled on new metrics to supplement
them, and a variety of different measures are being tested. At the HSMAI conference, revenue managers shared
the various metrics they are utilizing.
IRevPOR, IRevPAR: I often use IRevPOR and IRevPAR.
The I signifies incremental to gauge if production from
various strategies is in addition to what I would have
garnered, says Calvin Anderson, director of revenue
management, The Lexington New York City.
TRevPAR: We use Total RevPAR in resort markets
where there is more revenue management than just
room revenue, says Aditi Verma, corporate director of revenue management, Northview Hotel Group,
Westport, Connecticut.
GOPPAR, TOTPAR: In addition to RevPAR and ADR,
we focus heavily on GOPPAR and TOTPAR, which is
Total Profit Per Available Room. We know top-line revenue is the panacea to all ills; however, profit also comes
from good cost flowthrough and savings, says Paul
Wood, vice president of revenue generation, Greenwood
Hospitality Group, Greenwood Village, Colorado.
RevPASH, ProPOST: In restaurant revenue management, we focus on RevPASH, which is Revenue Per
Available Seat Hour. When it comes to function space
revenue management, we use the metric of ProPOST,
which is Profit Per Available Space Time, says Nathan
Bacher, director of product development, revenue management, Fairmont Raffles Hotels International, Toronto.
RevPAM: For the majority of hotels, revenue management still focuses primarily on rooms revenue, and
RevPAR and ADR are the most common key performance indicators that are being looked at. However, at
Kempinski we are expanding the spectrum of revenue
management by bringing other revenue streams into
play and measuring them with metrics such as RevPAM,
which is conference and banqueting Revenue Per
Available Square Meter, says Sascha Seefried, regional
revenue manager, Middle East, Kempinski Hotels.
Transient Rate Efficiency, Group Rate Efficiency,
Sellout Efficiency, Optimal Mix of Sales: We
incorporate a number of metrics to provide the greatest
optimal revenue and market share outcome for our
hotels, says Denise Broussard, senior vice president,
revenue management and e-commerce, Interstate Hotels
& Resorts, Arlington, Virginia.
56
CEO of Kalibri Labs, Potomac, Maryland. With the

rise of the metamediaries, the traditional price-optimization tools of revenue management cant address that
issue. Instead it is going to be addressed much more by
digital marketing and e-commerce people. But if they
dont connect with the revenue optimization people, it
will undermine the hotels revenue management. The
silos need to be broken down so this can be dealt with in
an integrated way.
Ensuring history doesnt repeat
The global transactional volume of online travel is projected to reach US$408 billion in 2013, more than 40%
of total online sales, according to data from Barclays
Capital and PhoCusWright, and increase to US$523
million in 2016 more than 46.2% of total online sales.
Given their vastly superior market capitalization as
well as gateway positions on the online booking timeline vis--vis hotel companies, the metamediaries could
potentially carve out a large slice of the online travel
revenue pie at the expense of online travel agencies and
hotel companies.
WERE MOVING
CLOSER TO HAVING
THE ALIGNMENT
OF REVENUE
MANAGEMENT AND
SALES ACROSS THE
INDUSTRY, BUT THERE
IS STILL WORK TO DO.
WHITNEY MERRICK, DIRECTOR OF
REVENUE MANAGEMENT,
SOFITEL MINNEAPOLIS
The critical point for us is that the metamediaries are

and will continue focusing on travel, says Glen Harvell,
vice president of e-commerce, Marriott International.
Their market positions and success are rooted in three
strengths content, community and connectivity.
As revenue managers seek to optimize their channel
mix, they clearly will have to watch what moves these
tech giants make in online travel to avoid losing another
chunk of online bookings to high-commission channels.
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REVENUE MANAGEMENT AND E-COMMERCE WERE TWO DIVISIONS THAT

UNTIL VERY RECENTLY HAD LITTLE INTERACTION OR COMMUNICATION. TODAY,
THE REVENUE MANAGEMENT TEAMS ACTIVE AND CONSTANT INVOLVEMENT IN
E-COMMERCE IS CRITICAL.
SASCHA SEEFRIED, REGIONAL REVENUE MANAGER MIDDLE EAST, KEMPINSKI HOTELS
I remember 15 years ago when

I was on the board of directors of
the Hotel Electronic Distribution
Network Association and Microsoft
asked if they could speak at our
conference, says Michelle Woodley,
senior vice president of distribution
and revenue management, Preferred
Hotel Group, Chicago. At the time
we could not imagine what they
thought they could do in the travel
space. Their presentation was the fi rst
time anyone in our audience heard
about what we now know as Expedia.
We must listen and stay attuned to
how our customers are changing their
behaviors and which companies are
enabling the changes.
Exactly which moves Apple,
Google, Microsoft, Facebook and
TripAdvisor will make with online
booking remains to be seen. Some
analysts are skeptical that any of
them will choose to become online
travel agencies.
Becoming the merchant of record
will annoy advertisers, says Robert
Cole, hotel technology consultant and founder of RockCheetah,
Menomonee Falls, Wisconsin. If
they want nice advertising revenue
coming through, do they want to
exclude Expedia, Travelocity or
Priceline by becoming the merchant of record for online booking?
Continuing to do metasearch is an
easier path for them.
However, given their advantages,
the metamediaries may fi nd online
travel booking too lucrative to stay
out of the game. I think we are not
very far from having Google and
Facebook enter the travel sphere by
actually launching their own OTAs, so
58
it is extremely important to follow how

this landscape changes, says Aditi
Verma, corporate director of revenue management, Northview Hotel
Group, Westport, Connecticut.
Some hotels are already changing
their approach to online distribution
in light of the potential moves from
the metamediaries. Kempinski Hotels,
Geneva, has increased the collaboration between its e-commerce and
revenue management departments.
Revenue management and e-commerce were two divisions that until
very recently had little interaction
or communication. Today, the revenue management teams active and
constant involvement in e-commerce

is critical to maximize opportunities and reduce risks, says Sascha
Seefried, Kempinskis regional revenue manager, Middle East. The question that remains is how much power
we are willing to give the metamediaries over our own inventory and prices
and whether we have learned from the
rise of the OTAs. The precedent set
today will determine the industry
economics for the future.
Escaping the silo
Increased cooperation with the other

departments will be coupled with
increasing responsibilities for revenue
MARKET CAPS: METAMEDIARIES VS. HOTEL COMPANIES
OCTOBER
28 29
2013
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THE ONLINE HOTEL BOOKING TIMELINE

1
Turn on Device
Go Online
Research
Shop
Buy
Apple, Google, Microsoft
Facebook
TripAdvisor, OTAs
Brand.com
Tech companies have a positional advantage over hotel companies for online
reservation booking, as customers use their products before reaching a hotel
companys website. Hypothetically, a customer could turn on their iPad and go
straight to Apples iTravel app or Facebook to book, should those metamediaries
offer the possibility to do so.
managers. Much of the hotel industry

is only in the initial stages of accomplishing this, though. I know there
are some hotels that marry revenue
management and sales brilliantly,
but there are also some where the two
hardly work together, says Whitney
Merrick, director of revenue management, Sofitel Minneapolis. That
says were moving closer to having
the alignment of revenue management and sales across the industry,
but there is still work to do.
In addition to sales and e-commerce, marketing may become more
of a responsibility of the revenue
manager rather than sales. Get
ready to see more director of revenue
and marketing titles, says Calvin
Anderson, director of revenue management, The Lexington New York
City. These individuals will likely
absorb marketing responsibilities as
metasearch and digital advertising
merge further with distribution channels. Sales and operations, however,
will continue to silo into their specific
fields as revenue absorbs the hotelwide leadership roles that formerly
belonged to operators. Sales will
become more of a dual channel leader
for group and negotiated.
Other new responsibilities for
revenue managers are optimizing
prices beyond transient room rate to
include group, meetings, ancillary
and total revenue. Its really time to
60
look at all of the revenue streams in

the hotel and take a hard look at how
we are going to incorporate strategies to optimize total hotel revenue,
Merrick says.
Still at odds
Although there is general agreement

on the strategy of expanding price
optimization, the tactical advantage
of lowering rate to generate demand
remains a point of contention among
revenue managers.
Recent industry research criticizes
the widely used practice, but some
revenue managers say the conclusions of the research are flawed.
During a general session at the conference, Sloan Dean, vice president
of revenue optimization, Ashford
Hospitality Trust, Dallas, Texas, said
that the 2009 study Competitive
Hotel Pricing in Uncertain Times,
which was published in the Cornell
Hospitality Quarterly, was one of
the most destructive studies that has
been written about this industry.
Dean asserts that the studys conclusion that lodging demand is priceinelastic, suggesting that lower prices
mean lower revenues, is incorrect.
Taking a simple correlation to defi ne
causation and to translate that into
inelasticity is not only dead wrong,
its embarrassing, Dean says. I
cant tell you how many senior vice
presidents I have heard say lowering
price does not create demand. The

comment without context is partially
wrong. Leisure travel demand, which
is growing domestically and internationally, is highly elastic. Demand is
a function of price and other factors,
and price is a function of demand.
They have a circular relationship
according to basic economics. You
cannot measure true elasticity at an
aggregate level for hotels when ADR
is a collection of hundreds of different channels, stay patterns, room
types and other variables. Only true
commodities like gas or milk can
have their elasticity measured at
aggregate pricing levels.
Revenue managers cite the advantage of lowering rate for incremental
revenue. Lowering rate by offering a deeper, fenced discount does
allow hotels to capture incremental
revenues where existing demand
lies, says Denise Broussard, senior
vice president, revenue management
and e-commerce, Interstate Hotels
& Resorts, Arlington, Virginia.
However, Interstates revenue
management strategy will shift
within the next five years to diminish
highly discounted group rates.
Revenue managers say seasonal
demand shifts are important in determining rate and the efficacy of lowering rate. It depends on the market,
Woodley says. In the middle of summer in a hot-weather destination a
hotel needs to consider its overall market position as well as fenced rates for
specific audiences with opportunities.
Other revenue managers state that
typically lowering rate merely shifts
demand rather than generating it,
except when done strategically at certain times. Personally, I do believe
that a rate deduction only shifts
demand from one hotel to another
but does not increase demand in general, Seefried says. If you drop your
rates to match your competition, you
only start a rate war and cut existing
revenue your customer was willing to
pay initially. However, sometimes it
is wise to lower rates when it is a very
strategic decision and only for a very
limited time period.
With a Keurig Brewer in

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*XHVWVH[SHFWWREHRHUHGLQURRPFRHH%XWLWV.HXULJ
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hotel management software.
Many Protel clients have also worked with Reservation
Assistant over the years and rely on our integrated and
holistic management solution, says Protel Managing Partner
Manfred Osthues. The positive experience and feedback from
our customers have prompted us to expand and strengthen
our successful cooperation with TAC. I am pleased that
in the future even more customers can benefit from this
powerful collaboration.
SUPPLYLINE
MOTOROLA
UNVEILS NEXTGEN 1D SCANNER
SITEMINDER TO
TEAM WITH HYATT
SiteMinder has been named one of the
preferred channel manager vendors for
Hyatt Hotels & Resorts.
THE NEWLY ESTABLISHED RELATIONSHIP

WITH A GLOBALLY RECOGNIZED HOTEL
GROUP, HYATT, IS A VOTE OF CONFIDENCE
IN SITEMINDERS ABILITY TO BOLSTER
THE GROUPS ONLINE VISIBILITY.
DAVID WILLIAMS, SITEMINDERS EXECUTIVE
DIRECTOR, GLOBAL SALES AND MARKETING
When it came
to a new dishwasher, the
London Heathrow
Marriott wanted
the most sustainable machine on the market. We were
quite prepared to balance the initial
purchase cost with the potential
annual running costs, says Head of
Hotel Engineering Jim Shields. [We
discovered] the Meiko machine would
pay for itself in year three or four.
Compared to what we had before,
it is like the difference between night
and day it is so much more efficient,
Shields continues. Wash results are
so good we no longer need to hand
polish; we are saving labor as well as
energy. And we only need run the selfcleaning program once a day, not three
times as previously.
LONDON
HEATHROW
MARRIOTT
CHOOSES MEIKO
64
Motorola Solutions
has unveiled the
LI2208 general purpose corded linear
imager for capturing virtually every 1D bar code. Based on
the small design, reliability and ergonomic comfort of Motorolas LS2208 scanner,
the LI2208s 1D scanning performance
and range promise to allow workers to
scan faster and farther.
The LI2208 can capture printed 1D
bar codes on paper labels, electronic
bar codes displayed on mobile device
screens that allow businesses to process
loyalty cards and mobile coupons and
high-density bar codes. It also features a
patented single circuit board that eliminates the most common points of failure
in bar code scanners.
REVIEWPRO
PARTNERS WITH
KEMPINSKI
ReviewPro
has entered
a strategic
partnership with
Kempinski Hotels to improve
Kempinskis ability to respond to
guest feedback.
ReviewPro offers online guest
feedback from more sources and
in more languages than their
competitors, says Riko van
Santen, Kempinskis vice president
of digital strategy and distribution.
Also, ReviewPros sentiment
analysis of guest feedback analyzes
reviews in their native language
and offers valuable insight into
operational and service strengths
and weaknesses.
GCOMMERCE TO WORK WITH PRINCIPAL HAYLEY, COAST HOTELS

GCommerce Solutions
has signed agreements
with Coast Hotels and
Principal Hayley Hotels.
GCommerce will optimize the Internet marketing of both chains
through website and
online outreach efforts.
GCommerce developed brand and individual property websites for
Coast Hotels, a Canadabased hotel brand operating 40 hotels in Canada

and the United States,
that integrate online
content delivery and a
booking engine that allows for dynamic pricing
at the individual hotel
level, on a room-byroom basis. GCommerce
also provides marketing
INSiteMinder
BRIEF
has named David

Chestler executive
vice president, The
Americas.
Indel B has provided Excelsior Hotel
Gallia Milan with
Chestler
custom-made All
Black minibars.
Hatco Corp. has acquired
Ovention, which owns the rights to
the Matchbox Oven.
Chip Halpin has been named vice
president of the RAK-Kenilworth
Division for the Homer Laughlin China
Co. family of companies.
services for the brands

entire portfolio.
U.K.-based Principal
Hayley Hotels retained
GCommerce to build
its brand and property
websites as well as
provide ongoing digital
marketing services for
its 23 properties across
the United Kingdom
and France.
Concept Amenities is marking its

30th year in business this year.
The Swisscom Internet Access
gateway is in 135 Scandic Hotels.
Klafs has acquired the knowhow and all the intellectual property rights of the Dutch company
Microsalt International B.V.
Ron Snaidauf has been named
president of the hospitality division
of RCA Commercial electronics sales
for North America.
In the last six months, Coco-Mat
has launched three new stores.
The Danone Group has the official
New York license for Badoit Natural
Sparkling Mineral Water.
19th Annual
Arizona Biltmore
Phoenix, Arizona
September 17- 20, 2013
The Hotel Industrys Premier
Deal Making Conference
To Register: Call 800-252-3540
www.lodgingconference.com
MORRIS LASKY
CEO, Chairman
Lodging Unlimited, Inc.
mlasky@aol.com
HARRY JAVER
President, Producer
The Conference Bureau
harry@lodgingconference.com
R
mag.com
HOTELS
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Get the hottest hotel openings.
Gain some of the most inuential bloggers
insights wherever you are.
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Massilia items from RAK offer chefs the option to use the same piece for several purposes. From appetizers to dessert, the square plates promise all kinds
of advantages for consistent presentations while Massilia rectangular plates
and cups with or without handles present even more options. RAK Porcelain
Europe, Windhof, Luxembourg. rakporcelain.eu, info@rakporcelaineurope.com
With the FoamMaster 800 (FM800),

Franke Coffee Systems can deliver
everything from a classic coffee to a
hot/cold milk foam beverage with the
perfect foam consistency in a fully
automatic coffee machine. Its entire
beverage program is operated using a
fully customizable touchscreen. Franke
Kaffeemaschinen, Aarburg, Switzerland.
Praline presentation boxes

in Ziehers Solid series
are available in two sizes.
In addition to space for individual chocolates, a narrow separated space in
each box can be used for
serving cutlery or the presentation of more pralines
or petit fours. The round depressions within the box are
made so pralines will not roll
out even if the box is tipped
heavily to one side. Zieher,
Himmelkron, Germany.
zieher.com, info@zieher.com
fm.franke.com, info-cs.ch@franke.com
With the Vision tabletop collection, Hepp is offering 24 pieces from the pot
to the candleholder. Elements made from 18/10 stainless steel are enhanced
by materials such as porcelain and wood. Two serving trays provide a range
of design and application possibilities. Vision offers three coffee pots and two
teapots, and milk jugs and sugar bowls have the
same shape. The collections vase, candlestick
and candle holder also narrow at the bottom,
reflecting the design of the pots. An insulated champagne cooler holds up to two normal bottles or one magnum. Hepp, Birkenfeld,
Germany. hepp.de, info@hepp.de
68
The Stealth Max Induction

1800-watt, portable, countertop induction range from
Spring USA promises an attractive appearance with
its durable, stick-resistant,
stainless steel, titaniumcolored housing. The design
offers easy cleanup and
wont show fingerprints,
while the durable stainless
steel construction is easy
to maintain while providing an extended service
life. Spring USA, Naperville,
Illinois. springusa.com
Perfection
down to the last detail
NE
Avantgarde
Bedroom Steam
Ironing Centre.
luxury solution to in-room
The
guest ironing.
steel build for long life.
Quality
Metalised cover.
iron facility.
Anti-theft
saving design.
Space
Complete
Steam Hotel
Safety Ironwith
with Auto-Off
timer safety feature
30 seconds horizontal
and 8 minutes vertical.
www.northmace.com
sales@northmace.com
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Thermoplan AG
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69
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The WMF 1800 S fully

automatic self-service
coffee machine combines optimum ease of
operation with top drink
quality and product versatility from espresso
to cappuccino and even
fine hot chocolate. With
its slim dimensions and a
daily output of up to 180
cups, the WMF 1800 S is
a powerful space-saver.
WMF Hotel, Birkenfeld,
Germany. wmf.com,
e
i - Th
ng Ka
u
H
n
Su
gzhou
Guan ragon
D
Lake
gastro-export@wmf.de
JVDs new cordless, stainless

steel 0.8-liter kettle Duchesse
promises easy
cleaning and easy
power off along
with a concealed
heating element
and a patented
handle design.
JVD, Rez, France.
jvd.fr, jvdexport@jvd.fr
Pullman Don
gguan Chang
'an
Kempinski Hotel, Dalian
Radisson B
Radisson
Blu
lu P
Plaza
laza C
Chongqing
hongqing
The new Valette Hotel

Safety Dry Ironing
Centre from Northmace
& Hendon features an
integrated headpiece
and adjustable board
height. The Centre is
guest-intuitive, spacesaving and comes with
a Northmace & Hendon
three-year guarantee.
Northmace & Hendon,
Cardiff, United Kingdom.
northmace.com,
sales@northmace.com
The coffee shop grinder #63

from Santos is the ideal appliance for outlets that distribute large quantities of ground
coffee. Adapted to intensive
use, the coffee grinder #63 is
equipped with triple-cut grinding discs that can be resharpened. Santos manufactures
its own grinding discs to provide perfect, constant and fine
grinding with no burnt-coffee
effect. A precise micrometric
setting helps ensure grinding fineness. Santos, Lyon,
France. santos.fr, santos@santos.fr
With the drawer minibar KD50, Indel B allows guests to easily

access it from above.
Thanks to its energymanagement system,
the KD50 complies
with European
Energy Efficiency
Regulation 643/2009. The
drawer minibar is available
with Indel Bs standard door or a
customizable wooden door panel.
Indel B, SantAgata Feltria, Italy.
indelb.com, info@indelb.com
71
The Soft System finish from Resuinsa increases the shine of the fabric and adds softness,
natural textures, strength and durability to the
product without damaging it. Resuinsa is now
applying these qualities to its collection of Soft
System table linens, where the softness and
shine of the fabric is able to endure the industrial
washing process and maintain a brand-new
appearance. Resuinsa, Valencia, Spain.
The latest innovation from Ovation

Networks is a patented CO sensing thermostat. By utilizing Wi-Fi
along with CO, infrared and motion sensors, Ecomanaged eliminates the need to rely solely on door
switches, IR and/or motion detectors. The majority of Ecomanaged
deployments are battery-free, and
Ecomanaged has been engineered
to work across almost all brands
and types of PTAC and HVAC systems. It can also be mounted on
the wall or directly onto the PTAC.
Ovation Networks, Cedar Rapids,
Iowa. EcoManaged.com
In the Matrix collection for Vista

Alegre, Polish designer Bartek
Mejor used slates built from a
series of irregular facets with a
crystalline structure as a base.
The Matrix collection includes
three plates, one tea cup and
saucer, one coffee cup and saucer, one cereal bowl, one salad
bowl and one oval platter. Vista
Alegre Atlantis, Lisbon, Portugal.
vistaalegreatlantis.com/hotelware,
marketing.va@vaa.pt
resuinsa.com, resuinsa@resuinsa.com
VISIT US AT HOST, OCTOBER 18-22, PAVILION 11 - STAND S60 T59 - santos@santos.fr
ICE CRUSHER
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72
Edouard 7 Hotel, Paris, France
Standards
DONT HAVE TO MEAN
STANDARDIZATION
The Bella Collection from Peerless Comfort promises the
latest in Visco Memory Foam mattress technology. The design
and construction react to a guests individual shape. Products
are CertiPUR-US certified, which means no toxic chemicals
are present and the product is made from all-natural and
renewable resources. Peerless Comfort, Glenview, Illinois.
thebellabed.com
With Avanti Gusto,

Schnwald offers new
deep and flat plates with
broad rims, tall and short
cups, oval gourmet platters, a tray, a salad bowl
and dip dishes for creative
presentations. There are
two versions of the expressive plates with broad
rims. The flat plates are available in two sizes, the deep plates in
three, allowing them to play many different roles in food presentation. Avanti Gusto also offers an extensive selection of coffee cups in different sizes, including tall and short cups in three
and two standard sizes, respectively. Schnwald, Schnwald,
Germany. schoenwald.com, schoenwald@schoenwald.com
The Caf Sommelier range from

Kahla comprises 21 pieces, eight of
which are cups, and all of which correspond to the new sommelier standard. A central feature is their oval
shape downwards running up to the
cross-section to support the perfect crema. The thickness of the cup
keeps drinks warmer longer, while
its slim, smoothly rounded rim promises comfortable drinking.
Kahla Thueringen Porzellan, Kahla, Germany.
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
upscale hotels while giving owners what they really want.
Freedom to run their hotels.
We offer customized distribution global sales and marketing
support and commercial services that deliver the highest
return on investment. And with our Soft Franchise model,
hotel owners get a 360 solution without the standardization
and costs of classic franchise models.
To learn more visit:
worldhotels.com/welcome-to-world-hotels
or email becomeamember@worldhotels.com
kahlaporzellan.com, contact-kahla@kahlaporzellan.com
73
Schaerers disposable NcFoamer

(Non-cleaning Foamer) concept
combines hygiene, user-friendliness
and sustainability. The solution
makes it possible to simply replace
the parts of the machine that conduct milk, doing away with the process of cleaning them. Not only does
this method of regularly replacing the
foamer and milk hose save time, but
it also allows users to meet the most
stringent hygiene requirements.
Schaerer, Zuchwil, Switzerland.
schaerer.com, info@schaerer.com
Cafitesse Excellence from Douwe Egberts is a high-quality coffee

dispenser developed to provide excellent coffee and milk-based
drinks with maximum user convenience. The Excellence LUX version offers optimal ease of use for first-time users, with motion detection, cup sensing and light on cup functionality. Douwe Egberts,
Utrecht, Netherlands. douweegbertsprofessional.com, export@DEMB.com
With the new Food & Drink Hotn

Cool Tea Set by Jenaer Glas, Zwiesel
Kristallglas promises to enhance
individual enjoyment of tea. Since
the tumbler is completed with the
fitting strainer, it is possible to dose
tea mixtures for each individual, and
when the tea obtains the desired
taste, the strainer fits in the bowl
inside the lid. Due to the doublewalled structure, the outside of the
tumbler does not get too hot while
tea inside stays hot longer. Zwiesel
Kristallglas, Zwiesel, Germany.
zwiesel-kristallglas.com,
info@zwiesel-kristallglas.com
The new Cervino model

from Macchiavalley can
make coffee specialties from up to 3.6 kg
(8 lbs) of coffee beans
per hour, as the patented boiler with heat
exchanger guarantees there will be no
waiting time between
the shots. Each cup is
prepared with fresh
faucet water, and milk
drinks can be prepared with 100% fresh
milk. The spout height
of the Cervino can
be quickly adjusted
for cups, mugs or
glasses via a slide
bar. Macchiavalley,
Farchant, Germany.
mv-t.com, info@mv-t.de
com/en/ch/hotel-restaurant.html,
info.hr@villeroy-boch.com
Vitamix offers The Quiet One, a

powerful, premium blender
designed to create an enjoyable
front-of-the-house experience.
Six function settings with 34 optimized programs promise a superior
blend, improved speed-of-service
and unparalleled sound reduction.
Vitamix, Cleveland, Ohio.
https://commercial.vitamix.com
thermoplan@thermoplan.ch
International
Exhibition of
the Hospitality
Industry
Italy
18-22 Oct. 2013
Furniture
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The professional tableware line

Affinity by Villeroy & Boch
offers caf gourmet solutions on
a high yet functional level. The
design and comprehensive
product variety of cups, plates
and platters made of premium
porcelain allow creative combinations and uses for sophisticated coffee enjoyment. Villeroy
& Boch, Luxembourg. villeroy-boch.
The automatic professional coffee machine

Black&White One from
Thermoplan is available
in two specifications.
The CTM RF is equipped
with an integrated milk
fridge in the base. The
CTM without integrated
fridge is a more compact
unit. The milk is fed from
a separate refrigerator.
Thermoplan, Weggis,
Switzerland. thermoplan.ch,
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
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+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
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President, Mark Lefens
Vice President, Sales, Bill Kinross, Steven D. Mayer
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Director, Marketing, Events & Production,
Laurie Hachmeister
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CONTACT US AT:
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HOTELS (ISSN 1047-2975), Volume 47, Number 7. 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
changes to HOTELS, 1209 Dundee Ave #8., Elgin IL 60120.
SUBSCRIPTIONS: call 800-554-7470 to begin, change or cancel
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Agreement #40612608. Canada returns to be sent to: Pitney
Bowes, P O Box 25542, London ON NBC682.
Alto-Shaam Inc.
www.alto-shaam.com
Page 36
Mercedes-Benz USA
www.mbsprinterusa.com
Page 33
The Americas Lodging Investment Summit (ALIS)

www.ALISconference.com
Page 63
Nissan North America, Inc.

www.NissanCommercialVehicles.com
Page 53 (A)
Best Western International Inc.

www.bestwesterndevelopers.com
Page 11
Northmace & Hendon

www.northmace.com
Page 69
Brandstand Products
www.brandstand.com
Page 31 (A)
Pasabahce
www.pasabahce.com
Page 53 (I)
Cambro Manufacturing Co.

www.cambro.com/storesafe
Page 3
Planglow
www.planglow-usa.com
Page 41 (A)
Cetis
www.teledex.com
Page 57
Protect-A-Bed
www.protectabed.com
Page 51
Cintas
www.cintas.com/anthonycontest
Page 35
Purchasing Management International

www.pmiconnect.com
Page 54
Comcast Networks
www.business.comcast.com/hospitality
Page 46
RAK Porcelain Europe SA

Maison & Objet, Paris, France, Hall 3, Stand F 129;
HOST, Milan, Italy, Hall 6, Stand E33,F34
www.rakporcelain.com
Page C-4
DIRECTV
Pages 26-27
Dongguan Diamond Life Lighting
www.diamond-life.net
Page 70
Fiera Milano
www.host.fieramilano.it
Page 76
Fitness On Demand
www.fitnessondemand247.com
Page 67
FRANKE Kaffeemaschinen
HOST, Milan, Italy, Hall 11, Stand M64 N63
www.franke.com
Page 31 (I)
Front of the House
www.frontofthehouse.com
Page 2
HEPP
www.hepp.de
Page 25
Hoshizaki America Inc.
www.hoshizakiamerica.com
Page 49
Hospitality Financial & Technology Professionals
www.hftp.org
Page 78
International Hotel, Motel + Restaurant Show (ihmrs)
www.ihmrs.com
Page 77
Indel B
The Hotel Show, Dubai, UAE;
HOST, Milan, Italy;
IHMRS, New York, USA
www.indelb.com
Page 23
Interval International
www.resortdeveloper.com
Page 4
JVD
www.jvd.fr
Page 71
Keurig Inc.
www.keurig.com/hospitality
Page 61
The Lodging Conference
www.lodgingconference.com
Page 65
MELITTA Systemservice
HOST, Milan, Italy, Hall 18, Stand B50 C51
www.melittasystemservice.de
Page 41 (I)
SANTOS
HOST, Milan, Italy, Hall 11, Stand S60 T59
www.santos.fr
Page 72
Scholl GmbH
HOST, Milan, Italy, Hall 1, Stand C12 D11
www.scholl-gastro.de
Page 43
Shared Ownership Investment Conference (SOIC)
www.SharedOwnershipInvestment.com
Page 59
Singapore Exhibition Services
www.foodnhotelasia.com
Page 74
Spring USA Corporation
www.springusa.com
Page 15
Starwood Hotels & Resorts
www.starwoodhotels.com/development
Pages 17, 19
Tablecraft Products
www.tablecraft.com
Page 75
Thermoplan
HOST, Milan, Italy, Hall 11, Stand U52 V51
www.thermoplan.ch
Page 69 (I)
Villeroy & Boch
www.villeroy-boch.com/hotel
Pages 1, 39
Vita Mix Corp
commercial.vitamix.com
Page 13
VTech Communications
www.vtechhotelphones.com
Page C-3
Wilbur Curtis Company
www.wilburcurtis.com
Page 45
Woltz & Associates
www.woltz.com
Page 7
WorldHotels
www.worldhotels.com/welcome-to-world-hotels
Page 73
Wyndham Hotel Group
www.whgdevelopment.com
Page C-2
Zieher KG
The Hotel Show, Dubai, UAE, Booth 3 B55 (with OS&E)
www.zieher.com
Page 6
An (A) after the page number indicates advertisements that appear only in the Americas editions;
an (I) indicates advertisements that appear in international editions.
79
LAGNIAPPE
What is your hotel pet peeve?
Someone at the door when I have the do not disturb
sign on.
What is your favorite minibar indulgence?
Peanut M&Ms.
What is the best idea you have ever stolen?
A former employer mandated a monthly gathering called
Celebrating Success to share business results, review
quality scores and recognize colleagues achievements.
I have implemented it at The Waldorf in London, The
Excelsior, Hong Kong, and at Mandarin Oriental in both
Washington, D.C., and Bangkok. The achievement is
making sure it happens every month.
What would you like to have more time for?
Exercise. In 1993 during my first international sales trip, I
went to Houston where I met a wonderfully charismatic
Texan woman who used to get up at 4 a.m. to fit exercise
into her schedule, and she told me, Physical fitness IS
mental fitness, honey. I at least try to concur.
What is on your nightstand?
My phone that is on 24 hours.
What was your most embarrassing professional moment?
At hotel school there was a training restaurant where the
university would host events, and at a dinner I was
ordered to serve a platter of quite fatty roast goose to the
VIP guests. Despite what felt like the colossal weight of
the platter, I successfully navigated my way across the
dining room only in my ineptitude to serve a slice of goose
straight into the vice chancellors lap. Without thinking, I
then used the spoon and fork to serve the goose straight
from his lap on to his plate, and fled the room in absolute
horror. I still cringe at the sight of goose.
AMANDA HYNDMAN
GENERAL MANAGER, MANDARIN ORIENTAL, BANGKOK
Given the history and iconic status of the 137-year-old

Mandarin Oriental, Bangkok, the post of GM there comes
with unique demands, but Amanda Hyndman was up to
the challenge. When she took over at La Grande Dame
about a year ago, following in the footsteps of legendary hotelier Kurt Wachtveitl, her resum included posts
with stalwarts such as Millenium Hotel Group and Hilton
International, not to mention other MOHG properties such
as The Excelsior, Hong Kong.
80
Why do you work in hotels?

Because you get to see all of life, passions run high and
the sense of family and achievement is incredible.
If you were not a hotelier, what would you be?
My parents were working overseas, and when I was 13
we were invited to a cocktail party at the British Embassy
in Mauritius, after which I dreamed of being a diplomat.
Who was the person you admired most in your life?
My grandmother. She was a strong, resourceful
woman who raised a family in hardship during the war,
supported my grandfather in his business and lived to the
age of 102. She never had a career of her own but drove
her grandchildren to be successful and lived vicariously
through us, so in effect our achievements became
her achievements.
t
Maison & Objet

paris
IBMMTUBOE'
___
t
HOST
milano
IBMM&'
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Hotels 2013 09

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THE MAGAZINE OF THE WORLDWIDE HOTEL INDUSTRY

CEO ROLE EVOLVES

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.

SE P T E M BE R 2 013 V O L . 47, NO.7

Todays CEO p20

Capella Georgetown p28

Latin America p47

SE P T E M BE R 2 013 V O L . 47, NO.7

about the cover

Among this years 10 Great Hotel Restaurants chosen

HOTELS September 2013 www.hotelsmag.com

WATCH A VIDEO ON CAMBRO SHELVING

WITH THE SLICE GOES THE WHOLE

of timesharing was born.

THE MAGAZINE OF THE WORLDWIDE HOTEL INDUSTRY

Jeff Weinstein, Editor In Chief

Mary Gostelow, Adam Kirby, Oriana Lerner

Dan Hogan, Vice President, Publisher

their followers speaks

www.hotelsmag.com September 2013 HOTELS

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

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

137 Pillars House ........................................ 12

Fairmont Raffles Hotels

IHG .......................................................... 16, 48

Accor ...................................................... 22, 47

Fasano So Paulo ....................................... 42

Interstate Hotels & Resorts ................. 9, 56

Fibra Inn ....................................................... 52

JW Marriott Panama Golf &

Fosun International ..................................... 9

Kempinski Hotels................................. 22, 56

Four Points Miraflores .............................. 52

Las Vegas Sands ........................................ 18

Four Seasons Hotels and Resorts ..... 12, 22

Greenland Group ......................................... 9

Greenwood Hospitality Group................ 56

Lexington New York City, The ................. 56

Castleton Hotel Partners I ........................ 29

Groupe du Louvre ........................................ 9

Loews Hotels .............................................. 23

China Lodging Group .................................. 9

Groupe Germain Hospitalit ................5, 10

Louvre Hotels Group ................................... 9

Choice Hotels International ..................... 23

Hilton Bogota ............................................. 50

Mandarin Oriental, Bangkok ................... 80

Hilton Lima Miraflores .............................. 52

Mandarin Oriental, Tokyo ........................ 44

Commons Hotel, The ................................ 16

Hilton Worldwide ................................ 24, 48

Commune Hotels & Resorts .................... 24

Hotel Principe di Savoia ............................ 12

Meli Hotels International ................... 9, 52

Minor International ................................... 18

Crowne Plaza Israel Hotels ...................... 14

Hub by Premier Inn .................................... 10

Dalian Wanda Group ................................... 8

Hyatt Hotels Corp. ..................................... 50

Nira Hotels & Resorts................................ 23