Thursday, September 2, 2010
Wednesday, August 18, 2010
Sunday, August 8, 2010
Friday, July 23, 2010
Monday, July 19, 2010
What restaurants can learn from Apple
http://www.fastcasual.com/article/127309/What-restaurants-can-learn-from-Apple
Friday, July 16, 2010
Thursday, July 1, 2010
Sunday, June 20, 2010
Wednesday, June 9, 2010
Sunday, May 16, 2010
Customer Service London style
Customer Service, London style
"To inspire and nurture the human spirit – one person, one cup, and one neighborhood at a time"
This is the mission statement of an international coffee house chain based in Seattle.
09:58 hrs
Here we were in Old London town; 'the home of The Beatles' as I overheard one American tourist stating the day before. It was a crisp, sunny September morning with the muffled sounds of traffic on the Thames and on the nearby streets. People were gathering around the doorway to one of London's coffee houses, close to Tower Bridge. The shop was due to open at 10am and because it was England, people were beginning to form an unofficial queue.
The small group of coffee enthusiasts included a couple of joggers, a man walking his dog (I presume it was his) and an elderly couple who had probably been up for 5 hours already, gasping for some fresh coffee. It was the nearest thing to a 'community' you're likely to see in central London.
10:05
Things were getting abit tense because the coffee shop remained unopened. The queue of coffee drinkers became a little agitated as people began to purse their lips and check timepieces while nodding their heads. It was a massive mistake to make people wait for coffee in the morning but I was certain common sense and good service would prevail...
A good first impression creates rapport and trust
10:06
An employee popped his head up from under the counter inside the shop, where employees can hide if they're having a bad day. He noticed the queue outside and rolled his eyes, his body language betrayed him saying, "Bloody customers, they're here again!" He gave a stern, dismissive look at the small gathering awaiting their morning pints of latte.
You choose to give great service
10:08
When he eventually deemed us worthy to let us in, to our disbelief, he walked to another door (a 2nd entrance at the other end of the shop for invisible customers) and opened that one first! Having executed part one of the opening up process he strolled over towards us, head down, and opened 'our' door like he was doing us a massive favour; like letting the dog out for a run in the garden. I was at least expecting a, "Good morning everyone! Sorry about the wait, I'll be as quick as I can!" He didn't say a word and he didn't make eye contact with us.
Positive Attitude, Courtesy, Timeliness, Trust, Reliability, Quality...
These are just some of the values and emotions that companies want their clients to experience.
In a world in which companies compete fiercely to offer very similar products, customer service will make the difference. That's why organisations spend so much time and money recruiting and training the right people. Our man failed to provide a basic level of service on this occasion. I'll call him Derek because it's not one of my favourite names.
So what happens when a service provider fails us? As consumers we can simply choose to move on to the next one.
10:10
Some people get more offended than others and when we got inside the shop, I overheard one of the joggers threaten to his partner, "I'm gonna buy two coffees and tip one of 'em over that guy!" (then run, presumably).
The human spirit, eh? One person, one cup, and one neighbourhood at a time, tipping their coffee all over Derek. That's what bad service can do for you.
by Nick Vertigans
"To inspire and nurture the human spirit – one person, one cup, and one neighborhood at a time"
This is the mission statement of an international coffee house chain based in Seattle.
09:58 hrs
Here we were in Old London town; 'the home of The Beatles' as I overheard one American tourist stating the day before. It was a crisp, sunny September morning with the muffled sounds of traffic on the Thames and on the nearby streets. People were gathering around the doorway to one of London's coffee houses, close to Tower Bridge. The shop was due to open at 10am and because it was England, people were beginning to form an unofficial queue.
The small group of coffee enthusiasts included a couple of joggers, a man walking his dog (I presume it was his) and an elderly couple who had probably been up for 5 hours already, gasping for some fresh coffee. It was the nearest thing to a 'community' you're likely to see in central London.
10:05
Things were getting abit tense because the coffee shop remained unopened. The queue of coffee drinkers became a little agitated as people began to purse their lips and check timepieces while nodding their heads. It was a massive mistake to make people wait for coffee in the morning but I was certain common sense and good service would prevail...
A good first impression creates rapport and trust
10:06
An employee popped his head up from under the counter inside the shop, where employees can hide if they're having a bad day. He noticed the queue outside and rolled his eyes, his body language betrayed him saying, "Bloody customers, they're here again!" He gave a stern, dismissive look at the small gathering awaiting their morning pints of latte.
You choose to give great service
10:08
When he eventually deemed us worthy to let us in, to our disbelief, he walked to another door (a 2nd entrance at the other end of the shop for invisible customers) and opened that one first! Having executed part one of the opening up process he strolled over towards us, head down, and opened 'our' door like he was doing us a massive favour; like letting the dog out for a run in the garden. I was at least expecting a, "Good morning everyone! Sorry about the wait, I'll be as quick as I can!" He didn't say a word and he didn't make eye contact with us.
Positive Attitude, Courtesy, Timeliness, Trust, Reliability, Quality...
These are just some of the values and emotions that companies want their clients to experience.
In a world in which companies compete fiercely to offer very similar products, customer service will make the difference. That's why organisations spend so much time and money recruiting and training the right people. Our man failed to provide a basic level of service on this occasion. I'll call him Derek because it's not one of my favourite names.
So what happens when a service provider fails us? As consumers we can simply choose to move on to the next one.
10:10
Some people get more offended than others and when we got inside the shop, I overheard one of the joggers threaten to his partner, "I'm gonna buy two coffees and tip one of 'em over that guy!" (then run, presumably).
The human spirit, eh? One person, one cup, and one neighbourhood at a time, tipping their coffee all over Derek. That's what bad service can do for you.
by Nick Vertigans
Tuesday, May 11, 2010
Thursday, April 29, 2010
Sunday, April 25, 2010
Friday, April 23, 2010
Gordon Ramsey opens Maze in Melbourne
Ramsay puts bite on our suspicions
MICHAEL HARDEN April 24, 2010
MELBURNIANS, more than a little proud of our home-grown dining scene, tend to view imported restaurant concepts with suspicion. Add Gordon Ramsay's name to the equation and this innate wariness of by-the-numbers international-chain restaurants becomes even more pronounced.
Being taught to suck eggs by a notorious celebrity chef with nearly 20 restaurants on several continents is not something we readily embrace, which is why dining at Ramsay's first Australian outpost can be such a disarming experience.
Ramsay already has several maze restaurants on the go - in London, New York and Cape Town - and the two-headed Melbourne version, in a cavernous but cleverly divided space on the first floor of Crown's new Metropol hotel, sticks to the same basic structure. The dimly lit headliner, maze, has a casual, carpeted and upholstered fine-dining feel with a menu of exclusively small dishes.
The second restaurant, maze Grill, is brighter, noisier, open-kitchened, New York-style steakhouse that does a good line in simply cooked comfort food.
Ramsay has obviously done his homework - he rattles off Cutler & Co, Cumulus Inc and Bar Lourinha as local faves - and is well aware of the Melburnian suspicion of blow-ins.
Probably his greatest weapon in breaking down the preconceptions of what he terms a ''unique, finicky, hard-arse and highly competitive'' scene was appointing Josh Emett (pictured) as head chef.
Emett, a New Zealander with Melbourne runs on the board (he cooked with Donovan Cooke at est est est), has worked for Ramsay for about 10 years and so has a good understanding of both his boss's approach and the local scene. He's also quite brilliant technically and produces food that's always lovely to look at.
In maze, the modern European and occasional Asian flavours are polite rather than robust but there's plenty of strength among the subtlety. You might find delicate slivers of marinated baby beet sandwiching goat's curd and sprinkled with earthy toasted pine nuts ($12) or a superb dish of coral trout, wrapped in salty, just-crisp chicken skin sitting in a sparkling lemon thyme consomme ($23).
Maze Grill has a list of seven char-grilled steaks ($34-$58) alongside crowd pleasers like perfectly fried, soft-shell crab served with a harissa mayonnaise ($15), roasted barramundi on a colourful warm potato salad ($33) and a chocolate and pecan brownie ($12).
There's a level of care and attention in the food, the service and the wine list at maze that goes a long way towards dispelling suspicions of this being just another link in a chain.
MELBOURNE'S RESTAURANT IMPORTSNOBUPart of a worldwide chain of more than 20 restaurants, Nobu Matsuhisa's Melbourne branch at Crown has not taken Melbourne diners by storm despite - or perhaps because of - celebrity partner Robert De Niro.
WAGAMAMAThis London-based noodle chain bringing Asian food to Melbourne found itself in an ''ice to Eskimos'' situation and suffered accordingly.
LONGRAINInitial suspicions about Sydneysiders were quickly cast aside when locals realised Martin Boetz's modern Thai restaurant was giving us something we hadn't had before - brilliant Thai flavours.
ROCKPOOL BAR & GRILLA chicken-and-egg scenario that turned out happily. Neil Perry's first Melbourne venture brought a Sydney name but pioneered an upmarket steakhouse and seafood concept that worked so well he imported it back to Sydney.
Source: The Age
MICHAEL HARDEN April 24, 2010
MELBURNIANS, more than a little proud of our home-grown dining scene, tend to view imported restaurant concepts with suspicion. Add Gordon Ramsay's name to the equation and this innate wariness of by-the-numbers international-chain restaurants becomes even more pronounced.
Being taught to suck eggs by a notorious celebrity chef with nearly 20 restaurants on several continents is not something we readily embrace, which is why dining at Ramsay's first Australian outpost can be such a disarming experience.
Ramsay already has several maze restaurants on the go - in London, New York and Cape Town - and the two-headed Melbourne version, in a cavernous but cleverly divided space on the first floor of Crown's new Metropol hotel, sticks to the same basic structure. The dimly lit headliner, maze, has a casual, carpeted and upholstered fine-dining feel with a menu of exclusively small dishes.
The second restaurant, maze Grill, is brighter, noisier, open-kitchened, New York-style steakhouse that does a good line in simply cooked comfort food.
Ramsay has obviously done his homework - he rattles off Cutler & Co, Cumulus Inc and Bar Lourinha as local faves - and is well aware of the Melburnian suspicion of blow-ins.
Probably his greatest weapon in breaking down the preconceptions of what he terms a ''unique, finicky, hard-arse and highly competitive'' scene was appointing Josh Emett (pictured) as head chef.
Emett, a New Zealander with Melbourne runs on the board (he cooked with Donovan Cooke at est est est), has worked for Ramsay for about 10 years and so has a good understanding of both his boss's approach and the local scene. He's also quite brilliant technically and produces food that's always lovely to look at.
In maze, the modern European and occasional Asian flavours are polite rather than robust but there's plenty of strength among the subtlety. You might find delicate slivers of marinated baby beet sandwiching goat's curd and sprinkled with earthy toasted pine nuts ($12) or a superb dish of coral trout, wrapped in salty, just-crisp chicken skin sitting in a sparkling lemon thyme consomme ($23).
Maze Grill has a list of seven char-grilled steaks ($34-$58) alongside crowd pleasers like perfectly fried, soft-shell crab served with a harissa mayonnaise ($15), roasted barramundi on a colourful warm potato salad ($33) and a chocolate and pecan brownie ($12).
There's a level of care and attention in the food, the service and the wine list at maze that goes a long way towards dispelling suspicions of this being just another link in a chain.
MELBOURNE'S RESTAURANT IMPORTSNOBUPart of a worldwide chain of more than 20 restaurants, Nobu Matsuhisa's Melbourne branch at Crown has not taken Melbourne diners by storm despite - or perhaps because of - celebrity partner Robert De Niro.
WAGAMAMAThis London-based noodle chain bringing Asian food to Melbourne found itself in an ''ice to Eskimos'' situation and suffered accordingly.
LONGRAINInitial suspicions about Sydneysiders were quickly cast aside when locals realised Martin Boetz's modern Thai restaurant was giving us something we hadn't had before - brilliant Thai flavours.
ROCKPOOL BAR & GRILLA chicken-and-egg scenario that turned out happily. Neil Perry's first Melbourne venture brought a Sydney name but pioneered an upmarket steakhouse and seafood concept that worked so well he imported it back to Sydney.
Source: The Age
Monday, April 5, 2010
Wednesday, March 24, 2010
LANCASTER LONDON WINS OUTSTANDING ENVIRONMENTAL AWARD
please see attached link
http://www.lancasterlondon.com/sections/news.htm
http://www.lancasterlondon.com/sections/news.htm
Wednesday, March 10, 2010
Hotel that does everything wrong
Tuesday, March 9, 2010
The hotel that does everything wrong.
You have to forgive the guy. It’s his first hotel.
His name is Michael Colomba.
His hotel is called the Crescent Suites Hotel in Waltham, Massachusetts.
The location he chose is not on a major highway, artery or even a main street.
It’s located on a side street between a convenience store and an auto body shop.
Michael is obviously not a highly trained hotel efficiency expert.
If you show up late, or want to check out late, it’s no big deal.
You want an extra serving of his great complimentary breakfast? Why not have another cup of espresso while you do?
When Michael hired staff to clean his rooms, they asked how long they had to clean each one.
“Nine minutes, seven minutes?” they asked.
See, these people had worked at hotel chains before. Every chain had a time limit. Efficiency.
Michael told his staff “I will never have a problem with you taking too long to clean a room.
But I will have a big problem if a guest ever lets me know their room wasn’t perfect.”
And it is close to perfect in his surprisingly clean, well lit, cozy and modern three-star hotel.
A lot closer to perfect than most four-star and even some five-star hotels I’ve been in. And a lot cheaper.
Michael’s been open for less than a year now.
Look him up on TripAdvisor. He’s the one with the five-star ratings across the board.
And he’s the one with occupancy rates consistently running from 70% to 100%. In this economy.
A great host? Genuine friendly staff? Super cleanliness? Personal service? Low rates?
All he really knows about hotels is that service trumps everything.
As I said, you have to forgive the guy. It’s his first hotel.
But I don’t think it will be his last.
Bob Minihan, Executive Creative Director/Partner
Sphere: Related Content Buzz up!
Posted by Bob Minihan
Labels: advertising blog, Crescent Suites Hotel, destination marketing, hospitality consulting, hotel marketing, ism blog, Michael Colomba, tourism marketing, travel blog, travel marketing, TripAdvisor
The hotel that does everything wrong.
You have to forgive the guy. It’s his first hotel.
His name is Michael Colomba.
His hotel is called the Crescent Suites Hotel in Waltham, Massachusetts.
The location he chose is not on a major highway, artery or even a main street.
It’s located on a side street between a convenience store and an auto body shop.
Michael is obviously not a highly trained hotel efficiency expert.
If you show up late, or want to check out late, it’s no big deal.
You want an extra serving of his great complimentary breakfast? Why not have another cup of espresso while you do?
When Michael hired staff to clean his rooms, they asked how long they had to clean each one.
“Nine minutes, seven minutes?” they asked.
See, these people had worked at hotel chains before. Every chain had a time limit. Efficiency.
Michael told his staff “I will never have a problem with you taking too long to clean a room.
But I will have a big problem if a guest ever lets me know their room wasn’t perfect.”
And it is close to perfect in his surprisingly clean, well lit, cozy and modern three-star hotel.
A lot closer to perfect than most four-star and even some five-star hotels I’ve been in. And a lot cheaper.
Michael’s been open for less than a year now.
Look him up on TripAdvisor. He’s the one with the five-star ratings across the board.
And he’s the one with occupancy rates consistently running from 70% to 100%. In this economy.
A great host? Genuine friendly staff? Super cleanliness? Personal service? Low rates?
All he really knows about hotels is that service trumps everything.
As I said, you have to forgive the guy. It’s his first hotel.
But I don’t think it will be his last.
Bob Minihan, Executive Creative Director/Partner
Sphere: Related Content Buzz up!
Posted by Bob Minihan
Labels: advertising blog, Crescent Suites Hotel, destination marketing, hospitality consulting, hotel marketing, ism blog, Michael Colomba, tourism marketing, travel blog, travel marketing, TripAdvisor
Thursday, March 4, 2010
Wednesday, February 24, 2010
Thursday, February 4, 2010
Monday, February 1, 2010
Thursday, January 28, 2010
El Bulli to close for two years
Adria to close ElBulli for two years
28 January 2010 | by Rosemary Ryan
Spanish celebrity chef Ferran Adrià has announced he will close his three-Michelin-starred restaurant ElBulli for two years.
During a speech at the international culinary congress Madrid Fusion Summit, Adrià outlined what he called the “action plan” for the famous restaurant for the years 2010 to 2020
The chef said he will temporarily close the iconic restaurant on the north Catalan coast near Barcelona during 2012 and 2013.
In a release Adrià said he and manager Juli Soler had decided to commemorate the 50th anniversary in 2012 of ElBulli’s conception with the “closure of one cycle and the beginning of a new phase in which a radical approach to the creative process and the pursuit of a new challenges”.
Under the plans ElBulli will open this year from June 15 to December 20. The opening calendar for next year will be released this September. In 2012 and 2013 the restaurant will be closed to the public and reopen in 2014.
Adrià said the closure time would be devoted to “thinking, planning, and preparing the new format for subsequent years.
“In consequence this will allow ElBulli to have two creative centres: ElBullitaller…in Barcelona, and ElBulli restaurant itself,” the release said.
“During this time all the know how about elaborations, techniques and styles acquired after 30 years of creative research will be analysed, and the results of said work will be compiled in a comprehensive and thorough encyclopaedia.”
At a press conference Adrià said the decision was for a combination of personal and creative reasons. “I’m not retiring,” he said.
“It’s just that we’re not feeding anyone at the restaurant for two years. We will still be working. I don’t want to go and sit on a beach in the Bahamas but I think we deserve to lead more normal lives because for 25 years we have been focusing on the restaurant. Now we need more time with our families.”
ElBulli currently only opens for only six months a year and last year shifted its opening season which previously ran April to October, forward to June to December.
In the release Adrià said that when it reopens, ElBulli would continue to challenge the concept of a restaurant”.
He said this would be based on two criteria. “a. Research will be prioritised over production and b. each season will be different in terms of opening dates and times, capacity of the restaurant in terms of diners, staff etc, going beyond the pursuit of innovation that Elbulli has been undertaking ever since the decision was made, among other things, to open only for six months, offer only one sitting and cancel the standard menu”.
28 January 2010 | by Rosemary Ryan
Spanish celebrity chef Ferran Adrià has announced he will close his three-Michelin-starred restaurant ElBulli for two years.
During a speech at the international culinary congress Madrid Fusion Summit, Adrià outlined what he called the “action plan” for the famous restaurant for the years 2010 to 2020
The chef said he will temporarily close the iconic restaurant on the north Catalan coast near Barcelona during 2012 and 2013.
In a release Adrià said he and manager Juli Soler had decided to commemorate the 50th anniversary in 2012 of ElBulli’s conception with the “closure of one cycle and the beginning of a new phase in which a radical approach to the creative process and the pursuit of a new challenges”.
Under the plans ElBulli will open this year from June 15 to December 20. The opening calendar for next year will be released this September. In 2012 and 2013 the restaurant will be closed to the public and reopen in 2014.
Adrià said the closure time would be devoted to “thinking, planning, and preparing the new format for subsequent years.
“In consequence this will allow ElBulli to have two creative centres: ElBullitaller…in Barcelona, and ElBulli restaurant itself,” the release said.
“During this time all the know how about elaborations, techniques and styles acquired after 30 years of creative research will be analysed, and the results of said work will be compiled in a comprehensive and thorough encyclopaedia.”
At a press conference Adrià said the decision was for a combination of personal and creative reasons. “I’m not retiring,” he said.
“It’s just that we’re not feeding anyone at the restaurant for two years. We will still be working. I don’t want to go and sit on a beach in the Bahamas but I think we deserve to lead more normal lives because for 25 years we have been focusing on the restaurant. Now we need more time with our families.”
ElBulli currently only opens for only six months a year and last year shifted its opening season which previously ran April to October, forward to June to December.
In the release Adrià said that when it reopens, ElBulli would continue to challenge the concept of a restaurant”.
He said this would be based on two criteria. “a. Research will be prioritised over production and b. each season will be different in terms of opening dates and times, capacity of the restaurant in terms of diners, staff etc, going beyond the pursuit of innovation that Elbulli has been undertaking ever since the decision was made, among other things, to open only for six months, offer only one sitting and cancel the standard menu”.
Wednesday, January 27, 2010
CitizenM hotel Amsterdam
TripAdvisor - citizenM is the Trendiest Hotel in the World
"Travellers' Choice Awards 2010"
citizenM hotel Amsterdam City has been named the "trendiest" hotel in the world in 2010. Chosen from reviews and ratings from some 15 million TripAdvisor users, the second property of the young and innovative Dutch hotel group citizenM was selected to take the first prize in this new category.
With more than 700 properties winning awards this year, the eighth annual "Travellers' Choice" competition is the largest ever. Properties received awards in categories such as Best Luxury, Best for Families, Best for Romance, Best Relaxation and Spa, Best Service, and Best Hotels by Region. Unlike any other hotel honours in the world, these awards are based on the real and unbiased reviews and opinions from travellers.
"The entire experience was super and I can't wait to stay there again!"
cocoten, via TripAdvisor
"We are thrilled with this amazing award, and thank all the mobile citizens who shared their experiences about citizenM on TripAdvisor, the world's most trusted source of travel advice” said Robin Chadha, CMO citizenM hotels.
citizenM | citizenM offers "affordable luxury for the people" and aims to provide a new type of hotel experience for a new type of traveller. Headquartered in The Netherlands, citizenM's founders include professionals from both the hospitality and fashion industry. Together with renowned partners Concrete Architectural Associates, Vitra and Philips and an experienced management team, the hotel group is preparing itself for a rapid expansion. The third property will open its doors in this summer in Glasgow/UK. Earlier than expected, citizenM plans to venture upon the Americas, along with the European roll out.
The company acts as developer, investor and operator of its hotels, but is also open to joint ventures and occupational leases. citizenM has a local professional team in place and cooperates with local development partners.
TAGS
architectural associates, glasgow uk, amsterdam city, dutch hotel, hotel amsterdam, fashion industry, tripadvisor, hotel experience, chadha, experienced management, vitra, development partners, hotel group, rapid expansion, professional team, local development, new categ
NEWS SOURCE
Click here to view the original version of this article.
CONTACT
Birgit Schmoltner
Birgit Schmoltner Communications
Email: press@birgitschmoltner.com
ORGANIZATION
citizenM Hotels
www.citizenm.com
Leidseweg 219
Voorschoten, 2253 AE
Netherlands, The
Phone: +31 85 580 7777
Fax: +31 85 580 7778
Email: info@citizenm.com
"Travellers' Choice Awards 2010"
citizenM hotel Amsterdam City has been named the "trendiest" hotel in the world in 2010. Chosen from reviews and ratings from some 15 million TripAdvisor users, the second property of the young and innovative Dutch hotel group citizenM was selected to take the first prize in this new category.
With more than 700 properties winning awards this year, the eighth annual "Travellers' Choice" competition is the largest ever. Properties received awards in categories such as Best Luxury, Best for Families, Best for Romance, Best Relaxation and Spa, Best Service, and Best Hotels by Region. Unlike any other hotel honours in the world, these awards are based on the real and unbiased reviews and opinions from travellers.
"The entire experience was super and I can't wait to stay there again!"
cocoten, via TripAdvisor
"We are thrilled with this amazing award, and thank all the mobile citizens who shared their experiences about citizenM on TripAdvisor, the world's most trusted source of travel advice” said Robin Chadha, CMO citizenM hotels.
citizenM | citizenM offers "affordable luxury for the people" and aims to provide a new type of hotel experience for a new type of traveller. Headquartered in The Netherlands, citizenM's founders include professionals from both the hospitality and fashion industry. Together with renowned partners Concrete Architectural Associates, Vitra and Philips and an experienced management team, the hotel group is preparing itself for a rapid expansion. The third property will open its doors in this summer in Glasgow/UK. Earlier than expected, citizenM plans to venture upon the Americas, along with the European roll out.
The company acts as developer, investor and operator of its hotels, but is also open to joint ventures and occupational leases. citizenM has a local professional team in place and cooperates with local development partners.
TAGS
architectural associates, glasgow uk, amsterdam city, dutch hotel, hotel amsterdam, fashion industry, tripadvisor, hotel experience, chadha, experienced management, vitra, development partners, hotel group, rapid expansion, professional team, local development, new categ
NEWS SOURCE
Click here to view the original version of this article.
CONTACT
Birgit Schmoltner
Birgit Schmoltner Communications
Email: press@birgitschmoltner.com
ORGANIZATION
citizenM Hotels
www.citizenm.com
Leidseweg 219
Voorschoten, 2253 AE
Netherlands, The
Phone: +31 85 580 7777
Fax: +31 85 580 7778
Email: info@citizenm.com
Starwood Hotels development plans
Starwood Hotels & Resorts Slated to Open 80-100 Hotels in 2010
Hospitality Giant Focuses on International Growth and Conversion Opportunities
From the American Lodging Investment Summit (ALIS) in San Diego, Starwood Hotels & Resorts Worldwide, Inc. (NYSE:HOT) today announces it expects to open another 80-100 high quality new-build and conversion hotels in 2010, coming off of the 83 opened and 77 new deals signed in 2009. Of these new hotels, roughly 70 percent will be outside of North America, with the majority in Asia Pacific. And Starwood’s upper upscale and luxury brands are leading the charge, representing more than 60% of the new openings. Among these hotels and resorts is expected to be its 1,000th property globally.
“Over the past two years Starwood has opened more than 160 new hotels, and we are well positioned for another year of meaningful growth with 80-100 new hotels that will be representative of our best,” said Frits van Paasschen, President and CEO of Starwood. “In 2010 and beyond, we will continue to focus on opening great hotels, signing high quality new projects and conversions, and taking critical steps to ensure Starwood and our development partners are positioned to own the upswing as we increasingly see the global market turn into positive territory.”
Asia Pacific Represents Unprecedented Growth Opportunity for Starwood’s Brands
To meet the growing demand for high quality lodging in China, Starwood plans to double its portfolio there to 100 hotels by 2012. In 2010, Starwood is slated to open approximately 30 hotels in the market, including both The Luxury Collection and W brands’ first hotels in mainland China. The St. Regis, Westin, Le Meridien and Four Points by Sheraton brands will also increase their Chinese presence in 2010, while the Sheraton brand is experiencing the most robust growth and represents half the year’s total openings.
“China is expected to be one of the world’s largest outbound tourism markets by 2020, with a predicted 100 million outbound trips a year,” said Simon Turner, Presided of Global Development for Starwood. “As the Chinese travel, they are going to stay with the brands they know from home, which will have a meaningful effect on our business globally and underscores our focus there.”
As a global pioneer, Starwood was the first international hotel chain to enter China. And today it is the country’s largest international upscale hotel operator.
Growth is also fertile in India, where Starwood has already opened 25 hotels and plans to increase its portfolio roughly 60% by the end of 2012. Starwood’s steady expansion in India is fueled by several of its brands including Westin, which will open two new hotels this year. And last year’s debut of the Four Points by Sheraton brand in India will soon be followed by the upcoming launch of the Aloft brand, which is set to open three hotels there by the end of 2010.
“When you take a look at India and China combined, you have 40 percent of the world’s population, and between them, they are averaging 8 percent growth in GDP,” added Turner. “By working to further establish relationships with travelers in these critical, high-growth markets today, we are ensuring the success of Starwood tomorrow”
North America and Europe Provide Strong Platforms for New-Build and Conversion Opportunities
Today, Starwood’s North America and Europe, Africa and Middle East divisions are the company’s largest in terms of hotels, and Starwood continues to see strong growth opportunities within them. In 2010, Starwood will introduce several of its brands to new markets – including the debut of the W brand in London – while also furthering its leadership in markets where its brands are already established – such as the addition of two new Sheraton hotels in New York City. Critically, the hotels opening in these divisions will represent both new-build and conversion properties.
“Starwood has a high quality and large enough footprint to enjoy the benefits of critical mass in North America,” said Paul Sacco, Senior Vice President of Development for Starwood’s North America. “However, there are numerous key markets in the vast North American landscape that represent strong growth potential for our nine well regarded and innovative hotel brands. We anticipate transaction activity will increase in 2010 with added focus on conversion projects, as well as select new build hotels. With our group of conversion-friendly brands, in addition to new build opportunities, we are well positioned to execute more than our fair share of opportunities in 2010 and beyond.”
In North America, which represents half of Starwood’s current portfolio, the company is slated to open approximately 30 hotels in 2010. Among these best-in-class properties are Aloft Brooklyn, New York; Element New York-Times Square; Sheraton Tribeca New York; and St. Regis Bahia Beach Resort, Puerto Rico. Growth in the New York City market is a key focus in 2010, with Starwood opening six hotels there and introducing its two newest brands – Aloft and Element.
Building on the 244 existing Starwood properties in Europe, Africa and Middle East, Starwood and its development partners are slated to open approximately a dozen more in the division, including Europe’s first Aloft. The St. Regis Mauritius Resort, which is on track to open this fall, is a conversion property, and will be the company’s fourth hotel on the island nation.
Starwood Primed for Growth in Latin America’s Emerging Markets
In Latin America, Starwood and its development partners see continued long term opportunities as demand growth significantly outpaces supply. And with low presence of international brands, particularly in the luxury segment, Starwood is poised for expansion throughout Latin America. In 2010, Starwood will debut the Westin brand in Peru – The Westin Libertador, Lima – and open the country’s second property under the Luxury Collection brand – Tambo Del Inka, A Luxury Collection Hotel. The Westin brand will also open its fifth hotel in Mexico and its first in Mexico City with The Westin Santa Fe.
Hospitality Giant Focuses on International Growth and Conversion Opportunities
From the American Lodging Investment Summit (ALIS) in San Diego, Starwood Hotels & Resorts Worldwide, Inc. (NYSE:HOT) today announces it expects to open another 80-100 high quality new-build and conversion hotels in 2010, coming off of the 83 opened and 77 new deals signed in 2009. Of these new hotels, roughly 70 percent will be outside of North America, with the majority in Asia Pacific. And Starwood’s upper upscale and luxury brands are leading the charge, representing more than 60% of the new openings. Among these hotels and resorts is expected to be its 1,000th property globally.
“Over the past two years Starwood has opened more than 160 new hotels, and we are well positioned for another year of meaningful growth with 80-100 new hotels that will be representative of our best,” said Frits van Paasschen, President and CEO of Starwood. “In 2010 and beyond, we will continue to focus on opening great hotels, signing high quality new projects and conversions, and taking critical steps to ensure Starwood and our development partners are positioned to own the upswing as we increasingly see the global market turn into positive territory.”
Asia Pacific Represents Unprecedented Growth Opportunity for Starwood’s Brands
To meet the growing demand for high quality lodging in China, Starwood plans to double its portfolio there to 100 hotels by 2012. In 2010, Starwood is slated to open approximately 30 hotels in the market, including both The Luxury Collection and W brands’ first hotels in mainland China. The St. Regis, Westin, Le Meridien and Four Points by Sheraton brands will also increase their Chinese presence in 2010, while the Sheraton brand is experiencing the most robust growth and represents half the year’s total openings.
“China is expected to be one of the world’s largest outbound tourism markets by 2020, with a predicted 100 million outbound trips a year,” said Simon Turner, Presided of Global Development for Starwood. “As the Chinese travel, they are going to stay with the brands they know from home, which will have a meaningful effect on our business globally and underscores our focus there.”
As a global pioneer, Starwood was the first international hotel chain to enter China. And today it is the country’s largest international upscale hotel operator.
Growth is also fertile in India, where Starwood has already opened 25 hotels and plans to increase its portfolio roughly 60% by the end of 2012. Starwood’s steady expansion in India is fueled by several of its brands including Westin, which will open two new hotels this year. And last year’s debut of the Four Points by Sheraton brand in India will soon be followed by the upcoming launch of the Aloft brand, which is set to open three hotels there by the end of 2010.
“When you take a look at India and China combined, you have 40 percent of the world’s population, and between them, they are averaging 8 percent growth in GDP,” added Turner. “By working to further establish relationships with travelers in these critical, high-growth markets today, we are ensuring the success of Starwood tomorrow”
North America and Europe Provide Strong Platforms for New-Build and Conversion Opportunities
Today, Starwood’s North America and Europe, Africa and Middle East divisions are the company’s largest in terms of hotels, and Starwood continues to see strong growth opportunities within them. In 2010, Starwood will introduce several of its brands to new markets – including the debut of the W brand in London – while also furthering its leadership in markets where its brands are already established – such as the addition of two new Sheraton hotels in New York City. Critically, the hotels opening in these divisions will represent both new-build and conversion properties.
“Starwood has a high quality and large enough footprint to enjoy the benefits of critical mass in North America,” said Paul Sacco, Senior Vice President of Development for Starwood’s North America. “However, there are numerous key markets in the vast North American landscape that represent strong growth potential for our nine well regarded and innovative hotel brands. We anticipate transaction activity will increase in 2010 with added focus on conversion projects, as well as select new build hotels. With our group of conversion-friendly brands, in addition to new build opportunities, we are well positioned to execute more than our fair share of opportunities in 2010 and beyond.”
In North America, which represents half of Starwood’s current portfolio, the company is slated to open approximately 30 hotels in 2010. Among these best-in-class properties are Aloft Brooklyn, New York; Element New York-Times Square; Sheraton Tribeca New York; and St. Regis Bahia Beach Resort, Puerto Rico. Growth in the New York City market is a key focus in 2010, with Starwood opening six hotels there and introducing its two newest brands – Aloft and Element.
Building on the 244 existing Starwood properties in Europe, Africa and Middle East, Starwood and its development partners are slated to open approximately a dozen more in the division, including Europe’s first Aloft. The St. Regis Mauritius Resort, which is on track to open this fall, is a conversion property, and will be the company’s fourth hotel on the island nation.
Starwood Primed for Growth in Latin America’s Emerging Markets
In Latin America, Starwood and its development partners see continued long term opportunities as demand growth significantly outpaces supply. And with low presence of international brands, particularly in the luxury segment, Starwood is poised for expansion throughout Latin America. In 2010, Starwood will debut the Westin brand in Peru – The Westin Libertador, Lima – and open the country’s second property under the Luxury Collection brand – Tambo Del Inka, A Luxury Collection Hotel. The Westin brand will also open its fifth hotel in Mexico and its first in Mexico City with The Westin Santa Fe.
Thursday, January 21, 2010
Monday, January 18, 2010
Starwood accuses Hilton of corporate espionage
Starwood Accuses Hilton of Corporate Espionage
Jan 19, 10 | 1:56 am
By Tom Johansmeyer
Two of the largest hotel chains in the world are locked in battle -- legal battle. Starwood Hotels has accused 44 of Hilton's top executives of stealing trade secrets. Christopher Nassetta, the CEO of Hilton, is alleged to have known about this activity, according to an amended complaint that Starwood filed with the Manhattan federal court. The object of affection thievery was the luxury category of Starwood's portfolio, including the St. Regis, W and The Luxury Collection.
According to Starwood's complaint, Nassetta is said to be under "intense pressure" to deliver the financial returns expected by the Blackstone Group, the private equity firm that paid $26 billion for Hilton in 2007. The complaint further states, "Intense pressure -- whether from Blackstone or otherwise -- is no excuse for corporate espionage, and it is no excuse for the massive theft and widescale use of confidential and proprietary Starwood information."
According to a USA Today report, Hitlton's spokesman, Aaron Radelet, declined to comment, because the company doesn't discuss pending litigation.
Starwood is looking to appoint monitors to make sure that Hilton complies with all injunctions, and it's also seeking a court-imposed "time out" period during which Hilton wouldn't be able to move forward with its luxury brands.
Jan 19, 10 | 1:56 am
By Tom Johansmeyer
Two of the largest hotel chains in the world are locked in battle -- legal battle. Starwood Hotels has accused 44 of Hilton's top executives of stealing trade secrets. Christopher Nassetta, the CEO of Hilton, is alleged to have known about this activity, according to an amended complaint that Starwood filed with the Manhattan federal court. The object of affection thievery was the luxury category of Starwood's portfolio, including the St. Regis, W and The Luxury Collection.
According to Starwood's complaint, Nassetta is said to be under "intense pressure" to deliver the financial returns expected by the Blackstone Group, the private equity firm that paid $26 billion for Hilton in 2007. The complaint further states, "Intense pressure -- whether from Blackstone or otherwise -- is no excuse for corporate espionage, and it is no excuse for the massive theft and widescale use of confidential and proprietary Starwood information."
According to a USA Today report, Hitlton's spokesman, Aaron Radelet, declined to comment, because the company doesn't discuss pending litigation.
Starwood is looking to appoint monitors to make sure that Hilton complies with all injunctions, and it's also seeking a court-imposed "time out" period during which Hilton wouldn't be able to move forward with its luxury brands.
Sunday, January 17, 2010
HOTELS Exclusive: Q&A With Hilton CEO Chris Nassetta
HOTELS Exclusive: Q&A With Hilton CEO Chris Nassetta: "No, Chris Nassetta would not offer any perspective about the Denizen debacl..."
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