2014 November Hotels Magazine

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THE MAGAZINE OF THE WORLDWIDE HOTEL INDUSTRY NOVEMBER 2014

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TECHNOLOGY

Entertainment p534K televisions represent the next generation in entertainment through ultra-high-de� nition viewing, but the day when that experience delights the average consumer — let alone the hotel guest — is still a considerable distance away. Only time will tell whether the technology becomes the next 1080p, at least for the hotel business.

F&B

Tabletop – Bars p45Even as bar glassware harkens back to decades past for inspiration, bartenders are still looking for new and cutting-edge ways to attract guests’ attention. That trend is leading to a wide range of vessels being used for drinks, and a bar manager’s creativity may be the only limiting factor.

DESIGN

The Peninsula Paris p36Working with Richard Martinet of Af� ne Architecture & Interior Design and Henry Leung of Chhada Siembieda Leung, The Peninsula Hotels sought to make a bold statement with the 200-room Peninsula Paris, a historic, classic French-style building in the heart of the 16th arrondissement.

NOV EMBE R 2 014 VOL . 4 8 , NO.9

®

about the cover

2 HOTELS November 2014 www.hotelsmag.com

NOV EMBE R 2 014 VOL . 4 8 , NO.9

departments

5 Editor’s DiaryCulture club

10 Global UpdateResort � nds success without extra feesSchroeder’s strategy for PPHGMarriott pushes the envelope

61 Supplyline

65 ProductsTabletop, kitchen and more

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

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

Corrections

In the HOTELS 325 ranking in the July/August issue, Dorsett Hospitality should have

been listed with 18 hotels and 5,064 rooms, ranking 250th. HOTELS regrets the error.

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EDITORIALJeff Weinstein, Editor In Chief

1.312.274.2226 E-mail: [email protected]

Ann Bagel Storck, Managing Editor 1.312.274.2209 E-mail: [email protected]

Nathan Greenhalgh, Associate Editor 1.312.274.2229 E-mail: [email protected]

Dani Friedland, Managing Editor, New Media 1.312.274.2223 E-mail: [email protected]

Queenie Burns, Vice President, Design 1.312.274.2216 E-mail: [email protected]

Bert Ganzon, Senior Art Director 1.312.274.2227 E-mail: [email protected]

Steve Vanden Heuvel, Senior Art Director 1.312.274.2218 E-mail: [email protected]

Michelle Villadolid, Freelance Design E-mail: [email protected]

Bill McDowell, Vice President, Editorial Director 1.312.274.2201 bmcdowell@mtgmediagroup .com

CONTRIBUTING EDITORsMary Gostelow, Oriana Lerner

PUBLIsHINGDan Hogan, Vice President, Publisher

1.312.274.2221 [email protected]

INTERNATIONAL ADVIsORY BOARD

Nakul AnandExecutive Director, ITC Ltd., Gurgaon, India

Stephen BartolinChairman and CEO, The Broadmoor,

Colorado Springs, Colorado

Geoffrey GelardiManaging Director, The Lanesborough, London

Kirk KinsellPresident, the Americas, IHG, Atlanta

Alex KyriakidisPresident and Managing Director, Middle East and Africa, Marriott

International, Dubai

Christopher NassettaPresident and CEO, Hilton Worldwide, McLean, Virginia

Monika NergerChief Information Officer, Mandarin Oriental Hotel Group, Atlanta

Paul SistarePresident and CEO, Atlantica Hotels International, São Paulo

Susan TerryVice President Culinary Operations,

Hyatt Hotels North American Operations, Chicago

EDiTOriAL AND PrODuCTiON OFFiCES, HOTELS Marketing and Technology Group,

1415 N. Dayton Street Chicago, Illinois 60642 USA

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please contact: Customer Service, HOTELS, 1209 Dundee Ave. #8, Elgin, Illinois 60120 USA.

E-mail: [email protected] or call:800.554.7470 (U.S. only)

THE MAGAZINE OF THE WORLDWIDE HOTEL INDUSTRY

www.hotelsmag.com November 2014 HOTELs 5

Culture club

But here is the good news: As I attend industry confer-ences and conduct interviews with executives, the drumbeat surrounding the importance of getting the culture right sounds louder and louder.

In late September I attended the Independent Lodging Conference in Philadelphia and moder-ated a panel that included Brad Wilson, president of Ace Hotels, a lifestyle brand that is on everyone’s radar for its unique approach to style and service. It is being held up for its culture, which Wilson says is driven by embracing the community. Wilson dis-cussed Ace’s philosophy of truly becom-ing a part of the communities in which it operates, often finding beat-up build-ings and sometimes off-the-beaten-path locations, to become a seed for further community development. Embracing hopeful, emerging and, yes, edgy neigh-borhoods is the ethos of Ace and is embraced by the entire organization.

While Hilton’s story is different than Ace’s, throughout my recent discussions with Nassetta he seemed almost obsessed with company culture and how leading it is his most important job. “When you get culture right, magical things happen,” Nassetta says. “All of my experiences

have helped me understand the importance of feeling a part of something much bigger than myself.”

It’s the “higher calling” approach that Nassetta likes to reinforce because without it jobs become empty, and the passion evaporates. It is not unlike what Wilson does at Ace — finding something more important than selling rooms.

For an independent hotelier like Mrs. Gürtler, the culture is more about being part of the family. Her children, who will carry on the Sacher torch, have been taught by her the true meaning of the business, which cultivates a passion for service excellence and fosters an internal community with the hotel’s team. Gürtler also looks at a career in the hotel business as something more. “Hospitality is not only your business — it is your pleasure,” she says so eloquently.

Indeed, a culture focused externally — and perhaps more importantly, internally — is a topic I am happy to hear more about. Making the hotel business more personal is a must as guests place more importance on authenticity. It starts with the culture built from the top down, and you must show your guests you live it.

During their interviews for the 2014 Hotelier of the World awards (p22), Elisabeth Gürtler of the Sacher Hotels, Vienna, and Chris Nassetta, president and CEO of Hilton Worldwide, purposefully spent a lot of time talking about how important it is to continu-ally reinforce a strong organizational culture. While sustaining a

great culture is always crucial, we keep hearing about it — more so since the 2008 global financial meltdown — because its actual execution is painstakingly difficult.

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

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

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

Amanzo’e .......................................................................18

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

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

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

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

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

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

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

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

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

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

Hongkong and Shanghai Hotels, The .................... 37

Host Hotels & Resorts ............................................... 26

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Global Update


At a time when resort fees are de rigueur with so many hoteliers, Chris Pulito says eliminating fees and creating a “resort

inclusive” sales pitch was the smartest decision his team has made. The GM who was brought in just over two years ago by owner-operator Urgo Hotels & Resorts to run the rustic, all-suite Whiteface Lodge in Lake Placid, New York, has the data to prove it.

Pulito says “resort inclusive” is meant to imply value and ease of use for all the ameni-ties at the resort. More specifically, he has done away with resort fees, which had started at US$40 per night. At the same time, he has eliminated a daily charge for spa usage; added a complimentary buffet breakfast; and offered guests a host of amenities on a complimentary basis, including Wi-Fi, valet parking, shuttle service, a bowling alley, a 56-seat movie theater with free popcorn, nightly bonfires with s’mores for the whole family and free equipment rentals for activities such as fishing and ice skating. In addition, the lodge offers a complimentary children’s program and has a

private beach and fishing pond. Fresh-baked cookies are served free at turndown, and afternoon tea and treats are available seven days a week.

While it may sound like a lot of lost revenue, Pulito says it has yielded goodwill, word of mouth, loyalty and higher spend in F&B and spa business. Pulito reports that the move, which included a modest rate increase to absorb some of the costs while still remaining competitive, also has resulted in increased revenue, occupancy and RevPAR as well as better social media reviews and rankings on websites such as TripAdvisor.

Pulito says the executive team knew it couldn’t start charging the in-season US$450 to US$550 rate in offseason months like July and still get the necessary volume. However, the new system could drive more year-round volume and drive revenue. The result has been impressive, and the resort projects to finish 2014 versus 2011 with a 44% increase in reve-nues and net proceeds to ownership, as well as a 40% increase in gross operating profit for 2014.

Winning

Schroeder’S planS for pphg

12

Marriott’S controverSial tip

12

MilWaukee hotel thinkS pink

14

rotana brancheS out16

the goSteloW report18

on hotelSMag.coM20

Updates

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

Without reSort feeS

Global Update

www.hotelsmag.com November 2014 HOTELS 11

Net proceeds to ownership will have reversed course from -37% in 2011 to +7% in 2014.

More subjectively, because the inclusive experience exceeded expectations, the resort jumped from number 7 on TripAdvisor to number 1 or 2 in its comp set. It went from get-ting about 15 reviews a quarter to about 75. Tracked referral business went up 12% from 2012 to 2013, and this year it is up again by about another 5%. Perhaps most important, occupancy has gone up 20% since 2012. “And if we raise our rate it’s not because of the amenities we’re offering; it’s because we feel our product is so unique and special that we’re not getting pressure,” Pulito adds.

Pulito attributes about 50% of the occu-pancy growth to the “resort inclusive” concept and another 50% to smart pricing that makes the resort a value proposition year-round. “Smart pricing greatly increased our occu-pancy midweek and offseason, and we lowered

our rates midweek offseason,” he says.Managing costs was another important

aspect of the turnaround, and it started with simply trimming excesses and better managing payroll. Management also came up with sys-tems to manage hard costs and inventory con-trol for the add-ons like popcorn and s’mores.

Pulito notes that a concern about revenue per occupied room decreasing because of a small bump in the room rate was unfounded. “The reality is the opposite has happened because once [guests] commit a month, three months, six months in advance to the room rate, they kind of forget about that,” he says. “They get here, and they’re not being told US$40 for valet parking, US$10 for Internet, US$25 to take a steam and use a robe in the spa.

“And the revenue per occupied room has gone up because guests are now buying that higher-end scotch, they’re getting an extra spa service or a longer spa service,” he adds.

Yearrevenue change v. previous Year

change in gross operating profit occupancY* revpar

revpar change revpor

net proceeds to ownership

2011 n/a 29% 51.6% us$173.32 n/a $440.38 -37%

2012 12% 35% 57.7% us$186.59 7% $474.08 -9%

2013 18% 39% 62.4% us$218.86 15% $512.75 4%

2014** 8% 40% 67.2% us$234.95 7% $520.48 7%

if we raise our rate it’s not because of the amenities we’re

offering; it’s because we feel our product is so unique and special that

we’re not getting pressure. – Chris Pulito

impact of ‘resort inclusive’ program at whiteface lodge

*2010 Occupancy 46.5%**Actual + forecast

Global Update


With an initial brief to guide the almost 40-hotel company through its next stage of growth, strengthen internal management processes and extend the Pan Pacific and Parkroyal brands in major gateway cities across Asia Pacific, last January veteran hotelier Bernold Schroeder left Chinese giant Jin Jiang International Hotel Management and became the next CEO of Singapore’s Pan Pacific Hotels Group (PPHG).

Perhaps the biggest news during Schroeder’s tenure came in August with the acquisition of real estate in London’s financial district by its parent company and property developer UOL Group Ltd. for PPHG’s first hotel in Europe.

While further gateway opportunities are on his radar, Schroeder adds PPHG’s growth will come predominantly via third-party manage-ment. The focus will continue to be on Asia Pacific with China being a primary target. “We are setting our sights on the top-tier markets of Beijing and Shanghai, which will give our

brands greater visibility, but are pursuing opportunities in emerging Chinese cities at the same time,” he says. “Our other pipeline projects are in Australia, Indonesia, Malaysia, Myanmar and, of course, London.”

There is no specific number or timeline target in PPHG’s expansion plan as Schroeder says the group wants to be strategic and sustainable in its approach. Among its current pipeline of nine projects, eight are managed properties while one (in Yangon) is a joint venture. “The growth priority is through management con-tracts, though we would not rule out the possi-bility of asset acquisition should it be deemed a worthwhile, long-term investment,” he adds.

Aside from development, Schroeder says one of PPHG’s biggest opportunities is to make more people aware its two brands are under the same umbrella, which will help establish it as a serious player.

Among his challenges is dealing with the manpower crunch, especially in developing countries. “Employee satisfaction has been proven to be directly linked to guest satisfac-tion and, subsequently, profits,” Schroeder says. “I have made talent recruitment, develop-ment and retention a key focus where hiring from the local community and promotions from within are two of our priorities.”

Marriott International will be the first partner in A Woman’s Nation’s The Envelope Please initiative, which is designed to en-courage and enable guests to leave tips and notes of thanks for room attendants in designated envelopes.

Marriott is placing sig-nature envelopes in more than 160,000 guestrooms at participating Marriott-managed hotels in the United States and Canada. Marriott has also invited its franchise hotels to partici-pate in this initiative.

“I hope this gratitude initiative will make these women feel seen and validated,” says Maria Shriver, founder of A Woman’s Nation, who also hopes other hotel compa-nies join the project.

I’ve always held great admIratIon for asIan famIly-

backed busInesses, which are often run with bold

enterprising spirit and a strong emphasis on performance,

problem-solving, work ethics and a hands-on approach.

– Bernold Schroeder

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Global Update


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

breast-cancer-support organiza-tion — a total of approximately US$50,000 since the rooms’ incep-tion — and General Manager Tim Smith says the two rooms com-bined have posted 88% occupancy over the five-year period, mostly thanks to women affected by breast cancer interested in staying in the rooms.

“Within the rooms we have pink

computers, and when you check in you’re given a password-protected login to get you on a blog where you can tell your story,” Smith says. “It has become this living, breathing blog for people to com-municate with one another.”

The rooms also were just renovated pro bono by two local designers. “Just like they say in Ireland there are a thousand shades of green, we found there are a thousand shades of pink,” Smith jokes. “We used a bunch of differ-ent ones mixed with some earth tones to make it a subtle design.”

Smith credits the hotel’s owner and management company, Marcus Hotels & Resorts, for supporting the rooms, and adds other Marcus properties plus other hotels in the InterContinental brand have implemented or are considering similar initiatives to support charitable organizations. “It’s kind of a grassroots effort to get the word out,” Smith says of the Pink Rooms’ success. “Guests know there’s a commitment from our hotel to make this work over the course of time.”

While hotel companies are increasingly using the newer visual-photographic social networks, the tried-and-true blog format is still paying dividends, as a recent campaign by Carlson Rezidor Hotel Group for its Radisson Blu brand showcases.

For the “Social Eyes” contest held this past August, a new Radisson Blu blog resembling a travel magazine invited travelers to share insider tips about one of the destinations in which Radisson Blu hotels are located. The best tips were highlighted, and the authors received a free room night at a Radisson Blu.

Carlson Rezidor reported 4,200 tips were

received from throughout the EMEA region. One winning tip was, “Typically the last two hours the Prado museum is open are free. Given how close the Radisson Blu is you can go a few times to see the sites for free!”

More than 43,000 users visited the blog, and Radisson Blu saw a 25% increase in qualified Facebook likes. “Following a stan-dard calculation to value social engagement and likes and adding this to the increase of our referral traffic linked to our social media conversion, we estimate an ROI of 1:10,” says Rémy Merckx, vice president – digital mar-keting, The Rezidor Hotel Group, Brussels.

More than

43,000 users

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

25% increase

in qualified faceBook likes.

Back to the

Blogs

think pink

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

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Global Update


Successes in Persian Gulf hotel markets such as Dubai, Abu Dhabi, Saudi Arabia and Qatar are spawning a wave of operators who have enough experience to accelerate expansion beyond their comfort zones. One such company is Abu Dhabi-based Rotana, which has 50 hotels open and another 55 solid management deals with some 13,935 rooms in development in markets ranging from its backyard to Turkey, Iran and the Congo. Rotana President and CEO Omer Kaddouri says 14 of those 55 hotels will open before the end of next year.

Rotana’s growth has remained steady in 2014, with close to 15 deals signed for the year — similar to its pace in 2013. “We are look-ing at about 50% of those hotels being outside the Middle East,” Kaddouri adds. “We are also look-ing at more iconic buildings with more than 300 keys and sometimes even 600 and 700.”

To jumpstart Rotana’s growth in other regions, its investors are starting to place more strategic equity into deals. Today strict management accounts for 98% of Rotana’s portfolio, but within five years Kaddouri says 20% will include some equity stake.

As Rotana grows, so grows its brand stable. While the core Rotana and mid-market lifestyle Centro brands make up a bulk of

the portfolio, last year it launched Residency by Rotana — furnished and unfurnished branded resi-dences. Today, three are in opera-tion, and another five are under development. “We feel that’s going to be an important brand for us moving forward,” Kaddouri adds.

The Centro brand was developed five years ago, and today five are open with another 15 under devel-opment — both inside and outside the Middle East. “We fall in line with Holiday Inn Express, Ibis and Premier Inns,” Kaddouri says, add-ing that the next Centro will open in Doha in about four months.

Looking further afield, Kaddouri says he is scouting Asia and hopes to have a deal done in Australia before the end of this year.

At the same time, Kaddouri says Rotana will control growth inter-nationally. “Africa, Turkey and Iran are around the corner for us, but it’s a matter of time,” he says. “We want to grow, but we want to grow in a sustainable way.”

Shangri-La Hotel, Toronto’s Lobby Lounge has debuted a Champagne Wall — the C Wall — featuring fine champagne and

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

emerges from gulf

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

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Global Update


Mahogany House, just outside Nassau, is one of The Bahamas’ most popular restaurants. The Napa-style dining area, looking out at lush trees, is reached via a working wine store with a fascinat-ing cellar. It is owned and overseen by Nassau-based Mark Holowesko, who heads Holowesko Partners. He is now building a 30-room hotel on 10 acres (4 hectares) of adjacent land.

Alessandro Rosso, based in Milan, is the modern version of an Italian Renaissance entre-preneur. Working with architect Simone Micheli, he has built up the fledgling Townhouse collec-tion, which so far has boutique properties in Milan and Turin.

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

Dolphin Capital Partners, Athens, has seen two of its projects at Port Heli in the Peloponnese — Amanzo’e and Nikki Beach Resort & Spa — experience satisfactory openings. The 66-key Nikki Beach is going so well Jack Penrod — the man behind the concept of Nikki Beach Hotels & Resorts, Miami Beach — wants two more in Greece.

Dolphin, meanwhile, also has

land in Antalya, Turkey; Croatia; Cyprus; and Pearl Island, Panama. The London AIM-quoted company was launched by Soros alumni Miltos Kambourides and Pierre Charalambides in December 2004 with initial seed investment of €104 million (US$133.7 million).

Entrepreneurs Chris Burch — ex-husband of designer Tory Burch — and James McBride bought Nihiwatu on Indonesia’s Sumba Island in 2011. The 450-acre (182-hectare), 32-key resort is being expanded with an additional three-room property on neighbor-ing land, and now the pair are said to be considering doing some-thing on Komodo, the East Nusa Tenggara province island famous for its Komodo dragons.

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We all know hospi-tality magic when we experience it. However, Alan Philips, chief mar-keting officer,

Morgans Hotel Group, New York City, asserted in his first blog post for HOTELSMag.com that this magic is being threatened.

“I have often come across … Type A ‘searchers,’ those looking for magic who don’t understand how it works, and Type B ‘non-believers,’ those who don’t believe in magic and want to take away the resourc-es needed to perform said magic,” Philips wrote. “Only the most skilled magicians are able to convince others there is a light at the end of the tunnel.”

On HOTELSMag.cOMbloG:

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IntervIew:

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bloG:

DOn’T Snuff OuT a HOTEL’S MagIc

Whether it’s consumers redeem-ing used cans for a McDonald’s Big Mac in Stockholm or commuters in Beijing recycling in exchange for transit passes, examples of waste being convert-ed into currency abound world-wide, writes HOTELS blogger Sherri Scheck-Merrill of Amenity Services Inc.

“I am amazed at how consum-ers are becoming more aware of how their habits really do affect the environment,” Merrill observes. “Reinforcing positive perceptions of any trend or newfound behavior can be a monumental and long-term task, but I hope this recycling trend may very well convert those in doubt of any such change in behavior.”

IHG recently reported a 46% increase in mobile bookings and has plans to further integrate the on-property experience with its mobile app, according to an interview HOTELS did with IHG President of the Americas Kirk Kinsell.

“You account for that based on the quality of app, increased use of mobile and its reflection of consumers,” Kinsell said. “As guests approach our hotels, they should be able to use it to set their arrival times so the hotel is ready for them. They should be able to link to other ways to improve their guest experience.”

Kinsell also gave details on Crowne Plaza’s brand refresh: “We are working with the owner community to find a longer-term vision for the use of public areas. We may be last to the party in terms of how the competi-tion has addressed public areas, but we will learn from that.”

Sherri Scheck-Merrill

Alan Philips

Kirk Kinsell

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

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

sure their teams look beyond individual roles and responsibilities to be a part of something bigger.

This year’s HOTELS Hotelier of the World award winners continually talk about aligning their objectives with all

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

the biGGer piCture.

Christopher Nassetta

prESidEnT and cHiEf ExEcuTivE OfficEr HiLTOn WOrLdWidE, McLEan, virginia

Special RepoRt: Hoteliers of tHe World



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

Nassetta, his mantra reinforces more the “why” than the “what” when it comes to the objectives and setting the tone at an industry powerhouse such as Hilton.

At the end of the day, for this year’s award winners — as voted by HOTELS’

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

Elisabeth Gürtler

managing dirEcTOr SacHEr HOTELS, ViEnna



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

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

private-equity profits in U.S. business history. And perhaps it was those same guiding principles that led HOTELS readers to choose Nassetta as the 2014 Corporate Hotelier of the World.

Nassetta says in the case of Hilton, the higher calling is “enriching lives” of customers, team members and hotel own-ers. The loquacious 52-year-old credits his close family’s entrepreneurial spirit and mentors such as Terry Golden, with whom he worked for more than 20 years, for pointing him in the right direction.

Corporate Hotelier of tHe World CHris Nassetta’s WiNNiNg formula at HiltoN is all about Cultural magiC.

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“Chris connects with everyone around the globe, from employees to hotel own-ers,” says Blackstone’s Gray. “It makes a critical difference in attracting talent and helping Hilton grow. Chris Nassetta truly epitomizes Conrad Hilton’s pledge to ‘fill the earth with the light and warmth of hospitality.’”

The backstoryNassetta’s grandparents came from Italy with next to nothing and ended up build-ing a great life with his cabinetmaking-grandfather eventually becoming a successful real estate developer. Next, his father went to Georgetown’s law school and similarly created his success as an entrepreneur. “I saw that spirit, so as a kid I was already interested in build-ing businesses and managing people,” Nassetta says.

Those family values and roots remain strong today as Nassetta still lives in his hometown of Fairfax, Virginia, literally next door to two of his sisters and a mile from his parents. Ever the family man and always home on the weekends to support his wife, Paige, and six daugh-ters, Nassetta is likely to be found in the kitchen on Sunday cooking Tuscan fare

for a crowd of 40 or 50 family members and close friends.

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

automobile, a Willys Jeep, and then again still as a teen in the engineering department at his first hotel, the Capitol Holiday Inn in Washington, D.C.

After graduating from the University of Virginia with a degree in finance, Nassetta spent seven years at The Oliver Carr Co., where he first met Golden and ultimately served as chief development officer of a vast commercial real estate business. Together, they eventually rebuilt that business financially.

Next, the duo co-founded Bailey Capital Corp. in 1991, where Nassetta was responsible for the operations of the real estate investment and advisory firm, dabbling in hotel deals along the way.

The next stop, in 1995, was again with Golden at Host Hotels & Resorts, a spinoff of Marriott’s distressed hotel assets. The team turned a bad real estate company into a great company, not only fixing the troubled portfolio but also growing the asset base to US$25 billion from US$2 billion. Nassetta became CEO of Host in 2000 before Hilton came call-ing in 2007 and his focus shifted away from deals and finance and more toward the organizational side of business.

Chris Nassetta is a dedicated family man, often cooking

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Fortuitously, while at Host as a hotel owner, Nassetta received great train-ing for what he was about to do with a multitude of brands at Hilton. “We had a huge seat at the table and found out what everyone in the industry was doing — from operations to branding, technology and distribution,” he says.

Setting the toneToday at Hilton, Nassetta says his first job is to lead the strategy and culture. “I have to make sure the strategy and execution are right, change courses when

required and build a great culture,” he explains. “I set the tone personally with my behavior and push it deep into the organization. If I get those two things right, the rest takes care of itself.”

However, there were some difficult moments after Blackstone bought Hilton at the peak of the investment cycle in 2007, and between 2008 and 2010 the company was simultaneously trying to get the company debt restructured, dealing with litigation and managing through difficult business conditions. But Nassetta recalls that the principals believed the adversity

didn’t matter. “You don’t often get to buy a company like this. If you see value, there is reason to have conviction,” he says. “When you take all the data, distill it to its simplest components and understand that the company was mismanaged and sub-optimized, you make the deal. No one else saw the upside.”

Nassetta kept his steady hand on the wheel, never lost faith, direction or dis-cipline, and he kept his team focused. “It would have been very easy to get distracted [during the rougher moments] and for people to take their eyes off the ball,” he reflects. “We would have lost our best talent and wouldn’t in be in this posi-tion to be a leader. That was ultimately the most pivotal moment: being a part of keeping people in the company focused on the future and digging our way out, keeping our head up and making strides with the culture to put ourselves into a leading position on the other side.”

Gray says Nassetta and his team — inspired by Chris’ example — just got up every day and kept executing. “They re-organized the company, moved the head-quarters, shifted the timeshare business to a capital-light model, rapidly expanded around the globe and, most importantly, energized the whole organization,” Gray says. “The tremendous financial success of Hilton today is a direct result of Chris’ can-do attitude and perseverance.”

What Nassetta says he learned is that while it isn’t easy, the formula becomes magical when everyone taps into that stream. As a result, he continues to spend most of his time on culture-building. “That is where the dividends are,” he adds.

And Nassetta is far from done pay-ing dividends. “I want to contribute and be part of something bigger, build a culture that will outlive me and push myself to grow and learn. This place is limitless in its potential, and I am 150% committed to being a part of that for the foreseeable future.”

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

Mixing The personal and The professional: “There is a way to do business at the intersec-tion of your business and personal lives. I have tons of great relation-ships and I love my time

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

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

about it and allocate time appropriately.”

on being The faTher of six daughTers: “I am more sensitive, thought-ful and humble as a result. It keeps me real and authentic.”

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

Nassetta’s viewpointThe 52-year-old president and CEO of Hilton Worldwide has been at the helm since 2007 after spending 12 years with Host Hotels & Resorts and gaining previous experience in private equity and real estate development.

The dedicated family man — father of six young women — has some great advice to share.

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

Her hard work over the years has earned the respect of her team, many of

whom have worked with her for decades, and this year it won the admiration of HOTELS readers, who voted Gürtler the 2014 Independent Hotelier of the World.

“Mrs. Gürtler is a true grande dame, and her hotels perfectly reflect her elegant, sophisticated and cosmopolitan personal style,” says friend Peter Borer, COO, The Peninsula Hotels, Hong Kong.

This career path for Gürtler was not necessarily planned, as she sud-denly found herself in charge of the storied Sacher Hotels (the 149-room

Hotel Sacher Vienna and 113-room Hotel Sacher Salzburg) in 1990 after the untimely death of her former husband and hotel owner Peter Gürtler.

Elisabeth says being thrust into the family business was the toughest moment of her life after her 1983 divorce from Peter. But not one to back down from a challenge, she became managing director of the Sacher Hotels and has been ensur-ing the properties’ successes ever since. “I think you have to accept changes and always be interested in new things,”

ElisabEth GürtlEr’s dEdication to thE art and passion of hotElkEEpinG for sachEr hotEls EarnEd hEr thE 2014 indEpEndEnt hotEliEr of thE World aWard.

by NaTHaN GrEENHaLGH, aSSOciaTE EdiTOr



Gürtler says. “If you don’t have enough self-confidence to assume a new position, you might say ‘no’ — but you have to say ‘yes’ and accept the challenge.”

The Sacher hotels are not only a job for Gürtler — “it is her passion and philoso-phy of life,” says Reiner Heilmann, man-aging director of the Hotel Sacher Vienna for more than 20 years. “Mrs. Gürtler is a perfect host, she is a visionary and she keeps up with the times.”

Under her leadership, Sacher Hotels expanded and renovated the more than

120-year-old Vienna property, updated its uniform system of accounts and hit top RevPAR figures in its competitive set, and Gürtler now feels ready to hand over the reins to her children, keeping the company family owned and operated.

Focused on business Born in Vienna and educated at a Catholic secondary school, Gürtler’s business acumen was influenced by her magister in commercial sciences from the University of Vienna and her father, Fritz

Mauthner, founder of the Fritz Mauthner agricultural wholesale company.

Her progressive father “felt the daugh-ters had to replace the sons he didn’t have,” Gürtler recalls, and encouraged her to obtain a good education and work hard.

Upon marrying Peter at age 23, Gürtler began working at Hotel Sacher Vienna, responsible for reception and decoration, while Peter managed the property.

However, after their divorce she left the hotel and returned to her father’s busi-ness, running the elementary products department. During this time, Gürtler also was competing in dressage, follow-ing a passion for horsemanship born when her father gave her a pony at age 15.

She had to give up competitive riding when she took over Sacher Hotels to keep the family business intact, but it was not a big struggle nor with lingering regrets because she also loves the hospitality business. “Peter had died, our children were 15 and 11 and he had wanted me to run the hotel,” Gürtler says. “In the beginning, I thought I would have a more limited supervisory role, but the more you get involved, the more you under-stand, the more you feel you have to do more than just supervise.”

Raising the barGürtler says the accomplishment she is most proud of is being able to add 40 guestrooms to the Vienna hotel, which first opened in 1876, by adding three new floors. The hotel closed for four months, while altogether the construction took three years. “This was a very challenging thing because they had to clear the whole hotel — the wines, the furniture, the paintings,” Gürtler says. “I thought, ‘My God, I’ve closed up the hotel, and what happens if this does not work? I’ll have ruined the hotel.’”

However, Gürtler trusted her judg-ment that the hotel had been operating with too few guestrooms. “Hotel Sacher

In earlier years, Elisabeth Gürtler was competing in

dressage, following a pas-sion for horsemanship.

“In the begInnIng, I thought I would have a more

lImIted supervIsory role, but the more you get

Involved, the more you understand, the more you

feel you have to do more than just supervIse.” – ElisabEth GürtlEr

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Vienna only had 109 guestrooms, which is by far too little [for the market]. For a 5-star luxury hotel we needed at least 130 to 140 guestrooms,” Gürtler says.

Gürtler is also proud that Sacher Hotels remains privately held by her fam-ily. In fact, she bemoans the tendency for a hotel’s ownership and management to be separate business entities, saying their

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

To achieve long-lasting success, Gürtler has been willing to tolerate a heavy workload, saying she typically works from 8 a.m. to 11 p.m. every day. Meanwhile, her social engagements are often important occasions to network for the hotel company, which helps drive her work ethic with a more competitive zeal. “I am never happy with what I have reached — I want to be better, to be more successful,” Gürtler adds.

“Mrs. Gürtler personifies what is authentic and genuine of Vienna,” says Ted Teng, CEO of The Leading Hotels of the World. “Not only does she know and understand the history and culture, she helped to create some of them. She has pre-served the heritage and invented the mod-ern comforts of luxury hotels. She has an eye for details and elegance in design. She is a true iconic ambassador of Vienna.”

What’s nextGürtler acknowledges her career success has come at a personal cost, and looking back, she wishes she could have spent more time with her family. “In regards to getting older, you find that you have invested a lot of time and energy in things that when you look back at them years later, you realize were not important,” she says.

To that end, her schedule is about to change as at the end of the year she will cede her Sacher Hotels managing director role to her children — her daughter is cur-rently in charge of marketing for Sacher Hotels while her son supervises quality assurance. “It has to remain a family hotel company, and I feel very grateful that they want to do it,” Gürtler says.

Gürtler will continue to work for Sacher Hotels, though, managing the 62-room Relax & Spa Hotel Astoria in Seefeld, Austria, and working to expand the company’s portfolio by purchas-ing new properties to create a Sacher Collection. She will also continue as CEO of the Spanish Riding School.

Elisabeth Gürtler snapshotAge: 64

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

interests: CEO of Vienna’s prestigious Spanish Riding School since 2007, vice president of the Austrian Federal Economic Chamber from 1995 to 2000 and chair-woman of the Vienna Opera Ball from 1999 to 2007.

mAnAgement style: “I’m not a team worker; I have to make decisions by myself. I involve the team and get to know their points of view, and with what I hear I make up my mind. I think you can’t decide as a collective.”

Advice For success: “Guests don’t only want a perfect hotel — they want to know the feeling of a destination. They want to feel something they never experienced be-fore in the service style, the art in the hotel and the little personal things. Otherwise, they will say that it was a very nice place that they enjoyed, but not that it was unique.”

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Design: The Peninsula Paris


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

The Peninsula hotels spent four years bringing a former grand hotel back to life as the brand’s noteworthy entry into europe.

by Ann BAgEL STOrck, mAnAging EdiTOr

Although The Peninsula Hotels’ heritage dates back to 1866, its new property in Paris marks only the

brand’s 10th hotel, as well as its first in Europe. It is hardly surprising, then, that the brand sought to make a bold state-ment with the 200-room Peninsula Paris, a historic, classic French-style building in the heart of the 16th arrondissement.

“The objective from the beginning for The Peninsula Paris was to respect the architectural and design integrity of the original building and to preserve the heart and soul of its location while also offering the contemporary trappings of a modern hotel,” notes Peter Borer, chief operating officer of The Peninsula Hotels.

The building first opened in 1908 as the Hotel Majestic and functioned in that capacity for some 30 years. It was con-verted into UNESCO’s headquarters in 1946 and in 1958 became the conference center for the French Ministry of Foreign Affairs, and it hosted events until 2009.

Although the original hotel took just two years to build, the restoration took

twice that amount of time. Richard Martinet of Affine Architecture & Interior Design, Paris, and Henry Leung of Chhada Siembieda Leung, Hong Kong, worked with Peninsula’s in-house team to refurbish the building inside and out. The 10,000-sq-m (107,639-sq-ft) façade, for example, required the talents of 20 stone-masons from historic monument specialist Degaine, while inside, wood-restoration experts Atelier Fancelli numbered and removed each original wood panel in the lobby and Le Bar Kléber to be restored.

“A restoration of this scale is not very common today,” says James Mercer, project director for The Peninsula Paris. “The challenge was not only to restore the building, but also to create a mood.”

In the guestrooms, soft gray and cream hues inspired by Paris’ fashion heritage work with high-tech elements such as digital bedside and desk tablets. Art is prominent here and in the hotel’s pub-lic spaces, where pieces include unique installations such as a 3-sq-m (32-sq-ft) fiber-optic portrait at the entrance to

RestoRedRejuvenated

LiLi — one of six F&B venues.Average rate at The Peninsula Paris is

US$1,900, and while the hotel declines to disclose occupancy numbers, Rob Cheng, vice president of marketing for The Peninsula Hotels, notes, “The hotel has made an extremely promising start both in terms of rooms and F&B.”

The scale of the project alone has inspired huge hopes for its success. Mercer comments, “We got used to being surprised during the restoration. The takeaway is that no vision is impossible.”

DESIGN: THE PENINSULA PARIS


ACCOMMODATIONS: 200 guestrooms, including 34 suites

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

GENERAL MANAGER: Nicolas Béliard

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

LEAD ARCHITECT: Richard Martinet of Affine Architecture & Interior Design, Paris

LEAD INTERIOR DESIGNER: Henry Leung of Chhada Siembieda Leung, Hong Kong

DESIGN AESTHETIC: The marriage of a clas-sic late-19th-century French-style building and Haussmanian spirit with contemporary touches

NOTABLE AMENITIES: Six F&B outlets ranging

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

THE

PENINSULA PARIS OPENING DATE: August 1, 2014



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

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

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

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

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

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


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

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


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Marble bathrooms are just one decadent

element of the guestrooms, which are

among the largest in Paris ranging from 35

sq m (377 sq ft) to 65 sq m (700 sq ft).

Guestrooms feature soft gray and cream

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F&B: TABLETOP-BARS


F&B: TABLETOP-BARS

The Twisted Classics series at Café Mozu at Tower Club at Lebua and Lebua at State Tower in

Bangkok aimed to take a futuristic approach to well-known drinks, and despite some exotic

ingredients generally were served in familiar glasses.

CLASSICO

— WITH A TWISTEven as bar glassware harkens back to decades past for inspiration, bartenders are still looking for unique ways to attract guests’ attention.

by ANN BAGEL STORCK, MANAGING EDITOR

Once upon a time, hotel barware was a simple affair with a relatively limited list of selections, but nothing could be further from the truth today. Now the overarching message is, a drink served in just any glass could never taste as sweet.

“Today, enjoying a cocktail is not only about the quality of the drink itself, it is about the presentation,” says Alessandro Palazzi, bar manager at Dukes London. “There almost needs to be a theatrical ele-ment to the cocktail-drinking experience.”

That trend is leading to a range of vessels being used for drinks. “Tea cups, kettles and plastic skulls have all been added to the glassware armory of a bartender,” confi rms John Collingwood,

senior training consultant at London-based Fling Bar Services.

In many cases, bars are moving back in time to highlight classic looks for drinks. “Everything is going back to the old-school way, and that includes the glassware,” says Chris Rouns, bar man-ager at Jade at Sanctuary on Camelback Mountain in Scottsdale, Arizona. “Glassware from the 1930s is especially popular, with Coupes making the biggest comeback.”

Even when cocktails push the enve-lope, often their roots are traditional. For the Twisted Classics series at Café Mozu at Tower Club at Lebua and Lebua at State Tower in Bangkok, mixologist

Ronald Ramirez took a futuristic approach to well-known drinks, as with the Liquid Martini, with the traditional ingredients served at the frigid tempera-ture of liquid nitrogen. “To convey the original form visually, I used the classic Cosmopolitan martini glass that has become so famous,” Ramirez explains.

Glassware is critical in the bar, but Cameron Brobst, director of outlets at The Ballantyne Hotel & Lodge in Charlotte, North Carolina, emphasizes it is never as important as what it contains. “Glassware is the expression of the beverage, but should never be the focal point,” Brobst says. “I have had the best cocktails served in a simple rocks glass.”

F&B: TableTop-bars


When Hyatt Regency Atlanta re-opened Polaris, its legendary rotating restaurant and lounge, the goal of the mixology program was to celebrate “the golden age of spirits” by serving the likes of gimlets, rickeys and tonics in a menagerie of vintage glassware. One favorite is the Campers Hootch, which features bacon-infused bourbon crafted specially for Polaris, apple- and blueberry-infused maple syrup and torched marshmallows served in a classic yet slightly quirky Mason jar. “The Campers Hootch was created to evoke the smoky flavors and spirit of camping and enjoying the outdoors,” says Beverage Manager Mehdi Natanzi. “We wanted glass-ware that was homemade and famil-iar, so the Mason Jar was perfect.”

Highball & Harvest at The Ritz-Carlton Orlando, Grande Lakes also looked back in time for inspiration for its cocktail program. Summerlin’s Smash takes its name from Robert Summerlin, a local celebrity more than 100 years ago known for lavish parties. The drink is a somewhat tra-ditional “smash” with rum as its base, and Food and Beverage Director Brian McHugh chose a footed crystal goblet with a hand-cut diamond pat-tern to serve it. Although the glass looks delicate, McHugh says in nine weeks of using the glass he has only lost three — much lower than his average loss for stemware. “When you have really well-made crystal, many times it’s actually more dense than glass,” he notes.

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

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

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

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

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F&B: TableTop-bars


William Harris began his career working in restau-rant kitchens, but today his focus is solely on wine. Recently appointed wine director at Virginia’s The Inn at Little Washington some 70 miles (113 km) outside Washington, D.C., Harris oversees a cellar of more than 2,400 selections at the 24-room Relais & Chateaux property.

What do you see as

the biggest recent wine

trends, and how have

they impacted stemware?

One burgeoning trend is the inclusion of a Coravin-driven specialty wine-by-the-glass program, which allows restaurants to offer wine by the glass at quality levels historically reserved for bottle-only sales. Restaurants that use Coravin systems are upgrading glassware for this use.

What significant recent changes in wine stemware have

you observed?

In the last few years, Zalto wine glasses have really taken the industry by storm. While you won’t see many of these glasses in restaurants, many somms and wine directors use Zaltos personally. Feather light in the hand with a shape that seems to bring out the kinetic side of wine, they are also lead-free and dishwasher-safe.

What advice can you offer about choosing the best

possible stemware while still maintaining cost efficiency?

At a very basic level, ensure you are using a glass with a flat-rimmed versus a rolled-rim lip; that the size of the bowl is large enough to allow for the wine’s aromatics to be enjoyed; that the shape of the glasses offered is appropriate to the wines you sell; and that the glass feels well balanced and elegant in one’s hand.

Beyond that, stemware cost efficiency is maintained by creating processes that control breakage. These processes allow your budgeted monies to be spent on fine glassware instead of replacement of lesser-quality glassware.

Viticultural viewpoint

Not surprisingly, beer takes center stage at Miller Time Pub & Grill, a Marcus Hotels & Resorts concept with outlets at The Cornhusker, A Marriott Hotel in Lincoln, Nebraska, as well as Hilton Milwaukee City Center. The restaurant serves more than 50 varieties of beer and more than 20 draft beer options, but perhaps its most eye-catching choice is the boot-shaped “beer boot” glass. “We have them specially made and shipped to us from Germany,” says Ed Carrella, Marcus’ corporate director of restaurants. “We try to incor-porate the boot in many different ways — we even give out a free sample of our featured beer in a mini boot to every guest that walks in the door.”

While the boot may stand out, Miller Time Pub & Grill is committed to using a variety of glasses for its bevy of brews. “It’s crucial to have the right glassware when your concept is about beer,” Carrella confirms. “If you have a stout or a porter that requires a certain amount of aeration in the glass, the flavor profile will change.”

Jason Lapin, partner at Las Vegas-based consultancy Blau + Associates, agrees that glassware significantly affects the flavor profile of certain beers, but he points out that the glassware decision depends on the level of an outlet’s beer program. “The problem with beer is, how much real estate do you want to invest storing glassware behind the bar?” he notes. “Smart operators are picking a couple different all-purpose glasses they can serve different styles of beer in and still get a little nuance without investing in a huge platform that’s inconsistent and tough to maintain.”

William Harris

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

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TThe adjective Delano Las Vegas uses to describe its lobby lounge, Franklin, is “eclectic,” and the menu of appetizers and other small bites fits that bill — both in ingredients and presentation. Fried pig ears, for example, are served with togarashi, lime and black garlic-yuzu aioli and come to the table on a cast-iron serving dish. Executive Chef Susan Wolfla acknowledges cast iron requires an extra step of being wiped with oil after each cleaning, but adds, “I think cast-iron cookware is uniquely American and very homey.”

Sometimes an outlet’s physical location determines its tableware choices. At Gerber Group’s The Roof at Viceroy New York, the outdoor, rooftop location plays a huge role in the selection of serving pieces. “On The Roof we like to use wooden platters to serve food,” explains Vincent Mauriello, managing partner at Gerber Group. “The wood has a nice weight, it looks great with the outdoor furniture and it is very durable.”

Regardless of an outlet’s style or location, it’s critical to consider all aspects of a table — from glass-ware to plates to hollowware — when shopping for individual pieces, says Jason Lapin, partner at Las Vegas-based consultancy Blau + Associates. “We’re constantly building a sort of sample table,” Lapin says of his process for choosing tableware. “I see it all the time — you go into a place that has three beautiful collec-tions, and they just don’t go together.”

JUST A BITE

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

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

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

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

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

Unbreakable glass with a micro-crack that will add to the durability. Although this may affect the

cost, it makes sense because you will

save money in the long run.

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

I want to see glassware that is very modern, durable and visually

appealing that can be stacked. As of now

everything [stackable] is very thick and not

appealing at all. – PATRICK COYNE,

PALMER HOUSE HILTON, CHICAGO

Green and sustainable service ware is of

increasing interest. Bamboo and glazed might

be particularly notable breakout product lines in

the next few years. – JERED HOBBINS,

HYATT REGENCY CENTURY PLAZA, LOS ANGELES

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

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GRANDE LAKES

TECHNOLOGY: ENTERTAINMENT


AS the latest entry into the premium TV market, 4K televisions repre-sent the next generation in enter-

tainment through ultra-high-definition viewing, but the day when that experi-ence delights the average consumer — let alone the hotel guest — is still a consider-able distance away. According to experts,

time will tell whether the technology becomes the next 1080p, at least for the hotel business.

For starters, in many cases hotels have only recently upgraded to 720p or 1080p HDTVs. The industry has barely even embraced 3D TV — another so-called entertainment game-changer

— let alone the current embryonic wave of 4K product that just debuted at this year’s HITEC.

“From the hospitality perspective, it hasn’t really come on the radar,” says Derek Wood, managing direc-tor and principal consultant at Derek Wood Associates, Bristol, England.

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

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

contributed by BRENDAN MANLEY


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

Viewing is believingOffering greater color depth and some 4,000 pixels of resolution (roughly four times that of a 1080p TV), 4K TVs pro-vide what’s broadly called an ultra-high-definition TV (UHDTV) picture. The technology is intended for larger screens — at least 49 inches (124 cm) — since the increase in pixel quality is indiscernible on smaller sets. The first-generation 4K TVs also frequently incorporate high-quality casing designs.

“The major attractiveness for a hote-lier would be the picture — the pixel density’s much higher, so it gives a much more vivid and lifelike picture,” says Richard Lewis, vice president of B2B research and technology for LG. “But also, there’s a great convergence of a fantastic picture with these high-end, outstanding industrial designs.”

With smaller-sized screens, a TV stand or swing-mount on an armoire or cre-denza often works well in a hotel room, but not so with the larger 4K designs. They generally perform best when wall-mounted, but the requisite planning isn’t for naught: reportedly they offer stun-ning clarity even when watching from a close distance, like a hotel bed.

“With the 720p display, if you’re sitting close to a large screen, you might see the pixel structure, so it didn’t really give you that lifelike feeling,” Lewis explains. “With 1080p and moving into 4K, you’re seeing a much denser pixel structure. The big screens look more lifelike, even though you might be sitting closer.”

New 4K TVs and other ultra-HD-type sets are also increasingly integrating flexible screens, which may curve at the sides to create a wraparound effect in one’s field of vision. These designs are then paired with surround sound and responsive lighting to create a high level of sensory immersion. It all sounds fairly leading edge, but purveyors assert the lowered costs that will follow mass pro-duction of 4K TVs mean affordable ubiq-uity for these sets in the future. For now, they simply remain too pricey for most.

“Generally what you have to consider is that it’s coupled with a premium design, so there’s a significant premium at this point,” Lewis says. “We are, however, seeing the cost curve continue to decline.”

The content conundrumAt the moment, if the 4K TV’s price tag doesn’t scare off buyers, the lack of pro-gramming most likely will. Experts say it will be a real ongoing problem obtaining 4K content, and although some key play-ers have started exploring the format, there’s currently very little offered.

“The raw availability of program-ming is really thin at this point,” says Robert Cole, president and founder of RockCheetah, Menomonee Falls, Wisconsin. “Who are you going to tie your horses to for getting that content? With a hotel, you get roped into agree-ments … I think that’s going to be inter-esting for the hotels to deal with, because it’s really bleeding-edge.”

Although the major cable companies have been oddly quiet on this front, sources indicate satellite provider

Technology: EntErtainmEnt

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DirecTV has started work on 4K content (DirecTV declined comment for this story), while Netflix has already entered the fold, offering ultra-HD versions of all 62 episodes of TV series “Breaking Bad” as well as movies “Smurfs 2,” “Ghostbusters” and “Ghostbusters 2” in the United States. It’s a fringe proposi-tion for now: Netlfix estimates it only has a few thousand subscribers currently capable of viewing the 4K content.

Plus, for hotels, even if the content existed, present-day data networks would likely have significant issues accommodating the bandwidth require-ments of a signal four times denser than 1080p, multiplied by however many guestrooms. Future infrastructure would need to significantly adjust.

“Although you may have a fiber infrastructure in the hotel — and if you haven’t, forget it — it doesn’t even mean you can automatically run [4K],” Wood says. “You need the switches capable of switching 4K, and you need the band-width. If you had something big that everyone wanted to watch in 4K, it could bring your network down.”

It all goes back to the content conun-drum, too, since you’d need to know the 4K programming was out there before massive required bandwidth upgrades would even be utilized. Some observers wonder when, if at all, there would be a return on such a potentially expensive refitting.

“How do you plan for peak capacity without going broke? That’s the prob-lem,” Cole says. “I think it also does get back to the programming availability. You go, ‘Okay, we figured out how to get [4K] to all the rooms,’ and there’s not

really any 4K programming out there, so people aren’t really watching it. Is there a revenue stream associated with it? I don’t see in-room movies coming back.”

TrendsettersResidential networks will be first to be put to the 4K test. Early consumer adop-tion of the 4K TV — the first step in the chain — has already begun; Lewis says LG will have its 4K line available in the commercial market in 2015. From there, he anticipates speedy growth and rising popularity, with 4K TVs being compa-rable in price to 1080p sets within the next two to three years.

Lewis says, “I don’t think we’re talking a long adoption curve, because I think what you’re going to see is much of what happened with 1080p [when it surpassed 720p]: the manufacturing process just becomes more mature, so there’s no rea-son to make a 1080p panel that’s, say, 55 inches (140 cm), and a 4K panel that’s 55 inches, because they end up costing the same. And who really wants to buy the 1080p panel when for the same cost it’s available in ultra-high definition?”

That conversation may eventually extend to hotels, too, when investing in 4K TVs is finally worth it to wow guests — if ever. But for now, it looks like only the world’s most exclusive properties would likely explore the upgrade.

“I recently finished a very large 5-star resort in Turkey, and it wasn’t even mentioned as a possibility when we were looking at the TVs,” Wood notes. “If it gets into hospitality, I think it will only be the very high-end hotels that consider it for their best rooms and suites.”

Residential netwoRks

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

Early consumEr adoption of thE

4k tV has alReady begun,

and lG will havE its 4K linE availablE in thE

commErcial marKEt in

2015. 4K tVs may become

compaRable in pRice to 1080p sets within thE nExt

two to thrEE yEars.


The effort to better integrate hotel in-room entertainment with the myriad mobile de-vices guests are now traveling with is a lot like playing a game of “Whack-a-mole” — every time hotels hammer out a solution for a device or app, a new one pops back up in its place. For now, many companies are just content to keep whackin’.

That’s not to say progress isn’t being made. Some forward-thinking hotel com-panies are already setting the standard, offering guests the ability to stream their own personal content onto a guestroom TV, use mobile devices to order room service and on-demand movies and, in some cases, even flash their devices as room keys. A wide array of hardware and vendor solutions is being tapped to achieve these goals.

“We believe that over time, the ability to connect guest devices will become a

standard experience and expectation,” says Monika Nerger, CIO for Mandarin Oriental Hotel Group. “The primary driv-er for our investment [in mobile integra-tion] is to enable our guests to enjoy the same residential experience they are ac-customed to at home in our guestrooms.”

Nerger says Mandarin Oriental has implemented Apple AirPlay at several properties so guests can stream both audio and video from their devices to guestroom entertainment systems, and the company is considering broadly ex-panding the offering. Minor Hotel Group has begun a similar effort, utilizing Miracast (Android Mirroring), AirPlay and AirPlay Mirroring at some hotels, and even including a feature that mirrors guestroom TV content back to guests’ mobile devices.

“While Dad follows CNN in the

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

In many cases an intermediary piece

of hardware and/or a vendor is the pre-ferred mobile integration solution and may include the use of a set-top box, smart TVs or a proprietary, all-inclusive in-room entertainment system. Accor has gone the latter route with its Pullman Hotels & Resorts brand, rolling out Pullman Connectivity for a wide range of in-room entertainment options. The ser-vice includes personal media-streaming functionality and the ability to use mobile devices as the in-room remote and to order room service, while in return the hotel can harness the same connection to reach out to guests.

“The key requirement was to deliver an integrated environment where the TV, smartphone and tablet are all syn-chronized to deliver a single set of ser-vices, helping guests to both work as well as relax during their stay,” says David Esseryk, Accor’s vice president of consumer technologies. “Pullman Connectivity gives the freedom to the guest to use digital the way they want, and it provides us with a superb window to communicate our own content and new initiatives.”

“We believe that over time, the ability to connect guest devices will become a standard

experience and expectation.” – Monika nerger,

Mandarin oriental Hotel group

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


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Messe FrankFurt to host aMbiente in February At Ambiente 2014, 270

designated exhibitors from 30 countries were featured.

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

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

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

tulip to use Micros opera 9Louvre Hotels Group has replaced its legacy reservation system in more than 220 of its Tulip-branded hotels with the Micros Opera 9 Reservation System. The Micros Opera 9 platform centralizes bookings through all electronic distribution channels, including web booking, global distribution systems, channel manage-ment and voice service centers.

“Micros Opera 9 allows us to take advantage of next-generation tech-nologies that prepare us for the future,” says Thierry Guiraudios, CIO, Louvre Hotels Group.

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

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

Supplyline

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

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

Birchstreet acquires asian tech companyBirchStreet Systems, the Newport Beach, California-based cloud-based provider of pro-cure-to-pay software systems for the hospi-tality industry, has acquired Brilliant Aquarius Technologies, which has offices in Shanghai and Chengdu, China, and in Singapore.

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

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

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

IN BRIEF■■ Florian

Lehmann has taken over as president of WMF’s world-wide Coffee Machines business.

■■ Ace Hotel Downtown Los Angeles, which fea-tured GREC Architects as design architect, has received honors including the LABC 44th Annual Los Angeles Architectural Awards, hospitality category.

■■ Blue Leaf Hospitality has appointed John Taber hospitality market manager.

■■ Josh Kirschbaum has joined Gilchrist & Soames as chief operat-ing officer.

■■ WATG has named Helen Oi-Lun Cheung director of planning.

■■ The John Hardy Group has opened an office in West Los Angeles.

■■ Astoria Compass has appointed Jenny Vance president.

■■ FCS Computer Systems announced the opening of a new office in Mumbai.

■■ Thing5 has appointed Chris Rockett senior vice president of global sales.

■■ NanoLumens has named Gary Feather executive vice presi-dent of operations.

aLto-shaam goLf outing supports Lymphoma researchThe annual Jerry Maahs Memorial Golf Outing — which was founded in 2009 in honor of Alto-Shaam’s founder, who passed away from lym-phoma in 2006 — raised more than US$100,000 for the Leukemia & Lymphoma Society’s Wisconsin chapter. The event has raised nearly US$225,000 since its inception.

“My family is overwhelmed by the support shown by our employees and extended busi-ness community,” says Steve Maahs, chief operating officer and president of Alto-Shaam. “Not only will my father’s industry legacy con-tinue, but his memory will continue to live on as we support the discovery of a lymphoma cure.”

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

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TableTop, kiTchen and more


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

[email protected]

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

[email protected]

Spring USA’s new-est line of snack/ce-real dispensers are available in a single, double or triple dis-penser. Dispensers stand 27 inches (69 cm) tall, and each polycarbonate cyl-inder has a 10-liter capacity. Units fea-ture a stainless-steel base with dispensing wheel. Spring USA, Naperville, Illinois. springusa.com

The Zieher buffet system Skyline — now available in a polished version, matte black and white — prom-ises flexibility. Its appear-ance brings skyscrapers to mind. The different heights of the columns al-low the placing of one side of the buffet platters on top of a stand while plac-ing the other side between the ribs of a second stand. The columns are stainless steel, square and can be combined with the Zieher Squareline series. Zieher, Himmelkron, Germany. zieher.com, [email protected]

FURNITURE • LOCKING & SECURITY SYSTEMS • TABLE LINENS • SOFTWARE • FITNESS & POOL EQUIPMENT • HVAC • MINIBARS •

BEDDING • MOBILE • LAUNDRY EQUIPMENT • GREEN DESIGN • MENUS • TELCOM • ENERGY MANAGEMENT • SIGNAGE •

TELEVISIONS • FOOD & BEVERAGE • FLOOR COVERINGS • POS SYSTEMS • TABLEWARE • IN-ROOM SAFES • LIGHTING • MEETING

ROOM EQUIPMENT • CLEANING & MAINTENANCE PRODUCTS • WINE & LIQUOR • PMS SYSTEMS • SOLAR SYSTEMS • UNIFORMS

• TECHNOLOGY SOLUTIONS • DINNERWARE • IN-ROOM AMENITIES • SECURITY & SAFETY • GUEST AMENITIES & SERVICES •

TEXTILES • COOKING EQUIPMENT • TABLES AND CHAIRS • SOCIAL MEDIA • RESTAURANT FURNISHINGS & DESIGN • WATER

CONSERVATION • TABLE ACCESSORIES • GUEST TRANSPORTATION • FRONT OF HOUSE • CRM SYSTEMS • BATHROOM

EQUIPMENT & FIXTURES • CUTLERY • GUEST TRANSPORTATION • GLASSWARE • FABRICS & DRAPERY • TABLET APPS • WALL

DÉCOR • FIXTURES • AUDIO-VISUAL • WALLCOVERINGS • WASTE RECYCLING • DECORATIVE ACCESSORIES • REFRIGERATION •

HARDWARE • SERVE & BUFFET WARE •VIDEO & ENTERTAINMENT • COFFEE/TEA/ESPRESSO/CAPPUCCINO • SOUND SYSTEMS •

BAKED GOODS • VEHICLE CHARGING STATIONS • FURNISHINGS & DESIGN • WIRELESS • RESTAURANT CONSULTING • TABLE

LIGHTING • FOOD SERVICE EQUIPMENT & SUPPLIES • FINANCE & MANAGEMENT SERVICES • TABLE LIGHTING • REVENUE

MANAGEMENT SOLUTIONS • BEER & ALE • DAIRY PRODUCTS • INNOVATION • GREEN CERTIFICATION • BACK OF HOUSE •

DESSERTS • PREPARED FOODS • FURNITURE • LOCKING & SECURITY SYSTEMS • TABLE LINENS • SOFTWARE • FITNESS & POOL

EQUIPMENT • HVAC • MINIBARS • BEDDING • MENUS • TELCOM • ENERGY MANAGEMENT • SIGNAGE • FOOD & BEVERAGE •

TELEVISIONS • FLOOR COVERINGS • POS SYSTEMS • TABLEWARE • IN-ROOM SAFES • LIGHTING • CLEANING & MAINTENANCE

PRODUCTS • WINE & LIQUOR • SOFTWARE • • PMS SYSTEMS • UNIFORMS • TECHNOLOGY SOLUTIONS • IN-ROOM AMENITIES •

SECURITY & SAFETY • WALL DÉCOR • GUEST AMENITIES & SERVICES • TEXTILES • RESTAURANT FURNISHINGS & DESIGN •

FRONT OF HOUSE • CRM SYSTEMS • BATHROOM EQUIPMENT & FIXTURES • FABRICS & DRAPERY • TABLET APPS • FIXTURES •

AUDIO-VISUAL • WALLCOVERINGS • DECORATIVE ACCESSORIES • VIDEO & ENTERTAINMENT •

COFFEE/TEA/ESPRESSO/CAPPUCCINO • BAKED GOODS • HARDWARE • GENERAL FURNISHINGS & DESIGN • WIRELESS •

RESTAURANT CONSULTING • HOTELS • LIVE DEMONSTRATIONS • FOOD SERVICE EQUIPMENT & SUPPLIES • APPETIZERS •

GENERAL MANAGERS • FINANCE & MANAGEMENT SERVICES • BEER & ALE • DAIRY PRODUCTS • INNOVATION • DESIGN

PROFESSIONALS • GENERAL MANAGERS • BACK OF HOUSE • DESSERTS • PREPARED FOODS • FURNITURE • LOCKING &

SECURITY SYSTEMS • TABLE LINENS • SOFTWARE • FITNESS & POOL EQUIPMENT • HVAC • MINIBARS • BEDDING • MOBILE •

LAUNDRY EQUIPMENT • GREEN DESIGN • MENUS • TELCOM • ENERGY MANAGEMENT • SIGNAGE • TELEVISIONS • FOOD &

BEVERAGE • FLOOR COVERINGS • POS SYSTEMS • TABLEWARE • IN-ROOM SAFES • LIGHTING • MEETING ROOM EQUIPMENT •

CLEANING & MAINTENANCE PRODUCTS • WINE & LIQUOR • PMS SYSTEMS • SOLAR SYSTEMS • UNIFORMS • TECHNOLOGY

SOLUTIONS • DINNERWARE • IN-ROOM AMENITIES • SECURITY & SAFETY • GUEST AMENITIES & SERVICES • TEXTILES •

COOKING EQUIPMENT • TABLES AND CHAIRS • SOCIAL MEDIA • RESTAURANT FURNISHINGS & DESIGN • WATER CONSERVATION

• TABLE ACCESSORIES • GUEST TRANSPORTATION • FRONT OF HOUSE • CRM SYSTEMS • BATHROOM EQUIPMENT & FIXTURES •

CUTLERY • GUEST TRANSPORTATION • GLASSWARE • FABRICS & DRAPERY • TABLET APPS • WALL DÉCOR • FIXTURES •

AUDIO-VISUAL • WALLCOVERINGS • WASTE RECYCLING • DECORATIVE ACCESSORIES • REFRIGERATION • HARDWARE • VIDEO

& ENTERTAINMENT • COFFEE/TEA/ESPRESSO/CAPPUCCINO • SOUND SYSTEMS • BAKED GOODS • VEHICLE CHARGING

STATIONS • SERVE & BUFFET WARE • FURNISHINGS & DESIGN • WIRELESS • RESTAURANT CONSULTING • TABLE LIGHTING •

FOOD SERVICE EQUIPMENT & SUPPLIES • FINANCE & MANAGEMENT SERVICES • TABLE LIGHTING • REVENUE MANAGEMENT

FURNITURE • LOCKING & SECURITY SYSTEMS • TABLE LINENS • SOFTWARE • FITNESS & POOL EQUIPMENT • HVAC • MINIBARS •

BEDDING • MOBILE • LAUNDRY EQUIPMENT • GREEN DESIGN • MENUS • TELCOM • ENERGY MANAGEMENT • SIGNAGE •

TELEVISIONS • FOOD & BEVERAGE • FLOOR COVERINGS • POS SYSTEMS • TABLEWARE • IN-ROOM SAFES • LIGHTING • MEETING

ROOM EQUIPMENT • CLEANING & MAINTENANCE PRODUCTS • WINE & LIQUOR • PMS SYSTEMS • SOLAR SYSTEMS • UNIFORMS

• TECHNOLOGY SOLUTIONS • DINNERWARE • IN-ROOM AMENITIES • SECURITY & SAFETY • GUEST AMENITIES & SERVICES •

TEXTILES • COOKING EQUIPMENT • TABLES AND CHAIRS • SOCIAL MEDIA • RESTAURANT FURNISHINGS & DESIGN • WATER

CONSERVATION • TABLE ACCESSORIES • GUEST TRANSPORTATION • FRONT OF HOUSE • CRM SYSTEMS • BATHROOM

EQUIPMENT & FIXTURES • CUTLERY • GUEST TRANSPORTATION • GLASSWARE • FABRICS & DRAPERY • TABLET APPS • WALL

DÉCOR • FIXTURES • AUDIO-VISUAL • WALLCOVERINGS • WASTE RECYCLING • DECORATIVE ACCESSORIES • REFRIGERATION •

HARDWARE • SERVE & BUFFET WARE •VIDEO & ENTERTAINMENT • COFFEE/TEA/ESPRESSO/CAPPUCCINO • SOUND SYSTEMS •

BAKED GOODS • VEHICLE CHARGING STATIONS • FURNISHINGS & DESIGN • WIRELESS • RESTAURANT CONSULTING • TABLE

LIGHTING • FOOD SERVICE EQUIPMENT & SUPPLIES • FINANCE & MANAGEMENT SERVICES • TABLE LIGHTING • REVENUE

MANAGEMENT SOLUTIONS • BEER & ALE • DAIRY PRODUCTS • INNOVATION • GREEN CERTIFICATION • BACK OF HOUSE •

DESSERTS • PREPARED FOODS • FURNITURE • LOCKING & SECURITY SYSTEMS • TABLE LINENS • SOFTWARE • FITNESS & POOL

EQUIPMENT • HVAC • MINIBARS • BEDDING • MENUS • TELCOM • ENERGY MANAGEMENT • SIGNAGE • FOOD & BEVERAGE •

TELEVISIONS • FLOOR COVERINGS • POS SYSTEMS • TABLEWARE • IN-ROOM SAFES • LIGHTING • CLEANING & MAINTENANCE

PRODUCTS • WINE & LIQUOR SOFTWARE • • IN-ROOM AMENITIES •

SECURITY & SAFETY • WALL DÉCOR • GUEST AMENITIES & SERVICES RESTAURANT FURNISHINGS & DESIGN •

FRONT OF HOUSE • CRM SYSTEMS • BATHROOM EQUIPMENT & FIXTURES • FIXTURES •

AUDIO-VISUAL • WALLCOVERINGS • VIDEO & ENTERTAINMENT •

COFFEE/TEA/ESPRESSO/CAPPUCCINO • BAKED GOODS WIRELESS •

RESTAURANT CONSULTING • HOTELS • LIVE DEMONSTRATIONS • FOOD SERVICE EQUIPMENT & SUPPLIES • APPETIZERS •

GENERAL MANAGERS • FINANCE & MANAGEMENT SERVICES • BEER & ALE • DAIRY PRODUCTS • INNOVATION • DESIGN

PROFESSIONALS FURNITURE • LOCKING &

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TABLE ACCESSORIESHERETABLE ACCESSORIES • HERE • GUEST TRANSPORTATIONHEREGUEST TRANSPORTATION • FRONT OF HOUSE • HERE • FRONT OF HOUSE • CRM SYSTEMSHERECRM SYSTEMS • HERE • BATHROOM EQUIPMENT & FIXTURESHEREBATHROOM EQUIPMENT & FIXTURES


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

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

ARC International’s Intensity Zen is a col-lection of five curved bowls. The understated shape makes for a time-less design that can be integrated into any establishment. With the largest, think individual salad bowls, main dishes and soup; with the smallest, think sauce presentation. The medium-sized dishes serve aperitifs, meze and starters as well as vegetables and side orders. ARC International, Arques, France. arcoroc.com, [email protected]

Visit us at: EquipHotel Paris, FR 16. - 20.11.2014 Hall 7.2 booth B069

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„Plat de Luxe“

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We are looking for Distribution Partners! (USA and Canada)Please contact: [email protected]

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Discover the Best in HOSPITALITYLearning Solutions and Professional Certification

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

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

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

[email protected]

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

[email protected]

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

[email protected]

Purity – a new classof porcelain

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

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

Join us in celebrating the most creative designs in hospitality.

Monday, November 10, 20146:30 - 10:00pmMandarin Oriental, New York

Boutique Design and HOTELS Magazine present

GOLD KEY AWARD FOR EXCELLENCE IN HOSPITALITY DESIGN

GOLD KEY AWARD

sponsored by

in conjunction with

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

2014 JUDGES

Dana Kalczak Vice president of designFour Seasons Hotels and Resorts

Ron Kollar Chief design officerTishman Hotel Corp.

John D. McMullen,Senior vice president of constructionHighgate Hotels

Tyler MorseCEOMCR Development

Danette OpaczewskiChief operating officerIan Schrager Co.

Alan PhillipsChief marketing officerMorgans Hotel Group

Serena RakhlinVice president, hotel development & acquisitions, Americas Trump Hotel Collection

Lora SpranSenior interior designerWalt Disney Imagineering—Interiors

Trisha WilsonChairmanTrisha Wilson Global

AWARD CATEGORIES• Best Hotel Luxury• Best Hotel Upscale• Best Hotel Midscale• Best Hotel Budget/Focused Service• Best Resort• Best Timeshare/ Fractional Ownership• Best Guest Room Luxury• Best Guest Room Upscale• Best Guest Room Midscale/ Budget/Focused Service• Best Lobby Luxury• Best Lobby Upscale• Best Lobby Midscale/Budget/ Focused Service• Best Restaurant Fine Dining• Best Restaurant Casual Dining• Best Nightclub/Lounge• Best Spa• Best Suite• Best Eco Conscious or Socially Conscious Hotel• Judges’ So Cool

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18/10 STAINLESS STEEL FLAT WARE

Walco Idol TM

INDUC TION READY

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The sturdy Blanco serving trolleys now offer paneling that can be mounted quickly and easily on three sides; hinged doors can also be mounted. The new

fronts are available in stainless steel or powder-coated in 13 colors. Blanco Professional, Oberderdingen, Germany. blanco-professional.de, [email protected]

The mobile Induction Table from Andy Mannhart is designed to present food items in a creative way while keep-ing them hot. Available in six differ-ent colors, the table is foldable with a tabletop safety glass. Andy Mannhart, Switzerland. andymannhart.com,

[email protected]

Purity from Bauscher promises shapes such as circles and ovals combined with soft, flowing lines. In addition to finely drawn decorations, Purity features the Bauscher in-glaze technique, underscor-ing the design details. Bauscher, Weiden, Germany. bauscher.com,

[email protected]


Inspired by the shape of the teapot, the curve of the cups is designed to retain maximum heat in Guy Degrenne’s Salam Tea series. The mass-dyed anthracite ceramic lids aim to add a spiritual dimension to the range. Guy Degrenne, Bievres, France. degrenneparis.com,

[email protected]

The current Christmas range from Mank consciously spans from idyllic to urban in terms of motifs and colors. Mank Linclass Airlaid and soft tis-sue qualities are the materi-als of choice in the new motifs Monik (pictured), Gina, Kate and Cosimo. Mank, Dernbach, Germany. mank.de, [email protected]

Forbes Industries’ SlimFold Mobile Bar folds to 14 inches (36 cm) for storage. It features a stainless-steel working counter-top, two removable speed rails and ice bin. Its wood-veneer exterior and Trend Glass or Trend Stone top promises a great look in any setting. Forbes Industries, Ontario, California. forbesindustries.com

GERMANY.PROFESSIONALSON SITETKS

R

TKS GERMANY GmbH | Industriestraße 4-6 | DE 48703 Stadtlohn | mehr Infos unter: www.tks.net

ATELLINGNAMETORELYON.As the market’s leading general contractor specialising in complexbranded hotel refurbishments and initial fit-outs, we turn internationallyrenowned architects’ and designers’ visions into reality.We provide our services primarily in the form of turnkey solutions and,given our strong credit rating, are therefore in a position to guaranteefixed deadlines and budgets.

TKS_Anzg_HotelManagInt_178x124_TKS_Anzg_HotelManagInt_178x124 27.06.14 12:22 Seite 1

www.hotelsmag.com November 2014 HOTELS 73www.hotelsmag.com November 2014 HOTELS 73

The new system “raiser miniature” from Frilich extends the buffet line “pure nature” with small serving bowls and little boats in different sizes and shapes as well as in combination with matching decorative boards. These plates have matching recesses into which the bowls and boats can be placed. The recesses also allow direct contact be-tween the dish and the underlying cooling pad — allowing everything to stay cool over a long period. Frilich, Buseck, Germany. frilich.com, [email protected]

La Tavola’s Magic Table combines cutting-edge design with an efficient solution for storage and mobility. Thanks to more than 40 warming, cooling and cooking functions, Magic Table will offer chefs countless pos-sibilities in terms of customization. La Tavola, Vercelli, Italy. la-tavola.it, [email protected]

H A

IC 06.13

AvantgardeSteam IroningCentreThe luxury solution toin-room guest ironing.

• Quality steel build for long life

• Metalised cover

• Space saving design

• Comes complete with Northmace & Hendon’s Hotel Safety Steam Iron with Auto-Off timer safety feature

Call:+44 (0)29 2081 5200Email:[email protected]

www.northmace.com

DEFINING GUEST EXPERIENCE SINCE 1942DEFINING GUEST EXPERIENCE SINCE 1942

Hotels Ad.indd 1 20/05/2013 16:43



New classic Gastronorm dishes in 16 different sizes from Schönwald promise to present any cold or hot food stylishly, and in combination with cooling and warming functions (such as chafing dishes or cooling pads), ensure the right temperature at the buffet. Schönwald, Schönwald, Germany. schoenwald.com, [email protected]

Turboidrex from Nilma promises a system for washing and drying fruits and vegetables. The wash-ing system is based on an adjust-able whirlpool of constantly clean water, and the machine completes its cycle of both washing and dry-ing in less than five minutes. Nilma, Parma, Italy. nilma.it, [email protected]

With its MultiTouch display, the Genius MT from Eloma combines quick and easy operation with intuitive controlling. The combi steamer offers functions includ-ing Last 20, Multi Cooking and Quick Set to ensure easier cooking processes. Eloma, Maisach, Germany. eloma.com/en/home/, [email protected]

*Ratings do not apply to all ranges

ech Hotel Mar12.indd 1 14/3/12 2:22:17 P

Greater design for greater possibilities!

The stunningly clean use of lines in the V IS ION table collection will blend smoothly

with the ambience of your table, giving you versatility that matches your range

of settings! From breakfast jugs and table accessories, a varied selection of bowls

in a mix of stainless steel, porcelain and wood, through to stunning combinations

of champagne coolers – V IS ION offers an intriguing scope of applications.

V IS ION – sheer passion for service!

HEPP – Eine Marke der proHeq GmbH · A brand of proHeq GmbH

Carl-Benz-Strasse 10 · D-75217 Birkenfeld (Germany) · www.hepp.de

Phone: +49 7231 4885 100 · Fax: +49 7231 4885 190 · [email protected]

The VISION collection by HEPP

+ +

LED BarlokModular Portable Bar

No Tools. Minimal Labor

Portable Dance Floor No Tools. Minimal Labor

Dance Floors | Tables | Chairs | [email protected] | 800.EES.0093 | EventEquipment.com

See how EASY it is at IHMRS Booth #1967

Leading Manufacturer of Portable DanceFloors and Portable Bars For Over 20 YearsHospitality Specialists

TABLETOP, KITCHEN AND MORE


The geometric forms of the Mesh collection from Rosenthal promise a delicate, bamboo-like mesh relief. Pieces comprise a range of versatile and combin-able individual pieces for tapas and buffets. Rosenthal Hotel & Restaurant Service, Selb, Germany. hotel.rosenthal.de, [email protected]

The new Hobart hood-type dish-washers promise to reduce oper-ating costs and workload. The hood-type dish-washers Premax and Profi provide first-class tech-nology. Hobart, Offenburg, Germany. hobart-export.com,

[email protected]

R A N G E F O R G U E S T R O O MHospitality trays, Safes, luggage racks...

R A N G E F O R B AT H R O O MHair dryers, Mirrors, Digital Scales,...

FRANCE: www.jvd.fr ASIA: www.jvd.com.sg SPAIN: www.jvd.es

WASHROOM SETTINGwww.jvd.fr

ALTEO RANGEALTEO hair-dryer with its

ANTI-VANDALCHROME SUPPORT

• 6 drying settings : 2 airflow settings : 70 and 100 m3/h 3 temperatures (including 1 cold)• 230 V or 110V ETL approved• Available in black, white or metallic grey COLOR• IONISATOR system

AVAILABLE WALL-MOUNTED with shaver socket

MONO-VOLTAGE/ DUAL VOLTAGEHALL 7.2, n°N31/P31

SUPPLIERS GLOBAL KEY TO SUCCEED IN HOSPITALITY INDUSTRY

Online Database

Global Hotel Project Pipeline

+5,000 premium project

data sheets

Permanent research and

update / Global research

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Individual contact details

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THE MAGAZINE OF THE WORLDWIDE HOTEL INDUSTRY

SaleS Staff


PubLiSHErDan Hogan

1.312.274.2221 | [email protected]

SaLES ManagErDavid Wood

1.312.274.2225 | [email protected]

EurOPECaroline de Donnea-Birkel

and Brigitte de Donnea, Managers Am Muehlenteich 18

40822 MettmannGermany

Phone: +49 2104 957 26 93Fax: +49 2104 957 26 94

[email protected] [email protected]

CHinaNancy Yu, Managing Director Oceania Publishing & Media

Room 503, No 1398 Ping Liang Rd

Shanghai China 200090 +86 21 51260111-218

PubLiSHEd by MarkETing & TECHnOLOgy grOuP

Chairman, Jim FranklinPresident, Mark Lefens

Vice President, Sales, Bill Kinross, Steven D. MayerDirector, Product and Online Audience Development,

Steve DelmontDirector, Marketing, Events & Production,

Laurie HachmeisterTechnical/IT Support, Benjamin Isidore

Software Engineering Manager, Kevin ChenCirculation Manager, Ed Wacholder

Office Management, Robert Wilborn, Dawn Batchelder

COnTaCT uS aT:1415 N Dayton St, Chicago, IL USA

60642-2643 | 312.274.2200 email: [email protected]

HOTELS (ISSN 1047-2975), Volume 48, Number 9. 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. Peri-odicals postage paid at Chicago IL and at additional mailing offices. Copyright © 2014 Marketing & Technology Group Inc. All rights reserved. Reproduction in whole or part with-out written permission is prohibited. POSTMASTER: Send address changes to HOTELS, 1209 Dundee Ave #8., Elgin IL 60120. SUBSCRIPTIONS: call U.S. only 800-554-7470 or e-mail [email protected] to begin, change or cancel a sub-scription. Select qualified readers may receive HOTELS for free. Paid subscriptions: USA US$135 1-year, outside USA $245 1-year. Except for special issues where price changes are indicated, single copies are available for US$20.00 USA and US$30.00 foreign (plus postage). Canada Post Publications Mail Agreement #40612608. Canada Returns to be sent to IMEX Global Solutions, P O Box 25542, London ON N6C 6B2.

advErTiSErS indEx

aCCubar/g4 TECHnOLOgiESPage 77 (A)www.AccuBar.com

alto-Shaam inc.www.ctproformance.comPage 6

american Hotel & Lodging Educational institutewww.ahlei.orgPage 68

americas Lodging investment Summit (aLiS)www.ALISconference.comPage 78 (A)

arC internationalEquip’Hotel, Paris, France, Hall 7.2, Stand C13 www.arc-intl.comPage C-3

bauSCHErEquip´Hotel, Paris, France, Hall 7.2, Stand F5www.bauscher.comPage 69

beech Ovenswww.beechovens.comPage 74

brandstand Productswww.brandstand.comPage 52

Cambro Manufacturing Co.www.cambro.com/proPage C-2

Cintaswww.cintas.com/hospitalityPage 27 (A)

dometicwww.dometicgroup.comPage 27 (I)

Event Equipment Sales, LPwww.EventEquipment.comPage 76

Front of the Housewww.frontofthehouse.comPage 2

gerber Plumbing Fixtures, LLCwww.gerberonline.comPage 73 (A)

girawww.gira.comPage 7

34th gold key awards for Excellence in Hospitality Designwww.bdny.com; www.ihmrs.comPage 70

groupe gMwww.groupegm.comPage 17

Heppwww.hepp.dePage 75

Hilton Worldwidewww.hiltonworldwide.com/developmentPage 15

HOSHiZaki aMEriCa inC.www.hoshizakiamerica.comPage 33 (A)

Hotel Technologieswww.hoteltechnologies.comPage 60

27th annual Hunter Hotel Conferencewww.hunterconference.comPage 33 (I)

indel bIHMRS, New York, USA, Hall 3B, c/o ICE; Equip’Hotel Paris, France, Hall 2, Stand C 58www.indelb.comPage 21

international Hotel, Motel + restaurant Show (ihmrs)www.ihmrs.comPage 66

interval internationalwww.resortdeveloper.comPage 3

italian Trade Commissionwww.italtrade.comPage 35

JvdEquip’Hotel, Paris, France, Hall 7.2, Stand N31/P31www.jvd.frPage 77 (I)

La bottega dell’albergo uSawww.labottega.comPage 41

Mercedes-benz uSawww.mbsprinterusa.comPages 8-9

Meetings & Conventionswww.mcmag.comPage C-3 (A)

Messe Frankfurtwww.ambiente.messefrankfurt.comPage 19

northmace & Hendonwww.northmace.comPage 73 (I)

Planglowwww.planglow-usa.comPage 49

POST integrations, inc.www.postint.comPage 59

Protect-a-bedwww.protectabed.comPage 64

Purchasing Management internationalwww.pmiconnect.comPage 63

rak Porcelain Europe SaHACE-Hotel Expo, Cairo, Egypt;Equip´Hotel, Paris, France, Hall 7.2, Stand B60;Expogast, Luxembourg, Luxembourgwww.rakporcelain.comPages C-4, 47

resuinsawww.resuinsa.comPage 39

Saflokwww.kabalodging.comPage 55

Scholl gmbHwww.scholl-gastro.dePage 51

Sealy, inc.www.tempursealyhospitality.com/IHMRSPage 29

Snap drape inc.www.SDIbrands.comPage 21

Spring uSa Corporationwww.springusa.comPage 44

SunbEaM COrPOraTiOnwww.SunbeamHospitality.com/ InternationalPage 75

Taj Hotels, resorts & Palaceswww.TajHotels.com/performanceartPage 31

TkS germanywww.tks.netPage 72

TOPHOTELPrOJECTS gmbHwww.tophotelprojects.comPage 78 (I)

Treescapes internationalwww.treescapes.comPage 13

villeroy & bochwww.villeroy-boch.com/hotelPage 1

vingCard Elsafewww.vingcardelsafe.comPage 25

vTech Communicationswww.vtechhotelphones.com/hmcdPage 57

Walco Stainlesswww.walcostainless.comPage 71

Wall Street Journalwww.WSJ.comPage 4

WMF HOTELwww.wmf-hotel.dePage 43

Zieher kgEquip´Hotel, Paris, France, Hall 7.2, Stand B69www.zieher.comPage 67

An (A) after the page number indicates advertisements that appear only in the Americas editions; an (I) indicates advertisements that appear in international editions.


executive chef, La concha ResoRt, san Juan, PueRto Rico

Erika Gomez

What is something most people don’t know about you?I am very casual and relaxed in my personal life. I love finger food like chicken wings and pizza, and I really enjoy a cold beer.

What is your favorite travel item?A pashmina — it’s multifunctional.

What is the best idea you have ever stolen?I wouldn’t say I stole the idea, but I’ve adopted specializing in a new trend in our area, Hindu cuisine. We have so many Indian weddings and visitors who request Hindi cooking, I made sure to adapt to our guests’ needs.

What was your most embarrassing moment on the job?During an extremely busy night, my execu-tive chef asked me to grab something from our walk-in freezer and bring it to her. While on my mission, I completely wiped out and fell really hard to the ground. I brought the item to my chef, but the fall was so painful I returned with a limp, a bruised arm, disheveled hair and my chef hat missing. No one saw the actual fall, but I still felt embarrassed.

What celebrity would you most like to meet?

Robert Downey Jr. because of his transforma-tion as a person. He overcame a difficult period in his life to become a strong role model. I also love the “Iron Man” movies.

Why are you a hotel chef?My position affords me the ability to constant-ly be creative, whether I’m blending ingredi-ents that typically aren’t served together or learning new ways to plate dishes. It makes my job continuously exciting.

If you weren’t a chef, what would you be?At one point I really did want to be a chemist, so I hope I would have reached that goal if I hadn’t decided cooking was my true passion.

What was your most memorable meal?When I was dating my husband, he surprised me with a romantic dinner with the perfect setup. He rented a table, chairs and tablecloth and bought a centerpiece, and we ate lobster stuffed with mahi-mahi from our favorite seafood place.

What would you want for your last supper?My mom’s lasagna. It’s better than anything I’ll ever make, and I associate the smell and taste of the dish with my favorite memories.

San Juan native Erika Gomez has held promi-nent culinary positions at outlets ranging from BLT Steak in Atlanta, where she worked closely with Laurent Toroundel, to The Ritz-Carlton, San Juan, which she says will always hold a special place in her heart since she started her career there. Yet Gomez stud-ied applied physics for three years in col-lege before pursuing her gastronomic pas-sion. Today, a love of food still drives her, but she also carves out as much time as she can for her husband and 4-year-old son, Paulo.

laGniappe

AnnaThe comfort of tradition

Visit us at:

HACE - HOTEL EXPOCairo

__

EQUIP’HOTELParis

___

EXPOGASTLuxembourg

MIDDLE EAST / ASIA • RAK Porcelain UAE LLC • T (+971) 72 434 683 • [email protected] • www.rakporcelain.comEUROPE • RAK Porcelain Europe S.A. • T (+352) 26 360 665 • [email protected] • www.rakporcelain.eu

USA • Homer Laughlin China Co. • T (+1800) 452-4462 • [email protected] • www.hlchina.com

2014 November Hotels Magazine

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Transcript of 2014 November Hotels Magazine