INTERCONTINENTAL HOTELS GROUP (IHG) - DESIGN & DEVELOPMENT EUROPE - Article in Sleeper Magazine

I
t is the one of the largest hotel groups
in the world by number of guestrooms.
Its IHG® Rewards Club is the largest
loyalty scheme in the industry, with
over 74 million members. And its Holiday
Inn brand family now has more rooms than
any other hotel brand, having leapfrogged
Best Western, Marriott, Hilton and Choice
Hotels to top MKG Hospitality’s annual
ranking of the world’s biggest hotel brands
in 2013.
IHG is a juggernaut, by many measures
the biggest beast in the hotel industry jungle.
At the last count, in June 2013, it had 4,643
hotels around the world, with nearly 1,100
more in the pipeline – though by the time
you read this, those numbers will have
increased. Its expansion projections have
never been higher, as it continues to grow in
strength and scale, via a mix of franchised
and managed new hotels across the globe.
Keeping this momentum requires a
streamlined, ruthlessly efficient approach to
the signing and development of new hotels.
To this end, the company underwent a
significant geographical restructure in
September 2011, with the EMEA region
reshaped to create a standalone Europe
region, under Chief Executive, Angela Brav,
whilst Middle East and Africa was separated
out to join Asia Pacific, now Asia, Middle
East and Africa (AMEA) headed up by Chief
Executive, Jan Smits.
The Americas region remains intact, and
is now headed up by Kirk Kinsell, previously
President of the old EMEA region, whilst
Greater China is now under new leadership,
with Kenneth Macpherson joining IHG
from Diageo. Macpherson has been based
in China since 2005 and takes charge of a
region where IHG has a leadership position,
with 191 open hotels and another 179 in the
pipeline.
“Europe is very fragmented and complex,
so deserved to be treated as a region in its
own right, whereas Asia, Middle East and
Africa tend to have more synergy as the
focus there is on large managed hotels,
typically upscale, and often in developing
markets,” explains Robert Shepherd, Chief
Development Officer for the newly created
Europe region, which encompasses the
French speaking parts of North Africa,
Turkey, Israel, Russia and the CIS as well as
the UK and mainland Europe. Shepherd’s
team oversees Development, Design &
Engineering, and New Hotel Openings, for
all new hotels across these territories.
“The key idea is to provide an end-
to-end service for owners, within one
department, from negotiation through to
ownership, without handing them off to
different departments in different locations
throughout that process.”
Following this regional restructure, a
new team has been built. Reporting directly
into Shepherd are Philippe Bijaoui,VP
Development Europe; Miguel Ruano,VP
Design & Engineering Europe; and Gilles
Goasdoué, Head of Hotel Openings Europe.
A similar structure exists in Asia, Middle
East and Africa, underneath Senior VP
Development AMEA Paul Logan, although
Logan has the Strategy function reporting
into him as well as Development and Design
Streamlined for success
& Engineering, whilst New Hotel Openings
sits within the Operations team, as that fits
better with the focus on managed hotels.
In the Americas, Design & Engineering sits
within the regional brand management team,
but works closely with the Development
team, under the leadership of Chief
Development Officer, Joel Eisemann.
“These regional nuances in organisation
demonstrate that we can localise what we
have to, in order to suit the regions we
operate in,” says Shepherd. “The global
brand frameworks have been established,
leaving us empowered regionally to deliver.”
The global brand teams for each IHG brand
establish what Shepherd describes as “the
core proposition – the non-negotiables.
Within the region, from a property standards
perspective, my team is then responsible for
the regionalisation, execution and delivery of
everything else within that framework.”
A key difference with other large hotel
groups, according to Shepherd is the close
alignment of these different functions
– brand, design and development – at a
regional level. “We have our own regional
brand team here in Europe and we have my
team working on the product.We are all
working together with our owners to deliver
what’s right for Europe. It’s very tightly
FEATURE: IHG DESIGN & DEVELOPMENT
KEY FIGURES IN IHG’S EUROPEAN DEVELOPMENT, DESIGN & ENGINEERING TEAMS
Continuing our series looking at the design and
development functions within the world’s major hotel
groups,Sleeper Editor MattTurner speaks with Robert
Shepherd,Chief Development Ofﬁcer,Europe,IHG®
.
ROBERT SHEPHERD
Chief Development Officer, Europe
Robert Shepherd is responsible for the growth of
IHG’s brands across Europe, leading the Development,
Design and Openings team. Based in their respective
markets, the team is responsible for the owner
journey from prospect to a successful open hotel and
driving high quality growth through innovative and
flexible management and franchise contracts.
Shepherd’s previous role at IHG was as Vice
President Hotel Services EMEA, responsible for a
centre of excellence delivering a pipeline of more
than 150 new hotels and for ensuring that all new and
existing IHG hotels deliver on the IHG brand promise.
Shepherd started his career with WS Atkins and
spent four years in Dubai, on the Jumeirah Beach
Resort and Burj Al Arab development. At IHG
Shepherd has enjoyed roles including Project Services,
Franchised Operations, Development and Technical
Services in the UK. He also led the design, guest
experience and quality teams across EMEA.
PHILIPPE BIJAOUI
Vice President, Development, Europe
Philippe Bijaoui leads the development of IHG’s six
hotel brands in Europe. IHG, one of the world’s largest
hotel companies, franchises, leases, manages or owns
over 4,600 hotels and 678,000 guestrooms in nearly
100 countries and territories.
Serving in an international environment,
Bijaoui has acquired 20 years of experience in
hotel development and real estate. Prior to joining
IHG in November 2012, he worked for Rezidor as
Vice President Business Development and Head of
Development for Hotel Missoni. From 2006-2007 he
was Global Senior Vice President of Development
for Club Méditerranée. Bijaoui worked as Managing
Director of HVS Madrid Between 2005 and 2006 and
joined Rezidor in 2001 serving as Director of Business
Development until 2005. Prior to joining Rezidor,
he was Director of Acquisitions for City Hotels, a real
estate company listed in Brussels and Asset Manager
and Developer for the Group SIH.
MIGUEL RUANO
Vice President, Design & Engineering, Europe
A registered architect and planner, Miguel Ruano
has more than 30 years experience of international
real estate development and design projects,
with a major focus on the hospitality sector, with
his first hotel project dating back to 1988. Prior
to joining IHG, Ruano provided highly bespoke
advisory services on project development strategy
and project conceptualisation; masterplanning and
architectural design; design, project and construction
management; integrated resorts and shared
ownership.
Ruano has worked for architecture and consulting
firms in Spain and the USA, such as SOM-Chicago,
where he was Project Architect for the Hotel Arts
Ritz-Carlton Barcelona, and New York developer TTG.
From 1997 to 2009, he led the Resort Development
Department in EMEA for Marriott Vacation Club
International (MVCI) as Senior VP Resort Development
& Acquisitions, based in London.
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sewn up, we don’t have brand heads
and design heads flying in from overseas,
meaning local resources can do next to
nothing without their say so.”
“The Design & Engineering team
comprises Development Architects in each
of the markets, supported by Engineering
and Brand Safety design resources; delivering
a responsive, local service, in language
and understanding the local business
culture.This is what it takes to do business
successfully in Europe because the challenges
are very unique to the region.The people
we send to meet with owners, or owners’
consultants, can look at the reality on the
ground, they know the framework and can
find the solution within that framework
rather than saying ‘I’m not sure we can do
that, I’ll have to come back to you.’
Owners need that responsiveness,
engagement and proactivity as every hotel is
different. ‘How can we make that work, and
deliver the guest experience in that hotel, on
that site, in that market?’ Our local team help
find the solutions.”
All very well in theory, but how does
this work in practice, when it comes to the
endlessly complex and challenging process
of getting a new hotel opened? Naturally, the
Development team are usually the first point
of engagement with the owner of a potential
IHG hotel.
“The Development team have a headline
first pass look at the site or property to
see if it broadly fits, and a discussion with
the owner about which brand would be
appropriate, the things that will be required;
at that point you begin to see an alignment
over expectations, and what the principal
factors are going to be.”
The Development team will then engage
their colleagues in Design & Engineering to
undertake a full plan review for newbuild
properties, combined with a site inspection
for re-brands and conversions. A Property
Report is prepared, detailing any tweaks
or amendments that will need to be made
to the owner’s proposals.This document
accompanies the formal application for
the hotel to become an IHG hotel, sitting
alongside feasibility studies, due diligence
reports and other legal documents.These
formal applications are assessed by a
fortnightly Deal Approval Committee,
chaired by Shepherd, at which the Brand,
Commercial and Performance Support teams
are all represented, each with a specific role
in the approval process.
According to Shepherd it is rare for deals
to be rejected at this stage, as the teamwork
and engagement that goes on beforehand
flushes out problems earlier in the process.
“If surprises come at the committee stage, we
didn’t work properly along the way.”
Once a deal is approved and signed, the New
Hotel Openings team are engaged, working
alongside their Design & Engineering
colleagues to see the project through to
completion. “They get an internal briefing,
and can review the Property Report to
see where it’s at.They will then arrange
a meeting with the owner to lay out
the process: how and when they will be
interacting, what our expectations are of the
owner’s team, and what they can expect of us
through to the opening.”
Assisting in this process is an application
called ‘Hotel Opening Manager’ – a toolkit
which IHG provides for the owner to track
progress of their own team and IHG’s,
outlining the activities and tasks that need
to be completed before the hotel can open,
broken down by function and assigned to
different heads of department.
“There are over 2,000 principal tasks
that need to be completed to open an IHG
hotel,” explains Shepherd. “The application
has these clearly outlined, plotted against a
timeline, and allocated to individuals.”
The New Hotel Openings and Design &
Engineering teams will then work closely
together to see the project through to the
point where the hotel opens its doors,
at which point they handover to IHG’s
Operations team.
This handholding approach has had a
positive response from IHG’s owners and
partners. “The feedback we have after
opening is heartwarming and inspiring,”
says Shepherd. “That for me is the
proof of the pudding, that the integrated
approach between Development, Design
& Engineering and Hotel Openings really
works.”
Of course, the path to opening a hotel is
not always a clear one, but IHG has stringent
processes in place to foresee obstacles and
smooth out any bumps along the way. “We
set an opening date from the moment we
sign a deal with a prospective hotel. At the
approval stage, we will have looked at the
current status of the project, what building
permits and planning permissions are
agreed.We will have ensured site ownership
and financing is in place, and looked at the
anticipated dates for the project to start,
complete and open.That opening date is
plugged into our system, and the New Hotel
Openings and Design & Engineering teams
track the project and report on progress to
Part of IHG, Holiday Inn® is one of the world’s most recognised brands and
continues to grow throughout Europe. With 280* hotels open in Europe and
another 23 in the pipeline, the Holiday Inn brand, known for its comfort,
convenience and value, is the perfect choice for smart travellers.
The launch of the Holiday Inn Open Lobby Concept in Europe took place
in 2012 at the 134 room Holiday Inn London – Brentford Lock, located close
to central London on the Grand Union Canal lock. The Holiday Inn Open
Lobby Concept is a refreshing approach to the guest experience, which has
transformed the conventional hotel lobby format by combining the front
desk, lobby, restaurant, bar, lounge area and business centre into one open,
integrated space. Designer Stuart Bradbury of ADS refreshed the design of
the hotel to give it a more contemporary feel, working closely with Alistair
Twiname, IHG’s Development Architect for the UK and Ireland.
The concept has been established by understanding how people use space
at home in order to give guests attractive choices whether they’re looking to
eat, relax, work, or have fun. The Holiday Inn Open Lobby Concept reflects
findings from a new travel insights report* by IHG, which identifies some
emerging traveller groups, one of which is referred to as “latte and laptop”. The
Open Lobby Concept is designed to provide effective spaces for these new
business traveller.
The Open Lobby Concept at Holiday Inn – Brentford Lock sees a new
approach to the traditional business centre by giving guests’access to an E-Bar
with Apple iMac computers, free WiFi and power outlets available in every area.
Providing an interactive space for all guests, the concept offers local residents
and hotel guests a brand new restaurant and bar to enjoy great food in a
relaxed atmosphere.
Twiname said: “During the development and installation of the open lobby
concept at Holiday Inn – Brentford Lock, the Design and Engineering team
brought the brand’s vision to reality, allowing it to be realised in a way that not
only delights the guest but also brings tangible benefits to the owner.”
Chris Ball, Director of Design, UK and Ireland, IHG said:“The Holiday Inn Open
Lobby Concept is a casual, multifunctional space designed to make everyone
feel welcome whether travelling alone or with a group, with kids or with
colleagues. The variety of spaces defined by design within a more open area
provides guests with the option to do what they want to do, in the space they
choose to do it. It also allows for more efficient staffing, improving on return on
investment and the guest experience.”
Mark Hanlon, Head of Engineering Europe, said: “Creating an open
multifunctional zone brought its challenges, as we needed to ensure we
created the right environment and level of comfort throughout, with different
parts of the area having varying occupancies and use at times. We were able
to achieve this through adaptation of existing electrical, lighting and HVAC
systems delivering a low cost solution with a highly effective result.”
*The new kinship economy: from travel experiences to travel relationships, a report commissioned by
InterContinental Hotels Group and The Futures Company (March 2013).
HOLIDAY INN – OPEN LOBBY CONCEPT
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make sure we are on schedule to meet that
date. If there are contractor delays which we
don’t think are going to be recoverable, we’ll
push the opening date back accordingly.”
That can be a difficult conversation, admits
Shepherd. “It’s a very particular and stressful
phase for the owner and their team.That
opening date is fixed in the minds of the
owner and their investors, and they are
understandably protective of it. But if it
looks like it will be missed, we have to say,
‘based on our experience, this is when it will
be ready’ – and point out that the downside
risks of subsequently missing an unrealistic
opening date are significant.”
The New Hotel Openings team will
again be at the hotel on the proposed day of
opening, and do an inspection to identify and
rectify any remaining issues. Assuming these
are not insurmountable, the property will
go live within IHG’s distribution systems,
subject to any outstanding minor issues being
addressed within an agreed timeframe.
“We don’t just wait until the hotels open
and then trigger the distribution channels.
The hotel is built into our systems 18 months
in advance so that we can start to create
visibility and build demand around booking
cycles. It’s about building revenue for that
hotel ready for day one, so that we have
business on the books before it opens, and
about maximising revenue from the moment
the doors are open.We are looking to shorten
the ramp up time – starting from scratch on
the day a hotel opens is a terrible place to
be.”
The Design & Engineering and New Hotel
Openings part of the team effectively act as a
performance consultant, “helping the owner
to do the right things at the right time, giving
them the systems and tools to maximise
performance,” says Shepherd, although he
emphasises they are there to support, not
replace, the owners’ project team: “They
are not fulfilling the Project Management
role.The owner will still have a contractor,
an architect, and an interior designer on
their team – we provide oversight, review
and input, to ensure that we maximise the
opportunity and that they get it right first
time.”
CROWNE PLAZA HOTELS & RESORTS
Crowne Plaza® is an international upscale hotel
brand currently located in over 60 countries
around the world and part of the IHG brand
family. Intended for the discerning business
traveller, the Crowne Plaza brand provides
premium accommodation, facilities and services
designed to ensure guests get the most out
of their business trips. Crowne Plaza Hotels &
Resorts offer guests fully equipped meeting
rooms, a 24-hour business service, wireless high-
speed Internet access in the lobby and rooms,
and fitness and leisure facilities.
The Crowne Plaza Hotels & Resorts global
portfolio has doubled since 2003 to nearly 400
hotels, with a further 97 in the pipeline due to
open in the next three to five years.
The Crowne Plaza Liège is not just a hotel but
a destination in its own right. Located in the
heart of the city, the hotel has been developed
utilising two 16th Century mansions. The
properties are listed as part of the ‘exceptional
Walloon heritage’and were previously owned by
“Comtes de Méan” and the “Sélys-Longchamps”
families, whose heritage is well-known in the
region.
Taking into consideration the guidelines
of the city’s historical and archeological
department, Architects Altiplan and IHG’s Design
and Engineering team worked together to create
the hotel’s public spaces within the existing
buildings and including the original 300m2
Napoleon III Ballroom. Complete with a roof
terrace, the ballroom has been fully restored to
its original opulence and is used for receptions,
seminars, weddings and concerts.
For their first hotel development, interior
designer Eric Goffin and the owner worked
very closely over six years with IHG architect
Jean-Philippe Perrouty-Henin, to overcome
architectural constraints, implement a stylish
elegant design throughout the hotel’s lounges,
suites and bedrooms and bring this to life.
Miguel Ruano, Vice President, Design and
Engineering, commented: “The development
of the Crowne Plaza brand focuses on raising
product quality, consistency and driving
performance across the portfolio. The result is
innovative and smartly designed hotels such as
the Crowne Plaza Liège that provides owners
with a competitive advantage and places IHG
ahead of the competition.”
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IHG does not currently have a list of
approved interior designers or architects
in Europe, but it is looking at introducing
them “particularly for the upscale brands
such as Hotel Indigo®
, Crowne Plaza®
and
InterContinental®
.”
Nonetheless, Shepherd says this is difficult,
particularly in a region as fragmented as
Europe. “We have to consider the differences
in language, culture and geography – it
wouldn’t be one list for all territories.”
The proliferation of breakaway design firms
also makes it difficult to create a definitive
list. “It always boils down to the individuals
– the expertise, approach and style often lie
with individual designers rather than the
company they work for, so there are some
challenges around having an approved list
but we will be producing those for our focus
markets,” affirms Shepherd.
The company is happy to recommend
consultants who have successfully delivered
IHG branded hotels in the past, and will
sometimes seek to influence the choice
of designer or architect, particularly in
developing markets where owners may be
considering employing companies without
previous experience in the hotel sector. “We
will recommend designers we have worked
with based on track record, reputation and
locality to the project.”
“Seeking to influence the choice of
designer is not something we insist upon, it’s
not a brand standard,” says Shepherd. “We
have to explain the benefits and rationale
behind it – which is to help the owner
and their team to deliver better returns by
delivering a great guest experience that leads
to premium RevPARs.”
Similarly the company does not get
IHG was the first international chain to launch a global boutique brand, Hotel
Indigo, in 2004. The brand was introduced to Europe in 2009 and there are now
25* European hotels in the system and pipeline combined.
EachHotelIndigopropertyisuniquelydesignedtoreflecttheneighbourhood,
character and history of the surrounding area. The neighbourhood story is the
defining feature of the Hotel Indigo branded boutique concept and the heart
and soul of every Hotel Indigo property.
David Rayner, Director of Design, Europe at IHG said: “Hotel Indigo hotels
typically feature vibrant colour palettes, hard surface flooring, oversized beds
and spa inspired rainfall showers. The design language responds to the current
market trend for personalised stylish hotels that resonate with our guests
whilst at the same time meet our owner’s expectations. People are tired of
going to hotels and feeling like they could be anywhere in the world. They want
individuality.”
Hotel Indigo Tel Aviv – Diamond District opened in August 2013. The hotel
has 91 rooms, a spa, rooftop pool and a restaurant. Nestled in the bustling Ramat
Gan Diamond Exchange District exuding charm and eclectic architecture, the
design of Hotel Indigo Tel Aviv – Diamond District tells the neighbourhood
story through a careful balance of art, science, colour and natural light.
The owner’s overall vision in terms of the guest-facing elements for the
entire property were complemented with advice and direction from IHG’s
Design team and which no doubt helped to establish the hotel identity to
delight guests immediately upon arrival at this surprising brownstone edifice
with a welcoming ironwork canopy above a wide pedestrian sidewalk. This
cosmopolitan blend both captures and reflects the very essence of Tel Aviv and
the Ramat Gan Diamond District.
With spa-styled bathrooms and guestrooms in multiple configurations, the
look and feel captures the re-interpretation of the world’s most precious stone,
“The Diamond”. Captivating design features and accents paying homage to this
precious gem can be found throughout the hotel.
Philippe Bijaoui, IHG’s Vice President of Development for Europe said:
“Hotel Indigo hotels offer guests the individuality of a boutique hotel with
the reassurance and reliability of a big hotel brand. The brand is popular with
developers because of the flexible approach to design, which makes it ideal for
conversion properties, which are easier to finance than newbuilds and can be
operational in a shorter period of time.”
HOTEL INDIGO
HOLIDAY INN EXPRESS®
Holiday Inn Express® is one of the fastest
growing hotel brands in the market and part
of the IHG® brand family. There are over 200
Holiday Inn Express hotels across Europe, with
10 hotels in the pipeline for Russia and CIS
and 16 hotels in the pipeline for Germany*.
Designed to be the right choice for value-
conscious business and leisure travellers, it is
“Simple, Smart and Spot On”.
Robert Shepherd, Chief Development Officer,
Europe said: “We want to be number one in
Germany. Our growth in this country is being
driven by the mid-scale market and Holiday Inn
Express hotels are proving very popular.”
Equally, IHG has made no secret of its
commitment to growth in Russia, and has
previously announced plans to have 100 hotels
across Russia and the remainder of the CIS open
and in the pipeline by 2020. With a plan to work
with local investors to introduce managed
and franchised hotels across the country, IHG
plans to fill demand for internationally branded
hotels across regional centres and new fast-
growing cities.
To meet demand for affordable
internationally branded hotels in Russia, IHG
has partnered with Regional Hotel Chain to
roll out 15 Holiday Inn Express hotels by 2019.
To keep costs down and ensure quality and
consistency while speeding up construction, all
150 guestrooms of the new Holiday Inn Express
Voronezh – Kirova will be built in Germany by
ADK Modelraum and then imported into Russia.
The hotel is due to open in early 2014.
The Holiday Inn Express hotel guestroom won
‘Hotel Brand of the Year’ at the 2010 European
Hotel Design awards. Natalia Aristova, Director
of Design for Russia and CIS, IHG said: “Its
flexible design lends itself perfectly to modular
construction techniques. Every element of the
room can be pre-fabricated on a production
line, from the walls and the windows to the
furniture and carpets. Guest bathrooms offering
chrome fittings, a granite vanity surface, clean
white sanitaryware and a power shower can
be fully constructed off-site and installed as a
module on-site.”
Adding: “Turn Key Modular Hotel
Construction takes only nine months as
opposed to 12-14 months for traditional
construction, which makes the modular system
extremely efficient. In Russia the high quality
prefabricated modules eliminates the need
for sprinkler protection of the building which
significantly reduces costs.”
The Holiday Inn Express hotel public areas
benefit from smart design which helps keep
operating costs low. The reception desk and bar
is always connected and located adjacent to
the Great Room, a breakfast/reception area,
enabling staff to serve guests and multi task.
The efficient design and a modular approach
to construction have created a win-win for
investors by reducing build and operating costs
and maximising revenue generating space.
“Expanding in Europe is a key priority for us.
Demand for midscale limited service hotels
in Russia is growing, and the first Holiday Inn
Express hotel in Russia presents an exciting
opportunity for Russian travellers to try the
brand. The growth of the Holiday Inn brand
family in Russia is a testament to the strength
of the brand for both owners and guests,” said
Shepherd.
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directly involved in procurement, although
it will recommend suppliers who have
worked successfully on its projects in the
past. In the case of a prototypical product
such as Holiday Inn Express®
Hotels, it has
a list of approved suppliers for guestroom
FF&E with which it has negotiated prices.
The team, says Shepherd, are there to help
find solutions rather than acting as “brand
police,” though brand standards are still at
the heart of the company’s ethos.
“Brand standards aren’t going to go away,
they are the foundation of being a brand,
everything this team does hinges off the
standards required to create the desired guest
experience.”
To this end, a global initiative to revamp
the standards for IHG’s portfolio of brands is
currently under way.
“Over time they get added to.You come
to a point where you need to look at
them afresh,” says Shepherd. “During the
repositioning of Holiday Inn®
Hotels, we
looked at the brand standards to make sure
they were relevant and ROI-savvy. Crowne
Plaza is next.We’re working through all of
the brands to update standards – not just the
content but how we provide those to owners
via an underlying technology platform,
and making them concise, precise, and
easy-to-use.The challenge is to keep brand
consistency and provide a framework for
interpretation. It’s a collaborative process.”
And what of those brands? As with other
major hotel groups, the company has become
increasingly brand-focused as it has divested
its owned properties.The company claims to
have “a brand for every guest – and a brand
for every owner.”
INTERCONTINENTAL HOTELS & RESORTS
InterContinental is a brand of firsts. It was the
world’s first international hotel brand and
continues to be a leader in the luxury hotel
market. It is also the first hotel brand to provide
destination-specific concierge websites and
videos. The brand continues to demonstrate
strong growth with over 170* hotels open
across the globe in over 65 countries and 52
hotels in the pipeline. The pipeline includes
properties in China and India, and recently
celebrated the opening of InterContinental
Shanghai Ruijin, IHG’s 200th hotel in China.
The new InterContinental Marseille – Hotel
Dieu opened its doors in May 2013. Located at
the foot of Le Panier, the oldest part of the city,
the 18th century building and listed monument
has been transformed from the former Hotel
Dieu into a majestic luxury hotel.
After three full years of renovation, during
which archaeological artefacts were discovered,
the InterContinental Marseille – Hotel Dieu
stands as an iconic building in the city. As
Marseille has been crowned the European
Capital of Culture this year, the hotel has been
thrust into the cultural spotlight attracting
international attention.
The hotel was largely designed by world-
renowned hotel designer Jean-Philippe
Nuel, with the support of IHG’s Design and
Engineering team, to ensure that the hotel
not only represents the essence of the
InterContinental brand but remains part of the
story of the destination, positively impacting
on the city and delivering an experience that
helps to keep the global guest‘In the Know’.
The architecture of the hotel has remained
faithful to the history of the property and
the complex refurbishment work for the
listed monument was designed to conserve,
restore and enhance the building’s heritage.
Today its 194 rooms, superb staircases and
spacious lobby draw inspiration from French
18th century architecture, the cultural city of
Marseille and the Mediterranean ocean.
The character of the building has been
brought to life through the careful use of raw
materials and a deliberate use of space. From
the Estaque quarter to Marseille’s cornice, the
hotel’s lobby and rooms embrace these themes.
Sculptures of enamelled fish, combed cotton
carpets that recall the sand and black and white
stones of the Sainte-Marie Majeur cathedral are
central to the hotel’s design.
Engineering, commented: “InterContinental
is our flagship brand and we’re committed to
ensuring it stays relevant to the evolving needs
of the luxury hotel market. The InterContinental
Marseille – Hotel Dieu has fully embraced its
surroundings and its elegant architecture
humbly amplifies the hotel’s charm.”

Brands such as InterContinental Hotels
and Resorts, Crowne Plaza and Holiday Inn
are household names which continue to build
in scale. Newer brands such as the boutique
Hotel Indigo and extended stay Staybridge
Suites are growing fast in Europe.
Are there any new brands in the pipeline?
In spite of the recent introduction of new
brands such as Hualuxe™
Hotels & Resorts,
created specifically for the Chinese market,
and Even™
Hotels, a new brand for health
conscious travellers introduced in NewYork
in 2011, Shepherd believes that in Europe
there is enough headroom for growth of its
established brands. “The European pipeline
has seen great growth, demonstrating not
only the strength of IHG’s brands, but
also the depth of talent and the strength
of our integrated Development, Design
and Openings team. In 2012 we signed 48
new hotels; up almost 25% on 2011.The
European pipeline currently stands at 93
hotels and continues to grow. Right now in
Europe it’s important we focus our resources,
and to have lots of subscale brands doesn’t
deliver the same results to our owners or to
IHG, as having scale in a smaller number of
brands – we don’t want to spread ourselves
too thin.”
“Ultimately it’s about engagement and
helping to open the best possible hotels for
our owners,” concludes Shepherd. “Our
purpose is to create ‘Great Hotels Guests
Love’.We’re signing ten, fifteen, or even
twenty year agreements with our owners –
that’s a long term relationship, and it has to
be set up right. It’s a long process to design
and open a hotel and it’s important that
owners choose someone they get along with,
and whose interests are aligned.”
www.development.ihg.com/europe
*FOOTNOTE: All figures for development and pipeline used within this article
were correct as at 30th June 2013
STAYBRIDGE SUITES HOTELS
Entering the hospitality market in the Americas
in 1998, Staybridge Suites® Hotels is IHG’s
upscale extended stay hotel brand. Designed
to meet the needs of guests who stay in
hotels for weeks or even months at a time,
the concept behind this brand centres on a
‘home away from home’ for business travellers
and families. With 191* properties open across
the world, the Staybridge Suites brand is well
established and is continuing to make progress
with 76 Staybridge Suites Hotels in the pipeline
globally.
Staybridge Suites Hotels offer innovative
spacious apartment-style living with modern
amenities and hotel services. Amenities
include: three suite types (deluxe studio, one-
bedroom and two-bedroom/two-bath) with
fully equipped kitchens, highly functional work
areas, two-line speaker phone with voicemail
and direct dial access, as well as free local calls
and free WiFi. Staybridge Suites Hotels offer
a complimentary full breakfast buffet and a
social evening reception three days a week. The
fitness room, business centre, complimentary
guest laundry room (an industry first) and a
local grocery shop are open 24-hours-a-day.
IHG worked with Westfield, ADS Design and
Franklin & Ellis Architects to conceptualise
the design of the 162-room Staybridge Suites
London Stratford City, the first of its kind to
open in London.
Artwork is a defining aspect of Staybridge
Suites Hotels and careful consideration has
been given to ensure the interior of the hotel
reflects the simplicity of the brand. Imagery
depicting the culture and environment of
East London and legacy of the 2012 Olympics
adorns the walls of the hotel creating a relaxed
and charming atmosphere.
Engineering, commented: “The design concept
of Staybridge Suites Hotels takes on an upscale
residential style. Our team worked hard to
successfully maximise floor area space and
input carefully considered functional features
to improve guest experience whilst maximising
owners’return on investment.”
The hotel is well located for easy access to
the central business district, Excel Exhibition
and Convention Centre and Canary Wharf.
Stunning views of the Olympic Park and London
skyline from the reception have influenced the
layout of the hotel’s public spaces.
Staybridge Suites London Stratford City is
the third in the UK alongside Liverpool and
Newcastle, which opened in 2008 and 2009
respectively. Staybridge Suites Birmingham
opens in Autumn 2013.

INTERCONTINENTAL HOTELS GROUP (IHG) - DESIGN & DEVELOPMENT EUROPE - Article in Sleeper Magazine

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