2. Merchant Hospitality Group will launch a
new hotel in Chinatown, New York. This
brand will bring you into the past and show
you innovations of the future together under
one roof.
In the South of the city, we find the
THE MERCHANT hotel at 396 Broadway.
3. MERCHANT: a new Hotel the vibrant Chinatown
district of New York City.
A 10-story brick-and-limestone building from
1899, designed by William Birkmire, architect of
the Mexican National Opera House.
It runs for a full 175 feet along Walker Street and
faces onto Cortlandt Alley, a place that echoes
with past eras and is described as one of the last
pre-war streetscapes still to be found downtown.
4. MERCHANT ARRIVAL
The car moves through the
teaming Chinese wet market
and glides past the New
Museum, arriving at the front
door of a massive brick façade
with French style bronzed
windows and doors that lead
you from the frenetic exterior
into a beautiful cloister with
clean bright spaces that inspire
your every sense. This is a
serene moment in your life…
5. MERCHANT SERVICE
From the room that you have
requested to your favorite afternoon
snack that was prepared for your
arrival. You know what you want
and the Merchant knows how to
make it easy for you to have it. Your
sense of comfort and well being is
anticipated and is always thought of.
If it’s your private jogging partner
every morning or the turning down
process only after you have left for
dinner, it’s all about You… At long last.
6.
7.
8. LOBBY LOUNGE
This is the library, conservatory, coffee and tea room all in one… like home.
18. ROOFTOP BEER GARDEN
The kitchen of Burger Baby serves a world-class selection of
burgers, rotisserie and grill items and entree salads that are
sure to please even the most discerning palettes. The menu is
ingredient driven, utilizing the absolute best available, fresh and
organic ingredients that are hand-selected from regional sources.
The price points enhance the experience with remarkable value –
this is your place.
While the burgers are the headliners, the menu mix, the energy
and scene keep you coming back for more. Burger Baby is all
about attitude: a vibrant environment with a positive, uplifting
feel. Any time of day - breakfast, lunch, dinner or late night - you
can count on Burger Baby to deliver or serve up what you want,
a new concept delivering sexy food.
burger baby
what you love and what you crave…
40. We design, develop and operate irresistible and profitable
hotel, food and beverage concepts.
Our mission
Our culture delivers the promise of creating value
through DESIGN, SERVICE & FOOD every time.
We honor our social and environmental responsibilities.
41.
42. a. kitchen restaurant, Philadelphia, PA
AMAN-I-KHAS, Rajasthan, India
Mercato di Vetro, Hollywood, CA
AKA, Philadelphia, PA
Waldorf=Astoria Hotel, New York, NY
Voyeur, Hollywood, CA
Certified Angus Beef, Wooster, OH
Hard Rock Hotel & Casino, Las Vegas, NV
Wild Knight, Phoenix, AZ
Bull & Bear, New York, NY
Dream Hotel, New York, NY
Peacock Alley, New York, NY
Sense Spa at The Carlyle, New York, NY
Porto Vivo, Long Island, NY
The Smith, New York, NY
Baros Island, Maldives
Wasted Space, Las Vegas, NV
Fatty Crab, New York, NY
Over the last 25 years the members of the Merchant Hospitality team have managed and helped build memorable brands
Amangalla, Sri Lanka
Magnolia Bakery, New York, NY
Diamond Mills Inn, Saugerties, NY
The Vault, New York, NY
Aquila, Costa Rica
Honey Baked Foods, Holland, OH
Voyeur, Hollywood, CA
Social Hollywood, Hollywood, CA
Town Hall Restaurant, San Francisco, CA
Night Hotel, New York, NY
AKA, Central Park, Times Square, UN, Sutton Place, NY
AKA, Washington DC
Delphine, Hollywood, CA
The Harrison, New York, NY
Greystone Manor, Hollywood, CA
Red Cat, New York, NY
44. Mark Zeff
Design & Branding
Based in New York City, Mark Zeff is an international, full-service design-consulting firm. Following its
philosophy of natural fusion, Mark Zeff blends interior and environmental design and brand development to
create experiences that inspire and stimulate the senses.
Mark Zeff, founder and president of Mark Zeff approaches each project, from luxury yachts to the development
of global brands and revolutionary hospitality ventures, with a holistic design methodology that embodies its
natural fusion philosophy. With innovation as its bedrock, Mark Zeff delivers cutting edge design with an eye
for elegance and style.
Design & Branding
Over the last 25 years, Mark Zeff has evolved from a residential design firm into one of the nation’s leading
multi-disciplinary boutique design agencies. Zeff believes the attention to detail given to its private residential
clients is essential to its success and is a characteristic the firm has maintained through its evolution.
Mark Zeff began his career in the United States working with private clients throughout the world including
Hilary Swank and Gabriel Bryne among others. The strength and range of the firm’s residential projects laid the
groundwork for its expansion into commercial design and branding.
The firm is involved with a number of mixed-use development and master planning projects including its work
with Morgans Hotel Group on the re-design and expansion of the Hard Rock Hotel & Casino in Las Vegas. The
design company completed its first project in Hong Kong for Another Department/Emperor Group, a concept
store, Brother & Sister in Kowloon and in development is a 200-room hotel in the center of Hong Kong that will
have two restaurants and a rooftop spa. Mark Zeff has also set the standard for luxury spas with the concepts
and interiors for the Cornelia Spa on Fifth Avenue and Sense, a Rosewood Spa at The Carlyle Hotel, both
located in New York City.
Mark Zeff is counted among the Top-200 Interior Design Giants and the top 75 Hospitality Giants in Interior
Design magazine. Mark Zeff is an award wining firm whose many accolades include: The Hospitality Design
Award for Best Hotel/Day Spa, Gold Key Award for Excellence in Hospitality Design, Best of The Year by
Interior Design, How International Design Award for Environmental Graphics, and Print magazine’s Design
Annual Award and Creativity + Commerce.
45. Randy Cook
Chief Financial Officer
For the past 10 years Mr. Cook was part of the Executive Committee at Korman Communities working in different
roles during the 100 year-old company’s rapid growth and brand development phase. Since 2006, Mr. Cook
served as the Chief Operating Officer of the $1.5 billion Korman portfolio which owns and operates Class-A
residential real estate as well the luxury extended-stay hotel brand AKA. In his most recent role Mr. Cook was
responsible for the launching of the first luxury extended-stay hotel brand in the United States. Despite a
challenging financial environment in the late 2000’s, Mr. Cook was able to lead the AKA brand to successful
financial results, which allowed for the continued development and expansion of the AKA brand. Under Mr.
Cook’s leadership, the AKA brand grew to 9 locations including Manhattan (4), Washington DC (2), Philadelphia,
Los Angeles and London.
As a new, ground-up brand Mr. Cook was responsible for designing and implementing all operating systems,
personnel decisions and business strategies for the AKA brand. This includes establishing service standards,
Chief Financial Officer
reservations systems, standard operating procedures for all departments, food & beverage outlets, revenue
management systems as well as marketing and branding platforms. Mr. Cook provided key leadership to AKA’s
500+ employees to collectively execute a brand mission with great pride and passion.
AKA’s highly innovative concept has won major acclaim over the past several years including Inc. Magazine’s Best
Extended Stay, Detail’s Magazine #1 High-End Extended Stay as well as praise from the New York Times, Wall
Street Journal and Conde Nast Traveller.
Prior to the launching of the AKA brand, Mr. Cook served as Korman’s Executive Vice President primarily working
on real estate transactions during the Company’s very active period from 2003 to 2007. This included new
property acquisition modeling, dispositions, portfolio forecasting, benchmarking and tax structuring.
Before joining Korman Communities in 2002 Mr. Cook spent five years in the Real Estate Assurance Practice at
PricewaterhouseCoopers. Mr. Cook’s clients included investors and operators of all property types of real estate
including hotels, apartments, shopping centers, office buildings and industrial parks.
Mr. Cook graduated from the University of Pennsylvania in 1997 with a B.A. in International Relations and a
minor in Economics. While at the University, Mr. Cook studied business at The Wharton School as well as at the
Warsaw School of Economics in Warsaw, Poland.
46. Jonathan Blitz
Head of Operations
Began his career in hospitality with the prestigious Aman Resorts. At the age of 22 he was appointed the youngest ever
Manager of an Aman Resort by the Chairman, Adrian Zecha and the Director of Operations, Andrew Thomson. In this
capacity, Jonathan Blitz developed Aman-i-Khas, the group’s first ever resort in Rajasthan, India which he subsequently ran
successfully for a number of years.
Under his leadership Aman-i-Khas was awarded numerous prestigious accolades such as:
• Gallivanter’s Guide. The 2007 Awards for Excellence: Best Resort in India and the Indian Ocean - No. 2
• Tatler: Top Ten Spas. UK 2004
• Zagat Survey. Top International Hotels, Resorts & Spas Listed for Rajasthan, India: Notable Newcomers - No. 1. USA 2006
• Travel & Leisure. Top 25 Romantic Getaways. Top 10 Spas. 2004
• Conde Nast Traveler.100 Best New Hotels in the World 2004: Hot List -No. 1. 2004
In 2004, Jonathan was nominated as one of the top 5 General Managers in the World by Gallivanter’s Guide.
Head of Operations
Jonathan’s abilities were recognized by Adrian Zecha and in addition to his Management role at Aman-i-Khas he was given
further responsibility and assigned special projects for Aman Resorts. He was made Manager of The Manor Hotel In Delhi; a
boutique hotel under the Management of Aman Resorts. He also created Tented Resorts India Pvt. Ltd. for Aman Resorts for
which he traveled around North and Central India, located, negotiated and secured 6 sites for development of future Aman
Resorts. Jonathan was sent to the Kingdom of Bhutan to create a concept for a luxury lodge- which would be added to the
existing Amankora collection. In 2007 Jonathan was sent to rehabilitate Amanwella which was a struggling Aman Resort in
war-torn Sri Lanka.
In 2010 Jonathan left Aman Resorts to assume leadership of Baros Maldives, an award winning luxury resort in The Maldives.
Built in 1973, Baros Maldives is the third oldest resort in the Maldives and a member of SLH.
Under his leadership Baros Maldives was awarded numerous prestigious accolades such as:
•
TripadvisorTravelers Choice 2011.
· Top 10 Best Luxury Resorts Worldwide:
Ranked 10th in the Top 10.
· Best Luxury Resort Asia:
Ranked 2nd in the Top 10.
· Best for Romance (Asia):
Ranked 2nd in the Top 10.
•
World Travel Awards 2011
Indian Ocean’s Leading Hotel
•
World Travel Awards 2010
Indian Ocean’s Leading Hotel
•
World Travel Awards 2010
Indian Ocean’s Leading Villa
•
TripadvisorTravelers Choice 2010:
· Best Luxury Resort Asia:
Ranked 5th in the Top 10 Hospitality Industry
Jonathan’s core values are to lead his team through diligence, interpersonal skills, standards and innovation, leading them and
therefore the business that he is running towards success and growth. His passion is the creation of unique, quality ‘once in
a lifetime’ guest experiences. In his opinion these can turn a good holiday into an unforgettable holiday which he thinks is of
paramount importance in the high end leisure segment of the Hospitality Industry.
47. John Doherty
Chef & Menu Engineer
After 30 extraordinary and fulfilling years at The Waldorf=Astoria, Executive Chef John Doherty leaves to fulfill
his dream of entrepreneurship. Doherty says “the desire to create innovative menu and food concepts, develop
exciting restaurant brands, and write additional books, is so powerful, that I must pursue my vision”.
Doherty has aligned with Designer Mark Zeff to create exciting restaurant concepts in New York. Their mission is
to “design and develop irresistible products and restaurant concepts & experiences that deliver on the promise
every time.” Doherty will balance his time between developing and opening restaurants, products, and expanding
the scope of his Leadership speaking engagements. He recently developed and opened Porto-Vivo Restaurant in
Huntington, The Astor Room in Astoria and the Diamond Mills Inn in Saugerties N.Y. to rave reviews among other
projects and is the Quality Ambassador and Consulting Chef for Certified Angus Beef.
Chef &
Menu Engineer
Perhaps it was prophesy when the graduating class of 1978 at the Culinary Institute of America voted John
Doherty as student most likely to succeed, because by the time Doherty turned 27, he was named Executive
Chef at The Waldorf=Astoria. The year was 1985 and Doherty became the youngest person ever named to
the position of Executive Chef in the New York landmark’s notable history. After more than 23 years after his
appointment to the post, the passionate, affable culinary leader holds the distinction of having cooked for more
presidents, royalty and heads-of-state than any other chef in the country. While holding the reigns of New York’s
famed kitchen, Doherty elevated the quality of food to a level that positioned The Waldorf as one of New York’s
dining hot spots. Doherty released The Waldorf=Astoria Cookbook in 2006, featuring over 120 recipes.
“The challenge of this job has inspired me to grow personally and professionally. I have loved every minute of
leading this inspired team of individuals through every special event, over the top request.”
Beyond cooking technique and creativity, Doherty’s admirable leadership abilities were the key to the success of
The Waldorf’s culinary operations, which garner more than $100 million in annual sales and are responsible for
cuisine at some of the country’s loftiest galas, events and fundraisers; 24-hour room service; and three distinct,
successful restaurants, Peacock Alley, Bull and Bear Steakhouse, and Oscar’s Cafe.
Doherty’s Chef’s Table has been the focus of the PBS show, At The Chef’s Table and Doherty has appeared
in numerous Travel Channel, A&E and Food Network programs. Other television appearances include The
Today Show, CBS, CW11 and numerous appearances on regional affiliates. He is a frequent guest speaker at
national culinary and hospitality colleges and industry events. He is an advisory board member to New York’s
City Harvest, and the Culinary Institute of America. He has been awarded an honorary Doctorate degree from
Johnson & Wales, an honorary Masters degree from the Culinary Institute of America and a Leadership award
from Niagara University as well as Food Arts Magazines’ Silver Spoon Award.
48. Paul Clark
International Merchant Consultant
Paul is a qualified chartered accountant who has more than 25 years experience in hospitality, travel and
transport, and hotel and resort companies. His expertise spans all areas of operations, sales, marketing and
finance.
In 1984 he joined Trusthouse Forte Hotels and was promoted to Director of Finance for North America. He then
moved back to the UK to take up the role of Financial Controller for the Virgin Voyager Group which included
Virgin Atlantic Airways. Paul left Virgin to become MD of Odyssey Resorts International, a chain of all inclusive
resorts in the Caribbean, Mexico and Africa.
International
Merchant Consultant
He then joined Sea Containers Ltd which also owned Orient Express Hotels as Commercial Director, a post he
held for many years. He was then invited back to Virgin by Richard Branson to lead a start up Virgin Hotels
venture.
Paul provides consulting and management services, more latterly as CEO of DeVere Hotels, and worked with,
amongst others, Marco Pierre White on developing new restaurant and hotel opportunities in the licensed
retail arena. Together the two re-launched Wheeler’s of St James, a famous restaurant in London. Paul led the
financing and roll out of a portfolio of branded boutique hotel/restaurants under the Wheelers brand; eight
boutique hotel sites were acquired in eighteen months through LBO’s.
Paul brings unparalleled sector, strategic and P&L experience to the Merchant Team, having had a successful
track record with a number of well known and significant businesses and a number of non executive directorships
in the hotel and leisure sector, both internationally and in the UK.
51. “Warm, engaging hospitality is at Merchant’s
very core. We understand that caring,
professional service, high quality food, and
excellence in property management are all
non-negotiable.”
The Merchant team is comprised of three partners
combining over 75 years of exceptional proven
patterns of success in designing and launching
new, innovative, and sustainable concepts
comprised of hotels, restaurants, clubs and spas.
The team possesses an outstanding track record
that has resulted in numerous operations that have
achieved iconic status.
This team’s expertise is in launching new
businesses that create tremendous excitement,
interest and press that invariably culminates in
massive guest traffic.
We recognize that the key to long-term success
lies in guest retention; as such, Merchant has
mastered day-to-day operations by instituting a
focused and systematic approach that positively
and powerfully reaches every guest, everyday.
52. Scope of Services
Merchant Hospitality Group, LLC (“Merchant Hospitality”) proposes to manage the property (the “Project”)
on behalf of TBD LLC (“Owner”) with the following scope of services:
1. Pre-Opening Services
Merchant Hospitality will provide Pre-Opening Services from the date of closing through the opening of the
building to include:
•
•
•
•
•
•
Process of
Operations
Establishing a pre-opening budget.
Pre-marketing activities.
Interviewing and hiring all team members with staggered start dates as appropriate based on the ramp-up
of business.
Construction and design consultation to ensure end product is appropriate to accomplish the operating/
financial goals of the Project.
IT infrastructure consulting (cable, internet, WiFi, phone systems, etc.) to ensure the proper IT infrastructure
is designed for the Project.
Sales – immediately begin building awareness of the Project within established sales network as well as
targeted market segments and prospective clients within Zone 1 of the Project.
2. Business Strategy
Merchant Hospitality would develop the general business strategy to maximize cash flow and value for the
Project. These services include the following:
•
•
•
•
•
Market Assessment - completing a comprehensive market assessment to define the targeted market
segments and the depth and price point that can realistically be achieved within each market segment.
Sales & Marketing Strategy – developing a comprehensive Sales & Marketing strategy designed to create
maximum exposure and qualified sales opportunities for the Project.
Operations Team – identifying the operations team that will be necessary to accomplish the financial goals
of the Project (management, sales, maintenance, housekeeping, etc.).
Five Year Proforma – developing a five year pro-forma to set short and long term financial goals for the
Project.
Exit Strategy – ensuring overall business strategy is in line with ultimate exit strategy in order to maximize
value at the time of disposition.
3. Operations Management
Merchant Hospitality will manage the day-to-day operations of the Project through a well-trained and highly
skilled on-site team. These services include the following:
•
•
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•
Operations Team – recruit, hire and train the necessary personnel to successfully operate all aspects of the
Project and achieve desired financial goals.
Personnel – on an on-going basis approving all hiring decisions to continually ensure the consistency and
quality of all site-level personnel.
Revenue Management – overseeing pricing strategy and all pricing decisions designed to maximize
revenues for the Project.
Annual Budget – preparing and submitting to Owner for approval the annual operating budget.
53. •
•
Business Licenses – obtaining all relevant business licenses for the operations of the project.
Real Estate Tax Appeals – overseeing appeal process and working with attorneys to significantly
lower real estate taxes at the project (particularly important given the additional revenue
generated by the furnished apartment model and the potential this has to significantly increase
the assessed value of the Project).
4. Sales Strategy & Management
Merchant Hospitality will be responsible for creating a sales machine what will drive qualified business to the
Project to maximize sales opportunities and revenue. These services will include the following:
Merchant Hospitality will be responsible for establishing all necessary accounting systems necessary to
operate the project.
•
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Accounting systems to be provided by Merchant Hospitality include:
G/L, Expense & Financial Reporting Module
Residential Module (specialized to serviced apartments)
Payroll Accounting System
7. Accounting & Payroll Services
Merchant Hospitality will provide basic accounting and payroll oversight services including the following:
•
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•
Sales Team – recruiting, hiring and training a sales team that will successfully target and close
business within the budgeted rate range while achieving targeted occupancy levels. The sales
team will include experienced sales associates with direct sales experience relevant to the Project
who will bring a book a business in addition to the industry knowledge necessary to quickly
uncover key contacts within the Projects targeted market segments and key demographics.
Outreach Sales Effort – managing an outreach sales strategy using techniques proven to be
successful in establishing a large, diversified client base in new markets.
Sales Partnerships – working established partner relationships (brokers, travel agencies,
relocation companies, production companies, etc.) to immediately build a sales funnel for the Project.
Inbound Traffic – using established and highly effect techniques to drive maximum qualified in-bound
traffic to the property by casting a wide net through strategic website, PR, internet and print advertising
campaigns.
•
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•
Preparing of all monthly financial reports.
Establishing all internal control procedures and monitoring key financial functions to ensure they
adhere to established protocol.
If required, working with outside auditors to satisfy annual audit requirements.
Engaging tax professionals to prepare annual tax return and issue K-1 to partners.
8. Insurance
Merchant Hospitality will be responsible, if requested by Owner, for obtaining all necessary insurance for the
Project including Property & Liability, Excess Umbrella Coverage and Workers Compensation insurance on
behalf of Owner.
5. Employees & Benefits Administration
9. Marketing & Branding
Merchant Hospitality will employ all site-level personnel necessary to operate the project. These employees
will be treated as leased employees and Owner will reimburse Merchant Hospitality for all costs and
expenses associated with leased employees. Merchant Hospitality will be responsible for administering all
employee benefits necessary to attract and retain quality personnel in order to successfully operate the
Project.
Merchant Hospitality will be responsible for establishing and executing an annual marketing budget and
marketing plan in addition to establishing and promoting a brand designed to maximize exposure of the
Project within the targeted market segments and key demographic. The Marking & Branding will include the
following services:
6. Financial Reporting & Accounting Systems
Merchant Hospitality will be responsible for all financial reporting for the project. These responsibilities
include the following:
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•
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•
Monthly financial reporting to Owner to include the following information:
Income Statement
Balance Sheet and detailed Trial Balance
Actual/Budget Variance Report
Operations Recap
Bank Reconciliations
Accounts Receivable & Accounts Payable Statements
General Ledgers
Capital Improvement Summary
Payroll Summary
Rent Roll
Rate & Occupancy Trend Reports
•
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Budget – establish approved annual marketing budget with Owner.
Website – creating and maintaining a website designed to drive relevant traffic to the project.
Search Engine Optimization (SEO) Management – selecting an SEO vendor and working with the
vendor to continually improve natural search rankings relevant to the business strategy of the Project.
Public Relations – if approved in annual marketing budget, working with public relations firm to gain
exposure for the Project within targeted market segments and key resident demographic.
Marketing Collateral – working with vendor to create all necessary marketing collateral for the project
(brochures, photography, etc.).
Internet & Print Advertising – working with selected vendor to purchase and place all necessary
advertising for the project.
Brand – establishing and promoting a brand designed to maximize exposure of the Project to the
targeted market segments and key resident demographic.
54. Phase 1
Inception through Construction, approx. 24 weeks out
F&B Process
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Food and Beverage Concept designs
New Space Analysis
• Analyze front of the house space
• Analyze rear of house
• Analyze engineering of Kitchen
Develop Pro Forma and Market Feasibility Studies
Pre-Opening Budget
Evaluation of operational needs through construction
Develop and implement PR program
Wage Scale Analysis
Staffing Guide created
Assessment of Computer and POS needs
Manage Critical Path
Phase 2
Pre-Opening and Opening (16 weeks out to opening)
•
•
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•
•
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•
Finalize Purchasing of kitchen/bar small wares
Management Hiring
A customized strategic plan will be developed to
implement a system that will realize results to:
a. Drive and maximize profitability
b. Control operational costs
c. Run an efficient operation
d. Develop consistency in the product and the operation
Operating Standards creation
Hourly Hiring
Staff Training
Concept implementation
Pre-Opening events
Evaluation of staff
Ongoing Training
Evaluating standards implementation
Phase 3
Post Opening (Fully Operational)
• Customer Service Evaluation
• Employee Evaluation / Quality of Service analysis
• Front of House
• Service personnel
• Management
• On going Training
• Monthly reviews of Operation and P&L
• Asset Management for owners
• Observe Operation and businesses
• Total Operation Analysis
• Analysis of Sales processes and costs of sales
• Food Cost
• Labor costs
• Identify any new procedures and/or
equipment needed
• Standards Analysis
• Sales Analysis
• Analyze accounting procedures and processes
• Purchasing analysis
55. Our dedicated interior design team will create, manage and oversee all aspects of the project. For each facet of the project
we will progress through the following phases:
1. Research – We will execute all necessary research in order to develop and create a unique and proprietary design
concept for the project. MZ team will collaborate with Landmark and Expediter to get building permits in an expeditious
manner.
2. Concept / Schematic Design –We will develop schematic designs for presentation to the client. Throughout the
Schematic Design, style elements, program, overall design concept and layout will be addressed.
3. Design Development – We will take the approved Schematic Design concept and develop it into a fully inclusive
design with all necessary detail in order to communicate the comprehensive design intent. The Design Development phase
will result in a pragmatically correct design program addressing all project needs.
4. Material & Vendor Resourcing – Inherent to our design process is the resourcing of new and innovative materials.
The design team collects all pertinent material samples, specifications and vendors to properly develop the specification
package. We will secure vendor timelines and availability for manufacturing custom pieces, reserves stock items for eventual
purchasing and document lead times on goods and services.
Design Process
5. FF&E & IF Specification Development – All FF&E (Furniture, Fixtures and Equipment) and IF (Interior Finishes)
specifications will be developed into a cohesive set of schedules which are incorporated into all drawings as necessary. The
completion of this phase will result in two comprehensive specification books, one for interior finishes, and one for FF&E.
These specifications books document every item specified in the project and correspond to schedules and drawing sets.
Specifications include detailed product information, photos, drawings, sources, dimensions, and quantities where relevant.
These specifications books with drawings provide a comprehensive package for the bidding process and purchasing for all
specified materials in the project.
6. Budget Development – We will develop (if needed by client) a comprehensive budget outlining all designed items.
This package will be developed in conjunction with vendors and contractors. MZ team will develop a balanced bid package
to be presented to client so as to choose contractor and move forward.
7. OSE Specifications Development – Will be specified and chosen to fit the brand by others.
8. Model Rooms – A FF&E Program and Interior Design Construction Documents will be created for the Model Room
mock-ups with the capability to be extended and deployed for Base Building.
9. VE Phase- As needed we will participate in the value engineering phase with fabricators, vendors, GC and subcontractors
to maintain original design intent.
10. Production Drawings & Construction Documents – The client must retain an Architect of Record to create
all construction documents that will / might be required for the Project. However, we will develop all production and
construction documents necessary to communicate the design intent of all interior components for the project, including
custom millwork and furniture.
11. Coordination with Consultants – As needed, we will provide all necessary design documents to all consultants.
We will work with all consultants to ensure design integrity and that no design elements are lost in translation between
disciplines.
12. Construction Administration (for Interior Design related issues only) – We shall provide construction
administration between the client and the contractor for design related issues. Project conference calls will be held on a
weekly basis. Discussions include design constructability, coordination with disciplines and consultants, and limited FF&E
progress. Site visits are required during construction to resolve field conditions and general construction items, as well as
FF&E purchasing and fabrication.
56. Our dedicated branding and identity team will collaborate directly with the Client to establish and develop an effective
brand and identity strategy. Based on this strategy, a plan of action is established including an overall project timeline.
The brand/project manager will coordinate and manage all aspects of the project from conception through delivery of
materials and hand-over of brand guidelines to Client. For every brand and communication initiative, the branding team
will apply the following the phases to ensure a timely and successful result:
1. IMMERSION - Research
MARKZEFF will conduct all necessary research to understand current brand perception and brand audience. From this
research the branding team is able to gain a better understanding of the brand in its entirety and will be better able
to address necessary changes and challenges. During this phase, design inspiration and materials are collected. Mood
boards and other inspirational elements are created to help better understand and define the vision of the brand. A oneor two- day brand stewardship session may be called to identify mission, vision and positioning of the brand. As a result,
a unique and proprietary brand language is established.
2. SCHEMATIC DESIGN - Concept Development
Throughout this phase MARKZEFF works in collaboration with the Client to define brand style and design elements.
Schematic design includes the creation of three concepts and necessary variations which are presented to the Client for
feedback and approval. When necessary, third party scopes are established and defined. These include but are not limited
to: image licensing, original illustration, copy writing and web programming. MARKZEFF provides Art Direction and
quality assurance for all third party materials and content.
Branding Process
3. DESIGN DEVELOPMENT - Detail Design
Following the approval and finalization of concept development, all design details are addressed and applied to a final
layout. Once the layout(s) have been approved, the design is prepared for Pre-Production and a mechanical is produced.
4. MATERIAL & VENDOR RESOURCING (Part of Production Management)
It is inherent to our design process to explore and resource new and innovative materials, production techniques and
concepts. All materials are collected, reviewed and tested by the branding team. Vendors are researched and an active
dialogue begins to ensure both quality and competitiveness within the market.
5. PRODUCTION SPECIFICATION (Part of Production Management)
All materials and specifications are finalized and submitted to the Client for approval. Once approved, the details are
entered into a design specification sheet and a package is created and submitted to approved Third Parties and Vendors.
Included in this package is: Specification Sheet, Purchase Order and Files. Brand identity guidelines and style guides are
created for hand over to client.
6. BUDGET DEVELOPMENT (Part of Production Management)
A final budget is created and issued to the Client and Vendors for final review and approval. Included in this budget:
fulfillment, handling and delivery and, when necessary, storage of materials.
7. PRE-PRODUCTION (Mechanical Creation)
Mechanicals (files, mechanical/specification sheet and/or detailed story board) are issued. If contracted for production
management, MARKZEFF delivers this package directly to the third party and will oversee production. If MARKZEFF
does not manage production, package is delivered to Client.
8. PRODUCTION MANAGEMENT – Implementation/ End Product Quality Assurance
MARKZEFF actively works will all vendors from the hand-over of Production Package through delivery of all materials
to Client. The branding teams works with selected vendors to prepare and review color proofs, blue prints and ink drawdowns to ensure accurate and quality design results. MARKZEFF is present at press checks, on-site installations and film
sets when material is being created.
57. Merchants patterns of success and leadership with world-class hotels, spas & fitness, and restaurants cover
the full spectrum of design, concept development, opening, turnarounds and day to day operations.
The team has developed its powerful bandwidth of skills with hotel companies such as The Hampshire
Group, Rosewood Hotels, Waldorf=Astoria, Ian Schrager Hotels and Morgan’s Hotel Group, to name a few.
Merchant is comprised of industry veterans and experts in all hospitality disciplines: profit engineering,
culinary development, operations, business growth, strategic planning, and multi-unit international rollouts.
Value
The tenured team possesses outstanding operational expertise in control systems and world-class
processes which encompass quality controls, human resources, leadership development, staff training
and education. This group is also passionate about inventory controls, costs and expenses and facility
maintenance. We bring a powerful budgeting and report of operations process into place, producing
weekly P&L, cash flow and balance sheet statements.
From idea development to realization, Merchant is focused on profit. We recognize that profit is the direct
result of the right product at the right time. We value consistency in delivering excellence in environment,
product and services. Ultimately, the guest’s experience is paramount.
The team dynamic is unique, mastering all disciplines from design to finance. This creates complete
integration of administration and leadership for hotels, restaurants and spa & fitness, consequently
producing excellence in business performance.
Merchant fully aligns with the mission, objectives and values of developers and hotel ownership, doing this
enables both parties to work together and create powerful, sustainable restaurant and hospitality brands.
Merchant delivers substantial and sustainable profit platforms.
63. Conclusion
· Substantial Leadership Team – dynamic proven patterns of success
· Exceptional Business Model – sustainable, innovative, exceptional
Great Design, game changing F&B and
· Extraordinary Market Opportunity – timely and timeless concepts
excellence in operations are the three main
· Perfect Timing – extraordinary value unexpected at these prices point
drivers which result in higher revenue.
· Design – an environment that moves you
