Hotel Design - Midpoint Thesis Book
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Hotel Design - Midpoint Thesis Book Document Transcript

  • 1. 1 HOTEL GUILD“REVITALIZING HISTORY” REBECCA JENSEN. 03707124. ACADEMY OF ART UNIVERSITY. GRADUATE SCHOOL OF INTERIOR ARCHITECTURE & DESIGN JULY 19, 2013
  • 2. 22 TABLE OF CONTENTS Autobiography 3 Philosophy 4 Resume 5 Statement of Professional Goals 6 Abstract 7 Site Analysis 8 Building Analysis 14 Primary Research 20 Interview: Twitter 21 Interview: CBRE 24 Case Study: St Regis, SF 27 Case Study: W Hotel, SF 30 Case Study: The Mosser 33 Case Study: Hotel Zetta 36 Case Study: Hotel Palomar 39 Secondary Research 42 User Profile 52 Inspiration 53 Design Concept 59 Program Statement 69 Program Details 70 Preliminary Bubble Diagrams 82 Preliminary Floorplans 83 Timeline 86 Portfolio 87 References 92
  • 3. 3 AUTOBIOGRAPHY I’m the go-getter. I’m the one who asks too many questions. I’m the one who’s always busy. I’m the one with the itinerary. I am an artist and a businesswoman. And I’m a grad student, intern, entrepreneur, food blogger, fitness advocate, jewelry artist, world-traveler, best friend, girlfriend and family-kind-of-girl. To date, my family has played a significant role in my life’s current direction. The story is: my parents own and operate their own collection of enterprise hotels and residential estates along the West Coast. My father specializes in the portfolio and management of assets, while my mother single-handedly executes on the exterior and interior designs for all new and existing properties. My brother recently started his own investment consulting company, where he hopes to expand the Jensen portfolio as well as new clientele portfolios. The question for me has always been: how do I fit in and what will happen to the family business once my parents are gone? On one hand, I hold a business marketing undergraduate degree from Cal Poly San Luis Obispo and - prior to pursuing my MFA degree at the Academy of Art – I held a respectable, ascending career at one of the largest marketing agencies in the world. On the other hand, my mom was tirelessly asking for my help on her latest projects, the two Holiday Inn Express PIP renovations. As mentioned above, I’m a sucker for family. And in the end, I chose happiness. In seeking my dreams, I confidently chose change. I chose the opportunity that allows me to tap into my passion to fulfill my creative aspirations. I applied to the Academy of Art University to both set my design foundation as well as advance my momentum towards becoming a leading entrepreneur in the design industry. It is my ultimate goal to own my own interior design firm, where I do great work not only for the family business, but for other businesses as well. I want to be a design thought-leader that fosters innovation and drives business impact. As I prepare myself for this goal, I’m carefully prioritizing and managing my time. In my first year at the Academy of Art University, I’ve already had two internships: one more focused on innovative design and the other more focused on project management, codes, competitive bidding and fiscal goals. I’m proactively learning and laying out all the puzzle pieces so that I can maximize my education and future successes as a business owner.
  • 4. 44 PHILOSOPHY Past. Present. Future. I am notably familiar with hotel and real estate management, as I come from a family of hospitality-related entrepreneurs. This, combined with my past focus on advertising and market research has shaped me into a strong proponent of an evidence-based design process. Design Approach. I believe in balancing good, innovative and functional design with smart, educated, research-based decisions. My goal is always to create a great design that will ultimately increase the value of the property, business or home over time. Personality. Fortunate to live the big city lifestyle from the most beautiful place on Earth, I balance my professional life with the arts, outdoor activities, good wine, friends, family and cat, India. I am a strong advocate of “Carpe Diem” as I believe there’s always more to learn, love and laugh about life.
  • 5. 55 RESUME FEATURED PROFESSIONAL EXPERIENCE INTERN, Ramsey Purchasing. Summer 2013 - Present - Develop and maintain Flame and Code Certificate and the Care and Maintenance notebooks for specific hotel furnishings projects, as well as other projects related to hotel FFE procurement - Help organize and update hotel specifications, competitive bidding and scheduling - Maintain correspondence with various vendors and manufacturers to keep track of project progress DESIGN ASSISTANT, Kensington Design. Spring 2012 - Present - Create floor plans and design strategy plans for commercial hotel projects, working closely with hotel GM’s - Assist principle designers with project management, concept development and material selections - Attend hospitality related tradeshows to include HD Design Show and IHG Owner’s Tradeshow DESIGN ASSISTANT, Applegate Tran Interiors. Summer 2012 - Spring 2013 - Assisted with concept development, space planning, material selection, custom furniture design and installations - Helped progress the status of various high-end apartment, large-scale home, showroom and retail projects - Collected and kept track of material and furniture prices, estimates, requirements and memos MARKETING STRATEGY COORDINATOR, Rosetta Marketing Agency. Summer 2010 - Spring 2012 - Developed and coordinated brand marketing programs, positioning and messaging for the agency - Planned and managed mixed media campaigns to include display, print, email, search and social - Expanded business development methodologies, lead nurturing and inbound marketing programs FEATURED PROJECTS 2013 SAN FRANCISCO DECORATOR SHOWCASE HOUSE, TEEN BEDROOM. Spring 2013 - Worked with the design team to develop a final floor plan, design custom furniture, fabric, carpet, wall covering, ceiling and lighting pieces as well as help manage all invoices, deliveries and installations HOLIDAY INN EXPRESS - PIP RENOVATION. Fall 2012 - Present - Helped coordinate space planning, FFE material selections, landscaping, logistics and punchlists for two Oregon Holiday Inn Express hotels, following IHG’s Project Improvement Plan and Design Standards BEST WESTERN - BREAKFAST ROOM RENOVATION. - Present - Currently working on a renovation for a larger dining area, which has required staff and GM interviews, guest survey analysis, brand standards research and profit margin analysis (prior to the design phase) EDUCATION - MFA: Interior Architecture and Design, Academy of Art University, San Francisco. (Expected to graduate in 2014) - BS: Business Administration, Marketing Management - Cal Poly, San Luis Obispo. Class of 2010, Cum Laude - London Study Abroad Exchange Program - Kingston University, London. 2008-2009 TECHNICAL SKILLS Revit | Adobe Photoshop/Illustrator | Google Sketchup | Microsoft Office | Hand Sketching & Rendering To see my portfolio visit RAJENSEN.com | San Francisco, CA | rebecca@rajensen.com | 831-402-3814
  • 6. 66 PROFESSIONAL GOALS My ultimate career goal is to own, operate and manage my own interior design firm. Tailored to the commercial field, I foresee this firm’s philosophy focused on a “return on design investment” mentality where each design decision is well researched, educated and strategically planned. Upon graduation, I plan to work with my mother’s design firm, Kensington Design, to help complete renovations, new-builds and design updates for our family’s hotels, multi-unit properties and residential assets. From there, I plan to eventually take ownership of the firm, partner with my brother’s investment company, and expand my service offerings to a broader range of commercial industries. In preparation for these short and long term goals, I’ve chosen a hotel project for my thesis. I believe a project of this caliber will familiarize me with today’s hotel standards, trends, requirements, guest and community expectations and market opportunities - which are all critical lessons that will contribute to my long-term aspirations.
  • 7. 7 ABSTRACT Through AAU coursework and internships over the past year, I’ve really grown to enjoy commercial design. I am drawn particularly to the hospitality industry, as my parents have been hotel-owners my entire life. I’ve chosen to design a modern, upscale lifestyle boutique hotel property in downtown San Francisco to use for my thesis project, as I believe it will provide the sort of challenge, opportunity and flexibility for a strong, meaningful and relevant design. While working through my thesis project, my goal is to be realistic, innovative and very hands-on. I want to make this a “learn by doing” experience, where I learn and make strategic decisions alongside realistic stakeholders, vendors, city officials, community members and other key players. Trying to imitate a real-world situation, I reached out to CBRE, a commercial real estate firm, to find a site that’s currently for sale and that can be converted into a hotel property. I plan to conduct case studies, interviews, focused market research, sketching, materials research, space planning and other tactics learned this past year. I believe that my past and future AAU coursework combined with hospitality-related internships will help me deliver an effective, results-driven hotel design that will contribute to San Francisco’s business and leisure travel industry as well as enhance the face of San Francisco’s lower Market Street community area. The hotel will be a first-class, full-service, 8 story boutique hotel with 82 rooms and a 5,160 sq ft rooftop restaurant and bar lounge. Located in a growing business tech and shopping neighborhood near Union Square, Moscone Convention Center, Yerba Buena Gardens and Civic Center, the project should accommodate convention attendees, individual business travelers and leisure travelers. Facilities will include a lobby bar lounge, grab-and-go restaurant, rooftop restaurant and lounge, fitness center, business center and conference room. Looking for a concept that would both pay tribute to the area’s history as well as the city’s effort to revitalize and sustain San Francisco’s unique artistic culture, my concept will balance San Francisco’s old “Theatre Row” with today’s new “Technology Row.” What used to be the old Guild Theatre is now replaced with an influx of tech companies, sharing spots with companies like Twitter, Yammer and Spotify. My goal is to subtly symbolize a revitalization of the city’s historic art culture with today’s modern technology.
  • 8. 88 SITE ANALYSIS I look forward to working on this project because my site is in a location that will challenge me. It’s not an easy neighborhood, as history has proven it to be quite volatile. It’s a place that’s had a rough reputation and fights a bit of an uphill battle. However, there’s so much opportunity for revitalization, and I believe my hotel project will contribute to the growth and progress of the area and help change the face of one of San Francisco’s most difficult neighborhoods. My proposed hotel project is located in San Francisco’s Mid-Market area. Today, the Mid-Market neighborhood is quickly emerging with an influx of technology companies, which presents a large scale of hotel revenue opportunity in the business travel market. Tech neighbors such as Twitter, Yammer, Zendesk, Zoosk, One Kings Lane, CallScoket, Dolby, Benchmark Capital and most recently, Spotify have followed Twitter into the area. The site is also centrally located, as it’s very close to the BART/ Muni station, Civic Center, Union Square, Moscone Convention Center, Yerba Buena Gardens and the Financial District. Due to its close proximity to both Union Square as well as new technology companies, there is an opportunity to create a mid-high end luxury hotel that can accommodate traveling business executives as well as leisure travelers. While the neighborhood is slowly rebranding itself as a “new technology hub” – the area still has several patches to clean up. The SF Gate writes, “It wasn’t always that way. Just a few years ago, Mid-Market was a seedy urban desert plunked in the middle of the city’s signature boulevard. Then-Mayor Gavin Newsom and current Mayor Ed Lee worked to create tax breaks and incentives to bring in businesses to replace the empty buildings, boarded-up storefronts and cheesy retail shops that contributed to the area’s dangerous, down-at-the-heels vibe.”
  • 9. 99 SITE ANALYSIS Back in January 2010, the San Francisco Office of Economic and Workforce Development (OEWD) launched the Central Market Partnership – a public/private initiative to renew and coordinate efforts to revitalize Mid-Market and the larger Central Market neighborhood. There are still some gritty parts of the Mid-Market neighborhood; however, the past three months have seen the largest visual transformation of Mid-Market in decades: • The influx of technology companies has played a major role in reviving the area. • The tech-driven office market resurgence is now spurring residential and retail improvements as well to include Dottie’s True Blue café, Pearl’s Deluxe Burgers, A Temporary Offering and Off The Grid. • The recent 30% increase in police staffing along Mid-Market has made a noticeable difference. • The demolition at the CityPlace (now Market Street Place) shopping center site on the south side of Market between 5th and 6th is nearly complete. It’s a six-level, 250,000-square-foot retail center scheduled to open in 2015 that promises an enhanced streetscape, prominent street presence for retailers, and a large, open floor plan. New Market Street Place Shopping Mall - Rendering
  • 10. 1010 SITE ANALYSIS • The Federal Government has decided to invest resources into fixing up the area as well. While federal aid to cities has declined dramatically over the past decade, the feds have spent millions restoring its long neglected historic building at 50 UN Plaza. • The destruction of the last vestige of the former Del Webb Townhouse at 8th and Market has begun for the new Trinity Plaza. • The nearby Renoir Hotel at 7th and Market is undergoing a $40 million upgrade. • The long vacant site at 950-970 Market finally has a new owner, who recently bought and is renovating the Warfield building as well. It will be at least three years before construction of the planned “950 Market Center for Arts and Education” breaks ground, but this is another long troubled site now on the road to revival. • Parts of Market Street were recently repaved.
  • 11. 11 SITE ANALYSIS
  • 12. 1212 SITE ANALYSIS The Mid-Market Revival Initiative also has a strong focus on preserving and spotlighting San Francisco’s arts community. The effort is intended to build upon the area’s existing strengths, including an emphasis on arts-based economic development initiatives. The city has been trying its best to maintain those efforts, by adding arts-related businesses around the area. For example: • Spotify will move into the Warfield Theatre in July 2013. Spotify is both a technology and a music company, and so it plays nicely in the old rock-and-roll theatre. • Apex, otherwise known as Ricardo Richey, a San Francisco street artist whose spray-paint abstracts are featured in museums around the world, is moving into a co-working space at 42 Turk St., in the Tenderloin, along with Holy Stitch Denim Social Club, “an off-the-grid powered manufacturing center” - primarily of jeans - “that triples as a school and community center.” • Phantom Coast Gastropub and Brewery, which is taking up 5,000 square feet on Turk and Taylor streets will involve the rehabbing of four storefronts. The pub will also have a heavy focus on live music. • ACT is converting the nearby Strand Theater (950 Market) into another performing space, planning to use the new center for administrative and education efforts. • The Mayor’s Office on Economic and Workforce Development is working to bring “pop-up” arts and retail uses to Mid-Market to activate ground floor space while building renovations occur.
  • 13. 1313 SITE ANALYSIS 950 Market St. - Center for the Art & Education Demolition at Trinity Plaza While all this growth is advantageous to the area’s redevelopment, some local arts community members see this as a threat. Small arts organizations fear they’ll be priced out of the city in the next five years. As SFGate puts it, “A years- long effort to build a performing arts and education center at the intersection of Market, Turk and Mason streets could collapse now that an out-of- town property owner has ended talks with the project’s backers and put the lots up for bid.”
  • 14. 14 BUILDING SELECTION: 1095 MARKET STREET
  • 15. 15 BUILDING SELECTION: 1095 MARKET STREET
  • 16. 1616 BUILDING ANALYSIS I’ve selected 1095 Market Street because it is currently for sale, unoccupied and is located in market with a need for a modern hotel. The situation is realistic and opportunistic. In addition, it is one of only a handful of permit-ready hotel projects in San Francisco. BUILDING DETAILS Building Location • 1095 Market Street, San Francisco, CA • Mid-Market (MidMa) Neighborhood Square Footage & Details • 76,000 total square feet • Riveted steel frame and unreinforced brick • Window lines on all 4 sides of the building • 360 degree views from the roof Building Height • Eight-story, 60,171 RSF (currently) • Ground floor height of 22 feet, slab to slab height of 14 feet on floors 2-8 • 90‐X Height and Bulk District Zoning • Located between 6th and 7th Streets on Market and sits on an 8,250sf site zoned C-3-G (Downtown General Commercial) • Office, retail, residential, entertainment and institutional uses are permitted. Wholesale and some light manufacturing uses are permitted in some C-3 districts. Hotels are a conditional use. Owners • 1095 Market Street Holdings, LLC • Real Estate Rep.: Mark McDermott, CBRE
  • 17. 1717 BUILDING ANALYSIS Building History • Originally constructed between 1902 and 1905, the 1095 Market Street building (often referred to as the Grant Building), is one of the few properties to withstand the 1906 earthquake. • More recently, the building was a 61,000sf commercial office building falling under the Category I (Significant) Building Existing Conditions • Currently, the building is unoccupied and listed for sale. • The building is currently seismically unsound, and it could be detrimental to the health, safety and general welfare of persons within the building. As a result, I would like to seismically retrofit the building, as this would significantly improve the health, safety and welfare of the incumbents. Future Plans • In 2010, the owners made a proposal to the city to convert the building into a 42,000sf, 94-room R1 occupancy hostel. The hostel would include a 2.500sf commercial restaurant, 3,500sf nighttime entertainment and two rooftop terraces that total 8,500 sf. The original planners proposed rehabilitating the building, while still preserving the architecture of the historic building. • After a multi-year approval process, the owners achieved full entitlements for the new hostel/hotel project and recently vacated the final tenants in the building. • These original future plans fell through the cracks and now the building is for sale.
  • 18. 1818 EXISTING FLOOR PLANS
  • 19. 1919 EXISTING FLOOR PLANS
  • 20. 20 Primary Research In Person Interviews To get a better understanding of the Mid-Market area and user needs, I interviewed two major stakeholders involved in the hotel development decision. I interviewed an associate who handles hotel bookings at Twitter as well as a hotel management and real estate consultant. On Site Case Studies I selected and visited a range of hotels in San Francisco to get a better understanding of today’s market trends as well as Hotel Guild’s future competition. In my observations, I determined things that I believe worked well and things that did not work well with each hotel’s overall design and hotel operation.
  • 21. 2121 INTERVIEW Dan Kim TWITTER Former Lead International and M&A Recruiting Coordinator What kind of work do you do at Twitter? I just transferred into the university recruiting department, but prior to the department change, I was the lead international and M&A recruiting coordinator. A big part of my job was handling all of the travel arrangements for any new candidates or new hires that come into Twitter for interviews. I worked with a third party travel agent to arrange air travel and hotel bookings for the candidates. What types of candidates were you usually booking hotels for? At Twitter, we usually book air and hotel travel for high level executives, VPs and manager type businessmen. We don’t usually book hotels for the younger, fresh out of school entry-level candidates, as we tend to recruit in nearby areas for those positions. If I had to estimate, I’d say about 75% of our hotel bookings are for men, and their ages vary anywhere from 29 to 50. I’d guess that about 30% of our candidates are international; coming anywhere from Dublin to London to Brazil to Japan. What are some of the candidate’s most common requests as it relates to hotel bookings? The most important thing we look for in a hotel is proximity to the Twitter office. We prefer to book our candidates in the city, since they’re often here for just one night; however, we’ve had to make arrangements in the SFO area simply because all the hotels are full for other conferences or meetings. What are some concerns you have when selecting a hotel for candidates? Most importantly, we want our candidates to feel comfortable. We know that our office is not in the safest part of the city, and we want to make sure the hotels are safe, reliable and clean. Public transportation can be hard for someone who’s never been to the city, so we like to find hotels that are within walking distance to the Twitter office. What types of hotels do you usually book for these high level executives? Most times, we’re looking for a hotel that is cost effective, probably somewhere between the $$-$$$ range. Because we’re often hosting high-level executives, we still want a certain degree of luxury; there has to be some sort of factor that will still impress them. Price, cleanliness and safety are all very important factors when selecting hotels for our guests. We usually try to book hotels in the Mid-Market area, but there aren’t very many options that fit our needs, so sometimes we book hotels in other parts of the city as well. How long are most hotel stays? In my department, candidates usually stay for just one night. Twitter also hosts business executives for meetings and conventions as well (not related to the recruiting department) and they could be traveling to Twitter for a one-hour meeting or an entire week-long conference. It varies.
  • 22. 2222 INTERVIEW Dan Kim TWITTER Former Lead International and M&A Recruiting Coordinator How often do your guests mix business with travel? Some candidates will ask to stay a few more days. For example, if their interview is on Friday, they might ask to stay through the weekend, which we’re happy to book for them as long as they pay for the additional nights. The candidates rarely bring spouses or family members. What do most candidates do during dinnertime? Sometimes we take our candidates out for happy hour drinks and dinner somewhere near Union Square, the Financial District or Fisherman’s Wharf. I’m not sure where they go to eat for dinner when we’re not taking them out; if they’re staying the Mid-Market area, we usually try to direct them towards the Union Square side of town. Shifting gears, how much time do Twitter employees spend in the Mid-Market area when they’re not working? Twitter has done a really great job providing all the amenities we might need, all in-house. We’re offered breakfast, lunch and dinner and we have an awesome rooftop balcony. Sometimes we go out for Happy Hour after work. Speaking of Happy Hour, where do you guys normally go? I like to go to Chambers at the Phoenix Hotel because it’s close. At our old office, we used to go to this place that had an awesome outdoor area and sometimes we still go there. Or sometimes we just have a few drinks at the office. We like places that are nearby, but sometimes we head to the FiDi or Union Square. We usually only stay for drinks; dinner is usually relocated to a different place. How many people from your office go to Happy Hour? Groups can range from 6-7 people or as large as an entire department of 40, it varies. If a hotel in the Mid-Market area opened up a rooftop lounge area, would you and your colleagues consider going there? Absolutely! I feel like any place in SF that has an outdoor terrace or lounge area is advantageous, because being outdoors is such a big part of the San Francisco culture. If it’s closer to my office and has a reputable name, I would for sure consider going there for drinks after work. Any last words or comments? There is definitely a need for some modern, updated hotels in the Mid-Market area. Twitter and the rest of the technology companies are trying their best to help revitalize the Mid-Market area, but I think tourism plays a major part in that effort as well. I feel like bringing more tourism into the area would help revitalize the area significantly, and that starts with nicer, more luxurious hotels. It definitely won’t happen overnight, but with all the recent renovations and redevelopments, its maybe something to look forward to in the next 5-6 years.
  • 23. 2323 INTERVIEW TAKEAWAYS Dan Kim TWITTER Former Lead International and M&A Recruiting Coordinator There is currently a need for a new, safe, business- travel hotel near Twitter. Proximity to the office is very important when booking a hotel for guests. Twitter likes to send it guests to boutique-type hotels that are semi-upscale. Twitter employees would enjoy a nearby rooftop lounge with a good happy hour.
  • 24. 2424 INTERVIEW Robert Jensen KENSINGTON MANAGEMENT & INVESTMENTS Former CBRE Senior Associate in Commercial Real Estate What’s your background in real estate and hotels? I used to work as a broker in commercial real estate with CBRE San Francisco, but recently left CBRE to start my own investment consulting company. In addition to this, I’m a partner with Kensington Management, which is a hotel management company that operates a few Holiday Inn Express and Best Western franchise properties on the West Coast. From a real estate perspective, what’s your overall take on the Mid-Market area? It is often considered a very volatile area. Every time San Francisco heats up, Mid-Market has always been the first neighborhood to react. It has constantly been an area of obvious gentrification, but as soon as there’s any flinch in the market, Mid-Market is the first to sort of feel the effects. If you’re buying or renting a space in the area, you have to hope that the real estate market will remain strong. Can you describe what you mean when you say “strong?” I think the 2nd Street Corridor is a great example of an area that’s done really well. Like Mid- Market, there’s been an influx of technology companies in that area. A big difference is that there are two main forms of transportation. Tech companies can bring in employees as far as Mountain View with the Caltrain. Do you think the Mid-Market neighborhood is capable of being “strong” and cleaned up? Yes, I do. In real estate, we often refer to San Francisco as being a model city in terms of what local government should be doing. San Francisco has tremendous pro-government encouragement. Our mayor chased Twitter and offered a tax exemption just to keep them around. That’s direct government action and as a result, many more technology companies have followed. With this momentum, the government should keep trying to offer those incentives. Another good sign is the fact that there are a lot of new residential buildings going up. It’s the residents that will change the neighborhood. When people live there, they are a lot more proactive about crime and problems. In addition, we’ve seen a significant shift in property ownership. Ownership change is a big deal. New owners and developers have been able to successfully accumulate and convert scalable projects, which will help change the market significantly. With the influx of new technology companies, do you think that there’s a need for a mid-high tier luxury hotel? Yes, I do. There’s a sort of gentrification happening in the Mid-Market area and there’s a lot of activity happening in that part of town. You’ve got Twitter, Square, One King’s Lane and bunch of other tech companies moving into that area and they’re working on a new shopping mall called the Market Street Place.
  • 25. 2525 INTERVIEW Robert Jensen KENSINGTON MANAGEMENT & INVESTMENTS Former CBRE Senior Associate in Commercial Real Estate What type of hotel do you think would do well there? I think a boutique or lifestyle hotel under a corporate flag would do well; something like a Hyatt Place, Indigo or Aloft. That way, you can tap into their loyalty programs. I’d even consider doing an extending stay product as well. There’s a lot of consultants that probably work with Twitter that need to stay for a couple of weeks for training or what not. With extended stay, you don’t need as much visibility; they can be on a side street. It’s more of a destination. How do you think a developer would perceive 1095 Market Street specifically? I would think a developer might get in and get out because they’re looking at it from a capital investment perspective. I could see someone buying, repositioning, stabilizing and selling the property. As a designer, how do you suggest I factor in that perspective, while still being sustainable? I would try and predict future market needs and design the floor plan in way where things can be converted or shifted in the future. For example, our hotel management company tells us that the pool is the top amenity asked for among guests; yet, the pool never gets used. It’s sort of a waste of real estate space. Right now, fitness centers are really popular, but they only get used for a few hours a day. I think it’s important to have a fitness center, because guests expect it, but maybe try to design a fitness center that can be converted into whatever the next amenity “trend” might be. Do you recommend focusing on business centers and conference rooms? I think meeting space is important, but I wouldn’t go too heavy on it; maybe no more than 5,000- 10,000 square feet. With a building like that where space is limited, you want to consider the value of the real estate. You should ask yourself, “which parts of this hotel will offer the greatest return.” I might consider trying to maximize guest room space when possible. Any other important areas you think I should consider? I think it’s really important for your hotel management to have a sales director, who manages group and corporate bookings. His job would be to create contracts with the local businesses, and he’ll likely need either an office or meeting space somewhere on site. Realistically, do you think I’m up against some major challenges with this neighborhood? It’s such an interesting and opportunistic area with so much potential. They just need some cleaning up. I’m very interested in these types of projects because yes, it is a challenge. Mid- Market has always been a sore spot in one the most vibrant, dense cities. Why is that, and how can we fix that? If we can figure out exactly why it’s like that and be part of the movement to transform the area – that’s an accomplishment to be proud of. Robert Jensen KENSINGTON MANAGEMENT & INVESTMENTS Former CBRE Senior Associate in Commercial Real Estate
  • 26. 2626 INTERVIEW TAKEAWAYS Robert Jensen KENSINGTON MANAGEMENT & INVESTMENTS Former CBRE Senior Associate in Commercial Real Estate There’s a lot of new developments and there is demand for a hotel in the Mid-Market area. The Mid-Market area is volatile, but it’s headed in a good direction with local government support. Consider maximizing square foot real estate return on investment. Design a space that can be flexible with future hotel amenity trends.
  • 27. 2727 CASE STUDY St. Regis, San Francisco “What does a high-end luxury business & leisure hotel look like?” Hotel Type: Luxury Price: $$$$ Location: 3rd & Mission St – across from the Metreon Convention Center & MoMA Number of Floors: 20 Number of Rooms: 260 Built: 2005 Parking: Nearby Garage Amenities: • Air-conditioned public areas • Ballroom(s) • Bar/lounge • Coffee shop or café • Fireplace in lobby • 3 Restaurants • Swimming pool - indoor • Fitness Center • Remède Spa • 24-hour business center • 9 Meeting/conference rooms • Wired (high-speed) Internet access FOOD SERVICES AME Intimate L-shaped dining room. 300-bottle wine cellar and dinner nightly. VITRINE Light-filled, 74-seat restaurant on the fourth floor, with terrace seating available. Breakfast menu changes seasonally. Breakfast and lunch and served daily; open for brunch on Sundays. LOBBY BAR Bar menu and full bar. Open late morning to late evening. ROOM SERVICE Available 24 hours.
  • 28. 2828 Initial Observations: • Atmosphere: Upscale, modern, classy, semi-professional • Observed Demographic: A good mix between young tech businessmen and women and older baby-boomer businessmen. Late 20’s/early 30’s all the way up to late 50’s. Nearly everyone seemed to be in town for a tradeshow at the Metreon across the street. • Floor Plan: At the entrance of the hotel lobby, the user is greeted with a spacious, inviting lobby lounge area. There were lots of little areas for people to sit, conduct meetings or socialize. The lobby extended into the lounge/bar area with an open floor plan, which then extends into the guest check-in desk. Bathrooms and elevators were in the back. Conference and banquet rooms are on the second level and guest rooms on the upper levels. CASE STUDY St. Regis, San Francisco “What does a high-end luxury business & leisure hotel look like?”
  • 29. 2929 Things That Worked: • The ambiance matched the demographic: modern fireplace, classical piano music, chic furniture, upscale chandeliers and fancy cocktails • They created an effective social space: this hotel did the best job at creating a comfortable lobby “social area.” There was plenty of seating and electrical outlets for laptops, as nearly 50-75% of the guests were on an electric device (laptop, ipad or smart phone). I saw many meetings between groups of 2 and 4 people. At the same time, the relaxed vibe made guests feel okay sitting alone while sipping on a glass of wine. The focus was on the social space, rather than the hotel check-in. • Open floor plan, while maintaining privacy: While there were no physical walls to divide the different areas, the hotel still managed to unobtrusively separate the spaces with glass dividers, long fireplaces and other hanging design features. The seating furniture had taller backs and sides, which helped create intimacy and privacy for small group meetings. • Consistency throughout all floors: the feeling of luxury remained consistent throughout elevators, corridors, guest rooms, fitness center and spa. Things That Didn’t Work: • Plenty of unused, unoccupied space: some areas were crowded with people (such as the social lobby lounge), while other areas seemed abandoned and under-utilized. The hotel could probably rearrange some areas to reorganize high and low traffic areas. • Lots of extra staff standing around • Small hotel check-in desk: this could become problematic when lines get long during a major tradeshow CASE STUDY St. Regis, San Francisco “What does a high-end luxury business & leisure hotel look like?”
  • 30. 3030 Hotel Type: Luxury Boutique Price: $$$$ Location: 3rd & Howard St – across from the Metreon Convention Center & MoMA Number of Floors: 31 Number of Rooms: 404 Built: 1999 Parking: Valet & Garage Green: LEED certified Amenities: • Air-conditioned public areas • Ballroom(s) • Bar/lounge • Coffee shop or café • Pool table • Restaurant • Swimming pool - indoor • Video library • 24-hour fitness facilities • Bliss Spa • Small & medium conference rooms FOOD SERVICES LIVING ROOM BAR A newly re-designed bar. Live DJs provide a variety of lounge music Wednesdays to Saturdays. TRACE Breakfast, lunch, and dinner daily. Décor includes soaring ceilings, plush booths, and portholes of colored glass along one wall. UPSTAIRS BAR & LOUNGE A chic bar located on the mezzanine level overlooking the restaurant. Serves cocktails and a la carte items. ROOM SERVICE Available 24 hours. CASE STUDY W Hotel, San Francisco “What does a boutique hotel look like? How do they create social spaces?”
  • 31. 3131 Initial Observations: • Atmosphere: Young, modern, hip, semi-professional • Observed Demographic: Lots of young tech businessmen. Many seemed to be traveling for business, as there were lots of groups. I also saw young leisure travelers, particularly couples as well. Ages ranged from early 20’s to late 50’s. • Floor Plan: The first thing you see when you walk into the W Hotel is the bar/lounge “Trace.” The entrance is almost overwhelmed with places to sit in groups of 2, 4, 6 or even as big as 12. Trace extends into a more casual “sofa” seating area which then extends into the official hotel registration desk. Trace goes up three floors, with a balcony that overlooks levels 1 and 2. Conference rooms are the second floor and the gym/spa is on the fourth floor. Guest rooms are on the upper levels. CASE STUDY W Hotel, San Francisco “What does a boutique hotel look like? How do they create social spaces?”
  • 32. 3232 Things That Worked: • Casual Social Lobby: Given the fact that many were here for a conference, there were a lot of young tech- looking people on their laptops and mobile devices. I even overheard one talking about free wifi and USB sticks, which indicates the customers are clearly tech-savvy. The younger (30’s) guests gravitated towards the large sofa nooks, which were arranged in a U-shape. There were about 4-5 U-shape pods along the wall that people enjoyed for meetings, social gatherings or even couple’s dates. Each pod had tall back cushions, which helped create privacy in each section. • Well-targeted Decor: The décor definitely targeted a very specific market, and I think they did a good job articulating that market. Bright colors, young, hip patterns, shapes, modern, funky furniture, colored lights, interesting light fixtures and club-like music almost makes you feel “cooler” if you’re staying here. Things That Didn’t Work: • Small, Cramped Reception: There isn’t much room for a line if there are more than 5 groups waiting in line to check-in. • Social Lounge Didn’t Cater to Technology: I did not see any plugs for people to plug in their computers, and I actually saw people searching behind curtains looking for a place to charge their computers during casual meetings. • Inconsistency Across Floor Levels: Guest room levels were underwhelming once the elevator doors opened. The lobby, restaurant and bars had invested so much into the design, and then the guest room corridors were completely underwhelming compared to the other public spaces. CASE STUDY W Hotel, San Francisco “What does a boutique hotel look like? How do they create social spaces?”
  • 33. 3333 Hotel Type: Budget Friendly Price: $$ Location: 4th & Market St Number of Floors: 8 Number of Rooms: 166 Built: 1913 Parking: Valet & Garage Amenities: • Bar/lounge • Restaurant • Concierge services • Doorman/doorwoman • Laundry facilities • Use of nearby fitness center (discount) • Recording Studio • Complimentary Wi-Fi FOOD SERVICES ANNABELLE’S BAR & BISTRO Serving contemporary California cuisine with a focus on fresh seafood. Open for lunch and dinner. LOBBY FOOD SERVICE Complimentary coffee and muffins are served in the lobby each morning. ROOM SERVICE Available 24 hours. GUESTROOMS The Mosser offers compact, comfortable guestrooms with private or shared baths. All rooms are non- smoking and include platform beds, complimentary wireless Internet access, multi-line phones, CD players, waffle-weave bathrobes, and ceiling fans. Telephones come with voice mail. TVs offer pay movies. Budget-friendly rooms with shared bathrooms have in-room vanity sinks. CASE STUDY The Mosser Hotel, San Francisco “What does a mid-tier business hotel look like?”
  • 34. 3434 Initial Observations: • Atmosphere: Budget, Convenient, “Trying to be a boutique but not quite there” • Observed Demographic: Young adults in their late 20’s to early 40’s. I saw three middle-aged men sitting alone in the lobby on their smartphones, a group of 5-6 young tech men from a conference and two international middle-aged tourist women. It was a mix of conference go-ers who couldn’t afford a fancy hotel and young/middle-aged tourists looking to explore the city. • Floor Plan: Lobby, reception sundry room and business center were on the first floor and all guestrooms on the upper levels. CASE STUDY The Mosser Hotel, San Francisco “What does a mid-tier business hotel look like?”
  • 35. 3535 Things That Worked: • Decent First Impression For A Budget Hotel: They invested dollars in the lobby, as it well designed compared the upper-level floors. It leaves a decent first impression for the guests and visitors. Things That Didn’t Work: • Incredibly Cramped: Overall, everything felt cramped: the hallways, stairs, bathrooms, corridors, business center, etc. • Inefficient Use of Space: The “business center” and sundry room were incredibly small (almost smaller than a closet; see picture on right), while there was an expansive area for luggage carts and it looked like people don’t actually use the carts. The upper level guest room floors had shared baths (which were not ADA compliant) that were too small and there was nowhere to wash hands; a tall male would barely be able to get in. I would take the compromise to trade one guestroom to make a decent, operable larger bathroom. • Poor Acoustics: You could hear people walking/talking upstairs as well as lots of noise from the outside areas. CASE STUDY The Mosser Hotel, San Francisco “What does a mid-tier business hotel look like?”
  • 36. 3636 Hotel Type: Viceroy Boutique Price: $$$ Location: 5th & Market St Number of Floors: 8 Number of Rooms: 116 Built: 2013 Parking: Valet Amenities: • Air-conditioned public areas • Bar/lounge • Billiards or pool table • Conference rooms • Free Wi-Fi • Luggage storage FOOD SERVICES LOBBY BAR Bar menu and full bar. Open late morning to late evening. ROOM SERVICE Available 24 hours. GUESTROOMS • Plush pillow-top beds covered with down comforter and imported linens 
 • Docking station with Bluetooth and streaming capabilities, compatible with all mobile devices
 • Illy espresso coffee machine
 • Neil George bath and body amenities and terry waffle bathrobes
 • Double-paned windows to ensure a quiet environment
 •Individually operated climate control CASE STUDY Hotel Zetta, San Francisco “What level of luxury does Twitter book for their traveling guests?”
  • 37. 3737 Initial Observations: • Atmosphere: Boutique, Casual, Chic, Hip, Modern, Fun • Observed Demographic: Late 20’s to early 50’s – mostly dressed business casual. Saw a mix of young (late 20’s/early 30’s couple) as well as single businessmen in their middle ages as well as small groups of early 30’s men having tech-related meetings. All guests seemed to have a stable income, observed from attire as well as choice in martinis and specialty cocktails. • Floor Plan: Open floorplan. Modern, spacious business center at the front window, casual bar with seating by the front window as well as lots of seating dispersed throughout the entire first level (for social lounging). Reception was also mixed in with the seating on the first level. Second level was the kitchen, conference rooms and “playground,” fitness center on fourth floor and guestrooms on all upper floors. CASE STUDY Hotel Zetta, San Francisco “What level of luxury does Twitter book for their traveling guests?”
  • 38. 3838 Things That Worked: • Comfortable, Approachable Social Space: Entrance lobby was very inviting, bright and relaxed. Each table was in good proximity to the other; good, mixed use of furniture (which helped encourage different types of social gathering, subtly indicating you could sit here for a business meeting or there for a social gathering, casual drink or any other occasion). • Clear Design Concept: Concept was consistent throughout. There were indicators of a concept inspired by youth and nature; colors, textures, space planning and design features were all very interesting and of consistent quality. • Technology-Savvy: Computer hook-ups, flat screen TV’s, tech-ready conference rooms, etc. The Wellness Studio features a TRX fitness program, a yoga and fitness channel, and virtual personal-training programs. Things That Didn’t Work: o Ineffective Use of Valuable Real Estate: The second level had a large “playroom” meant for board games, TV, pool, etc. Yet, I only saw one couple in the huge space: most guests flocked to the lobby social area instead. I’m not sure that they even knew the area upstairs existed, and it didn’t seem to work for this business-oriented demographic. o Several Abandoned Spaces: I saw lots of unused, awkward spaces at the end of corridors as well as on guestroom floors. For example, once the elevator door opens to the guest room floor, the spotlight is on a random, single chair. o Inefficient (Perceived) Adjacencies: The kitchen was on the same level as the playroom (2nd level) but there weren’t actually any food operations on the second level. All food operations were on the first level in the lobby, so it seems difficult to carry trays of food back and forth. CASE STUDY Hotel Zetta, San Francisco “What level of luxury does Twitter book for their traveling guests?”
  • 39. 3939 Hotel Type: Kimpton Boutique Price: $$$ Location: 4th & Market St Number of Floors: 5 Number of Rooms: 195 Built: 1907 Parking: Valet & Garage Amenities: • Air-conditioned public areas • 24-hour business center • 24-hour fitness facilities • Bar/lounge • Free Wi-Fi • Restaurant • Meeting facilities size (feet) - 3000 • Number of meeting/conference rooms - 4 • Spa services on site • Coffee/tea in lobby • Complimentary newspapers in lobby • Express check-in/out FOOD SERVICES FIFTH FLOOR RESTAURANT & LOUNGE Full service menu with award-winning chef. ROOM SERVICE Available limited hours. DESIGN CONCEPT The theme is Art in Motion.™
The art of the Hotel Palomar is not obvious via the usual display of carefully placed pieces throughout the space. The art is found in even the practical facets of the hotel, such as the rich persimmon geometric pattern headboards, gunmetal and brass registration desk.
Art is also afoot in the imaginative and playful flooring, blurring the lines between guest and art. CASE STUDY Hotel Palomar, San Francisco “How does an upscale luxury hotel manage a small space?”
  • 40. 4040 Initial Observations: • Atmosphere: Old-age, vintage, high-end, historical, tourist-oriented • Observed Demographic: I saw lots of international tourists in the lobby and in the elevator. Though, it appeared that there were several business functions occurring in the meeting rooms, which led me to believe this property also attracts business executives as well. • Floor Plan: Very small, intimate lobby with a focus on the front desk and elevators. Guestrooms are located on the upper floors, and the restaurant and conference rooms are mixed throughout the floor levels. CASE STUDY Hotel Palomar, San Francisco “How does an upscale luxury hotel manage a small space?”
  • 41. 4141 Things That Worked: • Ideal Location: The property is conveniently located next to tourist attractions as well as business attractions – striking a balance between leisure and business travelers. • Good Use of Small Space: This hotel is on the smaller side, and they did a good job of balancing their space throughout the various levels. Their restaurant was located on the 5th floor, and its operations did not interfere with the nearby guestrooms sharing the same floor. • Flexible Design: They were able to transform their spaces effectively. While visiting the site, they had to relocate their happy hour from the restaurant to the hotel lobby. Meanwhile, they re-arranged furniture in the restaurant for a charity banquet: chairs were cleared for a buffet- style dinner and seating was rearranged in the back of the restaurant. The hotel also reconfigured the elevator landing area and transformed it into a welcome desk reception area for the charity banquet. • Strategic Adjacencies: I noticed that all the conference rooms had private doors that led to small bus-boy stations in case meetings were catered. The large kitchen was placed on the same floor as the conference rooms. Things That Didn’t Work: • Poor Way-Finding: There was very little signage or intuitive direction as to where the meeting rooms, fitness facility and restaurant were unless you got in the elevator and saw the description next to the elevator buttons. • Difficult Vehicle Loading Zone: There were only 1-2 spots for vehicles to load/unload, which can be problematic during rush hour or peak check-in/out times. CASE STUDY Hotel Palomar, San Francisco “How does an upscale luxury hotel manage a small space?”
  • 42. 42 SECONDARY RESEARCH TYPICAL HOTEL AREA PROGRAM
  • 43. 4343 SECONDARY RESEARCH GUESTROOM STANDARDS • Important Definitions: o Key: A separate, rentable unit o Guestroom bay: the typical guestroom module o Suite: combination of living room, kitchen or and one or more bedrooms • Typical room sizes o King: 350 (1 bay) o Double-double: 350 (1 bay) o Conference Suite: 700 (2 bays) – connects one K or DD to kitchen, boardroom or living room o Deluxe Suite: 1050 (3 bays) – connects to K and DD o Presidential Suite: 1400 (4 bays) – connects to dedicated K & DD; includes pantry or conference room • Hotels of different types can vary from 200 SF per room to over 1,000 SF because of the different mix of facilities. SAMPLE GUESTROOM FLOOR PLANS:
  • 44. 4444 SECONDARY RESEARCH SPACE PLANNING STANDARDS: GUESTROOM LEVELS • Guestrooms and suites generally represent between 65 - 85% of the total floor area in a hotel Organize the plan so that the guestrooms occupy at least 70% of the gross floor area • Plan corridor width at a minimum of 5’; 5’6” is optional • Design guest bathrooms back-to-back for plumbing economies • Locate disabled-accessible guestrooms near guest elevators • The program requirements for the guestroom floors are relatively few: a designated number of guestrooms or suites, conveniently located public and service elevators, exit stairways to meet the building code and provide safe egress, adequate linen storage and vending area, and small electrical and telephone equipment rooms. • The most efficient configurations are those where circulation space is kept to a minimum – either the double loaded corridor slab or the compare center core tower SAMPLE FLOOR PLANS FOR GUESTROOM LEVEL FLOORS:
  • 45. 4545 SECONDARY RESEARCH FITNESS CENTER CONSIDERATIONS Risk management within the fitness center begins in the early stages of the design phase. Consider where the facility will be placed in relationship to the rest of the property: o Placing the fitness center close to the main entrance/front desk area will not only help to promote the facility but will increase accessibility in the event of an emergency response. o Installing HVAC systems with automatic climate control will keep the room at a safe workout temperature and guard against dangerous overheating injuries to your guests such as dehydration and heat stroke. o Lighting should be installed that allows guests to easily read all signage and equipment instructions while lighting the entire space. o Flooring choices within the facility should be designed around the function of each space and guard against slip and fall injuries taking into consideration 1) issues such as sweat falling on slick floors and creating hazards, and, 2) transition elevation differences in rooms with two or more different types of flooring.
  • 46. 4646 SECONDARY RESEARCH HOTEL OPERATION STANDARDS • Parking: Most city hotels lease parking from a nearby facility and use valets to park the guest’s car upon arrival. Where possible hotels should provide .4 to .8 parking spaces per room in large cities, and 1.2 to 1.4 spaces in smaller cities. • Public Access: Off-street loading docs are needed and frequently mandated in city hotels. The problem that arises on tight urban sites is in locating the loading area with its odors and noise as far away from the hotel entrance as possible. • Back of House: Most back-of-house and administration offices are located on the ground floor (loading dock, employee entrance, housekeeping and main kitchen) and in the basement (admin offices, storage, and mechanical equipment). • Rooftop Access: Case Study - The James Hotel, SoHo, New York, New York o The locally popular rooftop venue, which accommodates up to 140 guests, is accessed from a separate entrance on a side street in order to avoid interference with hotel operations. SAMPLE ELEVATIONS:
  • 47. 4747 SECONDARY RESEARCH RESEARCH ON DESIGNING A PROFITABLE HOTEL CONCEPT 1. Segment your customers according to their behavior a. Which customers stay in this hotel mainly because of its convenient location? b. Which customers require a business center? c. Which customers want in-house evening dining options? d. By focusing on what drives your customers rather than on simple demographics, you will be able to develop a more coherent concept that avoids stereotyping. 2. Identify your protectable assets a. The landscape, the history, the location, the building itself, the unique mix of customers and your own specific know-how are all attributes that can serve as the basis of a strong concept. 3. Take social interactions into account a. Hallways, restaurants, lifts and lobbies are all environments that trigger social interactions. b. Does the lighting encourage people to talk together? c. Does the layout of the lobby ensure that people have enough privacy? d. Can guests easily establish eye contact if they are seated at the bar? 4. Focus on the brand story, not the design a. A compelling brand story is infused into all aspects of the guest experience, giving more depth and substance to the hotel product. 5. Maximize revenue per square meter a. Which areas will generate the most revenue? b. Dormant areas such as oversized lobbies, empty gyms or space-consuming decorations should be converted into points of sale when possible.
  • 48. 4848 SECONDARY RESEARCH HOTEL INDUSTRY TRENDS: TECHNOLOGY • Technology is not an option anymore. A full two-thirds of travelers now have some kind of smartphone, and 31 percent own a smartphone as well as some sort of tablet. • Customers expect WiFi, and it should be free. According to HotelChatter.com, “WiFi is just as important of an amenity as TVs and minibars. Probably more important.” • Power outlets are critical. Hotel guests are traveling with a minimum of two gadgets that require plugging in. So the need for more power outlets in the rooms is very real. Extra bonus points for hotels who put them in functional places like armrests. • Provide functional furniture. Case Study: Hyatt House Outfitting Chairs With Power Outlets • A new chair design inspired by automotive and airline seating that addresses both social flexibility and an “always- on” lifestyle. • The piece has power-outlets on the chair. It may also feature a fold-out tray for laptops, a reading light, reclining back, a cup holder and heating option, providing ultimate comfort for working.
  • 49. 4949 SECONDARY RESEARCH WHAT IS THE “SOCIAL” HOTEL LOBBY? “The Social Lobby” is seeing trends in three areas: Technology: • The desks, computers and printers that used to be in the hotel business center are finding their way into the open space. Electrical outlets are no longer hidden behind the curtains or sofas — instead, they’ve become part of the furniture, incorporated into tables and lamps. • The Marriott chain of hotels is installing touch screen “Go Boards” that offer guests quick access to local maps, weather, events and nearby restaurants – information that was once provided by a concierge. Entertainment: • Many hotel lobbies now offer flat screen televisions and plenty of seating so guests can gather to watch sporting events or movies together. Food and drink: • Hotels are breaking down the walls that used to separate full-service restaurants from the rest of the hotel, and are turning the spaces into less formal cafes. • Le Meridien hotels launched a “hub” lobby concept, which is a coffee-inspired space during the day and a wine-inspired space at night. • Marriott Courtyard’s “Bistro” offers cooked-to-order egg sandwiches for breakfast, and sandwiches and salads the rest of the day. • At Starwood’s new Element hotels, there’s an evening reception four nights at week that includes free beer, wine and hot or cold snacks.
  • 50. 5050 SECONDARY RESEARCH THE “SOCIAL” HOTEL LOBBY Case Study: Holiday Inn “HUB” o The Holiday Inn chain began rolling out a new lobby concept called “The HUB” which “integrates the lobby, bar and restaurant space into an area with multiple places for guests to eat/drink, connect, relax and have fun”. Case Study: Hyatt House’s Multi-Functional Social Spaces o The Hyatt House’s Great Lounge will be operational for 18 hours a day. Along with sitting, home entertainment and individual work areas, the multi-functional H bar will transform from a breakfast bar in the morning to a cocktail bar in the evening. In the backyard, there are areas that can be used for sun bathing during the day or as an outdoor lounge during the evening, with a built-in guest kitchen and conversation areas around a fire pit. Case Study: Sheraton Social Hour o Sheraton has been changing things up with their exclusive (and very popular) Sheraton Social Hour. The program, which partially debuted last year in select Sheraton hotels, allows guests to sample top-notch wines that have been given the thumbs up by Wine Spectator magazine. o Social Hour has officially been rolled out to all 430 Sheraton hotels around the world.
  • 51. 5151 SECONDARY RESEARCH INNOVATIVE TECH IDEAS IN HOTELS Mobile Check-in o Marriott Hotels now offers mobile check-in for mobile travelers High Tech Room Designs o Case Study: Paris’ Novotel Vaugirard-Montparnasse has teamed with Microsoft to unveil a room kitted out with electronic perks such as a Sensorit digital mirror, a multitasking piece of decor that allows guests to primp as they simultaneously check news. o Other touches include an Xbox Kinect, and the Windows Phone 7 and Nokia Lumia. Technology Everywhere o Hotels are switching their LCD TVs (liquid crystal display) to LED TVs (light-emitting diode), which have clearer images. o Interactive content. On Samsung TVs, you can log on to Twitter, Facebook, Skype, Google+ and other social networks. You can also look at a listing of local attractions, order room service or get messages from the hotel. o Syncing of mobile devices or tablets with the TV. Buy a movie from the hotel and watch it on your tablet at the lobby bar, or watch a show on the hotel TV that you downloaded onto your tablet before you checked in.
  • 52. 5252 USER PROFILE The combination of my research findings led me to believe that there is scalable opportunity for a hotel geared towards young businessmen and businesswomen (who need a place to stay while visiting the various tech companies) as well as leisure travelers visiting the city. San Francisco also has a high level of international travelers, and that will be factored into the design strategy as well. The hotel would accommodate a younger, active and modern demographic; between the ages of 25-50. The hotel operation will target short and long-term business travelers who are looking for a close, convenient and safe place to stay while visiting a nearby tech company, tradeshow or other nearby business meeting. Due to its proximity to Union Square, BART and Civic Center, the hotel operation will also target domestic and international leisure travelers. The rooftop lounge operation will target overnight guests as well as employees of nearby tech companies to include Twitter staff, Spotify staff and One King’s Lane staff. Targeted age ranges from mid 20’s to late 50’s. The hotel and restaurant will also include secondary users, such as hotel staff, employees, managers, security personnel, delivery companies, garbage management, housekeeping, etc. Hotel Guests - Some Noteworthy Needs: • Social lobby experience • Access to outlet plugs in public spaces • Access to conference rooms • Free Wi-Fi • Fitness center • Security personnel Rooftop Lounge Guests - Some Noteworthy Needs • Separate elevator door and entrance to lounge • Protection from wind/cold weather • Rooftop views • Acoustical protection • Security personnel
  • 53. 53 INSPIRATION Ian Schrager: Real Estate Developer, Hotelier & Interior Designer I’m inspired by Ian Schrager because of his approach and philosophy as it relates to hotel design. As a designer of some of the world’s most revered hotels (to include Gramercy Park Hotel, Morgans Hotel, Royalton Hotel, Paramount Hotel, Delano Hotel, Mondrian Hotel and Clift Hotel), Ian Schrager is considered an innovative leader who’s always pushing the envelope.
  • 54. 5454 INSPIRATION Ian Schrager In doing research on Mr. Schrager, there are several facets of his approach & process that I’m inspired by: He’s an innovative thought leader Ian Schrager is considered the pioneer of the “boutique hotel concept” and his model has set industry standards and has been replicated throughout the world. He invented and successfully executed concepts such as: • “Lobby Socializing” where the hotel lobby became a new kind of gathering place for guests and local residents alike. • “Cheap Chic” where affordable luxury was offered in a stylish and sophisticated environment • “Urban Resort” where the hotel’s amenities like spas and elaborate fitness centers make it a destination point amid metropolitan bustle He leverages a unique skillset Not only an innovative interior designer, Ian Schrager also owns, develops and manages hotels, residential and mixed use projects as well. By getting involved in the ownership and management of hotels, he’s sees and utilizes an entirely different perspective. Being exposed to the daily hotel operations provides valuable insights that lead to better design decisions. He’s always looking for new opportunities Ian Schrager constantly leverages his network of contacts to create and seek new opportunities. For example: • He’s created his own brand of hotels. PUBLIC Chicago, which opened on October 11, 2011. • He’s recently partnered with Marriott. Marriott’s EDITION Hotels marks the next chapter in the lifestyle hotel story.
  • 55. 5555 INSPIRATION Ian Schrager He has a clear vision • He considers his design approach the antithesis of trendy. It may be provocative, it may be out there on the edge, but if it’s well done it will stand the test of time, and be just as relevant in thirty or forty years. • He believes the biggest driver in hospitality is Product Distinction. He says, “[Mainstream hotels] got obsessed with reservation systems, locations, and all those kinds of criteria, which are important and part of the business, but we took our eye off the ball and forgot that what customers want is the best experience in the most distinct property.” He takes a hands-on approach For example, Mr. Schrager does a superb job at connecting a design with the area’s culture. He says, “You do it by getting in a car, or hopping on a bike, and traveling around the city. You get the feeling and the vibe of what that city is all about. To me it’s critical, giving a sense of place, but also giving a sense of time. That’s what the other forms of entertainment do: music, film. They give a sense of time.” Throughout my thesis project, I’m inspired by his approach. Like Ian Schrager, I strive to become a new thought leader in the design industry, by creating innovative concepts of my own. I also plan to leverage my own network of related professionals, such as other hotel owners, operators and management companies to better understand the needs of today’s hotel customers - which will ultimately help make better informed design decisions. I too, would like to take a hands-on approach to solving problems by putting myself out there and seeing things for myself.
  • 56. 5656 INSPIRATION San Francisco’s Mid-Market History I’m also inspired by San Francisco’s past, present and future, particularly as it relates to art in the Mid- Market neighborhood. The following tenants will also serve as sources of inspiration throughout the design process: Mid-Market’s Has An Incredible Art History • 1095 Market used to house writers, performers, musicians, nonprofit groups, socialists and entrepreneurs for almost a century. Also labor organizers, detectives, a satiric magazine and a socialist quarterly. • There were countless theaters throughout the Mid-Market neighborhood. These theaters, big and small, survived years of ownership and name changes. Some played movies, live shows and even games (such as Ten O Win, Bingo, Spin The Wheel). Below are just a few that I’m inspired by: • Orpheum Theatre – 939 Market St. formerly Panatages Theatre • Guild Theater - 1069 Market St. formerly Egyptian Theater, 1924; Studio Theater, 1943; Guild Theater, 1947; Pussycat Theater, 1974. • Strand Theater - 127 Market St. formerly the Jewel, 1917; Sun, 1920; College, 1920; Francesca, 1921. • St. Francis Theater - 965 Market St. • Embassy Theater - 1125 Market St.. formerly American Theater, 1907; Rialto, 1916; Rivoli Opera House, 1923; Embassy Theater, 1927; Warner Brothers, 1932-1933. • Market Street Cinema - 1077 Market St. formerly Grauman’s Imperial, 1912; Imperial, 1916; Premier, 1929; United Artists, 1931; Loew’s, 1970; Market Street Cinema, 1972. • Centre Theater - 1071 Market St. formerly Round Up Theater, 1944; Centre Theater, 1947. • Granada Theatre - 1066 Market St. formerly Paramount Theater, 1930 • Pompeii Theater - 1046 Market St. formerly Regal Theater, Bijou Theater, L A Gals. INSPIRATION San Francisco’s Mid-Market History
  • 57. 57 INSPIRATION San Francisco’s Mid-Market History
  • 58. 5858 INSPIRATION Today’s Innovative Technologies Lastly, I’m inspired by the influx of new technology companies replacing the old theaters. Expanding on this idea, I’m inspired by the innovations brewing at the California Institute for Telecommunications and Information Technology (Calit2). • Calit2 co-mingles digital arts with digital science and engineering. They experiment in global digital cinema, television, and Internet media; immersive telepresence; gaming and game culture; machine improvisation; embodied interaction; distributed and participatory performing arts; digital art history; ethnography; archaeology and other areas. • For example, Calit2 was able to use an endoscopic probe to uncover one of Leonardo Da Vinci’s lost paintings hidden beneath another mural; Calit2 introduced an instrument that scans old, painted-over walls without any physical contact and then maps any color or pigment hidden under old, ancient murals. • Augmented Reality: Calit2 created a smartphone app that can select pages of a magazine, and allow access to video interviews and other multimedia content typically only available to website and tablet readers. • The Spidersonic Sound System is a blueprint for collaborative electronic music, with computer-based audio, providing musicians with real-time access to virtual instruments. • Ad Infinitum³ is a 55-person video game built as a theatrical group experience. Any HTML5-enabled device (smartphones, tablets, ipods) can be a controller (smaller is better), and each player fully controls their own visually and aurally unique in-game character. • Virtual Performing Arts: Imagine a Taiko Drumming performance with motion capture, EEG technology and bio-sensors for visualizations throughout the performance.
  • 59. 59 DESIGN CONCEPT “Revitalizing History” My concept is focused on revitalizing the area’s theatre history with today’s new, innovative technologies. What used to be known as the “Theatre Row” is now transforming into a new “Technology Row” and I hope to symbolize a marriage between the old with the new.
  • 60. 6060 DESIGN CONCEPT “Revitalizing History” DIGGING DEEPER Looking for a concept that would both pay tribute to the area’s history as well as the city’s effort to revitalize and sustain San Francisco’s unique artistic culture, my concept will balance San Francisco’s old art history with the new San Francisco as a technology melting pot. Specifically, I’m inspired by San Francisco’s old historic theatre lifestyle and today’s entrepreneurial culture revolving around new technologies. What used to be the old Guild Theatre is now replaced with an influx of tech companies, sharing spots with companies like Twitter, Yammer and Spotify. My goal is to subtly symbolize a revitalization of the city’s historic art culture with today’s modern technology. San Francisco has always been different because it’s a major city where progressive activists and artists have had a real and sustained impact. With hopes of keeping that culture alive, I did extensive research on the Mid-Market’s history and found that the site is located in a historic theatre neighborhood. With recent new developments, much of that history has been lost. I foresee my concept evolving into a sort of museum that captures the essence of historic Mid-Market area, only delivered in new forms of media. I will use this concept as inspiration for design features throughout the space. For example, I imagine technologically advanced conference rooms inspired by each of the various historical theaters. The lobby could feature an interactive LED ceiling panel that plays some of the old neighborhood’s most famous films. Or, I could design each of the guestrooms based off the different types of tenants that used to occupy the existing building. I visualize the rooftop lounge playing on the old theatre floor plans. I foresee a mobile app with a user interface inspired by a game of old-fashioned bingo. I also plan to leverage Calit2’s most innovative technologies and finding ways to incorporate them into my concept.
  • 61. 6161 DESIGN CONCEPT “Revitalizing History” 2011 – 20152011 – 2015 2015 – 20252015 – 2025 2025 +2025 + (2011) now Conductive energy Traveling wavereactor Fuelcells Predominantuse ofrenewables Smart grids Biomechanical harvesting Smart meters Localpower production Solar thermal Artificial photosynthesis Piezo- electricity Nano- generators (GREEN) ENERGY Private spaceflight Space tourism Space elevator Lunar outpost SPACE Crowd funding Mobile payments Cash-less society Virtual currencies MONEY Smart toys Appliance bots Self- driving vehiclesDomestic robots Swarm robotics Utility fog ROBOTICS Wearables Pico- projectors Fabric- embedded screens Skin- embedded screens Electronic paper Spimes Holography Projectedaudio Speech recognition Haptics AR Gesture recognition Multi touch Machine vision Telepresence Tabs& Pads Boards NUI (SOFTWARE) Retinal displays 3D UBICOMP (HARDWARE) Cyber- warfare Exoskeletons Metamaterial cloaking UAVs WARFARE Wetware (biofeedback) Optogenetics Biomarkers Stem-cell treatments Syntheticmeat Verticalagriculture PGS Personalized medicine Artificiallimbs Telemedicine BIOTECH Machine-based high-frequencytrading ANNs Software agents Machine translation Recommendation engines Medical diagnostics ARTIFICIAL INTELLIGENCE Naturallanguage interpretation NFC Social graph Linked data Pico- cells 4G 5G Sensors Smart infrastructure Cloud computing Pervasive videocapture PAN Interplanetary internet INTERNET (CONNECTIVITY) HAPs Programmablematter 3D printing Memristor Carbon nanotubes Nanowires Metamaterials Printon demand MATERIALS Learn more: Contact me: Follow me: Envisioning the near future of technology michellzappa.com michellzappa@gmail.com @mz BY SA meeting people is easy Last updated: 2011-02-25
  • 62. 6262 DESIGN CONCEPT “Revitalizing History” DIGGING EVEN DEEPER In addition to this, there are many striking similarities in energy between the Mid-Market area’s old art culture and new art culture that my concept is inspired by: 1. The energy is contagious and unyielding: a. San Francisco’s old theaters survived Market Street with great fortitude. With an effort to keep the theaters around, the theatre names survived dozens of ownership and name changes. Today, the new tech companies are moving in, one after the other, just like the theaters once did on Mid- Market Street. b. This would be represented by colors, textures and materials to flood and spread across the space. Like a virus, I can visualize some design elements flooding quickly or slowly, in large scale (representing the larger tech companies) or small scale (representing the smaller tech companies). Right off the bat, I visualize watercolor patterns expanding, material overlaps and the mixing of colors to represent the contagious energy. 2. In both eras, there is a strong balance between “work hard, play hard” a. This allows me to place contradictions throughout the hotel. Some elements would be structured, serious, neutral, while others would be colorful, bright and playful – all while maintaining a sense of mature luxury. Functionally speaking, I see a business center with professional computers accented with a touch of color on the cords and breakout conference rooms with whiteboards and playful furniture. The juxtaposition of a rooftop night lounge and the business center is a prime example of the contradiction. 3. The energy involves curiosity and the unexpected a. I find that many of these young start-up entrepreneurs and tech companies are naturally curious. With this, I could create a bit of mystery by use of colors, lights and space planning. Unexpected historic art elements, interesting new developments in technology, unique verbiage on signs and unconventional shapes, temperatures, textures and spatial arrangements are elements that play off this curiosity.
  • 63. 6363 PRELIMINARY CONCEPT SKETCHES “Revitalizing History”
  • 64. 6464 PRELIMINARY CONCEPT SKETCHES “Revitalizing History”
  • 65. 6565 PRELIMINARY CONCEPT SKETCHES “Revitalizing History”
  • 66. 6666 PRELIMINARY CONCEPT SKETCHES “Revitalizing History”
  • 67. 6767 PRELIMINARY CONCEPT SKETCHES “Revitalizing History”
  • 68. 6868 PRELIMINARY CONCEPT SKETCHES “Revitalizing History”
  • 69. 69 PROGRAM STATEMENT The hotel will be a first-class, full-service, 8 story boutique hotel with 82 rooms and a 5,160 sq ft rooftop restaurant and bar lounge. The project will include 50,965 sq ft of usable, design space. Located in a growing business tech and shopping neighborhood near Union Square, Moscone Convention Center, Yerba Buena Gardens and Civic Center, the project should accommodate convention attendees, individual business travelers and leisure travelers. Facilities will include a lobby bar lounge, grab-and-go restaurant, rooftop restaurant and lounge, fitness center, business center and conference room. GUESTROOMS The guestrooms will cater to business travelers and leisure travelers. I plan to offer three different room types that will vary by size: standard, deluxe and premiere rooms, where king, double double and ADA rooms will be included. Rooms will be equipped with technologically advanced amenities and fixtures, and each guestroom floor will have a different design concept relating to the “revitalizing history” concept. LOBBY Inspired by Ian Schrager’s “lobby socializing” concept, the lobby will incorporate technology, entertainment and a food and beverage service. The lobby serves as the main hub of the first level floor, branching off to the conference room, extended lobby bar area, business center, grab and go restaurant as well as guestroom elevators. It will be a comfortable, social setting that encourages guests and visitors to relax in a safe, casual environment. GRAB & GO RESTAURANT The 530 square feet grab and go restaurant is meant to serve both hotel guests as well as public foot traffic. Accessible from both the interior lobby as well as public sidewalk, this eatery is meant for travelers who need a quick, pre-made or pre-packaged breakfast or lunch on the way out/in the door. Cuisine will be light, healthy, local and sustainable. ROOFTOP RESTAURANT AND LOUNGE The 5,160 rooftop lounge is meant to target hotel guests, foot-traffic tourists and employees from the nearby tech companies. Seen as “the place to go for happy hour,” the rooftop lounge will become a place to eat and drink with spectacular 360 degree views of the city. The lounge will require a separate elevator entrance, security, wind and rain protection, acoustical protection and extra warmth. Guests can sit at standard tables or relax in a private bungalow. The restaurant’s design concept will focus on the old historic theaters on Mid-Market Street.
  • 70. 7070 PROGRAM DETAILS * Square footage does not include corridors, elevators and stairwells.
  • 71. 7171 PROGRAM DETAILS * Square footage does not include corridors, elevators and stairwells.
  • 72. 7272 PROGRAM DETAILS Guestroom Breakdown
  • 73. PROGRAM DETAILS Public Spaces GUESTROOMS • Approximately 30,670 SF of designed space • The scope of this project will include a total remodel of the space • New space plan throughout • Approximately 82 rooms Requirements: • Connecting/adjoining rooms available • Plenty of access to wall and furniture plugs • Eco-efficient HVAC and appliances • Local, sustainable materials when possible
  • 74. PROGRAM DETAILS Public Spaces GUESTROOMS (cont...) Standard Guestroom o Approximately 350 SF o A single king or double-double bed arrangement o Private bathroom with shower o Desk work station Deluxe Guestroom o Approximately 410 SF o A slightly larger guestroom with an added parlor o A single king or double-double bed arrangement o Private bathroom with shower o Desk work station o Parlor Premier Guestroom o Approximately 460 SF o The largest guestroom, which has the best city view on the corner of the building o A single king or double-double bed arrangement o Private bathroom with shower o Desk work station o Parlor
  • 75. PROGRAM DETAILS Public Spaces LOBBY • Approximately 2,300 SF of designed space • The scope of this project will include a total remodel of the space • New space plan throughout Requirements: • Reception desk near entrance • “Lobby socializing” floor & furniture plan • Plenty of access to wall and furniture plugs • Sufficient lighting • Central Location • Sufficient flow area • Luggage storage area • Access to street level • Bellman area • Restrooms towards the back • Eco-efficient HVAC and appliances • Local, sustainable materials when possible • Security
  • 76. PROGRAM DETAILS Public Spaces CONFERENCE ROOM • Approximately 385 SF of designed space • The scope of this project will include a total remodel of the space • New space plan throughout Requirements: • Work area large enough for at least 5 people • Plenty of access to wall and furniture plugs • Web-conferencing capabilities • Whiteboards and digital TV hook-up • Acoustical insulation • Appropriate lighting • Close to lobby
  • 77. PROGRAM DETAILS Public Spaces LOBBY EXTENSION: BAR & LOUNGE • Approximately 1,165 SF of designed space • The scope of this project will include a total remodel of the space • New space plan throughout Requirements: • Must be close to lobby • Open, easy transition from lobby to lounge area • Full bar area • Small kitchen for light appetizers • “Lobby socializing” floor & furniture plan • Access to basement kitchen & storage • Plenty of access to wall and furniture plugs • Sufficient daylighting • Eco-efficient HVAC and appliances • Local, sustainable materials when possible • Local, sustainable food and beverage options
  • 78. 7878 PROGRAM DETAILS Public Spaces GRAB & GO RESTAURANT • Approximately 530 SF of designed space • The scope of this project will include a total remodel of the space • New space plan throughout Requirements: • Small private kitchen • Ordering area • Cold cut display case area • Dry display case area • Pay station • Small seating area • Access to street and hotel interior • Eco-efficient HVAC and appliances • Local, sustainable food options
  • 79. 7979 PROGRAM DETAILS Public Spaces BUSINESS CENTER • Approximately 200 SF of designed space • The scope of this project will include a total remodel of the space • New space plan throughout Requirements: • Work area large enough for 2 computers stations • Close to lobby • Security location, not close to entrance • Web-conferencing capabilities • Sufficient lighting • Acoustical insulation
  • 80. 8080 PROGRAM DETAILS Public Spaces FITNESS CENTER • Approximately 430 SF of designed space • The scope of this project will include a total remodel of the space • New space plan throughout Requirements: • 3 cardio machines (at minimum) • 1 weight set (at minimum) • 1 strength training machine (at minimum) • Sufficient wall space for mirrors • Sufficient & appropriate floor material • Eco-efficient HVAC and appliances • Card-swipe door entry • Emergency phone • Drinking fountain
  • 81. PROGRAM DETAILS Public Spaces ROOFTOP LOUNGE • Approximately 5,160 SF of designed space • The scope of this project will include a total remodel of the space • New space plan throughout Requirements: • Separate elevator entrance • Back kitchen • Open kitchen • Bar area • “Social” floor and furniture plan • A flexible, convertible space depending on events • Protection from wind, rain and other elements • Access to service elevator • Energy efficient HVAC and appliances • Local, sustainable materials when possible • Sufficient lighting and heating • City views • Restrooms
  • 82. 8282 PRELIMINARY BUBBLE DIAGRAMS
  • 83. 8383 PRELIMINARY FLOORPLANS 47'-1" 156' - 6" 18' - 0" 70' - 0" 387 SF Meeting Room 659 SF Kitchen 1163 SF Extended Social Lobby w/ Bar Area 280 SF Rooftop Bar Entrance & Service Elevator 493 SF Admin Offices 203 SF Business Center 462 SF Loading & Storage 1956 SF Social Lobby 522 SF Grab & Go Deli 345 SF Additional Lobby Seating 8' - 0" 14'-6"15'-0" 18' - 3" 24' - 0" 24' - 1" 24' - 0" 23' - 11" 24' - 0" 23' - 9" 342 SF ADA K 399 SF Jr. Suite 437 SF Jr. Suite 458 SF Suite 350 SF Room 350 SF Room 349 SF Room 349 SF Room 350 SF Room 349 SF Room 26'-10"20'-2" 15'-10" 137 SF Storage 408 SF Jr. Suite 161 SF Vending Deluxe GR Deluxe GR Deluxe GR Premier GR LEVEL 1 LEVEL 2 SCALE: NTS SCALE: NTS
  • 84. 8484 PRELIMINARY FLOORPLANS 399 SF Jr. Suite 340 SF Room 349 SF Room 350 SF Room 349 SF Room 349 SF Room 350 SF Room 458 SF Suite 342 SF Room 350 SF Room 427 SF Jr. Suite 407 SF Jr. Suite 88 SF Vending 342 SF Room 458 SF Suite 399 SF Jr. Suite 340 SF Room 349 SF Room 350 SF Room 349 SF Room 349 SF Room 350 SF Room 427 SF Fitness Center 88 SF Vending408 SF Jr. Suite 350 SF Room Deluxe GR Deluxe GR Deluxe GR Deluxe GR Deluxe GR Premier GR Premier GR LEVEL 4 LEVELS 3, 4, 5, 6, 7, & 8 SCALE: NTS SCALE: NTS
  • 85. 8585 PRELIMINARY FLOORPLANS 358 SF Restrooms 504 SF Open Kitchen 329 SF Bar Area 4470 SF Lounge Seating 704 SF Kitchen 169' - 6" 14'-10"16'-8"13'-0" 53' - 8" 18' - 10" 1115 SF Service Kitchen 737 SF Kitchen Storage 486 SF Electrical Swithboard 153 SF Elevator Machine Room 1031 SF Mechanical Room 1544 SF General Storage or Office Space 170 SF Kitchen Office 283 SF Generator 397 SF Housekeeping Storage 420 SF Laundry Storage 790 SF Laundry 126 SF Telephone Equipment ROOF BASEMENT SCALE: NTS SCALE: NTS
  • 86. 86 TIMELINE & NEXT STEPS SUMMER 2012 IAD 602 Construct. Tech/Doc. | Suzan Swabacker IAD 603 Perspective Sketching | Kathleen Roche a Learn about Midpoint Start thinking of project ideas FALL 2012 IAD 600 Concept, Theory, Process | Kathleen Roche IAD 608 Digital Imaging | Tobi Adamolekun IAD 609 Sketching for Design | Kathleen Roche IAD 640 Light and Color | Ken Frieders IAD 625 Survey Sustainable Design | Michael Sammet a Decide on a Midpoint project Select a site Preliminary Pre-Programming Prepare for Midpoint Workshop SPRING 2013 IAD 610 Spatial Design | Archibald Woo IAD 611 BIM | Edward Pertcheck IAD 612 Material Use | Stephanie Smith-Haenel GLA 602 Art/Ideology 20th Century | Susan Sutton a Midpoint Workshop Programming & Site Analysis Primary & Secondary Research Prepare for Midpoint Review SUMMER 2012 IAD 613 Sustainable Design | Tobi Adamolekun GLA 606 Crossing Borders | Lisa Federa MIDPOINT REVIEW Begin Schematic Design FALL 2013 IAD 604: Lighting Design IAD 621: 3D Modeling with 3DMax IAD 801: Program/Space Planning IAD 801-10: Concept Development Finalize Programming Design Concept Development Finalize Features and Amenities Develop Final Floor Plans SPRING 2014 IAD 801-11: Material Use IAD 801-7: Design Development GLA 634: Professional Practices for IAD Select Finishes & Materials Develop Furniture Plan Develop Renderings & Elevations Finalize Designs & 3D Modelings SUMMER 2014 IAD 801-16: Thesis Implementation & Presentation THESIS REVIEW Prepare & finalize for review A A- A A A A- A- A A A- A
  • 87. 8787 PORTFOLIO Restaurant Design: Left v. Right Brain Concept IAD 612 MATERIALS USE, Spring 2013 This was an interior redesign project for an existing restaurant in San Francisco, Ella’s Restaurant. With a focus on codes, sustainability, durability, maintenance and aesthetics, I selected materials that were commercial-grade and relevant to my design concept. My concept was inspired by the differences between the left and right sides of the brain. I contrasted elements of the left and right brain by mixing chaotic and organized patterns, bold and neutral colors, curved and straight lines, etc.
  • 88. 8888 PORTFOLIO Retail Design: 7 Deadly Sins Concept IAD 610 SPACE PLANNING, Spring 2013 My assignment was to create a retail shop for a new line of Phillipe Starck home goods products. Inspired by the 7 deadly sins, I created 7 individual, unique rooms. Through each room’s colors, patterns, textures, shape and product selection, I tried to recreate each sin without being blatantly obvious. For example: the gluttony room featured kitchen products, the vanity room featured bathroom products with lots of reflective mirrors and the lust room featured a bed with red and black soft textures.
  • 89. 8989 PORTFOLIO Ad Agency Design: Adhering to a strict program IAD 610 SPACE PLANNING, Spring 2013 After conducting in-depth office design research, I focused on perfecting this advertising agency’s program requirements. I spent a lot of time refining the adjacencies, trying to create as many spaces for collaboration and technology as possible. My concept was inspired by “Velocity” which is the name of a book written by the agency’s CEO. Design features included an office-wide pneumatic tube message system as well as patterns and shapes inspired by images of speed and velocity.
  • 90. 9090 PORTFOLIO 2013 San Francisco Decorator Showcase House TEAM MEMBER, INTERNSHIP AT APPLEGATE TRAN INTERIORS, May 2013 While working at my internship, I helped design a teen bedroom at the Decorator Showcase House in Pacific Heights. The room is inspired by the teenage inhabitant, Jay, who is a rebellious, liberal, free spirit trying to define her identity. I helped with the proposal presentation boards, ceiling design, desk design, artwork design, nightstand furniture designs and overall space planning and installation.
  • 91. 9191 PORTFOLIO Personal Website RAJENSEN.COM To better showcase my work, I created a personal website, www.rajensen.com. My website features all of my mock projects created at school, as well as real-life design projects created at various jobs and internships.
  • 92. 9292 REFERENCES Hotel Design, Planning and Development. Penner, Richard; Adams, Lawrence; Rutes, Walter. 2013 Time-Saver Standards for Interior Design and Space Planning. DeChiara, Joseph; Penero, Julius; Zeinik, Martin. 2001. https://www.cbremarketplace.com/1095market/ https://www.cbremarketplace.com/listings/11499/Internal%20Documents/1095%20Market%20Street.pdf http://sf.curbed.com/archives/2010/01/11/grant_building_slated_for_hotel_with_club_resto_and_rooftop_bar.php http://sf-planning.org/ftp/files/Commission/CPCPackets/2009.1100ch.pdf http://www.sfgate.com/bayarea/nativeson/article/Mid-Market-only-partway-on-road-to-success-4360688.php#photo-1786863 http://sf.curbed.com/archives/2012/11/09/is_the_midmarket_arts_district_still_a_distant_dream.php http://www.sfgate.com/default/article/Mid-Market-arts-center-at-risk-amid-boom-4342332.php http://blog.sfgate.com/bottomline/2013/05/28/spotify-joins-the-tech-move-to-s-f-s-mid-market/ http://www.sfchronicle.com/business/bottomline/article/Spotify-moving-into-Warfield-building-4555216.php http://www.beyondchron.org/news/index.php?itemid=11288 http://www.sfredevelopment.org/index.aspx?page=151 http://sf.racked.com/archives/2013/06/10/midmarket-revamp-begins-with-signs-of-market-street-place-shopping-center.php http://www.beyondchron.org/news/index.php?itemid=11460 http://www.sfgate.com/news/article/Grant-Building-Renovations-Force-Eviction-of-3302701.php http://upfromthedeep.com/mid-market/ http://www.metropolismag.com/Point-of-View/June-2013/Q-A-Ian-Schrager/ http://www.publichotels.com/chicago/about-us/ian-schrager/ http://www.calit2.net/research/culture_thrust.php http://www.calit2.net/newsroom/release.php?id=2111 http://www.hospitalitynet.org/external/4061182.html?utm_source=360&utm_medium=email&utm_ campaign=Hospitality+Net+360+Thursday+%7C+June+20&utm_content=rajensen00%40gmail.com http://www.hotelchatter.com/story/2013/5/16/0737/42827/hotels/Sheraton_Social_Hour_Is_Now_Happening_All_Over_the_World http://www.hotelchatter.com/story/2013/5/7/73723/63030/hotels/Guess_the_Hotel_That_Turns_Keycards_Into_Art http://www.hotelchatter.com/story/2011/12/23/103119/16/hotels/10_New_Year%27s_Resolutions_We_Wish_Hotels_Would_Stick_to_in_2012 http://www.hotelchatter.com/story/2011/10/12/14755/375/hotels/Hyatt_House_is_Outfitting_Their_Chairs_With_Power_Outlets_%28And_Other_ Awesome_Design_Details%29 http://hotelexecutive.com/business_review/1336/five-crucial-hotel-fitness-center-liability-issues http://readwrite.com/2011/09/27/hotel-lobbies-become-more-soci#awesm=~oaQwuVakrRF8Mz http://www.sci-tech-today.com/news/Hotel-TVs-Get-More-Interactive/story.xhtml?story_id=012001GT2F6C http://www.hospitalitynet.org/news/global/154000353/4061342.html http://m.hospitalitynet.org/news/4061165.html?utm_source=360&utm_medium=email&utm_ campaign=Hospitality+Net+360+Wednesday+%7C+June+19&utm_content=rajensen00%40gmail.com http://continuuminnovation.com/work/holidayinn/ http://www.hyattdevelopment.com/brands/hyatt_house/brand_guidelines.html
  • 93. 93 THANK YOU.