JUNE 2016 INSPIRATION FOR HOSPITALITY

JUNE 2016P A S S I O N F O R H O S P I TA L I T Y
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“Curve“
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TECHnology 48
what’s
hot
FEaTurEs Vol. 50, No. 5
June 2016
HOTELS again showcases all things
hot in our annual summer feature
highlighting the people, as well as
the design, F&B and technology
trends leading the way forward.
DEsign 32
F&B 40PEoPlE 24

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6 hotelsmag.com June 2016
Hot openings
Delta Hotels Debuts in u.s.
http://hotelsm.ag/DeltaUS
In partnership with JHM Hotels, Marriott International in April
debuted its Delta Hotels & Resorts brand in the U.S. with
Delta Orlando Lake Buena Vista. The Florida hotel features 241
guestrooms, a resort-style outdoor pool, a kids’ game room
and “splash zone,” and several food and beverage options.
Blog
CHurCHillian
inspirations for
Hotels
http://hotelsm.ag/
ChurchillInspiration
As Great Britain’s prime
minister during World War II,
Sir Winston Churchill served
his country at a time when
hope was almost lost. Today,
hoteliers are in an economic
war and struggle for survival
with emerging disruptors
such as Airbnb and OTAs. So,
perhaps one of Churchill’s most
famous quotes should be every
hotelier’s motto: “We shall
defend our island, whatever the
cost may be. We shall fight on
the beaches. We shall fight on
the landing grounds. We shall
fight in the fields and in the
streets. We shall fight in the
hills; we shall never surrender.”
interview
CHristopHer stafforD:
builDing strong pillars for owners
http://hotelsm.ag/ChristopherStafford
Thailand’s Wongphaniert family is spinning off a
new luxury boutique hotel management company,
137 Pillars Hotels & Resorts, from their first hotel, 137
Pillars House Chiang Mai. They named Christopher
Stafford, former vice president of hotel operations at
the family’s SilverNeedle Hospitality, chief operating
officer to oversee the mission. HOTELS spoke with
Stafford about working with the Wongphaniert
family to create a new brand.
on tHe webHotelsmag.com

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June 2016 hotelsmag.com 9
Editor’s diary
EDITORIAL
Jeff Weinstein, Editor In Chief
1.312.274.2226 E-mail: jweinstein@hotelsmag.com
Barbara Bohn, Managing Editor
1.312.274.2209 E-mail: bbohn@hotelsmag.com
Brittany Farb, Associate Editor
1.312.274.2229 E-mail: bfarb@hotelsmag.com
Dani Friedland, Managing Editor, New Media
1.312.274.2223 E-mail: dfriedland@mtgmediagroup.com
Bert Ganzon, Senior Art Director
1.312.274.2227 E-mail: bganzon@mtgmediagroup.com
Steve Vanden Heuvel, Senior Art Director
1.312.274.2218 E-mail: svandenheuvel@mtgmediagroup.com
Brittney Hackbart, Associate Art Director
1.312.274.2216 E-mail: bhackbart@mtgmediagroup.com
Michelle Villadolid, Freelance Design
E-mail: mvilladolid@mtgmediagroup.com
Bill McDowell, Vice President, Editorial Director
1.312.274.2201 bmcdowell@mtgmediagroup.com
CONTRIBUTING EDITORS
Oriana Lerner, Erin Sund
PUBLISHING
David Wood, Publisher
1.312.274.2225 dwood@hotelsmag.com
INTERNATIONAL ADVISORY BOARD
Nakul Anand
Executive Director, ITC Ltd., Gurgaon, India
Stephen Bartolin
Chairman, The Broadmoor, Colorado Springs, Colorado
Geoffrey Gelardi
Managing Director, The Lanesborough, London
Kirk Kinsell
President & CEO, Loews Hotels & Resorts, New York City
Alex Kyriakidis
President and Managing Director, Middle East and Africa, Marriott
International, Dubai
Christopher Nassetta
President and CEO, Hilton Worldwide, McLean, Virginia
Monika Nerger
Chief Information Officer, Mandarin Oriental Hotel Group, Atlanta
Paul Sistare
President and CEO, Atlantica Hotels International, São Paulo
Susan Terry
Vice president of culinary and food and beverage operations,
Marcus Hotels & Resorts, Milwaukee, Wisconsin
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Passion for HosPitality
A shot of
inspirAtion
Keywords we use to make content decisions include “inspiring,
elegant and global,” and this month we truly want to focus on
inspiration and aspiration. What has become our annual summer
Hot issue we hope offers a view of what’s trending in operations,
as well as insights into the people making waves and breaking
away from traditions.
One can’t helped but be inspired by the decision Marriott
International CEO Arne Sorenson has made to take on the job of
a lifetime, leading the team tasked with the monumental job of
integrating Starwood into the giant Marriott system. This was not
a job he had to take on as his mentor, Bill Marriott, first asked him
if this was what he really wanted. But in talking to Arne, you can tell he sees this as the
challenge of a lifetime, and he’s truly excited about defining what will surely become his
professional legacy.
On the other end of the spectrum you have Christian Boyens, who has had to overcome
multiple obstacles to re-launch what is no doubt one of the world’s most iconic hotels,
The Ritz Paris. It was set to open on June 1 after a top-to-bottom, almost four-year refur-
bishment, which carefully combines the old with the new, not to mention the managing
director’s formidable task of taking his team back up to 500 from the 25 charged with
leading the renovation. The eyes of the world are on The Ritz and Boyens.
I won’t hide it: I’m rooting for affable and dedicated Arne and Christian.
Across the pages of this issue, take further inspiration from new ideas in design, F&B
and technology, where thought leaders are helping define what’s important now. For
example, read how The Gettys Group in Chicago revamped the once-traditional lobby of
the Renaissance Chicago Downtown into one that reflects how today’s consumers want
to live with amenities including the Staytion Market & Bar, which serves local ales and
lagers, hand-crafted cocktails and local street food. A high-low design approach pairs
high-end finishes with raw, gritty, concrete and graffiti-inspired surfaces.
Speaking of cocktails, you can also learn about how hotels bars aren’t just mixing the
drinks – they’re brewing, distilling and fermenting them, too. Cocktails are the rage and
bar managers are most often focused on giving customers unique choices by partnering
with local distilleries and breweries, or making their own batches of hooch to create
stories and no doubt energize high-profit sales.
Of course, we do not leave out technology and this month we open our Trending
section with a piece on messaging, which nicely compliments the Hot Technology
section’s lead about guest experience apps. The takeaway on both stories: personal-
ization rules the day and mobile is the only way to do it. If you can show guests service
delivery excellence on their terms this is the way forward – like it or not.
Enjoy our summertime Hot issue. We hope we have served up some tasty and
refreshing ideas and inspiration.
Editor In Chief

The NYU School of Professional Studies Tisch Center for
Hospitality and Tourism, now celebrating 21 years of academic
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INTERNATIONAL HOSPITALITY INDUSTRY
INVESTMENT CONFERENCE
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Conference Chair
Jonathan M. Tisch
Co-Chairman of the Board and Office
of the President, Loews Corporation;
Chairman, Loews Hotels & Resorts
Conference Host
Dennis Di Lorenzo
Harvey J. Stedman Dean
NYU School of Professional Studies
@nyuhospitality
Join the global leaders in lodging development, investment, and
ﬁnance, as they discuss the most relevant topics affecting the industry.
Hear the economic forecasts of those who know the business best.
Participate in highly focused workshops that delve into key areas of
interest. Meet and network with colleagues from across the nation
and around the world.
One on One with Jonathan Gray
moderated by Maria Bartiromo
Jonathan D. Gray
Global Head of
Real Estate
Blackstone
Maria Bartiromo
Anchor and Global
Markets Editor
FOX Business Network
Beyond the Boardroom Interview
Jonathan Karl
Chief White House Correspondent
ABC News

Company Index
COMPANY...............................PAGE COMPANY...............................PAGE COMPANY...............................PAGE
AccorHotels................................................ 19
Aman...........................................................28
Amanemu...................................................34
Belmond.....................................................30
Belmond Eagle Lodge...............................34
Bklyn House ...............................................38
Café Royal ..................................................42
Carlisle Bay.................................................34
Carlson Rezidor Hotel Group.............. 16, 56
Commune Hotels & Resorts.......................26
Corinthia Hotel St. George’s Bay...............13
Denihan Hospitality Group .......................50
EAST Miami ............................................... 44
Even Hotels ................................................38
Fairmont Empress .....................................46
Fairmont Hotels & Resorts ........................42
Fairmont Kea Lani......................................36
Fairmont Waterfront................................ 44
Flushing Meadows Hotel & Bar ................ 40
Four Seasons Hotels and Resorts .............52
Gaviota Group............................................30
Godfrey Hotel Boston, The........................56
Grand Hyatt................................................38
Grand Hyatt Rio de Janeiro.......................38
Green Rooms...............................................18
Greystone Hotels.......................................56
Griffin Gate Marriott ................................. 40
Hard Rock Hotel Ibiza................................52
Hotel Maria Cristina...................................42
Hilton Worldwide ................................28, 56
HNA Group ................................................. 16
Hotel Vintage.............................................46
Hyatt Centric..............................................46
Hyatt Hotels Corp .......................................12
Hyatt Ziva Cancun, The.............................. 41
InterContinental Miami.............................56
JW Marriott
Los Angeles LA Live, The...........................46
Level Furnished Living
Downtown Los Angeles.............................34
Mandarin Oriental, Bangkok.....................34
Marmara Park Avenue ...............................34
MarriottInternational... 12, 14, 24, 38, 49, 50
Morgans Hotel Group ................................ 16
Ovolo Hotels.........................................25, 32
Ovolo Woolloomooloo..............................32
Pfister, The .................................................46
Public Chicago...........................................46
Raffles Hotels & Resorts........................... 40
Renaissance Chicago
Downtown Hotel, The................................32
Renaissance
New York Midtown Hotel, The...................49
Restoration, The ........................................34
Rosewood Beijing......................................64
Rosewood Inn of the Anasazi................... 40
Ritz-Carlton Shanghai, The.......................42
Ritz Paris, The...................................... 26, 40
Starwood Hotels
& Resorts ............................13, 24, 38, 49, 56
Steigenberger Hotel Group ......................56
Swire Hotels .............................................. 44
Thompson Playa del Carmen ....................38
Tru by Hilton...............................................28
24hours Hotel Co.......................................25
Viceroy Santa Monica............................... 44
Virgin Hotels ..............................................48
Worldhotels ...............................................56
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Trending
Calling down to
the hotel’s front
desk for extra
towels may soon
be obsolete. Mes-
saging technology
is gaining traction
with several hotel
companies seek-
ing to improve
communication
with guests.
Lastyear,Hyatt
HotelsCorp.began
testingprivatemessag-
ingthroughFacebook’s
BusinessonMessenger.
“Weviewour24/7
socialcareeffortsasa
naturalextensionof
ourpurpose,whichis
tocareforpeopleso
theycanbetheirbest,
andthatmeanswe
wanttoengagewithour
guestsontheirterms,
throughtheirpreferred
channels,”saysDan
Moriarty,directorof
socialstrategyandacti-
vationatHyatt.“Now,
Messengerisjustone
ofthemanychannels
whereourguestscan
reachustogethelpwith
theirreservations,ask
forrecommendationsor
makein-roomrequests.”
“I expect that by the
end of the year, we will
have one or two major
hotel chains playing
well on Messenger,”
adds Lee McCabe,
global head of travel
strategy for Facebook,
who says the company
is in conversation with
several major hotel
companies. “More
and more people are
turning to Messenger,
especially millennials
who use Messenger
three times more often
than they do email.”
MarriottInterna-
tional’sMobileRequest,
availablethroughits
app,featuresatwo-way
chatfeaturecalled
"AnythingElse"that
enablesgueststocom-
municatewithhotels
before,duringandafter
theirstays.uestscan
requestservicesand
amenitiesinEnglish,
Spanish,Chinese,
FrenchandGerman.
“Ithinkthatif
hotelcompaniesand
hoteliersdon’tstartto
getreadyforthistoday,
theymightfindthem-
selvesinsixmonths'
timeor12months'time
lookingaroundandask-
ingthemselves,‘How
didweletthishappen
tousagain?’”saysTim
Peter,founderand
presidentofTimPeter
&Associates,Long
Valley,NewJersey.
The Three C’s
According to Face-
book’s McCabe,
connection, conve-
nience and context
are growing increas-
ingly important to
travelers.
“The consumer
wants to connect with
a company on whatev-
er devices that they are
using all of the time,”
he says. “They don’t
want to be forced to
connect in a different
or awkward manner.
They also want the
business to make their
lives easiest as possible
so that every interac-
tion should be easy,
efficient and effective.
Every part of the com-
munication should also
be personalized.”
Hyatt’s Moriarty has
made similar obser-
vations. “We contin-
ue to see our guests
valuing the real-time,
human connection
with us through social
channels,” he says.
“Consistently, we find
guests with a millenni-
al mindset, no matter
their true age, value
messaging and social
care the most. We con-
tinue to see our guests
valuing the real-time,
human connection
with us through social
channels. And we’re
also seeing more
people use messaging
to save time on simple
transactional items,
like making a booking.”
In addition to
younger guests, busi-
ness travelers are a
prospective audience.
“This is certainly
a millennial trend
with one huge caveat:
business travel,” Peter
says. “We are seeing
younger companies
with younger employ-
ees begin to use things
like Messenger and
WeChat, What’s App
and Slack to manage
internal communi-
commu
insTanT
In February
2016, 1 billion
people
worldwide –
nearly 1 in 7
– were using
WhatsApp
Messenger.

cations, which carries
over to travel.”
You call us
About two years ago,
Starwood Hotels & Re-
sorts piloted Let’s Chat,
a two-way 24/7 mes-
saging tool between
guests and associates,
at W Doha Hotel &
Residences. Available
on WhatsApp, Black-
berry Messenger and
iMessage, Let’s Chat is
now available at more
than 150 Starwood
properties worldwide.
“Werecognizedthat
ifguestsareusingtext
messagesintheirsocial
spheres,whycouldn’t
weprovidethatsame
styleinourhotel?”says
DanielKerzner,Star-
wood'svicepresident
ofdigital,loyaltyand
partnermarketing,
addingthatWhat’sApp
accountsfor85%of
dialogue.“Textinghas
grownsorapidlyand
coversacrossverylarge
ageandlargegeograph-
icbrackets.Thedevice
thatpeopleusemightbe
differentdependingon
whereintheworldthey
arefromandthechat
appsmightbedifferent,
butbyallowingguests
tousetheirowndevice
hasallowedustocross
demographics.”
Another important
feature of Let’s Chat
is that guests initiate
all conversations. The
platform aims to re-
place the conversation
that a guest would have
over the phone or at
the front desk. Kerzner
reports an average
60-second response
rate and says the
majority of requests re-
ceived over Let’s Chat
include spa bookings,
restaurant reservations
and car transfers. “It’s
really an extension of a
concierge at their fin-
gertips,” he says. “We
do not push any unso-
licited marketing or
promotional material
over a channel. Instead,
we are on the receiving
end of the station of
dialogue that has been
initiated specifically by
the guest.”
Corinthia Hotel St.
George's Bay in Malta
recently introduced
a pre-allocated
WhatsApp number
that guests can use
to contact the hotel
directly for services
during their stay.
The hotel also offers
"Twitter by the Pool,"
which allows guests to
tweet their food and
drink orders while at
the pool.
“Inevitably, messag-
ing is going to be highly
disruptive – it has to
be,” says Robert Cole,
founder of RockChee-
tah, Menomonee Falls,
Wisconsin. “This
represents a huge shift
in the industry.”
“We view our 24/7 social care efforts
as a natural extension of our purpose,
which is to care for people so they can be their
best and that means we want to engage with our guests
on their terms, through their preferred channels.”
– Dan Moriarty, Hyatt Hotels Corp.
by Brittany FarB, assoCiate eDitor
nication
Millennials
who use
Facebook
Messenger
use it three
times more
often than
they do email.

Trending
As development
and restoration shift
into gear, Marriott's
Sorenson, among
others, have some
observations.
Arne Sorenson accom-
panied U.S. President
Barack Obama on his
historic trip to Cuba
in March, but he’d
already visited the Ca-
ribbean island in 2015.
“It is a place that
needs a ton of capital,”
the Marriott Inter-
national CEO says.
Since that earlier trip,
“there are a number
of areas that have now
been redone, partic-
ularly under the love
and care of the chief
architect of the gov-
ernment, who is a very
thoughtful man.” But
much of Havana, which
he describes as a living
museum, needs capital
for restoration and
development. “It is go-
ing to take some time
to deal with airports,
roads and these build-
ings in an environment
that has a different
financial system than
the one we are used to
in the U.S.”
Sorenson says
Marriott, one of two
hotel companies with
U.S. approval to do
business in Cuba,
hopes to announce a
deal this year. (For-
mer competitor and
soon-to-be acquisition
Starwood Hotels &
Resorts announced
deals to manage two
Havana hotels during
Obama’s trip.)
Marriott’s deals
probably won’t involve
a lot of capital, So-
renson says. “It may
be easier at times to
franchise, but we are
eager to work it out so
we can manage,” he
says.
Sorenson is mea-
suring in decades the
work ahead. So is
Cuba: The government
says it wants 100,000
new accommodations
by 2030; whether that
means beds or hotel
rooms is not clear.
“There is tremendous
opportunity for growth
in tourism and the
hotel business, and
growth in all the things
connected to that,
including jobs in Cuba,
in the decades ahead,”
he says.
What will it look like
once Americans start
to tap their frustrated
fascination with the
island, especially in an
environment that is so
politically charged?
“This is going to be
a very interesting
evolution there over
the next few years,”
he says. The travel
industry “can be a
bridge between these
cultures, and help to
build jobs and help de-
liver extraordinary and
memorable experienc-
es to travelers.”
"Cuba will
be for
ameriCa
what China
has been
for the
rest of the
world for
the last 15
to 20 years."
- arturo
GarCia rosa,
rhC latin
ameriCa
"hoteliers will have to
work within the system,
not aGainst it. the Cuban
system is ChanGinG, but
very slowly, and a lot of
revolutionary ChanGe
won't happen until the
embarGo is lifted, whiCh
Could be years from now."
- DaviD McMillan,
aXiS HoSpitality international
new
revolution
in Cuba
Marriott inter-
national ceo
arne Sorenson
is interviewed
in Havana by a
reporter during
his recent trip.

The planned acquisition of Carlson Rezidor Hotel Group by China's HNA
Group didn't slow down the U.S. hotelier's planned opening of its Radis-
son Red brand, which debuted in April in Brussels' European Quarter.
The upscale select-service brand touts its “ageless millennial mindset”
– think graphic design strokes and a tech-savvy sensibility. Guests of the
149-room hotel are checked in by a tablet-toting “Red creative” (all were
hired via social media) in the art gallery – er, lobby. And most interac-
tions, from unlocking guestroom doors to ordering drinks from the bar
and extra pillows from housekeeping, are done via app.
Openings in Minneapolis, Minnesota, where Carlson is based, and
Campinas, Brazil, are scheduled for this year, and nine hotels are in the
pipeline, including in China, Indonesia, Scotland and Saudi Arabia. —BB
The partnership be-
tween Morgans Hotel
Group and the founder
of Mindfulness Every-
where comes into play
during a key moment:
when the guest walks
through the door to
the hotel room.
“Whether you’re
excited because you’re
in a city where you’ll
spend your holiday, or
you’re tired because
you’re there for work,”
Rohan Gunatillake
says, his Cards for
Mindfulness can ease
the transition.
As part of a wellness
promotion in April,
Morgans took the idea
of guest well-being
from the spa to the
hotel room, where
guests found a card
offering three brief
meditation practices:
“Hot spots,” to help
relax; “Grateful arrival,”
to acknowledge a safe
trip; and “Hello mind,”
to name emotions
interfering with rest.
The partnership
came about because
a Morgans marketing
employee was a fan of
Buddhify, an app offer-
ing guided meditations
voiced by Gunatillake
and developed by his
company. Along with
the cards, 10 Buddhify
tracks are offered for
download through
Morgans’ website.
With wellbeing
often viewed as some-
thing that happens in a
spa, “adding some-
thing about mindful-
ness was very progres-
sive on Morgans’ part,”
Gunatillake says.
The card was
offered in 11 Morgans
properties in the
U.S., Turkey and the
U.K. “People love
discovery in hotels,
and this is a form of
wellness discovery, so
we’ve gotten some
great comments from
guests,” says Jessica
Luzzi, vice president
of brand partnerships
and special projects at
Morgans Hotel Group.
“The millennial travel-
er is more interested
in a design hotel, so
this is a great way to
connect with them.”
Trending
ByBarBaraBohn,managingeditor
Mobile Mindfulness
seeing Red in bRussels
Colorful, artistic spaces
are a hallmark for Red.

Trending
Contributed by
Raini Hamdi
A London hoteL
thAt wAs set to
open in mid-mAy
Aims to be A mAg-
net for Artists.
There’s “a real gap for
a genuinely affordable,
design-led hotel that
encourages and fosters
collaboration among
guests,” Green Rooms
founder Nick Hart-
wright says.
The hotel, in north
London opposite
the Wood Green
underground station,
charges £18 (US$26)
per person per night to
creative folks – defined
as anyone from a fine-
art artist or sculptor
to a musician, actor or
comedian – as long as
they share proof they
work in the arts when
booking. Business trav-
elers and tourists are
welcome but pay £10
more, so £28 for dorm
beds, £55 for double
rooms and £90 for
studio apartments.
“A lot of people
who work in the arts
don’t have that much
disposable income and
can’t afford to spend
£250 a night on a hotel
room when they come
to London, but they
don’t want to stay in
anodyne, formulaic
budget hotels either,”
Hartwright says. “The
sharing economy is ob-
viously another option,
and it’s a great model,
but when you rent
a room in someone
else’s flat, no matter
how beautiful it might
be, you’re immediately
isolating yourself.”
Green Rooms is
funded by the Mayor’s
Office, several high net
worth individuals and
the local council, which
owns the four-story,
16,000-square-foot
art deco former office
building built in 1935
but until now vacant
since 2009.
Hartwright says
he kept costs down
by obtaining a long
lease on the build-
ing. The conversion
budget was £500,000
(US$722,810) – less
than £10,000 per room
– including building a
top-floor bar, a lobby
bar, restaurant and
exhibition spaces,
kitchens and M&E
installations. The hotel
has 22 double rooms,
two studio apartments
and two dormitory
rooms that each sleep
12 people. Hartwright
also tapped friends
such as founders of
architect SODA and
clothing brand Folk.
While not a cash
cow, Green Rooms
must be self-sustaining
in order to grow, he
says. The long-term
plan is to have more
than just one hotel
in London and other
countries but the focus
is now on Wood Green,
which is being held up
as an example of how
local authorities, social
enterprises and private
investors can deliver
game-changing cultur-
al entrepreneurships.
“What happens if we don't
have one of these big de-
mand interruptions? What if
income just keeps chugging
along? Will hotel lenders and
developers moderate on their
own? Or will supply continue
to grow and actually become
the cause of a downturn?
That's the question. If there's
no interruption, I think that the
economy – although fragile but
without excesses – is going to
chug along. What's going to
happen is that supply, already
at a fairly high level, is going to
get to a 2% to 2.5% level, may-
be a 3% level… The historical
connection that we've had for
the last couple of years with
real GDP growth and demand
growth is going to decouple
a little bit, and we're going to
see demand get a lot more
sluggish. In time we're going
to see flat to down RevPARs…
I think the cycle might just die
of old age."
Mike Depatie, managing partner of real
estate investment business KHP Capital
Partners, on where the current economic
cycle is headed.
Artists in
residence
chugging Along

HOTELS
A true purpose. A higher calling. Whatever hoteliers
attribute their drive and passion to, it shines through
intheirworkandbeliefintheirpeople.It’swhatfuels
theirdesiretoinnovateandimprovetheirbusinesses
and communities. HOTELS embodies hoteliers’
passion for hospitality.
PASSION FOR HOSPITALITY
HOTELS inspires service excellence in print and online
and is available 24/7 on a desktop, laptop or
mobile device.
AccorHotels has made
big moves in the
“home-meets-hotel”
category – acquiring
Onefinestay and taking
a 49% stake in Square-
break and a 30% stake
in Oasis Collections.
It’s committing €64
million (US$73 million)
on top of the €148 mil-
lion (US$168 million)
purchase of Onefin-
estay, which operates
2,600 properties in
London, New York,
Paris, Los Angeles
and Rome. HOTELS
asked AccorHotels CEO
Sébastien Bazin about
his rationale for the
acquisitions.
HOTELS: WHy THE
LOvE affair WiTH
privaTE HOmE
rEnTaL?
Sébastien Bazin: We
believe the hospital-
ity industry is going
through a profound
transformation and
that serviced homes
will be a growing part
of the larger hospitality
business in the mid-
term. Onefinestay has
successfully captured a
sweet spot: a combi-
nation of needs that
neither traditional
hotels nor new actors
of the sharing econo-
my can meet.
Today, togeth-
er with our recent
investments in Oasis
and Squarebreak, we
are accelerating the
transformation of our
business model to
capture the value cre-
ation linked to the rise
of private rentals and
also strengthening our
presence in the luxury
market with a comple-
mentary offer.
H: iS THiS a Way TO
THrEaTEn airBnB’S
dOminancE?
SB: Onefinestay’s
business model is
substantially different
from Airbnb’s and has
much more in common
with the traditional
luxury hotel operation.
Our handmade hospi-
tality service is driven
by local teams on
the ground who look
after our homeowners,
homes and guests
with personal care and
attention.
We position our-
selves to better under-
stand the expectations
of guests in a sector
where the stay experi-
ence and the quality of
service are particularly
important. —RH
Accor’s BAzin on luxury rentAls

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what’s
PeoPle 24 F&B 40
Design 32
Marriott International CEO Arne Sorenson
Cooking over an Uruguayan parrilla at Quinto La Huella,
the restaurant at EAST Miami

hotHOTELS’ annual roundup of
hot trends in design, F&B
and technology isn’t just
about what’s new. It’s about
what’s next, whether it’s
available via a downloadable
app, in a chilled martini glass
or in the lounge zone of the
newest generation of lobbies.
Who’s hot in the hotel space?
This year’s movers and
shakers are making deals and
making a difference. From
microbreweries and mobile
technology to spa-like
bathrooms and spirit-driven
hoteliers, see what’s turning
up the heat this year.
TECHnology 48
Industrial chic, multi-faceted lobby at Ovolo in Sydney
The Renaissance New York Midtown Hotel's virtual concierge,
powered by Time Out New York

The man now with the
biggest job in the ho-
tel business says he is
excited and anxious to
start integrating Star-
wood Hotels & Resorts’
brands and assets into
Marriott International,
creating the world’s
biggest hotel company.
“For the next
number of years this
has filled my plate
– it’s overflowing,”
Sorenson says. “I hope
that we’re able to
look back at this in a
relatively short period
of time and say it went
every bit as well as
we hoped it went. If
we can do that then
we’ll see what the next
chapter holds.”
The new Marriott
will have 31 brands
and, as a result,
rumors have been
flying about brand
integration or sales.
“Occasionally, people
will ask about selling
a brand, but most
of the owners have
signed up to a brand
because of the power
of the loyalty platform
and the portfolio,”
Sorenson says. “So to
go to owners and say
you used to be part
of Marriott Rewards
or SPG, and we’re
now splitting you off
and sending you to a
company with a mean-
ingfully weaker loyalty
program or maybe
none is not a friendly
thing to do.”
Sorenson adds that
as long as the portfo-
lio delivers significant
customers to that
hotel or the portfolio
of hotels in a given
brand, it can contin-
ue to be successful.
“So we end up both
focused on defining
brands in a way that
communicates as
much as we possibly
can to customers
about what to expect,
and we also end up
investing significant
dollars in the mar-
keting portfolio as a
whole,” he says.
As for Marriott’s
owner constituency,
the best way to keep
them happy will be to
remain as transpar-
ent as possible and
engage in dialogue
about any deal-related
issues.
“The most im-
portant thing for us
to do, though, is to
be successful in this
deal,” Sorenson says.
“We have to deliver
improved revenue
performance to both
portfolios and hotels.”
By Jeff Weinstein, editor-in-chief
What’shot: PeoPle
Conquering
Change and
new frontiers
define many of
the movers and
shakers who
make up our
list of some of
the key people
to watCh.
Arne
SorenSon
CEO
Marriott
international

Family-owned with a
stylish and uniquely
all-inclusive approach
since 2002, Ovolo
Hotels now runs six
hotels and serviced
apartment properties
on Hong Kong Island
and West Kowloon and
four hotels in Australia.
Hong Kong-based
Ovolo and Jhunjhnuwa-
la have short-term goals
to expand in Australia
and aspirations to enter
Europe. “We’re working
hard to identify and
acquire at least two or
three more properties to
operate as Ovolo hotels
within Australia,” says
the intuitive concept
creator who likes to de-
liver from a customer’s
point of view. “Long-
term, my goal is to open
Ovolo hotels in Europe.
I believe our concept for
an all-inclusive boutique
hotel experience is
something the Europe-
an market would greatly
appreciate.”
Within select Ovolo
hotels, the group
recently launched Mojo
Nomad, a high energy
live-in co-working
space that targets
entrepreneurs with
offerings such as daily,
weekly or monthly rate
access, strong Wi-Fi,
monthly industry net-
working events, a des-
ignated co-workspace,
daily breakfast service,
self-service laundry,
a 24-hour gym, daily
fresh linen and more.
“I want Mojo Nomad
to be a leading factor
that differentiates
Ovolo from other hotel
brands,” says Jhunjhnu-
wala, who has an Indian
heritage but was raised
in Hong Kong.
When youthful and
agile Ovolo began,
Jhunjhnuwala says no
one thought its mission
for an all-inclusive
hotel could succeed.
“But we’ve proven the
business model works
again and again,” says
the avid hiker, yoga
enthusiast and wine
collector.
Girish
JhunJhnuwala
founder
OvOlO HOtels,
HOng KOng
Call Christoph Hoff-
mann and his partners
hotel romantics who
want to enrich the low-
tech, lively, analog real
world within the artistic
walls of their 25hour
hotels, which have a
base in German leases
and aspirations to grow
globally where people
mix and find common-
alities in lifestyles.
But growth will only
come with care paid to
locations and designs
that won’t destroy the
brand’s essence. If the
right teams can be
assembled, Hoffmann
suggests 25hours
can grow to 50 to 70
hotels over the next 30
years, adding that this
commitment cannot be
rushed.
Founded In 2005,
today there are eight
hotels open as the
group finalizes devel-
opment for the next
12 to 24 months in
German-speaking cities
such as Munich, Co-
logne, Dusseldorf and
Zurich. Then, Hoffmann
will eye international
expansion in cosmo-
politan cities such as
Venice, Barcelona, Co-
penhagen, Miami, Paris
and New York City.
To date, develop-
ment has come through
leases, which still allow
for artistic freedom.
Maintaining that
freedom via manage-
ment contracts is a
concern, Hoffmann also
believes that bringing
in the right minds who
are trustworthy and
patient will overcome
the lease conundrum
once growth expands
outside Germany. “It
isn’t the lease or fi-
nancing; it is the people
you put trust in,” says
Hoffmann, a life-long
hotelier at both inde-
pendents and brands
such as Kempinski.
“We don’t want to be
just cool and designed,”
he concludes. “We want
a meaning and spirit
created by content,
story-telling and the
people behind the
brand. But the larger
you get the more diffi-
cult it gets, so we need
to cultivate the spirits
who can recreate what
we have founded.”
Christoph
hoffmann
co-founder,
ceo
25HOurs HOtel
CO., Hamburg

PeoPlePeoPle
Perhaps the most
anticipated re-opening
in the world finally
arrived on June 1
when Director General
Christian Boyens and
the owning Al-Fayed
family began welcom-
ing guests to the Ritz
Paris after closing on
August 1, 2012, for the
first time in the storied
hotel's 114 year history.
“It’s springtime in Paris,
we are moving back in,
the gardens look beau-
tiful and we are ready
to open,” Boyens said
in April. “The renova-
tion has gone on long
enough.”
Boyens’ charge is to
drive business to the
hotel that has been
redone from top to bot-
tom at a price tag that
he would only describe
as “what it takes to
achieve excellence.”
Room rates will range
from €1,000 to €28,000.
“The Ritz will stay The
Ritz and we anticipate
rates will be accord-
ing to the service we
provide,” he adds. “Our
priority is to do a good
job, and when we do
that the results come.”
Not always easy
when parts of the Place
Vendome structure
date back to 1705, the
hotel has been restored
with new infrastructure,
state-of-the-art tech-
nology, an underground
arrival tunnel, a garden
that now has a retract-
able roof for year-
round enjoyment and
outdoor dining, the first
Chanel-branded spa,
a repositioning of the
F&B led by Chef Nicolas
Sale, an extension of
the L'École Ritz Escoffi-
er cooking school, and
a reduction in keys from
159 to 142 (71 suites). In
addition, a restructured
guest services staff of
nine will act more like
mobile concierges,
preparing for guest ar-
rivals and being visible
throughout their stays.
Call them the new
antidote to the indus-
try’s giants. While they
have yet to work out
titles or a new company
name and in mid-April
weren’t quite ready to
go into detail about
strategy, Niki Leondakis
and Jamie Sabatier are
the faces in front of
newly merged Com-
mune Hotels & Resorts
and Destination Hotels,
which account for more
than 90 properties in
seven countries with
approximately US$2
billion of revenue under
management.
The duo also has the
expertise of shrewd
parents – John Pritzker
of Geolo Capital and
Robert Lowe, Jr., of
Lowe Enterprises.
With their access and
reputations it will be in-
teresting to watch how
developers react to this
potential option with
both urban lifestyle and
resort assets across
North America, Asia
and Europe.
“Joining forces reaf-
firms our position as
the most sought-after
multi-brand operator
in our segment and
enhances our ability to
drive better financial
performance for our
owners and deliver
greater differentiated
experiences for our
guests,” Leondakis says.
She adds that they
are focused on intro-
ducing the Thompson
Hotels and Joie de
Vivre brands to Asia,
and expanding Alila to
luxury destinations in
Mexico, Canada and the
Caribbean. “We will look
for attractive conversion
opportunities where we
work with owners to
replace traditional do-
mestic brands on their
hotels and reposition
them under one of our
boutique and lifestyle
brands,” she says.
Is the combined
company done on the
M&A front? “Never say
never, though I am very
happy with where our
company is today and
how it’s positioned,”
Sabatier says. “Our fo-
cus is and will continue
to be delivering for our
stakeholders, especially
our owners, on the
property performance
side, while integrating
two companies into
one powerful company
that will be the leading
operator of indepen-
dent and lifestyle hotels
and resorts.”
Niki
leoNdakis
CEO
Commune
Hotels &
ResoRts,
san FRanCisCo
ChristiaN
BoyeNs
dirECtOr
gEnEral
tHe Ritz PaRis
Jamie
saBatier
prEsidEnt & COO
Destination
Hotels,
englewooD,
ColoRaDo

LONG BEACH • MIAMI • CHICAGO • PARK CITY • WOODLANDS • SANTA BARBARA • SAN FRANCISCO
Hyatt Centric™ and related marks are trademarks of Hyatt Corporation. ©2016 Hyatt Corporation. All rights reserved.
HYATTDEVELOPMENT.COM
Hyatt Centric hotels were created to cater not just to a new breed
of traveler, but to a new kind of investor. A refreshingly light
operating model that’s flexible, adaptive and uniquely designed
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REDEFINING EXPLORATION.

Alexandra Jaritz is
fueled by the power of
culture, which she has
grown to understand
since childhood as the
daughter of a hotel
GM living in hotels in
Thailand and India. Now,
as global head of the
nascent Tru by Hilton
brand, she has to take
that lifelong education
and deliver, charged
with driving develop-
ment at warp speed and
creating a culture that
matches a lean staffing
model in a non-tradi-
tional configuration in
the midscale segment.
Tru boldly came out
of the gate in Jan-
uary with 130 deals
announced in various
stages of development,
and Jaritz updated that
number in April to more
than 200. The first
groundbreaking was in
March outside Atlan-
ta with several more
coming over the course
of 2016. One Tru should
open before the end of
this year, she says.
“I have always loved
branding and market-
ing and tend to be a
holistic thinker,” Jaritz
adds. “I feel responsible
for a mini-business
within Hilton, being
held accountable for
development numbers,
satisfaction and profit-
ability with competitive
value proposition... My
goal is to play a bigger
part in overseeing mul-
tiple brands and maybe
becoming a COO, or
even bigger.”
Olivier Jolivet is
tasked with protecting
the rarified essence
of what Aman founder
Adrian Zecha created
starting in 1988. “I think
our biggest challenge
could be defined by
trying to keep every-
thing the same, but
change everything…
keep pioneering, face
the competition, un-
cover new destinations
and make the booking
process completely
seamless as technology
advances during the
Uber-ization of the
world,” Jolivet says.
“We, however, must
keep doing what we do
best, which is to wel-
come our guests into
our resorts as if to the
home of a dear friend.”
Chairman Vladislav
Doronin wants Jolivet
to keep the brand as
it is and protect it as
much as possible, and
then, Jolivet says, the
rest will follow. “Aman
is like a club, a lifestyle
brand as opposed to a
hotel chain. Our guest
experience must and
will always come first
– if the there is an op-
portunity but it doesn’t
enrich the brand, then
we will not do it. I never
want to do things that
dilute the brand. Our
brand is our main asset,
so we do everything we
can to preserve it.”
Expect Aman to
move more into urban
hotels, as it has done
in Tokyo. Jolivet says
future announcements
will see Aman wel-
come a fourth resort
in China, a continued
journey within Japan
and the creation of
more urban Amans.
“Yes, city hotels are a
focus for us – but it has
to be absolutely right.
We never compromise,”
he says. “Furthermore
our Aman Residences,
which continue to set
standards in interna-
tional home ownership,
are very much part
of our plans moving
forward.”
To make its owners
happy and drive more
business, Jolivet is light
on details other than
to say Aman continues
to host Amanjunkies
at special events and is
working on expanding
its wellness, food and
beverage offerings.
Olivier
JOlivet
CEO
AmAn
PeOPle
AlexAndrA
JAritz
glObal hEad
Tru by HilTon

While very low-profile
to date, there is no
more important Cuban
tourism company than
Gaviota. “They have
the money, have taken
the decision to grow in
the hotel industry and
are investing the mon-
ey,” says Arturo Garcia
Rosa, RHC Hospitality
Consulting, Punta del
Este. “Gaviota will be
the number one hotel
owner in Cuba, and it
seems to me that they
will be one of the larg-
est hotel owners in the
world very soon.”
While that is a bold
statement, Gaviota
certainly has designs
on dominating Cuban
hotel ownership,
especially as American
hotel companies come
knocking looking for
local partners to earn
management con-
tracts. In fact, Gaviota
signed a deal with
Starwood Hotels &
Resorts to rebrand its
Hotel Quinta Avenida
in Havana to a Four
Points by Sheraton.
Gaviota told HOTELS
in March that its main
objective now is to
move forward into
high-class tourism,
luxury hotels, interna-
tional standards and
well-known global hotel
brands. With 25,688
rooms by the end
of 2015 and another
26,000 in the pipeline
for 2025, Gaviota is
emphasizing Havana as
the number one Cuban
plaza, as well as beach
resort destinations like
Varadero.
The company is up-
grading mostly Havana
hotels and preparing HR
to manage the demands
of its new American
guests. Gaviota is also
developing concepts
that will match its new
market, and it operates
from a privileged posi-
tion to capitalize on the
opportunity.
Roeland Vos has a
portfolio of 46 assets
of which many are
global icons – from
the Cipriani in Venice
to the Copacabana
Palace in Rio de Janei-
ro. Yet these legends,
no longer under the
Orient-Express brand,
have been looking for
a boost to improve
profitability.
Vos’ predecessor, John
Scott, evidently didn’t
have the confidence of
the board to elevate
the new Belmond
brand, and still less
than a year in as CEO,
Vos must reposition
the brand and create
better recognition
to drive revenue and
value.
Vos, who was the
president of Starwood
Europe Africa and Mid-
dle East at Le Méridien
Hotels & Resorts, as
well as a former board
member of Orient-Ex-
press Hotels, says one
of his top priorities is
to position the Bel-
mond brand and build
recognition globally.
“That name still needs
to be developed into
a true brand that our
current and future
guests recognize and
identify with,” he says.
In addition, Vos is
charged with ex-
panding Belmond’s
global footprint and
has identified a target
range for the number
of new properties it
expects to add over
the next several years.
“We will be flexible in
our approach and will
look to sign a mix of
management, smaller
acquisition, sliver eq-
uity and other deals to
allow us to achieve our
growth plans,” he says.
More immediately,
Belmond plans to
launch a new luxury
sleeper train, the Bel-
mond Grand Hibernian,
in Ireland, this August,
and to introduce its
first hotel in London,
the Belmond Cadogan
Hotel, in March 2017.
“We are on our way to
building our portfolio
and expect that we
will have more news to
share soon,” Vos adds.
Carlos
Miguel
latuff
president
Gaviota
Group,
Havana
roeland Vos,
president and CeO
Belmond
PeoPle

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Lobbies are becom-
ing entertainment
hubs and stand as the
example of today’s
hottest design trend.
As part of a US$32
million refresh of the
Renaissance Chica-
go Downtown, the
15,425-square-foot
(4,701.5-square-me-
ter) lobby now has
several sectioned-off
areas to give guests
choices: the Artist
Studio shows work
from local artists;
Staytion Market & Bar
serves local ales and
lagers, hand-crafted
cocktails and street
food made with local-
ly sourced ingredients;
the R-Lounge offers
live music, cocktails
and food for Mar-
riott Rewards Elite
members; and the
Renaissance Navigator
puts a modern spin on
concierge service.
Designed by The
Gettys Group, the
high-low design pairs
high-end finishes with
raw, gritty, concrete
and graffiti-inspired sur-
faces. Staytion features
transit bus-inspired
windows from the early
1900s that provide a
peek into the chef’s
display kitchen, while
wallpaper and elevator
artwork illustrate the
Chicago “L” train map.
Other artwork includes
commissioned piece
of a local cab made of
colored pencils.
“Hotels used to not
want non-guests to
hang out in the lobby,
but now locals are even
encouraged to visit,”
says Chris McDonough,
senior designer at The
Gettys Group, referring
to how the hotel’s lobby
also serves as a pedway
for commuters and
residents. “We want
to create Instagram
moments for our guests
and to the thousands
of commuters passing
through every day.”
Encouraging guests
to spend more time
in the lobby was
also an objective for
the team at Ovolo
Wooloomooloo in
Sydney. Designed by
Hassell and housed
in a 100-year-old
heritage-listed wharf,
the lobby has a series
of pavilions that create
“zones” for reception, a
bar and a lounge. The
Ovolo brand’s “young,
energetic and cheeky”
personality also inspired
the furniture selection.
“The lobby space is
an all-inclusive, non-dis-
criminating area with a
feeling of fun, life and
vibrancy that makes
guests want to spend
their time just hanging
around,” says Adam
Teloni, general manager
at Ovolo Wooloo-
mooloo.
What’shot: Design
Multi-purpose lobbies, local
flair, libraries and large
baths all are aMong the
hottest trends in design.
by Brittany FarB, associate editor
TrenDy
mulTi-
Tasking
ovolo Wooloomooloo's lobby
was designed to be a space
where guests want to stay.

Hilton continues to
roll out new brands
to reinvent segments,
the latest being Tru by
Hilton, which wants to
bring cool to the limit-
ed-service segment. It
came out of the chute
in January with 200
deals in process.
Targeting the “mil-
lennial mindset,” Tru
by Hilton is inspired
by the belief that
“being cost-conscious
and having a great
stay don’t have to be
mutually exclusive.” The
brand innovates with a
centrally located “com-
mand center” that acts
as a re-envisioned front
desk. The check-in area
features a social media
wall with real-time con-
tent and a 24/7 market
serving wine, beer, and
light meal options.
“As we developed
Tru, we wanted to
challenge everything
we thought we knew
about how a hotel in
this category should be
designed and to shift
guests’ behavior and
expectations,” says Phil
Cordell, global head of
focused service brands
at Hilton.
Renaissance
Chicago Down-
town's lobby
renovation
includes the
Artist Studio,
featuring work
from local
artists.
Tru by Hilton's
"command center"
features a market
open 24 hours a day,
seven days a week.
Redefining
'tRu' check-in

Design
With the popular-
ity of e-books and
tablets, the idea of a
hotel library may seem
counterintuitive, but the
feature is increasingly
being installed to keep
guests engaged in the
hotel.
The Restoration in
Charleston, South Caro-
lina, re-opened in 2015
after a year-long “trans-
formation” that includ-
ed the Culture Library.
The space contains an
eclectic collection of
books, magazines and
art journals, as well as a
bar stocked with local
spirits. “Restoration
librarians,” a twist on a
traditional concierge,
provide guests reading
recommendations.
“Our core inspira-
tion was the history of
cultural libraries in the
South,” explains Cory
Ingram, chief creative
officer and principal
at Identity Atélier, the
designer of renovation.
“These libraries were
created for intellectuals,
artists and diplomats to
discuss culture. We cre-
ated our version of this
classic southern library
to reflect this historical
moment.”
On the not-so-tra-
ditional spectrum, the
library at Carlisle Bay in
Antigua uses fiber-op-
tic lighting that changes
color. Designed to at-
tract guests of all ages,
the collection includes
“beach reads” of top
travel journalists. The li-
brary opened alongside
the hotel in 2004 but
was refurbished in 2015
with the funky lighting
and vibrant paint that
includes pops of purple,
lime and sunny yellow.
“The library was
designed as a cool, hip
space where guests
could find the best
beach reads and kick
back after a day at the
beach,” says Michael
Frasner, Carlisle Bay’s
marketing manager.
“The library’s design
matches Carlisle Bay’s
modern Caribbean feel.”
The Restoration's Culture
Library in Charleston,
South Carolina, offers
an eclectic collection of
books, magazines and art
journals, as well as a bar
with local spirits.
More hotels are
upping their game on
giving guests not just
the home-away-from-
home experience, but
the home-you-wish-
you-had experience.
At the recently opened
Marmara Park Ave-
nue in New York City,
apartment-style suites
offer fully equipped
kitchens, expansive liv-
ing rooms and private
terraces. Included in the
accommodations is a
three-bedroom duplex
with hardwood floors
and stainless steel
appliances.
“We wanted to
create the kind of hotel
where guests wouldn’t
just feel at home, but
they’d experience the
closest thing to every-
one’s dream of a New
York apartment,” says
Nur Ercan-Magden,
general manager of
Marmara Park Avenue.
On the West Coast,
Level Furnished Living
Downtown Los Angeles
combines the style and
service of a boutique
hotel with the space
and comfort of an
apartment. The suites
feature contemporary
living spaces, luxury
bath and home ame-
nities, floor-to-ceiling
windows, flat-screen
televisions, in-suite
laundry and high-end
kitchen appliances.
Feels
like
home
Suites at Level Furnished
Living Downtown Los
Angeles feature high-end
kitchen appliances.
ReaDing
FoR
pleasuRe
The library at Carlisle Bay
in Antigua uses fiber-optic
lighting that changes color
throughout the evening.

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As bedrooms take up less space, with smaller desks and
wall-mounted TVs, the bath is taking center stage.
At the recently opened Amanemu on the shores of Ago Bay in
Japan, guest suite bathrooms follow the design of traditional
Japanese baths, with charcoal-colored basalt stone tiles designed
to draw guests’ attention to the vista of private gardens outside
the floor-to-ceiling windows. Accessories are kept to a minimum to
avoid distracting from the view and the experience of the unique
cultural ritual that is a traditional Japanese bath.
At the Mandarin Oriental, Bangkok, the new Garden Suites feature
a large marble bathroom with separate bathtub, walk-in shower,
double vanity and walk-in closet. The bathrooms, which match the
suites’ contemporary design, colonial-inspired heritage and Thai
culture, aim to offer a "haven of calm.”
Amanemu's
bath follows
the design of
traditional
Japanese
baths.
Truly a
‘baTh’room
Design
Taking authentic and
local to new heights,
designers are opening
up spaces to show off
the surroundings.
Following a substan-
tial rebuild, Belmond
Eagle Island Lodge in
Botswana reopened
last November. The
Gallery HBA London
used local artisans and
materials to reflect the
region’s natural ele-
ments and create new
tented guest accom-
modations, restaurant
and lounge. The tented
accommodations fea-
ture a color palette that
combines greens and
soft yellows with subtle
gray tones to reflect
the land itself and
nearby elephants
while shades of
dusty gold and
bright yellow sug-
gest the plumage
of local birds.
The lounge
features an artisanal
bar made from locally
sourced timber with
natural elements
retained when possible,
including an ancient
sycamore fig tree
repurposed into a
hanging cocoon swing.
“We wanted the
lodge to flow into and
out of its location, both
literally and in terms
of all the layers of
experience we wished
to offer,” says Katherine
Blaisdell, senior vice
president of design and
project development
at Belmond. “All public
and guest spaces offer
a seamless transition
between the in- and
outdoors and offer un-
interrupted views of the
surrounding landscape.
The Lodge was reimag-
ined as a perfect retreat
on and within the delta
and shaped by it.”
The outdoors also
inspired a recent US$70
million renovation at
Fairmont Kea Lani in
Maui, Hawaii. Part of
the renovation was
a refresh of Luana
Lounge, inspired by
Hawaii’s ‘a’ali’i trees as
well as the hotel’s gar-
dens. The tree pattern
can be seen throughout
the bar.
“Fairmont Kea Lani is
committed to providing
an authentically local
experience for guests
in all that we do,” says
Charles Head, general
manager at the resort.
“We worked to keep
the stories of the Kea
Lani and Hawaiian
culture at the forefront.
The refresh elevated
the entire luxury ex-
perience and presence
of the resort, from
the moment of arrival
throughout.”
bringing The
ouTsiDe in
Maui's Fairmont
Kea Lani's
Luana Lounge
was inspired by
Hawaii’s ‘a’ali’i
trees and hotel
gardens.

Travelers are seek-
ing more authentic
experiences across
their entire hotel stay,
so properties like the
Bklyn House in Brook-
lyn, New York, have
incorporated local art
into their spaces. The
art-focused bou-
tique hotel’s design
was inspired by the
neighborhood’s
galleries, cafés and
restaurants.
Art displays begin
in the lobby, which
has floor-to-ceiling
windows and a retail
counter stocked with
Brooklyn Brewery
beers, chocolate bars
from local confection-
ers Tumbador and Fine
& Row, and snacks from
Cobble Hill’s Stinky
Bklyn cheese shop.
Street artist Dinkc
created an oversized
mural of Brooklyn in
the lobby, and the
adjoining gallery will
host group shows of 10
to 12 local artists. The
first exhibition debuted
in January.
“The hotel’s concept
is one that we hope
to innovate and adapt
as the neighborhood
around us does,” says
Rick Day, vice presi-
dent of marketing at
Real Hospitality Group,
the hotel's manage-
ment company. “The
modern traveler, be it
cross-country nomad
or the staycation type,
wants the entire expe-
rience. Bklyn House has
done this by enveloping
the property with local
art and inspiration.”
Local design has
also inspired furniture.
At Thompson Playa
del Carmen in Mexico,
custom furniture is
found in guestrooms
and public spaces.
Other locally inspired
design highlights
include light-washed
concrete, Mexican
marble, oxidized metal
shelving and a native
carved rock stone desk
in the lobby.
LocaL
charm
Bklyn House
in Brooklyn,
New York,
exhibits
local art
through-
out the
property,
including a
lobby mural
by Dinkc.
Thompson Playa del Carmen in
Mexico features a native carved
rock stone desk in the lobby.
Design
What else
to Watch:
green-
minDeD
hoteLs
A NuMBer of
ProPerTies Are
PrioriTiziNg
eNviroNMeNTAllY
frieNDlY HoTel-
keePiNg.
LED Lighting
LED Lighting is growing
increasingly popular in
hotels as it is thought
to conserve energy
and provide a warmer
ambiance. Even Hotels
made its debut in New
York City last Novem-
ber with all of its guest
rooms featuring color
LED “mood” lighting.
SuStainabiLity
Starwood Hotels &
Resorts and soon-to-
be new parent Marriott
International are not
giving up on the
eco-friendly Element
brand. In fact, it has
been gaining traction
and might take on a
new life with a stronger
push from Marri-
ott. To wit, Element
made its debut in The
Netherlands this past
April, showcasing 160
eco-friendly suites,
flooring made from
recycled materi-
als, natural lighting
throughout the hotel,
and energy efficient
lighting and fixtures.
garDEnS
A Grand Hyatt with 17
gardens debuted in Rio
de Janeiro. A large ver-
tical garden welcomes
guests as they make
their way to the large
wooden lobby doors.
The lobby’s design and
natural elements aim to
offer guests an authen-
tic Brazilian experience.

Cocktails and hotel
bars have been part-
ners ever since the
St. Regis in New York
created the bloody
mary – or maybe since
the Ritz Paris created
the sidecar. Either way,
hotel guests know that
the best way to expe-
rience the flavor of a
place is to order the
local drink. But now-
adays, hotels aren’t
just mixing the drinks,
they’re brewing, dis-
tilling and fermenting
them, too.
Raffles’ Long Bar
in Singapore invented
the Singapore sling in
1915, so to celebrate
the cocktail’s cente-
nary, Raffles Hotels
& Resorts partnered
with small-batch
distillers Sipsmith on
the Raffles 1915 Gin.
The limited-edition
gin incorporates Asian
botanicals including
lemongrass and jas-
mine flowers.
The classic British
spirit gets star treat-
ment at the Flushing
Meadows Hotel & Bar
in Munich, Germany.
The rooftop bar serves
a house-branded gin
developed by a local
distillery. It’s become
associated with the
hotel and “gives the
customer a unique and
interesting choice in
the rather hyped gin
market,” bar manager
Robin Bruderhofer
says.
The Gin Bar at the
Rosewood London has
hundreds of gins in
stock, so the bar in the
Edwardian mansion
hotel isn’t developing
its own version – yet.
But it does have a
house-made tonic cre-
ated by head bartend-
er Matthew Sloper.
Griffin Gate Marriott
in Lexington, Kentucky,
took advantage of its
location in the middle
of Bourbon Country to
partner with Maker’s
Mark on a barrel of the
spirits that produced
250 bottles. Hotel staff
selected wood staves
to finish the bourbon
with vanilla, spice and
other flavors, and it sat
in a cave for 10 weeks
until it was introduced
this spring. GM Theona
Simbrat says that
more than half the
bourbon has either
been poured into
signature cocktails or
sold by the bottle in
the gift shop.
Rosewood Inn of the
Anasazi in Santa Fe,
New Mexico, is taking
a triple-barrel ap-
proach. The boutique
Southwestern style
hotel serves its Single
Barrel Colkegan whis-
spirits
programs
What’shot: F&B
By BarBaraBohn,managingeditor
From house-
made liquors to
decadent desserts,
F&B trends reFlect
an oBsession with
celeBrity cheFs,
gloBal cuisines and
new approaches to
social media.

June 2016 hotelsmag.com 41June 2016 hotelsmag.com 41
key and Single Barrel
Patron tequila exclu-
sively in its restaurant
and lounge. When the
programs took off, the
hotel partnered with a
local brewery to pro-
duce a red ale that will
be introduced soon.
“It’s still finishing the
aging process,” says
Operations Manager
Daniel Rivera, who
leads the hotel’s spirits
program.
The Hyatt Ziva
Cancun, an all-inclu-
sive resort, has gone
all in on beer. The
microbrewery at the
Tres Cervezas sports
bar offers a beer menu
that changes regular-
ly and could include
brews with Mexi-
can coffee, apricot,
hibiscus or even hot
pepper flavors. “We
put a lot of care into
little batches of beer, ”
says brewmaster Juan
Jose Garcia. “So every
batch is around 65
gallons, and we make
five a month.” And
while everyone seems
to have a different
favorite, the wheat
beers are particularly
popular, he says.
Hotel Ziva Cancun
brewmaster Juan
Jose Garcia in the
microbrewery of
Tres Cervezas bar
The rooftop bar
of the Flushing
Meadows Hotel
& Bar in Munich

F&B
Everyone loves to take pictures of their
food. That includes chefs, whose photos can
capture a worldwide audience, so Fairmont
Hotels & Resorts encourages their chefs to
reveal what goes on behind the swinging kitchen door by sharing their Insta-
gram accounts through corporate and hotel channels. Chef Eraj Jayawickreme
of Fairmont Winnipeg shares photos with thousands of followers. His cuisine
takes center stage, but the photos offer a more personal glimpse into his life,
too. The hotel’s aim is to help the guests feel more connected to the chefs,
even if they don’t meet in person.
Cocktails are grabbing the social media spotlight, too. Bacchus Bar at the Hotel
Vintage in Portland, Oregon, garnishes and stencils its cocktails to encourage
imbibers to share on their own feeds before they drink up.
QR codes, on the other
hand, are showing up in a
unique way. The Ritz-Carl-
ton Shanghai, Pudong is
working on a demo that
would put the square code
right on diners’ plates – lit-
erally. The hotel is selecting
its most popular dishes
that are practical to cook
at home and serving those
dishes with a QR code
printed on edible white
chocolate. Guests who
remember to snap a pic of
the dish and the QR code
before eating both can get
instant access to a video
tutorial in Chinese showing
the dish being prepared in
real time by a Ritz-Carlton
chef.
With the explosion of culinary culture, travelers
willing to hop a plane can make a pilgrimage to
famous chefs just about anywhere in the world.
But lately, celebrity chefs are doing some
traveling of their own. Chef Albert Adrià recently
wrapped up “50 Days of Albert Adrià” in the
kitchens of the Café Royal in London. Adrià, fa-
mous for his years at his brother Ferran’s legend-
ary, triple Michelin-starred elBulli in Spain, earned
Michelin stars at his own restaurants; his Café
Royal stint was his first outside his home country.
Chef Grant Achatz of Chicago packed up his
pots and set up temporarily at Faena in Miami
Beach. The molecular gastronomy superstar,
whose Alinea restaurant also boasts three
Michelin stars, became one of the hotel’s “artists
in residence” with an 18-course menu that
combined classic dishes inspired by the flavors
of Miami and Argentina.
Hotel Maria Cristina in San Sebastian, Spain,
will host chef Hèlène Darroze this year in a pop-
up restaurant. Darroze, who has collected Miche-
lin stars for Hèlène Darroze at The Connaught in
London, will focus on southwestern French and
Basque tapas-style dishes at the Maria Cristina.
Albert Adrià
Food gets
Famous
CheFs in
residenCe
Hèlène Darroze
Chef Jean-Luc Vasseur’s
Christmas cake is presented
with a QR code linking to the
recipe and video instruc-
tions, below, filmed at the
hotel’s kitchen.

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F&B
Beyond
BarBecue
No slathering in sauce
or smothering in a
rub for Nano Crespo’s
cuisine. “Cooking over
live coals is earthy and
organic,” says the chef
of Quinto La Huella at
Swire Hotels’ first U.S.
hotel, East Miami. At the
center of the kitchen is
a traditional Uruguayan
fire, or parrilla, with
stone hearth and wood-
fired oven.
“The parrilla allows
the quality and flavors
of the ingredients to
speak for themselves,
and it takes great focus
to understand the tim-
ing and movement of
each ingredient around
the open fire. One really
has to understand fire
to master it,” Crespo
says. The chefs use
southeastern U.S. oak
to add dimension to the
flavor.
Larry Monaco, chef of
Cast restaurant at the
Viceroy Santa Monica,
California, lets a flame
do the talking as well.
He roasts baby
cauliflower, including
white, yellow, green
and purple, in a wood
oven, saving the leaves,
blanching them and
then sautéing them
together with calabrese
peppers and fresh mint,
oregano and thyme for
a crunchy, earthy result.
The grill marks “give
it that ‘ooh factor,’” he
says. “As a chef, it’s kind
of fun when guests eat
with their eyes first.”
Zero
tolerance
Composting has been
around for a while,
but some people
are starting to take
it personally. Like
Chef Roger Waysok:
Every workstation in his
restaurant, South Water
Kitchen at the Hotel
Monaco in Chicago,
has three garbage cans
for composting and
recycling. “It’s not easy
to do in a restaurant
because things are so
fast-paced,” he says,
but he uses pictures to
train his staff what goes
in each bin. Waysok
also is trying to keep
food out of the bins in
the first place. Oranges
that have been pressed
through a juicer are
transformed into a
marmalade with sugar,
water and ginger, then
presented to guests
at breakfast and in a
charcuterie plate.
The sky is the limit
for the Fairmont Water-
front in Vancouver, Brit-
ish Columbia in its goal
to become zero-waste.
The third-floor roof
overlooking the bay
has a 2,100-square-foot
garden of organic herbs
and vegetables – it has
even harvested hay
used to smoke chicken
in-house. A vertical
garden, supporting
100 plants in under a
square meter, composts
food waste from the
restaurants.
At Grand Teton
Lodge Co., which oper-
ates hotels in the Grand
Teton National Park
in Wyoming, guests
don’t benefit directly
from the food scraps
that are composted.
But chickens and pigs
do. The company kick
started its food-waste
minimalization efforts
by sending food scraps
to local farms to
incorporate into feed.
Fish is roasted over
live coals at Quinto La
Huella's parrilla.
Multi-col-
ored cauli-
flower joins
calabrese
peppers
and herbs in
chef Larry
Monaco's
recipe.
Fairmont
Waterfront's
rooftop
garden
The Fairmont's
vertical garden

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Donuts have been around for a while.
So has bacon. So the JW Marriott at LA
Live in Los Angeles saved everyone a
step and put them together as a snack
break for conference attendees. Accord-
ing to the chef, the smell of the bacon
perks everyone up.
A recent wedding at the Pfister took it
a step, or 15, further. The bride and groom,
who celebrated their union at the Victorian
hotel in downtown Milwaukee, Wisconsin,
offered guests 15 kinds of donuts, includ-
ing strawberry shortcake glazed and turtle
(a combination of caramel, pecan and
chocolate) as a dessert option for guests.
The sweet pastry held a special sentimen-
tal value for the pair.
Donut
evolution
Room
seRvice 2.0
F&B
Room service
– the rolling
cart, the white
tablecloth – isn’t
going away any
time soon. But
food delivery
apps mean guests can order what they
want, when they want, even after the kitch-
en closes. That means hotels are increas-
ingly likely to be helping guests acquire
food rather than serving it themselves.
Hyatt Centric is piloting a program with
mobile food-ordering service GrubHub to
deliver meals to guests via either the front
desk or a Hyatt page on the GrubHub app.
The food is delivered to the hotel
lobby, and front-desk staff deposits it at
the guest’s door (charges are applied to
the room). Guests can choose from any
restaurant on the app or take Centric and
GrubHub staffers up on local options from
an in-room menu.
Elsewhere, guests are happy with
a brown bag delivered to their door –
another way to avoid having to put on a
bathrobe and tip the waiter. Public
Chicago’s “Public Express” concept
combines gourmet meals and speed,
24 hours a day. The hotel in the city's Gold
Coast makes the meals available on the
go in a signature brown bag.
Focus on
FlavoR
Pastry chefs are on a mission to put
their own spin on tradition, no matter
how decadent, complicated or simple
the dish.
“Instead of adding extra technically
challenging aspects to a dessert purely
to be aesthetically pleasing, chefs are now adding these challenging compo-
nents more for flavor and texture,” says Alisha Falkenstein of Pazzo restaurant
in the Hotel Vintage in Portland, Oregon. “This is really upping the game.”
Falkenstein’s construction of opera cake, an elaborate almond sponge cake
with chocolate and espresso buttercream, is an example. “To make the flavors
more concentrated and rich, I decided to make multiple layers of each flavor,
and to make them so thin that when you take one bite each flavor profile
stands out on its own,” she says. A gold-dusted macaron adds elegance, and
tiny crispy candies offer texture and color.
Deconstruction is a better way to describe the Fairmont Empress’ apple
pie. The Victoria, British Columbia’s chefs take the traditional pastry, break
it down to its components and serve it in a mason jar, garnished with sage,
allowing diners to savor each bite’s unique flavor profile on its own.
Opera cake
Deconstructed apple pie
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Less... is More By

Hotels are
expanding
both the
communi-
cation and
features of
their apps
to enable guests
to control almost
all aspects of their
experience, in-
cluding managing
their room environ-
ment, from a single
touchpoint.
Hotel app features
now include check-
in to the hotel,
acting as a mobile
room key, in-room
television remote
control, changing
the thermostat in
the guestroom and
messaging with
staff, as well as
ordering services,
including room
service, spa and
car hires.
Instead of using
one of the white
label apps avail-
able for custom-
ization, Virgin
Hotels developed
Lucy to interact
with the hotel’s
existing mobile
site. “Integration
with the POS, CRM
and PMS system
is one of the most
important things
to consider from
the start,” says
Doug Carrillo, vice
president of sales
and marketing at
Virgin. “Without
integrating with
your back-end
systems, you can’t
provide the level
of services your
guests need.”
Contributed by
Jennifer Goforth GreGory
What’shot: Technology
In a world gone
completely
mobIle, hotelIers
must fIght to
capture guest
attentIon to
drIve revenue
and loyalty.
guesT
experience
apps

Ambient technology uses Internet of Things
(IoT) sensors and technology to change
the environment based on detections in
physical movement. This creates a sensori-
al experience for the hotel that feels more
living instead of static, according to Toni
Stoeck, vice president of lifestyle brands at
Marriott International.
The Renaissance New York Midtown
Hotel uses ambient technology for a
unique virtual concierge powered by Time
Out New York content, whereby guests
control the content by moving around in
the room. The hotel also uses ambient
technology for a lighted hallway with
scenes and an exterior digital clock that
changes based on movement. “Ambient
technology can be implemented in a less
extravagant way, such as having birds
chirping in the garden or a mural of a local
artist changing as guests walk down the
hallway,” Stoeck says.
June 2016 hotelsmag.com 49June 2016 hotelsmag.com 49
Guests commu-
nicate with most
people in their lives
over messaging
apps, and hotels
are starting to
allow guests to talk
to hotel staff in the
same way. Select
Starwood Hotels &
Resorts properties
now use Let’s Chat
service to allow
guests to initiate
contact with staff
on their choice of
messaging plat-
forms, including
SMS, What’s App,
Icloud or Facebook
Messenger.
“Because guests
do not need to be
in the hotel to use
it, they have shifted
how they interact
with the hotel, in-
cluding requesting
cars, reservations
and room service
on their way back
to the hotel,” says
Daniel Kerzner, vice
president of digital,
loyalty and part-
nership marketing
with Starwood’s
EAME division.
Hotel staff view
messages from all
guests regardless
of the platform
in a consolidat-
ed view, and the
hotel‘s reply is
sent back via the
platform the guest
used.
Hotels should
consider their
specific guest
demographic and
communication
preferences when
implementing
messaging tech-
nology.
Ambient
technology
guest
messAging

Technology
While many hotels have implemented Inter-
net of Things in single-device, closed-loop
projects such as guest streaming and mobile
key locks, the industry is not fully using this
powerful technology to its fullest. Frank
Jewett of UIEvolution and a member of the
HTNG IoT workgroup says true guest per-
sonalization will come when hotels use data
collected from the CRM and POS to define
business rules that control multiple systems
that cater to specific guest habits.
This would allow the bellman to greet the
guest by name, the air conditioner to set to
73 degrees based on CRM data gathered
during the guest’s previous stay, and the
in-room television to be turned on to CNN
because data shows that the guest watches
the news program every night at this time.
Jewett says hotels should also consider
upgrading their networks to handle a high
number of IP addresses since each device
needs its own address. “Internet of Things
isn’t about using a single device, but cre-
ating a connected system of devices from
multiple vendors,” Jewett says.
Data analytics tech-
nology allows hotels
to take insights
even further into
creating a person-
alized guest experi-
ence by predicting
what guests are
likely to do.
Menka Uttam-
chandami, vice
president, business
intelligence for
Denihan Hospi-
tality Group, New
York, says data
analytics makes for
tactical, actionable
insight. “Guest
stay analytics can
also be used at a
strategic level, to
evolve the guest
journey, as well as
input for renova-
tions and refresh-
es. Multi-year
trends help catch
unusual occurrenc-
es or scores that
are not seasonally
expected,” Uttam-
chandami says.
Distributing the
data internally is
also essential, and
Uttamchandami
recommends using
a combination of
data dashboards
for trend spotting
for senior man-
agement and deep
dive reporting for
subject matter
experts. “A guest
from Europe book-
ing a few months
out for a week’s
stay will value as-
pects different than
the guest booking
a couple of weeks
out from Califor-
nia staying three
nights, or a guest
driving in for a one-
night stay,” Uttam-
chandami says.
Beacons will continue
to be hot this year
with uses for this loca-
tion-based technology
expanding. Here’s how
it works: Hotels place
beacons in the prop-
erty, and when a guest using a mobile app
walks by, the sensor uses BlueTooth tech-
nology to send a message with information
or an offer likely to be useful to the guest
at that moment and location.
Stoeck says Marriott is experimenting
with employing the technology to engage
potential guests. “We can use the technol-
ogy to alert a Marriott Rewards member
who is not currently a guest, but walking
down the street, about a cool event that
is happening inside,” he says. Beacons can
also be used to provide information as well
as offers, such as alerting guests walking by
the golf course about open tee times.
Beacon
Technology
DaTa
analyTics
inTerneT
of Things

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While hotels con-
tinue to embrace
cloud technology,
many applications
are simply retro-
fitted for cloud
technology instead
of being built from
the ground up to
use the full
capabilities of
the cloud. By
using prod-
ucts not built
for the cloud,
data from
each applica-
tion can only
be used within that
program and aren’t
shared across other
hotel systems.
“In the next year,
more hotels will
use newer cloud
technology that
allows them to
unify the siloed
applications,” says
Aaron Shepherd,
CEO and founder of
Above Property. He
is also a member
of HTNG’s Light-
weight Messaging
and Above Cloud
workgroups, which
focus on cloud
technology.
Shepherd says
that by creating an
integrated system
of multiple applica-
tions and vendors
using cloud tech-
nology, hotels can
deliver a custom-
ized experience
for each guest. If a
frequent guest logs
on to the website,
for instance, an
integrated cloud
system can pull
information from
the CRM using real
time information to
display a person-
alized offer on the
booking engine.
“Older systems
only update price
and availability
information once a
day, but when you
have an integrated
cloud system, price
information is up-
dated in real time,”
Shepherd says. “If a
group sale happens
on property, the
booking engine
can immediately be
updated to reflect
price changes.
Without cloud inte-
gration, you could
be underselling
your property for
an entire day.”
Wearables take the
concept of using
mobile apps to con-
trol an experience
to another level. At
the Hard Rock Ho-
tel in Ibiza, guests
use their Smart
Very Important
Bracelets (VIB) to
access their room
and hotel amenities
as well as charge
purchases to their
room.
“Our guests are
able to make use
of their care-free
vacation without
worrying about
their wallet or room
key,” says Albert
Español, the hotel’s
brand marketing
manager. “At the
same time, by
offering multiple
services in one
small and simple
solution, the brace-
lets helped enhance
each guest’s stay.”
Basic wireless Internet doesn’t have the bandwidth to handle the
needs of most business guests these days along with guests want-
ing to stream their own content. Upgrading wireless networks and
infrastructure is a trend expected to continue over the next year.
Four Seasons Hotels & Resorts recently upgraded many of its ho-
tel systems. That included improvements to wireless access points,
network infrastructure and bandwidth to deliver faster, seamless
Internet connection across an unlimited number of devices. “Last
year we launched a global Wi-Fi upgrade to improve speed, ease
of use and multiple device connectivity across all of our proper-
ties, allowing guests to browse the Internet, post on social media,
email and text, all with simple, one-touch service,” says Scott Taber,
senior vice president of rooms at Four Seasons.
Hotels that do not invest in upgraded infrastructure will soon
not be able to provide both the guest-facing and business-process
technology needed for a competitive guest experience.
Cloud
teChnology
Wearables
ultra-high
speed internet
teChnology

www.letsrally.com
Bouncing is for beds, not websites.
Get clicks that stick.
Social
Creative
Media
Development

Get your free access badge on www.equiphotel.com
IUS02CODE
From July 2016
USA Agent for EQUIPHOTEL / Promosalons USA
emeaney@pbmarketinginternational.com / Tel. +1 (914) 572-6819
Organised by
In partnership with
HOTEL & RESTAURANT BUSINESS PLACE
06-10 November 2016 / Paris / France
1,600 exhibitors (37 countries) / 30 activity sectors / 111,000 profesionals (133 countries)

90TH INTERNORGA SEES CONTINUED SUCCESS
New event formats, international presence and a pleth-
ora of product launches characterized the 90th INTER-
NORGA, which organizers say turned Hamburg, Germa-
ny, into INTERNORGA city for six days. The food service
and hospitality exhibition was fully booked, with 95,000
national and international visitors in attendance.
Independent surveying found that around 90% of
visitors rated INTERNORGA as excellent or good, and
would recommend the fair to others. Around 85% of
visitors were decision-makers, while the percentage of
international visitors remained constant at 7%. INTER-
NORGA 2017 will be held March 17-21 in Hamburg.
FIGGJO WINS RED DOT AWARD
Figgjo was awarded the Red Dot Design Award for
the Figgjo Oslo coffee series, which was developed in
collaboration with barista Tim Wendelboe and designed
by Kristin Ihlen.
“The aim of Figgjo Oslo,” says Friggjo CEO Simmer
Vikeså, “was to understand coffee trends and to satisfy
the taste requirements of the most
demanding baristas and their
customers. We thought
that Figgjo Oslo should
do for coffee what a
good glass does for wine.”
GREATER INTER-
NATIONALITY
FOR HOST 2017
Forty-three per-
cent of the over
700 firms that have
signed up for Host
2017 (October 20-
24) will be arriv-
ing from outside
Italy. Eighty-seven
percent of firms at
the exposition will
be from Europe,
while eight of every
hundred firms will
be from the Middle
East and Asia. Sev-
en percent of firms
that will exhibit at
Host 2017 will be
from the U.S.
The growing rep-
resentation of Mid-
dle Eastern firms
is a direct result of
Host’s increased
scouting activity in
the region.
Supplyline
ZIEHER’S VISION SERIES
WINS GOLD AWARD
VISION, a luxury wineglass series from Zieher,
was awarded Gold in the design category of
Tophotel Magazine’s 2016 Star Awards. More
than 4,000 readers of the magazine chose
VISION over two other products nominated
by Tophotel judges.
What sets VISION apart, the company says,
is that no distinction is made between red
wine or white wine glasses. You intuitively
reach for the glass that best presents the fla-
vors of the wine you wish to emphasize.
Since 1976, Resuinsa has
been working toward its
reputation as a pioneer in
the professional textile mar-
ket. The company was the
first in the world to offer a
quality guarantee for indus-
trial laundry resistance, and
since 1988 has been obtain-
ing environmental certifi-
cations like the OEKO-TEX
standard 100.
In its personal designs,
product development and
decorative textile assess-
ments, Resuinsa has a
level of personalization
and expertise that only
40 years of experience
can offer. With a presence
on five continents, a new
beachside headquarters in
Valencia, Spain, and a new
logo, the company looks
toward continued growth.
RESUINSA
CELEBRATES
40TH
ANNIVERSARY

In BrIef
PartnershiPs & mergers
zz GreystoneHotelsannounced a partnership with
KEYPR to offer the cloud-based management
solution in all eight of Greystone’s boutique hotels.
zz Zuzapp was selected by InterContinental Miami
to provide guest engagement and messaging app.
zz EncoreEventTechnologies, a division of
Freeman, renewed its contract with Omni Hotels &
Resorts as the on-site technology provider.
zz The Godfrey Hotel Boston selected OpenKey to
provide digital key room access.
zz Villeroy&Boch will provide a plate from its
Artesano Professionale collection as the official
competition plate in the 2016/2017 Bocuse d’Or.
LeadershiP changes
zz Stoelting, a division of the Vollrath Co. special-
izing in frozen dessert equipment, appointed John
LaForge chain accounts sales manager.
zz PeterBurwashInternational promoted René
Zondag to serve as the company’s new president.
zz PerkinsCoieannounced that Tara Gorman
joined the firm’s real estate practice as a partner in
the Washington, D.C., office.
zz Dirk Wakeham is now the president and chief
operating officer of Lanyon.
Launches, events and awards
zz CintasCorp.’s 2016 Uniform Book includes up-
dates to Cintas’ Regeneration Suiting Collection
and the industry’s first anti-bacterial fabric.
zz GroupeGM expanded its international distri-
bution by opening subsidiaries in China (Jiaomu
Cosmetic) and Taiwan (Paris Beauté). The company
also plans to open a structure in Dubai soon.
zz Girbau held the 4th Girbau America Convention
in Havana, Cuba, where representatives from 21
American countries analyzed market trends, partic-
ipated in workshops, and visited Girbau laundries.
zz DispenserAmenities was awarded one of eight
2016 Supplier of Excellence Awards from Starwood
Hotels & Resorts Worldwide.
zz Alto-Shaam received the Wisconsin
Manufacturer of the Year Award, recognizing
innovation, corporate culture and growth.
RECORD SALES, ATTENDANCE AT ITB BERLIN
From March 9-13, about 10,000 exhibiting companies from 187
countries and regions met with 120,000 visitors at ITB Berlin 2016,
according to estimates from event organizer Messe Berlin. The
company says the €7 billion (US$7.86 billion) in business conduct-
ed at the fair shows the industry is more than withstanding current
geopolitical crises.
This bodes well for ITB Asia, to be held in Singapore October
19-21, as well as the recently announced ITB China convention, to
place annually in Shanghai beginning in May 2017. ITB Berlin 2017
will take place March 8-12.
WORLDHOTELS NAMES DIRK FUEHRER CEO
In February, Dirk Fuehrer took over as the CEO of Worldhotels. He
was formerly chief commercial officer and a member of the execu-
tive board at Steigenberger Hotel Group, and previously held vari-
ous senior roles at Hilton, Carlson Rezidor and Starwood Hotels.
Most recently, he founded and led Okanda.com, the first online
meeting portal with real-time availability. Fuehrer has strong sales,
marketing and distribution backgrounds, and his experience spans
Europe, the Middle East and the Asia Pacific region.
Under Fuehrer’s leadership, Worldhotels will build on its current
strategy, in particular expanding its digital initiatives.
May 2016 hotelsmag.com 56
Supplyline
JOI-DESIGN RELEASES ‘101 HOTEL ROOMS, VOLUME 2’
JOI-Design has released “101
Hotel Rooms, Volume 2.” The
English-language guidebook’s
232 pages contain images,
sketches, renderings, layouts
and perspective drawings
depicting bedrooms that are
consistent with the evolution of
guest lifestyles.
The JOI team’s three decades
of experience provide scope and
discerning solutions, offering
insight into what modern hotel
guests are seeking in a bedroom.
The collection can be ordered from bookstores, JOI-Design
or on Amazon.

©2016 Mercedes-Benz USA, LLC. *Based on 61 sheets of ½ inch-thick 4'x8' sheets of lightweight drywall. Metris is the 2016 ALG Residual Value Award winner in the Midsize Commercial segment. ALG is the industry benchmark
for residual values and depreciation data, www.alg.com. All illustrations and specifications contained in this print ad are based on the latest product information available at the time of publication.
The 2016 Mercedes-Benz Metris. With over 2,500 lbs. of payload and enough space to hold over 60 sheets
of drywall,* Metris hauls more, stows more, tows more, and fits in your garage. Visit MBVans.com/metris
Whatever you do, don’t call it small.

The South
Shore Col-
lection from
Danze features
sleek design
with simple
lines in a space
conscious scale.
The collection
includes a single handle lavatory faucet,
widespread faucet, and tub/shower prod-
ucts. Both lavatory faucets include ceramic
disc valves to ensure quality and longevity,
as well as a 50/50 touch down drain. All
pieces in the collection offer a flow rate
that meets California Energy Commission
requirements. Danze, Woodridge, Illinois.
www.danze.com
Hotel Technologies' new HDL39 FM
stereo clock radio now features voice
instructions. The easy-to-set alarm fea-
tures a new INFO button that provides
audible instructions to help guests set
the alarm. The HDL39 also features
a USB port to charge any additional
smart device. This space-saving design
fits virtually anywhere and offers guests
soothing nature sounds and patented
speaker technology for great sound.
Hotel Technologies, Rahway, New
Jersey. www.hoteltechnologies.com
room 360°, by FOH, designs and manu-
factures luxury guestroom and bathroom
accessory solutions for some of the finest
hotels in the world. Their Tokyo Matte
Brass Collection includes bold, cut-
ting-edge designs created from high-qual-
ity stainless steel to ensure years of use.
It’s easy to clean and a smart investment.
FOH, Miami. www.roomthreesixty.com
www.frontofthehouse.com
The Towel Cabana, from Southern Aluminum, is constructed with weather-resistant
powder-coated aluminum and is protected by marine-grade SurLast® fabric to guarantee
clean, dry towels. Corrosion-resistant locking casters ensure easy mobility. The perfect
poolside partner, the cabana is UV-, mildew-, mold-, and water-resistant, ensuring the
Towel Cabana proves itself season after season. Southern Aluminum, Magnolia, Arkansas.
www.southernaluminum.com
Master’s Reserve glassware by Libbey
is as stunning and inspired as the drinks
imagined by wine and cocktail masters. A
glass isn’t merely a vessel holding a drink,
but an integral part in creating unforgetta-
ble beverage experiences. The stemware
and tumblers blend decades of Libbey’s
world-class innovation with American
craftsmanship to deliver exquisite presen-
tation, superior service life and improved
profitability. Libbey Inc., Toledo, Ohio.
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