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THE LEADING HOSPITALITY NEWS AUTHORITY SINCE 1875 | Vol. 233, No. 2 | February 2018

POLICYMAKING POSITIONS EUROPE FOR STRONG YEAR

SMART BET

ASCENSIONIHG’s new CEO groomed to lead

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HOTELMANAGEMENT.NET | February 2018 CONTENTS 3

NEWS6 | The hotel industry in Europe is

primed for a strong year. Here’s

why.

7 | Wyndham Worldwide spends

$1.9 billion to make La Quinta its

21st brand

8 | Embassy Suites overhauls its

F&B offerings, with revenue now in

the spotlight

9 | Extended Stay America’s

new CEO sings the praises of his

chosen segment

10 | LW Hospitality Advisors’ Dan

Lesser lays out the challenges and

opportunities we’ll see in 2018

OWN11 | Conversions remain the tool

of choice for rapid expansion

COLUMNS4 Up Front | David Eisen

12 On Finance | Zak Selbert

14 Trends & Stats | Robert

Mandelbaum

40 Ad/Editorial Index

41 Marketplace

42 Seen

45 Classifieds

ON THE COVER

The Metropolis Building in Madrid

DEPARTMENTSONE-ON-ONE

16 | Keith Barr

The CEO of InterContinental Hotels Group

discusses his new role six months in

GM LOOK

18 | Anne Legrand

The GM of London’s St. Pancras Renaissance Hotel

on forging an unexpected career in hospitality

New Department

IN YOUR SHOES

20 | The Wilshire Grand Hotel

Hotel Management’s Jena Fox spends a day as an

“intern” at the independent hotel in West Orange,

N.J.

SPECIAL REPORT

22 | Top Hotel Brands

The biggest names in hospitality give us a glimpse

of their portfolio numbers

TECHNOLOGY

32 | Energy Management

Hotels are latching on to artificial intelligence to

manage energy costs and increase efficiency

OPERATIONS

34 | Laundry Sustainability

Rising utility bills are washing away hotel revenues,

so some hotels are thinking green

DESIGN

36 | Outdoor Spaces

Hotel gardens are getting special attention in 2018

as guest demands for local and organic food grow

IN THE MARKETPLACE

38 | Beekeeper

This company is rethinking how employees and

businesses communicate

INSIDE THIS ISSUE

8

16 18

7

HOTEL MANAGEMENT (ISSN 2158-2122) is published monthly (except two issues in June - 13 issues yearly), by Questex LLC, 757 Third Ave, 5th Floor, New York, NY 10017. Subscrip-tion rates: $84 for 1 year, $132 for 2 years in the United States & Possessions; $112 for 1 year, $173 for 2 years in Canada and Mexico; all other countries $180 for 1 year, $255 for 2 years. Single copies (prepaid only): $5.50 in the United States; $6.50 in Canada and Mexico; $12.50 all other countries. Back issues, if available are $10 in the U.S.; $12 in Mexico and Canada; $24 for all other countries. International subscriptions will be subjected to $82.50 per annual order for air-expedited service. Include $7.15 per order plus $2.20 per additional copy for U.S. postage and handling. Periodicals postage paid at New York, NY 10199 and additional mailing offices. POSTMASTER: Please send address changes to Hotel Management, P.O. Box 1267, Skokie, IL 60076-8267. Canadian G.S.T. number: 840 033 278 RT001, Publications Mailing Agreement Number 40017597. Printed in the U.S.A. Copyright 2018 Questex LLC. All rights reserved.

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EDITORIAL ADVISORY BOARD

Jim Butler, Partner, Jeffer Mangels Butler & Mitchell

Mike Cahill, CEO & Founder, HREC

Mary Beth Cutshall, SVP of Acquisitions & Business Development, HVMG

JP Ford, Principal, Lodging Econometrics

Naveen Kakarla, President & CEO, HHM

Bill Linehan, EVP & CMO, Red Lion Hotels Corp.

Ravi Patel, President, Hawkeye Hotels

Raj Trivedi, EVP & CDO, La Quinta

EDITORIAL757 Third Ave., New York, NY 10017

WHAT’S YOUR FAVORITE GIRL SCOUT COOKIE?

Editor-in-Chief—David Eisen [email protected] | (212) 895-8436Do-si-dos—because the cookie

is better than the dance.

Managing Editor—Elaine Yetzer Simon [email protected] | (212) 895-8431

Thin Mints all the way!

Associate Editor—Jena Tesse Fox [email protected] | (212) 895-8287

Samoas. Chocolate and coconut. Perfection.

Associate Editor—C. Elliott Mest [email protected] | (212) 895-8288

Thin Mints only.

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Thanks-A-Lots.

ADVERTISING/SALES/CIRCULATION

Group Publisher Amy B. Vaxman | [email protected]

(609) 257-3412 | Fax: (609) 257-0980Thin Mint—all day.

Dir. Business Dev., West, Midwest, NJ Cynthia Zucker | [email protected]

(732) 845-0011 | Fax: (732) 358-0390Thin Mints kept in the freezer.

Dir. Business Dev., East Coast Jai Wallace | [email protected]

(212) 895-8409 | Fax: (212) 895-8219Samoas.

Dir. Business Dev. Mary Malloy | [email protected]

(216) 402-9467Ditto, Samoas.

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BY DAVID EISEN@DAVIDEISEN3

Moments of levity are rare during panel sessions at a hospitality industry conference. That’s

just the way it is when discussion bends toward cap rates, multiples, basis points and other terms that have come to define the hotel industry’s workings. Imagine my surprise, then, when one panel I attended, at January’s Americas Lodging Investment Summit, in Los Angeles, turned downright snarky.

It came during a rather subdued panel concerning the topic of hotels of the future and what they might look like. At one point, the moderator, Bob Alter of Seaview Investors, posed this question to Lauren Chewning, VP of customer insight and growth at Marriott International: “What will a hotel look like 15 years from now?”

Alter’s seemingly innocuous question wasn’t intended to lay a trap, but Chewning took the bait with her response: “15 years,” she said, “is a little bit too far from now.” That’s when Alter, a hotel investor, took the opportunity to throw some shade back: “But you ask me to sign a 30-year franchise agreement!” he said.

The audience guffawed at the rejoinder—myself included (in my head I said, “Daaammmnnn, she got told” like I was back in high school, in the nineties).

This anecdote does not exist in a vacuum: hotel brands and hotel owners have a symbiotic relationship where both sides need each other to survive. But the relationship comes with a dollop of rancor and acerbity.

Hotel owners have a lot to say about brands, but their on- and off-the-record comments are miles apart. One owner I spoke to recently compared hotel developers to the world’s oldest profession. Nice.

I’d say it’s not the brands’ fault as much as it is their preferred business model. Publicly held hotel companies, from Marriott to Hilton, IHG to Wyndham, are out of the real estate game. They are largely franchisors and their revenues are made off fees; the only way to generate more fees is to open new hotels at a high clip. Like a shark, they must always move forward.

That oftentimes comes at the expense of hotel owners, who get vexed when they see a glut of new hotels opening on their block— especially within the same brand family. (This is more noticeable now that Marriott has acquired Starwood.)

Still, hotel owners aren’t about to say goodbye to brands. Like Jerry Maguire, “You [brand] complete me [owner].” While owners oftentimes malign brands, they love the scale their parent companies provide; their robust reservation engines and loyalty programs. Because… the one thing hotel owners resent more than brands is online travel agencies. Paying one fee to the brand is enough; they don’t want to pay what amounts to an even higher fee per booking to an OTA.

But one of the issues of being a franchisee of a company with more than, say, 5,000 hotels is that not all those 5,000 hotels are up to snuff, which is why, in 2018, many hotel companies will jettison those hotels they feel don’t typify the brand. That’s a win for hotel owners that have either opened new hotels or reinvested in their properties to bring them up to snuff. Like Steve Belmonte, CEO of Vimana Franchise Systems, recently said in a column he wrote: “Many believe they have to be a part of a system with 300 or more hotels. However, if of those 300 hotels, a large percentage are substandard, what good does that affiliation do the hotel owner? He or she could end up alienating a huge percentage of the traveling public who probably had a bad experience with that brand no matter where they stayed.”

There will always be disagreement between brands and hotel owners, but they will never quit on each other. The advantages outweigh the drawbacks because the alternative is going at it alone as an independent, which can oftentimes end up being more costly and profit eroding. But a more equitable relationship can and should be reached that benefits both sides because one thing is clear: Brands don’t get built without developers and developers can’t build more hotels without brands (try getting bank financing without one).

Let’s work it out. HM

February 2018 | HOTELMANAGEMENT.NET4 UP FRONT

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“When we first signed on with Red Roof,” says Dipak, “we had no idea what level of support to expect.” But today, the Patels loudly sing the praises of the people they work with at Red Roof. “Our Revenue Manager consults with us weekly to ensure we have the right pricing strategy and are on point

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*Average Occupancy Rate, Average Daily Room rate and RevPAR for Red Roof Affiliate Managed and Affiliate Owned hotels in the U.S., open and operating for at least two full years, started renovations in 2011 or later and have implemented either the complete NextGen renovations or specific standard design elements for the period of January 1, 2016 through December 31, 2016, 65 properties.**Smith Travel Research, 2016. This is not an offer. No offer or sale of a franchise will be made except by a Franchise Disclosure Document first filed and registered with the applicable authorities. For New York: An offering can only be made by a prospectus filed first with the Department of Law for the State of New York. Such filing does not constitute approval by the Department of Law. For Minnesota: #F-5824. Red Roof Franchising, LLC, 605 South Front Street, Columbus, OH 43215.

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BY DAVID EISEN AND

JENA TESSE FOX@HOTELMGMTMAG

As the impact of Brexit becomes clearer in 2018, coupled with the European Central Bank’s continued rollback of its quanti-tative easing program, the hotel industry is primed for a strong year.

The president of the ECB, Mario Draghi, recently pointed to the “strong pace of economic expansion and a significant improvement in the growth outlook.”

That optimism is funneling down into the hotel industry.

“I am upbeat,” said Russell Kett, chairman of HVS’ Lon-don office. “There continues to be huge interest by investors in acquiring hotels and strong market dynamics and operating fundamentals.”

Kett noted some pressure on profitability from rising payroll costs, particularly in UK hotels fueled by the effects of the Brexit negotiations. However, he added, “Most of the outstanding ques-tions concerning Brexit should be answered during 2018, so at least we won’t have to use this as an excuse for the uncertainty of certain outcomes.”

Chris Day, global manag-ing director at Christie & Co., touted hotels as a core invest-ment option, reflecting the rising returns the sector offers versus other asset classes.

Inbound travel should also be strong, Day said. “We may see the euro weakening against the dollar, and, in general, there is a positive outlook for the northern European economies,” he said, also noting that Spain should see pickup due to turmoil in the Middle East.

“Therefore, we don’t expect to see a huge impact of the ECB exiting QE,” Day said.

Strong travel trends, however, could be negatively impacted by some cities that are increasingly averse to too much tourism.

“A worrying trend, which needs to be addressed, is the number of tourism destinations whose local inhabitants are ex-hibiting hostility to the tourist

boom in their locations, urging the reduction of visitors and limiting the expansion of hotels and other amenities,” Kett said, pointing to cities such as Venice, Italy; Barcelona, Spain; San Sebastian, Spain; and Amster-dam that have come under this microscope. Local authorities, Kett continued, need to make more of an effort to minimize the effects of such views. “These locations thrive on the economic benefits of tourism and there is little to be gained by the views of those exhibiting a ‘not in my backyard’ mentality prevailing or gaining traction.”

On the deal side, while ap-petite for hotels remains strong, Kett said that there is a limited number of assets for sale, which could broaden bid-ask spreads.

“There are strong market

dynamics and operating funda-mentals,” Kett said. “Occupancy is growing in most locations that haven’t already plateaued, and room rates are also rising.”

STRONG ECONOMYThis will be a year of global growth, Day predicted, and in spite of Brexit, the UK’s econ-omy is still strong. “The pound is moving forward against the dollar and we are seeing a steady increase in interest rates back to a more stable position,” he said. “Asian investors particularly view the UK as an attractive investment opportunity thanks to this stability and relatively low value of the pound.”

Expectations are that there will be more consolidation within the sector this year and beyond. “Names like IHG and

Hyatt [Hotels Corporation] seem to be top of people’s minds at present—and no one is sure whether they could be ‘dining’ or ‘dinner’), but other compa-nies with a distinctly European flavour, such as Rezidor [Hotel Group], NH [Hotel Group] and Barcelo [Hotel Group], may well be under scrutiny,” Kett said. “With Marriott [International] having publicized the financial benefits of consolidation, other companies will be sure to follow suit as investors put them under pressure to improve earnings.”

TOP REGIONS While London, Paris, Rome and Amsterdam are evergreen for investment, secondary capitals and more regional locations also are attracting increased atten-tion, Kett said. “Pretty much all

European hotel locations could be under someone’s microscope this year,” he said.

While the UK is still the larg-est and most active market for Christie & Co., Spain has grown the most this year, Day said. “We expect that trend to continue as investors continue to capitalize on new opportunities.”

The German and Eastern European markets remain strong, Day said, and the com-pany is seeing an increase in investor interest in the French, Italian and Greek markets. “Activity in the Nordics is also rising, although some are find-ing it difficult to penetrate the market,” he added.

The Nordic region is also gen-erating interest across the brands and investment community overall, but Sweden stands out with strong revenue-per-avail-able-room growth forecast and an active transactional market. “Portugal is also one to watch and is currently offering great performance uplift potential and is fairly liquid, with prices per key remaining below the European average in 2016,” Day said.

For the Mediterranean region, Day also expects to see growing interest in Greece and Italy. “Italy is one of the top destinations in Europe, but also home to the largest bed supply, resulting in a low overnight-to-bed ratio,” he said. “Bed supply has decreased since 2010 as a number of small one- and two-star independent hotels failed to survive the aftermath of the recession, particularly as other hotels went through renovation programs. This has improved the hotel stock overall, and strong opportunities remain for international brands to enter the market, as hotel chains are still under-represented in Italy com-pared to most other European markets.”

Greece, meanwhile, “is a highly seasonal market, which results in a low overnight-to-bed ratio,” Day said. “Recent de-velopment is likely to put further pressure on underperforming hotels and leave room for high-quality branded supply. HM

EUROPE FORECAST

ECB signs, Brexit resolve to buoy Europe’s hotels in 2018

The Nordic region is generating interest across brands and the investment community, with Sweden as a standout.

February 2018 | HOTELMANAGEMENT.NET6 NEWS

While the UK is still the largest and most active market for Christie & Co., Spain has grown the most this year, according to Chris Day, global managing director.

BY C. ELLIOTT MEST@CELMEST

Wyndham Worldwide Corporation con-tinues to show its teeth in the hospitality industry’s M&A carousel. The conglomer-ate, a holding company for Wyndham Hotel Group, is buying La Quinta Holdings’ hotel operations for $1.9 billion, adding the brand’s nearly 900 midscale and economy properties to its portfolio.

When the deal closes, Wyndham Hotel Group will be 21 brands strong, with La Quinta its third-largest brand by number of hotels behind Super 8 and Days Inn.

Speaking to Hotel Management, Geoff Ballotti, president and CEO of Wyndham Hotel Group, said La Quinta, which will re-locate its headquarters from Irving, Texas, to Dallas, was an acquisition target that Wynd-ham had been pursuing for some time.

“This is just a great cultural fit for us, with a brand we think is tremendous,” Ballotti said. “Midscale is a segment we’ve been look-ing to grow in, and the acquisition creates the largest collection of midscale hotels in the business… at a time where it has never mattered more.”

Wyndham has been active on the trans-actional front. Last year, the company picked up AmericInn and Three Rivers Hospitality for $170 million, a smaller deal to be sure at 200 hotels, but a bellwether of Wyndham’s commitment to grow and be a dominant force in the midscale space.

La Quinta’s North American portfolio consists of 894 midscale hotels, 576 of which are franchised and 318 are managed. The company has a projected pipeline of 252

franchised hotels, with roughly 10 percent of this pipeline located internationally and 30 percent located in the state of Texas.

As part of the deal, Wyndham is expect-ing to earn $55 million to $70 million in annual synergies focused primarily on cost savings, and expects to begin realizing them by the end of 2019.

SPINNING ONThe acquisition is expected to close in the second quarter of 2018, aligning itself with Wyndham Hotel Group’s planned spinoff of its hotel and vacation-ownership businesses. La Quinta is also in the midst of its own spin, with the company’s real estate business to become its own separate entity known as CorePoint Lodging.

Once the spin is complete, CorePoint will consist of 316 properties and approximately 40,500 rooms. This entity will also be in-cluded in the acquisition.

In the event the deal sours, La Quinta will owe Wyndham a termination fee of $37 million.

“We’re on a journey to drive consistency and engagement,” said Keith Cline, president and CEO of La Quinta. “We can control those two strategically, but when it comes to networking scale, driving conversions and bookings, this is the boost we need.”

Cline, once the deal closes, will become CEO of CorePoint.

Ballotti said that Wyndham will even-tually be merging La Quinta’s loyalty pro-gram, La Quinta Returns, with Wyndham Rewards. Considering Wyndham Rewards topped lists last year for guest reimburse-

ment opportunities, this could be a boon for La Quinta. There is no timeline on when the loyalty merger is expected to take place, but Ballotti said the first step in the process will be to confirm the statuses of all La Quinta Returns members and ensure they receive the same level of status at Wyndham Rewards. After that, the migration will begin.

“La Quinta will enjoy everything that comes along with the benefits of scale,” Bal-lotti said. “When you combine two excellent loyalty programs, it will drive more benefits to owners directly. Our tech distribution platform will also be a big impact for owners as we move forward.”

Ballotti clarified that La Quinta employ-ees will become employees of Wyndham Worldwide, without any major changes. “We will honor them with all the benefits of what a larger company can provide, and expand our management network to all associates,” he said.

SMALLER WORLDMergers and acquisitions in the hospitality space have been rampant of late, especially in the midscale and economy spaces. Be-yond the Wyndham deal, Choice Hotels International acquired extended-stay brand WoodSpring Suites for $231 million in the middle of December.

Choice’s and Wyndham’s acquisitions are comparable in that they were made to further establish themselves in segments both companies are already firmly planted in—extended-stay for Choice, midscale for Wyndham. Both companies are confident in the performance of these segments in 2018.

Wall Street, meanwhile, rewards the big getting bigger. “In our opinion, scale contin-ues to increase in importance for manage-ment teams as they drive value for customers, developers and owners,” Michael Bellisario, senior research analyst at financial services firm RW Baird, wrote in a note.

“The global brand companies are squarely focused on new unit growth and increased distribution, which can be achieved much faster via external growth (although at a substantial cost).”

“For midscale and upper-midscale, there is a reason why you see developers racing to build in these segments and a reason you see guests flocking to the segment for its price point and value,” Cline said. “It’s a very at-tractive space to be in right now.”

Cline also said the deal with Wyndham makes sense on a cultural level, not just as a means to increase distribution for a larger company.

“There is a real opportunity here with the way our cultures fit together,” Cline said. “It matters who you work with and the organiza-tion you are a part of.” HM

HOTELMANAGEMENT.NET | February 2018

Stay CuriousMake a statement with a

franchise that caters to the creative and inquisitive.

We are a new kind of hotel experience.

Most properties are independently owned and operated. © 2018 Red Lion Hotels Franchising, Inc.

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NEWS 7

Wyndham gets its brand with La Quinta buy

The La Quinta Inn & Suites College Station South in Texas, pictured above, features the Del Sol design. La Quinta is expected to relocate its headquarters to Dallas once Wyndham’s acquisition of it closes.

BY ELAINE YETZER SIMON@EYSIMON

Free breakfast and complimenta-ry evening receptions tradition-ally are more about increasing occupancy than making money for a hotel. But Hilton’s Embassy Suites brand is trying to turn that idea on its head with its new food-and-beverage program.

The brand’s new offerings are Brickstones Kitchen & Bar, a contemporary full-service restaurant developed for new hotels using the Design Option III prototype, and E’Terie Bar & Grill and Food to Go, a fast-casual concept with a menu of light bites that will be featured at legacy hotels.

Alan Roberts, global head of Embassy Suites by Hilton, said it’s critical that the brand get this right because there are so many other options competing for guests.

“If we can get them to start their evenings in our evening reception event and stick around with us, maybe even buy an ap-petizer or upgrade their cocktail, make a little bit of money, we change the concept of what has traditionally been the compli-mentary evening reception,” he said. “For our owners, they think of it as a cost center; we’re chang-ing it to a revenue opportunity. It’s a win-win because we’ve got a revenue opportunity for our owners and we’ve got a better customer experience for our guests, so everybody’s happy.”

ATRIUM REVAMPE’Terie Bar & Grill prom-ises fresh, quality meals in an environment that encourages socialization, while E’Terie Food to Go will address the needs of guests seeking grab-and-go op-tions.

Eliminating the traditional, full-service dining experience, the new fast-casual concept will offer lunch and dinner service, complementing the brand’s evening reception with a menu of salads, sandwiches, snacks and entrees all available for purchase at the Atrium Bar. Food to Go will be located next to the front desk area and will be stocked with take-away options for guests on the move. E’Terie

menu items will also be available for in-suite dining.

Brickstones Kitchen & Bar’s à la carte salads, sandwiches and contemporary entrees are also available for dine-in, take-out and in-suite dining. Like E’Terie, Brickstones employs a bar-centric approach to serve American dishes that are unique without being over the top.

Moreover, the concept provides owners with the ease of having one venue that can seamlessly transition from the

morning’s complimentary, cooked-to-order breakfast to an à la carte grill experience for lunch and dinner.

Both options transform the Atrium Bar into the hub for all ordering and foodservice, creat-ing a more streamlined staffing model for owners. E’Terie lever-ages the existing infrastructure at Embassy Suites’ hotels, such as the displays utilized during the made-to-order breakfast and the main kitchen, making it cost-efficient to implement

and easy to incorporate into legacy properties.

Roberts said the previous set-up of the evening reception, where those partaking in the free items sat on one side of the lobby and those who wanted a premium experience had to go to the pay bar on the other side of the lobby, did not make sense.

“Why between the hours of 5:30 and 7:30 do you have to go over here to have free [F&B] and then, if you want pay or a better experience, you have to go over

there and pay for it,” he said. “And, oh, by the way, our hotel teams are staffing both of those spaces and all that’s happening is the guests are moving from the comp bar to the pay bar when it’s over. But you have both of them staffed during the entire time. It just didn’t make a lot of sense to me.”

Now, through combining the two, it’s all about the choice, the convenience and the control, ac-cording to Roberts.

DEVELOPING THE IDEALRoberts said the brand is be-ing deliberate, innovative and methodical with the way it is approaching its future in F&B, and that means offering elements that are satisfying and rewarding for not just the guests, but for the owners from a cost perspective, as well.

“Starting with the concepts of Brickstones and E’Terie, we are developing what the ideal would be through those con-cepts, incorporating the ideal into the existing evening recep-tion element, and then carrying that thread through to what we want to do with breakfast to make sure that we are offering a holistic food-and-beverage expe-rience for our guests and for our owners,” he said. “The key for this is that we’re thinking about every element in this. We’re not just looking to fix breakfast or to fix evening reception or to offer a new food-and-beverage concept. We’re looking holisti-cally throughout, carrying that thread throughout the entire experience.”

Next on the agenda is re-vamping breakfast. “We’re prob-ably a year out from being able to really tell you exactly what that’s going to look like,” Roberts said. “But I can tell you we’re looking at it through the same lens that we looked at evening reception. There’s still going to be compli-mentary breakfast. The cook-to-order element is still going be a part of it. There’s going to be a buffet element as part of it.”

The goal, he said, is to figure out how to help the hotels “break the lines” during peak demand periods and eliminate the bottle-necks. HM

Embassy Suites’ F&B overhaul designed to boost revenue

Brickstones Kitchen & Bar is a contemporary full-service restaurant developed for new Embassy Suites hotels using the Design Option III prototype.

The E’Terie concept will offer lunch and dinner service with a menu of salads, sandwiches, snacks and entrées.



At first blush, Caesars Entertainment and Extended Stay America have nothing in com-mon. But Jonathan Halkyard, the new CEO of Extended Stay America and former CFO at Caesars, sees a commonality.

“Caesars has a few really huge units, while ESA is a large collection of relatively small units, but at the basic level, the customer ex-perience, from reservation to departure, isn’t that dissimilar,” Halkyard said.

When Halkyard transitioned from Cae-sars to COO of Extended Stay America, in 2013, he said he did so because he saw similarities with where Extended Stay Amer-ica was then and where Harrah’s Entertain-ment—the former moniker of what is now Caesars—was in the late 1990s. Specifically, he saw a segment failing to garner attention from capital markets and undervalued by the hospitality industry at large. But he also saw an underlying business model with opportu-nities for improvement, and that fascinated him.

Halkyard began his hospitality career with Harrah’s before being promoted to CFO of the company after its acquisition of Caesars and its subsequent name change. He held that position until 2012, when he began looking for new opportunities.

His message to the industry in 2018, how-ever, is that the challenges of operating and the metrics for success in hospitality have been boiled down to their most basic elements. As analytics sharpen pricing power and hotel operations become more refined and precise, Halkyard said success in the extended-stay space will hinge on a hotel’s ability to do the same thing well more than 20 million times a year, one booking at a time.

He also said that Extended Stay America is perfectly equipped to manage the complex-ity of such an offering.

“We are in a great spot to deliver a great experience because we are one company with one brand and national distribution,” Halkyard said.

SPLITTING FOCUSExtended Stay America’s singular brand focus has been one of its greatest assets in recent years when it comes to providing a consistent guest experience. In June 2017, the company revealed plans to launch a franchis-ing program, with the goal of commanding a portfolio of 70 percent owned-and-operated properties and 30 percent franchised. Halk-yard said the company was never opposed to the idea of franchising, and explained that ESA was simply not prepared to offer fran-chising, even a couple of years ago.

“We just completed the development of some core marketing capabilities that were absent and required for franchising,” he said. “A centralized call center, a loyalty pro-gram—we were putting those together from 2013 to 2016 and we had a lot on our plate. Now, I’m enthusiastic about our company’s ability to be a successful franchisor.”

Halkyard began the push for these fea-tures when he was working with previous ESA CEO Gerry Lopez, so as he steps into his new role as CEO, Halkyard said the plans are not likely to change any time soon. In fact, he said if anything there will be an acceleration in the effort to provide stronger franchise sales support.

In addition, ESA plans on selling roughly 150 hotels over a three-year period in order to improve its portfolio. Half of these hotels are expected to be sold by the end of 2018,

with 25 in the process of being sold in the first quarter of this year.

“We will continue to own hotels… and we won’t introduce capital improvements we wouldn’t be willing to invest in ourselves,” Halkyard said. “We’ll find out in the coming months how much real demand there is with franchisees.”

FEWER, BIGGER NAMESWhen discussing the challenges facing the extended-stay hotel space, Halkyard said Choice Hotels International’s acquisition of WoodSpring Suites may result in more com-petition depending on how Choice chooses to invest in the company, but he also said the acquisition serves as an endorsement of the segment.

“I have a lot of respect for both of those brands… there may be more competition for us on the franchise development side going forward, but we’re no slouch in that department. We have 625 hotels and a firm understanding of our segment and who we are, and we aren’t worried.”

This positivity colored Halkyard’s expec-tations for extended stay in 2018. He pointed to increased levels of construction in residen-tial, commercial and office environments, and he said ESA’s current business model and price point are calibrated to capture new bookings as a result.

“I can’t think of a better segment to be in right now than extended stay,” Halkyard said. “The challenge for us right now is get-ting the message out to our corporate cus-tomers. In the casino business, we did a lot of work to understand frequency and visitation, and we had a rich data set on that even years ago. Now, we have it in extended stay, and it’s time to put it to good use.” HM


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NEWS 9

New ESA CEO: Never been a better time to be in extended-stay space

Extended Stay America CEO Jonathan Halkyard says the greatest challenge in extended-stay hotels right now is simply getting the word out.

1Now into 2018, what are the crucial storylines you’ll be

watching in the hospitality space? For one, the Tax Cuts and Jobs

Act is generating considerable

optimism with anticipation that

a pro-growth environment will

stimulate economic expansion

and further increase demand

for hotel accommodations.

Given the daily leasing and

constant repricing of hotel

rooms, the sector represents a

well-positioned hedge for any

downside risk if the national

economy enters a period of

“overheating” characterized

by rising inflation and higher

interest rates.

Meanwhile, direct-booking

initiatives have resulted in the

lodging industry finally gaining

ground in shifting consumer

behavior toward brand.com

versus online travel agencies.

During the Great Recession,

the sector was shortsighted

and welcomed OTAs to place

heads in beds. This experiment

was costly and ceded control

of the industry’s most precious

commodity: guests. Look for

the lodging sector to continue to

push back on OTAs by investing

in technology that creates

seamless, friction-free booking.

2 The hotel industry is famously fragmented when it comes

to a single asset: one brand, one owner, one management company, one asset manager. What are the biggest challenges each one faces and what are their biggest opportunities? The biggest challenge for

brands is how to expand their

geographic footprints without

negatively impacting existing

same-brand properties. Their

biggest opportunity is enhancing

guest loyalty while improving

control of the booking process

and lowering reservation

acquisition costs.

The biggest challenge for

hotel owners is to increase

profits as evolving brand

standards that require

significant capital reinvestment

are implemented to maintain

competitiveness. Their biggest

opportunity is to vigilantly

track and measure results of

brand and/or management

contributions and charges.


management companies is

expense growth is outpacing

revenue growth and operators

must work harder to achieve

profit growth. Their biggest

opportunity is that revenue

management continues to grow

in importance and complexing

multiple assets within a

submarket can yield substantial

benefits.


hotel asset managers is to

balance ownership investment

objectives and returns within

the practical realities of a

hotel’s operation. Their biggest

opportunity is outlining profit

objectives and strategies so that

all parties’ interests are aligned

toward common goals.

3 There is an idea that brands and owners have an

antithetical relationship: what’s good for one is bad for another. For instance, brands love more supply because it means more fees; owners abhor new supply because it means more competition. What’s the best way the two should work together?Theoretically, brands and

owners should operate together

as a team. That said, motivations

of team members are driven by

compensation. Properly aligning

compensation is the only way

for brands and owners to work

together to achieve common

goals. As long as brands and

owners have different goals and

objectives, there will always be

tension or friction between the

parties.

4 You’ve been an outspoken voice against Airbnb and

particularly its vituperative attacks on the hotel industry of late. What’s the point you are making?I am a firm believer in a free

market. With that said, I believe

Airbnb has fought too vigorously

against being subjected to

a level playing field with the

lodging industry.

Airbnb’s claim of being a

champion of the middle class is

misleading and its publications—

from “The Hotel Industry

Agenda: Punish the middle

class” to “Airbnb: Fighting

hotel price-gouging, saving

millions for consumers”—are

disingenuous. Price-gouging

is not rampant in the lodging

sector and, to the best of my

knowledge, unlike the airline

industry, the lodging sector has

not been the recipient of class-

action lawsuits alleging [such].

Airbnb started as an online

marketplace founded by two

unemployed entrepreneurs who

seized upon an opportunity to

earn money by renting three

airbeds in their living space.

Today, a significant amount

of Airbnb’s activity, in cities

such as New York and San

Francisco, does not originate

from the listings of “regular

people” who are merely renting

out a spare room. Instead,

professional landlords are

removing multifamily stock from

local markets and providing

availability exclusively for

tourists and business travelers.

In some cases, landlords are

even evicting residential tenants

and jettisoning rent-controlled

housing to create Airbnb listing

opportunities.

Airbnb is a privately held

company that owns no real

estate, and serves as a broker/

agent that receives fees from

both guests and hosts. Sequoia

Capital and Greylock Partners,

the original financial backers of

Airbnb, are venture capital firms

whose fundamental ethos is to

earn monetary returns on their

investments. Achieving risk-

adjusted investment returns on

highly speculative ventures is

considered to be the American

dream and is commendable;

however, capitalist competition

is meant to be fair and balanced,

and the fact is Airbnb and its

hosts and users must comply

with state and local laws, codes

and regulations that apply to

traditional types of transient

lodging facilities.

5Technology continues to evolve and impact the guest

experience. That evolution obviously comes with a cost to owners. Does new technology improve the guest experience, and is it worth the cost?Investing in a wide range of

solutions that create immediate

and personal engagement is

critical to attracting and retaining

guests. In order to stay

competitive, implementation of

cutting-edge technologies is

not a choice, it is a must. HM

5 QUESTIONS WITH

Daniel LesserThe CEO of LW Hospitality Advisors tells us how he really feels about things


1 RLH Corporation opened the new Red

Lion Inn & Suites in Long Island City, N.Y. The 80-room hotel is located near the MOMA PS1 art museum, and is 15 minutes from LaGuardia Airport by subway.

2 The WoodSpring Suites Seattle

Redmond officially opened in Redmond, Wash. The four-story, 120-suite hotel was developed by West 77 Partners and is operated by WoodSpring Hotels Property Management. It is located minutes from Microsoft’s home campus.

3 Choice Hotels International opened

its 10th Sleep Inn and MainStay Suites dual-brand hotel, located at the St. Louis Airport. There are more than 70 dual-branded Sleep Inn and Mainstay Suites properties in the company’s pipeline throughout the U.S.

4 HRI Lodging teamed up with Hyatt Hotels

Corporation to open the Holston House hotel in downtown Nashville, Tenn. The property is part of Hyatt’s Unbound Collection portfolio, and is a 191-room hotel originally designed in 1929. It was redesigned by New York design firm Stonehill Taylor.

5 Best Western Hotels & Resorts’ SureStay

Hotel brand opened two new properties recently: the 41-room SureStay by Best Western Alice (Texas) and the 105-room SureStay Hotel by Best Western McPherson (Kan.).

NEWS BRIEFS5


Renovating and converting hotels is a proven way to take an asset upmarket and grow revenue.

It’s a strategy RLH Corporation is embracing, especially after its acquisition of Vantage Hospitality in 2016. The com-pany began combing through Vantage’s trove of economy hotels, looking for opportunities to convert assets to its newly relaunched Sig-nature and Signature Inn brands.

Amanda Marcello, VP of brand develop-ment at RLHC, said the company has identi-fied the Americas Best Value Inn brand as a source for conversions to Signature, which has been resuscitated to breathe new life into economy motels and hotels by fusing higher-level design and boutique sensibilities while retaining the price sensitivity and amenities of an upper-economy hotel.

“Coincidentally, many ABVI hotels are exterior-corridor motels and hotels, so they are a natural fit for what we want to do with Signature,” Marcello said. “Through Signature, we are reaching in a different direction with an economy product. We are giving more exposure to a product for people that would, based on price and value, prefer something more stylish.”

Bruce Ford, SVP and director of global business development at Lodging Economet-rics, said flipping brands within a hotel com-pany’s own umbrella has been a common strategy for years, but he suggested it may become more widespread. He pointed to the industry’s high level of supply and growing construction and labor costs as signs that it may build stream. However, he also said that RLHC’s acquisition of Vantage puts it in a unique position where it now has access to more than 1,000 ABVI properties alone for conversions.

“The Signature program is built around the renaissance of the motel concept; they want to make it cool again,” Ford said. “I’m sure there are some ABVI assets that, through strategic renovations, could ascend to that. Any responsible owner out there who

sees a path to charging $15 to $20 more per night in a market will jump to try to… make it work.”

TRADING PLACESConverting from within your own portfolio is not a simple task. Because ABVI was a collection of economy hotels looking for affiliation, the brand consists of a variety of different building types and configurations. This complicates the conversion process because these hotels are not all created equal.

RLHC also is considering independent hotels and motels for inclusion in Signature Inn, but the independent economy hotel market yields few attractive opportunities. Marcello said finding appropriate properties for Signature conversions is a challenge as the supply of exterior-corridor motels dwindles.

Additionally, as guest expectations con-tinue to rise, economy hotels are forced to grapple with a different challenge when con-sidering conversions. Marcello said that high-end markets, such as Chicago, San Francisco and New York City, record average rates that are markedly high for the economy segment, almost to the level of midscale hotels. For this reason, it is sometimes difficult for economy hotels to attract bookings due to how close their rates are to the next chain scale.

One company familiar with the search for conversion-ready hotels is Choice Hotels International. The company’s Quality Inn brand recently opened its 1,500th hotel in the U.S. Caragh McLaughlin, head of brand strategy for Quality, Clarion, Econo Lodge, Rodeway and Suburban Extended Stay at Choice, said the key to sustaining such a large number of conversions is through its value proposition and consistency, as well as the resources it offers to prospective operators.

“Choice offers extensive resources, from in-market support to help with conversion process to tools that assist with improving ongoing daily operations. When joining the system, owners also gain instant brand awareness,” McLaughlin said.

According to Ford, these resources are necessary to facilitate a conversion at the

economy level, where owners and operators often don’t have the resources to convert on their own. In the case of RLHC, it said it plans to open between 15 and 20 Signature Inn properties by 2019, and Marcello said key money is available for this first wave of conversions to ease them into the process. Reduced fees for the first year of operation are also on the bargaining table, as well as opening and transitional support.

ALL INWithin Best Western Hotels & Resorts, the primary brands targeted for interior conver-sions are the company’s core Best Western hotels, which are most often converted into Best Western Plus hotels. Plus hotels, coinci-dentally, are being converted into Best West-ern Premier properties, but until recently this wasn’t a priority. Roughly five years ago, Best Western Plus’ impetus was shifted to primar-ily facilitate new construction.

Ron Pohl, COO at Best Western Hotels & Resorts, said the current development climate has made new construction slightly less common due to increasing costs. Recent natural disasters and rising labor expenses lead Pohl to estimate that construction costs could rise 5 percent to 10 percent over the next few years.

“We are still targeting 60 percent for new construction with Best Western Plus, but we were initially targeting 80 to 90 percent,” Pohl said. “Over 50 percent of our new deals are still new construction, but when costs go up, rates go up. As long as the math works out for all parties involved, we will move forward with a plan, but it’s becoming more difficult to find.”

These factors will make for an interesting conversions market in 2018.

“Marriott and Starwood are already doing the same thing... with the Sheraton brand,” Ford said. “It’s an interesting question that owners have to ask themselves. Should Sheratons remain as they are, shift upmarket to Delta or convert to a Four Points? Some of this shift is merger-related, but not all of it.” HM

Conversions remain a proven play for 2018


Bring back to life the luster and feel of a golden era with Signature, a truly memorable stand-alone hotel in the midscale space.

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OWN 11

A rendering of the Signature Inn in Cocoa, Fla. Sheraton hotels could find a second life as a Delta hotel.

BY ZAK SELBERTHM COLUMNIST

Hotel underwriting hasn’t changed significantly since 2014. Depending

on the capital source, cash flow continues to be reasonably normalized and standard adjustments are made. Strong debt yields are applied, along

with loan-to-value ratios and other typical underwriting metrics. Despite this, 2018 may be the year some of the threats facing the hotel industry seep into underwriting standards.

COMPETITIVE NEW SUPPLYNew supply and Airbnb host supply will soon result in an

imbalance with roomnight demand. This will hurt occupancy first and pricing power second. From a financing standpoint, owners should show lenders strong data proving why their hotels will not be as hard hit as the national averages will be. Statistics should show that recent new supply has been

absorbed successfully or that a specific location is less impacted by macro cycles.

RISING INTEREST RATESRising short-term and long-term interest rates are likely in 2018. Hotel owners will benefit by watching rates closely and locking in long-term fixed-rate

financing when rates drop. Even during a macro trend environment of rising rates, there will be intermittent rate drops, and this is when borrowers must execute on prenegotiated rate-lock agreements.

UNDERWRITABLE FLOW For cyclical reasons, lenders are likely to tighten the screws further when it comes to analyzing historical cash flow. Owners must tell a story that explains historical cash flow trends and why they are sustainable. Lenders go on autopilot when it comes to underwriting models. But strongly supported explanations regarding the sustainability of recent cash flow increases can offset inflexible mindsets.

STRUCTURING FOR PIPS At all-time highs, property-improvement plan costs are hurting not only new development projects, but also the structuring of reserves for PIPs that are required during loan terms. Owners must address this before obtaining financing. They should extend franchise agreements or identify costs up front so that outrageous PIP reserve structures are not built into their loan agreements.

LENDER COMPETITIONLenders are in a tough spot. Amazon is killing retail and multifamily properties are typically financed by agencies. This leaves only office, industrial and hospitality assets as the three big “food groups” for many commercial real estate lenders. Owners must understand that this gives them leverage if they shop the market for lenders. Owners should contact banks, commercial-mortgage-backed-securities lenders, insurance companies and specialty lenders on every transaction they market. Lenders will compete for business when a deal is being marketed across varied capital sources. HM

We’re breaking ground with new designs unlike anything you’ve experienced in the midscale extended stay segment.

Throughout our new hotel you’ll find plenty of guest inspired improvements that add utility and enjoyment to an extended

stay. New features like our exclusive double-queen room design, afford a bit more privacy for double occupancy and

young families. Uniquely simple, and so much better.

If you like our new designs, you’ll love your potential for an attractive operating model. Extended Stay America has

mastered the art of high-occupancy, modest labor and low cost. Combine that with our franchisee friendly agreement,

and you have the right foundation from which to build a rewarding long term relationship with us.

Let’s Build a Great Future Together!

Contact us at:

phone: 980-498-4600

email: [email protected]

website: NewESA.com

ESA_HotelManagement_July2017_7878x95.pdf 1 7/24/2017 4:56:06 PM

Hotel underwriting standards could face challenges in 2018

Zak Selbert is founder of Vista Capital Company.

February 2018 | HOTELMANAGEMENT.NET12 ON FINANCE

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BY ROBERT MANDELBAUMHM COLUMNIST

The U.S. lodging industry is forecast to enjoy continued levels of record occupancy through 2019. If achieved, this will mark

a 10-year period of uninterrupted growth in this key industry metric, something U.S. hoteliers have never experienced in the past 86 years. Based on the December 2017 edition of Hotel Horizons, CBRE Hotels’ Americas Research is forecasting the annual average occupancy rate for U.S. hotels to be 65.9 percent in 2018 and essentially remain at this level through the end of the decade.

Given the encouraging signs concerning the domestic economy, continued increases in lodging demand and the measured growth in supply, occupancy levels are expected to remain at their peak in the years ahead. CBRE Research’s expectations for U.S. gross domestic product, employment and income growth for the next two years should support lodging demand growth of 2 percent or more per year, which slightly exceeds our expectations for the net increase in supply over this period. If we continue to see upgraded expectations for the economy, demand growth may exceed these expectations, and all industry participants will benefit as a result.

Looking toward 2018, it is important for owners and operators to understand their local market conditions because we continue to see great diversity among the performance of the 60 markets in our Hotel Horizons universe. For 2018, half of the markets are forecast to achieve real growth in revenue per available room, but seven will suffer actual nominal declines.

SUPPLY AND DEMANDSupply change continues to be a critical local market issue. Pipeline activity across the 60 markets we analyze is very polarized and is the major influencer of our forecasts for occupancy and average daily rate change. Fortunately for U.S. hoteliers, supply growth in several of these markets moderates beyond 2018.

Seattle, Nashville and Austin, Texas, are forecast to experience supply increases greater than 7 percent in 2018, most of which is entering in the urban core. Seattle (1,260-room Hyatt) and Austin (1,048-room Fairmont) are absorbing new convention hotels in their downtowns. In Nashville, half of the new supply will be opening in the central business district. Alternatively, the supply increases in Savannah, Ga., and New York consist of hotels that are fewer than 500 rooms and spread throughout their respective metro areas.

Least favorite among developers in 2018 are the hotel markets of Oahu, Hawaii; West Palm Beach, Fla.; Richmond, Va.; and Oakland, Calif. The lodging supply in these markets are projected to grow by less than 1 percent.

The Louisville, Ky., market is forecast to enjoy the greatest percentage increase in demand during 2018. After two years of renovation

and expansion, the Kentucky International Convention Center will reopen in 2018, along with a new 600-room Omni Hotel. Fortunately for hoteliers in New York, Seattle, Austin and Nashville, a lot of the new supply will be filled by new demand. These markets are projected to enjoy demand growth greater than 5 percent in 2018.

The Richmond and West Palm Beach markets are forecast to achieve lodging demand growth less than 0.5 percent in 2018, but new supply additions are also limited. Demand growth in the two Disney markets (Anaheim, Calif., and Orlando) is also forecast to be minimal, but market occupancies in these cities will remain above 75 percent.

OCCUPANCY AND ADRSeventy percent (42) of the 60 Hotel Horizons markets are forecast to suffer declines in occupancy in 2018. It is important to note, however, that demand is expected to rise in all these markets. Therefore, it is the superior growth in supply that is causing the declines in occupancy. It is also noteworthy that the average occupancy level for the 42 Horizons markets forecast to experience a decline in occupancy will achieve an aggregate occupancy level of 71.4 percent. This is greater than the aggregate occupancy (70.8 percent) for the Horizons markets that will enjoy a rise in occupancy this year.

The greatest increase in occupancy (2.9 percent) during 2018 is forecast for the hotels in Louisville. As noted before, this market will enjoy the benefits of a newly expanded convention center. Hotels in Tucson, Ariz.; San Antonio; Chicago; and Columbus, Ohio, are also forecast to achieve relatively strong occupancy gains driven by demand growth of 2.8 percent or more.

The significant declines in occupancy forecast for Savannah, Seattle, Nashville and Dallas can all be attributed to supply increases greater than 6 percent. Hotels in Houston will not be able to sustain the occupancy boost attributable to Hurricane Harvey in 2017.

Given occupancy levels above the long-run average in most markets, 47 of the Hotel Horizons markets are forecast to enjoy an ADR increase in excess of the projected 1.9-percent rate of inflation. Real ADR growth in the face of declining occupancy speaks to the strength of most U.S. lodging markets.

Despite the significant increase in new competition, hoteliers in Nashville are forecast to benefit from a 4.6-percent increase in ADR during 2018. Also enjoying strong increases in ADR will be Sacramento, Calif.; Jacksonville, Fla.; Salt Lake City and Richmond. HM

Steady U.S. lodging expectations to continue into 2018 and beyond

Robert Mandelbaum is director of research information services for CBRE Hotels’ Americas Research. He is located in the firm’s Atlanta office. To learn more about the Hotel Horizons forecast reports for 60 markets in the United States, please visit pip.cbrehotels.com, or call (855) 223-1200.

February 2018 | HOTELMANAGEMENT.NET14 TRENDS & STATS

Seattle

Nashville

Austin, Texas

Savannah, Ga.

New York

National Avg.

Norfolk-Va. Beach, Va.

Oakland, Calif.

Richmond, Va.

West Palm Beach, Fla.

Oahu, Hawaii

Louisville, Ky.

New York

Seattle

Austin, Texas

Nashville

National Avg.

Anaheim, Calif.

Orlando

West Palm Beach, Fla.

Richmond, Va.

Albuquerque, N.M.

Source: CBRE Hotels’ Americas Research, December 2017-February 2018 Hotel Horizons Forecast


0.0% 2.0% 4.0% 6.0% 8.0% 10.0%

0.0% 2.0% 4.0% 6.0% 8.0% 10.0%

SUPPLY

DEMAND

8.6%

7.7%

7.2%

6.5%

6.4%

2.0%

0.7%

0.4%

0.3%

1.1%

0.8%

7.8%

6.2%

6.1%

5.5%

5.2%

2.0%

0.2%

0.1%

0.0%

0.5%

0.4%

Louisville, Ky.

Oahu, Hawaii

Tucson, Ariz.

San Antonio

Chicago/Columbus

National Avg.

Houston/Indianapolis

Dallas

Nashville

Seattle

Savannah, Ga.


-4.0% -2.0% 0.0% 2.0% 4.0%

0.7%

0.0%

1.0%

1.5%

2.1%

2.9%

-2.3%

-2.3%

-2.1%

-2.1%

-3.4% OCCUPANCY

Sacramento, Calif.

Nashville

Jacksonville, Fla.

Salt Lake City

Richmond, Va.

National Avg.

Seattle/Omaha, Neb.

Pittsburgh

New Orleans

Houston

New York


-3.0% 0.0% 3.0% 6.0%

ADR

5.0%

4.6%

4.5%

4.4%

4.1%

2.5%

1.0%

1.0%

0.8%

-0.4%

-1.0%

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February 2018 | HOTELMANAGEMENT.NET16 ONE-ON-ONE

BY DAVID EISEN@DAVIDEISEN3

T here is something rather dejecting about a Bosto-nian who has lost his accent; the non-rhotic dic-tion a captivating curiosity to many a non-New

Englander. Keith Barr, who became CEO of InterCon-tinental Hotels Group last July, falls into this category: a Boston native, Barr once dropped his Rs with the best of them.

No more; not after a career filled with stops far and wide, from San Diego to Sydney to Shanghai. Barr’s ac-cent now is a self-described mélange: one part European with some Australian mixed in for good measure. His elocution should suit him well in IHG’s Denham, UK, headquarters, where he presides over the company’s 5,300 hotels and 13 brands.

Barr’s career in hospitality stretches more than 25 years, 17 of which have been with IHG, where he has worn a range of hats, from CEO of IHG’s Greater China business to chief commercial officer, and, as noted, lived

throughout the world. His role now might provide the permanency that has eluded him and his wife. “We’ve moved so many times, we realized at one point, when we were into our fourth year in China, it was the longest place we had lived in our adult life since we left univer-sity,” Barr said.

The peripatetic lifestyle has rewarded him; in a sense, Barr has been groomed for the top job. Before joining IHG, Barr held senior posi-tions with U.S. management company Bristol Hotels and Resorts, which, in a serendipitous stroke, was acquired by IHG in 2000. In 2004, Barr left the U.S. and moved to Australia, coaxed, in part, by IHG’s CEO at the time. “I made that move be-cause he was really focused on my professional develop-ment and told me, ‘If you ever really want to be a leader in this company, you have to work internationally; you need to understand the breadth and the scope of this business,’” Barr said. That advice had a cascading effect on Barr, who subsequently moved to positions through-out the South Pacific and Asia, and into Greater China.

Now CEO, Barr admits it can be lonely at the top. “I had really been in the thick of it,” Barr said, referring to his previous positions. “You step into the chief executive role and recognize you’re one step removed from what’s happening a bit more.”

To deal with that disconnect, Barr turned to his predecessor, Richard Solomons. “He and I have worked so closely together that it was a bit of a passing of the baton,” he said. Solomons’ advice: Pick and choose your spots. “Many decisions will benefit from some level of your involvement, but you have to figure out which ones to get involved in; there are certain things that only you as

the CEO can do—make sure you recognize those,” Barr paraphrased Solomons.

While more than 5,000 hotels open globally is noth-ing to sneeze at, Barr recognizes that the company needs to grow faster than it is, as generating fees and building scale have never been more important. Around 75 percent of IHG’s business is in the Americas and China: “How do I make sure that we win Australia? How do I make sure that we win in southern Asia, in the Middle East, in Europe? It’s really been very focused on that,” Barr said.

He has instituted structural changes to achieve his goal, including hiring a new CMO and combining the commercial and technology organizations, which previ-ously operated separately. The company also launched

a new midscale brand in Avid Hotels and, after a slow start, is expanding the international footprint of Kimpton Hotels & Restaurants, with signings in Bali, Paris and Shanghai and “working on London, right now,” Barr said. In a monumental move, and a process that began six years ago, IHG this year will officially sun-

set Holidex, its decades-old central-reservations system, replacing it with a new cloud-based system that, as Barr put it, removes barriers and frustration.

Its core flagship brands, Holiday Inn and Holiday Inn Express, continue their ramp-up in China, where IHG currently has more than 300 hotels. In late 2017, IHG extended its franchise model in China for Holiday Inn and Crowne Plaza. “The model’s working for us, like I had projected it would 10 years ago. It would be a bit embarrassing if it didn’t,” Barr said.

Executing and growing, Barr said, is one way to stave off a trend that is becoming all too common in the hotel industry: mergers and acquisitions. IHG has been the subject of speculation, and while CEOs rarely comment on rumor, Barr is not deaf to it.

“Any public company is for sale at the right price,” he said. “That’s just a reality. The best way to make sure that you don’t get bought is to keep performing better. The better we do our job, the more security that we’re going to stay independent. Our multiple is at an all-time high.” HM

IHG’s

KEITH BARRYears spent working and living in varied destinations has given this CEO the expertise and perspective needed to run a global organization

■➔ INTERCONTINENTAL HOTELS GROUPHeadquarters: Denham, Buckinghamshire, United

Kingdom

Structure: Operator, franchisor

Portfolio: 5,300 hotels globally; 13 brands

Website: www.ihg.com

ONE– ON–ONE

The Kimpton Seafire Resort + Spa in the Cayman Islands opened in November 2016.

Restrictions apply. Actual speeds vary. © 2018 Comcast. All rights reserved.

You always go the extra mile. And the mile after that.And the one after that.

And Comcast Business is right there with you – delivering consistent, high-performing bandwidth to properties throughout your hotel chain.

Providing power for connected rooms, streaming entertainment, virtual concierges, and all the opportunities that digital transformation is bringing to hospitality.

And ensuring that today’s number one guest expectation –a reliable and fast Internet connection – is checked off.

Fast, guest-friendly connections everywhere.

That’s how you outmaneuver.

comcastbusiness.com/hospitality

CAN YOURNETWORK SAY

THE SAME?

HOW FAR WOULD YOU GO FOR YOUR GUESTS?

February 2018 | HOTELMANAGEMENT.NET18 GM LOOK

BY JENA TESSE FOX@JENAFOX

Anne Legrand, who has managed the St. Pancras Renaissance Hotel in London since June 2016, never had a formal education in hospitality. In-

stead, she learned by doing, finding different opportuni-ties to grow at hotels in France and England.

While studying for her master’s degree in business administration and management at the Institut Supérieur de Gestion in Paris, Legrand found two possible intern-

ships that she could take in the U.S. One was for a law firm; the other was in the Atlanta Marriott Northwest’s marketing department. She opted for the latter, and never looked back.

“I just loved it,” she said of her time at the hotel. She spent her internship in several departments, finding a good fit on the operations side. “I decided, after finishing my studies, that I wanted to try the hotel industry.” After working as the director of sales for the Hilton Paris, she returned to Marriott, helping to open the Paris Marriott Champs Elysees in 1997 as the hotel’s director of sales and marketing.

By 2002, Legrand was the GM at the Courtyard by Marriott Paris Neuilly, and jumped around to different brands within the company’s French portfolio, leading the Renaissance Paris Vendôme, the Paris Marriott Champs Elysees (this time as GM) and the Renaissance Paris Le Parc Trocadero. In 2016, she crossed the channel to take over the St. Pancras Renaissance London, and has remained there since.

“The reason I liked the hospitality industry from the beginning is because of its diversity,” Legrand said, say-ing that “diversity” can apply to the people involved, the kinds of jobs that are available and the many career paths people in the industry can consider. “Even if you don’t have a degree, there are still opportunities; even now, if you work hard and are open to different things,” she said. “You do your [job], whether it’s running a hotel or work-ing in HR or housekeeping or whatever, but you have the opportunity to be exposed to much more than that.”

Working in hospitality encourages not only commu-nity involvement, Legrand said, but involvement in edu-cation and working with a wide range of associates. “This is still a key component and pillar for our company,” she said. “It’s really nice to see.”

Legrand has seen plenty of changes in the industry over the past two decades, but the biggest disruptor in hospitality, she believes, is technology. “We’re more at-tached to our phones and iPads and laptops than we were in 2002,” she said. “We didn’t have all of those things. Technology in our jobs has made quite a change, but it also provides different services to guests, to hotels, to associates.” While technology is an ever-growing part of the business, she said, it’s just one part of the overall trend of innovation, which she said is vital “to maintain loyalty and to motivate associates and make sure we focus on all generations, definitely Gen X and Y, and Z is now at the

door, whether it’s to work or stay.” Another notable change is the growing number of

women in the business. “Definitely, more opportuni-ties have been given to women over the years,” Legrand said, saying that this increase is putting more pressure on women to find a balance between career obligations and family responsibilities. “Try to find the balance in having time at home with your family,” she suggested. “Having a family is part of that balance.” Beyond that, she added, exercising and taking personal time off is also important to remain balanced—“even though you have to keep an eye on what’s happening in the business,” she said. HM

■➔ ADVICE: Be passionate. Think ahead and think outside

of the box. Be open to new projects that you can take on.

Be close to your people and also close to the community.

I don’t just focus on my property but look at what’s out

there to be sure that we’re on top of everything.

Challenge: Probably one of the hardest was to try and

make sure over the years that I found a life balance.

Solution: It’s important to have quality time. Sometimes

the quantity might not be there, but quality time [is],

certainly, and time with the family but also time to

yourself. For me, this is important.

ANNE LEGRAND

ST. PANCRAS RENAISSANCE HOTEL LONDON Opening year: 2011 | Number of guestrooms: 283 | Owner: Manhattan Loft Corporation | Management Company: Marriott International

GENERAL MANAGER ST. PANCRAS RENAISSANCE HOTEL, LONDON

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February 2018 | HOTELMANAGEMENT.NET20 IN YOUR SHOES


A bout 30 minutes by train from New York City, the Wilshire Grand Hotel is an independent property with plenty of boutique charm. On this

day, it was somewhat darker than normal due to limited power, but the hotel team made the best of a tough situ-ation.

10 A.M. - 11 A.M. | FRONT DESK IN THE SHOES OF: MARIO CAJAS, FRONT-DESK SUPERVISORSome elements of the guest check-in experience were not available due to the outage. However, with front-desk supervisor Mario Cajas guiding me through, I filled out the (virtual) form for a reservation and learned how the teams use codes to keep track of what guest is with what company, who is booking through an online travel agency, who is there for an event and what price has been promised.

With that completed, when a guest arrived, the team walked me through the process of checking him in, run-ning a credit card and making a set of keycards.

11 A.M. - 1 P.M. | SALES AND MARKETINGIN THE SHOES OF: VARIOUS SALES AND MARKETING STAFFNelsey Payano-Diaz, director of social sales, focuses on bringing bridal parties to the hotel. While their main system was down, Payano-Diaz showed me how she takes reservations and fills out forms for incoming groups, including the agreed-upon group rate and any special requests.

Reservations manager Amanda Perez oversees all of the incoming reservations and adjusts the rates as needed, for OTAs and traditional bookings alike. For groups, she schedules transportation with either the hotel’s own vans or with local shuttle companies, making sure that the right car is there for the right people at the right time. At her desk, I filled out a reservation form for a guest from Booking.com, making sure the rate was accurate across all fields.

Larry Benus, director of corporate sales at the hotel, is a former GM himself, and maintains relations with local businesses to keep their employees coming through the hotel’s doors.

(This involves maintaining preferential rates with the businesses and putting in special requests for these guests at the regular group huddles.)

With Benus, I looked over numbers from this year compared to last year, and we determined how the cor-porate bookings are affecting the property’s revenue.

1 P.M. - 1:30 P.M. | IN THE KITCHEN IN THE SHOES OF: TRAVIS WEISS, DIRECTOR OF CATERING SERVICESWith limited features available, I chopped some carrots and potatoes, learning how to properly hold a knife and how to quickly julienne peppers.

Executive Chef Donald Roe showed me the kitchen’s industrial-sized refrigerator (which was, fortunately, hooked up to the generator) and explained how the team prepares certain dishes to a certain point, and then keeps them on ice (metaphorically and literally) until they’re ready to cook.

2 P.M. - 4 P.M. | HOUSEKEEPING & MAINTENANCE IN THE SHOES OF: MARIBEL RODRIGUEZ, HOUSEKEEPERHousekeeper Maribel Rodriguez guided me through her cleaning routine in each guestroom. Starting in the bathroom, we cleaned the tub, then the toilet, then the vanity, making sure the tissue dispensers had little paper flowers, the washcloths were folded into fans and the toilet roll was sealed with a sticker.

We then stripped the bed and Rodriguez showed me how quickly she can remake it: two sheets, a blanket, a top sheet, fold down the sheets at the head of the bed, tuck the corners in at the head, tuck the sheets in along each side, tuck in at the foot, fold the corners in, put the bed scarf back on, run a broomhandle over everything to make sure that there are no wrinkles.

When Rodriguez finishes a room, she leaves all the bureau drawers—and the coffeemaker—open so Maritza Alarcon, executive housekeeper, can conduct her inspec-tion, the final step before the team opens the room up for the next guest. I followed Alarcon’s mile-long list of steps for inspecting a guestroom’s cleanliness. She follows this list for each of the hotel’s 84 guestrooms every day in just a few hours, so there’s no time for delays.

Seymour Swan handles maintenance at the hotel, and brought me to a guestroom to show how he fixes prob-lems across the hotel. He knows at a glance what kind of bulb fits into what kind of lighting fixture, and has buckets of paint in the maintenance closet tagged for each of the hotel’s areas for quick touchups so that he knows exactly what is needed for each request. We swapped out a bathtub stopper and made sure that everything worked correctly before disappearing again.

A few days after the visit, Reagoso emailed to let me know that the hotel’s power was finally restored that night at 7 p.m.—one hour before a 250-person banquet was scheduled to start. HM

CHALLENGE

WILSHIRE GRAND HOTEL, WEST ORANGE, N.J.

No power? No problem for these hospitality experts

ONLINE EXTRA: FOR A MORE IN-DEPTH ACCOUNT, VISIT HOTELMANAGEMENT.NET

WE’RE UP TO THE CHALLENGE.ARE YOU?If you’d like one of our Hotel Management editors

to spend the day in your shoes, please let us know

by emailing our managing editor, Elaine Simon,

at [email protected]. One condition: Your

hotel must be located in the New York metro or

Cleveland areas, where our editors are located.

We look forward to hearing from you and jumping

into your shoes!

Mario Cajas, front-desk supervisor, guided me through the process of making a reservation at the front desk.

Some of the team members at the Wilshire Grand, and one very exhausted “intern.”

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February 2018 | HOTELMANAGEMENT.NET22 SPECIAL REPORT

2018 HOTEL MANAGEMENT SURVEY

TOP HOTEL BRANDSBrandWebsite

Parent company

Segment ContactContact email

U.S. properties

open

U.S. guestrooms

open

Properties under

development in the U.S.

Guestrooms under


U.S. occupancy

(%)

U.S. ADR ($)

U.S. RevPAR

($)

Brand type (1)

AC Hotels by Marriottwww.achotels.marriott.com

Marriott International

Upscale 301-380-3200 25 4,423 NA NA NA NA NA F

Aloft Hotelswww.alofthotels.com



Americas Best Value Innwww.franchise.redlion.com/americas-best-value-inn

RLH Corporation Economy Roger [email protected]

837 45,566 31 1,425 NA NA NA F

AmericInnwww.americinn.com

Wyndham Hotel Group

Midscale Chip [email protected]

202 11,800 NA NA NA NA NA F

Andazwww.andaz.hyatt.com

Hyatt Hotels Corporation

Luxury Sian Martin [email protected]

8 1,629 NA NA 82.1 330.92 271.62 F

Ascend Hotel Collectionwww.choicehotelsdevelopment.com

Choice Hotels International

Upscale Keith [email protected]

140 11,062 62 5,538 65.80 134.03 88.25 S

Autograph Collectionwww.autograph-hotels.marriott.com


Upper Upscale

301-380-3200 71 15,776 NA NA NA NA NA S

Baymont Inn & Suiteswww.baymontinns.com

Wyndham Hotel Group


455 35,770 NA NA 55.7 72.78 40.52 F

Best Western Hotels & Resortswww.bestwestern.com

Best Western Hotels & Resorts

Upper Midscale

David [email protected]

1,828 153,389 228 17,985 NA NA NA F

Budget Host Innwww.budgethost.com

Budget Host International

Economy Lisa [email protected]

141 5,146 3 126 NA NA NA F

Cambria hotels & suiteswww.cambriadevelopment.com


Upscale Mark [email protected]

31 4,160 74 10,606 76.40 166.05 126.88 F

Candlewood Suiteswww.candlewoodsuites.com

IHG (InterContinental Hotels Group)

Midscale Joel [email protected]

369 34,725 107 9,614 NA NA NA F

Canopy by Hiltonwww.canopybyhilton.com

Hilton Upper Upscale

Matt [email protected]

0 0 22 3,717 NA NA NA F

Centerstone Inns, Hotels & Plaza Hotelswww.centerstonehotels.com

Vimana Franchise Systems

Upper Midscale

Amanda [email protected]

14 710 3 392 NA NA NA F

Clarionwww.choicehotelsdevelopment.com


Upper Midscale

Tom [email protected]

160 21,267 20 2,322 56.60 93.17 52.71 F

Comfort Innwww.choicehotelsdevelopment.com


Upper Midscale

Brian [email protected]

1,083 84,427 150 11,932 65.1 (2) 95.93 (2)

62.4 (2) F

Comfort Suiteswww.choicehotelsdevelopment.com


Upper Midscale

Brian [email protected]

566 43,857 115 9,603 65.1 (2) 95.93 (2)

62.4 (2) F

Conrad Hotels and Resortswww.conradhotels.com

Hilton Luxury Greg [email protected]

5 1,606 1 360 NA NA NA F

Country Hearth Inn & Suiteswww.franchise.redlion.com/country-hearth

RLH Corporation Economy Aaron [email protected]

43 2,335 1 112 NA NA NA F

Country Inns & Suites By Carlsonwww.countryinns.com

Carlson Rezidor Hotel Group

Upper Midscale

Terry [email protected]

456 36,800 51 4,359 NA NA NA F

Courtyardwww.courtyard.marriott.com



Crowne Plaza Hotels & Resortswww.crowneplaza.com


Upscale Joel [email protected]

127 35,665 9 2,280 NA NA NA F

Curio Collection by Hiltonwww.curiocollection.com

Hilton Upper Upscale


29 7,642 25 4,972 NA NA NA F

Days Innwww.daysinn.com

Wyndham Hotel Group

Economy Chip [email protected]

1,501 113,022 NA NA 53.9 72.94 39.32 F

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BrandWebsite

Parent company


U.S. properties

open

U.S. guestrooms

open

Properties under


Guestrooms under


U.S. occupancy

(%)

U.S. ADR ($)

U.S. RevPAR

($)

Brand type (1)

Delta Hotelswww.deltahotels.marriott.com


Upper Upscale

301-380-3200 10 2,198 NA NA NA NA NA F

Dolce Hotels & Resortswww.dolce.com

Wyndham Hotel Group

Upscale Chip Ohlsson [email protected]

12 3,393 NA NA NA NA NA NA

DoubleTree by Hiltonwww.doubletreebyhilton.com

Hilton Upscale Matt [email protected]

337 83,470 32 5,808 NA NA NA F

Downtowner Innswww.hifranchise.com

Hospitality International

Economy Jim [email protected]

3 112 2 78 NA NA NA F

Econo Lodgewww.choicehotelsdevelopment.com


Economy Tom [email protected]

839 51,322 27 1,636 51.20 66.07 33.81 F

Editionwww.editionhotels.com


Luxury 301-380-3200 3 592 NA NA NA NA NA NA

Elementwww.elementhotels.com



Embassy Suites by Hiltonwww.embassysuites.com


230 53,732 39 7,995 NA NA NA F

EVEN Hotelswww.evenhotels.com



6 1,010 6 775 NA NA NA F

Extended Stay Americawww.esa.com

Extended Stay America

Midscale Angela [email protected]

625 68,000 NA NA 75 66.02 49.36 F

Fairfield Inn & Suiteswww.fairfield.marriott.com


Upper Midscale

301-380-3200 855 78,512 NA NA NA NA NA F

Four Pointswww.fourpoints.com



Gaylord Hotelswww.marriott.com/gaylord-hotels/travel.mi


Upper Upscale

301-380-3200 5 8,108 NA NA NA NA NA NA

Graduate Hotelswww.graduatehotels.com

AJ Capital Partners

Upscale Timothy G. [email protected]

9 1,387 10 1,961 NA NA NA NA

Grand Hyattwww.grand.hyatt.com



11 8,242 NA NA 79 221.39 174.94 F

GrandStay Hotelswww.grandstayhospitality.com

GrandStay Hospitality

Upper Midscale

Jon [email protected]

30 1,696 10 500 64 103 67 F

GuestHousewww.franchise.redlion.com/guesthouse


29 2,212 2 248 NA NA NA F

Hampton by Hiltonwww.hamptonbyhilton.com

Hilton Midscale Matt [email protected]

2,126 208,641 321 34,323 NA NA NA F

Hawthorn Suites by Wyndhamwww.hawthorn.com

Wyndham Hotel Group


103 10,040 NA NA 68 85.2 57.94 F

Hilton Garden Innwww.hiltongardeninn.com

Hilton Upper Midscale


626 86,407 138 18,758 NA NA NA F

Hilton Hotels and Resortswww.hilton.com



244 101,894 11 3,374 NA NA NA F

Holiday Inn Expresswww.holidayinnexpress.com


Upper Midscale

Joel [email protected]

2,023 176,827 475 44,061 NA NA NA F

Holiday Inn Hotels & Resorts www.holidayinn.com


Upper Midscale


595 101,491 114 14,649 NA NA NA F

Home2 Suites by Hiltonwww.home2suitesbyhilton.com



176 18,139 357 37,384 NA NA NA F

Homewood Suites by Hiltonwww.homewoodsuitesbyhilton.com


421 47,840 110 12,613 NA NA NA F

Hotel Indigowww.hotelindigo.com


Upper Upscale


47 6,336 32 3,884 NA NA NA F

Hotel RLwww.franchise.redlion.com/rlhc-hotel-rl

RLH Corporation Upper Midscale

Paul [email protected]

7 1,395 5 806 NA NA NA F

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BrandWebsite

Parent company


U.S. properties

open

U.S. guestrooms

open

Properties under


Guestrooms under


U.S. occupancy

(%)

U.S. ADR ($)

U.S. RevPAR

($)

Brand type (1)

Hotel ZaZawww.hotelzaza.com

Z Resorts Management

Luxury Benji [email protected]

2 482 2 319 NA A NA S

Howard Johnsonwww.hojo.com

Wyndham Hotel Group


215 17,220 NA NA 56.2 78.8 44.32 F

Hyattwww.hyatthotels.hyatt.com


Upper Upscale

Sian Martin [email protected]

9 1,681 NA NA 73.3 172.22 126.3 F

Hyatt Centricwww.centric.hyatt.com


Upper Upscale


13 3,027 NA NA 87.7 226.84 198.94 F

Hyatt Housewww.house.hyatt.com


Upscale Sian Martin [email protected]

76 10,970 NA NA 85 154.12 131.03 F

Hyatt Placewww.place.hyatt.com



257 35,019 NA NA 81.4 130.89 106.55 F

Hyatt Regencywww.regency.hyatt.com


Upper Upscale


96 51,353 NA NA 75.5 173.88 131.35 F

Hyatt Zilarawww.allinclusive.hyatt.com



0 0 NA NA NA NA NA F

Hyatt Zivawww.allinclusive.hyatt.com




InterContinental Alliance Resortswww.intercontinental.com


Luxury Joel [email protected]

2 6,986 0 0 NA NA NA S

InterContinental Hotels & Resortswww.intercontinental.com


Luxury Joel [email protected]

21 9,242 6 1,742 NA NA NA F

Jameson Innwww.redlion.com/jameson-inn

RLH Corporation Midscale Roger [email protected]

17 965 0 0 NA NA NA F

JW Marriottwww.jwmarriott.com


Luxury 301-380-3200 24 13,913 NA NA NA NA NA F

Key West Inns, Hotels & Resortswww.staykeywesthotels.com

Vimana Franchise Systems

Economy Amanda [email protected]

27 1,004 2 270 NA NA NA F

Knights Innwww.knightsinn.com

Wyndham Hotel Group


336 21,279 NA NA 47.7 51.35 24.48 F

La Quinta Inns & Suiteswww.lq.com

La Quinta Holdings

Upper Midscale

David [email protected]

891 86,210 226 21,000 NA NA NA F

Le Meridienwww.lemeridien.com


Upper Upscale

301-380-3200 19 4,648 NA NA NA NA NA F

Lexingtonwww.redlion.com/lexingtonhotels

RLH Corporation Midscale Paul [email protected]

22 1,904 2 194 NA NA NA F

LivINN Hotelswww.livinn.com

Midscale Wayne [email protected]

4 503 0 0 76.85 67.32 51.88 S

The Luxury Collectionwww.luxurycollection.com


Luxury 301-380-3200 15 4,276 NA NA NA NA NA S

M Star Hotelswww.magnusonhotels.com

Magnuson Worldwide

Economy Thomas [email protected]

34 2,343 NA NA 64 59 37 F

Magnuson Grand Hotelswww.magnusonhotels.com

Magnuson Worldwide

Upper Midscale

Thomas [email protected]

20 1,694 NA NA 65 110 71 F

Magnuson Hotelswww.magnusonhotels.com

Magnuson Worldwide

Midscale Thomas [email protected]

121 8,937 NA NA 65 77 51 F

Magnuson Independent Hotelswww.magnusonhotels.com

Magnuson Worldwide

Midscale Thomas [email protected]

1,099 90,332 NA NA 63 68 43 S

MainStay Suiteswww.choicehotelsdevelopment.com


Midscale Brian [email protected]

57 4,135 89 3,864 65.50 76.24 49.95 F

Marriott Hotelswww.marriott-hotels.marriott.com


Upper Upscale

301-380-3200 329 131,348 NA NA NA NA NA F

Master Hosts Innswww.hifranchise.com


Midscale Jim [email protected]

3 207 2 149 NA NA NA F

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BrandWebsite

Parent company


U.S. properties

open

U.S. guestrooms

open

Properties under


Guestrooms under


U.S. occupancy

(%)

U.S. ADR ($)

U.S. RevPAR

($)

Brand type (1)

Microtel Inn & Suites by Wyndham www.microtel.com

Wyndham Hotel Group


304 21,551 NA NA 57.3 72.47 41.54 F

Miravalwww.miravalresorts.com




Motel 6www.motel6.com

G6 Hospitality Economy Mike [email protected]

1,273 111,895 NA NA NA NA NA F

Moxy Hotelswww.moxy-hotels.marriott.com


Upper Midscale

301-380-3200 3 906 NA NA NA NA NA F

My Place Hotels of Americawww.myplacehotels.com

Economy Terry [email protected]

33 2,153 12 763 NA NA NA F

Noble House Hotels & Resortswww.noblehousehotels.com

Noble House Hotels & Resorts

Luxury Sean [email protected]

14 2,104 6 642 69.6 303.6 211.29 S

Park Hyattwww.park.hyatt.com



5 1,145 NA NA 69.8 315.04 219.91 F

Park Inn by Radissonwww.parkinn.com


Upper Midscale


13 2,303 2 425 NA NA NA F

Passport Innwww.hifranchise.com



10 222 3 177 NA NA NA F

Qualitywww.choicehotelsdevelopment.com


Midscale Tom [email protected]

1,509 117,948 56 4,379 57.20 80.65 46.11 F

Radissonwww.radisson.com


Upscale Terry [email protected]

92 21,283 14 2,089 NA NA NA F

Radisson Bluwww.radissonblu.com


Upper Upscale


3 1,194 0 0 NA NA NA F

Radisson REDwww.radissonred.com


Upscale Terry [email protected]

1 164 2 335 NA NA NA F

Ramadawww.ramada.com

Wyndham Hotel Group


370 44,768 NA NA 56.9 87.41 49.7 F

Red Carpet Innwww.hifranchise.com



101 5389 4 160 NA NA NA F

Red Lion Hotelwww.franchise.redlion.com/red-lion-hotels


39 7,433 4 746 NA NA NA F

Red Lion Inn & Suiteswww.franchise.redlion.com/red-lion-inn-suites


34 3,003 9 694 NA NA NA F

Red Roof Innwww.redroof.com

Red Roof Franchising

Economy Phil [email protected]

514 47,239 43 3,338 64 62.97 40.28 F

Renaissance Hotelswww.renaissancehotels.com


Upper Upscale

301-380-3200 85 28,419 NA NA NA NA NA F

Residence Innwww.residenceinnbymarriott.com



The Ritz-Carltonwww.ritzcarlton.com


Luxury 301-380-3200 73 16,309 NA NA NA NA NA NA

Rodeway Innwww.choicehotelsdevelopment.com


Economy Tom [email protected]

595 34,331 28 1,547 54.30 64.55 35.03 F

Scottish Innswww.hifranchise.com



110 4222 10 424 NA NA NA F

Settle Inn Extended Staywww.franchise.redlion.com/settle-inn

RLH Corporation Economy Paul [email protected]

3 223 0 0 NA NA NA F

Sheratonwww.sheraton.com


Upper Upscale

301-380-3200 176 65,679 NA NA NA NA NA F

Signature Innwww.franchise.redlion.com/signature-inn


2 105 0 0 NA NA NA F

Please Use Discount Code For 15% Savings To Attend!

Call: 1-212-901-0542 | Email: [email protected] | www.imn.org/newhotel

Over 150 Hotel Owners A-L of Attending Owners

Signed Up To Attend So Far Including:

Vice President - North America Development, AccorHotels

Senior MD, AECOM Capital

Principal, Alpha Lodging Partners

Partner, Apollo Global Management LLC

VP, Arcade Capital LLC

Co-Founder & Managing Partner, AWH Partners, LLC

Director, Barings

Regional Director, Best Western Hotels & Resorts

Managing Director, Blackstone

President, Brady Enterprises Inc.

Vice President, Brooklyn Bazaar

Director CM, Building Land Technology

Managing Director, CAI Investments, LLC

Development Director, Cambria Hotels & Suites

Senior Director, Canyon Partners Real Estate LLC

Vice President Development, Carlson Rezidor Hotel Group

Principal, Certes Partners

Director of Franchise Development, Choice Hotels International, Inc.

MD Development & Investments - North America, citizenM Asset Management

Founder and President, City-Core Development, Inc.

Founder, Clay Cove Capital

SVP - Hospitality Strategy & Investments, Colony Northstar

Associate, Cuningham Group

Principal, Cuningham Group

Senior Principal, Davis Hotel Capital Inc.

Managing Partner, Demand Hospitality

President, Desai Hotel Group

VP of Development, Driftwood Hospitality Management

Vice President of Finance & Development, Esperanto Developments

Board of Directors, Evergreen Hospitality Dev. Group LLC

CEO, Evergreen Hospitality Dev. Group LLC

Chief Financial Officer, Evergreen Hospitality Dev. Group LLC

Director of Operations, Evergreen Hospitality Dev. Group LLC

President & CEO, Fairbrook Hotels

Managing Director, Fortress Investment Group

Director, Fortuna Realty Group

Managing Partner, Foxhall Partners

Managing Principal, Frontier Development

EVP Real Estate, Design & Construction, G6 Hospitality

Chief Development Officer, G6 Hospitality LLC

Executive Vice President-Strategic Projects & Asset Management, Gencom Group

President, Graduate Hotels / AJ Capital Partners

Partner, GrayStreet Partners

SVP Acquisitions & Development, Hersha Hospitality Trust

Acquisitions and Capital Markets Analyst, Hidrock Properties

Chief Operating Officer, Hidrock Properties

Managing Director of Development, Hidrock Properties

Senior Director of Hotel Asset Management, Hidrock Properties

Chief Executive Officer, Hidrock Properties.

President, High Hotels Ltd.

VP & Managing Director, Hilton

VP Owner Relations, Hilton

Senior Director, Hilton Hotels Corp

Senior Vice President, Hilton Hotels Corp

Vice President, Managed Development, Hilton Worldwide

CEO, Horizon Hotels

Managing Director - Developement, Design & Construction, Horizon Hotels

SVP & CFO, Horizon Hotels, Ltd.

Chief Executive Officer, Hotel Equities

Senior Vice President of Development, Hotel Equities

Project Coordinator, Hotel Investment Group

VP, Eastern Region, Hyatt Hotels Corporation

Senior Vice President, InSite Group

Global Director Capital Investments & Transactions, InterContinental Hotels Group

Manager - Global Corporate Finance, Acquisitions & Mergers, InterContinental Hotels Group

Sr Director of Design & Construction, InterContinental Hotels Group

President, Kajaine Capital

Chief Executive Officer, Kamla Hotels

President, Kushner Companies

Project Manager, L+M Development Partners Inc.

Vice President, L+M Development Partners Inc.

Director of Development - NE US & Eastern CA, La Quinta Inn

President, Lam Generation

Vice President, Lam Generation

Chairman, Lam Group

Chief Operating Office, Lam Group

Chief Executive Officer, LCRE Group

Vice President, LCRE Group

CEO, Liberty Group

Founder & President, Liberty Hotel Advisors, LLC

SVP - Asset Management, Lodging Capital Partners

30 SPECIAL REPORT

Footnotes: All data current as of 9/30/17 unless otherwise noted. NA means not answered or not applicable. (1) F = Franchise or membership brand; S = Soft or affiliation brand; (2) Comfort

Inn and Comfort Suites performance is combined in the 2017 franchise disclosure document. Participating in HOTEL MANAGEMENT surveys is voluntary. Editors do not hold responsibility

for companies that fail to report or that report incorrect data. Visit www.hotelmanagement.net/hotel-management-surveys for more information about how to participate.

BrandWebsite

Parent company


U.S. properties

open

U.S. guestrooms

open

Properties under


Guestrooms under


U.S. occupancy

(%)

U.S. ADR ($)

U.S. RevPAR

($)

Brand type (1)

Sleep Innwww.choicehotelsdevelopment.com


Midscale Brian [email protected]

382 27,365 119 6,141 62.70 82.05 51.48 F

SpringHill Suiteswww.springhillsuites.marriott.com



St. Regis www.stregis.com



Staybridge Suiteswww.staybridgesuites.com



224 23,873 131 13,925 NA NA NA F

Studio 6www.staystudio6.com

G6 Hospitality Economy Mike [email protected]

112 10,692 NA NA NA NA NA F

Suburban Extended Stay Hotelwww.choicehotelsdevelopment.com


Economy Brian [email protected]

59 6,578 11 772 70.10 49.61 34.78 F

Super 8www.super8.com

Wyndham Hotel Group


1,611 97,268 NA NA 54.1 67.65 36.61 F

Tapestry Collection by Hiltonwww.tapestrycollection.com


1 58 9 1,012 NA NA NA F

TownePlace Suites www.towneplacesuites.marriott.com


Upper Midscale

301-380-3200 318 31,948 NA NA NA NA NA F

Trademark Hotel Collectionwww.wyndhamhotels.com/trademark

Wyndham Hotel Group

Upper Midscale

Chip [email protected]

4 369 NA NA NA NA NA S

Travelodgewww.travelodge.com

Wyndham Hotel Group


314 21,444 NA NA 55.1 79.62 43.9 F

Tribute Portfoliowww.tributeportfolio.com


Upper Upscale

301-380-3200 15 4,626 NA NA NA NA NA S

Tru by Hiltonwww.trubyhilton.com

Hilton Midscale Matt [email protected]

5 457 248 23,897 NA NA NA F

TRYP by Wyndhamwww.tryphotels.com

Wyndham Hotel Group

Upscale Chip [email protected]


The Unbound Collectionwww.unboundcollection.hyatt.com


Upper Upscale


3 671 NA NA NA NA NA F, S

Vagabond Innwww.vagabondinn.com

Midscale R. R. [email protected]

35 2,730 0 0 59.3 82.15 48.72 F

Vagabond Innwww.vagabondinn.com

Vagabond Inn Corp

Midscale Kyle [email protected]

35 2,731 0 0 64 83 53 F

Valencia Groupwww.valenciagroup.com

Valencia Group Luxury John [email protected]

7 1,320 3 533 75.5 193 146 NA

W Hotelswww.whotels.com



Waldorf Astoria Hotels and Resortswww.waldorfastoria.com

Hilton Luxury Matt [email protected]

13 5,666 2 322 NA NA NA F

Westinwww.westin.com


Upper Upscale

301-380-3200 115 47,051 NA NA NA NA NA F

Wingate by Wyndham www.wingate.com

Wyndham Hotel Group


145 13,128 NA NA 64.3 90.56 58.23 F

WoodSpring Suiteswww.woodspring.com

WoodSpring Hotels

Economy Ron [email protected]

230 27,561 75 9,150 78.9 42.12 33.24 F

Wyndham Gardenwww.wyndhamgarden.com

Wyndham Hotel Group


69 11,628 NA NA 61.2 109.73 67.18 NA

Wyndham Grandwww.wyndhamgrand.com

Wyndham Hotel Group


12 3,375 NA NA 71.4 161.42 115.21 NA

Wyndham Hotels & Resorts www.wyndhamhotels.com

Wyndham Hotel Group


37 11,089 NA NA 68.5 127.16 87.1 NA

February 2018 | HOTELMANAGEMENT.NET

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T H E R I T Z - C A R L T O N

BY ESTHER HERTZFELD@ESTHERHERTZFELD

Connectivity is at the forefront of many tech-nologies these days and

with good reason. Artificial

intelligence can greatly help hotels manage their energy costs by automating tasks that traditionally were performed by property staff. For example, energy-management thermostats

automatically set temperatures back in unoccupied rooms to save energy. They also use ma-chine learning to understand how quickly a guestroom can be heated or cooled at any given

time in order to recover to the guest’s preferred temperature in a predetermined amount of time, said John Attala, marketing di-rector at Verdant Environmental Technologies.

Integrated connectivity will continue to evolve and will allow hotels to manage energy costs more precisely with greater ease and convenience than ever, said TJ Wheeler, VP of marketing and product management at Friedrich Air Conditioning. “However, guest expectations may play into this as well,” he said. “As guests become accus-tomed to smart devices in their own homes, they may expect to be able to control room tem-perature, TVs, lights and more through a smart device or app.”

E n e r g y - m a n a g e m e n t technologies can reduce hotel energy consumption 25 percent to 35 percent by automatically responding to guestroom occu-pancy patterns and adjusting the thermostat to conserve energy when a guest is not in the room, which, according to industry statistics, is about 50 percent of the time in most hotels.

Companies are making sig-nificant efforts to improve build-ing automation and control systems to optimize performance as well as increase guest comfort, said Ryan Gardner, product marketing manager for Honey-well/Inncom.

He said systems that use pre-dictive analytics help hoteliers identify when the system is not performing optimally. The best systems monitor real-time sav-ings and offer insights on how an inefficient system can get back on track. HM

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February 2018 | HOTELMANAGEMENT.NET32 TECHNOLOGY

Thermostat providers have designed firmware and on-board intelligence to calculate the time it takes to return to a predetermined set point.

ENERGY MANAGEMENT

Connectivity, artificial intelligence help hotels manage energy use

Common areas are of-ten forgotten as a source of potential energy

savings. Hallways, ballrooms, gyms, spas and pools are all areas where hotels can reduce energy consumption. Meeting rooms are prime candidates for energy savings because they gen-erally have larger surface areas than guestrooms and are used intermittently, said John Attala, marketing director at Verdant Environmental Technologies.

“Similar to guestrooms, energy-management thermostats can set back temperatures and decrease [heating, ventilation and air conditioning] runtimes when the meeting room(s) are not in use,” he said.

Chad Burow, director of sales at Telkonet, believes common spaces like ballrooms can ben-efit by utilizing intelligent plug loads and switches. The same can be said for office spaces, kitchens and other back-of-house spaces.

One of the easiest ways to conserve energy in common ar-eas is with more efficient lighting and pumps, said Ryan Gardner, product marketing manager for Honeywell/Inncom. Using a building-management system tailored for the common areas that integrates with other energy-consuming items, like kitchen equipment, also is helpful.

Packaged terminal air con-ditioner units can be used in hallways and combined with energy-management thermostats to be controlled via a building-management system to adjust the temperature to reduce energy usage during off-peak hours, said TJ Wheeler, VP of marketing and product management at Friedrich Air Conditioning.

“Zone cooling and heating systems are ideal for gyms and common areas that are extremely busy in the morning and evening hours but see a reduced number and frequency of guests during the daytime,” he said. “They operate quietly and can be part of a multizone system where each unit can be independently controlled. They are also very efficient in both cooling and heating mode.”

The kitchen is another energy-wasting area, with com-mercial appliances often working continuously.

The first step is to install energy-efficient appliances boast-ing an Energy Star label that sig-nifies decreased energy and water

consumption. These appliances should boast programmable software to improve their use and conserve more resources. HM

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HOTELMANAGEMENT.NET | February 2018 TECHNOLOGY 33

Systems that provide predictive analytics identify when the system is not performing optimally.


I f you own a hotel and want to trim operating costs, finding ways to cut down on

utilities and energy use should be

top-of-mind. It was for Jacques D’Rovencourt, GM of the 1,200-room Hilton Americas-Houston, who had the hotel install a water-recycling system.

According to D’Rovencourt,

the system was installed in September 2015 for $166,000, and through October 2017 the system saved the hotel $763,217. The system cleans wash water so that it can be reused in the

laundry up to five times.“It wasn’t a hard sell because

the payback was fairly quick and we did our homework to ensure the rollout would be a success,” D’Rovencourt said. “The longer we have it, the better the sav-ings.”

But what about smaller ho-tels? The 126-room Limelight Hotel Aspen in Colorado takes a unique approach by offering coin-operated laundry machines for guests and keeping three small commercial machines in its back of house to handle towels and rags. The rest of the hotel’s laundry is shipped off property.

When asked why the hotel opts to handle specific wash loads on property, Donn Williams, director of engineering, said the hotel’s operators decided the hotel’s needs didn’t warrant the cost of completely outsourcing.

“We have smaller PAR levels [Periodic Automatic Replen-ishment], and we also wanted to provide a convenience for guests,” he said. “Lower PAR levels simplify a lot of this, and the way the property is set up, we wanted a means to handle what we can and provide in-house services for guests.”

For some hotels, water sav-ings is a necessity. Rafael Avalos, director of housekeeping at the Hilton Santa Fe (N.M.) Buffalo Thunder, said his resort recycles 500,000 gallons of water daily that is then transformed into grey water and used to irrigate the resort’s golf course.

“The water is used, cleaned and reused before it is diverted into the grey-water system,” he said. “Grey water goes through all 27 holes, and it doesn’t go anywhere else.” HM

LAUNDRY

With hotel laundry operations, sustainability comes in all sizes

February 2018 | HOTELMANAGEMENT.NET34 OPERATIONS

No matter the size of a property, there are still options available for energy savings.

I f your hotel is large enough to need an industrial tunnel washing machine, hope that

it doesn’t break down. Accord-ing to Rafael Avalos, director of housekeeping at the Hilton Santa Fe (N.M.) Buffalo Thunder, ma-chines breaking down is one of the largest challenges hotels face when maintaining a consistent and effective laundry operation, and maintenance issues continue to give him pause.

“Machines breaking down is a big deal, especially with a large tunnel washer,” Avalos said. “It does 85 percent of all our laundry. Without it, you start to worry a little bit.”

In order to stay on top of maintenance concerns, Avalos suggested maintaining close con-tact with chemical companies to stay informed of what is going into these machines and what sort of effects to expect. This also helps to maximize the machine’s efficiency.

“Education is important, but some people let things be just because they are the way they’ve always been done,” Avalos said. “You want to be on the cutting edge, and vendors are there to help. If you ask them a question, they may not know the answer— but then again, they might. And

the way I’ve learned everything is by asking, and talking to other hotels, too.”

When does it become neces-sary to install something like a tunnel washer, or build an in-house laundry facility, no matter how small? Donn Williams, director of engineering at the Limelight Hotel Aspen in Colo-rado, said location is a factor, and one that the hotel took into consideration when installing its modest facility.

“One thing hotel operators should consider, especially in isolated mountain towns, is their ability to receive their linens

when they need them,” Wil-liams said. “We send our major linens… a little under two hours away. If there is a storm or some-thing else, we may not receive our linens for some time, and you can’t sell a room if you don’t have linen.”

Having an effective in-house laundry operation also allows hoteliers to be flexible with PAR levels, and gives them more control over costs in both the short and long term. Jacques D’Rovencourt, GM of the Hil-ton Americas-Houston, said that these facilities require a signifi-cant investment on the front end,

but they have the potential to pay back in dividends, something the hotel realized as Hurricane Harvey bore down on Houston last year.

“When the hurricane hit, our attached convention center took in 10,000 people who couldn’t get to their homes. Eventually, the Red Cross asked us to laun-der their linens,” D’Rovencourt said. “We were wheeling bins of soiled linen nonstop for 14 hours a day, and then volunteers got to know the hotel over time and were able to help. We never ex-pected it, but we’re glad we were there.” HM

Laundry operations require strategic planning

HOTELMANAGEMENT.NET | February 2018 OPERATIONS 35

The Limelight Hotel Aspen handles some laundry on-site, while the rest is sent to an outside laundry facility.

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500,000 GALLONS

THE AMOUNT OF WATER SAVED DAILY AT THE HILTON

SANTA FE (N.M.)

This hotel saves water—a lot of it—and puts it all to use. By tracking its data

on water usage, the Hilton Santa Fe Buffalo Thunder

is able to accurately determine how much

water it pockets and where to put it.

Source: Hilton

11-13 YEARSTHE AVERAGE LIFE OF A COMMERCIAL LAUNDRY

MACHINE

Commercial laundry machines go through a lot of wear and tear, but hotel operators are paying good money for quality. Some machines can last up to

15 years, and with regular maintenance, industrial

tunnel washers can last up to 25.

Source: Consumer Reports

$763,217TOTAL SAVINGS 25 MONTHS

AFTER INSTALLING A WATER-RECYCLING SYSTEM

The Hilton Americas-Houston is turning water into money after installing a water recycling system

in 2015. The company had to open its wallet to get the machine up and running,

but today it has no regrets.

Source: Hilton

51 MILLION GALLONS

AMOUNT OF WATER SAVED FOLLOWING RECYCLING SYSTEM INSTALLATION

Along with recycling, the Hilton Americas-Houston reduced its wastewater production by 45 million

gallons.

Source: Hilton

QUICK STATS4


As guests demand fresher food that has been sourced locally (not to

mention organically), hotels across the country are creating gardens and small farms to grow herbs and vegetables, and to even

keep bees for honey. Creating these gardens and farms and making them—literally—fruit-ful can be more challenging than expected, as chefs and food-and-beverage teams often learn through experience.

When chef Brian Wieler be-gan planning the rooftop garden

at the Westin New York Grand Central, he tapped one of the ho-tel’s in-house carpenters to build the vegetable beds from white cedar wood. “It’s resistant to rot and several species of insects and things that can burrow in the wood and help to destroy them more quickly,” he said. “I didn’t

want to put in any pressure-treated wood or the treated wood that people use outside. It’s got arsenic and other chemicals and you really don’t want to associate it with food. The pressure-treated wood that they sell in the lum-beryards, wood that’s got some sort of a green hue or tinge to it, that is actually soaked in chemi-cals to prevent pests and rot and things like that.”

Masons then put the beds up on risers made of paving bricks to help protect the integrity of the roof base, which itself is lined with small rocks, to help with drainage and to handle the weight of the vegetable beds.

When executive chef Bernard Ibarra wanted to create the Cata-lina View Gardens at Terranea Resort in Rancho Palos Verdes, Calif., the local wildlife was an issue. To prevent gophers from attacking the vegetables, Ibarra and his team installed chicken wire 1 foot under the ground and also as fencing surrounding the gardens. “For the most part, for the past four years, it’s been gopher-free,” he said.

The Omni Amelia Island (Fla.) had an old greenhouse that executive chef Daven Wardynski was able to repurpose for The Sprouting Project, a large-scale development that includes an or-ganic garden, beehives and a bar-rel room. “We had to replace the tarp and lay cement on the inside so it wasn’t an earth floor,” he said. The construction was “me with a post hole digger putting in an enclosure for our chickens or a post so we can set beehives off the ground. It’s just a continual process of evolving.” HM

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F&B trends lead to hotel gardens

February 2018 | HOTELMANAGEMENT.NET36 DESIGN

The Sprouting Project at the Omni Amelia Island in Florida includes an apiary as well as a “barrel room” with barrels for everything from hot sauces to vinegar.

At the Westin New York Grand Central, chef Brian Wieler created a

garden for vegetables and herbs on the high-rise’s rooftop, but didn’t think about irrigating the soil. “The first year, it was me with a garden hose,” he said. “I’d have to spend about an hour and a half up there every day to water the garden.” The hotel then in-stalled an irrigation system with timers to make sure all the plants get the right amount of water at the right time.

When executive chef Daven Wardynski created a garden with 15 raised beds on the fifth-floor sundeck at the Omni Chicago Hotel, he also didn’t have an irrigation system during the project’s first year. “The tomatoes didn’t perform very well because of that,” he said. When he trans-ferred to the Omni Amelia Is-land resort in Florida, he had an opportunity to create a full farm as part of the resort’s Sprouting Project—and remembered to create an irrigation system first. He decided to create two aqua-ponic lines because aquaponic systems include live fish that supply nutrients to the plants.

At Terranea Resort in Ran-cho Palos Verdes, Calif., execu-tive chef Bernard Ibarra thought that he would have sufficient irrigation when he started build-ing the resort’s Catalina View Gardens but didn’t realize how quickly it could get out of con-trol. During the garden’s first season, Ibarra would open the pipeline from a water tank up the hill to irrigate the soil for an hour—but would then get tied up in the kitchen and not be able to close the pipeline for six hours or so. “The place looked like a lake,” he said. “A better irrigation system was put in place and now we still open it manually, but be-cause of the numerous pipes and the hose alongside the growing rows, it’s a lot easier to control.”

Much like designing a lobby or restaurant, the hotel teams have been able to see what works and what doesn’t as they develop their gardens and farms and adjust as needed. “The sun and the wind have a big say in the

way the vegetables grow,” Ibarra said. “It’s an ongoing lesson because the weather changes at times and the sun doesn’t always shine at the same times.” HM

E X C E P T I O N A L I N T E R I O R & E X T E R I O R F U R N I T U R E

16200 NW 49th Avenue, Miami FL 33014 • Phone:305.823.3480 • www.pav i l ion - furn i ture .com

Contact PERRY SOLOMON, V.P. Sales and Marketing. [email protected]

For more than yearsSERVING THE HOSPITALITY INDUSTRY

Michael Wolk CollectionAtlantikós Restaurant, The St. Regis Bal Harbour Resort

Gardening success hinges on the details

HOTELMANAGEMENT.NET | February 2018 DESIGN 37

Executive chef Bernard Ibarra at Terranea’s Catalina View Gardens.


Author and presidential speechwriter James Humes once called communication the “language of lead-ership,” and he may have been on to something.

Modern businesses need immediate and accurate com-munication methods between leaders and employees, something that companies such as Beekeeper, a digital workplace app, are providing.

When Flavio Pfaffhauser and Cristian Grossmann founded Beekeeper in 2012, they envisioned creating a communications app to build a sense of community between college students preparing for the professional world. However, not long into their venture, they shifted their focus to target businesses, and Grossmann said the pair found a willing participant in the hotel industry.

“No other industry has this 24/7 nature, where there are long working hours and something always happen-ing,” Grossmann said. “A digitization of the hotel means a lot of different things to many different people, and we want to leverage technology to reach every single one of your employees.”

Beekeeper provides a mobile application to all hotel employees, allowing operators to distribute news or en-gage with singular employees or groups using direct mes-saging. The app includes a peer-to-peer chat messenger that allows users to share documents, and management

can control scheduling and events through the app.According to Grossmann, the untapped opportunity

in the communication space is fully putting employee smartphones to use. He described smartphones as a “shadow IP” that almost every employee in the U.S. has access to, but businesses fail to take advantage of their capabilities.

For example, Grossmann said, the app’s scheduling component was rolled out for a variety of reasons, all of which take the utility of smartphones into account. He described speaking to an employee at a Marriott property who said she traveled one hour to and from her home every Sunday to check her schedule. After learning she could see the same information on her phone using Bee-keeper, she became emotional.

“It’s unheard of for many of us, but for many employ-ees, this is how they spend their weeks,” Grossmann said. “With technology like this, this employee now has two extra hours on Sunday for herself.”

Grossmann said Beekeeper’s primary target is upscale and luxury hotels with large staffs. The company recently signed a deal with the 1 Hotel Brooklyn Bridge in New York to equip all of its employees with Beekeeper mes-saging. These employees also have access to a translation feature that allows fast communication despite language barriers. The app is calibrated for 30 languages, but Gross-mann said it is designed for internal communication.

“Our focus is on strong employee-to-employee communication,” he said. “By offering employees the opportunity to read messages from their superiors in their language of choice, we are ensuring fast, easy com-munication at all times. When there are specific requests forwarded to an employee in another language, that is

where the tool is useful.”As for what’s next for the company, Grossmann

returned to a common thread throughout the industry: integration. Beekeeper wants to become the sole com-munications hub for a hotel, and by working with other apps to eliminate disparities, Grossmann thinks this is very much in the realm of possibility.

“So far, we’ve integrated into a few hotel, HR and payroll systems, but there are many [technologies] and apps that could work with us,” Grossmann said. “Mainly property-management systems, maintenance systems and others in that vein would be great for seamless integra-tion. We want to have an even simpler employee system in place, and we want everything under one roof as a one-stop shop with the Beekeeper app.” HM

The digital workplace app he co-founded is putting a new spin on how hotel employees communicate with each other, management

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February 2018 | HOTELMANAGEMENT.NET38 IN THE MARKETPLACE

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ADVERTISER INDEX

COMPANY PAGE NUMBER

A-B-C

AAHOA . . . . . . . . . . . . . . . . . . . . . . 27

American Dawn . . . . . . . . . . . . . . . . 21

Best Western . . . . . . . . . . . . . . . . . CV4

Caesars Entertainment . . . . . . . . . . 15

Carrier Enterprises . . . . . . . . . . . . . 34

Comcast Business . . . . . . . . . . . . . . 17

Continental Girbau . . . . . . . . . . . . . 33

Cozy Mattress . . . . . . . . . . . . . . . . CV1

D-E-F-G

Dish Network . . . . . . . . . . . . . . . . . 13

Extended Stay America . . . . . . . . . . 12

H-I-J-K-L

Hotel Vanities . . . . . . . . . . . . . . 23, 41

Hunter Hotel Advisors . . . . . . . . . . CV3

IMN . . . . . . . . . . . . . . . . . . . . . . . . . 29

Liddell . . . . . . . . . . . . . . . . . . . . . . . .41

M-N-O-P

Meet The Money . . . . . . . . . . . . . . . 25

Pavilion Furniture . . . . . . . . . . . . . . 37

Pellerin Milnor . . . . . . . . . . . . . . . . . 35

Plastilam . . . . . . . . . . . . . . . . . . . . . 40

Q-R-S-T

RLH Corporation . . . . . . . . . . . 7, 9, 11

Red Roof Inn . . . . . . . . . . . . . . . . . . . 5

Showtime . . . . . . . . . . . . . . . . . . . CV2

Southern Aluminum . . . . . . . . . . . . . 32

Tempur + Sealy . . . . . . . . . . . . . . . . 19

U-V-W-X-Y-Z

Unimac by Alliance Laundry Systems

LLC . . . . . . . . . . . . . . . . . . . . . . . . . 36

This index is provided as an additional

service. The publisher does not assume

any liability for errors or omissions.

EDITORIAL INDEX

COMPANY PAGE NUMBER

A-B-C

Airbnb . . . . . . . . . . . . . . . . . . . . 10, 12

Americas Best Value Inn . . . . . . . . . 11

Atlanta Marriott Northwest . . . . . . . 18

Avid Hotels . . . . . . . . . . . . . . . . . . . 16

Barcelo Hotel Group . . . . . . . . . . . . . 6

Beekeeper . . . . . . . . . . . . . . . . . . . . 38

Best Western Hotels & Resorts . . . . 11

Caesars Entertainment Corporation . 9

CBRE Hotels’ Americas Research . . 14

Choice Hotels International . . . 7, 9, 11

Christie & Co . . . . . . . . . . . . . . . . . . . 6

Clarion Hotels . . . . . . . . . . . . . . . . . 11

CorePoint Lodging . . . . . . . . . . . . . . . 7

Courtyard by Marriott Paris Neuilly . 18

Courtyard by Marriott Paris Vendome 18

Crowne Plaza . . . . . . . . . . . . . . . . . 16

D-E-F-G

Econo Lodge . . . . . . . . . . . . . . . . . . 11

Embassy Suites . . . . . . . . . . . . . . . . . 8

Extended Stay America . . . . . . . . . . . 9

Fairmont Hotels and Resorts . . . . . . 14

Friedrich Air Conditioning . . . . . 32, 33

H-I-J-K-L

Hilton Americas Houston . . . . . . 34, 35

Hilton Santa Fe Buffalo Thunder . 34, 35

Hilton Worldwide . . . . . . . . . . . . . 8, 34

Holiday Inn . . . . . . . . . . . . . . . . . . . 16

Holiday Inn Express . . . . . . . . . . . . . 16

Honeywell/Inncom . . . . . . . . . . 32, 33

HVS . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Hyatt Hotels . . . . . . . . . . . . . . . . 6, 14

InterContinental Hotels Group . . . 6, 16

Kentucky International Convention

Center . . . . . . . . . . . . . . . . . . . . . . . 14

Kimpton Hotels & Restaurants . . . . 16

La Quinta Holdings . . . . . . . . . . . . . . 7

Limelight Hotel Aspen . . . . . . . . 34, 35

Lodging Econometrics . . . . . . . . . . . 11

LW Hospitality Advisors . . . . . . . . . . 10

M-N-O-P

Marriott International . . . . . . . . 18, 38

Marriott Paris Champs Elysees . . . . 18

NH Hotel Group . . . . . . . . . . . . . . . . . 6

Omni Amelia Island . . . . . . . . . . 36, 37

Omni Chicago Hotel . . . . . . . . . . . . . 37

Omni Hotels . . . . . . . . . . . . . . . . . . . 14

Q-R-S-T

Quality Inn . . . . . . . . . . . . . . . . . . . . 11

Rezidor Hotel Group . . . . . . . . . . . . . 6

RLH Corporation . . . . . . . . . . . . . . . 11

Rodeway Inn . . . . . . . . . . . . . . . . . . 11

Signature . . . . . . . . . . . . . . . . . . . . . 11

Signature Inn . . . . . . . . . . . . . . . . . . 11

February 2018 | HOTELMANAGEMENT.NET40 AD/EDIT INDEX

St. Pancras, A Renaissance Hotel . . 18

Suburban Extended Stay. . . . . . . . . 11

Telkonet . . . . . . . . . . . . . . . . . . . . . 33

Terranea Resort . . . . . . . . . . . . 36, 37

U-V-W-X-Y-Z

Vantage Hospitality . . . . . . . . . . . . . 11

Verdant Environmental

Technologies . . . . . . . . . . . . . . . 32, 33

Vista Capital Company . . . . . . . . . . 12

Westin New York Grand Central 36, 37

Wilshire Grand Hotel . . . . . . . . . . . . 20

WoodSpring Suites . . . . . . . . . . . . 7, 9

Wyndham Worldwide . . . . . . . . . . . . 7

PHOTO CREDITS

© iStock / Getty Images Plus / scanrail . . . . . . . . .6

© iStock / Getty Images Plus / sorincolac . . . . 1, 6

HOTELMANAGEMENT.NET | February 2018 AD/EDIT INDEX 41

MARKETPLACE PRODUCTS & SERVICES

HOTEL VANITIES INTERNATIONAL Quality and service you’ve come to expect. Granite & quartz counter & vanity tops, cabinets, furniture-quality vanity bases, sinks, faucets, tubs, shower bases, engineered marble surrounds, fixtures & more. Visit us at www.hotelvanities.com. 400 Johnson Rd Mooresville, Ind. 46158. Ph: (888) 457-7465 Fax: (317) 831-3660. Hotel Vanities International.

ENGINEERED MARBLE AND SOLIDSTONE™ Hotel Vanities International’s engineered marble and Solidstone have the look of natural marble or granite without the maintenance of real stone. It’s available in solid, veined and granite look with a protective finish that is dense and doesn’t require sealing. Visit us at www.hotelvanities.com. 400 Johnson Rd Mooresville, Ind. 46158. Ph: (888) 457-7465 Fax: (317) 831-3660. Hotel Vanities International.

HOW TO CONTACT THE HM BUSINESS DEVELOPMENT STAFF

AMY B. VAXMANPublisher [email protected] (609) 257-3412

CYNTHIA ZUCKERDirector Business Dev., West, Midwest, NJ [email protected] (732) 845-0011

JAI WALLACEDirector Business Dev., East Coast [email protected] (212) 895-8409

MARY MALLOYDirector Business [email protected] (216) 402-9467

February 2018 | HOTELMANAGEMENT.NET42 SEEN

◾ SHANGRI-LA HOTEL, YIWU OPENING Pictures 1 and 2: Various dignitaries participate in an eye-dotting ceremony during the grand-opening ceremony for the new Shangri-La hotel in Yiwu, China. The 362-room hotel is located in the Yiwu World Trade Centre, the tallest building in Zhejiang province. 3. A traditional Chinese lion dance was performed during the grand opening. 4. The officially opened hotel offers three restaurants, more than 41,000 square feet of event space and a spa.

◾ WORLD’S LARGEST CAVIAR TIN 5. Atlantis, The Palm in Dubai teamed with U.S. company AmStur Caviar to break the Guinness World Record for the largest caviar tin, weighing in at 110 pounds. Cedric Darthial [left], executive chef at Atlantis, The Palm, and Sascha Triemer [center], VP of food & beverage for the hotel, with Nicholas Narsavidze, partner with AmStur Caviar. 6. Triemer with the tin, which featured special compartments to store frozen ice gel to keep the caviar at the proper temperature. The entire 110 pounds was eaten during the hotel’s New Year’s Eve gala, which hosted more than 5,000 guests.

CONNECT WITH US HAVE PHOTOS FROM AN EVENT YOU WOULD LIKE TO SHARE? SEND A PRESS RELEASE AND HIGH RESOLUTION PHOTOGRAPHS TO [email protected].

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HOTELMANAGEMENT.NET | February 2018 SEEN 43

◾ W FORT LAUDERDALE RENOVATION 7. To celebrate the hotel’s $55-million renovation, the W Fort Lauderdale debuted the W Hotels Drone Dash. The event centered around a drone relay race, giving guests and viewers a look at the inside and outside of the hotel. 8. The track scaled all 24 floors of the hotel. 9. The event included live interviews with the hotel’s W Insider and drone team captains, and showcased the property’s mixologists and talent in action. 10. The race was narrated by Shira Lazar of What’s Trending and Joyce Wicker of Expert Drones, giving viewers a real-time insider’s guide to both the hotel and the high-speed race.

◾ HEART OF HOSPITALITY AWARD 11. Sabrena Morgan, guestroom inspector at the Four Seasons Hotel Denver, was awarded a $10,000 grant by The Above and Beyond Foundation. The Heart of Hospitality Award celebrates those who have excelled in their roles, dedicated themselves to elevating the customer experience and provided the highest level of service.

◾ TRYP TOUR 12. Eight interior design students from Brookdale Community College in Middletown, N.J., were treated to an insider’s look at the Tryp by Wyndham hotel that is being renovated in Newark, N.J. The personally guided tour was arranged by interior designer Blanche Garcia, owner of B. Garcia Designs, which is handling the interior design of the Tryp’s main level and guestrooms.

CONNECT WITH US HAVE PHOTOS FROM AN EVENT YOU WOULD LIKE TO SHARE? SEND A PRESS RELEASE AND HIGH RESOLUTION PHOTOGRAPHS TO [email protected].

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