N1 phono tech_research_ph.2_15_06_2015

PhotoTechv2 Research 15.06.2015
1
Nation1 AppAdventure
Phono_TechResearchPh.2
Table of Contents
1. LUXURY HOTEL MARKET
2. BRANDRELATIONSHIPS
3. TARGET MARKET
4. BARCELONA
5. LONDON
6. PARIS
7. BERLIN
8. NEW YORK CITY
9. CASE STUDY: NHOW BERLIN
10. LUXURY HOSPITALITYTRENDS
11. HOTELS FOR CREATIVE CLASS
12. SUSTAINABILITY
13. MUSIC DESIGN
14. CASE STUDY: LE MERIDIAN
15. YOUTUBE CASE STUDY
16. GROWING BRANDS
17. COMPETITORS
18. TRADE SHOWS
19. SOURCES

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1.0 LUXURYHOTEL MARKET
There is nointernationally accepted definition for the luxury hotel market. Whilstthere are several
possibleindicators todefine a hotel market segment, the underlyingtrade andits key determinants –
suchas location, property features, facilities, services, brandand operator– providean insightinto the
segment. Capturinga property’sunderlyingcharacteristics andmarketpositioningas perceived by its
guests, the Average Daily Rate (ADR) is a first point of reference in defining the segment.
In Paris, the segmentationof the upperend of the market is relatively straightforward. The top
performers form a distinctive set with pre-downturnADRsbetween €650 and€950, while the followers
are further behindwith ADRs of between €300 and€400. Thereare very few properties tradingin
between. In London, clear segmentationprovesmoredifficult as the difference in ADR between the top
andthe following set is less pronounced. While topperformers in Londonreached ADRs from £400 to
around£550, thereare several properties that directly challenge the top set.
The global luxury hotelsmarket'sperformance has recovered from the slowdownrecorded at the
beginningof the historic period(2009-2013)duetothe financial crisis and recession. Overall, growth was
recorded in the four markets - Americas, Asia-Pacific,Europe, MiddleEast and Africa - acrossall key
performance indicators(KPIs) duringthe historic period. Growth is expected to continueover the forecast
period (2014-2018)supportedby therise in tourismflows andexpenditure.
According to the Travel and TourismIntelligence Center's (Travel and TourismIC) analysisbased on40
countries aroundtheworld, the USwas the leader in the luxury hotel marketin terms of bothrevenue
andnumber of establishments. TheUSrecorded revenueof US$43.9billionin 2013, whichis more than
doubleits closest competitor, China, which recorded US$20.6billionin revenuein 2013
Growth in the Travel and Tourismsector in Asia-Pacific has provedbeneficial for the luxury hotel market.
Rising middle class populationandeconomicgrowth have supportedtheincrease in touristvolumeand
expenditure, consequently leading to rising demandfor accommodation. Internationalhotelierssuchas
InterContinentalHotels, Starwood, Hilton, Marriott, andAccor cater to the luxury segmentin the region.
Domestic hotel operatorsmostly focuson the budgetand mid-scalesegment
In the MiddleEast and Africa, a large number of deals were recorded in SouthAfrica and the UAE.
Political unrest andviolence in countriessuch as Egypt, Tunisia, andMoroccohas keptinvestorsaway. A
total of 13 luxury hotel deals we completedin the UAE during the period between 2010 and2014
(September) while five were recorded in SouthAfrica during the sameperiod
A large numberof leading global luxury hotel chains are based in the US, suchas StarwoodHotels and
Resorts, MarriottInternational, andWyndhamGroup. Accordingto TTIC analysisbasedon 40 countries
aroundthe world, the USwas the leader in terms of numberof luxury establishmentswitha totalof
1,017 luxury hotelsin 2013. Citiesin the USare amongthe leading and fastest-growingtourism
destinations, whichfuels the demandfor luxury accommodation. Forexample, according the MasterCard
Global DestinationCities Index2014, NewYork was the sixthmostvisited city in the world with an
estimated 11.8 millionvisitorsin 2014.
The luxury hotel marketin Asia-Pacific hasalso recorded growth. China was the largest market in terms of
total revenue in 2013, followedby Japan, which was the leader in terms of numberof guestsat luxury
establishments. HongKongrecordedthe highest revenue per available luxury roomandwas also the
leader in terms of occupancy rate in 2013.

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Russiaand Turkey were the two largest luxury hotel marketsin Europe in terms of total revenue in 2013.
The UK, Italy, andFrance are also amongthe leading destinations. Duringthe historicperiod, the French
luxury hotel market was the fastest-growingin terms of revenue while Turkey recorded the fastest
growth in terms of numberof guests. France also recorded the highest growthin number of luxury hotels
duringthe historic period. The UK led in termsof occupancy rate.
Variations in performance are recorded in the luxury hotel marketin countriesin the Middle East and
Africa. The Arab Spring revolutionled to political instability, unrest, andviolence in many countries,
particularly Egypt. The Travel and Tourismsector in these countries suffered with significant decline
recorded in international arrivals, consequently havinga negativeimpact on demandfor accommodation.
On the otherhand, the popularity of countriessuch as the UAE as leading touristdestinationsin the
Middle Eastincreased.
A reportpublishedby InterContinentalHotelsGroup(IHG),‘Creating Momentsof Trust – the key to
buildingsuccessful brand relationshipsin the KinshipEconomy’, suggeststhattowin guestloyalty in the
future, hotelsneed to deliver a global, local andpersonalisedexperience. The research also showsthat
personalisedbrandexperiences which resonatewith the local culture are particularly importantfor the
fast-growingnumberof internationaltravellers from emerging markets.
2.0 BRAND RELATIONSHIPS
The collision of these three dimensions, accelerated by the rapidrise of technology-enabled
personalisationin recent years, is changingthe experience guests expect when they travel. Hotel brands
thatare able to become truly “3D” – by delivering localised andpersonalisedexperiences throughtrusted
global brands - will buildthe trust thatis needed to sustainlasting relationshipswith guestsand
outperformin the future.
Last year, IHG published:‘TheNew KinshipEconomy’, whichhighlighted a transitionfrom brand
experiences to brandrelationshipsin the hospitality sector.
Commentingonthe report, Richard Solomons, IHGChief Executive said:
“This report marksa step-changein the thinkingthathas dominatedthetravel and hospitality industry
over the last two decades. Hotel brandshavetraditionally concentrated onbeing 2D – how to be both
global andlocal. Butour research showsthat the rise of personalisationmeansbrandsmustbe 3Din
order to buildbothtrust andlasting relationshipswith guestsand to win in a highly competitiveglobal
market. We knowthat ourguests trustIHG’sglobal brandsto deliver on a promiseof quality and
consistency time and time again. But they increasingly expect these samebrandsto deliver localised and
personalisedexperiences, whether they are travelling for businessor pleasure. Thatis why we have
developedour ground-breakingHUALUXEHotels&Resorts andEVEN Hotels concepts, and why we are
focused onsupportingtechnology-enabledpersonalisationacrossourbrandfamily.”
The report, surveyingmorethan7,000 internationaltravellers, showsthat emerging markettravellers
have been travelling more frequently thantheir developedmarket counterparts. Whilstthey are more
likely to look to a global brandfor an assurance of quality, emerging market travellers are also more likely
to makechoices basedon differences between hotel chains. This groupprize personalisationandfit with
local culture mosthighly of thosesurveyed. Thesetrends pointto the importanceof trustedglobal brands
being able to deliver the combinationoflocalised, personalised experiences. The report also showsthat
initiatives thatallow gueststo create their own experiences throughtechnology are equally important,

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particularly to the Millennial ‘LaptopandLatte’ businesstraveller group – which has the mosttrustin
global brandstobe innovative.
Findingsin the report include:
 Global: Travellers think thatglobal hotel brandsdoa better job thanlocal hotelbrandson several
dimensions, includingsafety andconsistency. Travellers also expect global brandsto do a better
job at offering the mostinnovativefeatures andservices. This is especially true for the younger
generation of businesstravellers - 75% of the Millennial 'Laptopand Latte' businesstravellers (a
new traveller groupIHG identified in last year's KinshipEconomy Report)think that global hotel
brandsdoa better job of being innovativecomparedto 66% of all travellers.
 Local: Travellers now expect global brandsto be relevant in terms of local tastes, customsand
cultures. Travellers from emerging marketshold thisview moststrongly – 68% of travellers from
Brazil, 60% from UAE and58% from Chinadisagree with the statement“a global brandcan never
be a good fit with local culture.”
 Personal:For the majority of travellers the biggest benefit that personalisationdeliversis
increased comfort duringtheir hotelstay – 59% of travellers say thattheir hotel stay will be
significantly more comfortable.
o Increased comfortis followed by the benefit of feeling morevalued by the hotel brand –
54% - and in emerging marketspersonalisationmakestravellers feel more respected by
the brand. 62% of Chinese travellers agree that personalisationmakesthemfeel
respected comparedto 39% of travellers from all countries surveyed.
o 62% of Millennials said thatbeing able to access personalcontent – suchas moviesor
music – would motivatethem to returnto a hotel comparedto 55% of travellers of all
ages. 72% of travellers over 65 said a hotel thatmade it easy to makehealthy foodand
beverage choices would motivatethem toreturn, comparedto 61% of Millennials.
 Emerging markettravellers: The “new global explorers” – a new groupof travellers originating
from emerging marketsidentified in last year’sKinshipEconomy report – have higher
expectations for personalisationthantravellers from developedmarkets. 64% of Chinese and
62% of Brazilian travellers expect a hotel to tailor the experience they haveto their personal
needs, compared to43% of US and42% of UK travellers.
o Travellers from emerging marketsare also more likely to look to a global brandfor an
assuranceof quality - 60% of Russianand54% of Chinese travellers versusapproximately
40% of USand UK travellers. They are also the mostdiscerning hotelguests – being more
likely to report variance acrossbrandswhen they travel.
o These travellers prize personalisationmorehighly thandevelopedmarket counterparts
as well as trustingglobal brandsmore thanlocal with their personal data. 82% of
Chinese and69% of Russianconsumersbelieve that a global hotel brandwon’tmisuse
personaldata.
3.0 TARGET MARKET
Over 61,000 newroomsunderconstructionThe Europeanhotel developmentpipeline at end December
2013 comprised864 hotelstotalling142,953 rooms, accordingtothe monthly Global Construction
Pipeline Report by STR Global. These figures were upon November’spipelineof 813 hotels and136,032
rooms. What’sactually being built? There are over 61,000 roomsestimatedunderconstructioninEurope
according to STRGlobal. The supply pipeline (including hotelsin the planningstage) is forecast to increase
by 3% overthe next three years – althoughthiscan be expected to increase asthe economic backdrop
improvesanddevelopers andinvestorssee new opportunities.

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With demandcurrently outstrippingsupply inEurope, these levels are notconsidered an issue, although
at a local marketlevel this couldbe a different story. Generally, Russia, UK, Turkey andGermany have
sizeable pipelines and accountfor around60% ofthe 61,000 rooms. Someofthe largest increases as a
proportionof existing supply can be seen in Moscow, Istanbul, London, Amsterdam, Berlin, Edinburgh,
Zurich, Frankfurt andVienna. Currently Dublin hasno new roomsin the pipeline. Upscale leads the charge
Upscale segmentscompriseover half of the total underconstructionwith midscale roomsaccountingfor
arounda quarter andeconomy andluxury, around13% and8% respectively. A further 5, 500 roomsare
also underconstructionbutso far haveno affiliation, according to STR Global.
HOTEL GROUPS - CHAINEDBRANDHOTELS(Europe & America / Lux, Upper Upscale& Upscale only)
Brand Headquarters Locations Founded Hotels Rooms Luxury
Upper
Upscale
Upscale
Accor Paris, France Worldwide
1967, some
of its brands
predatethis
3,700 450,487
Sofitel,Thalas
sa
Pullman,MG
allery,Mama
Shelter
Grand
Mercure, The
Sebel, Quay
West
TheAscott
Limited
Singapore
Asia-Pacific,
Europe,
Gulf
1984 200 22,719
Ascott The
Residence
Carlson
Rezidor Hotel
Group
Minneapolis,
Minnesota,
United States
and Brussels,
Belgium
Worldwide
1938
(Carlson),
1960
(Rezidor)
1,439 166,241
Quorvus
Collection
Radisson Blu
Park
Plaza, Radisso
n,Radisson
Red
ChoiceHotels
Rockville,
Maryland,
United States
Worldwide 2006 6,372 497,023
Ascend
Collection,Ca
mbria
Suites, Clarion
Hotel
Fairmont
Raffles Hotels
and Resorts
Toronto,
Ontario, Canada
Worldwide 2006 105 42,000
Fairmont,Raf
fles
Swissôtel
Hilton
Worldwide
McLean,
Virginia, United
States
Worldwide 1919 4,115 [1]
678,630[
1]
Conrad,Wald
orf Astoria
Hilton Hotels
&
Resorts,Dou
bleTree
Embassy
Suites, Hilton
Garden
Inn, Homewoo
d
Suites, Home
2 Suites
Hyatt Hotels
Corporation
Chicago, Illinois,
United States
Worldwide 1957 560 [2]
152,986[
2]
Grand
Hyatt,Park
Hyatt
Andaz, Hyatt
Regency
Hyatt
InterContinent
al Hotels
Group (IHG)
Denham,
Buckinghamshir
e, United
Kingdom
Worldwide 2003 4,800 [3]
710,000[
3]
InterContine
ntal
Kimpton
Hotels &
Restaurants,
Crowne
Plaza
HotelIndigo
Marriott
International
Bethesda,
Maryland,
United States
Worldwide 1927 4,087 [4]
697,000[
4]
BVLGARI, JW
Marriott, Ritz
-Carlton
Gaylord,Marr
iott,Renaissa
nce
Marriott
Executive
Apartment
Millennium
Hotels
London,
England, United
Kingdom
Worldwide 1972 120 30,939
Millennium
Hotels
ThePeninsula
Hotels
Hong Kong
Asia-Pacific,
North
America
1928 10
The
Peninsula
Hotels

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Regent Hotels
& Resorts
Taipei, Taiwan Worldwide 1971 7
Regent
Hotels &
Resorts
Shangri-La
Hotels and
Resorts
Hong Kong
Asia Pacific,
Middle
East, North
America,
Europe
1971 78 33,553
Shangri-La
Hotels
Traders
Hotels, Jen
Hotels
Starwood
Hotels and
Resorts
Worldwide
Stamford,
Connecticut,
United States
Worldwide
1969 as a
REIT, 1980 as
a
corporation
1,200 [6] 335,415
St.
Regis,Luxury
Collection, W
Hotels
Westin, Le
Meridien
Sheraton
Taj Hotels
Resorts and
Palaces
Mumbai,India
India, USA,
South
Africa, UK,
Australia
1903 125 [7] Taj
Vivanta By
Taj
Gateway
Hotels and
Resorts
Wyndham
Worldwide
Parsippany-Troy
Hills, New
Jersey, United
States
Worldwide 2006 7,342 627,437
Dream
Hotels,Wynd
ham Grand
Collection,
Wyndham
Hotels &
Resorts
NOTES:
Accor
The Accor hotel groupremains at the numberone spot!At present, the Accor groupowns a staggering
numberof hotels and rooms. There key to success can be attributedto their asset light-businessback
strategy. If youobservetheir 2011 transactions, youwillbe able to clearly see how thisphilosophy was
applied. Obviously, itworked for the last few years and is expected to work its magic in the years to come.
Carlson-Rezidor
Recent notable openingsin France, Sweden, Poland, UK, Hungary, Italy, theNetherlandsandGreece. Club
Carlson, the group’snew loyalty program, was launchedFebruary. A partnershipwas also concluded with
Club Medon Marchwith perkslike redeem pointsat vacationresorts.
Hilton Worldwide
The grouphas providedover 8,500 jobsinEurope alone andit still plansto expand. One of its best
decisions in the 2011 wastheir acquisitionof MintHotels by Blackstone, theparent company of Hilton.
This purchasewas for 947 million USdollars. The Hilton Hotels endedthe year with two openingsatthe
Frankfortairport anda Hilton Garden Inn.
NH Hotels (notlisted above)
NH Hotel Group (officiallyNH Hotel Group SA,BMAD: NHH)is a Spanish-based hotel chain headquartered
in Madrid.[1] NH offers moderately priced and modernly-furnished hotel rooms and lobbies, located primarily
inEurope, Latin America, and Africa. NH Hotel Group ranks third in the European ranking for business hotels.
The group has 347 hotels with over 53,000 rooms. NH Hotel Group currently has 54 projects for new hotels
under construction, which would add almost 8,000 new rooms.[2]
NH Hotels is a Spanishhotel groupthathad a awesome 2011 becauseof its subscriptionto its capital by
the Chinese NHA group. At present, the NH Hotels have 356 hotelsand51, 453 rooms. However, the
reasonwhy NH hotel groupis only at number6 is because their 330 million euro offer was retracted
before 2011 ended.
Melia International(notlisted above)
Meliá Hotels International, S.A. (formerly Sol Meliá)isa Spanish hotel chain which was foundedby Gabriel
Escarrer Juliá in 1956 in Palma de Mallorca. It is also knownas andreferred toby its former name of Sol

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Meliá. The company is one of Spain'slargest domestic operatorsof holiday resorts[2]
and the 17thbiggest
hotel chain worldwide.[3]
Domestically in Spainthe company is the marketleader in bothresort
andurbanhotels.[4]
Currently thehotel chain operates330 hotels in 37 countries on4 continentsunder
the brandsMeliá, Gran Meliá, ME by Meliá, Paradisus, Innsideby Meliá, TRYP by Wyndham, SolHotels
andClub Meliá.
Melia Hotels international startedthis year with a contract with Jin Jiang, one of the best Chinese hotel
chains. The agreementrevolves aroundexchangingcultural and managementexpertise. It alsoinvolves
swap operationactivities of selected establishmentsthatare in Chinaand Europe. Melia hotel groupssee
this as anedge to othercompetitorsas being uniqueis oneof the aspectsthat consumersor travelers
look for.
3.2 HOTEL GROUP SEGMENTATION / HILTON CASE STUDY
To better understandluxury hotel segmentation, thecurrent authorselected one brandfrom each
segmentof luxury hotels to explain its characteristics and brandfocus.
Hilton, No.1 UpperUpscaleChainhotel brand(in all categories) with 22.8% of Global demand, operates
more than550 Propertieswith a totalof 193,064Roomsin80 countriesin 6 Continents(World Luxury
Index, 2013). Hiltonbrandenjoys strongbrandawareness andbrandrecall in mostof its key markets
where it operates, including U.S. (87%), Mexico (90%), Europe(91%), and Asia Pacific (90%). Inaddition,
Hilton hasa diverse profile of ConventionCenterHotels, Resorts, Airport Hotels andCasinoHotels with a
global sales mix: 34% Leisure, 32% Business, and34% Group(Miller et al., 2013). Representativeinthe
category of luxury exclusive, Four Seasonsis the topsoughtafter exclusive hotel brand, with 4.8% of
global demand. The fastest growingmarket of Four Seasonsis in the U.K., witha growth rate of 12.4%
(World Luxury Index, 2013). FourSeasonsmanagestheoperationsof 90 hotels in 36 countries andis only
targeted at 16 the luxury segmentof the global marketplace. FourSeasonsderived 69% ofits sales from
businesstravelers andgroupsand 31% fromthe leisure sector (Timetric, 2013). Thetophotel in luxury
major category is Ritz- Carlton, which embraces4.6% of global demand. Ritz-Carltonhasbecomea
leading luxury hotelbrand by rigorously developingand implementinguniquestandards. Oneof its
remarkable policies is to permit every employee tospendup to $2,000 torespondtoguests’ wishesand
makingany single guestsatisfied (World Luxury Index, 2013)
Globally, consumer interest in luxury hotels hasbeen rising - all three hotels categories within the five
star universehas benefited from increased consumerinterest, butthe biggest rise was within the
exclusive category. This includes brandslike Thai-ownedAnantara, Shangri-La, FourSeasonsandIndia’s
Taj Hotel and Resorts, toname a few of the 27 namesin this space. These companiessaw a 9.6% increase
in consumerdemandbased ona combinationof searches and bookings. TheFourSeasonswas the best
of the bunch.
American luxury hotel groupsHilton, Starwoodand Hyattreported the mostconsumerinterest
worldwide.
Shangri-Lahadthe biggest jump, . The majority of searches for ShangriLa Hotels originate in China, with
49% of the searches comingfrom there. Outside of China, online interest for the luxury chain is growing
fastest in Brazil (+38%) and Taiwan (+29%). The mostsearched-for destinationsassociatedwith Shangri-
La Hotels are Singapore, Paris, Shanghai, Bangkok andDubai.

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Hotel revenues below pre recession in 2013 but data is showing industry is bouncing back.

9

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4.0 BARCELONA
Barcelona is the second largest city of Spain, with a populationofabout1.6 million. The city is knownfor
its internationalappeal and standsouttoday asone of the world’sleading tourismcentres. Itswarm
climate andmodernarchitecture attract the largest numberof touristsin Spain, 7.4 million touristsin
2012, ofwhich 78% were international. 2013 tradingIn2013 occupancy ratessaw a very slight increase
from 71.3% in2012 to71.7% . Inaddition, ADR increased 3%, pushingupRevPARby 3.6%, accordingto
data from STRGlobal. Despite the economic crisis, Barcelona’shotels were buoyedby healthy
internationaltourismvolumesand by the fact thatthe city has held someimportanteventssuch as the
SwimmingWorld ChampionshipandtheMobile World Congress, which helped toboosthotel occupancy.
Latest supply trendsThe city providesa suitable location for the launch of niche hotel brands. Over400
roomsopenedrecently includingIHG’s new ‘IndigoBarcelona-PlazaCatalunya’ andtwonew ‘Mercure’ by
Accor. In addition, CataloniaHotels has openedits new chain ‘Vueling’ by HC. In contrastsomechains
have reduced supply e.g.GrupoHusawhich abandoneditsluxury hotel in Barcelona, the Hotel Rey Juan
Carlos I. An African hotel chain Mangalis, expects to open two new hotels in the city, onein 2014 nextto
the airport andanotherin 2016 inthe city centre. OpportunitiesBarcelonawill continueto benefit from
its role asa leading tourismdestination. A new project of note includesone of the mostspectacular
buildingsin the city, the Agbar Tower, which will hosta new hoteland a conventioncentre and will
attract meetings andevents.
The Spanisheconomy continuedto deteriorate in 2013. GDP is expected to contract by 1.3% and
unemploymentcontinuesto grow, reaching 26% in February 2014 with only Greece at comparablelevels.
The last few quarters of growth datasuggestthat Spainmay be turningthe corner and ourforecasts for
2014 are thatthe economy will grow by 0.6% andin 2015 by 0.9%, thoughhigh governmentborrowing
costsand fiscal tighteningwill continue to holdback growth.
The Spanisheconomy continuedto deteriorate in 2013. GDP is expected to contract by 1.3% and
unemploymentcontinuestogrow, reaching 26% in February 2014 with only Greece at comparablelevels.
The last few quarters of growth datasuggestthat Spainmay be turningthe corner and ourforecasts for
2014 are thatthe economy will grow by 0.6% andin 2015 by 0.9%, thoughhighgovernmentborrowing
costsand fiscal tighteningwill continue to holdback growth.

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5.0 LONDON
Londonis the largest urbanarea in Europe, a mega city and one of the world’slargest financial centres. It
leads in many fields andglobal businessclusters. A leading destinationfor international tourismwith
extensive cultural, sportingandhistorical attractions. In2012 Londonwashostcity for the Olympic
Games. In2013 preliminary datasuggestit could get close to over 17moverseasvisits – more thana 9%
increase over2012. 2013 tradingLondonsawa poorstartto 2013, buttheyear rallied and delivered
exceptional records for overseastourism. ADR strengtheneddespitecontinuingsupply increases and
occupancy remains high, averaging82% in 2013. Thecapital is effectively full upat peak times. Overall
2013 hasseen a 1.8% decline in ADR but a 2.2% advancein occupancy resultingin a 0.4% gainin RevPAR.
Latest supply trendsAfter 11,000 newroomsopenedin 2011 and2012 Londonsawa postOlympics
supply slowdownin 2013. Supply isset torise again by around5% in 2014 andagain in 2015 whenwe will
see above average growthas over 12,000 newroomsopen. According toAM PM Hotels, abouthalf these
roomswill be in the budgetsector. OpportunitiesWithan improvingeconomy andoverseas tourism
forecast to be keep growing in 2014, theyear shouldsee stronghotel trading trendswith a positive
impact onhotel values. Londonremains at the forefront of major deals with high prices still being
achieved. But further supply additionscoulddepress ADR in troughperiods. There remain opportunities
for new build, renovation, rebrandingandoperationalenhancementfor thosewith the cash and skills to
invest.
Londoncontinuestobe buoyantwiththe economy doingsignificantly better thanthe rest of the UK. The
capital attracts a growing numberof touristsand property prices and consumerspendingcontinueto
outperformthe rest of the country. Unemploymentinthe UK is expected to decline, andGDP growthis
expected tobe around2.5% in2014 and2.4% in 2015.
Boutiquegrowth
Londonboutiquehotelswere the only segment thatmanagedto increase their rates considerably in
2013, thankstoburgeoningdemandforsuchproperties. Despite a 5.1% increase in AARR, occupancy
remained fairly stable at 78.5%, resultingina roomsyield growthof 4.6%. Theboutiquesegmentwas the
year’sbest performer in London, even asthe top end (usually a more stable category) experienced the
lowest increase in roomsyield, upby a modest0.6% to£199.28. Regulartravellers, includingnew
segmentslike the “Millennials” generation, continueto choosethe boutiquesegment as analternative to
more traditionalupscale accommodation. Hotelgroupsare recognisingthe importance of this bracket
andintroducingnew boutiquehotel conceptssuchas W.

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6.0 PARIS
Paris is a global city and the political and cultural capital of France as well asa major financial and
commercial centre. Itremains the numberone touristdestinationin the world attracting over 29 million
visitorsin 2012 toits numerouscultural attractions. The city attracted asmany foreigners as French
touristsin 2012. InParis, thecultural offer is supportedby temporary exhibitionsorganizedby various
museumsandexhibition venueswhich draw more than10 million visitorseach year. 2013 trading2010’s
postrecession recovery continuedinto2011 and2012, asParisiantourismvolumesreached record levels
with 36.9 millionshotel overnightsrecorded in 2012. Occupancy remainedhighin 2013 and2 starand 3
star hotelswere the bestperformers in terms of occupancy growth. ADR saw only modestgrowth but1
star hotelsperformed very well with a 4% gain in rates. Latest supply trendsThere are 77,438 roomsin
1,478 hotelsinParis with aroundan 80% occupancy rate. More than300 roomsare thoughttobe
currently underconstruction. New hotelsset to openin 2014 includethe Peninsula, L’indochineandthe
AC by Marriott. OpportunitiesParisis poisedto experience a third record year in a row in touristvolumes
andas a consequencehotel occupancy. Three main historical anniversariesanda range of eventsare
expected todrive tourismgrowth this year:The French campaign of Napoleon:200 years, FirstWorld
War: 100 years, Liberation of Paris: 70 years. In termsof businessevents, thebiennial ParisMotorShow
will take place in 2014, withmore than1 million visitorsexpected this year. Between January andMarch
2013, 40% ofhotelreservationsare linked to businessevents.
The launch of the direct rail link between Parisand Barcelona could bring, one million passengersin 2014,
according to the SNCF.
The French economy is recovering from a dip in growth in 2012. The economy grew at a marginal 0.1% in
2013. Meanwhileunemploymentcontinuestorise andincreased to11% in 2013 comparedto10.3% in
2012. Weproject that growth will accelerate going forward, with GDP expected to grow at 0.7% in 2014
and1.2% in 2015.

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7.0 BERLIN
Berlin is the capital and political centre of Germany;tourismis animportantsector and the city attractsa
mix of businessandleisure travellers (approx. 57% domestic). Politics andgovernmentdrives muchof the
businesstravel. Demand from foreign travellers has increased strongly in recent years. 2013 trading
Berlin RevPARremained stable at approximately €64 in2013 after reaching by far its highest level of the
21stcentury in 2012. DemandinBerlin is still growing asthe increasing tourismvolumesdemonstrate. A
new city tax onprivate overnightstayswas launchedin 2014;whichcouldnegatively impact roomrates
in future. Ingeneral the solid German economy hassupportedBerlin’sstable hotel performance. Latest
supply trendsBerlin is often the first step for international brandstolaunch in the German market.
Overall, more than4,000 roomsareplannedand underconstruction. The ownersof the Estrel Hotel,
Germany’slargest hotel, focused on conferences and events, are planningto increase their hotel
capacity. This project andthe new publiccongress centre City Cube will providemodernand extensive
facilities for the MICEsegment. OpportunitiesInvestors, especially from abroad, showongoinginterest in
acquiring hotelsin Germany andespecially in Berlin. Recent hoteltargets in Berlin havebeen widely
spread, ranging from core to opportunisticpurchases. Theopeningof the longawaited Brandenberg
internationalairport is still delayedand notexpected to openbefore 2015. Onceopenthe airportwill
supportthegrowth of international touristnumbers.
Berlin’s economy is dominatedby the service sector, with around80% of all companiesdoingbusinessin
services. The German economy grew by 0.4% in2013, andis expected to grow by 1.4% in2014 and1.5%
in 2015. Unemploymentwas5.3% inQ3 2013, amongstthelowest of the Eurozone’slarge economies.
MoreoverGermany is currently runninga major current accountsurplusandis close to a fiscal balance,
an enviable positionrelative to other Eurozonemembers.

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8.0 NEWYORK
New York City has more hotel roomsthanever and, for now, no shortageof travelers to fill them. Record
tourismandbusinesstravel lifted the hotel occupancy rate in 2014 for the fifth straightyear, according to
data from STR, a hotel-industry researchfirm. But some observersquestionwhether the growthcan keep
going forever.
The city was expected to hostsome55.8 million visitorsin 2014, accordingtoNYC & Company, andSTR
data showmore roomnightswere soldat area hotelsthanever before. Overall, 31.6 millionroomswere
rented in the city from January throughNovemberlastyear, nearly 2 million more thanduring the same
period in 2013.
New York addednearly 6,000 hotelroomslastyear for a total of 112,947, accordingtoSTR. New
properties include the 210-roomPark HyattHotelandthe 123-roomPaperFactory Hotel in LongIsland
City, Queens. Revenue at area properties was up 8.4% from2013, to$8.2 billionthroughNovember,
according to STR.
"That'sa lot of rooms," saidJanFreitag, senior vice president at STR, "because we only grew demandby
about6%." Mr. Freitag notedthat the city's average occupancy rate was relatively flat, at 84.9% through
November. Surprisingly, theaveragedaily rate (ADR) for hotel roomswas up only 2%, to $260. Mr. Freitag
said thatnationally, ADR increased 4.5% for the same period.
Revenue at area properties was up8.4% from 2013, to$8.2 billionthroughNovember, accordingtoSTR.
The industry'srobustgrowthstemmedfrom new constructionratherthanexpansion projects.
Crain's list of the 25 largest hotels (listed below) showedonly two of thoseproperties addedroomsin
2014.
1. New York Hilton Midtown
2. New York Marriott Marquis
3. Sheraton New York Times Square
4. New York's Hotel Pennsylvania
5. Row NYC
6. Grand Hyatt New York
7. Waldorf Astoria New York
8. Wyndham New Yorker Hotel
9. Roosevelt Hotel
10. New York Palace
11. Hudson
12. Westin New York at Times Square
13. Crowne Plaza Times Square Manhattan
14. Hotel Edison
15. Westin New York Grand Central
16. Doubletree by Hilton Metropolitan Hotel
17. Park CentralNew York
18. Le Parker Meridien New York
19. Lexington NYC
20. Wellington Hotel
21. Manhattanat Times Square Hotel
22. New York Marriott at the Brooklyn Bridge
23. New York Marriott East Side
24. Millennium BroadwayHotel New York
25. Holiday Inn Midtown

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In the changingindustry, hoteliersare workingto developnew strategies tocapture business.
Mark Pardue, general manager at the Grand HyattNew York (No. 6 onCrain's list) in midtown, said the
key tosuccess is evolvingquickly. "It'sall aboutbeing agile in a very dynamicmarketplace," he said. To
thatend, the Hyatthas introducedfeatures such as a Sunday Funday promotionthatgivesguests
Broadway show passesanda ride to work with Ubercar service if they check in over the weekend.
The Hyatt's guestsare about30% corporateand 40% leisure, with the balance made upof groupand
conventiontravel. The hotel did not provideaverage rates for Crain's list, buthad an average occupancy
"northof 91%" in2014, Mr. Parduesaid.
The questiongoing forward, STR'sMr. Freitag said, is whether hoteliers will trustthat highoccupancy
rates are here to stay or whether they will cut rates and increase services to compete with 13,000
additionalroomscurrently underconstruction, includingthe swanky 114-roomBaccaratHotel. "Thatis
the $8 billion question," Mr. Freitag said.

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9.0 CASE STUDY: nhow Berlin
Imaginea hotel where iconic music lyrics are plastered on the walls, onthe carpet, the doors, the
elevators, the light switch, and any surface or object youcan think of and you’vegotthe nhowBerlin, one
of the newest hotelsin Berlin andapparently the first musichotel in Europe.
The hotel is located on the banksof the river Spree andsits right next to UniversalMusicand MTV
Europe. The interior designof the hotel, which was doneby New York designer Karim Rashid,
complementsthe architecture done by renowned architect Sergei Tchoban.
The entire hotel is cleverly adornedwith iconic music lyrics that perfectly match the areas or objects
where they are located. For example, the words “Welcome to the Jungle” by rock bandGunsN Rosescan
be foundon the carpet at the hotel entrance, andthe terrace door hasthe words “Pushit. Pushit real
good.”by female music groupSalt n’ Peppa. At the concierge table, the lyrics “I’ll be there for you”by The
Rembrandtsare in plain sight andthe bell at the reception desk has the words“Ring my bell” by singer
Anita Ward written on it. Staff name tags include the words“Hello, is it me you’relookingfor?” by singer
Lionel Richie. Even the floor signage sportssomefunky lyrics – “One moretime” by Daft Punk on the first
floor, for instance.
And since it’s a music hotel, guestscan access a Spotify playlist thatfeatures all of the songsincorporated
into the signageall aroundthe hotel.
The hotel, which is the second nhowHotel next tothe one in Milan, clearly targetsmusiciansand music-
lovers. Aside from havingpopularmusiclyrics all aroundthe interiors, the hotel alsoincludes an
integrated high-endsoundstudioanda guitarroom service. The hotel also offers openmic nights and
even an in-housemusicmanager.
The aim of nhowBerlin is to help secure Berlin’s place as oneof the topthree destinationsinEurope by
offering guestsa unique musical-themedexperience. Berlin already has 790 hotelsandB+B’s, sonhow
hopesto standoutby offering a different kindof hospitality experience to its guests.
10.0 POV: Luxury Hospitality Trends
Renee Chiarelli, Senior Associate, tvsdesign, was a panelist at the BITAC Lux event held onMarch 10, 2015
speakingon the topicof “The Future of Design.”As an industry leadersweighing in onstate of luxury
hospitality design, we caughtup with Renee to get her insighton how design, technology andintuitive
customerservice are creating a new luxury paradigm.
1) Whatare thelatesttrends(developments, movements)in Luxury HotelDesign?
"GuestExperience" is one of the maindriving forces for luxury hotel brands. However, providingthat has
become more complicated andnuancedas we simultaneously cater tothe growing needs of both
Millennials andBaby Boomers – each with different demandsanddesires. The Baby Boomersstill are
huge consumersof luxury travel, representing a $120 billiondollar part of the segment. While they spend
billions onleisure travel, they prefer a “known”experience, tending toreturn to places they’vebeen
before. Millennials prefer one-of-a-kind, off-the-beatenpathexperiencesandplace heavy demandson
technology. Successfulprojects cater to the needsof all age groups, focusingonpervasive access to
technology for youngergenerationsand intelligent customer touchpointsfor older generations. All
generationsrespondto excellent customer service, andthat can never be compromised.
Successful luxury hotels also provideguestsoptionsand flexibility. As designers, we need to think about
providingdifferent social settingsin the lobby lounge. Interms of technology andservice, we recommend
allowing guests the optionof checking in online, on a smartphone, orin personat a kiosk or desk. Inthe
room, guestsoften like tryingout the latest in technology suchas state-of-the-artTVs, musicplayers or

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coffee makers. Even if they chooseto maketheir rooma quiet retreat, they key is providingoptionstoall
generationsand typesof travelers.
2) Speaking oftechnology, howareLuxury Hotelsgetting into thegame?
There is a continuedchallenge toseamlessly integrate technology intoLuxury Properties. We are seeing a
constantevolutionin how we connect our devices to power andWi-Fi sources. The solutionsfor
Connectivity Panelswill keep changing sothat guestscan recharge anywherein the roomandconnect to
Wi-Fi andtelevision screens. These have been in high demandsince their recent introductioninthe
hospitality industry. Wehave already seen howWi-Fi and power connectivity have evolvedfrom a single
location at the desk to multiple connectionpointsaroundthe room. Hotel owners have toin invest in
multiple unitsto accommodatethe need to pluginat the bed, at the desk, and other flat surfaces, and
even at the sofa andsoft seating. That’sa lot of unitsand a lot of coordination. I see these unitsscaling
downin size, perhaps becomingas simple as an appliedsurface to eliminate the need to have multiple
locationsin the room.
I’vebeen watching the luxury automobileandprivate aviationindustries. They are incorporatingcharging
padsthat allow users to charge their phoneswith charging cases that eliminate the need for all the cords.
This will advance the popularity of chargingcases as a new standardfor the upscale hotel clientele. Not
long from now, our smartphones, tabletsandlaptopswill havebuilt-inchargers and connection
capabilities that will allow usto recharge andconnect to larger auxiliary screens without the need for
endless cables andchargers. The Luxury Hotel industry will want toadoptthese new technologiesto keep
customershappy andloyal. It’ssmart to watch luxury design in other industriesbecause thatoften sets
the standardfor what hoteliers will want to experiment with as well. Luxury branddesignhas a strong
cross-overeffect. Whatbrandslike Jaguar, Mercedes or Lexus are doing in their vehicles sets the
consumers’ expectationsfor watches, shoes, airplanes andhotels.
3) How is customerservice changing atLuxury Properties?
New communicationtoolsare providingmore opportunitiesfor Luxury Propertiesto connect and engage
with their guestseven before they arrive. Today, ahotel can send an email or text messageto a guest
prior to arrival, extendingthe hotel's welcome experience even before the trip begins. The hotel can also
sendupdateson the weather, local eventsandpromotespecial dishesat their world-classdining venues.
Service that goes aboveandbeyondis the epitome of a luxuriousexperience. As mentionedabove, giving
gueststhe ability to check in multiple ways – online, with a mobile app andat a desk – is very importantin
upscale hotel design, andas designers, we need to account for that. We’re alsoseeing a lot of hotel
brandsuse Twitter toenhance the guest experience andrespondto people who need something. It’s
aboutmeeting the customerwhere they are, whether that’sonline, on Twitter or in the lobby.
4) How should designersrespond to thesechangesin luxury hoteling?
I firmly believe thatas designers, we need to help luxury hotelsmaintaintheir brandDNA. It’sa good
challenge for the design process. Brandsdoextensive research to find outwho they fundamentally are as
a brand, what worksand what doesn’t. Asdesigners, we shouldtake the brandguidelines seriously while
also allowing a hotel’s designto be inspired by the local culture. Thatgives each property a unique
identity – and again – we knowthat Millennials crave uniqueand local experiences so cookie-cutter
designswon’t work for them. I think it’s importantfor Luxury Hotels to exhibit a complexity of materials
anddetails, as these are whatset Luxury Propertiesapart from the rest. Designers havean exciting
opportunity toaddto the luxury hotel experience with expressions of local specialties such asauthentic
artwork, food, music, colorsand materials. Local materials also appeal to the Millennial traveler and
speak of authenticity anddifferentiation.

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I believe exceptional attentionto the guestexperience shoulddrivethe design of any successfulupscale
hotel. We can’tstop innovating, though –technology anddesign will continueto evolve andwith each
new iteration of technology, luxury hotelswill be better able to respondto andanticipate guest needs. As
a designer, I like to collaborate with owners, manufacturersandother consultantsforthe best results. A
highly collaborative effort creates the mostluxurious, unique, innovative, memorableandfinancially
successful hotels andguest experiences. And isn’tthat what we hope for as the end result?
11.0 Hotels for the Creative Class
Who staysatthese design hotels?Rock stars, museumcurators, fashiondesigners, app creators,
executive chefs, mangaartists, architects, and-here’sthekey part-peoplewhowish they were one of the
above. (And let’s be fair, thatincludes the trustfund kidsand moguls’ offspringwho havelong kept Ibiza,
SouthBeach, and Puntadel Este pumping
The funny thing is, judgingby the look of mostof these hotels, the creative class is a pretty well-defined
bunch. Notin their own individuallooksperhaps, butin their sensibilities. They obviously like modern
furniture, sleek lines, electronic music, dramatic lighting, and a goodbar scene with all of the above. They
read Wallpaper and Wired, live in progressive cities, andall use Apple products(so muchfor non-
conformity).
The hotels can’tjust follow a playbook andattractthis crowd like hipsters to Brooklyn, however.
Otherwise any well-designed boutiquehotel anyonethrew up wouldbe an instantsuccess. Insteadmany
on the travel magazines’ “HotList” or “ItList” are outof businessa few years later. They look goodin
photos, butyou’renotwowed enoughby the experience to spreadthe word.
Take service, for example. What Schrager’sideal guestsdesire nowis "personalisedattentivenessthat
makesyoufeel goodaboutyourselfand feel comfortable in a kindof visceral way".(Comfortableisa word
he uses a lot.) They don’twant"overbearingstaff", andthey won’ttolerate "pretentiousness,
obsequiousnessorpresumptuousness. Theoldnotionsof what luxury is: youknow, white gloves, gold
epaulettes, brass buttons, thingslikethat" no longer havecurrency. "Times are different. The more
traditionala hotel looks, themore traditional its approach, themore luxuriousit is [held to be], and I
reject that." Havingsaid that, I cannotremember the last time I stayedsomewhere the staff wore gloves
or epaulettes. Has the rest of the industry really notwoken upto this? "Of coursenot! Only Marriottand
nobody else."
Notthat his reverence for the brandextends toits mostloyal guests, for he petitioned – unsuccessfully –
to exclude holders of Marriott Rewardscards from spendingor accruing pointsin Edition hotels, lest
habituésof some of its less exalted brandslower the tone.
So whois his target demographic?"It’smorea psychographic," heparries. "It’sa sensibility, not a
particular kindof person, thatwe’re appealingto, andbecause of that it cuts acrossall ages, all strata of
income andwealth. It’smore abouttaste – dothey get what we’re attemptingtodo? It’sa very
discerning group, butit has nothingtodo with what youdo for a living or where youcome from."
His objective, he assures, is "to be inclusive, not exclusive" of anyonewho admires hisdécor. For though
Schrager, whoturns 69 thissummer, has never been a designer (he began his workinglife as a lawyer), it
is his eye for aesthetics, coupled with his "maniafor detail", that defines his hotels, along with a talent for
hiring great architects and designers.
“For me,” Schrager says, casually tossinga bombshell, “boutiquehadnothingtodo with size because I
really consider a company like Apple tobe boutique.”“Look howmany productsApple sells. It doesn’t
appeal to everybody. Butthepeople who doget it, all walks and ages, are willing to pay a real premiumto
participate in their uniqueexperience. This is same thingwith boutiquehotels. It’snot aboutsize. It’s
aboutethosand the visceral connectionyou makewith them. We’re tryingto do a 2,000-roomhotelin
New York andit would be a boutique.”Thisstatementis met by morethan a few gasps. LE Miami’s
eyebrows are definitely raised. “And it would appeal to the same people whostay in a 60-roomhotel

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because it will be very narrowly focussed. I can do[boutique] for a million people,”he continues,
obliviousto the rising tide of whispers. “I like doingbigger hotels. Ittakes the same amountoftime todo
a 2,000-roomasit takesto doa 20-room.”Andthenthepunchline. “And youmakemore money, by the
way.” Havingbeen treated to tales of Schrager’slatest ventures, includinga joint venture with that
famouspurveyorof individuality, theMarriott, with whom he is creating a new chain called EDITION, the
secondof which rolls out thisautumnin London, we probably shouldn’tbesurprised. Butthe idea breaks
as iconoclasm. A 2,000-roomboutique?Massproducedboutiquehotels?Whatwill he suggestnext?
Individualisedexperience at McDonald’s?Lookingaround, I noticethatmore than a few headsare
shaking. I wonder then whether Mr. Magic has losthis touch. Has Schrager’sinner businessmanfinally
bested hisbohemian?Or can it be thatthe nimble operator, once again, is simply ahead of the crowd?
“To me, the idea of doingsomethingona really big scale is interesting. I think everybody misunderstood
how deep the boutiquemarketis. Everybody cravesan elevated experience. Everybody cravessomething
that’svisually stimulating. Boutiqueis notjust for people who wear black andlive in SoHo.”
12.0 MARKET TRENDS in sustainability
StarwoodHotels & ResortsWorldwide, Inc. (NYSE:HOT)today announcedthe debutof its eco-conscious
Element® brandin Asia Pacific with the openingof Element SuzhouScience andTechnology Town in
Suzhou, China. Ownedby SuzhouScience and Technology Town Kexin CulturalTourism DevelopmentCo.,
LTD., the new Element Hotel is set to offer healthy, active travelers a smart andsustainablestay, designed
to fuel a balanced life while on the road.
"As Starwood'seco-innovationlab, theElement® brandhasredefined the category with its light-filled
atmosphere, eco-mindeddesignandcommitmentto innovation."
"As Starwood'seco-innovationlab, theElement® brandhasredefined the category with its light-filled
atmosphere, eco-mindeddesignandcommitmentto innovation." saidBrianMcGuinness, SeniorVice
Presidentof Specialty Select Brandsfor Starwood. "Ontrack to triple its global portfolio by the end of
2017, Elementis experiencing tremendousgrowthmomentumandthe brand'sdebutin Asia Pacific is set
to pavethe way for more growthopportunitiesin the region."
"We are thrilled to introduceStarwood'sfirst Element Hotel in Asia Pacific, in China, one of the fastest
growing andmostdynamictravel marketsin the world," said StephenHo, President, StarwoodHotels &
ResortsAsia Pacific. "Recent studieshave shownthat consumersare becomingincreasingly interested in
environmentally-friendly practicesand products, aswell as sustainableliving. We are confident that the
stylishand sustainableElement® brandethos thatmoderndesign flows from nature will resonate with
travelers and meet thatdemand."
Element SuzhouScience and Technology Town features 188 roomsandsuites. Guests can work, play, or
relax in the spacious, smartand modernguestrooms, allof which offer oversizedwindows for natural
light. Each roomcomes with a well-equipped energy-efficient kitchen;and amenities suchas the plush
signatureHeavenly® Beds, spa-inspiredbathsandseparateinvigoratingrain showers andall natural bath
amenities. Withlight-filled public areas and a calming atmosphere, Elementhotels employ a natural color
palette, givingeach hotel an organicopennessthat matchesthe architecture andweightless feeling of
the space.
As Starwood'seco-innovationlab, each roomalso features a work space and high-techoffice and
entertainmentequipment, with complimentary internet access anda one-stopconnectivity solutionthat
allows guests tohook up portableelectronics totheir in-roomTV. SPGKeylessCheck-In– the hospitality
industry'sfirst mobile, keyless entry systemthatallows gueststo use their smartphoneasa key is also
available at Element SuzhouScience and Technology Town. The hotel alsooffers 1,200 squaremetersof
flexible meeting space with modularfast & free WiFi throughout.
Recognizing thatwhole living is moreof a lifestyle thana trend, Element Hotels have re-imagined
extended stay by settinga new standardfor life on the road. Guest can refuel for the day aheadat Salon,

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an all-day dining restaurant, orenjoy a variety of traditional local, Huaiyangandauthentic Cantonese
cuisine at the well-designed private rooms. At the Relax eveningreception, guestscan wind down overa
selection of savory wine, food and beverage pairings. The 24/7 self-serve pantryRestoreoffers healthy
optionsanduniquedelights for every taste. Enjoy a bite with friends or colleagues in the whole living area
or tap intoyourculinary skills by whipping upa meal in the fully-equippedkitchenin yourguestroom.
Stayingonthe moveis easy with the hotel's state-of-the-art24-hourfitnesscenter, an indoorsaline
swimmingpool as well as complimentary bikesfor rent, which encouragesguest toexplore the nearby
sights, while stayinghealthy andactive.
13.0 MUSIC DESIGN
Stacey Howlett, general manager of Hotel Ignacio in Saint Louis - http://www.hotelignaciostl.com/,
interviewed in order tofind outthe ways thatshe integrates musicinto the overall guest experience.
She believes that “hotelsare interesting, because they can quickly impact each one of our senses. The
physicaldesign speaksto oursense of sight andtouch, the music to our hearing, andthe restaurant
componenttoour sense of smell and taste.”Howlett’s goal is to link these sensory stimuliin a
harmoniousfashiontocontributeto the Ignacio’sprojection of a unified anduniqueexperience. Since it
openedin April 2011, theIgnacio has become a premier destinationfor bothits quality lodgingsand its
approachto integratingart, music, and architecture.
Enhancingclient usage withoutbeing invasiveis a signof successful musicdesign integration. Howlett’s
convernwith this matter places her work at the forefront of thisemerging industry. Moreover, her
attentionto the details anddemandsof different spaces on the hotel property informher choices of
music.
As she makesclear, music alwaysexists in a space andthe two properties of experience can play off each
other in a manner thatenhances guests’ experiences. For instance, for a restful spa experience you
would nothave overbearing, jarring music. Yet, asHowlett is quick topoint out, notall spacesare
immediately associableto certain kinds of music. At this stage, it is crucial for a skilled designer to learn
the uses of space andcomposea compatiblemusic experience that can meet thoseunique demands.
Successful design remainsfocused on the big picture anddoesn’tfall victim to granularthinking. The
optimumtechniqueto creating a brand experience lies in successful orchestrationthatpresentsharmony
to guests. Howlett explains that within this framework, the best implementationof music designlies
more in composinganexperience intowhich individualsenter, rather than attemptingtomeet the needs
of every single individual, and thuslosingsight of the big picture. She makesthe crucial point in our
interview thatmusic designis notsimply a gloss thatone can overlay after a project in finished – but
insteada key componentof the design itself.
Orchid: Musicis very human in theemotion and feeling it can bring to a space. At whatpointin your
projectsdo you begin to think aboutthemusicyou will play?
Stacey: Musicis such an integral piece of the overall feel thatmy preference would be to incorporate
music designat the same time, or soonafter the conceptis conceived. In the case of Hotel Ignacio, I
became involveda year into the project. I knew I wantedto change the music the first time I stepped into
the lobby.
How do you decidewhere in yourhotelmusicwill be played?

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Stacey: Walkingthe property, bothinside andout, gives me a goodfeel of where we need to consider
music. We also considerhow our guestsare goingto use different spacesin the hotel. We want to
enhance their experience without invadingtheir space.
Howlett’s concern with this matterplaces her work at the forefront of this emerging industry. Moreover,
her attention to the details and demandsof different spaceson the hotel property inform her choices of
music.
Is therea methodologyto deciding whatmusicyou will play?
Stacey: Thisis where hiring a professionalis so important. Somespacesalready have a “feel.” A spa would
be a good example of a space where youknow the musicshouldbe serene andrelaxed. Mostpeople
visitinga spaare lookingfor that calming atmosphereandin this case the music can be implemented
fairly quickly. Ina hotel, different guestsuse the space differently. Somewant a place to work, while
otherswant a place to gather. Figuring outwhat works for the space and the guestscan be a bit more
challenging. A music designer can really help in identifyingwhat works for both.
Whatis the importanceofmusicin yourprojects?
Stacey: I like to constantly besurroundedby sound. Whenspacesare silent, I get the feeling that
somethingis wrong. And if I hear a songthat is completely notright in a situation, it drivesme crazy.
Needless to say, I think music is as importantas the physicaldesign of a property.
Can you sharewith us yourmostmemorablemomentwheremusicimpacted you emotionally?
Stacey: I actually had a really tough time convincing the employees that changing the music in the hotel
to fit the space was a good idea and even possible. It took a bit of trial and error to get the music to

25
where it sounded and felt right. Not too long ago, several of the staff were at the front desk and a song
started to play. One person started to snap, the next started to hum, one started to sing and the next
thing you know they were dancing and singing. That’s when I knew that the music goal was achieved.
https://vimeo.com/67146060
14.0 Case Study: Le Meridian
Le MeridienHotelsandResorts isinthe midstof a $6 millionrebrandingcampaign entitled“Destination
Unlocked,”whichlaunchedinJune inanefforttobetterdefine the brandandalignitwiththe culture
and cuisine surroundingeachof itsproperties.
Today the hotel groupreleasedthe latestmediafromitsEclairDiaries,one piece of the largercampaign,
celebratingitemsmade withlocal productsateachof the brand’sproperties.
The videofollowspastrychef JohnnyIuzzini travelingthroughCote d’Azurinsearchof ingredientsto
create a special eclairforthe local Le Meridien property.Thisisthe secondvideointhe series,following
one inSan Francisco.
A Starwoodbrand,Le MeridieniscreatingeightvideosthatfollowIuzzini ashe visitslocal farmers’
markets,coffee shops,distilleriesandbakeriesineachof these destinations,searchingforthe local
taste that is thenfoldedintothe pastry.
The partnershipalsointroducesthe Le MeridienbrandtoIuzzini’ssizablesocial mediafollowing,which
has alreadyproventobe interestedindiscoveringnew destinations,tryingnew foodsand,of course,his
endeavors.
“Our signature eclairprogramisone touch pointof the new Le Meridienexperience.Itdeliversonour
promise tounlockthe destinationforourgueststhroughculinarycreations,”Le Meridienglobal brand
leaderBrianPovinellisays.
Le Meridientracksthe engagementof the filmsthroughengagementonitssocial channelsincluding
views,shares,emotionalsentimentandtrafficthat’sdriventoitsotherdigital properties.
Eclairsare justone part of the Le Meridienbrandingcampaign.
The brand alsoworkedwiththe bandNouvelleVague tocreate a24-hour soundtrackfor eachof its
hotel lobbiesandproducedvideosof the bandmemberstravelingtoplayconcertsindifferentLe
Meridiendestinations.
“If the contentisrich enoughanddramaticenough,people will take thatandcurate it intotheirown
travel experience inapersonalizedway,”JeremyHollister,founderof the independentcreative
agency Plusthat created bothsetsof videos, recentlytoldSkift.

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http://skift.com/2015/02/14/le-meridien-builds-a-brand-message-with-pastries-and-music/

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15.0 Youtube Comment: Conrad HiltonVideo https://www.youtube.com/watch?v=GPOcu72cISY
16.0 FOCUS: Growing brands
TYRP by Windham whgcomm@wyn.com
TRYP by Wyndhamisa select-service urbanhotel brandwith over 110 hotelsin many of the mostexciting
cities acrossEurope andSouthAmerica, like Madrid, Barcelona, Paris, Berlin, Lisbon, Frankfurt, Buenos
Aires, São Pauloand Montevideo.

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Designed to suitthose with a penchantfor travel andnew experiences, we offer a one-of-a-kind
experience that encouragesyouto get out andenjoy the city, socialize and live life tothe fullest.
 http://www.tryphotels.com/en/index.html
 http://www.tryphotels.com/en/tryp-hotels.html
 http://www.tryphotels.com/en/about-tryp-by-wyndham.html
SLH hotels - global HQin London
The UK public placed over one million votesand namedSmall Luxury Hotels of the World (SLH) the Best
UK Luxury Hotel Brandand Best Worldwide Luxury Hotel Brand at the British Travel Awards.
The winners of the prestigiousawardswere announcedduringa glittering awards ceremony in Londonon
26thNovember2014 andcollected by Paul Kerr, CEO for Small Luxury Hotels of the World. The awards
bring togetherand celebrate industry suppliersandthe services they provideto the travel industry and
are the only awards votedfor solely by the travelling public.
Speakingaboutthe awards, Paul Kerr, CEO for Small Luxury Hotels of the Worldsaid, “After 25 years at
the helm of Small Luxury Hotels of the World, it’sa wonderful achievement to receive sucha
distinguishedaward, especially againstsuchfierce competition. Oursuccess is down to the wonderful
team behindthe brandand the tremendoushotelsthatmake up ourportfolio”.
Small Luxury Hotels of the World hasan unrivalled portfolioof some of the world’s finest small
independenthotels. Comprisingover 520 hotelsin more than80 countries, the diversity of the individual
hotels, and the experiences that they offer, is exceptional. Fromcutting-edgedesign hotelsto palatial
17thcentury mansions, city centre sanctuariesto remote privateislands, historic country housesto idyllic
resorts, Small Luxury Hotels of the World offers a uniqueexperience for every luxury taste.
In a fiercely competitive andfast movingenvironment, theseawards highlightSLH’s ongoingcommitment
to the luxury hotel industry andcement its positionas a luxury leader within the hotel and hospitality
industry. Othershortlisted hotels for ‘Best Worldwide Luxury Hotel Brand’ included Sofitel Luxury Hotels
andConrad Hotels & Resorts.
Tel: +44 (0) 20 7802 3440 GlobalHeadof Public Relations& Communications, ErinWoodward, please
emailerin.woodward@slh.com
Growing independentcompanies
EX: 21cMuseumHotels http://www.21cmuseumhotels.com/company/team/
Foundedtooversee the expansion, development, andmanagementof 21cnationally, 21cMuseum
Hotels is a growing company of passionatepeople.
Armed with a sharedlove of contemporary art, a belief thatart shouldbe accessible and without
pretense, and a desire todiscourage urbansprawl by creating spacesthat make city centers more vibrant,
the 21cTeam is drivento create a catalyst for cultural life in cities acrossthe country. Together with
strongcommunity partners, whoshare the belief that art enhanceslife, 21c seeksto integrate art into
more peoples’ daily lives (and havesome fun along the way).
Independent:
 http://www.kempinski.com/en/hotels/destinations/
 http://www.standardhotels.com/
 https://www.firmdalehotels.com/b/about-firmdale/
 http://www.acehotel.com/- http://www.acehotel.com/pages/mediarelations
 http://www.jameshotels.com/
 http://www.tryphotels.com/en/index.html
 http://www.andaz.hyatt.com/en/andaz/locations.html#
 https://www.kimptonhotels.com/destinations

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 http://www.mbymontcalm.co.uk/?gclid=COHy2eOw88QCFQOu2wodLhMAXw
 http://www.jdvhotels.com/about/#partners jdvpr@jdvhotels.com
Who totalk to:
Varies perlocation – size of hotel group
 Director of Operations
 General Manager
 P&Rand MarketingDirector
 BrandDirector
 Ex: http://www.accorhotels-group.com/en/group/partnerships.html
17.0 COMPETITORS (USP)
17.1 Heartbeats.fm http://www.heartbeats.fm/
Musicfor Branding
Brandslove music. We all do. Still very few companiessucceed to fully utilize music’semotional
power to benefit their brand. OurMusic Stairway helps illustrate the levels onwhich brandscan
approachmusic.
Many companieshavetaken the first step andbecome consciousabouthow they sound. That’sa
goodstart, but there's more to musicbrandingthanchoosinga catchy songfor a TV-commercial.
Treating music merely on a tactical level often results in brandsthat look great but feel … less
great. The lack of strategic framework is recognized in brandsthatmay soundfine butnot in tune
with their identity, in brandsthatsounda lot like their competitorsor in companiesthat
unknowingly projectmultiple brandpersonalities because their sonic communicationis based
solely onrandomor subjective taste. Holdingon to this”ad hoc-attitude”makesit difficult to
evaluate investmentsinmusic andone tends tomiss outon the many benefits and brandpower
associatedwith takinga strategic approach.
Througha strategic approach, Heartbeats help companiestake a stepup the Music Stairway.
Essentially thismeans we create a unitedperspective anda framework answeringthe
fundamentalquestionsof why, how, where and when to communicatethe brandthroughmusic
andsound. We bring these insightsintoour creative work, design andcuration butalso
incorporatethe framework in ourclient's brandmanual.
What we do:
 Clarify music’srole for the brand andhow initiatives, investmentsandchoice of music
andsoundhelp achieve set communicationgoals.
 Positionthe brandwithin the culture of music and unfoldhow by contributingto that
culture, the brandbecomes morerelevant, attractive andbetter connects with its
audience.
 Establishthe standards andguidelines for how the brandsounds, alsowhere andwhen it
is activated onvarioustouch-points.
 Activate set standardsintocreative production, designandcurationof useful toolsand
assetsthat communicatethe brandthroughmusicand sound.
17.2 ORCHID MUSICDESIGN - http://orchidmusicdesign.com/
An art and a skill that combinesmusic with the principles of design to generate meaning.
The process of music designincludes inquiry into diverse disciplines suchas architecture, interior
design, music fundamentals, neuroscience, psychology, musictherapy, culturalstudies, andsociology.

30
The music design processbegins with research in orderto discover andidentify the core brand
values, visual elements, and personality attributesof yourbusiness. Oncethe concept is outlined,
intense curationand observationexpandandbuild the layers of the concept intoa customizedbrand
experience soundtrack.
PREMIUM BESPOKEDESIGN
Do youget frustrated tryingto resolve issueswith yourmusic? Do youwish youhad the resources to
handoff the responsibility of yourmusic to someoneinternally? Our premiumservices were
designedto fill thisneed. This service includes all of the bespokedesignservices below, but takesit
one step further: We design andbuild the musicconcept for yourspace AND handleall the
technological andhardware issues surroundinghowyoudeliver yourmusic. The premium service
allows youto minimize juggling the managementof yourmusic and hardware. It includes a complete
music design concept, as well as the actual designand implementation. The premiumservice goes
beyondanagency experience to create a one-on-onerelationshipfor all thingsrelated to music.
Included:
 Custommusicsoundtrack designedandcurated (the humanthing)
 Musicupdates
 Stewardshipof all thingsmusic
 2 hourcustomsoundtrackstoextendyour experience throughavailable consumerapps
 Managementandnegotiationof all hardware related issues
BESPOKEDESIGN
Musicplays an enormousrole in settingthe tone of an environmentandconnecting yourcustomers
to yourbrandexperience. Bringing an experience to life throughmusic is somethingwe love to do.
Whether youare in the retail, hospitality, orrestaurantbusiness, whether youare having a launch
party, book tour, corporateevent, dinner party, or speakingengagement – we can help.
Included:
 Custommusicsoundtrack designedandcurated
 Musicupdates
 On-goingmusicdesign stewardship
STYLING
Stylingservices leverage the existing technology andcatalog programs of musicproviders. Justas a
clothing stylistdesignsand outfitsyoufrom existing clothes to personalize yourlook, ourstyling
services leverage existing catalog programsandapply our expertise todesign a personalized
experience. Have youever had a service provider dumpa catalog in yourlap and tell youto choose
three music programsfor your“box?” Or are youusing Pandorafor businessbutfeel burdenedwith
selecting the rightsongsto create the music?That’swhere our stylingservices can help.
Included:
 Custommusicsoundtrack designedandcurated
 Musicupdates
 On-goingmusicdesign stewardship

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17.3 MUSIC CONCIERGE- http://www.musicconcierge.co.uk/
FounderRobWoodheads up the Music Concierge creative team. A record collector since the age of
nine, Robhas been lucky enoughto combinehis passionwith his career. As a DJ he played all over the
world at clubs like Fabric andThe End, andfestivals such asV, The Big Chill, Sonar, andMiami Music
Conference.
As a music journalist Robwas editor of the ground-breakingmusicmagazineJockey Slutwhich gave
ahead-of-the-curveearly front coversto artists suchas Daft Punk, Air, The Chemical Brothers, and
Giles Peterson. He has written aboutmusic for The Observer, Mixmag, andThe Financial Times, and is
authorof a book aboutDJ culture.
His inherent drive to bring topeople ‘music they didn’tknowthey wouldlove’ is at the heart of the
MusicConcierge ethos.
Robis a Fellow of The RSA (Royal Society for the Encouragementof Arts, Manufacturesand
Commerce).
Robhas built a highly creative andexpert team aroundhim. They draw from their first hand
experience of musicradio, MTV, record labels, musicianship, DJing, andmusic consultancy.
Crucially the whole teamshares a never-endinghungerfor discoveringgreat music. For us it is about
unearthingrare, under-played, orforgottentracks, and keeping ourfingers firmly on-the-pulseof
contemporary musicandnew trends.
Frombleeding-edge urbancool, to evocativeback-cataloguetracksfrom the past, we are passionate
aboutcreating inspiring signaturemusic identities for the brandswe work with.

32
The team’sexpertise extends to cover musicfrom all over the globe whether it is European, African,
Indian, Asian, Japanese, Arabic, SouthAmerican or beyond. We also havein-houseexperience and
expertise onstyles andaudiences’ music tastes in emerging markets.
We understandhotelsand the importanceof guest experience. Whether youare a country house
hotel in the Cotswolds, a city centre skyscraperproperty in the Middle East, or the ultimate luxury
beach resort in The Maldives, we deliver individually designed musicsolutionsacrossthe world.
Our creative process is thoroughandmusic knowledge vast. We knowhow to work with our clients to
create the perfect soundfor every hotelexperience.
We pride ourselvesonfinding relevant and wonderful musicfor all of our clients.
See the Delivery, support& technical service page for more informationabouthow we deliver the
music.
MusicConcierge hasa clear set of values thatwe deliver against. We takeaway the technical and
administrativeheadache thatcomes with playingmusic in a public place.
As well asdelivering glittering content, we also ensurethe soundquality, licensing, andtechnology
supportingourservice is secondto none.
Features:
 Regular music updates
 Your playlistsare regularly refreshed and renewed, ensuringyounever soundoutof date, or
outof touch, or repetitive. We usually update80% or more of each playlist.
 Musicthat is timetabled anddesigned specifically for every part of yourday, every day of the
week
 Younever need topress play and yoursoundis always perfectly suited to the moment.
 Bespokesoundtracksforeach area of yourproperty
 The music can be tailored to the needs andpurposeof different areas, from lobbies, to bars,
to restaurants, tospas, togyms, to guestrooms.
 Volume levelled tracks
 Our technology incorporatesclever volume-levellingsoftware thatmakessure yourmusic is
notoverly intrusive.
 Truly randomisedplaylists
 Each playlist is randomisedevery day soyounever soundpredictable.
 Cross-fadesbetween tracks
 We prevent the silences between tracksthat cause the atmospheretodip.
 High quality audio files
 Each track is formatted at 320kbpstogiveyoua brighter more dynamicsoundquality.
 Remote musicmanagement
 We manage, timetable andupdateall yourmusic remotely using ourdigital solutionwithout
the need for staff involvement.
 Robusttechnology thatis used in venuesaroundthe world
 Our systemis tried andtested and glitch-free and comes with technical support.
 7 day-a-week helpdesk andtechnical support
 Prompthelp is onhand for technical assistance.
 Dedicated account manager
 A dedicatedand responsiveprofessionalwho knowsyourbusinesswho acts asa single point
of contact.
 All music suppliedis fully covered by dubbinglicences

33
 We remove that licensing headache soyoucan rest assuredyourmusic supply isfully
licensed and legal.
MusicConcierge: Case Study: NIYAMA
Background:
After their success as a market leader in the Maldiveswith Huvafen Fushi, luxury hotel operator
Per AQUUM wantedto launch a new flagship resort that catered to the adventuroustraveller.
Requirements:
The music identity of NIYAMAneeded to immediately positionit as a fresh, new contemporary
luxury offering that speaks relevance to and connectswith a new audience who are lookingfor
extraordinary new experiences. The music needed to be usedto help positionthe NIYAMAbrand
as an innovativemarketleader.
MusicConcierge were taskedwith delivering ground-breakingmusicconceptsthatenhance
NIYAMA’sdramaticand pioneeringF&B stories which include a restaurantconcept called Tribal
servingauthentic African tribal cuisine under canvasin a jungle setting, andthe world’s first
underwater bar andnightclub.
Result:
The F&B outletssoundlike no other in the Maldives. The restaurantshavebeen given a sense of
dramaand theatre throughmusic, while the barsutilise fresh music from break-throughartiststo
reinforce NIYAMA’smodernandoriginal positioning.
Staff and guestsregularly commenton the music includingDJs who visitthe island: “Whoever
programmedthe musichere at NIYAMAMaldiveshas amazingtaste. I'm learning new tracks
every five mins. It'slike beingin Ibiza!” Kris Di Angellis resident DJ, NIYAMA.
"Ourmissionwas to create a really fresh, brilliantly executed new 5 star offering for Londonthat
completely connectedwith ourinternational audience andsavvy Londoners. MusicConcierge
were the obviouschoice for us. Their exceptional creative standards, attentiontodetail, andon-
going customerservice are exactly what we were lookingfor. They have created a great
atmospherein the spa andbroughtthe destinationdiningandbar concepts to life. Getting the
music right was critical for us."
Michael Bonsor
Hotel Manager, RosewoodLondon
*note music conciagre is a sponsorof- http://www.independenthotelshow.co.uk/
https://www.linkedin.com/company/music-concierge

34
17.4 LAQUA - http://lacqua.net/bio
Michaelangelo L’Acquais an internationally acclaimed music-brandingspecialist. His commitmentto
creating groundbreaking, innovativesolutionsfor hisclients marksa successful career that is
highlightedby unprecedentedachievementsin the realms of music, hotels, fashion andluxury
brands. In1999, L’Acquawasenlisted by Tom Fordto create the musicidentity for Gucci and Yves
Saint Laurent. L’Acqua collaboratedwith Ford to create the musical landscape tomatch Ford’sdesign
collections, acrossthe runwaysof Milanand Paris.
That same year L’Acqua’suniquemusic abilities led to the creation of the artist collective Onda, a
boutiquemusicagency specializing in musicproductionfor fashion runway shows, TV commercials
andtheir original electronic artist releases and albumproductionsunderSony MusicandNaked
Music/Astralwerks.
Between 1999-2006 Ondabecameoneof the mostsoughtafter runway show sounddesigners
workingwith renownedfashion housesin Paris, Milan, Berlin andNew York. Additionally they
expandedtheir TV commercials credits working with the likes of BBDO, Y&R, Sacchi & Sacchi, Olgilvy
andtheir marqueeclientele.
Record releases were credited duringthese years with executive productionsofthe Isley Brother
Remix record “TakenTo the Next Phase”Sony Music andPuma’s2006 AfricanCup Of NationsSoccer
Album “Africa PlaysOn”.
In 2006 OndawasdismantledandL’Acqua was requested by Natalie Cole to executive produceher
father’s remix project “NatKingCole, Re:Generations” released on EMI Records. Re:Generations
featured will.I.am, Cee Lo Green, Nas, The Roots, Damian& StephenMarley, TV OnThe Radioamong
several others amazingartists. Re:Generationswas released in 2008 with critical acclaim.
In July of 2009, L’Acquawas namedGlobal Music Director for The W Hotel Group. His missionwas to
create a proprietary music platformthat clearly defined the sonic identity of The W Hotel lifestyle as
it expands its footprintto nearly 50 hotelsin North & SouthAmerica, Europe, Asia and the Middle
East. Over the past six years Michaelangelohas fabricated the many musical touchpointsthat has
allowed the W brand’spassionformusic to become the mostpoignantway that the brandengages
with it’s core audience globally. UponarrivingL’Acqua beganto build the many verticals of W’s sonic
brandidentity. Startingfirst with W’s compilationCD “Symmetry”andbuildout the in hotel
streamingmusic experience which wouldbe rootedin emerging artist andmusic discovery.
Thereafter DJ programingandculture would be placed inside the hotel experience tosupportthis
uniquesoundidentity and wouldbecome the backboneof W’s trendingsound.
A globallive music concert series was launched to offer W’sexperiential touch pointwith their fans
allowing W tobe a musiclifestyle destination.
Lastly the W’slifestyle soundneededto be proliferated beyondthewall of the hotel experience so
W’s iPhoneAppwas created offering their 350,000 usersover400+hoursofinternational DJ mixes
on the go.
Over the yearsL’Acqua developedseveral uniquemusic experience with W’s brandpartnerships, of
which W Hotels andCoca Cola’sW Burn DJ Lab mentorshipprogramhighlightthe best of these brand
partnershipscollaborations.
W Burn DJ lab was created to discover andsupportemerging DJ talent by developingtheir careers
throughglobalevents andrecord releases backed by W Hotels and CocoCola’s Burnenergy drinks.
Within in the 3 year programexotic destinationsofIbiza, Bali, Bangkok andKohSamuiwere chosen
as the backdrophostedby marqueementorssuch as Cassius, PaulOakenfold, Thievery Corporation,
DJ White ShadowandJasonBentley who held week longmentoringsessions.

35
18.0 HOTEL MARKETING- Trade Shows
LE Miami
LE Miamiis the creation of BeyondLuxury Media Ltd, the mastermindsbehind PURELife Experiences, The
Experientialist andnow We Are Africa. We are a handcraftedandinnovativemedia company dedicatedto
creating genre-defining marketplacesfor the high-endtravel market. Ourfoundersbelieve in building
passionatecommunitiesanddynamicforumswhere travel innovationandartistry are discussedand
celebrated.
We want to build onour visionof being ‘morethanjust a trade show’ toliterally define the contemporary
travel industry. Inadditiontobeing an annualforum for conversationandconnectionandthe only place
to get the inside track onthe latest and mostinnovativedevelopmentsinthe market, LE Miami will
become youryear-roundsourcefor the contemporary travel evolution.
Whatgap were you trying to fill in thetravel industry by launching LEMiami?
LE Miamicelebrates the new luxury customerswho are creative, design-conscious, tech-savvyandwho
embrace change and innovation. Webelieve that many marketplaces exist connectingtraditional luxury
hotels with traditionalwealthy individuals - butnothingexists to connect contemporary hotelswith
creative individualsandindustries. LE Miami is bridging thatgap andcreating a new industry:the
contemporary travelmarket.
Why did you chooseMiamiasthecity to hostsuch a fair?
Miami epitomisescontemporary travelon many levels: the first boutiquebeachresort was created here
andthere are more boutiquehotels per squarekilometre in SouthBeach Miami thananywhere else in
the world. Itis a city with a deep architectural heritage, andit is a city that embodiesfashion, art and
entertainment. Miami is also a hubfor Latin America and a naturalmeeting point for many membersof
the creative class aroundtheworld. Moreover, its state-of-the-artconventionandhotelinfrastructureis
secondto none.
How do you feel theexpectationsoftravellers haveevolved?
Hotels have shifted from simply being a transitionalpointin a journey to happeningdestinations. People
now look for hotelsthat allow them to upgradeto an idealised visionof themselvesandin a certain way,
it is notdifferent other luxury consumergoods.
Have you noticed any newtrendsemergerecently, in termsof whathotelsare offering?
Contemporary travelis aboutembracing change, while luxury travel was all aboutprotectingtradition -
hotels nowunderstandthe need toevolve quicker thanin the past. To achieve thisthey need to be
innovativeandto constantly adapttheenergy of their space. Inmany ways hotelshave become like
modernart galleries - refreshing their contenton a regular basis will keep customerscomingback.
Whatcan we expectfrom LE Miami'snextouting?
LE Miami2014 will certainly be bigger, butmore strictly curated, to make sure thatwe keep our display
intriguing. Our emphasisfor 2014 isaboutfinding ways to involvecreative industries viaseminars andour
awards ceremony, andto ensure thatLE Miami becomesan annualdestinationfor the industry toshare
their latest innovations, toseek inspirationfor their next metamorphosisorsimply to connect with the
creative class.
IndependentHotel Show- LondonOlympia

36
Launchedin 2012, TheIndependentHotelShow (20th& 21stOctober2015)presentsa collection of the
UK’sfinest, mostunique companiesnottypically seen at events, hand-pickedtoensurethey offer the
high level of quality andbreadth of products& services luxury and boutiquehotelsrequire. This year, the
show promisestobe bigger, better andmore targeted thanever before, providinga one-stopbusiness
platform for the luxury andboutiquehotel industry.

37
19.0 SOURCES
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showdown-between-apple-and-spotify
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income-1807998
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W_XXX-Rated_When_It_Opens
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otels_case_lores.pdf
http://news.marriott.com/2015/04/renaissance-hotels-signature-global-music-experience-.html
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http://www.bdny.com/
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http://www.independenthotelshow.co.uk/
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http://www.telegraph.co.uk/luxury/travel/73584/ian-schrager-unveils-his-latest-hotel-the-new-york-
edition.html
http://www.telegraph.co.uk/luxury/travel/70749/andaz-liverpool-street-hotel-suite-art-collection-
opening-details.html
http://www.ihgplc.com/index.asp?PageID=116&NewsID=3128
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travelers
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in-21st-century-guest-services
http://www.bloomberg.com/article/2015-04-09/adbrUxmZRGKk.html

38
http://www.psfk.com/2014/07/berlin-music-hotel-adorned-song-lyrics.html
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file:///home/chronos/u-7dd9d822df3d524b2a5347b8375073dc99f1fe83/Downloads/HVS%20-
%20In%20Focus-%20London%20Luxury%20Hotels%20-
%20Can%20the%20Market%20Rise%20Forever.pdf
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industry-thrives
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investors-to-check-into-the-capitals-luxury-hotels-10097570.html
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welcome-at-super-luxury-hotels
https://en.wikipedia.org/wiki/List_of_chained-brand_hotels
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http://www.mbymontcalm.co.uk/?gclid=COHy2eOw88QCFQOu2wodLhMAXw

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