Hotel & Motel Management - October 1, 2007 - (Page 4)

4 News H&MM October 1, 2007 | HotelMotel.com www.HotelMotel.com/digital_edition Independents rely on guest feedback By Stacey Mieyal Higgins SENIOR EDITOR PKF Hospitality Research updated its forecast for RevPAR growth. It now predicts a slowdown in annual growth for the next few years, with increases of 5.5 percent expected in 2007 and 4.2 percent in 2008. Average daily rates will continue as the primary driver of RevPAR gains, with occupancy to remain ﬂat or only slightly higher for the period. These projections are detailed in the inaugural issue of Hotel Horizons, a new quarterly report from PKF-HR that contains a ﬁve-year forecast for the U.S. lodging industry, six chain-scale segments and 50 cities. NATIONAL REPORT–Planning and preparing for renovations and other changes at the property level is an important process for independent hoteliers. From implementing guest-service programs to removing inventory for upgrades, independent properties must proceed thoughtfully. Without the mandates of a brand, but also without its marketing opportunities, actions have to be prioritized for return on investment, according to hotel operators. At the Claremont Resort & Spa in Berkeley, Calif., hotel management Hollers CLAREMONT RESORT keeps abreast of the neces- Capital improvements at Claremont Hotel & Spa are prioritized based on guest feedback, funds available and return on investment. sary capital improvements, according to Susan Hollers, director of sales and marketing. While the property has changed hands several times over the years, it’s up to the man- agement team to make owners aware of what needs to be done, Hollers said. “We keep our own lists of capital requireSee Feedback | page 51 STARWOOD HOTELS & RESORTS WORLDWIDE Stockholders of Hilton Hotels Corp. approved the merger agreement with investment funds afﬁliated with The Blackstone Group L.P. Following the merger’s closing, stockholders will receive $47.50 in cash, without interest, per share of Hilton common stock held. Hilton has 2,896 properties with 490,000 guestrooms. On Sept. 10, Accor completed its $1.313-billion sale of Red Roof Inn to a consortium comprised of Citi’s Global Special Situations Group and Westbridge Hospitality Fund L.P. The deal includes 341 hotels comprising 36,683 guestrooms. Oliver Poirot was named c.e.o. of Motel 6/Studio 6 and Accor North America, having previously been c.f.o. of Accor North America. Georges Le Mener, president and c.e.o. of Accor North America, is retiring. Jim Amorosia, c.o.o. of Motel 6/Studio 6, becomes president and c.o.o. of Motel 6/Studio 6. For updated breaking news, visit www.HotelMotel.com. Models showcase aloft, Element brands By Harvey Chipkin CONTRIBUTING EDITOR The aloft prototype lobby at the Starwood laboratory features clean, contemporary seating in a community gathering atmosphere. HAWTHORNE, N.Y.– In an effort to promote and reﬁne the aloft and Element Generation 3 prototypes, Starwood Hotels & Resorts Worldwide created a hotel labo- Lakas ratory at a warehouse in ELEMENT this town north of New York and near Starwood headquarters. To date, between 300 to 400 owners and developers, more than 100 architects and designers, and hundreds of corporate and oth- er clients have trooped through the facility to inspect the model rooms, corridors and public spaces, and to make suggestions. Aloft had model facilities in place since the middle of 2005, and Element since late 2006. Element’s plan What’s the result of all this experimentation? According to Nicholas Lakas, director of Element Hotels, speaking during a recent tour of the warehouse, “We See Aloft brands | page 48 Trainers stress communication, cooperation By Jeff Higley EDITORIAL DIRECTOR TUCSON, ARIZ.–Training in hotels can either be an intuitive or difﬁcult process. Lodging-oriented members of the Council of Hotel & Restaurant Trainers discovered ﬁrst-hand during breakout sessions at the group’s semi-annual conference at the Loews Ventana Canyon Resort that while each property has its own approach, some training elements need to be universal. It starts with the industry’s mindset, said Josh Davies, director of training and development for Denver-based Sage Hospitality Resources. “We all need to look at measuring retention rates at 90 days or six months Communication is important for employee morale, and prevents the “nobody ever tells me anything” mentality, said Jeff Wilhoit, training manager for Big Cedar Lodge. H & MM rather than turnover,” Davies said. “We have to look at how many people stay rather than who is leaving.” Trevor Curran, training manager for the Renaissance Las Vegas Hotel, said employers must get candid feedback during the exit interview process so they can improve their employee relations. Within that feedback could come eye-opening revelations that might be difﬁcult for some organizations to | JEFF H IGLE Y See Trainer | page 52 CLAREMONT RESORT & SPA http://HotelMotel.com http://www.HotelMotel.com/digital_edition http://www.HotelMotel.com

Table of Contents Feed for the Digital Edition of Hotel & Motel Management - October 1, 2007

Hotel & Motel Management - October 1, 2007 Contents Independents Rely on Guest Feedback Models Showcase Aloft, Element Brands Trainers Emphasize Communication, Cooperation Perspective At Your Risk Satisfaction Trends Sales Clinic Energy Star Update HotelWorld Update Trends & Stats Dressing Walls in 'Green' Music Programming Provides a Sound Solution Remote Check-In/Out for Leisure Travelers Q&A: Western U.S. Pipeline Softgoods - Beds and Bedding Transactions A Cause Célèbre Awards People on the Move Events Cleaning and Maintenance Solutions Marketplace Ad/Editorial Index Classifieds Checking Out

Hotel & Motel Management - October 1, 2007

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