Travel Agent - March 31, 2008 - (Page 58) DESTINATIONS CARIBBEAN & BAHAMAS RITZ-CARLTON’S Caribbean Portfolio Ezzat Coutry, senior vice president for The Ritz-Carlton Company, L.L.C. Here’s an insider’s look at what it takes to develop new island products BY JOE PIKE THE RITZ-CARLTON HOTEL COMPANY has spent more than the last decade cementing itself as a Caribbean powerhouse. With a new property in Turks and Caicos slated for December as well as three more resorts in the region scheduled to open by 2010, Travel Agent decided a conversation was long overdue with the man behind this luxury brand’s latest Caribbean surge. We chatted with Ezzat Coutry, senior vice president for The RitzCarlton Hotel Company, to explore how these Caribbean destinations are chosen. And Coutry, who oversees all aspects of the 21 Ritz-Carlton hotels currently open and those under development in the Southeast, Caribbean, South America and Mexico, was happy to tell us. “We find a location and go from there,” Coutry explains. “We have an annual strategic meeting with most of our senior team [usually within the first quarter of the year]. We focus on areas where we want to be and will rule out areas where we don’t want to be. This goes for our international destinations as well as our domestic locations.” From that meeting, Coutry and his 58 | TravelAgent March 31, 2008 colleagues develop a wish list of sorts, a roster of 10 possible locations the company will target for that year. The destinations are made up of locations that Ritz-Carlton either scouted itself or that developers have brought to the company’s attention. When it comes to the Caribbean, three major factors are considered, Coutry says. “On an island, the first thing we look at are the beach locations,” he explains. “It has to be the right beach, has to be the right size and obviously has to be beautiful. The next thing we look at is golf. Is there an area nearby for a beautiful golf course? These are both factors that need to be part of the Ritz product in the Caribbean. “We also look at places that can afford the average rate that we require,” he adds, noting the second consideration. “Our hotels require a lot of money for development, so we need to be sure that there will be an opportunity for great return.” And the last factor? “That’s airlift,” he says. “Is there adequate airlift from both U.S. and European destinations?” And it’s that last factor alone
For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.