n1 phono tech_research_ph.2_15_06_2015

PhotoTech v2 Research 15.06.2015

Nation1 AppAdventure

Phono_Tech Research Ph.2

Table of Contents

1. LUXURY HOTEL MARKET

2. BRAND RELATIONSHIPS

3. TARGET MARKET

4. BARCELONA

5. LONDON

6. PARIS

7. BERLIN

8. NEW YORK CITY

9. CASE STUDY: NHOW BERLIN

10. LUXURY HOSPITALITY TRENDS

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 LUXURY HOTEL MARKETThere is no internationally accepted definition for the luxury hotel market. Whilst there are several possible indicators to define a hotel market segment, the underlying trade and its key determinants – such as location, property features, facilities, services, brand and operator – provide an insight into the segment. Capturing a property’s underlying characteristics and market positioning as perceived by its guests, the Average Daily Rate (ADR) is a first point of reference in defining the segment.

In Paris, the segmentation of the upper end of the market is relatively straightforward. The top performers form a distinctive set with pre-downturn ADRs between €650 and €950, while the followers are further behind with ADRs of between €300 and €400. There are very few properties trading in between. In London, clear segmentation proves more difficult as the difference in ADR between the top and the following set is less pronounced. While top performers in London reached ADRs from £400 to around £550, there are several properties that directly challenge the top set.

The global luxury hotels market's performance has recovered from the slowdown recorded at the beginning of the historic period (2009-2013) due to the financial crisis and recession. Overall, growth was recorded in the four markets - Americas, Asia-Pacific,Europe, Middle East and Africa - across all key performance indicators (KPIs) during the historic period. Growth is expected to continue over the forecast period (2014-2018) supported by the rise in tourism flows and expenditure.

According to the Travel and Tourism Intelligence Center's (Travel and Tourism IC) analysis based on 40 countries around the world, the US was the leader in the luxury hotel market in terms of both revenue and number of establishments. The US recorded revenue of US$43.9 billion in 2013, which is more than double its closest competitor, China, which recorded US$20.6 billion in revenue in 2013

Growth in the Travel and Tourism sector in Asia-Pacific has proved beneficial for the luxury hotel market. Rising middle class population and economic growth have supported the increase in tourist volume and expenditure, consequently leading to rising demand for accommodation. International hoteliers such as InterContinental Hotels, Starwood, Hilton, Marriott, and Accor cater to the luxury segment in the region. Domestic hotel operators mostly focus on the budget and mid-scale segment

In the Middle East and Africa, a large number of deals were recorded in South Africa and the UAE. Political unrest and violence in countries such as Egypt, Tunisia, and Morocco has kept investors away. A total of 13 luxury hotel deals we completed in the UAE during the period between 2010 and 2014 (September) while five were recorded in South Africa during the same period

A large number of leading global luxury hotel chains are based in the US, such as Starwood Hotels and Resorts, Marriott International, and Wyndham Group. According to TTIC analysis based on 40 countries around the world, the US was the leader in terms of number of luxury establishments with a total of 1,017 luxury hotels in 2013. Cities in the US are among the leading and fastest-growing tourism

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destinations, which fuels the demand for luxury accommodation. For example, according the MasterCard Global Destination Cities Index 2014, New York was the sixth most visited city in the world with an estimated 11.8 million visitors in 2014.

The luxury hotel market in Asia-Pacific has also recorded growth. China was the largest market in terms of total revenue in 2013, followed by Japan, which was the leader in terms of number of guests at luxury establishments. Hong Kong recorded the highest revenue per available luxury room and was also the leader in terms of occupancy rate in 2013.

Russia and Turkey were the two largest luxury hotel markets in Europe in terms of total revenue in 2013. The UK, Italy, and France are also among the leading destinations. During the historic period, the French luxury hotel market was the fastest-growing in terms of revenue while Turkey recorded the fastest growth in terms of number of guests. France also recorded the highest growth in number of luxury hotels during the historic period. The UK led in terms of occupancy rate.

Variations in performance are recorded in the luxury hotel market in countries in the Middle East and Africa. The Arab Spring revolution led to political instability, unrest, and violence in many countries, particularly Egypt. The Travel and Tourism sector in these countries suffered with significant decline recorded in international arrivals, consequently having a negative impact on demand for accommodation. On the other hand, the popularity of countries such as the UAE as leading tourist destinations in the Middle Eastincreased.

A report published by InterContinental Hotels Group (IHG),‘Creating Moments of Trust – the key to building successful brand relationships in the Kinship Economy’, suggests that to win guest loyalty in the future, hotels need to deliver a global, local and personalised experience. The research also shows that personalised brand experiences which resonate with the local culture are particularly important for the fast-growing number of international travellers from emerging markets.

2.0 BRAND RELATIONSHIPSThe collision of these three dimensions, accelerated by the rapid rise of technology-enabled personalisation in recent years, is changing the experience guests expect when they travel. Hotel brands that are able to become truly “3D” – by delivering localised and personalised experiences through trusted global brands - will build the trust that is needed to sustain lasting relationships with guests and outperform in the future.

Last year, IHG published: ‘The New Kinship Economy’, which highlighted a transition from brand experiences to brand relationships in the hospitality sector.

Commenting on the report, Richard Solomons, IHG Chief Executive said:“This report marks a step-change in the thinking that has dominated the travel and hospitality industry over the last two decades. Hotel brands have traditionally concentrated on being 2D – how to be both global and local. But our research shows that the rise of personalisation means brands must be 3D in order to build both trust and lasting relationships with guests and to win in a highly competitive global market. We know that our guests trust IHG’s global brands to deliver on a promise

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of quality and consistency time and time again. But they increasingly expect these same brands to deliver localised and personalised experiences, whether they are travelling for business or pleasure. That is why we have developed our ground-breaking HUALUXE Hotels & Resorts and EVEN Hotels concepts, and why we are focused on supporting technology-enabled personalisation across our brand family.”

The report, surveying more than 7,000 international travellers, shows that emerging market travellers have been travelling more frequently than their developed market counterparts. Whilst they are more likely to look to a global brand for an assurance of quality, emerging market travellers are also more likely to make choices based on differences between hotel chains. This group prize personalisation and fit with local culture most highly of those surveyed. These trends point to the importance of trusted global brands being able to deliver the combination of localised, personalised experiences. The report also shows that initiatives that allow guests to create their own experiences through technology are equally important, particularly to the Millennial ‘Laptop and Latte’ business traveller group – which has the most trust in global brands to be innovative.

Findings in the report include: Global: Travellers think that global hotel brands do a better job than local

hotel brands on several dimensions, including safety and consistency. Travellers also expect global brands to do a better job at offering the most innovative features and services. This is especially true for the younger generation of business travellers - 75% of the Millennial 'Laptop and Latte' business travellers (a new traveller group IHG identified in last year's Kinship Economy Report) think that global hotel brands do a better job of being innovative compared to 66% of all travellers.

Local: Travellers now expect global brands to be relevant in terms of local tastes, customs and cultures. Travellers from emerging markets hold this view most strongly – 68% of travellers from Brazil, 60% from UAE and 58% from China disagree with the statement “a global brand can never be a good fit with local culture.”

Personal: For the majority of travellers the biggest benefit that personalisation delivers is increased comfort during their hotel stay – 59% of travellers say that their hotel stay will be significantly more comfortable.

o Increased comfort is followed by the benefit of feeling more valued by the hotel brand – 54% - and in emerging markets personalisation makes travellers feel more respected by the brand. 62% of Chinese travellers agree that personalisation makes them feel respected compared to 39% of travellers from all countries surveyed.

o 62% of Millennials said that being able to access personal content – such as movies or music – would motivate them to return to a hotel compared to 55% of travellers of all ages. 72% of travellers over 65 said a hotel that made it easy to make healthy food and beverage choices would motivate them to return, compared to 61% of Millennials.

Emerging market travellers: The “new global explorers” – a new group of travellers originating from emerging markets identified in last year’s Kinship Economy report – have higher expectations for personalisation than travellers from developed markets. 64% of Chinese and 62% of Brazilian travellers

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expect a hotel to tailor the experience they have to their personal needs, compared to 43% of US and 42% of UK travellers.

o Travellers from emerging markets are also more likely to look to a global brand for an assurance of quality - 60% of Russian and 54% of Chinese travellers versus approximately 40% of US and UK travellers. They are also the most discerning hotel guests – being more likely to report variance across brands when they travel.

o These travellers prize personalisation more highly than developed market counterparts as well as trusting global brands more than local with their personal data. 82% of Chinese and 69% of Russian consumers believe that a global hotel brand won’t misuse personal data.

3.0 TARGET MARKETOver 61,000 new rooms under construction The European hotel development pipeline at end December 2013 comprised 864 hotels totalling 142,953 rooms, according to the monthly Global Construction Pipeline Report by STR Global. These figures were up on November’s pipeline of 813 hotels and 136,032 rooms. What’s actually being built? There are over 61,000 rooms estimated under construction in Europe according to STR Global. The supply pipeline (including hotels in the planning stage) is forecast to increase by 3% over the next three years – although this can be expected to increase as the economic backdrop improves and developers and investors see new opportunities.

With demand currently outstripping supply in Europe, these levels are not considered an issue, although at a local market level this could be a different story. Generally, Russia, UK, Turkey and Germany have sizeable pipelines and account for around 60% of the 61,000 rooms. Some of the largest increases as a proportion of existing supply can be seen in Moscow, Istanbul, London, Amsterdam, Berlin, Edinburgh, Zurich, Frankfurt and Vienna. Currently Dublin has no new rooms in the pipeline. Upscale leads the charge Upscale segments comprise over half of the total under construction with midscale rooms accounting for around a quarter and economy and luxury, around 13% and 8% respectively. A further 5, 500 rooms are also under construction but so far have no affiliation, according to STR Global.

HOTEL GROUPS - CHAINED BRAND HOTELS (Europe & America / Lux, Upper Upscale & Upscale only)

Brand Headquarters

Locations Founded Hotels Room

s Luxury Upper Upscale Upscale

Accor Paris, France Worldwide

1967, some of its brands predate this

3,700 450,487

Sofitel,Thalassa

Pullman,MGallery,Mama Shelter

Grand Mercure, The Sebel, Quay West

The Ascott 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, Radisson,Radisson Red

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Choice Hotels

Rockville, Maryland, United States

Worldwide 2006 6,372 497,02

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Ascend Collection,Cambria Suites, Clarion Hotel

Fairmont Raffles Hotels and Resorts

Toronto, Ontario, Canada

Worldwide 2006 105 42,000 Fairmon

t,Raffles Swissôtel

Hilton Worldwide

McLean, Virginia, United States

Worldwide 1919 4,115 [

1]678,630[1]

Conrad,Waldorf Astoria

Hilton Hotels & Resorts,DoubleTree

Embassy Suites, Hilton Garden Inn, Homewood Suites, Home 2 Suites

Hyatt Hotels Corporation

Chicago, Illinois, United States

Worldwide 1957 560 [2] 152,98

6[2]

Grand Hyatt,Park Hyatt

Andaz, Hy att Regency

Hyatt

InterContinental Hotels Group (IHG)

Denham, Buckinghamshire, United Kingdom


3]710,000[3]

InterContinental

Kimpton Hotels & Restaurants,Crowne Plaza

Hotel Indigo

Marriott International

Bethesda, Maryland, United States


4]697,000[4]

BVLGARI, JW Marriott, Ritz-Carlton

Gaylord,Marriott,Renaissance

Marriott Executive Apartment

Millennium Hotels

London, England, United Kingdom

Worldwide 1972 120 30,939 Millennium

Hotels

The Peninsula Hotels

Hong Kong

Asia-Pacific, North America

1928 10The Peninsula Hotels

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 7,342 627,43

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Dream Hotels,Wyndham Grand Collection,

Wyndham Hotels & Resorts

NOTES:

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AccorThe Accor hotel group remains at the number one spot! At present, the Accor group owns a staggering number of hotels and rooms. There key to success can be attributed to their asset light-business back strategy. If you observe their 2011 transactions, you will be able to clearly see how this philosophy was applied. Obviously, it worked for the last few years and is expected to work its magic in the years to come.

Carlson-RezidorRecent notable openings in France, Sweden, Poland, UK, Hungary, Italy, the Netherlands and Greece. Club Carlson, the group’s new loyalty program, was launched February. A partnership was also concluded with Club Med on March with perks like redeem points at vacation resorts.

Hilton WorldwideThe group has provided over 8,500 jobs in Europe alone and it still plans to expand. One of its best decisions in the 2011 was their acquisition of Mint Hotels by Blackstone, the parent company of Hilton. This purchase was for 947 million US dollars. The Hilton Hotels ended the year with two openings at the Frankfort airport and a Hilton Garden Inn.

NH Hotels (not listed above) NH Hotel Group (officially NH 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 Spanish hotel group that had a awesome 2011 because of its subscription to its capital by the Chinese NHA group. At present, the NH Hotels have 356 hotels and 51, 453 rooms. However, the reason why NH hotel group is only at number 6 is because their 330 million euro offer was retracted before 2011 ended.

Melia International (not listed above) Meliá Hotels International, S.A. (formerly Sol Meliá) is a Spanish hotel chain which was founded by Gabriel Escarrer Juliá in 1956 in Palma de Mallorca. It is also known as and referred to by its former name of Sol Meliá. The company is one of Spain's largest domestic operators of holiday resorts [2] and the 17th biggest hotel chain worldwide.[3] Domestically in Spain the company is the market leader in both resort and urbanhotels.[4] Currently the hotel chain operates 330 hotels in 37 countries on 4 continents under the brands Meliá, Gran Meliá, ME by Meliá, Paradisus, Innside by Meliá, TRYP by Wyndham, Sol Hotels and Club Meliá.Melia Hotels international started this year with a contract with Jin Jiang, one of the best Chinese hotel chains. The agreement revolves around exchanging cultural and management expertise. It also involves swap operation activities of selected establishments that are in China and Europe. Melia hotel groups see this as an edge to other competitors as being unique is one of the aspects that consumers or travelers look for.

3.2 HOTEL GROUP SEGMENTATION / HILTON CASE STUDY

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https://en.wikipedia.org/wiki/Meli%C3%A1_Hotels_International#cite_note-4

https://en.wikipedia.org/wiki/Urban_area

https://en.wikipedia.org/wiki/Market_share



https://en.wikipedia.org/wiki/Resort

https://en.wikipedia.org/wiki/Palma_(Majorca)

https://en.wikipedia.org/wiki/Hotel#Hotel_chains

https://en.wikipedia.org/wiki/Hotel#Hotel_chains

https://en.wikipedia.org/wiki/Spain

https://en.wikipedia.org/wiki/NH_Hotel_Group#cite_note-2

https://en.wikipedia.org/wiki/Africa

https://en.wikipedia.org/wiki/Latin_America

https://en.wikipedia.org/wiki/Europe

https://en.wikipedia.org/wiki/Modern_style

https://en.wikipedia.org/wiki/NH_Hotel_Group#cite_note-1

https://en.wikipedia.org/wiki/Madrid

https://en.wikipedia.org/wiki/Hotel_chain

https://en.wikipedia.org/wiki/Hotel_chain

https://en.wikipedia.org/wiki/Spain

http://www.bolsamadrid.es/ing/aspx/Empresas/FichaValor.aspx?ISIN=ES0161560018&id=ing

https://en.wikipedia.org/wiki/Bolsa_de_Madrid


To better understand luxury hotel segmentation, the current author selected one brand from each segment of luxury hotels to explain its characteristics and brand focus.

Hilton, No.1 Upper Upscale Chain hotel brand (in all categories) with 22.8% of Global demand, operates more than 550 Properties with a total of 193,064 Rooms in 80 countries in 6 Continents (World Luxury Index, 2013). Hilton brand enjoys strong brand awareness and brand recall in most of its key markets where it operates, including U.S. (87%), Mexico (90%), Europe (91%), and Asia Pacific (90%). In addition, Hilton has a diverse profile of Convention Center Hotels, Resorts, Airport Hotels and Casino Hotels with a global sales mix: 34% Leisure, 32% Business, and 34% Group (Miller et al., 2013). Representative in the category of luxury exclusive, Four Seasons is the top sought after exclusive hotel brand, with 4.8% of global demand. The fastest growing market of Four Seasons is in the U.K., with a growth rate of 12.4% (World Luxury Index, 2013). Four Seasons manages the operations of 90 hotels in 36 countries and is only targeted at 16 the luxury segment of the global marketplace. Four Seasons derived 69% of its sales from business travelers and groups and 31% from the leisure sector (Timetric, 2013). The top hotel in luxury major category is Ritz- Carlton, which embraces 4.6% of global demand. Ritz-Carlton has become a leading luxury hotel brand by rigorously developing and implementing unique standards. One of its remarkable policies is to permit every employee to spend up to $2,000 to respond to guests’ wishes and making any single guest satisfied (World Luxury Index, 2013)

Globally, consumer interest in luxury hotels has been rising - all three hotels categories within the five star universe has benefited from increased consumer interest, but the biggest rise was within the exclusive category. This includes brands like Thai-owned Anantara, Shangri-La, Four Seasons and India’s Taj Hotel and Resorts, to name a few of the 27 names in this space. These companies saw a 9.6% increase in consumer demand based on a combination of searches and bookings. The Four Seasons was the best of the bunch.

American luxury hotel groups Hilton, Starwood and Hyatt reported the most consumer interest worldwide.

Shangri-La had the biggest jump, . The majority of searches for Shangri La Hotels originate in China, with 49% of the searches coming from there. Outside of China, online interest for the luxury chain is growing fastest in Brazil (+38%) and Taiwan (+29%). The most searched-for destinations associated with Shangri-La Hotels are Singapore, Paris, Shanghai, Bangkok and Dubai.

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

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4.0 BARCELONABarcelona is the second largest city of Spain, with a population of about 1.6 million. The city is known for its international appeal and stands out today as one of the world’s leading tourism centres. Its warm climate and modern architecture attract the largest number of tourists in Spain, 7.4 million tourists in 2012, of which 78% were international. 2013 trading In 2013 occupancy rates saw a very slight increase from 71.3% in 2012 to 71.7% . In addition, ADR increased 3%, pushing up RevPAR by 3.6%, according to data from STR Global. Despite the economic crisis, Barcelona’s hotels were buoyed by healthy international tourism volumes and by the fact that the city has held some important events such as the Swimming World Championship and the Mobile World Congress, which helped to boost hotel occupancy. Latest supply trends The city provides a suitable location for the launch of niche hotel brands. Over 400 rooms opened recently including IHG’s new ‘Indigo Barcelona-Plaza Catalunya’ and two new ‘Mercure’ by Accor. In addition, Catalonia Hotels has opened its new chain ‘Vueling’ by HC. In contrast some chains have reduced supply e.g.Grupo Husa which abandoned its luxury hotel in Barcelona, the Hotel Rey Juan Carlos I. An African hotel chain Mangalis, expects to open two new hotels in the city, one in 2014 next to the airport and another in 2016 in the city centre. Opportunities Barcelona will continue to benefit from its role as a leading tourism destination. A new project of note includes one of the most spectacular buildings in the city, the Agbar Tower, which will host a new hotel and a convention centre and will attract meetings and events.

The Spanish economy continued to deteriorate in 2013. GDP is expected to contract by 1.3% and unemployment continues to grow, reaching 26% in February 2014 with only Greece at comparable levels. The last few quarters of growth data suggest that Spain may be turning the corner and our forecasts for 2014 are that the economy will grow by 0.6% and in 2015 by 0.9%, though high government borrowing costs and fiscal tightening will continue to hold back growth.

The Spanish economy continued to deteriorate in 2013. GDP is expected to contract by 1.3% and unemployment continues to grow, reaching 26% in February 2014 with only Greece at comparable levels. The last few quarters of growth data suggest that Spain may be turning the corner and our forecasts for 2014 are that the economy will grow by 0.6% and in 2015 by 0.9%, though high government borrowing costs and fiscal tightening will continue to hold back growth.

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5.0 LONDONLondon is the largest urban area in Europe, a mega city and one of the world’s largest financial centres. It leads in many fields and global business clusters. A leading destination for international tourism with extensive cultural, sporting and historical attractions. In 2012 London was host city for the Olympic Games. In 2013 preliminary data suggest it could get close to over 17m overseas visits – more than a 9% increase over 2012. 2013 trading London saw a poor start to 2013, but the year rallied and delivered exceptional records for overseas tourism. ADR strengthened despite continuing supply increases and occupancy remains high, averaging 82% in 2013. The capital is effectively full up at peak times. Overall 2013 has seen a 1.8% decline in ADR but a 2.2% advance in occupancy resulting in a 0.4% gain in RevPAR. Latest supply trends After 11,000 new rooms opened in 2011 and 2012 London saw a post Olympics supply slowdown in 2013. Supply is set to rise again by around 5% in 2014 and again in 2015 when we will see above average growth as over 12,000 new rooms open. According to AM PM Hotels, about half these rooms will be in the budget sector. Opportunities With an improving economy and overseas tourism forecast to be keep growing in 2014, the year should see strong hotel trading trends with a positive impact on hotel values. London remains at the forefront of major deals with high prices still being achieved. But further supply additions could depress ADR in trough periods. There remain opportunities for new build, renovation, rebranding and operational enhancement for those with the cash and skills to invest.London continues to be buoyant with the economy doing significantly better than the rest of the UK. The capital attracts a growing number of tourists and property prices and consumer spending continue to outperform the rest of the country. Unemployment in the UK is expected to decline, and GDP growth is expected to be around 2.5% in 2014 and 2.4% in 2015.Boutique growthLondon boutique hotels were the only segment that managed to increase their rates considerably in 2013, thanks to burgeoning demand for such properties. Despite a 5.1% increase in AARR, occupancy remained fairly stable at 78.5%, resulting in a rooms yield growth of 4.6%. The boutique segment was the year’s best performer in London, even as the top end (usually a more stable category) experienced the lowest increase in rooms yield, up by a modest 0.6% to £199.28. Regular travellers, including new segments like the “Millennials” generation, continue to choose the boutique segment as an alternative to more traditional upscale accommodation. Hotel groups are recognising the importance of this bracket and introducing new boutique hotel concepts such as W.

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6.0 PARISParis is a global city and the political and cultural capital of France as well as a major financial and commercial centre. It remains the number one tourist destination in the world attracting over 29 million visitors in 2012 to its numerous cultural attractions. The city attracted as many foreigners as French tourists in 2012. In Paris, the cultural offer is supported by temporary exhibitions organized by various museums and exhibition venues which draw more than 10 million visitors each year. 2013 trading 2010’s post recession recovery continued into 2011 and 2012, as Parisian tourism volumes reached record levels with 36.9 millions hotel overnights recorded in 2012. Occupancy remained high in 2013 and 2 star and 3 star hotels were the best performers in terms of occupancy growth. ADR saw only modest growth but 1 star hotels performed very well with a 4% gain in rates. Latest supply trends There are 77,438 rooms in 1,478 hotels in Paris with around an 80% occupancy rate. More than 300 rooms are thought to be currently under construction. New hotels set to open in 2014 include the Peninsula, L’indochine and the AC by Marriott. Opportunities Paris is poised to experience a third record year in a row in tourist volumes and as a consequence hotel occupancy. Three main historical anniversaries and a range of events are expected to drive tourism growth this year: The French campaign of Napoleon: 200 years, First World War: 100 years, Liberation of Paris: 70 years. In terms of business events, the biennial Paris Motor Show will take place in 2014, with more than 1 million visitors expected this year. Between January and March 2013, 40% of hotel reservations are linked to business events.

The launch of the direct rail link between Paris and Barcelona could bring, one million passengers in 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. Meanwhile unemployment continues to rise and increased to 11% in 2013 compared to 10.3% in 2012. We project that growth will accelerate going forward, with GDP expected to grow at 0.7% in 2014 and 1.2% in 2015.

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7.0 BERLIN

Berlin is the capital and political centre of Germany; tourism is an important sector and the city attracts a mix of business and leisure travellers (approx. 57% domestic). Politics and government drives much of the business travel. Demand from foreign travellers has increased strongly in recent years. 2013 trading Berlin RevPAR remained stable at approximately €64 in 2013 after reaching by far its highest level of the 21st century in 2012. Demand in Berlin is still growing as the increasing tourism volumes demonstrate. A new city tax on private overnight stays was launched in 2014; which could negatively impact room rates in future. In general the solid German economy has supported Berlin’s stable hotel performance. Latest supply trends Berlin is often the first step for international brands to launch in the German market. Overall, more than 4,000 rooms are planned and under construction. The owners of the Estrel Hotel, Germany’s largest hotel, focused on conferences and events, are planning to increase their hotel capacity. This project and the new public congress centre City Cube will provide modern and extensive facilities for the MICE segment. Opportunities Investors, especially from abroad, show ongoing interest in acquiring hotels in Germany and especially in Berlin. Recent hotel targets in Berlin have been widely spread, ranging from core to opportunistic purchases. The opening of the long awaited Brandenberg international airport is still delayed and not expected to open before 2015. Once open the airport will support the growth of international tourist numbers.

Berlin’s economy is dominated by the service sector, with around 80% of all companies doing business in services. The German economy grew by 0.4% in 2013, and is expected to grow by 1.4% in 2014 and 1.5% in 2015. Unemployment was 5.3% in Q3 2013, amongst the lowest of the Eurozone’s large economies. Moreover Germany is currently running a major current account surplus and is close to a fiscal balance, an enviable position relative to other Eurozone members.

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8.0 NEW YORKNew York City has more hotel rooms than ever and, for now, no shortage of travelers to fill them. Record tourism and business travel lifted the hotel occupancy rate in 2014 for the fifth straight year, according to data from STR, a hotel-industry research firm. But some observers question whether the growth can keep going forever.The city was expected to host some 55.8 million visitors in 2014, according to NYC & Company, and STR data show more room nights were sold at area hotels than ever before. Overall, 31.6 million rooms were rented in the city from January through November last year, nearly 2 million more than during the same period in 2013.New York added nearly 6,000 hotel rooms last year for a total of 112,947, according to STR. New properties include the 210-room Park Hyatt Hotel and the 123-room Paper Factory Hotel in Long Island City, Queens. Revenue at area properties was up 8.4% from 2013, to $8.2 billion through November, according to STR."That's a lot of rooms," said Jan Freitag, senior vice president at STR, "because we only grew demand by about 6%." Mr. Freitag noted that the city's average occupancy rate was relatively flat, at 84.9% through November. Surprisingly, the average daily rate (ADR) for hotel rooms was up only 2%, to $260. Mr. Freitag said that nationally, ADR increased 4.5% for the same period.Revenue at area properties was up 8.4% from 2013, to $8.2 billion through November, according to STR.The industry's robust growth stemmed from new construction rather than expansion projects.Crain's list of the 25 largest hotels (listed below) showed only two of those properties added rooms in 2014.

1. New York Hilton Midtown2. New York Marriott Marquis3. Sheraton New York Times Square4. New York's Hotel Pennsylvania5. Row NYC6. Grand Hyatt New York7. Waldorf Astoria New York8. Wyndham New Yorker Hotel9. Roosevelt Hotel10. New York Palace11. Hudson12. Westin New York at Times Square13. Crowne Plaza Times Square Manhattan14. Hotel Edison15. Westin New York Grand Central16. Doubletree by Hilton Metropolitan Hotel17. Park Central New York18. Le Parker Meridien New York19. Lexington NYC20. Wellington Hotel21. Manhattan at Times Square Hotel22. New York Marriott at the Brooklyn Bridge

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23. New York Marriott East Side24. Millennium Broadway Hotel New York25.Holiday Inn Midtown

In the changing industry, hoteliers are working to develop new strategies to capture business.Mark Pardue, general manager at the Grand Hyatt New York (No. 6 on Crain's list) in midtown, said the key to success is evolving quickly. "It's all about being agile in a very dynamic marketplace," he said. To that end, the Hyatt has introduced features such as a Sunday Funday promotion that gives guests Broadway show passes and a ride to work with Uber car service if they check in over the weekend.The Hyatt's guests are about 30% corporate and 40% leisure, with the balance made up of group and convention travel. The hotel did not provide average rates for Crain's list, but had an average occupancy "north of 91%" in 2014, Mr. Pardue said.The question going forward, STR's Mr. Freitag said, is whether hoteliers will trust that high occupancy rates are here to stay or whether they will cut rates and increase services to compete with 13,000 additional rooms currently under construction, including the swanky 114-room Baccarat Hotel. "That is the $8 billion question," Mr. Freitag said.

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9.0 CASE STUDY: nhow BerlinImagine a hotel where iconic music lyrics are plastered on the walls, on the carpet, the doors, the elevators, the light switch, and any surface or object you can think of and you’ve got the nhow Berlin, one of the newest hotels in Berlin and apparently the first music hotel in Europe.The hotel is located on the banks of the river Spree and sits right next to Universal Music and MTV Europe. The interior design of the hotel, which was done by New York designer Karim Rashid, complements the architecture done by renowned architect Sergei Tchoban.The entire hotel is cleverly adorned with iconic music lyrics that perfectly match the areas or objects where they are located. For example, the words “Welcome to the Jungle” by rock band Guns N Roses can be found on the carpet at the hotel entrance, and the terrace door has the words “Push it. Push it real good.” by female music group Salt n’ Peppa. At the concierge table, the lyrics “I’ll be there for you” by The Rembrandts are in plain sight and the 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’re looking for?” by singer Lionel Richie. Even the floor signage sports some funky lyrics – “One more time” by Daft Punk on the first floor, for instance.And since it’s a music hotel, guests can access a Spotify playlist that features all of the songs incorporated into the signage all around the hotel.

The hotel, which is the second nhow Hotel next to the one in Milan, clearly targets musicians and music-lovers. Aside from having popular music lyrics all around the interiors, the hotel also includes an integrated high-end sound studio and a guitar room service. The hotel also offers open mic nights and even an in-house music manager.

The aim of nhow Berlin is to help secure Berlin’s place as one of the top three destinations in Europe by offering guests a unique musical-themed experience. Berlin already has 790 hotels and B+B’s, so nhow hopes to stand out by offering a different kind of 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 on March 10, 2015 speaking on the topic of “The Future of Design.” As an industry leaders weighing in on state of luxury hospitality design, we caught up with Renee to get her insight on how design, technology and intuitive customer service are creating a new luxury paradigm.

1) What are the latest trends (developments, movements) in Luxury Hotel Design?"Guest Experience" is one of the main driving forces for luxury hotel brands. However, providing that has become more complicated and nuanced as we simultaneously cater to the growing needs of both Millennials and Baby Boomers – each with different demands and desires. The Baby Boomers still are huge consumers of luxury travel, representing a $120 billion dollar part of the segment. While they spend billions on leisure travel, they prefer a “known” experience, tending to return to places they’ve been before. Millennials prefer one-of-a-kind, off-the-beaten path experiences and place heavy demands on technology. Successful projects cater to the needs of all age groups, focusing on pervasive access to

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technology for younger generations and intelligent customer touch points for older generations. All generations respond to excellent customer service, and that can never be compromised.Successful luxury hotels also provide guests options and flexibility. As designers, we need to think about providing different social settings in the lobby lounge. In terms of technology and service, we recommend allowing guests the option of checking in online, on a smartphone, or in person at a kiosk or desk. In the room, guests often like trying out the latest in technology such as state-of-the-art TVs, music players or coffee makers. Even if they choose to make their room a quiet retreat, they key is providing options to all generations and types of travelers.

2) Speaking of technology, how are Luxury Hotels getting into the game?There is a continued challenge to seamlessly integrate technology into Luxury Properties. We are seeing a constant evolution in how we connect our devices to power and Wi-Fi sources. The solutions for Connectivity Panels will keep changing so that guests can recharge anywhere in the room and connect to Wi-Fi and television screens. These have been in high demand since their recent introduction in the hospitality industry. We have already seen how Wi-Fi and power connectivity have evolved from a single location at the desk to multiple connection points around the room. Hotel owners have to in invest in multiple units to accommodate the need to plugin at the bed, at the desk, and other flat surfaces, and even at the sofa and soft seating. That’s a lot of units and a lot of coordination. I see these units scaling down in size, perhaps becoming as simple as an applied surface to eliminate the need to have multiple locations in the room.I’ve been watching the luxury automobile and private aviation industries. They are incorporating charging pads that allow users to charge their phones with charging cases that eliminate the need for all the cords. This will advance the popularity of charging cases as a new standard for the upscale hotel clientele. Not long from now, our smartphones, tablets and laptops will have built-in chargers and connection capabilities that will allow us to recharge and connect to larger auxiliary screens without the need for endless cables and chargers. The Luxury Hotel industry will want to adopt these new technologies to keep customers happy and loyal. It’s smart to watch luxury design in other industries because that often sets the standard for what hoteliers will want to experiment with as well. Luxury brand design has a strong cross-over effect. What brands like Jaguar, Mercedes or Lexus are doing in their vehicles sets the consumers’ expectations for watches, shoes, airplanes and hotels.

3) How is customer service changing at Luxury Properties?New communication tools are providing more opportunities for Luxury Properties to connect and engage with their guests even before they arrive. Today, a hotel can send an email or text message to a guest prior to arrival, extending the hotel's welcome experience even before the trip begins. The hotel can also send updates on the weather, local events and promote special dishes at their world-class dining venues. Service that goes above and beyond is the epitome of a luxurious experience. As mentioned above, giving guests the ability to check in multiple ways – online, with a mobile app and at a desk – is very important in upscale hotel design, and as designers, we need to account for that. We’re also seeing a lot of hotel brands use Twitter to enhance the guest experience and respond to people who

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need something. It’s about meeting the customer where they are, whether that’s online, on Twitter or in the lobby.

4) How should designers respond to these changes in luxury hoteling?I firmly believe that as designers, we need to help luxury hotels maintain their brand DNA. It’s a good challenge for the design process. Brands do extensive research to find out who they fundamentally are as a brand, what works and what doesn’t. As designers, we should take the brand guidelines seriously while also allowing a hotel’s design to be inspired by the local culture. That gives each property a unique identity – and again – we know that Millennials crave unique and local experiences so cookie-cutter designs won’t work for them. I think it’s important for Luxury Hotels to exhibit a complexity of materials and details, as these are what set Luxury Properties apart from the rest. Designers have an exciting opportunity to add to the luxury hotel experience with expressions of local specialties such as authentic artwork, food, music, colors and materials. Local materials also appeal to the Millennial traveler and speak of authenticity and differentiation.I believe exceptional attention to the guest experience should drive the design of any successful upscale hotel. We can’t stop innovating, though – technology and design will continue to evolve and with each new iteration of technology, luxury hotels will be better able to respond to and anticipate guest needs. As a designer, I like to collaborate with owners, manufacturers and other consultants for the best results. A highly collaborative effort creates the most luxurious, unique, innovative, memorable and financially successful hotels and guest experiences. And isn’t that what we hope for as the end result?

11.0 Hotels for the Creative ClassWho stays at these design hotels? Rock stars, museum curators, fashion designers, app creators, executive chefs, manga artists, architects, and-here’s the key part-people who wish they were one of the above. (And let’s be fair, that includes the trust fund kids and moguls’ offspring who have long kept Ibiza, South Beach, and Punta del Este pumpingThe funny thing is, judging by the look of most of these hotels, the creative class is a pretty well-defined bunch. Not in their own individual looks perhaps, but in their sensibilities. They obviously like modern furniture, sleek lines, electronic music, dramatic lighting, and a good bar scene with all of the above. They read Wallpaper and Wired, live in progressive cities, and all use Apple products (so much for non-conformity).The hotels can’t just follow a playbook and attract this crowd like hipsters to Brooklyn, however. Otherwise any well-designed boutique hotel anyone threw up would be an instant success. Instead many on the travel magazines’ “Hot List” or “It List” are out of business a few years later. They look good in photos, but you’re not wowed enough by the experience to spread the word.Take service, for example. What Schrager’s ideal guests desire now is "personalised attentiveness that makes you feel good about yourself and feel comfortable in a kind of visceral way".(Comfortable is a word he uses a lot.) They don’t want "overbearing staff", and they won’t tolerate "pretentiousness, obsequiousness or presumptuousness. The old notions of what luxury is: you know, white gloves, gold epaulettes, brass buttons, things like that" no longer have currency. "Times are different. The more traditional a hotel looks, the more traditional its approach, the

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more luxurious it is [held to be], and I reject that." Having said that, I cannot remember the last time I stayed somewhere the staff wore gloves or epaulettes. Has the rest of the industry really not woken up to this? "Of course not! Only Marriott and nobody else."Not that his reverence for the brand extends to its most loyal guests, for he petitioned – unsuccessfully – to exclude holders of Marriott Rewards cards from spending or accruing points in Edition hotels, lest habitués of some of its less exalted brands lower the tone.So who is his target demographic? "It’s more a psychographic," he parries. "It’s a sensibility, not a particular kind of person, that we’re appealing to, and because of that it cuts across all ages, all strata of income and wealth. It’s more about taste – do they get what we’re attempting to do? It’s a very discerning group, but it has nothing to do with what you do for a living or where you come from."His objective, he assures, is "to be inclusive, not exclusive" of anyone who admires his décor. For though Schrager, who turns 69 this summer, has never been a designer (he began his working life as a lawyer), it is his eye for aesthetics, coupled with his "mania for detail", that defines his hotels, along with a talent for hiring great architects and designers.“For me,” Schrager says, casually tossing a bombshell, “boutique had nothing to do with size because I really consider a company like Apple to be boutique.” “Look how many products Apple sells. It doesn’t appeal to everybody. But the people who do get it, all walks and ages, are willing to pay a real premium to participate in their unique experience. This is same thing with boutique hotels. It’s not about size. It’s about ethos and the visceral connection you make with them. We’re trying to do a 2,000-room hotel in New York and it would be a boutique.” This statement is met by more than a few gasps. LE Miami’s eyebrows are definitely raised. “And it would appeal to the same people who stay in a 60-room hotel because it will be very narrowly focussed. I can do [boutique] for a million people,” he continues, oblivious to the rising tide of whispers. “I like doing bigger hotels. It takes the same amount of time to do a 2,000-room as it takes to do a 20-room.” And then the punch line. “And you make more money, by the way.” Having been treated to tales of Schrager’s latest ventures, including a joint venture with that famous purveyor of individuality, the Marriott, with whom he is creating a new chain called EDITION, the second of which rolls out this autumn in London, we probably shouldn’t be surprised. But the idea breaks as iconoclasm. A 2,000-room boutique? Massproduced boutique hotels? What will he suggest next? Individualised experience at McDonald’s? Looking around, I notice that more than a few heads are shaking. I wonder then whether Mr. Magic has lost his touch. Has Schrager’s inner businessman finally bested his bohemian? Or can it be that the nimble operator, once again, is simply ahead of the crowd? “To me, the idea of doing something on a really big scale is interesting. I think everybody misunderstood how deep the boutique market is. Everybody craves an elevated experience. Everybody craves something that’s visually stimulating. Boutique is not just for people who wear black and live in SoHo.”

12.0 MARKET TRENDS in sustainabilityStarwood Hotels & Resorts Worldwide, Inc. (NYSE:HOT) today announced the debut of its eco-conscious Element® brand in Asia Pacific with the opening of Element Suzhou Science and Technology Town in Suzhou, China. Owned by Suzhou Science and Technology Town Kexin Cultural Tourism Development Co., LTD., the new

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Element Hotel is set to offer healthy, active travelers a smart and sustainable stay, designed to fuel a balanced life while on the road."As Starwood's eco-innovation lab, the Element® brand has redefined the category with its light-filled atmosphere, eco-minded design and commitment to innovation.""As Starwood's eco-innovation lab, the Element® brand has redefined the category with its light-filled atmosphere, eco-minded design and commitment to innovation." said Brian McGuinness, Senior Vice President of Specialty Select Brands for Starwood. "On track to triple its global portfolio by the end of 2017, Element is experiencing tremendous growth momentum and the brand's debut in Asia Pacific is set to pave the way for more growth opportunities in the region.""We are thrilled to introduce Starwood's first Element Hotel in Asia Pacific, in China, one of the fastest growing and most dynamic travel markets in the world," said Stephen Ho, President, Starwood Hotels & Resorts Asia Pacific. "Recent studies have shown that consumers are becoming increasingly interested in environmentally-friendly practices and products, as well as sustainable living. We are confident that the stylish and sustainable Element® brand ethos that modern design flows from nature will resonate with travelers and meet that demand."Element Suzhou Science and Technology Town features 188 rooms and suites. Guests can work, play, or relax in the spacious, smart and modern guestrooms, all of which offer oversized windows for natural light. Each room comes with a well-equipped energy-efficient kitchen; and amenities such as the plush signature Heavenly® Beds, spa-inspired baths and separate invigorating rain showers and all natural bath amenities. With light-filled public areas and a calming atmosphere, Element hotels employ a natural color palette, giving each hotel an organic openness that matches the architecture and weightless feeling of the space.As Starwood's eco-innovation lab, each room also features a work space and high-tech office and entertainment equipment, with complimentary internet access and a one-stop connectivity solution that allows guests to hook up portable electronics to their in-room TV. SPG Keyless Check-In – the hospitality industry's first mobile, keyless entry system that allows guests to use their smartphone as a key is also available at Element Suzhou Science and Technology Town. The hotel also offers 1,200 square meters of flexible meeting space with modular fast & free WiFi throughout.Recognizing that whole living is more of a lifestyle than a trend, Element Hotels have re-imagined extended stay by setting a new standard for life on the road. Guest can refuel for the day ahead at Salon, an all-day dining restaurant, or enjoy a variety of traditional local, Huaiyang and authentic Cantonese cuisine at the well-designed private rooms. At the Relax evening reception, guests can wind down over a selection of savory wine, food and beverage pairings. The 24/7 self-serve pantryRestore offers healthy options and unique delights for every taste. Enjoy a bite with friends or colleagues in the whole living area or tap into your culinary skills by whipping up a meal in the fully-equipped kitchen in your guest room.Staying on the move is easy with the hotel's state-of-the-art 24-hour fitness center, an indoor saline swimming pool as well as complimentary bikes for rent, which encourages guest to explore the nearby sights, while staying healthy and active.

13.0 MUSIC DESIGNStacey Howlett, general manager of Hotel Ignacio in Saint Louis - http://www.hotelignaciostl.com/, interviewed in order to find out the ways that she integrates music into the overall guest experience.

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She believes that “hotels are interesting, because they can quickly impact each one of our senses. The physical design speaks to our sense of sight and touch, the music to our hearing, and the restaurant component to our sense of smell and taste.” Howlett’s goal is to link these sensory stimuli in a harmonious fashion to contribute to the Ignacio’s projection of a unified and unique experience. Since it opened in April 2011, the Ignacio has become a premier destination for both its quality lodgings and its approach to integrating art, music, and architecture.

Enhancing client usage without being invasive is a sign of successful music design integration. Howlett’s convern with this matter places her work at the forefront of this emerging industry. Moreover, her attention to the details and demands of different spaces on the hotel property inform her choices of music.

As she makes clear, music always exists in a space and the two properties of experience can play off each other in a manner that enhances guests’ experiences. For instance, for a restful spa experience you would not have overbearing, jarring music. Yet, as Howlett is quick to point out, not all spaces are immediately associable to certain kinds of music. At this stage, it is crucial for a skilled designer to learn the uses of space and compose a compatible music experience that can meet those unique demands.Successful design remains focused on the big picture and doesn’t fall victim to granular thinking. The optimum technique to creating a brand experience lies in successful orchestration that presents harmony to guests. Howlett explains that within this framework, the best implementation of music design lies more in composing an experience into which individuals enter, rather than attempting to meet the needs of every single individual, and thus losing sight of the big picture. She makes the crucial point in our interview that music design is not simply a gloss that one can overlay after a project in finished – but instead a key component of the design itself.

Orchid: Music is very human in the emotion and feeling it can bring to a space. At what point in your projects do you begin to think about the music you will play? Stacey: Music is such an integral piece of the overall feel that my preference would be to incorporate music design at the same time, or soon after the concept is conceived. In the case of Hotel Ignacio, I became involved a year into the project. I knew I wanted to change the music the first time I stepped into the lobby.

How do you decide where in your hotel music will be played?

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Stacey: Walking the property, both inside and out, gives me a good feel of where we need to consider music. We also consider how our guests are going to use different spaces in the hotel. We want to enhance their experience without invading their space.Howlett’s concern with this matter places her work at the forefront of this emerging industry. Moreover, her attention to the details and demands of different spaces on the hotel property inform her choices of music.

Is there a methodology to deciding what music you will play?Stacey: This is where hiring a professional is so important. Some spaces already have a “feel.” A spa would be a good example of a space where you know the music should be serene and relaxed. Most people visiting a spa are looking for that calming atmosphere and in this case the music can be implemented fairly quickly. In a hotel, different guests use the space differently. Some want a place to work, while others want a place to gather. Figuring out what works for the space and the guests can be a bit more challenging. A music designer can really help in identifying what works for both.

What is the importance of music in your projects?Stacey: I like to constantly be surrounded by sound. When spaces are silent, I get the feeling that something is wrong. And if I hear a song that is completely not right in a situation, it drives me crazy. Needless to say, I think music is as important as the physical design of a property.

Can you share with us your most memorable moment where music impacted 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 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.

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https://vimeo.com/67146060

14.0 Case Study: Le Meridian

Le Meridien Hotels and Resorts is in the midst of a $6 million rebranding campaign entitled “Destination Unlocked,” which launched in June in an effort to better define the brand and align it with the culture and cuisine surrounding each of its properties.

Today the hotel group released the latest media from its Eclair Diaries, one piece of the larger campaign, celebrating items made with local products at each of the brand’s properties.

The video follows pastry chef Johnny Iuzzini traveling through Cote d’Azur in search of ingredients to create a special eclair for the local Le Meridien property. This is the second video in the series, following one in San Francisco.

A Starwood brand, Le Meridien is creating eight videos that follow Iuzzini as he visits local farmers’ markets, coffee shops, distilleries and bakeries in each of these destinations, searching for the local taste that is then folded into the pastry.

The partnership also introduces the Le Meridien brand to Iuzzini’s sizable social media following, which has already proven to be interested in discovering new destinations, trying new foods and, of course, his endeavors.

“Our signature eclair program is one touch point of the new Le Meridien experience. It delivers on our promise to unlock the destination for our guests through culinary creations,” Le Meridien global brand leader Brian Povinelli says.

Le Meridien tracks the engagement of the films through engagement on its social channels including views, shares, emotional sentiment and traffic that’s driven to its other digital properties.

Eclairs are just one part of the Le Meridien branding campaign.

The brand also worked with the band Nouvelle Vague to create a 24-hour soundtrack for each of its hotel lobbies and produced videos of the band members traveling to play concerts in different Le Meridien destinations.

“If the content is rich enough and dramatic enough, people will take that and curate it into their own travel experience in a personalized way,” Jeremy Hollister, founder of the independent creative agency Plus that created both sets of videos, recently told Skift.

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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 Hilton Video https://www.youtube.com/watch?v=GPOcu72cISY

16.0 FOCUS: Growing brandsTYRP by Windham [email protected] by Wyndham is a select-service urban hotel brand with over 110 hotels in many of the most exciting cities across Europe and South America, like Madrid, Barcelona, Paris, Berlin, Lisbon, Frankfurt, Buenos Aires, São Paulo and Montevideo.

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mailto:[email protected]


Designed to suit those with a penchant for travel and new experiences, we offer a one-of-a-kind experience that encourages you to get out and enjoy the city, socialize and live life to the 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 HQ in LondonThe UK public placed over one million votes and named Small Luxury Hotels of the World (SLH) the Best UK Luxury Hotel Brand and Best Worldwide Luxury Hotel Brand at the British Travel Awards.The winners of the prestigious awards were announced during a glittering awards ceremony in London on 26th November 2014 and collected by Paul Kerr, CEO for Small Luxury Hotels of the World. The awards bring together and celebrate industry suppliers and the services they provide to the travel industry and are the only awards voted for solely by the travelling public.Speaking about the awards, Paul Kerr, CEO for Small Luxury Hotels of the World said, “After 25 years at the helm of Small Luxury Hotels of the World, it’s a wonderful achievement to receive such a distinguished award, especially against such fierce competition. Our success is down to the wonderful team behind the brand and the tremendous hotels that make up our portfolio”.Small Luxury Hotels of the World has an unrivalled portfolio of some of the world’s finest small independent hotels. Comprising over 520 hotels in more than 80 countries, the diversity of the individual hotels, and the experiences that they offer, is exceptional. From cutting-edge design hotels to palatial 17th century mansions, city centre sanctuaries to remote private islands, historic country houses to idyllic resorts, Small Luxury Hotels of the World offers a unique experience for every luxury taste.In a fiercely competitive and fast moving environment, these awards highlight SLH’s ongoing commitment to the luxury hotel industry and cement its position as a luxury leader within the hotel and hospitality industry. Other shortlisted hotels for ‘Best Worldwide Luxury Hotel Brand’ included Sofitel Luxury Hotels and Conrad Hotels & Resorts.Tel: +44 (0) 20 7802 3440 Global Head of Public Relations & Communications, Erin Woodward, please [email protected]

Growing independent companiesEX: 21c Museum Hotels http://www.21cmuseumhotels.com/company/team/Founded to oversee the expansion, development, and management of 21c nationally, 21c Museum Hotels is a growing company of passionate people.Armed with a shared love of contemporary art, a belief that art should be accessible and without pretense, and a desire to discourage urban sprawl by creating spaces that make city centers more vibrant, the 21c Team is driven to create a catalyst for cultural life in cities across the country. Together with strong community partners, who share the belief that art enhances life, 21c seeks to integrate art into more peoples’ daily lives (and have some fun along the way).Independent:

http://www.kempinski.com/en/hotels/destinations/ http://www.standardhotels.com/

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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 http://www.mbymontcalm.co.uk/?gclid=COHy2eOw88QCFQOu2wodLhMAXw http://www.jdvhotels.com/about/#partners [email protected]

Who to talk to:Varies per location – size of hotel group

Director of Operations General Manager P&R and Marketing Director Brand Director Ex: http://www.accorhotels-group.com/en/group/partnerships.html

17.0 COMPETITORS (USP)17.1 Heartbeats.fm http://www.heartbeats.fm/Music for BrandingBrands love music. We all do. Still very few companies succeed to fully utilize music’s emotional power to benefit their brand. Our Music Stairway helps illustrate the levels on which brands can approach music.Many companies have taken the first step and become conscious about how they sound. That’s a good start, but there's more to music branding than choosing a catchy song for a TV-commercial.Treating music merely on a tactical level often results in brands that look great but feel … less great. The lack of strategic framework is recognized in brands that may sound fine but not in tune with their identity, in brands that sound a lot like their competitors or in companies that unknowingly project multiple brand personalities because their sonic communication is based solely on random or subjective taste. Holding on to this ”ad hoc-attitude” makes it difficult to evaluate investments in music and one tends to miss out on the many benefits and brand power associated with taking a strategic approach.Through a strategic approach, Heartbeats help companies take a step up the Music Stairway. Essentially this means we create a united perspective and a framework answering the fundamental questions of why, how, where and when to communicate the brand through music and sound. We bring these insights into our creative work, design and curation but also incorporate the framework in our client's brand manual.What we do:

Clarify music’s role for the brand and how initiatives, investments and choice of music and sound help achieve set communication goals.

Position the brand within the culture of music and unfold how by contributing to that culture, the brand becomes more relevant, attractive and better connects with its audience.

Establish the standards and guidelines for how the brand sounds, also where and when it is activated on various touch-points.

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Activate set standards into creative production, design and curation of useful tools and assets that communicate the brand through music and sound.

17.2 ORCHID MUSIC DESIGN - http://orchidmusicdesign.com/An art and a skill that combines music with the principles of design to generate meaning.The process of music design includes inquiry into diverse disciplines such as architecture, interior design, music fundamentals, neuroscience, psychology, music therapy, cultural studies, and sociology.The music design process begins with research in order to discover and identify the core brand values, visual elements, and personality attributes of your business. Once the concept is outlined, intense curation and observation expand and build the layers of the concept into a customized brand experience soundtrack.PREMIUM BESPOKE DESIGNDo you get frustrated trying to resolve issues with your music? Do you wish you had the resources to hand off the responsibility of your music to someone internally? Our premium services were designed to fill this need. This service includes all of the bespoke design services below, but takes it one step further: We design and build the music concept for your space AND handle all the technological and hardware issues surrounding how you deliver your music. The premium service allows you to minimize juggling the management of your music and hardware. It includes a complete music design concept, as well as the actual design and implementation. The premium service goes beyond an agency experience to create a one-on-one relationship for all things related to music.Included:

Custom music soundtrack designed and curated (the human thing) Music updates Stewardship of all things music 2 hour custom soundtracks to extend your experience through available

consumer apps Management and negotiation of all hardware related issues

BESPOKE DESIGNMusic plays an enormous role in setting the tone of an environment and connecting your customers to your brand experience. Bringing an experience to life through music is something we love to do. Whether you are in the retail, hospitality, or restaurant business, whether you are having a launch party, book tour, corporate event, dinner party, or speaking engagement – we can help.Included:

Custom music soundtrack designed and curated Music updates On-going music design stewardship

STYLINGStyling services leverage the existing technology and catalog programs of music providers. Just as a clothing stylist designs and outfits you from existing clothes to personalize your look, our styling services leverage existing catalog programs and apply our expertise to design a personalized experience. Have you ever had

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a service provider dump a catalog in your lap and tell you to choose three music programs for your “box?” Or are you using Pandora for business but feel burdened with selecting the right songs to create the music? That’s where our styling services can help.Included:

Custom music soundtrack designed and curated Music updates On-going music design stewardship


17.3 MUSIC CONCIERGE - http://www.musicconcierge.co.uk/ Founder Rob Wood heads up the Music Concierge creative team. A record collector since the age of nine, Rob has been lucky enough to combine his passion with his career. As a DJ he played all over the world at clubs like Fabric and The End, and festivals such as V, The Big Chill, Sonar, and Miami Music Conference.As a music journalist Rob was editor of the ground-breaking music magazine Jockey Slut which gave ahead-of-the-curve early front covers to artists such as Daft Punk, Air, The Chemical Brothers, and Giles Peterson. He has written about music for The Observer, Mixmag, and The Financial Times, and is author of a book about DJ culture.His inherent drive to bring to people ‘music they didn’t know they would love’ is at the heart of the Music Concierge ethos.

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Rob is a Fellow of The RSA (Royal Society for the Encouragement of Arts, Manufactures and Commerce).Rob has built a highly creative and expert team around him. They draw from their first hand experience of music radio, MTV, record labels, musicianship, DJing, and music consultancy.Crucially the whole team shares a never-ending hunger for discovering great music. For us it is about unearthing rare, under-played, or forgotten tracks, and keeping our fingers firmly on-the-pulse of contemporary music and new trends.From bleeding-edge urban cool, to evocative back-catalogue tracks from the past, we are passionate about creating inspiring signature music identities for the brands we work with.The team’s expertise extends to cover music from all over the globe whether it is European, African, Indian, Asian, Japanese, Arabic, South American or beyond. We also have in-house experience and expertise on styles and audiences’ music tastes in emerging markets.We understand hotels and the importance of guest experience. Whether you are a country house hotel in the Cotswolds, a city centre skyscraper property in the Middle East, or the ultimate luxury beach resort in The Maldives, we deliver individually designed music solutions across the world.Our creative process is thorough and music knowledge vast. We know how to work with our clients to create the perfect sound for every hotel experience.We pride ourselves on finding relevant and wonderful music for all of our clients.See the Delivery, support & technical service page for more information about how we deliver the music.Music Concierge has a clear set of values that we deliver against. We take away the technical and administrative headache that comes with playing music in a public place.As well as delivering glittering content, we also ensure the sound quality, licensing, and technology supporting our service is second to none.

Features:

Regular music updates Your playlists are regularly refreshed and renewed, ensuring you never

sound out of date, or out of touch, or repetitive. We usually update 80% or more of each playlist.

Music that is timetabled and designed specifically for every part of your day, every day of the week

You never need to press play and your sound is always perfectly suited to the moment.

Bespoke soundtracks for each area of your property The music can be tailored to the needs and purpose of different areas,

from lobbies, to bars, to restaurants, to spas, to gyms, to guest rooms. Volume levelled tracks Our technology incorporates clever volume-levelling software that makes

sure your music is not overly intrusive. Truly randomised playlists Each playlist is randomised every day so you never sound predictable. Cross-fades between tracks We prevent the silences between tracks that cause the atmosphere to dip. High quality audio files

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Each track is formatted at 320kbps to give you a brighter more dynamic sound quality.

Remote music management We manage, timetable and update all your music remotely using our

digital solution without the need for staff involvement. Robust technology that is used in venues around the world Our system is tried and tested and glitch-free and comes with technical

support. 7 day-a-week helpdesk and technical support Prompt help is on hand for technical assistance. Dedicated account manager A dedicated and responsive professional who knows your business who

acts as a single point of contact. All music supplied is fully covered by dubbing licences We remove that licensing headache so you can rest assured your music

supply is fully licensed and legal.

Music Concierge: Case Study: NIYAMA

Background:After their success as a market leader in the Maldives with Huvafen Fushi, luxury hotel operator Per AQUUM wanted to launch a new flagship resort that catered to the adventurous traveller.Requirements:The music identity of NIYAMA needed to immediately position it as a fresh, new contemporary luxury offering that speaks relevance to and connects with a new audience who are looking for extraordinary new experiences. The music needed to be used to help position the NIYAMA brand as an innovative market leader.Music Concierge were tasked with delivering ground-breaking music concepts that enhance NIYAMA’s dramatic and pioneering F&B stories which include a restaurant concept called Tribal serving authentic African tribal cuisine under canvas in a jungle setting, and the world’s first underwater bar and nightclub.Result:The F&B outlets sound like no other in the Maldives. The restaurants have been given a sense of drama and theatre through music, while the bars utilise fresh music from break-through artists to reinforce NIYAMA’s modern and original positioning.

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Staff and guests regularly comment on the music including DJs who visit the island: “Whoever programmed the music here at NIYAMA Maldives has amazing taste. I'm learning new tracks every five mins. It's like being in Ibiza! ” Kris Di Angellis resident DJ, NIYAMA."Our mission was to create a really fresh, brilliantly executed new 5 star offering for London that completely connected with our international audience and savvy Londoners. Music Concierge were the obvious choice for us. Their exceptional creative standards, attention to detail, and on-going customer service are exactly what we were looking for. They have created a great atmosphere in the spa and brought the destination dining and bar concepts to life. Getting the music right was critical for us."Michael BonsorHotel Manager, Rosewood London*note music conciagre is a sponsor of - http://www.independenthotelshow.co.uk/ https://www.linkedin.com/company/music-concierge

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17.4 LAQUA - http://lacqua.net/bioMichaelangelo L’Acqua is an internationally acclaimed music-branding specialist. His commitment to creating ground breaking, innovative solutions for his clients marks a successful career that is highlighted by unprecedented achievements in the realms of music, hotels, fashion and luxury brands. In 1999, L’Acqua was enlisted by Tom Ford to create the music identity for Gucci and Yves Saint Laurent. L’Acqua collaborated with Ford to create the musical landscape to match Ford’s design collections, across the runways of Milan and Paris.That same year L’Acqua’s unique music abilities led to the creation of the artist collective Onda, a boutique music agency specializing in music production for fashion runway shows, TV commercials and their original electronic artist releases and album productions under Sony Music and Naked Music/Astralwerks.Between 1999-2006 Onda became one of the most sought after runway show sound designers working with renowned fashion houses in Paris, Milan, Berlin and New York. Additionally they expanded their TV commercials credits working with the likes of BBDO, Y&R, Sacchi & Sacchi, Olgilvy and their marquee clientele.Record releases were credited during these years with executive productions of the Isley Brother Remix record “Taken To the Next Phase” Sony Music and Puma’s 2006 African Cup Of Nations Soccer Album “Africa Plays On”.In 2006 Onda was dismantled and L’Acqua was requested by Natalie Cole to executive produce her father’s remix project “Nat King Cole, Re:Generations” released on EMI Records. Re:Generations featured will.I.am, Cee Lo Green, Nas, The Roots, Damian & Stephen Marley, TV On The Radio among several others amazing artists. Re:Generations was released in 2008 with critical acclaim.In July of 2009, L’Acqua was named Global Music Director for The W Hotel Group. His mission was to create a proprietary music platform that clearly defined the sonic identity of The W Hotel lifestyle as it expands its footprint to nearly 50 hotels in North & South America, Europe, Asia and the Middle East. Over the past six years Michaelangelo has fabricated the many musical touch points that has allowed the W brand’s passion for music to become the most poignant way that the brand engages with it’s core audience globally. Upon arriving L’Acqua began to build the many verticals of W’s sonic brand identity. Starting first with W’s compilation CD “Symmetry” and build out the in hotel streaming music experience which would be rooted in emerging artist and music discovery.Thereafter DJ programing and culture would be placed inside the hotel experience to support this unique sound identity and would become the backbone of W’s trending sound.A global live music concert series was launched to offer W’s experiential touch point with their fans allowing W to be a music lifestyle destination.Lastly the W’s lifestyle sound needed to be proliferated beyond the wall of the hotel experience so W’s iPhone App was created offering their 350,000 users over 400+ hours of international DJ mixes on the go.Over the years L’Acqua developed several unique music experience with W’s brand partnerships, of which W Hotels and Coca Cola’s W Burn DJ Lab mentorship program highlight the best of these brand partnerships collaborations.W Burn DJ lab was created to discover and support emerging DJ talent by developing their careers through global events and record releases backed by W Hotels and Coco Cola’s Burn energy drinks.

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Within in the 3 year program exotic destinations of Ibiza, Bali, Bangkok and Koh Samui were chosen as the backdrop hosted by marquee mentors such as Cassius, Paul Oakenfold, Thievery Corporation, DJ White Shadow and Jason Bentley who held week long mentoring sessions.

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18.0 HOTEL MARKETING- Trade Shows LE MiamiLE Miami is the creation of Beyond Luxury Media Ltd, the masterminds behind PURE Life Experiences, The Experientialist and now We Are Africa. We are a handcrafted and innovative media company dedicated to creating genre-defining marketplaces for the high-end travel market. Our founders believe in building passionate communities and dynamic forums where travel innovation and artistry are discussed and celebrated.

We want to build on our vision of being ‘more than just a trade show’ to literally define the contemporary travel industry. In addition to being an annual forum for conversation and connection and the only place to get the inside track on the latest and most innovative developments in the market, LE Miami will become your year-round source for the contemporary travel evolution.

What gap were you trying to fill in the travel industry by launching LE Miami?LE Miami celebrates the new luxury customers who are creative, design-conscious, tech-savvy and who embrace change and innovation. We believe that many market places exist connecting traditional luxury hotels with traditional wealthy individuals - but nothing exists to connect contemporary hotels with creative individuals and industries. LE Miami is bridging that gap and creating a new industry: the contemporary travel market.

Why did you choose Miami as the city to host such a fair?Miami epitomises contemporary travel on many levels: the first boutique beach resort was created here and there are more boutique hotels per square kilometre in South Beach Miami than anywhere else in the world. It is a city with a deep architectural heritage, and it is a city that embodies fashion, art and entertainment. Miami is also a hub for Latin America and a natural meeting point for many members of the creative class around the world. Moreover, its state-of-the-art convention and hotel infrastructure is second to none.

How do you feel the expectations of travellers have evolved?Hotels have shifted from simply being a transitional point in a journey to happening destinations. People now look for hotels that allow them to upgrade to an idealised vision of themselves and in a certain way, it is not different other luxury consumer goods.

Have you noticed any new trends emerge recently, in terms of what hotels are offering?Contemporary travel is about embracing change, while luxury travel was all about protecting tradition - hotels now understand the need to evolve quicker than in the past. To achieve this they need to be innovative and to constantly adapt the energy of their space. In many ways hotels have become like modern art galleries - refreshing their content on a regular basis will keep customers coming back.

What can we expect from LE Miami's next outing?LE Miami 2014 will certainly be bigger, but more strictly curated, to make sure that we keep our display intriguing. Our emphasis for 2014 is about finding ways to involve creative industries via seminars and our awards ceremony, and to ensure

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that LE Miami becomes an annual destination for the industry to share their latest innovations, to seek inspiration for their next metamorphosis or simply to connect with the creative class.

Independent Hotel Show - London OlympiaLaunched in 2012, The Independent Hotel Show (20th & 21st October 2015) presents a collection of the UK’s finest, most unique companies not typically seen at events, hand-picked to ensure they offer the high level of quality and breadth of products & services luxury and boutique hotels require. This year, the show promises to be bigger, better and more targeted than ever before, providing a one-stop business platform for the luxury and boutique hotel industry.

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19.0 SOURCEShttp://travel.nationalgeographic.com/travel/hotels/european-hotel-chains/http://www.wsj.com/articles/digital-music-services-face-another-challenge-on-playing-classic-tunes-1422050883http://orchidmusicdesign.com/services/ http://www.billboard.com/biz/articles/news/digital-and-mobile/6495029/freemium-vs-premium-showdown-between-apple-and-spotifyhttp://www.ibtimes.com/artists-fear-apples-low-priced-music-service-will-cut-further-their-streaming-income-1807998http://www.wsj.com/articles/should-companies-trademark-scents-1428965455 http://www.theguardian.com/media-network/media-network-blog/2013/aug/21/multi-sensory-retail-high-street http://www.audiosushi.com/music-for-business/benefits.htmlhttps://captivemusic.wordpress.com/http://www.captivemusic.co.uk/?p=817https://nrf.com/news/top-100-retailers http://www.ft.com/intl/cms/s/0/98ef9aa8-9a77-11e4-8426-00144feabdc0.html#axzz3YE3DCGL5 http://deadline.com/2014/11/youtube-music-key-subscription-music-service-google-1201282481/http://www.fastcompany.com/3025642/getting-their-fix http://www.slh.com/about-us/press-releases/british-travel-awards/ http://www.hotelchatter.com/story/2015/6/11/0106/18314/hotels/The_W_Amsterdam_Hotel_Will_Be_W_XXX-Rated_When_It_Opens http://heartbeats.fm/upploads/projects/casestudy/f6fdd413c5a9896278c39a0c2a2503a31295966559dhotels_case_lores.pdfhttp://news.marriott.com/2015/04/renaissance-hotels-signature-global-music-experience-.html https://www.youtube.com/watch?v=GPOcu72cISY http://www.bdny.com/https://vimeo.com/67146060http://orchidmusicdesign.com/2014/02/stacey-howlett-hotel-ignacio/ http://www.independenthotelshow.co.uk/ http://www.thehotelshow.com/ http://www.musicconcierge.co.uk/testimonials.php http://www.lemiami.com/img/Press/Article/Bespoke%20August%202013.pdfhttp://www.wallpaper.com/gallery/travel/best-urban-hotels-2014-the-shortlist/17055300#104185http://www.hotelchatter.com/tag/BD%20Hotelshttp://www.travelweekly.com/In-the-Hot-Seat/BD-Hotels-Richard-Born/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.htmlhttp://www.ihgplc.com/index.asp?PageID=116&NewsID=3128 http://library.the-group.net/ihg/client_upload/file/2015_trends_exec_summary.pdfhttp://www.ihgplc.com/index.asp?pageid=938#ref_trends_reporthttp://hotelexecutive.com/business_review/3903/hotels-bring-unique-brand-experiences-to-new-travelers

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http://hotelexecutive.com/business_review/4278/millennial-hotel-guests-are-causing-a-paradigm-shift-in-21st-century-guest-serviceshttp://www.bloomberg.com/article/2015-04-09/adbrUxmZRGKk.html http://www.psfk.com/2014/07/berlin-music-hotel-adorned-song-lyrics.html http://www.ibtimes.com/major-hotel-brands-compete-space-boutique-hotel-trend-1793168http://skift.com/2014/12/17/why-every-major-hotel-brand-wants-in-on-the-boutique-business/http://www.musstdesign.com/experience-design/urban-oasis http://blog.nh-hotels.com/nh-universe/nhow-berlin-where-music-art-design-live/http://www.tvs-design.com/markets/hospitality-interiors/chiarelli-luxury.aspx http://whotels.tumblr.com/ http://www.travelweekly.com/Travel-News/Hotel-News/Lifestyle-leap/http://www.crainsnewyork.com/data-lists/business-lists/details/30/2706849 http://www.pwc.com/en_GX/gx/hospitality-leisure/pdf/pwc-european-cities-hotel-forecast-2014-and-2015.pdfhttp://www.wallpaper.com/travel/the-inaugural-le-miami-travel-fair/6591#cfxPQ2O6PIiYWGyi.99file:///home/chronos/u-7dd9d822df3d524b2a5347b8375073dc99f1fe83/Downloads/HVS%20-%20In%20Focus-%20London%20Luxury%20Hotels%20-%20Can%20the%20Market%20Rise%20Forever.pdfhttp://www.hospitalitynet.org/news/4054931.htmlhttp://www.slideshare.net/floriethielin/european-upscale-hotel-market-studyhttp://www.forbes.com/sites/kenrapoza/2014/10/14/shangri-la-becomes-fastest-growing-luxury-hotel/http://www.slideshare.net/Digital-Luxury/wli-hotels-final-high-defhttp://www.slideshare.net/saykay/emerging-trends-impacting-the-future-of-guest-experience-keynote-addresshttps://en.wikipedia.org/wiki/List_of_chained-brand_hotelshttp://www.slideshare.net/MarinetLtd/hospitality-2015-tourism-hospitality-and-leisure-trends?related=1http://travel.usnews.com/Hotels/Brands/ http://www.crainsnewyork.com/article/20150127/HOSPITALITY_TOURISM/301259990/big-spenders-welcome-at-super-luxury-hotelshttp://www.crainsnewyork.com/article/20150127/HOSPITALITY_TOURISM/301259993/nyc-hotel-industry-thrives http://www.standard.co.uk/lifestyle/london-life/londons-room-boom-why-2015-is-a-great-time-for-investors-to-check-into-the-capitals-luxury-hotels-10097570.htmlhttp://content.knightfrank.com/research/347/documents/en/luxury-hotel-report-2010-548.pdf http://www.bdo.co.uk/__data/assets/pdf_file/0004/177223/Hotel-Britain-2014.pdfhttp://www.barcelonahotels.org/private/biblioteca/doc/Barcelona_Market_HVS.pdf http://www.bdo.co.uk/__data/assets/pdf_file/0004/177223/Hotel-Britain-2014.pdfhttp://www.crainsnewyork.com/data-lists/business-lists/details/30/2706849 http://www.crainsnewyork.com/article/20150127/HOSPITALITY_TOURISM/301259990/big-spenders-welcome-at-super-luxury-hotels https://en.wikipedia.org/wiki/List_of_chained-brand_hotelshttp://products.skift.com/trend/evolution-of-local-in-hospitality-in-2015/http://www.mbymontcalm.co.uk/?gclid=COHy2eOw88QCFQOu2wodLhMAXw

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http://products.skift.com/trend/evolution-of-local-in-hospitality-in-2015/


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