“ NOBODY CARES ABOUT HOW THE MARBLE AROUND THE SINK IS CUT . IT ’ S THE QUALITY OF THE ENVIRONMENT THAT COUNTS .”
SPECIAL REPORT : STATE OF LUXURY
THINKING SMALL
While personalization is the hottest buzzword in luxury , hotels don ’ t need to have fewer than 100 rooms to deliver that , argue some industry insiders . Here are some of their tips :
DETAILS STILL COUNT “ Whether it ’ s having the front-desk staff wear a more stylish outfit , setting up a hot chocolate and cookie bar in the lobby during the colder months or serving lemonade in the summer , it ’ s the little details that can make large hotels feel homier and less institutional ,” says Radha Arora , president , Rosewood Hotels & Resorts , Dallas .
TAKE THE BURDEN OF INDIVIDUALIZATION OFF THE GM “ Employee empowerment is key to delivering personalized services , where staff seeks to exceed guest expectations by pre-empting their needs ,” says Mohd Rafin , senior vice president , Park Hotel Group , Singapore .
USE SPACE WISELY “ Our design has meant that the public areas of the hotel are always warm and accommodating , with each restaurant and bar having a subtly different feel . A guest can always find an intimate area ,” says Matthew Dixon , general manager , Corinthia London .
CEO , Capella Hotel Group , Atlanta , and formerly Ritz-Carlton ’ s long-time president and COO .
And , they are not going to be taken in by a veneer of rarified touches . “ Nobody cares about how the marble around the sink is cut ,” Schulze says . “ It ’ s the quality of the environment that counts .”
“ Guests want more emphasis on access and exclusive experiences and to connect with the local community and experience the culture and customs in a very personal way ,” adds Radha Arora , president , Rosewood Hotels & Resorts , Dallas . Hoteliers need to be prepared to play fairy godmother , anticipating every wish and making sure it ’ s granted without a hitch .
Never say no Traditional services are still mostly appreciated , but personalization is one cornerstone of luxury in 2013 . That ’ s changing everything from design to technology and front- and back-ofhouse operations .
Take check-in / check-out . Some hoteliers say it is time to emulate their limited-service counterparts and eliminate the human touch in favor of convenience . “ We need to embrace automation further and give guests the option to check in online before they arrive if they want to ,” says Matthew Dixon , general manager , Corinthia London . Or , maybe not . “ We have two kinds of guests ,” says Chris Hunsberger , Four Seasons Hotels and Resorts ’ executive vice president , product and innovation . “ One group wants to connect with our staff — discuss what their options are for meals , exercise , pillows and so on — and another wants to just type the room service order on the iPad , see the folio on the TV screen and check in with an app .”
Figuring out how to
“ NOBODY CARES ABOUT HOW THE MARBLE AROUND THE SINK IS CUT . IT ’ S THE QUALITY OF THE ENVIRONMENT THAT COUNTS .”
– Horst Schulze
sync the priorities of the guest and the hotel means different approaches to different industry leaders . Working around the central concept that individualization is luxury — something most industry experts agree on — the service model has to be flexible enough to cater to everyone without losing the standards that are still expected from a 5-star flag or independent luxury hotel . Schulze points out that Capella does regular surveys of its guests at each property . Many wanted early checkin , so he staggered housekeeping staff start times from 6:30 a . m . to 8:30 a . m .
But , Ali Kasikci , regional managing director , North America , Mexico and the Caribbean , Orient-Express Hotels , Los Angeles , prefers keeping his ear to the ground . In his view , the hotelier has to tend to the guests ’ unspoken desires to win the luxury rooms race . “ You can ’ t find out what those are from a meeting ,” Kasikci says . What does work , he argues , is getting down to the “ forensic DNA ” of habits and patterns . That means gathering the input of everyone in the hotel — as Kasikci points out , housekeeping spends more time interacting with each guest than the general manager does — and applying those tastes to craft the experience .
Customizable plates
The need to offer a menu of options is especially obvious in food and beverage venues within hotels . “ Fine-dining restaurants with fussy décor , stiff service and six-course menus and restaurants that require guests to where a coat and tie are outmoded ,” says Mark Harmon , CEO , Auberge Resorts , Mill Valley , California . “ Nothing is less conducive to relaxation and escape than being forced to wear a coat and tie on vacation .”
There is also a new sense of impatience , Schulze says . “ Guests
20 HOTELS January / February 2013 www . hotelsmag . com