Indigenous Design for Hotels: If it's Tuesday, Are We in Belgium or DC?

By Anthony DiGuiseppe Principal, DiGuiseppe Architect | June 23, 2013

When I was asked to write this article on Design trends in Hospitality one of the ideas that came to me was of the seasoned traveler who longed to experience the world and really experience it. What does that mean? We travel for pleasure, for business, for research, for family, but most of all I travel as most of what I believe others do now and for the past 15 years, for experiences and so the 1969 movie written by Robert Shaw starring Suzanne Pleshette, and Ian Mcshane called "If This is Tuesday We Must Be in Belgium" seemed an appropriate way to begin.

It seems that in the early 60's and 70's what people wanted, and what the marketing directors thought we all wanted was sameness. I call it the Macdonald's syndrome, consistency, the same thing no matter whether you were in Des Moines or LA, or New York or Houston, American demanded the sameness they were to expect or were taught to expect. This rule applied to food, and especially to hotels and the hospitality industry. The Major brands built their pyramids on this concept, the colors the style, the uniforms and the operations were all the same no matter where you stayed, and as the general middle class gained more wealth and their worlds expanded with television and then internet the places that people had access to exponentially increased with each decade.

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W Hotel Istanbul... Old jail converted

The idea of sameness in hotel design and hospitality is a credo is long gone… with the advent of the" boutique" hotel as coined by Ian Schrager, the hotel and where to stay has become an experiential lifestyle choice by the public. All the "Major Hotel Brands" want to have their niche in the boutique hotel lineup. Why? The soothsayers of the industry that we the mavericks had developed hotels that not only provided personalized service but where the antithesis of the brand or the sameness concept. Why were they getting so successful? People like Chip Conley developed small hotels that were local, that embodied the locale culture and art. Hotels were developed in buildings that were not hotels but adapted into hotels from jails, such as the Boston property or the W in Istanbul, or catering to a particular lifestyle like the award winning Iron horse in Milwaukee.

So, as hospitality designers, what is changing here in the way we look at a project, what is the storytelling that goes on as I heard Roger Thomas say at one of the HD summits…the idea of what is special about the place we are designing, what does it mean, what was there before this hotel, and what is the indigenous nature of the area, culture that embodies the place we visit for a brief moment in time... that we want to experience when we travel.

We, as designers, need to look further into the past when we think about the concepts of a project. How do we bring in the local art, the culture and the country or locale into the experience that the traveler will experience and come away with a wow, an education that this is really experiencing the local universe?

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Coming up in October 2018...

Revenue Management: Getting it Right

Revenue Management has evolved into an indispensable area of hotel operations, chiefly responsible for setting forecasting and pricing strategies. Because the profession is relatively new to the hotel and hospitality industries, a clear-cut definition of what exactly Hotel Revenue Management is has only recently emerged - Selling the Right Room to the Right Client at the Right Moment at the Right Price on the Right Distribution Channel with the best commission efficiency. Though the profession can be summed up in a single sentence, that doesn't mean it's easy. In fact, it's an incredibly complicated and complex endeavor, relying on mountains of data from a wide range of sources that must be analyzed and interpreted in order to formulate concrete pricing strategies. To accomplish this, Revenue Managers rely on an array of sophisticated technology systems and software tools that generate a multitude of reports that are central to effective decision-making. As valuable as these current technology systems are, much of the information that's collected is based on past historical trends and performance. What's new is the coming of big, data-driven, predictive software and analytics, which is likely to be a game-changer for Revenue Managers. The software has the capacity to analyze all the relevant data and predict occupancy levels and room rates, maximizing hotel profitability in the process. Another new trend that some larger hotel chains are embracing is an emphasis on Booking Direct. For Revenue Managers, this is another new channel with its own sales and costs that have to be figured into the mix. The October issue of the Hotel Business Review will address these developments and document how some leading hotels are executing their revenue management strategies.