Showing posts with label Boutique Hotel. Show all posts
Showing posts with label Boutique Hotel. Show all posts

Saturday, March 28, 2015

KÜÇÜK OTELLER CAZİBESİNİN KAYNAĞI NEDİR? What's attracts small hotels ?

KÜÇÜK OTELLER CAZİBESİNİN KAYNAĞI NEDİR?

Muhakkak ki hepimizin seyahat deneyimleri olmuştur, gerek yurt içi ve gerekse yurtd ışı. Konaklama sektörü içinde faaliyet gösteren bizlerin gözlemleri biraz daha mesleki bir bakış açısı içerir doğal olarak. Çok gezmiş görmüş yada bilinçli insanlar olarak, kendim de dahil, kendi ülkem ya da bölgem dışında bir yere gittiğimde “daha az turistik” ve hatta daha lokal yerlere, mekanlara, restorantlara gitmek isteriz. Bu eğilim bir zamanlar belki daha azdı ama artık sayıları giderek artıyor. Çünkü her daim resmini gördüğümüz, keşfettiğimiz yerler yanısıra bize daha cazip gelen şey; daha keşfedilmemiş, ortaya dökülmemiş, yerleri, kültürleri görmek, yaşamak, keşfin daha kalbine girmek isteğidir.  Lokal ve kültürel yaşamın cereyan ettiği en dip noktalardan birisi evlerdir mesela. İstediğimiz kadar bir ülkeyi tanımaya çalışalım, o yerin tipik kültürel ve insani yaşam biçimine ait kayıtlar evsel ortamlarda oluşur.
Bir  yere gittiğimizde o yeri büyük bir otelde konaklayarak gözlemlemek ile, daha lokal küçük bir otelde ya da evde misafir edilerek  gözlemlemenin farkı  büyüktür.
Buradan yola çıkarak şunu söyleyebiliriz; evet belki ev kadar olmasa da küçük oteller ülkelerin ve bölgelerin kültürel ve yaşamsal değerlerini çok daha başarılı bir şekilde içlerinde barındırırlar. Çünkü “standart olalım” dertleri yoktur, tek tip değildir. O bölge ya da ülkenin mimarisi, mefruşatı, objeleri, yemekleri, insanı, konaklayan misafirlere çok farklı ve yalın izlenimler verir. Samimi ve sahicidir. Bu özeli arayan bir seyyah açısından olağanüstü bir fırsattır.
Mesela ben bir deneyimimi aktarmak isterim. Halen Sultanahmet’te işlettiğim otel yaklaşık 80-90 yıl önce inşa edilmiş, içinde bilindiği kadarıyla hariciyeci bir aile oturmuş, tipik bir Sultanahmet evi.  Sultanahmet denince genel algı, “fazla turistik” tir. Ve öyledir de.  Ama yakın tarihinde, esnafıyla, hane halkıyla, okuluyla, hapishanesiyle bir yerleşim yeri olduğu da bir gerçektir. Dolayısı ile bizim otelimiz gerçekten  bir “ev”dir.  Bazen, otelini “çok lüks” döşediğini  düşünen bazı otelci arkadaşlarımız- ki otellerin dekorasyon tarzına bir şey diyemem , herşey yapılabilir yeter ki ruhunu da koruyalım-  bizim otelimizin kendine özgü halini anlamakta zorluk çektiklerini gözlemledim.   Ama müşteri memnuniyet oranı, onlardan geride de kalmamaktaydı.  Bizim otelimizin önündeki büyük incir ağaçları, mandalina mevsiminde dalları yere değen mandalina limon ağaçları, Marmara denizinin eşsiz ve sonsuz görüntüsü, aniden geliveren ezan sesi, sokaktaki fırından yayılan ekmek kokusu,  nereden baksan elinle tutacak kadar yakın görünen Sultanahmet Camiisi ve Ayasofya kubbeleri,  sanki binalar ters yüz edilmiş gibi tuhaf bir şekilde her binanın tepesinde yer alan düzenli-düzensiz teraslar ve hatta olmadık yerde karşınıza çıkan tarihi dokulu duvarlar, İstanbul’un ruhuna dokunmak isteyen yabancı ve özellikle de batılı müşteriler için “her şeye değer “ bir ortam sunuyor.  Bu gözlemimi aktarmaktaki  amacım tabi ki kendi otelimi övmek  ya da değerli kılmak değil, ancak kendi kültürel yapımızı,  anladığım kadarıyla müşterinin gözünden yansıtmaya çalışmaktır.   Yani özetlersek; mesele sadece masa sandalye yatak, mefruşat değildir.  Otellerin kültürel şeffaflık derecesi de bir o kadar önemlidir ve bizim gibi özellikli küçük otelleri “kalmaya değer” kılan öncelikli faktör  bence kültürel şeffaflıktaki başarılarıdır.  Bunları bilmek  gayet güzel ancak, asıl sorun, hızla yükselen trendlerin yarattığı bazı olumsuzluklardan, hem global anlamda hem de ülkesel anlamda   kendimizi koruyabilmek,  ve hassas niteliklerin değerli kıldığı  küçük otelleri devasa bir “büyük otele” dönüştürmemektir.  Bu noktada Küçük Oteller Derneği çatısı altında toplanarak, her birimiz kendi özelliklerimizi koruyarak  ama birlik içinde,  “stratejik yürüyüşümüzü” daha sağlam ve bilinçli bir şekilde yapmak, sanırım hepimizin ortak faydasına olacaktır.

Bu arada, bir çok seyyahın görüşleriyle oluşturulan ve bir internet sitesinden derlediğim küçük otellerle ilgili çıkarımları çok kısaca  paylaşmak istiyorum;

1.Küçük otellerle, seyahatin özü yakalanır.
2. Küçük oteller her bir köyü, kasabayı, şehri ve bölgeyi, bir diğerine göre farklı kılar; keşfetmenin heyacanını yaşatır.
3. Lokal işletmeler, kazancın o bölgede kalmasını sağlar ve o bölge ekonomisine katkı sağlar. 
4. Küçük oteller kültürel değişime ortam hazırlar.
5. Küçük oteller çevrecidir. 
6. Küçük oteller,  yöresel  kültürü daha iyi yansıtırlar.





Sunday, October 19, 2014

How the short-term lodging rental sector is evolving...

By Piers Brown
Alan Clarke, CEO, HomeStay.com
With the current trend towards creating a sense of place and embracing the local community among many boutique hoteliers, we caught up with Alan Clarke, CEO ofHomeStay.com about how the short-term lodging rental sector is evolving.
Alan Clarke's previous e-commerce roles at McKinsey, Yahoo, and gaming giant Paddy Power - all focused on global technology platforms, and being an avid traveller, HomeStay seems a natural progression. "HomeStay is the e-commerce business that facilitates hosted travel experiences, connecting people with like-minded interests where technology is the catalyst," says Clarke.
Recently described as 'the next disruption in travel', and with boutique hotel commentators split on whether similar new alternative accommodation options actually impact on revenues and profitability within the sector, we were keen to discover more about this new player.
Airbnb has featured on these pages many times, credited for spearheading the emergence of the short-term rental market, gaining publicity for having a plethora of choice accommodation options, from serviced apartments to treehouses to lighthouses and igloos. It continues to drive consumer awareness of genuine alternative lodging options with or without the host present. What Airbnb tends to overlook however is the actual lodging experience, an area ripe for new disruption.
"Delta Partners (our investors) were excited about not just the product but the size of the opportunity - the home stay travel vertical had no platform until now, and we estimate it's worth around €10 billion in market size," says Clarke.
Home stays are clearly becoming more popular whilst evolving, with two million students globally using home stays for overseas study for instance, with a spend of nearly US$3 billion annually. Broad consumer demand for the hosted travel experience is also being driven by:
  • Relocating professionals
  • University housing needs for student overflow
  • Solo travellers
  • Small family holidays
  • Retirees
  • Tourists and other leisure travelers
"Our average length of stay is 12 nights and guests spend between one and 230 nights at hosts' accommodation. We've done lots of work understanding the nature of our customer with around 50 per cent being over 30 years of age. The business model is based on providing our hosts and guests value for money among like-minded individuals, and we take a 15 per cent fee from each host for every home stay booked," says Clarke.
As social travel networks including HomeStay, TripTogether and others gain popularity facilitating like-minded connections, and the choice of accommodation options expands, guests are no longer confined to hotels that can feel solitary, empty places at times, particularly when travelling alone. The choice of where to stay is much more of a 'social' decision making process.
Like Airbnb, Roomorama, Tripping and other disruptive short-stay rental companies, 'trust and transparency' to an already happening transaction overlayed by host and guest reviews continues to be an important pre-determining factor for the booking process. "We've just implemented host reviews, and guest reviews and a verification process will be arriving shortly," says Clarke. "It won't be long before we offer a Skype video calling option. We don't have blunt rules within our customer eco-system, we just aim to offer good incentives for guest and host to engage." Chip Conley, brand ambassador for Airbnb, calls it the 'generosity of spirit'.


These companies focus on embracing the behaviour of the individual, and making it easier for them to control and facilitate the capture of information that is necessary to get the results they're looking for, something the hotel sector is only just starting to get its head around. Because of the nature of the hotel owner today, the sector over the generations has lost many of the family owner mentality and is much more of a business - a different real estate asset class with higher risk and higher potential return, not necessarily conducive to the generosity of spirit which has diminished over years passed. There remain lots of exceptions within the independent boutique hotel sector. But with the influx of large hotel brands launching boutique and lifestyle offerings into the space, the latest being Hilton's Curio lifestyle hotel collection, there is less flexibility based on brand standards, revenue and profitability targets. 



What is clear with a closer look at short-term rental companies is a big push towards democratising hospitality and travel, and we're only at the start of the journey with developments in socially-connecting digital technology driving easier real life experiences.

Ironically, "the more digital we become, the more ritual we need," says Conley. "The more we're possessed by our URL websites and communicating through phones, communicating through texts, the more we need the IRL experience - the 'in real life experience'. There's a thirst for people to have that sense of connection," he says.
Homestay's connection in its purest form requires a host to be present and to add value. Value being defined by the traveller's desires: true engagement with the local community, language immersion, shared interests with the host - eg. cooking, sport, similar social interests etc...
Challenges in making the short term rental market more ubiquitous include the complex rules and many differing regulatory concerns often cited city by city and country by country. Current market fragmentation based on quantity and quality of often disparate providers and their approach to technology or not, as the case may be, is an inhibitor too. That said, when quizzed on satisfaction levels so far, Clarke states a healthy "85 per cent of our hosts and guests rate the experience as very good or excellent. Five per cent say the experience didn't fulfill their expectations." One wonders how that would compare to hotels on Trip Advisor? Now that's another story.

Friday, August 22, 2014

Roadblocks That Slow Down Boutique Hotels






Roadblocks That Slow Down Boutique Hotels


Boutique HotelsBoutique hotels are independent properties that offer an unparalleled level bybof luxury and intimacy to guests. Boutique hotels focus more on the comfort of the guest above all else. While these hotels are trying to offer a unique experience to guests, they face unique challenges.
Boutique hotels have to compete with large scale chains that have disposable revenue and worldwide brand power, but they are not at a complete disadvantage. They can be more personal with guests through comments on social media and online travel agency reviews. This level of intimacy is both a blessing and curse for boutique hotels. While it is something they have an edge over large chain hotels, it is a lot of demanding work that often requires an entire position dedicated to the task.
The top three challenges boutique hotels face:
  1. Financing. Financers are much more likely to back a branded hotel because they are easier to underwrite. It is also difficult for boutique hotels to gain financing for a property that doesn’t have comparable properties at the price point because there is no baseline – making it harder for boutiques to create a market and break on to the scene.
  2. Global distribution systems. Facing major chains and their global branding is difficult for small boutique properties. Although the segment is growing, boutiques don’t have as much accesses to GDS. If hoteliers can’t find the right channel mix, they won’t be able to get the bookings necessary to survive in the industry.
  3. Staffing. Because intimacy is a selling point for boutiques, it’s vital to have each and every staff member well trained to cater to the guest’s individual needs. The attention to detail in boutique hotels is even more important and that starts and ends with the staff. Hoteliers should know each staff member individually and be able to offer assistance or additional training to attain the right level of customer service.
These small, independent hotels though have the advantage of being able to switch tracks quickly if something isn’t working, unlike large chains that must abide by the rules of the corporation. With all the advantages a boutique hotel can offer to a customer, they face some unique challenges. There has been a rise in Boutique Properties showing a growing trend towards more intimate and concept destination holidays.

Wednesday, August 6, 2014

Laura Ashley's Boutique Hotel

Laura Ashley heads to the Lake District for second boutique hotel opening

UK: Interiors and fashion retailer Laura Ashley opened its second boutique hotel, in Bowness-on-Windermere, Cumbria.

The 62 bedroom property, called Belsfield Lake District, will be operated by the Corus Hotel Group. Originally built in 1845 it is located on the shores of Lake Windermere in the south of the Lake District National Park.

It has recently undergone a £3.5 million refurbishment which includes interiors by the Laura Ashley interior design service team using the brand's homeware collections. It also features a heated indoor swimming pool, sauna and gym.

In July last year, Laura Ashley opened its first boutique hotel, Laura Ashley The Manor , in Elstree, Hertfordshire.

Friday, August 1, 2014

IHIF 2014 conference review - Boutique Hotel News in Berlin

by George Sell / 07 March 2014 / 1 Comment
The event, held at the InterContinental Berlin, attracted close to 2,000 delegates from 73 countries.
David Fenton, senior economist at RBS set the scene on day one with a presentation on the economic landscape. He told the audience that the developed economies of the UK, USA, Japan and the Euro Zone are in a better economic place now compared with a year ago.

Moving to the industry landscape, Michael Fishbin, global and Americas hospitality leader at Ernst and Young said the last year has seen an increase in US private equity backing hotel development in Europe, both from established players and new entrants. The feeling in the investment community is that US prices are "full" but there is value to be found in European markets such as Ireland and Spain, he added, pointing pout that growing customer demand from Millennials and Chinese travellers was fuelling this process.

HVS London chairman Russell Kett then chaired a session called Investors Respond. In a theme that was to be echoed throughout the conference, Jim Risoleo, executive VP at  Host Hotels said: "In certain European markets there will be numerous opportunities to buy assets at significantly below replacement value. Spain will be a strong market in 2014. Host hotels is also very bullish over the Brazilian market."

Majid Mangalji, president of Westmont Hospitality Group added that the UK and Ireland "are ahead of the curve in terms of transaction volume".

The evening of day one saw a spectacular African-themed party thrown by Rezidor at the Radisson Blu Berlin, the facade of which had been colourfully lit with an African pattern. Delegates were bussed across form the InterContinental and enjoyed copious food and drink while being entertained by African musicians and dancers.

Back at the conference for day two, Taleb Rifai, secretary-general of the World Tourism Organization (UNWTO) and David Scowsill, president and CEO of the World Travel & Tourism Council (WTTC) gave an enlightening talk in to the travel and tourism sector, with Rifai describing the hotel sector as "the backbone of the tourism industry".

The session opened with the statistic that a billion people crossed international borders in 2012, a figure is projected to increase to 1.8 billion in 2030 (representing three to 3.3 per cent annual growth in the tourism year on year until 2030). Travel and tourism employs 276 million people globally, or 1 in 11 of the global workforce, and contributes $USD 6.8 trillion - nine per cent of the global economy.
Scowsill said the tourism industry is growing at about one per cent ahead of the general economy, but warned that the industry doesn't do a good job of promoting itself to young people as a good environment to work in.
Next came "The World According to the Global CEOs", moderated by Michael Hirst, a consultant with CBRE Hotels. The session was marked by the unusually forthright and entertaining statements of the new chairman and CEO of Accor, Sébastien Bazin.

Echoing an earlier theme, Jim Abrahamson, president and CEO of Interstate Hotels & Resorts, said that the recovery in the UK market is now reaching well in to the provincial markets, and tipped boutique brands to be one of the key sector growth areas in 2014.

Boutique hotel pioneer Ian Schrager, was then honoured with the IHIF lifetime achievement award. In a video clip preceding the award, Marriott CEO Arne Sorenson said: "The boutique hotel sector, which Ian invented, is the most copied space in the industry."

After receiving his award, Schrager said of his creative processes: "Market research and focus groups are irrelevant to me. I tap in to the collective unconsciousness. It's alchemy, something ethereal."

He also spoke of his collaboration with Marriott on the Edition brand: "There are more similarities between the people at Marriott and myself than dissimilarities. We are both driven by excellence, we are both incredibly competitive and want to be the best."

Claiming that lifestyle hotels are the future of the business, Schrager also revealed plans to launch a sister brand to his Public hotels at a lower price point. "I want to bring real style and design to that price point," he said.

A breakout session devoted to lifestyle hotels was entitled "Differentiating for profit". Peter Norman, SVP real estate and development at Hyatt said the company consumer research revealed that customers didn't want the Hyatt name on the Andaz brand. He described Andaz Amsterdam as "very local"  - its design is based on the crosses which are the emblem of Amsterdam; and revealed that future Andaz target destinations include Barcelona and Madrid - "cities where we don't have a major presence".

Billy Skelli-Cohen, director of hotel acquisitions and development at Deerbrook Group (the owner of the forthcoming Mondrain Sea Containers in London) described the relationship between an owner and an operator as "tricky - a dysfunctional marriage."

Kevin Montano, SVP Edition global development, Marriott International, said: "The renovation of a historic building was the biggest challenge of the London Edition," and revealed that both hotel occupancy and rate and F&B are performing better than expected. "F&B is feeding occupancy, which is something we didn't expect," he said, adding: "You need to ensure your F&B outlets are widely used by the local community. They drive the F&B and attract hotel guests. If your guests come out of the lift and see an empty bar or restaurant, they will go out the door and you have lost them to the city."

At a session about innovation, subtitled "Can hotels keep up with the home experience?" Markus Lehnert, VP of international hotel development at Marriott, said: "We should move away from offering guests technology that they don't need. The hotel should be a facilitator for guests to use their own technology," adding: "The people in a hotel can also create a wow factor - a super smile in a budget hotel can do the trick as well as super service at a luxury hotel."

During the same session, Frank Wolfe, CEO of Hospitality Financial and Technology Professionals, said: "The simpler things are the better - the essentials are great high speed internet and sensible plug placement. As a road warrior, if a hotel doesn't have good wifi they are stealing family time from me as I will have to work in my downtime."

The prevailing atmosphere at the conference was certainly one of confidence and optimism, and there was a real sense around the event that deals are being done, and the short- to medium-term future of the industry is looking bright.

The IHIF 2015 will take place from the 2-4th March 2015.  Visitwww.berlinconference.com for more details.