Hotline

Q410 The Magazine of Carlson HotelsSM

MakersMoney

Carlson’s Revenue Generation Strategies Build

Your Business

Plus ...Stay on Track With Ambition 2015 The Best Time to Invest is Right NowFilini’s & RBG’s Recipes for Success Better Business, Better WorldTake Washington by Storm! (for the GBC in 2011)

AmericasTheThe

Different by looks and different by attitude, Park Inn® is a fresh and energetic mid-market, full service hotel brand. Focused on mastering the essentials of a great hotel experience, Park Inn offers warm and casual service, bright, bold and fresh contemporary design with a playful style. From check-in to the moment of departure, the Park Inn experience is committed to being friendly, efficient, uncomplicated and hassle-free. With over 100 locations worldwide, Park Inn is the Carlson Hotels brand designed for fast and flexible growth in both urban and suburban markets.

Great hotels. Great

locations.

Sleep well. Live well.

Bright, bold and fresh

+1 (800) 670 7275www.parkinn.com

Experience how Park Inn adds color to life.

Relevant. Convenient.

Practical.

Liège, Belgium

Berlin, Germany

Doc.indd 1 10/14/10 9:27 AM

Contact Hotline | Send comments, photos and story ideas to [email protected].

The end of the year also means the holidays are right around the corner, and people’s thoughts turn to home, family and friends. I’d like to take this opportunity to wish you a happy holiday season and a great start to the new year. Enjoy!

Molly Biwer Vice President, Corporate Communications and Public Relations, Carlson

e were thrilled by the tremen-dous positive response from our first issue of Hotline The Americas. Our hard work resulted in a launch that reflected the

spirit and energy driving Carlson Hotels, and we soon began asking, “How are we going to top it?” To follow it up, we’ve packed a lot of exciting new stories into this second issue, and it closes out an exhilarating year with a bang.

Kicking off the issue on page 6, Thorsten Kirschke, president, Carlson Hotels, Americas, inspires with the plan guiding the Americas in the coming years—one that will result in the long-term, sustainable creation of value. Delving deeper into that plan on page 9, Suzy Riesterer, executive vice president, Finance, Carlson Hotels, Americas, explains the importance of tracking our progress on key priorities. Boosting financial performance is the ultimate goal of the plan, and in our cover story on page 38, Fredrik Korallus, executive vice president, Global Revenue Generation, Carlson Hotels, and his team show how hotels can win the revenue battle.

Page 24’s Radisson® feature digs into the brand’s revitalization in the Americas. And articles on Park Inn® and Country Inns & Suites By CarlsonSM provide more reasons why now is a great time for investors to choose these brands. But it’s not all dollars and cents. Our feature on page 32 introduces Carlson Hotels’ hot restaurant concepts to the Americas. Personality profiles get you up-close with some of our valued guests, employees and partners. And our responsible busi-ness efforts are highlighted as well.

As the past year proved, things keep getting bigger and better in the Americas. We’ll continue to share the great stories we have to tell at Carlson Hotels. Thank you for the positive feedback and many story tips we’ve received so far. Keep sending your news, awards, hotel improve-ments, questions, comments—and photos, photos, photos!—to [email protected].

Building Momentum

Editor’sLetter

Hotline The Americas | Q410

W

HOTlInE THE AMERICAS 1

Photography by Darrell Eager

As the new year approaches, we continue to pick up steam. | By Molly Biwer

2 Hotline tHe AMeRiCAS

32 Carlson Hotels serves up hot new restaurant concepts to guests in the Americas.

Fresh Flavors

The Front DeskTable oF conTenTs | Hotl ine tHe americas | Q410

The Snapshot

With its new websites, Carlson Hotels positions

itself to hit a high target by 2015.

Executive Column

thorsten Kirschke, president, Carlson Hotels, Americas,

outlines the priorities and

progression of the Americas’ plan.

Core Metrics

Carlson Hotels keeps the

Americas plan on track by

measuring its top six priorities.

Raising the Bar

Connecticut agreement puts hotels on notice that call-arounds

may violate antitrust laws.

Employee Profile

Jorge Morales’ penchant for

pleasing people has led him to

early success in his career.

Blu Print

Carlson Hotels announces the

newest Radisson BluSM close to

home at the Mall of America.

New Kid on the BlockPark inn® is

bringing color and life to mid-market

hotels in the Americas.

04 06 09 15 16 18 20

Hotline tHe AMeRiCAS 3

Stand Proudthe Radisson®

revitalization rolls on, bringing the brand closer to

global alignment.

Winning the

Rev Warthe revenue

generation team is gearing up to help hotels triumph in the revenue battle.

Partner Profile

Paul Sistare and Atlantica Hotels have succeeded

in a growing Brazilian economy

while helping at-risk children.

Giving Back

Global Responsible Business Action Month adds to a corporate culture that fosters social

responsibility.

24 28 38 46 48 Hotline

News PlusKeep up with

hotel happenings, including the

latest on Carlson’s Responsible

Business training initiatives.

Vistasimmerse your-

self in history at the Country inn & Suites, new orleans French

Quarter.

52 64Perfect

PartnersWith the travel industry on the rebound, the time to invest

in Country inns & Suites By

CarlsonSM is now.

Publisher Thorsten Kirschke, President, Carlson

Hotels, Americas

Editor-in-ChiefMolly Biwer, Vice President,

Corporate Communications and Public Relations, Carlson

Supporting Editors

Gordon McKinnon, Executive Vice President and Chief Branding Officer, Carlson

Laura Blanchard, Director, Marketing Communications, CarlsonBeathe-Jeanette Lunde, Executive Vice President,

People Development and Responsible Business, Carlson

Contributors

Robin Sutton Anders, Suzanne Bopp, Pam Brandon, Dieter Braun, Julie Burnham, Mark Caskie,

Andreas Chudowski, Virginia Citrano, Nicolle Clemetson,

Carl DeTorres, Darrell Eager, Jaimey Easler, Richard Fleishman,

Daymon Gardner, Adam Hayes, Judy Kenninger, Judy Kirkwood,

Maria Lenhart, Matt Mullen, Carrie Pacifico, Joshua Paul,

Jacqueline H. Ponzoni, Andy Potts, Liz Roch, Nik Schulz,

Jennifer Chappell Smith, Adam Voorhes, Christine Xoinis

Design | Custom Content | Production

pacecommunications.com

Suggestions and Advertising Please contact Molly Biwer, Vice President,

Corporate Communications and Public Relations, and Editor-in-Chief; Hotline The

Americas, [email protected], +1 (763) 212-2901

Hotline The Americas serves as Carlson

Hotels’ magazine for the Americas. Hotline The Americas is distributed to Carlson Hotels

employees, Carlson’s board of directors, hotel owners and developers, and general

managers, strategic partners, key clients and other stakeholders.

Production and the Environment

Hotline The Americas is printed with a Matte UV coating. UV (ultra-violet) coatings do not

emit volatile organic compounds into the atmosphere. They are compatible with standard

de-inking processes for recycling of paper.

© 2010 Carlson Hotels. All rights reserved.Hotline The Americas by Carlson Hotels. 701 Carlson

Parkway, Minnetonka, Minnesota.

Copyright Notice | None of the information provided in this publication may be used, reproduced or transmitted, in any form or by any means, electronic or mechanical, including recording or the use of any information storage

and retrieval system, without prior written permission from Carlson Hotels.

Disclaimer | The information contained in Hotline The Americas is not a franchise sales offering. Part of the

information presented in Hotline The Americas reflects data and information provided to Carlson Hotels by hotels

operating under Carlson Hotels’ brands, which may be independently owned and operated. While Carlson Hotels makes every effort to provide accurate and complete infor-mation, various data may change prior to this publication. Carlson Hotels provides no warranty, expressed or implied, as to the accuracy, reliability or completeness of furnished

data. For the most up-to-date information on Carlson Hotels and its hotel brands, please visit www.carlson.com.

4 HOTLiNE THE AMERiCAS

The Magazine for Carlson Hotels

The Americas

HOME OUR COMPANY HOTELS RESTAURANTS TRAVEL RESPONSIBLE BUSINESS JOBS NEWS& MEDIA CONTACT

Worldwide world class hospitality

Hotels Restaurants

HOTLiNE THE AMERiCAS 5

HOME OUR COMPANY HOTELS RESTAURANTS TRAVEL RESPONSIBLE BUSINESS JOBS NEWS& MEDIA CONTACT

Worldwide world class hospitality

Restaurants Travel

Hot l ine The Americas | Q410

Best of the Web | Carlson Hotels is investing millions in website and mobile development to achieve the Ambition 2015 strategy objective of bringing in 30 percent of revenues through its brand sites. As part of this investment, the company recently launched updated sites, and more

improvements are on the way. (See “Winning the Rev War,” page 38.) Visits and conversion rates (turning “lookers” into “bookers”) are up compared with

last year*, resulting in a more than USD 29 million increase to gross revenues from the Web. Carlson Hotels is building loyalty and brand awareness through its sites as well, proven by the fact that the fastest-growing segment of visitors is through direct traffic. (Visits from direct traffic occur when guests directly

enter a brand website address, such as Radisson.com, as opposed to arriving at the website by some other means, such as an online advertisement.) Website revenue share is up approximately one full point over last year for the Americas,

and it’s now at 12 percent—major progress toward the 2015 goal. ■

12% 29.2 24% 38%increase in

visits*million (USD) in revenue impact

increase in direct traffic visits

increase in direct traffic conversions

*Figures based on September year-over-year comparisons (2010 year-to-date compared with 2009 year-to-date).

The Sna shot


t’s certainly been a “wow” year for Carlson Hotels. We’re already exceeding our initial expectations after announcing Ambition 2015, and I applaud every-one’s work to give us such a strong start.

But while we’ve generated some fantastic momentum, we still need to focus on the immediate issue at hand. Building a firm financial foundation is critical to our continued success. As we all know, the last two years were tough for the entire industry, and the task of securing our future needs to be tackled by everyone, every day. To achieve this, we have spent many months refining our business plan for the Americas, as well as our vision statement, our values and our purpose. Let me share the fundamentals of these here.Top PrioritiesOur business plan defines the top eight priorities that will direct our efforts for the months to come. These priorities have changed slightly since our last town hall meeting. This is a good thing. As we move forward, we have the ability to modify the priorities as needed to respond quickly to changes in the market. The eight are:

“ Our job is to create memorable experiences that guests will talk about later.”

The Americas is primed for continued success. | By Thorsten Kirschke

6 HOTline THe AmericAs

IyWe’re On Our Way!

Exec ColumnLEADING GLOBAL HOTELS

Thorsten Kirschke, President, Carlson Hotels, AmericasKirschke and his executive team have laid out a focused, measurable plan for the Americas.

We go into much more detail on the priorities and the critical importance of their measurement in the pages to follow. (See “Measuring Success,” page 9.)Our Vision, Values and PurposeLong term, Carlson Hotels’ vision is to inspire people and create rewarding experiences for our guests and the people who work with us. As we realize this vision, our values will serve as the beliefs that unite us and guide our personal actions. We have seven core values: Integrity, Customer Focus, Empowerment, Innovation, Accountability, Social Responsibility and the C-factor (also known as the Carlson factor). With the C-factor, we encourage everyone to be different in fun and rewarding ways and find new, exciting methods of doing business. Our vision and values mesh well with the Carlson Credo and its spirit of dedication and caring. I encourage everyone to bring us your thoughts on them as we proceed. So what do we need to accomplish each day in our hotels? Our purpose is to provide relevant and attractive hospitality products and services to guests, creating great experiences that grow loyalty and value for all of our stakeholders. After all, we don’t sell tangible assets. Our job is to create memorable experiences that guests will talk about later. And to create value for everyone, we must produce profits.Fantastic FutureWe’ve already announced many successes, such as Chicago’s Radisson Blu Aqua and, most recently, the Radisson Blu at Mall of America in Minneapolis. (See “Blu Print,” page 18.) Let’s keep up the momentum heading into next year’s Global Business Conference in Washington, D.C., February 13–16. As 2011 approaches, we know where we are going and how we are going to get there, and we’re already well on our way! I wish you and your family the best for the holiday season and a prosperous new year. ■


Photography by Darrell eager

Align and engage the organization. This priority serves as the foundation for the others. To succeed, we all need to pull on the same rope, in the same direction. Drive revenue generation. The improvement of our financial situation depends on bringing more revenues into our hotels through additional bookings.

Reposition the Radisson® brand. For the brand to reach its potential, we must close the gap between the well-established global portfolio and hotels in the Americas, bringing up standards in the low-performing hotels. Strategically invest in real estate to support our brands. CarlsonSM is committed to owning real estate as part of strategic investments, such as our flagship Radisson BluSM hotels in gateway cities.

Accelerate the growth of Country Inns & Suites By CarlsonSM. We are working to grow beyond the 500 hotels we already have, while keeping the brand relevant for guests with offer-ings such as the expanded Be Our Guest Breakfast.

Introduce Park Inn®. This brand is iconic, exciting and

fresh, and it already has a lot of interest among owners

considering conversions. Expand hotel brands. Our

brands become stronger as we add new hotels. We want to grow our

total portfolio by 50 percent. Exceed financial performance and create

sustainable, long-term value. The focus on the first seven priorities will lead to fulfilling this eighth priority and position us for immediate and future financial success.

Carlson Hotels’Top Eight Priorities

By focusing on the business plan for the Americas, carlson Hotels aims to bring financial turnaround and create long-term value.

Priority 1• Align and engage the organization

Priority 2• Drive revenue generation

Priority 3• Reposition the radisson® brand

Priority 4• Strategically invest in real estate to support our brands

Priority 5• Accelerate the growth of country inns & suites By carlsonsm

Priority 6• Introduce Park inn®

Priority 7• Expand hotel brands

Priority 8• Exceed financial performance and create sustainable, long-term value

HOTline THe AmericAs 7

© 2010 Country Inns & Suites By Carlson, Inc. All Rights Reserved.

The Country. It’s not just a place, it’s a feeling that comes

from being treated like family. So, to make our guests

feel even more welcome, we’re introducing the new

Be Our Guest Breakfast. From hot and fresh daily variety

like eggs and bacon or breakfast burritos to healthy options

like oatmeal and seasonal fruits, you’ll always have a good

morning. So pull up a seat at the table and fi nd out why our

guests are saying “I love this Country.”

Hot New Entrées Build-Your-Own Options

A Healthy Variety Signature Coffee

countryinns.com

CIS.indd 1 10/14/10 9:51 AM

Core Metrics

he familiar adage says that if you don’t know where you’re going, you’ll probably end up somewhere else. It’s an idea taken to heart at Carlson Hotels, where planning for the future is serious business. The company’s growth

strategy, Ambition 2015, demonstrates that clearly: The company has dedicated itself to being the #1 hospitality company to work for and invest with and to having the leading brands in all of their segments. “Ambition 2015 is the global company strategy of where we want to go,” says Thorsten Kirschke,


Focused priorities and metrics keep the Americas on track. | By Suzanne Bopp

Measuring Success


Suzy Riesterer, Executive Vice President, Finance,

Carlson Hotels, AmericasRiesterer continually takes the pulse of the Americas

as the company works toward achieving the goals

of Ambition 2015.

T

president, Carlson Hotels, Americas. Kirschke and the Carlson Hotels executive team have worked to take the goals of that global strategy and incorporate them into a business plan that fits within the overall strategy but drills down to what the company wants to accomplish in the Americas.

To do that, they have identified the top eight priorities for the Americas, outlined below. All link back to Ambition 2015, and all have specific activi-ties and metrics attached; measurement is critical, says Kirschke. “If you can’t measure and control it, that means you probably shouldn’t be doing it.”

CarlsonSM has tasked Suzy Riesterer, executive vice president, Finance, Carlson Hotels, Americas, and her team with keeping tabs on the organization to make sure progress stays on track.

“We measure everything in some way,” says Riesterer. “The business plan is our roadmap to achieving Ambition 2015. It includes the activities we need to complete as well as measurable goals along the way—these become our mile markers. If we’re missing our goals, we can adjust early.”

As the economy shows signs of improvement, Carlson Hotels is poised to deliver results, Riesterer says. “But we are not out of the woods yet. We need to stay focused on the priorities and keep measuring, if we are going to succeed.”

PRIORITY ONE

Align and engage the organization.A focus on the organization itself serves as the foun-dation of the plan for the Americas, says Riesterer. “Without an aligned and engaged organization, we cannot achieve Ambition 2015 or our goals for the Americas. This is all about every employee under-standing where we’re going and proactively driving toward our goals.”

Carlson’s annual employee engagement survey is the primary measurement tool for this priority. Kenexa®, a third-party human resources consulting company, coordinates the surveys to help Carlson measure employee engagement and commitment.

“The organization has gone through a lot of change in the last couple of years as a result of

HoTlInE THE AMERICAS 9

10 HoTlInE THE AMERICAS

improving their returns, but it also benefits Carlson,” Riesterer says. “More revenue means we will have the cash to invest more in our brands.”

The two primary revenue-generation statistics the company watches are market share and brand awareness. The company gauges brand awareness through research based on customer surveys and tracks market share progression through Revenue Per Available Room (RevPAR) Index data. Also known as RPI, this key industry statistic compares RevPAR (the average rate collected for each room multiplied by the percentage of filled rooms) against the average RevPAR for a set of competing hotels.

[Read more about Carlson Hotels’ Revenue Generation team, the metrics it tracks and how it benefits hotels on page 38.]

Building upon the first two priorities, three of the next four relate directly to Carlson Hotels’ brands. For all three, guest satisfaction is a crucial metric—one where every employee can make an impact, Riesterer says. “Examples would be making sure properties are well-maintained, training staff to the highest level possible, sourcing great products for the hotels and making investment decisions that have positive impacts on our customers.”

the declining economy and changes in key leader-ship positions,” Riesterer says. “Engagement levels haven’t been as high compared with times in the past, but we are already improving in targeted areas.”

A mid-year survey of a portion of employees revealed that most were motivated by Carlson Hotels’ vision and felt positive about the company’s future. “But people wanted to better know where they fit in,” Riesterer says. “So we are driving better communication with tools such as Hotline The Americas, town hall meetings and our intranet to help people understand how they can support the vision. We’re focused on building trusting relation-ships throughout the organization and recognizing the great work being done by employees.”

In addition to increased communication, each brand and functional leader has developed indi-vidual plans linking to the overall plan to help employees see how their actions link to the overall priorities of the business.PRIORITY TWO

Drive revenue generation.Bringing more revenue into hotels is the second priority of the plan. “not only does increasing bookings benefit hotel owners and operators by

Fact | Carlson Hotels plans to have at least five flagship hotels signed in key gateway U.S. cities by 2015.

Top PrioritiesThe Americas

Building Blocks Top: Starting with a strong foundation of alignment and engage-ment, each of the priorities build up to the ultimate goal of long-term value creation.Bottom: The finance team sets measurable goals for key metrics, such as revenue, EBITDA, and hotel signings and openings. The team then measures the percentage of what they’ve achieved or expect to achieve against what they’ve planned.

Align and engage the organization

Brand expansion

Exceedfinancial performance

and create sustainable, long-term value

REVENUE EBITDA SIGNINGS OPENINGS

102%2010 Sept YTD

% of plan achieved

403% 48% 69%

99% 161% 88% 82% 2011 Q2 Forecast

Drive revenue generation

RepositionRadisson®

Accelerate growth of Country Inns &

Suites By CarlsonSM

IntroducePark Inn®

Strategically invest in real estate to

support our brands

Core Metrics



PRIORITY THREE

Reposition the Radisson® brand.Improving the product and service quality of the portfolio is essential to this goal. Product refers to a hotel’s physical elements, and service refers to how employees deliver the experience at the hotel; Medallia, a third-party Web-based survey, measures guest satisfaction with both. “Radisson has made some great strides in Medallia scores over the last three years,” Riesterer says. “However, we must keep raising them to compete effectively.” Radisson has embarked on two key activities to enhance product and service quality: ensuring the delivery of the World of Radisson concepts, which it measures through reports from a third-party compliance program, and implementing property improvement plans (PIPs). Carlson Hotels tracks where each hotel stands on completing PIPs and is aligning resources to help support their implementa-tion. More than 61 percent of Radisson hotels have already committed to product improvements, and the company is in advanced dialogue with another 21 percent. The company also measures how many hotels leave the brand; in some cases, when a hotel cannot

adhere to brand standards, Carlson Hotels must ask it to leave the system.

The goals for Radisson also include increasing the percentage of managed hotels (someone else owns the property and Carlson Hotels is the manager) in the top 25 U.S. cities by 2015.

PRIORITY FOUR

Strategically invest in real estate to support our brands.Carlson Hotels will continue to make investments in properties that will benefit the company and raise brand awareness among consumers and interme-diaries. Examples are the Radisson Blu Aqua Hotel in Chicago, the Country Inn & Suites Bloomington at Mall of America and the recently announced Radisson Blu at Mall of America in Minneapolis.

The focus is on upper-upscale Radisson BluSM, with the goal of owning hotels that will create a halo effect. A halo effect occurs when one or more outstanding hotels help lift consumer perceptions of the overall brand. As such, it’s essential to establish flagship properties in key U.S. travel gateway cities. In addition to the Chicago and Minneapolis Radisson Blu hotels, the company will add at least three more

Success by Number Carlson Hotels assigns multiple key performance indicators (KPIs) to each priority that it wants to measure. Tracking the movement of KPIs, such as RevPAR year-over-year change, employee engagement and guest service index, helps the company see where it is along the path to achieving its objectives.

KeyPerformance Indicators

• Property count change• new hotel signings• Guest service index

KPIAMERICAS

COUNTRY INNS & SUITES

OTHERKPIs

OTHERKPIs

• RevPAR year-over-year change• RevPAR year-over-year change (upscale industry average)• RevPAR compared with industry average• Guest service index• Property count change• new hotel signings

• RevPAR year-over-year change• RevPAR year-over-year change

(mid-scale without food and beverage industry average)

• RevPAR compared with industry average

• Guest service index• Property count change

• new hotel signings

RADISSON

• Percentage of reservation revenues

generated by Carlson Hotels

• goldpoints plusSM active members

• Return on invested capital

• Percentage of websites’ contributions to revenue• Employee engagement (headquarters)

• Property count change• new hotel signings

PARKINN

TOTAlPORTFOlIO

higher than the industry average, but they have leveled off,” Riesterer says. “It becomes more chal-lenging to keep raising guest satisfaction scores as they get higher, but we want to keep lifting them.”

PRIORITY SIX

Introduce Park Inn®.The Park Inn brand is relatively new in the Americas; the brand is known primarily as a European concept but is showing a lot of promise in the Americas as a conversion brand that combines flexibility in prop-erty size and food and beverage options with iconic brand identity and recognition.

not surprisingly for a new brand, the metrics around Park Inn are growth goals centered around driving new franchisees, Riesterer says. And, as the company does with all of its hotel brands, Carlson Hotels will closely monitor guest satisfaction and relative market performance.

PRIORITY SEVEN

Expand hotel brands.Carlson Hotels wants to add hotels to all of its brands. “our brands grow stronger as we bring more hotels into the system,” Riesterer says. “This

in other U.S. cities by 2015. “Each will be unique and require specific measurements, but overall we’re making sure each will be brand-enhancing and provide a good return to Carlson,” Riesterer says.

PRIORITY FIVE

Accelerate the growth of Country Inns & Suites By CarlsonSM.Country Inns & Suites is a great brand success story for Carlson Hotels, Riesterer says, so the goal is essentially to keep it strong and relevant for guests with additions such as the Be our Guest Breakfast.

The brand will become more robust as addi-tional hotels open, so another part of this priority is to make that happen: driving more distribution by bringing in developers to go out and sell hotels, Riesterer says. “We have an issue now with the economy. Most of these hotels are new construction, and there can be problems getting financing to start construction. As the economy recovers, we expect financing to open up for our franchisees.”

Besides having new properties signed and opened, key metrics revolve around market share and guest satisfaction. “Guests’ satisfaction with Country Inns & Suites have generally remained

12 HoTlInE THE AMERICAS

Fact | RevPAR (Revenue Per Available Room) equals ADR (average daily rate) multiplied by occupancy.

Country Inns & Suites Guest Satisfaction:

Industry & Annual

Aiming HigherTop: Compared with

the industry average, Country Inns & Suites

By CarlsonSM has higher guest satisfaction levels

(Source: Market Metrix). Bottom: Guest satisfac-

tion for the brand has plateaued. The farther

up the Medallia scale the brand rises, the more difficult it becomes to

continue raising scores. Still, the company

continues to focus on pushing them higher.

8.62 8.72 8.71 Projected

9.008.758.508.258.007.757.50

2008 2009 2010

90888684828078

Q2 Q3

2007 2008 2009 2010

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

Country Inns & Suites Mid-scale without F&B avg.

and amortization (EBITDA), which allows the company to analyze profitability from the sale of its hospitality products and services; and cash flow (a measure of the amount of money moving into and out of the company and an indicator of financial strength). Riesterer and the Americas team have set goals for these figures, but want to exceed them.

Another big part of this priority is to ensure that significant strategic investments add to Carlson’s and investors’ bottom lines over the long term and help Carlson’s partners achieve strong financial results. The brands’ websites, recently enhanced to help boost reservations, are recent examples.Hitting the MarksTogether, these eight priorities outline a compre-hensive approach to keeping Carlson Hotels on target with Ambition 2015 and its objectives for the Americas. By watching critical measurements such as RevPAR, RPI, customer satisfaction, number of properties and new hotel signings, Riesterer and the finance team are covering every base along the way. There’s much more to come about Ambition 2015 and what it means for Carlson Hotels in future editions of Hotline The Americas—keep reading these pages in the months ahead! ■

ensures that guests will be able to choose our hotels in more destinations and raises our brands’ profiles.”

For this priority, Carlson has a concrete, ambi-tious objective. By 2015, the goal is to build the total portfolio by at least 50 percent to more than 1,000 hotels in the Americas.

The company tracks its progress in this area by keeping tabs on new hotel signings and openings and any hotels leaving the brands.

PRIORITY EIGHT

Exceed financial performance and create sustain-able, long-term value.This is the all-inclusive financial priority, Riesterer says. Carlson’s ability to achieve this priority is highly dependent on successfully achieving the previous seven. It also creates the balance between short- and long-term results, Riesterer says. “We need to deliver annual returns for our stakeholders, but we also need to create long-term value. In some years, we may trade off short-term results to invest in the future, but this can’t be done every year.”

As part of this priority’s measurement, Riesterer watches standard financial metrics, such as revenue; earnings before interest, taxes, depreciation

Core Metrics



8.17 8.25 8.33 Projected

RadissonService StandardsCompliance & Guest Satisfaction

Improving Product Top: Carlson Hotels is requiring all Radisson-branded properties to implement the World of Radisson service stan-dards and amenities. on a percentage basis, the majority of system hotels are already in compliance with key concepts. Bottom: Guest satisfac-tion scores, as measured through Medallia, have steadily risen for the Radisson brand.

9.008.758.508.258.007.757.50

100 95 90 85 80 75 70

2008

High-speedInternet

3 Hour Expresslaundry

Grab &Run

Guest RoomCollateral

2009

Business Class

2010

ExpressCheckout

98.90% 86.74% 97.79% 87.29% 83.43% 77.35%

experience the thrill of the grill

Perfectly simple. Simply perfect… that’s the thinking behind RBG. Featuring a great tasting, healthy range of menu options, with an added choice of local specialties, all served in great surroundings at realistic prices. The look is distinctive and modern. The mood is lively and upbeat. Essentially uncomplicated, RBG is cost effective and ready for rapid conversions and renovations.

To learn more about RBG, contact Hospitality Support Services Center (HSSC) +1 (402) 501-9999 rbgbar&[email protected]

doc.indd 1 10/13/10 1:46 PM

Illustration by Dieter Braun

Halt to Call-arounds Call-arounds may violate antitrust laws, subjecting hotels to liability. | By Judy Kenninger

n agreement earlier this year between the Connecticut attorney general’s office and hotel operating company LQ Management has provided an impor-tant warning to hotel operators. Under

the agreement, LQ pledged to cease sharing rate information with competitors through “call-arounds,” which the Connecticut attorney general’s office has found to raise serious antitrust concerns and poten-tially violate the Connecticut Antitrust Act. According to the Connecticut attorney general, call-arounds typically occur when one hotel contacts competing hotels located in close geographic prox-imity to it to exchange information about current room and occupancy rates. The calls may occur as often as daily or several times per day. Genevieve Beck, vice president, Legal, Carlson Hotels, Americas, says the Connecticut attorney general’s investigations and findings, and the LQ settlement, put hotel operators on notice that engaging in such practices may be a violation of state and/or federal antitrust laws and may subject operators and/or owners to an investigation and

A criminal liability, the penalties for which may include fines and prison time. “While the Connecticut attorney general’s inves-tigations and findings do not necessarily have a national effect, hotel owners and operators should be aware that other states may be conducting investiga-tions,” Beck says. The LQ settlement agreement specified that hotels may still review commercially available reports and communicate with other properties on behalf of guests seeking to relocate, or to accommodate guests during a state of emergency or disaster. Moreover, a variety of industry reports, such as those provided by STR GlobalSM or HotelligenceSM, are available for industry metrics. To read the Connecticut settlement agreement, visit www.ct.gov/ag/cwp/view.asp?A=2341&Q=458186. CarlsonSM is committed to operating in compli-ance with applicable laws and regulations, Beck says. “We strive to act in a responsible manner in the communities in which we do business—not just because it’s the law, but because it’s the right thing to do.” ■

15

Raising the BarH

otlin

e T

he

Am

eric

as | Q

410

Fact | Call-arounds m

ay be an anticompetitive practice.

g

E mpl

oyee

Pro

file

Ho

tlin

e T

he

Am

eri

ca

s |

Q4

10

e may be the youngest person to receive the Radisson Employee of the Year award. When Jorge Morales won in 2009, he was only 20, working as a front desk agent at the Radisson Suites Tucson in Arizona. But it’s probably one of many awards to come for Morales in the hospitality industry. Currently attending Pima College in Tucson, he plans to transfer to Northern Arizona University’s Bachelor of Science Hotel and Restaurant Management

program. Now 21, Morales has already been promoted to restaurant supervisor at the hotel. What has motivated this handsome, articulate full-time student and full-time employee to excel in both positions, not to mention his side job as a DJ? “When I started working as a front desk agent at age 18,” says Morales, “I found I could make people smile by remembering them, and then they remembered me, too. It became a passion to make sure the guests enjoyed their stay and would return.” One guest who is grateful for Morales’ attention to detail is a man from Finland who has a particu-larly difficult name to pronounce and remember. “He wrote us a note to say that Jorge is the only person in the United States who has ever been able to say and spell his name correctly,” says Lorena Toland, director of Human Resources at the hotel. Morales is fluent in Spanish as well as English, so he remembers the spelling and pronunciation of Hispanic names, too. He has a knack for putting guests at ease. Using the Making It Right service recovery steps, as outlined in the Yes I Can! SM service program, Morales first listens with empathy to a guest who has a service issue, then sets to work solving the problem. “Jorge has the ability to speak with any guest, no matter how difficult the situation is,” says General Manager Lee Gambrell. Morales’ advice to other young people is to follow what you love to do. “Whatever you do, give it 100 percent, keep honest, and say to yourself, ‘Yes, I can.’” Beyond his work shifts, Morales is active as a volunteer for numerous community nonprofit organi-zations and DJs for weddings and parties. How to combine his two passions—hospitality and music? Easy. He will be in charge of the music for his own restaurant or hotel some day. Morales is one of those people who make you feel like our future is in very capable hands. “We are extremely proud of Jorge,” says Thorsten Kirschke, president, Carlson Hotels, Americas. “He’s already accomplished so much, and it’s clear that he has a bright career ahead of him.” ■

Possibilities abound for Radisson® Employee of the Year. | By Judy Kirkwood

g

H

Photography by Nicolle Clemetson

16

Fact

| Ye

s I C

an! S

M h

as b

een

a R

adis

son®

phi

loso

phy

for

23 y

ears

.

Jorge Morales | Tucson, Ariz.

py

Carlson Hotels | HotlInE tHE AMERICAS 35


PrintCarlson Hotels announces the second Radisson

BluSM in a key gateway U.S. city. This time, Blu has come home to Minneapolis.

By Julie Burnham

Blu

Opposite page, from top: A Mall of America entrance; the iconic Spoonbridge

and Cherry in the Minneapolis Sculpture Garden; an exterior look at the planned

hotel lobby; the Minneapolis skyline.


nother city. Another Radisson Blu. ■ Carlson Hotels announced in September that it will open its second Radisson Blu flagship hotel in the United States in late 2012. the USD 130 million Radisson Blu at Mall of America in Minneapolis is the result of a partnership between Carlson Hotels and Mortenson Development, inc. Construction on the 506-room upper-upscale

hotel is set to begin in December. ■ Bob Kleinschmidt, executive vice president and chief development officer, Carlson Hotels, Americas, says the deal puts CarlsonSM on the fast track toward meeting—or even exceeding—the goals of its Ambition 2015 strategy, which calls for opening at least five Radisson Blu hotels in key gateway U.S. cities in the next five years. ■ And the fact that this one is less than a half-hour drive from Carlson’s headquarters makes the announcement even more meaningful. “to be able to announce our second deal right in our own backyard is doubly exciting,” says Kleinschmidt. “And as the only hotel with a physical connection to Mall of America, we believe it’s going to draw a good mix of business and leisure travelers.” ■ For Paul Campbell, senior vice president of Mortenson, the project is a continuation of the company’s longstanding relationship with Carlson. “We built our first Radisson hotel back in 1973 and have done a dozen different projects together over the years,” says Campbell. “this is an important project for us because it’s a significant construction project, but also because it’s an opportunity to have another good, close working relationship with Carlson.” ■ the hotel will be the cornerstone of an ongoing expansion at Mall of America. the new Radisson Blu will connect to the mall by sky bridge and will feature three of the new Radisson® room styles: Urban, Naturally Cool and NY Mansion House. ■ Kurt Hagen, senior vice president of development for Mall of America, says the new Radisson Blu will be a strong anchor for the mall and a perfect addition to its upscale expansion. “We have been working with Mortenson Development for nearly three years to develop an upper-end hotel that would be an integral part of the mall, and we’re excited that we found the ideal fit with Carlson,” says Hagen. “Carlson, along with its Radisson hotel brand, and Mall of America are all great Minnesota brands that are recognized globally.” ■ thorsten Kirschke, president, Carlson Hotels, Americas, says the company identified the location as an investment opportunity because of the volume of U.S. and international visitors drawn to the mall every year. “it also presented a unique chance to partner with the mall to help it achieve its high-end design aspirations and meet the need for additional upper-upscale hotel offerings in the market,” says Kirschke. “the Mall of America will serve as a fantastic international billboard for a distinct global brand such as Radisson Blu.” ■

A

“The Mall of America will serve as a fantastic international billboard for a distinct global brand such as Radisson Blu.”

—Thorsten Kirschke, president, Carlson Hotels, Americas

Ph

oto

gra

ph

y (c

loc

kw

ise

fro

m l

eft

) c

ou

rte

sy o

f C

arl

son

Ho

tels

, M

all

of

Am

eri

ca

, G

ett

y im

ag

es,

Ca

rlso

n H

ote

ls,

Au

rora

im

ag

es

There’s a new kid on the block. With its iconic, colorful brand identity

and proven record of success, Park Inn® is coming to your neighborhood,

and it’s bringing opportunity with it.


By Liz Roch | Photography by Adam Voorhes

s Park Inn continues its expansion across the Atlantic and into the Americas, everyone involved in building and selling the brand sees great potential. “Within the mid-scale hotel market, there’s traditionally been many brands that generally have a similar look and feel,” says Steve Mogck, executive vice president and chief operating officer, Mid-scale, Carlson Hotels, Americas. With its unique design and

service concepts, Park Inn offers something different. “It has a well-thought-out operating model and branding concept that has proved successful in Europe, the Middle East and Africa,” Mogck says. “It’s a no-frills brand that focuses on the strong execution of concepts, supported by vibrant, one-of-a-kind design elements.”

Park Inn is targeting urban, suburban and airport locations in the Americas for conversion. To attract a mix of corporate and leisure travelers, the brand offers a mix of relevant amenities to guests, including fitness and

A Hotline tHe AMeRiCAS 21

business centers; a restaurant or compli-mentary grab-and-go breakfast; a great bedding package, allowing guests to expe-rience the brand’s tagline of “sleep well, live well”; and a clean, bright, colorful and positive atmosphere.Perfect TimingNancy Johnson, executive vice president, Business Development, Carlson Hotels, Americas, believes the time is right for North American expansion.

“With the recession, there are a lot of conversions going on right now,” Johnson says. “Hotels are coming up for contract renewals, and they haven’t done significant renovation. That means they are having a difficult time competing. We can show the owners of those properties something new and fun.”

To introduce Park Inn to a new market, Mogck, Johnson and an organization developed to serve the Americas are bringing the brand to life for people who might not be familiar with its distinctive style and service. The raw material is the more than 100 Park Inn hotels operating successfully around the world.


Daring to be Differentnancy Johnson, executive vice president, Business Development, Carlson Hotels, Americas, says Park inn will stand out in a north American sector histori-cally filled with mediocre brands. “the customer experience is often defined by an attitude that says success is when something doesn’t go wrong,” she says. “We wanted to create a brand that is modeled after our success in europe—taking an old-construction building and bringing it into today’s environment, with splashes of color, fine touches of lighting and a little bit of fun.” the approach will make a difference, says Johnson. “We are creating unique experiences in a sector that hasn’t delivered a lot to its customers.”

“It is very exciting to assist develop-ment in growing the Park Inn brand in the Americas,” says Mogck. “Potential owners have been very impressed with the images of our existing properties around the world. We show them how you can successfully execute the brand in a variety of settings and really create a differenti-ated positioning within their markets. For owners looking at conversion, the brand has also been carefully planned to maxi-mize the impact of an owner’s required investment. The brand really makes sense to owners looking to reposition hotels,” Mogck adds.

One of the brand’s strengths is scal-ability. It can be executed in buildings with anywhere from 100 to 1,000 rooms. Park Inn typically requires a restaurant that serves three meals, but there is flexibility in major metropolitan and destination areas where a hotel is surrounded by good restaurants and would need only to serve breakfast and have a small pub.Brand PizzazzThe built-in flexibility and creativity of Park Inn have captured the imaginations of owners looking for something bold in a market generally lacking flair.

“The reaction has been excitement,” Johnson says. “It’s the essence of the brand, the iconic brand identity where color is brought to life and then translated into every detail of the operation.”

Johnson is referring to the Park Inn Essentials, the branding elements that put the color, style and personality into the hotels and create huge differentiation for their owners. The Essentials are a set of investments, operational items, training and promotional pieces that create the atmosphere and set the tone for every Park Inn. Signs and uplighting add drama to exteriors. Stylishly uniformed employees, contemporary furniture and the primary color palette set the tone for lobbies, while artwork, bedding and guest amenities are all carefully selected and designed to convey the brand in guest rooms.

“The Essentials package is very impor-tant to our identity,” Mogck says. “Our goal is to delight our guests and really stand out in their minds. The guest gets the impression of a brand that is fun, cool, bright and positive—a stark contrast to many competi-tors in our segment.”American ExpansionFor Park Inn, the emphasis on branding is a positive because of the prevalence of branded concepts in North American markets. “More than 70 percent of hotels here are branded,” Johnson says. “It means a great deal to owners, and this is a key strength for Park Inn.”

With 11 locations already up and running in the Americas, a new organi-zation in place and the timing right for conversions, the Park Inn team is vigor-ously pursuing expansion.

The potential for the brand is almost unlimited, Johnson says. “Someone once said to me that you’re not a brand until you’re at 100 hotels, so that’s certainly our first target.” “We are aggressively looking for oppor-tunities,” Mogck says, “but we are being selective. We want to grow for the long term and make sure we get the right quality and training in place, so we can execute successfully. We are very focused on growing this brand right.” ■

Travels with Sharon Wendland


Clockwise from bottom left: the rooftop view from an Austrian Park inn hotel; nancy Johnson, executive vice president, Business

Development, Carlson Hotels, Americas; Sharon Wendland, regional vice president, operations, Park inn, Americas.

Ph

oto

gra

ph

y (c

loc

kw

ise

fro

m l

ow

er

left

) b

y A

nd

rea

s C

hu

do

wsk

i, D

arr

ell

ea

ge

r, A

nd

rea

s C

hu

do

wsk

i

haron Wendland, regional vice president, operations, Park inn, Americas, recently hit the road to experience the brand’s style and service up close and personal at Park inn® hotels in Great Britain, Austria and Germany.

Wendland, a 13-year veteran of CarlsonSM, previously served as vice president, omaha Facilities and Franchise Services. Wendland took on the new operations role for Park inn in May as the brand ramps up its north American expansion. She’s responsible for cementing relationships with potential owners, building the brand and ensuring the guest experience is delivered as designed: colorful, positive and fun.

“i’ve been struck by how much impact we can make with simple things done in the right way,” says Wendland. “it’s amazing how you can make what could be just a basic guest room feel warm and relaxing—with a red splash wall, through the clean way the furniture has been designed.”

in europe, Wendland has also been impressed with the consistent feel—or vibe—in each hotel, although from Manchester to Berlin, the hotels have their own look, size and customer base. “We’ve created places for guests to chat or developed other intimate spaces just through the use of different materials and artwork. While our employees are very diverse, they all are warm and engaging. there is nothing stuffy about the service. our employees make you feel welcome, and that feels good.”

Reflecting on how to bring the best of her trip back to the Americas, Wendland says she’s focusing on consistency in the guest experience. “i’ve been putting emphasis on physical product as we’ve started up. While we need to get more properties in the brand, we also need to make sure the guest experience is being delivered correctly and the vibe is similar to what is being presented in europe. We need to get that right, one hotel at a time.” ■

S

Car

lson

Hot

els

is r

aisi

ng t

he b

ar f

or R

adis

son®

hot

els

in t

he A

mer

icas

.

Wit

h P

rodu

ct I

mpr

ovem

ent

Pla

ns i

n pl

ace

and

new

met

hods

to

mea

sure

pe

rfor

man

ce,

the

call

for

bran

d co

mpl

ianc

e, c

onsi

sten

cy a

nd l

ivin

g up

to

a hi

gher

sta

ndar

d w

ill b

enef

it a

ll ho

tels

tha

t fl

y th

e R

adis

son

flag

.

By

Jenn

ifer

Cha

ppel

l S

mit

h | P

hoto

grap

hy b

y Jo

shua

Pau

l


Car

lson

Hot

els

is r

aisi

ng t

he b

ar f

or R

adis

son®

hot

els

in t

he A

mer

icas

.

Wit

h P

rodu

ct I

mpr

ovem

ent

Pla

ns i

n pl

ace

and

new

met

hods

to

mea

sure

pe

rfor

man

ce,

the

call

for

bran

d co

mpl

ianc

e, c

onsi

sten

cy a

nd l

ivin

g up

to

a hi

gher

sta

ndar

d w

ill b

enef

it a

ll ho

tels

tha

t fl

y th

e R

adis

son

flag

.

Car

lson

Hot

els

is r

aisi

ng t

he b

ar f

or R

adis

son®

hot

els

in t

he A

mer

icas

.

Wit

h P

rodu

ct I

mpr

ovem

ent

Pla

ns i

n pl

ace

and

new

met

hods

to

mea

sure

pe

rfor

man

ce,

the

call

for

bran

d co

mpl

ianc

e, c

onsi

sten

cy a

nd l

ivin

g up

to

a hi

gher

sta

ndar

d w

ill b

enef

it a

ll ho

tels

tha

t fl

y th

e R

adis

son

flag

.

Photography by Joshua PaulRadisson employees across the Americas continue to

build on the brand’s strong customer service culture.

Pictured: Molly Flowers, front office agent, Radisson Plaza–

Warwick Hotel Philadelphia.


he Radisson® logo will soon mean something even better for travelers in the Americas. Carlson has already announced three stunning flagship hotels in the

region, but the program for rejuvenating existing hotels has launched, too, and it’s just as exhilarating. “Raising the bar in quality is as exciting as it gets in the hotel industry,” says Raj Rana, vice president, Franchise Operations, Radisson, Americas. Carlson Hotels has made it a priority to reposition Radisson for growth and bring the brand in the Americas into alignment with the global portfolio. “We know that as a brand, product inconsistency is our biggest challenge,” Rana says. “We are aligning the brand throughout the world.” The plans for Radisson are off to a

strong start. The majority of owners in North America have already agreed to Product Improvement Plan (PIP) proposals related to design upgrades—good

news, especially during a difficult economy. In addition, Quality Performance Review (QPR) audits are on track at all properties in the Americas, providing insight that can improve customer satisfaction. “Better quality doesn’t just deliver a hassle-free experience, but a delightful experience for guests, which is the foundation of winning market share,” Rana says. “As market share increases, owners are happier. They are getting a return on their investment, and, as a brand, we are moving toward our full potential.”Product Improvement PlansEvery hotel in the Americas has received its PIP, and many franchise owners have already agreed to dramatic design upgrades. “Several owners have expressed an interest in installing one of our five stylish room concepts,” says Rana. “Why settle for a nondescript room style when one of the Radisson room styles could give a distinct look and save on design development and procurement costs?”


Refreshing the Brand

oming out of the recession, Carlson Hotels is seeing a slight resurgence in leisure travel ahead of business travel, says Steven Hedberg, vice president, operations, Radisson. But new Radisson® services and amenities will surprise returning

road warriors when business travel picks up. “today’s business travelers are different,” notes Hedberg. to appeal to them, Radisson now offers the option of an upgraded Business Class room with special amenities and features (see below). Business and leisure travelers alike will continue to experience the strong customer service that the Radisson brand is known for. Building on the iconic Yes I Can!SM service training program established more than 20 years ago, Carlson Hotels will expect managers to re-emphasize the importance of this program to employees. Currently, all employees of Radisson in the Americas are participating in the 2010 training module of Yes I Can! The Heart of Radisson and managers are participating in Coaching for Yes I Can! Success. in addition, new Grab & Run breakfast stations help guests make early flights or meetings. the stations offer complimentary energy bars, fresh fruit, coffee and teas—complete with cups and to-go bags. And the turnaround time of the new 3 Hour Express Laundry Service is turning heads. the new service is available from 8 a.m. to 8 p.m., seven days a week. ■

C

T

Pantone 873 C

Amenities include breakfast and drink vouchers, early check-in, weekday newspapers, upgraded bathroom amenities, turn-down service, a laptop safe and 1,000 bonus Gold Points® per night.

Rana looks forward to seeing most of the hotels in the Americas undergo the planned renovations. “We have high hopes that the vast majority will come on board,” he says. Senior management knows the timing is tough during the sluggish economic recovery. “We understand the market doesn’t have easy access to cash,” Rana says. “We are open to reasonable timelines owners might propose for making changes as the economy rebounds.” As Carlson Hotels teams visit each hotel to introduce the plans in detail, many owners and managers have embraced the ideas. “They want to do the right thing for their hotel,” Rana says, adding that some even propose additional updates. “They start seeing the big picture. Most realize that to stay relevant in the upscale segment, renovation is needed.”Quality Performance Reviews (QPRs)The call to quality and goal of elevating the brand also demand new methods of measuring performance. Carlson Hotels has contracted with LRA Worldwide Inc., a leader in hospitality brand compliance, to audit every property in the Americas in 2010 with a QPR. Hotels will get advance notice of an LRA audit. After the audit is complete, hotels receive a score and notice of any deficiencies that need correcting. Ron Shimek, senior director, Standards and Compliance, Radisson, Americas, acknowledges the hurdles ahead. “We’ve rolled out many new service concepts and amenities over the past year. The biggest challenge will be to ensure quick remediation as deficiencies are noted through the QPR process. The great news is that we now have a mechanism to monitor deficiencies,” he says. Otherwise, property managers might remain unaware of needed improvements. “Don’t think of it as the brand policing you,” Rana says to owners and managers. “This brings a new pair of eyes and ears from a guest perspective.” The checklist


Left: Rushit Sheno, server, Radisson Plaza–Warwick Hotel Philadelphia. Right: Quality Performance Review scores a

hotel on its compliance with brand standards.

LRA provides can be used quarterly to self-evaluate ahead of future audits.Stricter Compliance“We are walking the talk with owners and managers,” Rana says. “When hotels fly the Radisson flag, that comes with a responsibility to meet the expectations of the brand and the customer.” When a hotel has a problem adhering to the brand’s standards, Carlson gives it a chance to improve, but beyond that, there isn’t too much leeway. “If hotels are unwilling or unable to correct the problem, Carlson has an obligation to release them to preserve the brand,” Rana says. In some cases, Radisson executives will have to make tough decisions. If hotels aren’t a good fit, separations are another brand responsibility. While implementation will be chal-lenging, the Radisson brand offers a solid base from which to build. The enhance-ments and offerings will continue to improve brand consistency and increase customer satisfaction, boosting market share for Radisson. “A happy guest is going to return,” Rana says. ■

Rating PerformanceAn Overview

lRA Worldwide inc. conducts strict Quality Performance Review (QPR) audits, rating personnel, housekeeping, maintenance, and food and beverage on several criteria: Cleanliness and Conditions• Overall cleanliness (25% of overall QPR)• Overall conditions (25% of overall QPR)• Areas inspected include guest rooms; restaurants, kitchens, bars and meet-ing areas; employee areas; and all public spaces. Brand Compliance • Overall compliance (50% of overall QPR)• Includes brand stan-dards such as Grab & Run breakfast and Business Class rooms.

CONFIDENTIAL 2 of 2 LRA Worldwide, Inc.

QUALITY PERFORMANCE REVIEW

Property Code: Date Evaluated:LRGB October 07, 2010Property Name: Evaluated by:Radisson Our Lucaya Resort, Gra... Pauline PanasukProperty Location: General Manager:Freeport, G B Island, Bahamas Michael Weber

QPR DASHBOARD

Service Concepts Detail

❏X Yes I Can!❏✔ 100% Guest Satisfaction Guarantee❏✔ Super Breakfast❏X Grab & Run❏X 3-Hour Express Laundry❏✔ Late Check-out

❏X Express Check-out❏✔ Business Class❏N/A ATD: Music Moods❏X ATD: Extra Thoughtful Care❏✔ High-Speed Internet Access (HSIA)

Cleanliness and Conditions Detail

Cleanliness Conditions Cleanliness Conditions

Guest Room 95.6% 76.2% Guest Bedroom 95.3% 71.3% Guest Bathroom 95.9% 82.7%

Food & Beverage 97.0% 62.5% Restaurant 96.7% 60.0% Kitchen 100.0% 100.0% Bar 100.0% 54.3% Meeting Rooms 93.3% 68.3%

Back of House 100.0% 87.5% Employee Areas 100.0% 87.5%

Public Space 96.2% 55.5% Exterior 100.0% 36.4% Lobby 100.0% 25.0% Business Center 100.0% 25.0% Fitness Center 100.0% 100.0% Pool 100.0% 30.0% Guest Laundry N/A N/A Restroom 93.5% 63.9% Miscellaneous 100.0% 62.5% Elevator 66.7% 33.3% Corridor 100.0% 71.4%



QPR DASHBOARD

Overall Summary

Cleanliness and Conditions Summary

Brand Summary


Overall QPR

Overall Cleanliness

Overall Conditions

Overall Brand

75.3%

96.1%

68.5%

68.2%

(25.0% of Overall QPR)





QPR DASHBOARD

Overall Summary


Brand Summary


Overall QPR

Overall Cleanliness

Overall Conditions

Overall Brand

75.3%

96.1%

68.5%

68.2%






QPR DASHBOARD

Overall Summary


Brand Summary


Overall QPR

Overall Cleanliness

Overall Conditions

Overall Brand

75.3%

96.1%

68.5%

68.2%




28 Hotline tHe americas

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $$ $ $ $ $ $ $

$ $ $ $ $ $ $

With its enviable track record in rapid growth, innovation and guest satisfaction, Country Inns & Suites By CarlsonSM

is a surefire winner as an investment choice.

Perfect

Hotline tHe americas 29

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $

$ $ $ $ $ $ $$ $ $ $ $ $ $

$ $ $ $ $ $ $

By Maria Lenhart | Photography by Adam Voorhes

UPerfect

nveiling its 500th hotel this year, Country Inns & Suites has set its sights on achieving a portfolio of between 750 and 1,000 properties globally by 2015. Hotline The Americas recently caught up with Steve Mogck, executive vice president and chief operating officer, Mid-scale, Carlson Hotels, Americas, who elaborated on some of the key reasons why the time is right for investment in the Country Inns & Suites brand.

Hotline The Americas | As you look to the future of the brand, what are your priorities for achieving the Ambition 2015 objectives?Mogck | It really ties to three distinct elements that are all interrelated. The first involves delivering a product to the guest that is perceived as very high value and is relevant to him or her. The next is to maintain the highest level of engagement with our employees. The final element is to maximize the performance of the brand for the hotel owners in their return on investment and market share. What we are focusing on is continually improving our guest satisfaction, and since 2005, we’ve had a lot of success in this area. Guest satisfaction scores are derived from post-stay electronic surveys and are key to measuring product quality, our employee engagement and perceived value.


confident that these activities will result in revenue and market share gains.Q | It makes practical sense to improve quality and work on employee engagement, but does it make any real difference in the bottom-line performance of a Country Inns & Suites hotel?A | Absolutely, it makes a difference. We have data that clearly shows that our most engaged hotels, as measured by our employee engagement surveys, and our best performing hotels in guest satisfac-tion are also our best performing hotels in revenue per available room (RevPAR). In fact, there is such a close correlation in these metrics that I can tell you that our top 20 percent of performers in guest and employee engagement are mostly also our top 20 percent of performers in RevPAR and market share across North America. So a heavy focus on engagement and quality pays direct dividends to the bottom line.Q | What are some new things that you are doing with the brand to make improvements for the remainder of 2010 and beyond?A | We’re focusing closely on the fundamen-tals for 2010 and 2011. But we do have some exciting new initiatives. We’re very excited about the new Be Our Guest Breakfast program, which offers a much wider assortment of baked items; hot dishes, such as eggs and bacon and breakfast burritos; and healthier options, like oatmeal and seasonal fruits. The program also includes some items not typically offered by mid-scale hotels. The Be Our Guest Breakfast really raises the bar on the brand’s offering to make it one of the best breakfast programs among our top competitors. Breakfast is an extremely important value driver in this market segment, and it’s a critical element for us to maintain our competitive edge and help us to differentiate ourselves from the competition. In addition to the breakfast program, we are continuing our strong focus on the

We have worked extremely hard with our franchisees to make very large investments in the brand to renovate their properties. And we have developed new standards that are very relevant to today’s guests. They reflect a residential styling that the guest perceives as cozy, comfortable and homelike. And we’ve put a process in place that supports a perpetual renovation cycle for all properties. This is not a one-time event, and hotel owners know they need to keep reinvesting in the brand by making capital investments to properties that keep our hotels relevant to guests. Alongside that, it’s important that we continue to focus on the fundamentals of the business. That includes making sure that our hotels are spotlessly clean and that our guest services are at the highest level possible. Our district directors work very hard with our hotels to equip them in training on guest service, to reinforce best practices in cleanliness and maintenance, and to reinforce the Be Our Guest! service culture and training programs.

At the same time, we are leveraging multiple revenue-generating initiatives across our global organization that will positively impact Country Inns & Suites, such as major investments to improve our Web platform (including a redesign to simplify the booking process); email marketing campaigns with segmented databases for increased personalization; and our focused sales efforts.

In 2010, for this brand alone, we added six additional dedicated regional sales professionals. These individuals will work closely with our existing cross-brand national sales team to make a meaningful impact for our system hotels. We are also investing in exten-sive improvements to our goldpoints plusSM loyalty program that will help us compete more effectively. We are

“The limited-service model

has a good performance

history because of its simplified

operating format and its ability

to succeed in a range of different

markets.”

—Steve Mogck, executive vice president and

chief operating officer, Mid-scale,

Carlson Hotels, Americas


ongoing renovation process and main-taining momentum on that. We are rolling out new employee training to help bring our engagement level to new heights, and we are developing new product innovations to increase the relevance of our hotels to guests. We are also working on numerous revenue-generating enhancements to equip our franchisees and owned and managed hotels with industry-leading technology and tools to help maximize their property’s market performance. Q | Steve, is now a good time to invest in Country Inns & Suites?A | Now is an excellent time to begin the planning process for a new Country Inn & Suites. The recent downturn in the hotel industry has slowed development dramatically across the country. This summer, we saw steady improvements in the performance of our hotels as business and leisure customers began to travel in greater numbers. As this trend continues, there are many markets that will be in need of addi-tional room supply in the coming years. Because it takes time to do the planning and development of a Country Inns & Suites hotel, investors should begin that process as soon as possible to be ready to have their properties open as the market comes back. The investment climate may also improve with the recent passage of legislation intended to help small businesses (HR 5297). The law will make it easier for busi-nesses to get loans (up to USD 5 million) and provide other investment incentives. The limited-service model has a good performance history because of its simplified operating format and its ability to succeed in a range of different markets. A Country Inns & Suites operator can do very well in many locations, depending on the individual drivers of those markets. ■

The Right time to INVEST

Left to right: country inn & suites By carlson, san marcos, texas; steve mogck, executive vice president and chief operating officer, mid-scale, carlson Hotels, americas.

Ph

oto

gra

ph

y (l

eft

to

rig

ht)

co

urt

esy

of

ca

rlso

n H

ote

ls,

by

Da

rre

ll e

ag

er

ndicators are showing that the hotel industry is trending upward, and there may be no better time than now to invest in a country inns & suites By carlsonsm hotel. carlson Wagonlit travel’s recently released 2011 forecast predicts average daily hotel rate increases of approxi-mately 7 percent in the United states and 5 percent in canada for next

year. as the outlook brightens, investors looking for a proven model need look no further than the country inns & suites brand, says steve mogck, executive vice president and chief operating officer, mid-scale, carlson Hotels, americas. at the carlson Hotels Global Business conference in march 2010, he illustrated a potential financial model* for the brand:

Estimated Total Cost | Between USD 53,000 and USD 82,000 per room, plus land costs between USD 5 and USD 17 per square foot

Financing (25% Equity) | 7% rate with a 20-year amortization schedule

Estimated Average Daily Rate | USD 84.50 (for projected 2012 opening)

Estimated Gross Profit Margin | 45%

Estimated Average Occupancy | 60% (10-year average)

Internal Rate of Return | 19% (10% cap rate on sale)

* analysis is based on averages and projections that may or may not occur; your return may differ.

I

FreshBy Pam Brandon


Under the leadership of Christer Larsson, the new vice president of Food and Beverage in the Americas, Carlson Hotels introduces restaurant concepts that blend operational efficiencies with unpretentious, authentic cuisine.

Under the leadership of Christer Larsson, the new vice president of Food and Beverage in the Americas, Carlson Hotels introduces restaurant concepts that blend operational efficiencies with unpretentious, authentic cuisine.

Opposite page: the clean lines of a Filini table setting

reinforce the restaurant’s stylish, smart-casual concept.

This page: An RBG chef stretches creative culinary

skills while building a career.

Fresh


s CarlsonSM stakes out its place as a leading hotel company, creating a vibrant guest experience becomes paramount to attracting modern hotel consumers. And what better way to engage North

American travelers than with food? “Americans love dining out,” says

Christer Larsson, vice president, Food and Beverage, Carlson Hotels, Americas. Larsson recently joined Carlson Hotels to head up the food and beverage team in the Americas, signaling Carlson’s commitment to quality, innovation and leadership in the competitive arena of hotel dining.

The creation of Larsson’s position is part of Carlson’s bold Ambition 2015 strategy to make its brands market leaders—supported by innovations that include new room, service and restaurant concepts. As part of that strategy, creating restaurants that can deliver consistently good service and delicious, unpretentious cuisine is Larsson’s mission, and he is focusing on strategies and organizational goals to maximize guest satisfaction and financial performance.

Authentic DiningLarsson’s first step is bringing to the Americas two popular restaurant concepts for Radisson® and Park Inn® hotels: stylish Filini, a smart-casual Italian concept with a strong focus on wine and straightforward, flavorful cuisine created with high-quality ingredients; and RBG, a contemporary, all-day bar and grill.

Prior to his September 2010 appoint-ment in the Americas, Larsson worked for five years for Belgium-based The Rezidor Hotel Group, which operates all brands managed in Europe, the Middle East and Africa. At Rezidor, Larsson launched the RBG brand in 2007 and helped implement Filini as a fully branded restaurant concept during his tenure there.

Now, Larsson is in the process of modi-fying the European Filini and RBG menus for the American market. For both Filini and RBG, Larsson’s idea is to create an authentic experience, and his approach to authenticity starts at the corporate level. Larsson is a persuasive proponent of standardized operations as a means to achieving consistent quality, an idea that not only boosts the bottom line but also raises customer brand awareness.

“We want to provide consistent branding—a proven restaurant-and-bar formula that will be available to owners for their hotels,” Larsson says. “Well-thought-out menus that are not based just on one chef’s creativity, but based on finding good ingredients.”

“It’s a way to ensure quality,” Larsson says. “It doesn’t take away from indi-viduals’ talents; it’s just a smarter way of running the business.” Menus, uniforms, signage and operating equipment all are standardized for efficiency and value.

Larsson fine-tuned the idea while at Rezidor. With restaurants from Russia to South Africa to Norway, there was a need for an easy-to-understand concept due to language and cultural differences. But this approach did not stifle chef creativity.


A Ph

oto

gra

ph

y (the

se p

ag

es) c

ou

rtesy o

f Ca

rlson

Ho

tels; (p

ag

es 3

2–

33

) co

urte

sy of C

arlso

n H

ote

ls

This page, top: At Filini, well-crafted, unpretentious cuisine is the star. Bottom: Filini’s menu focuses on dishes made from fresh, high-quality ingredients.

Filini’s Italian Inspiration

This page, clockwise from top left: intimate spaces allow diners to enjoy the art of conversation; the restaurant’s look takes cues

from italian design; Filini’s atmosphere speaks to an

appreciation for socializing and wine culture.

RBG: Today’s Bar and Grill

This page, clockwise from top: Crisp salads feature fresh,

simple ingredients; vibrant, ice-cold drinks allude to RBG’s bright color scheme; an RBG plate with the restaurant logo; RBG dining

areas have a contemporary, casual look.


Right: Christer larsson, the new vice president of Food and Beverage, Carlson Hotels, Americas, brings with him a tradition of entrepreneurship, excellence in food service and deep experience in the hospitality industry.

Every six months, Larsson would gather all of his chefs for a “cook-off,” with the best ideas making their way onto new menus.Record of SuccessFor chefs, the concepts create a clear career path within Carlson. “In Europe, we primarily recruit from within,” Larsson says. “If you’ve opened a Filini or RBG as a sous chef, you can go with great confidence and open another Filini or RBG in another hotel anywhere in the world and be very successful as an executive chef.”

Both the Filini and RBG concepts are easy for guests to understand, he explains. “If you have 10 people going out to dinner, all 10 will find something they like.”

The Filini restaurants are inspired by the clean lines of Italian design, with exten-sive menus and wine lists. From thin-crust pizzas to risottos and pastas, seafood, beef and veal, the menu is authentic and unpretentious, says Larsson.

With RBG, the idea is a grill that operates with less-expensive, but still delicious, cuts of meat. Diners will find everything from salmon and scallops to local specialties, shakes and smoothies—and a great selection of gourmet burgers.2015 and BeyondWhat ultimately will make each restaurant a success is attention to detail and execu-tion of even the smallest items. A chef’s passion, experience and knowledge of food and operations make a tremendous difference in each restaurant. “Even with standardizing, restaurants have their own identity,” Larsson says. He’s confident that the concepts will succeed in the Americas, especially with a proven track record. “Branded concepts have done very well here,” he says. Looking ahead, Larsson can see expanding the concepts to include cocktail lounges or even breakfast menus. “We want to provide a simple, authentic hand-made product,” he says. “The possibilities are endless.” ■ Ph

oto

gra

ph

y (t

his

pa

ge

) b

y D

arr

ell

ea

ge

r; (

op

po

site

pa

ge

) c

ou

rte

sy o

f C

arl

son

Ho

tels

Culinary Tradition

he appointment of Christer Larsson as the new vice president of Food and Beverage for Carlson Hotels, Americas, is the culmina-tion of a long history of culinary achievements.

larsson cites his Scandinavian roots as greatly influencing his path from chef’s apprentice, to critically acclaimed chef and

restaurant owner, to his new position, where he’s responsible for leading Carlson’s emphasis on quality and innovation at this key guest touch point.

Growing up in Vetlanda in the region of Småland in Sweden, larsson’s mother was an excellent home cook, and he was inspired to take the tradi-tional european path to culinary excellence with an apprenticeship at his hometown hotel after high school graduation.

in the 1980s, he honed his skills at U.S. restaurants from los Angeles to Atlanta and then headed to new York City in 1986 to open award-winning Aquavit, training the staff and developing menus for this hot Scandinavian restaurant.

in 1993, larsson opened his own Scandinavian concept, Christer’s in midtown Manhattan. Designed by award-winning architect and designer David Rockwell, the restaurant soon garnered glowing reviews from The New York Times. in 2001, he developed and operated Alta, a tapas restau-rant in Greenwich, Connecticut.

larsson returned to the hotel industry in 2005, taking a position as a consulting chef at itchycoo Bar & Kitchen at the Radisson Blu Hotel edinburgh in Scotland. Also in 2005, he joined the Rezidor Hotel Group as a consultant for Food and Beverage Brands and later became vice presi-dent of Rezidor’s Food and Beverage division in 2009.

larsson began his appointment to oversee food and beverage opera-tions in the Americas in September 2010. ■

T



Competition is fierce, but Carlson Hotels has the weapons to help operators succeed.

By Matt Mullen

Photography by Darrell Eager | Illustration by Adam Hayes

Winning the


Fredrik Korallus, executive vice president, Global Revenue Generation, Carlson Hotels “Carlson Hotels is investing millions to benefit hotel owners and operators.”

SALES MARKETING E-COMMERCE CRM/LOYALTY REVENUE OPTIMIZATION

DISTRIBUTION

Six Functional Areas Of Revenue Generation

“Carlson Hotels is investing millions in these two areas,” says Fredrik Korallus, executive vice president, Global Revenue Generation, Carlson Hotels, who leads the team. “Ultimately, it will benefit hotel owners and operators by boosting their revenues and growing their market share.” As with any goal, measurement enhances the probability of success, and Revenue Generation closely watches two key metrics, measuring brand awareness through consumer survey research data and market share through RPI (Revenue Per Available Room Index). [For more on RPI, see sidebar, “Measuring Critical Objectives,” page 44.] “It’s critical to measure these because they determine our brand equity, return on investment and help drive development,” Korallus says. To accomplish its two critical objectives, Revenue Generation is divided into six functional areas—sales, marketing, e-commerce, loyalty and customer relation-ship management (CRM), revenue optimi-zation, and distribution. Each area has its own clearly defined objectives and metrics, focused on helping hotels to raise revenues.

otel owners’ livelihoods depend on fighting fiercely for customer dollars. In the field, they find it essential to have the forces of a strong company behind them, and with Carlson Hotels’

revenue-generating weapons, operators know they’ve got the support they need. As part of Carlson’s Ambition 2015 strategy to have segment-leading brands and be the #1 hotel company to work for and invest with, winning the revenue battle is critical, and the Revenue Generation team is leading the charge. The team’s mission: expand market share and raise brand awareness.

H


Heather Passe, vice president, Marketing, Customer Relationship Management and E-commerce, Carlson Hotels

“We are growing Web contributions from current levels to 30 percent of revenue by 2015.”

Face Time Is CrucialWithin the Revenue Generation team, the sales team builds income for hotels by developing personal relationships.

Led by Shelly Irrgang, vice president, Sales, Carlson Hotels, Americas, the team works to qualify leads, secure business and grow revenue from intermediaries.

In just one example of their efforts, Irrgang’s team has held numerous unique travel events targeted at Carlson’s corporate customers. At these events, Carlson Hotel executives speak directly with corporate travel managers and meeting planners to cultivate future business opportunities. (See “The Sales Convoy,” page 62.)

CarlsonSM has not abandoned larger, industry-wide events, however. The business travel segment remains important to revenue growth, and at the National Busi-ness Travel Association’s annual convention in Houston this past August, the sales team left a big impression with this key segment. (See “In the Spotlight,” page 52.)

In addition, Carlson’s patented look to book® system—a loyalty program specifi-cally for agents that offers them rewards beyond traditional commissions—continues to drive revenues. “We are maximizing that channel and thanking the agents for the business that they give us,” says Irrgang.

In addition, Irrgang has been making


targeted additions to the sales staff, with positions that focus on the sports market, the West Coast and leisure sales.

The results? Through October 2010, the Americas’ sales team’s revenue contribution reached USD 202 million. This represents more than a 24 percent increase compared with the same period in 2009, proving that solid relationships count more than ever.Power of PerceptionRevenue Generation targets larger audiences as well. The marketing team translates the strategies for each hotel brand—Radisson®, Country Inns & Suites By CarlsonSM and Park Inn®—into tactics that drive revenue from general consumers.

Heather Passe, vice president of Marketing, Customer Relationship Management and E-commerce, Carlson Hotels, with the help of Aurora Toth, vice president, Marketing, Country Inns & Suites, leads the team’s efforts to influence buying behaviors by growing brand aware-ness. “Our goal is to create more positive impressions of the brand among consumers and more business for hotels,” says Passe.

To support brand strategies developed by Gordon McKinnon, executive vice president and chief branding officer, Carlson Hotels, the team’s responsibilities include ensuring that brand standards are consistently applied, creating brand advertising,

3PointsRevPARIncrease

• Up-sell/Cross-sell

• Demand Forecasting

• SNAP

• ROPES

• Support Team]

Fred Deschamps, vice president, Global Revenue Optimization, Carlson Hotels

“Without the right revenue strategy, hotels can miss out on substantial revenue opportunities.”

Maximizing RevenuesHotels that take full advantage of Revenue Optimization services can raise RevPAR by 2 to 3 points.

and developing promotional and value-added programs.

The recent launch of the Radisson Busi-ness Class offering highlights the team’s coordinated approach, with a campaign supported by online and print advertising, promotions and targeted emails.

The team relies on industry data and survey results to shape marketing strategy and measure the effectiveness of tactics. For instance, using consumer research surveys, the team compares aided consumer brand awareness against trends and competitors. Aided brand awareness for Radisson is running high at 80.4 percent, indicating the brand is well-known among consumers.

Websites That WorkClosely tied to the marketing function, the e-commerce team, also led by Passe, concentrates on brand websites, mobile websites, online advertising and e-mail marketing—and they’ve set an ambitious goal. “We are growing Web contributions from current levels to 30 percent of revenue by 2015,” says Passe.

To achieve this, the e-commerce team has recently redesigned the brand home pages and is working on search engine optimiza-tion, which boosts the ranking of Carlson sites in search engines like Google.

As a result, Carlson is already seeing big increases in Web bookings, helping


Christine Brosnahan, vice president, Global Distribution Services, Carlson Hotels

"Our focus is to ensure we have connectivity to consumers and intermediaries everywhere."

to cut costs and grow hotel revenue. The e-commerce team measures its success using data on visitors, direct traffic (occur-ring when guests arrive directly at a brand website) and conversions (turning “lookers” into “bookers”). In the last year, visitors are up 12 percent and direct traffic is up 24 percent. Direct traffic visitors represent the most loyal users, and their conversion rate is up a whopping 38 percent. All of these increases resulted in a USD 29 million increase to gross revenues from the Web.

Next, the e-commerce team plans to redesign individual hotel sites, including a specialized map application, developed as the result of a partnership with Google,

Distribution SystemThe other five areas of Revenue Generation work to draw customers and intermediaries into Carlson Hotels’ distribution channels.

• Brand Web• Global Distribution Systems• Online Travel Agencies• Voice• Mobile

• Sales • Marketing

• E-commerce• CRM/Loyalty

• Revenue Optimization

CARLSONCUSTOMERS,INTERMEDIARIES

CHANNELS OF DISTRIBUTION

that includes capabilities far beyond map displays seen on other hotel websites.

In 2011, the e-commerce group will redesign the booking path on the brand sites to make them more user-friendly and increase bookings. The re-engineering will include better opportunities for selling items like room upgrades and other revenue-producing add-ons. There are mobile sites and applications in the works, too.Rewarding LoyaltyCRM and loyalty programs are another revenue-generation success story. This year, the team has focused on adding 1.25 million members to its goldpoints plusSM program and had already signed up 1 million new members as of October. “This is a record achievement,” Passe says. “But we’re working hard to push those numbers even higher by year end.”

By 2013, Carlson intends to take goldpoints plus a step further, doubling membership to bring it on par with the industry’s largest loyalty programs.

How? By raising the benefits that gold-points plus members get for their valuable business. Carlson will soon launch a third,

Measured by loyalty share of occu-pancy—defined as the percent of loyalty member guests staying in a hotel—loyal customers pay off in a big way, says Passe. “For every 1 percent increase in a Radisson hotel’s loyalty share of occupancy, a hotel can generate, on average, an extra USD 25,000 per year.”Maximizing Hotel RevenueIn addition to these system-wide develop-ments, Revenue Generation, through its Revenue Optimization services, is refining processes that help hotels steer demand to maximize revenue from inventory.

Fred Deschamps, vice president, Global Revenue Optimization, Carlson


Shelly Irrgang, vice president, Sales, Carlson Hotels, Americas

“As we work to grow revenue, solid relationships count more than ever.”

elite tier for its most frequent guests, and add benefits to existing tiers.

Carlson will also introduce a unique loyalty program specifically for small- to medium-sized businesses. The program will roll out first in the Americas and then elsewhere next year. Employees and their companies will be able to earn points that they can apply toward future travel or rewards, and it should be a great local sales tool for hotels to secure business from local companies.

To top it off, Passe points out that Carlson employees will soon see a new, exciting goldpoints plus enrollment incen-tive program.


Measuring Critical Objectives

Revenue Generation relies on key statistics to

track market share.

one of the revenue Generation team’s overall metrics is progression of

market share. carlson Hotels measures this

through rPi, or revenue Per available room

(revPar) index. revPar, one of the hotel industry’s most important statistics,

provides an at-a-glance look at the overall financial performance of a hotel or system. it’s calculated by

multiplying the average rate collected for each

room by the proportion of rooms that guests fill over the same period. rPi, in

turn, measures how a hotel’s revPar compares against a set of competing hotels. Fred Deschamps,

vice president, Global revenue optimization,

carlson Hotels, explains the value of the measures: “Hotels can’t just raise the

room rate, because their occupancy might start dropping. at the same

time, they can’t just concentrate on filling the

hotel at all costs. You have to balance the two to

make the best use of your hotel asset.”

Hotels, heads up this functional area, which measures success primarily through Revenue Per Available Room (RevPAR).

His team has invested heavily in an advanced rate optimization tool called SNAP (Stay-Night Automated Pricing), which will initially be rolled out in North America. Every day, SNAP looks at a number of factors, such as available room nights, historical hotel data, prices in the marketplace and a hotel’s expected demand, and recommends an optimal rate for each day, 120 days into the future.

Developing revenue strategies is another high-impact way to help hotels. Enter ROPES (Revenue Optimization Perform- ance Enhancement Services), an opt-in consulting service for hotels. ROPES ensures that a hotel is targeting the right segments and is correctly positioned in every distribution channel. “Without the right revenue strategy, hotels can miss out on substantial revenue opportunities,” Deschamps says.

Even the best-laid plans can go wrong. If they do, the Revenue Optimization team is there to lend a helping hand. The team routinely scans the horizon of booked revenue for future night stays at all hotels. When they see night stays trending below expectations, they group them into promotional initiatives that are brought to guests via a selective email program, says Deschamps. “These offers are attractive but are also short-lived to give guests a reason to act fast and prevent the competition from reacting.”Booking the BusinessRevenue Generation also includes Distri-bution Services, the systems that enable consumers and intermediaries to transact with Carlson Hotels’ brands and products.

The core measurement for this area is percentage of business booked on behalf of hotels through Carlson’s distribution chan-nels. Carlson has had great success on this metric. It currently stands at more than 40 percent and has grown 1 percent over

the last year—this equals nearly USD 15 million in gross hotel revenue.

The main purpose of Distribution Services is to maximize reach, functionality and efficiency across all distribution channels, says distribution leader Christine Brosnahan, vice president, Global Distribu-tion Services, Carlson Hotels. “Our focus is to ensure we have connectivity to consumers and intermediaries everywhere—not always easy in an ever-changing environment.”

Today’s consumers have many choices when making a hotel reservation. New channels, such as mobile applications, keep emerging, but older ones, such as toll-free phone services, continue to stay relevant. Reliably maintaining all of these access points on behalf of the hotels takes exper-tise and experience, something Brosnahan’s team has in abundance.

The redirected call program (RCP) in Omaha, Nebraska, is one highlight of the team’s success. This program enables a hotel to redirect reservation calls to a central environment. For every dollar a hotel spends on subscribing to the program, RCP returns a greater amount in incre-mental room revenue.

The Distribution Services team is also responsible for customer service contact. The team’s ability to resolve issues quickly increases the chances of retaining valuable guest loyalty and decreases compensation costs. The Big PictureWith its targeted focus in each of the six functional areas, Revenue Generation’s efforts are driving revenue growth to new heights, which directly translates to more bookings for hotels. The team’s key metrics show the fight is being won.

“Positive progression of market share and brand awareness is the proof of how you are performing versus your competi-tion,” says Thorsten Kirschke, president, Carlson Hotels, Americas. “It indicates whether you are winning the revenue battle, and we are well on our way.” ■

To learn more about Filini Bar & Restaurant for your hotel, contactHospitality Support Services Center (HSSC)Phone: +1 (402) 501-9999Email: Filinibar&[email protected]

Filini – a contemporary Italian bar and restaurant concept that’s stylish and sophisticated. The Filini concept is complete with hardware and software components, hands-on training and professional design consulting, all wrapped in a strong brand that leaves an authentic Italian impression.

Filini.indd 1 10/19/10 8:59 AM

Par

tner

Pro

file

Ho

tlin

e T

he

Am

eri

ca

s |

Q4

10

he story of Atlantica, now the largest privately held hotel company in Latin America, begins in 1996 when Paul J. Sistare, C.H.A., its founder, a principal and its chief execu-tive officer, launched the company after serving as chief executive officer of a Hong Kong–based hotel management company. Recognizing a need for branded hotels to serve mid-market, domestic business travelers throughout Brazil, he decided that “it was time

for me to break my 25-year corporate mold and strike out on my own.”From its beginnings in a one-room office in São Paulo with a small support staff, the company

quickly grew. Today, it encompasses more than 3,700 employees involved in the development, leasing and management of hotels across Brazil. Atlantica now manages 75 hotels in 22 cities in the country, with another 27 under construction and 31 currently in negotiations.

The company’s portfolio includes six Radisson® hotels and two Park Plaza® hotels—with three more Radisson hotels and two more Park Plaza hotels slated to open over the next two years. Sistare says he originally chose CarlsonSM as a brand partner for Atlantica’s upper-upscale hotels in Brazil because of his long relationship with the company and belief in the advantages of dealing with a private company with consistent and visionary leadership. Carlson’s focus on Ambition 2015 could not have come at a better time, he says. “We are coming up on the 2014 World Cup [international soccer tournament] in Brazil, and even before then, the business traveler is discovering that more opportunities lie south. We want them to choose Carlson Hotels as their vehicle, which in turn fills our hotels.”

It’s a remarkable tale of success, but Sistare is just as excited about what he and his employees have accomplished outside the walls of the boardroom. At the Carlson Annual Business Conference in 2004, Sistare connected with a representative from the World Childhood Foundation, a global organization co-founded by Carlson to help at-risk children. Their meeting was the beginning of a phenomenal partnership. Since then, the company has raised more than USD 1.2 million for the cause, becoming its largest corporate financial sponsor in Brazil. These figures don’t account for countless hours spent by volunteers. All told, Atlantica now supports 17 projects sanctioned by World Childhood and has helped more than 1.1 million victims.

“Our vision statement is simple,” Sistare says, “to be recognized as the premier hospitality company in South America by being best in class.” Sistare and Atlantica are achieving that ideal on every front. ■

Atlantica Hotels International founder and CEO leads in all aspects of life. | By Matt Mullen

T

46

Fact

| A

tlant

ica

man

ages

six

Rad

isso

n® h

otel

s an

d pl

ans

to s

oon

add

thre

e m

ore.

Photography courtesy of Atlantica Hotels International

Paul Sistare has built a company widely recog-nized for its dedication to social justice as well as its success in the hospitality industry.

Paul Sistare | São Paulo, Brazil

Carlson Hotels | HOtLInE tHE AMERICAS 33

Givin

gBac

kH

otl

ine

Th

e A

me

ric

as

| Q

410 his September, more than 70,000 employees

at Carlson hotels and corporate offices in 72 countries made a commitment to help others during Carlson’s global Responsible Business

Action Month. By donating time and money to various charity and nonprofit organizations, their efforts combined to have a great impact on thousands of people and their communities. “The purpose of Responsible Business Action Month is first and foremost to help people,” says Beathe-Jeanette Lunde, executive vice president of People Development and Responsible Business, Carlson. “Many of these efforts also contribute to the global charity organization that we support worldwide, The World Childhood Foundation, an organization that works to promote better living

conditions for exploited, at-risk and sexually abused children.”

With six years of experience in the 40 countries that already participate in Responsible Business Action Month, Carlson is now extending the event to include all hotels globally, says Lunde. “In the Americas, the rollout began in September with the first Responsible Business Action Month for all Carlson hotels in this theater.” (For Responsible Business Action Month photos from around the globe, see pages 50–51.)

But Responsible Business Action Month isn’t the only new aspect of the Responsible Business program in the Americas. “At Radisson® properties, we will also be conducting Living Responsible Business and Leading Responsible Business training programs during the fourth quarter,” says Lunde.

T

48

Fact

| R

espo

nsib

le b

usin

ess

prog

ram

s ar

e of

ten

stro

ng s

ellin

g po

ints

for

nat

iona

l acc

ount

s.

Lending a Helping HandCarlsonSM employees take action globally to touch thousands of lives. | By Judy Kenninger

g

“Next year, the programs will be rolled out to Country Inns & Suites By CarlsonSM and Park Inn® hotels.”

The multifaceted Leading Responsible Business and Living Responsible Business training programs introduce all employees to the basics of social, ethical and environmental responsibility, and teach employees how to put them into practice every day.

Efforts like these help bolster the overall Responsible Business program—one that’s not just good for communities and the environment, but makes good business sense, too. “Our Responsible Business program will have a long-term impact on our profitability,” Lunde says. “The program has helped control costs through reduced utility consumption, waste sorting, energy savings and careful use of water. These programs also increase guest satisfaction and boost employee morale.”

As potential employees and guests seek out hotels that act responsibly, the program positions Carlson as a leader in this area. “Over 80 percent of hotels already trained in Leading and Living Responsible Business in Europe, the Middle East and Africa now include Responsible Business in their sales presentations,” says Lunde.

Jim Conway, general manager of the Radisson Hotel Chicago O’Hare, one of the many hotels that participated in Responsible Business Action Month, agrees. “Almost all the requests for proposals we get from national accounts ask about our policies in these areas,” he says.

“We’re glad Carlson is inspiring employees to think about what they can do,” Conway adds. “Even if each person just makes a small effort, it can result in a substantial accomplishment.” ■

“Our Responsible Business program will have a long-term impact on our profitability.” —Beathe-Jeanette Lunde, executive vice president, People Development and Responsible Business, Carlson

HOTLINE THE AMERICAS 49

Illustration by Andy Potts

50 HOTLINE THE AMERICAS

Responsible Business Action Month photos from around the globe.Top, left to right: Radisson Los Angeles Westside’s charity carwash; Radisson on John Deere Commons–Moline supports United Way; Country Inn & Suites Calgary Airport staff collect soap for donation; Country Inn & Suites, Orlando Universal volunteers at the Sunshine Foundation Village; Radisson Hotel Phoenix–Chandler’s Fallen Heroes fund-raiser. Middle, left to right: Radisson Hotel & Suites Dallas–Love Field employees gather supplies for schools; Radisson Aruba Resort, Casino & Spa presents a check to an area nonprofit; Carlson employees in Johannesburg, South Africa, help paint an orphanage; Country Inn & Suites Stadium District employees assist with roadside cleanup. Bottom, left to right: Radisson Hotel Nashville Airport staff aid schools; Carlson employees in Singapore clean up a park; the Omaha Reservation Center supports environment-friendly commuting.

Fact | Responsible business initiatives help control costs through reduced utility consumption and energy savings.

HOTLINE THE AMERICAS 51

MANY

72couNTries represeNTed

THousANd pArTicipANTs

70

GLoBALeFForT

GivingBack


6YeArs ruNNiNG

LiVesToucHed


what’s happening in the world of carlson hotels sM | by jul ie burnham

52 HoTline THe AMeRiCAS

hotline news plus

At this year’s national Business Travel Association international Convention & exposition in Houston, Global Sales hosted select clients at The Grove restaurant. Clockwise from top left: Thorsten Kirschke, president, Carlson

Hotels, Americas, Fredrik Korallus, executive vice president, Global Revenue Generation, Carlson Hotels, Shelly irrgang, vice president, Sales, Carlson Hotels,

Americas, and John Hackett, Travelocity Business; Jorge Cortes Ayala, chief financial officer, el Portador S.A.; Fredrik Korallus; Jennifer Dorholt, program

manager, Meetings and events, Carlson, and lance livingston, HelmsBriscoe; Wayne Daniels, lance livingston and Charles Blackman of HelmsBriscoe;

Matthew Ronk, CCTe, director, national Accounts, Carlson Hotels, Debi Hawes, PricewaterhouseCoopers, and Thorsten Kirschke.

in the spotlightCarlson hosts key clients during NBTA.

Ph

oto

gra

ph

y co

urte

sy of C

arlso

n H

ote

ls

HoTline THe AMeRiCAS 53

Fact | More than 5,800 people from 40 countries attended the 2010 nBTA in Houston.

Carlson Hotels was a major presence at the 42nd annual NBTA (National Business Travel Association) International Convention & Exposition in Houston August 8–11.

“Being represented at NBTA was important for Carlson Hotels because it provided the opportunity to network with suppliers, potential clients and various media outlets,” says Thorsten Kirschke, president, Carlson Hotels, Americas.

More than a dozen reporters and editors interviewed Kirschke about Carlson Hotels’ Ambition 2015 growth strategy, development of the new Radisson Blu Aqua Hotel in Chicago and the company’s response to travel empathy— understanding travelers’ needs and lifestyle changes.

Kirschke also introduced the media to The World of Radisson—a series of globally consistent services and amenities—as well as the new Country Inns & Suites By CarlsonSM Be Our Guest Breakfast.

“The media interview schedule was packed, and Carlson Hotels’ booth provided informative material and time to interact with convention participants,” says Molly Biwer, vice president, Corporate Communi- cations and Public Relations, Carlson. “Carlson’s team spirit and hard work were evident throughout the event.” ■

Building relationshipsCarlson Hotels makes an impression on customers, media at NBTA.

their efforts, 93 percent of the students in the program achieved their reading and math goals, while 75 percent met their citizenship goal.

“The kids are excited to see us and share their accomplishments each time we visit,” says Angie Shimerdla, manager, iT Develop-ment, Carlson Hotels. “it’s great to know that you are helping to motivate a child and teaching them the importance of setting goals and working hard to achieve them.”

employees also welcome groups of fifth graders to the omaha facilities, where they tour the building, listen to live reservation calls and learn about what it takes to work at Carlson.

Twenty employees have agreed to partici-pate for the 2010–2011 school year, says Stacy Braun, Redirected Call Program manager, Carlson Hotels, who facilitates the program for Carlson. “We are looking forward to another great year.” ■

CarlsonSM employees at the Reservation Center in omaha, nebraska, are positively impact-ing their community through an educational mentoring program to help at-risk youth. Since fall 2004, employees have volun-teered hundreds of hours to help students reach academic and life-skill goals as part of the Winners Circle program, coordinated by a local nonprofit. Winners Circle volunteers, known as Goal Buddies, visit classrooms throughout the year to serve as role models for students. During the 2009–2010 school year, 14 Carlson employees volunteered as Goal Buddies at Howard Kennedy elementary School in omaha. As a result of

circle

Ph

oto

gra

ph

y c

ou

rte

sy o

f C

arl

son

Ho

tels

Above, from left: Kristina Rashedi, national sales manager, Sales, Carlson Hotels; loreasa Minor, sales manager, Radisson Plaza lord Baltimore; Thorsten Kirschke, president, Carlson Hotels, Americas; Rochelle Sams, director of sales, Radisson Hotel Phoenix City Center; Jeff nolte, director of sales, Radisson Hotel Yuma; and Judy Stout, F&B director, Radisson Suites Tucson. Right: Reservation Center employees volunteer for the Winners Circle program.


Fact | in 2009, 41 percent of travelers to Washington, D.C., were business travelers.

uilding on last year’s Global Business Conference, Carlson Hotels is expecting another big crowd for the 2011 event, scheduled for February 13–16 at the Gaylord national Hotel & Convention Center near Washington, D.C. About 1,300 people will travel from all over the world to hear presentations on Carlson Hotels’ progress toward the goals of the Ambition 2015 strategy, which was the main focus of the 2010 Global Business Conference. “The 2011 Global Business Conference will again be business-driven,” says Kris Hanousek, director, Meetings and events, Carlson. “We are planning on taking advan-

tage of the incredible momentum that Carlson is experiencing.” Hanousek urges invitees to register early. You can sign up at carlsonhotelsglobalbusinessconference.com. ■

Carlson Hotels prepares to host global visitors.

g

BgBc in the Making

illustration by nik Schulz



hotlinenews plus

“When they’re competing, we try to make sure that [the U.S. Open tennis players] don’t have to worry about anything that could affect their play.”—Don Sheneman, general manager, Radisson Lexington Hotel New York

he Radisson Lexington Hotel New York was host again this September to some of today’s hottest tennis stars. For the past several years, a number of players in town for the

U.S. open have chosen the Radisson over other hotel brands, a testament to the property’s amenities, service and prime location.

Situated on the corner of lexington Avenue and 48th Street, the Radisson lexington Hotel is in the heart of Manhattan’s east Side. When the U.S. open comes to new York’s USTA Billie Jean King National Tennis Center in August and September each year, the hotel gets into the spirit with a huge display in the lobby anchored by a flat-screen TV broadcasting the matches.

Tennis coach Nick Bollettieri has stayed at the Radisson lexington Hotel for years and, according to General Manager Don Sheneman, many of the players also stay there because of nick. “But a lot of them stay here because of the care and attention they get from the staff,” he says. “When they’re competing, we try to make sure that they don’t have to worry about anything that could affect their play.”

Some of the players who have stayed at the Radisson lexington Hotel include 2008 men’s singles runner-up Andy Murray and women’s singles runner-up Jelena Jankovic, and 2010’s women’s singles runner-up Vera Zvonareva, as well as Taylor Dent and up-and-comer Ryan Harrison. ■

game. set. Match.Radisson® leads the competition among U.S. Open stars.

t

Ph

oto

gra

ph

y b

y G

ett

y im

ag

es

Right: Andy Murray is one of several tennis stars who have come to depend on the Radisson lexington Hotel new York when staying in town during the U.S. open.


Fact | Carlson Hotels plans to train all employees in Responsible Business best practices by 2011.

Training sessions have begun for Carlson’s living and leading Responsible Business initiative. The program grew out of the belief that managing busi-ness in a responsible manner helps achieve great hospitality. The comprehensive trainings introduce the concepts of working and managing in a responsible manner, and help employees see how they can posi-tively impact people, communities and environments. The sessions are designed so that staff members can immediately put what they’ve learned into everyday use.

The program also includes anti-trafficking training as part of Carlson’s ongoing commitment to eCPAT international’s Code of Conduct to Protect Children Against Sexual exploitation in Travel and Tourism.

There are two levels of training: living Responsible Business, which is required for all employees, and

taKinga stand



hotlinenews plus

leading Responsible Business, which is an additional program for managers and depart-ment heads.

The training kicked off in June with pilot programs for employees, supervisors, depart-ment heads, general managers and district directors.

in August, a select group of master trainers completed their certification during a workshop in Minneapolis. During September and october, these master trainers conducted “Train the Trainer” courses at 10 locations in Canada, the United States and latin America for Radisson® and Park Plaza® hotels. Country inns & Suites By CarlsonSM and Park inn® sessions are scheduled for the first quarter of 2011. ■

Opposite page, clockwise from left: living and leading Responsible Business master trainers, whose role is to train hotel trainers; hotel trainer workshop for living and leading Responsible Business in Scottsdale, Arizona; hotel trainer workshop in Panama; hotel trainer workshop in Toronto. This page, top: Hotel trainer workshop in Minneapolis. This page, bottom: Hotel trainer workshop in los Angeles.


Fact | Carlson Wagonlit Travel, the world’s leading business travel management company, has 18,000 employees in more than 150 countries.

group leads to other hotels—for weddings, reunions, sports teams and school events, just to name a few,” says lynn Messman, senior director, Franchise operations, Sales Programs, Country inns & Suites and Park inn. During the pilot, employees received a 5 percent referral bonus for all eligible leads that were sent and later booked. in the first 30 days of the program, 300 hotel employees enrolled and sent more than 150 new leads through leadStar!, which represented almost 7,000 room nights and an incremental revenue potential of more than USD 400,000.

The pilot showed that the upcoming wide-scale launch should benefit owners and employees alike. “These leads add to properties’ usual bookings and are a powerful driver of new business,” says Messman. “And employees can earn extra money, which helps boost morale and engagement.” ■

After a highly successful pilot launch of Carlson Hotels’ new leadStar! property-to-property lead referral system, the company will be rolling out the program to all hotels and corporate offices in the Americas.With a few exceptions, most employees will soon be eligible to use the Web-based leadStar! system to send sales leads to participating hotels and receive a financial bonus for any piece of eligible con-sumed business sent through the program.The limited pilot began in April at select Country inns & Suites By CarlsonSM and Park inn® hotels, and as of September, employees had already earned USD 1,100 in incentives. “The system allows employees to send

frontline leads

Carlson Hotels and Carlson Wagonlit Travel (CWT) recently committed to a preferred global hotel agreement to further support the companies’ longstanding partnership. The agreement’s main objective is to grow Carlson Hotels’ share of CWT’s hotel revenue. To achieve this, CWT will encourage its clients to include Carlson Hotel brands in their travel plans whenever possible. To support those efforts, CWT will be creating multiple marketing and support campaigns and pursuing technology solutions to drive performance. “The new agreement encourages CWT to create innovative ways to produce results for our trusted partner, Carlson Hotels,” says Matt Beatty, vice presi-dent, Global Supplier Management, CWT. “Perfor-mance expectations are high, and our collective effort across the globe must drive the overall success.” ■

strong partnersCarlsonSM businesses ink a deal to boost hotel revenues.

Above, left to right: Douglas Anderson, president and chief executive officer, CWT; Andrew Winterton, president, Suppli-ers, Products and Technology, CWT; Thorsten Kirschke, president, Carlson Hotels, Americas; Fredrik Korallus, executive vice president, Global Revenue Generation, Carlson Hotels. Right: Ander-son provides details on the Carlson Hotels–CWT deal at an event held to celebrate the agreement. Ph

oto

gra

ph

y c

ou

rte

sy o

f M

on

te S

wa

nn

Ph

oto

gra

ph

y


Exclusive Friends & Family Offer

Experience the Caribbean’s sunny beaches, outdoor adventures in the Pacific Northwest, broadway shows in New York, or European escapades.

Now through December 30, 2011, book the Carlson Friends & Family offer and receive an exclusive rate at more than 1,000 of our hotels worldwide.

This exclusive offer is available to all friends and family of Carlson.

Book your stay today!

Rate: USD 80 | EUR 80 To book, call +1 (800) 333-3333or visit radisson.com and enter promotional code CARLSONF

Rate: USD 70 | EUR 70 To book, call +1 (800) 456-4000or visit countryinns.com and enter promotional code CARLSONF

Rate: USD 70 | EUR 70 To book, call +1 (800) 670-7275or visit parkinn.com and enter promotional code CARLSONF

Rate: USD 80 | EUR 80 To book, call +1 (800) 777-1700or visit parkplaza.com and enter promotional code CARLSONF


Guest FeedbackWhat guests are saying.■ “[The Country inn & Suites, Rochester –Henrietta] is immacu-late. ... i am more impressed with the staff. ... Going to this hotel is like going to a family member’s home.”David W. ReedCohoes, New York

■ “i felt compelled to let you know that you have one of the best customer service– oriented employees that i have ever encoun-tered. Because of Kimberly Pant [sales manager, Country inn & Suites, Grand Rapids east], i will definitely use Country inns & Suites if possible on all

the other travel that we book. She truly went above and beyond the call of duty.” Lisa K. SpjuthHuman Resources Manager, Network Data Systems, Rolling Meadows, Illinois ■ “At the Country inn & Suites, Cedar Rapids Airport, ... the room was spacious, clean and most of all comfort-able—especially the bed. Thank you for a good night’s sleep and a wonderful morning after.”Lou Ann BushMilledgeville, Georgia

■ “i’ve recently had the pleasant experi-ence of staying at your Radisson Hotel Fort Worth [north–Fossil Creek] location. Can only commend the entire staff, but in particular, [Server] Mr. Charles Jackson.”John L. BoyerFort Worth, Texas

■ “My family’s stay at [Radisson Hotel orlando–lake Buena Vista] was great. ... i always worry that a bad hotel stay will ruin a vacation, but you made that a non-issue. From the moment we walked in, everything went perfect. [Front Desk Agents] Yaslinn and leann greeted me with big smiles and great service.”Scott PenneyLake Worth, Florida ■

Time for ThanksThey’re the people behind the scenes who keep each Carlson Hotels property clean and comfortable for guests, and this September they received some well-deserved recognition during international Housekeepers Week. At the Radisson Hotel orlando–lake Buena Vista, the week was filled with activi-ties, such as coffee and doughnuts on Monday morning delivered as a thank-you to staff by executive Housekeeper Christine Brinkman.“i couldn’t ask for a better team,” says Brinkman. The management team brought in a special catered lunch and wrapped up the celebration with a Disney-themed cake and ice cream party.

“Without the men and women of the housekeeping and maintenance depart-ments, our award-winning hotel could not maintain such high guest satisfaction scores year after year,” says General Manager Terry novalis. “i am truly privileged to work with such a delightful group of employees.” international Housekeepers Week has been celebrated around the world during the second week of September for nearly three decades. ■

the honor roll

Fact | CarlsonSM and its brands employ about 150,000 people around the world.

CarlsonSM hotels and staff earn kudos.

Ph

oto

gra

ph

y co

urte

sy of C

arlso

n H

ote

ls

Bottom, from left: Cynthia Schenk, sales manager; Jonny o’Donnell, guest service specialist; and Hetal Patel, general manager, Coun-try inn & Suites, Rochester–Henrietta. Top: Kimberly Pant, sales manager, Country inn & Suites, Grand Rapids east



hotlinenews plus

been really successful.”During its first year of

sponsorship, Country inns & Suites donated CAD 250,000 and became the exclusive sponsor of the Raise-a-Reader Concert Series. The brand also partici-pated in Raise-a-Reader Day. Volunteers in Canadian cities took to the streets to give away special newspapers in exchange for donations.

“The really great thing about this pro-gram is that wherever money is generated, that’s where it stays,” says Russell. “it’s very grassroots.”

Each of the Country Inns & Suites hotels in Canada raises money through a special Raise-a-Reader rate and with local fundraisers. The 2010 highlight was the Reading is Cool cam-paign. Third-grade classes in cities with Country inns & Suites hotels submitted essays on why reading is cool, and the winning classes attended a reading by a celebrity at their local Country inn & Suites. ■

This September, Country inns & Suites By CarlsonSM hotels in Canada kicked off their second year as premier sponsor of Raise-a-Reader, a foundation that supports Canadian literacy programs.

“We saw the cam-paign as a natural fit for Country inns & Suites,” says Sandy Russell, senior director, Revenue Generation, Carlson Hotels.

Country inns & Suites has promoted reading for years with its Read it & Return lending librar-ies, which let guests check out books from the lobby and return them on their next visit to any Country inns & Suites in Canada or the United States. The hotel brand makes donations to literacy programs in conjunction with Read it & Return, but since that money goes mainly to U.S. organizations, it created a challenge for Russell in Canada.

“it didn’t really bene-fit my country,” she says. “So that’s why we decid-ed to partner with Raise-a-Reader, and it has

raisea reader

After a summer of renovations, the Radisson Hotel Saskatoon in Saskatchewan, Canada, unveiled a dramatic new lobby, completely refurbished meeting and banquet space, and a modern meeting concept that should prove a huge draw for national and international convention clients. The hotel’s signature Connections Café offers meeting and convention guests a “continuous coffee break” with food and drinks served all day in a setting that’s perfect for networking, says Patty Schweighardt, general manager of the hotel. The concept also makes orga-nizing an event easier for meeting planners because it includes all the small details in one convenient package.

Other changes of the CAD 5 million renovation included new furniture and artwork, flooring, doors and hard-ware in the lobby. The hotel’s pool area and fitness room were also refurbished. ■

cad 5 Million renewalRadisson gets a new upscale look in downtown Saskatoon.

Above: Radisson Hotel Saska- toon. Right: Sandy Russell, senior director, Revenue Generation, Carlson Hotels, shares her love of reading.Ph

oto

gra

ph

y c

ou

rte

sy o

f C

arl

son

Ho

tels


Instant MessagingCarlson Hotels pitches properties in key client markets.Sales representatives for Carlson Hotels wrapped up a second successful year of sales convoys recently, with events in Chicago, Minneapolis and Washington, D.C.

The Midwest Carlson Hotels Convoy kicked off July 21 in Chicago. Representatives from 20 hotels—including Radisson®, Country inns & Suites By CarlsonSM

and Park Plaza®—hosted about 100 corporate meeting and travel managers at The Art institute of Chicago.

The venue provided a view of Millenium Park and the new Radisson Blu Aqua Hotel, sched-uled to open in 2011.

“There was a lot of excitement about the new hotel coming into

the marketplace, and we were able to look right at it,” says Brad Penrith, senior director of national Sales, Carl-son Hotels, Americas. “We were able to use that as an opportu-nity to talk with clients about Ambition 2015 and where Carlson Hotels is going as a result of that strategy.”

The next day the group flew to downtown Minneapolis, where they met with clients at the Radisson Plaza Hotel Minneapolis. Upon arrival, guests were given champagne and a tour of model rooms featuring the five new Radisson room styles: nY Mansion House, Urban, And Relax, naturally Cool and ocean. “it was a great opportunity to show the customers firsthand the future of Radisson,” says Shelly irrgang, vice president, Sales, Carlson Hotels, Americas.

on october 13–14, sales reps traveled to the Washington, D.C., area for the D.C. Carl-son Hotels Convoy. They hosted meeting and travel planners dur-ing a dinner reception at oya, an Asian-French fusion restaurant in the heart of D.C., and a lunch event at Sette Bello in Arlington, Virginia.

Though they may not be called convoys in 2011, Penrith and irrgang say they’re planning for at least four client events in key markets around the United States next year. Both agree that the events not only provide value for the hotels but also offer an education to customers on the Carlson Hotels brands.

“not only are our individual hotels able to interact with clients, but at the same time, we’re able to deliver up-to-date brand messaging to our clients at these events,” says irrgang. ■

thesales conVoY

Fact | Carlson Hotels’ sales team is planning for at least four client events in key markets in 2011.

Top: Simone McBean (far right), sales manager, Radisson Plaza–Warwick Hotel Philadelphia, visits with representatives from orbitz.Bottom, from left: William Bennett, hotel programs administrator, ABC Corporate Services; larry Holland, senior sales manager, Radisson Hotel Chicago o’Hare; and Mario Bumbaca, director of sales, Radisson Hotel Chicago o’Hare, at a Midwest Carlson Hotels Convoy event in Chicago.

“It was a great opportunity to show the customers firsthand the future of Radisson.” —Shelly Irrgang , vice president, Sales, Carlson Hotels, Americas

Sales events connect hotels, potential customers.

Ph

oto

gra

ph

y co

urte

sy of C

arlso

n H

ote

ls

63

guest profileH

otlin

e T

he

Am

eric

as | Q

410

Fact | Carlson’s goal is to add 1.25 m

illion mem

bers to goldpoints plusSM in 2010.

Photography by Richard Fleischman

a traveler’s dream Gold Elite member appreciates a good night’s sleep and more. | By Judy Kirkwood

ashing across the United States and Canada weekly for Advanced Wireless Communications, goldpoints plusSM member Shawn McKay has experienced Radisson® hotels throughout north America. A closer look at the life of this

road warrior provides some key insights into today’s business traveler.

His top desires at the end of a long day? Quick access to a restful room with perks to help him perform at his best.

McKay appreciates recognition with a personal touch when he arrives at a Radisson, often getting a call from the general manager to see if he needs anything after he checks in. As a Gold elite member, he receives upgrades frequently without having to ask.

He also is grateful for something that all business travelers crave—faster wireless Internet service, free of charge, in all rooms and common areas. He likes having a hard-wired connection in rooms as well.

if hotels want to orient toward business travelers, “24/7 dry cleaning service would be great, too,” says McKay. even the most fanatically tidy dressers can get spots on their clothes when catching coffee on the run. luckily, Radisson recently launched its 3 Hour express laundry, which guarantees laundry called in to the front desk between 8 a.m. and 8 p.m. will be washed and pressed promptly.

Currently, McKay mainly redeems rewards for family travel. “We like the water park at the Radisson Hotel Tulsa, but the Radisson Hotel Bloomington by Mall of America is our favorite. But, because i travel so much, i also sometimes like to stay at home when i’m not working. So i also like the option to redeem points for prepaid Visa cards so my wife can pick something out, such as jewelry or electronic gadgets,” he adds.

one thing he would love to see at more Radisson hotels is valet parking. When you’re on the road a lot, sometimes you’d rather use those few extra minutes to land on the bed at the earliest possible moment.

it’s no surprise, then, to learn that Radisson is working on that, too. ■

d

64

Vist

as istoric Hospitality | In the Country Inn & Suites By Carlson, New Orleans French Quarter, guests take one look and know the hotel is different. It has all the service amenities that define the brand, but the historic setting makes this property unique. Housed in seven buildings that date to the 1860s, the hotel is listed on the National Register of Historic

Places and was the first downtown Country Inn & Suites By CarlsonSM hotel. The hotel’s facade is depicted on a painting in the main lobby, where modern updates blend seamlessly with original details like exposed beam ceilings, wood and slate floors, and brick walls that have been restored to perfection. Regional General Manager Mike Larose and Assistant General Manager Ione Hughes oversee operations at the hotel, which ranks 14th out of 152 area hotels among TripAdvisor users. ■

H

Ho

tlin

e T

he

Am

eri

ca

s |

Q4

10

Photography by Daymon Gardner

Fact

| N

ew O

rlean

s’ F

renc

h Q

uarte

r cov

ers

78 s

quar

e bl

ocks

—13

blo

cks

long

and

6 b

lock

s de

ep.

INTRODUCING BUSINESS CLASS BY RADISSON®

We’re excited about Business Class and you will be too! As part of our World of Radisson offerings, Business Class gives our guests access to upgraded services and amenities to help them work and relax. The Radisson brand is vibrant and contemporary, and never forgets to convey empathy toward our guests. Welcome to Business Class, where Radisson helps solve the everyday challenges of business travel.

Visit radisson.com/businessclass to book today or learn more.

+1 (800) 333 3333www.radisson.com

The global elements of Business Class include:

• Upgradedroom• Breakfastforone• Weekdaynewspaperdelivered• Upgradedroomamenities• Turn-downservice

Additional elements of Business Class in the Americas include:

• 1,000bonusGoldPoints®

•Earlycheck-in• Drinkvoucher

CMYK; 0/20/90/30PMS; 125C when using regular pms ink/ 873C when using metallics

save the date

CARLSON GBC

Gaylord National Hotel & Convention Center www.gaylordhotels.com/gaylord-national

Washington, D.C.

13-16 FEB 2011

Documents

Hotline