When the W Scottsdale Hotel & Residences opens today, it will bring to Old Town three upscale bars, the Los Angeles-based, style-conscious restaurant Sushi Roku and 224 rooms with buzz-worthy design. But it also will usher in an era of $26 overnight valet parking and $559-a-night hotel rooms.
The swanky international chain is credited with developing the boutique-hotel market, emphasizing a hip, edgy vibe through innovative decor and splashy bars and restaurants. W Hotels are known to elevate the quality of nightlife where they open, and bar and hotel managers throughout Scottsdale have been preparing since Triyar Hospitality LLC broke ground for the W in 2005.
Neighboring Axis/Radius nightclub spent $1.5 million on a remodel in 2006 with the Starwood Hotels & Resorts-run property in mind.
The nearby Mondrian Scottsdale hotel revamped its pool, turning it into a Skybar similar to the one at its sister Los Angeles property, and upgraded Asia de Cuba's patio to increase the restaurant's capacity and year-round usage. Randy Smith, who owns the nearby, elegant SIX Lounge, has been working with promoters to elevate SIX's image and keep the right kind of well-dressed, free-spending clients in his club so it feels right for W guests.
But all this comes at a price. Just as its status elevates the cachet of adjacent clubs and hotels, the W's high rates are expected to lift prices for other Valley boutique hotels. Resorts have long been charging $500 to $600 a night for non-suites, but they also offer 27-hole golf courses, spas, fitness centers, tennis courts, restaurants, water parks and sprawling, manicured grounds. The W will offer just three bars, a restaurant, pool, fitness center and spa.
Laura McMurchie, vice president of communications at the Scottsdale Convention and Visitors Bureau, said the new hotel - with its sand-surrounded second-floor pool, its celebrity-favorite Bliss Spa and its proximity to nightclubs - is well-suited to Scottsdale's developing image as a hip vacation destination for the image-conscious Generation X traveler. And the W owners believe the market can support Los Angeles-level prices.
"They offer more of that urban, city-center style of property. You know you're going to have a built-in scene, a built-in nightlife," she said. "But you're also going to have . . . all the things you expect from a great hotel. Those prices are something new for this market, but the W has the brand power to command it."
The seven-story hotel cost more than $100 million to build, and owners pushed back the opening date several times because of delays caused by a lack of construction manpower and a jump in prices of raw materials, according to General Manager Leon Young. But the delays didn't dampen buzz. More than 6,000 people applied for 300 jobs. Sushi Roku is half-booked for opening night, with large groups and celebrity parties.
"Scottsdale is not only up and coming, it's also redefining itself," Young said. "It's taking more of a sophisticated turn, not being considered a retirement community but a very vibrant city with a lot of culture and art, and the W likes to be on the forefront of that cusp."
Although many Valley hotels are continuing summer discounts into fall to entice tourists, Young said he's not worried that the slower economy will hurt his hotel. He's confident the brand's cachet and the W's connections and programs such as the Whatever/Whenever service will be enough to keep the beds and bars full. For example, he says, if a guest is going to a concert, the staff will try to arrange for a backstage pass, an autograph session or other upgrade.
"That's not something we charge for," Young said. "It's about leveraging whatever partnerships we have."
David Morgan, general manager of the Mondrian Scottsdale, said the new hotel will be good for Valley tourism because guests will expect more with higher rates, pressuring nearby properties to elevate their level of customer service and improve their facilities.
"Scottsdale needed to move in a new direction with rates, and they're going to help us get to that," he said.
Morgan said his hotel plans to build a bridge over the pool in advance of its reincarnation as a nightclub. The Mondrian also is upgrading the hotel's event spaces, all to stay competitive in a market that now has two boldface boutique hotels within walking distance of each other.
The new W hotel features 18 condos and 224 rooms named on a scale from Wonderful to Fabulous. Jeff Low-designed suites are expected to open in October, ranging from Studio to Extreme Wow, the largest coming in at 1,540 square feet.
The design is conspicuously flashy. The porte-cochere is built under the pool, with four round ceiling windows offering a glimpse of swimmers above. Once inside, guests can grab a Blueberry Acai Martini in the Living Room lobby bar, lounging on lavender, faux-reptile skin seating. Or they can get dinner at Sushi Roku, which boasts teak ceilings and floors and a leather-tiled bar anchored by a massive $22,000 chunk of burled wood from Cambodia.
Bar general manager Dominic Scoles said the hotel's destination bar, Shade, and its pool bar, Sunset Beach, will target a customer attracted to Scottsdale for nightlife fun.
"We're looking to bring some quality new stuff to downtown Scottsdale and go after that upper-echelon client," he said. To do that, Scoles will serve Veuve Clicquot Yellow Label and Dom Pérignon champagnes by the glass and fresh-fruit mojitos muddled tableside.
"This is going to change the entire dynamic of Old Town," said Les Corieri of Evening Entertainment Group, which runs Axis/Radius and two adjacent nightspots.
"The amount of people they're bringing to that area is going to be over the top. . . . I can't wait."
Sunday, September 7, 2008
Marriott International
As career choices go, the hotel business isn't one that will put new college grads on the path to riches. With few exceptions, new employees can expect an annual salary of less than $40,000, a figure that has barely budged in recent years. So when Marriott International visited the University of Delaware campus on a recruiting trip, it didn't wave a big wad of cash in front of Claire Pignataro. It didn't have to. It had already hooked her with something she considered far more valuable: a chance to help run a hotel.
A semester at the Courtyard by Marriott hotel, located on the Delaware campus, is required as part of the school's hospitality program. Pignataro, who was among the first students to work there, took part in virtually every aspect of opening the hotel, from developing marketing materials and designing weekend packages to even checking the legal mumbo jumbo posted in every hotel room. After graduating in 2005 and joining Marriott full-time, she entered a three-month management training program at a full-service hotel in Bridgewater, N.J., that put her through her paces again, including brief stints in the restaurant, food and beverage service, and front office. Knowing Pignataro wanted to be a wedding planner—and not wanting to lose her—Marriott gave her the next best thing: a permanent slot as an event planner at the Bridgewater property. "I was doing bar mitzvahs and weddings—all kinds of social and corporate meetings," says Pignataro, who is now in corporate sales. "You can do a lot of that within Marriott."
For companies like Marriott that need to win the talent wars without breaking the bank, opportunities such as those offered to Pignataro are rapidly supplanting pay as a way of luring and keeping the best new college graduates in the corporate fold. While the economy has taken its toll on middle management, many companies are continuing to hire entry-level employees—in some cases at a blistering pace. Even those that are hiring fewer employees for entry-level jobs are competing more intensely for the very best. While traditional perks such as pensions and health insurance still have their place, more companies are finding inventive ways to attract, retain, and motivate their youngest employees—using everything from work-from-home programs to faster promotions to financial benefits that kick in a few years down the road. Says Adam Kling, a workplace consultant with RHR International: "They're using those and other perks to help offset what you're seeing in your monthly paycheck." Or more to the point, what you're not seeing in your monthly paycheck.
No one recognizes the importance of perks more than Ernst & Young, where average salaries haven't increased substantially in at least three years. The Big Four firm still attracts more than 3,000 highly sought-after accounting students each year with extensive training and mentoring programs, performance bonuses, and the promise of face time with top executives—including an annual trip to Walt Disney World for all U.S.-based interns, where they get to mingle with the powers that be. It's perks like that, along with a recruiting machine in overdrive and near-certain advancement to a supervisor-level position in just two years, that landed Ernst & Young atop BusinessWeek's third annual Best Places to Launch a Career ranking this year, unseating rival Deloitte.
A semester at the Courtyard by Marriott hotel, located on the Delaware campus, is required as part of the school's hospitality program. Pignataro, who was among the first students to work there, took part in virtually every aspect of opening the hotel, from developing marketing materials and designing weekend packages to even checking the legal mumbo jumbo posted in every hotel room. After graduating in 2005 and joining Marriott full-time, she entered a three-month management training program at a full-service hotel in Bridgewater, N.J., that put her through her paces again, including brief stints in the restaurant, food and beverage service, and front office. Knowing Pignataro wanted to be a wedding planner—and not wanting to lose her—Marriott gave her the next best thing: a permanent slot as an event planner at the Bridgewater property. "I was doing bar mitzvahs and weddings—all kinds of social and corporate meetings," says Pignataro, who is now in corporate sales. "You can do a lot of that within Marriott."
For companies like Marriott that need to win the talent wars without breaking the bank, opportunities such as those offered to Pignataro are rapidly supplanting pay as a way of luring and keeping the best new college graduates in the corporate fold. While the economy has taken its toll on middle management, many companies are continuing to hire entry-level employees—in some cases at a blistering pace. Even those that are hiring fewer employees for entry-level jobs are competing more intensely for the very best. While traditional perks such as pensions and health insurance still have their place, more companies are finding inventive ways to attract, retain, and motivate their youngest employees—using everything from work-from-home programs to faster promotions to financial benefits that kick in a few years down the road. Says Adam Kling, a workplace consultant with RHR International: "They're using those and other perks to help offset what you're seeing in your monthly paycheck." Or more to the point, what you're not seeing in your monthly paycheck.
No one recognizes the importance of perks more than Ernst & Young, where average salaries haven't increased substantially in at least three years. The Big Four firm still attracts more than 3,000 highly sought-after accounting students each year with extensive training and mentoring programs, performance bonuses, and the promise of face time with top executives—including an annual trip to Walt Disney World for all U.S.-based interns, where they get to mingle with the powers that be. It's perks like that, along with a recruiting machine in overdrive and near-certain advancement to a supervisor-level position in just two years, that landed Ernst & Young atop BusinessWeek's third annual Best Places to Launch a Career ranking this year, unseating rival Deloitte.
Greek Peak Mountain Resort
Greek Peak Mountain Resort has wrapped up financing for construction of its Hope Lake Lodge and Indoor Waterpark Resort.
The resort is scheduled to open in the fall of 2009.
The $33 million package of loans includes $23 million for construction of a hotel-condominium complex from a consortium of lenders including Tennessee Commerce Bank of Nashville as the lead. M&T Bank will administer the loan.
Other participating lenders include Mid Atlantic Financial Partners of Germantown, Md.; Green Lakes of Tully, First Community Financial of Franklin, Tenn.; and HSK Funding of Binghamton.
Tennessee Commerce Bank is providing an additional $10 million loan for the indoor water park.
A further $9.5 million in funding is coming in the form of grants from organizations including Empire State Development, the Cortland County Business Development Corp. and Industrial Development Agency, the New York State Energy Research and Development Authority, and National Grid.
Corporate Fuel Advisors, LLC of New York City was an advisor on the project financing.
Greek Peak employs 600 part-time and seasonal employees. The expansion will add another 250 full-time jobs and 270 construction jobs.
The lodge and water park project is the first part of an expansion that also includes plans for new ski trails, lifts, a mountaintop lodge, a golf course, upgraded snowmaking equipment, and additional hotel and condo units.
When finished, the current project will add a 106-unit, hotel-condo facility, an 8,500-square-foot conference center, and the 40,000-square-foot water park.
The resort is scheduled to open in the fall of 2009.
The $33 million package of loans includes $23 million for construction of a hotel-condominium complex from a consortium of lenders including Tennessee Commerce Bank of Nashville as the lead. M&T Bank will administer the loan.
Other participating lenders include Mid Atlantic Financial Partners of Germantown, Md.; Green Lakes of Tully, First Community Financial of Franklin, Tenn.; and HSK Funding of Binghamton.
Tennessee Commerce Bank is providing an additional $10 million loan for the indoor water park.
A further $9.5 million in funding is coming in the form of grants from organizations including Empire State Development, the Cortland County Business Development Corp. and Industrial Development Agency, the New York State Energy Research and Development Authority, and National Grid.
Corporate Fuel Advisors, LLC of New York City was an advisor on the project financing.
Greek Peak employs 600 part-time and seasonal employees. The expansion will add another 250 full-time jobs and 270 construction jobs.
The lodge and water park project is the first part of an expansion that also includes plans for new ski trails, lifts, a mountaintop lodge, a golf course, upgraded snowmaking equipment, and additional hotel and condo units.
When finished, the current project will add a 106-unit, hotel-condo facility, an 8,500-square-foot conference center, and the 40,000-square-foot water park.
Forty new jobs
Forty new jobs have been created at the Whistledown Hotel in Warrenpoint following the completion of a £2.5m redevelopment, it was announced yesterday.
The revamped hotel now boasts 23 ensuite boutique bedrooms, a function room capable of catering for up to 200 guests and a private dining room, in addition to the existing Finns Bar.
Sarah and Colum McAvoy, owners of the premises, purchased the neighbouring Coolbawn Nursing Home in 2006 in order to expand the hotel.
Commenting on the project Mrs McAvoy said, “This development has been hard work for everyone involved in the business and is the result of more than 10 years hard work — I am delighted with the end result.
“I strongly believe we are now ideally positioned to take advantage of the new tourist demand, especially from the south.
“I am particularly encouraged by the prospect of the development of a bridge at Narrow Water Castle.
“This would benefit not only the Whistledown Hotel, but also many other businesses in the Newry and Mourne area.
“We are the first hotel to open in Warrenpoint in 15 years and we hope to see more private investment and public funding to continue the regeneration of the area.”
The hotel owners also thanked First Trust Bank for helping them achieve their goals for the business.
Peter Creegan, manager of First Trust Bank’s Newry branch, said the new look hotel had given the area a boost.
“We would like to congratulate the McAvoys and to wish the Whistledown every success in the future.”
The hotel owners had previously closed the premises in 2000 for a period of six months in order to make improvements.
Mrs McAvoy said this had been in response to an increase in tourism from both Northern Ireland and the Republic.
The revamped hotel now boasts 23 ensuite boutique bedrooms, a function room capable of catering for up to 200 guests and a private dining room, in addition to the existing Finns Bar.
Sarah and Colum McAvoy, owners of the premises, purchased the neighbouring Coolbawn Nursing Home in 2006 in order to expand the hotel.
Commenting on the project Mrs McAvoy said, “This development has been hard work for everyone involved in the business and is the result of more than 10 years hard work — I am delighted with the end result.
“I strongly believe we are now ideally positioned to take advantage of the new tourist demand, especially from the south.
“I am particularly encouraged by the prospect of the development of a bridge at Narrow Water Castle.
“This would benefit not only the Whistledown Hotel, but also many other businesses in the Newry and Mourne area.
“We are the first hotel to open in Warrenpoint in 15 years and we hope to see more private investment and public funding to continue the regeneration of the area.”
The hotel owners also thanked First Trust Bank for helping them achieve their goals for the business.
Peter Creegan, manager of First Trust Bank’s Newry branch, said the new look hotel had given the area a boost.
“We would like to congratulate the McAvoys and to wish the Whistledown every success in the future.”
The hotel owners had previously closed the premises in 2000 for a period of six months in order to make improvements.
Mrs McAvoy said this had been in response to an increase in tourism from both Northern Ireland and the Republic.
Hotel/Restaurant Management
Penny Prichard, Wake Tech instructor and department head in Culinary Technology and Hotel/Restaurant Management, has been tapped to lead a statewide overhaul of Culinary and Hospitality programs in North Carolina’s community colleges. The Hospitality Curriculum Improvement Project (CIP) is funded by the North Carolina Community College System (NCCCS).
As Director of the Hospitality CIP, Prichard will lead a group of community college and industry representatives in rewriting community college curricula for Culinary Technology, Hotel/Restaurant Management, and Baking and Pastry Arts. NC community colleges offering one of these programs have been asked to appoint representatives to the group. They’ll play a critical role in the redesign of courses and program requirements, with the goal of ensuring that the three programs continue to meet the needs of today’s workers and employers. The project also aims to give students options for career progression or the continuation of their education at the baccalaureate level.
Prichard has an MBA from Meredith College and an M.Ed. in Business and Marketing Education from NC State University. She arrived at Wake Tech in 2005 after success with her own local catering and restaurant ventures. Her experience includes heading up corporate dining services for SAS and Midway Airlines. Prichard is currently working toward her Ph.D. and most recently has been instrumental in getting approval for Wake Tech to offer a new Baking and Pastry Arts associate’s degree.
“Penny will do an outstanding job of leading this charge,” said Dr. Stephen C. Scott, Wake Tech president. “The project will help hospitality programs evolve and remain relevant, with enormous benefits for our graduates, their employers, and communities across the state.”
The two-year project is one of two CIPs approved by the NCCCS board for system-wide upgrades during 2008-2010. The other will focus on Machining Technology programs. Curriculum Improvement Project grants target areas of instruction that are undergoing significant changes because of technological advances, new ways of teaching, or market shifts.
About Wake Technical Community College:
Wake Technical Community College (Wake Tech) is a two-year, public institution providing education and training for the citizens of Raleigh and surrounding Wake County. Wake Tech provides a comprehensive array of learning opportunities and serves an annual enrollment of more than 60,000 students. Curriculum (for-credit) programs in more than 150 academic, vocational, and technical specialties offer two-year associate degrees in science, applied science, the arts, and general education; university transfer programs for entry into four-year institutions; and diploma and certificate programs that prepare workers to succeed at jobs in high demand in the community. Wake Tech also offers a broad scope of continuing education courses, including training for entrepreneurs and small business owners, public safety officer training (fire, rescue, and law enforcement), high school equivalency classes, and non-credit courses for personal and professional development. As the second largest community college in the state, Wake Tech provides customized workforce training for new and expanding industries and a cooperative education program that interfaces with the corporate community.
As Director of the Hospitality CIP, Prichard will lead a group of community college and industry representatives in rewriting community college curricula for Culinary Technology, Hotel/Restaurant Management, and Baking and Pastry Arts. NC community colleges offering one of these programs have been asked to appoint representatives to the group. They’ll play a critical role in the redesign of courses and program requirements, with the goal of ensuring that the three programs continue to meet the needs of today’s workers and employers. The project also aims to give students options for career progression or the continuation of their education at the baccalaureate level.
Prichard has an MBA from Meredith College and an M.Ed. in Business and Marketing Education from NC State University. She arrived at Wake Tech in 2005 after success with her own local catering and restaurant ventures. Her experience includes heading up corporate dining services for SAS and Midway Airlines. Prichard is currently working toward her Ph.D. and most recently has been instrumental in getting approval for Wake Tech to offer a new Baking and Pastry Arts associate’s degree.
“Penny will do an outstanding job of leading this charge,” said Dr. Stephen C. Scott, Wake Tech president. “The project will help hospitality programs evolve and remain relevant, with enormous benefits for our graduates, their employers, and communities across the state.”
The two-year project is one of two CIPs approved by the NCCCS board for system-wide upgrades during 2008-2010. The other will focus on Machining Technology programs. Curriculum Improvement Project grants target areas of instruction that are undergoing significant changes because of technological advances, new ways of teaching, or market shifts.
About Wake Technical Community College:
Wake Technical Community College (Wake Tech) is a two-year, public institution providing education and training for the citizens of Raleigh and surrounding Wake County. Wake Tech provides a comprehensive array of learning opportunities and serves an annual enrollment of more than 60,000 students. Curriculum (for-credit) programs in more than 150 academic, vocational, and technical specialties offer two-year associate degrees in science, applied science, the arts, and general education; university transfer programs for entry into four-year institutions; and diploma and certificate programs that prepare workers to succeed at jobs in high demand in the community. Wake Tech also offers a broad scope of continuing education courses, including training for entrepreneurs and small business owners, public safety officer training (fire, rescue, and law enforcement), high school equivalency classes, and non-credit courses for personal and professional development. As the second largest community college in the state, Wake Tech provides customized workforce training for new and expanding industries and a cooperative education program that interfaces with the corporate community.
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