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Hotel Case Studies

Discovering the most fascinating hotel case studies from around the world, spreading inspiration & knowledge.

Building a strong guest database and driving revenue with a robust CRM and Digital Marketing – The Pilgrm success story

The first step towards branding stability and, certainly, a hotelier’s everlasting endeavor is the creation of a powerful guest database . A guest database delivers valuable insights into a customer’s purchasing … Read More

The sales strategy that led two hotels to profit in the middle of a pandemic

The 2020s started with a major blow to the tourism and hospitality industry worldwide, with the COVID-19 pandemic causing a widespread social and economic upheaval . Many hoteliers found themselves “shocked” … Read More

Angsana Corfu Resort: How the hotel’s architecture & concept affected its signage specification

As we have mentioned in previous articles in Hotelier Academy, hotel signage is one of the most important topics of discussion. In combination with the design and the architecture of … Read More

The Avaton Success Story: How Digital Room Service was Developed & Became Part of Luxury Hospitality

As technology further infiltrates the travel industry, shaping travellers’ habits and sense of hospitality, a wind of change has begun to blow for room service . It is one of the … Read More

How a hotel in Athens became the ideal example of hotel signage

As we have mentioned in our previous articles in Hotelier Academy, the signage is one of the most important elements of a hotel ; directly affecting not only the experience of … Read More

Hotel Food Branding lessons by 4 amazing hotels in Greece

Food, and most specifically, good food , is an integral part of the holiday experience, as it allows travellers to explore cultures and customs through their senses. However, travellers do not … Read More

Travel Blogger Case Study: Building brand awareness for a new boutique hotel in Mallorca

I’m a seasoned hotel blogger from Finland. In March I had a blogging gig in Alcudia, Mallorca, where the run-down apartment hotel had faced a total reconstruction to turn into … Read More

Unique Interior Design lessons, from a fascinating Hotel in Paris

Hotel Interior Design is one of the hottest topics during the development of a new property. It is a field which greatly shapes the overall experience within the hotel — … Read More

A “natural” hotel in Santorini, becomes an excellent example of how the local experience & absolute luxury can be combined

A hotel is, by definition, a unique ‘destination within a destination’, that becomes the visitor’s reference point regarding the local experience. It is now clear, that the visitors look for … Read More

A Hotel in Stockholm teaches the true meaning of the term ‘Boutique Hotel’

The widely used term ’boutique hotel’, might be among the biggest hospitality trends, however, it continues to have a rather vague meaning, without any clearly specified characteristics and expectations. Today, … Read More

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The Best Hospitality Case Studies You Can Learn From

In our digital age, it’s so easy to see what other guests thought of their stay at your property, and hopefully your Google and Facebook reviews are top notch.

You’ll find that the overall guest experience is vital to your success in the hospitality arena. It’s up to you and your staff to make your guests as comfortable as possible and treat them like they were in their own home.

We find it’s often good to learn from others and those who are doing it right or turned things around.  Let’s take a look at the best hospitality case studies you can learn from.

The Taj Mumbai

According to the Harvard Business Review , the Taj Mumbai is one of the world’s top hotels. Not only is it known for its beauty, but it is known for having the most well-trained employees who are always willing to go the extra mile.

They even note that many of them have worked at the hotel for decades. There is never any question about the job to be done and how to meet the needs of the guests.

While the Taj Mumbai is known for their excellent customer service, they took it to a new level during several terrorist attacks a decade ago.

The employees never left their posts and made it their duty to protect their guests. They were quick thinking and thought of the safety of the guests before their own. Many of them even lost their lives.

So, you can see that the Taj Mumbai has created a customer-centered culture. Their employees know the customers come first, and they seem to enjoy this culture of service.

Experts tend to agree that the recruiting system employed by the hotel has helped them find the most ideal candidates to provide this extraordinary culture of service.

The Hiring System of the Taj Mumbai

Instead of looking to the metropolitan areas for new hires, they head out to the smaller towns. This is because they find employees with more traditional, old-school values. These include a respect for teachers and their elders, a humble spirit, discipline, honesty, and an empathetic nature.

This also helps them find loyal staff members who truly care about the hotel’s many guests.

Often recruiting younger people, the hotel sends new team members to a certification center where they live room and board free for 18 months to learn how to be the best employees they can be.

They also look to schools for their management teams and again spend a great deal of time (18 months is the norm even for management staff) and money training them.

The prospective employees are also trained in a very different manner. They are not told to look out for the hotel’s interests, but they are told to put the guest’s first. They should always put the guest’s needs before those of the hotel.

This not only empowers employees to take the right action at the right time, but it engenders loyalty in both the employee and the customer.

Finally, the hotel instituted a special rewards and recognition program that relies on compliments from guests, compliments from colleagues, and the employee’s very own suggestions.

Every day thank yous are encouraged, and the employees strive to be better every day.

The Wit Hotel

Located in Chicago, the Wit Hotel knew it needed to provide more options for its health-conscious travelers. They wanted to appeal to more appeal, including their loyal clientele, by providing more nutritious food options.

The brought in SPE Certified to help this 300-room Doubletree by Hilton, with one of the best rooftop lounges in the world, meet travelers’ growing demands.

They wanted to up their hospitality level by offering the tastiest, most nutritious food, both catering to their current guests and working to attract new guests from an even younger demographic.

With the help of their consultants, and in collaboration with the hotel’s chefs, they identified existing menu items to enhance. They worked on a number of items and now offer many SPE certified dishes.

These are menu items that are certified and show the hotel’s commitment to sustainability and nutrition and most importantly, to their customers’ health and well-being.

Their changes have had great results and enhanced customer satisfaction.

Arenas Del Mar

Located in Costa Rica, the Arenas Del Mar is committed to new avenues in the hospitality industry.

They are committed to providing their guests with just what they want.

For example, they invest in green technology and only source products that meet their green philosophy. Their goal is not only be sustainable but efficient.

At their resort, they rely on solar energy because they are dedicated to keeping their carbon emissions low. They do this by using solar energy to heat water for their guests’ rooms as well as their staff rooms.

They even take it a step further on cloudy days by using their energy-saving auxiliary water heaters as a backup. Their guests never have to worry, though, as their hot tubs and shower are always as hot as they want.

When it comes to their food service, they have their very own gardens that they irrigate with wastewater. They also work with local suppliers and only source organic food and hormone-free and grass feed meat.

In addition, because the resort is right in the middle of 11 acres of nature preserve, they only use natural cleaning products.

They went 100% organic so as not to leach toxic products into the nature reserve because they want to preserve the fragile ecosystem.

Final Thoughts

You can see from these three different case studies how important it is to put the needs of the customer front and center.

In this highly competitive arena, it is absolutely vital to provide proper customer service training.

Strive to be a customer-centric property. Put the needs of your guests first and allow your employees the leeway to provide the best service to your guests. Don’t tie their hands by making them jump through hoops. (tweet this)

Your goal is happy employees first. Finally, when your team is happy in the workplace, then everything falls into place.  Your customer culture is set, and your customers are incredibly satisfied as a result.

Looking to showcase your hotel? At Hotel Propeller, we build functional, beautiful websites that highlight your hotel to help you stand out in the crowd. You’ll find everything you need to attract guests to your website and compel visitors to make a reservation. Take a look at our showcase and contact us today.  

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Sustainability practices in hospitality: case study of a luxury hotel in arrábida natural park.

1. Introduction

2. theoretical framework, 2.1. sustainability in the hotel sector, 2.2. environmental and social sustainability practices, 2.3. motivations for sustainability practices, 2.4. benefits of implementing sustainability practices, 2.5. sustainability from a customer perspective, 2.6. sustainability practices and performance, 3. methodology, 4. findings, 4.1. environmental sustainability practices, 4.1.1. practices for reducing water consumption, 4.1.2. energy reduction practices, 4.1.3. waste separation, 4.1.4. food leftovers, 4.1.5. ecological products, 4.1.6. prevention of co 2 emissions, 4.1.7. laundry, 4.2. raising customers’ awareness of environmental issues, 4.3. social sustainability practices, 5. discussion and conclusions, 5.1. theoretical contributions, 5.2. managerial implications, 5.3. limitations and future research, author contributions, institutional review board statement, informed consent statement, data availability statement, acknowledgments, conflicts of interest.

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Share and Cite

Pereira, V.; Silva, G.M.; Dias, Á. Sustainability Practices in Hospitality: Case Study of a Luxury Hotel in Arrábida Natural Park. Sustainability 2021 , 13 , 3164. https://doi.org/10.3390/su13063164

Pereira V, Silva GM, Dias Á. Sustainability Practices in Hospitality: Case Study of a Luxury Hotel in Arrábida Natural Park. Sustainability . 2021; 13(6):3164. https://doi.org/10.3390/su13063164

Pereira, Vitor, Graça Miranda Silva, and Álvaro Dias. 2021. "Sustainability Practices in Hospitality: Case Study of a Luxury Hotel in Arrábida Natural Park" Sustainability 13, no. 6: 3164. https://doi.org/10.3390/su13063164

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CASE STUDY: utilising sustainability and emotional practice in hotel design

• Hamish Kilburn

Conscious, emotion and sustainability formed the design recipe for Kalukanda House , as interior designer Dee Gibson from Velvet Orange explains…

As an interior designer, I have always extolled the virtues of how a successful design makes my clients feel – and the aesthetics form only a part of that.

A space should functionally work, but it must also awaken as many senses as possible and I believe that comes from the designer at design stage connecting at a human level. Right from the get-go, we should be thinking about all the elements that will be pulled together to create an awakening for a user within a space that will stay with them long after we have gone.

“I deliberately allowed the design thinking to evolve as I discovered materials and fixtures that would fit the bill.” – Dee Gibson

Building a luxury hotel from scratch was an opportunity for me to put this into practice, and I deliberately allowed the design thinking to evolve as I discovered materials and fixtures that would fit the bill. Of course, the story doesn’t end there, we have a responsibility as hoteliers and designers to create and build sustainability, especially considering residential design trends can be influenced by the hotel market. Sharing this information and passion encourages others to join us; to engage emotionally and create spaces that people understand and want to talk about and replicate themselves.

Image caption: The colonial Walauwa architectural style of the building had to be restored sensitively in order to retain its charm and character

The hotel is on a gorgeous natural piece of jungle backed by a tall, golden cliff and 100 metres from the beach. Its garden was overgrown and the original derelict building had to be razed to the ground (not part of the plan). With a finite budget, it was important not to cut corners just to save money. At the same time, we had to balance the requirements of a demanding, luxury travel market. The challenge was to build and respect the elements of sea air, enormous trees, wildlife and extremes of weather and make the right financial choices around this.

The hotel is created in the colonial Walauwa architectural style associated with “Headmen” and the aristocracy, so the look was to be ultra luxury but had to be built responsibly. We wanted to evoke feelings of nostalgia for beautiful bygone eras, far away from the glass and steel structures that many developers favour today.

Image caption: Elements such as clay roof tiles and shutters were up-cycled to keep the style of the property

We stripped the bungalow of every inch that could be re-used. Original clay roof tiles were removed one by one and saved, shutters, doors, even the rotting fretwork was all dismantled. It was important to us to re-use as much as possible but also replicate original patterns wherever we had to make new. The charm of the original building had moved us and this was the closest I could get to completely replacing it and creating a sense of history.

The original grounds were bursting with tropical life; the trees and flora giving home and sanctuary to countless monkeys, birds and other wildlife. We carefully hand selected and cut back a small number of trees that were blocking light and designed outdoor spaces around the remainder. The gardens today are packed full of original, gigantic palms and Jackwood trees, and sunlight floods through to the ground where we have planted new exotic flowers, shrubs and Frangipanee.

Image caption: The hotel has a distinct residential style that is both luxurious and thoughtful.

Working with the footprint of the original bungalow was crucial. Rather than cramming lots of small rooms in as was suggested (bums on seats), we created two levels and carved off half the space for a large double height, vaulted living area which would stay cool naturally, and the other half for four lovely bedrooms with en-suite bathrooms. We installed the refurbished doors, shutters and windows from the original property back into similar locations and had additional ones handmade by local craftsmen from local, sustainable sources.

We have a natural water well and that water is used to irrigate the gardens. If the well runs dry when it is particularly hot, then the gardens go without. The original jungle has been there for centuries without being watered and we chose beautiful but hardy plants that could withstand extreme weather patterns. It was one of hundreds of decisions we debated – how to balance finances, sustainable design and luxury market expectations.

Image caption: The bedrooms shelter a traditional look and feel with hidden technology keeping it relevant for the luxury market

Powerful hot showers are a personal must have for comfortable, luxury travel and the electricity for this comes from solar panels. The Grohe fittings are expensive in Sri Lanka but the thought of having cheaper, mass produced variants was not an option. In a hot country like Sri Lanka there are times when the heat can be intense, so we have installed fast, efficient high-tech AC units in the bedrooms in addition to ceiling fans, and we actively ask and encourage guests to use the fans where possible and be mindful of the impact on the environment.

Our future plans include switching over entirely to solar power, but frequent power cuts will mean we still have to rely on our generator.

The hotel is styled with antiques that are all in daily use, and individually selected based on how they stirred us emotionally. We used a local antique dealer who had stories to tell of his life including where he was on the day of the Tsunami in 2004. These human connections and stories of provenance added layers of interest and emotion into the process.

Other craftsmen hand carved furniture for us, and we consciously sought out Sri Lankan artisans instead of mass produced, replica retailers. The entire space breathes and pieces are installed for specific use, their inherent beauty and details are styling enough. Carvings and statues add a sense of nostalgia, these too are minimal so they can be admired.

Image caption: The interior design scheme inside the hotel evokes a strong sense-of-place and time

Having regular contact with the contractors meant that I could see the hotel going up brick by brick. Our Sri Lankan builders had knowledge of local building techniques as well as modern materials, they used labourers from local streets to help on smaller tasks and we retained the caretaker who had looked after the site before we bought it. Relationships were built and strengthened, our presence in the village has roots.

Every detail was considered, from drainage and irrigation to power sources and building materials, and contractors, craftsmen and staff. It took time and effort and since opening, there are costs associated with maintenance, but the hotel has been built responsibly and with authenticity.

Sustainability is an on going project for us. We share our story with guests and engage them as much as possible to join in by making conscious choices on meal ingredients, water and electricity consumption and even local experiences. Our toiletries are all organic and every bathroom has china bottles that are topped up with products. Single use plastic is down to less than five per cent and we are always thinking about what we can do to improve.

We are asking that all guests go on at least one of our experiences where we encourage a human connection with locals. We also have strong links with a local children’s charity who we support through donations from guest bookings and other means.

Our staff are trained to be discrete while attentive and they are encouraged to warmly interact with guests if it feels appropriate, recreating those moments of connection we had with various people when building Kalukanda House.

All of this brings the guest experience into a deep sense of connection with the provenance and values of the hotel, the people, and the environment. Guests want to actively participate in our sustainability and green initiatives and ask about this when booking to stay.

Designers and hoteliers must insist on thinking about a design approach that is both conscious, emotional and sustainable. Whether in Sri Lanka or anywhere else, we can use our influence to create engagement between users and their environment, as this is the beginning of a journey to good mental health, wellbeing and thinking about our world in a kinder and respectful way.

Over complicated technology, throw away fixtures and faddish design aesthetics result in buzzes that are easily forgotten, and an un-conscious lack of respect for the environment.

The Kalukanda House definition of luxury is having the time and means to engage at a human level, to savour every pleasure our senses can find and to leave a positive social impact on the space we leave behind. That word ‘conscious’ is the golden key to sustainable and timeless design.

Main image credit: The Kalukanda House

Hamish Kilburn / 31.03.2020

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Home » Magazine » In-Depth Case Studies » Hotel Case Study: A Luxurious Transformation

Hotel Case Study: A Luxurious Transformation

The Terrace Bay Hotel has undergone several renovations to create a high-end guest experience.

Compiled by Facility Executive From the  August 2023 Issue

J en and Jarred Drown knew when they purchased the Terrace Bay Hotel , there would be a lot of work involved to create the luxury experience they envisioned.

The couple, who met in hospitality school, always possessed an entrepreneurial spirit and a desire to own their own space, so they started looking into properties across the country. They discovered a 24-room motel near the Great Lakes in Michigan, and after six years, decided to sell it to purchase the nearby Terrace Bay Hotel.

Located on the beautiful coast of Lake Michigan, and the only Lake Michigan-front property in the area, the Drowns quickly realized its potential. The almost 100-year-old building hadn’t been meaningfully updated since the 80s, and it was very outdated.

“That’s one of the reasons we were able to afford it and able to get into it,” says Jarred Drown. “We knew we were buying a project and we’ve been working on it ever since.”

An Elevated Dining Experience

Once the Drowns acquired the hotel, their first priority was to tackle the restaurant space.

“We wanted to create a more modern atmosphere and ambiance,” says Jarred. “What we bought was more of a typical hotel restaurant, which was not used very much. It was used more as banquet space, and it was open and had a low staffing model. It was right on the lake, and it was part of our pitch to the bank when we bought it and secured financing that we can make this a destination restaurant for the area, and make that the focus—almost secondary to the fact that it’s in a hotel.

“When we’re [fully booked], lots of hotel guests come [to the restaurant], but over the course of the year 80 percent of our business is people from the local area that come in,” he adds.

The first year and a half in, Jarred and Jen focused on renovating the restaurant. Currently, they’re working to enhance the bar space and are building a cocktail lounge as an add-on to the existing space.

A Facility Refresh

Aside from working on the restaurant, Jarred and Jen have updated rooms, corridors, banquet spaces, and more to invoke a higher-end luxury feel.

“The room renovations happened a little bit at a time — we knocked out like 15-20 each year. It took us four years to do the existing 61 rooms,” says Jarred.

One way Terrace Bay Hotel has worked to create a more luxurious space is by installing ceiling tiles from Ceilume, to give the space an elevated and unique-looking feel. Drown found Ceilume’s thermoformed, three-dimensional ceiling products through extensive searching online. They selected white Madison style, a coffer pattern with deep relief, and added borders of white Cambridge tiles, a complementary square pattern with less relief.

“Our design across the whole hotel is modern, but isn’t what I would call minimalistic,” says Jarred. “We like a lot of textures. I think a lot of modern design has minimalism front and center, which can be bland and boring if it’s not done well.

“The ceiling is something that gets forgotten and overlooked, and we really wanted something to make the ceiling a stand-out feature,” he continues. “Even in areas where there aren’t drop ceilings, we’ve added them because we feel like it adds so much to the look and feel of the room. You may not be staring at the ceiling, but it gives you that perception of when you walk in, you feel like everything is just a little bit more high-end, because that’s an added touch you may not even notice or look at.” Adding special touches, such as the Ceilume ceiling tiles, to the design has already done wonders for the space.

Today, all 61 original rooms have been renovated, and the Drowns are working on building 56 more. Out of these new rooms, 48 will face the lake. This exciting building addition will not only offer more access to lakefront rooms, but it will allow the hotel to accommodate larger parties for conferences or weddings. The Drowns are hoping to open the new rooms on Memorial Day weekend next summer.

After several redesign and renovation processes, the Drowns have taken what they’ve learned from their initial projects and applied those lessons to their future ones.

“When you’ve only got a quarter of your rooms done, you can set expectations higher than they should be when people show up and they don’t get one of the renovated rooms,” says Jarred. “So, it was important to have a plan in [how we approached our marketing strategy.]”

During the renovation process, it can be a challenge to manage guest expectations. For the Drowns, they’ve done their best to keep operations running as smoothly as possible.

“From the beginning, we’ve taken care of people. For the most part, people are pretty understanding,” says Jarred. “You’re putting money into the place and you’re trying to improve it for the future. A lot of guests are honestly excited about it.”

A Higher-End Experience For All

The Drowns will continue investing in the hotel to create a five-star experience for their guests. There are a lot of quaint, but dated properties, in the surrounding area, and only a few high-end luxury places. Being one of those few luxury spaces is what the Drowns envision for the future.

“It will take time and money to get there, but our goal ten years down the road is to be a higher-end luxury facility,” says Jarred. “We’re slowly working toward providing that five-star experience.”

Jarred believes that they have a way to go, but that they are making progress to take their high-end facility to the next level. For other facility executives in the hospitality space embarking on similar goals, Jarred believes it’s important to not be afraid to invest, even in a full-service facility. “It’s fun to invest in front of house items, like the atmosphere, restaurant, etc., but we spent a ton of money on the back of the house, just giving us the ability to [have] larger capacity.”

He also suggests focusing on marketing. “Create a brand and have a plan. We’ve done paid promotion on Instagram, Facebook and Tik Tok. You have to deliver when [guests arrive], but having a brand and investing in marketing can really help.”

In addition to the big projects, on the day-to-day, the Drowns are focused on keeping their team and hotel guests happy.

Ocean City Resort Transforms After Renovation A representative from Ashore Resort & Beach Club shares the inspiration and challenges behind this renovation. Read more…

“As far as the operations are concerned, we’ve really focused on things that are going to reduce turnover, keep people happy, keep people here long-term,” says Jarred. “We do pay well, but we also find that pay is not the only thing; people need to enjoy where they work. They’re at work 8-, 9-, 10-hours a day, and so we create an atmosphere that’s rewarding and ready to involve everyone in our goals.

“You have to have standards, and make sure that everyone is doing everything correctly, but you’re not going to have happy guests or customers if you don’t have happy team members,” he adds. “We really focus on that, and consider that to be one of the secrets to our success. And, we make sure everyone is working toward the same goal for the future–to make the Terrace Bay Hotel a higher-end spot.”

Do you have a comment? Share your thoughts in the Comments section below, or send an e-mail to the Editor at  [email protected] .

Click here to learn more about facility management and expansion and renovation projects. 

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Boutique Hotel Stadthalle: A successful sustainablity case study

The Boutique Hotel Stadthalle

This Case Study shows the successfulness of a sustainable strategy. A truly committed sustainability path can provide hotels with wider economical results. Ultimately, this is what sustainability should aim for balancing the triple bottom line: environmental results, social results and economic results. The decision about whether going or not going green, in the case of Michaela Reitterer , owner of the hotel Stadthalle wasn't just a strategic debate but a firm decision based on her own personal values.

The Stadthalle Boutique  hotel is a 3-star, 79-room hotel in Vienna. The property is defined as a "green oasis". Contrary to conventional opinion about boutique hotels, the hotel Stadthalle is not located in the city center nor can it be considered a luxury property. Boutique hotels don't have to be necessarily high-end properties. We saw this in the Joie de Vivre hotels' case study, and in Chip Conley's vision. Stadthalle can be seen as a midscale property, yet it still offers a memorable experience, a great service because of a great hospitality team, unique decoration and atmosphere, as many other boutique hotels do.

Revenues by Going Green: A Holistic Approach

The Center for Hospitality Research at Cornell University published a study in November 2013 called Hotel Sustainability: Financial Analysis Shines a Cautious Green Light , by H.Chong, and R.Verma. These academic authors analyzed eco-certified hotels trying to answer the question whether advertising an eco-certified hotel decreases or increases the hotel's bookings and rates. This study monitored millions of bookings over 9,000 hotels, mostly in North America, drawn from Sabre's Travelocity and GDS sales platform. The authors concluded that, on average, booking revenue neither increased nor decreased for the eco-certified hotels. Earning a green certification does not automatically result in a large revenue bump or a revenue fall. In short, green is not a "silver bullet" strategy.

The study also included the phenomenon called "Green Gap". That is, consumers saying that they want green products but generally not willing to pay for them.

Although these kind of academic studies are positive for measuring "green" responses from customers, we believe that in order to be able to provide a clearer picture of reality, more questions should be included: Is it "green" in itself enough for customers to pay a premium? Should hoteliers expect profits just by going green? How much "green" is enough for a company?

Joel Makower puts it very well asking these questions: "What does it mean to be a green business? Are eco-certifications a guarantee of greenest for hotels? How do you know if mainstream environmental policies and programs are "good enough? What eco-certifications are the ones that count for being more serious and having more prestige?"

In any case, besides green attributes, customers are still demanding value. "Green itself is not actually a functional product benefit. It does nothing for me directly, unless you count saving the planet that I am standing on," says John Grant in his Green Manifesto. "A green product does not answer the ultimate value proposition: What's in it for me ?" In other words, green products need to be more than merely green, they must be better too.

Sustainability must be definitively seen as a new quality management dimension, a source of innovation and as a new paradigm for the twenty-first century; yet it still needs to keep up with other strategic variables such as providing memorable experiences, offering a good product and an outstanding service. And of course, sustainability still needs to fulfil the classic economic axiom: to offer great value for money.

So the final customers' decision in choosing green hotels instead of their browner counterparts, and even paying a premium for them, will not only be defined by their green attributes. It is the green attributes together with the overall and unique experience that customers will have.

In addition to green virtues, customers at hotel Stadthalle appreciate its great service, decoration, terraces, lavender roof-top and lavender aroma spread all over the place, the overall comfort, the green façade and vertical-garden, the friendliness and professionalism of the team members, the quietness of the place, its organic and bio-breakfast, the free Wi-Fi, etc.

Hotel Stadthalle's Higher Room Rates and Occupancy Percentage

While the average rate per night in Vienna in 2013 was 64,80€ for 3-star hotels, Stadthalle had an average daily room rate of 92,36€, compared to 80,14€ for 4-star hotels and 152,91€ for 5 star hotels. In spite of the increasing competition with more properties and rooms in the city during the last years (+7 percent), occupancy rates were still higher at hotel Stadthalle than the average. Boutique hotel Stadthalle accomplished a 74,90 percent occupancy rate in 2013, while the average occupancy rate in Vienna the same year was 71,62 percent (69,68 percent -3 star; 72,43 percent -4 star; 72,95 percent -5 star).

Claudia Plot, hotel director, clarifies its price positioning: "Though there was bigger competition we could show that we had also a unique product, something which was incomparable in the city an even in the country. That made us believe we had to stick to our price policy."

What is even more interesting is the hotel lesser dependency on distribution channels. Recognized brands, not to mention independent hotels, are struggling to reduce hotel dependency on online travel agencies and other distribution channels. Hotels rooms are for sale in a dynamic and volatile distribution landscape and the power of online distribution channels is continually growing. Mainstream debate focus on online marketing, revenue management strategies and social media actions as a way of counterbalancing OTAs, tour operators and other distribution channels dependency. For many hoteliers getting 25 percent in direct bookings can be considered almost utopian. Nevertheless, Stadthalle generated 65 percent in direct bookings from its own website and direct phone reservations to the hotel. The other 35 percent came from different distribution channels (15 percent through OTAs and 20 percent through tour operators and other travel agencies). "Account Managers of online travel agencies do not believe us when we tell them our percentage of direct bookings" says Monika Haas, Sales and Marketing Manager.

Is Stadthalle's competitive advantage happening because they spend more money in Search Engine Marketing (SEM)? Could it be due to having genius consultants in SEO and SEM tactics? Or, is it because of a wider advertising budget? Not at all.

Renewable Energies On-Site: Zero-Energy Balance

The boutique hotel Stadthalle was renovated and built in zero-energy balance in 2009. Zero energy balance means that the hotel produces its own energy on-site in renewable sources on a yearly basis. Surpluses of energy, especially in summer, go back to the grid, although conversely some energy necessities in peak periods of occupancy or winter days can also be needed from the grid sometimes–municipal heating in Vienna is Biomass and Cogeneration. However, on a yearly basis, the hotel energy balance is zero; kilowatts of energy-produced on-site in renewables cover all of the hotel energy needs.

The hotel has 130m2 of solar panels producing hot water, and 93 m2 photovoltaic panels, producing electricity. But the main source of energy comes from its heat water pumps. The system collects water at 14º from ground water levels and takes the energy out to heat the building in winter or cool it in summer. Cold water collected from the warm water pump is also used to flush room toilets.

Solar and photovoltaic panels can be seen also as a part of the hotel aesthetic. These renewable technologies cover one façade of the building and part of the entrance façade as well.

Mainstream hoteliers see sustainability in general and renewable technologies in particular as a big investment not worth making, as the payback period could range between 8 to 14 or more years. Hoteliers are not sure about this kind of investment, especially if their strategy consists in matching short-term results. Such capital expenditures generally don't fit in when it comes to maximizing profits in the short-run.

We may lose an opportunity when we see renewable energies in strictly traditional financial terms. Conventional wisdom would ask the following questions: "What is the return of investment?" Or, "what is the payback period?" And while the responses sometimes could be encouraging, maybe because of government's direct or indirect subsidies, the norm is to postpone the decision about investing in renewable energies.

But there is a different approach. Let's take, for example, Interface's case study. Interface is a carpet producer known to be a role model in sustainability. Against all financial odds indicating that renewable energy was a poor investment for Interface, it turned out to be the opposite: a terrific one. Ray Anderson, founder and former CEO of Interface, puts it this way: "In fact, the classic approach to problem solving - about investing in solar arrays for producing its products- turned out to be the problem. But what is the payback period for being a global leader? What is the return on investment for making a public commitment for a better world? How will our main market –interior designers and architects- respond? Classic scientific analysis is not equipped to answer any of those questions." Using solar energy Interface made and commercialized Solar-Made Carpet TM , and their sales skyrocketed.

Michaela Reitterer of boutique hotel Stadthalle used a similar approach; she did not follow the classic thinking when deciding to invest in renewable technologies. She did it because she thought it would be a good investment in the long run. "There was no question about how much did it cost or if there was going to be a return on the investment," affirms Michaela. "10, 12 or 14 years? Who cares if your view of the business is for the long run. It seemed logical to develop a hotel not dependable on the volatile and ever-changing prices of gas and electricity." Contrary to Interface, Michaela did not anticipate the tremendous success her decision was to going to have. Sustainability was pretty much in her DNA, so her betting in renewable energies was based both on caring for the environment and lowering utility costs. She was surprised by the tremendous public relation and media attention that her decision attracted from all over the world. Boutique hotel Stadthtalle was in the forefront of reducing carbon emissions in the hospitality industry.

Values, Culture and Higher Purpose

Former CEO of Scandic hotels Ronald Nilsson prognosticated in 1994: "Tomorrow's market is about mutual values. Scandic had been looking inward –as many hotels today do; only focusing on the product and services- instead of outward at the values of the market. The next generations won't tolerate insensitivity with the environment".

He was right. It might not be so obvious yet for mainstream companies as it is for Scandic or hotel Stadthalle, but the reality is that sustainability is pushing to be a value more demanded. The advantage of these companies is that they "share values" with their customers and employees. The result is that normally they generate more admiration for their brands and customer loyalty. These businesses are also better positioned to attract (and retain) more talented employees; intrinsic motivation is boosted when employees realize that they are working for a business with a higher purpose than just making profits. Their jobs have more meaning. Meaning comes from engagement in positive work that challenges the person capacity, but also is about making a larger contribution to the overall well-being of humanity and the planet. "I chose to stay," says Monika Haas, Marketing and Sales Manager at hotel Stadthalle; "I could have gone somewhere else but this is my place. There is a higher purpose to working here: to tell other people that sustainability is working".

A good example of employees' personal values matching those of the company can be seen in other team members. For example, when I interviewed Maria Leifer, serving at the bar and breakfast, she told me that she had worked for an NGO in Ghana, Africa, before she started working for Stadthalle.

Every company at its inception is imbued with a set of beliefs, sometimes also with a higher purpose. Or they develop it throughout the company's life. Whatever the case, a company's higher purpose answers the basic question of "Why". "Why are we in this business?" In this manner, leadership can be seen as the practice of helping people envision, and then participate in creating a better world. Sustainability at boutique hotel Stadthalle is a higher purpose, which also includes inspiring others in the same direction. "I am an entrepreneur, and certainty I need profits," declares Michaela. "But good business isn't just about profits. When I started the path to sustainability I did it because it was the right thing to do. I didn't know this was going to be so successful". "I don't want my hotel to be the only hotel going for sustainability, the more hotels we get into this strategy the better."

Michaela's personal values have permeated hotel Stadthalle culture. These values are: (1) environmental consciousness through action; (2) authentic hospitality with passion and service with heart; (3) treating employees and customers with fairness, helpfulness and compassion as members of a family; (4) enthusiasm, performance and competence by constantly looking for ways to improve business; (5) community at work and having fun. Like many other high-performing companies such as Southwest Airlines, Jet Blue or Zappos, hotel Stadthalle is more than a group or people working together, it is a community of people sharing goals and objectives who enjoy working together and support each other.

"Healthy leaders first must tap into the higher purpose of the organization", writes Bob Rosen in Grounded . "When individuals pursue more than a simple livelihood, they fulfill the quintessential to the community of their fellow man. A higher purpose feeds the spirit of the organization."

Employees' Sustainability Awareness and Education

Awareness and education are both needed and key to promote sustainability engagement in employees. Social Responsibility should not be a matter of one isolated department or group of selected persons when the rest of the organization neither have the knowledge nor the necessary commitment to helping improve social and environmental actions. Not everyone in a hotel needs to be an expert in sustainability-related issues, but employees can have enough knowledge to make a contribution with their actions to improving cost savings in energy efficiency, water management, waste reduction, reusing or recycling.

Education is a way of capturing people's minds and hearts in environmental and social stewardship. "The interesting thing of educating employees in sustainability is that the more they know, the more they are convinced and engaged. Even to a point in which they bring environmental behaviors to their homes", says Michaela Reitterer.

Michaela made herself aware of the importance of educating employees when she attended a congress in sustainability. She told me the story of a person from the public rising up and saying that boutique hotel Stadthalle was not as good as it was being reported. This gentleman from the audience said that when he stayed at the hotel once and asked a chamber maid about the points for the green certification Austria eco-label (the hotel has two eco-certifications: the Austrian eco-label and the European eco-label), the maid was unable to answer his question. "From this day on we changed everything and when somebody starts working with us, during the first two weeks, employees must read a green guide. They are also trained in environmental matters," affirms Michaela with a humble attitude.

In this way the hotel provides all of the team members with (1) a folder with overall information on environmental actions. (2) The hotel also gives out a sheet with the above-mentioned core values. (3) A detailed list of the points and policies of the Austrian Eco-label. (4) They also train the staff in how to separate waste -there is only one bin in every guest room and waste is separated and classified by room attendants into their housekeeping karts. This information is given in the mother tongue language of the employee -some foreign room attendants, for example, might have language barriers. And (5) every few months hotel employees must do a quizz in environmental-related aspects.

"Responsible Consumerism": Informing and Educating Guests

Employees should be able to answer guests' questions such as, "why has the hotel decided not to offer minibars in rooms?" Or, "why organic is good for the environment and your personal health, yet purchasing local should have priority over organic?" "What is fair-trade?" "Why does the hotel prefer to offer glass bottled mineral water instead of plastic containers?" Moreover, as in Scandic's case, "why do they prefer offering distilled and even sparkling tap water rather than mineral?" All these questions and many others are not easy to respond unless you have acquired the knowledge.

Companies at the forefront of sustainability like Scandic, Stonyfield Yogurt, Patagonia, Mark & Spencer, Whole Foods, Timberland, Seventh Generations, and many other role models, know that educational initiatives directed at their customers are a major part of their responsibilities. Scandic has developed "green corners" in every hotel and employees are trained to respond environmental issues. Whole Foods, Timberland and Mark & Spencer inform customers through their labels. Stonyfield is known for educating guests by posting messages on their yogurt lids. And all of them are very proactive giving information in Social Media channels and their Websites.

No company can reduce energy, water and waste beyond a point if customers are not involved too. This is called responsible consumerism. A hotel might have done a significant effort in reducing its energy consumption by changing to LED lights, installing light sensors and many other actions, but it will not be able to reduce its kWh of energy consumption if customers leave all lights and the air conditioning on while not being in their rooms. The same holds true if a property has implemented actions to reduce water consumption, yet guests leave their taps running while shaving or brushing their teeth, or take a 20-minute showers. The point is not to promote uncomfortable actions but encourage responsible behaviors.

The good thing about role models like hotel Stadthalle is that their credibility is an asset. It is even contagious! Maybe you are not an environmentally-conscious customer. However, you are prone to be paying more attention, and even changing your behavior if the hotel in which you are staying is not the usual "greenwasher".

The green points that Stadthalle placed in rooms are very smart and subtle. Strategically located, these small green stickers inform guests about the environmental actions the hotel is implementing. "Some guests are not involved or do not care about environmental aspects," says Michaela. "Maybe they just came to attend a concert -the music center is close by. But when they see the green points they say: 'Oops! This is something different."

The green points are located close to the sink, shower, TV, toilet, lights, desk and furniture. These green informational stickers are very simple, visual, and clear, giving messages to guests like: "Hot water by our solar panels", "35% water reduction by water-saving-bulbs", "No minibar in all hotel rooms saves 21.024 kg of CO2 per year (assorted drinks at the reception desk)", "Please use dual flush system to save water", "Cradle-to-Cradle fabrics", "1W for standby: saves energy", "LED start-up light 14W in total" or "we produce our own electricity with photovoltaic panels".

Green Guest Club and Green Promotions

A loyalty reward program called "Green Guest Club" is working quite well with repeated customers. Hotel guests have the possibility to accumulate green credits and enjoy different discounts as well as free nights. "The good thing about our loyalty program is that, first of all, it is very transparent and then very simple ", says Monika Haas. "The program sends information to regular guests once they have joined it. From there, it is very easy to see how many points you are gathering and get the benefit of green vouchers for your extras or your room payment".

Guests arriving by bicycle can benefit from a 10% discount in the room rate. This promotion only applies to direct bookings and has a tremendous success among bicycle riders. Many travellers from Austria or other parts of Europe arrive by train travelling with their bikes, so the promotion applies to them too. The hotel has also a bicycle shed.

Green Façade: Vertical Garden

The term "green oasis" is pretty accurate to define Boutique hotel Stadthalle. It is not only the interior patio and all the plants covering the building interior walls, or the lavender root-top garden;, a vertical garden can be seen in the entrance façade distinguishing the hotel from the rest of the surrounding buildings. This is a two-story vertical garden, with edibles such as strawberries, tomatoes and raspberries, bordering all the windows and covering one part of the hotel façade. The reason this vertical garden does not cover the whole façade yet is because the hotel is cooperating with Vienna´s Faculty of Agriculture in a project analyzing how insulation is working on the green side; see if temperatures differ widely from one façade to the other.

Upcycled rooms

Upcycling is the process of converting waste materials or useless products, otherwise going to garbage, into new material of better quality or better environmental value. This means reusing products with no further use in a creative way. Upcycling gives an item a better purpose.

Hotel Stadthalle has some rooms decorated with upcycled products. Michaela has worked together with an acquaintance of the Faculty of Arts in Vienna to bring this concept to her hotel. There is a great creativity in the process and customers can see night desks made out of books, or a wood classic tennis racquet used as an auxiliary mirror, and skies decorating the wall.

Sustainability is not only about the environment; it is also about social aspects. The main consideration of the social dimension is how the hospitality operation can positively contribute to the lives of local people now and in the future, or even at a global scale.

All coffee served at hotel Stadthalle is organic and fair-trade. But what is fair trade? Farmers have traditionally not been paid adequately or been charged with high interest rates to borrow money to run their business. Much of the money a customer pays for coffee, ever or rarely reaches the farmer. The money stays in the hands of distributors or middlemen. Socially responsible companies like Starbucks, for example, source its coffee from thousands of farmers directly in almost 30 countries in a fair trade system in Collaboration with NGOs –in Starbucks case, they have their own system called C.A.F.E best practices together with Conservation International- to assist farmers and bring them support. Farmers get fair prices for their products so they can invest their money in their businesses and their communities such as in education and health. These best practices also try to prevent child labor.

Every year, the hotel decides and evaluates how many and which projects they will support with their donations. Boutique hotel Stadthalle attracts many student groups from schools and universities, and architects or other experts interested in their sustainable practices. Visits and tours are frequent and happen almost on a weekly basis. All visitors, are requested a 5€ donation. However, this is voluntary. Normally, the hotel collects 4.000 to 5.000€ every year, and all this money goes to support different social causes.

The hotel also cooperates with an Austrian organization that offers work to persons with disability who produce artcraft the hotel helps selling to its guests.

The Corporate Social Responsibility movement needs role models like Stadthalle. If CSR does not change how the company thinks, as Peter Senge pointed out, it becomes just a sort of a window dressing ; a simple image for looking good, and maybe making some people feel better. It should not stop there.

John Mackey and Raj Sisodia think that CSR is based on the fallacy that the underlying structure of business is either tainted or at best ethically neutral. Instead, they propose a Conscious Business or Conscious Capitalism, in which creating value for all of their stakeholders is intrinsic to the success of businesses. Conscious companies in this way integrate into the day-to-day business process sustainable practices. Sustainability is part of the strategy. Environmental and social stewardship becomes part of the company ethos.

Boutique hotel Stadthalle goes beyond usual CSR practices normally applied in many hotel companies. It is a truly responsible company.

This is happening because sustainability is part of its DNA. It lies deep in the company´s culture. It means that environmental or social concerns are not a-one-man duty or an isolated department´s but a whole organizational commitment. The same holds true for continuous improvement, which means doing more than the obvious actions to reduce energy consumption or recycling. Role models like Stadthalle do not fall into the trap of complacency. As Peter Senge has stated "Building a responsible company takes forever". Instead of just reducing energy consumption like mainstream hotels, hotel Stadthalle is willing to accomplish the transition to a non-carbon energy situation. At the same time, they understand that sustainability is a never-ending journey.

In doing my interviews for this case study I have to stress the overall humbleness I noticed. This started at the top with Michaela, but is also present in Claudia, the hotel director. I believe that from there it spread throughout the rest of the team as a company value. Managers at the hotel are very aware that they still have much work to do and they recognize it. Although they surely have excellent figures in their environmental performance indicators, they did not establish a process to measure, benchmark and even improve them. Indicators such as: How many kg of unsorted waste per guest go to landfill? How many liters of water per guest night? Is there any kg of CO2 emission in a year basis? If so, how many kg of fossil emission per guest night? How many kWh per guest nigh in energy consumption?

That said, they are constantly striving to improve their operations and looking for ways to expand their environmental and social actions. Despite their success and media attention, their humbleness can also be seen in recognizing that their achievements are not a final destination but a continuous improvement journey.

The great psychologist Abraham Maslow, inspired by the humanistic psychologist Erich From, insisted in the need to study healthy people and role models. Before them, the psychological field was focusing on mental illnesses and pathologies only. We should also examine the "healthy" cases in our industry. Sustainability needs role models to prove to other tourism companies that it can be a source of competitive advantage. There are companies like boutique hotel Stadthalle that envision environmental stewardship as an opportunity to innovate and reposition the company. Hoteliers should take this case as an inspiration.

Arturo Cuenllas arturocuenllas.com

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This report demonstrates the business benefits of building sustainable hotels and offers tangible recommendations tailored for hotels investors, owners and developers, operators, and franchisees.

About business case for sustainable hotels, the business case for sustainable hotels provides a thorough analysis of the business benefits of building sustainable hotels and offers tangible recommendations tailored for investors, owners and developers, operators, and franchisees..

The report explores how sustainable hotels can:

• boost profit margins through utility savings
• increase revenue through satisfying consumer preference
• future-proof investment strategies
• safeguard against regulatory risk and benefit from incentives
• increase value and validation through certification
• ensure long-term energy supply

The case studies provide examples of best practice from our members and demonstrate the resource-use reductions, utility savings and return on investment that are possible when hotels are built and operated sustainably.

The recommendations provide tangible actions, often simple and low cost, to ensure every stakeholder considers sustainability integral and increases efficiencies by working together, in order to achieve maximum benefits and address the scale of the changes required.

Who is it for?

All stakeholders in the hotel property value chain can use this business case to support conversations with their business partners to create a more joined up approach to building, refurbishing and operating sustainable hotels and make sustainability integral to all development decisions.

How was the report created?

This report was created in collaboration with IFC – a sister organisation of the World Bank and member of the World Bank Group. IFC have provided insight based on their extensive experience in resourcing sustainable building projects and developing their free software (EDGE) to support the design of resource-efficient buildings.

“This research fills a major knowledge gap with focused and quantitative analysis. It shows that the costs are lower than previously thought while the benefits are high, with actionable recommendations for each stakeholder group. The collaboration between IFC and ITP has the capacity to move the entire hospitality industry onto a greener path.” Shamsah Fatima Dhala, IFC’s Global Sector Lead for Tourism.

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Hotel Concept Handbook: Developing a Compelling Hotel Concept

Youri Sawerschel

Founder of Creative Supply & Visiting Lecturer at EHL

The hospitality industry is anything but dull. Each year brings with it a bounty of exciting destinations, revolutionary new hotels and glamourous renovations. As we enter a new decade, the number of international tourists is continually rising, and new hotels keep popping up to soak up the growing demand. But whereas the challenges of the previous 20 years were mainly tied to one overarching paradigm shift – digitisation – the decade ahead brings with it a number of industrydisrupting trends that are changing what it means to be a hotelier.

10 years ago, hoteliers were still wondering if they should invest in in-room Wi-Fi (yes) and charge guests extra for the service (no). What has them biting their nails now is whether or not to become retailers, neighbourhood cafes, coworking spaces or art galleries. Every part of the hotel business, from changing customer expectations to interior design and zoning, is being challenged. The traditional selling-rooms-and-breakfast business model no longer reflects what it means to manage a hotel. Hence the need for a new unifying concept.

In this context, hoteliers need clarity and insight, which is precisely why we have developed the Hotel Concept Handbook, in association with Ecole hôtelière de Lausanne (EHL). Building on our experience working for both leading Youri Sawerschel Founder hospitality brands and independent hoteliers, we have put together a guide presenting the major trends that affect the industry, from retail convergence to community integration. The handbook features a presentation of our very own Hotel Concept Framework to help hoteliers better adapt to their complex and everchanging environment. The framework, developed by Creative Supply, has been used to create winning hotel concepts for our customers. For hoteliers, it helps to create integrated, compelling concepts that attract the interest of guests and industry professionals alike by linking storytelling to operations or design. Proof of its success, our Hotel Concept Framework is now taught every year to students at EHL, one of the leading hospitality and management schools in the world.

This handbook is the ultimate hands-on guide for ambitious hoteliers who want to create or refine their hotel concept, and challenge today’s vision of hospitality — complete with case studies showing the Hotel Concept Framework in action. We hope you will enjoy reading it, and look forward to your feedback.

Trends and Opportunities

From a meditation app competing with a spa to a hotel encouraging its guests to save coral reefs, the hospitality industry has never been so vivacious. We’ve pinpointed five emerging trends that present both opportunities and threats for hotel concept development.

The Changing Role of Hotels

While it may seem the hospitality industry is under attack from all sides, the reality is more nuanced. The pool of potential customers has never been higher, with a projected 1.8 billion international tourists by 2030, or roughly 5 million per day. Those figures even take into account some of the predicted consequences of climate change, from endangered destinations like Venice and the Maldives to social stigma toward carbon-heavy tourism. Spoiled for choice yet looking to inject more meaning into their travels, tourists will be looking beyond OTAs when it comes to destination travel and searching for hotels they feel connected to. Above and beyond a (very) comfortable bed, hotels will have to provide impactful, sustainable and rewarding experiences, in order to stay afloat amidst the ever – intensifying competition from new apps and websites. This new and ambivalent context calls for adaptability, and hoteliers are being faced with the challenge of rethinking their entire offering to forge a clearly defined concept that brings personality and coherence to their property. Read on to discover how to create that concept.

Hotel Concept Framework

At Creative Supply, we are passionate about hospitality. Whether it’s working with ambitious hoteliers all over the world, or sharing our experience with young hospitality professionals, we feel strongly about making the world a more hospitable place. The Hotel Concept Framework was born as a result of this focus and, in this part, we explain how it works, why it’s so useful, and raise a few questions to bear in mind while working on your own hotel concept.

The Hotel Concept Framework is made up of 7 components that cover all aspects of designing and running a hotel : Story, People, Space, Identity, Services, Content and Channels. Starting from the central story, components are interconnected and work side by side to build a unique, coherent whole.

A Framework for Success

From a distance, one might think a hotel concept is nothing more than the sum of a few separate parts. A good story here, trendy design there, and a quirky social presence to wrap it all in and, voilà, you’ve got yourself a hotel concept. But hoteliers worldwide have proven that a good concept paired with excellent execution provides an experience that transcends each individual element. A good concept also provides the perfect template for sustainable growth, as new experiences serve to actualise and reinforce the concept over time.

There are countless ways to innovate and improve on a hotel experience. That’s why we hope to see hoteliers far and wide using our Hotel Concept Framework to do just that. If you have a great hotel concept you’d like to share with the hospitality world, send it our way. We’d be delighted to feature it.

Case Studies

In this part, we put our model through its paces, taking a look at five very different hotel concepts through the lens of our Hotel Concept Framework. From a chic country retreat to a floating ex-prison and a hip resort for millennials, you’re about to discover how these properties built their concept, which elements they focused on, and how it all comes together as a whole.

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Sunyata Eco Hotel by Design Kacheri

An exemplary example of practising what you preach, the Sunyata Eco hotel is a boutique hotel located in Chikmagalur , Karnataka . Completed in 2021, this 11-room hotel complex is settled into the hills of Karnataka, surrounded by coffee and tea plantation and is entirely made out of natural materials. Designed by Bangalore -based practice, Design Kacheri, the hotel is based on vernacular planning and construction using alternative materials for a sustainable and luxurious hospitality experience. The hotel is sustainable not just in terms of its design but also concerning the materials used and the building services adopted.

Design | Sunyata Eco Hotel

The design brief was to create a boutique hotel with luxury and comfort but at the same time, it was expected to be eco-friendly and sustainable. The layout for the hotel is derived from the “thotti mane” principle, courtyard homes , quite prevalent in Karnataka.  The three-storeyed building accommodates guest rooms on each level. Every level retreats from the lower level, creating a series of receding terraces. Each terrace looks out to the landscaped garden and the hills in the distance. Natural light and ventilation are regulated through brick jaalis and shading devices.

The floor layout has been connected with the landscaped green area at its centre. This landscaped garden is organic in its planning and a contrast to the rectilinear built forms throughout. This thus creates a captivating interconnection between the built and unbuilt. The interior of the rooms has been kept to a minimum. 

Every material and element utilised has been left in its truest form. The bricks used for the walls are left exposed, and the earthen walls and exposed concrete blend with one another, contrasting with the black stone used for the flooring. The furniture goes along the minimalist tone set for the interior. The furniture was made with cane and reused old wood by the local artisans, employing them during the non-harvest months. The sense of openness created through the planning, the tranquilness brought in via the material and colour palette and the natural and indirect light, all cumulatively create an enticing atmosphere, the paramount characteristic essential for any hospitality building.

The predominant construction material used was locally available earth. This was modified and further utilised in various forms like mud blocks, rammed earth and mud concrete. The hotel was constructed as load bearing structure to minimise the amount of concrete required for construction. Elements like brick vaults, jack arch roofs, precast clay roofs and filler slabs have been adopted to minimise the usage of concrete. 

The bricks used for construction were eco-friendly and made on the site itself. These bricks were from the soil used to level the ground and from locations in a 15-mile radius of the site. Combined with less than 5 percent of lime and concrete these bricks were baked on the property itself using solar power. The foundation walls were built using mud-pressed bricks and a very minimal amount of concrete and lime. The ventilation in the hotel corridors is circulated via the brick jaalis.  

Coconut shells and pot fillers have opted for the ceiling. This provided a strong base for the upper floor and added a visual appeal to the room while keeping the interiors cooler. The walkways in the open area are covered with permeable bricks which allows water to seep deep into the soil.

Sustainability | Sunyata Eco Hotel

The design has been devised based on the ideology to create an urban architectural intervention in the form of a boutique hotel with traditional building practices and alternative building materials to reduce the overall carbon footprint. The hotel uses electricity generated from solar panels, rainwater harvesting systems for its water supply and earth tunnels to keep its premises cool.

The water supply for the entire premises is met via the rainwater harvesting system. Collected via the courtyard and the terraces the rainwater is stored in an underground water tank. This tank has a 50,000-litre capacity and is used to supply water for drinking and cooking. The reason to keep the tank underground was to avoid the growth of bacteria and algae. A well is also constructed to store the excess rainwater. The rainwater collected in public areas like parking lot and courtyards is also made to seep into the ground thus improving the water table. 

The greywater generated from the bathroom is purified with a system created by the Bengaluru-based start-up ECOSTP installed in the hotel system. The water purified from this system is further reused for flushing and watering in the garden. This unique system purifies water using the natural system of a combination of microorganisms, plants and gravel to clean and returns clean water to mother earth without using any chemicals or energy.

Passive cooling | Sunyata Eco Hotel 

Another challenge while designing was how to achieve cooling sustainably. This problem was resolved with the help of a passive cooling system. Located in Chikmagalur, the temperature during summer reaches up to 30 degrees Celsius. The premises are kept cool without the use of any air conditioner through a natural cooling system. In this system, a PVC pipe is installed ten feet under the building. This pipe sucks out air from the outdoors. As the air passes through the pipe, it cools down and is then released into the rooms from various outlets. The rooms are also provided with chimneys for letting out warm air. With the assistance of this system, the ambient temperature of the rooms ranges from 18 to 25 degrees Celsius, irrespective of the air temperature outside. 

The Sunyata Eco Hotel demonstrates how an urban building can operate sustainably without compromising on luxury and comfort.

References:

https://www.archdaily.com/982228/sunyata-eco-hotel-design-kacheri

https://thearchitectsdiary.com/vernacular-approach-for-upscale-luxury-design-kacheri/

https://www.thebetterindia.com/261299/best-ecofriendly-hotel-karnataka-sunyata-chikamagalur-solar-rainwater-harvesting/amp/

https://www.newstrailindia.com/inner.php?id=8446

https://www.stirworld.com/see-features-sunyata-eco-hotel-by-design-kacheri-brings-ancient-wisdom-to-boutique-hospitality

https://thespaces.com/an-eco-hotel-in-india-that-practices-what-it-preaches/

https://shamanthpatil.photography/1-3

Prachi is an architect by profession,an avid reader and a potential ‘keen observer’. She juggles with words in order to make the best out of them to recite her simplest stories with minute details. She now intends to expand her scope of knowledge and understanding of architecture through her adventures and experiences.

Adengo Architecture to the world, a legacy that will live on.

Care House of the Wind Chimneys by Hiroshi Nakamura & NAP

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Case Studies

Hyatt hotels: developing an integrated csr strategy, june 3, 2011, the challenge.

One of the biggest industries globally, travel and tourism contributes up to 10 percent of the world’s economy and about one in every 12 jobs. Yet most companies in this sector are still in the early stages of assessing and addressing their sustainability impacts. To better communicate the newly public company’s commitment to responsible practices, and to prepare for the increased transparency required of public companies, Hyatt leaders partnered with BSR to articulate a vision for an integrated sustainability strategy.

Our Strategy

Our goal was to help Hyatt build a strategy that connects corporate responsibility objectives to business goals in ways that:

• Deliver value and innovation to Hyatt’s operating companies.
• Identify and mitigate sustainability risks.
• Build trust externally and engage colleagues internally.

At Hyatt, which owns, manages, and franchises hotels, engaging internal stakeholders such as general managers, owners, associates, and executives was an essential first step in understanding the unique global and local sustainability challenges each property faces.

First, BSR interviewed several executives to establish senior management’s current and future conception of CSR. We then conducted workshops in Asia, the Middle East, Europe, and the United States to identify current activities, prioritize CSR issues, and understand regional nuances. Several key themes emerged:

• Addressing poverty and inequality in local communities through education and economic self-sufficiency
• Recruiting, developing, and retaining staff
• Managing the environmental footprints of its hotels, expanding its commitment to sustainable sourcing, protecting the biodiversity of the areas surrounding its hotels, and using sustainable design and construction

This work allowed Hyatt to develop and implement “Hyatt Thrive,” a strong, practical CSR vision representing Hyatt’s goal of creating “thriving communities, places where we are proud to work, our neighbors want to live, and our guests want to visit.” The platform, which establishes a global CSR framework with a common vision and strategic focus that can easily be implemented locally, is centered on four pillars: educational and personal advancement, health and wellness, environmental sustainability, and economic development and investment. Hyatt Thrive’s primary objective is to help the company communicate its philanthropic, environmental, and community engagement initiatives, and to position Hyatt to focus on and articulate the value it brings as a global company to the many communities it serves.

The CSR strategy has spurred additional sustainability initiatives, including a new human rights policy statement that references specific industry issues such as human trafficking. Hyatt Thrive also led to an improved approach to aligning Hyatt’s giving and volunteerism with the four pillars of the Thrive framework.

• Travel and Tourism

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All Articles and Case Studies / Case Study: Hotel Energy Management at the Ritz Carlton – Naples, Florida

Case Study: Hotel Energy Management at the Ritz Carlton – Naples, Florida

By Cayuga Hospitality Consultants

PROJECT SUMMARY

The Ritz-Carlton Hotel Company embarked on a three year program centered on reducing energy consumption. The purpose of the program was not only to reduce the portfolio’s energy consumption and cost, but also to raise the awareness of the Ladies and Gentlemen of the Ritz-Carlton as to their personal responsibilities pertaining to energy and the environment.

The Ritz-Carlton program was a resounding success by any measure. On a portfolio basis, energy consumption was reduced by over 13% from the baseline year which gave rise to a substantial decrease in energy spend.

One of the primary success factors in The Ritz-Carlton’s ability to drive down energy use was the more than 400 energy projects and retro-commissioning measures completed during the Program. The energy projects coupled with the increased focus placed on energy conservation yielded outstanding results, as the portfolio far surpassed the 9% stated energy reduction goal at the outset of this program. In fact, the portfolio energy reduction was 47% over this energy reduction goal relative to the collective Energy Baselines of all the properties.

IMPLEMENTATION

Operationally each property (a total of 32 at program end) was visited to review energy performance and assess overall building operation. Using energy auditing and retro-commissioning tools, a snapshot of the hotel’s current operation was generated along with a road map of how to reach greater levels of energy efficiency. This was followed by regular communication with the Director of Engineering as a method of placing constant emphasis on the importance of energy reduction.

The key performance indicator for energy consumption used throughout the program was British Thermal Units per square foot (BTU/SF). This is the preferred measure of consumption that best reflects how efficiently a hotel operates. While not a perfect metric, BTU/SF produces a better comparison between properties. Other metrics based on occupied or available rooms can become skewed when comparing hotels with large differences in room count.

Each property reported its energy consumption by energy type on a monthly basis throughout the program duration. Those inputs (kWh, therms, gallons, etc.) were converted to BTUs and subsequently to BTU/SF for each property. Three scorecards were created and posted monthly:

• A year-over-year performance report
• A report indicating progress toward 3-year property goals
• A monthly energy consumption report

The first two reports were based on adjusted energy consumption (see Adjustments section below), and show the final property standings.  The monthly energy report provided the properties with their raw, unadjusted energy use, and, for Ritz Corporate, it documented summaries of energy use and utility costs for all properties.

The second primary measurement tool used during the program was the Energy Reduction Summary Report shown at right.  The data contained here presented the Directors of Engineering with their updated energy reduction requirements necessary to achieve their Program goals in both BTU/SF and in percent.

PERFORMANCE

Energy consumption in any Ritz-Carlton hotel is largely determined by three factors: the overall attitude of the hotel staff as it relates to energy efficiency; the existing infrastructure, and the ability to change and upgrade existing systems.

The commitment of the entire hotel staff to the goal of energy efficiency cannot be overstated. The process begins with the Engineering group, but they must have the support of the entire hotel team in order to achieve lasting energy reductions. The key individuals are the Director of Engineering and the General Manager. The DOE must put forward a plan of attack, and the GM must put his or her position behind it. Lack of commitment by either will produce few results, but an enthusiastic embrace by both can achieve significant savings.

The Ritz-Carlton portfolio participating in the program is diverse with several located in tropical climates, others in cold weather areas, and still others in dry or desert conditions. Location alone will begin to define a hotel’s energy profile. But more importantly, the hotel’s existing systems will dictate where it stands on a BTU/SF metric. A property with a full service laundry will consume more energy per square foot than a similar property that has none. A hotel serving a half million food covers per year will consume more than one serving only 100,000, all other things being equal. Hotels with aging and inefficient lighting or HVAC equipment will also consume more energy.

Therefore, the ability to modify or change existing systems, or change the way in which these systems operate becomes an extremely important process in moving toward greater energy efficiency. Replacing inefficient equipment requires capital expenditures, some of which have attractive returns on investment. These changes and upgrades are identified by doing a comprehensive energy audit on the facility. Modifying the method of operation of certain systems like HVAC can also achieve positive results. This process is called retro-commissioning. Each EMS property had both an energy audit and retro-commissioning done during the Program.

During the course of the Program, through both energy audits and retro-commissioning at each of the hotels, almost 800 separate energy projects were identified. Some of these involved capital expenditures while the rest did not. More than half of the total energy conservation measures (ECMs) were reported completed. Statistics on the savings generated by these ECMs across the portfolio are shown below.

These savings were generated over the course of the program and became valid as each ECM was completed. Some of these projects were done in year one while others were completed in years two and three. But the total energy saved by the completion of these 433 projects is enough to power over 1,300 average sized homes for a year.

QUARTERLY REPORTING

One of the key documents reported throughout the course of the program was a usage reduction report. This report outlined the overall energy usage reduction for each property on a monthly basis as it related to its Energy Baseline. A similar report is presented below summarizing the entire portfolio’s Program performance versus the overall goal.

The adjusted Energy Baseline for The Ritz-Carlton portfolio was 175,893 BTU/SF. The baseline was adjusted to account for hotel openings, closings, large variations in occupancy, and other events that resulted in major changes in energy usage and/or baseline year. The Energy Baseline in conjunction with the 3% annual goal was used to outline annual reduction goals for each program year. All baseline adjustments have been incorporated in this table.

The usage reduction report also showed a comparative annual BTU/SF graph indicating the portfolio’s annual performance since the base year. Last, the report contained a table listing the top ten energy conservation measures recommended for implementation at all of the properties. The method of selection of these measures was determined by: (1) the frequency in which they were recommended; (2) the effectiveness of the measure in BTU/SF savings; and (3) its financial viability in terms of payback. All numbers presented are averages from the actual projects recommended. Two of the measures are classified as no-cost, low-cost opportunities generated in the retro-commissioning process; the others are categorized as capital projects.

During the course of the program, the Ritz-Carlton portfolio reduced its overall energy consumption by 13.2% relative to the collective Energy Baselines of all the properties. That is 47% over the stated goal of a 9% reduction

A timeline was generated for each property in order to better grasp visually the effect of their efforts to reduce energy consumption.  Two timelines for the portfolio were developed indicating only major hotel events such as openings, closings, etc.  The first showed raw, unadjusted consumption in millions of BTUs, the second presented consumption adjusted for occupancy and other changes in BTU per square foot.

CARBON FOOTPRINT

The quarterly Performance Report updated the hotels on their historic (unadjusted) performance by utility type. These inputs were then translated into carbon emissions to create a carbon footprint for each specific property. The tracking of carbon emissions became more important as the program progressed, especially for marketing purposes at the property level.

The carbon footprint was calculated by converting both electric energy consumption and natural gas (or propane, fuel oil, etc.) usage into carbon emissions. Electric energy consumption creates indirect carbon emissions (direct emissions associated with this usage comes at the power plant); the burning of natural gas or other fuels on site in boilers or stoves creates direct emissions.  Emissions resulting from on-site combustion are a known fixed quantity per unit of fuel burned; therefore the calculation of direct emissions is simply the product of the usage times the CO2 rate per unit.  To calculate indirect emissions conversion factors obtained from the EPA in their Energy Star program are used by geographic region to translate electric usage into metric tons of CO2.   The portfolio’s carbon footprint over the duration of the program was shown in a separate graphic along with each property’s footprint in kilograms per available room and kilograms per square foot.

ENERGY INDEX

As a part of the engineering service, each hotel had an energy profile calculated to give a better indication of how well that property was performing. The profile took into account the type of building, the existing HVAC systems in operation, operational parameters, occupancy, food covers, and hotel location. The result of this process was a BTU/SF value that was regarded as a norm and not a goal. The property’s energy index was generated by comparing this value against the property’s actual energy consumption. Hence a value below 1.0 represents a hotel whose operation is better than the norm and has less room for improvement. A hotel with a value above 1.0 is one whose operation should be able to be improved.

The chart below shows the energy indices for each property calculated after the base year and the current indices. In most cases, the current indices had decreased indicating better overall performance since the program inception. San Francisco had its index increase dramatically due to the start- up of a co-generation plant. San Francisco consumed significantly more energy on site once the co-gen plant came on line due to natural gas usage for the micro-turbines, but because of the nature of a co-gen system, San Francisco lowered its overall energy cost by hundreds of thousands of dollars per year.

CONCLUSIONS

As previously discussed, The Ritz-Carlton energy program was tremendously successful. On a portfolio basis, energy consumption was reduced by over 13% from the 2005 baseline which gave rise to a substantial decrease in energy spend as outline in the table below.

These gains in energy efficiency are all the more remarkable considering the extremely high standards set by The Ritz-Carlton Hotels to create its ultra-luxury brand. Standards in guest comfort and overall guest experience precluded the use of certain energy saving devices, such as compact fluorescent lamps. As such, energy conservation measures were recommended in order to not compromise brand standards. If additional compact fluorescent lighting projects and other miscellaneous measures had been incorporated into the list of energy savings projects, the savings would have been even more dramatic.

One of the two primary success factors in The Ritz-Carlton’s ability to drive down energy use were the more than 400 energy projects undertaken during the program. As noted above properties that completed energy conservation measures saved more than those that did not. And ECMs tend to have a lasting effect. Once a measure is put in place, it will typically continue to produce energy savings.

The second primary source of success of the Program was the ability of management to change the attitudes of entire hotel staffs regarding the use of energy. This is a key factor because large energy savings are often the result of many small initiatives, ones that the Ladies and Gentlemen are likely to make if they have been well schooled in the value of saving energy. This paradigm change is a testament to the skillful leadership at The Ritz-Carlton and their continued focus on energy conservation.

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How Wyndham Hotels & Resorts improved their data capabilities to get to know their guests better

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Hospitality and leisure

We helped modernize Wyndham’s data architecture for better guest insights

Amazon Web Services

Running one hotel isn’t easy - running 9,000 hotels across 80 countries is a challenge on a different scale

In 2020, Wyndham Hotels and Resorts, a franchisor which operates brands ranging from Super 8 to Wyndham Grand, was four years into a “cloud first” strategy and migration that had seen some early successes. Still, opportunities remained. Like many hospitality enterprises, Wyndham has grown in large part by acquisition to become a major international hotelier spanning 20 separate brands processing more than a million reservations a day.

Wyndham knew that data could provide a better understanding of guests, their stays and their preferences at Wyndham properties—and thus help positively impact the overall guest experience and loyalty. In 2016, the company undertook a large-scale data architecture overhaul as a first step. However, despite the years of investment, Wyndham still had opportunities for maximizing the potential of its data assets and to derive further benefits from investments already made.

Redesigning Wyndham’s data architecture with an eye toward a more efficient future and better guest experiences

The goal: Manage the Wyndham business more effectively by redesigning the data landscape to glean further insights and connect with guests in a personalized manner.

Wyndham had already implemented Amazon Web Services (AWS) as the basis for a new, cloud-based back end for data processing. However it was still relying on legacy platforms to ingest, move and process data. The first step was to help Wyndham more fully utilize AWS tools and services, while standardizing the methods by which data was transferred between its core systems. Specifically, Wyndham’s move to a more robust, scalable cloud environment provided improved quality checks, better error controls and better overall accuracy of its guest data.

One significant challenge was revamping the way that Wyndham handled data, including reviews for data integrity requiring manual review of each error—a painstakingly, slow and costly process. In the new data architecture, numerous AWS Platform as a Service (PaaS) tools were used, such as Amazon Kinesis, SFTP, Amazon API Gateway, to make sure that Wyndham’s data was streamlined, automated and moved to the new AWS environment securely. From an operational standpoint, tools such as Amazon CloudWatch, Amazon Elasticsearch and Amazon QuickSight enabled Wyndham to quickly visualize guest and property metrics through interactive dashboards. In aggregate, the newly established architecture – packaged using AWS Serverless Application Model (SAM) - allowed Wyndham to access guest insights at a depth and speed which they had never experienced before.

Dramatic improvements in efficiency and accuracy , using the features of AWS

Before PwC entered the engagement, a single piece of data would travel an average of nine system steps to get from its point of creation to Wyndham’s central database, an error-fraught trip which would take up to two-and-a-half days to complete. Today, that number of steps has been reduced to four, and the journey now takes as little as five minutes. The quality of data has also been improved because it has been so effectively centralized, reducing the likelihood of inconsistencies and conflicts.

Wyndham has also seen an estimated 40 percent decrease in the time spent on managing its computing environment, thanks to being able to fully leverage the serverless architecture enabled through AWS. This in turn has helped reduce cost for the company, while now allowing Wyndham’s properties and corporate team to develop a fuller, more accurate understanding of its guests and their needs.

While the COVID-19 pandemic has slowed the travel industry in general, Wyndham is well-positioned for the impending recovery, thanks to a more efficient and accurate data architecture, rewarding the hotelier to help its owners spend more time focusing on their guests and less time investigating root causes behind data anomalies or inconsistencies.

“From better error handling to improved performance, we’re seeing a huge improvement in our technological capabilities which is positively impacting numerous areas of our business - and allowing us to focus on what matters most: our guests.”

Scott Strickland CIO, Wyndham Hotels & Resorts

“The underpinnings Wyndham had in place helped us redesign their data landscape to use AWS to its fullest potential - with a lens on protecting the integrity of Wyndham’s information and improving the accuracy of their guest data.”

Ali Abidi Principal, PwC

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Pwc and aws are helping companies modernize in the cloud., explore pwc's case study library, share this case study.

The right data at the right time can make all the difference. Learn how PwC and AWS helped Wyndham Hotels modernize their data…and level up their guest experience.

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• DOI: 10.55927/ijis.v3i7.10296
• Corpus ID: 271834251

The Role of Waiters and Waitresses in Supporting Front Office Performance: A Case Study in Five-Star Hotels

• Ham Beltsazar Kevin Randynata , T. A. Wijoyo
• Published in International Journal of… 30 July 2024
• International Journal of Integrative Sciences

25 References

Smart restaurant management system using labview, linen quality and guest satisfaction in star-rated hotels in upper east region of ghana, is customer satisfaction achieved only with good hotel facilities a moderated mediation model, how are the exchange relationships of front office employees reflected on customers, what leads guests to satisfaction and loyalty in uae five-star hotels ahp analysis to service quality dimensions, exploring waiters’ occupational identity and turnover intention: a qualitative study focusing on michelin-starred restaurants in london, a case study of code-switching among thai waiters in a cambridge, uk restaurant, guests’ happiness in luxury hotels in jordan: the role of spirituality and religiosity in an islamic context, the upgrading of skills for the back office, middle line and support staff, examining an integrated model of green image, perceived quality, satisfaction, trust, and loyalty in upscale hotels, related papers.

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August 13, 2024

This article has been reviewed according to Science X's editorial process and policies . Editors have highlighted the following attributes while ensuring the content's credibility:

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written by researcher(s)

Hotel guests are getting used to refillable shampoos and less housekeeping, study suggests

by Farhad Tabatabaei, The Conversation

Eco-friendly hotels increasingly are asking guests to forgo daily housekeeping or use their towels more than once. At the same time, hospitality researchers have long assumed that guests find these efforts to promote sustainability inconvenient and undesirable . My research, however, suggests that this is not—or is no longer—the case.

A colleague and I conducted an online survey to test participants' explicit as well as implicit attitudes toward several eco-friendly practices, such as using refillable shampoo dispensers, actively conserving water and changing the sheets once every three days rather than daily. When we looked at explicit attitudes—that is, their conscious, purposeful beliefs—we found that people don't associate these practices with inconvenience or discomfort, suggesting consumer attitudes toward these policies are more favorable than researchers previously thought.

Our study was published in March 2024 in the Journal of Hospitality and Tourism Management .

Understanding customer attitudes is crucial to every business, as well as to market scholars like myself. It can help businesses better cater to customer needs , enhance guest experiences and promote sustainable practices . Also, by aligning eco-friendly offerings with evolving consumer expectations, businesses can contribute to environmental conservation efforts while still meeting customer needs.

Our results could help hotels and similar businesses that have been reluctant to communicate their sustainability practices to customers. Instead, our findings suggest managers should feel more confident about promoting their eco-friendly initiatives. It can actually create a more positive image for their businesses by showing they are trying to be environmentally responsible.

When we compared these explicit attitudes with participants' implicit or unconscious ones, we also found that people don't see eco-friendly policies as inconvenient. The link, however, was not as strong as their explicit attitudes, offering more evidence of a " green gap "—or the difference between how people say they feel about sustainability and what they really think.

Put another way, when people are directly asked about their feelings of sustainability, they generally say they're all for it. However, when this feeling about sustainability is measured through a psychological tool such as the Implicit Association Test , that support becomes a bit weaker—though it's still there.

Provided by The Conversation

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