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Four Seasons Hotels & Resorts launch prestigious Dubai development

Seen on ehotelier.com, Jan 30, 2007

Four Seasons Hotels & Resorts are pleased to announce the opening of the elegant and innovative Four Seasons Golf Club Dubai Festival City.

Situated just 5 minutes from Dubai International Airport in the heart of Dubai Festival City and adjacent to Dubai Creek, Four Seasons Golf Club features the magnificent oasis-themed Al Badia golf course as well as an iconic club house, which offers numerous dining options and distinctive meeting spaces. 

Reflecting the superior standards for which Four Seasons is internationally recognised, the Al Badia course, designed by acclaimed golf course architect Robert Trent Jones II, opened in 2005 and has received tremendous feedback. Additional facilities at Four Seasons Golf Club include a world-class academy showcasing the region’s only TaylorMade Performance Lab and MATT swing analysis system; Science and Motion putting laboratory; comprehensive golf-shop; saunas and steam rooms. Members facilities include luxurious private changing rooms with personalised lockers and VIP suites featuring plasma screen televisions and lounge areas.

The focal point of Four Seasons Golf Club is a stunning club house which boasts an elegant ambience, specially commissioned art installations and spectacular waterfall views. Designed by Wimberly, Allison, Tong & Goo – the world’s number one hospitality, leisure and entertainment design firm – and inspired by the Dubai Festival City logo – the club house incorporates golden sweeping roofs, water features, blue glass and vast wooden works of art, which culminate in a central atrium.

Overlooking the 9th and 18th greens and the striking skyline of Sheikh Zayed Road beyond, the club house’s amenities include five food and beverage options ranging from casual all-day dining to exceptional Italian cuisine; distinguished members-only bar; elevated public areas and superlative banqueting facilities. There are also extensive high-tech indoor and outdoor function spaces with stunning panoramic views and experienced Four Seasons event planners on hand – all of which combine to ensure flawless occasions with exceptional cuisine and service. 

"This championship development is the 11th in Four Seasons prestigious international golf portfolio and our first golf offering within the Middle East." said Antoine Corinthios, President, Europe, Middle East, and Africa, Four Seasons Hotels and Resorts. "This is a truly magnificent facility which will enhance Dubai's inbound tourism appeal and which will be marketed internationally through the Four Seasons global network."

The launch of Four Seasons Golf Club pre-empts the development of the Four Seasons Hotel Dubai Festival City, planned for opening in 2009.  The property will feature 325 rooms and villas, a destination spa, numerous restaurants and a range of conference and banqueting facilities and, with its waterfront location and proximity to Dubai's business hub, is expected to become one of the most important in the Four Seasons seven-strong Middle East property portfolio.

Four Seasons is dedicated to perfecting the travel experience through continuous innovation and the highest standards of hospitality.  From elegant surroundings of the finest quality, to caring, highly personalised 24-hour service, Four Seasons embodies a true home away from home for those who know and appreciate the best. The deeply instilled Four Seasons culture is personified in its employees – people who share a single focus and are inspired to offer great service.  Founded in 1960, Four Seasons has followed a targeted course of expansion, opening hotels in major city centres and desirable resort destinations around the world. Currently with 73 hotels in 31 countries, and more than 25 properties under development, Four Seasons will continue to lead the hospitality industry with innovative enhancements, making business travel easier and leisure travel more rewarding.

Major hotel brands see big opportunity in Asia

Seen on ehotelier.com, Jan 30, 2007

Major hotel brands, expecting another year of rising profits in the United States, have set their sights on Asia as the next big market for the lodging industry.

InterContinental Hotels Group Plc, the world's largest hotelier which also operates Holiday Inn and Crowne Plaza hotels, "is investing in our brands and diversifying geographically. We're strong in east Asia," Andrew Cosslett, chief executive of the company, said on Tuesday at an industry conference held in Los Angeles.

He said InterContinental already is the top hotel company in China as well as Japan, where last year it acquired a majority stake in All Nippon Airways Co.'s hotel management unit.

Others are angling for market share.

"China is an enormous opportunity for us," said Steven Rudnitsky, president and CEO of Wyndham Worldwide Corp.'s hotel group, which also operates brands like Days Inn and Ramada.

He said China's first Wyndham hotel is slated to open later this year and the company's Super 8 economy chain has proven particularly popular.

"Eight is a very lucky number for China. Our partner has opened 50 properties so far," Rudnitsky said.

Hilton Hotels Corp. which earlier this year acquired its British namesake and international rights to the Hilton name, also has big plans for Asia, including India and China.

Investing in India, with its "long history of English law," is more straightforward than China, which requires more caution, said Hilton President and Chief Operating Officer Matthew Hart.

Cosslett said China's government has "a long-term mission" to manage social development so they are not thrown out of power like the Communist regimes of Eastern Europe.

The plans include infrastructure projects and airline routes linking rural areas with China's developed eastern coast, he said.

"They want to be, and will be, the dominant economic force on this planet for the next 50 years," the InterContinental CEO said.

Source: REUTERS

Global business double-digit growth

Seen on 4hoteliers.com, Jan 24, 2007

Global hotel performance data for 2006 shows that all regions – Asia, Central & South America, Europe and the Middle East – enjoyed double-digit growth in revenue per available room (revPAR).

The Middle East, led the way for the third consecutive year – posting stronger growth than any other region at 16.5%. Although this was not as strong as in 2005 it is still impressive given the political unrest and terrorist attacks witnessed over the last 12 months. Hotel performance across the region continues to be driven by average room rates – which shot up 17.8% in 2006 to reach US$142.

2006 also proved to be another good year for hoteliers in Central and South America. With the region exceeding the global average for tourist arrivals during 2006 – up over 8% – the hotel industry is reaping the benefits. Overall Central and Southern America reported a 13% increase in revPAR in 2006 as average room rates soared by 12.3% to US$122. Consequently with hotels performing well - the level of investment in the market is on the rise with many international hotel chains increasing their presence across the region. Cities such as Buenos Aires, Caracas and Santiago all saw increases in supply during 2006.

Hotels in Europe had a remarkable year in 2006 – with revPAR up by 12% to US$102 - almost double the growth achieved in 2005. As well as improved economic conditions, Europe has also staged some of the most enticing sports spectacles from the Winter Olympics in Italy to World Cup in Germany and the America’s Cup in Spain. Lovers of music and art have also travelled to the region to celebrate the work of Rembrandt, Picasso and Mozart.

Asia Pacific was dealt some tough cards in 2006 - the earthquake in Yogyakarta, the terrorist attacks on Mumbai’s commuter trains and more recently a series of bomb explosions in Bangkok over the New Year celebrations – however, despite this the region has once again come up trumps with revPAR up 11%. Growth across the region is being fuelled predominately by markets in the South – in particular India which saw revPAR increase by over 30% in 2006.

Lorna Clarke, Executive Director of HotelBenchmark™ at Deloitte commented: “2006 has been an excellent year for the hotel industry with all regions managing to achieve double-digit growth – and many seeing this for the second and third consecutive year. The combination of robust economic performance, high profile international events, the growing popularity of newly emerging tourism destinations, coupled with people's increasing desire to travel and experience new things – have all been key in driving performance forwards. The outlook for the hotel market in 2007 looks good – however the rate of growth is likely to slow. This is very much in line with global economic and tourism indicators – which both show performance cooling slightly this year. Also markets such as Europe simply do not have the number of high profile events taking place in 2007 as they did last year.”

Source: HotelBenchmark™ Survey  by Deloitte

Hilton plans Waldorf-Astoria in Beverly Hills

Seen on ehotelier.com, Jan 24, 2007

(Reuter) Hilton Hotels Corp. and Beverly Hilton-owner Oasis West Realty LLC announced on Thursday plans to redevelop the hotel and build a 120-room Waldorf-Astoria hotel as well as condominiums on the nine-acre Beverly Hills, California property.

The companies said the $500 million project, which is still subject to approval by the city, will include "new world-class architecture," 4.5 acres of gardens, open space and an outdoor public art collection.

Beny Alagem, chairman of Oasis West and owner of The Beverly Hilton, said the urban property, which hosts Hollywood events such as the Golden Globe Awards, would be turned into a garden environment.

"This is a big investment. We hope we will have a good return," he told Reuters.

Hilton, which is headquartered in Beverly Hills, said the Waldorf-Astoria Beverly Hills will be the first new-build hotel for the luxury brand on the West Coast.

"The location here is just so great. It's a perfect fit for us," said Matthew Hart, the company's president and chief operating officer.

Hart, who was named to Hilton's board on Thursday, is thought to be a potential successor to Hilton Chief Executive Stephen Bollenbach, who is stepping down from the post at the end of this year.

The Beverly Hilton, which recently completed an $80 million renovation, will eventually become a 402-room hotel with new rooms, an upgraded conference center and a new entry.

Each hotel will be operated and managed by Hilton.

The long-term plan includes traffic improvements, the creation of 500 percent more open space and gardens and three new buildings containing 120 new luxury residences that will share hotel amenities such as room service and catering.

At today's real estate prices, the 3,500-square foot condos would sell for $3.9 million to $4.4 million, Alagem said.

"This will be the ultimate luxury ... the whole issue of hotel services is something that the public is asking for," he said.

Alagem said plans for the project and an environmental impact study will go to the Beverly Hills City Council this summer, with construction likely to take two to three years after the plans are approved.

The companies said the $500 million project, which is still subject to approval by the city, will include "new world-class architecture," 4.5 acres of gardens, open space and an outdoor public art collection.

Beny Alagem, chairman of Oasis West and owner of The Beverly Hilton, said the urban property, which hosts Hollywood events such as the Golden Globe Awards, would be turned into a garden environment.

"This is a big investment. We hope we will have a good return," he told Reuters.

Hilton, which is headquartered in Beverly Hills, said the Waldorf-Astoria Beverly Hills will be the first new-build hotel for the luxury brand on the West Coast.

"The location here is just so great. It's a perfect fit for us," said Matthew Hart, the company's president and chief operating officer.

Hart, who was named to Hilton's board on Thursday, is thought to be a potential successor to Hilton Chief Executive Stephen Bollenbach, who is stepping down from the post at the end of this year.

The Beverly Hilton, which recently completed an $80 million renovation, will eventually become a 402-room hotel with new rooms, an upgraded conference center and a new entry.

Each hotel will be operated and managed by Hilton.

The long-term plan includes traffic improvements, the creation of 500 percent more open space and gardens and three new buildings containing 120 new luxury residences that will share hotel amenities such as room service and catering.

At today's real estate prices, the 3,500-square foot condos would sell for $3.9 million to $4.4 million, Alagem said.

"This will be the ultimate luxury ... the whole issue of hotel services is something that the public is asking for," he said.

Alagem said plans for the project and an environmental impact study will go to the Beverly Hills City Council this summer, with construction likely to take two to three years after the plans are approved.

Real Estate Intelligence: Hotel Boom, No Bubble

Seen on forbes.com, Jan 19, 2007

By Peter Slatin, Forbes/Slatin Real Estate Report

If you've had to rent a hotel room in Manhattan, Washington, D.C., Los Angeles or just about anywhere in Hawaii over the past year or so, then you’ve felt the pain that is being experienced as gain by hotel investors.

The hunger for hotels was typified by five major public-to-private entity-level sales in 2006, including the acquisition of both La Quinta and MeriStar by Blackstone. And it continued without a blink in mid-January, as CNL Hotels & Resorts, an unlisted public Real Estate Investment Trust (REIT), announced its $6.6 billion disposition to funds controlled by Morgan Stanley Real Estate.

So many investors have been crowding into the hotel market that the sector posted record sales volume for the third straight year in 2006, according to a new study to be released Jan. 22 by Jones Lang LaSalle and given to Forbes.com for an exclusive peek.

And investment vectors are robust enough, say the study's authors, that the trend--which saw $32.4 billion in hotel trades in 2006--is likely to continue for at least another year.

Several factors are contributing to the relative feeding frenzy for hotel assets, but their convergence is what really sets the current market apart from previous cycles, in this most cyclical of property types.

"Low interest rates, strong industry fundamentals, a glut of capital and less attractive opportunities in other asset classes, will remain constant through 2007," write the study's authors, JLL Hotels CEO Arthur Adler and Senior Vice President Kristina Piader.

At the same time, they say, "lodging demand is expected to remain ahead of the escalating supply pipeline"--a positive imbalance for those seeking to share in the gain rather than the pain.

The "capital glut" isn't limited just to principals; lending sources are eager to get in on the game. Indeed, the study notes, "competition among lenders to finance hotel acquisitions has driven financial institutions to continue to ease lending standards, increase loan-to-value ratios, and decrease loan spreads despite the minor increases in interest rates in 2006."

But for history buffs familiar with the real estate markets of the late 1980s and early 1990s, such conditions lend unease to the easy fluidity of the borrowing market, because they appear to describe the conditions for a perfect storm of overinvestment. However, JLL Hotels' Art Adler, whose group sold more than $4 billion of hotels last year, doesn't see it that way.

"What makes this cycle different," he says. "What has hurt in the past has been overbuilding, and that's not an issue today. Nobody's talking about a glut of construction."

Although demand is expected to grow along with the economy and to keep pace--at least--with inflation, both construction and land costs continue to escalate. So even though investors are paying more for hotels than they have in the past, costs "are still at or below construction cost. There's a lot of debt capital for acquisitions, but not a hell of a lot for new development," says Adler.

Another change since the industry's last serious downturn, insists Adler, include greater transparency due to increased information from hospitality research companies.

Even as the appetite for investment has kept growing, so, surprisingly, has the ability of legacy owners to feed that appetite. Public, non-REIT hotel companies like Starwood     and Hilton have made concerted moves to divest themselves of their real estate in order to concentrate on higher margin operating businesses, says the report.

This operationally focused "pure play" activity allows the non-REIT companies to achieve "the bulk of their earnings through the high margin nature of fee-based management revenuesin relation to the more volatile, higher risk/reward nature of direct ownership," the report explains.

The strategy allows the companies to pay down debt and perhaps buy back shares to boost stock prices, both of which should continue this year.

Hotel REITs like FelCor and Diamondrock Hospitality also got in on the action, according to the report, and spun off a whopping 15% of total assets in 2006 to the hungry private-equity players.

These investors have access to higher levels of leverage and can be more aggressive in undertaking turnarounds. Thus, notes the report, "Private equity funds will remain focused on acquiring underperforming assets in secondary and tertiary markets with repositioning opportunity."

For their part, the REITs that once turned to wide-ranging portfolio acquisitions to bulk up earnings can now fine-tune their portfolios with higher quality hotels in stronger markets.

Interestingly, two different types of investors emerged in 2006, notes the JLL report. First, where traditional investors have sought to hold onto assets for 3-to-7 years, last year saw the arrival of a "new breed" of short-term investor with a two-year exit strategy (hotel flippers, in essence, says JLL's Paider), "resulting in a dramatic impact on the transaction market by furnishing a constant flow of assets" for purchase.

That churning of hotels also contributes to the increased buying activity, forcing prices higher and yields lower. And that brings in another investor type: primarily overseas buyers who are prepared to accept lower yields on longer-term deals.

As hotels move into the fourth year of recovery from the aftermath of Sept. 11, 2001, and the post-tech-bubble recession, an alignment of demand growth and supply constraints put the sector in a positive, perhaps even stabilizing mode for hotel operators.

The JLL Hotels report notes that "with RevPAR (revenue Per Available Room, a key hospitality sector indicator) growth continuing to mirror GDP [gross domestic product] growth, and GDP growth still on an upward curve, RevPAR is anticipated to parallel this upward trend, albeit at a slower rate."

At the same time, the pressure of increasing investment capital against a defined investment pool will continue to push up prices.

What to watch out for? Of course, geopolitical uncertainty is no joke these days, and can impact hotel operations and values in the blink of any eye; natural disasters can have the same effect. Even though "it's still too soon" in New Orleans, says Adler, the city has investment potential because of its tourist and convention business "if you can get a good buy."

The global crush of debt looking for a home is also unsettling, and we have seen that spigot turn off faster than you can say "average daily rate" or even "occupancy."

Peter Slatin is editor of the Forbes/Slatin Real Estate Report. Click here to learn more about this newsletter and its real estate model portfolios.

Ein Empire-Hotel für St. Pauli

Gelesen in "Hamburger Abendblatt", 19. Januar 2007

Noch ist das Empire-Riverside-Hotel auf dem Bavaria-Gelände auf St. Pauli eine Baustelle, doch vom Spätsommer an werden hier die ersten Gäste erwartet. Bereits jetzt liegen feste Buchungen vor. 15 der insgesamt 21 Stockwerke sind im Rohbau bereits fertig, die Fassade aus Baubronze ist bis zur fünften Etage größtenteils montiert. Im viergeschossigen Sockel liegt der später öffentliche Bereich mit seinen Restaurants, Konferenzräumen, einem Spa- und Wellnessbereich und dem Ballsaal. Zentrum ist die bis in die dritte Etage offene Lobby, die von Galerien umgeben ist.

Das 90 Meter hohe Hotel wurde von Stararchitekt David Chipperfield entworfen. Da der Sohn von Geschäftsführer Andreas Fraatz denselben Vornamen trägt und die Davidstraße gleich um die Ecke liegt, gilt der Name als Glücksbringer: So wird die Bar im Erdgeschoss David's Lobby Bar & Kaminzimmer heißen. Im 21. Stock ist als Highlight eine rundum verglaste Panorama-Bar geplant.

             

Der Hotelgast wird mit einem der schnellsten Fahrstühle der Stadt (vier Meter pro Sekunde) durchs Hotel befördert. Er wohnt in einem der 328 Zimmer, die mindestens 23 Quadratmeter groß sind und zwischen 149 und 259 Euro pro Nacht kosten. 90 Prozent der Zimmer bieten einen beeindruckenden Blick auf Elbe oder Innenstadt.

Morgan Stanley kauft Hotel-Fonds

Gelesen im "Handelsblatt", 19. Januar 2007

Morgan Stanley Real Estate kauft für 6,6 Mrd. Dollar den auf Hotels spezialisierten Investmentfonds CNL Hotels & Resorts. Zu den CNL-Immobilien gehören auch drei Waldorf-Astoria-Hotels der US-Kette Hilton.

HB NEW YORK. „Wir sind überzeugt, dass diese Luxushotels extrem schwer nachzuahmen sind und deshalb ein exzellentes Wachstum verzeichnen werden - durch zunehmende Firmen-Gruppenreisen und Freizeitreisende auf der Suche nach einem einmaligen Erlebnis“, erklärte Morgan Stanley Real Estate am Freitag.

Die Morgan-Stanley-Sparte zahlt je Aktie 20,50 Dollar in bar und übernimmt dabei auch die Schulden des Unternehmens. Vor dem Abschluss werde CNL 51 Liegenschaften im Wert von 2,4 Mrd. Dollar an Ashford Hospitality Trust verkaufen, hieß es weiter. Die Übernahme von CNL soll im zweiten Quartal 2007 abgeschlossen werden.

The New Sophisticated Spa

Seen on hotelinteractive.com, January 16, 2007

By Francine Cohen

For most travelers, WiFi access is almost expected and pillow menus have become passé, so what’s to set a hotel apart from the competition? A great spa, for one.

Offering an opportunity to recharge, and treat what ails you, hotel spas are a strong selling point for guests, and a great source of revenue. At least 1,218 hotel resorts think so, that’s the number of hotel/resort spas found in the United States, according to the International Spa Association. And each year more hotels add spas to their plans or revamp existing spas.

According to experts, a run of the mill spa won’t succeed in today’s demanding market that champions the luxury of comfort. Modern spa goers expect to be transported beyond a mere room where they are scrubbed and rubbed for an hour or more, so the day of one beige room set aside for the occasionally requested massage is long gone. In today’s market it pays to set aside thousands of square feet in order to offer clients the ultimate in luxuriously pampering treatments. Rich colors and warm woods have replaced the pale green and minimalist décor of the past and guests paying $100 or more for treatments expect generously appointed locker rooms and a relaxing lounge area stocked with amenities. Savvy consumers want their spas to be spotless and sparkling. They also want something intangible that they can’t carry home in a bag and that’s a sense of tranquility and peace, plus a little fun.

At the newly renovated WET, The Spa at Treasure Island in Las Vegas all 15,953 square feet have been rededicated to bring out the fun aspect of spa-ing. Menus are breezy, clear and devoid of spa jargon. And WET sets itself apart by being the only spa on the Strip to offer specialized evening treatments that rejuvenate for an exhilarating night out (The Heiress, a rich golden scrub, wrap and massage followed by a sprinkling of real gold dust) to a relaxing night in (Sleepy Town Massage incorporating chamomile, marjoram, rose and geranium).

Even in the tropics where the living is easy, spas need to be updated now and again. At Half Moon Resort they are building a whole new spa complex, Fern Tree Spa at Half Moon Resort. Spa Elder, Sara Gray describes the new facility that should open in April 2007 as a resort within a resort and says, “It’s about serenity and balance within the body.” Fern Tree will have its own pool and be interactive with the environment, offering signature treatments like the Jamaican Bush Bath outside. The herb garden, where many of the treatments are grown, will include a relaxation area and Sara will work with guests to put packages together that address everything from individual health concerns to pure relaxation.

A relaxing environment is a must, as are treatments that produce results. Alexis Ufland, President of spa consultancy Lexi Design and founder of Sparty (on location spa parties) notes that hotels can address the needs of all guests while still leveraging their space, “A hotel is fortunate; they can accommodate the business traveler during the week and the local guest on the weekends. This is a profitable scenario for a spa and one that does not happen in a regular day spa. Make sure that the spa has a mix of services for both clients. The hotel guest is usually on vacation and is interested in a service that is more about relaxation and luxury. A guest from the local community is viewing the spa as a once a month visit, more like maintenance, they are looking for results oriented services. Think an anti-aging facial versus a coconut mango scrub. One is very vacation oriented and one is something you would get on a monthly basis. Hotels are starting to group book services for groups and it is difficult to accommodate. Make sure that you build your spa rooms to be multi purpose and create an IN-room program for overload.”

Whether you’re building a combination spa and night spot like the GSpa at NYC’s Gansevort Hotel, partnering with a known brand like The Venetian did when it brought in Canyon Ranch or starting from the ground up with your own concept do it right and your guests will thank you. Quite possibly by walking into walls in a relaxed stupor, but it’s a sure sign their experience in your spa was a good one.

Die Mittelklasse stirbt

Gelesen in "Rolling Pin", Januar 2007

Ist das klassische Dreisternehotel ein Auslaufmodell? Die aktuelle Entwicklung auf dem Hotelmarkt deutet darauf hin.

               

    Wir leben in einer Zeit der Widersprüche. Davon ist auch die Hotellerie nicht ausgenommen. Besonders deutlich macht sich das an einem Trend bemerkbar, der das Hotelangebot in unseren Breiten wohl nachhaltig verändern wird: Einerseits nimmt die Zahl an Luxushotels kontinuierlich zu, andererseits schießen Economy-Betriebe wie Pilze aus dem Boden. Zwischen den beiden Segmenten droht mittelfristig eine gähnende Leere. Sepp Schellhorn, Präsident der Österreichischen Hoteliervereinigung (ÖHV): „Der High-Luxury-Kick boomt ebenso wie das Low-Cost-Erfolgserlebnis. Die Mittelklassehotels wird es dagegen bald nicht mehr geben, wenn es nicht rechtzeitig gelingt, ein klares Konzept zu finden.“ Seit langem wird die Hotellerie in Österreich, Deutschland und der Schweiz durch ein System zwischen einem und fünf Sternen kategorisiert, das eine klar definierte Leistung zu einem bestimmten Preis verspricht. Der Gesamteindruck, der Erhaltungszustand und die Sauberkeit eines Betriebes sind Voraussetzung für die Aufnahme in die Hotelklassifizierung. Darüber hinaus sind die Qualität der Dienstleistung, das äußere Erscheinungsbild, hoteleigene Freizeit- und Zusatzeinrichtungen sowie die Zufriedenheit der Gäste von Bedeutung.

Der Griff nach den Sternen

Die Statistik gibt Sepp Schellhorn Recht. Laut ÖHV lässt sich seit Jahren ein Trend in Richtung gehobener Hotellerie beobachten: Gab es im Jahr 2000 noch 5718 Drei-sternebetriebe, so waren es 2004 nur noch 5521. Im selben Zeitraum stieg die Zahl der 4- und 5-Sterne-Hotels von 1769 auf 2049! Schellhorn: „Für die steigende Nachfrage der Gäste nach dem Luxussegment sind zwei Faktoren verantwortlich: Einerseits lösen die Tour Operators durch ihren Preisdruck eine Preisspirale nach unten aus, so dass das Topsegment für den Gast erschwinglicher wird. Andererseits hat sich das Urlaubsverhalten der Menschen verändert: Man wünscht sich den ultimativen Kick und gönnt sich lieber drei oder vier Tage Luxus als ein oder zwei Wochen Bescheidenheit. Darauf hat die Mittelklasse nicht die richtigen Antworten.“ Für den Run der Hoteliers nach dem vierten Stern sind aber nicht nur die Gästewünsche verantwortlich. „Dass die meisten Dreisternebetriebe in die Viersternekategorie drängen, liegt zum einen an einer verständlichen Eitelkeit der Hoteliers: Jeder möchte ein möglichst tolles Hotel haben – und wenn sein Dreisterne-betrieb ohnehin renovierungsbedürftig ist, dann investiert er lieber gleich ein bisschen mehr und baut ihn zu einem Vier-sternehotel aus. Zum anderen ist dieser Trend aber auch darin begründet, dass sich die großen Reiseveranstalter eher in Richtung Viersternesegment orientieren und den Hoteliers den Eindruck vermitteln, in dieser Kategorie erfolgreicher zu sein.“

Berlin-Alexanderplatz: Neues Vier-Sterne-Hotel entsteht

Gelesen in "Der Tagesspiegel", 05. Januar 2007

Der Alexanderplatz wird noch internationaler.Nach der portugiesischen Firma Sonae Sierra, die zurzeit das Einkaufszentrum Alexa errichtet, zieht es jetzt auch die spanische Hotelkette Sol Melia an den Platz.

Berlin - Sol Melia will nach Informationen der "Berliner Zeitung" ein Vier-Sterne-Hotel mit 421 Zimmern auf dem Grundstück zwischen Gruner- und Rathausstraße betreiben. Es soll für rund 60 Millionen Euro an der Stelle des früheren DDR-Gesundheitsministeriums hinter dem Cubix-Kino gebaut werden. Der 13-stöckige Ministeriumsbau steht seit Jahren leer und soll für den Neubau abgerissen werden.

Bauherr des neuen Hotels ist die Projektentwicklungsgesellschaft Gold.Stein aus Frankfurt am Main. "Wir möchten mit den Arbeiten im Frühsommer dieses Jahres anfangen", sagte Gold.Stein-Geschäftsführer Erhard Ellenberger der Zeitung. 2009 soll das Hotel fertig sein. Sol Melia will das Gebäude mieten. Zurzeit befinde man sich "in der Unterzeichnung des Mietvertrages", sagte Ellenberger.

Jahrelange Planung nötig

Der Geschäftsführer von Sol Melia in Deutschland, Markus Steiner, bestätigte das Interesse für den Alexanderplatz. "Die Lage ist einmalig", sagte er. Ziel seines Unternehmens sei es, nach der Eröffnung des Sol-Melia-Hotels an der Friedrichstraße im Oktober vergangenen Jahres ein zweites Hotel in Berlin zu betreiben.

Die Planungen für das neue Hotel laufen dem Blatt zufolge schon seit zwei bis drei Jahren. Schwierigkeiten bereiteten die notwendige Überbauung eines U-Bahn-Tunnels sowie ungeklärte Entschädigungsfragen für das frühere Wertheim-Grundstück. Inzwischen sind die Probleme beseitigt. Zum Jahreswechsel einigten sich die Vertreter der Wertheim-Erben mit dem Bund auf eine Entschädigung.