Super luxury hotels stand apart (page 1 of 2)

In the hotel world, "luxury" can mean unique, individual, exceptional service, elite clientele, spectacular settings, impeccable service, profitability - or all of these things at once.

But after a 12-hour trek across a hot desert on the back of a camel, luxury means a cold shower and a soft cushion.
Whether it is a luxury hotel or a no-star motel, there is one principle that must not be forgotten throughout the design process. As architect Tim Battle explains, "Hotels sell a place to sleep with somewhere to wash and freshen up. Anything else is extra."

Giles Sheppard, who manages what could be considered the epitome of luxury, the Ritz in London, has a very definite view of what makes a luxury hotel. "Good service in well-designed surrounds, open to anyone who can pay." However, in a discussion at a recent European hotel design conference in London it became apparent the issue is wholly subjective. In Sheppard's view, "Designers design what they think is luxury, which is not necessarily what the paying customer wants.

"The Ritz is not ostentatious. Living standards are improving all the time; therefore hotels need to be at least equal if not better. The hotel's job is to sell sleep, so the bed, above all else, must be comfortable, followed by an efficient bathroom."

Terry McGinnity, general manager of interior design consultancy GA Design, concurs on the latter point: "People are more aware of what they want these days. The hotel needs to give a unique experience, something different. There has to be the appropriate mix of location, design and service."

However, he believes that design plays a far larger part than hotel operators believe. So what do hotel owners look for? Can luxury make money?

McGinnity says, "Hotel owners rarely ask for luxury. The Sanctuary Santa Rosa in Italy, one of our current projects, will provide a special luxurious experience, but the owner has never mentioned luxury as a requirement."

The Sanctuary Santa Rosa Amalfi project is a conversion of a 15th-century Italian convent into a discreetly luxurious resort. Its design ensures that guests will not see the back-of-house activities. Sheppard, who, prior to his job at the Ritz, managed the Dorchester and the Savoy, says, "Space has become an ever more important commodity."

As the market is forever evolving and expectations continually rising, refurbishments are inevitable. McGinnity is of the opinion that it has to be different for luxury hotels. "Luxury design should have a long shelf life."

The Ritz in London has just undergone a seven-year renovation, which has cost £40 million. Upgrading of the bathrooms in the 133-room hotel cost £35,000-40,000 - they are solid marble, after all.

Almulla Enterprises, the owner of the Sheraton Dubai Creek Hotel and Towers, has spent $20 million on renovations over the past five years. It now has a brand-new look and more Creek-view rooms. While some of the major hotel operators are not necessarily aiming for the luxury market, Aman resorts have a strong luxury image.

Giles Sheppard considers the Amanjena the "epitome of luxury." Seven kilometers outside Marrakesh, it has 34 pavilions set in an oasis of palms and old olive trees. Although it only has 48 rooms, Sheppard says it has space, style and beautiful bedrooms.

"It is mind-blowingly fantastic, but with only 48 bedrooms it probably won't make money in 2,000 years." As room rates start at $900 per night, he might be wrong.

In the Middle East no expense is spared in achieving dreams.