Talk Shop: Design
restaurant development + design
Design Company Brands Schlotzsky’s ‘Lotz Better’
QSR Magazine
Mama Fu’s Woks And Rolls
Foodservice Equipment Reports
Schlotzsky's Finds Brand Reinvention Drives Franchise Growth, Store Sales
Restaurants & Institutions
Rethinking Redesigns
Restaurants and Institutions
A Boutique Feel
Food & Drink Magazine
Mama Fu's Cuts Build-Out Costs
QSR

Out of the Box
Lodging Magazine
Super 8 plans product improvements
Advanstar Communications Inc.
The New Hospitality
ASID Icon
The Branding Story Behind IHG's Hotel Indigo
Hospitality.net
Hotel Indigo Unveils Novel Design Concept
Hotel News Resource
Trading Up to Affordable Luxury
Stores Magazine

Design Company Brands Schlotzsky’s ‘Lotz Better’

July 28, 2011 — Schlotzskyʼs today announced it has named Back Lot Productions, Inc., an Atlanta-based company specializing in retail design and brand development, as its Vendor of the Year.

Back Lot Production owners, Bart Mills and Tracey Barker, were recognized with the prestigious honor for their creation of the Schlotzskyʼs ʻLotz Betterʼ prototype design. The first new Schlotzskyʼs ʻLotz Betterʼ prototype opened in Waco, Texas, in 2010 and was so well-received by customers that Schlotzskyʼs corporate executives made the decision to reimage all of its existing 350 restaurants with the same ʻLotz Betterʼ design.

“Back Lot Productions is composed of a superior team of talented and creative individuals who hit the mark with the Schlotzskyʼs ʻLotz Betterʼ prototype design,” Schlotzskyʼs President Kelly Roddy says. “They put forth countless hours and tremendous effort to make sure the ʻLotz Betterʼ look was a success and because of this, has helped to propel us in the fast-casual restaurant segment. We couldnʼt think of a better way to express our appreciation for their design, diligence, and dedication than by recognizing them as Schlotzskyʼs official Vendor of the Year.”

Mills, an architect by trade, and Barker, a graphic designer, focused on the unique shape of Schlotzskyʼs round bun and created a fun, quirky, and unique look. Additionally, they designed the new logo that incorporates the circle concept. All the new packaging in restaurants, updated business cards, and stationary, as well as the bright, vibrant color scheme was integrated by the duo.

“We are honored to receive this incredible recognition by such a well-known brand in the restaurant industry,” Mills says. “It is wonderful working with Schlotzskyʼs to help put ideas into action that will create a great experience for their customers. We look forward to continuing our partnership with Schlotzskyʼs for many years to come.”

Kansas City marked the first market to kick-off Schlotzskyʼs nationwide reimage initiative in March 2011 with four locations adapting the new ʻLotz Betterʼ look. Since then, restaurants throughout Colorado, Georgia, Louisiana, Texas, and Washington have revamped with vibrant colors, playful slogans, contemporary furniture and artwork. Schlotzskyʼs also has introduced a new service model where crew members hand-deliver food to the tables.

With more than 350 locations worldwide, Schlotzskyʼs continues its growth momentum by aggressively targeting markets in Texas and in untapped markets around the country including Charlotte, North Carolina; Denver; Tampa, Florida; Orlando, Florida; Kansas City, Missouri; Nashville; Phoenix; Raleigh, North Carolina; and St. Louis for multi-unit developers. Roddy added that, ideally, Schlotzskyʼs plans to have upwards of 700 locations by 2015.

Reprinted from QSR Magazine – July 28, 2011

Schlotzsky’s Finds Brand Reinvention Drives Franchise Growth, Store Sales

(PRESS RELEASE) Austin, Texas, March 23, 2010 — Fast approaching its 40th birthday, Schlotzsky’s, the home of The Original™ round toasted sandwich, has decided to shake things up in a big way. The 350+ unit fast-casual restaurant has introduced an entirely new brand image that is attracting new kinds of guests and refueling franchise growth around the country.

The brand reinvention, which is literally and figuratively “All ‘Round ‘Lotz Better,” includes a new prototype restaurant featuring vibrant colors, playful slogans, contemporary furniture and artwork, and a partnership with sister company Cinnabon that offers franchisees two brands under one roof. Schlotzsky’s also introduced a new service model where crew members hand-deliver food to the tables. Everything, from tables and chairs to circular-themed local photography featuring tongue-in-cheek phrases is contemporary and … round.

“The circle theme in our new stores centers around our signature item — our toasted sandwich on a round bun,” said Schlotzsky’s President Kelly Roddy. “In fact, about the only thing that hasn’t changed about the brand is our food. We’re still making our sourdough bread fresh daily and dressing our famous round sandwiches with the highest quality ingredients. That’s never going to change.”

The first new prototype model recently opened in Waco, TX, with eight additional new prototypes opening since and 15 more under construction. Plans are to have 60 of the new restaurants open by the end of the year and all existing restaurants to be reimaged by 2011.

By all accounts, the strategic rebranding effort has been a success. It has led to a number of multi-unit franchise deals for 20 new franchise locations. And while Schlotzsky’s core customer base has remained loyal during the reinvention, the new image has also started attracting more female guests and a younger crowd.

“Many of our longtime franchise owners see their bottom lines improving, and they see great things in Schlotzsky’s future,” Roddy said. “They are purchasing more locations and increasing their territories now while they see the opportunity is hot.” Roddy added that, ideally, Schlotzsky’s plans to have between 600 and 700 locations by 2015.

The Cinnabon partnership is also contributing to Schlotzsky’s growth. The co-branding deal, which allows for freshly made Cinnabon Classic Rolls and other treats to be sold on the Schlotzsky’s menu, has been a huge hit, with more than 50 co-branded locations up and running well, and at least 50 more expected by the end of 2010. In fact, every new franchise deal that has been signed in the past six months has been for the combined Schlotzsky’s/Cinnabon model.

To continue the growth momentum, Schlotzsky’s is aggressively targeting markets in Texas and in untapped markets around the country such as Kansas City, St. Louis, Raleigh, Charlotte, Atlanta and Florida for multi-unit developers.

“Our entire team has worked extremely hard to bring the new look and feel to fruition and already the efforts are paying off, huge,” Roddy added.

About Schlotzsky’s

Since 1971, Schlotzsky’s has been the home of The Original™ toasted sandwich. The menu has evolved with customers’ tastes to include the highest quality sandwiches, pizzas, salads, and soups available today. With more than 350 locations worldwide, Schlotzsky’s is the fast-casual choice for a quick, healthful, and fresh dining experience. Schlotzsky’s is enjoyed around the world, with restaurants in Turkey, China, Saudi Arabia, South Africa, Costa Rica, Jordan and Kuwait. Schlotzsky’s is owned by FOCUS Brands Inc.®, the franchisor and operator of over 2,200 Carvel®, Cinnabon®, Schlotzsky’s®, Moe’s Southwest Grill® locations and Seattle’s Best Coffee® on certain military bases and in international markets. For more information, visit www.Schlotzskys.com.

By Restaurants & Institutions, March 23, 2010
© 2010 Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

Rethinking Redesigns

By Allison Perlik, Senior Editor, Restaurants and Institutions
July 24, 2009

To position themselves for success in a new business climate, chains are launching prototypes that deliver more than cosmetic changes.

Every year, a new crop of restaurant chains rolls out prototypes boasting more-stylish and contemporary designs. But looks aren’t everything, especially in a particularly challenging business environment. These days, companies have broader goals in mind when it comes to makeovers.

Some operators are launching prototypes that offer lower construction costs and and shorter build times to help get units up and operating more quickly. Others are creating new designs to help them achieve concept-specific goals, such as expanding retail sales, updating the brand’s image or better positioning franchisees for success. And whether the companies are Top 400 brands or emerging chains that already have lessons of their own to share, the overall objective is a shared one: “The main goal is to maximize sales per square foot,” says Randy Murphy, president and CEO of Austin, Texas-based fast-casual chain Mama Fu’s Asian House.

Here is a look at some of the new prototypes across dining segments and the reasoning behind the renovations.

Mama Fu’s Asian House, Austin, Texas

Locations: 12

New-prototype stores open: 1

Main goal: Cost reduction, a shorter construction timeline and the creation of a design that would better reflect the brand were the top priorities for President and CEO Randy Murphy, whose Murphy Adams Restaurant Group purchased the fast-casual-by-day, full-service-by-night chain last year.

Square feet: 2,800-3,200 (no change)

Seats: 98, up from 84-90

Cost comparison: now about $600,000 vs. $730,000

Biggest cost-savers: Replacing custom casework with pre-built units, achieving a faux finish on the walls with wallpaper and using faux wood for tables and wainscoting.

Key design elements: The space is divided into two visual planes, with the section above eye level decorated in vibrant colors such as orange, blue and green and the area below in warm browns and woods with splashes of orange. Higher-backed, Asian-inspired booths and sheer panels help separate dining spaces to create privacy.

Other significant changes: The old 8-by-4 menu-board panels were replaced with 30-inch-by-30-inch squares that are less expensive to make and ship and that accommodate menu changes easily via the swapping out of plastic-coated papers in the cases.

By Allison Perlik, Senior Editor, Restaurants and Institutions – 7/24/2009
© 2009, Reed Business Information, a division of Reed Elsevier Inc. All Rights Reserved.

Mama Fu’s Cuts Build-Out Costs

February 25, 2009 — Mama Fu’s Asian House developed a new, contemporary restaurant prototype that streamlines the construction process, enables franchisees to better serve customers, and radically reduces build-out costs.

The new Mama Fu’s prototype includes more Asian-inspired colors, architectural elements, and décor. From tabletops and flooring to cabinetry, drapery, and wall coverings, the restyled Mama Fu’s provides a comfortable, beautiful, and more functional restaurant environment. Cutting the time and cost of restaurant build-out were the company’s key goals in developing the new prototype. By making wise decisions about materials and opting for a modular design, Mama Fu’s franchisees will save roughly 20 percent in start-up costs, a dramatic reduction in build-out expenses.

To ensure success in their efforts, Mama Fu’s engaged the expertise of Back Lot Productions, an Atlanta-based brand development and design firm. Back Lot utilizes a self-created philosophy called Markitecture, which is marketing a brand through the built environment to evoke the desired emotional response from consumers.

“Building on our extensive experience in the retail and hospitality industries, we were able to further develop the Mama Fu’s brand and translate it through to all customer touch points,” says Tracey Barker, co-Founder of Back Lot Productions.

“What Back Lot created here is who we are as a brand,” says Randy Murphy, President and CEO of Mama Fu’s Franchise Group. “Based on consumer research and feedback, it was clear that our vision for the Mama Fu’s brand was not conveyed within the four walls of our restaurants. Our challenge to the team at Back Lot was to close that gap and reduce cost. This new prototype accomplishes both of those goals. We now have an atmosphere that clearly communicates the Mama Fu’s story, all while providing our franchisees with a lower cost of ownership moving forward. The final product looks fantastic.”

The first Mama Fu’s location to don the new look is set to open in April at Wolf Ranch in Georgetown, Texas, with another new location opening soon after in New Braunfels, Texas.

Among the fastest growing restaurant segments, Mama Fu’s Asian House is a unique “flex casual” service model with a fast-casual approach to lunch and relaxed, tableside dinner service.

Reprinted from QSR Magazine – February 25, 2009

Out of the Box

July 1, 2007

Finding success in designing for limited service is about being creative behind the scenes

To some designers, the term limited service seems truly fitting. In many cases, designing hotels in the segment is characterized by financial constraints, stringent brand standards and a reputation for being way behind the design curve. But some designers consider the segment a welcome challenge—like a puzzle—and find creative ways to construct an environment that is distinctive and welcoming.

“In this segment, there’s a lot of sameness going on, and not a whole lot of storytelling,” says Tracey Barker, principal for Back Lot Productions, a “marketechture” firm based in Atlanta. Barker and her business partner, Bart Mills, recently developed the new look for Super 8 Motels, which was unveiled in February at an owners meeting in Las Vegas. Barker and Mills weren’t scared off by the financial constraints or limited service’s traditional position as low man on the design totem pole. “[The idea that you can’t design a beautiful hotel for the limited-service segment] is a huge excuse that’s hurt the industry,” Barker says. “There’s a great deal of potential customers who wouldn’t even consider economy lodging because of the crunchy carpet and floral bedspread and wallpaper. Would you want to stay there or somewhere that’s fresh and fun?”

John Valletta, president of the Super 8 brand, says the goal in redesigning the hotel was to appeal to a younger guest while still maintaining its customer base. “In 2006, we set out to create a revolutionary room design. It would appeal to a younger guest to create a sustainable future for the brand. The second goal was to create product that had an equal appeal to our core customers. [Barker’s] theme worked so well for this: What’s old is new again. Things that are hip because they’re retro.”

The new design prototype for Super 8 is a colorful, retro-modern concept, designed to please the core customer-baby boomers-and attract Generation Next. “Super 8 has strong roadside history, but research was showing that it was perceived as being dated. We had to capitalize on its history,” Barker says. “That brought us to talking about road trips and the things you see along the way. We started looking at things we’ve seen along the way that have transcended generations.”

Although Valletta says the goal was to revolutionize the look of the brand, attracting franchisees was always a consideration. Barker and Mills had to stay within the existing cost per key in their new designs. In designing for limited service, selecting materials carefully and with some inventiveness is paramount, Barker says. “Limited budget restrictions don’t have to scare you,” Barker says. “The floor we used is a vinyl plank. It’s cheaper than a laminate wood floor would be, and it’s bullet proof-it lasts forever. Where you’d have to refresh a carpet pretty often, you won’t have to replace this vinyl plank for 15 years.”

Handy By-Products

Since Back Lot, the company behind the design for InterContinental Hotel Group’s Indigo concept, “couldn’t afford comforters or duvet covers at that price point, instead of using standard, awful quilt things [that you see in most economy hotels], we used a two-sided bed blanket that you turn down, which exposes the contrasting color and gives the impression of a comforter turned down,” Barker says. “It allows your pillows to be touching just the sheets, not the bedspread, which is a consideration in the higher tiers, not typically in the economy segment.”

The creativity in sourcing and materials can open doors to investing in other guest amenities that have become increasingly important for limited-service guests. Kent Dahlen, senior director of Architecture & Development for Carlson Hotels Worldwide, says technology has become more important, which often means making trade-offs in other areas. “In the limited-service segment, there is more emphasis on technology and providing the technology services that Generation X and Generation Y like to see. That creates higher electrical costs, which we have to balance against something else we might have done in the building,” he says. “We have to figure out ‘How do we provide something our guests will value but still provide something the guests and franchisees will value?’”

“Sometimes we focus on the external building materials. There’s a material called thin brick—about half an inch thick—but it looks like real brick. There’s no way you could tell it’s not real brick if it’s detailed correctly.”

Exploring the Options

Although many limited-service brands want their franchisees to buy the package out of the box to ensure as much consistency from one hotel to another as possible, Barker and Mills created some options that would be better suited for urban hotels, as opposed to the roadside properties that are the majority among the Super 8 brand. This allows the designer to incorporate some regional concepts and a sense of place, which is unique for limited service, Valletta says.

Barker and Mills created a more urban look by simply tweaking the Super 8 prototype, so it would still be consistent with the rest of the brand. “We came up with this design that had a couple of different color waves. We just amped up the volume by using darker woods and a not-so-casual look in the soft goods,” Barker says. “It’s now a room that can be very soothing. The orange and pink scheme, that’s the energy scheme we put in there.”

Holiday Inn Express has a similar philosophy on giving designers, franchisees and owners the ability to customize for their particular market, says Verchele Wiggins, vice president of brand management for Holiday Inn Express, Americas. “We prefer for owners to use the Holiday Inn Express prototype, since it has been well received by the customers. However, owners can get creative on the interior and exterior of the hotel as they customize it to express the design tastes of their market,” says Wiggins. “For example, if they need their hotel to blend in with an existing development or are building an urban market high-rise, they certainly have the flexibility they need. It is a case-by-case assessment based on the owner’s needs.”

And, ultimately, the owner’s buy-in is crucial to the hotel’s success. While the Super 8 prototype has tested very well among Generation Next and baby boomers (the two target demographics), it’s the franchisees who were initially unsure about the new designs. Valletta says when the franchisees saw the prototype at the meeting in Las Vegas, some of them had questions.

But Barker says she wasn’t surprised by that reaction. “The franchisees are not used to designing for the customer. They are reacting to it, but they are not the target. They are in the age group between Generation Next and the aging baby boomer,” she explains. “We design for the customer. If the owner wants to survive and be relevant 10 years from now, they need to embrace what the customer is looking for.”

Reprinted from Lodging Magazine July 1, 2007

Super 8 plans product improvements

Publish date: Mar 19, 2007
By: Stacey Mieyal Higgins

Super 8 unveiled a retromodern prototype guestroom design by Back Lot Productions, the design firm that worked on IHG’s Hotel Indigo brand.

LAS VEGAS—Now is not the time for resting on success, according to John Valletta.

Valletta, president of Super 8 Motels, a brand of Wyndham Worldwide Corp., shared positive accomplishments with attendees at the Super 8 convention in February.

For starters, the brand moved from No. 5 to No. 3 in its competitive set in the 2006 North America Hotel Guest Satisfaction Index Study by J.D. Power and Associates.

The brand also saw $100 million in increased revenue for fiscal year 2006.

“We have made some changes, and it’s been paying off from your hard work and investment,” Valletta said. But changes must continue because expectations are changing.

Directly addressing areas that affect customer satisfaction (as demonstrated by Linda Hirneise of J.D. Power & Associates, who presented survey results) Super 8 announced the following standards: in-room coffee makers; new uniforms; name badges; a new bathroom program with curved shower rod; Hookless shower curtain and multispray shower head; upgraded SuperStart breakfast, adding cereal and milk to the menu; and mattress replacement if older than seven years or if the quality score on the mattress is lower than “moderate.”

Valletta said by creating standards around product warranties, there hasn’t been franchisee pushback.

Hirneise said breakfast was the most important hotel service to Super 8 guests.

Rosanne Zusman, v.p. of brand marketing, emphasized the importance of the improvements.

“If we don’t change, Super 8 as a brand will no longer be relevant,” she said.

The marketing department set forth a multimedia plan.

The brand will spend more than $5 million on a TV ad campaign and more than $2 million for online marketing, particularly on paid search, according to Zusman.

“We will buy more than 100,000 keywords in 2007,” she told attendees.

Super 8 also introduced a new Web site, www.Super8.com . Since its launch in September 2006, year-over-year revenue lift was 45 percent.

Prototype hype

Super 8 unveiled a prototype guestroom design that was described as “retro modern,” by the design firm Back Lot Productions, which worked on Hotel Indigo, IHG’s lifestyle brand.

According to Partner Tracey Barker, the company’s mission was to “delight the core customer and entice ‘Generation Next.’”

With robin’s egg blue on the walls, regional headboard wall art and wood laminate underfoot, the Super 8 “retro-modern” prototype steps away from the typical look of limited-service.

Valletta and Zusman said in an interview that an aspect easily brought into any guestroom would be the paint color. They planned to establish a short list of requirements.

The bed has a striped, two-sided stain-resistant cover and a platform construction.

The bath features a simple, yet unique two-tiered vanity, and an “8” themed tub surround.

Pamela Amante, owner of the Super 8 Motel in McCall, Idaho, said it’s nice to see the brand get on track with improvements. Her property is making a 30-room addition with a pool.

“We sit between ski areas in an area that is the playground of wealthy Boise,” she said. “Our Super 8 is busy and has a lodge feel. We will interpret the prototype design into our new addition if they allow us.”

Victor Solia, who owns and operates two properties with his wife, Rose, in Crystal Lake and Elgin, Ill., said improvements are good, but return on investment is a must.

“I’d put in a gold faucet as long as there was payback,” he said.

Article by Stacey Mieyal Higgins <shiggins@questex.com>
Reprinted from Chromatography Online, March 19, 2007
Copyright 2007 Advanstar Communications Inc.

The Branding Story Behind IHG’s Hotel Indigo

November 11, 2004

A retail design approach to hospitality branding

What hotels do you remember most? In most cases it’s those whose architecture, stunning lobby or sheer elegance fixed them in your memory. Almost certainty, they are high end establishments—perhaps a Michelangelo in New York, the Savoy in London, or the Bellagio in Las Vegas.

Now think of all the other hotels you’ve visited—why didn’t they resonate with you? In all probability you were subjected to a beige, non-descript lobby and remarkably unremarkable room.

Enter Hotel Indigo, a mid-market hospitality concept with a difference. Created by the design team of Barton Mills and Tracey Barker of Back Lot Productions, an Atlanta-based brand development and retail design firm, Hotel Indigo revolutionizes the travel experience for those seeking a more relaxing and nurturing experience without the premium price tag.

“This marks a departure from ‘hotel-beige’ properties, industry sameness and lack of a brand story,” said Kirk Kinsell, senior vice president, Intercontinental Hotels Group (IHG). IHG owns 3,500 hotels in over 100 countries, including such brands as Intercontinental, Crowne Plaza and Holiday Inn. The dynamic pair behind Hotel Indigo’s design and design strategy had already made its mark in the field of retail design. Mills, an architect by trade, and Barker, a graphic designer, originally joined forces seven years ago while building Hollywood Video into a national brand. Since then, they have worked together as Back Lot Productions on a variety of projects—most recently, Hotel Indigo.

“We approached the Hotel Indigo brand design concept with storytelling, visual merchandizing and environmental principles that have worked well in retail design,” says Mills.

Back Lot’s design process always begins with discovering the “heart and soul” of the brand. Once determined, Back Lot carefully selects a design system that can translate that heart and soul into the built environment. That’s when the storytelling begins.

“From that point, everything that touches the customer and employee alike speaks back to the brand,” adds Barker. “It’s never design for design sake.” At the core is the hotel’s blue/indigo color scheme, along with open plan layouts to invoke the outdoors, wall-sized murals in each room, custom designed furniture, a musical score and retail design concepts such as quarterly change-outs of reception art and signage to keep things fresh.

It all starts in the lobby, which is starkly different from typical hotels. Pergolas are utilized to bring the outdoors inside. The result is an inviting open-plan look that very much goes against the grain of today’s compartmented mid-market hotel space plans. But it’s the rooms themselves where people stay, and it’s here the designers have introduced some startling changes. Gone are wall-to-wall carpeting, mass-ordered bathtub units and boring beige. In its place: hardwood style flooring and glass spa-like showers.

Perhaps the biggest “wow!” factor is the giant photo mural in each room. Taking up the entirety of one wall, they feature over-sized and impinging images, each one speaking back to the brand in its own way. A few examples include giant blueberries, huge mosaics of beach glass, and four foot tall indigo iris blossoms.

The first property of this new hospitality branding concept opened in Atlanta this fall, followed by another that will open in the spring of 2005 in Chicago. Eventually, IHG plans to continue the roll out of Hotel Indigo franchises. “We’re targeting the upper mid-scale customer who is looking for a different experience, said IHG’s Kinsell. “This is all about affordable luxury.”

From Hospitality.net – November 11, 2004

Hotel Indigo Unveils Novel Design Concept

Retail-Inspired Brand Redefines Hotel Experience

June 8, 2004—InterContinental Hotels Group (IHG), the world’s largest and most global hotel company, today unveiled its new retail-inspired design and service concept for Hotel Indigo™, a new lodging alternative for the traveler seeking a refreshing hotel experience.

“For the first time in the hotel industry, we’re defining customers by a mindset rather than a price point,” said Steve Porter, president for the Americas, InterContinental Hotels Group. “By approaching the hotel design and services from a retailer’s perspective, we are able to cater to middle market consumers who are ‘trading up’ to higher levels of quality and taste, but still seeking value. This is the first evolution of a hotel that creates a refreshing, changing environment designed to rejuvenate travelers, not impress others.”

Based on marketplace trends, IHG used Cohort Research in combination with Simmons data to define and identify this “trading up” segment for the lodging industry and determined that more than 20 million U.S. households fit this profile. The design and service model of Hotel Indigo was created specifically to address critical attitudes of this segment that identifies itself as value shoppers, non-conformists and décor enthusiasts.

A key component of Hotel Indigo’s retail service model, developed with the assistance of Back Lot Productions, focuses on design elements that can be changed out to create a renewed environment. In guestrooms, signature murals, area rugs and slip covers will change, while public spaces will be transformed through changing artwork, directional signage and paint schemes. Using the timeless, universal design constant known as the Golden Mean, the décor incorporates imagery that conveys a warm, welcoming environment. In conjunction with the classically recognized calming attributes of the color blue, guest rooms encourage relaxation by providing a work-and-play-friendly environment, not just an “office with a bed.”

Forging a partnership with another brand based on renewal, the first Hotel Indigo will feature a preview of This Old House paint from ICI Paints. Well known and respected for its renovation skills and design savvy, This Old House also is developing an Hotel Indigo color scheme for a new This Old House paint line which will be available to consumers in the near future.

Extending the retail model from design through service, Hotel Indigo guests will be welcomed into an accommodating environment that helps them create an experience suited to their own lifestyle. A non-traditional front desk structure allows staff the flexibility to move throughout the property greeting arriving guests, as well as providing customers with the option of checking themselves in. The bistro’s seasonal, health-conscious fare can be prepared ahead for the time-conscious traveler who wishes to eat in his room or for those who wish to relax in one of the hotel’s signature oversized lobby chairs. Designed with the single traveler in mind, the chair creates a personal work or dining space within the public areas of Hotel Indigo.

“As a lifestyle brand, Hotel Indigo caters to travelers seeking unique experiences . . . not static environments,” said Jim Anhut, senior vice president, brand development for the Americas, InterContinental Hotels Group. “Everything from the changing murals to the seasonal menu allows travelers to experience Hotel Indigo in a new way time and time again.”

A brand developed primarily for conversions, Hotel Indigo is designed to fit a variety of markets in locations where a hotel might not be reaching its full potential. The first Hotel Indigo is scheduled to open in Atlanta, Ga. by the end of 2004 and will have approximately 140 rooms. The brand has a growth potential in high profile urban and close-in suburban markets like Chicago, Miami, Boston and Los Angeles.

For more information on Hotel Indigo, please visit www.hotelindigo.com.

Reprinted from Hotel News Resource – June 8, 2004