1 Hotel cover.indd - Nicola Cottam

Hotel Report Guide 

to UK Branded Hotels 

Current trends and future 

prospects for the Industry 

Published: March 2007 

Editor: Graeme Aymer 

Published by William Reed Business Intelligence 

Broadfi eld Park, Crawley 

West Sussex RH11 9RT 

Tel: +44 (0)1293 846579 

Fax: +44 (0)1293 846577 

enquiries@wr-bi.co.uk 

www.wr-bi.co.uk 

© William Reed Publishing Ltd 2007 

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contents 

Contributors 1 

Editor’s introduction 4 

Industry overview 6 

Hot Concepts 13 

Starwood ‘1’ environmental hotel 13 

NiteNite 15 

Dakota 17 

City Inn 19 

Key Issues 21 

The Environment 21 

Benchmarking 25 

Sale and Leaseback 29 

REITS: an overview 32 

REITS: challenge for hotels 36 

Legislation: Tax 39 

Legislation: Employment Law 43 

Branding 45 

Franchising 49 

Human Resources: Recruitment 53 

Human Resources: Remuneration 56 

Mixed Use Developments 59 

The Gambling Act and Hotels 62 

2012: The Olympic Myth 65 

2012: The Olympic Challenge 69 

Technology 71 

The Internet 75 

World View 78 

Overseas expansion 78 

Round up of Overseas Market 81 

Comment 88 

Hilton 88 

Travelodge 90

contributors 

Graeme Aymer is a freelance journalist 

with eight years’ experience 

covering such topics as technology, 

design, hospitality and genealogy. He 

has previously written for a range of 

publications including M&C Report, 

Hotel Report, Computer Arts, MacFormat and Your 

Family Tree. 

Phil Cain, a regular Hotel Report contributor, 

is a freelance journalist whose 

work appears in the Economist, FT, 

Guardian and Wall Street Journal. He 

is founding editor of Clear Profit the 

leading title for investors and investees 

aiming to deliver competitive financial returns while furthering 

social, environmental and political causes. 

Nicola Cottam has been a business 

journalist for 10 years with a background 

in food and drink retailing. 

She worked at William Reed Publishing 

for nine years – at The Grocer and 

latterly as features editor on Convenience 

Store magazine - before turning freelance 18 months 

ago. Since then she has broadened her sphere of expertise 

into food nutrition and the leisure and catering industries. 

Nicola regularly contributes features to a range of food 

and drink publications including The Grocer, Marketing 

and speciality food magazine Fine Food Digest. 

Bob Cotton OBE has been chief 

executive of the British Hospitality 

Association, since January 2000. 

Before his appointment, he spent a 

year as tourism adviser to the Department 

for Culture, Media and Sport. A 

Contributors 

graduate of the University of Surrey, gaining a BSc in hotel 

and catering management, he joined Gardner Merchant 

(now Sodexho UK), working in various parts of the UK 

and abroad. At the time of his move to the DCMS, he was 

director of communications and strategic development, 

UK and abroad, for Sodexho UK. 

Katherine Doggrell started her 

career at the Financial Times after 

graduating from City University’s 

school of journalism, specialising 

in finance. She has a broad range of 

experience across journalism, working 

at a number of prestigious titles including Business 2.0, 

Time Out, Q, Mojo and on the launch of Future Publishing’s 

CreateOnline. In four years at Hotel Report, Katherine 

has developed an in-depth knowledge of the sector. 

Stuart Dredge is a technology journalist 

with eight years’ experience 

working on a variety of publications, 

including T3, Official Dreamcast 

Magazine, Cr@ateOnline and 

Mobile Choice. 

Most recently, he worked as an editor and analyst at 

Informa Telecoms & Media, covering the mobile entertainment 

sector, including games, music and social networking/communities. 

He went freelance in July 2006, and now writes regularly 

for trade and consumer publications on consumer 

technology, mobile entertainment and Web 2.0 developments. 

He also writes weekly technology interviews 

for Tech Digest (www.techdigest.tv), and is the mobile 

games editor for Pocket Gamer (www.pocketgamer. 

co.uk). Recent freelance commissions include features 

for New Media Age, MusicAlly, T3 and work for Future 

Publishing’s contract publishing division, Future Plus. 

March 2007 Hotel Report Guide to UK Hotels l © William Reed Publishing 1

Wendy Granditer has been a journalist 

for 15 years, and in that time has 

contributed news and features to a 

range of publications including Hotel 

Report, Sky and Sugar 

Peter Hackleton is a senior manager 

in the corporate tax team at Deloitte 

and advises a number of major 

organisations on all aspects of corporate 

tax. He has a broad scope of 

experience including tax structuring 

assignments in a number of jurisdictions, transactions 

work as well as significant UK compliance and consulting 

assignments. A member of the Sports Business Group, 

Peter is one of the authors of the Deloitte Annual Review 

of Football Finance. 

Janet Hanson is the Senior Corporate Communications 

Manager for Visit London - the official visitor organisation 

for London. She is responsible for the profile of organisation, 

Visit London’s input into tourism plans for the 

2012 London Olympic and Paralympic Games - working 

closely with all the key bodies including LOCOG (London 

Organising Committee for the Olympic Games) - and 

promoting Visit London’s dedicated analysis function 

which, amongst other things, compiles regular data about 

hotel developments across London. With over 10 years 

experience in the PR industry working on campaigns and 

projects for consumer PR agencies, within the education 

sector, and now for Visit London, she has a accumulated 

a wealth of expertise in a range of industries. 

Tim Helliwell is Head of Hotel 

Finance, Business Banking Barclays. 

He became the head of Barclays’ 

Hotels team in 2006 and has responsibility 

for the Bank’s business hotel 

customers within the UK and Western 

Europe. Tim has worked with the hotels team over the 

last five years. He first joined Barclays in 1990 following 

Contributors 

the completion of a graduate-training programme. Since 

then he has undertaken a number of roles within Barclays, 

around the UK, where he has honed his skills in within 

corporate sector customer management. 

Tom Jenkins is the Executive Director 

of the European Tour Operators 

Association (ETOA), which represents 

tour operators and their suppliers 

at European level. It promotes 

greater awareness of the benefits 

provided by the group travel industry and influences 

European tourism policy and legislation. He has been 

responsible for championing tourist access to historic 

cities, for initiating a Europe-wide coach safety code and 

for leading a campaign that successfully blocked changes 

to EU VAT legislation that would have jeopardised 5,000 

tourism jobs in Europe. 

Christopher Mumford is Managing 

Director of HVS Executive Search in 

London and specializes in executive 

search and compensation consulting 

for clients in the hospitality industry 

throughout Europe, the Middle East 

and Africa. A regular speaker on industry related issues, 

Chris is a frequent author of articles on executive selection, 

compensation trends, and general Human Resources 

topics affecting the hospitality industry. A selection of 

hospitality clients include Emaar (Armani) Hotels & 

Resorts, Fairmont Hotels & Resorts, Hilton Hotels Corporation, 

Mandarin Oriental Hotel Group, Maybourne 

Hotel Group, Morgan Stanley, Sama Dubai, The Stein 

Group and Rezidor Hotel Group. 

Mark Nichols is a tax partner at CMS 

Cameron McKenna advising on all 

aspects of UK and international commercial 

tax matters, including both tax 

planning and transactional/structuring 

advice. He is a core member of the 

CMS and Cameron McKenna hotel teams, advising on tax 


leveraged, fund and other transactions for significant hotel 

players. His team are proactive advisers on SDLT planning 

in the UK. He has advised on major hotel deals in the UK 

and Europe including in relation to Le Meridien and recent 

acquisitions of Courtyard by Marriott, Hilton and Marriott 

branded portfolios and disposals by Accor. 

Derek Parkinson writes mainly about innovations driven 

by new technologies, and how this influences, and is 

itself shaped by public policy. He is currently Deputy 

Editor of E-Government Bulletin, an online publication 

that examines efforts to modernise public services. He 

was previously Technology Editor at the Netimperative. 

com news service, where he wrote about e-commerce 

during the first dotcom boom. His writing has also been 

published by the BBC. 

Guy Parsons is Chief Operating 

Officer at Travelodge. With over 

twenty years’ experience in the hotel 

and leisure sector, he joined Travelodge 

in June 2004. He moved from 

Whitbread where he was Managing 

Director of TGI Friday’s. At Travelodge, Guy has 

group-wide responsibility for operations throughout the 

hotel estate and sits on the board of Travelodge Hotels 

Ltd. 

Duncan Rowe Editor, Leisure 

Report. An alumnus of City University’s 

renowned school of journalism, 

Duncan Rowe has established 

himself as a leading business journalist. 

His experience includes two 

Contributors 

years with FT.com, the website of the Financial Times, 

in addition to contributions to Q and Mojo, the wellknown 

music magazines, and various freelance roles. 

He has written exclusively on the leisure industry for 

the past few years, having previously worked in both the 

public and private sectors. A keen sports fan, who enjoys 

an occasional flutter, Duncan also sits on a number of 

industry-related discussion groups. 

Simon Vincent is Area President, 

Hilton UK and Ireland, having joined 

from Opodo, where he was Chief 

Executive. Simon was responsible 

for leading the successful growth of 

the Opodo business through a combination 

of organic growth and international acquisition. 

Prior to joining Opodo, Simon worked with the Thomas 

Cook travel organisation for 10 years in a number 

of senior roles encompassing marketing, sales, strategy 

and operations management. 

John Whiting has been a tax partner 

with PricewaterhouseCoopers 

since 1984, working on most areas 

of taxation including many years of 

involvement with Employment Solutions. 

Based in London, his current 

responsibilities include advising PwC and clients on Tax 

Policy developments and leading PwC’s client Tax Training 

activities. John is a past President of the Chartered 

Institute of Taxation and chairs their Tax Policy Committee. 

A regular speaker and writer on a wide variety of 

taxation topics, John’s views on tax issues are constantly 

sought by both broadcast and print media. 


editor’s introduction 

Editor’s introduction 

by Graeme Aymer 

Editor’s Introduction: Xyxyxyxyxt 

It’s not been a bad year for the UK branded hotel industry, at least if you’re not situated in Nottingham. According 

to Deloitte’s first HotelBenchmark survey of 2007, the Robin Hood’s city saw its annual RevPAR fall by 5.2% 

in 2006. In contrast, London’s RevPAR was nothing short of ironclad, weighing in at a lusty 16.8% increase over 

2005; unsurprising in some ways, given that year saw the Capital subject to terrorist attack. But Aberdeen also 

witnessed impressive RevPAR growth, at 15.1%. Growth in the regional market as a whole came in at 4.4%, marking 

the third consecutive year of growth. 

And so we come to 2007. What’s in store? It’s impossible to say, but looking back at 2006, we can offer a number 

of considered guesses, and that’s where this guide comes in. The intention is to divine the future by observing 

what happened most recently. 

Perhaps the easiest trend, then, to flush out is the environment. Even George W. Bush has decided that what the 

world needs now is less exhaust fumes from cars. From the Hot Concepts examination of Starwood sustainability 

brand 1 Hotels and Resorts, through Guy Parson’s comment on behalf of Travelodge, and the feature on the 

environment, it’s fair to say this will be one of the issues of the year. 

Other changes include Real Estate Investment Trusts, introduced to the UK at the start of the year. They’re big in 

America, they’re big in Australia, but will they be big among Old World nations such as the UK? And, moreover, 

will the UK hotel industry really benefit? On the case are Deloitte’s Peter Hackleton and CMS Cameron McKenna’s 

Mark Nichols. 

Hilton Area Vice President, in his outlook in the industry views section declares that the company plans to both 

clearly define its brand, and to continue to “reduce asset ownership”. Again, these topics are tackled in more detail 

by Nicola Mottam’s examination of branding and franchising (the latter, part of Hilton’s expansion plan) while 

Bob Silk and Tim Helliwell of Barclays’ Hotel Team tackle sale and leaseback/manageback. 

Now, when it comes to passing legislation, one might say that the government is less George Best and more Peter 

Crouch. It is awkward, bemusing, not particularly pretty, sometimes fails spectacularly to pull off some rather 

fancy moves, but is often effective when you least expect it. 


And so it is with some of the bigger decisions it made last year, as addressed by PwC’s John Whiting and Simon 

Jeffreys of CMS Cameron McKenna. HMRC finally clarified its vacillating position on Tips and Troncs concerning 

National Minimum Wage and National Insurance Contributions. Also under the writers’ spotlights are the 

‘bed tax’, the Construction Industry Scheme, and of course, the smoking ban. The last of these, says Jeffreys, will 

require careful handling by the hotel industry in terms of employees, both handling their smoking needs, and 

training them in customer-facing roles, so they can enforce the law should guests be in contravention. 

And who could remember the poor folks at the Manchester supercasino bid having to rush to the offy at lunchtime 

to buy celebratory champagne, Blackpool and Dome bid parties thoroughly pooped by the Selection Committee’s 

decision. The Gambling Act 2005 is cloaked in promises of tax revenue, legislative liberalisation and regeneration. 

Leisure Report editor Duncan Rowe examines what kind of a hand the legislation offers the hotel industry. 

And what of that other hope for regeneration and pockets full of cash for the hospitality industry? Of course, 

we’re talking about 2012, the Olympic Games, to be held in London. On the face of it, it appears to be gold dust 

to the industry. But ETOA executive director Tom Jenkins warns against any self-congratulation and golden-egg 

dreams. Ever vigilant, VisitLondon is sure it has the winning formula to stem any tourism malaise that may follow 

the Games themselves. 

The novelty of the Internet, and technology in general, has vanished for any hotelier worth its salt. For many hotel 

chains, the Web is an integral part of the business prospect: its importance is apparent to much of the Hot Concepts 

propositions, and it even appears in the article on benchmarking as a possible adjunct to RevPAR. Expert Stuart 

Dredge discusses hotel vs. third party websites, while our Technology article casts an eye into tomorrow’s world, 

as it pertains to hospitality. Is your mobile phone the key? Read on and find out. 

Other topics tackled include recruitment and executive pay, as human resources is examined, as well as prospects 

for mixed use developments, while industry pundit Phil Cain takes us on a journey around the world’s hotels in 

the final act. 

That’s plenty to consider. So best to start at the industry roundup by Hotel Report editor Katherine Doggrell. 

Have a good read. 

Editor’s Introduction 


industry overview 

Industry overview 

by Katherine Doggrell, Editor, Hotel Report 

Introduction: Xyxyxyxyxt 

The hotel sector was able to report a return to the highs of 2000 by the close of 2006, with more money than ever 

chasing deals, more consumers favouring hotels over sofas thanks to the budget market, and more varied and 

imaginative offerings thanks to the hotels themselves. 

Global hotel transactions were set to reach the $70bn (£35.6bn) mark by the end of the year, a rise of 38%, making 

2006 the strongest year on record, according to Jones Lang LaSalle Hotels (JLLH). 

According to Arthur de Haast, global chief executive of JLLH: “Buyers outnumber sellers by three to one globally 

and stock is scarcer still in Europe where buyers exceed sellers by five to one.” 

Sector breakdown: Luxury 

The luxury sector made headlines in 2006 as the value of transactions for single trophy assets rose to unprecedented 

levels. Leading the upward momentum was the Eu200m (£133m) sale of the Four Seasons in Milan to Italian real 

estate company Statuto Group by Quinlan Private, which priced the rooms at Eu1.7m (£1.1m) each. 

This has led to industry concern that the amount of money being drawn into the sector (driven in part by investments 

from investors backed by oil money seeking trophy assets as long-term investments) is artificially pushing 

up the price of deals, to the extent where they are unsustainable. 

Another budding development was the arrival of high-end fashion houses, with Italian leather designers Ferragamo 

opening five in Florence alone. Joining Ferragamo were Bulgari, Camper and Moschino. The UK is expected to 

see its first such hotel this year, branded under the Missoni label. 

There are, however, concerns that fashion is fickle and styles quickly go out of vogue, with a hotel that is hip one 

minute becoming passé the next. 

Sector breakdown: Mid-range 

At last year’s International Hotel Conference in Rome, talk – in addition to the magical “it’s all good until 2009” 

prediction – was of mid-market growth. 

March 2007 Hotel Report Guide to UK Hotels 2007 l © William Reed Publishing 6


At a time when international travel is prey to the terrible whims of international terrorism, it makes sense to look 

into a sector that takes between 80% and 85% of its business from the domestic market. 

Consolidation was a buzzword in the mid-range sector in 2006. The £180m deal in which Nikko Principal 

Investments sold Menzies Hotel Group to a joint venture formed by property investor aAIM Group and R20 was 

interesting not only for the arrival of Robert Tchenguiz onto the hotel scene. 

The jv views Menzies as a platform for future consolidation in the UK provincial four-star market and plans 

future asset and corporate acquisitions. The sale of the group is further proof of the growing activity within the 

mid-range sector, particularly at the top end. 

Hilton International has outlined planned expansion in the sector for markets in the UK, Spain, Italy and Russia. 

The group introduced its Garden Inn brand to Germany and Italy at the end of 2006, with properties in Stuttgart, 

Rome and Florence, using the franchise model. 

The development represented the first expansion of the Hilton family of brands internationally following the 

acquisition of Hilton International by Hilton Hotels Corporation of the USA in February 2006. 

Marriott International has also unveiled plans to open 50 of the new European prototype of its Courtyard brand 

in Europe over the next five years. 

Speaking at the October 2006 unveiling, Jean-Marc Grosfort, regional vice-president of development at Marriott, 

said: “We continue to see enormous potential for our Courtyard brand in Europe. These new stylish Courtyard 

hotels offer the right price-value balance while delivering the consistency of product and service for which Courtyard 

is world-renowned.” 

The group added that it had gone to great lengths to design a hotel product especially for the upper moderate 

European travel market. 

However, delegates at last year’s Rome conference criticised companies who often talked about expanding their 

mid-range products, but never bought the plans to fruition. 

Martin Armistead, director of hotels at Cushman & Wakefield Hotels, went one step further, saying: “There are 

no mid-market or upper mid-market offerings that are consistent.” 

This looks set to change as the major players take positive steps to build their standing in the sector across 

Europe. 

The market is ripe for branding; with no obvious brand leaders, there is all to work for. As worldwide political 

events mean that the domestic market is of rising importance – add to that the threat of an environmental tax 

on air fuel looming over the budget airlines – and the mid-range could be set to see the kind of activity that the 

budget sector has seen over the past five years. 


Sector breakdown: Budget 

Throughout 2006, the budget sector remained the key growth area for hotels, branded or otherwise, led by Premier 

Travel Inn and Travelodge. 

In London alone, Visit London’s 2006 London Accommodation Census, which looks at every accommodation 

offering from hotels to hostels, reported a 60% rise in budget hotels since the previous survey, carried out in 2002. 

The budget hotel sector now represents 16% of the entire London hotel market, and 13,650 budget hotel rooms 

in the capital. 

Commenting on the findings, James Bidwell, chief executive of Visit London, said: “These figures reflect the continued 

growth of London as a leading destination, and in particular one which offers great value. 

“The increase in budget accommodation will reinforce the accessibility of the city as London continues to increase 

our number of hotel rooms in the lead up to the 2012 Olympic and Paralympic Games.” 

Another key development was the marked eastward shift in hotel development. Whilst development in the east of 

London had been underway prior to the success of the Olympic bid, early anecdotal evidence shows that London 

2012 is already having an impact, with Newham, Tower Hamlets and Hackney growing at the fastest pace. 

This is expected to continue over the next five years in the run up to the Olympics. 

Stephen Irvine, development control manager at Tower Hamlets said: “There has been a significant increase in 

planning applications for all sizes and types of hotels in Tower Hamlets during the last year. 

“Not only are we preparing for the Olympic Games in 2012, but our location between the City and Canary Wharf 

has created a demand for business accommodation and the regeneration of the East End has provided a fantastic 

environment in which hotel operators can thrive and expand.” 

London: Total Hotel Supply 2002-2006 

Sector Number Change Rooms Change Beds Change 

2002 (%) 2002 (%) 2002 (%) 

5-Star 56 4 10150 9 20215 12 

4-Star 173 18 36645 11 71437 10 

3-Star 107 24 16521 17 32607 22 

2-Star 21 -28 1150 -36 2311 -40 

Budget 113 55 13650 61 28842 56 

Others 94 422 5266 74 10434 66 

Total 564 39 83382 20 165846 20 

Note: excludes B&B and Guest Houses and all other forms of accommodation 

Source: Visit London: London Accommodation Census 2006 



In August, Dubai International Capital (DIC) acquired Travelodge, the second largest budget brand in the UK, 

from Permira for £675m. DIC, the investment arm of Dubai Holding, intends to expand the concept in the UK, 

Europe, the Middle East and India. DIC’s bid beat Whitbread and several other private equity firms to acquire 

the budget hotel group. Led by Grant Hearn, Travelodge operates 291 hotels, with 279 in Britain, nine in Ireland 

and three in Spain. 

Sameer Al Ansari, Dubai chief executive, called Travelodge a strong brand with growth potential, adding: “The 

budget hotel sector is growing and in our view is that it is underdeveloped in the UK market.” 

Travelodge aims to have a total of 32,000 rooms open in five years. In addition, it intends to be the biggest budget 

operator in London by the 2012 Olympics, with more than 7,000 rooms in the capital. 

Furthermore, the budget sector is expected to see upset this year, with speculation that Starwood Capital is planning 

to move on Whitbread, with the intention of acquiring PTI. 

Sector breakdown: Boutique 


Expansion and consolidation also dominated the boutique sector in 2006, with consumers drawn to an offering 

that represents a high level of service combined with an originality not represented in the core branded sector. 

Most active were Malmaison and Hotel du Vin, led by chief executive Robert Cook. The group’s latest Malmaison, 

its 10th, opened in Liverpool on 29 January 2007, taking its total estate to 18 properties. It plans to open a further 

five properties this year, and another four in 2008, taking its portfolio to 27 sites including 15 Hotel du Vins and 

12 Malmaisons. 

At the time of going to press the group, owned by Marylebone Warwick Balfour, had even bought its first pub, to 

complement the food and beverage offering at its Charterhouse Square Malmaison. 

Commenting on the deal, Cook said: “The addition of the Fox and Anchor allows us to dip our toe in the pub 

sector, and adds another factor to our existing food and drink offer. 

“It will be a kind of annex from our existing hotel site, and although I am loathe to say it, will be presented as more 

of a gastro pub with a premium food offer when it reopens.” 

Cook also said that company would be looking at further possibilities of acquiring pubs next to or close to its 

existing hotels in the future. 

The strength of its dining offering is a key attraction to guests of Malmaison and Hotel Du Vin hotels: the group 

even offers wine tasting courses. 



The development is significant: hotel owners know that guests are reluctant to stay in the hotel to eat. Hotels are, 

after all, largely a place to sleep and store luggage, while the guest gets on with the business of exploring a new 

region, visiting friends or passing time until that breakfast meeting. 

Most people’s experience of hotel food will be as part of a captive group – at an event such as a wedding, or at 

a conference, where the ubiquitous I-wonder-what-that-was-last-night buffet is more an advert for the chef’s 

versatility with leftovers than any culinary skills. 

Unless your hotel is in an isolated location, chances are that your restaurant will not be fully booked of an 

evening. 

The budget sector has largely taken itself out of the F&B equation, but for those hotels that must have one, if not 

several bars and restaurants, upgrading their offering is necessary if guests are going to spend more than the room 

rate. Just as the number and style of restaurants in the high street is multiplying and encouraging guests out of 

their rooms, so consumers are becoming more demanding of the food they eat in and out of the home. 

In another development, the beleaguered Alias Group was given cause for hope after being acquired by Swire 

Properties for an undisclosed fee, thought to be around £40m. Christie & Co acted for LHM on the sale of the 

48-room Alias Hotel Kandinsky in Cheltenham, the 46-room Alias Hotel Barcelona in Exeter and the 21-room 

Alias Hotel Seattle in Brighton. 

The deal was Swire’s first acquisition in the UK property market. The group is committed to the further development 

of the Alias brand and will be working to achieve this with the current management team. 

In March, Abode, Andrew Brownsword and Michelin-starred chef Michael Caines’ hotel company, acquired the 

61-room Hotel Rossetti in Manchester from Alias Hotels for an unnamed figure, rumoured to be in excess of 

£10m. The group opened its first hotel in 2005, in Exeter, and is also operational in Glasgow and Canterbury, with 

a Chester hotel and newly acquired Hotel Rosetti in development. 

Abode plans to build into a major group of boutique establishments. Each hotel will have a champagne bar, tavern, 

café and restaurant, with the food and drink a main attraction. Local chefs using local food will recreate Caines’ 

signature dishes. 

The success of these small, branded boutique outlets has drawn the attention of the big brands, with InterContinental 

Hotels Group launching its Indigo brand. The chain was at six sites at the time of going to press, with 20 

hotels in development. Although all six hotels are in the US, the company is expected to take the brand worldwide, 

offering what it describes as ‘hip, cool, lifestyle hotels’. 

The expansion of Indigo and its ilk is not, however, seen as a threat by the boutique sector, with key operators 

seeing the global chains as unable to match their service levels and attention to detail. 


In conclusion 

Time was when the typical hotel investor was a gangly, goose-stepping Torquay resident with a volatile attitude 

towards immigrant workers. Investors now come in a far greater array of shapes and inclinations, in recognition 

of the changing status of hotels as an asset class. 

Since Royal Bank of Scotland launched the innovative deal structure that was sale and leaseback in 2001, investors 

have changed their attitudes towards hotels, as the separation of bricks and brains has taken the operational 

difficulties out of hotel ownership. 

Following that first sale and leaseback deal, the market has attracted the attention of other institutions, private 

investors and private equity, with sale and management deals rising in popularity over leases. 

The new structures have allowed hotel companies to move their focus away from property management and 

towards brand management. Operators have now developed their brands further than might have been possible 

had they not been able to leave the property element to the site’s owners. The shift has provoked the proliferation 

of brands now available. 

The industry is, however, far from static under the new regime. 


At the KPMG and The Bench New Year Hotel Summit 2007, Philip Camble, senior manager, KPMG, travel, leisure 

and tourism, presented data on the changing profile of investors in the hotel industry. 

According to the research, in 2005, investors from the US made up the majority of transactions in the UK at 55%. 

However, this fell to 22% last year as the attention of US investors moved to mainland Europe and the emerging 

markets. 

Interest from the Middle East, however, built from 11% in 2005 to 21% in 2006, as oil money looked for new 

investments, typified by DIC’s purchase of Travelodge. 

The type of investor has also changed, with 23% of transactions being made by hotel companies in 2005, falling 

to 10% last year. In contrast, High Net Worth individuals made up 27% in 2006, more than double the 13% seen 

in the previous year. 

Concerns that private equity players are dominating the sector and could, with their ever shortening exit horizons, 

damage long-term growth, are eased by data showing that private equity groups backed 24% of transactions in 

2006, down from 32% in 2005. 

The trend away from owners also operating the properties continued, with 34% of deals involving self-operation 

last year, down from 58% in 2005. Deals involving management agreements – as opposed to lease arrangements 

– rose from 31% to 50%. 



For 2007, there is no expected let-up in the deal frenzy, with the sale of Accor’s Novotel for an estimated £400m, 

and RBS also expected to churn the Marriott estate it acquired for almost £1bn in April last year. 

Fears that rising interest rates will cause the market to stagnate as yields become further compressed look so far 

to be unfounded, as the market shows itself capable of reinvention, both in terms of investors and the types of 

deals they arrange. 


hot concepts 

13 1 Hotel and Residences 

15 Nite NIte 

17 Dakota 

19 City Inn 

1 Hotel and Residences 

Name: 1 Hotel and Residences 

Owner: Starwood Capital Group 

HQ: Starwood Capital Group, 591 West Putnam Avenue, Greenwich, CT 06830 

Phone: +1 203-422-7700 

FAX: +1 203-422-7784 

Web: www.starwoodcapital.com 

Amenities on offer: undisclosed luxury 

Contact information: 

Address: Starwood Capital Group, 591 West Putnam Avenue, Greenwich, CT 06830 

Tel: 203-422-7700 

Web: www.starwoodcapital.com 

Hot Concepts: Xyxyxyxyxt 

The year 2007 may come to be seen as a tipping point for the hotel industry. The environmental impact of human 

activity received headline coverage around the world following the release of a UN report on global climate change. 

Even before the report was published many governments were considering the economic cost of climate change 

and the policy responses required to address it. 

But just as importantly for the hotel sector, in 2007, climate change has become an issue for the public and the 

choices they make as consumers. The luxury end of the hotel market has never been seen as a leader in offering 

environmentally conscious choices for the consumer, and in today’s new climate of public opinion that is a weakness. 

With their insatiable appetite for power and materials luxury hotels can seem out of touch with the times. 

Growing awareness of environmental issues has already had an impact on other industries, says Nick van Marken, 

the partner responsible for hospitality consulting services at Deloitte. “Think of the speed and impact of the 

organic food revolution.” There is no reason to think that the hotel industry will be exempt from these consumer 

attitudes, and the changes in spending habits that follow, he said. 

“A certain part of society is highly sensitive to these choices,” says van Marken, “We’ve already seen trends in 

tourism such as the growth of ‘boutique resorts’ in game reserves and rainforests, where there is a concern for 

impact on the environment,” he says. This growing awareness is reflected in certification schemes such as, Ecotel, 

for environmentally aware hotels. Such schemes attract “green” consumers, but it also makes good business sense 

for hotel owners to run their businesses more frugally, says Ecotel. 


A significant new development is the move by Barry Sternlicht’s Starwood Capital Group to launch Starwood ‘1’, 

a new eco-friendly luxury hotel brand that will open in Seattle by late 2008. Following Seattle, 1 will open in the 

ski resort of Mammoth Mountain, California; in Scottsdale, Arizona; and in Fort Lauderdale, Florida. The first 

four properties will all be new-builds, and the group aims to have 15 hotels signed or under construction within 

24 months. 

The first international property will be in Paris and will be a renovation of an as-yet unnamed historic 

property. 

Sternlicht is cagey about revealing too much at this stage, but it is safe to say that the ‘1’ concept will have more 

impressive environmental credentials than potted plants in the lobby and cards in bathrooms requesting guests 

to re-use towels. 

Specifically, Starwood ‘1’ hotels will aim to succeed in sustainable site development, water savings, energy efficiency, 

materials selection and indoor environmental quality. The Natural Resources Defense Council has agreed to be 

an environmental advisor and each property will donate 1% of revenue to local environmental organizations. 

Starwood has also said that new builds will be constructed to Leadership in Energy and Environmental Design 

(LEED) standards. 

Seasoned observers of Sternlicht think he may have moved a step ahead of the competition yet again. “Barry 

Sternlicht is one of the innovators of the industry,” says Nick van Marken. “He has a reputation of getting in first, 

and getting things done.” 

According to van Marken, Sternlicht also has a proven track record in being a shrewd judge of the way lifestyles 

and attitudes affect consumer choices. “He showed this with the ‘W’ hotels, launched about 10 years ago,” says van 

Marken. “The industry hadn’t been attentive to what its customers take for granted. He realised it was necessary 

to do more to create a special experience. ‘W’ hotels appealed successfully to the fashion and media crowd. They 

became a place people wanted to be seen in.” he says. 

But there is more to good green credentials than attracting a certain crowd. In the wake of the Stern Review governments 

could introduce stringent new measures such as energy performance certification. This, which coupled 

with the rocketing cost of energy – wholesale electricity prices have risen by more than 250% in the UK over the 

last four years – makes greener hotels a good business proposition. There are other hard-headed reasons to pursue 

an environmentally conscious strategy, according to van Marken. “We’ve already seen a backlash from some 

governments against the industry, such as in Botswana for example,” he says. More travel and tourist destinations 

are likely to take heed of the environmental impact of hotel groups in future, he thinks. 

Writer: Derek Parkinson 

Hot Concepts: 1 Hotel and Residences 


Nite Nite 

Name: nitenite Cityhotels 

Owner: nitenite Holdings Ltd 

HQ/UK head office: nitenite Cityhotels, 18 Holliday Street, Birmingham B1 1TB 

Amenities on offer: 

● All rooms have 42-inch plasma screen TVs and WiFi access. 

● PCs available in upper lobby. 

● Vending machines located throughout the hotel provide snacks and hot and cold drinks. 

● 24-hour concierge. 

● On-site Deli open 7am - 3pm Monday to Friday for breakfast, lunch and drinks (fully licensed). Open 9am 

– 12 noon Saturday and Sunday. Evening bar available Monday to Sunday, 6pm – 9pm. Guests are permitted to 

bring their own food into the bar, or order takeaways etc. 

Contact information: 

Address: nitenite Cityhotels, 18 Holliday Street, Birmingham B1 1TB 

Tel: 08458 90 90 99 

Fax: 0121 634 3236 

Web: www.nitenite.com 

Email: info@nitenite.com 

Hot Concepts: Nite Nite 

The challenge: The nitenite concept is shaped around the idea that their target customer is purposeful and 

time-pressured, and appreciates good quality while expecting value for money. Typically, this will be a busy 

person who wants to sample the city’s nightlife and then retreat to a high-quality refuge at the end of a tiring 

day. 

Such a customer doesn’t have the time or inclination to explore a wide range of choices of accommodation: – he or 

she wants a small number of things from a hotel, and wants them done well. “nitenite’s clientele is approximately 

80% business users and 20% leisure users,” says the company. “Due to work commitments, people are finding 

that they are having to travel a lot more and cover large distances. Therefore, they need accommodation that is 

comfortable and affordable.” 

One of the challenges in developing the nitenite concept was finding the right balance in price and quality. “It’s easy 

to find a luxury hotel and even easier to find a roadside budget hotel. The trouble is, people want a bit of both! That’s 

where we come in. We spent three years developing a concept that could meet the needs of hotel users – without 

scrimping on quality and without emptying the bank accounts of our valued customers!” says nitenite. 


Hot Concepts: Nite Nite 

The Execution: The company settled on a pod concept, small rooms that could be prefabricated off-site, built 

with high quality materials and a strong design theme aiming to suggest a “luxury yacht cabin” environment. 

This has enabled the company to discard many of the features and services that drive up costs for hotels aiming 

at a similar quality experience. In the case of the Birmingham hotel, which launched in early 2006, nitenite even 

disposed of windows in the 104 rooms, reasoning that most guests will have little time for gazing at the scenery, 

but will appreciate the 42-inch plasma TV and the high quality “memory foam” mattresses. 

Because of this minimalist approach, location is even more important than usual for nitenite. The Birmingham 

hotel is situated next door to the Mailbox complex, which houses many restaurants and shops. New Street Station 

is a five-minute walk, as is the Bullring Shopping Centre. “The site for nitenite Birmingham was ideal for our 

concept, and not only for its excellent location. The site was originally a disused space underneath an apartment 

complex. Due to the lack of windows in the building, there was little demand for the site – this, however, suited 

us perfectly,” says the company. 

The company is researching different locations around the UK, such as London, Manchester and Bristol, and is 

also considering locations such as Berlin and Amsterdam. 

In keeping with its emphasis on style and technology, the company has given its website close attention. “We have 

therefore made sure that not only is it efficient and detailed, but it is also visually attractive and there are plenty 

of images, including spinning rooms and such, which give browsers a good idea of what to expect and a good 

impression of our enlightened approach,” says the company. 

“Even if we do say so ourselves, we’re pretty good at it, as 41% of our total revenue comes from direct online 

sales!” says the company. 

nitenite is aiming at occupancy rates of 66%, RevPAR of £26.53, and gross operating profit of 35%. Its targets for 

managing costs, expressed as payroll against revenue is 25%. The company will fund future expansion by issuing 

share capital and raising bank loans. 

Future prospects: Among the future challenges, nitenite expects some competitors to copy some of its ideas, 

although it is confident that it can stay ahead. Customer expectations will continue to put pressure on the company 

to innovate. “People’s demands and expectations continue to grow and we want more and more for our money. 

Due to tough competition in this sector, it may become increasingly difficult to keep ahead of the game by providing 

higher levels of quality and a luxurious product, whilst maintaining the budget price,” says the company. 

Finding good sites may also be tough in some locations, it says. 


Dakota 

Hot Concepts: Dakota 

Name: Dakota 

Owner/Backers: Founded by Scottish hotelier Ken McCulloch, the company is backed by several private investors, 

including Formula One driver David Coulthard, an old friend of McCulloch’s. 

HQ/UK Head Office: Dakota Nottingham 

Amenities: All hotels have their own restaurant and bar, and an automated larder on each floor replaces room 

service. Bedrooms come equipped with full air-con, satellite plasma-screen TVs, workstations with broadband 

Internet access and freshly baked cookies on arrival. 

Contact: Tel 0870 442 2727 www.dakotahotels.co.uk 

The Challenge: As with his other well-known brand, Malmaison, Ken McCulloch’s Dakota hotels operate on 

the belief that high quality shouldn’t mean exclusive. The budget hotel group opened its first 92-room hotel in 

Nottingham in June 2004, and a second, the 90-room Dakota Eurocentral outside Glasgow, followed last August. 

Their aim? Great service and comfort at a reasonable price, without any gimmicks. 

“Dakota is about giving value, exceeding people’s service expectations and creating a hotel you choose to stay in,” 

says Kevin Farey, Dakota’s sales and marketing manager. “We do not believe in star ratings. We do not discount 

on our rates. Likewise we do not increase our rates when local demand says we should, unlike others around us 

– we have just the one rate seven days a week.” 

The Execution: At Dakota, comfort comes before unnecessary amenities. With the average room measuring 

no more than 25sq m, no bit of space is wasted, with the plasma TVs wall-mounted and cupboards abandoned 

in favour of shelves integrated behind the bed’s headboard. However, the compact nature of the rooms hasn’t 

prevented the hotels from feeling luxurious. The hotel style is warm and inviting, with quality linens, exclusive 

toiletries and power showers in all rooms. 

The company has kept competition to a minimum by targeting locations beside motorways or industrial estates. 

But their unusual locations haven’t stopped the plaudits pouring in. Six months after opening, Dakota Nottingham 

was featured in the Condé Nast Hot List 2005, which described it as “astonishingly good value” for a flat, year-round 

rate of £75.50. Dakota Eurocentral also received glowing reviews, and was given Scotland’s Most Stylish Hotel 

award just two months after opening. Part of its success, believes Farey, is down to Dakota’s informal approach. 

“People should be able to choose what they want to do,” he says. “Our Dakota Weekend Package is all about making 

the stay what you want. Yes, it includes an overnight stay and a full breakfast, but we do not force people to 

have a three course meal and they don’t have to check out until 3pm. It’s their space – let them enjoy it and do 

what they want.” 


Hot Concepts: Dakota 

While the atmosphere is relaxed, there is still a high standard of service and an exceptional bar and restaurant. “We 

believe that the Bar & Grill is the heart and soul of Dakota,” says Farey. “We do not believe that bedrooms drive 

the Bar & Grill trade, it’s the other way around.” Condé Nast’s review backs this up, stating: “Meals are served in 

the New York-style Dakota Bar and Grill, which has comfortable dark-leather seating and stainless-steel lamps 

suspended over candlelit tables. Sipping a glass of wine from their extensive list, it is easy to forget that the M1 is 

about 30 seconds away.” 

All these factors have combined to make Dakota a huge success. The restaurant pulls in local diners as well as 

Dakota guests, having a celebrity backer has generated the kind of publicity money can’t buy and by refusing to 

compromise on quality and design standards, the brand has impressed industry and guests alike. 

Future prospects: Dakota is set to double the size of its estate in 2007 by opening two new properties – the first, 

in Fife, its biggest to date, with 132 rooms. 

“We open Dakota Forth Bridge in March this year and will open Dakota Farnborough in March 2008,” says Farey. 

“Other sites are currently under discussion, but as they are not locked out at the moment we wouldn’t disclose 

them.” 

In previous interviews, McCulloch has talked about wanting to crack the US market, with a target of opening 100 

Dakotas there. But for now, Farey will only discuss plans for the UK. 

“Needless to say, we have earmarked periphery city centre, established business parks and visible motorway 

junction locations for the brand. Our target is to have a further 10 sites locked out in 2007 and open a further 25 

Dakotas over the next five years.” 


City Inn 

Hot Concepts: City Inn 

Name: City Inn 

Owner/Backers: The company was set up by Sandy Orr, Donald MacDonald, David Orr and Bill Crerar as a 

joint venture with Bank of Scotland. 

HQ/UK Head Office: 3rd Floor, Millbank Tower, 21-24 Millbank, London SW1P 4QP 

Amenities: All hotels have their own restaurant, bar and 24-hour gym and guest services, and flexible checkin/check-out 

on request. Bedrooms come equipped with full air-con, DVD and CD player, flat-screen TV with 

satellite channels, walk-in power shower and free WiFi. 

Contact: Tel 020 7901 1606 www.cityinn.com 

The Challenge: This up-and-coming mid-range hotel concept has gone from strength to strength since it was 

founded in 1995, following extensive research into the requirements of business travellers. The website boldly 

states that City Inn is “a new brand of city centre hotels” and the current sites are certainly impressive, each boasting 

state of the art facilities and new in-house restaurant brand, City Café.” 

“The company came about because David and Sandy Orr saw a gap in the market for a reliable quality product at 

an affordable price-point,” says City Inn Director Of Operations, Lynn Hood. “The first hotel opened in Bristol 

in 1999 and this year we will be announcing further developments.” 

Offering a modern alternative to the traditional large hotel, City Inn offers new build hotels in thriving city centre 

locations and aims to provide guests with a cool, contemporary environment in which to relax, work or entertain. 

All the group’s hotels are created, built and run by the company itself, rather than a third party, enabling it to 

mould each property as precisely as possible to extensively researched guest requirements and keep all the value 

the hotel generates. 

“We want people to come in and feel welcome no matter what time of day, whether they’re there for business or 

pleasure,” says Hood. “We have a lot of people who come to enjoy a contemporary urban experience, plus the 

business traveller looking for reliability.” 

Part of that “contemporary urban experience” is art exhibitions, which have been a big hit at the Westminster 

site, where the foyer is often home to new installations. “We consider all public space in the hotel gallery space, so 

it’s very interactive,” says Hood. “All the pieces come from local, up and coming or established artists. It’s a nice 

addition that makes the hotel interesting.” 

The Execution: There are currently four hotels in the City Inn chain – in London, Glasgow, Bristol and Birmingham 

– with a total of 1,033 rooms between them. The London hotel in particular has made a huge mark since it 

opened, its Westminster location making it a regular haunt for MPs, peers and lobbyists. 


The industry has also been impressed with the Westminster site, showering it with awards, including Best Business 

Hotel Brand at the Business Travel World Awards 2006 and Group Hotel of the Year at the Caterer and Hotelkeeper 

Awards 2005. So what has the chain done to deserve such honours? 

“We provide great service, we’re very accessible as a company and we really communicate with the customer,” says 

Hood. “A lot of people in the hotel industry ask what the customer wants, but then don’t actually do it. We really 

keep up with our customers’ needs – we talk to them quite a lot and respond to those needs.” 

Hood also believes City Inn Hotels offer excellent value for money. “We’ve been described as budget but in terms 

of the facilities we’re so far away from that. However, we are affordable. Rooms in London are approximately £179 

plus VAT, with breakfast. The provincial hotels vary but are around the £100 mark.” 

Future prospects: Rooms in Bristol and Glasgow are soon to be refurbished and self check-in kiosks have already 

been installed in Westminster. Four other properties are planned by 2010, with investment totalling about £330m. 

These include a 550-room hotel near the Tower Of London, complete with rooftop bar and meeting rooms, a 

284-room property in Manchester, a 330-room hotel in Leeds, and its first overseas project, a 550-room property 

in Amsterdam. Orr has also said the company has targeted a site in Edinburgh and is actively seeking further sites 

in Milan, Rome, Barcelona, Madrid and Paris. In the long term, the US is also on the agenda. 

Says Hood: “Occupancy across all the hotels is 80-85%, which we’re very happy with, our plans to move into Europe 

are on track and we will announce another two or three sites next year. We’re full steam ahead, basically.” 

Writer: Wendy Granditer 

Hot Concepts: City Inn 


key issues 

21 The Environment 

25 Benchmarking 

29 Sale and Leaseback 

32 REITS: an overview 

36 REITS: challenge for hotels 

The environment 


39 Legislation: Tax 

43 Legislation: Employment Law 

45 Branding 

49 Franchising 

53 Human Resources: Recruitment 

56 Human Resources: 

Remuneration 

59 Mixed Use Developments 

62 The Gambling Act and Hotels 

65 2012: The Olympic Myth 

Key Issues: Xyxyxyxyxt 

69 2012: The Olympic Challenge 

71 Technology 

75 The Internet 

Unless Al Gore secretly wears socks with his sandals, it’s fair to say that the face of the environmental movement 

has changed. His 2006 film An Inconvenient Truth turned him into the new figurehead of the environmental 

movement. 

The green issue has, as Malcolm Gladwell might say, reached its tipping point. Tory leaders, Democratic contenders, 

British Prime Ministers and airline bosses are all keen to appear to be the greenest ever; sales of 4x4 SUVs are 

down, while the Hollywood A-Lister car of choice is electric hybrid Toyota Prius. 

The hotel industry does not have a reputation as an early adopter of all things green, but has taken note and begun 

making giant strides. 

At last year’s America’s Lodging Investment Summit, Andrew Zolli, founder of Z+ Partners, gazed into the future 

and declared that the environmental issue would become an important one for hospitality. In his words, “The 

younger your customers the more green they will be.” He alerted his audience to the idea of ‘LOHAS’ – Lifestyle 

Of Health and Sustainability – and that the first carbon neutral hotel would be able to command the market’s 

highest rates. 

Statistics seem to back his statements. A Travelodge survey found that 82% of customers would like to stay at a 

hotel with good green credentials, while another survey from Small Luxury Hotels of the World said that 80% 

of UK travelers would be happy to pay £30-£70 extra for environmentally sound accommodation. Furthermore, 

in a recent FutureFoundation survey, 72% of respondents said that companies that fail the environment should 

be penalised. 

Travel firms from across the board have begun their journeys to green futures. First Choice introduced its Responsible 

Tourism Awards all the way back in 2004. These reward companies, individuals and organisations related to 

the travel industry that promote and encourage conservation and work toward the preservation of local economies 

and customs worldwide. It has also introduced a programme for its airline, in which customers can pay £1 per 

adult and 50p per child, to be matched by the company, to be put toward carbon reduction initiatives. Lastminute 

also introduced a carbon offsetting programme, as did a trio of companies including Association of British Travel 

Agents, the Federation of Tour Operators and the Association of Independent Tour Operators. 


Key Issues: The environment 

Last year, Thomson Holidays awarded its Green Medals to a number of hotels across the world that had given 

due respect to environmental issues. “We hope that by showing recognition for the hotels that are managed with 

consideration for the environment that more hotels will be encouraged to strive for good environmental practices 

and achieve standards required for Green Medal status,” said Thomson managing director Peter Rothwell at the 

ceremony. 

Against this backdrop, Starwood Investment Group, the firm led by financier Barry Sternlicht, declared that it was 

to open a new eco-friendly hotel brand. Called 1 Hotel and Residences, it promises to combine environmental 

best practice with its architecture and interior design with “impeccable service and luxurious comfort”. 

Sternlicht was bullish: “While some hotel brands pay lip service to the environment by asking guests to reuse towels, 

and adding plants to a lobby, 1 is not using eco-friendly jargon simply as a marketing tool. Our intention with 1 

is to build hotels and residences that are truly green and minimise their impact on their environment.” 

Work is scheduled to begin on 15 such 1 hotels across the US over the next year, with the first, sited in Seattle, to 

be operational in 2008. 

Closer to home, government advisor, Sir Nicholas Stern, Head of the Government Economics Service, delivered 

a report that was every bit as significant as Gore’s movie. Where Gore was operating from something of a moral 

standpoint, Stern’s message was purely monetarily motivated. Essentially, he said that if the world didn’t wise up 

to the environment, global warming could wipe around 20% from worldwide GDP due to natural disasters and 

refugee crises that would be generated by a rise in sea levels. But he offered a stitch in time: invest 1% of global 

GDP now in carbon reduction measures and disaster could be dodged. 

While Stern did not directly address the hotel industry, his report will have ramifications. Up to 50% of carbon 

emissions in the UK are generated from buildings. According to the Carbon Trust, the supply chain to the Hotel, 

Catering and Pub category is the largest in terms of carbon emissions, responsible for 8.3 million tonnes annually. 

And the recreation and leisure industry pumps out some 31.6 million tonnes of carbon (mtc) per year, the 

largest single category by sector. 

Nationally, Friends of the Earth forecast that by the end of 2006, the nation would have generated 156mtc (million 

tonnes carbon), up from 153mtc in 2005. While the government is adamant it will meet its Kyoto commitments, 

its manifesto promises to cut carbon emissions by 20% from 1990 levels look ever-closer to going up in a puff of 

sooty, sulphurous diesel smoke. 

Expect a bee in its bonnet, then. Just as local governments are eyeing up 4x4s in the war on carbon, so too is the 

national government looking for low hanging fruit on which to pass legislation and fiscal measures. The Chancellor 

is, on the one hand, known to favour technology rather than legislation as the cure for our environmental 

woes. But he also knows that applied well, legislative carbon clampdowns are a vote winner. Hence, in his 2006 

budget, he announced that fuel duty on short haul flights would be raised from £5 to £10, and from £20 to £40 

on long haul journeys. 



Indeed, the Queen’s Speech outlined government commitment to cutting carbon emissions by 60% from 1990 

levels by 2050, with an emphasis on measures to ensure hitting the target, including strict monitoring measures. 

And certainly with a new Prime Minister due this summer, we can expect big talk on carbon and possible punitive 

measures, especially on business and leisure, staples of the hotel industry. 

To hospitality’s credit, it has begun taking the issue very seriously indeed. The larger chains are increasingly appointing 

senior level managers and directors with a responsibility for environmental issues, both as a standalone issue 

and as part of a CSR programme: after all, hotels are global brands, and while in much of the UK the issue may 

be carbon footprints, in some parts of the world, the emphasis is on the human cost of business. 

Pia Heidenmark-Cook is, for example, Vice President, Responsible Business at Rezidor SAS. She is heavily involved 

with the Tourism Partnership within the Prince of Wales Business Leaders Forum. Dedicated to issues of responsible 

and sustainable hospitality practice, its members also include Hilton, Marriott International, Starwood 

Hotels and Resorts Worldwide, IHG and Four Seasons Hotels and Resorts. While Heidenmark-Cook’s official 

position has been in existence for around six years, many large chains have made serious, top level postings over 

the past couple of years. In January 2007, Scotland’s Apex Hotels has even gone beyond the senior vice president 

positioning and recently appointed an Environment Director. 

Such dedicated and senior appointments take the role away from being merely an adjunct of the marketing or 

communications department, showing a commitment to issues involved. Heidenmark-Cook’s work at Rezidor 

deals with gathering information from hotels in the chain’s portfolio concerning a broad range of CSR issues, 

from the environment to human rights for a series of quarterly Responsible Business reports. Her figures are then 

used to communicate the company’s progress as regards these issues, both externally and internally, especially 

essential for staff training and awareness programmes. 

Among the reports’ aims are: to become more energy efficient in all areas of operation without sacrificing the 

guest experience; conserve water whenever possible without sacrificing guest comfort and; decrease the amount 

of unsorted waste generated. There is a pragmatism behind the programme, too, as another aim is to reduce to 

zero “the number of incidents of non-compliance with regard to Responsible Business related legislative demands 

and international agreements.” 

But there is still a long way to go. According to Justin Francis, managing director of online firm responsibletravel. 

com, the travel industry as a whole could be a decade and a half behind many other business sectors as regards 

action over the environment. But there is cause for congratulation – muted, of course. He told delegates at a 

recently held green debate hosted by website TravelMole: “Three years ago if you talked about corporate social 

responsibility to the managing director of a travel company you would get a blank look because there was no 

comprehension whilst in other sectors it has been alive and active.” 


There are serious challenges ahead for the hospitality industry. These include: 


● Guests. It doesn’t matter how many solar panels you place on your roof, if the customer remains at best uneducated 

about green issues, or at worst, hostile to change, hotels will have a tough time. Will customers ease off 

the juice in the power shower, turn off taps when they brush their teeth or be happy enough not to have freshly 

laundered towels each day? This is up for conjecture. The UK has a poor record in this regard. 

● National infrastructure. This goes hand in hand with the point above. The UK sticks 27 million tonnes of waste 

into landfills annually. The Germans, with a 25% larger population, deposit 10 million tonnes according to the 

Local Government Association. Such an environment makes it difficult for domestic hotels to go truly green. 

● Developers vs. Brands. It’s all well and good for hotels to talk up their green credentials; it is another thing for 

the developer side to build them in. Both new-build and refurbs (especially the latter) will incur additional cost 

both in terms of time and money. Developers may not be as willing to embrace the green revolution quite as 

readily as the brands themselves and will need some persuading. 

● Lack of guidance. Where there is a growing trend, there are consultants. Knowing who to trust and avoiding 

bad advice is paramount for the industry. Resources are available, most notably from Carbon Trust adjunct 

Hospitable Climates. 

● And then there is the prospect of green taxes. It is anybody’s guess as to what the government will do legislatively 

to encourage hotels to ‘go green’. Whatever the case, the environment will be a hot topic for hotels through 2007 

and for many years to come. 


Benchmarking 


Key Issues: Benchmarking 

There’s no getting around the fact that business is competition, and as such, the only way to determine whether you 

are winning is by measurement. As far as hospitality is concerned, there are a number of measures, but without a 

doubt, it is RevPAR – revenue per available room – that is the one to watch. It’s the one that grabs the headlines, the 

benchmark presented to would-be investors. It tells you that London is booming and Nottingham languishing. 

Since its formula is a measure of how much money its rooms are generating – providing a snapshot of both occupancy 

and room rate – it has proved its worth as an effective monitor of performance. However, over the past few 

years, RevPAR’s effectiveness has been questioned by a broad range of industry commentators. 

Of course, their words are fair enough. After all, as many point out, hotels sell a lot more than bedspace. They have 

restaurants, training rooms and gyms; they have bars and spas; they even have charges for WiFi and telephony! 

Instead of simply looking at the revenue generated from paying for rooms, why not look beyond the ‘Rev’ in 

RevPAR? 

Thus several adherents have come up with adjuncts to RevPAR. These include total revenue per available room 

(TrevPAR) and gross operating profit per available room (GOPPAR). 

Others have pointed out that such figures will always be skewed, as they do not take into account the size of the 

rooms, or in fact, the space that the hotel itself occupied. A hotel with more rooms will lead to a larger denominator 

in the equation, and possibly seen as performing less well than a similarly sized hotel with similar revenue, 

but fewer bedrooms. Why not calculate based on square foot or square metre, leading to a series of measurements 

such as RevPAS – Revenue Per Available Space – or GOPPAS, for instance? 

These alternatives have their advantages. As noted, RevPAR is definitely limited. For one thing, it’s all about revenue 

rather than profit. You might generate plenty of money, but if your business is badly run – you’re spending 

all on salaries and electric bills for instance – it is all but a meaningless figure. 

Enter GOPPAR taking into account the gross operating profit – revenue minus operational costs and expenses 

– per room. Suddenly you have far bigger picture of what every one of a hotel’s rooms means for its business. 

The case for GOPPAR measurement is attractive. Obviously, profit is always a better indication of performance 

than revenue. As such, GOPPAR smoothes out some of the fluctuations associated with RevPAR. While a smaller 

hotel by room number may appear to have higher RevPAR than one with more rooms, economies of scale mean 

that the larger hotel will have lower operating costs per room than its smaller counterpart. GOPPAR will reflect 

this. GOPPAR has also been revealed to have a closer relationship with EBITDA than RevPAR, according to a 

linear regression analysis conducted by HVS International. 



So is it case closed? Not quite. GOPPAR is also very sensitive to RevPAR. Hotels’ profit margins for rooms tends 

to be very high, so movements in room rate or occupancy will have a marked knock-on effect as far as operating 

profit is concerned. 

This reliance on available rooms has led other critics to tout available space as a better overall benchmark: hence 

the previously mentioned GOPPAS. Imagine this scenario: two hotels generate similar revenue per room and have 

identical square meterage, but with one is exclusively rooms, and another that has 35% of its space taken up by 

conference space. RevPAR would tend to flatter the latter, as in the room revenue/no. of rooms equation, it will 

have a smaller denominator. However, if examined by available space, in square metres, the results will be more 

in line with expectations. [see tables at the end of this article for more] 

So is GOPPAS the new RevPAR? Actually, RevPAR is the new RevPAR. Revenue per available room provides an 

excellent, easy to prepare snapshot of a hotel’s, or a market’s performance. One needn’t measure the number 

of square metres of London dedicated to hotels in London to compare them to the same figure for Moscow or 

Istanbul. The same is true looking broadly at hotels across groups or chains. And it should not be forgotten that 

for the most part, hotel results arrive conjunction with other metrics such as profit, yield, occupancy, EBITDA 

and the like. 

That does not mean that going forward, that the like of GOPPAR and GOPPAS will go the way of laser discs and 

Betamax. Many hotels do report such measurement figures, and there are plenty of asset managers and decision 

makers who know – from necessity – precisely how their groups are performing on those levels. 

Furthermore, as hotels sell their real estate, the ‘bricks’ side of the equation is likely to place more emphasis on 

profit and square meterage, as they would a standard holding – a shopping and leisure centre, for example. 

“I think increasingly at the moment, investors are becoming more demanding,” says Jennifer Viloria, Research 

Supervisor at PKF’s Management Consultancy services. “Changes in the market in the last few years have seen 

ownership beginning to fall into the hands of more investors rather than hotel operators. That’s why there’s this 

discussion now as to how you measure performance. The hotel companies, or hotel operators are still pretty 

much focused on RevPAR, but increasingly investors who own the property would want to look at profitability. 

So you’re seeing a shift in thinking.” 

“I think revenue per square metre on an entire asset basis will become more and more useful,” adds Jamie Chappell, 

MD of The Bench. “Hotel companies are in the in the real estate business as much as they are in the hotel 

operating business.” 

He adds: “If you think of hotel businesses being four businesses in one. You’ve got room side, conference and 

banqueting, food and beverage and the asset itself, and you’ve got different parameters for those four, the easiest 

way to tie those all together is revenue per square metre.” 


There is one more benchmark on the horizon. With massive investments in GDS (Global Distribution System) 

and online booking facilities hotel groups are beginning to wonder about just how much money their sales channels 

are generating, particularly the Web. The stage is set for other professional neologisms to discuss. Might we 

at some point in the near future be discussing, say, RevPOB – Revenue Per Online Booking – perhaps? 

“That is a direction that some companies are looking at,” says Jennifer Viloria. “We’ve had some requests for that. I 

think increasingly demand is coming from the hotels’ websites, where it is important for them to be able measure 

online booking revenue per room: RevPAR per booking channel. That’s what they’re saying.” 

Perhaps it is not so far off. Already, Keith Paulin of the Hotel Marketing Workshop has begun touting what he calls 

RevPOV: revenue per online visit. It is simply the ratio of total direct online revenues to the total number of visits 

to the website. This, he argues, can be charted by a month-on-month basis, with the ultimate goal of getting the 

graph to point upward. If the graph is pointing up, it means you’re getting your website right: it’s easy to view, it’s 

inviting, and crucially, it is easy to and inviting as far as making payment is concerned. If figures are wilting, it’s 

time for a redesign. Again, this is no replacement for RevPAR, but it is of increasing interest to hotels. 

News of RevPAR’s demise might be greatly exaggerated, but it is clear that the world of benchmarking is set to 

become even more complex. 

Table 1, Hotels A, B and C 

Hotel A Hotel B Hotel C 

Total Space 1,000 1,000 1,000 

Space Bedrooms (m2) 1,000 1,000 500 

Space Conference rooms (m2) 0 0 500 

Average Size Bedrooms (m2) 10 20 20 

Number of Bedroom 100 50 25 

Rooms Revenue 10,000 10,000 5,000 

Conference Revenue 0 0 5,000 

Total Reveue 10,000 10,000 10,000 

Operating Cost 5,000 5,000 5,000 

Gross Operating Profi t (GOP) 5,000 5,000 5,000 

Table 2, RevPAR, TrevPAR and GOPPAR 


Hotel a Hotel B Hotel C Calculation 

RevPAR 100 200 200 Rooms Revenue/Nr. of rooms 

TrevPAR 100 200 400 Total Revenue/Nr. of rooms 

GOPPAR 50 100 200 GOP/Nr. of rooms 


Table 2, RevPAS, TrevPAS and GOPPAS 


Hotel a Hotel B Hotel C Calculation 

RevPAS 10 10 10 Rooms Revenue/Surface Rooms 

RevPAS Conference N/A N/A 10 Other Revenue/Surface Other 

TRevPAS 10 10 10 Total Revenue/Total surface 

GOPPAS 5 5 5 GOP/Total Surface 

These tables form part of a justification for measurement by available space, as compiled by analyst Marcel Lindt. 

They take three hotels of identical revenue, square meterage, operating cost gross operating profit. However, their 

space allocations are different. Space in Hotels A and B exclusively dedicated to rooms, while half of Hotel C’s 

available space is used for conferences. In addition, Hotel A has smaller, and more rooms than either Hotel B and 

C. Measurement by available room therefore reveals widely varying results in Lindt’s analysis, with benchmarking 

by revenue per available space, total revenue per available space, and gross operating profit per available space 

yielding more predicted figures. 


Sale and leaseback 

by Bob Silk and Tim Helliwell, Barclays 

Key Issues: Sale and leaseback 

From our point of view at Barclays, we are seeing sale and leaseback structures, but equally, we are seeing sale and 

manageback. There is an interesting debate arising as to whether it is preferable to have a manager aboard rather 

than merely a tenant in so-called asset-light operator structures. 

In essence, the significant issue with this is as follows: you have a hotelier who has owned a hotel in central London 

for maybe five years and has enjoyed substantial capital uplift on its value. The hotelier is positive about the 

market due to the strength of yields available, and has taken a view that in the next few years, that level of capital 

will continue to appreciate. The hotelier may then choose to sell its assets and take its capital gain, believing it can 

operate the hotel brand better than its competition. 

It decides that rather than embarking on a 25-year lease agreement, it will enter a 25-year management contract, 

which could be anything between 3-5% to begin with and then, typically, performance related uplifts on top of 

that. 

So in essence, the owner who is selling up and then taking on a management contract is allowed to crystallise its 

capital gain, but equally still buy into an income stream, and, just as importantly, retain its brand in key locations. 

This can be more favourable. 

Where does a lease end and a management contract start? The boundary can sometimes be quite blurred. Nonetheless, 

the principal of the sale and manageback is that hoteliers wish to retain their market presence, their market 

share, and support their brand, which could be at risk if they just sold the hotel. So it’s just a different form of 

access to retaining market share, retaining an income stream and unlocking capital value. 

It is a positive operational model in many respects, considering the cost of capital of owning and operating a hotel, 

in particular, a London hotel. If you are a manager, all you’ve got is a fee. So it’s a very capital-positive means of 

generating an income stream. 

The responsibility for ongoing capital investment in the hotel – regular refurbishment and whatever capital works 

may be required – will rest with your landlord, the guy on the opposite side of the sale and leaseback transaction. 

To be a manager is far less capital intensive than it is to be an owner. 

Looking forward to 2007, there are two key questions: are the investors still there (demand), and is the liquidity 

still there? Certainly, as far as we can see, and we can only project as far as the end of 2007, these still appear to be 

there in strong numbers. 



It is safe to say that it is at present, a sellers’ market. We have seen an almost unprecedented level of corporate 

activity in terms of various transactions, and really, some unprecedented prices paid for assets. If you look at the 

London market in particular, it is quite commonplace now for yields from an investment perspective of 5% and 

below: in very simple terms, 20xEBITDA. Whichever way you cut it, there is an intense amount of interest in the 

sector and that has driven investment yields down, and, as a corollary, capital values up. 

It is worth noting that hotel prices in the UK have increased 70% over the last seven years, but 50% of that 70% 

has been witnessed in the last three years. That is partially because hotels are a relatively scarce asset, and there is 

an awful lot of money chasing it. Much of that comes from the Middle and Far East, where investors are, in simple 

terms, looking for risk diversity and London is seen as a safe place in which to invest. There are also a lot of wellfunded 

venture capitalists looking for a home for their money. If you were to put that in an economic context, 

you’ve got demand-pull price inflation. 

In addition, hotels were viewed as an investment in years gone by. Now they are seen as a real estate asset class. (In 

reality, they’re not: the fact of the matter is that a hotel is still a hotel, and it was a hotel 30, 40 or 50 years ago. So 

in terms of the fabric of the asset, little has really changed in that respect.) 

There is one more thing: the economy. Looking at the hotel sector as an investment structure, you look at what drives 

hotel performance, it is basically the economy, and the economy as far as 2007 is concerned is pretty positive. 

The thing we always have to be wary of in this sector is the occurrence and impact of geopolitical events, similar 

to 9/11 or the July 7 bombings. That’s one of the factors that shape the hotel market in London. The provincial 

sector is largely driven by what’s happening with the domestic economy, alongside such other overheads as wage 

costs, visitor numbers, utility costs and going forward, things like the green levy and the cost of distribution and 

reaching the market. 

What drives London above that is actually geopolitical events. The exchange rate has less bearing than it did say 10 

years ago (although when it is favourable it brings more American visitors, which is handy as they are big spenders) 

but geopolitical events do have a marked effect. Those kinds of shocks have an effect over time of depressing 

visitor numbers. 

In our experience particularly in relation to 9/11 and an unprecedented numbers of subsequent geopolitical events 

– SARS, foot and mouth, the Gulf War among them – London took quite a knock, although we are not aware of 

any resultant business failures. 

What generally happens in the financial community, those of us who lend to hotels took a very pragmatic view 

that this is a cyclical industry, and if we hold tight, we and our customers will come through this. 

What we tended to see in London with the hotels’ performance levels, the cyclicality was like an undulating U. But 

when you get these events, it’s more like a V. The shock is quite damaging, but very, very short term. 



In terms of its significance to asset-light operating models, with a leaseback hotel, if you get a downturn in performance, 

you can’t get your rent. It’s that simple. That’s one of the risks with the structure. 

On the propco side of things, you need to understand with some degree of thoroughness precisely what assets form 

your security, and precisely how good your tenant or manager is at operating hotels through both good times and 

bad. In addition, you need to ensure, particularly with sale and leaseback that the rent isn’t pitched too high. 

Any valuer who knows his salt will tell you that an acceptable rent range for a leasehold hotel is about 60-70% 

of its operating profit. If much higher, it leaves you very little margin of cash safety, and very vulnerable to the 

cyclical nature of the industry. 

Broadly speaking, in the UK hotel industry – and this is more pronounced in London – there is roughly a 10-year 

cycle. You have five good years and five lean years. We are approaching, in London at least, the cyclical peak. That is 

evident from the occupancy rates in advance of 80%, like-for-like rooms yield has been about 12%. So occupancy 

hasn’t got lots of places to go. It’s just about topping out. Quite when it will peak is difficult to say. But London’s last 

cyclical peak was in around 1999, and then it started easing off initially as a consequence of economic conditions 

in the United States. Then there was a series of geopolitical events that depressed performance even further, until 

you reached the nadir of the cycle, in 2003. So you’ve got, for the sake of accommodating our model, four and a 

bit years of lean times when you came off the cyclical peak, and now the reverse is that we’re going up again. 

At the end of the day, cash is king. If you’re going to get involved in sale and leaseback or a sale and manageback 

transaction, you need to make sure that you’re dealing with capable operators who know what they’re doing 

– through good times and bad – and who are capable of generating sustainable cash flow over the cycle. They need 

to invest cash in the hotel or portfolio in order to keep them competitive and as a consequence, drive sufficient 

cash to the bottom line of their business, in order to pay their rent, their management charges, their borrowers 

and their interest. 

To sum up: in terms of the risks, if you’re a tenant, as long as you pay your rent and you operate within the terms 

of the lease, then you have the right to maintain your brand over the door. If you are a manager and you do not 

perform, you run the risk of losing your brand over the door if you do not meet the performance criteria or 

whatever is the measure of success. 

The forecast prosperity of the industry is highly dependent on the strength of the economy, which also dictates 

liquidity and demand. While the economy is strong, and we appear to be approaching a cyclical peak, London’s 

success will also be based on whether – and how well – the capital can stand up to any geopolitical events that 

may occur over the next 12 months. 


REITs: An Overview 

by Peter Hackleton, senior manager in the Tourism, Hospitality and Leisure team at Deloitte 

Is it better to separate the business of running the hotels from owning the bricks and mortar, or to keep them 

together under one enterprise? This is a question that has occupied the hotel industry for decades and with the 

introduction of Real Estate Investment Trusts in the UK, the question has become a hot topic once more. 

Those in favour of a division have pointed out that real estate investments tie up capital and that the stock market 

tends to value management companies higher than those involved in real estate. Many believe the property 

ownership element of an integrated hospitality company can drag down an organisation’s overall value. They cite 

several clear benefits for breaking away. 

Breaking away allows hotel operators to improve the return on their assets by partnering with property investors, 

who bring in asset management expertise and capital. They can also secure long-term management or franchise 

tenure over their portfolio and improve their debt rating. Critically, they can stay focused on the hotel brand. 

The underlying rationale that the sum of the parts is greater than the whole was illustrated perfectly by Marriott 

Corporation when it decided to divide up its hotel business in 1992. The split created two separate entities – Host 

Marriott, which is today the world’s largest hotel Real Estate Investment Trust (REIT), and Marriott International, 

which now mainly manages and franchises hotels on behalf of owners such as Host Marriott. 

The split enabled each team to focus on its core skills. However, while the corporate finance aspects of this initiative 

were enticing, few operators initially decided to follow suit. Operators were concerned about the tax implications 

of selling relatively low property prices, and the relinquishing of control of their property portfolios. 

However, over the past decade there has been a change of opinion. Now, no operator can ignore the opportunity 

to free up capital to fund further expansion. 

Today, there are several good reasons why hotel properties are now more widely regarded as an asset class. In 

particular, the growth of REITs worldwide – which are willing to pay generously for hotel property and looking 

for a hotel operator to do business with – is significant. 

Tracking the changes 

Key Issues: Real Estate Investment Trusts: An Overview 

REITs can be traced right back to the 1880s in the US, but they didn’t become popular until the 1960 real estate 

investment trust tax provision gave them advantageous tax status. Through these trusts, investors could avoid 

double taxation, as they were not taxed at the corporate level if income was distributed to beneficiaries. This has 

continued to be the main pull ever since. 


As tax is usually paid at both the vehicle and investor level, and generally eats up around a third of total profits, 

there is a big incentive to qualify for REIT status. 

Investment in REITs has rocketed, despite the property boom in the late 1990s. In 2004, more than $300bn (£154bn) 

was listed in REITs by market capitalisation – around 5% of that in lodging/resorts. 

The bigger picture 

Important though it is, the US story is only part of the global picture. More and more countries are updating the 

rules to enable similar investment trusts to enjoy the same benefits. 

Although each country has developed its own version, many have followed the successful US example and have 

maintained broadly the same structure. For instance: 

● Provided certain conditions are met, property trusts are generally either exempt from taxation, subject to a 0% 

tax rate or can deduct dividends paid from taxable profits. Investors are taxed at the marginal rate on dividend 

income and unit appreciation. 

● Most countries require that all or most of the trust’s earnings must be distributed to investors within a certain 

period after the end of the financial year during which earnings are generated. 

● All have investment and income restrictions covering qualifying investments and activities as well as what 

percentage of the total pool can be invested in a single property or income stream. 

Many countries have limitations on gearing and have other restrictions that can cover listing requirements, 

internal/external management and the need for regular property valuations. Despite these limitations, trusts 

have flourished – particularly while global capital markets remain volatile and investors search for more balanced 

portfolios containing larger slices of property. 

Introduction of REITs in the UK 


The UK government, keen to encourage more efficiency in the property investment market, finally introduced 

REIT legislation in the 2006 Finance Act, which came into effect in January this year. The key features of the new 

regime are: 

● Tax exemption for the REIT on property investment business, which is effectively ring-fenced from the residual 

business. 

● 90% of the profits of the tax-exempt business must be distributed to shareholders within 12 months of the 

year-end. 


● Residual (non-property investment) business continues to be taxed at 30%, and must represent less than 25% 

of the REITs total profits and less than 25% of the REITs gross assets (the balance of business test). 

● Generally, shareholders are taxed at 22% on distributions, to mirror direct property ownership. 

● One-off entry charge of 2% of the market value of properties being transferred into the tax-exempt business. 

● Sale of property from the tax-exempt business of a REIT is exempt from capital gains tax. 

● Owner-occupied property is excluded from the tax-exempt business. 

Initial Impact 

Initially, nine UK property companies converted to REITs from 1 January 2007 and a handful of other companies 

have either confirmed they will convert or intend to convert during 2007. 

At present, however, UK hotel groups have been put off from conversion. The key issue appears to be the restriction 

on owner/occupiers converting to REITs. Additionally, even if the restriction on owner-occupied property 

was lifted such that it could form part of the tax exempt property rental business, hotel owner/operators may still 

struggle to satisfy the 75%/25% balance of business test. It seems that currently the only way for hotel operators 

to convert to REITs in the UK would be to separate the assets from the running of the hotel. 

What does the future hold for UK REITs? 

Many analysts are excited by the growth potential for UK REITs. 

Worldwide, 2006 was a great year for the REITs market. In the US, REIT prices have been boosted by a number of 

large privatisations and outpaced the broader domestic markets for a seventh year in a row based on S&P figures. 

The market in Asia continued to grow, whilst in Europe the introduction of REITs in the UK and Germany in 

2007, with Italy to follow in 2008, has created a positive environment in the sector. 

The launch of UK REITs is expected to lead to a surge of interest in the property market as REITs become as popular 

an investment asset as equities and bonds. However, fund managers Fidelity International are more cautious in 

their outlook and predict that it could take up to 30 years for the UK REIT market to mature and diversify based 

on the evidence of countries like the US and Australia. 

More to come 


After the introduction of the UK REIT rules, making the split between operators and property owners continues to 

be a logical and cost-effective decision – enabling both groups to focus on what they do best. The lodging industry, 

once considered less attractive than other types of commercial property, has seen record levels of activity from 

investors looking to buy hotel properties. 



The opportunity to acquire these properties into tax efficient REIT structures makes this separation even more 

attractive. The combination of a favourable real estate market, more customers with more leisure time, plus the 

resilience of the travel market to the many disasters over the past couple of years, has added to the allure of hotel 

assets. InterContinental Hotels Group, for instance, coming to the end of a $3.5bn (£1.8bn) asset disposal deal 

recently announced a further programme of $1bn (£514m) of potential disposals. In the same month, Starwood 

Hotels & Resorts Worldwide announced a $4.1bn (£2.1bn) disposal of assets to Host, while the Hilton Group 

decided to dispose of a further $700m (£360m) of assets. 

Clearly, there are many more hotel property deals of this nature to be done. However, in the short-term, the UK 

REIT entry requirements may make it difficult for hotels to convert their property portfolios to a REIT. Experience 

from other countries has shown that for the UK REIT regime to be successful it needs to evolve over time. 

The Government and the hotel industry alike need to put on their thinking caps to facilitate a burgeoning hotel 

REIT sector, along the lines of those in the US and Australia. In the mean time tax advisers continue to consider 

how management contract arrangements could be restructured to enable hotel owner operators to benefit from 

the existing regime. 


Key Issues: Real Estate Investment Trusts: REITS and the Challenge for Hotels 

Real Estate Investment Trusts: 

REITS and the challenge for hotels 

by Mark Nichols, Tax Partner, Hotel and Leisure Group, CMS Cameron McKenna 

REITs have been with us since 1 January 2007. Peter Hackleton’s article earlier in this Guide gives a more general 

overview of the new regime. This article focuses on some hotel specific issues that arise from the new rules. 

Since 2 January 2007 we have seen considerable press comment on the new regime both favourable and unfavourable, 

both optimistic and doom-laden. Although the regime is now in place, it is amazing how much of detail is 

still up in the air. Still, the most important thing for Government was that the largest property players convert to 

REIT status to ensure the introduction of the regime is a success and, of course, to raise £1bn+ for the coffers. Both 

of these goals seem to have been achieved. Indeed, the advantages of REIT status have proved so great that we saw 

even before 1 January 40%+ growth in the share prices of those companies intending to convert into REITs. 

As the market and investors now pause for thought in the New Year, that is exactly what the hotel sector needs to 

do before itself succumbing to REIT fever. 

For hotel REITs, the fundamental dangers that commentators have warned about over the last 18 months remain 

in place. While a portfolio of leased hotels seems a perfect target for a REIT, particularly an existing property 

company looking to diversify and to seek higher yields, we need to consider a number of questions. Are hotel 

REITs possible? How can we deal with portfolios where the operator only wants a management contract? How 

does the legislation work in detail for group REITs or REITs with an Opco as a subsidiary or joint venture? Can 

new REITs be set up effectively for hotel specialist investment? 

Until we have answers to these questions as well as to the wider issues of whether REITs are suitable for the hospitality 

market, the hotel sector must move with some caution. Who can forget how former Chancellor Lawson’s fire 

sale of dual mortgage relief in 1988 triggered or at least precipitated the crash in residential properties values? 

One thing is for sure: REITs will be looking for maximum income production from their assets. Forget about capital 

allowances and their ability to reduce the minimum distribution requirement and increase the tax efficiency of 

dividends for some taxpayers. Nothing must touch the sacred profit and loss account – the US model has shown 

that expectations of income returns by investors are high and tend only to grow. REITs are seen as high yielding 

alternatives to gilts or bond issues and not so much as property plays, although a bit of capital gain will obviously 

help to smooth out any income glitches. 



Higher yielding hotel assets therefore look attractive to REITs, particularly as occupancy is up and operators 

are now starting to talk about inching room rates up. But, can leased hotels be put in a REIT? Yes, but what sort 

of leases can be used? It is generally thought that leases may be on a fixed, fully variable or partial basis without 

affecting REIT status so REIT investors can participate in the upside from the hotel sector recovery. There are 

some siren voices out there warning that variable rent leases may not qualify for REIT status, but they are in a 

minority and HMRC have not taken a position. 

Just as higher yields are important, the removal of poorer quality assets from REITs will also be seen. Will there 

be a glut of such assets on the market and will they precipitate a softening of the market? Time will tell. 

So portfolios of higher yielding hotel leases will be attractive to REITs. What about the managed hotels? 

REITs may not occupy the hotels they own – income from trading exploitation of real estate is bad income for 

REITs. Thus owner-operated hotels and pubs cannot be REIT properties benefiting from tax exemption for 

income and gains. Unfortunately, the definition of owner-occupation also extends to managed hotels – it is still 

the owner’s business no matter how much control the management contract seems to pass to the operator! 

So how do we get round this? Splitting the bricks from the brains has been the rallying cry of the hotel sector over 

the last couple of years and applies again here: transfer the business and a lease of the hotel to an Opco (let’s call 

the brand “Opco”) and let it deal with the operator. 

The main problem with this comes from some warning words in the HMRC guidance that they will look carefully 

at structures with Opcos to see if “Opco” is in substance a subsidiary and the property therefore remains to be 

viewed as owner-occupied. We await further definition from HMRC on this point. However, it seems feasible still 

for an Opco to be set up by a REIT as a less than 50% subsidiary – asset managers or outside sponsors or investors 

could be the other shareholders with levels of economic participation appropriate to the circumstances. 

Further, for those willing to take more risk, the rather friendly terms of IAS40 and the surprising availability of 

an election for single REIT status, even where the REIT is part of a group, suggest that a much higher economic 

or even legal ownership of “Opco” may be possible for the REIT. If we can move that interest up to the 75% level, 

then stamp duty and capital gains tax relief may more readily be obtained on the in house lease to “Opco” and 

the accompanying business reorganisation. Otherwise the Propco/Opco lease route will cost 1% of the NPV of 

rentals. 

Even if Propco/Opco works as a structure it will have to be sold to investors. The board will have in any event to 

state in the annual report why it believes the REIT is sufficiently diversified in its investments. A portfolio of, say, 

three-star hotels can only really be viewed as diversified on a geographical basis and in that respect it will perhaps 

be interesting how REIT boards deal with an industry that tends to view there as being two geographical sectors 

for UK hotels, namely London and the regions – not quite true perhaps but certainly something a REIT board 

will need to consider. 



Beyond that, how will investors and agencies rate a property company with a single unlisted tenant that no-one 

has heard of, namely “Opco”? The answer to that may be to point them in the direction of the operating company 

behind “Opco” but will that be sufficient? 

And what about the new hotel specialist REITs funds everyone talks about? They will come but the regime remains 

unfriendly for REIT start ups despite Government claims of relaxation in the December Pre-Budget Review: there 

may still be a 6% start up tax cost for new hotel REITs unless the most artificial of structures is adopted. Initial 

costs of listing, at least on the London Stock Exchange, may be prohibitive. Until the legislation and the sector have 

bedded down it is hard to imagine high numbers of new entrants unless the sponsors have ready access to new 

stock or even own existing portfolios and see extra value through an exit by REIT listing over the more normal 

trade or financial disposal. 

Even then, listing will usually require a significant retained stake, going forward, and this will not produce a full 

exit at least initially. Care must also be taken that the retained stake is not so large as to breach the REIT close 

company rule. 

By the same token, we can envisage new REITs being seriously considered for those seeking an alternative to a 

standard sale and leaseback financing structure. 

Even more likely may be the sale of existing corporate portfolios, including hotels, to existing REITs so as to wash 

out the inherent capital gains and increase exit values without the associated cost and retained interest requirement 

we see in the creation of a new REIT. 

So, we can see exciting times for both REITs and hotels ahead but must anticipate some reticence in the creation 

of new or blind REIT funds as well as some nervousness over managed hotel structures. 


Legislation: Tax 

by John Whiting, Tax partner, PricewaterhouseCoopers LLP 

Tax is an important issue for every business and most individuals. While corporation tax deservedly gets a lot of 

attention, all too often the other taxes are underplayed. The hotel industry is affected by the majority of the UK’s 

25 types of taxes. Indeed, by looking at the total tax contribution that businesses in the industry make, taking 

into account all the taxes paid by and collected by these businesses, we can reflect on the significant contribution 

the industry makes to the government’s purse. It also gives an indication of the issues the industry faces in terms 

of managing its tax affairs. 

With all taxes in mind, it is interesting to consider what has been changing – and what is on the horizon. 

Recent legislative changes 

Key Issues: Legislation: Tax 

The UK’s tax laws change regularly, driven by the Budget and the Finance Act process. Although some in the 

industry might worry that the length of the 2006 Finance Act suggests that there are a lot of issues, in fact there 

are few major areas to be concerned about. Probably the most important beneficial change to have taken place is 

the introduction of Real Estate Investment Trusts (REITs), which is analysed in a separate article in this publication. 

Although some businesses will be affected by the withdrawal of the ‘Computers at Home’ exemption and the 

move to restrict tax-free mobile phones to one per employee, there is transitional protection for wider benefits 

that were granted before April 2006. A momentary worry about a section dealing with an exception to the “bed 

and breakfasting” rules 1 , can be laid to rest on the basis that it tightens a Capital Gains Tax (CGT) anti-avoidance 

measure rather than meaning the taxman is going into the hotel trade. 

The recasting of the inheritance tax and trusts rules was probably the highest profile issue included in last year’s 

tax changes and will impact on the personal tax planning of some individuals in the industry. Those with accumulation 

and maintenance, or interest in possession, trusts, or plans to use them in the future (including through 

wills) need to review their arrangements. 

1 The CGT bed and breakfasting rules prevent taxpayers disposing of shares and reacquiring them shortly afterwards 

to generate a capital gain effectively free of tax, or a capital loss to use elsewhere, while still, in effect, holding on to the 

investment. 


Tips and troncs 

Arguably the biggest development for the hospitality industry in 2006 was the resolution of the long-running 

dispute over the National Insurance Contributions (NICs) and National Minimum Wage (NMW) position for 

tips and troncs. HM Revenue & Customs’ (HMRC) guidance material (known as E24) reached what was effectively 

its fourth edition in three years and in doing so, accepted the arguments put forward by the British Hospitality 

Association, as advised by PricewaterhouseCoopers LLP. Most businesses that use troncs will benefit now that 

HMRC have agreed issues including: 

1. Troncs are outside NICs unless management is actively involved in the allocation of the monies; 

2. Retaining some of the tronc to cover, for example, credit card processing costs does not lose the NIC exemption; 

3. Employees can be promised participation in the tronc in their contract without losing the NIC exemption 

(unless and to the extent that they are promised a minimum tronc amount); 

4. Using an employer-recommended system for tronc allocation or the employer’s administrative systems for 

paying the tronc monies does not lose the NIC exemption, provided it is the employees’ choice to do so; 

5. Tronc monies can be used to make up NMW requirements, provided payments are made through the employer’s 

payroll, and may still qualify for NIC exemption. 

These agreements put an end to the long-running disputes under HMRC’s ‘Operation Gourmet’, with many businesses 

affected now in a position to recover overpaid tax and NICs and, in some cases, claim for costs incurred. 

Rumblings on hotels allowances 


The hotel industry has benefited since the 1970s from the 4% capital allowance on ‘qualifying hotels’. Placing 

restrictions on which buildings qualified was intended to focus the relief on ‘traditional hotels’ – interpreted as 

those establishments that provided breakfasts and evening meals. 

Current practices in the industry differ widely from those of the 1970s, as exemplified by the rise in budget hotels 

and apart-hotels, fuelled in part by the much wider restaurant market. This has led many individual hotels and 

chains to either not provide catering facilities or to outsource them, meaning that an increasing proportion of 

the hotel sector no longer conforms to the original conditions set for the hotels allowance. 

HMRC is looking carefully at this issue, which has led to a number of challenges and not just on the provision 

of meals. Questions have also been raised about the frequency of linen changes, no children policies, minimum 

two night stays and meals only being available to guests. It is not just new claims that are being affected. Existing 

claims can also be overturned with a cessation of allowances and possibly a reclaim of allowances granted for 

recent years. 


The current position is unsatisfactory. HMRC has confirmed that it is looking into this area and although it currently 

has no intentions to change the law, it may issue further guidance. 

Compliance problems 

The industry currently processes a large amount of employment taxes and VAT on behalf of the government. 

These areas, in particular, involve inherent risks of errors and consequent exposure to tax claims. 

On the employment side, the major issue is currently that of employee status and the question of whether a person 

working for an organisation is actually an employee (and thus in the PAYE/NIC net) or genuinely self-employed. 

HMRC continues to pursue cases, typically arguing that features such as control over what the individual does, 

their lack of other work, the way they are held out and paid, all suggest that a person is an employee. At the other 

end of the spectrum is the possible temptation to pay people in cash without such monies going through proper 

payroll procedures. The risks here are obvious and are always policed by HMRC. 

HMRC’s VAT reviews target businesses that are heavily involved in cash takings or alcohol sales – meaning that 

the hotel industry is often affected. The tax authorities are actively increasing the use of its powers to examine the 

cash takings that are recorded in tills or cash registers. They have the power to have access to, inspect and check 

the operation of “any computer and any associated apparatus …” which has caused arguments over the extent to 

which access is possible and whether HMRC can demand that tills are reprogrammed to produce reports suitable 

for them to check. Such requests should be treated with great care and it is undoubtedly an area on which to seek 

professional advice. 

One specific VAT issue that often arises is the possibility of reduced VAT for long-stay guests in hotels. This reduced 

VAT charge (strictly the value of the supply reduces) is not limited to situations where the supply is made to the 

individual occupying the accommodation. Where hotels (including inns, boarding houses, etc) provide accommodation 

for individuals under contracts with local authorities or other organisations, the supplies can qualify 

for the reduced value rule. However, care is needed when dealing with this as the full VAT needs to be charged on 

meals, drinks and other services provided with the accommodation. 

Looking forward 


There has been speculation that the industry might see an introduction of a ‘bed tax’ within the UK. That would 

seem to be a unfortunate move if it did occur as – returning to the theme of the start of this article – the hotel 

industry already pays a substantial amount of tax. 

The Construction Industry Scheme (CIS), which comes into force in April 2007, should also be considered. The 

hotel industry is often involved in this regime and while the intention of the new rules is to simplify the CIS 

operation and to reduce the administrative burden, work needs to be done to prepare and ensure that systems 

are ready. The industry might also want to keep an eye on the progress of consultations on the planning gain 

supplement, which is now not going to be implemented prior to 2009, and only then if the government deems it 

‘workable and effective’. 



Finally, a number of reports have suggested that we will see moves by HMRC to encourage anyone with undeclared 

income, particularly in an offshore account, to regularise their position. While this is in no way specifically aimed 

at the hotel industry, one could imagine that some people in the industry will be affected. Anyone who did find 

themselves in this net should undoubtedly seek professional advice. 

In short, tax is an issue that needs careful management in the hotel industry, not least because it is an area that is 

subject to constant change. 


Legislation: Employment law 

Key Issues: Legislation: Employment law 

by Simon Jeffreys, Employment Law Partner, CMS Cameron Mckenna LLP 

As ever 2007 will see its share of changes in employment law on the two appointed commencement dates, 6th 

April and 1st October. But this year may be remarkable, because the biggest change in employment law isn’t an 

employment law measure and won’t impact on either of those dates. Of course, it’s the ban on smoking in public 

places which is effective on 1 July 2007 in England, but which has been in force in Scotland since last summer and 

will be in force in Wales from 2 April. 

And then of course there are those nasty surprises. Some of these will inevitably spring from case law decisions in 

our own courts or the European Court of Justice, but often they come from our own government: for example, 

the surprise announcement in January that penalties of about £220 per employee will be levied for default in 

complying with an HMRC order to pay arrears of national minimum wages within seven days. 

So what can we predict? The more important new employment laws to note are mentioned below, in chronological 

order. 

On 1 February 2007, the financial limits on certain employment claims went up. The weekly pay limit, principally 

for statutory redundancy pay but also for unfair dismissal among other rights, increased from £290 to £310. The 

maximum compensatory award for unfair dismissal went up from £58,400 to £60,600. These changes apply to dismissals 

on or after 1 February rather than to claims heard by the Employment Tribunal on or after 1 February. 

Increased maternity rights will apply to mothers whose expected week of childbirth (or date of adoption) falls 

on or after 1 April 2007. Broadly, the right will be a total of 12 months maternity absence of which the first nine 

months will be paid. 

From 6 April 2007, it will be unlawful to discriminate on the grounds of religion or belief or sexual orientation 

in the provision of goods and services. Employers will be vicariously liable for the discriminatory acts of their 

employees towards actual or potential customers. Therefore, employers will need to train and instruct employees 

not to discriminate, in order to ensure compliance or at least to mitigate liability for paying compensation to customers 

or potential customers by endeavouring to show that they took all reasonably practicable steps to prevent 

discrimination. That would include disciplining and ultimately dismissing any staff breaking the law. 

Refusing to serve someone because they are perceived to be, for example, gay, Hindu or vegetarian will therefore 

become illegal. Of course, this doesn’t mean, for example, that a temperance hotel must serve alcohol any more 

than a restaurant has to offer Kosher or Halal food. But it does mean a temperance hotel would be in trouble if it 

refused point blank allow a non-temperance potential customer to stay in the hotel. 


Key Issues: Legislation: Employment law 

Also on 6 April, two sets of employee consultation regulations will apply to employers with as few as 100 employees 

for the first time. These are first, the general information and consultation regulations entitling employees 

to require their employers to set up a company works council or equivalent, and second, the special pension 

consultation regulations requiring 60 days information and consultation before an employer makes changes in 

an occupational pension scheme. 

Also the existing right to request “flexible working” will be extended to employees who are caring for adult relatives. 

At the moment, only parents of young children qualify for this right. 

On 1 July 2007 the English smoking ban comes into force under the Health Act 2006. ‘No Smoking’ signs will have 

to be displayed and designated smoking rooms for staff will become illegal. Vestigial outdoor smoking shelters 

will be allowed. Not only will employers have to ensure that smoking by their own staff is properly policed but 

they will also need to take the same steps in respect of their customers. So there is the potential for staff to suffer 

from additional stress resulting from abuse or even the possible risk of violence from customers unhappy about 

having to put their cigarettes out. 

Employers may also face pressure from employees to allow them paid time off for smoking breaks now they can 

no longer smoke in their work places. This is not anything that the new law makes provision for, so employers 

need not feel under any legal or indeed moral obligation to make such a concession. Employers would however be 

well advised to ensure staff have access to the publicly available sources of advice about quitting smoking. Some 

degree of workplace support for this is probably also desirable. 

Then, on 1 October, the first stage of the increase in minimum paid holiday entitlement from 20 days to 28 days 

under the Working Time Regulations will take place. Entitlement will rise to 24 days from 1 October 2007 with 

a further increase to 28 days to follow on 1 October 2008. The aim of these provisions is to add the eight public 

holidays to the existing right to four weeks paid annual leave. 

Just before Christmas, the Employment Appeal Tribunal gave many employers good news when it ruled that 

workers supplied by an employment agency and contracted to that employment agency should not normally be 

held to be employees of the end-user for which they work. The outcome of the case James v. Greenwich Council 

obviously is a great relief to users of agency labour. But there is a possible sting in the tail of the judgment, as the 

judge suggested that Parliament might wish to change the law in this area. 

Finally, employers in the sector should note that the Government seems to have as one of its priorities a clampdown 

on the employment of workers who do not have full European Union rights to work, in tandem with increased 

enforcement efforts on the national minimum wage. Employers should therefore endeavour to make sure that 

they have sound procedures for checking and verifying papers, which establish any employee’s right to work as 

well as ensuring compliance with national minimum wage obligations. 


Branding 

by Nicola Mottam 

Key Issues: Branding 

Future travellers are far more likely to be influenced by brand recognition than by location when choosing a place 

to stay. This is particularly true in large cities where market saturation is already persuading customers to make 

decisions based on the badge above the door rather than geographical precinct. 

Deloitte’s Hospitality 2010 report found that more than 97% of affluent leisure travellers and 93% of affluent 

business travellers consider location to be extremely influential when choosing a hotel, while only 57% and 54%, 

respectively, are influenced by brand. However the signs suggest this is about to change. 

The whole operational mindset of the UK hotel industry has shifted towards branding and marketing in the last 

couple of years, as they move away from owner-managed operations to the sale and manageback model. This 

represents a seismic shift in the way hotels are run and has underpinned the importance of brand image. 

The Intercontinental Hotel Group (IHG) is one case in point. Not only is its chief executive, Andy Cosslett, a 

marketer by trade but he has also been instrumental in changing the management dynamics of IHG to a “manager 

and franchiser of branded hotel properties” rather than a property owner. Cosslett has also alluded to the “more 

exacting demands” from guests and commented on the need to keep ahead of these trends by sharpening IHG’s 

brands. These strategies are echoed throughout the UK hotel industry. 

By all accounts the hotel industry recovered well last year from the impact of 2005 London bombings. Figures 

reveal both higher occupancy rates and improved RevPAR in 2006. There have been casualties in the mid-market 

sector in the last 12-18 months with the emergence of ‘deluxe budget’ formats from some operators, which has 

led to a number of larger chains, like Thistle and Macdonald Hotels, moving upmarket further emphasising the 

brand message. However PricewaterhouseCoopers (PWC) forecasts further RevPAR gains, with growth levels 

of 4.5% this year and 4.9% in 2008. PWC does, however, point out that the hotels that differentiate themselves 

through brand, product and guest experience will benefit the most from this growth. 

Consultancy firm, Pi Capital’s chief executive, David Giampaolo warns that, in order to repeat the market’s 2006 

performance, hotels need to reinvest proceeds in their properties. “A lot of hotels are getting away with charging 

high prices while neglecting product standards. Just offering sleeping accommodation is not enough to attract 

customers anymore so hotels need to concentrate on branding,” he says. 



Some UK hotels are already tackling the challenges ahead and some, like The Four Seasons, the Mandarin Oriental 

and the Ritz Carlton, are proficient brand exponents. However other five-star groups are not up to scratch 

and are being forced to raise their game or risk suffering the fate of less proactive brands in the past. The Savoy, 

for example, was at the top of its league 20 years ago but trade has been hit by its inability to adhere to modern 

expectations. It has fallen down the five-star ranks as a consequence. Park Lane’s five luxury hotels may find 

themselves in a similar situation if they fail to deliver a clear brand message to customers as they battle it out for 

business and leisure travellers. 

In a crowded market place it is essential to clearly differentiate brands, but research has found there is no consensus 

on what constitutes a ‘the brand’ in the hotel industry. Consumers remain confused and often find it hard to 

articulate the differences between competing brands. 

Analysts agree that consistency is the key to creating a successful brand – both in terms of the product and customer 

service. This is difficult in a market that is often judged on service levels, especially at the high-end of the 

market, where reputations are built on high levels of personal service, and where employee-customer interactions 

are very high. Deloitte estimates a 250-property upscale hotel chain has up to 200 million guest touch points per 

annum, highlighting the challenge of consistent delivery. 

At the very least, top hotels are expected to have broadband Internet and luxury gym and leisure facilities, but 

consumers are demanding more. Some groups are taking extraordinary steps to differentiate themselves. The 

five-star Grange City Hotel, just outside The City, recently opened a woman-only wing in its hotel in a bid to 

attract female corporate travellers, while IHG is forging ahead with plans to strip its doormen of their traditional 

tailcoats in favour of plain grey suits, to create a less formal image. 

Others have focused on employees, developing ‘staff engagement’ initiatives to ensure employees have a clear 

understanding of brand values, and how to convey them to customers. IHG rolled out a colleague engagement 

programme between June and September last year, involving 40,000 staff in 140 hotels, for this very purpose. 

Conversely, the Starwood Group (based in New York) has delivered a much clearer brand message for its four 

hotel brands – the Sheraton, Four Points, Westin and W – through their respective websites and with external 

advertising and promotions focusing on key attributes. 

In a many ways, the budget hotel market appears to be ahead of the game when it comes to defining their brands. 

Travelodge, in particular, is very clear about what it has to offer: cheap, clean, functional hotel rooms, with guaranteed 

parking. Customers know that wherever they go in the UK the facilities and standards will be the same. This 

is what every brand strives to achieve – the ultimate brand experience. Last year it reinforced its brand message 

with a ‘promise’ that guaranteed customers a room at £29 anywhere in the UK. Travelodge also dispensed with 

jackets, ties and scarves last year, and introduced an informal uniform instead. 

Service is less of an issue with budget hotels that tend to be product led, with fewer customer touch points. For 

example, Accor’s Formule 1 hotels are designed with minimal human interactions in mind. Customers book 

online and check-in via credit card. 



Lifestyle hotels by definition are tailor-made for the ‘brand culture’. They differentiate themselves from larger 

brands by emphasising the personal, exclusive experience that customers can expect. In this sense they are pandering 

to consumers’ preferences for ‘unique experiences’ and ‘individuality’ in their choice of hotel. 

There is certainly plenty of movement in the UK lifestyle market: Quest Hotels is a recent entrant and hopes to 

compete with the likes of Malmaison and Hotel du Vin; Yotel capsule hotels are soon to open at Gatwick and 

Heathrow; and Abode is expanding to Glasgow and Manchester, this year, to add to existing properties in Exeter, 

Canterbury and Chester. Abode is the brainchild of Michelin-starred chef Michael Caines and hotelier Andrew 

Brownsword and differentiates itself with high quality food and drink, spa and conference facilities. 

But the lifestyle format is not simply the reserve of independent hotel groups; bigger chains are attempting to 

cash-in on their niche appeal. For example, Hilton not long ago opened its first of three ‘lifestyle-style’ hotels in 

Canary Wharf. One at Tower Bridge and another in Manchester are set to follow. The Rezidor SAS is developing 

its lifestyle brands in conjunction with fashion houses Cerruti and Missoni. A Rezidor Missoni will be the brand’s 

first UK outing, set to open in Edinburgh in late 2008. 

The lifestyle segment has outperformed UK hotels in terms of average daily rate (ADR) and RevPAR each year 

since 2000, according to PWCs European Lifestyle Hotel Survey 2006. Key to this growth has been innovation. 

One example of this is Mailmaison’s use of iPods in guest rooms, complete with hotel-supplied playlists. The 

chain now plans to create compilation CDs and single-artist albums that reflect the hotel experience, in aid of 

encouraging an emotional link to the brand. PWC’s survey warns hoteliers not to dismiss this opportunity to 

deliver a personalised experience in customers’ desired formats. 

Several hotels are also emulating high street retailers who have expanded into complementary markets by developing 

home furnishing businesses to give customers the opportunity to buy products they have seen when staying at 

their hotels. For example, Hyatt Hotels & Resorts sells high quality Hyatt and partner-branded luxury products, 

which can be purchased online at HyattAtHome.com. 

Linking up with other brands through sponsorship and partnerships is becoming a common approach to reinforce 

a hotel’s brand message. Other examples include Starwood, which has developed a relationship with Yahoo, Hyatt 

with Expedia, in addition to its luxury products partnerships. Whether such links add to or detract from the hotel 

brand itself is not clear, but there is no doubt that stronger brands are more likely to succeed. 

Hotels will increasingly adopt cross-industry partnerships in the future and embrace technological innovations 

to meet consumers’ expectations. Five-star hotels will also compete to develop a local experience to provide an 

authentic traveller experiences in the UK, both within the hotel environment or externally. Several regional hotels 

are already adopting this technique in order to achieve high occupancy levels. 

Many consumers across socio-economic groups use the Internet and therefore; all hotel groups now find it crucial 

to have a website. Travelodge identified this trend back in 2002 when it established a web presence. Its site now 

handles 80% of room bookings compared, with 17% in 2003. Demand is so high that the site was upgraded in 

December. 



The booking system uses a dynamic pricing model – similar to those used by the budget airlines – which offers 

customers cheaper rooms if they book early. 

Meanwhile, the Hilton Group is launching an online room selection program this year, enabling guests to view 

floor plans and see room photographs. Customers can also check in online within 24 hours of arrival, see the 

exact room allocated to them and change it if they wish. 

Deloitte predicts a major shift in the tourism market over the next three to five years, when the number of Chinese 

holidaymakers travelling to the UK is expected to increase sharply – mirroring the explosion of the Japanese 

tourist 10 years ago. Hotels that are established in China itself, like The Holiday Inn – the number one hotel in 

China - are likely to gain significantly from this trend, although hotels in general will also benefit provided they 

take steps to accommodate Chinese visitors and adapt their services accordingly. 

Large hotel groups will have to deal more with the possibility of encroaching on their own territory as the market 

for sub-brands continues to expand. Groups that adopt this business model need to be very clear about the differences 

between their sub-brands or risk cannibalising their business. In some cases delineations are becoming 

blurred. IHG’s Holiday Inn and Express brands are potentially in for a hard time as services like the food offers, 

start to overlap. 

Customers will continue to be less tolerant about hidden costs and therefore they will demand more clarity on 

charges: both statutory ones such as VAT, and those that are service led, such as sending or receiving faxes. Additionally, 

they will expect high food and drink standards as the norm. The biggest challenge for hotels in the future, 

however, will be in training and retaining good quality staff. The most successful brands are those where customer 

service adhere to a brand’s principles and matches high product standards. 

Mid to low range hotels could be in the firing line again if they do not clearly define their brand propositions; we 

could see some market consolidation, as larger companies may snap up underperformers. Growth will, however, 

continue within the lifestyle sector, and particularly at the high-end. 

In many ways, brand recognition will be the benchmark by which customers judge hotels, becoming increasingly 

important over the next three years as operators recognise branding’s potential to generate loyalty. Brand 

consistency is equally important to gain customers’ trust, and the combination of these two – recognition and 

consistency, and to a lesser extent, innovation – will go a long way to secure the future of UK hotels. 


Franchising 

by Nicola Mottam 

Key Issues: Franchising 

The structure of hotel ownership in the UK has changed significantly over the last couple of years. Many brand 

owners have chosen to opt out of property ownership and instead run their hotels in sale and manageback deals, 

leaving investors to take all the financial risks of property ownership while the hotel groups get on with ‘managing’ 

their brands. 

Intercontinental Hotel Group (IHG) is one example of a major hotel brand that has turned its back on property 

ownership. It has been selling off property for several years, and has just about completed its transition to an 

entirely managed and franchised business. The disposal is said to be worth some £2.5bn. The group’s shareholders 

have done very well from sale and manageback deals, with the promise of a return of £2.75bn. 

There are still plenty of owner/operators out there, but with property investors queuing up to buy into the hotel 

industry, it is hard to resist the sale and manageback option – particularly when owner/operators are in a very 

strong position and can negotiate more or less any terms they want. 

By contrast there is franchising, a far less commonly used operating model for UK hotels. With franchising, the 

brand owner relinquishes the management of its brand to a franchisee, who may also be the property owner or, 

alternatively, the property owner could be a third party. Either way, it offers an effective route to increasing the 

number of rooms under a particular brand. It also benefits the franchisor as the capital investment, staff recruitment, 

and operational procedures in general are handled by the franchisee. 

Franchising is becoming increasingly important to the UK economy; in total it employs around 364,000 people 

and contributes £10.3bn to the UK’s GNP. 

According to the British Franchise Association (BFA), the UK hotel and catering industry accounts for 23% of 

all franchised businesses in the UK, and this has increased by 10% in the last 12 months. Traditionally, it is an 

established way of building a business; the BFA estimates the average UK hotel has 65 franchise units per brand. 

In addition, the franchise sector has undergone much consolidation between existing brands, with few new ones 

emerging on the market. However, this may change shortly, as US brands attempt to tap into the UK’s hotel. 

IHG’s Holiday Inn and Express at Holiday Inn brands are the best-known hotel franchise models in the UK and 

they have dominated the market for years. There are others, including Choice franchising group, CHE Hotel Group 

and US brands Days Inn and Roadway Ivy, but they have found limited traction for establishing themselves in the 

UK due to the lack of available property. 


Holiday Inn and Express at Holiday Inn are in the enviable position of having strong brand recognition and an 

unbeatable booking system. However, even Express franchisees struggle to find new properties as they are contractually 

prohibited from expanding into areas already occupied by the brand. Despite these limitations, the 

franchise sector has been relatively buoyant in the last 12 months and remains highly competitive. 

Hotel development and management company BDL was formerly IHG’s largest Express at Holiday Inn franchisee 

but sold its 13 sites to Somerston hotels in November 2005. There have been few changes within the brand since 

then. 

BDL still operates Holiday Inn franchises as well as IHG’s Crown Plaza format, but since offloading Express it has 

focused on developing its Ramada Encore franchise operation with plans to open up to 37 sites. There are around 

three Ramada Encore sites and analysts agree that, with BDL’s expertise and the brand’s promising credentials, it 

could be a significant player in the future. 

UK franchise hits and misses 


The UK hotel market is seeing an increasing number of multiple franchise operators, like BDL, as well as the 

emergence of a few fledging brands. Ramada Encore is one; Rezidor SAS brand Park Inn is another. Kurt Ritter, 

President and CEO of The Rezidor Hotel Group, has made it clear the group is planning to “aggressively expand” 

Park Inn. A purpose-built site in Leigh, Wigan, is currently under construction and the 135-room hotel is expected 

to open in 2008. This will bring Park Inn’s UK portfolio up to 16 sites. 

The Hilton and Marriott hotel groups have also expressed an interest in expanding franchise operations in the 

UK. Marriott is looking to grow Courtyard by Marriott, while Hilton plans to bring several US franchise brands 

across the Atlantic: Garden Inn, Hampton Inn and Double Tree. This is good news for current franchisees looking 

to grow their businesses with new brands. 

However, sceptics are unconvinced that this makes sound business sense, and suggest that financial clout doesn’t 

necessarily guarantee success in this field. Jude Chin, head of hospitality transaction services at KPMG, comments: 

“It remains to be seen how well Hilton will develop its franchising business; it’s not the first US company to try to 

break into the UK franchise market but there is no real track record yet. I can’t see Hilton having any significant 

affect on UK franchising in the next 12 months at least; franchisees are less likely to want to buy into brands that 

aren’t familiar here already.” 

Lack of brand recognition would be a major obstacle to growth. However new entrants will need sites, and since 

these are in short supply, they will probably have to develop new brands. Things could change considerably when 

property investors start to divest their hotel properties – acquired through sale and manageback deals – and new 

sites come onto the market. 


Mid-price market optimism 

There is a feeling among others however that emerging brands, from Hilton in particular, could institute a franchising 

boom and drive growth in mid-range franchise hotels. 

Both Hilton and Marriott aim to develop their businesses through the mid-range rather than budget market. They 

are effectively going to redefine their product for business and leisure customers in a way that will enable them 

to compete with city-based, four-star hotels. They are not aiming to be market leaders, but they do want to offer 

good food and beverages, as well as scaled down four-star facilities – like gyms, for example. 

Franchise operations are naturally moving in this direction as a reaction to ‘amenity creep’: a natural progression 

towards better standards as more competitors emerge on the market and differentiation becomes increasingly 

important. Thus franchising standards will continue to improve. 

The downside is that the added investment needed to maintain better standards will begin to rule out smaller 

franchisees from the market. Not only are standards getting a lot higher and capital investment with it, but, in 

many cases, franchisors are looking for franchisees with the highest covenant. Franchisees also have to pay a fee 

and percentage of turnover to the franchisor and there are strict operational rules to ensure consistency within 

the brand. It is certainly not a model that suits everyone. 

Risks and benefits 


Franchising is by no means a risk free model. A well-known brand above the door is an advantage for a franchisee 

and it can improve profitability and revenue. It can also have a positive impact on the property’s value. However, it 

can be time-consuming for franchisors to establish property sites and suitable franchisees. There are also risks that 

the quality and standards of a brand will not be maintained by a franchisee, despite contractual obligations. 

Nevertheless, franchising is a good way of expanding a hotel operation where the perceived strength is high brand 

visibility. It can also be a route to overseas markets because a franchisee will know about best practice and have 

local expertise in its particular region. The basis of a strong brand is critical mass and wide-scale consumer awareness. 

US brand, Holiday Inn is a prime example of how well this can work. 

In the immediate future, competition will encourage further consolidation, with smaller franchisees in different 

geographical regions merging their businesses. There is also nothing stopping franchisees using sale and manageback 

or sale and leaseback models to expand their estates. 

Overall, the key to operating a successful franchise programme is by selecting the right properties and business 

partners, and maintaining an ongoing relationship with them. Strong agreement terms and conditions and a 

commitment to enforcing the franchising rights are crucial. 

Franchisors would also benefit from setting up monitoring programmes to ensure quality is maintained to protect 

the brand and reduce financial risks, including revenue leakage. 



Sale and manageback will continue to dominate hotel model for some years to come but franchising will always 

have its place and is likely to grow in strength. 


Key Issues: Human Resources: The Recruitment Challenge 

Human Resources: 

The recruitment challenge 

by Bob Cotton, Chief Executive, British Hospitality Association 

The industry’s current staff and skills shortage is nothing new – it’s been with us since the 1950s – but it’s graver 

now than at any time in the recent past. The industry is not recruiting sufficient numbers of young people and it 

is not undertaking sufficient craft, supervisory and management training either. 

If the current shortage of workers has been aided in the last couple of years by an influx from new members of the 

EU (over 100,000 chose hospitality or catering as their first job), the expansion of the industry means that there 

will be a continuing demand for more and more new recruits. 

To be fair, relentless and ongoing change in the education system has been too extensive, too frequent, too fast, 

and far too complicated for the industry to cope with. I doubt if more than 10% of managers are able to provide a 

coherent account of the industry’s present education structure, or what the current qualifications actually mean 

in terms of achievement and competence. 

In this ever-changing scene, we must try to establish some priorities. To begin with, much emphasis in the past has 

been placed on degree courses; craft courses have become the poor relation of the catering education system. Of 

course, skilled managers are important, and the industry needs its fair share of graduate recruits. But what is its fair 

share? Is it really as high as 50% of the total school leaver intake, which is the government’s proposed target? 

There are 170,000 outlets in the profit sector and 90,000 in the cost sector, such as hospitals and schools. These 

employ 245,000 chefs/cooks, 230,000 waiting staff, 261,000 bar staff, 400,000 kitchen porters and catering assistants, 

53,000 hotel and accommodation managers and 162,000 restaurant/catering managers. 

Clearly, the greatest shortage of staff in the hospitality industry is overwhelmingly in the craft and unskilled areas 

(mainly in food and beverage, reception, portering and general assistants.) This is compounded by the fact that the 

industry is made up largely of small owner-operated units. The average unit size in the hospitality industry is in the 

region of 10-15 rooms. Most restaurants are also small and these outlets are typically run by owner-operators. 

Educationalists cite the size of the industry as a reason for the huge expansion in degree courses in the last two 

decades (over 30 universities offer some kind of hospitality/tourism degree), but the size of the industry is immaterial. 

It’s the structure of the industry that is critical. If the average size of establishment in the hospitality industry 

is so small, then concentrating a significant proportion of our resources on producing more university graduates 

is probably not going to be the key to its future success. What all businesses all need – big and small – is an even 

greater emphasis on craft training. 


In official statistics, hospitality students are lumped together with tourism, travel and leisure students, which is 

not very helpful. Enrolments indicate about 20,000-25,000 a year in hospitality but how many complete these 

courses is anyone’s guess. 

In addition, there are about 20,000 people on hospitality apprenticeship schemes – though there is likely to be 

double counting here with those on college courses. In any case, this hides the fact that only 17% – some 3,500 

– complete their apprenticeship. This is about four times more than the number of degree graduates being produced, 

but the shortfall in craft people is about 20 times greater. There is something wrong here. 

So we need to concentrate on expanding hospitality apprenticeships. We also need to ask why that 17% is so low 

when compared to the 30% national average for apprenticeships (which, incidentally, Sir Roy Gardner and his 

Apprenticeship Task Force want to raise to 60%). 

There are three principal reasons: 

1. The transient nature of the industry. People move on to other employers. 

2. Decline in funding for trainer/mentor support. 


3. Employers believe that NVQs are insufficiently robust and are too bureaucratic. 

The review currently being undertaken on college courses, their content and the qualifications they provide, 

which People 1st is currently undertaking, will be published soon. It should, at last, give us some numbers and 

considered opinion on the future direction of hospitality education. 

There is also a great need for more supervisory training: the chefs de parties, the chefs de rang, the floor housekeepers, 

the reception shift supervisors, who are technically skilled and who are responsible for supervising the work 

of others. Most of these – an estimated 90% – have had no supervisory or management training whatsoever. 

Most young people entering the industry find that their immediate boss is a supervisor, but one who has had no 

supervisory training. 

Professor Peter Jones of the University of Surrey, at a recent BHA conference, admitted that a significant proportion 

of students leave the industry only two years after graduating, largely because of their experience of the industry. 

This may not be surprising given that so few supervisors are trained. 

But not all the shortfall in trained staff can be placed at the door of learning providers or the college system. True, 

as Sir Roy’s Task Force has said, some learning providers are poor quality. Lack of funds has also meant too many 

colleges have abandoned catering courses, though the exact number is unknown (poor statistics are the bane of 

the industry). Nor has the government’s on-off approach to apprenticeships (currently on) helped; apprenticeship 

must be made simpler and easier to operate as well as being relevant to today’s skills. The qualifications gained 

should be well understood so that employers recognise that all the people passing through their apprenticeship have 

comparable knowledge, skills and competences. This is not the case with NVQs at present, though it should be. 



But employers, too, have responsibilities. Overall, there is too little training and too much poaching in the industry. 

Employers cannot rely solely on the higher and further education system to provide their needs. More attractive 

employment and reward packages, better and clearer career paths, more relevant training schemes must be offered. 

As wage pressures increase, particularly because of the rise in National Minimum Wage levels, these improved 

employment packages can only be afforded if the industry raises its levels of productivity. 

In spite of all its efforts, it’s likely that the present number of workers attracted into the industry annually is about 

as high as it is likely to be for the foreseeable future. It will take many years before hospitality is able to improve 

its employment profile to a level sufficient to attract significantly more recruits. 

As a result, we must ensure that we give existing employees all the knowledge and skills that are required for 

them to perform their jobs in the most efficient manner possible. Increasingly, employers must, therefore, take 

responsibility for developing the existing workforce so that those who perform poorly are encouraged to be more 

productive, and the good are encouraged to be even better. 

If we were able to increase productivity by only 5% – by training people to be better organised and more skilled 

– the need for more and more staff would be hugely alleviated. This is not an impossible target, bearing in mind 

the size of the industry and the total number of employees: 1.8m. Research has shown that 97% of all productivity 

gains come from better job design, better work processes and better rostering – all factors within the scope of 

the average business. 

It’s estimated that by 2012, the industry will have had to recruit over one million new recruits to take care of 

expansion, retirement, and those leaving. But that is just an estimate. The real figure may well be larger; with 

better productivity, it could be much less. This illustrates the size of the challenge we face. 


Human Resources: Remuneration and 

the strength of the industry 

by Christopher Mumford, MD Executive Search, HVS International 

It is by now a well-known fact that 2006 was a very strong year for the UK hotel industry. With no major terrorism 

activities, animal related diseases, or economic hiccups to contend with, UK hoteliers were more likely faced 

with the problem of how to cope with mounting demand. RevPAR figures for Europe show that London was the 

leader of the pack at 168.83* (£112.40). Elsewhere in the UK, Bath, Belfast, Aberdeen and Liverpool all recorded 

significant increases of at least 9% in year-on-year RevPAR over 2005. This robust performance is predicted to 

continue throughout 2007 with no likely tapering off expected before 2008. 

Strong financial performance often translates into a healthy pay packet for those producing the sweat to attain 

such results; the theory being that when times are good people do well, when they are bad everyone suffers. To 

investigate if this is really the case in the UK hotel market, HVS conducted a study of salary and benefit levels 

awarded to hoteliers in London in 2006. The survey captured data from three, four, and five-star hotels in London 

and reported results for all employee grades from line level positions, such as waiter and laundry attendant, to 

executive management positions such as General Manager and Director of Sales and Marketing. 

The results of the survey indicate that base salary levels did indeed increase in 2006. The median hotel employee 

salary in London rose by 4.5% in 2006 over 2005 and the median annual base salary for employees at three, four 

and five-star hotels in London is £18,287 compared to £17,503 in 2005. Such an increase however is broadly in line 

with inflation and cannot be viewed as a significant rise due to improved hotel performance. A clearer example 

of where healthy revenue streams impact take-home pay is in the discipline of Sales and Marketing. The median 

departmental salary in Sales and Marketing among the same comparison group rose by 22% year on year. Pity 

those in the Rooms division, however, which recorded the lowest increase. 

The table below illustrates the range in base salaries for six key positions in London: 

3, 4 & 5 Star London Hotels 

Annual Base Salary Minimum 25th Percentile 50th Percentile 75th Percentile Maximum 

Banqueting Head Waiter £12,750 £16,500 £19,123 £21,630 £29,265 

Executive Sous Chef £17,510 £28,007 £31,770 £37,956 £53,931 

Fine Dining Restaurant Manager £15,000 £22,250 £27,982 £33,108 £50,000 

Front Offi ce Manager £19,469 £24,708 £32,000 £36,330 £44,982 

Sales Manager £21,000 £26,836 £27,989 £30,937 £34,500 

Senior Housekeeper £13,515 £17,391 £19,584 £21,599 £26,047 

*Source: The Bench 

Key Issues: Human Resources: Remuneration and the strength of the Industry 



Having analysed the broad results, HVS then took out its magnifying glass to see where the better salaries are made. 

We divided the peer group by size (number of rooms) and class to see if any disparity was evident when paying 

hotel staff. It was readily apparent that salary levels were not consistently influenced by the size of the hotel. The 

bigger hotels did indeed record the highest median base salaries but median base salaries awarded to Front Office 

Managers for example were higher at hotels of less than 200 rooms than at those of 200 - 400 rooms. 

Annual Base Salary by Room Court 

Front Offi ce Manager Median 

400 rooms £34,000 

On splitting the data by hotel class we see a much clearer distinction in salary levels. For example, when looking 

at Front Office Manager salaries at five-star hotels versus four-star and three-star hotels there is a clear upward 

progression in median salary levels as the hotel’s classification increases. 

Annual Base Salary by Hotel Class 

Front Offi ce Manager Median 

3-Star £24,000 

4-Star £25,875 

5-Star £33,317 

Base salary however is only one element of an employee’s remuneration. A well-structured remuneration programme 

can play a vital role in the attraction and retention of high performing employees and has a key place in 

a company’s overall Human Resources strategy. Remuneration can, and should, often include a number of different 

components in addition to base salary, such as bonus and long-term incentives. Benefits also have a place, 

whether of the traditional kind like health insurance or pension, or of the ‘well-being’ kind such as childcare or 

home-working options. 

Of particular interest is the bonus element. If base salaries were not showing any substantial increase then it would 

be natural to expect employees benefiting from the good times in another way. In fact, the bonus is generally 

regarded as a more effective way of rewarding high performance than increasing base salary as it motivates the 

employee to achieve certain benchmarks and is also easily managed from a cost basis (if business suddenly dips 

you are not left with a high base salary burden on your payroll entry). 

In the true fashion of performance-related-pay, hotel General Managers’ earning power is closely tied to the financial 

results of their hotels. Trading conditions in London have continually improved since 2003 and the impact 

on General Manager bonus levels when comparing 2006 to 2003 is quite evident. The average bonus payout to 

a General Manager of a five-star hotel in London last year was £38,344. This represented a hike of 41% over that 

of 2003. 



General Manager 

2006 Average Last Annual Paid Bonus £38,344 

2003 Average Last Annual Paid Bonus £27,123 

Increase 41% 

Target bonuses are typically in the 25–40% of base salary range and the results for 2006 indicated that, unlike 2003, 

most General Managers were making targets. The following table illustrates the bonus award as a percentage of 

annual base salary and shows that more General Managers last year successfully hit their bonus targets. 

General Manager 25th Percentile 50th Percentile 75th Percentile 

2003 Last Annual Paid Bonus as % of Base Salary 6.45% 11.54% 22.20% 

2006 Last Annual Paid Bonus as % of Base Salary 24.50% 27.00% 36.25% 

Outside of hotel operations, the big trend of 2006 was the move away from owned real estate to pure management 

by most of the large hotel operators such as Hilton, Starwood, InterContinental, and Marriott. This concentrated 

focus on management and brands resulted in these companies rapidly seeking to boost their hotel development 

teams and hire Development Directors, who could source and negotiate management contracts on their behalf. 

In this arena, professionals are heavily incentivised to achieve set targets and their bonus structures reflect this. 

A UK based VP Development for Europe with a major international hotel chain for example will typically earn 

a bonus equal to anywhere between 25% and 100% of base salary. The following table illustrates the potential 

target bonuses on offer as well as how the actual achieved bonuses compare. 

VP Development Europe – UK based Minimum 25th 50th 75th Maximum 

Percentile Percentile Percentile 

Annual Target Bonus (%) 25.00% 32.00% 80.00% 80.00% 90.00% 

Paid Bonus as % of Base Salary 30.03% 42.53% 55.02% 67.51% 80.00% 

Given the current investment climate in the hotel sector we expect to see development professionals continue to 

achieve healthy bonuses and, in particular, there is big money to be made by those involved in the acquisition side 

on behalf of investment banks and private equity firms. Hotel operators too should continue to do well in 2007 

if business performance lives up to expectations. When reviewing this year’s salary levels we certainly expect to 

see moderate increases in base salary but more significant increases in bonus payments by those companies that 

recognise and appreciate the concept of pay-for-performance. 


Mixed-use developments 


Key Issues: Mixed-use developments 

When Elvis’s baby left him and he found himself a new place to dwell, he put his faith in the Heartbreak Hotel. If 

the King were to find himself strolling down Lonely Street, London, aiming to check into a newly restored version 

of said establishment, his blue mood would surely lift in a jiffy. 

He would no doubt find plenty of shopping, possibly a cinema to catch up on blockbusters of the day, a few casual 

dining restaurants, and a bar or two in which to go and search for new love. If he was lucky, he might even find 

she owned a penthouse flat in the same building. 

Hotels have been increasingly a vital part of mixed-use development in the UK. Perhaps the template for modern, 

hotel-based mixed use developments is Birmingham’s Mailbox, which opened in 2000, complete with Malmaison, 

Crosbie Homes, Harvey Nichols and Zizzi restaurant, not to mention regional headquarters for the BBC and then 

railway management firm, Railtrack. 

Many such mixed-use developments have been built, and there are many more to come. Macdonald Hotels has 

embarked on a £23m scheme to redevelop the site of the former City Hotel in Londonderry. It will feature a boutique 

hotel as well as retail establishments and apartments. 

At the start of 2006, Firoka, the investment group owned by Oxford United Football Club Chairman Firoz Kassam, 

won the right to redevelop North London’s Alexandra Palace, in plans that include a hotel, as well as extensive 

leisure facilities for the surrounding community. 

Golfrate, the property management firm, is reported to be working on a five-year plan to raise the value of its 

real estate to £2bn by 2010, with emphasis placed on mixed-use developments and refurbishments. It is currently 

working on the redevelopment of London’s Swiss Centre; pending planning permission, it would feature a 600 

room Ibis as well as plenty of retail. 

“As regards mixed use developments, it seems to be the way to go to make the value stack up,” says Accor Development 

Director UK & Ireland, Andrew Shaw. “Historically, Accor haven’t done that many mixed use developments. 

But if we look at us and development pipeline going forward, there are a few where they are either at business 

parks, or residential schemes, or mixture of all. So they’re becoming extremely important in terms of these central 

locations where office values or residential values are higher than hotel values.” 

“I’ve got 27 development projects on at the moment and of those, 20 are mixed use,” adds CBRE Richard Ellis 

Senior Director Chris Rouse. 

Why are hotels in mixed-use developments suddenly so hot? Well, there are a number of reasons. 


Local authorities 

Local authorities want it that way. Certainly in London, between 2000 and 2002, local authorities devised their 

10-year plans regarding property. The resulting Unitary Development Plans (UDPs) made it quite clear what sorts 

of buildings they were looking for. For example, Camden, in its 2006 UDP revision, said it would be very loathe to 

grant planning permission for any properties causing a decrease in residential stock, but would look favourably 

upon “more efficient use of land and buildings, such as higher densities and mixed uses.” 

Kensington and Chelsea’s 2002 UDP recognized that there was a shortfall in provision of mid-priced hotels, 

and was keen to find a way to provide more guest accommodation without all the associated negative effects on 

residential communities. 

The City realised that its love affair with office blocks was severely limiting, and so in 2002, said that it would favour 

“alternative uses such as hotels, retailing, housing, health, leisure and training facilities can bring a greater mix of 

land uses and amenities to the City which can complement the City’s main financial and business activities.” It 

added: “it is also important to consider the longer term office potential of a site and the surrounding area so that 

changes of use do not inhibit the City’s ability to meet future office occupier needs.” 

Local councils like to ‘mix it up’, when it comes to property development. Additionally, hotels are widely regarded 

as generators of jobs, and fit in squarely with the regeneration mantra constantly chanted in support of anything 

from Olympic bids to supercasinos. 

Developers 

It’s a sweetener for developers, too, given the scarcity of land in highly valued built-up areas. With councils pushing 

for ever-taller buildings (think of the Beetham Towers in Manchester and Birmingham, though temper the 

thought with the rejection of Liverpool’s Brunswick Quay) a little bit of land can go a long way. Rather than merely 

opting for a shopping centre, stick 18 floors of hotel on top, some prime location residences on top of that and 

some offices somewhere in between, and you have the best of several worlds: the fast bucks of leisure and retail, 

the very slow returns associated with hotels (after all, hotels do last forever) and the top dollar currently available 

for city centre penthouse apartments while the residential sector is scorching hot. 

Consumers 


Mixed-use is something we, the consumer, want. We’re not just after a place to rest our weary heads on vacation, 

any more than a pair of Adidas shell-toe trainers, Nike Shox and hi-top Chuck Taylor Converse All-Stars are 

merely functional ‘shoes’. We like experiences. As Westgate Resorts’ Chief Operating Officer Mark Waltrip told 

the 2006 Vacation Ownership Investment Conference in Florida: “The successful companies of today are not just 

competing on price, they’re competing on experiences. It’s not just smiling faces and clean rooms. Why do people 

pay $4 for coffee at Starbucks? It’s the experience.” 


Indeed, a Deloitte Survey found that the UK’s gateway cities are now saturated in terms of hotels. Thus hoteliers 

are using brand and experience as a differentiator. On a fairly superficial level, mixed-use developments replete 

with things to do ‘downstairs’ are more of a draw for potential guests, and if mixed-use enables hotels to exist in 

city centres where planning is hard to come by and real estate expensive, that is a big draw. 

Additionally, developers can add value to their properties by leveraging hotel brands. Mixed use developments, 

particularly residential components, will gain value if there is a Ritz-Carlton beneath, for instance. 

The future 


Looking forward, it is fair to say that the trend is likely to continue. The hotel market and the UK economy are 

currently in very good health; while the former may be, in the eyes of some, approaching cyclic peak, 2012 dreams 

and statistics on projected leisure industry growth will keep developers and brands alike interested in new developments. 

Interest in the mid-price and boutique sectors is growing. Mixed use offers one way – perhaps the only 

way – of getting such properties up and running in lucrative city centres. 

Expect more hotels to look to squeeze more out of their assets, too. Yotel and easyHotel have made the industry 

consider that punters might be willing to sacrifice an exterior view if the price and amenities are priced right. The 

proposed Ibis at the Trocadero refurbishment will have a number of rooms with a view of an interior courtyard, 

rather than the West End landscape: it means a building that should hold around a maximum of 450 rooms could 

be designed to fit 600. 

Of course, that does not mean that there will be no more standalone hotels. It is a matter of practicality, good 

business and planning permission. For the right projects, this will be the way forward. Councils are less keen on 

out-of-town shopping developments, for example, so promising build up a significant destination shopping centre 

under a motorway hotel in the boondocks might not go down so well, for instance. 

It is clear, though, barring disasters both natural and manmade, or economic meltdown, mixed-use developments 

and hotels will continue to go hand-in-hand. 


Hotels and the 2005 Gambling Act 

by Duncan Rowe, Editor, Leisure Report 

Key Issues: Hotels and the 2005 Gambling Act 

In many countries, casinos and hotels go together like cookies and milk, strawberries and ice cream. Think of 

Las Vegas, and what comes to mind is an image of towering hotels, with entire floors dedicated to casino space. 

Indeed, so strong is the link between the two, that hotel bosses often waive room charges entirely for high rollers, 

confident that the marginal decline in RevPAR will be more than compensated for by the house’s share of their 

spend at the tables. 

In the UK, however, the line between hotels and casinos has traditionally been more clearly demarcated. While 

some hotel operators, such as Hilton, have embraced the gaming option fully (indeed until last year Hilton in the 

UK was made up of a both a hotel division and a gaming arm), outside the capital we are still far from a situation 

where casinos in hotels have become the norm. 

The 2005 Gambling Act, however, initially looked as though it would herald the dawn of a gaming revolution for 

hotels, offering as it did the scope for increased gaming machine numbers, and, more importantly, removing the 

24-hour membership rule for casinos. 

Regulations requiring casinos’ customers to be members, with a 24-hour cooling off period before they could enter, 

traditionally prevented hotels from receiving the benefits from weekend tourists and passing trade, and it is here 

that the few hotel operators that currently boast a casino offering are most likely to benefit in the short term. 

In addition, the relaxation of advertising restrictions is also likely to result in a welcome boost to trade. A spokesman 

for the Ritz Hotel says that although regular guests were used to having the facility available, the non-member 

rule limited its convenience: “Under the old law there was little room for marketing, so it was not really promoted, 

but when the new law comes into it will open up lots of new marketing opportunities.” 

Under the Act, the existing legal curbs, such as those that restricted gambling advertising and the mentioning winnings 

or stakes, have been swept away. In its place the Act permits all gambling advertising (subject to compliance 

with the relevant codes), except those for foreign gambling operations not regulated under the laws of an EEA 

state (which comprises the European Union plus Norway, Liechtenstein and Iceland), Gibraltar or any “white 

listed” country (as approved by the DCMS from time to time). 

This includes broadcast media, allowing hotel casinos to advertise on television and radio for the first time. The 

overall impact of these changes is yet to be seen, but they are certain to be a fillip to existing hotel casino operators, 

although quite how much companies are willing to spend on advertising an ancillary revenue stream is as 

yet unclear. 



The Act also brings into play the possibility of a large number of new hotel casino developments, giving scope as 

it did for the provision of one regional or supercasino, eight “large” and eight “small” casinos. It is from the last 

of these that the hotel industry looks most likely to benefit from the deregulation. 

Indeed, according to Craig Baylis, partner at Berwin Leighton Paisner, the City law firm which specialises in the 

leisure industry: “The real bonus for hotels coming out of the Act is not so much the supercasino and the larger 

casino sites earmarked around the country, but much more importantly, the sites for smaller casinos which have 

been identified. 

“Smaller casinos mean that the big operators will not really be interested in ploughing lots of money into developing 

them, because it will take them longer to get a return, so local hotels in those areas are, in my opinion, best placed to offer 

the right type of space and facilities to a potential operator who doesn’t want to spend a lot in developing his own site.” 

Bayliss also thinks it will prove difficult for existing hotel operators to take advantage of the new casinos themselves, 

without an operator with a proven track record behind them. “The Gambling Commission looks for experienced 

operators who can prove they know what they are doing and who are financially sound. Even then, it is difficult 

to get a new licence. The Grosvenor House Hotel, (London) which you would think has fabulous facilities and 

space to offer, was recently refused a licence both by the magistrates and on appeal at the crown court [recently] 

because they could not prove that there was any unmet demand for the new facilities.” 

In the end, Manchester was chosen as the surprise location of Britain’s first Las Vegas-style supercasino, and will 

now be permitted to build a venue for up to 1,250 unlimited-jackpot gaming machines. The proposed site will 

also contain an entertainment complex with a range of facilities such as a multi-purpose arena, a swimming pool, 

an urban sports venue, restaurants, bars, a nightclub, and of course, a hotel. 

However, it is worth remembering that while Sol Kerzner’s Sun International, which combines the roles of gaming 

operator and hotelier, is a strong favourite to operate the Manchester ‘supercasino’, having been involved with the 

bid in the build up to the decision, it will still face stiff competition from rival operators, increasing the likelihood 

of it falling victim to ‘winner’s curse’. And casino gambling still only accounts for about 3% of British gambling 

in any case: hardly a licence to print money, as some have theorised. 

The decision to award the regional licence to Manchester has already seen plans for two mooted hotel builds, 

earmarked for the Greenwich Dome site, scuppered. Elsewhere, hotel operators that had made similar development 

agreements with other bidders will have put plans on hold, pending the outcome of any legal challenge to 

the decision. 

However, the award of the “small casino” licences to some surprising smaller areas, namely Torquay, Bath and 

North East Somerset, Dumfries and Galloway, East Lindsey, Luton, Scarborough, Swansea, and Wolverhampton, 

should pave the way for a number of the savvier hotel operators to put their space to profitable use, most likely 

by working in conjunction with an established gaming operator. 



Just to add to the confusion, the ODPM’s recent review, The Use Classes Order, Casinos and The Gambling Bill 

(January 2005), looked at the classification of casinos within the English use classes order. Under the new legislation 

casinos fall into the leisure use class (D2 in England and Class 11 in Scotland), paving the way for further 

links between casinos and more traditional leisure venues, such as hotels. 

In addition, the Casino Advisory Panel made it clear from the start that the new licences would be awarded to 

proposals which, in addition to offering substantial regeneration opportunities, looked to build entertainment 

complexes within the local community. Indeed, almost every proposal submitted for the regional casino included 

a large-scale hotel development, and operators hoping to win the smaller licences have been eyeing potential 

partnerships for more than two years. 

So it seems that hotel operators will benefit most from the Act – and these new licences – through the formation 

of partnerships with gaming operators. Since spinning off Ladbrokes in 2006, Hilton “no longer has any interest 

in casino operations.” Its Paddington casino, situated within the hotel, is now run as a separate operation by 

Ladbrokes, while Gala Coral runs its other London venue. “If Ladbrokes, or another operator, came to us with a 

proposal, we would look at it, but we are fully focused on our hotel operations,” the company said. 

Elsewhere, a similar story emerges. Hotel groups are, without exception, focused on their core business; few have 

the expertise or the inclination to branch out into the gaming arena on their own. It’s a complicated and highly 

regulated market, and with the exception of the online gaming market, there have been precious few new entrants 

to the sector for many years, such is the weight of advantage current gaming firms hold. 

There is no doubt that the Gambling Act does provide an opportunity for some hotel operators to grab a piece of 

the action, but with the number of licences strictly limited, and confusing signals from various local authorities 

on which venues will, and will not, be awarded a licence and/or planning permission, there is still an element of 

risk. Joint ventures and planning submissions are not cheap, and there will not be a surplus of hoteliers in any 

area looking to move outside their comfort zones into a whole new world of operating, however lucrative the 

potential rewards. 

For those that do, the gamble may prove worth the reward, but given the truism that the house always wins, many 

operators will be happy to stick to providing rooms. After all, a small reduction in rack rate isn’t going affect the 

bottom line as much as a hefty payout to a local high roller. 


2012: The Olympic myth 

Key Issues: 2012: The Olympic myth 

by Tom Jenkins Executive Director of the European Tour Operators Association (ETOA) 

The tourism benefits of the Olympic Games are widely asserted. Along with improved infrastructure, it is routinely 

listed as a principal ‘legacy effect’ of hosting the games. When the 2012 Games were awarded to London in 

July 2005, the tourism industry was said to be one of the key beneficiaries. The ‘visitor economy’ has been told 

that it will benefit by £2bn. 

It is assumed that the ‘lifestyle’ of the host country will make an impression on the television audience. This 

impression gives rise to a desire to visit. This desire then manifests itself in increased numbers of visitors. 

But the existence of visitors who are ‘induced’ to come through watching sporting events on television is counterintuitive. 

Such locations as Wembley, Wimbledon, St John’s Wood and Kennington are not major non-sporting 

resorts. Much of their charm lies in their ability to return rapidly to a suburban normality after the fans depart. 

Soccer is regularly screened from locations both domestic and international. Despite the many thousands of travelling 

fans and the screening of fixtures from regional towns, we seldom associate induced tourism with Match 

of the Day. Sports fans watch television in order to enjoy the sport. This activity is narrowly focussed: viewers get 

ever closer to the athletes, each move is broken down frame by frame. The moment this is over, their attention is 

drawn to the next event. 

The momentum for such statements springs from the International Olympic Committee itself. According to 

CBS, on 7th December 2004 the IOC president Jacques Rogge claimed: “The Athens Olympics broke global TV 

viewing records, with nearly four billion people tuning in … . 3.9 billion people watched an Olympic broadcast 

at least once during the Aug. 13-29 games, beating the previous record of 3.6 billion viewers for the 2000 Sydney 

Olympics. The figures (were) described by Rogge as ‘staggering,’ Rogge estimated the total cumulative world 

television audience – with viewers counted each time they watched – at around 40 billion.” 

Everyone would agree with Jacques Rogge that these figures are staggering. The Earth’s population is roughly 6.5 

billion people. Of these, 1.6 billion have no access to electricity. A further 300 million may have access to electricity, 

but are under five years old. The claim is that roughly two billion (or 40% of the world’s available sentient 

population) watched the opening ceremony of the Winter Olympics, irrespective of longitude of time or latitude 

of climate. 

For the summer games, it is asserted that 80% of the world’s population who have access to electricity spent time 

watching the Olympics in Athens. The “total world cumulative audience” of 40 billion involves nearly 3 billion 

people (or 60% of the available world) watching every day. 



This is obvious drivel: the “two billion” and “3.9 billion” are estimates of the total possible audience. It is a measure 

of all of whom it is possible to say live near enough to a television set that they could watch the Olympic Games. 

It is like judging an individual book’s popularity by counting how many people live near book shops or who have 

access to public libraries. 

In the IOC’s defence a lot of events make claims using this methodology. The 2003 Miss World telecast reached 

“close to 2.3 billion viewers”, “second only to the Olympic opening ceremonies”. The Superbowl often has the figure 

“one billion” viewers associated with it. The Oscars have “1.5 billion” claimed for them. Princess Diana’s Funeral 

was supposed to have “2.5 billion”. Live8 asserted “5.5 billion”. Andrew Green, director of Publicis advertising 

described them as “completely false and made-up”. 

The best estimate of the average audience for the 2004 opening ceremony is approximately 127 million people 

worldwide. In most of the developed world the ratings run at 8-10% of the population. In the rest of the world 

the proportion is much lower.This is very good, almost as good as a World Cup final, but 3.3% of the publicised 

figure. 

So much for the audience. What about the visitors? Sports events attract people who would not normally come 

to a city. During the Olympic period, the entire bedstock of a destination is devoted to the travelling officials, the 

press and spectators. These visitors are unlike ‘regular’ tourists, having different spending and behaviour patterns. 

They are not interested in “tourism” – they are interested in sport. So their behaviour is akin to business visitors 

attending a convention. They tend not to spend money on leisure and entertainment, and when not in stadia they 

watch events on TV rather then engaging in other activities. Theme park owners in Los Angeles saw a decline in 

revenue during 1984. In Barcelona the Costa Brava resorts had a drop in demand and at the Sydney games the 

normal attractions experienced a downturn in business. 

Not only do they behave differently to normal tourists, Olympic visitors effectively scare other visitors away. 

Regular tourists assume that congestion and increased prices are a feature of ‘mega-events’. In the hotels used by 

the press and the thousands of Olympic officials, occupancy levels go up considerably during the Olympic period, 

as do the average room rates at those hotels. But surrounding this peak, there is a reasonably consistent pattern 

of peak followed by trough in the host cities: 


International visitor arrivals pre-post Olympic Games2 

30 

25 

20 

15 

10 

5 

0 

-5 

-10 

-15 

Year -1 Year 0 Year 1 Year 2 

Year (Year 0 = Olympic year) 

During the Olympics, a destination effectively closes for normal business. The repercussions are felt before and 

after: both tourists and the tour operators that supply them are scared off immediately before and during the 

events. This ‘absence’ then creates its own effect, as the normal conveyor belt of contented customers begetting 

new arrivals has been broken. 

This pattern was seen even more clearly in Sydney, a city widely considered to have hosted a “good” games. 

Sydney occupancy rates 2000-2001 (monthly) 

90 

85 

80 

75 

70 

65 

60 

55 

50 

Month (September 2000 – the Olympic month) 


Seoul 

Barcelona 

Sydney 

Atlanta 



It has been asserted that this slump was caused by everything from SARS to the terrrorist incidents in New York on 

September 11th. But the drop happened immediately after the games: before October 2001 only one month (July) 

showed an increase in visitor numbers. But increased media exposure did not lead to more visitors to Australia. 

According to David Mazitelli of the Australian Tourism Export Council (ATEC): “The Sydney Olympics had few 

long term positive impacts beyond 2000 on the growth of Australian tourism. The impacts were short-term and 

were contained within a relatively tight geographic region. The forecast of a remaining strong impact for the four 

years following the Games did not eventuate. As soon as the Olympics finished, we started to see a fall away in 

inbound activity. Australia went into three years of negative growth (2001, 2002 and 2003). Many commentators 

put it down to terrorism, but we were in decline well before September 11, the collapse of Ansett (an official 

Olympic airline) on September 14 and Bali. The decline started the day the Olympic focus shifted to somewhere 

else (World Cup Football in Japan/Korea etc.).” 

Indeed the poor performance of Australia is in marked contrast to the success of New Zealand in the same 

period. 

International visitor arrivals to Australia and New Zealand 

1.4 

1.2 

1 

0.8 

0.6 

0.4 

0.2 

0 

Australia 

New 

Zealnd 

1994 1995 1996 1997 1998 1999 

Year 

200 2001 2002 2003 2004 

Whatever benefit there was in hosting the Games, they clearly pale when compared with the impact of Lord of the 

Rings. The slogan “So where the bloody hell are you?”, adopted by the Australian Tourism Commission indicates 

some of the problems encountered by Olympic host countries after the event. 

There are many other problems associated with Olympic games. The vocabulary of the bid invariably infects all the 

processes leading up to the event. The motto Citius, Altius, Fortius is applied to budgets as a toxic mix of hyperbole, 

patriotism and planning grips officials. There are undoubted benefits. Everyone should enjoy the event. Such sports 

as archery, shooting and Greco-Roman wrestling deserve their time in the sun. But it is a party, an extravagance, 

a folly. Spend the money, enjoy the spending. But do not seek any benefits for tourism; there are none. 


2012: The Olympic challenge 

by Janet Hanson, Senior Corporate Communications Manager, Visit London 

Visit London 

Key Issues: 2012: The Olympic Challenge 

It may be a cliché already – we are still five years away – but the 2012 London Olympic and Paralympic Games 

really is a once in a lifetime opportunity for the capital and its inhabitants. There is no greater prize for any city 

than winning the honour of hosting the Olympics and Paralympic Games. As the city unites to present its best 

face, it is coming to terms with an economic opportunity, the likes of which the city will not see again in most of 

our lifetimes. And as the ever alert media focuses the world’s collective eye on London, the city is challenged with 

living up to expectations. 

In case you hadn’t guessed, this is not just about sport. The value of tourism to the economy is often underestimated; 

in London alone it supports 280,000 jobs, and annual visitor spend is at the £15bn mark – 10% of London’s 

GDP. Tourism will be responsible for the majority of economic benefit to the nation following the Games. So 

there is clearly a large slice of pie on offer for the accommodation sector, one of the sector’s lynchpins, but in this 

eager market there will be no crumbs left at the end feeding frenzy, so operators need vision and tenacity to take 

their share. 

A host city in an Olympic year often finds that regular tourism drops off, with visitors postponing their visit for 

fear of a city overrun and unable to cater to their needs, and one of our key aims is to buck the trend of ‘stay away, 

go away’. London’s tourism industry is more developed than in many previous Olympic cities, and with the advent 

of online media and a more technologically savvy audience, the 2012 Games look set to reach a broader audience 

than almost any other host city. In tourism terms, key audiences for London are growth markets such as China, 

India and Russia. Working with The Mayor, Visit London is already engaging in a programme of promotion to 

target these places, up to and beyond the Games. In many of these markets perceptions of London and the UK 

are outmoded, so this is the time to showcase diversity and modernity. 

A programme of cultural events in the run up to and during the Olympic year will play a crucial part in whetting 

the appetite of potential visitors who have no interest in the Games themselves. London is unparalleled in its offering 

of world-class attractions, shopping, entertainment and culture, all of which are constantly being refreshed 

with new exhibitions, attractions and facilities. 

But it is a mature destination: people think they know what to expect. However the city’s many villages, and its 

capacity as a unique cultural melting pot, can provide unexpected and delightful surprises at every turn. The 

cultural programme aims to build on this aspect of London, inspiring, engaging, capturing the world’s attention, 

drawing in the jaded traveller, and providing strong competition for some of the newer tourist destinations. If we 

do our job well, not only can we expect to see an increase in visits in the Olympic year itself, but also in the years 

leading up to and more importantly, following the 2012 London Games. 


Key Issues: 2012: The Olympic Challenge 

So how will the city cater to all these new visitors? The current hotel room capacity in London is already well 

in excess of the IOC’s requirements. There are around 100,000 hotel and B&B rooms available in the capital, 

together with an estimated 30,000 extra non-serviced rooms. This is more hotel accommodation than Athens 

or Sydney, and means that London could, quite easily, cope with the huge influx of Olympic visitors without the 

need for large amounts of extra capacity. In addition, London 2012 has already negotiated fixed price contracts 

with a significant number of hotels, and we are likely to see homestay programmes with athletes’ families hosted 

in homes across the city. 

In addition to the current stock, it is projected that another 11,300 rooms will come online in the run up to the 

Games, while a further 8,500 may also be built but have yet to confirm completion dates; we have already seen 

manifestations of this trend with a further 1,600 rooms coming on stream in 2006. These new rooms were likely 

to have been built even if London had not won the right to host the 2012 Games. They are, in most cases, already 

well advanced with planning permissions and operators in place. They include large leisure developments at 

Wembley, as well as wider regeneration schemes at Stratford, Elephant & Castle and Kings Cross. 

In a city where ‘white elephant’ is a dirty word, London must be able to absorb the Olympic facilities once the 

Games have finished. Hotels in particular are especially vulnerable. Large amounts of over-capacity in the years 

following the Games could be as financially damaging to hotels as under-capacity during the Games. 

One of the major opportunities provided by the 2012 London Olympic Games, is business tourism. London is 

rapidly developing as a destination for major events such as the Grand Depart of the Tour De France, and the 

USA’s National Football League this year, and the World Gymnastics Championships in 2009. New venues such 

as The O2 and Wembley – all opening between now and 2012 – will fuel London’s global reputation as a leading 

destination for business, sporting and cultural events. This is something that hotel operators would do well to 

keep a close eye on, as looking into the future; this aspect of London’s visitor industry will quiet any suggestion 

of overprovision, and see continued prosperity of tourism in London. 

The Games will be a catalyst for improvements in many aspects of city life from quality, sustainability and accessibility, 

to the provision of new visitor attractions like the Olympic Park, and the ‘Welcome’ we give to those arriving 

from all over the world. The accommodation sector needs to be aware of the challenges, and the opportunities 

that lie ahead in order to meet, and beat, those expectations. 


Technology 


Technology used to be something of a dancing monkey. That is, anything, no matter how dull, could be provided 

added interest with an ‘e’, ‘I’ or promise of Internet integration. Regardless of practicality, its novelty always 

promised to draw interest. 

Nowadays, however, the customers are clued up. They want to know what the technology does rather than that 

it merely is there. 

As far as technology in the hotel sector is concerned, there is still an element of the novelty, in some respects. On 

the one hand, they cannot be blamed: a recent Barclaycard Business survey found that while 79% of business 

travellers choose a hotel by location, 27% are persuaded by extras such as gyms and technology, while 9% are 

moved by hotel loyalty. As far as budget hotels went, 50% said they were motivated by the provision of adequate 

services for their needs. 

The stage is now set for hotels to use their technology for more than eye candy, however. There are four primary 

ways in which this is beginning to happen. 

1. The Internet 

Key Issues: Technology 

Any hotel worth its salt now has a website with which prospective guests can place reservations; that has been 

dealt with in a separate section of this report. However, this function is, again, about to move from the gee-whizz, 

me-too factor, to become an ally in the battle customers’ hearts and minds. In addition, it is of potential benefit 

for operators keen to keep their operating costs low. 

Without a doubt, done right, it is easier for hotels to drive custom to their websites in order to take reservations; 

prospective guests get convenience while the operators avoid shelling out to banks and banks of operatives at call 

centres. 

The next step, however, is to move this relationship on. That is, to use the Internet to begin a long conversation 

between guest and hotel brand that starts at the reservation stage, follows the guest through his or her stay, and 

then maintains the relationship through customer relationship initiatives after checkout. 

Such a conversation is becoming valuable to hotels. Recent research from American Express’s Hospitality Monitor 

2006 found that 90% of hospitality businesses with a positive profit outlook for the coming year collected customer 

feedback. Conversely 76% of companies with a negative outlook did not collect such information. In addition, 

an Accenture US traveller survey reported that nearly one-third of American travellers responded favourably to 

hotels hat communicated with them with frequent traveller loyalty services, up from 18% the year before. 


To begin with, then, the online booking could and should become a queue-buster for hotels, just as airlines now 

enable passengers to check-in online, including seat and meal selections. Hotel guests could select rooms by size 

or floor, for instance, east or west facing if sunlight is of concern, by view, again if need be. They could choose 

whether they need desk space, Net access, a wake-up time and so on. It goes without saying that requesting such 

information requires a very deft hand from the information architect to avoid complicating the booking process. 

However, done right, this would add value and enhance the relationship between hotel and customer. 

Perhaps the most important development in this regard is the expected rollout of Near Field Communication 

(NFC). This involves using a card or fob equipped with a radio frequency ID (RFID) chip to carry out any number 

of simple functions. It might be to make a small payment via a touch card – think of London Transport’s Oyster 

card – or to open a door, similar to any number of security systems on the market today. 

Plans are afoot to include such functionality into mobile phones. According to predictions by ABI Research, 30% 

of 850 million mobile phones shipped in 2009 will feature NFC technology. Many of the important players are 

investigating biometrics for their handhelds too. Hardware makers Phillips and BenQ trialled a system back in 

2005 to enable Singapore residents to use their NFC-enabled mobile phones as travel cards on the city-state’s 

mass transit system. 

Its value to hotels is easy to imagine. For a start, it means the potential to obliterate queuing at check-in. As long 

as one’s identity was verified, it means that a guest could make a booking online, or indeed with a mobile phone 

equipped with such a chip, arrive at the hotel, touch in and walk directly to one’s room, using the phone as the key 

to the door – potentially with a step taken to swipe a credit card and enter a PIN or signature, no doubt. 

Testing is underway. French tech security firm VingCard won a Best Innovation Award at Equip’Hotel 2006 for 

such a system. Its Signature RFID product enables a hotel to send a text message to a guest’s NFC-equipped mobile 

phone at the booking stage. This message comprises a confirmation number, room number and encrypted key 

code, which could be used to unlock a room door. Equip’Hotel director Valérie Lobry said of the technology: 

“Signature RFID by VingCard with NFC-compatible cell phones opens a new era in customer satisfaction and 

efficiency at check-in/check-out.” 

2. In room 


Without a doubt, it’s the in-room features that hotels flag up to capture punters’ eyes. Flat screen and HDTV units, 

fast Internet – wired or wireless – Voice over Internet, iPod docks, computers and PDAs are all there. It is understandable 

that they would want to do this. The Barclaycard Business survey cited earlier found that the principal 

reason given by Americans for avoiding budget hotels was a lack of extras: 42%. That is significantly higher than 

the 35% who were influenced by location. And that Internet provision is indispensable is without question. A 2005 

express survey found that 49% of Americans, 48% of Japanese and 48% of Chinese business travellers thought 

that hotel Internet access was the most important service they look for in a hotel. 


Growing in importance is audio-video entertainment. 

Beyond this is audio-video entertainment. There is a range of offerings, including high-spec flatscreen televisions 

with and without high definition, movies on demand and iPod docks. Increasingly, hotels are realising that 

this technology can go hand in hand with a personal, or at least personalised touch. The Westin at Times Square 

has introduced a ‘Playlist Concierge’, tasked to put together music selections suited to your mood while you’re 

in your room. 

In fact, the concierge role is one that is increasingly being influenced by technology. InterContinental Hotel Group, 

for instance, turned its concierges into ‘in the know’ ambassadors. The move saw IHG concierge areas redesigned 

in order to make use of technology, particularly as regards use of the Internet to relay information about local 

sites and destinations. 

In Boston, the Seaport hotel has installed up to 25 touch screen computers in guest rooms, and hopes to have each 

room equipped in short order. Much like the televisions mentioned earlier, the so-called ‘Seaportal’ will enable 

guests to communicate with hotel staff, access the Internet and use free voice over IP (VoIP) services. The portal 

will also present information about local attractions as well as audio and video entertainment. Each is customised 

for the guest at check in. 

Many hotels are integrating their concierge services into their technology. Much like Seaportal, they encourage 

guests to use the Internet, or increasingly, in-room televisions to carry out many services traditionally undertaken 

by concierges. There are even cases of hotels issuing PDAs ready loaded with local information to guests. 

The technology is, additionally, increasingly the interface between guest and hotel. Yotel’s in-room televisions will 

also enable guests to order amenities such as food and drink. 

Such technology is also somewhat more cost effective. Basing entertainment and phone calling off the Internet 

eliminates much cabling (no need for coaxial, telephone and Ethernet) as well as outboard gear: VoIP is far less 

hardware intensive than standard PBX, and the popularity of such systems like Skype and Vonage are on the 

increase in the consumer sphere. 

3. Operations 


Once upon a time, the hotel truly owned the hotel. That is, it owned the bricks, the employees and the brand. 

Increasingly, with ‘asset-lite, opco/propco structures, that is no longer true. Chains are thus gradually doing away 

with their old disparate bespoke systems and instituting more standards based programmes, powered by XML, 

Windows.Net and Java technologies. This enables incredibly hard-working yet reliable technology to easily replace 

older, more proprietary systems, that will run easily over standard Internet infrastructure and display within web 

browsers. 


A number of deals in this vein were witnessed over the past months. For example, Macdonald Hotels bought into 

Micros-Fidelio’s Opera system, an XML technology that will enable the chain’s management a single point of 

control. For Macdonald, not only will it improve its reservation system, it will also mean management can gather 

information about guests, including demographic info, revenue statistics and stay details, across the chain, which 

can then be used for customer relationship programmes. Again, it is web-based, making it easy to deploy and 

relatively easy to learn how to use as far as staff are concerned. 

4. Value 


Technology is becoming more important as the ownership of brands from buildings separates. Essentially, a 

building owner could potentially leverage the fact that its building has been upgraded to handle technological 

amenities. The reverse is also true: a building not ‘plumbed’ to carry in-room Internet would, for the most part, 

lose value, with any brand moving in needing to add cabling, base-stations and the like. 

This has its own challenges ahead. As Deloitte partner Rob Bryant says: “The challenge, the whole point of you 

franchising it is that someone else has taking over the running costs and you’re taking a percentage off the top. 

So if you suddenly decide that you want people to have an iPod docking station in their room, then you’ve got to 

debate what the ROI is. Because the owner of the hotel is going to say, okay, let me get this straight. You want me 

to put in £100 of kit into each room. Will customers pay more to have that in there? So what’s going to happen is 

that that’s going to be a gradual thing based on the regular refits in hotels rather than everything else.” 

And then of course, there is the ironic take on hotels and technology. If you ask at the Sheraton Chicago, they’ll 

take your mobile phone or BlackBerry and lock it away in a safe so that you can have an unmolested, ‘detox’ during 

your stay. Similarly, both Hilton and Hyatt in the US have begun offering BlackBerry thumb massages as part 

of their treatments. Expect a few interesting twists along the way. 


The Internet 

by Stuart Dredge 

Key Issues: The Internet 

The Web is now an established – and essential – ingredient in the UK hotel industry’s value chain. According to 

Continental Research’s 2007 Holiday Online Planning Report, 21 million Brits plan to research their main holiday 

of 2007 online, with 17 million actually making a booking. Meanwhile, TravelCLICK estimates that in the third 

quarter of 2006, the Internet accounted for 40% of Central Reservation office bookings at major hotel brands. 

There are two principal types of online booking when it comes to hotels. First, there are the hotel chains’ own 

websites, as well as the websites of individual boutique hotels. Few hotels do not now have polished websites 

giving information, photos of rooms and facilities, and pricing information, along with some way to make a 

reservation. 

Second, there are the third-party travel websites such as Travelocity and Expedia, who are joined by a legion of 

smaller rivals, including those focused on niche holidays such as winter sports. There has been some consolidation 

in this sector, such as Travelocity’s acquisition of UK site Lastminute.com in 2005. 

Both sectors have grown rapidly in the last five years, coinciding with the rollout of broadband Internet among 

UK consumers, and a consequent migration online to research and purchase holidays, as well as other goods and 

services. “There is absolutely no question any more that the Internet is an unbelievably important distribution 

and marketing channel that’s here to stay,” says Josh Feuerstein, Lastminute’s group managing director of hotels, 

flights, dynamic packaging and rail. “The growth over the last four years, and the sheer size of it today, means it 

has to be an important part of every hotel’s revenue management strategy.” 

In the early days of online bookings, there was an uneasy relationship between hotel chains and the third-party 

travel sites, at least until the business model was well established, and the travel sites had proved their importance 

in driving bookings. However, there is a definable trend towards the hotels’ own websites being used for bookings, 

partly because many consumers use the travel sites to research and compare prices, but then go direct to make the 

booking. However, another factor is that the hotels are putting more of an effort into direct marketing, including 

to customers who originally came to the hotel via a third-party booking. 

In addition, as search is becoming more important in the way consumers’ research their holidays, a well-optimised 

hotel website can derive plenty of traffic from, say, Google. Continental Research’s report claims that random 

searches are the most popular method used by consumers to plan their holidays, compared to 32% using online 

travel sites, 30% using tourist board sites, and 30% using airline sites. 


Another key trend in the last few years has been the ramping up of content on websites, both third-party travel 

sites and the hotels’ own Web presences. Where once a price and a star rating would do, now consumers expect 

detailed information on a hotel’s facilities, plenty of photos of rooms, and even video footage or virtual tours 

where available. An ecosystem has sprung up to provide much of this content: for example 360TravelGuide has 

signed up more than 500 hotels for its virtual tour technology, which sits within their websites. 

A sign of the transition from pure price to content can be seen in the example of SideStep, which started life as a 

price comparison website, but has moved into content. In November 2006 it acquired TravelPost, which was the 

largest independently-owned site for hotel reviews and ratings. 

“The whole value proposition is to come to one location and find what you’re looking for,” says Kevin Eyres, Side- 

Step’s UK managing director. “There are two key phases, research and shopping. We’ve always been very good at 

the shopping phase, but we’ve now brought in more of the puzzle to help users in their research phase.” 

Web 2.0 

An important element in the online hotels industry is user-generated content, just as it is for other sectors. For 

some time now, websites allowing consumers to post their own reviews of hotels and leisure facilities have been 

popular, including TravelPost and especially TripAdvisor. This is developing despite hotels’ ambivalence. Caroline 

Ray, marketing executive at myhotels, points out that there is no way of being sure that the people who write the 

reviews have actually stayed at the hotels they are reviewing. This is a problem if they are posting negative reviews, 

which raises fears of corporate skullduggery. 

There are two counter arguments to this, however. Third-party travel sites, which increasingly offer users the 

chance to post their views on hotels, are developing monitoring technology to spot potential fraud. Meanwhile, 

it is possible that sites could restrict reviews to users who have made a booking at a hotel, but this would restrict 

the number of posted reviews, and arguably make them less useful for consumers. Lastminute’s Feuerstein makes 

the point that instead of accusing rivals of posting fake reviews, hotel chains should instead see user-generated 

feedback as a vital source of feedback, with complaints that consumers may not feel comfortable reporting to the 

hotel manager during their stay. 

Future trends 

● User-generated content 


When it comes to the future of online hotel bookings, user generated content will be key, possibly with content 

becoming richer as users take photographs and shoot video clips using their cameras or camera phones. From the 

hotels’ point of view, dynamic packaging will be increasingly important. myhotels’ Ray suggests that for boutique 

hotels especially, allowing customers to book extras at the point of making the main room booking – for example, 

ordering champagne or flowers – will be a considerable revenue generator. 


Travelocity/Lastminute intends to introduce more options around hotel bookings, such as the ability to book 

theatre tickets and excursions. In January 2007, the company introduced its ExperienceFinder website for just 

this purpose. If the proportion of bookings made on the hotels’ own websites continues to increase, such extras 

will be a vital revenue source for the travel websites. 

Feuerstein suggests that map-based search will be increasingly important too, giving consumers a more visual 

way to locate hotels in a city they’re interested in, rather than a list of hotels. The development of sites like Google 

Maps, which make it easy for other websites to make use of their data, has been key to making this possible. 

Talking of websites interacting, the travel sites will continue to be more flexible in how they connect to hotels’ 

own central reservation systems, as well as in the way their business models work, offering a choice of models to 

partner hotels. 

● Online business bookings 

Another trend is for hotels to seek to drive events and meetings bookings online. In January 2007, both Accor and 

Hilton launched dedicated meetings bookings facilities online, with Sofitel saying that 81% of meeting planners 

use the Internet to research venues, while Hilton aims to increase online bookings by 25% by 2009. 

● Real-time, rich interaction 


Meanwhile, SideStep’s Eyres says that real-time interaction with hotels online will be increasingly important, and 

cites clothing retailer Lands’ End, which in the US has offered a service enabling users to chat live with a member 

of staff while browsing the company’s website. In context of hotels, this could be text-based chat, or voice-chat as 

VoIP technologies catch on among the general public. 

However, Eyres also makes a valid point: that amid all the technological development, the biggest trend for the 

hotel industry is that millions of people are only just getting to grips with the Web and broadband access, meaning 

that hotel sites should not get carried away with cutting-edge technology if it is at the expense of making their 

websites clear and easy to use. 


world view 

78 Overseas expansion 

81 Global round-up 

Overseas expansion 

by Phil Cain 

World View: Xyxyxyxyxt 

Five notable UK brand-owners also held their own among the top-ten brand owners worldwide, as measured by 

the number of rooms on which they have their marques. 

Top ten worldwide brands 

Group Rooms Growth (%) 

*Intercontinental 537533 0.9 

Cendant 532284 2.2 

*Marriott 485979 3.6 

*Accor 475433 2.6 

*Hilton Corporation 472720 33.3 

Choice 417631 3.4 

Best Western 315875 2.5 

*Starwood 257889 11.8 

Carlson Hospitality 147129 0.0 

Global Hyatt 

*Notable UK brand owner 

144671 29.6 

Source: MKG consulting, January 2006 

Together the five (see table) control 2.2m rooms, or 58% of those under the sway of the top ten players, amounting 

to 39% of the world total of 5.7m. The others in the top ten account for another 1.5m rooms, or 29%. Overall, 

the top ten expanded their hotel rooms by 10,000, or 6.9% over the year. Despite only adding only another 4,832 

rooms, InterContinental (IHG) managed to hold on to the top spot it had held for the two previous years. Cendent 

is only 5,249 rooms behind and gaining. Marriott also held its position, third, Accor fifth and Starwood eighth. 

Hilton Corporation, meanwhile, moved up a place to fifth, thanks to a 33% rise in its number of rooms resulting 

from its £3.3 billion ($6.5 billion) purchase of Hilton International completed in February 2006. This saw more 

than double its number of hotels from 230 to 496. Of the big five UK players Starwood managed the next biggest 

room number growth, increasing by 27,222 (11.8%), followed by Marriott with 16,761 (3.6%) and Accor with 

12,006 (2.6%). 


The ranking of the brands themselves paints a more complex picture. Best Western continues to dominate, being 

the brand on 315,875 rooms. Holiday Inn, owned by IHG, continued to come in a distant second, with 267,816 

rooms, followed by Marriott, with 183,455. By this measure Hilton’s acquisition saw its own-brand gain more 

ground, moving from 16th to fifth, pushing those below it down a position. 

The equivalent positions for January 2007 are yet to be computed. But the international pecking order foresees 

no great radical change this year either, with takeover bids for consistently under-performing IHG eventually 

coming to nothing. 

Looking over to Europe 

World View: Overseas expansion 

Across Europe, hotel investment totalled €9.3bn (£6.28bn) in the first half of 2006, a 27% increase on the same 

period the year before. Western Europe, particularly London, was the destination of most of it, according to Jones 

Lang LaSalle Hotels (JLL). While investment in Eastern Europe was relatively sluggish, the consultancy noted that 

there was notable activity in Croatia, Russia and Slovakia. 

European investors accounted for over a quarter of total investment volume with Irish, Spanish and French being 

the most active. Americans, meanwhile, accounted for just under a third of transactions while Middle Eastern 

investors accounted for 5.3%, putting €495m (£330m) into deals such as the purchase of trophy assets like Marriott 

Park Lane and the Four Seasons in Paris. 

Private equity investors dominated the European scene in 2005, with Starwood Capital leading the ranking. Other 

private equity players such as the Royal Bank of Scotland and Whitehall, the fund managed by Goldman Sachs, 

made top five too. This was a staggering change in the role of equity, having contributed only 1% of the total 

transacted volume in 2000; in 2005 it put in a 41% share. High net worth individuals also dug deep, accounting 

for 17% of 2005’s deals. 

Real Estate Investment Trusts (REITs), which came into being in the UK and Germany at the start of start of 2007, 

will play an increasing role in the hotel investment market, according to JLL. It said REITs would suit the desire of 

ageing European populations on the look out for asset classes delivering stable income and appreciation in value. 

“The further establishment of a pan-European REIT market should encourage private equity investors seeking 

a tax-efficient exit strategy for their European hotel holdings,” commented Mark Wynne-Smith, European chief 

executive at JLL. 

All this activity comes at a price. Average prices on the hotel sector rose by 13% on the year in 2006, driven by 

“frenetic” activity, according to Christie & Co’s Business Outlook 2007 (see chart). Over the previous two years, 

the property firm said the rate of hotel inflation had fallen gradually from its previous high of 11.6% in 2003. 


Hotel price index 

Year 1975 2001 2002 2003 2004 2005 2006 

Hotel Price Index 100 598 623 695 771 854 966 

Change (y/y%) na 5.1 4.1 11.6 10.9 10.7 13.1 

Source: Christie & Co, January 2007 

World View: Overseas expansion 

“Investors’ enthusiasm for huge global and regional transactions has had a significant effect on single asset and 

smaller regional portfolio transactions, with very high prices paid on many occasions. Looking at the nature of the 

portfolio transactions, it is clear that demand for investment opportunities is continuing to gain in strength and 

both sale and lease/manageback transactions were a common feature during 2006,” according to Jeremy Hill, head 

of hotels at Christie & Co. In Germany he said prices achieved on a per room basis are still lagging behind other 

European countries, because of low occupancy. In Spain he said, however, that the outlook was “very positive”. 

As domestic markets become more competitive and growth slows, hotel companies are looking to the emerging 

markets to feed demand for expansion, according to PricewaterhouseCoopers’ Hospitality Directions Europe 

report. UK practice leader Robert Milburn warns, however, that it is unclear to him whether the likes of India 

and China, while being large markets, have the capacity to deliver decent financial margins. He says the low brand 

penetration of Western Europe still provides many attractive possibilities. 


Global Roundup 

by Phil Cain 

World View: Global round-up 

Accor’s 2006 began with the accession of Gilles Pélisson, nephew of its founder Gérard Pélisson, to the role of 

chief executive. The fact that US investors, including Colony Capital, which had put in €1bn (£700m), were keen 

to see the company adopt a more modern governance structure seemed to be a strong motivational factor for 

the appointment. 

Many were suspicious, however, that Gilles Pélisson’s appointment was an act of nepotism. Some were subsequently 

reassured by uncle Gérard’s decision to step down from the board and Gilles’s impressive CV, which includes a 

12-year stint at Accor in the 1980s and 1990s that culminated in his becoming joint chairman of the Novotel chain. 

It also includes senior roles at Euro Disney and Suez-Telefonica, and his most recent role: chairman and chief 

executive of Bouygues Télécom, which he helped make France’s third-biggest mobile phone company. Nevertheless, 

to many, his success in taking the top job at Accor seemed unlikely to be pure coincidence. 

Three months after Pélisson’s arrival he announced plans to sell off and, in many cases, carry on managing or 

franchising Accor-branded hotels valued at €1.5bn (£1.0bn) by 2008, with around half of the amount coming 

from the sale of 14 Sofitel-branded luxury hotels in Europe in 2007. In September it went further more than 

doubling the value of properties it said it would sell to, to €3.2bn (£2.1bn). 

But the company was keen to emphasise that it was not just about selling assets. “The cash from property disposals 

will first be used to invest in new projects. Any remaining excess cash may be returned to shareholders, 

as long as this enables the group to maintain its BBB credit rating,” it said. By 2010 it promised to invest €2.7bn 

(£1.8bn) in 200,000 new rooms, adding to its current total of 471,000. Around a third of them will be owned or 

leased, half budget, and two-thirds will launch in emerging markets like the Brazil, China, India and Russia. The 

company said it wants to see a 15% return, which it hopes the creation of a “strategic marketing” department and 

a strengthened loyalty programme will help. 

At the same time as it announced its five-year investment plan in spring, it said Foncière des Murs had agreed to 

buy 76 hotels in a deal worth €583m (£388m) and for Accor to carry on managing them. Sixty-four of the properties 

involved were in France, including five Thalassotherapy spas, with the other 12 in Belgium. It also signed an 

agreement to partially sell and manage six US Sofitel hotels for $370m (£190m) to a joint venture comprising GEM 

Realty Capital, Whitehall Street Global Real Estate Limited Partnership 2005 and Accor itself, which will retain a 

25% stake. The six hotels located in Chicago, Los Angeles, Miami, Minneapolis, San Francisco, Washington and 

Washington DC. Accor agreed to manage them for 25 years. In January 2007 Accor announced it had sold the Sofitel 

New York for $255m (£131m) in a sale and manageback deal with the same consortium. Outside the US Accor 

appointed NM Rothschild to sell its portfolio of 90 mid-market Novotel and Ibis hotels for around £400m. 


Dramatic though the sell-off plans are, some analysts were disappointed at the time that Accor did not also 

offload its struggling US budget hotel division or its ‘deluxe’ Sofitel brand, which some say is stymied by woeful 

inconsistency. Some believe that InterContinental, Hyatt, Marriott and Starwood were a much better bet than 

Sofitel in any competition for a new development projects, unless the place in question had some strong cultural 

link to France. 

Pélisson aimed to answer them by saying in September that the Sofitel brand would be ‘repositioned’. Meanwhile 

in the US, its budget brands – Motel 6 and Red Roof Inns – look certain to be sold off “in the coming months”. 

Analysts say the sale could raise more than €500m (£339m). Accor’s 29% stake in the faded Club Med brand, 

bought for €252m (£168m) in 2004 is widely considered an even less popular asset, but has so far been spared, 

perhaps because of political concerns. The mid-scale and economy Formule 1, Ibis and Novotel brands are, 

meanwhile, undergoing re-design. 

In July, Accor’s plans for China came into focus, with the company saying it would open the Grand Mercure 

Yalong Bay hotel and resort in late 2007, the first Asian Grand Mercure hotel. It will be located near the Sanya, 

on the southern edge of the tropical island of Hainan of the country’s southern tip. It will feature 120 villas each 

with private plunge pools and another 80 suites will be part of a group of low-rise buildings also housing spas and 

wellness treatments rooms. The hotel will join Accor’s Sofitel Boa and Sofitel Fizi Hainan as Accor’s third hotel 

on the island. Accor manages 16 Grand Mercure branded hotels and resorts in Asia Pacific and another seven, 

including Yalong Bay, are scheduled to open before the end of 2007. 

Towards the end of the year, Accor forecast operating profit before tax and non-recurring items for 2006 of between 

€680m and €700m (£452m-£466m), a 20% rise on 2005. For the first half, pre-tax profit was €282m £188m), 

with net profit up by 54.3% to €156m (£104m). Turnover, meanwhile, was up 8.4% to €3.4bn (£2.2bn). Profitability 

was no doubt helped by RevPAR which it said rose in July and August by 10.4% in its up-scale and mid-scale 

European hotels, and 6.3% and 3.6% in its European and US economy holdings respectively. In January its said 

online bookings revenue was likely to exceed €800m (£532.3m) for 2006, having reached €710m (£472.4m) in 

the first 10 months, up 15% on the same period of 2005. 

Floating Rezidor 


With so many hotel companies leaving the public markets, Scandinavian airline SAS bucked the trend by saying 

in July 2006 it would float its Rezidor hotel business on the Stockholm Stock Exchange within 12 months. 

The proceeds, it said, would be ploughed back into the business rather than paid out to existing shareholders. 

The company has said for several years that hotels are not part of its core business. Carlson Hotels Worldwide, 

which owns 25% of Rezidor shares and for which hotels are core businesses, said it would remain a major Rezidor 

shareholder. Carlson runs 279 hotels across in approximately 50 countries, with a total of 56,000 rooms which 

it runs under the brands Radisson SAS Hotels & Resorts, Regent International Hotels, Park Inn, Country Inns & 

Suites. In February 2006 said it had seen an 11% rise in RevPAR in 2005 to €67 (£45). The group saw EBITDA 

of €45.2m (£30m) for the year. 


A few months before it divulged its floatation plans, Rezidor set dates for the opening of the first three luxury 

hotels under the ‘Missoni’ brand it licences from the Italian fashion house. One is set for Edinburgh, the other 

two Kuwait and Dubai. It aims to have 30 Missoni-branded hotels in operation or under development by 2010, 

starting in Europe and the Middle East. 

“Although several lifestyle and boutique hotels have already entered this market segment, we strongly believe that 

the market is only ready now to embrace a truly global, yet individualistic, lifestyle brand, such as Hotel Missoni,” 

said Kurt Ritter, president and chief executive of Rezidor SAS Hospitality. The 200-room Hotel Missoni Kuwait 

will open in mid-2007 followed by Edinburgh and Dubai will open in late 2008. 

Rezidor SAS has the former Soviet bloc in its sights, where it says there are 50 large cities without international 

standard accommodation, offering it an opportunity for rapid expansion. It is keen to point out that it has been in 

the Russian market since the early nineties, starting in Moscow, then Sochi, St Petersburg and, since March 2006, 

a newly built mid-market Park Inn hotel in Ekaterinburg. It also signed two new contracts in Moscow and said 

negotiations were advanced in cities St Petersburg, Nizhny Novgorod, Ekaterinburg, Samara, Kazan, Ufa, Perm, 

Rostov-on-Don, Insight Volgograd, Novosibirsk, Omsk and Chelyabinsk. By the end of 2005 across the CIS and 

Baltic states the group had 15 hotels containing a total of more than 3,300 rooms and seven more under development. 

By 2010 it aims to have 50 hotels, with at least 10,000 beds, and 8,500 employees in the region. 

Average hotel room rates in Moscow increased to over $290 (£153) per night in the first half of the year, according 

to a survey by JLL, putting it on a par with London and Paris, as one of the most expensive places to stay in 

Europe. It is not be surprising, then, that Rezidor says its eastern European hotels are among its most profitable. 

However, there is industry concern that supply might outstrip demand in the short term. 

InterContinental sale climaxes 


With the sale of the InterContinental in Edinburgh the InterContinental Hotel Group (IHG) left itself with just 

one UK property operating under its flagship brand: at London’s Hyde Park Corner. Even the refurbishment of 

this hotel was delayed until the end of 2006. 

But it wasn’t until February 2006 that the final acts of its £3bn sell-off plan began, when IHG put seven continental 

European InterContinental-branded sites on the market: Amstel Amsterdam, Budapest, Cannes, Rome, Frankfurt, 

Madrid and Vienna. In 2005 it said the seven hotels had together generated turnover of €185m (£123m), on which 

they made pre-tax profit of €23m (£15.3m) and have a net book value of around €550m (£366m). 

Summer saw the seven sold to Morgan Stanley Real Estate Europe & Middle East (MSREF) for €634m (£422m), 

approximately £54m more than estimated. 



“We are pleased to be working with IHG, and the prestigious InterContinental brand, and look forward to expanding 

our involvement with them around the world,” commented Struan Roberston, managing director of MSREF. 

IHG had secured a commitment from MSREF to inject a further €60m (£40m) into the hotels and secured a 

30-year management contract, with two 10-year renewals which could potentially lead to a contract lasting 50 

years. Management fees from the hotels are expected to be approximately €10m (£6.7m) a year. IHG said it had 

also reached a preliminary agreement with MSREF to convert several other hotels with around 1,000 rooms over 

to IHG brands. It had earlier set itself the target of putting nine new hotels under its brands in 2006. 

The company opened hotels too. In June 2006 IHG announced said it would open half a dozen more of its boutique 

Hotel Indigo brand in the North America by the end of 2006. Up to this point it had opened just three US 

hotels under the brand since its launch in 2004. One in Ottawa, Canada, opened in the third quarter of 2006, 

with others later in Dallas, Houston, Nashville, Knoxville and Sarasota. Jim Anhut, senior vice president of brand 

development at IHG, said there were 11 other Indigo deals in the pipeline for North America. The year ended 

with IHG declaring that it had signed a development agreement with Palminvest SA to construct seven Express 

by Holiday Inn hotels in Portugal and Northern Spain over the next five years. 

Like Rezidor SAS, IHG also looked to Russia, saying in July it would launch its Crowne Plaza brand there with a 

hotel in Moscow’s World Trade Centre building. But the company also saw firsthand some of the risks of doing 

business in the east. In the summer, InterContinental said it had ended its branding of a Belgrade hotel owned 

by International CG, a state firm, which had promised €22m (£14.6m) to renovate the property to meet modern 

standards, with the intention to sell it to the private sector by the end of the year. Neither party has provided 

explanation of the rift, and, despite several legal challenges, the hotel was still operating under the IHG brand as 

of January 2007. 

Even further east, IGH is committed to establishing itself in China, where it has had a presence since the early 90s 

and is the biggest foreign hotel operator. It opened four new hotels containing 1,100 rooms in June. The openings 

of the Crowne Plaza Changshu, Crowne Plaza Fudan Shanghai, Holiday Inn Jasmine Suzhou, and Holiday Inn 

Seaview Qinhuangdao increased its hotels in the country to 57, a number it aims to more than double by the end 

of 2008. It also hopes to foster talent by opening InterContinental Hotels Group Academy in partnership with 

Shanghai University and hospitality education providers in Australia. It will offer specially developed learning 

programmes, it said. Its launched in Shanghai in September will be followed by a rollout across the country. 

In the first eight months of the year, IHG reported strong RevPAR growth. For its InterContinental branded hotels, 

it increased 10.2% in the eight months to 31 August and by 2.8% in August alone compared to the same period 

in 2005. RevPAR in Holiday Inn locations rose by 8.6% in the first eight months and 6.7% in August. The same 

figures for Holiday Inn Express were 11.0% and 9.4%, and for Crown Plaza, 13.4% and 11.1%. 


Hilton: a Hotel Group reunited 


Hilton Hotels Corporation said in February it would start managing hotels under a new luxury ‘Waldorf-Astoria 

Collection’ brand, trading on the glamour associated with the company’s fancy New York property. The president 

and chief operating officer Matthew Hart says the new brand could be extended to as many as 200 properties an 

aspiration that the extra clout it has since its reunion with Hilton International makes entirely plausible. 

So far, however, real estate investment trust CNL Hotels & Resorts has only agreed to partner in the ‘Waldorf-Astoria’ 

brand on just three properties: the Grand Wailea Resort Hotel & Spa on the Hawaiian island of Maui, Phoenix’s 

Arizona Biltmore Resort & and Spa in Arizona, and La Quinta Resort & Club in La Quinta, California. The hotels 

will maintain their names, but they will be clearly marked as belonging to Hilton’s new elite sub-brand. 

The first disposal since the reunion was announced in March. Hilton Hotels Corporation put the 1,054-room 

Hilton London Metropole up for sale. By the time the sale completed, the company was already trying to lighten 

its load in Scandinavia, saying it was “exploring strategic alternatives” for its Scandic brand, which it acquired 

along with Hilton International. It is estimated they might fetch anything up to £600m, a disappointing £12m 

less than Hilton International paid for them in 2001. 

The Scandic chain is located primarily in Denmark, Finland, Norway, and Sweden, includes 130 hotels with 

around 23,000 rooms. Of this number 120 are leased, six franchised, three managed and one owned outright. At 

the same time as the Scandic announcement, HHC said it would also sell 10 hotels across Europe, in Belgium, 

France, Germany, Luxembourg, Spain and Switzerland. 

Towards the end of the year HHC and Coral Hotels dissolved an agreement to develop the Coral by Hilton brand, 

with Coral’s four all-inclusive resorts in the Dominican Republic reverting back to the Coral Hotels & Resorts 

brand. 

“Hilton has enjoyed a successful three-year relationship with Coral Hotels & Resorts. This mutual decision is a 

result of our companies pursuing new direction and focus for development opportunities,” commented Matthew 

Hart, president and chief operating officer of HHC. 

In the third quarter HHC reported a 9.8% rise in RevPAR, with fees up 47% to $175m (£91m) thanks largely to 

the acquisition of Hilton International. Net profit also jumped for the period, rising 31% to $117m (£60m) on 

total revenue of $2.2bn, (£1.13bn), double the previous year’s figure. The company said it would generate more 

than $2.5bn (£1.3bn) in revenues from bookings on its proprietary websites for the full-year 2006 compared to 

$709m (£364m) in 2002, representing 17.2% of the company’s overall distribution of bookings. 


Starwood, the brandologists 


Starwood has sold more than $5bn (£2.7bn) in non-strategic properties over the last two years. In June 2006 it 

said, however, that it would retain its “most attractive assets that can be redeveloped or repositioned or possess 

vacation ownership opportunities”. It called this approach “asset right” strategy, as compared to a dogmatically 

‘asset light’ one. 

By this point Starwood had already said it would sell 28 mainly-US hotels to Host Marriott Corporation, now 

called Host Hotels and Resorts, for $4.2bn (£2.4bn) including debt. The deal included hotels under the Sheraton, 

W, Westin, St Regis and Luxury Collection brands. The sites remained under long-term Starwood management 

agreements. Starwood shareholders received $2.8bn (£1.4bn) in Host shares. It said another 15 to 18 non-strategic 

assets would be sold off, raising somewhere between $500m to $1bn (£257m-£514m). 

In summer, Starwood announced more rather modest plans for Chinese expansion than InterContinental, by 

revealing plans to open two new hotels in 2008. Starwood, which already operates 26 hotels in mainland China 

and Macau, said it had signed a deal to operate a 300-room Four Points by Sheraton Tianjin, Zhongshan and the 

350-room Four Points by Sheraton Hangzhou, Binjiang. The first of these is owned by the Tianjin City Sun Real 

Estate Development Co and the second, by Zhejiang Dragon Happy Investment Group. The company has 27 new 

hotels currently under construction in China. 

In 2005, the company announced a new brand, called ‘aloft’. It aims to bring style to the masses, with high ceilings, 

communal areas and take-back-to-your-room food. It hoped to open the first in early 2007 and has plans for more 

than 500 of them by 2015 with a mix of owned and franchised sites. It is also developing an extended-stay brand 

codenamed ‘Project ESW’, which is allied with its Westin brand. It has targeted 150 markets for the new brand 

and expects to secure 25 sites by 2010, with the first opening in Lexington, Massachusetts in late 2007. Extended 

stay is estimated to be around 10% of the hotel market in the US with around 280,000 rooms in approximately 

2,000 hotels bringing in around £4bn a year. 

Starwood reported that RevPAR in the third quarter increased by 9.2% worldwide, beating many analysts’ expectations. 

In Europe, RevPAR was up by 16.8% in Europe, 10.5% for Africa and the Middle East, 8.6% in Latin America, 

7.5% in North America, and 6.1% in Asia Pacific. On the back of this, net profit increased 297% to $155m (£82m) 

from $39m (£20m) a year earlier. Management fees, franchise fees and other income were up 44.4% to $182m 

(93.5m), largely thanks to it having its brands on more hotels, (particularly Le Meridien, which it bought at the 

end of last year for the equivalent of £15.7m $225m) and RevPAR growth. 


Marriott, courting Europe 

In the third quarter of 2006 Marriott was either constructing, converting or had secured approval for development 

hotels containing 85,000 rooms, compared to 60,000 rooms a year before. Some of these were doubtless 

Courtyard-branded hotels, of which it plans to launch 50 in Europe over the next five years having unveiled the 

prototype, the 150-room Paris Courtyard by Marriott Colombes. Marriott said it expected the hotels to be developed 

in conjunction with local investors on either a management contract and franchise basis. Sites, it said, will 

include standalone locations or mixed-use developments in city centres and suburban areas. 

Marriott International reported a 9.4% increase in RevPAR for its hotels in the 12 weeks to 8 September 2006. 

RevPAR for its North American hotels rose by 8.6%, while in Germany it saw a 22.4% increase, thanks largely 

to the World Cup. The average daily rate increased by 9.1%. But its earnings dropped 5.4% and net income fell 

to $141m (£75.1m) from $149m (£76.6m) in the same period in 2005, partly thanks to the phasing out of a tax 

subsidy on its synthetic fuel business. Management and franchise fees, meanwhile, increased 15% to $213m 

(£109.5m) as a result of continued RevPAR growth and an increase in the number of hotels under management. 

It said RevPAR was likely to increase by between 7.5% and 8.5% in the fourth quarter, and then grow by between 

7% and 8% in 2007. 

Conclusion 


Hotel companies have become radically smaller businesses over the last few years by divesting themselves of their 

cumbersome property portfolios. This could be considered a shrewd move, since many were trading at less than 

the value of their property portfolios. But some wonder whether this lost financial muscle might one day prove 

to be more of a loss than the optimists currently think. “It takes an awful lot of franchises to get the same level of 

revenue and profit,” says Robert Milburn, PwC’s UK hospitality practice leader. But it also takes a lot of profit to 

beat a one-off payment of several billion. 


comment 

88 Hilton 

90 Travelodge 

Industry view – Hilton 

Simon Vincent, Area President, Hilton UK and Ireland 

Comment: Xyxyxyxyxt 

Having arrived into the presidency seat for Hilton in the UK and Ireland in January 2007, my initial impressions 

of a dynamic international hotel brand and vibrant industry sector are sure to be lasting. 

I’ve joined Hilton from Opodo, where I was Chief Executive for three years. Prior to Opodo I was at Thomas Cook 

travel organisation for 13 years, latterly as Chief Operating Officer for UK Travel. 

I will be bringing this leisure and commercial experience to bear in my new role and leading Hilton in the UK 

and Ireland, at what is a very exciting time in its development. 

In 2006 Hilton opened three ‘new look’ properties including Hilton London Canary Wharf, Hilton London Tower 

Bridge and Hilton Manchester Deansgate – all of which have made their mark in their relevant areas. 

Looking forward, Hilton has tremendous plans for growth and development, and this coupled with a buoyant 

market place, means Hilton will continue to make a significant impact on the industry scene in 2007. 

One of the immediate priorities will be the opening of our two new hotels in Ireland - Hilton Limerick and Dublin, 

Kilmainham. The €55m (£37m) landmark Limerick hotel will occupy a focal point in the city overlooking the 

River Shannon. Sitting seven stories high, the 184-bedroom development has seen the regeneration of an area of 

Limerick that is expected to become a vibrant part of the community. 

Due to open soon after the Hilton Limerick, the €25 million landmark Hilton Kilmainham is ideally situated in 

the old Chocolate Factory development in Dublin. The 120-bedroom hotel overlooks Phoenix Park and is across 

the road from top tourist destination, Kilmainham Jail. 

These two new hotels will bring the total number of Hilton hotels across the UK and Ireland to 75. 

Among the challenges ahead I would include brand development and differentiation, however through technology 

and intensive staff training and development, Hilton will outshine its competitors. 


Comment: Industry View – Hilton 

The ongoing support of what we are terming the ‘new face of Hilton in the UK and Ireland’ will also be key as we 

continue to invest and improve. This will be evident not only through the development of the new hotels, but also 

through a continued focus on the quality of standards and services for guests in existing hotels. 

The introduction of the Hilton family of brands outside of the US is an exciting strategic focus internationally, 

and we will also start to see these appear in the UK in 2007 – these may include Hilton Garden Inn, Double Tree 

or Hampton Inn. 

Finally, our overriding corporate strategy, where the aim is to grow the managed and franchised strands of the 

business and reduce asset ownership will continue, with key projects such as the completion of the sale of the 

Hilton Edinburgh Caledonian, high on our agenda. 

In summary, Hilton is evolving and 2007 promises to be a year of continued consolidation, growth and 

development. 


Industry View – Travelodge 

Guy Parsons, Chief Operating Officer, Travelodge 

Of all the challenges in 2006, the Lyons Inquiry into the funding and function of local government was and remains 

one of the biggest threats to our industry. The inquiry is investigating the possible introduction of Tourism Taxes 

in the UK – an additional 5-10% charge on any overnight accommodation, like hotels, cottages and B&Bs. 

Tourism Taxes represent a real danger to the entire tourism industry. The implications reach far beyond accommodation. 

It will affect the trade of thousands of small tourism-related businesses. Visitors do not just spend 

money on hotels, but shops, restaurants, bars and attractions and we know from research that they will spend less 

on these items if accommodation prices are increased. 

This threat comes during a time of slow recuperation from terrorist attacks, flat consumer spending and incidents 

like SARS which all hit the tourist economy extremely hard. Just as we are seeing a return to growth, mostly driven 

by the budget hotel sector opening up the market with lower prices and value, we are faced with the suggestion 

of more taxes to hike up prices. 

Our research shows that overwhelmingly, the public rejects the idea of a tax on nightly accommodation. People 

want to take local holiday breaks and we should encourage this by offering good value accommodation, not pricing 

them out of the UK completely. 

We await the outcome of this inquiry! 

Comment: Industry View – Travelodge 

As for 2007, the environment and the global issue of reducing carbon emissions are at the top of today’s political 

agenda. Reports such as the Stern Report highlight the catastrophic outcome of little or no action to reduce 

Britain’s carbon footprint. 

As a result, we expect sustainability to begin to play more of a role in consumer’s holiday and accommodation 

choices this year. 

It is also realistic to assume ‘green’ taxes – such as the recent Air Passenger Duty - will be introduced to tackle levels 

of carbon emissions, drive changes in consumer behaviour and raise revenue. 

In order to continue to attract new customers – bearing in mind two out of three people have never stayed in 

a hotel – the industry must be equipped to meet consumers’ ‘green’ demands and adjust operations to become 

more environmentally friendly. 


Comment: Industry View – Travelodge 

The Government is currently investigating legislation that will, for example, potentially affect planning policy, the 

use of renewable energies and the management of carbon emissions. These are issues that organisations in our 

industry must quickly become accustomed to if we are to continue to achieve against ambitious growth targets 

and maintain business success. 

We predict encouraging customers to ‘go green’ with us will be a significant challenge yet the industry must see 

this as an opportunity. The bottom line is that sustainable policies can lead to a reduction in energy usage. From 

Travelodge’s perspective, this will mean that we can continue to offer our customers rooms from as little as £15 

a night. 

Ultimately, it’s not just the environment that will benefit. The customer and broader tourism industry will gain 

from lower room prices as they enable more people to spend the night away than ever before – the key to driving 

industry growth and a significant challenge for this year. 


Branded hotel descriptions and 

site listings 

Abode Hotels 

4 Queens Square 

Bath 

BA1 2HA 

Tel: 01225339661 

Accor 

Abode 

Brand Description: Abode is a collection of boutique hotels. The concept is the creation of hotelier Andrew Brownsword 

(owner of The Bath Priory, Gidleigh Park and Sydney House in Chelsea) in partnership with the two 

Michelin-starred chef Michael Caines (Gidleigh Park, MC at The Royal Clarence). 

Future Plans: Aim to have a presence in key provincial towns and city centres throughout the UK over the next five 

years. 

Site Name City County Bedrooms 

Arthouse Hotel Glasgow 65 

County Hotel Canterbury Kent 74 

Royal Clarence Exeter Devon 53 

The Rossetti Manchester 61 

255 Hammersmith Rd 

London 

W6 8SJ 

Tel: 02082377474 

Etap 

Brand Summary: Total Sites: 4 Total Beds: 253 

Brand Description: Etap's hotels offer economical accommodations. Varied in style, the hotels aim to provide customers 

with efficiency at competitive prices. Accor describes the brand as being positioned “between a budget 

hotel and independent bed and breakfast”. 

Future Plans: Expanding the Chain, Accor is actively looking for new sites in the UK to expand the Etap brand, 100-250 

rooms. Accor is looking at franchise opportunities in the UK for Etap, following success on the continent. 

Jean-Jacques Dessors, managing director of Ibis, Etap and Formule 1 said: “Etap Birmingham Centre is 

the first of many Etap hotels we plan to open across the UK. The hotel will offer clean and comfortable 

accommodation guaranteed by the Etap brand and is targeted at today’s ‘smart’ travellers who are 

looking for no-frills accommodation with guaranteed standards of service and a simple food option at 

really affordable prices.” 

February 2007 Hotel Report Guide to UK Branded Hotels 2007 | 

© William Reed Publishing 2007 

Page 1

Data: Company information 


Etap Hotel Birmingham Birmingham 250 

Etap Hotel London City Airport London 81 

Etap Hotel London East Barking Barking Essex 69 

Formule 1 


Brand Description: Represents the standard for economy hotels. Rooms can accommodate one, two or three guests, and 

offer functionality with a basic level of comfort. 

Future Plans: Formule 1 have a continuing interest in expansion within the UK. 


Formule 1 Birmingham Birmingham West Midlands 62 

Formule 1 Coventry Coventry West Midlands 86 

Formule 1 Doncaster Doncaster South Yorkshire 64 

Formule 1 Falkirk Falkirk Stirlingshire 75 

Formule 1 Liverpool Liverpool Merseyside 87 

Formule 1 London East Barking Barking Essex 80 

Formule 1 Newcastle Newcastle Tyne and Wear 66 

Formule 1 Peterborough Peterborough Cambridgeshire 76 

Formule 1 Teeside Stockton-on-Tees Cleveland 64 

Formule 1 Thurrock Thurrock Kent 86 

Ibis 


Brand Description: With more than 700 hotels in 39 countries, Ibis offers a limited services trageting both business and 

leisure travellers. The hotels are based close to city centers and tourist sites, as well as airports and rail 

stations. 

Future Plans: Accor is looking at franchise opportunties in the UK for Ibis with the hope of continuing expansion, 

following success on the continent. 

Accor is to open a 600-room hotel under its Ibis budget brand in the Trocadero centre in London. The 

Ibis Piccadilly will be built in conjunction with Golfrate Holdings and is due to open in 2009, planning 

permission permitted. 


Ibis Barking East Barking Essex 86 

Ibis Birmingham Bordesley Circus Birmingham West Midlands 87 

Ibis Birmingham City Centre Birmingham West Midlands 159 

Ibis Birmingham Holloway Circus Birmingham West Midlands 51 

Ibis Bradford Shipley Bradford West Yorkshire 78 

Ibis Bristol Centre Bristol 182 

Ibis Cardiff Cardiff South Glamorgan 102 

Ibis Cardiff Gate Cardiff South Glamorgan 78 

February 2007 Hotel Report Guide to UK Branded Hotels 2007 | © William Reed Publishing 2007 

Page 2


Ibis Carlisle Carlisle 102 

Ibis Chesterfield Chesterfield Derbyshire 86 

Ibis Coventry Centre Coventry West Midlands 89 

Ibis Coventry South Coventry West Midlands 51 

Ibis Docklands London 87 

Ibis Edinburgh Edinburgh Midlothian 99 

Ibis Euston London 380 

Ibis Gatwick Airport Crawley West Sussex 141 

Ibis Glasgow Glasgow Strathclyde 141 

Ibis Greenwich London 82 

Ibis Heathrow Airport Hayes Middlesex 347 

Ibis Hull Hull 106 

Ibis Leeds Centre Leeds 168 

Ibis Leicester Leicester Leicestershire 94 

Ibis Lincoln Lincoln Lincolnshire 86 

Ibis Liverpool City Centre Liverpool Merseyside 127 

Ibis London City London 348 

Ibis London Earls Court London 504 

Ibis London Excel London 278 

Ibis London Thurrock Grays Essex 102 

Ibis London Wembley Wembley 210 

Ibis Luton Airport Luton Airport Bedfordshire 162 

Ibis Manchester Manchester Lancashire 126 

Ibis Northampton Centre Northampton 151 

Ibis Plymouth Plymouth Devon 52 

Ibis Portland Street Manchester Manchester Lancashire 127 

Ibis Portsmouth Portsmouth Hampshire 144 

Ibis Preston North Preston Lancashire 82 

Ibis Reading Centre Reading 182 

Ibis Rotherham Rotherham South Yorkshire 86 

Ibis Rugby East Northamptonshire 111 

Ibis Sheffield Sheffield South Yorkshire 95 

Ibis Sheffield South Sheffield South Yorkshire 86 

Ibis Southampton Southampton Hampshire 93 

Ibis Stevenage Stevenage Hertfordshire 98 

Ibis Stratford London 108 

Ibis Swindon Swindon Wiltshire 120 

Ibis Wellingborough Wellingborough Northamptonshire 78 

Ibis York Centre York 85 

Brand Summary: Total Sites: 47 Total Beds: 6,437 



Page 3

Mercure 


Brand Description: Mercure hotels are designed to be in harmony with the local culture and the environment: the 

architecture and décor , the facilities and the 3 levels of comfort & price. 

Future Plans: No plans stated 


Hotel Mercure Brigstow Bristol Bristol 116 

Hotel Mercure London City Bankside London 144 

Novotel 


Brand Description: Novotel offers full service with standardised building designs. 

Future Plans: 


Novotel Birmingham Airport Birmingham West Midlands 195 

Novotel Birmingham Centre Birmingham West Midlands 148 

Novotel Bradford Bradford West Yorkshire 119 

Novotel Bristol Bristol 131 

Novotel Cardiff Centre Cardiff 138 

Novotel Coventry Coventry West Midlands 98 

Novotel Edinburgh Centre Edinburgh 180 

Novotel Glasgow Centre Glasgow Strathclyde 139 

Novotel Ipswich Ipswich Suffolk 101 

Novotel Leeds Centre Leeds Yorkshire 195 

Novotel London City South London 182 

Novotel London Euston London 312 

Novotel London Excel London 257 

Novotel London Greenwich London 151 

Novotel London Heathrow Hounslow Middlesex 178 

Novotel London Tower Bridge London 203 

Novotel London Waterloo London 187 

Novotel London West London 630 

Novotel Manchester Centre Manchester Lancashire 164 

Novotel Manchester West Manchester Lancashire 119 

Novotel Milton Keynes Milton Keynes 124 

Novotel Newcastle Newcastle Tyne and Wear 126 

Novotel Nottingham Nottingham Nottinghamshire 108 

Novotel Plymouth Plymouth Devon 100 



Page 4


Novotel Preston Preston Lancashire 96 

Novotel Reading Centre Reading 178 

Novotel Sheffield Sheffield South Yorkshire 144 

Novotel Southampton Southampton Hampshire 121 

Novotel Stevenage Stevenage Hertfordshire 100 

Novotel Wolverhampton Wolverhampton West Midlands 132 

Novotel York York North Yorkshire 124 

Novotel: Reading Reading 

Alternative Hotel Group (AHG) 

De Vere Deluxe 


Brand Description: Following AHG's decision to create De Vere Collection, all luxury resort 

destinations and top end conference facilities in the De Vere portfolio will be brought together under De 

Vere Deluxe. 

Set in breath taking locations and exuding style and flair, all De Vere 

Deluxe properties are the epitome of quality and individuality. Every De 

Vere Deluxe resort offers an intensely luxurious experience based on 

exceptional service and an appreciation of the finer things in life. 

Future Plans: 

De Vere Deluxe properties are committed to providing top end conference and event facilities. The 

luxurious, up market, senior management offering is perfect for something a bit special when the wow 

factor is required. AHG envisage De Vere Deluxe properties as the ultimate destination for high end 

business breaks where business leaders can immerse themselves in strategic thinking while enjoying a 

luxury environment. 

Tony Dangerfield, COO of De Vere commented "Over the next two years De Vere has committed to 

upgrading the whole De Vere Deluxe portfolio to offer an even higher level of luxury. In particular, 

investment is planned in cuisine, leisure facilities and accommodation, with the aim of making our 

guests stay even more exceptional and memorable than it is now". 


Belfry Wishaw Warwickshire 324 

Cameron House Loch Lomond Dunbartonshire 96 

Carden Park Chester Cheshire 196 

Oulton Hall Leeds Yorkshire 152 

Royal Bath Bournemouth Dorset 140 

Slaley Hall Newcastle Tyne and Wear 139 

The Grand Brighton East Sussex 200 




Page 5

De Vere Heritage 

Brand Description: De Vere Heritage properties offer a combination of business and 

pleasure. High quality conference and meeting facilities; 

professional, efficient staff delivering impeccable service, together with 

superb leisure facilities, bars and restaurants with a relaxed ambiance 

throughout. 


Tony Dangerfield, COO of De Vere commented, "De Vere Heritage properties offer business and leisure 

guests the very best “ 

De Vere Heritage properties offer quality conference and event facilities 

with the very highest standards of service that guests can rely on. Unique to the De Vere Heritage 

proposition, business users are also able to take advantage of the luxury leisure facilities and the 

beautiful surroundings that are unique to these properties. 

Future Plans: 


Belton Woods Grantham Lincolnshire 136 

Dunston Hall Norwich Norfolk 166 

Grand Harbour Southampton Hampshire 173 

Heron's Reach Blackpool Lancashire 174 

Mottram Hall Prestbury Cheshire 131 

St David’s Park Hotel & Golf Club De Vere Chester Cheshire 147 

University Arms Cambridge Cambridgeshire 120 

Village Leisure Hotels 


Brand Description: De Vere Group PLC was acquired in 2006 by the Alternative Hotel Group 

(AHG). 

The two hotel brands within the portfolio, De Vere and Village Hotels 

have an innovative plan to redefine the UK leisure experience including 

an aggressive roll out plan for the Village product. 

Future Plans: And this year, Village will open its doors in Swansea (it's 17th 

property!) which is the first of the new Village experience, of which a 

portfolio of 50 hotels is anticipated. 


Village Bournemouth Bournemouth 116 

Village Bury Bury Lancashire 128 

Village Cardiff Cardiff South Glamorgan 118 

Village Cheadle Cheadle Cheshire 89 

Village Coventry Coventry West Midlands 146 

Village Dudley Dudley West Midlands 98 

Village Hull Hull 116 

Village Hyde Hyde Cheshire 89 

Village Leeds Leeds Yorkshire 134 

Village Liverpool Whiston Merseyside 63 

Village Maidstone Maidstone Kent 122 



Page 6

Apex Hotels 


Village Newcastle Newcastle upon Tyne Tyne and Wear 157 

Village Nottingham Nottingham Nottinghamshire 135 

Village Swansea Swansea 115 

Village Walsall Walsall West Midlands 125 

Village Warrington Warrington Cheshire 116 

217 Gilmerton Road 

Edinburgh 

EH1 2HS 

Tel: 01316665100 

Fax: 01316665129 

www.apexhotels.co.uk 

Apex Hotels 


Brand Description: A contemporary four star hotel group bringing you three Edinburgh hotel, the new Apex City Quay Hotel 

& Spa in Dundee and the the Apex City of London Hotel near Tower Bridge. 

Future Plans: No Future Plans 


Apex City Hotel Edinburgh Midlothian 119 

Apex City of London London 130 

Apex City Quay & Spa Dundee Tayside 152 

Apex European Edinburgh Midlothian 66 

Apex International Edinburgh Midlothian 175 

Aquarius Hotels Ltd 

Kanta House 

Victoria Road 

Ruislip, Middlesex 

HA4 0JQ 

Tel: 02088422011 

Fax: 02088421424 

Aquarius Hotels 


Brand Description: Aquarius hotels describe themselves as offering exceptional quality and service in superb historic 

surroundings 

Future Plans: 


Letchworth Hall Hotel Letchworth Garden City Hertfordshire 85 

Waverley Hotel London 108 



Page 7


White Horse Hotel LTD Hertingfordbury Hertfordshire 42 

Beale's Group 

C/o West Lodge Park Hotel 

Cockfosters Road 

Hadley Wood, Hertfordshire 

EN4 0PY 

Tel: 02082163904 

Fax: 02084499916 

www.bealeshotels.co.uk 

Bedfactory 

Beale Hotels 


Brand Description: A unique business which has passed from father to son for eight generations. 

Founded in 1769. Now with three wonderful hotels in North London, Hertfordshire and 

Buckinghamshire. 

Beales Hotels are privately owned, smoke free hotels. 

Future Plans: 


Hatfield Lodge Hotel Hatfield Hertfordshire 53 

West Lodge Park County House Hotel Hadley Woods Hertfordshire 59 

Bute Terrace 

Cardiff 

CF10 2FE 

Tel: 029 20 636363 

Big Sleep Hotel 


Brand Description: A design hotel at affordable prices, and voted '1 of 25 coolest hotels in the world' - Conde Nast Traveller. 

The hotel occupies a converted 60's office block. Described as 'super cheap but sexy-chic' - Elle Dec, the 

interior design is modern retro, the rooms light and comfortable and the service friendly and efficient. 

Aimed at those who don't want to spend a fortune, but do need somewhere to stay that's different and 

delivers big value at small prices. The group currently has just this two-star 81-room hotel in Cardiff. 

Future Plans: Bedfactory Hotels has acquired a second property, in Cheltenham, Gloucestershire, and is searching for 

sites in London and on the south coast. 


Big Sleep Hotel - Cardiff Cardiff 81 

Big Sleep Hotel - Cheltenham Cheltenham 62 

Best Western International Inc 

6201 N 24th Parkway 

Phoenix, Az 85016-2 




Page 8

Best Western 


Brand Description: A consortium of hotels varying in grade, style and size, Best Western International has been welcoming 

guests for more than half a century. 



Abbey Hotel Bath Avon 60 

Abbey Hotel Wymondham Norfolk 20 

Abbey Hotel Golf & Country Club Redditch Worcestershire 72 

Abbots Barton Hotel Canterbury Kent 53 

Aberavon Beach Hotel Port Talbot West Glamorgan 52 

Admiral Rodney Horncastle Lincolnshire 31 

Alicia Hotel Liverpool Merseyside 41 

Ambleside Salutation Hotel Ambleside Cumbria 42 

Angel Hotel Chippenham Wiltshire 50 

Annesley House Hotel Norwich Norfolk 26 

Appleby Manor Country House Appleby-in-westmorland Cumbria 30 

Ardsley House Hotel Barnsley South Yorkshire 75 

Argyll Hotel Inveraray Argyll 36 

Atlantic Hotel Chelmsford Essex 59 

Banbury House Hotel Banbury Oxfordshire 63 

Bank House Hotel Worcester Worcestershire 63 

Barnsdale Hall Hotel Rutland Leicestershire 65 

Barton Grange Hotel Preston Lancashire 51 

Beardmore Conference Hotel Glasgow Strathclyde 166 

Beaumont Hotel Hexham Northumberland 25 

Beech Hill Hotel Windermere Cumbria 58 

Belfry House Hotel Wilmslow Cheshire 81 

Bell in Driffield Driffield North Humberside 16 

Belmont House Hotel Leicester Leicestershire 77 

Bentley Hotel Lincoln Lincolnshire 80 

Berkeley Hotel Worthing West Sussex 80 

Berkeley Square Hotel Bristol Avon 42 

Bestwood Lodge Hotel Nottingham Nottinghamshire 39 

Big Blue Hotel Blackpool Lancashire 116 

Birch Hotel Haywards Heath West Sussex 51 

Bishops Table Hotel Farnham Surrey 17 

Blunsdon House Hotel Swindon Wiltshire 117 

Bolholt Country Park Hotel Bury Lancashire 64 

Botleigh Grange Hotel Southampton Hampshire 56 



Page 9


Braid Hills Hotel Edinburgh Midlothian 67 

Brighton Hotel Brighton East Sussex 52 

Bromley Court Bromley Kent 114 

Bron Eifion Country House Hotel Criccieth Gwynedd 19 

Bruntsfield Hotel Edinburgh Midlothian 73 

Bryn Howel Hotel Llangollen Denbighshire 36 

Buckingham Beales Hotel Buckingham Buckinghamshire 70 

Bulkeley Hotel Beaumaris Gywnedd 43 

Burn How Gardens Bowness-On-Windermere Lancashire 28 

Burnett Arms Hotel Banchory Kincardineshire 16 

Burns Hotel Kensington London 105 

Calcot Hotel Reading Berkshire 78 

Cambridge Quy Mill Hotel Cambridge Cambridgeshire 42 

Carlton Hotel Blackpool Lancashire 58 

Castle Green Hotel In Kendal Kendal Cumbria 100 

Cedar Court Hotel Harrogate North Yorkshire 100 

Charnwood Hotel Worksop Nottinghamshire 34 

Chevin Country Park Hotel Otley West Yorkshire 49 

Chine Hotel Bournemouth Dorset 89 

Chiseldon House Hotel Swindon Wiltshire 21 

Christopher Hotel Windsor Berkshire 33 

Churchill Hotel Dover Kent 54 

Claydon Country House Hotel Ipswich Suffolk 14 

Cliff Hotel Great Yarmouth Norfolk 36 

Cliffe Hotel Bath Avon 11 

Clifton Hotel Folkestone Kent 80 

Compass Inn Bristol Gloucestershire 26 

Connaught Hotel Bournemouth Dorset 56 

Consort Hotel Rotherham South Yorkshire 27 

Copper Inn Reading Berkshire 22 

Corona Hotel London 51 

Coul House Hotel Strathpeffer Ross-shire 20 

Cresta Court Hotel Altrincham Cheshire 136 

Crieff Hydro Hotel Crieff Perthshire 216 

Crooklands Hotel Kendal Cumbria 30 

Cross Lanes Hotel Wrexham Clwyd 16 

Crown Hotel Blandford Forum Dorset 32 

Crown Hotel Lyndhurst Hampshire 41 

Crown Hotel Nantwich Cheshire 18 

Crown Hotel York North Yorkshire 37 

Cumberland Hotel Harrow Middlesex 84 



Page 10


Cumbria Park Hotel Carlisle Cumbria 47 

Dean Court Hotel York North Yorkshire 39 

Deans Place Hotel Alfriston East Sussex 36 

Deddington Arms Hotel Deddington Oxfordshire 27 

Delmere Hotel London 38 

Devonport Hotel Darlington County Durham 16 

Diplomat Hotel Llanelli Dyfed 31 

Donnington Manor Hotel Sevenoaks Kent 60 

Dower House Hotel Harrogate North Yorkshire 31 

Dryfesdale Hotel Lockerbie Dumfriesshire 16 

Duke of Cornwall Hotel Plymouth Devon 71 

Dundarach Hotel Pitlochry Perthshire 38 

East Anglia Hotel Bournemouth Dorset 70 

Edinburgh City Hotel Edinburgh Midlothian 52 

Elton Hotel Rotherham South Yorkshire 29 

Ennerdale Country House Hotel Cleator Cumbria 30 

Ewington Hotel Glasgow Lanarkshire 43 

Fairlawns at Aldridge Hotel Walsall West Midlands 35 

Fairwater Head Country House Hotel Lyme Regis Devon 20 

Falcon Hotel Northampton Northamptonshire 16 

Falcondale Mansion Hotel Lampeter Dyfed 20 

Falmouth Beach Resort Hotel Falmouth Cornwall 123 

Falstaff Hotel Leamington Spa Warwickshire 63 

Famous Wild Boar Hotel Windermere Cumbria 36 

Fenwick Hotel Kilmarnock Ayrshire 31 

Feversham Arms Hotel York North Yorkshire 17 

Fir Grove Hotel Warrington Cheshire 40 

Flackley Ash Hotel Rye East Sussex 32 

Foley Arms Hotel Malvern Worcestershire 27 

Forest & Vale Hotel Pickering North Yorkshire 18 

Forest Lodge Lyndhurst Hampshire 28 

Forest Pines Hotel Scunthorpe Lincolnshire 86 

Fosse Manor Hotel Cheltenham Gloucestershire 18 

Fowey Hotel Fowey Cornwall 21 

Frensham Pond Hotel Farnham Surrey 51 

Garfield House Hotel Glasgow Lanarkshire 45 

Gatwick Worth Hotel Crawley West Sussex 118 

George & Abbotsford Hotel Melrose Roxburghshire 30 

George Hotel Hathersage Derbyshire 19 

George Hotel Lichfield Staffordshire 36 

George Hotel Norwich Norfolk 40 



Page 11


George Hotel Reading Berkshire 24 

George Hotel Swaffham Norfolk 28 

George of Colchester Colchester Essex 46 

Gipsy Hill Hotel Exeter Devon 37 

Glendower Hotel St. Annes On Sea Lancashire 60 

Glenridding Hotel Penrith Cumbria 42 

Glenspean Lodge Hotel Roy Bridge Inverness-shire 17 

Golden Fleece Hotel Thirsk North Yorkshire 23 

Gonville Hotel Cambridge Cambridgeshire 62 

Gordon Hotel Ballindalloch Banffshire 29 

Grand Hotel Lincoln Lincolnshire 46 

Grand Hotel Torquay Devon 110 

Grapevine Hotel Cheltenham Gloucestershire 23 

Grasmere Red Lion Hotel Ambleside Cumbria 36 

Guide Post Hotel Bradford West Yorkshire 43 

Hackness Grange Hotel Scarborough North Yorkshire 33 

Harbour Heights Hotel Poole Dorset 38 

Hardwick Hall Hotel Sedgefield County Durham 52 

Hare & Hound Hotel Tetbury Gloucestershire 30 

Heath Court Hotel Newmarket Suffolk 41 

Heronston Hotel Bridgend Mid Glamorgan 75 

Hetland Hall Hotel Dumfries Dumfriesshire 30 

Highfield Country Hotel Jersey Channel Islands 38 

Hilcroft Hotel Bathgate West Lothian 32 

Holcombe Hotel Banbury Oxfordshire 15 

Hollin Hall Hotel Macclesfield Cheshire 60 

Homestead Court Hotel Welwyn Garden City Hertfordshire 58 

Hotel Bristol Newquay Cornwall 74 

Hotel Courtlands Bournemouth Dorset 56 

Hotel De Havelet Guernsey Channel Islands 34 

Hotel Hatfield Lowestoft Suffolk 33 

Hotel Prince Regent Weymouth Dorset 70 

Hotel Smokies Park Oldham Lancashire 73 

Hylands Hotel Coventry West Midlands 61 

Ilsington Country Hotel Newton Abbot Devon 25 

Imperial Hotel Fort William Inverness-shire 35 

Imperial Hotel Llanelli Gwynedd 100 

Innlodge Portsmouth Hampshire 74 

Invercarse Hotel Dundee Angus 35 

Jersey Arms Hotel Oxford Oxfordshire 20 

John Howard Hotel London 52 



Page 12


Keavil House Hotel Dunfermline Fife 47 

Kenmore Hotel Aberfeldy Perthshire 40 

Kilima Hotel York North Yorkshire 15 

Kings Arms Hotel High Wycombe Buckinghamshire 43 

Kings Head Hotel Richmond North Yorkshire 30 

Kings Hotel Grantham Lincolnshire 21 

King's Manor Hotel Edinburgh Midlothian 67 

Kinloch Hotel Isle of Arran 50 

Knights Hill Hotel King’s Lynn Norfolk 54 

Lamphey Court Hotel Pembroke Pembrokeshire 36 

Lancaster House Hotel Lancaster Lancashire 80 

Lansdowne Hotel Eastbourne East Sussex 127 

Lansdowne Strand Hotel Calne Wiltshire 26 

Le Strange Arms Hotel Hunstanton Norfolk 36 

Lea Marston Hotel Sutton Coldfield West Midlands 80 

Lee Wood Hotel Buxton Derbyshire 40 

Leicester Stage Hotel Leicester Leicestershire 75 

Leigh Park Hotel Bradford-on-avon Wiltshire 22 

Lime Trees Northampton Northamptonshire 27 

Limpley Stoke Hotel Bath Avon 66 

Links Hotel Montrose Angus 25 

Linton Lodge Hotel Oxford Oxfordshire 71 

Lion Hotel Worksop Nottinghamshire 33 

Livermead Cliff Hotel Torquay Devon 64 

Lochardil House Hotel Inverness Inverness-shire 12 

Lodge Hotel London 64 

London Beach Golf Hotel Tenterden Kent 24 

Lovat Hotel Perth Perthshire 30 

Low Wood Hotel Windermere Cumbria 110 

MacKay's Hotel Wick Caithness 27 

Malin Court Hotel Girvan Ayrshire 18 

Manor Hotel Gravesend Kent 52 

Manor House Hotel Stoke-on-trent Staffordshire 57 

Mansion House Hotel Poole Dorset 32 

Master Builder's House Hotel Brockenhurst Hampshire 25 

Master Robert Hotel Hounslow Middlesex 96 

Mayfield House Hotel Malmesbury Wiltshire 23 

Mendip House Hotel Frome Somerset 40 

Metropole Hotel Llandrindod Wells Powys 120 

Metropole Hotel Padstow Cornwall 50 

Midland Hotel Derby Derbyshire 100 



Page 13


Milford Hotel Leeds West Yorkshire 44 

Miskin Manor Country House Hotel Miskin Mid Glamorgan 43 

Moffat House Hotel Moffat Dumfriesshire 20 

Mollington Banastre Hotel Chester Cheshire 64 

Monkbar Hotel York North Yorkshire 99 

Montgreenan Mansion House Hotel Kilwinning Ayrshire 21 

Moor Hall Hotel Birmingham West Midlands 82 

Moore Place Hotel Milton Keynes Buckinghamshire 52 

Moores Central Hotel Guernsey Channel Islands 49 

Mornington Hotel London 66 

Mosborough Hall Hotel Sheffield South Yorkshire 23 

Mostyn Hotel London 121 

Mount Pleasant Hotel Doncaster South Yorkshire 40 

Mount Sorrel Hotel Barry South Glamorgan 46 

New County Hotel Gloucester Gloucestershire 39 

New Holmwood Hotel Cowes Isle Of Wight 24 

New House Country Hotel Cardiff South Glamorgan 33 

New Kent Hotel Newcastle Tyne and Wear 32 

Northfield Hotel Minehead Somerset 28 

Northwick Hotel Evesham Worcestershire 30 

Norwood Hall Hotel Aberdeen Aberdeenshire 37 

Old Tollgate Restaurant & Hotel Brighton West Sussex 30 

Orton Hall Hotel Peterborough Cambridgeshire 50 

Paddington Court Hotel & Suites London 192 

Park Hall Hotel Chorley Lancashire 140 

Park Hall Hotel Wolverhampton West Midlands 55 

Park Hotel Falkirk Stirlingshire 55 

Park Hotel Peebles Peeblesshire 24 

Parkmore Hotel Stockton-on-tees Cleveland 55 

Parkway Hotel Newport Gwent 70 

Peacock Hotel Kenilworth Warwickshire 28 

Pengethley Manor Ross on Wye Herefordshire 24 

Penmere Manor Falmouth Cornwall 37 

Pennine Manor Hotel Huddersfield West Yorkshire 31 

Phoenix Hotel London 125 

Portland Hotel Hull North Humberside 125 

Princes Marine Hotel Hove East Sussex 47 

Princess on Portland Manchester Lancashire 85 

Priory Hotel Bury St. Edmunds Suffolk 27 

Queen Hotel Chester Cheshire 128 

Queens Hotel Dundee Angus 52 



Page 14


Queens Hotel Newton Abbot Devon 20 

Queens Hotel Perth Perthshire 51 

Queens Hotel Southsea Hampshire 77 

Raglan Hall London 48 

Red Lion Hotel Salisbury Wiltshire 52 

Regency Hotel Sheffield South Yorkshire 19 

Reigate Manor Hotel Reigate Surrey 50 

Restormel Lodge Hotel Lostwithiel Cornwall 36 

Ripon Spa Hotel Ripon North Yorkshire 40 

Roebuck Inn Stevenage Hertfordshire 54 

Rogerthorpe Manor Hotel Pontefract West Yorkshire 14 

Romans Hotel Basingstoke Hampshire 23 

Rombalds Hotel & Restaurant Ilkley West Yorkshire 15 

Rose and Crown Hotel Colchester Essex 31 

Rose and Crown Hotel Tonbridge Kent 49 

Rossett Hall Hotel Chester Cheshire 30 

Roundabout Hotel Pulborough West Sussex 23 

Royal Chase Hotel Shaftesbury Dorset 34 

Royal Clifton Hotel Southport Merseyside 107 

Royal Derwent Hotel Consett County Durham 55 

Royal George Hotel Chepstow Gwent 16 

Royal Hotel Jersey Channel Islands 91 

Royal Hotel Stirling Stirlingshire 32 

Royal Leamington Hotel Leamington Spa Warwickshire 30 

Royal Oak Hotel Welshpool Powys 25 

Royal Victoria Hotel St. Leonards-on-Sea East Sussex 52 

Rumwell Manor Hotel Taunton Somerset 20 

Russell Hotel Maidstone Kent 42 

Ruthin Castle Ruthin Clwyd 58 

Salford Hall Hotel Evesham Worcestershire 33 

Scores Hotel St. Andrews Fife 30 

Scotland's Hotel Pitlochry Perthshire 57 

Sea Hotel South Shields Tyne and Wear 33 

Selkirk Arms Hotel Kirkcudbright Kirkcudbrightshire 16 

Shaftesbury Hotel Piccadilly London 62 

Shrubbery Hotel Ilminster Somerset 14 

Sketchley Grange Hotel Hinckley Leicestershire 38 

Smoke House Mildenhall Suffolk 104 

Solberge Hall Hotel Northallerton North Yorkshire 24 

Southdowns Country Hotel Petersfield Hampshire 20 

Speech House Hotel Coleford Gloucestershire 15 



Page 15


Springfield Park Hotel Huddersfield West Yorkshire 47 

St Mary's Hotel Pencoed South Glamorgan 24 

St Mellons Hotel Cardiff South Glamorgan 41 

Stade Court Hotel Hythe Kent 42 

Stansted Manor Hotel Nr. Bishop's Stortford Essex 70 

Station Hotel Dumfries Dumfriesshire 32 

Stoke By Nayland Club Hotel Colchester Essex 30 

Stoneleigh Hotel Wakefield West Yorkshire 28 

Strathaven Hotel Strathaven Lanarkshire 22 

Stutelea Hotel & Leisure Club Southport Merseyside 20 

Sudbury House Hotel Faringdon Oxfordshire 49 

Swan Hotel Wells Somerset 50 

Swiss Cottage Hotel London 59 

Talbot Hotel Leominster Herefordshire 20 

Terraces Hotel Stirling Stirlingshire 17 

The Croft Darlington County Durham 20 

Three Swans Hotel Market Harborough Leicestershire 61 

Tillington Hall Hotel Stafford Staffordshire 89 

Tiverton Hotel Tiverton Devon 70 

Ufford Park Hotel Woodbridge Suffolk 50 

Valley Hotel Telford Shropshire 35 

Vencourt Hotel London 120 

Ventnor Towers Hotel Ventnor Isle Of Wight 27 

Victoria Square Hotel Bristol Avon 44 

Vine Hotel Skegness Lincolnshire 25 

Walnut Tree Hotel Bridgwater Somerset 33 

Walton Park Hotel Clevedon Avon 40 

Waterford Lodge Christchurch Dorset 18 

Waterloo Hotel Betws-y-coed Gwynedd 39 

Waterton Park Hotel Wakefield West Yorkshire 61 

Weald Park Hotel Golf & Country Club Brentwood Essex 20 

Webbington Hotel Axbridge Somerset 54 

Westhill Hotel Aberdeen Aberdeenshire 50 

Westley Hotel Birmingham West Midlands 36 

Westminster Hotel Chester Cheshire 75 

Westminster Hotel Nottingham Nottinghamshire 73 

Weston Hall Hotel Bedworth Warwickshire 36 

White Hart Hotel Dorchester-on-Thames Oxfordshire 28 

White Horse Hotel Darlington County Durham 40 

White Horse Hotel Londonderry County Londonderry 57 

White House Hotel Watford Hertfordshire 57 



Page 16


White Lion Hotel Aldeburgh Suffolk 38 

Whitworth Hall Spennymoor County Durham 29 

Wild Pheasant Hotel Llangollen Clwyd 47 

Willerby Manor Hotel Hull North Humberside 51 

Willow Bank Hotel Manchester Lancashire 117 

Windsor Hotel Nairn Morayshire 52 

Winnock Hotel Glasgow Lanarkshire 48 

Woodlands Hotel Dundee Angus 38 

Wrightington Hotel Wigan Lancashire 47 

Wroxton House Hotel Banbury Oxfordshire 32 

Wymondham Consort Hotel Wymondham Norfolk 20 

Wynnstay Hotel Oswestry Shropshire 27 

Yew Lodge Hotel Derby Derbyshire 95 

York House Hotel Eastbourne East Sussex 85 

York Pavilion Hotel York North Yorkshire 57 

Bourne Leisure 

1 Park Lane 

Hemel Hempstead, Hertfordshire 

HP2 4YL 

Tel: 01442230300 

Fax: 01442230368 

www.bourneleisuregroup.co.uk 

Coastal Resorts 


Brand Description: Upscale hotels which also offer leisure activities and entertainment 

Future Plans: 


Corton Lowestoft Suffolk 206 

Gunton Hall Lowestoft Suffolk 232 

Lakeside Hayling Island Hampshire 622 

Norton Grange Yarmouth Isle Of Wight 208 

Warner Character Hotel 


Brand Description: With Warner Character Hotels and Warner Historic Hotels operating under the Warner brand, Warner 

Character Hotels offer listed buildings with classic, luxurious styles offering entertainment activities and 

shows throughout the year. 

Future Plans: 



Page 17



Alvaston Hall Hotel Nantwich Cheshire 166 

Bembridge Coast Hotel Bembridge Isle of Wight 234 

Sinah Warren Hotel Hayling Island Hampshire 258 

Warner Historic Hotel 


Brand Description: With Warner Character Hotels and Warner Historic Hotels operating under the Warner brand, Warner 

Historic Hotels offer coastal resorts with chalet style accomodation centered around entertainment and 

leisure activities in a family based environment. 

Future Plans: 


Bodelwyddan Castle Bodelwyddan Denbighshire 182 

Cricket St Thomas Chard Somerset 213 

Holme Lacy House Hereford Herefordshire 178 

Littlecote House Hotel Hungerford Berkshire 193 

Nidd Hall Hotel Harrogate North Yorkshire 183 

Thoresby Hall Ollerton Nottinghamshire 224 

Brend Hotel Group 

1 Park Villas 

Bishops Tawton 

Barnstaple, Devon 

EX32 0EL 

Tel: 01271344496 

Fax: 01271378558 

www.brend-hotels.co.uk 

Brend Hotels 


Brand Description: Brend Hotels consist of 11 Luxury Hotels, situated in some of Devon and Cornwall's finest locations. 

Future Plans: 


Barnstaple Hotel (The) Barnstaple Devon 62 

Belmont Hotel (The) Sidmouth Devon 50 

Carlyon Bay Hotel St. Austell Cornwall 72 

Devon Hotel (The) Exeter Devon 41 

Imperial Hotel (The) Barnstaple Devon 63 

Park Hotel (The) Barnstaple Devon 43 

Royal and Fortescue Hotel (The) Barnstaple Devon 50 



Page 18


Royal Duchy Hotel (The) Falmouth Cornwall 43 

Royal Hotel (The) Bideford Devon 30 

Saunton Sands Hotel (The) Braunton Devon 92 

Victoria Hotel (The) Sidmouth Devon 62 

Britannia Hotels 

Halecroft 

253 Hale Road 

Hale 

Altrincham, Cheshire 

WA15 8RE 

Tel: 01619048686 

Fax: 01619045331 

www.britannia-hotels.com 

Britannia Hotels 


Brand Description: With 29 privately owned hotels nationwide, Britannia Hotels offer the business or leisure traveller 

modern facilities including health and leisure clubs, restaurants, bars and nightclubs. 



Bosworth Hall Hotel Nuneaton Warwickshire 192 

Britannia Adelphi Hotel Liverpool Merseyside 402 

Britannia Airport Hotel Manchester Manchester Lancashire 212 

Britannia Ashley Hotel Hale Cheshire 50 

Britannia Bolton Bolton 98 

Britannia Bournemouth Hotel Bournemouth 112 

Britannia Country House Hotel (The) Manchester Lancashire 255 

Britannia Hotel Aberdeen Aberdeen Aberdeenshire 144 

Britannia Hotel Birmingham New Street Birmingham West Midlands 195 

Britannia Hotel Coventry Coventry West Midlands 205 

Britannia Hotel Manchester Manchester Lancashire 363 

Britannia Hotel Newcastle Airport Newcastle upon Tyne Tyne and Wear 100 

Britannia Hotel Stockport Stockport Cheshire 187 

Britannia Hotel Wolverhampton Wolverhampton West Midlands 117 

Britannia International London 442 

Britannia Leeds Bradford Hotel Bramhope Leeds 130 

Britannia Nottingham Nottingham 160 

Britannia Wigan Hotel Wigan 124 

Coventry Hill Hotel Coventry West Midlands 192 

Gatwick Hotel Europa Gatwick West Sussex 221 

Hampstead Britannia Hotel London 102 



Page 19


Norbreck Castle Hotel (The) Blackpool Lancashire 480 

North Stafford Hotel Stoke-on-trent Staffordshire 88 

Prince of Wales Hotel Southport Merseyside 143 

Round House Bournemouth Bournemouth Dorset 127 

Royal Albion Hotel Brighton Brighton East Sussex 186 

Royal Court Hotel Coventry Coventry West Midlands 211 

Sachas Hotel Manchester Lancashire 223 

The Savoy Hotel Blackpool Lancashire 131 

Brook Hotels 

The Coach House 

High Street 

Sevenoaks, Kent 

TN13 1HY 

Tel: 01732740774 

Fax: 01732741041 

www.brook-hotels.co.uk 

Brook Hotels 


Brand Description: A group of owned and managed hotels with a distinctive character and historical connections 

Future Plans: Currently investing a lot of money upgrading the hotels to 4 star properties. In addition they are 

currently working towards 2 further acquisitions. 


Bank House Hotel & Country Club Worcester Worcestershire 68 

Beverley Arms Hotel Beverley Yorkshire 56 

Crabwell Manor Hotel Chester Cheshire 54 

George Hotel Huddersfield West Yorkshire 60 

Kingston Lodge Hotel Kingston Upon Thames Surrey 63 

Marston Farm Hotel Sutton Coldfield West Midlands 37 

Merrion (The) Leeds West Yorkshire 109 

Mollington Banastre Hotel & Spa Chester Cheshire 63 

New Bath Hotel Matlock Bath Derbyshire 55 

Red Lion (The) Colchester Essex 24 

Royal Oak Hotel (The) Sevenoaks Kent 41 

Ship Hotel (The) Shepperton Middlesex 31 

Whipper-Inn (The) Oakham Leicestershire 24 

Whitehall Hotel Dunmow Essex 26 




Page 20

Brudolff Hotels 

C/o The Shetland Hotel 

Holmesgarth Road 

Lerwick, Shetland 

ZE1 0PW 

Tel: 01595695515 

Fax: 01595695515 

www.shetlandhotels.com 

Brudolff Hotels 


Brand Description: Small chain of modern hotels in Shetland. Three star rating aimed at both business and leisure breaks, 

each with its own informal bistro style restaurant. 



Craighaar Hotel Aberdeen Aberdeenshire 55 

The Lerwick Hotel Shetland 35 

The Shetland Hotel Shetland 65 

Bury St Edmunds Hotel Co 

C/o Angel Hotel 

3 Angel Hill 

Suffolk 

IP33 1LT 

Tel: 01284753926 

Fax: 01284714001 

www.theangel.co.uk 

Bury St Edmonds Hotels 


Brand Description: 3 star and 4 star hotels offering both leisure and corporate facilities in Suffolk 

Future Plans: 


Angel Hotel Sudbury Suffolk 76 

Salthouse Harbour Hotel Ipswich Suffolk 43 




Page 21

Butterfly Hotels 

Central Office 

Po Box 50 

IP32 7HB 

Tel: 01284705800 

Fax: 01284702545 

www.butterflyhotels.co.uk 

Butterfly Hotels 


Brand Description: A group of hotels aimed at the middle market, most are purpose built. 

Butterfly Hotels Ltd owns and operates four hotels in East Anglia in Bury St. Edmunds (Suffolk), 

Colchester (Essex), King's Lynn (Norfolk) and Peterborough (Cambridgeshire). 

All four hotels are branded with Ramada International Hotels and Resorts. 

Future Plans: Butterfly Hotels is seeking expansion through acquiring existing hotels in key locations and new builds. 


Express by Holiday Inn - Castle Bromwich Castle Bromwich 110 

Ramada Hotel, Bury St Edmonds Bury St. Edmunds Suffolk 67 

Ramada Hotel, Colchester Colchester Essex 50 

Ramada Hotel, King’s Lynn King’s Lynn Norfolk 50 

Ramada Hotel, Peterborough Peterborough Cambridgeshire 70 

The Cromwell Hotel Stevenage 76 

Cairn Hotel Group 

Kenton Hall 

Kenton Lane 

Newcastle Upon Tyne, Tyne And Wear 

NE3 3EE 

Tel: 01912428600 

Fax: 01912428602 

www.cairnhotelgroup.com 

Cairn Hotels 


Brand Description: The Cairn Hotel Group offers tailor made solutions to the requirements of both leisure and business 

travellers. Whilst not a hard brand, they are a small collection of individually styled hotels operating 

under the same banner. 

Cairn Hotel Group diverse portfolio ranges from 2 to 4 star hotels, welcoming both business and leisure 

guests. In addition to the hotel facilities, the group provides conference and banqueting venues in the 

larger hotels with restaurants and patrons bars in all hotels. 

Future Plans: 


Barkston Gardens Hotel London 80 

Cairn Hotel, Edinburgh Edinburgh Midlothian 51 

Cairn Hotel, Newcastle Newcastle upon Tyne Tyne and Wear 50 

Chasley Hotel Wakefield West Yorkshire 64 

County Hotel Carlisle Cumbria 86 


Page 22

Cala Hotels 


Danum Hotel Doncaster 66 

Elmbank Hotel York North Yorkshire 77 

Gardens Hotel Manchester Lancashire 99 

Kings Head Hotel Darlington County Durham 86 

Royal British Hotel Edinburgh Midlothian 72 

Royal Station Hotel Newcastle upon Tyne Tyne and Wear 140 

Saint Georges Hotel London 80 

Station Hotel Aberdeen Aberdeenshire 120 

Summerhill Hotel & Suites Aberdeen 45 

The Bellhouse Beaconsfield Buckinghamshire 136 

The Carlton Hotel Newcastle Tyne and Wear 35 

C/o Caladh Inn 

11 James Street 

Isle Of Lewis 

HS1 2QN 

Tel: 01851702740 

Fax: 01851703900 

www.calahotels.com 

Cala Hotels 


Brand Description: Group of hotels on the Isle of Lewis, Outer Hebrides, each with its own distinctive character. 

Future Plans: No future plans 


Caldh Inn Stornoway Isle Of Lewis 68 

Carbarfeidh Hotel Stornaway Isle Of Lewis 46 

Royal Hotel Stornoway Isle Of Lewis 26 

Calotels Hotel 

Belle Reve 

Studland Road 

Bournemouth 

ZE1 0AQ 

Tel: 01202545620 

www.calotels.co.uk 

Calotels 


Brand Description: Collection of hotels run by a private company. Most offer conference and functio rooms, with leisure 

activities and live entertainment. 



Page 23




Riviera Hotel Bournemouth Dorset 73 

Capital Group 

3 Hans Crescent 

London 

SW1X 0LN 

Tel: 02075895171 

Fax: 02075895025 

www.capital-london.net 

Capital Hotels 


Brand Description: Upscale hotels by the restaurant and hotel operator Capital Group. 

Future Plans: New hotel, The Levin, will open next to Harrods, London in July 07 


Capital Hotel London 49 

L’Hotel Le Metro London 12 

Capricorn Hotels 

C/o Byron Hotel 

36-38 Queensborough Terrace 

London 

W2 3SH 

Tel: 02072430987 

Fax: 02077921957 

www.capricornhotels.co.uk 

Capricorn Hotels 


Brand Description: A group of two to three star hotels run by a privately owned company. 

Future Plans: No Future plans 


Blandford Hotel London 34 

Byron Hotel London 45 

Oliver Plaza Hotel London 38 




Page 24

Carlson Companies 

Carlson Parkway 

Po Box 59159 

Minneapolis, Minnesota 

Tel: 001554598204 

Fax: 0017632125335 

Radisson Edwardian 


Brand Description: Global partner of Radisson Hotels and Resorts. Formed as a result of a joint marketing initiative of with 

Edwardian Hotels and Radisson Hotels Worldwide. 

Radisson Edwardian is one of the UK's largest privately owned hotel groups. It is a collection of 12 

deluxe hotels located in central London, Heathrow and Manchester. 

Future Plans: Ballymore has appointed Radisson Edwardian Hotels to operate a 4 star, 169 bedroom hotel at its award 

winning "New Providence Wharf" development in London's Docklands. The riverside hotel, which will be 

operated by Radisson Edwardian Hotels under a long term management contract, is due to open in 2007 

and will fulfill the increasing demand for luxury accommodation and facilities in the Canary Wharf area. 


Mayfair Hotel London 406 

Radisson Edwardian Berkshire Hotel London 148 

Radisson Edwardian Canary Wharf London London 169 

Radisson Edwardian Grafton Hotel London 330 

Radisson Edwardian Hampshire Hotel London 124 

Radisson Edwardian Heathrow Hotel Hayes Middlesex 459 

Radisson Edwardian Kenilworth Hotel London 186 

Radisson Edwardian Marlborough Hotel London 166 

Radisson Edwardian Mountbatten Hotel London 151 

Radisson Edwardian Pastoria Hotel London 58 

Radisson Edwardian Sussex Hotel London 101 

Radisson Edwardian Vanderbilt Hotel London 215 

Cedar Court Hotel 

Denby Dale Road 

Calder Grove 

Wakefield, West Yorkshire 

WF4 3QZ 

Tel: 01924276310 

Fax: 01924280221 

Cedar Court Hotel 


Brand Description: Cedar Court Hotels Ltd aim to serve the corporate conference and banqueting market. 




Page 25



Cedar Court Hotel - Bradford Bradford 131 

Cedar Court Hotel - Harrogate Harrogate North Yorkshire 100 

Cedar Court Hotel - Huddersfield & Halifax Huddersfield West Yorkshire 114 

Cedar Court Hotel - Wakefield Wakefield 150 

Channel Hotels 

P O Box 306 

Jersey, Channel Islands 

JE4 8WZ 

Tel: 01534619600 

Fax: 01534619601 

www.channelhotels.com 

Channel Hotels 


Brand Description: Channel Hotels are holiday hotels catering for families in Guernsey, Jersey and Ross-on-Wye. 



Hotel de Beauvoir Guernsey Channel Islands 52 

Hotel de Normandie Jersey Channel Islands 110 

Mountview Hotel Jersey Channel Islands 31 

St Martin’s Country Hotel Guernsey Channel Islands 59 

Choice Hotel Group PLC 

4225 E Windrose Drive 

Phoenix, Az 85032 

Tel: 16029534427 

Fax: 0016029534456 

Comfort Inn 


Brand Description: Full-service hotels targeting the same market as Holiday Inn and Novotel. 

The Comfort Inn® brand includes Comfort Inn®, Comfort Hotel®, Comfort Inn & Suites®, and Comfort 

Hotel & Suites®. 

Future Plans: Comfort Inn currently has 128 hotels under development Internationally. 


Comfort Hotel Enfield Enfield 34 

Comfort Hotel Finchley London 88 

Comfort Hotel Great Yarmouth Great Yarmouth 49 

Comfort Hotel Harrow Harrow 73 



Page 26


Comfort Hotel Heathrow Hounslow Middlesex 184 

Comfort Hotel Leicester Leicester Leicestershire 22 

Comfort Hotel Notting Hill London 70 

Comfort Hotel Nottingham Nottingham Nottinghamshire 68 

Comfort Hotel St Albans St. Albans Hertfordshire 60 

Comfort Hotel Tower of London London 69 

Comfort Inn Arundel Arundel West Sussex 53 

Comfort Inn Bayswater London 65 

Comfort Inn Birmingham Birmingham West Midlands 40 

Comfort Inn Boston Boston Lincolnshire 55 

Comfort Inn Buckingham Palace Road London 51 

Comfort Inn Chester Chester Cheshire 31 

Comfort Inn Earls Court London 60 

Comfort Inn Edgbaston, Birmingham Birmingham West Midlands 165 

Comfort Inn Edgeware Road London 38 

Comfort Inn Hinckely North Leicester Leicestershire 38 

Comfort Inn Hyde Park London 60 

Comfort Inn Kensington London 125 

Comfort Inn Kettering Kettering 41 

Comfort Inn Kings Cross London 53 

Comfort Inn Leeds Leeds Yorkshire 80 

Comfort Inn Leicester North Leicester 75 

Comfort Inn Milton Keynes North Milton Keynes 46 

Comfort Inn Padworth/ Reading South Reading Berkshire 34 

Comfort Inn Portbrush Portrush XB 50 

Comfort Inn Ramsgate Ramsgate Kent 44 

Comfort Inn Reading Reading Berkshire 35 

Comfort Inn Thetford Thetford Norfolk 34 

Comfort Inn Vauxhall London 94 

Comfort Inn Victoria London 45 

Quality Hotel 


Brand Description: Described as offering luxury on budget, with UK units featuring restaurants. 

Future Plans: Quality Hotel have a new site soon opening in Dublin. 


Quality Crown Hotel Hyde Park London 74 

Quality Crown Hotel Kensington London 82 

Quality Crown Hotel Paddington London 75 


Page 27


Quality Hotel & Leisure Centre Ashbourne Derby 50 

Quality Hotel Andover Andover Hampshire 35 

Quality Hotel Birmingham Birmingham West Midlands 215 

Quality Hotel Bournemouth Bournemouth Dorset 56 

Quality Hotel Brighton Brighton East Sussex 138 

Quality Hotel Burlington Folkstone Kent 60 

Quality Hotel Cardiff Cardiff Glamorgan 95 

Quality Hotel Chester Chester Cheshire 53 

Quality Hotel Chorley Croston Lancashire 46 

Quality Hotel Coventry Coventry West Midlands 80 

Quality Hotel Dudley Dudley 72 

Quality Hotel Eastbourne Eastbourne East Sussex 87 

Quality Hotel Edinburgh Airport Edinburgh Midlothian 95 

Quality Hotel Epping Epping Essex 79 

Quality Hotel Glasgow Glasgow Strathclyde 222 

Quality Hotel Hampstead London 57 

Quality Hotel Harrow Harrow Middlesex 102 

Quality Hotel Hatfield Hatfield Hertfordshire 76 

Quality Hotel Heathrow Hounslow Middlesex 123 

Quality Hotel Leeds/Selby Fork Leeds Yorkshire 97 

Quality Hotel Manchester Airport Altrincham 91 

Quality Hotel Milton Keynes Milton Keynes Buckinghamshire 88 

Quality Hotel Newcastle Upon Tyne Newcastle upon Tyne Tyne and Wear 93 

Quality Hotel Northampton Northampton Northamptonshire 66 

Quality Hotel Norwich Norwich Norfolk 80 

Quality Hotel Perth Perth Perthshire 70 

Quality Hotel Plymouth Plymouth 112 

Quality Hotel Reading Reading Berkshire 95 

Quality Hotel Redditch Redditch Worcestershire 73 

Quality Hotel Royal - Kingston upon Hull Hull East Riding of Yorkshire 155 

Quality Hotel Snowdonia Caernarfon Gwynedd 106 

Quality Hotel St Albans St. Albans Hertfordshire 43 

Quality Hotel Stafford Stafford Staffordshire 47 

Quality Hotel Stoke on Trent Stoke-on-trent Staffordshire 136 

Quality Hotel Sunderland Sunderland Tyne and Wear 82 

Quality Hotel Walsall Walsall West Midlands 154 

Quality Hotel Warwick Warwick Warwickshire 48 

Quality Hotel Welwyn Welwyn Garden City Hertfordshire 96 

Quality Hotel Wembley London 168 

Quality Hotel West Ham London 72 

Quality Hotel Westminster London 107 



Page 28

City Inn 


Quality Hotel Wigan Wigan Lancashire 88 

Quality Hotel Wolverhampton Wolverhampton West Midlands 92 

Quality Hotel York York North Yorkshire 100 

Sleep Inn 


Brand Description: Positioned as a competitor to Sheraton and Crowne Plaza but less well known outside of US. 

Future Plans: Choice Hotel Europe has acquired the leasehold interest to build six new Sleep Inn Hotels around the UK. 

The company has plans to open 35 Sleep Inn Hotels by 2007 and is currently in talks to acquire sites in 

Braintree in Essex, Shrewsbury, Edinburgh, Bradford, Wakefield, Doncaster, Manchester, Sunderland, 

Penzance and Birmingham Star City. Currently the company has seven Sleep Inn Hotels in the UK. 

Peter Catesby, the company’s chairman, said: “We have made great strides in rejuvenating the business 

during the previous 12 months. 

“The recent opening of the Sleep Inn hotel in Tewkesbury has shown us there is demand for this 

approach to hotel accommodation and today's equity raising will enable the group to exploit that 

opportunity over the coming years, whilst allowing for standards to be raised in the remainder of the 

group's existing hotels where required.” 


Sleep Inn Baldock Baldock Hertfordshire 62 

Sleep Inn Cambridge Cambridge Cambridgeshire 82 

Sleep Inn Derby Derby 84 

Sleep Inn Peterborough Peterborough Cambridgeshire 82 

Sleep Inn Shrewsbury Shrewsbury 75 

Sleep Inn Tewksbury Tewksbury Gloucestershire 71 

3rd Floor 

Millbank Tower 

21-24 Millbank 

London 

SW1P 4QP 

Tel: 02079011606 

Fax: 02072236767 

City Inn 


Brand Description: Budget hotel chain. The brand is described as “good value with high quality” 

Future Plans: The company is continuing to pursue a strategy of developing City Inn in prime city centres and in line 

with their expansion plans City Inn Manchester is due to open in Spring 2007. The future growth of the 

Company will be in the UK with further hotels planned in Leeds, Edinburgh and London; however 

aspirations include Europe and the USA. 


City Inn Birmingham Birmingham West Midlands 238 

City Inn Bristol Bristol Avon 167 



Page 29


City Inn Glasgow Glasgow Lanarkshire 164 

City Inn Manchester Manchester 284 

City Inn Westminster London 460 

Classic Hotels 

Pofr Ltd 

Craven House 

Station Rd 

Godalming, Surrey 

GU7 1XF 

Tel: 01483424929 

Fax: 01483426130 

www.classic-hotels.net 

Classic Hotels 


Brand Description: Countryside hotels founded in 1950 by the Post Office Fellowship as a memorial to GPO employees who 

lost their lives in the two World Wars. Now independent of the Post Office, Classic Hotels has evolved 

into a hotel chain open to the general public but with benefits and discounts for its 20,000 members. 



Dumbleton Hall Evesham Worcestershire 34 

Friars Carse Country House Hotel Auldgirth Dumfries 21 

Waterhead Hotel Coniston Cumbria 21 

Clifton Hotels 

St Pauls Road 

Clifton 

Bristol 

BS8 ILX 

Tel: 01179467469 

Fax: 01179741082 

www.cliftonhotels.com 

Clifton Hotels 


Brand Description: A group of independently run two and three-star hotels in converted period buildings, all offering 

conference facilities. 

Future Plans: The Rodney Hotel is due to be completely refurbished in 2007. 


Berkeley Square Hotel Bristol Avon 43 

Clifton Hotel Bristol Avon 59 

Rodney Hotel Bristol Avon 31 

Washington Hotel Bristol Avon 46 



Page 30

Constellation 

48 50 Grange Road 

London 

W5 5BX 

Tel: 02085671049 

Fax: 02085795350 

London Lodge Hotels 



Brand Description: A hospitality group based in Dubai, London Lodge Hotels was founded in 1997 with three UK hotels. 



Abbey Lodge Hotel London 17 

Chelsea Lodge Hotel London 14 

Grange Lodge Hotel London 14 

Corus & Regal Hotels 

Corus 


Brand Description: Corus hotels (which is the trading name of Corus Hotels PLC) are owned by London Vista Hotel Limited, 

which is part of Malayan United Industries (MUI). 

Corus hotels is a mid-market hotel group, with over 40 properties in the UK and 2 in Malaysia. The 

brand aims to be bright and stylish with an enthusiastic approach to service and a commitment. 

Future Plans: 


Barns Hotel (The) Bedford Bedfordshire 48 

Beauchief Hotel (The) Sheffield South Yorkshire 50 

Belsfield Hotel (The) Windermere 64 

Blackwell Grange Hotel Darlington 110 

Brownsover Hall Hotel Old Brownsover 47 

Buckerell lodge Hotel Exeter 53 

Burnham Beaches Hotel Burnham Windsor 82 

Castle Inn Hotel (The) Nr Keswick 48 

Chace Hotel (The) Coventry West Midlands 66 

Charlecote Pheasant Hotel (The) Stratford-upon-Avon 70 

Chimney House Hotel (The) Sandbach/Crewe 48 

Corus Hotel Birmingham South Birmingham West Midlands 58 



Page 31


Corus Hotel Elstree Borhamwood Hertfordshire 47 

Corus Hotel Glasgow Glasgow Strathclyde 121 

Corus Hotel Harlow Old Harlow Essex 55 

Corus Hotel Hyde Park London 390 

Corus Hotel Romsey Romsey Hampshire 54 

Corus Hotel Solihull Birmingham 111 

Country Hotel (The) Woodford 99 

Craiglands Hotel (The) Ilkley 60 

Cromwell Hotel (The) Stevenage 76 

Etrop Grange Manchester Lancashire 64 

George Hotel (The) Huddersfield 60 

George Washington Golf Hotel Washington 103 

Grosvenor House Hotel Sheffield 85 

Hall Garth Golf & Country Club Hotel Darlington County Durham 51 

Harpeden House Hotel Harpenden 76 

Hillcrest Hotel Widnes 50 

Himley Country Hotel (The) Dudley West Midlands 72 

Honiley Court Hotel & Conference Centre Warwick Warwickshire 62 

Hoole Hall Hotel Chester 97 

Hotel de la Bere Cheltenham 57 

Imperial Crown Hotel Halifax West Yorkshire 56 

Lion Hotel (The) Shrewsbury 59 

Madison Hotel & Conference Centre (The) Swindon Wiltshire 94 

Maids Head (The) Norwich 84 

Makeney Hall Hotel Derby Derbyshire 45 

Marrion Hotel Leeds 109 

Marston Farm Hotel Sutton Coldfield 37 

Mollington Banastre Hotel & Spa Chester 63 

Old Golf Hotel House (The) Huddersfield West Yorkshire 52 

Old Rectory Hotel (The) Denton 36 

Oxfordshire Inn Hotel (The) Bletchingdon 30 

Queensferry Hotel (The) Inverkeithing Fife 77 

Ramada Bury St. Edmunds St Edmunds 67 

Ramada Colchester Colchester 50 

Ramada Kings Lynn Harwick 50 

Ramada Peterborough Longthorpe Parkway Cambridgeshire 70 

Red Lion Hotel (The) Colchester 24 

Redwood Hotel & Country Club Bristol 112 

Richmond Gate Hotel (The) Richmond Surrey 68 

Richmond Hill Hotel (The) London 138 

Royal Oak Hotel (The) Sevenoaks 37 



Page 32


Ship Hotel (The) Sheppton 31 

St James Club & Hotel London 56 

St. James' Hotel (The) Grimsby 124 

St. Michael's Hotel Falmouth 65 

Tewkesbury Park Hotel Tewkesbury 80 

The West Retford Hotel East Retford 62 

Waterloo Hotel (The) Crowthorne Berkshire 79 

Westfield House Hotel Leicester Leicestershire 48 

Whipper-Inn Hotel (The) Rutland 24 

Windlestrae Hotel Kinross 45 

Ye Harte & Garter Hotel Windsor 58 

Dawnay Shore Hotels Plc 

9-11 Grosvenor Gardens 

London 

SW1W 0BD 

Tel: 02078610900 

Fax: 02078610905 

Paramount Hotels 


Brand Description: Paramount Group of Hotels was established in 1994 and is now owned by Dawnay Shore Hotels plc. The 

Paramount brand operates 20, 4-star quality hotels across Scotland, Northern England, Central England, 

Southern England and Wales. 

Paramount have also announced the aquisition of three hotels from the Furlong Hotel Group in 

December 2005, and have implemented an immediate £1.5m refurbishment plan accross the three hotels. 

Future Plans: We are starting building works on over 200 new rooms this year across the group as we continue to 

exploit the development potential of the property portfolio. 

In addition, planning permission has been secured and construction has started on a 1300 square metre 

conference facility at Paramount Walton Hall Hotel & Spa. Also a major renovation of the Lygon Arms 

(A Small Leading Hotel of the World) is currently being planned and will be started by the beginning of 

2007. 


Angel Hotel (The) Cardiff South Glamorgan 102 

Billesley Manor Nr Stratfor Upon Avon 72 

Cheltenham Park Hotel (The) Cheltenham Gloucestershire 152 

Combe Grove Manor Nr Bath 42 

Hinkley Island Hotel, Hinkley Hinckley Leicestershire 349 

Imperial Hotel Torquay Devon 151 

Old Ship Hotel (The) Brighton East Sussex 152 

Oxford Hotel (The) Oxford Oxfordshire 168 

Palace Hotel (The) Buxton Derbyshire 122 

Redworth Hall Hotel, Country Durham Newton Aycliffe County Durham 100 

Shrigley Hall Hotel, Golf & Country Club Macclesfield Cheshire 150 



Page 33


Stirling Highland Hotel Stirling Stirlingshire 96 

The Basingstoke Country Hotel Hook Hampshire 100 

The Carlton Hotel Edinburgh Midlothian 189 

The Daventry Hotel, Northamptonshire Daventry Northamptonshire 138 

The Imperial Hotel, Blackpool Blackpool Lancashire 186 

The Lygon Arms Broadfield 69 

The Majestic Hotel, Harrogate Harrogate North Yorkshire 156 

The Marine Hotel, Troon Troon Strathclyde 89 

Walton Hall Hotel & Spa Wellesbourne Warwickshire 195 

Dhillon Hotels 

Priory Gate House 

7 Priory Road 

Buckinghamshire 

HP13 6SE 

Tel: 01494447557 

Fax: 01494474708 

www.dhillonhotels.co.uk 

Dhillon Hotels 


Brand Description: A group of hotels based in the Buckinghamshire area 

Future Plans: 


Liongate Hampton Court Surrey 32 

Paragon Hotel Birmingham 250 

Stoke Place Stoke Poges Bucks 29 

The Crown Amersham Bucks 37 

Ye Olde Bell Nr Maidenhead Berkshire 47 

Dolby Hotels 

C/o Dolby Hotel Liverpool 

36 - 42 Chaloner Street 

Liverpool, Merseyside 

L3 4DE 

Tel: 01517087272 

Fax: 01517087266 

www.dolbyhotels.com 

Dolby Hotels 


Brand Description: Dolby Hotels are purpose-built modern hotels located in the north west of England. 



Page 34



Dolby Hotel Liverpool Liverpool Merseyside 64 

Dukes Hotels 

Hotel Burlington 

Babbacome Road 

Torquay 

TQ1 1HN 

Tel: 01803217947 

Fax: 01803200189 

Dukes Hotels 

Brand Description: Family based affordable hotels 


Future Plans: Dukes Hotels are planning to sell off the remaining 3 hotels by April 2007. 


Richmond Hotel Torquay Devon 48 

The Beechfield Hotel Blackpool 59 

The Risboro Hotel Lladudno 63 

easyGroup (UK) Ltd 

The Rotunda 

42/43 Gloucester Crescent 

London 

NW1 7DL 

Tel: 020 7241 9000 

Easy Hotel 


Brand Description: EasyHotel is the EasyGroup entry into the budget hotel sector and will be found in the centre of 

international cities. Customers book their rooms at www.easyHotel.com with a credit card on the basis of 

the earlier you book, the less you pay and periods of high demand will cost more than less popular 

periods. 

The first easyHotel is located in Lexham Gardens, London W8, just off the Cromwell Road. 

EasyHotel concentrates on providing accommodation and does not provide restaurant and other 

services. Its customers are given fully made up rooms, but housekeeping during their stay is an optional 

extra. 

Each room has a shower unit, a lavatory and a wash basin. Each room will contain at least one double 

bed at will measure at least 90 square feet. 

Future Plans: easyHotel.com has now embarked on an aggressive growth plan for the brand through franchising - 2007 

also sees the opening of the first 7 of 28 hotels planned for the Middle East, with others in Europe 



Page 35

following shortly thereafter. easyHotel Budapest is expected to be open by July 2007. 



easyHotel Earls Court London 78 

easyHotel South Kensington London 34 

easyHotel Victoria London 77 

Elegant English Hotels 

10 Queensberry Place 

London 

SW7 2EA 

Tel: 02079150000 

Fax: 02079154400 

Elite Hotels 

Elegant English Hotels 

Brand Description: Townhouse style hotels in London 

Future Plans: Possibility of adding hotels in the future 



Gainsborough Hotel London 48 

Gallery Hotel London 36 

Willett Hotel London 19 

Ashdown Park 

Wych Cross 

Forest Row, East Sussex 

RH18 5JR 

Tel: 01342824988 

Fax: 01324820222 

Elite Hotels 


Brand Description: 4 and 5-star luxury country house hotels in the south east of England 

Future Plans: Work is ongoing at our 4th property, Luton Hoo. Situated on the Hertfordshire/Bedfordshire border, this 

impressive 18th Century building will be transformed into a luxery five-star hotel with over 1000 acres of 

parkland and an 18-hole golf course. 

Tenatively, an autumn 2007 opening is planned. 


Ashdown Park Hotel Forest Row East Sussex 106 

Grand Hotel (The) Eastbourne East Sussex 152 

Tylney Hall Hook East Sussex 113 



Page 36

Elizabeth Hotels 

Merchant House 

33 Fore Street 

Ipswich, Suffolk 

IP4 1JL 

Tel: 01473217458 

Fax: 01473258237 

www.humbercrown.co.uk 

Elizabeth Hotels 



Brand Description: Comfortable luxury hotels all run individually with a family atmosphere. 

Future Plans: Elizabeth Hotels hopes to continue expansion nationally, aiming to own approximately 26 hotels within 

the next few years. 


Arties Mill & Lodge Brigg North Lincolnshire 24 

Cliff Hotel Great Yarmouth Norfolk 39 

Elizabeth Copdock Copdock Ipswich 76 

Hotel Elizabeth Dukes Head King's Lynn Norfolk 71 

Hotel Elizabeth Fleetwood- North Eusten Fleetwood Lancashire 53 

Hotel Elizabeth Great Yarmouth Great Yarmouth Norfolk 50 

Hotel Elizabeth Grimsby Grimsby South Humberside 52 

Hotel Elizabeth Hull Hull East Riding of Yorkshire 95 

Hotel Elizabeth Orwell Felixstowe Suffolk 60 

Hotel Elizabeth Rockingham Corby Northamptonshire 71 

Hotel Elizabeth The Mill Sudbury Suffolk 56 

Hotel Hatfield Hatfield Norfolk 33 

Kings Head Hotel Newmarket Suffolk 12 

Limes Hotel Ipswich Suffolk 11 

Phoenix Hotel Dereham Norfolk 22 

Star Hotel Great Yarmouth Norfolk 40 

Wherry Hotel Lowestoft Suffolk 31 

English Lakes Hotels 

Low Wood 

Windermere, Cumbria 

LA23 1LP 

Tel: 01539433773 

Fax: 01539434275 

www.elh.co.uk 




Page 37

English Lakes Hotels 

Brand Description: A group of privately owned hotels based in and around the Lake District. 

Future Plans: 



Famous Wild Boar Hotel Windermere Cumbria 36 

Lancaster House Hotel Lancaster Lancashire 99 

Low Wood Hotel Windermere Cumbria 110 

Storrs Hall Hotel Windermere 30 

Waterhead Hotel Ambleside Cumbria 41 

English Rose Hotels 

London Inn Yard 

Newborough 

Scarborough, Yorkshire 

YO11 1PU 

Tel: 01723501931 

Fax: 01723375053 

www.englishrosehotels.co.uk 

English Rose Hotels 


Brand Description: English Rose Hotels is a privately owned family business. From Bournemouth to the North Yorkshire 

Moors a range of country house hotels,coaching inns and town centre properties provide welcoming 

destinations for the business, conference & leisure traveller. 



Clifton Hotel Scarborough North Yorkshire 70 

Green Man Hotel Malton North Yorkshire 23 

Hackness Grange Country House Hotel Scarborough North Yorkshire 33 

Norfolk Royale Hotel Bournemouth Dorset 95 

Royal Hotel Scarborough North Yorkshire 118 

Talbot Hotel Malton North Yorkshire 32 

Wrea Head Country House Hotel Scarborough North Yorkshire 20 




Page 38

Exclusive Hotels UK 

Pennington House 

Ridgeway Lane 

Lymington, Hampshire 

SO41 8AA 

Tel: 01276478428 

Fax: 01276452182 

www.exclusivehotels.co.uk 

Exclusive Hotels 


Brand Description: Perfectly situated properties offering levels of service, accommodation, comfort and cuisine that stretch 

expectation, all with more than a hint of individuality. Exclusive Hotels' country house hotels all offer five 

star luxury and service, award winning restaurants and provide ideal venues for weddings, ceremonies, 

conferences and meetings. Perfect for leisure with facilities which include The Spa, golf courses, rugby, 

fishing and other outdoor activities. 



Lainston House Hotel Winchester Hampshire 50 

Manor House Hotel & Golf Club Chippenham Wiltshire 48 

Pennyhill Park Hotel & The Spa Bagshot Surrey 123 

South Lodge Hotel Horsham West Sussex 45 

Feathers Hotel Group 

Cater House 

113 Mount Pleasant 

Merseyside 

L3 5TF 

Tel: 01517099655 

Fax: 01517093838 

Feathers Hotel Group 


Brand Description: The Feathers Hotel Group firmly believes that it is the managers, chefs and staff that really do make the 

difference between a good stay and a great stay. The Group spends a tremendous amount of time 

selecting staff to ensure that their personalities, skills and aspirations will work as part of a total team 

effort to create the right atmosphere, the right service and the right standards for our customers. 



Alica Hotel (The) Liverpool Merseyside 41 

Feathers Hotel (The) Liverpool Merseyside 81 

Fir Grove Hotel (The) Warrington Cheshire 52 

Leyland Hotel Preston 93 

Llyndir Hall Hotel Chester 49 

Queen Hotel (The) Chester 128 

Westminster Hotel (The) Chester Cheshire 75 

Willow Bank Hotel (The) Manchester Lancashire 117 



Page 39

Firmdale Hotels 

18 Thurloe Place 

London 

SW7 2SP 

Tel: 02075814045 

Fax: 02075811867 

www.firmdale.com 

Fjb Hotels 

Firmdale 



Brand Description: Firmdale Hotels is one of the poineers of the Boutique and Town House concept in London. 

Future Plans: Hot on the heels of the huge success of The Soho Hotel, London hoteliers Tim and Kit Kemp are now 

planning the opening of the Haymarket Hotel, their seventh London property. A bold step away from 

cookie-cutter minimalism, Haymarket Hotel fuses contemporary and classical references in an ultracentral 

London location. It’s a landmark building designed by the legendary John Nash, the master 

architect who developed most of Regency London, including Buckingham Palace, Trafalgar Square, and 

the adjoining Haymarket Theatre. 

The hotel comprises 55 individually designed bedrooms and suites, an exclusive four level townhouse, a 

bar and restaurant (serving northern Italian cuisine), a conservatory and library. There will also be 

several private event spaces as well as a gym, treatment room, and a spectacular 18 metre pool with a 

bar, lounge and nightclub sound and lighting system. The Shooting Gallery on the ground floor will be a 

spectacular private dining room seating 40. 


Charlotte Street Hotel London 52 

Covent Garden Hotel London 58 

Haymarket Hotel London 55 

Knightsbridge Hotel London 44 

Number Sixteen London 42 

Pelham Hotel London 50 

Soho Hotel (The) London England 91 

14 Wharncliffe Road 

Dorset 

BH5 1AH 

Tel: 01202396910 

Fax: 01202393777 

www.fjbhotels.co.uk 

Fjb Hotels 


Brand Description: Hotels run by a privately-owned company. All hotels offer extensive family leisure and conference 

facilities around Poole Harbour. 

Future Plans: To maintain the overall quality of the current hotels. 



Page 40



Chine Hotel Bournemouth Dorset 87 

Harbour Heights Poole Dorset 38 

Haven Hotel Poole Dorset 77 

Sandbanks Hotel Poole Dorset 110 

Forestdale Hotels 

Wessex Hotel 

West Cliff Road 

Bournemouth, Dorset 

BH2 5EU 

Tel: 01202551911 

Fax: 01202297354 

Forestdale 


Brand Description: A collection of privately owned 3 star hotels in the UK. 

Future Plans: They have no plans to acquire in the next few months, however, if the right hotel were to become 

available, they would certainly look to acquire. 


Ardsley House Hotel Barnsley South Yorkshire 75 

Arno’s Manor Hotel Bristol Avon 73 

Blackwell Grange Hotel (The) County Durham 110 

Burley Manor Hotel Ringwood Hampshire 38 

Carrington House Hotel Bournemouth Dorset 145 

Forest Park Hotels Brockenhurst Hampshire 38 

Goddard Arms Hotel Swindon Wiltshire 65 

Lyndhurst Park Hotel Lyndhurst Hampshire 59 

Moorland Links Yelverton Devon 43 

Norfolk Arms Hotel Arundel West Sussex 34 

Pratt’s Hotel Bath Avon 46 

Roebuck Hotel (The) Ware Hertfordshire 49 

Royal Cambridge Hotel Cambridge Cambridgeshire 57 

Rutland Square Hotel (The) Nottingham Nottinghamshire 87 

Shillingford Bridge Wallingford Oxfordshire 42 

Southampton Park Hotel Southampton Hampshire 75 

Stratton House Hotel Cirencester Gloucestershire 40 

The Wichester Royal Hotel Winchester Hampshire 75 

Wessex Hotels Bournemouth Dorset 109 




Page 41

Four Pillars Hotels 

Olney House 

Ducklington Lane 

Witney, Oxfordshire 

OX28 4EX 

Tel: 01993700100 

Fax: 01993700101 

www.four-pillars.co.uk 

Four Pillars 


Brand Description: Four Pillars currently has five three and four star hotels located in and around Oxford, Witney, Abingdon 

and Bristol. 

Future Plans: Work is currently underway on its sixth and largest property - the Cotswold Water Park Four Pillars 

Hotel and Resort. A four star property located on the Cotswold Water Park, near Cirencester, it will offer 

220 bedrooms along with a spa, restaurant, pub and extensive conference facilitates. 

This hotel will open in August and the company has already bought a site in Harwell, between Newbury 

and Oxford, where a 142 bedroom hotel and spa will open in late 2008. 


Abingdon Four Pillars Hotel Abingdon Oxfordshire 62 

Oxford Spires Oxford Oxfordshire 115 

Oxford Thames Four Pillars Hotel Oxford Oxfordshire 60 

Tortworth Hotel Wotton Under Edge South Gloucester 189 

Witney Four Pillars Hotel Witney Oxfordshire 83 

Four Seasons Hotels & Resorts 

1165 Leslie Street 

Toronto 

ON M3C 2K8 

Tel: 004164491750 

Fax: 004164414374 

Four Seasons 


Brand Description: Positioned at the top-end of the luxury market with over 73 hotels in 31 countries, three of Four Seasons' 

hotels are in the UK. Hotels are medium sized with extensive services. 

Future Plans: The Four Seasons network is ever expanding to offer you a wider range of exceptional destinations. 


Four Seasons Hotel London 219 

Four Seasons Hotel Canary Wharf London 142 

Four Seasons Hotel, Hampshire Hook Hampshire 133 




Page 42

Freedom Of The Glen Hotels 

Onich 

Nr Fort William 

PH33 6RY 

Tel: 01855821582 

Fax: 01855821463 

Freedom Of The Glen 


Brand Description: The Freedom of the Glen Family of Hotels was established in 1979. The company owns and operates 

three hotels to a four star standard in the west highlands of Scotland. The group is family owned and run. 

Future Plans: 


Ballachulish Hotel Ballachulish Argyll 54 

Isles of Glencoe Hotel & Leisure Centre Ballachulish Argyll 59 

Oban Caledonian Hotel (The ) Oban Argyll 59 

Fuller Smith And Turner 

Griffin Brewery 

Chiswick Lane South 

London 

W4 2QB 

Tel: 02089962000 

Fax: 02089950230 

www.fullers.co.uk 

Fullers Hotels 


Brand Description: As part of the Fuller, Smith & Turner (Plc) group known for beers, pubs, bars and hotels, Fuller’s Hotels 

is a highly individual group of properties offering consistently high standards of service and value for 

money for business and leisure travellers. 

Future Plans: No future plans. 


Chamberlain London 64 

Fox & Goose Hotel London 73 

Mad Hatter Hotel & Pub London 30 

Red Lion Hillinggdon Village London 55 

Sanctuary House Hotel & Pub London 34 

White Hart Hotel Kingston Surrey 37 




Page 43

Golden Tulip Worldwide Hotels 

Golden Tulip 


Brand Description: Golden Tulip Hotels, Inns & Resorts is a privately owned franchise company with its head office based in 

Amersfoort. Since the recent commercial alliance with TOP International Hotels, the Golden Tulip Top 

Hospitality Group portfolio comprises over 43.000 rooms in approximately 390 hotels across 41 

countries, with the majority of the hotels being located in urban destinations across Europe, the Middle 

East & Africa. 

Golden Tulip offers a unique concept for two brands designed to implement international standards, 

whilst maintaining local flavours: Golden Tulip for the four star business and resort hotels and Tulip Inn 

for the three star category. Golden Tulip has defined its business model as the “European Way of 

Franchsing”, a model designed to enable franchisers to maximise their returns from the alliance through 

maximum support from Golden Tulip. 

Future Plans: 

TOP International Hotels offer hotel reservations, marketing and sales services to independent hotels. 

The company is planning to launch 15 more hotels throughout the UK and Ireland in the next three years. 


Golden Tulip Manchester Manchester Lancashire 160 

Tulip Inn Gateshead Gateshead 115 

Tulip Inn Glasgow Glasgow 114 

Tulip inn Leeds Leeds 119 

Tulip Inn Manchester Manchester 161 

Tulip Inn Portsmouth Portsmouth 108 

Grange Hotels 

58 Rochester Row 

London 

SW1P 1JU 

Tel: 02076302000 

Fax: 02078351888 

www.grangehotels.co.uk 

Grange Hotels 


Brand Description: Group of upscale hotels and smaller townhouse hotels mainly based in central London, as well as one 

hostal facility in London (The Wellington). 



Grand Blooms Hotel London 26 

Grange Bracknell Hotel Bracknell Berkshire 120 

Grange City Hotel London 307 

Grange Fitzrovia London 90 

Grange Holburn London 201 


Page 44


Grange Langham Court London 60 

Grange Rochester London 80 

Grange Strathmore London 80 

Grange White Hall Hotel London 60 

The Buckingham London 17 

The Clarendon London 51 

The Lancaster London 36 

The Portland London 18 

Great Inns Of Britain 

The Estate Office 

Ripley Castle 

Ripley Near Harrogate, North Yorkshire 

HG3 3AY 

Tel: 01423770152 

Fax: 01423771745 

www.greatinns.co.uk / www.ripleycastle.co.uk 

Great Inns Of Britian 


Brand Description: Consortium of traditional, independently owned coaching inns 



Arundell Arms Lifton Devon 21 

Bell Inn Horndon on the Hill Essex 16 

Blue Lion East Witton County Durham 15 

Boar’s Head Ripley North Yorkshire 25 

Feversham Arms Hotel Helmsley North Yorkshire 20 

Hoste Arms King’s Lynn Norfolk 36 

Hundred House Hotel Shifnal Shropshire 10 

Inn at Whitewell Clitheroe Lancashire 23 

Milsoms Hotel Colchester Essex 15 

New Inn at Coln (The) Cirencester Gloucestershire 14 

Old Bridge Hotel Huntingdon Cambridgeshire 24 

Peacock at Rowsley (The) Matlock Derbyshire 16 

Pheasant (The) Carlisle Cumbria 13 

Royal Hotel (The) Crieff Perthshire 11 

The Kings Head Inn Bledington Oxfordshire 12 

The Millstone Hotel Blackburn Lancashire 22 

The Pier at Harwich Harwich Essex 14 

Ye Olde Bulls Head Inn Isle of Anglesey 13 


Page 45

Greenclose Hotels 

Peninsula House 

Castle Circus 

Torquay 

TQ2 5QQ 

Tel: 01590675855 

Fax: 01590676919 

Greenclose Hotels 



Brand Description: Comfortable country style hotels for young families and couples 



Careys Manor Hotel Brockenhurst Hampshire 80 

Imperial Hotel (The) Llandudno Gwynedd 102 

Montagu Arms Hotel Brockenhurst Hampshire 24 

Greene King 

P O Box 337 

Bury St Edmunds, Suffolk 

IP33 1QW 

Tel: 01284763222 

Greene King Inns 


Brand Description: Group of small leased hotels within reach of towns and places of interest. 



Bear Hotel Havant Hampshire 42 

Chaser Inn Tonbridge Kent 

Dog House Abingdon Oxfordshire 20 

Field Head Hotel Markfield Leicestershire 28 

Grosvenor Hotel Stockbridge Hampshire 25 

Hare & Hounds Nr Leighton Buzzard Bedfordshire 

Kings Arms Stow-on-the-World Gloucestershire 10 

Kingscliffe Hotel Holland-on-Sea Essex 15 

Palmers Arms Nr Windser Berkshire 

Raven Hotel Hook Hampshire 38 



Page 46


Red Lion Hotel Fareham Hampshire 42 

Red Lion Inn Chipping Camden Gloucestershire 5 

Rising Sun Cheltenham Gloucestershire 24 

Saracens Head Southwell Nottinghamshire 27 

Sculthorpe Mill Fakeham Norfolk 6 

St Leonards Ringwood Hampshire 12 

The Abbey Hotel Nr Chepstow Monmouthshire 23 

The Bell Cherlbury Oxfordshire 11 

The Cott Inn Totnes Devon 7 

The Crown Framlingham Suffolk 14 

The Earl of Derby Cambridge Cambridgeshire 8 

The Emmbrook Inn Wokingham Berkshire 12 

The Four Horseshoes Nr Eye Suffolk 12 

The Fox & Duck Nr Roysten Hertfordshire 3 

The George Hotel Castle Cary Somerset 17 

The Heathfield Inn Honiton Devon 7 

The Kings Arms Montacute Somerset 15 

The Lamb Inn Shipton-under-Wychwood Oxon 5 

The Little Brown Jug Nr Tonbridge Kent 7 

The New Inn London 5 

The Old Bull Inn Roysten Hertfordshire 11 

The Old Red Lion Horseheath Cambridgeshire 12 

The Pykkenell Bury St Edmunds Suffolk 5 

The Swan Hotel Bradford - on - Avon Wiltshire 12 

The Tatched Cottage Shepton Mallett Somerset 8 

The Three Kings Bury St Edmunds Suffolk 9 

The White Horse Inn Bury St Edmunds Suffolk 6 

The White Horse Inn Cranbrook Kent 4 

The Woolpack Inn Dewsbury West Yorkshire 10 

Wee Waif (The) Reading Berkshire 42 

White Horse Hotel Brighton East Sussex 18 

Ye Olde Talbot Worcester Worcestershire 30 

Old English Inns 


Brand Description: A collection of indiviual hotels and inns offering a warm, relaxed atmosphere with home cooked meals, 

full of character and charm. 

Over the last three years they have invested over £18 million in over 40 hotels and inns in order to restore 

them to their former glory. 




Page 47



Anchor Inn Seaton Devon 8 

Antelope Poole Dorset 21 

Bear Hotel Havant Hampshire 42 

Bell Hotel Thetford Norfolk 46 

Bell Hotel & Inn Woburn Bedfordshire 25 

Bell Hotel (The) Tewkesbury Gloucestershire 24 

Bird In Hand Mildenhall Suffolk 57 

Bridge House Hotel Ferndown Dorset 33 

Bridge Inn (The) Bristol Somerset 41 

Broughton Hotel Milton Keynes Buckinghamshire 31 

Bull Hotel (The) Halstead Essex 16 

Bull Hotel (The) Sudbury Suffolk 25 

Castle & Ball Hotel Marlborough Wiltshire 33 

Cedars Inn (The) Barnstaple Devon 34 

Clarendon House Kenilworth Warwickshire 20 

Close Hotel (The) Tetbury Gloucestershire 15 

Cock Hotel Milton Keynes Buckinghamshire 31 

Commodore Bournemouth Dorset 10 

Cromwell Lodge Hotel Banbury Oxfordshire 23 

Cross Hands Hotel Nr Bristol South Gloucestershire 21 

Crown Hotel (The) Woodbridge Suffolk 21 

Danebury Hotel Andover Hampshire 18 

Dartbridge Inn Buckfastleigh Devon 10 

Dartmoor Lodge Newton Abbot Devon 29 

Dog Hose Abingdon Oxfordshire 20 

Ely Yately Hampshire 35 

Falcon Hotel Castle Ashby Northamptonshire 16 

Farmhouse Innlodge Portsmouth Hampshire 74 

Field Head Hotel (The) Markfield Leicestershire 28 

Fountain (The) Cowes Isle Of Wight 20 

George Hotel Huntingdon Cambridgeshire 24 

Grosvenor Hotel Stockbridge Hampshire 26 

Highwayman Hotel (The) Dunstable Bedfordshire 52 

Hunters Hall Tetbury Gloucestershire 12 

Kings Arms (The) Westerham Kent 16 

King's Head Hotel (The) Wimborne Dorset 27 

Lamb Hotel (The ) Ely Cambridgeshire 31 

Long Island Exchange Hotel Rickmansworth Herts 50 

Manor Hotel (The) Yeovil Somerset 41 

Mill on the Soar Broughton Astley Leicester 25 


Page 48


Millers Hotel Nuneaton Warwickshire 40 

Oaklands Hotel Chester Cheshire 14 

Old Ferry Boat Huntingdon Cambridgeshire 7 

Old Manse Hotel (The) Cheltenham Gloucestershire 15 

Queens Head Hotel Bedford Bedfordshire 13 

Raven Hotel Hook Hampshire 38 

Red Lion Banbury Oxfordshire 12 

Red Lion Marlborough Wiltshire 3 

Red Lion Hotel Fareham Hampshire 46 

Rising Sun Hotel (The) Cheltenham Gloucestershire 24 

Riverside Hotel (The) Burton-on-trent Staffordshire 22 

Roebuck Hotel Forest Row East Sussex 30 

Rose Revived (The) Witney Oxfordshire 6 

Rothley Court Hotel Leicester Leicestershire 30 

Royal George Hotel Gloucester Gloucestershire 34 

Royal Hotel (The) Ross on Wye Herefordshire 42 

Ryde Castle Ryde Isle Of Wight 21 

Saracen's Head Hotel Towcester Northamptonshire 21 

St Leonards Hotel St. Leonards Dorset 35 

Sun (The) Hitchin Hertfordshire 32 

Swan Hotel (The) Alton Hampshire 36 

Swan Hotel (The) Thaxted Essex 21 

Talbot Hotel Peterborough Northampton 39 

The Castle Inn Bakewell Derbyshire 4 

The Dog & Partridge Bury St. Edmunds Suffolk 9 

The Feathers Inn Ware Hertfordshire 31 

The George and Dragon Chester Cheshire 15 

The Red Lion Inn Sheffield Yorkshire 29 

Weathervane Stoke on Trent Staffordshire 39 

Wee Waif (The) Charvil Berkshire 42 

White Hart Hotel Braintree Essex 31 

White Hart Hotel (The) Coggeshall Essex 18 

White Hart Royal Moreton-in-marsh Gloucestershire 18 

White Horse Hotel Rottingdean East Sussex 18 

Woolpack Inn (The) Frome Somerset 11 

Ye Olde Talbot Hotel Worcester 28 




Page 49

Gresham Hotel Group 

23 Upper O'connell Street 

Dublin 1 

Tel: 0035318787966 

Fax: 0035318786032 

www.gresham-hotels.com 

Gresham Hotels 


Brand Description: 4* hotels owned by Gresham Hotel Groups offering “a 4* experience for corporate and leisure 

customers". 

Future Plans: The company is actively seeking acquisitions, especially in Britain. 


The Park Inn Hyde Park London 188 

Groupe Concorde (Societé Du Louvre) 

Grosvenor Gardens House 

35/37 Grosvenor Gardens 

London 

SW1W 0BS 

Tel: 02076301704 

Fax: 02076300391 

www.envergure.fr 

Concorde Hotels 

Brand Description: A consortium of over 72 hotels worldwide. 




Queens Gate Concorde Hotel London 82 

Royal Lancaster London 416 

Groupe Envergure (Societé Du Louvre) 

Unit 8 

Red Lion Court 

London 

TW3 1JS 

Tel: 02085723663 

Fax: 02085694888 

www.envergure.fr 

Campanile 


Brand Description: Basic comfortable accommodation operating in nine European countries 



Page 50

Future Plans: 



Campanile Basildon Basildon Essex 97 

Campanile Birmingham Birmingham West Midlands 111 

Campanile Cardiff Pentwyn South Glamorgan 47 

Campanile Coventry Coventry West Midlands 47 

Campanile Dartford Dartford Kent 125 

Campanile Doncaster Doncaster Yorkshire 50 

Campanile Glasgow Glasgow Strathclyde 106 

Campanile Hull Kingston Upon Hull East Riding of Yorkshire 47 

Campanile Leicester Leicester Leicestershire 93 

Campanile Liverpool Liverpool Merseyside 100 

Campanile Manchester Manchester Lancashire 104 

Campanile Milton Keynes Milton Keynes Buckinghamshire 80 

Campanile Redditch Redditch West Midlands 46 

Campanile Runcorn Runcorn Cheshire 53 

Campanile Wakefield Wakefield West Yorkshire 77 

Campanile Washington Washington Tyne and Wear 78 

GS Hotels & Resorts 

Thame Street 

Windsor, Berkshire 

SL41 QB 

Tel: 01753861354 

Fax: 01753860172 

Wren’s Hotels 


Brand Description: Wren's Hotel's is a small collection of three hotels in and around the historic Royal Town of Windsor & 

Taplow in the UK. Full of character, elegance and period charm each hotel has been meticulously 

restored to provide The UK portfolio includes Sir Christopher Wren’s House Hotel in Royal Windsor, the 

original home of 17th century architect. The Christopher Hotel, the only hotel in the historic town of 

Eton. 



Christopher Hotel Windsor Berkshire 33 

St Christopher Wren’s House Hotel & Spa Windsor Berkshire 90 

Taplow House Hotel Maidenhead Berkshire 32 




Page 51

Hand Picked Hotels 

The Old Library 

The Drive 

Sevenoaks, Kent 

TN13 3AB 

Tel: 017321034 

Fax: 01732471001 

www.handpicked.co.uk 

Hand Picked 


Brand Description: Previously branded Grand Heritage, sold late 1999 to Guy Hands, the Nomura financier, for an estimated 

£80m. Now runs Hands' Hand Picked Hotels chain 



Brandshatch Place Longfield Kent 38 

Buxted Park Country House Uckfield East Sussex 44 

Chilston Park Hotel Maidstone Kent 53 

Crathorne Hall Hotel Yarm Cleveland 37 

Ettington Park Stratford-Upon-Avon Warwickshire 48 

Gwesty Seiont Manor Llanrug Gwynedd 28 

L’Horizon Jersey Channel Islands 106 

Norton House Hotel Edinburgh Midlothian 47 

Nutfield Priory Redhill Surrey 60 

Priest House on the River Derby Derbyshire 42 

Rhinefield House New Forest Hampshire 34 

Rookery Hall Nantwich Cheshire 30 

Wood Hall Wetherby West Yorkshire 44 

Woodlands Park Cobham Surrey 57 

Hatton Hotels 

1st Floor Offices 

Tivoli 

36 Andover Road 

Cheltenham 

GL50 2TJ 

Tel: 01373864466 

www.hatton-hotels.co.uk 

Hatton Hotels 


Brand Description: Hatton Hotels are tourist-focused hotels ranging from country and manor houses to coaching inns. 




Page 52



Chateaux La Chaire Jersey Channel Islands 14 

Hatton Court Gloucester Gloucestershire 45 

Snooty Fox Tetbury Gloucestershire 12 

Heritage Leisure 

Pontlands Park Hotel 

West Hanningfield Road 

Great Baddow 

CM2 8HR 

Tel: 01245476333 

Fax: 01245476333 

www.reflectionsspa.co.uk 

Heritage Leisure 


Brand Description: A variety of hotels ranging from an Elizabethan manor house to a Victorian mansion. They also own a 

spa, conference centre, and two nightclubs. 



Ivy Hill Ingatestone Essex 33 

Pontlands Park Country Hotel Chelmsford Essex 36 

Hilton International 

Maple Court Central Park 

Reeds Crescent 

Watford, Hertfordshire 

WD24 4QQ 

Tel: 02078504000 

Fax: 02078504001 

Conrad 


Brand Description: A brand developed by US-based Hilton Hotels Corporation for non-North American properties. 

Future Plans: Conrad Hotels signs a management agreement for the opening of the Conrad Las Vegas, Nevada, in 2007. 

Conrad Hotels signs a management agreement for the opening of the Conrad Indianapolis, opening in 

2006. 

Conrad Hotels signs a management agreement for the opening of the Conrad Dubai, United Arab 

Emirates, in 2008 


Conrad International London London 334 




Page 53

Hilton 


Brand Description: Overview: 

Hilton Hotels Corporation (HHC) is the leading global hospitality company, with nearly 2,800 hotels and 

475,000 rooms in more than 80 countries, including 150,000 team members worldwide. The company 

owns, manages or franchises a hotel portfolio of some of the best known and highly regarded brands, 

including Hilton, Conrad, Doubletree, Embassy Suites Hotels, Hampton Inn, Hampton Inn & Suites, 

Hilton Garden Inn, Hilton Grand Vacations, Homewood Suites by Hilton, Scandic and The Waldorf 

=Astoria Collection. 

The Hilton Family of Hotels adheres to founder Conrad Hilton’s philosophy that, “It has been, and 

continues to be, our responsibility to fill the earth with the light and warmth of hospitality.” The 

company put a name to its unique brand of service that has made it the best known and most highly 

regarded hotel company: be hospitable. The philosophy is shared by all 10 brands in the Hilton Family of 

Hotels, and is the inspiration for its overarching message of kindness and generosity. 

History 

After creating the industry’s first global hospitality company under the leadership of company founder 

Conrad N. Hilton, HHC spun off its international business to shareholders in 1964. That business went 

through a number of owners, ultimately being acquired in 1987 by U.K. based Ladbroke Group PLC. 

In 1997, HHC and HI formed a strategic alliance creating joint ownership of the Hilton Honors guest 

loyalty program and Hilton Reservations Worldwide, and cooperative sales and marketing programs, 

presenting to the travelling public a united “Hilton” brand on a worldwide basis. 

On the 29th December 2005 - HHC announced an agreement to acquire the lodging assets of Hilton 

Group plc (Hilton International) (HI) for approximately £3.30 billion in an all-cash transaction, equating 

to a purchase price multiple of 11.3 times pro forma 2006 Adjusted EBITDA. Hilton Group retained its 

gambling and betting business and was renamed Ladbrokes plc. 

Upon completion of the transaction, Hilton Hotels Corporation became the largest and most 

geographically diverse hospitality company in the world. 

Hilton UK & Ireland 

With 70 hotels in the UK, Hilton boasts a variety of properties spanning from the city centre five-star 

London Hilton on Park Lane to the more secluded Hilton Puckrup Hall in Tewkesbury. Whether it’s a 

city centre hotel, a country style retreat, a stylish townhouse or a coastal resort, Hilton aims to have a 

location to suit all requirements, with a flexible combination of business and leisure facilities. 

Hilton UK & Ireland is constantly developing. Three ‘new look’ lifestyle hotels have been added to the 

portfolio this year – Hilton London Canary Wharf, Hilton London Tower Bridge and Hilton Manchester 

Deansgate. In addition to the new openings, Hilton in the UK and Ireland has an extensive capital 

expenditure programme underway, which saw around £70 million invested in 2006. Recently Hilton 

announced new management contracts in Reading, Wembley, Chester, Limerick and Dublin 

Kilmainham. 

Hilton is as practical choice for those travelling on business, with a wide range of facilities to suit the 

modern traveller. In 2004, Hilton announced the largest ever in-room broadband installation in the UK 

hospitality industry, which confirmed an agreement with BT and STSN to install high-speed Internet 

access in all guest rooms in the Hilton hotels across the UK and Ireland. In addition, Hilton now offers 

BT Openzone wireless broadband in all public areas, and £2 million has been spent on refreshing Hilton 

Meetings, a flexible meetings product for small and medium sized events. 

Leisure travellers also have a wide choice, with a range of products to choose from. All hotels offer the 

brand new ‘Hilton Breakfast’, with over 80 choices on the buffet to choose from. Families are easily 

accommodated in a range of family rooms across the estate, and several hotels offer specific family 

breaks. Most hotels offer LivingWell leisure facilities and swimming pools, making Hilton UK & Ireland 

a great choice for a leisurely getaway. 

Future Plans: One of the key strategic benefits of the reunification of HHC and HI was to open expansion opportunities 

for the Hilton Family of Brands in all parts of the world. Hilton anticipates significant growth 



Page 54


opportunities from many of their brands through a managed and franchised approach as appropriate, 

including new build opportunities and conversions. 

Hilton’s current development pipeline consists of signed contracts for over 700 hotels (over 110,000 

rooms), the largest pipeline ever. Within this, there are more than 70 new international hotels. As they 

execute their global brand development strategy, Hilton anticipates that International Development will 

comprise an increasingly bigger percentage of the pipeline number. 

In addition to Hilton, the development focus will be on 5 priority brands – The Waldorf Astoria 

Collection, Conrad, Doubletree by Hilton, Hilton Garden Inn and Hampton by Hilton. 

Hilton Garden Inns have already opened in Stuttgart, Germany and Florence and Rome, Italy and a 

number of projects have been announced including a joint venture in India with DLF to develop 75 hotels 

and serviced apartments (including Hiltons, Hilton Garden Inns, Homewood Suites by Hilton and Hilton 

Residences) over the next seven years and an alliance with H&Q Asia Pacific to introduce more than 20 

Hilton Garden Inns across China. 


Caledonian Hilton Edinburgh Midlothian 251 

Hilton Aberdeen Treetops Aberdeen Aberdeenshire 120 

Hilton Avisford Park Arundel West Sussex 139 

Hilton Basingstoke Basingstoke Hampshire 141 

Hilton Bath City Bath Avon 150 

Hilton Belfast Belfast County Antrim 195 

Hilton Birmingham Bromsgrove Bromsgrove East Midlands 148 

Hilton Birmingham Metropole Birmingham West Midlands 794 

Hilton Blackpool Blackpool Lancashire 274 

Hilton Bracknell Bracknell Berkshire 215 

Hilton Bradford Bradford West Yorkshire 120 

Hilton Brighton Metropole Brighton East Sussex 334 

Hilton Bristol Bristol Avon 141 

Hilton Cardiff Cardiff South Glamorgan 197 

Hilton Cobham Cobham Surrey 158 

Hilton Coventry Coventry West Midlands 172 

Hilton Coylumbridge, Aviemore Aviemore Inverness-shire 175 

Hilton Craigendarroch Ballater 45 

Hilton Croydon Croydon Surrey 168 

Hilton Dartford Bridge Dartford Kent 178 

Hilton Dundee Dundee Angus 129 

Hilton Dunkeld House Dunkeld Perthshire 96 

Hilton East Midlands Airport Derby East Midlands 152 

Hilton Edinburgh Airport Edinburgh Midlothian 150 

Hilton Edinburgh Grosvenor Edinburgh Midlothian 189 

Hilton Gatwick Airport Gatwick West Sussex 791 

Hilton Glasgow Glasgow Strathclyde 319 

Hilton Glasgow Grosvenor Glasgow Lanarkshire 89 

Hilton Heathrow Hounslow Middlesex 395 



Page 55


Hilton Isle of Man Isle of Man Isle Of Man 136 

Hilton Leeds City Leeds Yorkshire 205 

Hilton Leicester Leicester Leicestershire 179 

Hilton London Canary Wharf London 

Hilton London Docklands London 365 

Hilton London Euston London 150 

Hilton London Green Park London 161 

Hilton London Hyde Park London 129 

Hilton London Islington London 184 

Hilton London Kensington London 602 

Hilton London Metropole London 1,054 

Hilton London Olympia London 405 

Hilton London Paddington London 355 

Hilton London Park Lane London 450 

Hilton London Tower Bridge London 245 

Hilton Maidstone Maidstone Kent 146 

Hilton Manchester Manchester Lancashire 349 

Hilton Manchester Airport Manchester Lancashire 225 

Hilton Milton Keynes Milton Keynes Buckinghamshire 138 

Hilton Newbury Centre Newbury Berkshire 109 

Hilton Newbury North Newbury Berkshire 112 

Hilton Newcastle Gateshead Gateshead Tyne and Wear 254 

Hilton Newport Newport Gwent 148 

Hilton Northampton Northampton Northamptonshire 139 

Hilton Nottingham Nottingham Nottinghamshire 177 

Hilton Portsmouth Portsmouth Hampshire 119 

Hilton Puckrup Hall, Tewkesbury Tewkesbury Gloucestershire 112 

Hilton Sheffield Sheffield South Yorkshire 128 

Hilton Southampton Southampton Hampshire 135 

Hilton St Anne’s Manor Wokingham Berkshire 170 

Hilton St Helens St. Helens Merseyside 84 

Hilton Stansted Airport Stansted Airport Essex 239 

Hilton Strathclyde Strathclyde Ayrshire 107 

Hilton Swindon Swindon Wiltshire 171 

Hilton Templepatrick Templepatrick County Down 130 

Hilton Warwick Warwick Warwickshire 181 

Hilton Watford Watford Hertfordshire 201 

Hilton York York North Yorkshire 130 

The Trafalgar London 129 

The Waldorf Hilton London 300 

Wembley Plaza London 306 



Page 56

Historic House Hotels 

Hartwell House 

Oxford Road 

Aylesbury 

HP17 8NL 

Tel: 01296747444 

Fax: 01296747450 

Historic House Hotels 



Brand Description: Historic House Hotels are a group of restored stately homes, transformed into country house hotels. 

They all offer health and fitness suites, restaurants and historic public rooms. 

Future Plans: To maintain the high quality and standards of the current hotels. 


Bodysgallen Hall Hotel Llandudno Gwynedd 33 

Hartwell House Aylesbury Buckinghamshire 46 

Middlethorpe Hall York North Yorkshire 30 

Historic Sussex Hotels 

C/o Ockenden Manor 

Ockenden Manor 

Cuckfield, West Sussex 

RH17 5LD 

Tel: 01444416111 

Fax: 01444415549 

www.hshotels.co.uk 

Historic Sussex Hotels 


Brand Description: A private collection of historic hotels in West Sussex. 



Bailiffscourt Littlehampton West Sussex 39 

Ockenden Manor Haywards Heath West Sussex 22 

Spreadeagle Hotel & Health Spa Midhurst West Sussex 39 




Page 57

Hoby Hotels 

19 Jury Street 

Warwick, Warwickshire 

CV34 4EJ 

Tel: 01926491481 

Fax: 01926491561 

Hoby Hotels 

Brand Description: Hoby Hotels offer ‘first class accommodation and cuisine” with conference facilities. 

Future Plans: 



Lincolnshire Oak Hotel Sleaford Lincolnshire 17 

Lord Leycester Hotel Warwick Warwickshire 48 

Woodhall Spa Hotel Lincolnshire 25 

Holdsworth Hotels 

9 Harrison Road 

Halifax 

HX1 2AF 

Tel: 01422345525/01484701 

Fax: 01422330280 

Holdsworth Hotels 


Brand Description: Holdsworth Hotels are holiday hotels in popular resorts on the south coast of England. 



Abbey Lawn Hotel Torquay Devon 53 

Claremont Hotel Eastbourne East Sussex 56 

Imperial Hotel Eastbourne East Sussex 105 

Ocean View Isle of Wight 90 

Penhallow Newquay 54 




Page 58

Hollybourne Hotels 

Barton End 

Lenton Street 

Alton, Hampshire 

GU34 1LD 

Tel: 01420541682 

Fax: 0142089224 

www.hollybournehotels.com 

Hollybourne Hotels 


Brand Description: The Hollybourne Hotel group offers the choice for business or pleasure, historic traditional buildings in 

scenic quiet surroundings. 

Future Plans: Hollybourne Hotels are in the early planning stages of significantly enlarging their Basingstoke, Alton & 

Farnham hotels. They are committed to continuing the upkeep and high standards of their existing 

hotels. 


Alton House Hotel Alton Hampshire 39 

Farnham House Hotel Farnham Surrey 25 

Georgian House Hotel Haslemere Surrey 52 

Manor House Hotel Guildford Surrey 50 

Red Lion Hotel - Basingstoke Basingstoke 62 

Huggler Hotels 

Po Box 306 

St. Helier 

JE4 8WZ 

Tel: 01534735581 

Fax: 01534873545 

www.huggler.com 

Huggler Hotels 


Brand Description: Huggler Group started out as printers for newsagents before moving into the hotel industry. They 

started out in Jersey with the Apollo Hotel, and have since expanded accross Jersey and the UK. 

Future Plans: Future Plans include a new UK hotel soon and many more exciting changes in Jersey. 


Apollo Hotel - Basingstoke Basingstoke Hampshire 125 

Apollo Hotel - Jersey Jersey Channel Islands 85 

The Club Hotel & Spa St. Helier Jersey 46 




Page 59

Hyatt Hotels & Resorts 

Worldwide Marketing Centre 

113 Upper Richmond Road 

London 

SW15 2TL 

Tel: 02087809886 

Fax: 02087801000 

www.hyatt.com 

Hyatt 


Brand Description: Sub brands are Hyatt Regency, the core brand that is predominantly new build, and Park Hyatt, designed 

to suit small European properties 

Future Plans: There are 49 Hotels in development in 25 countries worldwide with a total of 18,483 rooms (not 

including the UK). 


Hyatt Regency Birmingham Birmingham West Midlands 319 

Hyatt Regency London- The Churchill London 445 

Imperial London Hotels (The) 

The Imperial London Hotels Ltd 

66 Russel Square 

London 

WC1B 5BB 

Tel: 02078373655 

Fax: 02078374653 

www.imperialhotels.co.uk 

Imperial London Hotels 


Brand Description: Group of London hotels that includes some of the biggest hotels in the capital. 



Bedford London 184 

County London 175 

Imperial London 448 

President London 523 

Royal National London 1,630 

Tavistock London 395 




Page 60

Impney Hotels 

C/o Chateau Impney 

Droitwich Spa, Worcestershire 

WR9 0BN 

Tel: 01905779911 

Impney Hotels 


Brand Description: Hotels within Worcestershire. Both have their own individual character, one is a 19th century chateau 

style hotel, the other a 16th building. 

Future Plans: No plans 


Chateau Impney Hotel Droitwich Worcestershire 110 

Raven Hotel Droitwich Worcestershire 72 

InterContinental Hotels (IHG) 

67 Alma Road 

Windsor, Berkshire 

FL4 3HD 

Tel: 01753410100 

Fax: 01753410100 

www.ichotelsgroup.com 

Crowne Plaza 


Brand Description: An upmarket chain from Six Continents, Crowne Plaza is no longer linked to Holiday Inn. 



Crowne Plaza Hotel - Birmingham City 

Centre 

Birmingham 284 

Crowne Plaza Hotel - Birmingham NEC Birmingham West Midlands 242 

Crowne Plaza Hotel - Cambridge Cambridge Cambridgeshire 198 

Crowne Plaza Hotel - Chester Chester 160 

Crowne Plaza Hotel - Dockland London 210 

Crowne Plaza Hotel - Glasgow Glasgow 283 

Crowne Plaza Hotel - Heathrow West Drayton Middlesex 458 

Crowne Plaza Hotel - Leeds Leeds West Yorkshire 135 

Crowne Plaza Hotel - Liverpool Liverpool Merseyside 159 

Crowne Plaza Hotel - London - The City London 203 

Crowne Plaza Hotel - Manchester Airport Manchester Lancashire 294 

Crowne Plaza Hotel - Marlow Marlow Buckinghamshire 168 

Crowne Plaza Hotel - Nottingham Nottingham 210 


Page 61


Crowne Plaza Hotel - Reading Reading 122 

Crowne Plaza Hotel - St James’ London 342 

Express By Holiday Inn 


Brand Description: A limited-service budget brand without conference facilities. 



Express by Holiday Inn Aberdeen City 

Centre 

Aberdeen Aberdeenshire 155 

Express by Holiday Inn Basildon Rayleigh Essex 49 

Express by Holiday Inn Bath Bath Avon 126 

Express by Holiday Inn Belfast Belfast County Antrim 114 

Express by Holiday Inn Birmingham Castle 

Bromwich 

Express by Holiday Inn Birmingham City 

Centre 

Birmingham West Midlands 110 


Express by Holiday Inn Birmingham NEC Birmingham West Midlands 179 

Express by Holiday Inn Birmingham North Birmingham West Midlands 32 

Express by Holiday Inn Birmingham- 

Oldbury 

Express by Holiday Inn Birmingham South 

Hall Green 

Oldbury-Birmingham 109 


Express by Holiday Inn Bolton Bolton Lancashire 74 

Express by Holiday Inn Bradford City 

centre 

Bradford West Yorkshire 120 

Express by Holiday Inn Braintree Braintree Essex 47 

Express by Holiday Inn Bridgend Bridgend Mid Glamorgan 68 

Express by Holiday Inn Bristol City Centre Bristol Avon 96 

Express by Holiday Inn Bristol North Bristol Avon 133 

Express by Holiday Inn Burton Upon Trent Burton-on-Trent Staffordshire 82 

Express by Holiday Inn Cambridge Cambridge 100 

Express by Holiday Inn Canterbury Canterbury Kent 89 

Express by Holiday Inn Cardiff Bay Cardiff South Glamorgan 87 

Express by Holiday Inn Chester Chester 97 

Express by Holiday Inn Coventry Coventry West Midlands 37 

Express by Holiday Inn Crawley Crawley West Sussex 74 

Express by Holiday Inn Croydon Croydon 156 

Express by Holiday Inn Dartford Bridge Dartford Kent 126 

Express by Holiday Inn Derby Derby Derbyshire 103 

Express by Holiday Inn Droitwich Droitwich West Midlands 94 


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Express by Holiday Inn East Midlands 

Airport 

Express by Holiday Inn Edinburgh - 

Waterfront 

Express by Holiday Inn Edinburgh City 

Centre 


Castle Donington Derbyshire 90 

Leith Midlothian 145 

Edinburgh 161 

Express by Holiday Inn Elstow Elstow 80 

Express by Holiday Inn Exeter Exeter Devon 122 

Express by Holiday Inn Glasgow Airport Paisley 141 

Express by Holiday Inn Glasgow City 

Centre- Theatreland 

Express by Holiday Inn Glasgow City 

Riverside 

Glasgow Strathclyde 118 

Glasgow Strathclyde 128 

Express by Holiday Inn Glenrothes Glenrothes 49 

Express by Holiday Inn Glouchester South Gloucester 106 

Express by Holiday Inn Greenock Greenock Strathclyde 71 

Express by Holiday Inn Hemel Hempstead Hemel Hempstead 116 

Express by Holiday Inn Inverness Inverness Inverness-shire 94 

Express by Holiday Inn Ipswich Ipswich Suffolk 49 

Express by Holiday Inn Knowsley Liverpool Merseyside 86 

Express by Holiday Inn Leeds Leeds Yorkshire 112 

Express by Holiday Inn Leeds East Leeds Yorkshire 77 

Express by Holiday Inn Leicester-Walker Leicester 110 

Express by Holiday Inn Lichfield Lichfield West Midlands 102 

Express by Holiday Inn Liverpool Albert 

Dock 

Liverpool Merseyside 135 

Express by Holiday Inn Livingston Livingston Lothian 74 

Express by Holiday Inn London Buckhurst 

Hill 

London 49 

Express by Holiday Inn London Chingford London 102 

Express by Holiday Inn London City London 224 

Express by Holiday Inn London Greenwich London 162 

Express by Holiday Inn London 

Hammersmith 

Express by Holiday Inn London- 

Limehouse 

Express by Holiday Inn London- Park 

Royal 

Express by Holiday Inn London Royal 

Docks 

London 135 

London 150 

London 104 

London 88 

Express by Holiday Inn London Southwark London 88 

Express by Holiday Inn London- Stratford London 114 

Express by Holiday Inn London Victoria London 52 


Wandsworth 

London 148 



Page 63


Wimbledon 

Express by Holiday Inn London-Swiss 

Cottage 


London 83 

London 79 

Express by Holiday Inn Luton Airport Luton Bedfordshire 147 

Express by Holiday Inn Manchester Manchester Lancashire 120 

Express by Holiday Inn Manchester East Manchester Lancashire 97 

Express by Holiday Inn Middlesborough Middlesbrough Cleveland 74 

Express by Holiday Inn Milton Keynes Milton Keynes Buckinghamshire 178 

Express by Holiday Inn Milton Keynes Milton Keynes 166 

Express by Holiday Inn Newcastle Metro 

Centre 

Newcastle-upon-Tyne 100 

Express by Holiday Inn Newport Newport 125 

Express by Holiday Inn Northampton M1 Nothampton 126 

Express by Holiday Inn Nottingham City 

Centre 

Express by Holiday Inn Oxford-Kassam 

Stadium 

Nottingham 120 

Oxford 162 

Express by Holiday Inn Perth Perth Perthshire 81 

Express by Holiday Inn Peterborough Peterborough Cambridgeshire 80 

Express by Holiday Inn Pontypool Pontypool Mid Glamorgan 49 

Express by Holiday Inn Poole Poole Dorset 85 

Express by Holiday Inn Portsmouth- 

Gunwharf Quays 

Portsmouth 130 

Express by Holiday Inn Preston Preston Lancashire 50 

Express by Holiday Inn Reading Reading Berkshire 74 

Express by Holiday Inn Rugby Rugby Warwickshire 49 

Express by Holiday Inn Southampton M27 Southampton 131 

Express by Holiday Inn Southampton West Southampton Hampshire 105 

Express by Holiday Inn St Albans St Albans 75 

Express by Holiday Inn Stafford South Stafford Staffordshire 103 

Express by Holiday Inn Stansted Airport Stansted 176 

Express by Holiday Inn Stevenage Stevenage 129 

Express by Holiday Inn Stirling Stirling Stirlingshire 78 

Express by Holiday Inn Stockton-on-Tees Stockton-on-Tees Cleveland 49 

Express by Holiday Inn Stoke on Trent Stoke-on-Trent Staffordshire 123 

Express by Holiday Inn Strathclyde Motherwell 120 

Express by Holiday Inn Swansea Swansea 73 

Express by Holiday Inn Swindon City 

Centre 

Swindon Wiltshire 134 

Express by Holiday Inn Swindon West Swindon Wiltshire 121 

Express by Holiday Inn Taunton Taunton Somerset 92 

Express by Holiday Inn Wakefield Wakefield West Yorkshire 74 



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Express by Holiday Inn Warwick Warwick Warwickshire 117 

Express by Holiday Inn Washington Washington 74 

Express by Holiday Inn Wembley North Wembley Middlesex 168 

Express by Holiday Inn York Clifton York North Yorkshire 49 

Express by Holiday Inn York East York North Yorkshire 49 

Holiday Inn 


Brand Description: With more than 1,500 full-service hotels around the world, Holiday Inn offers convenient locations with 

many features, including guest rooms equipped with coffeemakers, hair dryers and irons. Today's 

Holiday Inn hotel offers travelers full-service amenities such as - restaurants and room service, lounges, 

swimming pools, fitness centers and, for the business traveler, today's Holiday Inn hotel offers 24-hour 

business services and meeting facilities. 

Future Plans: No future plans stated 


Holiday Inn - Aberdeen Aberdeen 123 

Holiday Inn - Ashford Central Ashford 103 

Holiday Inn - Ashford North Ashford 92 

Holiday Inn - Aylesbury Aylesbury 139 

Holiday Inn - Basildon Basildon 148 

Holiday Inn - Basingstoke Basingstoke 86 

Holiday Inn - Birmingham Airport Birmingham 141 

Holiday Inn - Birmingham City Centre Birmingham 280 

Holiday Inn - Birmingham M6 Great Barr Birmingham 190 

Holiday Inn - Bolton Centre Bolton 132 

Holiday Inn - Bolton M61 Bolton 96 

Holiday Inn - Brentwood M25 Brentwood 149 

Holiday Inn - Brighton Seafront Brighton 131 

Holiday Inn - Bristol Airport A38 Bristol 80 

Holiday Inn - Bristol, Filton Bristol 205 

Holiday Inn - Cambridge Cambridge 161 

Holiday Inn - Cardiff City Centre Cardiff 155 

Holiday Inn - Cardiff North Cardiff 142 

Holiday Inn - Carlisle M6 Carlisle 127 

Holiday Inn - Chester South Chester 143 

Holiday Inn - Chester West, A55 Flintshire, Nr Mold Chester 83 

Holiday Inn - Colchester Colchester 109 

Holiday Inn - Corby Corby 

Holiday Inn - Coventry M6 Coventry 158 

Holiday Inn - Derby, Nottingham M1 Sandiacre Nottingham 92 

Holiday Inn - Doncaster A1(M) Warmsworth Doncaster 102 

Holiday Inn - East Kilbride East Kilbride 101 



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Holiday Inn - Edinburgh Edinburgh 303 

Holiday Inn - Edinburgh North Edinburgh 101 

Holiday Inn - Ellesmere Port/Cheshire 

Oaks 

Lower Mersey Street Ellesmere Port 83 

Holiday Inn - Farnborough Farnborough 142 

Holiday Inn - Glasgow Airport Glasgow 298 

Holiday Inn - Glasgow City Centre Glasgow 113 

Holiday Inn - Glasgow City West Glasgow 275 

Holiday Inn - Gloucester, Cheltenham Gloucester 125 

Holiday Inn - Guildford Guildford 167 

Holiday Inn - Harrogate Harrogate 214 

Holiday Inn - Haydock M6 NEWTON LE WILLOWS 136 

Holiday Inn - Hemel-Hempstead, M1 Hemel Hempstead 144 

Holiday Inn - High Wycombe M40 High Wycombe 112 

Holiday Inn - Hull Marina Hull 100 

Holiday Inn - Ipswich Ipswich 108 

Holiday Inn - Lancaster Lancaster 156 

Holiday Inn - Leeds Garforth Leeds 144 

Holiday Inn - Leeds, Brighouse Brighouse Leeds 94 

Holiday Inn - Leeds/Bradford Airport Leeds Bramhope 130 

Holiday Inn - Leicester Leicester 188 

Holiday Inn - Leicester West Leicester 170 

Holiday Inn - LHR Ariel HAYES 184 

Holiday Inn - LHR M4 West Drayton 608 

Holiday Inn - Liverpool City Centre Liverpool 139 

Holiday Inn - London, Bexley Bexley 107 

Holiday Inn - London, Bloomsbury London 310 

Holiday Inn - London, Brent Cross Brent Cross London 153 

Holiday Inn - London, Brentford Lock London 134 

Holiday Inn - London, Camden Lock London 130 

Holiday Inn - London, Ealing London 138 

Holiday Inn - London, Elstree M25 Borehamwood Elstree 131 

Holiday Inn - London, Hampstead London 140 

Holiday Inn - London, Heathrow London Heathrow West Drayton 230 

Holiday Inn - London, Heathrow M4 West Drayton 608 

Holiday Inn - London, Heathrow, Ariel Hayes 184 

Holiday Inn - London, Kensington Kensington London 162 

Holiday Inn - London, Kensington Forum London 906 

Holiday Inn - London, Kings 

cross/Bloomsbury 

London 405 

Holiday Inn - London, Mayfair Mayfair London 194 

Holiday Inn - London, Oxford Circus Oxford Circus London 164 


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Holiday Inn - London, Regent's Park Regent's Park London 331 

Holiday Inn - London, Shepperton Shepperton 185 

Holiday Inn - London, Sutton Sutton 115 

Holiday Inn - Luton - South M1 Luton 140 

Holiday Inn - Maidenhead/Windsor Maidenhead 193 

Holiday Inn - Maidstone, Sevenoaks Sevenoaks 105 

Holiday Inn - Manchester Airport Wilmslow 126 

Holiday Inn - Milton Keynes Milton Keynes 166 

Holiday Inn - Newcastle City Newcastle Upon Tyne 172 

Holiday Inn - Newcastle Upon Tyne Newcastle Upon Tyne 150 

Holiday Inn - Newport Newport 119 

Holiday Inn - Norwich Norwich 119 

Holiday Inn - Norwich City Airport Norwich 

Holiday Inn - Nottingham Castle Marina Nottingham 128 

Holiday Inn - Oxford Oxford 154 

Holiday Inn - Peterborough A1(M) Peterborough 95 

Holiday Inn - Peterborough West Peterborough 133 

Holiday Inn - Plymouth Plymouth 211 

Holiday Inn - Portsmouth Portsmouth 165 

Holiday Inn - Preston Preston 133 

Holiday Inn - Reading Reading 114 

Holiday Inn - Reading, South Reading 202 

Holiday Inn - Rochester, Chatham Chatham 149 

Holiday Inn - Rugby, Northampton M1 Crick 90 

Holiday Inn - Runcorn Runcorn 150 

Holiday Inn - Sheffield Sheffield 100 

Holiday Inn - Solihull Solihull 115 

Holiday Inn - South Mimms M25 South Mimms Potters Bar 142 

Holiday Inn - Southampton Southampton 130 

Holiday Inn - Southampton,Eastleigh M3 Eastleigh 129 

Holiday Inn - Stoke-on-Trent M6 Newcastle Under Lyme 118 

Holiday Inn - Stratford Upon Avon Stratford Upon Avon 251 

Holiday Inn - Swindon Swindon 99 

Holiday Inn - Taunton M5 Taunton 99 

Holiday Inn - Telford/Ironbridge Telford 151 

Holiday Inn - Wakefield M1 Wakefield 104 

Holiday Inn - Warrington Warrington 96 

Holiday Inn - Washington Washington 136 

Holiday Inn - York York 142 




Page 67

Interpub 

Inter-Continental Hotels & Resorts 


Brand Description: Inter-Continental Hotels & Resorts are a worldwide brand located in gateway cities and some resorts; the 

most upscale in the Six Continents Hotels (acquired by the company in 1998). 

Future Plans: InterContinental London Park Lane reopened in November 2006 after a £60 million investment 

providing guests with a truly authentic and luxurious London experience. Through a designed opening, 

the first phase has unveiled elegant guest rooms, complemented by a vibrant lobby, dedicated events and 

meetings floor and exciting new destination restaurant, Theo Randall at The InterContinental. 

In March 2007, the hotel will unveil the remaining guest rooms and 60 spectacular suites, including 4 

individually-designed signature suites, boasting stunning views over London. The hotel experience will 

be enhanced by the UK's largest Club lounge; and Spa InterContinental, a new urban spa run in 

partnership with Elemis. 


Hotel Intercontinental London London 447 

Hawthorn Lane 

Burnham Beeches 

East Burnham, Buckinghamshire 

SL2 3TA 

Tel: 01753647603 

Fax: 01753647604 

www.interpub.co.uk 

St Christophers 


Brand Description: St Christopher’s Inns, well known as one of the top 10 hostels in Europe, offers clean, safe, and cheap 

hostel and budget accommodation for backpackers and travellers from all over the world. 

Future Plans: As the St.Christopher's brand grows so does that of Belushi's. As we intend to create new sites in targeted 

locations across the UK and Europe. We are constantly improving our existing sites and it is anticipated 

we will look to acquire larger new opportunities in the open market. 


St Christopher Brighton Brighton East Sussex 48 

St Christopher Camden Town London 52 

St Christopher Edinburgh Edinburgh Midlothian 163 

St Christopher Greenwich London 50 

St Christopher Newquay Newquay Cornwall 80 

St Christopher Orient Expresso London 36 

St Christopher Shepherds Bush London 68 

St Christopher The Inn London 50 

St Christopher The Village London 166 

St Christophers Bath Bath Somerset 58 




Page 68

Jal Hotels 

Jal Bldg .17f 

2-4-11, Higashishinagawa, 

Shinagawa-Ku 

Tokyo, 104-0002 

Tel: 0081334583910 

Fax: 0081334583950 

Nikko Hotels 


Brand Description: JAL Hotels (JAL HOTELS COMPANY LTD.) is the only Japanese-owned global hotel chain and 

administers “Nikko Hotels International (NHI)” and “Hotel JAL City (HJC)”. 

The core luxury hotel brand of Japan Airlines providing facilities and services to meet a wide variety of 

guests' needs, for both business and leisure. 

Future Plans: 

Jolly Hotels 


Montcalm Nikko Hotel London 120 

Po Box 118 

Tavistock 

PL19 8YG 

Tel: 02084293426 

Fax: 02084293428 

Jolly Hotels 


Brand Description: Jolly Hotels operate under two brands, Jolly Classic and Jolly Master, the latter predominantly four-star 

properties in the main Italian cities. 



St Ermins London 285 

Jurys Doyle Hotel Group 

47 Welbeck Street 

London 

W1G 8DN 

Tel: 02079693860 

www.jurysdoyle.com 

Jurys Hotel 


Brand Description: Jury Hotel is an Irish chain that also owns the Doyle Group. These are full service hotels of either 3 or 4 

star rating. 

Future Plans: The company is currently reviewing the possibility of upgrading it’s three star hotels to four star. 



Page 69



Jurys Hotel - Bristol Bristol Avon 191 

Jurys Hotel - Cardiff Cardiff South Glamorgan 146 

Jurys Hotel- Clifton Ford Hotel London 355 

Jurys Hotel- Great Russell Street London 170 

Jurys Hotel- Kensington Hotel London 173 

Jurys Inn 


Brand Description: A part of the Jurys Doyle Hotel Group, Jurys Inn hotels are in prime central locations with fixed room 

rate policies. All hotels feature an Inn Pub. 

Future Plans: The strategy at Jurys Inn is to develop in strong city centres throughout the UK. 

Jurys Inn Heathrow is due to be sold to the Blair Group for £16.3m. 

Jurys Inn in Brighton & Plymouth due to be opening Spring 2007 and Liverpool in early 2008. 

K+k Hotels 


Jurys Inn London Heathrow London 364 

Jurys Inn Milton Keynes Milton Keynes 279 

Jurys Inn Nottingham Nottingham 264 

Jurys Inns- Belfast Belfast County Down 190 

Jurys Inns- Birmingham Birmingham West Midlands 445 

Jurys Inns- Chelsea London 172 

Jurys Inns- Croydon Croydon Surrey 240 

Jurys Inns- Edinburgh Edinburgh Midlothian 186 

Jurys Inns- Glasgow Glasgow 321 

Jurys Inns- Islington London 229 

Jurys Inns- Leeds Leeds Yorkshire 248 

Jurys Inns- Manchester Manchester Lancashire 265 

Jurys Inns- Newcastle Newcastle Tyne and Wear 274 

Jurys Inns- Southampton Southampton Hampshire 270 

K+k 


Brand Description: K+K Hotels is a privately owned hotel chain, founded in 1961 by Josef and Helmut Koller. 

They act as developers, operators and owners of their hotels in London, Paris, Munich, Vienna, Budapest 

and Prague. 

K+K Hotel’s philosophy is to operate boutique hotels that harmoniously combine traditional 

architecture with contemporary design. 




Page 70



K + K Hotel George London 154 

Lake District Hotel 

C/o Inn On The Lake 

Lake Ullswater 

Glenridding, Cumbria 

CA11 0PE 

Tel: 01768482444 

Fax: 01768482303 

www.lakedistricthotels.net 

Lake District Hotel 


Brand Description: Lake District Hotels are a group of family owned and run hotels, which offer “ individual styles with a 

uniform quality of service appealing to all sectors of the family, leisure, group and business market”. 



Kings Arms Hotel Keswick Cumbria 13 

Lodore Falls Hotel (The) Keswick Cumbria 72 

Skiddaw Hotel Keswick Cumbria 40 

The George Hotel Penrith Cumbria 32 

The Inn on the Lake Penrith Cumbria 46 

Lancaster Landmark Hotel Co 

222 Marylebone Road 

London 

NW1 6JQ 

Tel: 02076318000 

Fax: 02076318080 

www.landmarklondon.co.uk 

Lancaster Landmark 


Brand Description: These are a group of upscale London-based hotels. Lancaster Landmark also own the Landmark Hotel, 

Bangkok. 



K-West London 222 

Landmark London (The) London 299 

Royal Lancaster London 416 



Page 71

Le Talbooth Dedham 

Le Talbooth 

Gun Hill 

Dedham 

CO7 6HP 

Tel: 01206323150 

Fax: 01206322309 

www.talbooth.com 

Milsom Hotels 


Brand Description: Milsom Hotels & Restaurants is a family run, luxury country house hotel group and award winning 

restaurants in the heart of Constable Country. The Talbooth at Dedham has been run by the Milsom 

family since 1952. A unique business has been created linking the riverside restaurant Le Talbooth with 

the 10 luxury suites at Maison Talbooth. 

Future Plans: no plans 


Maison Talbooth Colchester Essex 10 

Milsoms Colchester Essex 14 

Pier at Harwich Hotel Harwich Essex 14 

Leisureplex Hotels 

Euxton Lane 

Chorley, Lancashire 

PR7 6AF 

Tel: 08451305888 

Fax: 08451303777 

www.alfatravel.co.uk 

Leisureplex 


Brand Description: Leisureplex owns a number of hotels in UK coastal resorts, including two in Scotland and one in North 

Wales catering predominantly for the coach tour market. All hotels have either ballrooms or areas for 

evening entertainment and some have full leisure facilities, including swimming pools. 



Anchor Head Hotel Weston-Super-Mare Somerset 104 

Bayshore Hotel Sandown Isle of Wight 80 

Cavendish Hotel Exmouth South Devon 76 

Cottage Hotel St Ives Cornwall 80 

Croit Anna Hotel Fort William 91 

Cumberland Hotel Scarborough North Yorkshire 125 

Devon Towers Hotel Bournemouth Hampshire 59 

Eliot Cavendish Hotel Cornwall 76 

Hotel de Paris Cromer Norfolk 54 



Page 72


Hydro Hotel Llandudno Gwynedd 120 

Imperial Hotel Ilfracombe Devon 100 

Madeira Hotel Cornwall 50 

New Beach Hotel Great Yarmouth Norfolk 75 

Queens Hotel Eastbourne East Sussex 125 

Regina Hotel Torquay South Devon 69 

Selborne Hotel Dunoon Argyll 98 

Lincoln Group 

254 Marton Road 

Middlesborough, Cleveland 

TS4 2EZ 

Tel: 01642249311 

Fax: 01642232001 

Lincoln Hotels 


Brand Description: A collection of three individually owned mid-sized hotels, located in the city centres, with an atmosphere 

which blends traditional and contemporary styles. 

Future Plans: 


Baltimore Hotel Middlesbrough Cleveland 31 

Portland Hotel Hull North Humberside 126 

Vermont Hotel Newcastle Tyne and Wear 101 

Lw King & Partners Hotels 

12 The Esplanade 

Weymouth 

DT4 8EB 

Tel: 01305760100 

Fax: 01305760300 

www.kingshotels.co.uk 

Lw King 


Brand Description: Affordable, comfortable seaside accommodation. 

Future Plans: The Group's latest project is the New Vic which was created by incorporating two large seafront units 

into one modern bar / restaurant complex. This unit caters for all ages having the latest indoor children's 

fun park. 


Crown Hotel Weymouth Dorset 86 

Fairhaven Hotel Weymouth Dorset 86 



Page 73


Hotel Central Weymouth Dorset 30 

Hotel Rex Weymouth Dorset 34 

Macdonald Hotels 

Whiteside House 

Whiteside Industrial Estate 

Bathgate, West Lothian 

EH48 2RX 

Tel: 01506815215 

Fax: 01506815238 

www.macdonaldhotels.co.uk 

Macdonald Hotels 


Brand Description: Macdonald Hotels & Resorts bring you a collection of over 60 properties right across the UK, from 

elegant manor house retreats set in extensive grounds, to modern and contemporary hotels in city centre 

locations. 

With its hotels ranking mostly at four star, Macdonald Hotels is solidifying its brand status. 

Future Plans: Macdonalds is putting £4m into the refurbishment of their new aquisitions, the Holyrood and Cardrona 

hotels. They hope for the Holyrood to be converted to five star accomodation, and to extend the floor of 

the Cardrona and add a conservatory hotel. 

Macdonalds are also building a hotel at the Portal Golf & Country Club whixh they hope will open around 

July 2007. 


Aviemore Highland Resort :Highland 

Lodges 

Aviemore Inverness-shire 151 

Aviemore Highlands Hotel Aviemore 151 

Aviemore Macdonald Academy Hotel Aviemore Inverness-shire 102 

Blossoms Hotel Chester Cheshire 68 

Macdonald Albrighton Hall Shrewsbury Shropshire 71 

Macdonald Alveston Manor Stratford-upon-avon Warwickshire 113 

Macdonald Ansty Hall Coventry West Midlands 62 

Macdonald Ardoe House Hotel Aberdeen Aberdeenshire 109 

Macdonald Bath Spa Bath 129 

Macdonald Bear Hotel Woodstock Oxfordshire 54 

Macdonald Berystede Hotel Ascot Berkshire 126 

Macdonald Cardrona Hotel, Golf & 

Country Club 

Cardrona Peebles 99 

Macdonald Castle Hotel Windsor Berkshire 108 

Macdonald Compleat Angler Marlow Buckinghamshire 64 

Macdonald Craxton Wood Ellesmere Port Merseyside 72 

Macdonald Crutherland House East Kilbride South Lanarkshire 75 

Macdonald De Montfort Hotel Kenilworth Warwickshire 108 

Macdonald Dunkenhalgh Hotel & Spa Blackburn Lancashire 175 

Macdonald Eastgate Townhouse Oxford Oxfordshire 63 



Page 74


Macdonald Elmers Court Hotel & Resort Lymington Hampshire 42 

Macdonald Forest Hills Hotel & Resort Aberfoyle Stirlingshire 115 

Macdonald Four Seasons Hotel Aviemore 88 

Macdonald Francis Hotel Bath Avon 95 

Macdonald Frimley Hall Hotel & Spa Camberley Surrey 98 

Macdonald Gisborough Hall Guisborough North Yorkshire 71 

Macdonald Hatherley Manor Gloucester Gloucestershire 52 

Macdonald Hill Valley Hotel, Golf & 

Country Club 

Hertfordbury Shropshire 90 

Macdonald Holland House - Bristol Bristol United Kingdom 275 

Macdonald Holland House Cardiff Cardiff 165 

Macdonald Holyrood Hotel Edinburgh Midlothian 156 

Macdonald Houstoun House Livingston Midlothian 72 

Macdonald Inchyra Grange Hotel Falkirk Stirlingshire 106 

Macdonald Kilhey Court Wigan Lancashire 62 

Macdonald Last Drop Village Hotel & Spa Bolton Lancashire 128 

Macdonald Leeming House Ullswater Cumbria 40 

Macdonald Linden Hall, Golf & Country 

Club 

Morpeth Northumberland 50 

Macdonald Loch Rannoch Hotel & Resort Kinloch Rannoch Perthshire 47 

Macdonald Manchester Manchester 208 

Macdonald Marine Hotel & Spa North Berwick Easr Lothian 119 

Macdonald Norton Grange Hotel Rochdale Lancashire 81 

Macdonald Old England Hotel Bowness-on-Windermere Cumbria 76 

Macdonald Parkside Hotel Milton Keynes Buckinghamshire 49 

Macdonald Pittodrie House Pitcaple Aberdeenshire 27 

Macdonald Queen’s Hotel Cheltenham Gloucestershire 79 

Macdonald Randolph Hotel Oxford Oxfordshire 151 

Macdonald Roxburghe Hotel Edinburgh Midlothian 197 

Macdonald Rusacks Hotel St. Andrews Fife 68 

Macdonald Shakespeare Hotel Stratford-upon-avon Warwickshire 74 

Macdonald Southgate Hotel Exeter Devon 110 

Macdonald St Paul's Hotel 119 Norfolk Street Sheffield 161 

Macdonald Swan Hotel Grasmere Cumbria 38 

Macdonald Swan’s Nest Hotel Stratford-upon-avon Warwickshire 67 

Macdonald Thames Lodge Staines Middlesex 78 

Macdonald Tickled Trout Hotel Preston Lancashire 102 

Macdonald Wessex Hotel Winchester Hampshire 94 

Macdonald Whatley Hall Banbury Oxfordshire 69 

Macdonald White Hart Hotel Salisbury Wiltshire 68 

Macdonald White Horse Hotel Dorking Surrey 78 

Macdonalds Black Swan Hotel Helmley North Yorkshire 62 


Page 75

Macdonalds Botley Park Hotel Golf & 

Country Club` 


Southampton Hampshire 130 

Macdonalds Brandon Hall Coventry Warwickshire 122 

Macdonalds Burford Bridge Hotel Boxhill Surrey 57 

Macdonalds Bush Hotel Farnham Surrey 83 

Old Swan Hotel Harrogate North Yorkshire 136 

Portal Golf & Country Club Tarporley Cheshire 

Savill Court Hotel Egham Surrey 185 

St Georges Hotel Llandudno Conwy 75 

The Avimore Inn Aviemore Inverness-shire 

Inverness-shire 

The Bobsleigh Hotel Hemel Hempstead Hertfordshire 56 

The Lodge Tyndall Street Cardiff 72 

The Lymm Hotel Warrington Cheshire 62 

Malmaison Hotel Group 

8 Queen Street 

Mayfair 

London 

W1X 7PH 

Tel: 0207062121 

Fax: 02074919586 

www.malmaison.com 

Dakota Hotels 


Brand Description: From Ken McCulloch - who created Malmaison, this is the first of a new chain of "budget design hotels" 

aimed at budget-conscious business travellers and road warriors. 

Future Plans: Dakota Hotels are to open a new site in Farnborough, late 2007, with other hotels planned for Edinburgh, 

Manchester, Birmingham, Leeds and Newcastle, as well as five sites in London. Intentions are to open 20 

hotels in the next two years. 


Dakota - Forthbridge Forthbridge 132 

Dakota - Nottingham Annesley Nottingham 92 

Dakota Eurocentral Motherwell Nr Glasgow 92 

Mandarin Oriental Hotel Group 

Mandarin Oriental 


Brand Description: Mandarin Oriental Hotel Group is the award-winning owner and operator of some of the world's most 

prestigious hotels and resorts, currently 

operating 21 luxury hotels with a further 11 under development in 


62 


Page 76


Riviera Maya-Mexico and Hainan Island-China (2007), Barcelona, Boston and Grand Cayman (2008), 

Dallas, Chicago, Las Vegas, Macau, Marrakech and Dellis Cay (2009). In total, Mandarin Oriental now 

operates, or has under development, almost 9,000 rooms in 18 countries with 13 hotels in Asia, 13 in the 

Americas and six in Europe and North Africa. 

Future Plans: Growth strategy is to progress towards operating 10,000 rooms in major business centres and key leisure 

destinations around the world. 


Mandarin Oriental London 198 

Marriott Hotels (UK) 

Bowater House West 

8th Floor 

114 Knightsbridge 

London 

SW1X 7XH 

Tel: 02070127000 

Fax: 02075911125 

www.marriott.com 

Courtyard By Marriott 


Brand Description: Courtyard by Marriott is the pre-eminent brand in the upper-moderate price sector with more than 550 

hotels in 10 countries. 

Future Plans: Whitbread has sold its Courtyard by Marriott business for £79m to a syndicate of private investors. 

The sites will be leased to a company in the Kew Green Hotels Group, which will run the hotels under the 

Courtyard by Marriott brand, through a franchise agreement with Marriott International. 

Marriott's president and MD for International Lodging, Ed Fuller, has identified London, Gatwick, 

Manchester and Cambridge as prime locations. 


Courtyard by Marriott Coventry Coventry Warwickshire 51 

Courtyard by Marriott Ipswich Ipswich Suffolk 60 

Courtyard by Marriott Leamington Spa Leamington Spa Warwickshire 91 

Courtyard Leeds/Bradford Bradford West Yorkshire 53 

Courtyard Lincoln Lincoln Lincolnshire 97 

Courtyard Milton Keynes Milton Keynes Buckinghamshire 49 

Courtyard Northampton Northampton Northamptonshire 104 

Courtyard Northampton West Daventry Northamptonshire 53 

Courtyard Reading Reading Berkshire 50 

Courtyard Rotherham Rotherham South Yorkshire 104 

Courtyard Slough/Windsor Slough Berkshire 150 




Page 77

Marriott 


Brand Description: In March 2005 Whitbread confirmed recent speculation by announcing the sale of its Marriott hotels to 

the brand’s US owner. 

The company has signed a joint venture with Marriott that is expected to raise at least £1bn in two years. 

Whitbread said it would receive an initial payment of £710m on 5 May. 

£400m will be returned to shareholders, with £100m being used to reduce its pension fund deficit. The 

balance will be used to pay down debt. 

Future Plans: 

Under the terms of the deal, Whitbread will have a 50/50 joint venture with Marriott to hold the hotel 

properties until sold. Marriott will operate the hotels under long-term management contracts while they 

are held by the joint venture and following their sale. 

Marriott plans to add 85,000 to 100,000 hotel rooms worldwide between 2007 and 2009, representing 5 

to 6 percent net annual compound growth. The company expects its worldwide system to encompass 

nearly 600,000 rooms by year-end 2009 


Aberdeen Marriott Aberdeen Aberdeenshire 155 

Bexleyheath Marriot Hotel Bexleyheath Kent 142 

Birmingham Marriott Birmingham West Midlands 104 

Bournemouth Highcliff Marriott Bournemouth Dorset 160 

Breadsall Priory Hotel & Country Club Derby Derbyshire 112 

Bristol Marriott Hotel, City Centre Bristol Avon 301 

Bristol Marriott Royal Hotel Bristol Avon 242 

Cardiff Marriott Hotel Cardiff South Glamorgan 184 

Cheshunt Marriott Broxbourne Hertfordshire 143 

Cheshunt Marriott Hotel Broxbourne Hertfordshire 143 

County Hall Marroitt London 200 

Dalmahoy Marriott Hotel & Country Club Edinburgh 215 

Forest Arden Hotel & Country Club Meriden Warwickshire 214 

Glasgow Marriott Hotel Glasgow Lanarkshire 300 

Goodwood Park Hotel & Country Club Chichester West Sussex 94 

Grantham Marriot Hotel Grantham Lincolnshire 89 

Grosvenor House London 446 

Grosvenor Square Marriott London 236 

Hanbury Manor Hotel & Country Club Ware Hertfordshire 161 

Heathrow Marriott Hayes Middlesex 393 

Hollins Hall Hotel & Country Club Shipley West Yorkshire 122 

Huntingdon Marriott Huntingdon Cambridgeshire 154 

Inverness Marriott Inverness Inverness-shire 82 

Kensington Marriott London 216 

Leeds Marriott Leeds West Yorkshire 244 

Leicester Marriott Hotel Leicester 227 

Liverpool Marriott - City Centre Liverpool Merseyside 146 



Page 78


Liverpool Marriott South Liverpool Merseyside 164 

London Marriott Executive Apts. West 

India Quay / Canary Wharf 

London 301 

London Marriott West India Quay Canary Wharf London 301 

Maida Vale Marriott London 237 

Manchester Airport Marriott Hotel Altrincham Cheshire 215 

Manchester Victoria and Albert Manchester Lancashire 148 

Marble Arch Marriott London 240 

Marriott - Leicester Leicester 227 

Marriott Hotel Edinburgh Edinburgh Midlothian 245 

Marriott Leicester Leicester Leicestershire 227 

Marriott London Twickenham Twickenham Middlesex 156 

Marriott Park Lane London 157 

Marriott Sprowston Manor Hotel and 

Country Club 

Norwich Norfolk 94 

Meon Valley Hotel & County Club Southampton Hampshire 113 

Newcastle Marriot Hotel Gosforth Park Newcastle upon Tyne Tyne and Wear 178 

Newcastle Marriott Hotel Metrocentre Gateshead Tyne and Wear 150 

Northampton Marriott Northampton Northamptonshire 120 

Peterborough Marriott Peterborough Cambridgeshire 163 

Portsmouth Marriott Portsmouth Hampshire 174 

Preston Marriott Preston Lancashire 149 

Regents Park Marriott London 303 

Renaissance Chancery Court London London 358 

Renaissance Derby Nottingham Hotel Normanton South Normanton Derbyshire 158 

Renaissance London Gatwick Hotel Horley Surrey 254 

Renaissance Manchester Hotel Manchester GreaterManchester 201 

Renaissance Reading Hotel Reading Berkshire 196 

Royal County Durham Marriott Durham County Durham 150 

Sheffield Marriott Sheffield South Yorkshire 114 

Slough/ Windsor Marriott Slough Berkshire 382 

St Pierre Hotel & Country Club Chepstow Gwent 148 

Sunderland Marriott Sunderland Tyne and Wear 82 

Swansea Marriott Swansea West Glamorgan 119 

Swindon Marriott Hotel Swindon Wiltshire 156 

Tudor Park Hotel & Country Club Maidstone Kent 120 

Waltham Abbey Marriott Waltham Abbey Essex 162 

Worsley Park Hotel & Country Club Manchester Lancashire 158 

York Marriott York North Yorkshire 151 




Page 79

Renaissance 


Brand Description: Renaissance is a daughter company of the Marriot brand, and sees itself as an upscale version of the 

Remada brand. 

Future Plans: 


Renaissance Chancery Court London 358 

Renaissance Derby Nottingham Hotel Normanton Derbyshire 157 

Renaissance London Gatwick Horley Surrey 254 

Renaissance London Heathrow Hounslow Middlesex 649 

Renaissance Manchester Manchester Lancashire 201 

Renaissance Reading Reading Berkshire 196 

Renaissance Solihull Birmingham West Midlands 180 

Marylebone Warwick Balfour 

1 West Garden Place 

Kendell Street 

London 

W2 2AQ 

Tel: 02077062121 

Fax: 02077068181 

www.mwb.co.uk 

Hotel Du Vin 


Brand Description: In 1994 Hotel du Vin founders Robin Hutson and Gerard Basset developed the hugely popular Hotel du 

Vin & Bistro in Winchester, Hampshire. 

Described by one journalist as “hotels with substance and wit”, they conjure up images of wonderful 

wines, great cocktails and cigars, serious showers, divine Egyptian linens and classic bistros with a twist. 

Hotel du Vin Ltd was acquired by Marylebone Warwick Balfour in October 2004. MWB is a public 

company quoted on the London Stock Exchange, and also owns the Malmaison Group of hotels. Robert 

Cook took over the role of Chief Executive of both Hotel du Vin Ltd and Malmaison in October 2004. 

Future Plans: MWB have announced plans to split up the business and give cash back to shareholders by 2007. 


Hotel du Vin - Glasgow Glasgow 35 

Hotel du Vin & Bistro - Harrogate Harrogate West Yorkshire 43 

Hotel du Vin & Bistro - Henley on Thames Henley-on-Thames Oxon 43 

Hotel du Vin & Bistro - Tunbridge Wells Tunbridge Wells Kent 34 

Hotel du Vin & Bistro - Winchester Winchester Hampshire 24 

Hotel du Vin & Bistro- Birmingham Birmingham West Midlands 66 

Hotel du Vin & Bistro- Bristol Bristol Avon 40 

Hotel du Vin and Bistro - Brighton Brighton West Sussex 37 




Page 80

Malmaison 


Brand Description: Malmaison is named after the Chateau on the outskirts of Paris. Bought by Josephine for Napoleon to 

rest after battle, the Chateau influenced the style that our Malmaison exudes today. From it's inception in 

1994, Malmaison has been the industry trailblazer in the UK lifestyle hotel market, providing 9 hotels 

across the UK. 

Future Plans: MWB has announced its plans to split the business and give cash back to shareholders by 2007. 

Malmaison has three new hotels in the pipeline: In Liverpool (2007) and Reading (2007), with sites also 

being sought in London and Dublin. 

Blackstone Group has acquired seven European Center Parcs resorts for an undisclosed fee. 

The six properties consist of two in Belgium, three in the Netherlands, and one in Germany, owned by a 

consortium of private investors. 

Pierre et Vacances will continue to lease the sites through its Center Parcs Europe business. It owns a 

further nine sites in Europe. 


Malmaison - Belfast Belfast 68 

Malmaison - Birmingham Birmingham West Midlands 189 

Malmaison - Edinburgh Edinburgh Midlothian 60 

Malmaison - Glasgow Glasgow Lanarkshire 80 

Malmaison - Leeds Leeds Yorkshire 100 

Malmaison - London London 97 

Malmaison - Manchester Manchester Lancashire 167 

Malmaison - Newcastle upon Tyne Newcastle upon Tyne Tyne and Wear 120 

Malmaison - Oxford Oxford Oxfordshire 94 

Maxwell Management 

C/o Langfords Hotel 

Third Avenue 

Hove 

BN3 2PX 

Tel: 01273738222 

Fax: 01273779426 

www.langfordshotel.com 

Richmond Hotels 


Brand Description: Richmond Hotels have recently taken over the lease of their buildings from Palmstock Hotels. 



Courtlands Hotel Hove East Sussex 67 

Imperial Hotel Hove East Sussex 75 

Langfords Hotel Hove East Sussex 60 



Page 81

Mbi Mbo Hotels 

Macnaghten House 

Compton Place 

London 

WC1H 9SD 

Tel: 02073887666 

Fax: 02073887644 

www.the-generator.co.uk 

Generator 



Brand Description: Backpackers futuristic style hotels provide basic accommodation for young or "young at heart" travellers, 

the largest of which is in the UK and the other in Berlin. 

Future Plans: Generator are looking to expland in Europe, particularly in Amsterdam, Paris, and Barcelona. 


Generator (The) London 217 

Menzies Hotels 

East Mill 

Bridgefoot 

Belper, Derbyshire 

DE56 2UA 

Tel: 01773829133 

Fax: 01773880696 

www.bookmenzies.com 

Menzies Hotels 


Brand Description: Menzies Hotels is a privately owned hotel company which owns and operates a portfolio of 15 luxury 

four star hotels. 

Their portfolio comprises prime city centre properties, luxury country house hotels and premier coastal 

resorts, where in the last four years they have invested over £24 million on refurbishment and capital 

improvements to their hotels. 

Future Plans: Menzies Hotels is will continue to expand & update their current portfolio 


Avant (The) Oldham Lancashire 103 

Barons Court Walsall West Midlands 94 

Belford Edinburgh Midlothian 146 

Cambridge Hotel & Golf Club Cambridge 136 

Carlton (The) Bournemouth Dorset 76 

East Cliff (The) Bournemouth Dorset 67 

Flintwick Manor Milton Keynes Warwickshire 18 

Leofric (The) Coventry West Midlands 94 

Menzies Glasgow Hotel Glasgow Strathclyde 141 



Page 82


Mickleover Court Hotel Derby Derbyshire 99 

Prince Regent (The) Woodford Bridge Essex 61 

Silverlink Park Newcastle upon Tyne Tyne and Wear 127 

Stourport Manor Stourport-on-Severn Worcestershire 68 

Waterside (The) Bath Avon 112 

Welcombe Hotel & Golf Course Stratford-upon-Avon Warwickshire 78 

Mill House Inns 

Berkeley House 

Falcon Close 

Quedgeley 

Gloucester 

GL2 4LY 

Tel: 01452887222 

Fax: 01452887333 

www.millhouseinns.co.uk 



Brand Description: Traditional pubs in beautiful settings offering food and welcoming families, some offering 

accommodation for both business and leisure. 



Brentwood Hotel Rotherham South Yorkshire 28 

Charnwood Arms Hotel Bardon Hill Leicestershire 34 

Chepstow Hotel (The) Chepstow Gwent 31 

Elms Hotel Retford Nottinghamshire 19 

Fairways (The) Rotherham South Yorkshire 7 

Green Man Hotel Fownhope Herefordshire 55 

Green Man Inn (The) Hereford Herefordshire 19 

Kingstown Hotel Hull East Riding of Yorkshire 33 

Mill House- Braunston (The) Daventry Northamptonshire 6 

Mill House- Lyndhurst (The) Lyndhurst Hampshire 9 

Old Station Hotel Llandudno Junction Gwynedd 13 

Potters Heron (The) Romsey Hampshire 54 

Royal Hotel Purfleet Essex 30 

Royal Hotel (The) Scunthorpe 28 

The Longshoot Hotel Nuneaton Warwickshire 47 

Village (The) Normanton West Yorkshire 40 

White Hart (The) Milton Keynes Buckinghamshire 16 

White Swan (The ) Arundal West Sussex 20 

White Swan Hotel Stratford Upon Avon Warwickshire 41 



Page 83

Millennium & Copthorne Hotels 

Copthorne Tara Hotel London Kensington 

Scarsdale Place 

London 

W8 5SR 

Tel: 02078722444 

Fax: 02078722477 

www.millenniumhotels.com 

Copthorne 



Brand Description: Millennium & Copthorne Hotels plc is a global hotel company which owns, asset manages and/or 

operates 91 hotels in 15 countries around the world. 

A downscale sister brand to Millennium Hotels & Resports, Copthorne focuses on regional rather than 

international gateway cities. 

Future Plans: We currently have new developments at Doncaster, Southampton and Sheffield which are due to open 

in 2008/9. 

Development in the UK and Ireland is mainly focussed on Management Contracts and there are a 

number of contracts in the pipeline. 


Copthorne Aberdeen Aberdeen Aberdeenshire 89 

Copthorne Birmingham Birmingham West Midlands 212 

Copthorne Cardiff Cardiff South Glamorgan 135 

Copthorne Effingham Park Effingham Park Surrey 122 

Copthorne London - Gatwick Gatwick West Sussex 227 

Copthorne London Kensington London 834 

Copthorne Manchester Manchester Lancashire 166 

Copthorne Merry Hill Dudley West Midlands 138 

Copthorne Newcastle Newcastle Tyne and Wear 156 

Copthorne Plymouth Plymouth Devon 135 

Copthorne Reading Reading Berkshire 81 

Copthorne Slough/Windsor Slough Berkshire 219 

Millennium & Copthorne Hotels at Chelsea 

Footbal Club 

Millennium 

London 291 


Brand Description: Upper upscale brand for major international cities 

Future Plans: We currently have new developments at Doncaster, Southampton and Sheffield which are due to open 

in 2008/9. 

Development in the UK and Ireland is mainly focussed on Management Contracts and there are a 

number of contracts in the pipeline. 


Millennium Bailey’s Hotel London London 212 


Page 84

Kensington 

Millennium Gloucester Hotel London 

Kensington 


London 610 

Millennium Hotel Glasgow Glasgow Strathclyde 117 

Millennium Hotel London Knightsbridge London 222 

Millennium Hotel London Mayfair London 348 

Millennium Madejski Hotel Reading Reading Berkshire 140 

Mitchells & Butlers 

27 Fleet Street 

Birmingham, West Midlands 

B3 1JP 

Tel: 08706093000 

Fax: 08701910958 

http://www.mbplc.com/ 

Innkeepers Lodge 


Brand Description: Innkeepers Lodge are a branding of hotels by Mitchells & Butlers. They offer budget convenient 

accommodation with complimentry breakfasts. 

During 2006, Innkeeper's Lodge developed their Innkeeper's Lodge Select offer for lodges alongside 

contemporary unbranded country pubs - with the quality, satisfaction and facilities you would expect 

being part of the Innkeeper's Lodge collection, these individual locations have been specially selected and 

sympathetically re-styled to enhance their local surroundings, but with a little added style and 

contemporary flair. 

These lodges are Boutique style hotels and are located at Alderley Edge, Harrogate West, Godalming & 

Tunbridge Wells 

Future Plans: 1 existing Mitchells & Butlers owned Express by Holiday Inn at Leeds East converted to Innkeeper's 

Lodge during 2006, 3 further new build Innkeeper's Lodge's were also built during 2006 at Perth, 

Plymouth and Arundel Chichester. 

Innkeeper's Lodge is always looking for new projects alongside the existing Mitchells & Butlers pub 

restaurant estate, or in conjunction with any new build projects. Primarily Innkeeper's Lodge hotels will 

be built alongside Toby Carvery, Harvester, Vintage Inn or Pub & Carvery restaurant chains. 


Ashley Park Ember Inn Walton on Thames Surrey 32 

Balloch House Vintage Inn Loch Lomond 12 

Bears Head Vintage Inn Nr Sandbach Cheshire 25 

Black Bull Sizzling Pub Co. York 40 

Black Lion Harvester Brighton East Sussex 17 

Bulls Head Pub Coventry 13 

Castle Vintage Inn Hope Valley Derbyshire 15 

Cheshire Cat Vintage Inn Chester 14 

Church Mouse Vintage Inn Durham 21 

Colney Fox Vintage Inn St Albans Hertfordshire 13 

Commodore Vintage Inn Helensburgh 44 

Cow & Calf Vintage Inn Ilkley Yorkshire 14 

Duck Inn Vintage Inn Aylesbury 11 


Page 85


Dun Cow Vintage Inn Rugby 16 

Falcons Nest Vintage Inn Newcastle 53 

Five Bells Vintage Inn Aylesbury 16 

Fleet Harvester Fleet 40 

Fox House Vintage Inn Sheffield South Yorkshire 10 

Foxglove Vintage Inn Huddersfield 23 

Glover Arms Vintage Inn Perth 53 

Hand & Sceptre Pub Southborough Kent 14 

Hawes Inn Vintage Inn Edinburgh 14 

Hedgehog Vintage Inn Lichfield Staffordshire 9 

Herons Nest Vintage Inn Solihull West Midlands 11 

Inn on the Lake Pub Godolming Surrey 14 

Jack Rabbit Vinatge Inn Plymouth 75 

Kestral Vintage Inn Knaresborough North Yorks 10 

Kings Head Vintage Inn Wellesbourne Warwickshire 9 

Kingswinford Harvester Kingswinford West Midlands 22 

Northolt Harvester Northolt Middlesex 21 

Oatlands Chaser Pub Weybridge Surrey 19 

Old Gate Vintage Inn Canterbury Kent 9 

Old Stable Vintage Inn Arundel West Sussex 40 

Red Cow Vintage Inn Leicester 31 

Red Deer Vintage Inn Glasgow 57 

Rowlands Castle Harvester Rowlands Castle 21 

Snowy Owl Vintage Inn Cramlington Northumberland 18 

St George & Dragon Vintage Inn Exeter 21 

The Merlin Pub Alderley Edge Cheshire 10 

The Pine Martin Pub Harrogate Yorkshire 12 

The Swan Pub & Carvery Birmingham 33 

Three Jolly Wheelers Vintage Inn Woodford Green 34 

Toby Carvery Aigburth Liverpool 33 

Toby Carvery Bessecarr Doncaster 25 

Toby Carvery Binley Coventry 40 

Toby Carvery Borehamwood Borehamwood Hertfordshire 55 

Toby Carvery Bruntcliffe Leeds 32 

Toby Carvery Chadderton Park Inn Oldham 30 

Toby Carvery Chaddesden Chaddesden Derby 29 

Toby Carvery Cooper Dean Bournemouth 28 

Toby Carvery East Hunsbury Northampton 51 

Toby Carvery Eden Park Beckenham Kent 24 

Toby Carvery Edinburgh West Edinburgh 28 

Toby Carvery Frimley Frimley Surrey 43 


Page 86


Toby Carvery Goldington Bedford 47 

Toby Carvery Heaton Chapel Stockport 22 

Toby carvery Hilsea Portsmouth 33 

Toby Carvery Hoole Village Chester 36 

Toby Carvery Keighley Keighley Yorkshire 43 

Toby Carvery Kenton Bank Newcastle-upon-Tyne 30 

Toby Carvery Langley Slough Berkshire 57 

Toby Carvery Lowton Village Warrington 58 

Toby Carvery Marlbrook Bromsgrove 29 

Toby Carvery Old Windser Old Windsor Berkshire 15 

Toby Carvery Oulton Leeds 77 

Toby Carvery Quinton Birmingham 24 

Toby Carvery Redhill Redhill Surrey 37 

Toby Carvery Rhoose Cardiff 29 

Toby Carvery Roborough Plymouth 40 

Toby Carvery Round Spinney Northampton 31 

Toby Carvery Runwell Village Wickford Essex 24 

Toby Carvery Sheldon Birmingham 84 

Toby Carvery Shenley Church End Milton Keynes 50 

Toby Carvery Snaresbrook London 24 

Toby Carvery South Croyden South Croyden Surrey 30 

Toby Carvery Stoneycroft Liverpool 21 

Toby Carvery Strathclyde Park Motherwell 28 

Toby Carvery Streetly Sutton Coldfield 66 

Toby Carvery Trentham Village Stoke on Trent Staffordshire 31 

Toby Carvery Whitchurch Cardiff 52 

Toby Carvery Willerby Village Hull 32 

Toby Carvery Willingdon Drove Eastbourne East Sussex 42 

Toby Carvery Wollaton Park Nottingham 34 

Wheatsheaf Ember Inn Woking 34 

Whit Hart Vintage Inn Beaconsfield Buckinghamshire 31 

White Rabbit Vintage Inn Maidstone Kent 12 

Ye Olde Cherry Tree Vintage Inn London 




Page 87

Modern Hotels 

C/o Metropole Hotel 

Roseville Street 

JE1 4HE 

Tel: 01534874666 

Fax: 01534730639 

www.modernhotels.com 

Modern Hotels 

Brand Description: Holiday hotels on the island of Jersey. 


Future Plans: The Mayfair Hotel is closed until the end of March 2007 when it re-opens it will also become a 3 Sun 

Graded Hotel like the Metropole Hotel. 


Mayfair Hotel Jersey Channel Islands 228 

Metropole Hotel Jersey Channel Islands 145 

Morgans Hotel Group 

237 Madison Ave 

New York 

10016 

Tel: 0012126860300 

Fax: 0012127798352 

www.morganshotelgroup.com 

Morgans Hotels 


Brand Description: New hotels designer boutique five star hotels from Ian Schrager, with emphasis on design and elegance. 

Future Plans: 


Sanderson London 150 

St Martins Hotel London 204 

Morvan Hotels 

Rouge Boulton House 

St Helier, Jersey 

JE2 3ZB 

Tel: 01534873006 

Fax: 01534873804 

www.morvanhotels.com 




Page 88

Myhotel 

Morvan Family Hotels 


Brand Description: Morvan Family Hotels has offered two and three star holiday accomodation on Jersey over the last 45 

years. 

Today, Morvan Family Hotels offers six completely different hotels, all aimed at family holidays and 

leisure breaks. You can holiday on the coast, in the town or in a more rural setting. You can also choose 

between a lively family hotel or a more sedate hotel. 

Future Plans: 

All hotels are within the two and three "Sun" gradings - these being awarded annually after inspection by 

Jersey Tourism. 

No future plans to expand 


Best Western Royal Hotel Jersey Channel Islands 87 

Fort d'Auvergne Hotel Jersey Channel Islands 65 

Montery Hotel Jersey Channel Islands 73 

Norfolk Lodge Hotel St. Helier Jersey 106 

Samares Coast Hotel St. Helier Jersey 52 

Uplands Hotel Jersey Channel Islands 43 

11/13 Bayley Street 

38 Bedford Square 

London 

WC1B 3EL 

Tel: 02076676000 

Myhotel 


Brand Description: Myhotels is a contemporary lifestyle boutique hotel concept developed in the mid 90's, promoting the 

concept of tranquility and relaxation using Feng Shui. 

Future Plans: At myhotels we are continually inventing and innovating our dynamic brand. 


Myhotel: Bloomsbury London 78 

Myhotel: Brighton Brighton East Sussex 81 

Myhotel: Chelsea London 45 

New Forest Hotels plc 

The Lodge 

Pikes Hill 

Lyndhurst, Hampshire 

SO43 7AS 

Tel: 02380283717 

Fax: 02380283719 

www.newforesthotels.co.uk 




Page 89

New Forest Hotels 

Brand Description: Country house hotels offering full conference, banqueting and leisure activities. 


Future Plans: The Forest Lodge Hotel will be shut for three months during the Winter whilst under goign a major 

refurbisment. Thsi will include a new hotel entrance and lobby, new function suite, restaurant and 

refurbished bedrooms. 


Bartley Lodge Hotel Southampton Hampshire 31 

Beaulieu Hotel Lyndhurst Hampshire 23 

Forest Lodge Lyndhurst Hampshire 28 

Moorhill House Hotel Ringwood Hampshire 31 

North American Country Inns 

235 Mongomery Street 

Suite 750 

San Francisco, California 

www.romanticplaces.com 

Romantic Places 


Brand Description: Small hotels with an emphasis on luxury, romance and personal serivce. 

Future Plans: 

The President of Romantic Places also owns North American Country Inns. 


Amberley Castle Nr Arundel West Sussex 19 

Ballathie House Hotel by Stanley Perthshire 42 

Burgh Island Hotel Bigbury-on-Sea Devon 14 

Channings Edinburgh 41 

Culledon House Hotel Inverness Inverness-shire 28 

Endsleigh Tavistock Devon 16 

Esseborne Manor Nr Andover Hampshire 15 

Gravetye Manor Nr East Grinstead West Sussex 18 

Hafod Nr Haplech 4 

Holbeck Ghyll Windmere 23 

Hotel Tresanton St Mawes Cornwall 29 

Hunstrete House Bath Avon 26 

Lake Vyrnwy Hotel Llandwddyn 35 

Maison Talbooth Colchester Essex 10 

Taychreggan Hotel Taynuilt Argyll 19 

The Howard Edinburgh 15 



Page 90

Park Plaza Hotels Europe 

12 David Mews 

London 

W1U 6EG 

Tel: 02070344800 

Fax: 02070344819 

Park Plaza Hotels 


Brand Description: Park Plaza Hotels & Resorts is a four star brand located in good downtown locations. They are a part of 

Carlson Hospitality Worldwide. Carlson Hospitality Worldwide encompasses more than 1,660 hotel, 

resort, restaurant and cruise ship operations in 82 countries. 

Among the names in the Carlson family of brands and services are: Carlson Marketing Group, Carlson 

Wagonlit Travel, Regent International Hotels, Radisson Hotels & Resorts, Country Inns & Suites By 

Carlson, Park Inn, Results Travel, Cruise Holidays, Radisson Seven Seas Cruises and T.G.I. Friday's 

restaurants. 

Future Plans: Park Plaza are in the process of contructing two new hotels in London; The County Hall Park Plaza 

(395rooms) is scheduled to open in 2008, and the Westminster Bridge Park Plaza (930 rooms) is planned 

for 2010. 


Leeds Park Plaza Leeds Yorkshire 186 

Nottingham Park Plaza Nottingham Nottinghamshire 178 

Park Plaza Belfast Belfast 106 

Park Plaza Cardiff Cardiff 129 

Riverbank Park Plaza London 394 

Sherlock Holmes Hotel London 119 

Victoria Park Plaza London 287 

Paten Hotels 

The Maltings 

Aldermans Drive 

Peterborough 

PE3 6AS 

Tel: 01733313620 

Fax: 01733552335 

www.patenhotels.co.uk 

Paten Hotels 


Brand Description: Paten Hotels are a small, privately owned group of good quality 3 and 4 star hotels located in the South 

East and Midlands. 

Future Plans: Following the completion of a new wing of 45 bedrooms and a conference centre at the Langstone Hotel 

during 2006 the group plans further investment in 2007 with a refurbishment of the lounge bar, 

restaurant and a wing of executive bedrooms at the Marks Tey Hotel, Colchester. 


Bedford Swan Hotel Bedford Bedfordshire 113 

Best Western Grosvenor Hotel Stratford-upon-avon Warwickshire 73 



Page 91

Peel Hotels 


Langstone Hotel (The) Hayling Island Hampshire 148 

Marks Tey Hotel Colchester Essex 110 

19a Warwick Avenue 

Maida Vale 

London 

W9 2PS 

Tel: 02072866823 

Fax: 02072895746 

www.peelhotel.com 

Permira 

Peel Hotels 


Brand Description: Peel Hotels are a collection of smaller hotels that were previously part of Thistle Hotels. 

Future Plans: Peel Hotels are constantly renovating their current hotels 


Avon Gorge Bristol Avon 76 

Bull Hotel Peterborough Cambridgeshire 118 

Caledonian Newcastle upon Tyne Tyne and Wear 89 

Crown & Mitre Carlisle Cumbria 94 

George (The) Wallingford Oxfordshire 39 

Golden Lion Leeds Yorkshire 89 

King Malcolm Hotel Dunfermline Fife 48 

Midland Hotel Bradford West Yorkshire 90 

Strathdon Nottingham Nottinghamshire 68 

Travelodge 


Brand Description: As the first budget hotel brand to launch in the UK in 1985, Travelodge currently has approximately 296 

sites across the UK in city centres, near attractions and airports or 308 hotels including its franchised 

hotels in Ireland and Spain. Now owned by VC group Permira. Second largest brand in the UK. 

Future Plans: In December 2006 Travelodge announced a coastal town opening programme for 2007 which will help to 

regenerate traditional English seaside resorts. 10 new hotels from the Isle of Wight to Blackpool will be 

opened to add 800 rooms to the Travelodge estate. 

In 2007 Travelodge plan to open a new hotel every nine days, locations include: Heathrow terminal 4 & 5, 

Luton, Swindon, Glastonbury, London Euston, London City Road, Eastbourne, Holyhead, Blackpool, 

Redditch and Windsor. 



Page 92


In the lead up to Christmas (2006) Travelodge opened 16 new hotels and 

created over 400 new jobs Travelodge are opening their largest hotel to date in 2007 - a 392-room hotel 

located in the heart of London on City Road. The building was the former head office for Singer. 


Travelodge Aberdeen Airport Aberdeen 40 

Travelodge Aberdeen Bucksburn Aberdeen Aberdeenshire 48 

Travelodge Aberdeen Central Aberdeen Aberdeenshire 97 

Travelodge Alferton Alfreton Derbyshire 60 

Travelodge Alton Four Marks Alton Hampshire 31 

Travelodge Amesbury Stonehenge Amesbury Wiltshire 48 

Travelodge Arundel Fontwell Hotel Fontwell, Nr Arundel Arundel 62 

Travelodge Ashford Ashford Kent 67 

Travelodge Ashton Under lyne Ashton-Under-Lyne 62 

Travelodge Ayr Hotel Ayr 56 

Travelodge Baldock Hinxworth Baldock Hertfordshire 40 

Travelodge Bangor Bangor Gwynedd 62 

Travelodge Barnsley Barnsley South Yorkshire 32 

Travelodge Barnstaple Hotel Barnstaple Devon 

Travelodge Barrow in Furness Hotel Barrow in Furness 40 

Travelodge Barton Mills Bury St. Edmunds Suffolk 40 

Travelodge Barton Stacey Barton Stacey Hampshire 20 

Travelodge Basildon Basildon Essex 60 

Travelodge Basingstoke Basingstoke Hampshire 32 

Travelodge Bath Central Bath Avon 66 

Travelodge Beckington Frome Somerset 40 

Travelodge Bedford Bedford Bedfordshire 40 

Travelodge Bedford Marston Moretaine Bedford Bedfordshire 40 

Travelodge Bedford Wyboston Bedford Bedfordshire 40 

Travelodge Belfast Central Belfast County Antrim 83 

Travelodge Berwick upon Tweed Hotel Berwick Berwick upon Tweed 40 

Travelodge Bicester Cherwell Valley Cherwell Valley Bicester 98 

Travelodge Billingshurst Five Oaks Billingshurst West Sussex 26 

Travelodge Birmingham Central Birmingham West Midlands 136 

Travelodge Birmingham Dudley Brierley Hill West Midlands 32 

Travelodge Birmingham Five Ways Birmingham West Midlands 74 

Travelodge Birmingham Fort Dunlop Hotel Erdington Birmingham 100 

Travelodge Birmingham Frankley Birmingham West Midlands 62 

Travelodge Birmingham Hilton Park Birmingham West Midlands 63 

Travelodge Birmingham Maypole Birmingham 60 

Travelodge Birmingham Oldbury Oldbury West Midlands 33 

Travelodge Birmingham Sutton Coldfield Sutton Coldfield West Midlands 32 



Page 93


Travelodge Birmingham Walsall Birmingham West Midlands 96 

Travelodge Birmingham Yardley Birmingham West Midlands 40 

Travelodge Blackburn Blackburn Lancashire 35 

Travelodge Blyth Blyth Nottinghamshire 39 

Travelodge Bolton West Bolton Lancashire 32 

Travelodge Bournemouth Bournemouth 107 

Travelodge Bracknell Bracknell Berkshire 35 

Travelodge Bradford Bradford West Yorkshire 48 

Travelodge Brentwood Brentwood Essex 22 

Travelodge Bridgend Pencoed Bridgend Mid Glamorgan 40 

Travelodge Bridgwater Bridgewater Somerset 29 

Travelodge Brighton Brighton West Sussex 94 

Travelodge Bristol Central Bristol Avon 119 

Travelodge Bristol Cribbs Causeway Hotel Bristol Avon 56 

Travelodge Bristol Severn View Aust Avon 50 

Travelodge Buckingham Buckingham Buckinghamshire 40 

Travelodge Burford Cotswolds Hotel Burford Oxfordshire 40 

Travelodge Burnley Burnley Lancashire 32 

Travelodge Burton A38 Northbound Burton Staffordshire 20 

Travelodge Burton A38 Southbound Burton Staffordshire 40 

Travelodge Burton M6 Northbound Hotel Burton in Kendall Burton 47 

Travelodge Bury Bury 54 

Travelodge Camberley Camberley 66 

Travelodge Cambridge Central Cambridge Cambridgeshire 120 

Travelodge Cambridge Fourwentways Cambridge Cambridgeshire 40 

Travelodge Cambridge Lolworth Cambridge Cambridgeshire 20 

Travelodge Cambridge Swavesey Cambridge Cambridgeshire 36 

Travelodge Canterbury Dunkirk Hotel Dunkirk Canterbury 40 

Travelodge Canterbury Whitstable Faversham Kent 40 

Travelodge Cardiff Central Cardiff South Glamorgan 100 

Travelodge Cardiff Llanedeyrn Cardiff South Glamorgan 32 

Travelodge Cardiff M4 Hotel Cardiff South Glamorgan 32 

Travelodge Carlisle M6 Hotel Carlisle Cumbria 39 

Travelodge Carlisle Todhills Hotel Todhills Cumbria 40 

Travelodge Caterham Whyteleafe Caterham 60 

Travelodge Cheltenham Cheltenham Gloucestershire 106 

Travelodge Chessington Tolworth Hotel Tolworth London 220 

Travelodge Chester Northop Hall Hotel Northop Hall 40 

Travelodge Chesterfield Chesterfield Derbyshire 20 

Travelodge Chichester Emsworth Hotel Chichester West Sussex 36 

Travelodge Chippenham Leigh Delamere Leigh Delamere Wiltshire 69 



Page 94

M4 Eastbound Hotel 

Travelodge Chippenham Leigh Delamere 

M4 Westbound Hotel 


Leigh Delamere Chippenham 70 

Travelodge Cirencester Cirencester Gloucestershire 43 

Travelodge Colchester Feering Colchester Essex 39 

Travelodge Crewe Crewe 46 

Travelodge Crewe Barthomley Crewe Cheshire 42 

Travelodge Dartford Dartford Kent 65 

Travelodge Derby Derby Derbyshire 43 

Travelodge Derry Derry County Derry 90 

Travelodge Doncaster Doncaster South Yorkshire 40 

Travelodge Doncaster M18/M180 Doncaster South Yorkshire 41 

Travelodge Dorking Dorking Surrey 54 

Travelodge Droitwich Droitwich Hereford & Worcester 32 

Travelodge Dumbarton Dumbarton Dunbartonshire 32 

Travelodge Dumfries Dumfries Dumfriesshire 40 

Travelodge Dundee Dundee Tayside 30 

Travelodge Dundee Central Dundee 48 

Travelodge Dunfermline Dunfermline 50 

Travelodge Dunstable Hockliffe Hotel 

Leighton Buzzard 

Hockcliffe Leighton Buzzard 28 

Travelodge Durham Durham County Durham 57 

Travelodge Edinburgh Central Edinburgh Midlothian 193 

Travelodge Edinburgh Dreghorn Edinburgh Midlothian 72 

Travelodge Edinburgh Musselburgh Musselburgh Midlothian 45 

Travelodge Ely Ely Cambridgeshire 39 

Travelodge Exeter M5 Exeter Devon 75 

Travelodge Feltham Feltham Middlesex 115 

Travelodge Gateshead Newcastle upon Tyne 60 

Travelodge Gatwick Airport, Crawley Gatwick West Sussex 186 

Travelodge Glasgow Airport Paisley Strathclyde 98 

Travelodge Glasgow Central Glasgow Strathclyde 93 

Travelodge Glasgow Paisley Road Glasgow Strathclyde 100 

Travelodge Glastonbury Glastonbury Somerset 

Travelodge Glenrothes Glenrothes Perthshire 50 

Travelodge Grantham A1 Grantham Lincolnshire 40 

Travelodge Grantham Colsterworth Hotel Colsterworth Grantham 30 

Travelodge Grantham South Witham Hotel South Witham Grantham 32 

Travelodge Great Yarmouth, Acle Great Yarmouth Norfolk 40 

Travelodge Guildford Guildford 152 

Travelodge Halifax Halifax West Yorkshire 52 

Travelodge Halkyn Holywell Clwyd 31 


Page 95


Travelodge Harlow Harlow Essex 90 

Travelodge Harlow North Weald Harlow Hertfordshire 60 

Travelodge Harrogate Harrogate Yorkshire 46 

Travelodge Hartlebury Hartlebury Worcestershire 32 

Travelodge Hastings Hastings 46 

Travelodge Hatfield Central Hatfield 120 

Travelodge Haydock, St Helens St. Helens Merseyside 62 

Travelodge Hayle Hotel Hayle Cornwall 39 

Travelodge Heathrow M4 Eastbound Hounslow Middlesex 145 

Travelodge Heathrow M4 Westbound Hounslow Middlesex 300 

Travelodge Hellingly Eastbourne Hailsham East Sussex 58 

Travelodge Hemel Hempstead Hemel Hempstead Hertfordshire 53 

Travelodge Hickstead Hickstead West Sussex 55 

Travelodge Huddersfield Mirfield Mirfield Yorkshire 32 

Travelodge Hull South Cave Hotel Hull East Riding of Yorkshire 40 

Travelodge Huntingdon Fenstanton Fenstanton Cambridgeshire 53 

Travelodge Ilminster Ilminster Somerset 32 

Travelodge Inverness Inverness Inverness-shire 33 

Travelodge Inverness Fairways Inverness 80 

Travelodge Ipswich Beacon Hill Ipswich Suffolk 40 

Travelodge Ipswich Capel St Mary Hotel Ipswich Suffolk 32 

Travelodge Ipswich Stowmarket Stowmarket Suffolk 40 

Travelodge Kendal Kendal Cumbria 

Travelodge Kettering Kettering Northants 40 

Travelodge Kettering Thrapston Hotel Thrapston 40 

Travelodge Kilmarnock Kilmarnock East Ayrshire 40 

Travelodge Kings Lynn, Long Sutton Spalding Lincolnshire 40 

Travelodge Kingston upon Thames Kingston upon Thames 72 

Travelodge Kinross Kinross Perthshire 35 

Travelodge Knutsford M6 Knutsford Cheshire 54 

Travelodge Knutsford Tabley Knutsford Cheshire 32 

Travelodge Lancaster M6 Lancaster Lancashire 53 

Travelodge Leatherhead Leatherhead Surrey 91 

Travelodge Leeds Bradford Airport Leeds Yorkshire 48 

Travelodge Leeds Central Leeds Yorkshire 100 

Travelodge Leeds Colton Leeds Yorkshire 60 

Travelodge Leeds Vicar Lane Leeds Yorkshire 127 

Travelodge Leicester Central Leicester Leicestershire 95 

Travelodge Leicester Markfield Leicester Leicestershire 60 

Travelodge Leicester Thrussington Thrussington Leicestershire 32 

Travelodge Lincoln Thorpe on the Hill Lincoln Lincolnshire 32 


Page 96

Hotel 


Travelodge Liphook Liphook Hampshire 40 

Travelodge Littlehampton Rustington 


Littlehampton West Sussex 36 

Travelodge Liverpool Central Liverpool Merseyside 105 

Travelodge Liverpool Docks Hotel Liverpool Merseyside 40 

Travelodge Livingston Livingston West Lothian 51 

Travelodge Llanelli Cross Hands Llanelli Carmarthenshire 32 

Travelodge London Battersea Hotel London 120 

Travelodge London City Airport London 155 

Travelodge London Covent Garden London 163 

Travelodge London Docklands London 232 

Travelodge London Farringdon London 211 

Travelodge London Ilford Ilford Essex 91 

Travelodge London Ilford Gants Hill Ilford Essex 32 

Travelodge London Kew Bridge London 111 

Travelodge London Kings Cross London 140 

Travelodge London Kings Cross Royal Scot London 409 

Travelodge London Liverpool Street Hotel London 142 

Travelodge London Marylebone London 92 

Travelodge London Park Royal London 64 

Travelodge Ludlow Ludlow 42 

Travelodge Ludlow Wooferton Ludlow Shropshire 32 

Travelodge Luton Luton 

Travelodge Lutterworth Lutterworth Leistershire 40 

Travelodge Macclesfield Adlington Hotel Macclesfield Lancashire 32 

Travelodge Manchester Airport Manchester 202 

Travelodge Manchester Ancoats Manchester 117 

Travelodge Manchester Birch M62 

Eastbound 

Travelodge Manchester Birch M62 

Westtbound 

Heywood Lancashire 90 

Heywood Lancashire 35 

Travelodge Manchester Central Manchester Lancashire 171 

Travelodge Manchester Didsbury Manchester Lancashire 62 

Travelodge Manchester Sportcity Gortoin Hyde 90 

Travelodge Manchester Trafford Park Manchester 54 

Travelodge Mansfield Mansfield 51 

Travelodge Margate Westwood Thanet 

Travelodge Medway M2 Gillingham Kent 58 

Travelodge Middlewich Middlewich Cheshire 32 

Travelodge Milton Keynes Central Milton Keynes Buckinghamshire 80 

Travelodge Milton Keynes Old Stratford Milton Keynes Buckinghamshire 45 



Page 97



Travelodge Monmouth Monmouth Monmouthshire 42 

Travelodge Newark North Muskham Newark Nottinghamshire 30 

Travelodge Newbury Chieveley Newbury Berkshire 64 

Travelodge Newbury Tot Hill Newbury Berkshire 40 

Travelodge Newcastle Central Newcastle Tyne and Wear 120 

Travelodge Newcastle Seaton Burn Newcastle Tyne and Wear 40 

Travelodge Newcastle Whitemare Pool Newcastle Tyne and Wear 71 

Travelodge Newport Magor Hotel Caldicot Magor 43 

Travelodge Northampton Upton Way Northampton Northamptonshire 62 

Travelodge Norwich Central Norwich 100 

Travelodge Norwich Cringleford Norwich Norfolk 62 

Travelodge Nottingham Central Nottingham 114 

Travelodge Nottingham EM Airport Derby 80 

Travelodge Nottingham Riverside Nottingham Nottinghamshire 61 

Travelodge Nottingham Trowell Nottingham Nottinghamshire 35 

Travelodge Nuneaton Nuneaton Warwickshire 40 

Travelodge Nuneaton Bedworth Hotel Bedworth Nuneaton 40 

Travelodge Okehampton Sourton Cross Okehampton Devon 42 

Travelodge Okehampton Whiddon Down Okehampton Devon 40 

Travelodge Oldham Oldham Lancashire 50 

Travelodge Oswestry Oswestry Shropshire 40 

Travelodge Oxford Peartree Oxford Oxfordshire 120 

Travelodge Oxford Wheatley Hotel Oxford Oxfordshire 80 

Travelodge Pembroke Dock Pembroke Dock 51 

Travelodge Penrith Penrith Cumbria 54 

Travelodge Perth Broxden Junction Perth Perthshire 88 

Travelodge Peterborough Alwalton Peterborough Cambridgeshire 32 

Travelodge Peterborough Eye Green Peterborough Cambridgeshire 42 

Travelodge Plymouth Plymouth Devon 96 

Travelodge Pontefract Ferrybridge Knottingley Yorkshire 35 

Travelodge Portsmouth Portsmouth Hampshire 78 

Travelodge Preston Central Preston 72 

Travelodge Preston, Chorley Chorley Lancashire 40 

Travelodge Reading Central Reading Berkshire 80 

Travelodge Reading M4 Eastbound Reading Berkshire 86 

Travelodge Reading M4 Westbound Reading Berkshire 100 

Travelodge Reading Whitley Reading Berkshire 36 

Travelodge Retford Markham Moor Retford Nottinghamshire 40 

Travelodge Ringwood Ringwood Hampshire 36 

Travelodge Rugby Dunchurch Dunchurch Warwickshire 40 



Page 98


Travelodge Rugeley Rugeley Staffordshire 32 

Travelodge Saltash Saltash Cornwall 31 

Travelodge Scotch Corner A1 Southbound Scotch Corner North Yorkshire 50 

Travelodge Scotch Corner Skeeby Hotel Skeeby North Yorkshire 30 

Travelodge Scunthorpe Scunthorpe 40 

Travelodge Segdefield Stockton-on-Tees County Durham 62 

Travelodge Sheffield Central Sheffield Yorkshire 114 

Travelodge Sheffield Richmond Hotel Sheffield South Yorkshire 60 

Travelodge Shrewsbury Battlefield Shrewsbury 41 

Travelodge Shrewsbury Bayston Hill Hotel Shrewsbury 40 

Travelodge Skipton Skipton North Yorkshire 32 

Travelodge Sleaford Sleaford Lincolnshire 40 

Travelodge Slough Slough Berkshire 156 

Travelodge Southampton Southampton Hampshire 52 

Travelodge Southampton Eastleigh Eastleigh Hampshire 32 

Travelodge Southend on Sea Southend on Sea Essex 56 

Travelodge St Austell St Austell 67 

Travelodge St Clears, Carmarthen Carmarthen Wales 32 

Travelodge Stafford Stone Staffordshire 49 

Travelodge Staines Staines Middlesex 65 

Travelodge Stirling Stirling Stirlingshire 37 

Travelodge Stoke Talke Stoke-on-trent Staffordshire 62 

Travelodge Stonehouse Stroud Gloucestershire 40 

Travelodge Stoney Cross Lyndhurst Lyndhurst Hampshire 32 

Travelodge Stratford Alcester Hotel Stratford Warwickshire 40 

Travelodge Sunderland Central Hotel Sunderland Tyne and Wear 40 

Travelodge Swansea Central Swansea 

Travelodge Swansea M4 Swansea West Glamorgan 50 

Travelodge Swindon Central Swindon 

Travelodge Tamworth Tamworth Staffordshire 62 

Travelodge Taunton Taunton Somerset 48 

Travelodge Telford Shawbirch Shawbirch Telford 40 

Travelodge Thame Hotel Thame Oxfordshire 31 

Travelodge The Regent Hotel Leamington Spa Warwickshire 54 

Travelodge Thurrock M25 West Thurrock Essex 48 

Travelodge Tiverton Tiverton Devon 40 

Travelodge Toddington Toddington Bedfordshire 66 

Travelodge Towcester Silverstone Towcester Northamptonshire 33 

Travelodge Uppingham Morcott Uppingham Leicestershire 40 

Travelodge Uttoxter Uttoxeter Staffordshire 32 

Travelodge Wakefield Woolley Edge M1 Wakefield West Yorkshire 32 



Page 99

Northbound 

Travelodge Wakefield Woolley Edge M1 

Southbound 


Wakefield West Yorkshire 42 

Travelodge Warminster Warminster Wiltshire 119 

Travelodge Warrington Warrington Cheshire 63 

Travelodge Warrington Lymm Services Lymm Cheshire 40 

Travelodge Washington A1 Sth Portobello Washington 30 

Travelodge Washington A1 Nth Portobello Washington 31 

Travelodge Watford Central Watford 97 

Travelodge Wellingborough Rushden Hotel Wellingborough Northamptonshire 40 

Travelodge Wembley London 168 

Travelodge Widnes Widnes Cheshire 32 

Travelodge Wimbledon Morden Hotel London Surrey 32 

Travelodge Winchester Sutton Scotney 

A34 Northbound 

Travelodge Winchester Sutton Scotney 

A34 Southbound Hotel 

Winchester 40 

Winchester 40 

Travelodge Wirral Eastham Wirral Merseyside 31 

Travelodge Worcester Hotel Worcester 92 

Travelodge Worksop Worksop Nottinghamshire 40 

Travelodge Wrexham Wrexham Clwyd 32 

Travelodge Yeovil Podimore Yeovil Devon 31 

Travelodge York Central York West Yorkshire 23 

Travelodge York Tadcaster York North Yorkshire 62 

Portland Hotels (Previously Aristo Hotels) 

The Portland Suite 

Edinburgh Capital Hotel 

187 Clermiston Road 

Edinburgh 

EH12 6UG 

Tel: 01315289966 

Fax: 01315289967 

www.portlandhotelmanagement.com 

Portland Hotels 


Brand Description: Five hotels in Scotland, in four destinations, offer a choice of city and country house hotels for leisure 

and business in comfortable Scottish style. 

Future Plans: No future plans at the moment 


Best Western Edinburgh City Hotel Edinburgh Lothian 52 

Edinburgh Capital House Edinburgh Lothian 111 



Page 100


Glasgow Pond Hotel Glasgow 137 

Huntingtower Hotel Perth Perthshire 34 

Piersland House Hotel Troon Ayrshire 30 

Speedbird Inn Aberdeen Aberdeenshire 160 

Prima Hotels 

Prima Hotels 


Brand Description: A collection of upscale hotels in South Yorkshire, Cheshire and Leicestershire. 

Future Plans: 


Hellaby Hall Hotel Rotherham South Yorkshire 90 

Quorn Country Hotel Loughborough Leicestershire 30 

Royal Terrace Hotel Edinburgh Midlothian 108 

Stanneylands Hotel Wilmslow Cheshire 31 

Prince Hotels 

Prince Hotels 


Brand Description: Prince Hotels are operated by Choice Hotels as Quality Hotels and Comfort Inn hotels. 

Future Plans: 


Comfort Inn Birmingham Birmingham West Midlands 40 

Quality Hotel Birmingham North Walsall West Midlands 96 

Quality Hotel Coventry Coventry West Midlands 80 

Quality Hotel Leeds/Selby Fork Leeds 97 

Quality Hotel Stoke Stoke-on-Trent 136 




Page 101

Princeton Hotels & Leisure 

Crimson Hotels 


Brand Description: As a collection of hotels designed for both business and pleasure, Crimson Hotels is a fast-growing hotel 

group now with properties in key locations in the UK, Portugal and UAE. 

Future Plans: 


Allesley Hotel Coventry Coventry West Midlands 90 

Comfort Heathrow Hayes Middlesex 184 

Comfort Hotel Harrow Harrow Middlesex 73 

Quality Hotel Gatwick Crawley West Sussex 246 

Quality Hotel Heathrow Slough 100 

Quality Hotel Reading Reading Berkshire 96 

Punch Taverns(PTL) 

Jubilee House 

Second Avenue 

Burton Upon Trent, Staffordshire 

DE14 2WF 

Tel: 01283501600 

Fax: 01283501805 

www.punchpubs.co.uk 



Brand Description: Traditional pubs in beautiful settings offering food and welcoming families, some offering 

accommodation for both business and leisure. 



Brentwood Hotel Rotherham South Yorkshire 28 

Charnwood Arms Hotel Bardon Hill Leicestershire 34 

Chepstow Hotel (The) Chepstow Gwent 31 

Elms Hotel Retford Nottinghamshire 19 

Fairways (The) Rotherham South Yorkshire 7 

Green Man Hotel Fownhope Herefordshire 55 

Green Man Inn (The) Hereford Herefordshire 19 

Kingstown Hotel Hull East Riding of Yorkshire 33 

Mill House- Braunston (The) Daventry Northamptonshire 6 

Mill House- Lyndhurst (The) Lyndhurst Hampshire 9 



Page 102

Q Hotels 


Old Station Hotel Llandudno Junction Gwynedd 13 

Potters Heron (The) Romsey Hampshire 54 

Royal Hotel Purfleet Essex 30 

Royal Hotel (The) Scunthorpe 28 

The Longshoot Hotel Nuneaton Warwickshire 47 

Village (The) Normanton West Yorkshire 40 

White Hart (The) Milton Keynes Buckinghamshire 16 

White Swan (The ) Arundal West Sussex 20 

White Swan Hotel Stratford Upon Avon Warwickshire 41 

Wellington House 

Cliffe Park 

Bruntcliffe Road 

Leeds 

LS27 0RY 

Tel: 01132898989 

Fax: 01132898955 

http://www.qhotels.co.uk 

Marston Hotels 


Brand Description: W J Marston's first venture into the hotel industry was when four derelict coastguard cottages were 

demolished and the Stade Court hotel was built in Hythe, Kent. 

Future Plans: It's business as usual following our acquisition by QHotels. 


Aldwark Manor Golf & Country Club York Yorkshire 55 

Bridgewood Manor Rochester Kent 100 

Crewe Hall Crewe Cheshire 65 

Hampshire Centrecourt Basingstoke Hampshire 90 

Hellidon Lakes Hotel Daventry Northamptonshire 110 

Hythe Imperial Hythe Kent 100 

Stratford Manor Stratford-upon-avon Warwickshire 104 

Stratford Victoria Stratford upon Avon Warwickshire 102 

Tankersley Manor Barnsley South Yorkshire 100 

The Cambridge Belfry Cambridge 120 

The Nottingham Belfrey Nottingham Nottinghamshire 120 

The Oxford Belfry Thame Oxfordshire 154 




Page 103

Quintessential Hotels 

Wellington House 

Cliffe Park 

Bruntcliffe Rd 

Leeds 

LS27 0RY 

Tel: 01132898989 

Q Hotels 

Brand Description: QHotels are currently a group of prestigious hotels. 


The company was founded in March 2003 by management, in collaboration with Alchemy Partners. The 

company changed its name to QHotels in 2006 

Future Plans: Further acquisitions are anticipated for Quintessential. And a major investment and development plan 

for the newly extended QHotels Group is to be introduced. 


Ashford International Ashford 177 

Chesford Grange Hotel Warwick 

Forest Pines Hotel Broughton Lincolnshire 188 

Norton Manor Hotel Winchester 97 

Telford Golf and Country Club Telford 96 

The Chase Brockworth Gloucestershire 120 

The Midland Hotel Manchester 312 

The Park Royal Hotel Warrington 146 

The Queens Hotel Leeds 217 

The Westerwood Cumbernauld 100 

Raffles International 

2 Stamford Road #05-00 

Raffles Convention Centre 

178882 

Tel: 00(65)4301170 

Fax: 00(65)3365626 

Swissotel 


Brand Description: Swissotel offer hotels and resorts at destinations across the globe, with one hotel in the UK. Under their 

management company - Raffles International Hotels & Resorts - their two hotels brands are Swissôtel 

Hotels & Resorts, and Raffles Hotels & Resorts. 



Howard Hotel London 189 




Page 104

Ralph Trustees 

14 Chesterfield Street 

London 

W1J 5JN 

Tel: 02074999492 

Fax: 02074089346 

Ralph Trustees 

Brand Description: Hotels owned by Ralph Trustees, a private company. 




Grove (The) Chandler's Cross Hertfordshire 227 

Runnymede Hotel & Spa Egham Surrey 180 

The Athenaeum London 121 

Red Carnation Hotels 

35 Charles Street 

London 

W1J 5EB 

Tel: 02078346600 

www.redcarnationhotels.com 

Red Carnation Hotels 


Brand Description: A collection of family run hotels under the Red Carnation flag, Red Carnation Hotels own 10 hotels in 

England, South Africa, Switzerland, and Florida, USA. 

Future Plans: No plans at present. 


41 London 30 

Chesterfield Mayfair London 110 

Egerton House Hotel London 30 

Milestone (The) London 63 

Montague on the Gardens London 99 

Rubens at the Palace London 172 

Summer Lodge Evershot Wessex 24 




Page 105

Regent Inns 

Walkabout 

Brand Description: Budget backpackers hotel from the owners of Walkabout Inns. 

Future Plans: 



Walkabout Backpackers Brighton East Sussex 21 

Walkabout Bristol Bristol 

Bristol 

Walkabout Manchester Manchester Lancashire 21 

Walkabout Newport Newport 29 

Rezidor Sas Hospitality 

Tour Leopold 

10 Rue De Geneve 

B-1140 

Tel: 003227029300 

Fax: 003227229866 

www.rezidorsas.com 

Country Inns & Suites 


Brand Description: Core brand by Carlson. Full service units operated and franchised generally in Europe by Rezidor SAS 

Hospitality and Edwardian in London. Refer to Radisson SAS and Radisson Edwardian. 



Country Inns & Suites Bloomsbury London 36 

Park Inn 


Brand Description: Park Inn hotels are positioned within the economy to mid-scale segments of the limited-service hotel 

category. Park Inn is primarily a conversion brand that services a range of guests in suburban and leisure 

destinations. 

Future Plans: Rezidor SAS are opening hotels in Sawley Marina - East Marina, Canterbury & Leigh in 2008. Belfast & 

Newry in 2009. 


Park Inn Bedford Bedford Bedfordshire 120 

Park Inn Birmingham West West Bromwich West Midlands 168 


27 


Page 106


Park Inn Cardiff Cardiff South Glamorgan 132 

Park Inn Harlow Harlow Essex 119 

Park Inn Heathrow Heathrow Middlesex 880 

Park Inn Hyde Park London 188 

Park Inn Lakeside Dartford 97 

Park Inn Northampton Northampton Northamptonshire 145 

Park Inn Nottingham Nottingham Nottinghamshire 172 

Park Inn Telford Telford Shropshire 153 

Park Inn Watford Watford Hertfordshire 90 

Park Inn York York North Yorkshire 200 

Radisson Sas 


Brand Description: Radisson SAS Hotels & Resorts, part of Rezidor SAS Hospitality, currently operates 133 hotels in Europe, 

the Middle East and Africa, with another 39 projects under development. 

Rezidor SAS Hospitality is one of the fastest growing hospitality company in the world. It currently 

operates 248 hotels in 47 countries with nearly 50,000 rooms either in operation or under development. 

It aims to have 700 hotels across its different brands by 2012. 

Future Plans: Radisson SAS have hotels opening in St Hellier, Jersey Jun 2007, Bristol and Durham in 2008 and Cardiff 

in 2009. 


UK - Radisson SAS Birmingham Birmingham 211 

UK - Radisson SAS Glasgow Glasgow Strathclyde 250 

UK - Radisson Sas Hotel, Belfast Belfast 120 

UK - Radisson SAS London Stansted 

Airport 

London Essex 500 

UK - Radisson SAS Manchester Airport Manchester Lancashire 360 

UK - Radisson SAS Roe Park Resort, 

Limavady 

Limavady Co Londonderry 118 

UK - Radisson SAS-Edinburgh Edinburgh Midlothian 238 

UK - Radisson SAS-Leeds Leeds Yorkshire 147 

UK - Radisson SAS-Liverpool Liverpool Merseyside 194 

UK - Radisson SAS-Portman Hotel London 272 

Richardson Hotels 

Harbourside 

St Mawes, Cornwall 

TR2 5AN 

Tel: 0800243020 

www.richardsonhotels.co.uk 

Richardson Hotels 




Page 107


Brand Description: Richardson Hotels are a small group of mid range hotels situated in major tourist towns in both the 

north and south of england marketed under Best Western. Richardson Hotels places its values in the 

traditions of old fashioned hospitality. 



Beech Hill Hotel Windermere Cumbria 58 

Falmouth Hotel Falmouth 69 

Fowley Hotel Plymouth Cornwall 37 

Grand Hotel Torquay Devon 117 

Idle Rocks Hotel Truro Cornwall 27 

The Metropole Hotel Padstow Cornwall 50 

Robinson (Frederic) 

Frederic Robinson 


Brand Description: A variety of hotels from the Stockport-based family brewers. 

Future Plans: 


Gilpin Bridge Inn Levens Cumbria 10 

Royal Ship Hotel Dolgellau Gwynedd 23 

Tanronnen Inn Caernarfon Gwynedd 7 

Victoria Inn Llanbedr 5 

Rocco Forte Hotels 

7th Floor Savannah House 

11 Charles Ii Street 

London 

SW1Y 4QU 

Tel: 02073212626 

Fax: 02073212424 

www.roccofortehotels.com 

Rocco Forte Hotels 


Brand Description: Rocco Forte Hotels is a luxury hotel brand which is building a collection of properties in Europe. Aim is 

to provide a five-star hotel in each key city throughout Europe, providing a sense of reassurance 

wherever the Rocco Forte Hotels sign is displayed. 

Future Plans: Any new hotels will be owned outright or under leasehold and be managed by Rocco Forte Hotels 



Page 108



Balmoral (The) Edinburgh Midlothian 188 

Brown’s Hotel London 117 

Lowry Hotel (The) Manchester Lancashire 164 

St David’s Hotel & Spa Cardiff South Glamorgan 132 

Sarova Hotels 

Po Box 30680 

Nairobi 

Sarova 


Brand Description: Sarova has so far focused on central London, but is now branching into smaller three and four star hotels 

outside of London. 

Future Plans: 


Abbey Hotel (The) Malvern Worcestershire 103 

Bull Hotel (The) Gerrards Cross Buckinghamshire 123 

Hotel Rembrandt London 195 

Seymour Hotels 

1 Wharf Street 

St. Helier, Jersey 

JE4 0ZX 

Tel: 01534875926 

Fax: 01534780726 

Seymour Hotels 


Brand Description: Seymour Hotel Group was founded in 1919 and is still owned and managed by the Seymour family. It 

remains very much a family concern and this is reflected in the hotels' friendly and courteous service. 



Merton Hotel Jersey Channel Islands 291 

Pomme d’Or Hotel Jersey Channel Islands 143 

Portelet Hotel Jersey Channel Islands 86 




Page 109

Sfi Group 

Innlodge 

Brand Description: Innlodge is a small hotel chain. 




Innlodge - Portsmouth Portsmouth Hampshire 74 

Innlodge - Woking Woking Surrey 16 

Innlodge - Yatton Yatton Somerset 41 

Skyway Group 

19-21 London Road 

Langley 

Slough, Berkshire 

SL3 7RL 

Tel: 01753522286 

Fax: 01753536625 

Skyway 

Brand Description: Berkshire based hotels. 




Frogmore Hotel Windsor Berkshire 25 

Skyways Hotel Slough Berkshire 35 

Small Luxury Hotels 

James House 

Bridge Street 

Leatherhead, Surrey 

KT22 7EP 

Tel: 01372224600 

Fax: 01372361874 

www.slh.com 

Small Luxury Hotels 

Brand Description: A worldwide consortium of luxury hotels. 




Page 110

Future Plans: Small Luxury Hotels intend for there to be a gradual increase in hotels. 



22 Jermyn Street London 18 

Alexander House Hotel Crawley West Sussex 18 

Angel (The) Guildford Surrey 21 

Ashdown Park Hotel Forest Row East Sussex 106 

Atlantic Hotel (The) Jersey Channel Islands 48 

Balbirnie House Markinch 30 

Bath Priory (The) Bath Avon 27 

Capital House (The) London 49 

Chester Grosvenor (The) Chester Cheshire 80 

Cotswold House Hotel Chipping Norton Gloucestershire 38 

Culloden Hotel Belfast County Antrim 79 

Danesfield House Windsor Buckinghamshire 87 

Devonshire Arms (The) Skipton North Yorkshire 41 

Dorset Square Hotel London 37 

Dukes Hotel London 89 

Grand Hotel (The) Eastbourne East Sussex 200 

Great Fosters Virginia Water Surrey 22 

Hintelsham Hall Ipswich Suffolk 33 

Holbeck Ghyll Windermere Cumbria 21 

Howard (The) Edinburgh 18 

Isle of Eriska Hotel, Spa Island By Oban Argyll 21 

Langshott Manor Gatwick Surrey 22 

Leopold Sheffield 90 

Loch Torridon Country House Hotel Achnasheen Ross-Shire 17 

London Outpost London 11 

Lords of the Manor Cheltenham Gloucestershire 27 

Mar Hall Glasgow 53 

Marcliffe at Pitfodels (The) Pitfodels Aberdeenshire 39 

Ruffelts Country House Fife 21 

Stafford (The) London 81 

Stapleford Park Country House Hotel Nr Melton Mowbray Leicestershire 57 

Stoke Park Club Windsor 21 

The Goring London 71 

The Levin London 13 

Tynley Hall Hook Hampshire 112 




Page 111

Sol Melia 

Gremio Toneleros 

24 

Tel: +3471224458 

Fax: +3471224498 

www.solmelia.es 

Sol Melia 


Brand Description: Sol Meliá is the leading hotel company in Spain, Latin America and the Caribbean, the third largest hotel 

company in Europe and number ten in the world ranking. Sol Meliá is also the largest resort hotel chain 

in the world. The company provides more than 350 hotels in 30 countries under its Meliá Hotels, TRYP 

Hotels, Sol Hotels and Paradisus Resorts brands 

Future Plans: Sol Melai have ongoing plans to open more sites across the UK. 


Melia Whitehouse London 582 

Sporting Lodge Inns 

Sporting Lodge Inns 


Brand Description: Sporting Lodge Inns are a budget hotel company set up by ex-Greenalls director, Ken Buckley. They are 

a brand new concept in 'destination hospitality' with Lodges in Leigh, Bradford and newest acquisition in 

Middlesbrough. 

Future Plans: 


Sporting Lodge Inns & Suites, 

Leigh/Warrington 

Middlesborough Lancashire 74 

Sporting Lodge Inns Bradford Bradford West Yorkshire 44 

Sporting Lodge Inns Lancashire Leigh Lancashire 136 

Starcrown Hotels 

Starcrown Hotels 


Brand Description: Mid to upscale London hotels catering for groups and individuals. 




Page 112



Blakemore Hotel London 164 

Norfolk Towers Hotel London 85 

Starwood Hotels & Resorts Worldwide Inc 

Le Meridien 


Brand Description: Originally created by Air France, Le Meridien is now part of the Starwood Hotels & Resorts group, which 

includes the Westin, Sheraton, Four Points by Sheraton, St. Regis, The Luxury Collection and W Hotels 

brands. Starwood Hotels & Resorts has completed the acquisition of the Le Meridien brand in a deal 

worth around $225m (£130m). 

The agreement includes the related management and franchise business for the portfolio of 130 hotels 

and resorts globally. 

Future Plans: 


Le Meridien Piccadilly London 266 

Luxury Collection 


Brand Description: The Luxury Collection® is an elite group of over 75 of the world's finest hotels and resorts in 25 

countries. This brand offers a group of unique hotels and resorts offering exceptional service to an elite 

clientele. All of these hotels, some of them centuries old, are internationally recognized as being among 

the world's finest. 

Originally launched in January 1995, the Luxury Collection is part of Starwood® Hotels & Resorts 

Worldwide, Inc. Bringing together the world's best names in hotels and resorts, Starwood properties 

include Westin, Sheraton, Four Points by Sheraton, St. Regis, The Luxury Collection and W Hotels. 

Future Plans: 


Sheraton Park Tower London 280 

Sheraton 


Brand Description: Bringing together the world's best names in hotels and resorts, Starwood properties include Westin, 

Sheraton, Four Points by Sheraton, St. Regis, The Luxury Collection, and W Hotels. 

As the largest of the Starwood® Hotels & Resorts Worldwide, Inc. brands, Sheraton serves the needs of 

both business and leisure travelers in locations from Argentina to Zimbabwe. 



Sheraton Belgravia Hotel London 89 

Sheraton Grand Hotel Edinburgh Midlothian 260 

Sheraton Heathrow Hotel West Drayton Middlesex 424 



Page 113


Sheraton Park Lane Hotel London 305 


Sheraton Skyline Heathrow Hayes Middlesex 350 

Westin 


Brand Description: 

Future Plans: 

Westin is a luxury brand, with their hotels and resorts offering guests services, products and amenities 

that rejuvenate, renew and restore their mind, body and spirit. They provide a comfortable, clean and 

healthy environment, with their smoke free policy based on feedback from guests, industry research and 

customer data. 


Le Meridien Piccadilly London 267 

Shearton Skyline Hotel Heathrow 350 

Sheraton Belgravia London 489 

Sheraton Grand hotel & Spa Edinburgh 260 

Sheraton Heathrow London 426 


The Lanesborough London 95 

The Park Lane London 305 

The Westin Turnberry Resort Turnberry Ayrshire 219 

Strathmore Hotels 

116 Strathmore House 

East Kilbride 

G74 1LF 

Tel: 01355266886 

Fax: 01355260782 

Strathmore Hotels 


Brand Description: Midmarket hotel accommodation in Scotland, Cumbria and North Yorkshire. 



Ben Nevis Hotel & Leisure Club (The) Fort William 119 

Buchanan Hotel Glasgow Lanarkshire 60 

Cairn Hotel Harrogate North Yorkshire 135 

Cumbria Grand Hotel (The) Grange-over-sands Cumbria 121 

Nethybridge Hotel Nethy Bridge Inverness-shire 66 

Royal Hotel Oban Argyll 91 

Salutation Hotel Perth Perthshire 84 



Page 114

Swire 


The Alexandra Hotel Fort William 97 

Alias 


Brand Description: Brought by Swire properties in October 2006. Alias properties appeal to the style conscious business 

traveller in the midmarket. 



Hotel Barcelona Exeter Devon 46 

Kandinsky Cheltenham Gloucestershire 48 

Seattle Brighton East Sussex 71 

The Eton Group Collection 

2 Warrington Crescent 

London 

W9 1ER 

Tel: 02072861052 

Fax: 02072861057 

http://www.theetoncollection.com/ 

Eton Town House 


Brand Description: The Eton Group owns and operates five luxury boutique and town house hotels in the United Kingdom, 

as well as two five-star restaurants in London. Started in 1998 by hotelier and businessman Peter Tyrie, 

the aim of the group is to develop small luxury hotels in prime city-centre locations with the very highest 

level of quality, design and service. 



Quebecs,The Leeds Boutique Hotel Leeds West Yorkshire 45 

The Academy, the Bloomsbury Town 

House 

The Colonnade, the Little Venice Town 

House 

The Glasshouse, Edinburgh's Boutique 


London 49 

London 43 

Edinburgh Midlothian 65 

Threadneedles, the City's Bobutique Hotel London 70 




Page 115

Thistle Hotels 

Guoman 


Brand Description: Since the Thistle's take over of the Cumberland Hotel in Central London, it has chosen to operate it under 

its new brand, Guoman. Guoman is the Mandarin word for 'international gateway'. 

Future Plans: Plans for Guoman Hotels, a deluxe upscale hotel brand launched in 2004, include growing the brand by 

converting The Royal Horseguards, Thistle Victoria and Thistle Charing Cross into Guoman properties. 

Future plans for the group also include international expansion. 


Cumberland Hotel London 1,019 

The Tower London 801 

Tlh Leisure Resort 

Tlh Leisure Resort 

Belgrave Road 

Torquay, Cornwall 

TQ2 5H2 

Tel: 01803400500 

Fax: 01803400150 

www.tln.co.uk 

Torquay Leisure Resorts 


Brand Description: Torquay Leisure Resorts are hotels aimed at the family holiday market, all four hotels are situated in one 

seven acre area in Torquay with lesiure facilities. 



Carlton Hotel Torquay Devon 55 

Derwent Hotel Torquay Devon 175 

Toorak Hotel Torquay Devon 92 

Victoria Hotel Torquay Devon 83 

Top International Hotels 

Top 


Brand Description: TOP International Hotels unite a group of selected hotels in the 3-5 star category, with TOP City & 

CountryLine uniting a group of selected hotels in the 4-5 star category. 

Future Plans: 



Page 116



Top Hotel John Howard London 22 

Top Hotel Kensington Gardens London 12 

Townhouse Group 

9 Royal Terrace 

Edinburgh, Midlothian 

EH7 5AB 

Tel: 01315563221 

Fax: 01315563221 

www.townhousehotels.co.uk 

Townhouse 


Brand Description: The townhouse tradition was established in 1990. 

The Townhouse Group offers you a range of bed and breakfast hotel accommodation and self-catering 

apartments in a relaxing, comfortable and friendly atmosphere. 



Alisa Craig Edinburgh Midlothian 16 

Frederick House Hotel Edinburgh Midlothian 45 

Greenside Hotel Edinburgh Midlothian 15 

Townhouse Hotels 

Granville House 

132-135 Sloane Street 

London 

SW1X 9AX 

Tel: 02078248666 

Fax: 02078248666 

www.dukeshotel.co. uk 

Townhouse Hotels 


Brand Description: Small luxury hotels in Edinburgh privately owned and managed by the Townhouse Company. 



Dukes Hotel London 90 

Franklin Hotel London 47 




Page 117

Vienna Group Of Hotels 

16 Leinster Square 

London 

W2 4PR 

Tel: 02072219131 

Fax: 02072214073 

Vienna Hotels 


Brand Description: Chain that ranges from budget properties targeting backpackers to more upmarket units. 

The Vienna Group of Hotels was founded by Peter Lowy in 1973. Up until 2000, the group focused solely 

on acquiring properties in London including the Westminster Hotel in Bayswater, The Burns Hotel in 

Earls Court (which became a Best Western hotel in March 2001), Wake Up! London Hostel in 

Paddington (formerly known as the Atlantic Paddington) and superior apartments, Europa House in 

Maida Vale and No. 5 Maddox Street just off Oxford Street. 

In May 2000, the group purchased the Kings Hotel in Brighton, followed by the Express by Holiday Inn, 

Castle Bromwich in 2001. The Vienna Group continued their Brighton expansion in 2002 with the 

Queens Hotel and then in October 2005 when they acquired the Belgrave Hotel and the Best Western 

Brighton Hotel. 

Future Plans: The future plans for the Vienna Hotels brand are to diversify, and are such, that at this stage, it is not 

possible to give a complete or exact picture. 


Belgrave Hotel Brighton 78 

Best Western Brighton Brighton 52 

Best Western Burns Hotel London 104 

Kings Hotel (The) Brighton East Sussex 92 

Queens Hotel Brighton East Sussex 98 

Westminster London 116 

Von Essen Hotels 

Ston Easton Park 

Ston Easton 

Near Bath, Banes 

BA3 4DF 

Tel: 01761240121 

Fax: 01761241377 

www.vonessenhotels.co.uk 

Von Essen 


Brand Description: The von Essen collection of renowned luxury hotels and luxury country house hotels in the UK, both 

England and Scotland is unique and offers a variety of stunning properties of distinct character, from the 

small and intimate to the grand and gracious. Run by a privately owned company. Von Essen Hotels has 

bought Luxury Family Hotels in a deal reported to be worth over £20m. 

The company will retain the Luxury Family Hotels brand, running the five sites alongside its Classic and 

Country divisions. The deal takes Von Essen up to 22 properties. 

Luxury Family Hotels owns four hotels in the UK: Woolley Grange in Bradford on Avon, Fowey Hall in 

Cornwall, The Ickworth Hotel in Bury St. Edmunds and Moonfleet Manor in Weymouth, Dorset. The 


Page 118

group also owns the Dower House apartments in Suffolk 


Future Plans: "We are delighted to have acquired the properties owned by Luxury Family Hotels plc, with the setting, 

style and ethos of the hotels complementing perfectly those already in the von Essen collection. This, 

together with the opening of our first multi-million spa project at New Park Manor in 2006, and the 

acquisition of our first property in Europe in January means that 2007 is set to be an exciting year for von 

Essen with continued plans for expansion. We look forward to going from strength to strength'. 

Davis's ambitions to grow von Essen into a 25-strong group have driven a rapid expansion of the 

company, in which 2006 proved a bumper year that added six properties to the collection. 

The group has earmarked about £50m for overall reinvestment across the collection, and is expected to 

spend another £100m to fund further expansion overseas in France and Italy. 


Bishopstrow House Warminster Wiltshire 32 

Buckland Manor Hotel Buckland Gloucestershire 13 

Cliveden Taplow Buckinghamshire 39 

Congham Hall King’s Lynn Norfolk 14 

Dalhhousie Castle Edinburgh 36 

Greenway (The) Cheltenham Gloucestershire 21 

Homewood Park Hotel Bath Avon 19 

Lewtrenchard Manor Okehampton Devon 14 

Lower Slaughter Manor Hotel Lower Slaughter Gloucestershire 19 

Mount Somerset Taunton Somerset 11 

New Park Manor Hotel Brockenhurst Hampshire 24 

Royal Crescent (The) Bath 45 

Sharrow Bay Country House Penrith Cumbria 23 

Ston Easton Bath Avon 23 

Thornbury Castle Bristol Avon 25 

Washbourne Court Hotel Lower Slaughter Gloucestershire 28 

Ynsheir Hall Powys 9 

Wallace Arnold Group 

Lowfield Road 

Leeds 

LS12 6DN 

Tel: 01132636456 

Fax: 01132310436 

www.wallacearnold.com 

WA Shearings 


Brand Description: WA Shearings specialises in holidays for the mature customer. Created as a result of the merger between 

Shearings Holidays and Wallace Arnold in March 2005, they offer holidays across the world, placing 

emphasis on customer loyalty and reliability. 



Page 119


Future Plans: As part of an ongoing process of continued development, WA Shearings is always looking to the future 

for new opportunities and innovation ideas. They are keen to spot trends in destinations they can 

introduce or develop. 


Beresford Hotel Newquay Cornwall 105 

Broadway Park Hotel Sandown Isle Of Wight 110 

Burlington Hotel Eastbourne East Sussex 180 

Carlton Hotel Great Yarmouth 99 

County Hotel Llandudno Gwynedd 114 

Dilkhusa Grand Hotel Ilfracombe Devon 98 

Dornoch Hotel Dornoch Highland Region 110 

Esplanade Hotel Paignton Devon 84 

Gairloch Hotel Gairloch 72 

Glenburn Hotel Rothesay Isle of Bute 135 

Grand Hotel Exmouth Devon 84 

Great Western Hotel Esplanade Oban 79 

Highland Hotel Strathpeffer Highland Region 137 

Imperial Hotel Tenby 46 

Invercauld Arms Hotel Braemar Aberdeenshire 66 

Landsdown Grove Hotel Bath Somerset 60 

Liberty's on the Square Blackpool 69 

Majestic Hotel Bournemouth Dorset 69 

Majestic Hotel Eastbourne 98 

Marina Hotel Narrowcliff Newquay 

Marine Hotel, Llandudno Llandudno Conway 115 

New Southlands Hotel Scarborough North Yorkshire 58 

Norbreck Hotel Scarborough 54 

Pitlochry Hydro Hotel Pitlochry Tayside 73 

Portpatrick Hotel Stranraer 56 

Royal Esplanade Hotel Ryde Isle of Wight 69 

Royal Hotel Weymouth Dorset 75 

Royal Hotel Whitby 119 

Savoy Hotel Bournemouth Dorset 120 

Ship & Castle Hotel St. Mawes Cornwall 56 

St. Ives Bay Hotel St. Ives Cornwall 89 

Strathmore Hotel Morecambe 50 

Tarbet Hotel near Arrochar Strathclyde 70 

The Caledonian Hotel Fort William 78 

The Grand Atlantic Weston Super Mare 70 



Page 120


The Imperial Exmouth Devon 57 

Tor Park Hotel Torquay Devon 63 

Torbay Hotel Torquay Devon 142 

Trecarn Hotel Torquay Devon 137 

Valley of Rocks Hotel Lynton Devon 25 

Waverley Castle Hotel Melrose Borders 81 

Windermere Hotel Windermere 70 

Warm Welcome Hotels 

The Bedford 

1 Plymouth Road 

Tavistock, Devon 

PL19 8BB 

Tel: 01822890581 

Warm Welcome 

Brand Description: Privately owned sister hotels located in Devon. 




Bedford Hotel Tavistock Devon 30 

Two Bridges Hotel Yelverton Devon 33 

Warwick International Hotels 

75 Avenue Des Champs Elysees 

Paris, 75008 

Tel: 0033144958952 

Fax: 0033145633724 

Warwick Hotels 


Brand Description: The Warwick Collection consists of 31 hotels and 4414 rooms worldwide 

Worldwide chain of hotels with both owned and affiliated hotels, With one of its hotels based in London. 

Future Plans: Warwick International Hotels continues to expand its presence worldwide with new additions to the 

collection while continuously renovating and refurbishing existing Hotels, Resorts and Spas. 


The Leonard Hotel London 44 




Page 121

Wetherspoon (Jd ) 

Wetherlodge 

Brand Description: Wetherlodge are a small budget group of hotels from JD Wetherspoon. 




Briar Rose Birmingham West Midlands 40 

Brocket Arms Wigan Lancashire 28 

Globe Hotel King’s Lynn Norfolk 38 

Golden Acorn Hotel Glenrothes Fife 26 

Kings Highway Inverness Inverness-shire 27 

Portland Hotel Chesterfield Derbyshire 22 

Shrewsbury Hotel (The) Shrewsbury Shropshire 22 

The Catherine Wheel Henley-on-ThameHenley-on- 

Thames 

The King’s Head (Monmouth) Monmouth Gwent 24 

The Kings Head (Salisbury) Salisbury 33 

Wyndham Arms Bridgend Mid Glamorgan 25 

Whitbread Hotel Company 

52 Chiswell Street 

London 

EC1Y 4SD 

Tel: . 

Premier Travel Inn 


Brand Description: A combination of Travel Inn & Premier Lodge, Premier Travel Inn is UK's largest budget hotel brand, 

comprising of nearly 30,000 rooms and more than 400 sites. 

Future Plans: Whitbread, the leisure group, is to re-open the Corus Hotel in Glasgow city centre under its Premier 

Travel Inn (PTI) brand, after acquiring the property from Folio Hotels for an undisclosed sum. 

The company said that the £2.1m conversion of the site to its budget hotel brand would begin this month 

with completion due in the autumn. 

The hotel’s restaurant will become a “Bar Est”, while its coffee shop will be transformed into a Costa 

coffee outlet. 

The hotel, which will remain open during the refurbishment work, will be renamed Premier Travel Inn 

Glasgow City Centre Argyle Street. 

Patrick Dempsey, managing director of PTI, said: “This is an exciting time for the PTI brand with five 

hotels due to open in the next month as part of our major UK expansion drive to reach 45,000 rooms by 

2010. 


Page 122 

30


“We see acquisition and conversion opportunities such as this deal as a rich seam to exploit for future 

growth.” 


Birmingham Broad Street (Canal Street) Birmingham West Midlands 

Carlisle (M6 J44) Carlisle 

Carrickfergus Carrickfergus County Antrim 

Dunfermline Dunfermline Fife 

Eastbourne North Eastbourne 

Frome Frome Somerset 

Grantham Grantham 

Hemel Hempstead Central Hemel Hempstead Hertfordshire 

Leicester (Braunstone South) Leicester Leicestershire 

Leicester (Braunstone) Leicester Leicestershire 

London Elstree/Borhamwood Borhamwood Hertfordshire 

London Hammersmith London 

London Hampstead London 

London Wimbledon South London 

Manchester (Worsley/A580) Manchester 

Newcastle City Centre (New Bridge St 

West) 

Newcastle upon Tyne 

North Shields North Shields Tyne & Wear 

Norwich City Centre (Duke Street) Norwich Norfolk 

Norwich Nelson City Centre Norwich Norfolk 

Peterborough A1 (M) J16 Peterborough 

Premier Travel Inn ABERDEEN (Central 

West) 

Premier Travel Inn ABERDEEN (City 

Centre) 

Aberdeen 60 

Aberdeen 162 

Premier Travel Inn ABERDEEN (North) Aberdeen 40 

Premier Travel Inn ABERDEEN (South) Aberdeen 40 

Premier Travel Inn ABERDEEN (Westhill) Aberdeen 61 

Premier Travel Inn ABINGDON Abingdon Oxfordshire 25 

Premier Travel Inn ALDERLEY EDGE Wilmslow Cheshire 37 

Premier Travel Inn ALDERSHOT Aldershot Hampshire 60 

Premier Travel Inn ARUNDEL Arundel West Sussex 30 

Premier Travel Inn ASHBY DE LA ZOUCH Ashby de la Zouch Leicestershire 41 

Premier Travel Inn ASHFORD (Central) Ashford Kent 60 

Premier Travel Inn ASHFORD (North) Ashford Kent 60 

Premier Travel Inn AYLESBURY Aylesbury Buckinghamshire 64 

Premier Travel Inn AYR Ayr Ayrshire 64 

Premier Travel Inn BAGSHOT Bagshot Surrey 40 



Page 123

Premier Travel Inn BALSALL COMMON 

(Near NEC) 


Berkswell 42 

Premier Travel Inn BANBURY Banbury 39 

Premier Travel Inn BANGOR Bangor 40 

Premier Travel Inn BARKING Barking Essex 88 

Premier Travel Inn BARNSLEY Barnsley 41 

Premier Travel Inn BARNSTAPLE Barnstaple North Devon 40 

Premier Travel Inn BASILDON (East 

Mayne) 

Premier Travel Inn BASILDON (Festival 

Park) 

Basildon Essex 32 

Basildon Essex 64 

Premier Travel Inn BASILDON (South) Stanford-le-Hope Essex 60 

Premier Travel Inn BASINGSTOKE 

(Central) 

Basingstoke Hampshire 71 

Premier Travel Inn BASINGSTOKE (South) Basingstoke Hampshire 28 

Premier Travel Inn BEDFORD Bedford Bedfordshire 32 

Premier Travel Inn BIRMINGHAM 

(Central East) 

Premier Travel Inn BIRMINGHAM (City 

Centre - Broad Street) 


(NEC/Airport) 


(North - M6 Toll) 


Birmingham 60 

Birmingham 199 

Cannock Staffordshire 40 

Premier Travel Inn BIRMINGHAM (North) Sutton Coldfield West Midlands 42 

Premier Travel Inn BIRMINGHAM (South) Birmingham 62 

Premier Travel Inn BLACKBURN (North 

West) 

Blackburn Lancashire 20 

Premier Travel Inn BLACKBURN (South) Blackburn Lancashire 44 

Premier Travel Inn BLACKPOOL 

(Bispham) 

Blackpool 39 

Premier Travel Inn BLACKPOOL (Central) Blackpool 79 

Premier Travel Inn BLACKPOOL 

(Kirkham) 

Premier Travel Inn BLACKPOOL (Lytham 

St Annes) 

Kirkham, Preston Lancashire 28 

Blackpool 81 

Premier Travel Inn BLACKPOOL AIRPORT Blackpool 39 

Premier Travel Inn BODMIN Bodmin Cornwall 44 

Premier Travel Inn BOGNOR REGIS Bognor Regis West Sussex 24 

Premier Travel Inn BOLTON Bolton 60 

Premier Travel Inn BOSTON Boston Lincolnshire 34 

Premier Travel Inn BOURNEMOUTH / 

FERNDOWN 

Ferndown Dorset 32 

Premier Travel Inn BRACKNELL Bracknell Berkshire 60 

Premier Travel Inn BRADFORD (South) Bradford West Yorkshire 40 



Page 124

Premier Travel Inn BRADFORD NORTH 

(Bingley) 


Keighley West Yorkshire 40 

Premier Travel Inn BRAINTREE Braintree Essex 40 

Premier Travel Inn BRIDGEND Bridgend Mid Glamorgan 40 

Premier Travel Inn BRIDGWATER Bridgwater 40 

Premier Travel Inn BRIGHTON (City 

Centre) 

Brighton East Sussex 160 

Premier Travel Inn BRISTOL (Alveston) Bristol 74 

Premier Travel Inn BRISTOL (City Centre - 

Haymarket) 

Premier Travel Inn BRISTOL (City Centre - 

King Street) 

Premier Travel Inn BRISTOL (East - 

Emersons Green) 

Premier Travel Inn BRISTOL (North - 

Filton) 

Bristol Avon 223 

Bristol 60 

Bristol Avon 40 

Bristol 60 

Premier Travel Inn BRISTOL (North West) Bristol 106 

Premier Travel Inn BRISTOL (South) Bristol Avon 56 

Premier Travel Inn BRISTOL AIRPORT Bristol 31 

Premier Travel Inn BROMSGROVE 

(Central) 

Bromsgrove Worcestershire 79 

Premier Travel Inn BROMSGROVE (South) Bromsgrove 27 

Premier Travel Inn BURNLEY Burnley Lancashire 40 

Premier Travel Inn CAERPHILLY 

(Crossways) 

Caephilly 40 

Premier Travel Inn CAERPHILLY (North) Caerphilly Mid Glamorgan 40 

Premier Travel Inn CAMBERLEY Sandhurst Berkshire 40 

Premier Travel Inn CANNOCK Cannock Staffordshire 60 

Premier Travel Inn CARDIFF (East) Cardiff 49 

Premier Travel Inn CARDIFF (Ocean Park) Cardiff 73 

Premier Travel Inn CARDIFF (Roath) Cardiff 70 

Premier Travel Inn CARDIFF (West) Cardiff 39 

Premier Travel Inn CARLISLE (Central) Carlisle Cumbria 44 

Premier Travel Inn CARLISLE (North) Carlisle 49 

Premier Travel Inn CARLISLE (South) Carlisle Cumbria 60 

Premier Travel Inn CASTLEFORD Castleford West Yorkshire 62 

Premier Travel Inn CHELMSFORD 

(Boreham) 

Premier Travel Inn CHELMSFORD 

(Springfield) 

Premier Travel Inn CHELTENHAM 

(Central) 

Chelmsford Essex 78 

Chelmsford Essex 61 

Cheltenham Gloucestershire 42 

Premier Travel Inn CHELTENHAM (West) Cheltenham Gloucestershire 40 

Premier Travel Inn CHESSINGTON Chessington Surrey 42 

Premier Travel Inn CHESTER (East) Chester 40 



Page 125


Premier Travel Inn CHESTER (North) Cheshire 31 

Premier Travel Inn CHESTER (South East) Chester 73 

Premier Travel Inn CHESTERFIELD Chesterfield 60 

Premier Travel Inn CHICHESTER Chichester West Sussex 83 

Premier Travel Inn CHIPPENHAM Chippenham Wiltshire 79 

Premier Travel Inn CHORLEY Chorley Lancashire 81 

Premier Travel Inn CHORLEY (South) Chorley Lancashire 29 

Premier Travel Inn CHRISTCHURCH 

(East) 

Premier Travel Inn CHRISTCHURCH 

(West) 

Christchurch Dorset 70 

Christchurch Dorset 40 

Premier Travel Inn CLACTON-ON-SEA Clacton-on-Sea Essex 40 

Premier Travel Inn COBHAM Cobham Surrey 48 

Premier Travel Inn COLCHESTER Colchester Essex 40 

Premier Travel Inn COVENTRY Coventry 74 

Premier Travel Inn COVENTRY (East) Coventry 28 

Premier Travel Inn CREWE Crewe Cheshire 41 

Premier Travel Inn CROYDON (South) Croydon Surrey 39 

Premier Travel Inn CROYDON (West) Croydon Surrey 82 

Premier Travel Inn DARLINGTON Darlington 58 

Premier Travel Inn DAVENTRY Northampton Northamptonshire 47 

Premier Travel Inn DAVENTRY (Watford 

Gap) 

Northampton Northamptonshire 36 

Premier Travel Inn DERBY (East) Derby 82 

Premier Travel Inn DERBY (North West) Derby 22 

Premier Travel Inn DERBY (South) Derby 27 

Premier Travel Inn DERBY (West) Derby 43 

Premier Travel Inn DONCASTER Doncaster 42 

Premier Travel Inn DOVER (Central) Dover 100 

Premier Travel Inn DOVER (East) Dover Kent 40 

Premier Travel Inn DOVER (West) Dover Kent 64 

Premier Travel Inn DUDLEY 

(Kingswinford) 

Kingswinford West Midlands 43 

Premier Travel Inn DUMFRIES Dumfries 40 

Premier Travel Inn DUNDEE (Centre) Dundee 40 

Premier Travel Inn DUNDEE (East) Broughty Ferry Dundee 60 

Premier Travel Inn DUNDEE (Monfieth) Dundee 40 

Premier Travel Inn DUNDEE (North) Kingsway Dundee 78 

Premier Travel Inn DUNDEE (West) Dundee 64 

Premier Travel Inn DUNSTABLE (South) Dunstable Bedfordshire 40 

Premier Travel Inn DUNSTABLE / LUTON Dunstable Bedfordshire 42 

Premier Travel Inn DURHAM (East) Durham 40 



Page 126

Premier Travel Inn DURHAM (Newton 

Aycliffe) 


Newton Aycliffe County Durham 44 

Premier Travel Inn DURHAM (North) Durham 60 

Premier Travel Inn DURHAM (South) Bowburn Durham 38 

Premier Travel Inn EAST GRINSTEAD East Grinstead West Sussex 41 

Premier Travel Inn EASTBOURNE Eastbourne East Sussex 47 

Premier Travel Inn EASTLEIGH Eastleigh Hampshire 60 

Premier Travel Inn EDINBURGH (City 

Centre - Lauriston Place) 

Premier Travel Inn EDINBURGH (City 

Centre - Morrison Street) 

Edinburgh 112 

Edinburgh 281 

Premier Travel Inn EDINBURGH (East) Edinburgh 39 

Premier Travel Inn EDINBURGH 

(Inveresk) 

Edinburgh 40 

Premier Travel Inn EDINBURGH (Leith) Edinburgh 60 

Premier Travel Inn EDINBURGH 

(Newcraighall) 

Edinburgh 42 

Premier Travel Inn ELGIN Elgin Morayshire 40 

Premier Travel Inn ENFIELD Enfield Middlesex 160 

Premier Travel Inn EPSOM (Central) Epsom Surrey 58 

Premier Travel Inn EPSOM (North) Epsom Surrey 29 

Premier Travel Inn EPSOM (South) Tadworth Surrey 78 

Premier Travel Inn EVESHAM Evesham Worcestershire 40 

Premier Travel Inn EXETER Exeter Devon 44 

Premier Travel Inn FALKIRK (East) Falkirk 40 

Premier Travel Inn FALKIRK (North) Falkirk 40 

Premier Travel Inn FALKIRK (West) Falkirk 60 

Premier Travel Inn FAREHAM Southampton Hampshire 41 

Premier Travel Inn FARNBOROUGH Farnborough Hampshire 62 

Premier Travel Inn FOLKESTONE Folkestone Kent 79 

Premier Travel Inn FORT WILLIAM Fort William 40 

Premier Travel Inn GATESHEAD Newcastle-Upon-Tyne Tyne & Wear 40 

Premier Travel Inn GATWICK AIRPORT 

(South) 

Premier Travel Inn GATWICK/CRAWLEY 

(East) 


(Pound Hill) 


(South) 

Crawley West Sussex 102 




Premier Travel Inn GILLINGHAM (Kent) Gillingham Kent 45 

Premier Travel Inn GLASGOW (Bearsden) Glasgow 61 

Premier Travel Inn GLASGOW (Belshill) Glasgow North Lanarkshire 40 

Premier Travel Inn GLASGOW Glasgow 40 



Page 127

(Cambuslang) 

Premier Travel Inn GLASGOW (City 

Centre - Charing Cross) 

Premier Travel Inn GLASGOW (City 

Centre - George Square) 

Premier Travel Inn GLASGOW 

(Cumbernauld) 

Premier Travel Inn GLASGOW (East 

Kilbride Central) 

Premier Travel Inn GLASGOW (East 

Kilbride West) 


Glasgow 278 

Glasgow 239 

Glasgow 37 

Glasgow 40 

Glasgow 40 

Premier Travel Inn GLASGOW (East) Glasgow 66 

Premier Travel Inn GLASGOW (Hamilton) Hamilton Lanarkshire 36 

Premier Travel Inn GLASGOW (Milngavie) Glasgow 60 

Premier Travel Inn GLASGOW 

(Motherwell) 

Premier Travel Inn GLASGOW (North 

East) 

Motherwell 40 

Glasgow 38 

Premier Travel Inn GLASGOW (Paisley) Glasgow 40 

Premier Travel Inn GLASGOW (Stepps) Glasgow 80 

Premier Travel Inn GLASGOW AIRPORT Glasgow 101 

Premier Travel Inn GLENROTHES Fife 40 

Premier Travel Inn GLOUCESTER (East - 

Barnwood) 

Premier Travel Inn GLOUCESTER 

(Longford) 

Premier Travel Inn GLOUCESTER (North - 

Twigworth) 

Premier Travel Inn GLOUCESTER 

(Witcombe) 

Premier Travel Inn Gloucester Business 

Park 

Gloucester 83 

Gloucester 60 

Gloucester 52 

Gloucester 39 

Gloucester Gloucestershire 48 

Premier Travel Inn GOOLE Goole East Yorkshire 41 

Premier Travel Inn GRAVESEND Gravesend Kent 36 

Premier Travel Inn GRAVESEND (South) Gravesend 31 

Premier Travel Inn GREENOCK Glasgow 40 

Premier Travel Inn GRIMSBY Grimsby 40 

Premier Travel Inn GUILDFORD Guildford Surrey 87 

Premier Travel Inn HAGLEY Stourbridge West Midlands 40 

Premier Travel Inn HALIFAX Halifax West Yorkshire 31 

Premier Travel Inn HARLOW Old Harlow Essex 62 

Premier Travel Inn HARROGATE Harrogate 50 

Premier Travel Inn HARROW Kenton Middlesex 101 

Premier Travel Inn HARTLEPOOL 

MARINA 

Hartlepool 40 



Page 128


Premier Travel Inn Harwich Harwich Essex 45 

Premier Travel Inn HASTINGS St. Leonards on Sea East Sussex 44 

Premier Travel Inn HATFIELD Hatfield Hertfordshire 40 

Premier Travel Inn HAVANT 

(Portsmouth) 

Havant Hampshire 36 

Premier Travel Inn HAYDOCK Warrington 60 

Premier Travel Inn HAYES (Heathrow) Hayes Middlesex 62 

Premier Travel Inn HAYLE Hayle Cornwall 40 

Premier Travel Inn HEMEL HEMPSTEAD 

West 

Hemel Hempstead Hertfordshire 61 

Premier Travel Inn HEREFORD Hereford 60 

Premier Travel Inn HIGH WYCOMBE High Wycombe Buckinghamshire 110 

Premier Travel Inn HORSHAM Horsham West Sussex 40 

Premier Travel Inn HUDDERSFIELD 

(North) 

Premier Travel Inn HUDDERSFIELD 

(West) 

Brighouse West Yorkshire 71 

Huddersfield 40 

Premier Travel Inn HULL (North) Kingston-upon-Hull East Yorkshire 42 

Premier Travel Inn HULL (West) Hull 40 

Premier Travel Inn HUNTINGDON Huntingdon Cambridgeshire 80 

Premier Travel Inn ILFORD Ilford Essex 44 

Premier Travel Inn INVERNESS (Centre) Inverness 55 

Premier Travel Inn INVERNESS (East) Inverness 61 

Premier Travel Inn IPSWICH (North) Ipswich Suffolk 59 

Premier Travel Inn IPSWICH (South) Ipswich Suffolk 41 

Premier Travel Inn ISLE OF WIGHT 

(Newport) 

Premier Travel Inn KENDAL (Killington 

Lake) 

Newport Isle of Wight 42 

Kendal Cumbria 36 

Premier Travel Inn KETTERING Kettering Northamptonshire 38 

Premier Travel Inn KILMARNOCK Kilmarnock 40 

Premier Travel Inn KINGS LANGLEY Kings Langley Hertfordshire 60 

Premier Travel Inn KING'S LYNN Kings Lynn Norfolk 40 

Premier Travel Inn KNUTSFORD 

(Bubklow Hill) 

Knutsford Cheshire 66 

Premier Travel Inn KNUTSFORD (Mere) Knutsford Cheshire 28 

Premier Travel Inn LANCASTER Lancaster 60 

Premier Travel Inn LEEDS (City Centre) Leeds 139 

Premier Travel Inn LEEDS (City West) Leeds 126 

Premier Travel Inn LEEDS (East) Leeds 87 

Premier Travel Inn LEEDS / BRADFORD 

(South) 

Premier Travel Inn LEEDS / BRADFORD 

AIRPORT 

Leeds West Yorkshire 42 

Leeds 40 



Page 129


Premier Travel Inn LEICESTER (Central) Leicester 72 

Premier Travel Inn LEICESTER (Forest 

East) 

Premier Travel Inn LEICESTER (North 

West) 

Leicester Leicestershire 40 

Leicester 43 

Premier Travel Inn LEICESTER (Oadby) Leicester 30 

Premier Travel Inn LEICESTER (Thorpe 

Astley) 

Leicester Leicestershire 51 

Premier Travel Inn LICHFIELD Lichfield 30 

Premier Travel Inn LINCOLN Lincoln Lincolnshire 40 

Premier Travel Inn LIVERPOOL (Aintree) Liverpool 40 

Premier Travel Inn LIVERPOOL (Albert 

Dock) 

Premier Travel Inn LIVERPOOL (City 

Centre) 

Liverpool 130 

Liverpool 165 

Premier Travel Inn LIVERPOOL (North) Bootle Merseyside 63 

Premier Travel Inn LIVERPOOL (Rainhill) Liverpool 34 

Premier Travel Inn LIVERPOOL (Roby) Liverpool 53 

Premier Travel Inn LIVERPOOL (Tarbock) Liverpool Merseyside 40 

Premier Travel Inn LIVERPOOL (West 

Derby) 

Premier Travel Inn LIVINGSTON (nr 

Edinburgh) 

Liverpool Merseyside 84 

Livingston West Lothian 83 

Premier Travel Inn LLANDUDNO Colwyn Bay Clwyd 40 

Premier Travel Inn LOCKERBIE 

(Annandale Water) 

Lockerbie Dumfriesshire 42 

Premier Travel Inn LONDON (Beckton) London 90 

Premier Travel Inn LONDON (County Hall) London 313 

Premier Travel Inn LONDON (Docklands - 

ExCel) 

London 202 

Premier Travel Inn LONDON (Edgware) Edgware Middlesex 111 

Premier Travel Inn LONDON (Euston) London 220 

Premier Travel Inn LONDON (Kensington) London 184 

Premier Travel Inn LONDON (Kew) Brentford Middlesex 101 

Premier Travel Inn LONDON (King's 

Cross) 

Premier Travel Inn LONDON (Putney 

Bridge) 

London 276 

London 154 

Premier Travel Inn LONDON (Southwark) London 56 

Premier Travel Inn LONDON (Tower 

Bridge) 

London 195 

Premier Travel Inn LONDON (Wembley) Middlesex 154 

Premier Travel Inn LONDON GATWICK 

AIRPORT 


Premier Travel Inn LONDON GREENFORD Greenford Middlesex 39 



Page 130

Premier Travel Inn LONDON HEATHROW 

(Bath Road) 

Premier Travel Inn LONDON HEATHROW 

(M4/J4) 


Hounslow Middlesex 590 

Heathrow Middlesex 133 

Premier Travel Inn LOWESTOFT Lowestoft Suffolk 40 

Premier Travel Inn LUTON AIRPORT Luton Bedfordshire 129 

Premier Travel Inn MACCLESFIELD 

(North) 

Premier Travel Inn MACCLESFIELD 

(South West) 

Premier Travel Inn MAIDSTONE 

(Allington) 


(Hollingbourne) 


(Leybourne) 


(Sandling) 


(Wateringbury) 

Premier Travel Inn MANCHESTER (City 

Centre - Deansgate Locks) 


Centre - GMEX) 


Centre - MEN Arena) 


Centre - Portland Street) 

Premier Travel Inn MANCHESTER 

(Denton) 


(Heaton Park) 

Macclesfield Cheshire 40 

Macclesfield 28 

Maidstone Kent 40 


West Malling Kent 40 



Salford Lancashire 200 

Manchester 147 



Manchester 40 

Manchester 45 

Premier Travel Inn MANCHESTER (Hyde) Hyde Cheshire 83 


(Middleton) 


(Prestwich) 


(Salford) 


(Swinton) 


(Trafford Centre) 


(Trafford Centre/Ellesmere Circle) 

Premier Travel Inn MANCHESTER (West 

Didsbury) 

Manchester 42 

Manchester 60 

Salford 52 

Manchester 31 

Manchester 60 

Manchester 42 

Manchester 80 

Premier Travel Inn MANCHESTER / SALE Sale Lancashire 40 

Premier Travel Inn MANCHESTER Stockport Cheshire 66 



Page 131

AIRPORT 


AIRPORT (Cheadle) 


AIRPORT (Hanthforth) 


AIRPORT (Wilmslow) 


ALTRINCHAM (North) 


ALTRINCHAM (South) 


Stockport Cheshire 40 

Handforth Cheshire 35 

Wilmslow Cheshire 37 

Altrincham Cheshire 48 

Altrincham Cheshire 46 

Premier Travel Inn MANSFIELD Alfreton Derbyshire 80 

Premier Travel Inn MANSFIELD (Tibshelf) Mansfield Derbyshire 40 

Premier Travel Inn MARGATE Margate Kent 44 

Premier Travel Inn Market Harborough Market Harborough Leicestershire 40 

Premier Travel Inn MERTHYR TYDFIL Merthyr Tydfil 40 

Premier Travel Inn MIDDLESBROUGH 

(South) 

Premier Travel Inn MILTON KEYNES 

(Central South West) 


(Central) 


(East - Willen Lake) 


(South) 

Guisborough Cleveland 20 

Milton Keynes 120 

Central Milton Keynes Buckinghamshire 38 

Milton Keynes Buckinghamshire 41 

Milton Keynes 40 

Premier Travel Inn NANTWICH Nantwich Cheshire 37 

Premier Travel Inn NEWARK Newark 40 

Premier Travel Inn NEWBURY Newbury Berkshire 49 

Premier Travel Inn NEWCASTLE (City 

Centre - Quayside) 

Premier Travel Inn NEWCASTLE (City 

Centre) 

Premier Travel Inn NEWCASTLE 

(Cramlington) 


(Holystone) 

Newcastle upon Tyne Tyne & Wear 150 

Newcastle-Upon-Tyne Tyne & Wear 81 

Cramlington Tyne & Wear 40 


Premier Travel Inn NEWCASTLE (South) Gateshead Tyne & Wear 40 


AIRPORT 


AIRPORT (South) 

Premier Travel Inn NEWCASTLE UNDER 

LYME 


Newcastle upon Tyne Tyne & Wear 42 

Newcastle-under-Lyme Staffordshire 58 

Premier Travel Inn NEWHAVEN Newhaven East Sussex 40 

Premier Travel Inn NEWPORT (South 

Wales) 

Newport Gwent 63 



Page 132


Premier Travel Inn NEWQUAY Newquay Cornwall 40 

Premier Travel Inn NORTHAMPTON 

(East - Bedford Rd/A428) 


(East - Great Billing/A45) 


(South - Wootton) 


(West - Harpole) 


Northampton 60 

Northampton 39 


Premier Travel Inn NORTHWICH Northwich Cheshire 54 

Premier Travel Inn NORTHWICH (South) Northwich Cheshire 32 

Premier Travel Inn NORWICH AIRPORT Norwich 40 

Premier Travel Inn NOTTINGHAM (Castle 

Marina) 

Premier Travel Inn NOTTINGHAM (City 

Centre - Goldsmith Street) 

Premier Travel Inn NOTTINGHAM (City 

Centre - London Road) 

Premier Travel Inn NOTTINGHAM 

(North - Daybrook) 

Premier Travel Inn NOTTINGHAM (North 

West - Hucknall) 

Nottingham 38 

Nottingham 161 

Nottingham 87 

Nottingham 64 

Nottingham 35 

Premier Travel Inn NOTTINGHAM (South) Nottingham 42 

Premier Travel Inn NOTTINGHAM (West) Nottingham 86 

Premier Travel Inn NUNEATON / 

COVENTRY 

Nuneaton Warwickshire 48 

Premier Travel Inn OLDBURY Oldbury West Midlands 40 

Premier Travel Inn OLDHAM (Central) Oldham Lancashire 40 

Premier Travel Inn OLDHAM 

(Chadderton) 

Oldham 40 

Premier Travel Inn OXFORD Oxford 121 

Premier Travel Inn OXFORD SOUTH 

(Didcot) 

Premier Travel Inn PETERBOROUGH 

(Ferry Meadows) 

Premier Travel Inn PETERBOROUGH 

(Hampton) 

Premier Travel Inn PLYMOUTH (City 

Centre - Lockyers Quay) 

Premier Travel Inn PLYMOUTH (City 

Centre - Sutton Harbour) 

Didcot Oxfordshire 84 

Peterborough Cambridgeshire 40 

Peterborough Cambridgeshire 79 

Plymouth Devon 60 

Plymouth Devon 107 

Premier Travel Inn PLYMOUTH (East) Plymouth Devon 40 

Premier Travel Inn PONTEFRACT (North) Pontefract Yorkshire 41 

Premier Travel Inn PONTEFRACT (South) Pontefract West Yorkshire 28 

Premier Travel Inn POOLE (Centre - Holes 

Bay) 

Poole Dorset 83 

Premier Travel Inn POOLE (North) Poole Dorset 126 



Page 133


Premier Travel Inn PORT TALBOT Port Talbot West Glamorgan 42 

Premier Travel Inn PORTISHEAD Bristol Avon 40 

Premier Travel Inn PORTSMOUTH Portsmouth Hampshire 64 

Premier Travel Inn PRESTON (East) Preston 65 

Premier Travel Inn PRESTON (North) Preston Lancashire 40 

Premier Travel Inn PRESTON (South) Preston Lancashire 40 

Premier Travel Inn PRESTON (West) Preston 38 

Premier Travel Inn RAINHAM Rainham Essex 60 

Premier Travel Inn READING (South) Reading Berkshire 32 

Premier Travel Inn REDDITCH Redditch Worcestershire 33 

Premier Travel Inn REDHILL Redhill Surrey 48 

Premier Travel Inn ROCHDALE Rochdale 40 

Premier Travel Inn ROMFORD (Central) Romford Essex 64 

Premier Travel Inn ROMFORD (West) Romford Essex 40 

Premier Travel Inn ROSS-ON-WYE Ross-on-Wye Herefordshire 43 

Premier Travel Inn ROTHERHAM Rotherham South Yorkshire 37 

Premier Travel Inn RUGBY Rugby 58 

Premier Travel Inn RUNCORN Runcorn Cheshire 40 

Premier Travel Inn SALISBURY Salisbury Wiltshire 60 

Premier Travel Inn SCUNTHORPE Scunthorpe North Lincolnshire 40 

Premier Travel Inn SEVENOAKS / 

MAIDSTONE 

Sevenoaks Kent 40 

Premier Travel Inn SHEFFIELD (Arena) Sheffield 61 

Premier Travel Inn SHEFFIELD (City 

Centre) 

Premier Travel Inn SHEFFIELD 

(Meadowhall) 

Premier Travel Inn SHEFFIELD / 

BARNSLEY 

Sheffield 160 

Sheffield South Yorkshire 103 

Barnsley 42 

Premier Travel Inn SILVERSTONE Brackley Northamptonshire 41 

Premier Travel Inn SITTINGBOURNE 

(Kent) 

Sittingbourne Kent 40 

Premier Travel Inn SLOUGH Slough Berkshire 84 

Premier Travel Inn SOLIHULL (Hockley 

Heath) 

Solihull West Midlands 55 

Premier Travel Inn SOLIHULL (North) Solihull West Midlands 43 

Premier Travel Inn SOLIHULL (Shirley) Solihull West Midlands 51 

Premier Travel Inn SOUTHAMPTON (City 

Centre) 

Premier Travel Inn SOUTHAMPTON 

(North) 


(Rownhams) 




Premier Travel Inn SOUTHAMPTON Southampton Hampshire 67 



Page 134

(West) 


AIRPORT 

Premier Travel Inn SOUTHEND-ON-SEA 

(Thorpe Bay) 

Premier Travel Inn SOUTHEND-ON-SEA 

(West) 



Southend-on-Sea Essex 42 

Southend-on-Sea Essex 80 

Premier Travel Inn SOUTHPORT Southport 60 

Premier Travel Inn SOUTHSEA Portsmouth Hampshire 40 

Premier Travel Inn ST ALBANS / 

BRICKETWOOD 

Radlett Hertfordshire 56 

Premier Travel Inn ST HELENS (North) St. Helens Merseyside 43 

Premier Travel Inn ST HELENS (South) St Helens 40 

Premier Travel Inn ST NEOTS Colmworth 

Park 

Premier Travel Inn STAFFORD 

(Hurricane) 

Premier Travel Inn STAFFORD (M6 

SOUTHBOUND) 

St. Neots Cambridgeshire 41 

Stafford Staffordshire 96 

Stafford Staffordshire 40 

Premier Travel Inn STAFFORD (Spitfire) Stafford Staffordshire 60 

Premier Travel Inn STEVENAGE (Central) Stevenage Hertfordshire 115 

Premier Travel Inn STEVENAGE (North) Stevenage Hertfordshire 40 

Premier Travel Inn STIRLING Stirling 60 

Premier Travel Inn STOCKPORT (East) Stockport Cheshire 46 

Premier Travel Inn STOCKPORT (South) Stockport Cheshire 40 

Premier Travel Inn STOCKTON-ON-TEES Stockton-on-Tees Cleveland 40 

Premier Travel Inn STOCKTON-ON-TEES 

/ MIDDLESBROUGH 

Stockton-on-Tees Cleveland 62 

Premier Travel Inn STROUD Stroud Gloucestershire 32 

Premier Travel Inn SUNDERLAND (North 

West) 

Sunderland 63 

Premier Travel Inn SUNDERLAND (West) Sunderland Tyne & Wear 41 

Premier Travel Inn SWANSEA (North) Swansea 40 

Premier Travel Inn SWINDON (North) Swindon Wiltshire 60 

Premier Travel Inn SWINDON (West) Swindon Wiltshire 63 

Premier Travel Inn TAMWORTH Tamworth Staffordshire 58 

Premier Travel Inn TAUNTON (Central - 

North) 

Taunton Somerset 40 

Premier Travel Inn TAUNTON (Deane) Taunton Somerset 39 

Premier Travel Inn TAUNTON (East) Taunton Somerset 40 

Premier Travel Inn TAUNTON (Ruishton) Taunton Somerset 38 

Premier Travel Inn TELFORD Telford Shropshire 60 

Premier Travel Inn TEWKESBURY 

(Central) 

Tewkesbury Gloucestershire 40 

Premier Travel Inn TEWKESBURY Strensham Worcestershire 48 



Page 135

(Strensham) 


Premier Travel Inn THURROCK (East) Grays Essex 62 

Premier Travel Inn THURROCK (West) West Thurrock Essex 161 

Premier Travel Inn TONBRIDGE Tonbridge Kent 38 

Premier Travel Inn TRING Tring Hertfordshire 30 

Premier Travel Inn TRURO Truro Cornwall 62 

Premier Travel Inn TWICKENHAM Twickenham Middlesex 31 

Premier Travel Inn UTTOXETER Uttoxeter Staffordshire 41 

Premier Travel Inn WAKEFIELD (Central) Wakefield 42 

Premier Travel Inn Wakefield North Herriot Way Wakefield 47 

Premier Travel Inn WALSALL Walsall West Midlands 40 

Premier Travel Inn WALTHAM ABBEY Waltham Abbey Essex 93 

Premier Travel Inn WARRINGTON 

(Centre) 

Warrington Cheshire 42 

Premier Travel Inn WARRINGTON (East) Warrington 105 

Premier Travel Inn WARRINGTON (North 

East) 

Premier Travel Inn WARRINGTON (North 

West) 

Warrington 42 

Warrington Cheshire 40 

Premier Travel Inn WARRINGTON (South) Warrington 29 

Premier Travel Inn WATFORD (Centre - 

East) 

Watford Hertfordshire 105 

Premier Travel Inn WATFORD (North) Watford Hertfordshire 45 

Premier Travel Inn WELLINGBOROUGH Wellingbrough Northamptonshire 40 

Premier Travel Inn WELWYN GARDEN 

CITY 

Welwyn Garden City Hertfordshire 60 

Premier Travel Inn WEST BROMWICH West Bromwich West Midlands 40 

Premier Travel Inn WESTERHAM (Clacket 

Lane) 

Premier Travel Inn WESTON-SUPER- 

MARE 

Westerham Kent 58 

Weston-Super-Mare Somerset 60 

Premier Travel Inn WEYMOUTH Weymouth Dorset 64 

Premier Travel Inn WHITEHAVEN Whitehaven Cumbria 38 

Premier Travel Inn WHITSTABLE Whitstable Kent 40 

Premier Travel Inn WIGAN (Haydock 

Park) 

Wigan Lancashire 30 

Premier Travel Inn WIGAN (North) Wigan Lancashire 36 

Premier Travel Inn WIGAN (South - 

Marus Bridge) 

Wigan Lancashire 40 

Premier Travel Inn WIGAN (West) Wigan Lancashire 40 

Premier Travel Inn WINCHESTER Winchester Hampshire 40 

Premier Travel Inn WIRRAL 

(Bromborough) 

Premier Travel Inn WIRRAL (Childer 

Thornton) 

Wirral 32 

Ellesmere Port 31 



Page 136


Premier Travel Inn WIRRAL (Greasby) Wirral Merseyside 30 

Premier Travel Inn WIRRAL (Heswall) Wirral 37 

Premier Travel Inn WIRRAL (Two Mills) South Wirral Merseyside 31 

Premier Travel Inn WOKING Woking Surrey 34 

Premier Travel Inn WOLVERHAMPTON Wolverhampton West Midlands 54 

Premier Travel Inn WORCESTER Worcester 60 

Premier Travel Inn WREXHAM Wrexham 38 

Premier Travel Inn YORK (City Centre) York North Yorkshire 86 

Premier Travel Inn YORK (North West) York 64 

Premier Travel Inn YORK (South West) York 59 

South Mimms Potters Bar Hertfordshire 

St Neots (Eaton Socon) Nr St Neots Cambridgeshire 

Swindon Central Swindon Wiltshire 

Tonbridge (North) Tonbridge Kent 

Watford (Croxley Green) Watford Hertfordshire 

Wyndham Worldwide Corp 

339 Jefferson Road 

London 

NJ 0754 

Tel: 001-9734965525 

Fax: 001-9734965535 

www.cendant.com 

Days Inn 


Brand Description: Pitched at the top end of the budget market, with a huge US presence, Days Inn works on a franchise 

basis only. 

Welcome Lodges are being re-branded as Days Inn, expanding its UK presence from motorway services. 

Future Plans: There are ongoing plans for more Days Inn hotels across the UK. 


Days Hotel: Birmingham East Birmingham 51 

Days Hotel: London Hyde Park London 57 

Days Hotel: London North London 200 

Days Hotel: London Waterloo London 162 

Days Hotel: Luton Luton 120 

Days Hotel: Manchester Manchester 117 

Days Hotel: South Ruislip South Ruislip 78 

Days Inn: Abington Abington Strathclyde 54 

Days Inn: Belfast Belfast 250 

Days Inn: Bradford Bradford West Yorkshire 38 

Days Inn: Bristol Bristol Avon 60 



Page 137

Young & Co 


Days Inn: Cardiff Airport Cardiff Wales 32 

Days Inn: Clacton-On-Sea Clacton-on-Sea 50 

Days Inn: Derbyshire Cricket Ground Derby 100 

Days Inn: Donnington Derby Derbyshire 47 

Days Inn: Dundee Dundee 67 

Days Inn: Fleet Fleet Hampshire 60 

Days Inn: Gretna Green Gretna Green Dumfriesshire 64 

Days Inn: Haverhill Haverhill 80 

Days Inn: Leicester Central Leicester 72 

Days Inn: Leicester Forest East Leicester Leicestershire 92 

Days Inn: London Westminster London 82 

Days Inn: Membury Hungerford Berkshire 38 

Days Inn: Michaelwood Dursley Gloucestershire 38 

Days Inn: Nuneaten Bermuda Park Warwickshire 101 

Days Inn: Oxford Oxford Oxfordshire 58 

Days Inn: Pontefract Pontefract 38 

Days Inn: Potters Bar Hertfordshire 74 

Days Inn: Sedgemoor Weston Super Mare Avon 40 

Days Inn: Sheffield South Sheffield South Yorkshire 38 

Days Inn: South Mimms South Mimms Hertfordshire 74 

Days Inn: Stansted Bishop Stortford 60 

Days Inn: Swindon East Swindon Wiltshire 38 

Days Inn: Telford Shifnall Shropshire 48 

Days Inn: Wakefield Wakefield 100 

Days Inn: Warwick Northbound Ashorne Warwickshire 54 

Days Inn: Warwick Southbound Warwick Warwickshire 40 

The Ram Brewery 

Wandsworth High Street 

London 

SW18 4JD 

Tel: 02088757000 

Fax: 02088757100 

Young & Co 


Brand Description: Young's produces a great selection of award winning beers and has some of the finest traditional and 

contemporary pubs, restaurants and budget hotels in England. 




Page 138

Zola Hotels 



Bear Inn Esher Surrey 7 

Brewer’s Inn London 16 

Bridge Hotel Greenford Middlesex 68 

Brook Green Hotel London 14 

Bull’s Head Hotel Chislehurst Kent 5 

City Gate Hotel Exeter Devon 15 

Coach & Horses London 31 

Cock & Camel Oxford Oxfordshire 8 

Crown Hotel Chertsey Surrey 49 

Duke’s Head Wallington Surrey 24 

Dunstan House Burnham on Sea Somerset 6 

Greyhound Hotel Carlshalton Surrey 21 

Lamb Inn Salisbury Wiltshire 14 

Pope’s Grotto Twickenham Middlesex 32 

Red Cow Richmond Surrey 4 

Red Lion Radlett Hertfordshire 14 

Riverside Inn Chelmsford Essex 8 

Rose & Crown London 13 

Ship Inn East Grinstead West Sussex 2 

Unicorn Hotel Somerton Somerset 7 

Windmill on the Common London 29 

Central Office 

10-12 King Street 

Reading, Berkshire 

RG1 2HF 

Tel: 01189393399 

Zola 


Brand Description: Following the sale of the Zoffany Hotel Group in July 2002, a new hotel group called Zola Hotels was 

created through the acquisition of four hotels previously owned by Zoffany. Continuity of the success 

story is assured as the principle management team remains the same. 



The Kings Arms Old Amersham Buckinghamshire 37 

The Westcliffe Hotel Westcliffe on Sea Essex 55 

Tophams Hotel London 36 




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Page 140

1 Hotel cover.indd - Nicola Cottam

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