By Scott Mayerowitz
Hotels want you to stay a while — in their lobbies.
Long treated as dead spaces that guests raced through on the way to the elevator, lobbies are being transformed into places to work, surf the Web or meet friends for a drink.
Large, traditional hotels are spending billions in renovations to mimic the style and financial success of luxury and boutique hotels, which have always drawn free-spending crowds to lobbies. Walls are being torn down to make lobbies feel less confined. Communal tables are popping up. Wine lists are being upgraded. And quiet nooks are being carved out that give business travelers space to work but still be near the action.
Companies such as Marriott, Starwood and Hyatt are betting that more vibrant lobbies will leave guests — especially younger ones — with a better feeling about their stay, even if their room is bland. Hotel owners say the investments are beginning to pay off, not just in alcohol sales, but in their ability to charge higher room rates.
“People want to go where people are,” says Michael Slosser, managing director of operations for Destination Hotels and Resorts, a group of 40 hotels in the United States. “They want to go to be seen, to relax and to people watch.”
The changes are meant to attract travelers such as Michael Coscetta, 31, a consultant from Wantagh, N.Y., who spends about 90 nights a year on the road.
“Working in a hotel room feels claustrophobic,” says Coscetta, who instead takes his laptop and heads to the lobby or a nearby coffee shop.
Steve Carvell, associate dean for academic affairs at Cornell University’s School of Hotel Administration, says younger guests “very much want that sense of not feeling alone, even though they are.”
U.S. hotels are forecast to spend $5.6 billion on capital improvements this year, up 10 percent from 2012 and more than double the $2.7 billion spent in 2010, according to a study by Bjorn Hanson, dean of New York University’s hospitality school. The bulk of that money pays for new beds, showers and other room improvements. But Hanson says a “proportionally record amount” of money is going toward reconfiguring lobbies.
Marriott International Inc. is freshening up lobbies in its namesake brand with “Great Rooms” that feature free Wi-Fi, comfortable seats and menus stocked with small dishes and local craft beers. The concept was first tested in 2007 and is expected to be in 70 percent of the 550 Marriott hotels worldwide by the end of the year.
Starwood Hotels & Resorts Worldwide Inc. — the company behind trendy W Hotels — launched a $4 billion lobby revitalization of its Sheraton brand in 2009. Nearly half of the 427 Sheratons worldwide now have lobbies with communal areas, modern rugs, improved lighting and flat-screen TVs at the bar.
Sheraton has added upscale wine lists, each rated by Wine Spectator magazine.
Having better wines gives waitresses “something more to talk about than ‘Can I take your drink and where are you from?’ ” said Rick Ueno, general manager of the Sheraton Chicago.
It also gives the hotel more revenue. In the first six months of this year, the hotel bar sold 18,000 glasses of wine. That’s 24 percent more than the same period last year. At $14 a glass, that adds up to $50,000 more in revenue.
Nearby, the Hyatt Regency Chicago spent $168 million to spruce up its lobby, adding clusters of chairs and couches, a grab-and-go marketplace and a restaurant that flows into rest of the lobby. Similar renovations have taken place at Hyatts in New York, Atlanta and San Francisco.
Robert Mandelbaum, director of research information services at consulting firm PKF Hospitality Research, says the changes are “very much guest driven.”
“It isn’t fun being one of 20 business people sitting by yourself in a hotel restaurant reading a magazine, eating the $19.95 steak special,” Mandelbaum says.
While overall hotel food and beverage revenue has fallen 27 percent in the last five years, sales in hotel bars have grown 5 percent, Mandelbaum says.
Grand old luxury hotels, such as New York’s Plaza and Chicago’s Drake, have long relied on their public spaces to help distinguish themselves.
But as national hotel chains developed in the 1960s, designs became standardized and bland. In 1984, Ian Schrager and his business partner Steve Rubell — the men behind the famed 1970s nightclub Studio 54 — opened the Morgans Hotel in New York. The rooms were tiny. But its stylized lobby redefined the industry.