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The article discusses the delayed introduction of billionaire Richard Branson's Virgin Hotels boutique hotel chain. Renovations on the chain's first property in Chicago are ongoing in April of 2014 and are a year behind schedule. Virgin's intentions to buy distressed properties cheaply from banks have not come to fruition. A plan to acquire managing rights to existing hotels has been stymied by an unwillingness among hotels to hire inexperienced management.

The article discusses luxury boutique and resort hotels whose room rates are $1000 or more a night. Factors responsible for the rates are examined including the large number of employees at these hotels compared to the number of guests, services offered by the hotels and their tendency to be located in popular tourist destinations. Hotels cited as examples include the Montage Beverly Hills hotel in California, the Hotel du Cap-Eden-Roc in France and Mandarin Oriental hotel in London, England.

The article reports that relatively few U.S. hotels have automatic external defibrillators (AED), the electronic device which can restart a patient's heart after sudden cardiac arrest. AEDs are required equipment on U.S. airlines and are commonplace at airports, casinos, and public buildings. Hotels have resisted installing them, citing concerns with liability issues.

Thes article reports that hospitality company Hilton Worldwide Holdings Inc. deals to pursue a spinoff of its hotels into a real-estate investment trust (REIT) business.

The article focuses on Hoyt H. Harper, an executive at Starwood Hotels and Resorts Worldwide Inc. Harper is in charge of the company's Sheraton Hotels unit. The brand has fallen in quality and consistency, and Harper is responsible for a renovation project that could cost as much as $4 billion. Starwoods franchises and leases its hotels rather than owning them outright, so Harper must convince the hotel's owners to finance the bulk of the improvements.

This article presents information about Harris Rosen's struggle to become one of Orlando, Florida's top hotel operators. Rosen bought his first hotel in 1973 and lived in it, moving from room to room, while he painted and recarpeted each room himself. Five hotels later, while most hoteliers were shelving plans to build new ones in the wake of the September 11, 2001 terrorist attacks, Rosen moved ahead with his luxury Rosen Shingle Creek Resort, which opened in September 2006.

Offers a look at renovations to the Hotel Roosevelt in Los Angeles, California, including the addition of a popular pool-side bar. Popularity of the Hotel's bars and night clubs with celebrities and patrons; Claim of several regular hotel guests that customer service at the hotel has declined due to a focus on nightclubs and entertainment; Comments of the hotel's public relations staff on the development of night life events and publicity; Description of competition among boutique hotels in Los Angeles for celebrity events and popular entertainment services.

Offers advice to travelers on how to effectively to deal with hotel management when attempting to change hotel rooms. Recount of the author's past experiencing when complaining about her accommodations; Trends within the hotel industry, suggesting a greater demand for hotel rooms; Estimated hotel occupancy increases, according to PricewaterhouseCoopers, suggesting less room availability; Advice from the author with respect to getting a better hotel room when the balance of power in the supply-demand relationship shifts to the supplier.

Reports that hotel room rates are increasing. Impact of the economic recovery on the pricing power of hoteliers; Estimates percentage increase in room prices at the five Las Vegas (Nev.) hotels operated by Mandalay Resort Group; Comments from Bjorn Hanson of PricewaterhouseCoopers, regarding the lack of deals available to the vacation traveler; Estimated percentage rise in room rates in the hotel industry for 2004; Cities that are still suffering economically where hotel bargains may still be found, including San Francisco (Calif.), Boston (Mass.) and New Orleans (La.); Increase on hotel construction, suggesting there are many rooms out there impacting the hoteliers ability to raise rates everywhere. INSET: Going Up.

The article discusses the management of Wilshire Grand Center hotel in Los Angeles, California by InterContinental Hotels Group, focusing on the investment of Korean Air Lines in U.S. hotels.

The article discusses the business model of the Westin Hotel in Portland, Maine, owned by Rockbridge Capital and New Castle Hotels, including its focus on food-and-beverage revenue.

The article reports on allegations by shareholders in hotel management company Equity Inns that investment bank Goldman Sachs overstepped its authority during its takeover of the company in 2007, and discusses how Goldman Sachs has been managing the company.

The article reports that billionaire Robert Rowling's hotel company, Omni Hotels & Resorts, has purchased five U.S. hotel properties in June 2013 and plans to develop the hotels as part of its investment in the recovery of the vacation and corporate retreats industries.

The article announces the opening of a $1.5 billion Atlantis hotel in Dubai, United Arab Emirates in 2008. The hotel is modeled after Mr. Solomon Kerzner's Atlantis resort in the Bahamas and costs some $20 million. Rooms at the Atlantis range from $800 to $25,000 a night. Kerzner said the scale of the opening event is larger from what they have done and will feature pop singer Kylie Minogue and Bollywood star Priyanka Chopra.

The article presents news on extended-stay hotel offers around the U.S. News related to Hilton Hotels Corp., Global Hyatt Corp. and Marriott International are highlighted, with plans to improve on the service that is catering to business travelers especially with the status of the economy. Other companies in the hotel industry are noted such as Korman Communities Inc., Starwood Hotels & Resorts Worldwide Inc. and AKA Rittenhouse Square, using the idea of extended-stay.

The article reports on the decision of InterContinental Hotels Group PLC to revamp its Holiday Inn hotel brand. According to the hotel operator, the $1 billion project would be welcomed by the individual hotel's owners even though they will be footing the bill. The revamp involves a significant change in the hotel's logo and branding.

This article reports on the expected increase in U.S. hotel spendings on upgrades and renovations, as of February 2006.

Reports on the plans of Taj Hotel Resorts & Palaces to manage the Pierre hotel in New York in 2005.

Reports that Starwood Hotels & Resorts Worldwide Inc. will announce the hiring of Steven Heyer as chief executive officer. Recent work history of Heyer, including the No. 2 man at Coca-Cola Co.; Expected role of current CEO Barry Sternlicht, who will remain with the company that he founded; Comparison of Heyer and Sternlicht's management styles, indicating Heyer is more traditional; Excerpts from a joint interview with both Heyer and Sternlicht, regarding what will be needed for the two men to co-exist successfully; Perceived strengths Heyer brings to the job and how it will help Starwood, which is attempting to offer more services to the guests at its hotels and resorts; Speculation about Starwood's retail business; Demographics of Starwood's customers.

Focuses on the efforts of American hotels to court foreign travelers by offering services familiar to their culture. Types of services being offered, including crumpets and HP steak sauce for British travelers, Japanese-style heated toilets for Asian guests, and topless sun bathing for European travelers who routinely travel to Mediterranean resorts; Comments from Liam Doyle, the hotel manager of the Ritz-Carlton South Beach in Miami (Fla.), regarding the hotel's topless sun bathing policy; Statistics related to the U.S. tourism industry, which suffered through a prolonged slump beginning in 2000, according to the Travel Association of America; Potential impact of the weakened American dollar on foreign travelers choosing America as a vacation destination.

Focuses on the refurbishing of trophy hotels that are considered some of the finest in the world. Efforts of hotel owners to refurbish the Four Seasons Biltmore, San Ysidro Ranch and the Hotel Bel-Air; Efforts of Merv Griffin, the owner of the Beverly Hilton in Beverly Hills (Calif.), to sell the hotel rather than refurbish; Amount paid for the hotel by Beny Alagem, who founded Packard Bell Electronics Inc. in 1986; Design plans for the soon-to-be refurbished hotel; Discussion of the value of owning a trophy hotel.

Reports the plan of Hilton Hotels Corp. to use OnQ customer and hotel-management system in its hotels.

Reports that Marriott International Inc. disclosed details to owners and franchisers of its hotels on how it charges and accounts for its hotel-management services in 2002.

Presents an interview with hotelier Ian Schrager who discusses how he manages assorted groups of clientele. How he balances being provocative with providing the basics; How he protects his bars and restaurants from being overtaken by people who are not staying at the hotel; The sense of privacy that he offers to celebrities.

Discusses Murray Klauber's continuing involvement with his Colony Beach & Tennis Resort since giving control of the resort to his daughter Katherine Klauber Moulton in 1988. The father-daughter tension that exists; How Katherine's relationship with her father illustrates how families can informally negotiate an understanding that transcends titles, organizational flow charts and egos; How their management styles differ.

Reports that McDonald's Corp. is getting into the hotel business in Switzerland. Location of the site; Number of McDonald's restaurants in Switzerland.

Reports on the contract signed by Meristar Hotels & Resorts Inc. to manage Hilton Garden Inns. Information on the hotels.

Reports on the management contract for Badrutt's Palace Hotel in St. Moritz, Switzerland, won by Rosewood Hotels & Resorts Inc. Remarks from Philip F. Maritz, Rosewood's chairman; Information on hotels operated by Rosewood; Specialization of the company; Succession problems faced by the Badrutt family.

Discusses the frequent change of Hotel names and the confusion it causes. Percentage of hotel's changing brands; Wariness of travelers of property changes.

Reports on the signing of hotel-management contracts and franchise agreements by ITT Corporation's subsidiary ITT Sheraton. Number of contracts and agreements that were signed; When the pacts will be accretive to earnings; Amount that analysts polled by First Call estimate ITT Corporation will earn in the 1997 third-quarter.