PHILADELPHIA -- Jack Bauscher estimates that during his 18 years at
Starwood, he worked on the conversions of more than 110 properties.
So he was probably not surprised to find himself at the
Ritz-Carlton Philadelphia as Starwood, owner of the hotel,
converted the property to the St. Regis Philadelphia.
The conversion was official at midnight on the last day of June,
so guests who went to sleep in the Ritz-Carlton Philadelphia on the
night of June 30 woke up on July 1 in the St. Regis
Philadelphia.
By that time, Bauscher and the rest of the Starwood team had
done plenty of work behind the scenes, even as the hotel was still
being managed by Ritz-Carlton.
"If you don't do it right and get them on the right track from
the beginning, it's a long battle," said Bauscher, who is director
of operations analysis for Starwood.
The St. Regis Philadelphia is the fourth hotel to carry the St.
Regis name, along with hotels in New York, Aspen and
Washington.
The company converted the Washington's Carlton Hotel to a St.
Regis in April, but that task was easier because the hotel was
already managed by Starwood.
"This is like an opening and a transition," said Kevin Molloy,
general manager of the St. Regis Philadelphia.
Molloy, who previously was an area manager for Westin (another
Starwood brand) in Seoul, Korea, said that a St. Regis Philadelphia
made "good sense," considering that the company already has
properties in Washington and New York.
Ritz-Carlton has managed the 290-room hotel, located near the
corner of Chestnut and 17th streets, since its construction in
1990.
Starwood has owned the hotel since 1996 and has invested heavily
in aiding the conversion to the company's St. Regis name. The St.
Regis hotels are part of Starwood's larger Luxury Collection
brand.
In June alone, Molloy said the company spent $5 million to turn
the property into a St. Regis. Bathrobes, towels, silverware and
swizzle sticks were all required purchases.
Large silver serving dishes, adorned with Ritz-Carlton's lion
symbol, had to be replaced, as did the company's signature
cobalt-blue glasses.
This part of the conversion was, in the words of one St. Regis
employee, a "logo hunt."
Some items were replaced before the clock struck midnight on
July 1. St. Regis was able to place its own beds, fax machines and
television sets in the rooms before the conversion was
official.
Still, there was a lot to be done in the hours before the
conversion.
For example, the hotel had to switch to St. Regis-standard
silverware. The first order of silver entailed, among other items,
3,000 dessert spoons, 3,000 forks, 3,000 coffee spoons, and 996
steak knives, with more on the way.
All of the silver was brought in before midnight on June 30 and
had to be washed and ready for breakfast a few hours later.
"It will be done. Delay is not what we live for," said Sam Zaki,
director of purchasing for the St. Regis New York. Zaki was
imported from New York to help with the conversion process.
Nearly 1,000 uniforms were shipped to the new St. Regis,
including the hunter green coats wore by the doormen. All of them
had to be fitted beforehand.
To help with the conversion, Starwood brought in a transition
team of about 60 people. Most of these were employees from other
St. Regis properties but there was also a core corporate team, of
about 12 people, including Bauscher, that aids transitions for all
Starwood brands.
Most of the team members arrived about a week to 10 days before
the conversion date and immediately set about their tasks.
It's a job for people who like to immerse themselves in detail.
The idea, according to Bauscher, is to "boil it down to a series of
checklists to understand what we have ahead of us."
The result is a sizable notebook filled with details of what
needs to be taken care of by incoming management. Some of these
items are more important than others so tasks are given A, B, or C
priority.
"If the bank accounts for this hotel aren't set up today, we're
in trouble," said Bauscher. "So that's an A item, you see."
Another A item is training employees on the ins and outs of
Starwood Preferred Guest, the company's customer loyalty program.
Implementation of an applicant referral system is a C item, for
this property.
After 30 days, some members of the corporate team return to
perform checkups on how the transition process is going.
Employees were invited to stay on at the St. Regis, and 330 of
the 360 workers chose to stick with the hotel.
The remainder are mostly Ritz-Carlton management, who chose to
stick with their company and, in some cases, take positions at
other Ritz-Carlton properties.
Four of them are serving as the opening team of the new
Ritz-Carlton Philadelphia when it opens in spring 2000.
For a while, at least, the St. Regis Philadelphia will closely
resemble the Ritz-Carlton Philadelphia.
The top two floors of the Ritz-Carlton were club rooms, and
guests of these rooms have access to a private lounge on the 14th
floor.
The St. Regis Philadelphia will keep the lounge but change the
name of the top two floors, which are now Astor Floors. Guests of
these rooms have the St. Regis butler service. (In contrast, every
room at the St. Regis New York has butler service.)
The hotel will soon receive a makeover, according to Molloy. For
the moment, the hotel will keep its current, colonial style for a
few months longer while Starwood consults with designers about a
new look.
get them on the right track from the beginning, it's a long
battle," said Bauscher, who is director of operations analysis for
Starwood.
The St. Regis Philadelphia is the fourth property to carry the
St. Regis name, along with hotels in New York, Washington and
Aspen, Colo.
The company converted Washington's Carlton Hotel to a St. Regis
in April, but that task was easier because the hotel was already
managed by Starwood.
"This is like an opening and a transition," said Kevin Molloy,
general manager of the St. Regis Philadelphia.
Molloy, who previously was an area manager for Westin (another
Starwood brand) in Seoul, South Korea, said that a St. Regis
Philadelphia made "good sense," considering that the company
already has properties in Washington and New York.
Ritz-Carlton has managed the 290-room hotel, located near the
corner of Chestnut and 17th streets, since its construction in
1990.
Starwood has owned the hotel since 1996 and has invested heavily
in aiding the conversion to the company's St. Regis name. The St.
Regis hotels are part of Starwood's larger Luxury Collection
brand.
In June alone, Molloy said, the company spent $5 million to turn
the property into a St. Regis. Bathrobes, towels, silverware and
swizzle sticks were all required purchases.
Large silver serving dishes, adorned with Ritz-Carlton's lion
symbol, had to be replaced, as did its signature cobalt-blue
glasses.
This part of the conversion was, in the words of one St. Regis
employee, a "logo hunt."
Some items were replaced before the clock struck midnight on
July 1. St. Regis was able to place its own beds, fax machines and
television sets in the rooms before the conversion was
official.
Still, there was a lot to be done in the hours before the
conversion.
For example, the hotel had to switch to St. Regis-standard
silverware. The first order of silver entailed, among other items,
3,000 dessert spoons, 3,000 forks, 3,000 coffee spoons and 996
steak knives, with more on the way.
All of the silver was brought in on June 30 and had to be washed
and ready for breakfast a few hours later.
"It will be done. Delay is not what we live for," said Sam Zaki,
director of purchasing for the St. Regis New York.
Zaki was imported from New York to help with the conversion
process.
Nearly 1,000 uniforms were shipped to the new St. Regis,
including the hunter-green coats worn by the doormen. All of the
employees had to be fitted beforehand.
To help with the conversion, Starwood brought in a transition
team of about 60.
Most of these were employees from other St. Regis properties,
but there was also a core corporate team of about 12, including
Bauscher.
The team aids transitions for all Starwood brands.
Most of the team members arrived about a week to 10 days before
the conversion date and immediately set about their tasks.
It's a job for people who like to immerse themselves in
detail.
The idea, according to Bauscher, is to "boil it down to a series
of checklists to understand what we have ahead of us."
The result is a sizable notebook filled with details of what
needs to be taken care of by incoming management.
Some of these items are more important than others, so tasks are
given A, B or C priority.
"If the bank accounts for this hotel aren't set up today, we're
in trouble," said Bauscher. "So that's an A item, you see."
Another A item is training employees in the ins and outs of
Starwood Preferred Guest, the company's customer loyalty
program.
After 30 days, some members of the corporate team will return to
perform checkups on how the transition process is going.
Implementation of an applicant-referral system was a C item for
this property.
Employees were invited to stay on at the St. Regis, and 330 of
the 360 workers chose to stick with the hotel.
The remainder are mostly Ritz-Carlton management, who chose to
stick with their company and, in some cases, take positions at
other Ritz-Carlton properties.
Four of them are serving as the opening team of the new
Ritz-Carlton Philadelphia when it debuts in the spring of next year
(See related story, Page 8.)
For a while the St. Regis Philadelphia will closely resemble the
Ritz-Carlton Philadelphia.
The top two floors of the Ritz-Carlton were club rooms, and
guests of these rooms have access to a private lounge on the 14th
floor.
The St. Regis Philadelphia will keep the lounge but change the
name of the top two floors, which are now Astor Floors. Guests in
these rooms have butler service. (In contrast, every room at the
St. Regis New York has butler service.)
The hotel will soon receive a makeover, according to Molloy.
Management plans to stay with the property's colonial style a few
months longer while Starwood consults with designers about a new
look.