Latest news with #hotelmanagement
Yahoo
15 hours ago
- Business
- Yahoo
A List Development, a member of the comprehensive real estate company List Group, announces a new hotel resort project under the luxury hotel brand "Anantara", marking the brand's first entry into Japan
TOKYO, July 24, 2025 /PRNewswire/ -- List Co., Ltd. (Representative Director and President: Naoyuki Kitami; Headquarters: Yokohama City, Kanagawa Prefecture), a comprehensive real estate company, announces that its consolidated subsidiary, List Development Co., Ltd. (Representative Director and President: Hiroyuki Kiuchi; Headquarters: Yokohama City, Kanagawa Prefecture; hereinafter "LD"), has entered into a hotel management agreement with Royal Minor Hotels Co., Ltd. (Representative Director and President: Kohei Motoyama; Headquarters: Setagaya-ku, Tokyo; hereinafter "Royal Minor Hotels") on July 10, 2025. At the signing event held on the same day at the Tokyo American Club, the two parties announced plans for a new luxury resort hotel under the "Anantara" brand — marking the brand's first entry into Japan. The property, to be named Anantara Karuizawa Retreat (hereinafter "the Property"), is scheduled to open in 2030 in Karuizawa, Nagano Prefecture. Nestled in approximately 10 acres (approximately 40,000 square meters) of forestland with views of Mount Asama, the resort will feature a total of 51 guest accommodations, including suites and villas, and will be developed as a premium luxury retreat. As a comprehensive developer that plans, develops, and produces high-quality residences and communities, List Development is engaged in a wide range of projects, including its proprietary condominium brand "List Residence" series, primarily in the Tokyo metropolitan area, as well as the development of office buildings, vacation homes, and resort properties. In recent years, the company has focused on the development of hotel condominiums and luxury residences. In December 2024, List Development completed a hotel condominium project in Hakuba Village, Nagano Prefecture. The current project marks List Development's first venture into hotel resort development. Anantara Karuizawa Retreat will harness the region's year-round natural beauty and connectivity to offer travellers nature-led escapes. The property's strategic location near the Karuizawa Hokuriku Shinkansen (bullet train) Station provides convenient access from Tokyo, which is just over an hour away by train, as well as from nearby cities such as Nagano, Kanazawa and Maebashi. Karuizawa is a favoured weekend escape getaway, renowned for its cool climate in the summer and abundant year-round outdoor attractions, including the Karuizawa Kazakoshi Park, golf courses, forests, hiking trails, hot springs and skiing. The destination's international appeal is on the rise, especially among Asian travellers, and it is within two to three hours by train from Tokyo's Haneda and Narita international airports. Anantara Karuizawa Retreat will provide its guests with highly personalised service and exclusive accommodations, offering 23 suites measuring 60 to 120 sqm and 18 luxury two- and three-bedroom villas, which are being considered for future branded residence offerings, with further details to be announced as plans progress, ranging in size from 70 to 270 sqm. The villas will provide an additional 28 keys to the hotel's inventory, with select two-bedroom villas available as 70 sqm standard and 130 sqm one-bedroom villas, bringing the total key count to 51. Guests will enjoy three on-site food and beverage outlets, including an all-day dining restaurant, a specialty concept and a bar. Wellness will be a fundamental part of the resort's offering, centred around an Anantara Spa and onsen, and with additional wellness programming across the property. Other leisure facilities will include a swimming pool, fitness centre, library and resident's lounge. Additionally, the property will offer flexible meeting facilities to meet the growing demand for corporate gatherings in the region. The design of Anantara Karuizawa is anticipated to blend modern design with the site's natural surroundings, utilising natural materials such as exposed timber peaks and large windows to create harmony with the environment and offer sweeping views of Mount Asama. Kohei Motoyama, President and CEO, Royal Minor Hotels Co., Ltd., commented:"We are extremely proud to partner with List Development Co., Ltd. for the launch of the Anantara Karuizawa Retreat. The company brings exceptional expertise in creating luxury properties, aligning perfectly with Anantara's philosophy of offering refined stays and distinctive design. Together, we aim to create a retreat that coexists harmoniously with Karuizawa's rich natural surroundings and further enhances its unique appeal." Hiroyuki Kiuchi, President and COO, List Development Co., Ltd., commented:"We are truly honoured to bring the renowned luxury hotel brand Anantara to Japan for the first time through this landmark project in partnership with Royal Minor. We have long been committed to enriching people's lifestyles by creating high-quality homes and communities. In recent years, we have extended this philosophy to hotel condominiums and luxury residences, applying the know-how we have cultivated over time. It is within this context that our vision has aligned with that of Royal Minor, resulting in the signing of this hotel management agreement. Karuizawa is one of Japan's premier resort destinations, offering excellent access from the Tokyo metropolitan area as well as rich natural surroundings and beautiful seasonal landscapes. We were particularly drawn to its global recognition and the growing demand among affluent travellers seeking high-quality experiences. The site also enjoys a rare vantage point overlooking Mount Asama, a symbol of Karuizawa, and we are confident that introducing the "Anantara" brand to this location will enable us to provide a truly luxurious experience that fully satisfies both the mind and body of our guests, from both Japan and abroad. We are committed to dedicating our full efforts to ensure that this "Anantara Karuizawa Retreat" becomes a new landmark in Karuizawa and contributes to the revitalization of the local economy." Project OutlineLocation: Happa, Karuizawa-machi, Kitasaku-gun, Nagano PrefectureAccess: Approximately 15 minutes by car from "Karuizawa" Station on the Hokuriku Shinkansen LineDevelopment Area: 41,933.01 sqmOpening: 2030Number of Guest Rooms: 23 Suites (approx. 60-120 sqm), 18 Villas with 28 rooms (approx. 70-270 sqm) This project is currently awaiting building permit application. The content described in this press release may change in the future. Details on facilities and sales information will be announced again once finalized. About Anantara HotelsAnantara Hotels & Resorts are designed to maximize the unique charm of each destination within a luxurious setting, allowing travelers to experience the true essence of the locale through the brand's attentive and personalized service. The brand has established a strong presence in Thailand, throughout Asia, the Middle East, the Indian Ocean, and Africa, and has recently expanded into major European capitals, gaining broader global recognition. Anantara currently operates 59 hotels across 25 countries. About Minor HotelsMinor Hotels is a global leader in the hospitality industry with over 560 hotels, resorts and branded residences across 57 countries. The group crafts innovative and insightful experiences through its hotel brands including Anantara, Elewana Collection, The Wolseley Hotels, Tivoli, Minor Reserve Collection, NH Collection, nhow, Avani, Colbert Collection, NH, Oaks, and iStay, as well as a diverse portfolio of restaurants and bars, travel experiences, and spa and wellness brands. With over four decades of expertise, Minor Hotels builds stronger brands, fosters lasting partnerships, and drives business success by always focusing on what matters most to our guests, team members and partners. Minor Hotels is a proud member of the Global Hotel Alliance (GHA) and recognises its guests through one unified loyalty programme, Minor DISCOVERY, part of GHA DISCOVERY. Discover our world at and connect with Minor Hotels on Facebook, Instagram, LinkedIn, and YouTube. About Royal Minor Hotels Co., 1-34-6 Sakurashinmachi, Setagaya-ku, TokyoRepresentatives: Kohei Motoyama, President & CEO; Dilip Rajakariar, Representative Director & Vice PresidentEstablished: March 31, 2025Business Overview: Hotel management and operationURL: About List Development Co., 4-47 Onoe-cho, Naka-ku, Yokohama, Kanagawa PrefectureRepresentative: Hiroyuki Kiuchi, President & CEOEstablished: May 10, 1991Business Overview: Planning, development, and sale of condominiums, detached houses, office buildings, and tenant buildings; Consulting on real estate sales, brokerage, and asset management; Real estate property managementURL: About List Co., 3-35 LIST EAST BLD., Onoe-cho, Naka-ku, Yokohama, Kanagawa PrefectureRepresentative: Hisashi Kitami, President & CEOFounded: May 10, 1991Established: May 20, 2016Consolidated Sales: ¥56.2 billion (Fiscal Year ending December 2024)Business Overview: Holding company, Group managementURL: In 1991, List Co., Ltd. was established as a real estate brokerage company. Since then, the company has consistently engaged in real estate-related businesses, including the development and sale of detached houses and condominiums, asset management, and urban redevelopment projects. In 2016, the company reorganized its group structure and transitioned to a holding company system, establishing the "List Group" with List Co., Ltd. at its core. In 2010, List International Realty Co., Ltd. acquired the exclusive domestic rights to operate the real estate brokerage brand "Sotheby's International Realty®," which originates from one of the world's largest auction houses, Sotheby's. Under the brand name "List Sotheby's International Realty," the company has since expanded its real estate brokerage and development operations to locations including Hawaii, Singapore, Hong Kong SAR, and Thailand. Through these businesses, the List Group remains committed to providing clients with "valuable real estate" around the world. All other images (4pcs) – can be directly downloaded from the link below, please ensure to clearly credit the source when using these URL: available until August 10,2025 Media ContactList Group Public Relations & IR Department: Yukari Tajiri & Mayu NishimotoTEL: 03-6457-9401MAIL: pr@ View original content to download multimedia: SOURCE List Co., Ltd. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Khaleej Times
7 days ago
- Business
- Khaleej Times
UAE: This hotel produces drinking water from air, serves it for free
A hotel in the UAE is doing something extraordinary and in a sustainable way — it is producing its own drinking water directly from the air. The property doesn't rely on seawater, municipal supply, or underground sources. Instead, it captures moisture from the atmosphere and turns it into pure, mineral-rich water, served to guests every day for free. This system, known as an 'air-to-water' plant, has allowed the Bahi Ajman Palace to completely eliminate the use of plastic water bottles on its premises. According to the management, hundreds of kilograms of plastic waste have been removed from the hotel's operations in recent months. 'This water doesn't come from the sea, the ground, or any utility line; it comes straight from the air,' said Iftikhar Hamdani, area general manager, Bahi Palace Ajman. 'We are harnessing the moisture in the atmosphere, running it through layers of filters and UV purification, and bottling it in reusable glass bottles. The result is clean, drinkable water that tastes great, and doesn't harm the planet.' How it works The process begins with the machine pulling in humid air from the environment. The air is cooled until the moisture condenses into water droplets, similar to how water forms on a cold bottle taken out of the fridge. These droplets are then collected, filtered, and passed through several purification stages, including UV light and mineral enrichment. The sterilised glass bottles, heated with steam and water at 85 degrees Celcius, are filled using a hygienic bottling system and sealed with expiry dates that are valid for up to three months. The entire setup is monitored by the hotel and maintained by the plant manufacturing company, and the water is regularly tested and approved by government health authorities. 'It's not just eco-friendly, it's safe and refreshing,' said Hamdani. 'The water is of high quality, certified, and guests have been loving it.' Daily output and usage The hotel began using the air-to-water system in January this year and currently produces 1,000 litres of drinking water every day. On regular days, around 700 litres is enough to meet guest demand. During banquets or large events, production is increased to full 1,000 litres to cater to everyone. Before installing the system, the hotel used over 700 plastic bottles a day. The switch to glass bottles and in-house water production has helped the hotel make a meaningful impact on reducing single-use plastic. 'Thousands of bottles were going to the trash every month. That's just not good for the environment,' said Hamdani. 'By eliminating plastic, we have taken one big step toward responsible hospitality.' Sustainability 'My passion is sustainability. But more than passion, I believe it's a responsibility,' said Hamdani. 'Hotels have a role to play in protecting the environment, and this is a clear way to contribute.' The investment has also made sense financially. The hotel expects to recover the cost of the air-to-water system in under two years. With no ongoing expenses for bottled water and fewer logistics around ordering, storing, and disposing of plastic, the long-term savings are substantial. 'This system is commercially viable,' he said. Positive guest feedback Guests have been impressed not just by the taste of the water, but also by the story behind it. Many have taken an interest in how the process works and have interacted with the housekeeping team to learn more. 'People are surprised when they hear that the water came from air,' said Hamdani. 'They ask questions, they are curious, and that's great. It opens up conversations about sustainability and gets people thinking.' Setting an example The initiative is successful for the hotel and shows how innovation and environmental responsibility can go hand in hand. 'We live in a place where humidity is available in the air for most of the year. Why not use that to create clean drinking water and reduce our impact,' said Hamdani.
Hospitality Net
02-07-2025
- Business
- Hospitality Net
Decoding Guest Feedback: Insights on AI and Review Trends for Hoteliers
The world of guest reviews is constantly moving. New technologies are changing how guests share feedback. They also change how hotels manage their online reputation. It is a critical part of hotel management. For hoteliers, staying ahead of these trends is not just an option. It is essential for success. A recent Shiji Buzz Webinar brought together leading industry leaders to discuss the future of guest reviews and what hoteliers need to know in 2025. Hosted by Andre Baljeu from the webinar included Rodica Buzescu, Group Product Marketing Manager at Diana Villanueva, Online Reputation Specialist at HM Hotels, and Jessica Kurtz, Global Product Ambassador with Reviewpro Reputation. They covered everything from updated scoring systems to the rise of Artificial Intelligence. Takeaways Embrace recency. New weighted scores mean recent reviews matter most. Your current efforts to improve are rewarded much faster. Integrated platforms are a necessity. Replace patchwork systems with integrated platforms. A 'one-stop shop' for reviews improves efficiency and data insights. API-First is fundamental. APIs are essential for connecting your hotel software. They ensure seamless data flow for better operational efficiency. Use AI as a Co-Pilot. Use AI to draft review responses for efficiency. But always maintain human oversight to protect your brand voice. Turn complaints into clarity. Use negative feedback as a free marketing audit. Clarify your offerings and solve issues in-house first. Why new reviews matter most A major topic was the changing value of reviews over time. has recently updated its system, shifting from a simple three-year average to a new model that places greater weight on the most recent reviews. This change was a direct response to feedback from hoteliers who felt that old reviews unfairly impacted their current reputation. This new, dynamic score more accurately reflects a hotel's current reality. It rewards properties for their current efforts and improvements. Diana shared her initial reaction, noting that her team quickly saw the benefits. The new system provides a more accurate representation of a hotel's current state, particularly for properties that have undergone recent renovations. Their hard work is no longer held back by outdated feedback. This approach aligns with other platforms, such as Google, and is becoming an industry standard. This sentiment was echoed by Jessica, who explained that Reviewpro Reputation's own Global Review Index (GRI) has always prioritized recency to show a potential guest what a stay would be like today, not years ago. The anatomy of a modern review The way guests write reviews is also evolving. People are moving away from long, wordy essays. Instead, feedback is becoming more concise. Platforms are innovating to capture this by asking for 'tidbits of information' and using multiple-choice questions. This makes leaving feedback quicker and less overwhelming for the guest. Despite this brevity, data presented by Reviewpro Reputation shows that text comments remain vital. In the first quarter of 2025, over 66% of reviews still included text, an increase from the previous year. This text is crucial because it provides the context behind a score, which hoteliers need to make meaningful improvements. In response, hotels are getting faster. The average time to respond to a review has been cut in half, from six days to just three in the last two years. This speed is critical. A fast reply is not just for the guest who wrote the review; it is for all potential guests who will read it. Harnessing technology Managing reviews across many platforms is complex. Technology integrations offer a powerful solution. When an OTA like connects directly with a reputation management platform like Reviewpro Reputation, the benefits are immediate. Using guest reviews API, it creates a central hub for hotel teams to respond to all reviews without needing to log into multiple systems. This integration greatly improves efficiency and security. More importantly, it provides deeper insights by pulling in detailed departmental scores for things like service and cleanliness. This granular data helps managers pinpoint exact areas needing attention. One analysis showed that after integration, the average response time for hotels dropped from two weeks to just five days. Make AI your ally, not your replacement, right? We're not replacing your responses with AI. We want to be your co-pilot. We want to work hand in hand, but the end decision of that response is still the hotelier. Jessica Kurtz AI as a Co-Pilot Artificial Intelligence is the next major force shaping review management. Recognizing that hotels were already using tools like ChatGPT, technology providers like Reviewpro Reputation have integrated this power directly into their platforms. The conversation stressed a key point: this technology should be seen as an ally, not a replacement. The AI acts as a co-pilot, reading a guest's review and suggesting a draft response to save teams time. The hotelier can customize the tone, length, and signature to ensure the reply aligns with the hotel's brand. As an early adopter of Reviewpro's AI tool, Diana emphasized that the human touch remains essential. An employee must always review, edit, and personalize the text to ensure the hotel is truly listening. If review management is only about replying, then in my opinion, we are losing the most important part of guest feedback, which is to listen and to improve. And for that, you need real people behind it. Diana Villanueva Turning negative feedback into a positive strategy Negative reviews are an unavoidable part of the business. The panel offered clear advice: treat these reviews as a learning opportunity. If a guest complains about a missing amenity, the first step is to ask why they expected it and audit your marketing on and other channels for clarity. This prevents future disappointment. When responding, turn the negative into a marketing moment. Acknowledge the issue, then highlight another great feature. The best strategy, however, is to solve problems before they become negative reviews. Anything that you can fix earlier during their stay is gold. Anything you do with responding to guest reviews afterward, it's great and it impacts your future guests. But it feels to me like it's a place where we should all invest a bit more time. Rodica Buzescu The future is responsive The landscape of guest feedback is more dynamic than ever. The conversation made it clear that a passive approach is no longer viable. Hotels must be proactive and technologically adept. They need to understand the new rules of recency. They should embrace tools like integration and AI to become more efficient. Ultimately, managing guest reviews is about more than just a score. It is a continuous cycle of listening, responding, and improving. It is a core function of modern hotel operations and marketing. By embracing these changes, hoteliers can build a stronger reputation. They can also foster deeper loyalty with their guests. The future of guest feedback is here, and it is time to engage. Watch the full webinar here: About Shiji Group Shiji is a global technology company dedicated to providing innovative solutions for the hospitality industry, ensuring seamless operations for hoteliers day and night. Built on the Shiji Platform—the only truly global hotel technology platform—Shiji's cloud-based solutions include property management system, point-of-sale, guest engagement, distribution, payments, and data intelligence for over 91,000 hotels worldwide, including the largest hotel chains. With more than 5,000 employees across the world, Shiji is a trusted partner for the world's leading hoteliers, delivering technology that works as continuously as the industry itself. That's why the best hotels run on Shiji—day and night. While its primary focus is on hospitality, Shiji also serves select customers in food service, retail, and entertainment in certain regions. For more information, visit View source
Al Bawaba
30-06-2025
- Business
- Al Bawaba
Al Jaddaf Rotana Dubai Launches Rosé Reverie: Tea Experience in Collaboration with Elizabeth Arden
Rotana was founded in 1992, by a partnership between two visionary thinkers, Nasser Al Nowais and Selim El Zyr, who were joined three years later by Nael Hashweh and Imad Elias. Operating as Rotana, it opened its first property in Abu Dhabi in 1993 and is today one of the leading hotel management companies within the Middle East and North Africa. Rotana is a company offering the best of both worlds. A unique understanding of the culture and communities of the Middle East combined with the collective expertise of an executive team contributing over 35 years of international experience in the service industry. Rotana aggressive expansion plans have seen the company grow from 2 properties in 1993 to a total of 70 by 2014. With several further properties planned for opening and new projects in the pipeline confirming the company's intention to have a Rotana managed property in all the major cities throughout the Middle East and North Africa within the next five years.
Skift
27-06-2025
- Business
- Skift
Planner Left Stranded After Hotel Changes Hands
No rooming lists, diagrams, or BEOs — and no responses to her calls or emails — left this planner on edge as her hotel went through a change of ownership just weeks before her meeting. For Evya Potts-Richards, using a Capitol Hill hotel that she had, in her words, 'broken up with before,' could have been a bad omen. But despite the fact that she had a negative experience in the past, the property was now part of a major chain. So last year, when her site specialist suggested using them for a June 2025 conference, she gave it the green light. 'I knew the property, and I also knew the conference services manager and that she would take care of me. So I decided I would go back again,' said Richards, who is the meeting manager at The Energy Council. The contract was signed in May 2024 and, as always, included a change of ownership clause. What Richards didn't know was that the property changed from corporate-owned to a franchise after the contract was signed. 'The service and everything, whether corporate-owned or franchised, should be seamless, because as a franchised property you're still flying that brand's flag,' she said. In this case, the franchise employees were not given any access to information, systems, or credentials. Then everyone she had been working with started leaving. Trouble Brewing The first sign of trouble was in March 2025, when she started noticing that she had no introductory emails from the hotel. She reached out to her sales manager, only to find that she was no longer there. 'Still, that wasn't a big alarm because I know salespeople tend to move on. So I reached out to the person who I thought was going to be my CSM, and she sent me back an email that she was moving on.' That's when she picked up the phone. During their conversation, the CSM never gave Richards any indication that the hotel was changing ownership and all the corporate employees were fleeing. Around that time, the issues started. Because of a mistake in the system, the registration cutoff date was listed a month earlier, so her attendees — high-profile state-appointed legislators and leaders in the private business sector energy from companies like Exxon Mobil and Shell — started reaching out saying they had tried to register for the meeting but the room black was full. 'I had at least four or five different rooms coordinators,' she said. 'Every time I'd reach out to somebody, they were no longer there. It was like the first time they'd ever heard about this.' Less than 30 days before the meeting, after numerous frustrated emails and calls, the sales manager finally called to tell her the hotel had been sold. She was assigned a new CSM, a 'task force' contractor who actually lived in Atlanta. These interim management professionals are brought in from all over the country to fill critical roles. 'I knew nothing of that world, but she was a seasoned professional,' Richards said. 'However, she was extremely overwhelmed, because we weren't the only group coming in.' The issues persisted. 'No BEOs, no diagrams, nothing.' That's when the hotel brought in additional contract task force employees: a banquet captain, a food and beverage director — and a new CSM to relieve the overworked one. Enter the Task Force The June 5-7 meeting went off without the 130 attendees having any issues or idea of what went on behind the scenes. Richards has decided not to pursue any legal action. She did hold a debrief meeting with the new general manager (the previous one also left) and her third CSM, to let them know how she felt about how they handled the situation. 'It would have been a professional courtesy for the previous GM to have contacted me to let me know what was happening, and the contract says that the hotel is supposed to do that. I told them that meeting planners talk to each other, and as a planner who has been doing this for many years I feel like we're getting a little disrespected.' She has asked that the hotel offer her the same rate as they did this year, and perhaps she would consider returning again in two years. She'll be sure to get that promise in writing. Her advice to fellow planners: Ask if a hotel is franchised or corporate-owned or -managed. There can be differences in flexibility, brand standards, and contracting. In her previous role, for example, her company would not work with franchise hotels. 'They were not as amenable to our addendums,' she said. 'Moving forward, we'll be putting this in future RFPs, along with a 90-day change of management clause. 'So many things went so terribly wrong,' she said. 'I think if I hadn't been more seasoned, it could have been even worse.'
