HOTEL DU VIN Bistro offering branches out
While some boutique and lifestyle hotels are gaining a reputation for their high quality in-house restau- rants, one well known brand has decided to develop its successful restaurant concept outside of the
boutique environment. Hotel chain Hotel Du Vin opened its second standalone dining concept in the capital – Bistro du Vin – in Soho last sum-
mer, following on from its fi rst site in Clerkenwell. The bistro offers simple clas- sic dishes, quality wine and a vast range of cheeses – all of which have shaped the Hotel du Vin reputation. The menu is sourced from 'food heroes' including local farmers, fi sherman and butchers. The main restaurant space has a light
and airy New England feel with pale olive tongue and groove walls, taupe granite,
banquettes, oak tables and traditional signage. By contrast the Salon area is sur- rounded by panelled walls and bookcases to give a snug and more intimate feel. The company has also teamed up with Eric Charriaux of Premier Cheese to cre- ate a modern delicatessen-style Cave au Fromage at the Soho site, constructed from scaffold pipes, reclaimed timber and clear glass shelving.
Boutique hotels have become the preferred choice of affl uent young travellers who are seeking an experience rather than a commodity
on commercial demand, particularly related to the advertising, public rela- tions and media sectors. The effect of the celebrity and media
crowd is enormously important for the ability of boutique hotels to achieve higher than average room rates – draw- ing on customers’ aspirations to see and be seen with the ‘in crowd’. As such, the success of a boutique hotel depends on its ability to be able to target appropriate customer seg- ments, address their needs, market the brand through the correct chan- nels, and consistently deliver on the expectation created through those marketing efforts.
ISSUE 1 2012 © cybertrek 2011
THE ‘BOUTIQUE BUZZ’ Boutique hotels benefi t from key prof- itability advantages - the ‘boutique experience’, their restaurants and bars, and ability to create the feel of a private club.
The entrance of international chains into the boutique hotel market have added competition to the already well- established independent boutique hotel operators. The whole boutique experience is therefore becoming an increasingly important factor in order for hotels to be able to differentiate themselves in the market. Larger chains entering this market have been adapting to this sector by
offering similar products and facilities offered by the independent boutique hotels. Some chains have achieved this by creating joint ventures with renowned fashion houses and high- end designer brands such as Bulgari, Missoni and Armani.
Although the uniqueness of a prop-
erty and its facilities, in addition to the exclusivity and individuality of the hotel, are key combinations, quality and personalised service continue to be signifi cant factors in creating the distinctive overall experience expected of a boutique hotel.
The ‘buzz’ that the hotel is able to create and maintain over a sustainable
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CASE STUDY
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