KSL, which only invests in travel and leisure, has a share in Whistler Blackcomb


MAKING MONEY Back at Tucson, the current priority is to develop and enhance the guest experience and to balance that against profi tability. “The way we look at businesses, we look at all the major departments as businesses within the resort itself,” says Weissmann “So for instance, the spa has to have a P&L [statement] and show that it can be profi table relative to food and beverage and rooms. It’s not necessarily targeting [specifi c areas for improvement]; it’s keeping people accountable. “On the cost side, we’re maximising the use of group purchasing and making the most effi cient use of labour. In terms of room product, we’re managing the room distribution and yielding those rooms in the most effective way… a lot of it is just tweaks here and there.” One area earmarked for extra attention is


fi tness. The diffi culty, says Weissmann, is that while guests will pay for spa treatments, fi t- ness at resorts is typically considered to be


CLADmag 2015 ISSUE 1


KSL INVESTMENTS Some of KSL’s current investments include:


Designer Clodagh designed the new spa at Miraval, as well as the villas and private houses


■ The Belfry (UK) ■ ClubCorp country clubs (across the USA) ■ East West Partners (real estate developments across the USA) ■ The James Royal Palm hotel (Miami, Florida, USA) ■ Malmaison and Hotel du Vin hotel chains (across the UK) ■ Miraval Resort & Spa (Tucson, Arizona, USA)


■ Squaw Valley/Alpine Meadows ski resorts (California, USA) ■ St Regis Monarch Beach (California, USA) ■ Village Urban Resorts (across the UK) ■ Whistler ski resort (Canada) KSL has a 24 per cent share in Whistler Blackcomb Holdings, one of the main


companies behind the Canadian ski resort


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PHOTO: ERIC LAIGNEL


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