driven by our data analytics platform and the people in our
business who are helping our decision makers. It’s helping us
be a heck of a lot more efficient. But it all starts with getting
the data in the first place, making sure it’s true and being able
to get it into the hands of decision makers. And eventually
machine learning is going to essentially automate a lot of that
for our owners, for our guests, for us internally to run our
THERE’S BEEN SOME DISCUSSION ABOUT TRAVELERS
SHIFTING DOWN SEGMENT
AND RENEWED INTEREST IN MIDSCALE. HOW IS
DEVELOPMENT GOING FOR
YOUR UPSCALE AND MIDSCALE BRANDS?
We have about 350 hotels
in the upscale segment.
We’ve been in upscale for
many years in international
markets: Europe, Australia.
Cambria is our dominant
brand for upscale in the
U.S., and we’re really seeing significant traction with
that brand. We just opened
our 31st, in Newport, R.I.,
we’ve got two open in Chicago, we’ve got two in New
York City, we opened one in
California at LAX and just
added our third in Texas
with another nine or 10 in
the pipeline for cities there.
We’ve got another 100 hotels in the pipeline.
For Comfort [in the midscale segment], we’ve really
cleaned up the brand. A lot
of our deals have been for
and I think our goal this
year is 57 Comforts will
open—so more than one a
week. We exited about 600
hotels over the past five years, opened up a bunch of markets;
our development team’s been selling more new-construction
and high-end conversion hotels into the brand. What that’s
resulted in is 30 consecutive months of RevPAR index gains
against [the brand’s] competitive set. You’ve heard a lot of
players talking about launching midscale brands. They’re going to be up against a tough competitor. “Bring it on” is our
point of view.
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“[A year and
ago] our loyalty
program was 25
million people ...
and now it’s 32
million. So we’ve
added 7 million
as part of the
revamp of the