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Renaissance Is Bringing the “Boutique Style” to Syracuse

Today, I invited Britney Bubrowski, the HR Manager, and Shin Lee, the Revenue Manager of Renaissance Syracuse Hotel to speak in my Hotel and Resort Operations class. They presented very informative information about their career paths, job responsibilities, as well as, the hotel’s plan of going “boutique style.”

Marriott acquired the Renaissance brand in the 90s. Since then, Renaissance has gone through several changes. If my memory is correct, Renaissance was branded by Marriott according to a property’ specific location and designed to provide guests “unique” experience. Actually, this idea is very similar to today’s boutique hotel concept. Afterwards, Marriott marketed Renaissance as a “boutique-inspired” brand. Now, Renaissance Syracuse is transferring into a “boutique-style” property, which would look similar to the Renaissance in Washington D.C. Such transformation will include not only guest assessable areas such as lobby and guestrooms but also the back of the house. Associates in Renaissance will be able to dine in a new chic cafeteria and have internet access in a “workstation” --- it is so difficult to keep our associations away from Facebook and Internet these days, isn’t it?

We have discussed the boutique hotel trend in different aspects. A recent news article I read is about how boutique hotel projects are lined up in Washington, D.C. Boutique style can be easily blended with those cities with chic and cultural personalities, which give places like D.C., San Francisco, and New York some advantages. Syracuse has its unique personality as well, but I can only find a couple of boutique hotels in Syracuse on Google!Map. I am glad that Renaissance Syracuse Hotel is bringing the boutique style to town.

References:
Washington Business Journal: http://tinyurl.com/linchikwok04132010
The pictures were copied from: http://tinyurl.com/linchikwok04132010P (Renaissance Syracuse) and http://tinyurl.com/linchikwok04132010P2 (Lobby of the Renaissance D.C.).

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