Growth of a Hotel Chain Via Globalization

Kempinski Hotels S. A. is an independent Swiss delisted joint-stock company. It is involved in a number of luxury hotel and hospitality related businesses, including conference, catering and hotel supplies. And Kempinski was among the first to enter the developing market of fully serviced residences during the 1990s. Kempinski Hotels now owns and runs an international portfolio of 68 hotels. A further 39 hotels are either under final development or construction in Europe, the Middle East, Africa, Asia. Kempinski is also a Member of the Global Hotel Alliance.


The company we know today as Kempinski Hotels’ began in 1897 under the name Hotelbetriebs-Aktiengesellschaft in Berlin. At the turn of the century, the first grand hotels were built in Germany’s largest cities and several of these belonged to the Hotelbetriebs-Aktiengesellschaft when it was founded. At the same time, M. Kempinski & Co. was founded by Moritz Kempinski and developed in parallel, finally being acquired by the Hotelbetriebs-Aktiengesellschaft in 1953. Berthold Kempinski was born on October 10, 1843, in Raschkow in Posen (formerly a province of Prussia, but now known as Poland).

He was one of two sons.

In 1862, his brother, Moritz, opened a specialist wine shop in Breslau, called M. Kempinski & Co, which Berthold joined two years later. They worked hard at their enterprise together and ten years later, in 1872, Berthold and his wife, Helene, moved to Berlin and opened a wine shop under the same name, which they soon expanded into a restaurant with rooms. In 1889, Berhold opened a restaurant in the Leipziger Strasse with several dining rooms, the biggest restaurant in Berlin at this time.

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When Berthold retired, the company became Richard’s (his son in law), even though the name was retained.

Berthold Kempinski died on March 14, 1910, and was therefore spared from the events to follow. Until the First World War Richard, who now owned the company, had managed to build an enormous real estate complex revolving around his gastronomical business. During the First World War, the business ran smoothly and after the war, Richard even managed to buy his own production-centers. Then, as the Kurfurstendamm Street began to enjoy more popularity, Richard bought and managed a restaurant at Kudamm 27 (the address where to this date, the Kempinski Hotel Bristol proudly stands). In 1928 M.

Kempinski ; Co. also took over the management of the Haus Vaterland’ on Potsdamer Square and introduced a sensational new concept – entertainment gastronomy which Berlin had not seen before. After success, however, came sadness. In 1937, Richard Unger and his family emigrated to the United States of America to escape the war. Unfortunately, the Restaurant at Kurfurstendamm 27 was destroyed in a fire shortly before the war ended and all his other properties were destroyed by bombings. However, the Kempinski name was destined to survive and, after the war ended, Dr. Friedrich W.

Unger, Berthold’s grandson and Richard Unger’s son, returned to Germany. In 1951 he started to build a hotel directly on the site of the destroyed restaurant at Kurfurstendamm 27. One year later the Kempinski Hotel opened and became the most modern and popular Grand Hotel of its time. It was the first five star hotel in Berlin and became renowned for its innovations for example, building an indoor swimming pool. In 1953 Dr. Friedrich W. Unger sold his share of the business and the Kempinski name to the Hotelbetriebs-Aktiengesellschaft, which already ran hotels called the Bristol and the Kaiserhof.

The name Bristol was taken over and used by the hotel at Kudamm 27, which is known today as the Kempinski Hotel Bristol. The Kempinski Hotel Bristol was the first property of the internationally active hotel group and in 1970 the Hotelbetriebs-Aktiengesellschaft changed its name to Kempinski Hotelbetriebs-Aktiengesellschaft. Since 1977 the company has been called Kempinski A. G. In August 2002, at its AGM in Munich, the majority shareholder (98. 2%) of Kempinski AG, in accordance with new German company law-governing squeeze-outs passed a resolution to purchase the remaining 1. 8% of the Company’s shares.

Over the years, the company acquired other famous landmarks all over Germany. In 1957 the Atlantic Hotel in Hamburg, also know as the white castle’, situated on the outer Alster Lake and in 1970 50% of the stakes in the Hotel Vier Jahreszeiten in Munich, which established a long-standing partnership with Lufthansa, who was also a shareholder of the property. In 1977 the Hotel Gravenbruch near Frankfurt joined the group. In 1985 Lufthansa bought shares in Kempinski, enabling the traditional German Hotel group to operate hotels abroad. Kempinski, Lufthansa and Rolaco S. A. formed Kempinski Hotels S.

A. and the Company’s head office was established in Geneva, Switzerland. Its mission was and still is to expand the group globally, while retaining distinctive and individual hotels with history or breathtaking modernity. (Hotels of the world, 2011) Management Board President and Chief Executive Officer Reto Wittwer, with Kempinski since 1995. Wittwer is regarded as an inspiration to many, and as a motivational and generous leader, the grand ambassador of the Kempinski collection. Under his leadership, Kempinski has become one of the most prestigious names in the hospitality industry.

Wittwer previously held the position of President and CEO of Ciga S. p. A. and prior to that he was President and CEO of Swissair Nestle Swissotel Ltd. Wittwer has worked for Le Meridien, Inter-Continental Hotels Group, The Mandarin Hotel Group, The Peninsula Hotels group and Hyatt Hotels Corporation. Chief Operating Officer Duncan O’Rourke, with Kempinski since 2002. His main responsibility is consolidating Kempinski’s expansion and ensuring the group delivers on its brand promise through operational excellence, through his own extensive international experience.

Over two decades before beginning his career at Kempinski, O’Rourke has worked for premium brands such as Rosewood and Marco Polo in Washington, Moscow and Saudi Arabia, before joining Movenpick as Director of Operations for their Gastronomy division in Switzerland. Chief Financial Officer Collin Lubbe, with Kempinski since 2009. Responsible for the Corporate and Hotel Finance Department, Lubbe is also responsible for Real Estate Investments and Information Technology for the group, leading the implementation of effective business strategies in a multi-national environment.

Before joining Kempinski, Lubbe was the Vice President Financial Shared Services for Hyatt Corporation in Chicago. SVP Corporate Affairs and Strategic Planning Markus Semer, with Kempinski since 2002. Leads the group’s Strategic Planning, which acts as the breeding ground for many of the group’s most innovative business concepts, as well as overseeing Legal, People Services ; Corporate Communications and Kempinski’s Associated Businesses. Prior to joining Kempinski, Semer worked with Commerzbank AG in Corporate Banking.

Brand Philosophy The key points of Kempinski brand philosophy are:  Our prestigious heritage shapes our bright future;  We are committed to providing our guests with memorable journeys inspired by exquisite European flair; * We believe life should be lived with style;  We are providing perfection for our guests at every moment and in every way;  We are each personally responsible for creating rich and meaningful experiences for our guests. Each year, an increasing number of guests come to appreciate these qualities.

It’s not good enough to simply provide a hotel bed and a meal – at Kempinski it’s all about bringing a story to life and create incredible memories for guests on a ‘once-in-a-lifetime’ journey. (Kempinski Hotels S. A. ) Corporate Social Responsibility Integrating hotel operations into the life of the local community and society of host countries is highly rewarding for Kempinski and its employees. Kempinski believes that the local economic impact of its hotels can be managed positively and responsibly.

Kempinski generates employment locally through the guests and successful operations. Kempinski is committed to work with local partner and using local produce. Its culture of life-long learning makes it natural to offer training and education opportunities for all employees. And encourage staff at hotels to get involved. Each Kempinski hotel chooses social responsibility programs that meet the needs of their local community. Health and safety Kempinski’s first commitment is in the health and safety domain. Today, Kempinski is proud to be a member of the ”Stop TB “.

Along with other corporate partners, Kempinski is contributing to the success of the Luis Figo Stop TB Campaign – the fight against tuberculosis. Kids / Education Regional Primary Boarding School in Canakkale Collaboration with a well respected local NGO, TOCEV (Tuvana Okumaya Istekli Cocuklar Vakf? ), who provides educational opportunities and give material-moral support to the children Kids Village in Istanbul Bolluca Kids Village shelters 109 kids from 3 months to 20 years old, who need protection Apprenticeship Grant Program

The program is developed to provide an apprenticeship to students who need financial and mentoring support by giving them the possibility to do a-2-year-apprenticeship at the hotel. Clothing Aid The Kempinski collects unused clothes from the staff and delivers them to people in need through organisations. Food Aid Leftovers are collected for Hasdal Animal Shelter on a periodical basis. Art ; Culture The Kempinski believes that cultural heritage is a necessity, not a luxury and supports art ; culture through various, continuous and different events all year around. Kempinski’s goal

The aim is to be renowned as hoteliers who offer luxurious hospitality in the grand European style. To serve the kind of people who expect excellence and value individuality. The strategy guiding us throughout is long-term and focused on Kempinski’s enterprise value. Kempinski brand can promise luxury hospitality provided with European flair, which is best delivered through a decentralized approach. Company trust in an empowering there staff in all regional offices means Kempinski can deliver brand promise coherently, while respecting the cultures specific to each region, country and property.

Kempinski is focusing on its development efforts on prime European destinations. Expansion continues in China, the Middle East and Africa; regions where Kempinski was often the pioneer. Awards Each year, renowned magazines and travel associations select the best hotels in the world, distinguishing them with awards for excellence in areas such as hospitality, gastronomy or spa & wellness. Kempinski Hotels is proud to be recipient of many of these awards. “Service Champion 2011” – named by Service Value GmbH and Frankfurt Goethe University, after a survey with nearly one million consumers (Germany)  “Best Service Provider 2011” – awarded by Best Brands (Germany)  “Beste Hotelgesellschaften” (2nd place) – awarded by Business Traveller (Germany)  Kempinski Hotel Dukes’ Palace Bruges – “Certificate of Excellence 2011” – awarded by Trip Advisor  Kempinski Hotel Zografski Sofia – “Certificate of Excellence 2011” – awarded by Trip Advisor  Different Kempinski’s logos

Rates in Hotel Bristol: Standard Room 145 EUR; Presidential Suite: 2200 EUR. Emirates Palace Abu Dhabi Located in the capital of the United Arab Emirates, the magnificent Emirates Palace is a national landmark and one of the most impressive hotels and conference venues ever built. Perfect for corporate and leisure travellers, Emirates Palace offers a variety of luxury services to suit every need, whether you come on vacation with your family or for a business meeting or international conference. Emirates Palace, located on 1. km of private white sandy beach and surrounded by 85 hectares of beautifully landscaped gardens, is only 30 min drive from Abu Dhabi airport and 1. 5 hours drive from Dubai airport. The Palace has 302 Grand rooms and 92 magnificent suites each combining the ultimate in luxury with state of the art technology. Rates in Emirates Palace: Standard Room :Related Industry Luxury residence units for rent Kempinski Residences offers the opportunity to rent some of the most desirable parts of the world’s luxury apartments, villas, townhouses and penthouses for international guests.

Through continuous learning and sharing across cultures and continents experience, Kempinski continue to provide innovative and truly appreciate services for their apartment guests during their stay. All residences are fully maintained and serviced by their on-site management team. According to the guests’ location, the design of each residence, including equipment and facilities, is provided just to make guests’ stay memorable. Guests can choose long stay or short stay from one week to a year: If guests want to travel, they can choose short break to rent the residences for a week.

Le Mirador Kempinski is near by the Geneva lakeside in Vevey, in Switzerland, and the hotel is still easily accessible from Geneva and Lausanne, Bern train station or by cable car or limo up from Vevey. The biggest hotel of Kempinski is Kempinski Hotel Beijing Lufthansa Center; it has 526 rooms and suites. Kempinski Hotel Beijing is located in the heart of Tiananmen Square near the Forbidden City, China. And as you can see on this graph chart the majority of Kempinski hotels has the room number between 151-200 rooms, and the least amount of Kempinski hotels are with the room number between 451-500.

Level of service Kempinski hotel offers many kinds of services for customers; including luxury transfer, luxury spa, Internet access, executive lounge, private transfers, personal driver and more. Especially luxury spa, most of the Kempinski hotels have to provide luxury spa and have different style in each country. The luxury spa also offers kinds of service, like fitness & wellness, pool & gym, beauty salon, hair salon and so on, luxury spa is a feature in Kempinski and popular by the customer. Recent Business Activities

In 2010 under the flag, 7 Kempinski hotels have opened, including three in Europe, two in the Middle East and Africa and two in Asia. In addition, 12 had signed new management contracts and lease agreements. According to annual report of last year 2010 the results of the Kempinski AG, for example, has increased over the previous year to EUR 4. 0 million or 200%. Revenues have increased from EUR 8. 3 million in 2009 to EUR 9. 3 million in 2010. The positive trend for Kempinski AG is also seen in the development of the whole group.

After deducting minority interests, result is the net profit of EUR 3. 4 million, an increase from EUR 3. 3 million compared to year 2009. The average management fee received from the hotel depending on the size and business of the estate is 6,5 mill. EUR, which are 2 mill. more than on year 2009. The total amount received from management fees is 24,46 mill. EUR in 2010. (BDO Deutsche Warwntreuhand, 2011) Kempinski business model Kempinski has decided to move away from the ownership of real estate and to focus on its core business: the management of hotels and resorts on behalf of the Owners.

The growth of portfolio internationally is built around the execution of management contracts. Through its management contract, Kempinski provides Owners with the essential operational expertise necessary for establishing and preserving the long-term profitability of their investment. The Owner has no operational responsibilities and enjoys a hassle-free property investment, while retaining such ownership benefits as cash flow, depreciation, deductions, tax benefits, value enhancement, refinancing opportunities, and ownership of the property after the contract expires.

In a nutshell, the Owner signs into a full package of benefits such as operational expertise and management know-how, immediate brand recognition and access to strong distribution channels. Being a member hotel in portfolio means:  to be incorporated into network of specialists,  to rely on project management experience,  to learn from renowned operational expertise,  to be supported by strong international network of marketing, reservations and sales services,  to experience the Kempinski culture and spirit, to take advantage of state-of-the-art technology and bargaining power and to benefit from financial competence. As a hotel management company, the highest priority is always optimum operational performance and sustainable financial results. Express the brand promise through operational value propositions, which are unique to Kempinski. Performance, as individual properties and as a group, is driven by innovation in every area of the business.

With the management contract the chain has complete control over the standards and quality of each property and is responsible for day-today operations. Choosing the most appropriate operator to be the caretaker of the hotel or resort investment is a critical decision. Kempinski professionally manage properties and build its value. Kempinski as a member of Global Hotel Alliance Based on the airline alliance model, Global Hotel Alliance is the world largest alliance of independent hotel brands. It uses a common technology platform to drive incremental revenues and create cost savings for its members, while offering enhanced recognition and service to customers across all brands.

GHA currently comprises of Anantara, Cham, Doyle, Dusit, First, Kempinski, Landis, Leela, Marco Polo, Omni, Pan Pacific and Parkroyal encompassing 243 upscale and luxury hotels with 60,000 rooms across 47 different countries. Kempinski, Pan Pacific and Rydges founded the Global Hotel Alliance on 2004. Rydges is not anymore the part of alliance. On 2006 the GHA united with Asian Hotel Alliance. Since 2006 GHA consolidates its position as the world’s largest hotel alliance of independent and individual brands and each Member Brand is respected in their home markets for reflecting local traditions, lifestyles and cultures.

Around the globe, various cultures and historical backgrounds add new interpretations to European heritage every day. Today, Kempinski unites many cultures and backgrounds; never before has Kempinski been able to profit from such a rich and diverse pool of talent. And in the past decade, Kempinski has grown faster than ever. Almost every day, new face joins the team, enriching in many ways by writing their part of Kempinski’s story. This growth and multi-culture is a great opportunity – yet it is also a challenge. With every hotel opening and entry into a new cultural region, capturing and framing the essence of the Kempinski experience gets harder, but also more important.

Given the median 18% of global staff turnover and the number of new staff recruited every day. This is particularly important when undertaking mass recruitment for new properties. The employees of Kempinski need to understand for who they work and have a consistent experience of Kempinski. They need to promote internal branding of Kempinski, as ‘how’ they work. Corporate culture is very closely tied to ‘what’ is delivered, external brand promise and the guest experience. This kind of approach makes a Kempinski chain special and the need for culture distinguishes the Kempinski from any other hotel. In 2008, Kempinski initiated an innovative and comprehensive analysis of its core values in order to identify their own cultural DNA.

This project was supported by University of St Gallen, which is one of the leading Universities of business administration, economics and law in Europe. The numerous interviews among management and employees were done in order to understand how they feel about the essence of the company. Five DNA values were identified that proved to be universal throughout all regions and hotels, describing a unique Kempinski identity: Creating Traditions; Entrepreneurial Performance;People-Oriented;. Straightforward; Passion for European Luxury. By engaging the employees in the implementation process, Company empowers them to pass their culture on to new employees.

In this way, it can continue to harness the decentralized strength of employee’s entrepreneurial spirit and individuality, because the Kempinski’s Approach to culture Management is the power of Storytelling. The Kempinski DNA:  Is championed from the top; Is “chased” from the bottom;  Has a connection to daily business;  Touches everyone;  Delivers consistency;  Delivers relevant information;  Works both on a hotel and on a group level  Is monitored and measured. All team members need to understand how they can be part of creating a living Kempinski tradition. A common culture will help employees to focus their energy on what makes Kempinski great!  A shared culture provides a range of benefits to the employees involved.

By engaging and inspiring employees, Kempiski bolsters their motivation, reliability and ambition. And this means staff is encouraged to remain with Kempinski long-term, reducing turnover rates. This project also supports recruiting processes. The Kempinski values and the stories illustrating each values are inspiring guidelines for recruitment, making it easier to find the right candidates for an opening or better identify the talents needed to excel in a specific position. A shared culture and understanding of how to ‘be’ Kempinski is helping staff succeed in delivering superior service quality to the guests. Each step of the employee experience cycle has a significant impact on the overall employee experience.

The framework for Culture Management, a positive employee experience can be achieved through efficient management. Potential employees need to be kept interested in Kempinski and motivated to continue through the application process, which is the first contact they will have with Kempinski. Everyone they come into contact with will be seen as representing the Hotel– Employees role is to be the best possible ambassadors for Kempinski and hotel culture. Higher employee satisfaction levels are linked with higher service standards, greater customer satisfaction and loyalty. Expectations of what Kempinski can offer employees and what employees can offer Kempinski need to be well defined to better fulfill potential and increase satisfaction.

On 2010 again a new improved DNA2 Project was presented. With hotels in so many regions around the world, the luxury hotel group Kempinski profits in many ways from a vast cultural diversity. But with great diversity there also come challenges – especially so in the hotel industry. With every hotel opening in a new region, it gets harder to determine and frame the Kempinski essence. At the same time, with every new staff member hired it gets more important to know exactly what Kempinski stands for, in order to deliver a consistent guest experience throughout the whole group but also towards other stakeholders. Implementation of Infor10 Corporate Performance Management

To produce reports, budgets, and plans on a shared platform starting from 2010 Kempinski is using fully integrated reporting platform for all hotels around the world and to make it centrally eliminates manual errors. All group reports are collated within the same database, while providing a system platform for group-wide budgeting and planning. The system is based on Microsoft Excel. For managers, the dashboard functions in Infor10 Corporate Performance Management provide critical information in real time. On a single page, they can see an overview of overall business, the general situation at individual hotels, or information about specific departments such as finance or purchasing.

At a glance, executives can see the current data compared to the budget and future plans. Infor10 Corporate Performance Management incorporates forward-looking processes such as planning and forecasting. As a result, Kempinski Hotels can test and compare a variety of “what if” scenarios, investigate assumptions, and model business to meet targets and high-level objectives. Various combinations of goals, forecasts, and key drivers can be tested in a matter of minutes to define achievable and realistic financial goals. Kempinski Hotels can also specify the data sources that the system uses for future planning. Analyses of certain regions or single hotels are now possible, as well as group-wide benchmarks.

Success measures in performance management are continually being redefined – particularly in regard to compliance, audits, and control – calling for more and more detailed information on international accounting standards, reporting, and corporate governance. Impressive amount of time and work is saved this way. (Infor, 2011) Partners Over the years, Kempinski Hotels has built up a network of valuable key partners and is proud of its long-standing relationships with them. Partners are a prestigious brand in their respective field of industry with a worldwide reputation. GHA Whether travelling on business or for pleasure you can now enjoy first class service and facilities in over 65,000 rooms and suites, at 282 hotels across 51 countries ensuring that every trip is unforgettable. Credit Cards American Express is the preferred credit card partner of Kempinski Hotels.

Kempinski Hotels offers special benefits to all Centurion Card holders and participates with selected hotels in the Fine hotels & resorts Program. Partner of the BMW Golf Cup International For more than 10 years Kempinski Hotels is a partner of the BMW Golf Cup International. The BMW Golf Cup International is the largest amateur golf series worldwide with about 1,000 qualifying tournaments worldwide involving 100,000 players in up to 50 countries. During the two final events of the German BMW Golf Cup International, the Kempinski Hotel Airport Munich will be the host for the participants and the location for a spectacular player’s party. Partner of Sixt rent a car.

The five new properties – Kempinski Hotel & Residences Palm Jumeirah in Dubai; Kempinski Hotel, Jeddah; Kempinski Hotel, Riyadh and Kempinski Al Othman Hotel – Al Khobar in Saudi Arabia and Kempinski Hotel Bahrain City Centre, Manama, are expected to set a new benchmark in luxurious hospitality in the GCC, and bring new green and intelligent technology to the region. Kempinski Hotels held a GCC road show recently to showcase 20 of its new international properties which are due to open shortly. The road show took in three major cities in Saudi Arabia, Jeddah, Riyadh and Al Khobar, apart from Doha and drew to a close in Kuwait. “Our hotel collection includes some of the most distinctive properties in exciting cities and resorts across the world, which gives Kempinski guests a unique advantage in terms of experiencing new destinations while staying at a hotel with familiar and superior standards of service,” said Avsar Koc, regional director of Sales Middle East, Kempinski Hotels.

Kempinski Hotels has planned to open more properties in the Middle East over the coming two years such as the Kempinski Hotel & Residences Palm Jumeirah, Emerald Palace Kempinski Palm Jumeirah Dubai,  Kempinski Hotel Jeddah, Kempinski Hotel Riyadh, Kempinski Al Othman Hotel – Al Khobar, Kempinski Hotel Bahrain City Centre, Kempinski The Wave Muscat and Kempinski Hotel Summerland Beirut. Kempinski Hotels to Manage a New Five-star Resort Hotel in Southern Russia The five-star resort hotel Kempinski Grand Hotel Gelendzhik is the third hotel managed by Kempinski Hotels in Russia, and the first on the Black Sea coast. Kempinski Grand Hotel Gelendzhik sits on the first line of the Black Sea coast, in Cape Tolstiy on Gelendzhik Bay.

The 8 hectare site encompasses: five-star hotel with 379 rooms, including 7 bungalows, private beach, indoor and outdoor pools, a multi-functional congress centre, an amphitheatre for outdoor events, both street level and underground parking, tennis courts and sports ground, spa centre, aquatic centre, 3 restaurants, a children’s playground. The 379 rooms of the Kempinski Grand Hotel Gelendzhik include 30 suites, and offer guests exceptional comfort, together with outstanding views variously overlooking the sea, the mountains, or the park filled with ancient pine trees. Each room is equipped with Wi-Fi, satellite and interactive TV, air conditioning and climate control, electronic safe for valuables and laptop storage, mini-bar, and orthopaedic beds.

Kempinski: the Best Brand of 2011 Berlin, Munich, Europe’s oldest hotel group won the Best Brands award, in the category of Best Service Provider. The luxury hotel group was ranked No. 1, followed by German’s largest bank, Direktbank ING DiBa, and Lufthansa. This brings Kempinski to the same league as Volkswagen, Lego and Apple, among the most successful brands in Germany. Kempinski was honoured with this award during a lavish gala held in Munich. “During the survey, Kempinski stood out in all areas relating to service,” said Sigfried Hogl, Managing Director of GfK, which is part of the awarding body of Best Brands. The unique and decentralised nature of Kempinski’s strategy was recognised by those surveyed, and that makes all the difference.

“The recognition of our service quality by Best Brands makes us very proud. Our greatest standard for honest hospitality is service with a heart-felt smile – and this doesn’t go unnoticed,” said Reto Wittwer, Kempinski’s President and CEO. “Caring for each guest individually is what makes Kempinski special. Our objective is to provide customised service to each individual guest, not only fulfilling their wishes, but exceeding their expectations. Through this, we want them to experience moments that will never be forgotten. Having these efforts recognised by our guests makes this award an even greater honour to us.

” What is special about the Best Brands Awards is that the winner isn’t defined by a jury, but by the consumers themselves. Brands were subjected to a study carried out by the renowned German market and consumer research company GfK, in which they are evaluated in several categories. In the category of Best Service Provider, the focus was placed heavily on decision makers and opinion leaders. For this year’s ranking, 850 people were surveyed in October and November 2010, and were asked about indicators such as performance, reliability, availability and reputation. Those surveyed were divided according to their professional level (52% executives, 22% self-employed with at least 10 staff, 17% freelancers, and 9% civil servants), all are earning more than EUR 3,500 per month. A shortlist featuring the most well known brands was used as a base for the survey. Brands such as Gucci, Google and Canon have also won Best Brands Awards in recent years.


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Growth of a Hotel Chain Via Globalization. (2017, Dec 02). Retrieved from

Growth of a Hotel Chain Via Globalization
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