Brand Stategy: The Westin Doha Hotel & Spa

[L-R] Gianrico Esposito, the general manager at The Westin Doha Hotel & Spa, and Brian Povinelli, senior vice president, global brand leader for Westin and Le Méridien.

Brian Povinelli was in Qatar for the official opening ceremony and launch party of the Westin Doha.

As senior vice president, global brand leader for Westin and Le Méridien, Povinelli is responsible for the overall vision and strategic direction of Starwood Hotels & Resorts’ wellness brand and its portfolio of more than 172 hotels in over 31 countries and territories. The Westin Doha brings the brand’s Middle East portfolio to four, and that number will double in the next three years.

“This hotel is a great symbol of what the brand is,” says Povinelli. “This wellbeing positioning is unique, and it’s relevant to the Middle East. It’s an ‘urban sanctuary’ — with an almost resort feel in this setting, and both business and leisure customers will appreciate it.”

“Our focus is on creating lifestyle brands with a more emotional connection with our guests. That’s how Starwood has differentiated itself in the industry,” he tells Hotelier Middle East. “You can become commoditised if you are not focused on creating that premium product and experience.

“For example, Westin stands for something distinct, with a clear personality of wellness, wellbeing and renewal, and spa-like atmosphere. Travel disrupts people’s routines — their sleep, their fitness et cetera. So we try to make that easier and more seamless ‘for a better you’.

“It allows a clear point of view for the consumer, and the investment community. It means we can stand apart and command a premium, and that has helped us deliver more than six points of market share growth in five years. And that’s not easy to do with a brand of size.”

Povinelli outlines the size of the opportunity, pointing out that ‘wellbeing’, in its various forms, is a US $3.4bn global industry. “It’s a global trend, it’s booming and it’s relevant all over the world.”

Starwood is responding in kind, with 50 more Westin hotels in our pipeline. “Westin has significant upside potential for more growth. We’re shooting for 275 by 2020,” shares Povinelli.

Scaling a business at that pace, whilst maintaining its distinctive brand values —and Starwood has 11 different hotel brands — is the challenge issued to the company’s brand leaders. Povinelli is one of six across the business, and like most he looks after two brands. “Mine are Le Méridien and Westin —both upper scale five-star brands,” he says. “There are benefits in sharing best practice across the brands — and we have that opportunity grouping two brands under one leader.

“Around 80% of the work crosses over both (and could be used by Sheraton to be honest). But the last 20% is critical — that’s where the brand personality is infused.”

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