If you were to wax metaphoric about lobbies, you might say that they’re the living rooms of hotels. But what if your living rooms aren’t, well, lived in?
“If you think of a hotel lobby, you think of a big empty space, and that’s what the tradition has been,” says Bjorn Hanson, a dean specializing in hospitality at New York University’s Tisch Center for Hospitality, Tourism, and Sports Management.
“Our lobbies have historically been transitional spaces,” agrees Paul Cahill, senior vice president for global brand management at Marriott Hotels & Resorts/JW Marriott Hotels. People check in. People check out. Maybe they hang around for a few minutes if they’re waiting for someone.
Now, though, hotels are taking a page out of everything from frat houses to wine bars and art museums to transform their lobbies into destinations designed to attract both guests and non-guests for extended periods of time.
Over the past few years, Marriott, for instance, has been rolling out its “Greatroom lobby” concept. The Crystal City Marriott was one of the earliest conversions.
To encourage guests to linger and passersby to pop in, the restaurant and bar moved to the ground level; they’d previously been one floor up. The centerpiece of the new space is a combination coffee shop and bar (insert joke here). A few large TVs surround it. The seating options include one high and one low communal table, two-tops with tall chairs, high-backed chairs with low-slung tables and a row of chairs along the bar.
And there are two 21st-century amenities that will almost guarantee bottoms in those seats: free WiFi, rolled out in all Marriott lobbies about a year ago, and lots of electrical outlets, often incorporated into the furniture.
More hotels have shifted their emphasis to public spaces because they’ve scaled back the size of their guest rooms. That’s because of limited real estate and the removal of bulky furniture that used to house equally bulky televisions, among other reasons, according to Hanson. Besides, guests these days aren’t as interested in holing up in their rooms by themselves, and hotels don’t want to see that, either.
“You want them to be pulled out of their room and into these public settings where they can be part of the community,” says Vanessa Guilford, design director for the New York-based Pod Hotels.
Hoyt Harper, global brand leader for Sheraton, says that hotels can capitalize on the fact that guests want to sit in a well-equipped space that allows them to “be alone but not lonely” — which quite succinctly describes the gadget-laden millennials who now represent a significant portion of the traveling and working public.
“People don’t work the way they do 9 to 5 in an office cubicle anymore,” Guilford says. At the Pod 39 in New York, the lounge — slightly set off from the more functional check-in/check-out lobby area — has tables equipped with outlets. There’s also free WiFi.
In addition to varied seating and an 18-hour bar that changes its offerings throughout the day, Hilton Hotels and Resorts’ lobby experience at the Hilton McLean Tysons Corner features a technology lounge. Here, guests can work at PC or Apple computers, set up shop with their own laptops at a communal table or park themselves in front of a four-panel LG “video wall.”
Functionality and fun
But hotels realize that guests and guests of guests aren’t going to be just working. They may be meeting friends, catching up on TV shows on their iPads or eating.
The key, Guilford says, is making lobbies flexible so that they can serve different purposes and different groups. She stages what she calls “vignettes of furniture.” In her lounges, you might see a sofa, two club chairs and a pair of club stools that can be arranged in any number of ways for any number of people. She also likes to throw in some movable poufs.
Of course, you can’t spell “functional” without “fun,” so hotels have made sure to kit out their public spaces with plenty of leisure opportunities.
At Pod 39, Guilford placed Ping-Pong tables in two rooms off the lounge. “It’s like the billiard room at the mansion,” she says (oh, Lord Grantham!). “We have people playing, like, serious games — they’re really into it — for hours at a time.” Most of the time, the doors are open so that everything feels like one space. But the game rooms can also be closed off and converted into meeting rooms, complete with projectors.
In the Marriott lobbies, the music and lighting change at the coffee-bar-cum-boozy-bar. A good bar experience, says Cahill, “gives people the permission to come down and socialize.”
Social lubricants can also help pad the bottom line. In 2013, Sheraton introduced Sheraton Social Hour, a premium wine program, at its 400-plus locations. According to Harper, research indicated that more than 80 percent of guests would pay more for a premium wine than a cheaper house wine. So Sheraton entered a partnership with Wine Spectator magazine, which helps select wines that it has rated 85 or above.
Guests pay $5 for two 2-ounce pours, which often prompts them to buy another full glass or two. The wine programs take place at least three nights a week, but many hotels conduct one nightly. Sheraton has seen an average 20 percent increase in bar revenue since the program began.
Kimpton Hotels was a pioneer of the wine hour concept. Its free wine hour started in 1981 at the brand’s first location, the Clarion Bedford Hotel in San Francisco. Now every Kimpton property holds a nightly wine hour. Hilton’s Embassy Suites properties also host nightly receptions with complimentary drinks and snacks.
Sheraton Social Hour has proved so successful that the company is planning to reach out to people who aren’t actually staying at a Sheraton. The target audience, says Harper, will be members of the Starwood Preferred Guest program who live in cities with Sheratons. Events may include tastings that focus on a particular wine region.
Wine hours aren’t the only hotel amenity with cultural cachet. At the three 21C Museum Hotels locations in Louisville, Cincinnati and Bentonville, Ark., the lobbies and other public spaces double as exhibit space for contemporary art. (The four-foot-tall plastic penguins are a fan favorite.)
Open to the public
According to Cahill, non-guests are an important part of the hotel lobby experience. Guests want to see “like-minded” people around them and feel as if they’re part of a unique local experience, he says.
To help draw in members of the public, Marriott has started advertising lobbies across its brands on the meeting reservation Web site LiquidSpace. Many of the available locations are free. Locally, they include a “fireplace nook” at the Courtyard by Marriott Fort Meade or a communal table at the Fairfield Inn & Suites Washington, D.C./Downtown.
The lobby mix can be tricky, though, says NYU’s Hanson. There’s a potential for a clash between demographics, he explains, such as a family with children checking in within eye- and earshot of some young adults having a little noisy fun at the bar.
The situation is helped in part by the natural ebb and flow in a lobby throughout the day, says Cahill. In the early morning, there might be a lot of activity, with business travelers checking out and eating breakfast. Then things slow down, and there might be some quiet meetings or a smattering of people working in solitude. Late afternoon brings another rush, with guests checking in, which transitions into the more lively socializing centered on the bar.
Ideally, no one gets in anyone else’s way.
Lobby design can be a little bit like a chemistry experiment, adding and subtracting elements, shaking things up and hoping that they don’t combust.
The planning goes down to the level of engineering the entire sensory experience, from lighting to music and scent, says Harper. The lobby “should be inviting and create a sense of warmth and belonging,” he says.
Hotels want to get the lobby right because it’s the first — and last — impression of a property that a guest will have, says Cahill. “It sets the tone for the overall stay.”