What's in a Name?

On 10 November 2006, one of the world’s pre-eminent small luxury hotel groups rebranded as the Dorchester Collection and suddenly, a decade after its creation, the Dorchester Group was no more. There was never any fear that a loyal army of affluent jetsetters would be picketing Park Lane and Place de la Concorde, as on the surface little had changed: the company has kept its five landmark hotels in London, Paris, Milan and Beverley Hills; long-established management and service teams have stayed put; and a promise was made that this rebranding exercise would not compromise the characteristics of each location.

The Dorchester Collection announced its arrival in style. Artistic collaborations with fashion designers Basso & Brooke, milliner Stephen Jones and six of the world’s top photographers were all commissioned to give their take on the Collection and a stream of press releases, promotions and parties conveyed a sense of celebration, self-assurance and pride in ten well-spent years at the top.

But the fanfare signified more than an extended tenth birthday party. "This has all been part of a greater shift in focus," explains the Dorchester Collection’s global development director Ricci Obertelli. "The new name is more befitting of our portfolio, but our strategic goals have also been undergoing a significant shift. The timing was right, but this is about evolution, not revolution."

EXPANDING THE COLLECTION

This shift in focus prompted the company to announce growth plans that will include third-party management agreements as well as traditional acquisitions. This is a marked departure from company philosophy, but Obertelli sees it as central in strengthening the name of the brand.

"There is a lot of focus on getting the distribution right," he says. "A loyal customer base already exists and we hope both to be able to welcome them to new destinations and build on their existing number."

With responsibility for orchestrating the expansion of the Dorchester Collection, this is a challenge for which Obertelli demonstrates plenty of enthusiasm. The genial Italian has worked in his current role since 2004, is a former Dorchester general manager and was appointed group director of operations in 1997.

Over 25 years with the company and almost 20 years on the board have instilled in him a strong passion for and belief in the values of the Collection. When it is suggested that expansion of such an exclusive brand might undermine that exclusivity, Obertelli rebuffs the notion with all the charm, vigour and determination that has seen him collect such accolades as Independent Hotelier of the World during an illustrious career.

"We want to expand, but it will not be at any cost," he says. "Yes, we’re in the market, but will only buy a property if it matches up to our particular requirements. The city, the product and the price must be right. Such opportunities do not arise very often and development has to be opportunity-driven. But when the right opportunity does arise I believe we’ll be ready."

So where and when can we expect to see the next piece in the Dorchester Collection? "Our profile is already extremely high in Europe," says Obertelli, "but North America is certainly somewhere that we are studying very closely. Our mission is to develop an impeccable collection of the world’s best hotels, be that in the US, Europe or Asia. It is important to have targets but also to not to be restricted by them. You must take into account the fact that we are only a small group − we could be talking about adding one property to our portfolio a year, but it will be entirely dependent on circumstances."

DIVERSIFYING THE PORTFOLIO

In achieving these goals, Obertelli does not reject the idea of a slight change in the types of enterprise that the Collection may come to manage. "We cannot afford to be static," he says. "If the opportunity arose to manage a resort, for example, we would certainly consider it. So long as a property fits the particular Dorchester criteria and can enhance the brand, it would be foolish to dismiss any possibility out of hand."

Another proviso, according to Obertelli, is that any potential purchase must have "the uniqueness" that will attract the company’s existing customer base. It is this base that Obertelli returns to time and again, displaying a zeal that dissuades any cynicism about such reference being mere corporate tokenism.

"When we sat down to consider the way forward, they played a key role in mapping out our direction in what was a very hands-on approach," he says. "They were the experts that we needed to sit down with and it goes without saying that such dialogue remains an ongoing process."

These guests will not be left behind. "We have a wonderful springboard for growth," Obertelli enthuses. "60% of our guests are loyal to the brand – a tremendous following – and a great number of these are third-generation clients. This gives us both a great history and an emotional attachment to them. We know that they’ll visit us in Milan, London, Paris and Beverly Hills, and the company is already well established in these gateway cities. If or when our remit goes beyond existing locations, it becomes a question of convincing these guests to follow us. This has to be achieved by retaining our individuality and ethos."

SHARED THEMES AND VALUES

Following extensive dialogue with its client base, the Dorchester Collection has come to define what sets its individual components apart, as well as the shared themes that underpin its operation. The Dorchester has been described by guests as "quintessentially British", The Beverly Hills Hotel as "Hollywood’s Country Cottages", Milan’s Hotel Principe Di Savoia as "graceful – with a 1930s elegance", while the company’s two Parisian offerings, Le Meurice and Hotel Plaza Athenee, are considered "elegant, distinctive and intimate" and "classical French blended with contemporary hip", respectively.

Fundamental to developing and maintaining these values are the hotels’ general managers. "To create the types of experience we specialise in," says Obertelli, "the general manager has to be an integral part in both defining and orchestrating the various elements that make it so − the role must come with a certain level of autonomy."

One could argue that the individual hotels offered by the Collection are more famous than the sum of their parts, but Obertelli is keen to stress the themes that underpin them all.

"We asked our guests what most set our brand apart," he tells me. "Their response was 'a sense of prestige' and 'feeling at home'.

"Everything we do has to be underpinned by these values, offering comfort, charm, elegance and service. Our clients are looking for modernity and design and this means that the development of our existing portfolio is also an ongoing process. In terms of design, one has to look ten years ahead without falling into the trap of faddishness."

It will be fascinating to see how the Dorchester Collection matures between now and its tenth birthday party. For now, the name may have changed, but the values that have long defined the brand seem more deeply entrenched than ever.