John J. Hogan
(original publication date July 18, 2018 )
John@Hoganhospitality.com Office 480-436-0283 Cell 602-799-5375
Hotelier, Speaker, Educator, Author, Expert Witness
I have always admired Ellsworth Statler and am pleased to post this as a guest blog.
John J Hogan, CHA CMHS CHE CHO John@Hoganhospitality.com
The Inside Inn Was the World’s Largest Hotel During the 1904 St. Louis World’s Fair—Then It Was Torn Down
By Mark Young -October 30, 2018
Ellsworth Statler, the legendary American hotelier, was a visionary who applied late 19th and early 20th century advances in technology and modern business systems to hotel operations. In applying these modern efficiencies while simultaneously maintaining the comforts and elegance that customers expected, Statler helped create the most successful American hotel chain of the first half of the 20th century.
Before hotels, Statler operated dining rooms and restaurants. When the Louisiana Purchase Exposition and World’s Fair—better known as the 1904 St. Louis World’s Fair—was announced, his interest was piqued. Fair organizers were worried that the existing hotels in St. Louis would be overwhelmed with visitors. Even with the construction of many new hotels to serve the fairgoers, there was a fear that the scarcity of accommodations might negatively impact the fair and city. Nervous fair organizers approached Statler, who had successfully operated a large temporary hotel at the 1901 Pan American Exposition in Buffalo, New York.
They asked if he would be able to construct and manage a large temporary hotel for the exposition. Statler offered to build a structure that would house fairgoers and provide dining facilities inside the fairgrounds. That hotel—the only one within the fairgrounds —was appropriately called the “Inside Inn.” Although a temporary structure, it was described as the “largest hotel ever built in the history of the world.” It occupied the equivalent of four city blocks and ranged from two to four stories high. Incredibly for the time, the Inside Inn contained 2,257 rooms, 500 with private baths and another 500 with bath/shower combinations; for guests in the remaining rooms, there were common facilities. There were 156 bellboys—as they were called then—to assist the guests. The room rates started at $1.50.
The Inside Inn was the largest hotel in the world at the time it was built. To accommodate its many guests, the Inside Inn had 156 bell boys. Ellsworth Statler’s hospitality experience led him to create Statler Hotels, one of the United States’ earliest hotel chains.
The wood structure used a fireproof material called Sackett Patent Board, plastered over with green fire-retardant burlap wallpaper. Fireproof burlap was used on the ceilings and floors to add extra safety and comfort. The outside of the structure was given a whitewashed plaster appearance with Moorish turrets to look like most of the fair’s other structures.
The kitchen was said to be the largest in the world. For the month of June 1904, it used 12,270 dozen eggs, 1,180 bushels of potatoes, 401,618 pounds of meat, 244 barrels of flour, 9,605 pounds of butter, 8,824 gallons of milk, and 6,014 pounds of coffee. The dining room had the capacity to serve over 2,000 guests with the option of an American or European dining plan. Statler first hired male waiters but later switched to female waiters, finding them more courteous and dependable. The food was described as good and reasonably priced.
Thanks to Statler, the tourists visiting the 1904 World’s Fair were assured of a clean, safe hotel with dining facilities that ran smoothly. The fair ran from May through November. In the end, Ellsworth Statler made a tidy profit of over $360,000—not bad, considering the average American worker earned between $200 and $400 per year in 1904. At the close of the fair, the Inside Inn, like most other fair structures, was demolished and sold for scrap.
Mark Young, Ph.D., is director of the Hospitality Industry Archives at the Conrad N. Hilton College of Hotel & Restaurant Management, University of Houston.
John J Hogan, CHA CMHS CHE CHO
John@Hoganhospitality.com Office 480-436-0283 Cell 602-799-5375
Hotelier, Speaker, Educator, Author, Expert Witness
HospitalityEducators.com was created in 2010 to be a resource for hotel owners and professionals as they sought to improve market share, occupancy, operational efficiency and profitability.
The original business model we used was that of a membership organization, and our success included readers and members from all six continents and more than 50 countries. When we evaluated our progress in our business plan mid -year, we realized that our business model was becoming more like a magazine which had never been our intent.
The annual SWOT analysis showed us that we were not focusing on what had been our passion and goals, so we elected to move our business model from the membership site to a resource for both hospitality and other service businesses.
This is the 1st of 3 explanations of how our business model is evolving over the next several months.
Our strengths include a network of professionals who have interacted with and assisted a number of service businesses through teaching and training. To that end, we are pleased to share
A statement of teaching philosophy for HospitalityEducators.com
Our philosophy of teaching includes fostering self-instruction, formulating questions rather than just giving answers and establishing high expectations. Professors have limited capacity to teach students anything – they primarily motivate students to teach themselves. Our principal pedagogical role is to help students learn how to search for a complete answer as we work through the question-and-answer process of real world scenarios. Our goal is to stimulate active learning and acceptance with the idea that being “wrong” is part of learning.
“There is nothing so useless as doing efficiently that which should not be done at all.” Peter Drucker (1909-2005), Author
Our role as the instructor is not only a source of knowledge, but also a source of support and an avenue for other resources. Students can expect that we are approachable, available to answer questions, and genuinely invested in their academic success.
“It’s not hard to make decisions when you know what your values are.”
Roy Disney, American Film Writer
We are firm believers in active learning, and we try to maintain a very interactive classroom. Teaching is not about lecturing to students; it is about presenting theories, concepts, and questions to students in ways they can incorporate into their own life experience or goals.
It should be the goal of every student and professor to increase knowledge and understanding in both the classroom and the real world. Group interaction is an important part of learning, so that all parties share ideas, argue or validate them with others and practice teamwork as an important link in social and mental development.
“A company culture cannot be imposed or mandated. It must grow from within over a long period.”
Isadore Sharp, Founder Four Seasons Hotels
“Education’s purpose is to replace an empty mind with an open one.”
Malcolm S. Forbes, Publisher, Entrepreneur (1919-1990)
The global community is changing at a record pace and recognizing and responding to emerging opportunities is critical. Keeping focused on achieving agreed upon results requires open, honest, consistent and transparent communication.
The Founders of HospitalityEducators.com careers have always had strong ties to academic integrity, including service as an adjunct professor at different institutions. Additional commitment to learning was delivered to other Institutes and Universities through research and recommendations on curriculum and program specifications for hospitality programs.
Our role as corporate and academic educators in the business world has provided us with individuals who continuously challenge us to seek better and more effective ways to reach the desired goals. We want to challenge others to likewise achieve more from themselves and from others.
As a teacher and as a business professional, one lesson learned from mentors was critical thinking. In a world changing at incredible speeds, this competency is invaluable. Interdisciplinary study lends itself to more creative thought development.
“Success is the result of perfection, hard work, learning from failure, loyalty, and persistence.” Colin Powell, American Secretary of State
As faculty members , the range of experience and exposure to the industry can be huge, especially if dealing with introductory courses. We set different learning objectives for the level of the course and the student likely to be taking it.
‘It’s fine to celebrate success but it is more important to heed the lessons of failure.”
Bill Gates , Founder of Microsoft)
Learning occurs as a progression but that process is not uniform with each student. In our careers, we have come to the realization that students learn from us and from each other, but that we also learn from them in this fast-paced world. By sharing with them my teaching objectives and experience, students know that we are genuinely interested in them.
Eight Gifts (of Value) You Can Give Away, Which Will Not Cost You a Cent
1. THE GIFT OF LISTENING
But you must REALLY listen.
No interrupting, no daydreaming, no planning your response. Just listen.
2. THE GIFT OF AFFECTION
Be generous with appropriate hugs, kisses, pats on the back and handholds. Let these small actions demonstrate the love you have for family and friends.
3. THE GIFT OF LAUGHTER
Clip cartoons. Share articles and funny stories.
Your gift will say, “I love to laugh with you.”
4. THE GIFT OF A WRITTEN NOTE
It can be a simple “Thanks for the help” note or a full sonnet. A brief, handwritten note may be remembered for a lifetime, and may even change a life.
5. THE GIFT OF A COMPLIMENT
A simple and sincere, “You look great in red,” “You did a super job,” or “That was a wonderful meal,” can make someone’s day.
6. THE GIFT OF A FAVOR
Every day, go out of your way to do something kind.
7. THE GIFT OF SOLITUDE
There are times when we want nothing better than to be left alone. Be sensitive to those times and give the gift of solitude to others.
8. THE GIFT OF A CHEERFUL DISPOSITION
The easiest way to feel good is to extend a kind word to someone. Really it’s not that hard to say “Hello” or “Thank You.”
Friends are rare jewels indeed.
They make you smile and encourage you to succeed.
They lend an ear, share a word of praise, and always want to open their hearts.
Dr. Marc Clark, CHA, CHRE, CHE, CHO,
President & CEO at SmartBizzOnLine.com
While some things change in hotels, certain fundamentals remain intact.
Enjoy this Guest blog re-posting from the BEST OF DAVID BRUDNEY
Hotel Owners and Operators Expecting Higher Yield from Increases in More Personalized, Direct Selling Expenses
REPOSTED JULY 2016
While sales and marketing-related labor costs have experienced moderate growth and advertising has declined, more dollars are being directed to “Selling” expenses, according to a recent article by PKF Consulting (“Focus of Hotel Sales Personnel to Shift from Selling Room Nights to Capturing More Dollars”, by Robert Mandelbaum and Viet Vo).
“If you’re selling a service, you’re selling a relationship”
“Selling” expenses – – trade shows, travel, and prospect and client entertainment – – grew 9.2 percent in 2006, by far the largest increase of all major cost categories for sales and marketing departments, according to the PKF article.
What this information suggests is that maybe hotel owners and operators have rediscovered the importance and value of more personalized direct selling as a means to increasing revenue through higher average daily rates.
And doesn’t it suggest also that after investing millions of dollars in new technology, embracing state-of-the-art CRM, Sales and catering software and group database programs, managing the Internet distribution channels better and creating powerful, interactive websites and blogs, focus may be shifting now from technology based selling back to relationship based selling?
If so, hallelujah! A primary message repeated in so many past articles of mine has been the concern I have over an entire new generation of hospitality sales professionals that have mastered the art of technology based selling while forsaking the timeless skills required in relationship based selling.
“Only a computer wants to do business with another computer. People respond to people” Harvey Mackay
We’ve created a generation that prefers e-mails over phone calls, text messaging over personal sales calls and computer time over trade shows and travel.
E-mails and text messaging have become a necessity in all of our business and social lives. No argument here.
But today’s direct sales teams must be adept at leveraging the value and impact of all of these communication and data exchange tools – – technology and relationship based – – and understand when and where best to employ each.
Now that hotels have re-staffed their sales force “in an effort to capture group business and implement yield management strategies,” according to PKF, I believe that owners, asset managers and operators will be looking to the direct sales teams to drive even higher group room rates in 2008.
This will pose no small challenge now with supply having caught up with demand and meeting planners, eager for the pendulum to swing back to more of a buyers’ market, having grown tired of paying top rates with fewer options.
Owners and operators’ expectations will be high and scrutiny will be intense. There will be little, if any, patience or tolerance for direct sales teams that continue discounting practices to book group business.
Will direct sales teams respond to the challenge? Have too many become too comfortable during the prolonged sellers’ market of recent years? Have too many become too reactive and less proactive? Have too many lost that selling “edge”?
The true test might be which sales departments have the experience and skills required to capture higher rates? Which sales teams have benefitted from management’s commitment to advanced professional sales training during the recent span of high profits?
Let the real selling begin.
© Copyright 2007
David M. Brudney, ISHC, a nationally recognized spokesman for hotels and a veteran with four decades of experience, is the principal of David Brudney & Assoc. of Carlsbad, CA
|And now for you-know-what…
Some Thanksgiving fun facts:
Happy US Thanksgiving from Hospitality Educators!
Kathleen Hogan and John Hogan