Recently, HOTELS magazine interview Christopher Sheldon, MetroPolo’s vice president and general manager of international affairs about MetroPolo and its future within the Jinjiang organization.

Christopher Sheldon's main job has been writing and implementing standards, procedures and coaching, as well as upgrading the hospitality levels and engagement. 

With the addition of the Bestay, Goldmet and MetroPolo brands to Jinjiang Group’s freestanding Jinjiang Inns group, in February Shanghai Jinjiang MetroPolo Hotel Management Co. was created as an umbrella for the four growing brands.

The lifestyle, select-service brand for the middle-class traveler in this new mix is MetroPolo, which has 33 hotels open (30 owned) and another nine under development.

Recently, HOTELS magazine, the leading sources of news and analysis for the global hotel industry interview Christopher Sheldon, MetroPolo’s vice president and general manager of international affairs about MetroPolo and its future within the Jinjiang organization.

Question: How is the MetroPolo brand set up within the new management company?

Christopher Sheldon: We have already split our new brand into two segments: Classiq is for boutique chic in historic buildings or major downtown locations, and Select is the business traveler’s hotel. There are just three Classiq to date, and we do not see this as the main brand for development.

Jinjiang Group has given us six hotels to redevelop and rebrand. These are closed for renovations, including our namesake hotel, The Metropole.

Room rates for Select seem so far to be RMB 300 to RMB500 (US$43 to US$81), and the rates for Classiq range from RMB 500 to RMB1,000 (US$81 to US$162).

Christopher Sheldon's main job has been writing and implementing standards, procedures and coaching, as well as upgrading the hospitality levels and engagement.

Q: When will these six hotels being redeveloped reopen? Will they fall into the Select segment?

Sheldon: The Jinjiang Group has closed some Shanghai properties to be renovated and added to our MetroPolo brand. The current plan is to remodel and reopen by spring 2016. One of these closed hotels is the historic Metropole built in 1934 after the Peace Hotel and by the same owner. The name of this famous hotel is how we got our new name. There are too many Metropole hotels in this world, so the Chinese twist of the name is to MetroPolo. Most of the hotels outside of Shanghai are the business hotel model or Select brand.

Q: Explain MetroPolo’s development strategy.

Sheldon: We seek development partners and franchisees throughout China for conversions to better use. There is also a goal to grow internationally all four brands mentioned.

Our main opportunity and my biggest concern is the people gap for our hospitality, sales and marketing, and our playful fun culture.

Q: Can you elaborate on development plans?

Sheldon: The key for the brand development will be the business models we draw up to incorporate the cost of conversion or new build, and the cost of operating these hotels day to day. The big company goals for MetroPolo is 100 contracts by the end of 2015 — a tough one.

As for growth outside China, it is my understanding with 100 under contract we will turn our attention to international markets, starting in Asia. But opportunities to consider may arise before 2016.

Q: Is franchising a new approach for Jinjiang and the four brands?

Sheldon: I can’t answer for Jinjiang Group, but yes, our Jinjiang MetroPolo development model for all four brands is franchising and existing hotel conversions or changing to better use of an existing building.

Q: How many Bestay, Goldmet and Jinjiang Inns are open and under development?

Sheldon: In China it is customary to add all your hotel projects together, even those not open but nevertheless under contract.

For Jinjiang Inn, we have 969 properties, among which we own 209, and 771 inns are open; Goldmet has 73 properties, among which we own 21, and 45 properties are open now; and Bestay has 75 properties, among which we own 24, and 67 properties are open now.

The newly opened Off the Bund Shanghai Classiq boutique hotel is MetroPolo’s best hotel to date, says Christopher Sheldon.

Q: Describe the MetroPolo guest.

Sheldon: These travelers are more sophisticated, better educated, more traveled and more fashionable — and a great many are female.

The brand has the East-meets-West MetroPolo breakfast buffet; free-to-guest evening social; free Wi-Fi; Classiq has a small gym; and they both have small meeting rooms and three-meal-a-day cafes.

Our brand slogan is Artists For Life – Your Life! This, of course, can mean many things to different people, which is the intent here.

My main job has been writing and implementing standards, procedures and coaching, as well as upgrading the hospitality levels and engagement.

Q: Can you elaborate on what you are doing to create standards, upgrade engagement, etc.?

Sheldon: We have written a complete range of operating, brand voice and procedures for MetroPolo. The leadership of the company is now going through these and correcting as they see fit. We expect a launch later this year and a lot of training.

The company has a training college on campus at headquarters. The most difficult aspect by far is the people and their knowledge, experiences and skill sets pertaining to service and engagement. We have introduced a three-legged-stool hospitality culture that we focus on daily. First is the caring and genuine welcome; then the anticipation and engagement through Q&A and body language; and third is the fond farewell, come back and see us and what else can we do for you?

We are still working on the physical construction and design standards to have some consistency in MetroPolo's DNA. The plan is to introduce these also by year end.