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The Barcel贸 Group

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Barcello Group

The Barcelo Group: Serving Excellence

Founded in Palma de Majorca, Spain, over 75 years ago, the Barcelo Group is a global leader in the hospitality and tourism sectors. Owned by the Barcel贸 family and run by three generations of family members, the Barcel贸 Group with its hotel and travel divisions operate more than 185 hotels in 15 countries and 505 travel agencies in 23 countries.

Given these figures, the group ranks as being the third hotel chain in Spain, the leading Spanish hotel chain in the USA and the UK, and the 24th largest hotel chain worldwide.

In 2007, Barcelo, with its staff of over 25,000 people, was awarded the Prince Felipe Business Excellence Award in the category of Business Competitiveness-Big Business.

Philosophy & Values

A family-run company with an 80-year history, the Barcel贸 Group focuses its activities on the development of different tourism businesses, which are vertically integrated in one business structure.

Although its main interests are hotel management as well as retailer and receptive tour operator networks, Barcel贸 Group is open to participation in other societies to favour its diversification in tourism-related areas.

As part of its corporate social responsibility and commitment to society and the environment, the Barcel贸 Group subscribes to the Global Pact that is coordinated by the Culture Association of United Nations and the Code of Conduct against the Sexual Exploitation of Children. It also collaborates with social non-profit entities like聽Fundaci贸n Integra and聽Fundosa for the employment integration of excluded groups within the Company.

The Barcel贸 Group believes its main objectives as being to become a reference brand and business within the national and international tourism sector; to get that all and each of its projects are cost-effective; to use its long experience in the sector of city and holiday hotel management; to meet its clients鈥 standards (guests, shareholders, employees, members and collaborators, suppliers and public administrations); to take advantage of business opportunities, opening new markets and being pioneers in the launch of new and innovative products and services; to contribute to the welfare and to the social, political and economic development of the countries where it is present.

One of the main objectives of Barcel贸 Group鈥s Ethical Code is the development of the tourism activity under the principles of environmental sustainability, as well as聽its commitment to the study of the projects鈥 viability considering the preservation of the surroundings and its effects on the聽area where聽they are carried out.

Growth Profile & Distribution

According to the Barcelo Group鈥檚 2010 annual report, the Group saw a net profit of 10.1 million euros (around $13.7 million), as opposed to its 7.6 million euro net profit from the 2009 fiscal year.

Of the Group鈥檚 185 hotels, 72 are 5-star hotels, 98 are ranked with 4-stars and 6 with 3 stars. Offering a total of 47,000 rooms, the largest share of the Group鈥檚 hotels (81) are located in Europe and the Mediterranean Basin, followed by USA (62 hotels) and Latin America and the Caribbean (33 hotels).

While the hospitality sector has been witnessing difficulties and a general slowdown globally, which has meant a halt in many of the projects, Barcel贸 Hotels & Resorts ended 2010 with the addition of 5 new hotels: 2 in Cuba (Barcel贸 Habana Ciudad and the second phase of Barcel贸 Cayo Santa Mar铆a Resort), 1 in Turkey (Barcel贸 Ankara Antinel), 1 in Morocco (Barcel贸 Marina Smir Thalasso Spa) and 1 in Spain (Barcel贸 Corralejo Bay in Fuerteventura).

Focusing on quality and the medium-high segment of the hospitality industry, the Reactor Plan (2010-2012) initiated by Barcel贸 Hotels & Resorts in 2010 aims to continue and increase, if possible, the quality of the chain鈥檚 hotel supply.

With this objective in mind, despite the difficult economic scenario, the Group continued to carry out major renovations of strategic establishments such as聽 Barcel贸 B谩varo Palace Deluxe (in the Dominican Republic), which has ended its third year of renovation work with a total investment that already exceeds 250 million dollars, Barcel贸 Santo Domingo (in the Dominican Republic), Barcel贸 Illetas Albatros (in Majorca), which has become a hotel only for adults after the renovation, and Barcel贸 Sants (in Barcelona), a very important hotel for Barcel贸 Hotels & Resorts since it was the group鈥檚 first city hotel (added in 1995) and which set the standard for the chain鈥檚 urban tourism.

The Co-Chairmen on the 鈥淩eactor Plan鈥

鈥淲ith respect to business tourism, the city hotels of Barcel贸 Hotels & Resorts have started to experience a certain improvement but the market is still very cautious and with very low prices, so its revival will take slightly longer.

In a transition year such as 2010, and after successfully completing the 2005-2010 Strategic Plan, which enabled our Group to double its portfolio and reposition it completely, from a chain of 3-star hotels to a hotel group with leisure and business establishments exclusively of 4 and 5 stars, the company approved a new plan called 鈥淩eactor鈥 which will last for two years (2010 2012).

As indicated by its name, the plan is aimed at reacting to the current exceptional situation of the world economy, which our Group cannot avoid, and preparing the Group to tackle the main challenges of the future in terms of the difficulties that may be encountered and to take advantage of the situations that arise since everybody knows that, in times of crisis, major opportunities are also created.

To carry that out, a number of measures have been adopted in order to, on the one hand, further improve the quality of the Group鈥檚 hotels, aimed at consolidating its deluxe offer, and, on the other hand, restructure its accounts, with the aim of attaining the highest possible profitability and the necessary financial strength so that the Group can make the most of the opportunities that may arise. Grupo Barcel贸 celebrates its 80th anniversary in 2011 and, during its long life, the company has carried out different operations that have enabled it to grow and diversify. And nearly always, this has occurred just after crisis periods.鈥

-聽聽聽聽聽聽聽聽聽 Sim贸n Barcel贸 Tous

-聽聽聽聽聽聽聽聽聽 Sim贸n Pedro Barcel贸 Vadell

2 Comments

  • Spencer says:

    I stayed at the Barcelo in Santo Domingo and absolutely loved it!

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