Whistler is out, the Interior of BC is in. Huge real estate deals are out, powder chasing is in. If you're a long-time reader of this blog, you'll know that I do a ski and snowboard trip with a group of friends each year around this time.

Our last three trips were to Park City (where it snowed so much we lost power); Trois Vallées (which also served as my bachelor party and which involved equal parts snowboarding and dancing on tables); and Hokkaido (where it looked like Toronto looks right now).

This year — for annual number fifteen — we're headed to Revelstoke and Kicking Horse in the Selkirk and Purcell Mountains.

On some trips we like to combine an urban trip with the mountains, so that we can also gawk at architecture and urbanism. That's what we did in Japan last year. But this year's trip is not about that. It's about unadulterated time in the mountains.

It has been a weird season for snow. The west coast has been too warm with not enough of it, and the east coast has been too cold with unusual amounts of it. I have no idea what's in store for us this week, but here's to hoping it looks like the cover photo of this post.

In some related real estate news, Extell Development Company and Hilton just announced that they'll be opening a Waldorf Astoria Resort and Residences in the new Deer Valley East Village.

It's going to have 132 hotel keys and 105 one- to six-bedroom branded residences ranging from 1,099 to 5,155 square feet. Of the 105 branded residences, 56 will be "hotel residences" located above the hotel, and the remaining 49 residences will be in a more exclusive standalone residential building.

Architecture for the project is by KPF and the interiors are by AvroKO.

If you missed my recent post about the East Village and the new Four Seasons that is also currently under construction, click here.

Cover photo by Zach Wear on Unsplash

The Financial Times published an article (paywall) over the weekend about the Nobu Hospitality Group.

It stated that they have some 50 restaurants, 40 hotels, and 20 residential projects (i.e. branded residences) either open or in development around the world. One of the first of these branded residences was here in Toronto. And as of July 2024, which was a major liquidity event for the company, it was valued at US$1.3 billion.

According to group CEO Trevor Horwell, their approach always starts with a restaurant: "It's an upside-down business model where the restaurant is the social engine. If we believe a Nobu restaurant can become a genuine social hub for locals, then the hotel and residences can follow."

I like this business model because as we talked about a year ago on the blog, "everything is branded." Knight Frank out of the UK estimates that the number of branded residences around the world is going to go from 611 this year to around 1,020 by 2030. So it seems destined to become a bigger part of our business.

But the other reason I'm drawn to it is because it's a good business to be in. If you own a brand that has value, you can do licensing deals all around the world — which is what Nobu is doing — and not take on the same equity risk that developers typically take on. It's capital-light.

However, the trade-off risk is that you're dependent on the continued attractiveness of your brand. If Robert De Niro ceases to remain involved and/or Nobu just loses some of its cachet over time, then the business won't do as well. But that's true of any hospitality-type business, or any brand for that matter.

Cover photo by Tamas Pap on Unsplash

Here's a recent video from The Wall Street Journal talking about the "secrets behind hotel design." It's interesting in that it gets into some of the ways in which designers are shrinking hotel rooms and then making up for it with amenities. This is a strategy you'll find in many other real estate asset classes ranging from multi-family housing to co-living.

But if you scroll through the comments, you'll see that the responses are overwhelmingly negative. In fact, I was hard pressed to find any positive ones. Most people simply don't like the idea of hotel rooms shrinking and of not having the same amenities. This is not surprising. The comments are similar to what you'll hear people say about shrinking condominium suites.

At the end of the day, though, the strategy outlined in this video is designed to cater to a very specific market: young travelers (roughly 25 to 40 years old) who want to stay somewhere fun and social — and at a reasonable price. Room size is the lever that helps bring rates down. But it's not for everyone, and that's why hotel companies have so many different brands in their portfolio. It's so they can precisely target different customers and types of travel.

Speaking from personal experience, I can tell you that my wife and I have stayed in numerous hotels where the entire room was basically just the bed. Here's Tokyo from this past winter. And in one particular hotel in Paris, there wasn't even enough space for me to fully open my carry-on suitcase. If I wanted to open and close the window beside our bed, I had to first close my suitcase.

I'd happily stay there again. The place was well-designed, clean, had good bathroom products, was in a great location, and the pricing was reasonable, especially for Paris. As a hotel customer, I consistently value design and experience over square footage. And the market suggests that I'm not alone. Cool and reasonably priced is often a winning strategy no matter what industry you're in.