The Beautiful Grounds and Property of Chewton Glenn
For over fifty years the name of Chewton Glen has been synonymous with the highest standards of accommodation and service in the world of luxury country house hotels. From modest beginnings, when Martin Skan bought the eight bedroom property in 1966, it has expanded into a Spa hotel and resort with fifty eight bedrooms, and under new ownership since 2006.
Chewton Glen is a member of the prestigious Relais & Chateaux group, being a leading exponent of its values. It also boasts five red AA stars, with three rosettes for the Marryat Restaurant, both held continuously since 1993. However, these are just two of many national and international awards gathered in its distinguished history. Amongst the eleven accolades received in 2009/10 was the Walpole Award for the Best British Luxury Service Brand for Excellence.
For over fifty years the name of Chewton Glen has been synonymous with the highest standards of accommodation and service in the world of luxury country house hotels. From modest beginnings, when Martin Skan bought the eight bedroom property in 1966, it has expanded into a Spa hotel and resort with fifty eight bedrooms, and under new ownership since 2006.
Chewton Glen is a member of the prestigious Relais & Chateaux group, being a leading exponent of its values. It also boasts five red AA stars, with three rosettes for the Marryat Restaurant, both held continuously since 1993. However, these are just two of many national and international awards gathered in its distinguished history. Amongst the eleven accolades received in 2009/10 was the Walpole Award for the Best British Luxury Service Brand for Excellence.
Chewton Glen MD, Andrew Stembridge
Andrew Stembridge (left), who succeeded Peter Crome as Managing Director in 2003, has a clear vision of how to move Chewton Glen forward, and the dynamic energy to motivate his staff of 230 to do so. His previous experience as the hotel’s Operations Manager (1997-2001), along with positions on the Steering Committee of the UK and Ireland delegation and the International Board of Relais & Chateaux, will stand him in good stead. Never complacent with the enormous success of the hotel, he appreciates the need to adapt, but without losing the essence of the Chewton Glen brand. Appealing to a younger audience, whilst keeping the loyalty of regular guests, is a delicate balancing act. Maintaining the unique and harmonious blend of accommodation, meals and service is essential. The current divorce of ownership from control has freed Andrew from the need to follow any personalized vision of the proprietor, giving guests what they want.
The theme of “family” in its broadest meaning is central to his philosophy. Not only are families welcome – a policy resisted by the previous owner – but excellent facilities are also provided for them. Whilst avoiding over familiarity, staff serve guests with a friendly, relaxed formality. Angela Day, the Public Relations Manager, stresses the importance of individual service, the willingness to go that extra mile, exceeding expectations. This is an important reason why 70% of guests are not on their first visit.
Returning to Chewton Glen is also a feature of the staff: Andrew himself returned after two years opening the Scotsman in Edinburgh. Angela Day also comments on how ex -staff return, benefitting from the good opportunities for career development and the excellent support of the HR team who treat them as individuals – rare in the leisure industry.
Length of service is also impressive, especially in the management team of over twenty: Angela has held her post of ten years; Luke Matthews has served in the kitchens for over sixteen; and Andrew Stembridge has been with Chewton Glen for over ten years.
True to a regime of attention to individual needs, important changes have already been implemented. The restaurant dress code has been dropped. Outsiders are now welcomed for the highly popular afternoon tea. Comments from guests – Andrew writes to them personally after their stay – are followed up. For instance, internet access is now included in the room price, as is the use of all the facilities including the Spa. Generally, guests prefer the hotel’s all inclusive price structure.
Andrew’s comment that “We are not a trophy hotel” reflects his strong business acumen applied to all aspects of the hotel. He relishes the buzz of enjoyment which comes from excellent facilities and high occupancy rates. This includes the corporate market, the hotel being popular with incentive and blue chip management groups. The income helps provide investment for the Spa, restaurant and rooms. Unrivaled conference facilities, which include nine function rooms and meeting capacity for 110, have helped the hotel win the coveted Relais & Chateaux Corporate Trophy for 2010. Not that Chewton Glen has a corporate feel, as most of the group rooms are discretely located beneath the Spa, well way from reception, lounges, bar and restaurant.
Leisure facilities are also of vital importance in the capital spending programme. The Spa and hydrotherapy centre draws in a large clientele, both as residents, day visitors, and as members of the Sports Club. Attracted by the wide range of on site features, including the 17 metre indoor pool, 4 tennis courts, 9 hole par 3 golf course, and clay pigeon shooting, guests can also luxuriate in the comprehensive programme of health and beauty treatments offered by the Spa.
Andrew has strong views on the dining front. Despite the loss of a Michelin star for the Marryat restaurant, there is no specific aim to cook for the guides. Indeed, a broader range of simpler dishes is being planned. To balance this, the expanded role of the sous chef as development chef, to assist the Head Chef with new creations, shows that fine dining is not being neglected. However, unlike many top level establishments, there are no plans for separate gourmet and casual dining restaurants. Indeed, the aim is for the Marryat restaurant to provide the whole range of dining experiences, from gourmet menus to club food. This is a bold move, unique amongst hotels at this level, but indicative of Andrew’s priority in providing what the guests want.
Investment in interior design for the public rooms and guest accommodation has been ongoing since 2000. Acclaimed designer Anita Rosato has been refurbishing with a “respect for heritage with a very real commitment to modern luxury, working with existing antiques …modern pieces and timeless classics.” No expense is spared: the three lounge areas have been refurbished for £400,000. The bar in particular, decorated in warm shades of red, retains the traditional elegance and comfort reminiscent of a gentleman’s club.
Rooms are individually designed. A stay in a junior suite (Room 54), with a double balcony overlooking the garden, confirmed the excellence of the refurbishment programme.
Decorated in varying shades of violet and purple, it had a contemporary feel with the modern amenities of flat screen televisions, dvd player, iPod docking station and flexible bedside spotlights. These were balanced by the antique mahogany tables, deeply cushioned Louis XVI style chairs and a comfortable two-seater settee. The bathroom featured a double walk-in shower, a deep bath and a good selection of toiletries, adding to the sense of luxury. Next door (Room 52) was a more traditional suite in shades of green and yellow, but with the same amenities and luxurious feel. Indeed, there are rooms of all sizes and décor to suit varying tastes. Categories of bronze, silver and gold rooms exist alongside three types of suite and four specialist suites.
A stay at Chewton Glen is a truly memorable experience, one which clearly many guests want to repeat. From the champagne, fruit and chocolates on arrival, to the bottled water and shortbread provided on departure, the guest is pampered with friendly, efficient and seamless service. The hotel continues to thrive under the helm of Andrew Stembridge, carefully steering a course between tradition and modernity that will ensure its leading place in a highly competitive field.
-Review by Daniel Darwood, April 2010
