Sheraton Brooklyn za ta bude kofofinta a ranar alhamis mai zuwa tare da shigar da sabon zamani na gasa a cikin gundumar da masana'antar otal ta yi watsi da su.
Kusan shekaru 12, Marriott da ke cikin garin Brooklyn ya kasance otal ɗin cikakken sabis na gundumar, yana jin daɗin kuɗaɗen kuɗaɗe lokacin da ake yin rajista da yawa daga cikin masu tara kuɗi na siyasa na gida, mashaya mashaya, tarurrukan kamfanoni da liyafar al'umma.
Wannan mulkin zai ƙare lokacin da Sheraton ya yanke ribbon a sabon otal ɗin da ke da dakuna 321 da ke nesa. Sheraton Brooklyn, alama ce a karkashin Starwood Hotels & Resorts, wani bangare ne na fadada sarkar na dala biliyan 5 wanda ya hada da bude otal 50 a duk duniya cikin shekaru uku masu zuwa. An shirya sarkar otal ɗin don buɗe Sheraton a Tribeca a watan Satumba.
Budewar Brooklyn ta zo ne yayin da otal-otal na birnin New York ke murmurewa daga koma bayan tattalin arziki da sauri fiye da sauran masana'antar. Mummunan koma bayan tattalin arziki ya tilasta wa masu amfani da yawa yin watsi da hutu da kamfanoni don rage tafiye-tafiyen kasuwanci da ke tilasta sarƙoƙin otal don ba da ƙimar ciniki don cika ɗakunan da babu kowa.
Amma New York tana ganin ci gaba a duka yawon shakatawa da matafiya na kasuwanci. Matakan zama a otal-otal na birnin New York ya karu zuwa 72% a farkon kwata, ya karu da kashi 11.6 daga shekara guda da ta gabata, a cewar Binciken Balaguro na Smith.
A halin yanzu, kudaden shiga a kowane ɗakin da ake samu ya karu da kashi 7.6% zuwa $135 yayin da matsakaicin ƙasa ya faɗi 2% zuwa $50.
Shekaru da yawa, hikimar al'ada ita ce Brooklyn ba za ta iya tallafawa babban otal ba. Bayan haka, yawancin masu yawon bude ido da matafiya na kasuwanci sun fi son zama a Manhattan kusa da wuraren wasan kwaikwayo, gidajen abinci da wuraren shakatawa na gundumar.
Marriott na New York a gadar Brooklyn ta buɗe a cikin 1998 kuma cikin sauri ya tabbatar da masu shakka ba daidai ba ta hanyar jan hankalin matafiya na kasuwanci da masu yawon bude ido. A cikin 2006, an yi babban haɓaka wanda ya haɓaka adadin ɗakuna zuwa 668 daga 376.
"Brooklyn yanzu ya zama makoma," in ji mai haɓaka Mariott, Joshua Muss. "A cikin hanyoyi da yawa yana da [fifi] Manhattan dangane da ƙaƙƙarfan ... wuraren abinci [da] madadin zama."
Wani ɓangare na nasarar Mista Muss ya samo asali ne daga ikon Marriott don jawo hankalin al'amuran al'umma. Ƙungiyoyin Brooklyn sun yi hayar liyafa da wuraren taro maimakon yin tafiya zuwa Manhattan. Marriott kuma ya zama sananne tare da al'ummar Yahudawa na Orthodox na gundumar saboda tana da ɗakin dafa abinci na kosher.
Sheraton yana shirin karbe wasu daga cikin kason kasuwar Marriott. Ita ma, za ta sami cikakken ɗakin dafa abinci da kuma ƙafar murabba'in 4,300 na sararin taro.
Hoyt Harper, babban mataimakin shugaban kasa kuma shugaban tambarin duniya na Sheraton Hotels and Resorts ya ce "Za mu iya biyan bukatun baƙon da ke shigowa kawai, har ma da al'ummar yankin."
Mista Muss ya ce bai damu da sabon yaron da ke kan toshe ba.
"Na yi imani…. Marriott Brooklyn Bridge ba za a iya yin gasa da shi ba kuma zai riƙe nasa na shekaru da yawa masu zuwa," in ji shi. "Ban yi imani wani zai iya yin kwafin dacewa, abubuwan more rayuwa, wurin [da] wurin ajiye motoci."
Sheraton Brooklyn mallakin Lam Group ne, wani mai haɓaka a New York wanda ya mallaki otal-otal da yawa galibi a New York, kuma Sheraton ke kula da shi.
Tun a shekarar da ta gabata ne aka shirya bude sarkar otal din, amma an jinkirta kaddamar da shi saboda tattalin arziki. "Tabbas tare da tattalin arziki, muna buƙatar ɗan lokaci kaɗan don kammala aikin," in ji Mista Harper.
Yawancin otal-otal na otal ba tare da filin taro ba sun buɗe a Brooklyn a cikin 'yan shekarun nan ciki har da otal ɗin NU a cikin gari da Hotel Le Bleu a cikin Park Slope.
An shirya Otal ɗin Starwood don buɗe otal ɗin Aloft, sabon alamar sa, a cikin Oktoba.
An shirya wasu otal-otal da yawa amma ba a tashi daga kan layi ba saboda tattalin arziki.
Akwai kusan otal-otal 20 da suka haɗa da gadaje da kuma karin kumallo a Brooklyn, ƙaramin adadin da aka ba gundumar gida ce ga mazauna miliyan 2.5.
