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.
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
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.
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
Home The 1% Club Podcasts Editorial News Picture Gallery Two Views Sommelier Chef's Table Front-of-House Features Book Reviews Travel The Guides Michelin Guide Relais & Chateaux National Guides Europe 25 Contact |
Home The 1% Club Podcasts Editorial News Picture Gallery Two Views Sommelier Chef's Table Front-of-House Features Book Reviews Travel The Guides Michelin Guide Relais & Chateaux National Guides Europe 25 Contact |
| Copyright fine-dining-guide.com 2004-2005. All Rights Reserved. |
| Hotel Overview and Review: Chewton Glen, April (2010) |
Chewton Glen (2010)
| The Beautiful Grounds and Property of Chewton Glenn |
| See Chewton Glen, Marryat Restaurant Review April 2010 |
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.
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.
| See Chewton Glen Marryat Restaurant Picture Gallery April 2010 |