Pritzker predicted a boom in air travel and increased demand for hotels near air travel hubs. In order to keep the company growing, the Pritzkers launched a separate company to develop and build hotels and resorts, with Jay's cousin Nick in charge. It featured a massive indoor atrium, which soon became a distinctive feature of many Hyatt properties.
Blackstone had inherited Summerfield Suites from its purchase of Wyndham International. Grand Hyatts were designed for the high-end market in culturally rich destinations, and featured sophisticated leisure, banquet, and conference facilities utilizing the latest technology.
During this time, Darryl Hartley-Leonard was named president of Hyatt Hotels Corporation, which had been reorganized as a subsidiary of the parent Hyatt Corporation.
Then intwo skywalks at the Kansas City Hyatt Regency Hotel collapsed, killing people and injuring in what the National Bureau of Standards called the most devastating structural collapse ever to take place in the United States.
Hyatt's growth slowed somewhat as the s progressed, in part because hotel property owners began to object to the high fees Hyatt and other hotel managers received for managing the hotels without taking on any ownership risks. Scheduled to open in was a third franchised Hyatt, the Hyatt Regency Wichita, a new downtown convention hotel.
Growth in the s The company grew rapidly during the s aided by the signature Hyatt design and the innovations that a young staff was able to devise. As of December 31,the company operated properties with more thanrooms. Major cost savings were realized in several ways, such as moving to a centralized purchasing system, changing the turning down of beds from an automatic service to one that a guest had to request, cutting down on the number of choices offered on restaurant and room service menus, and outsourcing housekeeping and valet parking.
The company has a history of building strong brands and has launched six successful brands in the last ten years.