The innkeeper.

In just 13 years businesswoman Chieko Aoki has turned Blue Tree into Brazil's largest hotel chain. With 6,200 rooms in 27 hotels in 16 cities in Brazil, Aoki now is setting her sights abroad. Blue Tree will expand into Peru, where Aoki signed a contract to develop a luxury spa and resort scheduled to open in 2008 in the coastal town of Paracas, 245 kilometers from Lima. Aoki, who once managed the Brazilian operations of the Caesar Park and Westin Hotels, both U.S. chains, talked to LATIN TRADE Brazil correspondent Margarida O. Pfeifer about Blue Tree's globalization and growth.

Why did you pick Peru as the first place to go abroad?

It was by chance. Through some friends, I met a group of Peruvian investors, Proyectos y Desarrollo Corporacion Custer, which was interested in our business, it all began a year ago. Their directors got to know our chain and saw potential in Brazil and in Peru. They recognized our technical and commercial capacity.

What will the resort be like, and how much will the project cost?

It'll be a spa resort at a US$7 million investment. Significant hotel chains are already up and running in Peru, but this one will be the first one of its kind in the region. We'll start out with 140 units, two restaurants and a convention center that can hold 300 people. The hotel will be built by the sea, as well as by one of the world's most important marine reserves. I'm happy because my husband is a student of Incan culture.

Do you have other projects planned for Latin America, or elsewhere?

No. Peru is our door to Latin America. We may be just opening the door a crack, but we'll soon swing it wide open.

What is the biggest problem for Latin American tourism now?

Getting the word out. I think that Latin America must make its culture and heritage known to the world. We are used to looking at how the United States has done things, and we think that's the natural order of things. But they created a market. Why isn't Latin America creating its own market? With rare exceptions, we don't know what's going on in other Latin American countries.

Blue Tree grew as a business-hotel chain and is now expanding into resorts. Which segment are you betting on?

We did, indeed, grow at first as a business-class hotel. Today, we are probably one of the biggest chains of leisure-class resorts in Brazil. We specialize in both areas. People are the same. The business traveler will go on a leisure trip and vice versa. Our main focus is on conventions, which is the fastest-growing segment in the world.

What is the key to putting up 27 high-quality hotels in 13 years?

When I began, the business-class hotel market was growing. There was opportunity, I already knew the type of hotel, and I had the right team. A lot of opportunities came our way, but we also went out looking for them. And, during the chain's biggest growth period, from 2000 to 2003, we worked hard to strengthen our image.

Can you find luxury and affordability in the same hotel?

Our hotels are of quality, not luxury. Some are five-star, but the majority are four and four-plus. But all are hotels with an elegant environment, they're comfortable and cozy--that's what people want the most, because the market doesn't demand much luxury. It's important for the customer to feel they are paying a little more but getting something better.

What is Blue Tree expecting in terms of growth and profitability?

In 2004, we posted revenues of $79 million and this year we should get to $102 million. In the hotel industry, we measure growth by occupancy and average room rate. In 2005, our occupancy should grow 16% and rates by 10%. We are planning to finish the year with an average occupancy rate of 58%.

You are of Japanese origin, you lived in the United States, Asia and Europe and are a naturalized Brazilian citizen. What advantages does this mix of culture bring to your business?

I have learned that, depending on cultures, you can see things as problems or opportunities. I believe that these experiences helped me to see things with greater flexibility. Bear in mind, I'm considered inflexible, tough. Imagine if I had not gone through all that.

In what ways are you inflexible?

In terms of discipline. Because I believe that discipline is respect.

What plans does Blue Tree have for the future?

Our plans are always to expand. We opened four hotels this year, in 2006, another five or six will open, and we are studying other projects for the coming years.