St. Lucia Business Focus 48

Issue No. 48 Oct. / Nov 2009

Road To Rodney Bay

Anthony Bowen

SLHTA President Speaks

Allen Chastanet Talks Tourism

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BUSINESSFOCUS Oct / Nov 2009

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No. 48

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FEATURES Cover Story

35. Allen Chastanet Talks Tourism

REGULARS Editorial

04. Tourist Attraction Business Tech

Overview of Tourism

44. The Business of Tourism 47. Road to Rodney Bay 58. Anthony Bowen’s Straight Talk 62. The Tourism Axis 72. Noteworthy Resorts

08. 6 Ways to Maximize Marketing 10. High-Tech Quality Money Matters

12. ECFH Boots SMEs 14. MoBanking Launch 16. A Re-established SLDB

EXTRAS Guest Editorial

06. The Future of Tourism in St. Lucia In The Know

18. VAT Questions Answered 20. Countdown to Metrication 22. Competitiveness Through Linkages Bon Appetit

Business Spotlight

24. Kevin White

26. Taste of the Caribbean 2009 27. Wine Selection Tips

Bizz Briefs

Mini Feature

86. Events 2009 87. Major Moves 90. New Company Registrations

28. CFL & IGA 5 Years Together 30. Eroline Foods & CFL’s Journey Bizz Buzz

82. Kahikili’s Launch 83. Rotary Calabashers Turns 5 Health & Wellness

84. Flu Prevention

BUSINESSFOCUS Business Focus magazine is published every two months by Advertising & Marketing Services Limited (AMS), Saint Lucia.

Editorial

Publisher: Lokesh Singh Editor: Christy Recaii Graphic Designers: Donald Brower Karin Mathurin Advertising Sales: Cennette Flavien Webmaster: Advertising & Marketing Services Photography: Video Ventures | AMS | Stan Bishop Kevin White | SLHTA | CFL NDC | SLTB | SLASPA | SRDF

Tourist Attraction

A concept that crossed my mind over the course of producing this issue is – Tourism categorized as import-export. The marketing and branding of St. Lucia as a destination is essentially exporting a product. The same money spent on marketing to lure visitors to this destination is essentially importing them. One of the first things to note about tourism is that though the term the tourism industry is commonly used, in actuality it is the tourism sector made up of many sub-industries within that sector.

The business of tourism is quite a bite to take on. And producing this issue raised questions like, ‘Did I bite off more than I can chew?’. I took this as a statement of just how broad, vast and diverse St. Lucian tourism really is.

That aside, St. Lucia is still coming into its own as a destination. And that is a good place to be, it turns out. The new marketing campaign has this comingof-age-idea at its core, as it invites tourists to Live the Legend.

Allen Chastanet Talking Tourism – the cover story, views the sector in a nutshell: as the basis for the country to grow, not where the growth ends, but don’t let me give it away. Tony Bowen, indeed the President of the SLHTA for another term, (incase there were any doubts), took some time out for some straight talk.

The businesses that deal directly with tourism like hotels and restaurants have paved the way for the indirect ones. And the ever-expanding Rodney Bay seems to be the anchor locale where the tourist action is taking place. Yet still, hotels are arguably the feeding pool for tourism. They are at the root of supply, demand and spin-offs, for avenues such as real estate, where tourism is undeniably headed. Being the largest investment that stays firmly on the local soil, the hotel serves as a foundation both literally and figuratively.

To our guest McHale Andrew, a trooper for the support provided on this issue, thank you. The general consensus from the players of tourism is to keep St. Lucia real! The plan is to steer clear from the destination becoming over-processed, where tourists are left in a tropical-induced coma. On paper it seems simple enough, but putting it into practice, therein lies the rub.

Enjoy the issue!

Christy Recaii christy.recaii@amsstlucia.com

BUSINESSFOCUS Oct / Nov 2009

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Contributors: Stan Bishop | McHale Andrew | Christy Recaii St. Lucia Chamber of Commerce | Bevan Springer John Emmanuel | Fayola Ferdinand | Dominic Fedee Judy Rene | Andrena Simon | Dainea Augier | SLTB Leslie Collymore | Kurt Reynolds | ECFH Keats Compton | Sariah Best-Joseph Azmina Long | Dr. Tanya Destang-Beaubrun Editorial, Advertising, Design & Production: Advertising & Marketing Services P.O. Box 2003, Castries, Saint Lucia Tel: (758) 453-1149; Fax: (758) 453-1290 email: ams@candw.lc www.amsstlucia.com, www.stluciafocus.com Business Focus welcomes contributions from professionals or writers in specialized fields or areas of interest.

Reproduction of any material contained herein without written approval, constitutes a violation of copyright.

Business Focus reserves the right to determine the content of the publication.

Allen Chastanet

Talks Tourism

&

Jr. Designs Construction Services Ltd.

we build

your dreams

Services Provided * Construction Management * Architectural Drawings * Construction Surveying * Cost Estimates * Building Construction P. O. Box b4106, Massade, Gros-Islet, St. Lucia Tel: (758) 450 - 9393 * 285 - 2773 * 716 - 7616 BUSINESSFOCUS Oct /Fax: Nov (758) 2009 450 5- 9699 Email: jrgoodridge@hotmail.com * Website: www.jrgoodridge.net

Guest Editorial

The Future of Tourism in St.Lucia

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ourism is no more than the expansion of a country or locality’s market size through the presence of visitors who do not normally reside in that location. That presence therefore offers prospects for any local business or individual who produces a competitive good or service to benefit from such market expansion. Full appreciation and acknowledgement of that simple concept would help determine the future of tourism in St.Lucia.

The tourism sector is made up of a number of industries, sub-sectors and activities including the accommodation sub-sector; air, maritime and ground transportation sub-sectors, restaurants, arts & crafts industry, retail and wholesale distribution, retail and duty-free shopping, car rental, destination management companies, tour guides, tour operators, travel agents, water sports operators etc. Those activities and industries that make up the tourism sector are necessarily connected through forward and backward linkages to the other major sectors within the economy. The extent of those linkages depends on the country’s market size and its level of economic development.

However, it is in the interest of all tourism enterprises to ensure a healthy economic and social environment by seeking, as much as is feasible, to strengthen those linkages by facilitating the development and sustainability of domestic enterprises through, inter alia, the deliberate cultivation of mutually beneficial commercial relationships. Indeed, the evidence is clear that some of the most successful tourism businesses in St.Lucia and the Caribbean are generally those that have the highest local content in their product. Such success derives from their understanding of the significance of cultural authenticity and uniqueness to the well-informed, high net worth visitor. Just as well, those enterprises act in their own enlightened self-interest in seeking to bolster the economic and social stability of the communities in which they operate. They recognize that an economically robust community provides the most conducive environment for their commercial success.

While, like all other sectors, the tourism sector is susceptible to the vagaries of economic conditions in source markets, tourism is even more vulnerable to economic, political or social instability, whether real or perceived. Thus, the sustainability of the sector rests on three main pillars, namely: (1) the preservation of the physical environment through, among other things, maintaining the right ecological balance and ensuring the efficient use of natural resources; (2) economic sustainability, which includes realizing an adequate return on investment for both local and foreign investors and attaining the requisite international competitiveness; and (3) social stability as defined by positive local attitudes and perceptions of tourism, which itself relates to the extent of participation and involvement of locals and residents in the tourism sector’s processes and benefits.

Tourism is all about providing the visitor with a unique and memorable experience and the development of all sectors of the economy would almost always benefit the tourism sector, the wider economy and the visitor’s overall experience. Indeed, improved political and corporate governance, enhanced education, development of the cultural industries, more efficient service delivery mechanisms in the public and private sectors, superior business facilitation systems, progressive social transformation practices, more rigorous infrastructural upgrades and improved strategies for agricultural and manufacturing sector advancement would all, in some way, redound to the benefit and comfort of the visitor, the citizenry and the tourism sector. This, in essence, is what is required to ensure a bright and stable future for tourism, and indeed for the entire economy, in St.Lucia. BF McHale S C Andrew Executive Vice President SLHTA mchale.andrew@slhta.org BUSINESSFOCUS Oct / Nov 2009

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Ta king VAT

THE TALK SHOW

LIVE

LIVE

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LIVE

LIVE

LIVE

LIVE

LIVE

LIVE

LIVE

The VAT Team: (From L to R): Fleur Simmons, Chief Economic Analyst; Kurt Reynolds, Public Relations Specialist; Mrs Jeanette Jn Louis-Hughes, Coordinator; Brian Wardrope, Customs Specialist; Samantha Charles; Legal Specialist.

What is VAT?

A New Talk Show Designed to Educate you About the Value Added Tax System.

How does VAT affect my business?

How does VAT affect me as a consumer?

TALKING VAT

Will VAT make everything more expensive?

Mondays at 8pm on Choice and HTS

IS SET

THE STAGE IS SET

How does a country benefit from VAT? Would the VAT system be on a trial basis at first?

THE STAGE IS SET

How do I know who to pay the VAT to?

BUSINESSFOCUS Oct / Nov 2009

THE STAGE IS SET

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THE STAGE IS

Business Tech

1. Focus on Existing Customers Repeat sales to existing customers cost far less than creating new sales from scratch.

While it’s still important to keep building your customer base, it’s absolutely critical to hang on to the customers you already have. Show your customers you appreciate their business by offering things like loyalty rewards, discounts for add-on services, and access to your best offers. Don’t just make your greatest deals available to new customers only – your existing customers will feel excluded and just might jump at your competitor’s “new customer” offer.

2. Start an E-mail Newsletter E-mail newsletters are a cost-effective way of keeping your organization at the top of your customer’s mind. One company we worked with started sending quarterly email newsletters in addition to their annual promotional flyer and improved their year-round sales by over 40%. While it takes time and care to produce content that is relevant and useful to your audience, the investment can pay handsomely. And always be sure to include a call to action so potential customers will contact you while you’re still fresh in their minds.

3. Outsource Judiciously Use outside experts instead of hiring new staff. In a shaky economy, it’s hard to

6 Ways to

Maximize Marketing

in a Down Economy

assume the risk of adding new full-time employees. Hiring seasoned professionals on a contract basis to handle specialty marketing work – like web design, message development, and graphic design – allows you to limit spending to your immediate needs, allows your existing marketing staff (or you) be more efficient, and enables you to achieve topnotch results without creating an ongoing expense.

4. Hang On to a Modest Ad Budget Though it may seem counter-instinctive, companies that advertise during a down economy fare better than those that don’t. Why? Because many companies shave marketing budgets when times

are tough. With fewer competitors advertising, your message stands a better chance of reaching the eyes and ears of your customers. And with less demand, you can often take advantage of favorable pricing when buying ad space.

The customers you gain will generally stay with you as times improve, giving you a long-term market-share boost.

5. Re-Examine Your Value Proposition Customers tend to make buying decisions based on a combination of three factors: speed, quality, and price. In a down economy, consumers and businesses alike are in the process of re-evaluating every line item in their budgets and are focused on price more than ever. Make sure you look at your value proposition through your customers’ eyes. Then be sure your marketing message highlights the monetary value you bring to those customers.

6. Send Virtual Holiday Greetings One of our clients has been doing this for years, but we thought this idea was too good not to share. In lieu of printed cards, they send friends and clients an animated holiday greeting, and donate the resulting savings to the Salvation Army. By doing this, they are able to share their holiday message, help those in need, and enjoy a tax write-off come April. Another benefit of online greetings is the low incremental cost – while tightened budgets might only allow you to print and mail just a few cards, sending 1,500 online greetings costs virtually the same as sending 300. BF Leslie Collymore For further info: Email: aim@candw.lc

While competitors retreat, a down economy is a great time to move your organization forward – carefully.

Which of these tips can you implement today?

BUSINESSFOCUS Oct / Nov 2009

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www.aimstlucia.com

High-Tech Quality

Business Tech

With Affordable Options

T

hree years ago when Terrence Elliott decided to form his new company, he already had a clear mission statement in mind. It was simple and direct: to be an information technology-oriented organization with a focus to provide solutions of that nature for the betterment of business. Three years later, he thinks Converge Solutions, Inc. was able to do just that.

When Business Focus sat down with the proud Managing Director of the company just recently, it was clear that Terrence’s labour of love has quite a bit of heart and soul that power the tech company he runs. That makes a huge difference, he told us.

“Most of our competitors do one segment of the portfolio in what we call ICT. The website and e-commerce is another area where we at Converge Solutions, Inc. also dabble with the latest technology available on the market today to give our customer a state-of-the-art service.

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“At Converge Solutions, Inc., we can give a customer an end to end solution from their website to managing their inter-operation communications, from their voice communications to their data communications on a network to their billing applications online as well. Hence the word “Converge” in the name of the company – we’re bringing the valueadded service of ensuring that we’re the one-stop shop that the customer will need,” Terrence explained.

The company specializes in network integration whereby it works with its customers to utilize their telephone and internet services to create value applications for the improvement of their businesses.

“So how does it all come together?

How is the setup initiated?” BF asked.

“Initially, we do an assessment of the present technology that the customer has and their own internal operations. We also try to identify some of the weak-

nesses in the system and subsequently design a solution to address the problem in terms of cost and functionality for the customer,” Terrence told BF. The company’s first major contracts involved work they provided for the 2007 Cricket World Cup and Palm Haven Hotel also in 2007. Converge Solutions, Inc. was commissioned to provide the IT services for the Beausejour Cricket Grounds and also provided the PBX and data communications for the hotel’s operations.

Since then, the company’s portfolio has grown by leaps and technological bounds and has been able to tap into niche markets such as tourism, finance and education. Notable clients so far include East Caribbean Financial Holding Company Ltd; the Caribbean Examinations Council in Barbados and Jamaica; Telesur, a telephone company in Suriname, and the Bank of Nova Scotia in St. Vincent and the Grenadines and The British Virgin Islands.

In this ever-increasing fast-paced tech-

nological world, Terrence underscored the need for businesses to stay on top of their game. He is of the opinion that failing to do so may well be the key factor to imminent failure.

“In my opinion, staying abreast with the latest technology within the business environment is the enabler to help level the playing field between the gaps of the so-called First World and our traditional Caribbean markets. So it helps in terms of giving that needed leverage to the typically smaller user who would otherwise have to be at the disadvantage of competing against the much larger corporations,” he explained.

Terrence runs Converge Solutions, Inc. in tandem with his other partner, Bernard Slate, both of whom are well-equipped with the technological know-how, having honed their knowledge of the field while working with Cable and Wireless in the past. Bernard’s key role is aimed at focusing on the technical aspect of the

business, whereas Terrence is charged with the business development aspect of things.

The company started with a staff base of six and start-up and other forms of capital, according to Terrence was and still is a major concern. In the current dismal financial setting, sourcing capital from financial institutions is no walk in the park.

“Despite these challenges, we have been lucky enough to work with customers and fund the various projects on a case by case basis. Through the generosity of our banker, we were also able to access the finance we need.

“We’ve ploughed back quite a huge amount of revenue into our human resource team for training and certification, as we make it a priority to keep abreast with the latest accreditation and technology,” Terrence told BF. Converge Solutions, Inc. also hosts a website, MyCaribGuide.com, which caters principally to the promotion and sale of

inventory for hotels, resorts, villas, bread and breakfasts and guesthouses.

Exceptional service, Terrence told BF, comes with every project executed by Converge Solutions, Inc. it is an area, he said, that has afforded the company a fair share of respect as far as reputation is concerned.

“At Converge Solutions, Inc, we will take away a lot of the complexities and mystery businesses face in terms of information technology. We focus on taking it down to the lowest common denominator for both the understanding of the customer and how they can apply it to improve their operations, as well as working around the budgetary constraints of the customer to ensure that we have a functional yet economical solution which they can see the benefit of investing in,” Terrence closed. BF Stan Bishop For further info: www.convergesolve.com BUSINESSFOCUS Oct / Nov 2009

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$

% % $

Money Matters

Bank of Saint Lucia

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Boosts SMEs

ike many small developing societies, small and mediumsized enterprises or SMEs, are the foundation of the Saint Lucian economy. According to the Ministry of Commerce and Industry, over 80% of businesses on the island are SMEs, a statistical testament to the critical role that these businesses play in the economy. SMEs are a major source of employment and therefore, they are vital to the alleviation of poverty as well as to the social and economic stability of the island. They span a wide and diverse range of sectors such as hospitality, construction, cosmetology, transportation, manufacturing and agriculture, to name a few.

Challenges Although SMEs are such an integral player in the local economy, they have significant challenges to their survival. The Small Enterprise Development Unit (SEDU), in the Ministry of Commerce and Industry, has identified some of these challenges which include among others: lack of market research and information; human resource constraints; poor cash flow management, poor management of financial information and limited access to finance. All of these issues combined with increased competition from external products and services create a difficult economic environment for SMEs in which to succeed. However, the most critical challenge facing SME owners and operators is access to finance which is precisely what they need for their business to not just stay afloat but to grow and prosper.

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Bank of Saint Lucia’s SME Unit Bank of Saint Lucia recognizes the real challenges that SMEs face and has devised a strategy to assist them with their most pressing issue – access to finance. In 2008, the bank signed a loan agreement with the International Finance Corporation (IFC) which provides funds for on-lending to SMEs. The bank also collaborated with IFC to finance SME consultancy that achieved the following: completion of a survey of the local SME market; development of an analytical model that the bank will use to better assess lending proposals by SMEs; the establishment of the bank’s SME unit and training of staff; development of an SME policy and guidelines. With all of these arrangements in place, Bank of Saint Lucia is poised to become the premier financial provider and partner for the island’s SME community.

The newly established Bank of Saint Lucia SME Unit is now properly staffed and equipped to handle the lending as well as other product and service needs of SME clients. Bank of Saint Lucia’s main SME unit is located at the Financial Centre branch on Bridge Street in Castries. However, the same service can be accessed at all Bank of Saint Lucia branches island wide. BF ECFH Marketing & Corporate Communications Dept For further info: www.ecfh.com

BUSINESSFOCUS Oct / Nov 2009

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Money Matters

1st National Bank Offers MoBanking

1st National Bank and LIME Teams at launch

J

ust mention the words “easy,” “simple” and “24-hour service” and that will serve as probably the best starting point to pitch any new idea to a mass of people used to doing business as usual.

That seemed just the sentiment shared by 1st National Bank and LIME as the two business entities recently teamed up to give St. Lucians an interactive banking experience.

The launch of MoBanking gave account balance, balance enquiry and all those other banking jargons, new meaning.

Through the use of their cell phones, customers of 1st National Bank can now access their financial information on a 24-hour basis. More than just having the propensity of sooner eliminating the need for our friendly tellers, MoBanking is being touted as

BUSINESSFOCUS Oct / Nov 2009

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the banking method of choice for the on-the-go client.

Through the new system, customers will be able to check their account balances and accounts history, transfer funds, pay bills, receive alerts, and so on. The system, 1st National Bank stresses, comes with high security measures, so customers need not wonder whether their personal banking information will become compromised should they lose their cell phones.

Managing Director of 1st National Bank, Carlton Glasgow, in his brief remarks at the breakfast-setting launch, outlined the rationale behind the innovative new technology the bank has seized upon.

“With our MoBanking service, our clients will be the first in the country to have a comprehensive menu of service options – in-branch teller service, remote and

convenient automated teller machines, 24-hour online service … and now the nation’s first 24-hour mobile banking service. “[This is] truly an accomplishment of which we are justifiably proud. And yet, while we have created a new age of service, we have not forgone a single core principle that guides our customer-centric philosophy,” Glasgow said.

The new medium of banking will be powered by LIME, whose company officials also seemed thrilled at the idea of putting consumers in their very own hands – literally. BF Stan Bishop For further info: www.1stnationalbankonline.com

BUSINESSFOCUS Oct / Nov 2009

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A Re-established Saint Lucia Development Bank

Money Matters

T

he 30th Anniversary of Saint Lucia’s political independence, history was created in the realm of public policy, when the island for a second time formally launched a development bank. Almost three decades previously, the island had established and launched its first development bank - The Saint Lucia Development Bank (SLDB) - by merging a number of development financing entities [Agricultural and Industrial Bank (AIB), the Housing Bank (HB) and the Student Loan Financing Unit at the National Development Corporation (NDC)].

In establishing its first development bank in 1981, though late, Saint Lucia had followed the international and regional trend emerging from the Bretton Woods institutions after the war years to facilitate socio-economic development in countries seeking to rebuild their economies and societies by establishing development banks.

In spite of what has been said about the successes of the previous SLDB, its services and impact on the fledging nation was excellent, earning the recognition by its peers and financial experts in the region as one of the leading development banks and indigenous financial institutions in the Eastern Caribbean Currency Union (ECCU). Its impact on several economic sectors, notably Agriculture, Fisheries, Tourism, Education, and Housing was outstanding with a cumulative loan disbursement of over two hundred million ($200 million) by the end of its life in July 2001 when it was merged into the previous National Commercial Bank of Saint Lucia (NCB) to form the Eastern Caribbean Financial Holding Company.

The reasons for the merger, the ensuing outcome and benefits, have evoked varying responses, but one thing has been clear: Seven years following the merger, the developmental goals and gains of the former SLDB have been eroded, particularly in the areas of agricultural and small enterprise financing, while the Bank of St. Lucia which is the product of the merger continues BUSINESSFOCUS Oct Oct // Nov Nov 2009 2009 BUSINESSFOCUS

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Providing Opportunity For All!

to flourish with its emphasis on retail and commercial banking.

Since 2001, the banking and lending environment in St. Lucia has changed tremendously. Several lending institutions have sprung up, including reconfigured Commercial banks (the merger of Barclays and CIBC to form First Caribbean and the merger of RBTT into RBC), non-banking lending agencies, Insurance Companies, Credit Unions and moneylenders.

These institutions for the most part are engaged in mortgage finance, consumer durable and personal lending, which are the “Bread and Butter” areas, but tend to avoid the productive sectors. Hence the need to provide more access to loans for developmental projects promoted by small and medium size entrepreneurs, has become more apparent and urgent.

It is against this backdrop that the St. Lucia Development Bank has been re-established with the expressed purpose of fostering further growth in the local economy through the provision of credit and other services to both the productive and social sectors.

The new SLDB intends to be a well-run public financial institution, committed to modern corporate governance principles, promoting socio-economic development within our nation. While the new SLDB intends to mirror some of the policies of the previous development bank in regard to its diversified credit facilities and technical assistance programmes, it intends to pay particular attention to bringing the young people of Saint Lucia within the main stream of socio-economic development. The new, SLDB intends to partner with its customers and various stakeholders in providing more attractive and affordable packages to facilitate social and economic development.

The management team, supported by the Board of Directors, intends to live up to the huge expectations that have been signaled by the hundreds of people who have so far visited the Bank’s new offices on No. 4 Bridge Street, Castries. BF

METRIC IS THE WAY TO GO

Metrication Checklist for more info email us at: metcentre@candw.lc

1.

Audit your items to determine and compile lists of imperial labeled items.

2.

Liaise with suppliers local and foreign to make sure that all labels of items supplied are in metric.

3.

Change items descriptions and sizes in computer systems to metric.

4.

Find out if measuring equipment used in preparation and retail of items are metric or metric compatible.

5.

Ensure there is signage throughout the stores to assist customers with metric conversion

6.

Ensure access to expertise or tools to calibrate scales when changing to metric.

7.

Ensure suppliers are able to provide invoices in metric rather than imperial

8.

Locate a standard conversion table from imperial to metric, to be used by all departments/ This can be facilitated by the Metrication Secretariat

9.

Monitor the availability of any in-house labels used in the retailing of your items and provide information to the Metrication Secretariat regarding the period of final use if you anticipate it will last beyond Dec 31st 09. All new labels should be in metric

10.

Train and sensitize your staff. You may receive some guidance from the Metrication Secretariat

11.

Liaise with your customers as much as possible

12.

Provide feedback on your status for metrication to the Metrication Secretariat.

Lets Go Metric.

In The Know

Frequently Asked Questions:

What is VAT?

The Value Added Tax system or VAT as it is commonly known is a tax on consumption. VAT is an indirect tax charged on imports and on the added value to goods and services, supplied by one business to another or to a final consumer. VAT is designed to ensure that consumer spending is taxed evenly and fairly. VAT is not a tax on the seller for it is the buyer who pays the tax.

VAT will not be an additional tax, but a replacement for some existing indirect taxes. It will be a broad-based, comprehensive and simplified system of taxation on transactions.

What is Value Added?

Value Added is the value that a business adds to its raw materials or purchases before selling the good/service. It is the mark up on the selling price.

How and when is the tax charged?

VAT will be charged as a percentage of the value added to the good/service at each stage of production/distribution. That percentage, also known as the VAT rate, BUSINESSFOCUS Aug/Sept Oct / Nov 2009 2009 BUSINESSFOCUS

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is the standard rate at which VAT will be charged.

How does VAT differ from Consumption Tax (CT)?

System, we expect taxpayer compliance to increase while the administrative cost will reduce.

Who can charge VAT?

Because both VAT and CT are taxes on consumption, VAT and CT cannot operate together. Under the VAT system, tax is charged only on the value added at each stage of the production or supply chain.

Any tax that VAT will replace will cease to exist when VAT is implemented.

In order to charge VAT, a business must meet a Threshold. The threshold will be a determined minimum sales amount for a business in one year. These businesses must register with the VAT Office. Under the VAT system, it is these businesses that are referred to as the taxpayers.

Are there any benefits from changing to a VAT system?

VAT on Imports

Yes. VAT will improve, simplify and modernize our tax system. VAT is a fairer system because everyone contributes at the same rate and the treatment is the same regardless of the consumer. A VAT will compensate for the shift in our economy from goods based to service oriented. VAT will also provide relief for businesses that are registered, as they will be able to set off the VAT they have paid on purchases, against the VAT they have charged on sales. Only the difference is paid to the government. Under a VAT

Businesses who import goods and services will pay the VAT to the Customs & Excise Department at the time of the importation of the good/service.

VAT on domestic products

Businesses supplying goods and services will pay the VAT to the government at the end of each monthly tax period. Final consumers will pay the VAT only when taxable goods and services are purchased.

Under a VAT system not all goods and services will be charged a tax. Goods and services will be classified into three main

categories, namely: Taxable, Zero-rated and Exempt.

Taxable goods and services

Consumers will be charged a VAT at the established rate. A VAT-registered business will charge VAT on the sale of taxable goods and services and pay VAT on its purchases.

Zero-rated goods and services

A final consumer will pay VAT at a rate of 0%. Essentially, this means the consumers pay no tax on the item. A VAT-registered business will be able to claim a credit for any VAT paid on inputs.

Exempt goods and services

No VAT is charged to the consumer.

Unlike the zero rated goods the VATregistered business is not entitled to claim any input tax credit, on purchases. It is important to note however, that when a good or service is exempt or zero-rated,

everyone consuming the item will be allowed the same treatment. This means that no VAT will be charged, whether the item is produced locally or imported.

Furthermore, VAT will be charged only on goods consumed locally. Items manufactured in Saint Lucia for export will not be taxed. This enables local producers to be more competitive in external markets.

Registration Threshold

All businesses generating taxable sales above a certain threshold will be required to register for VAT. In this manner the small businessman will not be burdened by any additional paperwork or having to comply with the VAT Law, by making monthly tax returns and by having to charge and collect the tax.

Registered Businesses

A VAT registration certificate will be issued to all registered businesses, which will

be expected to display it in a prominent location at the business premises.

Unregistered businesses These businesses do not meet the threshold and cannot charge VAT on the sales, nor can they claim from government the VAT paid on purchases.

How will VAT affect me?

Since VAT will replace and reduce the number of indirect taxes on goods and services, oftentimes the final price of these goods and services will be reduced.

The prices of goods and services, which currently have little or no taxes, may increase slightly. However, in order to not have an adverse effect on the lives of vulnerable groups in society, some goods will be exempted from VAT and others will be taxed at a rate of zero percent. BF Kurt Reynolds PRO VAT For further info: www.vat.gov.lc

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Tel: (758) 452-0533 / 0529 / 0530 Cell: (758) 285 4197 Fax: (758) 452 0531 Massade, Gros Islet, P.O. Box 2190, Gros Islet, St. Lucia, W.I. e-mail:kevincrownfoods@candw.lc www.crownfoodsstlucia.com

In The Know

TO METRICATION Initial Stages Thirty-one years ago, September 1978, St. Lucia initiated steps towards the adoption of the Metric System and ever since has made progressive strides toward full metrication. The initial stage involved the appointment of a Metrication Advisory Committee with a mandate to: • Advise the Government on a date for the country’s change over to the Metric System • Establish the machinery to facilitate education of the entire country to the transfer The • The metric system was new introduced Metrication into the schools’ curBoard was apricula while the compointed in April mercial sector con2008 and comprises tinued to use a Chairman and 10 the imperial members drawn from the system. major business sectors of the Until local economy. The Chairperson of each Sector Committee has overall responsibility at the Board level for the Sector and the Sub-Sectors.

Brief History the passage of the Metrology Act in 2000, there was no legislation to enforce the change from the Imperial System of weights and measures to the Metric System.

In 2001 a further attempt was made which resulted in extensive island-wide surveys and data on consumers, service providers and the preparedness of the public and private sectors for metrication.

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The Metric System was developed in France in the 1790’s and was internationally adopted through the metre convention (Convention du Metre) which was signed by 17 nations in 1875 in Paris, France. There are now 77 member states (as of 2008) and associates, including all the major industrialized countries.

A Challenge As St. Lucia joins in this long history of the world nations’ adoption of the metric system, we face a great challenge of changing the mindset of a people steeped in the

use of the Imperial System of weights and measures to the Metric System.

The European Union’s deadline by which the Imperial System would be illegal is December 2009.

St. Lucia Metrication Secretariat With limited resources, committed and enthusiastic staff of the Metrication Secretariat works in concert with the Chairman and Board Members to ensure the metrication of St. Lucia this time around.

The Chairman of the new Metrication Board Mr. Hubert F.G. James, is unshakable in his commitment to making St. Lucia’s metrication a reality come January 1, 2010. At Board and Metrication Sector meetings alike, he echoes his familiar lines: “This will be the last Metrication Board to be appointed by the Government” and “Metric is all around us but we are not conscious of its use in our every day life” and usually proceeds to outline prevalence of the Metric System in our local business environment.

Public Relations An essential component of the Metrication Secretariat’s role is Public Relations.

Given the nature of the metrication process, the general public must be on board if this final stage is to succeed.

Strategies employed in the Public Rela-

Hubert F. G. James Chairman

tions thrust: • Involve the general public in the metrication process through awareness and education programmes • Provide information required to engage the formal and informal business sectors in the metrication process • Utilize the school system as a medium to educate parents and household members • Liaise with Central Government and St. Lucia Bureau of Standards with respect to changes in legislation for metrication • Interface with target groups: minibus drivers, small entrepreneurs, market venders, fishermen, butchers, households in rural communities; clubs and associations; youth groups, churches, schools etc.

• Engage the electronic and print media and other businesses as partners in the education campaign.

Publicity Campaign The Secretariat has launched an extensive outreach and education campaign. To date we have: • engaged the communities of Laborie,

Judy Rene Coordinator

Aurelia Norville Administrative Assistant

Choiseul and Soufriere in Town hall and public meetings. Those meetings provide the avenue for members of the community to express genuine fears and concerns about the transition to the metric system and their perception of the impact.

• advertised the Metrication jingle with the slogan “Let’s go Metric” on radio and television in both English and Creole • participated in media interviews on popular radio programmes ‘The Agenda’; ‘Diwecyon’ Juke Bois, etc.

• provided ‘Metrication Master Checklist’ to businesses within the Retail, Wholesale and Distributive Trade Sector and Sub-Sector • disseminated flyers, posters, brochures and promotional material • held meetings and consultations with various Sectors: Education & Training, Central Government, Utility, Chamber of Commerce, Agricultural, and Petroleum.

Public Education Activities The Secretariat has planned to undertake a number of activities in the weeks leading up to metrication:

Sarah Pilgrim Receptionist

• Road shows around the island • Education Metrication Quizzes • Schools Poster Competition • Point of Purchase Displays at Supermarkets • Conduct short seminars and workshops with relevant sectors • Meetings with key sub-sectors within Central Government sector • Inspection of equipment in local businesses • Production of metric infomercials • Press briefings • Employment of ‘Metrication Representatives” (MRs) to be posted in all communities for disseminate of information, collection of relevant data, interfacing with households and other target groups, mobilizing community for participation in town hall meetings.

• Erection of metrication Bill Boards at strategic locations around the island. BF Judy Rene Coordinator St. Lucia Metrication Secretariat For further info: metcentre@candw.lc

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In The Know

Competitiveness Through

to increase sales, investment and employment of producer firms in St. Lucia

and cost-effective support.

Assistance from the Project is tailored to removing the constraint or ‘bottleneck’ that inhabits a specific business transaction. The assistance provided is very specific to the firm and excludes research, market and feasibility studies and the provision of grants or other types of financing. The Project will however, work with client firms in identifying potential sources of finance.

W

hat is the Competitiveness Through Linkages Project?

Competitiveness Through Linkages is a project funded by the European Union under the Banana Support Programme SFA 2006 titled Economic Diversification. It is implemented by the St. Lucia Chamber of Commerce, Industry & Agriculture – Business Development Unit (BDU) and designed to enhance private sector growth by increasing company sales and enable business to compete more efficiently in the global economy.

How does the BDU deliver services? The BDU directly

provides and manages its services through its staff and network of consultants, to deliver assistance to clients.

Each client is assigned a business advisor – who works with the client – to eliminate constraints that inhabit sales. Although specialized consultants may be brought in, the business advisor serves as the key point of contact for the client firm, and monitors any

What support does the BDU provide to firms? The BDU

supports the growth of clients firms by providing technical assistance to enable them to increase their sales. The BDU assists firms to identify and remove constraints inhabiting sales growth through focused Brian Louisy - Project Director BUSINESSFOCUS Oct / Nov 2009

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Allan Perry Thomas Project Manager

Anthia St. Aimee, Administrative and Monitoring & Evaluation Officer.

Janice Hilaire Business Advisor

Karen Fowell Business Advisor

intervention with the firm. Confidential data shared between clients and the BDU is not shared with third parties. However, publicly available information and the general nature of the BDU’s interventions may be shared with other economic development partners.

What is the cost of services provided by the BDU? The BDU requires that firms receiving assistance to commit to the services to be provided to remove the identified constraint to sales growth. The BDU also requires that firms receiving assistance share information on sales, investment, employment, and production generated by the provided services.

When does the BDU deliver services? The BDU works with a client based on the potential level of increased sales that will reasonably result from the BDU’s investment and client commitment to remove a constraint. After a constraint is identified for removal the business advisor calculated the amount of sales that would reasonably result from the removal of the constraint. After a constraint is identified for removal the business advisor calculates the amount of sales that would reasonably result from the removal of the constraint following Project support. Once the business advisor and the client agree upon an intervention and the commitment of each party to remove the identified constraint, the business advisor outs this into a memorandum of understanding for signature by both parties.

How does the BDU measure success? The BDU’s success is measured by the increase in sales, investment, production and employment that the Project activities generate. BF St. Lucia Chamber of Commerce, Industry & Agriculture – Business Development Unit (BDU) For further info: www.stluciachamber.org

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Business Spotlight

The

Man Behind the Meat

K

evin White’s energy – in the flesh, certainly lives up to the signature robust voice that had become familiar from his Christmas recipe-radio days.

The Director of Crown Foods Ltd, who opened their doors in 2006, comes from the flamboyant and high pressure world of 5 star European chefs, and it is this background which has served as a foundation for the frozen food company, whose supply of high end, quality foods, to the Hotel and restaurant industry has grown in leaps and bounds.

After arriving on the shores of St. Lucia in 1985, Kevin with his St. Lucian born wife of 20 years and their children Craig and Claire–Marie certainly consider St. Lucia home.

Hailing originally from The Isle of Wight, off the south coast of England, Kevin considers himself “a bit of an island hopper” preferring the pace of island life to that of the cosmopolitan cities of the world.

In the Beginning

The professionally trained Executive Chef’s resume includes working in, and running, several high-end 5 star Hotel kitchens all over Europe BUSINESSFOCUS Oct / Nov 2009

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including The Europa Hotel St. Moritz in Switzerland, The Shwietzerhof in Berlin and Intercontinental Hotels in London, Düsseldorf and Cologne in Germany, Restaurants in Kalmar Sweden and Amsterdam Holland.

Prior to arriving in St. Lucia Kevin was Senior Sous-chef at the 5-star Grosvenor House in London’s Park Lane.

Moving to St. Lucia under contract with C.H.M.S. (Caribbean Hotel Management Services) he worked at the then St. Lucian Beach Hotel now Rex Resorts and Club St. Lucia as Executive Chef/Food and Beverage manager.

At this point in his career, Kevin was looking to get out of the Chef/ Hotel Industry because of the unsocial hours and since he had recently got married, his priorities were becoming more family oriented. After working as the Operations Manager [and the face] of Chef’s Choice Meats Ltd for 13 years, Kevin wanted a change of direction.

He started his own company, with his business-partner Jonathan Hickling who is based in the UK and owns 50% of the company. According to Kevin, Crown Foods Ltd, then, was a far cry from what it has grown into today. “We stared with a

small freezer, one truck and no staff. With my son Craig, we loaded the truck, we did the deliveries, I did the inventory and accounts at night and we worked from home. The business expanded however really quickly. We now have a full time staff of 12.”

The Business Today

The clientele is predominantly the highend hotels and restaurants island wide.

Clients include Charthouse, Big Chef Steakhouse, Fire Grill, The Landings, Ladera and Jade Mountain, Cap Maison, Jalousie Plantation etc. According to Kevin there is not a hotel that they don’t sell something to.

Deliveries, a big part of the daily operations, are island wide as the business has a fleet of three refrigerated vehicles to support this. Ninety-five percent of the business, which swears by being customer-service, oriented, is tourism. Kevin feels that as a supplier, they are a vital component to the tourism industry.

“I think we play a very important role.

If we the suppliers don’t offer a quality product, and that’s where good food starts from, a quality product, then that component of the tourism product will

Kevin White and Lions Officials

Kevin White the young Chef and co- workers

suffer. ” Crown Foods Ltd carries over 400 products and is expanding it’s baseline.

Products range from USDA Beef, Lamb, Veal and Poultry to high end teas, pastries, pasta and cheeses to name a few, a complete range of gourmet foods, and the company was recently appointed the agent for Ceres juices out of Africa.

In 2007 Crown Foods Ltd was approached

by Certified Angus Beef, as Kevin is wellknown in the meat industry in the United States.

Certified Angus Beef took Crown Foods Ltd through quite a rigorous background check and following informal recommendations by the Executive Chefs and Food and Beverage Managers on island, the vote was unanimous that Crown Foods Ltd was the number one choice to be the Sole Certified Angus Beef Food Service Distributor. This says volumes for the Company.

“Certified Angus Beef is recognized worldwide as by far the most tender, tastiest juiciest of all beef on the market.

CAB has raised the level of beef that is available on the market in St. Lucia. Only the top 8% of all beef produced in the US is certified as CAB.”

Chef to Chef

Kevin having come from the chef background understands the needs of the Chefs and Food and Beverage Managers he interacts with. From this perspective the business was able to thrive.

“Basically Chefs are very much a breed unto their own. They’re under a lot of pressure and I was able to speak their language and relate to their situations.

Plus the fact that lots of St. Lucian Chefs [I deal with] I had trained in the early days. ” Kevin said.

Crown Foods Ltd played a corporate part in Taste of the Caribbean 2009, which took place in Puerto Rico as they part sponsored the St. Lucian Chefs teams uniforms and Kevin himself attended each

of the trial dinner / training sessions leading-up to the competition.

He thinks it is important for the local chefs to get this kind of exposure where they have a chance to travel and showcase their talent plenty of which is abundant in our kitchens.

He also believes it is important to get linkages with hotel chains and culinary institutes outside of St. Lucia.

“I do feel that not enough emphasis is given to training St. Lucian chefs. I have had the opportunity to interview nominees for certain culinary awards and very often I ask ‘Why did you become a chef?’ And the reply is ‘It’s the only job I could get .

According to Kevin , the hospitality industry is seen as almost demeaning in many countries not only St. Lucia , a last resort instead of a progressive career. We need to raise the entry level of students entering the Culinary profession.

Though he says the outlook of things are changing with the rise of reality TV chef shows. He emphasizes being a chef is not just about cooking and producing good food, he feels there is a lack of training for local chefs when it comes to management– managing a kitchen, staff, budgets or writing a balanced menu.

Kevin however has a positive outlook on the chef industry. He believes in ‘the hospitality dream’ of, getting a good basic culinary training and progressing upward through the ranks in the industry.

“If you take a school leaver who goes to work as a bank teller, stays there five years, he is probably still a bank teller, earning the same salary. Somebody who is willing and capable in the hotel industry

Kevin White and Staff of Crown Foods Ltd.

in that five years, has the opportunity to be earning more money as souschef/supervisor than the guy who is bank telling. There is a an awful lot of opportunity for St. Lucian chefs to carve out a serious career in St. Lucia , cruise ships and overseas”

Kids in Sight

Social and community responsibility is also important to the businessman and family man. Kevin, a past President of the Lions Club of Gros Islet, and a past Zone Chairman of the Lions Clubs of St. Lucia, partnered with Denise Godin of The St. Lucia Blind Welfare Association, and instigated the Kids in Sight Project. The project in its eighth year raises funding and organizes a Paediatric Ophthalmic team of doctors from The University of West Virginia who treat and perform surgical operations for young St. Lucian children from families, the cost of which would normally be beyond their resources. The conditions treated include Glaucoma, Cataract and Strabismus among others.

Kevin White not just a man of meat, truly believes in giving back to the community.

BF Christy Recaii For further info: Email: kevincrownfoods@candw.lc www.crownfoodsstlucia.com BUSINESSFOCUS Oct / Nov 2009

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Bon Appetit

Bartender Fanilia Austin receiving the bronze medal in the bartenders section of Taste 0f the Caribbean 2009 from CHTA Associates

CHTA Associate; Executive Chef Didier Leberre (Calabash Cove); Chef Nigel, Vern Elizee (Coco Resorts); Bartender Fanilia Austin (Windjammer Landing Villa Beach Resort; Nicodemus Joseph (Cap Maison); Pastry Chef Gilry Samuel (Rendezvous); Roystan Antoine (Ladera).

Taste & Toast of the

Caribbean

“Team Saint Lucia” captures SILVER and BRONZE Medals at Taste of the Caribbean

T

2009

he atmosphere was one of measured celebration as the Saint Lucian contingent welcomed “Team Saint Lucia’s” award of “Silver” and “Bronze” Medals from Taste of the Caribbean 2009. This event is an annual culinary (food & beverage) festival presented by the Caribbean Hotel & Tourism Association (CHTA). The event took place at the Caribe Hilton Hotel in Puerto Rico from 12–14 June 2009.

The road to Taste of the Caribbean begins with each country selecting 3 chefs, 1 pastry chef and 1 bartender to comprise their national team. Saint Lucia is one of the few countries that make that selection via a national culinary competition.

Saint Lucia’s culinary team this year featured first timers and seasoned competitors. The team was managed by Executive Chef Didier Leberre (Calabash Cove) who trained and mentored the members, but was also new to the competition. Also featured were first timers Chefs Nigel Vern Elizee (Coco Resorts), Nicodemus Joseph (Cap Maison), Roystan Antoine (Ladera) and Bartender Fanilia Austin (Windjammer Landing Villa Beach Resort. Pastry Chef Gilry Samuel (Rendezvous) has previously brought home Gold with his tantalizing deserts.

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The competition required the chefs and bartenders to present food and cocktails respectively, which were judged on taste, execution of skills and presentation.

Team Saint Lucia’s chefs and bartender trained vigorously for at least three (3) weeks to sharpen their competitiveness against their peers from the region. To prepare for competition, the SLHTA in collaboration with a number of hotels hosted a series of dinners presenting team members the opportunity to show off their skills to the public. The first dinner took place at Cotton Bay on the 20th May 2009, the second dinner at Calabash Cove on the 27th May 2009 and the third at Cap Maison on 4th June 2006.

Taste of the Caribbean competition featured thirteen (13) teams of Caribbean Chefs and bartenders who participated in qualifying rounds of “live kitchen” and cocktail drinks’ mixing competitions.

Teams from Anguilla, Antigua, Barbados, British Virgin Islands, Curaçao, Grenada, Jamaica, Puerto Rico, St. Lucia, St. Maarten/St. Martin, Suriname, Trinidad & Tobago and U.S. Virgin Islands competed for the top honors.

The Chefs had to prepare a three-course meal in a set time, using a “mystery basket” of ingredients that were kept secret until the competition began. The judges were impressed with the display

of “Team Saint Lucia’s” culinary skills, awarding the team the “Silver Medal” despite their relative inexperience when compared to “Gold Medal” winning teams in the past.

Fanilia Austin a top class bartender from the Windjammer Landing Villa Beach Resort was also included in the team.

In competition she demonstrated her creativity, personality and showmanship bringing home the “Bronze” Medal with her Saint Lucian signature drinks; Fruit Melange Calypso, Rum Cloud Gone and Passion Pink.

The Association would like to extend a huge thanks to all the participating hotels and appreciates their support immensely.

The SLHTA would also like to extend its appreciation to Crown Food Ltd, Saint Lucia Tourist Board and Bruns Enterprises Incorporated for their financial support in facilitating Saint Lucia’s National Culinary Team’s presence at Taste of the Caribbean 2009. BF Andrena Simon Communications & Marketing Manager SLHTA For further info: www.slhta.org

wine for the perfect meal.

TIPS FOR SELECTING THE PERFECT

A meal will always be more enjoyable if paired with the best wine to compliment it!

W

hen matching wine with food, there are several characteristics you must consider: weight, acidity and intensity are three. Don’t let these three words scare you away; it is easier than you think to match up wine and dinner.

Weight. The weight of your food should match your wine.

This is very simple. For example, you wouldn’t pair a cabernet with a light salad, would you? No. A light chardonnay or sauvignon blanc would be exceptional.

Acidity. Dishes high in acidity will match well with wines of the same acidity. For example, if the dish contains lemon, vinegar, apple or any other acidic ingredient, try to match it with a wine with similar acidity such as riesling, sauvignon blanc or pinot noir.

Intensity. A spicy food goes with a spicy wine. Riesling will work extremely well with spicy foods and Asian cuisine. Pick a less intense wine for a less intense dish.

Sauvignon Blanc – white or light fish, mild cheese, fruit Chardonnay – grilled chicken, salmon, shellfish, and grilled fish, anything with a cream sauce.

Pinot Noir – light meats, chicken, grilled anything, salmon.

Merlot – pasta, red meat, duck, smoked or grilled foods Zinfandel – tomato pasta dishes, pizza, pesto, red meats, chicken with heavy sauces Cabernet Sauvignon – red meats, especially a juicy barbequed steak, grilled and smoked foods.

Syrah – red meats, spicy pizzas, herbed sauces on red meat, turkey

Dry Rosé - salads, pasta salads, bbq chicken or fish, light spicy foods. BF

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&

A Great

Mini Feature

Combination For

“A warm welcome from friendly, knowledgeable associates. Great service and quick response to your special requests.

Locally owned by people you know and trust. At the heart of the community.”

That’s the promise that captures the workings of the over 4,000 independent supermarkets which are part of the Independent Grocers Alliance (IGA) Millions of customers in over 45 countries confidently shop at their local IGA’s knowing that IGA promises a unique brand of personalized, neighborly customer service. Here in Saint Lucia, Super J Supermarkets as a master franchise of IGA is no different.

The company is constantly focusing on ways to capitalize on the strength and support that come from being part of the tremendous retailing network that is IGA.

Leveraging the Brand When most people in Saint Lucia think of BUSINESSFOCUS Oct / Nov 2009

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5Excellence Star Retail

IGA, they think of the red oval sign on the package of product. This is not surprising, given that this is perhaps the most visible aspect of IGA and speaks to a line of quality assured products which are competitive alternatives to national brands.

However, IGA is much more than a brand of product. It is about a concept and philosophy in which customers are promised a preferred shopping experience, focused on services from a well-trained team of local people whom they know and trust. It is also about operational excellence in the way the supermarket does business, how it is maintained, its use of technology, and, very importantly, its support of the local community. Super J is capitalizing on the opportunity of being connected to the IGA brand by taking full advantage of the expertise, support and brand-building programmes offered by IGA. For Saint Lucia this partnership is certainly bearing

fruit.

Focused on Training through IGA Coca Cola Institute Take for instance Super J’s access to and participation in the training programmes offered by the IGA Coca Cola Institute, the training arm of IGA. Super J team members are actively taking the courses offered by this international organization which provides supermarket employees at all levels, an opportunity to acquire new skills and knowledge in their various fields and a means of upward mobility.

A quick glance at the website of the IGA Coco Cola Training Institute www.igainstitute.com and you notice that Super J Supermarkets are among the top ten IGA Stores recognized for training. This year seventeen of the company’s team members were recognized as IGA Top Students for outstanding completions of web-

based courses offered by the institute in 2008. The seventeen were selected from over ten thousand eight hundred (10,800) students of the Institute. Of significance is the fact Gemma Remy, a Deli Assistant at Super J Sunny Acres team landed herself the distinction of being the Top Student of the Institute in 2008, having successfully achieved sixty five (65) completions of the online courses offered by the Institute.

The IGA training courses as well as many others are administered through Super J’s in house Supermarket Career Institute (SCI). Not only are the courses equipping team members with required skills, but coupled with ongoing recruitment drives, is helping to reverse the negative image of the industry as a low skill, low pay, and dead end trade. Super J employees are guided and rewarded for their efforts to improve themselves in their job specific

areas and the knowledge that team members are acquiring manifests on the job and in their level of self-confidence.

Providing value through Differentiation, Pricing and Promotions The red oval behind the Super J logo promises a preferred shopping experience and the company has been focused on just that. For Super J a preferred shopping experience means working harder than ever to differentiate and demonstrate value to shoppers. Super J is now well known for being first and keeping up with changes in the retail environment. In store pharmacies, deli services, bill express counters and other convenient services available at Super J are testimony to this fact. This coupled with the incorporation of up to date technology into all aspects of the operation speaks of a company that is determined not to lose its relevance to customers and their changing needs.

Community Proud: Super J IGA customers know that when they shop at any one of the eight stores, they’re supporting not just a locally owned business but their community as

a whole. Super J’s “Community Proud” focus is captured through sponsorships, donations, material contributions and expertise provided to a range of community, youth and sports related activities as well as Diabetes, Cancer and Environmental causes to name a few.

This care is also very visible through the company’s interactions with the farming community. As one of the main purchasers of agricultural products Super J, is well aware of the challenges that local farmers face as they attempt to improve and increase production as well as move up the value chain. That is why since 2004 farmers who have been certified under the Ministry of Agriculture’s Farmer Certification Programme are rewarded for their commitment. As an incentive they receive preferential pricing at Super J. The company acknowledges that quite apart from boosting the local economy, working with local food suppliers is a good idea as it encourages agricultural development and growth, while giving hope and charting progress for those farmers who work under the certification programme.

As a means of further promoting the buy local concept Super J supermarket shelves now feature shelf talkers that specifically highlight locally produced/ and manufactured products

Five Star Excellence: Embedded in all of Super J’s actions is a vision of becoming the most successful supermarket chain in the Caribbean Region. Therefore every project, every strategy and programme employed by Super J is designed to achieve just that. It is therefore not surprising that IGA’s Five Star Assessment Programme is of particular interest to the supermarket chain.

This programme (which is well recognized internationally) provides a mechanism for enhancing the competitive advantage of IGA supermarkets, through the use of retail store standards and other guidelines as benchmarks. Store appearance, product quality, employee training, customer service, engagement in IGA consumer focused marketing events, support and involvement in the local community are some of these.

The programme involves four unrevealed and one revealed assessment within the course of a year, and also incorporates a customer feedback component. Through

participation in the Five Star Excellence Programme, Super J supermarkets will be monitored and measured on an ongoing basis and areas for improvement flagged.

Super J’s management team is hoping to use the Five Star Assessment to enhance the chain’s overall quality of service and product delivery in Saint Lucia.

Leveraging the Brand in the Caribbean But Saint Lucia is not the only island in the Caribbean which is aligned with IGA. Antigua, Aruba, Bahamas Barbados, Dominica, Dominican Republic, Cayman Islands, Grenada, Jamaica, St. Kitts & Nevis, St. Vincent, Turks & Caicos, Trinidad are also members of this international alliance.

Earlier this year Super J’s MD Andre Chastanet became the Chairman of the Board of IGA Caribbean, a regional grouping comprising IGA retailers, distributors

and wholesalers in the region. Through this network members have committed to working even more closely starting with merging their regional purchasing power to achieve better prices, greater choice and quality and service for Caribbean consumers.

The Promise of Super J IGA Working with IGA the Super J team plans to transform the supermarket industry in Saint Lucia. No doubt customers and Saint Lucia will benefit tremendously from this partnership. As the company charts this course to supermarket excellence, customers can rest assured, knowing that the IGA promise of “A warm welcome from friendly, knowledgeable associates.

Great service and quick response to your special requests. Locally owned by people you know and trust. At the heart of the community” , is a pledge that every staff member of Super J supermarkets is committed to fulfilling everyday. BF Sariah Best-Joseph PR Manager CFL For further info: www.superjsupermarkets.com BUSINESSFOCUS Oct / Nov 2009

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Eroline Fo

Eroline Foods

od s

A Proud Journey WITH Consolidated FoodS Ltd.

F

Mini Feature

ive years ago, February 2004 to be exact, a successful marriage took place between two of the island’s largest supermarkets. JQ’s and Julian’s merged to form Consolidated Foods Limited (CFL), which set out to provide Saint Lucia with a global retail experience and invest its profits back into the local economy. The Super J Supermarket brand was successfully launched the following year.

The journey and growth of Consolidated Foods as an indigenous company is one all Saint Lucians can be proud of. The last five years has resulted in unprecedented changes in the retail landscape, as CFL has sought to establish clear points of differentiation in its operations which have worked to the advantage of the customer. All this has been guided by a mission to operate at international standards, earn the trust and loyalty of customers, recruit and retain the best talent, caring for the community, while running a profitable business in a sustainable manner.

With eight conveniently located Super J supermarkets around the island, CFL has transformed supermarket shopping in Saint Lucia and is continually adapting to accommodate changes in consumer trends and patterns in the areas of information technology, health and wellness, convenience, as well as food safety. The last few years has also resulted in a complete remodeling of the Super J Rodney Bay and Sunny Acres stores as well improvements in the Boulevard and La Clery stores. Added to this, was the installation of state of the art point of sale systems at all of the supermarkets, as well as an expansion of the cold storage and dry warehouse facilities, featuring modernized warehousing & inventory management systems. In 2008, CFL achieved one of its most impressive successes to date with the opening of the island’s first megastore Mega J, a major CFL accomplishment in 2009.

The Franchisees However a unique aspect of Consolidated Foods Limited, which is not often spoken about are the Super J franchise stores – Eroline Foods (based in Soufriere) and Ultramart Inc. (five stores - one in Soufriere, four in Castries). Following the merger of the two supermarkets, the four small stores operated by the then JQ Charles, which were under 7000 square feet, did not fit into the management model going forward. Recognizing the potential of these “smaller” stores to service the community and the opportunity to work with a local entrepreneur to bring the brands, pricing, level of service of a Super BUSINESSFOCUS Oct / Nov 2009

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BUSINESSFOCUS Oct / Nov 2009

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J (albeit on a smaller scale) into various communities, it was agreed that these stores would be franchised. Thus the introduction of the Ultramart stores, wholly owned and managed by Charles Serieux, the former Financial Comptroller of JQ Charles Limited.

Interestingly a franchise arrangement was not new to CFL, as such an agreement was already in place from 1999 with Eroline’s Foods, which is wholly owned and managed by Lynton and Eroline Lamontagne of Soufriere. Back then, the small retail outlet of speciality frozen foods had reached a point where a transformation was needed. The then management of Julian’s Supermarket offered to help with that transformation, by helping to restock, reorganize and merchandise the store. Staff were also retrained and a franchise system was put in place.

For his part, Charles Serieux of Ultramart explains the arrangement in this way.

“The understanding was that I would assume all the risks of this venture, but that I would also get a line of credit from CFL, and continued product support in the brands they carried at preferred wholesale prices. Obviously, I had to secure lines of credit and supply from many other wholesalers, but with CFL as my mainstay, I would be assured consistency in supply at good prices”.

Mini Feature

Franchise Services and Benefits And so while CFL does not own the Ultramart and Erolines, both benefit from the company’s extensive retail experience and its purchasing power. As Andre Chastanet, the Managing Director of CFL puts it, “We are able to supply products at special prices, or at a more reasonable price than they could get it on their own.”

This is reflected in the range of services which CFL offers to franchisees, which include assistance with store design and layout, merchandising, tailored product selection and mix, and sourcing and supply of equipment. In addition owners can access support for business planning and continuity, including cash flow and sales projections and expenses per location.

Staff training at CFL’s Supermarket Career Institute (SCI) in the areas of customer service, food handling and product safety is another component of the arrangement. One of the more visible and value added services provided is the opportu-

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nity that the franchisee gets to benefit from the substantial funding which goes into the marketing of Super J. Franchisee customers are able to participate in, and take advantage of the brand and seasonal promotions offered to Super J customers by shopping at these outlets.

Going Forward For CFL the opportunities, growth and potential of the franchise arrangements now demand that a more formalized structure, with better systems and standards be put in place. As such the intention is to move the franchise operations from a Super J to a Ti J’s branding. Under this model, CFL will add some more benefits to the franchise arrangement that will give them a unique look and offering.

Part of the success of the CFL franchise arrangement lies in the power of the relationship which has been established between the entities. Relationship building is key to the win-win nature of the concept. Both store owners feel that they have been given an opportunity to be successful at what they do. In fact in both cases the affiliation has resulted in growth and expansion. Ultramart has since grown to five stores, while in the case of Eroline’s Foods, the owners can have additional resources to expand their business and an opportunity to sell a wider range of good and. With the services offered by CFL, the Lamontagnes are able to give more time and focus to their heritage tourism operation, Fond Doux Holiday Plantation.

Charles Serieux is of the view that CFL should position itself to be able to offer a franchise opportunity which will be so attractive that persons with some business skill, and a small investment will

start jumping onto the bandwagon. He also sees these stores blossoming all over St Lucia, and expanding their product base to include new categories of product such as domestic hardware.

CFL plans to continue to work with the current franchisees, but also seeks to expand by adding more operators. As Andre Chastanet puts it, “The franchising arrangement is about giving a number of persons an opportunity to be self employed and in the long run building the community through successful multiplier effects. However the key to a successful model lies in persons who are prepared to invest in themselves, their personality and their skills, looking for employment freedom and the rewards that hard work can bring.” BF Sariah Best-Joseph PR Manager CFL For further info: www.superjsupermarkets.com

BUSINESSFOCUS Oct / Nov 2009

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Minister

Chastanet

His Vision For

St. Lucia BUSINESSFOCUS Oct / Nov 2009

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Allen

Cover Story

Chastanet

Talking Tourism BUSINESSFOCUS Oct / Nov 2009

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The Minister’s Perspective BF: What is the vision for tourism in St. Lucia?

AC: In determining a path forward for tourism, the most important thing is really to understand where we’re going from an economic development perspective for the country. Tourism is just a tool for economic development. Economic development of today is based on three things. One - economic viability, Two - is environmental sustainability and Three - is socially compatibility.

BF: Lets talk infrastructure. Where are we at in that regard?

AC: We’re very close to seeing the Westin Project at Praslin get back off the ground. The Ritz Project in Black Bay has now secured the money and we’re waiting a start-up date. We’re working very closely with the Raffles Project in getting that to happen. We’ve just met with people for the Castries redevelopment. And in the Castries redevelopment we’re talking about beginning with the northern wharf area, starting where the two sheds are with the fire station and the vendor’s arcade and filling in some of the basin area to put in a small marina. We’re hoping to get that off the ground certainly by the end of the year, if not by first quarter of next year.

BF: Expand on the plans for development of Hewanorra International Airport.

AC: We have a major bottleneck in that the airport is running out of space. Flights into St. Lucia will always be coming in at a certain period of time and with flights leaving early from North America and the UK it means everybody is arriving here at the same time. Ninety percent of the people coming on planes are leisure driven. Right now there are only two-baggage carousels and at times there are six to eight planes on the ground at the same time. The airport just can’t cope.

We are also trying very hard to establish what we call a preclearance system here in St. Lucia. Currently you have pre-clearance in Bermuda, The Bahamas and Aruba. Pre-clearance is a facility where Americans traveling back to the US would actually be able to clear US Customs and Immigration out of St. Lucia. The benefit is that we will no longer be exclusively dependent on international airports in the United States.

BF: What does hosting international events and conferences do for the country?

AC: Look at the capacity of St. Lucia. Right now we’re at 5000 hotel rooms and we believe the number will be 10 000 to 12 000 over the next 10 years. So we’re looking to add another 5000 to 6000 hotel rooms in St. Lucia. What’s important is you need to start building the infrastructure to support that. So questions have come asking why do the FCCA conference? With the FCCA conference there are 35 people who make all the decisions for the cruising industry. And of those 35 people, 90% of them have never been to St. Lucia. We know when we bring people here they see the

BUSINESSFOCUS Oct / Nov 2009

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Cover Story

potential and understand and know the differences between St. Lucia and other Caribbean islands. Also in hosting CHA Marketplace and FCCA it’s something additional that goes now on our resume so if another company all of a sudden wants to hold an event here we can say we’ve already done this. And considering we don’t have a convention centre we’ve shown how temporary structures can be used both at hotels and off hotel sites that we can host anything.

BF: You’ve touched on the FCCA Conference and in recent times we’ve had a number of significant conferences held here which have obviously been good for the island for exposure, an occupancy level and use of support services. What does that mean for the marketing approach?

AC: When we came into power there was no plan. The ‘Simply Beautiful’ campaign was started by me when I was the Director of Tourism. The original campaign that was selected was ‘More Beautiful By Nature’. Four days before we launched we realized that Turks and Caicos had a very similar slogan [Beautiful By Nature].

So we came up with Simply Beautiful.

Why Simply Beautiful. Because it was something I knew we could deliver. When people come to St. Lucia they would automatically make that association. Simply Beautiful is undeniable. In marketing you cannot choose the sexiest campaign if you do not have the ability to back it up.

If you create an expectation and you don’t deliver that expectation you are going to be written off very fast in this business.

BF: Let’s talk branding?

AC: St. Lucia has the ability of being mystical. It is tropical and it has all the elements of being a paradise island, but it also has size. In St. Barths, Anguilla and BVI there is nowhere to go. The unemployment rate in St. Lucia is 20%, horrendous but in absolute terms that’s 8000 people. Three or four investments and you’re done. The brand that we’ve chosen is really to say that BUSINESSFOCUS Oct / Nov 2009

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we’re looking for a discerning clientele.

A discerning clientele doesn’t say he’s rich, poor or middle income. It is a state of mind. A person who is educated, well traveled and is looking for something that’s different. And why that for St. Lucia? Because I think it give us a fighting chance. Meaning that our culture and history then become our trademark.

BF: Marketing St. Lucia is critical and the competition has ramped up. The accessibility of marketing funds, talk about it.

AC: The new campaign is coming out.

I’m very excited about is. It is called ‘Legend has it…’ and the tag line will be ‘Live the legend’. It talks about: Legend has it the Arawaks used to canoe 100 miles to worship the Pitons. Legend has it that Josephine was born here. We’re working with Robert Devaux and some of the people from the Historical Society to find even more legends. So the idea is to create this mystical island. Remember it’s not sun, sand and sea anymore because everybody has that. It’s showing and differentiating St. Lucia.

We have created a new website called www.stlucianow.com . After several meetings with the SLHTA we’re creating niche markets. So the luxury group of St. Lucia we’re calling it Legendary Luxury, Legendary Boutique, Legendary Intimate Inns, Legendary Villas so that when people go to the website they can focus on what they want. It also gives us the ability now for creating sub campaigns.

So there is a luxury advertising campaign in which the Luxury hotels will put in 50% of the money and the Government will put in 50% of the money. So the groups are coming together and putting their own resources to the table which is matched by the Tourist Board and I think that is going to be a home run and we are definitely going in the right direction.

BF: What is the marketing budget?

AC: We’ re probably going to spend in advertising this year 2009/2010 in the vicinity of about $12 000 000 EC of the $ 50 000 000 budget. We’re still spending around $5 000 000 in airline support probably another $10 000 000 on events and the rest is on administration. When I hear the arguments that we’re at $50 000

000 and that’s like a bad thing. The bad is when we’re only spending $25 000 000.

How can you have the biggest and you are spending a little bit more that one and a half percent of your expenditure.

BF With current development plans St Lucia will be home to five golf courses including three signature golf courses. Is there a vision that St. Lucia can become a major sports destination with golf leading the way?

AC: In the next two years you talking about the Jack Nicklaus, Greg Norman and Arnold Palmer golf courses. I think that St. Lucia can become a golf destination. Being a golfer myself , if you go on vacation to Myrtle Beach and Las Vegas there are multiple courses. When you go to one place and there is only one golf course, you are not as attracted.

Bermuda as an example has about six golf courses and clearly by being a golf destination it opens up a growing and affluent market. But I will say to you, golf

is being developed here primarily for the real estate.

BF: Expand on this idea of how real estate ties into tourism.

AC: St. Lucia can become in my mind, one of the leading destinations for secondary homes. And when we talk about tourism, it provides the opportunity to get into that market. So tourism does a couple things.

One - it generates jobs, Two - it generates foreign exchange and Three - but most importantly it gives you infrastructure, and that infrastructure now becomes the foundation for several types of other investments. One is secondary homes and there are many benefits to the Government for investment in secondary homes. One - is employment, two - is foreign investment and three - you never know with these people when they’re living here what further investments they will decide to make.

BF: Back to the real estate and secondary homes, how does the issue of the Alien Land Holders License play in to this?

AC: The whole thing is being reviewed.

The draft legislation has been completed.

Even the name Alien Land Holders License is such an offensive name. It took a while for everyone to start recognizing that real estate is an industry by itself. So unless you can understand what business you are in then you’re never going to put the facilities in place. What was happening before was that people were buying into this idea that the Alien Land Holders License was really to control the sale of land in St. Lucia. We live in an open economy so how can you on one hand say you are going to have an open economy and on the other hand say you are going to have a closed economy. The critical issue is that the Government needs to make sure that all St. Lucians can afford to buy homes and own a piece of land in St. Lucia.

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Cover Story

importance of airlift in this region I don’t think as Governments we have sat down and had a serious discussion about it. We need to bring in the ECCAA and all of the business people and say what’s ailing us here.

BF: You spoke about expanding rooms and expanding infrastructure. They go hand in hand with airlift. We hear about Jet Blue starting October 27. Talk about airlift.

AC: Airlift was always top of my agenda when I first came in. We got American Airlines to come in out of New York, but immediately on doing that we lost Air Jamaica. We then got British Airways to come back in with three non-stop flights with those flights now going to five days a week. We have American Airlines now putting on a second flight out of Miami and we’re trying to get a second flight out of Delta. Two years ago West Jet started with one flight a week and we’ve gone from 14 000 Canadian passengers to 28 000. People are going to be shocked about Jet Blue in that there is no first class service. You don’t earn miles but there is Direct TV, so you can sit there and look at events from around the world as you’re flying. When the recession hit, I felt very strongly that the comparative advantages that the Caribbean has in tourism would now play a more significant role. So what the airlines have done is they are looking for markets in which maybe they don’t make money but they lose less money BUSINESSFOCUS Oct / Nov 2009

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so it becomes relative profit. And I felt it would be a huge opportunity and we are blessed generating an increase in airlift.

BF: We’ve touched on North America and Europe, the major sources of arrivals.

Talk the Caribbean. We’ve lost Caribbean Airlines, which used to be BWIA, we’re having battles with LIAT. Where are we at now?

AC: We’ve lost 30 000 passengers since the demise of Caribbean Airlines. And that has had a major impact on the small hotels and business visits. I have tried my best to bring my experience of the airline industry to the Governments of this region. When you look at LIAT it is a sad story. When the competition came in, if it was a private company LIAT would have had to adjust to the market conditions.

They never did. They kept the same business structure and piled up debt and convinced the Governments to a certain point that they ought to keep supporting them. What we have seen now in this country is that all the Helen Airs and TIAs have disappeared. So what I’ve done by being the Minister of Civil Aviation is force the ECCA (Eastern Caribbean Civil Aviation Authority) to ask why. Given the

BF: It brings us to a couple of things.

We don’t have the airlift we need; it is affecting the tourism numbers from the Caribbean which is of significant value. It does not tie in with St. Lucia’s marketing campaigns and product development.

And here you don’t have the volumes to bring the passenger load to make it sustainable?

AC: I think what we’re going to end up having to do is being more aggressive now in bringing charters in for those specific flights. We know there are a fair amount of people that come from the Virgin Islands, and untapped market in Martinique. We would have really liked to see Caribbean Airlines coming into St. Lucia. I’ll go on a limb and say that for political reasons Caribbean Airlines has not come in. Some of the Heads of Governments have spoken to the Prime Minister and asked him not to allow Caribbean Airlines to compete against LIAT. If I am right that strategy is going to backfire. LIAT is not in a position right now to fulfill the needs of the region and we need to get some competition to come in.

BF: Cruise Sector. There is talk about redevelopment of Point Seraphine, Castries Harbour and other opportunities because if you have the volume of cruise passengers as anticipated then clearly you need a diverse array of activities?

AC: The cruise industry offers us a huge opportunity because the land based tourism benefits from the attractions on the island. The attractions are not sustainable by themselves based on land base tourism only so the cruise tourism really helps to top it off. Do I think we can get more from the cruise industry? I think that we can. But with circumstances as they are in this region, we need to focus on what reality is and not what potential is. The reality is that we are competing

against all these other destinations and that we have to look after ourselves.

BF: What about new niche markets.

AC: What people need to understand with tourism is that there is much more of a science to it than everybody thinks there is. You have to be able to pick where your niche markets are going to be. St. Lucia is in good position on one side in that we have three core markets, Canada the US and the UK. Thirty-five percent of business comes from the US, 35% comes from the UK and about 15% from Canada.

The Caribbean and Europe is after that.

We’re now opening Germany, and a new market we’re looking at Latin America.

But here’s the difficulty, because of the size of our economy it has not allowed us to get the critical mass in any one market to get significant airlift.

BF: What are the markets that are being considered?

AC: We want to make St. Lucia a Marquee destination. Being a Marquee destination is a destination where the cruise lines know they can make money on. They

can only make money if there are a variety of attractions that can generate premium prices for them. So while we can offer some of the prices that exist in other islands we have to find some critical ones that are only available in St. Lucia. The Sulphur Springs is something that is unique to St. Lucia. Building a spa off of the mineral baths is an absolute direction we must go. I would like to see a Dolphin Cove investment here. I hear the environmentalists but when I went to Jamaica and saw the facility there and what they were doing in terms of protecting the species there and the impact it was creating I would welcome such an attraction here.

BF: Let’s talk Casinos and night entertainment.

AC: We have a casino coming up in Rodney Bay and in the Castries Waterfront re-development. And I also believe now we should focus on nighttime. Gros Islet Night and Anse La Raye need to be expanded to more days of the week. And therefore if that’s going to happen then I think the loud music in the street is

something that needs to be revisited. So it’s about creating more of the bars and restaurant scene, waterfront and a night show. There is huge market right now for people to go to a dinner theatre show. A musical show and a theatrical show which allows people to become professional musicians, actors and dancers which is something that we need to be able to grow here and it generates additional money. So nighttime becomes critical because one of the things that we want is cruise ships to stay later in port. There is nothing but a win-win situation because as the attractions grow it becomes a stronger destination.

BF: The issue of people. All of this is not going to be possible unless you have the human resources to back it up. We are making this transition from an agricultural base to a tourism driven environment, there still seems to be a feeling that we are not doing enough to sustain the industry with a pool of resources. There is a bigger demand for experienced and skilled talent. Where is this going?

AC: I think two areas. Monroe College has BUSINESSFOCUS Oct / Nov 2009

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Cover Story

done phenomenal job. They came and I don’t think they expected the hospitality department to do as well as it has. St. Lucians have been showing that they are prepared to pay to upgrade themselves, which is a huge tribute to them. Monroe and the Government have done a really good job in making scholarships available.

The other one is that Cabinet and myself have reached out to two major cruise ship executives to start a training academy here. The cruise lines have been recruiting people from the hotel because they want experience. We can start an academy here and now that SLASPA has a seaman’s passport we can include that.

The course would be about eight months and that would now produce a huge pool for the industry.

BF: We can’t talk about training without talking about the flip side - work permits allocated to tourism.

AC: Tourism is an international business. If we’re going to sit here and say we’re not letting any foreigners in here then we are actually limiting ourselves. I can’t keep count anymore of the number St. Lucians that have been recruited by past general managers by past executive chefs because they knew they were here. When Hyatt left here they took 14 St. Lucians with them who are now all over the place. Any Government that is in power is there to BUSINESSFOCUS Oct / Nov 2009

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create opportunities where St. Lucians can invest. What I hate to see is that St. Lucians buy land or open a business in a secondary location. And that is why the idea of village tourism is so important to me.

with people opening up a rum shop, a boutique store which is within their capacity and even run a 30-room hotel.

I think it is taking place right before our eyes but what is happening is not enough opportunity for those people who are gaining the confidence and gaining exposure to open up their own businesses and create an environment that’s conducive for business to grow. It doesn’t have to be complicated it just needs to be genuine.

BF: What is your take on St. Lucian architecture as it relate to the industry?

AC: We’ve seen a huge conversion taking place where people believe in having a wooden house that looks like the old past is not good and it shows poverty and there has been a huge conversion to square concrete boxes. That’s where I think we have failed as a Government.

When the Government buildings were built, they are not architecturally unique to the island and I think that’s where we’re missing the boat. There has to be a greater concentration on heritage construction.

BF: So what is the philosophy behind Village Tourism?

AC: Village tourism is taking something and I don’t believe I invented anything.

It’s the most successful type of tourism in the world. You go to France, Portugal, Spain, Italy, Greece its all village. It’s the quaintness, it’s the architecture, creating an environment that is conducive to interaction. Rodney Bay is the pinnacle example that we have residential, restaurants, hotels, marina, entertainment, the beach that’s overly used. Yet if we have to give ourselves as a country a grade of the management of that area I would say that we have failed!

BF: Explain the idea of Village Tourism.

AC: Village tourism is to take where we are living right now where those businesses are and create an environment that’s conducive for business. When you open up a business in Rodney Bay you know you will immediately get some business, with little marketing and exposure. So the idea is if we can bring Gros Islet, Anse La Raye, Canaries and all these places up to a certain standard

BF: Rodney Bay Village seems to be the hot-spot. How has it failed?

AC: I go to the beach and I cringe. It’s failed because it’s not even coming close to reaching its potential. It has shown what it can do but we have not made the investment to bring it up to scratch. We have now commissioned a major piece of work to look at how to bring Rodney Bay

Village up to a certain standard. Physically is one thing and the next thing is policy.

We’re displacing people. The residents are upset with the karaoke at night the level of traffic and the exposure to crime in the area. When you go to the beach, locals and tourists, nobody is happy. There are no washroom facilities and it is not being properly managed. But it gives us a model. If we can fix that problem, that now translates.

BF: Crime and security will be even more critical?

AC: Crime is a cancer and like cancer, first you need to detect it and then once you have done that you need to treat it, because if you don’t treat it, it’s going to kill you. There has to be a no tolerance to crime because, yes ,ultimately it’s going to destroy the economic viability. It also will create a stigma. I have lived in countries,

where as you get off the plane there are watchdogs and immigration officers waiting for you. St. Lucia does not have that stigma and St. Lucians are perceived as being productive individuals. The Government has to play a leadership role to enforce laws but society must become less tolerant of it as well.

BF: You are going to have a larger tourism clientele which becomes more vulnerable audience for criminal activity.

Unless you take control of the potential danger that crime poses you are going to have an absolute negative rub-off on all of the marketing efforts you put out there?

AC: What I want to translate that to is that not enough people and business people understand the contribution that tourism is making to the economy. We all say it ‘Tourism is the biggest industry’

but do we really understand what that is? It is 85% of the foreign exchange, presently 40% of the direct employment, 50% of the loan portfolio of the banks. In protecting the tourism industry we are looking to protect ourselves.

BF: What is the solution now if we are seeking to grow Caribbean Tourism?

AC: The solution is competition. For me I have made every single attempt to think outside of the box. I have to say to you competition will come, trust me it’s coming. And if you go back to how we started this conversation about stimulating economic growth. The only thing that is going to create the kind of economic stimulus we need is tourism. BF Christy Recaii

BUSINESSFOCUS Oct / Nov 2009

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The Business of Tourism

It’s In The

CARDS!

Eliot Bailey Managing Director

Michael Brigham Director of Operations

T

ravelers Discount Club, launched this past August is the brainchild of Eliot Bailey, Managing Director, whose background comes from tourism, technology and sales and Michael Brigham, Director of Operations who brings his vast sales and marketing experience to the table. Essentially, Travelers Discount Club is a St. Lucian company that provides discounts to cardholders. But Eliot and Michael are confident in taking this basic idea to a whole new level!

The Club Membership works on two wavelengths. There are Corporate BUSINESSFOCUS Oct / Nov 2009

44

Members who are the providers of the special services and discounts and the Club Members who receive the benefits of discounts up to 25%. The list of Corporate Members, currently over 200, is indeed diverse. It’s list of categories include accommodation, restaurants, clothing stores, jewelry stores, hardware stores and health care (doctors, dentists and pharmacies) plus many more. As Eliot puts it, the services offered range from a cardholders’ wants to their needs.

Though at the inception, the main marketing angle of the company was the tourism industry, there has been equal

Petra Desir Sales Manager

drive to locals, considering the positive response they have received at their sales pitches. “The businesses welcomed the idea of providing discounts, to them it was a new innovative form of advertising.”

Michael said.

According to the directors, the partnership works so well because they have seen and experienced the tourism industry from both sides of the spectrum.

Eliot, having worked in the tourism industry on the local front and Michael, having been a tourist to St. Lucia (he has been coming to St. Lucia annually since he was a kid) as a sink-his-teeth-into-the-

Heather Brigham Executive Secretary

Annabelle Thomas Data Entry

Anastasia Blair Sales Executive

destination kind of traveler. With these experiences under their belt, they are more equipped to provide cardholders or Club Members as they are referred to with a product that is equally beneficial to both locals and tourists.

“Our goal is to make St. Lucia stand out as a destination and get more income driven into St. Lucian businesses. If you are on a ship, going to three or four islands and you know St. Lucia has a discount club, we’re hoping the tourists would hold off,

enjoy the beach on the other islands and save the shopping for St. Lucia.”

With heavy advertising on the Internet the idea is to attract visitors to St. Lucia as a destination before they actually book their travel destination. Since most tourists travel on a budget, the idea is to enhance that budget with discounts on activities they had planned to do anyway.

Not currently having any competition on the local market, the team is confident about being influential in increasing

tourist arrivals. “The slogan of the company is the club that pays you back, has your back and brings you back. ” Eliot said. And as far as expansion goes, Travelers Discount Club is currently in talks with the SLHTA to strengthen their business relationships in St. Lucia and since many of the corporate members have branches through out the Caribbean, they plan to take what is a growing network, regional. BF For further info: www.travelersdc.com

BUSINESSFOCUS Oct / Nov 2009

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The Business of Tourism

ING

Out Good Investors

U

nderstandably, the hunt for good investors remains a delicate issue and underscores just how far an investment agency like the National Development Corporation (NDC) can or cannot go to woo potential investors.

Keeping in mind the NDC’s mandate to serve as a collaborative conduit – an intermediary rather- between the investor, the government and the private sector, firstly we generate leads – whether by calling, direct mail or networking through conference and other such events aimed at enticing investors.

This can be a very expensive exercise due to industry benchmarks which shows that for every 1,000 contacts made, just about 100 will be interested in coming to your country. Of those 100 about 10 will consider investing and only one will actually invest.

On the question of due diligence, the NDC subscribes to Dun & Bradstreet – a leading provider of business information.

The investor’s information is sent to Dun & Bradstreet for vetting – usually, they offer credit reports which provide telltale indicators of the company’s track records. The NDC via central government also makes use of Interpol to check into investors’ background to ascertain whether they’re honest and aboveboard.

This then leads to facilitation. After lengthy discussions regarding the most suitable business possibilities, the potential investor is then taken to review existing opportunities. As an investment agency, the NDC assist them in every aspect by providing all the requisite

BUSINESSFOCUS Oct / Nov 2009

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Chairman V. Gill

information, ensuring that they meet the right people – in the private and public sector – even if that means transporting them to their meetings. All this is done for absolutely no charge.

The initial point of contact lies with two international officers primarily responsible for the generation of leads. On the international front, these officers actively promote St. Lucia as an attractive investment location. Following all necessary due diligence checks and balances and depending on the complexity or size of the transaction, these officers may come down to assist with the facilitation or do whatever they can from overseas. Back home, the NDC’s Investment Services Manager interfaces with the investors – as well as other investment officers who are assigned clients for life.

However, even after the investment deals have been struck, that’s not the end of the road – the NDC/investor links remain unbroken. The next process to kick in is that of after-care services. This is similar to case management. The investor is not just forgotten because he continues to

operate within your country and there may be issues that arise where he would require your assistance. This also serves to provide the NDC with an early barometer on the mood of the investor and what is likely to happen with the investment.

Concerning the rules of engagement, the NDC sometimes operates in an informal atmosphere as part of sourcing the investor out. This helps to determine what he’s up to, how he thinks etc. This is not just about the business transaction; it’s about knowing the individual you’re dealing with. One of the best ways to do so is through reading body language and having discussions on issues outside of the main purpose for which they’re here.

This however, is all done in an atmosphere that ensures the NDC or the island is not placed in compromising position. BF John Emmanuel Communications officer NDC For further info: www.stluciandc.com

ROAD TO RODNEY BAY: Providence Commercial Centre

Rodney Bay has become the highest density on the residential and commercial outlook, as the rapidly escalating demand for services is the driving force. Long-standing and well-established companies in Castries are branching out to this area. The capacRodney Baylimiting has become the ity of business is also evolving. Store fronts are not their highest in density on the residenoptions to a Rodney tial and commercial outlook. The escalating demand for Bayrapidly branch, speservices is thebut driving force.

Long-standing and wellcialized branches is established companies in theCastries targeted niche out to are branching Rodney Bay. The residents are market that is curwary of making the two-waybumper-to-bumper-trek rently being tappedin and out of Castries to conduct business into‌ and trade services. The capacity

of business is also evolving. Store fronts are not limiting their options to a Rodney Bay branch but specialized branches is the targeted niche market that is BUSINESSFOCUS / Nov 2009 currently beingOct tapped into‌ 47

What’s Up, Doc?

Road to Rodney Bay

F

amily Physician and Lactation Consultant, Dr. Tanya DestangBeaubrun, recently added another dimension to her portfolio.

She is now the Director of Integral Health Care Medical Clinic at the Rodney Bay Medical Centre, located in the Providence Commercial Centre.

The primary aim of the family practice and full service clinic, which opened last May, is to diagnose patients as quickly and completely as possible, stabilize them and either discharge or refer them for further care, such as visit a consultant or the Tapion Hospital or Victoria Hospital.

Dr. Destang-Beaubrun explained what a huge delight it is to finally realize what five years ago was just a seed sown.

“This clinic has been in the planning process for five years, so to actually see it come to fruition has been very satisfying both on a personal level and for the staff who have been there and seen the BUSINESSFOCUS Oct / Nov 2009

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process,” she said.

The original Rodney Bay Medical Centre started in 1994 with Dr. Tanya DestangBeaubrun as the sole general practitioner.

However, as time progressed, she recognized the need for improved health services to Rodney Bay. “The clinic is big on customer service.” she adds. “We added new services such as our Walk-in Clinic, Radiology Unit as well as access to Consultant Specialists within our Clinic.”

For patients suffering from non-life threatening conditions, Integral Health Care Medical Clinic is a walk-in facility – no appointments necessary. Nevertheless, it should not be confused with an emergency room.

Another goal of the clinic is to be as fullservice as possible to administer the best primary healthcare.

The clinic is a patient-centred facility, based on the concept of a Patient-Centred Medical Home . This is a team-based

model of care led by a personal physician who provides continuous and coordinated care throughout a patient’s lifetime to maximize health outcomes. The PCMH practice is responsible for providing all of a patient’s health care needs or appropriately arranging care with other qualified professionals.

Dr. Destang-Beaubrun believes the desire to provide improved service to patients and the added service of the new doctors is an absolute plus side to the clinic, “It’s an exciting feeling to be able to refer patients straight away for lab tests or x-rays and ultrasounds.” She added that so far the response to the new setting from patients has been positive. BF For further info: Dr. Tanya Destang-Beabrun Director Integral Health Care Medical Clinic Rodney Bay Medical Centre

Doc’s In The Lab! D

r. Stephen King was about fortyfive minutes late for our scheduled interview but he had a valid reason. After apologizing for the lateness, he explained that he had just returned from a teleconference session with Accreditation Canada, an accreditation system in Canada, of which he intends to make Lab Services a member.

That’s right – Lab Services. Since its inception in 1993 with the first location at the newly-opened Gablewoods Mall, the island’s quality of health care has shot upwards like mercury in a thermometer.

Its first major expansion was a branch at the newly-opened Tapion Hospital in 1997. Over the years, more branches were added to adequately meet the range and needs of the Lab’s growing client base.

“When we started in 1993, we had four employees,” Dr. King told Business Focus.

“Today, we have a staff base of thirtyfour and have an annual rate of just over 20,000 visits. Our mission from the beginning was to be comprehensive and convenient, as well as having quality as the main focus.”

The labs run the gamut of health care services: from simple glucose testing to the most complicated cytology or biopsy;

hormone tests, special chemistry tests, hematology tests, bone marrow tests, genetic testing, DNA testing, paternity testing, you name it! The DNA and genetic testing are referred to an affiliate lab overseas. Lab Services is also affiliated with a number of regional labs and also networks with other local labs in St. Lucia.

The labs also conduct post-mortems for the government from time to time. In fact, Dr. King worked as Chief Medical Officer from 2004 to 2007 and was also a pathologist at Victoria Hospital for quite some time.

Dr. King says he still marvels at the manner in which Lab Services has mushroomed into a household name over the 16 years of its existence. What started out as a family business that included him, his mother and his brother-in-law as shareholders has become synonymous with the highest standards of health care in St. Lucia.

“When we started business, there were few businesses of this nature on the market. From the onset, we were very aggressive about bringing in the technology that met the highest standards available so as to both give an excellent service and be cost-effective,” Dr. King

indicated.

And as we sat with him for this interview at his seventh and newest location at Rodney Bay, it was clear that the mission the company adopted in 1993 remains true today. The new location will conduct most of the cytology and some patient testing and testing of samples. The new lab will also serve as Dr. King’s main office.

And with the ever-increasing cost attached to goods and services in today’s world, Lab Services, Dr. King noted, continues to keep prices at a minimum.

Senior citizens and repeat patients can benefit from special discounts and patient follow-up is standard procedure. These special qualities, he emphasized, go a long way in building that bridge between good health care and good customer service.

“Generally, people believe in our high quality; they expect that from us and we, generally, deliver. We do work for both the public and private sectors here, as well as for overseas patients and the general sentiment is that we offer an excellent service,” Dr. King ended. BF Stan Bishop For further info: Email: labsrec1@candw.lc BUSINESSFOCUS Oct / Nov 2009

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Road to Rodney Bay

Bay Optical

D

EYETOEYE

r Shah has been practicing in St Lucia for over 15 years in the field of Ophthalmology.

After finishing his medical degree (MBBS) some 25 years ago, his keen interest in eye care attracted him to specialize as an Ophthalmologist. His qualification and long standing experience help provide the most comprehensive eye care dealing with diagnosis and treatment of various eye diseases and eye problems. Dr Shah has provided eye care through Lens Xpress - optical outlet in Castries.

As Rodney Bay continues to grow as one of the premier commercial areas with the up coming shopping, dining and hotel facilities, there has been a steady growth BUSINESSFOCUS Oct / Nov 2009

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of people with a growing demand for medical care. Bay Optical offers comprehensive eye examinations, which includes computerized refraction to test for refractive errors and computerized eye pressure testing for diagnosis of glaucoma. Eye examination appointments are available in the evenings to facilitate those after working hours. This also proves convenient for school children.

Bay Optical provides a comprehensive eye care, eye examination and a wide selection of designer and stylish optical frames. Bay Optical also offers an extensive choice in optical services and cater a wide range of designer frames designer prescription sunglasses, invisible bifocals

( progressives lenses) as well as computer glasses disposable and coloured Accuvue contact lenses.

Today Lens Xpress has grown to the extent of a fully equipped lab where prescription lenses are manufactured thus enabling quicker service to clients.

Bay Optical will definitely facilitate the people who have difficulty to come to town due to parking & traffic problems.

Dr Shah’s office at Bay Optical is located on the 1st floor of the Rodney Bay Medical Centre. BF

New Rodney Bay Medical Center NOW OPEN The Rodney Bay Medical Centre has moved to its new premises next to JQ Mall, ( in the PROVIDENCE COMMERCIAL CENTRE ) with expanded services and hours.

Rodney Bay Medical Centre encompassing: Integral Health Care Medical Clinic: • Family Practice • Walk–in Clinic • Complete Medical Physicals • Executive Medicals • Acute & Chronic Care • Medicals for Insurance & Driver’s License • Well Woman Care • Pap Smears (including the new Thin-prep test) • Breast Exams • Contraceptive Advice • Antenatal Care, Breast Feeding Management • Well & Sick Baby & Child Care • Immunizations, Flu vaccines • Adolescent Health Care • Satya Integrative Medical Services • Food Allergy Testing

A New Approach to Family Health Care

INTEGRAL HEALTH CARE MEDICAL CLINIC

Providing Medical Care for The Entire Family

Specialist Consultants including: • General Surgery • Dermatology • Pediatrics • Opthalmology Radiology Unit offering: • X–Rays • Ultrasounds Lab Services: • Consultant Pathologist & Laboratory Testing • expanded services and operational hours New Services: • Physiotherapist / Occupational Therapy • Counsellor / Psycho-Social Therapist • Nutritionist • Health Coach • Podiatrist Organica Health Food Shop - Tel: 450-0678 Whole Foods & Supplements R. J Clarke Ltd - Full Service Pharmacy

Rodney Bay Medical Center Rodney Bay, Gros Islet, P. O. Box RB 2305 • Tel: (758) 452 8621/ 45-DOKTA Fax: (758) 452 0785

Candy’s e ......Dream Come Tru

Road to Rodney Bay

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hen Candy Nicholas officially launched her new business Organica!, last June, she was essentially proving that mixing dreams with fervent determination can sure enough pay off in the end.

“My initial motive for entering this line of business was a selfish one because I eat this way. I’ve always been very interested in natural medicine and healthy eating from a very young age.” the Managing Director told us quite candidly.

The former Carnival queen said that an earlier opportunity to open her own health shop through a franchise deal fell through because of the burdensome restrictions that came with the venture.

Nevertheless, she decided to come up with her own concept and Organica! is the result of her persistence.

The business, about a year in the making as Candy confessed – covers the gamut as it relates to health foods and healthy ideas.

“We carry a wide range of 100 % natural and organic groceries, as well as alternative therapies. In terms of supplements, we have different types of juices, such as antioxidant juices;

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all-natural cereals – these contain no additives or anything stripped off. We also carry a wide range of products for children, including children’s vitamins, organic candy fruit bars, organic formula for babies, beauty products, which are also all-natural,” Nicholas explained.

There is something for everyone anything one needs to create that wholesome feeling both inside and outside the body, Organica! has it. And the prices, she says, are reasonable when juxtaposed with the quality products and service the new company offers.

“The prices we offer are reflective of the duty structure and also the quality because we have an extremely high quality of products which are very rich and wholesome, so they obviously will cost a little more than the average products one will find on the supermarket shelves,” she noted.

“So, what makes Organica! unique?” BF asked.

Nicholas replied hastily: “I think our service attitude sets us apart from the competition because we’re very concerned about our clients. We want them to not just purchase the products

but to be informed about the products, so we have an in-house registered nurse, as well as myself – although unlike her, I’m not formally qualified but well-read.”

Her staff base is currently three but Candy foresees Organica! spreading its influence in the not-too-distant future.

But, until then, she knows that the high level of service she provides must remain paramount if there needs to be any continuous success. The company also does follow-ups on each purchase to ensure that the products deliver as promised.

“I intend to have Organica! as a brand that is known throughout the Caribbean.

In that vein, I would like to implore anyone who hasn’t yet visited Organica! to at least pop in and see what we offer. Do not stay away because of the stereotypes about health foods. Health foods do not taste like cardboard as a lot of people have been made to believe.” Candy told Business Focus. BF Stan Bishop For further info: www.organicastlucia.com

Take Care of Yourself: One of the Best Business Decisions You Can Make

Organica! affords you the luxury of choice, the highest quality and best health products around. We are your one stop for anything you need to facilitate a healthy, natural lifestyle.

vitamin and mineral-rich organic foods baked goods, protein/energy drinks vitamin supplements, weight loss products all-natural beauty/body products

a shop for your health

www.organicastlucia.com • Rodney Bay Integrated Medical Center • 450-0678

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Road to Rodney Bay

Bank of St. Lucia Team Members

Bank of Saint Lucia’s

Rodney Bay Business Centre Opens its Doors

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odney Bay’s corporate community can now access personalized banking services in the heart of where their businesses operate. In July 2009, Bank of Saint Lucia opened its newest facility, the Rodney Bay Business Centre. It is conveniently located on the ground floor of the recently completed Providence Commercial Centre in Rodney Bay. The aim of the Bank’s Rodney Bay BusiBUSINESSFOCUS Oct / Nov 2009

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ness Centre is to provide a more streamlined and efficient service to businesses in the Rodney Bay area and its environs.

Commercial customers can expect prompt service and dedicated staff at the Centre who will facilitate their particular financial needs and transactions. The Centre is the Bank’s latest initiative in its drive to enhance its service delivery through a more focused approach to meeting its customers’ varied needs.

The Centre provides a wide range of corporate services that include night deposit, payroll, telegraph transfers, credit and debit card services and cash advances. There is also a walk-up teller and 24hour ATM service that may be accessed by the general public. BF ECFH Marketing & Corporate Communications Dept For further info: www.ecfh.com

Now Open

BAY OPTICAL “See Better, Look Great”

Dr. Shah

Ophthalmologist

Comprehensive Eye Examinations Designer Frames/Sunglasses Contact Lenses Evening Appointments We carry Brands such as:

Rodney Bay Medical Centre. Tel: 451-2000

LABORATORY SERVICES & CONSULTATIONS LIMITED Email: kings@candw.lc

Services offered: Blood, Urine, Stool: Testing for Insurance purposes, DNA/Paternity Testing, Papsmears/ Cytology, Testing for STDS. Drug Screening, Food Handlers Testing.

Laboratory Services and Consultation Limited Opening hours LOCATION #44 Brazil Street Gablewoods Mall Rodney Bay Medical Emcare Soufriere Vieux-Fort Tapion

OPENING HOURS

OPENING HOURS

Monday-Friday 7:30am-3:30pm Monday-Friday 7:30am-3:30pm Monday-Friday 7:30am-5:00pm Monday-Friday 9:30am-5:30pm Monday-Friday 7:30am:3:30pm Monday-Friday 7:30am-3:30pm Monday-Friday 7:30am-6:00pm

Saturday 7:30am-12noon Saturday 7:30am-12noon Saturday Closed Saturday 9:00am-1:00pm Saturday Closed Saturday 7:30am-12noon Saturday 7:30am-3:00pm

TAPION HOSPITAL ~ GABLEWOODS MEDICAL CENTRE ~ RODNEY BAY MEDICAL CENTRE 44 BRAZIL STREET, CASTRIES ~ TAPION MEDICAL CLINIC, SOUFRIERE / Beanfield. VIEUX FORT P. O. BOX GM 711, GABLEWOODS MALL SUNNYACRES, CASTRIES, ST. LUCIA, W.I / TELEPHONE 758 459 2200 FACSIMILE 758 459 2207 BUSINESSFOCUS Oct / Nov 2009

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NIC Bringing Benefits to the North National Insurance Corporation

Road to Rodney Bay

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aving recognised the Gros-Islet area as one of the most vibrant and expanding commercial areas in St. Lucia presently; located there are most of the large hotels, shopping areas and the upcoming “Bay Walk� which is projected to bring a number of new employees and employers, the NIC are dedicated to providing the best service to their contributors. In that regard the NIC always attempts to locate services as close to them as possible; for this reason the NIC have opened sub offices in Soufriere and Vieux Fort and now in Gros Islet.

The Providence Commercial Centre proved an ideal location for several reasons. It is well placed in relation to the commercial area of Rodney Bay, space was available there for the office and a bank is located on the premises so that persons can conveniently cash their benefit cheque.

BUSINESSFOCUS Oct Oct // Nov Nov 2009 2009 BUSINESSFOCUS

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The NIC expects the new branch to have a significant effect on a number of contributors. Some persons will not have to journey to Castries from Gros Islet to do business with the NIC. They will then avoid the frequent traffic congestion and the search for parking in order to come to the office. We pay a significant number of claims to persons employed in the hotels and other business in the Rodney Bay area. Those persons will find it more convenient to file claims and collect their benefit payment at the new location.

The NIC will be offering the following services at the moment: Registration of employees and employers, collection contributions, receipt and payments of benefits claims and processing of Compliance Certificates.

The expectation of the public visiting our Rodney Bay office should be not different to what they will receive when visiting any other NIC office. They will received correct information and literature on the operations of the NIC, they will receive first class customer service and they will be served by knowledgeable, courteous and friendly staff. BF For further info: Email: nic@candw.lc www.stlucianis.org

Straight Talk

A Conversation with Anthony Bowen

The SLHTA President Speaks

BF: Let’s go straight to the hat you wear.

You are third time around President of the SLHTA. TB: I’m an import [from Barbados].

When I first came to St. Lucia, I fell in love with St. Lucia. There was a lot about St. Lucia I didn’t see in Barbados and any place I’ve worked in the Caribbean.

I saw a people who were genuine, warm and naive in a positive way. People who wanted to get ahead and to learn something new. They recognised that the traditional dominant agrarian economy of this country would be a thing of the past. However, with agriculture and tourism, you can’t split the two. And that encouraged me.

When I was asked to be the President I didn’t hesitate because I felt this place had given me a lot. I chose to live here.

It’s where I have built my home. I have invested my money on this island, I’m not just passing through. If I can be in a position that can deliver some sort of positive change then I had a responsibility to myself and to the people who work for me here, if I had something to give, I was willing to give it.

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BF: Is it a statement of nobody wants the job or people have every confidence in you as a leader?

TB: I’m a straight talker and I have no political affiliation. My position on any matter where I have to disagree with Government is because I feel the way I am seeing it is best for the industry. I went through a situation recently where I felt I would withdraw my services from the Association because I had taken a position after examining it and weighing the facts that a decision was made by Government on concessions for one member of the SLHTA that I felt didn’t show equity. But I also had to bear in mind that I have to represent the interest of that member who is in good standing who had been given a concession. It was not for me to criticise the Government but to challenge the Government on why it didn’t go to the broader membership. I found that I was for the most part on my own and I believe that I had taken the right approach. I wasn’t convinced I got the support that was necessary. Maybe my style and my views on this were in conflict and therefore I offered my resignation

which was not accepted and they asked me to reconsider and the SLHTA Board has decided on certain protocols that will be in place to address future instances like this.

BF: St. Lucia is one of the few countries that actually has two functional international airports. Outside of the airports there are other things which are required to support the visitor experience here in the country. We have been growing rapidly, talk infrastructure.

TB: I was here from 1993 to 1997 at Windjammer. I went away for five years to Antigua. This year is seven years since I’ve been back. I noted that when I came back that even in those seven years there was quite a change. A lot has happened in St. Lucia. To me it had started to emerge as a tourism destination. It seemed to be taking itself more seriously. There were quite a few new properties and existing properties had been upgraded.

It’s expanded but there is still a lot to do.

It’s most unfortunate that a lot of the new projects coming on board were victims of the financial crisis. We saw properties like

Le Paradis put on hold, The Raffles, Jack Nicklaus Golf Course, and the Ritz Carlton have not gotten off the ground. So unfortunately we didn’t get to see the international branding that would have gone a long way to moving St Lucia further forward. That would have opened all kinds of new avenues with airlift. The harsh reality is that St. Lucian tourism can only grow with airlift. You can build as many rooms as you want. If you can’t get a seat to bring the people here you can’t get the people in the rooms.

BF: We’ve grown from 100 000 visitors a year to 400 000.

Those 400 000 are looking for more support services.

TB: Let’s deal with fundamental infrastructure and the first one is the road from the north to Hewanorra and that has seen a huge improvement. But it’s not the most pleasant drive. The ideal situation is to have a road direct to Hewanorra, no more than 45 minutes drive. It’s expansive, but I believe if we could achieve that we should weigh the cost of that road, I believe it’s controversial but it should be a toll road which would maintain itself. And for the first time we could viably look at not having Vigie airport.

BF: You see the country in terms of opportunities from a private sector point of view. As we talk infrastructure you’ve touched on a subject which has interest from every sector of society, the viability of George F L Charles Airport or Vigie in terms of viability and long term existence.

TB: Vigie at times seems almost like a sacred cow. Do we have a Vigie or not. My feeling is that an island of this size regardless of the tourism plan is that we cannot support two airports. The powers that be have to look at the potential for room development in this island to take it to an optimum, not a maximum, not mass tourism. We are trying to build an economy on a small plan and the potential for the plan, development is huge. St. Lucia can aim easily at 12 000 to 15 000 rooms without having a negative impact on the indigenous population. This is something that has to be considered. Tourists are like house guests. They start to infringe on how you want to live your life.

BF: The Government has recently spoken about massive upgrading of Hewanorra International Airport. You are on the Tourist Board as well. There are issues around airlift, security etc. What is your take on this?

TB: SLASPA has indicated to the Tourist Board a figure that is horrendous. You are going to have a state of the art airport that will meet future demands, but, you are looking at three to four hundred million dollars. That’s a lot of money. But you can’t see that cost on its own. You have to see it as an investment and what that could mean for the country in the next 10 to 15 years.

BF: Speak now wearing the hat of President of the SLHTA. In a tough environment which requires bold and out of the box leadership particularly dealing with the authorities

representing the industry what are some of your ideas you would like to see crystallized moving forward.

TB: It never ceases to amaze me how uninformed Governments are in the Caribbean, and St. Lucia is no exception, about tourism and its benefits. The fact that you have to deal with successive Governments, Ministries and Cabinets to try to explain to them the importance of this industry, that its an export industry and it should be given all the incentives any export industry is given in BUSINESSFOCUS Oct / Nov 2009

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Straight Talk

in terms of developing the people who can give the quality of services that the industry demands?

TB: We believe that the industry will go to 12 000 to 15 000 rooms and we have to be prepared, plan and engineer it to happen in an orderly manner. Successive Governments since 1993 have never looked at the resource element of this industry. That key people coming out of schools are given the opportunity to be able to go overseas. We’re still seeing a lot of the key positions not being held by nationals. It is easier to call up a head hunter and within two hours I can get a short list of persons with experience from London and the Middle East,etc. But I don’t have them for very long. I lost a guy from Malaysia, he did his two years and he wanted to move on. I made sure that when he was here, he had two St. Lucians that worked along side him and he showed them as much as he possibly could.

BF: Clearly there needs to be specific things as to how the training for the hospitality industry is developed. Where are we say with a Hospitality Training School?

TB: Do we in St. Lucia need our own training school? Probably not. But there are excellent schools in Barbados and The Bahamas.

What we need are resources to be able to get these kids who show a keen interest and ensure that they are not restricted by personal finances. I am the Treasurer of the Caribbean Hotel Association’s Education Foundation and I don’t get paid for that. Why am I doing it? Being an islander I want to see more people like me come through this industry and rise to the top and take control.

this region to allow it to be as viable as it possibly can be, to employ as many as it possibly can and protect the foreign exchange reserve.

BF: Expand on this idea of protecting the foreign exchange.

TB: That’s fundamental. If the industry is given its tax concessions and penalties on profit remittances, which I support. You don’t remit profits but you leave them where they were generated, you then get further tax incentives. Which is what the Government should be looking at. Business is an equilateral triangle if you broaden the base you will increase the apex.

BF: The industry can only grow with the development of resources particularity human resources. Where are we at BUSINESSFOCUS Oct / Nov 2009

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BF: Talk cruise tourism.

TB: I don’t believe there was ever a battle between land stay and cruise stay. I think where the battle lies is the willingness of Governments in the Caribbean to tax and put duties and all kinds of costs onto land based tourism that generates per head easily ten times more that any cruise passenger and yet treats cruises with pink gloves. They come into our waters they dump their garbage, they pay very little for our docking facilities, they demand improved facilities that they don’t want to pay for and that is done in threat because they have a mobile asset. I don’t consider that the basis of building the industry, I don’t consider that they will be terribly loyal, they can literarily take their boats and go. The first order of the day is to establish that your land based tourism is viable, profitable and growing.

BF: Real estate has evolved as a whole new dimension of investing yet we have stumbling blocks in the way of people investing in the country, specifically considering the Alien Land Holding Licence?

TB: It makes investors feel that you don’t want their money.

You’re not going to see any future resort development anywhere in the Caribbean that doesn’t have a real estate component. Its going be tied to selling condos or villas because it’s a way for the investor to repay capital and also allows for multiple ownership which is a powerful marketing tool. If you have 1000 people that own property on this island that they have for rent, you have 1000 people marketing for free. Remember St. Lucia is a certain size and they’re not making anymore of it. If you own this it is the only one in the world.

BF: Marketing is clearly the biggest issue on the table based on the competitive options available. Talk about the marketing options for St. Lucia.

TB: The Caribbean gets less than 2% of the world’s tourism and St. Lucia gets less that 2% of Caribbean tourism. Why is that? One, brand recognition. Not many people know about St. Lucia the same way they know Cuba, Jamaica or Barbados.

So we needed to look at how we can build this brand. How do we get the destination out there first and be distinct. We now have a new logo which shows what we have, that nobody else has, it shows our Pitons – that is what makes us different. Now we’re going on to launch a series of ads ‘Legend has it..’ where we want to play on the myth and the mystery of St. Lucia. We’re going to play on that theme that people want to discover the theme, the meekness of the people, and the friendliness of the people, the culture. It’s not just throwing money at the industry.

It’s community outreach. If you have an area of interest and it is clean and warm, we have to do everything we can to see that you get a slice of this pie.

wants to improve their standard of living. I wasn’t born a hotelier. I learned and I honed my craft and I continue to do so. I think there is a disconnect here with the press and the industry, with the Government and the industry and in some cases with general commerce and the industry. And I blame this industry.

We tend to be almost like a group of people in a Masonic lodge, we speak our own language. Everybody wants this market as far down as Australia. We need to look at what we have, to play the best that have and we need to make it perfect. BF Christy Recaii For for info: www.slhta.org www.windjammer-landing.com

BF: Lets talk the marketing dollars. Are we allocating enough to the industry?

TB: Absolutely not. People here jump up and down when they hear numbers like $45 million EC, $25 million EC, of which maybe half of that is absorbed in simple overhead, that’s not marketing dollars for an industry that is providing a billion dollars revenue. There is no balance to it, there is no formula.

More importantly what we are not doing is realising the potential. A figure like 45 million or even 100 million in revenue is not a lot of money with all the multiply and benefits that we see.

BF: Summary position: the SLHTA. Talk about it.

TB: The SLHTA has never realised their full potential, never really come to grips with the authority they should carry and with that, a huge responsibility. I believe the Tourist Board and the Ministry should be groups in constant contact, in constant dialogue, in constant efforts to move forward and only when there are differences should we pull back. I don’t believe in confrontation at all. It’s a partnership with a huge responsibility to a lot people on this island who are looking to something they keep being told, it’s our way out of poverty and the last thing you want to see is fighting among ourselves. There should be more of a common goal.

BF: Final thoughts on the industry.

TB: We had a slogan ‘St. Lucia Simply Beautiful’. It’s a beautiful slogan. It’s a catch phrase and just two words says it all. The word ‘simply’ and we are. We’re not a hugely sophisticated, high energy destination and we are very beautiful. Would you look at Castries and say simply beautiful? Would you say Gros Islet on a Friday night is simply beautiful? No. It needs a lot of input and a lot of motivating of the people in these areas to get it clean for a start and let us have a code of conduct that is accepted internationally. That if you are going to have a guest in your house you are not going to rough them up. Everybody BUSINESSFOCUS Oct / Nov 2009

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The Tourism Axis

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he St.Lucia Hotel and Tourism Association was founded as the St.Lucia Hotel Association in 1963, with only 12 hotels, and in 1987 expanded its membership beyond hotels to include the non-accommodation enterprises, allied companies and affiliate organisations that are directly or indirectly associated with the tourism sector. The central purpose of the SLHTA is to represent, inform, educate and uphold the interests of its members and as such it is the preeminent tourism trade association on the island. Its declared mission is stated thus: “To maintain an effective and financially viable Association geared to delivering membership satisfaction and benefits by serving as an active lobby and a medium for implementing programmes of action to facilitate the promotion, security, profitability and sustainable growth of the tourism sector.”

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About Us As the principal tourism private sector agency in Saint Lucia, the St. Lucia Hotel & Tourism Association is responsible for facilitating tourism sector development and management. The SLHTA is a private non-profit membership organization that functions as the “official organization and national spokesperson for the Hospitality Industry and its wide membership.

Today, the SLHTA has a grouping of over 200 members covering a wide cross section of the economic spectrum of Saint Lucia. The main membership categories are: 1. Full member {active hotels, villas, inns etc.} 2. Allied member 3. Sustaining member 4. Affiliate member 5. Honorary member The current membership includes large

and small hotels, restaurants, airlines, tour companies, travel agents, car rental companies, ground, taxi associations, banks, security service companies, statutory boards, public utilities, manufacturers and suppliers of other goods and services.

The SLHTA seeks to represents its membership’s collective contribution to St. Lucia’s tourism sector development by integrating their diverse talents, knowledge and expertise. The Association is governed by an elected Board of Directors, which is led by the President and comprises representatives from various sections of the tourism sector. This structure is strengthened by a Secretariat, which is headed by an Executive Vice President, and focuses on Association management, tourism promotion, representation & advocacy,

training and product development.

The Board of Directors comprises sub sector representatives and meets monthly to raise issues and concerns, which affect their respective sub sectors and the overall Tourism Sector. This structure ensures more broad-based representation for the membership of the SLHTA. Membership of the SLHTA is an endorsement, confirming to customers and fellow members that they are in contact with a professional ally, and a sincere supporter of the tourism industry.

Membership enables one to enhance their business in ways that could prove too costly or difficult to accomplish on their own. As such, the key benefits of SLHTA membership include: Networking - This entails the advantage

of being part of a forum of diverse tourism enterprises and potential clients that could drive business in the form of alliances, exclusive service contracts, joint marketing and promotion, preferred partner services etc.

The wider SLHTA forum provides a stronger platform for negotiating with Government and other entities on issues of concern to its members and the overall tourism sector • Access to reliable information, research and advise on issues that the members’ interest • Membership of an Association that promotes high standards and accords a degree of respectability to all its members • Use of the Association’s facilities for sub-group meetings or consultations with other members • Ability to resolve differences with other SLHTA members in a cordial and well- refereed atmosphere • Participation in local, regional and international events under the auspices

of the SLHTA, CHTA or other associated body • Possibility of participating in a proposed ‘SLHTA membership club” that offers mutual discounts and special rates to other members such as lower hotel, car rental, shopping and perhaps utility charges • The SLHTA website www.slhta.org is a major source of information for members and visitors alike. All members will be featured on the website, with links provided to their respective website and other regional and international industry sites • Ability to access the Members Only section of the website, which will link to a complete membership directory and Association information. BF

Andrena Simmon Communications & Marketing Manager SLHTA For further info: www.slhta.org BUSINESSFOCUS Oct / Nov 2009

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The Tourism Axis

Meet the Team

Mchale Andrew Executive Vice President

Mrs. Eileen Paul Administrative Manager

Noorani Azeez Project Manager

Andrena Simon Communications & Marketing Manager

Veronica Swanson Receptionist/Clerk

Casheena Dalson Accounts Clerk

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Fond Doux Holiday Plantation Tel: 1758 459-7545 / 459-7548 Fax: 1758 459-7790 Email: fonddoux@candw.lc Website: www.fonddouxestate.com BUSINESSFOCUS Oct / Nov 2009

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The Tourism Axis

“LEGEND HAS IT” SAINT LUCIA TOURIST BOARD’S

NEW MARKETING CAMPAIGN

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ith limited resources in a less than thriving global economy, the Saint Lucia Tourist Board (SLTB) has had to review its marketing strategies to keep up with current trends. Cognizant of this fact, the SLTB agreed that it was of absolute necessity to collaborate more closely with local tourism industry partners to adopt a more integrated approach to promoting the island overseas.

It is no secret that some properties have a greater marketing spend than others. While this translates into greater volume of traffic for them, it leads to challenges for other properties The implementation of a stimulus package in 2009 provided some measure of support for the marketing campaigns of individual properties, and to assist in sustaining employment in the industry. This garnered short term results, and has paved the way for a much more direct and longerterm plan aimed at increasing traffic year

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round.

This collaborative marketing plan was discussed with local hoteliers during a recent retreat with the members of the Saint Lucia Hotel & Tourism Association (SLHTA). It entails broad marketing objectives which include measures to stabilize the volume of visitors to Saint Lucia by increasing the level of awareness of the Saint Lucia brand through the utilization of both traditional and social media. This comprehensive plan encompasses a more targeted approach to the regional and international niche markets. As part of the plan, members of the SLHTA have categorized their establishments under the following groupings: Inntimate Inns; Rodney Bay Village; Luxury; Boutique; All-Inclusive; Sandals; Real Estate and Villas. This plan will help properties maximize their marketing opportunities by offering customers a clearer understanding of Saint Lucia’s tourism product and are clearly displayed on the SLTB’s tactical

website www.stlucianow.com In an effort to accomplish the ultimate goal of increasing Saint Lucia’s visibility with a view to filling rooms, particularly during the up-coming fall and winter seasons, the SLTB and SLHTA have begun a number of overseas marketing activities, which will run from September to November, 2009 in the first instance.

One such activity is a series of Road Shows which started in New York City on September 15, and will tour across 27 cities in the United States and Canada.

The shows provide a forum for the SLHTA members to present Saint Lucia’s new dynamic branding campaign, as well as promote the new airlift into Saint Lucia for the fall and winter seasons. Among the target audience for these Road Shows are travel agents and tour operators who are encouraged to recommend Saint Lucia to their clients through booking incentives and contests.

Similar presentations are planned for Germany in support of the new Condor

Caribbean-American media operative Donn Bobb of United Nations Radio, Berthia Parle of Bay Gardens Resorts, Director of Tourism Louis Lewis and the Saint Lucia Tourist Board’s Lorine St. Jules in Manhattan.

nonstop service from Frankfurt to Saint Lucia which begins November 1st of this year.

THE NORTH AMERICAN ROAD SHOW CAMPAIGN ENCOURAGES VISITORS TO ‘LIVE THE LEGEND’

The Road Shows reveal the new advertising campaign by the Saint Lucia Tourist Board entitled, “Legend Has It”.

The campaign builds upon the new brand strategy unveiled earlier this year and will focus on highlighting the legacy of an unspoiled island destination appealing to discerning visitors. Because its raw beauty remains clear, the quaint and unique aspects lend themselves to an extraordinary branding opportunity.

The ad launch will include radio, print, online and billboard advertising, and commenced running in New York this month.

During the Road Shows, the uniqueness of Saint Lucia will be showcased to travel professionals though interactive power point presentations and open discussions.

These presentations will highlight the

island’s unique landscape and the range of tourism related amenities, but will focus more-so on the unexpected activities that await on Saint Lucia for adventure seekers, sports enthusiasts and those discerning travelers interested in year round cultural events as well as the island’s unique cuisine. The presentations are very niche oriented as the SLTB moves to sustain its presence in the weddings and honeymoon market for which it has earned top accolades, and strategically target other untapped niche markets. Information flows will center around new and existing attractions and activities for families, couples and even singles looking to escape their everyday life and enjoy true Saint Lucian culture; new ways of pampering the body, mind and soul through the island’s luxurious spas, restaurants and state-of-the art accommodations. The latest on Saint Lucia’s distinctive cultural happenings like the Atlantic Rally for Cruisers (ARC), Cruise to Run, Saint Lucia Jazz and Carnival will also come up for discussion.

The SLTB/SLHTA team will also capitalize on the opportunity to remind the travel trade about the new, affordable airlift for the fall and winter particularly the advent of JetBlue which commences service from New York to Saint Lucia three times a week on October 26th of this year.

The continuation of this effort rests with travel agents and other industry partners who are charged with the responsibility of encouraging travelers to live the legend or make their own legend. The results will be reflected in the increase in traffic to the various participating SLHTA partners and the island’s tourism industry by extension.

BF

Dainea Augier Corporate Communications Manager SLTB For further info: www.saintlucianow.com BUSINESSFOCUS Oct / Nov 2009

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SAINT LUCIA

The Tourism Axis

TOURIST ARRIVALS (JANUARY - AUGUST) 2009

Tourist Arrivals 2009 compared with 2008

90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 USA

UK

Caribbean

Canada

2009

Rest of Europe

Germany

2008

Source: St. Lucia Tourist Board BUSINESSFOCUS Oct / Nov 2009

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France

Rest of World

TOURIST ARRIVALS BY MONTHS MONTHS JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY AUGUST TOTAL

2009* 23,051 25,262 25,938 26,326 25,292 19,706 26,794 23,304 195,673

2008 24,958 29,088 31,982 24,197 27,782 23,223 29,095 25,315 215,640

ACT. CHG. (1,907) (3,826) (6,044) 2,129 (2,490) (3,517) (2,301) (2,011) (19,967)

% CHANGE -7.6% -13.2% -18.9% 8.8% -9.0% -15.1% -7.9% -7.9% -9.3%

Tourist Arrivals By Months 35,000

No. of pass

30,000 25,000 20,000 15,000 10,000 , 5,000 0 JANUARY FEBRUARY MARCH

APRIL MAY Month 2009*

JUNE

JULY

AUGUST

2008

TOURIST ARRIVALS BY MARKETS JANUARY - AUGUST 2009 Markets 2009 2008 ACT.CHG. % CHANGE USA 69,082 83,320 (14,238) -17.1% UK 48,759 58,205 (9,446) -16.2% Caribbean 43,524 43,623 (99) -0.2% 18,449 Canada 2,961 16.0% 21,410 Rest of Europe 4,782 4,663 119 2.6% Germany 1,325 1,099 226 20.6% France 3,992 3,204 788 24.6% Rest of World 2,799 3,077 (278) -9.0% Total 195,673 215,640 (19,967) -9.3% Notes: 1. Rest of Europe - Holland, Italy, Austria, Belgium, Denmark, Greece, Ireland, Luxembourg, Norway, Portugal, Spain, Sweden, Switzerland 2.

Primary data is obtained from the international ED Cards

*Figures for 2009 are provisional BUSINESSFOCUS Oct / Nov 2009

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SLASPA

SAINT LUCIA AIR AND SEA PORTS AUTHORITY

The Tourism Axis

La Place Carenage Duty Free Shopping Mall Shopping, Dining and Entertainment!

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s cruise vessels call into Port Castries, the tropical sights, sounds and scents of St. Lucia greet passengers. Port Castries comes alive with live steel pan music and warm smiles of St. Lucians. The Port presents a perfect example of nature’s

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handiwork as its best, with its natural anchorage, together with its protected position below the picturesque hills of historic Morne Fortune. A key feature of Port Castries is La Place Carenage Duty Free Shopping Mall, which has not only become a landmark on busy Jeremie

Street but serves as a prefect reception area for cruise ship passengers.

Opened in December 1996, the mall was once a general cargo shed used for storing inter-island traffic such as confectionery, pickled meats and cans of butter, which were transported by schooners.

SLASPA’s thinking behind the development of this facility was two-fold: firstly,

as part of its mandate to carry out projects designed to stimulate social and economic growth and secondly because there were no duty free facilities to serve the increasing number of cruise ships berthing on that side of the port.

A Shopping Facility for Locals and Visitors Today, La Place Carenage is one of St. Lucia’s premiere shopping facilities. Its colonial style façade and fully air-conditioned three story interior is home to 20 shops including a restaurant and bar. The shops feature a range of products from jewelry, perfumes and clothing to arts and craft pieces while the restaurant offers a mix of local and international cuisine. In addition to the shopping and dining, La Place Carenage also provides a range of services inclusive of international telephone service, internet, tour desk, taxi service and car rental. Due to its amazing ambiance

and ideal down-town location, La Place Carenage also serves as the ideal spot for product launches and exhibitions.

The Desmond Skeete Animation Center – Celebrating the Story of St. Lucia The mall is also home to one of the most fascinating attractions in St. Lucia - the Desmond Skeete Animation Center. Located on the top floor, the center electronically presents a reproduction of a variety of events surrounding the history and culture of the island. It utilizes stateof-the-art audio, video and special effects technology and also includes graphics and details of the Anglo-French wars and the fires that destroyed and hurricanes that devastated Castries. Thus the story of St. Lucia comes alive with battle sequences, troop movements and the Castries fires all choreographed into a specially prepared script resulting in an exciting 20 minute tour that is worth talking about.

Right outside the Animation Center, is the newly opened Art Gallery showcasing and selling paintings and art pieces of local artists; Kenneth Lawrence, Cedric George and Matthew St. Prix located on the top floor. The Gallery, aptly called “The Carenage Gallery”, offers an open and accessible space where visitors can view and purchase exceptional art conveniently. It will play an important role in developing and promoting art appreciation to all St. Lucians, and afford an avenue for self-expression, creating opportunities for artists to exhibit and sell their creative work.

Fayola Ferdinand Marketing Officer SLASPA For further info: www.slaspa.com

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St. Lucia’s

Jade Mountain

Noteworthy Resorts

Caribbean’s

No. 1

& World’s No. 3

In Travel & Leisure Awards

J

ade Mountain’s owners, Nick and Karolin Troubetzkoy expressed their joy with their rankings.

“Our resort team has worked very hard since Jade Mountain opened more than two years ago, to perfect and fine tune every aspect of the resort experience. We cannot thank them enough for their commitment and enthusiasm throughout,” Karolin Troubetzkoy.

The Troubetzkoys were equally delighted to report that Anse Chastanet, Jade Mountain’s sister property, placed fourth in the Caribbean’s Top 25 category. “Our teams at Jade Mountain and Anse Chastanet have a healthy competition going among themselves at all times - the guests definitely are the beneficiaries of this drive and ambition. We are very pleased to see both resorts register top marks from the Travel + Leisure survey today,” Karolin Troubetzkoy added.

Jade Mountain and Anse Chastanet enjoy one of the most scenic settings in the Caribbean, overlooking St. Lucia’s twin Piton peaks, a UNESCO World Heritage site. Nestling in a 600-acre estate

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with two soft sand beaches bordering pristine coral reefs, Anse Chastanet is in complete harmony with its natural surroundings and offers excellent diving facilities plus many other activities.

In the fall of 2006, Anse Chastanet’s architect and owner Nick Troubetzkoy completed construction of Jade Mountain. His bold architectural design - individual bridges leading to extravagant infinity pool sanctuaries and rugged stoned-faced columns reaching towards the sky - have established Jade Mountain as one of the Caribbean’s most unique resort experiences.

More sculpture than structure, Jade Mountain has been called by many as the “Eighth Wonder of the World” and many argue it should be on everyone’s Top Places to see before departing the planet. BF Bevan Springer bevanspringer@nj.rr.com For further info: www.jademountain.com BUSINESSFOCUS Oct / Nov 2009

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Stay in Paradise,

Noteworthy Resorts

Discovery at Marigot Bay

T

he Discovery Hotel, Marigot Bay is an award winning 5 star resort and recognized as a member of the Small Leading Hotels of the World.

Located alongside Marigot Bay, once described by the novelist James A Michener as ‘the most beautiful bay in the Caribbean’, and with its internationally renowned Marina, Marigot Bay is truly a luxurious and sought after destination.

The Bay has been used as a backdrop for several movies, including the classic Dr. Doolittle film.

Opened in November 2006, The Discovery at Marigot Bay is a contemporary, eco-friendly boutique hotel set it an

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historical setting and stunning picturesque Caribbean location.

The hotel includes fifty-seven suites (most with their own private plunge pools) and thirty-five rooms with spacious balconies and extensive views of the bay. The hotel provides its guests with every modern facility, world class service and chic stylishly designed interiors, there are also several swimming pools, the Lapli Spa and fitness centre and the highly regarded fine dining Boudreau restaurant and popular bars. The adjacent Marina Village offers visitors a wide range of boutique shops and restaurants.

The Marina at Marigot Bay accommodates

some of the worlds most desirable and luxurious mega yachts and hosted several renowned celebrities. The Marina provides berthing and full service facilities for yachts up to 250 feet, for both long stay and short-term visitors. Guests of The Discovery are able to arrange exclusive charters with a choice of various yachts, including a 58 foot classic schooner.

Since its opening, the hotel has received several international awards, including the prestigious AAA 4 Diamond Award.

The Discovery Hotel is the ideal location for visitors to discover the delights and natural beauty of St Lucia, from the lush rainforests to the iconic Pitons to taking

part in a variety of outdoor pursuits and activities, including water sports, horse riding, fishing, hiking and climbing. At the same time it provides for an intimate escape for residents of the island who want to have getaway close to home, yet feel ‘a million miles away from 9 to 5’ Special Promotions throughout the year encourage guests to visit Marigot Bay either for relaxing weekends, rejuvenating Spa treatments or even just a dinner with live music entertainment. BF For further info: Email: info@discoverystlucia.com www.discoverystlucia.com

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Blazing The Luxury Included Trail

Noteworthy Resorts

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hen Gordon Butch Stewart decided to acquire the Bay Roc Hotel in Monetgo Bay Jamaica in 1981, not many had high hopes for what industry experts perceived as a suicidal venture. Not only was the hotel situated next to Jamaica’s busiest airport, the Sangster International, but it was also a rundown facility with some even describing it as “a half dead hotel.” But the Jamaican Hotel Tycoon had a different view point and was able to envision a romantic hotel for couples on one of Jamaica’s most beautiful beaches, and used the opportunity to launch one of the world’s most successful brands.

According to a Biography on the Sandals chairman dubbed “All that’s Good” Stewart admits “At first we didn’t know what

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to do with the property. So we took a long look at the all-inclusive, couple-only resorts. Then we kind of modified that concept, with more of an emphasis on luxury, though it was still pretty primitive by today’s standards.”

By November 27th 1981 Sandals Resort Beach Club, now Sandals Montego Bay welcomed its first guest to a revamped facility on one of Jamaica’s largest private beaches. It didn’t take him long to grow the empire and by 1992 after launching six lovely hotels in Jamaica and Antigua, Sandals was ready to spread its wings to St. Lucia. Trailblazing had by this time become a Sandals specialty and it now led the pack in the all-inclusive market.

“The former Cunard La Toc property became available and in the early 90s and

we were very impressed with its layout amenities and location. We saw it as a fantastic addition to the Sandals group of hotels and had the level of confidence in St. Lucia as an emerging destination with good airlift and a stable political climate,” said Lennox Dupal, former Resident Manager at Sandals La Toc now General Manager at Sandals Halcyon.

Once the resort was acquired by the Luxury included chain a Sandals team of engineers, interior designers, and other construction team members’ descended on the former Cunard property and undertook what would be a massive US$20million renovation. Restaurants, bars, pools, and main lobby were all transformed into world class facilities to suit the Sandals standard. With the Largest

pool in the Eastern Caribbean at the time, Sandals La Toc welcomed its first guest in 1993.

According to Dupal St. Lucia had become such a hit with Sandals in the Market place that one year later the need had arisen for more rooms on the island and so the group acquired the former Halcyon Beach club and SANDALIZED it.

“There was such great feedback about the island in the travel industry. Its beauty, tranquility and warm people were among the highlights and it just presented such a perfect product for honeymooners,” Dupal explained.

Following expansions of its brand new sunset bluff in 2000 and the introduction of midnight buffets, concierge service, and specialty restaurants, by 2002 it was again

time to grow the Sandals brand in St. Lucia. The Hyatt Regency on the Pigeon Island causeway was in receivership and Sandals thought it a great idea for resort number three on the Helen of the West Indies.

“Outside of Jamaica where the company is based, St. Lucia is the only other island in the Caribbean that has been able to attract the investment of more than two Sandals resorts. So that tells you how much confidence we have in the destination,” explains Jeremy Jones, the Head of the Luxury Included® chains affairs in the Eastern Caribbean.

the last sixteen years the majority of tour operators and travel agents who vote for the World Travel Awards have all agreed, making Sandals the world’s leading allinclusive brand. BF Dominic Fedee PR Manager Sandals For further info: www.sandals.com

“We didn’t start the all-inclusive concept but we have definitely perfected it’” Butch Stewart is often fond of saying, and for BUSINESSFOCUS Oct / Nov 2009

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Fond Doux Holiday Plantation

Finds Harmony with Nature, Tourism and History

Owners: Lyton and Eroline Lamontagne

W

Noteworthy Resorts

hen Lyton and Eroline Lamontagne of Fond Doux Estate first fell in love with the Angelina Cottage, it was a condemned, dilapidated structure in the city of Castries. Intricate wooden buildings such as this, once common in the city, were fast being replaced by larger, more modern structures. But to Lyton and Eroline, the architectural mastery and historical importance of the French colonial building, were too precious to lose. They purchased the Angelina, then dismantled and transported it to their Soufriere estate where it was reassembled with months of painstaking work. It now stands majestically on the Fond Doux Holiday Plantation – a monument to the island’s rich colonial history.

The Lamontagne’s are once again dusting off their hammers as they prepare to rescue another of Saint Lucia’s aging architectural masterpieces. They have intercepted the planned demolition of a 200 year old house in the east coast town of Dennery. The house, like the Angelina, will be fully restored and used as an eco-cottage on the Fond Doux Holiday Plantation. It will join an existing 9 cottages, three of which are new additions to the estate.

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This is part of an ongoing improvement of the Fond Doux holiday experience. An executive chef has already been hired and plans are in place for a spa and internet café. The spa, like everything else at the 130 acre plantation-resort, will be inspired by nature, taking advantage of the fruits and herbs available on site. The treatments will utilize natural, local products such as coconut and cocoa, as well as minerals from the nearby Sulfur Springs.

Fond Doux Estate is a strong advocate for environmentally responsible tourism, as you would expect from a resort that has such an intimate relationship with nature. As an industry leader in eco-travel, the resort’s facilities are designed to minimize its carbon footprint. All the cottages use energy saving light bulbs and solar water heating while rain is collected to supplement the water supply. In addition, the resort grows most of its food and

flowers and all agriculture is 100% organic.

Fond Doux Estate is a wonderful choice for locals who want to enjoy a quality vacation without incurring a large financial burden. Located within Saint Lucia’s world heritage site, the Piton Management Area, it has easy access to Soufriere’s spectacular amenities including the Sulfur Springs, waterfalls and beaches. On site attractions include a triple tier swimming pool, exhilarating rain forest trails and a cocoa estate. The two restaurants offer sumptuous Creole food served both buffet style and a la carte.

With such a private hideaway that is close, affordable and authentic, Saint Lucians can now enjoy a luxurious vacation that celebrates the island’s history, nature and traditions. BF For further info: www.fonddouxestate.com BUSINESSFOCUS Oct / Nov 2009

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And Briefly

2010 Save the Dates

St. Lucia bids Farwell to Dr. James Hepple

D

r. James Hepple, consultant to the Board for the last two years, has completed his assignment with the tourism organization at the end of October 2009. Chairman of the Saint Lucia Tourist Board (SLTB), Mr. Laurie Barnard expressed thanks to Dr. Hepple for his important contribution to the tourism agency over the past two years which has included the rebranding of the destination, the launch of www.stlucianow.com, the new website for tactical programs, the creative marketing campaigns that are currently being rolled out in the marketplace and the delicate negotiation of new airline agreements to provide the continued airlift needed during a very difficult period for the travel and tourism industry.

“Jim has played a lead role in implementing new, important and effective programs to boost the marketing and positioning of Saint Lucia, and everyone at the Tourist Board wishes him good success in his future endeavours,” Mr. Barnard said.

Dr. Hepple has expressed his appreciation for the opportunity of working and contributing to the work of the SLTB and wished the island and the Board success in the future. BF

S

aint Lucia Jazz will mark its 19th year of providing fans with unsurpassed musical quality in May 2010. Considered one of the Caribbean’s premier festivals, Saint Lucia Jazz attracts visitors from around the world who have enjoyed musical acts such as Wynton Marsalis and John Legend in a variety of unique locations around the island like Fond d’Or and Soufriere.

In 2010, the ten-day celebration will take place from May 1st to 9th beginning with fringe events and climaxing with a powerhouse four-day line-up performing May 6th to 9th on the main stage.

Visitors to the island at that time will be in for a two-for-one treat as Saint Lucia will be one of the host nations for the International Cricket Council’s World Twenty20 Tournament (ICC WT20). The two Group Stage matches will take place before the main stage shows of Saint Lucia Jazz with the Super 8s. The Semi Final matches take place in the week following Jazz.

As is customary, the exciting and diverse line-up will be announced by year-end to allow patrons adequate time to book flights and accommodations. Director of the Saint Lucia Tourist Board, Louis Lewis, remarks that, “the SLTB is working assiduously to ensure that patrons are treated to yet another exciting line-up next year.” BF Dainea Augier Corporate Communications Manager SLTB For further info: www.stluciajazz.org

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Keats Compton with Ange Mancini, the Prefect of Martinque

EUROPE ACROSS THE WATER

I

s Europe only 20 miles away from St. Lucia? According to Keats Compton, it is indeed. Compton is St. Lucia’s recently appointed Consul General to the French Departments of the Americas (DFA), based in Martinique. The jurisdiction covers Martinique, Guadeloupe and its dependencies, and French Guyana, and was established in 2002. It should be noted that the DFA Consulate is part of St. Lucia’s mission to France, the Head of Mission being St. Lucia’s High Commissioner to the UK, His Excellency Mr. Eldridge Stevens.

According to Compton, history and

geography give St. Lucia unmatched opportunities to establish it’s pre-eminence as a gateway for bi-directional exchanges between CARICOM and the EU – France itself is the largest single contributor (27%) of multilateral aid financing in the EU. Our position has been enhanced with the signing of the Economic Partnership Agreement (EPA) signed between the EU and CARIFORUM. Anecdotal evidence suggests that the St. Lucian Diaspora is the largest in Martinique, which of itself affords us additional opportunities. The Diaspora is probably best established in French Guyana, where it has become fully

integrated into all aspects of Society.

Martinique is already the third biggest contributor of stay-over arrivals (6%) to St. Lucia. Less well known is that WINERA exported nearly EC$1 million worth of cartons to Martinique in 2008; that the Public Sector in Martinique continues to invest in the training programmes, or that some international telecoms traffic is carried on a Guadeloupe owned submarine cable.

Compton would like to see the business community focus on its backyard, as there is growing evidence that the French territories are keen to do the same. BF

For further info: consulateofsaintlucia@wandoo.fr BUSINESSFOCUS Oct / Nov 2009

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Something New is

P O L Y N E S I A N

G R I L L

Bizz Buzz

Cooking At

I

f ever you pass the building that formerly housed Capone’s in Rodney Bay, don’t be surprised to have Hawaii staring you in the face! Say aloha to Kahikili’s.

Business Focus had a quick chat with owner, Syvilla Reynolds, at the official launch of the new restaurant, Syvilla thinks will have patrons going Pacific.

“I’m originally from Seattle, Washington and Kahikili is my Hawaiian name that was given to me by my hula kumu (a hula instructor) and the name Kahikili means “a thunderstorm. When my husband and I came down to St. Lucia two years ago, we just decided that this was absolute Paradise and that somehow, some way, some day, we were going to come back,” Syvilla told BF. She said that from the onset, her dream BUSINESSFOCUS Aug/Sept Oct / Nov 2009 2009 BUSINESSFOCUS

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was to share her Hawaiian with St. Lucians but starting the new business, she confessed, was no easy feat.

“For the past two years, there’s been a lot of planning. Despite that, we recognized that every business has its challenges and we faced our fair share of those.

But I think that whenever you have a really strong team and you have really good support from the people around you, then it makes it a lot easier,” Syvilla explained.

According to her, a wide range of palatable services awaits patrons of Kahikili’s, besides the open-air ambience.

“This is a place where people know you can get five-star service at a three-star price and you always feel like ohana, [family]. When you eat here, you become part of the Kahikili’s ohana.”

“On Friday and Saturday nights, we will be featuring the ali’i buffet (pronounced “allee-ee,” meaning “royalty”) where people can come and be part of an allyou-can-eat buffet with free drink refills for EC$100.

“We offer loyalty discount cards and children under six years can eat for free if accompanied by two paying adults. We also have bar specials during the week and we’re just trying to add a little more flavor to the St. Lucian landscape,” Syvilla adds.

So for those who possess a palate for all things Polynesian and Japanese, Kahikili’s promises the absolute splendid atmosphere and food to go along with it. BF Stan Bishop

ROTARY CALABASHERS GROUP

5 Years Years Old Old

A

ugust 2009, marked the 5th Anniversary of “The Rotary Calabashers” (formerly the Rotary Calabash Chorale), having had their very first rehearsal in August 2004.

At the invitation of their Founder and Chair, Rotary Past President Malcolm Charles, they pulled together a Group of Rotarian business persons, to perform a musical composition by him, titled “SERVICE ABOVE SELF – 100 YEARS”, as Rotary Saint Lucia’s tribute, to the then upcoming Centennial of Rotary International in 2005.

The Group performed the song on stage, at the Rotary Club of St. Lucia’s Charter Anniversary, held at the Sandals Grande Resort in October 2004, under the baton of its very first Musical Director, Rudolph (Toto) Charles.

The performance was video recorded and submitted to Rotary International Headquarters, through their affiliation with “The International Fellowship of Rotarian Musicians (IFRM)”, in the US. To the Groups amazement, an invitation was received from Rotary Headquarters,

for them to visit Chicago, to perform their “signature tune” on stage at the 2005 International Convention, and were even more astonished, when they found that they had been allocated “45 minutes on stage”.

“We were literally terrified” said Vice Chair, Leathon Khan at a Rotary function held on August 29th 2009, as “we then only had ONE song to our name” and so “a decision was taken, to try and build our repertoire, to be able to fill the allocated time slot at the Chicago convention.”

“Rehearsals began, first under the Direction of Music Specialist Ms. Petronilla Deterville, but as we were often required to drive all the way to the Anse-la-Raye Community Center in order to rehearse, Malcolm invited Musical icon Ms. Barbara Cadet, to lead the Group, in preparation for the “Chicago Tour”.

The rest as we say is history….

The Chicago performance received “standing ovations” and upon return to St. Lucia, the Group began performing for various Charitable Causes at local Hotels, on Cruise Lines, at a Rotary District Con-

ference in Trinidad, and in 2006, staged its first “Rotary Benefit Concert”, followed by another in 2007, all of which were to raise funds for humanitarian causes in St. Lucia.

Following a hiatus in 2008, the Group resumed rehearsals in 2009 under the baton of its new Musical Director, Mr. Gregory Piper, a professional musician in his own right, having led several music groups over the years, including the Royal St. Lucia Police Band…

Today, the Rotary Calabashers Group, made up of a cross section of Business and Professional persons including, Sopranos and Altos; Carole Jn Marie, Loraine Moffat, Liz Glace and Ingrid Moffat, Tenors and Basses; Joe Simmons, Anthony Bergasse, Leathon Khan, Mallet Edwards, Chester Hinkson and Malcolm Charles, who continue to volunteer their time, in keeping with the IFRM motto, of “Service Above Self – Through Music”. BF Dr. Azmina Long Rotary Public Relations Officer Rotary Club of St. Lucia

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Flu Prevention: Common Cold, Flu & Swine Flu

As we press on well into the second half of the year, where we look forward to many events on the local calendar including Thanksgiving, Jounen Kweyol, the opening of the Tourist Season, National Day ARC - Atlantic Rally For Cruisers and of course the fun and merriment of the Holiday Season which unfortunately can be marred by the dreaded “flu”. This year , as we also contend with Swine flu or the H1N1 Virus , it is important to understand the differences between the common cold and the flu.

Cold symptoms are usually mild and develop 2-5 days after you are exposed to somebody else that is sick. Cold symptoms may include: • a fever • runny or stuffy nose • sneezing, • sore throat • cough • headache • muscle aches.

The runny nose typically begins with a clear runny nose, but after 2-3 days, it may become thick and green or yellow.

Symptoms may worsen over the first 3-5 days, and then slowly go away over 10-14 days.

Health & Wellness

Flu symptoms include the sudden onset of: • high fever • muscle aches and pains • weakness and tiredness • headache • dry cough • sore throat • stuffy or runny nose • nausea, vomiting and diarrhoea (least common flu symptoms) It is important to note that many other viral illness can cause cold or ‘flu-like symptoms,’ although flu symptoms are usually more intense than regular cold symptoms.

However, sometimes the only way that you can tell the difference between a cold and the flu is by doing a flu test.

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Since the common cold is caused by a virus, antibiotics will not work against it. These respiratory infections usually go away on their own and taking antibiotics will not help you get better faster and will likely not prevent secondary bacterial infections, such as an ear infection or sinus infection. However, there are many antiviral medications that can be used to treat the flu and may help you to get better a few days faster. In general, they are only effective if started within 1-2 days of the onset of symptoms. Although there is no cure for these viral infections, there are a number of things you can do to help alleviate some of your symptoms.

• These include: • Extra fluids • Use of a cool mist humidifier • Rest Younger children who may be unable to blow their nose, may benefit from using saline nasal drops and a bulb syringe to help keep their nasal passages clear. Over the counter medications that may help, depending on your symptoms, include a pain and fever reducer, such as acetaminophen or ibuprofen, and a cold medicine with a decongestant and/or cough suppressant.

Swine flu , otherwise known as H1NI , presents with the following symptoms , which are similar to those of the regular seasonal flu : The typical symptoms are: • a sudden fever (a high body temperature of 38°C/100.4°F or above) • a sudden cough.

Other symptoms may include: • headache • tiredness • chills • aching muscles • limb or joint pain

• diarrhea or stomach upset • sore throat • runny nose • sneezing • loss of appetite.

Swine flu is treated with antiviral drugs such as Tamiflu and Relenza. Antiviral drugs work by preventing the flu virus from reproducing. To be effective , you need to take them within 48 hours of the symptoms beginning. This can reduce the risk of complications and possibly shorten the illness by a day.

Prevention of cold and flu is critical to avoid the spread of these viruses.

CDC Guidelines for Prevention and Spread of Flu include: • Cover your nose and mouth with a tissue when you cough or sneeze. Throw the tissue in the trash after you use it.

• Wash your hands often with soap and water, especially after you cough or sneeze. Alcohol-based hand cleaners are also effective.

• Avoid touching your eyes, nose or mouth. Germs spread this way.

• Try to avoid close contact with sick people.

• If you are sick with flu-like illness, CDC recommends that you stay home for at least 24 hours after your fever is gone except to get medical care or for other necessities. (Your fever should be gone without the use of a fever-reducing medicine.)

• Keep away from others as much as possible to keep from making others sick.

Other important actions that you can take are: Follow public health advice regarding school closures, avoiding crowds and other social distancing measures.

Be prepared in case you get sick and need to stay home for a week or so; a supply of over-the-counter medicines, alcoholbased hand rubs, tissues and other related items might could be useful and help avoid the need to make trips out in public while you are sick and infectious.

As with all illnesses, prevention is usually better than the cure.

Following the guidelines listed above as well as general health maintenance strategies; you can have a healthy, safe Holiday Season. BF For further info: `Dr. Tanya Destang-Beaubrun Director Integral Health Care Medical Centre Ref: CDC.gov

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events 2009

REGIONAL TRADE SHOWS AND CONFERENCES

IF YOU HAVE MISSED THIS YEAR’S EVENTS, ENSURE TO PENCIL PLANS FOR ATTENDING NEXT YEAR. LOOK OUT FOR NEW DATES. FLORIDA CARIBBEAN CRUISE ASSOCIATION CONFERENCE ( FCCA )

Bizz Briefs

26 – 30 October 2009, The Sixteenth Annual FCCA Cruise Conference & Trade Show, Almond Smugglers Cove Resort, Cap Estate, Gros Islet, St Lucia.

For many cruise executives and destinations, suppliers and tour operators, this is the premier industry event of the year, an opportunity to meet in a roundtable format with key players to analyze industry trends and discuss current issues. The FCCA Conference brings together over 100 cruise executives and 1,000 industry partners.

Florida-Caribbean Cruise Association 11200 Pines Blvd. Suite 201 Pembroke Pines, FL 33026 Phone: (954) 441-8881 Fax: (954)441-3171 info@f-cca.com Website: www.f-cca.com

SLHTA October 2009 • MISS SLHTA PAGEANT November 2009 • SLHTA ANNUAL TOURISM PROPERTY OWNER’S MEETING • SLHTA AGM • SLHTA PRESIDENT’S BALL • SLHTA ANNUAL CELEBRITY GOLF CLASSIC Tel: 758 452 5978 Fax: 758 4527967 Website: www.slhta.org

62ND GULF AND CARIBBEAN FISHERIES INSTITUTE

2-6 November, 2009 Nueva Toledo Suites & Hotel, Cumana, Venezuela.

The 62nd GCFI will be comprised on oral sessions and poster sessions. Special sessions include “Are Tropical Bottom Trawl Fisheries Sustainable?” and “Success Stories in Marine Resource Management and Conservation in the Wider Caribbean”. Special events include “The Gladding Memorial Awards Fishers’ Summit”.

For further info: www.gcfi.org

CARIBBEAN ASSOCIATION OF INDIGENOUS BANKS ( CAIB )

10 – 14 November 2009 AGM & Conference Sandals Grande Antigua Resort, St John’s, Antigua.

Tel: 758 452 2877 Fax: 758 452 2878 Email: CAIB@candw.lc Website: www.caibinc.info

CCFP 2009 4th Pan Caribbean Conference

20 – 22 November, 2009 Savannah Hotel, Bridgetown, Barbados.

The Caribbean College of Family is hosting the 4th Pan Caribbean Conference and Exhibition under the theme “New Directions in Primary Care “in collaboration with the Medical Association of Barbados and the World Organization of National Colleges & Academics of Family Physicians (WONCA). The invitation extends to all Medical Doctors, Consultants, Nurses and Caregivers.

For further info: www.caribgp.org

ST. LUCIA CHAMBER OF COMMERCE, INDUSTRY AND AGRICULTURE

25th November 2009 AGM Tel: 758 452 3165 Fax: 758 453 6907 info@stluciachamber.org Website: www.stluciachamber.org BUSINESSFOCUS Oct / Nov 2009

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Major Moves Major Moves

The Caribbean Tourism Organization (CTO) has announced the appointment of a new Secretary General. He is Barbadian Hugh Riley who has been the organization’s Interim Secretary General for the past several months.

In making the announcement the CTO’s Chairman, Hon. John Maginley, who is Minister of Tourism for Antigua & Barbuda, described Mr. Riley as an experienced Caribbean tourism professional with a clear vision of how to move the tourism sector forward. As the organization’s chief executive officer he will oversee the CTO’s offices in Barbados, North America, the UK and Europe, succeeding the late Arley Sobers and the Hon. Vincent Vanderpool-Wallace. He will also lead the organization’s initiatives to strengthen relations with our strategic partners, including the Caribbean Hotel and Tourism Association (CHTA) and the Florida Caribbean Cruise Association (FCCA).

CTO, as the region’s tourism development agency, provides research, human resources, marketing, communications and technology services internationally to its public and private sector members.

CTO has been in the forefront of recent efforts to interface with the governments of the US and UK on a range of issues affecting Caribbean tourism.

LIME, the Caribbean’s only full-service telecoms provider, has appointed David Crawford as Chief Operating Officer.

David Crawford, a British national, will be responsible for providing the necessary operating infrastructure across all of LIME’s markets and improving customer service to an unparalleled level in the region. David has an established track record in process and service re-engineering having been part of the senior management teams that transformed UK telecoms operator Energis and then Cable & Wireless Worldwide (the UK-based arm of Cable & Wireless Group).

Gerard Borely, a Trinidad national, joins LIME as Chief Financial Officer and will be responsible for strategy, planning and the effective integration of the financial systems of all LIME markets.

Gerard brings over 20 years of corporate finance, strategy and management experience to LIME, having most recently served as Managing Director - Corporate Banking and previously, regional Chief Financial Officer at First Caribbean. Gerard will be based in Barbados.

Ian Blanchard has been appointed as Executive Vice President – Windward Islands for LIME and will have overall responsibility for operations in Grenada, St Vincent, St Lucia and Dominica.

Ian has 24 years of corporate experience both in the Caribbean and globally and previously held the positions of Chief Executive for LIME’s businesses in Dominica and Grenada. In Grenada he led the business through the rebuilding of the telecommunications network after the devastation of Hurricane Ivan.

LIME, the Caribbean’s only full-service telecoms provider, has appointed Milton Brady as Chief Commercial Officer. Milton Brady, a Jamaican national, will be responsible for strengthening the businesses competitive position and driving future growth across all the islands in which LIME operates. Milton has strong experience turning around businesses within the region, as well as in Europe and the US. Milton brings 37 years of commercial experience to LIME, having been Managing Director, Corporate Investment Banking at First Caribbean International Bank.

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Major Moves

Bizz Briefs

Major Moves

Paula A. Calderon, Managing Director of Caribbean Awnings Production Co Ltd has been elected President of the St. Lucia Manufacturers Association (SMA) at their recently held annual general meeting. She has been an active and long-standing member of the Association and has recently served in the position of Vice President. In addition to Mrs. Calderon’s appointment, other members of the Executive elected to their respective positions are as follows: 1st Vice President: Urban Wilson, 2nd Vice President: Allison Plummer, Secretary: Chris DeFreitas, Assistant Secretary: Renee DeMyers. Treasurer: Shelly Black and PRO: Peter Andrew Rose.

Kennedy Phillip Samuel, more popularly known as “BOOTS”, comes to his new position as Executive Director of the National Cultural Foundation, with impressive qualifications, vast experience, and lots of passion in the fields of Education and Cultural Development. He is the holder of BUSINESSFOCUS Oct / Nov 2009

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a Bachelor’s Degree from the University of the West Indies’ Mona Campus in Jamaica, and a Post-Graduate Diploma in Education from the Cave-Hill campus in Barbados.

Boots also holds two Masters Degrees : one in Education from the University of Southampton in England, and the other in Arts Administration from Columbia University in New York. In addition he holds a Post-Graduate Diploma in the Management of Cultural Projects from the University of Turin in Italy.

His educational background includes numerous short training programmes related to the above fields and others such as Video Production, Theatre, Natural Resource Management, Sound Archiving, and Literary Arts. He spent over 20 years at the Folk Research Centre where he worked in the roles of Education Programme Officer, Director of Programmes, and Executive Director.

Ms. Flavia Cherry has been appionted new President of the St. Lucia Industrial and Small Business Association (SLISBA). She is a business and civil society professional who has served in various capacities within SLISBA. Ms. Cherry is an accomplished businessperson, having owned and operated her own school and other businesses over the past 18 years. She is a feministactivist who is very involved in several organizations both regionally and internationally. Ms. Cherry is currently

the Interim Chairperson and also National Representative of the Caribbean Association for Feminist Research and Action (CAFRA) in St. Lucia. She is also a member of the Advisory Board of the Global Fund for Women.

The Folk Research Centre (FRC) is pleased to announce the appointment of Dr. Kentry Jn Pierre as its Executive Director. Dr. J Pierre took up the post, when the thirty-six year old cultural institution is preparing for a period of introspection and strategic planning.. He has a keen interest in Cultural Research, Creole Lore and methodologies and, the Creative Art. Dr. Jn Pierre succeeds Mr. Kennedy ‘Boots’ Samuel who was recently appointed Executive Director of the Cultural Development Foundation. A longstanding educator by profession, Dr. Jn Pierre has been a member of the Folk Research Centre for several years and has served as a member of the organization’s Board of Directors. Dr. Jn Pierre, who is a parttime Academic Tutor with the University of Sheffield’s Caribbean Programmes, completed a term of employment with the national AIDS Programme Secretariat (NAPS).

Major Moves Major Moves

Major Moves

Mr. Dominic Alexander is the newly appointed General Manager of the Soufriere Regional Development Foundation (SRDF). He holds a Bachelors Degree form the University of the West Indies (Cavehill, Barbados) and has extensive background and training in management and operations. Prior to his appointment as the General Manager, Mr. Alexander served five years as the Sulphur Springs Park Manager and four years as the Deputy Chief Executive Officer of the SRDF. As General Manager he is responsible for executing the strategic objectives of the SRDF’s board.

Ms. Glenda Allain is the new Tourism Development Officer of the Soufriere Regional Development Foundation (SRDF).

She is a former employee of the Soufriere Marine Management Association and the Jalousie Plantation Resort. She holds a degree in Tourism Management from the University of the West Indies (Nassau, Bahamas). In her capacity, Ms. Allain is responsible for tourism and product development matters and will be working with stakeholders to enhance Soufriere’s tourism product.

Mr. Franklin Solomon is the new Accountant/ Operations Manager of the Soufriere Regional Development Foundation (SRDF). He holds a Bachelors Degree in Management and Accounting from the University of the West Indies (Mona, Jamaica). He also pursued studies at the School of Accountancy (Chaguanas, Trinidad) and South Florida Community College (Avon Park, Florida, USA). Mr. Solomon brings a wealth of experience to the new operations of the Soufriere Foundation having procured work experience both in St. Lucia and abroad.

Mr. Solomon is responsible for the Accounts Department and the overseeing of the SRDF’s Operations, which include the Sulphur Springs Park and the Soufriere Jetty.

The St. Lucia Employers’ Federation is pleased to announce the appointment of Mr. Joseph Hildreth Alexander to the position of Executive Director. Mr. Alexander holds a First Class Honours Degree in Mathematics and Chemistry from the University of the West Indies, and an MBA from the City University Business School in London England. He is also a Certified Director with the Chartered Secretaries Canada, and is a Director of the ECFH Group of

Companies which includes the Bank of Saint Lucia Ltd. The Federation was established in 1961 and is a “Registered Private Sector Employers’ Union,” whose primary objective is to lobby on behalf of, and promote and protect the interests of employers through the provision of advice and guidance on labour relations practices, while ensuring a peaceful industrial climate. Mr. Alexander is well placed to lead the Federation in light of his management experience which encompasses years of Human Resource Development and Industrial Relations practice in both the public and private sector.

Petra D. Desir has been appointed Head of the Sales Division, of The Travelers Discount Club.

He brings to the position, a long history in sales and Sales Management. Mr. Desir has worked at both middle and senior management levels, within the insurance industry in St. Lucia. His Educational / Professional achievements include the ACS and AIAA designations, a testimony to his drive and passion for self development. As a result he has been very instrumental in the compilation of the list of corporate members (200 plus discount providers) a task which required meeting with business owners and managers in an effort to solicit their participation in the club. Mr. Desir is an accomplished trainer in the field of sales and takes great pride in the development of his recruits. He currently plays a pivotal role in the marketing and promotion of the Travelers Discount Club.

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New Company New Company Registrations Companies

Lucian Style Development Corp

Sankofa Body Shop Inc

Directors

Activities

Eliot Bailey Michael Brigham

Various Local and Tourism related Activities.

Gilbertha Francois

Retail of organic and natural beauty products

Bizz Briefs

Golden Eggs Farms Ltd Roger St. Clair Poultry Farming

Smolders Ltd Waren Montgomery

Restaurant Heron Inc. Peron Schouten Property Holdings

Chef Su Chinese Food Ltd Juheng Su Wenjing Feng Restaurant

Horizons Media Group Ltd Matthew Stephen Render Electronic Media ,Web Design , Online Marketing Gussy ‘s Enterprises Limited

Mathias Gustave , Maureen Gustave, Cedie Gustave , Stephanie Gustave, Gilbertha Charles

Distributorship

Supreme Lifts Ltd Clayton Nicholas, Kerlene Nicholas Sales (Reselling ,Distributing and Commission Agents

St.Clair’s Telecoms and Construction Stanisclaus Davidson St.Cair

To undertake cleaning, construction road works .

Services Ltd. To enage in providing telecommunication services (Catv) faults and installation ,telephone installation and general maintenance. To engage in the provision of electrical, air condition

works and pest control.

Social Development Solutions Inc (“DEVSOL) Ezra JN. Baptiste

The sales of Social Development diagnostic and developmental consultancy services (products)

KPL logistic &Brokerage Services Inc. Keem Pierre Louis Sherman Monrose To engage in the service of clearing goods and shipping.

Deep South Construction Company Limited

Israel Joseph, Tryon Dubois, Boniface Charles

Petoc Inc.

Carlyle Octave, John Peters

The Three Beachbums Ltd

Dr. James Johnston

Construction

Property Investment Ltd Property Investment

Diagnostic Sleep Centre Inc Dr. Martin Didier , Dr. Martin Plummer

Dr. Leonard Surage, Dr. Jacqueline Bird - Compton

Investigation Sleep Disorders & Other Related Matters

Kinnoull Property Investment Ltd Leonard Edward Salter Jane Mary Salter

Kasra Ltd

Maryam Edalat

Real Estate Development

Property Holding Company

Bay Star Ltd

Dharmendra Manharial Shah, Parul Dharmendra Wholesaling and retailing of clothing , footwear, Shah sports,wear, beach wear and accessories and all related services. All Opical and eye care services and wholesales and retailing of eye glasses including sunglasses and all optical, eye care and related supplies Wholesaling and retailing of natural health care products nutritional supplies BUSINESSFOCUS Oct / Nov 2009

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New Company New Company Registrations

Companies

Directors

Activities

Huram Development Works Ltd. Ackley Bodley

for holistic health and all related services Wholesaling and retailing of natural health care products nutritional supplies for holistic health and all related services Wholesaling and retailing of Pharmaceutical supplies and related services Real estate General Merchandizing.

Redman Management Services

Affinity Management Services

RMC Inc

To provide property and services

Lansimedical Inc

Rosemarie Jenkins, Christopher Stephen Jenkins

Cyrilia Palton

Evergreen Tours and Travel Limited

Rhunney Owen Auguier

Design and Development of Residentcial Commercial Projects

To offer business management services To project management services

Kervin Jerson Lansiquot

Evergreen tours limited Retail of medical supplies and equipments

Optipharm Inc.

Benet Chorene Henry

Gentle Care Dental Clinic &Spa , Inc .

Dr. Sherry Ephraim

Lincoln’s Inn Caribbean Alumni Association Corporation Trudy O. Glasgow, Peter I Foster, Christine

Phulchere, Henry Joseph, Thaddeus Antoine

To provide link with Lincoln’s Inn in The United Kingdom.

Jaz 4 Limited

Martin Johnson, Joyce Johnson

To provide property services Owner Occupation

Jaz 2 Limited

Bernard Johnson, Joyce Johnson

Import ,export and retail of medical supplies and equipments

Dentistry Spa services

To provide property services Owner Occupation

Jaz 1

Bernard Johnson, Joyce Johnson

To provide property services Owner Occupation

DocuMart Solutions Ltd. Earl Cenac, Perl Cenac, Veronica Cenac

Best Support Services Inc

Joyce Best, Stephen Best

Graphic Design Services Print Production Binding & Finishing Any other related business

Island Discovery Services Inc. Michael Enright, Herb Riviere, Ryan Riviere,

Jeanet Isaac

Libra Investments Inc. Zenna Leopold, Robert barrow

Alexis Felix Architecture + Inc. Alexis Felix

To provide photocopying , printing and book-keeping for small business To provide photocopying , printing and book-keeping for small business Development Finance & consultancy Services Architectural Engineering design, costing, urban design, physical planning, interior design, project management , valuations, Architectural drafting , construction supervision and other related services BUSINESSFOCUS Oct / Nov 2009

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New Company New Company Registrations Companies

Directors

Cellate Caribbean (St.Lucia) Limited

Padraig O’Halloran

CMS (St.Lucia ) Limited

Padraig O’Halloran

Padraig O’Halloran

Bizz Briefs

Ice Group (St.Lucia)

Activities

Construction Services Management Services

Engineering Equipment Sales

DCG Development Limited.

Pif Corpoate Services Inc. Contractor for residential construction at DCG

properties Limited’s project at Le Paradis Praslin.

Best Block Limited

Charleen Lazarus

Production, sales, marketing and distribution of

concrete blocks and construction materials &

supplies

Harrods Lumber Limited Onika Shepard, Elliot Murray, Mutema Import Lumber Malcolm, Prince warrick Dury Land Management (St.Lucia ) Limited

Maureen John Ian Dury

Buying and selling real estate

Relocation Services ( St.Lucia ) Limited

Cambridge Insurance & Surety

Kenneth Isaac Charles, Barbara Diane Charles

Relocation of Homes

Antonia Assenza, Rundolph Molero, Fernando Cardenes

The Business of Insurance

Electric Bakeries Limited

Juliiana Fulgence, Vincent Fulgence

Bakers , Event Caterers

Harrods Homes Limited Onika Shepard, Elliot Murray, Jean Alfred, Carol Real Estate Jean Gedeon Southern Association of Hired Buses Inc. O’Brian Fredrick, Stephen Dorelien, Melvin Isidore, Placid Jn Baptiste

Hired Services

AB Company Limited Anna Belle Group Ltd Anne Dicjen Son, Babette Zimmermann

All business associated with real estate agency Property Management Provision of goods and services in the tourism sector Generally to do any other business which is not restricted by the law

Epicurean Inc.

Roland Czekelius, David Roberts, Martin Travis Provision of goods and services in the tourism

sector Generally to do any other business which is

not restricted by the law The Vigie Initiative Ltd

Mark J.W Carny

Property Investment Company

Bamboo Sticks Limited

Severus L. Charles

Property Holding

CFL Group Holdings Ltd CFL Holding Ltd. Andre Chastanet, Gordon Charles, Oswald Consolidated Holdings Ltd Augustin, Ferrel Charles, Michael Chastanet

Joanne Cooper, Randall Banfield, Frere Delmas Marcellinus Hippolyte

Finance Holding Company

Concord Healthcare Limited

Ryan Singh, Michelle Singh

To carry the business of Pharmaceuticals Business

Chateau Mygo Ltd. Chateau Mygo Inc

Marcelle rambally

Restaurant & related Tourism Products

U-Cab Ltd .We can Ltd Wesley Joseph Duncan, Virginia Christine Duncan

BUSINESSFOCUS Oct / Nov 2009

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Property Holding Company

we oer the following services: * Website Development

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Search Engine Optimization (SEO) Database Solutions Internet Marketing E-Business Solutions I T Solutions Training Graphic Design Address: P.O. Box 1731, Castries, St. Lucia Tel: 758 452 6546 / 758 285 6597 and 712 8752 Fax: 758 452 5306 email: contact@advancedintellectualmethods.com / aim@candw.lc website: www.aimstlucia.com