Hotel 2011 02 February

Hotel For the independent hotelier who means business www.hotelmagazine.co.uk || £4.95 || February 2011

Farlam Hall

This month’s featured hotel

Better by design Hotel refurbishment

Appearances matter

Going green

Investing in good quality workwear could provide tangible benefits for your business

Green is the colour for many hotels as they embrace sustainable environmental policies

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This month

Editor’s letter

FEBRUARY 2011 • CONTENTS Trade talk

4

The latest news from the industry

New appointments

10

Recent career moves in the hospitality sector

Marketplace

12

A selection of exciting new products and services for hotels, restaurants and bars

Comment

15

In the first of a regular monthly column, Philippe Rossiter, chief executive of the Institute of Hospitality, shares his views on the current state of the hotel sector and the challenges that lie ahead

Dress to impress

16

Andrea Ashfield looks at the importance of first impressions and how staff work wear can speak volumes about the standards and levels of professionalism in a business

Checking in

20

Chief executive of the Institute of Hospitality, Philippe Rossiter reveals more about his role and the work of his organisation, which promotes the highest standards of management and education in the international hospitality, leisure and tourism industries

Green spirited

24

Coworth Park is just one of the many hotels embracing sustainable environmental policies. Mike Kiely looks at how going green is a win-win situation for all hoteliers

Marketing matters

29

Managing and maintaining a web presence can be difficult for many hoteliers. Michael Cockman shows that outsourcing online marketing activities can free up valuable time

Better by design

30

Malcolm King of IDP Interior Design shares his experiences of hotel refurbishment and proves that no matter how small the changes, breathing new life into dated décor will ultimately boost sales and maintain customer loyalty

Check out

34

This month focuses on the boom in the soft drinks market and the companies that are benefiting from a greater interest in old fashioned ginger beers and sparkling fruit juices

Business matters

39

Simon Stevens, Director at Christie + Co, offers advice to those thinking of purchasing a hotel, from researching the local area to looking at the surrounding competition

Events

45

Upcoming shows, forums and meetings in the hospitality sector

Front of house This month showcases Farlam Hall Hotel, an elegant Victorian manor house close to Hadrian’s Wall and owned by the Quinion family

www.hotelmagazine.co.uk

48

W

elcome to the launch issue of Hotel, which we hope will grow to become a useful source of information for those of you working in the hotel sector. Starting a new venture is always a daunting prospect, and in the months of planning leading up to the launch, I have been struck by how friendly those working in the hospitality industry are.

From the suppliers of products and services to hotel managers and heads of key organisations, just about everyone I’ve contacted has been only too willing to help with features and get the first issue off the ground. When I interviewed Penny Moore, chief executive of the charity Hospitality Action, recently she told me what a sociable industry this is, and I think working on this new title will be a real pleasure.

Penny’s interview will feature in the next edition, but in this month’s issue chief executive of the Institute of Hospitality, Philippe Rossiter explains more about the organisation that has become key to the professional development of those working in the hospitality sector. He will also share his views and experiences of the industry over the coming months, in a series of regular comment columns.

The launch issue also focuses on the environmental policies many hotels are introducing as more and more guests opt for properties that can clearly demonstrate their ‘green’ credentials (page 24). Mike Kiely looks at the measures introduced by Coworth Park and other hotels accelerating the drive towards sustainability.

On page 16, Andrea Ashfield explores the importance of presentation and how the right choice of work wear can be crucial to the business. She discovers that investing in good quality uniforms is vital when trying to promote your business.

Malcolm King of IDP Interior Design, has been involved in one of the most extensive restoration projects on the island of Jersey, transforming the Royal Yacht Hotel into a ‘world class’ establishment. On page 30, he shares his experiences of hotel refurbishment and the benefits it can bring to hoteliers.

We will also include a regular monthly feature that showcases hotels across the UK, and for this issue the Quinion family reveal more about Farlam Hall, which has been transformed after years of neglect. If any owners of hotels would like their property included in the magazine, please get in touch.

Finally, I would just like to say that it is our sole aim to publish a magazine that is of direct relevance to you, and if there are any features or topics you would like us to cover then please email me at sam@hotelmagazine.co.uk.

I hope you enjoy this first issue.

Sam Guiry sam@hotelmagazine.co.uk

3

Trade talk

Hotel Managing Editor

Louise Hoffman

louise@hotelmagazine.co.uk Editor

Sam Guiry

sam@hotelmagazine.co.uk Editorial Assistants

Jon Chapple

jon@hotelmagazine.co.uk

Susannah Nichol

susannah@hotelmagazine.co.uk Production Editor

Matthew Bower

copy@hotelmagazine.co.uk Group Advertisement Manager

Kelly Smith

kelly@hotelmagazine.co.uk Deputy Advertisement Manager

Chris Keightley

chris@hotelmagazine.co.uk Senior Sales Executive

Katharine Opyrchal

Prime Minister praises tourism fund The British tourism industry has responded positively to last summer’s government challenge.

The idea was to create a marketing fund of more than £100 million to boost tourism around the forthcoming Royal Wedding, the Queen’s Diamond Jubilee and the London Olympic and Paralympic Games.

The four-year marketing campaign, full details of which are to be unveiled in the spring, aims to attract an extra million overseas visitors a year to the UK, £2 billion more in visitor spending and 50,000 new jobs across the country.

Companies including British Airways, lastminute.com, DFDS, P&O and Radisson Edwardian have pledged cash and payment in kind to help match the £50 million of public money already committed by national tourism agency VisitBritain.

At a reception in Downing Street to thank those already involved, Prime Minister David Cameron said: “Last year we challenged British businesses to help us put together the best tourism marketing campaign ever for Britain. The response has been magnificent, with pledges of cash and kind from companies that mean we are well on the way to our target.”

katharine@hotelmagazine.co.uk Accounts

BEIC asks caterers to look out for the lion

maureen@hotelmagazine.co.uk

Following dioxin contamination of animal feed in Germany, the British Egg Industry Council has urged food manufacturers, caterers and retailers to ensure the highest standards of food safety by choosing British Lion eggs.

The Code of Practice for British Lion eggs has wide-reaching controls throughout the production chain and stipulates that feed is produced to the Universal Feed Assurance Scheme standard, which ensures that all raw materials are sourced from approved suppliers and are regularly checked, minimising the risk of contamination.

Andrew Parker, chairman of the British Egg Industry Council, said: “We would urge retailers and manufacturers to specify the British Lion standard to ensure they are receiving eggs and egg products produced to the highest food safety standards.”

Maureen Scrivener

Customer Services

01206 767 797

customers@hotelmagazine.co.uk Contributing writers

Andrea Ashfield, Michael Cockman, Mike Kiely, Philippe Rossiter, Simon Stevens Cover image: Farlam Hall Hotel Design

Arthouse Publishing Solutions Ltd contact@arthousepublishing.co.uk

HOTEL is published monthly by: Minimum alcohol price plan to have no impact on supermarkets Mulberry Publications Ltd, Wellington House, Butt Road, Colchester CO3 3DA Tel: 01206 767 797 • Fax: 01206 767 532 www.hotelmagazine.co.uk The editor and publishers do not guarantee the accuracy of statements made by contributors or advertisers, or accept responsibility for any statement that they express in this publication.

The opinion of the contributors may not necessarily be the opinion of the publishers. Articles are considered for publication on the basis that they are the author’s original work. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying or otherwise, without the permission of the publishers.

4

The Government is set to introduce a minimum price on alcohol in England and Wales that will ban pubs, bars and shops from selling drinks for less than the tax paid on them.

However, the move, designed to address the problem of binge-drinking, won’t affect the majority of drinks because they are already priced above the minimum level. Professor Ian Gilmore of the Royal College of Physicians commented: “It’s a step in the right direction but I have to say, it’s an extremely small step. It will have no impact whatsoever on the vast majority of cheap drinks sold in supermarkets.” Trevor Watson, director at Davis Coffer Lyons, also criticised the plan for its weakness.

He added: “Today’s government proposals on minimum pricing of alcohol seem to achieve absolutely nothing. The proposed rates are so low that they will have absolutely no effect on the disparity of pricing between supermarkets and the on trade.”

www.hotelmagazine.co.uk

Trade talk

Eccentric new Zetter hotel planned

Anti-terror training courses

Mark Sainsbury and Michael Benyan, the forces behind Clerkenwell boutique hotel the Zetter, have announced plans for a sister hotel.

Designed by Russell Sage and scheduled to open in March this year, the Zetter Townhouse will be located opposite its fashionable counterpart in St John’s Square. The style of the new property is described as being like “the private residence of the Zetter’s eccentric great aunt, full of art collected from her travels abroad.”

The hotel is to have 11 bedrooms and two suites and a basement games room. Guests will be able enjoy private dining, book the entire townhouse for a party or simply hole up in one of the beautifullyappointed bedrooms. Accomplished mixologist Tony Congliaro, widely acknowledged as one of the UK’s most original drinks creators, will offer guests an array of cocktails from his apothecary-style bar.

The original Zetter opened in 2004, aiming to deliver “quirky and interesting design, not stark and clinical modernism.” It was later voted one of the world’s ‘50 coolest hotels’ by Condé Nast Traveller.

Workshops are to be held across Surrey to protect hotels against the threat of terrorism.

While there are currently no known specific terrorist threats to Surrey, according to Bob Stephens, head of Surrey’s Counter Terrorism Security Office, the county’s close proximity to the capital and the national threat level, which remains at ‘severe’, means an attack could happen at any time.

He commented: “The UK is recognised to be a target for terrorists. The question is not if, but where and when, and the managers of businesses like hotels where many people gather must be prepared.

“This workshop has been specially designed to help hotel managers whose premises are subject to particular risks, and it will help them be prepared.

However remote the subject seems to us in Surrey, it is better to be safe than sorry.”

The workshops are being organised by Surrey Police and the National Counter Terrorism Security Office. Diana Roberts, tourism and marketing development manager at Guildford Tourist Information Centre said “We are extremely fortunate to be able to take advantage of this initiative by Surrey Police.” More information is available from Surrey Police’s website at www.surrey.police.uk

Universities are joining the battle for business The University of Manchester could be a surprise winner in the fight for business in the recession.

As cutbacks bite, the institution is looking to its commercial arm to boost income – and the conferencing and hotel trade appears to show huge potential for growth. Managers at the university’s STARS department (who deliver Sport, Accommodation, Food and Conferencing) are actively targeting organisations looking for cost effective venues to hold their events.

International events and meetings are held all year round at the university’s sites including the Chancellor’s Hotel and Conference Centre (CHCC). Marketing Manager for STARS Layton Quinton said: “Not many people realise the university has its own hotel but it’s an increasingly popular venue.”

Layton added: “The university’s unique selling point is the sheer range of venues we can offer people at a variety of costs to suit all needs. We’re a university situated right in the heart of a lively and exciting city and that means we can compete on a level playing field with bigger venues.”

Hotel and Catering show all set to be a sell out The south coast’s largest hospitality show is already generating a great deal of interest, with the majority of the exhibition space sold for this year’s event.

Due to be held at the Bournemouth International Centre on the 15 and 16 March, the 2011 Hotel and Catering Show features the latest food service and hospitality products all under one roof. Local and national manufacturers and suppliers representing every product category within the hospitality sector from food and furnishings to technology and tableware will showcase their latest products and services to the industry’s influential buyers. Highlights of this year’s event include the Wessex Salon Culinaire, the UK’s largest young chef and waiting competition; and the Show Dinner, where BBC celebrity chef James Martin joins forces with Luke Matthews, executive head chef at Chewton Glen, and Clyde Hollett, executive chef at the Bournemouth Highcliff Marriott.

Show organiser Anna Wallis said: “The latest trends, services and products can all be found at the 2011 Hotel and Catering Show, offering guidance as industry professionals navigate a new business culture in 2011 and beyond.”

www.hotelmagazine.co.uk

5

Trade talk

AND BRIEFLY

Red Carnation’s success at awards ceremony Luxury boutique hotel collection Red Carnation has taken top honours at the 2010 BT

Rose and Crown Hotel in Kent sold Visit London Awards ceremony. The company scooped gold when the 5-star Egerton Experienced hotelier Nick Richards has purchased the Grade II listed Rose and Crown Hotel in Tonbridge for an undisclosed sum. The property, which is believed to date back to the 16th century, had been on the market for an asking price of £1.65 million.

The business has 56 en suite bedrooms, 55-cover restaurant, meeting rooms and private 45-space car park and is licensed for civil weddings. Nick Richards, who sold his hotel two years ago, plans to take advantage of the Rose and Crown’s huge potential and substantially upgrade the accommodation.

British customer service “dreadful” Customer service in the UK is “surly, slapdash and dreadful”, twice-Michelin-starred chef Michel Roux Jr has claimed. He added that Britain, which came a disappointing 14th in the Nation Brand Index’s international customer service rankings, still suffers from the “old Upstairs-Downstairs syndrome”, where service jobs are seen as only for the lower classes. He added: “Even buying a newspaper you can find that you’re not acknowledged. There’s no eye contact, no greeting or anything. Bad service is unforgivable and it’s everywhere in the UK.”

Saatchis produce VisitBritain ad M&C Saatchi is to work on VisitBritain’s new ‘You’re Invited’ global marketing campaign. The advertising giant will provide the full suite of marketing communications services aimed at boosting tourism around the forthcoming royal wedding, the Queen’s Diamond Jubilee and the 2012 London Olympic and Paralympic Games. VisitBritain’s marketing director Laurence Bresh commented: ‘Recruiting M&C Saatchi to work on this account underlines the scale of our ambition to produce the best tourism marketing campaign that has ever been mounted by a host nation around an Olympic Games.’’

Mitie to back British entrepreneurs British facilities management and catering group Mitie has launched the Entrepreneurial Programme, a new £10 million fund. The finances are available to managers in the public sector seeking to start a mutually-owned business in the UK, or those in the private sector wishing to run a business with Mitie’s financial, managerial and administrative support. Mitie chief executive Ruby McGregor-Smith said: “With the launch of this fund we hope to attract dynamic entrepreneurial teams that want to start mutually owned businesses which provide innovative services to their customers and create jobs in the UK.” More information is available at www.mitie.com/entrepreneurs

RBS sells off four Hilton hotels The Royal Bank of Scotland (RBS) has sold four hotels to Marcus Cooper subsidiary MCPG (Hotels) Holdings in an all-equity purchase of nearly £100 million. The Hilton Brighton Metropole, Hilton Manchester Airport, Hilton St Anne’s Manor and Hilton Warwick will continue to be let for a further 11 years to the Hilton group, with an option to extend. Of the 11 Hilton hotels originally acquired by troubled RBS in 2001, only the Hilton Glasgow and Hilton Glasgow Grosvenor now remain.

6

House Hotel, near Harrods, won in the Best Small Hotel category. The awards celebrate the richness and diversity of London, rewarding accommodation providers, restaurants, events and businesses that make London such an outstanding destination.

Red Carnation’s 5-star ‘41’ hotel also took bronze in the small hotel category, and the Milestone took silver in the large hotel category.

Jonathan Raggett, managing director of the Red Carnation Hotel Collection, commented: “This is an outstanding achievement for the Egerton, 41 and the Milestone. Our teams, both in London and around the world at all of our 13 hotels, work tirelessly to deliver a level of service which is a cut above the rest.”

Whitbread raises half a million for WaterAid A sterling effort from the staff and guests of the Whitbread hotels and restaurants has resulted in a massive donation of £500,000 to the charity WaterAid. The money raised since summer 2009 will help over 30,000 children and adults in the developing world access a lasting supply of safe water, improved hygiene and sanitation.

WaterAid works locally and internationally to change policy and practice and is dedicated to providing safe domestic water, sanitation and hygiene education to the world’s poorest people. Simon Ewins, business development director from Whitbread Hotels and Restaurants, went to see the charity’s work first hand when he travelled to Bihar in India.

On visiting several slum settlements he said: “I have now experienced first-hand the huge positive impact that WaterAid makes. It’s very simple, when we provide access to clean and safe water, children and their families suffer less from disease and have a better chance in life.”

To make a donation or learn more about WaterAid, go to www.wateraid.org

Thomson reveals the hotel room of the future Leading UK travel firm Thomson Holidays has revealed what the hotel room of the future will look like.

The Sustainable Holiday Futures report, carried out for the holiday company by the Future Laboratory, shows that wideranging energy saving features will be commonplace in hotels across the world.

Featuring low-energy coved ceiling lights powered by wind turbines and solar panels; shower with eco flow controls; reusable water bottles; high-efficiency windows that minimise glare and heat into the room, reducing the need for air conditioning; and a bathroom where water from the wash basin and shower is used to flush the toilet. The hotel forms part of Thomson’s long-term commitment to sustainability and as Jane Ashton, head of sustainable development at Thomson Holidays, said: “We are optimistic that by making sustainability the new norm over the longer term, we can all continue travelling, while preserving the integrity of resorts and protecting the world’s resources.”

www.hotelmagazine.co.uk

Trade talk

AND BRIEFLY

Expansion for Mere Golf and Country Club

Knutsford-based Mere Golf & Country Club has announced its transformation into the Mere, Cheshire’s first 5-star golf resort and spa, in partnership with strategic marketing IoH welcomes two new patrons agency Wodehouse Direct.

The Institute of Hospitality, the professional body The project, which will be carried out in two phases, will see the conversion and for managers and aspiring managers working in extension of an existing stable block to form a new 5-star spa and leisure facility, which the hospitality, leisure and tourism industries, has officially opened in January 2011 and provides state-of the-art gym, pool, restaurant and announced two new company patrons: Thistle bar and specialist treatment and relaxation facilities. The second phase comprises the Hotels, a part of Guoman Hotel Management (UK) construction of an 81-room luxury hotel, scheduled for completion by February 2012.

Limited, operating 33 hotels throughout the UK; and luxury hotel specialist Corinthia Hotels. Chief On the rebranding, owner and executive Philippe Rossiter FIH said: “I would CEO Mark Boler commented: personally like to thank them both for this positive “This is an exciting phase and most welcome commitment to the objectives of in Mere’s history and I am the Institute, and I look forward to working closely delighted to be working with with them.”

Wodehouse Direct to create Pubs to open late for royal wedding what we hope will become the Pubs and clubs will be entitled to stay open until north west’s number one golf 1am for two nights of royal wedding celebrations and leisure destination resort. over the last weekend in April, the home office Once complete the club will be minister has announced. James Brokenshire said that re-launched as the Mere Golf pubs, clubs and community and village halls are to Resort and Spa.” be allowed to extend their alcohol and entertainment licences for an extra two hours in recognition “that people may want to extend their festivities to mark this important occasion.”

Whitbread shows strong growth Whitbread Plc, the UK’s largest hotel and restaurant group whose brands include Premier Inn, Beefeater and Brewers Fayre, has shown a total sales increase of 14 per cent in the latter half of 2010. Figures recorded for the 39 weeks leading up to 2 December 2010 revealed that Premier Inn’s total room nights sold have risen by 14.8 per cent to 8.9 million. Chief executive of Whitbread Andy Harrison said: “The positive momentum in our business gives us confidence that, despite tougher comparatives and an uncertain outlook for consumer spending, the outturn for the full year will be in line with market expectations for strong profit growth.”

Key press attending BoBI 2011 A record number of journalists are expected to attend the Best of Britain & Ireland (BoBI) Travel Trade Forum 2011. The organisers of the event have teamed up with Virgin Trains to bring key national media and members of the British Guild of Travel Writers (BGTW) to the NEC by first class carriage on 16 March. Angie Watson, BoBI event director, stated: “With more and more national and international media focusing on holidays, short breaks and days out in Britain and Ireland, our invitation offers a unique opportunity for the press to discover what’s new in destinations, accommodation, events and attractions.”

Life size Dalek in ‘Lost and Found’ Budget hotel chain Travelodge has revealed some of the strange things guests have left behind in their hotel rooms. The Lost and Found inventory for 2010 lists such items as artificial limbs, a life-size electronic Dalek, Decree Absolute papers and a man who was tied to the bed after a stag party prank.

Among the more valuable objects found were a designer handbag worth £8,000 and a diamond encrusted watch worth £50,000.

8

Hotel makes huge savings updating steamers The Grand Hotel in Tynemouth has swapped its two 13-year-old combi steamers and saved itself £7,000 a year in energy costs and earned an interest free loan to finance the installation of new, more efficient, equipment.

The busy seafront hotel has space for up to 450 diners and has a popular 80-cover fine dining restaurant, plus two public bars serving meals. Hotel owners Nigel and Eddie Hastie approached Heaton Catering Equipment (HCE) who recommended investment in new equipment.

The lower energy costs were not the only benefit, as, armed with the statistics, the Grand was able to apply to the Carbon Trust and was granted an interest free loan to finance the project.

Britain to become a hotspot for high rollers VisitBritain will launch a worldwide advertising campaign in the spring aimed at attracting some of the world’s wealthiest people to the country. Research carried out by the national tourism agency while planning the ad campaign revealed several key trends that high-end consumers look for in a holiday. The results showed they want fantasy-like fairytale holidays, all inclusive packages and have an interest in the unusual and prefer holidays which are full of surprises.

Patricia Yates, director of strategy and communications at VisitBritain, said: “Britain is already regarded by many of the international jet-set as the original home of luxury, thanks to our centuries-old aristocratic traditions and history of service.”

In addition to the UK’s 5-star hotels, luxurious spas, designer shops and world famous golf courses, the country can also offer experiences that are out of the ordinary.

Claridge’s foyer Patricia further commented: “A stay at Claridge’s, shopping in Selfridges or 18 holes at St Andrews has a cache that can’t be found elsewhere.”

It is hoped the campaign will ensure that Britain becomes a Mecca for these moneyed travellers and help to boost business right across the country.

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9

Trade talk

AND BRIEFLY Hotels attract new recruits Chief financial officer at InterContinental Hotels Richard Solomons has said that the hotel sector provides plenty of career opportunities for the unemployed. The company is looking to create up to 3,000 jobs over the coming three or four years.

He added: “Hotels offer a quick and flexible way to get people back into work. These are jobs with real prospects for progression.” He commented that there are many different kinds of opportunities available, from bar work to catering jobs, and they can be ideal for those looking for a flexible home/life balance.

Mobile booking service launched Online travel agent Ebookers.com has claimed to be the first to provide a fully bookable mobile service for multiple products in Europe. The new mobile site will allow customers full access to all the company’s flight, hotel and car hire products and it has been optimised for use with touch-screen phones. Ebookers president Tamer Tamar said: “We recognise the increasing importance to shop and book hotels, flights or cars anytime or anywhere for our customers.” As well as being able to book online, customers can also access personal accounts, view booking information and even get hotel reviews and photos.

Hotel property prices improving A steady improvement in trading performance coupled with the strength of the London market led to average hotel prices stabilising during 2010, according to Christie + Co’s latest Business Outlook publication. The company, which uses average price information derived from hotel transactions they have conducted, shows that hotel property prices were relatively static in 2010. While there was an increase in average prices achieved for London assets last year, this increase was counterbalanced by a slight decrease in the provinces. Jeremy Hill, head of hotels at Christie + Co, said: “2010 was the year in which some sense of normality returned to the hotel market.”

Lord Steel’s home becomes hotel Aikwood Tower in the Scottish Borders is to be converted into a hotel. The 16th century tower that once belonged to the former Liberal leader Lord Steel is being transformed by his son Rory who describes it as “an antidote to the hubbub of modern living, through its amazing hospitality and relaxing atmosphere.” Lord Steel acquired the property in the late 1980s from the Duke of Buccleuch and carried out extensive restoration work with the hotel going on to win numerous architectural awards. Sandi Hellowell of Visit Scotland added “This development will add to the breadth of offering and contribute to the area becoming a sustainable year-round destination.”

New loyalty Points scheme The aptly named Point Hotel in Edinburgh has come up with an innovative way of treating its guests.

The Point Hotel Loyalty Card and the Ambassador Card essentially give guests reward points that can be redeemed on food and drink in the hotel’s restaurant or bar and for every £5 spent, guests can earn £1 worth of rewards. General manager at the hotel Ronald Little said: “As well as rewarding our loyal customers we can encourage them to come back again and again by offering unique rewards available only to cardholders.”

10

Devon hoteliers snap up historic manor house A Grade I-listed Elizabethan manor house has been purchased by experienced hoteliers with two quality 4-star hotels in Newquay on the north Cornish coast.

The Nettleton family has added Boringdon Hall to their portfolio and their intention is to build on its strong banqueting and function trade. They also want to create more of a ‘destination venue’ with additional on-site facilities, including spa and beauty treatment, an area in which they already have experience.

The impressive hotel is set within extensive gardens and grounds, covering some seven acres and has an established reputation as a popular wedding venue. The 41-bedroom hotel, which was extensively converted in the 1980s, includes spacious public areas with four banqueting suites and 60-cover gallery restaurant.

Ambitious expansion programme for Travelodge Budget hotel chain Travelodge has ambitious plans for expansion in 2011. The company is aiming to build 35 hotels this year, creating 700 jobs across the UK. More than half of the hotels being built will be in some of the country’s major cities with eight to be constructed in London and three due to open in the capital this year.

Travelodge has focused on city centre locations over the past five years, moving away from their familiar roadside locations.

Travelodge chief executive Guy Parsons commented: “The hotels we will build this year have been a result of Travelodge’s commitment to expand during the recession while many companies put their development on hold. Last year we exchanged on 96 sites making it a record year.”

The company’s ambitious plan for growth continues with the announcement that it aims to have 1,100 hotels by 2025.

Christie + Co appoint new location manager Specialist property agent Christie + Co has announced the appointment of Matthew Smith as the new location manager of the Exeter office, which focuses on advising and brokering deals across the West Country’s hospitality, licensed, care and retail sectors.

Matthew first joined Christie + Co in 2002, and now moves to oversee the company’s Exeter office after enjoying a successful period as agency manager at the company’s Maidstone office. He replaces John Crocker, who after 15 years has decided to concentrate on his specialist area of expertise – advising on the buying and selling of care home businesses.

Matthew said: “I’m delighted to be returning to the south west to join John and the team at Exeter, who have been the leading agents and valuers across the hospitality, licensed, care and retail sectors in the region for many years.

Having gained valuable experience in both our Bristol and Maidstone offices I’m now looking forward to my new challenge of working alongside the south west team to further develop our business across all sectors.”

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11

Marketplace

AMI Furniture is pleased to present the Belluno Arc Tub Chair. Combining Italian design with exceptional comfort, it is ideal for hotels, restaurants, bars and cruise ships. The solid beech show-wood frame can be stained to individual specifications, and upholstery can be in fabric, leather or another choice of material.

The comprehensive Belluno family includes a side chair, four armchairs, a high stool, three tub chairs, two sofas and a pouffe.

Information: 0115 985 0515 or info@angusmacrae.com

Marketplace

JU Furniture Ltd has been supplying high-quality furniture, like this Queen Anne four-poster bed, to the trade for many years.

Offering a bespoke made-to-measure service on furniture ranging from handmade mahogany to lacquered birch, ash and alder wood veneer and oak and leather, JU says that it provides excellent service and value for money with no minimum order value.

Information: 01730 895 500, 01730 895 588 or www.jufurniture.co.uk

The Hilditch Group offers a complete service to the hotel and licensed trade for the valuation and disposal of all types of catering and hospitality equipment, as well as being a leading source of good quality used equipment for the industry. Its highly respected auctions are held twice a month and attract vendors from across the spectrum of the hospitality industry, including many of the major catering equipment manufacturers and stockists.

Information: 01666 822 577 or www.hilditchauctions.co.uk

12

Today’s wine-savvy drinkers will readily pay premium prices to enjoy a great glass of wine, provided it’s delivered in tiptop condition. That’s why Bermar says that it’s proven Le Verre de Vin technology remains the professionals’ choice, and already guarantees great wine by the glass in more than 33,000 operations around the world.

Information: 01473 612 062 or info@bermar.co.uk

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Marketplace

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Comment

A bright future if you’re prepared

Herein lies a clue about forecasting the future – it is all about how far out one looks. Immediate challenges will always exist in any business sector and hospitality is no different in this respect, but taking the long view is vital and it is a pity that successive governments appear incapable of seeing beyond the next election. According to Professor Keith Johnson FIH of Leeds Metropolitan University, forecasts should be looking at least 40, if not 60 years into the future if the industry is to have any hope of meeting and adapting to the unknown obstacles which will arise.

Ironically, of all the challenges facing the international hospitality industry in the future, the availability of competent, dedicated and skilled people still remains by far the greatest. This should not come as any surprise, for despite the beauty hotel rooms are in the pipeline, of which and splendour of any destination it is the 220,000 are currently under construction. quality of service that guests will remember It is these statistics which encourage most. Developing a skilled and capable investment into the industry, and it is this workforce must therefore remain the knowledge which supports decisions to number one priority if the industry is to design and build new destinations. enjoy the benefits of the exciting growth On a national level, the State of the predictions. In this regard, the industry’s Nation Report May 2010 from People 1st, the Sector Skills Council, states that there professional bodies must continue to is expected to be a further 10 per cent champion the powerful contribution growth in the industry by 2017, creating to business success which stems from 208,000 new jobs. Indeed, recent hotel nurturing talent and professionalism. trading results in some of the country’s Against this backdrop it is vital that key cities such as London, Edinburgh managers maintain their own work/ and Glasgow point to a substantial (and life balance, as well as continuing their somewhat surprising) own professional return to high levels of Some 60 million development. Businesses occupancy, accompanied must be encouraged jobs will be created by reasonable rates. to adopt a culture of globally over the Yet, this is not a development to train universal picture and and further their staff’s next 10 years to survive the recession education wherever reducing costs has been a necessity. possible, and make the most of these Some sectors of the industry, as well as opportunities. As well as helping address certain regions, do not mirror the relative some of the main industry challenges, this ‘boom’ experienced in the larger cities. will enable organisations to focus on their Despite this, investing in training remains customers’ needs, leading to improved imperative and raising staff morale, client retention, higher levels of morale although not always easy, is vital for longamong staff, and, above all, a visible term growth and stability. Companies benefit to the bottom line. must look to future resourcing and invest in appropriate strategies now to avoid The Institute of Hospitality is the professional body for problems later. With the expected growth managers and aspiring managers, providing support already mentioned, coupled with a total to improve and develop their professional skills. In addition to its suite of awards and qualifications, it also labour replacement requirement of over offers a wide range of information services designed one million between now and 2017, links to help those working in the hospitality sector. Further to education and training remain essential. information is available at www.instituteofhospitality.org

Chief executive of the Institute of Hospitality Philippe Rossiter looks at the growth predicted within the hospitality sector, the need to nurture talent and the importance of preparing for the challenges that lie ahead

A

ttempting to predict the future is always a tricky business and a highly inexact science. Against a backdrop of the recent unprecedented global economic turmoil, such an exercise could at best be futile and at worst, misleading! Nevertheless, as if by some unwritten convention, this is exactly what commentators in all fields of business tend to do early in any new year.

Despite the serious challenges faced 12 months ago, the hospitality industry was in a remarkably resilient mood, anticipating an eventual fallout from the financial crisis, but also planning to meet the challenges of the next two years.

Many senior industry leaders commented that while accepting the unusual nature of this recession’s birth, they had ‘been here before’, and they saw no reason at all why the industry should suffer long-term damage from the current difficulties.

The hospitality industry has benefited from continual growth over the last 30 years, although this trend has slowed more recently due to the recession and the state of the economy. According to the World Travel and Tourism Council (WTTC) some 60 million new jobs will be created globally over the next 10 years.

The industry is also going to see a whole new emerging generation of travellers from places like India and China, where the numbers involved are quite breathtaking.

For example, according to CB Richard Ellis (Greater China Newsletter, June 2010), in China alone some 310,000 additional

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15

Staff workwear

R

Dress to Impress In tough economic times, staff uniforms may be low on your priority list, but investing in good quality workwear could provide tangible benefits for your business, reports Andrea Ashfield

unning a hotel can be expensive and it is all too easy to let uniforms fall by the wayside, yet the manner in which your staff dress can have a significant impact on the image of your business.

Front of house staff in particular are instrumental in creating a favourable first impression with guests and investing in uniforms that reflect the style of your hotel can be useful in developing brand identity.

“Uniforms have the power to define how a hotel is perceived,” explains Stephanie Yapp, head of development and marketing at bespoke uniform specialists NKD Clothing. “Staff presentation plays a key role, not only in communicating the style of service on offer, but also in giving both wearer and customer an insight into the brand’s culture and identity.”

Yapp also believes that choosing the right look offers an opportunity to improve staff loyalty, by showing employees that you are prepared to invest in them. Uniforms can support the confident and consistent communication of a brand through your staff, which is particularly important in a customerfacing environment.

Tough times In a difficult economic climate, however, staff uniforms are often a low priority. “We are surprised how often hoteliers undertake costly refurbishments while investing the bare minimum in uniforms, or even overlooking this area completely,” says Nick Jubert, managing director of hospitality clothing supplier Denny’s.

Hoteliers are also sometimes tempted to take a quick fix approach by purchasing from high street retailers, but Jubert thinks this could prove to be a costly mistake. “Firstly, retail fashion is made to be disposable so it will not be hard-wearing and fit-for-purpose,” he explains. “Secondly, these clothes are seasonal, and it will be impossible to ensure that your staff can be fitted with the same outfits for a consistent look.”

Yapp agrees that retail fashion is best avoided.

“Generally speaking, hoteliers approach uniforms with little enthusiasm,” she adds. “They are seen as a necessary spend and, as such, people seek the cheapest option instead of uniforms that look and feel good. As with all cheap clothing, this is a false economy. We come across many businesses that go down the retail route and learn the hard way that this option is unsustainable.”

Whether you choose the services of a bespoke or off-the-peg uniform supplier, Jubert advises involving staff from the beginning of the process.

“Wearers will no longer accept unflattering or badlyfitting clothing,” he says. “Getting staff involved will result in extra pride in wearing the uniform, and a

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Staff workwear

All in a name According to research carried out by mystery shopping expert Shopper Anonymous, the wearing of staff name badges can increase customer satisfaction by 12 per cent. Making sure your employees are easily recognisable can also help to create a warm, friendly and professional atmosphere within your hotel.

John Bancroft, managing director of badge manufacturer, Badgemaster, thinks your choice of design is an extra opportunity to help boost your brand.

“We can manufacture custom-made bespoke name badges, in line with a company’s corporate identity,” he explains. The Royal Warrant-holding manufacturer provides name badges for many of the industry’s leading brands including Premier Inn, Ibis, Best Western, Days Inn, Thistle and Shearings, as well as many small and independent operators.

The company can produce a wide range of designs according to each hotel’s requirements, incorporating logos and other features.

“These days, it is very rare to go into a quality establishment and find that staff are not wearing name badges,” continues John. “The benefits are clearly proven.”

All clothing images: NKD Clothing

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longer lifetime for the garments.” Some hotels also allow employees to choose their own clothing from a specific range, and Denny’s has introduced a mix and match collection in order to reflect this trend.

Where to start At the beginning of any uniform refresh it is important to establish what is and isn’t working for you. Yapp advises drafting a rough design brief which communicates your needs to your preferred supplier, but still allows them freedom to be creative.

She says: “Your supplier will need to understand the scope of the project in order to provide a detailed proposal and suggest the right balance of bespoke and stock-supported uniform solutions.”

If possible, Yapp suggests co-ordinating the introduction of new uniforms with other refurbishment projects. “We would love to see hoteliers considering staff uniforms in tandem with their interior design, ultimately at the point they are establishing their brand identity and clarifying their position in the marketplace.” She believes that uniforms should complement the look and feel of the property, so engaging with a supplier at this stage would be mutually beneficial. NKD Clothing works closely with its clients and carries out extensive brand research in order to get the right look for each hotel.

Staying sharp Making sure staff look smart and presentable can also help to differentiate a hotel from its competitors, and provides far-reaching benefits.

Those that stay sharp have a better chance of surviving the tough economic conditions by retaining customer interest and loyalty. Scrimping on quality will ultimately cost a business far more in the long term. There needs to be a shift in emphasis on controlling costs by cutting staff uniforms because, in actual fact, this is one of the simplest ways for a hotel to refresh or re-brand.

Jubert agrees that workwear should not be overlooked. “If you are running a hotel, you know just how crucial it is to make the best first impression.” Uniforms are an important part in ensuring that your establishment remains professional, and also showing guests that you pride yourself not only in hospitality but appearance and standards as well. In today’s uncertain economic climate, having staff who look and feel good is more important than ever when promoting your business.”

Supplier listing

Badgemaster: www.badgemaster.co.uk Denny’s Uniforms: www.dennys.co.uk NKD Clothing: www.nkdclothing.co.uk

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Interview

Checking in Chief executive of the Institute of Hospitality Philippe Rossiter reveals more about an organisation that supports the professional development of those working in the hospitality sector, and aims to become the pre-eminent body for the industry What made you decide on a career within the hospitality sector?

The Institute

provides an element of stability and continuity which has been sorely lacking within the national education system

I arrived in the industry more by accident than design. Having left school after A levels, I worked in the city as an insurance broker for a couple of years before moving to France, where I was manager of the Moss Bros branch in Paris. Two years later I decided to join the army, and was commissioned into the Royal Signals, although I quickly realised that this was not for me so I transferred to the catering corps, where I spent the remainder of my 30 years in the army.

While in the army, I was sponsored to study for a Hotel & Catering Management degree at the University of Surrey, as well as an MBA in Catering Management at Bournemouth University.

This provided me with the essential theoretical underpinnings to my practical experience, and enabled me to really understand, and appreciate, the complexities and opportunities which exist within the hospitality industry. That’s why I am still involved!

Your mission statement says that you aim “to promote the highest professional standards of management and education in the international hospitality, leisure, and tourism industries.” How have you achieved this since your appointment?

The key strength of the Institute’s predecessor organisations (HCIMA, IMA, HCI) was their ability to provide a framework of education which enabled all people working within the sector to establish clear development pathways, enabling them to achieve their career goals.

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This model holds good for today, and reestablishing the Institute’s role in supporting professional development has been our main objective since I assumed the post. This has required us to create a new qualifications framework, which is designed to be both flexible and accessible, thereby providing a suite of awards which can be tailored to individual requirements. This enables industry professionals at any stage in their career to use the framework in order to enhance their learning.

It has not only been about qualifications, however, and to support both learners and established industry professionals we have created a modern information service. Based on e-resources (including over 400 eBooks), the service can respond to member and student enquiries at any time of day or night. Supported by subject matter specialist librarians, the information service is not just a passive resource, as the library staff are constantly combing the entire industry (as well as other sectors of the economy) for the latest news and innovations, and these feed back to our members and students through our regular cpd newsletters.

You focus on improving best practice for managers in the profession; do you also support other workers in the sector?

Our own Sector Skills Council, People 1st, has emphasised the critical importance of high standards of management and leadership within the industry as the key contributor to success. As the industry’s professional body, the Institute has a vital role to play

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Interview

in supporting all people within the sector to achieve their individual career goals, as well as providing the underpinning foundations of management standards and code of conduct, upon which they can build. In this sense, the Institute is no different to professional bodies in other sectors such as law, accountancy, engineering and architecture.

The Institute is not a trade association, and it is the only organisation which represents individuals working in all sectors of the industry and at every level. As such, it is there to support and guide people throughout their careers, enabling them to realise their ambitions, however modest these may be. Hospitality management isn’t just about being a manager, it is also about self-discipline, confidence and a fundamental appreciation of the need for sound customer service. Through its services, and its close engagement with other hospitality organisations, the Institute offers individuals at all levels the means to observe best practice.

You said when you were first appointed to the chief executive’s role that the organisation had too many members ‘on the wrong side of 30’. Is this something you have actively tried to change?

A regular flow of ‘young blood’ is essential to the long-term health and wellbeing of any organisation; without this, simple demographics will lead to an eventual dead end. What I meant by the remark was the fact that not only was our membership profile skewed too heavily towards an older segment, but there was also a general ignorance about the organisation among the younger generation.

In some ways, most professional bodies will often have a similar profile, reflecting the fact that people will tend to gravitate towards such associations once they have begun to establish themselves in their chosen career. Nevertheless, it does not remove the need to reinforce the importance of the professional body to a much younger generation, so that they understand how its role can have an important impact on their sector of employment.

To create this engagement among students especially, we have introduced our Education Membership Scheme, which provides free access to the Institute’s information resources for those studying hospitality and tourism at the participating institutions. With over 70 institutions in membership (half outside the UK), the scheme has been a great success, particularly as our information service is electronic based. Through its various branches around the world, the Institute also engages closely with the local industry to ensure that its role and purpose are brought to a younger audience at an early stage in their careers.

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You have stressed the need for the organisation to operate on an international level; why is this important for you?

A regular flow

of ‘young blood’ is essential to the longterm health and wellbeing of any organisation

The Institute is unique in the global hospitality industry. While there are many associations for hotel managers, club managers, hospitality academics and restaurant managers around the world, most are country specific, or have a very limited international focus. The Institute is unique in that it encompasses all strands of the industry, covering both the public and private sectors.

As such, it has members in hotels, restaurants, contract catering, school meals, hospitals, care homes, prisons, armed forces, further and higher education (both as service providers and educationalists), hospitality marketing, hospitality accountancy, tourism bodies etc etc. Not only does the Institute possess this broad sector profile, but it also has members at every level in each of these sectors, from first year students up to the ‘captains’ of industry.

Approximately 15 per cent of the Institute’s membership is outside the UK, where its reputation as a professional body is very well recognised, particularly in relation to its role in providing an accreditation service for hospitality programmes of study to educational institutions around the world. At the same time, the Institute has extended its qualifications to the overseas market for the first time, thereby providing yet another reason for maintaining a presence on the global stage. Finally, the hospitality industry is international, both in terms of its employees and those enjoying its services. The growth predictions for the next 10 years are quite staggering, and it makes sound business sense for the Institute to remain closely linked to the developments of the worldwide hospitality industry.

You actively encourage hoteliers to adopt energy savings policies. Do you think those working in the industry are becoming more environmentally aware?

There are two aspects to this question. The simple answer to the question is that, yes, they are more aware, just as our whole society is becoming more conscious of the environment than, say, we were 10 years ago. Having said this, consumers are now deploying these environmental considerations in their purchasing choices, and a hotel is just like any other product in this respect. This has led to many hoteliers having to adopt policies (where they were not already implementing them) which place the environment at the heart of their business plans.

The other aspect to the question is altogether more prosaic; it’s a question of cost! As energy prices have soared over the past few years, hoteliers

▶▶▶

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Interview

There are also very exciting and

rewarding careers available to anyone, no matter what their entry point (and, indeed, all hospitality managers) have been rushing to reduce the negative impact these charges have been making to their bottom line. Sensible energy management controls, the use of more efficient systems, as well as other considerations on waste and recycling, are all now part and parcel of the modern hospitality operation.

You have predicted rapid growth in the hospitality and catering sector over the next 10 years.

What do you think has prompted this?

work and determination of so many. Not least of the most important people in this journey have been the trustees of the Institute who have successively supported the team at Trinity Court in its quest to re-position and re-invigorate the industry’s professional body.

Our new governance structure, the qualifications framework, the impressive information resources and our magazine are just some of the key improvements which have taken place in moving towards our shared objective of making the Institute a credible and vibrant force within the industry.

What are your personal hopes for the future of the Institute of Hospitality?

The need for a professional body supporting the industry has not diminished. Indeed, in some sense the requirement is even greater than ever. Tracing its The predictions for the next 10 years are simply a history back over 70 years, the Institute provides an continuum of what we are experiencing today. These element of stability and continuity which has been predictions are not mine, but those of People 1st (for sorely lacking within the national education system. the UK), and organisations such as the World Travel The result has been confusion, uncertainty and a & Tourism Council (WTTC) for the international constant plea for skills improvements. perspective. For example, the WTTC predicts that Despite the millions of public money spent 50 million new jobs in tourism will be created on various initiatives, we are no further forward, globally over the next 10 years. Closer to home, either as a society, or, more particularly, within People 1st states that some 200,000 new jobs will the industry. At a time when the country is facing be created in the industry over the next seven years, severe financial challenges, we can no longer afford but when one adds to this the normal replacement to be profligate, succumbing to the latest political requirement (eg retirement, moving out of the initiative or educational ‘fad’. sector) around one million people will be needed to The industry may be complex, but it is not fill the resulting vacancies. complicated, and many of the sound underpinning principles of craft training and management Do you think the perceptions of the industry development are as valid today as when they were involving long hours and low pay are still justified? first articulated over 50 years ago.

This question is an ‘old chestnut’, which we really The Institute is now poised to be able to provide should no longer be raising. Yes, there are long a credible and powerful focus for professional hours, but not necessarily in all sectors of the development across the entire industry. In so doing, industry. For example, most contract catering it will be able to re-assure all employed within operations, and certainly the public sector, have hospitality that their needs are being overseen regular hours for their staff. Even where longer hours by an impartial and objective body whose sole are more prevalent such as in restaurants and hotels, aim is enshrined in its original constitution; ‘the is this any different to other ‘long hours’ sectors such advancement of education and the promotion of best as hospitals and police? As far as pay is concerned, practice in food and beverage and accommodation salaries at the operational level are commensurate management.’ In common with professional bodies with other similar sectors such as retail. in other sectors, my hope is for the Institute to be Furthermore, the opportunities for advancement recognised by government and other organisations as within the industry are unparalleled. There are also the pre-eminent body for the industry. very exciting and rewarding careers available to anyone, no matter what their entry point.

What would you say has been your greatest achievement to date in your role as chief executive?

The transformation of the organisation over the past eight years from the HCIMA to the Institute we see today has only been achieved through the hard

22

Re-establishing the Institute’s

role in supporting professional development has been our main objective since I assumed the post www.hotelmagazine.co.uk

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23

Eco friendly hotels

Green spirited

into the estate’s lake to be used for irrigation. While guests may be unrestrained in their admiration of the interior designers’ modern take on the country-house experience, chief engineer Ray Pask is more excited by the fact this latest addition to the Dorchester Collection is “on track to deliver in excess of 40 per cent of sustainable technology. Not only is it greener, it is also far more cost effective in the longer term.”

The sustainability revolution within the hospitality industry in the UK is being driven, in part, by Green Tourism for Business, the certification scheme endorsed by VisitBritain, the eorgian architecture, 240 acres of picturenational tourism agency. Managing director Andrea postcard Berkshire parkland and the presence Nicholas has seen a significant increase in the of 2-Michelin-starred John Campbell heading number of operators joining the scheme during the up food and beverage – sounds like a winning past two or three years. While acknowledging highcombination. Not to mention some welcome end projects such as Coworth Park, she stresses the publicity with a visit from 21st century ‘royalty’ in importance of being inclusive, rather than exclusive, the shape of Cheryl Cole. However, 5-star Coworth when it comes to eco investment. She says: “We Park has been writing headlines for a very different are not expecting everyone to have solar panels, reason since its autumnal opening. rainwater harvesting and those very potentially The word that is punctuating many a positive long-term payback-type projects. Obviously if you appraisal is sustainability, thanks to a re-development are doing a new build, it is sensible to build it in, incorporating the ‘latest zero carbon technologies.’ and the payback is much quicker.”

Roughly translated that means a renewable and However, important changes can be achieved low energy heating system, a luxury underground without big capital expenditure, says Nicholas, spa constructed from naturally sourced materials, such as switching to low energy light bulbs and solar-controlled glazing and recycling of rainwater eco cleaners, encouraging guests to use public

Coworth Park is just one of the many hotels turning to sustainable environmental policies.

Mike Kiely looks at why green is the colour for many in the hospitality industry

G

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Eco friendly hotels

Far left: Coworth park; top: Coworth Park spa; bottom: Generate your own electricity with solar panels and the kitchen garden at Gidleigh Park

transport by providing maps and even giving them the option to get around under their own steam via cycle hire or taking walking tours and trails.

As well as looking to guests, hoteliers should look to their own staff members to reduce their carbon footprint. Nicholas comments: “Something like a 20 per cent reduction in energy costs [can be achieved] just by having a proper staff awareness training programme.” She notes how city hotel specialist Jury’s Inn, which came into the scheme last year with 21 hotels, conducted a survey of its housekeeping staff. This showed that on average they flushed the toilets four or five times when cleaning the en suites. Overnight, the company introduced a one-flush policy and immediately knocked off about £85,000 a year in water costs. As Nicholas concludes: “A lot of the measures we, as a certification scheme, advise are, where possible, low cost or no cost awareness-raising approaches.”

While the great strides made by the industry are laudable, there are sensible commercial decisions helping accelerate the drive towards sustainability.

Buckinghamshire-based EcoPure Waters supplies and installs filtration systems that allow hotels to serve their guests with fresh still and sparkling water, which is produced on site.

EcoPure Waters has now launched the first branded filtered drinking water that can be produced in-house. One Green Bottle is a sustainable and

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potentially profitable solution for the hotel trade, designed to help reverse the current consumer trend for ordering tap water. With a striking refillable bottle that appeals to the consumer’s conscience it represents a visible green commitment by the hotel.

The company has experienced strong demand in the past five years. According to managing director Paul Proctor, this is partly because operators want “to not only satisfy internal corporate social responsibility requirements, but also to win business from both individual and, particularly, corporate customers who actively seek out hotels which have a demonstrable commitment to a better and greener environment.”

Proctor’s observations are backed up by research from tourist body VisitEngland, which reveals 58 per cent of respondents were interested in choosing accommodation with a green award, or which followed environmentally friendly policies.

The public’s green-tinted spectacles have not gone unnoticed by Chris Penn, manager of the Cavendish in central London, which at one point incorporated a green team into its operational structure to drive forward sustainability initiatives.

He says: “We do get positive guest feedback about the actions that we have taken, so our actions will inevitably enhance sales and loyalty in the future.”

The same message is being received loud and clear by management at Coworth Park, who believe the ▶▶▶

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Eco friendly hotels

Grow your own fresh vegetables for the kitchen. Lettuce, tomato, courgette and squash are easy to get started with.

hotel’s “level of service and eco-credentials [are] already [having] a positive impact on new and repeat bookings.”

Food and beverage also has a vital role to play in enhancing an operation’s green credentials. While organic produce presented with imagination may not come cheap, guests find prices much easier to swallow if they know sourcing from local producers guarantees an authentic taste of the region, and a reduction in carbon emissions. Hotel and restaurant owners across the UK are reaping what they sow by offering guests a veritable feast of home grown produce, from herbs and Mediterranean vegetables, to fruits and edible flowers.

“You would struggle to find a restaurant concept that cares more about sustainability and sustainable sourcing than the food and beverage team at the Cavendish” says Chris Penn. However, Penn is not simply singing the praises of his own staff; rather, his words reflect an industry-wide heads-up over the past few years. Namely that sustainability should be very much part of the set menu rather than à la carte.

Seasonality is another key ingredient. And nothing underpins seasonality more than a kitchen garden.

Which is why Raymond Blanc at Le Manoir Aux Quat’ Saisons in Oxfordshire, and Michael Caines at Gidleigh Park in Devon, are just two high-profile names among a burgeoning crop of chefs that prefer to pick fruit and veg from their very own plots.

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If all goes to plan, it won’t be too long before Coworth Park’s acclaimed chef John Campbell and his kitchen brigade are afforded the same opportunity with the planting of their own kitchen garden. Campbell has stated that he wants to create a dining experience in which locals can feel equally at home as guests. Instilling a culinary philosophy, in tune with the Berkshire countryside that surrounds Coworth, is a major step towards achieving that aim.

In the interim, the emphasis is on “seasonal produce, locally grown and freshly harvested, offering maximum nutritional benefit, the freshest flavours and, at the same time, benefiting the local rural economy.”

In the end a business lives or dies by its new and repeat bookings. So while helping reduce the designer-clad carbon footprint of Cheryl Cole may be newsworthy, the real story is the hundreds of thousands of less celebrated credit card holders punching in their PIN numbers at eco-oriented receptions the length and breadth of the UK. Factor in the cost-effective nature of sustainability policies, and going green becomes a win-win situation for the hospitality industry.

Supplier listing

EcoPure Waters: www.ecopurewaters.com Emeyu: www.emeyu.com Tideford Organics: www.tidefordorganics.com

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Hand-made whole-leaf muslin tea bags Top quality loose leaf teas Large certified organic offering Sourced from origin Ethical sourcing Tea ceremony Advisory on health benefits

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Comment

Marketing Matters

• Email marketing – email is an effective channel to keep in touch with your customers, however crafting good newsletters involves skills that you might not have in-house.

I mentioned at the beginning about featuring on LateRooms.com and how you need to manage your participation on these third party websites. They certainly deliver reservations, but only to those hotels that make an effort to improve their rankings. Just like on Google, it is not very rewarding to be on the third page of a LateRooms.com list.

One company that has responded to nly last week, the proprietor of an is my list of some of the internet marketing this situation is RecommendedHotels.net eight-roomed hotel complained to me activities that you should consider passing which has become the leading hotel that she had done everything to promote sales and marketing specialist in the UK on to professionals: her establishment but was still not doing working with independent hotels in the • Website design – requires a great well despite having a website and featuring UK to secure bookings from OTAs such as deal of time to create pages which are on LateRooms.com. It turned out the informative, visitor friendly and attractive. Expedia, Bookings.com and LateRooms.com website had been designed by her nephew, It is no longer enough just to feature in You need to know the industry, as well as she never changed her room rates to reflect the listings of OTAs. These have become have technical knowledge. demand and she had only loaded two poor • Website maintenance – your website very crowded environments, so you have to quality images on LateRooms.com work them very thoroughly. This is where needs to be constantly updated so While I would never claim the internet specialist knowledge from a company that that the search engines find new and is the only channel that drives bookings deals in this day-in, day-out can really be relevant content. (don’t forget talking to potential customers • Creation of content – text writing is a effective in driving revenue. personally) it is estimated that up to Managing director of Recommended very specialised activity where you have to 50 per cent of any hotel’s rooms could be understand the mind of the website visitor. Hotels, Martin Philips, said: “When new sold through the online channel. hotels come to us, they often think that it • Advertising – it is possible to put The online channel has forever changed together a pay per click (PPC) campaign is just about lowering rates. I wish it were the way that hotel rooms are sold. You might that simple. There are in a few hours, but “Nearly all feel that you would like to speak to potential just so many variables research, testing guests by phone but unfortunately they involved in generating and modifying the internet-based don’t want to speak to you. They want to do business from the online campaigns takes a lot activity generates their research on the web and then make an channel, and room rates of expertise in order to commission-related instant online booking. is just one of them.” be effective.

I am often amazed by how much hotel Many owners claim • Optimisation (SEO) revenue – a real owners decide to take on. There is only so that they would love – making sure your win-win situation” much you can do in a day, and with your to outsource activity website is found operational priorities and the specialist but can’t afford to. This is not a strong by the search engines is vital. You knowledge required, something has to give. argument since nearly all internet-based can participate in all sorts of link As Mark Bentley of the Parklands activity generates commission-related building and article writing, but it is Hotel in Ogbourne St George, near revenue – a real win-win situation. You time consuming.

Marlborough, said: “We only have may well baulk at the 15 per cent plus • Social media – participating in sites like 12 rooms and my wife and I are on duty Facebook has been promoted as some sort charged by third party sites, but at least you all the time. When I am not cooking, I of panacea. It can be effective if done well, have sold a room and get to keep 85 per answer the telephone, man the reception, but it can also eat up much of your day to cent of the total. If this means re-modelling do the odd bit of maintenance and also little effect. It all depends on how relevant your business, then so be it. It is the try to let my children know I still exist. customer who ultimately pays anyway. participation is to your target market.

If I had to become a website expert, and • Management of online reputation – worry about the daily updating of online although Google Alerts can keep you Michael Cockman is a hotel marketing mentor and travel agencies (OTAs), I think I would up-to-date with what people are saying writer who specialises in helping independent hotels maximise their revenue opportunities. You can subscribe have cracked up years ago!” about you online, monitoring this and to his newsletter at www.hotelprofitsystems.com Outsourcing is an answer for any hotel taking effective action can be a very where you will also find details of his book Putting Heads On Beds. owner operating in today’s climate, so here lengthy process.

Michael Cockman offers his advice on internet marketing and which activities hoteliers should be looking to outsource

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Hotel refurbishment

The Savoy: Thames Foyer

Better by design I

IDP Interior Design is managed by professionals with extensive experience and knowledge of the hotel and leisure market, both nationally and internationally. The company is dedicated to creative interior design, irrespective of budget, project type or location and offers a full interior design, and co-ordinated procurement services, in many sectors including hotels, resorts, bars, restaurants, casinos and spas.

For further information go to www.idpdesign.com

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n the autumn of 2010, the Fairmont managed Savoy re-opened its doors after an extensive refurbishment programme. With decades of decadence taking its toll on this grande dame of hotels, the plan was to close for 17 months and spend £100 million breathing new life into the tired and dated décor to enable it to ‘reclaim its place as one of the world’s greatest hotels.’ Three years, and £220 million later, and the refurbishment programme was completed, making it one of the most extensive and costliest restoration projects in history. Notable new features include the gilded Beaufort Bar, new winter garden in the Edwardian-style Thames Foyer and the addition of nine new personality suites paying tribute to the great and glamorous who have swept through the hotel’s doors.

For a global leader in the hospitality industry, meeting the ever-spiraling costs of the refurbishment may have proved a headache, but the resources were there to ensure the work continued.

For the smaller, independent hotelier embarking on a hotel refurbishment programme can be fraught with difficulties.

Designer director at IDP Interior Design, Malcolm King, has undertaken work for leading chains such as Hyatt, Marriot and Westin Hotels.

Embarking on a hotel renovation programme can be a daunting prospect, but as design director Malcolm King advises, it can boost sales, attract customers and differentiate your business He was also involved in one of the most ambitious restoration projects on the island of Jersey when he transformed the Royal Yacht Hotel and Spa into the slick, nautical-style establishment evident today.

King describes how “the clients gave us carte blanche to up the rating from 3 star plus to 4 star plus, and the budget was raised from £22 million to a finished cost of £33 million.” Senior travel editor for The Independent and BBC television presenter, Simon Calder, gave his seal of approval to the new look hotel. He said: “The Royal Yacht shows what can be achieved through a combination of imagination and investment; if you aim high, deploy the best people and spend on quality in every area, the result is class – world class.” Here, Malcolm King shares his experience on refurbishment, the implications for both hoteliers and guests and the ultimate benefits of updating public and guest areas.

When it comes to refurbishing a hotel, he explains, “the reasons can be many and varied, but more often than not it is as a result of acquiring an existing property and wanting to elevate its status from say a 2 star to a 4 star rating.” He adds that the location and purpose can also be a factor for change, for example it might be that the hotelier’s aim is to attract business clientele prompting the

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Hotel refurbishment

Guest suite before (left) and after (right)

From top to bottom: Lounge foyer, public wc and stairs and landing (before pictures on the left and after on right)

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need for conference facilities or rooms equipped with internet access.

According to global construction consultant Davis Langdon & Everest there are two categories of refurbishment: guest room refreshment and re-modelling or re-branding. The former involves adding new elements such as replacing furniture, equipment or fittings and re-decoration. Remodelling or re-branding moves the hotel into a different sector and involves major work on guest floors. It can include anything from creating brand new rooms and replacing bathrooms to the complete replacement of finishes, fixtures and fittings.

Whatever the impetus for change, and whichever path the hotelier chooses, King affirms that it is generally for one purpose: “to increase revenue through room rates, by creating something a little different from the competition.”

One of the key questions a hotelier faces when contemplating a refurbishment is whether to close, and face loss of revenue, or remain open and risk inconveniencing guests. According to King it is very much dependent on the individual property: “A seasonal hotel or resort can afford to close for refurbishment, whereas a city hotel would need to stay open as much as possible.” He further states that as designers “we have to put ourselves in the position of the client, so we have to consider lost revenue against losing guests, possibly forever, through noisy renovations.” His design team will also look at the extent of the refurbishment and which areas are affected, for example restaurants and lounges are separated from guestrooms so disruption can be minimal.

King advises that planning is key, suggesting hoteliers should arrange refurbishments for quieter times of the year and always allow for over-runs. He also says: “Have a works schedule in place and, with larger refurbishments, employ a project manager to control all schedules and contractors. Make it clear to guests that refurbishment is either proposed, or ▶▶▶

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Hotel refurbishment

of the operational burdens of service-centred classic luxury hotels.” King has also seen a growing trend towards natural design, both in terms of finishes and overall planning, and adds that “theming seems to be making somewhat of a comeback, especially in food and beverage areas.”

Not all hoteliers can afford a complete refurbishment, but King maintains there are small scale changes that can be made to improve The Savoy: Claude Monet personality suite named after the French impressionist who painted the view from his hotel room the property. He adds: “Where budgets are tight, a facelift can greatly improve the aesthetics of a actually happening, and, if possible, reduce the rack hotel and help it maintain its competitive edge. rate or add an incentive such as free spa treatment Sometimes, this can take the form of just a bit of during this period.” painting, re-upholstery and some additional or When it comes to choosing which areas to change, different lighting.” The company offers a globallythat is entirely down to the effect the hotelier is trying sourced procurement service, which can keep costs to create. When the Savoy re-opened its doors one down and, coupled with creative design, can stretch of the more extravagant features that caught the eye any budget to workable proportions. As King adds, was the winter garden gazebo in the Thames Foyer a service like this means that “a designer can look set below a stunning stained glass cupola. Created by at a hotel interior and advise on the items that specialist contractor Andy Thornton Ltd, the gazebo would make the biggest difference to its appearance, features decorative columns and intricate arched without having to change everything.” filigree panels finished in a nickel metallic paint When it comes to hotel refurbishment, King with antique over-wash. The 7.5 metre glass concave believes that one of the biggest mistakes hoteliers cupola, closed during World War Two, was re-instated make is not providing sufficient notice of the work, and now bathes the room in natural light. closely followed by not maintaining the expected King stresses the importance of having that wow services and not compensating irate guests. He factor, whether it’s an attention-grabbing lobby or stresses the importance of offering incentives to reception area. However, first impressions aside, guests during this time of inconvenience and “refurbishments should not only increase a hotel’s disruption, adding: “We have a client who is aesthetics, but also function, maintenance and improving a 2 star hotel to a 4 star hotel, but is profitability. Rooms and bathrooms need to be keeping his 2 star room rate for six months.” He efficient and relaxing with friendly finishes and also reminds hoteliers that the added pressures on furnishings. Good and appropriate lighting is the staff during these times can reflect on their attitude biggest factor to hotel success.” This was central to to guests, so it’s important to keep them involved the design of the Royal Yacht Hotel, with owners and happy. Hotel staff can play a key role by making James Taylor and Nigel Robinson of the Lodestar guests aware that the refurbishment is ultimately Group commenting how the interiors “helped create for them and if complaints are dealt with in a warm the warm, friendly atmosphere we sought. IDP’s and understanding manner during the period of clever use of mood lighting and stylish but practical disruption, they are more likely to come back when furnishings coupled with a subtle nautical theme the renovations are complete. resulted in the modern, spacious luxury hotel which Another mistake frequently made is choosing is described by many as world class.” the wrong designer. King offers a note of caution When it comes to trends in interior design, King stating that “paying out huge fees to designers more affirms there are both good and bad, the good interested in getting into creative design magazines currently being the move towards eco friendly hotels can ruin the budget and the project.” and “the bad is the celebrity designer hotels like With all the complications that refurbishment Gucci, Versace and Armani, which have given up brings, many will be asking is it ultimately worth Supplier listing on the decades of common sense in hotel design it? According to King, “it’s important to maintain Angus Macrae Interiors Ltd: the competitive edge with local rivals as every www.angusmacrae.com in lieu of creating something different.” One style Charis GB: that continues to dominate the sector is boutique hotel refurbishes at some point.” Changes will be www.chairsgb.com with its luxurious and quirky rooms, personalised noticed by guests and they will return if they see an JU Furniture Ltd: improvement, no matter how small. He also firmly www.jufurniture.co.uk service and sheer individuality. According to Lara Smart Interiors: Sarheim, in her review of London’s boutique hotel believes that “as long as staff are friendly and helpful, www.smartleather.co.uk scene, they also enable hoteliers “to achieve average and the hotel is clean and tidy, any change will at least WS Frames Ltd T/A Wallspace:. www.wallspace.co.uk rates, nearing the luxury stratosphere without many maintain client levels and hopefully improve them.”

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Non alcoholic drinks

1

soft drinks

Check out...

Far from being a soft sell, non-alcoholic drinks can be a lucrative source of business, and with alcohol sales slipping, old fashioned ginger beers and sparkling fruit juices are becoming firm favourites with discerning drinkers

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ccording to the British Soft Drinks Association, the soft drinks market in the UK is going from strength to strength, showing a healthy 1.7 per cent rise in sales in 2009. The importance of the soft drinks market is becoming increasingly acknowledged by those in the hospitality sector, and whether it’s in the bar or restaurant, more guests’ tastes are changing to non-alcoholic beverages. Britvic, one of the leading branded soft drinks in

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Europe, reported how sales of soft drinks overtook spirits in UK pubs and bars for the first time in 2009.

Paul Moody chief executive at Britvic, and president of the British Soft Drinks Association, comments: “365 days a year, someone, somewhere, is enjoying a soft drink. From the breakfast table to the gym, from on-the-go refreshment to a night in the pub with friends, the soft drinks industry provides great drinks to suit all occasions and tastes.”

Hotel chain Premier Inn has seen good growth in soft drinks, with sales accounting for between 15 and 20 per cent of its total drinks sales, depending on brand. Best sellers include Pepsi, J20 and bottled Coca Cola.

The company is also looking to add more innovation and variety to its range next year in order to address growing guest demand.

Alex Lund, Coca Cola Enterprises’ shopper marketing manager for pubs, clubs and bars, offers some key tips for capitalising on soft drinks, stating that this includes visible pricing and high profile marketing. She says: “We find pubs often do not give soft drinks priority and licencees tend to keep them almost hidden.

A list of drinks written on a menu plan, plus branded pictures of drinks will drive sales of soft drinks higher.”

One of the big winners in the market for soft drinks has been premium branded fruit juices, and it seems that many of these are becoming as highly regarded as fine wines among discerning non-drinkers. Available to the consumer

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Non alcoholic drinks

2

from stores such as Fortnum and Mason and Harvey Nichols, the organic range of sophisticated drinks from Luscombe includes soft drink alternatives to sparkling whites, rosés and reds.

Gabriel David of Luscombe says the company’s aim has always been to “create drinks of exceptional quality” and it has certainly achieved this with a range of refined flavours that go far beyond simple fruit juices. From the Wild Elderflower Bubbly and Cranberry Crush to the Devon Apple, each comes with tasting notes and food pairing suggestions. The company has recently introduced a new 25cl range that is designed to fit standard mini bar fridges. In line with luxury hotel styling, the bottles will complement other premium mini bar products.

Gabriel David comments: “By creating an attractive mini bar range of organic fruit drinks, the hotelier can offer another experience to their clients. Hotel owners tell us how discerning clientele are looking for more than just a standard soft drink, and that is what we offer here.” Flavours

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in the new mini bar collection include Raspberry Lemonade, Blueberry Crush, Cool Ginger Beer and Pear and Apple.

According to The Grocer another trend in the soft drinks sector is the return to old fashioned favourites such as cloudy lemonade and ginger beer. Norfolk-based company, Breckland Orchard has been at the forefront of this renaissance. Founder of the company Claire Martinsen says: “Generally people are returning to classic flavours and tastes as these simply are the best.”Made with a base of Norfolk spring water, Breckland Orchard offers six sparkling drinks including an awardwinning ginger beer with chilli that scooped Gold at the 2009 Great Taste Awards. The other flavours in the range include Cloudy Lemonade, Blackcurrant and Raspberry, Cranberry and Rosehip, Pear and Elderflower and Strawberry and Rhubarb.

2011 will see the company take on a new tagline of ‘Posh Pop,’ which Claire thinks perfectly sums up the clean, fresh taste.

Since its launch in Spring 2009, the company has gone from strength to strength

with sales in excess of £70,000 in the first year of trading and winning Best New Business category at the Eastern Daily Press Business Awards 2010. The drinks are currently sold in over 300 outlets in the UK, from gastro pubs to cafés, including several prestigious hotels as well as Harvey Nichols.

With the recent news that alcohol consumption has experienced the biggest drop in 60 years, with a six per cent fall in the UK in 2009, there is clearly a lot of profit to be generated from offering more health-conscious alternatives. Although smoothies were hailed as the big success story of the drinks market in the last decade, it seems their popularity is waning with latest figures showing a 27 per cent decline in sales. One company that is aiming to buck this trend is Frut Ltd, a Yorkshire-based manufacturer of 100 per cent fruit drinks for the food service industry. Frut is a national supplier of organic juices and smoothies and its unique dispensing system means perfectly chilled drinks can be served in seconds without the mess and waste so often associated ▶▶▶

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Non alcoholic drinks

4

3

with smoothy making. The four varieties include strawberry and banana, mango and passionfruit, raspberry and blackberry and pineapple and apricot. The company uses pure, natural fruit to create the drinks and each serving provides two of the recommended five portions of fruit and veg per day. Frut Ltd also supplies 100 per cent organic orange and apple juices in a 10 litre ready-to-serve bag, five litre fridge friendly boxes and the unique Frut machines ensuring a ready supply of the juices on tap.

Interest in bottled water also seems to be following a similar pattern with a recent YouGov SixthSense report of the UK drinks sector showing that 60 per cent of adults believe it to be a waste of money.

A survey by the charity WaterAid in 2009 supports this view and revealed that two thirds of customers visiting restaurants are happy to be served tap water. Research director for YouGov James McCoy says: “The recession, innovations in home filtering and the popularity of Brita-style products may also have contributed to the renewed faith in tap water.”

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EcoPure Waters is a company set to benefit from the decline in bottled water, by supplying on-site water filtration systems to the hotel and allied trades. Its growing client base, which currently stands, at over 400 in the UK alone, includes the Radisson Hotel Group, Strada Restaurants, the Landmark Hotel, Park Plaza County Hall and numerous independent hotels.

The company has recently launched an innovative new idea in the shape of One Green Bottle, the first branded filtered drinking water that can be produced inhouse. By simply installing a user-friendly EcoPure water purification system, and ordering a suitable quantity of ‘One Green Bottles’, hotel proprietors will be in a position to offer customers the highest quality still and sparkling water, either free of charge or at a minimal cost.

EcoPure managing director, Paul Proctor says: “While the refillable bottle offers reduced waste and storage costs as well as profit potential, the brand will serve as a powerful demonstration of the venue’s environmental credentials. We’re confident this concept, together with our great tasting water will have equal appeal to consumers and the trade alike.”

Paul Clutton, head of procurement at Whitbread, has commented: “Soft drinks have been the best performing category within Whitbread over the last year. The importance of soft drinks within our business has grown significantly over the last few years and we anticipate it will continue to do so.” With an ever-expanding range of products, an ability to cater for all ages and tastes, it certainly seems that soft drinks are deserving of their place at the table.

1. Luscombe: 01364 643 036 or www.luscombe.co.uk 2. Breckland: Orchard 07770 802 988 or www.brecklandorchard.co.uk 3. Frut Ltd: 0845 621 0900 or www.frutsmoothies.com 4. EcoPure Waters: 01844 296 595 or www.ecopurewaters.com

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Gazette

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PRICING PRESSURES Are comparison tools solely to blame?

ALSO INSIDE: A PREVIEW OF THE FAST-APPROACHING WINTER NAMM 2011 EVENT IN ANAHEIM

Financial forecast How is the January VAT increase affecting your business? Retailers from around the UK speak out

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Business advice

Business Matters Whether you are looking to extend your property portfolio, move to a different location or purchase your first hotel, Simon Stevens, director at Christie + Co, offers some key advice

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here could be many reasons why you are prepared to make. If you are a husbandare looking to get into the property and-wife team, will one of you keep your market. It could be that, like our former job or will you both work in the business? clients Tom and Pat Hendry, who purchased Do you want to have a bar? Do you want the Weston Hotel on Scarborough’s South to provide bed-and-breakfast facilities only, Cliff, you are looking to make the move or will you also serve dinner? Will you need from hotel manager to owner. to take on staff and, if so, do you intend to Another key reason for investment could invest in training? be the chance to move to a more lucrative Background reading of the trade press area. Our branch in Leeds has seen a 33 per and contacts with business agents will give cent rise in agreed property deals in the you valuable information about the market, north of England in the first half of the year, both nationally and regionally. Historical giving a clear indication that this could well market information is important because by the next property hotspot. Demand is you need to know how much prices might also high for hotels in areas such as the Lake fluctuate, and how much profits might vary District, Cotswolds and Edinburgh – all given a variety of market conditions. These renowned for their tourist appeal. include high or low interest rates, high or The sale of the Weston Hotel in low commodity and raw material prices, and Scarborough was prompted by owners Nick high or low inflation. Decide how much and Sara Allen’s decision to concentrate money you can put into the business and solely on running their other property in based on professional estimates how much Scarborough, the Red Lea Hotel. At the money you can expect to get out of it. other end of the spectrum, we also recently Many factors can affect the hotel handled the sale of the Llangoed Hall market. These might include the weather; Hotel in Wales on behalf of the trustee business cycles such as interest rates or local of the estate of the late consumer borrowing; “key questions Sir Bernard Ashley to inflation; business rates; Von Essen Hotels. The prospective buyers have or unforeseen events company purchased this such as the foot-andto ask themselves during mouth outbreak and trophy hotel as a profitable addition to the process of acquiring terrorist attacks in 2001. its existing portfolio of From business agents’ a business” individual luxury country lists, business property house properties. pages, websites and other Whatever the basis for purchasing a forms of advertising you can draw up a hotel, there should be not one, but a series shortlist of hotels that you want to look at. of key questions prospective buyers have There are three fixed elements to any hotel to ask themselves during the process of or guesthouse: the location, the buildings acquiring a business. If you are a first time and the tenure (freehold or leasehold). hotel purchaser it is important that your Consider the kind of location carefully. first research should be on yourself. Decide Do you want to be on the coast where in advance what level of commitment you hotels are likely to rely on the tourist trade,

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and therefore be seasonal businesses, or in a town or city which is likely to attract both business and the tourist trade all year round?

When you have refined your search, and chosen a hotel to buy, before you make an offer you should have a full survey and valuation undertaken. In particular, you should take an interest in the lease terms or freehold conditions. A survey will assess the physical condition of the accommodation.

It is useful to be able to see three years’ accounts. Look carefully at the current cash flow, examine the accounts and, if necessary, brief your valuer to make checks on the hotel’s viability. From the profit and loss accounts and balance sheets you will be able to project the likely level of profit you will be able to achieve from the business.

Once you’ve seen the business several times at different times of day and you’ve had a chance to look over the accounts, you can ask more detailed questions relating to the way in which the present owners run the business and why they’re selling. Try to talk to the owners about their approach to the hotel and what they have tried to do over the last few years – what has worked and failed, and why?

Local knowledge is a vital part of your research. The seller’s agent should be able to help you. If the hotel has a bar or restaurant, remember that your competitors are not necessarily just other hotels, but also pubs, bars, cafés, restaurants and tourist centres.

Know who your customers are and why, and when, they come to your hotel.

Look objectively at the facilities already in the hotel and those you might want to add – a garden area, conservatory, or function room, for example – and then see if your competitors are offering anything similar.

Try to offer something that no one else has.

If you’ve received satisfactory answers to all these questions, you should now be in a position to proceed with buying a hotel – equipped with all the knowledge you need to avoid the pitfalls along the way.

A market-leader in professional business services, Christie + Co has been providing valuable advice to clients within the hospitality, leisure, care and retail sectors for over 75 years. The company’s specialists operate from the extensive network of offices across the UK and in Europe offering valuation and investment services, assistance with the sale and acquisition of businesses and extensive knowledge of the hotel market both at home and abroad. For further information go to www.christie.com

39

Workplace issues

Back from the brink Drug and alcohol misuse can be a serious issue for any business; Sam Guiry looks at what is being done to tackle the problem

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T

he hospitality industry can be a very demanding place to work. The long and unsociable hours, occupational stress, lack of supervision and simple fact that alcohol is readily available, all mean that those working in the sector are at greater risk of alcohol and drug abuse. An online poll of 300 hospitality industry professionals revealed that 89 per cent felt that alcohol and drug misuse was prevalent within the industry and 39 per cent of those surveyed described the problem as widespread.

One man who has experienced the dangers first hand is Michael Quinn, who at the height of his career was head chef at the Ritz Hotel; cooked for the Queen and was awarded an MBE, but by 1990 was sleeping rough on the streets. The reason for his rapid descent was drink, as he says: “In the hospitality industry, you are surrounded by alcohol all the time. There is the social aspect to it – the winding down after a service, working irregular hours [and] working under high pressure.”

Quinn successfully managed to turn his life around by forming the Ark Foundation in 2001, which he set up “to take the message of alcohol and drug awareness into (catering) colleges.” Prior to this, there was no body or organisation in the UK that was offering support to addicts within the industry. The Ark Foundation is part of the trade charity Hospitality Action which helps past and present employees in the hotel and catering trade who have fallen on hard times, whether through alcohol or drug misuse, illness or bereavement.

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Workplace issues

“In the hospitality

industry, you are surrounded by alcohol all the time”

Quinn visits colleges and universities both in the UK and abroad, often at his own expense, advising students on avoiding the pressures of drink, and staff on the signs and symptoms of abuse in their students. The seminars are not designed to be “finger wagging diatribes” with Quinn’s aim being to share his own experiences, make people aware of the effects of drink and drugs, and then allow them to make their own choices.

The Ark Foundation was also behind an initiative aimed at getting businesses to address the problems of drink and drug abuse in the workplace.

Established in 2005, the Ark for Business was formed with the help of key players in the hospitality sector including Claridges, the Royal Garden Hotel, contract and corporate caterers BaxterStory and food service company 3663.

“

Business and industry should reinforce responsible drinking messages at every opportunity”

The scheme includes an employee awareness seminar and management training workshops. More importantly, it also includes a drug and alcohol policy design and audit service. Minister of State for Schools Vernon Coaker states: “Business and industry should reinforce responsible drinking messages at every opportunity.”

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Under current law, there is no specific legislation for dealing with drugs and alcohol in the workplace.

The Misuse of Drugs Act 1971 states it is a criminal offence for any person to knowingly permit the production or supply of any controlled substances on their premises. Under the Health and Safety at Work Act 1974 (HSW Act), companies are required to do everything which is ‘reasonably practicable’ to ensure the health, safety and welfare at work of employees.

In the absence of any specific legislation, it is vital that businesses specify what their policy is on the abuse of drugs and alcohol and what measures they will take to deal with the employee. The Trade Union Congress (TUC) believes that employers should step in when “a person’s health suffers, or they are trying to work while under the influence of drink and drugs, then it can become a workplace issue.”

The problem for many businesses is how they then deal with the issue. A survey by the Chartered Institute of Personal and Development (CIPD) has found that firms are much more willing to take disciplinary action than provide affected workers with support. The TUC has also stated that “where many policies fall down is in the provision of concrete assistance to those who have a problem.”

This is an experience shared by Ken Crosland, who has fought his own battle with alcoholism while working in some of America’s top restaurants and clubs and has been at the receiving end of many company dismissals. He says: “I think their strategy for dealing with employees with drink problems was

▶▶▶

41

Workplace issues

A“ n effective policy should treat

alcohol and drug abuse as a medical and not a disciplinary matter”

to make them redundant, and allow them to take their undoubted talents, but also their problems, elsewhere.” Today, he specialises in delivering the Ark message to the corporate sector, advising businesses on the practical, legal and ethical issues of developing alcohol and drugs policies.

He further asserts that any policy introduced should leave all parties in no doubt as to their responsibilities and duties, and managers should act “confidently, consistently and fairly” when dealing with employees.

The TUC takes this one step further, stating that an effective policy should “treat alcohol and drug abuse as a medical and not a disciplinary matter, show how employees can get assistance, within and outside the organisation, allow for rehabilitation, and recognise that staff may relapse.”

Red Carnation Hotels is one of the companies that turned to Ark for Business to help them implement a company-wide policy addressing the issues of drink and drugs in the workplace. The hotel chain staged presentations and seminars aimed at staff at every level and several employees did admit to having serious problems as a result of the programme.

Managing director of Red Carnation Hotels, Jonathan Raggett, comments on how alcohol and substance abuse awareness has become embedded in the training culture, bringing with it many benefits from a fall in annual staff turnover and a reduction in absenteeism to a significant improvement in timekeeping. He says: “Without intervention, not only would we have lost people in whom we have invested time and training, there would also have

been work performance issues [and] there is the personal misery and despair felt by the individuals and their families.”

There will always be those in the sector that argue they neither have the time nor the resources to deal with what could be construed as an employee’s personal problems. Many also contend that substance abusers have a much wider impact on the business, affecting other members of staff, productivity and profit through absenteeism and ultimately impacting on customer service, as many of those working in the hospitality sector are acting as the face of the company.

Hospitality Action’s chief executive Penny Moore has said: “Alcohol and drug addiction are growing problems in today’s society and can happen to anyone in a business from commis chefs through to board directors.”One of the key reasons for these problems is the amount of commitment and dedication the jobs in the hospitality sector involve.

If an employee is prepared to work into the night, at weekends, and often under intense pressure, surely there has to be some reward and maybe that should come from knowing that if times do get tough, the employer will be there to help.

According to the CIPD, “supporting employees with drug and alcohol problems has a high success rate with many individuals returning to work.” If employers are in any doubt as to someone’s ability to turn their life around, they need only look at Michael Quinn, who is now serving as an inspiration to a whole new generation.

From left to right Michael Quinn and David Keir of Aberdeen College

42

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43

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Eco friendly hotels Eco friendly hotels

Far left: Coworth park; top: Coworth Park spa; bottom: Generate your own electricity with solar

GREEN SPIRITED Coworth Park is just one of the many hotels turning to sustainable environmental policies, Mike Kiely looks at why green is the colour for many in the hospitality industry

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eorgian architecture, 240 acres of picturepostcard Berkshire parkland and the presence of two-Michelin starred John Campbell heading up food and beverage – sounds like a winning combination. Not to mention some welcome st publicity with a visit from 21 century ‘royalty’ in the shape of Cheryl Cole. However, five-star Coworth Park has been writing headlines for a very different reason since its autumnal opening.

The word that is punctuating many a positive appraisal is sustainability, thanks to a re-development incorporating the ‘latest zero carbon technologies.’

Roughly translated that means a renewable and low energy heating system, a luxury underground spa constructed from naturally sourced materials, solar-controlled glazing and recycling of rainwater

24

the longer term.”

The sustainability revolution within the hospitality industry in the UK is being driven, in part, by Green Tourism for Business, the certification scheme endorsed by Visit Britain, the national tourism agency. Managing director Andrea Nicholas has seen a significant increase in the number of operators joining the scheme during the past two or three years. While acknowledging highend projects such as Coworth Park, she stresses the importance of being inclusive, rather than exclusive, when it comes to eco investment. She said: “We are not expecting everyone to have solar panels, rainwater harvesting and those very potentially long-term payback-type projects. Obviously if you are doing a new build, it is sensible to build it in, and the payback is much quicker.”

However, important changes can be achieved without big capital expenditure said Nicholas, such as switching to low energy light bulbs and eco cleaners, encouraging guests to use public transport

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Guest suuite before (left) and after (right)

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panels and the kitchen garden at Gidleigh Park

potentially profitable solution for the hotel trade, by providing maps, even giving them the option to designed to help reverse the current consumer trend get around under their own steam via cycle hire or for ordering tap water. With a striking refillable taking walking tours and trails. As well as looking bottle that appeals to the consumer’s conscience it to guests, hoteliers should also look to their own represents a visible green commitment by the hotel. staff members to reduce their carbon footprint.

The company has experienced strong demand in Nicholas commented: “Something like a 20 per the past five years. According to managing director, cent reduction in energy costs [can be achieved] Paul Proctor, this is partly because operators training awareness staff just by having a proper want “to not only satisfy internal corporate social programme.” She noted how city hotel specialists responsibility requirements, but also to win Jury’s Inn, who came into the scheme last year with and, particularly, 21 hotels, conducted a survey of their housekeeping business from both individual corporate customers who actively seek out hotels staff. This showed that on average they flushed the commitment to a better toilets four or five times when cleaning the en suites. which have a demonstrable and greener environment.” the company introduced a one-flush Hotel refurbishment Overnight, Proctor’s observations are backed up by research policy and immediately knocked off about £85,000 from tourist body Visit England which reveals a year in water costs. As Nicholas concluded: “a lot were interested in of the measures we, as a certification scheme advise, 58 per cent of respondents choosing accommodation with a green award, or are, where possible, low cost or no cost awarenesswhich followed environmentally friendly policies. raising approaches.”

The public’s green-tinted spectacles have not While the great strides made by the industry are gone unnoticed by Chris Penn, manager of The laudable, there are sensible commercial decisions Cavendish in central London, which at one point helping accelerate the drive towards sustainability. incorporated a green team into its operational Buckinghamshire-based EcoPure Waters supplies structure to drive forward sustainability initiatives. and installs filtration systems that allow hotels to positive guest feedback about serve their guests with fresh still and sparkling water He said: “We do get the actions that we have taken, so our actions will which is produced on site. inevitably enhance sales and loyalty in the future.”

EcoPure Waters has now launched the first The same message is being received loud and clear produced be can that water branded filtered drinking the ▶▶▶ by management at Coworth Park, who believe in-house. One Green Bottle is a sustainable and

into the estate’s lake to be used for irrigation. While guests may be unrestrained in their admiration of the interior designers’ modern take on the country-house experience, chief engineer Ray Pask is more excited by the fact this latest addition to the Dorchester Collection is “on track to deliver in excess of 40 per cent of sustainable technology. Not only is it greener, it is also far more cost effective in

n the autumn of 2010, the Fairmont managed Savoy re-opened its doors after an extensive refurbishment programme. With decades of decadence taking its toll on this grande dame of hotels, the plan was to close for 17 months and spend £100 million breathing new life into the tired and dated décor to enable it ‘reclaim its place as one of the world’s greatest hotels.’ Three years, and £220 million later, and the refurbishment programme was completed, making it one of the most extensive and costliest restoration projects in history.

Notable new features include the gilded Beaufort Bar, new winter garden in the Edwardian-style Thames Foyer and addition of nine new personality suites paying tribute to the great and glamourous who have swept through the hotel’s doors.

For a global leader in the hospitality industry, meeting the ever-spiraling costs of the refurbishment may have proved a headache, but the resources were there to ensure the work continued.

For the smaller, independent hotelier embarking on a hotel refurbishment programme can be fraught with difficulties.

Designer director at IDP Interior Design, Malcolm King, has undertaken work for leading chains such as Hyatt, Marriot and Westin Hotels.

Embarking on a hotel renovation programme can be a daunting prospect, but as Design Director Malcom King advises, it can boost sales, attract customers and differentiate your business He was also involved in one of the most ambitious restoration projects on the island of Jersey when he transformed the Royal Yacht Hotel and Spa into the slick, nautical-style establishment evident today.

King describes how “the clients gave us carte blanche to up the rating from 3 star plus to 4 star plus, and the budget was raised from £22 million to a finished cost of £33 million.” Senior travel editor for The Independent, and BBC television presenter, Simon Calder gave his seal of approval to the new look hotel. He said: “The Royal Yacht shows what can be achieved through a combination of imagination and investment; if you aim high, deploy the best people and spend on quality in every area, the result is class – world class.” Here, King shares his experience on refurbishment, the implications for both hoteliers and guests and the ultimate benefits of updating public and guest areas.

When it comes to refurbishing a hotel, he explains: “the reasons can be many and varied but more often, than not, it is as a result of acquiring an existing property and wanting to elevate its status from say a 2 star to a 4 star rating.” He also adds that the location and purpose can also be a factor for change, for example it might be that the hotelier’s aim is to attract business clientele prompting the

30 www.hotelmagazine.co.uk

From top to bottom: Lounge foyer, public wc and

stairs and landing with before pictures on the left

and after on right

According to global construction consultants, Davis Langdon & Everest there are two categories of refurbishment: guest room refreshment and re-modelling or re-branding. The former involves adding new elements such as replacing furniture, equipment or fittings and re-decoration.

Remodelling or re-branding moves the hotel into a different sector and involves major work on guest floors and can include anything from creating brand new rooms and replacing bathrooms to the complete replacement of finishes, fixtures and fittings.

Whatever the impetus for change, and whichever path the hotelier chooses, King affirms that it is generally for one purpose: “to increase revenue through room rates, by creating something a little different from the competition.”

One of the key questions a hotelier faces when contemplating a refurbishment is whether to close, and face loss of revenue, or remain open and risk inconveniencing guests. According to King it is very much dependent on the individual property: “A seasonal hotel or resort can afford to close for refurbishment, whereas a city hotel would need to stay open as much as possible.” He further states that as designers “we have to put ourselves in the position of the client, so we have to consider lost revenue against losing guests, possibly forever, through noisy renovations.” His design team will also look at the extent of the refurbishment and which areas are affected, for example restaurants and lounges are separated from guestrooms so disruption can be minimal.

King advises that planning is key suggesting hoteliers should arrange refurbishments for quieter times of the year and always allow for over runs. He also says: “Have a works schedule in place and, with larger refurbishments, employ a project manager to control all schedules and contractors.

Make it clear to guests that refurbishment is either proposed, or ▶▶▶

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47

Front of house

Could you explain a little more about the history of ‘the coldest house in Cumbria.’

Front of House Owners of Farlam Hall, the Quinion family, share their experiences of running their country house hotel in the Cumbrian countryside

The wealth to transform Farlam Hall from quite a simple farm house to the size it is today, came from a fortune based on coal and minerals from the local pits, made by a family called Lacy Thompson. They lived at Farlam until 1962 when the house was sold. For many years Mrs Caroline Lacy Thompson lived here as a widow with her family and then, in later years, alone. She did not really feel the cold and kept the house at a temperature to suit her.

The elderly local doctor told us he can remember treating her in her room with snow on the foot of the bed. Even the family were not allowed to stoke up the fires and they tell of putting more coal on after she had gone to bed, only for her to come back down again and remove some! It was not because she was mean – they did own coal mines – she simply did not like the heat. As it is such a large house, set up on a ledge and well ventilated, it gets cold quickly when not heated, and so became known as ‘the coldest house in Cumberland.’

What prompted you, as a family, to purchase the property?

We were looking for a property to run as a country house hotel and none were available in our budget in the Hertfordshire/ Buckinghamshire area where we lived. We had looked at numerous properties all over the country but nothing really appealed until we saw Farlam Hall. Having viewed the closed hotel we realised

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Front of house

that, in spite of years of neglect, the house could be restored and had the potential to operate extremely well as a hotel again. The same day as the viewing we put in an offer, on the condition that the lapsed liquor licence would be granted.

and the interaction they have with our staff with their vast local knowledge. This means they can help guests with plans for day trips, walks, exploring the Wall, and even provide information on the farms that our excellent beef and lamb come from.

How many members of the Quinion family work at the hotel?

Do you plan to add any further facilities or amenities for guests?

Alan, Joan, Barry and Helen Quinion all started the hotel together in 1975. Joan and Alan Quinion retired in 2007 but they still manage the gardens and grounds. Barry, his wife Lynne and sister Helen now run the hotel.

We have no plans to add to the hotel, other than to keep improving the quality by combining modern technology with the historic house.

What do you think attracts guests to your hotel?

Guests are attracted by our reputation for the consistently high standards of food, comfort and service that we have built up since 1975. They also like the excellent location in north Cumbria with Hadrian’s Wall and the North Pennines close by, and easy access to the M6, which is only 10 miles away.

What would you say is your hotel’s unique selling point?

We are not unique but certainly a rare breed. Farlam operates at an extremely high level, and yet is privately owned and run by a genuinely hands-on family supported by a team of local staff.

What authentic local experiences will guests have access to?

Our guests love the feeling of being in an English country house

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You have been included in the Good Food Guide for over 30 years, what makes dining at your hotel so special?

I think we have been in the Good Food Guide since 1976. The quality of the ingredients combined with the high standards that Barry set in 1975, and a friendly and efficient service all help to create a really enjoyable experience.

The hotel has received numerous awards including the AA Inspectors’ Choice Hotel and the Good Hotel Guide Country House Hotel of the Year. Do you think these awards have an impact on business?

The awards from the guides certainly help. They make you stand out and are also a form of reassurance for people when making a booking. The length of time we have held the awards also helps. We gained our Country House Hotel of the Year, from ▶▶▶

49

Front of house

the Good Hotel Guide, the winter that foot and mouth struck just 25 miles from here. That award certainly helped us through a really difficult time. Each year the award is re-validated and so we have held this for over 10 years. We have also been a member of Relais & Chateaux since 1984, which makes us one of the longest serving members in the UK. Several properties have been members longer, but only four other houses have the original owners. This is an extremely prestigious organisation to belong to, and is recognised worldwide.

What are your opinions on Trip Advisor, and do you read the reviews of your own hotel on the website?

Tripadvisor is excellent as part of the booking process but people should be more aware that safeguards against excessive praise or complaints are only just being put in place. You also need to read between the lines and be sure that the reporter was not complaining about something the hotel never offered in the first place. Yes we do check our Tripadvisor entries but not compulsively.

What obstacles have you faced in managing the hotel?

The main obstacles in managing the hotel are the increasing red tape and paperwork. Also, new legislation on everything from health and safety and employment to taxes takes up a massive amount of time. Other obstacles are created by our rural location, and so anything such as a fuel shortage, foot and mouth or even the large amounts of snow we had last winter, and again this year, are a disaster.

50

The past few years have been difficult for the hotel sector, do you foresee a successful year ahead?

We do not foresee a successful year ahead – hopefully no worse than this year. Fingers crossed for 2012, as people get used to the change in the world economic situation.

What qualities do you think a good hotelier needs?

The main qualities that a hotelier needs are a genuine enjoyment in looking after people, a very strong sense of humour and endless patience. Having a skin as thick as a rhino also helps, as does being a good odd job person.

What advice would you give to anyone wanting to own, and run, a hotel?

As I mentioned previously, make sure you do have a good sense of humour and that you genuinely like most people. If you need a structured day, with a regular pattern for eating, sleeping and time off, do not buy a small hotel. Make sure it is large enough to support a manager and let them do the unsocial hours and meals eaten on the run. Finally, do not do what many, many people say to us: “I would like to run a place just like Farlam when I retire.”

And finally, what future plans do you have for Farlam Hall?

Our plans for the future are simply to carry on while the three of us are all still enjoying what we do, and are able to ensure that Farlam can keep up to the standards, and changes, expected in these modern times.

www.hotelmagazine.co.uk

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