FHRI magazine

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NOVEMBER 2012

magazine A MONTHLY ON HOSPITALITY TRADE

Vol 12 Issue 11 Pages 72 `50 By DDP Publications

Feel@Home Homestay concept is the newest avenue that hospitality is venturing into, innovatively

NEWEST SHERATON IN MACAU

The hotel is creating a lot of buzz for being the biggest Sheraton ever

AWARDING CULINARY EXCELLENCE Chef Davinder Kumar, President, ICF, talks about the 9th Annual International Chef Awards

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November 2012 COVER STORY

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Hospitality via Homestays Homestays, if not in cities, are surely becoming an attractive proposition in remote parts of India and need a much required fillip to emerge as one of the strong columns of hospitality Picture on the cover: Waltèrre, Upper Dehradun, Uttarakhand www.walterre.in

32 Cover Story

&217(176 THIS MONTH President’s Message FHRAI Desk News Updates Movements Products & Services Events

8 10 20 64 66 68

FEATURES Online: SEO Tips for Hotels Search Engine Optimisation (SEO) 40 has become an important aspect when it comes to marketing one’s company online 20 News You Can Use

Technology: Keys to Revenue Success Indian hotels can surely benchmark 42 their strategies based on the learning from other matured hotel markets Guest Column: Safeguard business through PCI DSS With rising concerns of organisations 44 to constantly protect themselves against cyber threats, an initiative by the Payment Card Industry (PCI) to come together is a welcome step Viewpoint: Promoting sustainability among hoteliers Despite numerous hurdles in the 46 hospitality sector, be it India or elsewhere in the world, Dr Ghassan AIDI, President, IHRA, remains an optimist

51 GM Canvas: Nishan Silva, GM, Radisson Blu Plaza Hyderabad

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CHAIRMAN PUBLICATIONS SUB-COMMITTEE Vijai Pande EDITOR Deepa Sethi - deepa@ddppl.com ASSISTANT EDITOR Sanjeev Bhar - sanjeev@ddppl.com DESK EDITOR Neelam Singh - neelam@ddppl.com SUB-EDITOR Ramya J.S. D’Rozario ADVERTISING Gunjan Sabikhi - gunjan@ddppl.com

54 Explore: Sheraton Macao Cotai Central

CREATIVE DESIGN Alpana Khare Neeraj Aggarwal

Perspective: Boosting NE tourism In order to push the tourism sector 48 of the North East region of the country, CII in collaboration with DoNER and NEC organised a workshop in the capital ‘Making the North Eastern Region Tourism Ready’

FHRAI - MARKETING S.P. Joshi PRODUCTION MANAGER Anil Kharbanda

FHRAI B-82, 8th Floor, Himalaya House Kasturba Gandhi Marg, New Delhi 110001 Tel: 91-11-40780780, Fax: +91-11-40780777 Email: fhrai@vsnl.com

GM Canvas: Small steps, big hopes Nishan Silva, GM of the Radisson 51 Blu Plaza Hyderabad, feels that food proposition has given the hotel a much needed edge towards embarking on an upward rise Explore: Grandness Personified Keeping up with the spirit of 54 Macau’s Cotai Strip, the biggest Sheraton in the world is launched in Macau

Delhi Prateek Sahay - prateek@ddppl.com (+919650911388) Shradha Kapoor - shradha@ddppl.com (+919650196525) Udit Pandey - udit@ddppl.com Shailendra Shukla - shailendra@ddppl.com Mumbai Harshal Ashar - harshal@ddppl.com (+919619499167)

FHRAI Magazine is published, edited and printed monthly by DDP Publication Pvt. Ltd. On behalf of Federation of Hotel and Restaurant Associations of India and published from DDP Publications Pvt. Ltd. 72 Todarmal Road New Delhi 110001 Email: fhraimag@ddppl.com Tel : 91-11-23731971 Fax: 91-11-23351503 PRINTED AT CIRRUS GRAPHICS PVT. LTD. B 62/14, Phase-II, Naraina Industrial Area New Delhi 110028

66 Products & Services

This issue of FHRAI Magazine contains 68+4 pages cover All information in the FHRAI Magazine is derived from sources, which we consider reliable and a sincere effort is made to report accurate information. It is passed on to our readers without any responsibility on our part. The publisher regrets that he cannot accept liability for errors and omissions contained in this publication, however caused. Similarly, opinions/views expressed by third parties in abstract and/or in interviews are not necessarily shared by FHRAI Magazine or DDP. However, we wish to advice our readers that one or more recognised authorities may hold different views than those reported. Material used in this publication is intended advice before acting on information contained in this publication which is provided for general use, and may not be appropriate for the readers’ particular circumstances. Contents of this publication are copyright. No part of FHRAI Magazine or any part of the contents thereof may be reproduced, stored in retrieval system or transmitted in any form without the permission of the publication in writing. The same rule applies when there is a copyright or the article is taken from another publication. An exemption is hereby granted for the extracts used for the purpose of fair review, provided two copies of the same publication are sent to us for our records. Publications reproducing material either in part or in whole, without permission could face legal action. The publisher assumes no responsibility for returning any material solicited or unsolicited nor is he responsible for material lost or damaged. product or services offered. The publisher reserves the right to refuse, withdraw, amend or otherwise deal with all advertisements without explanation. All advertisements must comply with the Indian and International Advertisements Code. The publisher will not be liable for any damage or loss caused by delayed publication, error or failure of an advertisement to appear.

Chef Talk: Celebrating the Culinary Art form Tipped as one of the foremost 60 events in the chef fraternity, the annual International Chef Awards is aimed at offering a gastronomic experience through competing chefs Education: Roadmap for Indian hospitality education In the 21st Century, 62 hospitality education is yet waiting to be explored in a manner that benefits all stakeholders in the hospitality sector 68 Events

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president’s message

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Dear fellow members, At the outset, on behalf of FHRAI Executive Committee and our members across the country, it is my distinct privilege to congratulate and extend a warm welcome to Shri K. Chiranjeevi, who recently assumed charge as the Union Minister of Tourism. For over three decades, Shri Chiranjeevi has been a charismatic and inspirational icon for millions, not only by virtue of his formidable talent and extraordinary success in the field of cinema, but due to his firm commitment and dedication to selfless public service as well. I am confident that under his dynamic leadership, both the Ministry and our Industry, will collectively take great strides towards accomplishing the shared goal of ensuring that India assumes its rightful position among the world leaders in Tourism. We are, therefore, greatly heartened by the Hon’ble Minister’s explicit assurance that he would proactively address the various structural bottlenecks and constraints faced by the sector. At the World Travel Market in London this month, I will personally assure Shri Chiranjeevi of FHRAI’s steadfast cooperation and assistance in executing the important mandate which has been entrusted to the Ministry of Tourism by the Hon’ble Prime Minister to double the Foreign Tourists Arrivals and increase the employment

generated by tourism from the present 53 million to 80 million within the 12th FiveYear Plan period (2012 – 17). I must also place on record, our sincere gratitude to Shri Subodh Kant Sahai, the outgoing Union Minister of Tourism, Government of India. During his eventful tenure, Shri Sahai gave a strong impetus to the sector through a multitude of visionary policies and progressive initiatives. His adept stewardship and insightful guidance played a vital role in allowing us to deftly navigate the increasingly complex and uncertain macroeconomic environment. Shri Sahai has always been generous in his support and encouragement for FHRAI, whenever we called on him to seek his wise counsel on various issues confronting our Industry. On the policy front, in an eagerly anticipated development, the Union Cabinet has approved the landmark 12th Five-Year Plan (2012 – 2017) document. I have previously shared with you details of the ambitious growth trajectory, which has been envisioned for the tourism sector during the 12th Plan period. FHRAI is optimistic that this renewed and well-deserved trust signals a growing recognition in the highest echelons of the Government that tourism must be viewed as an integral element of our national

economic agenda and poverty alleviation strategy. A nearly three-fold increase in the allocation for tourism from `5,l56 crore to `15,190 crore has been proposed. This additional outlay will be indispensable in undertaking the much-needed investments to augment the tourism infrastructure including hotel accommodation, more effectively market India as a global destination, support capacity-building for skill development, promote the development of niche tourism products, etc. We believe that all stakeholders must now converge their efforts and diligently focus on translating the vision outlined in the 12th Plan into tangible reality. In a perceptive and far-sighted move in this regard, leading Industry Associations including FHRAI, have already collaborated to form an umbrella body, FAITH (Federation of Associations in Indian Tourism & Hospitality), which now stands poised to vigorously pursue the objectives which were enunciated at the time of its inception earlier this year. I would conclude by conveying my personal good wishes to all of you and your families for the ensuing festive season. With Best Wishes Vivek Nair President FHRAI vc-md@theleela.com

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Let the hospitality be

UPBEAT & PROSPEROUS

Vijai Pande Honorary Secretary FHRAI vijaipandit@yahoo.co.in

On the occasion of this festive season, I take this opportunity to welcome Shri K. Chiranjeevi as our new Union Tourism Minister. A famous film actor, he has also been awarded the Padma Bhushan. I wish him all success and hope that with the kind of precision he has paved his career path he will guide the tourism in a similar fashion.

I would like to draw the Hon’ble Minister’s attention towards the industry’s plight where we need his guidance in order to simplify the tasks. Our industry doesn’t function in isolation; it depends on myriad industries that altogether complete the possibility of tourism in the country. In tourism, Airlines, Railways, Finance Ministry, Ministry of Road Transport and Highways, states machineries, etc., are linked with each other to attain a common goal. But, in reality they are going in different directions. Formation of a committee with the industry where all the above mentioned departments can be represented is the need of the hour. Based on that, a joint committee report can be made by the Department of Tourism. This will provide a framework for the future action plan for tourism and reduce the huge gap that exists in the industry. For example, taxation, tariff, commissions, etc., vary from one point to another. The fact is that if the framework to govern tourism is made lucid then the revenue earned would be far more, thereby increasing the government’s share in terms of taxes. Huge taxation is the main hurdle that holds back the industry to lure customers and do better business. By making norms in favour of the tourism industry, we will be in a better

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position to serve tourists and at the same time paying taxes happily. Having our Tourism Minister from the south and Tourism Secretary from J&K, truly showcases India in true light and the diverse aspect of our country. The tourism departments across the states should contribute towards developing civic culture in India. We need to improve tourism-related places in a healthier way. We need to remove encroachments in Agra and make it a clean city to attract more tourists. We have Taj Mahal here – the 8th wonder of the world. Yet, the city does not have an airport for tourists in spite of the fact that some of the political leaders of the country belong to this state. In the 12th Five Year Plan, tourism is supposed to have received three-fold increase of funds.Though it remains a recommendation still, the reality would be known once the funds are actually allocated. Apart from this, the ministry should take hospitality and travel trade into consideration while deciding allocation of funds for various projects. It would be important to see if steps are taken to ensure that funds are properly utilised as most of the time it has been noticed that funds remain unused, leading to less allocation of funds in the following term. This means the opportunity is wasted. I hope our Hon’ble Tourism Minister will take the finer points into consideration as he starts his new role. The industry looks up to him for guidance and support. I also take this opportunity to wish all for the festive season which, I hope, will bring prosperity and happiness to the industry as well.

November 2012 I www.fhrai.com I

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Raman Rama takes over as Global President for HFTP On November 1, 2012 in Austin, Texas, Raman (R.P.) Rama officially started his term as the Global President for Hospitality Financial and Technology Professional (HFTP), with a directive to lead the association in carrying out its strategic goals. Rama is the vice president and CTO/CIO for JHM Hotels based out of South Carolina. Raman (R.P.) Rama A member for 22 years, Rama was recently honoured at the HFTP Annual Convention & Tradeshow in October 2012 in Orlando, Florida. “I have the vision, experience and principles to lead HFTP to a bright future,” said Rama. “I am honoured to represent the association as it looks to expand its services globally, as well as expand our members’ pool of resources through collaborations with international industry organisations,” he added. During his one-year term, Rama will follow the strategic plan established by the association’s Global Board in spring 2011. This includes branching out geographically in regions with vibrant hospitality businesses. The expansion would serve two purposes: to provide important educational and networking resources for hospitality finance and technology professionals across the globe, as well as build the value of the association as a global resource. In alignment with the plan, the HFTP Global Board voted to open an office in India to serve its growing Asian membership. The association is also developing the Global Hospitality Accounting System Users Guide, with assistance from hospitality schools in China, Switzerland and India. The guide is designed to be used internationally by hospitality organisations. “This is going to be a big challenge,” said Rama. “I don’t have all the answers, and I will rely on the input from the HFTP executive committee, board of directors, past presidents and staff to

present HFTP to the global community. I will also reach out to members for new ideas and input to take HFTP to the next level.” As part of his service, Rama will also represent HFTP at industry events in multiple countries including, China, UK and Germany. In addition, he will meet with HFTP members at chapter meetings and educational conferences in the United States. Rama is also looking to reach out to some hospitality-focussed and ownership associations (such as The Federation of Hotel

During his one-year term, Rama will follow the strategic plan established by the association’s Global Board in spring 2011. This includes branching out geographically in regions with vibrant hospitality businesses and Restaurant Associations in India – FHRAI, the Asian American Hotel Owners Association – AAHOA, Latino Hotel & Restaurant Association – LH&RA and the National Association of Black Hotel Owners and Operators – NABHOOD) with the goal of collaboration and sharing resources. As a co-owner of JHM Hotels, which runs 40+ properties and over 7,000 rooms, Rama has 30+ years of experience in the hospitality industry. At JHM Hotels, he is responsible for managing the IT infrastructure and planning, as well as establishing the company’s management information system and technology initiatives. He holds three hospitality industry certifications: CHA (Certified Hotel Administrator), CHTP (Certified Hospitality continued on page 14...

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K. Chiranjeevi assumes charge as Tourism Minister

Says personalities from Cineworld to be involved in Promotion of ‘Incredible India’ Shri K. Chiranjeevi assumed the charge as Union Minister of Tourism on November 1, 2012. Speaking to media persons on the occasion, he hoped that his 30 years of experience in cinema will help him to seek the cooperation of Cinestars in promoting ‘Incredible India’. He further said that India has a vast tourism potential with its variety of flora, fauna and monuments which is yet to be explored. The Minister said he will

discuss bottlenecks and constraints in the development of tourism infrastructure with various other ministries. Referring to the three-fold increase in the 12th Plan outlay for Tourism, Shri Chiranjeevi said this will go to a great extent in providing jobs for 2.5 crore people in the country. He said that the present share of India in International Tourism is very low and we should strive hard to increase it up to at least one per cent. Shri Chiranjeevi began his acting career in 1977 and has acted in 149 Telugu, three Tamil, three Hindi and two Kannada Films. He received Nargis Dutt Award for National Integration for his Home Production Rudra Veena. A recipient of seven Filmfare Awards for the Best Actor, he was conferred with Padma Bhushan, country’s third highest civilian honour, in 2006. He floated his political party Praja Rajayam and won 18 seats in 2009 Andhra Pradesh assembly elections. He merged his party with Congress last year and was elected to Rajya Sabha in April this year. (Source: Press Information Bureau, Government of India, Ministry of Tourism)

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Technology Professional) and CHAE (Certified Hospitality Accounting Executive).

In alignment with the plan, the HFTP Global Board voted to open an office in India to serve its growing Asian membership. The association is also developing the Global Hospitality Accounting System Users Guide, with assistance from hospitality schools in China, Switzerland and India

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HFTP, Austin, Texas, USA and Maastricht, The Netherlands, founded in 1952, is the global professional association for financial and technology personnel working in hotels, clubs and other hospitality-related businesses. HFTP provides first class educational opportunities, research, and publications to more than 4,800 members globally including, the premiere hospitality technology conference HITECfounded in 1972. HFTP also awards the only hospitality specific certifications for accounting and technology — the Certified Hospitality Accountant Executive (CHAE) and the Certified Hospitality Technology Professional (CHTP) designations. HFTP was founded in USA as the National Association of Hotel Accountants.

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“HRANI is targeting a 20 per cent increase in its membership”

Garish Oberoi President HRANI

The regional chapter of Federation of Hotel & Restaurant Associations of India (FHRAI), the Hotel & Restaurant Association of Northern India (HRANI) is currently the largest regional chapter of FHRAI. Elaborating on the initiatives of the association, Garish Oberoi, President, HRANI and Vice President, FHRAI, reveals, “The association over the past few years has been working on revitalising the regional chapter in all the nine-member states. As a result, HRANI is the largest regional chapter of FHRAI in terms of membership base.” The association has almost 1,500 members as of now. It has added at least 300 new members in the last two years. “Going forward, in the next two years the association is targeting to increase the membership by another 20 per cent. It will also update the membership data by removing the defaulters and non-serious members in the last couple of years,” the newly elected President says. Addressing concerns of the full infrastructure status for the hotel industry, he opines, “The hospitality industry has been demanding infrastructure status for a while now. With large sunk costs and long gestation periods, the industry is highly capital intensive. The

We have organised a number of workshops for our members in the past one year to explain the implications of the Food Safety & Standard Act (FSSA 2006). However, with this new Act, it is quite difficult for anybody without financial and professional backing to set up restaurants

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steady increase in borrowing costs over the past few years is not only undermining the financial viability of individual projects across the country, but is also clouding the investment horizon for the entire sector.” According to Oberoi, the announcement in the last budget was a half-hearted one. “The list of infrastructure status has only included ‘three-star or higher category classified hotels located outside cities with population of more than one million’. This unreasonable restriction also limits the intended beneficial impact of this policy initiative by excluding a majority of our industry from within its purview. The association will continue to pursue the infrastructure issue with the government in the coming budget as well,” he laments. Another roadblock in the industry is the presence of multiple taxes. Thus, the need of the hour is a rational tax structure regime, he adds. A long-term plan for the association to work on is also on the anvil. “The plan which has been compiled by the Working Group of HRANI will be published after taking suggestions from the members of the association.We have circulated the bullet points of the paper to our members and are awaiting their recommendations,” he points out. Terming the Food Safety & Standard Act (FSSA 2006) extremely difficult for the industry, Oberoi feels the industry has to just live with the difficult Act. “We have organised a number of workshops for our members in the past one year to explain the implications of the Act. However, with this new Act, it is quite difficult for anybody without financial and professional backing to set up restaurants,” he adds. Founded by the legendary Rai Bahadur M S Oberoi in 1950, HRANI has today grown as an association with more than 1,500 members from around 800 hotels, 600 restaurants and 100 associates from North India. by Megha Paul

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Managing hotels in a tumble SHAIL BAROT

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of service industries in India tumbled to a record low. The ICRA (Investment Information and Credit Rating Agency of India), which records the overall investment patterns for the industry, had recorded a growth plummet from 10.1% in 2011 to 7.7% in March 2012. The ICRA marks that Real Estate (construction) and Manufacturing Industry were amidst the most affected sectors, as consumer spending took a back seat. Exceptional events are compelling a stoppage, which certainly does not exempt the hotel industry from the economic recession. However, the global hotel industry seems to be on a path of slow recovery, having left behind two remarkably ! " region, however, the luxury hotel markets in USA and Europe have also shown signs of an upturn during the past 12 months. This article will present how proprietors and operators can safeguard themselves amidst such a precarious and variable hotel bazaar.

Global Recession Impact on the Indian Hotel Performance Hotels are considered to be a late impact industry whether the economic trend is considered to be optimistic or adverse. The root cause might originate from a number of reasons. Take business hotels for example, business patrons analyse their travel plans when they sense a slump in business activities. These initiatives might take some time to sieve past the yearly plans for travel concessions. Analysis carried out by Hospitality and Leisure on hotels’ performance data in the past, denote that # $ $ & months to record a variation in performance in line with the wider economy. While the larger picture looks progressive, ' * + of a slow improvement as the economic crunch gets more intense and bargained + - $ + throughout the country as results show a 1.2 per cent decline in RevPAR, propelled by a 1.0 per cent drop in occupancy, only in ' * / has been observed that hotel owners and operators use rate as a ploy to try and entice better volumes towards consumers who tighten their business muscles. A drop in the volume of rooms sold is trailed by a discount $ - classic hotel supply and demand pattern.

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You vs. the Recession Since almost a year, hotel owners and + 3 + - with numerous articles on the prevailing economic depression and how it is directly proportional to the ADR, RevPar and / + + $ the economy will rebound, or whether hotel occupancies and prices will regain previously anticipated numbers, it is apparent that corporates will continue to shy away from 4 ! 6 8 holiday parties over the coming year. When market conditions are bullish, hotels need to take conclusive footsteps to recognise the present economic state and ensure their own sustenance in the future. Having said that, I would like to draw the readers’ attention to the ideas that, in my opinion, are the key points to outlive a downturn. They do not appear in order of priority and some opinions would be more or less valuable, conditional to the hotels unique characteristics. 1. Avoid Decreasing ADR (Average Daily Rate) During recession, hotels often resort to cutting prices to gain market positioning and a competitive edge, and focus only on business volumes, not realising that this step could damage the business and the brand 9* +

- + cautiously to retain brand value and price openings for when revival does appear. 2. Emphasise on Cash Flow than ‘Cash is King!’. No company can sustain $ + + - $ ! + + - $ 8 hotel companies discover themselves in - $ + to spend money before they receive it in exchange for their services. Trusting only the + ; + the income statement can only show how much cash a hotel will ultimately generate. 3. Manage Labour Force In the hotels total operating expenses, labour cost is typically represented as the single largest expense, classically + * < = + ! *

basis by hotel managers will help hotel owners realise the exact requirements and overheads required to man the departments + $ * + 4. Zero-based Budgeting (ZBB) > * ? based budgeting is an approach that can be

$ + # In traditional budgeting, Hotel Managers justify only variances versus past years, based on the assumption that the ‘baseline’ is automatically approved. By contrast, in @ * budget must be approved, rather than only being changed. During the review process, no reference is made to the previous level of 4+ ? ' ' * @ 5. Develop a Marketing Plan with Accountability Unlike a strong economy wherein prospects are better and customers themselves reach out to the hotel, now the time has changed. In such a tough and competitive period, communication is a two way process rather than one way wherein hotels need to walk that extra mile to connect and engage with their customers more often than normal. The sales and marketing team should be made to give weekly growth updates on execution and how it is competing with the actual performance.

The Future? The persistent high occupancies of the past 18 months would lend some pricing power to the Indian Hotel Industry, which might attenuate the collision of rising fuel, food and employee costs. Subject to the market, some hotels may see a surge in incomes and earnings in the next quarter, while some may remain constant. In certain key developing states in India, large inventories of rooms being added would prevent any substantial increase in tariffs. Whereas global political and economic uncertainty, specially in regions like USA and Europe, could slow down business and tourist arrivals in India,

** # * 9 hotel industry remains positive, given the 3 + its rise as an economic dynamo, the growth in disposable incomes, the persistent investments in infrastructure, and the large existing gap between the demand and supply of hotel rooms. As long as India is able to keep a vigorous rate of economic development, demand would captivate new supplies of hotel rooms. (The author of the above article would like to express his gratitude to PwC’s Hospitality Directions Europe publication and the article “ Hotels: managing in a downturn� written by Stephen Broome, Robert Milburn and Liz Hall, for inspiring him. He can be reached at shail@viehospitalitygroup.com) (http://www.pwc.co.uk/assets/pdf/ukhotels-managing-the-downturn-issue18.pdf)

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Industry cautious as SC lifts tiger tourism ban With the Centre formally notifying fresh guidelines on tiger conservation, the Supreme Court has now cleared the decks for TIGER resumption of tourism activities in the areas reserved for the TALK tiger. A Bench of justices AK Patnaik and Swatantra Kumar gave the green signal for resumption of tourism activities, modifying its July 24, 2012 order by which it had earlier halted all tourismrelated activities in tiger reserve areas. For the tourism industry that had earlier suffered a major setback, this directive from the SC comes as a big relief. Affected by revenue loss due to the uncertainty surrounding the ban on wildlife tourism since July this year, the industry is now looking forward to a busier season. “It is now time to get back to work, to ensure that revenues that flow through park fees back into conservation and communities start flowing again, that livelihoods are restored and legitimate businesses are allowed to continue to show India’s very best natural heritage to its citizens,” Vishal Singh, Director, TOFT India, points out. According to Singh, the breather is just a mixed blessing. “The SC has surely lifted the ban. But due to the stricter forest guidelines now, the number of jeeps getting into the core areas has been reduced. This, in turn, implies that now lesser tourist can go inside the core areas. This only hurts the morale of the tour operators in the long-run,” he revealed. “Due to these ambiguous rules, each state is interpreting the ban lift in its own way and thus, business is getting affected in some states while it is as usual in the others. The state that has received a major setback is Madhya Pradesh. Ranthambore has not been hard hit despite stricter forest guidelines by the Rajasthan government,” he claims. “Tour operators can still diversify business and garner revenues from alternate sources. However, the lodge owners are still at stake and will have to work out a new strategy to cope up with the new rules,” he adds. Reiterating the concern of lodge and hotel owners in the forest reserves, Akanksha Garg Dewan, Director, Waxpol Hotels & Resorts, laments, “The overall picture of the wildlife tourism industry seems bad.We have certainly seen a drop in business. As the SC verdict came in late, we have witnessed group cancellations. This has affected our bottom line.” For example – in Pench, earlier while 102 jeeps (60 in the morning and 42 in the evening) were allowed per day inside the core areas, now it has been halved to almost 50 jeeps. With no guaranteed safaris, the tourists have become apprehensive about coming to wildlife parks, she adds. Some hospitality companies affected by the ban are back on track to promote their packages for the upcoming winter season. Taj Safaris, the unit within the Taj Group

of hotels that looks after adventures in the wildlife circuit, is offering promotional packages in four of its properties -- Kanha, Panna, Pench and Bandhavgarh National Parks in Madhya Pradesh. As a bulk of inbound tourist comes to India for its wildlife, the segment has witnessed a setback. Sunil C Gupta, Chairman-Uttar Pradesh Chapter, IATO and Director,Travel Bureau, feels, “We have seen a 20 per cent drop in business for the month of October and November at our company. Inbound needs a larger materialisation period. They book five-six months in advance. So that part of the business has certainly taken a hit. Thus, diversifying our business and looking at alternative tourism segments become detrimental for the success of the company. We are suggesting inbound tourists to choose other nature-related activities as opposed to wildlife.” However, the good news is domestic tourists in India are ever-increasing and this chunk of tourists book only last minute. This will help offset the challenges the industry is facing today, he says looking at the positive side. Highlights Subhash Verma, President, ADTOI, “We welcome the lifting of the ban. This will surely facilitate larger number of domestic tourists in the forest areas. Contrary to the notion that only inbound tourists are interested in wildlife, it has been noticed that mid- and high-end domestic travellers are also extremely enthusiastic. With the inbound being hit, we need to rely more on domestic travellers. It is too early to give out numbers but this segment will surely pick up soon.”

Hotel offers sustainability credit for corporate events ECO SENSITIVE

An innovative drive towards sustaining a healthy and a greener environment has been launched by Radisson Blu Plaza Hyderabad Banjara Hills, Hyderabad. It is a first-of-its kind ‘Sustainability Credit’ programme with an objective to minimise negative impact on the environment, encourage healthy living and positive behaviour, thereby ensuring a safe and secure atmosphere.

The hotel believes that their responsibilities extend beyond business investments and are consistently engaging in activities that contribute towards improving the environment around. Through this new programme, they aim to provide their guests with solutions which will help them contribute to the environment, while continuing to proceed with a successful event backed by the hotel’s 100 per cent guest satisfaction guarantee and their ‘Yes I Can!’ philosophy. For each solution they choose, the hotel will give them tangible credits in the form of a Cash Discount which will reflect in their final bill. On starting this unique sustainability initiative, Nishan Silva, GM Radisson Blu Plaza Hyderabad Banjara Hills said, “We believe that it’s not always about merely selling your services to the customers but also building trust in the brand, only then will they begin to see opportunities and understand what it means to ‘wow’ the customer by giving them more than they expected. Our new ‘Sustainability Credit’ programme is all about this and responding to the moral imperatives to address both climate change and resource depletion.”

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Accor to reduce ownership stakes to about 20 per cent The French hotel operator Accor has taken on an asset light strategy by eyeing the reduction of its ownership STAKES stakes to 20 per cent in the coming years. The move SALE is part of its consolidation strategy to position itself as the global market leader in the hospitality industry. Globally, the trend for the entire industry is to go for asset light model of expansion. Out of the current 44 per cent of hotels that Accor owns in its global portfolio, it will reduce the ownership stakes to about 20 per cent in the next two-three years. This was revealed by Michael Issenberg, Chairman - Asia Pacific, Accor. While talking about the recent downloading of stakes in the Formule1 in India, Issenberg revealed, “We develop assets and then sell, this is our global strategy. We are not in the business of holding assets, rather we recycle our capital. Especially, in economy brands such as Formule1, where we have a lot of expertise and products are specific, we invest initially then become partners,� he added. The process will be facilitated by the opening of new hotels and foray into newer destinations. “The company has 20 operational properties in

8 9 G ! " ! * J 8 G O Q " /+ 9 !

India and plans to open 90 hotels by 2015. It will take the total number of rooms to 4,000 by the end of this year and to 6,500 by the next year with the addition of 11 new hotels by 2013,� Issenberg said. The company that runs hotels under the Sofitel, Pullman, Ibis and Formule1 brands has committed US$250 million of investment for development and expansion of its business here. Further, Accor has sold a 60 per cent stake in 15 wholly-owned Formule1 hotel projects in India, to private equity firm, SAMHI, in line with its global strategy. The sale of the 60 per cent stake to SAMHI is in line with the Group’s ‘asset-light’ strategy to increase the proportion of its hotels operated under management contracts and franchise agreements. Following the deal, Accor will maintain a 40 per cent stake in the hotels and will continue to operate them under longterm operating agreements. Accor will retain the rights to own and/or develop further Formule1 projects in India. Today, Accor has 15 wholly-owned and leased developments under the Formule1 brand of hotels in India. Of these, the first two hotels have opened in Greater Noida and Ahmedabad with another hotel opening in Pune Hinjewadi by the end of this year. Accor has also announced its foray into Bangladesh, the company’s 17th territory in Asia Pacific with the signing of two upcoming hotels in Dhaka and Chittagong. “Accor is interested in expanding the South Asian network and is exploring opportunities in a number of markets. We are exploring further opportunities in Sri Lanka, although we have no firm commitments there currently,� Jean-Michel Casse, Senior Vice President Operations India, Accor highlighted.

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The Leela Group ties with Supertech for The Leela Palace Noida The Leela Palaces, Hotels and Resorts, is coming up with its ninth property in Noida through a management contract agreement with real estate EXPANSION developer Supertech. With an investment of `450 = 4 + + 4+ to be ready by 2016. The hotel is a part of mixed + Z + O + $ of `2,700 crore. According to Vivek Nair, Vice Chairman and 8 > [ 6 + $ +3 * $ \6 * $ + will get into more management contracts and follow the asset light ] 4+ + * * $ $ $ * $ ^ said. The company is also looking at launching Leela residences in partnership with Supertech to provide luxury service apartments. ! _ ` ! G ; 8 > O + Limited, “Supernova is an epitome of luxury and class and The Leela is also known for its opulent properties. This amalgamation of two premium brands will a connoisseurs’ destination with the best * * ** ^ “Noida is coming up with the best of facilities and infrastructure which is attracting a lot of corporates to set up their businesses here, thereby increasing the demand for hotels in the city. Also with

the opening up of Yamuna Expressway, the demand for this sector $ $ * ^ ! [ 6 + $ + $ + ' develop properties in Agra and Lake Ashtamudi in Kerala, where the group already owns land. In the property at Agra, each room would be facing the Taj Mahal. Located at a distance of 1.1 km away from the iconic monument, this is pegged as the closest property to the Taj Mahal. “The group plans to open hotels in Jaipur and Bengaluru. } & + $ ~ + * ^ Nair added. Currently, it has around 2,200 room inventories across } 6 8 $ > G 6 ` € + /* 4 $ + + $ ` 6 / $ + + to only management contracts, Nair revealed, “Hotel companies globally are doing so and keeping only a few trophy assets. We may

* 4 * $ + / 4 * $ ^ The group also mulls to raise `Â core assets. The company is looking at sale of land parcels in Hyderabad, Pune, Bengaluru and a business park in Chennai to reduce its debt burden.

[ _ ‚ _ Z ` " [ " ƒ _ Q # Q G 8 > [ " ƒ _ _ ` ! G ; 8 > O + [ 8 ! > O + [

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NEW HOTEL

HOTEL HINDUSTAN INTERNATIONAL ENTERS KARNATAKA Kolkata-based hotel company Hotel Hindusthan International (HHI) has announced its foray in Karnataka with the launch of its property in Bengaluru under the brand The HHI Select. The property, originally known as The Emilion, was taken over by the HHI group and has been re-modeled to be a business hotel with modern amenities and affordable pricing. This is the first hotel under the HHI Select brand. The HHI Select Bengaluru is located in the posh J P Nagar having 59 rooms with a gym, rest-o-bar and two banquets.The hotel has a dedicated business centre for the business traveller. “We have extensively renovated the property and are happy to have launched our first property in Karnataka. We have trained the hotel staff so that theyare now at par with the other HHI properties.We are committed to laying a strong foundation to deepen our focus in hotel development and look forward to a good response to the Select category of brand,� said Sanjiv Banerjee, VP, Sales & Marketing, HHI Group of Hotels. Each of the rooms is well furnished with complimentary Wi-Fi, comfortable beds, LCD televisions and 24-hour in-room dining. The premium rooms in the property offer web-enabled television which allows the guest to enjoy internet facilities on a bigger screen sitting in the comfort of their bed. The single multi-cuisine restaurant Onyx serves some of the best cuisines over a select variety of classic spirits. The interiors done in lilac, white, steel grey, shades of onion pink make it warm and inviting with distinct music playing at the backdrop. Splashes of colour, trendy furnishings, and artistic food presentations set the tone. The food offerings have been created with an eclectic touch to suit all tastes. This rest-o-bar offers a lounge environment complete with a DJ console for the guests looking to unwind themselves in the evening.

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NUICC to open its India headquarters in Jaipur On October 17, 2012, the National US India Chamber of Commerce (NUICC) announced its intention to open its India headquarters in Jaipur. NUICC has been appointed by the Commerce Secretary as the Advisor to the Commerce Department of the United States Government. The India office will become operational by January 2013, announced Purnima Voria, the CEO of NUICC and the National Advisor to the Obama Administration, United States Department of Commerce. She further announced that Apurv Kumar, Managing Director of the Clarks Group of Hotels, has been chosen by the Board of Directors of NUICC to be the Country Head of NUICC in India. She said that Kumar is an innovator in the hospitality industry for close to three decades and is a well-known name in the business world. As a Country Head of NUICC, he will also be instrumental in giving the country’s trade a fillip worldwide. It is to be noted that the Chamber’s India office will strictly provide a platform to consummate business deals successfully with serious follow-up efforts to ensure business communities interests. It will be a nation-wide effort. Kumar said that the decision of NUICC will certainly give an impetus to business and industrialisation. He added that he is aware of the onerous responsibility of heading the NUICC office in India and he hoped to strengthen the US and India bilateral trade. The Prime Minister Office itself has appreciated the efforts of NUICC in strengthening the Indo-US relations. Meanwhile, the Government of Rajasthan, the Industrial and Trade Bodies as well as the opposition leaders have welcomed the decision of NUICC to open its India office in Jaipur. The Rajasthan Industries Minister, Rajendra Pareek, said, “The fact that Rajasthan is known world Apurv Kumar over for having produced industrial stalwarts is remarkable. Some of the most well known names of the country’s business arena are from this state. However, what is most pertinent is that in the past few years, the State has made rapid strides in the field of industrialisation. It is in this context that I am happy to learn that Rajasthan has been chosen by the prestigious National US India Chamber of Commerce to open its India Headquarter in Jaipur.”

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Banyan Tree Hotels and Resorts announces its first India property in Kerala Banyan Tree Hotels and Resorts has announced the launch of Banyan Tree Kerala in first quarter of 2013. The resort’s debut will mark the entry of its first property in India. Known for setting on a private island in the backwaters of ’God’s Own Country’, the new property will be an allpool villa retreat. Located on the private island of Nediyathuruthu in the Alleppey district of Kerala, the resort will be an hour south of Kochi International Airport and a 10-minute boat ride from the resort’s private jetty in nearby Vaduthala. It would offer an idyllic setting to discover the beaches, canals, lush tropical greenery and Ayurvedic therapies. Each of the resort’s 59 villas features a private pool and expansive views of the surrounding waterways and canals. Boasting local architectural accents of gabled roofs and carved wooden facades, the villa interiors showcase indigenous materials such as coir - a natural fibre extracted from the husk of coconuts, ornamental wood carvings, paintings and frescoes as well as Kathakali art, referencing the traditional and highly stylized classical Indian dance-drama from Kerala. Banyan Tree Kerala will also feature the Group’s first dedicated Ayurvedic Centre which offers personalised consultations by qualified Ayurvedic doctors. Guests may enjoy these and a variety of other wellness therapies from the award-winning Banyan Tree Spa in one of the four Ayurvedic treatment rooms or one of the six Spa pavilions. The Banyan Tree Gallery will showcase unique items sourced from local handicraft traditions and materials. There will be a boardroom and two meeting rooms ranging from 25 to 40 sqm with a capacity of holding eight to 18 people each. The 212 sqm banquet hall accommodates up to 150 guests and is ideal for sophisticated gatherings and gala functions. Further, the Activity Island, situated just five minutes away from the main resort, is home to a multi-purpose deck that can accommodate groups of approximately 150 guests.

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FIRST KEMPINSKI HOTEL TO EXPLORE EAST DELHI

Europe-based Kempinski Hotels is now re-entering the Indian hospitality market. After parting ways with The Leela Group in February, the company has now formed a partnership with the Delhi-based Ambience Group. The strategy is for Ambience to own the hotel asset, with Kempinski managing its day-to-day operations. The first property under the partnership, the Kempinski Ambience Hotel Delhi, will open in East Delhi by this year-end. Talking about The Leela Group and Kempinski relationship for the last two decades, Vella Ramasawmy, General Manager, Kempinski Ambience Hotel Delhi, remarks, “Kempinski has shared a long-standing and mutually successful relationship with The Leela Group for over two decades. But now both groups see an opportunity to grow their brands individually in India. When we partnered with The Leela Group in India, we practiced the European hospitality and service standards in the industry here. However, with the influx of international hotel chains in the Indian market, the country is becoming increasingly conspicuous on the world tourism map.” The group

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now sees an opportunity to take luxury to a higher level by offering guests space and the best services which makes it a ‘once-in-a-lifetime’ journey. “Kempinski’s strategy has been to create one of the world’s most desirable and luxurious hotels - either trophy hotels or market leaders and we believe in following the same practice going forward,” he adds. Inspired by an exquisite European flair, the first Kempinski hotel in India will have 480 rooms and suites encased within two towers, a 25,000 sq ft pillarless ballroom - the largest in a five-star deluxe hotel in India accommodating up to 6,000 guests, two swimming pools with Jacuzzi and water curtains, spa with hammam treatment room, two fitness centres, a yoga deck and other facilities, he claims. According to the GM, the hotel will cash in on the unsaturated market of Shahdara in East Delhi. “This flagship luxury property is strategically located in the capital’s most developed district by most standards, as released by the recent Census data on houses, household amenities and assets. The hotel is strategically located and is well-connected to the airport, Metro stations and prominent entertainment destinations in Delhi and Noida,” he reveals.

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Hospitality via Homestays Homestays, if not in cities, are surely becoming an attractive proposition in remote parts of India. Though, at its nascent stage, this segment is even getting expertise from organised hospitality players. Yet, it needs a much required fillip to make it emerge as one of the strong columns of hospitality. PEDEN DOMA BHUTIA

Nanital Homestay, Mahindra Homestays

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I

nteresting marketing taglines for homestays have been becoming an interesting facet to promote the 3 + + + „ … # # 3 …] + # + 3 to name a few of them. These are some of the # - $ themselves to potential guests. But today, when you travel, you can actually stay at someone’s ‘home’, only that the host may be a total stranger.

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clients. Europeans prefer homestay because it gives them

+

4+

* ~ $ Z ^ The fact that there is a lure of mutual learning between the guest and host, the concept of homestay has taken off among those who look beyond excursions. Some have opted this form of business due to a dire need * ! /$ " +# 3 ‡ `

Emerald Isle, Alappuzha, Kerala

What makes them different? Q J 8 > *

† 9 Kerala, feels that hotels only perform the duty of providing rooms and serving food. “What differentiates us from hotels and resorts is that we give more personal attention to our

Homestays offer a plethora of options to stay at, from the most palatial of houses to some modest ones

Final Fhrai November.indd 33

Kerala, started the homestay in 1999, as the main occupation agriculture was not supporting * $ \] needed an additional income and that is when my husband thought of homestays. Since we had a huge farm, it worked well for us. Tourism became a value addition to the farms. We started with one cottage and today we have several and during peak seasons we are booked completely. However, we don’t want to become too big as we want to keep it small and private * ^

Westerners who are used to luxury hotels love homestays as it is a very informal setting.There is a lot of interaction with the host and there are less chances of feeling homesick

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Welcoming pets too Now homestay owners are even going a step further by allowing customers to bring their pets along with them. This is possible because of the scope of space, limited guests and giving them an additional lure of ‘emotional luxury’ as a pet lover would $ $ opportunity to holiday with restrictions that come for having pets. Mahindra Homestays has been organising such holidays that actually enriche customer satisfaction with a great value addition.

Connoor Homestay

An experiential option The scope of homestays is comparatively new. As a concept, better known as bed and #* };} $ + # + 9 As an affordable option to experience India, they offer a plethora of options to stay at, from the most palatial of houses to some modest ones, all offering a slice of Indian hospitality at its best. G" 8 /$ * ! 8 @ in Kerala, better known as the founder of the

Tying up with travel agents could be a significant source of revenue for homestays, but since these places have limited rooms they have to shut their doors to other potential guests once the rooms fill up

concept of homestay in the country, has his ancestral property from the British times that has been a quite popular homestay. He articulates, “Westerners who are used to luxury hotels love homestays as it is a very informal setting. There is a lot of interaction with the host and there are less chances of * # ^ ! is also a kind of bonding and attachment that takes place between the hosts and guests where they eat together, exchange thoughts and ideas, customs, traditions and so on. “Also, single women travellers find this a safer option as she stays with a * ^

Kalarickal Heritage Homestay,Thekkady, Kerala

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Ayisha Manzil, Kerala

Says Vimla Dorairaju, Business Head of 8 ƒ

\‡

scale of 10 we have received above 8.9 across all sectors. Initially, we had reservations about Indians taking it up, but we have been pleasantly surprised by the response. We have been growing every year by 30 per cent or so. When $ $ Š + + in the last three years, it has doubled and now $ = + + ^

Homestays vs Hotels & Resorts

that one gets a better feel of the place and personal attention of the hosts. “It’s more cozy and private and less crowded than a hotel. Also the host family Joining hands is involved directly to make sure the guests are with a hospitality $ # * ^ } $ $

group is homestay because at the end, it won’t provide profitable for new facilities of a hotel or resort? Moosa responds by homestays in the saying that the basic principle of homestays is that market who need to build a name anyone opting for homestays should feel part of a and clientele family and part of someone’s home. “Unless this is followed, homestays will be nothing different than a bed and breakfast or hotel. Many people today are diluting the concept of homestays and not * $ ^ ] 3 + behave differently in front of the guests and we go on leading our normal daily lives, adds Anu.

O + + + * $ + *

** 4+ ! *

Being a secondary source of income for most people, the homestay sector so far is not very organised, except a few instances

36

Homestays today have edged hotels by far in terms of likings when guests are looking for a different experience, feels Nirmala Babu, the owner of Taamara Homestay in Alappuzha, Kerala. He says, “I feel that homestays have already made its mark in the industry. It is in the hands of each home owner to sustain and develop the relationship between them and the 4 + ^ However, there are concerns related to services being given to customers. Job is also of the viewpoint that many homestay owners are not giving quality services and imparting a bad reputation to the entire segment. He says “There are a lot of

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homestays in the country but not all provide good services. Many of them just give basic amenities ^ *

+ + + ++ \9 ^ J \ of prior agreement of facilities to be provided to clients by homestay owners so that the status of

** ^

Homestay can still continue to survive on its own and remain unbranded in a sense. A homestay is more The possibility for these standalone, with cozy and private and no parent hospitality name aligning with it, less crowded than a doing well in the market is a high possibility hotel. Also the host due to their unique product appeal. Anu says, family is involved \] 3 $ + $ directly to make sure hospitality groups as we have been in the the guests are well market for a long time and our guests know taken care of us. We get a lot of repeat customers too so # $ * ^ Though, newer homestays on the block are surely getting lured to earn quick recognition through aggressive marketing tools of big players in the }

\9 *

+ hospitality sector. the smaller ones, to be better represented and promoted by

Absorbing expertise

the big players in the industry. In fact, if I get any lucrative offer which allows me to impart my personal handlings of the 9 $ + $ + ^ There is no harm in getting the guidance. Job says, “Joining $ + + + * $

in the market who need to build a name and clientele. It helps them to get more bookings and they also provide them more * #

# $ in the market and already established, it is useless joining a corporate company for marketing. We will also have to share

* + $ +

economically viable decision for us.

Final Fhrai November.indd 37

Is it lagging behind? In spite of all this, the sector still lags behind. Being a secondary source of income for most people, the homestay sector so far is not very organised, except a few instances. ! # } $ G / * 9 * + ! 3 leading vacation rental site, says that owners need to show more interest in showcasing their properties, “If you compare the way in which owners elsewhere showcase their properties $ + 3 homestay owners are far behind. Also, owners are a little

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The online focus In line with the company’s ongoing attempt to make holidays special for travellers, this campaign will make the travelling experience of tourists much more personalised, easier and full of fun. For the campaign, HolidayIQ will tie-up with more than 400 hotels, resorts, homestays and guest houses in Goa to enroll them into ReviewDirect, an engine which allows all guests to provide their personal feedback about any particular hotel or any other stay options on HolidayIQ. Commenting on the campaign, Hari Nair, Founder and CEO, HolidayIQ, stated, “We at HolidayIQ believe that a travel experience is never complete until you review your experience. In fact, HolidayIQ also believes that writing a review is a gift from one traveller to another. By writing a review, people are doing good to others. The self-gratitude of doing this is unfathomable. And if you don’t believe this, write a review and experience the feeling yourself! Through this campaign, we not only hope to accumulate a good number of reviews but also aim to create a complete travel experience for our smart travellers. We are sure that this campaign will help in creating an unforgettable Goan holiday for everyone along with contributing to the growth of the tourism industry as a whole.”

wary about the screening of guests. These days there are classi ed websites where one can enlist one’s property, but these websites don’t facilitate guest-owner communication.” Subhash Verma, President, Association of Domestic Travel Operators in India (ADTOI), agrees that promotion is a major impediment and adds, “The Ministry of Tourism had started approving some establishments as B&B and I was part of the panel that approved 96 such B&Bs, of which there were also some places

Castle Bera-Pali, Rajasthan

that were letting out only 2 or 3 rooms. And, in most cases they depend on the ministry to promote their establishments. Since most of the B&Bs in Delhi and NCR still operate individually, therefore, promotion on an individual level is very expensive. In India, the homestay sector is still operating at a very nascent stage and tying up with tour operators for B&Bs that operate with 2-3 rooms is not a pro table deal for either of them.”

In India, the homestay sector is still operating at a very nascent stage and tying up with tour operators for B&Bs that operate with 2-3 rooms is not a profitable deal for either of them

Mallikka Zafar of Unique India Tours, who offers h her guests three options of stay – homestay, b budget and luxury – on their tours, agrees that p promotion is a major roadblock in popularising tthis sector. “Tying up with travel agents could be a signi cant source of revenue for homestays, b but since these places have limited rooms they h have to shut their doors to other potential guests o once the rooms ll up,” says Zafar. However, she is positive that the sector will continue to grow a and will soon become a signi cant player in the h hospitality industry.

Overcoming Ignorance At the moment, ignorance is plaguing the growth of this segment of hospitality. Verma feels, “People do not have a proper channel to contact tour operators, some do approach tour operators but that is on a more personal level than professional. In India, it is a very recent development and it will take some time for this sector to get organised. Some of them are approaching online sites that are also promoting hotels, but there is no organised marketing happening here.”

Ambaddy Estate, Kerala

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November 2012 I www.fhrai.com I

Dorairaju too agrees that awareness is an issue that needs to be tackled. “The challenge of making people aware is a major disadvantage. People don’t really know what to expect

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out of homestays. There is a homestay for everyone, but not everyone knows about it. While some may tie-up with travel agents, for most it is dif cult. And then, of course, travel agents can only come into the picture when there is a higher return assured. Individuals can either take the help of the government or tie-up with groups like Mahindra Homestays. In places like Kerala, Himachal Pradesh and Rajasthan, the homestay owners have signed an MoU with the state governments for joint promotion.”

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With the advent of social media and technology, homestay owners now have a platform to promote themselves with low cost, albeit effective manner

saying yes to it. Many feel that homestays collaborating Biswal says that the communication mechanism between with corporate hospitality groups should never have owners and guests should be strengthened to make each happened. Moosa argues, “It completely kills one understand what they expect from the other. tthe concept of homestays and breaks away “Through our website, we let travellers and owners ffrom the basic principles of homestays. It is interact before nalising on a property. Travellers llike an encroachment.” The feeling is that there can express interest and then ask questions to In places like Kerala, sshould be limited or no marketing as such. Only the owners. Also, we try and verify whatever is Himachal Pradesh w word of mouth promotion should pave its way listed by the owners to make sure that the guests and Rajasthan, the tto future. But it is the other way round that is do not face problems during their stay and we homestay owners h happening. Good or bad, people surely know also have a review system.” have signed an MoU with the state w what a homestay is and how it adds yet another governments for u unique dimension to hospitality that travellers With the advent of social media and technology, joint promotion a are indulging in to experience. homestay owners now have a platform to promote themselves with low cost, albeit in an ((With inputs from Dency Mathew in Mumbai and effective manner. And why not, after all, there’s S Sanjeev Bhar in Delhi.) no place like ‘home’, right? Though not all are

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7L SV IRU +RWHOV It has been tested that the Search Engine Optimisation (SEO) has become an important aspect when it comes to marketing one’s company online. There are a few tips which can benefit companies while trying to achieve a strong online approach. AVIJIT ARYA

I

O†/ + O + $ 6 O † /+ April 24, 2012, many companies paying O†/ + * 3 $

… # * O†/ game’. Both try their best to beat each other. Even as had gone obsolete on web 6 + $ $ 2.0, while many others

$ # O†/ * $ $

* 6 operation. In a statement $ 9 6 $ 6 released in September, Panda update, refreshed to Panda 3.5 in 2012, and Including your hotel 6 " " + $ O†/ ' name in the Meta as a result of which many well ranked websites went Title is an important in reality, is a good news * $ O†/ + 6 6 way of getting practitioners, for their Search Engine Result Pages (SERP) 82 per cent share of the world market, there is higher visibility. are bound to improve, because Penguin is designed to absolutely no alternative but to stay updated, and When your hotel block only those engaging in grey or black hat practices. adapt continuously to the new algorithms imposed by name is clubbed 6 ] # Z * O†/ + with the city name Penguin created massive tremors in the market, as for * 6 in the Meta Title,

$ $ $ O†/ + that are subject to continuous alteration. In 2011, it will throw your will be rewarded and which will be penalised. Though 6 $ hotel web page in gradually the mist lifted, and things became clearer. = O†/ searches that are practitioners all over the world a nightmare. city-specific O * O†/ + * #

+ 6 $ " + index or demote the websites engaging in questionable

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of each page may be a safe and rewarding exercise. 301 Redirects comes handy when some changes have 6 8 8 been made in the URL structure. Determining important

8 > + O / Once used heavily keywords by analysing visitor search patterns is Including your hotel name in the Meta Title is an important by search engines

$ * * O / way of getting higher visibility. When your hotel name is to determine their it requires special softwares. Downloading speed is clubbed with the city name in the Meta Title, it will throw page ranking, it has another important determinant of your page rank.

$ + + fallen in complete Meta descriptions are not relevant for page ranking, but oblivion, so much O * $ they are visible to the reader, with the keywords in bold. so that pages stuffed $ This increases the chances that readers will pick on you with too many 6 + * $ $ + and the greater is the number of clicks on your website, keywords and key case it is one of the major causes of high bouncing rate the better will be your page ranking in search engine phrases may even be

6 + $ $ results.To put things into perspective, Avijit Arya, digital penalised ' * + marketing expert in hospitality sector states, “Meta tags also ensure better ranking are like postal addresses with your name and details. 9 $ + $ As is with physical addresses, the moment someone getting more likes and positive response about your hotel reads them, they know where they are about to enter also improves your ranking and whether they want to enter. What you must remember is that meta 8[ = * $ $ # $ $ tags are being read by the search engines as well as the actual users 6 $ ' ** #

# + ^ By following the above mentioned techniques, hotels can improve $ + # * $ consequently convert them into higher revenue. / + # it has fallen in complete oblivion, so much so that pages stuffed (The writer is the Chief Mogul of the Internet Moguls. The views with too many keywords and key phrases may even be penalised. expressed by the author are personal.) Though, inclusion of keywords on your homepage, and in Meta Titles

HIGHER VISIBILITY

KEYWORD DENSITY

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Keys to Revenue Success Indian hotels are bound to show differences in revenue management when compared with their developed counterparts elsewhere. But they can surely benchmark their strategies based on the learning from other matured hotel markets. SIVAPRASAD GANGADHARAN

T

he rapid expansion of international hotel brands into 9 * $ properties across the country have led to ever greater levels of competition within the industry. As a result, many hoteliers in India are now looking to update their operational strategies and systems in order to ensure revenue is being maximised. It is generally accepted that the revenue management culture in India is still in a developing stage compared with more matured markets like US and Europe. While there are real differences in best practice when it comes to hotel revenue management, it is fair to say that hoteliers in India could look to benchmark their own revenue strategies against the more developed revenue cultures.

OCCUPANCY VS. REVPAR

/ * + 9 # keep up with market leaders is to shift from occupancy to revenue per available room (RevPAR) as a measurement of a hotel’s success. ' * * * term, more strategic approach, in which revenue management is central to all room rates and ancillary service pricing decisions. ƒ hotel’s booking history and current activity levels to forecast demand as accurately as possible. During periods of high demand, revenue managers increase rates. When demand is low, they discount them, thereby maximising revenue under both scenarios. However, forecasting and pricing decisions are rarely this simple. Amid heavy

One common mistake that hotels can make is to be sold-out with lower-rated business, with the availability of higher-rated business that later had to be turned away

42

/ ! - 3 impossible to look at a hotel’s booking history and identify trends because the booking patterns are changing constantly, making it hard for revenue managers to recognise changes in demand and react in # + 9 + collecting, evaluating and calculating data via Excel spreadsheets is not only a tedious process, it’s also slow and highly susceptible to error.

RELYING ON REVENUE MANAGEMENT

Through a series of complex, specialised algorithms and countless calculations, revenue management systems automatically assess hotel performance on a daily, weekly, monthly and annual basis. This allows revenue managers to quickly compare rooms sold and revenue accrued

# provides updated reports every evening; some systems can even pull data every hour. This gives revenue managers and hoteliers a clear * * + + business intelligence and accurate forecasting makes it easier for revenue managers to determine correct pricing, optimise demand and increase revenue across their property or portfolio of properties. ƒ Z ; * for strategic revenue management, and the complexity and extent of analysis and decisions required can only be provided by an automated revenue management system. It provides the hotel’s revenue management team with a view to the true volume and value of demand to come, enabling the revenue manager to book the right business at the right time and at the right price. * system in place should not be underestimated. The sheer amount of time it takes a revenue manager to collect and evaluate data via †4 + *

8 + # system in place gives them more time to analyse data and make better strategic decisions for the hotel. Dhiraj Trivedi, AVP, Revenue and Electronic Distribution for Royal / ƒ

+ detailed picture of what the hotel can expect, giving its revenue managers time to analyse information and develop strategies to meet the market conditions.

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The increased business intelligence and accurate forecasting make it easier for revenue managers to determine correct pricing, optimise demand and increase revenue DRAWING THE BENEFITS

Strategic revenue management has also resulted in an expanded remit for the revenue manager. A revenue department does not operate in isolation within a hotel. By working more closely with other departments, particularly sales and marketing, revenue managers can instil their discipline throughout the organisation, resulting in increased business and revenue for the hotel. Today, the role a revenue +

- *

ƒ to create an environment where the revenue manager takes

+ + * making process by providing facts, data and analysis. Each hotel department possesses data and strategies that, when used together, create an impressive combination. However, in order to really sync together, the departments need to have a common goal and should be closer to each _

/ 3 _8O + various selling and promotional arms of the hotel chain as a whole, to help deliver greater insight into segmentation and drive incremental revenue. Trivedi believes that the central reservations, revenue and sales and marketing teams have + * _8O \O the implementation, these teams are now able to deliver suggested pricing for group bookings – keeping our hotels + * + ^

/ # # $ $ $ * business that later had to be turned away. To avoid working at cross purposes, it is important to ensure that all the teams and departments of a hotel are aligned. This can be done through a weekly revenue meeting where direction, strategy and expected outcomes are discussed. Technology can help hoteliers improve the forecasting process and helps foster more strategic and proactive pricing decisions. By implementing revenue management software, revenue managers in India can more easily identify and capitalise upon today’s complex booking trends to ensure their hotel remains competitive.

(The writer is the Regional Director Subcontinent Sales for IDeaS. The views expressed by the author are personal.)

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Safeguard business through PCI DSS With rising concerns of organisations to constantly protect themselves against cyber threats, the step by the Payment Card Industry (PCI) to come together in order to check is a welcome step. Now organisations need to comply with PCI to guard them. A lowdown on the PCI benefits... ZAHID MEMON n the year 2006, leading credit card companies came together and formed the Payment Card Industry Data Security Standards, commonly referred as PCI DSS or PCI. The objective was to protect the customer by eliminating fraud usage and the risk of misuse of payment card data. It is the obligation of all business operations accepting payment cards to comply with PCI and protect customer payment information.

I

PCI compliance is an ever evolving subject and impacts various businesses from banks, to online marketplace and to retail merchants. The PCI Security Standards Council is the governing body which offers a framework for developing standards and secure processes for protecting payment card data.

Finer Points )RU PRUH LQIRUPDWLRQ RQ 3&, 6HFXULW\ 6WDQGDUGV &RXQFLOÂśV IUDPHZRUN IRU GHYHORSLQJ VWDQGDUGV DQG VHFXUH SURFHVVHV ORJ RQ WR KWWSV ZZZ SFLVHFXULW\VWDQGDUGV RUJ ' * - * monetary to business-ceasing.

Corporates Responsibility

The onus of PCI compliance lies with the business, i.e., the hotels or restaurants. It is the responsibility of the business to investigate if the software and systems deployed are in conformance with PCI DSS. Also, the business should conduct periodic audits of all business processes to ensure PCI compliance. } $ + * ' for compliance by PCI Security Council, also known as ‘control objectives’. ˜ } $ # ? 8 9 $ +

- Do not use vendor-supplied defaults for system passwords and other security parameters ˜ "

- Protect stored cardholder data In the past, commercial crime was limited to theft, burglary and - Encrypt transmission of cardholder data across open, public shop lifting. Cyber theft is an addition to this list. Cyber thieves networks are capable of doing more harm to the business than just ˜ 8

+ stealing money from the front desk or restaurant cash registers. Use and regularly update anti-virus software The negative impact to the hotel or restaurant’s reputation is Develop and maintain secure systems and applications beyond estimate. Hotels have traditionally been a vulnerable ˜ 9 + target for cyber crime and stealing credit card information. - Restrict access to cardholder data by business need-to-know - Assign a unique ID to each person with computer access - Restrict physical access to cardholder data It is the obligation ˜ _ $ # of all business All business operations accepting credit and debit operations accepting - Track and monitor all access to network cards must comply with PCI and adopt systems and payment cards resources and cardholder data processes to protect sensitive customer payment to comply with - Regularly test security systems and information. Non-compliance puts the operation at PCI and protect processes great risk, leaving the business and its customers/ customer payment ˜ 8 9 * O "

guests vulnerable. Some implications could be information 8 + * monetary penalties, increased card processing security fees, loss of the ability to accept payment cards, legal liabilities, bad publicity and brand

Need of PCI DSS

Implications of PCI Non-Compliance

44

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Conclusion It is our duty to protect our customer’s/guest’s sensitive data. * $ imperative in the larger interest of our business operations. ] "G9 + + accorded the highest priority } + data and information should be implemented and audited periodically software systems and infrastructure are PCI DSS compliant All business * + operations current with PCI DSS requirements accepting credit and Similar to serving food, beverage or providing clean guest rooms, PCI compliance has also become an integral part of the hotel and restaurant business.

debit cards must comply with PCI and adopt systems and processes to protect sensitive customer payment information

(The writer is the Area Director - Information Resources, Marriott International.The views expressed by the author are personal.)

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Promoting sustainability among hoteliers Despite the fact that there are lots of hurdles in the hospitality sector, be it India or elsewhere in the world, Dr Ghassan AIDI, President, International Hotels and Restaurants Association (IHRA) remains an optimist and believes that hoteliers will ensure that they will continue to grow with a sustainability approach.

H

ospitality has grown over the last decade like never before. Consequently, the growth of International Hotels and Restaurants Association (IHRA) has also been quite ! > 6 !9>9 President of the association, one of the most important factors of the IHRA growth has been its constant urge to promote sustainability issues with hoteliers. Taking that course forward to promote the mantra of sustainability among other * $ 9 _! 8/ $ _!9

\ 8/ $ 9 _! _!9 8/ between IHRA and any other association. It will be followed with G O G ^

SUSTAINABILITY COURSE 8/ $ $ * + \/ +

* _!9 $ low cost. This will help our member 9 * _!9 the opportunity of having and applying sustainability and to be 9 _! $ $ only hospitality organisation that took initiative in the beginning to *

^ he said.

ATTRACTING INDIAN MARKET

IHRA can help India in various areas like defining an international system for Indian hotels classification, creating a standard for hotels in India and helping hoteliers with sustainability, helping the country to be a touristy destination

The Indian hospitality sector has been progressing rapidly and Dr AIDI shares this sentiment. He says, “Indian hospitality is a leader in investments. I don’t think there is any other sector other than hospitality which is promoting tourism effectively in India despite a very complicated system of governance and unfriendly tax regime in India. Still, the sector needs a lot of time when India has to become a touristic destination, which currently barely manages over 6 * 3 ^ According to him, India is a land of history and is truly ‘Incredible’ with its temples, marvellous cultural treasures, food and so on. “India is the largest democracy in the world and has several very ' 4 ^ *

CONTRIBUTING TOWARDS DEVELOPMENT India is making its own space in the hospitality market worldwide. G * 9 _! # $ > !9>9 +

Several programmes on sustainability Ć (PHUDXGH +RWHO Ć +RWHO (QHUJ\ 6ROXWLRQV Ć (YROXWLRQ 6RIWZDUH

46

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“IHRA can help India in various areas # * 9 creating a standard for hotels in 9 + 9

$ + ^

FUTURE COURSE

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The recently signed MOU between IHRA and FHRAI is the first MOU signed between IHRA and any other association

Dr AIDI is optimistic. He is of the opinion that with all hurdles, there will always be a ray of hope. “Despite all problems, we hoteliers will continue our growth, every single day. Imagine how 10 hotels are opening somewhere in the world each day, which means we still keep hiring. Not only hiring, but also training to reduce or erase poverty in the $ ^ +

Common global hospitality issues Ć +LJK 9$7 LW VKRXOG EH RQH GLJLW DQG QRW WZR Ć +LJKHU WD[HV IRU KRWHOLHUV Ć *RYHUQPHQW YLVD LVVXH GHOD\LQJ WRXULVP DUULYDO DQG JURZWK

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Boosting NE tourism

NORTH EAST

The scope of boosting tourism can help hospitality in a big way. In order to push the tourism sector of the North East region of the country, CII in collaboration with DoNER and NEC organised a workshop in the capital - ‘Making the North Eastern Region Tourism Ready’. It deliberated as to how the region can pave the way for a brighter hospitality in the so-called ‘unexplored’ region.

O

n September 25, 2012, the Confederation of Indian Industries (CII) in collaboration with the Ministry of Development of North Eastern Region (DoNER) and the North East Council (NEC) organised a workshop on ‘Making the North _ _ 3 / at the Vigyan Bhawan Annexe in New Delhi, it was aimed at capitalising on the transformational impact of this industry on both social and economic development. O * `3,21,550 lakh have been envisaged for tourism projects in eight states with `34,950 lakh for infrastructure development, with a total project investment of `3,95,935 lakh. In addition, private sector investment of `2,53,515 lakh has been proposed, taking

Significant investments to the tune of `3,21,550 lakh have been envisaged for NE tourism projects in eight states with `34,950 lakh for infrastructure development, with a total project investment of `3,95,935 lakh the total development costs to a staggering `6,49,450 lakh in the Tourism Master plan for the North Eastern Region. This has been developed by NEC, in consultation with Tata Consultancy Services and NE state governments as part of the North Eastern 2020 Vision document. This plan envisages

++ * + * tourism throughout the NE Region known as, ‘Paradise Unexplored’.

Photo by: Sanjeev Bhar

Glimpse of the Hornbill Festival, Nagaland

48

Tourism as a key sector

# sector for ushering in inclusive growth. The Tourism Master plan for North Eastern Region unveiled a blueprint for the future $ development of nine major tourism circuits in the region. “It was important to concentrate resources on a few areas to develop these. 6 $ $ $ 9 + + ' ^ "

Q * GO 9 the plan focussed on the regional level. In the next, a broad framework to drive tourism in the next ten years was mapped with improved infrastructure in terms of roads, airports, hotels, etc. There is a need to develop shopping centres for tourists and also increase the range of food available for tourists to enhance their experience in the region. It recommended an experiential approach which initially focused on the development of nine major tourism circuits in the region. Chandan Brahma, Minister of Transport and 6 * ! given the unique attractions of the region, this brainstorming session would help in accelerating the growth of the industry. He mentioned the potential for developing tea tourism, and golf and rural tourism presented by the North Eastern Region.

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perspective

He informed that an International Tourism Mart has been planned in January next year, where representatives of 20 countries were expected to attend and this initiative would further help focus attention on the tourist potential of the region.

Photo by: Sanjeev Bhar

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Bird’s eye view of Kohima, Nagaland

Presently, the North Eastern Region has only 0.9 per cent of the share of domestic tourism and 0.3 per cent of international tourists. The scope for growth is, therefore,

Keeping interest of people alive Tourism is a service industry and is people intensive. There is a need for trained personnel in the industry as tour guides, transport operators, etc. The North East has a large English speaking population who have a natural

* * However, there is a need to impart skills in specialised areas including foreign language, nutrition, catering, etc., to develop the capacity to optimise the natural potential of the populace.

The Tourism Master plan for North Eastern Region unveiled a blueprint for the future which recommends the development of nine major tourism circuits in the region

Keeping the interests of the community in mind, the tourism industry should provide livelihoods for local youth in their own regions, integrate handicrafts into tourism and help develop local crafts for contemporary lifestyles through an intervention of a good * * communities. It was also suggested that an + + + # these products. Laeta Umbrey, MLA and President of the ! * /+ the tourism circuits should be interlinked

and planned in the same way

O+ † ? were planned. UK Sangma, Secretary, North Eastern G 6 * India, said that at this point of time, advertising alone would not be successful in strengthening the tourism in the region. Media coverage caught the attention of tour operators who then drove * $ [ China border) getting daily visitors as a result. H Das, Principal Secretary, Tourism, 6 * ! + bound implementation of the plan with continuous monitoring by state and central ƒ $ North East Region tourism with a focus on day trips. Such a move would encourage + + + + greater awareness and understanding between people.

Media campaigns in appropriate travel publications, making use of regional festivals to attract tourists, organising familiarisation trips for tour operators and inviting Indian film industry for film shooting are some strategies that could be useful towards achieving this end

50

Media marketing

This workshop sought to provide a platform for all stakeholders to come together and * developing the Tourism Circuits in the region. The role played by tour operators in driving * * blogs and third party writing to promote destinations was also stressed. The North Eastern region has an abundance of natural beauty and a unique culture, and these are powerful advantages when it comes to the tourism industry. Media campaigns in appropriate travel publications, making use of regional festivals to attract tourists, organising familiarisation trips for tour + 9 * be useful towards achieving this end. Critical policy interventions are required to streamline the tourism industry and this workshop, which has key stakeholders from both the industry and the government, provided the perfect avenue to do this. AS Lamba, Secretary, DoNER, mentioned that a simple initiative such as the government allowing travel to the North East to be covered under its LTC for government + $ *

(Source: CII)

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Small steps, big hopes Even in an environment of cut-throat competition, it is vital for a new property to bring a unique proposition within the limitation of what essentially hotels would serve to its customers. Nishan Silva, GM of the Radisson Blu Plaza Hyderabad, feels that food proposition has given the hotel a much needed edge towards embarking on an upward rise.

gm canvas

Rather than promoting just the hotel, we thought of promoting another aspect that would lure people to take notice of what the hotel delivers, i.e., food

SANJEEV BHAR A new hotel with new aspirations will always vouch for bringing something ‘unique’ on the platter of service irrespective of whether catering to a particular city, culture or demography. Being different becomes a key issue to ensure that the property not only grabs attention, but also cuts through the competition without displaying the urgency to chalk out its own market or for that matter, creating a niche within the segment it caters to. Radisson Blu Plaza Hyderabad, over the past seven months, has achieved what it aimed at. “Rather than promoting just the hotel, we thought of promoting another aspect that would lure people to take notice * $ * ^

O 6 8 * property.

TALK FOOD, PROMOTE HOTEL

4 O

emphasis remained on creating awareness about the brand and also, to penetrate into the market through our USPs like food, location and quality rooms. “There is a

Final Fhrai November.indd 51

‘super breakfast’ option that is being liked a lot apart from ‘grab and run’ for those # ^ The emergence of food from just being one of the revenue earning departments to becoming a key tool in marketing promotion of a hotel during its early days is the new mantra. With time, food has taken the position of creating its own place; it is no longer one of the services of a hotel relying on the brand’s identity. Now, food within a hotel is becoming a brand that would eventually differentiate the identity of the hotel. This is what precisely Radisson Blu Plaza Hyderabad tried to achieve. Silva explains, “We wanted to create a buzz about the hotel and food presented a great platform for us to do that. It has become a connotation for festive season promotions that are being held in the hotel in order to create a buzz

* $ + + ^ Radisson Blu Plaza Hyderabad has adopted a unique kind of Sunday Brunch

$ be tried and tested by the customers. This gives them a plethora of options

to go for. “We have all restaurants on

- $ ' proposition to cater such a promotion where diners can experience different cuisine and relish a perfect dining setting on - outlets with 300 choices of food being prepared Nishan Silva by 40 chefs has + ^ articulates Silva.

Get Stylish The hotel has also started promoting # * $ + 6 Stylish’ offering signature packages. This has also caught the attention of the ladies, contrary to the fact that this concept only works in northern parts of the country.

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STEPPING AHEAD

It is not just food that can keep customers looking for this hotel. The hotel has embellished itself with 142 rooms and 13 suites. The hotel’s base category room is about 44 sqm and has been divided into Superior, Deluxe and Business Class rooms. “Just like our proposition in food, we are ** ' * }

MICE Facilities Keeping in mind the need of the market, the hotel has created one ballroom and 4 boardrooms which address the need of its business clients.

10-12% 15-17% 300

is our leisure market and rest is corporate

comprise of MICE within the corporate segment

people can be accommodated in the ball room

52

The ‘T Bar’ proposition * + + O [ # > + 9 } right in Radisson Blu Plaza Hyderabad has made it a unique attribute of the hotel. Based on beverage proposition, as much as 26 single tea varieties of Dilmah will be showcased. \/ Z + * + $ 4+ $ # # * } ^ * O + Q + * * - $ * * * hotel to sell on.

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Class rooms with business lounge and * ] ‡ ‡ @ ** * suites are of two types, i.e., 834 sq ft and ~ ' * ^ * O + + of providing an array of choices in rooms is expected to work positively, according to the hotel. He says, “We are expecting to continue at an average room rate of `7,300 and 40 per cent occupancy, which we have

^ The hotel’s strategies are in line, commerce is on plan and business plan is spot on, says Silva. Travel agents and tour operators are critical even when online approach has increased the hotel’s horizon of attracting business. “We met around 1,300 tour operators, agents, airlines, etc., in Mumbai

travel

recently. There is a sense of excitement among them and we are going to keenly observe this area to upsurge the business. In fact, we wish to work with agents and operators closely for the MICE ^ +

SUNDAY BRUNCH

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We are expecting to continue at an average room rate of `7,300 and 40 per cent occupancy, which we have achieved already

The Sunday brunch at _ } " @ * # 4 @ ‡ ; Beverage outlets to offer a wide spread of Indian and International gastronomies.

For the first six months, the hotel emphasised on creating awareness about the brand and also, to penetrate into the market through our USPs like food, location and quality rooms

Final Fhrai November.indd 53

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analysis

The spread of over 300 ‡;} outlets encompassing all day dining restaurant, pan Asian restaurant, the lobby lounge and the specialty bar and lounge makes it a humongous affair.

‡ * J + Chinese and Thai dishes to the continental buffet with international barbeques

* + @@ ** concept gives its guests a chance to relish a variety of cuisines under one roof at the same time. The beverages * 9 98‡[ ' with unconventional cocktails and mocktails on offer. The exclusive T Bar serves selected variety * # # # food. The guests can dine at all the venues, which also includes live music along with interactive activities like caricaturist, illusionist, etc.

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grandness

3(5621,),('

54

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The unique modern architecture blended with natural and artificial greens gives a comfort feel and break from the monotony of brick and mortar structure Keeping up with the spirit of Macau’s Cotai Strip, Starwood Hotels & Resorts launched the biggest Sheraton in the world in Macau. The hotel with a unique approach of mixing business and pleasure is a sure shot way to harness the growing outbound pie from India. The hotel not only boasts a strong room count but also adds an edge to the Cotai hospitality proposition by becoming the largest hotel in Macau. SANJEEV BHAR

N

ot many cities can be compared to Macau. Everywhere the unique structures that one can visualise would eventually turn into masterpieces of hospitality. Density of hotels in such a small city is quite high and interestingly, the occupancies don’t fail to surprise as the inbound traf c sustains the room boom. The city’s con dence is best re-ected through the Sheraton brand’s entry that also marked 75th anniversary of its existence. The new address of Sheraton Macao Hotel, Cotai Central was thrown open to public at a grand scale on September 20, 2012. The moment was magnanimous with skies of the entire Cotai Strip bedecked with reworks. As Sheraton Macao Hotel, Cotai Central opened its one of the two towers for the public, the

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property also marked a beginning of a new era for Macau being the biggest hotel in the city. “The opening of the Hotel represents a historic milestone for Starwood, for Sheraton, and for the hospitality industry

$ ^ ‡ "

" G * †4 /* * O $ ƒ ; _ \} unparalleled brand recognition and a rich ! " O * + $ 8 as the brand continues to lead Starwood’s $ ^ The hotel scores on its inventory of 3,896 guestrooms. There are two towers viz. Sky (with 1,829 rooms, 13,000 sq ft Sheraton G [ ` 6 } and additional meeting space) and Earth

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(having 2,067 rooms, as well as two more outdoor pools). The latter is scheduled to open early next year. Sheldon Adelson, Chairman, Las Vegas Sands and Sands China, added, “The development of the Cotai Strip, from a muddy swampland to the glittering centre of tourism and leisure that stands before us today, represents a vision realised for the + ^

news updates

There has been a massive increase of interest among the tour operators as the hotel offers a perfect place for leisure and MICE travellers

The rooms have been categorised into Deluxe Cotai View Rooms/Deluxe Rooms, Sheraton Club Rooms, Executive Suites, Deluxe Suites, ‡ O ! O Presidential Suites. In the services and amenities section, one can explore Sheraton Club Lounge which is the largest Sheraton Club in the world, featuring 570 guestrooms and suites and a Club lounge that seats 274. The Club Lounge offers complimentary full ** #* * ++ ] ‡ 9 * = _ ‡ 8 $ +

Š + + ~ and exclusive access to poolside cabana.

Fitness Center

Presidential Suite Dining Area

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$ ZRUOG :,7+,1

The hotel is connected with Holiday Inn and Conrad making it three hotels in a row with extended approach. Discounting the fact, Sheraton in itself is huge and appears magnanimous from inside. The unique modern architecture has been blended with natural

comfort feel and break from the monotony of brick and mortar structure. The lobby level stretches far and long. The escalators - * open space upwards. As you look upwards, # * - # $ showing the broken edges and allowing the $ - This adds a unique and completely opposite 4 / - # + edges greenery pervades (though mostly

+ * # $ + 4 arcade.

India: a captive market Shedding light on how this new hotel has attracted India’s attention, Dilip Puri, 8 > 9 ; _ Q President, South Asia, Starwood Asia " ƒ ; _ * + * + + O ton has already booked 5,000 nights by the end of 2012 from various Indian tour operators who are handling big groups. “Sheraton Macao Hotel, Cotai Central is the largest Sheraton hotel in the world and the Macau market is surely going to 4+ * * * + ^ " Though there is a restriction in relation - 8 G

" J ! $

! 9 > ! - ƒ ` * 9 4+ - from India to Macau directly. “There has been a massive increase of interest among the tour operators as the hotel offers a perfect place for leisure and 89G† ^ *

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Numbers Speak A total of

3,896

guestrooms make the hotel the biggest in Macau. It has two towers:

1,829 13,000

rooms, the

sq ft

Sheraton Club Lounge, the Kashgar Grand Ballroom and additional meeting space

2,067 rooms, as well as two more outdoor pools Deluxe Suite Bedroom

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MICE facilities ˜ ` œ ** + + * = &<& ' * $ = + + & # rooms through division ˜ O 4 Z $ Z $ ++ 4 & ' * * + * $

* + * + + 4 + * + 4 ˜ O 8 + + # * +

unique ways. The plethora of retail space offers the best in modern and luxurious products ensuring its clients do not feel like stepping out of the hotel. Kashgar Grand Ballroom

The water bodies and displays ensure there is a constant sound with lights playing on a rhythm of a musical water fountain. Further, water stream falling from the top displays with it the name of the hotel welcoming all. This branding attribute, I presume, is important as one tends to forget being in such a vast hotel. The constant hammering of a brand is also important in an environment that has so much to offer in

The uniquely crafted lobby is more about getting into a green zone. What charms you is the openness that one gets to see and also witness the best of leisure and entertainment. Two casinos at the ground level provide visitors plenty of opportunities to indulge in fun activities.

5HOD[ 5(-89(1$7(

The opening of Sheraton Macao Hotel, Cotai Central represents a historic milestone for Starwood, for Sheraton, and for the hospitality industry as a whole

Keeping the concerns of leisure and business travellers, the hotel rejuvenates all with its relaxation pitch. It has three

Sala Pool 2

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Keeping the concerns of leisure and business travellers, the hotel rejuvenates all with its relaxation pitch. It has three outdoor pools with a total of 1,29,170 sq ft of pool decks outdoor pools with a total of 1,29,170 sq ft of pool decks. The Sala pool and Jaya + * - perfect day and night destination for the * # " + - 4+ +

Central has emerged as Macau’s premier destination. With the addition of Sheraton, it is being positioned as an ideal spot for large scale incentive groups and conferences, weddings, gala dinners, intimate meetings and much more.

Shine Spa Couple Treatment Room

2013. Each of these pools offers private cabanas with ceiling fans and day beds for relaxation. The proposition is made more tempting with inclusion of two poolside cafÊs and a poolside lounge offering snacks and beverages. The hotel’s Spa, the largest Shine Spa in ! " * † ] traditions of therapies and is inspired by the G @ * ‡

/XULQJ 675$7(*< The fact that the stretch of Macau Cotai Sands is known as Asia’s Las Vegas, it invariably becomes thehotel’s selling proposition. The entire stretch of Cotai Sands ** + $ class shopping and rich cultural attractions that would add to it. With over 100 world class retails stores, 20 restaurants and cafes, live entertainment and two vibrant casinos, along with all the amenities business or leisure travellers could wish for, Sands Cotai

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'HOLJKWLQJ :,7+ )22' The Sheraton Macao Hotel, Cotai Central boasts three signature restaurants where the choice is given in Asian and international cuisine, Italian at Bene, arguably Macau’s ! * + œ ž -

‡ $

4+

Facilities galore in Sheraton Macao ˜ ' * *

* ; convention space ˜ ~ ' * * + ˜ ˜ + ˜ ~ ˜ / + ˜ Š +

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Celebrating the Culinary Art form Tipped as one of the foremost events in the chef fraternity, the annual International Chef Awards is aimed at offering a gastronomic experience through competing chefs who put forward their best delicacies and flavours on platters. According to Chef Davinder Kumar, President of the Indian Culinary Forum (ICF), the 9th edition of the event will churn the interest further for the vocation.

To be held on November 25, 2012, the 9th Annual International Chef Awards CHEF will be hosted by the Indian Culinary TALK ‡ 9G‡ $

+ 4 9 ‡ * G ! 9‡G! ; ] ! * G * Societies (WACS). In an effort to put the country on the international forefront, these awards will involve every

+ * share their passion for food, art and entertainment.

Q. How has ICF grown over the years? 9G‡ * 3 * 9 formed in 1987 by the fraternity of chefs. It is an 4 + * profession with an objective to act as a link to give a platform to fellow chefs across the country to help in the globalisation of the Indian chefs. It endeavours to showcase to the world the culinary experience of Indian chefs and establishing gastronomy as a rewarding career.

There is no greater joy than serving food with a cheerful heart to another human being and wanting to meet their needs away from home

Chef Davinder Kumar feels that the ‘International Chefs >

G * !$ 3 # + to accredit a chef as an artist. The idea is to create awareness for the profession of chefs who have renowned name in the hospitality # * # ‡ƒ_!9 8 @ * * $ helm of these affairs.

Over the years

! + 9G‡ an on going basis to develop universal guidelines and criteria that could be easily understood and practically implemented for achieving consistent global standard.

ƒ 9G‡ # ‚ ˜ G ! œ + !ƒ!!_ ˜ 8 ‡ ‡ œ Z $ > Tourism for many years ˜ G 9 G * >

�G * !$ œ $ were instituted in 2004. It has become an annual national event for recognising and honouring chefs, the culinary artisans and their contribution to the hospitality industry and society at large ˜ G ˜ G † # …G *œ œG > 3 ˜ ! * * * ˜ 9G‡ ' 8 * * * National Tourism Award, which was accepted and it is now an annual feature.

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Q. What will be the key attractions for the ‘International Chef Day’ event this year? ! $ # * $ 6 $ # + $ + chefs will personally give culinary demonstration at Dill Haat at INA and Pitampura. Trade tests will be conducted among the nominated chefs at the Banarsi Das Chandiwala Institute of Hotel Management ; $ > $ Z jury members headed by a Master Chef from WACS. The award ceremony will be held on November 25, 2012 followed by a gala ‘Chef’s Child Dinner’, with a noble theme where healthy, trendy and sustainable cuisine would be prepared by the celebrity chefs. It is a contribution from the leading hotels and restaurants of Delhi showcasing unique dishes. The proceeds from the ‘Chef’s G > 3 $ Â&#x; ƒ $ 9G‡ instrumental in bringing about a new thought about the culinary craft

+ * $ › The young chefs’ forum inspires budding chefs to embrace this career * 9G‡ competitions to hone their inherent talent to develop culinary skills

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At the event Â…9 G * >

3 G * !$ $ = ƒ ! # $ > / * $ weeks, the chefs will compete in a bracketed elimination competition + * $ 6 ‡ + * … 3 …6 ] # +3 * Š ~ the ‘Chef Awards 2012’. The culinary competitions (Trade Test) among the nominated chefs for various award categories will be 9ƒ8 " 6 ] # + two weekends, where chefs would be showcasing demos for the masses proving their culinary talent.

Q. Where would you place Indian food when we talk about world cuisine? I will rank Indian cuisine at the 3rd or 4th position. Modern Indian 9 }}Â&#x; + + ] Z ** ' * -

$ $

Q. What has been your experience with food so far in your career? What is the best part of this profession that you cherish and you want it to remain with you forever? Conventionally, food is something one would relate to his or her mother. A mother nurtures her family through the food she cooks. Similarly, it has been a great inning for me being a ‘mother’ to the society by serving food. There is no greater joy than serving food with a cheerful heart to another human being and wanting to meet their needs away from home.

Q. ICF demanded from the Ministry of Tourism to recognise the vocation of preparing food as a scientific art form and also recognise chefs accordingly by considering them for the Padma Awards. Any update‌ The Ministry of Tourism has already started honouring chefs with National Tourism Awards for their excellence, and I am sure the day for seeing Padma Awards for chefs is not far away.

Q. How would you analyse the culinary profession in India today? There has been a sea change in the way the culinary profession has emerged from where it stood a decade ago. Its image as a profession was such that parents never encouraged their children to join this > + $ + * and organising different culinary events have changed the overall mindset. Excellent career opportunities have opened up as well in +

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My memories consist of the good times I spent conjuring up recipes, authoring books, leading culinary forum, sharing my knowledge with my associates and being enriched by meeting esteemed dignitaries. Simply saying, the joy of cooking, mentoring budding chefs into the industry and witnessing the evolution of this craft in our country has turned out to be an extremely satisfying experience for me.

In an effort to put the country on the international forefront, Chef Awards will involve every aspect of culinary enthusiasts and art aficionados to share their passion for food, art and entertainment

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education

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Roadmap for Indian hospitality education In the 21st Century, hospitality education is yet waiting to be explored in a manner that benefits all stakeholders in hospitality. This will happen if some considerations are looked into by the industry, academia, policy makers, students and entrepreneurs in education. K V SIMON

H

aving been a student of Indian hospitality education for past 45 years, I am constrained by love to suggest a set of points for consideration of the industry, academia, policy makers, students and entrepreneurs in education. Recognition and acceptance of these points are critical to the development of human capital for Indian hospitality industry. 1. Indian hospitality industry has evolved over time and today, is an integral part of the overall service sectoral economic activity. 2. This means that time has come for the hospitality education * * areas which are fraternal to hospitality. 3. Recognise that hospitality education forms part of career + * $ with occupational demands in terms of quality, quantity and + + 4. There is a strong need to develop all hospitality programmes collaboratively with the sectoral industry, catering to all segments, sub segments as well as allied areas of hospitality services. = ‡ * * + $ * * a. Hospitality Skills ƒ + /+ c. Hospitality Business 6. Liberalise hospitality education so that the industry and entrepreneurs would be attracted to invest in education. 7. Launch accreditation of hospitality programmes at all levels, so that the programmes will enjoy academic credibility in addition to industry acceptance. 8. There should be multiple/plurality of autonomous accrediting

$ 4+ governmental. 9. Programme design should offer opportunity for concentrations, specialisations, etc., through electives, and optional choices with all courses and programmes enjoying credit worthiness. Also, programmes must be built around a set of modular courses. Such a programme structure will enable multi entry exit points, mobility, etc. 10. Introduce programmes at high school level to whet the appetite * * * + programmes as well as for workforce development at the entry level.

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O and development programmes $ can be accredited for credit granting. 12. Create a selection system based on interest, aptitude, attitude, + + 13. Create awareness, interest, opportunity, etc., in career, profession, industry, etc., through publicity and community involvement. 14. Create a national level hospitality educators’ cadre through a 15. Develop an employer of choice through contemporary and compatible HR policies and practices. 16. Knowledge creation and dissemination through research, case studies, collaborative projects. 17. Multiple channels of learning and development delivery such

+ $ # + 18. Encourage creativity and innovation through granting autonomy and funding. 19. Promote and foster global/international collaborative and joint programmes with global exposures. 20. Create national level research and scholarship funds and set awards and recognition programmes. 21. Set up various professional forums and fraternities, including

9 ! 8 * Hospitality Portal. The above list is not exhaustive, but only illustrative. The thought and intent here is to plan action with the future in mind. We have lagged behind in the past, we have missed many opportunities. And we do not want to impose regrets on ourselves. Lack of timely action leads to stunted growth. Where there is no vision, the people perish. Will all the stakeholders in hospitality come together to create and sustain 9 +  ›

(The writer is the Regional VP of AHLEI. The views expressed by the author are personal.)

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movements

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NEW FACES

movements

within the hospitality trade DEEPAK BHATIA

ADITYA SINGH

Complex Executive Chef The Westin Gurgaon, New Delhi and the Westin Sohna Resort and Spa

Director of Sales & Marketing Kempinski Ambience Hotel Delhi

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The Westin Gurgaon, New Delhi and The Westin Sohna Resort and Spa appointed Deepak Bhatia as Complex Executive Chef. He comes with a distinct culinary heritage of having created distinct palates for a global audience. In his new role, he will oversea culinary operations at the various F&B venues including PREGO, EEST, Seasonal Tastes, Daily Treats, Mix-Lounge and Bar, Splash at Gurgaon and The Living Room, Xiao Chi, Mix – Lounge and Bar and Splash at Sohna, banquets and in-room dining. Chef Bhatia has received his formal education in Hotel Management from IHM-Mumbai, and The Oberoi School of Hotel Management.

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Kempinski Ambience Hotel Delhi appointed Aditya Singh as its Director for Sales and Marketing. A seasoned expert, with over 17 years of experience in the industry, he will be responsible for the Room Sales, Catering Sales, Marketing and Revenue divisions, in addition to building and honing a dynamic sales team. Prior to his current portfolio, Aditya led the sales and marketing team at JW Marriott Chandigarh. A graduate from IHM Delhi, he worked with Hyatt Regency for a decade.

MANISH NAMBIAR Hotel Manager Kempinski Ambience Delhi

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Kempinski Hotels brings Manish Nambiar as Hotel Manager for its upcoming luxury property, Kempinski Ambience Hotel Delhi. With a European Executive MBA degree from the prestigious Reims Management School, Nambiar has over 16 years of hospitality experience with a unique combination of conceptual and culinary knowledge, besides strong operations management, sales, business development, and project management skills. Prior to this, he has also contributed to the opening of Kempinski hotels in Chad and Djibouti, besides delivering success for some well-known Kempinski properties. In his new role, Nambiar will direct the pre-opening activities relating to finance, marketing and guest services at the upcoming Kempinski Ambience Hotel Delhi, and will conceptualise restaurant themes and designs, developing vendors, and Operating Supplies and Equipment (OS&E) identification and procurement for the first Kempinski’s hotel in India.

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TARUN SETH

KETAN PARMAR

ANURAAG BHATNAGAR

Director - F&B The Claridges New Delhi

General Manager Formule 1 Hotel, Ahmedabad

General Manager The Westin Pune Koregaon Park

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Tarun Seth has joined The Claridges, New Delhi as Director œ ‡;} ƒ $ of experience in hotel and retail. In his current position, he will be responsible for smooth operations of the food and beverage department with a focus on enhancing service standards and introducing global practices.

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` " $ 6 8 ‡ ƒ Ahmedabad. He will be responsible * + + + * ! + + 6 Z + Z responsibilities, along with supervising the hotel construction support management.

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Seth has been associated with companies like Taj, Hyatt, Hilton, etc. ƒ $ $ [ ; } ‡ " [ Q " œ " /+

With over 15 years of experience in the hospitality industry, Parmar is aware of the challenges of opening and managing properties in varied market situations across the Western region of the country.

! * 9ƒ8 " $ > and Delhi University, Bhatnagar is # $ * managers of the IBM region. Along $ $ O $ 6 + $

$ / 6 + * 12 years.

THOMAS JOSEPH

General Manager MĂśvenpick Hotel & Spa Bangalore

Executive Chef MĂśvenpick Hotel & Spa Bangalore

8¢ + # ƒ ; O+ }

++ * } $ Z G # 6 Manager of the hotel. A veteran hotelier, he brings with him 25 years of association with established hotel brands like [ / " ++ $ 8¢ + # ƒ ; O+ } G # $ 6 8 The Leela Mumbai for three years. During his stint there, the hotel was awarded several accolades including ‘The Expedia Insiders’ Select Award’ – in 2010 and 2012; the ‘Travellers’ Choice Award in the Luxury Segment’ by tripadvisor.com in 2012, apart from several culinary ‡ !$ ] O+ Award, etc.

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The Westin Pune Koregaon Park has appointed Anuraag Bhatnagar, a hospitality veteran with * 4+ 6 Manager. Prior to this, he was the 6 8 * [ _

8 Mumbai where he has won many laurels, like the ‘Best Resort Hotel’ in ! " ] 8 [ " Association of Travel Writers (PATWA) < =

BISWAJIT CHAKRABORTY

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analysis

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8¢ + # ƒ ; O+ } ++ Thomas Joseph as its Executive Chef. His key responsibilities include overseeing the hotel’s multiple restaurants, designing signature breakfast and lunch menus, $ experiences to Bengaluru’s culinary canvas. Prior to this, Joseph was the Executive Chef at The 9 G [ 6 * ; O+ _ 6 ƒ been significant in revolutionising and creating innovative food and beverage concepts and this earned him the title of Â…8 / G *3 $ Leela Kovalam Beach, Kerala. His team also won the ‘Most / G † 3 + ` ‡ O $

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products & services

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Cocoberry’s Raspberry Rapture Cocoberry, India’s first premium yogurt chain has added Raspberry Rapture to its list of fruit flavoured yogurts. Raspberry is not only known for its rich red colour but also for its sweet and tangy taste. Combined with Cocoberry’s smooth low fat frozen yogurt, one can now enjoy this sumptuous flavour guilt-free. Raspeberries are found to be rich in vitamins, minerals and health promoting plant derived nutrients. The new Raspberry Rapture can be a perfect dessert as well as breakfast alternative suited to people of all ages. Tangle those taste buds as the sinfully delicious raspberry intermingles with the cool texture of frozen yogurt. Dig in to Cocoberry’s Raspberry Rapture and let its distinct flavour serenade your senses.

Burglar Alarm System Realty Automation & Security Systems has come up with V-COP Silver Intrusion Alarm Panel, which is a sophisticated home/office security system. The system can read inputs from 9 wired & 16 wireless sensors to detect an emergency condition. A LCD display situated on the front panel gives the visual indication of various activities carried out. It can display exact cause of alarm. It has rare ability to connect 2-wire conventional smoke or heat detectors. Any alarm or trouble conditions are reported in both audio-visual manners. For such reporting, LED & buzzer are used in system. When Unit detects an emergency, it reports user on LCD and reporting can be done via PSTN Autodailer to 10 Tel. Nos. 20 Sec. pre-recorded voice message can be played.

METRO Cash & Carry unveils range of gourmet and international foods METRO Cash & Carry India has introduced a fine selection of international gourmet foods at its wholesale outlets in Yeshwanthpur (Bengaluru) and Zirakpur. The gourmet range comprises over 2,000 different products from snacks, biscuits and cookies, juices, sauces, oils, pastas and noodles, to tinned vegetables, meats, tea, coffee and an array of international cheeses, at attractive and competitive prices. In addition, METRO offers a range of premium organic cereals, pulses and ingredients sourced from the top organic food suppliers in the country. The International Foods section at METRO also boasts of a variety of fresh breads and baked goods such as chocolates, pastries and desserts, available in attractive gift packages in time for Diwali festivities.The company has developed a strong partnership with global producers, importers and suppliers.

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Gaia launches Olive Oil Health and wellness brand, Gaia has recently launched Extra Light Olive Oil and Extra Virgin Olive Oil. Known for its numerous health benefits and distinct yet delicious flavour, olive oil has been a part of Mediterranean cuisine for years. Scientific research shows that olive oil is rich in monosaturated fat that helps reduce bad cholesterol (LDL) and increases good cholesterol (HDL) that protects your heart. It also contains anti-oxidants that provide anti-aging benefits. To provide enhanced nutritional value, Gaia Extra Virgin Olive Oil has been extracted from the freshest and juiciest olives from Spain. It has a rich texture and fine aroma that is perfect for salads, dressings and vinaigrettes. It is affordable and at the same time gives you a chance to dish out rich indulgent meals without worrying about the cost. Also, now you can make olive oil a part of everyday meals with Gaia Extra Light Olive Oil that has a subtle flavour and light texture which makes it ideal for cooking all kinds of cuisines.

Somany’s latest innovative tiles Somany is ready with its latest offering of king-sized 600x1200 mm tile for its patrons for the first time in India. Considered to be the best flooring option and a better replacement to marble flooring; this is the largest sized tile in India being offered by Somany. The appealing characteristic of this tile gives your space a luxurious and spacious look. And the rectified feature of the same provides a seamless flooring option for your space. Available in marble and wooden finishes, these large format Duragres - Glazed Vitrified Tiles will give a magnificent feel. These tiles are also available in a strip size of 190x1,200 mm. So go ahead and choose the best tiling selection for your space and live with the latest technological innovation.

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New ensemble of products at Delhi Duty Free

Strengthening the luxurious and magnificent spirits portfolio at its shops, Delhi Duty Free (DDF), India’s largest duty free retail space in India at the T3, IGI Airport, has launched John Walker & Sons Odyssey, a spectacular, award-winning blend from the John Walker & Sons renowned portfolio of luxury spirits. Developed by Master Blender Jim Beveridge using Sir Alexander’s hand-written notes, John Walker & Sons Odyssey has been carefully blended and married in European oak casks to create a drink that brings to life the House of Walker’s signature big, bold flavours, and delivers exceptional smoothness. Created by blending three perfect whiskies together to create the aromas, tastes, flavours and sensations that Sir Alexander was looking for when he created the original blend almost 80 years ago. Further, William Grants has introduced ‘Monkey Shoulder’ at DDF. The blended malt Scotch whisky launched for the first-time in the Indian Sub-continent is considered as rare and exclusive malts. This vintage whisky is determined to mix things up in a world where tradition reigns. Authentic to its core, Monkey Shoulder only uses malt Scotch whisky from three of Speyside’s finest distilleries. Created by William Grant’s Malt Master Brian Kinsman, this rare whisky marries a specially selected batch of 27 casks from three of Speyside’s finest single malts which have been maturing in first fill bourbon barrels. Rooted in malt whisky lore, the name Monkey Shoulder referred to a temporary injury suffered by the malt-men when turning the barley by hand.

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events

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Shades of India opens its first store in Delhi

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Angostura/Monin Cocktail Challenge India The national finals of the Angostura/ Monin Cocktail Challenge were held in October 2012 in New Delhi. The Challenge was held for the second time in India this year. The global finals of the

Pankaj Kamble - Winner of the Angostura Cocktail Challenge India,2012

Varun Sharma - Winner of the Monin CupIndia, 2012

Shades of India recently opened its first stand-alone store in New Delhi at Meharchand Market. The shop holds Shades of India’s current range of cushions, bed linen and bedcovers, curtains, furnishing fabrics and table linen. There is a separate space for customers to work with staff on textiles for interiors. The ground floor houses the Shades and White collection of clothes, bags and jewellery and the Mandeep Nagi collection of clothes and accessories. The price range starts from `1,500 onwards.

Monin Cocktail Cup, 2012, will be held on December 10, 2012 in Paris at The Montparnasse Tower. In 2012, for the India leg, two regional rounds were held in Bengaluru and New Delhi, on October 8 and 11, respectively. More than 50 entries were received from a mix of outlets including both five star hotels, and leading independent bars and restaurants, from the NCR region, Bengaluru, Chennai and Pune. CL Brands Worldwide, based out of Trinidad and Tobago, is the brand owner of the Angostura range of Aromatic Bitters, Rums (Angostura Silver, Angostura 5 year old, Angostura 7 year old, Angostura 1919) and Scotches (Black Bottle, Scottish Leader and Bunnahabhain Single Malt. In India, CL Brands is represented by SakshamImpex, who handle the Bitters range (Aromatic and Orange Bitters) and Unicorn Beverages who handle the Rum and Scotch range. Top 8 Finalists

The 20-year-old company, with its expertise in fabrics, textures, techniques and colours, has also made its entry into the hospitality business. It has to its credit many international hotel chains. . Over the last couple of years, the company has attracted a growing number of unusual shops and restaurants for providing clothes, home textiles, bags, organic food and Arab sweets.

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The Imperial recognised for quality deliverance in hospitality In recognition of outstanding commitment to quality and excellence, The Imperial has been conferred with ‘International Gold Star for Quality Award’ at the 37th International Star Quality Convention Geneva 2012 held in September 2012. The award is in the realm Vijay Wanchoo, Sr. Executive Vice President & GM The Imperial (centre) receiving the BID Quality Award of customer satisfaction, leadership, innovation and prestige as established in the QC100 TQM Model, part of the annual programme of B.I.D., Business Initiative Directions Awards, designed to recognise the prestige of the outstanding companies, organisations and businessmen in the corporate world. Vijay Wanchoo, Senior Executive Vice President and General Manager, The Imperial New Delhi, comments “BID International GOLD star for Quality Award 2012 is a befitting tribute to the legacy that The Imperial has carried for the last seven decades and reflects the valuable support from its discerning guests”. He further says, “It’s not just a moment of immense pride for The Imperial being recognised for its outstanding commitment to quality and excellence, it also reflects our assurance to publicise the quality culture with employees, suppliers, clients and the community, as we work towards maintaining high standards of quality at all times.”

Lesson on Midori Experience Aspri Spirits, representative of some of the finest brands in the world of wines, beer, cider and spirits recently promoted Midori, the green melon liqueur from Japan, which was created by bartenders for bartenders. Speaking on the occasion, Manuel Terron – Midori’s Global Brand Ambassador, said, “We are glad that we partner with Aspri Spirits to provide Midori brand experience to the discerning Indian consumers. Midori is a drink that can be enjoyed at any occasion and one doesn’t need a reason or a special occasion to drink it. With its unique emerald green colour and refreshing taste of fresh melons, MIDORI stirs up a party mood full of fun, freedom and excitement. ” According to Arun Kumar – Director, Aspri Spirits, the company is looking forward to the launch and introduction of one of the most successful brands in the world. “Midori has a formidable reputation and is a winner of several awards globally. With the Indian consumer dynamics changing and their increasing interest in liqueurs, we have no doubt that it will be hugely popular,” he said.

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Rajdhani Goes Royal Rajdhani, the ‘king of thali’, opened its first luxury dining restaurant – Rasovara at Palladium on October 31, 2012. It was unveiled in a newly refurbished space which has been given a significant facelift. This revamp of the traditional favourite is set to add a tinge of luxury to its rich, traditional service and ambience. Aji Nair, Vice President, F&B Division, Mirah Hospitality, revealed, “Being the flagship brand of Mirah Hospitality, it has been a dream project for the top management. The prospect of repositioning our Palladium outlet is an exciting opportunity not only for our customers but also for the entire team. Enjoying the essence of the traditional thali, customers can feast like a king in a luxurious dining environment.”

Celebrating the ‘Joy of Giving Week’ Renaissance Mumbai Convention Centre Hotel extended their whole-hearted support and made a significant difference to the life of aged people at the Little Sisters of the Poor – Home for the Aged, to celebrate the ‘Joy of Giving’ Week’. The associates from the hotel visited the old age home and spent some quality time with the senior citizens. They took along some healthy refreshments and organised fun and interactive sessions. They sang songs and few residents of the home also narrated some interesting and dramatic stories. The home for the aged at Andheri East was started in 1958 and their sole occupation is the relief and care of the occupants. It is now ‘home’ for 150 elderly residents, for both ladies and gents.

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RNI No. DELENG/2000/1230 Posting Date 15-21/08-2011 Postal Reg. No. DL-(C)-01/1294/2012-2014 at MBC-1 Date of Publication 12-11-2012

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