Hotel scape july website by Cross Section Interactive Private Limited

Volume 2. Issue 6. July 2013. Rs 50

all about hotels & hospitality

Butler Service

Shangri-La’s-Eros Hotel, New Delhi

A New Touchstone in Hospitality

New innings for Carlson as Rana’s Raj begins The Crisis in Uttarakhand: The Challenge of Bringing Back Normalcy Trends in Udaipur’s premium hospitality Design: The making of The Khyber Himalayan Resort & Spa in Gulmarg Product special: Bathware

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editorial

Volume 2 Issue 6 jULY 2013

editor’s note

Volume 2. Issue 6. July 2013. Rs 50

ALL ABOUT HOTELS & HOSPITALITY

Butler Service

Shangri-La’s-Eros Hotel, New Delhi

A New Touchstone in Hospitality

The Uttarakhand f loods have left the nation devastated, and the hospitality industry is not left unaffected – it is also bearing the brunt of the catastrophe. Hotelscapes visited the Doon Valley and spoke to a few important personalities to find out the extent of the damage it has caused and how the hoteliers are coping with the scenario. Also read about how the tourism infrastructure in Uttarakhand can be re-developed. This issue’s big interview is with Raj Rana who returns to India as the CEO of Carlson Rezidor. Pavithran Nambiar, the recently appointed General Manager of JW Marriott Mumbai shares his vision for the hotel. The destination report is on trends in Udaipur’s premium hospitality where the luxury players of the White City talk about their positioning. Next, we talk about Wildflower Hall, Shimla in the Himalayas – An Oberoi Resort, and track how it has become a destination over the years. The Guest Columns are on hotels going green; the challenge for Hyatt Place in being the first branded hotel in Hampi; and tailor-made services being the future of the industry. Anil Badan, the designer behind The Khyber Himalayan Resort & Spa in Gulmarg unravels what it took him to build a seamless property with its environment, to give guests a true feel of Kashmir. This month’s forum discusses if it’s wise to invest in artefacts when hotels are cutting costs. As the private butler becomes a necessity with high-end travellers, we decode this concept at hotels in the Trends feature. Some of the chefs who have been creating the most creative desserts at hotels talk about innovative desserts in the F&B feature. Read about how can HR managers draw and retain resources amidst a general aspiration to work in a luxury hotel in the HR pages. Dwarka gets a WecomHotel – read about more new developments in this issue. We continue to provide our regular industry news and updates. Do write to us with your feedback.

Editor: Navin S Berry Managing Editor: Priyaanka Berry Assistant Editor: Manisha Almadi Midha

r e a d e rs w rit e in

Advertising: Saurabh Shukla

Understanding the phenomenon of small town hotels was a good trend story on how hotel owners are bringing a new breed of hotels to non-metros by cutting out unnecessary frills and adding standards of cleanliness and service. Gurdeep Singh, Chandigarh

Editorial: Anupriya Bishnoi, Nikita Chopra, Varalika Vij Design: Ashok Saxena, Neelam Aswani Hotelscapes is published and printed by Navin Berry, printed at Tara Art Printers Pvt. Ltd. A-46-47, Sector - V, Noida - 201301 (U.P.) and published from IIIrd Floor, Rajendra Bhawan, 210, Deen Dayal Upadhyay Marg, New Delhi - 110002. Editor: Navin S Berry, Tel: 91-11-43784444; Fax: 91-11-41001627. E-mail: info@crosssectionmedia.com This issue of Hotelscapes contains 64 pages plus 4 pages cover

The destination report on how Goa hotels are faring in the monsoons was informative. Surprisingly, the tourist inflow to Goa does not slow down in the rains. Low room tariffs are an attraction for guests during this period! Tina Lobo, Mumbai You must continue with the F&B stories. I quite enjoyed the last one on kids menu finding a foothold in hotels. Restaurants these days have a complete page for kids menu. It was interesting to read about the hot-selling foods for kids. Supriya Nath, Noida

July 2013 • hotelscapes 1

July

Contents 16

8 New Developments 4 Dwarka gets an ITC WelcomHotel 5 WelcomHeritage opens a nature resort in MP

6 Heritage Players Gear up in Mussoorie

The Big Interview 8 New innings for Carlson as Rana’s Raj begins

GM Speak 12 With Pavithran Nambiar Tourism 16 Braving the catastrophe: Uttarakhand hotel industry

Trends 20 Your private butler Design 24 The Khyber Himalayan Resort &

Destination Hotel 36 How Wildflower Hall, as a resort, became a destination

Destination Report: Udaipur 38 Trends in Udaipur’s ‘premium’ hospitality

F&B 44 Innovative Desserts

48 Events & Happenings 50 Awards & Recognition Products 54 Bathware Special 60

New Launches

62 Movements in the Industry

Guest columns 14

Re-development of tourism infrastructure in Uttarakhand by Anil Bhandari, Chairman, AB Smart Concepts

The Challenge of being the first branded hotel in Hampi by Sumit Kumar, GM, Hyatt Place, Hampi

Tailor-made services – The future of travelling by Oliver C Martin, Regional GM, The Claridges Hotels & Resorts

Hotels Going Green by Sanzeev Bhatia, GM, The Metropolitan Hotel & Spa, New Delhi

Spa in Gulmarg

HR 28 Mid-market’s Men Forum of the Month 30 Investing in Artefacts 2 hotelscapes • July 2013

38 July 2013 â&#x20AC;˘ hotelscapes 3

new developments

Dwarka gets an ITC WelcomHotel

WelcomHotel Dwarka opens with an impressive offering of ITC F&B brands and an aggressive introductory offer.

4 hotelscapes • July 2013

his is the erstwhile Grand Wyndham Hotel and then the much heralded Lebua in Dwarka, adjacent to New Delhi airport. Both of these projects were failed relationships; this is the third time coming out for the hotel. ITC moved in and branded it as WelcomHotel – in the order of WelcomHotel in Vadodara, Aurangabad and Visakhapatnam. While the Vadodara property is owned by ITC, the other two are managed. Dwarka will be similarly managed, as operating by and within ITC systems, on a management fees. Considering that this property has seen additions by the Wyndham Group and later by Lebua, ITC has taken a practical route – not just make changes for the sake of it. The rooms are therefore, untouched. They are large and well furnished. The banquet areas are also untouched, except they have been renamed, Viceroy and Gateway. The Hotel offers an impressive 393

stylish and well equipped rooms and suites. The recreation, beauty and fitness facilities comprise of a swimming pool, gymnasium, beauty salon and a Club lounge to relax and rejuvenate. The big difference that ITC has brought about is in the F&B department, bringing their years of culinary experience into the hotel’s outlets. Their signature brands have also been revisited. Therefore, the coffee shop takes after Pavilion at ITC Maurya; K&K – Kebabs & Kurries is the Indian food restaurant; Shanghai Club takes on from hotels like ITC Grand Central in Mumbai; and the night club is named Ghungroo, reminiscent of the disco that was there at ITC Maurya. The package is a heady mix of some of the successful ITC F&B brands. They have come out in the market with an aggressive introductory offer with rooms starting at Rs 6,499 plus taxes. ■ by Navin S Berry

New Developments

WelcomHeritage opens a nature resort in MP WelcomHeritage Jungle Home at Pench, Madhya Pradesh is the latest addition to the brand’s collection of nature resorts.

elcomHeritage Jungle Home is an eco friendly jungle resort on the edge of Pench Tiger Reserve. Pench National Park is a birdwatcher’s paradise and supports a rich diversity of flora and fauna. The resort has 26 rooms su r rou nded by lush g reen law ns and an outdoor

swimming pool. The resort of fers a host of adventures and leisure activities such as jungle safaris, lake drive, sit out at Machan, multi-cuisine restaurants, vintage cars, high speed Internet access and spa. The Turiya gate, entrance to the jungle, is merely ten minutes drive from the resort. On your visit to Pench, check out

the cluster of villages around the Park which offer a glimpse of the local culture and customs

of the Gond tribe – witness the craftwork of the potters as they create art from clay. ■

July 2013 • hotelscapes 5

New developments

Heritage Players Gear up in Mussoorie Back to back reopening of The Claridges Nabha Residence and Fortune The Savoy.

he Claridges Nabha Residenc e, Mu s s o or ie ha s reopened with a spa offering different therapies, yoga classes and a multi-recreational centre for guests. In their promotion they also highlight options for picnic lunches, interactive cookouts, hiking trails, bonfires and barbecues for families and corporate, to soak in the ambience of beautiful Mussoorie. Fortune The Savoy, Mussoorie

6 hotelscapes • July 2013

The Claridges Nabha Residence, Mussoorie

The hotel, set amid 13 acres of private cedar and silver oak forest, was a summer retreat of the erstwhile Maharaja of Nabha. One of the oldest heritage hotels, it embraces the nostalgia of the old world with a distinctly Victorian feel clubbed with modern and luxurious facilities. The hotel features 16 deluxe and 6 duplex rooms with walls in pleasing hues of blue with large bay windows offering scenic views. Guests of The Claridges Nabha Residence can dine at the multi cuisine all day dining restaurant Pavilion or head to the Victorian Bar. O n t he ot her ha nd, For tune Park Hotels announces the op en i ng of For t u ne the Savoy built in English Gothic a rch it e ct u re st yle. Back i n 19 02 , Fo r t u n e T h e S a vo y was launched by Cecil D. Lincoln, an Irish barrister. With

a regal history of more than a hundred years, the hotel has hosted famous dignitaries and royalties from India and abroad. Retaining the heritage of the property, the look and feel of the hotel pays attention to its rich legacy and at the same time is equipped with modern amenities to suit today’s contemporary traveller including high speed Wi-Fi connectivity. Today this 50 room property boasts of a spa and well-equipped gymnasium at the Wellness Centre. While the meeting room can accommodate up to 60 guests, a larger gathering of up to 200 guests can be hosted at the Beer Garden. You can dine at The Grand Dining Room, enjoy a light snack at the Fortune Deli or lounge at Nostradamus – The Writer’s Bar that has been well known since the time of independence. ■

The big Interview

New innings for Carlson as Ranaâ&#x20AC;&#x2122;s Raj begins Carlson Rezidor India has a new boss in Raj Rana who has been with the group all these 23 years that he has been away from India. He knows his company inside out and is no stranger to India. He also has the advantage that his ex-boss at ITDC, K.B. Kachru, is available to mentor his coming back as his Chairman at Carlson Rezidor.

How does it feel to come back to India after 23 years? What are the significant changes you see within the industry?

I started my hotel career in India and have returned full circle after over 2 decades. It is a joyous feeling at a personal level as this brings me closer to family and friends. Equally so on a professional front, I am excited at the immense opportunity that India offers for Carlson Rezidor. My arrival further strengthens our India leadership team and marks the next phase in the trail blazing success of our brands where we are the number one international chain by number of properties. Over the yea rs I nd ia n hospitality industry has matured with the most significant change being the arrival of international chains and today the competitive landscape is dotted with international brands. India has always had world class hotels but increased competition has changed the rules of the game

8 hotelscapes â&#x20AC;˘ July 2013

where success more than ever before depends on w i nni ng market share.

Having worked overseas (in Europe and US) for several years, what is the international learning you hope to bring to the Indian market?

My exciting career journey has taken me to developed and mature markets like USA and Canada as well as to emerging markets for hospitality such as in Russia and Latin America. Fundamentally, no matter where you operate, it is still a business about taking care of the guest and how you exact profit margins to get a return on investment. Being born and brought up in India, I have a home court advantage. I am going to build on that by applying my overseas experience to run the business by international standards. I enjoy a global outlook to life and well realize that to be successful one has to adapt global best practices to the business culture one operates in.

Interview

Park Plaza Gurgaon

The increase in supply is impacting hotel rates, how are you strategizing to beat this and retain loyal customers in a scenario where options are aplenty?

Indeed guests have a choice to walk into the lobby of your hotel or go next door. It is the value we provide that creates trial and the experience we deliver that creates retrial. Our strategy to beat the competition and retain loyal customers is anchored on providing high guest satisfaction which Carlson Rezidor brands are known for. To us, winning the revenue battle is vital and in the face of increased supply, our strategy is not based on rate erosion but instead is focused on earning guest loyalty. To reward loyal customers we have the Club Carlson loyalty program that offers a collection of exceptional benefits, services and privileges at more than 1,000

participating hotels worldwide including: Radisson Blu, Radisson®, Park Plaza®, Park Inn by Radisson and Country Inns & Suites By Carlson.

How do you project the growth of the Carlson Rezidor brands in India? What segment are you targeting and how are you evolving the brands?

Carlson Rezidor has gained a pole position and today we have 63 operating hotels and 43 under development. By 2020 we hope to more than double our presence here. Our growth is fueled by our long standing relationships with developers based on our strong track record of delivering results and creating value for hotel owners. We have good coverage of 4-5 star hotels and have presence in most metro cities and state capitals. Our focus is to expand in fast emerging secondary cities via our mid market, Park Inn by

“

Radisson brand. The evolution of our brands is always based on two things: first the need to be fresh and relevant to changing guest expectations a nd second, d r iv i ng g loba l consistency wh i le a l low i ng breathing space for relevant localization.

Q A

Are you missing your luxury end product line?

Our focus for now is on upper upscale Radisson Blu and growing Park Inn by Radisson, an internationally successful midscale concept designed for global gen Y as we feel that’s where the growth opportunity is and what the market currently demands.

In US, you have a standard design. Say a typical Country Inn. Not so in Delhi whereas a typical design would also save costs. What is July 2013 • hotelscapes 9

The big initerview restraining you in creating a typical product?

No doubt design standardization drives cost down and helps deliver developer expectations. Nevertheless, smart business is appreciating what services and amenities customer is asking for and then adapting the design to local needs yet maintaining DNA of the brand. Case in point, in India guests expect room service and more elaborate F&B experience even in midscale brands, therefore in our Country Inns and Suites in India we have accommodated that in the public space design layout. At the end of the day, design and amenities offered have to strike a chord with guests for them to open their cheque books.

You said India’s love affair with food is a differentiating factor from the brand hotels in the US. Could you please elaborate how F&B is contributing to hotel revenues and what priority does it have in allocation of funds?

One has to remember that historically in India the best restaurants have been in hotels; perhaps this stems from the fact that in the days gone it was hard for a free standing restaurant to obtain a liquor license. Therefore generally speaking, hotels in India unlike overseas provide not just a single all day dining outlet but also specialty cuisine restaurants. India’s extremely rich multicultural diversity is reflected in regional and localized cuisines, thus presenting to hotels an opportunity to tantalize the palate of guests. In our Radisson Blu hotels in India, food and beverage is a key revenue stream and revenues are a significant portion of the total, driven by social events such as weddings on one hand while

10 hotelscapes • July 2013

Radisson Blu Mahipalpur

catering to the MICE business on the other. F&B therefore has high priority in allocation of funds as we develop hotels, although the scale varies by brand.

Q A

What are the present challenges you are working on?

From a growth perspective high land prices are becoming a constraint for the Indian hotel industry at large. However, developers with land parcels in the right locations will no doubt smile in the longer term. The current supply demand imbalance itself is a challenge. In some cities supply side of the equation has created so much pressure that we are seeing competition opt for “heads in beds” strategy thus triggering a rate war. Fortunately for us in most markets we operate, particularly in secondary cities such as in Nagpur

and Indore our hotels are a league apart and thus to some extent immune to falling ARR’s. As brand owners and managers we realize that in tougher times more than ever, cash is king and are therefore bringing to bear all tools in our revenue kit to drive topline and are making smart decisions to contain costs without sacrificing guest experience. Another key challenge (which I am personally surprised given that India is a country of 1.2 billion people) is the talent gap in our industry. It is hard to find “right fit” employees. Hotels are a great training ground for grooming people that easily transition to other industries thus causing turnover. We at Carlson have a st rong Ma nagement Trainee program that identifies and recruits young talent for opportunities within our hotels; this year alone we selected 26

candidates through this career development initiative. Lastly, the r isi ng cost of utilities particularly electricity and diesel threaten profitability. The average electricity hike in Delhi last year was over 20% taking into account both the c om mercia l a nd i ndu st r ia l sector. With frequent power cuts, hotels are forced to generate their own electricity relying on diesel as the fuel source. We have to be prepared for the day when diesel subsidy is lifted; arguably that may be good at the macroeconomic level, it will nevertheless strain profitability of hotels.

Across your segments, how much of your clients are Indian/foreign, business and leisure?

The statistics for client origin and stay purpose vary by destination. At our hotels

The big initerview

How do you see business growing in the capital? You have 17 properties to manage and market. How do you differentiate them?

located at tourist spots such as Goa, Mamallapuram and Agra, in peak season majority of our guests are international tourists. At our hotels in religious destinations we see interesting trends, for example, our Country Inns and Suites in Katra, Jammu has mostly domestic tourists while our Radisson in Varanasi has mostly foreign clientele. At our metro city hotels majority of our guests are foreigners.

Which cities are doing well and which are not? What is driving business in places like Goa and Nashik?

Individual city performance dynamics are d riven by supply, demand generators and connectivity. Some cities are still being hurt by the loss of air connections to major cities that serve as source gateways. Till the sur-

plus capacity is absorbed, hotels in areas such as Delhi, Noida, Hyderabad, Bangalore and Chennai will remain challenged. However, in cities like Goa where we have two Country Inns and Suites and a Radisson, we see some insulation from downward pressure. These hotels benefit from both international as well as domestic travelers. Our hotels in Goa have done well by adapting their markets to season based opportunities by targeting domestic tourists during monsoon and reaching out to large charter movements and international events in peak season. To your question regarding Nashik, it is a city on our target list as it is one of the most promising towns in Maharashtra. With I nd ia’s w i ne i ndust r y proliferating in Nashik, this city is often compared to Napa and Sonoma valley in California.

We clearly see ourselves as a market leader in the NCR region with 17 Carlson Rezidor hotels representing all our brands with a combined strength of 2021 rooms. At a recent reception I was attending at the beautiful rooftop of our Park Plaza in Gurgaon, I was delighted to see in the neighborhood the building signs of all our brands as beacons of our success. Our properties are differentiated in the NCR by brand and location specific services and amenities. From heart of the city locations like the Radisson Blu Marina Connaught Place, we have our presence all across NCR including thriving localities of Paschim Vihar, Dwarka, Ghaziabad, Noida and Shahdra. Our Country Inns and Suites, Udyog Vihar at NH-8 serves as a great billboard and provides outstanding experience to guests. In the capital, our first Park Inn by Radisson will open later this year at I.P. Extension New Delhi and we have 2 more Park Inn by Radisson hotels under construction in Gurgaon and Bilaspur. NCR area is the throbbing heart of the Indian economy and despite some short term pains we see this region’s strong potential.

With the imminent opening of Aerocity, how do you see the challenge for Radisson BLU Plaza in Mahipalpur?

We have our ears to the ground and eyes across the street as we see the development activity at Aerocity. No doubt the incoming supply is noteworthy; what matters is how these new openings are staggered so that new supply can be absorbed in

an orderly fashion. The Radisson Blu Plaza Mahipalpur is our flagship property and its recent renovations have further strengthened its position in its neighborhood. The hotel provides exceptional experience and enjoys a very loyal customer base. We are working with the owner, Dr. Ramesh Kapur and the hotel’s management team to put in place appropriate business strategies to shield ourselves from the onslaught of supply. The hotel enjoys 15 years of goodwill amongst guests, corporates and meeting planners and its ownership and employees are ever so committed to the success of this beautiful hotel.

You have over 100 franchises and therefore in the Indian context, over 100 in-laws to keep happy. Isn’t this a formidable challenge in itself ? What are the typical issues you face with them?

We have over 100 hotels in operation and under development and in many cases hotels have multiple owners creating some unique situations. Indeed relationships with in-laws are complicated, yet in the Indian context of joint families they are part of the social fabric. In a business scenario, just like in personal relationships, the key is regulating expectations, understanding the importance of give and take and having the patience to understand one another’s perspective. Our relationships with our owners are time tested and deep, yet nurturing them and creating long term mutual value proposition is paramount to the sanctity of this relationship. Owners chose to fly our flags because they have confidence in our delivery and rest assured in our ability to take care of the asset they trust us with. ■ as told to Priyaanka Berry

July 2013 • hotelscapes 11

Gm Speak

Luxury Leadership

A talk with Pavithran Nambiar Pavithran Nambiar, the recently appointed General Manager at JW Marriott Mumbai, inspires the thought that this world needs more people who do what they love. He still wakes up as thrilled about his work as he was 18 years back, when he used to clear tables and stock fridges in a suburban Sydney pub. The vivacious manager tells us about his attitude towards work, the greatest lessons he has learnt about the hospitality industry and his vision for JW Marriott Mumbai…

Q A

What makes a good hotel manager?

Managing a hotel is not conceptually difficult. The challenge lies in the many hundreds of details. As a mentor of mine used to put it, “We need to deliver hot plates with the hot food and cold plates with the cold food.” The challenge lies in ensuring that these details are being attended to 24 hours in a day, 365 days in a year. The industry is also very “people-focused”, be that in terms of the team or our guests. If you do not fundamentally enjoy interacting with many people from different walks of life, I think it will be very difficult to succeed in this field. My mentor also used to say “Leadership is about unswerving focus and leading people to themselves.” This informs my belief about success as a leader. The focus must be intense and relentless as our business has so many moving parts, in this case the parts are people, and so, very unpredictable! The second element lies in the belief that my role as a leader is to assist people to achieve what they want out of their lives. Aligning the

12 hotelscapes • July 2013

aspirations of individuals with the work we do in the hotel and the goals of the business unlocks almost limitless potential in people. It has been an inspiring experience to be successful in helping someone to unlock this potential in themselves.

Q A

Could you give us an insight on your day?

I like to start my day early. This is when my energy is highest and distractions are the least. Between 8 am and 10 am, the phone hardly rings! I spend this time with my team and take a round of the hotel. We have all heard the many variations on the management mantra which says that one cannot manage a business from one’s office. I strongly believe in this. The more time I spend in every part of the hotel, with guests and clients, and the team, the more effective I become. It is for this reason that we hold our morning management team meetings in the lobby of the hotel rather than in an office or a boardroom. The middle of the day tends to be full of meetings and emails. After 6 pm, I try to get out

GM speak again and go around the hotel, meeting my team and guests.

Q A

Best time of the day for you?

Undoubtedly I love the hours from 6 am to 9 am best. The day seems fresh and full of possibility!

Q A

What would you say is your work style?

I guess I would describe it as ‘consultative’. I hope my team would agree. I try to get as many inputs on an issue as possible before making a decision. This must be weighed against timeliness. I really dislike decisions remaining pending for a long time. So, we try to talk to each other a lot in the course of the day and the week so that we can make decisions quickly and keep moving.

Having had a stint with renowned brands across the world, and now being appointed as the General Manager at JW Marriott, describe your professional growth and learning curve?

It has been a thrilling and altogether unexpected journey.

JW Marriott Mumbai

I started working in the hospitality industry 18 years ago clearing tables and stocking fridges in a suburban Sydney pub. While I have held many roles since then, even 5 years ago I could never have believed I would be in the role I am in today. I have been in India for almost 8 years now and have worked in three different cities, with three different brands. Each one has taught me a great deal about the industry and, of course, about myself. I feel my greatest lessons about the industry were learnt by me in that pub. I was incredibly fortunate to work with owners and managers who were unswerving in their quality focus, and I have found that by repeatedly returning to the basics I learned all those years ago, I stand in good stead. They were tough task-masters but I remain grateful to them to this day.

How is it trickier to have a hotel in Mumbai than in other parts of the nation? And also what are the advantages?

I think Mumbai offers more advantages than challenges. It is the business capital of one of

the major economies of the world and will grow in importance in the years to come. Mumbai is widely recognized now as a globally important city. It is exciting to be running an important hotel in this environment. I think my entire time in India has been infused with a sense of being part of a story of incredible change and development. There is also of course a concern for the challenges which India faces as a nation and I feel very passionate about playing a small positive role in this time of change, hope and opportunity. In terms of a specific market, Mumbai will always deliver strong demand growth. This will be impacted as supply grows, but in the long term the demand growth will well outweigh supply side challenges. I have not been in Mumbai since long but the trend line in infrastructure over the 8 years I have been in India is positive. We all would of course like it to be faster but it is no small task.

Q A

Top trends in the hotel business today…

The fundamentals remain the same. Success lies in strong systems and procedures

overlaid with passion and love (what we often call attitude). There are of course huge changes in all aspects of the industry. Probably the biggest is the change in distribution channels which we are seeing as on-line sales increase in importance. This is driving important changes in the transparency of pricing and lead times of bookings in particular. Another important trend of course is social media and user-driven content. This is fundamentally altering the way we interact with our guests and the way they choose their hotels. I find it quite exhilarating. The relationship between our guests and the hotel is becoming more open and honest by the day.

Q A

What is your vision of hospitality for JW Marriott Mumbai?

I am extremely fortunate that I inherit a very strong legacy as I move into this role. Through the efforts of the owners and the Marriott teams which have come before me, JW Marriott Mumbai has established itself as one of the leading hotels in Mumbai and India. It is my role with my team to ensure that we sustain this position. The big news for us is the completion of our renovation. After almost three years we are operating our entire inventory of 355 rooms. The feedback on the new rooms has been fantastic and we are very grateful for the support we are receiving from all of our many long-standing clients. Food and Beverage has always been a real strong-point of our property and we have done a lot in the past 12 months to secure this quality. We have an outstanding team of chefs who drive our two focus areas - authenticity and innovation. I am extremely excited by what the culinary and service teams are doing at the moment. ■ as told to varalika vij

July 2013 • hotelscapes 13

guest column

Anil Bhandari Chairman, AB Smart Concepts

s Uttarakhand is recover i ng f rom the impact of the recent calamity it is time the authorities consider the importance of promoting sustainable tourism of this pilgrimage-rich state. It is commendable that the Ministry of Tourism has sanctioned a special package of Rs. 100 crore for reconstruction and restoration of the affected government tourist facilities over and above the Rs 95 crore sanctioned as Central financial assistance during the current financial year for development of tourism infrastructure. I suggest that the special package be utilised for the creation of Eco-Tourism Parks in the affected regions. Preservation and promotion of nature and re-development of tourism through development of Eco-Tourism Parks will bring about an ideal balance between nature, the local community and the multitudes of visiting tourists and pilgrims. The heavy rains and cloudbursts leading to flash flooding

of the Bhagirathi River caused unimaginable loss of life and massive destruction of property in and around the pilgrim city of Kedarnath, one of the quartets of Garhwal region’s Char Dham yatra. The country, the corporate

14 hotelscapes • July 2013

Re-development of tourism infrastructure in Uttarakhand Anil Bhandari suggests creation of Eco-Tourism Parks in or near Uttarakhand’s Char Dham locations would provide sustainable tourism for both the luxury as well as budget tourists.

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The economy of Uttarakhand is dependant upon tourism and hydel power. The recent disaster has shown the downside of having constructed more than a dozen powergenerating dams and barrages thereby resulting in destruction of the natural wealth of the state. The duty of the state now is to concentrate on the redevelopment of tourism. world and the common man, all have united to help the disasteraffected people in Uttarakhand. Donations are reaching the State authorities, relief materials such as food, water, medicines, woollens and other provisions are being dispatched. Volunteers have opened rehabilitation camps to provide relief to the flood victims. Real estate developers, telecom network companies, hospitals and pharmaceutical companies, private industries and public sector organisations, NGOs and others are working tirelessly to assist the affected and restore normalcy. As the state attempts to deal

with the situation, environmentalists consider the disaster as manmade, while geologists say the extent of destruction could have been minimal if stricter regulations were in place. It is a fact

that India does not have a national policy for preservation and conservation of bio-diversity-rich mountainous areas. The current regulations are observed more in the breach. The economy of Uttarakhand is dependant upon tourism and

hydel power. The recent disaster has shown the downside of having constructed more than a dozen power-generating dams and barrages thereby resulting in destruction of the natural wealth of the state. The duty of the state now is to concentrate on the redevelopment of tourism. This is possible if the environmental protection regulations are enforced and followed. It is necessary to conduct feasibility through t ou r i sm a nd env i ron ment a l

On the way from Guptkashi to Kedarnath

guest column experts as this will ensure maintenance of the natural beauty such as flora, fauna, forests, rivers, waterfalls and springs. The feasibility report can be used as a platform for regional town planning and related tourism activities. Prior to any developmental work it should be mandatory to conduct feasibility studies on the environmental conditions and the carrying capacity of each place of tourist interest. The carrying capacity should take into account the flow of tourists, pilgrims as well as the number of local residents. According to census figures, the population of this hill-state was 1.08 crore in 2011 while the number of visiting tourists and pilgrims in the same year was 2.5 crore, a majority of them coming

during the tourist season which is limited to the three or four months of summer. The same principles as followed for regulating pilgrim traffic to Mansarovar and Amarnath should be studied and adapted to local conditions. It is advisable to

[

Prior to any developmental work it should be mandatory to conduct feasibility studies on the environmental conditions and the carrying capacity of each place of tourist interest.

also study international systems as followed in Switzerland and other high-altitude tourist resorts internationally. Other steps which need to be taken include: • Observe green practices to control pollution at the Eco-Tourism

Parks as well as in the region. Encourage promotion of local biodiversity, procedures for re-cycling and disposal of waste material • Promote non-polluting, ecologically safe systems such as bio-gas,

solar energy and wind power for power generation and supply to the entire region • Increase awareness of environmentally-friendly practices among tourists as well as the local population in public areas through audio-visual mode • Follow environmental-friendly designs for architecture, construction and engineering projects at

the parks and in the region • Support use of LPG for domestic and commercial cooking purpos-

es and use of battery-run vehicles thereby limiting entry of motorised vehicles to the entire region Creation of Eco-Tourism Parks in or near Uttarakhand’s Char Dham locations would provide sustainable tourism for both the luxury as well as budget class of tourists. This tourism develop-

ment plan would provide for sufficient land earmarked for basic infrastructure, hotels, transport, travel and tourism offices, cultural, religious, wellness and health centres. I nnovative use of green technology for the development of Eco-Tourism Parks would encourage the use of environmentally safe methods and materials, from using local materials for construction purposes, recycling of waste material and water, use of nontoxic products and promotion of

techniques for generating energy besides the use of alternative sources of energy. Sustainable destinations such as Eco-Tourism Parks re-invest the profits from their tourism activities in environmental con-

servation and ecological heritage restoration and preservation, thereby demonstrating a thriving culture, strong social networks and increasing bio-diversity. Uttarakhand could earn considerable income by promoting tourism as it has a large variety of tourism products and activities. These include mountains (rockclimbing), rivers (rafting and fishing), forests (bird sanctuaries), Valley of Flowers (nature park and trekking), sports (para-gliding and skiing), ethnic handicrafts

(local artwork) etc. The pilgrimage tourism segment of the state includes the Char Dham yatra which includes Kedarnath, Badrinath, Gangotri and Yamunotri and a host of other

temples of lesser importance as well as the majestic gurdwara of Hemkund Sahib. The peaceful environment of the region is ideal for promotion of wellness tourism, yoga and meditation. The scope of industrial development in the state should be restricted to non-polluting industries such as the service sector – pharmaceuticals. It should be ensured that the small and medium enterprises adopt cleaner and greener production practices. To further spread the message of nature conservation eco-practices should be initiated at the local schools. This would help establish effective com munication channels encouraging the population to take forward the message of sustainable tourism. Sustainable tourism being responsible tourism, the setting up of Eco-Tourism Parks, besides turning tourism in the State as a year-round activity as compared to the seasonality factor presently, would also contain the unchecked growth of hotels, motels, restaurants, wayside shops and shopping malls on roadsides, river beds, unstable slopes and forest areas. The State Government should immediately utilise the services of experts in destination development and those with experience in the hotels, travel and tourism industry to plan for re-building the region’s potential major revenue earner. ■

July 2013 • hotelscapes 15

tourism

Braving the catastrophe: Uttarakhand hotel industry As the hoteliers in Uttarakhand were prepared for yet another busy and eventful months of June and July, the most horrible floods struck the state, blowing away the rewards of 100 percent occupancy during this peak season. Hotelscapes visited the Doon Valley and talked to a few important men associated with the hospitality industry, who are bearing the brunt of mass cancellations even though their respective areas were absolutely untouched by the calamity.

ozens of resumes kept on the table of Sandeep Singh, General Manager (O), Hotel Pacific, Dehradun were a clear indication of the sad state of joblessness in the state capital a nd neighbou r i ng stations. Rakesh Chugh, Owner, Hotel President, Dehradun also gave us an insight on the current scenario of the hotel industry in the area.

Visitor’s reluctance “Dehradun has a lot of corporate business. People come here and stop by for a night, moving forward to Rishikesh, Haridwar and other places. May-June is the season time for us and we have a minimum 60-70% occupa ncy, wh ich has now dropped by 30-35%. Ordinarily,

16 hotelscapes • July 2013

a lot of corporate conferences and product launches by pharma companies happen during this t i me. But now, most of t he corporates who were supposed to visit are reluctant to visit Dehradun. In our hotel, almost 6 conferences got cancelled in two weeks. Even in a five star chain hotel like the Jaypee Residency Manor at Mussoorie, currently only 35 out of 135 rooms are occupied. The occupancy is otherwise supposed to be full currently,” says Sandeep.

Pilgrim tourism worst hit “More than 80% of the tourism that takes place in Uttarakhand goes to the shrines. Now this is the lower end and middle end tourism,” informs Rakesh Chugh. “The contribution to the

economy in terms of numbers can be easily compared to the balance 20% of vacation tourists who go t o Mu s s o or ie for a break, or to Rishikesh for leisure sports and adventure, or even foreigners who go for treks to Himalayas. While the pilgrim tourism has obviously been totally shut down, the other part has also been adversely affected due to the apprehension about the region post the floods. Even though places like Kashipur and Jim Corbett have nothing to do with the recent natural disaster, the hotels there a re la rgely unoccupied.

The lesser known issues Sandeep Singh brought to our k nowle d ge t hat t he r e s c ue teams, army cadets and pilots

tourism

Sandeep Singh

General Manager (O), Hotel Pacific, Dehradun

Tourist Tracker:

According to a recent survey by the PHD Chamber of Commerce and Industry, the flash floods that lashed Uttarakhand earlier this month are expected to cause a loss of Rs. 12,000 crore to the state’s tourism industry in the current fiscal. While thousands of hotel bookings have been cancelled all over Uttarakhand, S.P. Kochhar, President, Hotel Restaurant Association of Uttarakhand, informs that around 300 people lost their hotel jobs within a few days of the mishap. Rakesh Narain Mathur, President, Mussoorie Hotel Association, has computed a loss of Rs. 50 crores in Mussoorie alone and fears another blow of Rs. 50 – 55 crores to the hoteliers in the hill station from 15th June to 15th July. are the recent occupants at hotels across Dehradun. He says, “We understand that it is our social responsibility to help the rescuers, but we are currently not in a state to bear additional costs. The teams have till date stayed at a cost of Rs. 6 lakhs in Hotel Madhuban and above Rs. 2 lakhs in Hotel Pacific. We are supposed to give them decent discounts as

per the government instructions. Currently, almost 16-17 rooms are booked everyday.” “I believe the Taj Hotel was supposed to set up their property under The Gateway Hotels banner between the stretch of Haridwar and Dehradun. I suppose they would have to postpone their development plans. Yet, the major damage has actually been to the

one star and two star hotels. The chain hotels are lesser affected,” he says further.

Return of stability “I suspect that things would shape up only in the next summer season now. This is because of the negligent news broadcasts that forgot to mention the exact places ruined by the calamity. So now,

May-June is the season time for us and we have a minimum 60-70% occupancy, which has now dropped by 30-35%. Ordinarily, a lot of corporate conferences and product launches by pharma companies happen during this time. But now, most of the corporates who were supposed to visit are reluctant to visit Dehradun.

the tourists have been influenced psychologically and the impact will take a while to go. As for now, the tourism in north India has shifted greatly to Rajasthan,” says Sandeep. Rakesh Chugh adds, “They (the state government) should now start identifying where the eateries, restaurants, hotels should be ideally located.”

July 2013 • hotelscapes 17

tourism

S.P. Kochhar, President, Hotel Restaurant Association of Uttarakhand and Co-Chairman, PHD Chambers of Commerce and Industry, Uttarakhand Chapter, believes that the irresponsible media reportage caused a sharp and sudden decline to the tourist flow even in most unaffected places in the state. Being the Chief Managing Director of Hotel Madhuban, Dehradun and Hotel Madhuban Highlands, Mussoorie, he himself is suffering monetary losses due to the anxious guests postponing their visits.

Q A

What extent of damage do you see the hotels bearing?

In a word, the damage is enormous. The news goes that Uttarakhand is in trouble, whereas Dehradun, Mussoorie, Nainital, Rishikesh, Haridwar and many other places are all safe and unharmed. The irresponsible media reportage has caused a sharp and sudden decline to the tourist flow in the city. Mussoorie is absolutely empty. In Dehradun, the occupancy has gone down by 80%. People are not visiting the state out of fear and I’m not only talking about the pilgrim tourists. When a calamity of this scale happens, the tourism, at large, gets affected. So when there are no guests to welcome in the hotel, there is also no one in the markets to purchase, eat or hire.

S.P. Kochhar

President, Hotel Restaurant Association of Uttarakhand and CoChairman, PHD Chambers of Commerce and Industry, Uttarakhand Chapter

The news goes that Uttarakhand is in trouble, whereas Dehradun, Mussoorie, Nainital, Rishikesh, Haridwar and many other places are all safe and unharmed. The irresponsible media reportage has caused a sharp and sudden decline to the tourist flow in the city.

18 hotelscapes • July 2013

In fact a recent PHDCCI survey says that a Rs. 12,000 crore loss is expected to be caused to the state tourism in the current fiscal.

To be honest, I do not have that estimate. But what I can tell you is that almost a thousand hotels are in trouble. The biggest dilemma is retaining the staff in such a dire situation, since there is an immediate need to cut down on the costs. In my hotel here, 164 cancellations have been made already within about 10 days.

Q A

What extent of unemployment are you witnessing?

According to my personal estimate, around 300 people have been left jobless in Mussoorie alone. Most of the hotels here are small and the owner lives in the property itself. The big hotels can still afford the losses, but it is the small properties that have had the most severe blow.

Q A

What role would your hotel association play now?

We cannot do much without the help of the government. The hoteliers have

sent the rel ief to the su f ferers i n ever y way possible. However, to make the place economically viable, the government has to do something.

Q A

The government has to do something. But what?

You see a few years back the government had imposed entertainment tax. While in those days, there used to be functions like May Queen, Summer Queen, and performances by singers and other stars, now such activities have stopped happening in the hill areas. To organize a function, one has to pay 30% entertainment tax, 13.5% VAT and 10% service tax. Even if you have a television in the room, they are charging Rs. 40 per month per television. I would say that the service tax and entertainment tax should be removed, and even the luxury tax should be reduced to save the expenses in the present state of affairs.

Have you had a talk with the government on the plans for reconstruction? Your recommendations…

Not really. But the reconstruction would need a lot of planning. I would say that we must do the rock blasting in the hilly areas in the most sensible way. This was, for more than one reason, a man made tragedy. Also, we need some positive news by the media, announcing the precise destinations in the state that have been affected by the floods.

Q A

Your message to the tourists…

The t a r i f f s i n hot el s a nd a l l ot he r segments of the tourism industry have been reduced considerably. The tourist must visit for it would suit their budget like never before. They can now spend less and enjoy more.

tourism

Rakesh Narain Mathur, President, Mussoorie Hotel Association, has computed a loss of Rs. 50 crores in Mussoorie alone and fears another blow of Rs. 50 – 55 crores from 15th June to 15th July to the hoteliers on the whole.

Q A

Could you narrate the sudden downfall in Mussoorie’s hotel business post the flash floods?

The tourists staying in Mussoorie received the news of the torrential rains and floods that happened at Badrinath and Kedarnath on the 15th and the 16th of June. There were forecasts cautioning the people in neighbouring hilly areas. Within 24-48 hours, all the hotels went vacant, the bookings had to be cancelled and the money returned.

Q A

Any approximation of the losses the hotels have faced till date?

Rakesh Narain mathur

President, Mussoorie Hotel Association

Looking at the current scenario, the hotels would have to wait for a few months for a positive feedback. There are looming fears of mass unemployment. On a more positive note, we will now be encouraging the vacationers to come in large numbers during the winter months also.

As per the rough calculation, there is a loss of at least Rs. 50 crores only in Mussoorie. To tell you, there are some 200 hotels in the hill station, all of which are facing serious losses. Also, we have computed that from 15th June to 15th July, there would be a loss of another Rs. 50 - 55 crores.

What’s your plan of action?

We are planning to have a joint press conference in Delhi with the Union Tourism Minister and other people of importance within the Uttarakhand hotel administration and push for some positive news coverage. Also, we would propose a relief from taxation. Then again, we have to incur certain fixed charges on the electricity. We would appeal for a relaxation in the rule and electricity charges as per the units consumed only.

Q A

Impending hopes and fears for the hoteliers in Mussoorie…

Looking at the current scenario, the hotels would have to wait for a few months for a positive feedback. To speak the truth, in hill areas the business is only for three months. So one can expect the business maximum till September. There are looming fears of mass unemployment. On a more positive note, we will now be encouraging the vacationers to come in large numbers during the winter months also, for while the plains experience fog, Mussoorie has a clear weather and bright sunshine all through the cold months. ■ by varalika vij

July 2013 • hotelscapes 19

trends

Your private butler!

Shangri-Laâ&#x20AC;&#x2122;s-Eros Hotel, New Delhi

20 hotelscapes â&#x20AC;˘ July 2013

trends

The private butler does everything for the guests at the hotel. He makes the guest feel like a king or a queen. Highly popular with high-end travellers, Hotelscapes decodes the concept of the private butler.

he Oberoi, New Delhi is the champion in introducing the private butler ser v ice to its guests. It was the first hotel to offer a 24 hour service for all the 283 rooms and suites in the hotel. Many other luxury hotels followed suit. The Leela Palaces, Hotels & Resorts has a private butler service at all its properties. For example, The Leela Palace Udaipur offers a complimentary 24-hour f loor butler service for each of its 72 rooms and six suites. The Royal Suite and Maharaja Suite come with a personalised 24-hour butler service. The Leela Mumbai offers this service for The Royal Club which occupies the higher floors of the hotel. The Royal Club has all the facilities that a business traveller may need, in proximity to their suites and rooms. A dedicated team of handpicked and highly trained butlers are on call round the clock to ensure the comfort of The Royal Club guests. The guest experience of Maharaja Suite and the three Junior Presidential Suites of the hotel are further enhanced by a dedicated personal butler assigned to the guests occupying these suites. Some f ive star hotels like Trident, Bandra Kurla, Mumbai offer personal butler service to guests staying in suites. The Taj Mahal Palace Mumbai has a private butler service for its Palace Wing guests. The Westin Soh na Resor t & Spa has a n exclusive butler service for its Presidential Villa.

Popular with hi-end guests Butler service is a progressing

trend in India. “It is the need of the hour to provide impeccable hospitality to the well-heeled travellers,” says Vineet Wadhera, Director of F&B, Shangri-La’sEros Hotel, New Delhi. Private butler service is most popular w ith high net worth guests travelling for business purpose s uch a s M D’s a nd C E O’s of

Gaurav Pokhariyal GM, The Taj Mahal Palace, Mumbai

The private butler service is a royal indulgence for the guests. It is a blend of traditional and modern hospitality. Our private butlers are resourceful, conversant on the tricks of navigating a sometimes challenging city like Mumbai, and knowledgeable on the choicest of shops etc.

companies, business travellers, bu reauc rat s, a mba s sador s, royalty, Heads of States, expats, hi-end luxury travellers, long stayers, guests with kids and couples staying in retreats.

The one point contact for all your needs A pr ivat e but ler i s t he one point contact for a guest to make any request, anytime of the day. He assists the guest in secretarial services and acts as a personal concierge. His role begins before the guest arrives and continues after he departs, informs Graham Grant, General Ma nager, The L e ela Pa lace Udaipur. Before arrival – The butler checks all the preferences of the guests viz. room, bed, view, floor – smoking/non-smoking, foo d, b everage s a nd so on, obtaining his photo id and other details from the reservations department, so as to minimise the time ta ken for check-in process. On arrival and post arrival – pick up f rom the a i r por t, suggesting itinerary for the duration of the stay, seamless check-in experience, room to be ready as per guests’ preferences, laundry service, wake up call, shoe shine, site seeing, room service, amenities placement, restaurant reservations, mini bar replenishments, ice service, even i ng room ser v ice, i n room dining and clearances, luggage service. “If the guest is celebrating his anniversary, in majority of the other hotels he has to request for a bouquet. At The Leela Palace Udaipur, we pre-empt it. We deliver a bouquet without the guest even asking for it, arrange for special

Ashish Kumar Rai GM, The Leela Mumbai

The team of butlers is trained to be intuitive, not intrusive. These skills are continually honed through supervision of the experienced team members and their feedback. It is such feedback from the guests that keeps the team motivated in spite of a highly demanding role.

baths and treatments and make him feel like a king,” says Grant. Du r i ng depa r t u re a nd check out – Error free billing a nd a fond fa rewel l w ith depa r t u re a i r por t t ra nsfer, airline tickets, pre check-ins and reconfirmations of f light and seat. Post departure – Sharing the guests’ stay preferences and feedback within the hotel and sister hotels, and the next destination hotel, if requested/ required. A butler basically

July 2013 • hotelscapes 21

trends makes the guest’s stay hassle free which allows him to enjoy the property and the destination in a better manner. The private butler service is a royal indulgence for the guests. It is a blend of traditional and modern hospitality. “Our private butlers are resourceful, conversa nt on t he t r ick s of nav i gat i ng a s omet i me s challenging city like Mumbai, knowledgeable on the choicest of shops, restaurants and historic

Sanjay Sharma

Complex GM, The Westin Sohna Resort & Spa and The Westin Gurgaon, New Delhi

At the Westin Sohna Resort & Spa, the charges for the private butler service are included in the rental. At our intimate dining venue where the service is provided for meal periods the service charge may vary depending upon the custom package.

22 hotelscapes • July 2013

sit e s. A qu ick ca l l a nd t he personal butler is available to set a bath or create an exclusive dining experience in the guest’s room,” says Gaurav Pokhariyal, General Manager, The Taj Mahal Palace, Mumbai. “Butler ser vice enables a guest to have more time at his disposal to focus on his business, agenda or itinerary rather than having to focus on mundane tasks which can be time consuming. Our guests often have packed schedules and this facility gives them both the convenience and freedom to focus on things that matter. Personalised butler service is a supreme standard of service and luxury, where every need is anticipated. The butler assists in packing to unpacking the luggage a nd a r ra ng i ng t he contents appropriately in the room. The butler, among other t h i n g s , fac i l it at e s lau nd r y a nd d r y cl e a n i n g r e que s t s by c ol le c t i ng clot h i ng a nd ensu r i ng del iver y at the requested time. Additionally, the butler serves continental breakfast, tea and cof fee during the day, makes table reservations, arranges tickets for movies, concerts etc. He/ she may even accompany the guest, i f needed to a reas of their interest, such as shopping trips etc,” says Reuben Kataria, Executive Assistant Manager, The Oberoi, New Delhi. The Westin Sohna Resort & Spa provides a butler service at its dining venue – Pavillon to ensure an inimitable dining experience. “Possessing a devoted service attendant creates top of the mind recall amongst target audience. A dedicated butler guarantees that guest requests are not just catered to but are anticipated,” says Sanjay Sharma, Complex General Manager, The Westin Sohna Resort & Spa and The Westin Gurgaon, New Delhi.

Graham Grant

GM, The Leela Palace, Udaipur

The butler checks all the preferences of the guests viz. room, bed, view, floor – smoking/ non-smoking, food, beverages and so on, obtaining his photo id and other details from the reservations department, so as to minimise the time taken for check-in process.

Intuitive, not intrusive! Private butlers provide personalised service as well as privacy, which is what people are looking for when they seek these services. “Private butlers are supposed to be a shadow of the guest, taking care of all his demands while still being in the background and not invading the g uest’s p ersona l space. The guests contact the butler whenever required. They are trained to be discreet and ensure to provide the guests with home

away from home hospitality,” says Wad hera. “Butlers a re trained to understand where to draw the line and remain alert to the guest’s needs while r e m a i n i n g u n - o b t r u s i ve ,” adds Anand Chatterjee, Food & Beverage Service Manager, Trident, Bandra Kurla, Mumbai. For example, the butlers at The Oberoi, New Delhi are welltrained to ensure that the guest’s privacy is not compromised. “Each time a guest checks into the room, the butler introduces himself and explains the services on offer and seeks guests’ inputs on any special requirement. He provides his business card with his contact information, so that the guest can contact him, as and when required. Also, each of the rooms has a butler switch easily identifiable, within arms reach of the bedside. Butler responds to the call within minutes. A good butler works silently, behind the scenes, without making his presence overbearing or obvious,” informs Kataria. The Leela Palace Udaipur offers an invisible housekeeping a nd butler ser vice concept. “This requires a lot of training and expertise, where the psychology of wants for the guest is understood. For unobtrusive and immaculate private butler service, the homework starts before the guest arrives and preparations are done to ensure that whatever the guest may need, is already there,” says Grant. At The Leela Mumbai the team of butlers is trained to be intuitive, not intrusive. “These skills are continually honed through supervision of the experienced team members and their feedback. This has been one of the key reasons behind the Royal Club butlers being adjudged among the best in the city’s landscape of five-star hotels. It is such feedback from the guests that keeps the team

trends motivated in spite of a highly demanding role,” says Ashish Kumar Rai, General Manager, The Leela Mumbai.

Frills at no extra cost! The butler service is a value addon from hotels so guests are not charged extra. At some hotels like Shangri-La’s-Eros Hotel, New Delhi the butler service is provided by in-room dining staff members to niche clientele on request, so it does not cost extra to the hotel.

Vineet Wadhera

Director-F&B, ShangriLa’s-Eros Hotel, New Delhi

Reuben Kataria

EAM, The Oberoi, New Delhi

Butler service enables a guest to have more time at his disposal to focus on his business, agenda or itinerary rather than having to focus on mundane tasks which can be time consuming. Our guests often have packed schedules and this facility gives them both the convenience and freedom to focus on things that matter.

To provide impeccable hospitality to our well-heeled travellers, the butler service is the need of the hour. The butler introduces the hotel’s luxurious facilities to our guests and acts as a onestop shop service for accommodating their needs and demands.

However the cha rges a re mostly included in the rentals. For example, at the Westin Sohna Resort & Spa, the charges for the private butler service (for the Presidential Villa which starts at Rs 180,000 plus taxes) are included in the rental. “At our intimate dining venue where the service is provided for meal per iods (lu nch a nd d i n ner) the service charge may vary depending upon the custom package,” says Sharma. ■ by Manisha Almadi Midha

July 2013 • hotelscapes 23

design

The Khyber Himalayan Resort & Spa in Gulmarg

Designed with indigenous and local architecture, to give guests a true feel of Kashmir Clad in locally sourced pine and slate, Khyber Himalayan Resort & Spa is built in a style true to the architectural heritage of Kashmir. We talked to the architect, Anil Badan, who unravels what it takes to build a beauty like this.

Anil badan

owner, Studio B architects

Having studied architecture from Kerala University, Badan is today responsible for designing several hotels across India that include Holiday Inn, Radisson BLU and others.

24 hotelscapes • July 2013

ormerly it was old buildings and monuments which gave you the impression of the culture of a particular place or region. But now hotels have a new substantial representational value when it comes to indigenous art and culture. One such hotel is The Khyber Himalayan Resort & Spa in Gulmarg, where its chief architect Anil Badan has used and incorporated beautiful local art and architecture to create a stunning hotel. “Historically Kashmir has influences of Mughals and English, which has influenced the local architecture and that became the main inspiration in designing this resort,’’ he comments. Explaining the design brief and execution for the hotel, he states that creating a hotel, relying heavily on native design elements of Kashmir was a significant task. “While we were instructed to make something exclusive and indigenous, the brief demanded elements which should be at par with international standards. We spent time exploring the city and observing people working on local craft. We made note of old buildings, mosques and temples very minutely and used their pictures for reference. It was important to study the specifications of the local art before we could execute the design, otherwise authenticity could have been suspected.” He explains the design concept behind different features of the hotel.

design

The Entrance or the Porch

he porch is the first thing that guests notice while entering the hotel. So if your agenda is to give them the indigenous flavour of the town, it should start right from here. We tried to create this using local materials and native designs. Firstly the wood that we have used is all pinewood, which is widespread in Kashmir. This wood also helps in keeping the interiors warm. The architecture in Kashmir is profoundly inspired by Mughal designs where the windows would be arched and green lights would be used extensively. The same is seen at the entrance. The windows are arched and mashals have also been used. Also pine flowers, add beauty to the entrance.

The Coffee Shop

ere the carvings that you will see on the wall here are similar to what one will find in masjids, which is a combination of wood and brick. The upholsteries have bright shades to brighten the mood of the guests as they come inside from inches of drab snow. Also the setting of the coffee shop is more on English lines. The view from the coffee shop is majestic which overlooks huge pine trees and snow covered terrain.

July 2013 â&#x20AC;˘ hotelscapes 25

design

The Atrium

he first thing to notice are the bay windows. These windows are typical with Kashmiri households where a lady would sit and chat with her next door neighbour. The stain glass with green light effect depicted what we wanted to show (Mughal cum Kashmiri architecture). The other interesting element of the atrium is its picture window, which has been carved out entirely in walnut jaali work, overlooking other parts of the hotel. We wanted our guests to feel the ambience of the entire hotel just with a glance and this purpose has been solved by designing this window. Then we have interesting combinations of woods and bricks which again is atypical of Kashmiri houses. The furniture is entirely walnut carved and the flooring is walnut wooden flooring. The lamps that you would see are Turkish. This is so because Turkish people had carpet business long time back in the area and thatâ&#x20AC;&#x2122;s why we see their influences in local architecture too. The carpets are patterned in a specific Kashmiri style.

26 hotelscapes â&#x20AC;˘ July 2013

The Cigar Lounge

oroccan architecture is what we have tried to show in this lounge which has stirred up the exotic flair of Morocco. Right from the colour of upholsteries like blue, yellow and white (which are used extensively in Moroccan architecture) to the designs like that of arch in the windows. The plates that you see on the walls are hand made from the local paper mache (an art popular among the natives).

design

The Rooms

ou will see the crewel wo r k ( a n a r t wo r k akin to Kashmir) in the upholster ies wh ich i s a decorat ive for m of surface embroidery using wo o l . The n t he u s e o f na mda (felted rugs that are made by enmeshing wool f ibres) solved ou r purpose of bringing the local component inside the room. The chattai has been used in the form of wall cladding which otherwise is used as a door mat to give that Kashmiri touch. The design of the room is beautifully in sync with the upholsteries and other secondary elements which has perfected the interiors and helped us achieve our aim.

The Tea Lounge (viewing deck)

here is a reason why it is called a viewing deck, and it is because the view from this lounge is breatht a k i ng ly a ma z i ng. The ceiling is made up of Khatamband (a local art where small pieces of wood are combined preferably walnut or deodar to form a geometric pattern). Also you can see hints of jaali work done to give the guests an indigenous feel. The Tea Lounge just like The Coffee Shop is more British and you can make that out with the styles of chairs to the upholstery pattern. To complete the English effect, a fire place has been built along with a pastry corner. â&#x2013; by anupriya bishnoi

July 2013 â&#x20AC;˘ hotelscapes 27

Mid-market’s men How can HR managers draw and retain resources amidst a general aspiration to work in a luxury hotel?

irst there was the task of convincing owners to build operationally sensible mid-market and budget hotels. Now, as everybody sees value in branded value-driven accommodation, there comes the task of convincing smart, hireable IHM grads to take these jobs, existing employees to move to new budget and mid-market hotels to also find suitable general managers for these hotels – there is a tendency to prefer

Ajay Bakaya executive director, Sarovar Hotels

It is true that there is a large segment of hospitality aspirants who are drawn to a sense of glamour. But these would not work in either a luxury hotel or a budget hotel in the long run.

28 hotelscapes • July 2013

luxury hotels, but HR managers are managing expectations in a variety of ways, we discover. “It is true that there is a large segment of hospitality aspirants who are drawn to a sense of glamour. But these would not work in either a luxury hotel or a budget hotel in the long run,” says Ajay Bakaya, Executive D i r e c t o r, S a r o v a r H o t e l s , indicating that in the screening process itself, hotels need to sift out those with unmanageable expectations. Keshav Baljee, Managing Di rector, Spree Hotels says, “The highly trained manpower ( f r o m I H M s a nd o t he r t o p institutes) are certainly more enamoured with the five-star culture. The pay is higher, and they are excited by the working environment. But it boils down to demand and supply – if the demand for jobs in the luxury sector is high, then the market w i l l aut omat ica l ly b e c ome more competitive and people who cannot secure a job will be forced into the mid-market.” That said, once employed, these aspirants need to stay motivated. A r i f K ha n, Ch ief Hu ma n Resources Officer, Berggruen Hotels, says, “The quest for a luxury hotel job has definitely b e e n g la mou r r e lat e d , but once exposed, I’ve seen that employees are noticing value in working at a mid-market hotel as they are more empowered and the scope of their role is larger.” But how does one find genuine talent amongst those forced into the mid-market and what can be done to expose aspirants to the benefits of working in a midmarket hotel.

Khan says that the positives ne e d t o b e made k now n t o potential candidates. “As an i ndu s t r y we ne e d t o m a ke applicants see that they will rise faster in a smaller set-up as the hierarchy to the top is smaller. They w i l l ga i n much more exposure due to the wide scope of their roles,” he elaborates. Baljee agrees and suggests that human resource teams propagate the fact that as long as a candidate joins a fast-growing organisation which has a good reputation, and invests in training, they can progress anywhere. “They need to be made aware that larger organisations, and the five-star hotels typically have a longer apprenticeship and training time, and the career progress is often quite slow,” he says, also pointing out that the new generation enjoys the mid-market and budget hotel environments where the pace of growth is faster, the career

Keshav Baljee

managing director, Spree Hotels

They need to be made aware that larger organisations, and the five-star hotels typically have a longer apprenticeship and training time, and the career progress is often quite slow.

HR progress is much faster. “We have also seen many examples of good mid-market hotel managers ma k ing the jump to luxury hotels as well,” he says. This of course, brings us to an important question – once hired and armed with experience, won’t they move to a luxury hotel anyway? True, but Khan points out that this is a blanket d rawback related to h i r i ng young people. “Young hires – in whatever segment – rarely look at the long term and yes, they will probably move to a luxury hotel after a few years but that is an investment brands will have to make.” Industry veterans sometimes compare investing in training with investing in

new technology in-room and for conferences, calling it a “necessary waste and a nonnegotiable investment.” Monetary gains are a big motivator. “At Keys, we collect a five per cent service charge – we pioneered this and now ITC and Mercure have a similar practice – for rooms and F&B. This is distributed to staff across operational areas,” Khan says. In a big way, its also about how people feel about thei r jobs, he suggests. “We have our general managers wear the same uniforms as the rest of the associates – they only wear jackets to meetings,” he explains. Baljee says that human resource managers also need to analyse

Be a mid-market manpower magnet: Throw in smart monetary incentives l Display wider, exciting roles l Sell fast-track career progress l Develop career-programmes for management students l Choose for attitude, not grades l Search for luxury hotel associates who’ve reached a temporary glass ceiling l Offer college internships l

people : “The employee who thrives in a defined environment is best suited to a luxury hotel, while one who is comfortable with ambiguity will thrive in a economy hotel,” he says. Both Khan and Baljee suggest that mid-market and budget hotels hire from the second tier and third tiers of the institutes, and also look at non-hotel school candidates. “The trick to get good people here,” says Khan, is to hire for attitude. Bakaya adds that one should look at people who have a penchant for hospitality as a career rather than a fixation on a certain segment. “This is where the industry-wide practice of inductions come in – where they’re made aware, very early in the game, what their roles will be about.” He adds that the company sees tremendous value in offering a number of summer internships and hiring out of that pool. Another interesting point that Khan brings to light is that a luxury hotel star might have risen very fast but might at some point reach a glass ceiling where his next promotion will take a few years if he were to stay within the luxury pool. “During this interim period, he might be interested in gaining a variety of experience, or grabbing that designation faster, which a lower category hotel would be able to offer him.” B a l j e e e x p l a i n s S p r e e ’s t a rget e d h i r i ng s t rat eg ie s : “We have two distinct streams of hiring – the management trainee track by which we target the top institutes. Here, we train top graduates in an intense two year rotational programme, which allows them to become assistant managers in their chosen department. From then on, they are in the same pool as every other employee.” The second track is for employees who join as operational trainees from second and third tier hotel schools. They join a department,

Arif Khan

chief human resources officer, Berggruen Hotels

The quest for a luxury hotel job has definitely been glamour related, but once exposed, I’ve seen that employees are noticing value in working at a midmarket hotel.

and are given intense, focused t r a i n i n g i n t he p a r t ic u l a r department they are in. Spree offers them the opportunity to become assistant managers, but their future growth is dependant on their ability to master their department, and rotate to others. “The f inal track is the most crucial for us. We hire people for the entry level positions by asking the following three questions – Will you be able to serve with a smile? Can you read and write English well, and Do you believe in the dignity of labour? We find that we have to search through unusual channels for this kind of person.” ■ by Raynah Coutinho

July 2013 • hotelscapes 29

forum of the month

Investing in artefacts! 30 hotelscapes â&#x20AC;˘ July 2013

forum of the month Hyatt Regency Chennai

Is it wise to invest in artefacts when hotels are all out cutting costs? Are hoteliers looking beyond commercial gains, and investing in art, only for the passion for art, finds out Hotelscapes.

Namita Saraf

Hyatt Regency Chennai

Investment in art is always appreciative as artists gain value with time and so does the art relating to them. But we have never invested in art with the objective of getting returns on it. The response and appreciation that we have received from our guests towards the art aspect is in itself a great ROI for us.

rt is an intrinsic part of all hotels but is there more to it than ju s t add i ng she e r beauty to the interiors?

Buying into art Hyatt Regency Chennai is known to host some of the biggest art exhibitions. Owner A run Saraf’s wife Namita Saraf, who has initiated and managed the art programmes in the hotels – Hyatt Regency Chennai and Grand Hyatt Mumbai, belonging to the Saraf family says, “For us investment in art and art installations is not merely a com mercia l i nvestment but it i nvolves a lot of thought and commitment towards the emotions and ethos attached to the art. It is not fair to cut corners in creativity.” According to her, “art in our hotels is not only objects of beauty but meaningful art that depicts a message and a concept ingrained in the structure. While planning for art in our hotels, we have always worked around a theme and concept and the same has been imbibed during the project stage of construction and development so as to make art as a part of the structure and not just an adornment on it. At Grand Hyatt Mumbai and Hyatt Regency Chennai the art installations have been specially c r e at e d by c o m m i s s ion i n g artists and briefing them about the concept and theme required so that they could focus their creative energies in the requisite direction. Art is intrinsically a part of the concept of all our hotels – be it the Shiva Shakti concept at Grand Hyatt Mumbai that has a religious-socio take in it to the bee inspired art at Hyatt Regency Chennai that has an inherent environmental philanthropic aspect to it. At all our hotels we have bespoke art installations created by artists

from around the world.” The Lalit, New Delhi is the first Indian hotel to open an art gallery in 1998. Vivek Shukla, General Manager of the hotel says, “The Group believes in the ethos of ‘Developing Destinations’ and has always promoted art and culture, bringing together local and international artists through various events and initiatives. The biggest example is our art gallery ‘Art Junction’, under the leadership of Dr Jyotsna Suri, CMD, The Lalit Suri Hospitality Group. It is one of the platforms dedicated to promote talent from across the country to share their vision through the medium of innovative interpretations. The art gallery has acquired an impressive art collection over the years. It has till date displayed original pieces of over 5,000 artists exhibiting paintings, sculptures, graphics, installations and photographs. The hotel also possesses art by artists like MF Husain and Satish Gujral.” Art extends beyond the art gallery to the suites at The Lalit Legacy Tower that blends comfort with elements of traditional art to create a living space; curated by Na resh Kapu r ia. The 53 designer suites at the hotel draw inspiration from the creations of artists like Jayasri Burman, Paresh Maity and Satish Gupta.

Return on investment! Pullman Gurgaon Central Park has some interesting artefacts displayed a round the hotel. Jagan Lacsher, General Manager of the hotel says, “There is no specified percentage of cost that can be spent on artefacts – it is a moot point. Artefacts do not necessarily have to be expensive – money and taste are not always inclusive. This is dependent on the interior designer’s concept. Hotels do not invest in art on a ROI basis; art adds value to the visuals of a hotel’s interior.”

July 2013 • hotelscapes 31

forum of the month The Lalit Legacy Tower, New Delhi

Jagan Lacsher

GM, Pullman Gurgaon Central Park

Pullman Gurgaon Central Park

Vivek Shukla

GM, The Lalit, New Delhi

Art extends beyond the art gallery to the suites at The Lalit Legacy Tower that blends comfort with elements of traditional art to create a living space; curated by Naresh Kapuria. The 53 designer suites at the hotel draw inspiration from the creations of artists.

Artefacts do not necessarily have to be expensive – money and taste are not always inclusive. This is dependent on the interior designer’s concept. Hotels do not invest in art on a ROI basis.

According to Saraf, “Investment in art is always appreciative as a rtists gain value with time and so does the art relating to them. But we have never invested in art with the objective of getting returns on it. The response and appreciation that we have received from our guests towards the art aspect is in itself a great ROI for us and inspires and motivates us.” Promoting art is a passion for The Lalit Suri Hospitality Group rather than an investment. By patronising art, the group endeavours to make it an integral part of the hospitality experience. Are hotels looking beyond commercial gains and investing in art, only for the passion for it? ■ by Manisha Almadi Midha

32 hotelscapes • July 2013

guest column

Sumit Kumar General Manager, Hyatt Place Hampi

arnataka today is a prom i nent tou r ism hub, attracting tourists from around the world. It has seen a boost owing to its capital Bangalore emerging as the IT centre of the country in last 10 years. The increase in tourism has therefore triggered the expansion of more resorts and hotels across the state aiding a better travel experience. Hyatt continues to grow its brand portfolio strategically in emerging markets where our guest travels. Thus, launching a new brand in Karnataka will help us pioneer a new and unique destination as the state offers a wide range of locations for adventurous travels or those who simply wish to explore scenic surprises. We realized that the state had great business potential because the places of historical interest offered are abundant and an inviting proposition. The team and I did extensive research after we were handed the responsibility to launch the brand. We observed few areas of development in being the first branded hotel in this untouched destination of Hampi. I nt ro duc e t he new s ele c t service concept to the Indian market and educate the consumer - Introducing Hyatt Place, a select service brand which is the most popular brand in America to an audience who have not experienced it before was one area

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The Challenge of being the first branded hotel in Hampi How Karnataka turned out to have great business potential for Hyatt Place Hampi...

we had to succeed in to ensure we achieve brand clarity among guests. Our guests had so far enjoyed the luxury of Park Hyatt , Grand Hyatt and Hyatt Regency and with Hyatt Place we brought to the market purposeful hospitality in a smartly-designed, high-tech and contemporary environment. Hyatt Place hotels offer the same comfort and service as their full-service counterparts but without the traditional supplementary facilities of a full service hotel (such as spa, room service or bell services). Pleasantly surprised we witnessed just in a few months of operations enormous curiosity in leisure and business segment with regards to the unique product, facilities and comfort that the hotel offers with the quality that is synonymous with the Hyatt brand worldwide. The process of marketing the brand is continuous. There are about 24 more Hyatt Places to be opened in the coming five years. The most recent is Hyatt Place Pune which is to open by the end of this year. Another area to develop was to increase awareness of Hampi as a leisure destination within India – Hyatt Place Hampi has the advantage of close proximity to leisure destinations and UNESCO World Heritage site as well as the steel and mining industry which would allow us to showcase the brand’s flexible nature and the

amenities that have been so successful in creating a new category of hotel catering to both leisure and business guest. However, the destination is not promoted well within India. Realizing this the first step was to advertise the destination among various social, digital and print media. We also utilised “niche marketing” strategies to reach out to guest who have the interest to travel to historical ruins. This began even before the hotel opened on 13 December, 2012. Ident i f y i ng t he appropr iate visitor markets that ‘fit’ the destination attractions and experiences was the prime focus. We began with promoting Hampi and the new weekend getaway destination for families in key feeder cities like Bangalore, Hyderabad

and Mumbai. The excellent road connectivity was a boon. With a great location to explore and an amazing place to stay, we see many leisure guests coming to the hotel. We are slowly trying to increase awareness to the north of India with the help of travel partners who organize holidays for travellers. Hyatt Place has a global appeal; I believe there is a substantial and rapidly growing market for service offerings designed around the needs of busy, multi-tasking business travellers and families seeking maximum comfort in an environment that is more relaxed, causal and uncomplicated. Hyatt Place is certainly to generate enormous curiosity in leisure and business travel segment in the years to come. ■

destination hotel

Resort Development: How Wildflower Hall, as a resort, became a destination Some resorts become a destination in themselves over the years, and people travel to experience them rather than visiting the destination city. Wildflower Hall, Shimla in the Himalayas-An Oberoi Resort is one such example. Hotelscapes finds out what has gone into the making of this iconic property.

The background

Abhishek Sharma

GM, Wildflower Hall, Shimla in the Himalayas-An Oberoi Resort

The trend in the leisure segment shows that most travellers are now travelling for the quality of service and amenities provided and are spending more time within the grounds of the resorts. The service of Oberoi Hotels & Resorts combined with various activities at Wildflower Hall keeps the guests continuously engaged.

The former residence of Lord Kitchener, Wildf lower Hall, Shimla in the Himalayas-An Oberoi Resort came up in 2001. A six-storey structure, the exterior of the resort remains true to the spirit of the original bungalow. Borrowing from the traditional method of local construction using dhajji or lath and plaster, the exterior of the lower floors is clad in slate, while the upper floors are relieved by a tracery of balconies and railings. The pitched roof is typical of hill houses of the period. Burmese teak paneling, fireplaces, artworks and polished parquet floors create an aura of old-world charm.

The location Wildflower Hall, Shimla in the Himalayas-An Oberoi Resort is 8,250 feet (2500 meters) above sea level, ensconced in a dense cedar forest, offering views of the snow peaks. Set in 22 acres of virgin woods of pine and cedar, the resort has been built to international standards. The location between mountains and valleys, luxurious interiors and warm service provide the perfect setting infused with a sense of natural connection and exclusive retreat. The resort of fers a tranquil sanctuary in the mountains.

The features of the resort Wildflower Hall, Shimla in the Himalayas â&#x20AC;&#x201C; An Oberoi Resort

36 hotelscapes â&#x20AC;˘ July 2013

has 81 Premier Rooms, three Deluxe Suites and one Lord Kitchener Suite. The guest rooms are appointed with teak floors, hand-knotted rugs and rich furnishings, and overlook the snow-capped mountains, valleys and dense pine forest. The dining options include an all-day dining restaurant that offers continental and coffee shop specialties. The restaurant opens onto a large terrace with a conservatory that overlooks the Himalayas and lush green valley. Lutyens-The Indian restaurant, serves specialty cuisines from the North West Frontier, fusion food of the Raj and local Himachali delicacies. The Cavalry Bar with log fire, classic upholstery and artefacts relating to the British Cava l r y reg i ment s of fer s a selection of wines, spirits and cigars. The r e c r eat ion faci l it ie s include the Oberoi Spa that has two spa suites, on the third floor, which offer views of the valley and the Himalayas, two spa pavilions, which are located within the dense cedar forest away from the main building, one therapy suite and three single therapy rooms located at the spa level. The spa offers holistic, non-clinical therapies, massages and beauty treatments incorporating ancient Ayurvedic principles, Aromatherapy and Western techniques. The resort also offers yoga and meditation sessions with the yoga instructor. The resort has an indoor heated

destination hotel

[

swimming pool and an outdoor heat e d wh i rlpool, a f it ne ss centre equipped with computer controlled exercise equipment including stair-master, rowing machine, exercise bicycle and multi-gym system. The convention facilities include five meeting rooms that offer a perfect setting for business meetings, brainstorming sessions and executive retreats. The resort has many activities planned for the guests. Nature lovers can go for leisurely walks through the cedar forest and enjoy trekking, mountain biking and river rafting. The resort organises picnics and colonial heritage tours. Guests can also

indulge in sports like billiards, golf, archery, tennis and ice skating.

The making of the brand Abhishek Sharma, General Manager of Wildflower Hall, Shimla in the Himalayas-An Oberoi Resort says, “The trend in the leisure segment shows that most travellers are now travelling for the quality of service and amenities provided and are spending more time within the grounds of the resorts. The service of Oberoi Hotels & Resorts combined with various activities at Wildflower Hall, Shimla in the Himalayas-An Oberoi Resort

the USP of the property is that Wildflower Hall, Shimla in the Himalayas-An Oberoi Resort continues to focus on adding and refreshing its offer of activities, and ensuring the resort continues to reflect the old world charm with modern amenities.

keeps the guests continuously engaged.” Also, the picturesque 45 - m i n u t e d r i v e t h r o u g h forested hills from Shimla to the resort and the view of rugged mountains, snow-clad peaks, verdant valleys and a cedar forest makes it the preferred choice of the discerning traveller. The resort offers guests a rejuvenating retreat away from the chaos of modern life. Allowing guests the chance of immersing themselves in the natural surroundings, it offers opportunities to couples and families to reconnect with each other. According to Sharma, the u n ique sel l i ng poi nt of t he property is that “Wildflower Hall, Shimla in the Himalayas-An Oberoi Resort continues to focus on adding and refreshing its offer of activities, and ensuring the resort continues to reflect the old world charm with modern amenities.” ■ by Manisha almadi midha

July 2013 • hotelscapes 37

destination report: Udaipur

Trends in Udaipur’s ‘premium’ hospitality

Luxury Room, Taj Lake Palace

The hotel industry of each tourist destination chases certain unique dynamics. While North India in particular has a few favoured traveller havens like the obvious Agra, Jaipur and Delhi, we talked to the major hospitality players in the White City – Udaipur, who told us about the high points and the low points of having a premium luxury property in the city, the evolution of the nature of visitors over the years and the positioning they project. Trends in the hotel industry “Uda ipu r we lc o me s ne a rly more than 7,00,000 domestic and foreign tourists each year. Though the city is exposed to a range of climatic conditions, it is still spotted as the perfect wedding destination. It’s marked that the second half of the year receives maximum number of tourists,” says Bhaskaran. T,

38 hotelscapes • July 2013

Resident Manager, The Lalit Laxmi Vilas Palace, Udaipur. Graham Grant, General Manager, The Leela Palace Udaipur, agrees that the tourist flow in the city is very seasonal. “It is a similar trend across the entire country, but in Udaipur, it is very specific. So our low season is from April till September, and the high season is from October till March.”

Shyam Kaikani, General Manager, Taj Lake Palace, Udaipur comments, “Udaipur is popular amongst tourists as a leisure destination. However, the city has been witnessing a surge in the number of high prof ile corporate guests and MICE events. Without a doubt, summer is traditionally the lean season for Rajasthan hospitality industry as a whole.”

Visitor logs “ There is a distinctive nature of guests we attract during each season. From April till September, we have a majority of domestic clients. Whereas, during the winter months, we have about 70% international and 30% domestic guests. It varies from year to year,” informs Grant. Talking about the number of

destination report: udaipur

The Lalit Laxmi Vilas Palace

Bhaskaran. T Resident Manager, The Lalit Laxmi Vilas Palace, Udaipur

Economic downturn in European countries had dulled the business a bit, but we are witnessing a resurgence of inbound tourism.

tourists coming in, Bhaskaran says, “The supply of guests has been pretty stable for the last three years and is likely to remain the same for another two years. While there have been some smaller hotels that have come up, the organised sector of 5 stars and luxury hotels have not seen much change in inventory. Udaipur at one point of time was touted as an expensive destination. However to the contrary, we witnessed an increased inflow of domestic tourists in the last two years. Economic downturn in European countries had dulled the business a bit, but we are witnessing a resurgence of inbound tourism.” G r a n t s ay s , “ T h e L e e l a Palace Udaipur, being in the deluxe luxury segment, has two key competitors– the Taj Lake Palace and the Oberoi Udaivilas. In our segment, the hotels work on a rou nd 50 -55% average occupa ncy across the yea r. During the summer period, the occupancy can be as low as 30%,

and the winter period has an occupancy of 75%.” Remarking on the influx of guests in the city, he further adds, “Talking about the international market, the majority is definitely attracted towards cities like Delhi, Agra and Jaipur. Udaipur ends up being an extension destination. It’s not on the main itinerary but is a part of the itinerary. For the leisure traveller, Udaipur is certainly growing. Udaipur is definitely a premium destination for weddings. To give you an idea, last year we organised weddings within the hotel premises. This year, we might be doing some 15 weddings. In addition to that, we get bookings from MICE organisers more during the summer months than the winter months.”

The City Of Lakes – challenges and rewards Hotel industry is no child’s play and hence, while the rewards are manifold, the hurdles are equally challenging. Kaikani remarks,

“Tax structure continues to be a big challenge for the industry. Also, Udaipur is well connected to Mumbai and Delhi by air, but we hope for better connectivity to other cities like Ahmedabad, Jodhpur, etc.” Grant discusses the issues of connectivity too – “The number one hurdle is connectivity. Majority of our guests travel by flights. There a re morning and afternoon flights from Delhi and Mumbai, but with just two flights per day, it becomes a hassle.” Speaking about limitations, he adds, “The second hurdle is the prejudice towards summer months in the state. The beauty of Udaipur is that it is a City of Lakes and we are situated on the banks of Lake Pichola, which actually makes it a very pleasant destination to visit. According to Bhaskaran, “Udaipur will be more beneficial to an entrepreneur only once the bureaucracy is simplified and the governance becomes friendly to entrepreneurs.” Grant says, “The advantage The Leela

July 2013 • hotelscapes 39

destination report: udaipur Palace enjoys personally is the location, which is difficult to find elsewhere. Udaipur itself has a magnificent history of royalty. The Maharaja living in the city gives a wonderful sense of rich cultural heritage and the royal presence in India.”

Interconnected to serve premium hospitality The Udaipur hotel industry seems quite well knit. Kaikani tells us that he has a close association w ith hotels i n Uda ipu r a nd i nt erac t s w it h t hem on a n ongoing basis. Besides, he is a member of Federation of Hotels and Restaurant Association of India (FHRAI), Rajasthan. When asked about the need for such interrelation of hotels in the industry, Grant responds, “We are members

The Leela Palace Udaipur

Graham Grant

General Manager, The Leela Palace Udaipur

We deal with a highly competitive market, but at the same time if we are not co-operative, the destination fails in totality.

40 hotelscapes • July 2013

of the Hotel Associat ion i n Udaipur. Our chairman is one of the senior participants in the association. We deal with a highly competitive market, but at the same time if we are not co-operative, the destination fails in totality. I could give you a scena r io wherei n a t y pica l I nd ia n wedd i ng ca l l s for a la rge nu mber of attendants. Sometimes, there is a requirement of three premium hotels in a city for the same wedding. In such situations, we need to have a very healthy relationship amongst us.”

Positioning in the competitive luxury landscape We found that the positioning of each hotel is exceptional and differs in its approach. Just four years into operation, The Leela Palace Udaipur remains the youngest out of the premium luxury hotels. “We are a property that infuses traditional elements with modern day comforts. If I could sum it up, I believe that we deliver authentic Indian luxury,” informs Grant. Bhaskaran speaks – “The La lit La x m i Vi las Pa lace

Ud a i p u r i s a 10 0 ye a r o l d heritage palace and has won National Tourism Award for Excellence in Hotel Industry 19 96 - 97, G r a n d H e r i t a g e Awa r d i n 1996 a nd T ravel Guru Awards 2013. We intend to keep it that way with a fine mélange of luxury with rich Indian heritage. The Lalit Suri Hospitality Group also believes i n wo r k i n g w it h t h e l o c a l community for developing the destinations where it operates in and we intend to be the same at Udaipur as well.” ■ by varalika vij

guest column

Tailor-made services The future of travelling oliver C martin Regional General Manager, The Claridges Hotels & Resorts

oday many people have the opportunity and the luxury to create and live a “tailor-made” life according to their specific taste. Whether, it is a customized car, bespoke fashion pieces or a custom built house, it is definitely the way forward! It has become important, in this increasingly competitive world, where people are spoiled for choice to customize your product to meet very exact need a nd preference of you r customer. The same is true for the travel trade and hospitality sector. Today’s elite traveller does not want to miss out on his preferences and likes even when away from home. They want the same comfort and surroundings as of their homes and therefore it is more important today to create a home away from home, but not only with care and shelter, rather with specific personal requirements. For instance, every hotel takes care of minuscule requirements such as preference of pillow, fragrance, newspaper, morning beverage and more. Hotels today have to set up rooms in a much different way than before and with more creativity and equipment keeping in mind the guest history or preference. It is however not enough anymore to only provide guests with their choice of newspaper or fruit, the list is endless

It is not enough anymore to only provide guests with their choice of newspaper or fruit, the list is endless and can include preferred linen, bathroom products, reading material, movies, food & beverage, private bar with specific items and many more things.

and can include preferred linen, bathroom products, reading material, movies, food & beverage, private bar with specific items and many more things. The idea is to ‘get out of the way’! Not to forget, the retention of the guests in today’s market is tougher and critical to ensure, therefore it becomes mandatory for the hotels to keep their preferences in the mind and provide them with tailor made services. The new strategy of hotels is to provide everything and anything further than simply preferred food and beverage. For example, should the guest prefer a specific brand of tea and the hotel does not have this particular brand in stock, then the hotel makes efforts to arrange the same. At The Claridges New Delhi, we also take care of guests’ business needs. For instance, a business traveller or a long staying guest today demands high speed wireless internet in the room, a printer or even perhaps a microwave, and last not least, some fitness equipment as the traveller today wants to travel as light as possible. We also arrange in room fitness for our guests to de-stress themselves after their heavy work schedule. Before the arrival of such guests, their length of stay is noted and room blocking is done accordingly and made sure that guest receives different F&B amenities as he/she tends to get

“

With the rise of service spectrums and changing guest requirements it is likely we will start to see hotels that cater for multiple needs and demands. We will see innovations such as adaptive room environments, personalized entertainment, individually tailored nutrition. In fact there will be a demand of heavy investment in the coming future and hotels will look for more budgets to ‘wow’ their guests. bored eating the same. We also provide with tailor-made menu’s where a guest can tell us what to make and our chef can cook the same home cooked food. This way we are able to pay attention to the specific eating habits of our guests, e.g. kosher, gluten free, allergies, etc which is told to us and we feed in the same in our database and follow the dietary instructions. Also, looking at the safety for solo women travellers we try and allocate them a room near the elevator, special in-room amenities

and only female butlers or housekeeping staff is provided. And, a children’s menu in our outlets, provided to engage our younger guests, is an added advantage. These small efforts make the guests feel important and valued. The guest of the future will be able to tailor every aspect of their experience including technology, hotel services, the bedroom, the journey, pricing and communications. With the rise of service spectrums and changing guest requirements it is likely we will start to see hotels that cater for multiple needs and demands. We will see innovations such as adaptive room environments, personalized entertainment, individually tailored nutrition. In fact there will be a demand of heavy investment in the coming future and hotels will look for more budgets to ‘wow’ their guests. Hotels are opting for new technologies to personalise and improve the guest experience and increase service efficiency. It is a win-win situation for guests and the hotel both, as the guest does not have to inform the hotel about his preference every time and hotel builds on customer loyalty. Personalised service is fast becoming a differentiating factor between the good and the great in the hospitality industry. The smallest detail often makes the biggest impression! ■

July 2013 • hotelscapes 41

guest column

Hotels Going Green Sanzeev Bhatia GM, The Metropolitan Hotel & Spa, New Delhi

he hotel industry has long been associated with excessive waste, using powerful chemicals for cleaning and wasting energy for maintenance rather tha n bei ng env i ron menta l ly friendly. The industry is growing rapidly and as a bulk consumer of resources, especially water and energy, green sustainable technology is high on the agenda. Hotels are also resource intensive and in order to reduce their impact, it is

42 hotelscapes • July 2013

Hotels are resource intensive and in order to reduce their impact, it is imperative to “Go Green”. Hotels need to place greater value on this initiative and endeavour to provide substantial benefits to the business and environment as a whole.

imperative to “Go Green”. Many greening initiatives are not expensive to implement. Hotels need to place greater value on this initiative and endeavour to provide substantial benefits to the business and environment as a whole. The three key areas of environmental impact are energy, water, and waste.

Save Energy Excessive energy use is extremely

costly and with minor adjustments it can lead to massive cost savings. To save energy – replace worn weather-stripping and caulking to ensure windows and doors are airtight. Install high-efficiency doors and windows to avoid heat loss and infiltration. By installing energy-efficient technologies such as appliances, lighting and heating/ cooling systems, hotels can produce cost savings on their monthly utilities bills. Cooling, lighting, water heating/cooking/refrigeration and ventilation account for 85% of total electric usage in hotels. Reduce solar radiation and conditioning costs by shading windows (add roof overhangs or louvers, plant trees near windows, etc). Upgrade to a ‘cool roof’ to avoid high cooling equipment operation costs: apply a special coating to reflect solar radiation and reduce surface heating. Efficient lamps, luminaries, and controls will save money. In guestrooms, replace incandescent lamps and fixtures with high-eff iciency compact fluorescent lamps with customdesigned reflectors and electronic ballasts. In large open areas (lobby, conference room, etc), install efficient fluorescents and replace magnetic ballasts with digital or electric units. Install lighting controls to avoid lighting spaces that are not in use (i.e. key-activated lighting in guestrooms, occupancy sensors in restrooms and storage rooms, dimming systems that

adjust according to day lighting or event requirements). Conduct routine maintenance: clean and replace lamps on a fixed schedule to avoid dirt and dust build-up and to insure full-light output, extend equipment life by regularly cleaning condensers, intake louvers, evaporator coils and air filters, develop a routine maintenance check-list to insure peak efficiency.

Waste Management Waste prevention means not creating waste in the first place. Waste that is not created does not have to be disposed, which saves money. Waste reduction includes all actions taken to reduce the amount and/or toxicity of waste. It includes waste prevention, recycling, cornposting and the purchase of products that have recycled content or produce less waste. We can control waste through – employee education, management commitment to the recycling program, hands-on monitoring of programs set in place, user-friendly systems such as using clearly labeled containers and visually unique bins for collecting recyclables (e.g., specially coloured bins); and make sorting recyclables part of every hotel employee’s job description.

Water Preservation Around the globe, water tables are falling, underground aquifers are

guest column being depleted, lakes are shrinking and wetlands are drying up. Water conservation is necessary in all areas of the world. Tourists and hotel guests require a clean and dependable supply of water for survival including drinking, cooking and cleansing. However, water is integral to the amenities usually expected by tourists, such as swimming pools, landscaped gardens, and golf courses. To reduce water wastage in hotels – conduct or schedule a water audit. Increase employee awareness of water conservation. Install signs encouraging water conservation in employee and customer restrooms. Start a linen (both towels and sheets) reuse program in all guest rooms, consider rainwater harvesting, install low f low shower heads and sink aerators, switch to low flow or dual flush toilets/urinals.

The Environmental Impacts of a hotel Service/Activity Description

Main Environmental Impacts

Administration Hotel management, reception of clients Energy, water and materials (mainly paper), generation of waste and hazardous waste (toner cartridges) Technical Equipment for producing hot water Energy and water consumption Services and heating, air conditioning, Consumption and generation of a wide range of lighting, swimming pools, green areas, Hazardous products mice and insect extermination, Air and soil emissions repairs and maintenance Generation of waste water Pesticides use Restaurants/ Bars

Breakfast, lunch, dinner Energy, water and raw materials beverages and snacks consumption, packaging waste, organic waste

Kitchen Food conservation Food preparation Dish washing

Consumption of energy and water Packaging waste Oil waste Organic waste Generation of odours

Room Use Use by guests Energy, water and raw materials, consumption Products for guests’ use Use of hazardous products Housekeeping Generation of waste packaging Generation of waste water Laundry Washing and ironing of guest clothes Washing and ironing of hotel linens

Check water supply system for leaks and turn off any unnecessary flows. Channel splashed-out pool water onto landscaping.

Consumption of energy and water Use of hazardous cleaning products Generation of waste water

Turn dishwasher off when not in use. Wash full loads only. Do not water the landscape every day; two-to-three times a week is

usually sufficient. To help the readers to identify the key areas to be actioned see the summarized chart above. ■

July 2013 • hotelscapes 43

F&B

Some of the most popular chefs who are creating the most creative desserts share the trends in desserts, and the ‘hot-sellers’ of the season. Small, healthy portions are what guests of today craves…

Baked rasmalai, rajbhog & mishti doi – The Park, Kolkata

Innovative desserts! The Park, Kolkata

Chef Sharad Dewan Area Director, Food Production

Chef Sharad Dewan Area Director, Food Production, The Park, Kolkata

Some of the desserts that have wowed the city are Cointreau flamed mihidana with Bailey’s Irish cream rabri, Bailey’s Irish cream kulfi, mango rabri etc.

44 hotelscapes • July 2013

Kol kata n s a re ver y fond of desserts. Small, exotic desserts made with unique ingredients are in demand. Heavy, bulky, oily or overtly sweet desserts are not in fashion. Single origin chocolate based wa r m de s s e r t s l i ke molt en chocolate ca kes, made a la minute and served out of the oven along with pure vanilla bean ice cream or something equa l ly exot ic a re popu la r. Frozen ice creams – we keep on experimenting with these, the latest top of the charts being Bailey’s Irish cream ice cream, Cointreau ice cream and apple pie ice cream. Low cal/sugar free desserts – we do both Western and Indian. Western chocolate based desserts are most popular, with second being sugar free ice creams. Seasonal fruit based desserts – we usually follow a fruit of the season theme and do desserts based on them. Our USP is creative fusion desserts. Some of the desserts that have wowed the city are Cointreau

flamed mihidana with Bailey’s Irish cream rabri, Bailey’s Irish cream kulfi, mango rabri and mihidana lasagna, apple pie samosas, apple pie ice cream with hot caramel sauce, baked mishti doi cheese cake, tofu cheese cake, smoked water chestnut and coconut cake and sugar free masala chai panna cotta with homemade arrowroot biscuit. The soon-to-come desserts are salted caramel and candied bacon ice cream sandwich, fluffnutter sticky monkey bread, mozzarella and guava leather stacks with cardamom balsamic drizzle, dessert apple and walnut omelette soufflé and peach and papaya sushi with aloe vera sauce. The ingredients are sourced both from the domestic as well as international market. The basic raw material is all local/ Indian but most of the special ingredients (around 70 percent) are imported. Innovation means constantly evolving. I firmly believe that there are guidelines in cooking, but no rules. Seamless thoughts and zeal to be different is what creativity is all about and food fashion is nothing but ability to

create trendy and creative food. I believe that the truly dedicated and creative chef has food in his mind, or at least on the periphery of it, at all times.

Vivanta by Taj, Whitefield Bangalore Arzooman Irani Executive Chef

Old concepts, old tastes are filling up the current market in a new avatar. For instance, the good old popsicles that have been away from the market for a long time, are everywhere now in all colours and flavours. Eat your vegetables in the dessert: for mothers who have a tough time trying to convince children into eating vegetables, try carrot cake, banana pie, chocolate beet cake, pumpkin pie etc. These are certain items that can help change the mindset of the market to just have pastries or cakes. They can think and taste beyond. Unthought of and unusual flavours are being used to make desserts. Black garlic panna cotta for instance tops the list in unusual f lavours. With a vast range of eggless desserts, the Belgian chocolate mousse

F&B (eggless) is the biggest hit. I also make a range of pastries with the seasonal fruit produce which has been doing really well. The ladies favourite has always been the crunchy raspberry pastry. The desserts are moderately priced, for example, Belgian chocolate mousse costs Rs 100.

The Oberoi, Gurgaon Ravitej Nath Executive Chef

We a r e f o r t u n at e t h at gastronomic technology has enabled us to experiment more with new textures and temperatures and that has helped us create many new desserts. Our desserts are pretty much dictated by the seasons – what is fresh, easily available and goes well with the weather. For instance, there is nothing like fresh, cool mango dessert in the summers or a nice warm flambéed dessert in winter. This summer, we took ice-creams to a whole new level, we offered guests a new ice-cream dessert menu, where they could sip, scoop or bite into options such as very berry cutting chai sodas, chocolate banana baked Alaska, warm mango filo stacks with grand mariner ice cream. Our ice cream sodas offer the season’s best flavours. Ice-cream desserts have been a big hit, especially the dessert drinks, served after a meal with a straw and a spoon such as watermelon, tapioca pearls and mint bubble tea; pineapple and berry purple and yellow cows; and lemonade – strawberry and mascarpone ice cream dancers. Most of ou r desser ts use seasonal fruits and flavours. We have also used herbs and spices in our dessert menus. In a mould: summertime spumoni with rum marinated cherries and malt ice cream, frozen mille-feuille with almond meringue and bitter chocolate ice cream, lemon ginger angel food and raspberry

sorbet layered cakes. On a plate: chocolate banana baked Alaskas and blackberry ice cream filled crepes with orange beurre blanc. Most of our ingredients come from farms in and around Delhi, as we believe in the season’s fresh ingredients. However, if we need to import some specific ingredient, we do so. At the patisserie, our tarts and pastries start from Rs 85. In our restaurant, a dessert is priced at Rs 300 onwards. Innovating to me is constantly offering guests something new to taste, see and savour. For instance, everyone loves icecream, but if you bring me my favourite ice-cream in a new form, say in a glass or sandwiched

between my favourite cookie, I would appreciate it. Innovation isn’t about creating something very fancy or using expensive, rare ingredients. To me, it’s giving the simplest of dishes or ingredients a ‘fresh, new’ twist, which is more exciting – something that perhaps isn’t possible doing at home and that makes it special for the guests. While I think the best dishes are simple and straightforward, I love to experiment with textures and that makes cooking a whole new art form. Creating new flavours while blending herbs, fruits and spices is another way to innovate. Given our location, we get a lot of business travellers. Our guests are well-travelled. They have eaten at the world’s top restaurants and understand the finer nuances of cuisines.

The Taj Mahal Hotel, New Delhi

Amit Chowdhury, Executive Chef, Varq

Arzooman Irani

Executive Chef, Vivanta by Taj, Whitefield Bangalore

Unthought of and unusual flavours are being used to make desserts. Black garlic panna cotta for instance tops the list in unusual flavours.

Regionality and seasonality of the dessert ingredients along with formation of petit desserts or a dessert sampler with emphasis on m i ni m isi ng the si ze but maximising the appeal are the latest dessert trends along with usage of whole grains in desserts, less processed treats, f loral flavourings, and dessert theatrics. Our top selling items include Black Forest ca ke or pastr y ( n a m e d a f t e r Bl ac k Fo r e s t Mountain belt in southwest Germany; has several layers of chocolate cake with whipped cream and cherries in between and decorated with black cherries and chocolate shaving), truffle pastry (made with chocolate sponge, layered with chocolate ganache and garnished with chocolate curls) and mud cake (a gooey cake, quite similar to American brownie, has a soft and viscous centre). Our USP comprises constant

Ravitej Nath Executive Chef, The Oberoi, Gurgaon

Our desserts are pretty much dictated by the seasons – what is fresh, easily available and goes well with the weather. For instance, there is nothing like fresh, cool mango dessert in the summers.

innovation, designer cakes, bespoke cakes and fusion desserts which comprises unique ingredients like yuzu panna cotta (yuzu is a Japanese citrus fruit), chocolate chikki dome and rabri Tiramisu. We use a mix of imported and localised ingredients such as chocolate being callebaut, valrhona, imported berries, various fruits like California g r a p e s , f o r e s t b e r r i e s a nd Savoiardi biscuits. The chocolate pastries are priced at Rs 175 plus taxes per piece, non-chocolate pastries at Rs 150 plus taxes per piece. All chocolate based cakes at Rs 1,250 plus taxes per piece, non chocolate cakes at Rs 850 plus taxes per piece.

July 2013 • hotelscapes 45

F&B For us being innovative means to use fresh, new and different ideas. To go out of the box and come up w ith the products which have never been made, we have international sister hotels in USA, with international standards of bakery/pastry so we are in constant touch with them in terms for latest market trends and new innovations. Plus our team of chefs undergo cross exposure programme in various cities to capture the latest innovations. Our target audience being Delhites are the people who have fondness for classical desserts, understand creativity and are ready to experiment with their sweet tooth.

ITC Gardenia, Bangalore

Arvind Prasad, Patisserie Chef I’m not really interested in trends. I’m more focused on what’s in season. Desserts have been an integral part of food fashion and are much loved by food connoisseurs. Customised

cakes, retro inspiration desserts, whoopie pies and sticky toffee pudding are popular among guests. Adding salted caramel, touch with nutella and peanut butter whip is a new trend. Mousse and classic pudding make a comeback. Guests like to indulge in guilt free desserts, yoghurts and cereal based desserts. Cookie ice cream sandwich is popular. The top selling items are manjari chocolate tart, soufflé cheesecake, Gardenia wellness loaf, Goma ice cream, green tea shortbread and peanut butter fudge. As far as flavours go, I like to give the guests the food they can relate to, with a surprise, usually by i nt ro duci ng t hem to a n ingredient they’re not expecting in a dessert. Although I don’t do crazy flavour combinations for shock value or for the sake of being the renegade, the flavours really need to work together. As far as presentation goes, I try not to force a lot of shapes into my desserts. I feel that the ingredients will dictate the shape for you. Every cake or dessert is treated

like it’s the only cake or dessert we have to make so we don’t rush. Customisation and adding more options with retro inspiration and setting style using unusual ingredients is our forte. We have multiple suppliers available locally and across the country, we use some imported ingredients for few classical desserts.

ITC Windsor, Bangalore

Sandeep Raj Patisserie Chef

Chocolate truffle, mango cheese cake, Gianduja crunch made of

Patisserie Chef, ITC Gardenia, Bangalore

As far as flavours go, I like to give the guests the food they can relate to, with a surprise, usually by introducing them to an ingredient they’re not expecting in a dessert. I don’t do crazy flavour combinations.

Amit Chowdhury

Executive Chef, Varq, The Taj Mahal Hotel, New Delhi

46 hotelscapes • July 2013

Arvind Prasad

rich hazelnut-chocolate paste and caramelised hazelnuts are some of the top-selling items. I specialise in chocolates and fine dine plated desserts. I am passionate about tea charlies and its one of our USPs. There is a trend to bring remembrances from the past to the dessert table like grandmother’s pies or mother’s tarts. Glasses are used to show off dramatic layered desserts of jewel-coloured fruits and vegetables that require a spoon, not a fork. We use a wide range of products and source them both locally and from various markets abroad. The rich and famous of Bangalore are my target audience.

F&B

Sandeep Raj

size portion. Also from a health perspective, the smaller portions appeal to people who are diet conscious. Instead of full cakes people request for cupcakes for special celebrations including weddings. Cake pops are big too. Some cakes feature the warm, spicy notes of cinnamon or ginger, and some come with caramelised fruits. In today’s market, it’s trendy to turn a classic item into something new and irresistible by creating a limited edition, or by putting a seasonal twist on it. The exclusive nature of these items pique interest and create higher demand.

Patisserie Chef, ITC Windsor, Bangalore

Chocolate truffle, mango cheese cake, Gianduja crunch made of rich hazelnut-chocolate paste and caramelised hazelnuts are some of the top-selling items. We source the products both locally and from abroad.

Courtyard by Marriott, Bhopal

Mangesh Sangpal Head Patisserie Chef We are constantly introducing t rend s f rom t he world i nto Bhopal through our innovative desserts. Some trends just haven’t gone away, including the drive to smaller desserts and the interest in using unusual ingredients and flavours in desserts such as hot pepper, herbs, sea salt and other items more typical of the savory pantry. Miniature desserts are huge right now as they allow our customers to indulge in a small sweet at the end of the meal if they don’t have room for a full

Mangesh Sangpal

Head Patisserie Chef, Courtyard by Marriott, Bhopal

Miniature desserts are huge right now as they allow our customers to indulge in a small sweet at the end of the meal if they don’t have room for a full size portion. Also from a health perspective, the smaller portions appeal to people who are diet conscious.

Very berry cutting chai sodas – The Oberoi, Gurgaon

Some of the specialties at Éclair – The Bake Shop at the hotel are various types of éclairs including lemon éclairs – crispy on the outside with a soft centre, the tiny éclairs are laced with tart lemon cream. We add real lemons to the éclair filling for a good acid bite. Chocolate bomb is a rich Belgian (couverture) cho colat e mou s s e wh ich i s eggless – made with 70 percent cocoa chocolate, the chocolate bomb melts in your mouth. Our black forest pastry is layered with chocolate cream, da rk sour cherry cream and a sponge soaked in kirche liquor. The dark cherries used in this particular pastry are imported from Germany. Tiramisu cupcake is made with mascarpone cheese, egg yolk, sugar, Tia Maria liquor and lady fingers soaked with kahlua liquor. Most of our ingredients are sourced locally from Bhopal, I ndore a nd Mu mba i. The se comprise ingredients which are easily available locally and seasonal products. We use the finest Belgian chocolate, cocoa powder, caramel filling and other premium chocolate products which are imported from Barry Callebaut. We import all the fillings from bakers and Delifruit Daily (Belgium).

The cupcakes are priced at Rs 90, eclairs at Rs 95, chocolate bomb at Rs 120, seasonal fruit pastries at Rs 120, tiramisu at Rs 150 and creative cakes at Rs 650 onwards.

Our findings Today’s diet conscious guest likes to indulge his sweet tooth but at the same time keeps a check on his calorie count, he likes to opt for small portions such as a cup cake or a slice of cake rather than go in for the whole cake. Low cal and sugar-free desserts are in demand. Mo s t d e s s e r t me nu s a r e planned according to the season, seasonal fruit based desserts like mango desserts in summers are a huge hit so are the various variations in ice creams such as ice cream sodas and ice cream dessert drinks. Unusual flavours such as black garlic panna cotta are being experimented with! The experimentation extends to plating of desserts. The welltravelled guest is well versed w ith i nter nationa l desser ts and expects the same level of innovation while dining out at a five star hotel in India, and these chefs are leaving no stone unturned in their unusual and innovative offerings. ■ as told to Manisha Almadi Midha

July 2013 • hotelscapes 47

events & happenings

The Imperial organises a Green Luncheon to share a range of Green initiatives underway at the hotel

“T

he Imperial has always demon st rat e d a com m it ment to environment conservation, whilst providing its guests with experiences which will enhance the awareness and understanding of the environment,” explained Vijay Wanchoo, Senior Executive Vice President & General Manager, The Imperial New Delhi. The Imperial has adopted measures to reduce carbon footprint, have effective waste management, sustain recycle measures and energy conservation. For instance, they have installed solar panels for heating water in guest rooms which is extremely efficient in saving energy, emits less carbon and thereby is environment friendly.

Westin Hotels & Resorts organises golf clinic with ace golfer Gaganjeet Bhullar

tarwood Preferred Guest, an award-winning loyalty programme from Starwood Hotels & Resorts Worldwide hosted an exciting evening at The Westin Gurgaon New Delhi with ace golfer Gaganjeet Bhullar followed by a comedy act by comedian Raghav Mandav. Starwood Hotels & Resorts officially announced a partnership with Gaganjeet Bhullar earlier this year for Westin Hotels & Resorts. The poolside of the hotel came alive with mini Golf Course created where guests learned winning tips from the golfer himself. As part of the agreement, Bhullar will proudly wear the Westin logo on his T-shirt at all the events he will play this year. He will also appear in Westin marketing and PR campaigns.

Associates of Radisson Blu Resort & Spa Alibaug undertake a Cleanliness Drive

5 employees participated in the ‘Clean Alibaug’ communitydriven initiative to lend their support to the cause recently. Team Radisson Blu Resort & Spa Alibaug carried out a cleanliness drive at the Hirakot Lake/Garden in Alibaug to spread the message of cleanliness, health and well-being of the town. Around 35 to 40 kg of non-biodegradable items collected are carefully disposed. The team of volunteers urged groups, organisations, schools and businesses in the area to support the campaign and ensure cleanliness.

48 hotelscapes • July 2013

awards & recognition

Da Luigi, at The Park Hyatt Goa Resort and Spa awarded for its authentic Italian cuisine

he Indo-Italian Chamber of Commerce and Industry (IICCI), awarded Da Luigi, the Italian restaurant at Park Hyatt Goa Resort and Spa the 100% Italian Award, a recognition for the most authentic Italian restaurant in India, at the grand Ospitalita’ Italiana Awards held recently in Mumbai. Restaurants across India were judged by a panel of experts through a series of tasting sessions across the country. Da Luigi was also one of the six new Italian restaurants conferred with the Ospitalita’ Italiana seal of quality. Having grown up in Emilia Romagna – Italy, Park Hyatt Goa Resort and Spa’s Executive Chef Saulo Bacchilega offers his guests true and traditional Italians flavours and creations.

Hyatt Regency Chennai hotel wins ‘Best Construction & Design in India’ Award at The International Hotel Awards, Asia Pacific

The Leela wins the highest number of Cnbc Awaaz Travel Awards 2013

yatt Regency Chennai is amongst the winning companies of the prestigious International Hotel Awards in the 2013 Asia Pacific regional competition. The hotel competed against a number of hotel-

50 hotelscapes • July 2013

iers in the region to receive this recognition at the high-profile presentation dinner at Kuala Lumpur. The judging panel consists of approximately 70 professionals from the property and hospitality industry.

he Leela Palaces, Hotels and Resorts sweeps three awards at the recently held CNBC Awaaz Travel Awards 2013, in Mumbai. The Leela Palace New Delhi, located in the heart of the capital city’s diplomatic enclave, was voted the ‘Best Business Hotel’ in India for the second consecutive year. The French-Italian restaurant Le Cirque at The Leela Palace New Delhi was named the ‘Best International Cuisine Restaurant’ in the country. Also the recently launched China XO at The Leela Palace Chennai was announced the winner of the ‘Best Dining Experience in India’ award. China XO specialises in Cantonese and Szechuan cuisine. The awards were based on an exhaustive national consumer response study of over 10,000 respondents powered by an esteemed jury panel.

news snippets Domestic/international

Sarovar Hotels to come up with properties in Agra, Ajmer & Bekal

S Jaypee Hotels expands Jaypee Residency Manor, Mussoorie

aypee Hotels is introducing Valley View Tower at Jaypee Residency Manor that houses 41 deluxe rooms. Valley View Tower is a new extension to Jaypee Residency Manor, Mussoorie where one can relax amidst nature. The hotel is at a six hours drive from Delhi and 45 minutes drive from Dehradun. While the family can enjoy the services offered at Jaypee, children can indulge in the kids’ zone. Indulge at the multi-cuisine Resto Café

at Jaypee Valley View Tower. The Café offers an eclectic mix of international flavours in contemporary interiors. Jaypee Residency Manor is a 5 star hotel built on a hilltop spread over nine acres of lush green paradise. It offers a view of the Himalayas. The newly launched Valley View Tower at Residency Manor is another endeavour in the direction of extending its finest services to the travel enthusiasts.

Whitbread Hotels & Restaurants, pledges to raise £7.5m for charity to build Premier Inn Clinical Building

hitbread Hotels & Restaurants (WHR), UK’s hospitality company that owns and manages Premier Inn Hotels across the globe has pledged to raise £7.5 m (INR 68,78,44,500) towards their nominated charity, Great Ormond Street Hospital Children’s Charity (GOSHCC) for the construction of Premier Inn Clinical Building. This was announced by actress and GOSH supporter Barbara Windsor. The Premier Inn Clinical Building will be located within the Mittal Children’s Medical Centre at the hospital and will open in 2017. The new building will provide much needed new in-patient wards, more operating theatres and a recovery unit. It will have a new surgery centre, respiratory centre and specialist centre for children with severe forms of arthritis, skin conditions or infectious diseases. It is part of the second phase of the hospital’s redevelopment programme which

52 hotelscapes • July 2013

will allow the hospital to treat up to 20 percent more children. Aly Shariff, Senior VP, Operations (South Asia & Asia Pacific), Premier Inn Hotels said, “We hope to follow suit in India through our own adopted charity in the near future.” Premier Inn owns and operates two hotels in India in Bangalore and New Delhi and will open one in Pune, in Goa (April 2014) and in Chennai (Q4, 2015).

arovar Hotels has signed three hotels in Agra, Ajmer and Bekal. Anil Madhok, Managing D i r e c t o r, S a r ov a r Ho t e l s & Resorts says, “We are expanding aggressively to reach our target of 100 hotels which will be a milestone in the growth of our group. With these properties in Agra, Ajmer and Bekal we aim to serve the tourists with our hospitality.” The C r yst a l Sa rova r P re miere in Agra is a luxury hotel with 140 keys and is located on Fatehabad Road. It will have views of the Taj Mahal from its rooms and will offer all modern facilities including restaurants, lounge, meeting rooms, swimming pool and fitness center. Promoted by Shree Sharanam Real Estate, this five star hotel will be operational by 2014. Sarovar Portico Ajmer is the group’s first hotel in the city surrounded by Aravalli Mountains. The 60 room hotel will house restaurants, lounge, meeting rooms, swimming pool and other facilities required to meet international standards of a three star hotel. Promoted by Poonam Madhani, Sarovar Portico Ajmer will be operational by 2015. Sarovar Portico Bekal, a 48 key hotel, will be the group’s second hotel in Kerala after Vasundhara Sarovar Premiere. The hotel will have facilities such as an all day dining restaurant, lounge, banquets, shops and swimming pool apart from views of the famous Bekal Fort and the Arabian Sea from its rooms and suites. Promoted by PA Mahamood Haji, Sarovar Portico Bekal will be operational by 2014.

he Hong Kong-based hotel company, Shangri-La Hotels & Resorts is preparing to debut a new five-star hotel in the historic city of Shenyang. Inspired by Shenyang’s Imperial Palace, Shangri-La Hotel, Shenyang will open along the city’s Golden Corridor on 1st August, in time to host sports royalty during the 12th National Games being held

GHM plans yearend opening for The Chedi Sakala, Bali

he most expansive resort by luxury hot el ma nagement g roup GH M is set to welcome its first guests on the beaches of Tanjung Benoa at the end of 2013. Occupying 2.4 hectares of pristine coastline on the Nusa Dua Peninsula, The Chedi Sakala will be GHM’s third property in Bali. The fourth property will debut soon after and the fifth one in Nusa Penida is under development – the 100-villa resort is scheduled to open in 2015. Located on the northern tip of the peninsula, a 30-minutes drive from Kuta, The Chedi Sakala will feature 247 suites and 14 private one and two bedroom pool villas, two swimming pools, a wellness spa, a health club and lagoon bar. A capacious ballroom, catering service and four private dining areas with prime beachfront views will be on offer for corporate events and weddings. Neighbouring the resort grounds is Sakala Bali, a 150-seat contemporary French fine dining restaurant. Already operational, Sakala Bali and its outdoor tapas area maintain direct access to the Benoa beach.

in Shenyang in September. The hotel’s grand lobby and Lobby Lounge are designed as if they were the backyard of the Imperial Palace, which is famed for its 20 gardens and roses (the official f lower of Shenyang). Shangri-La Hotel, Shenyang’s 424 guestrooms start from 42 square metres. Decorated with Chinese

Vivanta by Taj-Bentota, Sri Lanka reopens after renovation

ivanta by Taj Bentota, Sri Lanka has completed its USD 12.5 million (Rs 65 crore) r enovat ion. L o cat e d on the island’s South West coast, the resort’s new design is a blend of contemporary style with colonial charm. Nic Proud is the interior designer. Each of the 160 rooms offers views of the ocean or landscaped gardens with private sit-outs/terraces. The look and feel of the rooms was inspired by the adjacent beaches and the rich colours and heritage of the Bentota region. Locally sourced finishes and workmanship contribute to the eco friendliness of the resort. Amidst lush gardens and swinging palms, the hotel’s dining options include al fresco grilled seafood at S.H.A.C.K., fine dining at Sea View and international cuisine served 24/7 at The Palms. The Chinese restaurant The Oriental Pavilion can inspire guests with its flavours of the Far East. For those seeking a secluded retreat away from the main resort, the 7,500 sq ft six-

treatment room Jiva Spa celebrates ancient Indian wellness traditions and Ayurveda. The spa celebrates Sri Lanka’s heritage with open verandahs wrapped around a central courtyard dotted with sacred temple trees and a reflecting pool. Each treatment room has a private garden and an outdoor Jacuzzi. Vivanta by Taj – Bentota, Sri Lanka has over 6,500 sq ft of indoor and outdoor space for meetings and conferences. Guests can take a boat safari on Madu River to learn about the traditional lifestyle of the locals or delight in whale and dolphin watching in nearby Port of Galle. Animal lovers can get involved in the Kosgoda Turtle conservation project and visit the Pinnawala Elephant Orphanage.

July 2013 • hotelscapes 53

news snippets international

Shangri-La Hotels & Resorts set to open second hotel in Shenyang, China

accents, the rooms offer city views and are outfitted with signature amenities, including complimentary high-speed broadband Internet and Wi-Fi. Horizon Club Rooms are on the top five floors of the building. Also on the top floor of the hotel is Shinsen, a specialty restaurant and bar. The all-day dining restaurant Café Liaois offers Asian and international cuisines. For meetings, the hotel offers 4,026 square metres of space on two floors. On level two, the grand ballroom is the largest of its kind in Northeast China. The pillar less ballroom has a pre-function area with floor-to-ceiling windows. Additional meeting facilities include a second ballroom and seven function rooms, one of which offers a rooftop garden. The hotel’s contemporary style health and recreation facilities include CHI, The Spa, a rooftop tennis court and an indoor heated swimming pool.

bathware special

The Trend of Experiential Bathing Hotels are coming up with state-of-the-art technology and easily accessible amenities in the bathrooms for guests to have a comfortable and relaxing stay. Various new ideologies are being incorporated by different hotels for their discerning travellers.

ole of hotel bathrooms is rapidly changing, with this becoming one of the unique selling points for various hotels. With sensory gadgets, oversized bathtubs, walk-in steam rooms, hotels are serving more modified bathing experience to their customers. Talking to various hotels across India, we gathered the details on evolution of designs in case of bathrooms, their trends and more.

are doing away with bathtubs to utilise more space for the shower cubicle, water closet and vanity, along with walk-in wardrobe, if it comes in the bathroom zone. Out of total sq ft area of the room, 20-25% is being given to the

The Evolution of Design With the changing focus of hoteliers, they are enhancing the look and feel of the bathrooms, and serving the customers with better gadgets, fittings, amenities and toiletries. Talking about the evolution of the sa me, Vishal Sapra, Director of Rooms, Hyatt Regency Chennai, elaborates, “Design and architecture have evolved manifold over the years and in the current times it is a mix of design and convenience that works well with guests especially in the service industry segment. Contemporary five star hotels are using modular designs with convenience as the key factor so as to provide adequate spaces in the bathrooms. Glass a nd ma rble a re bei ng use d extensively to provide the sheer opulence look. Business hotels

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This picture has been used for illustration purpose

Vishal Sapra

Director of Rooms, Hyatt Regency Chennai

Contemporary five star hotels are using modular designs with convenience as the key factor so as to provide adequate spaces in the bathrooms.

bathroom. Some hotels use one piece glass vanity counter and glass cubicles, whilst others use black and white or light coloured marble vanity and open shower area, depending on the design of the room and brand.” Adding on, he tells us about the specific design ideology of bathrooms at Hyatt Regency Chennai, “At Hyatt Regency Chennai , the bathrooms are a blend of conventional comfort and contemporary fittings with spacious sandstone bathroom a rea, sepa rate shower a rea and tub, island vanity counter, sliding wooden/glass door to utilise the space of the room intelligently. The design seems to have seamlessly inculcated in the overall room design.” Taking this further, Akhil

Arora, Director of Rooms, Renaissance Mumbai Convent ion Cent re Hotel tells us that the new hotels are allocating more space to the bathrooms than before along with a four fixture set up. The bat h r o om s at Re na i s s a nc e Mu mba i, a long w it h above mentioned specifications are white marbled with luxurious lifestyle bathroom fittings.

Changing Trends Earlier, hotels were expected to offer the guests a comfortable room with an attached bath, but with arrival of the luxury age, both are being customised alike. Coming to a five star hotel, a customer expects luxury at its best. Talking about the focus of current trends, Vikram Sood,

bathware special set to continue. A large ‘rainfall’ shower head and body jets are also very popular.” Commenting on the principles that Shangri-La follows with respect to the design and a rch itect u re of bath room s, Sood says, “In the restrooms and bathrooms of Shangri-La’sEros Hotel, New Delhi, you will find top of the line, classy, good quality washbasins, bathtubs, shower cubicles, weighing scales, shaving mirrors, vanity mirrors, hair dryers, WC, Hide – a line, various types of shower heads and taps. All plumbing fixtures are from Aqua plus, India with tech nica l cooperation f rom Germany, USA, while ceramic products like WC is from Jacob Delafon, France. Washbasins at the hotel are the products of Rocca, Spain.” Vishal Sapra tells us that,

Director of Rooms, ShangriLa’s Eros Hotel New Delhi, says, “The current trends are focusing on “larger bathrooms being designed with more fancy fittings – bath hardware, faucets and shower systems that elevate the room from functional to fabulous. Hotels are creating bathrooms with a more immersive feel and indulgent tone, creating a spalike feel in the spaces. Luxury with comfort is the need of the hour. When coming to a five star property, guests want a luxurious yet comfortable experience. They want a luxurious feel in every aspect with the right note of style and elegance. Classy fittings, soothing colours, well-planned interiors are what customers are looking for.” Va r iou s ho t e l s a r e

emphasising on larger spaces wh i le ot her s a re fo cu s si ng more on lu x u r y a nd theme decors. Akhil Arora, explains the changes in trends and the current trends that he has been observing, “Apart from additional space, a double vanity counter for all rooms (not only suites), mirror television in bathrooms, speaker phones on the vanity counter wall (apart from the traditional phone near the WC) and speaker phones near the bath tub are new features. Some hotels have also introduced audio system in the bathroom which plays the spa music parallel. The bathroom design theme for 2013 is luxury. Simplicity, elegance and minimalism are the defining features of the modern shower enclosure the trend is

Akhil Arora

Director of Rooms, Renaissance Mumbai Convention Centre hotel

The bathroom design theme for 2013 is luxury. Simplicity, elegance and minimalism are the defining features.

Vikram Sood

Director of Rooms, Shangri-La’s Eros Hotel, New Delhi

Hotels are creating bathrooms with a more immersive feel and indulgent tone, creating a spa-like feel in the spaces.

theme décor, sensor gadgets, s howe r p r e s s u r e c o nt r o l s , compact storage spaces, excess use of glass, hygiene faucets are few popular trends. Along with these, there should be a designated space for stacking toiletries, adequate towel storage and hooks and easy to use and operate fixtures. The modern day discerning traveller spends much of his time in the bathroom, perfecting his look, hence he should be served with more space and comfort. With the importance of b at h r o o m s cha n g i n g i n recent times, they are becoming an integral part of the hotel’s brand identity, bathrooms have moved on far from just being a commodity room. ■ by Nikita Chopra

July 2013 • hotelscapes 55

bathware special

products

Kohler Vibrant

he ‘Vibrant’ range is a result of the state-of-the-art Physical Vapour Deposition (PVD) process that provides a stunning and contemporary look to the bathroom. With three glamorous finishes - Modern Polished Gold, Modern Brushed Gold and French Gold, Vibrant finishes are striking and longer lasting than conventional chrome plated or powder coated finishes. Price: Rs. 4,500 and Rs. 24,000

Hindware Benelave

his ultra-thin 12’’ shower has larger surface area that gives a rainfall like bath experience and reduces water consumption by 60%. It’s made up of stainless steel and comes in three shapes- square, round and rectangle. Price: Rs. 7,150

Grohe spa T

he Grohe spa F-digital deluxe shower products turn your bathroom into an exclusive private home spa, an experience that stimulates all the senses, that seduces, fascinates and inspires you. F-digital Deluxe will fill your shower with coloured light for chromo therapy treatment, with pleasant steam for cleansing your skin and with your favourite music – all at the same time. Enjoy a shower, every moment of the day, with this sophisticated oasis of relaxation and well-being, waiting for you at home. From energising your body in the morning to relaxing your mind after a busy day – the flexible choice of head and side showers, light and sound as well as steam allow for a wide range of personalised combinations. Price: On request

56 hotelscapes • July 2013

volving bathrooms in India into a more personal space, products at Parryware are designed keeping in mind the need and personal space of the users. Amongst all their marvels, Poise is a classy and most premium range including water closet and basins. Parryware’s exclusive designer collection, Pal Range adds a touch of class and elegance with its stylish features. This range includes a single piece water closet, wall hung water closet, and two basins for you to choose from. Adding on to its magnificent portfolio, they have recently introduced electronic toilets, i-Klin and e-wash+. These include features like, remote control, energy saving function, seat warmer, dryer, auto cleaning and many more. With an ability to improve constantly with innovation and modernity, they strive to create products which add on to the customer’s convenience. Price: On request

Parryware’s Stylish Bathroom Range Queo launches bathroom series

ueo – the sanitary ware brand under HSIL Ltd. has launched the bathroom series of Enzo washbasin and water closet. The range is designed by European designers. The washbasin has a rectangular contour and rounded edges. The deep dish inside is for convenience of use. The seamless matching of design along with functionality makes the product matchless. The water closet has a thin rim. Equipped with dual flushing option of three and six litres and Dura Plast seat cover, it is easy to clean and helps maintain hygiene in the bathroom. The play of intersecting geometric planes elevates its visual appeal, while its rounded corners and thin line alters the perception of space. The range is available pan India. Price: Rs. 9,903 to 15,953

Gessi Ispa

he stylistic feature of the collection is a rectangular shape made smooth by corners rounded as smoothed by the water itself. The distribution of water is activated by a soft touch of the mixer button. At every use of the tap, it invariably distributes cold water, so that the boiler is not ignited and energy is saved. The desired temperature of water is reached by rotating the mixer button. Its light enhanced base of the button signals the actual temperature of water by shining in all the shades between blue and red. The capacity can be reduced or augmented by pressing and rotating the mixer button. A double touch of the button commands the immediate delivery of mixed water, a threefold touch of the button commands hot water. If the button is pushed continuously for some seconds the tap turns into a standby mode, for 30 seconds signalled by a pulsating green light; during this time the tap can be cleaned without its activation. Price: On request

July 2013 • hotelscapes 57

bathware special

products

bathware special

products

Oyster Bath Lagoon

agoon is a wellness oasis that insulates you from the stress of the outside world. With warm tones, bold and elegant looks and soothing touch, enjoy tranquillity surrounded by excellence. Wash away the cares of the day with a hint of luxury and the free flow of water. This product has electronic control steam function with timer electronics temperature control and provision for using aroma therapy. It also has a leisure function

of FM radio and safety function of earth leakage circuit breaker. Other functions of this wellness oasis are feather touch digital control panel, 8 anti-scaling hydro massage jets, rain type 12” square over-head shower with dome tube lights, multi flow hand shower fitted on an adjustable rail, thermostatic lever mixer with diverter, waterfall, exhaust fan, speaker and built-in shampoo rack. Price: Rs. 3,02,700 onwards

Duravit DuraStyle

Boffi for Creo Cut

ut is a range of taps by Creo for Boffi which are characterized by integrated handle or linear spout. The temperature is regulated progressively with a single level movement and the water supply remains constant throughout. Price: Rs. 24,4530

KEUCO MeTime spa

58 hotelscapes • July 2013

uravit launches DuraStyle, a unique bathroom series whose visual lightness and simplicity of form are particularly effective in interaction with architecture and interiors. DuraStyle comes in two versions: for the project sector which includes an intelligent range of impressively coordinated products for every application and all architectural conditions. The key selling points are utility,

hygiene, short cleaning times, quick and easy assembly and a price structure that is in line with project requirements. The other version is for the private sphere which offers great variety for individual combinations. With tremendous versatility, it has something to suit every ambience and taste and adapts to the available space. Price: On request

ellness in the bathroom starts with a homely atmosphere and this can now be achieved with MeTime spa products which promote health and have a soothing and refreshing effect. It is particularly fascinating when it takes the form of a waterfall. The aesthetic dousing shower can bring this experience into your own bathroom. The water treatments inspired by Sebastian Kneipp are perfect for allowing the soothing and relaxing effects of water to fall on your skin and muscles. With the spa hose, you can experience the health-promoting alternating hot and cold showers in the privacy of your own bathroom at home and at your leisure. Price: On request

Advertorial

Roca faucets – designed to perfection for a unique bathroom experience

strong 90-year old heritage and the core values of Design, Innovation, Sustainability, Wellbeing and Leadership, have led Roca to create bathroom spaces that are a reference point for progress, excellence, reliability and technology. With a presence in five continents and a sales network spread over 135 countries, Roca has firmly established its position as a frontrunner in the bathroom space. Roca’s impressive product portfolio provides complete bathroom solutions that cater to both the important elements, and the smallest details of a bathroom space. Of the gamut of products that feature in a bathroom, Roca faucets are a joy to feel, touch and experience. The Roca faucet line-up seamlessly brings together innovation, the newest technologies and the genius of celebrated designers, to make the product a benchmark in functionality and style. Exclusively designed by reputed designers like Antonio Bullo, Ramon Benedito, Schmidt & Lackner and David Chipperfield, Roca faucets are a perfect collaboration of design, expertise and sustainable development.

Water-saving technologies for tomorrow With new, innovative technologies that offer sustainable solutions, Roca is committed towards the development of products that protect the environment. In the dynamic world of faucets, Roca has pioneered many such breakthrough technologies. ‘CLICK’, an exclusive technology to save water and energy, equips the faucet with a safety system to help limit the water flow, through a 2-phase control system where the user has to push the lever upwards to obtain a greater flow. All Roca ‘single lever mixer’ faucets include a unique flow limitation system that allows for a 50% saving in water. Another revolutionary innovation ‘progressive technology’ involves a progressive change in the temperature of the water from cold to hot, thus saving both water and energy. The temperature setting ability in ‘Thermostatic faucets’ allows users to set the water temperature accurately, while ‘electronic automatic faucets’ feature an intelligent sensor that turns on and off as per the user’s hands movements. Demonstrating Roca’s unwavering commitment towards the planet, these revolutionary technologies are evidence of the fact that the ecology is not just green but also blue.

A faucet for every bathroom From the most cutting-edge solutions to the more

classic models, Roca’s designer faucet collections place a whole world of possibilities within its customers’ reach. With value products priced from Rs. 2250 onwards, Roca’s wide portfolio of faucets caters to varied budgets. These exclusive collections include the finest, most premium products so as to fulfill both functional and style-related needs of users. The ‘Evol’ series draws inspiration from a waterfall and culminates in a masterpiece that combines the best of design and technology. ‘Thesis’, a range by Antonio Bullo, with its rounded curves, clean straight lines and bold shape, presents a perfect mix of contrast in art, making it a product of the highest level of aesthetics. ‘Escuadra’, another faucet series, is designed for both aesthetic appeal and functionality that suits daily use while also allowing for minimum water consumption. Roca’s ‘L20’ faucet collection features the innovative cold water start system for its basin models. With a strong commitment to innovation, design, technology and environmentally-friendly solutions, Roca’s wide range of faucets has become a point of reference in the bathroom space.

With Click technology

Escuadra

Roca – complete bathroom solutions In consonance with the rapidly changing Indian market, Roca has evolved to cater to the diverse needs of the people across the spectrum. Roca’s values, its commitment to functionality and a thorough attention to even the smallest details, have enabled the brand to champion the novel concept of ‘complete bathroom solutions’. Backed by a strong and rich pedigree, a clear understanding of the Indian market, and products catering exclusively to the Indian populace, Roca is poised to continue its revolutionary and leading presence in the country. Engaged in a process of continuous development, Roca is deeply committed to the excellence of the design of its products, with the objective of offering its clients spaces in which all five senses encounter unique experiences. Roca’s pioneering status is reflected in the creation of highly versatile products which are easily adaptable to the habits of consumers all over the world and which offer tailored solutions to all requirements. At Roca, through a process of continuous research, a future is constructed where design and innovation work together for the well being of everybody. All this has contributed towards making the Roca brand the ultimate worldwide benchmark reference for the creation of bathroom spaces. ■

Evol

Thesis

July 2013 • hotelscapes 59

products

Samsung’s First Ultra High Definition TV

amsung has launched its first Ultra High Definition (UHD) television, Samsung UHD TV 85S9 that comes with a stunning Timeless Gallery design, setting a new standard for the industry by revolutionizing the conventional TV design aesthetics. Rounding off the state-of-the-art 85S9 is an immersive audio experience to match its screen excellence,

with 120-watt array speakers built seamlessly into the frame of the television. Blending fine craftsmanship with technology excellence, the 85S9 includes Samsung’s proprietary up-scaling engine which can up-convert HD or Full-HD to UHD-level picture quality by restoring information details to create greater precision for real-life picture quality.

Technology takes a leap with Hacker

The t elev i s ion i s p r ic e d at Rs. 27,00,000.

For more information visit: www.samsung.com

LED lighting. Generally, the climber is available for all of the handle-free ART-products and also for the high-quality product lines. Similarly the all new Sensomatic range just need a slight touch so the drawer open seamlessly and elegantly with illuminating LED lights timed to shut down in two minutes or when drawer is closed. The price is on request. For more information visit: www.haecker-india.com / www.haecker-kuechen.com

acker launches its new range of Wall Unit Climber and Sensomatic range. The Wall Unit Climber offers an elegant and completely new design, which is placed consciously in the dining and living areas. The exceptional feature of this cabinet is its 13 cm wide glass louvers, which are available in multiple finishes in relation to complement the kitchen. Depending on the body height, the cabinet is equipped with one or two glass shelves, which can be fitted with optional

GAIA launches ‘Chamomile Infusion’

aia’s launches a new flavour to their popular line of teas, Gaia Camomile Infusion. Famous for its healing properties, camomile tea is known to aid in sleep problems, menstrual cramps, muscle twitches, sore stomach, colds as well as anxiety and stress. Gaia Camomile Infusion is made with pure chamomile flowers and is naturally caffeine free. It has a sweet intoxicating aroma along with a light and earthy flavour. This tea is a great alternative to a regular tea, coffee and aerated drinks. Gaia Camomile Infusion is priced at Rs. 200. For more information visit: www.gaiagoodhealth.com

60 hotelscapes • July 2013

products

Square Foot launches designer flooring

quare Foot launches their latest range of ‘Designer Flooring’ which is made out of solid and engineered hardwood, that is easy to install over traditional wooden flooring. Whether you’re looking to create a formal or an elegant look, be modern and edgy, or just looking to create a timeless appeal, designer floor will suit your needs. Designer flooring allows you to mix and match the shades of the flooring that help in creating one of a kind design. Easy to maintain and clean, this type of flooring comes with feather touch that provides comfort of bare foot walking. Designer Floors range starts at a price of Rs. 450. For more information visit: www.squarefoot.co.in

NetGear launches R6100 WiFi Router

he R6100 is a dual band router that supports combined WiFi speeds up to 1200 Mbps* with fast ethernet wired connections, providing secure and reliable Internet connections for fast downloads, clearer voice calls, uninterrupted H D video, and lag-free gaming. The 2.4 GHz band supports legacy devices while the less interference-prone 5 GHz band is perfect for

multiple HD media streaming and online gaming. Moreover, the R6100 works with the free NETGEAR genie app and software for easy installation and network management, ensuring you a hassle-free transition to 802.11ac. This router is priced at Rs. 6,000 approximately. For more information visit: www.NETGEAR.com

McCain’s Potato Cheese Shotz now comes to India

dding variety to its exciting range of frozen potato specialties, McCain Foo d s I nd ia P v t . Lt d, ha s introduced a new cheese based appetizer for the Indian market – McCain Potato Cheese Shotz. These Shotz are crispy, bite sized nuggets of potato and cheese seasoned with herbs

and coated with golden bread crumbs. Light and crispy on the outside and soft from inside, McCain Potato Cheese Shotz can be prepared straight from freezer- to- fryer within 3 minutes. These are priced at Rs. 99 for 250 gm. For more information visit: www.mccainindia.com

July 2013 • hotelscapes 61

people Lemon Tree Hotels

Hyatt Pune

Maahesh S Aiyer has been appointed as the VP-Operations, Lemon Tree Premier. He will play a key role in enhancing and implementing the operations strategy of Lemon Tree Premier. He has over 18 years of experience in Sales & Marketing and Operations with The Taj Group of Hotels, in India and abroad. His last assignment was as GM at Vivanta by Taj-Whitefield. Aiyer holds a Master’s Degree in Business Administration from Madras University and has furthered his academic pursuits at IIM Bangalore and Cornell University.

Vishal Singh has been appointed as the GM. He has an experience of 17 years. He opened DoubleTree by Hilton, Gurgaon and Hilton Chennai. He has held several positions with the Hyatt Group including Director-F&B at Park Hyatt Goa Resort & Spa; Assistant Director-F&B at Grand Hyatt Mumbai (where he opened ‘China House’ restaurant & lounge) and Assistant Director-F&B and Conferencing & Banqueting Manager at Hyatt Regency Delhi. Singh is a Hotel Management graduate from IHM, Delhi and is an MBA in Marketing.

The Leela Kempinski Gurgaon

Park Plaza Gurgaon

Radisson Blu Resort & Spa, Alibaug

The Westin Mumbai Garden City

Michel Koopman has been appointed as the GM. He has over three decades of experience. His last assignments were as Director-Middle East Operations for Anantara Hotels, Resorts & Spas, United Arab Emirates and GMEastern Mangroves Hotel & Spa. He raised his professional capabilities from DirectorF&B to Executive Assistant Manager (Rooms) to GM with Hyatt International and InterContinental Group. He has also worked with Hilton. Koopman holds a graduate degree from Steigenberger Hotelberufsfachule, Germany.

Santanu Guha Roy has been appointed as the General Manager. His expertise involves handling a diverse range of functions entailing F&B operations, training, budgeting, developing SOP’s, operational policies, planning and implementing effective control measures to optimise resources. He has over two decades of experience. He has worked with Taj, Holiday Inn, Radisson and Park Plaza in the past. Roy graduated from IHM Kolkata.

62 hotelscapes • July 2013

Vinay Nair has been appointed as the General Manager. He has an experience of 13 years. His expertise lies in developing, managing and implementing various policies and standards to ensure smooth and efficient functioning of the hotel. Prior to joining Park Plaza Gurgaon, Nair was working with Park Plaza Ballygunge, Kolkata. He has also worked with Ibis & Novotel Bangalore Techpark; Ibis London Wembley; Ibis London Euston St. Pancras; Menzies Chequers, UK; Goa Marriott Resort & Spa; Taj Lands End & Holiday Inn Mumbai.

Gurpreet Sethi has been appointed as the F&B Manager. He has over 10 years of experience in the hospitality industry. His last assignment was with Trident Nariman Point, Mumbai as the Banquet Manager. His previous assignments include serving as the Assistant Food & Beverage Manager at Oberoi Hotels & Resorts. He has also been associated with Trident BKC, Mumbai and Trident Gurgaon in the past. Sethi completed his Hospitality Management from Institute of Hotel Management, (IHM) Aurangabad.

people Courtyard by Marriott, Gurgaon

Nidhi Verma has been appointed as the Head for Public Relations and Marketing Communications. Verma will be responsible for successful positioning of the hotel with key focus on brand communication strategy and media management. She comes with an experience of over nine years across marketing and hotel operations. Her last assignment was as Marketing Manager with Pullman Gurgaon Central Park where she was part of the pre-opening team. She has been associated with The Claridges Hotel, Radisson Hotel Delhi and Hyatt Regency Delhi in the past.

Renaissance Mumbai Convention Centre Hotel

The Claridges New Delhi

The Grand, New Delhi

Courtyard by Marriott Mumbai International Airport

Umesh Dalal has been appointed as the Assistant F&B Manager. He is trained in wines & spirits from Wine & Spirit Education Trust (WSET), London. Prior to joining Courtyard by Marriott, Gurgaon, he served as Assistant F&B Operations Manager at The Royal Horseguards, London. He has been associated with Oberoi Hotels & Resorts, The Claridges Hotel and Thistle Hotels UK. He graduated in International Hospitality Management from Queen Margaret University, Edinburgh.

Husnavaz F Dastur has been appointed as the Spa Manager. She is responsible for skills development, operational and holistic health management. She will organise and direct the spa team to ensure their efficiency for achieving optimum level of guest satisfaction. She comes with over a decade of experience in spa wellness management. Prior to joining Renaissance Mumbai Convention Centre Hotel, she was associated with The Oberoi, Taj, Hyatt and Westin in Mumbai.

Rajan Bahadur has been appointed as the COO. He has a diverse experience of over 27 years in various fields, including sales and marketing, operations, revenue generation and corporate relationship. He brings with him a vast knowledge of best international practices in these fields which he plans to put to use in his current role. Bahadur has been associated with various global hospitality brands like Starwood Hotels & Resorts, Oberoi Hotels, ITC and Lebua Hotels & Resorts among others.

Urvashi Malik has been appointed as the Manager-Marketing Communications. She has over five years of experience. She will be responsible for driving all PR and marketing campaigns, deciding marketing strategies, media planning and all other marketing communications initiatives for two of the properties â&#x20AC;&#x201C; The Claridges New Delhi and The Claridges Nabha Residence Mussoorie. A go-getter, Malik is looking forward to her new role. She has been associated with leading hotels like ITC Hotels, Hilton and The Park Hotels.

Kittisak Khuengthi has been appointed as the Thai Chef. A Thai culinary maestro with experience in cooking royal Thai cuisine, Chef Khuengthi has over 10 years of experience. The Chef will bring his Asian culinary expertise to the PanAsian restaurant, Red Zen at the hotel. The Chef began his career with The Capitol Club, Bangkok and has worked with Millennium Hilton Bangkok, JW Marriott Bangkok and ITC Grand Chola, Chennai.

July 2013 â&#x20AC;˘ hotelscapes 63

last page

Deepak Sarin is the COO of

JHM Interstate India

D JHM Interstate India Hotels & Resorts: l The Khyber Himalayan

Resort & Spa, Gulmarg (No. of Keys – 85) l Four Points by Sheraton, Jaipur (No. of Keys – 114) l Four Points by Sheraton Hotel and Serviced Apartment, Pune (No. of Keys – 217) l Rajasthali Resort & Spa, Jaipur (No. of Keys – 53) l The Corinthians Resort & Club, Pune (No. of Keys – 116) l Dukes Retreat, Lonavala (No. of Keys – 80) l Shraddha Inn, Shirdi (No. of Keys – 75) l The Estuary Island, Poovar (No. of Keys – 80) l Turtle on the Beach, Kovalam (No. of Keys – 63)

64 hotelscapes • July 2013

eepak Sarin is the COO of JHM Interstate India Hotels & Resorts. He will be responsible for the company’s operations in India, including maintaining a team of hospitality experts, integrating and supporting the company’s intelligent systems within the portfolio, maintaining the current portfolio and owner relationships and executing on the company’s overall growth strategy, driving JHM Interstate India to become the premier independent hotel management company on the Indian sub-continent. Sarin is a Delhi local and has an experience of 40 years in the hospitality industry worldwide in countries across Japan, Zambia, Nepal, England, Morocco, Thailand and India, with tenure at companies such as Oberoi Hotels, Taj International Hotels, DLF Hospitality, Fortis Healthcare and Mayar Health Resorts. Most recently, he worked as a hospitality advisor and consultant, pairing hotel brands with operators for franchise, technical and management services. His experience as a consultant encompassed evaluations, appraisals, plans, acquirements and executions for more than 30 endeavours, including hotels, resorts and projects worldwide. Additionally, Sarin gained experience as a Fellow of the Hotel and Catering International Management Association (HCIMA) UK. Sarin holds a Masters degree in Business Administration from the University of Delhi and post-graduate degrees in Hotel Management from the Oberoi

School of Hotel Ma nagement i n Del h i a nd International Hotel Association in Paris. JHM Interstate India is a joint venture between JHM Hotels, based in South Carolina, US, and Interstate Hotels & Resorts, based in Arlington, Virginia, US. Interstate and JHM represent two of the most preferred hotel management companies of major global brands, as well as independent, non-branded hotels and resorts. Interstate is a wholly-owned subsidiary of a joint venture between Thayer Lodging and Jin Jiang Hotels and has ownership interests in 58 hotels including six wholly-owned hotels. Combining the global expertise of Interstate Hotels & Resorts, with the local knowledge and resources of JHM Hotels and its founders, the Rama family of Gujarat, JHM Interstate India is qualified to bring its skill and background to hotel owners and developers across India. Globally, hotel owners, developers and guests discover the difference that experience makes in JHM’s nearly 379 hotels with more than 70,700 rooms located throughout the US and around the world. Since its humble beginnings in 1973, JHM Hotels has grown to be among the top fifty hotel management companies in the world. Today, JHM owns and operates 35 hotels in the United States, representing various franchises, with over 5,700 rooms in six states. Additionally, JHM owns and oversees the operation of a five-star hotel in Surat, India, developed in 1990. Several other properties are under development, with more projects scheduled in the near future. Throughout this three-decade journey, the Rama’s have been exposed to rich and varied experiences in every sphere and facet of modern hotel development and management as owners, operators and developers. As a premier lodging company that now employs over 1,500 associates, JHM Hotels provides increasing financial strength and stability to its stakeholders – namely its guests, associates and owners. J H M’s corporate histor y spanning more than 50 years of innovation, consistency and success makes it the preferred hotel management company of major global brands. It also allows its associates to consistently deliver results for real estate investors, ownership groups, privately held companies, and private equity funds. ■

RNI No. DELENG/2012/47318 No.U(C)-105/2013-2014, Posting Dt. 16-21/7/2013 Reg. No. DL(C) 01/1353/12-14

Date of Publication: 18/7/2013

7th annual edition promoting

Cinema Tourism exclusively promoting cinema tourism conference and B2B meet with Bollywood

7th Annual Conference & Expo October 18â&#x20AC;&#x201C;19th 2013. Mumbai. A N C H O R PA R T N E R

The networking forum where 300 leading producers from Mumbai cinema, both from the big and small screen, meet with providers and facilitators of ideal destinations suitable as cinemascapes, promoting cinema tourism O RG A N I S E R S

Mumbai: 18th-19th October, 2013 Email: cinemascapes@crosssectionmedia.com Website: www.cinemascapes.co.in