Hotel Scapes March 2012 by Cross Section Interactive Private Limited

Volume 1. Issue 2. March 2012. Rs 50

PHOTO: HEMANT J KHENDILWAL

A L L A B O U T H O T E L S & H O S P I TA L I T Y

Priya Paul

• HICSA Keeps Its Date with Grand Hyatt Mumbai • Swiss International Hotel’s Growth Plans • Visakhapatnam: A Metro in the Making • How Profitable are Spas for the Hotel Industry? • Le Meridien Adopts Design-based Approach to Attract Creative Customers

Gets Padma Shri in Recognition of her Contribution to the Concept of Boutique Hotels

CONTENTS/EDITORIAL Volume 1 Issue 2 MARCH 2012

Hospitality Report 4 PwC-CII survey on growth of hospitality sector

Forthcoming Event

EDITOR’S NOTE

6 Preview of HICSA 2012

Our cover story this month features one of India’s youngest hoteliers, Priya Paul, Chairperson, Park Hotels who was recently included in the Republic Day 2012 honours list. Priya joins three other hoteliers to be awarded; she gets Padma Shri this year. Park Hotels steered a niche segment in hoteliering and singularly ushered India’s exclusive designer hotels, and the pioneering spirit continues. Talking of designer hotels, we bring to you Le Méridien that is making waves worldwide with its ‘designer’ makeover. It is trying to position itself as an upmarket design-led brand that appeals to the creative minds. Moving on, in the Forum of the Month, our panelists discuss that in spite of a spa being a necessity in an upscale hotel what is it that makes the venture profitable. Our Destination Analysis takes a look at Visakhapatnam, a city that holds tremendous potential as a business and leisure destination. As the industry prepares itself for HICSA 2012, read on to find out what to expect from the 8th edition of the conference and apart from this we update you about the latest developments and trends taking shape in the industry.

New Developments 8 10 11 12

Introducing Swiss International Hotels & Resorts Pride Hotel opens first hotel in East India Sinclairs Hotels lines up new projects Novotel aims to tap convention market in Vizag

Destination Analysis 14 Visakhapatnam is a metro in the making

Interview of the Month 16 Priya Paul on making Park Hotels a niche boutique brand

One-on-One 22 Rahul Pandit talks about Lemon Tree Premier 24 Meet The Zuri Whitefield’s new GM

Realty 26 Serviced apartments are in high demand

Forum of the Month 28 Are spas profitable for the hotel industry?

Design 34 Le Méridien’s design leads change in positioning

Chain Analysis 36 Keys Hotels on a steady growth drive in India

Trends 38 Sprunches, a new food trend in spas Editor: Navin S Berry Assistant Editor: Purva Bhatia Business Development: Sudhir Sood Advertising: Saurabh Shukla Design: Ashok Saxena, Neelam Aswani Go Now is published and printed monthly by Navin Berry on behalf of Cross Section Media Pvt. Ltd. and printed at Anupam Art Printers B-52, Naraina, Phase II, New Delhi and published from IIIrd Floor, Rajendra Bhawan, 210, Deen Dayal Upadhyay Marg, New Delhi - 110002. Tel: 91-11-43784444; Fax: 91-11-41001627, 41001628. E-mail: info@crosssectionmedia.com This issue of hotelscapes contains 56 pages plus 4 pages cover

Awards 42 SATTE 2012 achievers honoured at a grand ceremony

Events & Happenings 48 Inaugural Mumbai Mantra’s Screenwriters Lab 49 Artistic Exchange of Ideas at Le Méridien Kochi

People 52 Our industry track on movements across the industry

Products

FORM-4 (See Rule 8) Cross Section Media Pvt. Ltd. 1. Place of Publication : New Delhi 2. Periodicity of Publication : Monthly 3. Printers’s Name : Navin S. Berry Nationality : Indian (a) Whether Citizen of India? : Yes (b) If foreigner, state the country of origin : No Address : IIIrd Floor, Rajendra Bhawan, 210, Deen Dayal Upadhyay Marg, New Delhi – 110002 4. Publisher’s Name : Navin S. Berry Nationality : Indian (a) Whether Citizen of India? : Yes (b) If foreigner, state the country of origin : No Address : IIIrd Floor, Rajendra Bhawan, 210, Deen Dayal Upadhyay Marg, New Delhi – 110 002 5. Editor’s Name : Navin S. Berry Nationality : Indian (a) Whether Citizen of India? : Yes (b) If foreigner, state the country of origin : No Address : IIIrd Floor, Rajendra Bhawan, 210, Deen Dayal Upadhyay Marg, New Delhi – 110 002 6. Name and address of individuals : Cross Section Publications Pvt. Ltd. IIIrd Floor, Rajendra Bhawan, 210, Deen Dayal Upadhyay Marg, New Delhi – 110 002 Who own the Newspapers and Partners or Shareholders holding more than one per cent of the total capital 1. Mr. Navin S. Berry, W-11, Greater Kailash-I, New Delhi 2. Mrs. Archana Berry, W-11, Greater Kailash-I, New Delhi 3. Mr. Rajat S. Berry, W-11, Greater Kailash-I, New Delhi I, Navin S. Berry, hereby declare that the particulars given above are true to the best of my knowledge and belief. Date: March 1, 2012

S/d Navin S. Berry (PUBLISHER)

54 New launches this season

Last Page: Delivering Excellence in Service 56 Food and presentation apart, final delivery matters

Guest Columns 21 33 45 50

Requisites for a successful social media campaign Key ingredients of a successful spa in a hotel Budget hotels in Goa leverage technology Tips on food safety & hygiene March 2012 HOTELSCAPES

HOSPITALITY REPORT

The survey reveals 82% CEOs in the sector are confident of robust growth. However, infrastructure, regulations and talent management continue to be a challenge to growth.

PWC-CII Survey

HOSPITALITY SECTOR TO SEE GROWTH, LED BY DOMESTIC TRAVEL

ndia’s hospitality sector has a reason to cheer. Despite the economic slow down, the sector is likely to witness high growth in the long run, driven by increasing domestic travel, says a survey conducted jointly by industry body CII and consultancy firm PwC. The survey report covers the top of the mind issues that CEOs face in the hospitality business – from managing costs to developing synergies across multi-format multi-location functions in the business. It gives insights into the challenges faced by the CEOs while managing talent and the tax and regulatory issues. Majority of the respondents from hospitality industry believe India will not be affected by the economic downturn over the long run. The growth in the sector is largely expected from domestic travel – business and leisure. “There has been a huge upsurge in the Indian domestic travel, due to which these have emerged as strong opportunities, especially in view of the recessionary trends in the West,” CII Director-General Chandrajit Banerjee said. The study states that with consumers becoming more demanding and priceconscious, the budget and mid-market segments are the possible growth areas. Little 4

HOTELSCAPES March 2012

wonder then that the segments have emerged as the most preferred investment categories. However, there are a number of challenges that the industry is facing – managing talent, tax and regulatory issues being the immediate ones. The high costs of real estate and lack of any tax incentives by the Government are acting as hurdles for the hospitality sector. These challenges are further accentuated by overall infrastructure deficit in the country. At present, a hotel needs almost 80-100 licenses before it starts its operations in India. Almost all CEOs interviewed unanimously voiced the need for “effective single window clearance” to make the process smooth and avoid the untimely delays. The survey suggests rationalisation of the number of tax levies and implementation of a single-tax regime. Sharing his Insights on the Trends in the Industry Timmy S Kandhari, Leader – Hospitality & Leisure Practice, PwC India said, “The growth potential of the hospitality sector in India is well accepted. However, the realisation of sustainable growth depends on expanding infrastructure, managing costs as well as talent better and providing for tax incentivised development.” ■

Key Findings from the Survey: ☛

Domestic travel is expected to be the primary driver of the sector’s growth.

☛

More than 90% CEOs interviewed believe high disposable income is driving this domestic market growth.

☛

Budget and mid-market segments have emerged as the most preferred investment categories.

☛

High cost of developing property for hospitality is one of the key hurdles faced by industry leaders.

☛

Talent management continues to be a major challenge for the sector with increased competition for talent within the sector and from competing service sectors contributing to the issue

March 2012 HOTELSCAPES

FORTHCOMING EVENT

Manav Thadani, Chairman, HVS India

Kaushik Vardharajan, MD, Consulting and Valuation Practice, HVS India

HICSA 2012

To Witness Top Leaders of the Worldâ&#x20AC;&#x2122;s Largest Hospitality Brands HVS is all set to host its Eighth Annual Hotel Investment Conference â&#x20AC;&#x201C; South Asia (HICSA 2012) between April 3 and 4, 2012 at the Grand Hyatt, Mumbai. Over the years, HICSA has gained the reputation of being the best hotel conference in the South Asian region, and is a well-recognized name in the arena of global hotel conferences and discussion forums. With a diverse presence of hoteliers, investors, bankers, developers, architects and designers from across the world HICSA provides first-in-class networking opportunities and become a place where new partnerships are born. 6

HOTELSCAPES March 2012

FORTHCOMING EVENT

KEY SESSIONS 2012 – WHAT TO LOOK OUT FOR? Global Leaders – An Opportunity Called India

• Selim El Zyr, President and CEO, Rotana Hotel Management Corporation

April 3, 2012 – 3:00 PM to 3:50 PM

One can expect to see the established hotel companies in India offering some trusted advice and tips to the new entrants during this session, in addition to the latter providing their own assessment of the hotel development scenario in India with contemporary mechanisms to deal with the same. With topics ranging from key learnings and challenges, management fee structure, human resource, cost overruns and westernization of the Indian experience, these global leaders will provide some invaluable insights making it a must-attend on everyone’s agenda.

Moderator: • Raymond Bickson, Managing Director and CEO, Taj Hotels Resorts and Palaces

Panelists: • Denis Hennequin, Chairman and CEO, Accor • Hubert Joly, President and CEO, Carlson • Jim Abrahamson, Chief Executive Officer, Interstate Hotels and Resorts They head some of the most reputed hotel companies worldwide and there is no better way to begin HICSA than to understand some of their thoughts, visions and ideas on the hospitality industry in India. The country continues to occupy a dominant place in their growth plans and it would be pertinent to understand their respective strategies.

How Can Competitive Brands Work Together to Make a Destination April 3, 2012 –5:30 PM to 6:20 PM

Moderator: • Amitabh Kant, CEO and Managing Director, DMICDC

Panelists: • Ankur Bhatia, Executive Director, Bird Group • Arjun Sharma, MD, Le Passage To India • Priya Paul, Chairperson, Apeejay Surrendra Park Hotels • Vikram Madhok, Managing Director, A&K India • Vivek Nair, VC & MD, The Leela Palaces, Hotels and Resorts It was done successfully at The Maldives, Goa and Kerala. Competitive brands coming together to make a destination by making it popular, giving it an identity and sustaining it, is what this session will discuss in detail. Comprising of hoteliers and experts from the travel industry, it is anticipated to be a packed-room.

DAY 2 Global Leaders Check-In April 4, 2012 – 9:10 AM to 10:10 AM

Moderator: • Gautam Raj, Executive Vice President Strategic Development, Oberoi Group

Panelists: • Donald Trump Junior, Executive VP, The Trump Organization • Gamal Aziz, President and CEO, MGM Hospitality • Jean Gabriel Pérès, President and CEO, Mövenpick Hotels • Michael Issenberg, Chairman and COO, Accor APAC • Nakul Anand, Executive Director, ITC Limited

Whose Hotel is it Anyway? April 4, 2012, 2:00 PM to 3:00 PM

Moderator: • Saurabh Chawla, Partner/Director, HVS Asset Management and Strategic Advisory London

Panelists: • Chender Baljee, Chairman and MD, Royal Orchid Hotels • Lloyd Lauland, Executive Director, JHM Interstate Hotels India • Nigel Grocock, Chief Operations Officer, IHHR Hospitality • Uttam Dave, President and CEO, InterGlobe Hotels (Accor JV) • Vivek Kumar, Chief Executive Officer, Aamby Valley City and Hotel Sahara Star Aligning interests of owners, brands and managers is imperative for complex assets such as hotels. HICSA 2012 brings to you an exciting session on this challenge faced by the various stakeholders offering perspectives on how to bridge the gap in order to maximize asset value and align the operation of a hotel with the owner’s investment goals.

Having Some Skin in the Game – A New Trend April 4, 2012, 4:30 PM to 5:30 PM

Moderator: • Ashish Jakhanwala, Chief Executive Officer and Managing Director, SAMHI

Panelists: • Gaurav Bhushan, Chief Development and Investment Officer, Accor APAC • Michael E. Dearing, Executive Vice President Project Finance, Marriott International • Paul Logan, Senior Vice President Development – AMEA, InterContinental Hotels Group • Ratnesh Verma, Senior Vice President Development – APAC, Hyatt Hotels and Resorts The trend of brands investing in hotels is picking-up pace in South Asia. Is the asset-light growth strategy, popular in the last decade, changing? A panel comprising the key decision-makers and evaluators of this proposition is certain to provide some answers and offer the reasoning behind the same. ■ March 2012 HOTELSCAPES

NEW DEVELOPMENTS

Swiss International Hotels & Resorts

NEW ENTRANT, PLANS BIG GROWTH WITH 50 HOTELS IN 5 YEARS

Anupam Narayan, Chairman, Rockwood Associates talks about his brand Swiss International Hotels & Resorts and outlines his formula for successfully expanding and sustaining the brand in a competitive market in Asia and India.

Resorts has recently signed an agreement with Rockwood Associates. Tell us about the partnership.

ell us about Swiss International Hotels & Resorts: its brand positioning, business model and USP. Swiss International Hotels & Resorts is a 30year old company which until recently had hotels only in Switzerland. A few years back, Henri Kennedie acquired the company and set a goal of making it a global company. By way of background, Henri Kennedie was the Chairman and MD of Golden Tulip Hotels and established that brand globally. So, in a way, while the brand is 30 years old, the ‘new’ face of the brand is only two years old. Today, Swiss International Hotels and Resorts is a truly global brand. By that I mean that we celebrate and encourage local architecture and service standards. At our core, however, are the Swiss standards of hospitality, service and values. And unlike many of the larger brands, we do not have a cookie cutter approach, we are flexible. We understand that while all guests look for the same core things in a hotel: comfort, cleanliness, safety they do expect the hotel to reflect their culture, customs and needs. And that is where we differ from some of the larger brands. The local owners of our hotels are our best guide to what is important in a particular community and we listen to them. They are our partners. We do not succeed unless they succeed and we do everything we can to help them succeed. Our business model is managing our hotels and only in select cases do we consider a license only arrangement. Usually that occurs when a hotel owner and 8

HOTELSCAPES March 2012

ANUPAM NARAYAN CHAIRMAN, ROCKWOOD ASSOCIATES

The growth of the middle class and the economy is driving a huge growth in tourism. Unfortunately, the growth in the number of quality hotel rooms has lagged in most markets. So, we see significant opportunities for hotel development. manager has a demonstrated track record of managing a hotel at international standards. While we are relatively small in size today, we are aggressively pursuing hotel development opportunities in Europe, Middle East, China, Africa and SE and South Asia.

Swiss International Hotels &

Rockwood Associates LLC provides strategic and business advice to individuals and institutions in the hospitality industry. After a 30 year career in the hospitality industry in the US, with companies like Doubletree, Best Western, Holiday Inn and Red Lion at senior levels, I created Rockwood Associates LLC. The partnership with Swiss International Hotels and Resorts gives Rockwood Associates LLC the exclusive license for hotel development in the Indian subcontinent which includes India, Nepal, Maldives, Sri Lanka, Bangladesh, Pakistan and Bhutan. We have established an office in New Delhi and are currently looking for some key individuals to lead our growth in these markets and manage hotels under our flag. On a personal note, I grew up in India but my entire working career to date has been in the US. This partnership gives me an opportunity to do what I like best in the most dynamic and opportunity laden market in the world. And be closer to my family.

What are the brand’s plans and strategy for the Indian market? When would we see first Swiss International Hotel in India? The growth of the middle class and the economy is driving a huge growth in business travel and leisure tourism. Unfortunately, the growth in the number of quality hotel rooms has lagged in most

NEW DEVELOPMENTS markets. So, we see significant opportunities for hotel development. We want to have at least 50 hotels in our market within 5 years. And given the potential of the market, I fully expect we will exceed our goal as owners and guests experience what we have to offer. There are three ways we are going to accomplish our goals: One, we will be targeting independent hotel owners for conversion to our brands and developers looking for an affordable and flexible brand for their hotel projects. There may also be hotel owners who are currently branded but are looking for alternatives. Two, over the last few years, there has been a growth in the number of small domestic chains. They are successful and some may see an advantage to being a part of a global Swiss chain, training and its reservation distribution system. By converting to our brands, we would benefit by establishing a presence faster creating a win-win situation. We have initiated some preliminary conversations with a few multi unit hotel owners along these lines. Three, we will align ourselves with an equity fund or investor and with that relationship look for acquisition or development opportunities to grow our brand presence. You will definitely see the first Swiss International Hotel or Spirit Hotel by Swiss International this year.

We believe the company has two brands: Swiss International Hotel and Spirit Hotels & Inns, by Swiss International. What is the difference between the two? Who is the target audience for each of the brands? The two brands are: Swiss International Hotel/Resort and Spirit Hotel by Swiss International. The Swiss International Hotel is typically a 4/5 star full service hotel with extensive meeting and banquet space, restaurants and other services you would expect in a first class hotel. Typically, this hotel would be in Tier 1 and Tier 2 markets and resort locations, and part of a multi use upper end

office and retail development. The target audience is the corporate domestic and international business traveller and the upper end leisure customer. The Spirit Hotel by Swiss International is a 3 star business hotel with comfortable rooms, F&B outlets and services that cater to the business and, depending on the location, leisure guests. This model provides a clean, safe, comfortable and reliable service at affordable prices. The brand would be most suited for Tier 2 and Tier 3 markets, business parks in any market, tourism destination locations, and a part of multi use office and retail developments.

How many hotels in Swiss International currently associated

world and India is very much part of that growth. As the economy grows, so does business travel and domestic tourism. And the affordable hotel sector is underserved. To give you an example, there are more hotel rooms in New York City than there are in all of India. So, I believe there is room for a lot of growth in the hotel sector. I also believe that the biggest opportunity for growth is in the 3 star category which is well suited for our Spirit Hotel by Swiss International brand. In addition, the State and Central governments are recognising the value of tourism, both domestic and international, to the economy and are taking steps to improve the infrastructure and facilities to attract more tourists. So, I am very optimistic about the future of tourism and the hotel industry in India and the neighboring countries.

There is a constant comparison between India and China across industries. Swiss International Hotel is expected to open its first hotel in China. How do you see the growth in these two markets?

with? Which all countries does it have presence in currently? Today, the brand has 15 hotels in 6 countries (Switzerland, Netherlands, China, Tunisia, Syria, and Namibia) with a very strong pipeline. The current pipeline is 24 hotels and adds the countries of Egypt, Iraq, Vietnam and Germany. In addition we have established development offices in Turkey, Russia, and Netherlands and expect to announce offices soon in Dubai and Korea. As you can see, we have been very active in the last two years and our goal is to have 150 hotels globally by 2017. We may not be the biggest, but we are the fastest growing and, I like to think the best.

What are the opportunities that the brand sees in India? What are the expectations from the market? What are the key challenges? In general, Asia is the growth region of the

In terms of the hotel industry demand, China and India are quite similar. Both countries have a growing middle class which likes to travel. Probably the big difference between the countries is in the infrastructure and time it takes for construction permit approvals. I am sure that over time, some of these differences will narrow. Yes, our first Swiss International Hotel in Asia will open in late April this year. It is a 588 room, 5 star hotel in the city of Xiamen and located on the waterfront. I would have liked the first Swiss International Hotel in Asia to open in India but since we are just introducing the brand here, barring a display of Indian resourcefulness, it is unlikely. I see rapid growth of Swiss International in both these markets and hotels in both countries will benefit from the increasing trade and tourism between the two countries since travellers will be familiar with the Swiss International brand. And as we add hotels in other countries of SE Asia, we begin to capture more of the cross border travel. â&#x2013; March 2012 HOTELSCAPES

NEW DEVELOPMENTS

Pride Group of Hotels is set to open its first property in Eastern India with the launch of the 153 rooms 5-star deluxe property in Kolkata. The company has invested Rs. 100 crores to set up the property.

Pride Hotel Invests Rs 100 Crore to Open First Property in East India

ptimistic about Kolkata’s growing economy, Pride Group of Hotels has entered the market with the launch of its property in the upcoming New Town area of Kolkata at Rajarhat – the industrial and IT hub. “We are buoyant about the industry’s growth of Kolkata, particularly the IT/ITeS segment that has fuelled demand of upscale mid market hotels in this region. While the cultural capital has always been in the forefront of attracting a large volume of leisure tourists, Kolkata is recording a steady growth of business travellers,” quips SP Jain, Managing Director, Pride Hotels Limited. The group saw the opportunity in upscale

mid-market category. “There is still acute shortage of upscale mid-market hotel rooms in the city as there has been no major addition in the number of hotel rooms over the last decade. We are extremely privileged to bridge this gap with the launch our first property at Kolkata,” says Jain. The hotel offers a combination of deluxe, superior, premium room and suites. It has round-the-clock coffee shop-cum-restaurant offering global cuisine. It is equipped with 4 conference halls and 2 board rooms. Other facilities include round-the-clock room service, valet parking, laundry service, currency exchange and travel counter.

Pride plans to add an additional 11-12 properties to its Biznotel brand over the next three or four years. “We have six properties operational under the Biznotel brand presently. There is a strong demand for such hotels where we focus only on basic facilities like quality rooms, banquets, a restaurant and a small gym. It will not have spa, swimming pools or fine dining restaurants,” added Jain. Pride currently owns a chain of upscale mid-market as well as business hotels and is promoted by the Rs 3,000 crore SP Group of companies. It aims to have a mixed bouquet of owned and managed properties operating 3,500 rooms by 2015-16.

Eyeing Biz Travellers in Kolkata Tell us about Kolkata’s hospitality market. What is the current room inventory in Kolkata?

Highlights… ❏ Growth of industries in Kolkata, particularly the IT/ ITES segment has fuelled the demand for upscale midmarket hotels in the region. The hotel offers a combination of deluxe, superior premium rooms and suites. 10

HOTELSCAPES March 2012

Kolkata has a supply of around 2000 branded hotel rooms. The demand mainly comes from corporate or business travellers, which constitute 63% while leisure comprises 23%. The demand comes mainly from IT/ITeS sector. We believe over the next 5years demand will grow from Banking & Financial service industry.

Who are your competitors in this market? Our major competitors comprise upscale mid market hotels like Swissotel, Kenilworth, Hindustan International. However, apart from Swissotel in

the near vicinity the others are in South Kolkata.

What are the key challenges in Kolkata's hospitality market? There is slow industrial growth and development in the city. Poor civic infrastructure in the city is a challenge and firm government policies are yet to be implemented.

What is the USP of the hotel to woo customers? The hotel is located midway between the airport and city. It is just 15-minutes drive from the airport while the city centre is 30-minutes away from the hotel. Hence, it offers an ideal location for all business & leisure travellers. Besides, state of art facilities, the hotel also provides services

exclusively for business clients with a wide range of conference/ banqueting facilities.

What is the mix of tourists (business and leisure) in the market? Business Travellers constitute around 63% while the leisure travellers comprise around 33% of the market. MICE business is growing at around 9-10%.

What are your expectations in terms of occupancy? Occupancy levels are likely to be in the range of 60-70% over the next couple of years. Our hotel has been operating at around 75-80% occupancy since it commenced a soft opening from 10th January, 2012. ■ by PURVA BHATIA

NEW DEVELOPMENTS

Sinclairs Hotels Reopens Ooty Resort; Lines up New Projects The group has announced opening of refurbished property in Ooty and has planned aggressive acquisition strategy for future growth

he Kolkata-based Sinclairs Hotels Limited is on a growth drive. While it has announced opening of refurbished Sinclairs Retreat Ooty, it is looking to acquire brownfield and operational assets in cities like Bangalore, Mysore, Hyderabad, Chennai, Kolkata, Bhubaneswar and Patna, apart from the gateway cities New Delhi and Mumbai. The resort in Ooty, located close to the Coimbatore airport, is a 72-room and 7-suite hill resort, which has been completely refurbished. It has opened in time to leverage the peak summer season which typically sees a spike in tourist arrivals in the region.

an interim dividend of 40% for the current fiscal FY 12 on the basis of continued strong operational performance,” said Navin Suchanti, CEO and MD of Sinclairs Hotels Ltd. The group, reportedly, has lined up new projects in West Bengal. This includes a luxury hill resort in Kalimpong, a hotel and banquet complex in Burdwan and a 106room premier business hotel in Kolkata for which the company is awaiting final sanction. Also, it recently acquired majority ownership of Savannah Sarovar Premiere - a 104 room upscale operational hotel in Whitefield, the IT hub of Bengaluru. With this

Sinclairs aims to increase up to around 600 keys across 9 destinations as a result of the company’s new projects pipeline: ☛ A luxury hill resort in Kalim-

The imposing grand lobby with a panoramic view

Apart from this, Sinclairs’ portfolio includes properties in Siliguri, Darjeeling, Dooars and Port Blair. The group recorded a 10% increase in topline and 5% increase in profit from the previous year. “Sinclairs has pursued a focussed strategy of delivering strong operating performance, enabling the company to deliver consistent growth and attractive returns to shareholders. In the last two fiscals, dividends of 25% and 35% were paid to the shareholders. The Board of Directors of Sinclairs Hotels has announced

acquisition, Sinclairs is equipped cater to strong business and leisure segments in Bengaluru and its adjoining metropolitan region. The Xander Group Inc. has investment in Sinclairs since 2007. Sid Yog, Managing Partner of The Xander Group Inc. is optimistic about the group’s growth. “We are very pleased to see Sinclairs Hotels on a consistent fast growth track; since December 2007, the company’s share price has increased by 75% reflecting the firm’s strong operational performance and the

pong, a quaint hill town in Darjeeling district ☛ A tourist resort with a hotel, club and banquet complex in Burdwan, a rapidly growing urban hub 100km outside Kolkata. ☛ A 106-room premier business hotel in Kolkata, for which the company is awaiting final sanction. market’s growing confidence in the firm. With a strong balance sheet, zero debt, six operating assets and three additional projects in the pipeline, the company is uniquely poised to take a more aggressive view on expansion through bolt-on acquisitions. We look forward to continuing work with the company’s management in implementing its vision of becoming the preferred hospitality brand in the fast growing budget segment,” he said. ■ TEAM HOTELSCAPES March 2012 HOTELSCAPES

NEW DEVELOPMENTS

Novotel Varun Beach, Visakhapatnam

TARGETS MICE WITH LARGEST CONVENTION SPACE IN THE CITY The property, Novotel’s 4th and Accor’s 11th hotel in the country has all what it takes to become a leader in the market: Accor’s expertise in operating convention centres in India, biggest convention space in East Coast; beautifully landscaped terrace garden with a jogging track; contemporary F&B outlets; and every inch of the hotel offering sea view.

n a city that’s slowly graduating from being a small fishing town to an industrial hub, it wouldn’t be preposter ous to say that this hotel is ahead of its time. As the city unhurriedly makes progress in establishing itself as a MICE destination, Novotel Varun Beach is all set to capture a sizeable chunk of the market, much in line with Accor’s vision to establish a strong MICE & Corporate network for itself in the country. The hotel is built by Varun Group and owned Varun Group Chairman Prabu Kishore. “Convention market has practically been non-existent in the city. Given our expertise in this market, we are confident of developing the market. Several conferences have started coming to the city because of Novotel’s presence. Our view is not to kill competition but create and build the market for everyone,” says Mohammad Shoeb, General Manager of the hotel. 12

HOTELSCAPES March 2012

The confidence comes from Accor’s expertise in operating large and successful convention centres in the country. The group, apart from other centres, currently manages one of South Asia’s largest convention facility, Hyderabad International Convention Centre, and the Lavasa International Convention Centre. Novotel Varun Beach Hotel’s strength lies in 40,000 sq ft of banqueting space spread over 12 ergonomically designed banquet halls that can accommodate over 4000 guests. While currently only 161 are operational, the hotel has 225 rooms, out of which 32 are extended rooms for long stays with kitchens. “Often for large conferences when we are not able to accommodate the entire group, we pass on the business to other hotels in the vicinity ensuring that the market develops for all,” says Siddharth Umashanker, Director of Sales and Marketing.

There is a Premium Lounge available exclusively for Premiere floor guests where there are plans to add snooker and pool table. Befitting its claim as next generation hotel, this Novotel will have Eureka Room, an all-inclusive meeting room ‘set to revolutionise the meeting environment’. The room will feature unconventional and modular ergonomic furnishings along with state-of-the-art technology tools. Replete with a comfortable environment and the latest in-room amenities, the guestrooms at the hotel are in accordance with the brand’s latest design. To suit the needs of business travellers, the hotel offers dedicated 8 mbps WiFi services throughout the hotel. To delight the palate of not just business and leisure travellers but also the locals, the hotel offers contemporary dining options. An all day dining signature restaurant, The Square, offers Asian, Western and Indian influenced cuisine in the form of buffets, set

NEW DEVELOPMENTS

The hotel has state-of-the-art meeting rooms.

MOHAMMAD SHOEB GENERAL MANAGER, NOVOTEL VARUN BEACH

“Convention market has practically been nonexistent in the city. Given our expertise in this market, we are confident of developing the market. Several conferences have started coming to the city because of Novotel’s presence. Our view is not to kill competition but create and build the market for everyone.”

menus and a la Carte selections. Zaffran, is a specialty Indian restaurant, set by the pool and landscaped lawns overlooking the ocean. The hotel also has a lounge, Vué and Sugarr, the pastry shop. There are also plans to add a pub to the hotel. The hotel gets an average occupancy of 50 percent. “We have sold almost 4,500 room nights. It’s a dream start for a hotel,” says an elated Shoeb. However, there are several challenges in operating in Visakhapatnam. The operating costs, for instance, are high. In Andhra Pradesh, cost of liquor license, electricity, excise and taxes are highest, he says. Apart from that acquiring and retaining right talent is a major challenge. “While the issue is prevalent across the country, the issue is severe in smaller cities as people always aspire to work in bigger cities,” adds Shoeb. The challenges notwithstanding, Visakhapatnam aka Vizag, is a city that holds potential. The hub of naval activity on India’s East Coast, the second largest city of Andhra Pradesh has predominantly been an industrial city. Information technology and pharmaceutical companies are the primary drivers behind Visakhapatnam’s accelerated development. Also, it is home to the biggest special development zone, the Petroleum, Chemical and Petrochemical Investment Region, that is aimed at making optimal use of offshore oil and gas from the Krishna-Godavari basin. Efforts are being made to promote it as a leisure destination as well. The Andhra Pradesh Tourism department along with IL&FS is said to have drawn up Rs 500 crore

Highlights… ☛ Over 3500 sq. metres of

indoor and outdoor banqueting space ☛ Enchanting ocean view ☛ 5 meeting rooms for breakout sessions ☛ State-of-the-art “Eureka Room” for power meetings ☛ Ballroom capacity of 1200 guests ☛ A plush pre-function foyer area of over 920 sq. metres ☛ Wedding capacity of 4000 guests plan to develop the city as a leisure and business tourism destination with a mix of public and private funding. As per the reports, a 30-km stretch of Vizag’s beachfront starting from RK Beach to Bheemili will get a major infrastructure facelift. What’s more, tourist attractions like an underwater world project will also be developed. Also, on the cards are development of Rushikonda beach as an adventure tourism hub, cruises from Vizag to destinations like Andaman and Nicobar Islands, up gradation of the narrow gauge train from Vizag to Araku Valley into a tourist train on the lines of trains plying in Darjeeling and Ooty, sea plane facilities, among other things. ■ by PURVA BHATIA

March 2012 HOTELSCAPES

DESTINATION ANALYSIS

Visakhapatnam

A METROPOLIS IN THE MAKING Even as increased investor interest and rising business travel lead way for Vizag to be an attractive MICE destination, hospitality giants are already scrambling to cash in on this potential. We take a look at what’s driving hoteliers to the city.

isakhapatnam or Vizag (as it is commonly referred to) is under going a metamorphosis: from a small town having little to boast of other than a shipyard and a steel plant, it is turning into a bustling mini metro attracting the attention of investors and business community; the city is, in fact, gaining recognition as an option to Hyderabad in Andhra Pradesh. Betting on this makeover are hotel giants, who are making a beeline for grabbing a share in this developing market.

The hotel market predominantly caters to 85% corporate, 10% to conferences and 5% to leisure of the total room nights demand. With many defense projects and heavy industries functional in the city, hotels witness long stay rooms. The leisure is predominantly contributed out of travel from West Bengal & Orissa during the vacations and also due to weddings. The city already had around 1,100 rooms across the three to five star categories with hotels like ITC WelcomGroup’s Grand Bay,

With many defense projects and heavy industries functional in the city, hotels witness long stay rooms. The leisure is predominantly contributed out of travel from West Bengal & Orissa during the vacations and also due to weddings.

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The Park, Four Points by Sheraton and Gateway by Taj. The upcoming hotels include Courtyard by Marriott, Hyatt and AP tourism department is said to be developing a 175room hotel to be managed by Ritz Carlton. The latest to add to the growth in city’s room inventory is Accor’s 225-rooms Novotel Varun Beach Hotel. The hotel is contributing to the changing dynamics of the city with biggest convention facility in the city with 40,000 sq ft of banqueting space. The group is buoyant about building and developing a market for convention and events, which has so far been almost non-existent. “Four Points by Sheraton added 39% growth to city’s room inventory. Novotel added another 40%. The business dynamics have changed dramatically. ARRs have dropped in competing hotels and the average occupancy rate in the city is 55-60%. The city has a good

DESTINATION ANALYSIS

Connectivity The peaceful shores of Vizag are being recognised as a business destination. A fine example of a small city ready for a sustained development activity, Vizag is expected to transform into the industrial metropolis of the eastern coast of India.

future,” says Mohammad Shoeb, General Manager, Novotel Varun Beach Hotel. The sanguinity comes from increased investor interest: HSBC has set up a BPO facility; Satyam, TCS and Wipro are setting up campuses; and IBM recently opened its branch office in Vizag as part of its strategy to reach to smaller cities. While the public sector companies served as the initial trigger, there is a rise in investments in chemicals, pharma and textiles sectors. The optimism also stems from the economics of the city. Sample this: The hub of naval activity, the city has Visakhapatnam Port, which is the country’s busiest ports and Gangavaram, India’s deepest sea port. The Visakhapatnam Steel Plant and the Hindustan Petroleum Corporation Ltd. were the two multi-billion dollar investments. Also, it is

home to the biggest special development zone, the Petroleum, Chemical and Petrochemical Investment Region, that is aimed at making optimal use of offshore oil and gas from the Krishna-Godavari basin. There’s Brandix India Group, which had set up an apparel park near Parawada district. The petroleum, chemicals and petro-chemical investment region (PCPIR) coming up between Visakhapatnam and Kakinada is expected to provide employment to five lakh people directly and is reportedly expected to attract Rs. 3,43,000 crore investment in next seven to 10 years. Jawaharlal Nehru Pharma City (2400 acres) set up in Parvada district is the country’s first pharma industrial estate with companies like Eisai Pharma technology, Glochem Industries, Actumum Chemicals, Dr. Reddy’s to name a few.

☛ Visakhapatnam Airport has recently been upgraded and developed to cater to international carriers. Fly Dubai & Singapore airlines estimates 150 seats per week outbound. The city is connected well with daily flights from Hyderabad, Chennai, Delhi, Mumbai, Bengaluru, Vijayawada, Tirupati, Kolkata, Pune, Kochi, Patna, Raipur and Indore. Indigo has launched Chennai-Vizag-Bhubaneswar-Kolkata flight on March 7. With this, the flight services from Visakhapatnam airport will reach 40 a day.

It is hub for iron ore and other mineral exports of India, where iron ore from Andhra Pradesh, Orissa, Chattisgarh, Jharkhand, Madhya Pradesh is transported to the Visakhapatnam port by means of both Rail transport & Road transport, which is then exported to China and other countries.

Challenges & Opportunities Thanks to Visakhapatnam Urban Development Authority, Vizag boasts broad roads, well-maintained parks, and promenades. The leisure segment in the city holds potential too. It has undulating terrain with beaches and cliffs, wildlife sanctuary, a submarine museum, hill stations viz Araku Valley, limestone caves, mountain ranges and a famous attraction – the Dolphin’s Nose. Electricity and water supply aren’t much of an issue in the city. Two NTPC power plants take care of the huge power needs of the industries. The only dampener, however, comes from the fact that the operating costs are too high. According to an hotelier, cost of liquor license, electricity, excise and taxes are highest in the state. Also, there is a dearth of skilled manpower in the hospitality market. Conclusion: The peaceful shores of Vizag are being recognised as a business destination. While it has all the elements of becoming a metropolis, political unrest in the state is one of the reasons of shifting focus from Hyderabad. A fine example of a small city ready for a sustained development activity, Vizag is expected to transform into the industrial metropolis of the eastern coast of India. ■ by PURVA BHATIA

March 2012 HOTELSCAPES

INTERVIEW OF THE MONTH

She has gone about her business with serious sense of purpose and delivery. She is the original mover in the niche segment of boutique hotels in the country. Priya Paul featured in this year’s list of honours released by the President of India. Priya Paul will be bestowed with the title of Padmashree and is only the fourth hotelier in the country to be so honoured. Others in this league have been Raibahadur M.S. Oberoi, Captain Krishna Nair and P.R.S. Oberoi. We interviewed Priya Paul at her Aurangzeb Road office; following are the excerpts:

PRIYA PAUL Making ‘The Park’ a Niche Bouquet of Boutique Hotels

It comes as a surprise. I am obviously grateful and humbled. Quite a few thoughts have raced through my mind. I have now been working for over 25 years, so I am not entirely new, so to say. What did I make of it? Quite some people have been saying I should take this as a position of role model for people younger than me. My family is of course very proud of this achievement. My company and colleagues are thrilled. In many ways, it is also a validation of all the work they have been doing. We have been in this together and I suppose it is recognition of this joint effort we have been making. 16

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Going ahead, where do you see this event as a milestone in your career? This award means so much to all of us. I shall continue to enjoy doing the same thing. I am not the type to allow this to put some pressure on me, or start playing to some gallery or the other.

Looking back, what has been this journey like? How do you look back over the years at Park Hotels? Our company is 100 years old. It started with the steel industry, and then branched off into trading, tea and of course hotels. I started my career in the company in 1988, when we had three hotels – one in Kolkatta, Vizag (Visakhapatnam) and Delhi – and I remember then that hospitality was a somewhat dull scene. I was then only 22 years old. Vizag was then the first five-star hotel in entire Andhra Pradesh. My father passed away in 1990.

That must have changed both family as well as professional equations? Did you opt for hotels or was that a co-incidence? The Delhi property at that time did not

PHOTO: HEMANT J KHENDILWAL

ou have been the fourth hotelier to have won a National award and you are the youngest by far. Others got their awards much later in their life, much at their fag end. What does it mean to have won this award? What, according to you, have been your achievements? At this young age, it must be throwing so much more responsibility upon you – how do you propose to carry this forward?

Priya Paul, Chairperson of the Apeejay Surrendra Park Hotels Limited, graduated from the Wellesley College and studied at the Harvard Business School. She started her career as a Marketing Manager under her father, late Surendra Paul and went on to reposition the Park Hotels as India’s first and only collection of contemporary luxury boutique hotels. The Park Hotels have, over the years, earned the reputation of being exquisitely designed, stylish hotels, something that reflects her own personality and passion for contemporary art and design. The Hotels have been awarded a number of design awards like the “Excellence in Design Innovation 2011” by Conde Nast Traveller, India and “Designomist 2011” at VGC Designomics 2011, for creating unique visitor experiences with visual design and aesthetics. In a career spanning 25 years, Priya has had the distinction of being recognized by Forbes online as one of India’s 100 most powerful business women in 2006. She is an Executive Committee Member and Ex-President of the Hotel Association of India, a founding member of the World Travel and Tourism Council – India Initiative and a member of Harvard Business Schools’ India Advisory Board. Among her many honors, she has recently been awarded the Padma Shri, India’s fourth highest civilian honour, for her services to Trade & Industry by the President of India. March 2012 HOTELSCAPES

INTERVIEW OF THE MONTH have a general manager. I could have been assigned any of the other assignments in the company. However, my dad asked me to get into hotels. I had no structured entry into the company – his sudden death pushed me into handling all three hotels.

And how does the family tree operate within the organisational structure? Within the organization, my mother is the chairperson and we have numerous verticals – I am handling the hotels division, and my sister and brother handle the others. However, we share the decision making across all verticals, with our mother in the chair.

Do you have any regrets – many of us believe you are naturally gifted for the hospitality industry?

hotel can have just 10 rooms, or even 300. For me, the relevant thing is to have a creative expression of an individual point of view. There is nothing right or wrong about it. Yes, there must be more thought-out standards in personalized service. ‘Boutique’ is more relaxed, more relationships driven.

Does the concept change or evolve or is it a constant? Does this look last forever? Trends keep changing and we have to keep abreast of them every 6 or 7 years. People are contantly looking for something new. We have to keep pushing design to keep our hotels trendy, in line with the design and feel of our times. We have to keep innovating all the time. In Hyderabad, for instance, we have used 25 to 30 designers to create the entire hotel.

You have been the champion of the concept of boutique and young looking hotels. Your comments.

Regarding Park Hotels, sometimes I wish you were growing faster. A few companies that started later than you, for one reason or the other, appear to have grown faster. They have shown fire in their belly. Is this true? Do you feel satisfied with your growth so far?

I have created a brand, a niche, a very specific type - boutique lifestyle and designer hotels of a kind that was till now not heard or seen in the country. When we stated our goals first time in 1992/93, very few people even understood these terms. We have created ho-

We need to grow faster. Ours is a hugely profitable company. We shall have a turnover this year of Rs. 300 crores with a growth of 35%. Our debt is less than 1:1 – we are a very conservative family driven business. We could still have been more aggressive, faster in our

Over the years, it has come to pass, the hospitality industry suits me. It is an ongoing challenge, it involves people; it demands creativity. I have enjoyed every bit of it.

Trends keep changing and we have to keep abreast of them every 6 or 7 years. People are contantly looking for something new. We have to keep pushing design to keep our hotels trendy, in line with the design and feel of our times. We have to keep innovating all the time. In Hyderabad, for instance, we have used 25 to 30 designers to create the entire hotel. tels with a difference. What is ‘boutique’? Young is one word that can describe our aspirations. Also, using design in a strong sense of the word. Design to use spaces more intelligently. Create spaces where people can relax. There is vibrancy, colour and fun. The look is contemporary and modern.

growth. We understand the business; we are not on any ego mission. It is business and it has to drive itself. We have enjoyed our growth, built a brand for ourselves, put systems and brought in professionals to run it. Our day to day management is driven by a professional team in place.

Does boutique mean something small or dainty? Is it a matter of size?

What does it mean to have been conservative? To grow faster, do you also have to pay a price?

Quintessentially, you cannot give a size to ‘boutique’. There is no fixed definition. The

The important thing to remember is that as a family business, we are driven by family vi-

HOTELSCAPES March 2012

The Park, Hyderabad

INTERVIEW OF THE MONTH

We are looking at 20 hotels within the group by year 2020. Presently, we have hotels in Vizag, Kolkatta, Delhi, Bengaluru, Chennai, Hyderabad and Navi Mumbai. We shall open in Pune (2 years from now), Jaipur (2 to 3 years), Kolkatta (2 and half years), Kochi (later this year).

sion and family values. Ethics is a strong platform for us, on which we build. Ethics is also how we work with our partners; we have long sustained and mutually shared relationships with the trade. We have stuck to our belief that “everything can go, except our credibility”. In our set-up, every team enjoys respect and a sense of dignity regardless of the position he or she is enjoying.

How do you see Indian inbound tourism growing? It is said that Indian tourism needs many more rooms, and we see that hotels are adding capacity to cater to the Indian traveller? Is there any disconnect? That while tourism pundits say we need rooms for foreign tourists, the hotels are looking more and more at Indian travellers? I am not sure how many tourists we get. The visitor count crossed 6 million last year. Maybe, we get one million tourists. I am not sure what is tourism - we also count all arrivals, not just in India but everywhere in the world. But I do know that the market is for 600 million. We need to look at the entire cake and not just confine ourselves to inbound. We should look at the tourism cake in its entirety. The definition should go beyond inbound.

What has been our performance so far in attracting foreign tourists? What do you think have been the reasons for our numbers so far? We must remember that India is not an easy country to ‘do’. It is seen as far away, from our source markets. Moreover, we have also not made it any easier. Our visas are not getting simpler. Generally, apart from the economy ones, our stories on India also need to get better. So many people are keen to come to India - mainline media has not been very positive. Sometimes, I feel we have labored the em-

phasis on culture and heritage too much. I am not sure if we know what the modern traveler really wants. We have yet to package the destination, even though everything is available here. While we have everything, we are doing nothing, or not what is good enough to get more tourists. I also suspect our delivery as a destination falls short of expectations. If we want do go double beyond the 6 million mark, we will need to do some serious thinking. And some serious restructuring. We will need to take help from some leading professional organizations to help us. I see nothing wrong in seeking outside help, if required. We need to get some serious people involved, ideate among ourselves and put some thoughts and action into place. I for one would be delighted to learn from Singapore, for instance.

Is there any change happening? Or, we are not meant to become a more welcoming nation for foreign tourists? The signs today before us are very encouraging. Last December, we had a WTTC India mission meet senior PMO officials. We have noted with great satisfaction the formation of the Group of Secretaries, under the chairmanship of Mr. Pullok Chatterjee, for the first time. For the 12th Five year Plan, inputs have been widely taken from the industry and we believe these will take us forward as an industry.

Regarding hotels, what are the more important problems that we as a nation need to tackle? Is land an issue? Land remains the single biggest issue. Then there is the start up time and costs. In other countries you can do a hotel within 2 years. In India, it takes us 3 to 4 years. Finding land is a problem, and then the cost is not viable. Land conversion is also the big issue. Manpower is another issue. It appears that hospitality is not seen as an attractive industry to work in. There are a number of things March 2012 HOTELSCAPES

INTERVIEW OF THE MONTH affecting us. People have to put in long hours. Skill development needs to be done on a larger scale – I am told some 10,000 are trained every year – I don’t know where they go? We need to tackle these problems together as an industry.

The Park, Hyderabad

And how do you see industry working together on to a common platform for the greater good of individual player? There is little point in working on multiple platforms and diluting our own effort. Working together on a common cause is the real way to go forward. In the last many years, forums like the WTTC have channelized the urgings of the industry. WTTC is a great initiative, bringing together equals from all segments within the industry. FAITH will be another step in this same direction.

So far, you have primarily developed on owned properties. Would you look at a franchise model as well? In what segments do you wish to take the group forward? What kind of growth do you project? We are looking at 20 hotels within the group by year 2020. Presently, we have hotels in Vizag, Kolkatta, Delhi, Bengaluru, Chennai, Hyderabad and Navi Mumbai. We shall open in Pune (2 years from now),

HOTELSCAPES March 2012

Jaipur (2 to 3 years), Kolkatta (2 and half years), Kochi (later this year). The last is a managed property with 175 rooms, to open in July. We are also working on a sister brand – the Park Collection. We shall have hotels in Goa – in Calungute with 30 rooms – and in Chennai and in Kerala. These would be managed hotels. Also, we are working on a 4-star brand, mostly managed. We hope to have some 20 to 25 hotels in the next 2 to 3 years. We have signed two of them already and will announce this initiative shortly.

Lastly, how do you rate your financial performance, particularly in the light of recent trends? Do you also have any equity participation? We did go for a small funding recently. We divested 15% equity. Our debt to equity ratio remains one of the best in the industry, at 1:0.6. We carried out our financial audit in relation to some select leaders in the business and I am happy to share our findings (See chart below). ■ by NAVIN S BERRY

GUEST COLUMN

SOCIAL MEDIA TIPS FOR THE HOTEL INDUSTRY How is social media beneficial for the hotel industry and what are the requisites for a successful social media campaign for a hotel, Neha Pandey tells us everything

ocial media has revolutionized the way businesses are able to interact with consumers. It provides immense opportunities to brands to raise the bar in providing unique and personal experiences for customers. The hospitality industry in particular has an enormous opportunity to market itself in innovative ways via tools like Twitter, Facebook, YouTube, blogging, mobile-based initiatives and more. They have become invaluable resources for people to network, connect, and share likes and dislikes. Social media is not sheer advertising, and should not be measured or perceived in the same manner. A successful social media campaign requires meaningful participation, authenticity, and real engagement. The goal of investment and participation in social media should be to open new channels of communication and foster lasting relationships with potential customers. A successful social media campaign has to be planned according to the following framework:

Identify ☛ Identify your target audience

Business travellers ● Leisure travellers ● Travel agents ● Associations, civic groups, conference organizers, event planners ● Influencers: travel magazines, travel sites, travel bloggers ● Competition ☛ Set objectives for the target audience ●

Design ☛ Leverage a social media program that meets

your intended objectives. Your program will be different depending on what you are trying to achieve. As a hotelier you may want any number of the following types of outcomes. ● Monitoring customer feedback. ● Channel for response to customer feedback. ● Increase property awareness and brand sentiment ● Manage reputation and identify negative media. ● Medium for suggestions on how to improve customer service from customers. ● Channel to monitor competitor activities

Execute

“

For hotels, it's extremely important to have a user-friendly mobile site allowing travellers convenient access to information they may need to make their stay more enjoyable.

”

☛ Depending on your social media plan you will have selected a number of channels to target your desired audience. For hotels, it’s extremely important to have a user-friendly mobile site allowing travellers convenient access to information they may need to make their stay more enjoyable. Mobile sites should be straightforward and easily maneuverable. Hotels have great opportunity, too, to get creative with videos and virtual tours. By creating unique video campaigns and video contests hotels can display personality and subsequently leave consumers with a more intimate and exciting perception of the overall product. ☛ While executing the programme, don't ignore bad reviews. Acknowledge the good feedback and respond to positive reviews as well as negative ones. This shows customers that you care enough to listen to what they are saying and action their feedback. Also keep in mind the following rules:– ● Be honest – if something needs to be addressed, then admit it and address it ● Be relevant – if someone complains about the quality or service of the breakfast, don't talk about new bedspreads ● Don’t blame others – take responsibility and say how you are working to fix it

Amplify ☛ Stimulate sharing of memorable experiences by

use of videos, photos and personal commentary

Evolve ☛ No successful social media program is static

and hence it’s essential to constantly evaluate what is working and what is not. Social media tools help customers connect emotionally with the brand. The strategic use of social media campaigns can provide hoteliers with prompt feedback and can be leveraged by the hotel to further enhance the overall guest experience. ■ The author is Regional Manager – Marketing and Communication – Accor India March 2012 HOTELSCAPES

ONE-ON-ONE

Lemon Tree

ENTERS UPSCALE MARKET SEGMENT WITH PREMIER Lemon Tree Hotels has entered the upscale hotel space with its new offering Lemon Tree Premier. What is the brand all about; who is the target audience and what are the plans for the brand? We find out from Rahul Pandit, President and COO.

hat is the brand Lemon Tree Premier all about? How is it different from Lemon Tree in terms of décor, services, facilities et al? Lemon Tree Premier, the new upscale ‘plus’ brand of the Lemon Tree Group, is present in the vibrant metropolitan cities of Bengaluru, Gurgaon and Hyderabad. These hotels retain Main Hotel Swimming pool,Lemon Tree Amarante Beach Resort Goa.

HOTELSCAPES March 2012

the essence of the upscale Lemon Tree brand by continuing to provide the fresh, fun and spirited experience the group is so well known for. Lemon Tree Premier provides an enhanced product offering with deluxe cars for pickup and drop; superior room amenities; a higher share of top-of-the-line premium rooms; specialty restaurants; iMac terminals in the Business Center; a Life Fitness gym and a rejuvenating spa.

Who is the target audience for Lemon Tree Premier? Lemon Tree Premier targets the discerning, style conscious traveler who is looking for a full range of services at a competitive price. He is a professional who is pragmatic yet aspires for the good things in life. He is today’s man. Despite a full work day, he enjoys the lighter moments of life. Our target audience includes corporate travelers from senior

ONE-ON-ONE management; senior professionals like consultants, trainers, etc. and at our leisure destinations the profile is usually senior to top management.

What was the need to bring in this brand? While Lemon Tree Hotels – an upscale brand – addresses the needs of travelers who within a certain competitive price expect a wide range of services, there is a target segment that is looking for an elevated experience. They want more dining options, bigger rooms and higher category inventory, superior amenities, fitness centers that are world class, large open-to-sky swimming pools and service that are equivalent to the best in the industry. Lemon Tree Premier has been created to satisfy that need and cater to this segment of customers. At Lemon Tree Premier – it’s everything that our customers love about the ‘refreshingly different’ Lemon Tree Hotels ‘plus’ more.

Who are the immediate competitors? What makes the

Patu Keswani Donates Research Center to IIT Delhi Alumnus of IIT Delhi, Patanjali (Patu) G Keswani, CMD, Lemon With a built-up area of 130,000 sq Tree Hotels has donated the ‘Golden ft the ‘Golden Jubilee GH Keswani Jubilee GH Keswani Research Center’ to the institute. Minister of Research Center’ will be spread Human Resource Development and over 7 floors and offer a range of Minister of Communications and Infacilities to students. formation Technology, Kapil Sibal, laid the foundation stone at a ceremony attended by the Chairman – Board of Governors, IIT Delhi, Directors of IIT Delhi and Roorkee, Deans, Professors and Minister of State for Defence, M. Mangapati Pallam Raju. With a built-up area of 130,000 sq ft the ‘Golden Jubilee GH Keswani Research Center’ will be spread over 7 floors and offer a range of facilities to students. Speaking on the occasion, Keswani said: “As an alumnus of IIT Delhi, I am happy to support my institute. I hope future batches of young engineering students benefit from this research facility.” Keswani received his Bachelor of Technology degree in Electrical Engineering from IIT Delhi in 1981. He subsequently received his Postgraduate Diploma in Business Management from IIM Calcutta in 1983.

brand different from its competitors?

RAHUL PANDIT PRESIDENT AND COO, LEMON TREE HOTELS

While Lemon Tree Hotels address the needs of travellers who within a certain competitive price expect a wide range of services, there is a target segment that is looking for an elevated experience. Premier has been created to satisfy that.

Competitors include other upscale plus and five star players such as Vivanta by Taj, Ista, Gateway, Westin, Sarovar Premiere depending on the location and the city. What sets Lemon Tree Premier apart is the refreshing ‘elegance’ of its interiors and the fresh, fun and spirited ambience. These are the essence of brand Lemon Tree and the reason why our customers become our brand ambassadors.

What are the expansion plans? Would you be focusing only on metros? Lemon Tree Premier currently operates over

500 rooms across its three properties in HITEC City, Hyderabad; Leisure Valley, Gurgaon and Ulsoor Lake, Bengaluru. With projects underway in New Delhi, Mumbai, Gurgaon and Pune, Lemon Tree Premier will have an inventory of 1,500 rooms in the next 3 years.

Any introductory offers/ packages? We did have a brief period of introductory offers but most rates are negotiated by each company individually and followed on a year round basis. We will however come up with relevant weekend packages, etc. from time to time. ■ As told to PURVA BHATIA

March 2012 HOTELSCAPES

ONE-ON-ONE

The Zuri Whitefield

BUILDING THE ROAD AHEAD Guido Farina, the new General Manager for The Zuri Whitefield, Bengaluru talks to Hotelscapes about Zuri Hotels in India, his experience and his take on the Indian hospitality industry.

hat made you choose The Zuri Whitefield?

The Zuri Whitefield was created to offer an experience that is out of the ordinary, an experience that is personal and unique. Its mission is to bring this very experience through every service and redefine hospitality for our guest as they know it. My choice for working with Zuri came from several factors. In a short span of time Zuri has established itself as a luxury hospitality brand that is positioned as young, trendy and chic, with a promise of rewriting the rules of the game. It also prioritises investment in its employees, promoting innovative and dynamic HR policies that recognise and reward the efforts of each member of the Zuri family. It is an environment anyone would like to be a part of and the choice to work with Zuri is an affirmation of everything I believe in, personally and professionally.

Having such an extensive experience in hospitality biz, what do you specifically have in mind for Zuri Whitefield? With the support of the admirable professionalism and experience of the existing team, we plan to create conceptual offerings not seen or implemented before. The aim is to constantly innovate to the ultimate advantage of our guest. We already have several firsts to our credit, for example, as added value, we offer the usage of ipads and free Wi-Fi for our airport transfer guests booked under a certain room category. We are also in the midst of introducing a Jazz Champagne Brunch at our Roof Top Restaurant,

Work Experience: Guido dedicated 13 years of his professional life to the Le Meridien & Jumeirah Group in Dubai that also saw him being awarded the Manager of the Year for three successive years. Three years in Asia with The Datai Langkawi and The Nam Hai in Vietnam with GHM Hotels & Resorts has provided the edge of Asian hospitality experience, something that stands him in good stead as he leads Zuri from the front.

HOTELSCAPES March 2012

ONE-ON-ONE

GUIDO FARINA GENERAL MANAGER THE ZURI WHITEFIELD, BENGALURU

the first-of-its-kind in Whitefield. Of course, this is just the beginning.

Bengaluru is a competitive market with several international giants having a presence there. How do you see Zuri Hotels’ growth in this market? Zuri is a young and exciting brand with a mission to serve a tailored-made experience to each of our guests here. Our entrepreneurs are young and open to innovations and adept at using modern technologies to meet the expectations of our guests. This is how we tower above competition. We know this through a very satisfied and loyal set of clientele who choose us repeatedly. This only spurs us to pursue uniqueness in our endeavours more aggressively.

One hears a lot about the potential India has but what according to you is the biggest challenge in India's growth story? In terms of hospitality, I think India is so wellpositioned that what we call challenges are soon to be transformed into opportunities. There is no dearth of resources required to

establish India as a destination, be it corporate or leisure. In our sector, this is working like a gold rush where everyone is investing and expanding their current portfolio… India is a colourful, exciting country, even the messy roads are part of it charms and this charm is its biggest asset.

How do you see the role of technology in the Indian hotel industry? The Indian hotel industry and its corporate market are under constant evolution. Over the last decade, several advances in the technological sector have boosted performance of the hospitality industry. Several new-generation restaurants have now adopted hand-held devices with touchscreen displays for KOTs (Kitchen Order Takers). The introduction of the electronic key card for the residential guest has improved security measures and has facilitated guest access to rooms seamlessly. The coming of environment-friendly services has helped us innovate and broaden our scope of services as an industry. A widely-travelled TA with regional preferences has compelled the players to expand their itiner-

Zuri is a young and exciting brand with a mission to serve a tailored-made experience to each of our guests here. Our entrepreneurs are young and open to innovations and adept at using modern technologies to meet the expectations of our guests. aries. The trend of single ladies travelling is on the increase. Certain hotels have also launched women-only floors. It is a dynamic working environment that faces me. It is exciting to work towards upping the bar of excellence Zuri has set and leveraging the potential the market offers to overall advantage.

Of all the places you have worked in, which has been the most challenging and which has been the most interesting hospitality market? I have worked on five continents and each of them gave me a different challenge, experience and memories due to their unique setting, customs, culture and language. Each came to me with its own set of challenges and opportunities, which to my knowledgeseeking mind and experience-hungry soul has always been a channel to learn and grow. To single out one, amongst all is not only impossible but in my context it has become irrelevant. ■ as told to PURVA BHATIA

March 2012 HOTELSCAPES

REALTY

Assotech Realty

ENTERS SERVICED APARTMENTS SEGMENT, TO CATER TO A GROWING DEMAND

ow big is the market for serviced residences in India right now? Where is the demand coming from and which are the sectors generating demand?

In India, the market size of this segment is miniscule compared to the size in South East Asia, Asia Pacific, Europe & USA. But it has a huge potential to grow keeping in mind the increasing corporate travel and shortage of hotel rooms in India. There is a lack of data and research on the category which makes it difficult to calculate its true potential. The concept is catching up fast nonetheless. Serviced residences are the preferred choice for expats who are from a new culture and prefer a specific living standard. As such residences are run and maintained according to the international standards; hence they do not have to compromise on their set lifestyle. It provides them with the facilities to make them feel at home with their own tastes and preferences with a sense of belongingness. Growth and development in sectors like IT/ITES, BPO, tourism and manufacturing invite corporate travellers and tourists for longer stays, which has fuelled the trend of serviced residences in India. There has been considerable increase in the corporate travellersâ&#x20AC;&#x2122; percentile. It has almost doubled in the last decade approximately 20% to 43% due to increasing global economy. Medical tourism has also given a boost to the segment. What is your outlook for its growth in the coming years?

With increasing number of MNCs and IT companies, we anticipate excellent growth opportunity for the serviced residences sector in the next 4-5 years. The growing Indian economy has made our corporate sector grow at a good rate. With a more evolved and discerning base of customers, serviced residences are certainly here to stay. By 2013, 26

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With increased corporate travel, the demand as well as the supply for serviced apartments is one the rise. As the market gets increasingly competitive, strategising to stay ahead of the competition is important, says Neeraj Gulati, MD, Assotech Realty

the Indian hotel room market for 10 major cities is estimated to grow from Rs 74 billion to Rs 119 billion translating to a 17% CAGR. Demand for 60000 serviced suites/rooms can be estimated under the branded category in Delhi/NCR itself in the next 8-10 years. Fresh supply of mid/upscale serviced residences will have tremendous business potential. Tell us about the concept that Assotech offers. What is your target audience? What are the rates?

Assotech Realty is the pioneer in the concept of serviced residences in the NCR. We have been successfully managing and operating â&#x20AC;&#x2DC;Cabana Serviced Apartmentsâ&#x20AC;&#x2122; at Indirapuram for four years. Our major clientele is the corporate sector and the rates of a suite vary from Rs 2,000

REALTY to Rs 1,0000 per night depending upon the time period, size and facilities provided in the suite. We offer the concept of operational returns wherein an investor invests in buying a suite. Assotech Realty holds the right to manage and maintain the property. The rental income earned is divided equally among all the investors with a part kept by Assotech Realty towards meeting the running expenses, maintenance, security, wages, administration, and housekeeping etc. The investor is paid a continued rental per month as a return on his investment and we have been able to offer returns as high as 24-25%, subject to occupancy and demand pattern. What are the average occupancy rates at different apartments?

Average occupancy varies depending on the time of the year and the demand pattern. Generally revolves around 70-90% across categories Who are your competitors in Delhi/ NCR? What sets Assotech’s apartments apart from others or what is Assotech’s USP?

So far, Assotech has been the pioneer of this industry keeping in mind the large sized operations. Now, a number of international brands like the Frazer Suites, Four Seasons are developing serviced residences in association with local developers in Delhi/NCR. Domestic players have also tried to create a footprint in the market independently with some real estate companies evaluating the potential aggressively. A few independent, unbranded serviced residences players have also been active in the NCR now. Everyone claims that their product is different from the rest, but our serviced apartments are definitely different in term of the space we offer, the levels of comfort and less add-on costs, making it possible to connect with the lifestyle of the guest effectively. We offer a lucrative investment opportunity with investors earning good operational returns. As these residences are located near corporate hubs, the occupancy remains high throughout the year which ensures good returns to the investors. As a part of the investment in these serviced apartments, the investor is entitled for a limited period free stay at the upcoming Sandal Suites across any city in India; apart from the club membership and discounts in F&B. How do you compete with plush hotels offering extended stays and serviced apartment facilities?

Our serviced residences are at par with the

are ready with expansion plans to explore its potential and opportunities. With more awareness and brands entering the market, the segment will witness success and growth. There is also a need to understand the economics of the business in this segment. Going forward, access to real statistics and data pertaining to the market would help investors put effective strategies in place. How are serviced apartments seen as investment opportunity in India?

NEERAJ GULATI MD, ASSOTECH REALTY

There is no comprehensive research on the segment leading to lack of data on available inventory. The absence of clear-cut government policy or guidelines regarding licensing or taxation for serviced apartments is a major hindrance. plush hotels in the hospitality industry and we offer offer rooms which are larger than a normal hotel room. Along with it we also provide added benefits such as housekeeping, common laundry, state of the art gym, spa and a kitchenette whereby one can cook their own meals, resulting in greater privacy and a feeling of being at home. In addition to these facilities, the tariff rates offered by Assotech Realty are comparatively less than hotels for both short term and long term stays. Given that the concept of serviced apartments came in India almost a decade ago, the concept hasn’t taken off well. Your comments.

The concept has had a slow growth which can be attributed primarily to developing Indian economy. Maintaining quality and standards is also essential for successful operation and management of serviced residences. The trend is fast gaining momentum and India has good untapped demand for extended stay residences. The next wave of development within the hospitality sector would be in terms of an increased supply of such residences. Hence, industry players including international ones

Serviced residences today are a unique investment option available in the Indian real estate sector. It is an attractive investment option amongst investors looking for recurring returns. The unique blend of hospitality business and real estate is producing an investment class that has given opportunity to individual buyers to enter a sector which was previously the domain of high net worth individuals and institutional investors. Tell us about your expansion plans

After successfully delivering 10 projects, Assotech Realty is coming up with ‘Assotech Business Cresterra’– a green, energy efficient business park in Sector-135, Noida Expressway. The 14 acre complex will also have the first ‘Sandal Suites’ property and ‘Sandal Street’ – a high-street retail complex. We have plans to take ‘Sandal Suites’ to 25 major corporate/industrial hubs in India including NCR, Mumbai, Ahmedabad, Hyderabad, Pune etc. We will also be looking at major pilgrim destinations with our second property at Katra, Jammu. In terms of investments, we plan to invest around Rs 500 crores in the housing sector, Rs 300 crore in commercial/IT sector and Rs 250 crore in hospitality sector. What are the key challenges in growth of serviced apartments in India?

Serviced residences is still an upcoming concept in the Indian Real-Estate market. Thus, it becomes very important to create awareness amongst people about the concept and use of serviced residences. With the influx of MNC’s and corporate sector, the need for serviced residences is also increasing. There is no comprehensive research on the segment leading to lack of data on available inventory. The absence of clear-cut government policy or guidelines regarding licensing or taxation for serviced apartments is a major hindrance. As serviced apartments are either treated as guest houses or hotels, it presents a lot of difficulties for the promoters. ■ as told to PURVA BHATIA

March 2012 HOTELSCAPES

FORUM OF THE MONTH Moghul suite for couple. The Imperial Spa and Salon

The Business of

SPAS

PROFITABLE OR JUST VALUE ADDITION? 28

HOTELSCAPES March 2012

FORUM OF THE MONTH

A spa treatment for relaxation and rejuvenation at the hotel is part of a discerning traveller’s itinerary.’Needless to say, in-hotel spa is no longer just a mere facility but a pre-requisite to ensure the guest a pleasant stay. However, setting up spas is an expensive proposition. From ambience and décor to trained staff and quality products, much attention is needed to create an exceptional spa experience. And this prompts the questions: are spas a profitable venture for hotels or are these a mere value-addition to woo guests? How quick are the returns compared to other streams of business like conferencing? Some of the top hotel chains and resorts answer these for us and tell us what makes a spa profitable?

The Imperial, New Delhi Vijay Wanchoo, Sr. VP & GM

To qualify in today’s leisure market as a 5 star hotel property it is essential to offer discerning guests a professionally run spa and a fitness centre to compete with this growing trends in leading a healthy lifestyle. People from all cultures have high expectations of what a luxury hotel should provide and a stress reducing spa environment can influence at least 20% of hotel business potential. Spas have many intricate elements and require an experienced and professional management team to maintain the service in order to provide an economical and respectable service. Profits will grow from being part of spa web searches as well as hotel web sites and a good spa can entice guests to stay an extra night to give time to enjoy the facilities. Also offering complimentary steam, sauna and hydrotherapy plus yoga classes and health consultations brings guests into the spa environment where they can be converted into treatment clients. Specific marketing on Spa Packages and healthy lifestyle retreats that include special treatments and one-to-one coaching also tap the wellness market and those looking to enhance their lifestyle. Careful rostering of staff for busy hours and seasons, plus monitoring consumables also adds to the financial overview. In addition, hotel spas can benefit from partnering with a well-known product brand to benefit from their marketing and retail promotion opportunities as well as creating an ‘own brand’ product range that is an excellent cross marketing tool to place in hotel rooms and in-house shops to raise awareness of the spa services, and create relaxing memories. Conferencing and spas cannot be compared but the two can actually work well together if your spa is open to non-residents

and can be added value to your conference delegate’s free time. Offering Executive Conference Retreats is novel and attractive. However, spas can be energy guzzling environments and so this will depend very much on how the spa resources have been set up, the philosophy and location. The Imperial Spa is a hybrid of The Imperial Hotel itself, maintaining the superb quality of architecture, interior design, materials and service that awards The Imperial its iconic status. No stone has been left unturned to ensure guest satisfaction and the passion to exceed guest expectations is at the root of our motivation. The spa philosophy is drawn from a holistic perspective on well-being that speaks to people from all cultures and all walks of life. We have integrated a theme of Sufi poetry and names throughout our literature, interiors and product branding to inspire and unite the spiritual nature of all who come to us.

JW Marriott Mumbai Thomas Guss, General Manager

Spas definitely provide a revenue stream for us well in line with our complete product offering. The JW guest is the accomplished traveller; who prefer to balance devotion to work by indulging in life’s rewards. Also, in

VIJAY WANCHOO SR. VP & GM, THE IMPERIAL, NEW DELHI

“Our spa has an integrated theme of Sufi poetry and names throughout our literature, interiors and product branding to inspire and unite the spiritual nature of all who come to us. experiences and possessions they value quality over quantity. As a premium luxury hotel, it is our endeavour to delight our guests with

JW Marriott Mumbai

March 2012 HOTELSCAPES

FORUM OF THE MONTH

The Lalit Resort & Spa Bekal - Rejuve The Spa

THOMAS GUSS GENERAL MANAGER, JW MARRIOTT MUMBAI

Spa is a value addition that generates substantial revenue for us. We have a clear concept based on the local ‘wellness as therapy’ heritage and the international idea of pampering.

DILIP MISHRA RESIDENT MANAGER, THE LALIT RESORT & SPA BEKAL

A large chunk is being allocated in the yearly budget of an individual towards a spa experience; even corporates use Spa destinations against Resorts for their budget sessions, off-sites and incentives for executives. 30

HOTELSCAPES March 2012

bespoke experiences that remain with them forever. Spa is a value addition that generates substantial revenue for us. With the introduction of Quan Spa at JW Marriott Mumbai, we were amongst the first in the industry to develop a clear concept, based on the local ‘wellness as therapy’ heritage and the international idea of pampering. Keeping in the mind the attention to detail, the investment in the Spa is definitely a substantial portion to ensuring our guests indulge in ultimate luxury. Many of the international hotel chains have spent considerable time developing their own spa concept. The Quan Spa concept is extremely flexible since it allows each location to work within a specific framework and yet create uniquely individual spas. We have an extensive product and standards guideline and no detail has been left unobserved. From the look and feel of the spa, along with the chakra system adopted to design therapies, the Quan Spa is truly a unique amalgamation which infuses the ancient Indian Science of Life, Ayurveda, with the best male wet areas & Jacuzzi, introduction of a new state-of-the-art fitness centre equipped with latest hi-end technology & features. Quan Philosophy: Quan, Chinese for ‘the source of pure water’, incorporates the best of the Oriental wisdom. Sublime and ethereal, it is designed around the five universal elements of space (akash), wind (vayu), water (jal), fire (tejus) and earth (ira). The symbolic use of the chakras is incorporated for physical and mental equilibrium; along with the use of colours and sounds that are associated with a particular chakra. It offers a wide range of treatments with a local cultural Touch which include: Bath Therapy, Massage Therapy, Facial Therapy, Body Scrubs & Wraps, Escape Packages. Quan Spa also offers unique services which are: Ayurvedic Constitutional Analysis, Ayurvedic Nutrition Consultation, Mind & Body Energy Healing, Yoga & Meditation.

The Lalit Resort & Spa Bekal Dilip Mishra

Today the urban professional who spent 3 quarters of the day working on a desk or from home, has started looking at spa experiences as an important investment towards health and well-being. A large chunk is being allocated in the yearly budget of an individual towards this; even corporates use spa destinations against Resorts for their budget sessions, off-sites and incentives for executives. When it comes to spa experience, each individual desires a personalized approach packaged as per their distinctive body type and lifestyle. A common solution for all is not effective. And hence, a revolution has started to recreate personalized health and well-being at spa destinations. We, at The Lalit Resort and Spa Bekal have redefined luxury and excel in providing a 360 degree solution towards healthy lifestyle and well being. Rejuve -our signature spa spread over 20000 sq. ft. area has been tastefully designed for luxurious and tailor-made spa experience. The 13 therapy rooms well equipped with all modern equipments and amenities ensure a personalized consultation without stepping out to common areas, keeping self conscious guests at comfort. Our nutritionist, doctors and a team of well trained, experienced therapists niche out a daily itinerary for our guests for convincing results. The Detox, Rejuvenation and the Alila Diwa Goa

FORUM OF THE MONTH

Hyatt Regency Delhi

Weight management programs have shown excellent patronage by our guests. A balanced diet plan is handled by professional chefs dishing out delicacies as per individuals palate, keeping in mind the calorie factor and ensuring a guilt free indulgence. The journey to a healthier lifestyle and well being continues even after check-out as we handover motivational diet plans, exercise schedules, healthy hassle-free daily recommendations which can be inculcated in their daily routine along with healthy recipes from our Chef. Hence our state of art Spa complemented well by the all round approach to healthy lifestyle has helped us in establishing a world class Spa destination patronized by elite guests from various fields.

Hyatt Regency Delhi Madhav Sehgal, Director of Rooms

Establishing a spa can be an expensive and exhausting venture but they are no longer an optional service that may or may not be available for a guest but rather quintessential. Business and leisure segments can attract anywhere from 10 to 40% of their resident guests to use their spa. Thus, not only do they manage to garner revenue but they convert moments into memories and play a pivotal role in strengthening brand loyalty. They have the ability to create a level of irrational loyalty too, especially for resorts where guests will choose to stay with you if you have an exceptional spa, like at the Park

Hyatt in Goa or the Ananda in the Himalayas. Metro city hotels that have members for their spa can earn quick returns. Smaller cities will first have to focus on creating awareness. A transition from spas being perceived as luxury service to being an essential facility is still underway. Thus, in the smaller cities conferencing would be a more attractive option but even these hotels must provide basic health and fitness options. There are just a couple of recognized and good training establishments. Almost all spas focus on developing the soft skills and training themselves. We have brought in specialists from south-east Asia for our spa on numerous occasions. This is an expensive proposition but is essential. There is a shortfall of trained qualified therapists and with the number of spaâ&#x20AC;&#x2122;s opening up it is only going to get worse. Poor design, sound proofing, basic space management are teething issues that continue to trouble stand alone spas and even hotels in tier-2 cities as the thought process and understanding of spa operations had not reached a level of maturity. This sort of a disconnect is also visible in the domestic tourist segment where spas are still perceived as a high-end luxury service experience and not health and well-being. One of the primary reasons for this is also the irrational pricing where spa treatments are Rs 5,000 plus and thus obviously out of reach for many. Quality products has always been a challenge for us in India, though we have a wide variety of companies catering to spa products, very few are actually at par with international standards. With high pricing and a clientele that is very aware of what is available abroad, especially in south-east Asia, we have to ensure that our oils, scrubs etc are sourced from well established and recognized companies. These product lines if marketed and used well can further enhance the scope for developing an irrational loyalty from the consumer, bringing them back again and again.

MADHAV SEHGAL DIRECTOR OF ROOMS, HYATT REGENCY DELHI

Spas not only manage to garner revenue but they convert moments into memories and play a pivotal role in strengthening brand loyalty. Metro city hotels that have members for their spa can earn quick returns.

DR. DEEPIKA DALVI SPA MANAGER, ALILA DIWA GOA

Retaining trained therapists is a major challenge for the spa industry today because of the increase in demand for therapists and the rise in numbers of both free standing and hotel based spas. March 2012 HOTELSCAPES

FORUM OF THE MONTH

The Park Hyderabad

ANIRBAN SIMLAI GENERAL MANAGER, THE PARK HYDERABAD

Spas are in great deamnd today due to upwardly mobile people who are exposed to global spa experiences and expect similar ones in their respective cities. India’s spa market is still considered a niche market with great opportunities for investments.

Alila Diwa Goa Dr Deepika Dalvi, Spa Manager

Spas today are no longer considered a holiday activity; they have become a part of our everyday routine. The Indian spa industry has observed a strong growth and is further expected to grow dynamically. With over 2,300 spas, it generates revenues around US $ 400 million annually. The wellness industry in India too has been growing exponentially over the last couple of years. The Indian wellness market is estimated to be INR 490 billion, which is less than 2 per cent of the global wellness industry. Today’s fast moving lifestyle full of stress as well as the rise in people’s disposable income has resulted into a booming business for those involved in providing relaxation and rejuvenation therapy. Spas are definitely a profitable venture for the hospitality industry. With so much of emphasis being laid on wellness and health these days, visiting a spa is not just a session in pampering; it has become an integral part of one’s health regime. A well designed space with preferably an indoor and outdoor area, good 32

HOTELSCAPES March 2012

therapists and specialized treatments draw a good amount of footfall to any Spa. Initially, the amenities in a hotel or resort comprised of rooms and dining facilities with a gym and a pool; it is only in the last decade or so that spas have become an additional attraction for discerning customers who look for relaxation and rejuvenation during their hotel stay. Today’s spas provide a lavish appeal with custom designed interiors, world class treatments, pools, jacuzzis, juice bars and relaxation lounges which fulfil the requirement of a guest looking to rekindle his/ her emotional, physical and spiritual senses which adds to the profits of the hotel making it a healthy investment. Challenge: Retaining trained therapists is a major challenge for the spa industry today because of the increase in demand for therapists and the rise in numbers of both free standing and hotel based spas. Spa Alila at Alila Diwa Goa is an exclusive retreat for those seeking a relaxing environment to rejuvenate and refresh mind and body. Its tranquil setting overlooking lush green paddy fields offers a sanctuary for relaxation, with experienced therapists providing a world of gracious hospitality. The spa’s unique treatments blend ancient Asian healing techniques with age-old beauty recipes featuring the curative benefits of fresh, natural, quality ingredients. All the products are made from a creative blend of ingredients such as indigenous plants, fruits, herbs and spices sourced from Bali. The carrier massage oils are a pure blend of sweet almond and virgin coconut oils, rich in healing, nutritive and aroma therapeutic qualities. The extensive and exclusive spa treatment menu combines both Asian and Western therapy techniques and showcases Spa Alila’s special selection of natural active ingredients. Spa Alila’s facilities at Alila Diwa Goa comprise of nine state-of-the-art treatment rooms with an in-built steam room, outdoor chilled showers, private changing

rooms, outdoor gardens and lounge beds. To cater for couples who wish to undergo the relaxing experience together, the spa provides two couple spa suites featuring private outdoor jacuzzis, his and her vanity stations, two adjustable treatment beds and loungers for relaxing or having foot baths, pedicure and manicure treatments. The facilities also include a spectacular infinity pool, yoga centre offering a range of exercise, yoga and meditation sessions, a fitness centre and a salon. Guests looking to take home a bit of their spa experience can purchase from Spa Alila’s extensive range of therapeutic skin care products. Available at the merchandise section at the spa reception or the Alila Living Retail Center, these products are imported from Bali and are 100% pure and natural.

The Park, Hyderabad Anirban Simlai, General Manager

Spas are certainly profitable for hotels today as most of the travellers are focused on wellness and rejuvenation and this leads to huge demand of spas in hotels and resorts. At Aura we take several initiatives in forms of promotions like conducting a Tattoo fest, Nail art and monthly theme based packages. In India, the spa concept has its advantages. The trend is picking up very well even with corporate executives and business people. With more and more multinational companies setting base in India, India is seeing an increasing number of business travellers combining business with leisure and that gives immense scope for growth of spas in the country. Also spas are in great deamnd today due to upwardly mobile people who are exposed to global spa experiences and expect similar ones in their respective cities. Even the regional thereapies are gaining popularity worldwide. India’s spa market is still considered a niche market with great opportunities for investments. ■

GUEST COLUMN

KEY INGREDIENTS OF A SUCCESSFUL SPA IN A HOTEL As the spa market gets increasingly competitive, one pertinent question that comes up is what are the right ingredients of a successful spa? Manish Jaiswal lists out some of them.

pas and have now evolved into a luxury destination. In this competitive environment, like any other contributing factor to the hotel, great customer service is the key to success in spas as well. Standalone spas are mushrooming everywhere. It’s the ‘in’ thing offering value for money, hygiene, a quiet serene environment where people not only want a spa treatment but also sit and relax to chanting music. However, standalone spas do not generally have a relaxation area to be used before or after a treatment while an in-hotel spa is designed in a way so that it can provide for a lounging area where guests can sit and relax and have a health drink before or after their indulgences in the spa. If a spa also serves health cuisine, then having a relaxation area is imperative which is not possible in a standalone spa. One of the most important things to take care of in a spa is what is being offered to the guests in terms of therapies and treatments. There has to be an array of treatments for the guest to have an option to choose from.

“

A good spa should also try and craft treatments for different skin and body types by introducing seasonal body scrubs and body wraps.

”

Sometimes, there are very few treatments on a menu and the guests feels stifled for choice. There have to be some good Oriental Techniques, Aroma Therapy, Deep Tissue massages, Balinese Massage, Thai Treatments to name a few. A good spa should also try and craft treatments for different skin and body types by introducing seasonal body scrubs and body wraps. Today, the consumer is conscious on what products are used on their bodies especially the faces. A lot of spas are now using organic products to cater to the growing demand of these. High-end spas usually would indulge their guests with very high-end products - usually Vichy or Thalgo products. Last but not the least, in today’s market where the consumer is increasingly health and hygiene conscious, sanitization of equipment using clean and best quality linen is a must. On the whole, guests expect all their five senses to be pampered when they take time out at a spa. ■ The author is Spa Manager at JW Marriott, Chandigarh

March 2012 HOTELSCAPES

DESIGN

Le Méridien Hotels Worldwide

DESIGN LEADS CHANGE IN POSITIONING

Le Meridien Arlington – Lobby

Le Méridien, the Paris-born hotel brand is going through a designer metamorphosis. The objective is to be seen as a design-led brand meant to attract the ‘creative kinds’. At the recently concluded India Design Forum in the city, some of the creative minds behind this transformation told us how it's all done.

t was somewhat puzzling for Jérôme Sans when he was approached by Le Méridien to work for the brand. Sans is a cultural curator. His role was defined to be to curate the guest experience by selecting cultural innovators and forging partnerships with cultural institutions around the world for the brand. “I was somewhat surprised and confused when the brand approached me. I told them I am not from the hotel industry and belong to another world. I took up the role because including culture speaks volumes about the brand,” says Sans. Sans’ appointment was actually a part of Starwood’s strategy to redefine Le Méridien when it acquired the brand in 2005, for which it has already invested over $2.5 billion. The vision is to define it as a “designled lifestyle brand in part through a 34

HOTELSCAPES March 2012

large-scale service culture transformation program and provide a New Perspective for the curious, creative minds through a range of innovative, curated, cultural experiences.” Here’s where Sans’ role began. After he joined as Global Cultural Curator in 2006, he helped in forming the Le Méridien 100 or LM100 club – a global network of innovators ranging from painters to photographers, musicians to designers, chefs and wine experts to architects selected by Sans. The latest addition to this elite group is the Indian artist duo Thukral & Tagra. As a part of LM100, Jiten Thukral and Sumir Tagra will provide artwork for hotel entrances.

Innovations and Creations Since the club’s inception, Le Méridien has unveiled a series of initiatives, partnerships

and artistic signature programming aimed at attracting the world’s creative class. One such initiative is the re-launch of its lobby spaces as ‘creative hubs’, meant to be social gathering places for people to converse, debate and exchange. “All the innovations”, says George Fleck, Senior Director, Global Brand Management, “are meant to make you stop and take a look and derive experience from.” Le Méridien accords importance to a guest’s first 10 minutes at the hotel which set his/her mind for the rest of the stay. Under Sans’ guidance the brand identified 4 signature moments to ‘make the guest’s arrival experience memorable and special’. One of the initiatives is the “Unlock Art” program. The guests receive an artistdesigned key card that serves as pieces of artwork and as the brand says ‘a collector’s

DESIGN item’. The program in addition consists of unique partnerships to provide guests with complimentary access to contemporary cultural centers around the world, including San Francisco’s Yerba Buena Centre for the Arts, Shanghai’s Museum of Contemporary Arts, Paris’ Palais de Tokyo, and Vienna’s Secession. “All the experiences created are revised from time to time. The latest keycard, for instance, is designed by Turkish artists mentalKLINIK,” informs Fleck. ‘Artwork on the doors’ is another initiative wherein the entry door was considered as a canvas and 40+ artworks created for the brand by LM100 artists. The vision was "to reset the guest’s mind, leave the outside

higher spending power. The brand is now more directed in saying we appeal to the creative community,” says Dilip Puri, MD, India and Regional VP, South Asia, Starwood Hotels & Resorts Worldwide. The hotel recently got a makeover spearheaded by architect, Bobby Mukherjee. “We see a lot more appreciation for art and design among Indian as well as international travellers. There is a new breed of guests, if I may say so,” adds Rajan Bahadur, Regional Director (sales and marketing), South Asia, Starwood. Needless to say the change is visible globally as well. So, has the consumer noticed the metamorphosis? “There are

MIKE TIEDY SENIOR VICE PRESIDENT, GLOBAL BRAND DESIGN AND INNOVATION

People want to experience something new. It takes a long time to change people’s perception. A lot of people don’t even know that Le Méridien is a Starwood brand. Having said that, there is no doubt that the word is getting out and consumers are noticing the change.

Le Meridien France – Conference Center Tower

world behind and enter the new world of Le Méridien”. Another notable program is the concept of soundscape, created by Henri Scars Struck, Grammy-winning French composer/producer. Inspired by the idea of forgotten sounds, the concept uses a mix of natural sounds and beats with music.

Positioning as Design-led Brand Is the design overhaul working for the brand? Apparently, yes. Starwood says Le Méridien is attracting “a new audience of creative, world-travelling guests who embrace the brand as part of their lives.” Le Méridien Delhi, for instance, apparently gets ‘more western or international clients who appreciate art’. “The hotel seems to have created sophistication through art in this hotel. We see more upmarket guests with

always some things that people expect once they travel. They want to experience something new. It takes a long time to change people’s perception. A lot of people don’t even know that Le Méridien is a Starwood brand. Having said that, there is no doubt that the word is getting out and consumers are noticing the change,” says Mike Tiedy, Senior Vice President, Global Brand Design and Innovation. “Another proof of this also lies in the fact that the brand is now getting awards and recognition for its design as opposed to just business awards it got earlier,” says Tiedy with a smile. One wonders if local elements form a part of these innovations. “The creations are not so much about localisation but collaboration of artists who can speak about the brand. However, localisation comes from events not

just design,” says Puri. Like, a signature event series – A New Perspective – introduced by the brand in 2010. The series consists of cultural presentations featuring global and local creative talent with an objective of stimulating guests and boosting local communities. Le Méridien is currently represented by over 100 properties in 50 countries. It has close to 80 properties in Europe, Africa, the Middle East, and Asia-Pacific. In India, the brand has eight hotels in Ahmedabad, Jaipur, Bengaluru, New Delhi, Pune, Chennai, Kochi and Coimbatore. It plans to add two more. While some of the new properties conform to the design standards, work is in progress for old ones like in Chennai and Jaipur.

Conclusion Le Méridien is leading the way in showing hotels worldwide how design elements can influence the stay of guests. Although these changes are taking shape slowly, hopefully there would be a lesson or two that others would learn from them and invest in design based properties in the future. ■ by PURVA BHATIA

March 2012 HOTELSCAPES

CHAIN ANALYSIS Evershine, a Keys Resort Mahabaleshwar

Steady Growth at Keys Hotels

12 OPERATIONAL, 10 UNDER CONSTRUCTION, 40 BY YEAR 2015-16 With a management team based in the country and wide distribution network, Keys Hotels is confident of taking on the global hospitality majors that have recently become aggressive in the Indian market with their mid-market brands.

eys Hotels is a brand of Berggruen Hotels Pvt. Ltd, part of the New York-based $2 billion Berggruen Holdings. The company has set up a leading chain of mid-market hotels, resorts and service apartments across India under its brand of Keys Hotels, Resorts and Apartments. The group currently operates 36

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1127 rooms (12 hotels) and have another 1092 (10 hotels) under development. The group aims to be 40 hotel strong with 4200 rooms by 2015-16. It recently took over the management of the 50-year-old Cama hotel in Ahmedabad. The company is bullish on the boom in mid-market segment. â&#x20AC;&#x153;The next 2 to 3 years

are going to be fiercely competitive till the new supply addition peters down. The good news is that the growth rate in demand is a healthy 15 to 17%. Hotel companies that have a chain in place are more likely to capitalize on this demand growth. Distribution reach in the domestic market is going to be the differentiator as

CHAIN ANALYSIS majority of the demand is domestic. Companies like ours are perfectly placed for capitalizing on this opportunity,” says Sanjay Sethi, MD and CEO, Berggruen Hotels Private Limited. However, one has to deal with the challenges like real estate costs, development challenges – approvals, construction delays etc, cost of debt and talent war, he says.

laptop size safes in all our rooms, tea/coffee maker, iron and ironing boards and LCD televisions. The F&B offering includes an all meal restaurant, a fun sporty bar, room service and conference facilities. At Keys resorts additional F&B outlets increase dining options for our guests.

Target Audience

Brand Identity The Keys is a young holistic hotel/resorts product. The focus of the group is on providing value for money accommodation for the young mid-segment traveller. All properties follow the brand’s personality of being stylish, cheerful, cutting-edge and international. Keys Resorts are more up-market, and have enhanced facilities. “We are a holistic brand as we are full service, our theme is ‘spaces to workplaces to play’ and that we offer a wide variety of sub brands; keys hotels, keys resorts and keys apartments. Our brand personality is cheerful, stylish, international and cutting edge. Our employee profile is young and energetic,” says Sethi. “Our USP is a wow product at a very compelling price point,” he adds. The hotels offer facilities like 24x7 access to the gymnasium and business centre. There’s free wi-fi access of very high quality,

SANJAY SETHI MANAGING DIRECTOR & CEO BERGGRUEN HOTELS PRIVATE LIMITED

We are a holistic brand as we are full service, our theme is ‘spaces to workplaces to play’ and that we offer a wide variety of sub brands; keys hotels, keys resorts and keys apartments. Our brand personality is cheerful, stylish, international and cutting edge.

Keys Hotels Launches its Operations in Aurangabad

ures Hospitality Group has entered into a management contract with Berggruen Hotels, to operate the 4Star property at Aurangabad, consisting of 62 rooms under the brand ‘Keys Hotels’. Located in the heart of Aurangabad, one of the fastest developing business centres, and also a tourist hub, the aesthetically designed 4-Star property, will cater to the ever-growing demands of business as well as leisure travelers. The hotel is close in proximity to the major industrial areas of Aurangabad, and is strategically situated at a distance of 10 kms from the Airport and 2 kms from the Railway Station. The hotel has ergonomically designed rooms with state-of-the-art amenities, tailor made to cater to the needs of guests.

There are 5 categories of rooms from Executive to Club to Deluxe suite targeting the upwardly mobile corporate traveller. The hotel also provides facilities like a theme bar – Harry’s Bar serving a wide selection of spirits. To cater to the foodies, the hotel has a multi-cuisine restaurant – Blue Cilantro serving best of world cuisine. Other facilities include a 24/7 gym, business centre, pick up and drop luxury transportation to and from the airport, banquets for specific requirements, high-tech conference rooms and seamless Wi-Fi connectivity on the premises to cater to all the needs of a modern traveler. The aim is to provide personalized but non-intrusive impeccable service to guests.

The business brands of the Keys Hotels eye ‘young mid-management level corporate traveller’. Keys resorts are positioned in the upscale category and cater to the middle and upper middle class holiday seekers who are looking to unwind in serene resorts with great F&B and recreation facilities. “For the business hotels our target audience is mid management traveller looking for a full service hotel which is stylish and fulfills aspiration of staying in a good branded hotel at a price point that suits the per diem’s of travellers in this category. The traveller could range from an assistant manager to a general manager of a mid to large size company and extend to senior management of the same segments. Keys hotels are also a great value proposition for professionals and traders travelling on work,” says Sethi.

Current Operations & Expansion Plans With an investment of Rs 250 crore in equity capital and about Rs 121 crore in debt by Berggruen Group, the Keys brand currently operates its own hotels in Trivandrum, Ludhiana, Bengaluru (Hosur Road), Bengaluru (Whitefield) and Pune and operates hotels for owner partners in Lonavala, Mahabaleshwar, Chennai, Mumbai and Aurangabad. The current employee strength of the company is around 1100. In the current year, two additional Keys properties will be added at Vishakhapatnam and Cochin. Besides the above sites development activity is under way at Goa, Lucknow, Baroda, Kovalam, Raipur, Shirdi and Gurgaon. By the year 2015-2016, the company expects a turnover of Rs 215 crore through its owned 13 assets and in addition expects to operate 20 managed hotels with employee strength of 2,500 people and a total room count of 3,500. In addition to the development of its own 13 assets, Berggruen Hotels has embarked on a Management Contract model of managing hotels in the three and four star category for owners across India. ■ by PURVA BHATIA

March 2012 HOTELSCAPES

TRENDS

SPRUNCHES

A NEW CONCEPT IN HOSPITALITY Capitalizing on food and wellness as a synergistic combination, a raft of spas in Delhi have launched ‘sprunches’ to indulge spa goers with a healthful brunch along with spa therapies for a complete mind-body rejuvenation

spa session when teamed with nutritious food ensures holistic well-being: that’s the principle that underlies the upcoming concept of ‘sprunches’. “Spa therapies should have a totalitarian approach towards de-stressing and healing,” iterates Megha Dinesh, Spa Director, Aura, The Park, New Delhi. “It’s not enough to just pamper your body from the outside. For a perfect spa experience, one ought to eat the right kind

HOTELSCAPES March 2012

of food too. It is a scientifically proven fact that food directly impacts our thoughts as well as our mind.” A sprunch should not be dismissed as a fad, cautions Dinesh. It brings different flavors and tastes to enrich one’s palate and opens up one’s mind to healthy food choices. “Gradually, the spa goer can incorporate these foods into one’s lifestyle,” she adds The Park’s sprunch menu – fleshed out in consultation with nutritionists – consists of a

smorgasbord of organic foods, juices, green and herbal teas and a whole 18 different varieties of dimsums! Cosseted in bamboo baskets, the pretty offerings can be enjoyed with a variety of healthy beverages including Spa Tea teeming with herbs and anti-oxidants. Amatrra Spa, Ashok Hotel, New Delhi, the city’s first spa to launch an exclusive vegan cuisine eatery ‘Ambrosia’ in 2005, incorporates the culinary wisdom of ayurveda in its spa food. “We’ve drawn upon

TRENDS

With an upward spiral in the number of spa goers, it is no wonder that sprunches have found a loyal constituency. Experts opine that the Indian spa industry, which is proliferating at around 20-30 per cent annually, will continue to thrive due to the increased affluence of people and lifestyle-related ailments.

MEGHA DINESH SPA DIRECTOR, AURA, THE PARK, NEW DELHI

Spa therapies should have a totalitarian approach towards de-stressing and healing. It’s not enough to just pamper your body from the outside. For a perfect spa experience, one ought to eat the right kind of food too.

the idea of Purush (Man) and Prakriti (Nature) to create a cuisine that synthesizes the therapeutic and the aesthetic elements in food,” informs an official at the spa. The ayurveda template at Amatrra addresses different body constitutions: Vata (air and space), Pitta (fire and water) and Kapha (water and earth). Ambrosia’s exhaustive menu includes. There are options for the tridoshiks (a mix of all three body types) too. The stunningly crafted 21,000-square foot Ananda Spa in Rishikesh, located amidst the emerald bowels of Uttaranchal, and winner of Conde Nast Traveller’s award for the Best Destination Spa in the World, is also a haven for spa junkies who are looking at holistic renewal. The special Ananda sprunch, says its manager, even offers pre-meal ‘elixirs’ like a hors d’oeuvres cocktail of fresh apple juice,

ginger, lemon and a sprinkling of rock salts. This boosts the body’s digestion and assimilation while its choorna (a mix of crushed herbs and spices grown in the inhouse organic gardens) is blended according to body type and sprinkled over food to achieve bodily balance. To take forward the theme of spa fitness and food to the next level, VLCC Health Care launched the country’s first Pritikin Longevity Program for diet, exercise and lifestyle change last year. The health program claims to not only prevent but also help improve, and in many cases, reverse conditions like high cholesterol, heart disease, hypertension, obesity, and diabetes. According to Vandana Luthra, Founder, VLCC, the idea behind the program is to offer sustainable wellness solutions that are preventive in nature. “The Pritikin program March 2012 HOTELSCAPES

TRENDS

VANDANA LUTHRA FOUNDER, VLCC

The Pritikin program promotes a unique yet simple lifestyle change that enables longevity, health and wellness from within. Plus, there are group workshops on stress management and healthy cooking demos.

HOTELSCAPES March 2012

promotes a unique yet simple lifestyle change that enables longevity, health and wellness from within,” she says. The centre offers spa sessions in combination with healthy meals. Plus, there are group workshops on stress management, healthy cooking demos, personal counseling, and education classes organised by doctors, nutritionists and lifestyle counsellors. Dr. Anju Ghei, Head of Preventive Health, VLCC elaborates that a spa client has the option to buy Rs 250 meal coupon which entitles him to a four-course, low-cal meal of an entrée, salad, main course and dessert. Recipes (with a nutritional break-up) are also handed out to clients so that they can then execute them at home. Interestingly, the Pritikin meals don’t use any table salt. “We use only dried herbs and seasonings to flavor the food which is far healthier,” elaborates Ghei. With an upward spiral in the number of

spa goers, it is no wonder that sprunches have found a loyal constituency. Anita Rathod, 36, a mother of two and a selfconfessed spa junkie states that a sprunch outing helps her escape the rigors of everyday life and retreat into a mindful space. “I look forward to it every fortnight as it my weaponry against stress,” she confesses. Anita’s husband Jayesh, an MNC executive also thinks a sprunch is a splendid idea to helps one escape corporate stress and recharge one’s batteries for the next week. Experts opine that the Indian spa industry, which is proliferating at around 20-30 per cent annually, will continue to thrive due to the increased affluence of people and lifestyle-related ailments. The industry has shown exponential growth not only in terms of the number of spas, but also in the diversity of spas and spa therapies available. A study by the Federation of Indian

A study by the Federation of Indian Chambers of Commerce and Industry (FICCI) estimates that the Indian wellness industry – that currently stands at Rs 1,500 crore – will grow at a robust clip of 30 per cent till 2016.

TRENDS

SANJAY SHARMA GENERAL MANAGER, WESTIN

One of the ways that Westin has made it easy for guests to maintain a healthy lifestyle is with the introduction of our extensive Super Foods menu. We are the first hotel to offer a signature Super Foods menu.

Chambers of Commerce and Industry (FICCI) estimates that the Indian wellness industry – that currently stands at Rs 1,500 crore – will grow at a robust clip of 30 per cent till 2016. It is no surprise then that big establishments are luring spa enthusiasts with ingenious concepts. At Jaypee Vasant Continental, New Delhi, the sprunch idea has met with an “excellent response” informs Tarandeep, AGMMarketing and Communication. “The concept of ‘sprunches’ is an innovative concept to pamper our guests and offer them a unique experience. A scrumptious meal at our restro cafe, Eggspectation, clubbed with a relaxing spa treatment at Tamaya offers guests the best of both worlds.” Similarly, at The Claridges, Surajkund, the concept of a weekend sprunch has found many takers. “The Claridges Spa is aimed at re-energizing our guests and getting charged

up for the week ahead,” says a hotel spokesperson. “With a relaxing massage, which de-stresses and renews, followed by one of the best known champagne brunches in town, we offer a unique experience to our guests to wine, dine and unwind every Sunday afternoon.” According to the hotel’s Executive Chef Yogender Pal, “Sunday sprunches offer the best of culinary experiences with a lavish brunch which covers the gamut from healthy to sinful and from Japanese to regional Indian. The idea is to deliver a totally fulfilling spa experience to the guest.” The Westin Sohna which boasts of the capacious 18,000 sq feet Heavenly Spa with couple suites for therapies offers spa enthusiasts multifarious treatments for one to choose from. There is an Almond Body Scrub, Chocolate Body Mask, Red Clay Body Mask or Red Wine Body Scrub apart from a Balinese,

Heavenly or Lomi Lomi Massage. The guests can team their spa session with the hotel’s Super Foods offerings. “One of the ways that Westin has made it easy for guests to maintain a healthy lifestyle is with the introduction of our extensive Super Foods menu,” informs Westin General Manager, Sanjay Sharma. “We are the first hotel to offer a signature Super Foods menu with more than 10 delicious options – from steel-cut oatmeal and blueberry smoothies to smoked turkey tacos and broccoli and cheddar omelets. It’s just one of the many ways Westin is committed to a guest’s wellness, from the inside out.” The hotel worked in synergy with doctors and nutritionists to craft a menu that cultivates “food synergy,” or the pairing of certain foods to increase their nutritional value. The menu details all the nutritional benefits of each food and how they work in combination with each other. So, the next time you pamper your mind and body at a spa, don’t forget to indulge your taste-buds with a sprunch. It is fun, fashionable and fitness-inducing. ■ by NEETA LAL

March 2012 HOTELSCAPES

AWARDS

SATTE 2012

ACHIEVERS HONOURED AT A GRAND CEREMONY The annual SATTE awards were given away at a well attended networking dinner hosted at The Ashok, New Delhi. In the hospitality segment, as many as nine awards were given away. Presented here is a photo album on the event. The awards

were given, on behalf of UBM India, by Michael Duck, Managing Director, UBM Asia. The event was attended by over 700 delegates at the 19th Annual SATTE Buyer Seller Meet.

HOTELSCAPES March 2012

AWARDS

1. Most Prolific Developer across all segments – Carlson Hotels

K.B. Kachru, Executive VP & Commercial Head, Carlson Rezidor Hotels India

2. Leading Mid Market Chain – Fortune Hotels Suresh Kumar, Chief Executive Officer 3. Best Brand Development – Starwood Hotels Dilip Puri, MD, Starwood Hotels India 4. Leading Spa Resort – Ananda in the Himalayas Mahesh Natarajan, Marketing Manager 5. Most Ambitious Forthcoming Development – ITC Grand Chola, Chennai Jasmine Saini, Head International Sales 6. Best Upscale New Hotel – Vivanta by Taj, Bekal representative from the Taj Group of Hotels 7. Leading Hotel – Luxury Integrated Hotel Development – The Trident and The Oberoi, Gurgaon Kapil Chopra, Executive VP, Trident Hotels 8. Leading Hotel-Luxury Single development – Leela Chanakyapuri, New Delhi Tamir Kobrin, General Manager; Shashank Warty, VP 9. Leading Budget Hotel – Ibis, Mumbai Airport Nitin Bhatia, General Manager and his team. March 2012 HOTELSCAPES

AWARDS/RECOGNITION

Ananda in the Himalayas Crowns India as a Top Spa Destination

he multi award-winning Ananda in the Himala yas, has been voted as ‘Number One Spa in the World’ at the Conde Nast Traveler Readers’ Spa Awards 2012, held in London. Adding to the glory, the readers also voted Ananda as a winner in the ‘Best Overseas Spa Retreat’ category at the 10th annual awards. Thousands of

readers voted for their favorite spa last October. Winners were divided into categories from day spas to retreats. ‘Ananda in the Himalayas’ was awarded top marks for its ambience and design, its body treatments and individual approach. “... the award makes us immensely happy and motivates us to keep evolving and raising the bar! I am proud of my team

and the excellence they strive for continuously in making Ananda magical and blissful best for each guest,” said

Radisson Blu Hotel New Delhi Paschim Vihar Recognised by EarthCheck

he environmental performance of Radisson Blu Hotel New Delhi Paschim Vihar has been recognised by EarthCheck; environmental management, benchmarking and certification company of the travel and tourism industry. The hotel has been rated at or above Best Practice levels for Water Savings Rating, Waste Sent to Landfill, Community Contributions Rating, Cleaning Products Rating, Pesticide Products Rating. “We take pride in being recognised by an illustrious environmental management program, Earthcheck. Being associated with the Carlson brand, we share a responsibility towards achieving the excellence in the hospitality business as well as contributing towards our society and the Earth. I am delighted to announce this certification that has helped us in identifying our efforts,” said, Preet Inder Singh, General Manager of the hotel. ■

Ashok Khanna, Founder and Managing Director of Ananda in the Himalayas. The award was accepted by Malti Kapur, Ananda’s first ever guest on behalf of Ananda in the Himalayas. Ananda has previously been voted number one in the Conde Nast Traveler Readers Spa Awards ‘Spa Retreats’ category in 2005 and runner up in 2006, 2007 and 2008. It was voted number 1 in the Conde Nast Traveller Readers Travel Awards ‘Best Destination’ category in 2005, 2006 and 2007 and runner up in 2010. In 2005, Conde Nast Traveler rated Ananda as the ‘Best Overseas Spa Retreat’ with a score rating of 99.62 and the Readers choice world’s Number 1 destination spa (2005, 2006, and 2007). It is also the only spa in India to be awarded the 5-wave certificate by BISA (British International Spa Association). ■

Goa Marriott Resort & Spa Wins ‘Best International Hotel Chain in Goa’

oa Marriott Resort & Spa recently won the coveted award for ‘Best In ternational Hotel Chain in Goa’ at the Business Goa Awards for Corporate Excellence 2012 held in February 2012 at Tito’s Courtyard in Baga, Goa. Pavitran Nambiar, General Manager of Goa Marriott Resort & Spa was delighted to accept the prestigious award on behalf of the hotel. "It felt incredible, and the team is absolutely thrilled. It is good to know that the hard 44

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work that we have put in for the last several years has been recognised and appreciated. This has only been possible due to the amazing connect we share with our guests as well as the support and goodwill of the local community”, he said. Held for the first time, the Business Goa Awards for Corporate Excellence have been instituted to honour and felicitate the jewels of the business fraternity in Goa. The Chief Guest for the first edition of this mega event was prominent media personality Anurag Batra. ■

GUEST COLUMN

BUDGET HOTELS IN GOA LEVERAGE TECHNOLOGY With the number of foreign tourists increasing in Goa, the hospitality market is turning towards technology to provide better services to its customers and at the same time trying to keep their costs low, says Pradeepa Shetty.

he tourism industry in India witnessed an 8.9% growth in the number of Foreign Tourist Arrivals (FTAs), a figure that surpassed UNWTO’s expectations for the year 2011. The State of Goa alone witnessed a 12% increase in FTAs and it expects this positive trend to continue through the tourist season of 2011-2012. With statistics indicating 1.71 lakh FTAs alone in 2010-2011, the State continues to be one of the top ranked tourist destinations in the country. Catering to the ever growing number of both Indian and foreign tourists visiting Goa, hotels across segments from luxury to budget, are turning to hospitality software to better manage their properties and serve guests faster. The highly popular tourist destination is teeming with holiday homes, small budget hotels, lodges and other cost effective stay options for those on a shoe string budget. Most of these hotels attempt to keep overhead costs low and leverage technology to respond to guests in an efficient manner. “While there are many software options in the market”, says IDS NEXT channel Partner, Paul Fernandes, Equinox India Enterprises, “IDS NEXT has a 25 year presence in the market. Hotels across market segments, from resorts to large hotels and chains in the State deploy IDS NEXT software and therefore smaller hotels feel more confident choosing PAX Xotels.” For those not in the know, PAX Xotels is a software recently launched by the hospitality technology giant and has been cost effectively tailored for the specific needs of small and budget hotels.

What makes for a good Hotel Management Software? An integrated hospitality software is key for smooth hotel operations and customer satisfaction. While choosing a hotel management software it is important to ensure that all major

operations, be it in the form of reservations, front office, sales or accounts, should effectively communicate with each other. The interfaces of each of the modules should be user-friendly and intuitive. Before adopting a software, one must also look out for two key criteria – customizability and scalability.

Making the most of the software

“

The features and modules of PAX Xotels are designed to help automate processes, reduce manpower requirement and save costs.

”

PAX Xotels by IDS NEXT is a software designed for the niche needs of small and budget hotels. The modules help to automate: ● Front Office ● Point of Sale ● Accounts Receivables ● Telephone management The features and modules of PAX Xotels are designed to help automate processes, reduce manpower requirement and save costs. Simple features such as the transfer of guest data to corresponding rooms prevents staff from doing manual data entry, season rates allows hotels to switch rates and guest history allows hotel staff to deliver personalized service to repeat guests. The software has also been designed to be self-installed and deployed within a short time. The software provides hoteliers with a fantastic cache of business intelligence reports on anything ranging from reservations to KOTs, thereby helping management as well. “We have got a fantastic response to PAX Xotels in Goa” said Paul Fernandes, “The user-friendly interfaces of the system also help hoteliers to avoid operational delays involved with training and familiarizing staff with the product and its functionality.” With an increasing number of players in the hospitality industry, the small and budget hotel segment in Goa is evolving quickly, says Shetty. The initial response to the launch has been encouraging, and we now have a PAX customer base that not only includes budget hotels but also serviced apartments and resorts.” ■ The author is VP-Channel Sales at IDS NEXT March 2012 HOTELSCAPES

INTERNATIONAL DEVELOPMENTS

Coming Soon: World’s Tallest Hotel, JW Marriott Marquis Dubai

hen it opens its doors end of this year, JW Marriott Marquis Dubai will not only be dubbed the world’s tallest hotel but also a landmark for global business hub. The 355 meters tall, 1,608room hotel will open in two phases, with the first section featuring 807 rooms and numerous restaurants and lounges. In addition to all the dining and entertainment options, the hotel will have two ballrooms, 24 meeting rooms and a total of 5,100 square meters

(54,895 sq ft) of event space. It will also offer an array of nine restaurants and five lounges and entertainment venues. Seeing dearth of hotels capable of hosting large groups, the hotel will target the lucrative and increasingly important MICE market. “The potential to cater to the growing needs of the global business community is huge and we believe the JW Marriott Marquis Dubai is uniquely placed in that regard,” said Rupprecht Queitsch, General Manager. “The hotel will fill a

long identified gap in the market where up to 1,000 people can meet, sleep and dine under one roof, in one location. Various cities around the world have such properties but until now, Dubai has not had a single location of this size to accommodate this type of group. In simple terms, we will establish Dubai on the global conference market landscape,” he added. Dubai's excellent air service especially with the emerging BRIC (Brazil, Russia, India and China) economies is expected to

create good opportunity. “As for general business, Dubai is perfectly positioned, with its proximity to huge growth markets such as India and the fact it has literally billions of people within a five-hour flight range,” said Queitch. “What those business travellers are looking for is a hotel that has everything they could possibly need under one roof and we truly believe this iconic new property will set a new standard in business hotels, not just in the region but globally.” ■

Made for China: Accor’s Grand Mercure Shanghai Zhongya

ailor-made to befit China’s hospitality market, Accor has launched a re-engi neered Grand Mercure Shanghai Zhongya. The hotel combines Accor's extensive experience and significant distribution tools with products and services customised to the needs of the upscale Chinese traveller. Known in Chinese as Mei Jue, each hotel within the Grand Mercure network in China will sport the new Chinese identity. Distinctly Chinese, fluid and rich in tones the new identity has been designed to appeal to upscale Chinese consumers. The identity retains a sense of connection to its parent brand whilst being highly influenced by Chinese design form. “Accor has tailored the Grand Mercure brand to better suit the Chinese clientele’s needs, in a strategic country for the Group and in the context of a booming upscale domestic travel business,” remarked Grégoire Champetier, Chief Marketing Officer of Accor. “This brand is launched in the framework of our global project to modernize our brand portfolio. Our clients are now expecting brands capable of understanding 46

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the diversity and the complexity of their identity. With Grand Mercure (Mei Jue) the group demonstrates its ability to have more flexible brands, that are locally relevant,” Champetier added. Grand Mercure hotels in China will invite guests to ‘Discover a new authentic’, to connect with and learn from their surroundings in innovative ways. In each Grand Mercure hotel in China, 12 brand signatures will be installed – conveyed through ceremonies that exemplify strong aspects of Chinese culture and blend in elements of European influence (reflecting the heritage of the Mercure brand). At present, Accor operates 7 brands, 121 hotels in 47 cities across Greater China. Accor operates over 700 Mercure hotels in 50 countries around the world. Sam Shih, Chairman and Chief Operating Officer, Accor Greater China, said, “Throughout Accor’s 27 years of operation in China, we have developed a strong understanding of the China hotel industry and the specific desires of the Chinese traveller. The Grand Mercure brand provides Accor with a fresh platform for organic upscale expansion throughout the country”. ■

March 2012 HOTELSCAPES

EVENTS & HAPPENINGS

Rohit Khattar’s Mumbai Mantra Launches its First Creative Screenwriters Lab and Akhtar Javed poor Anil Ka

htar i with Zoya Ak Shabana Azm

dhir Mishra echlin and Su yap, Kalki Ko Anurag Kash

he iconic Sundance Institute and Mumbai Mantra, the media and entertainment division of Mahindra Group, have teamed to give creative writers a platform to grow and evolve. Under The Mumbai Mantra – Sundance Institute Screenwriters Lab 2012, eight feature film projects have been selected through rigorous evaluation process of submissions from Indian screenwriters from around the world. The chosen few screenwriters had the opportunity to interact and learn from the best in the business. The Creative Advisors had one to one story sessions with these Screenwriting Fellows who gave them invaluable advice and indispensible lessons on the screenwriting craft. Rohit Khattar, Chairman, Mumbai Mantra is the face behind numerous successful ventures in the hospitality business in New Delhi. His company Old World Hospitality manages the India Habitat Centre. Khattar is also the inventor of Chor Bizarre and also runs The Manor, the boutique hotel in Friends Colony. Khattar has ventured into the creative part of cinema and teamed with Mahindra Group, another successful corporate entity in the hospitality sector through their time share chain of Club Mahindra. Khattar said that they had got wonderful partners in Sundance Institute who were keen to recognise, nurture and talent. Mumbai Mantra received 500 applications and out of these there were just 8 projects that had to be selected by an eminent panel of jurists. The jurists comprised of eminent Indian film personalities and after an intense selection process in consultation with the Sundance Institute, the final 8 projects were chosen. The committee included Zoya Akhtar, Anupama Chopra, Tigmanshu Dhulia, Ram Madhvani, Anjum Rajabali, Konkona Sen Sharma, Rohan Sippy to name a few. ■ eston ons, Alesia W r, Kasi Lemm tte Sa le el or, Mich Shekhar Kapo

HOTELSCAPES March 2012

EVENTS & HAPPENINGS

Vibrant Exchange of Ideas at Art Camp at Le Méridien Kochi

n a state that is imbibed in art, Le Meridien Kochi played host to “Expressions”, a seven day art camp. Jointly organized by Pallete People and Le Méridien Kochi, the camp aimed at bringing together a mix of known and unknown painters for a period of 7-8 days where they worked with uncluttered minds towards a theme of their choice. The camp allowed the artistes to spend quality time together and draw from the huge creative synergy, thus facilitating artistes to draw inspiration from each others’ ideas and styles. Palette People curator, Cyril P. Jacob, Cyril, who has been keenly following the course of artists, and has been a member of Lalithakala Akademi twice believes on promoting “art as an investment”. According to him, the interest of investing in art should be instilled in people to endorse art in future. He feels there is a need for wider support and exposure to art. The list of participating artists includes PG Anil (Thiruvalla), KG Babu (Thrissur), Bindhi Rajagopal (Ernakulam), KA Devdas (Ernakulam), Parathapan G (Bangalore), Kajal Charankatt (Cherthala), Francis Xavier (Kochi), Dhara Mehrotra (Delhi), and Falguni Bhatt Sanghvi (Kolkata). All the participating artists have been part of major art camps and exhibitions all over India. Prathapan G and Bindhi Rajagopalare are state award winners (Kerala Lalithakala Academy), Dhara Melhotra and Falguni Bhatt Sanghvi are The Junior Fellowship Award winner from the Ministry of Culture, Government of India, in visual art painting. ■

L-R: K Francis, Chairman, Lalithakala Academy, Cyril P Jacob, Curator, Art Corridor and Rajesh Madan, GM, Le Méridien Kochi lighting the lamp at the Art Corridor Event at Le Méridien Kochi.

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March 2012 HOTELSCAPES

GUEST COLUMN

TIPS TO ENSURE FOOD SAFETY & HYGIENE Whether it is a restaurant or a hotel, food safety regulations must be followed strictly to ensure that customers are consuming food that is prepared in safe conditions, and there is no contamination. Chef Sahil Arora shares some tips.

or any F&B brand to be successful, adhering to high standards of food safety and hygiene in order to maintain consistency of the products is an absolute must. This not just ensures guest satisfaction but also brings faith in the brand standards. At Courtyard we ensure this with a Brand Standard Audit, conducted both internally and externally. Storage is an important aspect of food safety. Poultry and raw egg products must be stored on the bottom shelf; food with a higher cooking temperature must be placed below food with a lower cooking temperature else you take the risk of cross contamination. The hotel uses the First in First out (FIFO) method of inventory management. This assures proper rotation of F&B products. Every food item which is received and sent for storage is clearly marked with the date of receiving and expiry dates. We believe that food safety is more than a mere practice, and is about accuracy and precision. Our freezers, for instance, are temperature controlled at fifteen degrees Celsius below zero and our refrigerators are maintained at five degrees Celsius. Even the water we use to wash our containers and utensils is set at certain temperature to ensure right quality of cleanliness and hygiene.

“

HACCP is a systematic approach to food safety that must be applied at all stages of food production. It prevents, or rather reduces the risk of contamination.

”

Maintaining temperature is the key to prevent food hazards. Marinated fish, vegetables and dried meat can however, be displayed (say in buffets) at room temperature for a maximum of four hours. The culinary staff is required to carry upon them a food thermometer as part of their uniform and should know how to operate it. HACCP (Hazard Analysis & Critical Control Point) is a systematic approach to food safety that must be applied at all stages of food production. It prevents, or rather reduces the risk of contamination. Hygiene is a factor which cannot be ignored for obvious reasons; not only in terms of food and beverage, but also for personal. A simple practice of hand washing must be taken very seriously. We have a buzzer that sounds off every hour and all associates wash their hands at the nearest hand wash sink. Furthermore, these sinks are exclusively for hand wash and are not to be used for anything else. Only approved soap and disposable, one time use paper towels are used. Every associate who is deployed in the kitchen has to go through a prescribed Food Handler's Test before being designated there. No bare hand contact is permitted by associates for ready to eat foods. The Sushi Bar at our Sunday Brunch however is an exception, which requires further hygiene procedures due to direct guest service. The gloves used for food handling should be food grade as should be the containers and the utensils. Kitchen equipment, naturally, plays a vital role too. Our cutting boards are colour coded depending on their utility and our associates are trained to know the difference. Last but not the least, pest elimination is a crucial issue in food safety; we hold monthly pest elimination exercises by a licensed company. ■ The author is Executive Chef – Courtyard by Marriott, Gurgaon

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March 2012 HOTELSCAPES

Peopleâ&#x20AC;Ś The Lalit Suri Hospitality Group Dr. Jyotsna Suri has been honoured with Asia's Leading Woman in Hospitality award at the Women in Leadership (WIL) Asia Awards 2012, Kuala Lumpur. Dr. Suri, Chairperson & Managing Director of The Lalit Suri Hospitality Group, was given this award in recognition of her outstanding performance, initiatives and achievements in the hospitality sector. She has been with The Lalit Suri Hospitality Group since the inception of the company. She is the only Indian member on the International Executive Committee of the World Travel and Tourism Council (WTTC). Dr. Suri is also the Chairperson of the Tourism Committee of the Federation of India Chambers of Commerce.

The Oberoi Hotels & Resorts Rattan Keswani has stepped down as President of the Trident Hotels. He has been associated with the Oberoi group for over three decades. Prior to his appointment as President, he was Executive Vice President of Oberoi Hotels & Resorts. He has also worked as General Manager at The Oberoi, New Delhi. In 1987-88, he was with Holiday Inn Worldwide for a brief period. Keswani joined the Oberoi group right after graduating from the Oberoi School of Hotel Management in 1981. According to reports, Keswani has left Oberoi Hotels & Resorts to start a new venture of his own.

Lemon Tree Premier Murlidhar Rao Viswavasu has been appointed Chief Operating Officer at Lemon Tree Premier. Previously, he was associated with Singaporebased Alila Hotels and Resorts, as Vice President-Operations. In his 25 years of experience, he has worked with Leela Kempinski, Mumbai, Four Seasons Resort, Goa and Four Seasons Resort, Maldives as well as the Oriental, Singapore. He has also been associated with AAA 4 Diamond Point Grace Resort, Providenciales, The Turks & Caicos Islands; Alila, Jakarta and Alila Villas, Maldives. 52

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The Zuri Whitefield, Bengaluru Guido Farina has been appointed General Manager of The Zuri Whitefield Bengaluru. Guido boasts an extensive experience of 20 years in the hospitality industry and has worked in 5 continents with over 56 different nationalities. City, beach, mountain, lake, desert, rain forest and island, he has worked at all kinds of locations possible. He started his career in Bergamo, Italy, and went on to work with The Datai Langkawi, The Nam Hai in Vietnam and The Savoy Hotel, Le Meridien & Jumeirah Group in Dubai where he was also awarded the Manager of the Year for three successive years.

The Orchid Hotel, Mumbai Pradipta Narayan Biswas has been appointed General Manager Operations of The Orchid Hotel, Mumbai. With over 16 years of experience, Pradipta has been associated with brands such as Novotel Hyderabad, Grand Hyatt Delhi, Intercontinental Mumbai Sahar, ITC Hotels, Leela Kempenski and Park Plaza Royal Palms Mumbai. He led the Project team at The Grand Intercontinental Mumbai and at Park Plaza Royal Palms Mumbai, he was involved in various market analyses, task listings, product comparisons and marketing and branding campaigns. Some of his strengths are revenue management, pricing, cost control and brand building.

Outrigger Hotels and Resorts Asia Pacific Apichart Asa has been appointed General Manager of Outrigger Laguna Phuket Resort and Villas. Previously, Apichart was General Manager at the Metadee Resort in Phuket. Apichart has worked in some of the most popular resort destinations in Krabi, Koh Samui and Phuket in southern Thailand. He has been a committee member and registrar for the Patong Hotel Association and served on the sub-committee of the Phuket Tourist Association. He has also served on the executive committee of the Thai Hotels Association, Southern Thailand Chapter, and as a community committee member of the Chalong Police Station in Phuket.

People… Mahagun Sarovar Portico Ashish Kaul has been appointed General Manager of Mahagun Sarovar Portico, Ghaziabad. The recently launched Mahagun Sarovar Portico is Sarovar’s first apartment style hotel in Vaishali, Ghaziabad. As GM, he will be responsible for day-to-day hotel operations. Kaul has an experience of over 12 years and his last assignment was as EAM – Rooms at Four Points by Sheraton, Jaipur. He has also been associated with Ramada Jaipur, The Imperial New Delhi and Burj Al Arab Dubai.

Fairmont Jaipur Atul Lall has been appointed General Manager of Fairmon Jaiput, the first property of Fairmont Hotels and Resorts to open soon in Jaipur. Atul will be responsible for the opening of the hotel and will oversee the entire operations and overall performance of Fairmont Jaipur. He started his career with Gleneagles Hotel in Scotland and now has an experience of over two decades in the hospitality industry. He has worked with brands like The Oberoi Hotels & Resorts; Taj Hotels, Palaces and Resorts and The Claridges, New Delhi. Atul also won the ‘Young General Manager of the Year’ award in 2005.

Park Hyatt Goa Resort and Spa Thomas Abraham has been appointed General Manager of Park Hyatt Goa Resort and Spa. Prior to joining the award winning Goa property, he was the Resident Manager of Grand Hyatt Mumbai. Abraham started his career with the Oberoi Hotels, Mumbai in 1992. Other big brand hotels he has been associated with are Goa Marriott Resort, Hyatt regency Delhi, Taj Luxury Hotels, Leela Kempenski and Moevenpick Hotel. He has completed a series of professional courses with Cornell University School of Hotel Management. He was also named the best “Food & Beverage Professional” in the country by Vir Sanghvi in 2006.

JW Marriott, Mumbai Ravneet Arora has been appointed Director of Sales at JW Marriott Mumbai. She will be in charge of organizing and directing all sales efforts towards the achievement of the property’s objectives and operational goals. Prior to joining JW Marriott Mumbai, Ravneet was working at the Courtyard by Marriott, Mumbai International Airport. She worked as Assistant Director of Sales at the then newly opened Courtyard by Marriott, Mumbai. She has also contributed significantly to the MEA (Marriott Executive Apartments) ramp up as the MEA Manager.

Courtyard by Marriott Pune City Centre Caroline Alexander has been appointed Director of Sales of Courtyard by Marriott Pune City Centre. Her responsibility will entail overall strategic planning of the sales function at the hotel. She will guide the hotel towards an overall market share leadership. Apart from strategic overview, market intelligence, identification of revenue trends and needs assessments; Caroline will also spearhead the overall formulation and implementation of the Annual Sales Plan. Caroline is an alumnus of the Welcomgroup Graduate School of Hotel Administration, Manipal.

Novotel Hyderabad Airport Hotel Rajesh Gopalakrishnan has been appointed Resident Manager of Novotel Hyderabad Airport Hotel. Rajesh was previously working as Hotel Manager of the Mercure Hyderabad Abids in pre-opening since 2009. He has an experience of over 19 years. He started his career as a Chef. He also worked as Director F&B at the Novotel Hyderabad Convention Centre. He holds a Diploma in Hotel Management from National Council New Delh; a Professional Certificate of Management Training from Taj Group of Hotels and has also been certified with International Hospitality Management program at the Accor Academy Asia, Thailand. March 2012 HOTELSCAPES

Products…

Living Range 2012 by Loom Crafts Loom Crafts recently introduced the “Living Range 2012” – an exclusively hand woven wicker outdoor collection. The range comprises of sofas, loungers, recliners, love chairs, etc. and can be customized as per colour and size preferences. Fit for residential as well as commercial settings, Loom Crafts is designed for comfort and aesthetics. It can literally transform the look of any space – terrace, balcony, backyard, lobby, poolside and patio.

Crafted with the finest UV resistant synthetic wicker fibre, woven over superior grade aluminium/stainless steel frames, the Living Range 2012 undergoes quality tests by Loom Crafts for comfort, durability and style. Since it is an outdoor collection, special significance has been placed upon repelling dirt. Also, it is very strong, outmost environmentfriendly, stands seasonal weather changes and is UV, colour, water and frost resistant. For more information, visit www.loomcrafts.com

Fairy Bar by Qboid Design House

‘Mervent’ by Ebony Gautier Celebrating its 4th anniversary, Ebony Gautier launches Mervent – bedroom range with a truly contemporary design. Apart from being a decorative solution, the range also helps optimize the room’s storage space. The storage solutions are unique and extremely creative. Stylish and chic with a quiet and serene effect on the senses, the Mervent furniture is made with a smoke oak finish and is truly a delight to withhold. 54

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Ebony Gautier is a joint effort between Ebony, one of the pioneers of lifestyle retailing in India and Gautier of France, one of the best known furniture brands in the world. Together, they offer a unique home adornment concept with contemporary styled furniture and a range of complementing home accessories all under one roof. Prices are on request. For more information, visit www.ebonygautier.com

Qboid Design House boutique offers various kinds of furniture to beautify a home or a workplace. From multipurpose cabinets to mini-bars, one can find a gamut of furniture and interior fittings to suit varying tastes. One such offering from the house of Qboid is the Fairy Bar. This stylish bar is made from Nagpur teakwood and polished with champagne deco. It can be a beautiful addition to one’s dining area or living room. It has glass hanging provisions, two drawers, a wine rack and a white Corian slab for storing liquor, accessories and showpieces. Enhancing the bar’s grace and elegance are the exquisitely carved motifs polished with golden deco and black mirrors on the sides of the piece. Fairy Bar has been priced at Rs 1,19,000. For more information, visit www.qboiddesignhouse.com

Products… ‘The Botanic Poetry’ by Maspar

FCML Luxurious Bathrooms Introduces Goccia by Gessi FCML Luxurious Bathrooms brought to India the breathtaking collection by Gessi - Goccia: The Drop and put it on display in October 2011. The collection is so elegant that it fits gracefully in public interiors as well, like your living room. An absolutely fresh design concept of interiors and placement of water outlets, Goccia scores not only on its highly attention grabbing looks but also on the ambitious concept of bringing water into the living room. The innovative design of the collection is inspired by fluid and natural shapes of water, like – as the

name suggests - a drop. The collection comprises a unique range of furnishing items, encompassing an impressive mix of models, materials and finish. The winding forms of the liquid are set in the solid form of washbasins and accessories, in the metal of the taps and the ceramic of the sanitary ware. Goccia is also an eco friendly creation. All of the Goccia taps are equipped with a technology allowing for a 50% saving of water without compromising the functionality of the tap itself. For more information, visit www.fcmlindia.com

Inspired by spring – the season of blooming flowers – Masper launches its new collection of bed linen ‘Botanic Poetry’. This new collection moves effortlessly through season and style in soft ivory, neutral taupe, soothing green and dusty walnut mix in tones that complement modern to vintage romance, while tailored corded trim details bring about sleek sophistication. This breathtaking collection of Botanic Poetry includes cushion covers, quilts, curtains, bed sheets, duvets, pillow covers, and a whole new range of bed linen in different themes including dense leafage, morning dew, whispering winds and ivy leaves. Maspar, set up in 2002, supplies to prominent furnishing houses like Marks & Spencer, The Bay, Home Outfitters, Galleries Lafayette, Deluxe Department Stores and Next. It is known for experimenting in terms of design, colour combinations, blending of fabrics and other materials. The collection is available at all exclusive stores of Maspar in cities like Delhi, Gurgaon, Noida, Bengaluru, Mumbai, Ludhiana and Pune. The price of the collection ranges between Rs 295 and Rs 5,995. For more information, visit www.maspar.co.in

Bathline Sensations Presents TAKIYU by KÄSCH Bathline Sensations makes available a breathtaking collection of bathtubs by KÄSCH – TAKIYU. Inspired by Japanese waterfalls, hot springs and traditional Japanese cleansing ceremonies, the bathtubs are created to give an experience as close to nature as possible. The collection integrates nature, Japanese tradition and contemporary designs together. Flowing water, jets with massage effects and latest chromotherapy with varied LED coloured lights underwater, all make for a truly relaxing experience. This unique combination supports both physical and mental regeneration. For more information, call 011-47690000 or get in touch at info@bathlineindia.com March 2012 HOTELSCAPES

THE LAST PAGE

Exacting Service Standards Exalt the Visitor Experience: Hoteliers Need to Put their Money in Training and Delivery

Wasabi

ne often hears about excellent food, great presentation, ambience, and even of great photography to wrap it all as a package, at top restaurants. However, what is often missed and not spoken about is the final delivery at the table, the ultimate delivery of the service standard, derived from training and motivation of the staff. I was at Wasabi at The Taj Mansigh in New Delhi, the other day; my second visit in four months. In the process of ordering, the hostess amazed me by asking if I would prefer a cognac. Seeing the surprised look on my face, she reminded me the last time I had come, I had asked for cognac. Then she turned around to one of my guests and took the food order. Here again, she asked her if she would like to order a particular dish, something my guest had wanted to eat the last time, but had not ordered it. Now that was something rare, indeed: remembering a dish that was not ordered! I know there are guest history records and past expenditure history to go by. But how on earth do you dig the information on dishes that were not ordered, only discussed! All this was done with a smile, good attentive care, briskness and total efficiency. The experience made our evening a memorable affair. Such instances are rare but nevertheless the touchstone 56

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Megu

of great service, and the trademark of the best restaurants in the world. The food was great, the atmosphere charged with all tables occupied, a full house. We could see the staff running around serving tables, occupied with a diverse crowd of both young and old, Indian and foreign, corporate and family. It is almost impossible to believe that with the pace, the staff is actually memorising what each guest is ordering â&#x20AC;Ś and not ordering! A somewhat different experience but equally memorable, was a recent tryst at Megu, the new fine dining restaurant at The Leela, Chanakyapuri in New Delhi. One gathered the months of training and hard work that had gone into its making. All the ordertakers had been grilled, literally, into the intricacies of Japanese food. Explanations were to the point and extremely satisfying. The food complemented the given learning and for all the expense, an evening that gave good value for money. That Megu was a part of an international chain was undoubtedly underscored; the Indian staff on hand was exemplary. The important learning from the evening: the best experiences are a totality of small parts, and it is not just ambience or food alone, but the entire experience that makes for a memorable event. â&#x2013; by NAVIN S BERRY

March 2012 HOTELSCAPES