a cross section publication
Volume 3. Issue 10. November 2014. Rs 50
A L L A B OU T HO T EL S & HO SPI TA L I T Y
What makes the Budget segment the most happening sector? Growing energy costs take a big toll on the hospitality business Working towards a flawless hospitality experience
Culinary Experts debate future challenges for the industry at Chef Summit 2014
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EDITORIAL
Volume 3 Issue 10 NOVEMBER 2014
EDITOR’S NOTE
a cross section publication
Volume 3. Issue 10. November 2014. Rs 50
A L L A B OU T HO T EL S & HO SPI TA L I T Y
What makes the Budget segment the most happening sector? Growing energy costs take a big toll on the hospitality business Working towards a flawless hospitality experience
Culinary Experts debate future challenges for the industry at Chef Summit 2014
ALL ABOUT HOTELS & HOSPITALITY
Editor: Navin S Berry
Managing Editor: Priyaanka Berry priyaanka@crosssectionmedia.com Advertising: Saurabh Shukla saurabh@crosssectionmedia.com
Design: Ashok Saxena, Neelam Aswani Circulation: Chandra Tamang HotelScapes is published and printed by Navin Berry, printed at Anupam Art Printers, B-52, Naraina Industrial Area, Phase II, New Delhi - 110 028 and published from IIIrd Floor, Rajendra Bhawan, 210, Deen Dayal Upadhyay Marg, New Delhi - 110002. Editor: Navin S Berry, Tel: 91-11-43784444; Fax: 91-11-41001627. E-mail: info@crosssectionmedia.com This issue of HotelScapes contains 56 pages
Our cover story this issue is the recently held Chefs Summit, convened by the Indian Culinary Forum. The first thing that struck us was the inadequate representation of the chef community itself. A very well organised event, full of content, attended by some of the best names in the business. However, the attendance was thin. If you look around the industry in Delhi and NCR, there must be some 100 plus hotels and a 1000 plus restaurants. Therefore, we would have thought that an attendance of chefs around the city, for an event so well organised as this one was, should have attracted atleast 500 chefs. While we had a meaningful discussion, one only wishes that an open debate could have brought together more minds and views together. The one big takeaway from the summit was the absence so far of any chef talent being recognised by the nation at large. The obvious point being made at the summit was that over all these years, no chef had received a national honour like the Padma Shree. It was time that this was set right. We hope this year’s honours’ list would include one! Elsewhere in this issue, we bring you a forum of opinion that centres on budget and mid-market segments. These are witnessing the maximum growth in the hospitality industry. How and why is this growth happening, what factors are bringing this momentum, we bring you a round-table featuring the primary movers in this segment. Gen Next is the mantra throughout the industry in the country and hospitality has not been an exception. We too, have our fair share of the younger generation stepping into the business, full of new ideas and brimming with confidence to set a new path. This month we bring you an interview with the young scion of the Prestige Group which has forged partnerships with a cross-section of some of the best brands in hospitality. We are dedicating pages to new products and services that are critical to innovation and modernisation in the industry. We have initiated, as an extension, a forum where we bring you face-to-face with the suppliers and their CEOs. This interaction, we believe, will bring you a better understanding of how and why new products are being introduced to the hotel industry. Hotels are operating in a larger business environment. Connectivity is a major consideration that eventually goes into ensuring the success of investment and enterprise. Domestically, the metro cities have seen a much improved air connectivity. Tier II and III need new city pairs to bring upfront a new kind of traveller. This will motivate more growth for hotels. The Ministry of Civil Aviation has initiated a draft policy which we share with you in these pages.
November 2014 • HOTELSCAPES 3
this issue In the News 8 First resort from JW Marriott in India, with 115 rooms in Mussoorie 10 Hyatt Place Gurgaon/Udyog Vihar opens in the heart of Gurgaon 12 WelcomHeritage takes Lha-Ri-Sa Resort under its wings 12 IHG unveils Crowne Plaza brand in Ahmedabad 14 ibis opens in Bengaluru City Centre
20
14 Ascott to launch its first Somerset serviced residence in Gurgaon 16 Premier Inn announces its first property in Mumbai as a part of their international expansion plan
Hospitality in the News 18 Medical tourists keep hotels fit
Cuisine Event 20 Culinary experts bring current business trends into focus
28
Energy 24 Growing energy costs take a big toll on the hospitality business
Forum of the Month 26 What makes the Budget segment the most happening sector?
Interview of the Month 30 What does it mean to work with Marriott, Hilton, Banyan Tree and Oakwood?
GM Speak 34 JW Marriott Mumbai plays host to the Mumbai Film Festival
Destination India 36 MakeMyTrip launches training programme in Andamans and Bhutan
34 Supplier Perspectives 40 Working towards a flawless hospitality experience Last Page 54 MOCA places a draft Civil Aviation Policy in public domain for discusssion
Chef Page
Guest Column
38 How the new world cuisine evolved?
39 Chefs as a career prospect
4 HOTELSCAPES • November 2014
36
IN THE NEWS
First resort from JW Marriott in India, with 115 rooms in Mussoorie
J
Luxury hospitality brand opens 115-room resort in the heart of The Himalayas.
W M a r r io t t H o t e l s & Resorts recently opened its first resort in India, the JW Marriott Mussoorie Walnut Grove Resort & Spa. The 115room resort is located in the hill station of Mussoorie. The hotel boasts a sophisticated, elegant and chic style, amidst a surreal ambience of lush mountains and historic walnut plantations. G ue s t s ca n e x plore f ive specialty restaurants on property. All-day dining JW Cafe serves fresh local and international fa vo u r i t e s f r o m i t s l i v e l y open kitchen; Teppan is the
MEET THE TEAM GENERAL MANAGER
Chandrashekhar Joshi CHAIRMAN &MD
Raj Chopra
DIRECTOR OF SALES & MKTG.
Pratyush Anand
CM Harrish Rawat with Simon Cooper, Raj Chopra & Rajeev Menon at the launch of the JW Marriott Mussoorie Walnut Grove Resort & SPA.
contemporary, upscale restaurant serving Asian cuisine; Wisteria Deck is a cosy outdoor Italian trattoria serving wood fired pizzas, wines and sangria; Perch is a tea lounge offering some of the best single estate teas and coffees and Trout House Grill & Bar opens each evening to offer Indian and international
8 HOTELSCAPES • November 2014
grills and a selection of exclusive cocktails including fresh fruit martinis and frozen cocktails. T he resor t a lso houses t he renowned Cedar Spa by L’Occitane, which features five lavish treatment rooms and an array of invigorating treatments inspired by the indigenous cedar trees of the region.
The resort has been specially designed with families in mind and features The Den – an entertainment center and a kid’s club that spans over 12,000 square feet and includes a two-lane bowling alley, billiard and pool tables, gaming consoles, library, nap areas and a market offering fresh food and beverages. HS
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November 2014 • HOTELSCAPES 9
IN THE NEWS
Hyatt Place Gurgaon/Udyog Vihar opens in the heart of Gurgaon The 176-room hotel is the ideal place for the multitasking traveler to relax, meet, dine, and stay while visiting Gurgaon.
H
yatt Hotels & Resortsand SAMHI today announced the opening of Hyatt Place Gurgaon/UdyogVihar in the state of Haryana, India. This is the first Hyatt Place hotel in the gateway city of Delhi National Capital Region (NCR) and the second Hyatt Place hotel in India, following the 2012 opening of Hyatt Place Hampi. “The opening of Hyatt Place Gurgaon/UdyogVihar marks a significant milestone for the Hyatt Placebrand as it continues to expand in India and around the world,” said Pablo Graf, Senior Vice
MEET THE TEAM GENERAL MANAGER
Sumit Kumar DIRECTOR OF SALES Mayuresh Deodhar
10 HOTELSCAPES • November 2014
President of Operations for Hyatt, Southwest Asia. “The Hyatt Place brand combines style, innovation and round the clock convenience to create a perfect seamless stay with every modern comfort for the multitasking traveler.” “Within three years SAMHI has worked with a number of global hotel operators to launch strong hotel products and brands in India. The bouquet of brands in our portfolio reflects our excitement about the Indian lodging markets and its potential,” said Founder and Chief Executive Officer Ashish Jakhanwala, SAMHI. “Hyatt is a globally recognized hospitality company, and with it deep roots in India, we are excited to collaborate with Hyatt in a growing market such as Gurgaon. The location, product and the Hyatt Place brand gives us confidence of the hotel’s
imminent success.” “As Gurgaon continues to grow and thrive economically, we are excited to add to the momentum by introducing Hyatt Place Gurgaon/UdyogVihar to the area,” said General Manager, Sumit Kumar. “The Hyatt Place brand was designed from the insight of our guest’s appreciation for approachable style, where design and quality is delivered in a very simple and affordable fashion, offering a seamless travel experience for guests, and we are delighted with this new choice for travelers visiting the dynamic city of Gurgaon. We are confident that everyone from business travelers to leisure travelers will appreciate the open, intuitive design, casual atmosphere and practical amenities, such as free Wi-Fi and 24-hour fresh food offerings.” HS
IN THE NEWS
WelcomHeritage takes Lha-Ri-Sa Resort under its wings
W
elcomHeritage Lha-RiSa Resort, located at Leh-Ladakh is the latest addition to the WelcomHeritage collection of Nature Resorts. The resort has 23 rooms and tree houses reflecting the traditional approach
in a contemporary way. It offers a dining experience with its in-house restaurant that serves authentic Ladakhi, Mughlai, Chinese, Continental & Gujrati cuisines and a unique Tree platform with an outdoor restaurant.
The property also extends facilities like a traditional prayer room, a garden courtyard for cultural programmes, an organic kitchen garden, private terrace and Moon view terrace. The resort became operational in
IHG unveils Crowne Plaza brand in Ahmedabad
I
nterContinental Hotels Group (IHG) has unveiled a 200-room Crowne Plaza property in Gujarat’s capital. This is the seventh Crowne Plaza unit in the country. The hotel is conveniently situated a short half-hour drive from the Sardar Vallabhbhai Patel International Airport and within close proximity to key business districts, increasing its draw as an accommodation of choice for business travellers. Guests travelling for leisure will also find value in its proximity to key city attractions. A host of business facilities are available at the hotel, MEET THE TEAM including a business centre GENERAL MANAGER and a generous banquet space Vinay Gupta for conferences, meetings and DIRECTOR SALES & MKTG. events. Guests can also enjoy Sandit Shah some time to themselves at the DIRECTOR HR hotel’s spa, swimming pool or Prachika Saxena fitness centre. HS
12 HOTELSCAPES • November 2014
2006 under the entrepreneurship of Tashi Motup and since then the hotel is driven towards its commitment of excellence. The word “Lha” means Pass, “ R i ” mea n s Mou nt a i n , “ Sa ” mean Ear th. Together these words connote a divine land where we ca n vir tua lly see the rich profound Earth and overwhelming mountains come together, manifesting Oneness. Lha-Ri-Sa Resort is a perfect blend of traditional allure and contemporary conceptualization. It is indeed a great way to e x p e r i e n c e a h a r m o ny o f untouched natural bounty and lavish Ladakhi culture. The resort reminds of the simplicity and warmth that is epitomized by Leh which makes you feel close to the untouched natural treasure and surely takes the Leh experience to the next level. Experience the breathtaking Himalayan views, the beauty of Ladakhi culture, visits to vibrant marketplaces and old-world monasteries of Leh while your stay at WelcomHeritage Lha-Ri-Sa Resort. HS
IN THE NEWS
ibis opens in Bengaluru City Centre
i
bis, the international hotel b ra nd of Accor a nd t he worldwide reference in the economy sector has opened its third hotel in Bengaluru - ibis Bengaluru City Centre. It is the eleventh ibis to open in India. ibis Bengaluru City Centre is in close proximity to the famous UB City and business districts. With a capacity of 173-guest rooms,
this brand new, vibrant hotel is ideal for business and leisure travelers looking for comfortable accommodation in the city. The hotel is easily accessible to many attractions and points of interests near MG road and Brigade road. ibis is fur ther cementing its leadership in the region w ith a unique ca mpa ign #bangalorelouvin for the opening
of ibis Bengaluru City Centre. The concept is to engage with people’s love for Bangalore city through effective social media penetration. The campaign has been launched with a musical video of the genera l public expressing their pride for the city of Bangalore and marking the opening of the newest ibis in the city. The key attraction of the viral campaign is the ibis life-sized red pillows and heartshaped shutter glasses as visuals. A three-phased campaign begins with the musical video going viral, activation by people sharing their love of the city on social media and finally seeking ownership on the exciting activities linking it back to ibis Bengaluru City Centre. Speaking on the rapid development of the ibis brand in India, J.B. Singh, President & CEO, InterGlobe Hotels, said: “Bangalore as a city truly defines a cosmopolitan existence. The ibis proper t y at B enga lur u City Centre is the extension of a cosmopolitan atmosphere that per fec tly ba la nces the
MEET THE TEAM GENERAL MANAGER
Firoz Jangaria
DIRECTOR SALES & MKTG.
Rajesh Kattkam
SALES MANAGER
Christine Kumar
needs of corporate and leisure travelers. Today, it’s all about providing service excellence at an affordable cost, irrespective of the category and we are excited about providing a memorable experience to our guests”. Expressing his excitement Firoz Jangaria, General Manager, ibis Bengaluru City Centre said: “By providing quality accommodation for those who are looking for an economy hotel with international standards and with easy access to the city’s main attractions, ibis Bengaluru City Centre is a great new asset to the city centre. The#bangalorelouvin campaign will reaffirm that ibis Bengaluru City Centre is determined to make a lasting impression and further build an emotional connection with the people to celebrate this vibrant city. ” HS
Ascott to launch its first Somerset serviced residence in Gurgaon
C
apitaLand's wholly-owned serviced residence business unit, The Ascott Limited (Ascott), has secured a contract to manage its first Somerset-branded serviced residence in Gurgaon. Slated to open by 2019, the 174-unit Somerset Diplomatic Greens Gurgaon is Ascott’s second serviced residence in the city, after Ascott Ireo City Gurgaon which is scheduled to open in 2017. The management contract for Somerset Diplomatic Greens Gurgaon was awarded by Puri Constructions Private Limited, a company focusing on real estate development in northern India. Tony Soh, Ascott’s Chief Corporate Officer who oversees the company's business in India. “We see strong growth potential for Ascott in India. By bringing our Somerset brand to Gurgaon through our partnership with Puri Constructions, Ascott’s footprint in India will increase to over 1,400 apartment units in eight serviced residences across five cities. Our strategy for India is to expand in high-growth cities where there is significant demand for international-class serviced residences. HS
14 HOTELSCAPES • November 2014
IN THE NEWS
Premier Inn announces its first property in Mumbai as a part of their international expansion plan Premier Inn Mumbai Worli set to debut in 2018 in a prime city centre location.
Aly Shariff
Senior Vice President, Operations (Asia)
P
remier Inn, UK’s biggest hotel chain, announced their plans to establish their footprint in the financial capital of the country, Mumbai. This edition will mark the debut of Premier Inn hotels in Mumba i, catering to the vibrant city’s mid-scale market segment. Premier Inn Mumbai Worli, which will feature 350 rooms, is strategically located in the Lower Parel district, between the Central Business District, Santacruz Airport and the North Mumbai Business Districts. Commenting on the development, Aly Shariff, Senior Vice President, Operations (Asia), said “We are extremely proud to be setting up a property in Mumbai. This property is essential to Premier Inn’s growth strategy and fulfils our objective of entering the mid-scale hotel market of Mumba i. We a re of fering a unique product, which is perfectly designed to host business travellers
David Vely
Senior Vice President Development, Premier Inn Middle East, Africa & India
as well as families. The property is scheduled to open in 2018 and we look forward to welcoming guests to the Premier Inn experience.” Premier Inn Mumbai Worli is slated to be one of the largest midmarket hotels in the country. It will feature an all-day dining restaurant and a trendy bar, as well as a fully equipped gymnasium. Keeping in mind the renowned Premier Inn service, the property will also boast amenities which include flexible meetings and conferencing facilities, free Wi-Fi access, flat screen TVs and the famous Hypnos branded bed in all rooms. Premier Inn Mumbai Worli joins Premier Inn’s growing portfolio of properties worldwide as it plans to have around 50 hotels in India, Southeast Asia and Middle East by 2018. Premier Inn currently operates over 670 hotels globally including five hotels in the Middle East and three in India. Designed to meet the needs of a rapidly growing economy
16 HOTELSCAPES • November 2014
travel segment in the region, the Mumbai property aims to bring Premier Inn’s value-for-money experience to travellers here. “Premier Inn is UK’s favourite hotel company, which guarantees guests a great night ’s sleep. Opening new hotels in these three key regions is now part of our long-term strategy to further enhance and develop the Premier Inn brand globally and we are confident it will be well received in new markets by value conscious travellers” said David Vely, Senior VP Development, Premier Inn Middle East, Africa & India. Premier Inn currently operates the following hotels in India; Premier Inn Bangalore Whitefield; Premier Inn New Delhi Shalimar Bagh; and Premier Inn Pune Kharadi. Premier Inn Goa Anjuna and 2 properties in Chennai are under various stages of development. The expansion
plans will see the group managing around 10,000 new rooms by 2018 in the GCC countries, India, Indonesia, Malaysia, Singapore, Thailand and the Middle East across key cit ies includ ing Mumbai, Chennai, Goa (India), Bali, Bogor, Jakarta, Makassar, S u r a b a y a a n d Yo g j a k a r t a (Indonesia), Bangkok (Thailand), Dubai and Sharjah (UA E) , Muscat (Oman), Doha (Qatar) and Jeddah (Saudi Arabia). Over the past year, Premier Inn has been recognised by industry professionals receiving numerous industry awards and accolades including ‘Best UK Economy Hotel Group’ and ‘Best Economy Hotel Group’ by British Travel Awards 2013, ‘Budget Hotel Chain of the Year’ by Business Traveller Awards 2013 & 2014 and ‘Best Mid-scale Hotel of the Year’ by Business Travel Awards 2013. HS
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HOSPITALITY IN THE NEWS
Medical tourists keep hotels fit I
ndia’s booming medical tourism has emerged one of the most dependable business segment for premium hotel chains, prompting many hotels to offer special facilities, packages and customised services to woo such customers Hotel chains such as Hyatt, Hilton, Ramada, Crowne Plaza and The Leela offer facilities and services ranging from long elevator cabins for stretchers, rooms close to elevators and customised food and beverages as per their dietary requirements, as business from medical tourism has been growing by more than 25% every year at a time when overall slowdown impacted the f low of business and leisure travellers. “Medical tourism is a year-round business and constant, when compared to leisure and corporate travel which are more or less seasonal,” said Nishint Pathania, general manager at Ramada Powai Hotel & Convention Centre, Mumbai.
18 HOTELSCAPES • November 2014
According to a study by Assocham, medical tourism in India is set to grow into a `12,OOO-crore industry by 2015 with more than 45 lakh people expected to visit the country for treatment due to much lower cost of surgeries than western countries. The segment’s growing business potential has prompted hotel chains to setup properties near prominent specialty hospitals. Ramada Powai, for example, is located in the vicinity of healthcare chains like Hira na nda ni, For tis a nd Seven Hills. Last year, Hilton Worldwide opened the 20l-room Hilton Garden Inn Gurgaon Baani Square is proximity to speciality hospitals like Medanta Medicity, Artemis and Max Healthcare in Gurgaon, with several design features to support medical tourists. “For our specialised guests we have ramps at the entrance, customised long elevator cabin to wheel in a stretcher, and two accessible rooms on the lowest residential floor, each with an interconnecting room for the patient’s
attendant to occupy,” said Parmeet Singh Nayar, officiating general manager of Hilton Garden Inn. Some top hotels such as Hyatt Regency, Chennai, have tie-ups with speciality hospitals and offer contracted rates for tourists visiting tor medical treatments. “Minute details like room allocation close to elevators, special provisions in the rooms and a host of recreation avenues are available on the premises to help our guests feel at home,” said Shubham Chandra, Hyatt Hotels’ area director of sales and marketing for Chenna, Hampi, Kathmandu, Kolkata and Bangalore. The Leela Palace, Chennai and Crowne Plaza, New Delhi are among hotels offering customised packages to suit the health and preferences of medical tourists. “We have special offerings for food & beverage that are taken care by our team of seasoned chefs to suit their dietary requirements,” said Puneet Mahajan, director of sales and marketing at Crowne Plaza New Delhi Rohini. The Economic Times
CUISINE EVENT
Culinary experts bring current business trends into focus
The second Chef Summit put together by the Indian Culinary Forum honoured some of the best in the business and also brought expert opinion on current business practices into sharp focus. The newly appointed secretary tourism, Lalit Panwar, was the chief guest, with Amitabh Kant, secretary, DIPP, Government of India presiding over the awards function.
Lighting the inaugural lamp: Secretary Tourism Lalit Panwar with Anil Bhandari, chairman, AB Concepts and a former head of ITDC.
Usha Sharma, Additional Secretary of Tourism and Chef Devender Kumar
L-R: Sourish Bhattacharya, Anil Bhandari and Chef Saby
T
he primary debate on Indian hospitality has a tendency to begin and end with the issue of supply and demand equations, remaining restricted at a macro boundary. But beyond this line, there are issues which easily fall into the realm of micro talking points. Though one may not realize, even the world of Indian culinary and a large and culturally diverse workforce managing
it (who exist with this perennial promise of ‘deliciously yours’) have plenty of knots to be tied off. The basic issue is that of structural growth, taking Indian cuisine to the next orbit of prominence in global arena and while pursuing this goal also ensuring retaining originality by imbibing better standards for food safety and hygiene. At the second Chef Summit organized by Indian Culinary Forum (ICF) in Delhi
20 HOTELSCAPES • November 2014
on 15th November, these issues were discussed threadbare and on a cumulative basis, the summit succeeded in underlining the fact that a lot of ground needs to be covered going ahead. Chef Devender Kumar, President of ICF set the ball rolling in the inaugural session by pointing out at the broader objective. “The summit is designed to share issues which our fraternity faces and help resolve them through collective
wisdom,” he said. Anil Bhandari, Chairman, Chef Awards Organizing Committee presented the dynamics of the food and beverages business while pointing out the areas where immediate attention is required. “Indian food & beverages industry presently stands at `2,50,000 crore of annual business which is slated to scale up to `4,80,000 crore by 2018. As against a workforce of 5 million today, this industry will need an
CUISINE EVENT additional 3 million headcounts in four years’ time. Of the business, the share of the organized sector is 30 percent which is also slated to go up,” he said. Among the basic issues pertaining to Indian Culinary business, Bhandari emphasized on points like improving Indian Cuisine’s ranking (from current number 4 in the world
much of variety to offer,” Panwar emphasized. Inaugurating the summit, Panwar also promised that while the Tourism Ministry will ensure expeditious opening of the proposed Indian Culinary Institute (ICI) at Tirupati in Andhra Pradesh, decks will also be cleared for setting up of its regional chapters to promote regional culinary Dr. Lalit Panwar, (Secretary Ministry of Tourism) awarding Chef Tarun Dacha with Golden Hat Award
Awards and the winners ◗ Lifetime Achievement Award: Chef Richard Graham ◗ Best Food Writer Award: Sid Khullar ◗ Golden Hat Award: Chef Tarun Dacha (Sarovar Group of Hotels) ◗ Silver Hat Award: Chef Vaneet Wadhera (Golden Tulip) L-R Anil Bhandari, Amitabh Khant and Lalit Panwar on the occasion
after Continental, Chinese and Italian), standardization of Indian Cuisine’s documentation and holding food festivals abroad to create more awareness about myriads of Indian offerings. The newly appointed Tourism Secretary Dr. Lalit Panwar who was making his first public appearance after taking over the charge was quick to point that harnessing soft power including Indian cuisine is a priority agenda for the present regime. He buttressed the point by narrating a story which the Prime Minister Narendra Modi had recently shared in a meeting with secretary level officials – how he was once served different varieties of corn dishes for three days by a poor tribal family in South Gujarat. “Our PM talks about India’s soft power. He always talks about tourism and when you mention tourism, food and beverages is an integral part where we have so
heritage. He also categorically pointed out that the chef fraternity can derive benefits from a host of skill development programmes run by various ministries which include Hunar se Rozgar programme of the Tourism Ministry and Department of Minority Affairs’ programme ‘USTTAD.’ Documentation of traditional foods in India was a critical issue discussed at the summit and presentation of contrarian perspectives made the deliberations all the more interesting. “Prima facie, there are plenty of recipe books available in the market. So what kind of documentation are we talking about? And who will do it?” Navin Berry, Chief Editor, Cross Section Media (publisher of this magazine) and moderator of the session pointedly asked. Chef Arvind Saraswat responded with strong arguments. “In the name of experimentation, some Indian
◗ Lady Chef of The Year Award: Chef Aarti Ghai (IHM Pusa) ◗ Chef of The Year Award: Chef Jaideep Dutta (Le Meridien) ◗ Master Chef International Cuisine Award Ankit Mangla (Lite Bite Foods) ◗ Master Chef North India Cuisine Award: Abhishek Gupta (The Lalit) ◗ Master Chef South India Cuisine Award: Arun Kumar Tr (Lite Bite Foods) ◗ Master Chef Kebabs Award: Ravendra Singh (Lemon Tree) ◗ Master Chef Indian Sweets Award: Montu Saini (Ashok Hotel) ◗ Master Chef International Confectionary Award: Ajay Kumar Tiwari (Country Inn N Suites) ◗ Master Chef Baker Award: Anil Nagpal (Le Meridien) ◗ Master Chef Oriental Cuisine Award: Yuan Sheng (China Club) Kitchen Artist Award: Mahesh Kumar Shrivastava (Samrat Hotel) Student Chef of the Year: Arya Anil Ingley (IHM Pusa)
November 2014 • HOTELSCAPES 21
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It is time for culinary art to get higher national recognition, say Lalit Panwar and Amitabh Kant D
r. Lalit K. Panwar, Secretary Tourism, Chief Guest at the 11th Chef Awards function, assured that the Ministry of Tourism would strongly recommend to the Ministry of Home Affairs that the Padma Shri awards be given to deserving chefs, or “khushboo ke ustad,” as they too were artists and were worthy of this
national honour. The Government’s “Upgradation of Skills and Training in Ancestral Arts/Crafts for Development (USTAAD) programme for capacity building of traditional artisans and craftsman would include funding chefs experienced in the traditional arts to teach intricacies of their culinary skills to other chefs. He elaborated that the passing on of their kitchen inheritance by the “ustads” to their “chelas” would lead to upgradation of traditional Indian cuisine and culinary techniques and enrich the future generations. It would also lead to renewed interest in regional Indian cuisine. The interest in cuisine was such that a tourist would go to any lengths to locate the best available restaurant of regional cuisine in that city. Many cities in India had streets or areas famous for the availability of special foods, he added. Dr. Panwar said that food is the “anna devta,” the chefs are “pujaris” who are the medium to provide food to the diners who are the “pet ke pujari.”
22 HOTELSCAPES • November 2014
A
mitabh Kant, Secretary, Department of Industrial Policy & Promotion, Chief Guest at the 11th Chef Awards function, praised chefs by calling them artists of the ultimate creative art, a creativity which appeals to all human beings. He said the cuisine of India had not gone as far as it should have. It should have penetrated the markets of many other countries than at present. There were many fine dining restaurants serving Indian cuisine in major countries and they were doing very well. The Ministry of Tourism should have an arrangement with them to promote Indian cuisine, he suggested. He said that in recognition of their talents, deserving chefs should be given the national honour of the Padma Shri awards. The Ministry of Tourism should work on this as it would encourage more people to join the profession. He said the Chef Awards had evolved over the years and it was an honour to attend the function.
CUISINE EVENT chefs are deviating from regular practices and are degrading the profession. So the time has come for the authentic documentation of recipes. And we need a serious agency to undertake this exercise of standardizing documents,” he said while emphasizing that Indian chef community should aspire to evolve something on the lines of Larus Gastronomy which is treated as a Bible for French cuisine. Chef Manjit Gill, however, presented a completely contrarian standpoint. “Most of the countries treat food as a commodity whereas there are a select few which look at it as a cultural asset. We fall in the latter category. Indian food is the most creative food and beyond recipe. Therefore, it can’t be standardized. What we basically have is a system wherein a base is given and then you have the leeway to play around that,” he exhorted. Chef Devender Kumar brought in a third angle to the issue while underlining that not everything needs to be documented. “We basically have two set of cuisines – yesteryear cuisines and modern cuisines. While we need to document yesteryear cuisines, the same rule may not be applicable for modern cuisines since there is too much of confusion in this space.” Another session which probed the ‘Future Trends in Indian Food’ was equally interesting signaling the new components in food and
beverages business which will make their presence felt in the coming years. “The connoisseurs will definitely like to understand how our chefs are preparing for the future, what will be new trends, what kind of technology will be used going ahead – there are a series of future centric questions,” noted food writer Sourish Bhattacharya who moderated the session remarked while opening the discussion. “First of all, we will need to promote our cuisines well – much like the Chinese and the Italians. Furthermore, when you are eyeing for a new trend, the people behind them will have to very keenly judge the demographics and the paying capacity of prospective buyers,” Anil Bhandari responded. According to award winning Chef Sabyasachi Gorai, the future trend will be defined by “food trucks or pop up kitchens and more emphasis on Ayurvedic foods.” According to Sameer Kuckreja, President of National Restaurant Association of India, “Regional cuisine is an under-penetrated segment and this is like to grow big in the coming years. We may see more Indian QSRs coming into the prominence. Opportunities will further expand in transit or highways markets and the interest in health cuisines will further grow,” he underlined. The all-pervasive theme of ‘Sustainability in the Culinary Art’ too echoed at the summit where a session was devoted to this issue. The
THE FOOD SAFETY AND STANDARDS AUTHORITY OF INDIA HAS RIGHT OBJECTIVES VIS-À-VIS ENSURING THE SUPPLY OF HYGIENIC FOOD FROM THE PLAYERS ALL ACROSS THE VALUE CHAIN, A COMMON GROUSE EXPRESSED AT THE SESSION WAS ITS INABILITY TO CARRY THROUGH SOME OF ITS MEASURES IN TERMS OF IMPLEMENTATION.
L-R: Chef Vikas Khanna and Chef Vivek Saggar, Organising Secretary of Indian Culinary Forum
L-R: Chef Saraswat and Chef Manjit Gill at their session
session, moderated by noted food critic Marryam Reshii, not only spoke about the judicious usage of resources in food & beverages business but also stressed on the need of controlling consumers’ profligacy. “Sustainability is a very important issue. And procuring most of the raw materials locally is a key solution this industry is resorting to now,” opined Shashank Warty. According to Chef Arun Agarwal, sustainability in culinary art is also a function of pragmatic use of fuel resources. “The critical point is: how do we conserve the earth resources? This includes fuel and various other things.” Chef Virender Dutta of International Institute of Culinary focused on food wastage at consumers’ end which should not be glossed over. “Food wastage is a very serious issue. In Japan, there is a restaurant where you have to pay double the price if you leave the food on the plate,” he cited an example.
Quite clearly, it was the session on ‘Effectiveness of FSSAI’ which generated maximum heat at the summit. The discussion was moderated by N S Bhule and the leading participants included Sudhir Warior from IRCTC; Seema Atreya; Sumit Saxena, Food Auditor; and Saeed Sherwani, President, FHRAI. While there was a broad agreement among the panelists that the Food Safety and Standards Authority of India has right objectives vis-à-vis ensuring the supply of hygienic food from the players all across the value chain, a common grouse expressed at the session was its inability to carry through some of its measures in terms of implementation. That some of its measures are too stringent and have been imposed on the stakeholders in the food & beverages value chain without taking their feedback also found profound expression at the session. HS by RITWIK SINHA
November 2014 • HOTELSCAPES 23
ENERGY
Growing energy costs take a big toll on the hospitality business Energy costs are literally going through the roof. We meet with Saeed Shervani, MD, Shervani Hotels and immediate past president, FHRAI for his views on the subject. Presented below are the highlights of an interview with him:
On measures to lessen the power consumption
Saeed Shervani MD, Shervani Hotels
24 HOTELSCAPES • November 2014
Whenever we are designing a new hotel, we are taking into consideration all the technology that is available to reduce the energy consumption. Both, in terms of our air-conditioning-which is a major cost and what are the technologies available that consume less power, though the capital cost may be higher, initially, but we benefit from it in a long term perspective. Intelligent lighting ensures that as soon as you step out of your room all the lights and air-conditioning go off-a lot of hotels have started doing that. That is happening now even with corridor lighting. Hotels have switched from normal bulbs to LED that consume lesser electricity. Even the glasses and big windows that face outside have an insulation so that heat does not come in and cold does not go out so that your consumption of energy can be minimized. Hotels are looking into kitchen equipment
which are absolutely necessary more on gas and less on electricity so that consumption of power is less. These kind of decisions are taken at the planning stage to reduce the consumption of electricity in the running of the hotels.
On hampering revenue
Exorbitant energy charges hits your bottom line as a hotel. If my energy costs rise my bottom-line i.e. my profits will reduce. So, not only the energy cost I have to look at a lot of other costs. Somewhere, or the other, I cannot do very much about energy costs because the government increases the rates and rates go up. For a long time the hotel industry has been saying that you (government) have given us the industry status but are charging us the commercial tariff. We have been repeatedly requesting that, if the hotel industry is to be truly treated as an industry then the industrial tariff should
ENERGY
Sanzeev Bhatia
General Manager The Metropolitan Hotel & Spa, Delhi
A single hotel perspective on the energy scene
Hotelscapes interviews Sanzeev Bhatia, General Manager, The Metropolitan Hotel & Spa, Delhi on how the power tariff is affecting their business.
I
ncrease in the power tariff w.e.f July is almost 11 percent hike in power tariff, coupled with another 8 percent hike in service tax, effectively making it 19 percent. Then there is the provision of peak hour charges that span from 9 in the morning to 7 in the evening. We have been consciously been using CFL’s and LED. In the next 3-4 months we plan to entirely shift from CFL to LED to conserve energy. Our 50 percent of all water heaters are running on solar power and the rest on CNG. be imposed rather than the commercial tariff.
On how the rising prices is changing the trends in Hospitality
You c a n c ut- dow n on you r s t a f f by having multi-skilled employees, having them to manage two or three things then being proficient in just one, but, without compromising on your quality of service, to a limit. If you really compare ourselves to the international standard, you will find that room-employee ratio is very high. The reason is that, internationally, the cost of labour is much higher but apart from the cost factor, it enables us to deliver better quality service in India. Bell-boys are there to pick up luggage and I am, not only, speaking of five star deluxe hotels but even in the mid-segment hotels. Slowly, now, these things are being reduced. More and more mid-segment hotels are moving towards ‘self-service’ by minimizing
Incoming revenue is on a visible decline owing to globally sluggish markets, including European and American pockets making the revenues shrink day-by-day.
On the policy front
Hospitality industry has, despite being one of the prime earners of Forex in the country, not been given the facilities that it deserves as an industry. It is time that the government looks into the issue and provides special incentives and rebates to the industry. On the issue of multiple taxation, the number of unnecessary expenses. For instance reusing the sheets for the next day instead of changing them every day and having buffets to reduce attendants. With the rise in cost and the lowering of ARR’s (accounting rate of return), service will now cost a premiumunlike before, where irrespective of the type of hotels; service was taken for granted. These are the compulsory changes which will be brought about in the budget and midsegment hotels in the coming days and years. HRD and power has been something that all hotels are trying to reduce it because the fact of the matter is that the large hotels are not doing well, which have got a 25-30 year of standing. It shows the health of the hotel industry, in the last two-three years it has taken a beating it’s a fact. We have not got the kind of help we had requested the government. Everybody looks at and understands us as an industry but does not treat us an industry. The
taxes are so many and of so many types that it confuses the customer as well. These must be simplified and lowered.
Impact of raised energy cost
Stifling profits are forcing hotels to cut down on their staff as less business is throwing the balance books into a tizzy. Hiring people costs a lot of money and requires the management to provide a lot more than just salary. Therefore, under the circumstances clamping down on unnecessary wastage is the order of the day. government gives concessions to new hotels but there are no provisions for existing hotels. As the President of FHRAI, I had suggested that the government provide us with some subsidies for renovation in every eight years, helping us bring our products competitive and up-to-the mark and upgrading the technology to reduce my input costs. We are hopeful of the new government as all this while the Prime Minister has mentioned tourism in his speeches. We are so lost that even when the PM mentions us, as tourism being an important part of Indian economy, we all feel so excited because nobody previously has even mentioned us as an important contributor to the economy. However, at the ground level we are very hopeful that it the coming months leading to the next general budget a lot will be done for the industry and we are pushing for it. HS by SHASHANK SHEKHAR
November 2014 • HOTELSCAPES 25
FORUM OF THE MONTH
What makes the Budget segment the most happening sector?
The last few years have witnessed an exponential growth in the budget and mid-market segment , all over the country. This is a comparatively recent phenomenon as earlier it was generally considered that the high cost of land is inhibiting the growth of this sector. But now all this is a matter of the past and the budget and mid-market has become the flavour of our times. We bring you a forum of opinion from the experts.
MANAV THADANI Chairman, HVS South Asia
Yes, over the last few years the market dynamics have changed with developers giving preference to budget/limited service hotels. The “inverse pyramid” with a higher number of existing hotels in the luxury and upscale space, symbolic of India’s organised hotel industry since years, is seen tilting with more mid market and budget hotels being planned across the country (almost 66% of the proposed supply). Such a development will enable the industry to inch closer towards meeting the future room requirement in the country with mid market and budget hotels coming up quicker and at lower costs than lodging products with a higher positioning. Let me deliberate on this further and point out the major factors influencing the same. With a lot more institutional money coming into play, promoters are being forced to employ a more disciplined approach to developing hotels. Hospitality developments are now being viewed on their merit to generate returns rather than perceived as products that prophesise glory. With second/ third generation entrepreneurs taking reign of family run businesses, more and more emphasis is being laid on the highest and best use of their capital. Over the last few months a lot has been said on the importance of the emerging and dominating neo-middle class. Whether it be the economic or the political sphere, the value that this class can create cannot be undermined. With strong growth in domestic
travel as a result of healthy consumption patterns by this segment, the supply of hotels needs to be aligned to cater to the same. A typical budget/economy hotel with a room size of 13-15 sq.m would roughly cost `20 lakh to develop (excluding the cost of land) and would be able to command an average rate of `1800-2100. Owing to its nofrills profile and limited service, not only will this product be built to lean specifications but will also operative very efficiently generating high profit margins, generally in the range of 60-65% (GOP: Gross Operating Profit). It can be built quickly (2 to 2.5 years from scratch) and is in-the-money from the first year
J.B. SINGH
President & CEO, InterGlobe Hotels
Manav Thadani Chairman, HVS South Asia
A TYPICAL BUDGET/ECONOMY HOTEL WITH A ROOM SIZE OF 13-15 SQ.M WOULD ROUGHLY COST `20 LAKH TO DEVELOP (EXCLUDING THE COST OF LAND) AND WOULD BE ABLE TO COMMAND AN AVERAGE RATE OF `1800-2100.
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of operations itself. Also, an important aspect is that you don’t need a prime parcel of land to develop a budget hotel, which can be built in conjunction with a mixed-use development comprising retail/&office components. On the other hand, a hotel with thrice the room size of a budget hotel (40-45 sq.m), falling in the upper upscale category, would require an investment of more than 5X to that of a budget hotel, but not necessarily command the same multiple when it comes to average rate. While its other functions such as food and beverage would contribute a substantial portion to the top line, their flow through to the bottom line would not be very lucrative. Also, location is a key factor in the development of hotels of higher positioning which are generally built as standalone properties entailing higher cost being allocated towards the land. The gestation as well as payback period for these hotels is higher thereby making them financially less lucrative than hotels of lower positioning.
The Indian hotel landscape was dominated by luxury five-star hotels for a very long time and there was a large vacuum in terms of accommodation between large five-star hotels and the way-side guest houses. The growing middle class in the economy with disposable income, and an appetite for travel has created a demand for ‘quality’ accommodation at ‘value for money’ prices in the country. InterGlobe Hotels (IGH) aims to address the gap in the availability of hotel rooms in the mid-market segment and continue to raise the bar of its product offerings through constant innovation and invention. This is where IGH has found its sweet spot- providing all necessary amenities at an affordable price, yet not compromising on quality and service. The focus of all mid-market hotels are on providing ‘essentials’ at high quality instead
FORUM OF THE MONTH
IBIS Aerocity
of ‘frills’ which are ubiquitous in the luxury brands. This mindset shift changes the dynamics of the business dramatically. The efficiencies have been built in at each point. ◗ Whilst, the prices of real estate have softened to an extent over the last couple of years they still remain unrealistically high. At the build stage a Gross Floor Area (GFA) of 40-42 sq.m. ensures that there are more number of rooms that can be put on a given land parcel (for the space available). Being in the mid-market space through its ibis brand allows IGH to put the FSI available to much better use. ◗ A lot of value engineering is done to keep development costs/key in check. ◗ The design and area plans are studied very closely to keep costs down without compromising on the operating efficiencies. The quality of the product is at no stage compromised on, whether it’s the acoustics in the room, quality of toilets, sweet bed to ensure a great night’s sleep, noise free and
efficient air conditioning system or menu planning. ◗ Operations are focused on maximizing revenues (through mainly room sales) topped with a strict cost consciousness. ◗ All of the above results in higher GOP conversions and therefore, an improved Return on Capital Employed (ROCE) for the shareholder. Unlike in the luxury space where standalone hotels can generate significant revenues the real benefits in the mid-market space kicks in once a critical mass is established and the brand is well known. Thus, like most global hospitality chains IGH aims to spread its pan India presence (10 operating properties and 9 more under development) further.
JB Singh
President & CEO, InterGlobe Hotels
THE INDIAN HOTEL LANDSCAPE WAS DOMINATED BY LUXURY FIVE-STAR HOTELS FOR A VERY LONG TIME AND THERE WAS A LARGE VACUUM IN TERMS OF ACCOMMODATION BETWEEN LARGE FIVE-STAR HOTELS AND THE WAY-SIDE GUEST HOUSES.
DEEPAK SARIN
COO JHM Interstate Hotels & Resorts
Budget or interchangeably known as the economy segment hotels work on the core fundamental of lean business model for its sustainability. The model is purely rooms based, wherein 80% -90% of the revenues are generated from rooms, which have profit margins of upwards of 70% going upto 80% 85%. The hotels have limited F&B offerings, helping them to offset the huge expenses November 2014 • HOTELSCAPES 27
FORUM OF THE MONTH associated with F&B operations, thereby keeping the profitability in line with the expected range. Payroll- the biggest cost head is also addressed adequately as they work on industry defying ratios (rooms to staff) by employing anywhere between 0.3 to 0.6. They offer limited or select service and strive for mutlitasking of front line & back-of-the-house staff; often centralizing Finance, Sales & HR functions. All the above help such economy sgement hotels to maintain GOPs of 35%-45% in a span of 2-3 years of operations, even from an ARR range of `2,500-3,500. The EBITDA (or Net Operating Income) ranges between 25%-35%, giving a very high & healthy flow-through to the GOP and return to the owners in a limited time-period. This helps in achieving a break-even between 5-7 years, which is very attractive as compared to other segments. A big factor in making such models (borrowed from the matured markets like US, UK, Europe) feasible is the room size and the total built-up space required for a 100-room unit. The room sizes range from anywhere between 14 sq.m. to 18 sq.m., with a requirement of 50,000 sq. ft. -60,000 sq.ft. for overall development. Owing to the land prices in India being utterly impractical, these models still make sense as such hotel units can be plugged into any structure (read: mixed-use), eg. Top floors of malls, corporate office buildings and other mixed-use structures. This provides the developers with options to diversify into different revenue/rental sources and proportionately utilize their available FARs. The development costs per key range between `13-16 lakhs for interiors and `22-25 lakhs for overall hotel, excluding land, which makes it very attractive to the developers. On various accounts, brands also engage in jointdevelopment, leasing, funding the interiors, giving key-money to developers or issue soft-
loans with owners/developers and get their skin in the game as well in order to appeal to the owners. Certain brands also invest in buying land/ cold-shell structures etc. and do so in nonprime real estate areas of a city in order to bag a cheaper land price or enter into territorial strategic tie-ups with developers for building hotels. To exemplify the aforementioned model; keeping the land prices constant for a similar parcel of land for building a luxury hotel visà-vis a economy segment hotel, the resulting inventory that can be generated out of the same plot would be anywhere between 1.75 to 2 times the luxury inventory, owing to the Gross Built-up area (GBUA) being in the same ratio. Such economy hotels can also utilize the non-room areas dedicated to facilities like restaurants, spas, banquets, swimming pool etc, helping to build more rooms (which have higher profitability margins and employees less staff). As a result, even if the ARR is almost twice higher for the luxury hotel, the
Deepak Sarin
COO JHM Interstate Hotels & Resorts
economy segment hotel still scores high on ROI and returns per square foot (in broad real estate terms) for the developer/owner. Another significant perspective, and maybe more relevant in present times, is the ability to sell such a hotel property in the future, which maybe faster and easier to sell owing to a lower sale price yet higher capital value in percentage terms as compared to its luxury counterpart.
RAHUL PANDIT
President & Executive Director The Lemon Tree Hotel Company
Budget hotels typically deliver ~30% higher efficiency in gross area per key vs. deluxe hotels, thereby impacting both the land and the development cost and the resultant RoI. This is attributable to them having smaller room sizes, small public areas, fewer restaurants and banquet spaces and a lower area allocation for facilities such as the gym or the swimming pool. Since most budget hotels have a much tighter staff to room ratio and reduced process and machinery requirement, there is also commensurate area saving in the back of house. At the end of the day however RoI fundamentals of the business stay the same across all price points. As with any hotel project, it is important to first understand and correctly project segment demand by price propensity (Occupancy and ARR) and then reverse engineer project costs and returns. For example: let us say a company is targeting a 10% ROI for for every 1 Lac it spends per key on development, the return (or EBITDA) once the hotel stabilizes should be Rs. 10,000 per key per year. So let ’s say someone is considering developing a budget hotel in a location where they are confident of a stabilized daily RevPAR of 2,000. Let us also say that the cost per key of operating the hotel is `1,000 daily. Therefore the EBITDA per key per day is `1,000. For the year therefore, they would earn an EBITDA of
SUCH ECONOMY HOTELS CAN ALSO UTILIZE THE NON-ROOM AREAS DEDICATED TO FACILITIES LIKE RESTAURANTS, SPAS, BANQUETS, SWIMMING POOL ETC, HELPING TO BUILD MORE ROOMS (WHICH HAVE HIGHER PROFITABILITY MARGINS AND EMPLOYEES LESS STAFF). AS A RESULT, EVEN IF THE ARR IS ALMOST TWICE HIGHER FOR THE LUXURY HOTEL, THE ECONOMY SEGMENT HOTEL STILL SCORES HIGH ON ROI AND RETURNS PER SQUARE FOOT (IN BROAD REAL ESTATE TERMS) FOR THE DEVELOPER/OWNER.
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FORUM OF THE MONTH
Lemon Tree Vembanad Lake Resort, Kerala
1000 x 365 = 3.65 Lacs per key. If the stabilized annual earning per key is 3.65 Lacs then to meet the RoI target of 10% the development cost of the hotel should not exceed 36.50 Lacs per key. Therefore if the developer knows that the development cost per key is 25 Lacs and the land cost per key is is 10 Lacs, the total development cost of 35 Lacs per key will allow him to meet the ROI target. The example above is simplistic and doesn’t take into account the impact of lending rates and terms, economy, inflation etc. It however illustrate the fact that building a budget hotel is possible if the developer is clear and realistic in the understanding of market performance, and is in control of the development and operating cost. The land cost is then simply a variable to determine whether a budget hotel makes sense or not.
Rahul Pandit
President & Executive Director The Lemon Tree Hotel Company
IN MATURE ECONOMIES DEBT IS IN SINGLE DIGITS AND THE TENURE IS 20-25 YEARS. IN INDIA DEBT IS IN DOUBLE DIGITS AND TENURE IS SINGLE – SO IT DETERS MANY DEVELOPERS FROM DOING BUDGET WHO DO NOT HAVE THE ABILITY TO SURVIVE THE GESTATION YEARS. IT IS FOR THIS REASON THAT INDUSTRY HAS BEEN CLAMORING FOR GETTING HOTELS INFRASTRUCTURE STATUS.
Another innovative way that developers are using to build budget assets in expensive locations, is as you’d mentioned – the pairing of a budget product with an upscale product where demand exists for both the price points. This allows the developer to use economies of scale plus the efficiency of shared services between assets to lower development costs and thereby boost ROI. It is just not land – it is also real estate zoning, financing and the development model. In mature economies debt is in single digits and the tenure is 20-25 years, in India debt is in double digits and tenure is single – so it deters many developers from doing budget who do not have the ability to survive the gestation years. It is for this reason that industry has been clamoring for getting hotels infrastructure status. In India, land is not zoned by end use – so it leads to trading in land (like a commodity) and therefore our embedded land costs are amongst the highest in the world. Given the high cost of real estate, unljmess demand, price and financing parameters meet the model criteria, an independent developer may think it is better to incrementally increase the development cost and go upscale and thereby derisk the project by allowing the asset a higher price earning cushion. HS November 2014 • HOTELSCAPES 29
INTERVIEW OF THE MONTH
What does it mean to work with Marriott, Hilton, Banyan Tree and Oakwood? The Prestige Group is among the largest developers in the country, a name that has consistently partnered with some of the best in hospitality. We bring you an exclusive interview with Zaid Sadiq, executive director, on the group’s philosophy and present priorities in the business.
Q &A Zaid Sadiq
Executive Director – Liasoning & Hospitality Prestige Group
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hat do you bring to the hospitality industry – your feel, passion etc.
I have always been passionate about my work and working in the hospitality industry, especially in the current scenario, is a very rewarding experience. As the world becomes a global village and India progresses towards becoming the next Superpower, Indians today a re no less discer ning tha n their international counterparts in expecting the best in services and amenities from the hospitality sector. This has in turn, given us the opportunity to introduce renowned international hospitality brands to South India, thereby bringing in global standards of design, quality and services to the hospitality industry here. Moreover, I am in the privileged position of working with the second largest developer in the country today, the Prestige Group. On the hospitality front, the Prestige Group has been credited with introducing some of the most reputed international brands in the world to South India, such as the Hilton Group and Marriott International for hotels; the Banyan Tree for resorts; and Oakwood for service apartments. In association with Starwood Hotels & Resorts Worldwide, the company recently launched their hotel, ‘The Aloft’, in Cessna Business
Park and will be launching the Sheraton Hotel and Convention Centre in Prestige Shantiniketan in the near future.
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our contribution to the hotel industry?
The hospitality industry is a dynamic one with the needs of our clientele constantly changing. Also, we are dealing across a spectrum of clients with varied needs. My constant attempt is to stay one step ahead of changing market dynamics and create benchmarks in the hospitality sector in South India. I try to bring in new thinking to my work and aim to create hotels that have a modern look and feel and match global standards of innovation, technology and service. With this thinking, we started ‘The Aloft’ in Cessna Business Park in 2014. ‘The Aloft’ is new, unique and an extremely tech savvy hotel. It caters to all the needs of the younger generation of professionals but at the same time has gained popularity beyond being a ‘business hotel’. Given the décor, ambience and quality of services, ‘The Aloft’ caters to a wide range of clientele from IT professionals to the younger crowd coming in over the weekends to unwind with good music and food. Most hotels positioned within a Tech Park would mainly look at catering to business
Zaid Sadiq, Executive Director – Liasoning & Hospitality, Prestige Group holds a BA Honors in Hospitality from Thames Valley University, UK followed by an MBA in General Management from the same university. He also holds a General Diploma in Hospitality Management from The London Hotel School and went on to complete an internship in the Millennium Group of Hotels, London for a year. Zaid has an experience of around 14 years in the FMCG and hospitality sector in customer care. He is on the Board of Directors in the Prestige Group and is actively involved in the public relations needs of the company including liasoning with Government departments, developing and maintaining good relations with them. He works towards building confidence and a good relationship with external and internal customers and overlooks the responsibility of building a suitable image and reputation for the company. His hobbies include reading, theatre, stamp collection, coin collection and currency collection. 30 HOTELSCAPES • November 2014
INTERVIEW OF THE MONTH
Private Deck over the pool at Prestige Golfshire Club
travellers. I am very happy to say that along with my team, we have managed to create a niche hotel that despite its location caters to all kinds of customers, thus increasing its profitability. I am currently working on The Sheraton Bengaluru Whitefield, coming up in Prestige Shantiniketan, The Hilton Hotel in Ulsoor, the heart of the city and the Marriott International Hotel in Prestige Golfshire.
W
hat is your typical day like?
My typical day would involve waking up early, helping my wife – Uzma get our daughter, Alayna ready for school, working out and then leaving for work. A typical day at work is usually one filled with site visits for upcoming projects, getting sanctions for the projects, meetings to finalize hospitality partners and take decisions on the look, feel and quality aspects of an upcoming development. I believe in work-life balance and getting adequate time with my family. My evenings are usually devoted to spending time at home or stepping out with family to visit friends, watch movies etc.
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ow are Indians taking to hotels? your advice to Indian travellers ?
The hospitality sector is on a high in India. Hospitality services here are among the best in the world today. The staff in Indian hotels
is probably among the most polite, courteous and refined to be found in the hospitality industry in the world. With increasing disposable incomes among a higher section of the population in the country today, hotels with good fine dining restaurants are doing increasingly well with families coming for a relaxed meal over the weekends. People are not just coming to stay; multinationals are making regular use of convention centers to host meetings and conferences. Restaurants and coffee shops within these hotels are frequently being used to entertain business clients. My advice to the Indian traveller would be to always look for a branded hotel as one can be assured of the quality and service then. With new brands coming into the market every other day, one is flooded with choices. All new hotels are being designed to match global standards but the brands that have stood the test of time actually have the experience, people and facilities to deliver on this.
W
hat are the changes in the destination (Bangalore)?
Bangalore, which was once a Pensioner’s Paradise, is one of the fastest growing metros in India today with a bustling cosmopolitan population, which has resulted from continuous migration of people from different parts of the country and the world. Coupled
‘THE ALOFT’ IS NEW, UNIQUE AND AN EXTREMELY TECH SAVVY HOTEL. IT CATERS TO ALL THE NEEDS OF THE YOUNGER GENERATION OF PROFESSIONALS BUT AT THE SAME TIME HAS GAINED POPULARITY BEYOND BEING A ‘BUSINESS HOTEL’. with this, is the emergence of the city as the IT and Technology capital of India. India and more particularly, Bangalore has become the preferred hub for MNCs and for R&D facilities of leading multinational organisations. Bangalore probably also plays host to the highest number of expats in the country today. The salubrious climate that the city offers around the year is another reason for the city’s growth. Increasing numbers of young people are migrating to the city for education, jobs etc. Bangalore today is a cosmopolitan city with a majority of the population comprising of the younger generation. Given this profile November 2014 • HOTELSCAPES 31
INTERVIEW OF THE MONTH of people within the city and a regular flow of clientele from abroad, the hospitality industry is definitely booming in Bangalore.
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our comment on the business of hotels in Bangalore.
One of the unique features of the hospitality industry in Bangalore is that it relies greatly on the IT and ITeS sectors with a greater ratio of foreign guests as clients, thereby making it more susceptible to global economic changes than many other cities in India. However, proof that the industry is only set to get bigger from here and that investors continue to be confident of this is the fact that over the short to medium term, Bangalore is expected to see the highest number of new rooms entering the market in India, thus making the market more competitive over the next couple of years. Another new trend that has been noticed in this industry is the fact that where earlier, most hotel developments were funded by either realty developers or HNIs, we are now experiencing the presence of institutional investors who are increasingly investing in this industry, especially in the mid-market and budget sectors. This is a healthy move for the industry, as this will ensure that all investments in a project are justified and relevant to increasing the profitability of the project, rather than catering to the whims of the owners. This in turn will also inspire more confidence among stakeholders. Moreover, this will help significantly when working with big international brands, as the brands will not be allowed to dictate requirements within a project unless they can prove to the owners that the extra costs sustained will bring greater returns. A large number of hotel developers have also realized the significance of introducing environmentally sustainable features to substantially reduce the operational costs of a hotel. Low-cost measures can be used to bring about a reduction in energy consumption, thereby adding to the profitability of the hotel in the long-term. Given that Bangalore is a business city now, an area that is lacking in the hospitality industry here and requires our focused attention over the next few years is the development of state-of-the-art convention centres with global standards of meeting and conferencing facilities. The Prestige Group is attempting to address this very need with the Marriott International Hotel in Prestige
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Aloft Bengaluru Cessna Business Park
Golfshire, The Sheraton Bengaluru Whitefield in Prestige Shantiniketan and the Hilton Hotel. However, this continues to be a lucrative segment that remains largely untapped. The rates in the CBD area in Bangalore are currently stagnant because of a space crunch to develop more. However, the number of rooms in branded hotels in the CBD area should increase by 25% in the next 5 years. Central Bangalore, which once represented the entire city, has long since reached its limit in terms of property price and supply. With many business hubs being formed in the peripheral areas like Whitefield and extended suburban districts like Outer Ring Road, supply of hotels in these areas has increased rapidly. As the city extends with more and more MNCs coming up in the peripheral areas, we see migration by people to these areas to be closer to their places of work, especially given the bad traffic conditions that rule Bangalore. Presently, in the peripheral areas, there is more supply than demand. However, over time, only the best will survive. The peripheral areas are experiencing more profitability than the CBD area currently. Going by the recent trend, the future demand will be more for upscale and mid-market hotels than luxury ones.
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our thoughts on incoming tourism
Bangalore was earlier popular as a tourist destination because of its unique climate and its close proximity to historical locations like Mysore, Srirangapatna, Belur, Halebidu etc. In
ONE OF THE UNIQUE FEATURES OF THE HOSPITALITY INDUSTRY IN BANGALORE IS THAT IT RELIES GREATLY ON THE IT AND ITES SECTORS WITH A GREATER RATIO OF FOREIGN GUESTS AS CLIENTS, THEREBY MAKING IT MORE SUSCEPTIBLE TO GLOBAL ECONOMIC CHANGES THAN MANY OTHER CITIES IN INDIA. recent years, Bangalore has not marketed its tourism enough. The city has a rich culture and heritage but this has not been maintained. Moreover, the infrastructure here does not fully support the promotion of tourism. The Government over the years has tried to implement various measures for increasing tourism with The Golden Chariot and more recently, the ‘Hop On Hop Off’ services. While these are excellent initiatives, they have unfortunately not found much favour with the people and are struggling to make their mark. Bangalore today is essentially a city of students and working professionals. People mainly visit the city for professional reasons. HS by JYOTI BALANI
GM SPEAK
JW Marriott Mumbai plays host to the Mumbai Film Festival For a big ticket event in any city, it is prestigious for a hotel to join hands and support an activity that enjoys the goodwill and expectations of its citizens. The 16th edition of the Mumbai Film Festival was one such opportunity that was seized upon by JW Marriott. Here we talk to the hotel’s GM on the why and how?
Q &A Pavithran Nambiar
General Manager, JW Marriott Hotel Mumbai
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hat made you decide to support this festival?
JW Marriott Mumbai has a long standing relationship with the Bolly wood community. We are also popularly known as the ‘Bollywood hotel’ as a variety of movie shoots, launches, music releases and press conferences take place at JW Marriott Mumbai. The hotel has also earned an iconic status amongst this influential group to be the preferred choice for shoots, media interviews or to enjoy a quiet meal. How we decided to support the Mumbai Film Festival is a funny story, to be honest. I got a call from Anupama Chopra on a Saturday night explaining the concept of the festival and seeking our support with 500-odd room nights, banquet spaces and a few boardrooms. That was quite an unexpected business call for a Saturday night with a massive demand! I got the rest of the details from her the coming week, worked out a good package and decided to host the festival, building on our powerful relationships with the Bollywood community and backing them with this unique festival in Mumbai.
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hat does it mean as business to the hotel, to do so?
The decision of supporting MAMI
wasn’t a commercial one; it was done to support the Bollywood community. The hotel was abuzz with great energy and our restaurants were quite busy contributing to the F&B revenue.
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hat was the extent of the MAMI usage of your services – what all did you get to doing for them?
We provided them with rooms and meeting rooms. There is an upcoming board meeting scheduled for them as well. They had a banquets requirement but we couldn’t assist them since our banquet spaces are undergoing a softrefurbishment.
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re there any highlights you can share with us - from you, or your team members?
It was a big thrill for the entire team to have Hollywood celebrities like the graceful Catherine Deneuve and Karl Penn in the hotel.
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re you game for the next year’s program?
The Mumbai film Festival is a great event and we will continue to support it. The feedback from the delegates was good and positive, and the buzz was electric. We will love to host it again.
I got a call from Anupama Chopra on a Saturday night explaining the concept of the festival and seeking our support with 500-odd room nights, banquet spaces and a few boardrooms. That was quite an unexpected business call for a Saturday night with a massive demand! I got the rest of the details from her the coming week, worked out a good package and decided to host the festival, building on our powerful relationships with the Bollywood community and backing them with this unique festival in Mumbai.
34 HOTELSCAPES • November 2014
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GM SPEAK
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ow does JW look upon similar such activities – after all this is another aspect of playing hosts to events.
We at JW Marriot t Mumbai are firm believers of bringing value to events to a city and playing hosts to events of such nature. There are a variety of events held globally and the most valuable visitor to a country on a spend per day basis is the attendee of conventions and exhibitions. The Mumbai Film Festival is one such important event. Hosting events for a countr y is an important economic objective and drive. They bring people to a destination who wouldn’t otherwise visit and they drive economic value to the transport industry, hospitality industry, event management companies and the entire eco-system of businesses which support these industries. It is for this reason that so many countries in the world fight tooth, nail and coin to create such events. For instance, why is it that Cannes will never let go of its film festival?
HOSTING EVENTS FOR A COUNTRY IS AN IMPORTANT ECONOMIC OBJECTIVE AND DRIVE. THEY BRING PEOPLE TO A DESTINATION WHO WOULDN’T OTHERWISE VISIT AND THEY DRIVE ECONOMIC VALUE TO THE TRANSPORT INDUSTRY, HOSPITALITY INDUSTRY. As an important player of the tourism industry, it is our responsibility to support these events whenever they may happen.
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ow many such events do you host - please share some of these details?
We also hosted the first-ever Food Blogger Awards in association with the Food Bloggers Association of India in 2013 which honoured influential bloggers in the food industry. It was a massive gathering of more than 300 food bloggers under one roof with culinary influencers like Rashmi Uday Singh, Kunal Vijayakar and Rushina Munshaw amongst others. It showcased our commitment to the
power of emerging new media and social media platforms. We will be hosting the 2nd edition of the Food Blogger Awards on 2nd November 2014 with a unique addition of panel discussions and short presentations.
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ow does the hotel cope with such big ticket events – in terms of teams, manpower, logistics, etc
JW Marriott Mumbai has been around for the past 12 years and has significant expertise in hosting large scale corporate events, weddings, social functions and events. A lot of corporate honchos, Bollywood celebrities walk in and out of the hotel everyday; hence it is business as usual for us. HS November 2014 • HOTELSCAPES 35
DE S TIN ATION INDI A
MakeMyTrip launches training programme in Andamans and Bhutan Plans further roll-out to develop Travel & Tourism industry workforce in key holiday destinations.
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akeMyTrip, India’s leading Online Travel Company has launched customized training programmes in key tour ist des t inat ions for India ns . T hese tra ining programmes have been launched with an aim to strengthen the soft skills of various stakeholders in the local travel and tourism industry. The company recently conducted a customized 5-day training programme in Port Blair and Havelock (Andaman) in collaboration with the Andaman Chamber of Commerce and Industry. This was followed by a 2-day programme in Bhutan in collaboration with the Tourism Council of Bhutan (TCB) and
training of nearly 500 participants in both the destinations. The programme conducted in Port Blair and Havelock (August 27th – 31st) was customized to suit individual requirements of four groups in the region’s T&T Industry – local boatmen, hotelstaff, tour escorts and drivers; while the training conducted in Bhutan (September 5th – 6th) focused on guides and drivers. The programme received an enthusiastic response – 317 participants attended the training in Andamans, while there were 175 attendees in Bhutan. Speaking on this initiative, Mohit Gupta, Chief Business and Marketing Officer, MakeMyTrip said, “MakeMyTrip is committed
MAKEMYTRIP IS COMMITTED TO DELIVERING A SUPERIOR CUSTOMER EXPERIENCE. TO HELP ADDRESS THE SPECIFIC REQUIREMENTS OF INDIAN TRAVELLERS, WE FOCUSED ON TWO OF THE MOST POPULAR DESTINATIONS FOR INDIAN TOURISTS – ANDAMANS AND BHUTAN. Guide Association of Bhutan (GAB). Designed to strengthen the soft skills of various stakeholders in the local travel and tourism industry, the training programmes will help them cater better to the emerging needs of Indian travellers. Through an interesting and interactive module, MakeMyTrip under took the
to delivering a superior customer experience. To help address the specific requirements of Indian travellers, we focused on two of the most popular destinations for Indian tourists – Andamans and Bhutan. Given the immense potential for future growth we identified an urgent need to develop skilled workers in this sector. The outcome of the launch
36 HOTELSCAPES • November 2014
of these customised training programmes is to build skilled human capital in the local Travel & Tourism industry.” The programme conducted in Por t Bla ir a nd Havelock focused on imparting practical knowledge to the attendees. The format was highly interactive w ith role -plays a nd Q & A sessions supported by videos and presentations. The attendees for this training were from Havelock Boatmen Association, partner Hotels and MakeMyTrip’s local ground handlers. The training curriculum for Bhutan focused on the philosophy of Atithi Devo Bhava and how to create “m e m o r i e s u n l i m i t e d ” f o r Indian travellers to the country.
Both programmes concluded w it h respec t ive industr y bodies (Andaman Chamber of Commerce and Industry, and Tourism Council of Bhutan) issuing certificates to all the participants. Mohit added, “The program has already benefitted nearly 500 travel-industry professionals across Andaman and Bhutan. Seeing the tremendous response to this initiative, we will roll out this programme in other prominent tourist destinations. We are grateful for the support received from Tourism Council of Bhutan, Guide Association of Bhutan and Andaman Chamber of Commerce and Industry in making this initiative a success.” HS
CHEF PAGE
How the new world cuisine evolved?
Chef Nishant Choubey Head Chef Bird Hospitality Group
“The new world cuisine has evolved as a step further for chefs to understand the need of novelty. It’s modern new and trendy food which creates excitement for both the guests and the chefs. I say that it has suppressed the hard core fact that fusion cooking is total confusion. It all began when the search for pepper and other spices brought the first Spaniards and other Europeans to the New World in the late 15th century. They didn't find any pepper, but they discovered chilies, squash, corn, tomatoes, potatoes, turkey, chocolate and vanilla and took these foods back to Europe. These foods from the new world revolutionised Spanish cooking; in fact, many of the foods that we consider to be the very foundation of European cuisine were not known in Europe until after the discovery and exploration of the new world. Of course, what the Old World brought to the New World--apples, pears, peaches and livestock was extremely important also. New World exotic were sent to Spain as novelties and for agricultural exploitation. But once tomatoes had taken root in Italy, once cattle provided beef and gave milk in Mexico, and then local cooks put these wonderful new foods to new uses. And the world changed. This is how the new world cuisine evolved. ”
Chef Nishant Choubey, graduated from IHM Bhpoal in the year 1999. He started his career with Taj Coromandel, Chennai and worked there for two years. Later on he joined Oberoi’s Jaipur and worked there for another two years. Then, after working with Jumeriah group in Dubai for three years, came back and worked with Olive for almost two and half years. Before joining in as the head Chef at Bird Hospitality he was working with Cibo as the executive chef for 2 years. Chef Nishant Choubey was one of the Chefs's who were sent to John folse culinary Institute, New Orleans, Lousiana for three weeks long training in Southern US cuisine under SUSTA food utilization programme in 2010. He is now the Executive chef for the entire hospitality wing of Bird Group including Dusit Devarana and Iskate and all the endeavors under the banner. 38 HOTELSCAPES • November 2014
GUEST COLUMN
Anil Bhandari
Chairman, AB Smart Concepts
Chefs as a career prospect The growth of the hospitality industry in India and internationally has led to a growing demand for professional chefs. For a food lover with a interest in cooking, writes Anil Bhandari, Chairman AB Smart Concepts, this a good career option today as there is a good demand for chefs in India as well as abroad.
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ooking is a specialised art as well as a craft. A creative, artistic, practical and scientific mind is a chef’s asset. Cooking is a l l ab out under s ta nd ing ingredients, techniques, flavours and nutrition. He has to have knowledge not just of preparing and cooking food but also of its presentation and marketing. The chef is like an ar tist who makes his dish appealing, colourful and tasty as an artist colouring his pa inting or a musician playing his notes. Like a scientist, he proceeds scientifically to prepare a nutritious meal. He also needs to have the knowledge
of how to preserve food and raw stock. Like a financial analyst and human resources manager, he has to control cost, inventory and finances to ensure profitability of the enterprise. Culinary schools offer courses to acquaint novice chefs with the basic skills but the training begins after schooling as only hands-on experience teaches them the skills of the profession. Presently there are 29 Institutes of Hotel Management and 5 Food Craft Institutes run with support from the Ministry of Tourism. There are also a large number of institutes in the private sector and others run by hotel companies.
A one-year training programme at a catering college provides the skills needed for creating bakers and tandoori chefs. A 3-year programme leading to a degree or diploma from a management institute imparts knowledge about management in addition to cooking expertise. The Indian food services market, organised and unorganised, was ` 247,680 crore in 2013 and is projected to grow to `408,040 by 2018 at a CAGR of 11%. Within this, the unorganised market holds a 70% share with an estimated market size of `172,685 crore. The organised market (chain and licensed standalone
outlets) is estimated at ` 67,005 crore in 2013 and is projected to grow at a CAGR of 16% to reach `145,770 crore by 2018. Growth opportunities in the hospitality sector are immense. Last yea r - end, according to Ministry of Tourism India has over 200,000 rooms in the hotel and guest-house categories. In view of the estimated growth in foreign tourist arrivals an additional 100,000 hotel rooms will be required by 2020. Consequently, international hotel chains have major plans to expand their brands in India. As a result, manpower requirements of the hotel industry will increase from the 15 million mark in 2010 to 37 million by 2020. This development will lead to a marked increase in employment opportunities for chefs. The Indian hospita lity i ndu s t r y i s h ig h ly lab ou r intensive but the availability of trained chefs, managerial staff and other support staff is low. According to a study by the Ministry of Tourism, the current supply of skilled/professional trained manpower is estimated to be -9% of the total manpower requirement. Given this shortfall of quality manpower and high attrition rate of 20-25%, the cost of labour is high. To bridge the demand-supply gap, players are currently hiring in huge numbers and increasingly investing in inhouse training programmes. A h ig h ly r e sp e c te d a nd lucrative profession, a new entrant to a hotel or restaurant, as commis 1, gets about ` 10,000-15,000 per month. Depending on his skills in creating dishes, his income can go up to ` 50,000 - 60,000. An Executive Chef’s salary can be between `11/2 -2 lakh while a Corporate Chef’s salary can range from ` 8 lakh to ` 10 lakh per month. Foreign chefs are being paid `8-10 lakh for their expertise in the kitchen. HS
November 2014 • HOTELSCAPES 39
SUPPLIER PERSPECTIVES
Working towards a flawless hospitality experience Hospitality in different sectors evolves with each passing day and one of the major contributions in this evolution has been made by the suppliers in the industry who keep working on improving their products to offer a better experience to the guests visiting the hotel. Different suppliers in their own sectors believe that a lot has been achieved but there is a long road to cross when it comes to matching the international standards of services. Hotelscapes talks to some of the leading suppliers in about their offerings to the industry, new innovations and more.
Offerings to the Hospitality Industry
Offering complete bathroom solutions to hotels at various levels, Jaquar’s passion for perfection makes it one of the most preferred suppliers for hotels when it comes to showers and faucets and more. They have a wide range of product offering with different categories for luxury, budget as well as mid-segment hotels, keeping their budgets in mind. Dev Malhotra, Group advisor – Sales & Marketing, Jaquar, further
adds that. “Jaquar as a company has moved forward from just being a product centric company to a solution providing company. Primarily Jaquar offers ‘Complete Bathing Solutions’ and ‘Complete Lighting Solutions’ to the public i n ge ne ra l a nd Hospit a l it y Industry in particular. Bathing Solutions are available at different levels depending on the standard of the hotel. From Budget to Premium Hotels, Brand Jaquar provides a vast range of designs in Faucets, Ceramics, Accessories,
Showering Systems, Flushing Systems, Shower Enclosures and Wellness products like Bath Tubs, Whirlpools, Steam Cabins and Spas. For Luxury Hotels, Brand ‘ARTIZE’ brings luxury collection of Faucets, Showers and Wellness products. Jaquar Plus is the support provided at the time of installation, pro-active approach in conducting periodic service camps with the maintenance team of the hotels and training of the house keeping employees teaching them the correct way of
cleaning and maintaining bathing products,” he says. The Indian ma rket is witnessing a rise in the hospitality sector with many domestic as well as international chains opening up in the country. Not just in metro towns but also in tier 1 cities and the NCR. These projects are extensively using the
Dev Malhotra Group advisor – Sales & Marketing, Jaquar
Jaquar understands the requirement at different price points and provides solutions. At Jaquar, even entry level products come with the same quality assurance and service back up as the premium and luxury products would be.
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SUPPLIER PERSPECTIVES
Sandip Somany JMD, HSIL Limited
services of architects and interior designers and product designs of international standards are a priority given the clientele they attract. With the same thought, Sandip Somany, JMD, HSIL Limited says that the growing demand from hospitality and real estate sector is creating tremendous opportunities for various sanitary ware players. “This demand has given us the opportunity to explore avenues with a wide product spectrum ranging from sanitary ware to wellness and faucets. Brand Hindware, offers the largest bathroom products basket in the market, which includes, sanitary ware, faucets, wellness, tiles, kitchen appliances, designer extractor fans under Hindware Italian Collection, Hindware Art and Hindware. The brand caters to the high-end premium products requirement. Brands like Amore (wellness) and Vents (extractor fans), too fall under this premium positioning. The international brand, Queo, Barwood, UK deals in luxury sanitary ware, designed by renowned product designers
offering superior craftsmanship& contemporary designs. Queo products are manufactured in Europe.” Distribution and management of inventor y is a lso a huge challenge for any hotel. Making it an automatic system with integrated technologies, RezNext offers an intelligent distribution platform to hotels which can help them decide which rooms to sell at what rates and when. Along with this it also helps the hotel in marketing itself through its website. Talking about the innovations that they offer, Mike Kristner, Chief Executive Officer, RezNext Global Solutions says, “RezNext offers a comprehensive integrated distribution solution su ite t ha t a dd r e s s e s eve r y gap in the hotel distribution operations today. If you look at how the hotel’s room reservation department functions, there is inventory and rates that the hotel needs to sell through both third party demand generators and through their own website. The manually managed reservation process is cumbersome and
inefficient. ReX, our intelligent Distribution Platform plugs this gap, allowing hoteliers to automate their inventory flow and receive their bookings from the distribution channels back into the hotel PMS. Intelligent distribution involves automation and revenue and marketing intelligence in terms of what rooms to sell at what rates and who to sell what to.” “We have introduced India’s first guest centric Internet Booking Engine that has unique features like multiple room type booking, a consumer friendly shopping car t and promo codes. Our booking engine is also powered with real-time distribution technology. Another area of focus in the hospitality industry is the ability to respond back to market dynamics in real-time. We have built ReD, our distribution intelligence application, to form the backbone of reservation operations helping senior management in hotels measure, monitor, analyze their key performance indicators and take intelligent decisions in real
Today, the Indian market is on a growth trajectory. Rapid rise in urbanization, projected infrastructure growth are good news for the industry. The main challenge probably will be of skilled manpower.
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time on the go. In addition to this we also provide campaign management, online reputation management, content distribution services, revenue consulting, marketing services, and a unique BriDge program that lets hotels connect to several channels covering OTA, B2B travel agents, consolidators and wholesalers,” he further adds. Heat i ng ve nt i lat ion a nd a ir conditioning is a nother maj or s e c tor whe r e ho te l s need to be careful about 100% performance along with least energy consumption. This is where Mitsubishi Electric plays a wide role with their range of product offerings to serve a flawless experience to the guests at the hotels. They offer a wide range of products in different sectors, from air conditioning, to dryers, ventilators and even for water supply. Elaborating f u r t h e r o n t h e i r r a n ge o f
November 2014 • HOTELSCAPES 41
SUPPLIER PERSPECTIVES products, Takashi Nishikuma, Director and Business Unit Head, Mitsubishi Electric India, says, “For Air Conditioning Products, Mitsubishi Electric is offering 10 0 % inver ter driven scroll compressor based VRF system. These systems give high reliability with the high part load efficiency. High part load efficiency will help to save running cost during lean occupancy period. Reliability and running cost saving are important aspects in the hospitality industry. Another product named, Jet Towels is a hand dryer which uses air at very high velocity to dry hands in few seconds. This product can reduce the use of paper towels that leads to savings in running and also helps to maintain the cleanliness of the wash rooms. This product can be used for the Green Initiative activities in existing hotels. Forced Ventilation is required for maintaining the indoor air quality and the comfort level in hotel rooms. Mitsubishi Electric is offering heat recovery ventilation products which can maintain
the indoor air quality, without losing the air conditioning effect. We also offer heat pump system which can supply hot water up to 70 degree Celsius by using 100% inverter driven scroll compressor. This heat pump system needs only 25% of the energy required by electrical heaters or gas/ fuel fired boilers.”
New Innovations
As the demands of the guests keep growing, the suppliers also need to evolve their products to meet the changing requirements and innovate further with a view to save the environment and other social issues. Talking about the same, Somany says, “There are two basic growth and demand opportunities that lie in this sector. Premium or luxury and eco-friendly, water saving. In sum a combination of good design and intelligent use of technology. From our brand stable we offer a wide range of both, with specific focus on innovative flush technology which will improve f lushing efficiency using less water. Double
Syphonic, Wash Down, Syphonic Jet are some of the technologies which we are already offering in our products. Urinals with Auto cistern to Water less urinals are also part of our product offering.” He further adds, “In the faucet space too, water saving is a key priority. Using ‘aerator’s’, a tiny device which when fitted inside the spout, reduces the flow of water by mixing it with air, with no noticeable effect to the user but consumes water. An estimated 9 litres (approx.) of water can be saved per minute by using this device, depending on faucet designs. The two-step faucet is another significant innovation. It includes ‘eco click’, a water saving feature. The cartridge offers subtle resistance as it reaches approximately half of its full flow capability, saving water. For increased flow the ecoclick feature can be overridden.” Wi t h a t ho u g ht t h a t developing new products is a way of life at Jaquar, Malhotra says that keeping things simple for the Hotel Guests to understand
and operate with ease is the key requirement for any product development. Jaquar is looking at innovations in design and different finishes coupled with water saving and power saving effectiveness of the products. Seeing themselves as service providers and not just hardware sellers, Hafele is another brand which holds an inherent core competency in access control systems and door hardware. Prasanta Bhattacharjee, National Manager Hospitality, Hafele says, “70% of the hotels falling under the hospitality segment in India belong to international brands like Hyatt, Marriott, S t a r w o o d , A c c o r, H i l t o n , Carlson, Dusit, Four Seasons Etc. Indian 5-star hotels like The Taj, Oberoi, Park, etc. are at par with these international brands following global standards. So looking at the overall hospitality
Mike Kristner
Chief Executive Officer, RezNext Global Solutions
We have introduced India’s first guest-centric Internet Booking Engine that has unique features like multiple room type booking, a consumer friendly shopping cart and promo codes. Our booking engine is also powered with real-time distribution technology.
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42 HOTELSCAPES • November 2014
SUPPLIER PERSPECTIVES
Takashi Nishikuma Director and Business Unit Head, Mitsubishi Electric India
scena r io there is not much that hotels in India lack in. For hardware companies like us, the hospitality sector presents great opportunities with the number of upcoming projects. However one major limitation faced by industries like ours currently is the Chinese invasion with respect to the product as well as the price range. These Chinese products may be at par with other brands in the market on account of features and benefits but they lack in quality standards and have no service backing.” Hotels welcome new innovations in the distribution and inventor y management system as these are the main source of revenue for them. Expla ining the innovations required in this sector, Kistner says, “ T he present a nd t he immediate future will see a strong focus on customer segmentation for business operations and personalization for consumers. Both of these will increase the dema nd for a rea l-time distribution environment where hotels have complete control
over who they are selling to and what they need to provide to each of these segments from a personalized offering and service perspective.” Talking about the future practices, he adds, “Hotels will also strengthen their focus more on their website. While deals will continue to drive booking volume, hotels will rely on their website to sell their rooms, their brand and ancillary services which w ill dr ive revenues . Integration and collaboration is also a need and this requirement in the technology space will continue to grow with hotels wanting to have their systems talk to each other within their environment and with their strategic partners outside of their company, leading to adopting an internet of things model.” M it subi sh i E le c t r ic ha s always been working towards more innovative and efficient products to save energy and provide efficient products. They a lso keep the env ironment conser vation thought in mind while working on their
innovations. Nishikuma says, “We have introduced an integrated system for air conditioning a nd ho t wa t e r ge ne ra t ion . This system recovers the heat rejected by the air conditioning and utilizes the heat to heat water. This highly advanced and energy efficient system has the ability to heat water even if air conditioning is not used. These units can heat water up to 70 deg. Celsius. This dual purpose system shows our commitment to t he env ironment by maximum utilization of available energ y. Mitsubishi Elec tric has introduced a thermostat with human occupancy sensor, humidity sensor, light sensor and temperature sensor. All these sensors in single system enable to the maximum efficiency without compromising the comfort.”
Matching the International Standards
On one hand where some sectors believe that India is not lacking behind in any sense when it comes to matching the international standards, on the other hand,
We plan to educate all the stakeholders to give confidence by technically showcasing our new products. We had established 3 technical centers where the customers can experience and review the latest technologies.
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other sectors say that it is just budding and raising it standards to come to that level. Similar to the latter thought, Kistner says that online distribution is in a nascent stage in India. “We believe a larger exploitation of the online market is yet to happen. While large hotel chains are seeing the momentum on this front, the 2 to 4 star sector is yet to tap the potential. This is where our technology comes into play. We offer a simple plug and play business model that budget hotels can leverage to quickly get online and see the benefits immediately.” When it comes to sanitary ware, Malhotra from Jaquar delightfully says, “It is indeed a great pleasure to see that Indian hotels are not lacking behind in competing and providing international standards. The compa rison of course must be seen as apple to apple. One
November 2014 • HOTELSCAPES 43
SUPPLIER PERSPECTIVES can’t expect a basic two star Indian Hotel to provide 5 star International standards. The tariff too commensurate accordingly. This is where Jaquar understands the requirement at different price points and provides solutions. At Jaquar, even entry level products come with the same quality assurance and service back up as the premium and luxury products would be.” When it comes to electronics and air conditioning, then there are various points that one needs to keep in mind to match the international standards. Explaining the same, Nishikuma says, “ Indoor a ir qua l it y is not a major priority in India. Mitsubishi Electric is expecting a major change in the way the air conditioning system is designed in future to meet the indoor air quality as per the international standards. Anticipating this change, we have introduced our heat recovery systems for energy efficient ventilation. Safety of the electrical equipment, especially the chance of originating fire
from electrical equipment is not even a criterion in equipment selection. As per the Global standards, Mitsubishi Electric supplies air conditioning units with all electrical parts covered in a metal boxing. This prevents any chance of fire originating from loose electrical connections over a period of time.”
Changes & challenges
The different sectors which serve the hospitality industry are changing and along with the evolutions, new technologies and other changes they bring out a number of challenges that need to be taken care of. These can be dealt only when the hotels and suppliers work hand-in-hand, understa nding each other ’s requirements and problems. Ta lk ing about t he sa nita r y market, Somany from Hindware says, “The Indian sanitary market accounts for around 8% of global products and has been growing at 12.5% since 2010, as per several industry reports. This scenario promises a healthy competitive
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environment as with rise in brand consciousness among consumers, the organized sector receives a positive impact. Today, the Indian market is on a growth trajectory. R apid r ise in urba nization, projected infrastructure growth are good news for the industry. The main challenge probably will be of skilled manpower. Labour shortage is a big headache. We as a company are investing in training designers and plumbers in partnership with the Indian Plumbing Skill Council (IPSC) and NAAC. The aim of this association is to train and certify 12,000 plumbers who in turn will train 1.2 million plumbers in the next nine years. These certified plumbers will be acquainted with the latest product technology, right installation required for a modern bathroom, so that plumbing issues will amplify the joy of using a modern day bathroom product for the user.” Working tota lly towa rds serving a seamless experience to the guests, Kistner from RezNext believes that personalization
Prasanta Bhattacharjee National Manager Hospitality, Hafele
For hardware companies like us, the hospitality sector presents great opportunities. However, one major limitation faced by industries like ours currently is the Chinese invasion with respect to the product as well as the price range.
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is the need of the hour. “Guest preferences provided at the time of bookings needs to be met by the hotel without any glitch. Hotels should have the room ready in advance with all the booking information received and available in their system, so that a customer is not asked to wait before he/she checks in. A realtime distribution environment allows for better customer service. Another area is with the booking experience. Being able to book real-time inventory and receive a confirmation directly from the hotel is of great value to the customer. Real-time distribution technology facilitates this. Guest information available in the hotel is a valuable asset for the hotel. Analyzing this will help them understand their guests better. The convergence of a customer’s requirement from the profile tied to a promotion, delivered at the point of booking on a hotel
SUPPLIER PERSPECTIVES website, will help hotels market intelligently to their guests and give them what they want. This will help transform customer service.” Wi t h t h e i r i n n o v a t i v e approach, Mitsubishi Electric has been introducing new and integrated technologies for the hotels to serve a seamless exper ience to the guests . But Nishikuma believes that hospitality industry is normally not the early adopters of latest technologies in heating ventilation and air conditioning systems. “We feel that this may be because of fear of failure and the high cost of replacement incase of failure of new technology. We plan to educate all the stakeholders to give confidence by technically showcasing our new products. We h a d e s t a bl i s he d t h r e e technical centers at NCR region,
“THE FUTURE WILL SEE A STRONG FOCUS ON CUSTOMER SEGMENTATION FOR BUSINESS OPERATIONS AND PERSONALIZATION FOR CONSUMERS. THIS WILL INCREASE THE DEMAND FOR A REALTIME DISTRIBUTION ENVIRONMENT WHERE HOTELS HAVE COMPLETE CONTROL OVER WHO THEY ARE SELLING TO.” Mumbai and Bangalore where the customers can experience and review the latest technologies. We also extend our training to the maintenance staff from hotels in our technical center for increasing the confidence and knowledge level.” Since the hospitality sector is ever growing, there is a lot of competition brewing in this market. In this scenario, it is the
service approach of Hafele that sets them apart and makes them a preferred partner among their clients and prospects. “ To b e a b l e t o s u p p o r t the quality standards of our products, we have established a host of in-house service teams who ensure that our solutions br i ng i n su s t a i nabi l it y for our clients. We get involved f rom t he ver y s ta r t of a ny
hospitality project by providing consultative designing services. This is followed by technical scheduling of our hardware and products to ensure that the client gets a healthy mix of our innovations within the allotted budget. During the installation a nd implementation pha se, our team of technical experts go e s on site to prov ide a l l necessary installation guidance and support. We continue to connect and interact with our clients in case there are any modifications required on site after our hardware and products are installed. Finally, our team of business development experts are constantly in touch with developed projects to abreast them with latest innovations that Hafele has in the offering,” adds Bhattacharjee. HS By NIKITA CHOPRA
November 2014 • HOTELSCAPES 45
PRODUCTS GROHE creates an oasis of well-being for the whole family
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ad loves invigorating showers in the morning, mum relishes relaxing baths after work and the whole family enjoys going to the sauna together at the weekends. To satisfy this variety of preferences, GROHE has come up with a conceptual design of a spacious bathroom including a spa area. All elements are optimally arranged in this 20 square metre room, maintaining a sense of generous proportions even when used by more than one family member at
once. A sliding glass door provides access to the family bathroom from the master bedroom and the interior design styles of the two areas are coordinated. White tiles and ceramics dominate the decor but the bathroom has a cosy and homely feel
Pergo presents Luxury Vinyl Tiles Collection
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ergo is recognised around the world as a leading innovator of high quality laminate flooring. Pergo first introduced and invented laminate flooring 35 years ago and has been refining its qualities ever since. Now they unveil the latest Vinyl Flooring Collection. Pergo has always aimed at providing the best flooring solution to its customers for both living and commercial areas. It now launches Vinyl Planks & Tiles and is moving ahead to get floored in wet areas as well. Pergo Vinyl flooring is coming up with fourteen different designs in two quality levels i.e. Optimum & Premium. www.pergo.co.in
DP Pumps launch Horizontal monoblock pumps
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P-Pumps launched its new Horizontal monoblock pumps DPHMC series on 5th November 2014. This series is useful for villas, irrigation, transfer application. The event was held at PYC Deccan Gymkhana, Pune in presence of Michael Schneider, Managing Director of DP-Pumps along with Arno Jansen, Controller Finance of DP-Pumps & Nitish Phansalkar, Sr. Area Manager for Central Asia. The purpose of the event was to enlighten the consultants from Pune region about energy efficiency of the new product and advantages of the same over competition as well as local brands. Saurav Ahuja, Sr.Engineer Marketing Northern Region welcome the audience and brief the outline of the event. Michael briefed the audience
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about DP-Pumps and it’s role and presence in Indian market. He assured the audience that DP is serious in Indian market and has service team as well as stocking arrangement for the Indian market.
thanks to the use of wood panelling, stoneware tiles on the floor and shell limestone on the walls. Bright pastel colours accentuate the natural appeal of the space which offers a view of the garden through another sliding door.
Now make your guests linger as they feel secure while staying with you!
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ZONE, a trusted and leading Security Solutions provider, offers its high-tech digital hotel inroom Safes for the hotels to provide convenience and greater level of security experience to their guests by ensuring top-grade security of all their valuables. Bring Ozone Digital Safes for in-room usage and let your guests enjoy their holidays without any worries. These safes can be operated by using 4-6 digit user code set by the user and also feature an audit trail function that records the last operation details for enhanced security. www.ozonehomz.com or call Customer Care at 9716500300 or Email at ozone@ozonesafes.com
PRODUCTS Roca’s new collection of Open Faucets exudes unparalleled sophistication in design while saving water
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oca, with a century old legacy of innovation in the bathroom space, and a presence in more than 135 global markets has launched an exclusive range of designer Open Faucets. The faucets not only exemplify sophistication in form but also reduce water consumption. The Basin Mixer and High-Neck Basin Mixer are an epitome of style and utility. They allow you to look at, touch and feel the water as it flows, thus letting you enjoy the sheer sensations it can exude. These faucets ensure maximum water saving and set a higher benchmark in bathroom solutions. The open basin mixers give users a new and unrivaled water experience with their high-quality finish and stellar, original design. They enable a “through the hole” and “rain” experience with the handle at the back that prevents the water from staying in the handle. The Open Faucet collection reiterates Roca’s unsurpassed commitment to offer modern bathroom solutions ensuring sustainability and well-being. The OPEN - Basin mixer with pop-up waste is priced at `46,000. The OPEN- High-neck basin mixer with pop-up waste is priced at `64,000.
Legendary Single Malt Whisky Aberlour debuts in India To be first available at Duty Free stores at Mumbai and Delhi airports
Pernod Ricard India launched Aberlour; one of its most awarded Single Malt Whisky. The launch entails the introduction of the entire range Aberlour 12 YO, 16YO and 18 YO, exclusively available in duty free stores of Mumbai & Delhi. The whiskies of Aberlour are long regarded by enthusiasts and connoisseurs alike as one of the finest single malts being produced today. Aberlour is a definitive example of single malt crafted for excellence. The expert crafting of spirit and cask has created a range of superlative single malt whiskies with layers of complexity and velvet richness. Aberlour distillery produces a spirit of exceptional quality, boasting characteristics that are clean, crisp and fruity with striking depth. Price at Mumbai and Delhi airport $53 - $111.
McCain menu advantage becomes more versatile with new ‘Veggie Fingers’
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cCain Foods, the world’s largest producer of frozen french fries and appetizers, offers a wide range of innovative and profitable menu solutions for every segment of food service business. McCain Foods India Pvt. Ltd, the Indian subsidiary of McCain Foods Canada, has unveiled a new, veggie delight that will add sparkle to menu as well as revenues. McCain Veggie Fingers stuffed with corn, peas and carrots in a crunchy coating is a delightful addition to restaurant and food services menu. These funky fingers are the latest addition to the current ‘Veggie’ range of McCain Veggie Nuggets and Veggie Burger Patty. McCain Veggie Fingers are not only great to be eaten by themselves but are also amenable to culinary innovation by imaginative chefs. It can be served as a tempting appetizer, a delicious mini meal, or used to make Veggie Finger Hotdog or Kathi Roll and more.
Premium linen collection by N.Kumar & co.
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it h t he a i m of e xcel l i ng , N.Kumar & Co. is targeting at becoming a premium supplier of linen commodities for the hospitality industry. They specialise in a variety of essential supplies for hotels, spas, hospitals and more. Going beyond the basic amenities of towels, bed sheets, bathmats and pillow covers, the brand offers an extensive range
of high end products for the hotel industry. This includes duvet and duvet covers, bathrobes, swimming pool towels, shower curtains and mattress protectors. They aim to provide fast service, good quality and competitive rates to their customers. The price is on request. For more information email: info@nkumarlinen.com
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NEWS SNIPPETS: DOMESTIC
Madhubhan Resort and SPA celebrating five years of excellence
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nown for its long-standing grandeur, pristine outdoor recreation, privacy, and uncompromising standard of service, Madhubhan Resort and SPA has completed five years of grand excellence in the hospitality sector. Through the years Madhubhan Resort and SPA has served as a one stop destination in the divine land of Gujarat, for the business and leisure travellers from across the globe, who enjoy an unforgettable experience in wellness and hospitality. The ethno-contemporary resort reaches the five year milestone and remains true to its cultural heritage with each expanding horizon. With focus on the rich history and traditional activities the resort offers a host of facilities for guests; from indoor games to outdoor sports, from shopping or sightseeing to relaxing at the Madhubhan Spa & Naturopathy, there are activities for every gender and age. Nestled in the lush landscaped gardens with pavilions and courtyards, Madhubhan Resort and Spa also houses a haven called Rejou- The healing Spa & Naturopathy, the perfect place to relax, unwind and get away from the outside world. Here the soothing aromas of fragrant herbs and spices compliment the beauty of natural surroundings giving you complete relaxation and rejuvenation. HS
Hotel Formule1, the ‘Rest Assured’ brand announces the launch of 24*7 toll free number 1800 313 1223
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ims to become more accessible and enhance customer experience. Staying true to its brand promise of being a ‘Rest Assured’ hotel, Hotel Formule1 has announced the launch of a central ‘toll-free’ number to make booking for its customers easy and rest assured. The 24*7 toll free number – 1800 313 1223 aims at creating a
connectivity bridge between the hotel and its valued customers across the nation. Commenting on the launch, Philip Logan, VP, Hotel Formule1 India, said, “We understand that in today’s fact paced and digital savvy world, time is a luxury which should be treasured dearly. Designed to make the process of booking a room faster, simpler and
Spa by the Baradari@ Ranbanka Palace
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he ‘Spa by t he Ba rada r i’ ha s been commended for its signature therapies. The scent of the kewara greets you as you enter this haven of tranquility. The Spa at Ranbanka palace offers a complete bouquet of re-energizing and revitalizing packages. It’s an oasis of serenity a real delight for the senses, rejuvenating, detoxifying, enhancing packages that allow you to relive the days of royal glory. What could be more agreeable than relaxing in a bath full of flowers, with the scent of roses regaling your senses into absolute bliss? Take yourself on a journey of transformation as you indulge your mind, body and soul in a refreshing and nourishing experience. Ranbanka Palace’s poolside ‘Spa by the Baradari’ offers its patrons traditional royal treatments, Ayurveda massages and exotic therapies. Rejuvenating Spa treats are tailored to each guest's discerning requirements. All ingredients are natural products sourced
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exclusively from Indian herbs, salt and pure essential oils to renew the senses and relax the mind. The trained therapists provide guests a range of treatments to choose from including massages, scrubs, wraps and facials. The following spa therapies give the best results: • Abhyangam • Shirodhara with Abhyangam • Deep tissue massage • Aroma oil massage • Foot reflexology • Almond body Polish • Dead sea salt scrubs • R3 Signature massage • R3 Signature facial. All the above are good for relaxing the muscles and joints which stiffen up in Monsoon. It can be recommended that they take a sun bath for 20 min. after the massage and then take a warm bath (warm bath only not cold.) Ranbanka Palace recently became the first hotel in Jodhpur to be classified as a Classic Heritage hotel. Ranbanka’s magnificent sandstone building captures the prevalent colonial influences of its time and immerses them in the echoes of another bygone era. HS
convenient, this toll free number is Formule1’s attempt to make the brand more accessible. Besides the toll free, we have our easy and trendy website www.hotelformule1.in Hotel Formule1 recently launched its fifth property in Gurgaon. The brand also has properties in Greater Noida, Bangalore, Ahmadabad and Pune. HS
NEWS SNIPPETS: INTERNATIONAL
Go independent for a Taste of the London Life with Preferred Hotel Group Luxury brand welcomes five new member hotels in enviable locations to help travellers experience the best of the city
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referred Hotel Group continues to expand its London portfolio of independent luxury properties, adding five new member hotels that are ideally situated for travellers looking to enjoy memorable stays in the capital. A mix of internationally renowned hotels and highly anticipated new launches in prestigious locales, The Stafford London, The Beaumont Hotel, Hotel Xenia, The Bentley London, and The Exhibitionist (opening this month) join Preferred Hotel Group’s luxury collections, Preferred Hotels & Resorts and Preferred Boutique, bringing the company’s total offering in London to 13 properties. Guests of these hotels can add more value to their stays through the iPrefer guest loyalty
programme, which extends points redeemable for cash-value Reward Certificates, VIP status, and special benefits such as complimentary Internet upon every stay at more than 500 participating Preferred Hotel Group locations worldwide. The Beaumont opened its doors earlier this month, featuring a Listed Grade II Art Deco exterior, 73 rooms and suites inspired by the pioneering taste of Prohibition-era Manhattan, and an aura that evokes the elegance and service style of pre-war Mayfair hotels. The Exhibitionist is scheduled to open later this month, and is housed in a beautifully restored 18th century townhouse that was originally built for officials of the Royal Family. This property
promises a 21st century experience through ultra-modern décor and artsy furnishings. The Stafford London (St. James’s) offers g ue s t r o om s me t ic u lou sly de s ig ne d t o complement the original architecture. The Bentley is an established five-star property located in the quiet residential Royal Borough of Kensington & Chelsea, featuring 64 spacious and opulently decorated rooms and suites. Hotel Xenia, recently renovated, offers 99 custom-appointed guest rooms, each featuring tablet computers, and the breath-taking Xenia Suite comprises Victorian gallery windows, a private balcony, and an onyx stone Turkish bath. For more information or to make reservations, please visit www.PreferredHotelGroup.com. HS
Atlantis, The Palm, scores second Hotelier Awards hat-trick in the Middle East
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tlantis, The Palm, Dubai has once again topped the hospitality polls, taking home three awards at last night’s Hotelier Middle East Awards 2014, for the second year running The iconic Dubai hotel won the coveted Team of the Year Award for the first time ever, and also took the PR/Marketing person of the Year and Executive Chef of the Year gongs. Executive chef Gilles Perrin was named Executive Chef of the Year, while the PR Person of the Year prize went to Andrea Krenn, VP of PR at Atlantis, The Palm, who organised the recent successful filming for Happy New Year theblockbuster Bollywood film and the stunning Vogue India cover story shoot for the May issue, at the leading resort for the Indian market amongst her successes. Commenting on the three wins, President and MD of Atlantis, The Palm. Serge Zaalof said: “It feels really good for my 4,500 colleagues. I am very, very happy. “We keep it simple and I think it is a very
rich team. We do not think alike. It is nice, it is fun and we try and bring a bit of humour to everything we do, we don’t take ourselves too seriously, but we do take our work very seriously. It is a fun thing to do every single day. Hard work, but fun work. Dubai’s hotel sector is the fastest growing market outside of China, coupled with the United Arab Emirates’ successful bid to host the 2020 World Expo. As the hospitality sector is booming in the Emirates and Dubai, we are delighted to be leading the competition and having fun whislt we do it!” Atlantis, The Palm last year took the F&B Manager of the Year, Spa/Fitness Person of the Year and HR Person of the Year awards. The 10th anniversary edition of the Hotelier Middle East Awards took place at the InterContinental Dubai Festival City last night at InterContinental Dubai Festival City, with around 600 guests entertained at a Japanese-themed ceremony. HS
November 2014 • HOTELSCAPES 49
EVENTS
Cake Mixing, Sheraton New Delhi
Hyatt introduces the Hyatt Culinary Challenge 2014
A unique Initiative from Hyatt Hotels in India and the SMILE Foundation
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o emphasize Hyatt’s focus on its rich culinary heritage, Hyatt Hotels in India has introduced the “Hyatt Culinary Challenge 2014 - people cooking for people”. The challenge is slated to become an annual event, with the inaugural season commencing on 31st October 2014, across select Hyatt locations in India. In New Delhi, the preliminary round of the competition will be held, 3 p.m. onwards on the 1st of November, 2014 at Hyatt Regency Delhi. Bhikaiji Cama Place, Ring Road New Delhi, India, 110066 Says Aseem Kapoor, General Manager Hyatt Regency Delhi & Area Director For North West India, “We are glad to be a part of such a unique initiative put together by Hyatt® hotels in India – the Hyatt® Culinary Challenge 2014. An endeavour that so wonderfully encourages passionate food lovers from the corporate scenario in Delhi NCR to execute their culinary skills in a fun and interactive platform of the sort”. Hyatt India Culinary Challenge preliminary rounds will be held across Hyatt Hotels in Bangalore, Chennai, Delhi, Mumbai, Raipur, Ahmadabad, Kolkata, Pune and Hyderabad from the 31st of October 2014, onwards and the finale will be held at Hyatt Regency Delhi on the 22nd of November 2014. The Hyatt Culinary Challenge will bring together individuals from the corporate realm on a common platform where they will showcase their culinary expertise and passion for food in a unique culinary event. Each participant will be paired with a child from the SMILE foundation, Hyatt’s partner NGO in India and they will execute a recipe of their choice for the judges. The corporate winner from each city will compete at the grand finale in Delhi in November 2014. HS
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he countdown to Christmas has begun and Sheraton New Delhi welcomes you to the age old ceremony of cake –mixing, to cherish the bonhomie of Christmas celebrations (or Christmas time) on 8th November 2014. As you all know, this is a tradition of mixing dry fruits with spices and liquor well in advance before Christmas so that the ingredients can develop a distinct aroma and flavour. An array of chopped raisins, glazed red cherries, pistachios, walnuts, black currants, dates, dried apricots and figs was mixed with spices such as ground green cardamom, cinnamon, nutmeg, mace, cloves will go into a huge cauldron along with endless bottles of spirits like red wine, cognac, rum and whiskey. This mixture will be allowed to soak for a few weeks and kept away before baking into cakes and puddings. So ladies, don those chef hats, aprons and gloves get ready to indulge. Would like to add that the team has planned an afternoon of fun-filled events which we are sure the ladies will enjoy including Grape Crushing. HS
Westin Gurgaon’s Charity Marathon a big success
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he Westin Gurgaon celebrated the success of its very own Run For A Cause, charity marathon recently. Associates at The Westin Gurgaon support IIMPACT, an NGO that aims at providing educational opportunities to girls belonging to economically disadvantaged communities. In yet another attempt to contribute to the efforts of IIMPACT, the hotel organized a charity marathon. The marathon was held at The Aravalli Biodiversity Park in Gurgaon and was a great success with a turnout of more than 150 participants. Runners included hotel associates, guests, friends and families, who all came together on a Sunday morning to do their bit for the better. The Run For A Cause marathon managed to raise an impressive total in proceeds, to go towards IIMPACT’s charitable efforts. HS
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EVENTS
Belgium looks beyond diamond market in India, ventures into the Indian fruit market
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new variety of Belgian Apples and Pears were launched in the Indian fruit ma rkets. The fruits, ‘Joly Red Apples’ and ‘Conference Pear’ are grown and cultivated in Belgium. India’s leading importer of fresh fruits, Yupaa Group of companies and Belgium’s largest cooperative for fruit growers, Belgische Fruitveiling (BFV) have come together for the same to give Indian consumers this high quality produce. Both the varieties of fruit are said to be sweeter, non-wa xed and grown in a clean environment making them a superior quality compared to the ones currently in the market. Belgium is India’s second largest trading par tner in the European Union. Launched in the presence of Karl Van Den Bossche, Consul General of Belgium in Mumbai, Jurgen Maerschand, Trade and Investment Commissioner of Flanders Investment & Trade and Chef Kelvin Cheung, Executive Chef, Ellipsis Restaurant, the new variety of apples and pears has a growing popularity in the European and Asian countries. Initially targeting all metro cities across the nation and then moving on to tier ll and tier lll cities, Yupaa is looking at an approximate sales forecast of 1000
tonnes for the ‘Joly Reds’ and 100 tonnes for the ‘Conference Pears’ in its first fiscal year. The fruits will be available at an introductory retail price of `160 to `180 per Kg at leading retail stores as well as street vendors across the country. Around 40 per cent of India’s fresh fruit and vegetables perish before it even reaches consumers. Yupaa being one of the largest and leading fresh fruit grower, packer, importer, distributor and marketing company in India imports more than 12 Million kgs of fresh fruit from all over the world in specialized reefer containers to increase the shelf life of their products. Ambrish Karvat, Chairman, Yupaa Group of Companies says “In recent years the Indian market has become open and mature for the import of produce from around the world. Coupled with the recent opening for Belgian apples and pears to India, the new ‘Conference Pear’ and ‘Joly Red’ variety seem like an excellent fit to mark this occasion” Currently an import duty of 50% on all apples and 30 % on all pears respectively is being charged in India, which restricts the import volume. As ‘Joly Red’ and ‘Conference Pear’ become popular in India, the Belgian and Indian companies will work together to
facilitate growing this variety in India as an import substitute. The Belgian Fruit Auction (Belgische Fruitveiling/BFV) was formed in 1990. More than 1,200 fruit growers join hands to form the largest Belgian cooperation of fruit growers, with a market share of 50% which is called The Belgische Fruitveiling cvba (BFV). Karl Van Den Bossche, Consul General of Belgium in Mumbai says, “Belgium chocolates are very famous and popular amongst Indians. I am pleased that Yupaa and Truval have now brought Belgium Joly red apples and Conference Pears in India to mark another milestone in Belgian quality, taste and purity”. One of the many health benefits of the ‘Conference Pear’ and ‘Joly Red’ are the antioxidants present in them that are being linked to help prevent chronic diseases. Apart from the health benefits and quality both the fruit varieties have a longer shelf life and will be available throughout the year. The ‘Joly Red’ and ‘Conference Pear’ will be promoted and sold under the brand ‘TRUVAL’ meaning, ‘True Value’. The brand will focus on highlighting the quality of the fruits and the fact that they are naturally grown products, cultivated with full traceability guaranteeing perfect food safety. HS
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PEOPLE Kempinski Hotels announce key appointments ALEJANDRO BERNABÉ Chief Executive Officer Alejandro Bernabé was appointed Chief Executive Officer at Kempinski Hotels in October 2014, aged 44, and brings renewed vigour to Kempinski’s Management Board. Bernabé is a Kempinski success story, having been groomed for senior management over the course of 16 years with the company. He is known for his practical, hands-on experience in city and resort hotels, and an inspirational and rigorous management style. Bernabé’s mandate is to ensure a smooth transition and to continue building the group. A graduate of the Hotel Institute Montreux in Switzerland, Bernabé graduated cum laude with a Bachelor in Business Administration from the University of Massachusetts USA, as well as an MBA from Reims Management School in France. Bernabé is married with two children, is a real family man and a keen outdoors sportsman. He enjoys discovering new places and people. Bernabé is Spanish and in addition to his mother tongue, speaks English and French.
MARKUS SEMER Deputy Chief Executive Officer Markus Semer was promoted to Deputy CEO in October 2014, having served as a member of the management board of Kempinski AG and a member of the Board of Directors of Kempinski Hotels SA since 2008. He is responsible for group development through portfolio and associated business growth, the group’s major growth areas. He complements his fellow Management Board members in implementing company strategy and change management as part of a smooth transition process; overseeing the related structural and process changes under his corporate affairs mandate. Semer started his career in the hospitality industry in 2002 as part of Kempinski’s development team, but was soon charged with setting up the group’s strategic planning department. Markus Semer studied economics at the University of Würzburg, Germany, while gaining experience with Commerzbank AG in corporate banking in London and Atlanta. He holds an MBA degree from the prestigious Ecole Hotelière de Lausanne in Switzerland. A classical music enthusiast, Semer is a member of the Foundation Board of Trustees of Beethoven-Haus Bonn.
MARCUS VAN DER WAL Chief Operating Officer Marcus van der Wal was appointed Chief Operating Officer at Kempinski Hotels in October 2014, bringing nearly thirty years operational experience to benefit his role, where he is responsible for translating the group strategy into operational initiatives and performance. Van der Wal is a highly experienced international hotelier who has been with Kempinski since 1998, and has proven his operational expertise through a series of important postings in the group’s portfolio. His most recent position was SVP Europe, overseeing 22 properties, while serving as General Manager of the Kempinski Hotel. Van der Wal studied French at the University of Nice, has a Hotel Management Diploma from Glion Hotel School in Switzerland, as well as an MBA from Reims Management School in France. He is married with two children, enjoys sports, and loves to travel.
COLIN LUBBE Chief Financial Officer When he joined Kempinski in 2009, Colin Lubbe was appointed Chief Financial Officer (CFO) of Kempinski and at the same time become a member of Kempinski AG’s Management Board and Director of Kempinski SA. As CFO, Lubbe oversees Corporate and Hotel Finance, as well as IT, ensuring that financial reporting and systems are continuously improved. He is the driving force behind increasing performance in the Finance and IT departments on a corporate, regional and hotel level, ensuring each department acts as an internal business partner. He continues to focus on the selection of highly professional, qualified finance and IT specialists, who are business enablers, supporting decision-making and resources planning in the hotels Kempinski operates. Lubbe has continuously introduced high performance financial reporting systems; he piloted taking finance services entirely into the cloud, first with corporate finance and now rolling out to hotels in the group, to ensure that accurate financial decisions can be made round the clock, from anywhere in the world, on any device.
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PEOPLE MOHAMMED SHOEB General Manager Novotel Chennai Sipcot Shoeb has 25 years of work experience with a strong background in hotel operations, sales and marketing and guest relations. He has completed his post graduation in tourism and hotel management from PUSA and also done certification programmes from Cornell University. He joined Accor in 2010, prior to which he worked with brands such as Starwood, ITC Welcome Group, Four Points by Sheraton, Best Western and Intercontinental, to name a few.
NAVEEN SHARMA National Sales Manager Fortune Park Hotels Ltd. Naveen has a career spanning over 17 years in the hospitality sector. His previous assignments have been with Jaypee Hotels, The Park, Park Royal, The Grand New Delhi, Kingdom of Dreams & Galaxy Hotel and his last role was as a Corporate General Manager – Sales at Lemon Tree Hotels. At Fortune Hotels, Naveen is responsible for planning and directing overall sales activities and strategies across the chain.
TRILOK CHOUHAN Front Office Manager Novotel Mumbai Juhu Beach Trilok has stayed dynamic and passionate throughout his 13-year hospitality career. After completing his Diploma in Hotel Administration & Food Technology he started his career with the Leela Kempinski and then moved to the world famous Burj Al Arab before exploring the seas aboard a cruise liner where he worked for 5 years. After moving back to India Trilok worked with several Indian and International chains, like Sofitel Mumbai BKC etc. As Front Office Manager Trilok will be responsible for looking after the day to day operations at the front desk and will be directly responsible for guest satisfaction.
VIJAYAN GANGADHARAN General Manager, Four Points by Sheraton Hotels and Serviced Appartments, Pune Gangadharan, with over 23 years of experience with leading hospitality brands like The Leela Group of Hotels, The Al Rashid Hotel, Baghdad and The Krishna Oberoi, Hyderabad, Gangadharan has proven skills in the fields of corporate comunications, budgeting, marketing colleteral, F&B and public relations, among others. Prior to joining Four Points he was with Sheraton Bangalore as executive assistant, Grand Hyatt Mumbai, The Regent Mumbai (now Taj Lands End).
MARIO HARDY Chief Executive Officer The Pacific Asia Travel Association (PATA) Hardy is currently the Chief Operations Officer of PATA, a position he has held since January 15th of this year. He was approved to succeed Martin Craigs as the CEO by the PATA Executive Board at the last Executive Board Meeting held in Phnom Penh, Cambodia in September 2014. Hardy’s appointment will be endorsed by the full PATA Board at the next Annual Meeting. Through the end of November, Craigs will fulfil obligations made as CEO at various speaking engagements that have been confirmed, including the Brisbane Global Cafe – Tourism’s New Frontiers on Thursday, November 13, 2014, ahead of the G20 Leaders’ Summit in Brisbane, Australia. PATA Chairman Scott Supernaw said, “The Executive Board is delighted that Hardy has accepted this CEO appointment. In the short time he has been COO he has proven himself to be an effective and motivating leader. His management skills and creativity are what PATA needs to move the Association forward and regain its’ position as the leading organisation providing sustainable and profitable travel and tourism services for our members.” Commenting on his new appointment, Hardy said, “I am humbled and honoured that the PATA Executive Board has entrusted me to take the Association to its next stage of transformation. I have been an active member of PATA since 2009 and I believe that by bringing further engagement with youth the Association will have a long lasting future.
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MOCA places a draft Civil Aviation Policy in public domain for discusssion Development of air transport across the country is a critical component for the further growth of the hospitality industry. Finally we have a draft paper on growing the sector forward, placed in public domain for discussion by the Ministry of Civil Aviation.
Development of airports: The following will be the main objectives in developing the airports:(a) It is essential that our airports are designed as integrated multi- modal hubs, so that they provide the best possible service levels as well as potential for growth. An integrated multi-modal hub should include rail, metro, bus and truck connectivity as well as accommodation and other services. (b) While developing airports, it is equally essential to ensure that related sectors such as access to manufacture, business, tourism and pilgrim centres are developed. This needs to be done in association with the other Central Government Departments concerned as well as the State Government/Union Territory concerned to enable integration and pooling of resources as well as contributions by different stakeholders. (c) Our endeavour will be to provide the best possible conveniences to passengers. To achieve this objective, electronic check-in facilities of international standards and automated baggage handling facilities will be provided. In the first phase, the upgradation of facilities will be in the 18 major airports that account for 86% of the traffic. The remaining airports will also be covered subsequently. (d) The six metropolitan airports of Delhi, Mumbai, Chennai, Kolkata, Bangalore and Hyderabad would be developed as major international hubs and would in future be the main access points for international travel to and from India. We would in future follow a “hub-and-spoke” model, which would also facilitate the development of regional networks and air connectivity as a whole. The existing bilateral agreements with foreign airlines will be reviewed on an equal opportunity basis. Future bilateral agreements will be designed in such a way as to facilitate the hub-and-spoke model. (e) During the last decade, 4 major airports have been successfully developed in the PPP mode. These airports are of international standards and have significantly contributed to the growth of civil aviation as well as regional economic growth. Government’s objective is to develop more airports in the PPP mode, with appropriate modifications to ensure competitiveness in costs. In the first phase, the development of the airports in Chennai, Kolkata, Ahmedabad and Jaipur will be taken up. Rationalizing the cost of Aviation Turbine Fuel (ATF): Due to high rates of taxes, the cost of ATF in India is 40 to 45% higher than the international costs. Steps will be taken in association with the Ministry of Finance and State Governments to rationalize the rate of taxes so that our costs are competitive. Development of the Cargo sector: Government proposes to substantially develop the transport of cargo by air, for which there is considerable potential. To achieve this objective, the six metro airports will be developed as regional cargo hubs, integrating multimodal transport facilities, cold chains and other commodity specific requirements. The turnaround time for cargo will be upgraded to international standards. Air Freight Stations will be developed in different parts of the country to streamline Customs clearance and to 54 HOTELSCAPES • November 2014
reduce congestion in the airports. Institutional reforms: It is essential to ensure that Air India, our national carrier, achieves its full potential. An Expert Committee will be constituted to develop a future roadmap for Air India. Airports Authority of India will be corporatised, followed by listing in the Stock Exchanges, in order to improve efficiency and transparency. Pawan Hans Ltd. will be listed in the Stock Exchanges with the same objective. A mission mode project will be set up to ensure that organizations under the Ministry are competitive in terms of efficiency and costs. Enhancing Regional Connectivity: Government’s objective will be to provide optimum air connectivity to all regions, subject to commercial viability. A special package will be developed for the North-Eastern Region to improve air connectivity and provide linkages to remote locations. The Route Dispersal Guidelines will be reviewed with the objective of encouraging Indian carriers to enhance regional connectivity through deployment of small aircrafts and code sharing arrangements. The 5/20 guidelines will be reviewed with a view to encouraging the entry of new Indian carriers. Maintenance, Repair and Overhaul (MRO) facilities: The turnover of this segment is about 700 million dollars per annum. However, most of the business is going outside the country due to lack of facilities and an appropriate policy on taxes and duties. Effective steps will be taken for developing the sector and attracting investment by providing land and infrastructure and suitable incentives in respect of taxes and duties. Incentives will also be provided for indigenization of manufacture of parts and components. Modernization of Air Navigation Services (ANS): For development of the civil aviation sector, provision of Air Navigation Services (ANS) of international standards is essential. The Airports Authority of India has taken several initiatives in this direction. These would be intensified with the objective of reducing flying time, elimination of crowding at airports, direct routing of aircrafts from destination to destination and enhancing communication and navigation services to international standards. Development of Helicopter Aviation: This is a segment that has considerable potential for growth in areas such as reducing congestion in the big cities, medical evacuation, relief operations, law and order, oil exploration etc. Heliports and helipads will be developed in locations with sufficient potential. It is also proposed to provide suitable incentives to helicopter operators in respect of operational costs in the airports. DGCA: The rules and regulations followed by DGCA will be upgraded to international standards. Systems will be introduced for online receipt and clearance of various permissions and clearances. e-Governance: The functioning of Ministry of Civil Aviation and the offices under the Ministry will be digitized to improve efficiency and transparency. The services and clearances to be given by different agencies will be made online. Electronic procurement systems will be strengthened to ensure transparency and accountability. HS
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Date of Publication: 18/11/2014
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RNI No. DELENG/2012/47318 Posting Dt. 16-21/11/2014 Licence No. U(C)-105/2013-2014 W.P.P. at NDPSO Postal Reg. No. DL(C) 01/1353/12-14