*TTVF t "QSJM t XXX IPTQJUBMJUZCVTJOFTTNF DPN
Profile: The new management team at Habtoor Grand Interview: Viceroy CEO Bill Walshe on market impact Q&A: How technology is transforming concierge Roundtable: Hospitality hygiene issues under the spotlight
/FXT BOE BOBMZTJT GPS UIF .JEEMF &BTU T IPTQJUBMJUZ QSPGFTTJPOBMT
Feature: Balancing budgets and staying on trend outdoors Even more: Data, tenders, jobs and appointment news
GLOBAL HOTEL INDEX: Abu Dhabi +18% Muscat +16.2% Cape Town +13.1% Amman -31.9% (MEA room occupancy highlights February 2013, STR Global)
If more women hold hospitality degrees why are there more males in the boardroom? Hospitality Business finds out
In association with...
Publication licensed by IMPZ
GLION 100% ONLINE HOSPITALITY MBA CONTACT NOW TEL: +31 20 7192500 EMAIL: INQUIRY@GLIONONLINE.COM
EDUCATING THE LOCAL HOSPITALITY SECTOR Glion Institute of Higher Education
Glion’s Suite of Online Programs:
Ranked number 2* among all international hospitality management schools in the world for an international career, Glion’s 100% online programs are dedicated to developing executive talent for the global hospitality and wider services industry. As a market leader in hospitality management education and with close ties to the industry, Glion delivers tailor-made online programs for corporate partners and individuals. Contact us for more information.
ÄŠÇŠ ÇŠ ÇŠ#(ÇŠ (. ,( .#)( &ÇŠ )-*#. &#.3ÇŠ ( ÇŠ ,0# ÇŠ ( /-.,# -ÇŠ ( ! ' (. ÄŠÇŠ )-.!, / . ÇŠ ,)!, '-ÇŠ ÄŠÇŠ ,) --#)( &ÇŠ 0 &)*' (.ÇŠ ,)!, '-
For more information visit: www.gliononline.com Email: inquiry@gliononline.com
*Statistically, three institutes occupy this ranking position (TNS Global Survey, September 2010).
CONTENTS
20
26
22
32
20
22
26
32
40
46
REGULARS
VP SPOTLIGHT
GM PROFILE
COVER STORY
ROUNDTABLE
Q&A
SPECIAL FEATURE
VICEROY HOTELS’ CEO BILL WALSHE TALKS ABOUT THE MARKET SHAKE UP HE AIMS TO ACHIEVE WITH A STRING OF NEW OPENINGS ACROSS DUBAI, THE MALDIVES AND TURKEY
HABTOOR GRAND’S NEW MANAGEMENT TEAM ON CHANGING PERCEPTIONS, FOSTERING WORKING CULTURES AND MAKING A NOISE ABOUT ONE OF DUBAI’S TOP PROPERTIES
TOP FEMALE MANAGEMENT SHARE THEIR THOUGHTS ON WORKFORCE BALANCE, CLIMBING THE LADDER AND CHALLENGING THEIR ROLE IN THE INDUSTRY
TACKLING THE CHALLENGE OF STAFF MOTIVATION AND ACCOUNTABILITY, HYGIENE MANAGERS SHARE THEIR CONCERNS WITH DUBAI MUNICIPALITY
COULD COMPUTERS REPLACE HUMANS? WITH THE RISING POPULARITY OF DIGITAL CONCIERGE FACILITIES, VENDORS AND PROFESSIONALS DISCUSS CHANGES IN GUEST SERVICES
INNOVATIVE DESIGNS ARE ONE THING, BUT HOW CAN THEY BE WORKED INTO BUDGETS AND DOES BUYING CHEAPER PIECES MORE OFTEN, REALLY SOLVE THE PROBLEM?
04 EDITOR’S COMMENT 06 NEWS 12 DATA 16 DTCM NEWS 18 TENDERS 52 PRODUCT WATCH 56 DU 62 APPOINTMENT NEWS 63 JOBS 64 COLUMN
cpidubai.com
APRIL 2013
HOSPITALITY BUSINESS MIDDLE EAST / 1
LG Smart Hospitality Solutions Pro:Centric LT760H Features Include: Integrated Set Top Box Hotel Logo
Pro:Centric Platform with HTML 5 Built-In WiFi/WiDi Hairline Bezel
Smart Share Capability IP/RF Tuning Smart Energy Saving Product
Slim Depth Catchbase 3OHDVH FRQWDFW /* (OHFWURQLFV *XOI RIˉFH IRU IXUWKHU GHWDLOV LG ELECTRONICS GULF FZE AL NASR PLAZA OFFICE BUILDING #4, OFFICE 309 OUD METHA RD., P.O. BOX 61445, DUBAI, UAE TEL: +971-4-357 3466, FAX: +971-4-357 3460
Credenza
Contact: Salwan Finj (+971-56-683 7424) Jeongjun Park (+971-56-681 7029)
www.lgehoteltv.com
COMMENT / EDITOR’S LETTER
Silent force W orkforce diversity may be climbing the agenda, but while there’s a notable drive in nationalisation policies across the GCC, little is being done to re-address the gender imbalance in positions of senior management. In the five months since I joined this magazine not one of the ‘interview opportunities’ I have been approached for has been with a female member of management, and at least for the last two years, no women have been included in the top 10 of a well known annual Power 50 list. In February of this year, Four Seasons CEO Kathleen Taylor stepped down after three years at the very top of the business – and 20 years climbing up there – for reasons as yet undisclosed, but widely speculated. The rumour mill has truly been in overdrive and none of its suggestions have been essentially positive. Was the pace too much? Were her hands tied on key decisions? Would any of these questions be asked if she were male? In an industry that’s all about people, it’s striking to see a cross
Hospitality Business Middle East official media partner
In an industry that’s all about people, it’s striking to see a cross section of senior management that offers little in the way of diversity
section of senior management that offers little in the way of diversity. So the last month has been spent tracking down and speaking to 10 of the most interesting, and influential, women in positions of power today. Their reactions to the lack of balance in senior management were varied, but one overriding observation was nothing less than striking: “There are more female than male graduates, and yet women are under-represented in corporate managerial positions.” Like a number of industries that require frequent travel or long hours, there are elements of the business that suit one walk of life and other elements that suit others. But the fact remains that the lack of women across the upper echelons of private business is endemic. Perhaps it should be the industry that is most about people that breaks the trend.
PUBLISHER: Dominic De Sousa GROUP COO: Nadeem Hood ASSOCIATE PUBLISHERS Alex Bendiouis Dave Reeder EDITORIAL Editorial Director: Dave Reeder dave@cpidubai.com +971 55 105 3773 Editor: Melanie Mingas melanie@cpidubai.com +971 56 758 7834 Art Editor: Christopher Howlett Photography: Anas Cherur ADVERTISING Alex Bendiouis alex@cpidubai.com +971 50 458 9204 Alexander Griffin Sales Manager alex.griffin@cpidubai.com +971 50 850 0727 Ankit shukla Sales Director ankit@cpidubai.com +971 55 2572807 MARKETING & DISTRIBUTION Rochelle Almeida rochelle@cpidubai.com PRODUCTION Production Manager: Devaprekash dev@cpidubai.com SUBSCRIPTIONS www.cpievents.net/mag/magazine.php PRINTED BY Printwell Printing Press LLC, Dubai, UAE PUBLISHED BY
Head Office, PO Box 13700, Dubai, UAE Tel: +971 4 440 9100 Fax: +971 4 447 2409 Group Office, Dubai Media City Building 4, Office G08, Dubai, UAE A publication licensed by IMPZ
28 - 30 September 2013
4 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
MELANIE MINGAS, EDITOR
© Copyright 2012 CPI. All rights reserved. While the publishers have made every effort to ensure the accuracy of all information in this magazine, they will not be held responsible for any errors therein.
NEWS WATCH
100
PROPERTIES WILL BE OPERATED BY MÖVENPICK HOTELS GLOBALLY UNDER VISION 2015
MENA Mövenpick eyes 10% of global inventory in Dubai NEWS Regional vice president of operations “We now aim to have 100 hotels on track to open next year.Mövenpick for Mövenpick Hotels, Gerard Hotelier, has said the chain is aiming to have 10% of its global inventory in Dubai by 2015, under ongoing expansion plans. Speaking the official opening of Mövenpick Hotel Apartments at The Square, Dubai, Hotelier announced 10 of the group’s 100 properties will be in Dubai under Vision 2015: “We entered the Middle East 10 years ago. To date we have 27 properties and are growing fast, to the point where now we believe the Middle East will surpass our European operations.
globally by 2015 and 10 hotels and apartments in Dubai.” Vision 2015 lays down plans for 100 hotels in four key areas – Europe, Middle East, Asia and Africa – of the properties to open in Dubai Hotelier confirms that serviced apartments will feature in the mix. Currently The Square is running at 100% occupancy and has seen “fantastic financial results from day one”. The opening of apartments at The Square, brings the total number of Dubai properties to five, with a sixth to be announced soon and a seventh
is also eyeing the growth potential of Saudi Arabia. “We believe this will easily be achieved and surpassed, especially with the growth of our name in this part of the world. There is not one month that passes by where we are not approached by another company that wants us to open another property,” Hotelier continued. HH Sheikh Mansoor bin Mohammed was also present at the opening on March 24. The project is a joint development between Omniyat & Al Shabab Sports Club.
Flydubai doubles CIS network to 18 points from April 16 The UAE’s low-cost carrier, flydubai, is to double its network between the UAE and Russia and the Ukraine, launching flights to Mineralnye Vody on April 16, followed by Rostov-onDon and Volgograd on September 13,
6 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
and operations to Krasnodar from September 20. The expansion will also see the introduction of the only direct service between Dubai and the Black Sea resort of Odessa, from September 15, as well as Kiev.
These additional operations bring flydubai’s network to 18 points in the CIS region – more than any other Middle East carrier. The routes add to a further six destinations added earlier this year.
cpidubai.com
NEWS WATCH
Oman Air in tourism JV Oman’s Ministry of Tourism and Oman Air have announced the launch of “Oman Short Breaks”, a joint project to provide holiday packages across the sultanate, including return tickets from Oman Air and accommodation at any of Oman’s upscale properties, in Salalah, Khasab and Musandam peninsula. Oman Air currently operates seven daily flights from Dubai to Muscat, four daily flights from Dubai to Salalah, and three daily flights from Abu Dhabi to Muscat.
New Fairmont due 2016 A new 210-room Fairmont property set to open in Istanbul, Turkey, will debut in 2016 as part of the Quasar Istanbul complex, in the Sisli district. Two 41-story towers will sit above a four-storey office podium with fitness facilities and luxury retail stores. The towers will house a Fairmont Hotel and Fairmont Residences as well as Quasar Residences and offices which to be managed by Fairmont. The hotel will feature Fairmont Gold, the brand’s ‘hotel within a hotel’ lifestyle offering; a number of lounges and several restaurants; 2,000 square meters of function space, and a Willow Stream Spa. Fairmont Quasar Istanbul is the most recent project to be announced in the region and joins Fairmont Kyiv, Ukraine; Fairmont Baku, Azerbaijan (2013) and Fairmont Pekin, Moscow (2016).
cpidubai.com
APRIL 2013
HOSPITALITY BUSINESS MIDDLE EAST / 7
NEWS WATCH
2000
PROJECTED STAFF REQUIREMENT FOR THE FIRST PARAMOUNT HOTEL, IN DUBAI
MENA Paramount Hotel: Coming to a city near you NEWS The first property may still be two to a planned seven F&B outlets, wellness Damac Towers by Paramount, home years away, but Paramount Hotels and Resorts, the newly established arm of Paramount Pictures, is aiming for the stars with an eye on markets as diverse as Thailand, Oman, Qatar, India, Russia, UK, Brazil and the Caribbean. Only two deals have been signed for Dubai and China’s Hainon Island, but that isn’t stopping group CEO Thomas Van Vliet from aiming big.
to Paramount Hotel Dubai, will be the first to open by 2015 end. Developed by Damac Properties, the hotel will be part of a four tower development in the Downtown Area, which will also features serviced apartments, and optional buy-to-let units. The $1bn project will comprise a 540 room hotel overlooking Burj Khalifa and Dubai Mall, with the complex also home
centre, screening room for hotel guests and retail elements. Based on a 1:2 ratio, 2000 staff will be needed for the property and recruitment for senior management will begin with six months.
Visit www.hostpitalitybusinessme. com for the full story and images. An exclusive interview with Paramount will feature in May issue.
Turkish Rixos chain to join global hotel alliance Rixos Hotels is to become the 19th member of the Global Hotel Alliance after signing a letter of intent to become the flag-bearer for Turkey and Central Asia. The group now has 20 hotels across Turkey, the UAE, Croatia, Kazakhstan, Ukraine, Georgia, Libya and Egypt. The inventory is set to double over coming years with new properties in existing markets as well as Azerbaijan, Switzerland and Russia. “At an important stage of our
8 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
company’s growth, membership of GHA supports our company vision and enables Rixos to open its doors to markets we would have found challenging to reach by ourselves; as well as bringing us faster international recognition”, explains Rixos’ Chairman & CEO, Fettah Tamince. Rixos Hotels’ integration into GHA is expected to take approximately six months, with the exact date for the launch of their membership to be announced in due course.
“We are delighted Rixos Hotels has decided to join GHA. Turkey is rapidly becoming one of the world’s major economies and a gateway for the Middle East and Asia. Travel to and from this region has increased tremendously over the last few years; and to be able to welcome Turkey’s leading luxury hotel brand is a big step for us and a formidable addition to the alliance’s product offering and customer reach,” said GHA CEO Chris Hartley.
cpidubai.com
Hotel Residence Palazzo al Velabro (Rome - Italy)
MANUFACTURE OF UNIQUE HOTEL CONCEPTS . Furnisher of the hotel industry since 1968 . 300 projects throughout the world every year . Customized Solutions and Interior Design . Competence, Logistics & Know-How . Designed & Made in Italy
Selva Middle East L.L.C.
Sheikh Zayed Road, Dubai
Tel. +971 4 3411933
i nfo@ s el v a-me.ae
www. selva- m e. ae
NEWS WATCH
$145m GLOBAL NEWS
VALUE OF DEBT REFINANCED BY KERZNER INTERNATIONAL
NEWS IN BRIEF SKY-HIGH DREAM If CNN is to be believed, China has built an inverted skyscraper hotel... in a quarry. The 100m deep abandoned quarry, in Shanghai will now be home to an 380room, Intercontinental branded resort, with three storeys above ground and 16 below. While rooms face out into the quarry, submerged elements include an underwater restaurant. The hotel will also feature a spa and sports room and is being developed by Shanghai Shimao Property Group. The property is due to open by 2016 and is predicted to command a $320 daily rate.
ORIENT EXPRESS LAUNCHES SANTA BARBARA GETAWAY Orient-Express Hotels has announced the launch of its first hotel on the US West Coast, El Encanto, Santa Barbara, comprising 92 individual, boutique bungalows in seven acres of landscaped gardens. “The addition of El Encanto to the Orient-Express family is another milestone in the strengthening of the Orient-Express footprint in North America,” says group president and CEO, John M. Scott. Each bungalow has its own private patio or garden and a telescope to view the Pacific Ocean, with one suite featuring an outdoor rainforest shower. The hotel is so exclusive it even has it’s own cheese, produced by its very own Holstein cow, Ellie, who herself enjoys a “custom made diet, special baths, hoof pedicures and massages”.
10 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
One&Only Montenegro announced Kerzner International has announced the development of its 150-room One&Only Montenegro, located at Kumbor overlooking Tivat Bay. The 60-acre project perches above 1.2 km of Adriatic coastline and marks One&Only’s first resort in Europe and is located less than an hour from Dubrovnik International Airport. “Montenegro is a perfect location for the first One&Only experience in Europe. The location is remarkable and I am very confident the resort will be well received by our many loyal One&Only guests and new guests alike,” says Sol Kerzner, Chairman, Kerzner International. “I am excited about this project and looking forward to designing and managing this new world-class resort.” Kerzner has entered into an agreement with Triangle Investment and Development Limited, to develop and operate the new resort. Triangle is acting as representative for the
State Oil Company of Azerbaijan (“SOCAR”), which has been appointed by the Government of Montenegro as the preferred bidder of this mixed-use development project following a public tender process. “With so many guests from Europe already experiencing One&Only resorts worldwide, it made perfect sense for our next resort to be in Europe,” says Alan Leibman, CEO, Kerzner International. “I am thrilled we were able to partner with Triangle to develop this amazing area and know our guests from all over the world will be anxious to discover it. The announcement came only days before Kerzner refinanced $145m of debt in order to gain new management contracts and continue the global expansion of its Atlantis and One&Only brands. Deutsche Bank was appointed as the mandated lead arranger and underwriter of the facility.
cpidubai.com
c
C
W
Colour coded VINYL gloves
In the kitchen the smallest things can be the most important... Colour coded vinyl gloves ensure: Easy puncture identification No more latex allergies Good hygiene practice We also specialise in tissue paper and dispensers
DHOFAR GLOBAL TR.CO.L.L.C P.O.Box: 70580, Sharjah, United Arab Emirates Mobile: 050 631 6593, Tel: +971 6 5302525 / 5368690, Fax: +971 6 5302626 / 5368552 Email: chandan@dhofartr.com - dhofart@eim.ae www.dhofartr.com BRANCH: Dubai Investment Park - 1,W-16/598-289-Dubai,U.A.E. Tel: +971 4 8856556, Fax: +971 4 8856566
Dhofar Global Tr. Co.L.L.C.
DATA WATCH
In context DTCM figures for 2012 visitor numbers to Dubai have revealed the Emirate welcomed 10million tourists for the first time over 2012, fulfilling an ambitious projections and paving the way to hit required 2020 aviation and visitor numbers. The 10million mark was a 9.3% increase on 2011 figures and showed increases in not only the number of visitors, but length of stays and average revenues, which demonstrated an 18% mark up. H.E. Helal Al Marri, Director General of DTCM, said: “For the first time in our city’s history we have crossed the ten million threshold in visitor numbers. This continual year-on-year growth is due to a number of factors including the coordinated city-wide destination management strategy; our world-class infrastructure; our location at the crossroads of East and West; and our unrelenting efforts to enhance our already diverse and compelling tourism offer.” In the report supplied by DTCM, Al Marri continued to comment on the significance of cross-border trade on the figures and the growth of key economies such as China, factors which are both expected to produce a positive correlation with visitor numbers.
Dubai’s high Emirate hits ambitious target as 10million visit in 2012 REVENUE The additional supply has not had an adverse effect on room rates with the Average Room Rate climbing from AED563 in 2011 to AED 588 in 2012 for hotels and AED417 up from AED383 for hotel apartments. April 2011 saw a 3-year high in revenues with In growth of 7.2 % in GOPPAR, significantly higher than the other GCC cities, but the ambition is for a 67% growth on these numbers, to reach $7.5bn by 2016. To achieve the target, tourist arrivals to the UAE as a whole will have to grow by CAGR5.3% and a total of 125,383 hotel rooms will be needed but the demand to drive these numbers will not just be the responsibility of Dubai.
17.9%
INCREASE IN HOTEL REVENUE
Hotels: AED16.03 billion Up17.3% on AED13.67 billion in 2011 Hotel Apartments: AED2.8 billion Up 21.3% on 2011
Total revenue for hotel establishments (Hotels + Hotel Apartments): AED18.82b Up 17.9% on 2011’s AED15.97b
Hotel Revenues: Increased 17.9% to AED18.82 billion
HOTELS 2012 saw an influx in hotel stock with the total number of hotels in the Emirate rising from 575 to 599. Among the openings were Jumeirah Creekside, Fairmont The Palm and the world’s tallest hotel JW Marriott Marquis. The total number of hotel apartments increased by 10% to reach more than 23,000 units. Revenues have also seen positive growth in 2012 currently making Dubai a top choice for international chains to launch new properties on the iconic skyline. While Viceroy CEO Bill Walshe has stated intentions to open beach and city properties (page 20), confirmed openings for 2013 will include Sofitel Dubai The Palm Resort & Spa and The Oberoi Dubai on Sheikh Zayed Road.
57,345 TOTAL HOTEL ROOMS
Apartment occupancy rate: 77% up 3% Hotel ARR: AED588
Total hotel rooms: 57,345 Total apartments: 23,069
12 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
Apartment ARR: AED417
cpidubai.com
DATA WATCH
VISITORS
DTCM director general H.E. Helal Al Marri
2012 saw 30% more visitors from Saudi Arabia, the number one source market, with Europe contributing over a quarter of the city’s hotel guests and a 54% rise in the number of Russians visiting Dubai. Numbers of Chinese visitors rose 28% and the Chinese market will continue to be a key focus of Dubai’s marketing efforts as the city looks to capitalise on the near AED202 billion Chinese travellers’ spend worldwide. Hotel guest numbers hit 9.96 million, up 9.5% compared with the 9.1 million guests in 2011 and guest nights increased 14%, numbering 37,445,453 in 2012, compared to 32,848,190 in 2011.
“The growth across each indicator is a welcome confirmation of Dubai’s everincreasing appeal and a testament to the aggressive marketing and promotional agenda of DTCM in positioning Dubai as the major tourist hub of the region and a global destination of choice. “The increasing average length of stay and the rising number of hotel apartments is evidence of a growing trend in people and families visiting Dubai for longer periods – historically the city was seen by some markets as a stopover destination but in recent years it has become the destination. “It’s encouraging to see that visitor numbers from all of the markets in which DTCM has a representative office continue to swell, demonstrating the role that our overseas offices play in helping to drive growth in both intra-regional traffic and in arrivals from other key source markets such as India, the UK, the US, Russia, Germany and China.”
Total hotel guests: 7.82 million Hotel apartment guests: 2.13 million Hotel guest nights: 26 million, an increase of 11.8 % on 2011 Apartment guest nights: 11.44 million, an increase of 19.4% on 2011
7.82 m TOTAL HOTEL GUESTS
Average length hotel stay: 3.76 nights up 4.1% Average length apartment stay: 5.36 nights, up 2.6%
CRUISE 20 years since the first cruise ship docked in Dubai and the Emirate is again leveraging its geographical positioning, luxury shopping and landmark attractions, in order to continue the growth of the cruise industry. Aiming to build on the 9.3% growth in the sector between 2011 and 2012, DTCM is promoting the sector globally and last year Dubai’s Port Rashid won the best cruise terminal prize in a trade show in Miami in the US. While this growth rate also accounts for hotel guests, it is still significant considering the newly refurbished Mina Zayed Port – located in Abu Dhabi and expected to increase total cruise passengers in the UAE – doesn’t open until Q3 this year. On the back of new visa rules, allowing multiple entry for cruise passengers for the first time, a strong season is predicted for 2013/14 Meanwhile in Sharjah, officials have been learning how to maximise the potential of cruise from the Sharjah Commerce and Tourism Authority. The course is part of a focus on the
cpidubai.com
WHERE ARE THEY COMING FROM?
54%
9.3% TOTAL HOTEL GUESTS
luxury tourism sector and designed to help Sharjah take a slice of the predicted multi-million dollar cruise market of the UAE.
30%
Rise in the number of Russians visitors
28% Rise in Chinese visitors
More visitors from Saudi Arabia
APRIL 2013
HOSPITALITY BUSINESS MIDDLE EAST / 13
DATA WATCH
Behind the numbers KEY FIGURES
10.3% REVPAR GROWTH 2012
6,000 ROOMS UNDER CONSTRUCTION
56,423
Hitting the 10 million mark is one thing, but according to research, the market will experience a decline in RevPAR in 2013. STR Global explains
A
welcoming visa policy and Dubai’s position as a global and regional hub makes it very accessible for international guests and as a result it is a popular destination for both cooperate and leisure travelers alike, helping the market achieve such positive results, as the 2012 visitor numbers. In 2012, the Emirate reported 10.3% RevPAR growth in local currency, according to data from STR Global, and this is the second time Dubai has achieved double-digit RevPAR growth since 2007. STR Global, in conjunction with Tourism Economics, is forecasting a decline in RevPAR for 2013, however only marginally by approximately -2%, mainly driven by the new supply that is forecasted
ROOMS IN DUBAI PRESENTLY
to come into the market. According to STR Global’s January 2013 pipeline, there are over 6,000 rooms under construction in Dubai and due to open during the course of 2013. Dubai has 56,423 rooms available and the supply continues
to grow with an extensive pipeline which has more than 18,000 rooms scheduled to open over the course of the next few years. Demand is still forecasted to grow for 2013, indicating a continued interest in Dubai as a destination this year
AT A GLANCE DATE
OCCUPANCY
ADR
REVPAR
TOTAL 2007
82.2
1,051.20
863.57
TOTAL 2008
76.6
1,133.28
868.51
TOTAL 2009
68.6
854.70
586.11
TOTAL 2010
69.8
784.23
547.29
TOTAL 2011
74.8
805.28
602.13
TOTAL 2012
76.8
864.30
664.16
KEEPING UP WITH THE DEMAND: MIDDLE EAST HOTEL PIPELINE The Middle East/Africa hotel development pipeline comprises 480 hotels totalling 118,023 rooms. The total active pipeline data includes projects in the In Construction, Final Planning and Planning stages but does not include projects in the Pre-Planning stage. COUNTRY
480
POTENTIAL CHANGE
ROOMS
FORECAST (%)
HOTELS IN REGIONAL PIPELINE
118,023
OMAN
+63.9%
if all 4,613 rooms in the country’s total active pipeline open
SAUDI ARABIA
+53.2%
27,783
ALGERIA
+43.9%
27,783
QATAR
+39.6%
6,205
KUWAIT
+33.5%
2,069
UAE
+33.6%
31,827
TOTAL ROOMS IN HOTEL PIPELINE
14 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
cpidubai.com
DTCM NEWS
Definitely Dubai in awards honour DTCM’s promotional film ‘Definitely Dubai’ scooped a top award at the International Tourism Bourse (ITB) held in Berlin from March 6 – 10. One of three awards collected by the senior delegation of DTCM representatives, the eight-minute film features Dubai’s most famous sites, from the glitz of ‘New Dubai’ to the heritage of Bastakiya and The Creek.
The award was presented by a representative of Foundation Awards and accepted by Eyad Abdulrahman. DTCM won, for the third consecutive year, two further awards: ‘Best Representative Office in Germany’ and ‘Most Popular Touristic Destination in the Middle East’ as voted by the association Joa Ashia that comprises more than 3000 members
of tourist promotion bodies, airlines and hotels in Asia and in the region. Three Dubai hotels won recognition in the Top 100 Global Hotels list: Atlantis The Palm, Jumeirah Zabeel Saray, and Gloria Hotel. Newly appointed Director General of DTCM, H.E. Helal Al Marri, said: “The fast emergence of Dubai on the global tourism map is due to
The fast emergence of Dubai on the global tourism map is due to a diversity of factors, not least the expansion of our worldclass tourist facilities and an impeccable record of high-quality service. telecommunications, roads and airports.” H.E. Helal Almarri Director General of DTCM
16 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
cpidubai.com
DTCM NEWS
a diversity of factors, not least the expansion of our world-class tourist facilities and an impeccable record of high-quality service. Dubai is a cosmopolitan city with a strong base of sightseeing attractions, services, and a secure environment; in addition to its excellent infrastructure of telecommunications, roads and airports.” It was a busy week for the department, meeting hundreds of global tourism heads during
the 24th participation in ITB. The delegation included Media Relations, Business Development, cruise and MICE business, sports and event management companies; and government entities such as Dubai Convention and Events Bureau (DCEB), Dubai Cruise Terminal. Saleh Mohamed Al Geziry, the Director of Overseas promotions and Inward Mission, commended DTCM’s team and its efforts exerted to achieve one of the most successful participations by DTCM abroad. Dubai’s tourism sector was represented by 123 participants at the fair who between them held over 3000 meetings with their German and international counterparts to sign and renew agreements. They featured alongside the general directorate of residency and foreigners affairs-Dubai, Expo2020, and Dubai Events and promotions Establishment (DEPE).
cpidubai.com
Key discussions were held concerning the continued promotion of Dubai via electronic, print and televised adverts, and notes compared on the various advertising methods pursued by other touristic destinations. Further meetings between DTCM and leading tourism bodies included discussions to bring the world’s most renowned athletes to Dubai, including golf stars. Suresh Babu, Senior Executive at DTCM’s Cruise Tourism department met with representatives of the top tourism companies specialised in cruise tourism to further develop relations with those companies and increase the number of cruise tourists coming to Dubai. After Berlin, DTCM moved on to Kiev for the seventh Ukraine International Travel and Tourism Exhibition (UITT) from March 27 – 29.
APRIL 2013
HOSPITALITY BUSINESS MIDDLE EAST / 17
TENDERS
Tel: (+971) 2 634 8495 www.EmiratesTenders.com
NEW TENDERS Client name: King Fahd University of Petroleum & Minerals (Saudi Arabia) City: Dhahran 31261 Postal/Zip Code: 5056 Country: Saudi Arabia Phone: (+966-3) 860 0000/ 860 2500 / 860 2023 Fax: (+966-3) 860 2345 eMail : ajmal@kfupm.edu.sa Website: http://www.kfupm.edu.sa Nature of work: Carrying out operation of canteen and restaurant for a university. Cost of Tender Documents ($): 0 Last date of submission: May 4, 2013 Client name: Ministry of Higher Education (Saudi Arabia) Address: King Faisal Hospital Street City: Riyadh 11153 Postal/Zip Code: 1683 Country: Saudi Arabia Phone: (+966-1) 441 5555/ 464 4444 Fax: (+966-1) 441 9004 eMail : contact@mohe.gov.sa Website: Website: www.mohe.gov.sa Nature of work: Carrying out operation of main restaurants for a university. Cost of Tender Documents ($): 400 Last date of submission: April 2, 2013 Client name: Ministry of Information (Kuwait) City: Safat 13002 Postal/Zip Code: 193 Country: Kuwait Phone: (+965) 2246 2289 Fax: (+965) 2246 2296 Website: http://www.media.gov.kw Nature of work: Provision of Iftar and Suhur meals for a ministry. Cost of Tender Documents ($): HOTEL AND VILLA 145 DEVELOPMENT ON PALM JUMEIRAH Last date of submission: April 15, 2013
$450m
Client name: Ministry of Foreign Affairs (Saudi Arabia) Address: Nasseriya Street City: Riyadh 11544 Postal/Zip Code: 55937 Country: Saudi Arabia Phone: (+966-1) 406 7777/ 405 5000/ 441 6836 Fax: (+966-1) 403 0645/ 403 0159 eMail : information@mofa.gov.sa Website: http://www.mofa.gov.sa Nature of work: Provision of catering services for
18 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
Tenders All the latest information about the tenders you need to know about
cafeterias and restaurants inside the building of a ministry. Cost of Tender Documents ($): 135 Last date of submission: April 8, 2013 Client name: Royal Saudi Air Force (Saudi Arabia) Address: III, Building No. 670, King Abdul Aziz Airbase, Dhahran International Airport City: Dhahran Country: Saudi Arabia Phone: (+966-3) 879 2963 Provision of catering services for the employees of a military authority. Last date of submission: April 14, 2013 Client name: General Administration for Drug Control (Saudi Arabia) City: Riyadh Country: Saudi Arabia Phone: (+966) 1476 6168 Fax: (+966) 1479 1681 eMail : www.gdnc.gov.sa Nature of work: Provision of cooked subsistence for employees participating in Hajj works for a government authority. Cost of Tender Documents ($): 135 Last date of submission: April 13, 2013
NEW AND CURRENT PROJECTS Project Name: Meydan City Description: Development of a mixed-use scheme comprising a shopping mall, villas, apartments and hotels. Client Name: Sobha Group (Dubai) Country: UAE Budget (USD): 3,000,000,000 Status: New Project Project Name: Palm Jumeirah Description: Development of a resort comprising a hotel and villas on two plots of the crescent in Palm Jumeirah. Client Name: Al-Osaimi Real Estate Investment Company (Kuwait) Country: UAE Consultant: Khatib & Alami Consolidated Contractor: Engineering Company (Dubai) Budget (USD): 450,000,000 Status: New Project Project Name: Hilton Waldorf Astoria Hotel Project Doha West Bay Description: Construction of a 42-storey Hilton Waldorf Astoria Hotel. Client Name: Hilton International
cpidubai.com
TENDERS
Country: Qatar New Project Project Name: Al Bait Hotel Project – Sharjah Description: Construction of luxurious 5-star Al Bait Hotel. Client Name: Sharjah Investment & Development Authority (Shurooq) Country: UAE Consultant: Godwin, Austen Johnson Architects Contractor: (GAJ) - Dubai Budget (USD): 27,000,000 Status: New Project Project Name: Tilal Complex Expansion Project - Phase 3 Description: Carrying out expansion of Tilal Complex consist of Muscat Grand Mall, offices, freehold apartments, four-star quality hotel apartments and a 5-star hotel - Phase 3. Client Name: Al Madina Real Estate S.A.O.C (Oman) Country: Oman Budget (USD): 129,000,000 Status: New Project Project Name: Damac Towers by Paramount Project - Downtown Dubai Description: Construction of Damac Towers by Paramount comprising a five-star hotel and branded serviced apartments. Client Name: Damac Properties (Dubai) Country: UAE Budget (USD): 1,000,000,000 Status: New Project Project Name: Sheraton Doha Hotel Refurbishment Project Description: Carrying out refurbishment of the existing five-star Sheraton Hotel. Client Name: Katara Hospitality (Qatar) Country: Qatar Budget (USD): 192,000,000 Status: New Project Project Name: Karbala Town Development Project Description: Development of a complete town comprising 40,000 housing units, hotels, schools, clinics and other facilities in the city of Karbala. Client Name: National Investment Commission Country: Iraq Contractor: Bloom Properties (Abu Dhabi) Budget (USD): 3,500,000,000 Status: Current Project
cpidubai.com
Project Name: DoubleTree by Hilton Hotel Project Al Khobar Description: Construction of DoubleTree by Hilton Hotel comprising (158) rooms featuring a variety of business and leisure amenities, including extensive meeting facilities of two boardrooms, a conference hall and two meeting rooms as well as a health club and swimming pool, two appealing restaurants and a lounge. Client Name: Hamad Abdul Aziz Al Mousa Trading (Saudi Arabia) Country: Saudi Arabia Contractor: Hamad bin Abdulaziz Al Mousa Group (Saudi Arabia) Status: Current Project Project Name: Banyan Tree Hotel & Resort Project - Jebel Sifa Description: Design and construction of three-storey Banyan Tree Hotel & Resort comprising a total of (239) rooms. Client Name: Muriya Tourism Development Company (Oman) Country: Oman Contractor: Muriya Real Estate (Oman) Budget (USD): 220,000,000 Status: Current Project
Project Name: Al Baleed Resort Project Description: Development of a high-end resort in Al Baleed Village comprising a total of (136) rooms and associated facilities. Client Name: Musstir (Oman) Country: Oman Contractor: Carillion Alawi L.L.C (Oman) Status: Current Project
Project Name: Tourist Resort Project - Al-Zorah Development (Phase 1) Description: Construction of a tourist resort comprising a five-star hotel consisting of (154) rooms, including a theme park and golf course, private suites and villas, in addition to four restaurants and a spa. Client Name: Al-Zorah Development Compnay Ltd P.S.C (Ajman) Country: UAE Consultant: NORR Group Consultants International Ltd. (Abu Dhabi) TILAL COMPLEX EXPANSION Budget (USD): 4,000,000,000 MUSCAT Status: New Project
$129m
Project Name: Muharraq Theme Park Project Description: Construction of a Theme Park featuring an ice arena, aquarium, karting track and amusement rides, including large green areas, restaurants, a fitness club and gymnasium, an elderly centre and family resting areas. Client Name: Muharraq Municipality (Bahrain) Country: Bahrain Budget (USD): 47,000,000 Status: New Project Project Name: The Address Residency Sky View Twin Towers Project Description: Construction of 50-storey The Address Residence Sky View twin tower complex atop a ground podium, including a 180-room business hotel, residence and (532) serviced apartments. Client Name: Emaar Properties PJSC Country: UAE Consultant: Skidmore, Owings & Merrill LLP (USA) Status: New Project
Project Name: Nile Towers Project Description: Construction of 23-storey Nile Towers comprising a five-star hotel tower and a residential tower. Saudi Egyptian Construction Company (SECON) – Egypt Country: Egypt Consultant: EHAF Consulting Engineers (Egypt) Contractor: Arabtec Construction L.L.C (Egypt) Budget (USD): 140,000,000 Status: Current Project Project Name: Marina 101 Tower Project - Dubai Marina Description: Construction of 432-metre-high Marina 101 Tower comprising 6 basement levels, a ground floor, 101 additional floors offering (252) one-bedroom units, (204) two-bedroom units, (42) three-bedroom units and eight duplex penthouses, including a 5-star hotel across the first 32 floors, while 58 floors will be reserved for hotel apartments. Client Name: Sheffield Real Estate (Dubai) Country: UAE Consultant: National Engineering Bureau (Dubai) Contractor: TAV Construction (Dubai) Budget (USD): 381,000,000 Status: Current Project
APRIL 2013
HOSPITALITY BUSINESS MIDDLE EAST / 19
VP INTERVIEW/ BILL WALSHE
POSITIVE DISRUPTION
Yas Viceroy Abu Dhabi may have been “game changing� in the eyes of group CEO Bill Walshe, but as the man himself tells Hospitality Business, new and upcoming properties in Turkey, The Maldives and Dubai are designed to shake up the market
I
f Viceroy CEO Bill Walshe were to write a book on business dos and don’ts it would change the very acumen upon which business decisions are made. Having appointed staff on reality TV show The Job and currently leading an expansion programme that is not brand-centric, the decisions he has made since his appointment to the group last year – following a 20 year career with Kempinski, Jumeirah and Dublin-based The Doyne Collection, – may be beyond the comprehension of many of his peers, but they have paid in dividends. Despite facing ever tighter competition in their native North American market following the launch of boutique-style sub-brands by the likes of Hilton and Hyatt, Viceroy has used the strength of its concentrated portfolio to move quickly into a string of new markets in the last year (keep in mind the brand itself is only a little
20 / HOSPITALITY BUSINESS MIDDLE EAST
over a decade old) and in doing so has stepping into the Middle East and Europe, will soon be in Asia and is currently in “meaningful discussions� about the first property in Africa. “We are a segment that thrives and survives by spontaneity, speed and by actually breaking rules not making rules,� Walshe explains to Hospitality Business. “For some of the bigger companies, there is so much process in their organisations but in order to do what we do you require a lack of process. Clearly there are big brands out there that have amazingly powerful loyalty and recognition programmes that are trying to do what we do, but we train and develop people enough to have the confidence to articulate from the heart and the head, and not from the script,� he adds. Clearly for Walshe, the key priority right now is Viceroy Bodrum, the Turkish property due to launch later
APRIL 2013
THAT PORTFOLIO Current properties include hotels and resorts in : t "CV %IBCJ
t "OHVJMMB t #FWFSMZ )JMMT t .BMEJWFT t .JBNJ t /FX :PSL
t 1BMN 4QSJOHT t 3JWJFSB .BZB t 4BO 'SBODJTDP t 4BOUB .POJDB t 4OPXNBTT t 4U -VDJB BOE Zihuatanejo
this year, that is one of a number of “quality hotels in quality locations,� in the pipeline. With a staff to key ratio as high as two, the property will be positioned as an F&B destination for Turkish residents and a culturally immersive experience for visitors, with 84 guest rooms and 166 residences, a private beach club and signature spa. Not to mention the “cool arrival experience� about which, management is still sworn to secrecy. In line with the philosophy of destination before brand, Walsh boasts: “Istanbul is going to be an example of a market where we are going to be so culturally connected to the history of the location, but we are again going to reinterpret it in a way that is relevant.� While Viceroy Bodrum is merely the next in a line of openings, after The Maldives; Sugar Beach, A Viceroy Resort (the rebranded Jalousie
cpidubai.com
VP INTERVIEW/ BILL WALSHE
Plantation in St Lucia) and other properties in North America; it still has Walshe’s full attention. “[Viceroy Bodrum] is going to come in and create some positive disruption to the markets we operate in and do things differently from other people, get people talking,� he adds. Only his ambitions for Dubai, where Walshe was based during his career with Jumeirah Group, spark even greater enthusiasm. “Because of the importance of the destination here I want Viceroy Dubai and I won’t rest until it happens.� Continuing to describe the strategy as one that won’t be compromised with the wrong location in such a key city, Walshe adds: “It’s not about quantity, but quality. When we are a smaller brand what we do has to be meaningful because when you only have 15 operating hotels you can’t hide the ones from your portfolio that don’t quite work, the same way the bigger competitors can.�
“We don’t build museums� Launched just before the year 2000 in Beverley Hills US, the portfolio expanded rapidly over the next decade. But it wasn’t until 2001, with the announcement that Yas Hotel would become Yas Viceroy, that everything changed. Marking the first property outside the US for a brand that grew with the adapting lifestyles of its guests, Viceroy’s acquisition of the management contract for the Yas Island property is one that is described in retrospect by Walshe, as “game changing�. “We have properties across the Americas, but this was the first truly international step the company had made� he describes. And with 500 rooms it was a headline-grabbing first step, immediately becoming the largest single hotel in the portfolio and in a location that at the time wasn’t the strongest in the Emirates.
DQJEVCBJ DPN
BILL WALSHE SHARES HIS TOP THREE TIPS FOR PROSPECTIVE HOTEL GMS t 4QFBL XJUI QSJEF about your mistakes as well as your TVDDFTTFT 'PS NF JU T a sign of strength in management when people are honest about when they do OFFE IFMQ t * MJLF BO JOUFSWJFX UP CF * EPO U want somebody to sit there waiting to be asked questions; I like to be asked as many questions as * BTL t * N OPU MPPLJOH GPS sycophants to bring into the company, I want people to come and talk about what they believe in and not just spend a week researching the company online then pretending to CFMJFWF UIF TBNF I love contrary opinions, but usually I hear my own words being talked back at me because they have read my last 10 JOUFSWJFXT *U DPNFT across as a bit GPSDFE
“It was a significant move and it has accelerated the visibility of the Viceroy brand in the region, making other developers look at us and leading to the position we are in today, which is management opportunities across the UAE and KSA,� reveals Walshe, continuing to praise the ongoing development at Yas, which now brings in consistently high occupancy rates. He adds: “We don’t build museums, we build modern interpretations that are relevant and are places [guests] want to be.�
Associated success As with all these properties, confirmed and in negotiation, signing the contracts is one thing. Hiring the staff to do the jobs is quite another. But for a man who has even recruited via reality TV, it shouldn’t be too difficult. On CBS network show The Job, Walshe interviewed and appointed for the role of assistant spa manager in Miami. Receiving 500 applications for the role, these were whittled down to a group of five candidates who received the interview of a lifetime. It’s not the only high-profile appointment he has made during his tenure, following that of GM for Viceroy Bodrum, the first in up to 125 people who will eventually form the opening team. Spencer Yeo, who joins Bodrum from Beverley Hills, where he was hotel manager, caught Walshe’s attention at the 2012 company conference, when he spoke passionately and eloquently about Istanbul: to such an extent that Walshe now says he is “one of the most intelligent and articulate hoteliers I have seen in years�. Hand in hand with opening properties in remote locations, comes the
responsibility of often becoming the largest local employer. On the island of Anguilla, Viceroy is the largest single employer in the country after the government. “Social responsibility as well as our commercial responsibility, is something we take very seriously, so being world class isn’t just about how we cook food and clean rooms, but how we behave and integrate within each community.� Social responsibility and reality TV won’t be the only emerging industry trends to keep an eye on. Across the industry, Walshe says there is scope for greater collaborative marketing, a la Etihad Airways. Already allowing Etihad Guest Members to earn Guest Miles on their total bill at Yas Viceroy and Viceroy Maldives, the rest of the portfolio will be added to the scheme this month. “Collaboration based marketing is going to be a big development coming up. The only way a small, proud, fiercely independent brand can survive going forward is through positive collaboration in order to extend reach and put forward a compelling reason for a customer to remain loyal to that brand.
Consistent individuality Looking ahead, Walshe reveals that ‘very meaningful discussions’ are currently ongoing for a property in Africa but, he says of the company’s growth, the challenge to establish and maintain the “fine balance� between fresh and familiar continues. “I love contradictions and I think that the fundamental basis upon which Viceroy is growing is an oxymoron of an organisation based on the concept of consistent individuality. One would argue that they cannot live together, but one of the consistencies in our brand is its individuality, “The way that we do things that customers have almost an intangible familiarity but not in a way that feels as though Viceroy is forced or has come from a formula. The greatest suffocation of individuality is process.�
HOSPITALITY BUSINESS MIDDLE EAST / 21
CASE STUDY
ALL CHANGE AT THE TOP Owned by one of Dubai’s most famous families and known as one of the Emirates most established hotels, Habtoor Grand has been a silent force in the market since it opened seven years ago. But following the appointment of a new management team in Q4 2012, big changes on are on the horizon. Hospitality Business goes behind the scenes
R
unning on the back of its own reputation since it opened last decade, the 5-star Habtoor Grand Resort and Spa at Dubai’s Jumeirah Beach has not been the noisiest property in a neighbourhood that currently has eight hotels concentrated on a beach-front strip less than 5km long. But following the appointment of a new five strong management team at the end of 2012, that is all about to change. Three of the new team members – Peter O’Connor, Nicolas Villemin and Massimo Bernardi – worked together in 2010 for the launch of Mövenpick JBR and after leaving to work on other projects, business development director Villemin “brought the band back together” following his own appointment almost a year ago. New executive chef Paul Hage was recruited from within the group and recreation manager Ivica Ancic’s history lies in professional tennis. On the cusp of a major renovation and marketing project, Habtoor Grand is about to burst back on the scene, drastically rebalancing the dynamic of local leisure and recreational offerings and strengthening the reputation, services and facilities of the Al Habtoor Group’s flagship property. “I gravitate toward challenges, and this is a big challenge,” says GM Peter O’Connor, who has worked in nine countries over his 30 year career, returning to Dubai late last year for this very role. “The interesting thing is there is so much to do. I like being busy and fixing things and it’s easy to go to a little 200-room hotel and just move
22 / HOSPITALITY BUSINESS MIDDLE EAST
Throughout the hotel, the changes will be drastic, in terms of looking at which direction we can take existing outlets and change them or we can take a concept and just improve on the weaker points” Massimo Bernardi , F&B Manager
the flower arrangements round, but this requires all the more fundamental hardware and software issues to be addressed, too,” he adds, referring to “boundless opportunities” in the work to be undertaken. The refreshed focus on the property is part of a group-wide change for Habtoor, which has seen a significant percentage of its construction and engineering activities sold off to concentrate the focus on hospitality. As part of these changes, the renowned Metropolitan on Sheik Zayed Road is in the midst of demolition to make way for three luxury hotels to be operated by Starwood’s St Regis, Westin and W. O’Connor describes this project as: “A real top notch, world class facility with 1600 rooms, three major international brands, and a huge Las Vegas style showroom as a centre piece, as well as extensive retail.” In addition is the development of Waldorf Astoria on The Palm Jumeirah. “To do all those four at once and this refurbishment is a huge commitment and investment of time, but I thought it was very interesting too, because it spells opportunity also for all of us,” O’Connor adds.
Marketing Today Habtoor Grand has 14 F&B outlets but a lax approach to marketing in the past has led to stagnation in awareness of their variety, and this will be a key focus for the new team. “We have to ensure people know we are here and what we stand for. We need to be heard by the residents and international tourist market,” says
APRIL 2013
Villemin, who continues to state the ambition is to be nothing less than the market leader with sights set on the property’s prime competitor, the neighbouring Le Meridien. “Our main source of business as a resort hotel is international tour operators, so we must keep reminding them of the USPs that define us from the rest of the market. “Those USPs are the extensive F&B and the great location. Now we are going to renovate so we will have brand new rooms and, in combination with other promotional activities, we will have soft F&B refurbishments and new concepts to implement to create a consistent buzz. The plan is to make some noise,” he continues. The major challenge is not only capturing the attention of the local market but inventing alternatives that are both fresh and value-focussed, in line with current demands while harnessing the trend for speciality offerings. So far work has centred on Italian eatery Luciano’s, which launched an Al Fresco brunch that F&B manager Massimo Bernardi reports is “one of the great successes” of the changes to date, and the London Tube-themed Underground bar. “We are currently deciding whether or not to keep it as a sports bar or completely change the concept and create an Irish theme. “Throughout the hotel, the changes will be drastic, in terms of looking at which direction we can take existing outlets and change them or we can take a concept and just improve on the weaker points and that’s what we are studying right now,” Bernardi explains.
cpidubai.com
CASE STUDY
Ivica Ancic
Massimo Bernardi
Work in progress Upstairs, the hotel offers 446 luxuriously appointed rooms and suites, that when first built were larger than the market standard, providing the refurbishment project that will begin next month with plenty of room to fill. “What started as a maintenance project to fix a few things has grown and we keep adding things like flatscreen TVs, different mattresses and colour schemes and now a redesign, so it’s essentially going to be a new room: The box is the same but the rest has been stripped down to start from scratch. This is a work in progress and you don’t want to interfere with the guest experience but you still want to do the right thing at the same time,” says O’Connor. As a result, depending on the outcome of decisions regarding F&B concepts, parts of the hotel may close over the summer months, but the refurbishment project is due for completion in October 2013, when the hotel will be “well on its way to unlocking its potential”. “With the upgraded product, I looked at it from the start as a two tiered hardware and software project. Immediately what you spend on software impacts on guest experience and a great deal of that is engaging the employees more than they have been engaged in the past. The hardware is just the aesthetics, but people are people and that’s what makes hospitality,” O’Connor shares.
Change management Work to enhance the ‘software’ of the hotel is currently running through every area of the property, largely to improve efficiencies and instil a greater sense of staff culture. Running a hotel and executing major refurbishments is challenge enough when you know the team your are heading, but to be an outsider and initiate major change may not always welcomed by 1000 incumbent associates. On the business side of the
cpidubai.com
Nicolas Villemin
Nicolas Villemin Director of Business Development With 13 years under his belt at Accor, Hilton, The One & Only, Hyatt and Mövenpick Villemin is a French national with a degree in Hospitality Management from HIM Hospitality Business School in Switzerland and a speaker of five languages.
Ivica Ancic Recreation Manager Holding extensive tennis experience and a passion for all sporting activities, Ivica has worked with some of the most reputed tennis coaches and players, and has coached Thiemo de Bakker and Bernard Tomic. Ancic is the National Coach and Captain of the Croatian Tennis Association, Junior Team.
operation, Villemin has encountered the greatest hurdle in changing the existing reputation of the property, reporting that on occassion it’s easier to start from scratch. For Bernardi, who is redefining 14 restaurants and bars, a hands on approach to engagement, which leads to positioning himself as a leader and mentor has been the key to date: As the changes unfold and Habtoor Grand’s new era is ushered in O’Connor says the corporatelevel management changes, from introduction of best practice to the
Peter O Connor
Peter O Connor General Manager With 30 years of hospitality management experience in nine countries, O’Connor’s properties have won a number of interntional awards. Personal successes include qualifications from the State University of New York, and being awarded ‘Outstanding Professional Achievement’ from the Alumni Honour Roll.
Paul Hage
Massimo Bernardi F&B Manager Born in Italy, Bernardi received a diploma in Hotel and Restaurant Management from Addetto ai servizi Alberghieri e della Ristorazione and now manages 14 outlets and 250 employees at Habtoor Grand. Of note, Bernardi was also awarded a distinction pass for WSET Level II.
Paul Hage Executive Chef Starting at the age of 16 as an apprentice Chef and undergoing training courses throughout his career, Hage has worked in many of the reputed hotels in Lebanon. After relocating to Dubai as Executive Sous Chef of Habtoor Grand Paul was promoted Executive Chef of the hotel.
preparation of Al Habtoor Group’s IPO listing, will see the introduction of more international brands to the stable, a more diverse team and a decentralisation of how the entire hospitality division of the group is controlled. “As a GM you come into a hotel and you follow the book, but this is a local group that has a portfolio of hotels with centralised management and they have seen the wisdom in decentralising. That’s the interesting part and pulling the control mechanisms back to where the rubber meets the road is part of the process.”
APRIL 2013
HOSPITALITY BUSINESS MIDDLE EAST / 23
COVER CCO OVVEER SST STORY TOR ORY RY
1
2
3
4
As women’s role in society changes and business demands more from its top employees, Hospitality Business asks what the impact will be on the industry’s select group of leading ladies 1. Shaikha Al Mutawa DTCM director of business development and chairperson of the Dubai Green Tourism Award organising committee 2. Sarah Allen Director of revenue strategy, Marriott Hotels 3. Nadine Yetisener Director of recruitment for Jumeirah Group 4. Viviane Khoury Regional sales and marketing director, Golden Tulip Hotels
S
ince the social revolution of the 1960s, the empowerment of women has been rooted in choice. While more women entered the work place and climbed the career ladder, public commentary around the subject consistently fostered self-doubt, often via the age-old question: Is it possible to ‘have it all’? It has been asked by society and now by women themselves and time again it would seem the answer is no. Says Forbes magazine: “Business remains the realm where the glass ceilings are most intact” and in demonstration of this point, a headcount of all the FTSE 100 company executive boards today would show a mere 12.5% of all board members are female. Unsurprisingly, the trend is also reflected in the hospitality industry. Not only are management positions dominated by European males, but even the hospitality industry’s most watched Power 50 list has failed to
26 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
include a single woman in its top 10 for the previous two years. Yet the surprising anomaly is that across the majority of hospitality institutes globally, female students actually – and significantly – outnumber male students. Generally, females achieve higher results in high school and university; are effective communicators; and demonstrate greater levels of empathy and maturity than their male counter parts; all attributes backed by research by the Centre for Creative Leadership and Harvard Business School. And all attributes vital to effective management. “I don’t think there is a real glass ceiling; it is a challenging industry for women to be in, more so than other industries. Honestly, as a woman in operations it is very difficult to be married, have children and be fully committed to being successful and I think that is the challenge, but it’s also the nature of the industry
and that won’t change for anybody” admits Karyn Williams-Sykes, director, professional training and development, The Emirates Academy of Hospitality Management. “I have never felt out of place in the industry, but my priorities have changed as my career progressed,” she continues, while sharing former peer assumptions that as F&B manager she would be a 30-something male. “When I went to university in the Caribbean, the women studying hotel management outnumbered men 15:1 and I know this pattern exists elsewhere. I don’t know why, but it is ironic that more women graduate with hospitality management degrees yet more men go on to hold senior positions,” she continues, while reporting numbers at the Emirates Academy today are closer to 50:50. In the two years it has taken Viviane Khoury to climb from sales manager to regional sales and marketing director for Golden Tulip Hotels, she
cpidubai.com
COVER STORY
5
has seen a similar trend: “There are more female than male graduates, and yet women are under-represented in corporate managerial positions. “In my opinion it is us who create this ceiling based on our way of life. Success in the industry usually involves long hours and frequent geographical moves and as such it is seen as a ‘lifestyle’ choice. At a certain stage in our lives as women, it will be difficult to meet these needs and still satisfy family needs,” she adds. The glaring response to such an argument is that not all women want families, and of those who do it is worth mentioning one of the most high-profile female hospitality CEOs, Kathleen Taylor, raised three children while rising through the ranks of Four Seasons. “There are many women who juggle the two but this industry is very time consuming and you know what time you will arrive at work but you don’t know what time you will leave, especially in operations. So if you want to have a family you do have to step aside a little,” says Eliza Artiaga, who after working her way through the industry from the age of 15 and even
cpidubai.com
6
holding a GM position in her early 20s, is currently director of rooms at Dusit Thani. Her situation isn’t isolated, newly appointed GM of Centro Barsha, Eleni Tsolakou has been in the industry 13 years and admits having to take a step back in order to start a family. Now firmly back in the industry, she observes: “[The industry] is pretty male dominated and it does require a lot of personal time for both genders, but when you think of the sacrifices in terms of having a family, then yes, for women it can be a little more challenging to enter the field and manage to survive as long as men do, simply due to their presumed role in society as the home makers.”
CREATING CULTURE It would be easy to presume the low number of visible female leaders in hospitality locally is due to a regressive regional culture. International perceptions of women’s rights in the Middle East are far from favourable, but as anybody who has spent time here will realise, that doesn’t translate in the business world. Sarah Allen has been with
7
8
Marriott Hotels for 20 years and is currently MEA director of revenue strategy. Reporting that the discipline itself is relatively balanced by nature, she observes that, although not the loudest voices in the industry, there are a number of women in top positions and that the few countries where there is underrepresentation experience different local cultures, rather than company or industry cultures. “There is a strong cartel of women who in various different forms have made their way up the ladder. If I look at some of my female counterparts and some of my bosses, they all have families and it hasn’t hindered them at all. Where there is a difference is in the countries where the woman’s role in society is perceived differently and if you were to talk about a glass ceiling there that would be wrong, because it’s actually their culture.” Explaining the source of her personal drive, Allen’s mother set up her own home enterprise, while raising two children, inspiring both with the drive to “achieve something different”. “I saw her bring up two children and juggle an extremely successful
APRIL 2013
5. Cornelia Erhardt GM Radisson Royal 6. Karyn Williams-Sykes Director, professional training and development, The Emirates Academy of Hospitality Management 7. Eleni Tsolakou GM, Centro Barsha 8. Chantel Moore GM Burjuman Arjaan by Rotana
HOSPITALITY BUSINESS MIDDLE EAST / 27
COVER STORY
enterprise, and I think here in the Middle East and Africa it’s actually easier because there is the culture to have the support of a maid and nanny, which is more challenging in Europe from a cost point of view,” she adds. Bucking the stereotype of the typical ‘power female’ Allen accommodates the needs of her team members whenever the demands of the home, including temporary childcare, arise. “So long as the work is done and I can see the job is getting done and they can still excel at what they do, it absolutely should not make any difference.” With 19 years of experience in Australian hotels it wasn’t until moving to the Middle East that Chantel Moore was first appointed to the role of GM. Currently working for Rotana, it is through her business networking and public speaking that she has seen a growing trend for female appointments across all sectors of the industry. “I am very proud to say that I have actually had all my opportunities
here and I feel the GCC and Dubai in general have given me a lot of opportunity. I don’t feel I have had any disadvantage being in this region or being a woman. “At the time I was the best person to fit the positions for which I applied, I have always believed in equal opportunity and I will always work for groups who believe in that. I think you will see many more women in the industry over the next couple of years and you can see it already in the Middle East.” GM for Radisson Royal Dubai, Cornelia Erhardt, heads a team with almost equal gender representation in the senior ranks, but observes an unfortunate culture within some chains that are unwilling to recognise the contributions of female management. “I personally do not think there is a lack of ambition. We have seen women tackle the challenge of combining motherhood and a career very well, but we must also recognise that some companies have
YOU HAVE TO MAKE SURE THAT PEOPLE KNOW, WHEN YOU OPEN YOUR MOUTH, YOU MEAN BUSINESS. THAT’S HOW YOU MAKE A DIFFERENCE 9. Anke Glaessing, GM, Mövenpick Deira
9
10
10. Eliza Artiaga Director of rooms, Dusit Thani Dubai
28 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
their mind set and are not yet ready to understand and trust that women can cope with both. At the end of the day companies should hire the right person for the right job, regardless of the gender.” And even when there is willingness to ‘trust’ a female colleague with managerial responsibilities, it’s still a case of inadequate until proven otherwise. Artiaga shares: “In the Middle East there is a different type of management – you have to be more aggressive when entering a meeting room and demonstrating your knowledge. If you come to a meeting unprepared people won’t take you seriously.” She adds: “If most of the team is male, people assume you are a ‘girly girl’ so you have to make sure that people know, when you open your mouth, you mean business. That’s how you make a difference.”
A MINDSET CHANGE In Saudi Arabia, the nationalisation policy aiming to get more Saudis into full time employment has gone as far as specifying the roles authorities feel would be best suited to female employees. Their list includes: receptionist, tailor, banquet-hall employee, nutritionist, governess, photographer, beautician, caterer and hospitality and recreation-industry specialist. It’s a bold move for a government already struggling to integrate a burgeoning youth population into an increasingly specialised workplace. “In my personal experience I have seen women in all positions and they aren’t restricted to a certain type of role; I see women in HR, finance, F&B, I just think different career ambitions for different people. I think you do see quite a few women it’s just that maybe we don’t speak loud enough!” Moore suggests. Says Artiaga: “Sometimes it’s easier for a woman to hold certain roles and for that reason if you’re ambitious and
cpidubai.com
COVER STORY
know your stuff it’s easy to get ahead and the opportunity is there. But also as a woman you have to have that aspiration and ask yourself ‘why am I FOM, when I want to be DoR?’ You have to aim for your goals. I find there aren’t many women at the very top because they get to a certain level and stop, but it feels great when you reach that position.” One of the most qualified women to speak on this topic is Shaikha Al Mutawa, DTCM director of business development and chairperson of the Dubai Green Tourism Award organising committee. Both female and Emirati, she says it isn’t the perception of women that requires reform, but the perception of the hospitality industry itself. Herself driven by education and knowledge, she says that young Emiratis, both male and female need to see the industry as a career choice, rather than entertainment. “The Emirati woman is educated, capable and her involvement in industry presents a view of a balanced city. “A few years back I was lecturing a group of Emiratis from Dubai Women’s College about the importance of their role – most people here look to the tourism industry as entertainment, rather than a career path and they don’t encourage their children to work in it. But believe me, now things are changing and hotels are offering a lot of opportunities for Emiratis to grow,” she reports, adding that many of those opportunities within DTCM require international travel as ambassadors of both the department and tourism industry. “This is very good for us and I believe that women in coming years will be more proactive and more visible in the higher positions.”
A WOMAN’S ROLE The fact still remains that with so few women round the boardroom tables, for those who have managed to master the fine art of juggling family and career ambitions, it will be lonely at the top.
cpidubai.com
TIPS FOR THE TOP Shaikha Al Mutawa, DTCM director of business development and chairperson of the Dubai Green Tourism Award organising committee “Success requires proper planning, commitment and the ability to learn from others. You only reach there if you are capable and have entire knowledge of a department or organisation. There are different recipes for success and I encourage women to take the lead. There is opportunity in the hospitality industry and I hope to see more women take that.” Karyn Williams-Sykes, director, professional training and development, The Emirates Academy of Hospitality Management “If you love it, do it. Hospitality is very much my passion and I would be lost outside this industry. Always listen to yourself and if you come to a point where you feel you need a change, listen to what that change is. It takes a lot of dedication to take it all the way. This isn’t a job you do for a job. It’s the passion that will take you up the ladder.” Eleni Tsolakou, GM, Centro Barsha “Never lose focus, always believe in yourself and what you would like to achieve for yourself.” Anke Glaessing, GM, Mövenpick Deira “Some women give up half way through, as it seems difficult but you have to enjoy the setbacks and the experience. And if it is difficult, find a mentor. The way is long, but once you are there it’s very rewarding.” Eliza Artiaga, Director of Rooms, Dusit Thani Dubai “Don’t let anybody say you can’t do something. Be aggressive, know your stuff, dive in and in the end you will be successful”
Anke Glaessing left home at 21 to pursue her ambitions, spending much of her early career in remote Far Eastern resorts. The headstrong decisions she has made since have been based on a predetermined career path, from which she refuses to stray. However her experience of a male dominated
Nadine Yetisener, director of recruitment for Jumeirah Group “Apply for the job! That is the first message to put out there. Don’t assume there is no chance, attitude is everything and in order to be successful in your job you need to perform and in order to perform you need to be organised in your work and personal life. That flexibility and drive to leave your comfort zone is key.” Chantel Moore GM Burjuman Arjaan by Rotana “You need to have a good education and good mentors and the ability to look for opportunities for growth and learning within your line of work. “I think everybody has the opportunity to grow and become what they want, especially in the hospitality industry – the sky is the limit – you must build a good network of professionals around you and be passionate at what you do.” Cornelia Erhardt, GM Radisson Royal “Based on my personal experience, I can say that it is vital is to have good mentors supporting you step by step and also you must believe in yourself, challenge yourself and should not give up ever for being promoted throughout the career. Also you must be a self motivator and never miss an opportunity to develop yourself.” Sarah Allen, director of revenue strategy, Marriott Hotels “The key to being really successful is to surround yourself with other great people. You’re not good at everything and you have to know your strengths and weaknesses. If you can surround yourself with strengths that compensate for the things you may not be as good at, you can then have a very successful team. It’s all about the team, not the person at the top.”
industry has been somewhat different from that of her peers. “During two roles in Thailand I was the only female western expatriate, which I found quite isolating. But many of my greatest achievements in both roles were due to my female perspective,” she reveals, describing the “emotional” rational she was
APRIL 2013
HOSPITALITY BUSINESS MIDDLE EAST / 29
COVER STORY
required to bring to strike negotiations and personal staff issues she mediated, both above and beyond the requriements of the role she held at the time. Upon arriving in the UAE, she was appointed as the first female EAM for a chain – an appointment she recalls with wonder: “There was a perception that a ‘risk’ was being taken in appointing a female to the role, but my response was that the risk is no different between male or female candidates. After I joined the group they did appoint two more females in similar roles.”
RECRUITMENT As director of recruitment for Jumeirah Group, Nadine Yetisener reports that a diverse yet balanced workforce is so integral to the operations of the business that where a team is unbalanced and the calibre of final candidates allows, decisions will be based on how best to re-balance the team. “Hospitality is all about people, whether that be the staff or the guests,” she says, confirming several of Jumeirah’s 20 global properties are led by female GMs, including those in Abu Dhabi, Frankfurt and Istanbul. “As a global company, Jumeirah actively encourages women within the business and so far we have been very successful. I think that Jumeirah, as a company, has taken a fantastic approach to appointing females to senior roles and many other senior colleagues are also female,” she adds.
FOUR SEASONS CEO KATHLEEN TAYLOR RESIGNS AFTER THREE YEARS The industry was shocked to learn of the resignation of Kathleen Taylor in February of this year, after three years at the very top of Four Seasons Hotels and Resorts. Taylor’s appointment to CEO replaced founder Isadore Sharp, after 20 years in the company, and she was the chief negotiator for Middle East deals. Raising a family while rising through the ranks at Four Seasons, in interviews she played down the gender gap, and was once quoted as saying: “I looked around the boardroom table and thought about who each man was married to: all extremely strong-willed women who were equal partners in their relationships,” Taylor says. “I figured they can spend a few hours a day with me.” Taylor joined Four Seasons in 1989 in the legal department but soon moved into operations. The senior leadership began reporting to
It’s not just the recruitment process for the group that steers this, but the attitudes nurtured between colleagues, she continues: “Respect and integrity towards colleagues is a very important to Jumeirah Group and gender-based discrimination will not be tolerated in any form.” Applying academic evidence to this stance, Khoury advises: “There are well-documented commercial reasons why diversity is good for business. “First, the competition for talent is fiercer than ever, so in order to secure the best talent you need to be
THERE WAS A PERCEPTION THAT A ‘RISK’ WAS BEING TAKEN IN APPOINTING A FEMALE TO THE ROLE, BUT MY RESPONSE WAS THAT THE RISK IS NO DIFFERENT BETWEEN MALE OR FEMALE CANDIDATES 30 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
her from 2006 and in 2007 she embarked on the roles of president and COO. Ferguson Partners Ltd has been appointed to find her replacement.
prepared to consider all the available candidates. Secondly, research has repeatedly demonstrated that businesses perform better as the diversity of their leadership team grows. Diversity stimulates creativity and innovation while homogenous groups of decision-makers will often crush such originality.”
CAN WOMEN HAVE IT ALL? The question itself may be loaded, but as explained it is indeed possible to apply the same organisational skills to the home as it is the office, and in doing so have as much cake as is on the table. In this respect, opportunity for women is undeniably on the rise, but for male and female alike, true success requires sacrifice. When that sacrifice is applied to the select number of top female managers it translates into a choice between a family life or a successful career. When it is applied to their male counterparts, the successful career forms an integral part of their family. And for the women who really do want it all, therein lies the problem.
cpidubai.com
ROUNDTABLE
HANDS ON HYGIENE so are consistent across regulatory frameworks, the only thing that differs is the enforcement. The differences in ownership arrangements between freezones and other areas also change things in light of accountability for any problems, but the only thing that differs across the board is the enforcement and inspection system. Raja Mumtaz Hussain: I second the point that hygiene is a management commitment and in terms of local laws, they are the same. Enforcement agencies like Dubai Municipality Food Control Department are also making
improvements. The issue of hygiene, especially regulation of imports, is very important – the climate here is harsh, there is the threat of cross contamination and the enforcement agencies need to be behind us otherwise we will struggle to solve problems. Tanzeela Adeel: From the operations perspective, the two challenges I see most often are being able to prioritise quick service to get food to our guest’s tables and associates having the confidence in themselves and their skills to answer auditor’s questions during inspections. Chandan Singh: The challenge we face is an unreceptive audience outside the immediate hygiene departments, for example FoH, BoH and admin, are far less receptive to hygiene practices than those who are assigned to be in charge of hygiene. It is usually because they are focussed with their own job and area, but it’s still an issue. One example is when we started the ‘cut back’ campaign, which was basically an introduction of tissue that overall would reduce costs by 20% and we had to demonstrate the product to them to explain the benefits. Tatjana Ahmed: We face our own challenges in housekeeping and again it comes down to training; from the secrets of housekeeping to the chemicals we use and how to use them. We do face challenges sometimes because every guest has their own hygiene challenges and our staff need
BOBBY KRISHNA PRINCIPLE FOOD STUDIES OFFICER, DUBAI MUNICIPALITY
CHANDAN SINGH DEPUTY GM, DHOFAR GLOBAL
Training, the implementation of standards and accountability, are key issues when it comes to maintaining hygiene. Ahead of CPI’s Hospitality Hygiene Summit next month, hoteliers and product suppliers debate the trends with Dubai Municipality.
W
hat do you find to be the primary challenges to maintaining hygiene standards within hotels? Grace Nalogon: My main challenge
is training new recruits, especially those who do not have a food safety background. In these cases we train through monitoring and regular briefings that continue in each outlet on a weekly basis for all staff, to ensure everybody remains aware. If there are language barriers we do deliver these sessions in other languages. The training programme is in-house and Kempinski is very supportive in training me, so I can train them. I am HABC accredited and all the materials I use are from them. Peter K. George: There are food suppliers and hotels who operate in different free zones and areas of the city, who are all subject to different requirements and standards. GN: We focus on the Dubai Municipality regulations in our mainland property and for The Palm HACCP is in the process of being implemented. Bobby Krishna: Food temperatures for example are based on science and
32 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
cpidubai.com
ROUNDTABLE
to be trained to separate linen, then the laundry must know how to clean soiled linen and wash it separately, so everything is hygienically cleaned again. Additionally, a big part of the chemical training is the use of micro-fibre. Staff training is key, as is adequate staffing; you have rooms that are placed back to back and need turning round in a certain amount of time so that when a guest comes it has to be clean and fresh and crisp. Chef Chandra: Training new associates requires you to touch base on a daily basis to reinforce the principls taught to them.
How is training developing at DM? BK: That’s where the whole angle of regulations is focused on now, we see a very different trend in inspections. People don’t not do things because they don’t know how to, they don’t do things because they don’t want to, or there is no facility. You would learn that food has to be at 60°C but they won’t do it because the equipment isn’t there. Staff know all these things and they can answer all the questions, but they are still choosing not to do
cpidubai.com
it. So there is a regulatory problem but knowledge to practice is not a straight forward relationship. It’s like knowing the dangers of nicotine and still smoking; these things are still being done because people choose to do them. If a culture for things like hand washing and hygienic storage is nurtured, a new employee will come in and follow that lead but it’s management that needs to be setting that example – the person who is truly in charge, not the person who has been put ‘in charge’.
In summary, have you found that people need to be micro-managed and supervised because they are so likely to take shortcuts? BK: Knowledge provision has limitations and we need to acknowledge that. People know what to do. You need to build in food safety.
Is it viable to employ people to supervise hygiene across hotel operations, even though staff are trained? PKG: Some of the kitchens don’t have the infrastructure to facilitate some
measures. For example creating space to separate things. When we tried to implement a glass washing standard, it was required to the dishwashers to a certain temperature, but the dishwashers themselves were not installed on any of the floors at the time. The glass had to be sanitised so management had to step in to provide that infrastructure.
How do you establish and define the communication channels to understand these needs? RMH: It’s important that when you are implementing a system a team is assigned so we have a HACCP team and through them we are communicating to the staff to support this. we have a daily hygiene walk around and a weekly walk around and a monthly BoH inspection. Results are distributed to all department heads with a target time for implementation of any changes, for example if there are hand washing facilities that aren’t working or procedures involving chemicals. But again I stress that training plays a key role. The chefs are trained and are
APRIL 2013
HOSPITALITY BUSINESS MIDDLE EAST / 33
ROUNDTABLE
often working more diligently than the hygiene managers, they don’t want to see anything on the surface area, or the floor. So it delegates not just the responsibility, but the accountability. They can push the hygiene manager to support changes but this PIC programme establishes who is accountable and it is revolutionising this whole perspective. BK: Accountability is key and that was a large part of the programme. We want people to take responsibility for their business because we have seen in the past that if nobody is in control and nobody knows who is in charge, inspectors cannot change anything. The fines continue but nothing improves. The other point in regulation is that if you look at the revue process it’s very open. These regulations were implemented two years ago and we have an open approach to suggestions for improvements from the industry. So keep the comments flowing in order for us to work it out!
What suggestions have been made to improve regulations? BK: We are benchmarked against Australia, Canada, UK, Ireland and US. Regulations aren’t significantly different, which minimises any issues international groups could have. The code is easy to understand but it’s not just giving a code, there is a
reason for every point in it. We don’t just tell you to serve food at 60°C we explain the rationale. It’s a handbook for professionals and if you really read through it you may find a lot of reoccurring problems can be solved by following the code. Food control is a priority but occupational health and safety and waste control are now being implemented in the next phase and we are trying to address those issues and bring them to the limelight. You don’t feel health and safety is behind in the hotels, but smaller and independent F&B establishments, for example can have serious problems.
Are there any reoccurring issues in terms of housekeeping that regulation could assist with? TA: Of course, for example cleaning materials that are used here such as cotton mops in stewarding areas where you have micro-fibre; machineries of all different sizes; the use of some chemicals. It would help if there were recommended suppliers. In addition, the hygiene of staff lockers and storage areas and pest control could all benefit from regulatory and inspection procedures. PKG: Another area is pools and bars. We have water treatment products and we help to set the parameters for clean water, the chlorine PPL (parts per litre) should be 1-2 in order to effectively disinfect the water. We went into one of the largest chains here in Dubai and there were thousands of guests using the pool but the PPL was less than zero.
This comes back to the earlier point that self regulation doesn’t work and unless people are supervised corners will be cut. What will happen from a higher level to tackle this? BK: Enforcement is a big part of the
TATJANA AHMED HOUSEKEEPING MANAGER, GRAND HYATT, MEMBER OF THE ASSOCIATION OF EXPERTS
cpidubai.com
GRACE NALOGON HYGIENE OFFICER, KEMPINSKI HOTEL MALL OF THE EMIRATES
mechanism because most people do not respond to regulations. Even financial penalties, because of the structure of visa and business costs,
APRIL 2013
HOSPITALITY BUSINESS MIDDLE EAST / 35
ROUNDTABLE
BK: Things do have to change and this
mean that on occassion it is cheaper to pay the fines. When this happens regularly we invite the management to our food safety clinics and we have a one to one talk, giving them the option to close down or run the business without fines. We give them an action plan and timeline and my office works with the inspection team. We have seen very positive results and managers respond totally differently when they are in our offices and we are raising this issue with them. Where necessary we get the chain owner into the office and we realise that things change – the problems differ between establishments, but the whole process has a positive impact. Some independent cafés don’t have the money to make changes, so they sell the business. Then the next person loses money and they leave again, so the cycle is more like real estate than a food business. We also see cases where the staff don’t listen to management and even give the ultimatum of having their visa cancelled, but again it’s cost. In hotels it’s totally different, everybody is very positive and very very few hotels do not meet standards. You are trying to help them to be economically sustainable as well, and that’s in terms of freezing stock, storing cooked food.
36 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
bleaches that shouldn’t be used in hotels and also the way cleaning cloths are being used for days on end without washing. I think the municipality needs to step and say this isn’t acceptable. Our team has 22 rooms to clean in a day and they have 22 cloths to clean with. The cloths are colour coded; the micro-fibre cannot be used in more than two rooms; and staff are trained to ensure that the same side of the cloth is not used on more than two surfaces. That standard of training is very important.
is an area that we have really been looking at for small restaurants and we have regulations for chemical storage and mop washing and holding areas. It’s a reoccurring issue. BK: This is something that is trying to be limited because it causes problems in the sewage system. Hygiene isn’t just about the staff and guests, but also the products they use. Dhofar recently published a research paper on the transmittance of bacteria when hand dryers are used instead of [paper] towels. CS: We have found that people are trying to reduce their costs in any way and a number of hotels believe they are saving money because they are not buying tissue, but they don’t factor in the cost of the extra electricity from the hand dryers. Additionally, we have now conducted studies into the rate at which microbes and bacteria multiply under hand dryers, and it’s as much as 27%, but this doesn’t happen with tissues. So not only are paper towels financially more economical, but we cna prove they are more hygienic, too. PKG: Sustainability is a big thing and people are doing all sorts of things to show they are running a sustainable operation. Sometimes we are forced, by a client, to bring in Green Seal approved products, despite the air miles they incur being important from America.
PETER K. GEORGE MARKETING DIRECTOR MENA, DIVERSEY GULF FZE
CHANDRA SWAMY HEAD CHEF, MARRIOTT DUBAI HARBOUR HOTEL & SUITES
Other markets have banned cleaning products that are still available here, or have different best practice procedures that aren’t implemented here. What are the main issues with this? TA: There are products such as certain
cpidubai.com
U il d2
hostelerĂa tĂŠcnica
U il d2 1
hospitality solutions
sales@pilsa.com
4/1/13 10 19 AM
ROUNDTABLE
Call to action
To register for the Hospitality Hygiene Summit on May 27 at the Habtoor Grand, email: amy@cpidubai.com PKG: There must be a market-
How much does price influence purchase decisions when it comes to procuring hygiene products and services? CS: If you talk about BoH in a five star property there are studies that prove higher quality, slightly more expensive products are actually more economically effective. It’s about psychological impact. In order to create awareness of this, we have introduced colour codification of tissues. There are critical areas where you use tissues and we have found lint comes out, contaminating other areas. You cannot see this with the naked eye when the colour is neutral. Additionally, our new disposable towel is durable enough to be effective, heat resistant up to 210°C, and hygienic, allowing hotels to save money and enforce best practice.
management and they do have targets for us but we need to achieve these targets to make sure that hygiene is implemented successfully. GN: Management needs to lead by example. For us, we are lucky at Kempinski that our management is supportive, especially in our HACCP meetings, so as long as there is budget, do it and as long as there is awareness among the staff, you can proceed. TA: Another point is communication between staff and all the way up to senior management; without it nothing will work. RM: Teams need to appreciate and understand that top management needs to be made aware of any issues in order for them to be solved.
led approach and perhaps if the municipality promotes strong hygiene standards on a more regular basis than the annual awards, it will be effective in motivating standards. BK: Sometimes bad hygiene doesn’t automatically translate to risk. In the same respect, an inspection that scores highly does not eliminate risk. Secondly we need to ensure the consistency of inspections, through continued training of staff. We believe in the policy of ‘name and fame’ as the culture here is to promote the good. CS: There are three words in my perspective: diagnose, impose and dispose. Hospitality Business Middle East would like to thank the staff at The Observatory at Marriott Dubai Harbour Hotel and Suites for hosting this discussion.
What can be done to achieve the highest possible standards of hygiene? TA: Everybody talks about the training, but when people are trained correctly the work improves significantly. The second thing is the enforcement of standards and the constant drive from management, they have to continue to take an interest because if they don’t staff won’t be motivated to act positively towards regulations. Chef Chandra: There needs to be a lot of commitment from senior
38 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
RAJA MUMTAZ HUSSAIN ENVIRONMENT, HEALTH AND SAFETY MANAGER, ARJAAN ROTANA
TANZEELA ADEEL HYGIENE OFFICER, MARRIOTT DUBAI HARBOUR HOTEL & SUITES
cpidubai.com
3J½GMEP ,SWTMXEPMX] 4EVXRIV 3J½GMEP 'EV 4EVXRIV
3J½GMEP 'YMWMRI 4EVXRIV
3J½GMEP 1IHME 4EVXRIV
CATEGORY SPONSORS &IWX 7YWXEMREFPI -RMXMEXMZI
&IWX 6IWXEYVERX SV *SSH &IZIVEKI 3YXPIX
&IWX 0SFF] 6IGITXMSR SV 4YFPMG 0SYRKI &IWX ,SXIP
&IWX 1EVOIXMRK 'EQTEMKR
THE HOTTEST TICKET IN TOWN THE MIDDLE EAST HOTEL AWARDS 3R XLI IZIRMRK SJ 1E] RH E LSWX SJ :-4´W ERH MRHYWXV] ½KYVI LIEHW [MPP GSQI XSKIXLIV XS NSMR MR E GIPIFVEXMSR SJ I\GIPPIRGI EX XLI ERRYEP TVIWIRXEXMSR SJ 8LI 1MHHPI )EWX ,SXIP %[EVHW .SMR OI] MRHYWXV] GSPPIEKYIW JVSQ QENSV LSXIP KVSYTW EGVSWW XLI 1MHHPI )EWX JSV ER MRWTMVEXMSREP IZIRMRK SJ KPEQSYV PY\YV] ERH RIX[SVOMRK EX 8LI 1MHHPI )EWX ,SXIP %[EVHW E ½ZI WXEV IZIRX GIPIFVEXMRK EGLMIZIQIRX MR XLI LSXIP ERH LSWTMXEPMX] MRHYWXV] 8LI 1MHHPI )EWX MW VIGSKRMWIH [SVPH [MHI JSV MX´W EFMPMX] XS MRRSZEXI GVIEXI PIEH ERH EGLMIZI MR XLI ½IPH SJ LSWTMXEPMX] ERH MX MW EX 8LI 1MHHPI )EWX ,SXIP %[EVHW [LIVI MRHYWXV] FIRGLQEVOW EVI WIX ERH QSVI XLER QIX -RZMXI ]SYV GPMIRXW ERH GSPPIEKYIW ERH XEOI E XEFPI SV WIEXW JSV [LEX TVSQMWIW XS FI XLI LSXXIWX IZIRX MR XLI LSXIP MRHYWXV] GEPIRHEV
&IWX 'SRZIRXMSR 'SRJIVIRGI SV &ERUYIX *EGMPMX]
BOOK TICKETS HERE XLILSXIPWLS[ GSQ QILEXMGOIXW '378 4)6 8-'/)8 '378 4)6 8%&0) 3* 03'%8-32 .YQIMVEL 'VIIOWMHI ,SXIP (YFEM
AWARDS WILL BE PRESENTED ACROSS THE FOLLOWING CATEGORIES: ³ Best Lobby, Reception or Public Lounge ³ Best Restaurant or Food & Beverage Outlet ³ Best Convention, Conference or Banquet Facility ³ Best Hotel Suite ³ Best Indoor Fitness or Leisure Facility ³ Best Technology Integration ³ Best Outdoor Facility ³ Best Sustainable Initiative ³ Best Hotel ³ Best Marketing Campaign ³ Best Hotel Apartment
@thehotelshow facebook.com/thehotelshow
W an ith a res d pr sha po ed rp nsi ict ris cou bil ion e i ld itie s f n t me s a or a he an re fu ado st t for con a ream ure w ption cie sks lin he of rge ho ed re m int ser telie thro an erac vic rs ug y o tiv es and h t f th e te tec echn e co chn hie ol nc olo s w ogy ierg gy ha , e’s t th is
SPECIAL FEATURE
t ali t i sp Ho
440 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
ess n i us yB
cpidubai.com
SPECIAL FEATURE FEATUR UREE
The future: Technology vendors share their vision How has your concierge technology been developed? Ahmed El Ridi, AIMS: We have used SCALA digital signage software, widely known for flexibility in enabling personalised, real-time messaging and recently deployed digital signage network at Amwaj Rotana, Jumeirah Beach Residence. In this project, a digital signage network constituting of 32-inch Mirror Displays were installed near elevators, allowing the hotel to stream content such as latest events and promotions happening in the hotel, news and entertainment for guests who were waiting for the elevator. We also installed Meeting Rooms Management solution for Jumeirah at Etihad Towers, featuring SCALA and Delphi and we have installed signage solutions for Burj Khalifa Armani Hotel, Dusit Dubai, Atlantis The Palm, Movenpick, and Rotana. Mukund Mohan, Infor: The most popular tools include ‘Go-concierge’ and ‘E-concierge’. From the rudimentary ‘telephone’ books of the 1990s to the integration of hyperlinks in guest correspondence in the 2000s, the future now combines these and uses concierge apps. Infor HMS Mobile solution for Hotel operations - has a concierge
feature with links to Google Maps. When guest arrives at the desk looking for directions, information can be hyperlinked via Google Maps to the location and printed. Salwan Finj, LG: Concierge technology is related to giving the guest the ability to avail concierge services at their finger tips. Ever since there was a shift from the RF to IP technology in hotels, which happened five to seven years ago, this level of personalised interactivity for the guest has been made available through third party solution provider’s interface.
What kind of feedback do you get from hotels and end users? AR: Many end users are surprised by how versatile technology can be. There are endless uses for digital signage systems in hotels and the technology can be effectively used in areas such as lobbies, receptions, waiting areas, elevators, restaurants, conference centres, and back office. MM: Concierge services differ based on the type of operation, brand and location of the hotel. Peninsula and Shangri-La hotels take pride in providing human interaction for their guests, whereas chains in the US, such as Hyatt, have created their own e-concierge tools and extended
capabilities on Twitter by offering guests virtual concierge services through their e-concierge service. SF: With LG’s Pro:Centric Smart IPTV Technology, third party solution providers have the flexibility to develop advanced concierge services and deliver a truly remarkable “Digital Concierge” experienced to the guest. This technology is available today and has been widely used reputed hotels across all major global chains.
Concierge services come with a great level of expectation, how does this technology aid this? AR: Digital signage technology primarily helps to create a state-ofthe-art customer experience and increase the visual appeal of the hotel. It can be used for branding, welcoming, flight infomation, warfinding, restaurant listings and weather forecasts. The integration with back-office systems such as sales and event management systems provide an easyto-use digital communication tool to control the displays throughout the entire hotel. The element of human touch will always be present in the concierge industry with digital signage systems enhancing overall experience
A concierge team can use their connections to ensure a guest gets the best available booking, whereas an application will only be able to book or inform you that they are fully booked,” Arnulfo Guinto, Dusit Thani.
The consultant Kenny Onilogbo Fame and Lifestyle management Fame and Lifestyle management is a lifestyle concierge provider, which also provides customised services for spouses of business travellers under its newly released Spouse Programme, packages for which include driving, shopping, entertainment and PA services. But while running a traditional hands-on personalised lifestyle concierge service for its clients, the firm utilises a number of digital aids in order to manage its operations, including client liaison for communication and billing purposes.
cpid cp cpidubai.com idub ubai ub a .ccom ai
“The replacement of a concierge with technology is possible, but people still need that human interaction to help maintain their work-life balance. So I think the hotel concierge in future might disappear where there will be more need for the real concierge services outside hotel that caters for busy professionals and families,” Onilogbo explains. “We us technology software to enhance our services, for example, the proprietary programme we use saves us between three to five hours a day, by helping us to manage our client tasks and update vendor information, with an automated reminder system for our client diary.
APRIL AP PRI RILL 22013 013
HOSPITALITY BUSINESS MIDDLE EAST / 41
SPECIAL SP PEC E IA IALL FE FEATURE EAT A UR UREE
The usage of technology at the concierge desk will be an additional profit centre for the hotel and will reinforce the value of a multi-talented concierge member,” Naji Khatar, Radisson Blu.
MM: Streamlining concierge information drives efficiencies with the planning and timeliness of schedules, however hotel staff need to access and execute on the information at hand to ensure a pleasant stay for guests. SF: This engages the guest in multiple ways, not only does it allow the choice of a variety of services in the comfort of their room, but it can also eliminate the risk of human error in cases where the reservation being made is interfaced directly with a central reservation system, allowing the guest managing the details of their reservation quickly and with accuracy. Do you foresee a future where all concierge interaction is digital? AR: Concierge services come with a great level of expectation as this industry is all about providing superior service, understanding customer’s preferences, and giving them the best hospitality experience. Taking into consideration that it is a very competitive industry, hotels will always have acombination of both the human touch and digital, as it aids
service provision while also increasing customer satisfaction. MM: The trend is definitely reaching a point whereby customers are leaning towards mobile concierge facilities. With links to Google Maps, Infor HMS provides hoteliers the option to print directions for guests. Another developing trend is the outsourcing of concierge facilities to ‘call centers’ that provide ‘click to chat’ facilities i.e. whereby online resources respond to customer needs I predict that hoteliers will not completely embrace all concierge facilities via digital means until 2020. While online concierge tools will be used to manage bookings and
activities, and driving efficiencies by having information available in real time, hoteliers will continue to use staff/employees to fulfill the guest needs and enhance their experience. SF: Although a lot of services have been incorporated and are being offered via the Digital Concierge service, digital concierge service is just another option provided, bearing in mind a broad spectrum of guests and their personal choice in utlising technology to carry out their day to day transactions within the hotel. This could never fully replace the “true” concierge service as the human element is the core value of service in a hospitality environment
Personal touch: The concierge recommends A number of properties are now heavily dependent upon digital concierge technology. Does this affect the guest experience? Gerardo Gabat, Kempinski: Yes, absolutely. Not only can the right technology help us deliver an even better and more personalised guest experience, it’s also very important that we as concierges can support our guests’ needs and requirements when it comes to connectivity and communications whilst at the hotel. Guests travel with more and more devices and we see this trend continuing, so it’s becoming about how we can provide them with the right information, content and communication on their own devices. And that will make the difference. The more mobile we are in concierge services, the better we can
42 / HOSPITALITY H SP HO SPIT ITTAL ALIT ITT Y BU BUSINESS BUSI S NE SI NESS SS M MIDDLE IDDL ID DLEE EAST EAST
APR APRIL PRIL PR I 201 2013 013
serve our customers anytime and anywhere, allowing us to be more efficient and effective. At Kempinski, Mall of the Emirates we are using ipads to present information on activities and sightseeing to our guests, allowing us to give them the latest and most up to date information based on their personal preferences and without the needed to keep large amounts of collateral and other printed materials at the desk. Arnulfo Guinto, Dusit Thani: For us we have wanted to keep the personal one to one interaction with our guests. Once a guest approaches us we are able to fully understand what they are looking for and offer a number of alternative suggestions with our own personal experience and tips, which when left to modern technology will be too generic and not
tailored. Technology helps in finding information at the touch of a button. Guests can do their own research before traveling to find out what they want to do when in the destination or get tips from previous travellers but the personal approach with a concierge team is still key for a guest’s experience of the destination. Amado Silveti, Raffles: Being a techsavvy and eco-friendly concierge, my new best friends at work are the ipad and iconcierge. Both have been used at the hotel for the past year and aid with local information and scheduling trips. Guests appreciate the fact that we are tech-savvy and are happy to use their own devices to receive information or reservations, which avoids them from taking a paper confirmation to the restaurant. I haven’t received, so far, any complaints
cpidubai.com
Super–Twill Hygiene - So advanced, it’s practically a towel! The FCC approved towel that belongs in every kitchen Replace cook towel and use Super - Twill
?\Xk I\j`jkXek )(' ;\^i\\ =:: 8ggifm\[ ?p^`\e\ I\[lZ\ :ifjj :fekXd`eXk`fe Jkife^ Xe[ ;liXYc\ ?`^_ 8YjfiY\ek Hl`Zb ;ip`e^ :fjk <]]\Zk`m\
Super-Twill Hygiene the hygienic, nonwoven wipe for every cook
DHOFAR GLOBAL TR.CO.L.L.C P.O.Box: 70580, Sharjah, United Arab Emirates Mobile: 050 631 6593, Tel: +971 6 5302525 / 5368690, Fax: +971 6 5302626 / 5368552 Email: chandan@dhofartr.com - dhofart@eim.ae www.dhofartr.com BRANCH: Dubai Investment Park - 1,W-16/598-289-Dubai,U.A.E. Tel: +971 4 8856556, Fax: +971 4 8856566
Dhofar Global Tr. Co.L.L.C.
SPECIAL FE FEATURE EAT A URRE
I strongly believe that despite the rise in digital communications, hotel guests will continue to value the human interaction with hotel staff,” Gerardo Gabat, Kempinski
from our guests even the novice with technology. However, we do offer brochures and traditional maps should guests request them. Naji Khatar, Radisson Blu: Technology is a fundamental element in our daily lives. To follow the latest trends and to delight our guests by exceeding their expectations, concierge teams should be essentially equipped with the latest technology. This also allows concierge members to handle their tasks in a convenient way, by providing all the necessary digital/ online, tech-savvy elements available for the guest’s total experience.
Is it viable for all concierge services to be digital one day? GG: Digital communications makes it easier for us to effectively respond to our guests’ needs, in real time, while on the go. However, I strongly believe that despite the rise in digital communications, hotel guests will continue to value the human interaction with hotel staff, whether it’s a concierge’s personal opinion of a restaurant or tourist attraction or simply a friendly interaction in the lobby of a hotel. In my view
technology will never completely replace the personal, human touch to hospitality service delivery. AG: For restaurant reservations or other bookings, a concierge team can use their connections to ensure a guest gets the best available booking, where as an application will only be able to book or inform you that they are fully booked and you would need to then make an additional call to make alternative arrangements. Technology will never replace, but will become integrated as part of the service. Guests are always looking for advice and personal experience with recommendations and concierge teams can offer this with suggestions on the spot. It’s the personal service and attention to detail that a computer just cannot give. AS: I believe that human touch and technology will evolve hand in hand. Human touch is necessary in better understanding our guests and listening is key to ensure that we anticipate their every need and create a sense of emotional luxury that is synonymous to the Raffles Brand. The traditional concierge with his Golden Keys will always be present
and passionate enough to show the city on a traditional paper map. NK: There’s nothing like a professional concierge member to be truly receptive and open to guests’ needs, to read in between the lines, and to give that real human touch by breaking down the information asked for. I believe that technology with all information fully loaded from various search engines with recommendations and directions, will definitely be a perfect “sales agent” working for the concierge members soon. In fact the usage of technology at the concierge desk will be an additional profit center for the hotel and will reinforce the value of a multitalented concierge member, who will always find new ways to “tap” into the guest experience and explore how to make moments more memorable. In my opinion, the unique, modern concierge systems will be designed like a hub of guest engagement and a magnet for more personalised experiences, which will act as a strong motivator for spontaneous guest decisions. It will also allow the concierge to better define, manage and package the guest preferences
will become more dependent on the technology with certain programmes and software, actually not having real experiences about the places they recommend. Consequently, individual qualifications and knowledge will show a decline in quality which will create an issue further in terms of recruitment and fulfilling guest expectations.”
The team at Radisson Royal was awarded Concierge of the Year 2012, Concierge Team of the Year 2012 and Best Head Concierge at the Concierge of the Year Awards 2012, a highprofile event organised by the Department of Tourism and Commerce Marketing (DTCM) and Les Clefs d’Or, at the.
The award winning concierge Radisson Royal’s guest service manager, Naji Khatar, explains the pros and cons of digital concierge “Besides technology becoming as the basic need to fulfill the guest requirements, it makes the concierge’s job easy by collecting all the information in detail without even visiting the places, or experiencing the activities, neither reading books nor collecting hardcopy brochures. “Therefore it helps to learn about local activities and international knowledge without cost involvement within a very limited period of time. “Further, technology helps to save costs for paper work, printing press and filing system. In addition it helps to avoid potential miscommunication that might be occurred by hand writing. “However, relying on technology may actually lead to other disadvantages. Indeed teams
44 / HOSPITALITY HOSPITAL ALITT Y BU BUSINESS USI S NE NESSS M MIDDLE IDDDL D E EAST EAST
APR APRIL PRRILL 22013 0133 01
cpidubai.com cpid cp idub id ubai ub ai.c.c.com ai om
SPECIAL FEATURE
Style costs, but with a number of imitation furniture products flooding the market place, the temptation to buy non-branded versions is stronger than ever. Designers and hoteliers debate the issue
Nakkash Gallery and Casualife (below and above) face hurdles explaining quality counts.
B
usiness may be on the up, but in the pursuit of the ‘best’ price design budgets are still being squeezed. The result is a prevailing trend for innovative furniture designs to be imitated with increasing frequency,
46 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
for a lower cost price. Mid-market and new-to-market hotels are snapping up the bargains only to find out – not that much further down the line – that their investment isn’t worth the grass it’s sat on. “I was once told that 80% of your expenses are because you didn’t do it right the first time,” shares Banyan Tree Ras Al Khaimah, area general manager, Anders Dimblad. “Sometimes people are very quick to think they can have something made for half the price, but they take a risk in the strength, durability and quality of those products. You need to manage that in today’s world, particularly the expectations of the owners compared to the expectations of your guests, and
then look at where you want to go,” he continues to advise. While Banyan Tree retains all design and manufacturing within its own in-house teams, independent suppliers are seeing the same issues as Dimblad, and for the same reasons. Vice president of international operations for Casualife, Antony Guss, adds: “When you consider the expense of furnishing an outdoor area is a risk premium of 10% important? If the hotel paid an additional 10% to secure quality, what is lost? Answer 10% “But if you cheat the ‘best value for money’ equation, your entire purchase is at risk because the furniture you just purchased may not be able to perform as per the requirements. Worse, it could fail. One cannot rely
cpidubai.com
SPECIAL FEATURE
Nakkash Gallery supplies Dedon, the brainchild of footballer Bobby Dekeyser.
on price alone. It is a joint objective of the supplier to educate, and the purchasing team to ask pertinent questions and justify prices to a quality that can do the job,” he adds. Wajih Nakkash, founder of Nakkash Gallery has supplied furniture for a number of Jumeirah fit-outs, in addition to One&Only and Burj Khalifa projects, covering both corporate and private clients. And while they may realise the benefits of investment, he says furniture is still an afterthought in many hotels, even in 5-star properties. “The budgets are not enough to purchase durable furniture so often hotels will source the high-end designs from imitation manufacturers, even the 5-star hotels. It’s not a case of the hotels not planning far enough in advance, it’s all down to the budget. Furniture is seen as an afterthought,
cpidubai.com
but now a few hotel chains are becoming more prepared and we can work within their budgets. It’s difficult when you can’t compromise on the quality, because the design has to be more basic,” Nakkash continues. The exclusive supplier of Dedon products in the region, Nakkash says that while the frames can easily be copied, the fibre that forms the main element of each piece, cannot. To explain why this is the case, Nakkash recalls the story of former footballer Bobby Dekeyser whose mother worked in a fibre factory. After sustaining a career-stopping injury, Dekeyser began designing furniture, using the same unique hand-crafted fibre his mother had made. Due to the intricate manufacturing process – much of it completed by hand – the imitation of this element to the same quality, Nakkash says, is nigh
APRIL 2013
HOSPITALITY BUSINESS MIDDLE EAST / 47
SPECIAL SSP PEC ECIA IAL FE FFEATURE EATUR ATUR AT URE
Atmospheric conditions in the region can cause materials to crack and perish
on impossible. Luckily the originals sell – fast, as proven when three collections were launched at a Design Day held in Dubai last month, gaining much interest from the boutique resort sector. Guss, observes the same issues: “In the Gulf region in particular the climate and Ultra Violet (UV) is rather strong, plastics, rubber tyres, wicker and the like can easily perish or crack, and fade, thus rendering the outdoor furniture purchase entirely a waste. “We at Casualife for example offer custom design and manufacturing for
48 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
hotels and can offer premium, or very high quality raw materials depending upon the client’s budget. A five year warranty with say raw materials from Germany, or a three year warranty from raw materials from Indonesia, may ‘fit’ the client’s budget and quality expectations. We do both,” he adds exemplifying recent trade fairs, which have highlighted a gap in the understanding of commercial quality furniture and furniture built to price. It’s not just the quality and frequency of replacement, but the maintenance costs that arise when
products are made with inferior and substandard materials. “The main difficulty in maintaining outdoor furniture, which has made with inferior quality wood, is moisture and fungus problems. Cheaper manufacturers use low quality plywood materials for making outdoor furniture but price this competitively. As a result, the furniture could get infected with moisture and fungus following exposure to the atmosphere. The plywood could bulge due to inhaling water and causes cracks as there is
cpidubai.com
Gerald Lawless CEO, Jumeirah Group
Hospitality Business ME magazine The choice of the professionals To advertise please contact: Alex Bendiouis, alex@cpidubai.com +971 50 458 9204 Alexander Griffin, alex.griffin@cpidubai.com +971 50 8500727 Ankit Shukla, ankit@cpidubai.com +971 55 2572807 Read every monthly issue free of charge via: www.hospitalitybusinessme.com
SPECIAL FEATURE
no waterproof protection coated on the plywood. Also, there is no PU coating over the plywood due to which it could cause for forming fungus all over the furniture,” explains Hussein Baig, manger of Interior Works for QBG.
Putting a price on taste The insatiable appetite for a bargain may be branded a driving factor in the rise of sub-standard outdoor furniture, but the issue is equally due to the competition in local markets, driving the need to keep concepts and designs ‘fresh’. However, the standard refurbishment cycle still stands at five to seven years, with hotels looking to achieve the highest ‘value for money’ on each new look. Guss, explains: “There are obvious – or one could assume obvious – issues of cost versus the quality of the furniture being purchased. The obvious issue is to achieve maximum value for money. How can this be achieved by even the most experienced purchasing officer, when such procurement is generally only done every five to seven years? Such skill is not as easy as one may expect.”
cpidubai.com
Furthermore, says TKI’s Daniel During, the entrance of new designers into the hospitality market, where previously specifications were driven by the owners and operators, has complicated not only the market dynamic, but ROI.
In reaction, he predicts: “I believe that we are entering a zone now where hospitality consultants will be called upon to drive the design based on brand, market segmentation and ROI. Good hospitality consultants should have a combined background in branding, operations, financial, architecture and design expertise in order to achieve these objectives.” Geoff van Wijk, partner in hospitality equipment supplier Furnish, adds: “Where previously hotel brands have been solely focused on entering the region, they are now focusing more on the quality of furniture and operating equipment as driver for differentiation in the market.” The concluding advice from industry is to speak closely with suppliers, foster business relationships and in doing so, learn to understand what is being purchased and why. “Purchasers need to inform themselves – go visit reference sites, ask for referrals from suppliers’ existing clients, and ask the supplier if they are in fact experienced enough to answer questions on quality issues,” Gus adds.
APRIL 2013
A design-led focus to procurement complicates ROI projections.
HOSPITALITY BUSINESS MIDDLE EAST / 51
SERVICES AND SUPPLIES
Services and supplies The industry’s most relevant new designs and developments, delivered to you, every month
AL BASEL BROADENS REACH
ALLERGY INNOVATIONS
Consultancy firm Al Basel is to extend its operations to bring Gulf travellers information on international hotels. The consultancy firm will be advising Corinthia Hotel London on marketing initiatives, tools and high-profile events, while also promoting the hotel throughout the Gulf region. The agreement proves timely as recent reports show the UK received around 459,000 GCC visitors in 2011, which demonstrates a 19.8% increase from the previous year. “We expect the firm to help us position the hotel as a preferred brand of choice for businessmen and other tourists to London. Al Basel’s expertise combined with the diverse features and offerings of Corinthia will make for a winning combination,” said hotel GM, Matthew Dixon.
Manufacturer DESSO has created a new carpet it claims reduces airborne dust particles and incidences of allergy and asthma in indoor spaces. According to the State of the World Allergy Report by the World Allergy Organisation (WOA), the MENA region is home to an estimated 50 million asthma sufferers, yet, contrary to general opinion, soft carpet ensures cleaner air compared to a hard floor surface, commonplace in buildings throughout the region. DESSO AirMaster can capture and retain potentially harmful fine dust, lowering the concentration of fine dust particles in the indoor air by as much as eight times, says the company. “It is proven that the burden from fine dust is dramatically reduced when using carpet,” said regional manager Andre Dulka.
Matthew Dixon, GM of Corinthia Hotel, London with Al Basel.
SILVER SCREEN MARKETING PUTS BRAND MESSAGE ON TV INDIAN CARPET STORY LG EzSign TV, the world’s first TV to come with signage functionality, has launched in partnership with Al Sayegh Brothers Trading LLC and Emax. The development allows the display of a message on the TV screen in the form of a billboard without additional hardware, allowing reception area, restaurant, gyms and lobby users, the change to view advertising, marketing, or other information at the same time as live TV. “LG has a long and distinguished legacy within this division as the EzSign TV is the world’s first TV that hat comes with signage function, provingg our leadership in this segment”, said id D. Y. Kim, president ent of LG Electronics Gulf FZE. “With the addition of live TV in an easyy to use interface, businesses can produce digital
52 / HOSPITALITY BUSINESS MIDDLE EAST ST
APRIL APRI AP RILL 22013 RI 0133 01
signage in an effective way to communicate and reach out to their customers. We are proud and honoured to partner with Emax in bringing the latest technology to our customers.” Vigyan Seth, COO for UAE distributor Al Sayegh Brothers Trading LLC, added: “With the LG EzSign TVs, consumers can simultaneously show branded advertisements while live television broadcast will not be interrupted. They also have the ability to transfer content onto the TV through Wi-Fi or using a USB Flash drive to deliver their specific messages.” messages.
Designed by Indian fashion designer, Rohit Bal, and created by Danish carpet manufacturer ege, the new Indian Carpet Story collection is to hit shops in more than 65 countries. With variations on the lotus flower design featuring heavily, the collection will be based on two lines: one of wall to wall carpets, for hotel, airports, corporate office use, etc. The other encompassing the designer’s ‘signature rugs’, which literally include his signature in the design. CEO of ege Svend Aage Færch Nielsen explains: “India is a vast market where we see a huge potential as the demand for luxury and exclusive products is expanding rapidly. We also anticipate a lot of interest on the global market.” The collection is the result of the first association between ege and an Indian designer, as the company has mostly utilised European talents in the past. “ege as a brand is proud to be associated with designer Rohit Bal. Rohit’s sense of aesthetics is finely honed and the handcrafted work reflects perfection as he brings to life his rendition of the true India”, Nielsen said.
cpidubai.com
SERVICES AND SUPPLIES
DURANCE RANGE BY ADA COSMETICS French label Durance is including products by ADA Cosmetics in its new line for the Middle East, distributed exclusively for hotels. With more than 95% of all ingredients of natural origin, some with organic components, there are no parabens, phenoxyethanol, mineral and silicone oils, phosphates and formaldehyde release agents and refrains entirely from using sodium laureth sulfates. The DURANCE Collection includes shower gel, shampoo with conditioner, conditioner and body lotion in 30ml flacons with an aluminum cap bearing a logo. In addition to the 16g and 30g soaps, the range offers liquid soap and hair & body shampoo in the company’s two eco-friendly dispenser systems press+wash and smart care system (each 300 ml).
INTERCOIL CSR
NEW PRODUCTS, NEW SEASON Selva has launched a select range of new products inspired by the French flair of the 18th and 19th Century. Vendôme, designed by Lorenzo Bellini, which also took influence from the 1930s and 1940s combines contemporary materials with clear geometric shares and cubic elements. The collection comprises a large selection of individual pieces of furniture for all living-areas. The Bergère Chair from the Philipp Selva Home collection is described as “a luxuriously
cpidubai.com
upholstered armchair with an especially high backrest, which curves into two side ‘headrests’, like a protective shell.” Crafted with modern fabrics and leather, hemmed with a matching piping, the chair is “classic in soul” while contemporary in look. The new lines also include the Vendôme chest of drawers, with self-closing drawer motion. Selva will be displaying its new furnishing collections at the 52nd edition of Salone Internazionale Del Mobile, to be held in Milan.
Intercoil International has been bestowed the label of CSR leader by His Excellency Hamad Buamim, Director General, Dubai Chamber. “Intercoil has incorporated CSR in its core ideology, and its goal is to maintain and develop a healthy and mutually beneficial relationship with the wider community where it operates,” commented Intercoil International MD, Hassan Al Hazeem. He added: “It is praise worthy that Dubai Government is recognising the initiatives and efforts of local businesses in CSR and sustainable development, and thus increasing awareness on the subject while promoting international best practices in this field. It is an honour we are proud of and is a landmark event in our corporate life.”
APRIL 2013
HOSPITALITY BUSINESS MIDDLE EAST / 53
FIRST LOOK
Supperclub Dubai opens this month and could pave the way for Abu Dhabi and Doha openings.
Desire to be different Launching the Middle East’s first Supperclub this month at Jumeirah Zabeel Saray, GM Richard Drake and partner Yassin Matbouly, explain the concept, the crowds and the next chapter for the dining experience
B
illed as a world famous address for exquisite fine dining, artistic entertainment and sensational hospitality, the Dutch concept restaurant, Supperclub is aiming high for its next chapter in the Middle East. Despite the first branch opening only this month at Dubai’s Ottoman inspired Jumeirah Zabeel Saray The Palm, the duo behind the launch already have their eyes on further Supperclub openings in Doha and Abu Dhabi, capitalising on the ever lucrative trend of brand/hotel tie-ups. “It’s such an amazing concept and it’s so different to anything else out there. There is a gap in the market for that combination of excellent food and service and artistic expression. Without a doubt we are going to look at the other markets around the Middle East and Doha and Abu Dhabi are on our list,” says general manager Richard Drake.
54 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
The ‘club’ consists of six dining and entertainment options, including the chef ’s tables, ‘Salle Neige’ (by head Chef Dom Robinson) and gold room ‘Salle d’Or’. Beverages are served from the ‘Balcony Noir’ and ‘Bar rouge’ while aerial and acrobatic artists, inspiring musicians and local talent entertain guests. “Supperclub was originally, 21 years ago, born out of unruly artists, writers and musicians who were very expressionate, but we have had to evolve that concept [for this market] and now we have expression through food, artists and dancers,” Drake, who has previously been involved in the launch of Gaucho and
Jamie’s Italian, continues to explain. The opening falls in-line with the growing trend for standalone restaurant concepts, which are increasingly upping the F&B revenues of hotels, particularly during low occupancy periods. In turn, these outlets are changing the face of the ‘hotel restaurant’... and increasing competition. Yassin Matbouly, a partner of Supperclub Middle East Facilities Management LLC, says the trend – and Supperclub’s presence – is being driven by evolving standards and expectations of dining in Dubai. “The demands of society are changing, there is a market for novel experiences which is where Supperclub Dubai comes in. This will be the first premium restaurant and lounge concept in the region to integrate fine dining with complementing performing arts. The concept and brand vision is to stand out from other traditional restaurants by offering guests the unexpected.” The man behind the Supperclub franchise, Bert Van der Leden, adds: “Supperclub was born out of our desire to be different, to offer our guests unexpected, unconventional venues highlighted by fine food, creativity and a sense of experimentation. The city’s burgeoning art scene, its position as the region’s cosmopolitan hub, and stunning Zabeel Saray setting made Dubai an obvious choice for our new venture.”
cpidubai.com
The Pro Chef ME magazine - the magazine for professionals
SASCHA TRIEMER EXECUTIVE CHEF ATLANTIS, THE PALM
MIDDLE EAST
Published by
If you work as a chef, restaurant manager, sommelier, banqueting manager or catering manager for a four or ďŹ ve star restaurant in the UAE, then apply for your free monthly copy of The Pro Chef Middle East, the magazine for ďŹ ne dining professionals. For all advertisment related enquires please contact the following: Sales Director: Ankit Shukla ankit@cpidubai.com +971 55 2572807
Associate Publisher: Alex Bendiouis alex@cpidubai.com +971 50 458 9204
Read every monthly issue free of charge via: www.cpidubai.com
Mobile advertising delivers business value UAE hotel chains strive for better guest engagement with mobile ads
A
key trend over the last few years has been the proliferation of mobile devices with wireless connectivity that are capable of supporting mobile advertising. As a leading provider of telecom services, UAE telco service provider du believes in the future of mobile advertising, as the availability of suitable consumer end point devices has broadened to include smartphones, feature phones, tablets, e-books, and connected games consoles. According to Microsoft Advertising there is some great potential for the hospitality category to use mobile advertising to: Â&#x2021; 'ULYH VDOHV RI SURGXFWV VHUYLFHV DQG HYHQWV RQ SURSHUW\ locations by keeping guests within their venue for more than just a bed Â&#x2021; (QFRXUDJH SHRSOH WR ERRN UHVHUYDWLRQV YLD PRELOH ZHE and apps Â&#x2021; .HHS JXHVWV XSGDWHG RQ VSHFLDO HYHQWV DQG FRQFHUWV Â&#x2021; 'ULYH FRQVXPHUV WR SDUWLFLSDWH LQ OR\DOW\ SURJUDPV DQG to redeem their points
56
Travellers are using their web-enabled handsets to interact with the hospitality industry. According to one Forrester study, 18 per cent of business travelers and 15 per cent of leisure travelers have checked up on hotel availability on their mobile devices in the past year. In addition, mobile advertising is being used by the hospitality industry to build permission-based databases. These databases are used to deliver special deals and coupons to consumers resulting in higher repeat and referral sales. Many of these mobile campaigns include promotional web landing pages that are mobile commerce-enabled, allowing for a transaction right on the spot. They are also using mobile advertising and mobileenabled multi-channel promotions that encourage their guests to stay on hotel or leisure property and to frequent related establishments and events. $QRWKHU DWWUDFWLYH EHQHÂżW RI PRELOH DGYHUWLVLQJ LV WKH potential for high engagement and personalisation. Every mobile device is linked to an individual and is always on hand, meaning that connected devices are accessible throughout the media day and have great immediacy.
Mobile advertising strategy adoption by vertical market
Mobile is primarily a communication channel, and as such is highly effective in adding interactivity to media that are not in themselves interactive. Mobile also presents opportunities for better alignment of advertising messages with their intended audience. Starwood Hotels & Resorts Worldwide, Inc, the company behind internationally renowned brands St. Regis, Westin, Le MĂŠridien, and Sheraton was an early DGRSWHU RI PRELOH DGV KDYLQJ ÂżUVW UXQ K\SHUORFDO *RRJOH mobile search ads in November 2009. Its mobile search ad campaign provided it with precise insights into the number and duration of guest calls from mobiles to each brand. Through using mobile ads, Starwood learned KRZ JXHVWV DUH XVLQJ PRELOH DGV WR FDOO DV ZHOO DV ÂżQG
directions to property locations. It subsequently launched search ads with click-to-call and location extensions, providing potential guests easy access to locationVSHFLÂżF FOLFNDEOH SKRQH QXPEHUV WR ERRN WKHLU VWD\ DQG map information to access directions to the hotel location. The combination of click-to-call and location ad extensions resulted in an increase in mobile paid search return on investment (ROI), with click-to-call now driving a majority of Starwood hotelâ&#x20AC;&#x2122;s mobile search bookings. Additionally, Starwood hotelâ&#x20AC;&#x2122;s hyperlocal mobile search campaign resulted in: Â&#x2021; [ LQFUHDVH LQ PRELOH SDLG VHDUFK 52, Â&#x2021; 0RELOH ERRNLQJ JURZWK RI PRQWK RQ PRQWK Â&#x2021; LQFUHDVH LQ PRELOH WUDIÂżF
ADVERTORIAL FEATURE BROUGHT TO YOU BY
57
When industry analyst house Ovum surveyed marketers in different industry sectors, media and entertainment companies were found to be noticeably ahead of the curve when it comes to adopting the most advanced mobile advertising strategies. The travel sector also stood out as having embraced mobile wholeheartedly, ZLWK RI UHVSRQGHQWV WR 2YXPÂśV SROO VD\LQJ WKDW WKHLU mobile strategy was still at the experimental stage. In comparison, the restaurants and hospitality sector showed a polarised response in terms of strategy adoption. The majority of companies are either still at an experimental VWDJH RU KDYH DGRSWHG D IXOO\ Ă&#x20AC;HGJHG LQWHJUDWHG PRELOH strategy. This suggests that, once committed to mobile DGYHUWLVLQJ WKHVH FRPSDQLHV JDLQ FRQÂżGHQFH TXLFNO\ DQG migrate to an advanced mobile advertising strategy. According to eMarketer, mobile advertising spending is expected to reach $1.56 billion in 2013, up from $416 million in 2009, with the spending being equally distributed across messaging, display and search mobile advertising. These are among the most common methods of mobile advertising, which include: Â&#x2021; 'LVSOD\ Âą WKH LQFOXVLRQ RI VWDWLF DQLPDWHG DQG ULFK media banners within mobile web sites, multimedia messages, video feeds and applications. Â&#x2021; 6HDUFK Âą WKH SODFLQJ RI D KRVSLWDOLW\ FRPSDQ\ÂśV sponsored search listing in the mobile web or application at the point of consumer-expressed need. Â&#x2021; 0HVVDJLQJ Âą WKH LQFOXVLRQ RI WH[W DG ZLWKLQ DQ 606 MMS, email or Bluetooth message. Â&#x2021; 9RLFH Âą WKH LQFOXVLRQ RI DXGLR DGV ZLWKLQ DXWRPDWHG voice services. The mobile advertising channel has many appealing elements, and it is clear from market research that these are understood and appreciated by marketers. Ovumâ&#x20AC;&#x2122;s VWXG\ UHYHDOHG WKDW LPPHGLDF\ FRVW HIIHFWLYHQHVV
How can du help? du can help hospitality businesses deliver regional, local and even one-to-one experiences to customers VR WKDW PHVVDJHV JHW PRUH VSHFLÂżF DQG WKH EUDQGÂśV audience becomes more engaged. As well as the required connectivity, du can provide hosted managed services to ensure that a hotel chainâ&#x20AC;&#x2122;s delivery of PRELOH DGV LV IDVW HIÂżFLHQW DQG UHOLDEOH ZKDWHYHU WKH type of device or nature of the advert. To ensure ads are delivered with a high-quality user experience, du and its partners operate managed services which address core weaknesses of the public internet, using a network of proprietary servers to detect and avoid problem spots, and accelerate FRQWHQW DURXQG WKHP 8VH RI WKLV &RQWHQW 'LVWULEXWLRQ 1HWZRUN WHFKQRORJ\ PHDQV WKH LPSDFW RI WUDIÂżF spikes and heavy user loads is minimised. Also, there is no need for a hospitality chain to build its RZQ LQIUDVWUXFWXUH EHFDXVH WKHVH &'1 SODWIRUPV improve the performance of sites and applications and guarantees availability of the online channel. The arrival of UAE-IX, the carrier neutral Internet H[FKDQJH SRLQW LQ 'XEDL LQ ZKLFK GX KDV LQYHVWHG is also helping lower the latency and will therefore ensure higher-performing user experiences on any device, anywhere in the Middle East.
LQFUHDVHG HQJDJHPHQW DQG UHDFK DUH Ă&#x20AC;DJJHG DV WRS SULRULW\ EHQHÂżWV Then asked to prioritise the different types of mobile device marketers currently used for mobile ad campaigns, smartphones were deemed by far the most important. The focus on smartphones is understandable given the
0RELOH DG VSHQG LQ PLOOLRQ DFFRUGLQJ WR ,$% DQG ,+6 6FUHHQ 'LJHVW Region
'LVSOD\
Search
Messaging
Total
Europe
367
900
114
1,380
North America
572
811
295
1,677
Latin America
31
74
83
188
$VLD 3DFLÂżF
491
1,384
41
1,916
Middle East & Africa
44
124
4
172
*OREDO
1,504
3,292
536
5,333
6RXUFH ,$% DQG ,+6 6FUHHQ 'LJHVW -XQH
58
via: mobiThinking
rapid developments in the capabilities and form factors of these devices. Spearheaded by the impact of the iPhone, a succession of improvements in screen size, display quality, internal memory, battery life, browser technologies, and codec support has combined with the evolution of wireless broadband infrastructure to WUDQVIRUP WKH XVHU H[SHULHQFH 6RPH Ă&#x20AC;DJJHG
Location-based advertising From its interactions with businesses, du sees that there is also keen interest in location-based capabilities on devices. As demonstrated in UAE hotels such as the Radisson, location-based advertising has great potential, particularly the concept championed by Foursquare that combines an appealing mix of mobile location and advertising. The KRWHO RIIHUV RII IRRG ELOOV DW FHUWDLQ WLPHV ZKHQ guests check in on Foursquare.
VPDUWSKRQHV DV KLJK SULRULW\ DQG DV PHGLXP KLJK priority. Not surprisingly, respondents expect the usage of smartphones to increase in the next two years. Ritz-Carlton is another to have announced a partnership with Foursquare. They have run various promotions allowing hotel guests to check out two hours later than the XVXDO DP *XHVWV ZKR ZRXOG QRUPDOO\ FKHFN RXW DW WKDW time would have to pay half a dayâ&#x20AC;&#x2122;s rate, approximately US $50. 0DUNHWHUV DUH LQWHUHVWHG LQ WDEOHW GHYLFHV WRR ZLWK RI UHVSRQGHQWV Ă&#x20AC;DJJLQJ WKHVH DV KLJK SULRULW\ GHYLFHV and the same number saying they were of medium-high priority. The use of tablets is also expected to increase over the next two years. The rise of tablets in the wake of the iPadâ&#x20AC;&#x2122;s success is helping to improve the mobile user experience still further. The tablet form factor, characterised by a larger screen than a smartphone and greater portability than most notebooks, makes it an ideal device for more creative, richer advertising formats like video.
ADVERTORIAL FEATURE BROUGHT TO YOU BY
59
20 - 23 May 2013
Dubai World Trade Centre
www.indexexhibition.com
For more information about exhibiting at the INDEX International Design Exhibition 2013, contact us: Tel: +971 (0)4 438 0355 Fax: +971 (0)4 438 0357 Email: info@indexexhibition.com
Six â&#x20AC;&#x2DC;must-havesâ&#x20AC;&#x2122; for mobile marketing in travel and hospitality There are a range of issues to consider when setting out a mobile advertising strategy, as Saepio the provider of a cross-channel marketing campaigns platform outlines here : 1. Brand compliant mobile messaging. Even though SMSs are short, brand compliance is still important. With MMS messaging, graphics need to be created with corporate brand guidelines enforced. 2. Coordination between corporate and local campaigns. Corporate marketers need to be able to keep local and national mobile messages coordinated to ensure that customers donâ&#x20AC;&#x2122;t receive redundant messages or an overabundance of mobile messages. Marketers in the survey showed a muted response to H ERRNV ZLWK RQO\ QRWLQJ WKHVH DV D KLJK SULRULW\ device. This may be because tablets support e-books as effectively as a dedicated e-book reader, and given the rising volumes of tablets many marketers prefer to focus on this type of device. Feature phones are still considered important devices IRU PRELOH DGYHUWLVLQJ ZLWK RI UHVSRQGHQWV Ă&#x20AC;DJJLQJ WKHVH DV KLJK SULRULW\ GHYLFHV DQG VD\LQJ WKH\ ZHUH RI PHGLXP KLJK SULRULW\ 7KLV LV VLJQLÂżFDQW DV IHDWXUH phones have better reach than smartphones, with a larger installed base and shipments. For a true mass-market campaign they cannot be ignored. In fact, marketers expect feature phone usage to increase over the next two \HDUV UDWKHU WKDQ Ă&#x20AC;DWWHQ RXW Marketers have high expectations of device form factors and features, notably support for email, screen size and resolution, social networking, and optimised mobile browsing. This is an intriguing response, as aside from screen size and resolution the desire for certain features H[SUHVVHG KHUH LV QRW DOZD\V UHĂ&#x20AC;HFWHG LQ UHVSRQGHQWVÂś current use of mobile advertising inventory. It may instead show where marketersâ&#x20AC;&#x2122; attention will be focused in the future: for example, though mobile search advertising does QRW ÂżJXUH KLJKO\ WRGD\ WKH LQWHUHVW LQ RSWLPLVHG EURZVLQJ RQ devices suggests it may do so going forward. This makes a lot of sense given that improvements in mobile browsing capabilities are getting close to full HTML5 support.
3. Multi-channel campaign coordination. Integrated campaign management is needed to ensure mobile ads play a key role in a campaign and for those messages to be timed in coordination with other messages to ensure optimal response. 4. Access to turnkey mobile marketing campaigns. SMS and mobile origination campaigns need to be made easy and there are solutions available which can launch a mobile campaign simply be a marketer selecting or creating the content and then following step-by-step instructions for list selection and distribution. 5. Easy content creation. Template based interfaces make content creation easy and help ensure that it is brand compliant. 6. Speed to market to capitalise on immediate opportunities. It is the simple steps which make mobile ad creation and distribution nearly instantaneous that will enable marketers to quickly get marketing messages with immediate call to actions in front of customers. (source MarketPort)
To know more about how du can help your business, please write in to managed.services@du.ae
ADVERTORIAL FEATURE BROUGHT TO YOU BY
61
APPOINMENT NEWS
and reliance among Tunisian nationals in the UAE.,” al Behi said. The hotel has also this month appointed a new FoH manager, Shafi Dady Sibomana, and promoted Sharief Barfaab to housekeeping manager, and Niel Canzana to senior sales manager.
Wael El Behi.
Appointment news The latest appointment and promotion news from the region NEW EXECUTIVE TEAM FOR ROSEWOOD ABU DHABI
and Abu Dhabi’s new CBD, Sowwah Square, the hotel is co-located with four Grade ‘A’ commercial towers, Abu Dhabi Securities Exchange (ADX) and The Galleria at Sowwah Square, a luxury fashion and dining district connecting the entire mixed-use development to the waterfront.
Rosewood Hotels has revealed the names of the executive team that will open its 5-star Abu Dhabi property on Al Maryah Island next month. Located adjacent to Cleveland Clinic,
RAMADA GM JOINS TUNISIAN BUSINESS COUNCIL
The executive management team includes (l-r opposite) Wolfgang Eberle executive chef; Viraj Patil director of engineering; Roddy Gordondirector of marketing; Annie Monnier director of rooms; Luigi Romaniello MD; Maria Elkaer director of HR; Jacques Oudinot hotel manager; and Thomas Gebler director of F&B.
62 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
The GM of Dubai property, Ramada Downtown, Wael El Behi, has been appointed vice president of the Tunisian Business Council and will assist fellow executive board members Abderraouf El May and Brahim Ben Ammaar, in the council’s marketing activities. The Tunisian Business Council serves as a communicative bridge between Tunisia and UAE. For the year 2013, the council aims to enhance the status of its membership, encourage participation in its various activities including cultural workshops and events, and establish a stronger bond with UAE Government Bodies. “I hope to play a part in creating strong community bound by camaraderie, accord
TRIPLE APPOINTMENT FOR TI’ME UAE-based TI’ME Hotels Management has made three appointments to the positions of vice president of sales and marketing, marketing and communications manager and hotel manager, to position the company for Dubai’s continued hospitality boom. The appointments welcome Greek national Tommy Ressopoulos, Svetozar Kujic and Chris Fourment, respectively. Formerly of Accor, Fourment will oversee hotel operations and work closely with Ressopoulos and the corporate team to drive rooms business and strategic marketing activity. “With a solid corporate hierarchy now in place, we are looking ahead to a banner year for the brand as we move on from the successful positioning of TIME in,” said Mohamed Awadalla, Vice President, TIME Hotels Management.
Chris Fourment, Hotel Manager, TIME Grand Plaza.
cpidubai.com
JOBS WATCH
Job watch
measure guest satisfaction through research, industry benchmarking and feedback channels and use insights to drive strategy.
Time to move on? We can help. All jobs can be applied for through the Hozpitality Web site EXECUTIVE CHEF Industry: Hotels Clubs and Spas Department: Food and Beverage Service Level:Top Management Location: Africa Salary Description: Expats Required Start Date: Immediately Recruiter: CHA International An Expat Executive Chef urgently needed for a 5 star Luxury Hotel in Sharm El-Sheikh, with a fantastic view over the Red Sea. It has from 7-9 Restaurants, about 7 outdoor swimming pools and more. Skills required: The candidate must be highly experienced in All Inclusive Hotels and Resorts. At least 5 years work experience in 5-star Hotels in the same position (Executive Chef). Must be fluent in English. Hard Worker. Cost effective. Create new Menus and new concepts. Urgently send your updated CV and recent photograph, Only shortlisted candidates will be contacted.
DIRECTOR OF SALES AND MARKETING, DOHA, QATAR Industry: Hotels Clubs and Spas Department: Sales and Marketing/PR Level:Corporate /Group, Department Head Location: ME/GCC (Except UAE), United Arab Emirates (UAE) Salary Description: Attractive Recruiter: Hozpitality Consulting The ideal candidate will have a proven track record in a similar role in Leading Large International Hotels in the Middle East. This position is accountable for managing the total sales efforts, This includes the generation of all revenues consistent with the company objectives; implementation of sales performance management systems; Revenue Management systems, and market segmentation analysis for Group, Corporate, Wholesale, and Transient. Additionally, this
cpidubai.com
DIRECTOR OF F&B, 5-STAR Industry: Hotels Clubs and Spas Department: Food and Beverage Service Level:Department Head, Top Management Location: Europe, ME/GCC (Except UAE), United Arab Emirates (UAE) Salary Description: Attractive salary and benefits Recruiter: Hozpitality Consulting Qualifications 5 Star Experience is a must Last 5 years Experience in same position as Director of Food & Beverage 5 Star Hotel Salary & Benefits: Basic Salary: AED 16,000 – 18,000 per month Family Status: (Spouse+2 Children) Including Medical Insurance & Air ticket Entitlement Accommodation: 2 Bedroom Apartment of Allowance amounting to AED 7000 per month. Transportation Allowance: AED 1000 per month Telephone Device: Blackberry with Company line Bonus : 1-3 month above the revenue budget . Please apply with your CV and photo.
position is strongly involved with Key Customer relationships and takes an active role in the business community by being involved in the various trade organizations.
SALES MANAGER Industry: Hotels Clubs and Spas Department: Sales and Marketing/PR Level:Middle Management, Top Management Location: United Arab Emirates (UAE) Salary Description: Attractive Salary/ Benefits Recruiter: The Royal International Hotel Female/ Male candidate, preferably Arab national with Hotel experience in the UAE for atleast 3 to 5 years. Competent, productive portfolio in Abu Dhabi, has a valid driving liscence in the UAE. Duties & Responsibilities: -The position is accountable proactively soliciting and handling sales oppurtunities. Ensures business is turned over properly and in a timely fashion for proper service delivery. Assists in leading all day to day activities related to sales with a focus on long term & valued-based customer relationships that enable achievement of sales objectives. Achieves personal sales goals. Head of guest experience Industry: Airlines, Hotels Clubs and Spas, Travel Industry Department: Customer Service, General Management/ GM, Travel Management Level: Corporate /Group, Department Head Location: United Arab Emirates (UAE) Salary Description: Attractive salary and benefits Recruiter: Etihad Airways This leading role will be responsible for the strategic brand and experience development of the end-to-end journey on Etihad. You will design environments/experiences that meet guest needs/expectations, brand strategy/values and, while working with key stakeholders, ensure they can be delivered operationally and within budget. You will
ALL LABOR THAT UPLIFTS HUMANITY HAS DIGNITY AND IMPORTANCE AND SHOULD BE UNDERTAKEN WITH PAINSTAKING EXCELLENCE. MARTIN LUTHER KING,JR.
APRIL 2013
VICE PRESIDENT F&B Industry: Hotels Clubs and Spas Department: Food and Beverage Service, Head Office/Corporate Level:Corporate /Group Location: Worldwide, Africa, Asia Salary Description: Highly competitive Recruiter: CHA International Vice President Food & Beverage for a well known Hotel Operator with properties in Sudan, Libya, Kenya, Dubai, Zambia and Pakistan. The company includes some international branded properties as well as the “House brand” which has already established itself to a highly respected brand. All properties have extensive F&B operations, incl. various themed restaurants and all have large banquet and catering facilities. The post is based at the regional Head Office in Islamabad This position requires a “youngish” candidate with Multi Unit exposure, preferably with some experience in South East Asia and/or Africa.
HOSPITALITY BUSINESS MIDDLE EAST / 63
Time to transform With more openings set to occur in 2013, it’s time to tackle employee engagement head on, says Lynne Bellinger of Purple Cubed
E
mployee engagement, or as we like to call it ‘The Big E’, has a huge effect on business performance. Whilst it is a regular discussion point for employers around the world, here in the Middle East it’s recently become much more of a hot topic here; especially within the hospitality industry. In the past year we’ve witnessed a number of new business openings, resulting in employees moving from one employer to another; seeking a better employee experience. We firmly believe that if your people are engaged they will be more productive and much more likely to stay with you; thriving and progressing; supporting your organisation; creating a better brand, business and results and crucially impacting that bottom-line positively. For improvement to be made through ‘The Big E’ it’s important to remember that engagement is much more than employee happiness, motivation and job satisfaction. We like this definition from Wikipedia: ‘An engaged employee is one who is fully involved in and enthusiastic about his or her work and thus will act in a way that will further the organisation’s interests.’ It’s therefore all about the employer and employee understanding and honouring
64 / HOSPITALITY BUSINESS MIDDLE EAST
APRIL 2013
their commitments to one another. It would be simple if this was part of the job specification, unfortunately though it cannot be requested or demanded; instead brought about by the employee’s desire to act in the best interests of their work and colleagues. Focusing on employee engagement makes good business sense and therefore it’s vital that you and your people are engaged and remain so. This doesn’t have to be resource heavy or time consuming though; here are our five tips: THE BIG E’ STARTS EARLY We are big fans of clocking up ‘The Big E’ points way before an employee starts working for the business. Make job adverts compelling; reflecting your values and not only telling them what you need, but what you, as their employer, will give back in return. Engage them with the team by introducing them to colleagues in a less formal setting, perhaps an upcoming social event which they could attend if available, and give lots of information to help them feel comfortable for when they join. We also like to set a challenge or project for completion before their first day – this means they invest time getting to know your business and are motivated from the off.
ENSURE YOUR PEOPLE PROMISE IS A REALITY One of the leading reasons for poor engagement is the disconnect between what an employer promises and what the employee actually experiences. This is called the employee value proposition or the ‘people promise’; mission, values, leadership, culture, benefits, progression – the list goes on. Getting this right is critical; so spend some time defining each year. What do you give your people that you’re really proud about? What could be enhanced or improved? Which areas are just simply embarrassing? Next, create a list of things which you should do more of, things which should be stopped and stuff which should be introduced. Pick three quick wins and make them happen – giving momentum to achieve the rest. FIND OUT THE CURRENT SITUATION You need to know where you are now in order to plan and get to where you want to be so ask during performance reviews or in employee opinion surveys. Be aware though, asking the right questions is critical. Because we know this, there’s a wonderful engagement indicator survey available on our website for free (for up to 100 people) with the perfect questions. To access, visit www.purplecubed.com/ purple_revolution COMMUNICATE ADULT-TO-ADULT Through research conducted here in the UAE and the UK, communication is the top motivator for both managers and employees. Therefore it’s imperative to put in place clear, open and honest twoway communication channels. And let’s not forget, your people have mortgages, relationships, children and out-of-work commitments. They’re grown-ups and therefore should be treated as such. Listen to, consult, respect and learn. ENJOY YOURSELVES! Make sure the hard work is balanced with times for your people to enjoy themselves. You could organise monthly team nights out where there’s a ‘fun budget’ for activities. Or have lunch together; sharing stories and experiences. Everyone is different, however, so make sure it’s inclusive, mature and sensible
cpidubai.com