Hospitality Maldives Issue 12 by Hospitality Maldives

HOSPITALITY FREE COPY

ISSUE # 12

MALDIVES

Top 10 Dining Trends for 2007 Health & Wellness Top The Menu

EDITOR’S NOTE

Impressum Published by Beyond Hospitality Pvt. Ltd. G. Comrade Hiya, L1 Dhonadharaadha Hingun Male 20350 Republic of Maldives www.beyondhospitality.com Editor-in-Chief Ahmed Saleem info@hospitality-maldives.com Managing Editor David Kotthoff david@hospitality-maldives.com Advertising Sales Ali Muaz ads@hospitality-maldives.com Design & Layout Beyond Media Design Pvt Ltd. www.beyondmediadesign.com Print Softwave Printing & Packaging Pvt. Ltd. www.softwave.lk Contributors Dan Bobinski Joe Dunbar Tony Eldred Patrick Goff Dr. Rick Johnson Chris Longstreet, CHA Leslie Lyon Denise Moretti Roberta Nedry Kelley Robertson Susie Ross Neil Salerno, CHA, CHME Mary Sandro David Wheelhouse, CHRE Helen Wilkie Misty Williams APSWC DPPEA Hilton Resorts Worldwide Pennsylvania Dpmt. of Agriculture Per Aquum www.ehotelier.com www.baumwhiteman.com

Disclaimer No parts of this magazine or its content (photographs, articles or parts thereof, design, layout) may be reproduced without the consent of the respective owner. Beyond Hospitality Pvt. Ltd. or any of its associates cannot be held responsible for the misuse of the information and intellectual property provided in this magazine. Opinions expressed in this magazine are those of the writers and not necessarily endorsed by the publisher.

Dear friends and colleagues, Welcome to the 12th edition of Hospitality Maldives. Hospitality? Hospitality! A word that’s almost everywhere in our industry these days, even in the title of this magazine. But what does “hospitality” actually mean? Have you ever really thought about it? Webster’s dictionary defines hospitality as “the act or practice of receiving and entertaining strangers or guests without reward, or with kind and generous liberality” and though the word itself derives from the Latin language, the origins of its meaning have its roots in Greek mythology. Entertaining a stranger without reward? When was the last time you have really done that? Sure, most of us are being paid for being hospitable towards guests (aka tourists), but what about colleagues, subordinates, superiors and suppliers? When was the last time you were really hospitable towards them, without expecting anything in return? True hospitality comes from the heart, not the paycheck. Unfortunately many of us seem to have forgotten the real meaning of hospitality, so why not take a minute and think about how hospitable you really are? I’m sure it’ll be very well invested sixty seconds. On this note, Happy reading! Yours in hospitality,

David Kotthoff

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CONTENTS

CONTENTS 03

Editor’s Note

Guest Service: Don’t call me Sweetie!

Do’s and Don’ts for Food Handlers

Hotel Waste Reduction: Housekeeping

Developing Departmental Trainers

What Customers Really Want

Hospitality Bites

Hospitality begins at Check-in

Top 10 Dining Trends for 2007

Appointments

Creating a great first Impression by Phone

Last words

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SERVICE

Guest Service: Don’t Call Me Sweetie!

By Roberta Nedry “Happy New Year ‘Sweetie’! What can I get you?” “Hey ‘Honey’, let me help you with that?” “Let me put you on hold, ‘Doll’, while I check for you.” Aaaaggghhh! I don’t know these people?!!! Do they think they know me well enough to forego all formalities? Why are they using such familiar terms upon our first encounter? I can actually feel the hairs on my neck stand up one by one when I hear these names. In a society that is often much less personal than it used to be, this is the other extreme…way more personal than appropriate. “Terms of Endearment” was a fantastic movie and emotionally riveting. Terms of endearment from my husband or son are meaningful and touching. Terms of endearment from a waitress, valet or hotel employee are not any of these and in fact, are annoying, inappropriate and sometimes offensive. Why do employees use familiar or intimate terms with those with whom they are not familiar or intimate? The way employees address a guest can make such a positive or negative first, last and middle impression. When employees serving guests and customers use these terms, they risk creating “uncomfortableness” and uncertainty. In some cases, while attempting to be friendly, they may instead be offending the guest. Instead, focus on other options that universally will be accepted and positive and get the experience started on the right foot with the words to follow. Greeting a guest is the first powerful moment to make an impression. When a cheerful hello or welcome is made, followed by that employee’s own name, the guest experience can begin to flow and both guest and employee are on sure footing. If a promiscuous greeting is made, the guest may be thrown off and the experience begins with uncertainty and possible discomfort. When an employee introduces themselves, they have begun to build a relationship with the guest versus the one-sided aspect of only calling the guest by name. It also makes it easier for the guest to call upon the employee by name, instead of “waiter” or “bellman.” Employees, like guests, also like to hear their own names. As Letitia Baldrige, the renowned protocol and manners expert once said, “People like to have their

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names and titles remembered and stated correctly, it’s one of the ‘emoluments’ to which one feels entitled.” I admit I had to look up the word emolument, but I loved its meaning of “a form of compensation” to capture the feeling of recognition and a form of reward from hearing one’s own name. And though friendliness is one of the most basic guest needs, you have to become friends first! Actually once a connection is made, knowing the guest’s name can make the most personable and appropriate impact. Saying hello to “Mr. Johnson” or “Ms. Smith” shows respect and recognition for loyal patronage. Once a regular guest or customer says, “Please, call me John” or “you know me by now, please call me Doris”, then the employee can make the next less formal move. Now, a gracious approach has been made and gracious

However, the employee must still always take care and still use respect and professionalism even on this level. As Ms. Baldrige notes, “if you have to stop and think about whether or not you should use a person’s first name when you greet him, the answer is you should not. Familiarity does indeed breed contempt and no one likes to be addressed by his or her first name by someone who does not have the right to do so.” I remember this so well as a young girl. A few times, some of my friends would address my mom by her first name, without her permission. She was always Mrs. Nedry so this completely caught her off guard and I’d notice a red flushness in her cheeks. She was too much of a lady to say anything but I knew those friends were placed in her own version of a “contempt” box. I made sure never to do the same, knowing how uncomfortable it made my own mother. In some cases, using sir or ma’am, may be more appropriate. Age and title distinction may warrant more formal salutations. When more senior guests show up, they may appreciate respect for their generation and a time when formality was more common. They may appreciate “Yes Sir” and “No Ma’am” and feel like their longevity has earned them those titles. If those senior guests then request less formality, the employee has permission to do so and has followed a gracious protocol. Dignitaries may also warrant formal salutations by virtue of their positions and titles. Showing deference is important. As Letitia Baldrige states, “Deference is defined as high regard and respect owed an elder or superior and we should pay deference to visitors from the outside (beyond our organization’s walls).” Employers should determine standards for greeting guests and better define formal and informal possibilities. Using nicknames with fellow employees can also undermine a guest or even an employee experiences. Back to “sweetie,” “honey” and the plethora of other clever and catchy names… don’t use them in any public environment, especially where the guest is being served. If one looks up the word “sweetie”, it actually comes from the word “sweetheart” and one definition is “lover.” If taken literally, a lot of eyebrows might go up as unnecessary impressions are formed. And, though fun with fellow employees, a guest or even fellow employees may not understand or more importantly want to understand why a nickname came to be. Why leave it to chance and allow guests and employees to ponder? Save the nicknames and fun names for after hours and when with those who know you on a personal level.

not allow that to happen by offending the caller with terms of endearment. Do introduce yourself and ask for permission for how to address the caller. The words and tone of those words will lead the call’s effectiveness and impact.

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permission has been granted. Both guest and employee can feel comfortable and empowered to be on more familiar terms.

Hospitality leaders and employers need to recognize the difference between using names and HOW to use names. Keep these points in mind when “name calling:” •

Train employees to build relationships at a personal level. While using a guest’s name is important, it is more important for the employee to introduce themselves first.

•

Do not use terms of endearment at any point, beginning, middle or end. Risks far outweigh the remote possibility of any rewards.

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Get permission for using a guest’s name and how they prefer it used. Do not make the mistake of informality. With employee name and guests’ preferred names in place, the employee now has permission and can engage the guest and build the relationship and experience.

•

Show deference where appropriate. Define the standards for these situations and make greetings and introductions a part of any employee’s initial training. Monitor these standards and reinforce them consistently.

•

Apply these standards and name points in phone etiquette as well. Make sure professional reference to guest takes place throughout the whole phone call.

•

Do not use nicknames with employees or guests. Camaraderie among colleagues is wonderful but not at expense of guest or other employees.

Be aware of how jargon can “jar” guests into being gone! Understand how little words make big impressions and focus on the ones that make the guest experience difference. Roberta Nedry is President of Hospitality Excellence, Inc., consultants in

Another problem with using nouns other than a person’s last name is they can sound patronizing, even without that intention. Perhaps a guest has a lot of questions and the employee is getting frustrated. An employee may attempt to use one of these terms to calm the guest down. Be prepared. They will become less calm. Keep the terms neutral and professional at all times.

guest experience management and audits, service excellence training for management and frontline employees and concierge development. To learn more about the programs her firm offers and their service expertise, visit www.hospitalityexcellence.com She can also be reached at 954-7395299 or roberta@hospitalityexcellence.com

Each of these thoughts applies to phone service delivery as well. Professional salutations are especially important as are employee name introductions. Without in person contact, the opportunity for misunderstanding or miscommunication can be greater. Do HOSPITALITY MALDIVES APRIL/MAY 2007

HUMAN RESOURCES

Artline - MHTE AD

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SPA

The Spa Director’s Ever-Expanding Job Description How are you Managing? By Leslie Lyon As I think back to my days as a Resort Spa Director and onward to my current position as a Spa Educator and Consultant - I marvel at how this position has evolved. I’ve always believed and continue to see proof that the Spa Director’s Job Description is one of the most demanding positions out there. But I also happen to believe it is one of the most rewarding, exciting, mind-expanding, lifeenhancing journey’s possible! Where else do you have the chance to explore every corner of your creative, leadership and business talents… to make such a difference in the lives of the people

and value; their experience in the industry; your company’s philosophy and stability; industry standards and the current cost of living.

you touch, while at the same time living the good life inside the thriving health and beauty phenomenon? This flourishing industry of ours continues to shower us with potions and procedures that bring incredible hope and amazing results and as a Spa Director, it’s all in the palm of your hands.

or profit sharing (perhaps paid quarterly). An experienced Director will want to see strong management support, to know pay scales, understand incentives, the job’s current description and future potential.

With this demanding position, we sometimes find ourselves in the predicament of needing more support, more guidance and more training in order to perform to set standards. Like any Management position, a successful Spa Director develops with education and experience that addresses both their life and business skills. The Director needs to be “equipped” with the best industry-specific practices and guidelines in order to do the job effectively. Many of you reading this story will be both the Spa Owner and the Director. But no matter what position you are in, you will need to explore many industry resources to fulfill the demands that the job will put on you. This may mean the support from a Mentor; your existing Spa Management team; industry websites; publications; associations; trade events; outside professionals; and training courses. I suggest all of the above. Throughout your career as Spa Director, you will benefit from the ongoing boosts of confidence, self-affirmation and camaraderie that these resources will provide you with. Spa Director Job Descriptions come in all shapes and sizes. At some Spa’s, the Director is expected to be responsible for financial budgets and outcomes, for growing new business opportunities, developing the market, overseeing the human resource department and so on. Other locations require their Director to simply assist in managing the day-to-day operations with no set targets or real accountability for the bottom line. So depending on the set of expectations that you assign to the position, the Director should of course be paid accordingly. When considering payment for the Director, you may also want to consider the size of the facility. It goes without saying that you will need to evaluate the individual’s proven and perceived skills

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In the Spa Industry, there are many available options by which we can pay our staff, but we commonly see Spa Directors paid a combination of fixed and variable pay systems. This may be in the form of an annual salary (paid bi-monthly) and perhaps supplemented with some form of incentive pay, such as a bonus

“Spa Director Job Descriptions come in all shapes and sizes.” In the Spas2b 4 & 5-Day Successful Spa Management & Operations course of study, we train existing and potential Spa Directors in 5 fundamental categories. However many of these responsibilities you assign to your particular Spa Director’s Job Description, your goal should always be to strive for a realistic balance between your expectations, the Director’s abilities and proposed compensation. If you can’t find someone to fill every skill required, remember that you can gradually train these individuals on business skills, but you probably won’t have as easy of a time changing their attitudes and subsequent behaviours. When recruiting a Spa Director, you may want to consider two scenarios. How important it is to you that this person can demonstrate an exceptional level of professionalism for the staff to emulate, while at the same time being able to create a motivating environment of sincerity, warmth and fun for staff and guests? Very important I would say. Or is it more of a priority for your Spa Director to possess strong financial leadership, marketing savvy and operational expertise? Hmmm - business skills… or life skills. Ideally both, but you may have to choose. Almost no one can fulfill these criteria as laid out below right off the bat, but rather these responsibilities are gradually and incrementally introduced as you see your Director becoming more proficient at mastering outcomes and proving results. Here are the key points Spas2b believes you need to consider when developing the Spa Director Job Description:

Marketing • Develop Spa’s Marketing Strategy and ensure a consistent image is being portrayed. • Be proactive in developing publicity opportunities and effectively dealing with media. • Develop and maintain gracious and efficient front desk procedures. • Maintain and update all necessary internal and external signage. • Create ongoing in-house promotions and activities to stimulate sales, staff and customers. • Guide business decisions by staying on top of Spa industry trends. • Maintain a strong menu of services with both exceptional artistic and aesthetic value. • Consistently develop and grow retail sales through training, tools and monitoring. • Ensure the Spa is always staged for maximum buyer impact. Customer Service • Anticipate, identify and ensure customer needs are being met in the best possible way. • Monitor customer satisfaction with surveys, focus groups and comment cards. • Develop and deliver credible, competitive, value-plus service to the customer. • Guide staff to become caring problem solvers, cooperative, accommodating and fair. • Exhibit a professional attitude, diplomacy and an Ability to handle difficult situations. • Uphold gracious front desk procedures in the booking and handling of customers. • Maintain fresh, effective programs to consistently retain and grow customer base. • Develop and maintain compensation guidelines for customer complaint handling.

Staffing & Human Resources • Develop a Recruitment Kit for effective recruiting, screening, interviewing and hiring. • Develop Value Packed Proposals and maintain internal staff retention programs. • Implement ongoing skills training to ensure service standards are being upheld. • Develop and monitor Job Descriptions and Staff Goals

SPA

Financial • Interpret Financial Reports and provide expertise on (projected) Revenue vs. Expenses. • Project and maintain acceptable payroll commitments. • Use financial plans for spotting trends, measuring productivity and monitoring progress. • Control ongoing service and product margin analysis to ensure profitability. • Implement opportunities for managing operational costs and boosting the bottom line. • Develop procedures for accurate inventory control and monitoring. • Implement full Spa product and service purchasing standards and ensure compliance. • Administer staff and client scheduling for maximum revenue generation and profitability.

Planning • Create and maintain Staff Contracts, ensuring accuracy and compliance. • Perform Staff Evaluation Reports with proposed action plans. • Effectively administer and monitor Staff Scheduling procedures. • Demonstrate an exceptional level of professionalism for the staff to emulate. • Create a motivating environment of sincerity, warmth and fun for staff and guests. • Implement Negative Staff Behaviour and Dismissal guidelines with follow-through. Operations • Maintain an up to date version of the Spa Procedure Manual and ensure compliance. • Develop and maintain Spa literature, documentation and process handling requirements. • Attend Management meetings and convey all relevant information throughout the Spa. • Hold regular staff meetings to keep staff up to date on all aspects of the Spa’s operation. • Ensure equipment is maintained in good working order. • Maintain professional relationships with suppliers and providers. • Ensure stock and cash items are kept safely under lock and key. • Minimize or eliminate losses through negligence with monitoring programs. • Implement a clearly established opening and closing procedure. • Manage inventory effectively; follow purchasing standards; ensure compliance. I believe that when we create a Job Description, a Job Evaluation follows right behind it. We lay out our set of expectations, and we base pay increases on tangible results. Just a word of caution, as you attach these expectations to the Job Description, you must hold up your end of the deal with the aforementioned support, guidance, training and compensation. Let’s not burn out our Spa Directors, rather let’s set forth to deliberately develop these VIP’s into the business and human experts we really need them to be. To find out more about how you can educate yourself and your Spa Director to meet this ever expanding job title and run the business the best way possible, visit www.spas2b.com

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FOOD & BEVERAGE

Do’s and Don’ts for Food Handlers Do: Clean and sanitize, prior to use, all choppers, grinders, slicing machines, cutting blocks, knives, and any other surface which potentially hazardous foods contact. Do: Wear suitable hair restraint to keep hair out of food. Do: Keep storage rooms clean. They quickly collect dirt, insects and old clothes. Do: Place all wet garbage and refuse containing food wastes in leak-proof containers with fly-tight covers. Do: Keep shoes, handbags, and other personal items in the lockers or other facilities which have been provided for this purpose. Don’t: Thaw frozen foods at room temperature. Thaw them in the refrigerator, under cool, potable running water, or by cooking. Don’t: Allow hot foods to cool at room temperature prior to placing them in the refrigerator. You have a great responsibility. The quality of the food to be consumed by the patrons is literally in your hands. Examine the food carefully. If there are any signs of spoilage or contamination, don’t take a chance. Discard it at once, or call it to the attention of your supervisor. The responsibility for the cleanliness of a large part of the establishment, a part that is usually out of sight of the patrons but none the less important, rests with you. Treat your work area as though there was a sign on the door that read “This Kitchen is Open for Inspection at all Times.” Do: Keep hot foods hot (140° F or higher) and cold foods cold (41° F or below) at all times. Remember that milk and milk products, poultry, fish, shellfish, meat, and many salads and salad dressings are potentially hazardous food. If these foods are not handled properly and kept at safe temperatures, they will spoil very quickly and may cause someone to get sick. Do: Keep all foods covered or otherwise protected from contamination while being sorted, handled or prepared. Do: Wash your hands thoroughly before beginning work, before handling potentially hazardous foods, and after using the toilet or performing any task which would result in soiled hands.

Don’t: Use your hands to handle food when a utensil or other suitable equipment is available to use. Don’t: Line refrigerator shelves with newspaper, foil, or any other material. Air circulation in refrigerators is essential to proper operation. Don’t: Allow unnecessary items and objects to accumulate. Throw away, or store elsewhere, all nonessential items which only make cleaning the kitchen and storage areas more difficult. Don’t: Allow vegetables, fruits, or other containers of food to stand on the floors. Dampness or spillage will spoil the foods, and the presence of these materials on the floor hinders cleaning. Don’t: Let spattering of grease collect on stoves, floors, or walls. Other dirt soon sticks to this and you have a mess which takes time and energy to remove. Don’t: Wash your hands in utensil-washing sinks or food preparation sinks. Pennsylvania Department of Agriculture

Do: Check your refrigerators frequently for cleanliness and proper temperature. The temperature should never get above 41° F

Bureau of Food Safety and Laboratory Services 2301 North Cameron Street Harrisburg, PA 17110-9408

Do: Wash thoroughly in clean water all fruits and vegetables intended to be eaten raw.

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USA

HUMAN RESOURCES

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RECIPE

Italian style Maldivian Lobster Sashimi

Renato Arlati Executive Chef Moofushi Island Resort

Ingredients:

Method:

•

1 live lobster 500g.

•

place the lobster in boiling salted water

•

2 leaves of fresh basil

•

remove after little over 30 seconds and Immediately place in ice water

•

1 tablespoon of lemon juice •

carefully shell the lobster with a pair of scissors

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1 tablespoon of extra virgin olive oil •

keep the antennae and 2 legs aside

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salt and white pepper •

with a very sharp filleting knife slice the meat and with the help of the dull end of a mallet gently pound it until thin slices are obtained

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place the slices in a plate and marinate the meat with the basil, the lemon juice, a pinch of salt, a dash of white pepper and the olive oil

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let the marinated lobster rest in the fridge and serve it on a leaf of iceberg lettuce

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garnish with the lobster antennae and legs, the celery stalk and the lemon wedge

Decoration: •

1 pair lobster antennae

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2 lobster legs

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1 leaf of iceberg lettuce

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1 celery stalk

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1 lemon wedge

Created with the support of Mr. Salvatore Puma, General Manager and Mr. Siddiq, Sous Chef.

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HUMAN RESOURCES

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SERVICE

You Never Know Whom You Are Serving By Susie Ross When the economy struggles as it is now, people want to tighten up the purse strings and watch every penny spent. The restaurant industry feels this just as surely as the malls and department stores do this year, perhaps more so. Dining out is a luxury most of us cut out first when watching our respective budgets. Does that mean we ease up on our customer service skills? Absolutely not! I believe you cannot afford to let people eat in your restaurant once, only to determine that they will not come back, either in the near future or when their money flows easier. Perhaps you might consider spending the money now to train staff that would like to keep their jobs and still make money. Help them create future customers of the few you have now. The economy and our response to it are rather like a faucet; the water is at a trickle now. The faucet will be turned on again; the question is, “where will the water flow?” You want it to be into your business.

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Recently in an article in The Rocky Mountain News, entitled “Smart Companies Put Customer First,” written by Harvey Mackay, he cited a story of how Herbert Marcus, one of the founders of Neiman Marcus, valued his customers. His son, the late Stanley Marcus, recounted the story: “A customer had ruined a dress she had obviously worn and was loudly demanding her money back. When Stanley seemed resistant, his father admonished him and told him to give the woman her money back, no questions asked. Later, Stanley argued with his father that the woman had worn and abused the dress and that the manufacturer would not help pay for it. His father replied that the woman wasn’t doing business with the manufacturer, she was doing business with Neiman Marcus. He didn’t want to lose a customer over a $175 dress.

This may not seem practical to a restaurant owner with a guest who has just eaten an entire plate of food, when he/she was asked if everything was prepared to his/her satisfaction shortly after serving the food. Yes, there are differences, but should you treat your guests differently than those of a department store? I am not saying restaurants should adopt this policy. It’s a puzzle and only an individual owner/manager can determine the correct answer for his/her business. But let me pose another situation. I recently was part of a wedding party in Oklahoma City. The wedding and most of the guests were housed in a well-known hotel, noted for its outstanding customer service qualities. I must remark that it was indeed a physically attractive building; I can understand why my friends chose this particular hotel in which to have their wedding take place. The attraction ended with the marble floors, wood trim and beautiful draperies. Among many other things that were disastrous as far as customer service goes, this one event stood out to me as the epitome of judging someone by appearances and, happily enough, creates a great cornerstone to this month’s newsletter! The bride’s uncle and his wife drove up from a small town in Texas. I’ll call them Jerry and Marilyn. Jerry and his wife are unassuming in appearance and probably aged in their mid-sixties. When they drove up the afternoon before the wedding, in their very expensive, shiny black Corvette, the valets eagerly awaited the opportunity to jump behind the wheel of the car to drive it 100 yards to a parking space. Marilyn spotted a family member and went to chat with her in the lobby while Jerry stood back from the counter waiting to be acknowledged. The hotel employees were assisting other guests. When they were finished with those guests, they saw no other would-be guests to whom they should be paying attention. They did see a maintenance man, dressed in dark work pants, work boots and a blue, striped shirt with a name patch, on which was embroidered the name “Jerry.” They ignored him.

That is basically the end of the story. You can be assured that no one apologized to him for ignoring him. They happily took his money, though. According to Jerry, and I believe him, they won’t be receiving any more of his money in the future.

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Years later, someone calculated that the woman had spent more than $500,000 at Neiman Marcus. The customers may not always be right, but it’s a good idea to let them think they are.”1

Jerry didn’t complain to the hotel management; he didn’t think it would do any good. Who did he talk to? His family, other guests, including me, all of whom were having their own issues with the hotel. We all certainly told other people. The tragedy for the hotel is that it is not only located in Oklahoma City; it is an international chain. People came from all over the United States and Canada for this wedding. Statistics show that, instead of complaining to an organization directly, 96% of dissatisfied customers will gripe to an average of nine other people. You never know whom you are serving. Appearances can be deceiving. When you are serving a party of 65 for the holidays, know who the host is, whether it is an individual or a company. Also remember that the rest of the people, nameless as they may appear, all have names, careers, influence on others, and many have reasons and means to pay for a party of their own someday. Bad hair or a cheap-looking suit should not be taken for a bad person who has no value or influence. Besides being extremely rude to someone who is a guest and doesn’t deserve to be ignored, you may be quashing a future opportunity to make money and promote your business. I refer to my own website’s index page table: Some startling facts regarding the reasons restaurants lose customers:

Customer dies Moved away Influenced by friends Lured away by the competition Dissatisfied with product Turned away by an attitude of indifference on the part of a company employee

1% 3% 5% 9% 14% 68%

Can you afford to have your wait staff having an attitude of indifference

Now Jerry is a smart man, a businessman. He owns a company that paints commercial aircraft. It’s not a large, Fortune 500 company, but he is successful at what he does, in part because he is a hands-on kind of business owner. He enjoys driving his Corvette and he is comfortable wearing his work clothes wherever he goes. As I stated, Jerry is a smart man and he understood what was happening. So he went to the counter and asked if he could check in. He was a little angry, but he was willing to let their ignorance go. However, the person he chose to talk to acted as if he might be insane to think that he could afford to stay in a hotel such as this. He skeptically began the check-in process.

toward your guests? Source: THE PRYOR REPORT, Vol. 10, No. 4a Susie Ross has been involved in the hospitality industry for ten years. She has just written a definitive work on front of house customer service and techniques for waiters and waitresses. For more information about Susie’s book, “A Waiters Training,” her training manuals and training seminars please visit her at http://www.waiter-training.com or email her at susie@ waiter-training.com.

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MISCELLANEOUS

What flavor is your management tea? By Dan Bobinski When it comes to coffee or tea - I’m a coffee guy - I will occasionally get decadent and apply for a bank loan so I can get what my friends call a Froo-Froo Cappafluffa - a.k.a. OverlyPriced Coffee-Flavored-Milk - but most of the time I’m opting for a plain old cup-o-joe. What I’m really trying to say is I’m no expert in tea. I’ll leave that to my wife and the entire population of the United Kingdom. My preferred cup of tea has been described as barbaric by tealovers everywhere: Just give me a basic Lipton tea bag. No flavors necessary. Besides, I only drink tea when I have a cold, and even that’s rare. But one thing I like about watching people make tea: It’s symbolic. You take some leaves, put them in hot water, and the water changes. Some leaves make the water sweeter, some make it bitter. Sometimes the change is dramatic, sometimes it’s mild. When you find yourself in hot water, what kind of effect do you have on the environment?So my question is “what flavor is your management tea?” When you find yourself in hot water, what kind of effect do you have on the environment? Do you become bitter and turn your surroundings bitter as well? Or are you soothing, with a corresponding ripple effect on those around you? Is the effect mild, or can people tell from far away what results you’re generating? If you care at all about how deeply your coworkers engage, it behooves you to get feedback on how you handle yourself in a crisis - hot water, so to speak. Over the years, I’ve found that many people have no idea how they’re coming across and what kind of effect they have. Perhaps the best tool to get this information is a 360 feedback report. Although they’re touted by some and scorned by others, I believe that the usefulness of a 360 feedback is hard to beat - if it’s done well. For those who’ve not heard about them before, 360 feedback reports gather information from coworkers about a person’s effectiveness. The “360” means a “full circle” view, in that feedback is gathered from all the perspectives around you: Superiors above you, peers alongside you, and those who are “under” you on the corporate ladder. Some versions include the opinions of customers! The purpose is to get feedback on your strengths and weaknesses - as perceived by others. The assumption is that perception is reality. You may think you’re behaving a certain way, but if everyone around you sees you acting otherwise, you can bet they’re responding to you in an “otherwise” fashion.

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Example: You may think you’re an idea-generating catalyst bringing innovation and valuable momentum to a team, while those around you perceive you to be an arrogant, egocentric grandstander who ignores or belittles the input of others. Upon learning of such perceptions you might realize why nobody offers up their opinion any more. It’s not because they’re lacking ideas or suggestions (as you’ve surmised), but rather they’re tired of being castigated publicly whenever they open their mouth. Another example may be the person who perceives himself to be a critical thinker, but is perceived by others to be a downer, always pointing out what could go wrong. Some companies wisely use a 360 approach when collecting information for annual performance reviews. 360’s are also useful when deciding what direction to take for a leadership or management coaching initiative, or for honing the skills of those being groomed for advancement. In fact, 360’s can measure perceptions in many areas - performance, integrity, communication, teamwork, and customer service are just a few. Because so many varieties of 360’s exist, don’t be hasty in choosing one. Do a little research on what’s available to you and choose carefully. If I could offer a few other suggestions, I strongly recommend anonymity for all contributors. The more anonymous the input, the more accurate it’s likely to be. Information collection must be well-thought out so the source of “who said what” remains secret. Second, I recommend the results of a 360 be delivered in private by someone trained to do so. The idea is to create plans for growth, development, and/or improvement in a “safe” environment - not blame, insult, cut down, or even soften or coddle the results. Perceptions, however painful, shouldn’t be glossed over; but they shouldn’t be delivered with callousness either. Bottom line, the emotionally intelligent thing to do is know and understand your preferences, then adapt as necessary for optimal success. Not everyone likes tea, and not everyone likes coffee. I like my coffee, but I’m not going to force it on everyone. A good manager, like a good host, provides the flavors necessary for people to want to stay around and do their best. Dan Bobinski is an 18 year veteran in consulting on workplace issues. Visit his website at www.LeadershipAnswers.com, or interact with him at his blog: www.workplaceexcellence. wordpress.com

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ENVIRONMENT

Hotel Waste Reduction: Housekeeping By DPPEA A shampoo bottle a sugar packet a light bulb a note pad These are small items, but in guest rooms, they represent more than just dollars and cents. Each of these amenities can become an opportunity to improve the environmental image of your facility — whether you install refillable shampoo dispensers and energy-efficient lighting or reuse linens and purchase recycledcontent products.

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Wait to replace tissues in bathrooms until dispensers are almost empty. Leave new rolls or boxes for the guests to replace. And if company policy is to replace half rolls, save them for use in employee rest rooms or as donations to shelters. Also consider using double rolls, which provide twice as much paper per roll.

A typical occupied guest room generates between one to two pounds of waste on a non-checkout day; that amount doubles on checkout days. One study found waste levels for one room to be over 28 pounds per day, depending on the property type and

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Eliminate unwanted or under-used amenities such as shower caps and shoe shine cloths — or offer them by request only. Eliminate plastic liners in ice buckets.

the number of guests staying in the room. Regardless of exact figures, an estimated 80 percent of these wastes are recyclable. Measurable savings in waste disposal and energy and water use are available if guest rooms are targeted for waste reduction and other environmental activities.

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Donate to local charities products such as linens and furniture that still have useful life.

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Try reusing materials. Re-cut linens that are damaged and make them into other necessary items such as chef scarves or aprons. Consider reusing stained bath towels as cleaning cloths.

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Choose reusable or durable goods over disposables whenever possible. For example, provide reusable drinking glasses and coffee cups in guest rooms, and purchase sheets with high thread count for longer wear. Choose reusable baskets or plastic containers for guest laundry over disposable paper or plastic wrap.

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Try refillable dispensers for shampoo, soap, lotion and conditioner. By choosing 24-ounce pump dispensers, the Boston Park Plaza eliminated over two million plastic bottles from its waste stream each year. The property used the money saved to buy higher quality products for the dispensers. Many properties also reduce waste by not replacing bars of soap for stay over guests.

This fact sheet explains successful environmental efforts in guest rooms and outlines ways to reduce and recycle waste and conserve energy and water. It also suggests effective ways to communicate these efforts to guests and highlights the success of one property in implementing a sheet and towel reuse program. GREENING GUEST ROOMS

Depending on the property type and customer base, some of these opportunities for cost-effective environmental initiatives in guest rooms will be more suitable than others. Try as many as you can. Reducing Waste

Question the presentation and packaging of each amenity offered. Eliminating a product entirely or some packaging usually saves money because you do not have to pay for it up-front or again at disposal. Several examples of ways to reduce waste in guest rooms follow. •

Reduce the volume of discarded newsprint generated by Giving out newspapers in a central location such as the lobby or restaurant rather than distributing them to each guest room. At check-in, ask guests whether they would like a newspaper, or provide a door hanger for those who want in-room delivery.

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Recycling Waste

Common recyclables from guest rooms include aluminum cans, glass and plastic bottles, and newspapers. Business travelers may also generate significant amounts of white office paper. A convenient way to collect recyclables from rooms is to use bags on the side of housekeeping carts; however, some carts are too full for any add-ons. In that case, consider placing bins in common areas such as near vending machines or elevators, but make sure to also place trashcans near any recycling bins in public areas to cut down on contamination. The best option may be to place bins under desks or in closets in individual rooms. Another option

SERVICE

is to request that guests leave recyclables on bathroom counters, dressers or tables so that the housekeeping staff does not need to dig through the trash. Conserving Energy and Water

A typical U.S. hotel uses 218 gallons of water per day per occupied room. Water-efficient fixtures can save 25to 30 percent on water and sewer bills with no loss of comfort to guests. These fixtures are an easy way to reduce water consumption with a short payback period.

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By mixing air into the water flow, water-efficient showerheads and aerators reduce the actual amount of water leaving the faucet while maintaining good water pressure.

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Low-flow toilets are also designed to perform with less water without sacrificing performance. A good alternative for older, water-wasting toilets is toilet dams or flappers. By limiting the amount of water flushed from the bowl, these water conservation devices reduce water use and costs.

Another water and energy saving approach is to offer guests the option to keep the same sheets and towels for stays of more than one night. Properties all across the country, from resort properties to Holiday Inns, place sheet and towel placards in rooms explaining to guests the environmental impacts of changing sheets and towels daily. Such reuse of linens not only saves thousands of gallons of water, it keeps another batch of detergent from being dumped into waterways. Additionally, facilities can save 50 cents per day per occupied room on laundry and toweling costs by reusing linens. Preprinted cards are available from the American Hotel & Motel Association. Consider using more efficient lighting in guest rooms. Depending on the choice of lamps, an energy savings of 50 percent or more is possible when rooms are occupied. The following options are available:

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Compact fluorescent lamps (CFLs). These lamps produce more diffuse light than incandescents, so an appropriate wattage is important. Consider CFLs in the 22- to 38-watt range to keep rooms bright and ensure guest comfort. Bathrooms maybe a good place to start with CFLs as research shows that bathroom lights have the longest burning hours (possibly because they are often used as night lights). Caution: A concern with screw-in CFLs in desk lamps is that they can be easily stolen. To circumvent this risk, lamps are being hard-wired to new, specifically designed fixtures from which they cannot be unscrewed. These fixtures are somewhat more expensive, but they prevent theft and save money over time. HOSPITALITY MALDIVES APRIL/MAY 2007

ENVIRONMENT

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Make sure employees, especially front desk and room service staff, can accurately and clearly respond to guest questions about the waste reduction options in effect.

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Whenever possible, convey your message in easy-to- understand terms with visual descriptions; for example, instead of telling guests that the property has recycled 100 tons, tell them how many trees or how much energy was saved.

CASE STUDY

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Another option is to use long-life or lower wattage lamps in guest rooms.

Occupancy sensors are energy-saving devices that can trigger lighting and heating/air conditioning units when guests enter the room and/or lighting in closets. Some properties have keyactivated systems that automatically turn off when people exit the room and are reactivated upon re-entry. If sensors are not an option, have housekeepers turn off lights and turn HVAC units back to specified temperatures when rooms are unoccupied.

INFORMING YOUR GUESTS Many ways exist to inform guests of the property’s environmental initiatives. Send the messages clearly and often to avoid any confusion or misunderstanding. Use as many of the following techniques as possible to educate guests.

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Send an environmental message with reservation confirmations. For example, announce that guests can recycle papers and beverage containers throughout the hotel, and give a number that they can call for more information.

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Require staff to inform guests and check-in of environmental efforts such as the option tore use sheets and towels.

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Use placards in rooms to inform guests of environmental efforts; for example, signs in bathrooms can tell how much waste the refillable dispensers for soap and shampoo have eliminated.

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Place signs near recycling bins in public areas or guest rooms that clearly show acceptable recyclable materials and that explain the positive environmental impact of recycling.

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The 281-room Radisson Hotel in Asheville, N.C., has allowed guests to choose to keep linens or towels for stays of more than one night. This effort has not only saved person-hours, detergent, and hot water, it has also limited wear and tear on linens, washing machines and dryers. And to top it off, costs have dropped over 30 percent, from about $1.15 to $0.75 per load. Here’s how it works: when rooms are made up, a special card is placed on the bed asking guests to leave the card on the bed the next day if they wish to keep the same sheets and towels. When housekeepers see the card, they know the sheets and towels do not need to be changed. Of course, rooms are totally stripped between guests. Training housekeeping staff is critical to success, according to Bob Ray, Rooms Division manager at the Radisson. He suggests starting with a trial run. Make instructions available in the primary language of your housekeepers (Spanish, in this case), and test their knowledge. For example, have inspectors mark sheets and set-up various scenarios. Then check whether the proper instructions were followed for each scenario. Your best measure of success will be guest response. Many luxury or upper-tier facilities are nervous about initiating such programs. According to Ray, their fears are unfounded. He’s heard only two complaints in 8,000 room nights; in that same period, he’s had over 25 written compliments. The N.C. Division of Pollution Prevention and Environmental Assistance (DPPEA) provides free, non-regulatory technical assistance and training on methods to eliminate, reduce or recycle wastes before they become pollutants or require disposal. Telephone DPPEA at (919) 715-6500 or (800) 763-0136 or e-mail at nowaste@p2pays.org for further information about the issues discussed in this fact sheet or to discuss any of your waste reduction concerns.

MISCELLANEOUS

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FOOD & BEVERAGE

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LOCAL NEWS

German Master Baker tours Maldives Mr. Ingo Wenseritt, Master Baker and Baking Engineer of IREKS GMBH Germany, is visiting the Maldives for a period of two weeks to support, improve and demonstrate baking methods and to teach the latest innovations on how to use IREKS Bread Improvers and Pre-mixes to the Maldives market.

quality control system serves as a highly sensitive monitoring facility for all raw materials, checking them for minute levels of heavy metal and pesticides – down to 1 gram of toxic substance in 1,000,000 tons of raw material. According to Mr. Ingo Wenseritt, one of the secrets to the success and popularity of the company and its products is the easy accessibility for technical support from throughout the AsiaPacific region. “I visit the Maldives and other countries where we have customers of IREKS products regularly, spending an average of two weeks on each visit. For instance, when I am visiting Maldives, I make it a point to visit the hotels and resorts that use our products. I train the staff in baking new varieties of bread and also offer them any other support they request for. I think this is very important for a company such as ours where the final product is very much dependant on the teamwork of a number of professionals.”

According to Mr. Wenseritt, IREKS was started in 1856 by Johann Peter Ruckdeschel, a German Master Baker and Home Brewer in the town of Klumbach in Germany. Since the beginning in 1856, IREKS has remained within the family and has developed over the years, now employing 1800 people and serves over 70 countries. The company has been represented in the Maldives since the year 2000 by Bestbuy Maldives (Pvt.) Ltd. Quality control and consumer safety are given the highest priority at IREKS. Equipped with all the latest hi-tech apparatus, the IREKS

During his two week visit, Mr. Wenseritt will be traveling to a number of resorts where he will be mostly working with chefs. These resorts include some of the most established as well as those upcoming resorts who are interested in quality products. While he might not be able to attend to all the customers of IREKS during the visit, he is available via email for any queries you might have throughout the year (wenseritt@csloxinfo. com). Additionally, you can also make an appointment with Mr. Wenseritt for his next trip to the Maldives through IREKS’ local partner, Bestbuy Maldives (Pvt.) Ltd. Alternatively, Mr. Mazloom (General Manager) at Bestbuy can also be contacted for any assistance; Mobile: 7782580

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HUMAN RESOURCES

Are you in breach of the Communication Contract? By Helen Wilkie Under the terms of what we call “The Communication Contract™” every message sent out must be received and understood by someone - somewhere. If that does not happen, there is no communication because someone has breached the contract. How can we be in breach of the contract? Well, as the poet said, “Let me count the ways.”

When someone else is speaking, you are usually silent. But if you are running over your reply in your mind and waiting until the other person finishes so that you can jump in, that’s not listening. Instructions, information, messages, news—all of it goes in one ear and out the other without any interference from the brain. Oops—breach!

Oral communication

Written communication

Have you ever gone into a store to buy technical equipment without a lot of knowledge of the technology? Some time ago, I bought a digital camera. When I approached the salesman in

When it comes to the written word, far too many business letters are jargon-filled pages, sent to people who don’t understand this inside language. Is the reader a member of your company, your

a major photography store, he launched into a long technical explanation of the various models and prices—lots of talk about pixels, resolution, capacity, and other mysterious attributes of digital cameras. I had no idea what he was talking about. It apparently never occurred to him to ask me about my level of familiarity with the technology, or what I wanted to do with it. As a result, he expressed his message in his own language, not mine, and it was neither received nor understood. Oops—breach!

organization, your industry or profession? If so, a certain amount of jargon may be appropriate. After all, jargon evolves because it is often the best means of communication among members of a particular group. The problem arises, however, when we forget that a particular reader may not understand our “inside language”. For example, do you know what the following terms mean?

Do you have someone in your organization whose constant lament is “Nobody ever tells me anything around here”? Did you ever hear that person say, “I never listen”? Probably not, but that’s usually the problem. Most of us don’t listen as well as we think, and some people never listen at all. Contrary to common belief, listening and hearing are not the same thing. Hearing involves only our ears. Sound reverberates off our eardrums, producing words we can recognize, as well as other sounds we must interpret. It happens all the time, even with sounds we don’t consciously notice: traffic in the street, radio or television playing in the background, the conversation

at the n e x t table in a restaurant. But that’s not listening Listening, on the other hand, involves not only ears, but also mind, eyes, smile and even body. Your mind processes the sounds you hear into a coherent message, while your eyes and body convey to the speaker that you are, in fact, receiving and understanding the message.

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1. 2. 3. 4. 5.

full bleed GAAP to die intestate term life laproscopic procedure

If you were a printer or graphic designer, you would know No. 1 means the ink covers the paper right to the edge of the sheet. An accountant would know No. 2 stands for Generally Accepted Accounting Principles. Any lawyer could tell you No. 3 refers to a person who dies without making a will. To the insurance industry, No. 4 represents a type of insurance policy, and surgeons perform No. 5 when they make perform a specialized type of surgery with the help of

computers a n d cameras. So there is no reason why you should know all these terms from various industries and professions, and it’s important to remember that other people have no reason to know yours. Outside your group, use plain language that people will

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understand. Jargon is a useful communication tool created for a good purpose—but greatly misused. Oops—breach! You may not have thought about reading as a communication technique, but it is an important part of the contract. A child died in hospital in unusual circumstances. At the hearing, a nurse testified that she didn’t properly read the doctor’s instructions about monitoring. There was nothing wrong with the instructions—she just didn’t read them properly, and a child died. Sadly, this story is true, and it illustrates a serious breach with tragic consequences. Non-verbal communication How can non-verbal messages breach the contract? Well, have you ever called someone and listened to a voicemail greeting delivered in a flat monotone? Do you feel inclined to believe that this person will be pleased to do anything, let alone call you back? The words say one thing, but the tone says another. Oops—breach! And what about company presidents who stand up before the press or shareholders and say, “Our employees are our most important assets”—and then proceed to close a plant and put 900 of their most important assets out of work? The words say one thing, the actions another. Oops—breach! It’s important that there be congruence among the written, spoken and non-verbal clauses of The Communication Contract™. If the words say one thing but the actions or body language another, the non--verbal cue will always be believed. Think what that can do to your credibility. When you consider how easy it is to breach The Communication Contract™ without even noticing, it’s no wonder we have so much difficulty getting our message across. © 2006 Helen Wilkie All Rights Reserved. You may reprint this article for your online or print publication so long as you include the complete article and the following paragraph: Helen Wilkie is a professional speaker, consultant and author who helps companies do better business through better communication. Her latest book is “The Hidden Profit Center”. To received free monthly tips and techniques on communication, visit www.mhwcom.com or www. HiddenProfitCenter.com and sign up for “Communi-keys”. Reach Helen Wilkie at 416-966-5023 or hwilkie@mhwcom.com

HOSPITALITY MALDIVES APRIL/MAY 2007

LOCAL NEWS

Bar Supervisor from Anantara Resort Maldives excels at Tea Sommelier Competition Debendra Kumar Ojha, Bar Supervisor from Anantara Resort Maldives, takes on 1st runner-up at Asia Pacific Dilmah Tea Sommelier Competition Debendra Kumar Ojha, Bar Supervisor from Anantara Resort Maldives, proudly took on 1st runner up place at the first ever Asia Pacific Tea Sommelier Competition which was held in Colombo, Sri Lanka on 27th March, 2007. Dilmah Tea in collaboration with the Chefs Guild of Lanka and endorsed by The World Association of Chefs Societies (WACS Asia Pacific Region) started the Asia Pacific Tea Sommelier competition for tea sommeliers in the region to compete and showcase their skills and creativity using the finest Ceylon tea as the main base. Seventeen countries from the Asia Pacific region participated in the competition with an audience consisting of Dilmah Tea representatives and distributors from around 90 countries. Each participant was required to prepare and present tea cocktail, tea mocktail and a hot tea beverage and they were judged by a nominated member of the Chef Associations of each country. The judging criteria was based on utilisation of Tea and actual taste of Tea, creativity, presentation, and working technique and timing. Ojha exemplified his skills, innovation and showmanship

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in the makings of his own original concoctions and impressed the judges with the flavours and presentation of his Redberries Iced Tea as a tea cocktail, Lemon Lime Cobler as a tea mocktail and the classic Earl Grey Tea for the hot tea beverage. Guests at Anantara Resort Maldives can take a stroll down to Aqua bar and sip one of the award-winning tea concoctions by Ojha and at the same time relax and be mesmerized by the stunning infinity pool overflowing into the expansive turquoise lagoon. In the evening, order the irresistibly sexy Redberries Iced Tea cocktail served in the champagne glass as you watch the beautiful sunset on the beach. For press enquiries please contact: Marion Walsh â&#x20AC;&#x201C; Brand Director of Public Relations Tel: + 66 (0) 2877 5803 Ext. 28 Fax: + 66 (0) 2877 7497 Mobile : + 66 (0) 89 811 3829 Email: mwalsh@anantara.com Janice Nopvichai â&#x20AC;&#x201C; Director of Public Relations, Anantara Maldives Tel : + 960 664 4100 Mobile : +960 980 8865 Email : jnopvichai@minornet.com

HUMAN RESOURCES

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TRAINING

Developing Departmental Trainers By Dave Wheelhouse, CHRE and Chris Longstreet, CHA Training activities that focus on operational procedures and skills are generally conducted either by department managers or individuals designated as department trainers. There are no hard and fast rules about whether the manager should conduct skills training or delegate it to department supervisors or to talented employees. The general principle that should guide the decision of “who” is consistency. If some employees are taught one way and others are taught a different way or not at all, the result is confusion in the work area and the failure to provide the level of the guest service desired. The greatest consistency comes from using the same trainer as much as possible and effectively communicating the performance standards of the job. Performance standards are the observable, measurable benchmarks by which you decide when the job is well done. Performance standards should not restrict employee initiative, but should enable employees to know when they are doing their jobs right. For example, if giving fast service is important, one of the standards for restaurant cashiers might be “a complete transaction should be rung up within one minute – if more than four people are waiting to pay for their checks, call for assistance.” About 20 clearly defined standards per job may be enough to determine if an employee is performing the job well. It is the manager’s responsibility to ensure that performance standards within the department are compatible with the overall goals of the organization. For training to be properly received, those leading the training must create the right climate through an effective approach and attitude toward training. Trainers act in three capacities:

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1. As a master craftsman – the expert – passing skills on to an apprentice 2. As a coach – teaching and refining the skills of the players (employees) 3. As a role model – for every person that is trained. Training involves so much more than merely lecturing or passing along information. The trainers mission is to share experience and develop the talents of the employees. Establish an atmosphere of trust by displaying a sincere interest in the trainee as an individual and clearly expressing your desire to help him or her succeed. A good trainer sees the job through another’s eyes. When people experience difficulties in performing new tasks, they may become discouraged and develop a self-defeating attitude. On the other hand, as they achieve success in learning new skills, their self-esteem grows and their confidence in doing a good job improves. Effective training allows trainees to develop pride in their abilities. If a manager doesn’t have the time or qualities to become a good trainer, it is preferable to turn the skills training function over to someone else. Obviously, managers of large departments or teams may be unable to handle all of the training activities without assistance. Regardless of the size of the department or team, the manager cannot avoid the responsibility of the training function. The accountability for seeing that every employee is trained cannot be delegated.

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Good judges of skill and talent

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Objective

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Aware, understanding, and accepting of the differences in people

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Good at listening and communicating

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Good role models for the department

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Optimistic about the job, the department, and the company

TRAINING

When selecting a trainer for your team, consider that a good trainer may not always be the supervisor or employee who had the least difficulty in learning the job. In fact, the best trainer may be an employee who had more difficulty than most in learning the skills of the job. They, most likely, excel at the job! Employees who become effective trainers are generally those who are:

Good trainers take pride in their work and give attention to detail, accuracy, and neatness. They are logical, patient, good planners, and are tactful, cooperative, helpful, sincere, and honest. They have a sense of humor and make friends easily. Obviously, finding good trainers isn’t easy, but once found, they may prove to be your best and most valuable employees. Individuals selected as trainers must be taught how to train, given adequate feedback, and rewarded for their effort. Give trainers more contact with you than you give the average employee. Monitor performance more often and show support for their efforts. No matter who conducts actual training activities, the department manager is responsible for defining and communicating the team’s goals and values. Even when routine skills training is delegated to a supervisor or lead employee, the manager must continue to monitor and evaluate the progress of the trainees, show a sincere interest in their efforts, and communicate to them that quality and consistency are important. Adapted from Managing Human Resources in the Hospitality Industry by David Wheelhouse, CHRE (Educational Institute of the AH&LA, Lansing, MI, 1989) For more information on the SOCIETY FOR HOSPITALITY MANAGEMENT, visit our website at www.hospitalitysociety.org or call us at 616 457-3646.

HOSPITALITY MALDIVES APRIL/MAY 2007

LOCAL NEWS

Raffles to manage luxury resort in Gaafu Alifu Atoll By ehotelier.com Raffles Hotels & Resorts announced that it will manage a 49villa luxury resort, Raffles Resort Konottaa, its first venture in the Maldives. The resort, owned and developed by Platinum Capital Holdings Pvt Ltd, is located at the pristine and the newly-developed Gaafu Alifu atoll, in the southern part of the Maldives. Scheduled to open in Spring 2008, Raffles Resort Konottaa features 49 duplex villas, all with individual plunge pools. The duplex villas, of which 22 are over-the-water villas, are the first of its kind in Maldives. The water villas, which have an additional Jacuzzi pool, are set in secluded surroundings and enjoy unobstructed spectacular ocean views. The villas, spread over an expansive 1,250 to 3,700 square feet, will be designed with a contemporary edge, but yet embrace the best of Maldivian architecture with tropical accents and details from the region. Guests who seek the spa experience can rejuvenate and indulge at RafflesAmrita Spa, a sanctuary of calm and pampering luxury treatments. The brand name is derived from an ancient Sanskrit legend in which deities searched for Amrita, an elixir that would grant them eternal youth. Launched in 2000, there is now a RafflesAmrita Spa in all the Raffles properties in the world and several such as RafflesAmrita Spa in Raffles The Plaza and Raffles Hotel in Singapore, Raffles Le Montreux Palace, Raffles Resort Canouan Island, The Grenadines have received awards as best spa in their respective destinations. A tantalizing selection of food and beverage options awaits guests. They may choose to dine at a specialty restaurant, an all-day casual dining restaurant or at the elegant Grill Room for exquisite fine dining. The culinary creations by Raffles chefs will feature specialties from the region and the freshest catch from the sea. For glorious sunsets, guests can unwind with signature cocktails at the Main Bar, which overlooks breathtaking ocean vistas.

One of the top leisure destinations of the world, the Maldives is ranked 8th in the world with the fastest rates of tourism and travel growth, according to the World Travel and Tourism Council (WTTC) and Oxford Economic Forecasting (OEF). With a tourism growth rate of 7.2%, Maldives is forecast as one of the top ten countries in the world’s tourism industry. “This is another milestone for the Group, as we extend the Raffles presence to one of the premier travel destinations of the world,” commented Mrs. Diana Ee Tan, Managing Director of Raffles Hotels & Resorts. “The Southern Gaafu Alifu atoll, with its pristine waters and untouched surroundings is certain to be a haven for the discerning traveler in search of paradise and luxury. We are extremely gratified that Platinum Capital Holdings has entrusted Raffles to manage this luxury jewel.” Mr. Mohammed Shaweed, President & Chief Executive Officer, Platinum Capital Holdings Pvt Ltd, said, “We are delighted with our partnership with Raffles Hotels & Resorts. The name Raffles represents a promise to provide the best. Its uncompromising standards in products and service are well renowned and legendary. We believe that the Raffles difference will set a new benchmark in the Maldives.” This new venture, Raffles Resort Konottaa, marks Raffles Hotels & Resorts’ expansion into the top leisure destinations of the world, and reaffirms the brand’s global position as a leading and much sought after management group. Raffles is a collection of luxury hotels around the globe that distinguishes itself through the highest standards of products and services. Each hotel is a landmark in its respective city, positioned at the top of its local market and rated among the very best in the world. Raffles’ relentless pursuit of service excellence has earned for its hotels and resorts a legion of international accolades, including Condé Nast World’s Best Places to Stay and Travel & Leisure World’s Best Awards. Its flagship, Raffles Hotel Singapore, was named Best Luxury Hotel 2006 by

Guests will also have access to an extensive library of DVDs at the resort, while the more energetic may choose to practice on a golf simulator, play tennis, scuba dive or snorkel at some of the most untouched and spectacular coral reefs in the Maldives. Other water sports include catamaran sailing and deep-sea fishing.

Travel Trade Gazette Asia. Raffles Hotels & Resorts was ranked second among the world’s top hotel brands in the 2006 Condé Nast Traveler Business Travel Awards.

The award-winning collection of legendary

hotels includes Raffles Hotel and Raffles The Plaza in Singapore, Raffles Grand Hotel d’Angkor, Siem Reap, Cambodia, Raffles Hotel Le Royal, Phnom Penh, Cambodia, Raffles Beijing Hotel, People’s Republic of China,

Accessibility to Raffles Resort Konottaa is made seamless through a 50-minute flight from Male to Kaadedhdhoo airport, and a relaxed 15-minute ride on the well-appointed Raffles speedboat to the resort paradise.

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Raffles L’Ermitage Beverly Hills, California, Raffles Resort Canouan Island, The Grenadines, Raffles Hotel Vier Jahreszeiten, Hamburg, Germany and Raffles Le Montreux Palace, Montreux, Switzerland. Raffles Dubai, United Arab Emirates, will open in the third quarter of 2007.

LOCAL NEWS

HOSPITALITY MALDIVES APRIL/MAY 2007

HUMAN RESOURCES

HOSPITALITY MALDIVES APRIL/MAY 2007

SALES & MARKETING HUMAN RESOURCES

Branding Standards or Standardisation By Patrick Goff The move by many groups from being property owning operators to being brand franchisors is gathering pace around the world and truly global brands are being created. Franchising enables growth to be speedy and to penetrate new territory using local knowledge and finance to create new branded units. Branding however carries risks as well as the advantage of major international marketing clout through a strong identity. As a designer I worked for many individual hoteliers and one medium sized and one major brand for twenty years, completing over 400 hotel projects in that time, ranging from small conversions (a stable block into four bedrooms for example) through rolling refurbishment programmes to major extensions and new build resort hotels of up to 400 bedrooms. In all instances the client saw design as a major tool in setting the character and sales ‘characteristics’ of the hotel. Yet in no instance was the design brief phrased in such a way as to limit the initiative or creativity of our design studio. Nor was the brand standard compromised or damaged. We were able to interpret and develop the brand through reflecting the local culture and identity, whilst retaining a family likeness to previous designs thereby keeping the brand identity and standards intact but developing them. Recently I have spoken with major brands on how they are retaining their brand identity across continents and have become concerned that the management of design is being achieved by actually removing the design concept and replacing it with a brand implementation. Some have said that they have bedroom schemes that are implemented by the builder and that there is no need for a designer to be involved. This is not always acceptable to communities whose architectural heritage is valuable to them, nor on a site where the setting of the architecture matters to the local community preventing a standard unit being implemented.

Often this kind of homogenisation is not acceptable to travellers either who want the brand standard but also want to feel that they are in a different state, to have an interior that reflects the location of their hostelry. Most difficult in this kind of approach is when dealing with a non-standard building, where considerable adaptation of the brand scheme may be required. Variety is after all the spice of life and should be possible within the brand standards Another drawback of implementing this kind of standard scheme is that it removes from the brand the ability to change and grow with market conditions. A good designer is a honeybee, carrying the pollen of ideas and change from hotel group to hotel group. Removing the pollen stops fertilisation and creates stasis.

The brand finds itself losing ground against competition, or maybe a franchisee acts to improve the standard of his unit causing the brand to look again at its own standards, or exciting other franchisees with the quality and causing problems for the franchisor in turn. Lack of progress through design leaves the brand behind the changes to be seen elsewhere in the hotel industry. Brand ceases to be brand but becomes bland, the first step to decay. Design is a tool for increasing market share and exciting the traveller. Used with success by some chains such as Rocco Forte Hotels, invested in heavily by others to create new excitement in their property empire such as Starwood’s under Barry Sternlicht, brand does not need to be bland. The rôle of the designer is crucial in interpreting the brand standards against the highest standards elsewhere. The designer is the grain of sand that makes pearls of individual hotels – set your standards, trust the designer and none of us will be losers. www.hoteldesigns.net

HOSPITALITY MALDIVES APRIL/MAY 2007

SERVICE

What Customers Really Want By Kelley Robertson “R-E-S-P-E-C-T. Find out what it means to me.”

2. Hire the right people.

Although Aretha Franklin was referring to relationships when she sang these words, they relate to the business world – more so now than ever before.

My wife and I recently shopped at a local supermarket. The cashier smiled and struck up a conversation with us as she rang through our order. Another cashier who was not busy stepped over to bag our order and also smiled and talked to us. There was a friendly energy in the store and as we left, my wife said, “That is why I shop here.”

Although respect means something different to most people, there is one certainty – good customer service is at the heart of it. Here are four strategies you can use to keep your customers coming back: 1. Under promise, over deliver. Although this seems fundamentally simple, the consistent execution is challenging. In our haste to please people and close sales, we often make promises we can’t keep. We tell a customer we will deliver by 3:00 P.M. forgetting that we made a similar commitment to several other people. We promise to return a call by the end of the day but get caught up in other tasks and forget. Or, a salesperson tells a client that a back-ordered product will be available on a certain day without first confirming this. These situations end up causing us stress and strain the relationships we have developed with our customers. Avoid these types of problems by thinking through your decision before you make a commitment.

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In addition to creating a good working environment, the management team also hired the right people. Front line staff have a tremendous impact on your business. But many managers make the mistake of focusing strictly on technical skills when they interview and hire new employees. Invest the time to hire individuals who have excellent interpersonal skills and who can relate well to other people. Ask questions such as: “Tell me about a difficult customer problem you have had to deal with in the past.” “What would you do if you were faced with this situation…?” “Have you ever had a customer yell at you? How did you respond?” You can always teach someone the technical aspect of a job. However, you cannot teach someone to have the right attitude.

3. Proactive communication. LOCAL NEWS

I once ordered furniture from a national chain and was told it would be delivered on a certain day – it was on back order at the time I made the purchase. I called the company the day before the furniture was to be delivered only to be told that it was still on back order. Had I not made the call, I would not have discovered this until the next day – when my furniture would not have been delivered. It would have been simple for the company to notify me and preempt my frustration. In another situation, I was told a service person would drop by my home by 1:00 P.M. on a particular day to give me an estimate on a repair. Two hours after the scheduled appointment, I received a call telling me that he would not be able to drop by until the next day. As a result, I wasted two hours of my time waiting for him. When things go wrong, and in business they often do, it is how you respond that makes a difference. Don’t make your customer call you, call them instead. A small local repair shop makes this their policy. When a customer brings an item in for service, they give that person an approximate time frame when the product will be ready. Then they tell the customer, “We will call you when it is fixed so you don’t have to waste your time checking with us.” It is little wonder this business continues to flourish even in a challenging economy. 4. When you make a mistake, apologize. Most people can accept mistakes, providing they are treated with respect afterwards. This past summer I was inconvenienced on several occasions by different businesses, yet not one bothered to extend an apology to me. In each situation, an apology would have quickly and easily remedied the problem. However, their lack of concern to the problem – which was caused by the organization itself – caused me to stop doing business with each company. Competition is fierce in every industry. Yet, it is very easy to differentiate yourself from your competition by showing your customers respect. This behavior starts at the top, with you, the owner or manager. The leader of the business must treat both his customers and employees with respect if he expects his team to take care of the customers. Companies that treat customers with respect will always thrive, as long as they provide a good product or service at a competitive price. Respect your customers’ time, feelings, opinions, beliefs, and business and they will respect you. Copyright 2004 Kelley Robertson. All rights reserved Kelley Robertson, President of the Robertson Training Group, works with businesses to help them increase their sales and motivate their employees. He is also the author of “Stop, Ask & Listen – Proven sales techniques to turn browsers into buyers.” Visit his website at www.RobertsonTrainingGroup. com and receive a FREE copy of “100 Ways to Increase Your Sales” by subscribing to his 59-Second Tip, a free weekly e-zine.

HOSPITALITY MALDIVES APRIL/MAY 2007

NEWS

Leaders from luxury resorts and prestigious spas will participate in Planning the Future of the Spa & Wellness Industry Asia-Pacific Spa & Wellness Council (APSWC) marks its first anniversary with an Invitation Only Strategic Planning Forum hosted at the Conrad Bali Resort in Bali, Indonesia Bali, Indonesia March 27, 2007-- Asia-Pacific Spa & Wellness Council (APSWC), the region’s leading proactive spa industry council, marked its first anniversary with a strategic planning forum revealing ground-breaking new developments. APSWC council members representing 18 countries in the Asia-Pacific and Middle East formed the back bone of the leadership forum. Present were senior management of large companies that influence the industry through their regional presence, individuals or companies that lead the industry through innovation and fresh approaches. About APSWC Asia-Pacific Spa Wellness Council is a regional body which links the national spa associations of the Asia-Pacific nations. The Council was formed to meet the challenges presented by the evolution and growth of the Asian Pacific spa industry. In addition to gathering and communicating market information and resources, APSWC’s planned activities for the region include: identifying and recommending appropriate standards, training resources, and performance benchmarks and establishing a code and best practices format to be adopted throughout the region. It’s important that local representation becomes a focus while looking at the region guides in it’s entirety including a range of topics relevant to Asia-Pacific countries. Council will act behind the scenes - establishing, guiding and supporting national associations so that they can provide maximum benefit to their members.

regulators and industry professionals, and thereby create positive force for change. The Council will operate as a group of interested parties and will actively seek input and guidance throughout the Industry at all levels while working on various assignments. About Conrad Bali Resort & Spa The luxury Conrad Bali Resort & Spa is located on the southern coast of the island of Bali and is an ideal venue for the AsiaPacific Spa & Wellness Council Forum. The Resort’s expert meeting planners provide each client with a complete array of excellent services and facilities, custom designed agendas. “Conrad Bali Resort & Spa is honoured and privileged to play host to the prestigious 2007 Asia-Pacific Spa & Wellness Council. As this is an anniversary event it is of particular significance to our resort.” says Michael Burchett, General Manager Conrad Bali Resort & Spa. Conrad Bali Resort & Spa received top honors as Best New Beach Resort from TTG Asia in the 16th Annual Readers Choice Awards and was named one of the best new hotels in the world by Condé Nast Traveler in the publication’s annual Hot List for 2005. Editors Notes APSWC Officers: Samantha Foster (Chairperson), Mary Darling (Vice Chair) and Carina Chatlani (Media Relations). FOR MORE INFORMATION PLEASE CONTACT: Carina Chatlani | t/ +1 818-789-2020

The Council is developing strong partnerships with like-minded industry leaders, and utilises a united voice to educate consumers,

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Asia-Pacific Spa & Wellness Council (APSWC) Communication: http://spawellnesscouncil.com/

LOCAL NEWS

HOSPITALITY MALDIVES APRIL/MAY 2007

SALES & MARKETING

Why the Design of Your Hotel Web Site Matters It’s more than just Personal Taste By Neil Salerno, CHME, CHA With so many hotels relying on the Internet to help fill their rooms, it amazes me that there are still so many hotel web sites that are not designed to produce room reservations. After-all isn’t that the primary reason why hotel sites are published to the Internet to begin with? It’s also shocking that so many web site designers don’t have a clue about search engines, how they work, nor how and why people select a hotel in which to stay. So much of the planning and designing of a productive hotel web site starts with the intent of the designer, when the site is being designed. Does the designer understand the purpose of a hotel site? Stephen Covey, in his best seller “Seven Habits of Highly Effective People”, teaches us to “Begin with the end in mind”. With hotel web sites, the “end” to keep in mind is that a hotel web site must be designed to “sell” reservations; not simply to be an online brochure. Many people have asked me why I feel

HOSPITALITY MALDIVES APRIL/MAY 2007

so strongly that it takes knowledge of hotel marketing to design a productive hotel web site. It’s because an effective hotel web site must incorporate the basic hotel marketing principles of location, facilities, and attractions (both business and leisure); and, most importantly, the site must include dominant wellwritten sales text. While a hotel brochure is designed to describe facilities and services, it is not relied upon to “close” sales. The purpose of a web site is far more complex. It must be designed to create search engine popularity, so the site can be found using many different search terms; it must create interest in the hotel’s location, facilities, and services; and, most importantly, its text must be written to convert “lookers into bookers”.

Some Web Site Common-Sense

With few exceptions, people visit an area but stay at a hotel because of its location, nearby attractions and facilities. Knowing this, it makes pure common-sense to highlight your hotel’s location. It is always amazing to me to see so many hotel web sites which give no clue where the hotel is located; some even without a posted address. Your location is a very special place. Your location has its own special attributes which attract visitors from all over the World. Your web site should prominently highlight your location’s special attributes and provide a reason to visit that location. Simply listing your hotel’s address is not enough; generating new visitors to your hotel’s location is most important; sell destination first, your hotel second.

Hotel site designers, even those with hotel marketing experience, tend to be very right-brained creative types. Don’t assume that they always know all those key factors which make your hotel’s location unique and popular. When you select a designer for your site, either new or replacement site, make a list of sales features and keep them in priority order. A good designer knows the prime web site real estate to occupy those most important details of your location and hotel. Remember, it’s not just what you say; it’s how you say it. Begin with the end in mind; the “end” is to generate reservations not just increase the number of visitors to your site.

Having a Web Presence In the beginning of the Internet’s popularity, only ten or so years ago, many hotels had the foresight to take advantage of the opportunity to have a presence on this radically new marketing medium. But the Internet has changed a lot since then; we learned that merely having a presence on the Internet does not necessarily generate reservations. Many of these early sites were designed by pure technicians, or in some cases the owner’s nephew, with a flair for design and some techno-knowledge of how to publish a web site on the Internet. Some sites were good; many were terrible, but in those days, few hoteliers knew how much the Internet would impact our industry and they knew even less about how to design a hotel web site to sell reservations. During its maturation process, the number of web sites on the Internet has grown exponentially and search engines (the heart of the Internet) have been refined and improved; and are constantly being improved today. If a site cannot be found easily, it’s useless. The Internet’s explosive growth has been unprecedented in our lifetime. Google, one of the Internet’s most popular search engines indexes more than 6.8 billion web sites. World population is 6.6 billion people; that’s more than one site for each and every one of us! Without search engines, navigating the net would be nearly impossible. At this point you may be wondering what web site design has to do with search engines; the answer is everything. Search engine requirements must be built into the site’s design. Keep in mind that search engines, at the present time, read text; images and graphics are, for the most part, invisible to them. Search engines seek-out sites which contain the words contained in the search term.

SALES & MARKETING

It’s Location, Location, and Location…

I know it’s tempting to let your designer create a work of art; after-all you have all those beautiful images of your hotel, but it’s often their lack of hotel sales knowledge which will doom your site to obscurity and mediocre performance. Good simple navigation of your site is also essential. Basic rule; don’t make users learn how to navigate your web site. Understanding how and why people choose a hotel is the first ingredient in designing a hotel web site. It is not a matter of simply describing all your hotel’s attributes; it is how they are presented that really counts. Take an Objective Look at Your Site If your site is not producing a good volume of reservations, it’s probably time to have a marketing analysis done of your site. A site analysis can reveal why your site is performing poorly; often some minor adjustments can make a substantial difference in your sales results. It can also reveal a need to scrap your current site in favor of a new, properly designed, one. Are you measuring your site’s conversion rate? If not, why not? Don’t be fooled by simply measuring the number of visitors to your site. Most hotel web sites only convert less than four percent of visitors into reservations; increasing that ratio is the ultimate goal. Properly written and placed sales text can make a huge difference. A web site is a living breathing sales tool which needs to be adjusted constantly to keep up with changes in your market, your hotel, and the ever-changing search engine parameters. Your web site is generating data and statistics, which you can use to improve your web site and its performance. Ask your web master to produce and evaluate this data. Sometimes there may be a small additional fee, but it is very worthwhile. Your web site is capable of producing 30% to 70% of your total reservations; get it to work for you.

Many web site designers do an excellent job of making web sites look attractive, but fail miserably to comply with search engine and hotel sales and marketing needs. It’s what your site “says” and “how it says it” that creates popularity with search engines and converts visitors into reservations.

Author’s Contact: Neil Salerno, CHME, CHA Hotel Marketing Coach Email: NeilS@hotelmarketingcoach.com Web Site: www.hotelmarketingcoach.com

HOSPITALITY MALDIVES APRIL/MAY 2007

SERVICE NEWS

HOSPITALITY MALDIVES APRIL/MAY 2007

LOCAL NEWS

Hot, Hip and Happening Huvafen Fushi launches compilation CD with DJ Ravin of Buddha Bar, Paris Hindu family, which explains his musical style. He moved to France as a teenager and his first stint at spinning was at The Rex in Paris, where he eventually met Claude Challe, owner of Les Bains Douches and the inspiration behind the Buddha Bar album series. Ravin and Claude collaborated on Buddha Bar I and II and later compiled Buddha Bar III on his own, gaining a double gold disc. Says Maldives Area General Manager, Mark Hehir, “Huvafen Fushi has been leading the way in the Maldives since opening in 2004. Our belief is to not only deliver outstanding service and products but to bring the best ‘groovologists’, spa gurus, mixologists and performing artists to the scene. The Maldives is definitely one hot, hip and happening place and Huvafen Fushi is making it happen now”. Trendsetting luxury resort in the Indian Ocean has just collaborated with DJ Ravin, the celebrated Buddha Bar groovologist from Paris, to create an exclusive compilation CD inspired by Per Aquum Resorts • Spas • Residences pioneering luxury resort, Huvafen Fushi in the Maldives. This compilation is set to define the next generation in chill-out music. Huvafen Fushi Maldives By Ravin premiered on November 2nd 2006 at Boujis, one of London’s trendiest nightspots. Out on Avril Prod Records, the CD features 13 brand new unreleased tracks and two exclusive mixes for Huvafen Fushi, promising cool ambient-house mixes, a touch of electro and groovy bass beats. Total chill factor guaranteed. Home to the world’s first underwater spa, Huvafen Fushi has not only caught the attention of the discerning traveler, but also of Alisters who are used to the highest standards of sensual living; DJ Ravin himself is a regular around the resort’s signature fibre-optic lit infinity pool. Each of the 43 ‘naturally modern’ bungalows combines contemporary design with traditional Maldivian style, boasts its own secluded oasis and freshwater pool as well as every conceivable luxury including oversized beds, Frette linen, day beds, plasma screens and Bose surround sound systems with DVD players. Says Ravin, “Huvafen Fushi is just a dream, the music you hear on the CD paints a crystal clear picture of what it is all about. Shimmering clear water, blue skies, so much life, so much passion, my music fits beautifully here. I chose the tracks while reminiscing on my stay at Huvafen Fushi, it’s all about being at peace and one with nature”. DJ Ravin regularly appears in some of the world’s most cutting edge clubs. Still the resident DJ at the Buddha Bar in Paris, he is increasingly interested in the art of remixing and producing, and is now solicited as one of the music world’s greatest talents. Originating from Mauritius, Ravin was brought up by a traditional

Huvafen Fushi Maldives By Ravin will be available in all major record stores worldwide and online through iTunes and amazon. com from February 2007. A bonus DVD is also included in the album with exclusive footages of a little patch of paradise in the North Malé Atoll of the Republic of Maldives, Huvafen Fushi. Per Aquum Resorts • Spas • Residences A Universal Enterprise, Per Aquum Resorts • Spas • Residences is a specialist luxury resort, spa and residence management company that offers a different kind of company ethos: one that is passionate, visionary, imaginative and naturally modern. Each property embodies regional tradition and combines luxurious fittings and furnishings in a culturally sensitive way. No two properties are alike. Literally translated, Per Aquum means ‘through water’, and the vision of the company is to develop and manage properties in desirable locations using naturally modern, ecologically responsible design. Per Aquum currently manages properties in Maldives, Sri Lanka, Dubai and Seychelles and is looking at additional locations in the Indian Ocean region, Indonesia, Thailand, Malaysia, Morocco and the Middle East. For any further information, please contact: Angeline Leo Huvafen Fushi, Public Relations and Events Manager Email: angeline@huvafenfushi.com Website: www.huvafenfushi.com

HOSPITALITY MALDIVES APRIL/MAY 2007

NEWS

Hospitality Bites Reprinted with permission from ehotelier.com

Marriott Hotels International signs Hospitality Graduate Recruitment to promote graduate programme Marriott Hotels International has signed up Hospitality Graduate Recruitment (HGR) to handle its 2007 graduate recruitment scheme for the UK & Ireland and Middle East & Africa. Marriott will be taking on up to 110 graduates as part of the newly branded M!Voyage program, which is a two-year scheme. Under the seven-month contract, HGR will market M!Voyage to more than 100 hotel schools and hospitality universities internationally.

HI Design on track to facilitate great business for Designers and Hoteliers

Chris Dunn, regional director of talent management at Marriott, said: “We are delighted to be working in partnership with Hospitality Graduate Recruitment, and look forward to recruiting

Successfully launched last year to high acclaim, HI DESIGN EMEA 2007 is on track to attract over 150 delegates from major hotels

Marriott managers of the future via this source.”

groups, architects, designers and key international suppliers.

Hilton Hotels signed HGR to promote its graduate recruitment program, Elevator, in December, in Europe and Africa.

Taking place at the Intercontinental, Berlin on 26-28 April, HI DESIGN will enable over 1000 senior level, face-to-face meetings. The event is entirely focused on providing those involved in the specifying side of the hospitality industry a hugely efficient and quality medium to realize new products/materials and build effective relationships.

HPL Hotels & Resorts Expands Presence in the Maldives with New Resort HPL Hotels & Resorts has announced that it will manage a new 160-villa property that is currently under construction in the Maldives. Expected to open in early 2008, Kandooma Beach Resort will be the company’s second property in the Maldives, after Rihiveli Beach Resort, which it has been managing since 2004. Both resorts are located about 15 minutes by speedboat from each other in South Male Atoll. According to HPL Hotels & Resorts’ Marketing Communications Manager, Ms Karen Chan, the company has acquired a good understanding of the Maldivian market and sees an unfilled demand for the provision of an affordable, contemporary experience, one that does not go overboard on expensive services that may go unnoticed. “Kandooma Beach Resort is conceptualized to provide its guests with an experience that seeks to make the guest holiday uniquely Maldivian, focusing on the delivery and enhancement of the natural beauty of the environment,” she said. “We see our market as wanting to come away richer, not only in relaxation and rest, but also in knowledge and experience.” The resort will feature villas of various categories, ranging from garden and beach villas to sea front duplex and water villas, including one Royal Water Villa. Accommodation at the resort will be fresh and contemporary in appearance with clean lines and minimal clutter, while retaining the warmth of natural wood finishes. Recreational facilities at Kandooma Beach Resort will include several restaurants and bars, a spa and gym, a swimming

pool with Jacuzzi, a books-music-movies library, a football field, a retail shop, Internet stations, a diving school & seaports centre, and a picnic island located just five minutes away by speedboat. Headquartered in Singapore, HPL Hotels & Resorts is a hospitality management company, operated and wholly-owned by Singapore main-board listed, Hotel Properties Limited (HPL). The HPL Group has interests in 22 properties in 8 countries with more than 4,900 rooms.

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“Anyone specifying or influencing products and services for a new hotel project or major refurbishment, or suppliers looking to build their market share, in Europe or the Middle East should attend HI DESIGN EMEA”, states Jonathan Needs, Director of the event organisers. Buyers (hoteliers and designers) already include Intercontinental, NH Hoteles, Shangri-La, Qatar National Hotels, MKV Design, Plasma Studio and DiLeonardo. Alongside the personalized meetings schedule is the Supplier Showcase and the exclusive, relaxed social functions. Hoteliers and designers attending last year’s event variously described this formal and informal mix as “highly efficient”, “a good source for making vital personal relations”, “a positive blend of business networking” and simply “a great way of networking”. The final touches are being put into place on this year’s inspiring seminar program that follows the focus of the event - hospitality design. Presented and moderated by Guy Dittrich, Hotel Consultant and Journalist, the program will feature four highly topical presentations and two panel discussions by industry experts. Each presentation, designed specifically for the HI DESIGN audience, allows delegates to learn, debate and discuss issues, trends and developments pertinent to their role and industry. You need to book now to benefit from this effective platform for business. Contact Jonathan Needs on 0208 589 9885 or email jonathan@pelicanevents.com Visit www.hidesign-emea.com for more information and seminar programme details.

Vietnam to build more hotels to meet growing demand

In addition, the sector would call for investment into four-and five-star hotels across the nation, especially in HCM City, Hanoi, Hue, Da Nang, Quang Nam, Phu Quoc, Quang Ninh and Hai Phong. There were already several projects for new five-star hotels in Hanoi, while HCM City authorities had given approval to plans to convert several four-star hotels into five-star hotels. Vietnam has 142,000 hotel rooms at 7,065 places of accommodation, including 25 five-star hotels, 64 four-star hotels and 135 three-star hotels. Demand for three-five star hotels had increased in recent years, due to the great growth of foreign and domestic visitors, said Anh. The nation had 45,000 rooms that met three-to five-star standards, which fell short of demand in large cities. The VNAT would continue to provide certificates for two-to fivestar hotels and re-check hotels after two years of certification to ensure quality, said Anh. In addition, the administration planned to carry out a 12 million euro project backed by the EU on training staff in the tourism sector nationwide and developing a network of tourism training schools in cities and provinces, including Can Tho, Nha Trang, Da Lat and Binh Thuan.

Resorts

Announces

Extensive

Development NEWS

Vietnam plans to have 170,000 new hotel rooms by 2010 to meet the demands of growing numbers of foreign and domestic tourists. The new hotels would help in catering to six million foreign visitors and 21 million domestic visitors travelling across the nation during the next three years, said deputy head of the Vietnam National Administration of Tourism (VNAT), Hoang Tuan Anh. The administration estimates that the number of visitors will be higher than initially expected, said Anh. The VNAT has invested in infrastructure construction and has called for more investment into the hotel sector. In 2006, the country spent a total of VND620 billion $US38.7 million) on improving tourism infrastructure. The figure was set to rise by VND110 billion across 2007, said Anh.

Anantara Plans

Anantara Resorts is set to expand with at least six new properties in the next two years which will further intensify its international status. Among the key locations being tapped for strategic development - which complement the brand’s existing network - are Sri Lanka, Bali, Vietnam and Dubai as well as two additional Thailand properties in Khao Lak and Phuket. Anantara Resort Bentota, Sri Lanka and Anantara Resort Seminyak, Bali, are set to debut in late 2007. William E. Heinecke, Chairman and Chief Executive of Anantara’s parent company, Minor International commented ‘This is a very exciting time for Anantara Resorts, as the brand is very focused on developing in key markets which enable our guests to feed their passion for exploration and experience. The locations, which are predominantly in South East Asia, the Middle East and Indian Ocean, will extend the synergies and cross marketing opportunities with our existing Anantara destinations’ Over the next 10 years, Anantara Resorts expects to continue the extensive development to include at least 40 resorts in Asia, Africa, the Middle East and indeed Europe. Michael Sagild, COO Minor International added ‘Within the growth plans of Anantara Resorts, a central component is the way in which each of the destinations will synergise with existing and forthcoming resorts. The utilization of a ‘hub and spoke’ strategy ensures that resorts are connected to key regional hubs of operation. This provides economies of scale and operational efficiencies whilst enabling a profound knowledge of the particular destination’. Creating a ‘destination experience’ is at the core of the Anantara philosophy and one that the brand takes seriously. The Anantara team is passionate about constantly anticipating and assessing every component of the resort experience in order to ensure that guests are inspired by their choice of destination and their resort and also - most importantly - entirely at ease.

Source: Asia Pulse Marriott Hotels International signs Hospitality Graduate Recruitment to promote graduate programme Marriott Hotels International has signed up Hospitality Graduate Recruitment (HGR) to handle its 2007 graduate recruitment scheme for the UK & Ireland and Middle East & Africa. Marriott will be taking on up to 110 graduates as part of the newly branded M!Voyage program, which is a two-year scheme. Under the seven-month contract, HGR will market M!Voyage to more than 100 hotel schools and hospitality universities internationally. Chris Dunn, regional director of talent management at Marriott, said: “We are delighted to be working in partnership with Hospitality Graduate Recruitment, and look forward to recruiting Marriott managers of the future via this source.” Hilton Hotels signed HGR to promote its graduate recruitment program, Elevator, in December, in Europe and Africa.

Anantara is taken from an ancient Sanskrit word that means ‘borderless water’, a name chosen for this element’s association in many Asian cultures with wealth and good fortune. Inspired by local architecture and sensitive to the indigenous culture, Anantara Resorts are currently located in the seaside town of Hua Hin (220kms south of Bangkok), on Koh Samui in the Gulf of Thailand and in the Golden Triangle in the country’s north. Anantara Resort Maldives opened in August 2006. Minor International (MINT) is one of Thailand’s leading hotel operators with a portfolio of 16 hotels and over 2,352 rooms under the Marriott, Four Seasons, Anantara, and Minor International brands. Through a joint venture with Marriott International, it has developed the 144 room Marriott Vacation Club Time Share in Phuket. It is also one of the largest spa operators in Asia Pacific with spas in Thailand, China, the Middle East, Africa and the Maldives under the Mandara and Anantara brands. It is Thailand’s largest food service operator with over 558 outlets system wide under The Pizza Company, Swensen’s, Sizzler, Dairy Queen and Burger King brands.

HOSPITALITY MALDIVES APRIL/MAY 2007

SALES & MARKETING

Nine Essentials You Need to Know to Market Your Business By Misty Williams Building your business can be both an exciting and scary endeavor. To be successful, you must understand the most important strategies for marketing and growing your business. What do you need to know about your industry? How do you know “your next move?” Why will people do business with you? Is there a proven formula for success? Do you want a good definition of success? Here it is:

7. Know where to spend your money. Does the money you spend produce more money? Before you commit your funds, ask yourself, How will this help me make more money? Invest your money where it will work hard for you. Be aware of the areas where you have a tendency to spend money that doesn’t impact your bottom line (excessive administrative expenses, developing new products that you don’t have the distribution channels to sell through, etc).

Success is making more money that it costs to create your products or services, run your business, and take a reasonable salary.

8. Know the most painful and weakest areas of your business. Understand everything you can about why it is painful. Confront the pain with the goal of healing it. Make stronger and better strategic alliances. Build a great team of advisors. Master your

Your chances for business success increase exponentially when you clearly understand the most important essentials for growing your business.

sales process. Maximize efficiency. Know your customers and serve them better. Take ownership and responsibility for fixing the painful elements of your products, services, sales process, employees, and ongoing customer relationships.

1. Know what you do best. Know what you (will) sell and why it works. Know how you help people most effectively. 2. Know who your customers are. Know what they are looking for. Know where they want to buy your service or products and why. 3. Know how customers find you. Know where they have the potential to hear about you, read about you, see things about you. Make sure they will find you there. 4. Know your “sales process” Understand the process you take a prospect through to persuade them to buy. Identify from start to finish what you do, what others do, and how you’re different. Make sure your sales process connects with what your prospect thinks they need, even if your solutions solve the ‘real need’ they haven’t identified! 5. Know where you add the most value. Identify better and more meaningful ways to serve your customer. Understand their key frustrations and solve them. Do what others are unwilling to do to satisfy the customer and help them achieve the results they want! Showcase these “valuable” distinctions in your marketing materials and incorporate them into your sales process. 6. Know your competitive business advantages. Know your competition. Be able to quickly and clearly state why you are different and / or better. Create marketing tools that communicate, emphasize and reinforce your competitive advantages.

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Know your competitive business advantages! Know your competition!

9. Know when to look for help. If it’s not your genius, it’s not your job! If you’re truly committed to growing in your business, deal with those areas or “weak links” that could sabotage your efforts. Read the best books. Get training where you need it. And when you clearly see the need for outside help, find it! Get a good business coach, get some counseling, hire an expert and develop and incorporate their advice into your decisions. Work smart! Williams is the president of Strategic Marketing Solutions. She helps independent professionals (consultants, speakers, coaches, authors, etc) build websites that work and develop promotional strategies to market their businesses. You can contact Misty at 615-834-2222 or via email misty@mystrategicmarketer.com.

HUMAN RESOURCES

HOSPITALITY MALDIVES APRIL/MAY 2007

SERVICE

Hospitality begins at Check-In By Doug Kennedy Despite all the technology advances in front-office systems - at most hotels the check-in process itself has de-evolved into a scripted - robotic and heartless business transaction. If my recent experience during visits to 20+ hotels in the last 90 days is any indication, this trend is apparent at hotels representing all market segments. For me, the welcome I receive (or don’t receive) at the front desk has nothing to do with the number of stars or diamonds hanging on the plaque behind the front desk. During the trip I visited hotels in every segment from economy to luxury. Only three times was I was properly welcomed on arrival: once at a twostar hotel and once at a four-star property. Granted most of the other check-ins were handled in a polite and efficient manner. However, at the front desk of a four-star hotel in Washington, D.C., I did experience one six-minute interaction with a clerk who limited herself to the following seven words: • “Checking in?” • “Your Name?” • “Here you go.”

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In fact “checking in?” seems to be the overwhelmingly most common phrase used to greet arriving guests these days. (Although there seems to be a new trend for desk clerks to simply use the gesture of a raised eyebrow and a nod to find out your name.) How silly the question “Checking in?” must seem to an arriving guest, as he or she stands in the lobby, luggage in tow and credit card in hand. I’m sure more than one guest has been tempted, as I have, to reply sarcastically “No, I’m not checking in, I just stopped by the front desk lobby with my luggage to check out your artwork. I’m actually a connoisseur of hotel lobby artwork and I heard you had some great pieces in your collection here.” You can’t blame the staff for this. The reality is that most frontdesk associates receive little if any exposure to the concept of hospitality. Most training is centered on working the front-desk computer, reservations system and telephone switchboard. Considering the overall state of “manners” (or lack thereof) in today’s real-world society, managers cannot assume new hires possess the social and interpersonal communications skills they need to relate to guests who are likely from a different socioeconomic background, age group and geographic region.

1. Welcome EVERY guest upon arrival: Make sure no one starts any transactions before first using a sincere, proper welcome such as “Good afternoon, welcome to Any brand Hotel. How are you today sir?” 2. Avoid asking obvious questions: In other words, if I am at the desk at 7 a.m. holding my garment bag and room key, I am most likely checking out; if it’s 7 p.m. and I have my coat on, I’m probably checking in. 3. Instead, offer assistance: Rather than quizzing guests as to whether they are coming or going, why not simply say something like “How may I assist you today?” Or use an assumptive question such as “are you checking out this morning?” if you are simply not sure. 4. Bring out the best in guests, vs. reacting to their demeanor:

For example, if I am a card-carrying member of your hotel frequency program, or a known repeat guest, chances are I am more familiar with that breakfast buffet than you are. So before you tell me everything that’s on it and what time it starts, why not first ask if I am familiar with the buffet or if I have any questions about the hotel?

SERVICE

If you are ready to help your front desk staff remaster the lost art of properly welcoming guests upon arrival at the front desk, here are some training tips for your next staff meeting:

9. Properly end the transaction: Personalize your wrap-up remarks according to the human interaction that we just had. Welcome me one more time. At full service hotels, offer a bell staff escort by name: “Mr. Kennedy, may we have Chris escort you to your room?” Please do not ask if I need help with my small garment bag and laptop case; do I look like a 98-pound weakling? For hotels without a bell staff, point me in the direction of the elevators and make sure I am walking in the right direction. Training your staff on tips and tactics such as these, your staff can master the (nearly) lost art of extending the generous and authentic gift of hospitality at check-in.

Be the first to express authentic and genuine hospitality by facial expressions, body language and non-threatening, short personal questions such as “What do you think of this weather today?” Make these efforts even with guests who look tired and cranky— they probably are! You might even get a smile and kind remark back before they are done, and you are certain to meet more friendly people during your shift at the desk. 5. If my reservation is missing and you have rooms: Tell me the latter first before you break the bad news to me gently. At least I’ll know I have a place to stay. 6. If I mention having had challenges en route: And if you can spare 90-120 seconds, I would so appreciate your therapy by letting me tell you just how bad it was. A little empathy and understanding is just that much better.

“No, I’m not checking in, I just stopped by the front desk lobby with my luggage to check out your artwork”

Doug Kennedy, President of the Kennedy Training Network, has been a fixture on the hospitality and tourism industry conference circuit since 1989,

7. If my credit card declines for any reason:

having presented over 1,000 conference keynote sessions, educational break-out seminars, or customized, on-premise training workshops for

Ask me for another form of payment before blurting out loudly “Your credit card was denied.” Or put the burden on the bank by saying “I was unable to get approval.”

diverse audiences representing every segment of the lodging industry. Visit

8. Ask me if I need information before offering too much of it:

First appeared at Hotel & Motel Management www.hotelmotel.com

www.kennedytrainingnetwork.com for details or e-mail him at: doug@ kennedytrainingnetwork.com

HOSPITALITY MALDIVES APRIL/MAY 2007

FOOD & BEVERAGE

HOSPITALITY MALDIVES APRIL/MAY 2007

LOCAL NEWS

Hilton Maldives Continues Its Winning Streak Hot on the heels of winning the “Best Hotel in the World” award by www.tripadvisor.com this January, the Hilton Maldives Resort & Spa has just been voted the “Best Honeymoon Hideaway in the World” by Brides Magazine in the UK in their March 2007 issue. Similarly, the UK’s most influential travel magazine, Condé Nast Traveller, has also included the six-star resort in their annual Gold List: “Best Hotels in the World – Best for location” (January 2007 issue) and in the “Best Spa in Africa, Middle East and Indian Ocean” (March 2007) summary of best spas in the world.

Guests can enjoy beach life in a 300 square metre villa set right on the beach, with a private plunge pool in their own garden and a wonderful open-air garden-bathroom. Alternatively they can opt for a romantic, exclusive villa set on stilts over the lagoon with sun deck that has steps leading straight into the ocean. And finally, they can stay at the Spa Retreat, an over-water ‘resortwithin-a-resort’, which includes daily spa treatments and a full programme that includes spa cuisine, massages and exercise classes.

“Since our re-opening after refurbishment in June 2005, we have won 17 different awards – including winning ‘Best Hotel in the World’ twice. That’s an average of one award every six weeks,” says the resort’s General Manager, Carsten Schieck. “These awards reflect guest confidence in our product and are an essential part in establishing the Maldives as a destination of choice.”

“Innovation also plays a key role in our success,” continues Schieck, “the resort is home to the only all-glass undersea restaurant in

It seems as though the whole world is talking about the Hilton Maldives. In just the last two months alone the resort has received positive press coverage in Condé Nast Traveller, Harper’s Bazaar, Tatler, the Luxury Travel Magazine, The Daily Telegraph newspaper, Die Welt newspaper, Paris Match and the New York Times amongst others Carsten Schieck explains his resort’s popularity, saying, “The Hilton Maldives’ main concept is of three resorts within one, which gives guests the opportunity to experience three distinctly different luxury experiences without ever checking out of the hotel.

the world and is the only resort that has two entirely separate spas, each with its own philosophy and treatment menu.” The six-star Hilton Maldives Resort & Spa is a stunning, romantic resort offering sophisticated barefoot luxury on two tropical islands. Awards include “Best Hotel in the World 2005” by the Sunday Times, “Leading Resort in the Indian Ocean 2006” by the World Travel Awards and “Most Exclusive Hotel in the World 2006” by VIP Traveller Magazine. Sited in a picturesque corner of the Maldives, it offers a sybaritic combination of three distinct resort experiences, surrounded by a vibrant coral reef and lagoon. The resort is home to the world’s only all-glass undersea restaurant and the Maldives’ only destination spa.

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FOOD & BEVERAGE

Ten Top Dining Trends for 2007 Restaurant Consultants Joseph Baum & Michael Whiteman Co. have recently released their forecast of this yearâ&#x20AC;&#x2122;s ten major dining trends. Though these forecasts are based on the US American market, we believe they are a worthy read for everyone involved in the food & beverage industry. 52

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FOOD & BEVERAGE

Restaurant consultants Joseph Baum & Michael Whiteman Co. have forecast ten major dining trends that impact how Americans will eat in the year ahead. Joseph Baum & Michael Whiteman Co. creates high-profile restaurants around the world for hotels, restaurant companies, major museums and other consumer destinations. Their projects include the late Windows on the World, the Rainbow Room and five three-star restaurants in New York.

• Even Disney is cutting the fat and calories of

They predict that: Tropical superfruits, chef-driven steakhouses, Peruvian cuisine, ethical eating, exotic salts, wildly flavored chocolates, and molecular gastronomy are on the menu for the year ahead. Their ten trends (and buzzwords) for 2007: 1. HEALTH AND WELLNESS TOP THE MENU As baby boomers accept their collective aging, dietary issues gain momentum not just for themselves but for their children. Look for:

• Rain forest “superfruits” and their extracts – açaí, cupuaçu, goji berries, coffee berry extracts, guava, guyabana, guarana, mangosteen, among others – that are loaded with antioxidants. These will appear in shakes, smoothies, ice creams and other desserts.

• Fruit- and vegetable-crammed chips will grab market share from typical fatty-salty potato chips as manufacturers try sidestepping attacks on their obesity-causing mass market snacks. You’ll find these on platters next to your upscale hamburgers, too.

• Better-for-you ice creams spiked with immune- boosting green tea, extra vitamins & minerals.

• Next-generation yogurts enhanced with fiber and protein that fool you into feeling full; and yogurts that claim to improve your complexion.

• Sodas with green tea, ginger and caffeine that theoretically make you lose weight, and vitamin- enhanced beers.

munch-food in its theme parks (and cutting portions, as well).

• Wal-Mart’s muscling into organic food will force mass-market restaurant chains to follow.

• Increasingly extravagant health claims on food packages.

2. THE ‘NEXT’ CUISINE Most pundits point to India .But we say that Indian food is too complicated for home cooks and too obscure for most restaurant goers. So our vote goes to Peru. Why? Its government is promoting the cuisine, which is a fabulous fusion of Italian, Japanese, Indian, Spanish and indigenous cookery; it is part of the next wave of specific regional cookery; Nobu came from there; its hot, spicy, creative flavors resonate with Americans; it has a growing cadre of “new cuisine” chefs, some coming to the US, who are updating old fashioned dishes. Most importantly: There are big enough clusters of Peruvian immigrants to make their restaurants and ingredients more visible. You can now buy frozen guinea pig, an Andean delicacy, in Houston, and Inka Cola is sold on aptly named Amazon.com. Restaurant consultants Joseph Baum & Michael Whiteman Co. have forecast ten major dining trends that impact how Americans will eat in the year ahead. Joseph Baum & Michael Whiteman Co. creates high-profile restaurants around the world for hotels, restaurant companies, major museums and other consumer destinations. Their projects include the late Windows on the World, the Rainbow Room and five three-star restaurants in New York. They predict that: Tropical superfruits, chef-driven steakhouses, Peruvian cuisine, ethical eating, exotic salts, wildly flavored chocolates, and molecular gastronomy are on the menu for the year ahead.

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FOOD & BEVERAGE

3. CHOCOLATE – HEALTH AND EXOTICA A m e r i c a ’s going nuts for chocolate. Manufacturers are touting health benefits of the cacao bean (not mentioning the calories) -- from lowering blood pressure to elevating your mood to pumping you full of anti-oxidants (Google ‘chocolate and health’ and you get more than seven million citations!). Luxury chocolates seasoned with oddities like paprika, saffron, curry power, wasabi and even cheese are enlivening menus and retail shops. Bitter, rich drinking chocolates are the rage among people who years ago abandoned those packages of powdered cocoa. Look for restaurants to add shots of scotch, brandy or liqueurs to hot chocolate; for upscale food shops to feature high-priced nibs and chunks for easy melting; and for supermarkets to double their baking-chocolate selections as brands like Hershey’s, Nestlé, Ghirardelli’s, Scharffen Berger increase the cacao content of baking bars and trumpet their contents on the label. Next: Chocolate sommeliers. 4. SENSORY DECEPTION Last year’s chef’s labored to bring out the pure flavors of topnotch ingredients. Next year’s chefs are dismantling the molecular structure of these same ingredients --whirling them in laboratory equipment with frightening sounding chemicals, dipping them in liquid nitrogen, inflating them with vacuum cleaners, fabricating cantaloupe caviar, deep-frying mayonnaise, turning sauces into powders, and spraying the air with flavors to suggest that what you’re looking at isn’t what you’re about to eat. It is equivalent to a gastronomic IQ test in which typical diners are all below average. Next time you eat a chocolate bonbon for dessert and find that it’s a blob of olive oil, you’ll know you’ve been ambushed by a Molecular Gastronomer. 5. BELLIES ARE BIG Relentlessly searching for new things to serve, chefs are focusing on the nether regions of fish and animals. Pork belly, commonly called bacon, landed on menus all over the country last year, and savvy sushi chefs have long offered costly tuna belly, known as toro, to customers craving its prized fattiness. Next year menus will feature veal, salmon, swordfish and lamb bellies – all rich with fatty flavor, all (not coincidentally) cheap cuts that used to be trimmed away. They’ll generally be braised, and sometimes braised and grilled. This definitely is restaurant food, so don’t look for this stuff in your supermarket.

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6. ETHICAL EATING “Fair trade” and “sustainable” are terms gaining traction with restaurant chefs and American consumers. People aspire to feel ethically comfortable about the food they buy: they want uncaged chickens and their eggs, humanely raised and slaughtered pork and beef, and environmentally friendly packaging. They’re looking for locally grown products that reduce the global warming impact of moving food around the world. They don’t want fisheries depleted for the sake of tuna steak on their plates. “Food miles” has entered the mainstream vocabulary. Starbucks’ battle with Ethiopian coffee farmers has raised consumers’ consciousness. There’ll be more fair trade coffee and chocolate, more compassionately raised meats, more organic chickens and vegetables listed on menus and sold in food shops than probably exist in the world. 7. THE IZAKAYAS ARE COMING Move over tapas – make room for Japanese small plates. Venturesome restaurateurs are opening Japanese taverns, called izakaya, all over the world. These are homey places emphasizing modestly priced Japanese hors d’oeuvres washed down with oversized bottles of beer and overfilled glasses of sake. Some of the food may be unfamiliar but people are willing to risk $5 or $6 to experiment. You’ll find izakayas in London, Toronto, Vancouver, Seattle, LA (where, predictably, they’ve morphed into fusion menus), Omaha, Coral Gables and New York. The mavens behind P. F. Chang have opened a more Americanized version in Scottsdale, hoping to launch another chain.

8.CHEF-DRIVEN STEAKHOUSES FOOD & BEVERAGE

Celebrity chefs are hanging their names on reinvented steakhouses. Wolfgang Puck, Bradley Ogden, Michael Mina, David Burke, among others, have launched newfangled beeferies that marry elements of serious cooking with simple but upscale grilling. More chefs are following this exercise in “brand extension.” When you get “sautéed snapper with edamame dumplings in a ragout of mussels” in a steakhouse, you know that the category is being redefined. Behind it: Hotels, casinos and shopping centers laying big money on these chefs because they’re competitively desperate to draw crowds.

”When you get “sautéed snapper with edamame dumplings in a ragout of mussels” in a steakhouse, you know that the category is being redefined”

9. BURGERS WITH PEDIGREES Rachel Ray is planning a hamburger restaurant. Laurent Tourandel has launched BLTBurger. Joe Bastianich, partner of Mario Batali, plans one serving sustainable beef. And several other famous chefs are toying with the notion. Perhaps they’re inspired by Hubert Keller’s Burger Bar in Las Vegas where, in addition to a standard hamburger, you blow your winnings on a $60 Rossini Burger of Kobe beef, foie gras and truffles. Also watch for more Kobe or wagyu burgers (and hot dogs) than there are Kobe or wagyu cattle.

BUZZWORDS Marcona almonds, sweet potato vinegar, aji peppers, potatoes bravas, flavored salts, party-colored beets and other baby root vegetables, housecured meats and fish, fresh curd cheese, slow-poached eggs, Spanish hams and sausages, humanely raised cattle, American caviar, pastel hued

10. SALT

cauliflower, molecular gastronomy, yuzu, bahn mi Vietnamese sandwiches, gnudi, savory ice creams, wildly decorative cupcakes, slow cooking at

Cardiologists aside, people are rediscovering what salt is all about. Not the powdery stuff in round cardboard boxes; we’re talking instead about crunchy, flakey, tinted crystals from outof-the-way places that have migrated from restaurant kitchens to dinner tables at home. Pink salt mined in the Peruvian Andes, black lava salt from Cyprus, ruddy Alaea salt from Hawaii, gray sea salt, smoked salts (a big seller at Dean & Deluca), herb-flavored salts, Tahitian vanilla sea salt, even truffle-flavored salt. More restaurants will identify these on their menus– and upcharge accordingly. Salted caramel has become the rage among upscale pastry chefs

home, matcha green tea powder. http://www.baumwhiteman.com/

HOSPITALITY MALDIVES APRIL/MAY 2007

HUMAN RESOURCES

HOSPITALITY MALDIVES APRIL/MAY 2007

Taj Exotica Resort & Spa is pleased to announce the following promotions that have been received during the past month: Kunal Juneija GG Srijith Harshit Kumar Mohamed Ishan GK Vinod Anakathil Deepak Suresh Singh Ganesh Diwale

FO Manager to Rooms Division Manager Sr. Sous Chef to Executive Sous Chef Res. Supervisor to Asst. Reservations Mgr. F&B Supervisor to Asst. Restaurant Manager F&B Supervisor to Asst. Restaurant Manager F&B Supervisor to Asst. Restaurant Manager Kitchen Assistant to Demi Chef de Partie HK Section Incharge to HK Supervisor

Hussain Solah Executive Sous Chef Meeru Island Resort

Adam Mohamed Asst. Front Office Manager Meeru Island Resort

Just 4 months after opening the Four Seasons Resort Maldives at Landaa Giraavaru was excited to announce the promotion of the following staff: Abdul Jaleel and Ali Wafir to the Department Head positions of Senior Duty Engineer and Pool & Beach Manager, respectively. At the same time three other staff were promoted to Assistant Managers in their departments: Abdulla Faiz - Laundry, Abdulla Hussain - In Villa Dining and Ahmed Rasheed - Cafe Landaa.

Roland Bosnyak Executive Sous Chef Meeru Island Resort

Ali Wafir Pool & Beach Manager Four Seasons at Landaa Giraavaru Giraavaru

Abdul Jaleel Senior Duty Engineer Four Seasons at Landaa

Mohamed Latheef Executive Housekeeper Meeru Island Resort

Ahmed Rasheed Asst Manager - CafĂŠ Landaa Four Seasons at Landaa Giraavaru

Abdulla Faiz Asst Laundry Manager Four Seasons at Landaa Giraavaru

Mohamed Afeef Guest Services Manager Bandos Island Resort

Abdulla Hussain Asst Manager â&#x20AC;&#x201C; In Villa Dining Four Seasons at Landaa Giraavaru

Meeru Island Resort is pleased to welcome its two new Executive Sous Chefs Hussain Solah and Roland Bosnyak and to announce the promotion of Mohamed Latheef to Executive Housekeeper and Adam Mohamed to Assistant Front Office Manager. Mirihi Island Resort is proud to announce the appointments of A. Victor Pushparaj as IT Specialist and Moosa Hameed as Housekeeping Supervisor.

Bandos Island Resort welcomes back Mohamed Afeef to the Bandos Family as the Guest Services Manager.

HOSPITALITY MALDIVES APRIL/MAY 2007

LOCAL NEWS

Appointments

MISCELLANEOUS

It’s all happening too quickly By Tony Eldred One of the really interesting aspects of my job is the perspective I gain from working with many different people in a broad range of hospitality businesses. It’s a lot easier to grasp the big picture while you are moving around constantly than it is when you are largely preoccupied with local issues, as a lot of our clients seem to be. One of the issues that has become highlighted for me at the moment is the current rate of change that is occurring both in our society and in our industry. I was prompted to think about this recently when my father, who is 79, commented: ‘It’s amazing, in my lifetime we’ve gone from horses to astronauts.’ That caused me to reflect on my own experiences. Consider the changes that technology has brought to the hospitality industry in the last 20 years — the fax machine, computers, mobile phones, point-of-sale systems, the Internet and email, to mention a few. Look at the way hospitality businesses have changed as our economy rapidly becomes absorbed into a global trading village. Fifteen years ago you could have opened a 45 seat restaurant and made a good living, now you will scrape out an existence that is not much better than wages. The small hospitality business is fast going the way of the corner milk bar and the local butcher. The old blood house pub is almost a thing of the past in our big cities, having been driven out of existence by zealously enforced drink driving laws and changing social attitudes.

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Many have just quietly closed while others have been replaced by modern food and entertainment oriented businesses. At the other end of the scale the old fine dining restaurant with dark wood panelling, stiff formality, gueridon trolleys and silver service has become a victim of economic forces and has made way for more casual, less complicated service systems in brighter, less imposing surroundings. Local catering companies have either grown or been swallowedup and the market is now dominated by multi-national corporations, and the same has happened with the hotel and tourism sector. I well remember the days in the mid 60’s when the Southern Cross Hotel was the only ‘international’ hotel in my home town of Melbourne. Now there are 55 hotels offering 11,000 rooms, with another 9 on the drawing board. Look at the rise of new industry segments if you want another example of how quickly things change. The emergence of serviced apartments and bed and breakfast accommodation are good examples — they are hammering the top end of the hotel market and the regional motel markets respectively, and will inevitably be the catalyst for a further evolution in the way those older market segments do things. Aside from the uncertainty that businesses face in an accelerating economy, this fast paced development has a human toll that we’re seeing more and more of. Industry job roles that have been stable for centuries are suddenly forced (well, relatively suddenly

HUMAN RESOURCES

— perhaps over fifteen or twenty years, or so) to change quite rapidly. Take the role of a restaurant manager as an example. In times gone by all you needed to run a restaurant front of house was good waiting and reasonable supervisory skills. Technology has changed all that. Now a restaurant manager has to be able to use and deal with all the problems arising from a computerised point-of-sale system, and also cope with all the pressures created by the information that system provides. Restaurants used to be a lot more profitable — twenty years ago not many restaurant managers were overly concerned about customer averages, suggestive selling, precise rostering, complex wine lists, etc — now they have to be mathematicians, statisticians, computer operators, industrial relations experts, marketing gurus and spin doctors. The role of the Chef has also taken quite a turn. For centuries a chef was a kind of kitchen foreman who was primarily concerned with culinary skills. We are now demanding that they be artist, manager, technician and public relations expert. There are a whole bunch of them out there going from job to job wondering why they can’t quite cope. I’m not surprised.

Look at the rise of new industry segments if you want another example of how quickly things change.

On a divergent note, think about marketing for a moment. Like most people you’re probably quite comfortable that you understand what the term means and happy to accept that marketing is an important aspect of modern business and a responsibility inherent in most key jobs. So what? Well, marketing has only achieved normal status as a business skill in the last thirty years. When I was a kid no one had heard of it. What will the future bring? I don’t know, but I do know things are evolving at a cracking pace and that our industry is in for some profound changes. I was watching TV recently and a scientist made the claim that the sum total of human knowledge is doubling every two years. How anybody would establish that is beyond me but the assertion seems reasonable. I’m trying to get the dust off my crystal ball and some polish on the old Ouija board so I can work out what we should be teaching people over the next few years. This presents an interesting challenge for business owners. Your business has to evolve at the same pace as our society, otherwise it will fall behind — and you have to do this during the time of the most rapid change in the whole of human history. Who was it who said: ‘act locally, think globally’? Maybe they had a good point? Tony Eldred is the Managing Director of hospitality management consultants Eldred Hospitality Pte. Ltd. For more information visit www. eldtrain.com.au or email Tony directly at teldred@eldtrain.com.au! HOSPITALITY MALDIVES APRIL/MAY 2007

HUMAN RESOURCES

The

Factor of Leadership

By Dr. Rick Johnson There is no such thing as a Born Leader. When people talk about born leaders, what they are really referencing is the X factor of leadership. What is the X factor? Simply stated the X factor is the willingness, the desire and the willpower to become an effective leader. Effective leaders go through a never ending development process that includes education, self study, training, experience and coaching and mentoring from one or several individuals that have a very positive influence on their personal development. Leadership is the ability to influence, inspire and motivate others to accomplish specific objectives. It includes creating a culture that helps direct the organization in such a way that it makes it cohesive and coherent keeping short term tactical goals and objectives in alignment with long term strategic initiatives. The success of leadership in this process is directly influenced by the individual leaders’ beliefs, values, ethics, character, knowledge and skills. Position and title may give you power but power in itself does not make you an effective leader. To become an effective leader there are specific skill sets that you must understand and master. This does not come naturally. It takes dedication, passion and commitment to the process. That commitment, dedication and passion includes a tireless effort to improve on specific skills and the development of a personal leadership methodology. This is often referred to as your personal leadership model. If someone were to ask your subordinates to evaluate your leadership abilities, their response to this question would likely not be related to your character, integrity and values. Of course these are important to your success as a leader but people evaluate your leadership skills based on what you do to figure out who you really are. They are looking for that ‘X’ factor. The ‘X’ factor is what really determines if you are honest, ethical, fair, trust worthy and not self serving. If the ‘X’ factor does not exist, employees are likely to obey rather than follow and only do exactly what they are told to do and nothing more. If the ‘X’ factor does not exist, your success in developing the skills necessary to become an effective leader is likely to be minimal. The ‘X’ factor shapes what and who you are as a leader. It involves everything you do and it affects the well being of the organization. Employees want to follow a leader they respect, one that gives them a clear sense of direction and a strong vision of the future.

• How well do you know yourself with regard to self improvement and development? • Do you understand, admit and work on personal weaknesses? • Do you seek responsibility and take responsibility for your actions striving to reach new heights. • When things go wrong do you take the blame instead of looking for others to blame. • Does problem solving, decision making and planning come natural to you? • Are you a good role model and do you seek out employees with high potential to coach and mentor? • Do you truly believe in the value of your employees sincerely caring about their well being without being so compassionate that it clouds your judgment on competence? So you believe you and your executive team all have the ‘X’ factor. As effective leaders you must be able to interact with employees, peers, seniors and many other individuals both inside and outside the organization. You must gain the support of many people if you are going to meet or exceed established objectives. This means that you must develop or possess a unique understanding of people. The ‘X’ factor is the driving force that will help you develop these skills. Human nature is the common qualities of all human beings. People behave according to certain principles of human nature. Understand these principles that govern our behavior and success is imminent. Start with the basics by revisiting your college study of Maslow’s Hierarchy of Needs. Armed with a refresher of this basic knowledge of human behavior you can now begin to reshape your personal leadership model. This is your manner and approach to providing direction, implementing plans and motivating people. If you have that ‘X’ factor you can become a very effective leader. But remember, There is no such thing as a ‘Born Leader’. Effective leaders go through a never ending development process. We never stop learning and we never stop growing. Keep working on your leadership model and share your knowledge and success with other potential future stars that have the ‘X’ factor. Dr. Rick Johnson (rick@ceostrategist.com) is the founder of CEO Strategist LLC. an experienced based firm specializing in leadership, strategic planning and the creation of competitive advantage in wholesale distribution. CEO Strategist LLC. works in an advisory capacity with distributor executives in board representation, executive coaching, team coaching and education and training to make the changes necessary to create or maintain

Ask your self these questions to determine if you or other managers in your organization have the ‘X’ factor.

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competitive advantage. You can contact them by calling 352-750-0868, or visit www.ceostrategist.com for more information.

TRAINING

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HUMAN RESOURCES

Four Ways to Motivate Service Professionals; A Guide to Getting Wow Performance By Mary Sandro These Four motivation strategies can help your organization succeed - one professional at a time...

written page. Highlight too much and we overwhelm. Highlight the essential nuggets and we assure attention to the highest priorities.

Get Excited! Ironically, as managers the first professional to motivate is ourselves. If we lack motivation, employees will lack motivation. Motivation occurs from the inside out. If we want to motivate someone, we have to communicate to their inside. Emotions communicate on a deep level from inside to inside. This is why one bad apple spoils the bunch. It’s also why one excited manager can mobilize a team to move mountains.

Measurements motivate employees for different reasons. Some employees are very competitive and thrive on distinguishing their performance from others’. Some are very competitive and thrive on distinguishing their own future performance from their past. In other words, they compete with themselves. And some employees are not competitive at all. They are very dutiful and focus their energy on whatever is highlighted for them. Institute Profit Sharing

Dig deep. Feigning excitement is impossible because people’s insides come equipped with an infallible phony-detection system that is always on and has an amazing range of reception. Are you genuinely excited about the work your team produces? Whether we manage rocket scientists or the custodial staff, we need to fall in love with our team’s contribution. A rah-rah attitude at the staff meeting, ho-hum attitude everywhere else will quickly be discovered. Hire Motivated Professionals It’s easier to hire motivated professionals than it is to motivate professionals. Experts assert, “Hire smart or manage tough.” A COO of a healthcare organization I worked with declared, “We only hire people with “It”. Where “It” is a pathological disease to want to serve people.” Do you believe that professionals exist who would revel in the kind of work your team produces? The answer is…they do exist. However, if we are not excited about the work our team produces, we will never attract and hire people who are excited to do it because like attracts like and birds of a feather flock together. Consider that Disney esteems cleanliness. They hire only street sweepers and house cleaners who delight in cleaning. Result: Disney parks and resorts are immaculate.

Tie the measurement to a reward. An adage predicts, “What gets rewarded gets repeated.” Robert Bosch- German Inventor, Industrialist (1861-1942) stated, “I don’t pay good wages because I make a lot of money. I make a lot of money because I pay good wages.” If you want to motivate employees even more, reward the results you reap from measuring. Sales professionals receive commissions based on their measured results: sales and sometimes repeat business or renewals. What about everyone else? A manager of a printing company told me that he measures wasted paper. He sets a goal for “waste”. If the production employees meet or exceed the goal by producing less waste, the company splits the profits with them. My auto service center informed me that their sales, service, and auto body departments administer customer satisfaction surveys to every customer. If, together, they hit or exceed a certain predetermined satisfaction rating, they all receive enhanced benefits and bonuses from corporate. Rewards add precision to measurement inspired motivation. If we want salespeople to simply make sales, we emphasize the first sales commission. If we want salespeople to create relationships and long-term accounts, we emphasize the backend commission. By rewarding team measurements, we can influence internal customer service in addition to individual service efforts.

Measure Summary Are you keeping score? How long does it take, when two people are hitting tennis balls back and forth, for one of them to suggest playing a real game? What happens to the level of play as soon as the game begins? Is your department perpetually warming up, hitting balls around? Or are you playing for real? Measure something, but make it relevant to your employees, your customers, and your bottom line. Measuring performance biases employees’ energy like a highlighter biases the eye on a

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To motivate employees, be an exemplar. Being an exemplar will enable you to attract and hire highly motivated employees. Focus employees’ energy through measurement and reward strategies. Then…listen for the “Wows” to start coming in. By: Mary Sandro www.ProEdgeSkills.com

HUMAN RESOURCES

HOSPITALITY MALDIVES APRIL/MAY 2007

SERVICE

Creating a Great First Impression by Phone By Denise Moretti Phone etiquette helps encourage clear lines of communication, build rapport, and avoid misunderstanding. It is an important part of customer service and influences the first impression that people form of your business. Here’s how to let callers know that they are dealing with a great company: Great customer service begins BEFORE the phone even rings. Make sure that you:

• Have an organized desk

• Pen and paper ready

• A list of phone extensions nearby

• Know the names, title, and responsibilities of everyone in your office

• Have an updated list as to who is in the office today, who is in a meeting, who is out to lunch, and when will they be back

• Have a list of who to refer calls to (general topic and person responsible)

• Know who has assistants and where calls should be directed if the assistant is out of the office

HOSPITALITY MALDIVES APRIL/MAY 2007

• If you are not comfortable greeting callers, practice in front of a mirror

• Learn the call transfer system thoroughly

• Familiarize yourself with the answers to general questions regarding your company

• Do not disclose confidential information

Some tips on answering the phone:

• The best time to answer the phone is just after the second ring. You don’t want to catch the caller off-guard by answering too quickly, nor do you want them to wait too long.

• Greet the customer; thank the customer for calling your company; identify yourself; ask how you can assist. For example: ‘Good morning/Good afternoon.

Thank you for calling _____________. This is __________________. How many I direct your call?’

• Answer in a warm, enthusiastic, friendly, and positive tone of voice. This makes callers understand that you are happy to assist.

• Smile! Believe it or not, it shows through the phone!

• LISTEN carefully to what the caller is saying or requesting

• Be patient. Stay cool, calm and collected. • Ask callers for their names, even if it is not necessary, and use their names during the remainder the call.

• Speak clearly, slowly and in a low tone of voice you don’t want to seem like you’re screaming)

• Never talk with anything in your mouth.

• Putting a Caller on Hold:

• When putting callers on hold, always ask permission.

• When taking callers off hold, always thank them for their patience.

• Thank them for calling

• Always end with a pleasantry, such as: ‘It was nice speaking with you!’ ‘Have a great day!’

• Let the caller hang up first; this shows you are not in a hurry to get off the phone.

DO:

• DO make the caller feel special.

• DO develop a consistent greeting (hotels be sure to meet any brand standards) that is to be used by all staff. DO use a Unique Selling Proposition in your greeting.

• DO put the phone down in a gentle manner if this is necessary during the call; it will be easier on the caller’s ear.

• DO speak directly into the receiver, without burying it on your shoulder or neck.

• DO avoid background noise as much as possible.

• DO put a small mirror next to the phone. Smile. Research shows that smiling can be ‘felt’ over the phone.

• DO maintain a professional manner at all times!

DON’T:

• DON’T type or shuffle papers. It suggests that you’re not listening to the caller.

• DON’T eat, chewing gum, or have anything in your mouth while talking on the phone.

• DON’T sound rushed, as if you have more important things to be doing.

• DON’T keep a caller on hold for more than 30 seconds. Speed sells!

SERVICE

Transferring a Caller:

• All co-workers should know how to use the call transfer system. Everyone should know how to transfer callers directly to other co-worker’s extensions; in this way callers will not have to repeat requests a second time and the number of transfers will be reduced.

• When transferring callers, tell them the name of the person to whom you are transferring them; announce callers’ names to your co-workers.

Taking Phone Messages: Be sure to record the following information...

• Caller’s name and company (if applicable). Repeat this information out loud to ensure accuracy

• Time and date of the call

• Subject of the call

news@hamistergroup.com

• Ask if callers want their calls retuned. If the answer is yes, get their phone number and ask what time would be convenient for them

The Hamister Group, Inc. is a rapidly growing hotel management company.

For clarification or discussion, feel free to contact us:

Creating a Great Last (until next time) Impression:

A leader in assisted living and health care management for over 25 years, the company now manages five hotels in Tennessee and Kentucky. The Hamister Group, Inc. is actively seeking acquisitions and management contracts throughout the United States. For more details, please see our

• Ask if you have answered all of the callers’ questions

web sites: www.hamistergroup.com and www.hamisterhospitality.com.

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SERVICE

Food Storage Rules By Joe Dunbar There are certain items which must be stored more carefully in order to hit your cost targets. Highly perishable items are the top priority. With most vendors running daily deliveries (despite rising gas prices), the quantity of highly perishable goods should be minimized. Schedule the purchases carefully and avoid excessive buys. Spoilage of highly perishable items should be kept to an absolute minimum. Make sure the coolers are well organized and always rotate stock after a delivery.

Walkin coolers should follow the same rules as the freezer. If you need some space for rotation of special items, try to set aside a separate cooler or a defined section of your larger cooler.

Store items with a high risk of theft in very visible locations. Too often, I see small, high cost portions of premium meats and seafood left in storage areas far from management’s view. Certain operations stock 5 ounce tenderloin portions and jumbo shrimp in storage areas well away from the office. It’s much better to move these items close to your field of vision.

Make your freezers easy to count. Keep everything in the exact same location at all times.

If you like video surveillance systems, make sure one of the cameras is pointed at the location used to store high risk items. If you use pull sheets, keep the sheets for these coolers in your office and in plain view. You should know how many portions are available for sale to customers at the start of each shift. On a rotation basis, you should subtract the meal period POS menu item counts from the opening quantity and check the inventory. At a minimum, count these high risk items daily. Make your freezers easy to count. Keep everything in the exact same location at all times. Messy freezers are a problem which should be solved ASAP. If items are improperly stored in the frigid environment, it’s very likely you will order more when they are in stock. Once the staff see the new delivery, theft is easier and unlikely to be detected.

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Most items should be stored in the exact same location at all times. Orderly freezers and coolers make ordering more efficient and help prevent unwanted losses due to theft and spoilage.

Finally, dry storage areas are typically the best maintained of all inventory locations. Make sure super expensive items like saffron and truffle oil is in a place where theft is completely impossible. Keep the storage rooms dry and cool and watch expiration dates. Try to reorder dry items using a par stock system. Determining par levels may be difficult for event caterers but most operations should find two or three par levels sufficient. For busy periods, build the stock to the high par level. Drop the par when business is slow. Maintain the status quo at other times. Joe Dunbar Dunbar Associates 11350 Random Hills Road, Suite 800 Fairfax, VA 22030 jdunbar401@aol.com http://foodcostcontrol.blogspot.com

SALES & MARKETING

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for comments please email: info@hospitality-maldives.com

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“Hospitality Maldives is spreading its wings across the globe; I received a lot of CVs not just from Maldives but also from other countries! Thanks David!” Jennifer Del Rio, Human Resources Manager, Taj Exotica and Spa

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“From the bottom of my heart, it was way too enlightening and definitely I could not ask for more.” Ahmed Faiz, Human Resources Manager, Mirihi Island Resort

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“Wish you success always, and thanks for the valuable contribution to the industry from and on behalf of all of us here at Sunland!” Miuzam, HR & Admin Officer, Sunland Hotels

Have Your Say! Email us at info@hospitality-maldives.com!

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HUMAN RESOURCES

HOSPITALITY MALDIVES APRIL/MAY 2007