Hospitality Maldives Issue 13 by Hospitality Maldives

HOSPITALITY FREE COPY

ISSUE # 13

MALDIVES

Top Ten Tips to build a Superior Service Culture

EDITOR’S NOTE

Impressum Published by Beyond Hospitality Pvt. Ltd. G. Comrade Hiya, L1 Dhonadharaadha Hingun Male 20350 Republic of Maldives www.beyondhospitality.com Managing Editor David Kotthoff david@hospitality-maldives.com Advertising ads@hospitality-maldives.com Design & Layout Beyond Media Design Pvt Ltd. www.beyondmediadesign.com Print Novelty Printers & Publishers Pvt. Ltd. Contributors Schihab A. Adam APSWC Rene Cavallari Bette Daoust, PhD Four Seasons Mark Hamister Jim Hlavin Rick Johnson Ron Kaufman Doug Kennedy Chris Longstreet, CHA Leslie Lyon Naladhu Maldives Rachel McAlpine Roberta Nedry Per Aquum PriceWaterHouseCoopers Kelley Robertson Shangri La Hotels & Resorts Sidath De Silva Patrick De Staercke Tafelstern Dave Wheelhouse, CHRE www.ehotelier.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 13th issue of Hospitality Maldives. The Maldivian economy as we know it today is built on tourism, an industry that not only contributes an average 30% to the nation’s GDP, but that has literally turned into the country’s economical backbone. With tourist arrivals having tripled over the past 15 years and international travelers becoming ever more demanding, the government is trying to cater to the demands by increasing bed capacities via the release of more islands that are to be developed into tourist resorts. Increasing the number of resorts means an automatic increase in demand for skilled local manpower to at least the same extent. With a population of just over 300,000 scattered amongst countless isolated islands, hotel owners and operators are facing immense difficulties in securing the services of sufficient numbers of trained Maldivians to work in their resorts. The government is trying to tackle this problem by committing resort owners to train certain numbers of Maldivians per year; however, there is only so much the government can do. Ultimately it comes down to you, the hoteliers (owners and managers alike), to invest time, money and other resources into training Maldivians and teaching them the skills of our wonderful industry. Training can bring a great wealth of benefits, from increasing guest satisfaction ratios to decreasing costs due to less staff turnover; let alone the satisfaction of having more local staff then you are obliged to have by law. When was the last time you have reviewed your training policies, budget and efficiency? If it has been a while, you better get going now, or else you will soon see your most talented people run off to competitors with no replacement in sight. Once you’re done with that, go and have a meal in your staff canteen or spend the night in a line-level staff quarters – I’m sure you’ll learn a lot. On this note I hope you’ll enjoy the contents of this issue and wish you Happy Reading!

Yours in hospitality,

David Kotthoff

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CONTENTS

CONTENTS 3

Editor’s Note

Motivation: Attending to the Basics

The Seven Deadly Sins of Marketing

Constructing your Spa’s Business Plan

Mentoring to the Max

Understanding Group Culture to Build a Team

Top Ten Tips to Build a Superior Service Culture

Green Floorcare in the Hospitality Industry

Email: Pause before you send

Hospitality Bites

Service Excellence: The Bottom Line of Leadership

Tourism and its Impact on the Marine Environment

Last Words

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HUMAN RESOURCES

Motivation Attending to the Basics By Dave Wheelhouse, CHRE and Chris Longstreet, CHA The success of managers and their companies is determined by the work their employees do. Since motivated employees are more productive, managers have a clear interest in finding out what motivates them. To learn what motivates employees, we must first look at the work environment in general, then ultimately build relationships with employees – understanding the unique qualities that contribute to their motivation. An important distinction must be made between morale and motivation. Employee activities aimed at raising morale, such as picnics, sports teams, or holiday parties, aren’t motivators in themselves and do not contribute to improved productivity. Motivation is the result of a person’s own drive to satisfy personal needs, wishes, and desires. Motivation is an aspect of one’s total outlook and is based on many things – experiences, environment, wants, needs, feelings, and perceptions. Employees need to be able to see how they best satisfy their own needs while achieving the objectives of the entire organization. The manager’s role is to show employees how meeting the company’s goals is the best way to realize their own goals. Some aspects of the workplace are not effective motivators in themselves, but they’re so basic to worker performance that they can have a strong negative impact on motivation. The most significant of these factors are: -

Security Salary Working Conditions Status

These factors must be handled properly before individual motivation can be addressed. Security Most organizations offer the general security of insurance benefits, retirement programs, and savings plans. Still, some workplaces cause employees to feel insecure, anxious, and stressed. Making employees feel secure goes beyond monetary benefits. In a society that is placing a premium on performance and productivity, downsizing of organizations is occurring at a rapid pace. When people leave, positions aren’t being filled.

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Assistant manager positions are being replaced by lower-paying hourly supervisor positions. Workers are worried about whether they will have jobs next week aren’t likely to be responsive to employee participation programs. Fear of job loss is source of stress for many workers. In some ways, federal and state governments have alleviated this fear. Companies are shifting away from the employment at will philosophy where the employer can terminate an employee at any time for any reason. Responsive employers are providing published company policies of appropriate and consistent discipline and alternative dispute resolution committees where groups of line and management employees review disputes over employment issues. Arbitrary, inconsistent, unpredictable, or incompetent supervision is another cause of insecurity and anxiety in the workplace. A chaotic environment results when workers don’t know where they stand or what the company’s goals are. For example, when a supervisor or manager leaves an establishment, there may be periods of time where there is an absence of a supervisor to lead employees. These are times of “uncertainty” for employees, as they may not have someone to answer their questions or go to when problems arise. Employees need boundaries within which to operate and must have confidence that they will be treated fairly. Problems with company policies or administrative practices should be handled through a fair and accessible grievance procedure. In addition, workers want to know how they are doing, and managers should tell them.

Salary

areas where people spend so much time of their working day. Art may improve also improve working conditions. In some cases, art not only enhances the environment, but also has a positive effect through the power of suggestion. Restrooms and locker areas should be clean, secure, and well-maintained. If you are providing employees with clothing to wear, employees should look and feel comfortable in their uniforms.

HUMAN RESOURCES

Originally, the employment-at-will philosophy stated that either the employer or employee can terminate the employment arrangement at any time for any reason. It is now more commonly used to refer to the idea that the employer can terminate the employee at any time and for any reason.

What individual employees are paid must first be perceived as fair. Wage and salary administration must be consistent and equitable within the organization. In addition,

what you pay employees should be considered comparable within the community and the industry general. Payday should be one the happiest days of the week. The first priority of payroll administration is to get paychecks processed correctly and delivered to the workers on time and in a friendly manner. Few managers realize how many paychecks either must be reissued because of mistakes or are delayed because of procedures were not followed correctly. If an employee’s paycheck cannot be found or if employees have to wait in line for their checks, the payroll administration process is not operating as it should. In many organizations, managers hand out paychecks to employees. This gives managers the opportunity to talk to employees and thank them for a job well done. Working Conditions Low productivity is often incorrectly viewed as a motivational problem. Working conditions can often be a cause of low productivity. Employees need adequate equipment, space, heating, lighting, and even ventilation in order to perform at their best levels. Noise should be kept at a minimum – although the right type of music may have a positive effect, particularly in break areas or places of highly repetitive jobs, such as the dishroom.

Status Today’s workers believe that equal treatment is something that everyone deserves. Most employees can readily accept the idea of higher pay for positions of more responsibility or expertise. However, employees do want to see the same rules applied to everyone. If line employees are required to wear name tags, managers should wear them too. Top manager’s should not be getting bonuses if employees are getting laid off. Today, managers are being called by their first names – the typical status symbols of the past have been eliminated to create a more conducive environment for teamwork. Some places have eliminated time clocks to avoid sending the message that hourly employees can’t be trusted or must be treated as second-class. Removing the unnecessary obstacles that set up artificial barriers and distinctions between line and management employees. These status distinctions must be minimized if genuine employee involvement and motivation are to take place. 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-

Color also has a significant impact on the work environment. Management may spend thousands of dollars on the color and ambiance of a dining room or guest room of a hotel, and completely fail to consider the color when designing the employee

3646.

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SERVICE

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SALES & MARKETING

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SERVICE

Most companies view customer needs, wants, and desires from their own perspective or try to guess at them. This is unfortunately the case with people who know their products exceptionally well: they can’t see them from any vantage point but their own. Our team prides itself on asking customers what their needs, wants, and desires are. We actively listen to our guests and base our product strategies on their responses. For example, we recently asked some of our extended-stay guests about their hotel expectations: they answered that they wanted a clean room, a pleasant bathing experience, a comfortable night’s sleep, and a hassle-free, secure environment. They also told us that we already fulfilled these needs. So we asked what we more we could do to improve their experience. These guests spend a lot of time away from their families. What they most desired was a better way to have more contact with their kids-something that they didn’t think we could do anything about. So we installed a complimentary video-conferencing system and now sell (without profit) the corresponding equipment for their homes, if they do not have it already. We ship it promptly to their home addresses, and they can now see and speak with their families every day. We have received a very positive and grateful response to this new amenity.

Achieving Excellence:

How to Truly Understand and Fulfill Customer Needs, Wants, and Desires By Mark Hamister My vision of how to lead a company has always been based on three principles: know your product; understand your customer; and don’t accept mediocrity. Knowing your product is the easiest of the three, although we all have encountered plenty of sales and management staff who don’t. These people need to practice MBIWA (Management by Interacting and Walking Around) and understand their products from the front line. I advise my management staff to get out onto the floors, talk to people in every department, and learn how each part of the product works. I stay in my hotels as a guest and take my spouse with me for a woman’s perspective. After learning every aspect of our properties, we then take great care to avoid falling into the trap of fixating on our products so intensely that we can’t see them through our customers’ eyes.

Finally, we should never accept mediocrity. Most people measure themselves against industry benchmarks-which are mediocre. Truly great people find out what it takes to perform in the upper 10% of each industry metric and do whatever it takes to achieve those results. Some time ago we realized that one of our assisted living facilities had lost its competitive edge. Our customers told us that they wanted more private rooms and more services, things that we could not provide in the building at that time. So, in order to perform in the upper 10%, we decided to commence a $10 million renovation, the first phase of which is about to be completed. We are building over-sized rooms with king and queen-sized beds, a 12-seat movie theater, a new recreation and IT center facing an inner courtyard and gardens, a luxurious new lobby, dining room, and ice cream parlor, a 20-bed memory care unit, and 15 independent living apartments. All of this cost us a large sum of money, but our goal was excellence and we were prepared to do whatever it took to achieve a superior result. Listening to one’s customers is the best way to make original service and product enhancements. Differentiating your product is easier than you think if you always remember that your customers know what they want better than anyone else. Ask them. Then it’s up to you to aim for the chopping block and achieve something great. Mark Hamister is the CEO of The Hamister Group, Inc. and The Hamister Hospitality Group, LLC, a rapidly growing hotel management company. The Hamister Group is actively seeking hotel acquisitions and management contracts in the United States. For more details, please see our web sites: www.hamisterhospitality.com and www.hamistergroup.com. Please feel free to send comments or questions to Mark at: chairman@hamistergroup. com.

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SALES & MARKETING

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SALES & MARKETING

I have had many marketing experiences since that time but it seems that most companies I worked for are all doing the same thing and I mean the exact same thing! The results tend to fall into the same patterns just like using a cookie cutter to create each campaign. If the results are good, there is no real reason to change it but what if you could improve the odds and improve on the results at the same time? This is only possible if you do not commit the 7 deadly sins of marketing. SIN #1 Relying on what works for others By thinking what works for your competition will also work for you may have some truth in it but you are setting a trap for your company. By relying on someone elseâ&#x20AC;&#x2122;s successful campaigns you are not doing a thorough enough job. It may work in the short term but in the long term you will not be able to make quick changes because of the lack of knowledge. The knowledge you will be lacking is what was actually tested to make the campaign successful, you may not know the demographics in enough detail even though your product may be very similar. SIN #2 Assuming your product will be in demand and needed by your audience

7 Deadly Sins of Marketing. By Bette Daoust, Ph.D. When I started my first marketing job I was asked to prepare a flyer and have it delivered to all the homes and businesses in the area. The company would then track the response rate and see if this number matched the norm for this type of marketing campaign. However, they measured the success by the number of sales from the campaign rather than the number of responses. In fact, they had no idea how many people responded but they did know how many people bought. When they dropped the campaign, the reasons were all wrong. They did not have a problem with response, they had a problem with converting responses to actual sales. The measurement tool they used did not fit the situation. They measured based on what the sales department did with the responses and not how effective their marketing tactics actually were working. Sound familiar?

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Never make assumption about what your audience will want. They are not exactly like you and they have difference needs and interests. Yes, you can create a new market but that takes time and a lot of effort. You need to gather proof that there is a need for your product. This can be accomplished through surveys, doing test samples, interviews, and such. Donâ&#x20AC;&#x2122;t waste your money on developing a marketing campaign if you are not sure if there is really a market for your product. SIN #3 Not defining the target audience in enough detail Audiences should be narrowly defined to maximize the spending for marketing. Audience details would ideally include (but not limited to) demographics (age, gender, income, number of children, etc.), psychographics (lifestyles, spending habits, sports interests, hobbies, etc.), and geographics (location details such as neighborhood, city, county, state, etc.). If you can pinpoint your audience, you will likely see an increase in the results for your campaign. SIN #4 Creating a market for your product after the product has been developed You may think of this as not the function of the marketing department, nothing could be further from the truth. Marketing needs to be the first line of defense before a product is developed. Marketing needs to do the research to make sure there is a market for the product long before it comes off the drawing board and into production. Spend dollars on feeling out the marketplace as to needs and wants and then develop only those products that people will buy.

SIN #5 Spending the entire marketing budget on one or two tactics If you spend all of your marketing dollars on developing a brochure to mail out, you will only get the response rate from a direct mail campaign. You should always test several tactics to find which ones work and then choose the ones where the response rate is the greatest. Often companies simply develop one type of marketing collateral and so with it without thinking about other tactics that may outperform the current one. You should be constantly testing tactics and if the budget permits, using more than one tactic at a time.

improve the odds and improve on the results at the same time?

SIN #6 Not paying attention to seasons or holidays Too often organizations do not appropriate plan their campaigns for seasons or holidays. I have seen very expensive campaigns fail because it was executed over a long weekend. People were busy spending elsewhere and did not pay attention to the campaign (which was dated for that weekend). The marketing department (which may just be you) should have a calendar marked with special occasions, holidays, and anything that will have an effect on response rates. You absolutely must know in advance so you are not wasting your marketing dollars. SIN #7 Thinking you know everything about marketing Be careful not to fall into the trap that you everything you need to know about how certain marketing campaigns are put together. Yes, you may know a great deal, but times, methods, response rates, and people change over time. You need to spend time keeping abreast of the latest developments in marketing and product development. There are plenty of free publications through organizations such as tradepub.com to help you be on top of your game. Now where did sales fit into this discussion? It actually fits into the planning process. If sales is not on board with what is happening in marketing, they will sell the same old way and not buy into how you are setting up your campaigns (and for that matter - why you are doing it). Get them involved at the start and then once the campaign is underway, they will be able to increase the conversion rate from response to customer. Bette Daoust, Ph.D. is a speaker, author (over 170 books, articles, and publications), and consultant. You may contact Dr. Daoust at www. BizMechanix.com You may also view her latest publications at www. BlueprintBooks.com

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LOCAL NEWS

Naladhu, Maldives - Luxurious New Resort Named “Hottest” in Conde Nast Traveler “Hot List” April 24, 2007 - Naladhu, Maldives, has been named one of the world’s hottest new resorts by Conde Nast Traveler in the 2007 “Hot List”. The list, featured in the May edition, comprises 138 hotels, and Naladhu, Maldives is the one of the “Hottest” new properties worldwide. The Conde Nast Traveler Hot List recognizes hotels and resorts for design, service and ambiance, making it one of the most coveted designations. Each year, an anonymous group of writers evaluates new hotels and resorts around the world for the publication. Naladhu was chosen as one of only 138 properties whose offering surpass expectations. Of the chosen properties, each is awarded a “Hot”, “Hotter” or “Hottest” title, Naladhu, Maldives claimed the position as “Hottest” in the magazine’s listing. In describing Naladhu, Conde Nast Traveler says “this intimate resort provides a level of privacy and personal attention impressive even in the Maldives”. In addition “Dedicated butlers, or VGCs (Very Good Chaps), exceed expectations with quiet, smiling service”.

Naladhu has captured the elegant aesthetics of a slightly colonial era, with hints of Sri Lankan regality in its design. However, the resort also proffers every modern convenience imaginable to the luxury traveller. Naladhu means “pretty little island”, and each of the exclusive 19 Houses – each named after a Maldivian plant has been designed to make every guest’s wish become reality. With a commitment to perfecting every detail, Naladhu fuses modern facilities with a sense of the nostalgia. White-washed timber wall panels juxtapose the zesty Indian motifs and colours of the house upholstery. Antique furnishings, such as an early 20th century writer’s desk and the decorous bar cabinet conjure up images of a romantic, bygone age. Naladhu provides the canvass and colour palette to those who wish to make their holiday picture perfect. For reservations please telephone +960 664-4100 or email: info@naladhu.com. For media enquiries please contact:

The magazine concluded “Naladhu represents the Maldives’ most convenient exclusive destination yet”.

Ms. Marion Walsh Brand Director Public Relations Email: mwalsh@naladhu.com

Located in the aquatic setting of the Maldives, one of the world’s most celebrated tropical havens, Naladhu Maldives offers a unique lifestyle to those who appreciate the sophistication and charm of times past.

Tel: + 66 (0) 2877 5803 Ext. 28 Mobile: + 66 (0) 89 811 3829 www.naladhu.com.

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SPA

Constructing your Spa’s Business Plan By Leslie Lyon Whether you are just starting up your Spa or you are a seasoned veteran - you need to have a Business Plan At some time or another - you will require either outside financing; a lease agreement; be considering a partnership; or even looking for investors. To achieve any of these, a formal presentation outlining your business objectives and strategies must be in place. But a point not to be overlooked, is that the value and benefits that come to you as the Owner, from doing the research and constructing a viable Business Plan, are often the most important. A Business Owner needs to always have a clear picture of the company’s past, present and future.Pssst... Often, compiling a Business Plan takes a team of individuals. You may wish to purchase a Business Plan prototype and even require outside assistance from professionals in marketing, finances and business creation. A common pitfall, or “catch 22”, is that in these formative stages of developing the Plan, funds are often not yet available and it is therefore difficult to pay for the assistance that you may require. To ease you through this process, it may be prudent to secure a small pool of funds for this purpose.Your Business Plan should focus on potential and opportunity, while generating interest and excitement in those you are targeting. And whom are you targeting? •

If it’s a Lender you are presenting your Plan to, he/she will want to see profitability and payback potential, with a break-even analysis. They will also expect to see collateral and cash flow to secure the loan;

•

If you are targeting an investor, you will want to demonstrate the ability for growth in both sales and profits, as well as providing a good return on investment;

•

A prospective partner or promising individual to help form your management team will want to see a sound strategy, good company management and potential for personal growth and profit. No matter whom you are targeting however, always remember to align your strategies with the six basic Plan elements:

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Who are the individuals on the team responsible for building and sustaining the business?

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What will it cost?

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Where are you positioned in relation to your business offerings and opportunities?

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Why will your plan succeed - identify capabilities and strengths

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When will you begin to see break-even, growth, profit?

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How will you start, monitor, sustain and exit the business?

In an effort to construct a focused, realistic Plan, we can sometimes forget to infuse our personality...our creativity...our PASSION! Although the Plan needs to be thorough and sensible, it should also showcase your talents and unique slant on life after all, it’s one thing to fill a need, it’s another to fill it with FLARE and turn it into a commodity! So, let’s begin at the beginning. Start with the Cover Page (Business Plan Title, the Date, Company Legal Name, Company Logo and full contact information). Be sure to make it eye catching! Next you will need to compile your Table of Contents. Use the points as set out below to guide you through this process. 1. Defining Statement - Your Business Idea & Goals Here’s where you outline the opportunity and your philosophy. You’ve found a need, and you now need to demonstrate how you plan to fill it. Talk about your Caring Culture; the Mission Statement; the “Opportunities of Employment” you will make available at your place of business; and your friendly Staff Policies. Without giving too much away, touch on your proprietary advantages; trade secrets and/or business benefits that will give you the edge you need. 2. Industry Background

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This shows that you have done your research. Provide a history and overview including: •

Features and industry highlights

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Size of the industry - expected volume of sales trends & growth factors

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Challenges - Vulnerabilities - Seasonality

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Observations and opportunities and future growth potential.

3. Target Market Research

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Demographics cover such topics as gender, marital status, age, education, and income;

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Psychographics provides an understanding of their habits, lifestyles and personal preferences (where they shop; what they read, watch and listen to; how they spend their spare time);

•

Geographics will provide information on location and competitive influences in and surrounding your area.

4. Marketing Strategies Your marketing strategy will demonstrate how you will reach your target consumer and what your image and message will be. Discuss the marketing vehicles you will use: •

Print - Newspapers; Magazines; Website, eNews; Brochures

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Broadcast - TV, Radio

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Talk about your Public Relations Plan, Media Events and gathering Publicity

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Describe your ongoing sales strategy: o Business alliances - Community involvement o Packaging and pricing structures, promotional events and campaigns.

SPA

Developing your target’s profile will instil a strong sense of security into the reader. If necessary, use the services of a marketing professional who is familiar with the industry

Policies and Procedures and your Reporting and Monitoring Systems will be of benefit. 7. Management Outline Draw up an Organizational Chart. Provide your personal profile, indicating what you have already researched and invested. What milestones have you achieved? What are your strengths, talents, goals and objectives? Provide references. List other key management positions such as Principals, Managers and your Board of Directors. Provide profiles, experience and expertise. 8. Staffing-Up Plan What are your staffing requirements and what is your logic on staffing up? Provide individual profiles; required experience and expertise; Job Descriptions; Evaluations Systems; and Staff Compensation Structure. 9. Legal Structure This includes Business Ownership; Insurance requirements; Business Taxes; Business Registration; Licenses and Permits and Employment Standards and Legalities.

5. Your Competition Know your competition and their 4 P’s - Pricing, Product, Promotional Techniques and Placement. Outline what your competitive advantages will be (quality, convenience, innovation,

expertise). The reader will also want to see that you have considered the risks. Describe possible obstacles; competitive disadvantages and what challenges or barriers you might face. Finish, however, by outlining your tactics for gradual market gain and overcoming those obstacles. 6. Operational Plan Includes drawings, blueprints, renditions, the size of the facility, room’s layout, your mix of services, traffic flow and even your maintenance requirements. As well, having the “behind the scenes” structures, practices and protocols in place, helps to solidify your commitment to the project and your ability to manage the business. Include your Purchasing Plan - products, equipment & technological requirements needed to service the menu, as well as a preliminary Menu of Services. Any information available on Guest Services and Handling; Facility Maintenance;

10. Financial Structure This process may seem overwhelming, but it is the most important component of your Business Plan and must be carefully thought out and delivered. Your Financial Plan sets expectations, monitors HOSPITALITY MALDIVES JUNE/JULY 2007

SPA

progress; guides decisions; and displays results. Whoever your audience is, your projections for revenue, growth and profitability are the main factors being considered. You may need to engage the services of a Professional, but in doing so, you will be assured that your Plan will be creditable and realistic - therefore saleable.

Breakeven Analysis

• Predicts sales volumes required to cover the cost of doing business • Clarifies how long it will take to start operating at a profit.

Personal Net Worth Assessment 11. Business Risk Assessment - Exit Strategy

• Are your personal finances in order?

Business Assumptions (for Start-Up)

• Complete site set up requirements • Products, equipment, furniture & fixtures, technology • Required financing - Sources and allocation of funds

Staff Payroll Projections

• A helpful tool in designing and managing your payroll model in relation to gross revenue.

This should demonstrate your ability to anticipate and handle potential business risks and a possible “Plan B” process. This may be required due to increased competition; fluctuating industry demands; negative economic impact (recession); supplier problems; staff challenges, etc. Your Business’ sustainability needs to be well planned. Don’t be intimidated by this important assignment. The process and end result will not only give you a soaring sense of accomplishment, but will propel you to a new level of knowledge, understanding, expertise and confidence - all characteristics of a Successful Business Professional . . . and that’s YOU! Spas2b is a full-service Spa Development, Consulting and Training company

Monthly Sales and Cost of Goods and Services Sold Projections

based in Waterloo, Ontario, Canada. Spas2b draws on the extensive experience of its President, Leslie Lyon. Leslie has evolved with the Health and Beauty Industry for more than 30 years and has participated in many

• A clear demonstration of monthly sales projections vs. monthly costs associated to making those sales.

aspects of the Spa trade. An Aesthetician and Electrologist for 25 years, today Leslie enjoys her profession as an International Consultant, Educator, Key Note Speaker, Published Columnist and Freelance Writer. Over that

Balance Sheet

period of time, Leslie has gained a reputation as a creatively inspired, conscientious industry professional.

• Annual Statements outlining Company Assets, Liabilities and Owners’ Equity for business year’s 1-5

Income Statement

• Projected Profit and Loss for business year’s 1-5

Cash Flow Statement

• Monthly Projected Cash Requirements • Annual Statements outlining Inflows and Outflows for business year’s 1-5

Financial Ratios & Graphs

• Utilizing established industry benchmarks, ratios will help to determine if your business is (capable of) meeting and/or exceeding standards.

• Categories of ratios include Liquidity Ratios; Profitability Ratios; Leverage Ratios and Operating Ratios including Key Performance Indicators such as Percent Utilization; Average Ticket Price, etc.

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www.spas2b.com

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HUMAN RESOURCES

10 Morning Coffee Thoughts on Leadership By Rick Johnson People who get results are high impact leaders. They are consistent, explicit and concise and they command a presence when they walk into a room. They have enough charisma to turn the dullest moment into a high-energy event. When they move on, others want to go with them. Their openness and honesty creates a legacy which people admire and look up to. They gain commitment and foster trust.

An effective leader is only as good as the people he/she surrounds themselves with.

Character is built around a true concern for the people within the organization. It is based on fairness and consistency.

Problems with staffing and retention may not be due to bad hires or a low unemployment rate. In fact, they may be related to poor leadership insight by not recognizing employees as a core competency in the business strategy.

“Profit is not a Dirty Word.” Profit is the driving force that encourages a willingness to take risks and taking calculated risks to generate profit requires an adaptability to change. Profit is the lifeblood of business success. Without it there are no jobs, no promotions, no growth and no leadership. Leaders have a unique ability to generate profit.

Success is defined by the quality of leadership at all levels in the organization.

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P.O.P. ----- The employees are the people with the “Power of Profitability” Although profit is essential for survival of the organization it must take its place of importance behind the employees because they hold the power to create profit or kill it.

Panic response management is more likely to occur if growth objectives are Ego driven vs. Profit driven which often leads to putting personal needs ahead of business needs. This is a common symptom of the lack of leadership in the organization. Leadership is quite different then management.

Leadership without communication is like a gun without a bullet. It looks impressive but it can’t do anything.

In Reality --We often don’t give employees enough credit for their intellectual capacity. Employees aren’t stupid. It is amazing what they can accomplish, the ideas they can come up with and the solutions they can provide --- if only you give them a chance.

10.

Excitement breeds excitement. Success breeds’ success, the more consuming the desire to succeed, the more leadership is demonstrated and this draws support from the employees and creates a team environment.

e-mail rick@ceostrategist.com for a copy of the “Leadership Thought Provoker Checklist” and “The Lead Wolf Leadership Creed”

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HUMAN RESOURCES

Mentoring To The Max

By Doug Kennedy It is definitely arguable that the role of supervisor or assistant manager in a hotel environment is perhaps one of the most stressful positions on the organizational chart. While everyone has superiors and subordinates, frontline supervisors and assistant managers are often caught in the middle of competing needs of stakeholders ranging from executive-level managers through frontline employees, not to mention being called upon to handle the most difficult guests. That being said, frontline supervisors and managers simultaneously have the best opportunity to close the gap between hotel standards and procedures that exist in memos and training manuals versus what transpires daily on the frontlines. Even more importantly, they have the chance to mentor new associates and inspire the next level of hospitality recruits onward and upward.

Demonstrate by example. Your every action is being scrutinized daily by the frontline team; your performance sets the real standards much more so than those in any manual or handbook.

I remember well the faces of people like Ralph, my bell captain when I was a budding young bellman at the Lexington Marriott Griffin Gate

Requisition the resources your team needs. When you need additional systems, equipment, or even staff, document your need in advance before requesting it. Show upper management how these resources can improve service or enhance profits.

Resort. Ralph not only taught me the paperwork and processes, but also encouraged me to tell the g.m. I thought I was ready for the next open front-desk management training position.

This, despite the fact that several other employees were more qualified on paper. Fortunately for me, that g.m. believed me! Unfortunately, most first-level supervisors are automatically promoted to their position without proper training or indoctrination, usually for the sole reason that they were an excellent producer in their frontline position.

Avoid ‘reading the headlines’ and knee-jerk reactions to atypical incidents. Look at each associate’s overall performance long-term. Research even seemingly obvious situations before jumping to a conclusion about who dropped the ball or why. Be consistent in applying standards. Avoid ‘superstar slippage’ that can occur when top performers are allowed to routinely cut corners based on their legendary service of the past.

By focusing training and career development on essential, but often overlooked, role-players, you can ensure your supervisors and assistant managers reinforce the principles of hospitality on a daily basis. Here are some training tips for your next supervisory-level meeting or workshop:

Pitch-in as needed during peak demand periods. Stay tuned into the daily cycle of service and anticipate the potential bottlenecks and gridlocks in advance. By pitching-in momentarily during these situations you can not only improve guest service efficiency but also demonstrate moral support for your troops.

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Complete performance reviews on time and with proper consideration. Remember what an impact the review has on each associate’s individual career and be diligent in completing them. Log notes about staff performance in a book or file over the course of the year versus trying to remember it all come review time. Manage upward effectively to secure long-term change. Frontline supervisors are the connection between the ivory towers of management and daily life in the trenches. Make sure that upper management is kept aware of not only the daily successes but also the daily challenges occurring for the staff, versus telling them only what they want to hear, only when they are asking to hear it. Try not to get called on your day off. One might think that the supervisor who receives calls day and night at home to help out his staff gives the most to his hotel. But a truly successful supervisor is the one whose team is so effective at getting by on their own that they don’t need to call for help. Most importantly, leave your own personal brand service mark. Wherever you are working at this moment, do everything you can to assist your hotel on its journey to excellence, right here, right now. Whether expecting to be there six years or six months, contribute every shift, every week, every month in every way you can to making your property better upon your departure than it was on your first day.

Avoid ‘reading the headlines’ and knee-jerk reactions to atypical incidents

Maximize every chance to mentor those who report to you, and know that the rewards can be great when you one day look back at the number of successful hospitality careers that have been launched under your watch. Doug Kennedy, President of the Kennedy Training Network, has been a fixture on the hospitality and tourism industry conference circuit since 1989, having presented over 1,000 conference keynote sessions, educational seminars, and on-premise training workshops for diverse audiences representing every segment of the lodging industry. His articles have also appeared worldwide in more than 17 prominent international publications including the HSMAI Marketing Review, eHotelier, 4hoteliers, Hotel News Resource, Hotel Online, Human Assets - Dubai and Hong Kong, Hsyndicate worldwide, BAHA Times - U.K., Hospitality - Maldives, and the Hotel Expert Magazine Hong Kong. Visit www.kennedytrainingnetwork.com for details or e-mail him at: doug@kennedytrainingnetwork.com. Originally published at www.hotelmotel.com

HOSPITALITY MALDIVES JUNE/JULY 2007

LOCAL NEWS

Huvafen Fushi Maldives Listed In Condé Nast Traveller 2007 Gold List for Best Service 23rd December, 2006, Maldives – The results are out, and this years Best Service, goes to the trendsetting Huvafen Fushi Maldives with a score of 91.47. Condé Nast Traveller, a magazine which provides the experienced traveler an array of diverse travel experiences encompassing art, architecture, fashion, culture, cuisine and shopping included Huvafen Fushi Maldives in their 2007 Gold List – a compilation of the hotels around the world that have the best service, rooms, food, ambience & design, location and leisure facilities.

EAR CANDY for CD’s and DVD’s, SLIPPERY WHEN WET for soap and shampoo, FLUFF for extra pillows and towels and MIDNIGHT MUNCHIES for In-Bungalow Dining. Totally in a league of its own, Huvafen which translates as ‘Dream’ in Dhivehi, the Maldivian language, is indeed a waking dream. Set within its own lagoon, it is a pristine island resort offering 43 naturally-modern bungalows and pavilions and home to the world’s first underwater spa. Huvafen Fushi is also listed in Conde Nast Traveller 2005 Hot List.

Starting with the properties that received the highest ratings in the Readers’ Travel Awards 2006 survey and adding the Editors’ choices and the stand-out quality for each hotel, the result yielded the ultimate guide to the world’s hotels featuring those

Huvafen Fushi is managed by Per Aquum Resorts • Spas • Residences, a division of Universal Enterprises, which is extensively involved in the tourism industry of the Maldives. Tom McLoughlin, CEO of Per Aquum, attributes Huvafen Fushi’s

establishments which set the Condé Nast Traveller Gold List standard.

deserved recognition to The Per Aquum Difference. “From the beginning we decided that we didn’t want to be another big brand with ‘cookie-cutter’ resorts. We are a young company with a lot of fresh ideas, passion and enthusiasm and we wanted this zeal to come through in our properties. Our passion is within our belief that we make a difference, not only to guests and shareholders but to our team members as well. This Per Aquum Difference is what really sets us apart.

Mark Hehir, Area General Manager Maldives, commented on this wonderful news: “We are delighted to be recognized in the Gold List, especially in the category for Best Service. It reflects the hard work and dedication of the team at Huvafen Fushi. It is service from the heart. Every hotel operates on service standards and that is what we have implemented here. From Food and Beverage to Housekeeping, Front Office, Kitchen and all other departments, everyone plays a part to ensure the operation is run smoothly and all guests’ needs are met or exceeded in expectation”. Recently implemented, FISH ( Fast Island Service Host ), which consists of Food and Beverage, Front Office and Housekeeping specialists, working together as a team to provide our guests with anything, anytime, anywhere”. “With just a touch of a button, expect to get extra towels, pillows, restaurant reservations, pick-up, CD’s & DVD’s, In-Bungalow Dining and so much more!”, says Mark. The Pavilions on the other hand come with a 24-hour Butler service.

The Per Aquum Difference is made up of four key elements Passion, Vision, Naturally Modern Design and Imagination. These elements ensure we offer the utmost in guest experience which in turn means that our partners and stakeholders will realise unprecedented returns from this vision.” When asked about the way forward for Per Aquum, Tom McLoughlin reiterates, “This is just the beginning. We will continue to refine the original Huvafen Fushi concept, while constantly pushing the boundaries in delivering the ultimate guest experience.” 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

The brainchild of Mark Hehir himself, FISH is conceptualized around the idea of providing guests with a one-touch access to anything, to be delivered anywhere and at anytime. Guests communicate with only one team member and the action takes place behind the scenes to get the food and beverage request, delivered within 30 minutes and everything else within 10 minutes. Even the FISH collateral has a life of its own, written with a touch of quirkiness.

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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.

HOSPITALITY MALDIVES JUNE/JULY 2007

HUMAN RESOURCES

Understanding Group Culture to Build a Team By Dave Wheelhouse, CHRE, & Chris Longstreet, CHA,

Merriam-Webster defines teamwork as “work done by several associates with each doing a part but all subordinating personal prominence to the efficiency of the whole.” If a team is effective, it will be able consistently to achieve results that are higher than the combined total of individual efforts. This increased effectiveness through joint action is what makes the team the best avenue for achieving high productivity. To build an effective team, a manager must understand the basics of group development and behavior. Employees tend to place themselves in loosely structured work groups, sometimes called “cliques.” Work group formation is mainly the result of common interests and objectives. Servers who work together and have common interests tend to form groups. Housekeepers, because they work together, can form groups based on ethnic background. Front desk employees form groups by the shifts they work and when substitutions are made and a person works a different shift, sometimes this creates and uncomfortable environment. If a department is large enough and employees have choices, they will try to associate with others they like, and by whom they are liked. Employees will migrate to groups that share similar attitudes and feelings because they will feel more comfortable and they have the ability to converse and discuss these common opinions. The need for friendship, personal contact, and a sense of belonging to a group shouldn’t be underestimated. Few employees will be able to stay on the job without becoming part of a group. Each group will have its own norms – the common attitudes, opinions, and feelings that may determine their actions. They’ll develop and share uniform values, standards, and rules of acceptable behavior that will dictate how work will be done. Often, they’ll also have inside jokes and a special vocabulary. Managers will walk by and members of the group will start laughing for no reason. This is an indicator that an inside joke has been established by the group members – a joke managers may never know about. Interaction of members tends to strengthen the group. Change also affects its strength and cohesiveness, as well as the morale of its members. A group that is stable and has little turnover is likely to be tightly knit. In fact, when one member leaves, other often follow suit soon afterwards. The addition of several new members at once may threaten the group, causing a tightening of the original group. The result could be difficulty in assimilating new employees, and their exclusion could lead to higher turnover among them.

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The stronger and more cohesive the group is, the likelier its members are to be influenced by its norms and the more pressure will be put on members to operate within accepted norms. Because this peer pressure is much stronger on line employees that it is on managers or other staff positions, line create a relationship with a targeted customer and present why this potential client would want to buy. Employees may see their relationships with their peers as more important than their relationships with their managers. The people who are most susceptible to group pressures and norms are those who feel least accepted or secure, have low self-esteem or inadequate job skills, have previous failure on the job, or have had a negative experience as a result of a past experience with deviating from the group norms. Kelly, a front desk agent, used to work at a hotel where there wasn’t a good “fit” with the other employees. Now, in this hotel, Kelly desires that group acceptance and will do almost anything to make sure that acceptance is gained. Regardless of whether these people privately accept the group norms, they will generally give the appearance of agreement. In most groups, some ranking will occur by status. Compliance to norms tends to increase among those with lower status or prestige. They may feel they have more to lose by deviation, or they may be more vulnerable to criticism, embarrassment, or rejection. The most effective and productive teams are those groups that have aligned their own goals with those of the company. Managers need the cooperation of the majority of the groups within the department to function with any success. Obtaining their cooperation requires effective and open communication. In the absence of adequate and accurate information, group members will exercise their own interpretations, and undesirable norms may emerge. If the company and the managers are unclear or inconsistent about the mission and values, group members will develop their own shared objectives, which may not support those of the company. Identifying Group Leaders Every group has informal leaders. The influence of these individuals will increase as the strength of the group increases. Managers must be able to identify existing leaders and either win their cooperation or neutralize their effectiveness. Sometimes, someone who is very vocal and something of an agitator may seem to be the group leader. In fact, such an individual is usually a less secure member of the group trying to attract attention and win acceptance. Spotting the actual leader may be more

HUMAN RESOURCES

group norms aren’t consistent with the company’s mission and values, modification must also be handled through the group rather than just through individuals. Just asking employees to accept a change is unlikely to have much effect. The manager who uses power or authority to break up a group,

“The bond that holds the department or organization together is mutual respect”

difficult, so the manager has to watch for more subtle signs. Group members polarize around the group’s informal leader and in many cases imitate the leader’s behavior and body language. People will even sit in the same spots as the leader does, say the same phrases, and make similar gestures. Group members go to the leader with their questions and concerns (many times complaints), and most often, the leader’s opinions and statements, even the leader’s work standards, are adopted by others in the group. The person who emerges as the leader generally represents the group’s norms and is also well-informed and knows the duties of the job very well. Managers can help influence the group’s choice of leaders and norms by providing the employees who represent company standards with information and appropriate training. Caution, however, must be used if leaders become too much more skilled or achieve a high status level. When this occurs, the group may begin to exclude them. Making Group Membership Work The bond that holds the department or organization together is mutual respect. Develop a sense of belonging and a climate that reduces defensiveness by providing recognition, encouragement, and reward. Encourage creativity, flexibility, and sensitivity to others in the group.

prevent its formation, or undermine prevailing norms, fails more often than not. The manager’s actions may actually strengthen the group’s bonds by providing a common cause. The group may become resentful or even vengeful. Morale and productivity may both fall significantly. Similarly, firing a popular leader because of the group’s norms could create a martyr whose significance you can never overcome. If you can’t win leaders over, transfer the individual to another shift or department. If a clique must be broken up, transfer some of its members to a large group of workers that has a strong positive work standard or combine the two groups. Then, promote interaction and open communication among them. Show strong support for the informal leader who represents the standards you want to reinforce. Using Group Influence Managers need to use group influence to modify a group norm. The group pressure will then influence individual behavior to change. Present the problem frankly and factually to all members of the affected group. Then, ask them together to identify the cause of the problem and the solution, including specific changes to the operations and work procedures. Be prepared to provide evidence of the problem by citing particular instances, because participants are likely to react at first by denying responsibility and placing blame elsewhere. Some group members may also react with anger. They should be given time to express it, since progress won’t be made until the air is clear. Listen quietly and use phrases like, “I understand why you feel that way – so let’s work together to solve the problem. I’m sure we will all be happier.” If possible, get people in the group who are well respected to introduce the idea that group standards need to be changed. Consider using a “what if” approach rather than an accusatory approach where problems are simply pointed out and change therefore required. Start the change as an idea versus a mandate This diplomatic approach will encourage group consensus and support. The willingness of people to join together and share common objectives can help build teams as long as individual skills and differences are also recognized and appreciated. Encourage employees to think independently and challenge undesirable norms by promoting individuality and initiative as values. Adapted from Managing Human Resources in the Hospitality Industry by David Wheelhouse, 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

Train employees for participation in decision making, problem solving, and goal setting, as well as in job skills. The importance of group membership is a fact of life in the workplace. When

MANAGEMENT, visit our website at www.hospitalitysociety.org or call us at 616 457-3646.

HOSPITALITY MALDIVES JUNE/JULY 2007

LOCAL NEWS

Friedel’s Maldives Friedel’s second visit to the Maldives was also in 1973 and this time he was commissioned by the German lifestyle magazine Stern to do a photo shoot. At the time Stern had a weekly circulation of 2 million copies in Germany alone and was the leading German magazine. After spending 2 weeks researching, Friedel took another 3 weeks to complete his first extensive shoot of the Maldives. And within this duration he also learnt to scuba dive and produced some of the most memorable underwater images of the Maldives to date. When the shoot was published in Stern later in the year, it proved highly popular and suddenly lots of German tourists began arriving in the Maldives - when Friedel first came to the country, only small groups of Scandinavian and Italian tourists were visiting the Maldives.

Maldives from the air – one of the most breathtaking visual experiences you will ever have in your life - and possibly the most famous images of the Maldives. If ever an individual is responsible for the discovery and popularization of these magnificent views of the archipelago it must be Michael Friedel, the highly accomplished and well-known German photographer. Now synonymous with aerial views of the Maldives and several other magical photographs that have made the destination famous worldwide, Friedel’s first visit to the Maldives was in 1973. While on an assignment in Nepal he was contacted initially by the German tour operator Neckermann to visit Maldives to take some photographs. Friedel was at the time working for Lufthansa and Condor as a specialist in discovering new holiday destinations. At the time Condor was owned 100% by Lufthansa and was the holiday and charter airline. The trip made on Neckermann’s request did not yield any results as Friedel nor the tour operator were able to organize the logistics of doing an extensive aerial photo shoot of the country. At the time, travel by air to the Maldives was only via Colombo, Sri Lanka. Even tourists who wanted to visit the country had a waiting period of 3 to 4 months due to unavailability of seats on planes flying to the region.

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When asked about his ‘sudden discovery of the Maldives’ and the wide acclaim it brought him throughout the world, Friedel is modest in his response; ‘At the time I did my first shoot of the Maldives, several factors were just right to make these aerial views of the archipelago so popular around the world. With the commencement of the operations of large airplanes by Boeing in the early ‘70s, a search for holiday destinations throughout the world had begun. And people in the Western countries were beginning to travel for leisure, to ‘find the eternal summer and warm weather’, mainly in winter. The Maldivian tourism industry was just beginning, and photographs – in the form of postcards – happened to be the perfect medium to market the Maldives abroad.’ Although it was the story that ran in Stern magazine that initially popularized the Maldives as an exotic travel destination, Friedel soon followed it with a series of post cards of his pictures in 1974. And they became instant hits selling in the millions over the years. The first set of Friedel’s post cards of the Maldives were also later produced as a Maldives’ stamp set. The post cards became such a ‘hit’ among tourists and the souvenir sellers in the resorts and other islands that Freidel and his family used to barter them with other items in the shops. After working with Stern magazine as a staff photographer for eight years, Friedel returned to working freelance but continued contributing his pictures for Stern, GEO and other international magazines. Having won the Photokina prize in Cologne in 1954 and with his pictures of Sophia Loren and Elvis Presley published on the covers of Stern and Der Spiegel, Friedel’s career was now well-established and had a growing international reputation. Friedel has traveled extensively and produced feature stories on most countries of the world. His work often promotes tourism while they have also dealt with social, political and scientific themes. His photos have been exhibited in over 20 cities and

countries including Berlin, Cologne, Hong Kong, Mexico and the Maldives. In 1968 Friedel married Marion Friedel, a journalist and writer from Hamburg. Since then they have jointly produced 18 different books, mostly for their publishing company ‘MM Photodrucke’ – the initials MM stand for Marion and Michael. MM Publishing focuses on major tourist destinations including the Maldives, Mexico, Dominican Republic, the Seychelles and Mauritius. The books are updated regularly and published in different languages. They are mostly sold in the destinations themselves and have been reprinted many times. Apart from books on various destinations, Friedel has also produced a range of souvenirs and related merchandise on the Maldives. They include maps, postcards, posters, stickers, puzzles and calendars. They are all very popular with tourists visiting the country as they serve as a perfect memento of their holidays.

Maldives from the air – One of the most breathtaking visual experiences you will ever have in your life.

Michael Friedel has also actively contributed to promoting the Maldives as a tourist destination in the world. He regularly contributes his books and posters for the travel and tourism fairs in which the Maldivian tourism promotion authorities participate. In 1993 Friedel was awarded a special prize on the occasion of 20 years of tourism in the country by the President of the Maldives in recognition of his services to promoting Maldivian tourism. Friedel still visit the Maldives every year with his wife Marion. The distributors for his range of Maldives’ souvenirs and merchandise is AKIRI Shop, Male. Tel: (960) 3317700

HOSPITALITY MALDIVES JUNE/JULY 2007

NEWS

Jumeirah announces new global spa brand ‘Talise’ Talise is set to transform the way spas are defined today Jumeirah Group, the dynamic and rapidly growing luxury hospitality group and member of Dubai Holding, has revealed ‘Talise’ - a pioneering spa concept set to revolutionise the industry. Talise will be available in selected Jumeirah hotels and resorts with the first spa now open at Madinat Jumeirah – The Arabian Resort, Dubai.

The first Talise spa opened on 01 February at Madinat Jumeirah. Future openings include the Jumeirah Beach Club Resort and Spa when it re-opens following a complete redevelopment in December 2007, Jumeirah Business Bay, Jumeirah Bab Al Shams Desert Resort & Spa and HanTang Jumeirah Shanghai in 2008. “Lifestyle transcends the moment; Talise transcends the visit” Jumeirah properties are regarded as among the most luxurious and

At the forefront of relaxation, rejuvenation and luxury, Talise will offer a selection of treatments and spa experiences to suit all guests – whether they are looking for a life-changing programme or tranquility and pampering for just an hour at a time.

innovative in the world and have won numerous international travel and tourism awards. The fast growing Dubai based luxury international hospitality group encompasses the world renowned Burj Al Arab, the world’s most luxurious hotel, the multi-award winning Jumeirah Beach Hotel, Jumeirah Emirates Towers, Madinat Jumeirah and Jumeirah Bab

In line with the Group’s ambitious expansion plans to grow its portfolio of luxury hotels and resorts to 40 by the end of 2009 and its promise to ‘Stay Different’, Jumeirah has developed the innovative Talise spa concept and three key models to roll out Talise within the company: the Urban model for Essential Wellness, the Resort model for Exceptional Wellness and the Destination spa model for Extraordinary Wellness.

Al Shams Desert Resort & Spa in Dubai, the Jumeirah Carlton Tower and Jumeirah Lowndes Hotel in London and the Jumeirah Essex House on Central Park South in New York. The group’s activities are however, not restricted to hotel and resort management. The Jumeirah Group portfolio also includes Wild Wadi, regarded as one of the premier water parks outside of North America and The Emirates Academy of Hospitality Management, the region’s only

Anni Hood, Director of Spas for Jumeirah Group, said: “Talise is a contemporary spa brand and model focused on the cohesion of selected modalities, innovation and luxury. Talise is designed to create a one-of-a-kind experience in integrated wellbeing luxury. The concept challenges the notion that a spa should take only one approach, one concept or one idea to create its identity. This dynamic, evolving and eternally modern spa philosophy will see the Talise model set for global growth.”

third level academic institution specializing in the hospitality and tourism sectors. Building on this success, Jumeirah Group became a member of Dubai Holding in 2004, a collection of leading Dubai based businesses and projects, in a step that aims to initiate a new phase of growth and development for the group. Jumeirah’s ambitious expansion plans to grow its portfolio of luxury hotels

The signature spaces and facilities offered in Talise spas will provide contemplative, meditative and therapeutic environments, designed to aid each guest on their journey of self-discovery. These surroundings will be uniquely designed and styled to suit each spa location and type.

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and resorts worldwide to 40 by the end of 2009 are well underway with projects currently under development in Dubai, Aqaba, Doha, Phuket, Shanghai and London.

SALES & MARKETING

HOSPITALITY MALDIVES JUNE/JULY 2007

ACCOUNTING & FINANCE

The four cornerstones of revenue optimization By Renie Cavallari Traditionally - hotels separate the sales - marketing - revenue management and reservations disciplines. As they are all revenuegeneration functions, it is imperative they are fully integrated so that they complement each other and allow for revenue optimization, RevPAR and GOPPAR growth, as well as optimal market share. In more progressive operations and business models, one person oversees all of these related functions. We predict that in less than five years, leading hotel performers will have a director of revenue who will oversee the integration of all revenue generation disciplines, ensuring maximum revenue capture and market share. Let’s all say it together: In-te-gra-tion (pronounced: n- t-grey-shun)* 1. An act or instance of combining into an integral whole. (* “integration.” Dictionary.com Unabridged (v 1.0.1). Based on the Random House Unabridged Dictionary, © Random House, Inc. 2006.) Having a comprehensive and integrated approach allows for clear and coordinated responsibilities towards the same goal. So, who owns what responsibilities in a revenue integration strategy? Here are the 30,000-foot basics: 1. Marketing Marketing owns the message. Marketing goes way beyond advertising and public relations. Marketing starts with defining who your customers are, then analyzes what, why and how

they buy. Strong marketing has a deep understanding of your customers and then defines a consistent, differentiating and deliverable message—all of which stimulate your targeted customers to buy. 2. Sales Sales own the relationships. Relationships are why people buy and remain your customers. They may buy due to their relationship with your brand, or a past experience, or a connection with a salesperson. What is most important to remember is that people do not want to be sold to, rather they want to buy. It is important that your sales efforts focus their time on how to create a relationship with a targeted customer and present why this potential client would want to buy. Great sales efforts are customer-focused not product or self-focused. 3. Distribution Distribution owns the management of channels. Channels are the way your customers find you—which then leads to them buying (hopefully). They include reservations, electronic channels (Travelocity, Hotwire, Expedia), consortia-mega agencies, Web sites and search engines, to name a few. Your effective management and partnership with distribution channels gives you a larger customer reach and therefore expands your potential capture of demand. 4. Revenue Management Revenue Management owns demand. Revenue management is the process of capturing, analyzing and applying business intelligence against potential demand. It takes the efforts of marketing, sales, channel management, reservations, market intelligence, trends and segmentation to forecast potential demand and make strategic and tactical decisions around this information. By using an integrated approach, your revenue optimization team can leverage the market opportunities to position you for both top-line and bottom-line success. Renie Cavallari is founder and director of inspiration for Aspire, the premier provider of customized and innovative revenue optimization solutions for the hospitality industry across the globe. For more information visit www.aspiremarketing.com or call Renie directly at (602) 392-0700. First appeared in Hotel & Motel Management

HOSPITALITY MALDIVES JUNE/JULY 2007

SALES & MARKETING

Sourcing Bali Launches ‘Hospitality Essentials’® An exciting and extensive range of distinctive accessories for the hotel industry is now available in Bali – with the launch of ‘Hospitality Essentials’®. The complete Hospitality Essentials® collection includes a variety of different ranges with a wide choice of complementing items. It includes table top décor, bathroom and guest room accessories and a selection of operating and service equipment for hotels, resorts, spas and villas. (Trays, ice buckets, room directories, waste bins, soap dispensers, towels and linens etc) A collaboration of ideas, each item is selected for proven quality, creative design and competitive pricing. Visitors to the new website www.sb-he.com or to the showroom at Gunung Salak 31A, Kerobokan will be able to select from a full complement of products and an in-house design service is available for special projects. ‘Hospitality Essentials® is a division of PT Sourcing Bali – one of Bali’s leading Sourcing and Buying agencies. The company opened in 2000 and, combined with its sister company, RIM CARGO (PT RIM EXPRESS INDONESIA) employ more than 70 local staff. For further information: Desmond James Director PT Sourcing Bali / Hospitality Essentials Jl Gunung Salak 31A Kerobokan, desmond@sb-he.com or visit www.sb-he.com www.sourcing-bali.com

HOSPITALITY MALDIVES JUNE/JULY 2007

RECIPE

Ratatouille layered in Spinach Cracker quenelle Crème Fraîche & Raspberry Red Bell Pepper Jus

Schihab A. Adam Executive Pastry Chef Vilu Reef Beach & Spa Resort

Ingredients

Spinach Cracker

160 g brinajl 100 g cucumbers 100 g zucchini 150 g tomato 50 g onion 6 No Cloves garlic 50 g bell pepper red 50 g bell pepper green 50 g bell pepper yellow 20 g tomato paste 100ml olive oil 11 g caster sugar 8 g Salts 5 no. fresh basil plus Pinch of oregano

400g 150g 40 g 9g 23 g 50 g

Method: Brinjal, Zucchini, bell peppers cut into small dices then lightly deep fried. Leave on the side. Chop the garlic and onion add in to sauté in a little stock pan & cook for a few minutes. Add the dice tomatoes, herbs and tomato paste. Cook for a while then add the caster sugar for sweetens Bring to the boil with rest of ingredients along with fried item and simmer uncovered for 10 minute.

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flour spinach and fenugreek with (w/garlic) Butter salt Olive oil crème fraîche for quenelle

For the a cracker Mix the dough and cool in the fridge for a few hours. Roll out very thin. Then cut in to the rectangle shape. Bake till light golden brawn at 180 °C

HOSPITALITY MALDIVES JUNE/JULY 2007

SERVICE

Top Ten Tips To Build a Superior Service Culture By Ron Kaufman 1. CREATE A UNIQUE SERVICE PHILOSOPHY Promising to provide “excellent service” is no longer enough for your customers or your staff. Excellent at what? Excellent service in a hospital is warm and caring, but that’s not what you want at a computer store or car wash. Some restaurants are fast and inexpensive, but that may not be what you want when you go out for dinner.

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The Japanese have twenty different words for “quality” - each with a different meaning: durability, craftsmanship, design, efficient use of materials, packaging, presentation and more. Your customers have as many different words and meanings for “service”. Find out what version or style of service your customers VALUE

5. CONTINUOUSLY TRAIN AND RETRAIN YOUR SERVICE TEAM

2. CONSTANTLY EXPLAIN AND PROMOTE YOUR SERVICE PHILOSOPHY

When you train someone to use a software package, they tend to get better over time. When you train someone in a technical procedure, their performance will improve the more they use it. But why does “customer service training” tend to wear off? Why do customer service workers need continuous training and retraining?

Build it into your Mission, Vision and Values, your newsletter, training, recruitment, orientation and rewards program. Singapore has been working for years to upgrade service skills and uplift the service mindset in the nation. There is even a national movement called “GEMS: Go the Extra Mile for Service”. But service providers also need uplifting goals and a motivating rationale. So we wrote the “Singapore Service Champion’s Pledge”. Take a look at http://www.UpYourServiceSingapore.com You are welcome to adapt this Pledge for yourself, your group or your organization. 3. HIRE PEOPLE WHO ARE COMMITTED TO YOUR SERVICE PHILOSOPHY Everyone must be committed to live your service values every day. UP Your Service! College has three core values. You can read them at www.UpYourServiceCollege.com As the College grows, Sim Kay Wee coached me to insist on new staff alignment with these values. He warned that high-performers who are not aligned with the values can damage your reputation and hurt the morale of your team. So what do you do with a high performing salesperson or brilliant technician who behaves contrary to your values? You help them change, or let them go.

SERVICE

most, and then match your service philosophy to meet their needs.

Because providing customer service requires that you work with other people, not only with software and procedures. Other people can get angry, or be in a bad mood, or simply not appreciate your efforts and the service you provide. That means “wear and tear” on the service provider. That’s why top service organizations continuously train and retrain their team members and support them with a robust service culture 6. RECOGNIZE AND REWARD SERVICE PROVIDERS In a strong service culture, “recognition and reward” must come frequently from the company. Why? Because it doesn’t come very often from the customer. A service provider who calms an angry customer, listens patiently to his complaint and acts quickly to resolve the issue surely deserves appreciation. But how often does an angry customer say, “You did a great job of calming me down and taking care of my needs. Thanks for such great service!” (Answer: Not very often.) Recognition is a powerful form of reward. Salespeople respond to financial incentives. Product engineers work hard to prove a new technology. But most service people are “people people”. Personal recognition from their managers and peers means a lot. Recognition can be given many ways: in private or in public, in person or in writing, with or without a physical or financial component.

4. ORIENT YOUR NEW STAFF TO SUPERIOR SERVICE Texas Instruments conducted an experiment to measure the impact of new staff orientation. One group got the usual induction: workplace rules, employment benefits, office equipment, passwords. A similar group received the same, plus two months of occasional meetings with service leaders, top customers and senior managers. Twenty years later the two groups were compared. The second group scored higher in every category, including positions, promotions, pay, longevity and contributions to the company culture.

Recognition can be given to external service providers, for most customer compliments, extra-mile efforts, best service recovery. Recognition can also be given to internal service providers, for most improved department, most helpful colleagues, best effort to upgrade service, systems or standards.

Recognition can be given to others, too; best service from a supplier, most appreciative customer, most helpful and responsive government agency, most supportive family members at home. Want your team to give better and more creative customer service? Then get better and more creative with your service recognition and rewards!

Make the early investment. Make sure new staff experience the best of your service culture in action during their first months on the job. Buddy them with your best service providers. Introduce them to your best customers. Take time to mentor, manage and motivate the new service players on your team. HOSPITALITY MALDIVES JUNE/JULY 2007

SERVICE

in Action”, or S.I.A. That’s the same acronym for the airline itself.

In a strong service culture, everyone understands what customers need and value. They know what customers want to achieve; their hopes, dreams and ambitions. They know what customers want to avoid; their concerns, anxieties and fears.

What is your program called?

2. Make it easy to submit a suggestion. Put “Suggestion Cards” and collection boxes in the pantry, lounge or cafeteria. Set up a web page or blog with examples of previous suggestions. Dedicate an e-mail address. Set up a voice recorder and publicize the telephone number.

How many channels do you have open right now?

3. Set up categories to help people think with greater focus: Improving Customer Service, New Service Idea, Rewarding Loyal Customers, Recapturing Lost Customers, Better Internal Procedures, Welcoming New Staff, Saving Company Costs, Boosting Sales, etc.

7. BRING THE VOICE OF YOUR CUSTOMER INTO YOUR ORGANIZATION

Excellent service providers know that all customers are not alike. And they know what each type of customer prefers, and their priorities, in different service situations. This deep understanding of customers does not happen by chance. It comes from bringing the voice of your customer deeply into the organization, and bringing members of the organization frequently to your customers. Customer contact should start from the very beginning. Southwest Airlines involves loyal customers in their staff selection process. Singapore Press Holdings sends new staff to interview customers during their management orientation program. Emirates Airlines invites new and old customers to participate in company activities, staff service awards and other special events. Customer complaints and compliments are the real-time voice of your customer. These outspoken comments should be heard throughout your organization. Singapore Airlines publishes customer compliments and complaints in every issue of their monthly newsletter. Compliments boost morale and remind everyone what actions must continue. Complaints are even more carefully read! Every staff member reads each month what must be changed, updated or improved. There are more ways to bring the voice of your customer into the body of your organization. 8. CREATE & SUSTAIN A SUCCESSFUL SERVICE SUGGESTION PROGRAM A superior service culture requires a constant flow of good ideas to improve internal and external service. Everyone in your organization can be a potential contributor. But how many people will take the time to think through and then submit their best ideas? In many places the “Staff Suggestion Program” has earned a bad reputation. It’s the empty “Suggestion Box” hanging on the wall. It’s the “Suggestion Hotline” that no one ever answers. It’s the mandatory requirement of “one idea per person per month” that rips all spontaneity out of the process. It doesn’t have to be this way. Leading service organizations create more effective programs. Here are some best-practices you can use:

1. Give your suggestion program an appealing name. Singapore Airlines calls theirs “Staff Ideas

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When was the last time you asked for suggestions or ran a contest on any single topic? 4. Respond to suggestions quickly. If the answer is no, say so. If the answer is yes, say “by when”. If the answer is maybe, then provide an explanation.

If your staff submitted a suggestion last week, are they still waiting for an answer?

5. Publicize the suggestions you receive, and your responses. Each idea can lead to more ideas. Every response can trigger new and better thinking.

Where are the best suggestions you received in the past six months? Posted on the Intranet, or buried in a file?

6. Reward great ideas. Give $50 for the best idea, $20 for second, and $10 for 3rd, 4th and 5th. Want to accelerate the process and completely shift your culture? Then give out these awards every week! And celebrate your winners with more than money; them give recognition, prizes and praise.

7. Implement good suggestions quickly. Nothing makes staff feel more powerful and effective than seeing their own good idea come to life. Can you name three changes in the past three

How much have you spent to encourage and celebrate suggestions in the past 12 months? If you double that amount, would you get more than twice the value?

months as a result of staff suggestions?

8. Invite customers and suppliers to participate in your program, and reward them along with the staff.

Wouldn’t your customers and suppliers have a different point of view? When was the last time you asked for their suggestions? Are there more ways to build a successful suggestion program where you work? Of course there are. What’s YOUR best suggestion?

9. WALK THE TALK. LEADERS MUST BE EXAMPLES OF EXCELLENT SERVICE. It is essential that leaders, managers and supervisors be SEEN giving excellent service to customers and to staff. Employees may know the Vision, read the Mission and memorize the Values, but they will only BELIEVE in your service culture when they see it and hear it from the people at the top. (And they will mock your proclamations if they don’t.) The manager who tells the team “Get out there and serve!” while he stays comfortably in back is not a service leader at all. The real service leader gets out on the frontline to help whenever she can, especially when times are busy, customers are angry or staff are overloaded.

At a leading hotel in London, the General Manager spends one day every three months dressed in a bellman’s uniform and doing the bellman’s job. Here’s what happens:

• The General Manager meets customers in a completely different way. He asks real questions, and gets honest answers. The bellman hears a lot of unvarnished feedback that guests may be reluctant to share with the General Manager.

• Most of all, the hundreds of other staff working in the hotel see their General Manager doing frontline work with dignity and respect for the customers, and their colleagues. This respect is returned with a shared dedication to providing superior service.

SERVICE

• The General Manager gets a first hand taste of what it’s like to work on the frontline. He wears the uniform, stands by the door, carries the bags, and eats in the staff cafeteria. This first hand experience means small things that might irritate staff get noticed quickly, and fixed quickly.

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SERVICE

The country of Singapore is striving to upgrade quality service and improve the image of service providers. Singapore wants “giving service to others” to be embraced as a noble profession. This is important because Singapore’s future is a service future. Many manufacturing and back-office jobs have migrated to China, India and other lower-cost locations. Meanwhile, more resorts and entertainment, universities, financial, research and medical facilities are coming to Singapore. To motivate local service providers and encourage professional pride, service awards are given every year; Gold Awards, Star Awards, Extra-Mile Awards. After each awards ceremony, the service winners enjoy tea with top government leaders. There are many smiles for TV cameras and photographers from the newspaper. Here’s one way Singapore’s leadership could “walk the talk” and shift the national attitude towards service overnight: At the next awards ceremony, have top Government Ministers “serve tea” to the frontline service award winners. This simple gesture of respect from the very top to the very best at the frontline of service would make everyone in the nation take notice. It would become a national talking point and a terrific example of the nation’s most senior leaders “walking the service talk”.

One business manager told me her staff enjoyed when someone left the company because everyone held a “going away” party in their honor. What kind of cultural reinforcement is that?! A more constructive ritual would be to hold a party welcoming new staff members. Or a gathering to acknowledge staff members on their anniversary of joining the company, thanking them for giving another great year of SERVICE. There are many ways you can reinforce your culture with rituals: “Service Hall of Fame”, “Compliment of the Month”, “Service Provider of the Week”, “Uplifting Service Awards”, “Dinners with Our Service Winners”. You create it, you name it, and you build it up by repeating it again and again. Do you want a stronger service culture where you work? Then create better rituals to promote and reinforce your SERVICE. Copyright, Ron Kaufman. Reprinted with permission. Ron Kaufman is an internationally acclaimed innovator and motivator for partnerships and quality service. He is the author of the bestselling “UP Your Service!” books and the FREE monthly newsletter, “UP Your Service!”®

What is your best idea to “walk the service talk”? How can you build a stronger service culture where you work?

For more information and a sample monthly newsletter, visit http://www. RonKaufman.com

10. CREATE CULTURE

RITUALS

REINFORCE

YOUR

SERVICE

Every strong culture has rites and rituals. These activities anchor individuals to the collective and reinforce what the group deems acceptable, admirable and important. Think “National Day”, “religious service”, “dining habits”, “wedding ceremony” and “tribal dance” to see how deep, diverse and enduring our rituals can be. World-class service organizations create strong rituals to constantly reinforce the importance of providing excellent service. At Raffles Hotel, the daily “line-up” briefing is not to remind waiters about what’s on the menu. It’s a daily ritual to reinforce SERVICE as the main ingredient of their success. At Singapore Airlines, the “roundup” with cabin crew before each flight is not to remind them where the plane is going. It’s a carefully scripted, participatory ritual requiring every member to offer a SERVICE tip and commit themselves to fulfill it. At World of Sports, a brass bell hangs near the cash register. A colorful sign invites customers delighted with the service they received to “Ring the Bell!” and express their satisfaction. Every time that bell rings, this customer-involving ritual reinforces the staff’s passionate commitment to SERVICE.

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SALES & MARKETING

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SALES & MARKETING

Assumptions

The Hidden Sales Killer By Kelley Robertson Assumptions can kill a sale. In my sales training workshops, I frequently discuss the importance of not making assumptions about a person before, during, or after the sales process. Participants frequently nod and tell me that they NEVER make assumptions. One person (Doug Maquire, www.MaquireMarketing.com) sent me this story of a situation that occurred in a department store he worked in many years ago.

Exactly three weeks later the customer came back. He walked through the front door and made a beeline for me. “I need more of them wool socks”, he said. “The boys at camp want to know where I got them and want some too. How many have you got?” I checked the display area, the stockroom, and our new stock shipment and told him I had 58 pair. He paid cash and bought them all.

“I was the ‘young kid’ who had signed on to take the 9 month Management Training course for a department store chain. Sales people were generally assigned specific areas to cover within the store but being a ‘management trainee’ I had to learn all

I never found out exactly how many people he worked with, but every three weeks he’d show up at the store and ask what I had in the way of tee-shirts, long johns, plaid wool shirts, work boots, gloves, caps, toques, coveralls, work jackets, etc.,

departments.”

and each time he arrived, he’d walk right up to me for service and we’d both go to the proper department and select what he needed for himself and for the guys he worked with. He always paid cash and always thanked me for my help.”

One day, a rough looking middle aged fellow entered the store. He was dressed in wellworn workpants, work boots, and a soiled red and black plaid shirt just like you’d expect a lumberjack to wear. No one approached him (I guess he didn’t look like a good sales prospect) and he didn’t move from the front entrance; he just stood there surveying the store from left to right. I walked up to him and asked if I could help. He said, “I need a pair of wool socks. No nylon, no cotton, just wool socks.” We went to the Menswear Department and both watched as the sales person assigned to that department walked away from us so he wouldn’t have to waste his time going through the full selection of hosiery just to find a single pair of wool socks.” I then started asking questions about style, colour, size, price range, etc., to help narrow down exactly what the customer needed. “It don’t matter.” he replied, “Just wool socks. I work back in the bush and we only come to town every three weeks. Nylon makes my feet sweat. Cotton’s okay but it don’t last long. I need socks I can wear at work everyday and that’s wool.” So, I checked the content label of every style and colour of sock that we had in stock and eventually found a pair of 100% wool socks. “Good”, he said, and we walked up the checkout counter to ring in the $3.95 pair of wool socks. The man left and I got a bit of ribbing from the sales person in the Menswear Department about my ‘big sale of the day’ and how ‘not to spend my commission all in one place!’

If Doug had made the mistake of following his coworker’s footsteps and made the same assumptions about the customer, he would have lost thousands of dollars in sales. It is easy to make assumptions about our customers and prospects. A person’s appearance, age, gender, nationality, or role within the company, often influences us. I have made this mistake when speaking to companies in the past. Upon learning that they only had a few salespeople, I made the assumptions they would not be willing to pay my standard fee. I later learned that this assumption was completely inaccurate and that they were fully prepared to invest in their teams’ development. As a consumer, I have often noticed that most sales people will approach well-dressed customers before they talk to people who are attired in jeans or casual clothing. Avoid this fatal mistake and go into every sales interaction with an open and clear mind. This will definitely have a positive impact on your sales. 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.

Three weeks later the customer returned. He then walked over to me and said, “I need more wool socks like that last pair”. This time he decided that he’d take 6 pair. We took the socks up to the checkout counter and rang in the six pair of $3.95 socks. The customer paid cash, said thanks, and walked away with his purchase. This time I didn’t get quite as much ribbing from the sales person in the Menswear Department.

HOSPITALITY MALDIVES JUNE/JULY 2007

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 JUNE/JULY 2007

ENVIRONMENT

Green Floorcare in the Hospitality Industry By Jim Hlavin

Most everyone has heard of Green cleaning but not everyone is

• Place twelve feet of entry matting inside/outside of all entries and exits or other areas where soil may accumulate or be generated.

• Focus on the high traffic areas; the first 30 feet in and outside a building. Frequent dust mopping, vacuuming, wet mopping, and burnishing capture soil at its entry source.

familiar with Green floorcare - Floorcare costs can account for up to 30 percent of the hotel housekeeping budget. Considering the cost and impact floorcare has on appearance, safety, indoor air quality, and staff/guest health, it should not be overlooked when implementing a Green cleaning program. Green floorcare involves the use of preventative measures, more environmentally protective or Green certified chemicals, and more advanced floorcare equipment. It also includes cleaning processes that help reduce the need and frequency of more hazardous

2. Scheduling

and time-consuming restoration procedures such as, sanding,

• Do not over-do it. Floorcare is very strenuous work.

grinding, or stripping and refinishing hard-surface floors.

Expend only the appropriate amount of effort necessary to obtain desired results. Additionally, excessive floor care cleaning often means more

chemicals may be necessary than needed, which runs

contrary to a Green cleaning program.

• Establish a written yet flexible schedule based on

pervious experience and actual floorcare needs.

Green cleaning products, which are necessary in a Green floor care program, contain less or no petroleum materials, as well as zinc and other metals., They also use less environmentally harmful, naturally derived extracts from plants such as soy, corn, citrus or seeds and trees. Key Elements of Green Floorcare

3. Training There are key elements that play a significant role in helping to

Green floorcare. Among these are:

• Of all cleaning task, floorcare requires some of the most thorough training. Involve employees, and

1. Soiling Prevention

supervisors in an ongoing education program.

• Capture and remove soil at its source, the basic line of defense—and the least expensive and

• Outside classes, offered by various cleaning associations and organizations should also be

easiest to do—yet the most under utilize.

attended by supervisory personnel to learn about new

techniques and programs in floorcare.

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4. Safety • Every program must include filing Material Safety Data Sheets (MSDS), the wearing of protective clothing (PPE), record keeping, and safety meetings.

• Use wet floor signs, barricade tape, and avoidance scheduling to make floorcare safer.

5. Documentation • Establish quality assurance guidelines, inspect to verify compliance and make corrections if necessary. • Document the process, watch for trends, and improve.

Additionally, some hotels are switching to cylindrical floor machines, a new technology to the U.S., which has become quite commonplace in Europe. Cylindrical machines use less water and chemical, which helps make them a Greener alternative. They also use brushes, not pads as with a rotary machine, which counter-rotate underneath the machine. This helps minimize the amount of dust that can become airborne. Additionally, one set of brushes can last as long as 100 rotary pads, placing less of a burden on landfills.

• Use quantitative tests to validate results. FLOORCARE TRENDS • Use environmentally preferable purchasing. • Validate your Green cleaning program with an independent third party auditor.

6. Chemicals

ENVIRONMENT

Astute housekeeping supervisors should select floor machines with passive filtration systems and shrouds that cover the base of the machine. These systems help collect dust and debris that are generated when using the machine, so they do not become airborne. The shroud also helps minimize the amount of contaminants that can be released into the air.

• Reduce the number of chemicals used in floor care to three or four items, or less. • Use products certified Green chemicals by recognized organizations such as EcoLogo, EPA, or Green Seal. • Use neutral pH products for daily cleaning. • Eliminate finishes that contain heavy metals or solvents. • Eliminate hazardous acids, alkaline and bleach. • Use natural disinfectants vs. quats and phenols. • Use concentrates with automated dilution systems. • Use dry vapor cleaning as a sanitization process. • Properly dispose of wastewater and slurries in sanitary sewers; never dump on ground, in parking lots, or storm sewers.

FLOORCARE EQUIPMENT In order to protect indoor air quality, an essential component of a Green cleaning program, floors should be vacuumed instead of swept or dry mopped. Additionally, the actual floor equipment used, buffers and burnishers to strip, clean, or polish a floor can play a significant role in a Green floorcare program.

Green floorcare is indeed one of the “hot” trends in building maintenance industry. New equipment, chemicals, and systems are continually being introduced that make floor care safer, easier, and Greener. Hospitality facilities looking for ways to Green their floorcare program should keep current with these trends so they remain on the cutting edge of environmental issues within the cleaning and hospitality industries. Jim Hlavin is head of business development for Tornado Industries, a leading manufacturer of professional floor and carpet care equipment. GREEN RESOURCES FOR HOTELS AND OTHER FACILITIES • Greenhotels.com provides information on applying Green processes to the hospitality industry. • environmentalchoice.com Certifies Green cleaning products • Greenseal.org Certifies Green cleaning products • usgbc.org Information on the Leadership in Energy and Environmental Design (LEED) certification program. • epa.gov Information on Indoor Air Quality (IAQ), mold, and Green issues. • carpet-rug.org Information on Green carpeting, and the CRI’s Green Label and Seal of Approval testing program for vacuum cleaners and carpet spotters, extractors, and cleaning chemicals. Jim Hlavin is head of business development for Tornado Industries, a manufacturer of professional floor and carpet care equipment. http://www.tornadovac.com

HOSPITALITY MALDIVES JUNE/JULY 2007

FOOD & BEVERAGE

Table Dressing Tips By Patrick De Staercke Today, when style and form define top restaurants at least as much as culinary function, operating a restaurant means a lot more than just serving food. Design — including the way tables are topped — is an important part of the dining experience.

Standard table setup for breakfast

Design is one leg on a triangle: design, food and service. They have equal importance, and if one bends the whole triangle collapses.” Eliminate clutter If the tabletop items take over too much of the table space, it is inevitable that you are taking away from the dining experience. Using too many far-out or innovative tabletop items at a time is overwhelming and distracting to the guest. Moderation is the key. Make sure products are durable and available Buying products that don’t hold up under commercial use is one of the biggest mistakes restaurateurs make. If in doubt, test it first, also check availability. Companies have a habit of discontinuing items. The reputations of the vendor and restaurant supply store are important. Budget for loss.

• • • • • • • • • •

A Napkin B Luncheon Plate C Cereal Bowl D Bread and Butter Plate E Cup and Saucer with spoon F Water Glass G Juice Glass H Fork I Knife J Teaspoon

Standard table setup for a formal dinner

Dishes and glasses can break or even be stolen, so make sure your budget includes money to replace those items, Choose flatware based on the food concept and ease of use Sometimes it’s beautiful but difficult to hold. Make sure it is not too light — heavier seems more luxurious! The way you dress tables is a major part of the marketing push, because guests experience your design before your service or food. Once seated, their impression of the tabletop sets expectations for the meal to come. Patrick De Staercke is the Food & Beverage Manager of Meeru Island Resort. He can be reached via email to food&beveragemanager@meeru.com

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• • • • • • • • • • • • •

A Napkin B Service Plate C Soup Bowl on a liner plate D Bread and Butter Plate with Knife E Water Glass F Beverage Glass G Beverage Glass H Salad Fork I Dinner Fork J Dessert Fork K Knife L Teaspoon M Soup Spoon

SALES & MARKETING

HOSPITALITY MALDIVES JUNE/JULY 2007

HUMAN RESOURCES

E-mail: pause before you send By Rachel McAlpine Writing e-mail feels like chatting, but much is at stake. Pause before you send, because you risk offending, irritating or insulting your customers or colleagues. You may even break the law. Communication by e-mail is so quick and easy that people become careless. The trend is to be far less formal, which is friendly but risky. Often, e-mail is undisciplined, unprofessional and a poor advertisement. Some people care about this—a lot. Some feel guilty. Some feel irritated. Others wonder what all the fuss is about.

E-mail is as public as the Web

The e-mail culture polarises people. You might be amazed at how upset some people get over the e-mails you send. Or you might be amazed at how reckless and rude are the e-mails you receive from other people. Most people do business with both types. The fusspots will judge you by your errors. The slackers won’t even notice your spelling. So this decision is a no-brainer: try very hard to avoid making errors! Better be sure than sorry.

Forwarding is just too easy.

Hold that message

With just one little click you can forward an e-mail to thousands. It’s very tempting. Does the message seem amusing? relevant? useful? That’s no excuse. Remember that your organisation’s email system is a business tool. With mindless forwarding you can damage your organisation’s reputation and possibly even break the law.

When writing a difficult or sensitive message, I’ll often draft it by hand or in a different application, such as Tex-Edit Plus. I recommend this practice, which protects me from myself. Here’s another nifty trick to outwit that twitching digit. If replying to a difficult e-mail, temporarily delete the ‘To:’ address and paste it back only when you are confident your reply is satisfactory. Ridiculous? Works for me. Your organisation should have a style guide. The trouble is, email feels less like a letter than a friendly chat, where style guides don’t apply.

Before you click Send, just ask yourself: ‘What if someone else reads this?’ Your boss. Your competitor. The media. Your team mates. Your spouse. Does it still seem OK? If not, don’t send it. To forward another person’s business e-mail usually requires permission from the sender. Issues of privacy and confidentiality should loom large but are often ignored.

When sending one e-mail to two or more people, you shouldn’t automatically reveal all the addresses, which in itself can be a breach of privacy. ‘Cc:’ is where you list e-mail addresses legitimately shared, like those of your colleagues. For other situations, list addresses under ‘Bcc:’ (meaning blind carbon copies). Then recipients see only their own address. Above all, be courteous

At the very least, use complete sentences. And please use complete words, as they appear in the dictionary. Why write myst abbrvs 2 yr bz cstmrs? Surely it doesn’t save any time. Txting is a completely different medium, and even then, skipping vowels is for kids. (Grown-up mobile phones have predictive text with vowels supplied.) Your professional reputation is at stake when you do business by e-mail, so always double-check what you have written, and never send an e-mail in anger or haste. Ancient e-mails that you have deleted can be retrieved from your computer and used as evidence in court. What you write in an e-mail has as much legal significance as the contents of a paper letter.

In an e-mail, without facial or vocal cues, a joke can seem like an insult. Presumably that is why the smiley face is so popular. :-) means ‘Don’t get upset, I’m saying this in a friendly voice.’ If your words are courteous, you won’t need the smiley, which is often too casual for a business e-mail. If you are really worried about how your message comes across, why not pick up the phone instead? As you see, there are many reasons to pause before hitting Send. ©Rachel McAlpine Trust August 2005

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LOCAL NEWS

The Apprenticeship Programme at Four Seasons Resorts Maldives Originally launched in 2001 at Four Seasons Resort Maldives at Kuda Huraa, the Apprenticeship Programme is a vocational training programme for young Maldivians who wish to enter the hotel industry and intend to make this exciting industry their career. Designed and managed by Four Seasons Resorts Maldives, the programme’s objective is to provide apprentices with a firm platform of theoretical knowledge and practical skills to perform successfully in the fast growing tourism industry in the Maldives. The Apprenticeship Programme is open to Maldivian nationals aged between 16 to 20 years with O-level certification, fluent in both written and spoken English, and with an outgoing personality infused with enthusiasm for the service industry. Through a combination of intensive practical on-the-job training and theoretical classroom sessions, apprentices are trained throughout the course of a year to become professionals in areas ranging from F&B Preparation to Safe Maritime Transport and Housekeeping. Intense specialisation courses are taught alongside many other facets of hospitality studies. As the Maldives’ tourism industry continues to expand, so too does the Apprenticeship Programme. From the five graduates who benefited from the scheme in its inaugural year, the number of graduates has increased considerably:

HOSPITALITY MALDIVES JUNE/JULY 2007

Class Class Class Class Class

of of of of of

2002: 2003: 2004: 2005: 2006:

5 graduates 10 graduates 15 graduates 30 graduates 45 graduates

On May 26, 2007 at 8:00 pm at the Dharumavantha School at Male City, there will be a Graduation Ceremony for the Class of 2007 with a total of 21 graduates from Four Seasons Resort Maldives at Kuda Huraa and Four Seasons Resort Maldives at Landaa Giraavaru One of the highlights of the Class of 2007 is that this special batch of graduates has garnered invaluable pre-opening experience from both resorts. Instead of the usual “classroom” learning environment, the apprentices then, were exposed to the rare opportunity of being part of the amazing opening teams of both Four Seasons Resort Maldives at Kuda Huraa which reopened on September 15, 2006, and Four Seasons Resort Maldives at Landaa Giraavaru which opened on November 1, 2006. By being involved in opening projects such as the creation of F&B menus, setting up of basic operational standards, to putting together the finishing touches in the new rooms, this group of graduates is equipped with experience that will be very useful to their future in the hospitality industry.

Successful students all share a sincere desire to grow and reach their highest potential – a fundamental prerequisite for Four Seasons employees, viewed by the company as the standard bearers for the intuitive, highly personalised service for which it is widely acclaimed. Classroom sessions, designed to cover materials being taught in practice, are presented by senior hotel managers with many years of international experience in the deluxe hotel, dive and marine industries.

Shangri-La Maldives welcomes new General Manager

LOCAL NEWS

Rather than developing these young hoteliers exclusively for its Maldivian Resorts, the aim of Four Seasons is to find young men and women with a keen interest in the hospitality world and provide them with the theoretical and practical skills required to feed the rapidly expanding hotel industry of the Maldives. Apprentices are not bonded to work at Four Seasons Resorts Maldives although most of them do. Students are selected by a team of senior management staff from a series of hundreds of one-toone interviews held at up to twenty islands each year.

Jens Moesker assumes his position as the General Manager of Shangri-La’s Villingili Resort & Spa, Maldives commencing 1st July 2007. Jens has for the last 7 years been with Shangri-La hotels and resorts. For most part he has been in China with a stint in Indonesia and is looking forward to his new challenge with Shangri-La in the beautiful Maldives.

The Apprenticeship Programme of Four Seasons Resorts Maldives is very much in line with the human resources philosophy of Four Seasons – select motivated people, train them to be the best they can be and offer them an environment in which to flourish. Once they have been inducted into the Four Seasons environment, they will encounter a management approach based on respect and the company’s Golden Rule which is - to treat others as we would wish to be treated. This ethical code of behaviour has created an environment where employees are treated with dignity and respect. This has in turn boosted staff morale and productivity and motivated them to give their best. For its efforts and commitment to developing the human resources of the country, Four Seasons Resort Maldives at Kuda Huraa has received the “President of Maldives Award for Human Resource Development in the Tourism Industry” for the years 2001, 2002 and 2004 As the world’s leading operator of luxury hotels, Four Seasons Hotels and Resorts currently manages 74 properties in 31 countries. Four Seasons Resort Maldives at Kuda Huraa reopened on September 15, 2006 while Four Seasons Resort Maldives at Landaa Giraavaru opened on November 1, 2006. Both resorts offer a vacation experience of unlimited variety, and the highly personalised, anticipatory service that Four Seasons guests expect and value around the world. Information on the company and on Four Seasons Resorts Maldives can be accessed through the Four Seasons Web site at www.fourseasons.com. For further information, please contact: Juliana Ang Director of Public Relations Four Seasons Resorts Maldives

Jens Moesker General Manager of Shangri-La’s Villingili Resort & Spa.

In line with Shangri-La’s drive to be a good corporate citizen, Jens was awarded with the Honorary Citizenship of Changchun located in the North-East of China. This was due to a series of charitable and social initiatives implemented by the hotel, so as to give back to the society and the local community. Jens in his speech at the cocktail function held recently stated that Shangri-La is firmly committed to the success of the project which is moving ahead quite rapidly. He further said that bringing Shangri-La’s hospitality to the Maldives has been declared as the priority from the highest levels of the Shangri-La group and that people at all levels in and outside of Shangri-La are enthusiastic about creating one of the most fascinating resorts in the world.

Sales & Marketing Office 583 Orchard Road, Forum, #12-03 Singapore 238884 Tel: (65) 6514 8281

Jens is looking forward to learning the ins and outs of the tourism industry in Maldives and working closely with all concerned in order to deliver Shangri-La’s promise to the Maldives.

Fax: (65) 6835 9839 Email: Juliana.ang@fourseasons.com Web: www.fourseasons.com/maldives HOSPITALITY MALDIVES JUNE/JULY 2007

HOSPITALITY BITES

Hospitality Bites Courtesy of ehotelier.com

Banyan Tree Gets Nod For US$270 Million Vietnam Resort Banyan Tree Holdings has obtained formal approval to develop a US$270 million resort near the beachside city of Danang on Vietnam’s central coast, cementing an earlier memorandum of understanding. The Laguna Vietnam will include a Banyan Tree resort and spa, an Angsana resort and spa, a golf hotel and 18hole golf course. Two more hotels will be operated by other brands. Residential villas and other housing will also be offered for sale. Banyan Tree has already begun the master-planning and design work, and construction is expected to start within 12 months. It will take place in three phases and could span up to 15-18 years. The 200-hectare site is 35 km north of Danang International Airport. Thailand Still Tops Asian Tourism Destination Despite Civil Unrest Thailand remains the top destination in Asia-Pacific for travelers despite civil unrest in the country, according to an online survey conducted by VISA Asia Pacific and PATA, the Pacific Asia Travel Association. Of the 5,050 respondents in 10 countries, 20 percent named Thailand as their most likely destination. About two-thirds of those surveyed had already visited Asia, and 47 percent of those had been to Thailand. Thailand was again rated as the number one destination on travelers holiday lists, followed by Japan and China, the statement said. The survey found that of those intending to make an international trip in the next two years, 52 percent are considering Asia as their next travel destination, a nine percent increase from 2006.

spectacular Fijian island of the same name. Vatulele is a 25-minute light aircraft trip from Nadi International Airport, six hours south-west of Hawaii and four hours north-east of Sydney. Vatulele island itself is one of more than 300 islands that makes up Fiji, and are spread over 1.3 million square kilometres in the heart of the South Pacific. Opened in 1990, Vatulele Island Resort - known simply as Vatulele - was named Fiji’s top resort by the AAA Tourism Awards in 2005, following its award the year earlier as the Best Boutique Resort in Fiji. It was honored as Small Luxury Hotel of the year in 2000. Vatulele is made up of just 19 accommodations comprising 17 beach villas or bures, plus the Grand Bure and The Point - the premier accommodations with private pools and dedicated staff. Fortune magazine named The Point #2 in the Top Ten Barefoot Resorts in 2002. “We are extremely proud to be able to include Vatulele into our portfolio” said Six Senses’ Chairman, Sonu Shivdasani. “The concept and spirit of Vatulele run parallel to the brand values of our Evason and Soneva properties in the Maldives, Thailand and Vietnam. For example, in our Maldives properties we have the philosophy of No News No Shoes, which also applies to Vatulele”, he added. Emirates Airline to invest US$736 Million in Hotels The Dubai-based Emirates Airline will invest 2.7 billion dirhams (736 million U.S. dollars) to develop its hotel portfolio in a bid to expand its share in Dubai’s hotel industry, local newspaper Gulf News reported on Wednesday.

Accor has opened its 300th hotel in Asia Pacific Accor has opened its 300th hotel in the Asia Pacific region with the launch of the Grand Mercure Xidan Beijing in China. The re-branding of Grand Mercure Xidan Beijing follows a record 2006, during which the group’s Asia Pacific hotel network grew by 21%, adding 53 hotels in 12 countries. Main countries for growth were China, Thailand, Indonesia and Australia. The expansion included significant new hotel openings covering all seven hotel brands that Accor operates in the region: Sofitel, Grand Mercure, Novotel, Mercure, All Seasons, Ibis and Formule 1. Accor also has a further 95 hotels committed to open over the next two years, with China and India being two of the principal growth markets. Six Senses Resorts & Spas to operate Vatulele Island Resort, Fiji Six Senses Resorts & Spas has taken over as the operator of the iconic boutique resort - Vatulele Island Resort - located on the

HOSPITALITY MALDIVES JUNE/JULY 2007

As the second largest and most profitable Arab carrier, Emirates Airline carries the largest number of passengers to and from Dubai and also takes care of their accommodation during their stopover in the city, the report said. “We are the largest providers of businesses to Dubai’s hotel industry and will continue to be. The new division is our responsible contribution to the Emirate of Dubai,” the airline’s vice-president Hans E. Haensel was quoted as saying. Emirates’ hotel projects include the Emirates Park Towers, a twin tower complex with 900 guest rooms and 300 serviced apartments, the Emirates Green Lakes, a 350-apartment complex, and the Emirates Marina Hotel and Residence, a complex with 261 rooms and apartments to be opened in September. Established in 1985 by the Dubai government, Emirates Airline currently operates services to more than 80 destinations in Europe, the Middle East, Africa, Asia, Oceania and North America.

New luxury leisure consortium launches

Launching officially in June 2007, the popularity of the new luxury leisure consortium, similar to Virtuoso, has seen a large number of agents, operators and hotels already signing up, with just a few membership opportunities now left in the network’s target countries. The network’s popularity is two-fold, with GHLN acting as the central contracting and negotiation point between small niche tour operators, travel agents and quality assured luxury hotels around the globe. Currently recruiting for a limited number of select network partners in the USA, GHLN is free to join and provides members with a host of exclusive benefits. A specialist in negotiating the best net rates for ultra luxurious 5* and 5* deluxe hotels, GHLN is able to offer travel agents and tour operators both the profit margins and luxury hotel allocations that are otherwise difficult to obtain. Using a revolutionary and specially designed G-wiz technology platform, agents and operators will have online access to over 300 quality assessed luxury hotels; all with live availability. Offering the ultimate in simplicity, G-wiz is for all reservations, amendments and cancellations and provides instant confirmations for all transactions. Member luxury hotels are given access to new and significant revenue streams by being able to distribute rates and inventory through a single contract to a network of smaller operators and agents. Marizanne Roos, Key Account Manager, Great Hotels Organisation, commented: “GHLN is able to assist luxury hotels, agents and tour operators in their ultimate aim of selling travel experiences. Due to its free membership, simplicity and consequently obvious business benefits, GHLN is already proving universally popular, with the positive response only expected to continue.” http://www.ghorg.com/ghln.html

Banyan Tree Launches Ultra-Exclusive Private Villa Brand - Banyan Tree Residences Singapore-listed Banyan Tree Holdings Ltd (“Banyan Tree”), a leading developer, designer and operator of luxury resorts, hotels and spas, has announced the launch of a new luxury brand targeting top tier travellers and investors - Banyan Tree Residences. Banyan Tree currently manages and operates 21 premium hotels and resorts in highly sought-after city, beach and mountain resort locations, as well as 58 spas, 68 galleries and 2 golf courses. Approximately 30 new Banyan Tree Group hotels and resorts are slated to open by 2010 in destinations that will include Mexico, Barbados, India, China and Greece.

HOSPITALITY BITES

Debuted at WTM 2006, the Great Hotels Luxury Network has received a universally positive response from luxury hotels, tour operators and agents alike.

The new Banyan Tree Residences are now available at Banyan Tree properties in Phuket and Bangkok, Thailand, The Seychelles, Lijiang, China and Bintan, Indonesia. The concept of Banyan Tree Residences is to allow investors to buy their own signature villa, townhouse or apartment which becomes part of the inventory of these exclusive resorts, and receive an annual guaranteed return of 6% per annum for six years, with options to renew or share in revenues generated by the property. “Banyan Tree Residences enable investors to diversify their portfolios whilst receiving guaranteed returns, without worrying about managing the property when they’re not there. Of course all of our owners enjoy the lifestyle benefits which have become synonymous with the Banyan Tree Hotels and Resorts brand,” stated Richard Skene, Assistant Vice President, Banyan Tree Residences. New Banyan Tree Residences, encompassing the now traditional elements associated with a truly luxurious lifestyle, have been conceptualised and designed by Architrave Design and Planning, Banyan Tree’s in-house architectural arm, whose numerous award-winning properties often grace the pages of travel and design publications worldwide. Owners are entitled to 60 days complimentary use of their Residence every year, membership at the exclusive Banyan Tree Residence Club and privileged access to the Banyan Tree Private Collection – Asia’s first Destination Club. The strength of the Banyan Tree brand provides buyers with confidence in the quality of development, services, management and superior income for the property. Along with ownership of a Banyan Tree luxury property comes peace of mind as well as hasslefree maintenance, cleaning, landscaping, security, plus access to hotel amenities and services. An open exhibition of Banyan Tree Residences will be held in Hong Kong on Saturday 16 and Sunday 17 June 2007 from 11am to 7pm at The Landmark Mandarin Oriental Hotel. Prior to Hong Kong, an open exhibition of Banyan Tree Residences will also be held in London on Friday 1 and Saturday 2 June 2007 from 11am to 7pm at China Tang at The Dorchester hotel. Executives from the property arm of the Banyan Tree Group will be on hand and available to meet with interested parties looking to invest. Founded in 1994, prestigious Banyan Tree Hotels & Resorts launched with its flagship resort in Phuket, Thailand. With a corporate philosophy and mandate to provide a Sanctuary for the Senses, each subsequent Banyan Tree property is purposefully designed to blend seamlessly into its natural surroundings and to provide discerning guests with a sense of place.

HOSPITALITY MALDIVES JUNE/JULY 2007

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HOSPITALITY MALDIVES JUNE/JULY 2007

NEWS

‘Hutschenreuther Hotel’ is becoming ‘Tafelstern professional porcelain’ tabletop AG in 1997 for a period of ten years will expire at the end of 2007, the company has decided to rebrand itself.

‘Hutschenreuther Hotel’ will soon be changing its brand name to ‘Tafelstern professional porcelain’. With the new name the brand underlines and consolidates its position in the premium sector. This is a logical consequence of developments which have taken place in recent years, seeing an upwards shift in the quality level of the brand’s products and services. As a result, the brand image has also undergone a positive shift – it is now universally associated with independence and a modern product and service portfolio. In recognition of this, and due to the fact that the licence for the rights to the brand name ‘Hutschenreuther Hotel’ issued by BHS

Changing to ‘Tafelstern professional porcelain’ will mean no longer depending on a competitor to run the brand. The new brand will make its first appearance as the successor to Hutschenreuther Hotel at the Internorga in March 2007, sending the market a strong and unmistakeable message that the brand will operate completely independently from now on. The official brand name change is set for 1 April 2007. Apart from the product portfolio and the existing distribution and delivery networks, the customer-oriented service and corresponding expertise will remain unchanged as integral features of the Tafelstern brand. There will be no change to the formal product statement, just a new maker’s stamp on the base. The brand’s decision to adopt a German name was taken consciously and deliberately. German porcelain is internationally renowned for its quality, and all the products in the Tafelstern range are made in Germany. The name is also easy for foreign clients to pronounce, simple to remember and free of any negative associations. The explanatory tag ‘professional porcelain’ also clearly identifies the brand as belonging to a manufacturer of porcelain for use in the hotel and catering industry. Along with the brand name itself, which will become increasingly important as an ‘umbrella’ for the collections, a new key visual will also be introduced. This will form a link between the brand name and the commitment of the Tafelstern product range to upholding the cultural tradition of serving good food on excellent tableware. The logo, featuring a serviette folded in the form of a star, is also associated with the stars which critics award to top-quality hotels and restaurants. In future, the trade name will be: TAFELSTERN • Professional Porcelain • A BHS tabletop AG brand • Ludwigsmühle •95100 Selb info@tafelstern.de www.tafelstern.de

www.tafelstern.com

HOSPITALITY MALDIVES JUNE/JULY 2007

SERVICE

Service Excellence: The Bottom Line of Leadership

our specific needs, baby and all, seemed to be a priority from gardeners to housekeepers to bartenders to front desk staff. In spite of and despite economic hardships of the island and a less optimistic tourism atmosphere due to worldwide events, the hotel staff seemed trained and motivated to deliver exceptional service. Consistent and constant good service like this, at all levels, is rare in today’s world and hard to maintain, especially on an island with less educated and less experienced personnel from whom to choose. Even in major cities, where experienced hospitality employees are more available, keeping those employees continually excellent at each point of contact requires focused attention. Hiring, training, retaining and leading employees with the attitudes that will create the desired guest experience represents a constant challenge. Usually there is one reason and one reason only for consistent and constant service success—the man or woman at the top. My hunch proved correct. “ A red carpet attitude starts from the top.” Employees continually cited the property’s General Manager as their inspiration and the reason for their enthusiasm and longevity. They were not forced to deliver service excellence; they sincerely wanted to make guests happy. They were equipped with service skills and more importantly attitudes befitting a luxury resort. Most came to the property with no training or role models and ended up being shining service stars.

By Roberta Nedry Imagine arriving in a lush yet primitive island environment with a new baby in tow…the first real family vacation since adjusting to parenthood. As might be expected in a less developed country, island services led to several initial frustrations, mostly due to untrained personnel and limited resources. As we bounced along roads decorated with potholes, we quickly surmised that our anticipated, relaxing vacation might not end up that way. We began to lower our expectations. After all, we did choose this less civilized island environment and we were ready to roll with the punches. Yet, when we arrived at a recommended island resort something happened…. something wonderful.Making each guest feel special and appreciated seemed to be a natural instinct for each employee we met, no matter what time of day. Addressing

HOSPITALITY MALDIVES JUNE/JULY 2007

After I met this General Manager, I was even more delighted. He genuinely cared about his employees and made them feel important even when he was with guests. He’d spent a lot of time getting to know them and empowering them with a strong service sense. He was a property role model and walked the service talk. And the most powerful part of all, his occupancy numbers and repeat guest statistics were up while almost everyone else’s in his market were down. Service excellence does and will impact the bottom line. The attitude and service spirit of any organization absolutely reflects management’s philosophy and actions. To lead employees in proactive customer service behaviors and encourage their active commitment, management must recognize, understand and practice those same behaviors. General Manager Anthony Bowen and his team at The Windjammer Landing, St. Lucia, in the West Indies did just that and created an experience for our family that far surpassed our expectations. An effective leader, an evangelist who believes the customer and guest will provide the bottom line profits they need, begins by understanding what to do. Next, he or she accepts, believes, values and internalizes the key concepts they expect of their employees. When both of these take place, these same leaders

When employees see their leaders actually leading by example, they feel good about their work and are more motivated to satisfy their guests. Guests and customers in general feel good when they deal with companies who seem to treat their people well. Employees respond to respect, caring and communications just as much as guests do. Satisfied employees are more likely to produce satisfied guests. Satisfied guests make the employees experience more satisfying. Satisfied employees stay longer and give more. Satisfied guests stay longer and come back. Employees can also be an invaluable source of market data and on the impact of service standards based on their day-to-day experiences with guests and even fellow employees. Employees can be management’s eyes and ears on what makes guests most happy and what causes guests the greatest anxiety. They can help define specific services, tools or resources employees need to better serve guests. Management should determine how to gather this data on a regular basis as well as encourage employees to share their observations through defined communication channels. It is critical that management and the employees they supervise perceive service delivery in the same way and that communication is a constant two-way process.

“The attitude & Service spirit of any organization absolutely reflects management’s philosophy and actions”

guests. Everyone wants to feel acknowledged and know that his or her role, no matter how small, makes a difference in the overall guest experience. Beware the “Iceberg of Ignorance”. The majority of the structure lies beneath the surface. So do the majority of problems AND opportunities with employees and in turn, with guests. Hold employees accountable for communication and empower them to “self report” thoughts on how to improve the guest experience as well as their jobs. Define the most desirable guest experience and train employees on each step of delivery. Analyze each point of contact to see how service can flow more smoothly and positively. Find out where the “wow” factor can be added to the service chain of events and reward employees who are doing it. Remove or retrain those that aren’t. Be a “wow” leader with employees and guests.

SERVICE

can “walk the talk.” Desired behaviors only will take place when each leader and their respective managers and supervisors start modeling these behaviors to those they manage.

Acknowledge employee concerns, don’t ignore them. Let them know management cares about them as much as guests. Hold frequent team meetings with all levels of employees and review current standings and team/company goals. People do what is expected when it is inspected. Treat employees as the best customers and they will treat guests to the experiences that matter most. Be a service role model from head to heart before expecting employees to do the same. Executives who embrace the mantle of service leadership will see benefits to the bottom line, the rewards of loyal and motivated employees and the guests that keep on coming back. Roberta Nedry is President of Hospitality Excellence, Inc., consultants in 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

On the other hand, when needs are not met, uncovered, satisfied or ignored, both guests and employees experience a sense of loss. Perception of loss leads to complaints, turnover and even worse indifferent performance. Employees feel empty and it shows. Guests sense the disconnection and leave disenchanted. Leadership makes the difference in standards and expectations for service delivery. Even when things do go awry, employees should be prepared and empowered to address guest concerns with realistic service solutions and know that their management will stand behind them.

“Acknowledge employee concerns, don’t ignore them. Let them know management cares about them as much as guests”

How can those in charge be even greater in their service success through leadership? Define a specific service philosophy for the property or organization. Once defined, make sure employees understand how to incorporate it into their daily roles. Keep it alive and reinforce its value in all employee communications and meetings. Be a living example on property and off. Know the employees and what makes them tick. Even if knowing each employee is impossible, find ways to make management’s contacts personal which will cause employees to do the same for HOSPITALITY MALDIVES JUNE/JULY 2007

SERVICE

HOSPITALITY MALDIVES JUNE/JULY 2007

APPOINTMENTS

Appointments TAJ EXOTICA RESORT & SPA

HULHULE ISLAND HOTEL

New appointments Mr. Santhosh R. Kutty - General Manager

Hulhule Island Hotel has the pleasure to informing that as recognition of the hard work, sincerity dedication and potential, the below members have been promoted during May 2007:

Santhosh Kutty - relocated from Taj Holiday Village, Goa. Santhosh has seven years of experience with Taj Hotels and has, in his previous two positions, handled the position of an Executive Assistant Manager, Taj Malabar, Cochin, and General Manager, Taj Holiday Village, Goa, very successfully.

Mr. Mr. Mr. Mr. Mr.

Ibrahim Jameel Moosa Naseer V.Srinivasan Rajesh Dolas

NALADHU

Food & Beverage Assistant Kitchen Steward Kitchen Assistant Security Assistant

Subas Lamichhane Moosa Rameez Naafiz Yoonus Mohamed Shareef Abdulla Niyaz

Commis III to Commis II Commis III to Commis II Trainee to Steward Public Area Cleaner to Room Attendant Public Area Cleaner to Room Attendant

Promotions and Re-designations Ismail Abdulla Nadeem Adam Ahmed Isam Hassan Amshooz Ahmed Saleem Dennis Zacharias

Villa Services Assistant to Butler Villa Services Assistant to Butler Villa Services Assistant to Butler Villa Services Assistant to Butler Villa Services Assistant to Butler Asst. Engineer to Asst. Executive Engineer

MEERU ISLAND RESORT

Ibrahim Adam New Assistant Chief Engineer Marine since May 1st 2007

Mr. Cyrille Stegmann, Sr. Hotel Manager Cyrille completed his Hospitality Management Degree in Switzerland in 1995, and soon after did a trainee internship with Bellevue in Gstaad, Switzerland for six months. He then went to America and worked with Radisson Marco Island, Florida, USA, for two years as Management Trainee in F&B and Rooms Division. There after, moved on to Dubai, Al Maha run by Emirates Airlines, part of the opening team, as restaurant manager. He’s worked in many destinations in various capacities; in Scotland, the land of bagpipes and kilts at the Westin Turnberry Hotel & Spa as Events and Bar Manager for a year; South Africa as Asst. General Manager at the Lake Pleasant Hotel belonging to the Mantis Group of South Africa for a year, Tanzania as Food & Beverage Manager, at The Arusha Hotel, Arusha; in Vietnam as part of the pre-opening team as Resident Manager for one and a half years at Life Heritage Resort Hoi An, later assisted in the refurbishment of Life Wellness Resort Quy Nhon, part of the same group in Vietnam for a year and a half more until the sun, sand and azure seas of Maldives lured him to join Minor as Senior Hotel Manager at Naladhu. ANANTARA MALDIVES Mr. Soumitra “Boby” Pohari has been promoted to the position of Wine Guru for Anantara Maldives and Naladhu. As the master of the properties’ cellars, he will play a significant role in their development as premier resort destinations of the Maldives.

Mohamed Saleem New Assistant Housekeeper since May 1st 2007 HOSPITALITY MALDIVES JUNE/JULY 2007

NEWS

New concepts targeting Gen-Xers By PricewaterhouseCoopers There were a total of 24 new hotel brand launches in 2005 and 2006, which is the largest number of brand introductions in a two-year period since 1989, according to PricewaterhouseCoopers. The new brand launches represented non-U.S. brands affiliating with hotels in the U.S., new concepts targeted at Gen-Xers and Millennials, independent brands, brands affiliated with established lodging companies and brands at many price levels. “Accelerating demand, the increasing representation and influence of Gen-Xers and Millennials, globalization and the trend for major brands to offer a range of service and price levels -- all occurring at the same time that supply growth is accelerating -is resulting in a record number of brand introductions,” explains Bjorn Hanson, Ph.D., and principal in PricewaterhouseCoopers’ Hospitality & Leisure practice. The following tables summarize 2005 and 2006 brand introductions in the U.S.

2006 Brand Introductions

Luxury

• Waldorf=Astoria Collection (Hilton Hotels) • Le Crillion (Starwood Capital) • Blue (Taj Hotels & Resorts)

• • • •

All Suites / Extended Stay

• Element (Starwood Hotels) • CitiStay Hotels (CitiStay Hotels, LLC)

Upscale Solage Hotels & Resorts (Auberge Resorts) James Hotels (Lifestyle Hospitality, LLC) Stay Social (LXR Luxury Resorts) Palomar (Kimpton Hotels)

Source: PricewaterhouseCoopers LLP from various sources.

2005 Brand Introductions Among the brands introduced in the US in 2005 and 2006, ten brands

Luxury

• • • • • • • •

Upscale

• • • •

All Suites / Extended Stay

• Cambria Suites (Choice Hotels) • Extended Stay Deluxe (HVM, LLC) • Hyatt Place (Global Hyatt Corp.)

were introduced by new companies, two brands were international brands new to the US lodging market and one was a brand extension. Further,

Capella (West Paces Hotel Group) Gansevoort (Gansevoort Hotel Group) Graves Hotels (Graves Hotels and Resorts) LXR Hotels (WHM, LLC) Montage (Preferred Hotel Group) Solis (West Paces Hotel Group) Taj Hotels (Taj Hotels & Resorts) Twelve Hotels (Novare Group)

Alden Hotels (Alden Hotels) Aloft (Starwood Hotels & Resorts) Aqua Boutique Hotels (Aqua Hotels and Resorts) Nylo (Nylo Hotels)

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four of the nine brands introduced in 2006 were primarily targeted towards the Gen X population.

SALES

HOSPITALITY MALDIVES JUNE/JULY 2007

ENVIRONMENT

The Tourism Industry and its Impact on the Marine Environment By Sidath De Silva Maldives is a proud and historically unique nation, made out of nearly 1,190 tiny islands scattered across the Indian Ocean. All of us are aware that the country has been blessed with some of Mother Nature’s most precious creations. Crystal clear, emerald green water surrounding these tiny islands, white sandy beaches and the fascinatingly mysterious underwater world are just a few of these wonderful creations to be mentioned. It is undoubtedly the seemingly endless underwater kingdom which had made this atoll nation one of the great tourist attractions around the world and a house hold name (especially in Europe) for “dream come true” vacations. Colorful corals, reef walls, exquisite marine life, famous shipwrecks, etc. contribute in a great extent to make this more colorful and attractive to divers all over the world. Being an atoll nation, tourism and fishing industries would invariably become the Maldives’ main bread winners. Incidentally these two industries have been the back bone of their strong and stable economy which had achieved an incredible rate of growth compared to most of the other developing countries over the past decades. That itself is a remarkable achievement for a nation that depends entirely on imports for their existence, except for fish of course. Well, they have every right to be a proud nation, haven’t they? Coral Reefs The first sight one would experience when flying over Maldives at low altitude is the vast structures of coral reefs surrounding the

islands. These corals not only add splendor to the underwater world but also form a natural defense line against wind (not sure about the defense against wind) and waves. Created by a tiny creature called “Polyp”, these delicate, branching corals grow over several years at a rate of 20 – 25 cm per year and finally, when they’re fully blossomed, the multitude of colors found on these corals are an unbelievable sight to any diver. (It’s not only branching corals that form the reef. The growth rate is ok for branching corals but for other types of corals such as massive corals and encrusting corals, it’s much slower) These colorful corals naturally shelter a vast variety of marine life ranging from small reef fish, various types of shrimps, lobsters and sea anemones to deadly predators such as moray eels, barracudas or manta rays, who hunt for their prey among these corals. According to a marine biologist who has carried out extensive research on marine life, there are nearly 1,200 species of fish living in Maldivian waters and there’s much more left to be identified. The sight of a lonely white tip reef shark emerging from a cave in a coral wall or behind a school of reef fish is not an uncommon sight in this under water world. Though it sounds like a terrifying experience to swim with sharks, these reef sharks are not aggressive at all. In fact they are the most common shark species found in Maldivian waters and spend most of their time hovering in shallow water to evade falling prey to their own big brothers. Therefore, snorkelers have a better chance of spotting these reef sharks than divers. groupers are another large species of HOSPITALITY MALDIVES JUNE/JULY 2007

ENVIRONMENT

fish living in close vicinity to coral reefs that attract divers. A fully grown grouper can weigh up to several hundred kilos and hand feeding a giant grouper in its own habitat is a unique and rare opportunity one can experience. However, lately these large groupers have become a popular target of fishermen as there is great demand for grouper fish in China and East Asia. As a result, large grouper fish are not such a common sight anymore in Maldivian reefs at present. Frogfish, scorpionfish and stonefish are three vicious looking creatures capable of camouflaging themselves superbly to avoid detection by prey and predators alike. They are capable of changing colors to match the surrounding coral reefs and even a professional diver will find it hard to detect these fish unless they make a false move. The parrot fish is yet another variety of fish that depends on coral reefs to a great extent. With their powerfully flushed teeth, they feed by scraping algae off the reef. This habitual action of parrot fish not only controls the growth of algae, it also contributes enormously to produce sand, the much needed ingredient in formation of islands. Shipwrecks There have been hundreds of shipwrecks in Maldives throughout the century. However, out of all of these, only a handful stand out like gigantic ornaments adding additional beauty and majestic looks to the sea beds. Just like any other natural coral reef, these shipwrecks too provide many species of marine life with an ideal living ground, breeding ground and also an ideal hunting area for predators. Sting rays, moray eels or reef fish are a common sight in the waters surrounding these shipwrecks. It has even been reported from Halaveli Holiday Village in North Ari Atoll that a young turtle has taken up residence in a shipwreck close to the resort. These shipwrecks make up a great part of Maldives as a diving paradise. A vastly experienced professional diver, whom the writer once met and had a little dialogue with, confirmed that the Maldivian underwater world provides much more spectacular scenarios to divers than even the much fancied Great Barrier Reef of Australia. Therefore it is not a surprising sight at all to see professional divers come over and over again to indulge in pleasure diving in Maldives.

Anchor damages at dive sites and large scale coral mining for the building industry are two other common problems affecting the marine environment. However, most of the people are now aware of the damages anchors can cause to these beautiful coral reefs and adopt different techniques. When accumulated, all these issues create a macro-environment scenario and the Maldivian Government had to act swiftly to avert any catastrophic situations. Consequently, on the World Environment Day; the 5th of June 1995, the Maldivian Government under the patronage of His Excellency the President, took a giant step forward to protect the marine environment by declaring 15 protected dive sites within the major tourist atolls. This is in fact the very first step taken in protecting marine life from detrimental effects of over-fishing, coral mining and disposing of garbage. Several other restrictions followed subsequently clamping down all possible avenues of vandalism in order to protect the marine environment. The dive sites are like paper parks which are only protected on paper. No management plans exists for these sites and no measures have been implemented or enforced. Maldives and the sea that surrounds it always go hand in hand and apparently, the majority of Maldivians are either directly or indirectly dependant on the sea for their day to day living. In such a backdrop, it was a courageous decision by the Government to enforce all these restrictions curtailing the way of life of their own people in order to protect the marine environment. If not dealt with at the appropriate time, much greater damage to nature and economy could have been caused. Hence, salute of all nature lovers around the world to Maldivian Government for their act of bravery.

Destiny is such, even this magnificent underwater kingdom is not spared and it too has its own share of environmental hazards and threats, forced on to it by the human beings and left to cope up with. Owing to rapid development of the tourism industry, the demand for fishing (to cater all holiday resorts) has taken an upward trend over the past few years and reaching a all time high at present. If not monitored properly, this factor could cause a long term problem for the marine environment indeed.

Under the new restrictions imposed, a quota system has been introduced to the aquarium industry to protect the species that are considered rare in Maldives and those that do not survive well in aquariums. At last, giant Grouper fish can once again roam freely in their natural habitats. (I donâ&#x20AC;&#x2122;t see a link between the aquarium fishery and the giant grouper as the grouper is not exported as part of the aquarium fishery). A ban on scuba diving too has been introduced to stop over-fishing of sea cucumbers, which are considered as the vacuum cleaners of the ocean floor. Collecting black corals for jewelry too was banned and coral mining for building industry has been restricted for certain areas. Also, divers are not allowed to harpoon fish, collect lobsters, shells whether dead or alive.

Garbage is a general problem all these tiny islands face today with no proper system or adequate facilities to dispose the same. Trash is often seen floating on the open sea and washed up onto

Despite all these restrictions enforced by the government, slaughtering of marine life and polluting of marine environment continue in a big way and the souvenir shops in Maleâ&#x20AC;&#x2122; are clear

Environmental Issues

reefs. Same as resorts, the number of safari boats in operation too has increased several folds during the past few years. Easy disposal of garbage into open seas from these boats make the things worse. This is one of the most visible signs of human impact on the marine environment. Despite numerous efforts by the concerned authorities to create environmental awareness among the people, safari boat operators and those who are involved in the tourist industry, this continues to be a clearly visible problem on so many inhabited islands and resorts.

HOSPITALITY MALDIVES JUNE/JULY 2007

Certainly there are ways and means that one could effectively take the message to the masses in order to either minimize or eradicate this menace altogether. However, by no means this would be an easy task as it is their bread and butter that would be dealt with. The first and foremost step would be to create a solid environmental awareness and its consequences among the people who are directly involved in the hospitality industry (and more importantly the souvenir hunters who prefer to buy marine products). Once this primary objective is achieved, it will provide a solid launching pad for the second and final phase: a nation wide boycott of all jewelry and various handicraft items made out of black corals, turtle or shark products, shells etc (selling of anything made out of black corals and turtle shells has been banned and you donâ&#x20AC;&#x2122;t see these items anymore in the souvenir shops). Most of the western nations are well advanced and far

ahead of Asian counterparts in their fight for human rights, protection of animals and environment etc. and tourists from these countries are well and truly aware of such campaigns and their consequences. Therefore, it would not be a difficult task to convince tourists to select a traditional Maldivian handicraft item made out of wood or environment friendly material as a souvenir instead. The economic aspect behind the whole issue simply is â&#x20AC;&#x153;Supply & Demandâ&#x20AC;?, whereby supply is directly proportional to the demand. In other words: one could manipulate the characteristics of one factor influencing the other factor. Likewise, through all those proposed awareness campaigns and embargos, if one could ensure there is no such demand for marine products, the supply too, in return will take a nose dive and finally stop. The mission would be accomplished. If there is a will, there is always a way and henceforth, why not everybody think about it seriously. Be self-confident that it could be achieved. Discuss with your family members, with neighbor, with your colleagues etc., and take the message to the people in whatever the capacity you can. For the sake of this marvelous gift of nature, why not take a shot at it? Everybody who has been to Maldives has undoubtedly seen the magnificent underwater kingdom, has admired and enjoyed it. Hence, let us pass it over to the next generation the same way for many generations to come. Sidath De Silva is the Maintenance Engineer of Summer Island Village Holiday Resort.

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ENVIRONMENT

evidence of these barbaric acts. Almost all of them are well stacked with jaws and fins of sharks, turtle shells (selling of turtle shells or anything made out of them has been banned), various types of exquisite sea shells and handicrafts made out of the same. Some are stacked up to the ceiling and selling openly to anybody who can pay the price. Even though some of these are legally not barred, yet it is total annihilation of such a marvelous and innocent marine lives in the most unkind manner. The author believes that this is where patriotic sons and daughters of the nation along with all nature lovers around the world could join hands and come forward, in order to safeguard the marine environment from these destructive forces.

NEWS

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 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. Over the 9th & 10th March, 72 industry leaders from 16 countries met in Bali to discuss and chart the future of the Asia-Pacific spa and wellness industry. The Strategic Planning Forum was

In creating a vision for the future, break-out groups were formed by industry segment. Hotel & Resort Spas defined a future where successful business is also socially and environmentally responsible. Holistic & Medical Spas identified the need to improve the credibility and accountability of therapies (especially in the eyes of government and non-spa industry) by professionalising and integrating with orthodox science. The Day Spa segment realised the need for greater definition and differentiation, while the Products team developed ideal criteria for spa products, and proposed the need for audits of quality and ethical source. People Development focused not only on

organised by the Asia-Pacific Spa & Wellness Council (APSWC) to bring together the heads of national associations with the heads of business, including leading operators (from all types of spa), suppliers and consultants. The goal was to create a strategic plan to ensure the continued growth and health of the business for all.

education, but on empowering staff through improved conditions and the creation of career paths and greater opportunities. Finally the Design & Consultants team identified the need for establishing guidelines for ethical practice.

CURRENT STATE OF THE SPA INDUSTRY

In developing a tangible programme, key actions were identified and grouped under ‘Five Pillars’ for which industry task forces will be formed:

The initial task was to determine the current state of the industry. To stimulate thought and discussion, seven industry leaders were invited to comment from their particular area of expertise, including: design, operations, people development, products, treatment menus, and therapeutic approach. A statistical snapshot was also provided by Intelligent Spas. These perspectives were then supplemented by looking at the current market from a country by country view. Peter Sng provided an update on ISPA activities, which was followed by reports from many of the countries that make up the APSWC network. Having described the current state of the industry, break-out groups were then formed to investigate the various forces that exert influence on spa operators, as these forces will impact future direction. Forces considered included: competition, suppliers, staff, customers, government, economic influences, social trends and changes in technology. Before considering its long-term position, the group first took stock of the particular strengths, weaknesses, opportunities and threats that face the industry in the Asia-Pacific. While it is clear that the region shares many challenges and opportunities with the rest of the world (e. g. : industry growth, lack of consistent standards and shortage of qualified staff), there are many elements that have special relevance in the Asia-Pacific, such as the heritage of traditional therapies, service-oriented cultures that are aligned with spa/ holistic philosophy, rich natural resources and burgeoning populations (for both supply and demand).

VISION FOR THE FUTURE

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THE OUTCOME: ‘FIVE PILLARS’

I. Professionalisation – developing a regional system of accreditation, including health and safety. Also the documentation and protection of traditional therapies.

II. People – including establishing core competences, minimum skill sets, contract guidelines, rights of global workers, and initiatives to improve the perception of spa as a career.

III. Products – establish audit systems for quality and ethical source, and improve professional education about spa products and ingredients.

IV. Profit – improving industry information, including establishing benchmarks and KPIs.

V. Planet – various initiatives, including preparation of a ‘toolkit’ of standards and guidelines to bring the spa industry into line with international best practice.

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NEXT STEPS

• Following the forum, APSWC immediately commenced the process of formal registration as an association based in Singapore, which is expected to be complete by end April, 2007.

• The next step is to form task forces for the above pillar programmes. Any individual or company is invited to participate in any one or more of the task forces, as desired. We are seeking a good mix of industry and association participants, from all types of business.

• Successful implementation of the pillar programmes and all APSWC activity will depend to some extent on funding. APSWC will commence fundraising efforts from June 2007.

Asia-Pacific Spa & Wellness Council (APSWC) 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 AsiaPacific countries. Council will act behind the scenes - establishing, guiding and supporting national associations so that they can provide maximum benefit to their members. The Council is developing strong partnerships with like-minded industry leaders, and utilises a united voice to educate consumers, 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. EDITOR NOTES: ASIA-PACIFIC SPA & WELLNESS COUNCIL CARINA CHATLANI | Media Relations | www.spawellnesscouncil.com

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