Hospitality Maldives Issue 14 by Hospitality Maldives

EDITOR’S NOTE

Impressum Published by Beyond Hospitality Pvt. Ltd. G. Comrade Hiya, L1 Dhonadharaadha Hingun Male 20350 Republic of Maldives www.beyondhospitality.com

Dear friends & colleagues,

Managing Editor David Kotthoff david@hospitality-maldives.com

Standard Operating Procedure. International Standard. Standard of Performance. Standard? Standard! A word that’s all over the place these days, especially in the hotel and resort industry. But what exactly does it mean? And what is it good for?

Advertising ads@hospitality-maldives.com Design & Layout Beyond Media Design Pvt Ltd. www.beyondmediadesign.com Print Novelty Printers & Publishers Pvt. Ltd. Contributors Abacus International Schihab A. Adam Anantara Maldives Andy Archer Banyan Tree Spa Lizz Chambers Scott Ginsberg John R. Hendrie Hulhule Island Hotel Ron Kaufman Doug Kennedy Chris Longstreet, CHA Leslie Lyon Naladhu Maldives Roberta Nedry One & Only Resorts Kelley Robertson Neil Salerno Jack Turesky Villa Hotels www.ehotelier.com

Welcome to the 14th edition of Hospitality Maldives.

A look into Webster’s dictionary and we find the following definition: “something set up and established by authority as a rule for the measure of quantity, weight, extent, value or quality”. Quality. There you go. Whilst most international hotel chains have a huge compendium of Standard Operating Procedures and set Standards of Performance that define their level of quality (aka standard), many of the smaller, individual properties do not see this as a necessity, especially those operating in the 2*, 3*, or 4* market segment. That doesn’t mean that some of the so called 5* deluxe properties do not fall into exactly the same category. Arguments often heard include “we don’t need that, our guests pay only a few dollars a night” and similar excuses. I call it laziness. Or ignorance. You choose. Establishing a set range of uniform quality standards for your resort or hotel, regardless of classification, average rate or nationalities of guests, can save you tremendous amounts of money, directly and indirectly, as well as time, which equals money again. Potentially lower staffing requirements, less operational mistakes, higher guest satisfaction and hence return business and improved staff motivation are just a few of the money savers worth mentioning. Maybe you got one of your staff to write a so called Operations Manual a couple of years ago. Dig it up, blow the dust off and read it again. The industry is changing, and so should your standards. Staying ahead of the game is the key. If you’ve never thought about setting proper standards at your property, do it now and hire a professional if necessary. I’ll be worth it, you’ll see.

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.

And no, it ain’t enough to compile and bind a good looking set of A4 papers full of text in Times New Roman size 12. All of your staff should eat, sleep and breathe the standards that make your property, and they should be trained towards it from their very first day of employment.

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.

On this note I wish all of you Happy Reading and look forward to receiving your comments and feedback as always.

Opinions expressed in this magazine are those of the writers and not necessarily endorsed by the publisher.

Yours in hospitality,

David Kotthoff

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

CONTENTS

CONTENTS 03

Editorâ&#x20AC;&#x2122;s Note

Taming The Beast

Behavior Ignored is Behaviour Accepted

Small Mistakes that Cost You Big Money

How to Keep the Winners

Guest Service: Treating Loyalty like Royalty

Performance Improvement

44 Ways to Double your Approachability By Next Friday

Best Management Practices for Fats, Oils and Grease

Build a Sustainable Training Culture

How Reputations Fade

What Makes a Good Revenue Manager

Hospitality Bites

Email Marketing 101

Say the Magic Words

Think Before You Speak

The Power of Questions

Last Words

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HUMAN RESOURCES

Taming the Beast . . . What Hotel Managers Need to Know To Reduce Turnover By Neil Salerno Dale Carnegie once said ‘When dealing with people, remember you are not dealing with creatures of logic, but with creatures of emotion. How often have you had a problem with an associate and tried to deal with it in a good logical business manner; only to make matters worse? Maybe using logic, instead of appealing to emotion, is part of the problem. Turn-over has been the scourge of our industry for a very long time. The cost, in terms of both productivity and money, is huge; a problem which almost every hotel shares. I don’t propose to know all the answers to this complex problem, but allow me to offer an additional paradigm to consider. In the last fifteen years or so, it seems that our industry has taken a more clinical and logical approach to hiring and dealing day-to-day with associates. Years ago, the process was a far more simple one; perhaps too simple, but have we now eliminated the emotion, gut-feel, and our own impulses from dealing with associates? We now have ‘screening’ by human resource experts, and ‘warnings’, both oral and written, to discipline associates; yet very few reward programs. Are we relying on clinical processes just a little too much? When did we stop relying on the hotel manager’s experience and gut-feel?

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The Hiring Process

It all starts with the hiring process. In the 80’s, human resource experts outside our industry told us that employment testing aides would solve our turnover problem forever; hence the birth of one such system, the P.I. (Predictive Index). Human resource experts told us that it was simply a matter of hiring the ‘right’ people. The P.I. seemed to be a fairly simple straight-forward process; it was a matter of matching the personality traits of job candidates with those of successful associates already on staff and doing well in their jobs. This was to be one of many new clinical approaches to solving an ongoing problem. The principle was to take some of the subjective decisionmaking out of the hiring process. We were told that we were simply hiring the wrong people; problem solved, right? Well, not quite. I hate to speculate how many potentially good people were eliminated by various forms of testing. Perhaps the best interview method I have seen was one which used the department head to conduct the initial interview; after-all isn’t this the most important relationship? The department head then presents the candidate to some of the people in that department to discuss the job, the second most important relationship; then, finally

subordinates the freedom to create their own methods to achieve those goals.

This system gets more people involved and gives each and every one of them a vested interest in the new person’s success; a good support system. But, this is only one part of the problem.

Now I know that there may be some micromanagers shaking their heads as they read this article. Micromanagers rarely recognize this trait in themselves. Hands-on micromanagers rarely ask questions; they prefer to dictate tasks. They are generally obsessed with reading reports yet rarely accept the veracity of the reports they read. They get involved in the details of performing specific tasks instead of providing leadership and guidance.

Keeping Good People Motivated Stephen Covey, the author of Seven Habits of Highly Effective People, said that trust is the highest form of motivation. Why is it that new associates usually start a job with vim and vigor, ready to conquer the challenges of their new job, yet fizzle within a few months or less? Lack of trust is often the demon. There are many possible reasons for management turnover and it usually results from a combination of several contributing ills, however, the most common cause of turn-over is a lack of trust and a fixation on the need to micromanage people. In the 90’s, we referred to the fix as ‘empowerment’; but empowerment requires trust. Micro-managers beware; obvious lack of trust will destroy self-motivation and create insecurity in even the best of associates. Micromanagers generally have one thing in common; they only trust their own decisions, their own procedures, and constantly feel ‘If I want it done right, I need to tell them how to do it’. The thing which makes them feel this way is a complete distrust of their associates’ ability to accomplish tasks assigned to them.

HUMAN RESOURCES

to the general manager and human resources for final approval.

Trust is a powerful quality. Develop trust for the competency of your associates. Provide them with a clear picture of the goal, guidance sources, access to additional resources, and a good benchmarking system to measure effectiveness; but leave the methods to them. It may take a little more time to set up ‘Stewardships’ with your managers and associates, but you will be rewarded with a happier, more loyal, and more productive team.

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

It’s ironic that most micromanagers have never even performed the jobs they prefer to micromanage. They are simply fixed on maintaining control. Arrogance, as opposed to confidence, is common with micromanagers and contributes to and supports their feelings that only they know how to get the job done. Hotels, led by micromanagers, never experience the wonderful results possible when innovation and trust is a part of the hotel’s culture. Micromanagers are constantly seeking people who will only do as they are told. For micromanagers, directing job tasks is easier than clearly defining goals, providing guidelines, supplying resources, and then giving managers and their

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

LOCAL NEWS

Hulhule Island Hotel marked their Anniversary Day 2007 Hulhule Island Hotel, located on the airport island of Hulhule in Maldives was officially inaugurated on August 15, 2001 by the Hon’ President of Maldives Maumoon Abdul Gayoom. Since then, the hotel has been serving the tourism industry tirelessly. Hulhule Island Hotel Maldives is developing a new wing to the existing guestroom block to house another 51 high quality guest rooms and a roof top restaurant. The Annexe is already under construction on the adjacent vacant land, to the southern end of the existing E-shaped guestroom block. It will be a three-storey building, with its external design blending with the existing guestroom block. Some of the programs conducted to mark the hotel anniversary were the annual presentation which included the distribution of rewards and certificates to the outstanding team members, followed by the cake cutting. In addition to these, trophies were given away to the winners of the inter-house tournaments. All the rewards and certificates were distributed by Mr. Ahmed Ali Maniku – Chairman MIC, Mr. Ahmed Shakeeb – Director MIC, Mr. Ibrahim Amir – Director MIC and Mr. Utkarsh Faujdar – General Manager of Hulhule Island Hotel. As a social commitment towards humanity, each year Hulhule Island Hotel conducts special programs for the Thalassaemic Children and people with special needs residing at Kaafu Atoll

Guraidhoo. Apart from this, Hulhule Island Hotel provides skilled Team Members to assist TVM and Radio Maldives by participating in their special cookery programmes throughout the year. Hulhule Island Hotel had also started a programme to recruit the Maldivian trainees imparting training to the people who do not have any experience in the field of hospitality and eventually recruiting them once they are ready. Hulhule Island Hotel epitomizes the Maldivian spirit of exemplary service in the field of Tourism. The hotel has earned considerable laurels for its commendable personalized services and unending efforts to continue to improve on the standards. The past achievement of the team of HIH has been the awards at the Hotel Asia Exhibition & Culinary Challenge 2006 which was held at Maldives from July 03 – 05, 2006. HIH had 13 entries and each of the team members won a prize for the hotel. In all, the hotel received 2 Gold, 4 Silver and 7 Bronze medals. This was the highest number of medals won by any Hotel / Resort. Due to the above achievements, HIH has also won for itself the prestigious award of ‘Best Culinary Establishment’ at Maldives. In an effort to support and contribute to the aviation and tourism industry in the Maldives, it will be the endeavor of the Management and the team to take the hospitality standards of HIH to its zenith with the completion of the new wing.

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

HUMAN RESOURCES

Behavior Ignored is...

Behavior

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

HUMAN RESOURCES

Scene One: You walk by the hotel reception area, you hear the phone ringing and ringing, five, six, seven times and you observe Robert at the front desk obviously checking in a guest and ignoring the phone. You run to the back office, handle the call and say nothing to Robert. What have you just told Robert? Scene Two: You overhear your Sales Manager, Rebecca, answering an inquiry call. She listens to the caller and simply quotes rates and nothing more. She does not qualify the caller, present a benefit statement or even ask for the sale. However, she is polite and asks the caller to call back if they are interested. She sees you and knows you are listening. You understand that she is busy so you say nothing about the improper way the call was handled. After all she was friendly. What have you told Rebecca? Scene Three: You see two associates standing outside the front door, in uniform, name badges on and a guest walks between them to enter the hotel. They briefly interrupt their conversation, smile at the guest and then resume their, apparent, personal conversation. The guest opens the door and walks in the lobby without a word from either of the two. You do not feel it is appropriate to say anything at this time and let the incident go by without a word. What have you just told the dynamic duo?

Accepted

ask yourself...’What behaviors have I been accepting or discouraging by my silence?’

Does any of this sound familiar? As a General Manager, a Department Head or a Supervisor, your mantra should be ‘Behavior Ignored Is Behavior Accepted... Behavior Rewarded Is Behavior Repeated.’ You all should know by now that the best way to shape behavior is to praise appropriate and exceptional behavior when you see it. However, if you wish your associates to develop bad habits, all you have to do is ignore inappropriate behavior. Hoping your associates realize that their behavior is inappropriate and that they will take measures to correct it on their own is the definition of supervisory sloth in its purist form. If you think you have lost your coaching edge, then read on because we are going to get back to the basics: First, ask yourself as a Manager do you ever... -

Expect associates to read your mind and know what is acceptable Expect people to change on their own Expect them to look around and see what everyone else is doing Cross your fingers and hope they just ‘get it’

By Lizz Chambers HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

HUMAN RESOURCES

Are You ever... - Unsure of your own standards - Unclear about your expectations and consequences of not following through - Afraid the associate will get upset and turn it into a confrontation - Not sure of what to say or how to say it If any of this applies you are definitely ‘Coaching Challenged’. As a Manager or Supervisor you have a duty to address associate behavior and performance at work as often as necessary and whenever warranted. Why associates behave a certain way or choose to perform at a certain level is their choice, but there should be consequences to these choices. You should expect and even demand acceptable behavior and performance at work. However, the fair, friendly, firm method of coaching gets better results than the sting of a written warning. Coaching should be casual, friendly and is a function that can be performed on- the-job. In order to coach properly you cannot sit at your desk. Remember the old MBWA (Management by Walking Around)? You must walk your property or you will have no idea what anyone is doing. Please remember that your primary objective is to ‘Catch someone doing something right’, so always put the focus on identifying exceptional performance and not looking for something wrong. There is an old saying, ‘If you walk around with a hammer then the whole world will look like a nail’. If you take that approach, after awhile, your associates will scatter when they see you coming. In my opinion the most important coaching factors are: Focusing on the Associate - Placing the focus on helping associates improve future performance rather than concentrating on poor past performance. - Encouraging associates to be self aware and to take responsibility for their own behavior and decisions. - Helping associates see that mistakes do not represent failures only opportunities to learn. - Encouraging associates to be accountable and treat the business as if it were their own. As Scott Simmer man says, “Nobody ever washes a rental car.” Questioning - Allowing associates to ask questions and remembering that when an associate asks for advice, they do not want to be given the answer. They actually want help in finding their own answers. - Asking associates what they are going to do, when, how, whether the action will assist them in meeting their goal, what help they need and from whom, iden tifying what problems they may encounter and how they will overcome them, etc. - Keeping in mind that questions invite associates to speak in order for you to acquire additional informa tion, solicit suggestions, evaluate feelings, check for understanding, discover reasoning and determine commitment. - Understanding that questions can enhance your cred ibility as a supervisor. If you ask questions, rather than jump in with the answers, associates will see you more as a coach than a boss

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Well used questions can: - Minimize defensiveness - Express interest - Communicate openness and willingness to under stand another’s point of view - Stimulate conversation - Create a sense of shared responsibility for the issues at hand - Create continuity Coaching is extremely important following classroom training. Learning new skills can often be difficult and frustrating. Improvements typically are not immediate and often decline while the new skills are being practiced. This lack of improvement causes many associates to give up on the new skills and revert to their comfort zone. According to a study conducted by the Xerox Corporation on skills training, 87 percent of the desired skills change is lost without follow-up coaching. The implication is that no matter how good the classroom training is, the effectiveness is lost without on-the-job reinforcement. In our company, each workshop we conduct includes instructions to attendees on how to accept feedback. We then follow with instructions for the supervisors on how to coach the skill change we expect back on the job. We leave each supervisor with a ‘Coaching Plan’ and reporting method so we can ensure that on-the-job coaching is taking place. We find that 99 percent of the time where there is no on-the-job coaching there is no skill change. One of the most pressing challenges in our industry today appears to be a lack of accountability and willingness to take ownership by our associates. If the desired behavior is not reinforced and managers talk about coaching but let seemly minor guest service issues slip by, then what is the message sent to the staff? ‘It’s okay sometimes-it’s not okay at other times.’ How confusing that must be, not only for your core staff, but think about the message you are sending to your new associates. And in the long run, everyone suffers-associates, guests and the organization as a whole. Let your mantra be, ‘Behavior Ignored Is Behavior Accepted...Behavior Rewarded Is Behavior Repeated.’ Then ask yourself...’What behaviors have I been accepting or discouraging by my silence?’

Renew your dedication to coaching today and everyone will benefit. About the Author Lizz Chambers conducts in-house training and training assistance for all properties managed by Newport Hospitality Group. She coordinates and conducts supervisory skills workshops to prepare supervisors to earn their certification through AH&LA’s Educational Institute. CONTACT Lizz Chambers, CHA, CHE Director of Human Resources and Training Newport Hospitality Group, Inc.4290 Newtown Avenue Phone: 757-221-0100 Fax: 757-221-0400 Email: inntrainin@nhghotels.com

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

SERVICE

Small

Mistakes That Cost You

Big

Money By Kelley Robertson

My wife and I were shopping for a new lighting fixture to hang above our dining room table. We wanted something relatively contemporary, and in our quest, we visited over a dozen stores in search of the perfect light. This experience uncovered a wide variety of mistakes that are costing retailers big money in the form of lost sales. Here’s an example of some of the situations we have encountered.

1. We walked into one store early in the evening and were greeted with a heavy rock station blasting over the speakers. Although I like rock music, it is definitely NOT appropriate for a retail environment unless you are selling music, extreme sporting goods, or cater directly to a demographic that appreciates this type of music. Based on the selection of product on display, I suspect this lighting store’s target market is someone between the ages of 35-70. This means their music choice was a huge blunder, one that could easily have been avoided.

She mumbled something to us about the light—I guess to help us—but what she said was incomprehensible and she didn’t stick around long enough for us to clarify what she had said. Instead, after making her comment she left us to retreat behind the sales counter.

2. Another store promised the region’s largest selection of lighting fixtures which definitely intrigued us. We dropped by the store, and indeed, they did have a fantastic selection of lights, including several that appealed to our individual taste. However, very few of the lights were operable which meant we couldn’t see what they looked like when lit. Call me silly but when I buy a lighting fixture I expect to be able to turn it on so I can see exactly how it looks when it is lit. Plus, the apparent owner of the store didn’t bother to leave the comfort of the counter and make any attempt to help us.

4. The website of store number four appealed to my wife for a variety of reasons and it sounded like this might be the place we might find our ideal fixture. However, as soon as we opened the door we we were assulted by the smell of stale cigarette smoke. In fact, the store smelled like an old gentlemen’s club, and as non-smokers, this definitely turned us off.

3. We ventured into another store that had a very good selection of lighting fixtures. We were looking at one in particular and there was an employee standing nearby as we considered it.

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

In the same store, they had a designated sales person roaming the floor but at no time did he approach us even though he had overheard us tell another employee what we were looking for.

This store had also given us the impression on their website that they had an extremely large selection of contemporary fixtures but their actual selection did not match their advertising. Although there were a few wall hangings and paintings that were attractive, we did not want to bring home the smell of stale smoke, so we left. Oh, did I mention that we were greeted by a small dog who barked at us the entire time we were in the store.

they probably don’t even realize they made these mistakes or how money it cost them.

SERVICE

5. We went into another store and noticed several employees standing behind the sales counter, chatting with each other. We wandered around the store and looked at lighting fixtures for approximately seven to ten minutes but at no time did any of these employees make an attempt to assist us. I guess they figured that if we needed help we would ask for it. I can picture their boss questioning them the next day about the lack of sales and can hear them saying, “Oh, it was really quiet last night, we didn’t have anyone in the store.”

Many of these mistakes also apply to people who sell products and services to businesses. What impression are you making with your customers? Are you fully prepared for your sales calls and presentations? Are other people on your team costing you sales? Are you being proactive in helping your customers make an educated buying decision? Are you using terminology that your customer understands? Remember, everything you say and do influences your customer’s decision to buy from you or one of your competitors. Small mistakes can cost you big money.

I could keep going but I think you get the picture. Each of these retailers made some type of blunder that cost them potential sales and profits. What is extremely unfortunate, is the fact that

Kelley Robertson is a professional speaker and trainer on sales, negotiating, customer service, and employee motivation. Visit www.kelleyrobertson.com. He is also the author of “The Secrets of Power Selling” and “Stop, Ask & Listen—Proven Sales Techniques to turn Browsers into Buyers.” Receive a FREE copy of “100 Ways to Increase Your Sales” by subscribing to his free newsletter available at his website. For information on his programs contact him at 905-633- 7750 or Kelley@RobertsonTrainingGroup.com.

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

SPA

Best Spa Practices

By Leslie Lyon Spas are hot and are mushrooming everywhere globally; from top notch luxury hotels to the individual entrepreneurs with their own edge and uniqueness. However operating a spa is a different game, it requires knowledge and at the end of the day you’re in business.... Below a number of valuable tips to get the most out of your spa!

Think it, Ink it, Get it Signed Show you mean business by having your staff sign an Offer of Employment; Probationary Agreement; Spa Policies, Behavioural Conducts; Service Procedures; Job Descriptions; Evaluations; Compensation Packages; Privacy and Non-Compete Agreements.

Monitor Top 3 Priorities Staffing - Maintain a deep pool of talent with ongoing recruiting, evaluations and fine-tuning. Finances - Compare service and retail projections to actuals weekly, monthly and annually. Customer Attraction - Graph your seasonality - always plan campaigns two months in advance of slow times, ie. Print Christmas brochure with January specials. Involve & Evolve Staff Share business pitfalls and win falls; train in advance of all promos and intros; staff write their own Job Descriptions; ask what they need to succeed; don’t set them up for failure by not giving them the tools; endorse deliberate development. Develop & Envelop Clients Evaluate and refresh “Service Opportunities” often; tell clients what you SEE & HAVE; always pre-book next visit; get VIP’s in for promos first; promote “programmed” skin care; set goals; get their permission to educate- recommendations become service extensions, not a sales. Watch the Trends Stay progressive by understanding globalization, current technological revolution, economic changes, environmental concerns, customer priorities, staff demands. Know your Competition Know their 4 P’s - Price, product, promotions and placement. Never copy or steal from them, keep your business ethics in tact, be “faster paced”, not “fear based”. When they yin, you yang. Manage the Money Promote high margin services only; sell services that generate retail; adjust staff commissions if discounting; up charge spa packages; pay staff based on performance; up-sell service add-ons; cross-sell aggressively; use perceived value to increase prices; control staff usage. Be a Leader with Presence Walk the floor; get involved; one on ones; recognize accomplishments publicly; know what each staff hold important; teach something to your staff daily; learn something from your staff daily; encourage them to do the same; reward good behaviours.

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Get Online The visit or phone call to your spa earlier, may prompt an online purchase or booking later; Spa goers visiting your city find out about you; email programs and campaigns take almost no time or money; shows you are on the fast track, not the extinction list! Take care of You Be selfish, not selfish. Your ability to shed a positive light will be the single most important thing you do. Spas2b is a full-service Spa Development, Consulting and Training company 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 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 period of time, Leslie has gained a reputation as a creatively inspired, conscientious industry professional. www.spas2b.com

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

LOCAL NEWS

SURFS UP’ at Anantara Resort Maldives It’s “surf’s up” at the Anantara Resort Maldives. As of August 2007, the resort will partner with award winning Australian company Tropicsurf, to offer an exciting range of surfing options including a 4-day course in this premier location. Amid Maldivian white sandy beaches and tropical islands, the aqua marine oceans give way to perfectly groomed waves, sweeping over flawlessly curved coral reefs. From the luxurious comfort of Anantara, it is only a short boat ride from some of the Maldives most high quality waves. Unlike the busy North, the waves in the peaceful Anantara area offer six quality types to choose from, especially during the surfing season between April and October. Novice surfers are given introductory lessons in the calm waters of the Anantara lagoon, guided by a qualified instructor. After fostering confidence in these ideal conditions, surfers can progress to the local surf break just off the lagoon edge. These perfectly shaped waves break over flat, coral reefs providing seamlessly peeled surf for novice surfers and longboarders who enjoy an easy take-off and a long ride. After 4 days training, novices are usually able to stand and ride the waves. The course method used by Tropicsurf is modular and allows students to quickly progress their skills under a 10-grade system of skill progression. For the more intermediate and advanced surf riders, Tropicsurf will also provide 4-day coaching workshops and guided excursions to safely maximize surfer’s wave count. Video analysis is also on offer to improve surfer’s technique and progression. For those seeking the ultimate thrill, all-day surfing excursions on a private seaplane safari can deliver some of the planets most perfect, yet secluded breaks, offering surfers the ultimate ocean gliding stimulation.

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Tropicsurf CEO Ross Phillips has explored the islands seeking the perfect wave for eleven years and knows the area intimately: “I am extremely excited about the opportunity to share our knowledge of surfing with guests at Anantara. There are some of the best waves you could find anywhere in the world right here on our doorstep. Not too many other surfers frequent these waters, and the best part is you don’t have to be a pro surfer to enjoy them.” The Four Day Surfing Course is priced at US$695. Additional sessions priced at: US$195 for a Coaching Session US$95 for a Supervised Surfing or Paddling Session For more information, please contact: Marion Walsh Brand Director of Public Relations Anantara Resorts Tel: +66 (0) 89 811 3829 Email: mwalsh@anantara.com www.anantara.com

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

HUMAN RESOURCES

By Jack Turesky, President, The Hamister Group, Inc.

After spending a lot of time and resources finding and hiring the highest quality staff available, you might be in the fortunate position of having really great, dedicated people working at your company. You think that itâ&#x20AC;&#x2122;s time to settle down and get on with doing business, right? Not entirely. Great people have to be maintained, not just hired. The Hamister Group, Inc. and its affiliates own and manage select service hotels and Adult Living Residences. Since both are labor intensive businesses, we believe that it is imperative both to find great candidates and to create an environment in which they can thrive. We want to motivate our co-workers to do their very best for us every day and to stay with us for a very long time. I have found a few tactics especially useful in achieving this goal:

Tactic #1: Maintain Open Communication Your employees want to know that you listen. You donâ&#x20AC;&#x2122;t always have to agree with them, but you must give them opportunities to be heard. This can be accomplished in a number of ways: through staff meetings, suggestion boxes, and one-on-one meetings. General staff meetings should be held regularly. You choose the frequency, but whatever you choose, stick with it. Staff should become accustomed to having a regular outlet for communication. It helps them to feel comfortable around you and their fellow employees.

How to Keep the Winners: Some Proven Business Management Techniques for Maintaining Great Staff Also, you should require your Department Managers to hold regularly scheduled Department staff meetings to discuss and review the more department detail issues. A Suggestion Box promotes spur of the moment communication and allows staff to remain anonymous if they so choose. It is

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

One-On-One meetings are another necessary aspect of effective communication. They can be conducted at any time, in any place, on any topic, with any one of your staff members. The exchange can be confidential if necessary or simply a more personalized exchange of ideas. When you make your property rounds you should develop a good sense of who you might want to meet with in one-on-one meeting. And remember: it is usually wise to do more listening than talking in these meetings.

Tactic #2: Establish a Grievance Outlet In any company, staff will occasionally have a grievance with another employee, management, a policy or a decision. I view staff as customers of the business unit. I look upon their grievances as opportunities to discover problems or areas that need my attention. If I handle their complaints properly I can solidify their connection with the company as well as identify better practices. A confidential hotline is an ideal grievance outlet. At The Hamister Group we set up a toll-free number that staff can call in order to leave a message (anonymously if they so choose) or they can talk to our Q. A. Coordinator. This hotline is rarely used, but just having it available and promoting it lets the staff know that you are focused on their needs. You may also want to place a ‘Hot Line’ poster near your time clock to inform your staff of its existence. Make sure that it is published in the employee handbook and be sure that you follow this procedure to the letter, including any established time limits.

Tactic #3: Open-Door Policy An informal, open-door policy is just a good management practice. As a GM or Administrator, have your desk positioned so you can see out your door. If possible, locate your office off a main hallway so that employees see you when they pass by. It always dumbfounds me when I see GM/ Administrator offices buried in the back of the building, protected by gate-keepers, far away from operational activity. How can you effectively manage your staff if you cannot see and hear what they are doing? And how can they feel comfortable with you if they never see you?

Tactic #4: Show that You Care through Constructive Review Annual anniversary reviews are a serious responsibility and should be high priority for all managers. The evaluation should be constructive, objective, and comprehensive. Dedicate time both to preparation and to the review itself. If an employee’s performance does not meet your expectations, don’t wait to let him/her know during their annual review. You will might need to perform an evaluation at the end of the probationary period or whenever it will benefit your staff members most. Keep ongoing performance notes, perhaps even on index cards, and share that information with your

employees when possible. You are likely forced to work within the confines of your organizations policies, but that doesn’t mean that you can’t add to the evaluation. Be firm, fair, and consistent. Too often this is looked upon as a chore, done late and as a result, the review is ineffective and helps no one.

HUMAN RESOURCES

extremely important to examine the suggestion box regularly (at least monthly). If you don’t, you staff stop using it. Be sure to communicate responses to the entire staff in a consistent manner, either on the employee bulletin board, in a paycheck stuffer, or by e-mail.

Tactic #5: Reward Your Staff Are your compensation rates and benefits competitive? Regular wage and benefit checks are imperative. I suggest at least twice per year. Are the benefits you offer really what the employees are looking for? Have you ever asked the staff what benefits they would prefer? There are limitations to what can be offered and everyone understands that. However, you have the ability to potentially make some that changes may be more in tune with staff needs. Do you recognize longevity and performance? If you have no formal programs, perhaps you can create one. The most obvious example of such a program is Employee of the Month recognition. It is best to give some sort of award that will serve as a continuous reminder of a job well done, rather than a monetary reward. I love to hand out Golden Dollars (American Sacajawea One Dollar Coins) whenever I see a good thing happen. They are my trademark recognition for superior performance. It is easy to acknowledge extra effort; the more difficult part is being observant enough to know when extra effort is given. The smallest of acknowledgements including just a thank you go a long way.

Tactic #6: Make It Fun Fun doesn’t mean jokes and gags. What it does mean is that you want to create an environment where employees come to work because they want to, not because they have to. This can be done by taking an interest in your staff, treating them in a firm, fair, and consistent manner and taking the time to recognize the many positive things they do each day. I am always amazed at how much a little recognition from managers affects employees. Positive reinforcement is one of the most essential aspects of good leadership. Managers cannot motivate their employees, but they can create an encouraging environment in which staff can motivate themselves. If a manager is not approachable or has an intimidating manner, s/he is certain to de-motivate employees. The development of efficient communication systems and an encouraging work environment will help you maintain dedicated and valuable staff members.

The Hamister Group, Inc. is a rapidly growing adult living residence and hotel management company. The Hamister Group, Inc. is actively seeking acquisitions and management contracts in the Eastern half of the United States. For more details, please see our web sites: hamistergroup.com and hamisterhospitality.com. HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

SERVICE

Guest Service:

Treating Loyalty Like Royalty Do you work hard for your guests, or do you make your guests work hard for you? Working hard to be a guest, or a customer, is not what most guests sign up for, especially those that are loyal. Friends were planning their annual Fourth of July getaway at one of Floridaâ&#x20AC;&#x2122;s most prestigious and expensive resorts. This property had become a favorite and they returned each year. They started bringing friends, booked premium rooms, used the spa and all the amenities and spent a lot. This year, with a new baby in tow, they booked six months in advance, paid a deposit, and specified that this year they wanted at least one room in the old wing, feeling more comfortable with that room design. Upon check-in, no room in the old wing was available or had been set aside, even with the advance request and planning. To top it off, the staff on duty did not appear to be concerned with their dismay and invited them to go elsewhere if they were not satisfied with the rooms in the new wing. Premium, loyal guests who came back each year and who constantly referred other guests were treated like strangers. They did go elsewhereâ&#x20AC;&#x201D;the direct competition, who welcomed them with delight. Their friends and dollars went with them and they repeat the story of their bad experience frequently.

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By Roberta Nedry, President, Hospitality Excellence, Inc.

Last month, while experiencing Lago Mar, an exquisite beach-

to lose them. Loyal guests love to come back, when they feel

front resort in Ft. Lauderdale, Florida, we met Billy the bartender.

loved too. They also spend more, are less price sensitive and en-

In the normal course of conversation, we asked him about hisjob

joy telling others about their favorite spots. Wooing repeat and

and what he enjoyed most. His immediate response was “getting

referral guests are part of a hotel’s easiest and most profitable

to know guests and what they like, developing a relationship”.

business strategies. It can cost up to 8-10 times more to get a

He loves to hear guests say, “Hey Billy, see ya next year.” He

new customer or guest, versus keeping and nurturing the ones

was passionate about his job and enthusiastically reached out

you have. Why are the faithful so often treated so unfaithfully?

to each guest without being obtrusive. He took his role in each

Many loyal guests come back and want more because they are

guest experience seriously and went out of his way to recognize

comfortable with a business or property. Familiarity usually leads

familiar faces.

SERVICE

It can take years to get loyal guests like these, and only seconds

to more comfort and ease and less anxiety. Recently, when trying to order from two of my favorite catalog companies, I was surprised with cold unfamiliarity. Even though I had ordered several

After meeting him and several other outstanding employees at

times, had spent a lot and had not changed any of my personal

Lago Mar, I was curious as to how that played out in business. I

information, they knew nothing about me due to “a big change

asked the General Manager, Steve Van Hemert, how the resort

in computer systems”. They did not transfer customer profiles

was doing and what was most effective in securing business. He

over to the new system and were beginning from scratch with

noted that even with all the advertising they do, referrals from

each phone call. I had to work for them to get them back up to

other guests, loyal guests, are their biggest source of reserva-

speed on who I was, what I ordered and how I was going to

tions.

Make new friends, but keep the old…. one is silver and the other is gold. Put more gold in your pockets…treat loyalty like royalty! give them money. I decided that I didn’t want to work that hard

And, approximately 65-70% of their occupancy is repeat, with

for a company that did not appreciate or value my loyalty or busi-

about 70% coming from out of state. Because of employees like

ness. Familiarity does breed contempt when the consequences

Billy Rack, and his co-workers, guests do come back. The

are not contemplated! When systems change or new employees are put into place, the customer or guest should not suffer, especially those that are part of the family. They should be at the

Lago Mar team places a high value on loyalty and recognizes the

top of the list when orienting or transitioning a new team or new

value and spirit of welcoming guests back. Guests who choose

procedure. Will service delivery continue to be seamless, or will

this resort also recognize this spirit and choose to come back

the guest pay the price for learning curves and system changes?

again and again. Repeat guest recognition does not stop with good computer systems and national frequent guest plans. In fact, it begins and ends with employee guest recognition on a

Not taking repeat guests for granted requires that management

personal level, and employee empowerment to nurture the rela-

ensure that employees understand how to recognize and nurture

tionship with repeat guests.

loyal guests. Take steps to ensure your organization treats loyalty like royalty. Those that do, reap the rewards royalty bestows.

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

SERVICE

Being recognized and appreciated is really so simple. There is a

turning guests, using guest names when possible. En

casual, local restaurant I visit each week, mostly because of the

able them to have access to information on preferenc

service. The thing that I like best about Bru’s Room, actually a

es of loyal guests and to offer them even before the

sports bar that serves wings and ribs, is they know what I want

guest asks.

the same thing each time. Lauri Niles, who has been a waitress

Review how system changes may positively or nega

there for over four years, always notices us immediately, seats us

tively impact loyal guests. New guests will not notice

and places our order before we even slide into our booth. She

but loyal guests will. Make it easy for them to con

knows that my son’s order of chicken and french fries must be

tinue to do business. Don’t make them work for it. If

split and the fries hidden in a bag or he won’t eat his chicken

guests have to work for it, they’ll quit “working for

first. They know what I need to make our meal enjoyable, easy

you” and go somewhere else.

and no hassle, something a mother of a two and a half year old

Make your guests feel like they have returned to a

greatly appreciates.

home away from home. Reach out and thank them

for the opportunity to continue to do business with

them. Go above and beyond ….their dollars will do

Even though they are mainly a sports bar, over 40% of the small-

the same for you.

er, restaurant part of the business is repeat, loyal customers. Em-

Make new friends, but keep the old….one is silver and the other

ployees like Lauri make it so worthwhile to come back. She and

is gold. Put more gold in your pockets…treat loyalty like royalty!

before I even get there. They appreciate that I come in each week with my two and a half year old son and know we like to order

her co-workers understand the customer has a choice and show they appreciate the customer’s choice by serving more than food. They serve service and make the regulars regularly feel special.

Roberta Nedry is President of Hospitality Excellence, Inc., consultants in

Take steps to ensure your organization, whether big or small,

guest experience management and audits, service excellence training for

national or local, is structured to recognize and appreciate your

management and frontline employees and concierge development. To

loyal customers and guests.

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.

Orient all employees on the value of the repeat guest

and emphasize how they impact the bottom line.

Give employees statistics on repeat guests and let

them know how loyalty pays or does not. Remind

them of the facts -- satisfied customers will tell 9-12

others. Dissatisfied customers will tell 10-20 others.

Everyone always loves to tell a bad service story. Tell

them referrals are a cost effective and important part

of the business. Many of those referrals will come

from loyal guests.

Give them tools to recognize loyal and repeat guests

and empower them to go the extra mile Loyal guests

will expect more and will want to be looked after if

things go awry.

Motivate them to go out of their way to recognize re

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

HUMAN RESOURCES

Performance Improvement:

Learning How to Stay By Chris Longstreet, CHA

The pressure to perform in the hospitality industry is at an alltime high! There is pressure to keep labor costs down while maintaining high levels of guest service. There is pressure to cut costs and minimize expenses while squeezing every ounce of profit out of every dollar of revenue generated. There is pressure from owners and management company executives to increase revenue, sell more rooms, increase average checks and the number of turns, increase occupancy and revpar numbers, and on and on. There is pressure from employees for pay and benefit increases. Will it ever stop? They answer is: no. The reality is: no. What we as professionals forget many times in dealing with these pressures is how do we take care of our own motivation and keep our skills sharp. The pressures stated have been, are not new, and will continue to be around for a long time. The pressure is a part of business and a part of every manager’s job. If we don’t work at keeping our own motivation high, the result will be frustration, high levels of anxiety and stress, and ultimately career burnout. To handle everything that is thrown at us in our restaurant or at our hotel, we must be on top of our game all the times. Like a professional athlete, we must train ourselves and work hard to stay at the top of our game. Whether is it baseball, football, soccer, tennis, or even golf, we must hone our skills, keep our focus, and work hard at maintaining our high level of professionalism. Just like millions of people who make resolutions each year, we need to vow to stay “professionally fit.” To improve our own job satisfaction and to keep our own motivation levels high, we must take care of ourselves. We must exercise our professional development muscles to remain sharp, fit, and at the top of our game.

What is Professional Development Professional development is a broad term that refers to a variety of education and training opportunities. The term applies to a full range of activities that have the common goal of increasing the knowledge and skills – the overall performance – of a person working in the hospitality industry. Professional development programs target many specific outcomes, including increasing knowledge about operations and the industry, use of effective

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

strategies for improving operational performance, and enhancing relationships among staff members in the organizations we serve. Many professional development initiatives focus both on operational performance as well as individual performance. The result is improved performance. What constitutes “professional development?” Professional development includes any activity that enhances or strengthens a knowledge, skill or ability relevant to your current position, or to an aspired position. The activities can be formal or informal. Some can be expensive and include well designed materials and resources, while others can be free! The outcome of the activity, whether formal or informal, fee-based or free, is job-related professional growth that enables you to advance professional goals, increase effectiveness of your company or organization, and improve the quality of service you provide.

Exercising Our Professional Development Muscles Several times a week, I get up early and work out at our university’s recreation and fitness center. I do this to stay physically fit. I use the treadmills, bikes, and elliptical machines. Occasionally, I use the weight machines. Athletes do the same to stay on top of their games. I see the ladies golf and volleyball teams, as well as the men’s baseball and soccer teams, running, stretching, and training for their specific sports. To be the best, they devote themselves and discipline themselves to become the best they can be both mentally and physically. They perform exercises to develop their minds and bodies. This development, both physically and mentally, increases the opportunity for improved performance in competition. How do we exercise our professional development muscles? What “exercises” can we do to make sure we stay professionally fit? Take a look at these exercises and see which ones you can use to develop yourself professionally.

HUMAN RESOURCES

Professionally

Fit

EXERCISE CATEGORY: EDUCATION AND TRAINING ATTEND EDUCATIONAL CONFERENCES, SEMINARS, OR WORKSHOPS: There are numerous educational programs for industry professionals to attend. Franchise conventions conduct seminars, as do corporations, associations, and even local groups such as convention and visitor’s bureaus and chambers of commerce. Research who is offering them and take advantage of the programs offered. READ A BOOK: Reading a book can provide you great information. As a college instructor, I’ve read several books recently to improve my skills in teaching. Read the biographies of industry professionals such as Conrad Hilton, J.W. Marriott, Dave Thomas, and Ray Kroc to discover their secrets of success. Books don’t have to be industry specific to make you a better professional. Write in them like a textbook to improve your understanding. Take notes and underline or highlight the lessons you learn from reading. COMPLETE A SELF-STUDY PROGRAM: The American Management Association, the Educational Institute of the American Hotel & Lodging Association, and the National Restaurant Association provide self-study programs on management and industry topics. These programs can be completed on your own time without the pressure of a schedule. The resulting knowledge and information can be put to great use immediately on the job!

TAKE A CLASS: Check with your local college or university to see if they have hospitality-related programs or management related programs that fit into your schedule. Recently, Grand Valley State University began offering classes in becoming an entrepreneur – maybe I’ll join in such classes. Find a topic of interest… earn a degree… or simply expand your horizons in an area that will improve your performance and the profitability of your organization. PARTICIPATE IN ON-LINE TRAINING: Associations and institutions of higher learning are offering programs on-line which allow you to complete a degree or simply take a program at your leisure. Hoteltraining.com provides online programs that are industry specific and can be completed when you have the time or taken in portions and completed over a period of time. REVIEW VIDEOS, DVDS, AND AUDIO PROGRAMS: Many industry associations offer multimedia programs which can be viewed or listened to at your leisure. Motivational tapes are available at local libraries so you don’t have to buy them yourself. On a regular basis, I listen to the audiotapes of a program I heard several years ago by John Cassis. His message is as relevant to me today as it was the day I heard him for the first time. When you hear a good speaker with a message that impacts you, get the HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

HUMAN RESOURCES

tape and review it occasionally as it will refresh you and remind you of the lessons learned.

process of others. Through such activities, you will learn more about the industry and will keep yourself abreast of industry trends, changes, and issues.

EXERCISE CATEGORY: NETWORKING Learning and developing professionally does not have to be done in a formal program or setting. Meeting with and discussing the industry with others in the community or industry typically leads to informal learning that generates surprising results. PARTICIPATE IN LOCAL, REGIONAL, AND NATIONAL BOARDS, COUNCILS, OR COMMITTEES: Whether these committees, councils, or task forces are local, regional, or national, they provide great opportunities to network with other professionals who deal with the same problems and issues that you deal with. JOIN INDUSTRY-SPECIFIC AND POSITION-SPECIFIC PROFESSIONAL ASSOCIATIONS: The Society for Hospitality Management is just one network of industry professionals. If you are in the accounting and technology field, consider joining the Hospitality Financial & Technology Professionals (HFTP). If you are in sales and marketing, join the Hospitality Sales and Marketing Association International (HSMAI). There are groups for housekeeping, reservations, food service, consultants, asset managers, engineers, and human resource executives. These organizations provide opportunities to meet with others, in person or electronically, to share and discuss common issues, problems, and concerns. EXERCISE CATEGORY: INDUSTRY UNDERSTANDING Being a professional means understanding what is happening in the industry and not having a narrowly defined focus. Professionals need a broad understanding of industry issues to remain competitive in the industry. SUBSCRIBE AND READ TRADE PERIODICALS AND MAGAZINES: The industry has many industry periodicals to choose from and can be extremely valuable in keeping current on industry topics and trends. Most major trade associations have a periodical or magazine which they publish. Each is filled with educational information, industry news, and tips and ideas that can be used to improve the performance individually and organizationally. SUBSCRIBE TO ON-LINE INDUSTRY NEWS SERVICES: There are several electronic news bulletins / services that regularly distribute industry news and information. These services (www. hotelonline.com and www.4hoteliers.com for example) provide information to your email on a periodic basis. Some of the services are daily, some are weekly, and some are delivered on a need-toknow basis. From a professional development standpoint, screen the information for its use and apply it to your situation when you can. EXERCISE CATEGORY: EDUCATE OTHERS One of the best ways to develop professionally is to give back to the hospitality community by participating in the educational

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PARTICIPATE WITH THE HOSPITALITY MANAGEMENT EDUCATION PROGRAM: Volunteer to speak in a class at a local college or university or even at a high school or trade school. Serve on an advisory board for these programs. These opportunities force you to stay up on the industry and also allow you the chance to share what you have learned through your experience. This act of reflective learning will refresh your desire for your job and provide incentive for learning more. HOST TOURS OF YOUR PROPERTY: Open your doors for students pursuing careers in the hospitality industry to touch, taste, and feel this profession. Invite programs to visit your restaurant or hotel instead of meeting in the classroom. Speak to them in your environment and visually show learners what it is like to work in the industry and the benefits of such a career. DEVELOP A PLAN: Take time to create an action plan for yourself on how you are going to grow professionally. How can you flex those professional development muscles? The Society for Hospitality Management has created a sample form for you to use to start the process (email info@hospitalitysociety.org for a copy). Grow. Stretch. Explore. Discover! Work those muscles and develop yourself professionally! Chris Longstreet, CHA, is President & CEO of the Society for Hospitality Management. Chris is also a visiting instructor for the Hospitality & Tourism Management Program at Grand Valley State University in Allendale, Michigan. ÂŠ Society for Hospitality Management

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HUMAN RESOURCES

... to double your approachability by next Friday By Scott Ginsberg

Approachability is a two way street which derives from the Latin verb apropriare or “to come nearer to”, which means it’s proactive AND reactive, which means it’s about stepping onto someone’s front porch, which means it’s also about welcoming someone onto your front porch.

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2. When someone asks you, “So, what do you do?” offer an UNFORGETTABLE answer in less than five seconds that makes them say, “Really…?” “Cool!” or “Oh yeah, that sounds interesting.” Remember, even the most boring job in the world can sound magnetic, cool and unique. 3. If you read at least one book every year on remembering people’s names AND stop telling people that you suck at remembering names, you will become amazing at remembering people’s names. 4. If you refuse to wear a nametag because YOU feel uncomfortable, just think how uncomfortable OTHER people will feel when they forget your name. 5. If the only reason you’re crossing your arms is because you’re cold, that’s exactly what your staff will think you are: cold. And if the only reason you’re crossing your arms is because it’s comfortable for YOU; that means it’s probably uncomfortable for one of them.

15. Put a mirror by your phone. Every time you answer it, you’ll catch a glimpse of yourself and either smile or laugh. And customers will hear your smile come through the line when you answer.

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1. NEVER leave your office, house (or anywhere for that matter) without at least 8 business cards in your pocket. Because just when you think, “Yeah, but I won’t need them when I go to the baseball game,” you’ll wind up sitting right next to a potential customer and saying, “Damn it! I wish I had one of my business cards with me!”

16. When one of your staff members comes to you with an issue, ask “What are three or four aspects that concern you about this problem?” 17. Keep your door open. No physical barriers. And even if it means more team members stop by to “bother you,” you will wind up learning more about what’s going on. 18. If you’re not sure whether you should hug or shake hands with someone, high fives usually suffice as a happy medium. 19. Stop saying, “No problem” and “You’re welcome.” Instead, try “Absolutely!” “You got it!” and “My pleasure!” 20. Two words that will always make every customer happy: RIGHT AWAY. 21. Smile when you say “Nice to meet you,” or else the other person won’t think you’re telling the truth. 22. Instead of staying “Next!” try something friendlier like “Step right up!” or “Welcome to Paradise!”

6. Sit with your toes pointing directly at your conversation partner. Toes pointed away = resistance. 7. Don’t try to be different. In fact, don’t “try” to be anything. Just be. Be yourself. Be the world’s expert on yourself, and be that person every day. Nothing is more approachable than authenticity. 8. The more imitable you are, the less valuable you are. 9. Smile for ten seconds every time you walk into a room. 10. Consistency is far better than rare moments of greatness. So be friendly to everyone, especially people who appear unimportant. Because you never know when you’re being evaluated by someone who IS important. 11. Don’t be afraid to interrupt someone by saying, “Wait, I don’t know what that means.” It shows you’re listening and shows you’re human. 12. Walk slower. Make it easy for people to get your attention. 13. Share you knowledge from your successes AND failures; and remember that people 1) remember stories, and 2) not to tell ‘em what you did - tell ‘em what you learned 14. Most people avert their eyes from oncoming strangers when they get within 10 feet of each other. See how many of them you can get to acknowledge you in a week. Then try to double that number the next week.

Smile for ten seconds every time you walk into a room

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HUMAN RESOURCES

23. Make it easy for people who come to your website to get in touch with you. On every page, put phone numbers, email, fax, screen names, your mailing address and any other medium through which customers can reach you. 24. And when your customers ask, “What’s the best way to get a hold of you?” tell them, “Whatever you prefer. I’m equally easy to reach via email, phone, fax or in person.” Let them choose. It doesn’t matter what you prefer because it isn’t about you. 25. In the history of business, a client or coworker has never exclaimed, “Damn it Steve, why do you always over-communicate!?” Less isn’t more. 26. Take copious notes when you have an in depth phone conversation with a team member. Then, before you hang up, tell the person, “When we hang up, I’ll shoot you an email that summarizes everything we just talked about, that way we’ll be on the same page.” Be sure to email that person less than 5-10 minutes later, if possible. You’ll blow people away! Employees love to know that you’ve been listening. Especially when you show instead of tell them. 27. Make at least one of your customers laugh every day. 28. Make at least one of your coworkers laugh every day.

and your new friend as soon as possible. Ask creative, unique, interesting, thought provoking and challenging questions like, “Can you describe the best day you had at work last year?”

29. Make at least one of your salespeople laugh every day. 30. Make a friend in less than 30 seconds with every person you meet. 31. Make eye contact for two extra seconds when being introduced (and saying goodbye) to someone new. One-one-thousand…two-one-thousand… 32. In the event that you actually remember someone’s name, always say it back to that person upon exiting a conversation. 33. Don’t impress. First inspire, then people WILL be impressed. 34. Email signatures don’t need your entire life story. Just be sure to include your basic contact information, and something that piques the interest of the recipient. 35. When you put an employee on hold for call waiting, tell them how many seconds to expect to wait. For example, “Sandy, hang on 10 seconds. Be right back.” Most people will actually count to ten in their heads. That way, when you return, you’ve proved to them that they can “count on you.” 36. Once a month, read 10 magazines you wouldn’t normally read. It’s called an Eclectic Education, and it’s the stuff great conversationalists are made of. 37. Every week, introduce one of your employees to someone new. 38. Discover the CPI, or Common Point of Interest, between you

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39. Become a great storyteller. If you’re no good, rent a few stand-up DVD’s and learn from the pros. After all, people don’t remember things, they remember stories. 40. Be able to answer the question, “So, what do you do?” in 5, 10, 20, 30, 60 and 90 seconds. 41. Keep your hands away from your nose or mouth while talking. Freud says it shows dishonesty. 42. Once a month, go out to lunch by yourself and observe how others interact. Take notes. Focus on body language, posture, dress and anything else that nonverbally communicates. 43. Spend lunch with your employees as often as possible. Offer a casual, open environment that encourages both work related and casual conversation. 44. Google the words, “approachable,” “unapproachable,” and “approachability.” Spend 30 minutes a month reading up on people who are (and are not) considered approachable. Look for patterns. Then either emulate or avoid them. © 2007 All Rights Reserved Scott Ginsberg is a professional speaker, “The World’s Foremost Expert on Nametags” and the author of HELLO my name is Scott and The Power of Approachability. He helps people MAXIMIZE their personal and professional approachability - one conversation at a time. To book Scott for your next association meeting, conference or corporate event, contact Front Porch Productions at 314/878-5419 or www.hellomynameisscott.com

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

FOOD & BEVERAGE

A FACT SHEET FOR

Best Practices for

By: NORTH CAROLINA DEPARTMENT OF ENVIRONMENT AND NATURAL RESOURCES’ DIVISION OF POLLUTION PREVENTION AND ENVIRONMENTAL ASSISTANCE

Residual fats, oils, and grease (FOG) are by-products that food service establishments must constantly manage. Typically, FOG enter a facility’s plumbing system from ware washing, floor cleaning, and equipment sanitation. Sanitary sewer systems are neither designed nor equipped to handle the FOG that accumulates on the interior of the municipal sewer collection system pipes. Over 30% of North Carolina’s 1999 sanitary sewer overflows were the result of pipe blockages from FOG accumulation from residential, institutional and commercial sources. The best way to manage FOG is to keep the material out of the plumbing systems. The following are suggestions for proper FOG management.

Dry Clean-Up

Spill Prevention

Practice dry cleanup. Remove food waste with “dry” methods such as scraping, wiping, or sweeping before using “wet” methods that use water. Wet methods typically wash the water and waste materials into the drains where it eventually collects on the interior walls of the drainage pipes. Do not pour grease, fats or oils from cooking down the drain and do not use the sinks to dispose of food scraps. Likewise it is important to educate kitchen staff not to remove drain screens as this may allow paper or plastic cups, straws, and other utensils to enter the plumbing system during clean up. The success of dry clean up is dependent upon the behavior of the employee and availability of the tools for removal of food waste before washing. To practice dry clean up: • Use rubber scrapers to remove fats, oils and grease from cookware, utensils, chafing dishes, and serving ware. • Use food grade paper to soak up oil and grease under fryer baskets. • Use paper towels to wipe down work areas. Cloth towels will • accumulate grease that will eventually end up in your drains from towel washing/rinsing.

Preventing spills reduces the amounts of waste on food preparation and serving areas that will require clean up. A dry workplace is safer for employees in avoiding slip, trips, and falls. For spill prevention: • Empty containers before they are full to avoid spills. • Use a cover to transport interceptor contents to rendering barrel. • Provide employees with the proper tools (ladles, ample containers, etc.) to transport materials without spilling.

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

Maintenance Maintenance is key to avoiding FOG blockages. For whatever method or technology is used to collect, filter and store FOG, ensure that equipment is regularly maintained. All staff should be aware of and trained to perform correct cleaning procedures, particularly for under-sink interceptors that are prone to break down due to improper maintenance. A daily and weekly maintenance schedule is highly recommended. • Contract with a management company to professionally

•

• • •

Grease Traps •

•

Oil & Grease Collection/Recycling & Food Donations • FOG are commodities that if handled properly can be treated as a valuable resource. • Begin thinking of oil and grease as a valuable commodity. Some rendering companies will offer services free-of-charge and others will give a rebate on the materials collected. Note that these companies must be properly permitted by the Division of Waste Management, Solid Waste Section at 919.733.0692, in order to remove FOG from a facility. A list of grease collectors can be found in the Directory of Markets for Recyclable Materials at www.p2pays.org/DMRM or by calling DPPEA at 1.800.763.0136. • Use 25-gallon rendering barrels with covers for onsite collection of oil and grease other than from fryers. Educate kitchen staff on the importance of keeping outside barrels covered at all times. During storms, uncovered or partially covered barrels allow storm water to enter the barrel resulting in oil running onto the ground and possibly into storm drains, and can “contaminate” an otherwise useful by-product. • Use a 3-compartment sink for ware washing. Begin with a hot pre-wash, then a scouring sink with detergent, then a

rinse sink. Make sure all drain screens are installed. Prior to washing and rinsing use a hot water ONLY (no detergent) prerinse that is separately trapped to remove nonemulsified oils and greases from ware washing. Wash and rinse steps should also be trapped. Empty grill top scrap baskets or scrap boxes and hoods into the rendering barrel. Easy does it! Instruct staff to be conservative about their use of fats, oils and grease in food preparation and serving. Ensure that edible food is not flushed down your drains. Edible food waste may be donated to a local food bank. Inedible food waste can be collected by a local garbage feeder who will use food discards for feeding livestock. Food donation is a win-win situation. It helps restaurants reduce disposal costs and it puts the food in the hands of those who can use it. Check the Directory of Markets for Recyclable Materials for a list of food waste collectors.

FOOD & BEVERAGE

•

clean large hood filters. Small hoods can be hand-cleaned with spray detergents and wiped down with cloths for cleaning. Hood filters can be effectively cleaned by routinely spraying with hot water with little or no detergents over the mop sink that should be connected to a grease trap. After hot water rinse (separately trapped), filter panels can go into the dishwasher. For hoods to operate properly in the removal of grease-laden vapors, the ventilation system will also need to be balanced with sufficient make-up air. Skim/filter fryer grease daily and change oil when necessary. Use a test kit provided by your grocery distributor rather than simply a “guess” to determine when to change oil. This extends the life of both the fryer and the oil. Build-up of carbon deposits on the bottom of the fryer act as an insulator that forces the fryer to heat longer, thus causing the oil to break down sooner. Collect fryer oil in an oil rendering tank for disposal or transport it to a bulk oil rendering tank instead of discharging it into a grease interceptor or waste drain. Cleaning intervals depend upon the type of food establishment involved. Some facilities require monthly or once every two months cleaning. Establishments that operate a large number of fryers or handle a large amount of fried foods such as chicken, along with ethnic food establishments may need at least monthly cleanings. Fullcleaning of grease traps (removing all liquids and solids and scraping the walls) is a worthwhile investment. Remember, sugars, starches and other organics accumulate from the bottom up. If sediment is allowed to accumulate in the trap, it will need to be pumped more frequently. Develop a rotation system if multiple fryers are in use. Designate a single fryer for products that are particularly high in deposits, and change that one more often.

For grease traps to be effective, the units must be properly sized, constructed, and installed in a location to provide an adequate retention time for settling and accumulation of the FOG. If the units are too close to the FOG discharge and do not have enough volume to allow amassing of the FOG, the emulsified oils will pass through the unit without being captured. For information on properly locating, constructing, and sizing grease traps, contact your local county and city representatives and examine EPA guidance documents. Ensure all grease-bearing drains discharge to the grease trap. These include mop sinks, woks, wash sinks, prep sinks, utility sinks, pulpers, dishwashers, prerinse sinks, can washes, and floor drains in food preparation areas such as those near a fryer or tilt/steam kettle. No toilet wastes should be plumbed to the grease trap. If these suggested best management practices do not adequately reduce FOG levels, the operator may consider installing a second grease trap with flow-through venting. This system should help reduce grease effluent substantially.

Consumer Tip Buyer beware! When choosing a method of managing your oil and grease, ensure that it does what the vendor says it will do. Some technologies or “miracle cures” don’t eliminate the problem but result in grease accumulations further down the sewer line. “Out of sight” is not “out of mind.” Check the vendor’s references. This is a publication by the NORTH CAROLINA DEPARTMENT OF ENVIRONMENT AND NATURAL RESOURCES’ DIVISION OF POLLUTION PREVENTION AND ENVIRONMENTAL ASSISTANCE, 1639 MAIL SERVICE CENTER, RALEIGH NC 27699-1639. Information contained in this publication is believed to accurate and reliable. However, the application of this information is at the readers’ risk. Mention of products, services, or vendors in this publication does not constitute an endorsement by the State of North Carolina. Information contained in this publication may be cited freely. HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

Puff pastry: 450g plain flour 5g salt 60g puff pastry shortening 200ml cold water 220g butter

Schihab A. Adam, Executive Pastry Chef The Beach House at Manafaru Maldives

RECIPE

INGREDIENTS

For the almond cream: 100g soft butter 120g caster sugar 2 no eggs, lightly beaten 120g almond powder (ground almond) 2 tsp almond extract Cinnamon sugar: 120g sugar 1tsp Cinnamon. 5no green apples, thickly sliced METHOD: 1. Sift together the flour and the salt and rub in the shortening. Stir in enough of the water to make a soft dough, wrap in cling film and chill for 20 minutes. 2. Put the butter between 2 pieces of greaseproof paper and flatten out with a rolling pin until it is a rectangle 10 x 7.5 cm (4 x 3 in). 3. Roll out the dough to another rectangle that measures 12.5 x 25 cm (5 x 10 in). 4. Take the butter out of the paper and put it on the dough rectangle. Bring the corners of the dough together to make an envelope. Chill for 10 minutes. 5. Roll out the envelope on a floured surface to make a rectangle that is 3 times longer than it is wide. Fold it into thirds (one third into the middle and then the other third on top). Seal the edges lightly with a rolling pin and turn the pastry 90 degrees. Repeat step 5 and chill for 30 minutes. 6. Repeat this rolling and folding twice more and then chill for another 30 minutes and then do two more - the pastry will have been rolled and folded six times altogether. 7. Now roll it out and use as required. 8. It is important that the pastry is well chilled; otherwise the pastry will become greasy and tough when baked. Also, the butter may come through the surface; if this happens, dab on a little flour. 9. For a tart 10 cm in diameter, use a round cutter. Cut out puff pastry of 4-mm thickness. Place in its center one tablespoon of almond cream. Place an apple slice on top and sprinkle it with cinnamon sugar. Bake at 280째C for approximately 10 -15 minutes or until golden brown. Serve with ricotta sorbet. uncovered for 10 minute.

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

Puff Pastry Cinnamon Apple Tart, Caramel Earl Grey Syrup and Ricotta Sorbet

SERVICE

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

•

Spa Housekeeping By Leslie Lyon • Cleaning and maintenance prevent the build up of soil; dust or other foreign materials that can harbor infection, but this is seldom the reason for the spread of infection. Although there is no risk of transmitting infectious disease by way of inanimate objects, soiled surfaces could contribute to secondary transmission by contaminating hands of the workers or by contact with equipment that subsequently comes in contact with clients.

•

• •

•

• • •

• •

Hands play a major role in the transmission of infection and strict adherence to hand washing recommendations can significantly reduce the spread of infection. See “Hand Washing” sidelines. Create and maintain a schedule for cleaning. Display individual room housekeeping requirements proudly, for clients to see. Staff should be educated to help them understand the most effective methods and the importance of their work. The more frequently and item is touched, the more frequently is should be cleaned. Rubber work gloves should be worn during cleaning to avoid contaminating the hands, and then contaminating the client. Horizontal surfaces will normally have a higher number of organisms than vertical surfaces. When surfaces are moist or continuously wet, they may become coated with biofilm, which is the build-up or adhesion of bacteria. Therefore, Spa wet surfaces should receive thorough, regular cleaning, particularly between clients,

•

SPA

•

followed with a low level disinfectant. Water reservoirs found on, in and around counter tops, faucets, showers and shower heads, sinks, drains, flower vases, ice machines and water carafes require careful cleaning and disinfecting with a low level disinfectant. Wikipedia Data (partial) on Biofilm: Formation of a biofilm begins with the attachment of freefloating microorganisms to a surface. These first colonists adhere to the surface initially through weak, reversible van der Waals forces. If the colonists are not immediately separated from the surface, they can anchor themselves more permanently using cell adhesion molecules such as pili.[1] The first colonists facilitate the arrival of other cells by providing more diverse adhesion sites and beginning to build the matrix that holds the biofilm together. Some species are not able to attach to a surface on their own but are often able to anchor themselves to the matrix or directly to earlier colonists. It is during this colonization that the cells are able to communicate via quorum sensing. Once colonization has begun, the biofilm grows through a combination of cell division and recruitment. The final stage of biofilm formation is known as development, and is the stage in which the biofilm is established and may only change in shape and size. This development of biofilm allows for the cells to become more antibiotic resistant. Floors should receive thorough, regular cleaning, in addition to when they are soiled. Damp. sponge or disposable mopping is preferred, with a detergent and/or low level disinfectant. Change cloths and mops frequently to avoid recontaminating surfaces. Both should be laundered daily and dried completely before reuse. Walls, blinds and curtains should be cleaned regularly with a detergent and/or low-level disinfectant and as splashes/ visible soil occurs. Carpets and upholstery should be vacuumed regularly and shampooed as necessary. Equipment should be cleaned regularly and disinfected with a low level disinfectant. Toilets and commodes should receive thorough regular cleaning as well as being cleaned when soiled, using a low level disinfectant. Disinfecting guidelines for sophisticated hydrotherapy equipment such as hydrotherapy tubs and showers should be strictly adhered to. Duct, fan and air systems should be cleaned and maintained according to a schedule.

Spas2b is a full-service Spa Development, Consulting and Training company 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 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. www.spas2b.com HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

LOCAL NEWS

Outward Bound Training for Team Hulhule Island Hotel Hulhule Island Hotel conducts Outward Bound Training annually, on team development for its team members since 2004. Previously, the team members were selected by a lucky draw amongst the confirmed team members. Since last year, this practice has been revised and the newly devised criteria is more performance based. This ensures that the deserving candidates get a fair chance to be a selected team member for OBT. A realistic minimum marks were set aside to qualify for the selection, followed by a lucky draw amongst the qualifiers. The ones who did not score the minimum marks target, but were interested in participating in the training were given an opportunity in the lucky draw and only one winner out of that was a selected member for the Outward Bound Training Programme. The Outward Bound Training was held at Chikkamagalur (Bangalore), in India from the 6th to the 11th June 2007. A team of 12 participants including Mr. Utkarsh Faujdar, General Manager â&#x20AC;&#x201C; Hulhule Island Hotel and Mr. Ali Shakir, Human Resources Manager along with selected members from all the departments travelled from Maleâ&#x20AC;&#x2122; International Airport to Bangalore International Airport with high team spirits to achieve their goals. The training programme was conducted at a beautiful resort, nestled in the Western Ghats. The resort is situated 2100 feet above sea level and is spread over 130 acres of lush green coffee plantations. The vegetation of spices, medicinal plants and the awesome orchids were a treat to human eyes. The breathtaking view of the Kudre Mukh Peak from the resort is worth mentioning. The training was behavioral, interesting and an enriching one. During the programme all the team members learnt about their developmental needs in their work areas in the hotel as the events of the training were indirectly related to the fields. This program was mainly based on team building, strategic planning, time management, co-ordination, motivation, team synergy, effective communication, leadership, group dynamics, memory

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

skills, conflict resolution and fear management apart from the other behavioral aspects. The daily routine started at around 0600 hrs and till 2300 hrs, the team was busy under the able guidance of professional trainers. The activities included ice breakers, energizers and various team games like human knot, 360 degrees, balloon busters, bamboo frame, catapult, rappelling, blind square and mission impossible. The exotic meals, bonfires, singing and all the fun also need a special mention along with other learning. The team enjoyed thoroughly in the scenic surroundings and the abundant natural charm of the thick vegetation and wild life. Basic practical lessons on snake handling were truly a daring experience. The thick forests and its winged inhabitants gave immense joy to the human senses. The team enjoyed the jungle jeep Safari at Badara Tiger Reserve and the visit to the historic places of Mysore. Seeing the magnificent Palace, one could feel the time machine roll back into the glorious past. Later the team visited the Brindavan Gardens to be mesmerized by the enchanting beauty. The team members were taken to a five star deluxe hotel in Bangalore for a visit in order to be exposed to the outside world of Tourism. The success of this trip can be judged by the experience of individuals and the group as a whole. All the participants were in high spirits and have assured of using these practical skills and positive attitude in their day to day life. Each team member had gained from this Outward bound training program. They carried with themselves so many unforgettable moments which would be cherished lifelong. The meticulous planning and the wonderful arrangements done by the management of Hulhule Island Hotel truly were well appreciated by all the participants. We are already looking forward to the next outward bound training program!!! (courtesy of Hulhule Island Hotel)

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

LOCAL NEWS

Naladhu Maldives:

Moments Designed To Last HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

According to architect Mohamed Shafeeq, whose portfolio includes the Four Seasons Kuda Huraa and Taj Exotica, the structural elements of Naladhu reflect certain intrinsic features of the archetypal Maldivian village. Namely, the houses are situated on the edge of a lagoon, similar to the native dwellings on the remote islands of the Maldives. The architecture also emphasizes the significance of generous living space, allowing areas to evolve similarly to the landscape and forms of local buildings and houses. Fusing certain design elements of Ceylonese architectural colonial influence with the practical and airy layout of the grand habitations, Naladhu encapsulates a sense of homeliness and ease.

Coombs has expertly combined colonial furnishings gathered from his personal voyages with plush fabrics of muted natural colours that incorporate Maldivian, Indian and Sri Lankan influences. Highlights of the décor include an author’s desk, maxi bar cabinet and a library corner brimming with classical literature, all of which enhance a sense of nostalgia and romanticism.

LOCAL NEWS

Ensconced on a private island in the idyllic Maldives archipelago, Naladhu is designed to create more than a luxury accommodation experience. Inspired by a temperate tropical climate and the native dwellings of the unique Indian Ocean islands where it is set, Naladhu’s architecture and interior design embodies a lifestyle. A lifestyle which can be as inclusive or exclusive as a guest desires.

The sunken terrazzo bathtub bestows an unrivalled vista of e endless Indian Ocean and its horizon, while the interior steam rooms afford the view of the lush tropical landscaping around the bungalow. French glass mosaic tiles line the opulent pool, contrasted by warming fabrics on the sun lounges and bleached teak decking. An outdoor designed rain shower provides the perfect refresher to the Maldivian tropical weather and guests can feel secure in the privacy of their residence. Aged wooden trunks, especially sourced from Indonesia, provide the stalwart Doric columns for the immense veranda, flawlessly framing the Indian Ocean.

Aged wooden trunks, especially sourced from Indonesia, provide the stalwart Doric columns for the immense veranda, flawlessly framing the Indian Ocean. The scale of the Naladhu houses with their white, lofty roofing and liberal room space, provide a sense of freedom and expansiveness, whilst allowing for a sense of individualism and privacy. In a tropical climate where external living areas are as integral to the home lifestyle as the interior habitat, Naladhu also incorporates ample outdoor space into the design such as an extensive veranda, vast teak sundeck and dining pavilion in the champa style of South Asia. Importantly, the positioning of the dwellings creates an intimacy with the lagoon, with the ebb and flow of its cerulean waters calming and appeasing the senses. This natural element, coupled with the pond, terrazzo bathtub and personal pool generates a visual and sensuous continuity, so that a sense of buoyancy and lightness can be experienced throughout the living space.

Yet despite these amorous furnishings and opulent natural elements which truly make Naladhu’s atmosphere unique, every modern convenience is also within arm’s reach. The state-of-theart espresso machine, private wine cellar, wireless Bose sound system and flat screen TVs are cleverly concealed within each bungalow’s interior. All of these details, so meticulous in their design, encapsulate the essence of Naladhu which brings relaxation to all your senses, a timeless sense. For reservations please telephone +960 664-4100 or email: info@naladhu.com. For media enquiries please contact: Ms. Marion Walsh

Beyond the private enclosure of each house, the architecture of Naladhu’s open resort areas has been designed to create a welcoming sensation. The prime restaurant and bar area mimics the open sided and elevated roof constructs that are distinctive to local villages – where special occasions are celebrated by a communal feast.

Brand Public Relations Director Email: mwalsh@naladhu.com . Tel: + 66 (0) 2877 5803 Ext. 28 Fax: + 66 (0) 2877 7497 Mobile : + 66 (0) 89 811 3829 For more information, visit www.naladhu.com

To complement the elegant yet homely manner created in the architectural aspects of Naladhu, renowned interior designer Julian Coombs has drawn on ingredients that articulate a feeling of refined familiarity. His refreshing flair for choosing travelling relics to match the colours and flavours of classic life is perfectly suited to the Naladhu atmosphere. HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

FOOD & BEVERAGE

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

South Asia’s biggest culinary competition and Hotel show organized by the Chef’s Guild of Sri Lanka was held from the 25th to the 27th of August 2007. 1560 entries by 1020 Chefs completed a field of participants that, for the first time, was complemented by a team of Chefs from Villa Hotels in the Maldives. In their first appearance in this international event, the Villa Chefs managed to win numerous awards, including the one for outstanding vegetable carving.

LOCAL NEWS

Villa Hotels Team excels at Culinary Competition

HOLIDAY ISLAND RESORT & SPA G.L. Gayan Mahesh Kumara Fruit and Vegetable Carving

Gold Medal

ROYAL ISLAND RESORT & SPA Hassan Saeed Fruit and Vegetable Carving

Gold Medal

Isahaq Salih Hot cooking (live)

Silver Medal

Abdulla Sobah Hot cooking (live)

Bronze Medal

The medal winners of Team Villa by resort: SUN ISLAND RESORT & SPA Ali Raseed Mohamed Butter sculpture Dress the Cake

Gold Medal Bronze Medal

PARADISE ISLAND RESORT & SPA Y.D. Neville Bernard Fruit and Vegetable Carving Ice Carving

Gold Medal Silver Medal

Ali Fahmy Fruit and Vegetable Carving

Ahmed Saeed Nooradin Fruit and Vegetable Carving Butter Sculpture

Bronze Medal Bronze Medal

Amila Kodikara Fruit and Vegetable Carving Gold Medal (With the outstanding award for Carving)

Yazeed Ahmed Fruit and Vegetable Carving

Gold Medal

by Senaka Perera, Executive Chef, Paradise Island Resort & Spa Immediate Past President Chef Guild of Lanka

Gold Medal

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

TRAINING

Build a Sustainable Training Culture By Doug Kennedy

Being in the business of providing outside training support for hotels representing all market segments, I never cease to be amazed by numerous reasons hotel managers give for not being able to schedule training “just yet. • • • • •

“We first need to get the right manager in place to lead the staff. “Once we install our new ‘system’ then we’ll have more time for training. “It’s just too busy now – we can’t spare the staff. “It’s just too slow now – we have to cut budgets. “We’d do the training now, but we’ve just had too much turnover lately.

Interestingly, I’ve casually observed that the hotels and hotel companies that already have the best sales and service training in place always seem to make the time to schedule even more, despite that they also seem to be the busiest. Interestingly, that training itself can be the solution for many of the objections above. For example, one reason the hotel might be too slow right now to schedule anything is that the staff isn’t properly trained in sales. Similarly, the excuse of too much turnover is actually made worse because employees leave because they don’t feel they are being properly trained, as many state in their exit interviews. The reality is that seeking the right time to schedule training is kind of like seeking happiness: Don’t wait for some major milestone or life event to “bring it to “make you happy and instead take control of your own destiny. When it comes to scheduling training and finding happiness, there’s no better time to start than right here, right now.

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

Alternatively, here are some very good reasons to schedule your next training class immediately: Your hotel is only as good as the impression of the last guest who checked out today, the last person who called the switchboard and the last patron who dined in your restaurant. For that matter, your now-profitable hotel is only as viable as its last accounting period. Due to our naturally curious human nature, everyone thrives when they are learning, and an environment of ongoing training and development helps reduce turnover and ensure standards long-term. Indeed, at its core creating hospitality is an incredibly simple process, and yet also so incredibly hard to do well consistently. Rather than waiting to find that “legendary training program event that will create an epiphany for your staff, make it a top priority every day to make sure everyone on your team conducts training everywhere and every time they can. Here are some suggestions for making training happen on your very next shift:

Conduct “grab-and-go training on the fly. Everyone knows that business cycle in the hotel business creates significant bottlenecks where everything happens at once, and thus simultaneously also creates times during which absolutely nothing is happening at all, albeit only for a brief interval. Whenever 15 or more minutes present themselves, grab every available employee who is open and conduct training activities and/or exercises.

TRAINING

When it comes to scheduling training and finding happiness, thereâ&#x20AC;&#x2122;s no better time to start than right here, right now.

Coach on the job, every day. Use down time between guest transactions to reinforce what was done well and to remind them what could have been done more effectively. Clip and distribute articles from online and print trade magazines to your team on a regular (weekly) basis. Discuss their impressions and how the topic can apply at your hotel and lessons learned during grab-and-go training. During slow periods, connect a tape recorder to a telephone handset adapter and have managers (who are coached in advance to sound like a realistic customer) place calls to frontline staff. The recordings can be critiqued and discussed during grab-and-go training. Similarly, use the camera movie feature of the hotelâ&#x20AC;&#x2122;s digital camera or purchase an inexpensive camcorder. During down time, you can conduct role/play skill rehearsal activities in the workplace, videotape them and then critique them in small groups.

Reinforce

core

themes

traditional

training

workshops with work-place displays, posters and job aids that provide reminders in the workplace.

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

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

SALES & MARKETING

How Repu By John R. Hendrie

Most of us now know about Brands. We are what we say we are. Our Brand then is verified by our consumer, based upon how we delivered on the expectation(s). Their Experience is impacted by what they feel, how all their senses interacted, and how their perceptions turned into reality - the validation process. Sometimes the changes are so subtle. You remember the celebrated Hotel Lounge when it opened. The bottle of Makers Mark is still the same, as is the bartender, Andy. However, the pour is no longer at his will; the rocks glass looks familiar, but is a tad heavier. The cocktail napkins do not acclaim Fernandoâ&#x20AC;&#x2122;s Hideaway, rather a generic Martini glass. What is afoot? Something is different. Even those tasty bar nuts are replaced with airy fish munchies, touched by the great unwashed. Your favorite Lodging has undergone similar changes. Where it used to be the epitome of class, taste and elegance, the atmosphere is different. It may be the landscaping, where a round of daisies replaced the climbing rose. There is no doorman to greet

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

all Consumers, too, and what makes us think our Guests are different than we. We absolutely know a good Experience, when we travel, visit a restaurant, seek lodging or recreation. Our Guests are no different. Perhaps, it is time to echo Bob Dylan and become relevant for the future through the eyes of our Guest/ Customer.

You notice that the crowd has changed, too, as you wander to the acclaimed Restaurant. Where once frequented by folks just like you, you witness the glassy-eyed Conventioneer, bedecked in ‘Business Casual’ and certified by name tag. Now, seated at the table, you wonder where is the relish tray? The rolls are merely tepid, and your butter is now wrapped and apportioned. Even water service has gone the route of distilled or sparkling (at cost). There is the similar bustle of staff, but no rapport or eye contact. We may even be welcomed with, ‘Hello, guys.’

We need to validate the Experience. Talk to your Guests, bring them into the family, make them feel special. Invest in your people; they are your Ambassadors and carry your message. Keep an eye on the competition. Task your Associations to better represent your interests. Manage costs, but do not strangle what makes you special. What you do, do well. Not by scrimping. Above all, emphasize service. That is the true differentiator in our business! It is very difficult to resurrect a reputation, once diminished! Corporations do not have a face, but you do - the face of Hospitality. You lose your touch, you lose your name.

The landscape has changed, and we have tried to adapt. Doing more with less. Our Guest/Visitor/Customer sees all this, yet even with higher prices, the value, perceived and real, has declined. Intense competition has moved our product forward, most notably thread count, flat screens, curved shower curtains, massages, technology galore and celebrity chefs. If we do not remain

SALES & MARKETING

you, much less the Bell Staff to ‘room you’. The nice touch of ‘turn down service’ has disappeared, and your fashionable mints are replaced with a common chocolate. In the bath, your towels are pedestrian, no fluff, weight, or caress. You soaps may now be dispensed, and your water glasses encased in plastic. Worn, tired, done in!

The author believes that remarkable Hospitality is the portal to the Memorable Experience. Seek solutions at: www.hospitalityperformance.com

tations Fade competitive within our community, we languish. We try to fill those shoulder seasons and off days and hours. Heads in beds, seasonal specials, Early Birds, get two for one. It is hard to make a living, much less retain a committed staff. Our Corporate Offices continually hammer us to cut costs - a corner here, a lop there -yet remain true to our mission. Bad news travels quickly, as we confront complexities daily. You wonder when the backlash will occur and from what front. It could be the government, manipulating Immigration, Wage and Hour, even Standards. They love that underwear drawer. Perhaps Organized Labor will change the working relationship you currently enjoy. Our Associates have yet to be sold that Hospitality is a good career - don’t let that swinging door hit you on the way out. Personally, I think the Consumer will ultimately say they have had enough, which may be either good or bad for your business.

Hospitality is a good career - don’t let that swinging door hit you on the way out.

What halcyon days we have enjoyed - new building abounds, conversions galore, grand multi-use plans, ATR way up, occupancy soaring. Very good times, but at what expense? We are cyclical as an industry, and planning is not a strong suit. We are

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

ACCOUNTING & FINANCE

What makes a good

Revenue Manager By Andy Archer

The best can raise RevPAR 3 to 7%. Use these tips to spot top talent and improve your chainâ&#x20AC;&#x2122;s bottom line Hospitalityâ&#x20AC;&#x2122;s quest for every spare dollar available makes the corporate revenue manager one of the highest profile jobs in the industry today. An effective revenue manager using the right tools can raise a chainâ&#x20AC;&#x2122;s average daily rate (ADR) as much as seven percent most of which goes straight to the bottom line. With this kind of money at stake, operators can achieve significant benefit from identifying the best, brightest talent, as well as understanding what they need to achieve optimum results.

because of this the position demands a professional competent in their ability to manage both people as well as revenue.

The job description and responsibilities for the corporate revenue manager vary from chain to chain, but regardless of the hotel company, nearly all revenue managers perform multifunctional roles that extend far beyond optimizing room rates and forecasting group profitability.

To accomplish the first part of their job, revenue managers need the best technology tools available. This means having a stable revenue management (RM) system that optimizes rates based on accurate analysis of vast amounts of data, including: - Historical demand, - Regional, seasonal and competitive influences, by property and market, - Group performance across all property profit centers, - Price sensitivity for a large number of segments and markets, and - Demand and reservation costs across multiple sales channels.

Revenue managers are fast becoming corporate leaders who chair rate strategy committees, train property managers in pricing strategies, and guide sales and marketing teams in the most effective positioning for their selling strategies and campaigns. Every decision they make affects company profitability and

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

Revenue managers have two equally important jobs to do to achieve their goal of maximizing chain revenue: (1) develop the most effective rates and strategies to increase revenue; and (2) motivate corporate executives and chain managers to implement those rate and strategy recommendations. Technology is only half the job

- Revise pricing recommendations anytime as new information becomes available, - Perform its analysis quickly, and - Deliver optimized daily rate recommendations for a portfolio of properties and their guest segments that extend out for date ranges of up to five years in the future. This is the nearest thing to rocket science in the hospitality industry, and most chain RM systems are designed around statistical models created by Ph.D. mathematicians. Sophisticated analytical tools need skilled professionals to make them perform, and more importantly, to communicate the valuable information they generate to corporate executives and property managers who must apply it to maximize revenue. A 2005 RM study by Softscribe Inc. revealed that in most chainfranchised properties, operators repeatedly resist corporate revenue management guidelines and set pricing and length-ofstay policy themselves based on ‘gut’ instinct. Why the resistance? Many operators lack an understanding of how corporate rate recommendations are developed and do not believe central revenue managers have an adequate knowledge of their property’s unique market to provide realistic rate recommendations. The study showed that the result of not applying optimized pricing was consistently lower property revenue. With this in mind, progressive operators must look for the following qualities in an effective chain revenue manager: • Relationship skills: The best revenue managers spend as much of their time managing people and building relationships as they do managing revenue; this is an essential quality. • Creative thinking: Top revenue managers are visionaries and corporate change agents who rely on innovative thinking to develop and implement strategies to increase chain profitability. • Effective sales ability: Although not sales people by profession, revenue managers spend most of their day selling rate recommendations to the chain executives, sales directors and general managers who must adopt their pricing strategies before they can impact revenue. At most chains, property GMs are responsible for their hotel’s profitability. Convincing these managers to accept rate recommendations handed down from a corporate office hundreds of miles from the property requires a skilled sales professional, not a computer programmer. • Property management experience: Many RM professionals have property management backgrounds and understand the unique characteristics of each of their hotel’s markets. This knowledge enables them to communicate their pricing and length-of-stay recommendations to GMs and their staff in ways that are more likely to be adopted.

RM recommendations. Each new property manager must be educated in how RM guidelines are created and the role they play in property profitability. If property managers do not understand the factors that go into RM recommendations, they often disregard their chain’s pricing guidelines and lose money.

ACCOUNTING & FINANCE

In addition, effective performance depends on the system’s ability to:

• Solid communication skills: Good revenue managers are excellent communicators and listeners who are as effective in the conference room presenting their ideas to operations teams as they are using a computer. With ADR and chain occupancy numbers on the line, operators must select the best revenue manager for their company. Surprisingly, the most effective chain RM professionals are not ivory-tower number crunchers who work behind closed doors, but creative thinkers and skilled sales people comfortable and competent with leadership. Be alert for candidates with these qualities -- they could mean money in the bank for your hotel company. Andy Archer is Vice President of Service Industries for JDA Software Group’s Travel, Tourism and Hospitality Group. He has extensive experience in developing and overseeing largescale chain revenue management implementations across the hospitality, rail, tour operator and airline industries. JDA Software’s Services Groups (Travel, Transportation and Hospitality) JDA Software Services Group has pioneered industry leading pricing and revenue management solutions. Today, leaders in the service-based Travel, Transportation and Hospitality industries leverage JDA’s expertise to maximize their profits. JDA clients include Harrah’s-Caesars Entertainment, Omni Hotels, Princess Cruise Lines, Continental Airlines, TUI (formerly Thomson Holidays) and Continental Airlines Cargo.

About JDA Software Group, Inc. With its acquisition of Manugistics finalized on July 5, 2006, JDA(R) Software Group, Inc. (Nasdaq:JDAS) is the global leader in enabling more than 5,500 retail, manufacturing and wholesaledistribution customers in 60 countries realize real-demand chain results. By capitalizing on its industry position and financial strength, JDA commits significant resources to advancing the JDA Portfolio(R) suite of supply and demand chain solutions. JDA Portfolio software enables high-performance business process optimization and execution from the manufacturer’s plant, through distribution to an end customer or a retailer’s shelf. With offices in major cities around the world, JDA employs the industry’s most experienced supply and demand chain experts to develop, deliver and support its solutions. For more information, visit www.jda.com, email info@jda.com or call 1-800-479-7382.

‘JDA’ and ‘Manugistics’ are trademarks or registered trademarks of JDA Software Group, Inc. Any trade, product or service name referenced in this document using the name ‘JDA’ is a trademark and/or property of JDA Software Group, Inc

• Training experience: Because of high property turnover, good teaching skills are critical to the successful implementation of HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

HOSPITALITY BITES

Hospitality Bites Courtesy of ehotelier.com

The Life Resorts Management Company has signed a joint

Raffles Hotels & Resorts continues its pace of expansion

venture agreement to build a 110-unit Life Heritage Resort

with a new luxury resort in Bali, Indonesia.

in Sapa, a picturesque market town nestled high in the

In an agreement signed with PT Asia Pasifik Property, a subsidiary

mountains of northwestern Vietnam.

of the Rekso Group, Raffles Hotels & Resorts will manage Raffles

The Sept. 11 signing event formalized the partnership between

Amartha, which will be located along the scenic Jimbaran coast.

the Life Resorts Company, the Son Kim Development Company

Raffles Amartha is scheduled to open in 2010 and features a re-

and the Vietnam Investment and Project Development Group

sort comprising approximately 90 luxurious villas, and 25 Raffles

(VIPD). “Our resort is going to mirror the appeal of Sapa itself - a

Residences for private ownership.

cultural and ethnic rarity that has incredible appeal for local and

acres, Raffles Amartha is built to resemble a Water Palace, with

international visitors,” said Chris Duffy, general director of Life

inspiration drawn from classical Javanese-Hindu architecture and

Resorts Management. “This will be the first resort of its kind here,

style, characterized by open spaces, water features and walled

and will be a place where guests can enjoy the incredible natural

courtyards on rising terraces.

Occupying a sprawling 27

beauty of this mountain village in a singular Life Resorts environment.” Scheduled to open in early 2009, the resort’s design will

The international travel industry has tipped Saadiyat Island

marry the aesthetics of colonial French villas with elements of the

- the natural island lying offshore Abu Dhabi city, the capi-

highlanders’s traditional stone buildings. The unique traditions

tal of the United Arab Emirates - from the top 10 contenders

of Sapa history and culture will inspire the accommodation, the

to become one of the tourism industry’s most trendy destina-

spa, heated pool and restaurant, all of which will be built on the

tions. Following research carried out by The Wall Street Journal,

resort’s 15 hectares of hills, valleys and plateaus.

one of the world’s leading daily business publications, Saadiyat Island, was ranked by international travel scouts as a destination

Singapore Main-Board listed Banyan Tree Holdings Limited

it expects “will become a hit in the coming years.” The travel

(“Banyan Tree” or the “Group”), a leading developer, de-

scouts said Saadiyat Island’s main attractions would be the luxury

signer and operator of top-tier hotels, resorts, spas and

hotels planned for its upmarket Saadiyat Beach district and its

galleries worldwide, announced that it has signed a new

world-class museums, including the Guggenheim Abu Dhabi and

management contract in the Republic of Mauritius, located

the Louvre Abu Dhabi, which will be housed in the island’s Cul-

in the Indian Ocean off the coast of Africa. This will be the

tural District. Saadiyat Island - which is just 500 metres offshore

first project for the Group in Mauritius, an unforgettable and dra-

the UAE capital - is being transformed into a signature leisure,

matic tropical paradise also known as L’Île Maurice. This follows

residential and cultural hub and is the flagship project of Tourism

on earlier announcements in the year on management deals in

Development & Investment Company (TDIC), the asset develop-

China and Mexico and its recently announced management deal

ment and management arm of the Abu Dhabi Tourism Authority.

in Bodrum, Turkey. “Banyan Tree has always enjoyed a strong

Other destinations tipped by the international travel scouts as

presence in the Indian Ocean as a premier operator of top end

the ‘hit’ destinations of the future include Honduras, Providence

resorts and residences. This project further entrenches our pole

Rhode Island, Newfoundland in Canada, Montenegro, Rwanda,

position in the region and enhances our ability to continue to

the Seychelles, Almaty in Kazakhstan, China’s Hainan Island and

provide our guests with exclusive getaways in the most exotic

Boracay in The Philippines.

surroundings,” said Executive Chairman, Mr Ho Kwon Ping.

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

Les Clefs d ‘Or, USA awarded Roberta Nedry, President of

tourists. The ugly American? Mais non, said 1,500 European

Hospitality Excellence, Inc, Honorary Membership at the

hotel managers when asked to rank tourists’ traits by national-

organization’s 13th USA National Congress, held at the Wal-

ity. American visitors, they said, are the most generous, most

dorf Astoria in New York City. Les Clefs d’Or (pronounced “lay

interested in local cuisine and most willing to adopt the local

clay door”) is French and literally translates as ‘keys of gold”.

language. On the downside, they said, we’re the worst dressed.

Crossed gold keys displayed on hotel concierge lapels assure

The managers, polled online by the German branch of Expedia.

travelers they are dealing with a seasoned professional who is

com, ranked Americans No. 2 as “overall best travelers,” next

dedicated to serving their every need and who has fulfilled in-

to the Japanese. The worst travelers, they said, are the French.

tense membership and service requirements. Les Clefs d’Or USA

Source: Los Angeles Times

President Shujaat Khan and the Les Clefs d’Or Board of Direc-

HOSPITALITY BITES

European hotel managers rank Americans as worst dressed

tors selected Ms. Nedry for this award to recognize her training, The Oriental, Singapore, one of Mandarin Oriental Hotel

educational enrichment, public relations and business efforts for

Group’s award-winning properties, will be renamed Man-

this exclusive group of service professionals. Honorary member-

darin Oriental, Singapore from 25 September 2007. Follow-

ship in Les Clefs d’Or, USA is reserved for individuals who have

ing an extensive refurbishment that began in 2005, which in-

made outstanding contributions to the Les Clefs d’Or commu-

cluded the redesign of the 527 guestrooms and suites as well as

nity. In accepting the award, Ms. Nedry noted her respect for

enhancements to all public areas, dining and meeting facilities,

the concierge as ultimate role models of service excellence and

the hotel has been re-positioned as one of Singapore’s best lux-

exceptional leaders in service delivery. She also highlighted the

ury properties. The name change was designed to coincide with

Les Clefs d’Or concierge’s powerful impact on the overall service

this significant upgrading and to better align the hotel with the

and profitability of any hotel environment and their increasing

rest of the luxury properties in the world operated by Mandarin

contributions to the bottom line and seamless service delivery.

Oriental Hotel Group.

Les Clefs d’Or professionals have a never-ending network of acquaintances, friends and colleagues from around the world to

Kingdom Hotel buys $137 mln Seychelles hotel project.

assist them in meeting and exceeding guest demands. Known

Dubai-based hotel investment firm Kingdom Hotel Investments

for rolodexes worth millions, Les Clefs d’Or concierges are in

said on Monday it had acquired a luxury resort hotel and resi-

the enviable position of being able to recommend destinations,

dence development work on the island of Pranslin, Seychelles.

businesses, companies, and/or products to thousands of business

The total development cost of the resort will be around $137

and leisure travelers throughout the world. Members of Les Clefs

million, it said in a statement. Source: Reuters

d’Or USA represent over 275,000 hotel rooms nightly at more than 250 primarily four-and five-star properties and constitute the only national association of professional hotel concierges in the United States.

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

LOCAL NEWS

One & Only Reethi Rah

Scoops Top Prize at Conde Nast Traveller Readers’ Travel Awards At the recent Conde Nast Traveller UK Readers’ Travel Awards, One&Only Reethi Rah, Maldives was named as number one in the world. In addition, One&Only Reethi Rah was announced the winner in two other categories: Favourite Overseas Leisure Hotel, Middle East, Africa and the Indian Ocean; and Favourite Overseas Hotel Spa, Worldwide. The winner was chosen by readers of Conde Nast Traveller from among several categories including hotels, destinations, tour operators, airlines and cruise lines. Just over two years after opening, One&Only Reethi Rah has earned recognition among a stylish and sophisticated clientele, with this latest achievement cementing its position on the luxury hotel scene. A high percentage of repeat guests re-affirms the resort’s popularity. Michael R. Payne, General Manager of One&Only Reethi Rah, said “We are delighted to have been named as the best in the world by the readers of Conde Nast Traveller magazine. This esteemed publication is a hugely important opinion leader in the UK and abroad, so it is most rewarding to have been recognised in this manner. I would like to personally thank each and every one of our guests who were kind enough to honour us with their vote.” This 109-acre island in the North Malé Atoll comprises 130 exquisite beach, over-water, and duplex villas (37 of which have a private pool), designed by world famous architect Jean Michel Gathy. Every villa has a specially designated twenty-four-hour villa host, who is on call throughout, while 650 staff members

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

are in situ to pamper and indulge. Surrounded by the wonders of the crystal blue ocean, One&Only Reethi Rah offers an unrivalled level of style, choice, and personalised exploration. An eclectic and imaginative menu caters to every taste and occasion in three restaurants, including the Japanese specialist Tapasake and the Middle-Eastern influenced beach restaurant and bar, Fanditha. Meanwhile the extensive wine cellar, stocked with more than 700 premium labels and 18,000 bottles on the island, is available for wine tastings and dinner parties. Beach barbecues, Champagne parties and gourmet dinners can also be organised. Guests also have numerous activities to choose from, either at the Peter Burwash Tennis Academy, water sports and scuba diving in the magnificent Maldivian waters, excursions in the resort’s sleekly designed yachts, or simply relaxing on one of the 12 white-sand beaches. For extra pampering, the One&Only Spa by ESPA offers eight stand-alone treatment villas, two private spa suites, vitality pools, crystal steam rooms and saunas and a range of specially devised ESPA holistic treatments. One&Only Reethi Rah offers the ultimate holiday experience to those seeking the pinnacle of tropical luxury. Nowhere else in the Maldives is there a resort with this much space and exclusivity. Resort PR enquiries should be directed to: adriena.daunt@oneandonlyresorts.com.mv Tel: + 960 664 88 00 – extension 7705

HOSPITALITY MALDIVES AUGUST/SEPTEMBER JUNE/JULY 2007 2007

SALES & MARKETING

Marketing

101 Abacus International

We all know that emails can be an effective marketing tool. But it is also one that has been abused and is shrouded by a cloud of suspicion, thanks to spam mail and irresponsible users. In this issue, we’ll look at some ways as suggested by authors Jim Sterne and Anthony Priore, to craft effective email messages – some dos and don’ts that will help us on our way to a successful email marketing campaign.

the group to the others – this is private information that should be kept private.

The Headers

Do not use exclamation marks One of the first spam filters people set up has a rule that says if it has more than one exclamation point, it is automatically routed to the trash bin.

The email headers can be likened to the envelope in the good old days of paper mail, or snail mail. Like the envelopes, the headers will show the recipient where it is from, and give clues as to the nature of the mail. Before you even craft the email message proper, the important fields that we want to look at are the “from” field, the “to” field, and the “subject” field. Have you received emails from quirky, elusive addresses lke 204676@sunrise.com? Or how about 8983787@58098.com? If you can’t even identify yourself, forget getting people trusting you enough to even read your mail. Bonafide companies who are confident of their product and the value of their message will not hesistate to identify themselves. Info@xytravel.com works much better in establishing who the message is from. If you are able, use a personal name. jim@abctoursandtravel.com is even better. In the “to” field, you can either choose to address the group as a group (for example, “subscribers”, or “customers”) or you can send it to individuals. We recommend the latter. Anything you can personalise is always better. The other thing to consider is to hide your group lists. Do not expose all the email addresses of

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

Next, the subject header - here are some don’ts.

Do not use dollar signs These come in the same category as exclamation marks.

Do not use caps This is tantamount to shouting at your recipient. Be Brief The industry standard is 25-35 characters. The rest will unlikely to be displayed on an email client.

Avoid too casual language and smileys, or emoticons. While those are appropriate for personal emails and chats, they will come across as highly unsuitable for business communications.

SALES & MARKETING

Do not use the word “free” While you may be tempted to think that’s the catchall word that will win anybody over, think again. People are sassy enough to know there is no free lunch. Spam filters often rule that “free” offers go to the trash as well.

Always sign off on the message – with full contact details. You want to make it easy for the recipient to take action on the offer. Give various modes of accessibility points – email, mobile phone, office telephone numbers, web address, etc. The more ways they can get in touch with you, the better. If you can remember these simple rules, you ought to find more successes in your email marketing campaigns. Be an effective user, and not an abuser of emails!

The Body Before you even begin your message, it is suggested that you should give the option to unsubscribe, or opt-out of the list. And make it easy for people to do so. Better to lose them now than hang on to angry recipients who will get angrier each time they receive an unwanted mail from you.

Keep the email body short and to the point. If there is an offer to be had, describe it succinctly in the beginning. Don’t make your recipient wade through a bunch of niceties to find the real meat. If you have more information you want to share with your recipients, provide a link to a webpage for those who are interested to know more. And obviously, make sure the link works.

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

There are moments in life when someone says just a few magic words that become powerful beyond the speaker’s imagination. Perhaps this has happened to you. It has to me – twice. The first magic moment occurred in 1972 when my high school science teacher, Stan Rhodes, challenged his students to see who could build the strongest bridge using just a limited amount of balsa wood and glue. On the day of the contest, a serious problem emerged. I knew the span of the bridge could be at least 12 inches, but I got the width wrong. I understood the maximum width was 1 inch. In fact, it was 1.5 inches. While my design was good, my bridge was 33% thinner than all the others. Even so, it came in second place. I was crushed. With an additional half-inch of width, I surely would have won the contest.

by Ron Kaufman

for the event and had no idea how successful speakers built their impressive careers. By chance I stood next to Thomas Winninger in the back of a large conference room. Thom and I are about the same height and for an instant we saw eye to eye. He introduced himself with enthusiasm – his trademark. I offered a more hesitant ‘Hello.’ We chatted for just a short while. I felt rather awkward. A few moments later, Thom looked right at me and spoke with an intensity that went to my core: ‘I can see you’ve got what it takes to succeed in this business. You’ll do well.’ It was a busy conference and Thom was very well known. We soon parted company in different directions. His comment, however, stayed with me.

I looked up at him, my mood completely changed.

Today, more than twenty years later, I enjoy my career as a successful professional speaker. Thom was right, I did have what it takes. I wonder how he saw it? Maybe he figured that anyone who showed up at the Annual Convention had the interest and desire, if not yet the skills required. Then again, perhaps Thom didn’t see much potential at all, but spoke up to help me create it.

‘Really?’ I asked in surprise. ‘Do you think so?’

Thanks, Thom.

‘Absolutely,’ he grinned. ‘You are a very good designer.’

Key Learning Point What you say to another person may impact the balance of their lives. Make the effort to boost their confidence, self-image and esteem.

As I was leaving, Mr. Rhodes pulled me aside and said, ‘Actually, your bridge had the best design. Well done.’

‘Thanks, Mr. Rhodes!’ I walked away triumphantly. Today, more than two decades later, I make my living as an innovative curriculum designer. I’ve built bootcamps, orientation programs, international tours, interactive workshops, management retreats, conference games, video and web-based learning systems and more. I am confident and passionate about the power of good design. Stan Rhodes’ magic comment made a difference. The second magic moment came when I was new to the business world, a recent graduate of my youthful years as a world-trotting citizen diplomat and Frisbee instructor. I attended my first National Speakers Association Annual Convention. Nervous and inexperienced, I was under-dressed

SERVICE

Say the Magic Words

Action Steps Don’t hold back. Move other people forward. Say the magic words. Ron Kaufman is an internationally acclaimed educator and motivator for partnerships and quality customer service. He is author of the bestselling “UP Your Service!” and founder of “UP Your Service College”. Visit http://www.UpYourService.com for more such Customer Service articles, subscribe to his Newsletter, or to buy his bestselling Books, Videos, Audio CDs on Customer Service from his secure Online Store. You can also watch Ron live or listen to him at http://www.RonKaufman.com.

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

HUMAN RESOURCES

Think before you speak By Scott Ginsberg

Success strategies for combating conversational crappiness Essential to your success as an effective, engaging communicator is learning not only what to say, but what not to say. The following guide examines several sentences, phrases and questions that stand in your way of connecting and communicating with confidence.

Do you remember me? If you walk up to someone and the first words out of your mouth are, “Do you remember me?” I guarantee you will a) make them feel uncomfortable, b) pressure them into giving an answer, and c) cause them to lose face when they regretfully tell you they can’t seem to remember who you are. Some people are good with names; others are good with faces; while others can’t seem to recall a single person they’ve ever met in their lives. But no matter what type of memory a person has, “forgetting someone” is one of the most embarrassing feelings anyone can experience – especially if they’ve met you several times before. Therefore, if you know someone doesn’t remember you, rescue them. Just tell them who you are. Odds are, deep down they’ll be signing, “Oh thank God he told me his name – I didn’t want to ask!” SUCCESS SENTENCE™ #1: “Hi! I’m Scott with Front Porch Productions – we met last month at the Chamber Meeting when Carol introduced us.”

wants your card. Think about it: how many times has someone given you one of their cards – without asking – to which you thought to yourself, “Okay…and what do you want me to do with this?” SUCCESS SENTENCE™ #2: “May I give you one of my cards?” So...what do YOU do? According to CNN.com, the US rate of unemployment in September of 2004 was somewhere between five and six percent. Unfortunately, those are just the reported cases. So don’t overlook the possibility that the person you’re talking to is unemployed, was recently fired or is in the process of finding a new job. Asking someone “So...what do YOU do?” is an assumption. And if you utter this phrase, it may necessitate a shoehorn the size of Shaquille O’Neal to get your foot out of your mouth. Instead, ask less specific, yet open ended questions that empower an engaging response. SUCCESS SENTENCE™ #3: “How do you spend most of your time during the week?”

Here’s my card… Can you believe the weather? The rule of business cards is: don’t give it to anyone who doesn’t ask for it. It’s presumptuous. Sadly, the exchange of business cards is a ritual that our culture has de-formalized over the past 20 years. On the other hand, some high-context cultures like the Japanese view this as a sacred business ritual. For conversational effectiveness, don’t assume that somebody

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

I’ve read almost every book on starting conversations, mingling, breaking the ice, networking and meeting people – and I have yet to find one that doesn’t say: “Talking about the weather is always a good way to start a conversation.”

HUMAN RESOURCES ENVIRONMENT

No it isn’t. It’s a terrible way. And just because everyone uses it doesn’t make it effective. Starting a conversation about the weather means you’ve settled for starting a conversation about the weather! This makes your conversation partner feel like you’ve settled for them too. And every time you do it, you show the other person that you aren’t a good enough conversationalist to talk about anything other than the weather. But I have faith in you. You can do better than that. In fact, if you haven’t already signed up for the Building Front Porches Ezine – click on this link and you can download a free special report called “Let Me Ask Ya This: 55 Great Questions to Ask Someone You Just Met.”

SUCCESS SENTENCE™ #5: “I don’t believe we’ve met before – my name’s Scott.” Combating Conversational Crappiness Some people don’t think before they speak, and the price to pay is at the expense of their partner’s conversational comfort. But if you avoid these five communication barriers, you will be certain to make the other person you’re engaging with feel welcome and valued. LET ME ASK YA THIS... Who is the crappiest conversationalist you’ve ever met?

SUCCESS SENTENCE™ #4: “What was the best part about your weekend?” Are you a new member? There’s only one feeling worse than forgetting someone: devaluing someone. In your organization, club, business or association – there are bound to be dozens, possibly even hundreds of members you’ve never met. That’s okay. You can’t keep a tab on everybody. People come in and out of organizations all the time, and not everyone comes to every meeting. So don’t assume that someone is a newbie simply because you don’t know them. Even if you think “Oh, I know everybody,” there are always people on the fringes. Perhaps they joined the organization five years ago. Maybe they’ve been out of town for a few months or their schedule conflicts with certain meetings or events.

LET ME SUGGEST THIS... Make a list of your Top Ten Conversational Pet Peeves. Email it to everyone you know, including me. Then, I’ll quote you in my next article, book or speech!

© 2007 All Rights Reserved. Scott Ginsberg, aka “The Nametag Guy,” is the author of three books and a professional speaker who helps people maximize approachability, become unforgettable and make a name for themselves. To book Scott for your next association meeting, conference or corporate event, contact Front Porch Productions at 314/256-1800 or email scott@hellomynameisscott.com

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

SALES & MARKETING

The Power of

Questions By Kelley Robertson Participants in my sales training workshops often ask how they can better control the sales process. Most people spend the majority of their time talking about their product or service believing that telling is selling. Although they may have been trained to do this, it is an ineffective approach. The most effective way to control the sale is to ask more questions. Selling is like driving a car. The person who asks the questions sits in the driver’s seat and controls the direction of the sale. The passenger-the person who answers the questions-goes along for the ride. Whenever the customer starts asking questions, she moves into the driver’s seat and takes control of the sale and the sales person becomes the passenger. Unfortunately, many sales people feel that they are selling when they are responding to their prospect’s questions. They mistakenly believe that this will demonstrate how smart or knowledgeable they are and will help the other person make a buying decision. Many sales people have learned to ask questions but too often they sound like this: The problem with questions like this is that they do not help you gain the knowledge you need to effectively present a solution. And they don’t help you actually control the sales process. Plus, questions like this only demonstrate your lack of sales ability and will quickly cause your prospect to lose interest in the call or discussion. Instead, you need to ask high-quality questions. Questions that make your prospect or customer think. Questions that demonstrate your knowledge and expertise. Questions that your competitors are not asking. Let’s say for example, you sell advertising. Instead of asking standard questions that focus on your prospect’s current advertising

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

campaign and budget, you could focus on learning more about their goals, objectives and the challenges they are facing trying to meet those targets. This approach helps you gain more insight to your prospect’s business which means you will be able to present a solution that will help that person’s business. In today’s ultra-competitive business world it is actually easy to stand out from your competition because most sales people are so focused on trying to get the sale that they don’t learn anything about their prospect’s situation. Or, they move backwards through the sales process by starting with their presentation, pitch or demonstration followed by a Q and A session instead of asking questions first and then adapting their presentation to address the needs of the person they are speaking to. Several years ago, I met with a sales rep to learn more about computer-based training and how it could potentially help the company I was working for. When he entered my office he immediately fired up his laptop and began telling me everything about his company from how long they had been in business, to how well funded they were, to the organizations they had worked with. After his fifteen minute monologue, he asked me what questions I had. My immediate response was, “How can you help me?” after which he went into another ten minute pitch. By the time he was finished talking, he was also out of time because I had to attend another meeting. A few weeks later he called me and asked if I had made a decision and when I said I going with another vendor he immediately asked if price was a factor. I responded by saying that we had not even discussed price because all he did during the entire sales call was talk about his

SALES & MARKETING

company. I also mentioned that I still had no idea of how his company could help me and shortly afterwards, I disconnected the call.

“Selling is like driving a car. The person who asks the questions sits in the driver’s seat and controls the direction of the sale.“

reality, all he did was waste my time and his. Unfortunately, this happens much more than people realize. In a recent workshop I conducted, we had invested a significant amount of time discussing the importance of asking thought-provoking questions and the time had come to apply this concept in a simulation. I watched in amazement as virtually every sales person launched into a pitch without first asking their customer a series of questions. If you truly want to control the sales process and positively influence the outcome, you must teach yourself to ask questions instead of talking. Contrary to popular belief, telling is NOT selling. © 2007 Kelley Robertson, All rights reserved. Kelley Robertson is a professional speaker and trainer on sales, negotiating, customer service, and employee motivation. Receive a FREE copy of “100 Ways to Increase Your

Hopefully it’s obvious to you that the sales rep lost the chance to gain my business because he didn’t learn anything about my specific situation. He didn’t ask me what I was looking for or why I was considering computer-based learning. In all likelihood, he probably thought he was controlling the sale by talking, but in

Sales” by subscribing to his free newsletter available at his website. Visit www.kelleyrobertson.com. He is also the author of “The Secrets of Power Selling” and “Stop, Ask & Listen-Proven Sales Techniques to Turn Browsers into Buyers.” For information on his programs contact him at 905-633-7750 or Kelley@RobertsonTrainingGroup. com.

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

NEWS

Banyan Tree opens Spa Academy Banyan Tree Spa has extended its reach into China and opened its first training facility for Chinese spa therapists, the Banyan Tree Lijiang Spa Academy. The facility aims to secure a dedicated supply of talented candidates well-versed to deliver the high service standards of the Banyan Tree experience. This ground breaking development is a necessary move as Banyan Tree embarks on an aggressive expansion plan within China, as well as globally in the next five years. Banyan Tree Spa Sanya, China is slated to open in the fourth quarter of this year. Angsana Spa is in the process of opening Angsana Spa Hong Qiao, Shanghai in China in the third quarter of 2007. Banyan Tree Lijiang Spa Academy Soft opened in May 2007, Banyan Tree Lijiang Spa Academy is a unique facility to coach candidates in all areas of Banyan Tree Spa service delivery. The Academy is located in a custom-built compound located in Lijiang, Yunnan, where students undergo a rigorous training curriculum adapted to Chinese spa requirements. Mr. Ravi Chandran, Managing Director of Spa Operations, Banyan Tree Spas and Angsana Spas, says, “As one of the world’s leading spa operators, Banyan Tree can attribute its success to the continued management, training and quality of our therapists. The Banyan Tree Spa Academy in Phuket was a world-first for a resort, in achieving a fully trained, talented therapist base and establishing a world-class industry benchmark. This has helped us to enter new markets and grow from one Banyan Tree Spa in 1994 to over 50 Banyan Tree and Angsana Spas today. The Banyan Tree Lijiang Spa Academy is vital in our drive to identify and engage new candidates for the Chinese market and beyond.” Fresh trainees are recruited from within China to undergo a pretraining 48-hour curriculum. Once the recruits are familiar with grooming standards, basic anatomy and physiology, and product

knowledge they are committed to undergo about 480 hours of training over three months. Key elements that are essential in identifying recruits include enthusiasm, nurturing qualities, empathetic and keen interest to develop their potential with the company. Banyan Tree Spa rewards and retains its most promising recruits by offering extensive opportunities to further their career to the highest levels. Banyan Tree Spa Academy, Phuket The pioneering Banyan Tree Spa Academy in Phuket was set up in 2001. The Banyan Tree Spa Academy Phuket trains a dedicated group of therapists for both Banyan Tree and Angsana Spas. The training programme encompasses all areas of spa therapy, including knowledge of the human anatomy and important pressure points, modern and traditional massage techniques, variation of body weight for different techniques, knowledge of skin epidermis and facial applications, properties of different herbs and spices, preparation of spa ingredients, setting up of treatment rooms and spa pavilions, and standard greeting procedures. The academy is accredited by Thailand’s Ministry of Education. In November 2006, a new urban training centre, the Banyan Tree Thai Massage School in Bangkok, Thailand, was established to further identify recruits and train students in the art of Thai Massage. Banyan Tree Spa has been honoured by awards including the recent Baccarat AsiaSpa Awards 2005 for Best In-Spa Training of the Year, and Travel Trade Gazette (TTG) Travel Awards 2005 for Best Spa Operator. In addition, Banyan Tree Spa Phuket has been awarded the distinction of Best Benefits Company by the Labour Relations Department of Thailand, which recognises the company’s practice to provide welfare and benefits beyond labour law requirements.

HOSPITALITY MALDIVES AUGUST/SEPTEMBER 2007

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