I m p r e s s u m Published by Beyond Hospitality Pvt. Ltd. H. Always Happy House, L2 Asrafee Magu 20034 Male’ Republic of Maldives www.bynd.co.uk Managing Editor David Kotthoff editor@hosmal.com
Design & Layout Hawwa Sithna info@bynd.co.uk Print Novelty Printers & Publishers Pvt. Ltd. Contributors Anantara Maldives Adaaran Resorts Dan Kutis Doug Kennedy Hulhule Island Hotel Irufushi Beach & Spa Resort John R. Hendrie Jorely Mathew Kelley Robertson Neil Salerno Regent Hotels Rick Johnson Roberta Nedry Ron Kaufman Shangri-La Hotels & Resorts Sheraton Maldives Thai Wok Wayan Sumartana www.ehotelier.com
Dear friends and colleagues, Welcome to the 22nd edition of Hospitality Maldives!
editor’s note
Advertising Hassan Hisham ads@hosmal.com
With the dawn of a new calendar year lurking around the corner, it’s the time again that
many of us use to reflect on the past year, analyze how things went for us, and make
plans for the next twelve months ahead. According to recent surveys, a majority of people
even go as far as making New Year’s resolutions; are you one of them? If so, I have a suggestion for you.
Most resolutions people take at the break of a new year are of a personal nature, such as
losing weight, saving money or to quit smoking. The ultimate aim of the resolution itself however always is the same, namely feeling better about ourselves and about the things
we know are not good for us but do nevertheless. For a change, why don’t we shift the attention of our New Year’s resolutions away from ourselves and to the people that are
dear or close to us? Instead of deciding to eat healthier in 2009, a very common resolution which usually lasts not more than a couple of days, why don’t we decide to give more
benefit to those around us? This could be a resolution about your family, e.g. to spend
more time with your children, about your job, e.g. to be more punctual, or even about a complete stranger, e.g. to volunteer for a good cause.
For all of us who have the pleasure of working in our beautiful industry, hospitality is the Cover Located on the pristine white sands of the Thaa atoll, The Regent Maldives will set new standards in luxury accommodation and is scheduled to open in summer 2009. While reflecting traditional architecture of the Maldivian setting, The Regent Maldives will feature contemporary design elements such as furnishing and fabrics sourced from around the world by acclaimed interior designers Hirsch Bedner Associates, and exotic semi-open bathrooms with indoor and outdoor showers. For current openings with The Regent Maldives, please continue reading on page 21...
key to success. Genuine hospitality is something that comes from the inside; it means
Disclaimer No parts of this magazine or its content (photographs, articles or parts thereof, design, layout) may be reproduced without the consent of the respective owner. Beyond Hospitality Pvt. Ltd. or any of its associates cannot be held responsible for the misuse of the information and intellectual property provided in this magazine. Opinions expressed in this magazine are those of the writers and not necessarily endorsed by the publisher.
Yours in hospitality,
truly caring about another individual, and to do so because we want to, not because we get paid a salary for it. It is this attitude, on and off the job, with guests, friends, family
and co-workers alike, that can make the world a better place. So, what is your New Year’s resolution going to be this time round?
We wish all of our readers a successful and prosperous 2009 and look forward to your feedback as always! Happy Reading!
David Kotthoff
Last words 68
Handling The Cold Potato 66
Hotel lessons learned Growing up in Kennedy Craft Shop 64
The Greatest Hotel People I Have Never Met 56
Ten Innovative Ideas For Successful Team Building Events 52
Leadership - It Gets Lonely At The Top 48
Customer focus: The Primary platform for Customer Retention 40
Six Principals For Creating The Ultimate Customer Experience 36
32 Are You Married Or Engaged And Commited To Your Organization
24 Hospitality Bites
22 A Common Sense Approach To Your Brand Message
20 How You Can Hire Better People
16 The Smells and Swells Of Service
08 Bringing Out The Best In Others
03 Editor’s Note
CONTENTS
Winner Of ‘World Luxury Hotel Award 2008’ Conferred On Hulhule Island Hotel, Maldives It was a historical moment when the winners of ‘World Luxury Hotel Awards 2008’ were announced at Cape Town on October 18, 2008. Top Luxury Hotels and Resorts from 30 countries participated in the prestigious event. Apart from the Republic of Maldives, it included Portugal, Greece, Turkey, Germany, India, Latvia, Mauritius, South Africa, Singapore, Bulgaria, USA, China, Tanzania, United Arab Emirates, Thailand, North America, France, Italy, Paraiso de la Bonita, Argentina, Zambia, New Zealand, Mexico, Fiji Islands, Cook Islands, Malta, Spain, Indonesia and Mozambique.
have as such differentiated themselves from “good hotels” to “exceptional hotels”. The World Luxury Hotel Awards accounts for all categories in the Luxury Hotel industry. Award winners set the benchmark for luxury hotels in achieving recognition for their world class facilities and service excellence.
Landscaping, Tennis court, Putting green, Beach area and extensive Food & Beverage options. The diverse dining selections include a rooftop restaurant ‘Uduvilaa’ with a panoramic view of both Male and the Indian Ocean catering to the multi-cuisine creations for the International clientele.
The gala ceremony was opened by the Provincial Minister of Finance, Economic Development and Tourism in the Western Cape, MEC Garth Strachan with a key note address to the distinguished gathering from all across the globe. “The sheer number of participants in my humble view shows that there is indeed a demand internationally for an award system for Luxury Hotels, Lodges and Resorts”, said Brandon Lournes, CEO and Founder of World Luxury Hotel Awards.
Hulhule Island Hotel was one of the three finalists under the ‘Luxury Airport Hotel’ category of ‘World Luxury Hotel Awards 2008’ - the other two finalists being, the newly opened Crowne Plaza Hotel, Singapore and Emperor’s Palace, South Africa – each with more than 300 rooms. During the award ceremony, Hulhule Island Hotel was officially declared the ‘Winner’ under the ‘Luxury Airport Hotel’ category. Hulhule Island Hotel was officially inaugurated by His Excellency Maumoon Abdul Gayoom, President of Republic of Maldives in 2001. Since then, the Hotel has been a key member of the travel and trade business in the Maldives. The Hotel has become well-known for its excellent services and the hospitality offered to tourists.
It is worth mentioning that Hulhule Island Hotel was adjudged as the ‘Best Culinary Establishment’ at Maldives in the Hotel Asia Exhibition & Culinary Challenge successively twice i.e. in 2006 and 2008. Hulhule Island Hotel is an ISO 9000-2001 certified hotel and has also been certified for Hazard Analysis and Critical Control Point (HACCP) which is unarguably the ultimate food safety certification worldwide, with a reputation of covering A-Z of the food processing cycle, right from purchase and selection of suppliers, to the storage, preparation and service of the food products.
The ‘World Luxury Hotel Awards’ are accepted as the pinnacle of achievement for Luxury Hotels worldwide. This Award was established as a celebration of ultimate achievement in hoteliering. It is about congratulating hotels that have taken the extra step and
Hulhule Island Hotel has 136 rooms in all inclusive of various categories of rooms on offer including Superior, Deluxe, Super Deluxe, Super Deluxe with Jacuzzi and the Suites. The facilities for the guests at the hotel include the Spa, Gymnasium, Swimming Pool,
On receiving this coveted award, Mr. Utkarsh Faujdar, General Manager - Hulhule Island Hotel stated ecstatically, “This is indeed recognition of the par excellence Hulhule Island Hotel has attained by achieving the highest standards in the hospitality industry”. He further added “The relentless efforts of the team have been instrumental in bringing this International award of repute to the Republic of Maldives.”
Utkarsh Faujdar, General Manager, Hulhule Island Hotel, P.O. Box 2118, Malé, Republic of Maldives, Telephone: +960 333 0888, Facsimile: +960 333 0777, Email: utkarsh@hih.com.mv, Web site: www.hih.com.mv
Bringing Out The Best In Others Brings Out The Best In Ourselves A key principle for finding personal fulfillment in our journey to hospitality service excellence is realizing that when we bring out the best in others, we simultaneously bring out the best in ourselves every day, every shift, and with just about every guest we encounter. An awful lot has been written in recent years about how today’s customers are more demanding, increasingly unreasonable, and generally to harder deal with. One of our the hospitality industry’s top research experts, Peter Yesawich, Ph.D. has even been quoted as saying “This is the decade of the vigilante consumer.” On one level I’m tempted to agree with them, since it seems obvious that the overstuff, over-scheduled, multi-tasking lives most of us lead today can cause us to have shorter fuses on our anger time-bombs. But honestly, I don’t ever recall a time when customer service was easy.
Whether working as a bellhop for Marriott in 1981, or managing the front desk and reservations in the late 1980’s, I can’t say I ever recall an era when what is now collectively called “customer service” was an easy profession, especially in the hotel business where nerves can be frayed to their very last strands by the time the guest arrives at the front desk at the end of their long day of travel. Over the years I’ve learned that customers don’t usually set-out to complain, harass, or upset service providers, although I have to admit the lesson took some time for me to learn. I remember well how I would stand there in the lobby some days, looking around at our beautiful atrium with flowing water and indoor gardens; looking at the stone walls built from sandstone rocks mined right from our own landscaping, wondering to myself, “How can guests be so darned cranky when they are lucky enough to stay in a place
like this tonight?” At that time in my life the chance to check-in at any resort as nice as this would put me in a good mood for weeks both before and after! Years later, when the tables were turned and I have stood literally thousands of times on the other side of the front desk at check-in, admittedly sometimes being one of those cranky guests myself, I have a whole new level of understanding for the fellow human beings we call customers. One activity I’ve done with my hotel hospitality training workshops is to encourage them to think about the types of experiences that guests might have encountered while they were en route to the hotel. First of all, on the day of travel most people’s alarm clocks go off extra early in the morning, especially in these days of heightened security and advance check-in requirements,
not to mention over-crowded airport parking. So your alarm clock is going off at like 3am to make that 7am wheels-up flight time. On a good day you actually do find a parking spot, whisk through security with only a 30 minute wait, and find that your flight is actually on time. But once seated on the plane, you’re sure to encounter at least a few challenges. Forget that the airplane seats and the space between (pitch) actually are shrinking, let’s think about the passengers. Have you ever been seated next to the excessive talker? “Hello, my name is Barbara Blabs. What do you do? Oh, how interesting. Now let me tell you about me for the rest of this flight….” Or Randy Overshoulder? He’s the guy who can’t see wasting 50 cents for his own paper when he can read yours; besides, he’s a quick reader and usually finishes before his seatmates change the page so he rarely has to ask them to wait. Let’s say it’s still a good day, and when your checked luggage actually arrives on the same flight you are one! All you have to do now is pick-up the rental car. So you saunter on over to Brand Excellence Rental Car counter, your wife en tow on your arm, eager to pick-up the sporty little coupe reserved for the romance getaway weekend. Being a “platinum” premier level renter club your confidence was high as you said. “Hello, I’m here to pick-up the sporty little Chrysler Sebring convertible I’d reserved last month.” Upon which you heard the rental agent exclaim: “Good news! Since the car you’d requested wasn’t available, we’ve upgraded you to the Chrysler Town & Country Minivan, which usually rents for $20 more a day!” What about the guests who prefer to drive on their vacations? They have it easier because they don’t have to deal with those airports, right? I can only speak from my own experiences. Our parents gave us many gifts growing-up as one of four kids in the Kennedy household, but perhaps one of the greatest gift we all share to this day is a love of travel, which we now call the Kennedy wanderlust. We were always going somewhere, although it was usually to a state park campground
or National Park. In those days we were traveling in our 1969 Dodge Monaco woodpaneled station wagon, usually fighting over who got to sit in the third row seat because it faced backwards and we could make faces out the back window. Granted, the vehicle of choice has changed to a minivan over the years, but what mom and dad hear from the backseat is exactly the same: “Are we there yet?” Or “I have to go to the potty.” Or “Dad, he’s looking at me again.” Or “Mom, he’s on my side again.” To top it off, the night before they went on vacation, mom worked on e-mails until 10pm and then after that finished the laundry and packing, and dad worked even later but still had to bring some documents to read for his job. What was once at the start of the journey a “Come on kids, we’re off to our vacation today!” attitude has turned into “If I hear that one more time I’m going to have to stop this car…” along the road. And so we have two choices in the hospitality industry and elsewhere in the field of customer service. We can continue to react to each customer’s individual attitudes and behaviors; to treat them just like they are treating us; to feed their negativity right back to them. We can stand safely on our side of the front desk or reception counter, passing out judgment on everyone we encounter: “She was rude. He was a jerk.” In other words, we can perpetuate the culture of negativity.
More often than not we do have the ability to turn things around, even for the most negative guests. And we do so, it not only brings out the best in them but also the best in ourselves, as we spend our day interacting with more happy and satisfied guests than ever before.
Or, we can make the choice right here and right now to make it our job to turn things around. To bring out the best side of even the most negative person. The consensus is great among seasoned hospitality professionals; more often than not we do have the ability to turn things around, even for the most negative guests. And we do so, it not only brings out the best in them but also the best in ourselves, as we spend our day interacting with more happy and satisfied guests than ever before.
Roberta Nedry is President of Hospitality Excellence, Inc., consultants in guest experience management and audits, service excellence training for management and frontline employees and concierge development. To learn more about the programs her firm offers and their service expertise, visit www. hospitalityexcellence.com She can also be reached at 954-739-5299 or roberta@hospitalityexcellence.com.
Sheraton Celebrates The Unveiling Of Sheraton Maldives Full Moon Resort & Spa
Following an aesthetic refurbishment and re-branding initiative, Sheraton Maldives Full Moon Resort & Spa today celebrates its launch as a luxury holiday destination for seasoned travelers. The resort enjoys a premium location on its own private island. Furanafushi in the North Male’ Atoll with its pristine white-sand beach is just a short speedboat ride from The Malé International Airport. “We are very excited to add this jewel to our Sheraton resort collection” said Brian Segrave, General Manager of Sheraton Maldives Full Moon Resort & Spa. “From the pristine reefs, to the wide range of activities available, Sheraton Maldives Full Moon Resort & Spa offers a once in a lifetime holiday experience for couples and families alike, certainly a great place to connect with themselves and with nature.” The official opening of Sheraton Maldives Full Moon Resort & Spa heralds the aggressive growth of the Sheraton brand’s portfolio of world-class resorts in desirable destinations across the globe. Sheraton currently offers more than 16 resorts in Asia Pacific in locations such as Fiji, Japan, China, Indonesia, Guam and Australia. Additionally, there are Sheraton resorts under development in markets like Taiwan, India and Spain. Sheraton experience at Sheraton Maldives Full Moon Resort & Spa Sheraton Maldives Full Moon Resort & Spa welcomes guest with a total of 156 rooms. Each one features the well known Sheraton Sweet Sleeper™ beds, Sheraton bathroom amenities ~ Shine by BlisslabsTM and thoughtful touches like ceiling fans, a private patio or balcony, tea & coffee making facilities, cable TV, high speed internet access, safe and mini bar. The resort also offers 5 unique room configurations to accommodate every kind of traveler; be it a couple seeking a touch of romance, a family with children, a group of friends or adventure enthusiasts looking for tropical inspiration.
For a romantic escape, the Water Villa provides total seclusion. Set on stilts over the turquoise lagoon with direct sea access, this villa includes a private terrace ideal for lying back to enjoy stunning ocean views. The spaciously appointed Beachfront Cottage is the ideal accommodation category for a family traveling with children. Each ground floor cottage is surrounded by tropical greenery and orientated towards the sea. The bathroom facility features a delightful alfresco garden shower and a private terrace adds to the relaxed ambiance where children can play. For a more affordable room category, the resort offers the Beachfront Deluxe room with ocean views and close proximity to the beach.
For personal rejuvenation, a picturesque footbridge leads to the resort Spa, a sanctuary for wellness located on its own private island. Guests are invited to sample nurturing treatments to enliven the body, mind and spirit amidst the serenity of this idyllic tropical setting. Dining Sheraton Maldives Full Moon Resort & Spa offers 7 distinct restaurants and bars with a wide selection of culinary choices to satisfy every taste preference. Reservations at Sheraton Maldives Full Moon Resort & Spa can be made via www.sheraton. com/maldivesfullmoon.
Recreational Facilities About Sheraton For diving enthusiasts, the resort is a haven with easy access to over 40 world-class dive sites around the Maldives. The resort has partnered with Euro Divers, a reputable company providing the entire spectrum of scuba diving services. Introductory diving lessons are available for beginners and certification can be obtained after only a couple of classes. The world famous Banana Reef is just 5 minutes away and will dazzle divers with its amazing underwater ecosystem. The ship wreck of the Maldives Victory as well as Manta Point are both just a 20 minute boat ride away. Other favorite spots include Emboodhoo Express also known as Shark Point, HP Reefs, Okobe Thila, Nassimo Thila. In Maldivian waters, be prepared to encounter Spotted Eagle Rays, Sting Rays, Hawks Bill & Green Turtles, Napoleon Fish, Lion Fish, Moray Eels and many other fascinating species of marine life. The resort offers a wide variety of indoor and outdoor recreational activities including a fitness centre, freshwater swimming pool, children’s splash pool, floodlit tennis courts, a range of water sports and daily excursions for guest to enjoy. The celebrated Sunset Dolphin Cruise is an opportunity to experience friendly dolphins.
Helping guests make connections at more than 400 hotels in 75 countries around the world, Sheraton is revitalizing its iconic brand while continuing its aggressive international expansion by adding 54 hotels and 20,000 guestrooms by 2009. Starwood Hotels & Resorts Worldwide, Inc. is one of the leading hotel and leisure companies in the world with approximately 900 properties in more than 100 countries and 155,000 employees at its owned and managed properties. Starwood Hotels is a fully integrated owner, operator and franchisor of hotels, resorts and residences with the following internationally renowned brands: St. Regis®, The Luxury Collection®, W®, Westin®, Le Méridien®, Sheraton®, Four Points® by Sheraton, and the recently launched AloftSM, and ElementSM. Starwood Hotels also owns Starwood Vacation Ownership, Inc., one of the premier developers and operators of high quality vacation interval ownership resorts. For more information, please visit www. starwoodhotels.com.
Media Contact: Maurice Tan, Director of Sales & Marketing, Phone: +960 664 2010, Email: maurice.tan@sheraton.com
Hotel Ritz (Madrid), Grand Hotel Europe (St. Petersburg), Le Manoir aux Quat’ Saisons (UK), La Residencia (Mallorca), Maroma Resort & Spa (Mexico) and the Pansea Group of Hotels in Asia. Welcoming Mr Rajakarier to his new role, Mr William E Heinecke, CEO of Minor International, said: “Dillip’s wealth of finance and investment experience is key in the next step to further develop the Minor Hotel Group. His previous role at Orient Express Hotels, Trains & Cruises means that he is well placed to lead a luxury brand such as ours. Dillip’s strategic vision and profound knowledge of the hotel industry will ensure the continued success of the company, now and in the years to come.” Since joining Minor International, Rajakarier has been instrumental in the expansion of the hotel portfolio with the addition of Elewana Afrika luxury camps in Tanzania and the attainment of another island resort in the Maldives.
Dillip Rajakarier appointed COO of Minor Hotel Group Minor Hotel Group (MHG), subsidiary of Minor International (MINT), one of Asia’s leading hotel owners and operators, has announced the promotion of Dillip Rajakarier to the position of Chief Operating Officer of the hospitality and leisure division. Mr Rajakarier has served as VP of Finance and then Chief Finance & Investment Officer over the last two years. In his new role, Mr Rajakarier will draw on his hotel and financial expertise to take full leadership of the strategic direction, operations and business development of the hotel management division. This will include the continued international expansion of the company whilst solidifying existing brands
and driving key strategies for the future. Prior to joining Minor International, Dillip Rajakarier was the Deputy Chief Financial Officer for Orient-Express Hotels, Trains and Cruises, a NYSE traded corporation based in London. He was part of the core team overseeing all aspects of the M&A process and played a major role in the development of the company. Mr. Rajakarier was also responsible for the strategic planning, treasury, budgeting and implementation of internal controls and systems within the various business units, as well as providing commercial and financial support to the management team. In addition, he served as a key member of the due diligence team which led major acquisitions for the group including
For media enquiries, contact: Marion Walsh, Brand Director of Public Relations, Email: mwalsh@minornet.com, Mobile : + 66 89 811 39829, Tel: + 66 2725 6104, www.minornet.com
Dillip Rajakarier commented “It is a great honour to take on the role of COO of Minor Hotel Group, a company with solid financial strength and a proven track record of performance combined with its ability to drive growth, which is set to deliver a new level of service and guest experience excellence in the hotel industry. I also look forward to working with Bill Heinecke whose exceptional vision and passion for the industry has ensured that the company is at the forefront of the hospitality sector today.” Minor International (MINT) are hotel owners, operators and investors with a portfolio of 29 hotels under the Anantara, Marriott, Four Seasons, and Minor International brands in Thailand, the Maldives, Vietnam, Sri Lanka, Africa, the Middle East and Indonesia. It is also one of the largest spa operators in the Asia Pacific region with more than 29 spas in Thailand, China and the Middle East under the Mandara and Anantara brands. MINT is also Thailand’s largest food service operator with more than 850 outlets system wide under The Pizza Company, Swensen’s, Sizzler, Dairy Queen, Burger King, LeJazz and the Coffee Club brands. In January 2007, MINT was recognized by Asia Money magazine as Thailand’s Best Managed Small Cap Company for financial and business performance, management strategy and vision, and shareholder value creation. For more information, please visit www.minornet. com
William E Heinecke is Named
Travel Entrepreneur of the Year by TTG Minor International is delighted to announce that its founder and Chairman, Mr William E Heinecke, was named Travel Entrepreneur of the Year at the annual Travel Trade Gazette (TTG) Asia Awards 2008. Mr. Heinecke was commended for his remarkable achievements and contributions to the travel industry.
the Asia-Pacific region. As well as his own Anantara brand which has properties in Thailand, the Maldives, Bali and the Middle East, Minor operates Marriott and Four Seasons hotels in Thailand as well as other ventures in Vietnam and East Africa.
The TTG Awards are highly regarded within the travel industry and Mr Heinecke was honoured to join an impressive roll call of previous recipients of this particular accolade, which was presented at a grand ceremony in Bangkok attended by dignitaries and key industry figures.
In addition, Minor runs the 24 Mandara and Anantara spas that are consistently named as the best in Asia and among the best in the world. Complementing these operations, are more than 1000 restaurants many of which are household names: The Pizza Company, Swensen’s, Sizzler, Dairy Queen, Burger King, LeJazz and The Coffee Club.
Since buying his first hotel in 1976, Mr Heinecke has built Minor into one of the biggest hospitality and leisure companies in
Mr Heinecke commented: “I am delighted to have received this accolade, which is a tribute to the success of all Minor International’s
For media enquiries, contact: Marion Walsh, Brand Director of Public Relations, Email: mwalsh@minornet.com, Mobile : + 66 89 811 39829, Tel: + 66 2725 6104, www.minornet.com
group of companies. This is an exciting time for Minor, particularly our hotel division and the Anantara brand which is currently undergoing a massive expansion programme. In the last month alone we have opened 2 resorts, Anantara Phuket and Desert Islands Resort & Spa” Presented by TTG Asia Media, the annual TTG Travel Awards honour the most outstanding players in Asia-Pacific’s travel industry for their achievements and contributions. Of all awards, the ‘Travel Entrepreneur of the Year’ selected by TTG Asia’s editorial team is considered to be one of the most prestigious.
The Smells And Swells Of Service
Ahhh...the spa! Check the real world at the door, breathe in the fresh, pure environment, and sink into a relaxed state of mind. As the anticipated therapy begins and the senses prepare to absorb the ‘wah’ of the moment, the therapist leans over to begin her work and the startling smell of cigarette smoke on her clothing rips the whole experience apart. Like a record scratching, nails on a chalkboard or a bolt of lightning, the moment of bliss has been shattered. Though the spa has gone to great length to create a clean and
refreshing space with oils and aromas that soothe the soul, the abrupt leftover stench of the therapist’s smoking habit has disrupted the spa effect. Does a sense of smell impact the guest experience and what makes it better, worse or indifferent? In this case, the experience was definitely worse and the therapist may not even have been aware that her cigarette break followed her back into the room.
When guests get a whiff of something, is it good or bad and what impact does it have? Walt Disney believed all senses should be in play when creating the guest experience and in turn, memories. When one walks down Main Street USA at Disney’s Magic Kingdom, the sweet smell of vanilla greets most guests as they walk by the candy store. It may not be obvious and guests may not even connect what they are smelling or where it is coming from but they do connect with a pleasant feeling and a sensory memory of that walk and that place.
Scientists have long wondered how we manage to remember smells, despite the fact that the olfactory neurons, the tools in the brain that facilitate and remember smell, only survive for about 60 days. There is an in-depth scientific explanation but the bottom line is that smells do have the power to move us, to conjure up emotions and scenes from the past, to remind us of memories and experiences, both good and bad. And, while what we see and what we hear are key facets of service delivery and training, what we smell can play a powerful role for future guest experience memories.
break. Clothes may look clean but if they emit an odor, guests may want to exit quickly. Recently, a dear friend recalled her experience of enjoying her shopping experience in a hospitality environment, then smelling someone nearby who did not smell good, then ending her shopping experience quickly, thus ending more profit opportunity for that hospitality locale. Scents can impact dollars and cents.
What happens when seafood smells fishy? Or when the smell of French fries shows up where French fries are not being served? Why do guest or even employee noses curl up or curl down when certain smells are encountered? The smells that surround us affect our well-being throughout our lives and hospitality leaders have a “scent-sational” opportunity to guide the impact of smell in guest service delivery and impact.
Bad breath is another way to blow guests away. Front desk clerks, concierges, bellmen, doormen and all those who have a close-up opportunity to welcome guests in their first few moments can really ‘wow’ them the wrong way with wayward breath. When “Hello” becomes “oh no’, consider the breadth of alternatives. Mouthwash, breath mints, toothpaste and toothbrushes should be available to employees during all shifts and mouth refreshment breaks might be a proactive and worthy strategy. Encourage employees to take a few extra moments after breaks and meals to make sure all verbal communication does not add to guest consternation.
Fragrances and aromas can be pleasant as long as they are not overwhelming. Another pet peeve in the smell department is the very cologne conscious valet. He may be dressed well, he may be groomed well, he may even initially smell well, but when he retrieves guest cars and leaves the memory of him and his cologne all over the car seat and steering wheel, it can drive guests crazy! The smell from the seat then gets on guest clothing and the smell on the steering wheel gets on guest hands. Memories of the valet and how he smelled are not usually the ones guests want to take home with them. He may have thought his fragrance would make a good impression when in fact; he should have shifted to neutral in applying any cologne at all. Calvin Klein, Tommy Hilfiger and Ralph Lauren may be popular on a date or on personal time but they should not be invited to the guest experience. Cologne and perfume consciousness should be applied to any service situation. Body odors can be another smell dimension that can make guests go ‘ew’ instead of ‘ah’. Though employees may start out clean and even use deodorant when they begin their day, they may work up a sweat, especially on warmer days and need to refresh the odor-producing parts of their body on a
Beware of BO. Be aware of dealing with it promptly and help those who may be unaware.
Onerous odors can also come from cleaning supplies and bug sprays. Many times, especially in restaurants, once a table is vacated, the heavy sprays come out to wipe the table clean and get ready for the next guest or even the next day’s guests. Other guests may still be eating and strong smells like this don’t just stay at one table. While guests may feel reassured that cleaning is taking place, it’s unappealing when the strong smell of bleach, disinfectant or ammonia overwhelm one’s meal and take center stage in the guest experience. These products are very powerful and hotel managers and their employees may not be aware of the possible downsides of keeping it clean. Cleaning smells should be their strongest when guests are not around or guests will not be around. And, when guests check into a hotel room and notice unpleasant smells, it’s usually too late. Rooms may look clean but they feel used when other people’s smells have not yet checked out. It’s very hard to solve odor issues on the spot and often a cover up spray is used to layer a new artificially fragrant
Making sense out of scents really does impact the guest experience and makes more cents for the hotel’s bottom line. Make smells swell and enjoy the sweet smell of synaptic service success. smell on top of the unfragrant one. Instead of removing one smell, this may leave guests with the newly combined aroma of both...a stinky solution. Even though many rooms are now non-smoking, there are cheaters and the smoking smell is easily detected within seconds by non-smokers. Sometimes the whiff of mildew from air conditioning units that have not been properly maintained add heaviness to the air which is unacceptable for sleeping conditions. Perhaps the guest will have an option to switch rooms but if the hotel is sold out or alternate rooms are not available, guests may have to stick with the stench and experience memories they don’t want to have. Housekeeping staff should be charged with making sure rooms are smell -worthy BEFORE guests open the door. Certain areas of the country and the world must be more vigilant about bug control and use bug sprays and pesticides frequently to keep bugs from checking in. However, is it better to simply keep the bugs out with the sprays or keep reminding guests of how many possible bugs they may encounter because
of how frequently guests smell those sprays and pesticides? While solving both issues may be a challenge and insects must not be allowed in, the best solution is figuring out how or when to spray to keep only the bugs away, not the guests too. Consider the following to make sure your guests’ olfactory organs are getting stimulated the way you want: Create awareness and guidelines for employees on the impact of smell in service delivery. Make those guidelines a part of orientation and training and explain all the types of odors that employees can control. Consider empowering employees to be part of a smell prevention patrol. If unpleasant smells are detected, introduce polite and inoffensive ways to alert the source of the smells. Encourage employees to assess their own bouquet while they are on duty. If they eat or smoke during breaks, ask them to make sure they return to their shift without new smells. Have mouthwash, breath mints and deodorant in break areas. For those who smoke, provide or have employees bring in spare uniforms if the smell of smoke on their clothes will possibly interrupt the guest experience. For those in spa environments, consider guidelines on using fragrant shampoo at home which can positively impact guest encounters. Dirty or smelly hair is no fun for guests, especially in such smell sensitive environments. Focus on fragrance as an individual decision for individual environments, after work. Perfumes and colognes should not be worn strongly or at all unless they will add to the guest experience.
Anticipate how one smell may interfere with the next. Cleaning smells don’t compliment food aromas. Try to manage cleaning and other odors like bug sprays when they will not interfere with good guest smelling experiences are taking place. Recognize how fantastic fragrance can be in service delivery as well. Scents like lavender, eucalyptus and citrus can calm guests, a whiff of fresh baked bread or vanilla can comfort guests, the aroma of fresh-brewed coffee can invite guests, the smell of crisp white linen can make guests feel clean and peaceful. Evaluate how and where it may be appropriate and effective to add scent sensations to the hospitality scene. Making sense out of scents really does impact the guest experience and makes more cents for the hotel’s bottom line. Make smells swell and enjoy the sweet smell of synaptic service success.
While what we see and what we hear are key facets of service delivery and training, what we smell can play a powerful role for future guest experience memories.
Make sure housekeeping and maintenance staffs have detailed smell checklists to cover before guests get to the room or hospitality environment. Have solutions ready to deal with any unplanned or lingering smells before the guest encounters them. If certain employees are more smell sensitive than others, ask them to be more involved in helping detect possibly offensive odors.
reprinted with permission of www.hotelexecutive.com and Roberta Nedry, President, Hospitality Excellence, Inc.
How Can You Hire Better People? Read the Best-Kept Interview Secrets!
You’ve sifted through mounds of resumes You’ve spoken with the candidates on the phone, done your preparation, and put on your best suit. Now it’s time for the first inperson interviews. How do you make the best use of your time and get the very best person for the job? Read on. I’m about to share some of my best-kept secrets.
tough parts of the job, and if she truly does possess the skills listed on the resume. So don’t waste time on skills during the first interview, unless you see that one of the most important skills you seek is not listed. In that case, it’s useful to ask the candidate if he can give an example of the use of a similar skill in another context.
The first thing to keep in mind is that the first interview should be a two-way conversation. It’s not an interrogation and it’s not only about the company’s needs. That 30-45 minute time slot belongs to the candidate just as much as it does to you. Let the candidates talk and ask questions. Be polite and use phrases such as, “may I ask you…?” Such courtesies facilitate communication between interviewer and interviewee.
Although I risk sounding overly simplistic, I am going to reveal my true purpose in the first interview: it’s really just getting to know the candidate and providing the opportunity for him to get to know me and my company. I am looking for the key personality characteristics of the successful candidate (which I have already established by speaking with the appropriate managers), but I am also careful not to judge too quickly. Even if I am 100% sure that the candidate does possess the necessary characteristics, I’ll verify these with references as well.
What you don’t need to worry about in a first interview is skill verification. Skills can be identified on a resume and then checked with references. If you are conducting the process properly, you are going to thoroughly interview all references before extending an offer. You will ask the references if the person is fit for the new role, if she can deal with the
Has he been on time and consistent during the process so far? It is also important to gain a good understanding of the candidate’s conversation skills during the first interview. Is she an elegant speaker? Can he build a full, succinct story in a short amount of time? If not, he may have trouble communicating with co-workers and the company’s officers. So what does a first interview really determine about an employment candidate? One thing: whether she has the communication skills, cultural fit, and necessary characteristics to proceed to the next stage of the process. My most powerful piece of advice is this: you don’t know anything in half an hour. So if the candidate gets an A in interview number one, don’t make any quick decisions. Just proceed to the next level.
I am also looking for a culture fit. Does the person share the values of my company? What evidence do I see of this? Is she an honest and open person or am I getting the sense that she is holding something back?
Dan Kutis is the Corporate Recruiter of The Hamister Group, Inc., a growing hotel and health care management company. Feedback can be sent to him at news@hamistergroup.com . For more information on The Hamister Group, Inc., see www.hamistergroup.com
A Common Sense Approach To
Your Brand Message
Your message must have an attractive format, vocabulary which matches the audience, active words which denote some type of sensory response. Shape behavior with the images you create, but do not promise expectations which cannot be delivered. We struggle to communicate our Brand Message, as we attempt to influence, often times not adhering to a very basic template. Essentially, we have a product or service we represent, and it must be delivered to a targeted audience. We need to craft a message about our product or service, and we need to select a medium to carry that message. A very straightforward template, one would think. However, each aspect of this communication template is interrelated and must be integrated for the maximum effect. The Process begins with our fully understanding what we wish to communicate - a concise, explicit, honest statement of what our product or service is. We have
taken time to determine the qualities we believe will describe what we are sharing with our various audiences. Typically, this will include what specifically the product or service is, what it will do and the benefits to those in “need”. As we define, we must have answered each and every question which can be misconstrued by the audience we wish to reach and impact. If we have not practiced due diligence in this exercise, we will be eviscerated. Do not go naked into that good night with bells and whistles. Naturally, we have a full appreciation of the audience we wish to reach; we have done our homework. We have demographic information, tastes, history, spending patterns, education, behaviors and the
like. We have used research, perhaps held surveys and Focus Groups. We know that our product or service will resonate with a specific audience. Obviously, the more we know about our audience, the better we can also define the specifics of our presentation. In this Experience Age, authenticity, honesty and brevity are the key words for any message constructed. This is a USA Today audience give them snapshots, the highlights; do not give them too much narrative or fluff, for you will be dismissed. Your message must have an attractive format, vocabulary which matches the audience, active words which denote some type of sensory response. Shape behavior with the images you create, but do not promise expectations which cannot
be delivered. Generation X requires a very different content than the Baby Boomers. The last step moves into context, where you choose your medium to relay the message to the audience you seek for your product or service. “The medium is the message” is a phrase coined by Marshall McLuhan, meaning that the medium influences how the message is perceived. As stated by Wikipedia, the free Dictionary, McLuhan proposed that a medium affects the society in which it plays a role, not only by the content delivered over the medium but also by the characteristics of the medium itself.
This is a crucial decision, for the means you select will determine the cost of your campaign and the success. Such choices we have - the handbill under the window wiper of our cars, radio, newspapers, magazines, the Internet, television, Blackberrys and the like. Each has value. The handbill for the local Pizza Parlor; radio for the commuter “drive-time” audience; a thirty second spot on the Discovery Channel for the Ecologically minded; and your logo and Press Release on an e-commerce publication. If the radio plays jazz or rock, you are reaching different groups of Consumers. On television, different programs have different constituencies. Newspapers and magazines usually have very
good market analysis but with a declining market share. The Internet is wide open. So much choice! Very tight budgets demand very prudent decisions, and several media venues/means are a better option than just one. Create the Buzz! We try to keep it simple, identifying the Key Elements and continually circling to ensure we are on track. The world moves quickly, tastes and patterns change instantaneously, and the Consumer is King. We must learn to influence that marketplace and keep the basics in front of us. We do have the opportunity to transform rather than just merely convey.
The author former “long hair”, believes that Remarkable Hospitality is the portal to the Guest Experience and offers solutions through www.hospitalityperformance.com or email: jrhendrie@aol.com
Hospitality Bites Mobil Travel Guide (www. mobiltravelguide.com), the originators of the prestigious Star ratings and certifications program, awarded Hong Kong & Macau with the most Mobil Five-Star rated hotels and spas in the company’s 50-year history. The unveiling of the esteemed properties that made Mobil Travel Guide’s coveted Star ratings list coincides with the brand’s release of their second international guide, Mobil Travel Guide: Hong Kong & Macau. The brand awarded five new Mobil Five-Star hotels and three new Mobil Five-Star spas in Hong Kong and Macau to the coveted Mobil Travel Guide Five-Star list, a list that consists of only sixtynine properties globally. The newest Mobil Travel Guide Five-Star properties in Hong Kong and Macau include: The Peninsula Hong Kong, the Landmark Mandarin Oriental, the Mandarin Oriental Hong Kong, The Four Seasons Hotel Hong Kong, the Wynn Macau, The Mandarin Spa, The Peninsula Spa by ESPA and the Spa at Wynn Macau. The honours were presented by Mobil Travel Guide and the Hong Kong Tourism Board at the prestigious ceremony at The Mandarin Oriental Hong Kong on November 6. Key leaders in Hong Kong’s tourism market, including many of the region’s top hoteliers and government officials, welcomed the brand to the local market. Shane O’Flaherty, President and CEO of Mobil Travel Guide, said: “The Mobil Travel Guide ratings reflect the best-of-the-best in hospitality excellence and have long been considered one of the highest achievements in the hospitality and travel industry as well as a trusted resource for millions of consumers looking to make more informed travel decisions. We spent over a year immersing ourselves into this region and while the physical properties in both Hong Kong and Macau are extraordinarily impressive, it is ultimately their meticulous attention to service that makes this region the ultimate Five-Star destination.” Mobil Travel Guide’s second international title, Hong Kong & Macau, features details on the newest Mobil Star rated properties, as well as in-depth information on this popular tourist destination, including how to prepare for your trip, where to stay, dine, and shop; key cultural attractions; One, Two and Three Day itineraries, a comprehensive chapter on Hong Kong’s history; transportation information and useful tips on navigating the area.
CHI, The Spa at Shangri-La walked away with two wins at the recent AsiaSpa Awards.
Great Hotels Organisation (GHO) are to hold two Asian Meeting & Incentive Forums
Shangri-La’s signature spa brand scooped the “In-Spa Training of the Year” award while the CHI signature therapy, Himalayan Tsangpo Ritual, was named “Spa Treatment of the Year.” This is the third year in a row that CHI, The Spa at Shangri-La has nabbed the “Spa Treatment of the Year;” the first was in 2006, for its Himalayan Healing Stone Massage, and last year for the Jade Journey therapy.
(M&I Forums: http://www.mi-forums.com) in 2009. The Asian M&I Forums, which will bring together worldwide MICE suppliers with planners from across the Asia-Pacific region, will take place in Bali (23-24 March) and Hong Kong (31 August-1 September). The Forums are two-day events comprising a series of 20-minute pre-scheduled oneon-one appointments between top MICE suppliers and key meeting and incentive buyers, all of whom have confirmed budgets to spend. A wide range of suppliers will be represented at each event - including hotels, hotel groups, conference centres and DMCs to meet with carefully selected MICE buyers from the Asia-Pacific region. Over the twoday Forums attendees will have a minimum of 25 face-to-face meetings with a selection of agencies and companies such as Shell Oil and Sony. Designed to focus on business, the events also aim to be enjoyable and include networking activities and a social programme. This enables contacts and relationships to be made and allows the buyers to learn about the host destination.
The Ritz-Carlton Hotel Company, L.L.C., recognised as the global leader in luxury hotels, service and lifestyle, will introduce an exclusive new brand extension, The Reserve, with the March 1, 2009, debut of Phulay Bay, A RitzCarlton Reserve in Krabi, Southern Thailand. The Ritz Carlton Reserve will offer unique resorts in secluded and naturally beautiful locations around the world. Set on the shores of the Andaman Sea, Phulay Bay will be a hideaway 54-villa and pavilion boutique hotel with unspoilt views of the towering limestone karsts which make up the beautiful landscape of this part of southern Thailand. Coupled with sandy beaches, a coastline flecked with more than 200 islands, surrounded by a national forest with rugged rock formations and hidden waterfalls, Phulay Bay is a natural wonder. The Heavenly Spa by Westin at The Westin Beijing Financial Street won its very first accolade, voted “Favorite Hotel Spa - Asia” by SPA Magazine’s Sliver Sage Readers Choice Awards 2008. SPA magazine is based in the United States with over 100,000 affluent readers, and is one of the top spa publications. For over 12 years it has offered readers vital knowledge about beauty, health and wellness secrets of the world’s finest spas. More than 59,000 votes were cast online for SPA Magazine’s second annual Sliver Sage Readers Choice Awards in which the spa’s with the most votes took home top honors. The Heavenly Spa by Westin at The Westin Beijing Financial Street was the only spa in China to receive such an accolade.
The new 131-key One&Only Cape Town resort is set to open in the second quarter of 2009. The property, Sol Kerzner’s first hotel in his homeland of South Africa since he completed the Palace of the Lost City in Pilanesberg in 1992, is destined to become Africa’s most spectacular urban resort. Commenting on One&Only Cape Town, Sol Kerzner, Chairman and CEO of Kerzner International, said: ‘One&Only Cape Town will become a significant landmark in Africa with its bold, contemporary design promising to make it one of the world’s leading luxury resort destinations. I am looking forward to once again contributing to South Africa’s tourism industry, which has seen an incredible growth in recent years. ‘In addition, I am very pleased to open a spectacular resort with a fresh and exciting new concept in my home country in what I’ve always believed to be one of the greatest sites in Cape Town. Opening in plenty of time for the 2010 World Cup, the resort will appeal to the international traveller and play a key role in the local community.’
Amanresorts has announced a December 15, 2008 opening of Villa Miločer, phase one of the Aman Sveti Stefan resort on Montenegro’s dramatic coastline. Once a popular playground for celebrities from the film and fashion worlds, the tiny islet of Sveti Stefan is still one of the Adriatic’s most iconic images. In addition to Villa Miločer, a summer residence of Queen Marija Karadjordjevic and later of Yugoslavia leader Josip Tito, Aman Sveti Stefan includes the renaissance of the 15th century island village of Sveti Stefan that is scheduled to open in August 2009. When completed, Aman Sveti Stefan will feature Villa Miločer’s six spacious suites, two one-bedroom Queen Marija Suites on the villa’s grounds and 47 guest rooms and suites on the island of Sveti Stefan. W Hotels Worldwide, the hotel category buster, celebrates 10 years of industry revolution and design innovation. More than a hotel brand, W Hotels has established itself as an iconic lifestyle brand, offering guests unprecedented access to a world of “Wow” through fashion, nightlife, celebrities and entertainment. With 10 years of proven success, W Hotels will triple its global footprint by 2011, with expansion into vibrant primary destinations around the world, from Dubai to Shanghai, Hong Kong to London, Hoboken to South Beach, and Athens to Barcelona. The W brand marks this 10 year milestone with the completion of a $40 million renovation of W New York, the brand’s iconic first property. Since 1998, W New York has served as the W brand’s innovation lab, creating a unique mix of guest experiences that put W Hotels at the forefront of a new category in hospitality.
Reprinted with permission from ehotelier.com
General Manager Mr.Ravi Fernando, Executive Chef Nalin Amendra and the Pastry Chefs of Chaaya Lagoon Hkuraa Huraa celebrating the traditional Christmas cake mixing at the resort. The appointment of Gregory Duffell as President and CEO of PATA has been confirmed by the Association’s Board of Directors. Mr Duffell joins PATA from Bangkok-based Indochina Services Travel Group where he has worked as CEO since 2006 with responsibilities for operations in Vietnam, Cambodia, Laos, Myanmar, Thailand and Indonesia. His extensive experience in the travel and tourism industry also includes the role of General Manager-Worldwide Network for the Thomas Cook Group, developing and implementing internet e-commerce solutions across 120 countries and 3000 agencies. He was also Regional Director - Asia Pacific for Budget Rent A Car, overseeing the opening of 200 franchise offices over an 11-year period. After serving in the Royal Australian Air Force as a pilot he built a career in business development in Australia, the Middle East, UK and US. He has lived and worked in Asia for the past 20 years and speaks a number of Asian languages - including Thai. Source: PATA
Maldives ranked as the Best Beach and Rest & Relaxation destination The Maldives has been ranked as the Best Country Brand for Beach and Best Country Brand for Rest and Relaxation for the year 2008. Maldives also ranked 2nd in the Best Country Brand for Natural Beauty and 3rd in the Best Country Brand for Resort and Lodging Options. The Country Brand Index was officially released during London’s World Travel Market in November 2008. Country Brand Index is a comprehensive study of approximately 2,700 international business and leisure travellers from nine countries. It is conducted by FutureBrand, a global brand consultancy company and Weber Shandwick which is a public relations firm. The main marketing slogan for the destination Maldives is “Maldives…the Sunny Side of Life”. The wellness and relaxation aspect is promoted under the theme of “Maldives…the Spiritual Side of Life”. Maldives was ranked number one in these two areas. Maldives emerged as the number one in both Beach and Rest and Relaxation categories after successfully competing with countries like Tahiti, Bahamas and Australia. Maldives also won the ‘World’s Most Romantic Destination’ award at the WORLD TRAVEL AWARDS last year.
Adaaran Resorts inaugurates the newly renovated rooms at Adaaran ‘Select’ Meedhupparu
Adaaran Resorts unveils new Water Bungalows at Adaaran‘Club’ Rannalhi
Located in Raa Atoll of Maldives; about 40 minutes by seaplane; Adaaran ‘Select’ Meedhupparu is a natural paradise of white sand and spectacular sunsets of palms and casuarinas effectively concealing a luxurious eco-friendly first class resort. With the unveiling of the newly renovated rooms yesterday, guests at Meedhupparu indulge in all the modern day amenities in their own beach villas leading out to a terrace while being treated to a magnificent view that touches the heart and soul, day and night of almost every single guest.
Located in South Male’ Atoll of the Maldives, the Water Bungalows at Adaaran ‘Club’ Rannalhi is a luxurious experience in themselves. With the unveiling of the 16 new Water Bungalows on Saturday, Adaaran ‘Club’ Rannalhi now hosts a total of 96 standard rooms and 34 water bungalows.
Officials of the Ministry of Tourism and various other tour operators and travel agents from the tourism industry attended the event held at the resort on Saturday night. Speaking at the function held at the beach on a beautiful night under glittering stars, Director/General Manager for Administration Mr. Mohamed Mahdy highlighted on the achievements of Adaaran to date since its inception while Deputy Chairman of Adaaran Resorts Mr. Rajan Brito thanked all the parties that contributed to the project. Upon hearing of the news that former President Mr. Ibrahim Nasir passing away, a moment of silence was held as a remembrance for his contribution towards tourism and for being a pioneer of the modern day Maldives. After some dazzling performances in between the speeches, the attendees were treated to a mouth watering dinner buffet which was followed by more spectacular dance performances. Adaaran Resorts owns eight properties in the Maldives which include the Adaaran ‘Select’ Meedhupparu, Adaaran ‘Select’ Hudhuran Fushi, Adaaran ‘Club’ Rannalhi, Adaaran ‘Club’ Bathala, Adaaran ‘Ayurveda Villege’ Meedhupparu, Adaaran ‘Prestige’ Water Villas, Adaaran ‘Prestige’ Ocean Villas, and its latest addition, The Adaaran ‘Prestige’ Vadoo, due to commence operations in April 2009.
Officials of the Ministry of Tourism and various other tour operators and travel agents from the tourism industry that attended the event were given a tour of the new water bungalows before being treated to a delectable lunch prepared for the occasion. Adaaran Resorts own eight properties in the Maldives which include the Adaaran ‘Select’ Meedhupparu, Adaaran ‘Select’ Hudhuran Fushi, Adaaran ‘Club’ Rannalhi, Adaaran ‘Club’ Bathala, Adaaran ‘Ayurveda Villege’ Meedhupparu, Adaaran ‘Prestige’ Water Villas, Adaaran ‘Prestige’ Ocean Villas, and its latest addition, The Adaaran ‘Prestige’ Vadoo, due to commence operations in April 2009.
Minor International Announces New Managing Director of MSpa International Mr Rajakarier also expressed his deep gratitude to Mr Van der Hoeven for his diligent leadership of MSpa at the same time as covering his other responsibilities. “Naim will be working closely with Michel to ensure a smooth handover,” he added. Mr Maadad, an MBA holder from Oxford Surrey University, is married with two young daughters and speaks English, Arabic, French, Italian and Japanese. For hundreds of years throughout Thailand, people would leave a jar of water outside their house to provide refreshment and extend a welcome to the passing traveller. Anantara is taken from an ancient Sanskrit word that means ‘without end’, symbolising the sharing of water and heartfelt hospitality is at the core of the Anantara experience.
Minor International is pleased to announce the appointment of Naim Maadad as the new Managing Director of Minor Spas Global, and Hotels Middle East. In this new role, Mr Maadad will take the overall leadership role for MSpa International, Asia’s leading spa management company. He takes over from Michel van der Hoeven who took interim charge during 2008 alongside his other duties. Mr Maadad begins work initially from the MSpa headquarters in Bangkok, Thailand. From early 2009 he will be based in Dubai from where he will have additional responsibility for sourcing new hotel development contracts in the Middle East. MSpa International operates the Anantara Spa, Mandara Spa and Aequalis brands as well as an individually tailored spa collection
throughout Thailand, the Maldives, East Africa, the Middle East and China. Responsible for setting direction of this business and driving growth, Mr Maadad will oversee brand positioning and future requirements, both of current and new brands. Mr Maadad joins from Six Senses Resorts & Spas, where he was the Managing Director Middle East, for the past two & a half years. An Australian national, he has more than 20 years’ experience working for leading restaurants, hotels and spas including Conrad Hilton, Hayman Island, Burj Al Arab and Sheraton across Australia, Japan and the Middle East.
Anantara resorts and spas are currently located in the seaside town of Hua Hin and on Koh Samui, both in the Gulf of Thailand, and in the Golden Triangle in the country’s north. In the world-renowned destination of the Maldives, the neighbouring Anantara Dhigu and Anantara Veli are a 30 minute boat ride from the capital Male. The newest member of the Anantara family, Anantara Seminyak Resort & Spa, opened in 2008 in the most fashionable district of Bali – the Island of the Gods. October 2008 will see the launch of Anantara Phuket Resort & Spa, situated in the serenity of Mai Khao Beach and just 15 minutes from Phuket International Airport. www.anantara.com Anantara is a member of Global Hotel Alliance (GHA), the world’s largest alliance of independent hotel groups. GHA partner hotels are renowned for reflecting and respecting local traditions and culture through their products and services. www. globalhotelalliance.com
Mr Dillip Rajakarier, Minor’s Chief Operating Officer, says: “We are delighted to welcome Naim as the new Managing Director of MSpa International. He brings with him a wealth of expertise both as a leader and a strategist, at a key point in MSpa’s evolution.”
For media enquiries please contact: Ms. Marion Walsh, Brand Public Relations Director, Anantara Hotels, Resorts & Spas, Email: mwalsh@minornet.com, Mobile: + 66 (0) 89 811 3829
Are You Married Or Engaged And Committed To Your Organization?
Most leaders, especially in the hospitality industry, often engage in career chat or carry the dip stick to employee aspirations with the traditional question –“Where do you see yourself in two years from now?”. Indeed, once a Corporate HR Director of a reputed hotel chain asked me this question during the last phase of an interview. I responded to her with a healthy degree of skepticism, referring to the actual scenario prevailing in that company at that time. I gave the comparative feedback of three leaders who were then employed in the same position I was interviewed for and their growth within the company. I knew I was ruining my chances of being hired, yet wanted to show the realistic rather than overly positive picture and the chances to be any different from my example. This leaves a question to ponder. Beyond scheduled appraisals of KBIs (Key Behavioral Indices), peer appraisals and KPIs (Key Performance Indicators), what do organization look for in an individual’s performance with respect to the balance score card, 2x2 matrix, vertical or Horizontal alignment sheet or any performance management system. Of course, success is a culmination of several factors; and what happened in this organization was due to very high turnover in that role as the company did not have adequate measures to meet the employees’ needs and thereby satisfy them. However, I feel satisfaction is a fairly a passive term and rather “engagement” is an active term. I would define engagement as: “The level of emotional connection that employees feel for their company, which influences him or her to exert greater discretionary effort to his or her work and company success with a feeling of ownership by demonstrating their core values in business and thereby being highly productive with a positive frame of mind”. Most companies do employee work climate surveys; the statistics from the survey could be influenced with the date of the survey conducted, the weekend that coincide with the social calendar activities or the month end that could coincide with the bonus distribution as these were fresh in the memory of the employee. This does not address the two way reciprocation and the bonding with the
organization. To achieve this, an employee should be engaged with his job, supervisor and manager and thereby the organization which could bring about business success. You may come across employees who love their job, hate their bosses and think their organization was just fine. There could also be employees who think that he/she is there for a short while, just do the job, make some quick money and be insensitive to issues with a fake sense of loyalty. This is far more potentially dangerous as it decomposes the system inside out and even more infectious without conscience at work. The role of Human Resources and Training is to be an advocate of reinforcing this engagement through other associates. The HR role is not to lend the pinch of salt and the slice of lemon to gulp down the result like a Tequila shot but to work through to build an engaged work force. Often these results are rarely analyzed by our Human Resource personnel, who are busy with day to day fire fighting and developing many metrics to find a seat at the executive committee meeting and be seen as a strategic business partner. Most often organizations do not see low-hanging fruits, obvious things and problems that they can solve.
Engagement to me is the attachment to the organization, but it’s also my attachment to my job, to my coworkers, to my supervisor, and it becomes this broader emotional connection - how much do I associate myself with the organization I’m working for? Those employees who are more emotionally attached to their organization—to their coworkers, to the job, to their supervisor or managers, we see them being less absent from work, we see reduced turnover, we see them contributing more discretionary behavior (helping their coworkers, staying late, doing extra things). We certainly see them going above and beyond in terms of trying to satisfy their customers. And overall, organizations that have facilitated a higher level of employee engagement, this emotional attachment tends to yield much higher levels of operational performance, customer satisfaction, financial performance, and returns to the organization. And that’s really why HR professionals need to focus employee engagement. If we can get it right as an organization, it would be the defining factor that helps us to better satisfy our customers, leading to better market performance, which hopefully in the end returns more value to owners and share holders.
Most recently, a widespread lack of engagement has been cited as the root cause of a significant business problem in the U.S. This engagement gap (Bates, 2004; Johnson, 2004; Kowalski, 2003), where roughly half of all Americans in the workforce are either not fully engaged in their work or their organizations or are disengaged from them, is said to cost U.S. businesses $300 billion per year in lost productivity.
According to Robinson et al. (2004), engagement is distinct from related concepts in two important ways:
Have you identified employee engagement as a significant factor in your own organization’s accomplishments? Have you observed an engagement gap in your business? Have you defined engagement, tried to measure it, or tried to build it? Mostly the answer is that we do employee satisfaction surveys or internal employee questionnaires. But these do not reveal many aspects of engagement. And of course, just because you are happy as an employee doesn’t mean you have been working really hard or even working in the direction of the organization’s best interests.
The model of employee engagement proposed by Maslach and her fellow researchers (2001) consists of six elements that contribute to employee engagement:
1.
2.
1. 2. 3. 4. 5. 6.
Engagement represents a two-way relationship between employee and employer. Engaged employees are expected to have an element of business awareness.
Sustainable workload Control Rewards and recognition Community and social support Perceived fairness Meaningful and valued work
The absence of these elements draws a parallel with employee burnout. However, there are no guarantees that putting these elements in place will result in engagement. Obligation comes about as a result of interactions between parties who are in a state of reciprocal interdependence. The human resource responsibility is to find the areas of potential engagement and charter that reciprocal interdependence which seldom could be arrived from work climate surveys - in essence, whether or not they emotionally identify with the organization. The company needs the employee as much as he or she needs the company. So, it is not just a mutual association of convenience, but rather a strong bonding. I have come across people saying; I am married to my job. Especially in hospitality this may mostly be the case because people tend to spend more time at work than with their spouses. But do they have equal or more commitment to the job – if yes, then they are engaged or maybe even married! When you ask most employees why they left a company, or why they don’t feel committed to their company, why they don’t feel engaged with their work...the answer usually tends to be some bad relationship that they have with their leader. Either that manager/ supervisor doesn’t provide them any kind of vision, doesn’t give them good direction, never provides feedback on their work, is just plain mean... leaders’ behavior tends to be one of the biggest drivers of employee engagement. Common Themes Found in Surveys Used to Measure Engagement: 1. 2. 3.
Personal support from one’s supervisor. Effort above and beyond the minimum. Understanding the link between one’s job and the organization’s mission. 4. Diagnosis for future growth with one’s employer. 5. Intention to stay with one’s employer. 6. Pride in employer. 7. Satisfaction with employer. 8. Job satisfaction. 9. Prospect to perform well at challenging work. 10. Acknowledgment and positive feedback for one’s contributions.
This human capital metric cannot be a uniform measure for all organizations. It varies with the culture prevailing at the organization. These engagement related dimensions may vary from department to department in certain organization. That is particularly why the same question attracts different levels of engagement parameters by employees in the same organization. This is also because what drives employees may differ in its priority.
Job satisfaction
Employee Engagement
Reduced employee turnover / absenteeism
Increased positive guest experience
Repeat Business
Better Productivity
Increased Efficiency
Employee engagement could be easily understood by business leaders, easy to communicate, gives employees voice, and it is one that can be effectively managed. However, every good metric can be mismanaged, and this one is no different. Well, to answer my interview scenario, since engagement is a two way process of commitment between the organization and the employee, though with my distasteful correlation, I was offered the job but I happily turned it down. I could not see the obvious reason as to how I could be different with the prevailing conditions that I would be engaged to the job and would have less opportunity of excelling in execution and operations.
Jorely Mathew, BHM,CHE, Training Manager - Soneva Gili by Six Senses , Republic of Maldives.
Business Excellence
Engagement to me is the attachment to the organization, but it’s also my attachment to my job, to my coworkers, to my supervisor, and it becomes this broader emotional connection to, how much do I associate myself with the organization I’m working for.
Six Principles for Creating the Ultimate Customer Experience
Service excellence starts with Inside Sales? Since customers buy expectations when they do business with your company, Inside Sales must be skilled at building sales relationships. Remember, ‘Perceived Value Drives Customer Expectation’ - ‘Performance Value Drives Customer Satisfaction’. So exactly what does that mean? It means that the higher you drive a customer’s perceived value of you and your company, the closer you come to creating competitive advantage. This all starts with the relationship built by Outside Sales but just as importantly, the relationship built by Inside Sales. Caution, don’t drive customer expectations so high that you can not perform. That would be like shooting yourself in the foot. Here are some common expectations of Inside Sales: • Product and applications knowledge, so they can answer questions during most customer calls versus transferring calls to others or having to call back with answers. • Customers expect Inside Sales to ask questions to learn the customer’s needs and
interests, problems experienced, and types of customers they serve so Inside Sales can help customers reach good buying decisions. Become skilled at the art of questioning • Provide accurate pricing, inventory, and delivery information so the customer can depend on it. • Keep customers informed about new products, special promotions, and company policies that affect the business relationship. • Provide timely follow-up to customer questions, timely solutions to problems, and timely complaint handling to ensure customer satisfaction. • Demonstrate a service excellence attitude that proves you value the customer’s business. • Possess a sales mentality to help match the right products and the right services to customer needs. Inside Sales is the primary day-to-day interface with the customer. By far, the
majority of customer contacts are with the Inside Sales organization. From the customer’s perspective, Inside Sales is the firing line where job performance proves the company’s commitment to service excellence. The actual tasks performed by an Inside Sales person vary widely from one company to the next. Job responsibilities depend upon industry experience, product knowledge, and can depend upon company size. The smaller the firm, the greater the tendency for Inside Sales to ‘wear many hats. The larger the company, the greater the potential for specialization where Inside Sales handle inbound calls and follow-up, with others doing purchasing, mailings, quotes, or providing technical support, for example. No matter the level of specialization or lack of it, every inbound call and customer contact is an opportunity to enhance your sales relationship and prove you deserve a customer’s business.
Six Key Principles PRINCIPLE #1: Pay Attention To The Details. The truth about customers is: they are just like us! They like dealing with people who sound like they are smiling, who appear to enjoy their jobs, and who make customers want to deal with them. The perfectly processed and delivered order experience can be marred by a less then enthusiastic attitude. Though Inside Sales handles many calls each day, every call should demonstrate an energetic and positive ‘can do’ attitude. Don’t underestimate the power of your tone or voice on the telephone. Like it or not, we judge others and customers judge us that way. Do you sound harried, bored, bothered or too busy to care? Or does your voice project an attitude that makes customers want to talk with you? PRINCIPLE #2: Quality Products And Quality Service Begin With Quality Thinking! Customer service consists of a series of ‘moments of truth’ your customers experience with your company. Every person in the organization - even those you may not think of as customer service personnel - has the ability to make a positive impact on customer relations. This could be the way the telephone is answered, to your use of Voice Mail, to error-free orders, accurate billings, realistic promises made and kept, to the integrity of the information you provide, these are all moments of truth that affect sales relationships. Customers expect Inside Sales to help them do business with your company, to solve problems, to coordinate with other people and departments. “What’s the reason for the price difference between this order and my last one?” “Who should I talk with about a billing problem?” “How should I handle this return?” “Do you have a catalog you can mail me?” “Can you send me a sample of that?” “Can I get freight paid on that order?” Quality thinking means focusing on the customer’s needs and making sure those needs are met.
practice. When customers find it easy to do business with you, they keep coming back for more. There is no secret to what keeps customers coming back for more, thereby contributing to the growth and profitability of your company. It’s all about service and creating the ultimate customer experience. Consider what it takes to gain a new customer. Prospecting for new accounts is the most costly of all selling tasks, yet new business is the lifeblood of the company and must be sought. Time must be invested into finding new customers, getting acquainted with their needs, selling them on the benefits of doing business with your company versus a competitor, and eventually getting that first order. By the time the first order is received, the company’s investment of time and related costs typically mean there is no profit in the sale. It can take several orders just to break even on the prospecting investment after which the relationship ¬ presuming it is maintained ¬ becomes profitable to you and your company. Remember, if you don’t take care of the customer --- Somebody else will!! PRINCIPLE #4: Do It Right - Do It Right The First Time! What does an order taking error cost your company? How about the cost of a return goods authorization because the customer got the wrong product? What does an order pricing error cost? What is the real opportunity cost of a lost customer due to poor quality customer service? Each time an order is handled more than once, handling costs increase through what is called cost-redundancy, i.e., doing the same task over again, only this time doing it right. An error can mean the order must be corrected and re-entered, a credit may need to be issued, another delivery must be made, the wrong product must be returned, and both you and your customer are inconvenienced.
PRINCIPLE #3: Make it ‘Easy to do Business’!
Quality errors such as these can result in the ultimate loss to the company: a lost account. The real loss to the company is not just the value of the order in question. It is the lifelong value the customer represents to the company presuming you did maintain repeat business with the customer.
You have probably heard of the KISS principle: keep-it-simple-stupid. As funny as it may sound, it is really just good business
Many times quality errors that cause accounts to become inactive go unnoticed for some time by the company. No one realizes the
customer is gone and no one works to get the customer back. PRINCIPLE #5: Understand Your Value Propositions What is the difference between your company and your competition? When that question is asked of some Inside Sales people, a common answer is: “We’re about the same. We all have about the same products. Sometimes we have something in stock that the competition doesn’t, so that’s one difference I can think of.” Every company needs to determine their value propositions! These are the ‘unique propositions’ that set your company apart from the competition. Creating the Ultimate Customer Experience means you must employ your vale propositions. Customers buy expectations when they do business with you, not products which can be purchased from any number of sources. They buy the expectation of getting the right products, shipped to the right place, at the right time, as ordered. They buy the expectation of dealing with someone who understands their needs and can match products and services to meet them. They buy the expectation that your products and product knowledge will help them make good buying decisions. They buy the expectation that doing business with you will somehow benefit them and help them achieve not only their purchasing objectives but many other objectives as well. They buy the expectation that doing business with you will make their jobs easier and solve their problems. Inside Sales is in a key position to demonstrate the company’s value propositions and personal value propositions to help create the ‘Ultimate Customer Experience’. PRINCIPLE #6: Every Job Is A SelfPortrait Of Those Who Did It! Whether taking an order, preparing a quote, sending a sample, handling a complaint, or coordinating with other internal customers (did you know others inside the company are your internal customers?), paying attention to the details, doing timely follow-up, respecting the other person’s time as well as your own all create a professional “self-portrait.” There is no question customers rely upon Inside Sales, that the Inside Sales role is critical to meeting customer expectations, achieving service excellence, and building lasting relationships with customers. When you focus on the customer and treat every task as the “self-portrait” it represents, you prove your commitment to service excellence.
Rick Johnson, expert speaker, wholesale distribution’s “Leadership Strategist”, founder of CEO Strategist, LLC a fi rm that helps clients create and maintain competitiveadvantage. Need a speaker for your next event, E-mail rick@ceostrategist.com . Don’t forget to check out the Lead Wolf Series that can help you put more profi t into your business
Ligne St Barth Brings Caribbean Flair To The Maldives The Spirit Of Nature – Made In St. Barthélemy, French Caribbean
Palm trees adorn the white beaches, swaying to the rhythmic sounds of the Indian Ocean. In a fairytale-like location, in the middle of the Noonu Atoll, it suddenly appears: the newly-opened Irufushi Beach & Spa Resort - an oasis, far from civilisation and the daily grind. A better place than this to plunge into the world of total relaxation has yet to be discovered! Only 91 nautical miles from Malé International Airport is an endless stretch of unspoilt nature: even the very first impressions of this dreamy island stir feelings of repose and calmness. Tradition combined with luxury, pure relaxation and an unusual holiday concept is what the Irufushi Beach & Spa Resort is all about: an ideal place to pull back and perfectly suited to those freshly fallen in love, newlyweds, families and stressed business-people. The spa’s unique “Sleep Concept”, for example, has been conceived to help adults and children relax, fall asleep and slumber restfully. With exceptional treatments, teas, breathing techniques, special pillows and music, stressed adults and children are enticed to participate in the program “Sweet Dreams” as a way to find deep and relaxing sleep. The jewel and pride of the resort is, without a doubt, the spa area. On an area of ca. 1,200 square metres that is surrounded by luxuriant vegetation, guests can indulge in their personal inner kingdom. The spa’s philosophy is based on the Sun as a central element: the wellness regimen is intended to unfold its warming, youth-enhancing effects, encouraged through relaxing treatments that harmonize body, spirit and soul. A total of 20 pavilions have been designed for the respective forms of treatment, which are based on traditional and holistic methods: the teachings of the Five Elements, traditional Ayurveda, and yoga and meditation. Additional offerings, like a beauty and hair salon, sauna, steam bath and jacuzzi, tempt
guests to fully enjoy their rest and relaxation. And pure wellness is transformed into an even more wonderful experience when the exclusive Caribbean treatments and products by Ligne St Barth come into play, allowing guests to indulge in a sensual Caribbean atmosphere, filled with exotic fragrances. Why the luxurious elixirs from LIGNE ST BARTH are so special: They all contain topquality active substances extracted from exotic plants, blossoms and fruits, which are individually combined with fresh ingredients to meet the respective needs of every skin type. Ligne St Barth cold-presses all of their plant-based oils, using a very mild process. The exclusive LIGNE ST BARTH spa treatments gently support natural skin regeneration, nurture intensively and provide yet another bit of tender loving care for the soul. Fresh ingredients, like, for example, fresh and exotic papaya-, pineapple- and cucumber-puree are mixed together with the exquisite LIGNE ST BARTH elixirs with great care while the guest watches. The guest is also given the opportunity to select his or her favourite fragrance! The fresh ingredients and fragrances plus the pure, premium oils have a very pleasant and nurturing effect on the body, spirit and soul. The SunSpa at Irufushi Beach & Spa Resort is the first of the three Sun Spas in the Maldives that will offer the Caribbean LIGNE ST BARTH treatments as of November 2008. A gradual expansion of the cooperative venture to include all three resorts is already being planned. LIGNE ST BARTH is located on the island of Saint Barthélemy, in the French Antilles in the Caribbean, and produces exclusive high-quality care products based on plants. They produce exclusive creams, gels, oils and lotions with an exotic touch for the daily care of every type of skin. LIGNE ST BARTH is privately owned by the Brin family, the founders of the company. LIGNE ST BARTH
The newly-opened Irufushi Beach & Spa Resort in the Noonu Atoll offers deluxe wellness and, since November 2008, the Maldives Island resort also offers Caribbean flair, thanks to LIGNE ST BARTH and St. Barth are registered and protected trade marks. The logos and the domain name: www.lignestbarth.com are also protected. All other trade marks or product names are property of the respective proprietors. ‘Sun Spa Resorts Pvt. Ltd.’ is a spa management company incorporated in the Maldives. It was founded and established in 2004 by Mr Ahmed Siyam Mohamed. The company’s primary aim is to develop, manage and operate full spa and wellness facilities. The company’s first Sun Spa was opened in December 2005 at Olhuveli Beach & Spa Resort, followed by the second spa at Vilu Reef Beach & Spa Resort in February 2006. The third Sun Spa has opened its doors this summer 2008 at the new 5-star island resort Irufushi Beach & Spa Resort in unspoilt Noonu Atoll in the Maldives.
For more information and images contact LIGNE ST BARTH: PROJECTS Martina Kink Curschmannstraße 9, 20251 Hamburg, Tel. 040/41 35 36 81, Fax 040/41 35 36 83, www.projects-hamburg.de E-mail: martina.kink@projects-hamburg.de or naemi.epstein@projects-hamburg.de
Customer Focus:
The Primary Platform For Customer Retention
Customer focus must become the platform for success in the hotel-resort industry or for anyone in the service industry for that matter. That starts with establishing guidelines for communication and planning between management, sales, marketing and the customer service team. A helpful tip provided by a reader suggests establishing a ‘Group Folder’ for every sizable client that makes a reservation. This folder is basically the ‘Customer Profile’ which provides insight for everyone on exactly how to service this particular customer. This folder contains detailed information that includes all the basics but also provides insight into the groups preferences or special needs.
and meeting content is to provide world class service.
Pre- arrival Planning
When the group customer checks out --- that is not the end. In fact it should be considered a new beginning. An exit exercise should take place to review what went right, what may have gone wrong and what could be done to improve the group’s next stay and enhance your relationship equity. A follow-up with the group representative should become standard procedure even if it only involves saying thank you one more time. However, this simple phone call can often add valuable
Face to face on cite meetings to discuss each of these group clients go a long way to maximizing service effectiveness. Being able to call guests by their name goes a long way toward customer retention. This information is shared with the entire staff. It is not treated as secret confidential information that requires a top security clearance. The purpose and intent of this folder information
Another hint toward maximizing customer retention is to have the sales manager/ booking agent personally greet the group at check-in. This personal touch provides the opportunity to build relationship equity with the group and to circumvent any issues that may occur during their stay. The old saying ‘Prevention is better than a cure’ applies here. If you establish that personal relationship up front, any problems that may occur are less dramatic and stressful on everyone’s part. The Exit Exercise
information to your group folder that can be used not only for service improvements but may be valuable to your marketing program. People Do Business with People Let’s face it. You are in a people business. It is extremely important that you understand what your customers consider value. You may think that lobby coffee and warm cookies are enough and your customers love them but what you think is not what is really important. What your customers think and value is the deciding factor that will determine your success and retention rate. Take the time to talk to your customers. Find out exactly what they really value during their stay with you. Build your service platform on the basic concept of fulfilling the needs that your customers highly value. That in itself will go a long way toward living up to the slogan of ‘World Class Service’. Don’t Forget Today’s customers are savvier than ever. With the advent of the internet and the proliferation of information that is available,
your customer not only knows what you know, they may know what you should know. Your customer has investigated, inspected, explored, scrutinized and examined you and your competition long before they ever pick up the phone to call you. Many have prequalified you well in advance of you giving your sales pitch. Though they are well-informed, they are still novices in the service industry when compared to your wealth of knowledge. Your customer may not have the technical knowledge that you have but they have something far more important..... They have the power to decide. Your customer has come to expect the unexpected. Many have been conditioned to be cynical about the average experience. The mind of your customer has been trained by the likes of Starbucks, Amazon.com, E-Bay, Body Works, Krispy Kreme, Ritz Carlton, Nordstrom’s, Southwest Airlines, Flowers to Go and other companies who have made it their mission to create a uniquely memorable experience for their customers. They subconsciously reason...’If I get this kind of treatment for a $4.75 cup of coffee, I should be treated like a king if I am going to invest $XXX or more for my group meeting. And you know what? They are absolutely right.
But, you have to manage the experience well. That’s what service excellence is all about. It involves the entire experience including the after stay follow-up, treatment and many other factors. This is especially true if there was any type of problem regardless of how you handled it. You want your customer to be more than satisfied. Create a Retention
Culture
for
Customer
If everyone understands this, if everyone believes they are part of a customer retention culture ----your business will change. In fact, your whole culture will change. You may already know this at an intellectual level. But, do you know it at a gut level and at an emotional level? Do all of your employees know it? Are you ready to commit. To live it, breathe it? You have to live, breathe, eat, sleep and project your commitment to customer retention everyday. This is all about teamwork that old often over used word. But... in fact... that’s what it all about. The only way to create memorable experiences for your customers is process, structure and the ability to work together toward common goals. Think about that ---common goals are not automatic. Structure is about doing things in a formalized way - often times it is sequential. It Takes Commitment
Why would you do anything different than create the optimal experience for your customer? Why would you even consider being average or just getting by with run of the mill service and products? Here’s an interesting point ... write this down and put it at the front desk .... YOU are still in control!!!!! You have a lot of control over their experience, the image, their memory and the impression you leave with them whether it’s a single customer wanting a one night stay, a wedding party of twenty-five or an annual convention that books out the majority of your rooms.
What you think is not what is really important. What your customers think and value is the deciding factor that will determine your success and retention rate. Two quotes come to mind that sum it all up. ‘It not good enough to be good enough ’ The Purple Cow, Seth Godin ‘Good is the enemy of Great ’ Good to Great --- Jim Collins Special thanks go out to Honey Thazin Aung Director of Human Resources for her comments and feedback which inspired this article.
The key to everything that I have discussed thus far is commitment. Your level of dedication and commitment will determine your level of success and your level of customer retention and repeat business. Your test will come in the process of developing memorable experiences for your customers. The memorable experiences you create for your customers should not be accidents. They are planned surprises based on your knowledge of your customer and your diligence to find out what impresses them most. It is a process that you must test, test, re-test and test again.
Rick Johnson, expert speaker, wholesale distribution’s “Leadership Strategist”, founder of CEO Strategist, LLC a fi rm that helps clients create and maintain competitiveadvantage. Need a speaker for your next event, E-mail rick@ceostrategist.com . Don’t forget to check out the Lead Wolf Series that can help you put more profi t into your business
Shangri-La Hotels And Resorts Named One Of The “Best 40”By The American Society For Training & Development Asia Pacific’s leading luxury hotel group, Shangri-La Hotels and Resorts, was named one the “BEST 40” at the recent American Society for Training & Development award ceremony held in Washington, D.C., USA. Shangri-La Hotels and Resorts is not just the only hotel group winner this year but the only Asia-based hotel group winner in the BEST Awards history. The BEST Awards was launched in 2003 to recognise organisations worldwide – small and large; private, public and not-for-profit -- which demonstrate success as a result of employee learning and development. Award winners have proven that they are the best in Building talent, Enterprise-wide, Supported by organisation leaders, fostering a Thorough learning culture.
“Great hotels are made by great employees, not by crystal chandeliers or expensive carpets. This strongly held belief at ShangriLa Hotels and Resorts translates to a firm commitment to employee training and development,” said Tan Eng Leong, group director of human resources.
for attitude, trained for skills” -- providing a fertile foundation for the Shangri-La philosophies to be embraced. Shangri-La then invests heavily in training -- with up to four per cent of payroll spent on employee training and development -- with intensive, ongoing coaching for all staff at the group’s 56 hotels and resorts.
Shangri-La’s workforce is anticipated to grow from 30,000 to 50,000 over the next two years. To support the expanding workforce, the group opened the Shangri-La Academy, China in 2004 -- a centralised employee training centre offering a number of programmes open to both existing ShangriLa employees and the public.
Every new staff member undergoes the four-module “Shangri-La Care” training programme within six months of joining the group. The programme is designed to develop a consistent Shangri-La style of service to deliver a superior guest experience and build brand loyalty.
Shangri-La’s recruitment process begins with careful selection -- staff are “hired
The group recently revamped the first module of “Shangri-La Care” --“Hospitality from
Great hotels are made by great employees, not by crystal chandeliers or expensive carpets. This strongly held belief at Shangri-La Hotels and Resorts translates to a firm commitment to employee training and development. Caring People” -- to ensure cross cultural compatibility of customers and employees. New training material and updated mode of delivery makes the learning experience more relevant to younger and culturally diversified “generation Y” employees. In preparation for the group’s Western expansion, Shangri-La launched the Tigers Programme in February 2006 -- an innovative human resource initiative. Talented young hospitality professionals from around the world were placed in Shangri-La properties throughout Asia. They were to observe, absorb the service culture and be part of the service delivery within their host hotels, and ultimately bring that expertise back to Shangri-La’s North American and European properties currently under development in Vancouver, Las Vegas, New York, Chicago, Miami, Paris, Vienna and Toronto. Shangri-La retains its high calibre staff by providing a path whereby employees may achieve their personal and career goals through different leadership development platforms. There is an 18-month Talent Development Programme; a 10-week full-time residential advanced hospitality programme at the Shangri-La Academy; and self-paced online professional and executive development certificate courses in hospitality management from Cornell University. Compared to the industry in Asia Pacific, Shangri-La has one of the lowest staff turnover ratios and 65 per cent of vacancies in management positions are filled by internal transfers and promotions. Hong Kong-based Shangri-La Hotels and Resorts, Asia Pacific’s leading luxury hotel group, currently owns and/or manages 56 hotels under the deluxe Shangri-La and mid-market Traders brands, with a rooms inventory of over 28,000. The group has over 50 projects under development in Austria, Canada, mainland China, France, India, Japan, Macau, Maldives, Philippines, Qatar, Seychelles, Taiwan, Thailand, United Arab Emirates, United Kingdom and the United States. For more information and reservations, please contact a travel professional or access the website at www.shangri-la.com.
PRESS CONTACT: Elizabeth A. DeMotte, Vice President - Public Relations, Shangri-La Hotels and Resorts, Tel: (852) 2599 3323; Fax: (852) 2599 3374 E-mail: Elizabeth.Demotte@shangri-la.com, Website: www.shangri-la.com For digitised pictures of the group’s hotels, please go to http://www.shangri-la.com/imagelibrary
Flamed King Scallops on parsley mash, topped with lime-scented crème, Caspian salmon caviar.
Wayan Sumartana Executive Sous Chef The Beach House at Manafaru Maldives
For the scallops: 75 g King scallops 1/2 tspFresh lime juice 5g Salmon caviar Salt and pepper to taste
Ingredients for the chili oil: 10 g Large red chili pepper 1 tbsp Garlic 1 tbsp Shallot 50 ml Corn oil
For the parsley mashed potato: 150 g Large potato 1/2 tsp Finely chopped parsley 1 tbsp Very finely chopped onion 2 tbsp Olive oil 1 tbsp Freshly squeezed lemon juice Salt and pepper to taste
Method for herb oil: Add all the finely chopped herbs, extra-virgin olive oil and salt into a small bowl and combine well.
For the lime-scented crème: 3 tbsp Cooking cream ½ tsp Lime juice Lime zest, salt and pepper to taste For the herb oil: 1 g Parsley 1 g Tarragon 1 g Thyme 1 g Oregano 1 g Coriander 1 g Mint 1 g Basil 1 g Garlic 2 g Onion 50 ml Extra-virgin olive oil Salt and pepper to taste
Method for chili oil: Heat a small pan together with 50ml corn oil and carefully add the chili, garlic, and julienned shallot. Sauté them until golden brown, then remove from heat and cool them down. Add salt and pepper to taste, then blend in a food processor. Method for scallops: Cut the scallops into thin slices, then shape and arrange them into a rounded fan on top of a piece of 2-layered, folded aluminum foil. Sprinkle with salt, pepper, and lime juice. Brulée them with a cook’s professional ‘blow torch’.
Method for parsley potato: Peel and wash the potato, then place it into a small pot. Bring it to a boil in lightly salted water for 10 minutes. Cut some previously boiled potato into small cubes of approximately 1 sq. cm. Add remaining potato and mash them with a potato masher. Add a little extra virgin olive oil to a small sauté pan and heat together with chopped onion, and then carefully combine them with mashed potato, cubed potato, and chopped parsley. Salt and pepper to taste, and add a touch of lemon juice. Heat it up carefully. To assemble and garnish: Take an appetizer plate with a 3-inch round ring. Place the ring in the plate, and put the parsley potato in the middle of the ring, then pack it down to the surface of the plate. Remove the ring, spread the scallop fan and add a spoon of lemon-scented crème onto the center of the scallop fan. Add a teaspoon of Salmon Curvier on top of the crème and garnish it with fresh dill. Place beetroot leaves on both sides of the potato circle. Drizzle herb and chili oils around the plate.
Leadership:
It Gets Lonely at the Top No man is an island and it can become very lonely at the top. Growing an organization is hard work. The president of the corporation not only has to surround himself with an excellent team but he must be able to rely on another power to challenge him and his team.
Being a President, CEO or the owner of a company can get lonely at times. This is true even if you are an excellent leader and have developed a top notch executive staff. Often times you face decisions, challenges or just thoughts that you can’t even divulge to your most trusted employee. Some CEOs use executive coaches to help them during these times. Often it is just affirmation and validation of one’s own thinking but it is important to have that outlet. Other leaders, owners & Presidents use a Board of Directors for guidance and consultation. A
Board of Directors, elected by ownership, can provide the kind of support necessary to take the company to the next level. No man is an island and it can become very lonely at the top. Growing an organization is hard work. The president of the corporation not only has to surround himself with an excellent team but he must be able to rely on another power to challenge him and his team. The Board of Directors, in exercising its business judgment, acts as an advisor and counselor to the President and his executive team. The Board can help define and enforce standards of accountability. A Board can challenge and
help the management team execute their responsibilities to the fullest extent in the best interest of the shareholders.
A Sounding Board A Board can have differing types of responsibilities based on its written charter and by laws. However, the typical responsibilities that a Board for a privately held corporation must live up to are generally aligned with ownership/shareholder objectives. Overseeing the way the company conducts
its business to insure that it is managed effectively is one primary responsibility. Selecting, compensating and evaluating the CEO is another key responsibility. Someone has to have the power to take the CEO to the woodshed when it becomes necessary. No one person has all the answers and the board can provide the kind of advice and insight that may circumvent mistakes or validate the direction the CEO is taking the company in.
and the management team accountable for the success of the organization. That is why the director’s character is so important. A character that embraces the following:
by the Board, they are fully empowered to execute the plan.
• Honesty
Directors are expected to demonstrate the kind of character that is beyond reproach. They must always act in the best interests of the business and fulfill their fiduciary responsibilities. They must always act honestly, ethically and with integrity. They must always maintain a courteous and respectful attitude. They will act in good faith exercising sound judgment, competence and due diligence. They must maintain the confidentiality of the organization and avoid any conflict of interests. Being a director should never be taken lightly. It requires time, attention and dedication. They are expected to attend all the scheduled meetings and serve on necessary committees that are in the best interest of the organization.
• Integrity • Enthusiasm • Open mindedness
Structure • Competence Boards can be structured under a wide range of responsibilities and personalities. They can be very formal with strict procedural requirements or they can be very informal, made up of predominantly family members without the necessity of following ‘Roberts Rules of Order’ in conducting its business. It’s the opinion of this author that every Board including the ‘Family Advisory’ Board needs to have several outside directors elected. These outside board members are not the company accountant, the company attorney or best buddies with the owners. They are proven successful business people that can serve the Board in an uncompromising objective manner. The Board can support management in the development of organizational planning, succession and resource management. The most effective Board will be a group of professionals with a wide variety of skills. Ideally, these board members will have backgrounds that differ from the management team but compliment their skill sets. The Board Personality Just like management, a Board of Directors success and how supportive it is to management is directly related to their personality traits and their character. Selecting directors for board membership is critical and the process should not be taken lightly. These directors must perform the role of governance, although their primary role is one of a supporter, a coach and even mentors. They must also assume the role of questioners and monitors of company performance. As supporters they must provide guidance and advice while living up to their governance responsibility which insures the long term health of the organization. This role includes succession planning and holding the CEO
• Trustworthiness • Analytical thinking • Being a team player • A sense of humor Strategic Planning Every company needs to think about its future. Developing a long term strategic plan is a key best practice every company should embrace. A Board of Directors has the responsibility of reviewing, approving and monitoring the success of the company’s strategic plan. The CEO is responsible for the company vision. The executive team should create the roadmap, the strategic plan and the Board will review and approve it. Monitoring the company’s financial performance, reporting policies and accounting practices are part of this process. Compliance and risk management also become a part of the Board’s responsibilities.
Role of the Director
A Board of Directors should not perform an adversarial role but a supportive role to the CEO and the management team of the organization. The right board members can be significant part of the success of the organization. The power the board has is dependent upon its charter and it’s by laws. Remember, the board is elected by the shareholders. In a privately held corporation, this means that ownership determines the make up and type of board they want to govern the organization. Successful owners, true leaders understand the value a board of directors can provide.
So What Does the Management Team Do? It sounds like the management team will spend most of it’s time trying to keep the Board happy. Not true. The role of the CEO and the management team is quite clear. They run the company. The company’s day-to-day business will always remain the responsibility of its employees under the direction of senior management and the CEO. The CEO is held accountable, as he should be, by the Board of Directors. Once the management team creates the strategic plan and it is approved
Rick Johnson, expert speaker, wholesale distribution’s ‘Leadership Strategist’, founder of CEO Strategist, LLC a firm that helps clients create and maintain competitive advantage. Need a speaker for your next event, E-mail rick@ceostrategist.com.
Readers Of Condé Nast Traveler Acclaim 13 Shangri-La Hotels In Seven Countries Readers of Condé Nast Traveler (US) recognised 13 Shangri-La properties in seven countries in the magazine’s annual Readers’ Choice Awards published in the November 2008 issue. Three Shangri-La properties were named to the “The Top 100” hotels in the world list: Shangri-La Hotel, Bangkok; Pudong Shangri-La, Shanghai; and Kowloon Shangri-La, Hong Kong. Eleven Shangri-La luxury hotels were voted among the “Top 100 Asia Hotels,” the most properties of any hotel group represented on the Asia list. Shangri-La’s properties outside of Asia also garnered accolades with Shangri-La’s Barr Al Jissah Resort and Spa in Oman named one of the “Top 10 Middle East Resorts” and Shangri-La Hotel, Sydney named one of the “Top 20 Australia/Pacific Hotels.”
Shangri-La properties on the “Top 100 Asia Hotels” include: • • • • • • • • • • •
Shangri-La Hotel, Bangkok Pudong Shangri-La, Shanghai Kowloon Shangri-La, Hong Kong Shangri-La Hotel, Chiang Mai Island Shangri-La, Hong Kong Shangri-La Hotel, Beijing Makati Shangri-La, Manila Shangri-La Hotel, Singapore Shangri-La Hotel, Kuala Lumpur China World Hotel, Beijing Shangri-La Hotel, Changchun
Hong Kong-based Shangri-La Hotels and Resorts, Asia Pacific’s leading luxury hotel group, currently owns and/or manages 57 hotels under the deluxe Shangri-La and mid-market Traders brands, with a rooms inventory of over 28,000. The group has over 50 projects under development in Austria, Canada, mainland China, France, India, Japan, Macau, Maldives, Philippines, Qatar, Seychelles, Taiwan, Thailand, United Arab Emirates, United Kingdom and the United States. For more information and reservations, please contact a travel professional or access the website at www. shangri-la.com
The Condé Nast Traveler Readers Choice Awards are based upon a survey completed by 32,633 subscribers to the publication.
PRESS CONTACT: Elizabeth DeMotte, Vice President - Public Relations, Shangri-La Hotels and Resorts,Tel: (852) 2599 3323, Fax: (852) 2599 3308 E-mail: elizabeth.demotte@shangri-la.com. For digitised pictures of the group’s hotels, please go to http://www.shangri-la.com/imagelibrary
Ten Innovative Ideas for Successful Team Building Events Well-designed and delivered team building programs can lead your group to a better understanding, clearer alignment and much stronger motivation to work and succeed together. Team building can give a powerful boost to the spirit and effectiveness of any group. Well-designed and delivered team building programs can lead your group to a better understanding, clearer alignment and much stronger motivation to work and succeed together. Organizing a team building event is a big responsibility. The next time the responsibility lands on your shoulders, use these ten ideas to make your event a well-planned and memorable success. 1. Set The Tone With An Inspiring Theme. Telegraph the tone and purpose of your event with a theme that hits the mark. ‘The Third Annual Team Building Program’ is not going to excite many participants. Here are examples of themes my clients have
used to motivate and communicate with their teams: ‘Rocket to the Top, Together!’ (for a software company seeking to achieve dominant market share), ‘The Winning Team’ (for a financial services group seeking to overcome competitors and economic adversity), ‘Forging a New Alliance’ (for a diverse medical services group managing a complete reorganization of roles and departments). 2. Prime The Participation.
Pump
For
Full
Use internal communication to get everyone interested and ready for the event. Use e-mail, printed memos, websites, bulletin boards, posters and meetings to arouse people’s curiosity, and circulate a list of objectives and issues for the meeting.
You could conduct a survey prior to the meeting and announce the results during the program. Have individuals prepare essential business presentations. Create cross-functional teams to deliver the evening entertainment. 3. Conduct The Program Off-Site. Major team-building programs are frequently conducted off-site. This allows participants to get away from the workplace physically (minimizing disruptions) and mentally (opening their thinking to new points of view). 4. Use a mix of energy, enterprise and entertainment. Stimulate interest and involvement by employing a full range of team building activities. You can have ‘work hard’ sections
with speeches about the future and workshops on current business problems. You can have ‘play hard’ sections with team games or outdoor challenges. And you can include social sections with mealtime activities, awards and evening entertainment. Carefully sequence your activities throughout the day and evening. Be especially careful to follow lunches with some physical activity and to end your program with a strong note of confidence and commitment. 5. Allow enough time to process, discuss and apply. Allow some time between each activity for discussion about new learning and application to the job. It’s better to have a full day with two team building games and enough time for discussion, than a ‘stuffed’ day with three or four games but little time for reflection. 6. Focus on new actions with ‘more, less, start, and stop’. During the program, have participants develop clear answers to the following questions: ‘What do you want (the other department, etc.) to do more of?’ ‘What do you want (the other department, etc.) to do less of?’ ‘What do you want (the other department, etc.) to start doing?’ ‘What do you want (the other department, etc.) to stop doing?’
person,
7. Use photos and videos to extend the program’s impact. Engage a photographer to document your team building program. Give copies of special photographs to your participants after the event. Post the best photographs on your bulletin boards, in the cafeteria or publish them in the company newsletter. Put them on your company’s website so your teams’ family members can view them from home. If you record on video, have the footage edited with music and snappy graphics. Show this entertaining vignette another time at a company meeting or social event. 8. Harness the power of peripheral players. When selecting participants for your program, be willing to include those related to, but not permanent members of, the core group. Internal customers, suppliers, and neighboring departments could all provide a few participants who are ‘closely related’ to your core group. These ‘peripheral players’ can add significant value, perspective and insight to your program. They can also help with appropriate communication inside and outside your organization after the event is over.
person, 9. Get personal. person,
Toward the end of your program, have participants make a list of personal commitments:
Make sure everyone sees the link between ‘group team building’ and ‘individual action’ on the job. Have each person complete a commitment card, action plan, personal promise statement or some other means to ensure they apply appropriate new behaviors.
‘What ‘What ‘What ‘What
Closing a team building program by having everyone share their list of commitments and action plans is a good way to gain buy-in from individuals and unite the entire group.
am am am am
I I I I
committed committed committed committed
to to to to
person,
do more of?’ do less of?’ start doing?’ stop doing?’
10. Reward the organizers. Planning and preparing a team building program is a major undertaking. Be sure to give recognition to those who did the work ‘behind the scenes’. A thoughtful gift, given in front of everyone at the end of the program, will be appreciated and remembered.
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
The Greatest Hotel People I Have Never Met... and the lessons I learned from them
Writing articles, as often as I do, has opened up a completely new world of communication for me. I truly value the wonderful feedback and encouraging comments, I have received, from the many great hoteliers that I have never met. My writings have allowed me to communicate with hoteliers running every type of hotel, large and small; corporate, convention, and resort; in so many markets throughout the world. I am thankful to have had so many of my writings published in online and print publications around the world. I truly believe that we all learn and progress through the process of communication and through the expression of our knowledge, experiences, and beliefs. Remember, “Be who you are and say what you feel... for those who mind, don’t matter and those who matter, don’t mind.” The Internet is the perfect conduit for hoteliers to communicate with each other and with the guests we serve. It gives us the ability to expose our hotels to the global travel marketplace easily and affordably. During the past few years, we all learned that it is necessary to use new marketing methods and practices in order to be effective in this unique online marketplace; many traditional hotel marketing practices do not apply to the Internet. When looking back, it makes me realize how much our industry has changed since I entered it in the late 60’s; it made me realize that the quality of one’s experience, and what we learn, is far more meaningful than the length of one’s career; many hoteliers just do not accept change. Rapid changes, in the way we do business in the hospitality industry, have forced good hoteliers to embrace the Internet, communicate, and learn new techniques. I have learned so much from the great people in our industry; lessons learned from reading their articles, getting reader feedback from my articles, and hearing hotelier’s concerns. The message here is that our natural ability to learn from one another is essential to our progress. Lessons Learned With the increasing speed of connections to the Internet, I find myself changing my
It made me realize that the quality of one’s experience, and what we learn, is far more meaningful than the length of one’s career; many hoteliers just do not accept change. Rapid changes, in the way we do business in the hospitality industry, have forced good hoteliers to embrace the Internet, communicate, and learn new techniques. view of flash elements on hotel web sites. Download speeds have increased dramatically and it now makes some uses of flash and movement practical for hotel web sites. I still caution about the excessive use of flash; remember, search engines still cannot read flash. Entire sites, made with flash, are still taboo for hotels. It may look cool, but it makes your hotel virtually invisible on the Internet.. I hear from hoteliers, every week, who express frustration and disappointment with their web site and its failure to perform to their expectations. It is all too common to see hotel web sites, which were designed by companies that have no clue about hotel sales and marketing, have a lack of understanding how generic search works, or even worse, over-charge hoteliers for their services. There are several good hotel Internet marketing firms, which can do an excellent job of developing business for hotels on the Internet. Look for hotel marketing experience, not just with the salesperson representing the company, but also with the person who will do the designing and marketing of your site. The return-on-investment for a welldesigned site is quick and certain. Web 2.0 Dialogue Perhaps the most notorious topic continues to be the current and future role of Web 2.0 social media in hotel marketing. Many hotel marketers stay mesmerized by the huge numbers, which the Web 2.0 movement has generated, although some experts feel
that the popularity of web 2.0 has already peaked. They see news, movies, even political statements wildly viewed by millions of people and they salivate about the marketing possibilities for our industry. I got into the mix when I wrote a couple of articles, in response to several I read, which featured proposals to “monitor the Web 2.0 social media to see what consumers are saying about your hotel on the Internet”. The arrogance of this statement immediately struck me. A service like this might be helpful for hotel brands with national or international implications, but a waste of time for individual hotels. It is hard to imagine that there would be significant user-generated comments published on general social media sites, targeting an individual hotel; assuming that any significant number of people would ever read them. Hotels may be a primary subject on the minds of hoteliers, but that is hardly true for the public as a whole. There is no doubt that general social media is a boon to normal retail sales; items or services of interest to the general consumer. Hotels, however, are reactive sales entities; consumers have little interest in our products unless they have a reason to travel and need a place to stay. On the other hand, every hotel should be monitoring travel social media like TripAdvisor. com, but the most one can do is to post an answer to any negative comment in response. The fact is that the vast majority
of consumer comments on TripAdvisor are positive. Checking the few travel social media sites can and should be done by every hotel. The Internet is Still Evolving One of the advantages of spending hours on the Internet to analyze hotel web sites is that it gives me the ability to see some of the unique and creative techniques used by knowledgeable designers. Unfortunately, I also get to expose the marketing errors and poor design techniques of web site developers who do not understand online hotel marketing. As the Internet evolves, we need to adjust and change with it. As hoteliers realized the magic of generic search to populate hotel web sites, we mastered key word search and created link strategies to capture new site visitors. But, search is only half the job. Recently, I proffered a new area of concentration, which I call Hotel Website Design 2.0. By any name, Design 2.0 places an emphasis on the “sales” design of hotel web sites to convert more visitors into reservations. This involves the writing of site text and image placement emphasizing the three primary sales factors of location, facilities, and area attractions; what a site says and how it says it. These are the primary selling principles for hotels, online or offline. Hotel web site designers that simply present the hotel’s facilities, amenities, and services, with little mention of the hotel’s location and area business/leisure attractions just do not understand hotel marketing. As I have said many times before, with few exceptions, consumers decide to visit an area, then choose a place to stay. It matters little if the hotel is truly amazing if it is not located near to where they want or need to be.
add comments, to their sites.. At checkout, the front desk can then direct guests to the hotel site to complete a comment card; for management review and later a posting on the web site. Comments, which are posted on TripAdvisor or other social sites, can even be labeled “as seen on TripAdvisor.com”; further satisfying consumer desire for thirdparty endorsements. Learn From the Experiences of Others Communication is the key to progress and innovation. I strongly suggest that every hotelier subscribe to a few of the many great online sites with articles specifically published for hoteliers. Whether or not you agree with the writer, you will benefit from digesting a different viewpoint. Our industry is constantly evolving and changing, we can all learn from each other.
I truly believe that we all learn and progress through the process of communication and through the expression of our knowledge, experiences, and beliefs. Remember, “Be who you are and say what you feel... for those who mind, don’t matter and those who matter, don’t mind.”
To borrow a technique from web 2.0 social media, we suggest that hotels begin to include guest comments and the means to
Neil Salerno, CHME, CHA, Hotel Marketing Coach www.hotelmarketingcoach.com, NeilS@hotelmarketingcoach.com
Shangri-La’s Villingili Resort And Spa, Maldives Appoints Assistant Director Of Human Resources
Hussain Shahid has been appointed Assistant Director of Human Resources of Shangri-La’s Villingili Resort and Spa, Maldives. Mr Shahid, with a strong background in training and human resources, has almost a decade of experience in the hospitality sector. Prior to his appointment at ShangriLa’s Villingili Resort and Spa, he was training manager of Six Senses Hideaway Zighy Bay in the Sultanate of Oman. Mr Shahid, a Maldivian, began his hospitality career in office management and government liaison work before choosing to move into a human resource and training role. Having pre-opened two resorts previously, Mr Shahid is familiar with establishing good foundations for training programmes and standard operating processes as well as driving the training and activities of staff to gear the team for a successful opening. Before his foray into hospitality, Mr Shahid worked with the Ministry of Trade and Industries in Male. “We are very pleased to have Hussain Shahid as a key member of our team. With his
extensive experience and local knowledge, we are confident he brings an important perspective to the hotel with regard to the way we create and promote a nurturing and caring environment for our employees,” said Mr. Jens Moesker, general manager of Shangri-La’s Villingili Resort and Spa, Maldives. Shangri-La’s Villingili Resort and Spa, Maldives currently has 46 Maldivians working at various positions in the resort, and among them, four trainees who have just returned after 18 months on-the-job training in Dubai. Two spa therapists from Addu are now undergoing training at the Shangri-La Spa Academy in the Philippines and five graduates from the first Shangri-La Hospitality Course are currently at a Shangri-La resort in East Malaysia for on-the-job training. Shangri-La’s Villingili Resort and Spa, Maldives, on Addu Atoll, will be the first luxury resort in the southern Maldives. The resort will feature 142 villas with views of the ocean or of the island’s natural lush vegetation. The Maldives’ second international airport, Gan International Airport, is an eight-
minute boat ride away from the resort and Malé International Airport is 70 minutes by domestic flights operating around the clock. Hong Kong-based Shangri-La Hotels and Resorts currently owns and/or manages 57 hotels under the Shangri-La and Traders brands with a rooms inventory of over 28,000. Shangri La hotels are five-star deluxe properties featuring extensive luxury facilities and services. Shangri-La hotels are located in Australia, mainland China, Fiji, Hong Kong, India, Indonesia, Malaysia, Philippines, Singapore, Sultanate of Oman, Taiwan, Thailand and the United Arab Emirates. The group has over 50 projects under development in Austria, Canada, mainland China, France, India, Japan, Macau, Maldives, Philippines, Qatar, Seychelles, Taiwan, Thailand, United Arab Emirates, United Kingdom and the United States. For more information or reservations, please contact a travel professional or access the website at www.shangri-la.com.
PRESS CONTACT: Susie Lim-Kannan, Director of Communications, Shangri-La’s Villingili Resort and Spa, Maldives, Pre-opening Office, Singapore Tel: (65) 6213 4934, Fax: (65) 6836 4804, E-mail: susie.lim-kannan@shangri-la.com, Website: www.shangri-la.com For digitised pictures of the group’s hotels, please go to http://www.shangri-la.com/imagelibrary
Shangri-La’s Villingili Resort And Spa, Maldives Launches Second Hospitality Course In Addu
After the success of the first Hospitality Certificate Course held in January 2008, Shangri La’s Villingili Resort and Spa, Maldives will sponsor a second intake of students in Addu Atoll on 11 January 2009. This training offers selected participants the opportunity to train for a career in the luxury hotel industry. All graduates will be offered work at the resort when it opens at the end of the first quarter 2009. The Shangri-La Hospitality Certificate Course offers basic hospitality training as well as instruction in the different operational divisions of a resort. In addition, participants will be introduced to “Shangri-La Hospitality From Caring People”, the foundation of the company’s philosophy, in order for all graduates to be able to deliver the exceptional level of service the resort will offer its guests. “We are very pleased to launch the second hospitality course. It is a great opportunity for talented young Maldivians in Addu not only to start a career in the luxury hospitality industry but also to be offered a job close to
their families,” said Mr. Jens Moesker, general manager of Shangri-La’s Villingili Resort and Spa, Maldives. Resort executives together with a few graduates from the first hospitality course are currently visiting and sharing their experiences at a number of schools in Addu Atoll. The selection of the participants will take place in the middle of December 2008, after a series of interviews. Interested applicants can e-mail their resume before 5 December 2008 to recruitment.slmd@ shangri-la.com or fax (960) 689 7999. Thirteen graduates from the first hospitality course are working at the resort in food and beverage, front office, housekeeping, human resources and finance, and five graduates are undergoing further training in Shangri-La’s Tanjung Aru Resort and Spa, Kota Kinabalu in East Malaysia. Shangri-La’s Villingili Resort and Spa, Maldives, on Addu Atoll, will be the first luxury resort in the southern Maldives. The resort will feature 142 villas with views of the
ocean or the island’s natural lush vegetation. The Maldives’ second international airport, Gan International Airport, is an eightminute boat ride away from the resort and Malé International Airport is 70 minutes by domestic flights operating around the clock. Hong Kong-based Shangri-La Hotels and Resorts currently owns and/or manages 57 hotels under the Shangri-La and Traders brands with a rooms inventory of over 28,000. Shangri La hotels are five-star deluxe properties featuring extensive luxury facilities and services. Shangri-La hotels are located in Australia, mainland China, Fiji, Hong Kong, India, Indonesia, Malaysia, Philippines, Singapore, Sultanate of Oman, Taiwan, Thailand and the United Arab Emirates. The group has over 50 projects under development in Austria, Canada, mainland China, France, India, Japan, Macau, Maldives, Philippines, Qatar, Seychelles, Taiwan, Thailand, United Arab Emirates, United Kingdom and the United States. For more information or reservations, please contact a travel professional or access the website at www.shangri-la.com.
PRESS CONTACT: Susie Lim-Kannan, Director of Communications, Shangri-La’s Villingili Resort and Spa, Maldives, Pre-opening Office, Singapore Tel: (65) 6213 4934, Fax: (65) 6836 4804, E-mail: susie.lim-kannan@shangri-la.com, Website: www.shangri-la.com For digitised pictures of the group’s hotels, please go to http://www.shangri-la.com/imagelibrary.
The Thai Wok, after being closed for the holy month of Ramazan has opened at a new location behind the Citizen’s Majlis, on HithahďŹ nivaa Magu in front of Buruneege. This move was to increase seating capacity and thereby providing better service to Thai Wok’s loyal clientele. During most nights in the past, customers without reservations sometimes were disappointed as they could not get a seat. With the new premises, which are much larger, more customers can be accommodated now. At Thai Wok, although in a new location, the menu remains the same and Thai Wok as usual is geared to deliver on the promise of consistent taste which Thai Wok has been delivering for the past 7 years. Thai Wok is striving to keep prices affordable while providing a satisfying Thai meal that customers have come to appreciate and rely upon. The new premises also provide a private dining room which can accommodate up to 12 persons plus a larger private dining room that can accommodate up to 25 persons.
The Famous Thai Wok Tom Yum Soup Is Back At A New Location!
Thai Wok also caters to a large number of takeaway customers who visit Thai Wok or order by phone and have the food delivered to them by the Thai Wok delivery service. The telephone number for Thai Wok, which is also the number for Thai Wok delivery service is 331 0007. As you may recall, the telephone number has not changed and most certainly the taste and quality of food has not changed either.
Hotel Lessons
Learned Growing Up In Kennedy Craft Shop Funny how the older we get in life the more we come to appreciate our parents. I for one feel particularly blessed to have been born unto a family of entrepreneurs. Although my mother Barbara passed away more than 15 years ago, the wisdom she imparted upon us kids was enough to last a lifetime. Although my mom taught me many things about life in general, such as always maintaining a positive attitude and believing in yourself, she also taught me a lot more about the real-world of business than I could have ever learned getting an MBA. You see my mom like many others of her generation gave up her professional career as an executive secretary when she started having babies. When the youngest of her four children went into grade school, mom decided it was time to fulfill her lifelong dream of operating her own business. Having been particularly good at working with her hands and selling her arts and crafts since her childhood, she quickly realized there was more money to be made in selling craft and art supplies and teaching classes, versus actually making things to sell. Thus was born the concept of the Kennedy Craft Shop in Lexington, Kentucky.
This was no ordinary retail store; Kennedy Crafts was really more like a social networking club where one was sure to bring any out of town visitors. But the real draw wasn’t was simply the craft supplies and classes; it was the authentic, genuine, and warm hospitality everyone received personally from my mom Barbara Kennedy, who soon became known locally as Mrs. Craft. She knew our real business was all about the relationships and connections we made, and not about the products, which especially in the case of craft supplies could be purchased elsewhere for less. Mrs. Craft somehow made a connection with every customer, ranging from the flower children who purchased macramé, tie dye and candle making supplies to the summer camp teachers to the elderly grandmothers who purchased decoupage supplies. Each customer was made to feel special; I cannot tell you how many women I saw walk in that store claiming to be one of Mrs. Craft’s “oldest,” “best,” or “favorite” customers! This customer service philosophy really paid off for my parents, as Mom’s little business she started in our house soon moved to a local shopping center, albeit the smallest retail space in an end unit at the back of an
arcade. Yet within three years we’d moved to a larger location in that center, and also taken over the retail spaces in both sides. By the five year mark my dad George was able to leave his job as an Electrical Engineer to come into the business and start a wholesale craft supplies division. My own career started at age 9 on the day Kennedy Craft Shop opened and I immediately became fascinated with the family business. I liked meeting the customers, who often brought their kids in to visit me, re-stocking the shelves, and other standard retail tasks such as inventory day. But Saturdays - our busiest days – were my favorite of all as I especially liked working the electric cash register, which I could actually reach thanks to the wooden stool my Dad made. For the next 11 years until age 20 I worked in that little craft shop, watching Mrs. Craft in action daily and not knowing that the business experience I was getting was going to later propel my own entrepreneurial endeavors. In looking back now so many years later I can clearly see how the same principles and philosophies my parents built Kennedy Craft Shop on have helped me throughout my career, whether as a bellman, front office
would do was to check-out the front window from outside to make sure it created an inviting first impression. Hoteliers need to not only check their curb appeal and lobby housekeeping, but also to focus on any and all “first impression makers” such as trade show booths, website home pages, call center representatives, and telephone communications. (See below.)
to grow and after we had already hired all the available neighbors and friends, mom’s uncanny way of connecting with others carried on to our new-hires who all became friends of our family that outlasted the business. One thing I’ve noticed – the hotels that have the most fun employee holiday parties also seem to have the most friendly hotel staff! •
•
Welcome every customer before beginning a transaction. If you entered our store and weren’t greeted with “Welcome to Kennedy Crafts” the only reason would be that you were instead welcomed by name.
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The telephone is another window to the outside world. From 1970 to 1982 I guarantee you that every call to Kennedy Crafts was fielded property, with an enthusiastic greeting, a name, and most of all a genuine conversation to follow. Although we hoteliers spend a small fortune each year to make those phones ring, much more could be done to make sure every call represents our hotel’s “30 second commercial,” whether a call for directions, a sales inquiry, or even a cold call solicitation from a local vendor who just might one day become a customer.
manager, and for two decades now as an owner of hotel training companies. I hope my readers can benefit in some small way from my sharing of these lessons learned: HOTEL LESSONS LEARNED: •
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Get to know “the story” behind the customer. My mom Barbara went beyond just memorizing names to really get to know her customers and their various stories. She knew which women were having problems at home, where they were planning to go on vacation this year, and how each of their children were doing in school. Likewise, we in the hotel business need to do a lot better job of not only asking “How was your trip in today?” but also at actually caring about the responses we hear from today’s over-stressed and over-scheduled guests. Walk the storefront window. Each Saturday morning when I opened the store with my mom the first thing she
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Take (reasonable) customers at their word. Long before author Tom Peters made famous the liberal return policies of Neiman Marcus, Kennedy Craft Shop would believe any customer’s story about lost receipts – even if we never carried the product before! By the time their return was processed we’d be ringing up additional items up front anyway! How many repeat hotel customers have been driven away forever due to a dispute over a vending machine refund or local phone call that didn’t answer but was charged anyway?
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Employees are family. At the start, it was literally true that all the employees at Kennedy Crafts were family, as both of my brothers, my dad, and my only sister also worked there! But as we continued
Eye contact. Although its been many years since I last saw them, I remember vividly that it was my mom’s magical and charming eyes that enchanted each customer as they entered the world of Kennedy Craft Shop. Although they were certainly beautiful on their own, it was the genuine love of people that exuded from them that made so many customers into friends. Too often today’s hotel employees seem afraid to look our guests directly in the eye. Yet if we can just hold that passing glance for a three or four seconds, and not be afraid to release that smile naturally occurs, we will pay-forward a bit of authentic and genuine hospitality that will surely be carried on to the next encounter for both parties.
Kennedy Craft Shop continued to thrive into the early 1980’s and well into my college years. As Lexington KY continued its fast track growth and a metropolitan city emerged, soon enough we had Wal-Mart and K-Mart craft sections plus Ben Franklin Crafts to compete, yet our business continued its successes. Although their success was modest, my parents were able to sell their little business in 1982 and retire to pursue their own marriage-long goal of visiting all of the 50 states. They completed this journey in 1992 and my dad still survives and has the jacket with the 50-state emblems sewed on to prove it! When my mom passed away peacefully and with her family - about 3 months after visiting the last of the 50 states on their list, I knew she had a experienced a life well lived. Although Kennedy Craft Shop eventually was closed by the new owners, Mrs. Craft still remains a legend to many in my hometown to this day. Looking back now on my own career I know I learned a lot from the manager of that little craft shop and hope readers enjoy these lessons learned and find they are still relevant today.
Since 1996 Doug has been a regular contributor to the lodging industry’s number one rated publication, www.hotelmotel.com , where he has been a regular monthly columnist since 2001. Visit www.kennedytrainingnetwork.com for details or e-mail him at: doug@kennedytrainingnetwork.com
Handling the
Cold Potato The ability to stick with a specific task, continue in the face of adversity, or use different strategies to achieve your goal is critical if you want a long-term career in sales and business.
Do you have prospects that seem to give you the run- around? They expressed interest in your product or service when you first contacted them but now they don’t return your calls, reply to your emails or seem interested in making a buying decision.
comes a time when you have to let go and give up. However, if you’re not quite prepared to do that, here are five suggestions that may turn that cold potato into a hot one. 1.
Persistence is an essential trait that successful sales people possess. The ability to stick with a specific task, continue in the face of adversity, or use different strategies to achieve your goal is critical if you want a long-term career in sales and business. However, there is a distinct difference between this and beating your head against a wall trying to convince a prospect to buy your product or service. Recent conversations with some of my newsletter subscribers reminded me how often people get caught in the trap of thinking they can (or should) close every deal that comes their way. Simply put, there
2.
Consider creating an email list and adding those people into a monthly email campaign. Some of them will have their situation change and still others are simply very busy with something that is more urgent. Without monthly email follow-up, you can lose the people that were temporarily distracted as well as those whose situation changed. If you have another contact in the company ask them for input or to find out why the decision has been stalled. This is particularly effective if you have developed a good relationship with that person especially if they can act as your champion or cheerleader.
3.
Develop a ‘keep-in-touch’ campaign to keep your name in their mind. They may not be ready to buy now, but their situation could change in the future and you want them to remember you. You can stay in touch via postcards, letters, articles, newsletters, etc.
4.
Befriend the decision-maker’s executive assistant and tap into that individual’s insight and knowledge. In some cases, the E.A. can help you find a different way to approach the executive. In other situations, they might be able to give you a reason why the sale did not happen or even what you could do differently in the future.
5.
Ask yourself ‘How important is this sale?’ If your answer is ‘very important’ determine what other actions or approaches you are willing to take to
The ability to stick with a specific task, continue in the face of adversity, or use different strategies to achieve your goal is critical if you want a long-term career in sales and business. make the sale happen. If this was the most important sale of your career would you give up or would you find a creative way to pursue it? When a hot prospect turns cold and you have done everything possible to move the sale forward but they aren’t responding it’s time to drop that cold potato and focus your attention on other opportunities. It is essential to recognize that you only have a limited number of hours in a given day, week or month. That means you need to invest this time wisely because once it is used up you can’t get it back. Spinning your wheels trying to convince an unmotivated prospect to make a decision may not be the best way to use your time. Many people fail to realize just how valuable their time is. If you spend an inordinate amount of time trying to close a sale that has a low probability of success, then you are not generating a high payoff on your time. That means you need to engage in activities that will have the highest payoff. A simple rule of thumb to follow is asking, “What is the best use of my time, right now?” You should also consider the potential value of each sales opportunity. Chasing a high-value sale is a better use of your time than following up on a sale that is of low value (revenue and/or profit). A good friend of mine used to go after every sale that came his way. However, after several years of chasing leads that led to few sales, he now targets his efforts on the high- value opportunities. This has substantially increased his revenues in a very short time. While it is mentally difficult to drop a potential sale, this strategy will free up your time to focus on higher quality leads which will lead to higher sales. When you have done everything in your power to capture that sale but it has completely stalled or hit a dead end, then you need to make an all-important decision. Is it worth your time and effort to continue following that lead? Only you can make that choice.
Kelley Robertson, author of The Secrets of Power Selling helps sales professionals and businesses discover new techniques to improve their sales and profits. Receive a FREE copy of 100 Ways to Increase Your Sales by subscribing to his free newsletter available at www. kelleyrobertson.com. Kelley conducts workshops and speaks regularly at sales meetings and conferences. For information on his programs contact him at 905-633-7750 or Kell ey@RobertsonTrainingGroup.com.
Adrian Goldwyn
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I have read the hard copy of Issue #20, I was impressed with the quality of the magazine, and its contents. The articles are par excellence..... keep it up.