Hospitality News Middle East - February/March 2019 (Issue 122)

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EDITOR'S VIEW

Group editor Nouhad Dammous Managing director Joumana Dammous-SalamĂŠ

Basing business decisions on data can be the difference between success and failure

Editor Annie Keropian-Dilsizian Publication manager Randa Dammous-Pharaon Publication executive Rita Ghantous Graphic designers Elias Tufunkji Ibrahim Kastoun Features consultant Rana Freifer Features writer Jad Haidar Sub-editor/writer Miriam Dunn Community manager Lisa Jerejian Sales executives Michel Ajjoub, Maha Hasbani, Josette Hikri advertise@hospitalityservices.com.lb Subscription coordinators Houayda Haddad-Roumman Mirna Maroun subscribe@hospitalityservices.com.lb Circulation coordinator Rita Nohra-Kejijian News news@hospitalityservices.com.lb Production & printing Arab Printing Press Photographer Pavlos Nikolaou Photography Published by Hospitality Services sarl Lebanon Borghol Building, Dekwaneh P.O.Box 90 155 Jdeidet el Metn 1202 2020 Tel: +961 1 480081 Fax: +961 1 482876 info@hospitalityservices.com.lb hospitalitynewsmag.com Dubai Tel: +971 56 6661718 All the information disclosed in the magazine was provided by the parties concerned by each publication and checked to the highest possible extent by the editors. However, the magazine cannot ensure accuracy at all times of all information published and therefore could in no case be held responsible should any information reveal to be false or insufficient.

We welcome views on any subject relevant to the hospitality industry, but request that letters be short and to the point. The editor reserves the right to select and edit letters.

Hospitality News ME is distributed to trade professionals in the catering and lodging industry in the Middle East.

Hospitality data needed to improve results In the hotel industry data analytics can be used in numerous different ways in order to improve business, operators smartening strategies and occupancy rates and yields. The restaurant industry can also use data to increase its profile and sales by getting plenty of insight from the customer;, information that can prompt you to adjust your menu.

Successful business leaders have always relied on some form of data to help them make more decisions. Basing business decisions on data can be the difference between success and failure.

Data management is the practice of organizing and maintaining data process to meet ongoing information lifecycle needs.

Data is incredibly important for hospitality activity managers because it helps them to exposĂŠ variability and optimizes their operations for results, to control costs and reduce risks.

Big data analytics can point the way to various business benefits, including new revenue opportunities, more effective marketing, better customer service, improved efficiency and competitive advantages over rivals.

Big data analytics is the process of examining large and varied data sets to uncover hidden patterns unknown correlation, mark trends, customer preferences and other useful information that can help organizations make more informed business decisions.

Hospitality exclusives, managers and information workers have all come to respect the role that data management plays in the success of their organizations.

The final way of making big data work for big data for your activities is to research the technologies that help you make the most of this data.

Big data analytics consider: - Cheap abundant storage - Faster processors The importance of big data doesn’t revolve how much data you have rather what you do with it.

Nouhad Dammous Editor-in-Chief Docteur Honoris Causa

In this issue Feb - Mar 2019

EDITOR’S VIEW 03

Hospitality data needed to improve results

NEWS 08 Industry Overview 10 Hotels 20 Food & Beverage 24 Suppliers

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Bobby Chinn, Mona Mosly & Maroun Chedid

36

Serge Trigano of Mama Shelter

HORECA NETWORK 26 28 30

Saudi HORECA ends on a high note Celebrating success at HORECA Kuwait Coming up at Horeca Lebanon

EVENTS WHERE TO BE SEEN 32 34

Maintaining the buzz with GRIF experts Gulfood preview & 2019 calendar

BUSINESS INTERVIEW 36 Breaking boutique with Serge Trigano of Mama Shelter

HOTELS The rise of boutique hotels 38 40 Hotel operating business models 42 Redefining luxury hotels 44 Innovate or die trying MARKET UPDATE 46

Kuwait: smooth sailing on rough seas

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16 under 30: Middle East's shining young stars Ethical food

FOOD & BEVERAGE 54 56

FRANCHISE REPORT

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Regional F&B groups - the five-year challenge Franchising in the Middle East A comprehensive perspective The state of the franchise market Protect your brand: trademark registration Marc Chehade and the secret of MEC’s success Hospitality News 100: the ones to watch

60 62 64 66 68 70

FRANCHISE OPPORTUNITY

REPORT 2019 56 @Hospitality_Mag

HospitalityNewsME

SOLUTIONS

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HUMAN RESOURCES

Reassess your attitude toward mental health

TRAINING 84 Accessible hospitality: untapped potential

PRODUCT ZONE

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On the market

NEW PRODUCTS

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Luxury amenities from Groupe GM

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Condiments

EQUIPMENT Amenities: essential niceties 88 92 Elements to consider when designing a

restaurant menu

FOOD 94 Condiments: spice up your life BEVERAGES Fine vines 96 98 Château Ksara: creativity, innovation

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and consistency Lebanese wine

CHOCOMANIA 102 Heart of ruby

WE WERE THERE

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Out and about with Hospitality News ME

Coming issue Apr - May 2019

• Special report Homegrown Lebanese producers • Hotels Furnished serviced apartments • Beverage Culinary cocktails • Food Flour and bread derivatives • Equipment Laundry equipment and POS

FOR UP-TO-THE-MINUTE DAILY NEWS FROM AROUND THE HOSPITALITY INDUSTRY GO TO

HOSPITALITYNEWSMAG.COM 100

Lebanese wine

A PINCH OF EXCELLENCE Served by more than 750 top-rated chefs.

Discover Nespresso on www.buynespresso.com

NEWS

INDUSTRY OVERVIEW

ECOLE HÔTELIÈRE DE LAUSANNE AND RACA SIGN PARTNERSHIP AGREEMENT

TRENDING ON

HOSPITALITYNEWSMAG.COM Venture Group to develop F&B hub in Damascus

The company behind the success of the F&B clusters in Lebanon and the region has signed an USD +8 million deal to build Syria’s first entertainment cluster. Rabih Saba, managing partner at the company said, “The 7,000 square meter land plot will be a hub for casual dining, nightlife and all-age entertainment venue. The architects heading the project are C-Lab Lebanon and the project will be ready by the summer of next year.”

Dubai and Qatar duty frees lead ME’s travel markets

The Royal Academy of Culinary Arts (RACA) has signed a partnership agreement with Lausanne Hospitality Consulting, a subsidiary of Ecole Hôtelière de Lausanne Group (EHL), Switzerland. The agreement is aimed at developing and expanding the curricula at RACA, including the introduction of a Bachelor's degree. As a result, RACA will be recognized as an associate member of the network

of EHL-certified schools. This step coincides with the Royal Academy of Culinary Arts’ 10-year anniversary celebrations. The academy was established in 2008 as one of the King Abdullah II Fund for Development’s initiatives to raise the level of education in the tourism sector and to reorient young men and women toward areas of education related to the labor market. raca.edu.jo

FIRST CHOCOLATE MUSEUM IN THE MIDDLE EAST OPENS ITS DOORS

Th duty free and travel retail market is estimated to generate revenues of around USD 112 billion by 2023 as per the ‘Duty-Free and Travel Retail Market – Global Outlook and Forecast 2018-2023’ report. Dubai Duty Free (DDF) and Qatar Duty Free (QDF) are the two Middle Eastern duty frees among the prominent players. A press release by DDF revealed that sales for 2018 reached USD 2 billion. As for the various market segments leading that industry, these include fragrance and cosmetics, liquor, fashion and accessories, tobacco goods, electronics, watches and confectionery.

Entertainment cluster coming to Riyadh

The Saudi Entertainment Ventures Company (SEVEN), which is fully owned by the Public Investment Fund (PIF), launched its first family-friendly entertainment destination, which will be located in Riyadh. With an area of 100,000 square meters, the entertainment complex will feature a distinct urban design, with green and open areas that are equipped for sports activities, entertainment and live shows, as well as a wide selection of local and international restaurants and cafes. It will also feature a cinema.

More tourists are shopping in Lebanon

Choco Story Beirut, the first chocolate museum in Lebanon and the Middle East, has opened to the public in Verdun, Beirut. The museum features 350 artifacts which lay out the story of chocolate and the industry's growth over the past

years. Similar museums are present in different major cities worldwide, including Brussels, Paris, New York, Mexico and Prague. The project also features a chocolate-making training and coaching center. choco-storyme.com

SOUND - BITE Alain Bejjani, CEO of Majid Al Futtaim Holding, commented on the company’s performance: “2018 has been a year of growth for our company, despite the macroeconomic challenges that affected consumer sentiment. Our strategy to diversify our offering and geographical presence, as well as our commitment to customer centricity and technology investments has yielded great results.

I’m humbled by the efforts of my fellow MAFers, who worked diligently to ensure the resilience of our business.”

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Globe Shopper spending in Lebanon for Q4 2018 increased by almost 10.5 percent compared to the same period last year, as per Global Blue’s Globe Shopper Spending Insights in Lebanon. The report said that year-on-year growth reached 6.5 percent. Tourists from Egypt, who are traditionally seasonal visitors, recorded the biggest quarter-on-quarter growth in Q4, while those from Qatar, Kuwait and Syria are establishing themselves as frequent shopping tourists.

While in the past, shoppers were focused on Mount Lebanon, figures reveal that Beirut is now the dominant hub, taking an impressive 81 percent of travelers visiting for the shops.

World’s largest underwater theme park in Bahrain

Bahrain has announced the launch of an eco-friendly project that will include the world’s largest underwater theme park. It is expected to cover an area of over 100,000 square meters and will be undertaken in partnership with the Supreme Council for Environment, Bahrain Tourism and Exhibitions Authority (BTEA) and the private sector. The underwater dive site will be launched in the coming weeks in partnership with industry players, local dive companies and clubs and will open to diving enthusiasts and visitors before the summer. The site will have a 70-meter long decommissioned Boeing 747 as its centerpiece, the largest aircraft ever to be submerged.

For up-to-the-minute news on the stories that matter to you most, read it first on www.hospitalitynewsmag.com

NEWS

HOTELS

READ MORE ONLINE HOSPITALITYNEWSMAG.COM

JIN JIANG COMPLETES ACQUISITION OF SHARES IN RADISSON HOSPITALITY A consortium led by Shanghai's Jin Jiang and SINO-CEE Fund—a private equity fund incorporated in Luxembourg— has entered into an agreement with Radisson Hospitality and HNA Sweden Hospitality Management AB—an indirectly wholly-owned subsidiary of HNA Tourism Group—to acquire 50.21 percent of Radisson's shares. Following the completion of the acquisition, John M. Kidd, CEO and COO for Radisson Hospitality, issued the following statement: “This marks yet another incredible milestone in our company’s storied history and one that I’m confident will elevate Radisson Hotel Group to a new level of strength as a global leader in the hospitality industry. When we announced our rebranding earlier this year to Radisson Hotel Group, we shared our vision for the company, which was to be the company of choice for guests, owners and talent.

We are now owned by one of the leading travel and hospitality companies — the fifth largest hotel company in the world.

Additionally, Jin Jiang’s loyalty program encompasses more than 100 million members. This type of size, coupled with the record number of Chinese consumers traveling abroad, provides a number of new opportunities for Radisson Hotel Group. The consortium led by Jin Jiang will work with us to improve and execute our

five-year plan.” The transaction is poised to make Jin Jiang the world’s seventhlargest hotel operator with 344,000 rooms, STR estimated earlier this year. Jin Jiang has been on an acquisition campaign for several years now, acquiring Louvre Hotels in 2014, an 80-percent stake in Vienna Hotel Group in 2016 and India’s Sarovar Hotels in 2016. It also owns 12 percent of France’s Accor SA. radissonhotelgroup.com

NEW WORLD-CLASS HOTEL CONVENTION CENTER OPENS IN AMMAN

Mark Timbrell, general manager, Kempinski Hotel Amman

Mark Timbrell, Kempinski Hotel Amman’s new general manager, gave details of the brand’s latest edition to its existing lineup of properties, saying, “The Amman market has been waiting for just such a facility, as the demand for high-quality meeting and exhibition space is steadily increasing. There is a hunger in Amman for a conference center that can meet the needs of large events, without the need to shuttle delegates to the Dead Sea. There is a healthy demand from conference organizers, wedding planners, corporations, government and NGOs that the hotel will help satisfy in the years ahead. The quality of the construction

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and design, the well-studied acoustics and the highest quality of in-built audiovisual are clear attractions. A whole new team of experts is being assembled to operate the venues and deliver a beautiful Kempinski performance for our guests.

Such superb facilities, now available for the first time in Amman, are a positive addition to the quality brands already operating in Jordan and will for sure help in attracting more business to this spectacular destination. The hotel offers visitors a brand new conference and events center adjoining the hotel, which will be launched in the first quarter of 2019 and this ‘state of the art facility’, with

over 14,000 sqm of built-up area, will be a ‘one of a kind’ venue in the capital city for large conferences, exhibitions, weddings, social events, receptions, concerts and product launches.

The grand ballroom of 1,000 sqm is complemented by a 760 sqm multipurpose hall, three panoramic meeting rooms of 185 sqm and an open-air terrace of 650 sqm. Artfully connected to the existing 12 meeting rooms, the 278room hotel will be defined by its superb selection of large and small meeting spaces in the years ahead, setting it apart from the competition in Amman.” kempinski.com/en/amman

Mimetic “The Butter alternative” MIMETIC from Puratos is a new generation of specialty fats providing an excellent eating experience (buttery sensation), a rich tradition of sourdoughs, together with an exceptional workability. Developed carefully for superior quality of end-products (croissants, danishes, puff pastries, cakes, soft dough, cookies, short crust) and help to reduce costs.

Sunset Glaze “The Golden Egg-Wash Alternative” Perfect any product in your viennoiserie range or soft bread range with a golden look, consistent long lasting shine.

NEWS

HOTELS

READ MORE ONLINE HOSPITALITYNEWSMAG.COM

HILTON BEIRUT DOWNTOWN OPENS IN THE HEART OF THE CITY Hilton, a leading global hospitality company with a portfolio of 15 world-class brands in 109 countries and territories, has opened yet another hotel in Beirut’s Downtown area.

The 158 guest-room hotel, which opened in early 2019 and boasts a prime location and panoramic views, joins two other Hilton properties in Lebanon. This modern hotel offers a range of spacious guest rooms, including deluxe rooms, executive rooms and a luxurious presidential suite, while its rooftop pool offers guests stunning views of the Mediterranean. The property also offers its valued guests a fitness center, treatment/massage room, sauna/steam room, a Mediterranean fusion restaurant, Gatsy House and a lobby bar. In addition, the hotel has a 575 square-meter meeting space, a ballroom, which can accommodate

up to 500 people (standing), and features five screens, and built-in wireless sound and lighting. Commenting, Hilton Downtown’s new general manager, Issam Ajouz, said, “Hilton Beirut Downtown is perfect for travelers looking for world-class hospitality in a prime location. Guests can sample

EGYPT’S ORASCOM SELLS TWO HOTELS, SIGNS TWO WITH THOMAS COOK

Mediterranean dishes, rejuvenate at the Wellness and Recreation Centre and rooftop pool or simply relax in a modern, spacious guest room. We are pleased to have started welcoming guests to this beautiful new property.” www3.hilton.com

IN BRIEF USD 100 million Marsa Ajman is underway

Orascom Development Holding has completed a stake sale in Royal Azur Hotel and Club Azur Hotel, and a land plot in the Makadi destination on the Red Sea, with higher cash proceeds of CHF 22.5 million (USD 23 million), Reuters reported.

“We are also in the course of finalizing the documents for the completion of the sale of the Makadi Gardens Hotel which was sold for LE 114.7 million (USD 6.4 million),” the company statement said. The company noted that the proceeds of the sale of the hotels and the land spot, in addition to those of the Tamweel Group, together with parts of the excess cash flow from operations, will be channeled into reducing the debt balance. Orascom Development recently announced that its hotel subsidiary, Orascom Hotels Management (OHM), had signed an agreement with Thomas Cook with total investments of USD 11

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million to develop a new, 100-room luxury beachfront hotel property under the brand of Casa Cook El Gouna. The deal also includes rebranding Arena Inn, El Gouna’s 144-room downtown hotel to become a Cook’s Club Hotel. Casa Cook El Gouna, set to open in October 2019, will offer a range of family-friendly accommodation, including two-bedroom villas with private pools and suites with shared pools. Cook’s Club, which is scheduled to open in summer 2019, will cater to a new generation of travelers looking for a stripped-back-designed hotel, with great food and drink at its heart. “We are excited about the partnership with Thomas Cook and El Gouna’s being the first home to Thomas Cook’s newest hotel brands in the Middle East,” said Khaled Bichara, CEO, Orascom Development. orascomhm.com

Ajman is on its way to welcoming a new hospitality and retail destination named Marsa Ajman. The project consists of a prominent strip retail development featuring a view of the Marina. The site is located close to prominent properties, the Kempinski Hotel Ajman and Ajman Saray. With a gross leasable area of 9,500 square meters, the venture is expected to feature a varied mix of 49 units and tenants, including a supermarket, department store, entertainment outlets, cafes and restaurants. The project is being developed by Marsa Properties, which is wholly owned by the Ajman Government, Faisal Al Nuaimi, CEO of Marsa Properties Marsa Ajman revealed in an exclusive interview with Hospitality News ME. “Sixty percent of the units are dedicated to F&B, and 40 percent to services and retail,” he said. The project will also showcase the largest dry-deck fountain in the region and two main plazas for events and carnivals as well as 13 kiosks for temporary markets such as Friday Market or seasonal occasions. F&B investors, tourists and residents are the main targets. Investment in Marsa Ajman stands at AED 370 million (USD 100 million) which represents phase one of five for Marina Ajman, according to Al Nuaimi. The total investment of all five phases combined will be AED 1 billion (USD 273 million).

NEWS

HOTELS

READ MORE ONLINE HOSPITALITYNEWSMAG.COM

A NEW LEVEL OF LUXURY IN THE MENA

Philipp Henle, head of global development at Dorchester Collection, outlines the chain’s interest in the MENA, potential business opportunities and upcoming strategies 1

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a long-term strategy, through which we will overcome any short-term volatility.

The MENA region has been on a remarkable growth trajectory, one we have been closely following with great interest. When planning on having a foothold here, we identified key destinations and established Dubai as our desired point of entry. Our approach is highly- selective when it comes to choosing partners and projects as we endeavour to offer ultra-luxurious and exclusive properties in synonymy with our brand identity. Omniyat has a proven track record in producing inimitable, premium developments and we both share a similar vision. This translated into our partnership with them and marked the launch of our first project, located at Marasi Marina, in Dubai’s renowned Business Bay.

Besides Dubai, do you have any other target markets in your pipeline?

How are you preparing for the challenges this region can produce?

Philipp Henle, head of global development, Dorchester Collection

HN web -halfpage in HN122.pdf

What attractions does the MENA region hold?

HOSPITALITY NEWS ME | FEB-MAR 2019

Despite the macro challenges that can occur in such a dynamic region, we are confident that our belief in select strategic growth will allow us to overcome any difficulties that we may face. While every market can undergo volatility, we remain confident in our ability to manage it. We mitigate such challenges by selecting the right partners who uphold our vision and exemplify individuality. We follow 9:20 AM

We generally consider key international gateway city destinations where our expertise of managing some of the world’s most iconic hotels can add value. Across each of our nine properties, the Dorchester Collection brand prides itself in sharing the same values; legendary buildings with a rich history that evoke a genuine feeling of belonging to all our guests. These values are embodied through our collective vision: “Treasured by guests. Cherished by employees. Celebrated worldwide.” This means that any property that could be considered for our pipeline must be a leading and distinguished development. Our place in the top-echelon of the ultra-luxurious hotel industry reflects the meticulous consideration that goes into the development of more properties. While there is no pressure to develop additional properties at this point, we are considering other opportunities in the region for expansion. For Dorchester Collection, it is not about the number of properties we grow, but rather in finding the right fit of both property and partner. dorchestercollection.com

NEWS

HOTELS

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OPENED EGYPT

JORDAN

KSA

STEIGENBERGER PURE LIFESTYLE IN HURGHADA OPENS The hotel is operated by ALDAU Development via a franchise agreement and is positioned in the high-end 5-star lifestyle segment.

Number of rooms 132 steigenberger.com/en

THE FIRST HYATT REGENCY HOTEL DEBUTS IN JORDAN Hyatt Regency Aqaba Ayla Resort, Jordan’s first Hyatt Regency hotel and second Hyattbranded property, joins Grand Hyatt Amman.

Number of rooms: 286 hyatt.com

INTERCITYHOTEL RIYADH MALAZ OPENS Two additional hotels are also currently at the development stage in Oman, namely the IntercityHotel Nizwa (scheduled to open Q4 2019) and the IntercityHotel Muscat (expected to launch in Q1 2020).

Number of rooms: 82 deutschehospitality.com

KSA

KUWAIT

UAE

RADISSON COLLECTION DEBUTS IN KSA Nofa Resort, a Radisson Collection Hotel is an African-style resort featuring an equestrian estate and an 18-hole golf course, surrounded by sand dunes and mountains.

Number of bungalows and villas: 57 radissoncollection.com

HYATT REGENCY AL KOUT MALL OPENS The opening represents the first of two Hyatt properties, in collaboration with Tamdeen Group, the second of which is Grand Hyatt Kuwait, slated to open in 2020.

Number of rooms: 200 hyattregencyalkoutmall.com

JUMEIRAH OPENS ECO-CONSCIOUS RESORT ON SAADIYAT ISLAND Guests are offered locally sourced filtered still and sparkling water in their own personal reusable bottles that can be refilled at the resort’s water stations.

Number of rooms: 293 jumeirah.com

OMAN

TURKEY

UAE

USD 2 BILLION MINA AL SULTAN QABOOS IS UNDERWAY The USD 2 billion integrated waterfront destination, includes hotels, residences, F&B, retail and entertainment offerings.

Opening: NA damacproperties.com

RADISSON COLLECTION TO MAKE ITS DEBUT ON THE TURKISH RIVIERA Radisson Collection Resort & Spa Bodrum will feature 120 rooms and suites that will open in two phases Opening: 2021 radissoncollection.com

CONRAD MARJAN ISLAND SIGNED The property is located on Treasure Island, located to the west of Ras Al Khaimah. The hotel will offer 120 guest rooms, including beach and over-water villas.

Opening: 2022 conradhotels3.hilton.com

OPENING SOON

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NEWS

HOTELS

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PEOPLE ON THE MOVE

Hilton Beirut has recently opened its Downtown branch and appointed Issam Ajouz as its new general manager. He is an experienced corporate director with a demonstrated history of working in the hospitality industry, has strong operational skills and is specialized in menu engineering, F&B and luxury goods.

Crowne Plaza Beirut has appointed Jamil Bakhos as its new general manager. Bakhos joined IHG in 1999 as a finance and business support manager.

In 2013, he moved to Saudi Arabia to lead colleagues at the Holiday Inn Riyadh Olaya and now, having built up 18 years of experience, joins the Levant team.

Kempinski Hotels has appointed Fabrice Ducry, a Swiss national, as the general manager of Kempinski Summerland Hotel & Resort. Ducry brings over 20 years of experience to his new role, having worked with several regional and global brands over the years, including The Ritz-Carlton, Accor Hotels and Emaar Hospitality Group.

InterContinental Regency Bahrain has appointed Philipp John Economou as the hotel’s new area general manager. Economou came to the Middle East as general manager of Holiday Inn Abu Dhabi, where he successfully improved the hotel’s overall performance to 10 out of 10 on Hotel Metrics 2014.

Jannah Burj Al Sarab Hotel has announced the appointment of Richard Haddad as CEO. With more than 25 years of hospitality experience, including his most recent role as director of product development in Ras Al Khaimah Tourism Development Authority, Haddad previously held managerial positions across hotel groups in the Middle East.

Le Royal Hotel-Beirut has appointed Cyril Mouawad as the property’s hotel manager.

Prior to joining Le Royal, Mouawad was the general manager of Holiday Inn Kuwait Salmiya Hotel & Residences. He was previously hotel manager at Intercontinental Doha. He will be reporting to Nather Auchi, corporate VP, Le Royal Hotels & Resorts.

Yigit Sezgin has been made AccorHotels’ new chief commercial officer Middle East & Africa. Sezgin has lived and worked across eight international markets over the past 20 years, holding senior leadership roles with key multinational groups, including Ritz-Carlton, Wilton International, Hilton Hotels and Radisson Hotel Group.

Gilbert Zeait has been made the new general manager of Gefinor Rotana’s property in Beirut. An industry veteran with a career spanning 18 years, Zeait has extensive knowledge and experience of running properties across leading hotel brand chains in the region. Most recently, he held the position of area general manager in Riyadh, overseeing five properties.

www.host.fieramilano.it/en

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Raised with passion and care from paddock to plate

True Aussie lamb and beef is the finest, healthiest and most mouth-watering meat on earth.

In Australia, vast acres of nutrient rich green pastures provide grazing for herds of contented sheep and cattle, ensuring a constant supply of consistently high quality meat.

Factor in one of the strictest quality standard systems in the world, with an industry benchmark Halal Assurance programme, and you’ll see why Australia has become the world’s favourite provider of lamb and beef cuts.

Choose lamb and beef from down under, that’s popular the world over.

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NEWS

FOOD & BEVERAGE

MBC TOP CHEF AT MAROUN CHEDID COOKING ACADEMY Chef Maroun Chedid's Cooking Academy was the venue chosen to announce the third season of the network’s highly popular cooking show. Commenting at the media gathering, Chef Chedid explained that the new season’s setup has been slightly tweaked. “In addition to having 17 chefs competing instead of 15, this year’s contestants come from all over the Arab world, which diversifies the competition and takes it to new highs,” he said. “This is very important as it truly highlights the pressure that chefs throughout the world experience on a daily basis.” The show’s second judge, Chef Bobby Chinn, who was also present at the launch event, said Lebanon had proved to be an ideal nation to host the latest series of the show. “Lebanon has always been on my bucket list. There has always been one event or another happening here, which

Bobby Chinn, Mona Mosly & Maroun Chedid

makes it an attractive destination to visit,” he said. “When it comes to filming, there is greater energy here than anywhere else I’ve been to. The contestants appeared to have a wide range of skills, which helps to produce a better show. Shooting in many different locations was exciting.” He added that the current contestants had higher culinary skills than those competing in the first two seasons. “In other words, every show is a surprise.” Concluding, Saudi

chef, TV presenter and the program’s third judge, Mona Mosly explained, “Shooting Top Chef in Lebanon was so beautiful that I couldn’t help falling in love with every one of the wonderful locations where we worked." Mosly also agreed with her fellow judges’ views on the standard of this year’s competition, saying, “The participating chefs have more years of combined experience, which will add to the allure of every episode.” mbc.net

MIX BY ALAIN DUCASSE NOW OPEN AT EMERALD PALACE KEMPINSKI DUBAI, PALM JUMEIRAH

TAWLET LAUNCHES AASHA EL KHAMIS

Alain Ducasse Restaurants made a debut in the UAE with the opening of their first property, miX by Alain Ducasse. It is the largest in the restaurant group. The restaurant that can host up to 400 guests is located at Emerald Palace Kempinski

Lebanese restaurant Tawlet has launched Aasha el Khamis, which stands for Thursday’s dinner. Every Thursday night, chefs, farmers, cooks, winemakers and other food lovers will share their passions, stories, dreams and a dinner. Guest thus far have included: Tarek Alameddine, chef at Noma in Copenhagen and four-time winner of the ‘World’s Best Restaurant’ title; Hanan Sayed Worrell, author of Table Tales, The Global Nomad Cuisine of Abu Dhabi; Chef Marjon Ajami, founder of Nolu’s Restaurants in Abu Dhabi; Jamil Haddad, owner of The Colonel Project, a microbrewery and micro-distillery on a green platform in Batroun; and Youmna and Tony Asseily, the Lebanese family behind Chateau Biac wine. soukeltayeb.com/tawlet

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Dubai and is spread over three floors.

Both Ducasse and Manuel Clavel of Clavel Architecture and Interior Design took care of the look and design. ducasse-paris.com mix-dubai.com

READ MORE ONLINE HOSPITALITYNEWSMAG.COM

BARTARTINE KEEPS IT FRESH

bake & brew ABC-Dbayeh

Dbayeh

Dunes - Verdun

Mar Mikhael

Joanne Zarife Nehme, marketing manager

Joanne Zarife Nehme, marketing manager, bartartine speaks with HN about the brand’s remarkable growth, the elements behind this success, the niche it has carved for itself and the plan in moving forward Since launch, bartartine has generated tremendous buzz and grew to eight new branches in five years, so what are some of the elements attributed to this success?

We have always gone to great lengths to use fresh and high quality ingredients, as well as maintain consistency of all our offerings across our eight branches.

Another key element that makes a big difference is affordability. All these elements have allowed the bartartine concept to grow organically and in so doing, hold great appeal to the healthy and value-driven urban customers. And in keeping with the latest and most significant F&B trends, we after listening closely to what our customers expect, have released our brand new ‘healthier’ menu offerings. The brand has carved, throughout the years, a large segment of trendy, healthy-conscience consumers who expect high quality dishes in an upscale environment where ‘fresh’ is the operative word. Our social media is also a constant driving force for the brand as we use Facebook and Instagram to keep our loyal consumers in the loop in relation to the latest brand developments.

Additionally, we receive and take into consideration valuable feedback from

our customers to constantly improve and innovate our product variety.

What are some of the practices bartartine exercises when it comes to keeping its customers in the know about the origin and source of its offerings?

We offer handmade, natural products locally sourced from the most trustworthy suppliers, prepared in a real kitchen not a factory; food that shuns obscure chemicals, additives and preservatives; fresh bread and viennoiserie made from scratch in our bakery thrice a day.

In addition, our hands-on food safety team conducts weekly audits across our branches to ensure that the latest measures are well implemented in both the back and front of the house.

Our customers demand high-quality, interesting food options that bring people together. Hopefully, adults and kids alike view us as making accessible, simple and delicious food that is consistent and innovative, as well as free of preservatives.

To reinforce our core values, we have our ‘freshness’, ‘happiness’ and ‘friendship’ messages peppered throughout the store and on our packaging. Some of these read: “We all deserve a slice of happiness”, “A slice of life”, “beautiful

on the outside gorgeous on the inside”, “bringing happiness to every bite”, “All we knead is love”, “Live love loaf”, “nothing beats freshly baked bread” and “crafting delicious moments every day”.

What were some of the challenges thus far and what are some of the brand’s future plans?

The biggest challenge is to keep up with the ever-rising cost inflation while maintaining two of our most sacred values, namely, value for money and quality. As for future plans, bartartine witnessed steady growth following the first branch opening in Mar Mikhael in 2013 and gained great popularity especially with the millennials. This growth added to our customers’ emotional attachment to the brand and fueled our ambition to expand by unveiling a new experience under bartartine bake & brew, our eighth branch, which opened in August 2018 in ABC Dbayeh. This new “grab & enjoy” concept offers customers a faster, more casual, yet exciting and personalized experience where freshly brewed coffee and ready to enjoy goodies are at the center. We definitely aim at opening more branches in the near future and possibly explore franchise opportunities after better establishing ourselves throughout Lebanon. bar-tartine.com FEB-MAR 2019 | HOSPITALITY NEWS ME

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NEWS

FOOD & BEVERAGE

NEW OPENINGS LEBANON

BEBABEL

CATRINAS

CLAP

Opened December 2018 Owner Afkar Holding Covers 120 indoor, 130 outdoor Average price/person USD 33 - 38 Typical dishes Tarha, Cold & Hot Talatas, Salads, Platters & Barbecues, Desserts Address Minet el Hosn, B11 Center, Beirut facebook/BebabelME

Opened December 2018 Owner Mindset Group Executive chef Joe Barza Covers 170 Average price/person USD 27 Typical dishes Modern Mexican Address Armenia Street, Mar Mikhael, Beirut facebook/catrinas.beirut

Opened December 2018 Owner Addmind Group Head chef Don Lahiru Sampath Covers 145 Average price/person USD 85 Typical dishes Japanese dishes, wine, sake Address Annahar Building, Beirut add-mind.com

LE MYTHE

MCQUEEN

MEROU SEAFOOD

Opened November 2018 Owners Sarjoun & Khaldoun Jabre Table du chef 2 Michelin star, Charbel Aoun Covers 120 Average price/person USD 50 Typical dishes Souris d'Agneau Address Villa Ayache, An Naqqash lemythe.co

Opened December 2018 Owners Samer Rizk & Sihame Asseily Tueni Executive chef Elias El Rahi Covers 90 Average price/person USD 50 Typical dishes Black Truffle Pizza Address Gouraud St., Saifi Village, Beirut mcqueenbeirut.com

Opened December 2018 Owner Disruptive Entertainment Group Covers 40 Average price/person USD 20 Typical dishes Fish, Octopus, Calamari, Mussels, Clams, Lobster Address Armenia Street, Mar Mikhael, Beirut facebook/MEROUSEAFOOD

NUDE BEIRUT

SLATE

WISE & WITTY

Opened October 2018 Owner Addmind Group Head chef Hassan Chakaron Covers 250 seated, 1000 - standing Average price/person USD 50 with alcohol Typical dishes Salads and Sushi Address Beirut New Waterfront add-mind.com

Opened November 2018 Owner Dany Aprat Covers 90 - 100 Average price/person USD 40 - 45 Typical dishes French, Italian, Steak Address Rue de Madrid, Mar Mikhael, Beirut instagram/slatebistrogrill facebook/slatebistrogrill

Opened December 2018 Owner Dany Aprat Covers 70 Average price/person USD 30 - 40 Typical dishes International cuisine Address Rue de Madrid, Mar Mikhael, Beirut Instagram/wiseandwittybar

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HOSPITALITY NEWS ME | FEB-MAR 2019

READ MORE ONLINE HOSPITALITYNEWSMAG.COM

KUWAIT

QATAR

LEILA MIN LEBNEN

MAKI DOHA FESTIVAL CITY LA STREGA CUCINA E PIZZA

Opened October 2018 Owner El Kharafi Global Executive chef Zaher el Mostafa Covers 65 Average price/person USD 27 Typical dishes Lebanese Cuisine Address Al Kout Mall (Mahboula Area) leilaminlebnen.com

Opened December 2018 Owner Foodsta Corp.

Total investment USD 4 million Executive chef Louis Kenji Huang Covers 128 Average price/person USD 50 Typical dishes Negimayaki, Dr. Samer Maki, Volcano Maki, Aburi Shake Sushi, Crispy Salad, Chaine Forest Haze Salad, Fusion Temaki, Terrarium Matcha Tiramisu Address 1st Floor, Doha Festival City, Doha olivermaki.com

TF19 Ad 1 - HN.pdf

1

2/6/19

UAE

Opened December 2018 Owner Le Royal Meridien Beach Resort & Spa Head chef Christian Carrieri Chief pizza maker Edoardo di Libero Covers 90 Average price/person USD 35 - 40 Typical dishes Spaghetti Lobster, Ravioli Burrata with Cherry Tomato Sauce, Octopus, Mussels, Steak and Fish Address Le Royal Meridien Beach Resort & Spa - Al Mamsha St. Dubai lastrega-dubai.com

11:04 AM

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23

NEWS

SUPPLIERS

MONIN COMPETITIONS PICK THE BEST TALENTS Monin, in collaboration with its exclusive agent in Kuwait, Food Choice, organized a competition for a group of chefs from restaurants and 5-star hotels, held at the Symphony Hotel (Salmiya).

A jury composed of hospitality experts, including Mohamed Najia, Jeremy Kolbak, representing Monin, Ziad Hilal, and Simon Bechara, supervised and rated the competition. Chefs prepared varieties of food and sweets using Monin products.

Chef Omar Al-Ghannam placed top in the preparation of dessert, while Chef Lanka de Silva won first place in the preparation of a main course. The International Monin Cup is the essential competition for tomorrow’s bartenders. Every two years, candidates from all over the world come together to compete in the fields of creativity and technical expertise in a bid to take home the Monin trophy. The contest is open to bartenders under the age of 28, both professional and trainee. monin.com

EMF AND CALLEBAUT WIN BIG

Maurice E. Feghali, CEO of EMF Trading Ltd Middle East Coordination for Barry Callebaut

The collaboration between EMF and Callebaut has resulted in both parties winning Glufood Manufacturing’s The Most Innovative Food Ingredients Award this year for Ruby chocolate. Callebaut RB1, is the first ruby chocolate dedicated to artisans. It delivers a sparkling ruby color and intense fruitiness with fresh, sour notes as a result of meticulous selection and expert crafting of ruby cocoa beans. It allows for tremendous creativity with its broad pairing possibilities, combined with a great workability for chefs. Commenting, Maurice E. Feghali, CEO of EMF Trading Ltd Middle East Coordination for Barry Callebaut said, “After more than 40 years of partnership in the service of our customers, EMF and Barry Callebaut are proud to announce the 4th type of chocolate, Ruby. Join us in these exciting times in looking to the future as we embark together on a one of a kind, colorful culinary trip." emf-me.net

AGRITECH STARTUP PURE HARVEST SMART FARMS LAUNCHES HIGH-TECH GREENHOUSES Pure Harvest Smart Farms, a technologyenabled arid climate agribusiness based in Abu Dhabi, has announced the first harvest and retail market entry of its premium quality tomatoes from the firm’s inaugural high-tech greenhouse in Nahel, UAE. Pure Harvest’s proprietary solution has positioned the company as a pioneer of high-yielding, yearround, local production of fresh fruits

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HOSPITALITY NEWS ME | FEB-MAR 2019

and vegetables within the GCC region.

The company’s growing system was designed specifically for addressing the challenging summertime climates of the Arabian Gulf region. The inaugural greenhouse was developed in partnership with CerthonTM Greenhouse Solutions, a leading Dutch designer and builder of modern greenhouses. agritech.ie

IN BRIEF Transmed and Sysco launch the EST.8 Angus brand in the UAE

Transmed's Food Service division offers broad-line solutions with over 14 years of experience in the GCC coupled with the consumer division with over 70 years of regional FMCG distribution expertise.

Sysco is the global leader in selling, marketing and distributing food and nonfood products to restaurants, healthcare, educational facilities and lodging establishments around the world. These two powerhouses recently collaborated with Iowa Premium farm raised black Angus to launch Est. 8 Angus™ beef brand in the UAE, Est. 8 Angus™ is named as homage to our facility’s USDA establishment number – EST. 8. ifoodgroup.com sysco.com Whirlpool Corporation earns five CES 2019 Innovation Awards

Whirlpool Corporation has earned a total of five 2019 CES Innovation Awards for its new and upcoming products, namely KitchenAid Cook Processor Connect, KitchenAid Smart Oven+ with Powered Attachments, Whirlpool Smart All-In-One Washer & Dryer, the Yummly digital recipe platform and the Whirlpool Connected Hub Wall Oven concept. The Innovation Awards honor outstanding design and engineering in cutting-edge consumer electronics. whirlpoolcorp.com

READ MORE ONLINE HOSPITALITYNEWSMAG.COM

LA MAISON DU FROMAGE, KUWAIT’S FIRST CHEESE SPECIALTY STORE Antoine Obeid, a native of Lebanon has had an affinity for cheese for almost half a century. This passion saw him entering the industry and, in turn, working at and visiting some of the world’s biggest producers.

As a resident of Kuwait, he saw a great opportunity to share the unique flavors and rarity cheeses with the country’s residents who have always had an affinity for the unique. Elaborating, Obeid said, “Kuwaitis’ love for cheese is not far from that of Europeans, which says a lot. A significant number of their chefs and various hotels insist on having an assortment of cheeses displayed as part of their F&B offering." In catering to that need, he opened ‘La Maison du Fromage’, a venue where visitors can find over 140 types of high-end gourmet cheeses in addition to gourmet cold cuts, jams, foie-grois, caviar, truffles and many other products that pair exceptionally well with the available cheeses. "We also have a service where our specialists, based on personal request, advise, familiarize then create and customize cheese platters that best fit the customer’s palate. This boundless freedom of using your imagination to mix is what creates an endless love for our cheese shop.”

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FEB-MAR 2019 | HOSPITALITY NEWS ME

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HORECA NETWORK

SAUDI REVIEW

SAUDI HORECA ENDS ON A HIGH NOTE Saudi HORECA, the kingdom’s premier hospitality and foodservice trade fair, celebrated the end of its eighth edition on November 28, 2018. We take a look at the highlights Spread across 20,000 square meters of exhibition space, the three-day event welcomed more than 27,400 local and international visitors and over 340 exhibitors representing in excess of 13,200 brands.

Saudi HORECA triumphed in hosting the largest show in its history, taking over all four halls of the exhibition center in Riyadh and gathering a record number of exhibitors from 35 countries.

“It was by far the most successful edition of Saudi HORECA,” said Jad Taktak, general manager of Semark, the organizer of the show. “We were able to bring together the top industry players from around the region, which translated into business deals worth over USD 600 million.”

In addition to exploring the main exhibition area, visitors were able to witness a number of exciting competitions that showcased the talents of hospitality and foodservice professionals. More than 150 participants took part in live cooking and display competitions at the Hospitality Salon Culinaire, while 10 baristas put their skills on display at the Barista Competition.

“We are optimistic that given the figures and the feedback we have received, Saudi HORECA will come back even stronger in its tenth edition. It will mark a special moment in our history," Taktak added.

Gold Medal Winners HOSPITALITY SALON CULINAIRE Best Macaron Mahmoud Selim - Piedays (Shamel Food Company) Six Course Set Menu Vishnu Pillai - Movenpick Hotel Riyadh Saudi Dish Ghada Abdul Aziz Zahrani - Crowne Plaza Riyadh Palace

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Nespresso Café Gourmand Wael Shrif – Four Seasons Hotel Riyadh Best Croissant Cheese Mahmoud Selim - Piedays (Shamel Food Company) Fresh Pasta Competition Sirajudeen Saidu - The Ritz Carlton (Riyadh)

Saudi Main Course & Dessert Mustafa Ali & Malak Alzahrani - Makarem Ajyad Hotel Makkah SAUDI BARISTA COMPETITION Mulham S. Alrubayyi - Alchemy Coffee SAUDI HORECA will return for its ninth edition, November 26-28, 2019. saudihoreca.com

FEB-MAR 2019 | HOSPITALITY NEWS ME

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HORECA NETWORK

KUWAIT REVIEW

CELEBRATING SUCCESS AT HORECA KUWAIT The eighth edition of HORECA Kuwait, the country’s premier hospitality and food event, wrapped up in style on January 16. Attracting over 7,000 local and international visitors, here’s what took place during the prestigious show Organized by Leader’s Group for Consulting and Development, HORECA Kuwait marked its biggest and brightest edition to date at Kuwait International Fair from January 14-16.

More than 100 exhibitors were present to showcase their latest products and services.

Addressing the audience during the opening ceremony, HE Mariam Al Aqeel, Minister of State for Economic Affairs, said: “[HORECA] serves as an interactive platform for many sectors, such as hospitality, food industries, as well as hotels, restaurants and resorts supplies.” She added, “The importance of sponsoring such exhibitions, which are focused on small and medium enterprises, is part of our continuous endeavor to realize the pillars of the development plan and in particular the pillar of a diverse and sustainable economy.”

A number of exciting events formed part of HORECA’s program. At the Hospitality Salon Culinaire, more than 300 chefs showed off their skills to a jury of international experts.

The Sheraton Kuwait and the Crowne Plaza & Holiday Inn Al Thuraya City received golden awards for achieving the highest number of gold medals. Other competitions included the Bed Making and the Barista Competition.

“Kuwait’s unique position, and its leading presence in the region, will grow because we believe in the increasing role of the hospitality and tourism sectors,” said Nabila Mubarak Al Anjari, GM of Leader’s Group for Consulting and Development.

Elsewhere, the Hospitality Forum invited top industry experts from across the region for debates tackling hot topics including the rise of homegrown food and beverage concepts in Kuwait and the healthy food trend.

“We are thrilled by what we've accomplished and we are already planning a massive HORECA in 2020,” said Mohamed Najia, executive director of Leader’s Group for Consulting and Development.

HORECA Kuwait will return for its ninth edition, January 20-22, 2020. horeca-kuwait.com

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FEB-MAR 2019 | HOSPITALITY NEWS ME

29

HORECA NETWORK

LEBANON PREVIEW

COMING UP AT HORECA LEBANON

HORECA Lebanon is returning to Seaside Arena, Beirut, from April 2-5, 2019. We take a look at what’s in store during the four-day hospitality and foodservice trade event

MICHELIN-STARRED GUESTS & EXPERTS

HORECA Lebanon is set to welcome 18,000 industry professionals from across the region and more than 350 local and international exhibitors from France, Italy, Turkey, Greece and Poland when it celebrates its 26th edition this April.

Objective for 2019 “Our slogan for this year is ‘For a Better Industry’ as this sums up our objective; to be a regional business meeting place where we can shape the future of the hospitality and foodservice sectors in Lebanon and the Middle East,” says Joumana DammousSalame, managing director of Hospitality Services, the event organizer.

On the program The exhibition will play host to a number of competitions, such as the renowned Hospitality Salon Culinaire, the Junior Chef Competition, the Lebanese Bartenders

Competition, the Lebanese Barista Competition, the National Extra Virgin Olive Oil Contest, the Art of Service Competition and the Bed Making Competition. The Atelier Gourmand, the Wine Lab and the Annual Hospitality Forum also return, gathering the top chefs, oenologists and industry heavyweights.

New events In addition to the regular features, new events include the Mocktail Competition and the Latte Art Competition. HORECA Lebanon will also host two special events to highlight Lebanese flavors: Al Matbakh, where wellknown Lebanese and international chefs will honor local food heritage, and the Arak Lab, giving the opportunity to local arak experts to impart their know-how. Furthermore, the national selection for the Coupe du Monde de la Pâtisserie will also take place at the show.

More than 70 international experts from the world of food, drink and hospitality will be present to share their expertise. The Hospitality Salon Culinaire’s guest of honor is 3-Michelin-starred chef Christophe Bacquie from Hôtel & Spa du Castellet, France. Other international guests at the salon include: Jacques Charrette (France), Georges Damianou (Cyprus), Alan Geaam (France), Guillaume Gomez (France), Mehmet Gok (Turkey), Thomas Gugler (KSA), Samaan Hilal (Kuwait), Zyad Hilal (Kuwait), Tarek Ibrahim (Australia), Yasser Jad (KSA), Domenico Maggi (Italy), Christophe Marguin (France), Emil Minev (London), Jean-Marc Mompach (France), Christophe Morel (Canada), Francois Pozzoli (France) and many more.

Elsewhere, the Lebanese Barista Competition and Latte Art Competition will be judged by international experts: Anthony Bedoyan (UAE), Branislav Beronja (UAE), Stavros Lamprinidis (Greece) and Safa Salehi (Iran), while the Lebanese Bartenders Competition and Mocktail Competition will be judged by: Spyros Kerkyras (Greece), Alexander Sourmpatis (Greece) and Andreas Tsanos (Spain). Michel Widehem (France) will be judging the Art of Service Competition. horecashow.com

FACTS AT A GLANCE • 350+ exhibitors • 2,500+ brands • 18,000+ trade visitors • 70+ international experts and guests • 20+ daily events and competitions • 900+ participants

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EVENTS

WHERE TO BE SEEN

MAINTAINING THE BUZZ

Jennifer Haines

Stefan Breg

Dubai’s F&B scene has been something of a revolving door over the past 12 months, with restaurant brands coming and going at an unprecedented rate. It’s been positive to witness the launch of international names such as Bleu Blanc by David Myers, Sean Connolly at Dubai Opera and Morimoto, alongside homegrown eateries like Carine and Lowe. Most recently, exciting, niche offerings have opened, such as the highly instagrammable Secret Garden by L’eto in City Walk and The Kitchen Restaurant & Deli at D3. At the same time, it’s been disappointing to see other restaurants and bars close their doors. Old favorites, such as Ping Pong, Fortnum & Mason, China Grill and Loca 2.0 at Souk Al Bahar, are no longer in business, while some new entrants, such as Morah, Zahira and Dragonfly by Tim Raue, survived less than a year in operation.

Success or failure There are numerous reasons why a restaurant succeeds or fails, but in a marketplace as competitive as Dubai, maintaining the buzz post opening is critical.

Our GRIF Society members, an international community of investors, innovators and inspirers of the restaurant world, have been discussing this challenge at length, as we gear up for the debate at GRIF 2019, which is being held for the first time in Amsterdam.

It stands to reason that ensuring funds are in place for pre-opening, the launch phase and ongoing business should be a pre-requisite at the investment stage, but, as Stefan Breg, group strategy director for Keane, explains, this can be a big setback for restaurateurs in the UAE. “It is a feature that pre-opening budgets are frequently too low to cover the broad range of required marketing launch tactics; it is not uncommon for some hotel F&B launches to have no identified pre-launch budgets and for much of the budgeted funds to be used for naming and logo design, which should have been treated as capital items with trademarks registered and treated as long-term assets,” says Breg.

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You’ve opened your restaurant to great fanfare, but what happens next? GRIF founder, Jennifer Pettinger Haines, provides advice from industry experts on getting past the honeymoon phase

Naim Maadad

Emma Banks

When it comes to communications, one of the key shifts has been a move into strategic digital marketing in order to boost brand recall and critically, the use of data from these campaigns to improve customer retention, as Naim Maadad, chief executive at Gates Hospitality explains.

“Our focus now is on engagement and reach – what our audience wants and what they respond to. This has been done through a lot of ad testing. We aim to reach the right people at the right time. The in-venue activities and pricing structure is created based on this data, which is how we stand out,” he tells me. “We’re campaign focused now, so we create content based on data accumulated. Our content is created keeping our audience interests in mind so they’re more likely to engage with us. Strategy and

We are no longer just focused on hero campaigning- it is about creating content innovation is key alongside the data and adopting this into our communication plans has helped increase our engagement rate by 30 percent. We constantly aim to identify what the problem is and find innovative ways to solve it, which is why we’ve managed to create brand loyalty in a market where it’s almost non-existent,” says Maadad.

At JRG Dubai, the company behind one of Dubai’s longstanding homegrown brands, The Noodle House, managing director Emma Banks is taking a similarly strategic approach. She recommends that 80 percent of an operator’s marketing budget should be directed at social and digital.

Banks complements this with PR that “helps to humanize our brands and make them more approachable”.

Add a brand story “We have set an aggressive ‘digital transformation’ agenda for our entire portfolio, which started with bringing social

David Singleton

content creation and execution in-house.

We now have a full-time videographer because the market forecasts that video will represent 90 percent of that which we visually consume by 2019,” Banks reveals.

“We are no longer just focused on hero campaigning – it is about creating content and then repurposing across all channels, so a consumer is hit with a message at every stage of their brand journey,” she explains.

It’s this reminder of ‘brand’ that should resonate with operators. No marketing or PR campaign will be successful post launch without a brand story to back it up. As Banks says: “You have to ensure you understand your brand and what it stands for before you do anything. Then and only then can you create an effective marketing strategy.

The challenge is to ensure that your brand behaves in the same way whether on the page or in the outlet.”

David Singleton, area vice president, Franchise Operations & Development EMEA/ South Asia - Hard Rock Cafe International, agrees that maintaining a buzz relies on “clever articulate IT-driven behavioral tools to determine ‘my’ marketing campaign; what is right and targeted for the individual”.

Singleton ends with some wise words, urging operators to make sure that their product and service back up the messages they are communicating. “We are investing our marketing budget in a very different way today than we did even last year. This region is driven through reputation; engage personally with generosity and beautiful imagery, but only do that when you have every confidence that you can see whatever your message is through. Great marketing and PR can kill a bad business so get your wagons in a circle before embarking on any marketing or PR activity,” he warns.

GRIF, Amsterdam February 25-27, 2019 grif.com

EVENTS

WHERE TO BE SEEN

GULFOOD

CALENDAR

FEBRUARY 17-21, 2019 DUBAI WORLD TRADE CENTRE (DWTC), DUBAI

FEBRUARY 17 - 21 Feb. UAE GULFOOD Dubai World Trade Centre Dubai World Trade Centre -DWTC gulfood.com 25 - 27 Feb. AMSTERDAM GRIF NH Collection Grand Hotel Krasnapolsky Bench Events grif.com

MARCH 6 - 10 Mar. GERMANY ITB BERLIN Messedamn 22, 14055 Berlin Messe Berlin GmbH itb-berlin.de

Being held under a new theme – ‘The World of Good, The World of Food’ – Gulfood 2019 will showcase the global diversity of ‘food’ via its international exhibitor base and a major pool of Michelin-starred chefs participating in the all-new Tastes of the World competition.

Many of the largest country pavilions have already committed to the contest, including France, Germany, Spain, Japan and Brazil.

On the ‘good’ side, shifting consumer preferences for health food options and other industry-shaping topics will feature heavily in the Gulfood Innovation Summit from February 18-20. The Summit will set the scene for three days of high-caliber industry discussion with the airing of a global social and economic outlook for the F&B industry on its first day.

Ranging from sector disruptors such as Beyond Meat, to major global entities including The United Nations World Food Programme, the Summit will feature in-depth discussions and exclusive question-andanswer sessions with globally acclaimed chefs, influencers and industry leaders on the challenges of introducing breakthrough concepts to local markets.

New experiential zones raise the bar Also new for Gulfood 2019 is a range of immersive features designed to enhance visitor experience and facilitate greater business opportunities, including CxO Club, Start-Up Programme, the Meat-Me competition, Tea House, and a dedicated Health Lab. • Meat Me The two-day competition will see US-style barbeque pit masters from UAE-based restaurants go head to head in ‘smoking’ and BBQ masterclasses and cook-offs.

The contest has won early support from

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American chef and pitmaster Orelle Young of The Blacksmith Smokehouse Dubai, the emirate’s first real smokehouse, who believes the Gulfood spotlight can give the segment a much-deserved boost.

• Tea House This on-trend experience will enliven the Beverages Hall. Sponsored and organised

by Tea Valley, part of India’s innovative DJ Group, the program will feature performances by Assamese and Moroccan dance professionals, a Chinese tea ceremony, as well as workshops and seminars probing the health attributes of tea, the basics of the drink and tea art.

• Health Lab Health Lab is a core component of the show’s ‘good’ proposition and will address rising consumer demand for healthy ingredients and overall products, a movement identified as a key global growth driver by French syrups and drinks producer Monin, which is returning to Gulfood for a 12th showing. Monin plans to use Gulfood 2019 to launch its new La Flavour de Monin range, which comprises natural and authentic concentrated fruit, herbal and spicy flavors without any added sugar or sweeteners.

• Start-Up Programme The show’s new Start-up Program will see more than 50 entrepreneurs from around the world demonstrate their increasing penetration of the international F&B segment, and will feature a conference series focused on topics concerning F&B start-ups, and a pitch platform • CxO Club The CxO Club offers a closed business breakfast club for the industry’s proven risk-takers to explore and set new industry pathways. gulfood.com

15 - 19 Mar. GERMANY INTERNORGA Messeplatz 1, Hamburg Hamburg Messe und Congress GmbH internorga.com 17 - 19 Mar. GERMANY PROWEIN 40474 Düsseldorf, Federal State North Rhine-Westphalia Messe Düsseldorf GmbH prowein.de 25 - 27 Mar. UAE IBTM ARABIA ADNEC - Abu Dhabi National Exhibition Center, Abu Dhabi Reed Travel Exhibitions ibtmarabia.com

APRIL 2 - 5 Apr. LEBANON HORECA Seaside Arena, Beirut Hospitality Services s.a.rl. horecashow.com 4 - 6 Apr. UNITED KINGDOM CAKE INTERNATIONAL ExCel London, London ICHF - International Craft & Hobby Fair Ltd. cakeinternational.co.uk 9 - 11 Apr. UAE AHIC AHIC Village, Ras Al Khaimah Bench Events & MEED arabianconference.com 21 - 23 Apr. KSA THE HOTEL SHOW SAUDI ARABIA Jeddah Center for Forums and Events Dmg: Events Middle East & Asia thehotelshowsaudiarabia.com

BUSINESS

INTERVIEW

EXCLUSIVE

BREAKING BOUTIQUE

A symbol of hospitality, Serge Trigano is also a pioneer of the current wave of new ‘lifestyle’ boutique accommodation concepts with the Mama Shelter brand. The Frenchman with Algerian roots previously played a leading role in the wellknown resort destination company Club Med, which was cofounded by his father, the late Gilbert Trigano. Here, he talks to HN about what we can expect from Dubai’s new Mama and the process of redefining cool 36

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What’s the Mama Shelter DNA? Mama Shelter is a crossroads for people of all ages, countries, cultures and ethnic backgrounds. We are friendly, innovative, chic, affordable and popular. Our DNA is a mix of kindness and an open-minded attitude toward different cultures.

What are the advantages and disadvantages of operating a familybased model of business ownership?

I have always worked with my family, from Club Med with my father, to Mama Shelter with my sons. The advantages of working as a family more than outweigh the disadvantages. When problems arise, we work through them together. We sometimes disagree, but at the end of the day, we always come to a unanimous decision.

There are currently five Mama Shelters, with properties in France, Los Angeles, Rio de Janeiro, and, most recently, Belgrade and Prague. Which cities are next and what’s the timeframe?

In 2019, new Mama projects will come to fruition in Lille and London, as well as a second Mama in Paris, Porte de Versailles.

There are also more Mama projects in the pipeline, in Luxembourg, Lisbon, Dubai, Rome and a third Mama in Paris La Defense.

What criteria do you use when selecting the cities to operate in?

We only choose cities that we ourselves have fallen in love with. We look for the best neighborhoods in which to live the full experience of the city and to be close to the locals. We work more on instinct than by any economic survey.

What can you tell us about the upcoming Dubai property? Who will design it and what can we expect a Mama Shelter Dubai to look like?

Pricing has not yet been established for the hotel. Mama Shelter Dubai is going to be the Mama of all Mamas! All we can say is that it will be the best price value offering on the market.

You opted to pull out of Istanbul. Was the project a miscalculation due to location or other factors?

We decided to pull out of Mama in Istanbul for technical reasons, which made it impossible for us to pursue our operations.

We are actively looking for a new property in the city.

Are your hotels usually new builds or do you update an existing structure according to your specifications?

It’s a mix. In some cases, like with Los Angeles, we chose an older hotel that we totally refurbished, while in Paris, which was our first baby, we built the property from scratch.

I have always worked with my family, from Club Med with my father, to Mama Shelter with my sons. The advantages of working as a family more than outweigh the disadvantages. When problems arise, we work through them together What one thing can you find at Mama Shelter’s hotels that doesn’t exist in other chains?

The key to our success comes down completely to the quality of the staff and the kind of relationship that they create with our customers.

Mama Dubai will be the third Mama Shelter after Los Angeles and Toulouse to be designed by French designer Thierry Gaugain. Mama Dubai will be unique, due to its size (200 rooms and 80 apartments), its facilities (outdoor swimming pool, exterior cinema and gym, and 500m2 of meeting rooms) and architecture, inspired by the renowned French architect, Franklin Azzi. Mama Dubai will sell a little oasis of authentic fun to locals and international travelers alike. Set to open in 2020/2021, it will be the place to meet, eat, drink, laugh, party, play and dream.

Which of Club Med’s founding principles have you incorporated in the Mama Shelter experience?

Will the rooms average around USD 150 a night, like the Los Angeles Mama? If the Mama Shelter there is Chateau Marmont’s baby, whose baby will Dubai be?

Are you looking at other locations in the Middle East and Africa?

We kept the values which my father, Gilbert Trigano, created and have adapted them to the Mama Shelter model.

What has been the advantage of teaming up with AccorHotels?

The biggest benefit from our partnership with Accor is that they help to speed up our development. Thanks to Accor, we receive between three and five development proposals on a weekly basis to create Mamas in any part of the world.

We are principally looking for opportunities in Africa, where we believe that the Mama Shelter concept will fit in with the local culture.

To what extent do personal qualities of the three founders contribute to the brand’s success? Can you share some of them with us?

My son Benjamin is the one who takes care of the creative aspect, Jérémie, my other son, takes cares of the business side and I’m the old man who tries to find a balance between them both.

Most hotels consider their F&B outlets a hindrance to operations.

How have you ensured yours are profitable?

To us, it’s quite the opposite. The F&B element is one of the key parts of our success and represents 55 percent of our local revenue. They attract the locals, who bring the energy of their city into the Mama.

How has Mama evolved since 2008?

Mama has evolved but, at the same time, has remained consistent since the beginning. We have kept the same business model and it’s this consistency which, in my opinion, contributes to our success – a little bit like Zara in the clothing industry.

If you were given the chance to collaborate with someone on a Mama Shelter, who would you choose and where would the hotel be located?

I would love to collaborate with Elon Musk - I think he’s a genius! He created a new company for electric cars and he’s now working on the conquest of space.

It would be completely amazing to work with him on a new concept for the hospitality industry.

About Serge Trigano An economics graduate from the Paris-Assas University, Serge Trigano worked for many years at Club Méditerranée, before taking over the reins in 1993 from his father and cofounder, Gilbert. In 2008, together with Philippe Starck and Cyril Aouizerate, and alongside his sons Benjamin and Jérémie, he launched the Mama Shelter concept, a collection of high-style hotels, where the emphasis is on high standards of service, and warm and welcoming staff, in a highly designed, yet comfortable environment. In 2014, Accor bought a 35 percent stake in Mama Shelter to help speed up international expansion.

FEB-MAR 2019 | HOSPITALITY NEWS ME

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BUSINESS

HOTELS In collaboration with

THE RISE OF BOUTIQUE HOTELS

Mama Shelter

A quest for authenticity Created in the US, where Ian Schrager pioneered the concept in the 1980s with his Morgans property, the boutique hotel trend has now taken the world by storm, including the Middle East. Lebanon, which was given the cold shoulder by international brands during its dark years, enjoys a long tradition of small independent hotels, making it an ideal destination for the development of boutique properties with strong identities.

Beirut’s Albergo, a landmark address since the 1930s, alongside Le Gray, which opened in 2009, have set the trend in the region.

Many developers have also seized a timely opportunity to revamp underperforming traditional independent hotels and reposition them as 3 and 4-star properties.

Always keen to experiment with new experiences, Dubai quickly opened its own boutique property – the XVA Art Hotel – in 2003, and the rest of the region followed suit. Boutique properties soon began growing in popularity, supported by the emergence of unofficial reviews by clients and social network platforms, which allowed travelers to give realtime feedback. The figures spoke for themselves, with large gains witnessed in revenue per available room (RevPAR) and high average daily rates (ADRs).

The success of boutique hotels has been largely attributed to the fact that they have all the ingredients required to produce a successful recipe. These include attention to small details that help to make travelers feel special and appealing to their lifestyle aspirations. Moreover, visitors can now select their hotel according to their tastes; for example, some offer pet menus, while

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others provide a sensorial adventure with luxury bathroom amenities and even air mattresses. Boutique properties have set a new benchmark for hotel standards, disrupting old habits with innovative ideas.

Others use the latest tech tools, such as virtual assistants like Alexa, to facilitate guest experiences inside and outside the hotel, or open pop-up shops and co-working spaces.

One of a kind or one of the crowd?

Having witnessed the favorable reaction to boutique properties among travelers, large hotel chains were keen to ensure they didn’t miss out and began acquiring small-scale, luxury brands or creating their own.

Usually associated with more rigid, traditional lodging, international hospitality giants wanted to prove that they could also be niche and offer a different experience.

This has certainly presented challenges for the big names, since their traditional system is based on replicating and standardizing their concepts. Can a big group deliver a truly boutique experience and make customers feel special, providing them with a tailor-made stay when operating dozens of properties? In response to this milliondollar question, one line of thought is that success will be determined by the level of personalization achieved using standardized means. Each boutique hotel needs to define its own identity and stick to it, from checkin to check-out. Two main trends have emerged across the establishments opening recently in and beyond the region, namely the lifestyle interpretation (like Ace and Radisson Red) and the luxurious style (think Edition and Kimpton). Fierce competition has also forced boutique hotels to lower their prices. Modern travelers are now more demanding when it comes to what they’re prepared to pay and are of the opinion that an exclusive stay should not always come with a hefty bill. Operating a boutique hotel has thus become a juggling act, combining

With their quest for authenticity, experience and wellbeing, millennials are fast taking over the world of travel and reshaping the hospitality offer in the process. Boutique hotels, which have long been carving out their identity through personalization and authenticity, are among the key beneficiaries of this trend. Nada Alameddine, partner at Hodema Consulting Services, tells us more about this unique field, in which the adventure offering sometimes takes precedence over the lodging component a guest experience that stands out with a price tag that doesn’t. In a further development, the success of some brands has seen them leave the boutique hotel category and instead carve a new niche by returning to the style of the properties run by the chain groups of yesteryear, before they went global. W Hotels, acquired

by Starwood, is undergoing this shift by evolving into a reincarnation of the Hiltons and Hyatts of previous generations.

However, the battle against the mainstream trend is not only being fought by large groups; ever-growing demand is also a challenge for independent properties, with some struggling to retain their authentic experience, while also having to deal with copycats. hodema.net HOTEL

GROUP

Tryp

Wyndham

Voco

IHG

Kimpton

IHG

Indigo

IHG

Two Roads

Hyatt

Andaz

Hyatt

Moxy

Marriott

Edition

Marriott

SBE

Accor

21c Museum

Accor

Mama Shelter

Accor

Canopy

Hilton

Curio Collection

Hilton

Quorvus collection

Carlson Rezidor

Radisson Red

Carlson Rezidor

Me

Melia

Jen

Shangri-La

Ace

Ace Hotel

25hours

25hours Hotel

CitizenM

CitizenM Hotels

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BUSINESS

HOTELS

HOTEL OPERATING BUSINESS MODELS With over 270,000 keys, the MENA is one of the fastest growing regional hospitality markets in the world. Christopher Lund, head of hotels (MENA) and Thuku Kimani, consultant, for Colliers International examine the hotel operating business models that while still in their infancy regionally, are steadily gaining momentum As new hospitality supply enters the various markets in the region, the hotel operating business models adopted by owners/ developers are evolving. There are currently four prevalent hotel operating business models in the region, namely: 1. Hotel management agreements 2. Franchise agreements 3. Owner operation 4. Hotel leases

Christopher Lund

From these four, hotel management agreements and owner operation are currently the most common. The popularity of hotel management agreements is largely due to owners typically preferring to be hands off in the management of an internationally branded property, as well as operators’ broad-based aversion to accepting franchisees, due to their lack of trust in owners enforcing their standards and procedures. The popularity of the owner operation business model is largely found in relation to unbranded properties.

Thuku Kimani

Hilton Beirut Downtown

Hotel leases are the least common, since international operators typically choose not to pursue this model as a business strategy, due to the legal security associated with the business model in the region and risks of tying up capital.

The franchise model is positioned in the middle of the four hotel operating business models in terms of popularity.

HOTEL FRANCHISE BUSINESS MODEL

Procurement

Provide guidance & support Tap into in-house sales & marketing network

Manage day-to day operations

Full ownership of P&L

Franchisee

Franchisor (Franchisor's brand)

Meet operator's service & product quality

Transfer knowledge and technical know-how

Recruit & train employees

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Leverage on operator's strength in delivering brand product & service quality

HOSPITALITY NEWS ME | FEB-MAR 2019

Provided policy & procurement updates

In collaboration with

Hotel franchise operating business model Rising momentum in internationally branded supply growth across the region has prompted a gradual move away from hotel management agreements to franchises.

A key reason for this shift is the decision among hotel developers/owners to develop in-house experience and expertise in operating properties, which is a result of an increase in the number acquiring multiple assets. Operators are gradually gaining the confidence to permit franchising of their brands. Essentially, owners are moving toward having their own management expertise function, while requiring only the ‘brand equity’ from international operators. This emerging trend highlights the importance of understanding how the franchise business model works.

The hotel franchise business model allows the franchisee (owner/developer) to gain leverage from the standards of the franchisor and its brand, while performing the management function independently at a cost typically lower than through a hotel management agreement, with the same operator and its brand.

Key components of a hotel franchise agreement Cost effectiveness is often cited as an advantage for franchisees when adopting this agreement model. However, it’s important to remember that the franchisee still has to ensure that its management function meets the franchisor’s standards, as governed in the franchise agreement between the two parties. The hotel franchise

business model deviates from a hotel management agreement model in that control of the hotel operations shifts from the operator to the franchisee (owner/ developer). In this undertaking it is important to highlight that despite the control of dayto-day management, franchisees can often find that having a standard franchise business model is a significant risk, irrespective of the potential rewards.

The franchise model is positioned in the middle of the four hotel operating business models in terms of popularity Alternatives to standard hotel franchise agreements Given the risks that some franchisors may associate with standard franchise agreements, two forms of business models have evolved from the standard hotel franchise business model, namely the manchise business model and the white label business model. As with the standard franchise agreement, both remain in their infancy across the region, but are gradually gaining a foothold with hotel owners/developers.

The manchise business model and agreement is a hybrid of a hotel management agreement and franchise agreement, in which a new hotel’s operations are carried out under a hotel management agreement for the first three to five years, before continuing under a franchise agreement from then on. The

benefits to the owner under this model are that the hotel operator oversees the property’s challenging, operational rampup period, hence reducing the hotel owner/developer’s initial investment risk.

At this point, when operations should have stabilized, control is handed over to the hotel owner/developer, under a franchise model, enabling the benefits that this model offers to take effect.

The white label business model is characterized by a tri-party stakeholder involvement in a property. Under this model, the hotel owner/developer franchises a hotel brand from a hotel operator and appoints a third-party management company as the day-to-day manager of the property. Advantages of this model include the flexibility that white label operators bring to the equation, by adopting an adaptive approach to the specific needs and requirements involved, which reduces the operational risk for the owner/developer, while also conforming to the standards of the hotel brand. This is particularly useful for owners/developers with multiple franchised properties across several brands, where homogeneity across their portfolio is a requirement.

Franchise-related business models are expected to increase across the region in the long term, as hotel operators look for a greater variety of routes for expansion and hotel owners/developers seek to boost ownership levels and sharpen the focus on accountability when it comes to profit and loss. www2.colliers.com FEB-MAR 2019 | HOSPITALITY NEWS ME

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HOTELS

REDEFINING LUXURY HOTELS who have already witnessed the best that this world has to offer; there’s nothing you can show them on a helicopter ride that they haven’t seen before. These travelers are searching for something that will blow their mind.

The definition of luxury in the travel and hospitality industry is in the midst of a major transition.

While the concept of luxury is still synonymous with opulence and exclusivity, the pursuit of such wealth and its scarcity will inevitably only take hotels so far. Operators are realizing, therefore, that the time has come to refresh their outlook on what claims to deliver genuine ‘luxury’ truly mean. Chirine Salha, senior consultant at Ulysses Consulting, shows us how Seventy years ago, luxury meant finding crystal chandeliers when you walked into a hotel lobby, alongside Italian marbled pillars, and elevators with attendants and plush seats. Fast forward a few decades and it was added amenities, such as white-table-clothed Michelin restaurants, branded toiletries, a spa or an HD TV that gave hotels the ‘luxury’ status. But today, these attractions have all become standard - the norm and expected - no longer seen as leading indicators of luxury.

Luxury becomes:

Immersive experiences The new breed of travelers, which encompasses the millennial generation, is looking for authenticity and experiences during their stays. Today’s guests are expecting much more than a planned itinerary and restaurants, with substance given priority over style. They are less concerned about luxurious rooms and more focused on being offered extraordinary, exclusive and stressfree access to unique experiences that add value to their lives and those of the community. In this ‘new luxury’, experience has a higher value than material consumption. We’re talking about visitors

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Gone, therefore, are the days of travel agencies and hotel concierges being the gatekeepers of booking and information about traveling. This doesn’t so much mean that the role of concierge has become weaker, but rather it has evolved into a new function, namely that of ‘destination manager’. With such an abundance of information accessible online, it is still routine for travelers to question the credibility of a source and complain about how cumbersome the task of trawling through it all is. For this reason, among others, today’s concierges are ideally suited to act as expert filters, and their services will continue to expand in terms of delivering exclusivity, as opposed to our standard definition of luxury.

The new breed of travelers, which encompasses the millennial generation, is looking for authenticity and experiences during stays Instagrammable moments Sustainability and the wellness segment are emerging as among the most important trends in the tourism industry. Guests are increasingly making their hotel choices based on the social and environmental impact of a property or company. This socially conscious aim of wanting to do good is closely linked to the social media trend, with the spotlight firmly on social platforms like Instagram. Luxury now lives through social media, with these platforms having shifted the balance of power. Today, anyone with a smartphone can exert an influence and have the power to impact the way in which a brand is perceived.

The travel industry is responding and adapting to this trend, with packages reimagined and rebranded as experiential escapes, and itineraries shifting away from traditional sightseeing toward experiences given titles such as ‘Live like a Local’ and ‘Digital Detoxing’, or ‘Off the Beaten Track’ adventures. Since Instagram inspires these concepts more than any other social media, hotels are capitalizing on this trend by showcasing what travelers can look forward to during their stay.

Laid back Today’s guests are not looking for the ‘rich type’ of luxury; if anything, they’re advocates of the sharing economy. They might take an Uber taxi instead of renting a car, for example. Ownership is no longer part of the luxury experience. This wave of tourists will make use of public transport and dress in a Gap T-shirt, but still wear a Rolex watch and spend money on good food and wine.

Significantly, these visitors are keen to avoid the barriers that scripted services and choreographed talk, delivered by hotel staff, produce and are, instead, increasingly seeking personal interaction. Whereas red nail varnish, tattoos and piercings were frowned upon a few years ago, today they are regarded as cool, and welcomed as a display of individuality. Some 5-star hotels are lagging behind in this respect, finding it hard to marry the services expected from a luxury property with the informality and instantaneous approach sought out by some guests. The future of service lies in this real-life, relaxed and informal style of contact. Moreover, while the level of service remains a determining factor of luxury, it should be both delivered and received with generous humility.

Tailored services Guests are increasingly looking for a

In collaboration with

personalized, exclusive service, with the result that more hotels are expected to use guest-profiling technology to help them meet growing demand. Likewise, technology is playing a bigger role behind the scenes, with staff using software as a communication tool between departments. Technology enables today’s clients’ definition of luxury to be put into practice, that is: getting exactly what they want, when and how they want it, before they’ve actually asked for it.

A new landscape of offerings To stay ahead of the game, luxury travel entities need to promote their offerings to new markets. Think Richard Branson’s space company, Virgin Galactic, launching its first commercial flights into space or the introduction of new airline routes between destinations that were previously unconnected. Again, destination being paramount, think the world’s first luxury commercial icebreaker ship going to the North Pole in 2021. Think Black Tomato, the super-innovative company where the sky’s the limit for clients when it comes to choosing adventures and destinations.

Industry players are transforming luxury by taking guests into unchartered territory in a new and luxurious manner.

This trend will encourage luxury hotels to adapt to new markets, just as Black

Tomato did with its ‘Blink’ lodging, for which the phrase ‘Blink and you’ll miss it’ was coined. This truly one-of-a-kind concept took the form of a pop-up hotel, momentarily created in a unique fashion for the guest and then dismantled at the end of their stay, never to be recreated in quite the same way for anyone else.

Creating pop-up luxury accommodation in the most remote places across the globe helps to ensure that the experience is indeed second to none.

To stay ahead of the game, luxury travel entities need to promote their offerings to new markets In this new landscape, hotels are also repositioning their interpretation of ‘luxury’ to meet the growing desires of their guests. For example, Marriott International has two kinds of luxury brands: Classic Luxury and Distinctive Luxury. With Classic Luxury, the focus is on opulence, as found in the St Regis properties, for example, while the Distinctive Luxury concept places value on experiences and lifestyle, like the W brand, which caters to the audacious trendsetter guest.

Alongside hospitality brands, luxury goods lines are also using experiences to engage

their clients. Bvlgari, Versace and Armani are all examples of brands that have expanded into hotels, despite having no hospitality credentials. Similarly, LVMH has moved into hospitality through Maisons Cheval Blanc, a concept pioneered with the Cheval Blanc resort in Courchevel, which has become an extended collection of properties.

Luxury is multi-faceted; it can be a sensation or feeling associated with beauty, elegance or manners, in which case the focus should be on the senses, such as through touch, with linen thread, for example, or taste, with food. Luxury can also be an identity, in which case the emphasis should then be on the origin of goods, such as offering wine from France, olive oil from Spain or marble from Italy.

For some, luxury is functional, as in the case of making all kinds of hi-tech gadgetry available to a guest. When luxury is linked to exclusivity, brands become synonymous with social acceptance and distinction. And now, added to these, is the new experiential luxury - that of second-to-none, memorable interactions.

So what is the new definition of luxury?

Unforgettable experiences and unique sensations - and you certainly can’t put a price tag on either of those. ulysses.consulting FEB-MAR 2019 | HOSPITALITY NEWS ME

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HOTELS

INNOVATE OR DIE TRYING Success stories Innovative business models have revolutionized the hospitality and tourism industries.

Technological innovation

Life is often more of a rollercoaster than rainbows and butterflies, taking us up, down and around and around.

Businesses will invariably experience the same bumpy ride, especially those in the hospitality industry. Often, at the beginning of the year, owners will simply close their eyes and hope for a better 12 months, or perhaps for nothing more than ‘stability’. Ralph Nader, CEO of Amber Consulting, elaborates on business strategies for 2019 The hospitality market is a highly competitive environment that is continuously driving restaurateurs and hoteliers to search for new methods, elements and tools to help them give a stellar performance. In order to thrive in this hyper-competitive marketplace, everyone is in search of innovation; the development and application of novelties, inventions and originalities that serve as a powerful motivation for hotels, restaurants, beach clubs and indeed any hospitality entity, whatever the scale.

Innovations of all kinds are essential for the viability, competitiveness and growth of hospitality, constantly pushing service standards and guidelines further. Therefore, innovation is not only limited to innovative products (such as a new item on the menu) or services (self-check-in systems, for example), but also new business models, organizational structure, goals, strategies and systems. So when we say innovation, we mean rethinking, restructuring, rebuilding and remodeling, focusing on the products and the business model. It’s a combination of both - it’s not either/or – rather, it’s and.

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Examples of the vast number of technologies include: self-service systems; lobby media panels; bring-your-own content platforms; smartphone boarding passes; hotel service optimization systems; guest device connectivity tools; voiceover internet protocol phones; and wearable devices to identify guests. And that’s not all - there is also Virtual Reality (VR), with Marriott’s experiment with ‘teleporters’ really catching the imagination of travelers.

With Best Western Virtual Reality Experience, customers can actually view the rooms, hotel lobbies and amenities prior to arriving at a property. VIP Worldwide produce VR experiences for Marriott, Four Seasons and Rosewood. In a separate development, Hilton has launched a mobile campaign featuring an interactive 360° video that takes the customers on a virtual vacation.

Without owning a single room for rent, Airbnb has served millions of guests and has been valued at about USD 38 billion Services innovation New entities offering innovative services are challenging incumbent service providers.

The online booking websites, such as Booking.com, Trivago and Hotel.com, have led to many traditional travel agencies closing down.

Affordable Luxury Marriott partnered with IKEA to create the Moxy brand, targeting the millennial travelers who do not want to pay 5-star hotel rates, yet are not drawn to the style of less expensive hotels. A collection of innovative concepts, citizenM is a hotel driven by one desire: to create affordable luxury.

Sharing or collaborative economy Without owning a single room for rent, Airbnb has served millions of guests and has been valued at about USD 38 billion.

Uber, the largest cab services network, owns no taxis.

Plan the new destination: where are you going?

First things first; in order to build the future, it’s important to study the past and

citizenM marketing campaign

look closely at the present. Thus, when developing a new vision or a strategy for the mother company of your restaurant or hotel, carrying out a detailed internal analysis of the firm’s current strengths and weaknesses is a must. Only then will the vision - what to keep, what to modify and what to let go - be clearer.

Think out of the box and start this process from scratch. Sometimes this can help you realize that you’ve forgotten some of your strengths, which could prove to be a source of profitable assets, or discover that an effortless change, such as a new menu font and format, is long overdue. In this way, you’ll find yourself planning a creative process for shaping the future.

Who is going with you?

No matter your industry, your employees are your company’s real competitive advantage. They’re the ones making the magic happen – so long as their needs are being met. It’s a fact that employees are one of the most valuable and important assets in any organization, especially when it comes to the hospitality industry; they are the face and soul of your organization, fueling your production process, from the cook inside your kitchen to the floor manager running your operation.

Therefore, optimizing a company’s performance requires a solid, loyal and well-trained human capital. Therefore, to expand on this famous saying…

CFO to CEO: “What happens if we invest in

In collaboration with

developing people and they leave us?”

CEO to CFO: “What happens if we don’t and they stay?” … in a well-organized business entity and within an efficient business structure, investing in staff and training may well come at a cost.

How about restructuring to increase competitiveness, cultivating your uniqueness, reinventing your concept and rethinking your model?

When it comes to the hospitality industry, following trends and adapting to the new conditions of the market will be critical to winning your market share.

In other words, hospitality entities should strive to differentiate themselves and leverage their strengths against their competitors. They have no choice but to realign, restructure and reorganize to become more competitive or to retain their position in the market.

This might sound like reinventing the wheel, but it can actually be done by adopting a simple process of consecutive small changes that combine to make a big impact.

However, restructuring can also mean a major breakthrough, through a total change of concept, a major renovation or even a completely new business model.

Consider the dynamic force that is Airbnb, a worldwide pioneer in home-based accommodation and short-term rentals that didn’t exist until 10 years ago. The company faces obstacles and challenges, like so many

other businesses do, but there’s no denying that the platform and tactics it has used have drastically changed the hospitality game.

Is your positioning still in line with your target market?

Human beings undoubtedly have a tendency to be reluctant to change, which is even stronger in our region due to decisions driven by ego and fear of the ‘eyes of the beholder’. However, as the saying goes, ‘In crisis, do not fear making big changes, do fear not making any.’

Hospitality owners and executives have realized the need to restructure and remodel systems, and they have understood the importance of innovation, but they just haven’t been able to act: no implementation!

Hospitality owners and executives have realized the need to restructure and remodel systems, and they have understood the importance of innovation Decisions, decisions When restructuring, three main points should be clearly set out in order to project the future and build a solid path toward it: • What is your vision and what are your goals? Are they the right ones for your company? And are you looking in the right direction?

• Who are your target markets and segments? What are their needs and behaviors? Are your offerings meeting their demands? Are you satisfying their needs and evolving along with them?

• What is the positioning of your concept or brand? How are you being perceived?

I is for implementation

Why the discrepancy between the theoretical and what is really happening?

Why is it so hard to implement and what are the reasons for this apparent conflict and hesitation between affirming the urge to innovate and applying it? Sometimes, it is down to pure fear; fear of failure, fear of the unknown, fear of criticism, fear of change or fear of being stopped from taking that allimportant step.

After all, innovation without implementation is mere ideation. Thus, every member of the company must sense the burning need for innovation and creativity for it to succeed. True, it could be a risky process; however, hospitality businesses must realize that what consumers asked for yesterday will have changed by tomorrow, and if they aren’t evolving and responding at the pace of their customers, they will lose out.

Dare to change, innovate and evolve, and be up for new challenges before it is too late and you are out of the game. amber-consulting.com FEB-MAR 2019 | HOSPITALITY NEWS ME

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BUSINESS

MARKET UPDATE In collaboration with

KUWAIT

SMOOTH SAILING ON ROUGH SEAS

A review of the latest hotel performance insights and tourism-related developments in Kuwait by Philip Wooller, area director Middle East & Africa, for STR The year 2018 will go down in history as yet another challenging one for overall hotel performance in the Middle East.

Geopolitical pressures, oil prices and incoming supply have long played dominant roles and continued to do so once again.

Most of the Middle East seems to be under pressure, although one small country in the north is proving to be an exception, with its indomitable hoteliers still successfully bucking the negative trend.

The hotel landscape Hotel performance in Kuwait– alongside Jeddah – stood out in 2018, despite the region’s challenging and uncertain trading environment. This was mostly due to a very strong first quarter, during which hotels in Kuwait achieved average monthly occupancy rates of between 65 and 70 percent, coupled with strong average daily rates of close to USD 230. January and February were particularly busy months, with demand driven up by several events and regional conferences. As the year went on, hotel performance started softening – a trend some hoteliers attributed to reduced government business and lower demand from Saudi Arabian visitors. However, revenue per available room (RevPAR) growth continued until August, before contracting in the final months of 2018. Kuwait hotels managed to close 2018 with a marginal

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RevPAR decline of -1.1% compared to the previous year, with notable rate resilience (ADR up 1.7%) despite the declining occupancy (-2.8%). Looking ahead, new entries are expected on the hotel landscape.

STR’s AM:PM hotel supply and pipeline database is currently tracking 11 hotel projects under contract, representing a combined total of 1,884 rooms. With the hospitality sector evolving, support in terms of infrastructure, technology, collaboration and the adoption of international best practices is placed high on the agenda for all stakeholders involved.

Diversification Much like neighboring GCC economies, Kuwait is expected to accelerate its efforts to diversify the national economy away from oil into alternative and sustainable sectors like tourism in the coming years. One of the most recent developments is the completion of Kuwait International Airport Terminal 4, which increases the airport’s overall capacity by 5 million passengers per year. In 2022, Kuwait International Airport Terminal 2 will

be expanded to accommodate a further 13 million passengers. Given that the number of international tourists is expected to grow by almost 50 percent by 2028 globally, according to World Travel & Tourism Council forecasts, infrastructure improvements to main points of entry are of critical importance.

‘Quality Infrastructure’ was made one of the seven pillars of Kuwait Vision 2035, the country’s long-term development plan, with the result that several major projects are either underway or in the pipeline. These include: the causeway linking Northern and Southern Kuwait, set for completion this year; the completion of the Al Kout Mall, with the newly opened Hyatt Regency hotel; and the Kuwait Formula 1 track in Kuwait Motor Town. Other initiatives range from new roads and museums to sports parks. These projects are solid proof of Kuwait’s increasing ambitions to establish itself as a key player on the regional and international tourism landscape and its commitment to achieving a successful transition. strglobal.com

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BUSINESS

FOOD & BEVERAGE

After months of deliberation, HN has handpicked a list of 16 tastemakers who, at the tender age of 30 or below, are redefining our palates and diets. They’re sure to impress you, inspire you and, perhaps, instigate a little bit of jealousy. More than anything, the list should assure you that the future of hospitality in the Middle East is in good hands

The director Faisal Fahad Al Nashmi, 29 Director of culinary development, Almakan United Company co-owner, Street, Almakan, Table Otto, Pam + Cow and Street Café, Kuwait

Qualifications Bachelor’s double major in Film and Photography, Diploma in Culinary Arts

Place of study University of Miami, US Le Cordon Bleu, U.K.

First job Creative development (MMC)

Motto “Find your passion and make it work.”

Ultimate goal in life “To become the reason for society’s palate evolving.”

Advice for the next generation “If you have a love or passion for something, you’re lucky, because not everyone knows themselves this well.

Pursue it, excel at it and you will change your surroundings for the better.”

Faisal Al Nashmi was selected by His Excellency, the French Ambassador to Kuwait, Christian Nakhle, to be Kuwait’s sole representative in the worldwide gastronomy event, Goute de France, hosted by the renowned French chef, Alain Ducasse. He was also identified as a successful figure

by Kuwait Airways and became a face for its youth marketing campaign. Al Nashmi is a member of Kuwait Chefs Club, a national group of executives and directors representing Kuwait’s culinary movement.

The visionary Tarek Alameddine, originally from Aley, Chouf region, first turned to cooking as an outlet for stress and as a way of enjoying food, but it was only when he was majoring in Business that Almeddine realized he should be considering cooking as a career. His passion took him to Les Roches, via the Royal Academy of Culinary Arts Jordan. Soon he began planning his internship, which he was determined to do at D.O.M, with the famous Brazilian chef, Alex Atalla. Almeddine applied twice to Noma because he wanted to discover more about the Danish chef, René Redzepi’s vision. Still at Noma, he is currently toying with the idea of coming back to Lebanon and opening a restaurant unlike anything yet experienced in the country.

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Tarek Alameddine, 27 Chef de partie, Noma, Copenhagen

Qualifications BS in Culinary Arts

Place of study Les Roches, Switzerland

First job Intern at D.O.M. Brazil

Motto “Work hard, be open about learning and sharing and most importantly remain true to your roots.”

Ultimate goal in life “Working hand in hand with Lebanese chefs to place Lebanon on the global food scene.”

Advice for the next generation “Let your cooking be focused by the time, and place and season. Go out to nature and get inspired.”

An economics course prompted Antranik Balabanian to switch majors to Business and Finance, after he first opted to study Chemistry. Realizing early on that corporate life wouldn’t be his forte, Balabanian sought to pursue an entrepreneurial career. In 2015, while working as a procurement officer, he and his two brothers were presented with an opportunity to penetrate the street food scene. Their passion for cooking, family unity and hard work has seen The Bros concept elevated to the status of established F&B brand.

The conqueror

The entertainer

Jad Ballout, 30

Rawad Boulos, 30

Co-owner and CEO, Electric Bing Sutt co-owner and beverage director, Central Station, Lebanon

Managing partner, Riverlane, Lebanon

Qualifications

Qualifications

BS Hospitality Management/Master’s in Innovation Strategy and Entrepreneurship

BA Hospitality Management

Place of Study

Place of Study American University of Science and Technology, Lebanon

First job Commis chef

Motto “Always lead and never follow.”

Ultimate goal in life “Establish a global portfolio of leading, subculture-driven F&B concepts.”

Advice for the next generation “Hard work alone is never enough.

Creativity and solid strategy will always win in the end.”

With a stellar resume featuring more than 10 years of industry experience, and as runner up in the prestigious Global Final Bacardi Legacy competition, Jad Ballout has established himself as not only a respected bartender, but also an international thought leader in creativity and craftsmanship. Under his leadership, his bar has received numerous industry heavyweight awards, including: 27th and 26th place on the list of World’s 50 Best Bars in 2018 and 2016 respectively; Best Bar in the Middle East and Africa in 2018 and 2016; and a coveted position on the Tales of the Cocktails’ list of Top 10 Best International High Volume Cocktail Bars in 2018 and 2016.

Together with his partners, Ballout recently opened the world’s first Asian Middle Eastern all-day bar, Electric Bing Sutt, in Beirut.

The entrepreneur Antranik Balabanian, 27 Qualifications Place of study American University of Beirut (AUB), Lebanon

First job Procurement officer

Motto “There are no shortcuts to success; only passion and hard work will get you there.”

Ultimate goal in life "Creating disruptive innovation in the F&B industry internationally."

Advice for the next generation “Willpower is much stronger than you think; rely more on your gut feelings and never give up.”

First job Sales at online shopping platform, Makhsoom

Motto “Life and happiness are all about balance.”

Ultimate goal in life “To be happy and successful, knowing that I positively impacted the people around me.”

Advice for the next generation “Plan ahead in both your business and personal life.”

Growing up, Rawad Boulos came to realize that his favorite times were those that involved helping to organize a good time for people around him. Having decided to make a career out of it, he began working in the event management and hospitality industry. Boulos’s current project is Riverlane park and entertainment area in Jisr El Wati.

The dream chaser

Managing partner, The Bros, Lebanon

Bachelor of Business Administration, specialization in Finance

Sagesse University, Lebanon

Karim Barza took his first steps in the kitchen at the age of 13, during summer vacation, when he began working with his father, the celebrity chef Joe Barza, at Bread and Roses Catering in Lebanon. Aged 17, he joined the Casper & Gambini’s team as a commis de cuisine. He then decided to apply to La Sagesse school of Hotel Management, with plans to specialize in this field. Having his own restaurant was always his ultimate goal and a year ago, Barza felt it was time to make this dream a reality, by opening La Burgeria, in partnership with Isai Kozaily.

Karim Barza, 23 Owner, La Burgeria, Lebanon

Qualifications License in Hospitality Management

Place of Study Sagesse Faculty of Hotel ManagementLausanne

First job Commis at Casper & Gambini’s, Lebanon

Motto “Don’t wait for opportunity - create it.”

Ultimate goal in life “Make myself proud.”

Advice for the next generation “Risking is better than regretting.”

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BUSINESS

FOOD & BEVERAGE

The pathmaker Michèle Cattan, 28 Sales executive, Cat & Mouth Caterers, Lebanon

Qualifications BA in Business Administration and Entrepreneurship

Place of study Born and raised in Beirut, Michèle Cattan followed in the footsteps of her father, Nicolas, at an early age.

After graduating from the American University of Beirut, Cattan worked as an intern for a year at Cat & Mouth, keen to acquire work experience at the bottom of the ladder, which she felt would help her better understand the operations across the various departments. Cattan joined the family business in 2013 as a sales executive to follow her passion of creating unforgettable events.

American University of Beirut, Lebanon

First job Sales associate at Le Pré Catelan, Lenôtre, Paris

Encouraged by her parents, who are both doctors, Rima Shammaa Chehab always made sure she and her siblings ate healthy food and exercised regularly. Shammaa traveled to the US to pursue an MBA at the University of Tulsa. In 2015, she decided to head back to Lebanon and apply the experience and knowledge she’d gained to the family business, NABAT Organic, which has been supplying the market with certified organic products since 2003.

The Innovator

Motto

Rima Shammaa Chehab, 28

“I do not believe in one, single motto, I prefer to find inspiration in all the wisdoms out there.”

Qualifications

Ultimate goal in life “To be able to give back as much as life has granted me.”

Advice for the next generation “Don’t feel entitled, work hard to build yourself into your ultimate best.”

Managing partner, NABAT Organic Bachelor’s degree in Accounting and Finance, MBA

Place of study Rafic Hariri University, Lebanon University of Tulsa, US

First job Accountant at Miratech, US

Motto “Persistence and focus are key to success.”

Ultimate goal in life

The phoenix

“Be happy, positive, and do good in your community.”

Advice for the next generation

Mayfrid S. Chehlaoui, 30

“Do not follow the crowd, do what you’re truly passionate about. Passion is what brings out the best in each one of us.”

Co-founder, Divvy Restaurants, business development manager, Lebanon

Qualifications BA in Business Administration, with a specialization in Marketing Master’s in Management, specialization in Finance

Place of study American University of Beirut ESSEC Grande Ecole, France

First job Auditor at KPMG, France

Motto “Do one thing every day that scares you.

Don’t let the fear of losing be greater than the excitement of winning.”

Ultimate goal in life “Make a difference.”

Advice for the next generation "The ones who are crazy enough to think they can change the world are the ones that do. So, be crazy! Never settle for ordinary, keep pushing your limits. Your time is limited, so have the courage to follow your heart and intuition.”

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Mayfrid Chehlaoui was born in France and raised between Paris, London and Beirut, before her family settled in Lebanon when she was aged 16. Having acquired her Bachelor’s degree, Chehlaoui joined the renowned advertising agency BBDO as an account executive, before enrolling in a Master’s in Management program at ESSEC business school (Grande Ecole).

In 2013, her family sold its shares in Roadster Diner, at which point Chehlaoui seized the opportunity to return to Beirut and develop Divvy.

Albert Massaad started selling pizzas in school at a young age. To learn from the best, he attended culinary school in France. He is now back home selling pizzas and Mediterranean dishes in Gemayze, with the aim of bringing together crowds of people around the oven.

The powerhouse Tara Khattar, 26 Yasmina Hayek embarked on her culinary career at the Institut Paul Bocuse and trained in Michelinstarred restaurants, with Jean-Francois Piège and Matthieu Pacaud, before moving to Copenhagen to work with Danish chef Rasmus Kofoed. Hayek then returned to Lebanon to work at the family restaurants Em Sherif, La Parilla, Em Sherif Café, Numero 6 and Em Sherif Sea Cafe - for which she personally developed the menu.

The starmaker Yasmina Hayek, 22 Head chef, entrepreneur

Culinary consultant & chef

Qualifications Gastronomy and Restaurant Management, Institut Paul Bocuse, MA in Food Studies, New York University

Place of study Institut Paul Bocuse, Lyon, France New York University, USA

First job L’Atelier de Joel Robuchon, Paris

Motto “Ain’t no mountain high enough - anything is possible if you believe in it.”

Ultimate goal in life “To become the Martha Stewart of this generation. I want to inspire the next generation by democratizing cooking.”

Advice for the next generation “Always follow your dreams and listen to your inner voice, even if the people around you don’t support your idea.”

Qualifications

Born in Lebanon, Tara Khattar quickly became aware of her passion for food. From an early age, she spent countless hours in the kitchen experimenting with local ingredients.

Her career took an international turn when she was accepted to the renowned Institut Paul Bocuse in Lyon. To perfect her culinary experience, she secured an internship shortly turned into a full time position at l’Atelier de Joël Robuchon SaintGermain in Paris. Khattar later moved to New York to pursue her Master’s degree in Food Studies at NYU. In 2018 she participated in Top Chef France, she also won the culinary competition Chopped on Food Network. She also was part of the documentary series Generation M.E. on E! Entertainment.

Culinary Arts and Management

Place of study

The royal gourmet

Institut Paul Bocuse, Lyon

First job Chef de partie, Geranium (3-Michelin stars), Copenhagen

Motto

Sereen Kurdi, 28

“Opportunities come to those who create them.”

Chef, Jordan

Qualifications

Ultimate goal in life

Bachelor’s in Culinary Arts

“Raise the culinary level in Lebanon and develop upscale Lebanese cuisine on the international scene.”

Advice for the next generation “Stick to your dreams and never give up.

Always aim for higher, don't settle.”

The younggun Albert Massaad, 21 Chef, Zimi, Lebanon

Qualifications Bachelor’s degree in Culinary Arts

Place of study Institut Paul Bocuse, Lyon

First job Chef at Zimi Gemmayze

Place of study Kendall College, Chicago, Illinois

First job After graduating with merit from Les Roches Jordan, Sereen Kurdi was awarded a full scholarship to study at Kendall College in Chicago. She graduated Summa Cum Laude with a 4.9 GPA and was then hired by Chef Marcus Jernmark of Aquavit in New York. She moved back to Amman and began teaching at the Royal Academy of Culinary Arts, before accepting a position as head chef for Her Majesty Queen Noor Al Hussein.

In 2015, Kurdi founded The Local Table, Jordan’s first pop-up dinner concept, focused on having a dinner fully sourced from local and organic products, while supporting local artisan food producers.

Line Cook at Aquavit, (2-Michelin stars), New York, US

Motto “Be who you are and say what you feel, because those who mind don’t matter and those who matter don’t mind.” Dr. Seuss

Ultimate goal in life “Preserving the cultural heritage of Jordan and being a role model to the younger generation of female chefs.”

Advice for the next generation “Never look at money as your ultimate goal; there is a lot more to life than making money, and travel as much as possible as it’s the only way to have a more worldly perspective.”

Motto “Success is reflected in the eyes of the people that you love.”

Ultimate goal in life “Educate people about the food system.”

Advice for the next generation "Do what you love, what you can be paid for, what the world needs most, and what you do best."

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BUSINESS

FOOD & BEVERAGE

The idealist

The founder

Charbel Makhlouf, 26

Soumaya Merhi, 30

Founder and general manager, SteakBarSushi, Lebanon

General manager, TAQA bakery, Lebanon

Qualifications MSc in Retail Management

Joint specialization in Anthropology and Sociology

Place of study

Place of study

Cranfield School of Management, UK

Concordia University, Quebec

First job

First job

Qualifications

Internal sales at Prana

Doing my school homework.

Motto “Be phenomenal or be forgotten.”

Ultimate goal in life “Breed dragons.”

Advice for the next generation “Don’t settle for a job or a profession or even a career, seek a ‘calling’.”

Born in Tyre, Lebanon, Youssef Hadid forged his skills working side by side with his father and traveling abroad for internships. He decided to dedicate himself to the hospitality industry, because, in his own words, “It’s the most exciting industry in the world”. Hadid has managed to transform a 170-year-old historical house, along the coastline of the magical city of his birth, into the impressive ĒL Boutique Hotel. The property features décor inspired by the Phoenician era, and includes a restaurant and rooftop bar area.

Motto “Work hard. Swim. Dance all night.”

Ultimate goal in life “To produce healthy and delicious snacks.”

Advice for the next generation “Take risks and enjoy the ride.”

The transformer “Introverted, intuitionistic, thinker and judgmental person; at least that’s what my Myers-Briggs test indicates…” So says Charbel Makhlouf, who also describes himself as an “idealistic anarchist”.

When studying for a Master’s in Retail Management in the UK, Makhlouf specialized in Consumer Psychology and Behavior. This fascination with human nature, combined with time spent traveling abroad extensively, convinced him that he wanted to work in F&B, but not in the traditional sense. Instead, Makhlouf, whose family business spans several foodrelated ventures, including a store and butchery, set out to create an experiential, off-the-wall concept, in the form of SteakBarSushi. The focus of this entirely original concept is on quirkiness, diversity, in terms of menu offerings and décor, new or no rules, and giving diners a memorable experience.

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Youssef Hadid, 25 Co-owner, El Boutique Hotel, Tyre, Lebanon

Qualifications Bachelor in Hospitality Management

Place of study Sagesse University, Faculty of Hospitality Management

First job “Actually I was born into the F&B industry, thanks to my father. I grew up helping him in his restaurant, Le Phénicien, as far back as I can remember. Over time, it became a real passion and a true commitment.“

Motto “Be all in or get all out, there is no halfway.”

Ultimate goal in life “We have a very strong brand, Le Phénicien restaurant, founded by Habib Hadid. It is one of the oldest and most appreciated seafood eateries across Lebanon. My goal is to take it worldwide.”

Advice for the next generation “If opportunity doesn’t knock, build a door.”

Part German and part Lebanese, Soumaya Merhi is a young entrepreneur who founded TAQA bakery, a pioneering venture producing healthy snacks. Having been inspired by the nutritious snack market trend through her work, she returned to Lebanon from Montreal in 2013, shortly after completing a BA and a graduate diploma in Business Administration at Concordia University. Today TAQA is a leading company in the health and wellness food industry in Lebanon and is distributed throughout the Middle East.

BUSINESS

FOOD & BEVERAGE

ETHICAL FOOD

The notion of ‘ethical food’ can be simplified into four pillars, namely the impact it has on: the environment; our bodies; animals; and working conditions. Daniel During, principal and management director of Thomas Klein International, breaks down the notion of consumption with a conscience

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Somewhere down the line, humans stopped thinking of animals as creatures that possess emotions, thoughts and habits. The mass production industry has disregarded the emotional and social needs of farmed animals, as they now serve a singular monetary purpose. “An animal raised for food is being used by others rather than being respected for itself” - (BBC Ethics, 1994).

With products such as milk and eggs so easily and conveniently obtainable at our local supermarkets, consumers fail to acknowledge that at the end of the day, it is a byproduct of these animals that have been confined to inhumane conditions.

Egg-laying hens are known to have distinctive behavior urges to scout their environment and build their territory. They require space, time and freedom to be able to settle in their surroundings with other hens and lay eggs. To maximize profits, these needs are disregarded, and farmed

hens are forced into small cages unable to even move or fulfil these basic needs, manipulated with lights to speed up the egg-laying cycle.

Finding produce that ticks all the boxes as being fair trade, free range and organic might be a struggle Research on the long-term effects of early separation of milk producing calves from their mothers has been conducted, concluding that, “Calves that had constant contact with their mothers were generally more active during isolation, moving around and exploring their surroundings and had lower stress reactivity” - (Science Daily, 2015). The long-term effect of maternal deprivation is something that is evident in both humans and animals; however, we as the consumer turn a blind

In collaboration with

food choices, would the reality of killing an animal for personal satisfaction be off-putting?

Ethical eating goes beyond meat With an estimated 7 to 14 percent of the world’s population opting not to consume meat (The Economist, 2018), whether due to ethical or religious reasons, we are experiencing a surge in vegetarian and vegan alternatives and concepts. This trend calls for a distinction to be made between veganism and ethical veganism.

The vegan aspect within ethical eating doesn’t only involve cutting out the consumption of animal products, but extends to making sure that all food adheres to an ethical ‘code of conduct’.

No matter what diet or lifestyle choice people want to follow, a change of mindset is needed that involves moving away from prioritizing what you can’t eat and instead, focusing on the ethical integrity of what you can eat.

As ethical consumers living in a country where the majority of what we eat is imported from around the world, it is our responsibility to open our eyes to the integrity of the source of what we are buying. Consumers have misconceptions about foods which are deemed healthy and ‘ethically correct’, a concept that is largely driven by what we see on the internet. Humankind has become increasingly susceptible to these healthdriven trends and fads in an era dominated by social media. Despite this, we need to be able to decipher which path we can follow with a clear conscience.

eye to the maltreatment, justifying it as a means to an end.“Just as the Atlantic slave trade in the 15th- 19th century did not stem from hatred towards Africans, so the modern animal industry is not motivated by animosity. Again, it is fueled by indifference” - (Harari, 2011).

We have become accustomed to the luxury of being able to buy our eggs, milk and meats in our local supermarkets.

Today’s consumers demand this level of convenience. The availability of organic, free-range and fair-trade products is increasingly present within the market, however not predominantly purchased, due to the usually higher price tags that they come with.We also have to question their sources and authenticity.

If this element of convenience was eliminated and everyone was forced to kill what they would eat, would the world have as many meat-eaters? If ‘ethical eating’ is based on the moral consequences of our

For instance, we can dive into avocado toast, a social media sensation known for its ‘instagrammability’. Many consumers do not know that due to its worldwide popularity, avocado farming has now become a source of environmental ruin. To keep up with demand, avocado plantations require the intense use of pesticides, which contaminate local water supplies and utilize gallons of irrigation water, putting pressure on local water reserves. The industry has also gained some unfavorable attention, with news that local farmers in certain Latin American countries, alongside illegal organizations, are deforesting acres of rainforest land for the benefit of avocado plantations and profiting from this lucrative business. Because of its aesthetic appeal, we are ignorant to the moral consequences of every #foodporn post we upload of Avocado Toast.

Another example is the explosion of quinoa in the Western world, a proclaimed supergrain food, high in fiber and protein, which has been a traditional staple in Bolivia and Peru for centuries. Its rapid popularity led to prices trebling to the point that many locals

were unable to afford their own staple grain.

Just because a foodstuff gains popularity among the masses as a healthy, meatfree alternative, doesn’t make it ethical. A popular misconception is that replacing meat with plant-based alternatives, such as soy, represents an ethical upgrade.

However, many people are unaware that around 75 percent of soy worldwide is used as livestock feed for chickens, pigs and cattle (WWF, 2016). Furthermore, soybean, (as well as palm oil) is one of the big four global commodities responsible for deforestation. Deforestation from soy in Brazil alone (one of the world’s largest producers) is responsible for 29 percent of the country’s greenhouse gas emissions created from the destruction of forests. It is predicted that by 2020, 30 million hectares will be devoted to cultivating soy plantations in Brazil. To put that in perspective, that’s the same area as the Philippines.

(OneGreenPlanet, 2016)

Moving forward what steps can be taken to eat ethically, with a clear conscience? Unfortunately, finding produce that ticks all the boxes as being fair trade, free range and organic might be a struggle, as is turning down lunch arrangements with friends because the venue doesn’t serve fair-trade coffee.

The shift can start within the home, however, and by supporting restaurants that practice organic, sustainable and ethical trade, and seeking ethic-conscious brands. In my personal ethical journey, I have made the decision not to eat meat at home, adopting a pescatarian diet when I dine out (baby steps). I also reach out to local organic farms, bargaining deals on organic eggs. However, I still consume meat if invited to a home, in order not to embarrass my host.

No one wants to come across as that guilt-trip friend, but it is my responsibility as an informed consumer to help convince people to buy free-range chickens and eggs, one friend at a time. thomaskleingroup.com

The Basics • Opting for organic, free-range and fair-trade products is a must • Take into consideration the moral consequences of our food choices • The emotional and social needs of farmed animals need to be considered • Ensuring by questioning the source and authenticity of the products is central • Supporting restaurants promoting organic, sustainable and ethical trade brands

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AUTHORIZATION

TRADEMARK

MARKETING

CONSUMER

TECHNOLOGY

BRANDING

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ENTREPRENEUR

AGREEMENT

FRANCHISE OPPORTUNITY

REPORT 2019 The year 2018 was one of the most challenging to date for franchising, but fortunately, there is light at the end of the tunnel

With the global economic slowdown biting hard, many people have opted to save money by eating at home. As a result, sit-down restaurants have moved toward fast-casual upscale menus with reduced costs and lower checks. To cope with dwindling traffic, restaurants have also taken to delivery like a moth to a flame. No longer confined to the fast-food category, applications like Toters in the Middle East make it possible to order from fast-casual and even fine-dining restaurants that might not have an in-house delivery team and don’t necessarily cover all geographic areas. Supper in London, the first delivery service sourced from Michelin-star restaurants, uses a fleet of custom-made bikes and specially trained delivery drivers, using new technology to ensure food won’t get thrown around in a backpack.

SUPPLIER

Ghost restaurants or delivery-only establishments have mushroomed, while brick-and-mortar eateries are trying to adapt to the new reality, incorporating more experiential dining, plant-based meals, ethical menus and Instagrammable dishes. The retail-eatery is also back, as evidenced by concepts like Arket, H&M’s new upscale European chain/Nordic food destination, and 10 Corso Como, Milan’s living magazine, where editorial choices in food, fashion, music, art, lifestyle and design are constantly made by the visitor.

Breakthroughs in technology have prompted restaurants to work harder and get creative. New concepts like Spyce from Daniel Boulud, Creator and Zume from our Hospitality News 100 are fully automated restaurants that we predict will soon be extending across the Middle East.

One thing is certain; with supply clearly outpacing demand in some Middle Eastern markets, the franchise sector needs to set competitive prices for products and services, regardless of category, in order to stay afloat in the coming year.

P. 58 REGIONAL F&B GROUPS - THE FIVE-YEAR CHALLENGE P. 60 FRANCHISING IN THE MIDDLE EAST P. 62 A COMPREHENSIVE PERSPECTIVE P. 64 THE STATE OF THE FRANCHISE MARKET P. 66 PROTECT YOUR BRAND: TRADEMARK REGISTRATION

GROWTH

P. 68 MARC CHEHADE AND THE SECRET OF MEC’S SUCCESS P. 70 HOSPITALITY NEWS 100: THE ONES TO WATCH

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SPECIAL REPORT

FRANCHISING

REGIONAL F&B GROUPS THE FIVE-YEAR CHALLENGE

F&B operators and investors in the region have certainly faced turbulent times in recent years.

Challenges have ranged from security issues, such as the war in Yemen and the blockade against Qatar, to economic hurdles, including a drop in oil prices of more than half to an average of USD 50 and tougher rules in KSA governing the recruitment of foreign workers, adding to the fact that local skilled employees are in short supply. Fortunately, there’s still good news to share, despite the difficulties, as Toufic Akl, partner, operations, at Hodema Consulting Services, reveals

An appetizing perspective

Developments in the F&B sector

Being a ‘cash business’, The F&B industry has long been a favorite among both investors looking to maximize their return on investment and for governments keen to diversify their sources of income away from other sectors that are now feeling the pressure, such as real estate, banking and the automotive segment. While some brands have suffered and even closed their doors in recent years, most of the robust names have survived and even expanded.

We are also observing the emergence of a growing middle class in several countries across the region which is boosting visitor numbers to local cafes and restaurants, thereby directly benefiting the broader F&B sector. This ’new’ clientele with shifting eating habits is looking for more; more food options, more bargains and more concept creativity. That said, the primary driver of the F&B sector in any country remains tourism, and that is an entirely different subject.

While new F&B groups are jumping on the bandwagon with the promise of high returns, existing ones are solidifying their imprint by adding more brands to their portfolio or creating their own.

Regional prospects for tourism Gulf countries have a busy schedule in the coming years, gearing up for major events and development projects. Dubai's World Expo 2020 and Qatar’s FIFA World Cup 2022, among others, are expected to attract thousands of visitors from all over the world. The Meetings, Incentives, Conferences and Exhibitions (MICE) industry is also set for robust growth, with Dubai remaining one of the world’s top destinations. Religious tourism is also a major activity, which is prompting Saudi Arabia to develop its infrastructure, especially its transportation projects.

There are three main reasons why so many investors are attracted to F&B: firstly, the possible impact of bad payers is reduced significantly; secondly, only a small number of high-skilled personnel - perhaps two or three - are required; and thirdly, the level of investment needed is also relatively low, standing at between USD 400,000 and USD 800,000 for a typical casual restaurant.

In terms of what brings customers to the table, in the last five years, homegrown concepts have become a big hit across the region, with ’eating local ‘ and ’social responsibility‘ both popular topics of conversation and lifestyle behaviors.

However, despite the new taste for all things local, major F&B groups still rely heavily on Western brand franchises, since they have significantly more experience in multi-unit operations, alongside successful credentials in their home countries and on the international market. With their long-standing reputation for quality and performance, franchises from North America, remain top choices for major regional F&B groups.

These usually already operate multiple brands and have franchise rights in several territories across the region. Foreign brands looking to set foot in the GCC tend to select these master franchise holders over smaller ones, since they

EVOLUTION OF NUMBER OF OUTLETS 1800

80%

1600

70%

1400

60%

1200

50%

1000

40%

800

30%

600

20%

400

10%

200 0

0% Al Shaya

Americana

Number of outlets in 2013

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Azadea

KOUT Food

Number of outlets in 2018

Apparel Change

In collaboration with

already have experience in opening F&B stores, the necessary human resources, the financial capabilities and legal infrastructures in place.

The major F&B groups in the region The top five groups on our radar are: Al Shaya; Americana; Azadea; Kout Food; and Apparel.

While there are many other groups who hold one brand with a sizeable number of units, such as Kudu (300+) and Herfy (200+) in KSA, and additional groups with multiple brands already in their portfolio, including Galadari Ice Cream (Dunkin' Donuts and Baskin-Robbins), Olayan Group (Burger King, Texas Chicken and Buffalo Wild Wings) and Addmind (Iris, Caprice, White, Matto, Zuruni and others), the five names we are focusing on represent leading global brands and mostly operate in multiple territories across the region.

GROUPS BANDS PORTFOLIO

25 20 15

25 20

10

Apparel's main brands were Cold Stone Creamery and Tim Hortons, while we expect Jamie Oliver restaurants (Jamie’s Italian and Jamie’s Pizzeria) to assume the roles of new star brands for the group.

0

Al Shaya

Americana

Although a relatively small country with a population of just 9 million, the UAE remains a popular destination for industry players who are keen to tap into the country’s growing status as a tourism hub. Dubai, in particular, is home to an excessive number of F&B brands and outlets, having welcomed 16.7 million visitors in 2018 alone.

The most promising market is undoubtedly Egypt, with its sizeable population of 99 million. Given that GDP is still relatively low at USD 2,412, not all brands will find success in the Egyptian market, but an emerging middle class is expected to fuel the F&B sector’s growth and development.

6

Azadea

Number of brands in 2013

8

7

2

KOUT Food

Apparel

Number of brands in 2018

DISTRIBUTION OF OUTLETS PER COUNTRY 3% 2% 3% 5% 5%

27%

14%

15%

KSA

UAE

KUWAIT

EGYPT

QATAR

25%

BAHRAIN

LEBANON

JORDAN

OMAN

MEGA PROJECTS IN UAE & KSA

UAE

Geographical distribution With its 33 million inhabitants, KSA is undoubtedly the primary target of major F&B groups.

8

6

5

Al Shaya was the leading group in terms of F&B brands in 2013, with 20 brands, and with 25 brands today, still holds pole position, despite letting go of six names in the past couple of years. Its workhorses are undoubtedly Starbucks and Pinkberry, while the most promising new addition is the restaurant chain Raising Cane's, specializing in chicken fingers, alongside Katsuya by Starck and Blaze Pizza.

Americana follows, with 17 brands to date. It has, however, added just two new brands in the past five years, namely Olive Garden and LongHorn Steakhouse. Azadea, meanwhile, has chosen not to add many new brands to its collection, opting instead to focus on its strategy of developing and expanding the existing ones. While Paul is still the most robust brand Azadea is operating, the addition of Eataly is certainly seen as a major move.

17

15

KSA

EVENT / PROJECT

DATE

PROJECT TYPE

Dubai's World Expo

2020

Exposition

Aladdin City, Dubai

2019

Entertainment park

Sea World, Abu Dhabi

2022

Entertainment park

Museum of the Future, Dubai

2020

Museum and incubator

Al Maktoum airport expansion

n/a

Infrastructure

Mecca Grand Mosque expansion

2020

Touristic site

KAIA Airport expansion, Jeddah

2019

Infrastructure

New Jeddah Downtown

2022

Mixed use

Mall of Saudi, Riyadh

2022

Shopping mall

Fursan Islands

2019

Mixed use

Six Flags, Riyadh

2022

Entertainment park

Neom, Tabuk

2025

City, mixed use

Number of outlets on the rise In terms of new outlets opened, Americana tops the list, having added an impressive 387 new units over the last five years, averaging one or two new store launches each week.

From these, almost half (173) are KFC outlets.

Al Shaya, meanwhile, added 222 outlets to its operations in the same timeframe, marking a 31 percent increase. Its most recent brand openings include Starbucks (48+), Shake Shack (34+) and IHOP (31+). In

a separate development, Azadea doubled the number of outlets it operates to 49, which represents remarkable growth for a medium-sized F&B group. Despite only operating in Kuwait, Kout Food opened 51 new outlets, marking 31 percent growth. The largest percentage increase was logged by Apparel Group, fueled solely by Tim Hortons’ expansion in KSA (30) and the UAE (40+). hodema.net FEB-MAR 2019 | HOSPITALITY NEWS ME

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FRANCHISING IN THE MIDDLE EAST UAE’s homegrown and developed

The UAE has been hugely successful in positioning itself as an international brand destination, with the result that it stands toe to toe with the world’s most iconic cities. Dubai has become a brand name for F&B, in particular, around the globe.

Abdul Kader Saadi, managing director and owner of Glee Hospitality Solutions, explores the current market

Having scaled the heights of prestige over the decades, the UAE is now home to one of the largest and most vibrant commercial franchise markets in the MENA region, with more than USD 18 billion invested in the sector in 2018. The industry’s popularity follows a period of record growth in the country, as highlighted by the latest research findings issued at the end of 2017 by the Middle East and North Africa Franchise Association (MENAFA). With a record growth rate of more than 30 percent, the total trade rights of the UAE exceed USD 18 billion (AED 66.25 billion) out of a regional total of USD 30 billion, according to the MENAFA’s data.

These trends are reflected regionally, in terms of attitude, when the activity of the regional expos is examined in relation to franchise development over the past year. In 2018 the Saudi Franchise Expo, Oman Franchise Show, World Franchise Expo, Global Franchise Market and International Franchise Exhibition, along with many others, generated high audience attendance, confirming rising levels of both regional interest and demand.

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Aside from the highlighted annual figures, the franchise sector in the UAE has exhibited several trends over the previous period that reflect the current climate and sentiments of the overall sector. In 2018, we witnessed a growing number of homegrown concepts developed by hospitality and consultancy firms, largely due to the many proposed benefits of aligning with such companies.

These perks included franchise packages set up and ready for franchising, with complete and appropriate franchising kits, operation manuals and pricing strategies in place.

There is potential for expansion in importing and exporting through franchise engagement It should be noted that while many international franchises are performing well following their launch in Dubai, in some instances, brands are achieving cult status domestically and then finding even greater success when exported from the UAE. Zuma, which serves modern Japanese cuisine, is one such example. Although originally conceived and launched in London, the concept was more successful in its Dubai International Finance Centre (DIFC) branch in the emirate and has since gone on to become a globally revered brand.

Investment trends In terms of preferred investment trends, it was observed that cafes, specialty coffee shops and ‘fast’ casual concepts are beginning to take a bigger market share in the regional franchising sector, especially among young investors in the region. This isn’t surprising from an analytical standpoint, given that franchising such ventures is far more attractive in terms of collateral/risk assessment and, also, coffee as a beverage is extremely popular in the country. The UAE market’s affinity with the ‘next great coffeedrinking experience’ can be seen in the surge of both internationally recognized brand names in the region, such as Starbucks, and independent concepts like % Arabica, both of which have experienced positive growth in recent years.

From our own experience, we had the opportunity to attend the majority of the exhibitions mentioned previously and were

able to gather firsthand feedback on the franchising market, with our diversified portfolio allowing us to contact a wide pool of attendees. The predominant response among the young investors’ section was that they were seeking small and affordable opportunities for franchising.

This relates directly to the subtle change in the investor demographic, which has undergone a shift in recent years, both in terms of age and outlook. As the UAE has become a more solidified global hub, there has been a reciprocal exchange of exposure from both the domestic population and international franchise brands. In today’s franchise market, the young UAE investor is likely to be far more engaged and savvy than in the past, having embraced a higher level of creativity and innovation as a direct result of time spent traveling or studying abroad. These experiences provide exposure to foreign concepts which the new wave of investors will often bring back home. The UAE market is also somewhat competitive in terms of franchises, despite its comparatively small overall population. As a microcosm, therefore, the country has enabled observers to analyze which franchises have proved to be a hit or miss in the market. Assessments are now made on a combination of efficient costing and affordability versus a franchise’s appeal to the overall market, which is why coffee shops, cafes and small concepts have been generating higher levels of interest recently. The year 2018 also saw the reduction of Sub and Master franchising agreement-pricing strategies, on the back of a competitive climate and supply from both the regional and multinational brands.

There is real potential for expansion in importing and exporting through franchise engagement. Fostering growth in the regional franchise sector remains important, but with international brands attempting to strengthen their presence within the regional market, local companies are also being encouraged to conduct business in new markets outside of the UAE. Tradeshows and expos/exhibitions are the perfect mediums to not only gather international interest inward, but to also set the scene for domestic homegrown concepts to begin franchising outwards into other, external markets as well. gleehospitality.com

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A COMPREHENSIVE PERSPECTIVE Which concepts not yet present in the Middle East could appeal to consumers?

I think the more interesting answer is to look at how many concepts are present in the Middle East. It is not difficult to find a USbranded restaurant operation on any given block, much the same as you would here in America. The brands that have the money and resources to expand internationally are making sure they take advantage of that opportunity.

The US-based National Restaurant Association (NRA) is the largest foodservice trade association in the world, supporting nearly 500,000 restaurant businesses. Hudson Riehle, senior vice president of research at the NRA, discusses the factors to consider, before taking the franchising plunge What do you believe American SMEs see as the barriers to entering the Middle Eastern market?

Some companies are a little more cautious about international expansion for a number of reasons. They first want to make sure their businesses will be profitable, that consumers there will embrace them and frequent their brands regularly. They also want assurances that the areas they trade in are politically stable and that, legally, they won’t get caught up in hostile business environments, experience overwhelming bureaucracy and regulations, be faced with a lack of trademark protection, high taxation, or barriers to exit, if they need to leave, or expatriate profits. It is complicated, certainly, but several foodservice and restaurant companies do have Middle Eastern operations, so it is happening and has for some time.

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What are the latest quick-service restaurant trends?

One thing we’re seeing is the popularity of chef-driven, fast-casual concepts. Examples of these types of concepts are Shake Shack, the very successful burger chain started by US fine-dining impresario, Danny Meyer, and Bobby’s Burger Palace, the burger chain started by celebrity chef Bobby Flay some years back. Both cater to consumers’ demand for great-tasting, freshly prepared, high-quality menu items that are made to order at an affordable price point.

What will be the most popular food and restaurant trends in 2019?

Interestingly, we’re seeing more consumers tucking into ethnically influenced food items, especially at breakfast. They offer big, bold flavors, and appeal to many Americans who have come here from different parts of the globe. These foods meld together the flavors they grew up with and the newer tastes they’ve adopted here. This trend truly illustrates America as a culinary melting pot.

What factors should Middle Eastern restaurants consider to ensure their concepts are palatable in the US? You have to make sure you appeal to your business’s target demographics.

You can introduce new things, but you have to temper that with consistency, familiarity and comfortability. That’s the way to win market share. restaurant.org

SPECIAL REPORT

FRANCHISING

THE STATE OF THE FRANCHISE MARKET a community….and we grow together as a community’.

Based on insights drawn from data compiled through the LFA’s ‘Retail Activity Indicators Reports’, the LFA’s membership committee will implement additional activities to increase the resources available to our members and to those wishing to join our community.

The president of the Lebanese Franchise Association (LFA), Yahya Kassaa, talks to HN about some of the most interesting local and international franchises currently in operation, the top-performing F&B brands, the challenges operators face, alongside possible solutions, and the association’s past and future targets What objectives did the LFA set itself last year?

The year was dedicated to laying down the foundations of an action plan that would comprehensively address the issues affecting our industry. The plan’s outline is defined around four areas of activities: Networking and Capacity Building; LFA Initiatives; National Advocacy; and Research & Publications.

In 2018, the LFA undertook specific actions in each of these areas, either by setting the pillars of new projects for the coming years, or by revisiting existing initiatives.

For instance, the new format of the LFA’s annual business conference and franchise ‘Town Festival’ gave us the opportunity to reconnect with the roots and spirit of the Lebanese Franchise Industry and showcase the added value of its diversity and offering. Most importantly, the conference allowed us to demonstrate the LFA’s deep impact on the Lebanese economy by having our main partners, such as banks, insurance firms and travel companies, represented alongside the LFA to reinforce the message that ‘we are

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The franchise survey, the Retail Indicator, the 2020 World Franchise Council and LFA outreach programs to connect with governmental and syndicate bodies, are all examples of the seeds we are nurturing to not only promote the franchising model, but most importantly, to create favorable conditions for the conception of new companies and ideas that can generate jobs and wealth in the community.

How would you describe the state of the F&B market?

Lebanon has always been an incredible incubator for new ideas. Entrepreneurs have continuously been ready to ‘push the envelope’, to innovate and go beyond the ordinary, while Lebanese consumers and visitors have been happy to support creativity and try new things.

It’s a win-win situation, provided we can create the conditions needed for their efforts to bear fruit.

With this in mind, the LFA Board is implementing specific activities aimed at ensuring that the education and workforce systems are aligned with the needs of the franchising sector.

This alignment is critical to develop homegrown talent, retain the best and brightest workers, and attract talented individuals to the franchise industry and the Lebanese economy as a whole.

The 2019 training program, elaborated in collaboration with the Association of Businessmen for Support and Development (IRADA) and the Syndicate of Restaurants, Cafes, Night-clubs and Pastries in Lebanon, is an example of partnerships we have established in order to nurture capacity-building across the value chain and provide better and richer employment opportunities.

These activities also remain at the core of member-focused programs, such as dedicated training sessions intended to increase LFA members’ and potential candidates’ skills and knowledge, when it comes to the strategic development and tactical management of their business.

How are Lebanese brands faring when compared to other registered brands? What are some of the obstacles they face and what solutions have been suggested for 2019?

It is surprising how well Lebanese brands managed to perform, despite having minimal structural resources at their disposal when benchmarked against what other countries have put in place to support their economies. This success is a testament to the Lebanese spirit, even more so when you consider the negative trend in our country’s brand equity.

Our association undertook specific initiatives to overcome these obstacles by providing a platform for local businesses to connect with opportunities through participation at world-class franchise events, such as the World Franchise Council and the Franchise Road Show.

Both of these gave our members an opportunity to display their brand in strategically located regions, such as the US, Mexico, France, Russia, the Gulf and Australia, all of which also happen to have a thriving Lebanese diaspora, interested in establishing business ties with their country of origin. However, nurturing these ties can only be sustained if we manage to recover the almost magical aura our country benefited from throughout its history. Reclaiming that heritage is one of the objectives we have set ourselves through the ‘Reviving the Tyrian Purple’ project, a color invented by our ancestors that redefined the trade routes and civilizations of their era.

The positive contribution of their innovations to our country’s brand equity is palpable even today. We hope, therefore, that this initiative will serve as a magnet to unite our communities in the shared interest of improving the business environment for those seeking to invest

In collaboration with

in our country and, ultimately, to improve the quality of life for all Lebanese.

Who made it on to the list of top 20 local F&B and restaurant franchises in 2018 and what was the qualifying criteria used in the decision-making process?

Given that many of the large franchises today started with a small, one-store concept, the LFA does not focus on ranking.

These brands were able to grow because they had at their disposal the skills, and human and financial resources, along with many other factors needed to promote innovation and an enterprising culture.

Creating and developing a ‘success matrix’ is what the LFA focuses on. The role we play is one of active engagement with all stakeholders in the economy to ensure that the conditions needed for an ‘entrepreneurial ecosystem’ to thrive are present, while at the same time providing a framework of activities and programs aimed at empowering our members and potential franchisees with the tools and resources they need to leverage existing opportunities.

Which foreign franchises were imported and which Lebanese franchises were exported? What conclusions can we draw from this information?

Lebanon’s main export destinations remain in the Gulf and the Middle East, namely, Dubai and Abu Dhabi in the UAE, followed by Riyadh and Jeddah in Saudi Arabia and Doha in Qatar. Our homegrown concepts are also finding success in non-oriental countries, with implementations in Paris, London and New York, for example.

F&B brands such as Em Sheriff, Zaatar w Zeit, Casper & Gambini, Crepaway, Semsom and Patchi are some of the international success stories that come to mind. The need to export our concepts to larger foreign markets is more pressing than ever, as research indicates that the disposable income of Lebanese consumers has been significantly affected by the global economic downturn and regional challenges, which have resulted

in our economy shifting toward lowerpriced goods, instead of the traditional high-value activities that generate wealth and encourage consumption. This is a troubling trend for our economic position as a country, and it reinforces our resolve and the importance of expanding our efforts and resources in activities that would offset and reverse the unfavorable conditions affecting all our members, as well as other industries in the economy.

What are the most recent statistics you can share relating to these trends?

Based on the 7th edition of the LFACCIABML ‘Retail Activity Indicators - First Half of 2018’, in the first half of 2018, the overall retail sales performance indicator for the nine categories of goods and services covered by the report was 9.46 percent lower than its level in the preceding half year and 0.92 percent higher than its level in the first half of 2017. That indicator remained 13.14 percent below its 2012 base year level.

How did the results compare in the categorical sales performance indicators?

Of the nine categories of consumer goods and services, the sales performance indicators of six categories declined in the first half of 2018 when compared with their levels in the same period of 2017. By order of the magnitude of the indicator decline, these categories are: sports and hobby goods; clothing and fashion; luxury goods; hospitality services; cosmetics; and tourism services.

The sales indicator for the sports and hobby goods category fell by 11.66 percent in the first half of 2018 compared to the same period of the preceding year; clothing and fashion sales by 10.67 percent; the luxury goods category by 9.85 percent; hospitality services by 5.22 percent; cosmetics by 4.56 percent; and tourism services by 0.83 percent. The sales indicators for three categories of retail goods and services increased in the first half of 2018 compared to those during the same period of 2017. lfalebanon.com

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PROTECT YOUR BRAND: TRADEMARK REGISTRATION

A trademark can protect the name and logo of a franchise, its products and its services.

Anticipating brand protection is crucial in order to avoid legal disputes and business loss over prior trademarks, while planning ahead with trademark protection is even more important when looking to expand abroad. Michel Nassar, attorney-at-law and of counsel at SAAS Lawyers, tells us how to protect our most valued asset

One common mistake is to only register a trademark in the countries where the franchise was launched or has an ongoing activity. New entrepreneurs could be inclined to register within the fewest countries possible, in order to save costs. The advice, however, is to consider a broader protection for your brand. Franchises should register their trademarks at least in all countries where they expect to do business, even if it will only be in the longer term.

It is recommended to also register trademarks where the brand has market exposure. This is often the case with neighboring countries or those sharing a common language - for example, in the MENA market.

Anticipate your trademark registration A trademark availability search is a must in order to avoid a legal dispute over a trademark prior right. We highly recommend our clients to proceed with a trademark availability search and a market search before even committing to a brand name, as it can be a roadblock for the expansion of a franchise.

It is advised to hand this due diligence to a legal counsel who will proceed in an extensive manner with identical, but also, with similar signs, on registrars’ databases and for prior use without registration.

In some cases, you might want to reconsider your brand name and/or logo, according to the result of the search.

The trademark registration 1. The sign and the class Trademark protects ownership of a sign under a certain class or category.

A trademark sign is capable of distinguishing the goods or services of one enterprise from those of other enterprises. Such signs can be a word or a combination of words, letters and numerals. As noted by the World

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Intellectual Property Organization, it can also be: “Drawings; symbols; threedimensional features, such as the shape and packaging of goods; non-visible signs, such as sounds or fragrances; or color shades used as distinguishing features – the possibilities are almost limitless.”

When applying for a trademark registration, it is often advised to be assisted by a legal counsel for the written description of the sign, particularly for the most complex signs.

2. The cost of the registration Depending on countries, the fees can range from under USD 300 to up to USD 1000 per country. As registration in several countries can be costly, it is highly recommended to ask your legal counsel for an estimation of the fees at the early stages of your franchise development, so that the costs can be taken into consideration in the budget.

Before and after the trademark registration In addition to registering trademarks, any work or business (between the partners of the franchise or with third parties) related to the franchise brand should be protected with carefully drafted NonDisclosure Agreements or Confidentiality Clauses.

It is also important to keep the duration of the registration in mind, as it can vary between 10 to 20 years, depending on the country.

Key takeaways • Determine markets to protect • Anticipate registration with previous trademark search • Register trademarks for your brands and products • Secure the legal background of your activity saas-law.com

SPECIAL REPORT

FRANCHISING How did the business develop from those early days?

We were encouraged by the success of our first establishment to capitalize on our achievements and open another bar in the vicinity called Lime the following year, which was also when I graduated. During that period, Monot Street was beginning to reach breaking point in terms of available space, which prompted us to pause and reflect before opening our third establishment. When we took this step in 2004, we decided to introduce a new concept of a bar/ restaurant featuring live music bands, called Barmed.

MARC CHEHADE AND THE SECRET OF MEC’S SUCCESS He entered the Lebanese F&B industry in 2000, when still fairly young and studying for a civil engineering degree at LAU. At this time, the outlets that were attracting the crowds were few and far between. Being a nightlife enthusiast himself, Marc Chehade decided to set up a company called Managing and Engineering F&B Concepts (MEC) and, as CEO, opened the first bar in Monot Street, named Rounders, that same year Lock Stock

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By then, Monot’s thriving bar scene had shifted to Gemmayzeh, where we opened two different outlets, named Spoon and Porto, before turning our attention to entirely different regions. We then opened: Bali in Jounieh; CristobalKennedys - Jackie O and La Palma in Hamra; Passeo in Jbeil; Juleps - Palmilla - Newyorker in Uruguay Street; Lockstock and Stairway in Mar Mikhael; Pablo Escobar in The Village, Dbayeh, a Tex Mex bar-restaurant, which now also has a further five outlets operating throughout Lebanon; and Kaffeine, a café-restaurant in Qubic Square, Horsh Tabet. By 2018, MEC owned and managed four concepts with nine outlets, including the five additional Pablo Escobar outlets, The Backyard in Hazmieh, Printania Villa in Broumana, Avenue 19 in Rayfoun and Aigue Marine in Jounieh.

What sets MEC apart from other F&B companies?

We have always gone to great lengths to study each project in depth and from a multitude of angles to ensure that we have most, if not all bases covered.

While coming up with new concepts from scratch offers us plenty of leeway

Pablo Escobar - Dbayeh

to customize and optimize our offering, it inevitably also presents challenges, not to mention risks. Taking these projects forward, therefore, clearly demonstrates our ability to create long-lasting identities, rather than emulate existing ones. Backed by a handpicked team of specialists in various fields, each project takes on a life of its own and, in turn, finally comes together in a beautiful way.

What are the key components of success in this industry?

During what is now almost 20 years of experience, I have identified three key factors that are central to the success of any F&B concept. At the very top, when it comes to optimizing exposure and traffic, nothing works better than selecting a prime location. Having secured that, creating a concept that

Kaffeine

closely reflects the identity of the area further strengthens the idea which is being introduced. Lastly, instituting the most effective and consistent back and front office management system not only complements the first two elements, but also ensures growth and, by reciprocity, increases profitability.

What can you tell us about the team behind MEC? At MEC we believe in teamwork and systems, which is why I gathered together some of the best in the bar industry. Everyone has a role and we all contribute to the success and continuity of the company. I am the founder and CEO, Chef Hanna Tawil is the executive chef and Gilbert Saad is the operations manager.

What’s on the horizon for MEC in the coming years?

This year, we will be launching two projects which I’m fairly certain will prove to be a hit. Concurrently, and due to the success of the Pablo Escobar brand, we will dedicate a portion of our efforts to further grow it beyond its six existing branches by opening a new outlet in a location to be announced soon, while also adding several new exotic dishes to our existing food menu. Kaffeine is another concept we plan to expand further by opening another branch in Forty Four Project in the vicinity of Salloumeh Roundabout. We are also considering regional expansion and exploring a number of appealing and potentially suitable concepts. mec-concepts.com

Stairway

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FRANCHISING

HOSPITALITY NEWS

100 1. AU BON PAIN Origin U.S. An American fast-casual bakery & café. aubonpain.com

2. BARZOTTO Origin U.S. Casual American bistro serving home-made hand-rolled pasta & a slim menu of mains. barzotto.com

3. BLUE BOTTLE COFFEE Origin U.S. A coffee roaster and retailer. A majority stake in the company was acquired by Nestlé.

THE ONES TO WATCH The annual list begins with noteworthy concepts in the US, Europe and Asia, followed by a comprehensive listing of Middle Eastern concepts. The right franchise is out there… deciding which franchise is right for you begins with HN!

13. COOLGREENS Origin U.S. An innovator in healthy-to-you foods, from salads, sandwiches, flatbreads & grain bowls.

22. GOLDEN CHICK Origin U.S. Originator of the Chicken Tender (Original Golden Tenders™).

franchise.coolgreens.com

goldenchick.com

14. CHUBBY CATTLE Origin U.S. First restaurant to provide refrigerated conveyor-belt-based hotpot meals.

23. GRK Origin U.S. Fast casual Greek food.

chubbycattle.com

15. CREATOR

bluebottlecoffee.com

25. JUNZI Origin U.S. Bing, a burrito-style wrapper is spreading like wildfire, while Junzi uses house-made chun bings (Chinese flatbreads made of wheat).

bottegalouie.com

brutbutcher.com

6. BUCA DI BEPPO Origin U.S. Italian American family-style restaurant. bucadibeppo.com

7. CAFÉ GODOT Origin Spain Stylish café with exposed brick walls, simple wooden tables & low lighting. cafegodot.com

8. CAFÉ PANS Origin Spain Spain's leading chain in the fast food industry, which bases sales on the traditional sandwich. pansandcompany.com

9. CALA Origin U.S. The flavors of California & Mexico. calarestaurant.com

10. CANAS Y TAPAS Origin Spain A Spanish authentic gastronomy experience. canasytapas.es

11. CAVA Origin U.S. Fast casual Mediterranean. cava.com

12. COCO CUBANO Origin Australia A fast-casual Cuban inspired coffee, food & drinks franchise. cococubano.com

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24. HAIDILAO Origin U.S. Hai Di Lao (meaning fortune in Sichuan) is a chain of hotpot restaurants ,with a 12,000 square footer coming to New York. haidilao.com

4. BOTTEGA LOUIE Origin U.S. Inspired by Laduree but with a more affordable check average.

5. BRUT BUTCHER Origin France Burgers in a butcher shop.

grkfresh.com

Origin U.K. Creator is the first restaurant to automate the preparation of burgers from start to finish. Its two machines cook and assemble up to 350 gourmet burgers an hour. creator.rest

16. DEGANI CAFÉ Origin Australia Espresso coffee in a contemporary café.

junzi.kitchen

26. LA BOUCHERIE Origin France Traditional French bistro-style food, specializing in meat-based cuisine. la-boucherie.fr

27. LE COUCOU

degani.com.au

17. EATSA Origin U.S. A fast casual restaurant chain which sells bowls of quinoa using an automat-style selfserve ordering process. eatsa.com

18. EVOS Origin U.S. An all-American burger cafe, except the ingredients are much healthier and natural. evos.com

19. EXTREME PITA Origin Canada Serving more than 175 serving sandwiches, salads and pizza-style "flat-baked" pitas. extremepita.com

20. FOOQ’S Origin U.S. The farm-to-table fare ranges from French, Italian & Persian varieties. fooqsmiami.com

Origin U.S. A gracious modern nod to fine European gastronomy. lecoucou.com

28. L’ETOILE DU NORD Origin France Brasserie, wine bar and bakery headed by Chef Thierry Marx. letoiledenord.fr

29. MAD FOR GARLIC Origin South Korea One of a kind and one of the most successful garlic-themed restaurants in the world. madforgarlic.com.sg

21. FUCINA Origin U.K. Posh Italian spot with organic, seasonal produce, wood-fired pizza, roasted meats.

30. MR.SUB Origin Canada Hand-crafted fresh subs from coast to coast and internationally, delivering its long standing tradition of offering healthier, innovative subs.

fucina.co.uk

mrsub.ca

31. MALA PROJECT Origin U.S. Cozy, hip spot featuring Chinese dry pot with a choice of spice level. malaproject.nyc

32. MAROUSH Origin U.K. The first Maroush restaurant opened in London in 1981 serving authentic Lebanese food - it now has 16 & a bold expansion plan.

43. SOULKITCHEN Origin Austria A combination of three concepts in one – the wellness-food and sushi formula, a craft beer restaurant & coffee bar. soulkitchen.world

44. STEAK ‘N SHAKE Origin U.S. Signature Steakburger is certified organic with no preservatives, hormones or antibiotics.

maroush.com

steaknshake.com

33. MOMOFUKU

45. SPYCE Origin U.S. A robotic-powered restaurant from star chef Daniel Boulud, with food filled in front of customers by induction, wok-like drums, in three minutes or less.

46. SWEETGREEN Origin U.S. Simple, seasonal, healthy salads & grain bowls, made in house, from scratch.

Origin U.S. A culinary brand established by Chef David Chang, in 2004 with the opening of Momofuku Noodle Bar now with a bakery, a bar & a quarterly magazine.

sweetgreen.com

momofuku.com

47. THAI EXPRESS Origin Canada The leading quick casual brand serving Thai cuisine.

34. N/NAKA Origin U.S. An interpretation of kaiseki, the culinary art of taking the freshest seasonal ingredients and presenting them in their most natural states.

48. THE LITTLE BEET TABLE Origin U.S. The formal offspring of a fast-casual chain serving healthy, vegetable-dominant food.

thaiexpress.ca

n-naka.com

thelittlebeettable.com

35. NOOCH ASIAN KITCHEN Origin Switzerland A fast casual pan-Asian brand with focus on Japanese, Thai, Vietnamese & Chinese cuisine.

49. THE SIMPLE GREEK Origin U.S. Combines high quality ingredients, open kitchens & Greek atmosphere.

nooch.ch

thesimplegreek.com

36. OPORTO Origin Australia Flame-grilled chicken - Portuguese style with an Australian attitude.

50. TRUE FOOD KITCHEN Origin U.S. Oprah Winfrey recently made an equity investment in the healthy eating concept.

oporto.com.au

truefoodkitchen.com

37. O’VER Origin U.K. Uses the unique ingredient of Pure Sea Water, which is extracted from the Mediterranean.

51. VEDGE Origin U.S. 'Vegetable-forward' restaurant.

overuk.com

vedgerestaurant.com

52. VESPERTINE

38. PASTELARIA-PADARIA SAO ROQUE Origin Portugal Freshly baked bread, pastries & strong bicas (espressos using robusta arabica beans). panifsroque.pt

39. PEPPERCORN KITCHEN Origin U.K. A fast casual restaurant serving Sichuan flavors. peppercornkitchen.nyc

40. PETROSSIAN RESTAURANT & BOUTIQUE Origin France Established in 1920 with fine spices, caviar and smoked fish-based products. petrossianrestaurants.com

41. PI PIZZERIA Origin U.S. Award-winning deep and thin pizza. pi-pizza.com

Origin U.S. Molecular cuisine for millennials. vespertine.la

53. WINERY HOTEL Origin Sweden A combined urban winery, boutique hotel and restaurant in one, where guests follow the entire wine-making process. thewineryhotel.se

42. PROJECT PIE Origin U.S. Fast casual, artisan pizza- one size & price.

54. ZUME PIZZA Origin U.S. An automated pizza delivery restaurant that uses robotics and AI to make pizza.

projectpie.com

zumepizza.com

FEB-MAR 2019 | HOSPITALITY NEWS ME

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SPECIAL REPORT

FRANCHISING

LEBANON 55.

Biggest achievements in 2018?

• Opening of three new Abd el Wahab branches successfully: Abd el wahab Qatar, Abd el Wahab UK, Abd el Wahab Egypt New for 2019?

• Targeting other markets to open new franchises

56.

Biggest achievements in 2018?

• World recognition for interior design, branding and food

57.

Biggest achievements in 2018?

• Carefully assessing a development in Saudi Arabia that should see the light in 2019 and cover several locations in Riyadh, then Jeddah New for 2019?

• The “express” concept

*The Hospitality News Hundred is a compilation of award winning restaurants, suggestions from leading F&B consultants and the staffs own research and discretion • Menu development introducing new trends for Lebanese cuisine Type Lebanese restaurant Founding date 1999 Number of outlets 4 locally, 12 abroad Owner Jean Claude Ghosn of Ghia Holding Contact Jeanclaude@ ghiaholding.com

New for 2019?

• Pertinent facelifts to keep up with the latest trends Type Fine dining and lounge Founding date December 2017 Number of outlets 1 Owner Selim Ghanem Contact selim.ghanem@ standalone-group.com

Type Lebanese Brasserie Founding date 1976 Number of outlets 1 Type of franchise Area franchise agreement/country franchise agreement Initial franchise fee Depending on market size and plan Royalty fee 5% of turnover Franchise owner Boubouffe International / Michel Aramouni Contact info@boubouffe-intl. com, m.aramouni@boubouffeintl.com

59.

Biggest achievements in 2018?

• Opened five units, with a recent store in ABC Mall Achrafieh • Successfully launching a new coffee shop prototype: Black Coffee (by Café Younes) New for 2019?

• Our new in-store roastery model formats will continue to serve as the foundation for all future Café Younes locations • New roastery-inspired beverage innovation, with a renewed focus and investment on new hot and cold coffee-based category

60.

Biggest achievements in 2018?

• Oman: F&M 1 new branch in Al Khuwair, KSA: KAEC C&G new branch, Lagos: branch relocation, Qatar: a new branch opening Merqab Mall, Lebanon: Caspresso branch opening in ABC Verdun, Lebanon: Panpotconcept and brand creation

58.

Biggest achievements in 2018?

• Opening Babel Dubai • Opening four Bebabel (Bahrain, Qatar, Dubai, Kuwait) New for 2019?

• Opening Babel in KSA • Opening Bebabel in KSA

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• Opening two Ahwet Zeitouna (Kuwait & Dubai) Type Lebanese fine dining and casual dining Type of franchise Business format franchise Number of outlets 6 Babel, 6 Bebabel, 5 Ahwet Zeitouna Franchise owner Afkar Holding Babel / Bebabel Contact jadmounzer@ afkarholding.co

HOSPITALITY NEWS ME | FEB-MAR 2019

61.

Biggest achievements in 2018?

• New line of burger size, new gourmet burgers • Adding more technologies to enhance our customer experience

beverages. Further innovate and expand the food menu, with new and thoughtful products across all-day parts • Opening our first unit in the UAE and continue our expansion plan in Lebanon Type Café and bistro Founding date 1935 Number of outlets 12 Initial franchise fee The franchisee should financially be able to provide the initial CAPEX investment (a minimum of USD 200,000) Franchise fees and royalties Depending on the country potential and on the deal type Owner Cafe Younes SAL Contact franchise@ cafeyounes.com

New for 2019?

• Working on: Larnaca, Johannesburg. “Company owned”; Egypt: 10 branches along with first one- Alexandria; Syria: to open 2 stores at al Malki area- Damascus; Erbil: launching; Oman: 5 Falafel & More: Founding date 1996 Initial franchise fee Depending on the concept Royalty fee 5% -7% Number of outlets 42 operations Franchise owner Xenia International Limited Contact r.maroun@ antventures.com

New for 2019?

• Penetrating two more Asian markets • Adding more options for ordering channels • Blending our service with the latest available technologies Type American fast casual Founding date April 1, 2010 Number of outlets 35 Initial franchise fee USD 50,000 Royalty fee 5% Owner Ministry Of Food SAL Contact franchise@cbj.me

SPECIAL REPORT

FRANCHISING

62.

Biggest achievements in 2018?

• Launch of Couqley Broumana • Couqley Dubai winning multiple awards including best restaurant and bar as voted by the JLT Dining awards

63.

Biggest achievements in 2018?

• Signing a franchise agreement for Nigeria • Signing a franchise agreement for Kurdistan, Iraq New for 2019?

64.

Biggest achievements in 2018?

• Created a buzz with its prime location, authentic walk-in experience and tasty food.

New for 2019?

• 10th anniversary year • New branches both locally and internationally Type Traditional French bistro Founding date October 2009 Royalty fee: 5% Number of outlets 4 (3 Lebanon and 1 UAE) Franchise owner Couqley LTD Contact paddy@thealleyway.org

66.

Biggest achievements in 2018?

• Signed franchise agreements with new franchisees in AlKhobar & Bahrain for Enab Beirut • Decision to open fourth branch in Egypt mid-2019 • Franchise expansion to

• More innovation and novelties in F&B • First Crepaway outlet in Lagos, Nigeria and the first outlet in Suleimaniya, Iraq • Expansion within Lebanon Type International casual dining Founding date 1984 Number of outlets 15 local outlets and 1 outlet in Qatar Owner Crepaway Holding Contact development@ crepaway.com

New for 2019?

• Opening with new delivery and hygiene solutions • Brand awareness.

Type Lebanese street food Founding date April 2018 Number of outlets 1; launching franchise in 6 months Owner 7Management Contact info@7management.me

67.

Biggest achievements in 2018?

• Opening in Achrafieh St Nicolas outdoor and indoor • Summer season outlets in Jounieh, Broumana, Rayfoun New for 2019?

68.

65.

Biggest achievements in 2018?

• Em Sherif Restaurant will soon open its doors in Egypt, Bahrain, Syria & Baghdad, Iraq • Em Sherif Café will soon be opening in London, Riyadh, Kuwait, Cairo with agreements signed for Qatar, Baghdad, Syria, Bahrain & Iran New for 2019?

• Start franchising "Em Sherif Sea Café" abroad Type Em Sherif (Lebanese fine dining restaurant), Em Sherif Café (elegant Lebanese café), Em Sherif Sea Café (modern seafood café) Founding date 2012

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Baghdad Iraq and Libya New for 2019?

• Plans to expand the brand to the USA, Canada and Europe Type Lebanese restaurant Founding date February 2012 Initial franchise fee Starting USD 250,000 Royalty fee Starting 5% Number of outlets 9 Owner Food Palace Ltd Contact franchise@ handfulmanagement.com

Initial franchise fee Em Sherif (Restaurant + Sea Café): USD 800.000; Em Sherif Café: USD 400,000 for the first outlet / USD 300,000 for the 2nd outlet / USD 200,000 for the third outlet Royalty fee 5-6% Number of outlets 6 (Em Sherif Restaurant, Em Sherif Café, Em Sherif Sea Café, Parrilla (Winter & Summer outlets), NumeroSix; Em Sherif Restaurant opening soon: Damascus, Bahrain, Egypt, Baghdad, Abu Dhabi; potential expansion: London, Paris, Turkey, Riyadh, Dammam, Monaco; Em Sherif Café opening soon: Riyadh, Kuwait, Cairo Agreements Signed Qatar, Baghdad, Syria, London, Bahrain & Iran Franchise owner S.G.R Offshore Contact info@sgr-offshore.com

HOSPITALITY NEWS ME | FEB-MAR 2019

Biggest achievements in 2018?

• New three outlets opened in Dubai; Kababji UK licensee initiated the UK development plan by selecting two prime locations in London; Fine-tuned and modernized the Kababji

69.

Biggest achievements in 2018?

• Sold franchise to Kuwait and signed memorandums of understanding with two other GCC countries; total of 9 new outlets • Introduced a new eating trend

• Summer outlet in Jbeil • Another year-long location under study Type Tex-mex bar restaurant Type of franchise Franchise with co-management Founding date 2015 Number of outlets 6 Initial franchise fee USD 150,000 Royalty fee 5% Franchise owner MEC Contact mec@mec-concepts.com

model; Fit out completed for the first Kababji outlet in Wimbledon, London to open in February 2019 New for 2019?

• Developed two new exciting food products that will be introduced in January 2019 Type Lebanese fast casual restaurant chain Founding date September 1993 Royalty fee 6% Number of outlets 23 Franchise owner Kababji Contact info@kababji.com

of Kharouf to the Lebanese market New for 2019?

• New items on menu • New franchise opportunities • The start of delivery Type Lebanese fast casual Founding date July 2017 Number of outlets 2 Initial franchise fee Depending on country Royalty fee 5% Franchise owner Gino Khoueiry & Sharbel Akiki Contact gino.khoueiry@ disruptiveeg.com

SPECIAL REPORT

70.

Biggest achievements in 2018?

• Opening of two new outlets in Kuwait, at Levels and Al Kout Mall and the preparation of an expansion plan for Riyadh • Management of all marketing and social media headed in Beirut's corporate office • Renovation of Mirdif branch in

71.

Biggest achievements in 2018?

• Opening Lina’s Verdun • Opening Lina’s Kfrhbab New for 2019?

72.

Biggest achievements in 2018?

• Bahrain and the UAE are now on the development plan • Opening at Cascada Mall and signing in Centro Mall • New openings in Australia New for 2019?

• New menu to be introduced

FRANCHISING Dubai adopting Leila’s new image New for 2019?

•The revamp of at least four outlets and the opening of three new locations in Saudi Arabia Type Lebanese casual dining Type of franchise Business format franchise Founding date June 2006 Initial franchise and royalty fee Depending on the country Number of outlets 4 branches locally and 12 branches abroad Franchise owner Dory Daccache, Joe Abrass and Joe Njeim Contact chadi.a@ leilarestaurant.com

• New furniture • Revisited menu • New identity color Type French café and casual dining Founding date 2001 Initial franchise fee € 100,000 Royalty fee 5% Number of outlets 14 Franchise owner Catertainment sal Contact info@linaslb.com

and rolled out in eight countries • Opening new branches • Introducing a new experience Type American casual dining Type of franchise Casual diner/ sports bar Founding date 2007 Initial franchise fee Depending on country Royalty fee 5% Number of outlets 7 locally and 17 abroad Franchise owner Concepts-M Inc. Contact franchising@ lordofthewings.com

74.

Biggest achievements in 2018?

• Mayrig opened its doors in downtown Yerevan • For the second year at the Four Seasons Hotel in Laanda Maldives, Mayrig expanded the restaurant and its menu New for 2019?

• Mayrig is working on

75.

Biggest achievements in 2018?

• Relocated to Mar Mikhael • Changed the perception of

76.

Biggest achievements in 2018?

• Design update of concept soon to be applied to all outlets • Three new franchises, two in Lebanon and one in the Democratic Republic of Congo New for 2019?

• A new gelateria corner will be

73.

Biggest achievements in 2018?

• International franchise: Egypt and Qatar • New outlets in Lebanon:

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Bekfaya and Rayfoun New for 2019?

• First quick service restaurant to acquire ISO 22000:2018 Type Quick service tawouk restaurant chain Founding date 1996 Number of outlets 40 Owner Joseph and Alain Saade Contact Joseph Ajoury; Joseph. ajoury@malakaltawouk.com

HOSPITALITY NEWS ME | FEB-MAR 2019

77.

Biggest achievements in 2018?

• Signing a franchise agreement for Kurdistan, Iraq

branding, introducing a new face after 15 years of success • Always on the lookout for new opportunities and looking for further countries to expand the business Type Armenian fine dining and casual dining Founding date 2003 Initial franchise fee According to the country Royalty fee 7% Number of outlets 4 (Beirut, Riyadh, Yerevan, Maldives) Owner Aline Kamakian Contact info@figholding.com

eating seafood to a more casual, healthy & hip meal New for 2019?

• New items on the menu • New franchise opportunities • New location in Mar Mikhael Type Casual full service Founding date 2014 Number of outlets 1 Owner Gino Khoueiry Contact gino.khoueiry@ disruptiveeg.com

added to the existing stand-alone outlets • Introducing new look in the existing outlets Type Café Founding date 2006 Number of outlets 5 local, 22 abroad Type of franchise Master franchise, franchise and subfranchise agreements applicable Franchise owner Walid El Hachem Contact franchise2@ mokaandmore.com

New for 2019?

• More innovation and novelties in F&B • The opening of the first Nasma outlet in Suleimaniya, Iraq • Expansion within Lebanon Type Lebanese restaurant Founding date 2011 Number of outlets 3 local Owner R&B Holding Contact development@ nasmabeyrouth.com

SPECIAL REPORT

FRANCHISING

78.

Biggest achievements in 2018?

• Opening a new location in Downtown; Closer to opening in Saudi Arabia; Began renovating Bourj Hammoud branch

79.

Biggest achievements in 2018?

• New boutiques in Malaysia, Morocco, Oman, Azerbaijan & Kuwait; sustained sales growth in the franchised business; opened new retail concept in Lebanon New for 2019?

• Will introduce a new product

80.

Biggest achievements in 2018?

• Completed the franchise toolkit • Launched Shawarma in all branches • Initiated a new competition called “Best Tasting sandwich in

81.

Biggest achievements in 2018?

• Calls from over 14 different territories with four very serious leads in Middle East and Africa New for 2019?

• 2019 will be the year of refreshment; we are introducing new menu items and are bringing

82.

Biggest achievements in 2018?

• Opened in London (Covent Garden), one of the first Lebanese brands to be exported to London, currently operating since summer 2018

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New for 2019?

• Adding new items to the menu • A brand new and improved Bourj Hammoud branch Type Armenian casual dining Founding date 2014 Number of outlets 4 locally and 1 abroad Initial franchise fee USD 250,000 Royalty fee 6% Owner SEL SAL Contact franchise@onno.restaurant

within the pre-packed line that addresses millennials; will open in Iraq, India; Sheremetyevo International Airport, Moscow Type of franchise Luxury chocolate retail & café Founding date 1974 Number of outlets 200 boutiques worldwide; 53 within the franchised countries and 147 within the owned countries; online boutiques in USA, UK, Canada & Lebanon Initial franchise fee USD 250,000 Royalty fee 8% Franchise owner P.Franchise Contact franchise@patchi.com

Lebanon” that was in the future listed on our menu New for 2019?

• Launching our own delivery app • Extending our menu to include salads Type Lebanese fast casual Founding date November 2015 Initial franchise fee USD 30,000 Royalty fee 5% Number of outlets 6 Franchise owner One and a Half Holding Contact info@chaptertwo.me

in even more innovative ideas.

By end of year, we will hopefully have signed our first franchised territory Type American fast casual Founding date 2016 Initial franchise fee USD 60,000 Royalty fee 6% Number of outlets 2 permanent and 2 seasonal Franchise owner The bros (Antranik, Roy and Ralph Balabanian) Contact Antobalabanian@gmail. com

• Signed Bahrain and Riyadh New for 2019?

• Introduce new working hours; we plan to open until night time.

• Develop the menu Type Lebanese fast casual bakery Founding date July 2016 Number of outlets 6 outlets total by end of 2019 Franchise owner The Lebanese Bakery S.A.R.L Contact mail@ thelebanesebakery.com

HOSPITALITY NEWS ME | FEB-MAR 2019

83.

Biggest achievements in 2018?

• Al Salmiya, Kuwait and Seaview Abu Halifa, Kuwait New for 2019?

• Maintaining quality, value and taste: we are currently pursuing innovative solutions to continue developing our operations, to

84.

Biggest achievements in 2018?

• New store openings, adding more pizza varieties, simplifying our customer ordering process

85.

Biggest achievements in 2018?

• Qatar opening • Three new outlets in Lebanon • Launching development in UAE New for 2019?

• New healthy products line • Opening in the UAE

ensure customer satisfaction Type Lebanese seafood restaurant Type of franchise Master and outlet franchise Founding date 1961 Initial franchise fee USD 500,000 Royalty fee 8% divided into management and royalty Number of outlets 4 local & 3 abroad Owner Lancer & Lancer Contact khaled.ramy@ ramyholding.com

New for 2019?

• Penetrate new regions locally • Increase our ordering platforms Type Pizza delivery Founding date 2011 Number of outlets 8 Initial franchise fee USD 25,000 Royalty fee 4% Franchise owner Ministry of Food Contact Franchise@ Tomatomatic.com

Type Lebanese fast casual bakery and market Type of franchise Single unit for local and/or international master franchise Founding date 1969 Royalty fee 2.5% Number of outlets 55 local and 7 abroad Franchise owner Wooden Bakery Contact Franchise@ woodenbakery.com

Read more online on www.hospitalitynewsmag.com Egypt: 86. Ovio; KSA: 87. Hummus Refi 88. Munch Bakery; Kuwait: 89. Ayam Zaman 90. Dose Café 91. Maki; Lebanon: 92. Moulin D'or 93. Spine UAE: 94. Al Hallab Restaurant & Sweets 95. Burger Rebel 96. Dipit Chocolate 97. Mighty Quinn’s BBQ 98. More Café 99. Pause by More Kitchen 100. Wafi Gourmet

AUTHENTIC BUTTER A SOURCE OF

PLEASURE White, yellow, tender, smooth, soft, flavored, salted…

Butter takes many forms, textures, colors and flavors.

How can you tell the difference and how do you choose the best one?

FIRST THINGS FIRST, WHAT IS BUTTER? Butter is the milk fat obtained by beating the cream pulled from milk.

It consists, according to the regulations, of a minimum of 82 % of fats of dairy origin and of a maximum of 16 % of water in the form of droplets.

NOT ALL BUTTER ARE CREATED EQUAL The best butter takes time to make. In Europe, the process of making butter is comprised of seven stages from milking, to the dairy to the packaging. Above all, it is necessary to respect the time of maturation, of churning, of kneading. The time spent is what gives added value to the product: the taste, the aroma, the texture.

So of course you will have understood: origin is one of the most important factors when choosing butter.

European butter is an entirely natural product in its pure state. Making 1kg of butter requires 22 liters of milk. And that’s it! By law, in France, only salt can then be added, to obtain a salted butter. It has been made the same way for thousands of years and is still as smooth, soft, and delicious as it always has been. Even through the ages, it has remained a natural and traditional product, an emblem of European agriculture and gastronomic cultures.

Embedded in regional products and ancestral expertise, it is the benchmark product of pleasure and gastronomy.

Did you know?

European Butter is 100% natural: soley containing cream, milk and ferments.

— European Butter is a traditional product, an emblem of European agriculture and gastronomic cultures.

— European Butter Can be yellow as a result of the grass which the cows eat!

BUTTER: COOK IT OR SPREAD IT! Butter is a food, much more than a mere ingredient, and it reveals numerous flavors.

It fits into elaborate dishes and simple recipes alike. Nowadays, we readily place it at the table, at the forefront, as we would do a noble product. Butter, an essential ingredient for new culinary trends, is an ever-renewed source of inspiration.

BUTTER, OIL, MARGARINE: WHICH ONE HAS THE HIGHEST FAT CONTENT? Butter and margarine have the same fat content: 82%. Butter is animal-derived, from cow’s milk; and margarine is from vegetable origin, from sunflower seeds. However, oil (regardless of its type or origin) has a 100% fat content.

WHITE BUTTER, YELLOW BUTTER, WHAT’S THE DIFFERENCE? Be it yellow or white, butter contains 82% of fat. The yellow color is the result of beta-carotene, which is naturally found in milk and transforms into vitamin A in the body. Beta-carotene is found in grass fed cows: the more grass a cow eats, the more likely the butter will be yellow in colour.

Consequently, butter is stronger in colour during spring, as cows eat fresh grass. Summer butter is also richer in vitamin D: it is synthesized by the cow when it is exposed to the sun, which in turn is found in the milk and the butter. In Europe, cows eat grass in the meadow, that’s why you can find both white and yellow European butter!

The content of this advertorial represents the views of the author only and is his sole responsibility.

The European Commission do not accept any responsibility for any use that may be made of the information it contains.

FRENCH BUTTER, THE SECRET TO MAKE THE DIFFERENCE

CAMPAIGN FINANCED WITH AID FROM THE EUROPEAN UNION

COOKING WITH BUTTER IS A MAJOR BASIS OF EUROPEAN CULINARY HISTORY More than 95% of chefs in France and Europe say that butter is essential for cooking and baking, especially for its flavor. Its malleable texture enables it to create audacious fantasies. This is why it is now widely used in cutting edge and refined dishes. But, above all, this aroma capturer has tickled the imagination of chefs, who create unusual, sophisticated recipes to surprise audiences of consumers who are becoming increasingly numerous and demanding. According to Eric Trochon, Meilleur Ouvrier de France 2011, “Butter is an incredible holder of aromas, the buttery note prolongs the taste of food in the mouth. It ennobles the simplest products and provides that little «French twist» which is essential for all other preparations.”

THE RIGHT AMOUNT OF EUROPEAN BUTTER. AND A DASH OF EXPERTISE Every chef has his own tips and secrets to use it wisely and in the right way.

Above all, they recommend always choosing high quality butter containing 82%

fat and, in particular, to avoid substitute products such as vegetable fats and other blends. Using European butter ensures this high quality. Cooking with butter requires managing it as a raw material.

In the same way as any other product, it has to be respected to preserve its qualities. Not overcooking it, not adding too much, to obtain the most flavorful dish, which must never leave an impression of fattiness or heaviness.

BUTTER IN MIDDLE EASTERN FLAVORS? WHAT A GOOD IDEA! Cuisine is in perpetual movement. Worldwide, chefs are rewriting the traditional codes for more creative cooking. The secret to achieving a modern approach?

Using adaptable products like European butter!

Chef Mohanad Alshamali, from the UAE, told us: “Butter is a delicate product, it is important not to overheat it. That’s why I use a torch or salamander when incorporating butter into my recipes, which reveals all the flavor without the risk of overcooking.”

Chef Mohanad Alshamali’s comment on his special recipe with European Butter: My cabbage dolma with truffle & zaatar butter underscores the avant-garde uses of butter to change the entire flavor of the dish.

Butter is one of the most universal products. You can cook with it, bake with it or simply eat it unmodified. Due to the versatility of butter as an ingredient it can be used to bring out the flavor in any dish, this is the reason why so many recipes use butter in some form. The quality of the butter people use has a direct impact on the taste of the dish and therefore the better quality, the better the taste and that’s why I always use European butter as it gives my dishes a far superior taste and flavor.

SOLUTIONS

HUMAN RESOURCES In collaboration with

REASSESS YOUR ATTITUDE TOWARD MENTAL HEALTH objectives with all their hearts.” But what if that employee is struggling with their manager and cannot express how they feel? What if an employee is being bullied?

What if an employee is unable to manage their finances? Where do they turn?

Companies rarely provide services for these issues.

Mark Dickinson of DONE! Hospitality Training Solutions tackles a touchy subject within the industry Pain is something that every employee is familiar with. Pain that is not treated becomes suffering and leads to death. Death means a separation of the employee from the organization, irrespective of whether they are still present in the company or leave. This death creates a bad smell. The odor of dissatisfaction, anger, frustration and broken dreams is all too familiar in organizations, but frequently unaddressed.

Poor communication from up to down is the killer. It is always the responsibility of the top of the pyramid to solve this issue: management must own their business environment, but instead frequently blame the employees.

Employees in pain at any level create destruction and this evidences itself in myriad ways. The World Health Organization states that between 40 and 70 percent of mental health issues never get addressed. In this profit-oriented world, expenses are often a prime target when it comes to making cuts in order to increase the bottom line result, while dealing with mental health is considered a luxury. Management mindset: “Employees should feel grateful that they have a job and they should contribute to the business

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A famous edict in the hospitality industry is, ‘Leave your personal problems at the door.’ In today’s world, however, this has to change. Organizations are compelled to recognize that employees suffer from mental health disorders and are required to assume responsibility for their welfare.

Plausible deniability is no longer an option.

Invest in frequent motivational events that inspire, encourage and bond employees together Organizations must provide support for their people. The cost of mental health in lost performance and unresolved personal issues of employees can reach as much as 4 percent of GNP. To solve the problem properly, we must first recognize that it exists and that the organization is responsible for the mental, financial and social wellness of employees. In other words, the company must participate in the lives of the people who deliver their products and ensure the holistic wellbeing of their personnel.

Steps to creating a sound mental health solution for every employee: 1. Listen to employees - get an outside resource for polling employee mental health, asking questions such as how they feel, whether they think they’re appreciated and what problems they’re facing. Ask them: a. Do you feel listened to? b. Do you feel your pay is fair for the work that you do? c. Do you feel that you have job security?

d. Do you feel appreciated for what you do? e. Do you think that there is favoritism in your workplace? f. Do you feel that your managers care about you? g. Do you feel that your managers are capable of managing you? h. Do you feel that you have the freedom to get on and do your job?

2. Provide employee resources for neuropsychiatric disorders, a professional expert or service that can support employees and help them get the assistance and treatment they deserve.

3. Ensure that the company mission, identity and beliefs are the top priority of management and are frequently revisited in meaningful ways, and communicated to team members.

4. Treat those with mental health challenges as important team members for whom you are responsible and accountable, and eliminate workplace issues that cause or contribute to mental stress.

5. Allocate individuals and funds within the organization to create solutions for employees struggling with mental health challenges. Recognize and acknowledge that mental health is important and that mental suffering is a real sickness.

6. Invest in frequent motivational events that inspire, encourage and bond employees together. As Spencer Johnson famously said in The One Minute Manager, “People who feel good about themselves, produce good results.”

Companies that take mental health seriously and provide support for employees, engaging them in the spiritual side of the business, are more likely to grow and succeed and spend less resources on solving employee unhappiness. done.fyi

SOLUTIONS

TRAINING

ACCESSIBLE HOSPITALITY: UNTAPPED POTENTIAL With the threat to the hospitality industry from alternative economies ever increasing, the time has come to redirect our attention ‘inside the box’, by expanding the concept of service to include market segments that have not yet been fulfilled. ‘Accessible Hospitality’ is one such area offering untapped opportunities. Hospitality guru, Manal Syriani, tells us more Accessibility requires properties to provide services and products that are user friendly for people with specific needs and their carers. Making your business accessible is an opportunity to raise standards and increase profits. Due to the minimum accessibility standards adopted by hospitality firms, making your business accessible will also provide a competitive edge.

Under the classification system adopted by the Ministry of Tourism, hospitality properties are required to abide by certain norms to ensure their business is accessible to all categories of clientele.

However, these requirements are limited to the physical building and should be complemented with other soft services to reach a fully integrated concept and facilitate guests’ engagement.

Implement a comprehensive culture Accessibility is a social responsibility that should be established as part of the concept vision, mission and values.

It hinges on the team - and other stakeholders - adopting the appropriate mindset to make guests with specific needs comfortable. The internal Code of Ethics and Quality Promise of any premises should be built around accessibility.

Core products and services should also validate this culture and be adapted to fit the concept. For instance, packages offered for a hotel stay may include targeted amenities and flexible check-in/ check-out procedures, such as in-room check-in and/or check-out, tailor-made to meet guests’ needs.

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service that will allow guests to be attended to in a way that doesn’t cause them offence or feel rushed. A simple adaptation can go a long way in securing repeat business from first-time guests.

Upgrade team knowledge Train your employees and equip them with the appropriate tools for understanding guests’ conditions, identifying their needs and translating that into personalized service. While the SOPs will play a role in providing a basis for such service, there are instances when common sense should prevail. Therefore, team members should be permitted to improvise when seeking solutions, while staying true to the spirit of the concept.

Reach out Promote your business accessibility and ensure channels of communications are user friendly to that specific clientele.

The website and other social media outlets should provide comprehensive information about your services and your facility. Include information about your staff’s knowledge and specific training in that field, since this represents added value. It might also be beneficial to dedicate a member of the sales team to actively generate leads through sales calls and other tools.

Collect feedback Collecting customer feedback is always a must when entering a new market, since it will allow your business to grow and shape your services to meet the increasing needs of this clientele group.

Customer feedback could be your most important asset.

Expand standard operating procedures (SOPs)

Going the extra mile ...

The operating standards of the property should include a dedicated section that covers the flow of service when serving guests with specific needs. Clear policies should be written on how to manage moments of truth and provide a discreet

While making a business accessible can open it up to new market segments, adopting the same approach as an employer by targeting workers with specific needs can also be beneficial, since this will reinforce the culture.

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PRODUCT ZONE

NEW PRODUCTS

ON THE MARKET

Invest in the right products and equipment to make cooking easier.

Here’s a good place to start

CUTLERY KIT Horepa’s cutlery delivery kit comes with full automated machines, while printing in full color, packaging in paper or BOPP. Able to include up to nine items.

HOREPA PACKING & TRADING horepa.com

3D CONFIGURATOR FROM BLANCO PROFESSIONAL

SOLPAK: SANDWICH NEO KRAFT

From the initial concept to the precise, detailed 3D view, Blanco Professional’s comprehensive product configurator allows specialist dealers, planners and users to obtain a professional, visual representation of tailored foodserving solutions. The 3D Configurator offers clear menu navigation for intuitive use.

BLANCO PROFESSIONAL GMBH + CO KG blanco-professional.com

An easy-to-use design suitable for all sandwich types, it is an ideal solution for ecological, take-out and delivery solutions.

PRO PLUS CREATIVE propluscreative.com

VIEVE PROTEIN WATER Naturally flavoured, great tasting protein water, Vieve is a hydrating protein water drink for busy active people on the go. The product originated in the UK. NUTRIHEALTH LEBANON nutrihealthlb.com

LG CAPSULE-BASED CRAFT BEER SYSTEM

PRODEL BAGS A new, fashionable, smart food delivery backpack with an ergonomic design and modern functionality. Available in four colors: black, green, red and orange.

PRO PLUS CREATIVE propluscreative.com, prodelbags.com

ISTANBUL AND VENICE CAPSULES Nespresso Café Istanbul will inspire any lover of black coffee taking them directly into the heart of the wild and bustling atmosphere of that era. Nespresso Caffè Venezia with its elegant and delicate profile is the perfect muse and inspiration in a cup.

NESPRESSO buynespresso.com

TALIA FOODS Talia Foods brings the best of nature's goodness to provide you with delicious, nutritious food from canned vegetables, fruits, sauces and pickles to makdous.

FOOD CHOICE foodchoiceq8.com

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LG’s unique capsule-based system brings revolutionary simplicity to the art of brewing with one-touch activation. With a set of single-use capsules – which contain malt, yeast, hop oil and flavoring – and at the press of a button, users can relax as LG HomeBrew automates the whole procedure from fermentation, carbonation and aging to serving and cleaning. A free companion app (for Android and iOS devices) lets users check HomeBrew’s status at anytime, anywhere.

LG ELECTRONICS, INC. lg.com/sg

ARGOS –ORAPI Argos-agro professional chemicals designed to optimize the cleaning procedures in foodprocessing plants, for all products, from dairy to poultry and meat. Highly concentrated foaming degreases & disinfectants, based on either quaternary ammonium or chlorine.

Environmentally friendly and abides by REPAB F regulations.

L.T.M. SAL –SANIPRO sanipro.com orapi-hygiene.com

PRODUCT ZONE

EQUIPMENT

ESSENTIAL NICETIES

Luxury

Green line

Ecolabel-certified

Bespoke for Raffles, Warsaw

difficulties. That said, luxury and designer As hoteliers continue to labels remain essential and definitely hold a upgrade their offerings as a way leading position. of satisfying the demands of What kinds of products or trends will their visitors and meet guests’ you focus on this year? preferences, the amenities 1. Packaging segment is in the midst of a major We pledge to prioritize the usage of plantevolution. Laurent Marchand, based (such as sugar cane), recycled plastics president of Groupe GM, a leading and the use of 100 percent renewable raw materials. We are also in the process of player in the guest amenity developing additives that accelerate the industry, shares his thoughts decomposition of chemical structures found

How has the amenities category changed since the company was founded?

We started off with one brand back in 1972 - Ô by Lancôme by L’Oréal. Today we have 31 brands without taking what we call private brands into account. The time of customization, being different and having a unique offer is predominant and has shaped the market. The amenity offer used to be ‘standard’, with a very basic selection.

Nowadays, we can provide a hotel with eye masks, oshibori towels, a line dedicated to kids and the greenest-certified formulas.

Brands are more involved in the amenities business and concerned with the image and quality of the offer.

Are luxury and designer labels still important to guests and buyers or has the focus shifted?

There is a huge demand for and shift toward eco-friendly packaging and it’s evident that all the big cosmetic names are investing in finding green alternatives. Ten years from now, I am convinced that the offer will be completely different and that companies failing to follow this change will be facing

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in plastics, helping to make their packaging oxo-biodegradable. Groupe GM is actively evolving the use of plant-based plastic to avoid the packaging containing components of petrochemicals.

2. Formulas In addition to our eco-friendly packaging, we use formulas made from natural and plant-based ingredients. Our formulas boast up to 99 percent natural origin ingredients and are free from formaldehyde, phthalates, ionizing radiation or parabens. We also develop formulas that are made with natural perfumes, herbal extracts, essential oils and vegetable oils, and do not contain any ingredients of animal origin, sulphates, mineral oils, colorants, phenoxyethanol, sodium lauryl sulfate (SLS) or sodium laureth sulfate (SLES).

Moreover, our formulas are dermatologically tested and are not tested on animals. We are also developing solid formulation with a view to removing plastic packaging. We are working on solid shampoo, shower gel, conditioner and body lotion. The benefits of solid products are that there is no plastic used, while water consumption is largely reduced during production.

What were the top five amenity brands of 2018?

In terms of quantity • Damana Earth & Sun • Algotherm • Omnisens • Pascal Morabito • Atelier Cologne In terms of turnover • Guerlain • Clarins • Atelier Cologne • Codage • Nuxe

With which hotel chains does Groupe GM have an exclusive agreement?

It would be difficult to list them all, since we’ve signed several exclusive agreements with hotel chains. Four Seasons, Kempinski, Mandarin Oriental, Melia and Raffles are just a few. You can find: Guerlain at the Kempinski Beirut; Atelier Cologne, Rose Anonyme at the Mandarin Oriental Doha; and Guerlain at the Four Seasons Dubai.

Blaise Mautin, found at Raffles, Warsaw, is a line of bespoke amenities.

What is the new product lineup of amenities in category classification?

• Luxury: Jo Malone London Amenities • Design: Square 300ml Ecopump • Green: Damana line: Apothicals by Damana, which is going to be ecolabelcertified • Personalized: a personalized packaging offer with eco-green options, such as sugar-cane bottles, bottles with ecopure (biodegradable plastic packaging), postconsumer resin (PCR) or post-industrial resin (PIR) bottles.

• Eco-friendly: our soaps are going to be Roundtable on Sustainable Palm Oil (RSPO)mixed with no ethylenediaminetetraacetic acid (EDTA)/ butylhydroxytoluene (BHT). groupegm.com

PRODUCT ZONE

EQUIPMENT

HOTEL AMENITIES Available at Mandarin Oriental Doha

Available at Hotel Les Sources de Caudalie

Turkish rose essence and absolue are married with fresh and sparkling notes of bergamot from Calabria and ginger from China. mandarinoriental.com/doha

The hotel line is inspired by Caudalie’s Vinotherapie Spas and offers unique skincare products scented with Fleur de Vigne fragrance. All our formulas comply with the European cosmetic regulation and with Caudalie’s Cosm’Ethique Charter. The fragrance includes notes of white rose, watermelon and pink peppercorn, as well as an energising citrus burst.

The new product range features 40ml shower gel, shampoo and conditioner that come in clear, purple-tinted bottles, as well as a body lotion offered in a clear, non-tinted bottle. All bottles have opaque, engraved front flip-top caps. sources-caudalie.com

Available at Phoenicia Hotel Beirut

Available at InterContinental Jordan

ila is a British range of natural skincare and spa treatments created by Denise Leicester, who has spent a lifetime exploring the dynamics of natural healing. ila’s philosophy is encapsulated in its maxim ‘beyond organic’. phoeniciabeirut.com

This hotel prefers its choices of in-room amenities to reflect and support local culture and society and with that in mind, its products are 100 percent Jordanian and recycled. This enables the hotel to deliver bespoke experiences to its clientele to get a sense of Jordanian traditions and hospitality. intercontinental.com

Available at Hotel Havgrím

Available at Ace Hotels

For over 40 years, L'Occitane has created natural beauty products inspired by the Mediterranean art-de-vivre. The hotel’s amenities and gift sets are dedicated to wellbeing. spa.loccitane.com/mer-mistral-collection

Janet Jay hand-produces Pearl+ Soaps exclusively for Ace Hotels at Studio J. The products rest on the vanities or hang from handknotted macramé cords in all of Ace Hotel's rooms. pearlplus.net

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PRODUCT ZONE

EQUIPMENT

ELEMENTS TO CONSIDER WHEN DESIGNING A RESTAURANT MENU Experts concur that from a marketing perspective, a restaurant’s menu is its most important sales tool. To that end, there is plenty of research proving a direct correlation between increased profit, by a margin of between 10 and 15 percent, and a well-designed menu. Heeding the following key elements will help restauranteurs to maximize the 100 seconds customers spend on average scanning an entire menu and inviting, according to research. Including what is known in the industry as a ‘decoy’, namely an exuberantly-priced item close to the top of the menu which, in turn, makes other items appear more reasonably priced, is another strategy.

Language

Visuals As the saying goes, a picture paints a thousand words and in this particular case, pictures add value. For these to achieve the desired effect, the visuals should convey emotion, whet the appetite and offer guests a clearer notion of what to expect. However, incorporating too many images will have a negative effect, which is why experts recommend keeping the number to a maximum of two per page.

Currency The practice of eliminating currency signs is highly encouraged as this drives customers to subconsciously shift their focus to the actual menu items which, in turn, reduces anxiety. Placing prices at the end of the description of each item, rather than to the far right-hand side, is also advisable, since it discourages customers from making comparisons. Prices that end with a number other than zero are interpreted as friendly

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Using softer adjectives, such as replacing the word ‘fried’ with the word ‘crispy’, make items more desirable and can help customers to feel less guilty about ordering food containing more calories. In addition, detailed descriptions have been shown to increase sales, as customers sub-consciously feel they are getting more value for their money.

One other strategy is to place dishes the chef would like to promote in separate boxes on the menu, coupled with imaginative, enticing descriptions. Statistics confirm that this last strategy has been proven to raise customer interest and drive curiosity.

Space One theory holds that when scanning a menu, our eyes follow a natural path, which makes item arrangement paramount.

Psychologists believe that the eyes move from the center to the top right first, then to the top left of the menu, a space commonly referred to as the ‘Golden Triangle’. To gain optimal effect, it’s therefore advisable to position the most requested items at the top right of the menu, the limited/seasonal items in the middle and reserve the top left side for entrees and appetizers.

Choice When it comes to the number of items listed, it is highly recommended to offer no more than seven choices in each category, especially when it comes to fine dining restaurants. This decreases anxiety and instills a higher sense of quality-to-value ratio in the offering.

Icons These visuals have shown to have a highly effective impact on indirectly assisting customers in learning more about an item in the shortest space of time. A bracketing system can act as a similar tool, offering the same item in different sizes, helping customers to calculate prices and allowing them the satisfaction of feeling that they have identified a good deal.

Origin Today’s consumers expect to know where products come from and also how they’ve have been produced. Including this information can be an effective tool in meeting these requirements, while providing a valuable opportunity to increase demand.

Digital menus In an era when a customer’s first encounter with a new restaurant ahead of trying it out invariably happens online, having a visually appealing and clearly mapped menu is key. This menu should also automatically resize itself to fit any electronic display for optimal appeal.

PRODUCT ZONE

FOOD

SPICE UP YOUR LIFE Sauces, condiments and dressings have played a central role in the evolution of the global food culture scene. While the range of products within the segment used to be somewhat limited, a combination of changing consumer preferences, a rise in demand for convenience, increased willingness to try international cuisines and growing health concerns has prompted producers to rethink their entire offering Owing to mounting product innovations and differentiation, the global market for sauces, condiments and dressings is expected to surpass USD 38.8 billion by 2023 at a compound annual growth rate (CAGR) of 4.9 percent according to Market Insights research firm. The following are some of the major strategies that are being employed to help grow a traditional market in new ways.

Traditional with a twist A good point of entry when dealing with consumers who are hesitant to try new flavors is to ease them into this developing sector by gradually acclimating them. To that end, a number of producers have recognized the potential that this consumer segment has and introduced products that are familiar, but with a slightly altered composition. Some examples are mayonnaise with wasabi, chipotle, pesto, garlic, horseradish and ginger flavors. Ketchup is also being produced in new varieties that include ghost pepper, jalapeĂąo and Sriracha, while mustard is now available in additional flavors, such as garlic, blue cheese and oregano.

Organic The sizeable number of health-conscious consumers who tend to avoid condiments on the basis that they can be detrimental to their health has led to producers tweaking their offerings to maintain their market share. As a result, the existing varieties of condiments are now available in alternative options that are free from preservatives,

AMAZON SRIRACHA PEPPER SAUCE Named after the Thai city Si Racha, this sauce is made with chili pepper paste, distilled vinegar, garlic, sugar and salt.

Sriracha is frequently used as a dipping sauce and on all types of foods.

AL SULTAN FOOD STUFF CO. alsultanfoods.com

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artificial flavors and genetically modified organisms.

Diet-centered Producers have also focused on catering to the segment of consumers with special dietary needs, including allergies, by offering additional ranges of products that contain less sugar, calories and fat. These healthier alternatives are lighter, lower in calories, gluten-free and without added salt, yet still pack a flavorful punch when compared to their original counterparts.

Exotic blends Previously, the existing range of locally produced sauces and condiments was reliant on the availability of home-grown ingredients, which, over time became the staples of the sector. However, as sourcing foreign ingredients became easier and cheaper, interest in Asian blends began to rise, and today remains all the rage among consumers. Umami, miso and Korean favorite kimchi, which is especially popular among vegan and health-conscious consumers, rank among the most soughtafter condiments. Their popularity has expanded significantly due to the trend for exchanging cuisines that has been generated by multicultural demographics and characteristically curious millennials, who are not only are more adventurous than previous generations, but also keen to experiment with new flavors and spices in established recipes.

GOCHUJANG A red chili paste that also contains glutinous rice, fermented soybeans, salt and sweeteners, this thick, spicy, concentrated condiment is highly versatile, offering many possible uses.

GENERAL PROMOTION gp-me.com

PRODUCT ZONE

BEVERAGES Lebanon’s winemaking industry might be small in scale, but it certainly has plenty of standout strengths, which range from a lengthy, colorful history to a highly enviable terroir. These and other positives, such as the characteristically entrepreneurial and innovative approach of its producers, have helped to secure the country a welldeserved place on the international winemakers’ map

While many nations are quite rightly proud of their winemaking tradition, few can match Lebanon’s vinicultural heritage, which is believed to date back around 5,000 years and was nurtured by the Phoenicians, who went on to share their craft farther afield.

Zafer Chaoui

Fast forward through the centuries to today and the country is home to a unique boutique industry, comprising some 50 wineries, producing 9 million 75clsized bottles annually, half of which are consumed locally.

In praise of individuality

Caro Maurer

Philip Goodband

Zafer Chaoui, the president of the Union Vinicole du Liban, and chairman and CEO of Château Ksara, mapped out some of the benefits that the country offers local producers, which he said range from its exceptional terroir and altitude in key growing areas such as the Bekaa, to a great climate, supported by seasonal changes. “The high altitude helps a lot as the growing season period comes in very slowly, which leads to the grapes reaching a full phenolic maturity,” he explained. “This helps to bring complexity, floral and fruity notes to the wines.”

Chaoui added that the very low percentage of humidity and lack of rainfall in the Bekaa between June and the harvest season are also advantageous, since they help to protect the vines from fungi such as odium, mildew and other cryptogamic diseases, which need high hygrometry to survive and proliferate.

Asked which grapes he thinks are best suited to the local soil, Chaoui cited the indigenous white grape varieties, such as Obeidy and Merwah, with very old non-grafted vines. “As for the reds, the first historically introduced French grape varieties, like Cinsault, Grenache and Carignan, have proven to perfectly adapt to our terroir,” he noted.

Caro Maurer, Master of Wine (MW), wine writer, educator and consultant, noted that Lebanon’s longstanding historical connections with France are among the factors that set its wine apart from varieties

Axel Biesler

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found in other southern Mediterranean countries.

“The Lebanese wine is very classical, especially when compared with those of its neighbours, such as Israel, where the wine is more Californian in style, made with very ripe fruit,” she said. “In contrast, Lebanon’s wine is much more restrained, leaner and more precise, with a stronger tannic structure.”

Yet the wine clearly has its own distinctive character, as Philip Goodband, MW, who chairs the wine judging at the International Wine and Spirit Competition (IWSC), and provides a range of services, including wine assessment, blending, award-winning range creation and communication, noted.

“In the context of wines from the Eastern Mediterranean, my impression was that most wines showed their regionality in a positive way, showing fruit which was not the result of baked vineyards and hot fermentations,” he noted. “Most were from Bordeaux grape varieties, but definitely not from Bordeaux!”

What’s trending In terms of the Lebanese wines that are currently proving popular locally, Chaoui told HN that tastes vary, according to the demographics. “The light-bodied and easy-drinking wines are popular with the young consumers, while the rosé is still very popular with the ladies,” he said. “As for the men, the tendency is more towards the fully structured, intense and tannic wines.”

Most domestic trends echo global patterns of demand, he added, largely due to the high numbers of Lebanese that travel.

Lebanon’s winemaking industry has expanded in the past two decades, with more than 30 new wineries opening since 2003, although the local operating environment can often be a challenging one for producers.

Chaoui explained that capacity constraints and hefty costs are among the local issues affecting producers. “We are a very small country that produces very little compared to international producers,” he noted. “Costs are

high and land is expensive. Other challenges include having to import equipment, such as bottles and corks.”

Scaling new heights Like producers elsewhere, local winemakers are also feeling the effects of global warming, which include severe droughts.

The lack of rainfall has prompted several producers to head upward and grow their vines at a higher altitude, where less water is required and the average temperature is lower. Chaoui noted that producers are also making use of the high-performing dripper system of irrigation.

The wine journalist Axel Biesler believes that Lebanon’s altitude will certainly stand it in good stead going forward. “Yes, troubles have increased over the past couple of years, but Lebanon still has a great advantage because it has those incredible heights where it is possible to produce wines,” he said. “I see Lebanon’s wine future in the mountains. Just check the ‘Vertical 33’ project, where they’ve started to grow Pinot Noir at 1,300 above zero.”

Maurer agreed that being able to move upward is a big advantage, although she acknowledged that other challenges, such as the expense of irrigation and unpredictable weather patterns were still a concern.

“Even higher up isn’t problem-free, since rising temperatures from global warming mean that there’s less melting snow coming down the mountains to provide water in spring,” she explained. “Getting water at the right time is challenging for all wine-producing countries and will require producers to make carefully considered judgments when adjusting their vineyards.”

Support and solutions New innovations within the industry are playing a part in supporting producers as they look to resolve these and other issues, as Goodband explained. “Work in the vineyard to manage and reduce inputs, grape development, including, importantly, targeted irrigation where allowed, clonal selection, rootstock and canopy management, can all assist greatly to achieve timely phenolic ripeness,” he said.

Several developments are already providing valuable support to industry players across both the viticultural and vinicultural fields in Lebanon, according to Chaoui. “New vine crossings, as well as immune rootstocks, have been created recently, permitting the production of healthier grapes more resistant to diseases,” he told HN. “In the vinicultural

field, the ‘egg-shaped cement vats’ have brought considerable improvement to the alcoholic fermentation level, slowing the yeast activity and permitting the production of more complex wines.”

Diversity and drive Despite the key role that pioneering technology is playing in taking the industry forward, the experts who spoke to HN agreed that local successes were also down to the entrepreneurial spirit, skills and flair exhibited by Lebanon’s winemakers, built on a long-established legacy.

The high altitude helps a lot as the growing season period comes in very slowly, which leads to the grapes reaching a full phenolic maturity, This helps to bring complexity, floral and fruity notes to the wines Zafer Chaoui

“Lebanon is producing fine wines from every kind, using both new and old methods,” Maurer said. “Just take a look: you have Château Ksara in the Bekaa, dating back to the Jesuit winemakers; Domaine des Tourelles, also in the Bekaa, where Faouzi Issa is maintaining its traditions; and, in contrast, the very modern Ixsir in Batroun. Wine is not made by technique, but with engagement, heart, knowledge and experience.”

Biesler was also cautious when it came to championing the technical element.

“Modern wine-making needs expertise, of course, but the wine market today is very dense,” he said. “If you’re a wine country, you need a fingerprint. And to bring that fingerprint onto the bottle requires as little technology as possible. Bringing both worlds together, the oenology-science of today and the knowledge of a country that’s been producing wine for some thousands of years and has an outstanding terroir, should be enough to stand out in the market.”

Untapped markets Given Lebanon’s limited vineyard surface, which totals less than 2,000 hectares, Chaoui is convinced that producing “exceptional, high-quality wines from naturally grown vines at competitive prices” is the best strategy for the industry.

He is also confident that the potential exists for export growth, despite capacity

constraints. “The [Chinese] economy is impressive and it’s a huge market,” he said.

“It’s also a challenging one and our imports to date have been small, but we have some niches which we think could be fulfilled in the market.” Key US states are also worth exploring, he added.

Biesler agreed that the US market holds promise, alongside other countries with a sizeable diaspora, such as Brazil and France.

“The higher proportion of curio wine-lovers, the better it is,” he noted.

His thoughts were echoed by Maurer, who cited the Scandinavian countries of Norway, Sweden and Denmark as “open-minded, advanced” markets, where consumption of wine was still growing. “Consumers there are looking left and right - they want to taste and learn new things,” she said. “They are also fascinated by products with an interesting history and classical style.”

Maurer added that it was evident producers are already reexploring their own history, looking for indigenous grapes they have ignored, such as the Obeidy grape, for example, while Ksara has just released a single variety wine made from Merwah. “This is something actually making the country more interesting than its neighbors who don’t have indigenous grapes,” she said. “Only a country with exceptionally old vines can capitalise on such cared-for, interesting soil.”

However, there could still be room to improve the way that wines are marketed to the younger generations, according to Goodband. “Lebanon has benefitted from Ch. Musar for years and distribution has been growing for other wines, but in my view, there is a need to further expand awareness of quality amongst the younger generation,” he said. “Increased use of targeted digital communication direct to consumer and in cooperation with local distributors, strengthened by independent wine awards like the IWSC, can help do this.”

Tapping into the younger generation’s love for experiential discoveries and traceability when it comes to consumption is another approach that is inevitably gaining traction, given Lebanon’s strengths in this area. “Even though the country is so small, I found it incredibly huge when I visited Lebanon.

And what a beauty it is, when you drive up the mountains!” Biesler said. The practice of replanting on land that had until recently been abandoned, he added, represented “a great USP”.

FEB-MAR 2019 | HOSPITALITY NEWS ME

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CHÂTEAU KSARA CREATIVITY, INNOVATION AND CONSISTENCY In an interview with Château Ksara’s General Manager, Dikran Ghazal, discussed what was achieved in 2018, what the latest challenges are and what exciting happenings he expects for 2019 ‘’The first good news is that the local wine sector in Lebanon continued to gain great awareness and appreciation in 2018 amongst Lebanese wine lovers searching for a unique experience and ready to discover new types of wines,” Ghazal said during an interview he gave to Hospitality News recently. “The second news is that 2018 ended on a good note despite the difficult economic context in Lebanon. This is due to the on-going determination of the entire Ksara distribution and marketing teams and the support of the company’s trade partners in the market who have channeled great efforts into sustaining the hospitality industry. We had positive performances in the export markets, a good indicator that Ksara’s portfolio is well appreciated amongst the Lebanese diaspora and the non-ethnic markets,’’ he noted. Ghazal added that with the enotourism growing steadily in Lebanon over the years, Château Ksara’s strategy has driven even more traffic to its scenic headquarters nestled in the Bekaa valley.

Notable milestone ‘’In 2017 and for the second consecutive year, Château Ksara was ranked the 3rd most visited site by the Lebanese Ministry of Tourism,” he said. “More than 80,000 individuals visited Ksara’s unique 2-kilometer Roman caves and that number rose to 100,000 in 2018.”

Ghazal told Hospitality News that on the back of this promising annual, double digit growth, “Château Ksara management continues to enjoy the support and commitment of its visionary Chairman, Zafer Chaoui who consistently recognizes the importance of evolving the visitors’ experience of our unique 2-kilometer caves and by offering different wine tasting experiences with additional new options set to be announced early in 2019.’’

As a leading winery, Château Ksara, achieved a new notable milestone in July 2018 with the launch of its most-recent premium rosé, ‘Nuance’. An exciting addition to the producer’s extensive and diverse catalog, Nuance captures the pure essence of a rosé wine while inviting contemporary

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Dikran Ghazal, general manager, Château Ksara

wine-lovers to experience an elegant and new creation that speaks the language of a carefree summer. Ghazal described Nuance as, ‘’A nod to Ksara’s clear-cut determination to continuously offer innovative creations that meet the needs of loyal customers and potential prospects.”

In catering to a diverse audience, Ksara is highly aware of the need to provide novelty. Asked how the company manages to maintain its edge in this area, Ghazal explained that, “The winery invested a significant amount of time and money into researching and understanding different market segments based on lifestyles, tastes, age and income in order to accurately develop and market its products. We had

The winery invested a significant amount of time and money into researching and understanding different market segments based on lifestyles, tastes, age and income positive performances in the export markets thanks to the efforts of our export team, demonstrating that Ksara’s portfolio’ is highly-appreciated by the Lebanese diaspora and the international audience. Another key factor that has supported the brand’s vision, is the company’s ability to customize the products to meet the needs of individual markets and to cater to all tastes,’’ he added. Château Ksara will continue to tailor its product line to meet the needs of the younger wine lovers through innovation.”

New wines in the export market Driven by international demand and the growing popularity among wine lovers and sommeliers of rare and unusual indigenous varieties, Château Ksara also introduced in the summer of 2018 a historic and rare

white wine ‘Merwah’ varietal by digging into Lebanon’s winemaking heritage.

Ghazal explained that Merwah has been produced in a limited quantity, heightening the desire for that wine amongst wine experts and people in search of rare wines.

Commenting he said, “Merwah white wine is destined for export to key markets such as the UK, New York, Germany and many other key cities further cementing our track record of innovation and vision,’’ he said.

Ghazal noted that as an ancient native white grape, Merwah enjoys a profound expression thanks to Lebanon’s formidable terroir. “It is a grape, which the Jesuits, who founded Château Ksara in the mid-18th century, would have been familiar with when they pioneered viniculture in the Bekaa Valley back then,’’ he told Hospitality News.

What lies ahead Asked to share his thoughts on what is to come in 2019 Ghazal commented, “This year is going to be a challenging year but it is important to remain positive and to continue believing in our plans and our trade partners.

Innovation, creativity and consistency are three winning ingredients that will help Château Ksara to continuously exceed consumers’ expectations through the quality of its wines, the 162 years of heritage and expertise and key engagement platforms.”

On another positive note, Ghazal pointed out that the 2018 harvest season was among the longest, delivering one of the best yields in terms of grape quality and Château Ksara expects this year to produce ‘great millesime’ (vintage). In conclusion, Ghazal said, “We should be proud of drinking Lebanese wines and never underestimate their quality. We have great soil and sun all-year round, as well as great local expertise to be proud of.

Cheers to a great and prosperous new year. chateauksara.com

www.chateauksara.com

PRODUCT ZONE

BEVERAGES

LEBANESE WINE Lebanon has been home to modern wineries since 1857, with an annual production of about 9 million bottles and almost 50 wineries. Here are 20 reasons to toast one of the country’s major exports

ADYAR

AURORA WINERY

Year established 2001 Yearly production 90,000 Awards Gilbert Et Gaillard / Or Expression Monastique 2013 + Rechmaya 2012; Organic Award - Gold International Organic Wine Award IOWA Latest release Sangiovese 2016 adyar.org.lb

Year established 2006 Yearly production 15,000 Awards 90 Points in the Decanter World Wine Awards 2018 aurorawinery.com

BYBLOS WINE Year established 2013 Yearly production 9000 Latest release Byblos Wine 2013

BATROUN MOUNTAINS ORGANIC WINES

CAVE KOUROUM Year established 1998 Yearly production 300,000 Awards International Wine Challenge (UK) Bronze Medal for Petit Noir 2017 Latest release Petit Noir 2012 (Gold Medal Winner At Citadelles Du Vin Bordeaux 2013) cavekouroum.com

CHÂTEAU BIAC Year established Circa 1500 though the vineyard was producing wine in Roman times Yearly production approximately 40,000 bottles of red and 1,000 bottles of sweet wine in Bordeaux, France Awards Château Biac 2009 won a silver award at the Decanter World Wine Awards 2017 and Secret de Château Biac 2012 won the Diamond Trophy at the Sakura Women’s Wine Awards in Tokyo, Japan in 2017. chateaubiac.com

Year established 2003 Yearly production 60,000 Awards "PAR International Organic Wine Competition” in Germany, 8 awards, Riesling 2017 Top Gold, Cabernet Sauvignon 2013 Gold, and six silver medals for Ruby 2015, Patriarches 2015, Syrah 2015, Prestige 2015, Chardonnay 2017 and Seven 2017 Latest release Elite Magnum size 1.5L “Elite is selected from our finest family reserve wines and matured for 15 months in French and American oak barrels, followed by two years of bottle aging.” batrounmountains.com

CHÂTEAU KEFRAYA Year established 1951 Yearly production 1.3 million Awards Château Kefraya 2013 was recently rated 91/100 by The Wine Advocate of Robert Parker.

Latest release Château Kefraya 2013 “A highly qualitative wine defined by its elegance and distinct character.” - Fabrice Guiberteau chateaukefraya.com

CHÂTEAU KSARA CHÂTEAU KA Year established 2005 Yearly production 300,000 Awards Fleur De Ka 2008 / IWC / Silver Medal / 91 Pts Cadet De Ka 2015 / IWC / Bronze Medal / 86 Pts Latest release Fleur De Ka 2007 chateauka.com

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Year established 1857 Yearly production 3 million Awards Two gold medals at the Berlin Wine Trophy for Reserve du Couvent Red 2016 and Château Ksara Red 2015 and the Gold Medal at the Mondial du Rosé 2017 – Cannes.

Latest release Merwah “Merwah is an ancient white grape, which is given profound expression by Lebanon’s formidable terroir. Merwah is grown on 60-year-old vines at over 1,500 meters, an altitude that gives freshness and flavor to the wine’s fruity and floral aromas James Palgé chateauksara.com

CHÂTEAU MUSAR Year established 1930 Yearly production 600,000 Awards 17th in Best International Wine brand 2018 Latest release Château Musar red 2011 “Full bodied, complex and elegant, authentic wine.” Gaston Hochar chateaumusar.com

CLOS DU PHOENIX Year established 2013 Yearly production 8000 Awards 2016 Decanter London Cuvée de la Citadelle 2012 closduphoenix.com

DOMAINE DES TOURELLES Year established 1868 Yearly production 350,000 Awards A triple title at the International Wine Challenge competition 2018; Great Value Champion Red; Gold Medal; The Jury’s Trophy - Domaine des Tourelles Red 2014 Latest release Vieilles Vignes Cinsault “This bottle truly represents the identity of the Lebanese terroir.” Issa Faouzi, Oenologue domainedestourelles.com

SEPT Year established 2016 Yearly production 10,000 Latest release Obeideh 2017 “2017 was an amazing vintage the wines are balanced and elegant with a beautiful minerality.” - Maher Harb, Owner levinsept.com

DOMAINE DE BAAL Year established 2006 Yearly production 20,000 Awards Gold at New Orleans International Wine Award Domaine De Baal Red 2013 Latest release Domaine De Baal 2013 “Organic, full-bodied with a complex nose of black fruits and red berries. Elegant on the palate with silky tannins and a mineral finish.” - Sébastien Khoury, Owner facebook.com/domainedebaal

CHÂTEAU TROIS COLLINES Year established 2017 Yearly production 30,000 Latest release Nysa Red 2017, Nysa white 2017 and Nysa rose 2017 “These un-oaked, fruity wines, made from the fruit of youthful eastern north Bekaa hills vines, modern style designed to respond to new patterns of consumption ." - Rabih Sadaka, Oenologue troiscollines.com

LATOURBA CHÂTEAU NAKAD Year established 1923 Yearly production 150,000 Latest release Château des Coteaux 2012 chateaunakad.com

Year established 2006 Yearly production 100,000 Latest release Unique Sparkling Wine latourba.com

IXSIR Year established 2008 Yearly production 350,000 Awards EL IXSIR Red 2012 92/100 The Wine Advocat (Robert Parker) Latest release New Vintage: EL IXSIR Red 2014 "Nice complexity of aromas with red fruits, blackberry liqueur, touches of incense, and notes of mint and cedar sap. The palate a continuation of the nose, suave and intense, with a nice mineral tension characteristic of great limestone terroirs. A fresh finish and an extended length, which reveals a great aging aptitude.” - Gabriel Rivero Macia, Oenologue ixsir.com

LES VIGNES DU MARJE Year established 2018 Four wines: Le Vin Du Marje rouge, blanc and rosé and the Red Château Couvent De M, have just been released by Les Vignes Du Marje.

Yearly production 8000 lesvignesdumarje.com

MUSE DU LIBAN Year established 2015 Yearly production 30,000 Awards 2018, Medaille D’or (Mondial Des Vins Extremes, Cervim) Muse Le Rouge 2016 Latest Bottle Muse Le Rouge 2015 Edition Privée Latest release “Joli fruit noir.

Belle matière avec une bonne concentration. De la fraicheur, de la densité et de la longueur.”

- Michel Rolland, Oenologue museduliban.com FEB-MAR 2019 | HOSPITALITY NEWS ME

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PRODUCT ZONE

CHOCOMANIA

HEART OF RUBY The combination of Ruby Chocolate RB1 and nuts or candied fruits appeal to a whole new generation of chocolate lovers who love natural flavors and sparkling color

RUBY MENDIANTS Ingredients • 1000g Callebaut - Finest Belgian Ruby Chocolate RB1 Temper the chocolate. Pipe into disc-shaped molds (± 4 cm Ø) or in drop shapes straight onto a plastic sheet.

• 500g roasted whole nuts (e.g. pistachios, pecans, hazelnuts) • 200g candied orange peel (cut in ± 1 cm strips) Immediately place on the kitchen when it's still wet.

Tip: You can also use a combination of dried or candied fruits, such as apricot, raspberry, etc ...

RUBY TURRÓN

RUBY, ROSE AND STRAWBERRY GIANDUJA Ingredients • 650g Callebaut - Finest Belgian Ruby Chocolate - RB1 • 215g grape seed oil • 5 drop(s) essential rose oil Pre-crystallize up to 23ºC.

• 80g lyophilised strawberries Dice and add.

Preparation Measure out 85g into each of the molds (previously coated).

RUBY PAINT Ingredients • 350g Callebaut - Finest Belgian Ruby Chocolate - RB1 • 150g Callebaut - Cocoa Butter Cocoa butter Melt together.

• 2g red lip-soluble coloring powder Add and process with blender.

Preparation Strain and apply with paint pistol at 40ºC to frozen turrón.

EMF Middle East t. +961 9 938732 | info@emf-me.com www.emf-me.com

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HOSPITALITY NEWS ME | FEB-MAR 2019

Assembly Temper ruby RB1. Place a piece of crumpled plastic film in center of mold. Coat candy mold with RB1 ruby and leave to crystallize. Measure out gianduja into the mold (without filling it right to the top).

Leave to crystallize for about 4 hours at 18-20ºC. Cover turrón with more pre-crystallized ruby RB1.

Turn turron out of mold without removing the plastic film. Place in freezer for about 20 mins.

Paint with ruby chocolate paint, creating the velvet effect. Remove plastic film very carefully from turron and paint area with metallic red copper powder, using a fine paint brush. Keep at 14-15ºC with a humidity of ± 70% ERH. Paint with ruby chocolate paint, creating the velvet effect. Remove plastic film very carefully from turron and paint area with metallic red copper powder, using a fine paint brush. Keep at 14-15ºC with a humidity of ± 70% ERH.

WE WERE THERE

OUT AND ABOUT FOLLOW

HOSPITALITYNEWSME

November 18-24

World Week of Italian Cuisine The World Week of Italian Cuisine is a global event held under the patronage of the Italian Embassy and organized by the Italian Trade Agency and the Italian Cultural Institute, which aims to promote Italian culinary traditions and food-andwine connoisseurship as a distinctive trait of Italian identity and culture. The third edition of the World Week of Italian Cuisine took place from November 18 to 24, 2018, under the banner of quality, culture, identity, territory and biodiversity. Restaurants offered a special menu throughout the week.

November 29

Rossini grand opening at Phoenicia Hotel Rossini, Beirut’s newest Italian neighbor, celebrated its official opening at a packed evening on Thursday, November 29.

Media representatives, influencers and food lovers were among the crowd that gathered to sample Rossini’s fresh and cheeky Italian charm.

December 7/ Photo credit MONDANITE Magazine

Launching of Les vignes du Marje Les vignes du Marje was launched at Gefinor Rotana.

December 11

AMC and Hospitality News Middle East board members AMC, the 50-year-old market leader in healthy and enjoyable eating, invited Hospitality News ME's board members to an exclusive tasting session, cooked with their top-of-the line equipment.

December 6

November 22

Launching of Sweet Levantine at The Sage Parlour Lara Ariss launched her new book Sweet Levantine at The Sage Parlour in Mar Mikhael. In Sweet Levantine, Ariss explores the joy of creating sweet treats – a pastime that has fascinated her since she was a child on visits to the old souk of Saida in Lebanon. The evening featured a dessert table prepared by the author and happy bites created by the parlor, matched with wines from Tire Bouchon.

Welcoming party for new Phoenicia Beirut GM, Manrique Rodriguez A cocktail reception took place at Phoenicia Hotel Beirut to officially welcome the hotel's new general manager, Manrique Rodriguez, at the Phoenicia lobby.

December 12

B018’s reopening night B018’s renovation preserved the club’s true essence, while providing it with an upgrade in the form of a fascinating new design. Tony Ramy, advisor of the board of directors, said, ‘’B018 is embarking on a new chapter, and I am positive that the innovative design and the effective management will definitely contribute to keeping it at the forefront of its field.”

December 7 November 28

Ludovic Chesnay Workshop Ludovic Chesnay, Elle & Vire professional international culinary advisor, came to Beirut for an exclusive, hands-on workshop held at Ritage by Maroun Chedid.

Attendees were introduced to bold, stylish and elegant French recipes.

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HOSPITALITY NEWS ME | FEB-MAR 2019

House of Zejd partners with the Children's Cancer Center of Lebanon (CCCL) This Christmas, House of Zejd created a line of gift boxes from which 20 percent of proceeds were donated to the Children's Cancer Center of Lebanon (CCCL). The initiative was launched in collaboration with Chef Georges Dakkak, DaddyFoody, 209 Lebanese Wines and Le Noir.

December 13

Dewar’s celebrates Lebanese heritage at Salon Beyrouth with Images D’Orient Dewar’s customized two unique, limitededition pack designs, specifically crafted for Lebanon.

READ MORE ONLINE HOSPITALITYNEWSMAG.COM

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HOSPITALITY NEWS ME | FEB-MAR 2019

A continued allure… by the shore of the Mediterranean Sea, extending its culinary horizon to the flavors of the sea.

Anchored in Zaitunay Bay, Em Sherif Sea Café is the newest addition to the Em Sherif family.

Committed to traditional taste, finest food quality, and regal service, the Sea Café reimagines the Levantine and Mediterranean cuisine with its freshly caught fish.

Open all day, from lunch to dinner, the charming dining room and lively terrace make the perfect setting for a sea of experiences.

Gardenia Center, Hazmieh, Beirut, Lebanon. +961 5 951 504 info@sgr-offshore.com www.sgr-offshore.com