Food & Hospitality World (Vol.3, No.9) January 16 - 31, 2015 by Indian Express

EDITOR’S NOTE

You are invited

he 24th edition of India's leading B2B hospitality trade show Food Hospitality World (FHW) 2015 in Mumbai is ready to welcome the country's focused and committed hospitality sector's decision makers and buyers who are keen to explore and experience opportunities that will aid their future business, both in terms of cost efficiency and product enhancement. The Mumbai edition comes fully loaded with products and knowledge sessions and offers a serious platform to meet and network with business partners and vendors present at the show. As the industry matures with time so does the demand and in-turn the supply of products. From vanilla ingredients to sophisticated ones, change is for everyone to see. Products in the technology and safety and security space have also witnessed a transformation. Those forward looking brands will surely find something worthy at the show. Needless to say, apart from the trade show, there are special sessions namely Hospitality Think Tank , Hospitality Knowledge Exchange, Power of Purchase which will be held simultaneously alongside the show. These power sessions, will definitely pro-

HEAD OFFICE Food & Hospitality World MUMBAI: Rajan Nair, Dattaram Kandalkar, Global Fairs & Media Pvt. Ltd 2nd Floor, Express Towers Nariman Point, Mumbai-400021. India Tel: 6744 0000 / 22022627 Fax: 022-22885831 E-mail: rajan.nair@fhwexpo.in; datta.kandalkar@fhwexpo.in Branch Offices : NEW DELHI: Pranshu Puri, The Indian Express Ltd, Express Building (Basement) 9 & 10, Bahadur Shah Zafar Marg, New Delhi - 110 002 Tel : 011- 23465670 Fax : 011 - 23702141 Mobile: 09810841431 E-mail: pranshu.puri@fhwexpo.in Our Associate: Dinesh Sharma Mobile: 09810264368 E-mail: 4pdesigno@gmail.com

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“The Mumbai edition comes fully loaded with products and knowledge sessions and offers a serious platform to meet and network with business partners and vendors”

vide some appetising food for thought as industry thought leaders and domain experts will delve on topics of concern. We have the general managers of leading hotel chains in West India who will discuss some pertinent issues in the human resource space at the Think Tank. We also have industry professionals related to the F&B space who will share with us special insights on what is being presented at the table today. This Knowledge Exchange round table will look at how the cutlery and tableware segment has witnessed a transformation and what's in store for the future. The Power of Purchase conference will help define the role of procurement and its business model in 2015 and beyond. AHAR too is holding a special session at the event this year. For some live action, stop by at The Great Indian Culinary Challenge (GICC) at the event. For those who cannot make it to the show, take time out and enjoy this special issue with hotel general managers sharing with us their success mantras. From HR to operational excellence, they spell out their strategy for 2015. REEMA LOKESH Editor

Tel: 040-23418673/23418674/ 23418675 (Tele-fax)/66631457 Fax: 040-23418678 E-mail: ashwanikumar.shukla@fhwexpo.in

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CONTENTS Vol 3 No9 JANUARY 16-31, 2015

CHEF’S PLATTER

Chairman of the Board Viveck Goenka Editor Reema Lokesh* Assistant Editor Steena Joy Senior Associate Editor Sudipta Dev CONTENT TEAM Mumbai Kahini Chakraborty Rituparna Chatterjee New Delhi Archana Sharma Kolkata Joy Roy Choudhury DESIGN National Art Director Bivash Barua Deputy Art Director Surajit Patro Chief Designer Pravin Temble Senior Graphic Designer Rushikesh Konka Senior Artist Ratilal Ladani Kiran Parker Scheduling & Coordination Rohan Thakkar Photo Editor Sandeep Patil MARKETING General Manager Sachin Shenoy Marketing Team Dattaram Kandalkar Rajan Nair Ashwani Kumar Shukla Sreejith Radhakrishnan Pranshu Puri Yoginder Singh Ajanta Sengupta NATIONAL FOOD & BEVERAGE SALES Sasi Kumar G Keshav Barnwal INTERNATIONAL FOOD & HOSPITALITY SALES Soumodip Ghosh Dhananjay Makharia PRODUCTION General Manager B R Tipnis Manager Bhadresh Valia

FLYING HIGH INNOVATION NEEDS TO BE PRACTICAL, SAYS CHEF RICK STEPHEN, DIRECTOR, SATS CATERING

HIGH SPIRITS

MANAGEMENT (30-57) MANTRA

MARKETS P18: NEW KIDS ON THE BLOCK The Lalit Great Eastern Bakery, Kolkata

MASSIVE RESTAURANTS TO INITIATE SECOND ROUND OF EXPANSION

HYATT CORPORATION TO OPEN 10-12 HYATT PLACE PROPERTIES IN INDIA IN 5 YEARS

P24: PRODUCT TRACKER Moët & Chandon

P60: LIFE Crystal ball gazing

P113: WEEKEND Scene and heard

PUTTING THE FIZZ IN WINE GOOD DROP WINE CELLARS IS THE ONLY WINERY IN INDIA SPECIALISING IN FIZZY WINES

EDGE

WHAT’S NEXT IN THE MOBILE MOVEMENT? WEBREZPRO LISTS OUT FIVE HOSPITALITY TRENDS FOR 2015

Food & Hospitality World Published for the proprietors, Global Fairs & Media Private Limited, by Vaidehi Thakar at Express Towers, Nariman Point, Mumbai 400 021, and printed by her at Indian Express Press, Plot EL-208, TTC Industrial Area, Mahape, Navi Mumbai. Editor : Reema Lokesh* (*responsible for selection of news under PRB Act). @ 2012 Global Fairs & Media Private Limited. All rights reserved throughout the world. Reproduction in whole or part without the Publisher's permission is prohibited.

MARKETS

Massive Restaurants to initiate second round of expansion Six restaurants in India, two in Dubai within eight months Sudipta Dev Mumbai MASSIVE RESTAURANTS, with its three operational brands – Masala Library, Farzi Café and Made in Punjab, is in the process of getting funding for its second round of expansion, which will be pan India and across the three brands. The funding is expected to range from `30 to `50 crore, and the transactions will be closed within a month, informed Zorawar Kalra, founder and MD, Massive Restaurants. “Currently four restaurants are operational, with six more planned to open within the next six to eight months,” said Kalra. The next to be launched is Farzi

Café in Mumbai. The Tier II locations being targeted in 2015 for Made in Punjab are cities like Chandigarh and Hyderabad. There are also plans to open both Masala Library and Farzi Café in Dubai, within eight months. A significant achievement of the company has been over a 100 per cent RoI since beginning operations in 2013. “Looking at store level and unit economics, all our stores are running at over 100 per cent RoI,” stated Kalra. He believes that this has been the result of a culmination of many factors. “Masala Library and Farzi Café are unique concepts which people are appreciating. There is a

Zorawar Kalra

A significant achievement of the company has been over a 100% RoI since inception in 2013

significant percentage of repeat clientele. There is a two to three week waiting period for Masala Library in Mumbai even after a year of operation.

People like innovation nowadays,” stated Kalra. He pointed out that a lot of attention is paid to details when it comes to systems and processes. All the

restaurants are mystery audited at least twice a week. Also, F&B control is very tight, built on food cost and profitability. Kalra affirmed that he will be able to replicate the same success story in the new restaurants that will be launched. “Our concepts are very consumer centric, we are not overly priced and the food appeals to the palate of the Indian consumer,” he remarked. Also in the pipeline is Mithi by Jiggs Kalra, in Mumbai and Delhi. “We have not signed any location as of yet. We are still finalising the concept and menu. By the end of March 2015 the stores will be rolled out,” stated Kalra.

The Park Hotels set to expand new brand 'Zone by The Park' Kahini Chakraborty Mumbai APEEJAY SURRENDRA Park Hotels has launched a new brand ‘Zone by The Park’. This midsegment 'design-conscious, price-conscious' brand and the first property has been launched in Coimbatore. The second property of ‘Zone by The Park’ is slated to launch in Jaipur (Rajasthan) in February 2015. Another four will open in Mahabalipuram, Old Mahaballipuram Road (OMR), Chennai and Raipur (Chattisgarh) this year. In

addition to this, The Park Collection will get two new properties at Wayanad and the Chettinad region. Under the parent brand ‘The Park Hotels’, new properties are under development in Kolkata, Pune and Jaipur. Speaking to exclusively to Food & Hospitality World about the brand, Priya Paul, chairperson, Apeejay Surrendra Park Hotels said, “‘Zone by The Park’ will be managed properties with approximately 80-100 rooms in each property. The property at Coimbatore has 56 rooms, while the The Old Maha-

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Priya Paul

ballipuram Road will have 50 rooms; Mahabalipuram will have 43 rooms and Raipur will have 72 rooms along with a nightclub. Our investment is in the designing and marketing of the brand. Since, ‘Zone by The Park’ are managed properties, The Park hotels will be responsible for the operation and overall development of the brand with the help of its expert team of senior management. ‘Zone by The Park’ will be the starting point to enjoy the city and become a hub of social interactivity for modern business and

leisure travellers.”With an occupancy rate of 70 per cent across all The Park properties, when asked about the growth potential of Tier II and Tier III cities, Paul opined, “The Tier II and Tier III cities are rapidly emerging as business hubs with substantial development in connectivity, better infrastructure, advent of MNCs and rising lifestyle of middle class. And we see it as a great opportunity for a new kind of a hotel for a new kind of traveller, someone who is moving up the ladder and is at ease with themselves.”

MARKETS

Hyatt Corporation to open 10-12 Hyatt Place properties in India in 5 years Archana Sharma New Delhi HYATT HOTELS Corporation has plans to open over 10 to12 properties under the Hyatt Place brand across India by 2020. Elaborating on the same, Sumit Kumar, general manager, Hyatt Place Gurgaon/Udyog Vihar, stated, “Presently, many projects are in their nascent stage, but we will have 10 to 12 properties within the next five years. Hyatt

Sumit Kumar

Place in Pune will be coming up in the first quarter of 2015, apart from Goa, Hyderabad and Bengaluru which will be operational soon.” After the launch of the first Hyatt Place property in Hampi, Karnataka in 2012, the company recently opened the second Hyatt Place in Gurgaon/Udyog Vihar in early November last year, the first in Delhi & NCR. Talking about establishing the Hyatt Place brand in the India market, Kumar stated, “Hyatt Place is a more value for money brand in comparison to Grand Hyatt and Hyatt Regency, a difference that the Indian clientele is beginning to understand. Hyatt Place provides simplicity and availability across all its properties, categorically built to give a lively, young and energetic ambience.”

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MARKETS

Ammi’s Biryani to open 150 outlets by 2015 Rituparna Chatterjee Mumbai AMMI’S BIRYANI, a Bengaluru-based quick service restaurant chain, with the concept of serving 'Biryani in a box', has plans to add 150 outlets by the end of 2015. Presently, the company has 71 operational outlets across four locations - Bengaluru, Chennai, Mumbai and Pune (entered in December last year). The company’s expansion would be focused around penetrating further into its existing markets and entering the Tier II and Tier III cities. An investment of `125 crore has been earmarked for this expansion which will be funded by SAIF Partners, a private equity firm providing growth capital to companies in Asia.

Speaking more on the expansion, Navaj Sharief, founder and CMD, Ammi’s Biryani opined, “This year we would focus on penetrating further into our existing markets and entering Tier II and Tier III cities followed by entering Delhi NCR next year. I would not be in a position to reveal the names of the Tier II and Tier III cities now but there is definitely a plan for that.” Ammi’s Biryani recently added the snacking range to its menu across outlets in Mumbai and Pune last year and would be incorporating the same in the Bengaluru and Chennai outlets by January. The snacking range (both vegetarian and non-vegetarian) includes rolls, kheema pav, beverages, roti and curry, to name a few.

Ideally a commissary serves 45 outlets and presently we have two big and two small commissaries across the four cities. In May 2012 we had 10 outlets and now we have 71 outlets. We have been growing at a rate of 100 per cent Navaj Sharief

When asked about the present capacity of their commissaries and the need to increase it to cater to the future requirements, he stated, “Our commissaries have been designed to take this kind of a load. Ideally a

commissary serves 45 outlets and presently we have two big and two small commissaries across the four cities.” As for the company's growth over the years, he revealed, “In May 2012 we had 10 outlets and now

we have 71 outlets. We have been growing at a rate of 100 per cent and in 2015 we are looking at `90-100 crore topline.” The company would also be launching its mobile application in January.

Nilgai Foods focuses on HORECA segment FHW Staff Mumbai MUMBAI-BASED Nilgai Foods is focusing on the HORECA segment in a big way in 2015. The company will be entering the Bengaluru market in January, as it has successfully achieved the ambitious target of reaching 1000 retailers across Mumbai and Delhi within the first six months of their public launch. Talking about the new products that the company will be showcasing at FHW 2015 exhibition, Arjun Gadkari, president, Nilgai Foods said, “One of Pico's greatest strengths is our dy-

namic and innovative R&D team. We take pride in our ability to brainstorm around new concepts and flavours, and put together not just a great tasting product but also its packaging and overall aesthetic at a very competitive speed. We have adapted our signature hot sauces for the HORECA segment and will also be introducing a range of snacks that will appeal to hotels and bars in particular.” About the company's growth plans in the India market, Gadkari added that the strategy is to penetrate into the Mumbai, Delhi and Bengaluru market rather than spread

10 FOOD & HOSPITALITY WORLD January 16-31, 2015

Arjun Gadkari

across too many geographies. On the business revenue growth last year, he informed,

“Our public launch took place in the second half of last year so our 2014 growth was steep as it was of a very low starting base. In 2015 we expect to see our revenues increase several times over as we are still undergoing our initial entry into the India market.” Elaborating on the company's marketing strategies to maintain its market share, Gadkari informed, “We think of Pico as 'accessible gourmet': we bring quality and attractive packaging to the India market in categories that so far have not been explored at the premium end. We currently make India's hottest chilli sauce from

bhut jolokia chillies of Nagaland, and we have seen tremendous interest in this product unsurprising in a country that loves spicy food so much. We have not seen another brand in India that focuses on hot sauces so we want to own the title of India's favourite hot sauce brand. Our top management has a strong belief in digital marketing being the future of Indian advertising and retail. Aside from store level BTL activities we will be focusing primarily on digital marketing, which we believe is the best value for money in India's crowded ATL space right now.”

MARKETS

Sikkim opens for hospitality investments: Chamling Reema Lokesh Namchi WITH AN AIM to aggresively promote tourism in the region, Sikkim Association of Adventure Tour Operators (SAATO) recently held its convention in Namchi, Sikkim from January 13-14, 2015. At the convention, the chief minister of Sikkim, Pawan Chamling, mentioned in an exclusive to Food & Hospitality World that the state was ready and waiting to partner with the right hospitality investors to improve the hospitality infrastruc-

Pawan Chamling

ture in Sikkim. Elucidating further, the CM said, â&#x20AC;&#x153;Our government in the state of Sikkim is completely investor friendly; we are very keen to work with the tourism sector across the state. We are the first state to work seriously in the area of organic and eco-friendly tourism initiatives. We want to work with right hospitality partners to take our vision forward.â&#x20AC;? The CM also emphasised on the fact that the state provides a safe and secure environment for tourism investments. From pilgrim tourism to adventure to eco tourism the state is ready to invest further in these areas.

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MARKETS

WE ARE SEEING AN EXPONENTIALDEMAND FOR OUR PRODUCTS ACROSS INDIA' Rafeek Abdullah, director, Wilmax India, talks about the company's plans for India and the tableware trends in the country. By Steena Joy What new product areas is Wilmax looking at internationally? Wilmax England is based out of London and Hong Kong. We have introduced 100+ new shapes and designs last year in fine porcelain crockery. We will continue the momentum and create many new models in 2015. We will also introduce new lines of patterned crockery and designerware this year. Our ‘Julia Collection’ is one such. This year Wilmax will also be foraying into crystalline glassware and stainless steel cutlery. Crystalline wine glasses are big in size and specially shaped to enhance and open up the aroma of the wine. For champagne, we’ve created narrow flutes that retain carbonation. We are making cutlery for the first time, and the range draws heavily from inputs by industry experts and extensive market research. The focus is on precision and usability where we conform to international standards and yet bring innovations in design.

from a combination of kaolin clay and feldspar which is then mixed with bone ash to make slim shapes. It goes through two firing processes namely Biscuit and Glost where temperatures are at 1300° Celsius and 1000° Celsius respectively. On the other hand, porcelain is made from kaolin clay and pegmatite rock. Porcelain contains no bone ash. It too goes through two firing processes where the second one is done at 1455° Celsius. Porcelain is more durable and has better impact resistance. Wilmax England tableware is made of fine porcelain. The difference is that other than kaolin it contains metallic oxides derived from clays and stones which give the porcelain easy moldability, finesse, translucence and the ability to make it thin while retaining the impact resistance attribute. Impact resistance and chip resistance to minor collisions and rough handling are two factors among many others that restaurateurs like in our product range.

What are the products Wilmax plans to launch in India? The same lines we are bringing out internationally. Hopefully we will live up to the expectations of our partners and patrons who were demanding the rollout of these categories for some time.

Which of these two are Indian hotels opting for? There are a good number of international and local brands of tableware available in the Indian hospitality market in both, bone china and porcelain. Each segment has their own customer following and they time and again swing from one to the other. Since India has a number of local manufacturers producing bone china, there’s a reasonable trend among industry buyers to look for fine porcelain while opting for international brands.

How does porcelain compare vis-a-vis bone china? That’s one question with many answers! The differences are in the raw materials and firing process. Bone china is made

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Rafeek Abdullah

With a lot of fine dining restaurants opening in India, how do you see the demand for Wilmax's products in the country? It’s really happening times out there! More people are eating out, thanks to rampant urbanisation and influence of lifestyles and cuisines from the West and the Far East. And one

of Wilmax England’s key USPs is our very wide product range that enables our clinets to present any recipe and cuisine from any part of the world in matching tableware. Our research team works continuously to find out the traditional platters, plates and bowls in which a particular cuisine is presented in its country of origin and then designs crockery inspired by them. So there are lines dedicated to Japanese, French, Italian, Mexican dishes and many more. Same goes with the incredible variety of food within India from East to West and North to South. Our designers also let their imagination run wild to come up with many first-of-itskind shapes and forms of crockery that go with contemporary settings. So the restaurant revolution suits us perfectly and we are seeing exponential demand for our products across India.

Apart from India in which other Asian countries does Wilmax have a presence? Wilmax England is now supplying to 60 countries across the world. We have a strong presence in England, Germany and Spain in Western Europe and Russia and Ukraine in Eastern Europe. In Asia we have a good presence in Hong Kong, Myanmar, Cambodia, Philippines, Indonesia, and Vietnam. In 2014 we entered the markets of Sri Lanka, Nepal, Mongolia, Singapore and Malaysia. Is Wilmax looking at setting up a manufacturing plant in India? We have had discussions with the Wilmax London and Hong Kong teams on this topic. Nothing solid has come of it yet, but you never know what future holds. After all, ‘Make in India’ is the way forward, isn’t it?

MARKETS

RoomsTonite to add 1500 hotels by March 2015 Kahini Chakraborty Mumbai

nowadays with a majority opting for online hotel booking these days. This is a complete turn-

LAUNCHED in 2014, RoomsTonite, a mobile app in India aimed at last-minute hotel booking, is looking to expand its inventory to over 1500 hotels by March 2015. Currently, the company has about 600 hotels signed in more than 100 destinations in India. Speaking to Food & Hospitality World, Suresh John, founder and CEO, RoomsTonite said, “Being a last minute travel service, to ensure guaranteed reservation, we have established real-time connectivity with majority of the hotels’ reservation system and handled other technology integrations. We have grown manifold in this short time span. Going forward, we are aiming to expand our presence to over 1500 hotels by March 2015. We are signing up hotels in new destinations, and also increasing our hotel base in existing destinations.” RoomsTonite has a real-time integration with a hotel’s booking system that eliminates the chances of human error in the (lastminute) reservation process. At the same time it is a cost-effective way for hotels to sell their unsold rooms and earn additional revenue. A self-funded venture, the company will be investing heavily into its mobile app to provide customers' the ease of hotel booking experience. “We also constantly roll out new features to the tools that our hotel partners use. To ensure a guaranteed reservation for our customers at last minute, we have established a direct connect with most of our hotel partners’ reservation systems. Now, when a customer reserves a hotel room in RoomsTonite, the booking is immediately pushed to the hotel’s reservation system thereby ensuring a 'no-hiccups' scenario for both customers and hotels,” informed John. Elaborating on the growth of the online hotel booking psyche of Indians, he opined, “Indians have become more tech savvy

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around from earlier days when offline was the preferred mode for the most. India is currently

one of the fastest growing markets in the Asia-Pacific region. Also, customer’s booking win-

dow (lead time to a booking) has shown an increase in the number of impulsive travellers. ”

MARKETS

'OUR ENDEAVOUR HAS BEEN TO PROVIDE AN INTEGRATED PRODUCTMIX' Shahed Ali Khan, operations head, Nipun talks about the company's expansion plans, the existing challenges in the Indian food service equipment industry and the future trends that are going to drive it. By Rituparna Chatterjee What new products would you be launching this year and/or showcasing at the Food Hospitality World 2015 exhibition? Refrigeration equipments particularly for retail and super markets/hyper market applications would be our key focus with a series of new launches being scheduled this season. Food Hospitality World 2015 - Mumbai would be a platform to reach out to a relatively newer market. We believe this opportunity to engage with prospective buyers would mark our presence as a pleasant alternate and reliable vendor partner in one of the largest and key markets in India. The food service equipment supply industry is per se largely unorganised and there is limited statistical data available to draw upon a road map of future prospects. Therefore we see here an opportunity in providing a more organised format of all 'under one roof' concept extending our supply ability from food service equipments alone presently to hotel furniture, table and bakery ware, crockery and cutlery, linen, ware wash equipments and audio visual systems. This would be a part of our expansion proposed to be started in Tier I cities with exclusive stores beginning September 2015 with the first store in Bengaluru. Which of your existing products do you see an increased demand for in the Indian hospitality market? Refrigeration equipments for the hotel industry and re-

tail applications have been witnessing a sharp increase in demand. Our endeavour would be focused towards new product launches in the said categories. Food retail constitutes close to 70 per cent of Indiaâ&#x20AC;&#x2122;s total retail market pegged at US$ 490 billion and close to 1/4th of such food retail needs controlled/regulated temperature conditions for storage and dispensing of food commodities. It is therefore pertinent that the demand for quality display refrigeration equipments would continue to see an upswing. Conventionally food display cabinets have had numerous disadvantages of inconsistent temperature and condensation affecting the visibility and aesthetics thereby causing considerable loss of food products stored therein and negatively impacting sales of retailers. Nipun refrigeration equipments are designed to deal with the above factors and enhance visibility and performance and thus today they are preferred by most retail chains. Which are your major import markets and what products are you presently importing from these countries? Our imports are essentially from Germany, France, Malaysia and Taiwan. While we initially leveraged more on renowned brands from these geographies, in the recent past we have slowly and steadily moved to a job work module with global manufacturers wherein design attributes are shared by us to cus-

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engaged manufacturing facilities in Bengaluru for fabrication of stainless steel work benches making ourselves a one stop solution for restauranteurs and hoteliers.

Shahed Ali Khan

tomise equipment design and functionality to meet Indian operating environment. Our endeavour has been to provide an integrated product mix to cater to all segments of food service requirements on both hot and cold verticals. In order to provide a comprehensive solution we have also recently

What is your present distribution reach in the India market and which new locations do you hope to tap this FY? Being headquartered in Bengaluru our strength so far has been in the southern region. This industry demands a strong interface between planning, execution, implementation and after sales service and therefore geographical growth is only possible and/or justified with infrastructure and human capital presence in close vicinity of target markets. Goa is presently represented by our channel partner

VK Consultants and Distributors catering to the western region upto Pune. We hope to reach out to Mumbai, Gujarat and Rajasthan prior to the close of the FY and consider a pan India presence to be a possible outcome prior to the end of the calendar year. What has been the company's revenue growth in 2014 and what targets have you set for 2015? We have been fortunate to have achieved a 100 per cent topline growth YOY for each of the preceding three financials and having set this precedent, we hope to continue to do the same in the future as well. What future trends do you foresee in this segment? The trend would undoubtedly be on comprehensive solutions including design, planning and implementation rather than standalone sales. Product developments and improvisation is of course an ongoing process that we constantly focus on and for which a large amount of resources are allocated towards R&D and training of field personnel. Escalating property prices is possibly the largest strain on resources of entrepreneurs while planning new project launches and therefore close interaction with entrepreneurs in understanding their needs and facilitating compact, efficient and only necessitated equipments to help them meet their objectives is the way forward in planning future projects.

MARKETS

Heritage Khirasara Palace to increase rooms and banquet facilities Rituparna Chatterjee Mumbai HERITAGE KHIRASARA Palace, a heritage property in Rajkot, will be increasing its room inventory and banqueting facilities in 2015. At present, the property has an inventory of 22 rooms and is adding 40 royal suites by the end of 2015. In addition, a banquet named 'Darbar Hall' with a capacity to seat 1500 guests will be available for guests by January this year. The property has been receiving both domestic and international travellers from segments like business, wedding and leisure and this expansion is part of the strategy to tap further into the wedding segment. Speaking more on the expansion, Dilipsinh Rana, owner and managing director, Heritage Khirasara Palace stated, “Darbar Hall will be royally decorated and will be one-of-its-kind in the state. In addition to this all luxurious amenities like health club, spa, discotheque, recreation area, etc will be available. Presently, we have two large party lawns in the premises with a combined area of 48,000 sq feet. Since it is a heritage property many local as well as NRI weddings have been organised and it is now becoming popular as a wedding destination.” Giving his view on the hospitality sector in Rajkot, Rana opined, “The hospitality sector has grown significantly in recent years. Being an industrial hub, Rajkot is famous for its precision in engineering and craftsmanship because of which it has been receiving visitors from all over the globe. Rajkot, being the centre of the Saurashtra region, is also popular as a pilgrim and wildlife destination. There is a project of a new and bigger airport coming up in Rajkot, which will make the connectivity easier to many other metro cities .”

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F&B FOCUS

A MARKETING INITIATIVE

Enhancing the buffet experience Buffet equipment should blend into the cuisine and enhance the décor, not take away from it, says Arjun Abbi

HINK OF a fine-dining restaurant. Let us assume a high-end Chinese restaurant for now. Whether it is one of the many local joints at Tangra or one among the five-star hotels in Colaba, they have made huge efforts to create that authentic oriental experience for their guests. It is not just the Chinese food, right from the brand name, logo design, door carving, interior decoration, lazy susan dining tables, oriental pattern carpet, silk draped fabric, lemongrass incense, etc., there is that distinct Asian theme running across the entire outlet. The management goes all out to successfully activate all the sense of the guests and provide them with a wholesome overwhelming experience. I applaud them for their effort. They are doing practically everything possible so that their customers can enjoy their food. Now let us turn around and analyse a high-end ‘cocktails and dinner’ event happening at a banquet hall or outdoor garden next door to the fine-dining restaurant. The host has spent a tremendous amount of money in transforming the location into a beautiful and exciting space so that his guests can meet, drink and enjoy a sumptuous meal together. When we look at the meal itself it is wow, 20 odd dishes of multi-cuisine Indian, Chinese and Continental fare created by several talented chefs coming together for a single evening. On paper the whole plan is perfect. Except for one thing, the actual dining experience, the centrepiece of the celebration, is generally nowhere close to the neighbouring finedining outlet.

Overlooking tableware In my understanding, there is really only one disconnect here. It is that horrendous line of dull

stainless steel chafing dishes placed one after another on a bed of four x six tables draped in satin linen. When serving themselves, guests do not even realise when the dal makhani dish finished and the chowmein started. The wholesome experience of pan Asian cuisine or North Indian cuisine is over. All the work that is put into triggering the sense to create a wholesome experience is reduced to multiples of nine litre gastronome pans. Almost all dishes, however different from the other, are served in the same identical industrial eyesores. Not only does the traditional chafing dish ruin the experience of the cuisine, but it also takes away from the décor. Among beautiful fresh flowers, waves of expensive draped satin, mood lit shades of orchid, plum, violet and soft instrumental tunes of the orchestra is hard chrome chunks of fuel burning food

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January 16-31, 2015

Arjun Abbi

warmers. Isn’t the foodservice equipment a bridge between the food and the diner? Should it not be designed to enhance the experience of the cuisine and the décor? I am not sure as to why one insists on spending so much money on the location, setting, decoration, ambience and food –

F&B FOCUS

A MARKETING INITIATIVE

but continues to overlook the tableware.

Being creative The buffet presentation is a critical component of the event. It is what activates the senses of the crowd, draws them to the spread and then enables them to fully indulge in the fare. It is a prop with a purpose. Fortunately, some of today’s leaders of banquet and catering organisations recognise this fact. Few and far in-between, we sometimes catch glimpses of gorgeous food presentations. Their buffet is a feast for the eyes and not a mundane row of steel chafing dishes, but sleek themed dishes that really explain the dish even before the cover is lifted. These outlets that caught on to the importance of this trend have zipped their way to the number one and number two positions. Such has been the power of food today and for a good reason too. The hosts spend close to 50 per cent of their budget on the décor of an event. Their aim is to have a fairy tale like ambience when their guests walk in to the party. It is about flawless arrangement of beautiful lighting, props, flowers, furniture, linen and music that has to come together to entice the evening. So then why should an unappetising buffet display ruin the setup? Given that the invitation is almost always for ‘cocktails and dinner’, the buffet should actually take centre stage in the fabled setting. The traditional clumps of food in a chunky gastronomic food warmer lit by two foil covered fuel burners just don’t cut it anymore. The buffet has to be romantic and enticing. The equipment needs to describe the cuisine, its quality and its taste from far away. It needs to match up to the combined talent of the event designer and the cuisine chefs. It has to seamlessly bridge the gap between the two and add to the overall experience for the guest. Anything less just does not cut it anymore.

Setting benchmark A new Indian design company called Skyra has made this their mission. They have partnered with a panel of revered Indian chefs to identify such issues in

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food and beverage service. A team of industrial designers sit down with the chefs and work with the industry to design and develop solutions for problems that are specific to Indian cuisines, events and behaviours. They meet several times each

year to develop, fine tune and tweak the products to perfection. Each item in their collection is a solution to a major industry problem. Buffet props that can actually keep the food warm and also be the tools for a gorgeous presentation are finally in the

market. Cuisines can be differentiated by equipment and each can be experienced at its own level. And best of all it can add to the décor and create a seamless flow from the fairy tale décor to the delicious dinner.

(The author is a hotelier, restaurateur and caterer. He owns and operates Holiday Inn Jaipur, Vikram Hotel Group, 24hr Lounge and Cafe 1440, QSR outlet Wokstar and catering service Asian Haus)

NEW KIDS ON THE BLOCK

ARK, Courtyard by Marriott Mumbai International Airport ARK AT COURTYARD BY MARRIOTT Mumbai International Airport marks the latest addition to the hotel's F&B outlets and brings forth the concept of an exclusive bar. This 70 seat high energy bar which houses a rack of collector edition wine and serves craft beer. The signature beverages include a collection of molecular cocktails and ARK signatures cocktails. Located on the ground floor of the hotel, its desing is a fusion of colonial styles and contemporary décor with the focal point being a dramatic media wall consisting of 9 LCD television sets and a collector's edition wine rack.

Lemon Tree Hotel, Gachibowli, Hyderabad THE LEMON TREE HOTEL Company has opened its third property- Lemon Tree Hotel, Gachibowli in Hyderabad. The 190 rooms and suites hotel boasts of smart in-room amenities, 24x7 multi-cuisine restaurant - Citrus Café, a recreation bar – Slounge, a pan-Asian restaurant – Republic of Noodles, a spa – Fresco, a fitness gym and a swimming pool. The hotel has a specially designed suite for its differently-abled guests. The hotel comes equipped with a 1500 sq ft conference venue.

The Lalit Great Eastern Bakery, Kolkata DAVID WILSON, AN ENGLISHMAN, encouraged by the success of his confectionery shop in Kolkata, decided to open the Auckland Hotel in 1840. It was popularly known as Wilson’s Hotel till 1865 when it was renamed the Great Eastern Hotel. Later the hotel and the bakery shop was closed down till the hotel was bought by The Lalit Suri Hospitality Group in 2005 and reopened as The Lalit Great Eastern in 2013. As popular as the Great Eastern Hotel, was the Bakery Counter the hotel ran in New Market for years. Following the closing of the hotel, the counter was also shut down. But with the re-opening of the hotel, the bakery shop also was recently reopened at New Market.

FOOD & HOSPITALITY WORLD

January 16-31, 2015

MARKETS

Marriott to launch JW Marriott Hotel Mumbai Sahar FHW Staff Mumbai MARRIOTT International’s world-class luxury hotel brand, JW Marriott Hotels & Resorts, plans to open JW Marriott Hotel Mumbai Sahar in India by summer 2015 bringing the brand’s India portfolio to seven hotels and resorts in India. By 2020, the global brand portfolio is expected to encompass 105 properties worldwide, 45 of which will be located in the Asia-Pacific region. Located one kilometre away from the Chhatrapati Shivaji International Airport Mumbai, the new hotel boasts 585 intimate rooms. Guests can choose to dine at JW Café or at Italian specialty restaurant, Romano’s. With more than 56,000 sq ft of indoor and outdoor convention space, the property offers 11 well-appointed meeting rooms with state-of-the-art conferencing facilities. The 24 hour fitness centre includes a spa, sauna and pool while holistic Spa by JW offers a host of therapies based on four benefit states – Calm, Renew, Indulge and Invigorate. Simon Cooper, president and managing director of Marriott International Asia Pacific said, “We are embarking on an exciting time for the brand and region, and have plans to further expand the brand into new markets including Chengdu, Xian, Guangzhou and Dalian in China, Kolkata in India, Jakarta in Indonesia, and Phuket in Thailand. Asia is one of the fastest growing and most important regions for JW Marriott. We are a very global brand. Currently 60 per cent of our portfolio is located outside the U.S. and we are proud to say that by 2020, 45 of our anticipated 105 properties will be in Asia”

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FOOD & HOSPITALITY WORLD

January 16-31, 2015

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MARKETS

Unilever Food Solutions to showcase professional range at FHW 2015 FHW Staff Mumbai UNILEVER FOOD Solutions, the leading global provider of culinary inspiration to chefs and operators, is going to showcase its professional range of products as well as its ready-to-drink range in the vending space at Food Hospitality World 2015 exhibition to be held in Mumbai. The company plans to launch some of its products, which are established and well received across the world, in the India market in the next two-three years. Establishing their business in the India market five-six years back, the company offers a huge range of productsmarinades, seasonings, mayonnaise and more in which it is a world

leader. Speaking to Food & Hospitality World on the company's product expansion plans, Amlan Mukherjee, business head-OOHOut of Home, UFS & Modern Foods, Hindustan Unilever said, “We operate in the HORECA space and the food market segment in this space is huge. In the next two-three years we are planning to offer more of our worldwide range of productsmarinades, gravies, mayonnaise, and we are confident that these products will be well received in the India market as well. However, having said that, we understand the difference in the consumer palate and hence will be customising our product range for the India market as well. Food safety and standardisation is of prime importance to us.

Amlan Mukherjee

Our greatest asset is our brand and its proven demand in the markets-India and abroad.” The company has been in food since 1880s, and is home to some of the world’s favourite brands: Knorr, Hellmann’s, Lip-

ton, Kissan, Rex and Brown & Polson. The company works closely with businesses of all sizes, from independent restaurants to hotels chains and contract caterers in 74 countries. When asked about its business revenue generation from institutional versus retail sales, Mukherjee informed, “Our institutional clients comprise 100 per cent business of our business. We use the pull and push channel strategies to promote our offerings. In the push channel which comprise of direct channel, customers whom we visit and give a demo of our products consist of 60-65 per cent, while the indirect channel which are our institutional customers comprise of 30-35 per cent of our business.” Elaborating on the

growth of the food segment in the India market, he opined, “The difference between the India market compared to international markets is that 95 per cent of foods used in India are scratch conversions which are being prepared from raw vegetables, fruits, etc., and if you look at the global trend this is moving at a rapid pace from scratch to the ready food solutions. The reasons for the same being labour cost, the advantage of using the ready solutions so that the same product can be used repeatedly. We see a huge potential in this market segment which is going to grow at a healthy double digit growth. If we can create our relevance to the chefs in their consideration space then we can expand a lot more.”

'MANPOWER IS ACHALLENGING FACTOR' Raj Gopaal Iyer, director, Raj Hospitality, speaks about the myriad challenges facing the hospitality industry By Steena Joy How do you perceive the hospitality scenario in India in 2015? India's booming tourism sector has not only witnessed international investments but also achieved international accolades. However, pilgrimage tourism is still untapped in India. Standardised quality hotels, which are not only clean and hygienic, but also reliable and safe, are lacking in almost all the pilgrimage destinations. Also, in spite of large resources available there is a shortage of manpower. Almost 50 per cent of students en-

rolling in hotel management institutes, do not join the industry. The country’s hospitality schools do not understand the needs of this industry and do not upgrade their syllabi to match the changing dynamics. Management vs ownership model, which do you think will be the future trend in the country? Getting manpower and retaining it is the most challenging factor. Outsourcing has been praised as cost-effective, efficient, productive and strategic - but also con-

20 FOOD & HOSPITALITY WORLD January 16-31, 2015

demned as evil, money grabbing, destructive, ruthless, exploiting the poor, destroying communities and nations. Outsourcing incentives are huge and can lead to falls in service costs of 50-60 per cent. Both management and ownership models are good in their own place and have their merits and demerits. But in today's competitive world when everything is driven by vision, plans, quality and growth, it is always better to opt for the management model.

Will we see a lot of mixed use development in hospitality? Hospitality development today assumes many different shapes. Although the development of single-purpose, freestanding hotels still occur, it is common to design hospitality projects to accommodate a mixture of uses. Traditional hotel rooms may be coupled with residential units, vacation ownership units and commercial components or any combinations of these. The core structuring issues common to these mixed-use scenarios involve an understand-

Raj Gopaal Iyer

ing of how the various components will interact with one another (or, perhaps, be isolated from one another), how the projects may be structured to permit legally separate leasing and sales activities and, perhaps most importantly, to permit

MARKETS separate financing for each separate component of the project. How can hotel chains use social media to market their brands? With social media, such a key element of marketing, it’s no surprise that the industry is seeing a growing movement towards 'social hospitality'. More than 90 per cent of hotels actively use Facebook. Approximately 78 per cent of hotels use Twitter. Pinterest is the third most popular sharing channel among social media users. Instagram is one of the fastest growing marketing tools for hotel chains because 60 per cent of its user base comes from outside the United States. While the myriad of online platforms give hoteliers a direct window into what guests are seeing, saying and feeling about their properties, they also must be prepared to respond to posts across channels quickly and effectively or risk viral customer complaints. How do you see the future of franchising in India especially in the restaurant segment? I am sure it is going to increase as India is witnessing rapid urbanisation of small towns and growth of midsized cities. This along with rising population in key metros and higher disposable incomes is fuelling growth in every industry. 35 per cent of India’s population will be in urban centres by 2020 totalling to 53 crore compared to the current urban population of 32 crore. Consumer markets are being driven by the country’s youth population. By 2012, there will be at least 2,000 more QSR outlets across India. With Starbucks and Dunkin' Donuts entering the market, there is a lot to look forward to. How many brands do you service at present? We are just a three year old startup company and we are slowly now trying to open our wings all over the country. We

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have brands called Mandharaa in the three-star budget segment, Kaluva in the fourstar segment, Samantha Resort in the resort category, Zest in the five star segment, exclusive for marketing hotels only and Blue Petal for spa management.

What is the roadmap of Raj Hospitality in 2015?

●

In 2015 we plan: To have two more hotels on the lines of La Classic on lease and run. To manage four more hotels of different brands.

●

● ●

To look for investors for a project called The Hermit 7, pilgrim hotels in seven moksha stalas of Karnataka. Establishing Raj Academy, Hotel and Business school To bring a international hotel chain into India

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through a tie up. To start a holiday company to handle tourists all over the world. To start RACE: Raj Academy for Culture and Education, for social commitments from school level to the corporate level.

MARKETS

Beauty on the table Etiquettes of using placemats vary from country to country but although the materials have changed over the years, much has actually stayed

N THE HOSPITALITY industry, the use of placemats is very structured. Etiquette of when to use or not use also varies from country to country. If we look back in time, there was almost always a tribe or group of people who used some semblance of a placemat or table mat. In earlier times, plant leaves such as the palm leaf, was the first choice. It bespoke of hygiene and often had a religious or spiritual connotation. Sometimes the leaves were carefully washed and reused and sometimes discarded. Materials changed over the years, including steel and metal materials. Leather was also popular. The turn of the century, especially the 1950s, saw paper disposable placemats.

The nature of the synthetic materials allow for a more hygienic environment as they can be easily kept clean. They are durable and can last for months or even sometimes a year. Economics also plays a role in this synthetic sector because no special laundry facilities are required. Some synthetic mats come in woven patterns. Despite their elegant looks, restaurants must be more careful while choosing them. Because there are more nooks and crannies in the weave design, it is easier for bacteria to hide, thus making it more difficult to keep clean. Best of cleaning methods may not be able to dislodge the food particles deposited in the complex structure of the mat. Slightest neglect can damage the reputation of the restaurant.

Paper placemats

Bamboo mats

Restaurants use paper placemats for games to entertain the children while they wait for their food. They can be great advertisements for the restaurant showcasing the specials of the day, week or month. It is difficult to imagine a Chinese restaurant without the paper placemat that shows the different animals in Chinese astrology and the meaning like are you a goat or a rat and is the dog your friend or enemy. It is easy to remove the placemat, discard it in the nearest waste receptacle and clean the table for the next customer. Though still popular, paper placemats are used in more casual restaurants, but are being replaced by reusable synthetic materials.

Bamboo has been around for as long as the panda bear. There is something about bamboo that attracts the human visual senses. Finely cut bamboo can make quite a fashion statement and allow for a lot of creativity. They are delicate and may not hold up during the cleaning process. The same caution as the woven synthetic mats holds true for any wood-type mat, the porous aspects of structure gives bacteria and germs a place to hide. It is advisable to steam clean these types of materials or at least clean with very hot water and replace more frequently. Some mat manufacturers paint a clear sealer over the wood surface to help protect the invasion of ‘unwanted guests’, but those chemical sealants wear over time and become less effective.

Synthetic materials With the advent of plastic, placemats that could be easily reused, washed and kept bacteria free became the rage. The synthetic placemat, when designed properly, can be very elegant. Option of getting the design customised to suit your interiors should be explored.

Leather materials Leather placemats are becoming quite popular in certain parts of the world. There is a defined elegance to leather, especially if used in a steak house or a place that serves meat. The suedetype back surface of the leather

22 FOOD & HOSPITALITY WORLD January 16-31, 2015

Sample of a customised tablemat

keeps the mat in place and is a great protection against the heat from the serving food plates. As with all materials, one must be cognizant of when to use leather. When used in the correct dining establishment, leather brings a unique sophistication to the table ambience.

Cloth materials While finer restaurants may want to use cloth table mats, they really are difficult to maintain and keep fresh. An important point made by one of the major producers of placemats in India, Taurus, reminds us that keeping them washed and dried is a major challenge. More and more people, even in western countries, are discovering the cost savings of not using a clothes dryer. Imagine how many cloth mats you will have hanging somewhere in your eating establishment waiting to dry, probably not the best use of time and money. Fine dining establishments typically use a tablecloth and not a table mat. In fact, after dinner, using a knife-type scraper to remove crumbs and other food debris is part of the

culinary experience. A crisp, fresh tablecloth defines the elegance of the eatery readying the table for the next group.

Customisation and advertising Clearly, the business aspect of the table mat makes the most sense in today’s competitive market. Change the look of the mat to reflect the season or holiday. Use the mats and then pack them away for the next year. Branding your restaurant or hotel is also becoming popular. Keep your logo in front of your customer, your tag line on the tip of your customer’s tongue, or your web address clearly visible. Many mobile users may open their phones and enter the web address to avail special discounts or complete surveys or feedback. They may even be encouraged by the serving staff to peruse the website for family trivia or fun and games. The more creative the better. Colour and design is an important consideration. The mat can solidify the interior design look and feel of the restaurant. It will complement a colour theme.

The use of colour is a science – there are studies of colour design and frequency where the impact of the use of design and colour affects the eye to brain connection and gives people either positive or negative reactions. Also be aware of colour blindness when choosing colour. Placement and size are essential etiquette considerations. If the mat is too small, it looks lost on the table. If the placemat is too large, it can negatively define the amount of people who can sit at the table. Should the table mat be oval, round, or rectangular, the most common answer is rectangular with a rounded corner. The optimal size is 425 mm x 285 mm (17 inches by 11.5 inches). To adequately protect the table surface, the recommended thickness is 0.5 mm (0.02 inches). When placing the mat, ensure there is a minimum of 100 mm (four inches) between the mats. The placemat should be aligned on a bevel-edged table flush with the bevel. A straightedged table requires the mat to be approximately a 25 mm (one inch) from the edge.

MARKETS

HRAEI to work with East & NE state govts to promote tourism Joy Roy Choudhury Kolkata AFTER BEING ELECTED as the new president of Hotel & Restaurant Association of Eastern India (HRAEI), Sudesh Poddar, plans to work with various state governments of the eastern and north-eastern states to tap the immense tourism potential of the region. Poddar is the managing director of Satya Hotels and Natraj Hotels & Resorts. The newly formed managing committee of HRAEI has Vinay Malhotra of Viramma Resort as senior vice-president; Smita Parikh of Fortune Hotel Centre Point- Jamshedpur as vice-president; Pranav Singh, owner of Opium Bar & Restaurant as the secretary and Navin Suchanti of Sinclairs Hotels & Resorts as the treasurer. T S Walia, president, FHRAI is also a member of the managing committee. According to Poddar, “The eastern and northeastern regions of India and the Andaman & Nicobar Islands have immense potential for growth of tourism. The focus of HRAEI in the current year will be to work with various state governments to realise the tourism potential of the region.” Elaborating about his priorities to Food & Hospitality World, Poddar said, “One of the major constraints faced by the hospitality industry is the high and complex taxation structure. There are multiple taxes like VAT, service tax, luxury tax and entertainment tax. Our endeavour will be to network with the state governments to work out a uniform tax structure.” HRAEI is the umbrella organisation of hotels and restaurants of 12 states, namely West Bengal, Bihar, Odisha, Assam, Jharkhand, Meghalaya, Arunachal Pradesh, Nagaland, Manipur, Mizoram, Tripura, Sikkim and the Union Territory of Andaman & Nicobar Islands.

FOOD & HOSPITALITY WORLD

January 16-31, 2015

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Moët & Chandon MOËT & CHANDON HAS revealed 'So Bubbly Bath', a jeroboam bottle of the iconic champagne Moët Impérial. The jeroboam is accompanied by six large golden glasses.

VKC Nuts FOR THIS VALENTINE’S DAY VKC Nuts has launched a range of dried fruits and berries under the brand name- Nutraj. From treated dried fruits like cranberries, blueberries, black currants, raisins, prunes, apricots, pineapples, kiwis and figs to almonds, walnuts, hazelnuts, cashews, pistachios, pecans, macadamias, pine nuts and much more; Nutraj products are vacuum packed or nitrogen flushed to ensure that they remain fresh and crisp. Price starts at `80 per box of 100 gm.

Diverse DIVERSE'S LATEST OFFERING 'GRUBES Urinal Screen' is a waterless urinal. A single GRUBES Urinal Screen in a workplace with a few dozen employees can save about 170,000 liters of water per year. The combination of this product along with Good Sense Odour Eliminator which is a blend of nonpathogenic bacteria and enzymes results in a clean and hygienic urinal. Since no water is required, there is no need to treat and pump as much water. Also, the absence of flushing means generation of less waste water and so is its treatment.

STAR CJ Network India STAR CJ NETWORK INDIA has introduced the Wellberg stainless steel cook and serve set which is made of food grade steel and has a mirror finish body with gold finish handles and knobs. It also has a sandwich bottom which is compatible to all kinds of cook tops. It is sturdy yet lightweight. One can avail Wellberg stainless steel cook and serve set at `2,699 exclusively on Star CJ. Original price is `6,200.

OSIM India OSIM INDIA HAS LAUNCHED its latest massage chair called OSIM uInfinity equipped with a ‘download massage’ technology that offers a wide choice of massage programmes. The uInfinity chair allows the user to download latest lifestyle massage programmes with a Bluetooth connection to a Smartphone and also download the programmes into the uInfinity app in the smart phone. The OSIM uInfinity chair has a combination of three complimentary innovations download massage, humanised massage and lifestyle massage. It is priced at `4,99,000 and in Maharashtra `5,24,000.

24 FOOD & HOSPITALITY WORLD January 16-31, 2015

CHEF’S PLATTER

FLYING HIGH Innovation in cuisine might be an interesting pursuit for many chefs, however the relationship with innovation needs to be practical since there is no sense in designing menus which require more manpower, thereby raising costs, says Chef Rick Stephen, director, SATS Catering By Kahini Chakraborty

C “'

UISINE OF TODAY' is what people are eating these days and that is what they are expecting,” says Rick Stephen, director of kitchen, SATS Catering. Born in Australia and being the third generation chef, working in major hotel chains, top end clubs, and owning his own restaurant for 12 years and now calling Singapore his home, Chef Stephen's interest in cooking began at a very early age when he was working in his father's restaurant in Burnie Tasmania, Australia. “I actually preferred to work with my uncle who ran a large bakery in school. I was the first boy to take cooking classes. There were no issues from my classmates as I was the captain of the rugby team and I think they appreciated some treats after some heavy cold training runs,” he chuckles. Chef Stephen has been in the industry since 1972, and each year has given him some significant learnings whether it be the many competitions that he has participated in or being awarded an Honorary Doctorate by Young -san University in Korea for his service to his profession. Acknowledging his merits modestly, Chef Stephen says, “These titles do not interest me, what I want to see is what has the person done to put back into the industry. Do they give up their own time and money to take our profession forward? Now I can sit

here and say I have won 82 gold medals at international events, but at the end of the day, the gold medals do not keep me in business, it is the food and the knowledge I gain in winning those medals that keep me in business or working as a chef. Sharing is caring!” Chef Stephen has competed in many competitions winning titles like the Australian Chef of the Year, Chef of Chefs three times. He is

also a Gold Medalist winner at Food Asia - Singapore, Culinary Olympics - Germany, Luxembourg World Cup, Fine Foods – Sydney and Melbourne, Sapporo – Japan, Detroit – USA, Team Captain of Australia 1990 – 1995, and Team Manager/Coach of Australian Team 2002 – 2008. Chef Stephen has had the opportunity to visit a number of Singapore’s neighbours and be involved in chef mentoring to a large brigade of chefs in

Singapore, Fiji, Indonesia, Japan, Taiwan, Malaysia and Australia, contributing to the success of a number of these chefs in competitions and in general kitchen work. In November 2013 he was given the distinction of being awarded an Honorary Doctorate by Young-san University in Korea for his service to his profession. In May 2011, he was elected to be the continental director for Asia under the WACS banner, which

Rick Stephen

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January 16-31, 2015

CHEF’S PLATTER

encompassed 19 countries with three pending membership. Part of the 35th WACS Congress committee, Chef Stephen also organised and ran the IFK competition in Korea, and also did all the final preparation for the World Finals of the Global Chef and Hans Bueschkens competition. As part of his WACS involvement in the region Chef Stephen has conducted WACS approved coursed and has been appointed to look after the WACS Global Chef competition worldwide. In January 2010, he passed the ‘Certified Master Chef ’ programme to be the first Australian to achieve this honour. He is also the author of author of ‘ Kitchen 241 ’ cookbook and ‘The Art of judging ’, which has been piloted and been on a number of lifestyle television shows.

chef may have given to the industry as suddenly everyone is an expert after only twothree years of experience as a chef. “This has lead to a few downfalls as some do not have the experience to back up the position they hold,” he adds.

Fast trending

Changing perspectives As per Chef Stephen, today a chef has to be quite adventurous, no more hiding as the public wants to see the chef working and on duty. They need to know about marketing, menu designing, food trends and customer perspective to ensure that they are delivering what the people expect, being flexible enough to make changes when items are not working/selling. As there are constant food innovations taking place globally, he opines that the best part about being a chef is that no two days are the same, this can be in a restaurant or a hotel, as each day there are different customers, events or menus. “Dealing with the public can be challenging but also fun. Some of us take our job a little too seriously because at the end of the day you will never please 100 per cent of everyone, but we hope to be able to reach out to 90 per cent,” he adds. But he points out that one of the big issues faced in the industry is with manpower, another may be the fame that the celebrity

To me the emerging trends is fresh food, knowing the farm or the area that the food has come from and the season for that food. Many parts of the world do not have seasons or are importing all their products which makes seasonal meals hard to come by

26 FOOD & HOSPITALITY WORLD January 16-31, 2015

When asked about the emerging trends seen in the F&B industry and how different is institutional catering compared to servicing in-flight catering, Chef Stephen replies, “To me the emerging trends is fresh food, knowing the farm or the area that the food has come from and the season for that food. Many parts of the world do not have seasons or are importing all their products which makes seasonal meals hard to come by. The difference I see between commercial catering and airline catering is not a lot except for the fact that hygiene standards on the airline is paramount.” On the challenges faced in terms of innovation in cuisine and maintaining authenticity of cuisines to cater to various travellers' demands, he mentions, “The biggest word I would use here in relationship with innovation is to be practical, as there is no sense designing elaborate menus that need 20-30 chefs to cook for 30 guests as this makes the cost of selling the food impractical. The other issue is the fusion of food. You need to maintain your food culture and identity, sure plate it or serve it a different style but the flavours need to maintain the taste profile of the region.” Turning to the demands of Indian customers, he points out, “I would say after Chinese food, India would be one of the highest other international cuisines around the globe. So many chefs from India have done a wonderful job in promoting Indian cuisine and the world is starting to realise that Indian food is not all about hot and spicy food, but about different blends of spices and cooking styles.”

CHEF’S PLATTER

'ALLYOU NEED TO DO IS KEEP PUSHING YOURSELFWITH AN ABSOLUTE PASSION' The prestigious Michelin Guide to Restaurants and Hotels has awarded a star to the Golden Peacock, the authentic Indian restaurant at The Venetian Macao, for the second year in a row. Kerala-native, Chef Justin Paul who heads the kitchen at the Golden Peacock believes in a non-compromising approach while delivering quality By Steena Joy What kind of Indian cuisine is served at The Golden Peacock? And from which regions of India? The Golden Peacock is committed to bringing authentic Indian cuisine to Macao, and our chefs come from throughout India. We prepare dishes from all over the country, and we strive to deliver healthy concepts by using organic products. How do you source the ingredients to maintain authenticity of the recipes? Most of our ingredients are imported from India, helping us prepare authentic Indian dishes, and we also use some local vegetables for their freshness. Which are the popular Indian dishes most demanded by your guests? Some of our most popular menu items are Choosa Khass Makhani, Lamb Rogan Josh and Dal Son Mor. Do you see a lot of Indian guests at The Golden Peacock? Yes, we have many Indian guests at The Golden Peacock. And we can also see increasing numbers of guests from Macao,

Chef Justin Paul

Hong Kong and from all over the world. What inspired you to be a chef? My father is a great cook and I was always inspired by the way he takes genuine care and attention in making his preparation special. I’ve never seen him getting tired of making food and he is one who has always enjoyed treating friends and families at home to his delicacies. To be frank, when I was deciding on a career, becoming a chef was never so popular a choice and was not considered a career option at all; but somehow, I always enjoyed cooking and I am fortunate that I chose to study hotel management to learn that side of cooking. Since then, it has been a never ending journey filled with exploration and learning. A brief about your career story. My previous culinary positions include regional chef at Veda Fine Dining Restaurant in Hong Kong; senior cook I at the Hyatt Regency in Hong Kong; chef de cuisine at Jashan Fine Dining Restaurant in Hong Kong; chef de partie at Goa Marriott Resort in India and

commis I at The Leela Palace Goa in India where I won a Best Employee Award in 2002. In your learning years, which chef was your role model/inspiration? Chef Wolfgang Eberle, my executive chef at the Leela Palace Goa - a Kempinski resort has been my inspiration. His commitment, creativity and the level of positive energy he carried throughout the day – with high attention to detail and a non-compromising approach when it comes to delivering quality – was something which always inspired and influenced me. Any advice for aspiring chefs? My advice is very simple: keep focused and persevere through the tough times. This profession demands a lot of hard work and sacrifices on your personal time. All you need to do is keep pushing yourself with an absolute passion and a non-compromising approach with attention to detail. It will definitely lead you to success. How do you see the popularity of Indian cuisine in international markets?

I strongly believe Indian cuisine is definitely getting more popular in international markets, and considering its popularity and its acceptance, soon its presence will be felt in all corners of the world.

Do you have any plans to write your own cookbook? Yes, I do have plans to write a book soon about authentic Indian culinary art presented in a modern manner.

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HIGH SPIRITS

Putting the fizz in wine Good Drop Wine Cellars is the only winery in India specialising in fizzy wines. The company aims to broadbase wine consumption in the country and has priced its range of wines affordably in the domestic market, pitching it against beer By Sudipta Dev

AUNCHED IN 2011, Nashik based Good Drop Wine Cellars specialises in fizzy wines. The force carbonated wine is being promoted in the domestic market as an alternative to beer. “The whole idea being I want to broadbase wine drinking. I do not want wine to remain a niche product,” says Ashwin Rodrigues, director, Good Drop Wine Cellars. A chartered accountant by qualification, Ro-

drigues went into wines when he was in Australia. He was working there in financial services. “I saw the potential in the wine industry and thought that it is something good that I can bring from Australia to India. Having lived in the west where typical in the alco-bev pie, wine has a third of share, in India it is just one per cent. So the potential is huge, I want to unlock the potential, by releasing products that are broadbased,” says Rodrigues.

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The journey To learn about wines and wine making, he started working in the industry in Australia and did his ground work. He worked as a daily wager / a cellar hand in wineries in Australia. “I was the oldest there, the others were all 17 or 18 years old. I was in my early thirties. I wanted an idea about the industry, however I started to fall in love with wine making,” states Rodrigues, pointing out that he was fortunate to

start his wine making career in Barossa Valley in South Australia, which is one of the most premium wine making regions in the world. He spent a couple of years in Barossa Valley, and then he went to California and did a harvest there. Following which he came back to India to start his dream project. He first took up a job in one of the local wineries in Nashik. “I started by not building a winery. There were so many wineries that were defunct. There

Ashwin Rodrigues

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are a few extremely successful wineries like Sula, but most wineries have shut down. Nashik is in fact a graveyard of wineries,” remarked Rodrigues. He believes this has happened because many people get into the wine industry but very few succeed and get to the top, and once they teach there they have to do really well. “That is true around the world for the wine industry, from Australia to California. There are two things in the wine industry that people miss the long working capital cycle, when you put money in the beginning of the year, it takes you one full year to recover the money. It is also a capital intensive industry. The second factor is that it is a marketing intensive industry as it is a consumer brand. It has to be backed by substantial marketing spend,” mentions Rodrigues, pointing out that a lot of people in the industry get it wrong as the focus is on sales discounting and not on marketing and creating awareness, of the category and the brand. Initially Rodrigues decided to use the existing wineries instead of setting up his own. Rio Fizzy Wine was released in 2011. “It is a sparkling wine, a force carbonated wine. Which is why I do not call it a sparkling wine, I call it a fizzy wine,” states Rodrigues.

Affordable range Rio Fizzy Wine is an easy drinking, fresh, fruity, aromatic wine. It has an attractive packaging and a pull off top. “The wine did really well,” says Rodrigues with pride, adding that within about four-five months sales were going up, but he had a lot of difficulties with his production partner. He shifted to another winery, which was worst, followed by a third. “So my theory of working with local people who had wineries proved wrong. I knew by 2011 end that I had to set up my own winery. It takes about a year. In 2012 I went about getting the licenses to do that and by 2013 had set up my own winery,” informs Rodrigues. By then he

had increased his range of products. After Rio, he launched Rio, the Carnival Collection, which is a low alcohol fizzy wine. Rodrigues asserts that low alcohol is good for the Indian weather, and people can drink more without getting a hangover the next day. Subsequently he launched Rio Strong, which is a stronger version of Rio Fizzy Wine. It is pitched against strong beer in the market. The wines are for the domestic market. Rio is `110 for a pint, while Rio Strong is `100 for a pint. Carnival Collection is priced at `125 for a pint. "It is easily interchangeable with a beer or Bacardi Breezer and I see those as my competition,” avers Rodrigues. Fizzy wine being a new product in the India market, it was important to create awareness. Rio was first launched in Tier II cities and was pitched against the beer and people went for it. “I started off with smaller markets as I wanted to make my mistakes in smaller markets. Mumbai I launched in 2014. In Tier II cities we are advertising our wines like a beer, putting up hoardings,” he mentions. The recent launch is Casablanca, a sparkling wine. “Our philosophy is to make approachable wines for the Indian consumer. Secondly, it should give consumers value for money, without a snob value. Casablanca is priced competitively at `850 and is tailormade for Indian consumers. It is a white wine made of a blend of four different grape varieties. The name Casablanca evokes feelings of mystery, adventure, romance... the movie Casablanca, and that is what we have tried to capture in the bottle,” says Rodrigues. Casablanca Rose is around the corner and will be launched in January. Plans for the future include a full range of sparkling wines. The company will also bring to the market a range of still wines but it will not be a focus. “I feel that for Indian palates fizzy is the way to go. We love

our drinks fizzy, we love our drinks cold,” asserts Rodrigues. The problem wineries are facing in the industry today is that supply exceeds demand. Wineries are not spending enough money in marketing, and too much on discounting. “Out of my sales 20 per cent goes in discounts and that is lower than the average. My marketing spend is about seven per cent of sales, I am going to increase that to 15 per cent and bring discounts down to 12-15 per cent,” informs Rodrigues. When all wineries come together they have a lot of poten-

There are two things in the wine industry that people miss - the long working capital cycle,when you put money in the beginning of the year,it takes you one full year to recover the money tial to develop the industry. Under the Indian Grape Processing Board (IGPB), Rodrigues has started a marketing sub committee that meets in Mumbai. “We thrash out issues of

common interest. We are going to roll out marketing programmes under the Wines of India banner,” he informs. There are also plans to roll out a host of programmes.

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'Good organisations become illustrious because of virtuous people' Strategy for 2015 Our basic strategy for the New Year would be taking forward the current set of operations and best practices which we have implemented in 2014 and setting new benchmarks in achieving the same. All my strategies for the New Year is aimed towards three broad goals: Great satisfaction levels of all external and internal customers: In the hospitality industry, the three Ps - Product, People and Processes are the cynosure of all strategies. It is our constant endeavour to keep our tangibles impressive and impactful, which directly or indirectly influence guests’ perception of value. It is also important to give emphasis on

the intangibles which hold the key in delighting our customers. Hence, over and above standard operating procedures (SOPs), I give a lot of emphasis to need based training and soft skills training. Great profitability for all stakeholders: With increasing inflow of inventory in the city and rise of fees of the online and offline intermediaries, there is a huge pressure on many hotels to build up their top lines and yields from rooms. For our top lines, we focus on the right mix of segments and sources. We also ensure that our top producing source markets are clearly identified. For the online space, focus is always set on the right prices and right offers on all

Strict adherence to processes and policies, exceptional human relation skills and sound knowledge of the products of business make employees pace towards excellence

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GDS and other web based platforms. For the same, we have a highly cogent and effective channel distribution and management team to closely monitor any variations in the market. With regards to the F&B outlets, I have recently introduced some unprecedented and time tested periodic gourmet events known as the ‘Gourmet Express’ which helps in building up our repeat customer base and strengthening the restaurant brands. We are also planning to launch a brand new nightclub called ‘Kitty Su’ at The Lalit Mumbai around the first quarter of next year which will be the third outlet in our chain. Kitty Su is going to be a unique high energy watering hole with the latest systems in terms of sound, lights and interiors. Another of our key strengths at The Lalit Mumbai is ‘Banqueting’ which forms a major vertical for us. The banqueting team and I constantly strive in focusing on the right segments of corporate, social and entertainment clients and make all efforts to deliver value to them. Great brand visibility: In today’s dense population of ho-

AMIT SAMSON GM, The LaLit Mumbai

tels, we need to stay strongly visible as a brand. With the efforts of our promoters, our chain has gained prominence by engaging with the local communities in the city. Even today, we are continuing with our campaign to promote local sports for sustained community development. This greatly enhances our brand presence over and above cementing strong relationships with the local communities. We also keep partnering with prominent event management companies (EMCs) to gain visibility and prominence in media channels.

Operational excellence I believe the only way we can achieve this is with training and empowerment. I am a firm believer of decentralising the

decision making process with pre-approved boundary lines. Strict adherence to processes and policies, exceptional human relation skills and sound knowledge of the products of business make employees pace towards excellence. I believe that employees should be tuned to comprehend the financial implications of every decision they take. I also encourage my staff to be decisive and take charge when they perceive any negative moment of truth.

Mentor and team builder My belief is that great leaders always have the ability to become effective mentors. I myself was a protégé of some illustrious hospitality leaders in the country. So now I am morally obligated to do the same. I ensure that all my experienced

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senior executives and managers take out time for mentoring their junior colleagues. Also, whenever I see a spark

and willingness to learn in an employee at any level, I ensure that I take out the time to mentor him/ her personally. I also

spend a lot of time in mentoring the senior leaders in my team. I meet my line managers once in a week in the morning

meetings without their department and section heads. This gives me a formal platform to mentor and develop employees for vertical and horizontal growth within the organisation. With regards to team building - I work on the premise that great teams are built on the basis of clearly defined organisational goals, implicit trust in the brand, implicit trust in the senior leadership and augmented satisfaction levels at work. I make sure that my senior managers constantly endeavour to create an atmosphere of positivity, trust and satisfaction and they disseminate the broad goals of the organisation to each and every personnel in their respective teams. Good organisations be-

come illustrious because of virtuous people. More than skills and knowledge, I look for attitude in people. Superfluous knowledge and skills are futile in people with no virtue and character. I stay away from applying logic when it comes to understanding people but largely use my intuition and instinct as the complexity of the human mind is beyond human comprehension. In fact, I apply extreme caution while I form the senior leadership team. I avoid keeping people in my team who are perpetually negative in their thoughts as negative thoughts can never drive positive actions. (As told to Kahini Chakraborty)

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'It is vital to provide exactly what the customer wants' Strategy for 2015 There has been an over-supply of rooms in Mumbai as compared to the demand in the city. Corporates have started cutting down drastically on hotel expenses and this has affected the luxury hotel segment adversely whilst at the same time given impetus to budget hotels. The key strategy for 2015 is ‘customisation and improvisation’. In today’s world where the competition gets tougher by the day, it is extremely vital to provide exactly what the customer wants. With the new T2 terminal at Mumbai right adjacent to Waterstones Hotel, there have been quite a few new hotels in and around the area catering to different

segments. We however, believe that Waterstones has an edge over other hotels. Firstly, because of our location advantage. The infrastructural development in the city has brought the hotel and the domestic airport closer, literally. Situated less than a km away from the international airport and 3.5 km from the domestic airport, Waterstones has become the ideal choice for business and leisure travellers with a taste for design. Secondly, it is a boutique hotel which has created a strong image and a niche for itself in the market over the past few years. And lastly, because of the range of services it offers to its guests. Understanding our guests’ needs, we have

customised our packages accordingly. We offer corporate guests a ‘No-frill package’ which fits their budget without having to compromise on any factor pertaining to their business needs. The idea is to charge the guests only for the services they use. Going forward, customisation will play a vital role in determining the business share of a hotel.

Operational excellence A strong team is always crucial when it comes to successfully running a business. We at Mars Enterprises (parent company of Waterstones Hotel), lay a lot of emphasis on team building. A

GAYLE HENRIQUES GM,Waterstones Hotel & Club, Mumbai

Going forward, customisation will play a vital role in determining the business share of a hotel. A strong team is always crucial when it comes to successfully running a business

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knows exactly what he/she is supposed to do. Other crucial factor is quality. Quality of service and products offered to the guests play an important role in building a reputation for the brand. It is necessary to maintain consistency in quality in order to have a good relationship with your consumer. Consumers today are extremely knowledgeable and know exactly what they should expect when they use a certain hotel brand. The operations team is the face of the company and hence should know the product thoroughly in order to be able to present it to the end consumer. hotel is a labour intensive business and the work-force really is the backbone of the

business. It becomes a lot simpler to take decisions when each member of your team

Mentor and team builder

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I believe that it is extremely important to have a reliable team. The hotel industry is all about providing an impeccable experience to your guest and this depends upon seamless and smooth coordination between the different teams that work together towards creating this experience. If one team should stop functioning effectively or lack in coordination it would hamper guest satisfaction and in turn hamper your business. It is important to not just be a leader overlooking a team but also be a part of the team. Captains are always preferred over coaches. Only if you are involved with your team, will you understand the issues and be able to take a decision. It is relatively easy to build a team. But to nurture a

team and ensure that the team works as a unit is the biggest challenge for any leader. It is important that the team members see growth prospects for themselves. Personal growth is the biggest motivational factor in any organisation and a motivated team will do everything within its strengths to ensure highest guest satisfaction level. Apart from professional life, it is vital to spend time together off-work which really helps the team gel together. It has been observed that a team which feels for one another works better as a unit. This also helps retain employees, one of the biggest challenges faced by HR departments throughout the industry. (As told to Sudipta Dev)

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'It is imperative to have an unbiased system of identifying high performers’vs employees who need regular coaching' Strategy for 2015 The strategy for effective management skills in the New Year will be efficient monitoring of basic principles of management, i.e., unity of command, span of control, definite job assignment, and authority and responsibility, when applied together in humanistic and encouraging manner yields better results and greater satisfaction. This strategy is also in line with our smart goals to meet and exceed the expectations of our guests, owners, employees and business associates by creating healthy environment and happy experience for all of them. In our industry it is all about people, products, processes and profits, which are interlinked. It is a fact that happy employees take better

care of guests, and well looked after guests are more loyal to our product and services and generate better business opportunities for our owners and business associates, who in turn will invest more into new projects and create more job opportunities and growth. This cycle brings new exciting opportunities for all the stakeholders in the hospitality business. However it is easier said than done, unless we hire the right management team to take on the task of managing our employees, who are the prime assets for us to deliver the desired standard of service to our guests. Regular skill development and behavioural training with continuous communication play vital roles in engaging employees for suc-

In our industry it is all about people, products, processes and profits, which are interlinked. It is a fact that happy employees take better care of guests, and well looked after guests are more loyal to our product and services

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cessful endeavours. The key strategies will include: ● Effective delegation of responsibilities with regard to guest services and expectations ● Setting of SMART goals for all team members, especially sales for achieving numbers ● Timely communication with team, so that all are on the same page and guest services and concerns are at the centre of our day-to-day operations ● Employees general meetings on a monthly basis to share updates ● Rewarding and recognising achievements of employees ● Update product and services for lasting solutions ● Employees must enjoy the work place, don’t take it too seriously, have fun and enjoy work

Operational excellence We encourage our employees to provide effective and efficient operational services on a continuous basis without linking it to financial compensations every time. This philosophy of leadership, team work and problem solving results in continuous improvement throughout our resort by focusing on the needs of our

JAGAR THAKUR GM, Fariyas Resort, Lonavla

guests by empowering employees and optimising their activities in the process. It is imperative to have a good and unbiased system of identifying high performers’ vs employees

who need regular coaching and supervision as it plays role in making the employees to understand that self starters and high performers will be rewarded by way of

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additional increments or promotions as soon as they are ready or as and when the vacancy arises. In each department we have implemented employee of the month system, where an employee is rewarded for his contribution for achieving higher guest satisfaction.

Mentor and team builder My strategy for mentoring and team building is based out of genuine concern for the well-being of our guests, owners, business associates and employees and the idea is to increase efficiency and motivation of employees so as to increase productivity without being afraid of giving honest feedback to employees in the

interest of improving their performance and the resort's credibility. In the hospitality industry especially in resort destinations, human resources management is very important, to look after the organisation. This industry often has been described as a 'people business' and we have to be familiar with all aspects and trends that affect our business like political view, economic condition, competitions and social views, so we have to plan manpower requirement and recruitment carefully, to suit specific activities and specific positions to make business sense for all stakeholders. (As told to Kahini Chakraborty)

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'Our keyfocus will be to continue building our operational excellence' Strategy for 2015 The key strategy for 2015 is to stick to the basics and to ensure we work towards highlighting and delivering our brand promise, with respect to each of our brand pillars which include â&#x20AC;&#x201C; a sense of welcome, a sense of food and beverage, a sense of wellness and a sense of culture and discovery. Another strategy is to also stay in sync with current market trends, such as the increasing number of high spending domestic tourists to the Goa market and the increasing MICE business that is coming to Goa. The opening response to Grand Mercure Goa Shrem Resort has been beyond expectations and our key focus will be to continue building our operational excellence. Grand Mercure Goa Shrem

Resort is nestled in the lap of lush greenery with a view of the beautiful paddy fields. This property reveals the lesser known side of Goa which is so close (yet within a safe distance) of the bustling nightlife that North Goa is so famous for. The resort features 121 rooms and suites elegant in detail, each room at the resort is designed with comfort in mind, offering the finest combination of elegance, indulgence, and upscale hospitality under one umbrella with a 'Glocal' touch. We welcome travellers to experience the Grand Mercure Goa Shrem Resort. With these distinctive offerings by Grand Mercure Goa Shrem Resort we trust that travellers across all segments can indulge in a heartfelt experience coupled with world class hos-

pitality and experience the perfect balance of luxury, family spirit and wellness. For 2015 we are happy to announce La Brise, our beach restaurant, which opened its doors in December 2014. La Brise is a 150 seater restaurant with a great view coupled with 1,400 sq ft of meeting space and 5,000 sq ft of open lawn space.

Operational excellence Achieving operational excellence requires high performance, strategically integrated processes that outpace the competition by delivering more value to the guests. There are three major factors which ensure achievement of operational excellence. First and foremost, we need to ensure high quality team work

MANISH DAYYA GM, Grand Mercure Goa Shrem Resort

An effective use of IT not only facilitates the day-to-day operations, but also ensures better interactions with guests and a higher chance in delivering exceptional customer service

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which follow the organisational priorities. Secondly, use of effective technology is of prime importance. The use of technology in the hospitality industry has dramatically changed over the past few years, shifting from a back office support role to one of strategic significance. An effective use of IT not only facilitates the day-to-day operations, but also ensures better interactions with guests and a higher chance in delivering exceptional customer service. The third factor is to keep employees motivated. Motivating hotel staff not only improves job performance, but also reduces costs associated with finding and training new workers.

Mentor and team builder In an industry like hospitality, service and morale go hand in hand. A general manager of a hotel plays a larger role in this industry. His/her role becomes more of a mentor and often needs to function as a coach who derives excellence for him and his team. In a fast changing trend and surroundings, we in the hospitality industry also have to continue and keep up with the trends, being available on social media, responding to the voice of the guests and customers and most importantly rate parity will continue to be the factor for me and my team to watch out for. (As told to Kahini Chakraborty)

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'We will be focusing on multiple layered training programmes' Strategy for 2015 In this fast changing world, where we are seeing a technological boom and high expectations from both internal and external customers for implementing effective and successful management strategies, it is required that our management skills are revised and updated on a regular basis. We need to keep up with the

changing scenarios and must ensure that we are one up from our competitors at all times. 2015 will bring in new changes anticipated not only from technology but also from the changing face of the global traveller. To ensure that we have effective management skills within our team we will be focusing on multiple layered training programmes:

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● Management development programmes – Undertaking technology updates, industry best practices, management skill development, training skills, etc. ● Supervisory skill development programmes – These programmes will focus on developing existing supervisory force to accept and adopt the technology in their day-to-day

ANOOP SURI GM, TGB - The Grand Bhagwati Surat working and also to upgrade their knowledge in management skills to ensure that they go up the ladder to become future managers in coming years. ● Staff skill development programmes – These programmes will be conducted mostly by the supervisors and managers with inputs from the training department to update the staff with the new management policies, existing technology and how it will assist them in being more productive and increase client satisfaction. We will also partner with other companies in the industry to share our best practices which will be a mutually beneficial step. We will be encouraging CPD (continuous professional development) for all our employees and provide them with resources where ever possible. We will also provide opportunities to our employees to be part of different associations

for networking with professionals within their trade.

Operational excellence As mentioned above, the training and upgrading of knowledge is an effective manner to ensure that our work force brings in effective operational excellence. Confidence in self and company, adherence of SOPs and ensuring that all team members are subscribing to the company’s vision and mission ensures that the team works together for a common goal. The support management provided through upgradation of knowledge, skills and technology provides the staff with motivation to be more productive and move towards excellence. As management of the unit, we will be coming up with a structured monitoring and feedback system which will

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provide our staff with a 360 degree assessment. The management hierarchy will be trained to analyse these feedbacks and provide staff with very clear and understandable points to improve upon. The KRAs and KPIs will be provided on a regular basis with targets which are difficult but achievable. Targets will be divided into smaller steps spread over a year, so as to ensure less burden and enough time to achieve each step. Each achievement will be celebrated within each department to motivate them further and combined achievements will be announced and celebrated in a Monthly Town Hall meet.

Mentor and team builder What we have discussed till now is a theory which can be implemented only when supported by the whole team in a hierarchical manner. In any organisation every person has some weaknesses and some strengths, we must ensure that our employees are trained to do their self SWOT analysis and are able to discuss freely with their managers. This way proper training can be imparted to the staff to work on their weaknesses. Usually the training departments are shortly manned and may have one-two persons, this requires that we create a team that imparts personal trainings, do monitoring and reviews. The

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team will consist of the following: ● Masters – These can be the departmental managers or executives who would co-ordinate with the training department, the mentors for effective training of employees. They will also conduct the regular appraisals of all people below them. These masters will also provide skill trainings to the employees on the skills in which they have strengths and good knowledge. ● Mentors – These are the supervisors to senior staff within a team who will supervise the training and development of the team and will provide answers to their queries. They will also conduct job trainings for their immediate needs and provide a KPI and KRA achievement analysis to the masters and training department. ● Buddies - Employees who have been with us for a long time and who are well trained and are aligned with the vision, mission and processes of the organisation are assigned as buddies to new employees or employees being upgraded in coming months. (As told to Rituparna Chatterjee)

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'We plan to invest more in reinforcing data security' Strategy for 2015 It is an extraordinary time for us. Among all industries, upscale hospitality is ranking near the top in its attention to customers. Because guest expectations are high, quality is not just a goal, it is the very essence of the business. At Starwood Hotels & Resorts, we believe that this is â&#x20AC;&#x2DC;the age of great changeâ&#x20AC;&#x2122; and hence the strategy for 2015 will be to focus on quality measures with a three-pronged approach: improving the Guest Satisfaction Index, increasing revenue, and controlling

costs. The strategy will be to invest in Talent Management by engaging the employees with the brand and delivering consistent standards of customer service across global portfolios. We will develop innovative talent programmes and re-design operating models to effectively execute the talent strategy. We aim to upgrade with self healing technology. As a global hotel brand we are tasked with responding to increasingly sophisticated guests no matter where in the world they are or where they

are from. Today that means acting as a portal to a destinationâ&#x20AC;&#x2122;s local culture, arming travellers with technology to make smart decisions quickly, and creating a company culture that encourages our staff to step outside their defined roles. Starwood Hotels and Resorts is the first hotel brand to introduce a Google Glass app, an Apple Watch app, a robotic staff member, and stellar social customer service. We plan to invest more in reinforcing data security; to ensure that as an organisation

ANURAAG BHATNAGAR Area GM, The Westin Mumbai Garden City

we have taken all the necessary safeguards to protect guests and the reputation of the brand. Yield management tools will be developed and extended to improve cost management. We will minimise the shocks of unpredictable events and reconfigure each crisis as an opportunity to reinforce brand values and enhance consumer relationship.

Operational excellence At Starwood Hotels and Resorts we have the Opex (Operational Excellence) Projects which aims at improving the quality circle. The problem resolution is done in a very scientific manner; the problem areas are identified,

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brain-storming exercises are conducted based on the different causes by the key stakeholders who are the front liners and guest facing employees. The Root Cause Analysis is done by using the Fish Bone model. The solutions are identified for the root cause and by using the Diamond model, the appropriate solution is identified and a SMART plan is prepared. Once the plan is prepared the same is executed. The results are monitored. Once the results are witnessed a SOP is created for the process. The Westin Mumbai Garden City has a very effective career development programme called Starwood Careers which is an online struc-

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tured module. There are three different tracks for the associates which are entry level, mid management level and the executive level. This is a very systematically prepared programme in developing the associates for the next level. The hotel follows the Balance Score Card model and the principle of Management by Objective (MBO). The associatesâ&#x20AC;&#x2122; objectives are set at the start of the year which is in line with the objective of the organisation. The associates set their individual objectives in consultation with their immediate supervisor for achieving the goals of the organisation. Once the associate

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and his/her supervisor approve on the same goals, an agreement is signed electronically and a mid-year and year-end assessment is conducted in which the employees are rated as per the objective and the set competencies. The assessment is very objective and there is no ambiguity on the assessment as the expectations are clearly set by both the parties and the assessment is based on the achievement of the objectives.

Mentor and team builder This is an exciting time to join Starwood Asia Pacific. As we forge ahead with expansion, we

The hotel follows the Balance Score Card model and the principle of Management by Objective (MBO). The associatesâ&#x20AC;&#x2122; objectives are set at the start of the year which is in line with the objective of the organisation

are putting more and more focus on talent recruitment and development to fill the evergrowing need for the best and the brightest. One of the things that we do very well is not just look at hiring the best people, but seeing how we can make them more productive. This is possible with the kind of tools we have today. For example, we continuously do employee satisfaction surveys in our hotels. Our recruitment drive - Starwood Careers encourage us for high potential talent acquisition, whether at an associate level or a management level. The career development programme assist our employees with a learning track for 12 months to ensure that necessary skills and competencies are developed with mentoring and guidance, and the highperformers are rewarded with a recommendation for 18 months development track for the next level. This structure promises career growth opportunity to our existing employees and new hires during their entire tenure with Starwood. (As told to Rituparna Chatterjee)

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'We have also factored in a hotel goodwill scorecard' Strategy for 2015 Empowerment and clearly set SMART goals will be the focus this year, where the hotel leadership team has a definite and solid buy in. It is imperative to ensure that the team keeps an eye on the ball, through frequent reinforcement of goals. The buy in is an emotional commitment where the HOD, with his or her team comes up with a strategy and plan to achieve these goals. The hotel has reached the stage in its post opening cycle where the key leadership team is now driving their departments and doing a great job. 2015 will be about taking this a notch higher and em-

powering them further. We have also factored in a hotel goodwill scorecard which the management has a responsibility to. As the opening GM and team, the hotelâ&#x20AC;&#x2122;s image and goodwill is our legacy to the DoubleTree by Hilton Hotel Pune - Chinchwad and we have done a great job so far. We want to take it up further. Itâ&#x20AC;&#x2122;s a brand new initiative which we have rolled out.

Operational excellence Operational excellence largely depends on achieving guest loyalty, ensuring team member engagement, meeting revenue goals and expense budg-

ets. Effective hotel performance is achieved through smooth coordination between departments, thereby ensuring a flawless guest experience. In addition, efficient utilisation of resources play an important role in maximising output whilst keeping costs at a minimum. It is important to create an environment that allows talent to shine through, where your team members are engaged, motivated and empowered. Communication of organisational goals, recognition of goal achievement and rewarding team members for accomplishments goes a long way towards instilling a sense of belonging and ownership

SAHDEV MEHTA GM, DoubleTree by Hilton Hotel Pune - Chinchwad

It is imperative to ensure that the team keeps an eye on the ball through frequent reinforcement of goals

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within team members. This sense of belonging amongst team members inspires them to find ways to keep guests happy whilst keeping costs at a minimum. At the end of the day, it is the people that drive the organisation; and efficient people make for a successful hotel.

Mentor and team builder At DoubleTree by Hilton Hotel Pune - Chinchwad, we CARE for our guests and team members. Our culture of Creating A Rewarding Experience is a brand initiative that binds everyone together in their endeavour to achieve guest loyalty and team member engagement. HR of course plays a large role in driving the mentoring and team building strategies. Effective relationships and learnings are the mainstays of organisational success. Finding meaningful ways for team members to connect is more likely to result in greater pro-

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ductivity, enhanced career growth and overall improvement in employee performance. Spending time together in a work as well as social environment helps team members to bond and inspires higher levels of commitment towards goal accomplishment. Ensuring that team members are given a chance to do what they do best, lets them know that their skills and contributions are valued as integral additions to the team. The hotel goodwill scorecard which is our latest initiative, is something we are very proud of. This scorecard supports our CARE philosophy, which talks about Creating A Rewarding Experience for guests, team members and the community. Our hotel and team represent impeccable standards and unparalleled service. We strive to maintain this image with our guests and corporate partners. Our goodwill scorecard brings people together, to serve the

common goal of preserving and enhancing our image as a preferred hospitality service provider. Our management mantra is to create an environment which nurtures and develops talent. Obviously this begins right from day one. New recruits are assigned a mentor to help ease them into their new surroundings. We organise extracurricular activities to help build team spirit. Our DoubleTree Premier League of champions have a blast when they gear up for an exciting challenge every week in the team member cafeteria. We also help bring team members up-to-date in term of technology by teaching basics of computers and emails to team members who have not had a chance to work on computers. We have also started an education fund to help children of our team members. (As told to Rituparna Chatterjee)

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'Efficiencyin operations leads to a great guest experience' Strategy for 2015 As part of Starwood Hotel and Resorts our key strategy is Global Personalisation at Starwood (GPS) - we connect, sell and deliver. Being the top brand in the city with a parent like the Sheraton brand, the name Four Points by Sheraton distinguishes us in a big way. We have the power of Starwood Preferred Guest (SPG) one of the worldâ&#x20AC;&#x2122;s best loyalty programmes for guests and the brand Four Points does a lot that helps us in our overall

strategy. There are many USPs as a branded hotel, a big one being the Four Points Signature Bed, and other programmes like Sweet Treat, TLC etc. As an upscale business hotel with mostly corporate transient travel, our biggest strategy is to provide honest, uncomplicated comfort to all our guests which further leads to overall business growth. On the property we always listen to our customers and we adapt accordingly, be it more amenities,

customised menus, great long stay packages and benefits. I personally believe word of mouth is the best marketing strategy but these days that is not enough, hence we are very active on social media, print media and have maintained a number one ranking on TripAdvisor further promoting the property. Revenue management and digital marketing are extremely important as we continue to push our top strategy of Drive to Web. F&B performance is

PUNIT SHETH GM, Four Points by Sheraton, Ahmedabad critical as breakfast is included in most rate plans. Having said that the basic of having great breakfast through our 'Whatâ&#x20AC;&#x2122;s for Breakfast' brand programme, is just the start. Besides wowing the in house guests with our signature venue EATERY,

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In-Room Dining, Nuevo and Fresco meeting space, we do outdoor catering and have done weddings and corporate functions of over 1500 people spanning five days, real money makers. Hence a lot of importance is given to the F&B department as part of

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At Starwood we believe that in this age of great change to be agile is extremely vital, you have to move like a hyena and not like a hippo, though you may be as big as a Fortune 500 company the overall strategy and even more so from a marketing perspective as it continuously pulls in walk in and city guests.

Operational excellence At Starwood we believe that in this age of great change to be agile is extremely vital, you have to move like a hyena and not like a hippo, even though

you may be as big as a Fortune 500 company, hence getting it done fast is more important than to just try for perfection with no results. Operational excellence is a very important part of all Starwood hotels and we apply it to our day to day operations with a lot of support from our regional and divisional teams. Efficiency in our operations leads to a great guest experi-

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ence and not mere grandeur of the task at hand. A senior in the industry once told me â&#x20AC;&#x153;Activity is not achievements, you have to follow throughâ&#x20AC;?, so I consistently give a 100 per cent at all the activities that I prioritise strategically to make sure at the end of the day, month, quarter or year they become achievements. We have a companywide initiative of going green where we are looking at reducing our utility consumption by over 20 per cent by 2020 thereby tackling an important global issue. Hence, leading by example, is another personal management mantra.

Mentoring and teambuilding One thing I have noticed from

my earlier bosses (GMs) is that they were all great orators but not all of them were good listeners. My endeavour is to listen more, then analyse and then speak or act accordingly. All teams or department heads have the basic technical skills, what makes them good or bad is their engagement in the business and how they treat their associates, in turn what the associates will do for the hotel and its guests. Hence as a mentor I only guide and engage on what they may be already doing. We have Starwood Careers programme that further facilitates this process. I like to connect as a mentor and team leader and promote the idea of work life integration. (As told to Steena Joy)

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'We will focus on consolidating our core businesses' Strategy for 2015 I wish for three things: that the shift in mood since the last Indian general election will actually translate into sustained business demand going forward, that the new government will push infrastructure development across the country and that it will make it much easier for people to travel in and out of India. In spite of that, the world at large continues to be rather unstable and unpredictable, and as a result I foresee general booking patterns and demand to continuously fluctu-

ate and remain very short notice. Therefore, we will focus on consolidating our core businesses in various segments whilst using good revenue management practices every day to maximise top lines.

Operational excellence The commitment and support of our associates in living Hyatt values every day. Hiring and having the right person for the right job at the right time is also essential. I believe consistency in our service de-

liveries as well as giving each associate room for innovation and the freedom to express her- / himself are key to create a productive and efficient workforce. Giving people opportunity, fair pay, support and commitment increases job satisfaction and reduces turnover, which in turn leads to more consistent service deliveries. Never forget that nobody is perfect, so the willingness to admit mistakes and learn from them are also important aspects of achieving excellence.

ERIC WEBER GM, Hyatt Regency Mumbai

Never forget that nobody is perfect, so the willingness to admit mistakes and learn from them is also important

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The understanding of ‘service’ and ‘luxury’ is continuously evolving. What was prevalent yesterday may no longer apply tomorrow Mentor and team builder Let people do the jobs they have been hired for. Define goals and strategies together, don’t micro-manage, offer guidance and support as and when needed. For myself, be transpar-

ent and integer – as the saying goes, if you tell the truth you don’t have to remember anything. Also, conduct yourself the way you expect your associates to conduct themselves, and treat people the way you want to be treated. Never take your-

self too seriously, and make sure everyone can have fun and a good laugh every day. Finally, I apply a zero tolerance-policy on office politics – and on bad wine. The understanding of ‘service’ and ‘luxury’ is continuously evolving. What was prevalent yesterday may no longer apply tomorrow. I believe hoteliers today can no longer simply propose brand standards to customers; we need to try and tailor products and services to the needs of each individual traveller. Some like the fuss of personal attention and gimmicks, some like respective ho-

tel brand standards they can relate to everywhere they travel, others simply want to be left alone and have things done as quickly as possible. Bearing all this in mind, it is important to give customers an experience which is as unique and as personal as possible, facilitating the individual touch points that matter to each customer. This will create genuine customer loyalty and engagement - which is what all hotel chains are trying to achieve in the end. (As told to Sudipta Dev)

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'We emphasise on employee satisfaction as much as guest satisfaction' Strategy for 2015 Sofitel Mumbai BKC has done well in the current year and 2014 has been very positive for the hotel. We have seen enhanced occupancy levels and the coming season looks buoyant in terms of both, average room rate (ARR) and occupancy levels. We endeavour to enhance our RevPar in the forthcoming year, which will be a judicious mix of volumes as well as ARR. This will be possible to achieve through quality, impeccable service, intelligent marketing and high ratio of repeat guests. Sofitel’s unique personality is distinguished by its three brand pillars offering a three-dimensional experience: special attention to design and innovation, a constant celebration of gastronomy and wine, and a passion for culture and events. These three pillars

constitute the pure essence of the Sofitel brand. In the past few months the hotel has seen a host of events supporting its brand pillars including flying down an international all-girl band from UK – the Tootsie Rollers, a mentalist from Germany Nicolai Friedrich who took guests by storm with his magical tricks, launch of the legendary star Waheeda Rehman’s biography, ‘Conversations with Waheeda’ as well as Dr. Atul Gawande’s bestselling book, ‘Being Mortal’ was launched at the hotel. The hotel has also been credited with bringing in over six international chefs to India including Thai, Vietnamese, Malaysian and more to lend its guests the experience of their favourite international cuisine in the heart of Mumbai. In the next year, we plan to amplify Sofitel’s brand pil-

We emphasise on employee satisfaction as much as guest satisfaction as we believe that only a content workforce can serve its guests with happiness and pleasure

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lars and provide guests with a holistic experience to make the hotel a destination in itself. The goal is to make Sofitel Mumbai BKC the luxury landmark in Mumbai as well as a cultural and entertainment hub of the city.

Operational excellence Sofitel Mumbai BKC lives by the motto – 'Life is Magnifique'. Being a large boutique hotel, Sofitel promises to offer guests an opportunity to experience luxury at its best. Right from the time a guest checks-in, we promise to plate up the most exquisite details that are sure to make one’s stay memorable. We emphasise on employee satisfaction as much as guest satisfaction as we believe that only a content workforce can serve its guests with happiness and pleasure. We call our employees 'Ambassadors' as they are the ones who live and share with passion the values and ambitions of the Sofitel brand. At the heart of all operations are the people and they are the primary link between our guests and a luxury experience at the Sofitel Mumbai BKC, enriched with emotion. The grandeur of Sofitel Mumbai BKC is reflected in its unrivalled facilities and personalised service from the heart, which we refer to as 'Cousu

BISWAJIT CHAKRABORTY GM, Sofitel Mumbai BKC

Main' in French. An incredible sense of professionalism and generosity, combined with impeccable service that stems straight from the heart of our ambassadors helps achieve operational excellence and creates magnifique experiences for our guests. Our am-

bassadors’ supervisory effectiveness and synergistic teamwork enable us to create guest loyalty and Sofitel brand equity. The hospitality trend in India is changing rapidly. Along with basic services, it is catering to the luxury

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connoisseur who expects and appreciates quality and excellence. Sofitel Mumbai BKC is known to bring these attributes to the table and offers a genuine experience of French 'art de vivre' and the best of local culture, coupled with sophistication and elegance. For this industry, it is extremely vital that guests are treated with the services that they need, cocooned in the opulence they desire.

Mentor and team builder It is a privilege for me to be associated with a brand that has constantly reinvented itself providing innovative, high-quality products and services for the

benefit of its guests, creating a niche of its own, Sofitel Mumbai BKC has successfully introduced Mumbai to a unique mĂŠlange of French elegance and warm Indian hospitality. I see myself as the catalyst in crafting the pathway to make Sofitel Mumbai BKC a luxury and cultural landmark in the city. A large part of running a five-star luxury property is to inspire its people and success in hospitality is a direct result of effective team work. In our rapidly changing world, the ability to exceed customer expectations will be the only differentiating force in this competitive luxury hospitality segment. (As told to Sudipta Dev)

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' Young and diverse employees inject a varietyof perspectives' Strategy for 2015 The sky is the limit when enhancing luxury levels in the hospitality business, with new introductions to superior services for the discerning traveller, offering a distinct experience from the moment a reservation is made. Predominantly, this is to sustain a competitive edge, and to ensure that basics are effectively carried out, prompting a natural extension to a fine experience. For me, it is a two–fold strategy; for us to anticipate and surpass guest expectations, while retaining a commitment to excellence. ● Talent retention in an extremely competitive environment ● Re-investment in products and services through refurbishment, up-gradation and renovations ● Staying focused on quality and superior guest service ● Innovating to stay ahead of our competitive set ● Take advantage of ITC lineage to its full potential

● Be cognizant of increasing competition, not panicking, but using it to our advantage ● Keep investing in training and development To fulfil the key objectives above, our efforts will focus on acquiring a high-quality workforce. It is now an industry norm that organisations practice building and engaging a workforce that improves their morale and productivity. Companies have also realised that a happy workforce leads to increased output and greater customer satisfaction, both of which boost the bottom line.

Operational excellence Indeed, we firmly believe that the secret of achieving operational excellence is through an integrated approach of People, Policy and Product. Our focus ● Think and provide quality in all we do, leading to guest satisfaction and retention ● Improve on the existing already excellent 75 per cent re-

peat-guest ratio ● Deliver what is promised to guests.

Mentor and team builder Since the hospitality industry attracts youth, fresh from colleges, we can groom them into insightful operators. With proliferation of technology at work, it is a challenge as well as an opportunity to impart real-time training to this dynamic generation. The idea is to channel their imaginative thought-process to enhance offerings to the modern luxury traveller. Young and diverse employees inject a variety of perspectives and greater range of thought, prompting us make a more informed decision, and probably solving problems more effectively. To speak of this pioneering spirit, I delve deep into my years of learning from the industry and as a mentor and team builder; I believe in leading by example, being present on the shop-floor to assist my

PHILIPPE CHARRAUDEAU VP West & GM, ITC Maratha

Since the hospitality industry attracts youth, fresh from colleges, we can groom them into insightful operators

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staff. When they falter, support and stand by them and when they excel, take a step back for they have gained confidence. It is difficult to keep the team in line with our vision at all times. Though the processes are in place, it is challenging to keep it real. My

plan is to stay on track and not let the team stray away from the 'bigger picture' because there will be many short-term goals. We must not lose the momentum. It is a responsibility that each one of us has to shoulder to achieve a larger market share in this extremely

competitive arena. With growing competition, it is not only imperative to sustain our existing clientele, but to expand and increase business, offering a tailor-made experience to each guest. Undeniably, guests are and will be diverse, yet all of

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them demand exacting standards of excellence. We definitely will continue to leverage the brand-equity of ITC. Since its opening in 2001, ITC Maratha has enjoyed a remarkable reputation. Itâ&#x20AC;&#x2122;s rooted to the soil architecture; quality of service, amazing

food and ambience has always been well documented and universally accepted. Building on these strengths, we are confident about steadily increasing both patronage and repeat business. (As told to Sudipta Dev)

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'Operational excellence is best achieved by empowering the team' Strategy for 2015 The key strategy is to align everyone towards the desired business results of 2015. This will be achieved with clear, defined communication very early in the year.

Operational excellence Operational excellence is best achieved by empowering the team. Once the goals are defined, it should be left to the team to decide on their own strategies in order to achieve those results. This leads to innovation and improvisation.

Mentor and team builder

The most effective way to mentor in my opinion is to support the decisions made by your team. Bad decisions can be made sometimes, but as a mentor you ensure that they are learning from them. However, at no point should the team feel that they cannot make decisions. In complex situations, as a mentor, you step in and do the necessary fine tuning. Team building is best achieved when each member of the team is convinced that his/her contribution to the result has been significant and that it has been recognised. Every single member has a role to play, it is important that the tasks are not being discriminated as trivial or complex. Each task leads to

the end result. It is essential to connect with each member of the team emotionally, to be able to get better productivity out of them. As a leader it is extremely important to be able to have a vision and follow through all the way to see the vision become a reality. Some strategies, plans, sometimes backfire, and it becomes essential to lead the change immediately. Sometimes strategies if applied for a very long period of time, give average results. As a general manger it is extremely important to have the foresight of when is the right time to change the strategy. (As told to Rituparna Chatterjee)

HEMANT TENNETI GM, Courtyard by Marriott Pune Chakan

As a leader it is extremely important to be able to have a vision and follow through the way to see the vision become a reality. Some strategies or plans sometimes backfire, and it becomes essential to lead the change immediately

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'Operational excellence emerges when a guest leaves your property completelysatisfied' Strategy for 2015 I want to inculcate within my team at The Leela Mumbai a sense of freedom of expression ensuring that when an employee needs to talk, whatever the reason, time is set aside to do so. Put your work

aside for a moment, put down your smartphone, and focus on the person standing in front of you. That is my strategy for 2015.

Operational excellence

Operational excellence in the hotel industry emerges only when a guest leaves your property completely satisfied. This is usually achieved through a very basic human virtue of effective listening. It is commonly missed as the staff gets too engrossed in following standard operating procedures and fails to stop and listen to the guest.

Mentor and team builder A successful mentor/mentee relationship takes birth when the mentee feels comfortable to connect on a wide range of topics beyond following orders. These activities are instrumental in empowering the employee in reality and not just talking about employee empowerment. This will unleash a widespread desire in your employees to lead and step up to the occasion. I feel strongly about creating for my staff a home away from home. An industry such as ours is demanding in terms of hours of work and hence it is crucial to foster a sense of deeper relationship within your staff, a platform where the employee can share his/her highs and lows. It is an investment that I am willing to make knowing the returns are positively high. (As told to Rituparna Chatterjee)

ASHISH KUMAR RAI GM, The Leela Mumbai

I feel strongly about creating for my staff a home away from home. It is crucial to foster a sense of deeper relationship FOOD & HOSPITALITY WORLD

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'Millennials have become the fastest growing customer segment' Strategy for 2015 Our strategies for 2015 is divided into four major categories: guest experience, training talent, growth of our people and repositioning Marriott Executive Apartments. One of our most important focus points for 2015 will be to increase our focus on our ‘Millennial customers’. For this, we, will base our strategies on not only delivering on all services, but also increase our presence on digital and tech innovations. Millennials have become the fastest growing customer segment within the hospitality industry. For them, the focus is more on unique experiences, dynamic discoveries and stimulating interactions and for this, they are ready to pay more. Renaissance Hotels, as a brand is based on discovery. For the independent-minded traveller who values originality, Renaissance is the only hotel brand that inspires and provokes its guests to discover something different— each and every time they stay— so that no trip ever feels routine.

With unique innovations, including the recently launched Marriott International App like the Mobile Check-in App, Meetings expert App, R Navigator App, our aim is to provide our guests with all their requirements just on their smart phones – from booking a spa appointment, to check-ins and check-outs, room service or even finding information of places nearby. The rise of this digital traveller requires the hotel industry to balance the expectation of personalisation while enhancing the need to remain independent. The second most important strategy will be training people. We focus a lot on training our executives on job. We believe in identifying strengths of each of our employees and emphasise on providing them with adequate opportunity and training. For example, for one of Marriott International’s upcoming hotel launch in Mumbai, we trained 40 people at Renaissance Mumbai for the new property – JW Marriott Sahar, Mumbai.

I have always tried to be a conspicuous leader and throw challenges to the team to develop themselves. A lot of people at different levels have grown under me

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Growth of our people is quite significant. We are committed to providing an environment where our associates have the opportunity to achieve their potential, are highly engaged and are empowered to deliver great guest service. People who are making a career at Marriott India, have begun their journey at Renaissance Mumbai. We take pride in ourselves in the growth opportunities provided to people who have started their career in the industry. Lakeside Chalet Marriott Executive Apartments in Mumbai has been refurbished. Our guests are not only expat visitors but also professionals who travel from different parts of India. We would like to promote the unique facilities that are provided in the refurbished apartments, the interiors which include latest amenities like microwave, hot plates for cooking, laundry room in each floor, kid’s play area, and recreation facilities like outdoor pool, Club Renaissance, Yoga, tennis court, jogging trail and private dining area only for the apartment residents called Crimson.

Operational excellence At Marriott International, our core values make us who we are and I have always given it importance when it comes to achieving operational excellence. Mr. Marriott said, "Take care of associates and they will take care of the customers." The Marriott

REX AG NIJHOF GM, Renaissance Mumbai Convention Centre Hotel & Lakeside Chalet - Marriott Executive Apartments

culture is what makes the brand so popular and successful. Culture like giving our associates opportunities to grow and succeed, letting our associates follow their dreams. Solving the unique problems close to the hearts of our associates and their communities. People management is also an important aspect. Productivity increases in a good working environment and when their presence is valued in the company.

Mentor and team builder Well, this is a question that you could ask my associates. I would love to know their thoughts about me as well. I have always tried to be a conspicuous leader and throw challenges to the team to develop themselves. A lot of people at different levels have grown under me. People who were my juniors are now working as general managers at different Marriott properties across the globe. It is a great thing to see people grow under you. I am still in touch with most

of them and serve as a mentor when it comes to guiding my subordinates in professional matters. I like benchmarking goals for my team. You could say I have high expectations on performance standards and can be a task master at times. I personally think that is extremely important to keep the overall business objectives in mind while even planning our daily tasks. Being in the hospitality industry, it is extremely important for us to deliver on the highest levels of customer service, and pay great attention to detail. Marriott’s workforce includes nearly 200,000 associates working at corporate offices and managed properties in nearly 80 countries. Marriott associates participate in approximately 10,000 training classes every year, 4,500 of which are formal learning programmes. Over half of our formal learning programs are eLearning, with the balance being instructor-led or blended programmes. (As told to Sudipta Dev)

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'I have a great deal of respect for the 'general' in mydesignation' Strategy for 2015 Goa's tourism landscape is going through a transition. My key strategy for 2015 is to find the right balance in our market mix so as to maximise yield.

Operational excellence Operational excellence is based on a blend of well-defined core processes and staff empowerment. It is important to me that my colleagues clearly know what is expected of them and how to do it (i.e. core processes) as well as feel empowered to take on-thespot decisions when handling a guest. Exception handling, after all, is a part and parcel of our jobs.

Mentor and team builder I have a great deal of respect for the 'general' in my designation, and see my role as a generic facilitator. If I can enable my colleagues to fully demonstrate their own skill sets, then I would consider myself to be effective. Since we often work under stress, I also think it is crucial in my role to keep a calm head and not take oneself too seriously. This is good for team morale. In today's competitive and constantly evolving business environment, it is crucial that we stay innovative. The average guest today is well travelled, well informed and very discerning. We at Alila Diwa Goa are constantly inspired

by our motto - 'Surprisingly Different'. For instance, we offer a one-of-its-kind concept once a week at Spice Studio called 'Dine in the Dark'. All lights in this award-winning Indian restaurant are turned off at dinner, any ambient light source is masked and guests are invited to have dinner in pitch darkness. The choice is between a vegetarian and non-vegetarian thali and we do not disclose the dishes on the plate. Guests are asked to use their sense of touch and taste to explore the various specialties through the meal. I am proud to say that we are the only place in the world offering this unique experience as a pop-up concept and it has been very well received both by in-house guests as well as local diners. Another unique idea that gives me great pride is that during Christmas, we honour one of our many beautiful trees on the property as the designated Christmas tree. It is a far more ecofriendly option than to use a plastic tree and adds a lot of character to our festivities. In 2013, we had an over 200-year old banyan tree as our Christmas tree replete with traditional decor and lights. Last year, an elegant spathodea tree had earned the distinction. Travellers today are seeking more than beautiful hotels and good food, they want to return home with unique experiences. (As told to Sudipta Dev)

SIDDHARTH SAVKUR GM, Alila Diwa Goa

In today's competitive and constantly evolving business environment, it is crucial that we stay innovative. The average guest today is well travelled, well informed and very discerning

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TECH TALK

What’s next in the mobile movement? WebRezPro is a browser-based property management system created by World Web Technologies lists out five hospitality trends for 2015

hether you are already onboard or are quietly waiting and watching, the focus on mobile within the hospitality industry has only grown stronger over the past couple of years. Now, with 2015 upon us, the mobile movement has proved itself here to stay. With increasingly more hoteliers armed with mobile websites, mobile booking engines and mobile hotel management systems, focus is shifting to what’s next. Here are five hotel industry trends to watch in 2015.

From 'small screen' to 'all screens' With the rise of the millennial traveller and their tendency to plan and book travel online and on the go, hoteliers have put concentrated effort into mobile websites and mobile booking engines in order to capture this rapidly growing segment. As this trend continues, it’s becoming more important to cater to the full range of devices - present and future - in an efficient, effective and economical way. Focus on the small screen (or even three screens: desktop, tablet and smartphone) is shifting to a more ubiquitous approach: all screens - including the in-between sizes that are now materialising. Therefore, responsive web design is becoming the method of choice when it comes to online marketing and software. Responsive user interfaces provide seamless experiences with optimal usability no matter the device, as well as a single point of content control.

Social customer service and reputation management Social media played a big part in increasing brand awareness and guest engagement last year and

the trend will continue to claim a growing proportion of hotels’ marketing budgets into the foreseeable future. Social media also proved to be an effective platform for customer service, reaching the mobile millennials who turn to social media and review sites for first-hand information and experience of a brand. In the year ahead, social media will play an even bigger role in customer service, and as social engagement continues to build, reputation management systems and social monitoring tools will be increasingly deemed a necessity.

Mobility and integration through the cloud Hoteliers are much less hesitant about cloud technology than they were five years ago. Hospitality Technology’s 2014 Lodging Technology Study forecasts 51 per cent of hotels will use cloud solutions for CRM, 50 per cent for PMS, and 44 per cent for POS before the year is out. Aside from making good financial sense, cloud technology offers an uncomplicated and seamless route to mobilising and integrating hotel systems. Mobile and integrated hotel systems vastly improve hotel operations in terms of efficiency and guest service. As more and more lodging operators realise the benefits of mobilising and integrating their hotel systems, the shift to cloud technology will only continue to grow. Which leads to our next trend.

Innovative technology for superior personalised service The whole purpose behind technology in hospitality has always been to increase efficiency and improve guest service (whether or not individual

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Social media played a big part in increasing brand awareness and guest engagement last year and the trend will continue to claim a growing proportion of hotels’ marketing budgets in future systems have succeeded in this). Today it’s no different, except that, now, innovation in hospitality technology is flourishing and it needs to be; travellers are increasingly demanding self-sufficiency through mobile apps for self-check-in and out, mobile concierge, and even mobile room keys. But this doesn’t mean that good old-fashioned service can take a back seat; today’s travelers have high expectations for both modern amenities and personalised service, so standing out means to provide both. Through integrating such guest-facing technology with PMS or CRM systems, guest profiles are enriched with powerful data that can help hoteliers

customise the guest experience based on special requests, onproperty spend and social media mentions. As hoteliers embrace innovative, connected technology as a way to provide guests with more autonomy while accumulating richer guest data, personalised guest service will in turn reach new levels.

Health and wellness Travel is no longer an excuse for putting personal health regimes on hold. From local, organic ingredients to pilates and yoga, a healthy lifestyle is good and even small properties without on-site fitness facilities or restaurants can keep up with this trend.

Providing healthy options in the lobby vending machine or at the breakfast buffet, and fitness props such as hand weights and yoga mats along with on-demand fitness programming are some ways smaller properties could promote themselves to health-conscious travellers this year. WebRezPro is a browserbased property management system created by World Web Technologies Inc, an internet software development company for the tourism and hospitality industries. In addition to WebRezPro, its chief product offering, the company has developed a cloud-based business platform for tour operators called ActivityEngine.

TECH TALK

Foodbots! Robots have become indispensable in food and beverage production

he world of robotics is currently facing another breakthrough: small, lightweight, comfortable and above all, flexible - that's how engineers envisage the industrial lightweight robots of the future. The greatest revolution, however, will be the direct cooperation between man and machine - without a separating safety fence. In the future, these 'steel colleagues' of the food industry will be able to do more complex tasks than is the case today. So-called Hubots (human robots) are capable of learning and being used as domestic servants or factory workers.

The 'third hand' in production Human-robot collaboration is currently the trend par excellence. It stands for the smooth transition from industrial robotics towards service robotics. Thanks to their torque sensors in all axes, the robots have the necessary flexibility not to hurt people. These should now allow processes to be automated that have not been automatable at all so far. One example is the TX2 series six-axis robots from Stäubli Robotics. “They have managed to integrate safety features that let us realise new possibilities in man-machine collaboration," emphasises Stäubli's chief financial officer Manfred Hübschmann. The closed structure of the robot series and its design with IP65 protection - the wrist is held in IP67 and thus waterproof - predestine the TX2 series for use designed to meet cleanroom and hygiene requirements. By expanding their small robotics series, the key players of the industry underline their ambition to grow in markets beyond the automotive industry. 179,000 robots were sold worldwide in 2013. "A new record," as Arturo Baronecelli, president of the International Federation of Robotics, points out. After South Korea and Japan, Germany has the highest robot density: with an average of 261 robots for every 10,000 workers. At present, the global market for robotics is 22 bil-

lion euros. By 2020 this could grow to more than 60 billion euros. Experts like Henrik Ryegard, who heads the robotics division at ABB, regard the food industry as one of the largest markets robot density here is still well below the average.

Hurdles in food production The main driving force behind the use of robots is economical: the machines replace expensive human labour. This is not without problems per se because the food industry is a challenging environment. So far robots have particularly dominated in non-critical areas, such as palletising and packing stations. Five or six-axis industrial robots are ideal tools to do these kinds of monotonous and often demanding tasks in a reliable manner. Special protective covers provide protection under arctic conditions which prevail in warehouses for frozen foods. Other requirements apply for any contact with open foodstuffs. In this case, not only must hygienic safety satisfy higher expectations but the mechatronic equipment of the robots as well. "Pastries, meats, vegetables and sweets vary in quality and size," is how Dr Knut Franke from the German Institute of Food Technologies in Quakenbrück describes the problem in a nutshell. He cites an example: "Automatic fine-cutting of pork requires very sophisticated

sensor technology." The algorithms that Franke and his team are currently developing for the robot movements should enable automatic cutting of pieces of meat and contribute to a more efficient production of safer meat products in the future. Through the interaction of software, controller and mechanical systems, robots can pack almost any food today. Thus, Unilever, for example, uses the FlexPicker to package its popular Bifi snack. The system inserts up to 600 mini sausages per minute into the film of the thermoforming machine. In cases such as these, more than just 'tactile dexterity' is required from the robots when gripping: hygiene aspects are high on the agenda. The robots and their tools may not provide entry points for dirt and bacteria. They also need to be washable and resistant to disinfectants. This explains the popularity of robots made of stainless steel in protection class IP67 or higher. It will take some time, but, in the near future, robots will be performing increasingly complex mechanised tasks. This will create new opportunities for the food industry, especially for small and medium-sized enterprises. This is not always a matter of automating the entire production - semi-autonomous systems, as can be seen at the Anuga FoodTec show, often provide the greater benefit.

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FORECAST 2015

Crystal ball gazing PwC economists reveal predictions for 2015

lready into the New Year, PwC's economists peered into the crystal ball to make their top five predictions for 2015. 1. US economic growth expected to be the fastest for a decade: US unemployment has fallen during 2014 to below six per cent, and PwC expects this, combined with lower oil prices, to contribute to rising household consumption. In the main scenario PwC is projecting the US economy to grow by more than three per cent in 2015, the fastest growth rate since 2005. In line with this, PwC expects the US to contribute around three per cent of global GDP growth in 2015 (see Figure 1), its largest contribution in a single year since before the financial crisis. 2. Economic growth in China projected to be the slowest since 1990: PwC still expects China to make the biggest contribution to global growth in 2015. However, its projected growth rate of 7.2 per cent would be its slowest since 1990 and its high debt levels pose some downside risks to that main scenario. But two of the other BRIC economies are experiencing more severe problems: • In Russia, GDP is expected to shrink in 2015 on the back of low oil prices and economic sanctions; and • Growth is expected to be sluggish in Brazil where the main scenario projection is for the economy to grow by only around one per cent. Taken together, the BRIC’s contribution to global growth is expected to fall for the second year in a row to around 33 per cent in 2015 (see Figure 1). 3. Low inflation leads to quantitative easing in the

Eurozone: Both inflation and growth are expected to remain very low in the Eurozone in 2015. Therefore the ECB is expected to undertake a quantitative easing programme involving the purchase of government bonds, in an attempt to boost demand and head off deflation. 4. India expected to resume growing at above six per cent: After growing at below six per cent since 2012, 2015 could be the year that India turns the corner, posting growth of around seven per cent. In the short-term, low oil prices are likely to increase GDP growth, ease the pressures of India's high current account deficit and help bring down inflation. Looking towards the medium-term, PwC thinks that the February 2015 budget could see India take a step towards implementing new structural reforms which will boost the economy. 5. Economic growth in SubSaharan Africa (SSA) to outpace global growth for 15th year in a row (see Figure 2): PwC also expects the combined GDP of SSA's four largest economies (in purchasing power parity terms) – Nigeria, South Africa, Angola and Ethiopia – to overtake the economic output of Italy in 2015 when measured in constant 2013 international dollars. For businesses, this is a further sign of the potential of SSA as a region in which to invest. Finally, PwC has identified three factors for business to look out for in 2015. First, oil prices have been falling in recent months due to slowing global demand, the US shale oil boom and steady production from OPEC. Richard Boxshall, senior economist, PwC says, "Our predictions and projections assume that oil prices will average between US$ 60-70 over the

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course of 2015 and finish the year at around US$ 80. However, due to the highly unpredictable nature of oil prices, businesses should plan for different scenarios." Second, a hard landing in China. Boxshall says, "The Chinese economy clearly has vulnerabilities given its high total debt level – around 250 per cent of GDP – and estimates by Chinese academic researchers that around US$ 6.8 trillion of the investments made since 2009 may have been wasted on creating ghost towns, unused office blocks and mothballed factories. So far the Chinese government appears to have this under control, but the downside risks of a hard landing should not be ignored." And lastly, escalation of geopolitical risks. "An escalation of the geopolitical tensions in Russia and Ukraine and in the Middle East could have a negative influence on business confidence, with consequent implications for global growth," says Boxshall.

Looking towards the medium-term, PwC thinks that the February 2015 budget could see India take a step towards implementing new structural reforms which will boost the economy

MOVEMENTS JW Marriott Chandigarh RUBAL CHAUDHRY has been appointed as general manager of JW Marriott Chandigarh. In this role, he will oversee the hotel operations, including guest and associate satisfaction, human resources, financial performance, sales and rev-

Management and Catering Technology from IIHMCBhubaneswar. With over 14 years of experience in day-today management of hotel and its staff, he has the acumen for planning, organising and directing all hotel services. In his career, he has worked with established brands like Vivanta by Taj in Pune, Golden Tulip in Amritsar, to name a few.

Absolute Hotel Services Group

Rubal Chaudhry

enue generation, overall performance and strategy execution of the hotel. With a career in the hospitality industry spanning over 17 years, Chaudhry brings with him an experience of having worked with various brands over a decade. In his last assignment, he successfully established Hilton New Delhi/ Janakpuri as a leading hotel in West Delhi.

SUDIPTO HORE has been appointed as general manager of soon to open Eastin Easy Kolkata, effective January 5, 2015. Hore has more than 16 years of experience in the hospitality industry. Prior to joining Eastin Easy Kolkata, he was general manager at many hotels in India namely Vibe Hotel by The Lalit Traveller, Vista Park Hotels & Resorts Gurgaon and JHM Interstate India Hotels and Resorts. He

JW Marriott Mumbai

Martin Faist

oping and bringing food and beverage concepts to life for properties under development as well as ensuring the food and beverage products, promotions and performance at operating properties exceed expectations.

RITESH KUMAR CHOUDHARY has been appointed as director of food and beverage at JW Marriott Mumbai. He has 10 years of experience in delivering and sustaining revenue targets in the hotel industry and is adept at planning, supervising and managing food and beverage operations. He has a record of planning and implementing effective control measures to reduce operating costs of the unit. Before making his way to JW Marriott Mumbai, he has been associated with various prestigious hotels

like the Taj Group and the Leela Group.

ATILLA ERDA has been appointed as senior vice president of business development at Absolute Hotel Services Group effective January 1, 2015. He will be based in

Prior to this posting, he held the same position at Six Senses Ninh Van Bay in Vietnam. Henden joined Six Senses Hotels Resorts Spas in 2005 as an ex-

sine at Le Cirque of The Leela Palace New Delhi. Martinelli brings with him over 16 years of experience having attained considerable experience

Sudipto Hore

Atilla Erda

Gary Antony Henden

Diego Martinelli

is also a certified hotel adminstrator, a credential from AH&LEI (USA). He has a strong background in food and beverage operations.

Bangkok. Erda has a wide portfolio of experience in sales and marketing positions from various hotels including Santiburi Group, Le Meridien, The Unique Collection of Hotels & Resorts, Minor International and Franklyn. With his new role, he will be securing more hotel management contracts in support to Absolute Hotel Services expansion plan for 2015 and beyond.

ecutive chef, quickly climbing through the ranks of operational and executive management in its Asian and Indian Ocean properties. With over 20 years of operational and project management experience in the hotel industry, Henden has a 10-year background with Hyatt Hotels and Resorts throughout the UK, Caribbean and the Middle East.

across Europe, the Middle East and Asia working with five star luxury hotels including Bulgari Hotels & Resorts and The Fullerton Hotel, Singapore to name a few. He is an alumnus from the I A L Institute of Culinary Arts in Modena, Italy. At Le Cirque, he plans to orchestrate a new era in the fine dining industry of India and continue the culinary legacy of The Leela Palace New Delhi. An expert in Italian cuisine, he has multiple language skills with proficiency in Italian, Japanese, Spanish and English.

Hive Alwar SURYA KANTA JANA has been appointed as general manager of Hive Alwar in Alwar. Jana has 14 years of experience in the hospitality industry. He has a diploma in Hotel

Surya Kanta Jana

MARTIN FAIST has been appointed as group director of food and beverage at Absolute Hotel Services Group effective January 1, 2015 and will be based in Bangkok. Faist brings with him 20 years of experience having worked for Michelin Star restaurants in Germany and well-known restaurants in USA and Thailand. In his present role, he will be responsible for devel-

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Six Senses Samui GARY ANTONY HENDEN has been appointed as general manager of Six Senses Samui.

The Leela Palace New Delhi DIEGO MARTINELLI has been appointed as chef de cui-

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weekend

Scene and heard

With Marcellus Baptista

Atomic reaction

Peter Schmeichel and fan at the Carlsberg event at F bar

Frothy kick FOOTBALL FRENZY and frothy fun blended beautifully at F bar as Carlsberg India hosted an exciting evening to celebrate football legend and Carlsberg Group brand ambassador Peter Schmeichel’s first visit to India. Winners of the facebook page contest got an opportunity to meet one of the greatest goalkeepers in football history as Peter Schmeichel shared remarkable experiences and valuable tips. Looking pleased as much was Mahesh Kanchan, director – marketing, Carlsberg India who felt happy to host a platform for football enthusiasts to connect with the football great. Carlsberg’s association to football included bringing the UEFA Euro Cup to fans in India in 2012 and sending football fans to the UEFA Euro 2012 and Premier League match in 2013. And the talk was on continuing to ignite the love for the sport and providing global exposure.

FUNKY FURNITURE fit for a residence or a boutique hotel caught your eye as Ajji – The Odd Product Company from designer Lekha Washington launched its Atom collection at the Pinakin store. On view was a fundamental system of basic soft cubes that stick to each other to grow into any kind of furniture: an armchair, bed, single seating unit or side-table. Also on view were The Pink Sink, The Drop and The Dot, besides some unusual lighting. You learnt that the Atom line consists of atomic units that use extra light weight material to make them super portable, can be covered with any surface upholstery and allow for complete control of userexperience. Piyush Raj, partner and CEO, Pinakin Retail, felt that the Atom collection by Ajji emphasised Lekha’s position as an avant-garde pioneer.

Lekha Washington at the Atom collection launch at Pinakin

Sunny Arora, Ekta Kapoor and Anand Mishra at the Telly Calendar launch at Villa 69

Date with Jordan YOU GOT A GLIMPSE of Jordan if you happened to be at Villa 69 as Sunny Arora and Anand Mishra of Marinating Films launched the much-awaited and popular Telly Calendar 2015 that was shot in scenic locales in Jordan. A bevy of television stars who have been featured in the calendar were there and they were happy to showcase designer wear in a breezy fashion show. Through the pages of the calendar you journeyed to the ancient city of Jerash that is acknowledged as one of the best preserved Roman provincial towns in the world, the Citadel in Amman, the Dead Sea, the rose red city of Petra, the mountains of Wadi Rum, Madaba the city of mosaics, as also the Movenpick Resort & Spa Tala Bay in Aqaba.

Swirl and sip

Aniket Vishwasrao, Rajesh Patil, Shreyas Talpade and Ajit Balgi at the Pause wine event at Hotel Ramee Guestline

THE WINE SHINE was on as Pause Wines presented its classic range of wines at Hotel Ramee Guestline. Wine experts, influencers and wine enthusiasts including actors Shreyas Talpade and Aniket Vishwasrao were present. Rajesh Patel, chairman and MD, Pause Wines was there as was wine sommelier Ajit Balgi who enlightened guests on the intricacies of wine drinking and food pairing along with a wine cocktail competition. It was time to swirl and sip reds like Cabernet Sauvignon, Zinfandel, Merlot and the award-winning Shiraz, whites like Sauvignon Blanc and Chenin Blanc, as well as a rosé – Pause Ruby Red, all currently available in Maharashtra, Goa and Karnataka. And you heard that they planned to expand to other territories like Delhi, Rajasthan, UP, Chandigarh, Tamil Nadu and Andhra Pradesh.

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E V E N T S

PIZZA SURPRISE L-R: Mohammad Labban, general manager, Hyatt Regency Pune with his wife Samar Labban at the making of a 60x6 feet pizza at La Terrazza Trattoria, the Italian home-style restaurant at Hyatt Regency Pune

PERFECT HOSTS L-R: Owners and hosts, Ryan Tham and Keenan Tham at the launch of their restaurant, The Good Wife in Mumbai

SHARING IDEAS Sonia Tatar (centre), president and CEO, Les Roches International School of Hotel Management recently visited Mumbai to meet members of the media, alumni and hospitality industry

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UNIQUE E-ZINE Tisca Chopra (second from left), Indian film actress and Arun Nanda (right), chairman, Mahindra Holidays & Resorts India at launch of Club Mahindra Teddy Travelogues

EXCLUSIVE OPPORTUNITY Westin Hyderabad Mindspace recently organised the third edition of its Golf Challenge at the Hyderabad Golf Club which culminated with an award ceremony where ace Indian golfer and Westin brand ambassador Gaganjeet Bhullar felicitated the winners

CLEANLINESS DRIVE InterContinental Hotels Group recently kicked off their participation in the national Swachh Bharat Abhiyan initiative by launching a year-long cleanliness drive at Ram Niwas Bagh in Jaipur

REGD.WITH RNI NO.MAHENG/2012/42381, REGD.NO.MH/MR/SOUTH-383/2013-15,PUBLISHED ON 2ND & 17TH EVERY FORTNIGHT, POSTED ON 2, 3, 4 & 17,18,19 OF EVERY FORTNIGHT POSTED AT MUMBAI PATRIKA CHANNEL SORTING OFFICE.