I N D I A’ S F O R E M O S T H O S P I TA L I T Y P U B L I C AT I O N ER ST W H I L E E X PR E S S H O S P I TA L I T Y •
F O R T N I G H T LY I N S I G H T F O R T H E F O O D A N D H O S P I T A L I T Y T R A D E
January 16-31, 2016 Vol 4 | No. 9 | Pages 112 | `50
I N D I A’ S F O R E M O S T H O S P I TA L I T Y P U B L I C AT I O N ER ST W H I L E E X PR E S S H O S P I TA L I T Y •
F O R T N I G H T LY I N S I G H T F O R T H E F O O D A N D H O S P I T A L I T Y T R A D E
January 16-31, 2016 Vol 4 | No. 9 | Pages 112 | `50
t us Visi B 1 at . l No bai 21l a t S Mum ry 2016 W FH anua J 23rd
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EDITOR’S NOTE
Power packed edition
F
or us at Food & Hospitality World (FHW) the new year always begins on an action packed note. The last couple of years have been rather eventful, achieving one milestone after another, steadily but surely. From a single show in Mumbai, to an additional one in Bengaluru and from then to Goa, the growth path of our trade show Food Hospitality World has been robust and resourceful across three cities, with plans to enter newer markets. Mumbai will welcome the 27th edition of the exhibition from January 21 to 23, 2016 at MMRDA Grounds, Bandra Kurla Complex. Another noteworthy event at the show will be the The Great Indian Culinary Challenge (GICC) 2016, to be held across all the three days, which will be completing 10 years at FHW 2016 Mumbai. GICC, which is supported by the Western India Culinary Association (WICA), will see participation from around 150 chefs working with various leading hotels, restaurants and hotel management institutes. For those who believe that the work of a chef is both a combination of art and science, then this show brings to the fore this very premise. It's pure passion at play, wherein accuracy and aroma work in rhythm.
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: Prateek Sahay The Indian Express (P) Ltd. Business Publication Division Express Building, B-1/B Sector 10 Noida 201 301 Dist.Gautam Budh nagar (U.P.) India. Board line: 0120-6651500. Mobile: 09899003030 Our Associate: Dinesh Sharma Mobile: 09810264368 E-mail: 4pdesigno@gmail.com
CHENNAI: A K Shukla, The Indian Express Ltd, New No.37/C (Old No.16/C), 2nd Floor,Whites Road, Royapettah, Chennai - 600 014 Tel: Board: 28543031/28543032/ 28543033/28543034 Fax: 28543035 Mobile : 09849297724 E-mail: ashwanikumar.shukla@fhwexpo.in BENGALURU: Sreejith Radhakrishnan, The Indian Express Ltd, 502 Devatha Plaza, 5th Floor, 131 Residency Road Bengaluru - 560025 Ph 080-22231923/24 Fax: 22231925. Mobile: 08867574257 E-mail: sreejith.radhakrishnan@fhwexpo.in HYDERABAD: A K Shukla, The Indian Express Ltd, 6-3-885/7/B, Ground floor V.V. Mansion, Somaji Guda, Hyderabad - 500 082
10 FOOD & HOSPITALITY WORLD January 16-31, 2016
“The Great Indian Culinary Challenge (GICC) 2016 will be completing 10 years at FHW2016 Mumbai. GICC is supported by the Western India CulinaryAssociation (WICA)”
This year, FHW 2016 Mumbai will witness celebrity chefs Ajay Chopra and Ranveer Brar inaugurating the exhibition, post which the Hospitality Think Tank, a knowledge initiative focusing on 'The Challenge of Sourcing International Food Products' will be held. On the second day there will be the Hospitality Knowledge Exchange panel discussion wherein GMs from top hotels across the city would be speaking on the topic 'India Hotel Development: Vision 2020'. The Power of Purchase panel discussion organised in association with the Hospitality Purchasing Managers' Forum (HPMF), will witness some pertinent debates related to the purchasing world. Our Cover Story for this pre-event special edition has an impressive line up of GMs from various regions of Maharashtra, articulating on the way forward, the mantra to stay ahead of the curve and their contribution to the society at large. From inclusive management to a rather holistic approach to revenue management, from being totally committed to the environment to that of taking customer feedback seriously, these men in command have their plans well chalked out for 2016. REEMA LOKESH Editor
Tel: 040-23418673/23418674/ 23418675 (Tele-fax)/66631457 Fax: 040-23418678 E-mail: ashwanikumar.shukla@fhwexpo.in
JAIPUR: Prateek Sahay The Indian Express Ltd. C-7, Dwarika Puri,Jamna Lal Bajaj Marg, C-Scheme,Jaipur - 302001 Mobile: 09899003030
KOLKATA: Ajanta Sengupta, The Indian Express Ltd, National Highway 6 (NH 6), MouzaPrasastha & Ankurhati, P.H. Domjur, Dist Howrah Kolkata - 711409 Mobile: 09831182580 Email: ajanta.sengupta@expressindia.com
BHOPAL: Prateek Sahay The Indian Express Ltd, 6,Vidya Vihar, Professors Colony, Bhopal - 462002, Madhya Pradesh Mobile: 09899003030
KOCHI: Sreejith Radhakrishnan, The Indian Express Ltd. Sankoorikal Building, 36/2248, Kaloor, Kadavanthara Road, Opp. Kaloor Private Bus Stand, Kaloor - 682 017 Mobile: 08867574257 E-mail: sreejith.radhakrishnan@fhwexpo.in
AHMEDABAD: Sachin Shenoy, The Indian Express Ltd. 3rd Floor, Sambhav House, Nr.Judges Bunglow Bodakdev,Ahmedabad - 380 015. Mobile : 09930050499 Email :sachin.shenoy@fhwexpo.in
Important: Whilst care is taken prior to acceptance of advertising copy,it is not possible to verify its contents.The Indian Express Ltd cannot be held responsible for such contents, nor for any loss or damages incurred as a result of transactions with companies, associations or individuals advertising in its newspapers or publications.We therefore recommend that readers make necessary inquiries before sending any monies or entering into any agreements with advertisers or otherwise acting on an advertisement in any manner whatsoever.
CONTENTS Vol 4 No 9 JANUARY 16-31, 2016
HIGH SPIRITS
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
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Kolkata Joy Roy Choudhury DESIGN National Art Director Bivash Barua Assistant Art Director Pravin Temble Senior Graphic Designer Rushikesh Konka Senior Artist Ratilal Ladani Kiran Parker Scheduling & Coordination Ashish Anchan Photo Editor Sandeep Patil MARKETING General Manager Sachin Shenoy Marketing Team Dattaram Kandalkar Rajan Nair Ashwani Kumar Shukla Sreejith Radhakrishnan Prateek Sahay 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
(34-55) MARKETS
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THE GICC COMPLETES 10 YEARS AT FHW 2016 MUMBAI
CHEF’S PLATTER
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LIFE
TAJ SAFARIS LOOKS TO PROMOTE VOLUNTOURISM
P 24: NEW KIDS ON THE BLOCK Changzhou Marriott Hotel, China
P 27 PRODUCT TRACKER T&S Brass and Bronze Works
P73: MOVEMENTS Courtyard by Marriott Pune Chakan
P 103: WEEKEND
WASHINGTON’S WHISKEY THE GEORGE WASHINGTON'S DISTILLERY AT MOUNT VERNON, FOUNDED BY THE FIRST PRESIDENT OF THE UNITED STATES, WAS THE LARGEST WHISKEY DISTILLERY IN AMERICA IN THE 1790S
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NATIVE AMERICAN CULINARY MOVEMENT CHEF SEAN SHERMAN FROM SOUTH DAKOTA IS PIONEERING A MOVEMENT TO PRESERVE AND PROMOTE NATIVE AMERICAN CUISINE TRADITIONS OF HIS REGION
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A WORLDWIDE ALLIANCE INSTITUT PAUL BOCUSE WELCOMES KOREA'S WOOSONG UNIVERSITY TO ITS WORLDWIDE ALLIANCE
Scene and heard 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). Copyright © 2016 Global Fairs & Media Private Limited. All rights reserved throughout the world. Reproduction in whole or part without the Publisher's permission is prohibited.
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The GICC completes 10 years at FHW 2016 Mumbai FHW Staff Mumbai THE 27TH EDITION of Food Hospitality World (FHW) exhibition will be held from January 21 to 23, 2016 at MMRDA Grounds, Bandra Kurla Complex, Mumbai. The Great Indian Culinary Challenge (GICC) 2016, to be held across all the three days, will be completing 10 years at FHW 2016 Mumbai. This year the competition will receive participation from around 150 chefs working with various leading hotels, restaurants and hotel management institutes. GICC, supported by the Western India Culinary Association (WICA), is a food preparation competition wherein senior and apprentice chefs across India are able to showcase their individual and collective skills, learn and share experiences, partner and network in a competitive environment. This year, FHW Mumbai will witness celebrity chefs Ajay Chopra and Ranveer Brar inaugurating the exhibition, post which the Hospitality Think Tank, a knowledge initiative focusing on 'The Challenge of Sourcing International Food Products’ will be held. On the second day there will be the Hospitality Knowledge Exchange panel discussion wherein GMs from top hotels across the city would be speaking on the topic 'India Hotel Development: Vision 2020.' Following this would be The Power of Purchase panel discussion organised in association with the Hospitality Purchasing Managers' Forum (HPMF). Here purchase
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managers will be seen discussing on the topic – Are we ready for the latest FSSAI ruling? On the concluding day, a special conference will be held by the Indian Hotel and Restaurant Association (AHAR) involving key restauranteurs and hoteliers in the city. Another interesting highlight of this year's FHW Mumbai is Turkey, which will be having the largest pavilion wherein 13 companies will be participating. This will also be the largest showcase by any international country so far. The Turkey pavilion size is 234 sq m. Other participating countries include Japan (one company), Thailand (three companies), UK (one company), Tunisia (two companies), Singapore (two companies), Canada (one company), and Australia (one company) among others. Moreover, around 200 exhibitors are expected to participate at FHW Mumbai representing different segments of the food and hospitality industry like F&B, interiors, kitchen equipment, housekeeping, bakery and others. Few of the exhibitors already registered for the exhibition include Samarth Cookware, Vsilover Hotel Wares, AV&T Hospitality Solutions, Sun Mark, The Coffee Co, Venus, Gilly, Raunak Kitchen Equipment, Shree Manek, Alliance Laundry System, King Metal Works, Chheda Industries, SAPPE, Cello, Wilmax England, Bharat Fine Bone China, Eurotech, Aura Tableware, Avon Professional cookware, Anantam and many more. In the F&B category, companies related to confectionery, bis-
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cuits, energy bars, cheese and cheese products, fruit juices, Japanese sake and noodles, pasta, rice, bread and bakery, gravy and mixes, jams, ready to eat, wine, fresh fruits and vegetables, etc, will be participating as well. The FHW trade show is organised by Global Fairs & Media – a joint venture between Hannover Milano Fairs India and The Indian Express.
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Taj Safaris looks to promote Voluntourism Kahini Chakraborty Mumbai FURTHER to practising responsible tourism, Taj Safaris is working on creating unique products for promoting the Voluntourism concept in India. Elaborating on the new initiative, Mridula Tangirala, director – operations, Taj Safaris said, “Through this initiative, guests will be encouraged to involve themselves in working with women and children of the local village communities; depending on the guest's area of expertise they could teach certain languages and skills; assist in health and education camps, or assist in the installation of solar panels and smokeless stoves and much more.” Taj Safaris along with &Beyond has undertaken development programmes to engage neighbouring communities in projects around the four lodges of Pashan Garh (Panna Tiger Reserve), Mahua Kothi (Bandhavgarh Tiger Reserve), Banjaar Tola (Kanha Tiger Reserve) and Baghvan (Pench Tiger Reserve). Talking about the conservation practices, she informed, “Taj Safaris practises responsible tourism by keeping a small inventory and only covering twofive per cent of the land. The 200 acres at Panna and 90 acres in Kanha have become mini sanctuaries in themselves. Taj Safaris practises a stated policy of training up locals to empower them to hold front-line jobs. Until now we have trained 230 locals and have set up two food craft course centres at Khajuraho and Kanha. These locals in turn will be infusing around `two crore per annum in the local economies.” The company has also launched Mahua Kothi, a conservation lesson programme, run by the lodge's naturalist experts, to teach local children.
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Club Med to reinforce its India presence Reema Lokesh Mumbai THE CLUB MED team is all set to make a focused impact in the
India market in 2016 and beyond. The concept of an all inclusive premium family holiday is the USP of this brand with resorts spread across continents.
India, Indonesia and Myanmar are part of the emerging markets. Presently, the group is working closely with 11 channel partners in India, few designated
specifically for the B2B and B2C markets. Speaking to Express TravelWorld, Manoj K Upadhyay, head of sales, Club Med India said,
“The India market fits perfectly well to explore the Club Med product offering. We are keen to strengthen this market and work with our partners to build greater awareness of the brand. We will aggressively continue our plan to educate the B2B segment and create awareness in the B2C market.” The number of visitors to the Club Med Kani in Maldives has grown. Keeping this in view, Club Med has decided to set up a live Indian cuisine station in its buffet restaurant to cater to the Indian palate. The live counter will
Manoj K Upadhyay
be in operation from March 2016. “Once the inflow of visitors increase to other resorts, the Club Med Kani in Maldives as an example can be replicated in those areas as well,” added Upadhyay. Though the metros in India are its primary target audience, the group also aims to build awareness in India's top line Tier II cities. Further, its family resorts in Phuket, Bali and Bintan are also ready to welcome Indian guests. Club Med India sales office is also targeting the luxury segment of Indian travellers to its Finolhu resort in Maldives and Albion resort in Mauritius. Apart from premium family vacation offers and luxury resort offers, the group is also ready to welcome corporate houses to conduct their team building activities, theme parties and more. “Our properties in Turkey and Greece are also worth exploring apart from the others as each property has a certain USP attached to it,” added Upadhyay.
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Reliance MF ups stake to 8% in Indian Hotels FHW Staff Mumbai RELIANCE MUTUAL FUND (MF) has hiked stake in Tatasrun Indian Hotels to nearly eight per cent, making the hospitality sector another key area with significant investments by the two Ambani groups. Mukesh Ambani-led Reliance Industries Group is already a major investor in EIH, the main listed entity from Oberoi Group that runs a chain of luxury hotels. While RIL group firm Re-
Reliance MF has now increased stake in Indian Hotels to eight per cent through multiple share purchases over the recent months liance Industrial Investments And Holdings owns a 18.53 per cent stake in EIH, a small 2.12 per cent stake is also held in the company as a financial investment by Reliance MF, which is part of younger Ambani sibling Anil-led Reliance Group. Expanding its exposure to the hospitality sector, Reliance MF has now increased stake in Indian Hotels to eight per cent through multiple share purchases over the recent months, people close to the fund house said. As per the latest available shareholding pattern of Indian Hotels on the BSE website, Reliance MF held 5.42 per cent stake in the company through two separate funds as on September 30, 2015. The total stake of the fund house has now reached near eight per cent which is a financial investment made by a mutual fund, they added. Other major investors in the
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company include Life Insurance Corporation of India (LIC), Franklin Templeton, as also multiple insurers such as General In-
surance Corp. of India, New India Assurance and ICICI Prudential Life Insurance. ITC continues to hold 14.98 per cent stake in EIH.
Lately, the two Reliance Groups have been bolstering their positions in their respective businesses. Some of the common
sectors where both the groups have significant exposure include telecom, media and defence. (PTI)
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Aiana Hotels & Resorts forays into Karnataka FHW Staff Mumbai AIANA HOTELS & RE-
SORTS has announced the signing of an agreement with Bengaluru-based Ferns Estates & Developers to manage
and operate four new resorts in Karnataka. Scheduled to open in 2019, the first resort is set in 45 acres of hilly coffee
plantation land in the district of Sakleshpur, approximately three hours away from Bengaluru. The resort will feature
100 villas in the Phase I, set around five acres of lake front, designed using locally sourced material and ethnic architecture. In addition to a full service resort development with recreational, spa and banqueting facilities, holiday home villas will also be sold under a fractional ownership model. Targeting weekend retreats, other destinations identified by the partners for expansion of the portfolio in Karnataka include a 30-acre site with direct frontage on the river Hemavathi and other hill stations and wildlife sanctuaries within a four hour driving distance from Bengaluru. Commenting on the development, Amruda Nair, joint managing director and CEO, Aiana Hotels and Resorts, said, “We are pleased to announce our association with Ferns Estates & Developers to develop a portfolio of hotels located in leisure destinations around Karnataka that will feature signature resorts with a distinct sense of tranquillity and a relaxed atmosphere. We believe there is immense potential in destinations that are driving distance from key cities and are looking forward to expanding our presence in South India with this partnership.” Errol Fernandes, chairman and managing director, The Ferns Group, said, “We are delighted to partner with Aiana Hotels and Resorts to bring a dynamic, new-offering to the resort market. This is the first time we are introducing a hybrid business model and believe that Sakleshpur is the perfect destination to announce our first resort. With our combined expertise in service and development and our commitment to innovation, we are confident that our fresh take on resort development will create lasting memories for our guests. ”
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IRCTC ties-up with Paytm for e-catering payments FHW Staff Mumbai INDIAN RAILWAY CATERING and Tourism Corporation (IRCTC) has entered into a tieup with Paytm, a payment and ecommerce shopping website, for online payments of food ordered through IRCTC’s e-catering. AK Manocha, chairman and managing director, IRCTC said, “We have roped in Paytm for providing maximum option to passengers for making online payments. Efforts are also underway to bring in some more reputed caterers into our ecatering portfolio. Our tie-up with Paytm will provide an additional payment gateway. In the new age, we have to offer passengers not only novel food options but also more convenient payment methods. The arrangement with Paytm is an effort in that direction.” IRCTC, a public sector undertaking (PSU) of the Indian Railways, clocks 5.5 to six lakh eticketing bookings daily, on an average. “We send an e-mail to travelling passengers one day in advance to know whether they would like to avail the e-catering facility. Food can also be ordered on our website while booking reservations,” added Manocha. For its e-catering facility, known as ‘Food on Track’, IRCTC has already tied-up with online delivery firm Food Panda, enabling consumers to order from a variety of cuisine options. Manocha also informed that IRCTC is in talks with several other reputed catering companies and fast food giants such as McDonald’s, Subway, Pizza Hut, Bikanerwala, Nirula’s, Sagar Ratna, Wangs Kitchen, Sarvana Bhavan and Bittu Tikki Wala, in order to expand catering choices for passengers. It has started website integration with Domino’s Pizza for seamless order by rail travellers.
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MARKETS
'2016 WILLBE MARKED BY AGGRESSIVE INROADS INTO THE HORECASEGMENT' With the flagship brand India Gate Basmati Rice that is widely recognised in India and overseas, KRBL is a leader in the Indian rice industry with a proud heritage that goes back 120 years. Ayush Gupta, marketing head - India, KRBL, talks about the company's strong brand presence in the market How important is the HoReCa segment for your company ? HoReCa consumption of basmati rice in India is pegged at approximately 30 per cent of total basmati sales in India. It is indeed a very critical segment for KRBL to operate and succeed within. KRBL is the world’s largest miller of rice and exporter of basmati rice. We market our products as India's largest selling brand name called India Gate Basmati Rice. KRBL’s key focus in the basmati rice industry has been to provide to the customer a superior quality product in a regular and consistent manner. Our efforts have always been towards R&D, process improvements and production efficiency. The result is that we were able to create a strong brand. Though our focus has primarily been the end-consumer and retailing of our brand and products, we are consistently developing strategies to effectively offer our bouquet of brands to the HoReCa segment. 2016 will be marked as the key year where we will be making aggressive inroads into this segment. Do you have specific products that are popular among hotels and restaurants ? We at KRBL have the most extensive range of basmati rice products available. We have 14 brands and over 130 SKUs to cater to the vastness and diversity of the India market. India Gate brand being the flagship
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where the biryani eating culture is at its peak.
Ayush Gupta
brand of KRBL is the most popular among quality conscious hotels and restaurants. Our product India Gate Classic which is genuinely aged for two years is a pride for many chefs not only in India but around the globe. Other than this, the range of India Gate Basmati Rice such as India Gate Super, Tibar and Dubar have been consistently used by hotels and restaurants and caterers around India. The parboiled range of India Gate (namely India Gate Golden Sella/White Sella) is a popular choice in Kerala among chefs and caterers. For the price conscious buyers our Basmati Rice steam range fits the bill and we have several brands catering to that customer requirement. Most popular of which is Unity Basmati Rice specifically in the southern part of the country in states such as Tamil Nadu, Andhra Pradesh and Karnataka
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What is your strategy for engagement with the sector (in particular chefs and restaurant owners) ? The HoReCa segment is very different as compared to retail segment when it comes to delivering value proposition and marketing communication. We need to tailor our communication to address the needs of this segment and suggest how our range of products would provide a much superior experience, not only for the chefs but also for the customers. The product in itself is very undifferentiated and hence superiority in quality and service with year round consistency is going to be the game winner. We at KRBL have a widespread distribution network around India with more than 500 distributors exclusively dealing with KRBL products. We ensure topmost service quality, from small frequent delivery requests to mutually benefiting credit payment terms to a designated company representative ‘just a call away’. We wish to participate in credible HoReCa exhibitions and network with the community and ensure we are heard and seen by the right people. We organise chefs/cooks meet in cities in India where we demonstrate company strength and product capabilities and hence network with the interested buyers.
Fine Zeelandia to manufacture specialty ingredients locally for India market Rituparna Chatterjee Mumbai WITH A VIEW to cater to the growing demand for bakery and patisserie ingredients in the India market, Mumbai-based Fine Zeelandia, will be setting up a manufacturing unit in Maharashtra to produce specialty ingredients like Finagel cake gel, bread and patisserie mixes, Carlo release agents and Paletta jellies locally. The unit is expected to become functional by December 2016. Fine Zeelandia, a 50/50 joint venture between Fine Organics and Zeelandia, is presently importing dry and liquid baking ingredients into the country. After the unit becomes functional, the company plans to manufacture some of the ingredients locally. Elaborating on this, Manali Shah Bhayani, director sales and marketing, Fine Zeelandia stated, “Fine Organics is a pioneer of emulsifiers in India and a globally recognised manufacturer of oleochemical derivatives, while Zeelandia is a global leader in bakery and patisserie ingredients. The joint venture includes setting-up a
state-of-the-art manufacturing facility that will produce specialty ingredients so that some of the ingredients that are presently being imported to India will become available locally.” When asked about the investment made for setting up the manufacturing plant, she declined to comment. As for Fine Zeelandia's expected revenue generation, she added, “We will be working on import basis during 2016, therefore we aren’t expecting a big revenue generation.” Fine Zeelandia also plans to enter neighbouring markets like Sri Lanka, Bangladesh and Nepal. The company is expected to enter Sri Lanka and Bangladesh by the first quarter of 2016. However, Nepal is not a part of the current plan. She added, “In cooperation with regional distributors, the joint venture will cater to customers in Sri Lanka, Bangladesh and Nepal.” As for their future plan, Bhayani opined, “We want to leverage organisational expertise on oleo chemistry and build a portfolio of niche and innovative solutions for a wide range of industries.”
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Privatisation of 8 ITDC properties FHW Staff Mumbai THE GOVERNMENT of India, which had indicated earlier in 2015 its plan to sub-lease or give on operation and management (O&M) contract eight India Tourism Development Corporation (ITDC) properties and its joint venture companies, which have been leased by the state governments to ITDC and its joint venture companies, has decided to do so, according to a PIB release. The eight ITDC properties, which are said to be making losses, include Hotel Jaipur Ashok, Hotel Kalinga Ashok at Bhubaneswar, Hotel Jammu
Process has been initiated to obtain the approvals of the state governments to sub-lease or give on O&M contract Ashok, Lalitha Mahal Palace Hotel at Mysore and an incomplete hotel project at Gulmarg. Whereas, the joint venture hotels include Hotel Brahmaputra Ashok at Guwahati, Hotel Lake View Ashok at Bhopal and Hotel Ranchi Ashok. “Process has been initiated to obtain the approvals of the state governments to sub-lease or give on O&M contract these leased properties. In cases where the state governments are reluctant to extend the lease, the property may be offered to the state government,” stated the release, as information passed by Dr Mahesh Sharma, minister of state for culture and tourism, in a reply in Rajya Sabha. After this process is over, ITDC will be left
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with major hotels such as The Ashok, The Janpath, and Samrat Hotel in Delhi. BSE-listed ITDC reported a net profit of `34.4
crore on revenue of `472 crore in the year ended March 2015. This is remarkably higher than the previous year’s profit of ` 9.4
crore. Hotel business is the largest contributor to the company’s revenue. ITDC is also into tours and travels, events, educa-
tion (Ashok Institute of Hospitality and Tourism Management), and consultancy and engineering services, among others
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Arcux Bar Zone Impex to launch remote beer dispensing system FHW Staff Mumbai ARCUX BAR Zone Impex (ABZI) plans to make India's biggest remote beer dispensing system. The development of this system is in process and is expected be launched in the market soon. ABZI, a joint venture company was founded in 2009 by Parikshit Kakkar and Piyush Tayal. The main objective behind launching the company was to provide the best bar solutions for hotels and restaurants. Tayal said, “The company was one of the few companies which met the requirements of bar equipments along with the required consultation. Quality and commitment are the two focal points of the company. Moreover, the exclusive bar designs provide bartenders an essential com-
Piyush and Parikshit
fortable space to work behind the bar with an added zeal.” Presently, the company is the exclusive distributor for brands like Perlick Corporation and Napa Technology. It has tied up with the world’s best brands in the bar and beverage
industry. The company has successfully completed more than 100 projects in India and its subcontinent. Parikshit Kakkar added, “The company offers exclusive products from leading brands of the market and these prod-
ucts have met the demands of elite chains like The Park, Hyatt, Taj, ITC, Radisson, ibis and many more. In addition to distributing the industry's finest brands, ABZI has contributed with new concepts and latest equipments to keep pace with
the upcoming trend and needs of the market. One of the installations that ABZI would like to share is its Polo Lounge Hyatt, New Delhi.” Tobin Ellies Cocktail Station from Perlick Corporation has been ABZI's product of the year.
Hotel Universal Port to offer Japan’s first Minions Rooms FHW Staff Mumbai HOTEL UNIVERSAL PORT, an official hotel of Universal Studios Japan, will offer Japan’s first ‘Minions Rooms’ based on the Minions characters in the Despicable Me series. In the rooms, which will be launched on April 1, 2016, guests will be surrounded by Minions on the walls and ceiling, with missile-shaped beds and crocodile-shaped sofas.
Norio Kanai, general manager, Hotel Universal Port, said, “I feel that the Minions will let our guests have a stay that is filled with smiles. I want to engage in new collaborations with Universal Studios Japan to allow future park visitors to enjoy the Universal City area in general as a giant theme park.” Chad Jones, creative director, Universal Creative Japan, said, “Our team had fun creating an environment that represented the unique-
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In the rooms, which will be launched on April 1, 2016, guests will be surrounded by Minions on the walls and ceiling, with missile-shaped beds ness of Minions. Working with Universal Studios Japan, Illumination Entertainment, Universal Pictures and the Hotel Universal Port,
the Minions Character Rooms will open as the first such rooms in Japan. We set to make the rooms as cute and playful as the Minions
themselves. They have quickly become a park favourite at Universal Studios Japan, and we wanted to give their fans a chance to immerse themselves in the Minions story. Now, in addition to seeing the Minions overrun the lobby, hotel guests will get a chance to see the Minions in a whole new way.” Advance reservations will be accepted on the hotel’s official website and Rakuten Travel from January 18, 2016.
MARKETS
Alila to open six new hotels in Asia FHW Staff Mumbai ALILA, the contemporary luxury brand under Commune Hotels & Resorts, has unveiled plans to expand its portfolio of hotels in Asia with the following six new properties in 2016. Opening in the second quarter of 2016, Alila SCBD will be Alila’s third property in Jakarta. The 227room hotel is located in the heart of Jakarta's Financial District, next door to the Indonesia Stock Exchange and in close proximity to corporate offices as well as shopping and entertainment facilities. The hotel will also be home to the first South East Asian outposts of the Hakkasan, Sake no Hana and the Omnia luxury lifestyle brands. The two new restaurants and nightclub, owned by investors KJA Jakarta, will be managed by Hakkasan Group. Three new Alila properties are set to launch in China soon. Alila Anji will be located in the heart of Zhejiang province, surrounded by the bamboo groves and white-tea plantations. The resort will resemble a traditional Chinese village, featuring 74 villas and suites with elevated views across the lake. The property will also feature the first Spa Alila in China with seven treatment rooms and an extensive menu of health, beauty and restorative treatments, including traditional Chinese medicine inspired treatments. Alila Yangshuo, originally a sugar mill, will become a historical yet contemporary design resort. As well as 118 rooms, suites and villas, Alila Yangshuo will feature a signature restaurant, exhibition hall, Kids Club, Spa Alila, a meeting loft and library for private gatherings and an infinity-edged pool that connects to the Li River. The third property to open in China next year, Alila Tianxi Lake, will overlook a lake and contemporary luxury golf course. It will feature 68 suites and 13 villas, two restaurants, an event space, cooking studio, an
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indoor and outdoor pool, Spa Alila, a library and herb garden. In Jaipur, Alila Fort Bishangarh will launch in the fourth
quarter of 2016 following the restoration of the 230 year-old Rajasthani Fort. The all-suite resort will feature 59 suites, while
leisure facilities within the fort will include an outpost of Spa Alila, two specialty restaurants, an all-day coffee lounge, a bar
and cigar room, wine cellar and library. The public areas will include a pool, pool terrace and juice bar, fitness centre, etc.
MARKETS
Prizeotel leverages ASSAABLOY Hospitality Mobile Access to enhance security FHW Staff Mumbai PRIZEOTEL, a German hotel collection that provides guests with a modernistic approach to design, has selected ASSA ABLOY Hospitality to enhance security and convenience by implementing Mobile Access at its three locations in Bremen, Hamburg and Hannover. ASSA ABLOY Hospitality Mobile Access is a cutting-edge innovation that allows guests to use their own smart devices as digital
room keys. At Prizeotel, Mobile Access works in conjunction with VingCard Signature RFID door locks that have also been installed. Allowing guests to completely bypass front desk lines when arriving, Mobile Access is accessible as soon as an individual initiates a request via the mobile app. This convenience-enhancing feature allows guests of Prizeotel to begin enjoying their hotel stay experience immediately, without having to wait for staff assistance. “ASSA ABLOY Hospitality
Mobile Access has greatly enhanced our ability to offer stateof- the-art security and services at our hotels,” said Marco Nussbaum, CEO and co-founder, Prizeotel adding, “As a result, Prizeotel guests are able to receive a convenience-enhancing experience from the very moment that they begin to interact with one of our properties.” Convenience aside, Mobile Access also provides some of the latest security safeguards that are available to hotels today. Mobile Access works with a ho-
tel’s property management system in order to allocate a guestroom and generate a digital key that is encrypted and securely delivered to a guest’s smartphone. The smartphone places the key in a secure key vault within the hotel’s mobile app. When presented to the appropriate lock, the app transmits the encrypted key via a secure communication channel, ensuring that only authorised users receive digital key information and gain access. Style and security at
Prizeotel properties have been further enhanced with the installation of VingCard Signature RFID door locks. This design-centric solution is aesthetically pleasing and requires only a small RFID reader on the door. Signature RFID is also armed with advanced anti-cloning technology that virtually guarantees against unauthorised access. The locks work with VingCard Visionline, a patented data communication platform by ASSA ABLOY Hospitality.
Alister Hotel & Bakery Equipments to introduce new products FHW Staff Mumbai ALISTER HOTEL & Bakery Equipments, a one-stop-shop solution for commercial and industrial catering equipments, will be aggressively expanding in 2016. The company will be holding large stocks of products which will ensure fast delivery to the customers as well as dealers who need goods on priority. The company will also be opening up branches and tying up with service professionals all over India. Moiz S Master of Alister Hotel & Bakery Equipments informed Food and Hospitality World, “We already have a wide range of commercial kitchen as well as bakery equipment. In 2016 we will be bringing many new equipment to create a novelty in the fast-food sector. We want to become a one-shop-stop for all restaurant and bakery owners, where they can get all type of
Moiz S Master
equipment required to make their product.” In 2015, the business grew 300 per cent, and the company is expecting the same level of growth in 2016. The company is continuously striving on the betterment of some of its key products like planetary mixers, spiral dough kneaders as well as pizza ovens. “Our 2016 batch of planetary mixers will have timer facilities
22 FOOD & HOSPITALITY WORLD January 16-31, 2016
and we have developed an automatic timer changer system for our spiral mixers as well. We continuously strive for the upgradation of our products to give our clients a unique experience in using our equipment. We have many clients which are new to the industry and want to start-up on mid level. A few of our renowned clients include Taj Hotels, Courtyard by Marriott,
Barbeque Nation, Monginis, Fariyas Hotels and many more. We also have a vast experience of helping new start-ups to set up a perfect kitchen in an attractive budget. And that's why our motto is - 'We don't sell, we help you buy',” he said. When asked about the current hospitality demand/trend in the commercial products segment, Master opined, “Customers nowadays need a com-
mercial product which has value for money. Even the quality being the same, the cost of some international brands are multiple times higher than our products. Customers now are keen on trying products which give results and service, instead of spending on brand name. Customers all over India are choosing Alister. Our products are replacing Italian and German equipment even in renowned hotels.”
MARKETS
Shelke Group of Companies to increase manufacturing of Oxycool in Maharashtra Rituparna Chatterjee Mumbai SHELKE GROUP of Companies is looking at increasing the manufacturing of its packaged drinking water brand – Oxycool - in Maharashtra. For the same, the company will be setting up three manufacturing units in Nagpur, Latur and Kolhapur within the next two years. Presently, the company is manufacturing its packaged drinking water at its Pune facility and supplying to Pune, Mumbai, Satara, Nagpur, Ratnagiri and Sangli. An investment of `15 crore will be made for this expansion.
Speaking about this expansion, Nilesh Shelke, managing director, Shelke Group of Companies stated, “Presently we are producing 84,000 bottles per day; 7000 cartons daily with each carton containing 12 bottles of one litre each. We will expand the capacity by adding three more facilities and manufacturing 84,000 bottles at each facility.” Oxycool, which is sold across retail outlets and institutions in Maharashtra, is also being supplied to airlines like Air India and Jet Airways. “We started supplying to Air India one-1.5 months ago and Jet Airways
Babanrao Dagdu Shelke, chairman
three-four months ago,” added Shelke. The company's present focus for Oxycool will be Maharashtra and in the future it will explore
other states like Karnataka and Gujarat. Commenting on competing with other brands like Bisleri, Aquafina, Bailey, Shelke stated, “Our USP is our quality and hence there is good demand for it in the market.” Apart from its packaged drinking water brand – Oxycool, the company also owns the OneDay brand which includes different types of soft drinks/cold beverages. The company plans to expand the OneDay brand by introducing milk byproducts and snacks like flavoured milk, butter, cheese, chips, etc by 2017.
NEW KIDS ON THE BLOCK
Changzhou Marriott Hotel, China MARRIOTT HOTELS HAS expanded its portfolio in China with the unveiling of the 268-room Changzhou Marriott Hotel in Jiangsu Province. The hotel offers a total of 1,900 square metres of meeting space with a 800 square metre grand ballroom, a 280-square metre premier ballroom and 11 meeting rooms that can be scaled for various functions and sizes. Hotel guests can enjoy a myriad of local and international culinary delights at five food and beverage outlets: City Bistro, The Hao Chinese, Tuscany Grill, The China Baking Company, and The Lounge. Changzhou Marriott Hotel features a range of wellness options for travellers including an indoor swimming pool and a 24-hour health centre.
Anantara Peace Haven Tangalle Resort,Sri Lanka
Aiana Hotels & Resorts AIANA HOTELS & RESORTS has announced the signing of an agreement with Bengaluru-based Ferns Estates & Developers to manage and operate four new resorts in Karnataka. Scheduled to open in 2019, the first resort is set in 45 acres of verdant, hilly coffee plantation land in the district of Sakleshpur, approximately three hours away from Bengaluru. The resort will feature 100 villas in Phase I, set around five acres of lake front. In addition to a full service resort development with recreational, spa and banqueting facilities, holiday home villas will also be sold under a fractional ownership model. Targeting weekend retreats, other destinations identified by the partners for expansion of the portfolio in Karnataka include a 30 acre site with direct frontage on the river Hemavathi and other hill stations and wildlife sanctuaries within a four hour driving distance from Bengaluru.
Indus Express,Vivanta by Taj - Dwarka,New Delhi IN A SECLUDED BEACHFRONT location along Sri Lanka’s southern coast, Anantara Peace Haven Tangalle Resort offers 120 guest rooms, six restaurant, bar and lounge venues. Rooted in Ayurveda, the Anantara Spa stimulates holistic well being. The spa features eight treatment suites, a reflexology centre and a beauty and hair salon.
AVANI Riverside Bangkok Hotel,Thailand THE AVANI RIVERSIDE Bangkok Hotel will open in April 2016. Each of the 251 guest rooms and suites of the hotel will feature a river and city view. On the hotel’s rooftop will sit Attitude Bar and Restaurant. Whereas Long Bar and Skyline will dish up an impressive choice of mouthwatering plates, and Pantry will offer grab-and-go delights in the lobby. The hotel will also have the Grand Ballroom, a flexible space of nearly 4,500 square metres, capable of accommodating up to 1,500 people.
24 FOOD & HOSPITALITY WORLD January 16-31, 2016
VIVANTA BY TAJ - DWARKA, New Delhi has launched Indus Express, a signature restaurant that takes guests on a culinary journey through preindependent Punjab. The restaurant was launched by Captain Amarinder Singh, Maharaja of Patiala. With a seating capacity of 70 people, Indus Express boasts of signature delicacies like Kebab e Bannu, Rawalpindi Chole, Balti Dal meat, Dum Murgh Lahori, Raan e Khyber, Afghani Kabuli Palaw amongst others.
MARKETS
Goldman Sachs invests US$ 66 million in Samhi Hotels FHW Staff Mumbai GLOBAL INVESTMENT firm Goldman Sachs has invested US$66 million for a minority stake in Indian hotel investment and development firm Samhi Hotels, the companies said in a statement. Ashish Jakhanwala, CEO, Samhi Hotels informed that the firm will use the money to grow its portfolio to about 30 to 35 properties. Samhi currently operates 10 hotels and is developing 16 more. Its portfolio is leased to operators such as Marriott International, Starwood Hotels, Accor SA and Hyatt International. A report by consultant HVS showed that hotel occupancy in India in 2015 rose to 60.3 per cent, the highest in four years. Revenue per available room, a measure of profitability, grew for the first time since 2010-2011. “There will be continued opportunities for acquisitions, given several hotels need fresh capital to relieve them of financial stress of past few years,” said Jakhanwala. Samhi has raised US$ 240 million in equity since 2011 and has focussed on acquiring economy and mid-scale hotels and refurbishing or rebranding them. Samhi has not specified the exact stake that the Goldman Sachs investment had bought. Samhi’s biggest investor remains Equity International which has invested US$ 90 million in the firm. Goldman Sachs is said to have invested more than US$ 2.5 billion in the country since 2006, mainly in the infrastructure and energy sectors.
26 FOOD & HOSPITALITY WORLD January 16-31, 2016
PRODUCT TRACKER
MKN SpaceCombi WITH THE SPACE SAVING SpaceCombi models, MKN offers a professional solution which is specially geared to these conditions. The SpaceCombi is 55 cm wide, yet still comparably equipped to larger models. The state-of-the-art MagicPilot touch and slide operating concept with information steps and favourites function, the automatic cleaning system WaveClean and the consumption display GreenInside are a few examples of user-oriented features which make the SpaceCombi a high performance professional appliance. In addition, despite its slim width, it offers the following capacity: 6 x 1/1GN in SpaceCombi Compact and 6 x 2/3 GN in SpaceCombi Junior.
T&S Brass and Bronze Works T&S BRASS AND BRONZE Works’ B-7102 3,6 m compact stainless steel hose reel easily handles heavy-duty applications but fits and functions in areas with limited space. Features include: ● Lightweight, professional-grade spring-driven hose nitrile tube, oil-resistant synthetic rubber jacket and synthetic yarn braid reinforcement. Rated up to 93 degrees C and 20.7 bar ● Adjustable arm to accommodate wall mount or under-counter/table mount. Mounting base offers multiple holes and slots for easy retrofits to existing mounting patterns ● Anti-lockout ratchet design allows easy, automatic retraction ● Brass swivel on stainless steel shaft prevents rust, leaks, excess wear ● Impact-resistant ratcheting assembly has 6,4 mm stainless steel plate, six catch points and corrosion-resistant pawl. All stainless construction, with no plastic parts, assures durable, long-lasting performance ● Protected hose outlet has full guide bushing to prevent binding and allow free movement of hose ● Available with a variety of spray valves, including Hi-Flow and JeTSpray.
MKN MagicPilot MKN HAS INTRODUCED the MagicPilot to go mobile app. The app is available in Google Play Store and allows chefs to monitor their combi steamers by smartphone or smartwatch even when they aren’t anywhere near to the appliance. MagicPilot to go informs the user about the appliance status and gives an acoustic or vibration signal when action needs to be taken at the combi steamer. A free of charge usage of the Android app is available upon registration.
Cornitos CORNITOS, THE FLAGSHIP brand of GreenDot Health Foods, has introduced Cornitos nacho crisps combos with salsa dip. The company is offering a special offer pack for this party season. The range includes a combo pack of three distinct flavoured nacho crisps and a cup of salsa dip. The combo includes spicy and crackly ‘Sizzlin Jalapeno’, Indian spice twist ‘Tikka Masala’ and tangy flavoured ‘Tomato Mexicana’.
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MARKET WATCH
Turkey’s agro food potential Economy of Turkey The Turkish economy has shown remarkable performance with its steady growth over the last decade. A sound macroeconomic strategy in combination with prudent fiscal policies and major structural reforms in effect since 2002 has integrated the Turkish economy into the globalised world, while transforming the country into one of the major recipients of FDI in its region. As these reforms have strengthened the macroeconomic fundamentals of the country, the economy grew with an average annual real GDP growth rate of 4.7 per cent over the period of 2002 to 2014. Moreover, Turkey’s impressive economic performance over the past decade has encouraged experts and international institutions to make confident projections about Turkey’s economic future. For example, according to the OECD, Turkey is expected to be one of the fastest growing economies of the OECD members during 2014-2016, with an annual average growth rate of 3.6 per cent. Together with stable economic growth, Turkey has also reined in its public finances; the EU-defined general government nominal debt stock fell to 33.5 per cent from 67.7 per cent between 2003 and 2014. Hence, Turkey has been meeting the '60 per cent EU Maastricht criteria' for public debt stock since 2004. Similarly, during 2003-2014, the budget deficit decreased from more than 10 per cent to
less than three per cent, which is one of the EU Maastricht criteria for the budget balance. The visible improvements in the Turkish economy have
which were around US$ 14 billion in 2003, exceeded US$ 34.3 billion in 2014. Significant improvements in such a short period of time
AVERAGE ANNUAL REAL GDP GROWTH (%) 2002-2013 Turkey
4.9 4.4
Chile Slovakia
4.2
Poland
4
Romanla
3.5
Brazil
3.5 3.4
South Africa Bulgaria
Agriculture and Food
3.2
Czech Rep.
2.5 2.5
Mexico US
1.8
Hungary
1.2
Japan
0.9 0.8
Euro Area (17)
28 FOOD & HOSPITALITY WORLD January 16-31, 2016
also boosted foreign trade, while exports reached US$ 158 billion by the end of 2014, up from US$ 47 billion in 2003. Similarly, tourism revenues,
0
1
2
3
have registered Turkey on the world economic scale as an exceptional emerging economy, the 16th largest economy in the world and the sixth largest economy when compared with the EU countries, according to GDP figures (at PPP) in 2013. ● Institutionalised economy fueled by US$ 144 billion of FDI in the past decade ● 16th largest economy in the world and sixth largest economy compared with EU countries in 2013 (GDP at PPP, IMF-WEO) ● Robust economic growth with an average annual real GDP growth of 4.7 per cent during 2002-2014 ● GDP reached US$ 800 billion in 2014, up from US$ 305 billion in 2003 ● Sound economic policies with a prudent fiscal discipline ● Strong financial structure resilient to the global financial crisis.
4
5
With its favourable geographical conditions and climate, Turkey is considered to be one of the leading countries in the world in the field of food and agriculture. The restructuring efforts that began in the early 1980s, alongside a series of reforms including privatisations and the reduction of trade barriers in the agricul-
MARKET WATCH GENERAL INFORMATION Official Name of Country
Republic of Turkey
Capital City
Ankara
Government
Parliamentary Democracy
Population
77.7 million (2014)
Labor Force (Population)
29.2 million (2014)
Official Language
Turkish
President
Recep Tayyip Erdogan
Prime Minister
Ahmet Davutoglu
Area
783,562.38 km²
Time Zone
GMT +2
Neighboring Countries
Bulgaria, Greece, Syria, Iraq, Iran, Azerbaijan, Armenia, Georgia
Major Cities (Population)
Istanbul (14.3 million), Ankara (5.1 million), Izmir (4.1 million), Bursa (2.8 million), Antalya (2.2 million) (2014)
Telephone Code
90
Currency
Turkish Lira (TRY)
Financial Center
Istanbul
Foreign Direct Investment
USD 12.5 billion (2014)
Number of Companies with Foreign Capital
41,397 (2014)
Inflation Rate
8.17% (CPI-2014)
Major Exports Markets
Germany (9.6%); Iraq (6.9%); UK (6.3%); Italy (4.5%); France (4.1%); USA (4%); Russia (3.8%); Spain (3%); UAE (3%); Iran (2.5%) (2014)
Major Imports Sources
Russia (10.4%); China (10.3%); Germany (9.2%); USA (5.3%); Italy (5%); Iran (4.1%); France (3.4%); South Korea (3.1%); India (2.8%); Spain (2.5%) (2014)
ture sector, resulted in a domestic market that is an integral part of the world economy today. Turkey has a population of 76 million people and is growing with rising income levels. This makes Turkey one of the largest markets in its region, and the changing consumer habits of the younger generation boost domestic
4
in the number of females in full-time employment, have all led to an increase of interest in packaged and processed food, such as ready-to-eat meals and frozen food. Turkey is the world leader in the production of dried figs, hazelnuts, sultanas/raisins and dried apricots. It has the largest milk and dairy production in its region. In addition,
ANNUAL AVERAGE REAL GDP GROWTH (%) FORECAST IN OECD COUNTRIES 2014-2016
3.6 3.5
3.5
consumption. Consequently, Turkey’s food industry has registered steady growth in recent years, with Turkish consumers becoming increasingly demanding, driven by the multitude of choices offered by mass grocery retail outlets. Rising disposable income and changing consumption patterns, along with the increase
3.3 3.3 3.3 3.1 3.1 3
3
2.9 2.9 2.8 2.8 2.7 2.6 2.5 2.5 2.4 2.4
2.5
2.1 2
2
1.9 1.8 1.8 1.6 1.6 1.5 1.5
1.5
1.4 1.4 1.2 1.1 1.1 0.9
1
Italy
Japan
France
Austria
Finland
Portugal
Euro Erea
Germany
Belgium
Netherland
Denmark
Spain
Slovenia
Hungry
Norway
Swizerland
OECD
Luxembourg
Canda
KK
Czech Rep.
Greece
Australia
Estonia
New Zealand
US
Sweden
Iceland
Ireland
Slovakia
Poland
Chile Esrael
Turkey
0.6
0.5
Turkey has an estimated total of 11,000 plant species, whereas the total number of species in Europe is 11,500. While Turkey is becoming one of the largest markets for baked goods with its bread - an important element of the Turkish diet - subsector dairy products including milk, yoghurt, cheese, kefir and ayran (a drink made of yoghurt and water) form an integral part of the traditional Turkish diet. Traditionally, artisan, unpackaged products have dominated the Turkish dairy market, holding back widespread growth but also offering potential to investors. In addition, Turkey’s food industry is much better developed than that of neighbouring countries. Given these factors, the country is one of the largest exporters of agricultural products in the Eastern Europe, Middle East and North Africa (EMEA) region, while its trade balance is significantly positive. With growing exports, the Turkish agrofood industry has recorded US$ 5.6 billion of trade surplus in 2014.
Turkey offers a set of enablers for potential agrofood investors; the Turkish government’s support mechanism includes favourable regulations, tax structure, competitive labour force and investment incentives. Turkey offers significant investment opportunities especially in the agribusiness subsectors such as fruit and vegetable processing, animal feed, livestock, poultry, dairy and functional food, aquaculture, and enablers (in particular cold chain, greenhouse, irrigation, and fertiliser). As part of its targets set for the agriculture sector, by 2023, Turkey aims to be among the top five producers globally. Turkey’s vision for 2023 envisages other targets including: ● US$ 150 billion gross agricultural domestic product ● US$ 40 billion agricultural export ● Becoming one of the top five countries in terms of agricultural production ● 8.5 million hectare irrigable area (from 5.4 million) ● Ranking number one in fisheries as compared with the EU.
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CHEF’S PLATTER
Native American culinarymovement Chef Sean Sherman from South Dakota is pioneering a movement to preserve and promote Native American cuisine traditions of his region, and has in turn become a role model for new generation of chefs who want to learn about an indigenous culinary craft. By Sudipta Dev
Indigenous products Modern dishes are made with traditional food products and ingredients, using indigenous food products and vegetation. “We do it in a modern sense. We have a catering business and do a lot of food for
Photo courtesy : Nancy Bundt
C
HEF SEAN SHERMAN grew up on the Pine Ridge Reservation in South Dakota. A member of Oglala Lakota tribe, he is a chef in the twin cities of Minneapolis and St Paul in Minnesota. He has a business called the Sioux Chef and his focus is on Dakota and Ojibwe food which are the two main groups of the region. “We do all pre-contact food - removing all European influences and using what was there before the pre-reservation days - wild foods from the region, a lot of agricultural foods that were produced before the Europeans came. We have bounties like wild rice and maple. Lots of animals around our region. We do not use beef, pork or chicken, only animals that were there before like venison, rabbit, turkey, bison, duck. And of course different kinds of fish,” says Chef Sherman. Most innovation is in terms of presentation. Interestingly most of the food is plant based – it is mostly vegan.
groups, events and parties. We also have a food truck in partnership with a native American urban group,” states the chef, adding that they do not serve beef, chicken, dairy, wheat flour, sugar or processed food. “Only fresh and healthy food is served as we want people to think about traditional foods and the health facts associated with it,” he says, pointing out that there is a lot of fun being a pioneer in this business. “We are getting a lot of followers and people are
30 FOOD & HOSPITALITY WORLD January 16-31, 2016
Chef Sean Sherman
getting the understanding of businesses like these ones,” he adds. Chef Sherman started working in restaurants since he was 13 years old, and continued to do so all through his high school, college and after college years. He moved to the city in the late 90s and became a chef. Originally he wanted to go to a school of art but realised that he could create art with food. “I studied many kinds of cuisine ranging from Ethiopian, Japan-
ese, French, South American, Mexican. I always spent a lot of time reading and studying about the native American food culture and realised that not many people knew about it. I had to study and learn about the wild food - forging and wild food gathering. I read a lot about ethnobotany and learnt which plants were there before the arrival of the Europeans,” he mentions. He contacted elders in the community to know what Native American food system used to be, how it can be applied in modern state with new businesses. “Economically it could help indigenous food producers which will help in bringing money back into the community. Our business models can be used as a job skills training ground for youth in our region who can learn how to cook indigenous food. It will give them pride about the culture and the foods that were there before,” opines Chef Sherman. Pointing out that there are many health benefits of these food traditions, he states that before Europeans came and people were living on indigenous diets there were no health issues like tooth decay, heart diseases and Type 2 diabetes. “All the diseases that are common today, is primarily because of bad food choices,” he asserts.
He acknowledges with humility, “All the work that I am doing is way bigger than myself. This information I want to share and reach a large group of people. This can stretch out to all the indigenous communities across the world, even if the food systems have been lost it can be brought back. It is kind of taking the first steps and setting the correct path for our indigenous cultures.” Originally he was going to open a restaurant but realised there is a better way to reach people. “Now we are working on a nonprofit organisation and hope to build an indigenous culinary school in Minnesota. That is our future goal,” says the chef. He wants to train youngsters in all the foundations of food systems, that is indigenous agriculture, including soil management, land management, etc; along with forging, ethnobotany, gathering, how to harvest. There is also the medicinal side of it, along with a history to understand and go forward with it.
Preserving the past Documentation is rare in most instances as tribes were wiped out, and languages lost. He believes that people are making bad choices in food because it is cheaper and easier to buy junk food than grow a garden or preserve food or use traditional methods of cooking. “Now I see a big movement in people want to bring food systems back and a lot of positive energy moving forward. People are really getting interested in Native American foods. My focus is on my exact region but it has opened my mind to what is happening in whole of North America. I feel a lot of the work I am doing applies to all over the world in different regions,” says the chef. The produce of the region includes many varieties of corns and beans. There is wild rice, which has been an important staple for people of the region for centuries. Maple sugar is used for sweetening drinks and seasoning food. Wild fruits/tubor (onions/garlic,
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turnips, ginger), wild moss, wild greens, plants that grow in water. “Animals are the easy part as they are still there, like bison and rabbit. The seasons are short so the trick is to gather things and use them throughout the year,” he mentions.
It is important to have role models to take this movement forward. The culinary school will go a long way in encouraging the younger generation to learn and take the Native American food traditions forward.
Photo courtesy : Nancy Bundt
CHEF’S PLATTER
HIGH SPIRITS
Washington’s whiskey The George Washington's Distillery at Mount Vernon, founded by the first president of the United States, was the largest whiskey distillery in America in the 1790s, producing whiskey in the conventional 18th century method, which is practised even today By Rituparna Chatterjee
T
he first president of the United States, commander of the Continental Army during the American Revolutionary War, and president of the Constitutional Convention, George Washington has always been admired worldwide for his strong leadership qualities. But a lesser known fact about the former president of the United States is that he was the only founding father to commercially operate a distillery - George Washington's Distillery at Mount Vernon - and also become the largest whiskey producer in America in the 1790s. Washington's venture into the whiskey business began at the urging of his farm manager, James Anderson, who was involved in Scotland's distilling industry before immigrating to America in the early 1790s. Anderson was convinced that a distilling business would generate substantial profits at Mount Vernon. Hence, Washington allowed Anderson to purchase two stills and set up a small operation in the cooperage next to the gristmill in early 1797. The result was the production of 600 gallons sold for a good profit. Encouraged, Washington decided to construct a large distillery over the winter of 1797-1798. The new distillery was 75 feet by 30 feet and contained five copper pot stills, a boiler, and all equipment required for large-scale whiskey produc-
tion. In 1799 the distillery produced nearly 11,000 gallons, making it the largest whiskey distillery in America at that time. Post Washington's death the brief success of the distillery came to a halt and within a decade the building fell into disrepair. In 1932, the Commonwealth of Virginia purchased the distillery and the gristmill property and reconstructed the Mill and Miller’s Cottag though the distillery remained untouched. In 1995 the Mount Vernon
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Steven T Bashore
Ladies’ Association entered into an agreement with the state to restore and manage the park. The reconstruction began in 2005 and was completed in 2007. Elaborating on this history, Steven T Bashore, director of historic trades, George Washington's Mount Vernon opines, “The distillery opened in 1797 right after Washington retired from presidency. He owned 8000 acres of Mount Vernon, which included a commercial fishery and the distillery. Now it has shrunk to 550 acres. This is a great
story for Mount Vernon because many Americans and people throughout the globe know Washington as a general or president but not as an entrepreneur or innovative farmer.”
Whiskey trails During Washington's time, the whiskey at the distillery was made from 60 per cent rye, 35 per cent corn and five per cent malted barley. The rye was distilled twice and sold as common whiskey while smaller amounts were distilled upto four times, making
HIGH SPIRITS
them more expensive. Some whiskey were filtered or flavoured with cinnamon or persimmons. Wheat was also distilled when rye was scarce. Apple, peach and persimmon brandies were also produced including vinegar. The whiskey was neither bottled or branded. The whiskey coming from the distillery was poured into wooden barrels and shipped to nearby merchants. Also there was no custom to age the whiskey. However today, the distillery produces limited batches of both aged and unaged whiskey and places them in branded bottles. But what continues to be followed even today is the traditional 18th century whiskey making process. Elaborating on this, Bashore states, “Here we do everything by hand as opposed to a modern distillery where it is mechanised. From grinding to fermentation to distillation and double distillation, everything is done manually. Right next to the distillery we have Washington’s water powered mill, where all the rye, grain, corn, etc are ground by water power.” Presently, George Washington's Distillery is the small-
est craft distillery in America producing approximately 1200-1500 gallons of whiskey a year. It is also the only site in North America to demonstrate 18th century distilling from seed to barrel. “Our main focus is organising educational tours where we share the legacy of Washington and how the plantation works. During the off-season (March, November) when the building is not open for tours, we make whiskey including peach and apple brandies. These products are available only in Mount Vernon and aren't exported. We also grow flowers in the mill, which are sold to the public and restaurants. We also have a blacksmith shop.” Speaking about the visitors, he adds, “The tourism of Washington DC is huge. We are 14 miles south of Washington DC and people from all over the world visit us – Chinese, Japanese, Indians, Pakistanis among others. In Spring, 60-80 buses come to Mount Vernon daily. There are 1.1 million visitors a year and a percentage of that visit the distillery. We organise corporate events as well wherein the corporates get to taste the whiskey.”
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PARVEEN CHANDER KUMAR General Manager Taj Lands End,Mumbai
STRATEGIES FOR 2016 Our management strategy for 2016 will be designed to cater to our key stakeholders – employees and guests. The team at Taj Lands End, Mumbai is part of a distinct culture and we aim to strengthen this ethos. Our key priority is to empower our people to deliver on our legacy of impeccable service. We intend to activate employee engagement activities, to ensure a more motivated and high-performing workforce that takes efforts to address the inherent needs of our guests. Our commitment to service excellence stems from our ‘People Philosophy’ which displays our commitment to and belief in our talent. This carefully crafted people strategy
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motivates the associates to go beyond the periphery of hospitality and create experiences for our patrons that are unmatched and unique. We endeavour to provide personalised, warm and anticipatory service where every guest request is anticipated and delivered with great panache. Conference coordinators and guest service managers are other ways in which personalised services are offered to the esteemed guests at the hotel. In addition, we will continue to focus on an effective cost structure as we build the top line revenue.
REDUCING CARBON FOOTPRINT In an endeavour to reinstate our hotel’s vision and efforts to boost sustainable tourism and integrate environment management in all business areas, we have taken conscious efforts to follow eco friendly practices and
Our strategy for 2016 will be to cater to our key stakeholders – employees and guests low-carbon policies. As a part of Energy Saving Initiative, Taj Lands End, Mumbai has implemented the demand flow solution for the chiller. Right from building management system for air handling air units to eco labeled chemical cleaning products in laundry and housekeeping, we strive to incorporate sustainable practices at each step of our service.
MY SMART MANAGEMENT CONCEPT The smart management concept entails a holistic analysis of various aspects of the hotel. Our
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team spends a lot of time investigating the various nuances that are critical to creating an overall brand experience. Each employee from varied departments
adds to the knowledge bank which is the foundation of devising strategies for the smooth deliverance of services. We give immense impor-
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tance to evidence-based management, ensuring all the employees are seeking inputs through guest interactions which further helps us curate an
exceptional experience for our patrons. (As told to Kahini Chakraborty)
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SAMEER SUD General Manager,The Leela Mumbai
STRATEGIES FOR 2016 The Leela Mumbai will focus on retaining its leadership in the north Mumbai market. Even though it is a competitive market, The Leela Mumbai is well known as a home grown luxury brand and straddles the business travel market and the leisure travel market with ease. Our guests are global travellers and are discerning in their choices, which are varied today. Technology has taken us closer to these consumers and we ensure that we keep abreast of the latest developments in our effort to reach out to our guests. We have a robust sales and marketing plan for the coming year and our presence will be at all consumer touch points. It is important to be at the right place at the right time. We will also
continue focusing on innovating and maintaining the highest standards of service thereby enhancing our guest experiences.
REDUCING CARBON FOOTPRINT I believe every industry should strive to reduce the carbon footprint. Making simple but effective changes can make a huge difference.
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The Leela Mumbai has been following sustainable practices for the last several years. Rain water harvesting, responsible management of wet and dry garbage, e-wastage and plastic for environmental friendly disposal, usage of energy saving devices, usage of ozone friendly gases in our air-conditioning systems are some of the many initiatives
practiced by us to reduce the carbon footprint.
MY SMART MANAGEMENT CONCEPT I believe that every department head has the expertise to handle and deliver the targets of their respective departments. Goals are set at the start of the year to every department head with broad guidelines.
I like to give every individual the freedom to work and deliver. Regular updates and follow-ups are done to ensure that course correction can be done, should the need arise. We provide the resources to ensure that every department head/leader reaches the finishing line. (As told to Kahini Chakraborty)
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ARVIND CHAUHAN General Manager,VITS Hotel,Nashik STRATEGIES FOR 2016 VITS Hotel, Nashik is a luxury business hotel and is situated in the central region of the city. A part of the illustrious VITS group of hotels, VITS Hotel, Nashik, is known for its quality service and warm hospitality. Being the most popular hotel brand in Nashik, we plan to focus more on guest happiness while offering quality
food and hospitality. We will focus on team building and organising various food festivals providing typical authentic food with a theme. We would like to capitalise on any market opportunities to scale up our sales. The hotel offers the best rooms in the city that come with all modern amenities. The hotel has an array of dining options for foodies. The
restaurants at VITS Hotel, Nashik provides a multi-cuisine spread. VITS Hotel, Nashik has three banquet halls and a lawn for all meetings and events.
REDUCING CARBON FOOTPRINT We give a lot of importance to guest demands and suggestions and constantly keep making changes in our
property demand.
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market
MY SMART MANAGEMENT CONCEPT Our smart management concept is focused on developing strategies to be the first choice of hotel among customers visiting Nashik. (As told to Kahini Chakraborty)
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PUNISH SHARMA General Manager,Meluha The Fern,Mumbai STRATEGIES FOR 2016 Some strategies for 2016 include the following: ■ Contend with various digital players in the competitive travel sphere, from metasearch engines to review sites to OTAs. ■ Mobile booking is not only fueling key shifts in consumer behaviour but it is also facilitating new business models and industry partnerships. I believe one out of four bookings will come from a mobile device in 2016. ■ Investing in your own website, with ongoing search engine optimisation (SEO) is paramount to a successful digital marketing approach. ■ Visual storytelling is a hot trend, with brands sharing photos across social networks as it gets good engagement with their community. ■ Experience driven strategies: This is a trend nonspecific to 2016 as I believe hotels have been embracing this recently.
REDUCING CARBON FOOTPRINT
But it will certainly grow this year. Consumers want to stay with hotels that acknowledge their preferences, needs and wants. ■ Holistic approach to revenue management: The rapid change in consumer behaviour will require hotels to
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adopt an integrated approach to revenue management by strongly involving the sales and marketing team in the decision making process. Convergence of these roles will be crucial to managing distribution channels in 2016.
Direct emissions and Scope 2 GHG emissions have been reduced by optimising and conserving every unit of energy at Meluha The Fern, Mumbai. Our LEED certified Gold rated building exhibits state-of-the-art green architecture, sustainable systems and energy efficient technologies - energy efficient lighting, natural lighting, intelligent key tag system and Eco Button. On pressing the Eco Button the thermostat of the airconditioning unit is stepped up by two degrees gradually thus conserving energy. Indirect Scope 3 emissions are reduced through local procurement of supplies, procurement of seasonal fruits and vegetables, carpooling for the staff vehicles, etc. We use environment friendly amenities such as ayurvedic toiletries, jute slippers, jute bags, etc. 99 per cent of our waste is diverted from landfill sites through 3R measures and effec-
tive tie ups with local MPCB certified recycling agencies.
MY SMART MANAGEMENT CONCEPT The way you interact with your staff, guests and surrounds will most likely contribute to your attributions of being great. Looking at the change in time we do have to change our strategies accordingly, but certain aspects I keep fixed for smart management: ■ Listen to your staff ■ Share your knowledge ■ Dedicate 30 minutes a day reading industry news ■ Don’t be afraid to ask for help ■ Motivate people ■ Welcome criticisms ■ Always have the interest of the hotel in mind ■ Project a service oriented attitude ■ Never be afraid of change ■ Be a great communicator. (As told to Rituparna Chatterjee)
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AMITSAMSON General Manager,The LaLit Mumbai STRATEGIES FOR 2016 The broad strategy would be static – business by relationship. We will strive to drive operational excellence and profitability by enhancing our psychological bonding with all our stakeholders – external customers, internal customers, promoters/investors and all our al-
lied business partners. Such bonding facilitate in retaining existing business as cost of getting new business is always much higher than retaining existing ones. I believe we are as good as nothing without an effective team. Amplified emphasis would be on training and developing our internal customers for
higher efficiency and retention. Retention of high value talent is again cheaper than hiring new ones.
REDUCING CARBON FOOTPRINT We will install motion sensors in most of the places. We are in the process of replacing all
our CFLs with LEDs. 65 per cent of our electricity is from an alternative source. We have water saving aerators installed at every guest and service area.
MY SMART MANAGEMENT CONCEPT Keep most of your internal customers happy to keep most of your external customers happy. We have around 350,000 to 400,000 guests per annum in our rooms, banquets, spa and restaurants and we have 680 internal customers to handle them. I send my smiles to these guests through my employees as it is much easier than sending them directly. I monitor the happiness quotient of the employees myself. Feedback from internal and external customers is very important to me and my every official day commences reviewing them carefully. (As told to Rituparna Chatterjee)
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JASWINDER NARANG ComplexGeneral Manager,Le Meridien Pune and Le Meridien Mahabaleshwar Resort & Spa STRATEGIES FOR 2016 India is Starwood’s fourth largest market at present and is poised to be the third. We operate 47 hotels in India and 39 are in the pipeline at present. Supporting this steady growth, we have strengthened our investments in the various strategic regions of India. We have not only invested in new hotels but have also introduced variants of these brands in India in 2015. We have recently opened our first forest resort property the Le Meridien Mahabaleshwar Resort & Spa in India and the only five-star resort in Mahabalesh-
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war. Le Méridien Mahabaleshwar Resort & Spa features 122 well appointed guestrooms and suites, all complemented with private balconies that offer expansive views of the surrounding natural scenery. It also has the first signature spa of the brand in India – Explore Spa. For 2016, our focus for Le Meridien Mahabaleshwar Resort & Spa and Le Meridien Pune will be to offer our guests the local elements of these two distinguished regions in the Western Ghats keeping in mind each destination USP. Being just a few hours away,
we are affirmative these hotels stand out in their own regions bearing distinct properties. Many of our travellers have the option to stop at the Le Meridien Pune before heading to Mahabaleshwar- this way they get to experience our hotel portfolio first and then unwind at our forest resort. This year we intend to work towards giving these unique experiences. Year-on-year we see the needs of travellers changing. We have been evolving and giving the best to our guests not only as an individual hotel and resort but also as an international
brand. We will be abreast in 2016 to cater to these requests.
REDUCING CARBON FOOTPRINT Starwood is committed to doing more to consume less and caring for our planet. Our environmental policy addresses six areas of opportunity, and our initial worldwide focus is on energy and water with our commitment to reducing energy consumption by 30 per cent and water consumption by 20 per cent by the year 2020 (from a 2008 baseline). These goals are just the beginning of an ongoing journey
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towards environmental sustainability; we also focus on guidance for minimising and reducing waste and emissions, examining our supply chain and enhancing indoor environmental quality. We take all of this into consideration while maintaining the exceptional guest experiences we proudly deliver. We know collaboration is the key in addressing these issues, so we formed a partnership with Conservation International (CI) in 2009. We’ve worked together to set our energy and water goals and establish a platform that will enable us to hit those performance targets. We continue to work together with CI on engagement programmes to drive awareness about environmental issues. At our newly launched forest resort, Le Meridien Maha-
baleshwar Resort & Spa, we have taken many measures to keep our carbon footprint emission in control from lighting, heating, ventilation and air-conditioning to catering, cleaning and laundry services. The resort uses 50-80 per cent less energy by using LED lights, room automation unit for the key card enabling lights to be switched off as soon as the room is not occupied or in use and window censors which allows AC to automatically switch off as and when the balcony doors are open for fresh air. Keeping in mind the amount of water required for landscaping and horticulture in a forest resort spreading across 27 acres of land, we have the waste water management system in place where the recycled water through STP is used for gardening; the system is applied
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The resort uses 50-80 per cent less energy by using LED lights, room automation unit for the key card enabling lights to be switched off as soon as the room is not occupied or in use, windows censor which allows AC to automatically switch off as and when the balcony doors are open for fresh air at our laundry through Effluent Treatment Plant. We have installed Organic Waste Converter (OWC) within the resort where the kitchen and gardening waste can easily be composted. The whole process takes 15 days for the fermentation of organic waste; the ready compost is then used in the gardens and horticulture land.
MY SMART MANAGEMENT CONCEPT I have been associated with Le Meridien Pune for 16 years and have seen it growing along with my team, the biggest asset any organisation can have. Our strategy along the years has been creating, implementing and evaluating decisions that enable us to achieve our objec-
tives. Our primary focus has been to offer our curious minded traveller the best of the brand across. We have strategically curated the brand experiences and have tweaked them to weave in the local experience. (As told to Rituparna Chatterjee)
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SANTANU GUHAROY General Manager Radisson Blu Resort and Spa Alibaug STRATEGIES FOR 2016 Our employees are considered to be the soul of our organisation, who believe in 'Yes I Can !' service philosophy and they continue to be the heart of our management strategies. The staff forms an important aspect of any service oriented organisation. Our business agility to
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quickly read and act on signals the change by adapting products and services to meet new customer demands. Revenue optimisation will be our focus for 2016. Our endeavour remains to sell the right product at the right price to the right customer. A two way connectivity between our PMS and the various distri-
bution channels help in revenue maximisation. We will incorporate decision matrices based on occupancy, cost of distribution of each channel and the target net ADR and RevPAR. This interconnected matrix will give us the edge needed to maximise returns from the 'same inventory/occupancy levels'. It is
important to first capitalise what you have in hand, before you go in search of new pastures.
REDUCING CARBON FOOTPRINT We are taking the following steps towards reducing carbon footprint: â– Recycle: 0.60 ton papers
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recycled per annum, which saves six kl water and 840 kg CO2 emissions. ■ Garden: We don’t burn leaf litter, mulch or compost it instead – burning vegetation spews 650 kg per day, reducing the great volumes of CO2 and other heat trapping pollutants into the atmosphere. ■ Tree planting programme is followed under CSR activity and 30 trees have been planted in 2015, reducing the 30 ton CO2, which helps to fight global warming, also reducing CO2 emissions and air pollution. ■ Office: Employees are well trained about carbon emission reduction strategies e.g. a 'lights off when not in use' policy. ■ Water and Sewage Treatment Plant (STP): We have in house STP to recover and reutilise the waste water, nearly half of the water consumption is recovered, which saves water 80-100 kl per day and which is utilised for gardening. ■ Lightings: Replace the incandescent light bulbs with LEDs. Saves 70 kg CO2 per bulb per year. ■ Standard Chemicals: Use eco friendly chemicals for the washroom to save water consumption and reduce water pollution. ■ Fuel: We do use the LPG operated boiler instead of HSD operated boiler to reduce the emission of carbon dioxide and other heat trapping pollutants into the atmosphere. In addition to the above, our group as a whole actively participates in Earth Day where we have minimal lighting at the hotel, at restaurants we use candles and while guests have appreciated our efforts towards reducing carbon footprint they have also enjoyed the experience.
MY SMART MANAGEMENT CONCEPT As already mentioned earlier, the employees are the
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soul of any organisation and they are the ones that make a difference between a good organisation and a great one. Delivering outstanding serv-
ice, driving revenues or going that extra mile makes the difference between good and great and that is primarily because of the ADR strategy
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(Attract, Develop and Retain). We believe in this and our management concept continues to follow 'take care of your people and they
will take care customers.'
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SAHDEVMEHTA General Manager DoubleTree byHilton Hotel Pune-Chinchwad STRATEGIES FOR 2016 The overall hotel strategy does not change much from 2015 and shouldn’t for it has yielded 60 per cent commercial growth and placed us firmly on top of the CompSet with a YTD RGI of 1.33. However, I feel the hotel still has 15 – 20 per cent opportunity in room revenue. The strategy is three pronged - we want to invest in online marketing for all OBTs for room to drive ARR and get value for yieldable inventory through contracted and unqualified online sales. The work has been done in the last quarter of 2015, we have to stay on course for the
same. We will roll out the F&B RevMax initiative in 2016 which will be all encompassing from restaurant occupancy to banquets and catering and the strategy will be both online and market direct. It will cover all areas such as the loyalty programme, corporate contracting and upsell initiatives and clear positioning of our Japanese and rooftop resto lounge, the highest bar in Pune. Thirdly and equally important is that we have tremendous focus on HR and will keep our winning team together by incentivising the team members, bol-
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stering manning, and adding key profiles and positive moves across all paradigms both internally and within Hilton Worldwide. The plan has been formulated and will be shared with all parties in January 2016.
REDUCING CARBON FOOTPRINT DoubleTree as part of HWI is committed to environment protection and sustainability. We have committed ourselves to this noble cause and as with all our hotels the DoubleTree by Hilton Hotel Pune-Chinchwad too has brand standards for the PMS and all MLPs which are top
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of the line. Cutting edge technology and efficiency is at the core of our energy/non-renewable footprint. 'CARE' culture meetings have conversations around sustainability and all team members have a responsibility to live the emotion in day to day life. 2016 will witness two key initiatives. The first to roll out is all LED lighting and using renewable energy for this. The second project is very ambitious. We are talking to industry experts to bolster windows with a solar screen. Think about it, as you gaze at the view, the window generates the electricity to power the room. These are just some of the ways the DoubleTree by Hilton Hotel PuneChinchwad is setting trends in
We are planning to bolster windows with a solar screen. Think about it, as you gaze at the view, the window generates electricity sustainability. After all we have but our planet, let’s protect it from ourselves.
MY SMART MANAGEMENT CONCEPT My smart management concept in a phrase is 'Inclusive management where all team members are stakeholders'. We have lived this philosophy for the last three years since the preopening and have seen tremendous results. What I mean is that every team member in his or her role in the scheme of the hotel
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commits emotionally to the partnership to realise our goals in the three focus areas: commercial success, overall team engagement and guest satisfaction.
This has yielded dividends exponentially. We have grown at 43 per cent year-on-year on topline and 15 per cent CAGR on bottom-line. We are amongst the
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top hotels in brand for GSS and will deliver again this year but a factor very close to my heart is that the management mantra has taken the team loyalty to an-
other level. That is as gratifying as all other achievements. (As told to Rituparna Chatterjee)
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RIDULDEKA General Manager,ibis Mumbai Airport STRATEGIES FOR 2016 ibis Mumbai Airport is the most popular hotel in the domestic airport area among discerning travellers. We have well defined strategies in place to remain as a top ranked hotel in market penetration index (MPI) among
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our competitors. We would like to push our ADR since we expect the demand to increase in 2016, specially in transient and contracted business segments. We would like to achieve these goals by continuously improving our guest services and offering
better value for money to our guests. Special attention would be given to our Le Club AccorHotels members (our loyalty members) who will continue to be our privileged guests. We strongly believe that happy employees bring in happy customers and
therefore we will continue to focus on ensuring higher level of employee satisfaction and faster growth for our employees.
REDUCING CARBON FOOTPRINT Being a part of AccorHo-
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tels, ibis Mumbai Airport is already committed to delivering 21 commitments made by the group to save the planet and reduce carbon footprint under its well known sustainable development programme called 'Planet 21'. In 2015 we moved to platinum level by consuming 10 per cent lesser electricity units and water than previous year by installing LED lights in most part of the building, recycling paper, reusing energy
In 2015 we moved to platinum level by consuming 10 per cent lesser electricity units and water than previous year to increase hot water temperature and through thorough proper waste management. We have also signed up for 'Plant for the Planet' programme - an initiative by AccorHotels with the support of our guests to plant trees with the money we save in each room by saving water.
MY SMART MANAGEMENT CONCEPT Spirit of conquest in the team plays a major role in my management style. Smart goal setting for the team and motivate and support them to achieve those goals is the best way forward to achieve the organisational goal as
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well as chase their own dreams. Another aspect of my management is to constantly remind the team
about quality and make everyone quality conscious. Quality offers greater value for money and higher cus-
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tomer satisfaction. By constantly challenging the team against the best makes them very competitive and keeps
them highly motivated. (As told to Rituparna Chatterjee)
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NASIR KHAN General Manager,Rhythm Lonavala
STRATEGIES FOR 2016 ■ Communicate the mission
and vision statements of the organisation internally and in the external environment. ■ To differentiate ourselves from the competition and create value for our customers and for the organisation by establishing a clear organisational direction, setting objectives, continuously innovating in our product and services. ■ Attracting new customers will be the primary focus and will be managed through new methods and marketing. ■ Increase employee motivation and create more interaction between different levels in the organisation leading to better service and more happy guests. ■ Enhance relationships between employees and managers and create a good working environment.
REDUCING CARBON FOOTPRINT ■ Ensuring
compliance is through the use of certified management systems. ■ In sync with nature, preserve trees as part of the resort landscape. ■ Improved energy efficiency through a better building design, better energy management and by using more energy-efficient equipment and appliances. ■ Alternative fuel options and making greater use of renewable energy where possible.
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■ Effectively
Attracting new customers will be the primary focus and will be managed through new methods and marketing
manage environmental impacts by reducing food waste to energy and using recyclable products.
MY SMART MANAGEMENT CONCEPT ■ Customer
focus – to achieve a higher positive guest satisfaction index through employee trainings, efficiently managing guest feedback. ■ Managing business - to achieve budgeted top line revenues and GOP, controlling cost through innovative
methods. ■ Managing change - to imple-
ment best practices / new process / SOPs every month which will affect either the guest, employee or GOP in a positive manner. ■ Managing people - to achieve a negative employee turnover for the year through communication forums, casual job chats and employee learning and development and engagement programmes. (As told to Reema Lokesh)
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SUMITKANT VP& General Manager, Four Points bySheraton Navi Mumbai,Vashi associate experiences. We would go all out and be aggressive to further increase our market share.
REDUCING CARBON FOOTPRINT STRATEGIES FOR 2016 We would like to consolidate our position and explore new avenues especially in F&B. Be more efficient and make the operation seamless. Innovate for better and consistent guest and
Starwood as a company has been actively working to realise its dream of 30:20 by 2020; reduction of electricity by 30 per cent and water consumption by 20 per cent by 2020. Our property has lined up many initiatives towards carbon footprint
reduction. Our work to install a much more efficient chiller has already started and we are looking at running this from April, 2016. Several other majors like energy efficient equipments, uses of solar power, etc are in pipeline. We have been utilising wind power for the hotel. As a company we are reducing our travelling and have been using video conferencing extensively. Our meeting space is clutter free for the guests and digital signage are used everywhere. We
strongly believe in educating our associates and guests in energy conservation measures and the 3R. There are minimum uses of linen in conferencing. Apart from these we are working on an organic food menu and also encouraging farmers to produce them and we will guarantee purchases. Water less urinals has just been implemented and we are in process of reducing the uses at our laundry. There is a strong thrust on minimising food wastage.
MY SMART MANAGEMENT CONCEPT Four Points is all about honest, uncomplicated comfort and I believe that things should be kept simple without complicating them. Empower associates and do not micromanage them. Millennials want to be treated differently and we must aggressively invest in associate’s development. I believe in employee first, guests second. And lastly Dream, Believe, Dare, Do. (As told to Sudipta Dev)
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BISWAJITCHAKRABORTY General Manager,Sofitel Mumbai BKC
STRATEGIES FOR 2016 Sofitel Mumbai BKC has done well and 2015 has been very positive for the hotel. We have seen enhanced occupancy levels over last year and the upcoming season looks buoyant in terms of both ARR and occupancy levels. Our present ARR is ahead of other luxury hotel competitors and our RevPar has actually been performing better. We endeavour to enhance our RevPar, which will be a judicious mix of volumes as well as ARR. The primary focus of Sofitel Mumbai BKC has always been quality in the products and services offered, which runs parallel to the performance of the hotel. Impeccable service, intelligent marketing and a keen eye for detail makes for a perfect recipe in ensuring a high ratio of repeat guests.
This year, the plan is to amplify Sofitel’s key brand pillars of culture, design, gastronomy and wellness, providing guests with a holistic experience to make the hotel a destination in itself. In the past few months, the hotel has seen a host of events supporting its brand pillars including flying down over a dozen international chefs to India such as a French chef for introducing guests to the flavours of France, a Vietnamese chef for a taste of Vietnam and more recently, a Japanese chef as well as a Lebanese chef for a
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Middle-Eastern fare. Together with the cuisine, Sofitel Mumbai BKC has also flown down local artists to give guests not only a taste of gastronomy, but also the culture of that particular country through performances, art, décor and more. These initiatives are just a tip of the iceberg to offer guests with unique experiences. We also plan to highlight our brand new lush green outdoor space – the Kitchen and Herb Garden, a first of its kind, where one can savour organic and green delights. The goal is to
make Sofitel Mumbai BKC the luxury landmark in Mumbai as well as a cultural and entertainment watering hole in the heart of the city.
REDUCING CARBON FOOTPRINT Following are some practices undertaken by Sofitel Mumbai BKC to reduce carbon foot print: ■ During hotel’s low occupancy, the temperatures of the air conditioners are increased from 20°C to 24°C, or sometimes completely switched off
■ Use of UV lamps in Air
Handling Units (AHU) to reduce AC energy and improve indoor air quality ■ Installation of online condenser tube cleaners to reduce scaling and to maintain condenser pressure which is more economical ■ Replacement of incandescent lamps with LED lamps ■ Chiller water temperature set point increased from seven°C to 9.5°C. Introduction of dual setting by modifying thermostats of the guest rooms in which temperature drops down
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automatically, which is cost effective These practices at Sofitel Mumbai BKC have resulted in saving more than 1,80,000 KWH per month which is approximately 160 tons.
MY SMART MANAGEMENT CONCEPT 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 colleagues '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 our people and they are the primary link between our guests and a true luxury expe-
This year, the plan is to amplify Sofitel’s key brand pillars of culture, design, gastronomy and wellness rience, which becomes the defining moment of truth. The grandeur of Sofitel Mumbai BKC is reflected in its unrivalled facilities and personalised service from the heart, which we refer to as 'Cousu 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 Ambassadors’ supervisory effectiveness and synergistic teamwork
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enable us to create guest loyalty and Sofitel brand equity. 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
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is a direct result of effective team work. In our rapidly changing world, the ability to exceed customer expectations will be the only differen-
tiating force in this competitive luxury hospitality segment. (As told to Sudipta Dev)
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FHW 2016 MUMBAI S p e c i a l
SRINIVAS SRIRANGAM General Manager,Novotel Imagica Khopoli
STRATEGIES FOR 2016 We launched Novotel Imagica Khopoli just a few months ago and the response has exceeded our expectations by leaps and bounds. Being the first theme park property of its kind in India, our focus will be to increase awareness regarding the resort and strive to provide guests with an unforgettable experience to remember and take back. The focus will be on providing guests with a location which offers fun and enthralling activities for an entire weekend. In addition to the Irolic Parade - a signature of Novotel Imagica Khopoli, the hotel hosts fun activities like treasure hunts, Zumba, gaming rooms with pool, table tennis, darts and more. We also feature a sunset brunch
on Saturdays with painting classes, pottery, astrology and bouncy castle. With our well trained staff and differentiated happenings at the hotel our effort will be to increase guest satisfaction, reach out to source and feeder markets and create strong brand recall. From F&B to entertainment and from MICE to weddings, the hotel is designed for one and all. The focus of 2016 will be to host well-renowned events and make it a destination for work and for leisure.
REDUCING CARBON FOOTPRINT Novotel Imagica Khopoli, being a part of the AccorHotels, follows the Planet 21 policy. AccorHotels worldwide promises to support sustainable development with seven
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We use timers for garden lights and external façade lights and recycle water for gardening and flushing systems key areas and 21 related commitments. Some of the key features of Planet 21 are as follows: ■ Nature = Reduce water use, expand waste recycling, protect biodiversity
■ Carbon = Reduce our energy
use, reduce our CO2 emissions, increase the use of renewable energy ■ Innovation = Encourage eco-design, promote sustainable building, introduce sustainable offers and technologies In accordance with the above, we make efforts to reduce waste as much as possible and reuse, and recycle material. A few efforts constitute double-side print, natural day light use in restaurant and lobby, controlled air conditioning with BMS, using water saver aerators for faucets and showers and more. We also use timers for garden lights and external façade lights and recycle water for gardening and flushing systems.
MY SMART MANAGEMENT CONCEPT In hospitality it is difficult to maintain a balance between one’s work and personal life, however if one enjoys the work they do, it gets easier. I believe that it is essential to create an environment where one can work with ease as a guests’ satisfaction is proportionate to the happiness of the staff. Here at Novotel Imagica Khopoli, we encourage a culture that entails everyone to live by the values and vision that we have, 'where fun never ends'. Hospitality is about delighting guests with our culture and service attitudes and it is good to remember and revisit the basics and the small things we can do for them. (As told to Sudipta Dev)
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THE MAIN FOCUS
SURAJ KUMAR JHA HolidayInn Mumbai International Airport
STRATEGIES FOR 2016 2016 looks a very interesting and promising year from a business perspective. We are looking at a lot of events and are very keen to promote our F&B outlets .We have planned some exciting offers around our 72 bar. We are redesigning our menu, trying to re-strategise and focus on the complete food and beverage sales. Also we do a lot of food festivals and promotions to ensure that the guest has lot to choose from and it drives our F&B sales as well. As far as room revenues are concerned we are quite focused on domestic travel as this segment is giving us a good share of business. Also, Mumbai has been witnessing increased travel for exhibitions. There are lot of exhibitions and other events which keep on happening, which we are targeting in a big way. Besides MICE and leisure segments are the next big thing and we are working on it.
REDUCING CARBON FOOTPRINT
MY SMART MANAGEMENT CONCEPT
Holiday Inn Mumbai International Airport is at the fore front of sustainable environment practices. We have adopted a lot of measures to ensure environment protection. Be it water conservation or solid waste management we are using the best available technology to reduce waste. We also have the best energy saving devices at our hotel. Our endeavour is to save water, electricity and we try to recycle things as much as possible. We have some of the state-of-the-art equipment and practices which are of international level. We follow the highest level of sustainability applications. The highlight of our environment policy and green initiatives are: ■ Meeting Leed Certification criteria ■ Water audit and consumption benchmarking ■ Waste water management ■ Solid waste managementAir pollution management
Holiday Inn Mumbai International Airport offers today's business and leisure travellers dependability, friendly services and modern, attractive facilities at an excellent value and at convenient location providing the services a business traveller
needs, while also offering leisure travellers a comfortable, simple atmosphere where they can relax. With new strategies in line and understanding the needs of the client that we serve, we make it an effort to keep up with trends. I strongly believe in challenging myself and the team. An en-
gaged team has the capacity to deliver better. We will continue to focus on delivery. Innovation comes from the opportunities and we should encourage the team to look at every such opportunity. We also believe in relationship with guests and employees. (As told to Sudipta Dev)
We are taking a lot of initiatives for the betterment of the Hotel and the environment. Like installation of LED light in all guest rooms, façade, water bodies , pathways and garden areas. We are also using treated waste water for cooling chillers .We are using auto chemical dosing system for cooling tower water treatment in order to consistently maintain the chiller approach, which helps in maintaining the efficiency of the chiller.
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REPORT
F&B BUZZWORDS FOR 2016: PARTII Food and Hospitality World presents the second part of a trend report by Baum + Whiteman, International Food and Restaurant Consultants. The report highlights F&B dining trends in restaurants and hotels in 2016 #6 Poke -the next ceviche/sashimi/crudo? Poke pronounced poke ay and poh key is a Hawaiian mainstay that's migrating to the mainland. Basically a bowl of chopped or cubed raw fish (traditionally ahi tuna over seaweed-seasoned rice the fish tossed in a capriciously composed marinade: soy sauce, macadamia nuts, green onion, seaweed, avocado, mango, sesame oil, ginger, chiles of varying degrees of heat, numerous Japanese seasoning blends you can see where this might lead directly to kale and tofu. Pokerias are cropping on the West Coast and ahi is giving way to octopus, scallops, salmon, blue fin. The dish is all over Los Angeles. You also can find it at Laid Back Poke Shack in Salt Lake City. Boston's new Hojoko at the Verb Hotel by the hot-hot O Ya team has tuna poke with chile water, roasted macadamia dressing and avocado. Seamore's an offshoot of New York's Meatball Shop has one Asian-hipster Super Six in Seattle offers ahi, mackerel, shrimp versions. Evolving: Poke places using the fast-casual menu formats that emphasise glistening raw ingredients on display and places using check-the-boxes menus both for building-yourown bowls. Metropolitan Market in Seattle has a by-thepound poke bar so do some whole foods stores.
New-ish Jew-ish cuisine There's a resurgence of Jew-ish food. The (dash) signifies we're talking about chefdriven modern Jewish cookery or even modern Jewish heresy rather than heavyweight East-
ern European dishes. How come now? Because chefs everywhere are today exploring their roots and cuisines, examples being Peruvian, Korean, Mexican, Chinese, along with Middle Eastern fusion and Israeli. 'Heritage cuisines' are being expressed with stories behind them. In the case of new Jew-ish, we're looking at grandchildren and great-grandchildren reinventing dishes and foodways that second-generation immigrants turned their backs on. Chefs are juggling their culinary traditions with modernity without falling into the trap of 'fusion' and mainstreaming dishes that
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no longer seem so ethnic after all, where in the US can't you get a bagel, or something like it. Atlanta's General Muir typifies the trend, curing its meats, rolling its bagels turning out food with only a slight accent: matzoh ball soup, and smoked duck with peaches and blackberry gastrique; chopped liver, but also halibut with heirloom tomato sauce and pea tendrils; gruyere burger with crisped pastrami. After great success at Zahav (Middle Eastern fusion) in Philadelphia, Michael Solomonov opened Abe Fisher's, a tongue-in-cheek riff on diaspora food: halibut crusted with challah, chopped
liver offset with pastrami-onion jam. Next door there's Dizengoff hummusiya, a 24-seat joint specialising in hummus topped with daily changes: Persian lamb, spiced turnips, and kale pesto with walnuts; chermoulamarinated turkey with pickledonions, or beer-braised brisket with roasted beets (around ten bucks a plate). In Miami's Wynwood arts district, Zak the Baker opened last year in garage turning out spectacular bread but limited kosher toasts, sandwiches, a salad or two, pastries and excellent coffee. A Kickstarter venture, they're now selling 1,000 loaves daily, moving the
bakery to a 7,000 sq ft space and expanding the restaurant. Today, if you want a table, better do carryout instead. Shaya, a New Orleans venture of Israeli Alon Shaya and multi-starred chef John Besh calls its food 'modern Israeli' with roots across North Africa, the Middle East, Eastern Europe, Turkey and Greece. Little on the menu is geographically specific. Force your gaze past enticing small plates, five kinds of hummus; foie gras with rose tahini and carob molasses ... and you'll find shakshuka with local shrimp, and lamb with whipped feta and stone fruit tabouleh. Esquire named it
REPORT restaurant-of-the-year. Venerated appetising store Russ & Daughters new cafe on New York's Lower East Side last year opened the floodgates for Jew-ish places, the most interesting being Sadelle's, by the people behind Carbone and Dirty French. An exercise in exaggeration and decadence, smoked fish comes on a tiered stand generally used for shellfish displays ... a glass-box bakery in the dining room delivers warm bagels to the table and not being even kosher style, it avoids the limits of cliches. So there's lobster salad, and shrimp and hearts of palm along with paprika chicken and salmon paillard chopped liver and steak tartare. A curiosity: Despite anti-Semitic rampages, bagels are on a roll in France, with four chains growing, Bagelstein says it'll have 40 stores by 2017; Authentic Bagels sells to about 200 supermarkets and restaurants; and Le Bagel Qui Roule (The Rolling Bagel) has three food trucks on the road. Others: The Rye Project, San Francsico; Black Seed Bagel in New York ripe for chainification; Harry & Ida's, an eccentric New York sandwich joint with house-smoked meats and smoked eel; Einat Admony, with three concepts from fast food to casual dining in Manhattan plus a food truck. Also, it wouldn't hurt to see The Deli Man movie.
#7 Acai bowls- pulp but not fiction Move over, smoothies ... acai bowls are the next big hipster food. Using a fruit from Brazil, they're migrating from Hawaii and spreading cross-country. Not seen one? Fundamentally a big-bowl smoothie made from frozen acai pulp and soy or other milk plus bananas, bits of other fruit, and lots of ice with toppings like granola, chia seeds, chocolate chips, coconut flakes and peanut better. You eat it with a spoon and it tastes fairly close to ice cream. You also pay about US$10 most often eat it for breakfast and possibly skip lunch. Loaded with nutritive stuff, acai bowls un-
fortunately contain between 60 and 90 grams of sugar, about what you'd get by chugalugging a 20-oz. bottle of Coke. They already are franchisors and you'll find these bowls at juice bars, smoothie chains, ice creameries, food trucks, even Jamba juice. Google searches for acai bowls have more than doubled this year.
#8 Obsessing over fried chicken Sandwich of the Year: Fried Chicken. Shake Shack made headlines this year with a limited release of a fairly conventional ChickenShack sandwich and David Chang did, too, with an incendiary sandwich at Fuku, perhaps a nascent chain. They follow an emerging obsession. No longer just southern, fried chicken sandwiches have gone creative and ethnic. In Fuku's case, you're munching on a mammoth boneless thigh marinated in habanero purĂŠe, buttermilk, and Changian spices, deep-fried topped with some acidic vegetables. Barbecue maven Mighty Quinn smokes its thighs before frying topped with fermented chilies-garlic-lime sauce on brioche with pickled cucumbers and pickled celery for crunch. In LA, Night+Market has an off-menu ultra-crunchy brinedand-fried thigh with ranch dressing, tomato, green papaya shreds tinged with fish sauce, cilantro and fresh jalapeno. Also in LA, Hinoki and the Bird has a lunch-only version topped with shichimi togarashi dressing and crisp daikon radish. Meanwhile, McDonald's audaciously leading from behind slaps the word 'artisan' onto its factory chicken most outrageous version? Kansas City's Chicken Macaroni & Cheese restaurant serves Chick-A-Roni ... crunchy pieces swaddled in gooey mac-andcheese in a soft hoagie. Tied, perhaps, with a bizzaro donut shop's chicken breast sandwiched between a griddled pumpkin spiced latte donut. Chicken Flavour of the Year: Nashville Hot. A cult favourite that's spreading across the
country meant to burn your lips for days on end. Like buffalo wings, Nashville Hot Chicken is dunked in hot sauce after frying; but it is not plain old hot sauce, this is a thermonuclear paste of melted lard, sugar, sadistic quantities of cayenne, sugar and each chef's secret spices. It is showing up in fried chicken joints and sitdown restaurants usually sitting on what looks like a blood-stained piece of white bread. In St. Louis, a new restaurant called Southern generates lines for its Nashville Hot Chicken run by Rick Lewis, the town's chef of the year in 2013. Johnny Zone who cooked at Husk in Nashville ... NHC to LA in Howlin' Rays food truck. Cask & Larder will open next year in Orlando's airport featuring the item. State Park's NHC in Boston bites your entire face with ghost chiles, cayenne, aji amarillo and smoked paprika. Due South in DC puts its version into a sandwich. Carla Hall's opening a NHC place in Brooklyn. The Yardhouse chain added the item this year even latecomer KFC has been testing some version of it. We're waiting for
cheffy versions of the dish to emerge like Seoul Hot Chicken marinated in kimchee juice.
#9 When heat is not enough America's pepperheads are (finally) discovering that heat is not enough ... that food also has flavours. So we're watching an interesting shift from justplain-incendiary to aromatic and flavourful spice blends and sauces. Piri-piri peppers (African birdseye chili) gain notoriety as Nando's Chicken chain expands in the US, the pepper blended with tamer spices, herbs, citrus peels used as bbq rubs or as bases for piquant sauces. Sweet-spicy gochujang, a thick Korean bbq sauce is made from malted barley, fermented soybean flour, red pepper and rice flour. It is popping up on adventurous menus, especially as a step-up from ubiquitous sriracha in Asian fusion dishes. Watch for new spice blends from Syria, a consequence of their maniacal war. Few Syrians (legally) enter the US but their flavours to migrate via Europe without clearance from
Homeland Security. Arabic, Christian and Jewish influences ... warm, rather than hot ... mixtures include all spice, cardamom, ginger, coriander, cinnamon and black pepper. Red and green curry blends and pastes are catching on as Thai food sweeps the country. Shichimi-Togarashi sprinkled on food is a blend red chilli pepper, black pepper, sesame seeds, dried orange peel, seaweed flakes and poppy seeds. Also called Japanese SevenSpice, it starts out hot then shifts to complexity, plus a bit of crunch. Showing up on raw fish, on creamy pastas, as chicken rubs, on burgers even on cocktails. Berbere ... a highly fragrant but hot Ethopian mix ... makes a great rub or mix for braised food: cardamom, hot peppers, paprika, cumin, clove, cinnamon, fenugreek, nutmeg, turmeric, ginger. Many star chefs' secret weapon is a company called La Boite in New York run by an Israeli expat who concocts all manner of spice blends: verbena-cardamom-sage, saffroncayenne-lemonseafood essence. An early user was Eric Ripert at Le Bernardin who
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REPORT of play with millennials
now has his own La Boite line.
■ Savory yogurts are worth
Spice-of-the-year Turmeric is showing up fresh in health food shops and juice bars, powdered in supermarkets. It's what makes curry powder yellow. Theoretically cures almost everything, and is getting a big play at retail but hardly showing up on restaurant menus yet.
#10 Retailers renew attack on restaurants In our 2014 forecast we highlighted how US retailers are building revenue by luring shoppers into stores for snacks and meals. Retailers, we said, were discovering what we call the magic of 'dwell time', the longer you keep a shopper on the premises, the more the shopper will buy per hour of stay. Theme parks understood this decades ago, as did museums with gift shops. The trend has momentum because bricks-and-mortar retailers are suffering a serious decline in footfall. The trend is a threat to conventionally located restaurants particularly because instore eateries are aimed at high-spending millennials. Who's yanking diners from streets to stores? ■ Ladies who lunch aren't enough ... so Saks Fifth Avenue in New York will replace its generic Cafe SFA with L'Avenue, a Parisian restaurant inhabited by boldface names and glitterati. Run by the Costes Group with trendy restaurants dotting Paris ... L'Avenue will have other venues in the store to prevent shoppers from leaving hungry or leaving at all. ■ Outdoor World owned by Bass Pro Shops inserts large-scale Islamadora Fish Co. restaurants among its hunting, camping and recreations departments. In Brandon, Fl., their 130,000 sq ft store has a 7,000 sq ft eatery to keep shoppers from wandering off. ■ Whole Foods (they're retailers, too) just invested in the boutique high volume sandwich-salad chain, Mendocino Farms, to help them grow and, more importantly, in-
serting units into select whole foods markets and their more popularly-priced 365 stores. Mexican mishmash with lots of pretention. More intersects with food and clothing opening in New York and Dubai. ■ At their Experience Centre in Atlanta, Porsche teams an auto showroom with an upscale restaurant called 365, serving simple food with regional accents. It looks onto a driver development track. Have the pork jowl with white bean puree and collards for US$24... buy a Carrera. ■ The big gorilla here is URBN Inc owning Urban Outfitters, Anthropologie and gardening shop Terrain. With some restaurants already in place, Urban Outfitters is adding cheffy restaurants in urban complexes by Marc Vetri, Michael Symon and others to solidify make their stores more meaningful lifestyle destinations. ■ In Chicago, Restoration Hardware's flagship has three eating venues run by Hogsalt ... a prolific local chain. They're serving simple stuff but the objective isn't so much a gastro-experience as it is a method for keeping customers engaged.
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In New York they're opening a store-hotel-restaurant complex. ■ Target is testing new food concepts from Freshii, Pizza Hut and Minneapolis-based D'Amico & Sons Italian Kitchen replacing their garden variety cafes. About 40 per cent of customers already buy nachos and hotdogs at Target's, so this looks like a branded revenue-enhancing upgrade. ■ ABC Home in New York is adding a third restaurant called ABCV ... 'V' standing ambiguously for vegetables or Vongerichten. JeanGeorges operates the store's other two high-volume venues. Look for lots more of this activity in bowling alleys, clothing stores, movie theatres, convenience stores, supermarkets since restaurants provide unique social experiences that consumers can't enjoy by clicking 'buy' on their smartphones.
#11 What snacking tells us about future flavours We're seem to be moving from three meals a day to none. Snacks are obliterating meals. It's not just millennials or dashboard diners, growing numbers of Americans snack four or five times daily. Snacking increased
47 per cent from 2010 to 2014. We raise this because snack flavour profiles are changing. Restaurateurs (and hotels with minibars and minimarkets) should prowl supermarket aisles. They'll find: ■ The ground is shifting away from sweet to savory and from high-carb to nutrient dense high-protein indulgent snacks-- evidence that sugar is this year's culinary Satan. ■ Even when sweeteners are involved, they're often combined with spicy chilli-spiked honey, for example. So sweet+heat is a winner and sweet+heat+smokey. ■ Spicy-salty-savoury ethnic snacks are afternoon favourites and meal replacements ... hummus variations, flavoured popcorns (like seaweed-and-sesame), chilli-citrus potato chips, mangochilli-lime chips. ■ Compound flavours are hot. Jerky ... with year-on-year double-digit sales increases in supermarkets and Cstores explains why Hershey acquired Krave, purveyor of Jeff's Famous Jerky, with flavours like sweet teriyaki, cranberry jalapeno, branching into honey jalapeno bacon and buffalo chicken jerky. ■ Plant-based protein get lots
watching not just as snacks but as components of 'healthful' restaurant dishes. ■ Sour replaces sweet. Consumers seek deep contrasts to richness explaining why fermented condiments (like kimchee and house-pickled vegetables) are popular on menus. Now you can buy sour gummy bears. Sour beer is a trendlet ... but for afficiandos. ■ Tart + Bitter offsets sugar and salt. That's why you see new packages of kale, crunchy broccoli and other vegetable chips. ■ Bitter itself gains momentum especially in beverages. New forms of coffee cold brew, carbonated and teas, including matcha. ■ Good-for-you, good-for-theearth packaged snacks are getting commanding space on supermarket endcaps often near the fresh vegetable aisle suggesting that consumers will pay premium prices for products that cover both bases.
2016 buzzwords Falafel appearing as vegetables in serious restaurants. Kombucha going mainstream. Burnt vegetables. 'Shack' in restaurant names. Everything bagel seasoning mix. Root-tostalk cooking. Why poke isn't hokey. Globalised ramen. Adding seaweed to popcorn. More automation and kiosks in fast-food, fast-casual restaurants speeding service, saving labor. 3-D food printers. General Tso flavourings. Alcoholic beverages in quick-service restaurants. Chains replacing artificial additives with natural artificial additives Paella. Fast feeders complicating their lives by adding build-your-own options. Values, not value consumers scrutinising restaurants' policies on health-wellness, sustainability, additives, GMO, animal welfare, employee wages. Nashville Hot Chicken. Fallout in frozen yogurt chains ... juice bars may be next. Food halls galore -maybe too many. War on food waste. What happened to bone broth? Philippine cuisine.
FORECAST
Chefs predict top restaurant menu trends for 2016 National Restaurant Association survey shows that local sourcing and environmental sustainability remain hot trends
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HE NATIONAL RESTAURANT Association (NRA) annually explores the top menu trends for the coming year. For this year’s What’s Hot culinary forecast, the NRA surveyed nearly 1,600 professional chefs – members of the American Culinary Federation (ACF) – to find which foods, beverages and culinary themes will be hot on restaurant menus in 2016. The top 20 food trends for 2016 include: locally sourced meats and seafood; chefdriven fast-casual concepts; locally grown produce; hyper-local sourcing; natural ingredients/minimally processed food; environmental sustainability; healthful kids' meals; new cuts of meat; sustainable seafood; house-made/artisan ice cream; ethnic condiments/spices; authentic ethnic cuisine; farm/estate branded items; artisan butchery; ancient grains; ethnic-inspired breakfast items; fresh/house-made sausage; house-made/artisan pickles; food waste reduction/management; and street
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FORECAST food/food trucks. While the survey highlights what is trending on restaurant menus, additional analysis of survey results and respondents’ answers to the open-ended question, 'What will be the next hot menu
trend?' reveal a few more food ideas to keep an eye on this year: Veggie-centric: When referring to centre-of-the-plate items, that usually means proteins, but that may be changing. Fresh produce as
the star of the plate is being championed by more restaurants and culinary professionals, who are serving up vegetable-centric meals that are often vegetarian without being advertised as such. And even when animal proteins are included in the dish, the vegetable is still the main attraction. Basically the opposite of television character Ron Swanson’s attitude toward veggies as 'the food that my food eats.' Sriracha = the new ketchup?: The red sauce in the bottle with the green top is ubiquitous, but just a few years ago, only Thai food enthusiasts were familiar with this condiment. Following in its popularity growth wake are a range of other condiments and spices from various global cuisines applied to
Fresh produce as the star of the plate is being championed by more restaurants and culinary professionals anything and everything to create brand new flavour combinations - chimichurri as a hamburger topping, peri peri barbecue ribs, Za’atar spread on crostini, raita with hot wings. African flavours: International cuisines have become ingrained in our everyday diets, but despite featuring numerous distinct cuisines, Africa is still relatively under-explored when it
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FORECAST comes to culinary experiences in the United States. Perhaps not for much longer, however. Berbere, harissa, dukkah, ras el hanout, tsire and other spice mixes and flavours are likely to gain wider use, as African flavours are a fast-growing trend. Restaurant stores: 'Grocerants' has been around for a few years now – grocery stores increasingly focusing on foodservice. We are now starting to see restaurants adapting that idea by considering fresh food retail operations. If consumers want to eat where they shop for groceries, it is reasonable to believe they also want to the grocery shop where they eat. In fact, half of the consumers say they would be interested in buying fresh, uncooked food items from restaurants (think items like steak,
Venerable preparation methods like pickling, fermenting and smoking are back with a vengeance, and traditional recipes are being refreshed shrimp, bread and pasta of the same quality as served in the restaurant). Hybrid concepts like food halls and market restaurants are leading the way. Simple is key: Simplicity, back to basic cooking, and classic dishes. These are words to live by this year according to many professional chefs. While molecular gastronomy is turning more
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mainstream, there is a counter-movement brewing that focuses on stripping down recipes to fewer ingredients to let them shine in all their glory. Venerable preparation methods like pickling, fermenting and smoking are
back with a vengeance, and traditional recipes are being refreshed for today’s palates. No more gluten-free kale salads?: All good things must come to an end, and we may be approaching the end of the trends line for kale salads
and gluten-free cuisine. Both of these formerly hot trends have been losing steam over the past couple of years. But don’t expect either to go away altogether. We are more likely to see these evolve into perennial favourites over
time. For example, kale salads are being adapted to salads where other greens are traditionally used, like Caesars and Cobbs, and glutenfree items are becoming menu staples at many foodservice locations.
FOOD RETAIL TRENDS
The Year of Tectonic Shifts Global retail trend predictions to address competitive pressures and new business models
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LOBAL consumables retail leader and Private Brand pioneer Daymon Worldwide has released its seven ‘Global Retail Trends Predictions for 2016’ to help retailers address widespread tectonic shifts caused by competitive pressures from both high and low-end retailers, and a new wave of business models. “This year we have seen a number of high-profile bankruptcies and outright closings among once-venerable companies. The pressure to perform is relentless, and every stumble is immediately punished. Amidst a cacophony of change in the retail industry, Daymon has identified seven key trends that smart business leaders must factor into their thinking. Anticipating these changes and acting on them in 2016 are critical to success, if not survival,” says Jim Holbrook, CEO, Daymon Worldwide. According to Holbrook, Daymon Worldwide’s global trend predictions will help retailer and supplier partners to better track and respond to future consumer needs and preferences. Each trend was identified through the Global TrendWheel, TM Daymon’s proprietary social, economic and business-scanning tool that tracks 54 consumer microtrends across seven global megatrends.
Daymon Worldwide’s Global Retail Trend Predictions for 2016: 1. Retailers leapfrog foodservice As the fast food industry struggles to reinvent itself and respond to changing consumer preferences, traditional food retailers from grocery and convenience stores to specialty outfits will leapfrog foodservice, upping
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FOOD RETAIL TRENDS the proposition in health, convenience and experience with competitive offerings, such as hyper-personalised meal and snack solutions, customised nutrition programmes and “secret” offerings and promotions for exclusive, in-the-know consumers. 2. Retailers use balance as a strategy In our 'Always On' culture, consumers are counteracting technology overload and unlimited media content by increasingly looking for balance. They are plugging into their lives, experiences and moments -- not only their devices. It’s becoming increasingly popular to focus on extremes, such as spending a Saturday watching a 12-hour TV marathon and then running an actual marathon on Sunday. Retailers have recognised this shift and are delivering on balance, such as the rise of indulgent mini-desserts or bite-sized comfort foods, and creating programmes and promotions tailored to consumers’ extreme lifestyles. 3. The digitally enabled kitchen is almost here Consumers have embraced digital in all aspects of their life, including shopping and cooking. Digital’s role will become elevated in cooking, automating much of what’s manually done today (e g chopping and measuring) and allowing consumers to make restaurant-quality dishes at home with ease. In 2016, we’ll begin to see digital moving from being just a resource to offering sous chef expertise through appcontrolled, sensor-enabled appliances, full customisation through 3-D printing and connected kitchens. While consumers will not fully embrace this trend next year, retailers will get ahead of it in planning and development, such as by partnering with appliance companies to understand the ramifications of connected kitchen spaces and new tech-enhanced gadgets on products. 4. Retailers shift from value to values As consumers’ values
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continue to change, buying 'stuff' for its own sake is less important in their purchase decisions. Across age groups, consumers are asking retailers to align with their core values including functionality, sustainability, diversity and purpose. Retail winners will find ways to
demonstrate purposeful purchasing to consumers, from mission-based programmes and messaging to more sustainable product development. They will also more closely align with consumers’ changing perspectives, such as by embracing gender-neutral re-
tailing or reframing messaging to align with consumers’ desire for reality and vulnerability, not perfection. 5. The badge in badge value gets redefined As consumers become more knowledgeable about food and
where it comes from, they rely less on brand-driven assertions of premium and quality. New emerging quality markers, such as desire for authentic, regionally-specific and locallysourced and more diversified culinary attributes like new flavour distinctions, textures
FOOD RETAIL TRENDS and production techniques, will drive retailers to rethink signature brand offerings to better align with redefined consumer expectations. Private brands in particular will develop new platforms and brands tied to new badge values and quality markers. Retailers will also use strategic partnerships to buy or borrow 'new badge' equity. As interest in ethical eating grows, expect to see changes in food development and offerings such as vegetable-centric platforms, nose-to-tail and root-tostem product development, and even food waste being leveraged as an innovation platform. 6. Retail moves from transaction to interaction With so many places to shop and consumers moving online
for everyday purchases, the physical store must be redefined. Retailers will transform stores to better connect with consumers, such as designing lifestyle spaces to educate and inspire, providing hybrid services (such as food and beauty), offering sensorial experiences (scent, sight, sound, taste, touch) to bring store concepts and products to life, sometimes in 3D. They also will develop beta stores that encourage trial and error and two-way relationships and dialogues with the consumers they want to reach. 7. Discounters become the primary store Discounters, big and small, will continue their global expansion and morph into primary stores, expanding their organic offerings, fresh bakery
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As interest in ethical eating grows, expect to see changes in food development and offerings such as vegetable-centric platforms, nose-to-tail and root-to-stem product development, and even food waste being leveraged as an innovation platform
and perishables to capture more mainstream consumers. Each will look to trump the next, moving faster and faster to grab share of wallet. With an elevated shopping experience and promise of lowest prices, we will start to see consumers using discounters as the place
they shop first; then cherrypicking across other retail channels, both high and low, to find specific products and services. “In our drastically shifting, fragmented retail world, future retail success is based on creating high value, high impact ex-
periences for core consumers. It’s all about keeping your loyal shoppers coming back to you versus the competition, and inspiring them to spend more when they do,� says Virginia Morris, global VP consumer and innovation strategy, Daymon Worldwide.
TECH BYTES
HOWHOTELS CAN BANK ON BIG DATA Big data can solve some of the key challenges faced by the hospitality industry and help them to increase a loyal customer base. By Titir Pal and Nanak Banerjee
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or hospitality industry, big data has the potential to become a game changer. Today a lot of players in this space are struggling to increase customer loyalty, customer engagement, convert bookings from online travel agencies (OTAs) to direct channel, increase incidental revenue per customer. For all of the above challenges, there is data, tools, techniques and solutions available to solve them. The challenge is to identify the right approach that will work and will be easily adapted across departments. A lot of key players have moved in early to build big data capabilities but are still struggling to use big data in the right way to solve for their key challenges. Following are a couple of key challenges that can be solved ef-
fectively by using big data: Increase customer engagment Big data allows companies to capture and integrate customer level data across multiple platforms like social media, mobile, customer feedback, past transaction, customer level preferences, etc. to create a 360 view of customer. This customer 360 data can be used for generating powerful customer level insights which can then be used for personalised targeting at a customer level based on their propensity to respond to a particular offer / campaign. Advanced big data techniques help in identifying the right offer, right channel, and the right customer. This leads to a huge increase in customer engagement, customer spend, customer loyalty. For example, Sam is planning for his next vacation and is searching for possible destinations at a beach resort in the US. He is going through various re-
views, comments on the social media. He has also searched for possible offers at various OTA and large hotel chains. During his previous leisure stays at brand A, he has stayed in properties with golf facilities and has preferred beach facing rooms. During his previous stays he had asked for sightseeing facilities of the property. Now using this insight, if brand A targets Sam with offers in resort properties (having golf) in Miami, Hawaii it will make the offering relevant to his need. Also during his visit, if the property proactively offers a sea facing room and suggests sight-seeing options it will definitely delight him. Improve brand perception Companies are investing in exhaustive market research exercises to measure consumer perception. Unsolicited customer feedback is freely available across various social platforms which if mined can help
map strong and weak areas for self and competition. Big data allows companies to use social media analytics to help in identifying brand perceptions through application of machine learning techniques like contextual discovery, semantic profiling, natural language processing, regionalism variation detection, sentiment analysis, etc on unstructured data. This helps in identifying areas of opportunities to focus on improving brand perception. Improve customer conversion Customers generally leave a digital trail of their online whereabouts which can help refine path to purchase and also help a brand identify the phase in which a customer falls during the purchase journey (research, compare, recommend, purchase etc.). Big data helps decode complex digital trails which can help predict future customer action. Based on this understanding,
brands can push relevant content and administer marketing actions in order to maximise the likelihood of a customer moving into the next phase of the journey. This helps improve ROI on marketing spends. Hospitality industry has always focused on world class service to build a loyal customer base. Big data capabilities can add the element of in-premises and off-premises personalisation in the experience that a brand offers to the customer. A time will come when the hotel front staff will be guided by a Siri like voice assistant proposing personal customer level actions to improve guest experience.
(Titir Pal is director of Analytics and head of Absolutdata Labs at Absolutdata; Nanak Banerjee is practice lead, CRM Analytics, Travel Leisure & Hospitality, Absolutdata)
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TECH TALK
A maintenance free commercial kitchen A superior commercial kitchen cannot run without the support of superior equipment
O
ne of the most important tasks for a restaurant, commercial kitchen or the hospitality industry is setting it out with the finest class kitchen equipment. No matter how good the chefs are, if they have to work with old-fashioned apparatus that no longer works efficiently, they will struggle to create memorable meals. The need for commercial kitchen equipment covers everything from cooking ranges to the refrigeration. Barbeque Nation, one of the most successful casual dining restaurant chains in India, is an organisation which keeps a tab on all its kitchen equipment to ensure that it is providing its customers with the best possible dining experience. Laxmikant H Bodhare, head of projects and maintenance, Barbeque Nation, says, “The quality of our equipment makes a huge difference to dependability and how the commercial kitchen eventually operates. As the volume of cooking run by commercial cooking equipment is much higher than a normal kitchen, the equipment needs to withstand the pressure. Therefore, it is crucial to partner with equipment which has been specially designed and made to endure the pressures and scrapes that comes with the life of a commercial kitchen.” After opening 65 successful operational outlets in all metros and major cities in In-
dia, Barbeque Nation will now be expanding its outlets all over India and abroad, with its successful business model and a leading profitable Indian company in the F&B sector. The company
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wants to reach its 100th outlet by March 31, 2017. Since the last 18 months, the company has added almost 36 new outlets. With ten new outlets waiting to start before March 31, 2016, the
chain will grow to 75 outlets across India. “We will soon go international with our first outlet opening at Dubai, Jumeirah. This will follow with another five outlets in the UAE. Our
future plans include opening outlets in other South Asian countries and Far East Asian countries once we achieve our desired goals in India and the UAE, ” says Bodhare. Keeping in mind the
company’s reputation and brand, Barbeque Nation has partnered with Customized Kitchen India (CKI) for all its commercial equipment. According to Bodhare, “CKI understands our unique requirements in kitchen equipment. They have not only contributed in suggesting to us certain equipments which are critical for our kitchen operations but also advising us in terms of their usability, durability, safety and operational efficiency. The tandoor we used earlier was made out of clay and the stone top was getting inconvenient as cracks used to form on it due to which we had to repair or replace it often. Tarun Raj, CEO &
The best part of the business relationship with CKI, is the idea of a maintenance free kitchen. In the F&B business, it is very important to keep costs in control founder, CKI suggested the use of a full stainless steel (SS) body tandoor which should be fabricated internally with double layer high quality insulation to keep the inside part traditional which is the authentic way of cooking tandoori, and it worked wonders for Barbeque Nation.” CKI has also actively participated in developing the table grill equipment with better looks and innovative ideas such as adjustable grating and perfect air ventilation to reduce coal usage. He
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adds, “CKI's electrical and gas based kitchen equipment is of superior quality and finish. For Barbeque Nation, safety of our staff comes first and with CKI on board, we do not have to think twice as each equipment comes with safety and operational guides.”
Last but not the least, the best part of the business relationship with CKI, is the idea of a maintenance free kitchen. In the F&B business, it is very important to keep costs in control, and maintenance of kitchen equipment incurs high costs. “But if we have a company with mainte-
nance free equipment, we actually save on our budget, which in turn contributes to our bottomline. CKI’s upright quality and maintenance free equipment also increases staff efficiency which also adds up to service. Finally I can say that CKI has added value to our F&B food cook-
ing and service equipment and it continues to advise us on innovative and high quality kitchen equipment. We look forward to having a lifetime relationship with them as a superior kitchen cannot run without the support of superior equipment,” concludes Bodhare.
TECH NEWS
Virtual ease Virtual payment card use is likely to become more widespread throughout hospitality in the future
T
he Hotel Electronic Distribution Network Association (HEDNA) and Hotel Technology Next Generation (HTNG) have jointly published a new edition of HEDNA’s best practices guide for virtual payment card use, Virtual Payment Cards: A Handbook for Hoteliers. The document will help hotels understand the challenges associated with virtual payment cards, address relevant issues when engaging with distribution partners and develop suitable operational policies. Additionally, as providers across the booking network update their systems in accordance with the new HTNG specifications, this shared set of enhancements
will provide an efficient and common method for delivering the information that hotels need to process virtual payment cards appropriately. Virtual payment card use is likely to become more widespread throughout hospitality in the future. Unlike traditional credit cards used by guests to pay for their own hotel charges, virtual payment cards are used by third parties to pay for some guest charges. It is difficult for hotels to differentiate a virtual card from a traditional card based on the information on a reservation. There is no systematic way to communicate the special handling requirements of virtual card transactions. David Cabreza, HEDNA board member and chairman of HEDNA’s Payments Forum, says, “Recent growth in virtual payment card usage has
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The document will help hotels understand the challenges associated with virtual payment cards, address relevant issues when engaging with distribution partners and develop suitable operational policies. This will also provide an efficient and common method for delivering the information that hotels need to process virtual payment cards appropriately amplified the industry’s need for operational guidelines and a solution to the current data limitations relating to virtual payments. This joint document and development specifications for hotel booking and payment systems are an important step towards an industry standard.” David Sjolander, chief operating officer, HTNG, adds,
“This white paper is a great example of leading hotel associations and their members collaborating to address shared issues, enable greater efficiency and improve guest service.” In creating this handbook, HEDNA and HTNG sought input from their members, including hotel chains, payment providers, global distribution
systems (GDS) and software/application providers. Both associations encourage the widest possible dissemination of the document and adoption of the specifications, which are available to the public: Virtual Payment Cards. A Handbook for Hoteliers, HTNG Virtual Payment Cards 2015 A Technical Specification.
EDUCATION
Aworldwide alliance Institut Paul Bocuse welcomes Korea's Woosong University to its WorldWide Alliance
F
OUNDED IN 2004, the Institut Paul Bocuse WorldWide Alliance is a unique network that currently brings together 15 of the world's leading culinary arts and hospitality management schools based in Japan, Singapore, Taiwan, the United States, Finland, South Africa, Canada, Chile, Colombia, Ecuador, France, Greece, Mexico, Peru and Korea, which has joined this highly intimate circle. The partners, who benefit from Institut Paul Bocuse's leadership, share their compe-
tencies and experience in the context of particularly rich multicultural educational exchanges aimed at the institutions' students and professors. Together, they are shaping the future and contributing to the growth of international tourism. Dominique Giraudier, CEO of Institut Paul Bocuse, said, “We are pleased and proud to welcome the renowned Woosong University within our Alliance. Its arrival underscores our international ambition to broaden the reach of our teaching excellence and to
provide our alliance members' students with the opportunity to be a part of the globalisation of our trade and to gain knowledge from the multicultural exchanges that will arise. We hope to rapidly expand this network through the inclusion of other worldwide leaders in the field of hospitality education so that it becomes the world's leading network of excellence.” Founded in 1954, Korea's Woosong University is a leading specialised teaching institution whose success is primarily based on performance and in-
novation. It boasts 15,000 students, 1,243 teachers and 62 programmes, including a department that is exclusively dedicated to the culinary arts, both in terms of applied research and hospitality management. With its focus on the international scene ever since it was created, and driven by its two founders, Paul Bocuse - a 50year holder of three Michelin stars, elected ‘Chef of the Century’ - and Gérard Pélisson - cofounder of the Accor Group - Institut Paul Bocuse (based in Lyon, the world's capital of
haute cuisine) has educated nearly 200 Asian graduates among its 2,000+ alumni. It currently hosts 650 students, nearly half of which come from all over the world (over 40 nationalities). With its Bachelor's, Master's and PhD-level programmes, Institut Paul Bocuse helps prepare its students so that they are ready to join these prestigious institutions, equipped with the values of excellence thanks to the technical and managerial skills they obtain during their studies.
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TRENDS
Hospitality consolidation and other trends for 2016 Guy Bentley, CEO Worldwide, Glion Institute of Higher Education takes a look at the current state of the hospitality industry and shares his views on predicted 2016 industry trends Travel and tourism industry forecast The worldwide travel and tourism industry continued to see strong growth throughout 2015 and international tourist arrivals are predicted to grow by threefour per cent per year and reach 1.8 billion in 2030, according to the UNWTO report. The UNWTO long-term outlook Tourism Towards 2030 sees substantial potential for further growth coming from emerging economy destinations in Asia, Latin America, Central and Eastern Europe, the Middle East and Africa, growing at double the rate (+4.4 per cent per year) than advanced economy destinations (+2.2 per cent per year).
Consolidation of major hotel management companies The news hit the global hospitality industry with a bang in November 2015, when Marriot International announced its US$ 12.2 billion bid to take over Starwood Hotels and Resorts Worldwide. This was followed by French AccorHotels taking over FRHI Hotels and Resorts with luxury brands Fairmont, Raffles and Swissotel for US$ 2.9 billion. This boost in merger and acquisition activity in the hospitality sector is a new development, implying increased competition and a run to secure market shares, especially in the aforementioned emerging destinations.
'Asset Light' Real Estate in hospitality In the past, growing a hotel company required enormous capital investment, but over the last two decades, many hotel groups have expanded by adopting an 'asset light' model of managing, rather than owning properties, or even just franchising their brand to a third-party operator against a fee. This development brings new opportunities to our graduates with a strong background in finance and accounting and who are looking to join a financial institution, an asset management company or an investment fund. These new representatives of hotel owners are increasingly relying on hospitality gradu-
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Over the last two decades, many hotel groups have expanded by adopting an 'asset light' model of managing, rather than owning properties, or even just franchising their brand to a third-party operator against a fee ates to manage their hotel portfolios.
Growing skills gap and importance of practical experience Due to the continuous growth of the labour-intensive and productivity-reliant travel
and tourism industry, the sector is expected to experience some difficulties in providing enough qualified talent for the forecasted 80 million new jobs created over the next 10 years, according to the World Travel & Tourism Council (WTTC). To make matters
worse, employers are hesitant to employ graduates for their entry-level positions without having previously worked for their organisations, either through paid internships, industrial placements or vacation work.
Challenging climate for luxury brands Worldwide sales of personal luxury goods have tripled over the last 20 years and were mostly unaffected by economic trends. However, future growth is forecast at a slower four to six per cent and bound to face new challenges in terms of consumer behaviour and demands, shifting demographics and new distribution channels.
MOVEMENTS Courtyard by Marriott Pune Chakan NASIR SHAIKH has joined Courtyard by Marriott Pune Chakan as general manager. Prior to joining Courtyard by Marriott Chakan Pune, he was director of operations at Renaissance Mumbai Convention Centre where he led the operations teams to drive sales and service to excellence. Since his first stint at Le Royal Meridien in 2000 as a management trainee, Shaikh has worked across various verticals in the hospitality sector with brands
duce a wave of culinary innovation at the property. He started his career as a commissary chef at Hyatt Regency New Delhi. From there, he went on to work with Radission, Le Meridien, Park Hyatt in Australia, The Empire Hotel and Country Club in Brunei and the iconic MGM Grand Hotel in Las Vegas.
Kerzner International Holdings
The Imperial New Delhi ANIL KUMAR has joined The Imperial New Delhi as director of engineering. He has experience in design review,
Chef Arzooman Irani
Whitefield, Bangalore. He has taken over the reins from Chef Neeraj Chaudhry and will be overlooking the entire F&B for the hotel including the iconic Thai Pavilion; the all-day diner Latitude, the high energy bar Tease, banquets and in-room dining.
Sangam Group Nasir Shaikh
Anil Kumar
like the JW Marriott and Westin among others.
project management, architectural and interior finishes of world class style. He has worked in various well known hotels- The Park New Delhi, Uppals Orchid Hotel, Piccadilly Group, Aman Resorts New Delhi, Hilton Group New Delhi along with Globacom, Nigeria.
Four Seasons Hotel Mumbai Four Seasons Hotel Mumbai has appointed CHEF ILANGO as executive chef. With his vast exposure to various cultures and cuisines, he aims to intro-
Chef Ilango.s.a
TK MURTHY has been appointed as group general manager of Sangam Group of hotels which currently operates in Tiruchirapalli, Thanjaur, Madurai, Chettinad and will soon be launching in Kodaikanal. In his new role he will head the operations of Sangam Group of hotels from leading the business to customer service and will be responsible for overall development of the group.
WelcomHeritage Hotels SUNIL GUPTA has taken over as chief executive officer (CEO) of WelcomHeritage Hotels. He brings along an experience of 30 years in the hospitality industry and is associated with ITC Hotels since 1995. He has served at various positions at ITC Hotels in a span of 20 years. For the past seven years, he was the general manager at ITC Rajputana, Jaipur and after this tenure he has now been appointed as CEO of WelcomHeritage Hotels.
TK Murthy
Guhaneshwaran V
development and growth of the One&Only team.
ecutive housekeeper at DoubleTree by Hilton Pune-Chinchwad. Guhaneshwaram has a work experience of over 10 years. He started his career with the Leela Palace, Bangalore. Along with housekeeping operations he also took care of the upkeep and maintaining the interiors related assignment of the property. Later, Guhaneshwaram moved on to the Oakwood Premier Bangalore, where he was rewarded the best manager in cost controlling. Then he joined The Fortune JP Palace Mysore.
Courtyard by Marriott, Agra
DoubleTree by Hilton Pune – Chinchwad GUHANESHWARAN V has been appointed as assistant ex-
Vivanta by Taj, Gurgaon Vivanta by Taj, Gurgaon has appointed CHEF ARZOOMAN IRANI as executive chef of the hotel. With 22 years of culinary experience, Chef Irani started his journey with the Taj Group in 2005. His stint with the Taj has taken him to various Vivanta properties including Vivanta by Taj - Fishermans Cove, Chennai; Vivanta by Taj Green Cove, Kovalam; Vivanta By Taj - Fort Aguada, Goa and Vivanta by Taj –
Kerzner International Holdings has appointed PHILIPPE ZUBER as president and chief operating officer for One&Only Resorts, effective December 1, 2015. In this role, Zuber will lead the strategic development of the One&Only brand, including continued operational success of all existing One&Only resorts. Zuber will continue this focus on the guest experience across the collection, with continued innovation and further
ABHISHEK SAHAI has been appointed as general manager of Courtyard by Marriott, Agra. In his new role, Sahai will manage responsibilities of guest services, rooms division management, F&B operations, administration, project management, conceptualising events, driving revenues and managing human assets. Sahai has over 15 years of experience in the core hospitality and customer oriented operations with hotel chains like The Oberoi Group and The Leela Hotels. Prior to joining Marriott International, Sahai held the role of general manager at The Leela Palace, Udaipur. He worked with The Leela Group for over five years. Earlier he was
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MOVEMENTS Taj Coromandel, Taj Club House, launching the 100th hotel of the Taj Group in India – Vivanta by Taj – Gurgaon, NCR, and Vivanta flagship Vivanta by Taj President, Mumbai. He has also worked with The Leela Palaces, Hotels and Resorts in Mumbai prior to his stint with the Taj Group.
Abhishek Sahai
associated with The Oberoi Group for a decade, where he had started his professional career.
Novotel Kolkata Hotel and Residences PRABHAKAR SINGH has joined Novotel Kolkata Hotel and Residences as director of sales and marketing. In this role, Singh will be responsible for managing a team of over 20 members of sales and marketing based in Kolkata and in three in other metro cities. His previous assignment, Singh was at Vivanta by Taj – President, Mumbai as director of sales and marketing. His tenure with Taj Hotels, Resorts and Palaces spans a period of 10 years across three geographies in the West, South and North of India with
Prabhakar Singh
Renaissance Mumbai Convention Centre Hotel and Lakeside Chalet DANISH MERCHANT has been re-appointed as executive sous chef (cluster role) at Renaissance Mumbai Convention Centre Hotel and Lakeside Chalet – Mumbai, Mar-
January 16-31, 2016
Avari Dubai Hotels & Apartments MANISH CHANDRA has been hired as general manager of Avari Dubai Hotels & Apartments (managing both Avari Dubai Hotel and Avari Hotel Apartments Al Barsha). Chandra brings with him over 16 years of hospitality experience in international and domestic branches. His current role at the Avari Dubai Hotels & Apartments is to put Avari properties on the map of Dubai and other Emirates as well as to be known in GCC countries. Chandra specialises in hotel pre-openings,
Danish Merchant
Manish Chandra
riott Executive Apartments. Merchant will be responsible to oversee the entire kitchen operation including the alternative restaurants and the crew kitchen by monitoring food preparation, presentation and delivery over the course of the day. Prior to rejoining Renaissance Mumbai Convention Centre Hotel and Lakeside Chalet, he was profiled as senior sous chef at JW Marriott Hotel Mumbai Sahar as a part of the pre-opening team. He was also associated with other brands like Taj, Bangalore; The Leela Palace Hotel and Resorts Mumbai, Bangalore, Gurgaon and Kempinski, New Delhi. Mer-
sales and marketing, branding, renovations and operations.
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ends at St Regis series, which to date has brought intimate yet electric jazz performances to New York, Washington, DC, Istanbul, San Francisco, Mexico City and Bangkok. Launching January 2016, the celebrated artist has lent his ear to curate jazz music for the public spaces of all St Regis hotels and resorts globally.
chant graduated in hotel management and tourism in 2006 from Rizvi College of Hotel Management and Catering Studies, Mumbai.
Emirates One&Only Wolgan Valley One&Only Resorts has announced the appointment of JAMES WYNDHAM as general manager, Emirates One&Only Wolgan Valley. In his new role, Wyndham is responsible for the operation of Emirates One&Only Wolgan Valley where he will lead the continued innovation of extraordinary guest experiences that celebrate The Blue Mountains. He joined Emirates One&Only Wolgan Val-
Anantara Hotels, Resorts & Spas James Wyndham
ley as resort manager earlier this year following his transfer from Atlantis, The Palm.
Jumeirah Al Qasr and Jumeirah Dar Al Masyaf AZAR SALIBA has been appointed as general manager of Jumeirah Al Qasr and Jumeirah Dar Al Masyaf hotels at Madinat Jumeirah, The Arabian Resort of Dubai. In his new role, Saliba will oversee operations of all departments at the Jumeirah Al Qasr, Jumeirah Dar Al Masyaf and Malakiya villas. He will continue to report to resort general manager, Margaret Paul. Saliba, a Lebanese national, has over 20 years’ experience in the hotel and tourism industry and has been with Jumeirah since 2006 when he joined Jumeirah Beach Hotel overseeing the rooms division. Since then he has undertaken various senior management roles including that of resident manager and hotel manager within different Jumeirah properties.
St Regis Hotels & Resorts St Regis Hotels & Resorts, part of Starwood Hotels & Resorts has announced JAMIE CULLUM, the award-winning jazz-pop singer-songwriter, as its connoisseur. In his role as brand ambassador, Cullum will continue to lead the Jazz Leg-
Anantara Hotels, Resorts & Spas has announced the appointment of general managers at two of its resorts in Thailand. GILES SELVES has been appointed as general manager of Anantara Mai Khao Phuket Resort. Selves joins Anantara after 19 years with Starwood Hotels & Resorts, most recently as general manager of Keraton at the Plaza, a luxury collection hotel and residences in Jakarta, Indonesia. On the island of Koh Samui, LUTZ MUELLER has been appointed as general manager at Anantara Bophut Koh Samui Resort. Having spent 22 years with Marriott International in Germany, India, Thailand and China, Mueller joins Anantara from his most recent position as general manager at Wanda Vista Resort Xishuangbanna in southern China.
Absolute Hotel Services Indonesia Absolute Hotel Services Indonesia has appointed GINDO S SIANTURI as area general manager. In his new role, Sianturi will be responsible for overseeing all pre-opening and operating hotels in Indonesia as well as co-operating with the regional director Indochina/Indonesia in business development and technical services. He will continue to be based at U Paasha Seminyak Bali as general manager. Sianturi joined Absolute Hotel Services in 2013 as general manager of the U Paasha Seminyak, Bali. He has over 15 years of hotel industry experience, working with companies such as Four Seasons, Hyatt, InterContinental and Raffles.
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Simplex International India’s Leading Importer for Quality Snacks & Dryfruits
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Shree Manek Kitchen Equipments Pvt. Ltd Stall No. D 12 MAHENDRA PANCHAL Director
Induction Indianised Shree Manek Kitchen Equipments is recognized as one of the leading manufacturers and consultants of commercial kitchen equipments, refrigerators and exhaust systems since 1965. Shree Manek is a family owned company, led by Mr. Mahendra Panchal who is a pioneer in the kitchen industry since 30 years. Our success is the result of hard work put in by our highly motivated and efficient team of professionals who are committed to provide our customers with the best support and after-sales services. With perpetual new equipment innovations in the areas of energy savings,
cooking speed, automation and safety, Shree Manek’s products are considered the best in the industry by chefs, consultants and industry experts. Shree Manek has two sister concerns: Sunline Refrigeration & Sunline Industries. SUNLINE REFRIGERATION has its expertise in the field of commercial refrigeration. It specializes in providing customized solution to all refrigeration requirements of a kitchen. Lately Sunline Refrigeration has been greatly praised for developing innovative designs of Cold Stone/Frost Top refrigerators for major retail Ice Cream brands.
Shree Manek is also one of the first companies that used 30 years of its indepth knowledge of designing innovative &highly customised kitchen equipment to built industry's best induction based kitchen solutions under the brand name SUNLINE INDUSTRIES. The gas prices are soaring high and resulting in an increase in the fuel cost substantially. Induction is the most appropriate answer by providing efficient heating with no heat loss and using electricity as its source of power. Recent incidents of fire mishap in kitchens has made the hoteliers understand the importance and safety of Induction based equipments. Hoteliers
also understood other benefits that comes from switching over to induction, some of which are reduced heat & oil fumes in the kitchen, faster cooking process, easy to clean as there are no baked spills. Shree Manek Kitchen Equipments Pvt. Ltd. is the one-stop solution and most reliable source for all your kitchen requirements, such as, CONSULTANCY, DESIGNING, GAS/ELECTRIC/INDUCTION EQUIPMENTS, REFRIGERATION, EXHAUST.
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SI-05001-05012
Now buy online @ www.pastamachine.in ®
Pasta Presto
RAVIOLI
Restaurant Spaghetti Angel s hair Tagllatelle Trenette Fettuccine Lasagnette Pappardelle Reginette Lasagnette Reginette Pappardelle MilleGnocchi Ravioll Maker
Cookies
Sfoglia 170/100 mm SFOGLIA mm 170
Spaghetti mm 1, 9
Fusilli
Conchiglie
Tagliatelle mm 2, 5
Lasagnette festonate mm 9
Radiatori
Linguine mm 3, 3 x 1, 6
Tortiglioni mm 10
Gigli
Caserecci
Paccheri mm 25
Pipe
meringhe
paste di meliga decori
guarnizioni
Imperia Cookies is totally made in die cast aluminium. Easy to use and sturdy, it allows a quick production of many kind of cookies and easily decorate cakes, pies and dainties for any occasion. Its ergonomic handle and the measuring device allow to share out the compound precisely. The Sparabiscotti includes 18 accessories (14 dies plus 4 dispenser) and a recipie instruction book.
The New India Electric and Trading Co., (Est 1946), Hamam House, 38, Ambalal Doshi Marg, Near BSE, Fort, Mumbai – 23, Tel : 022- 22651177/22651597 Cell : 9833411770 nietco@hotmail.com 86 January 16-31, 2016
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BUSINESS AVENUES WATER & AIR OZONE SYSTEM FOR HOTELS
Hand Sterilizer
Air Purifiers
88 January 16-31, 2016
Vegetable Washer
Material Sterilization System
Air Ozone Systems for:
Water Ozone Systems for
Deodorization ¶
Drinking Water ¶
Smell Reduction ¶
Disinfection ¶
¶ Smoke Elimination
¶ Swimming Pool
¶ Air Purification
¶ Vegetable Washing
¶ Disinfection
¶ ETP & STP Treatment
¶ Freshening
¶ Ozone Laundry
¶ Material Sterilization System
¶ Ozone Dissolved Monitors
FOOD & HOSPITALITY WORLD
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FOOD & HOSPITALITY WORLD
Table Service
Chheda Industries Chennai FOOD & HOSPITALITY WORLD
Platters & Trays Bins / Planter
Bufferware Goument Display
Milk Boiler Room Service Bar Accessories
Tea & Coffee
Copper Wares
Condiment Pot
Table Services
Corn Steamer
EPNS Wares
Pot & Pans
E-mail : info@chhedaind.com Tele : 044-42826425 / 42822015 January 16-31, 2016 89
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To Advertise in
Business Avenues Please Contact: ■
Mumbai: Rajan Nair - 09821076065 Dattaram - 09821580849 ■
■ ■
Delhi Associate : Dinesh - 09810264368
Chennai & Hyderabad : Shukla : 09849297724 ■
Bangalore: Sreejit : 08867574257
■ 90 January 16-31, 2016
Delhi: Prateek - 09899003030
Kolkata: Ajanta - 09831182580 FOOD & HOSPITALITY WORLD
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January 16-31, 2016 91
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BUSINESS AVENUES Stall No. B 3
SHRIPAL JAIN Director
Founded under the guidance of Shri Shantilal Jain, STEC, is the largest one stop solution for “Horeca Industry”. following in the tradition of international supermarket chains, STEC has created an ambience for Horeca Customers, where they can buy off the shelf, from a small tooth pick to large equipments like commercial oven etc. The strength of stec lies in availabilty of the best brand from all over the world in ready stock and introduction of innovative range at regular interval. We invite you to visit our showroom in the heart of South Mumbai at kala chowky,where we have a vast range of Hospitality Industry products & also we can provide cutomised products as per your requirement. NOW OFFICIAL TRADE PARTNER FOR “KITCHENAID” INDIA
Gastronorm Pans Available in SS & Polycrbonate at very attractive prices
STEC HOTELWARES. REGD OFFICE : #1, Hakoba Compound, Bombay Cotton Mills Estate, 77, Dattaram Lad Marg, Kala Chowki Road, Mumbai – 400 033, India. Phone : 022-23709141 / 42, 93200 29141/42/43. Fax : 022-2377 1135 Delhi : 4602, Deputy Ganj, Sadar Bazar, Delhi – 110 006, India, Phone : 011-3293 6432 / 2363 1069 / 93122 16432. Fax : 011-2363 1069, Email : sales@stecindia.co.in / stecindia@mtnl.net.in Dealers Enquiry Solicited Website : www.stecindia.co.in 92 January 16-31, 2016
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SAI SHRADDHA HOSPITALITY (AN ISO 9001:2008 COMPANY)
DESIGNERS & MANUFACTURERS OF COMMERCIAL KITCHEN EQUIPMENTS
MORE THAN 300 EQUIPMENTS TO OFFER COMPLETE WITH CUSTOM DESIGN AS PER YOUR REQUIREMENT EXPERTS IN KITCHEN DESIGN WITH 15 YEARS OF VALUABLE EXPERIENCE
WE PROVIDE END TO END SOLUTIONS FOR YOUR KITCHEN
OUR SCOPE OF WORK KITCHEN DESIGNING ● KITCHEN CONSULTANTS ● KITCHEN EQUIPMENTS ● DEEP FREEZERS ● REFRIGERATORS DISPLAY COUNTERS ● BAIN MARIE COUNTERS ● EXHAUST SYSTEMS ● GAS PIPELINE HEAD OFFICE: G-50, ANIS COMPOUND, OPP. BMC SCHOOL, SAKINAKA GHATKOPAR LINK ROAD, ANDHERI (EAST), MUMBAI – 400072. MOBILE: 9820286265, EMAIL: projects@kitchenequip.in; sales@kitchenequip.in, WEBSITE: www.kitchenequip.in
94 January 16-31, 2016
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BLUE FAB FAB Table Linen & Uniform
Our Prestigious Clients: Taj | ITC | Ramada | Radisson | Country Inn & Suits T3 Airport-GMR | Supertech | Brys | Golden Tulip | Samrat | Janpath | Peppermint 32nd Miles Stone | Ambassdor sky chef [flight kitchen] | Gymkhana Club Delhi Golf Club | DLF Club | Palm Country Club | Chancellor Club Sanjay Mallick: (Mob) +91 9810447216, +91 9868477029 st A-7/1143, 1 Floor, Jagdamba Market, Rithala, Rohini, Delhi-85 E-mail: bluefab@gmail.com | Website: www.bluefabindia.com
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Announcing 31st
AAHAR
THE INTERNATIONAL FOOD & HOSPITALITY FAIR
2 0 1 6
31st International Food & Hospitality Fair Pragati Maidan, New Delhi
March 15 - 19, 2016 Pragati Maidan, New Delhi, India Timing : • 10 a.m. to 6 p.m. from 15th to 19th March, 2016 • 10 a.m. to 2 p.m. 19th March, 2016 (Exclusively for Business Visitors) • 2 p.m. to 6 p.m. 19th March, 2016 (for General Public)
Organisers:
India Trade Promotion Organisation Pragati Maidan, New Delhi
HOSPITALITY INDIA Exhibition on Hotel & Restaurant Equipment and Supplies Hall No. 5, 6, 7, 8, 9, 10, 11, 12, 12A, 14, 15 & 18
FOOD INDIA Exhibition on Food, Processed Food & Beverages
SPECIAL EVENTS • Culinary Show • Seminars & Conferences • Wine Pavillion
Organisers: India Trade Promotion Organisation Pragati Maidan, New Delhi Co - Associate :
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The Hotel & Restaurant Equipment Manufacturers’ Association of India
‘HOTREMAI’ is a leading association of equipment manufacturers, suppliers, service providers and consultants to the hotels, restaurants and food service industry.
Established in 1982, ‘HOTREMAI’ is a non profit organisation. ‘HOTREMAI’ strives to safeguard the interests of its members in particular, and the industry in general by taking up issues with the government bodies, hotels, restaurants and their associations.
‘HOTREMAI’ has been closely working with India Trade Promotion Organisation (ITPO) to organise ‘ AAHAR’ annually since its inception.
‘HOTREMAI’ organises from time to time events & meets with the Heads of Departments from the Hospitality Industry for its members to introduce & promote their products and services.
‘HOTREMAI’ publishes a quarterly periodical called ‘HOTREMAI REPOTS’ for the information update for its members and the industry.
Become a member of HOTREMAI and avail benefits to enhance your business.
For Booking Stalls At AAHAR 2016 Contact : The Hotel & Restaurant Equipment Manufacturers’ Association of India
D-20, Local Shopping Complex, (Upper Ground Floor), New Rajender Nagar, New Delhi-110060. Phones: 011-28745698, Mobile: 99100-48121, E-mail: info@hotremai.org, Website: www.hotremai.org
Be a proud member of ‘HOTREMAI’ and enjoy the benets of being together ... 96 January 16-31, 2016
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IDEAL FOR l Hotels l Restaurants l College / Hospitals / Factory/
IRCTC / Aviation / Devasthanam Canteens l Caterers l Kalyana Mandapam & Joint Family Houses etc.,
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MAKING MACHINE
l 300 to 400 Chappathis / Hour l 220v - 50 Hz 2 KW l Can make Chappathi / Poori / Paratha etc., l Thickness 1mm - 5mm Manufacturers and Exporters
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SF No. 93/3, Revenue Nagar, Saravanampatti (North), Sathy Road, Coimbatore - 641 035. Phone: 0422 - 2665200 Mobile Nos: 95009 88286 / 95009 88122 E-mail: rishab@tridentengineers.com Web: www.tridentengineers.com
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FOOD & HOSPITALITY WORLD
Feel the Hot & Cold of Maxell® STAINLESS STEEL- Puf Insulated
Baleno
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MAXELL New Collections CLICK LOCK CASSELROL Available sizes: 0.5 to 40 ltrs
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Size: 2, 3, 4 Container
Size:1.5, 2.0, 2.5, 3.5, 5.0 Ltr
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#3, Woodwarf, 5th Lane Walltax Road, Chennai- 600 079, Phone:+91-44-2529 3322, Telefax:+91-44-2539 0673 Mumbai Showroom : #G-90, Sarovadaya Nagar, 1st Panjarpole Lane, Mumbai – 400004. Ph : +91- 22 -2242 7778, Telefax: +91-22-2242 2442. Cell : + 91-9892721331. Email : maxellplastmum@rediffmail.com. Delhi Showroom : #4781/26, Deputy Gunj, Sadar Bazar, Delhi – 110006. Phone : +91-11-2352 4455 + 91-96506 06424. Email : maxellplastindiadel@hotmail.com
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maxellplastindia@hotmail.com January 16-31, 2016 99
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Cook up a storm at GICC 2016
Inviting nationwide chefs to
The Ultimate Culinary Challenge 6 Categories | Individual & Group Displays
21
22
Technical Support by
23
January 2016 | BKC, Mumbai To Participate, Please Contact: Sharukh Khan +91 9821108165 | sharukh.gicc@gmail.com | www.fhwexpo.com
Associate Partner
100 January 16-31, 2016
Registration Partner
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Organised by
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FOOD & HOSPITALITY WORLD RESTOBAR & FOOD COURT FURNITURE
Marco Chair & Marco Table
RC-136
RT-16
American Chair
RC-194
Over 450 Models (Indian & Imported) on display. Available in wood polypropylene & Metal
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Jasper
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BANQUET From Elegant Stackable aluminium chairs to foldaway banquet tables our premium collection of banquet furniture offers an ideal balance of superiority, functionality and value. They are available in a variety of configurations.
BT-2
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WZ - 294, Ist Floor, Opp Om Sweets, Jail Road, New Delhi - 110058
Ph:- 011-25618697,32970033,(M) :- 09810102853,
E-mail :- metalavenues@gmail.com Website:- www.prodesignindia.com
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HK - 13
HK - 42
HK - 6
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weekend
Scene and heard
With Marcellus Baptista
Fest with the best
Sanjay Sharma and Sonal Singh at the Christie's cocktail preview at the Taj
Art explosion THE CRYSTAL ROOM of the Taj took an appearance of an art gallery as Christie’s India conducted its third auction at the hotel. Some of the 100 artworks on offer were on display in the room that was the setting for a talk by Dr Martin Roth, director, Victoria and Albert Museum and alas a cocktail preview evening. The event, hosted by Dr Amin Jaffer, international director, Asian art, William Robinson, international head of Islamic art, Deepanjana Klein, international head of South Asian modern and contemporary art and Sonal Singh, head of South Asian modern and contemporary art. While the auction was a success, it was heartening to note that following the devastating floods in Chennai and parts of Tamil Nadu, Christie’s offered an additional six works of contemporary art, donated by a group of leading artists and galleries, with all proceeds benefiting the victims of the natural disaster.
THE OPEN GREEN space of the Turf Club was the happy venue for the first edition of The Eat India Company’s food fest. On offer was a selection of artisan producers, a stellar lineup of cooks and chefs, entertainment and interactive workshops. Over 40 popup restaurants offered delights from waffles to popsicles, popcorn, sushi, dumplings, seafood platters and desserts. The two-day event saw a live cooking theatre by various chefs around town. Latin and ballroom dance workshops and other activities like marshmallow painting and cheese tasting added to the flavour, as did the chocolate making workshop by Zeba Kohli. Guests included Shriya Saran who was there to support her spa- Spandana.
Shriya Saran at The Eat India Company's food fest at Turf Club
Simple Kaul and Heli Daruwala at the launch of Fable
Fable on the table FOODIES REJOICED AT the opening of Fable, a classy, contemporary and comfortable all-day dining café and pizzeria located in Juhu. With a name like that, it aspires to transport you to the magical land of fantasy and fables with its individualistic setting and innovative décor. A venture by Ankit Anand from Redbrik Restaurants, Fable boasts of a setting with natural light, vibrant furniture and refreshing interiors that blend beautifully to create a space that you would never want to step out of. The elegantly designed logo depicting an amalgamation of a fork and pen, resonating the tagline of ‘Cooking up Stories,’ catches your eye, while the wishing well captivates your attention as does the Fable Wall made up of over 50 novels with an artistic illustration across them. On offer at Fable is a choice of vegetarian and nonvegetarian contemporary and classic preparations, international and homemade recipes, regional cuisine and rotating specials.
Whiskey cheer IT WAS ALL VERY informative and intoxicating as the Distilled Spirits Council of the United States (DISCUS) hosted the Great American Whiskey Experience tasting session at St. Regis. The event, supported by the US Department of Agriculture, featured a presentation on the history and unique production process of American whiskeys. It also included a tasting of globally recognised American whiskeys, as well as some brands that are not currently available in India. Taking you on this American whiskey trail was Steven Bashore, Master Distiller at the historical George Washington Distillery at Mount Vernon, Virginia. You heard that their founding father George Washington produced a rye whiskey, the recipe of which they have worked to recreate at the George Washington Distillery. Following this tasting was a cocktail presentation by American whiskey ambassador Shatbhi Basu. American whiskey tasting event at St. Regis
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E V E N T S
GRAND LAUNCH L-R: Cyrus Mistry, group chairman, Tata Group; Tarun Gogoi, chief minister of Assam, Rakesh Sarna, MD and CEO, Taj Hotels Resorts and Palaces at the launch of Vivanta by Taj – Guwahati, Assam
TRADITIONAL WELCOME English actor Orlando Bloom (right) received a traditional welcome upon arrival at The Taj Mahal Hotel, New Delhi
AUDIO-VISUAL TREATS L-R: Alyque Padamsee, theater personality and ad filmmaker, and Shahzahn Padamsee, actress at the third edition of Johnnie Walker The Journey held at Mehboob Studios in Mumbai
ARTISAN FOOD Chef Ranveer Brar (left), celebrity chef and Vishal Shah (right), CEO, Haute Chef with winners of a cook-off held during the launch of Chef Brar's and Haute Chef's first Artisian Indian meal-kit line at Sofitel Mumbai BKC
CELEBRATING DIFFERENTLY Around 150 students of the Maharashtra Fellowship for Deaf celebrated Christmas at The Corinthians Resort and Club, Pune
CULINARY EXPEDITION L-R: Ravi Saxena, MD, Wonderchef and Chef Sanjeev Kapoor, celebrity chef in Mumbai announcing the launch of ‘Out of the World – Australia’ TV series to be aired on FoodFood channel and presented by Wonderchef
104 FOOD & HOSPITALITY WORLD January 16-31, 2016
REGD.WITH RNI NO. MAHENG/2012/42381,POSTAL REGD. NO. MCS/161/2016 – 18,PUBLISHED ON 2ND / 17TH EVERY FORTNIGHT, POSTED ON 2ND,3RD,4TH & 17TH,18TH,19TH OF EVERY FORTNIGHT POSTED AT MUMBAI PATRIKA CHANNEL SORTING OFFICE,MUMBAI – 400001.