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May 2009
Why making rash cutbacks could have disastrous repercussions
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May 2009 Volume 8, Issue 5 05 NEWS
42 PROCUREMENT MANAGER
78 FOUR SEASONS
125 TECH TALK
HOTEC 2009; industry salary survey; staff accommodation awards; record number of developments.
Grand Hyatt Doha materials manager Sohail Ahmed.
President of worldwide operations Jim Fitzgibbon discusses the brand.
Tech trends, Jumeirah site, Onity.
44 TALKING HEADS
81 GREEN HOTELIER
Shangri-La Qaryat Al Beri’s team.
Crowne Plaza Dubai scoops award; Marriott’s green April; DTCM.
08 COVER STORY
130 SUPPLIER CLASSIFIED
The consequences of cutbacks.
47 DAY IN THE LIFE 19 INTERNATIONAL NEWS Asian hotel firms remain resilient; Delhi 2010 Commonwealth Games; Macau investment conference.
133 INVESTOR
TDIC activities facilitator at Desert Islands Adam Gordon.
50 CLUB LOUNGE ROUNDTABLE
85 SUPPLIER FOCUS Najem staff accommodation; Maxim World; Technogym; Rikan; Airfree; Royal Host.
92 FITTED OUT 53 CLEANING ROUNDTABLE
Fujairah Rotana’s VIP spa suite.
May kicks off with the Arabian Hotel Investment Conference.
Housekeepers discuss cost management, design and environment.
95 MADE IN GERMANY
142 SHARIA RESEARCH
Highlights of German suppliers.
BDRC survey proves that Middle East guests support sharia hotels.
25 GIBTM SURVEY Buyers still booking MICE business.
Accor Hospitality talks expansion; Vision Hospitality Asset Management says revPAR isn’t everything.
137 AHIC PREVIEW
Make the most of executive lounges.
23 ATM PREVIEW What’s on at the upcoming Arabian Travel Market 2009.
Contact the suppliers profiled in this month’s Hotelier Middle East.
58 ARCHITECTURE New design projects and trends.
100 HOTEL SHOW PREVIEW
65 COUNTRY FOCUS
Ensure you are well prepared for The Hotel Show, May 24-26.
145 APPOINTMENTS
The latest revPAR, occupancy and average room rates.
103 25 SUPPLIERS
150 CALENDAR
38 GM INTERVIEW
69 PROJECT 360º
AHIC, ATM, The Hotel Show.
John Pelling restructures Raffles.
An in-depth report on The Address, Downtown Burj Dubai, from the perspective of suppliers, designers and the EHG team.
In-depth profiles of the suppliers you should visit at The Hotel Show.
28 MARKET DATA
40 INTERVIEW Starwood brand leader Eva Ziegler.
47 40 www.hoteliermiddleeast.com
Staff movements and job vacancies.
Kuwait still a business destination.
152 HOTELIER CONFIDENTIAL 114 PRODUCTS New products, kitchens, ambience.
The latest gossip and quips from the Hotelier Middle East newsdesk.
58 103 Hotelier Middle East • May 2009
ONLINE
2
ONLINE THIS MONTH…
Hilton’s Denizen execs on paid leave
Hilton Hotels Corporation (HHC) has been forced to put its entire lifestyle team on paid leave as a result of legal action taken against the company by Starwood Hotels and Resorts. Former Starwood employees Ross Klein and Amar Lalvani, who created Hilton’s new Denizen lifestyle brand, as well as their team, will remain on “administrative leave pending Hilton’s review of the situation”, according to a HHC statement. As a result of Starwood’s lawsuit filed on April 16, which seeks to sue Hilton, Klein and Lalvani for
WEBSITE VIEWER STATS SOURCE: Google Analytics.
Corporate Espionage, Theft of Trade Secrets and Unfair Competition, HHC has also stopped developing Denizen hotels, one of which was planned for Abu Dhabi. Starwood’s chief administrative officer and general counsel Kenneth Siegel said: “As a market leader, we expect and welcome fair competition because it keeps us focused on innovation and delivering an ever-better experience to our consumers. This, however, is a blatant case of theft of trade secrets, computer fraud and unfair competition.” An HHC spokesperson said the lawsuit was “without merit” and stressed that Hilton would “vigorously defend itself”.
Most-read stories on hoteliermiddleeast.com
Raffles has conceded that it priced itself out of the market.
1. Raffles Dubai cuts rates to stay relevant 2. Emirates offers crew unpaid leave 3. Hilton to vigorously defend Starwood lawsuit 4. Pilot error blamed for Emirates incident 5. Fairmont Dubai tight-lipped on lay-offs
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Hoteliers note: deadline set for Hotelier Awards nominations The deadline has been set for nominations for the Hotelier Middle East Awards 2009, which must be submitted online at www.hoteliermiddleeast.com by August 31. The results will be announced at a glittering ceremony held in Dubai on October 14.
Hoteliers working across the Middle East can make their nominations in one or more of 19 categories, including HR Person of the Year, Concierge of the Year, General Manager of the Year and Sommelier of the Year. Yet another new category has
been added to this year’s Awards — Outlet Manager of the Year — sponsored by Ronai. Hoteliers are being urged to start thinking about lodging their entries as soon as possible. For more details visit: www.hoteliermiddleeast.com/awards
For a list of upcoming properties, see www.hoteliermiddleeast.com. To update your company’s list, contact louise.oakley@itp.com May 2009 • Hotelier Middle East
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5 NEWS
THE REGION • Signings • Openings • Best practices • Strategy • Branding • Legislation • Events
“Easy” way of business will not prevail CBRE Middle East warns of need for best practices, but says market criticisms are undeserved STORY OF THE MONTH Hotels in Dubai will need to buck up their ideas, be prepared for competition and excel through hospitality best practices if they are to exceed in today’s “more serious and constrained market environment”. This is according to CBRE Middle East vice president Amine Hamdani, who has prepared a report on the impact of the economic crisis on the current Dubai hotel market. Hamdani said that during the last four years “80% of the total hotel investors didn’t have a good knowledge of the hospitality sector or didn’t have any expertise at all in the domain”. “The result was average hotel properties with poor service, quality and value added for the client,” said Hamdani. “However, driven by double digit tourist arrivals in growth, all properties witnessed successful average rates (ADR) and occupancy rates regardless of their location, service and quality”. Hamdani warned that this “‘easy’ way of doing business would not prevail anymore”. He said that, when looking at the short-term outlook, “hoteliers should now focus on the current assets they own and improve their operations to secure and increase their cash flows”. “This can be done through an internal owner’s representative department — if that department has hotel operation expertise — or through an external asset management company that will carry
www.hoteliermiddleeast.com
The media ‘witch-hunt’ against Dubai was “wrong and destructive”, said CBRE Middle East VP Amine Hamdani.
monthly reports to owners and look at new sources of revenue through analysis of property operations, optimisation of management processes and fixed costs restructuring,” explained Hamdani. IHG EMEA president Kirk Kinsell acknowledged that 2009 was going to be a “difficult year”, and said that “right now we are focused on supporting our owners by working harder to drive revenue and reduce costs”. “Another focus for us this year is the roll out of Green Engage, an online tool we have developed to help our hotels manage and reduce their energy consumption. We anticipate this will save our hotels
up to 25% in energy use,” said Kinsell. “To give a sense of the potential cost saving, if all our hotels sign up to Green Engage this would represent a US $200 million saving this year alone,” he revealed. HVS London Office managing director Russell Kett advised hoteliers to be “ready with plans already worked out in the event that expected levels of business do not materialise to the extent they had originally envisaged”. “Scrutinise all marketing and sales activity, to ensure the effects of each initiate can be properly measured and if they can’t, maybe the activity should be cancelled,” said Kett. He added that it would be wise to
“reduce or postpone capital or nonessential maintenance projects to safeguard cashflow, although there is a school of thought which says that if you have the resources, now is a good time to invest in your hotel so that your product is ready for an eventual upswing in demand once this happens”. Finally, although CBRE “don’t envisage, that over the next five years, Dubai will see a rise of hotel rooms above 22,000 rooms, representing around 30.8% of planned supply”, Hamdani said he thought the foreign media “witch-hunt” against Dubai was approached in a “wrong and destructive” manner. “At CBRE we think, in the worst case scenario, that average hotel occupancies will not go below 67%, even with worsening market conditions and ADRs will not drop more than 30% of their 2008 average”. Kett said that a decline would be experienced in most areas “as both occupancy and room rates are likely to be hit by the effects of the global economic crisis”. “However, it’s not all doom and gloom; hotels in some cities could increase revPAR levels in the near future, for example in locations such as Cairo, Damascus and Beirut,” said Kett. And, added Kett, “in a hotel trading environment where business levels are down by, say, 15%, it is important to remember that this also means 85% of your customers are still travelling and visiting your hotel, so they deserve to be rewarded with the excellent service they deserve (and you can provide) in order to safeguard their loyalty”. Hotelier Middle East • May 2009
NEWS
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HOTELIER LAUNCHES INDUSTRY’S FIRST SALARY SURVEY Hotelier Middle East has unveiled its inaugural Salary Survey — the first comprehensive study of its kind aimed solely at the region’s hospitality industry. Designed to help both individuals and companies compare remuneration and employee sentiment, the Salary Survey 2009 is running on HotelierMiddleEast.com until Sunday May 17. “As a regional first for the hospitality industry, this is a really exciting initiative,” said Hotelier Middle East editor Louise Oakley. “The Hotelier Middle East Salary Survey 2009 will provide complete, up-to-date and indispensable information for everyone involved in the sector and will make for essential reading. I urge everyone — from the bellboy to the hotel big cheeses — to take part.” The Hotelier Middle East Salary Survey 2009 takes just five minutes to complete and is absolutely confidential. Visit the website to take part at: www.hoteliermiddleeast.com
Rumour file
Don’t compromise on quality, say suppliers Cost cutting was on the minds of hoteliers attending HOTEC Middle East, while suppliers stressed the importance of buying quality goods ISSUE The two-day HOTEC Middle East 2009 event, held from April 24-26 in Cyprus, highlighted how important competitive pricing was to hoteliers in the current economic climate. Buyers from the hotel industry met with the region’s top suppliers, who insisted that despite tough times, quality products were still worth paying for. “An economic crisis will not last forever; that is why we need products that will last forever,” explained Grohe regional project manager Nicholas Papadopoulos. He said it was time for designers, architects and procurement officers to be more demanding of owners in terms of product selection. Functionality, durability, environmental benefit and after-sales guarantees were the most important factors to consider when choosing products, said Papadopoulos. He added that suppliers had an opportunity to capitalise on hotels using the current downturn to renovate their properties — and that hoteliers could use renovations as a chance to retrofit energy and water saving devices to keep costs down in the future. Overall, suppliers at HOTEC reported strong results from their meetings with the region’s buyers. Churchill China UK export
manager Glenn Ewart praised the show’s straightforward format. “It would take two weeks to do all of these meetings if you flew into Dubai and tried to set them up; here you can do it all in two days,” explained Ewart. “We always walk away with business; we signed a deal with Marriott on the back of the HOTEC 2007 event to supply its hotels across Europe, the Middle East and Asia. “Trade shows are expensive to participate in — you throw your money out there and hope that worthwhile people turn up. “Here, you are guaranteed to meet decision makers.” A Ronai managing director Gavin Dodd said many buyers were now basing their purchasing decisions on quality rather than price. “People tell us that in the past, they have bought cheap products and lived to regret it — buyers are still looking for quality and durability,” said Dodd. However, he added that many hoteliers were currently “just looking” at products and refraining from making actual purchases. On the buyer side, participants conceded they were constantly looking for cheaper options. “People are more cost-conscious and suppliers must provide a range
RVBMJUZ
of products from three- to fivestars to cater to every market,” said Ascott International GCC country general manager Anthony Ow. “I don’t have to buy five-star products during difficult times; it can be a four-star product.” According to a poll on www. hoteliermiddleeast.com, 12.9% of hoteliers said that not using quality suppliers was the riskiest thing operators could cut back on during a downturn. ABC Group Hotels chief executive Mohammed Zubair Khan said it was very important “to get to the right suppliers”. “Price is very important; you can’t compromise on quality but at the same time you must buy the right products at the right time,” said Khan.
Rumour: Emirates Hotels and Resorts will hand over management of The Harbour Hotel & Residence in Dubai to Marriott later this year.
Response: “Our development team continues to work on a number of opportunities throughout the Middle East and Africa and once a hotel or new project is formally signed then an announcement is made in due course”. — Marriott International area director of sales & marketing, Middle East & Africa Jeff Strachan “We have not made any announcement”. — An Emirates’ spokesperson May 2009 • Hotelier Middle East
www.hoteliermiddleeast.com
7 NEWS
Staff hotels shortlisted for awards
THEY SAID IT…
AHIC staff accommodation awards will recognise the operators that pay special attention to employee welfare
“Above all, we want Sofitel Luxury Hotels to be represented in the capital [Abu Dhabi], with landmark urban properties but also with a high-end luxury resort property, especially on Saadiyat Island where, by the way, the announced Le Louvre Abu Dhabi clearly pleads for at least one French luxury hotel to be present on the island. If only for the sake of marketing and distribution synergies it would still make sense and I am surprised, to say the least, that the master planners have not retained Sofitel among their short list of hotel brands so far. I must miss something…”
Some of the region’s top hotel groups have been shortlisted for the Best Hotel Staff Accommodation Award to be presented at this month’s Arabian Hotel Investment Conference (AHIC) at Madinat Jumeirah. The shortlist includes IHG, for its InterContinental PortGhalib staff accommodation in Egypt, Hyatt Hotels for Sahari Village in Dubai , JW Marriott for The Village in Dubai and Fairmont Dubai. IHG and Hyatt manage their facilities inhouse, while The Village is run by Hamarain Company and Fairmont Dubai outsources to Gulf Hotel Management Company. Fairmont Dubai HR manager — colleague facilities Wally Borosa said: “We have strived to make our accommodation a home away from home. The complimentary amenities offered to our staff, such as wireless internet, games rooms, cooking facilities and recreation programmes, are designed to build a strong community within our own environment with everything being at the employees’ doorstep”. JW Marriott director of human resources Kattiri Rajagopalan said that offering a good level of staff accommodation motivated staff to “work better and diligently”. “With proper and adequate housing facilities, the associates tend to be loyal to the company by staying longer with Marriott as The Village has become a true second home for them,” said Rajagopalan.
The Village by JW Marriott was completed in November 2006 at Dubai Investment Park, near Jebel Ali.
“The Associates Relations Committee was recently set up to oversee housing issues and associate welfare. The committee encourages the associates to bring their immediate family members to stay with them for one month so that they will not feel homesick. Management also considers providing additional rooms for family members who visit the associates,” he added. The awards, which are part of the 2009 AHIC Development Awards, have been organised by Bench Events and MEED and are sponsored by Gulf Housing Solutions.
RECORD NUMBER OF HOTELS IN MIDDLE EAST PIPELINE A record number of upcoming hotel projects being “on hold”, with no firm timeframes set for have been recorded in the Middle East, despite their completion. delays and the global economic downturn. The UAE reported 60% of the region’s future Hospitality and property consulting firm, Vi- hotels, but was also the city with the most projability, has released its annual GCC future hotel ects listed as on hold or cancelled. survey, showing 325 properties Projects that were delayed in the pipeline. but still confirmed accounted for Viability director Guy Wilkin38% of all projects, with Bahrain son presented the findings at and Saudi Arabia reporting the HOTEC Middle East 2009 in Cylargest number of delayed but prus last month. confirmed hotels. The 325 hotels equate to In terms of brands, Accor was 92,026 rooms, with 23 chains the stand-out leader, with 36 hoeach declaring 1000 rooms untels and 8677 rooms in the deder development. velopment pipeline. However, 42 further projects, Rotana and IHG rounded out with a total of nearly 10,000 the top three, with 24 and 21 uphotel rooms, were reported as Viability’s Guy Wilkinson. coming properties, respectively.
www.hoteliermiddleeast.com
Accor Hospitality chief development officer Christian Karaoglanian on his growth plans for Sofitel and confusion at the fact the brand is not on Saadiyat Island’s wish list
“I believe in most major markets around the world, hotel trading conditions will worsen before any improvement is recorded. This applies also to hotel values and transactions, with the latter starting to increase in volume once there are more distressed hotels brought onto the market” HVS — London Office managing director Russell Kett sees more pain ahead for the industry
“Starwood seeks to avoid litigation, but the egregiousness of the conduct and the volume of highly confidential documents taken left us no choice but to take this strong action to protect our brands and intellectual property for the benefit of our investors, associates, owners and customers. The wholesale looting of proprietary Starwood information, including a step-by-step playbook for creating a lifestyle luxury hotel brand, unfairly enabled Hilton to launch a new brand in only nine months instead of the usual three to five years.” Starwood chief administrative officer and general counsel Kenneth Siegel on why the company has filed a lawsuit against Hilton
Hotelier Middle East • May 2009
ANALYSIS
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HARE TODAY, GONE
TOMORROW
ANALYSIS edundancies made by MENA hotels have led to 21% of the region’s hospitality industry’s workforce losing their jobs. This is according to a new report from Catererglobal.com, due to be launched at Arabian Travel Market, which will be held from May 58 at Dubai International Exhibition and Convention Centre. The report, which surveyed more than 3500 regional hospitality professionals, revealed that hotels are streamlining department costs to hedge against the next few years’ expected turbulence by increasing job cuts.
R
May 2009 • Hotelier Middle East
Why making rash cutbacks could have disastrous repercussions
WHERE STAFF CUTS ARE MADE IN FRONT OF HOUSE AREAS ESPECIALLY, THE EFFECTS ON CUSTOMER PERCEPTIONS CAN BE STARK Catererglobal.com sales director Peter Willis warned that “drastic redundancies may prove to have more damaging, long-term knockon effects for operators”. “With many properties feeling the credit crunch strain, human resource departments have been forced to severely cut costs in order to balance the books and deliver on their stakeholder or shareholder obligations,” said Willis. “However, sudden, wide-scale
redundancies may lead to future problems, including incurring heavy costs — both in terms of time and money — to recruit and train new employees when market conditions improve. “Although only 39% of pipeline hotel projects are going ahead, there are still 86,000 confirmed hotel rooms forecasted to come online by 2011 in the Gulf region alone and this figure will undoubtedly create more job opportunities,” added Willis.
Willis: Hoteliers must manage their staff cuts very carefully.
This view was echoed by Hospitality Graduate Recruitment managing director Jeff Ross, who added that operators should “not underestimate the speed with which an employer and company becomes labelled as ‘not recruitwww.hoteliermiddleeast.com
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ANALYSIS
10
ing’ in the aftermath of a recruitment freeze”. Ross warned: “Organisations that are not currently marketing themselves as leading hospitality employers are going to miss out. This is indisputable”.
FAR-REACHING IMPACT The impact of reductions in personnel would not be limited to future recruitment, however. As well as impacting on the standards of service guests are currently receiving, a smaller workforce — often with vital, senior, yet more expensive members, of the team being those that are absent — could have an effect on customers’ perception of a brand going forward. Willis observed: “Hoteliers must manage their staff cuts very care-
fully. In the instances where the ratio of staff to guests has been reduced, there is a real danger that it will affect the level of service delivery that customers expect. “This in turn could have a negative impact on customer perceptions of the brand. “Where staff cuts are made in the front of house areas of the hotel especially, the effects on customer perceptions can be stark. “Although it may be necessary
to drastically reduce staff costs in order to survive, hoteliers need to manage this process carefully and maintain an awareness of the longterm impacts of it. “In the luxury market especially, customers have high expectations and hoteliers need to do their utmost to ensure that service delivery matches them,” Willis warned. One solution, he added, was to make sure that employees are well-trained to enable them to
THE RETENTION OF QUALITY STAFF REMAINS A CRITICAL ISSUE, WITH OTHER SERVICE SECTORS LOOKING TO TAP INTO THE HOSPITALITY INDUSTRY’S SKILL BASE
multi-task and be deployed to various areas of the hotel, masking the missing workforce. “Hoteliers can utilise a programme of in-house training to ensure staff that remain have a variety of skills and can adapt quickly across different departments based on the needs of the hotel. This will increase the staffing flexibility of the hotel and ensure that optimal service delivery is apparent at the right place and at the right time,” said Willis. Looking after staff is an approach being taken by Shangri-La’s Barr Al Jissah Resort & Spa in Muscat, Oman, which has invested in sending 35 staff to the group’s training academy in China and also paid bonuses. “Anyone who worked with us throughout 2008 has just received two months’ pay as a bonus,” revealed the property’s general manager Arbind K. Shrestha. “The most important time for us to look after our employees is during difficult times such as these and we have a very clear direction — no matter what happens, we will not make redundancies,” he said. “During a downturn, it’s the most important time to focus on HR, training and development so we can focus on improving our products and services — in the long-run this will increase the benefits to our customers and improve customer loyalty.” He said that as a result of this strategy, when economic circumstances improved, Shangri-La’s Barr Al Jissah Resort & Spa, would “be a winner”. “Many people feel they need to retrench but this knee-jerk reaction has grave costs in the long term in respect to re-hiring and re-training,” Shrestha added. Shangri-La would appear to be in the minority, as the Catererglobal survey highlighted that 41% of staff do not receive any training.
DID YOU KNOW? Research suggests that it can take on average 40 hours and 25 minutes to recruit a new staff member and it can cost as much as 1.5 times the salary to replace an existing resource. Source: Manpower Middle East At luxury hotels, such as Shangri-La properties (pictured), service delivery must match customers’ expectations.
May 2009 • Hotelier Middle East
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WE ARE DROPPING OUR RATES AND WE ARE WILLING TO DROP
Shrestha: retrenching staff has grave costs in the long-term, so Shangri-La (pictured) is focused on its employees.
In a poll by HotelierMiddleEast. com, hoteliers rated staff training as the “most risky part of a hotel’s operations to cut back on”, however. Improving levels of training would go back again to maintaining customer perceptions of a property, said Willis. “The increased job variety and training would have a likely effect of increasing staff morale and satisfaction, thus increasing retention. This in turn could filter down to a positive experience for the hotel guest,” he said.
REMEMBER RETENTION Further disastrous future consequences to arise from the current emphasis on streamlining could be related to the fact that it is distracting hoteliers from the major issue of staff retention, which has certainly not disappeared during recent tough times.
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Willis said: “The response to this year’s survey has been overwhelming and in the current economic climate, the retention of quality staff remains a critical issue; perhaps even more so, with other service sectors looking to tap into the hospitality industry’s skill base”. Currently, about half of the region’s HR directors are facing staff retention dilemmas. The survey highlighted that 69% of employers have faced recruitment difficulties in the past 12 months, which is a figure that is likely to increase. “Of these employers, 67% said that it was due to a lack of necessary skills available in the marketplace,” revealed Willis. Add to this the fact that the report also revealed that 75% of those people made redundant had found new jobs within the industry and it “indicates that hoteliers cannot rely on
redundant candidates as a recruitment resource”, said Willis. For example, both Swiss chain Mövenpick and UAE brand Rotana claim that while other hotels are making employees redundant, they are preparing to open new properties across the region. As a result, they are taking on new staff and more often than not, they can cherry pick from a pool of welltrained laid-off workers. “For us it’s a blessing to open hotels at this time because a lot of hotels are laying off staff and we no longer need to go to head hunters — we go straight to the people [we know have lost jobs],” said Möven-
pick general manager and regional manager Dubai, Thomas Tapken. “In some situations, hotels that are laying-off people and care about what happens to these staff are talking to us directly so we can find jobs for them and it’s a pleasure to take these highly trained people on board.” This is another reason to ensure hotels focus on retaining the teams they currently have. Manpower Middle East released a Retention Green Paper earlier this year in response to the global slowdown to highlight the need for all businesses to remember retention. The company’s managing director Patrick Luby said: “Staff reten-
WHY CUTTING RATES IS ALSO RISKY It is not just staff cutbacks that could have disastrous consequences for the future. Accor Hospitality chief development officer Christian Karaoglanian warned that cutting rates now would also be something that could negatively impact hoteliers in the future. “I think that the major challenge, which every hotel will have to face in the region will be in terms of operations and especially challenging cash management conditions. With all the upcoming hotel openings and in a global context of decreasing demand, the risk of oversupply is high, especially in maturing markets such as Dubai. “Hoteliers will have to respect and protect the hotel segmentation rather than slashing the rates, which has always proven to be a wrong strategy in the long-run. “Cash management will definitely be in each hotelier’s agenda and by
looking at the hotel performances, there will be an occasion for observing the right-positioned properties versus the ones which had been developed in an opportunistic way and once again, to learn lessons, development wise, from this global downturn,” said Karaoglanian. However, Mövenpick general manager and regional manager Dubai Thomas Tapken said the company had dropped its rates. “We are dropping our rates and we are willing to drop. “We are reacting to a market situation and that’s the right thing to do. “The rates will come back in 12 to 18 months time — but at the world market rate,” said Tapken. “[Rates for our new properties] are already set for ATM, but we will be able to review them in September. We can’t say how we will revise them as no one knows what the market will be like,” he added.
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May 2009 • Hotelier Middle East
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ANALYSIS
14
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tion is just as important in times of recession as in times of economic boom. When companies have to consider where every dirham is spent, replacing key personnel becomes even more of a burden, especially when you consider that it can cost 1.5 times the salary to replace a resource. “Recession means increased competition; everyone is going after the same sale. “High staff turnover due to poor employee recognition and reward — and employees will still leave companies during times of recession if they feel disengaged and overlooked — causes a shortage of knowledgeable staff, leading to the need to recruit and train new staff, which detracts from the company’s core business, while inexperienced employees negatively impact client relationships. “All of these issues seriously affect a company’s ability to be competitive and generate revenue,” said Luby. He continued: “Companies that implemented strong talent management policies — one key factor highlighted in the retention paper — before the economic crisis took hold are actually in a better position because they will have already put the strategies in place to identify key personnel and potential future leaders of the business. “This knowledge is invaluable
BY THE NUMBERS
69%
of employers have faced recruitment difficulties in the last 12 months
Source: Catererglobal.com
when and if companies have to consider reducing the workforce. “Similarly, companies that take the time to engage, reward and recognise employees even when profits are low will build employee loyalty and solidarity and those employees will be less likely to move when another opportunity becomes available once the market takes an upturn,” Luby pointed out. Finally, with reputation of major significance amid the current redundancy rumour mill, Luby reminded hoteliers that are forced to make cutbacks to do so with consideration. “Even when companies are having to make staff redundant, ensuring that staff have been considered and given appropriate recognition where possible will mean that they will speak much more kindly of their previous employer and that will have a significant impact on how that company is perceived in the market,” said Luby. HME www.hoteliermiddleeast.com
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17 NEWS
New kids on the block Hotelier Middle East gives you the low down on hotel announcements and new openings ith Arabian Travel Market on the horizon, there has been an influx of announcements this month as hotel groups gear up for maximum publicity of their projects. Rezidor has introduced the Park Inn brand to the region for the first time in a double-whammy, with properties opening in both Saudi Arabia and Oman. Saudi Arabia will also be the location for the launch of the first Hilton Garden Inn hotels in the Middle East later this year, following the signing of two management agreements with the owning company, Al Hokair Group. And there has also been big business in Beirut, Lebanon, with announcements from Four Seasons and Golden Tulip.
W
PROPERTY: Kempinski Hotel Soma Bay OPERATOR: Kempinski LOCATION: Soma Bay, Egypt KEYS: 325 STATUS: Just opened OUTLETS: Four restaurants, three bars ADDITIONAL FACILITIES: Swimming pools, beach, spa and health club, golf courses
PROPERTY: Rosewood Abu Dhabi OPERATOR: Rosewood Hotels & Resorts LOCATION: Sowwah Island, Abu Dhabi, UAE KEYS: 190 rooms and suites; 140 serviced residences STATUS: Scheduled early 2009 ADDITIONAL FACILITIES: Sense. A Rosewood Spa
PROPERTY: Golden Tulip Hotel de Ville OPERATOR: Golden Tulip Hospitality Group LOCATION: City centre, Beirut, Lebanon KEYS: 120 STATUS: Just opened OUTLETS: Café Rue 75 and a lounge bar
PROPERTY: Hilton Garden Inn Riyadh Olaya OPERATOR: Hilton Hotels Corporation LOCATION: Downtown, Riyadh, Saudi Arabia KEYS: 180 STATUS: Scheduled mid-2009 ADDITIONAL FACILITIES: Three meeting rooms, fitness centre
PROPERTY: Four Seasons Hotel Beirut OPERATOR: Four Seasons Hotels and Resorts LOCATION: Corniche, Beirut, Lebanon KEYS: 189 rooms; 49 suites STATUS: Scheduled last quarter of 2009
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PROPERTY: Hilton Garden Inn Riyadh Al Muroj OPERATOR: Hilton Hotels Corporation LOCATION: Kind Abdullah Financial District Riyadh, Saudi Arabia KEYS: 196 STATUS: Scheduled Q1 2010 ADDITIONAL FACILITIES: Meeting rooms and two multi-purpose banqueting halls
PROPERTY: Park Inn Al Khobar OPERATOR: The Rezidor Hotel Group LOCATION: Muscat, Oman KEYS: 175 STATUS: Just opened OUTLETS: Three ADDITIONAL FACILITIES: Business centre, fitness centre, swimming pool
PROPERTY: Park Inn Al Khobar OPERATOR: The Rezidor Hotel Group LOCATION: Al Khobar, Saudi Arabia KEYS: 148 STATUS: Just opened OUTLETS: Three so far ADDITIONAL FACILITIES: Fitness centre, MICE offering
Hotelier Middle East • May 2009
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19 NEWS
THE WORLD • Signings • Openings • Best practices • Strategy • Branding • Legislation • Events
Asian hotel firms remain resilient Weak 2009 performance figures for Asia’s hotels won’t slow expansion plans, say hotel bosses STORY OF THE MONTH erformance figures may look glum for Asia’s hotel industry in 2009, but there is still plenty of evidence to show that the long-term outlook is rosy. Room rates in the region have slumped by 2% year on year in Q4, 2008, according to the latest Hotels. com Hotel Price Index and have continued to follow a downward trend since, with STR Global reporting double-digit decreases in US dollars for all three key performance metrics in February 2009 — occupancy dropped 12.1% to 59%; average daily rate (ADR) declined 21% to US $114.82; and revPAR fell 30.5% to $67.70. However, there are plenty of hotel groups — both local and international — that are looking to expand aggressively across the Asia-Pacific region over the next five years. They include top-end names such as Banyan Tree, Six Senses and Anantara (Minor International) as well as mid-market Asian hotel giants such as Berjaya Hotels & Resorts and Centara Hotels & Resorts. “We are determined to drive forward with our plan to have 40 hotels both domestically and internationally by 2014 and see no reason why we should not achieve that objective,” said Centara Hotels and Resorts president Gerd Steeb. “We are consolidating our position by reinvesting in our existing properties as well as looking at any opportunities to build on the potential of the domestic tourism market by opening new properties.” Centara Hotels & Resorts will open two new five-star properties this year
P
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Soneva Kiri on Koh Kood will open in June.
including the Centara Grand Mirage Beach Resort Pattaya, a 555-key ‘lost world’ themed resort and the group’s fourth property on Phuket, the Centara Grand Beach Resort Phuket, while simultaneously moving forward with the design process for a five-star property on Lanta Island. “We are looking at opportunities for the group to manage properties that can add to the strength of the brand including the management of a leading hotel in Udon Thani province in 2009 as well as taking over management of
Bhundhari Resort, a five-star property located in Chaweng Noi Beach, Samui. We are also considering two additional properties located in Samui Island and in Pangan Island,” added Steeb. The company will also venture outside of Asia with the opening of its first property in the Maldives later this year.
GROWTH AT THE TOP At the top end, Singapore-based Banyan Tree has signaled its intention to expand in China having raised around $500 million for the development of five
MORE EXPANSION IN ASIA Swire Hotels will open a second hotel in China. Having recently opened The Opposite House in Beijing, the firm will open The Upper House in Hong Kong with 117 rooms this October. Thailand’s Astudo Hotel & Resort Group has opened the Away Resort Pranburi in the Thai province of Prachuap Khiri Khan near Hua Hin. Ginger Hotels, the budget hotel arm
of Indian Hotels Company, will open 13 more hotels across India by 2010, bringing its total inventory to 30. Accor will open the doors of the Novotel Manado in Indonesia on May 9. Capella Hotels and Resorts opened its flagship property, Capella Singapore in March. Six Senses will open Soneva Kiri on Koh Kood in June.
or six hotel projects across the country, including a new hotel in Tibet. The company currently boasts three resorts in China including one on the tropical resort island of Hainan, while early last year, Banyan Tree raised $400 million by way of a real estate fund to fund investments in Vietnam. However, earlier this year, the group did announce a significant decrease in operating profit in 2008 due to political turmoil in Thailand and slowdown in the global economy. STR Global managing director JamesChappellnotedthatuntilDecember, hotels in Asia Pacific had witnessed a period of “sustained growth”. “However, the whole region has been hit hard by the global banking crisis,” he said. He warned that China now faced a sharp decline in demand to add to the oversupply and noted that Japan has been struggling with a surge in the value of the Yen. But STR data revealed that some markets fared well in February 2009 with Seoul in South Korea reporting the largest occupancy increase year on year, jumping 22.1% to 84.8%; and Tokyo, Bali and Osaka all reporting small increases in ADR at +5.4%, +2.6% and +1.5% respectively. Phuket reported the largest occupancy decrease (-30.2% to 61.4%) and revPAR dropped 53.8% to $73.12) Six Senses Resorts & Spas managing directorandchiefbusinessdevelopment officerBernhardBohnenbergersaidthe Bangkok-based firm would continue to expand and was lucky that the majority of its investors were experienced in dealing with economic downturns and were “willing to work together to get through current troubles”. Hotelier Middle East • May 2009
NEWS
20
Turnberry on track despite changing its contractors The £40 million (US $58.8 million) renovation underway at Turnberry in Scotland, financed by Dubai-based owner Leisurecorp, is on track to be reopened and handed over to management company Starwood on July 1, 2009, despite a change in contractors earlier this year. After failing to reach commercial agreement with lead contractor Millers in February, Leisurecorp appointed Interserve to take over the project, which includes the total refurbishment of 110 hotel rooms and a redesign of the public spaces in line with the vision of original architect James Miller. At the end of last month, Leisurecorp quashed rumours that Turnberry would not be ready to hold the 138th Open from July 16-19 — the first time it will hold the event since 1994. Leisurecorp CEO — Golf David Spencer said: “Leisurecorp considers it an incredible honour that Turnberry is to again host The Open and we are supremely confident of delivering a host venue worthy of the world’s oldest and most prestigious Championship. The golf course upgrade, and extensive hotel restoration and renovation programme, is a major priority for Leisurecorp over the next three months.” On completion of the project, Turnberry will join the Starwood Luxury Collection, which consists of more than 70 hotels and resorts in 30 countries. Turnberry general manager Stewart Selbie added: “Through our partnership with Leisurecorp, we have the necessary investment to capitalise on the potential of this resort so it will compete with the world’s finest properties when it reopens as Turnberry — A Luxury Collection Resort in July. “Renowned interior designer Mary Fox Linton is working with the Turnberry team to create an environment where guests can experience the rich aesthetic of elegant design that reflects and is moulded to the stunning surroundings of the property in one of the most beautiful parts of the west coast of Scotland,” said Selbie, adding that staff were currently being trained.
May 2009 • Hotelier Middle East
Hotel investors feel bullish about Indian market future Upbeat outlook for hotel developers, according to HVS India chief INDIA India emerged as a hot destination for hoteliers at the recently concluded Fifth Hotel Investment Conference, South Asia (HICSA), with many reasons for the industry to be upbeat, according to HVS India managing director Manav Thadani. Speaking at the conference, Thadani said there were several positives to be found in the current situation. He said: “The liquidity in the Indian financial system is adequate, banks are beginning to lend again and various monetary measures and fiscal stimulus plans are beginning to make an impact.” Thadani also said that domestic consumptions and rural demand is very strong and must be tapped. The all time low inflation must also be capitalised upon, he added.
Mövenpick Hotels and Resorts, Swissôtel Hotels and Resorts, MGM Mirage Hospitality, Dubai-based Jumeirah Group, Wyndham Hotel Group, Langham Hotels International and Corinthia Hotels and Resorts shared plans to launch their brands in the sub continent within the next two years. The common sentiment was that India must continue to focus on the mid-market and business hotel segment. For example, Hyatt Hotels and Resorts has six Hyatt Place properties under development in a joint venture with EMAAR MGF. Hyatt Hotels and Resorts senior vice president — real estate and development (South Asia) Ratnesh Verma said: “There is tremendous opportunity in the mid-market space in India. “This is emphatically supported by a comparison of the spread of hotel rooms across categories in India with
more mature markets like the US. “It is a well known fact that India is grossly underserved in terms of the total number of branded hotel rooms. “However, even within the existing undersupply of branded rooms in this market, only 25% are in the mid-market segment as compared to nearly 50% in the US,” he continued. “We are therefore very excited about the opportunities for our Hyatt Place brand in India,” Verma said. However, despite the positives, the lack of adequate supporting infrastructure continues to be a key challenge cited for hotel growth in India and a recent HVS Hospitality White Paper also highlighted critical issues regarding licensing. It is believed that the number of licenses required to open a hotel is more than 100. If this moved to a single window clearance, it would help developers immensely, the report said.
IHIF devoted to best practices in times of crisis FORUM The first International Hotel Investment Forum (IHIF) Asia Pacific Conference, which will be held in Macau from June 8-10, will be heavily focused on best practices in times of crisis. “IHIF offers a unique focus on both the familiar markets of Asia as well as the underserved markets where opportunity may not be as readily apparent,” said Questex Media events director Asia — Anne Dellos LeBoutillier. “Of course, the event focuses on existing, as well as new investment opportunities in the face of the current global crisis — it would be impractical and even irresponsible of us not to address an issue that is having such a major impact on the industry. “So a good part of the agenda is devoted to best practices in times of
crisis,” said LeBoutillier. “But we’ll also be considering some much more entertaining topics such as best future regional markets (using India and China as growth examples), multiple brand management, major brands versus regional Asian brands, and even design trends that drive business and investors alike.” LeBoutillier said she believed hoteliers would do business at IHIF, despite the current economic climate. “I think the industry is very cautious right now, but I also believe that there are good business decisions being made and solid opportunities for investment in the right markets at the right time. Operators are always looking at growth potential and brands are always looking for opportunities,” she said. “I expect investors will be a bit hesitant to openly discuss their
development and investment plans, but we’ve asked them to share general thoughts and perspectives without necessarily divulging their own strategic market movements. Traditionally, IHIF has been an incubator for the community, so we hope more deals will be done as a result of the event.”
LeBoutillier: IHIF has been an incubator for the hotel investment community, encouraging deal signing.
www.hoteliermiddleeast.com
21 NEWS
Delhi 2010 Commonwealth Games to boost sales: IHG Chain says new hotels will cater to demand-spurt Games will generate
IHG says its hotels in New Delhi will cater to the extra demand the 2010 Commonwealth Games will generate.
MARKET SUPPLY InterContinental Hotels Group (IHG) has said some of the new hotels it has planned for India will soak up demand next year’s Commonwealth Games will generate. The hotel chain, which currently has 11 properties in India, but plans to roll out 31 across three of its brands — InterContinental Hotels & Resorts, Crowne Plaza Hotels & Resorts and Holiday Inn Hotels and Resorts — will not only cater to the huge demand for mid- to upper-scale in India, but the extra supply generated by the 2010 games in New Delhi (October 3-14). “It is anticipated that the games will require 40,000 to 50,000 rooms in the budget hotel sector alone to be added in the city over the next couple of years because of the number of visitors expected,” IHG Southwest Asia director of operations Michael Herrmann told Hotelier. “[In terms of the Indian hotel market overall], our research shows
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us the demand here is clearly in the luxury and mid-scale segment and our planned expansion here reflects that.” He said the mid-scale segment was the fastest growing in India and as a result, IHG would open 23 new Holiday Inns. IHG currently has four InterContinental Hotels & Resorts, two
Crowne Plaza Hotels & Resorts and five Holiday Inn Hotels and Resorts in India. The new properties, which will be located in tier one and tier two cities right across India, including New Delhi in the North; Bangalore, Chennai, and Cochin in the South; Kolkata in the East; and Mumbai and Pune in the West, will add an extra 7600 rooms. The expansion comes at a time when many other hotel groups are looking to India to roll out new properties, but Herrmann is sure this will not create an over supply of rooms. “There is currently a short supply of hotel rooms in India,” he said. “The country still needs hotels to keep pace with current demand [without taking the anticipated increase in demand in the new few years into consideration].” Herrmann said demand was “pretty much distributed to all parts of India” and not confined to Delhi and Mumbai as was the common misconception. He noted that business travel was driving traffic, particularly in some of the tier two cities such as Bangalore where the IT industry was a key growth area.
WHAT YOU NEED TO KNOW Arrivals to India are expected to increase by 121% to more than 11 million people by 2012 while incoming tourist receipts are expected to increase to more than Rs 578 billion (US $11.5 billion) over the same period (Euromonitor).
India receives more than 527 million domestic travellers and five million international arrivals every year (Indian Tourism Ministry). The government has targeted attracting 10 million foreign tourists by 2010 (The Economic Times).
It is estimated that there will be a demand for between 40,000 and 50,000 rooms in budget travel accommodation to cater to the tourists that are expected to visit New Delhi and the surrounding area during the 2010 Commonwealth Games next year (Euromonitor).
Domestic travel increased by 140% between 2000 and 2007 (Hospitality.net). Room rates in India are likely to rise 25% annually and occupancy by 80% in the next two years (http://business.mapsofindia.com/india-industry/)
Hotelier Middle East • May 2009
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23 ATM PREVIEW
Show and tell at ATM Reed Travel Exhibitions group exhibitions director Mark Walsh explains why hoteliers should target the hand-picked participants of this year’s Hosted Buyers Programme at Arabian Travel Market This reiterates our commitment to making sure that the ‘right people’ are coming through the doors. For this year’s event, it is premature to predict the exact amount of delegates expected, however, we can say that visitor pre-registration is up on this time last year.
Q&A How many hotels or hotel chains exhibited at ATM last year? How many do you have exhibiting this year? The total number of hotel companies exhibiting as main stand holders at ATM 2008 was 58. This year we have 56 exhibiting, which includes 13 new companies. How many travel trade (agents, tour operators,) companies are exhibiting? From just 300 attending companies at 1994’s inaugural ATM we have close to 2000 from 66 countries attending in 2009. I think this speaks volumes about how important the Middle East — still the world’s fastest growing tourism region — is to the global industry. How many delegates are expected to be from the travel trade? If we look at the 2008 event, we had more than 14,000 trade visitors attend over the four days. In addition, what was very encouraging, was that last year’s event saw a 15% increase in the number of quality visitors — which are determined by purchasing power — over 2007.
Can you give five key examples of the potential partners to hoteliers that will also be exhibiting? We have a dedicated Technology and Online Travel region, and many of the products in this region support the needs of the hotel industry. Some of the top names include; Amadeus, Planet Travel Network, Expedia, WOZOGO, and Galileo by Travelport. How can hoteliers get the most out of ATM? My first piece of advice would be come to the show with a clear set of objectives; why are you exhibiting and what do you want to achieve? All year round, hoteliers can utilise ATM’s dedicated online portal to register all exhibitor partners, keep informed of monthly news and establish pre-event contacts and arrange meetings. Hotel companies and all other exhibitors come to Arabian Travel Market to meet our visitor base of travel industry buyers and trade visitors — tour operators, wholesalers, travel agents and other industry professionals. However, it’s all about maximising your time at the show and it’s amazing how many people forget the simple things;
OUR EXPANDED HOSTED BUYERS PROGRAMME IS AN INITIATIVE WHICH ALLOWS FOR INCREASED DIALOGUE www.hoteliermiddleeast.com
remember to get contact details of visitors to your stand and follow-up leads directly after the show. For Arabian Travel Market 2009, we have also significantly expanded our Hosted Buyers programme, which identifies high-quality buyers in terms of purchasing and decisionmaking power. We’re up to 150 top international, first-time participants this year — up from 120 last year — and I think all hoteliers should make this sub-event a top priority. As well as getting brand presence for new and existing properties, what sort of opportunities does ATM offer for hoteliers to actually do business? As I have just mentioned, our expanded Hosted Buyers Programme is an initiative which allows for increased dialogue between exhibitors and decisionmakers. Arabian Travel Market’s environment is centred around business friendliness and any hotelier looking to conduct business onthe-ground should be leveraging pre-show interest for leading global buyers via our online Hosted Buyer Appointment Setting Session. It is a ‘must-do’ and will lead to valuable new business leads and avenues in the future. What do you think will be the highlight of this year’s ATM? In light of the current financial climate, I believe securing the exceptional exhibitor and pre-registered visitors numbers we have for 2009 reinforces how vital this cornerstone event is industry-wide. My hope is that in months and years to come, we can look back at ATM 2009 as a week when we strengthened the foundations and set the industry on the road to global recovery. That would be my own personal ‘highlight’. HME
Hotelier Middle East • May 2009
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25 GIBTM REVIEW
Region’s meetings outlook positive The third Middle East Meetings Industry Research Report released at last month’s GIBTM exhibition revealed buyers are still booking MICE business in the Middle East, despite the economic slowdown GIBTM The Middle East’s meetings industry is bearing up well despite the current economic climate. That was the message from last month’s GIBTM show in Abu Dhabi (March 31 to April 2) where the findings of the third Middle East Meetings Industry Research Report were overwhelmingly positive from both a buyer and supplier perspective. The report found that more than 50% of buyer respondents organised more events in Middle East in 2008, compared to the previous year with Dubai remaining the most popular destination for those events and Abu Dhabi gaining market share. In addition, suppliers, including hotels and spas (40% of the 167 supplier respondents), saw an increase in the value of their meetings business in the region, from an average of US $826,000 last year to $1.03 million this year.
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2009 OUTLOOK Looking ahead, although 37% of buyers expect an increase in the number of events they hold in 2009 (compared to 36% who expect the number to stay the same and 28% who expect
The buyers The 258 buyer respondents were from 47 countries with 31% from the UAE and other Middle Eastern countries.They represented the following target sectors: International associations and notfor-profit organisations Regional and national associations and not-for-profit organisations Corporate organisations Exhibitions Incentives Third-party organisers responsible for organising events for any or all of the above sectors
a decrease), they do anticipate reductions in budgets, delegate numbers and event duration. In addition, the type of events they are booking has already changed, with more meetings taking place. Costs have become the most important influence in buyers’ decisionmaking processes and with exchange rate fluctuations effecting the market, buyers need to be offered value for money, hence the challenge for suppliers is to keep check on rates and to provided added value. Suppliers were more optimistic about the future volume of events than the buyers although they too predict that budgets will decrease. Of the 167 respondents, 45% expected the volume of events to increase.
THE BUYERS In terms of destinations buyers had booked in the last 12 months, Dubai remained in the top slot, followed
More than one-third (37%) of buyers expect an increase in the number of events they hold in 2009.
by Egypt, Abu Dhabi, Morocco and Jordan respectively. However, the table comparing destinations buyers had booked in last 12 months compared to those they expected to book in the next 12 months was quite telling (see table) with Jordan, Lebanon, Kuwait, Ajman,
The suppliers The 167 supplier respondents were based in 38 different countries with 68% based in the Gulf/Middle East. They represented a broad range of suppliers — 40% from hotels/spas, 18% DMCs and 9% national tourist organisations — and 86% of suppliers had clients in the Gulf/Middle East representing a rise from 74% last year. In terms of the locations of suppliers’ clients, the largest proportions were in Dubai,Abu Dhabi and Saudi Arabia.
Hotelier Middle East • May 2009
GIBTM REVIEW
26
Dubai remains the top destination choice for buyers organising events in the Middle East.
Key points made by buyers lead time that was indicated in last year’s survey) Duration of events has decreased from 4.1 days last year to 3.9 days this year The most popular months for events in the Gulf are March, November, February, October,April and May respectively The mean size of events in the region has increased to 154 delegates, compared to 143 last year. Mean expenditure for events in the Middle East has increased from $505,000 last year to $532,000 this year. 27% of buyers said their budget for booking meetings business had increased this year
The majority of events in the region are organised with involvement from thirdparty organisers 81% of buyers had held events in the region over the last 12 months compared to 46% the previous year 51% said they organised more events in the region in the last 12 months (up from 40% the previous year) The mean number of events per buyer held in the region was 5.7 (compared to 4 last year) Dubai was the most popular destination over the last 12 months The mean lead time for organising events is five months (the same mean
Location
Used in last 12 months
Expect to use in next 12 months
Percentage change
Dubai
67.1%
71.1%
+5.9%
Abu Dhabi
51.3%
60.5%
+17.9%
Egypt
31.6%
34.2%
+8.3%
Saudi Arabia
26.3%
25%
-5%
Bahrain
25%
17.1%
-31.6%
Qatar
25%
27.6%
+10.5%
Jordan
18.4%
17.1%
-7.1%
Lebanon
18.4%
17.1%
-7.1%
Kuwait
17.1%
7.9%
-53.8%
Oman
14.5%
17.1%
+18.2%
Morocco
13.2%
17.1%
+30%
Ajman
9.2%
1.3%
-85.7%
Ras Al Khaimah
9.2%
6.6%
-28.6%
Tunisia
9.2%
5.3%
-42.9%
Syria
7.9%
7.9%
N/C
Fujairah
6.6%
2.6%
-60%
Sharjah
6.6%
3.9%
-40%
RAK, Tunisia, Fujairah and Sharjah all looking less popular in 2009. Buyers revealed that the mean lead time for organising events is five months (the same as last year’s survey), but that the duration of events has decreased from 4.1 days last year to 3.9 days this year. An overwhelming 87% of respondents are holding events for up to 300 delegates with 69% of those under 200 delegates. The mean size of events in the region is 154 delegates, compared to 143 last year. In terms of mean expenditure for events in the Middle East, the amount has increased from $505,000 last year to $532,000 this year and in terms of budgets for this year, 27% said it had increased, 38% said it had stayed the same and 35% said it had decreased. Unsurprisingly, when asked the top 12 most important influencing factors when placing an event in the Middle East, top priority was cost (73% of respondents). Interestingly, the quality of meeting facilities shot up from ninth position last year to third position this year, while availability of hotel rooms/venues had slid down from third to eighth slot.
compile the report, noted that it was interesting that although the value of suppliers’ business had increased, the mean number of events they had hosted in the last 12 months was 3.6 (compared to 3.7 last year). The mean duration was 3.1 (the same as last year) and the typical size was 188 delegates (compared to 195). She also stressed that suppliers now agree with buyers that the cost is more important in the top 10 factors influencing clients’ decisions to hold events in the region. Suppliers said location was top priority, however, whereas buyers indicated that the quality of meeting facilities was more important this year and the quality of accommodation as important, suppliers said they were less important than last year (quality of meetings facilities slid from fourth to fifth place and quality of accommodation slid from second to fourth place). The average marketing budget allocation for the Middle East is 13.6%, with 91% of suppliers targeting the corporate organisations this year (compared to 63% last year). Almost 70% of suppliers considered the Middle East to be the key growth area for meetings business.
THE SUPPLIERS Of the 167 suppliers surveyed, 18% had 100% of their business taking place in the Middle East. Oil/gas/ utilities were the top industry sectors for suppliers, closely followed by pharmaceutical/medical and the financial services sector. Only 14% said the value of their Middle East business had decreased in the last 12 months — 45% said it had increased and 41% said it had stayed the same. However, 80% said their business had been impacted by currency fluctuations. Sally Greenhill, the director of The Right Solution Limited, which helped
Background to survey This was the third Middle East Meetings Industry Research Report compiled by Reed Travel Exhibitions.The research was undertaken in January and February 2008 and generated feedback from 258 meeting buyers and 167 meeting suppliers from across the globe, with a focus on the Middle East.
Key points made by suppliers 18% had 100% of their business taking place in the Middle East Oil/gas/utilities were the top industry sectors for suppliers Only 14% said the value of their Middle East business had decreased in the last 12 months 80% said their business had been impacted by currency fluctuations The mean number of events hosted in the last 12 months was 3.6 (compared to 3.7 last year). The mean duration was 3.1 (the same as last year) and the typical size was 188 delegates (195 last year) The average marketing budget allocation for the Middle East is 13.6%, with 91% of suppliers targeting the corporate organisations this year (compared to 63% last year) Almost 70% of suppliers considered the Middle East to be the key growth area for meetings business
Destination popularity according to buyer respondents May 2009 • Hotelier Middle East
www.hoteliermiddleeast.com
DATA
28
Market data The latest research from STR Global uncovers mixed year-on-year results for the Middle East/Africa region
ANALYST
O
ccupancy in the Middle East/Africa dropped 11.5% to 63.4%; average daily rate (ADR) increased 0.4%
to US $163.49; and revenue per available room (revPAR) decreased 11.2% to $103.61 for the month of February, according to the latest figures from lodging industry benchmarking and research company STR Global. Managing director James Chappell (pictured left) said: “Although we are seeing declines across the globe, the good news for the Middle East/Africa region is that in most instances they are still holding their ADR better than Asia Pacific, Europe or the Americas. “Not surprisingly, the predomi-
33% YTD
Dubai hoteliers witnessed a slump in business in February, with a 16% fall in occupancy and a 23% decrease in rates driving revPAR decline of 36%. ADR was second in the region to Muscat, which reported average rates in February 2009 of $310 — a 19% increase for that market on February 2008.
nately leisure markets of Dubai and Cairo dropped their rates against February last year, although Dubai is falling from a high base and Cairo had a very strong first six months in 2008,” said Chappell. Highlights from key markets (percentages are February 2009 versus February 2008) include: • Beirut, Lebanon reported the largest occupancy increase (+127% to 73%). Jeddah, Saudi Arabia, also increased in occupancy (+2.3% to 67.4%). • Two key markets reported decreases in occupancy of more than 20%: Mus-
Dubai 2008
RevPAR US $
Occupancy (%)
Room Rate ($)
Feb
89.1
366.48
326.57
Mar
89.1
372.7
332.17
Apr
84.5
347.37
293.39
May
78.5
294.66
231.22
June
76.5
209.21
160.03
July
72.6
192.68
139.96
August
76.3
196.44
149.9
Sept
60.8
186.14
113.21
Oct
82.7
365.58
302.39
Nov
84.3
366.51
308.86
Dec
66.2
323.34
214.03
2009
RevPAR ($)
Occupancy (%)
Room Rate ($)
RevPAR ($)
Jan
68.1
306.9
208.9
Feb
75
279.93
209.87
*AN
&EB
-AR
!PR
-AY
Riyadh 0.4% YTD Riyadh overcame a 14% drop in occupancy compared with the same month last year to post an increase in revPAR (4%) on the back of a hike in ADR of 21%. The city’s hoteliers finished on $196 for the second month of the year ($184 year-to-date), with occupancy levels of 66%.
2008
Occupancy (%)
Room Rate ($)
*UL
!UG
3EP
/CT
.OV
$EC
3EP
/CT
.OV
$EC
RevPAR US $
80.1
235.79
Mar
85.5
249.28
213.26
Apr
85.7
253.64
217.38
May
82.7
253.7
209.8
June
79.6
241.06
191.99
July
72.2
218.48
157.77
188.79
August
56.6
203.64
115.36
Sept
46.2
213.78
98.66
Oct
65.1
260.58
169.68
Nov
78.1
272.36
212.77
Dec
44.2
237.51
104.93
Occupancy (%)
Room Rate ($)
RevPAR ($)
Jan
63.5
274.17
174.11
Feb
68.7
285.67
196.36
NOTES: Contributing hotels include both independent and group operated units and the sample is typically representative of quality hotel supply. This report contains proprietary information of STR Global Limited, and no part may be reproduced or transmitted, in any form or by any means without the express written consent of STR Global Limited. All requests to reproduce this information must be addressed to info@strglobal.com. If approved, any reproduction of this report, in whole or part, must be
May 2009 • Hotelier Middle East
*UN
RevPAR ($)
Feb
2009
cat, Oman (-24.3% to 65.8%); and Amman, Jordan (-21.7% to 50.8%) • Two key markets reported ADR increases of more than 40%: Beirut (+44.8% to $171) and Abu Dhabi, UAE, (+42.5% to $388.49). Other markets reporting double-digit increases in ADR include Riyadh, Saudi Arabia, Amman, Jordan, Jeddah, Saudi Arabia and Muscat. The graphs below show a snapshot of two of the region’s largest markets, Dubai and Riyadh, in which the percentages used are for February 2009 compared to February 2008.
*AN
&EB
-AR
!PR
-AY
*UN
*UL
!UG
attributed to ‘STR Global’ with a copyright to STR Global Limited, as failure to do so may result in legal action. Whilst every effort has been made to ensure the accuracy of the information contained in this report, this cannot be guaranteed and neither STR Global Limited nor any related entity shall have any liability to any person or entity who relies on the information contained in this report. Any such reliance is solely at the user’s risk. © STR Global Limited 2009. All rights reserved.
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HOTEL SHOW 2009 24 - 26 MAY 2009 Dubai International Exhibition Centre
31
ITP Business Publishing CEO Walid Akawi Managing Director Neil Davies Deputy Managing Director Matthew Southwell Editorial Director David Ingham VP Sales Wayne Lowery Publishing Director Diarmuid O’ Malley Editorial Senior Group Editor Gemma Greenwood Tel:+ 971 4 435 6262 email: gemma.greenwood@itp.com Editor Louise Oakley Tel:+ 971 4 435 6274 email: louise.oakley@itp.com Assistant Editor Laura Warne Tel:+971 4 435 6261 email: laura.warne@itp.com Advertising Publishing Director Diarmuid O’Malley Tel: +971 4 435 6355 email: dom@itp.com Commercial Director Sarah Worth Tel: +971 4 435 6374 email: sarah.worth@itp.com European Sales Manager Stephané de Rémusat Tel:+33 53 427 0130 email: sremusat@itp.com Studio Group Art Editor Dan Prescott Designer Martin Staniszewski Photography Director of Photography Sevag Davidian Chief Photographer Nemanja Seslija Senior Photographers Valeriano Handumon, Alan Desiderio, Efraim Evidor, Khatuna Khutsishvili Staff Photographers Khaled Termanini, Thanos Lazopoulos, John Pocock, Jovana Obradovic, George Dipin, Samin Abarqoi, Leila Cranswick, Rajesh Raghav, Ruel Pableo, Louis Savage Production & Distribution Group Production Manager Kyle Smith Production Manager Eleanor Zwanepoel Production Coordinator Sophia White Managing Picture Editor Patrick Littlejohn Distribution Manager Karima Ashwell Distribution Executive Nada Al Alami Circulation Head of Circulation and Database Gaurav Gulati Marketing Head of Marketing Daniel Fewtrell ITP Digital Director Peter Conmy Internet Applications Manager Mohammed Affan ITP Group Chairman Andrew Neil Managing Director Robert Serafin Finance Director Toby Jay Spencer-Davies Board of Directors K M Jamieson, Mike Bayman, Walid Akawi, Neil Davies, Rob Corder, Mary Serafin Circulation Customer Service Tel: +971 4 286 8559 Certain images in this issue are available for purchase. Please contact itpimages@itp.com for further details or visit www. itpimages.com.
Whose brand is it anyway? he lawsuit filed by Starwood against Hilton for the theft of “massive amounts of proprietary and highly confidential Starwood information”, which has lead to the suspension of Hilton’s Denizen brand with Starwood-turned-Hilton branding gurus Ross Klein and Amar Lalavni being placed on paid leave, has certainly got the industry talking. While it would not be for Hotelier Middle East to comment on the pending case itself, it does poignantly raise the issue of how precious brands are to the hotel industry. And nowhere is this more important than in Dubai, where five-star, luxury hotels are lined up side-by-side and are highly competitive on price. Those in the know may be able to explain the difference between The Westin and The Address, or even the Grand Hyatt and the Park Hyatt, but how is the brand perceived by the consumer? What is it about your brand that would make them choose it above another — and even pay more for it? As Starwood global brand leader for Le Méridien and W, Eva Ziegler, interviewed on page 40, explains: “There is one general principle to branding — you have
T
to identify a distinctive positioning for a brand and then find a target audience inside, and then find the emotional connection between the inside and the positioning of the brand. It’s all about the emotional connection that drives loyalty beyond reason and, ultimately, also in price premium due to a stronger brand”. Ziegler says that for hotels specifically, the opportunities for branding are increased because it is an “experience branding” rather than a “product branding”. Hotels have a human component as well as a physical product, plus hoteliers have a day, three days, or three weeks to brand the experience. However, Ziegler warns: “Having a lot more touch points to leave memories with the person also means you have a lot more possibilities to fail — it’s an opportunity as well as a challenge”. What is unique in hotel branding then is the ‘people factor’; there is no point having a great guest check-in concept if the staff employed to execute it are not brand ambassadors. So it is not just about whether employees give good service, but whether they give good service in the style, manner and tone of your property’s branding experience.
Louise Oakley, editor
louise.oakley@itp.com Although the word of the moment is redundancy, what about retention? Keeping your staff motivated and confident is the only way that they will stay loyal to your brand. Independent surveys by Catererglobal.com and Manpower Middle East have highlighted that retention is still a huge issue for HR managers in the region. Staff are essential in providing the touch points of your brand and forming the emotional connection with guests. Perhaps that’s another issue highlighted by the Starwood versus Hilton case — staff loyalty is just as important as customer loyalty to the success of your brand.
Printed by Atlas Printing Press L.L.C. Dubai Controlled Distribution by Blue Truck The publishers regret that they cannot accept liability for error or omissions contained in this publication, however caused. The opinions and views contained in this publication are not necessarily those of the publishers. Readers are advised to seek specialist advice before acting on information contained in this publication, which is provided for general use and may not be appropriate for the readers’ particular circumstances. The ownership of trademarks is acknowledged. No part of this publication or any part of the contents thereof may be reproduced, stored in a retrieval system or transmitted in any form without the permission of the publishers in writing. An exemption is hereby granted for extracts used for the purpose of fair review.
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VOX POP: The Middle East has always
three major shows in the UAE and
of on-going projects both within
up for the lost sales in other key
been and will be in the future a
our presence there enables us to
Europe as well as the US. We are
markets [worldwide].
focus for Villeroy & Boch Hotel &
meet with existing clients and to
already working with hotels in
Restaurant Division. However, the
show them new products and to
areas such as Saudi Arabia, Doha
hotel projects and even though
general economical slowdown has
discuss future projects.
and Bahrain. We anticipate that
a lot of them have been either
also reached the Middle East.
Gavin Dodd, managing
the list of clients in these regions
shelved or postponed, there are
Serge Hemmer, Villeroy &
director, A Ronai
will grow significantly for us in the
enough new hotels coming up
near future.
in the Middle East which we are
The Middle East has always been
Puneet Bhalla, managing
actively following up. Our strategy
and will continue to be a key focus
director, Maxim World
is to go to new market segments
Boch Hotel & Restaurant Division
Published by and © 2009 ITP Business Publishing, a division of the ITP Publishing Group Ltd. Registered in the B.V.I. under Company Number 1402846.
www.hoteliermiddleeast.com
Some suppliers have witnessed a renewed focus on the Middle East. Is this the case for your business? We are concentrating on new
Our company focuses on the
area for Maxim World. We never
Middle East with more than 90%
actually lost focus on this region
The Middle East is still a growing
Paul Micallef, regional sales
of our business being generated
to start with. Additionally, we are
market and thus there is a lot
director Middle East, Sth Asia
from the area. We exhibit at the
currently working on a number
of focus on the region to make
& Turkey, Cambro Middle East
which were not our focus earlier
Hotelier Middle East • May 2009
COMMENT
Registered at Dubai Media City PO Box 500024, Dubai, UAE Tel: +971 (0)4 210 8000 Fax: +971 (0)4 210 8080 Offices in Dubai & London
COMMENT
32
Choose your operator wisely Viability director Guy Wilkinson explains the factors owners must consider when selecting a hotel operator but says that ultimately, it all boils down to the chemistry of the partners the hotel. Such companies are usually prepared to lease the hotel from the owner. A typical annual lease for a threeor four-star hotel in Dubai with 100 rooms, say, can cost up to AED 10 million (US $2.7 million), payable in advance with four cheques. This is good for the owner, because all the risk of fluctuating performance is borne by the operator — effectively, the tenant.
COLUMNIST ecession or no recession, it seems that every day there’s a new investor willing to try his or her hand at hotel development. Often, the investor is totally new to the game, and has no more grasp of the challenges of establishing and running a hotel than the average hotel guest. One of his first decisions will be to decide whether he is going to run the hotel himself, so to speak, or to contract the management out to a specialist operator. The first option typically means finding an experienced hotel general manager, who can then be entrusted with performing a panoply of roles from owner’s representative during construction and fit-out, to chief recruiter, trainer and strategist during pre-opening, and finally GM once operations have commenced. This option works best when the investor is a group of companies that already has resources and a head office team, for example. Such groups may contain component companies that can logically supply to or support the hotel. Banks, contracting companies, furnishing or food suppliers, travel agencies and tour operators are particularly useful. An alternative that is commonly adopted in the mid-market segment is to contract a ‘white label’ operator that will take on the management of
R
May 2009 • Hotelier Middle East
CHAIN REACTION But to go with an ‘own name’ hotel has its disadvantages too, when compared with the plus points a big chain can bring, which can most succinctly be summarised as branding, networks and systems. The larger chains have brands that once applied to a hotel, convey all sorts of subliminal messages about consistent high standards, as well as suggesting how special you will feel if you stay there. These brands are supported by extensive sales and marketing networks. In some Gulf hotels, up to 25% of bookings come through the chain’s proprietary reservation system. And then, of course, the
large chains have people with invaluable experience and well thought-out manuals for handling every stage of setting up and operating a hotel, which can save a first-time owner the pain and grief of having to learn it all from scratch. Most international chains operate under the terms of a management contract, but a few also offer franchise opportunities. The basic difference is that with a management contract, all the staff are hired and controlled by the chain, but employed by the owner; whereas under a franchise, the staff are hired, employed and managed by the owner, using the franchise guidebook. The price of hiring a chain is relatively minimal, amounting to around 8% of the total revenues earned by the hotel each year on average, under a management contract (less under a franchise). Not a bad deal, you might think, assuming that a chain hotel can earn more money than an unbranded one, but some owners don’t see it that way. The main reason for their reluctance is the shocking realisation that the operator expects the owner to pay for everything, starting with a
pre-opening budget of one, two or three million dollars. Sobering stuff, to which the operator will naturally then counter that the annual revenues will be something like $30 million, but you can’t get to that point without some working capital!
CLASH OR CHEMISTRY Knowing which chain to choose is by no means straightforward and best achieved with the advice of an experienced hospitality consultant. Investors tend to see their own hotels through rose-tinted spectacles and can fail to understand the carefully developed ‘pecking order’ of multi-brand chains, for example. A good adviser can help owners have realistic expectations according to their budget, plot location, building design, etc, while still making sure that their legal and commercial rights are protected at every stage. The operator selection process should ideally involve benchmarking the chains under consideration against each other in twin qualitative and quantitative analyses. The first compares aspects like the experience and spread of the chain, and the latter tots up the relative cost of the management fees requested by the short-listed operators. But for all this science, there is a third aspect that is probably more important, namely, the chemistry between the principals of the owning and operating companies — the ‘click/clash’ formula. Many a hotel chain that looked ideal on paper has been rejected because the investor simply failed to take a shine to the operator’s boss or the main negotiator. HME
Guy Wilkinson is a director of Viability, a hospitality and property consulting firm in Dubai. For more information, email: guy@viability.ae
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COMMENT
34
It’s time to refuse the freeze Hospitality Graduate Recruitment managing director Jeff Ross urges hoteliers not to succumb to a recruitment freeze, which he says would seriously hamper their hunt for talent in the future
LOBBYIST t has been absolutely frightening to experience the ease with which global hoteliers have adopted and accepted the ‘recruitment freeze’ strategy over the last four to six months, especially within many Middle Eastern countries and within the large corporate hotel chains. Do not underestimate the speed with which an employer and company becomes labelled as ‘not recruiting’ from internal word of mouth following a senior management directive to this effect. This has a far-reaching negative market impact, sending a very strong signal, of the wrong kind, to all business stakeholders, including potential employees, customers, and investors. It is an understandable and proper course of action to manage and control recruitment costs, however, it must be considered that poorly planned and executed recruitment freezes are very likely to seriously harm the organisation in the medium- to long-term.
I
Dr John Sullivan on ERE.net identifies the following risks: • Loss of certain key revenue impacting roles, which ultimately decreases revenue beyond any cost savings • Increases in employee burnout and staff turnover • A serious decline in both organisational morale and staff productivity May 2009 • Hotelier Middle East
Hotels in the Middle East have been too quick to adopt and accept ‘recruitment freeze’ strategies.
ORGANISATIONS THAT ARE NOT CURRENTLY MARKETING THEMSELVES AS LEADING HOSPITALITY EMPLOYERS ARE GOING TO MISS OUT. THIS IS INDISPUTABLE. • Missing out on opportunities to recruit new talent • Decreasing an organisation’s capability to innovate • Damaging the employer brand, making hiring much more difficult when the economy improves How true all of these points are, and I would like to touch on points four and six in more detail. Hospitality Graduate Recruitment (h-g-r)
deals with some 7000 hospitality students and alumni every year, via its network of more than 250 international hotel schools. Currently there is a great fear among students that are soon to graduate that there simply will not be any good job opportunities in the industry. Consequently, many will seek and find employment outside of the industry, and many will take the
option of pursuing further education at a stage of their career where perhaps it is not the best course of action. Organisations that are not currently marketing themselves as leading hospitality employers are going to miss out. This is indisputable. What is probably not considered though, is the extent to which this will impact upon their reputation in the long-term, and it should not just be assumed that when times are better, the top applicants will come flocking back. They will not; they will continue to be loyal to the employers that have been marketing opportunities and career development throughout the tough times, and whose name they remember and recognise. We are not yet seeing evidence of many hospitality organisations that are taking an exceptional approach in recessionary recruitment, but it is clear that opportunities are there to be taken for those companies that are truly strategic in their organisational and human resources strategy. It will take much more than just advertising the fact that a company is still recruiting, however. Rather, the organisation needs to demonstrate and market its commitment to employment and the development of human resources, and also in nurturing talent. Those that consider this only once times are better will be playing catch up and will pay the penalty. HME Jeff Ross is managing director of Hospitality Graduate Recruitment (h-g-r), which helps hospitality employers globally to find hotel-school students and alumni for entry level, trainee, supervisory and junior management positions. He is also executive director of Hospitality Executive Search (HES Global) Middle East, Europe & Russia, a senior executive search firm serving the hospitality industry exclusively. Tel: +41 41 370 6759 Email: jeff@h-g-r.com / jross@hesglobal.com Web: www.h-g-r.com / www.hesglobal.com
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VISIT US AT THE HOTEL SHOW 2009 DUBAI INTERNATIONAL EXHIBITION AND CONVENTION CENTRE 24-26 MAY 2009 STAND NO. 2A171 DUBAI, U.A.E.
Interior Decoration, Home, Fashion & Design
COME & VISIT THE 8 FRENCH PROFESSIONALS from the pays de la Loire Region! d E214 Hall 3 Stan
HERVE GAMBS – LA BRANCHE D’OLIVIER
METEORITES
Since 1989, the French floral designer HERVE GAMBS create extraordinary collections of handmade floral arrangements for Luxury brands, Hotels, Restaurants and private apartments
Natural stones and pebbles for indoor and outdoor decoration. These products will create a natural atmosphere for the floors and walls of all areas: lobbies, spas, patios, swimming-pools, bathrooms, bedrooms, etc. The stones are marbles, semi-precious stones (jade), onyx, lava stones and pebbles from beaches and rivers. METEORITES has also a collection of sinks, lavabos and outstanding bathtubs carved in natural stones such as marbles, onyx and granites. METEORITES is the company that will guide you through the “natural design”
Hervé Gambs Tel : +33 (0)2 41 62 68 68 www.hervegambs.fr
Mathilde Evrain Tel : +33 (0)2 40 11 09 77 Mobile : +33 (0)6 32 71 88 74 www.meteorites-galets.com
LIBERTY ORFEVRERIE For more than 80 years, in our French workshops, we have made and repaired silverware pieces in silver-plated metal and massive silver. We offer to our French and international clientele: 28 different models of silver-plated settings; 12 different models of massive silver or Vermail settings. Our catalogue presents more than 150 table silverware references (serving platters, bottle servers, carafe servers, mustard dishes, salt and pepper shakers, caviar cup, champagne buckets, ice buckets, wine sippers, etc...) Platters (round, oval, baskets, vegetable service dish, platters, etc...) Decorative silverware (candle holders, candle sticks, boxes, etc...) Proud of our trade, we maintain a tradition and quality of high class French products.
Benoît de Grandmaison Tel : +33 (0)2 43 07 01 01 Mobile : +33 (0)6 12 90 82 15 www.liberty.fr
PAYS DE LA LOIRE REGION The Pays de la Loire Region is among the leading regions in France in terms of economic development. Home fashion and design are part of the main pools of excellence in Pays de la Loire Region.
ATELIER D’ART MARC MORISSET The company is specialized in the making of carved wooden furniture gilded with fine gold or copper. The company also develops restoration works on ancient gilded furniture.
Marc Morisset Tel : +33 (0)2 40 25 23 04 Mobile : +33 (0)6 24 18 54 65 www.atelier-mmorisset.com
AT HOTEL SHOW 2009, MAY 24 - 26 On the French Pavilion in collaboration with UbiFrance Dubai International Exhibition Centre
MONTGOLFIER
HOPMAN
Manufacturer of top-end tableware and decorative products, Montgolfier is based in the Loire valley, France, since 1947. Thanks to its creativity, all-integrated process and designers’ collaboration, Montgolfier offers original and contemporary designs for hospitality distributors. Specific glaze is used, to give an unique touch, and the wide colour range allows for customization and enhances the decorative quality. These features allow Montgolfier products to appeal to well-known cooking chefs ( like Robuchon …).
The Hopman Sound Transfer is a speaker of a new technology. It transforms the materials surrounding us in acoustical diffusers. It brings us wellness and comfort. The Hopman Sound Transfer drives us to original sound. Installation on glass, wood, preassembled walls and other materials is fast and easy.
Bernard Fradin Mobile : +33 (0)6 08 07 44 92
Delphine Stroesser Tel : +33 (0)2 41 18 09 39 Mobile : +33 (0)6 22 84 84 53 www.montgolfier.fr
DIPLINE Dipline is a unique conductive panels technology. DIPLINE is a patented concept, homologated in Europe and North America, conceived and made in France, and which revolutionizes low voltage lighting. DIPLINE, developed and made in France under exclusive licence by SAITEC, is an easy luminous concept. By its originality and its ease of use, it revolutionizes interior lighting.
Philippe Jolly Tel : +33 (0)2 51 35 48 92 Mobile : +33 (0)6 86 45 81 67 www.dipline.com
BOUGIES LA FRANCAISE French Manufacturer of candles since 1902, Bougies La Française has a long tradition of high quality fragranced candles. Our specialized department develops the conception of your own candle customized and creative…“with the image of your brand”. Many famous brands as Louis Vuitton, Kenzo, Prada, Yves St Laurent, Armani have already trusted us. You have a project? Like these great names, rely on us to help you carry it out!
Liliane Leroy Tel : +33 (0)2 51 42 15 34 www.bougies-la-française.com
FOR FURTHER INFORMATION please contact Mrs Martine Daniel Tel: +33 (0)2 40 44 63 31 Mobile : +33 (0)6 23 16 96 71 m.daniel@paysdelaloire.cci.fr www.paysdelaloire.cci.fr
PEOPLE
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Pelling pulls no punches Raffles Dubai’s incoming GM John Pelling explains why his first priority was to make the property’s prices more realistic in a bid to do away with its “occasions-only” image GM INTERVIEW What changes have you made since you started with Raffles? I’ve been here since the middle of January [2009], so I’m seeing things with a fresh pair of eyes compared to some of my colleagues that have been here since the beginning. People love this hotel, but they feel that it is a special occasion outlet. So if it’s a birthday or an anniversary, they’ll go to Raffles, which is great — obviously we’re delighted that people think of us in that style. However, we want to be more than that. What we’ve had to do is be more realistic about what the market can afford. Perhaps where the prices were positioned at the beginning was possibly a little aggressive and the gap between us and other Sheikh Zayed Road hotels was too great. We’ve subsequently in recent months realigned price points. I’m confident that where we have positioned our prices is very appropriate for the market. There are difficult trading conditions at the moment, but we’ve seen some good results. How are occupancy rates faring? Occupancy is a little behind where our expectation was. We’re still a relatively new hotel — only 16 months old — and things were starting to move in a positive direction last year as people became familiar with the product. However, we need to create
more traffic. We are a little behind where we should be because of the circumstances of the fourth quarter of last year, which has progressed through 2009 and no doubt will continue throughout 2009. I think we’re still on a good course. I’m quietly optimistic and although it’s a difficult trading year, I predict our 2009 will be better than our 2008. How important is the Raffles brand name? What influence does it have? I think it conjures up a bygone era. People know of Raffles from Singapore, where our corporate home is. We’re very proud of that and it’s an icon. However, this hotel [in Dubai] is the future of Raffles as a brand. Our owners have tremendous ambition and I think that as the Raffles brand develops, it will be through new-build hotels. Raffles Dubai is a prototype for the development that might happen in the future. What elements will these ‘new Raffles’ properties have? Obviously Singapore is a colonial building. You can’t replicate that, so our Dubai property is themed, in keeping with our owners’ vision for the Wafi complex. Obviously it might not work in London, New York or Milan, but this is specific to Dubai. The new hotels will have more business facilities. Obviously there are such facilities in the Singapore property, but they’ve been adapted to the colonial design through retrofitting. As the
new-builds come along, wifi is now standard and, while keeping the old Raffles core values, the properties are being modernised to the business and leisure traveller of the 21st century. What is your strategy for the next six to 12 months? I think keeping the team here motivated is a critical challenge and something that we need to be spending a lot of time and effort on. Our colleagues are all sensible, they understand what is happening in the world’s economy and they know that everyone is under pressure to perform. But I don’t want the team here feeling under enormous pressure and stress, because that reflects badly on how they interact with our guests. In this hotel we still have untapped potential that we can enjoy, whether that is in the rooms or F&B outlets where, with some realignment, we will see our volumes grow. I am optimistic; the glass is certainly more half-full than half-empty. HME
I’M CONFIDENT THAT WHERE WE HAVE POSITIONED OUR PRICES IS VERY APPROPRIATE FOR THE MARKET May 2009 • Hotelier Middle East
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Brand Eva-lution In her three years with Starwood, branding guru Eva Ziegler has completely transformed the face of Le Méridien. With W Hotels now also under her wing, Ziegler shares her expertise in creating the emotional connection with a guest that drives loyalty beyond reason and price INTERVIEW Eva Ziegler is the sort of wonder woman that one senses absorbs everything around her, constantly juggles three tasks at once, and most likely dreams up quirky hotel concepts in her sleep — when she has time for it. Hotelier Middle East meets Ziegler, Starwood Hotels & Resorts global brand leader for W and Le Méridien, during a fleeting visit to Dubai for the launch of the first inhotel L’atelier des Chefs at Le Méridien Dubai. This cooking school-cum-restaurant, where guests must prepare their own food if they want to eat, is one of Ziegler’s latest additions to the Le Méridien chain, and one she is passionately excited about. Along with the recent introduction of the LM100 — a community of creative experts and cultural innovators selected by Le Méridien’s cultural curator Jerome Sans and designed to guide the hotels into creative hubs — L’atelier des Chefs is part of the final phase of Ziegler’s mission to transform Le Méridien into a lifestyle brand for Starwood. This was no small challenge — Le Méridien had a 35-year history as a standalone chain with its roots in France before it was acquired by Starwood in November 2005. Ziegler joined the company early in 2006, following a varied background branding soft drinks, consumer goods and cars, and has been working since, round-the clock one May 2009 • Hotelier Middle East
Eva Ziegler is a believer in defining a hotel’s core values.
can only assume, to relaunch the brand according to the Starwood philosophy — that of transforming the hotel business from a transaction-oriented business to a lifestyle branding experience. From a product perspective, explains Ziegler, Starwood consolidated the brand and 40 hotels left the group, leaving it with 95 to develop. “You can really class the achievements [with Le Méridien] into three distinct years with three distinct phases,” says Ziegler. “The first year, 2006, was all about integrating Le Méridien into the Starwood processes and systems. In parallel, we started to develop the fundamentals of the brand — what are the core values, what is the target audience, what is the positioning, what is the visual identity, what are the naming conventions; all the strategic basics of a brand were
identified in 2006. In 2007, it was identifying the experiences that we wanted to brand, developing that world that we wanted to create and piloting the experiences that we wanted to start with, because before we roll out anything globally you pilot them in different parts of the world,” continues Ziegler. She explains that Le Méridien has three focus areas that were critical to the rebranding —arrival, in-room and cuisine— and also three core values, which Ziegler sums up as “chic, culture, discovery that feels sophisticated, original and contemporary”. For example, at Le Méridien the arrival experience has four components, all piloted in 2006, which are: the transitional portal achieved through the use of an art appliqué on the door; a sensorial atmosphere of a specific scent, sound and light on entering a Le Méridien; the “unlock art experience”, whereby each key is designed to “be a piece of art that unlocks a cultural institution locally”; and the “elevated experience”, which involves a “24-hour soundscape” playing in the lifts. It was details as fine as these that were then rolled out in 2008, the first year of global implementation. Ziegler says: “This year we are still continuing the rollout, and basically out of those three areas of arrival experience, in-room and cuisine, arrival was implemented by the end of March globally; cuisine, in terms of the breakfast, the Coffee Culture and hopefully a second L’atelier des Chefs, should be done by the end of this year; and then in terms of in-room
we have developed a bed, towels, bathroom amenities — everything that touches the body. “That is the longest to roll out because a bed is a big capital investment and the requirement is that anybody that has a bed that is older than five years has to change it. We should have a high level compliance by beginning 2011,” says Ziegler. As well as rebranding the three key areas, Le Méridien has implemented a new hotel communications programme, a redefined website, new uniforms called the LM Collection and trained around 100,000 staff in the new service culture, which Ziegler says “was absolutely critical”. And of course, now Ziegler is at the fun part of focusing on the needs of the “creative guests” that the brand wants to attract. “We have actually set to offer culture in a new perspective that feels sophisticated and original,” says Ziegler, hence the appointment of Jerome Sans earlier this year. “The role of cultural curator is completely new; the first ever one in a hotel,” she says. “Lots of people claim to be art hotels but Le Méridien is a lot more than an art hotel because we want to make culture accessible to the people and when we present art then it’s always in a new way and a new perspective,” says Ziegler. “Jerome’s role is to identify artists that we would use for the portal artworks on the doors, the artists with whom we do the key card artworks, identifying the right partners like L’atelier des Chefs in terms of the www.hoteliermiddleeast.com
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cuisine experience, which is all about engaging in the creative processes and learning something new,” she says. It seems that going forward, therefore, guests will start to really benefit from the three-year rebranding programme, noticing the extra services offered in the realm of art and cuisine, which Ziegler hopes will “differentiate Le Méridien”. “The transformation has started, the real stuff is in the hotels and we will just need another two years to showcase it throughout arrival, in-room and cuisine in a holistic manner — but it has started and we are very excited,” says Ziegler. “The performance that this integration pushed for the brand was tremendous over the last three years and it really shows the power of Starwood and its centralised service systems that lay now a platform from which to operate more effectively and efficiently, on which you can then build a brand upon in a very confident way. “This brand is going to be really beautiful,” she concludes. “Le Méridien had a lot of cache before, but it’s like a wrought iron — it was dusty and we shaped it now and brushed it and it will shine pretty soon.” HME
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THE W STORY
THE ROLE OF CULTURAL CURATOR IS COMPLETELY NEW; THE FIRST EVER ONE IN A HOTEL
Following her success at the helm of Le Méridien’s repositioning, Ziegler has added global brand leader of W Hotels to her role at Starwood. “The W story is completely different to Le Méridien,” she says. “The character and personality of the two brands is very different, the starting point is very different; W is a brand that was created from scratch by Starwood in 1998 in New York.” Ziegler explains that W was launched as the “category buster”, to transform the meaning of hotel and the meaning of luxury, making it “the leading lifestyle brand at the time of launch”. “We want to provide an insider access to a world of wow,” she says. It is fair to say that the brand has achieved this, with service branded under the idea of ‘whatever, whenever’ and even an in-hotel language, but the next challenge is to transform W from a “US-centric phenomenon to a truly global powerhouse”, says Ziegler. “We have 27 hotels and by end 2011 we will have 60 plus hotels open in locations like London, Paris, Milan, Barcelona, Dubai, Amman, Shanghai and St Petersburg and also retreats like Ko Samui,” she says. Of the brand’s launch in the Middle East in Doha in March, Ziegler comments: “For me the effect is almost the same that W had in New York in 1998, which is a total revolution of the scene”.
Hotelier Middle East • May 2009
PROCUREMENT MANAGER
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Shopping around for supplies Hoteliers should be aware of all the suppliers of a particular product to ensure they are getting the best deal, advises Sohail Ahmed, materials manager at the recently-opened Grand Hyatt Doha mend the local vendors because they will bring more competition into the town, if we keep giving them the chance and we educate them on what the hotel needs. Where possible, it is important to buy locally. We source 40% of products locally, 40% regionally and 20% internationally.
PEOPLE What was unique about your preopening experience at Grand Hyatt Doha? This was the first time I had opened a hotel. The knowledge and experience I gained during the opening was something that I had never before experienced in my six or seven years of purchasing [spent at Hyatt Regency in Riyadh, Saudi Arabia, and Grand Hyatt in Muscat, Oman]. The most challenging and exciting part was the last few days before opening; on one hand the demands of the operating team kept increasing and on the other hand we also needed to do the closing of the pre-opening accounts and start up the accounts for the live company. We needed to do the inventory ready to open the next day; we had to count everything and make sure everything was there. At the same time, we had to fill the requirements of all the departments. The hotel opened during a volatile time for the industry. How did the economic climate impact your budget? The economic situation has changed a lot in the past six months, but our business plan was done in advance and it was done in a very proper manner. It was all taken care of and we were not affected by it. We also incorporated the inflation factor into our budget. What three suppliers were essential to the pre-opening of the hotel? For the furnishings we used Zubair Furnishings. It is a Muscat-based company and they have opened many properties of high quality — they are very reputable within Hyatt. For our kitchen and laundry we used Askar. Again, Askar is a local company with very good international brands. The selection was based on that and also it is required, especially when opening, to have loMay 2009 • Hotelier Middle East
IF A SUPPLIER DOESN’T EVER COME BACK TO ASK ABOUT HIS PRODUCT, THEN HE IS NOT A GOOD SUPPLIER cal companies to ensure there are appropriate warranties in case there are any problems with the equipment. For software we selected Telematics. They have been present in Doha for the past six years, but they are a very established company in the UAE. They provided all our software, fire and building safety management systems and televisions. How do you source your products? I believe that one should always keep good competition among the vendors. In most cases you get purchasing power through the quantity of product you are buying, so you need to go to the main vendors and agents. There is a difference between these high prices [charged by some suppliers] and the market price. If suppliers are putting high margins on the market price without bringing it back,
this cannot last for long. High profits attract more investors, more competition and lowered prices. Vendors should always be in fear of losing business. The knowledge of more than one source is essential, because if you don’t know the other sources, your supplier will charge whatever he wants. Do you recommend local vendors? Sourcing locally is always good, depending on the availability. Sometimes we’ll order something from a local vendor and he’ll source it from abroad so actually you pay more by using a middle man. However, in some cases local suppliers help because you buy what you need without having to store a lot. It also depends on what you need, your product knowledge and the availability of the product. I recom-
What is the most difficult product to source in Doha? Nowadays it is not so difficult to find products. The world has become a global village and with the click of the internet you can find where, how and why to buy. But I am looking into the specialty food and beverage products; these are a little bit tough to source and also can be expensive. For every import, there is a lot of documentation that needs to be done. This costs a lot of money and when it comes in there are other agents taking their shares as well. Also, because it is fresh food, we cannot stock a lot of it. What do you look for in a supplier? A supplier should be the main agent for the particular brand that you want. That is important, because if someone is buying from one person and then selling on to you it is not good. Quality, service and competitive prices are important. If any one of these elements are missing, then you are not buying from the right source. For example, F&B trends are not just about whatever is available — we are choosing suppliers who comply with hygiene and environmental standards. On the operational materials side, the after-sales service is very important. If a supplier doesn’t ever come back to ask about his product and see how it is working, then he is not a good supplier. A reference for a supplier is very important — it is good to see how he is treating his old customers. It is always important to look for the suppliers that will be helpful in the longterm, even for managers who will be here after me. HME
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Hotelier Middle East • May 2009
PROCUREMENT MANAGER
Procurement manager’s hotel highlights:
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[L-R] Levent Tekün, Joseph Mat er and
Nancee Ong-Wee.
How to stay in tip top condition As the team at Shangri-La Qaryat Al Beri in Abu Dhabi gears up for the launch of yet another addition to the complex — the four-star Traders Hotel — its sales & marketing (Levent Tekün), F&B (Joseph Matar) and spa (Nancee Ong-Wee) managers highlight their priorities for 2009 TALKING HEADS DIRECTOR OF SALES AND MARKETING Having been part of the pre-opening team at Shangri-La Qaryat Al Beri, director of sales and marketing Levent Tekün has seen the hotel develop from “virtually nothing” at an incredibly fast rate. Since launching the property back in 2007, Tekün has been part of an equally fast expansion at the property. “We had Chi the Spa come on line, the Villas, the Residences, Pearls and Caviar, the Souk and now Traders Hotel, which is due to open in the third quarter of this year,” says Tekün. “We will be the first Shangri-La Hotel & Resort complex to house four of our brands on one site — the hotel itself; the luxury Shangri-La brand, the Residences, Chi the Spa and Traders, our leading four-star brand that will have 301 rooms, all-day dining and its own gym, swimming pool and beach, but all connected within the same complex,” he says. Tekün reveals, however, that Traders wasn’t part of the plan when Shangri-La was under development. May 2009 • Hotelier Middle East
“Initially, when the commissioning was done, the building was going to be an extension to the Residences; however, with the current trends, especially of 2007/2008 and the boom in the market, there was certainly an interest in getting more hotel rooms on line. We looked at the possibility of this, we proposed it and here we are, a year and a half later, it’s been redesigned and reconfigured inside from apartments to a hotel,” says Tekün. The priority now will be to create awareness of the Traders brand in the local market, says Tekün, who describes the concept as a “hassle-free hotel facility”. Meanwhile, at the original property, the focus is on maintaining client relationships and the strong positioning the brand has developed. “We’ve started to obtain a strong client base and our repeat guest ratio is growing. Our established ShangriLa hotels average 42% repeat custom, which is actually quite high for a hotel company. “At the moment our hotel, which has only been open for a year and a half and six months as an entire complex, has a repeat guest ratio of about 36%, which is above the
industry norm [for that time period] and we are confident we will be in line with the brand by the end of this year,” asserts Tekün. Also high on the priority list for 2009 is promoting the Villas at Shangri-La, three of which are family-themed and three of which are themed to suit events or private functions. “The villas are unique in themselves; they are probably the most luxurious part of the complex. Three have cinemas and they all have their own swimming pools; it’s basically a self-contained unit with butler service, car parking and direct access into the hotel beach,” Tekün explains. “These are of importance to us and we need to create a larger awareness of them, which we’ve started doing, especially for the local and Middle Eastern market with larger families,” he says.
DIRECTOR OF FOOD & BEVERAGE Heading up a team of 220 staff with five restaurants, three bars and a comprehensive room service offer is Shangri-La director of food and beverage Joseph Matar. Following six years working for Shangri-La in Sydney, Matar joined
the Abu Dhabi property a year ago, and has since overseen the launch of the latest addition to the resort — Pearls and Caviar. “Pearls is the bar upstairs and Caviar is the restaurant below. It serves a combination of Middle Eastern and Mediterranean cuisine, with the emphasis on sea food,” says Matar. “It’s a hidden secret at the moment, the awareness is not 100% there, and my main priority for the next season will be to get Pearls and Caviar to the next level,” he continues, “I believe by the end of the year it’s going to be the most popular place to have a drink in the whole of Abu Dhabi,” asserts Matar. The classy establishment, which has already caused quite a stir thanks to a lavish media launch, does bring with it some challenges, however. “Shangri-La is quite a large operation and being a large property as well we have restaurants quite far away like Pearls and Caviar and we also have challenges with the room service, the Residences and the Villas,” says Matar. “It can happen that on one weekend, the hotel is full, the Residences are full and the villas are full; this is www.hoteliermiddleeast.com
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where there is tension and you have to make sure you balance it well. “It all comes down to planning, briefing and communication to ensure that everyone is in the same page, making sure that cascading information to the line staff is done,” says Matar. Great service usually guarantees repeat custom, and at Shangri-La’s F&B outlets, 70% of guests come from outside the hotel. “We work on the repeat guests and look after our business,” says Matar. “I would say our main advertising is word of mouth. We didn’t have to work hard to promote the place; it’s a good thing and we have left room to advertise later.” He says that this will become more important as new hotels open “because people like to try new things”. “Definitely we are now the best hotel in Abu Dhabi and we have to work hard to maintain that, as everyone knows it is easer to get to the top than to maintain being at the top, so the next year is going to be quite challenging to maintain the success and keep it going, to be ahead of the competition,” says Matar. He adds that there is also room for new outlets in the F&B division, citing the Plaza Bar, as an example. Currently used for outdoor functions — such as the GIBTM party that catered for 530 people last month — the location “provides the opportunity to have something permanent,” says Matar. “Definitely I’ve got a plan for that place — a chill-out venue with low seating and weekend beach parties,” he reveals.
DIRECTOR OF SPA Shangri-La director of spa Nancee Ong-Wee is passionate about the chain’s Chi the Spa brand, having worked with it previously in Cebu in the Philippines, the second ever Chi Spa, and launching the Abu Dhabi version. And the ongoing development of the spa has been a great success, she says, with the team increasing to 35 and with no sign at all of the operation being impacted by the economic crisis. “Business has been even better and regular guests are coming in more often”, says Ong-Wee, adding that, as with the restaurants, most business www.hoteliermiddleeast.com
AT THE MOMENT OUR HOTEL HAS A REPEAT GUEST RATIO OF ABOUT 36%
WE ARE NOW THE BEST HOTEL IN ABU DHABI AND WE HAVE TO WORK HARD TO MAINTAIN THAT, AS EVERYONE KNOWS IT IS EASIER TO GET TO THE TOP THAN TO MAINTAIN BEING AT THE TOP
THE WELLNESS PACKAGE IS STILL RATHER NEW, WE ARE TRYING TO DEVELOP IT BECAUSE IT IS QUITE HARD TO GET SOMEBODY OFF THE LAPTOP AND THE MOBILE PHONE FOR ONE DAY
comes from outside the hotel — with 60% of customers repeat visitors — but that the guest capture rate has improved to about 5-6%. “After being open for a year and a half now we know more about the market and what they are looking for, which is the typical authentic Chi rituals,” adds Ong-Wee. As a result, she is developing some new treatments specifically for Chi at Shangri-La in Abu Dhabi, at which 20% of the treatments are bespoke to the property. “We have a new Himalayan treatment with water therapy in the hammam,” she says. “We call it the Chi Himalayan Ritual; it’s actually a two-way process of detoxification and revitalisation using the Tibetan range of products.” Another new treatment being introduced this month combines Tibetan and Ayurvedic therapies, with a four hands massage including Shirodhara -the pouring of Ayurvedic oils onto the temples and forehead. “The focus is really on the four hands massage, because getting two staff with the same pressure is a challenge; the therapists need to be of the same build and the pressure and technique needs to be similar so the guest will not feel the difference,” explains Ong-Wee. “My next idea is to do the hot stone massage with four hands. I’m trying to incorporate the Ayurvedic side of things, because with Ayurveda we normally just use the head massages but imagine doing the two-person hot stones — it would be fantastic,” she says excitedly. Another new initiative to push would be the Wellness Package, a weekend-stay in the hotel, continues Ong-Wee. “For AED 1800 (US $490) it includes the stay in the hotel, spa treatments, breakfast, lunch and for some we do meditation programmes and yoga classes – it’s more of a retreat where you spend the whole day with us,” she says. “It’s still rather new, we are still trying to develop it because it is quite hard to get somebody off the laptop and the mobile phone for one day,” admits Ong-Wee. But of all the places in Abu Dhabi, Chi the Spa might just be the one place that turns this idea into a working reality. HME Hotelier Middle East • May 2009
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A TALL ORDER TDIC activities facilitator Adam Gordon can hear the call of the wild every day when he works to assist the menagerie of guests at the Desert Islands Resort & Spa in Abu Dhabi
DAY IN THE LIFE eeding giraffes and doing a 28km bike ride are all in a day’s work for Tourism Development & Investment Company (TDIC) activities facilitator Adam Gordon. Gordon works with groups of guests at the TDIC-owned Desert Islands Resort & Spa by Anantara in the idyllic surrounds of Sir Bani Yas Island, off the coast of Abu Dhabi. Gordon said he was normally up at 7am each morning to refuel the jeep and give it a wash before the day’s first activity. “The first activity starts at 8am and it could be anything. We normally find out the evening before or on the morning whether or not we will be doing a game drive, a kayak, a bike ride — there are seven different bike routes — or maybe snorkelling and archery,” he explains. “We could also go for a hike; either a game hike to see the animals or a wadi hike up into the mountains.” The activities facilitators are expected to conduct all the different activities, but whether or not they are doing one activity for the entire day is normally dictated by the level of demand and the ease of scheduling.
F
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WE GET TO SEE THE PLACE DEVELOP AS IT MOVES FROM BEING A PRIVATE NATURE RESERVE TO A TOURIST DEVELOPMENT “If we are very busy then we will structure the activities so one person is only doing game drives, for example, just to make it simple but other wise we will try and mix it up,” Gordon says. “But you are just as likely to do a game drive in the morning then a bike ride and a snorkel.” The resort currently offers three sets of activities a day — at 8am, 11am and just after 3.30pm — through TDIC. “There are some more activities in the pipeline which are water-based for summer such as sailing,” Gordon says. “We are keen to have things like scuba; there are some great scuba sites within a 20-minute boat ride from here, including nice wrecks and some turtle breeding sites. “But in summer the game drives will be done really early with spotting lamps when it is dark to avoid the heat. I also suspect the 28km bike route will be less and less popular.” With a background in adventure tourism after working as a ski
instructor and resort manager in France, Gordon says he had a lot of on-the-job training since coming to the island in September last year. “The first thing we got when we arrived was a big folder full of information about the animals, but since then we have done a range of test game drives with people from the conservation team and the welfare team who know all about the different animals,” he explains.
“Not only do they know the individual animals quite well but they also know the species’ details and information about them. To a degree I have learned on the job, but from day one there has also been a lot of information on hand. “You learn something new everyday, particularly because the animals behave a different way each time — there will be a rutting season then a breeding season then a birth-
Gordon: TDIC is developing Sir Baniyas Island into a sustainable sanctuary, focusing on indigenous species.
Hotelier Middle East • May 2009
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ing season — so there is always something new to watch.” Gordon says the facilitators are becoming more involved in the conservation and sustainability activities on the islands. “We get to see the place develop as it moves from being a private nature reserve to a tourist development. “The guides’ [roles] are becoming more and more integrated with what happens with the animals. Because we are always moving around we see a lot of stuff that other people might not get to see, so we will be reporting back to the animal
BY THE NUMBERS Time in the job............. 5 months Activities conducted ......... 3 daily Game drives passengers....... ........................ up to 40 per day Giraffes..............38 on the island Size of the island ............. 87km² Longest bike ride ...............28km
May 2009 • Hotelier Middle East
Gordon said the different types of visitor to Sir Bani Yas island was causing challenges for the facilitators.
welfare team that there is an animal which looks sick or injured.” According to Gordon there is a large breadth of visitors to the island which can cause challenges for the facilitators. “A lot of people don’t know what to expect when they get here,” he says. “Some are expecting a spit of land with a couple of palm trees and a hotel, others are expecting South
Africa and others are expecting to see it like a zoo with lions and tigers and they don’t understand what we are trying to do here. “We are trying to set up a sustainable sanctuary. In the future we will have a solar and wind site which will power the island. We want to introduce more and more Arabian species to the island to have it as a functioning eco-system, so when
people ask us why we haven’t brought elephants here there are just a million different reasons why that wouldn’t work.” The island management’s commitment to sustainable development on Sir Bani Yas island means that the role of the facilitator will expand in the future. “Everything on the island is guided so you can’t just turn up in your own motor car and go cruising around,” Gordon explains. “There are two reasons; one is the protection of the island where we don’t want motor cars zooming around everywhere and the other is that to get the most out of the island you need to be with someone who knows the place and knows the animals. “It is our job to make sure people get as much out of their stay as possible.” And at the end of the day Gordon says he is getting as much of out of his experience as possible too. The best thing about the job is “getting to live on the island”, Gordon concludes. HME
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ROUNDTABLE
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Join the club
Executive lounge and guest relations managers from some of Dubai’s top hotels sat down with Hotelier Middle East to discuss services, upgrades and how best to deal with difficult guests otel executive lounges and clubs have recently become a premium item that many budget-conscious companies are reluctant to pay for. As a result, club managers across Dubai are coming together to discuss the strategies they use to upgrade, up-sell and remain relevant — if not essential — for high-end business travellers. Initiatives considered include capitalising on loyalty programmes; cross-promotion with F&B and spa outlets, including sponsored buffets or amenities placement in the club; complementary wireless internet access throughout the hotel; and rate restructuring.
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Club InterContinental manager Eva Schwietert, the host for the first club manager get together, profiles her ideal guest as being the “typical businessman”. “He is here for two-and-a-half days on a high rate, he spends his breakfast here, his evening drinks here and maybe holds a meeting here,” she says. She explains that personalised service was still a big draw card for business travellers looking for a “home away from home”. What is not so easy to define, however, is the strategy towards club opening times, who deserves an upgrade and the protocol for sharing guest information. Here, the club managers tackle the issues head-on.
IF YOU’RE A BUSINESS TRAVELLER, THE PEOPLE YOU ENCOUNTER FIRST THING IN THE MORNING MAKE A LOT OF DIFFERENCE Arnold Francisco Fairmont Dubai Assistant Fairmont Gold manager
SINCE OUR RATE RESTRUCTURE, PEOPLE WHO USED TO STAY IN REGULAR SUITES WILL NOW BOOK AN EXECUTIVE SUITE Pascale Bou Moussa Raffles Dubai Front office supervisor
May 2009 • Hotelier Middle East
WE’RE AIMING FOR YOUR TYPICAL BUSINESSMAN Eva Schwietert InterContinental Dubai Festival City Club InterContinental manager
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Managers are prepared to adopt a hard-line approach when it comes to dealing with difficult or abusive guests. SCHWIETERT: Personally, I think it would be useful for us to share difficult guest profiles. If we have a difficult guest here, fair enough it might be a one-off event, but then there’s also a chance he’s done the same thing at another property like Raffles or Fairmont. To get that kind of information from each other would be useful. We had one guest who continuously verbally abused staff and management decided that they would not offer him a room in the future. We protect our colleagues from abusive people.
UPSELLING FRANCISCO: At Fairmont we have a very strict policy when it comes to harassment and discrimination. One guest was continually saying to a staff member, “this guy is an idiot”. I walked up next to him, explained to him that this is not allowed and I called security. BHARDWAJ: We have clearly stated on our website that people have been blacklisted for inappropriate behaviour and these guests cannot come back to the Hyatt, anywhere in the world. We are very strict. We have incidents where they do try to check in again and we have security there to intervene. BOU MOUSSA: We have seen international thieves who claim that they have lost their things or use other scams. When we first opened there were many; I think it happens with all the new hotels.
Does upgrading guests boost sales or create unrealistic guest expectations? Managers have very different ideas on what works and what doesn’t. FRANCISCO: At Fairmont we have a loyalty programme, so we take this opportunity to let our members experience the executive lounge. Our regular guests — premium and platinum guests — are the top priority when we are going to upgrade someone to our executive lounge.
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BHARDWAJ: We deal with it very differently; we upgrade first-time guests to give them a ‘wow’ experience so they will return to the property. Our hotel is 27 years old, so 55% of our guests are regulars. The rest of them are new or first-timers. SCHWIETERT: We try to avoid upgrading as much as possible, because the minute they come back, they are disappointed if it doesn’t happen again. Our upgrades are mainly related to our loyalty programme. We have a lot of upselling; the only problem is that our sales department is so motivated that they sometimes don’t pay attention to what the clientele is for a club lounge.
PARTY PEOPLE Opinions were divided on whether executive and club lounges should be open 24 hours. SCHWEITERT: We’re not planning on doing it; we’ve never done it. FRANCISCO: We were open 24 hours, but because of the business situation right now, we have had three months where we observed that most of the executive floors were closing down at 11pm or midnight and the number of people coming into the lounge after that is quite low. So we have decided to close the lounge from midnight until 6am. FISHER: We are open 24 hours and the traffic after midnight is mostly made up of people who are leaving at early hours of the morning. There’s not a lot of movement, but we still get people who come in and like to know that we’re open 24 hours. We are selling 24-hour service.
WE’RE SELLING 24-HOUR SERVICE Lyndsey Fisher Emirates Towers Assistant club manager
OUR HOTEL IS 27 YEARS OLD, SO 55% OF OUR GUESTS ARE REGULARS Marshneil Bhardwaj Hyatt Regency Dubai Regency club manager
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Hotelier Middle East • May 2009
ROUNDTABLE
BLACKLISTED
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Clean sweep Cleaning a hotel is a round-the-clock job, but what can hoteliers do to make the task more manageable? The region’s hands-on housekeeping experts tell Hotelier Middle East about cost management, design challenges and environmental pressures
Controlling costs is more important than ever, so how do you minimise expenditure when cleaning? Johnson Paul Raj: Our motto is to never compromise on quality when reducing costs, but to use cost management. We are vigilant to ensure optimum use of chemicals to avoid water and time wastage. With modern cleaning agents available in different forms, which are environmentally friendly and more effective, proper training ensures minimum wastage. Since chemicals are a lot more efficient these days, we use just a few squirts of chemical on the sponge, then smear the sponge all over the floor and tiles and let it sit for 10 minutes. Then we just rinse out with a bit of water. Before, chemicals were sprayed all over, which was taking lots of time and water to rinse off. When cleaning bathrooms we don’t let the water run freely. We also don’t use glass cleaner any more. We clean our mirrors and glass surfaces with plain water. We have brainstorming sessions too with our executive housekeeper to improve all processes and procedures in every www.hoteliermiddleeast.com
area within the team’s activities on a continuous basis. This offers an insight to everyone’s activities and paves the way for improvement possibilities and idea sharing within the team to manage costs effectively. Furthermore, all our staff receives continuous product updates and training, and we
cal to react with the stain before actual cleaning takes place. Masud Hossain: We at Marriott follow a ‘clean as you go’ rule, which helps us minimise costs. Saman Korathota: Thorough knowledge of chemical usage and regular training to the new associates on correct usage of chemicals also helps us
THE DESIGN OF SOME PROPERTIES CAN BE PARTICULARLY CHALLENGING AND POSE SOME RISKS FOR CLEANERS ensure continuous monitoring and quality management. Rolan Tigo: We usually use chemicals that we can dilute with water as well as micro-fibre products that help reduce costs at the end of the month. Screedhar Suresh: The team is educated on the features of all cleaning agents, knowing what works best for different scenarios. We encourage usage of a substantial quantity without being excessive. In most instances, it works best to apply the cleaning agent on the stained surface and allow 10 minutes for the chemi-
a lot on having less waste and cost control. What is the most challenging area of a hotel to clean and why? Suresh: Entertainment outlets such as bars and night clubs present a challenge. Furnishings may be subjected to burn marks from cigarettes or drinks such as red wine. The smell of tobacco may also linger within the premises even without the physical presence of smokers. Korathota: The most difficult are the busiest areas like the reception,
which needs to be spotless all the time and the gym, which requires regular cleaning with sanitisers. Fahmy: The public area is the most challenging. Cleaning the areas requires a combination of skill, machines, cleaning solution, equipment (i.e. hydraulic lift) and patience. Hossain: The most challenging areas for us are the guest cloak rooms and wash rooms in public areas, as it requires maximum attention to maintain the highest standards of hygiene and cleanliness. Raj: In my experience, the most challenging areas are guest elevators and the lobby carpet. Elevators are made of high gloss stainless steel, with a mirror effect. As we
BY THE NUMBERS HME How many members of staff are on the cleaning team? Renaissance Dubai Hotel: 46 Barr Al Jissah: 250 The Palace: 75 Le Méridien Al Aqah: 40 Grand Hyatt Doha: 120
Hotelier Middle East • May 2009
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GETTING TO KNOW YOU Saman Korathota Senior housekeeping associate Night shift Renaissance Dubai Hotel “Originally from Sri Lanka, I have been working with Renaissance Dubai for the past 12 years. I was promoted to senior housekeeping associate in September 2007. I also participate in cleaning campaigns across Dubai.”
Masud Hossain Senior housekeeping associate Afternoon shift Renaissance Dubai Hotel “I moved to Dubai from Bangladesh 10 years ago and have been working at Renaissance Dubai ever since. I was promoted to senior housekeeping associate in September 2007 and am in charge of the public areas.”
Rolan Tigo Assistant housekeeping manager The Palace, Downtown Burj Dubai “My first roles in the cleaning business were as room attendant at Great Eastern Hotel in the Philippines and room attendant as Executive Plaza Hotel, also in the Philippines. I worked in Qatar and then moved to Dubai in 2006 to work as a housekeeping supervisor for a facilities management company. I joined The Palace in July 2007.”
Johnson Paul Raj Public areas attendant Le Méridien Al Aqah, Fujairah “I joined Le Méridien Al Aqah as public areas attendant two years ago. It was my first experience of working in a hotel cleaning team. Prior to my current role, I worked as a store keeper in a perfume factory in Fujairah.”
Sreedhar Suresh Director of housekeeping Shangri-La Barr Al Jissah Resort & Spa, Oman “I joined Shangri-La in September 2008. Previously, I spent 12 years at Jumeirah Beach Hotel in Dubai, working my way up from housekeeping supervisor to assistant executive housekeeper. I started my career with Sheraton Abu Dhabi as a butler and worked there for eight years.”
Mohamed Ahmed Mohamed Fahmy Team leader, Housekeeping Grand Hyatt Doha “I started my career at Le Méridien Cairo and then joined Grand Hyatt Cairo, starting as a room attendant. I was promoted to team leader in 2004. I have been with Grand Hyatt Doha since November 2008, working as a cleaning team leader specialising in public areas.”
May 2009 • Hotelier Middle East
are a beach resort, guests use suntan lotions which can leave greasy marks on the doors and elevator buttons. I think I wipe those surfaces at least 50 times per shift, so they are always shiny and look clean. In terms of the lobby carpet, right underneath our lobby is our Views Brasserie where food is dropped on the floor during busy meal times, and is then carried up by guests, where it stains the carpet. Throughout the day, different spots appear and I have to constantly check the carpet and do spot removal. Generally, the first impression guests get about the hotel is the public areas and those kinds of stains and spots on elevators and carpet don’t leave a nice impression. They have to be taken care of immediately. Tigo: There are no difficult areas, it is more a question of footfall; we will spend more time on certain areas due to the number of people who come across it, rather than because of the area by itself. I would therefore say that banqueting areas and restaurants are probably more challenging than the other areas.
Suresh: The design of some properties can be particularly challenging and pose some risks for cleaners. This is especially so if the building has a floor-to-ceiling glass panels with extended balconies which make it difficult for mechanical cradles to move along the exterior of the building during the cleaning process. Raj: I haven’t felt much impact on my work due to design itself. Prior to us taking full responsibility and accountability for the work, we have shadowed more experienced colleagues who taught us all the secrets and shortcuts to make our life easier and yet to handover a sparkling section at the end of the shift. Tigo: It is a question of routine. At the beginning, you need to get used to each area of the hotel and understand where the challenges are in terms of cleaning, the corners where the dust tends to be, the textures which are difficult to clean and the areas where you have more footfall. It was difficult at the beginning but when you correctly plan your cleaning schedule and timing, the challenges are not there anymore.
How does the design of a hotel impact your work? Korathota: The hotel’s design definitely has an impact in our strategy of cleaning the whole hotel. The more complicated the design, the more we are inspired to think out of the box to find the safest, smoothest and quickest way of cleaning the area. Fahmy: The hotel is very spacious, with high ceilings in public areas, lots of glass and windows. There are multiple materials used in the interiors, i.e. several kinds of marble, a variety of wood materials, steel, brass, glass, crystals, etc. These designs demand longer hours of cleaning. The Arabic elements infused in the design like the intricate wood works/carvings are tedious to clean, while the crystal rain feature in the lobby requires a special machine to reach the top and clean each of the crystals individually. Hossain: Our work schedule is designed to match the cleaning requirements as per the hotel design. We are able to achieve this through sufficient resources and having the required equipment, such as scaffolding ladders and safety belts.
Are there any areas in hotels that are impossible to clean because of the way they have been designed? Raj: Yes, due to the very dusty and humid environment here. However, we cover all areas using the most modern technology even though they are difficult to reach. We wash the entire exterior of the building at least four times a year. Suresh: Glass window panels are normally twin tempered glass. Weather conditions may cause fungus to grow between the glass panels and it is not possible to remove the fungus without separating the twin tempered glasses. Any interior that has a high ceiling also requires dedicated machinery to elevate to a level in order to carry out the cleaning. Korathota: Cleaning some areas like exterior glass windows and atrium ceilings etc requires skilled and trained staff with the required safety equipment, which the contracted outsourced building maintenance companies provide us with. How much knowledge do you have of the cleaning products you use? Suresh: Technology is developing rapidly and every three to four www.hoteliermiddleeast.com
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months new cleaning products come into the market so it is important to constantly update ourselves on the options available. In accordance with Shangri-La’s standards and procedures, all Shangri-La properties use the same cleaning products across the group. Raj: We use JohnsonDiversey chemicals on our property and do regular refresher courses on how to use them efficiently. As new products are constantly being developed, it is always good to be aware of new things as that helps us to develop professionally, so I always keep up to date. We have
by introducing the Greenguard certification cleaning system in two hotels for trial purposes — this utilises a range of Green Certified products and methodology. Raj: We always prefer eco-friendly products from our suppliers. In particular, JohnsonDiversey chemicals are environmentally friendly and as Le Méridien Al Aqah is a green hotel, I would always prefer to use these products for the health of guests and associates, and also to protect our environment. It is quite scary to see what will happen to future generations if we don’t take care now.
WE ALWAYS PREFER ECO-FRIENDLY PRODUCTS FROM OUR SUPPLIERS the opportunity in the department to use the internet to keep ourselves updated and also to communicate with colleagues in other Starwood Hotels to share best practices. Would you choose ‘green’ products if you had the option? Suresh: An ideal scenario would be to use environmentally-friendly products as much as possible. However, given the nature of most cleaning agents which include some form of chemicals, the preferred choice is then to choose products that contain fewer environment-damaging components. All Shangri-La properties adhere to a cleaning standard as set out by the corporate office in Hong Kong. The group uses bio-based or biodegradable products. ShangriLa has a group-wide contract with JohnsonDiversey to supply its environmentally-responsible detergent and cleaners, all of which are compliant with stringent industry standards. Together with JohnsonDiversey, the Shangri-La group is now taking a further step
Hossain: ‘Marriott spirit to preserve’ encourages us to positively contribute in choosing environmentally products to help save the environment. Tigo: Yes. We have an internal programme related to the environment solutions within the hotel. We have a Green Committee, where a team of 10 persons regularly meet to discuss the way of improving environment related challenges. More and more hotels are doing so; we also need to remain competitive. Fahmy: We are currently using environmental friendly products from JohnsonDiversey. The same cleaning products are used all around the hotel, even in the kitchens. The products are ISO and HACCP compliant. What else can a hotel cleaning team do to be more environmentally friendly? Is this very costly? Tigo: Well, everything is about money, but we still need to support the environment. There are things which do not involve costs such as asking guests if they want us to change their sheets and towels everyday.
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MANUAL VERSUS MACHINES HME What percentage of your work is carried out manually and how much can be carried out using equipment or machinery? Tigo: 40% manual; 60% done by machines Raj: 50% manual; 50% using machines Korathota: 20% manual; 80% equipment utilisation during the night shift Hossain: 30% manual; 70% machinery during the day Suresh: 40% manual; 60% by machines in public areas Fahmy: 60% manual; 40% with the aid of machines
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Dubai Office Tel: +971 (4)341 8920 Email: pacificd@emirates.net.ae
Hotelier Middle East • May 2009
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Raj: We have our own housekeeping environment practices: all garbage is separated and recycled. We reuse a lot. For example, all discarded linen is cut and our in-house tailors stitch them into dusters. Leftover guest room amenities, such as soap, shampoo, and shower gel are squeezed and mixed with water and this solution is used in the laundry to wash the dusters. This way we use less detergent in the laundry and less water to wash the dusters. We have also a green room programme, where we give our guests the choice of whether they want their towels and bed linens to be changed or reused. We have the Thinking Cup campaign across the hotel, where all of us are now aware of how much water we use when doing daily activities such as taking a shower or shaving in the morning etc. In all our pantries we automatically turn off the lights. These practices lead to long-term savings on utilities.
May 2009 • Hotelier Middle East
Suresh: It is important to establish a stringent standard in cleaning that minimises pollution to the environment and helps cost-savings for the company. In the resort, toilet rolls left unfinished by guests are not thrown away but placed in the restrooms for staff. The water used for laundry is subsequently channelled to a sewage treatment process plant. The treated water is then used to water the gardens by way of sprinklers. Korathota: The cleaning team also participates in events like ‘clean up the world’ where, along with our hotel team, we all get together and clean public spaces like beaches and roads. We also take part in tree planting events where we all plant trees to help the environment. With regards to cost, we have found that good equipment and good products give good results. From our side, we do all we can to take good care of our equipment so that it lasts as long as possible. HME
KITTING OUT YOUR CLEANERS
With all the cleaners that spoke to Hotelier Middle East reporting that around 50% or more of a hotel’s cleaning requirements can be achieved with machinery or equipment, it is important to work closely with cleaning supplier companies. Kärcher FZE sales director Yanni Jouaneh says: “Every surface in a hotel has got its particular challenge
in keeping clean. Let us look at soft surfaces for example, especially where food and beverage spillage is frequent. Keeping these carpets hygienically clean is the daily challenge of every housekeeper. Knowing this, Kärcher has developed a range of carpet cleaning machines starting from the drycleaning equipment for daily use, spray extraction machines for interim cleaning and carpet shampooing machines for deep cleaning”. He explains that the company has developed an entire range of products specifically for hotels, with the focus being on “silent machines” “One example we can point out is the improvements on the Kärcher T 15 /1 super silent vacuum cleaner, with its modified tank capacity, the extra durable hose, a very flexible extension cable and built-in accessories storage in an attractive ergonomic design,” adds Jouaneh.
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ARCHITECTURE
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Strong foundations Architecture is heading towards a more sustainable future in the Middle East, with design and service placed in parallel. Laura Warne highlights some of the latest trends and upcoming hotel developments n recent years, the Middle East’s dramatic architecture and visionary, if at times controversial, hotel projects have attracted thousands of tourists. Dubai in particular is famous for having the courage (and investment dollars) to take architectural dreamscapes and turn them into realities. However, Abu Dhabi, Saudi Arabia, Bahrain and Ras Al Khaimah all boast current and upcoming projects that go beyond the simplistic notions of ‘tallest, fastest, best’ and instead offer genuinely unique design elements, blended with a practical consideration for mixed-use functionality. Hotel owners and operators are increasingly working with designers, architects and facilities management professionals to create efficient and sustainable projects, while still wowing their global audiences. Dusit International regional vice president Sam-Erik Ruttmann believes that architecture offers hotel brands the opportunity to showcase how service and quality is translated into an iconic landmark. “It is our rule of thumb to ensure partnership exists between the extension of service and design,” he says. “As times change, hotels are becoming more involved in creating synergy at the conceptual stage and interior designs to enliven the extension of hospitality.” Architectonics International designer Dinesh Doshi, who is based
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May 2009 • Hotelier Middle East
in New York, is currently developing an ambitious new project on Dana Island in Ras Al Khaimah. “The Middle East has seen tremendous growth in recent years and will continue to do so because of its attitude towards architecture, design and aesthetics,” says Doshi. “The understanding that design gives the client a competitive edge allowing for greater returns on investments is essential in their growth as the economy slows and the availability of investors and money dwindles.” However, Doshi explains that as a firm, his company must look beyond aesthetic values to consider environmental concerns. “We continue to encounter clients with grand visions and ideas for their projects and it has become our responsibility to explore renewable, recycled green products and incorporate sustainability into their vision,” he says. “Attaining sustainability is how these new projects will stay on the cutting-edge,” adds Doshi. He says the architects of the future must become more innovative, creative and have greater intellectual prowess than their predecessors in order to set projects apart for their clients while ensuring they remain financially successful. Over the next few pages, Hotelier Middle East highlights some of the more ambitious recent and upcoming projects.
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Image: Irfan Naqi for Starwood
ARCHITECTURE
THE W WAY Starwood’s W brand, the “New York wonder”, has arrived in the Middle East with the opening of W Doha in Qatar. United Designers of London took inspiration from local art, architecture and culture during the year-long conceptual design process. “This unique framework led to the creation of a W that is architecturally unlike any other,” says United Designers supreme leader Keith Hobbs. “It is architecturally pure, clever and experimental.” W Doha’s general manager Safak Guvenc says modern guests have very definite ideas about what they need and want from a hotel, both in terms of service and design. “They need the design elements and design philosophy of their hotel rooms to really work for them,” says Guvenc. “All hotels strive to provide a superior guest experience, but at the W we are more creative and imaginative, concept-wise, regarding our rooms and their design.”
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Hotelier Middle East • May 2009
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May 2009 • Hotelier Middle East
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LEAN ON ME The Capital Gate tower project in Abu Dhabi was recently awarded the 2009 Cityscape Middle East Commercial and Retail Development ‘Future’ of the Year Award — and is now on course for a Guinness World Record for “most inclined tower”. The project is an Abu Dhabi National Exhibitions Company (ADNEC) development and was designed by RMJM architects. Upon completion, the 160-metre, 35-storey-tall Capital Gate will act as an iconic ‘gateway’ into Abu Dhabi, reflecting the national identity and values of the country through its unique past and futuristic design. The tower will be connected to the grandstand at ADNEC and will form a vital part of the planned AED 8 billion (US $2.2 billion) Capital Centre
development; the world’s first exhibition lifestyle destination. The structure will offer 20,000m² of office space and be home to the five-star “Hyatt at Capital Centre” — Hyatt Hotels and Resorts’ first hotel in Abu Dhabi. ADNEC chief executive Simon Horgan says Capital Gate will “honour the past and celebrate the future, providing Abu Dhabi with one of the world’s greatest commercial mega-structures”. “This award is a tribute to the government’s support throughout the design and development of Capital Gate,” he says. “It also acknowledges the dedication of the development team and partners.” The building’s distinctive 18° incline was made possible with an innovative “slanting core” concept that has never been used before, according to ADNEC.
Capital Gate is aiming for the record of “world’s most inclined tower”.
BIG RIGS Morris Architects, a US-based firm with an upcoming hotel project in the UAE, have hit on a multi-award-winning concept to refit abandoned oil rigs and turn the Gulf of Mexico into “America’s Dubai”. The Oil Rig Resort, Spa and Aquatic Adventure project is pitched as a selfsufficient, eco-friendly, high-end resort and leisure experience. The resort will offer more than 300 guest rooms and luxury suites,
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conference and event facilities, a helipad, high-end shopping, nightly entertainment, under-sea excursions and a host of water-based activities. Director of design Douglas Oliver explains: “In a twist on the symbol of oil dependence, the rig is transformed from obsolete industrial infrastructure into a vibrant component of the biosphere’s ecosystem and a destination for discerning travellers.”
In addition to attracting adventurers and luxury travellers, the destination resort also pitches itself at conferences, business retreats and a port of call for cruise ship itineraries. The concept won grand prize in the Radical Innovation in Hospitality international design competition and also received the SARA National Design Award of Excellence — awarded by the Society for American Registered Architects.
Morris Architects have put an American spin on Dubai’s concept of off-shore hotels.
Hotelier Middle East • May 2009
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63 ARCHITECTURE
TILTED TOWERS Architectonics International has expanded its consumer and retail focus to create the vision for Z10 Towers on the man-made Dana Island in Ras Al Khaimah. The design concept comprises a sevenstar hotel, luxury residential apartments and satellite offices for business travellers and residents. The engineering requirements for the project are ambitious, to say the least. Z10’s angled towers will require counterbalanced foundations; all vertical transportation is inclined or tilted.The outer skins of the buildings will be thermal protected and the towers will offer 360º views of the Gulf. Raised walkways will extend throughout the project and public spaces will include sunrise and sunset parks; private elevators and party terraces; and pool areas. Above, centre and below: the Z10 Towers planned for Dana Island
GREEN LIGHT Implementing environmentally-friendly measures at the design stage will save money and reduce utility bills, according to Marafeq Facilities Management general manager Mick Dalton. DEWA’s new Green Building regulations require properties to install low energy light bulbs, solar panels, energy saving modules for air conditioning units, lowflow taps and dual flush water systems. Dalton says that to ensure sustainability goals are met, there must be a collaborative approach by management, technical and general staff — beginning in the initial planning stages of all new hotel projects. “I believe it is essential that facilities management experts are consulted at the building design stage to increase
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the lifecycle of the building and present a better return on investment for the building owner,” says Dalton. “Savings on utility bills alone can more than cover the installation and maintenance costs over a period of time and in that sense they are self-financing. “All too often the knee-jerk reaction to additional expenses in the past has been simply to put up service fee — this is not an option anymore.” Louisa Theobald of Streamline Marketing Group, organisers of the upcoming FM Expo, adds that facilities management costs can be more than five times those of initial building costs — making it crucial for owners and designers to take a long-term perspective on regulatory issues.
Hotelier Middle East • May 2009
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May 2009 • Hotelier Middle East
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65 COUNTRY FEATURE
Ku-wait-a-minute The corporate travel market in Kuwait is holding its own for now, but a boost from leisure travellers is still a long way off, because of a lack of suitable attractions, according to hoteliers KUWAIT uwait has been described by hotel operators as a “pure business market”. Some estimate that 95% of visitors to the country are travelling solely for business purposes. In addition to the corporate market, a good percentage of traffic has filtered into the country as a result of conflict and rebuilding efforts in Iraq since 2003. However, this source has been waning for the past few years as countries slowly pull back military personnel and workers. In addition, the general business market has seen a clear downturn, as a result of both the global financial crisis and the rise of regional offices for global companies. Radisson SAS Kuwait general manager Jan Petter Eilertsen
K
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explains: “Many European companies have established regional offices in Dubai and are now sending people on business to Kuwait from Dubai instead of Europe. “That often means that they can go back and forward in one day; so they don’t need a hotel.
Ibis Salmiya general manager Pierre Gaudou says his property has also seen a downturn in the length of stay for most guests, as well as an increasing number of last-minute bookings and cancellations. However, he says there is still a sustained volume of bookings, which he
and including 10 business guests daily, we have shown that a high majority care essentially about the basics — good wifi access, easy check-in and check-out, a quiet environment and a high standard of hygiene and security.”
LACK OF LEISURE
SINCE VOLUME OF GUESTS IN KUWAIT IS NOT HIGH, HOTELIERS MUST COMPENSATE BY KEEPING REVPAR AT A CERTAIN LEVEL AND REFUSING TO SLASH RATES “The typical European traveller used to come for a week — six or seven days was not uncommon either — but we don’t see this as much anymore.” Eilertsen says the downturn is “the beginning of something we have known will come for some time”.
attributes to the hotel’s lower prices and basic services. “Hotels that think the way to attract flustered business customers is with luxury products will be wasting their money,” says Gaudou. “Based on an internal survey conducted over the past three months
Hoteliers agree that Kuwait is not equipped to promote itself as a leisure destination. The country has a distinct lack of the tourist attractions and basic infrastructure that recreational travellers are demanding when on holiday. Furthermore, tourist visas remain difficult to obtain, with the lengthy process enough to discourage potential travellers, according to Eilertsen. “When you arrive at a destination you don’t want to be bothered too much,” he explains. Hotelier Middle East • May 2009
COUNTRY FEATURE
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“Most countries need to have a visa upfront. Some can get them on arrival, but it can take up to two or three hours. “Today, this is unacceptable. Business travellers often have no choice as they must travel to the country for work, but potential leisure travellers will not accept this.” Eilertsen says the country needs to work on transport, scenery, museums and tourist attractions. He explains that while attempts have been made, the government has a long way to go before it can catch up with its GCC neighbours. “We are compared to Qatar, Dubai, Abu Dhabi and Oman and Kuwait has not had the same focus; leisure has not been the main priority,” says Eilertsen. “Kuwait has a lot to offer — it’s quiet and peaceful — but today’s leisure market requires more. Unless you plan and build for this, they will not come.”
CROWDED MARKET Close to 10 new hotels are expected to open in Kuwait over the next few years. In 2000, the country had 2500
rooms; this has increased to 5500 and is likely to rise to 10,000 rooms once the new projects come online. “There are a lot of new hotels under construction or about to open and this is happening in the time where there is a decline in the market,” says Eilertsen. “It will be challenging in the years to come.” The Kuwait Hotel Owners Association (KHOA) is a cartel that regulates hotel rates across the country. Although most hoteliers are posi-
tive about its influence, some fear it is threatened as new players move into the market. “We are a part of the cartel, as are all the major players — Sheraton, Marriott, Crowne Plaza, Hilton — but there are new hotels that have chosen to stay outside of the cartel,” explains Eilertsen. “KHOA perhaps need to modernise themselves, rethink things and ask how they can attract these new hotels — we have to give them a reason to join.”
SHARIA IS A SAFE INVESTMENT A recent survey conducted by BDRC Hotel Research found that resident travellers in Kuwait were largely in favour of shariacompliant hotels. Brands such as Tamani, Shaza and Almulla have already paved the way for hotels offering halal food, an alcohol-free environment and respect for Islamic values. Rotana has also come on board recently, with its new brand Rayhaan Hotels and Resorts. Of the nine regional markets surveyed, Kuwait recorded one of the highest ratings
of approval, along with Jordan, Saudi Arabia and Qatar. Ratings were noticeably lower in Lebanon, Oman and the UAE. BDRC chief executive Dr Crispian Tarrant says there has been uncertainty as to the actual market strength of shariacompliant hotels. “In the many years that I have been involved in assessing the appeal of new hotel concepts, this is one of the highest set of scores I have seen,” says Tarrant. For more on the survey, see page 142-143.
UPCOMING PROPERTIES City/Region
Company
Brand
Property
Rating
Rooms
Scheduled
Salmiyah
Golden Tulip
Golden Tulip
Golden Tulip Kuwait
Four-star
165
2009
Kuwait City
Hilton Hotels Corporation
Hilton
Hilton Olympia Kuwait
Five-star
224
2009
Kuwait
IHG
InterContinental
InterContinental Kuwait
Five-star
310
2010
Kuwait City
Accor
Ibis
Ibis Sharq
Economy
160
2009
Kuwait City
Accor
Novotel
Novotel Mina Abdullah Resort
Midscale
160
2011
Kuwait
The Rezidor Hotel Group
Missoni
Hotel Missoni Kuwait
Five-star
169
2009
Kuwait
IHG
Staybridge Suites
SB Kuwait Salmiya
Suites
0
2011
Kuwait
IHG
Staybridge Suites
SB Kuwait - Farwaniya
Suites
0
2010
Kuwait
IHG
InterContinental
IC Kuwait-Downtown
Five-star
220
2011
May 2009 • Hotelier Middle East
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** Construction completion date
67 COUNTRY FEATURE
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GUEST PROFILE BY THE NUMBERS The latest market data for Kuwait, just released for March 2009 by STR Global, reveals: Occupancy: 62.4% ADR: US $213.16 RevPAR: US $132.93
Ibis’ Gaudou agrees, adding that a “proper authority” for the hospitality sector in Kuwait would reinforce KHOA’s strength and provide the necessary statistics, market trends, traveller indicators, events and development plans. Eilertsen says that since volume of guests in Kuwait is not high, hoteliers must compensate by keeping revPAR at a certain level and refusing to slash rates to boost occupancy levels.
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BDRC Hotel Research has compiled key characteristics of Kuwait business guests: 77% are native Kuwaitis 97% are men Typical age is 41 Only 12% have booked a hotel online in the last year (Middle East average is 27%) 13% belong to hotel loyalty schemes (Middle East average is just 8%) The top five hotel brands for Kuwaiti business travellers are, in order, Hilton, Sheraton, Marriott, Le Meridien, and Crowne Plaza The danger Eilertsen sees is that new hotels may not receive the return on investment that owners expect and will therefore be forced to dramatically lower rates to unrealistic levels. “Compared to other GCC countries, our rates are not that high,” says Eilertsen. “If you have a lot of hotels on the five- and four-star category standing outside of the cartel, it is not good in the long-run.” HME
Tel: +971 4 347 57 01 Fax: +971 4 347 14 71 Email: info@dubaikudos.com Web: www.dubaikudos.com
Hotelier Middle East • May 2009
69 PROJECT 360º
The devil is in
the detail The Address, Downtown Burj Dubai has been one of the most talked-about hotels in the Dubai market since it opened last October. Here, those responsible for its impact, from Emaar Hospitality Group head office through to the supplier of the hotel’s signature crystals, let Hotelier Middle East in on some of the trade secrets
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Hotelier Middle East • May 2009
71 PROJECT 360º
The spa suite, which offers a beautiful, vast terrace, sold for a massive AED 8888 (US $2420) on both February 12 and 14 in a Valentine’s Day promotion.
THE ADDRESS he Address Downtown Burj Dubai, with its unique 24-hour stay service and iconic 63rd floor bar Neos, has certainly made an impression in Dubai since it opened on October 1, 2008. This can be attributed in part to its location in Dubai’s up-and-coming Burj Dubai district, opposite its namesake tower and overlooking the spectacular Dubai Fountain. This is no accident of course, as location is one of three defining characteristics of Emaar Hospitality Group’s (EHG) The Address Hotels + Resorts brand, the others being guest benefits and service standards. EHG corporate director of sales and marketing Amit Arora, explains: “The name ‘The Address’ instantly promotes an emphasis on iconic locations. It is supported by
T
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the tag line “Where life happens”, which in turn showcases the inimitable service and benefits that will drive the customer experience”. EHG senior marketing manager Sharon Marett adds that the tag line “communicates a redefinition of the hotel feel”. “Life doesn’t just happen around them — their life happens at the centre of the action. The Address, then, becomes an entirely more important and engaging place. It becomes their Address,” says Marett. But how is this feeling created? Firstly, there is the building itself, with its unique shape inspired by the nautilus shell and the clever masterplanning that links it to Dubai Mall and Souk Al Bahar. Secondly, the attention to detail throughout The Address, inspired by the Arabian landscape and brought to life by interior design company Wilson Associates International (WA International), is both welcoming and functional.
WA International associate Helen Skea, who began her involvement with the project back in September 2005, says that is due to the team work approach of the main partners. “We’ve pulled the interior and exterior floor together so the inside and outside work as one,” says Skea. “What’s really important in how this project has been successful is that the whole team worked together, from landscape to architects to interiors to the mechanical,” she adds. This enabled WA International to play a highly influential role, working with architect WS Atkins to push out the front of the building to achieve the striking lobby and making a feature of the structural columns with woven embellishments. However, both Skea and WA International’s design director Claire Craig said the skeleton frame of The Address hotel was “crazy” to work within. As well as making the design of the lobby a challenge, the shape means that The Address has 44 different room types, as opposed to the four or five at a typical property, says Skea.
“They’re all lovely rooms,” says Skea. “The smallest one — the standard king — is 55m², but these go down to around 48m² for the ones on the side of the hotel where the building steps in,” she explains. As well as the hotel rooms, WA International also designed the 624 apartments, which are based on floors 15 to 60. “The whole philosophy of the apartments — which are fully furnished and fully accessorised — is that they can either be bought and lived in, rented out back in the hotel pool, or bought and rented out,” explains Skea. Again, there were many different types, says Craig, even some with bath tubs in the bedroom. The company designed all the furniture specifically for The Address and worked with procurement specialist Cairncross Martin to source suppliers and manufacturers. The only thing that changed once The Address operational team came on board, says Skea, was a redesign of the reception desk in the lobby. The Address offers guests an inroom check-in service, so the traditional long desk was swapped for more residential style seating, thus completing the friendly lobby and fusing design with service. With so many design highs, neither Skea nor Craig could pick their favourite. Hotelier showcases some highlights over the next few pages.
KEY PARTNERS Developer and project manager: Mirage Mille Architect: WS Atkins Procurement: Cairncross Martin Landscape architecture: Shankland Cox Interiors: WA International Hotelier Middle East • May 2009
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THE ADDRESS PHILOSOPHY: ONE SIZE FITS ONE The Address aims to redefine services and processes in the hotel industry to achieve a ‘one size fits one’ approach, through which benefits to guests and service excellence are a priority, explains director of public relations Laura Perez. This is backed up by the brand’s tag line — Where life happens — which aims to convey the message that the hotels offer a personal, approachable experience in a lifestyle environment, whether for business, leisure or group travellers. The hotel brand philosophy focuses on benefits rather than hotel features to ensure guests obtain what they need out of their hotel stay with the latest useful amenities, facilities and services. PEREZ HIGHLIGHTS THE FOLLOWING SIGNATURE SERVICES: All check-ins are processed in the guest rooms upon arrival. Complimentary wireless internet is available throughout the hotel. The hotel has introduced many 24-hour services such as the 24-hour fitness centre, 24-hour business lounge, 24-hour club lounge. Suite and club room guests benefit from a total 24-hour stay without additional charges.This means that guests arriving in the afternoon, evening, or at midnight have the option of keeping their room for up to 24 hours without having to follow the traditional check-out time of 12 noon established in the hospitality industry around the world.
BY THE NUMBERS OCCUPANCY FOR Q1 2009: 70% average ROOMS: 196, including 25 suites APARTMENTS: 626 STAFF: 510 OUTLETS: 7 MEETINGS FACILITIES: For eight to 550 guests POOL: 1000m²+ CRYSTALS: Half a million
May 2009 • Hotelier Middle East
Preciosa worked with WA International for three years, creating the design company’s unique lighting designs and supplying crystals for the hotel’s chandeliers from its head office in the Czech Republic.
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Hotelier Middle East • May 2009
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FAVOURITE FEATURES 2
Neos, which is busy seven days a week and has now dropped its cover charge.
NEOS SKY LOUNGE The Address Hotels + Resorts area purchasing manager Marian Loan Chiriches says the sky lounge Neos is his favourite feature of the hotel: “apart from the fact that it is the highest located lounge in Dubai, the decoration and setting are quite unique,” he says. EHG corporate director of sales and marketing Amit Arora adds: “It is hard to select my favourite feature of the hotel, but Neos is definitely on top of my list. Its striking design and atmosphere encapsulates what our hotel brand offers: exclusivity, dynamism, a happening place. It is definitely a destination venue and a ‘must-see’ place”.
1 Preciosa chandeliers in Hukama.
SIGNATURE CRYSTALS Emaar Hospitality Group (EHG) CEO Marc Dardenne says he likes the interior design of the hotel because there is “a surprise, unexpected factor in every area”. He picks out the chandeliers in the ballroom and at Hukama restaurant as being “very special”.
ENTRY PIECE WA International associate Helen Skea says that while it is hard to pick any one feature of the main lobby, she likes it “when you walk in and see the sculpture behind reception”. Skea says that UK-based Amanda Brisbane creates her glass sculptures by hand, with the one in The Address reception weighing three tonnes and standing 4.5 metres tall.
Even the public bathrooms by the meeting rooms and ballrooms have intricate chandeliers.
TALKING POINTS WA International design director Claire Craig says that as part of the brief, they had to make each of the public restrooms unique. Suppliers included Kohler and Bandini.
The public restrooms vary from colour scheme to tap fittings.
3
4
THERE ARE 44 DIFFERENT ROOM TYPES BECAUSE OF THE SHAPE OF THE BUILDING
The Amanda Brisbane sculpture sits in reception.
May 2009 • Hotelier Middle East
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75 PROJECT 360º
DESIGNING THE LOGO Emaar Hospitality Group LLC corporate director of sales and marketing Amit Arora explains the design of The Address Hotels + Resorts logo: “The ‘ ’ is surrounded by a perfect platinum box.The square represents a home, a sense of place. “The colour of the logo is platinum, a cool precious metal with a great shine associated with exclusivity and wealth. Platinum is an extremely resistant metal which melts at above 1773ºC, truly complimenting the black background of the brand mark exemplifying the cool meets warmth positioning of the brand philosophy,” he says. “Platinum is considered the highest possible, ranking above gold, silver and bronze, differentiating The Address from the norm,” adds Arora.
Decorative lighting and funky products for events, weddings, festivals, exhibitions and parties
Baal Artisan created in-room leather products specifically for The Address, combining dark wangee wood with orange leather and stainless steel.
more funky products on DesertRiver.com DesertRiver.com
A team of French master florists from Space and Flower LLC work around the clock to guarantee the freshness of the hotel’s flowers.
PURCHASING MANAGER’S PERSPECTIVE The Address Hotels + Resorts area purchasing manager Marian Loan Chiriches joined the team in September 2007 and worked closely with Cairncross Martin, the company appointed for preopening OSE procurement. “Its extensive experience opening fivestar luxury hotels was definitely a key advantage,” says Chiriches. He says the procurement process was not too challenging,“because of the variety of products that we have access to [in Dubai] and the wonderful geographical location of the UAE”. Chiriches says: “The products were not difficult to be procured; however, when you establish a new brand in the
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market you have to make sure that the products selected for the property are the best quality and also unique in order to differentiate in the market”. For example, sourcing the in-room bath amenities was quite challenging, reveals Chiriches. “I would say that the selection of standard guest amenities took a little time until we found the right product which could represent us. “We selected the Italian Angelo Caroli bath amenities.The luxury brand provides their bath amenities exclusively for The Address Hotels + Resorts.” Chiriches says that approximately 85% of the property’s suppliers are companies
with offices in the UAE: “At The Address we are trying to source and use local suppliers as much as possible. “In general, the suppliers are flexible as the competition is quite high and they know that there are alternative options in the market. In these times, the suppliers are trying to keep their existing business,” says Chiriches. “The supplier has to be trustworthy, flexible and ready to assist you with any request.At the same time, from our side, we have to respect the supplier and see him as a business partner. “Only by mutual respect can you develop a healthy business relationship,” comments Chiriches.
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Hotelier Middle East • May 2009
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The joinery fit-outs for all hotel rooms, apartments, corridors, business centre, main lobby, restaurants and banqueting areas were executed by Haseeb Rasoul.
BACK OF HOUSE
Sculpture plays a huge role at The Address, because there are not a lot of walls, says WA International’s Helen Skea, adding that it creates more of a 3D feel than usual wall artwork in a hotel.
WA International design director Claire Craig and associate Helen Skea sit in the hotel’s lobby, on sofas sourced from Speedwell Decor.
In addition to the sparkling facilities front of house, EHG CEO Marc Dardenne says The Address offers excellent back of house services for its employees. “While the design of the hotel is a great help to ease the operations, for us it is the commitment and enthusiasm of our associates which really assists in the smooth operations of the hotel,” says Dardenne. “The back of house facilities include our own state-of-the-art offices from where we can conduct business, as well as a topclass and well-equipped dining room for all our associates, which includes a lounge area and TV where they can relax and take breaks.We are proud to share that our back of the house areas are spacious, custom-made and look as immaculate as the front of the house,” adds Dardenne. Another highlight is the laundry, pictured, which is a really good example for the industry, according to director of public relations Laura Perez.
SUPPLIER CONTACTS WA International Tel: +971 4 266 3050 Web: www.wa-international.com Preciosa Gulf FZCO Tel: +971 488 38 473 Email: ondrej.patka@preciosa.com Web: www.preciosa.com Baal Artisans Tel: +961 4 713768/ +971 50 4282734 Email: sales@baal.com.lb Web: www.baal.com.lb
May 2009 • Hotelier Middle East
Space and Flower LLC Tel: +971 50 2524 649 / +971 43 40 50 25 Email: olivier@olivierdolz.com Web: www.olivierdolz.com Hasseb Rasoul Tel: +971 6 526 0881 Email: info@haseeb-rasoul.ae Web: www.haseeb-rasoul.ae Speedwell Décor Tel: +971 4 339 0111 Web: www.speedwell-decor.com
Sunbeds on decks in the 1000m² pool were designed by WA International and supplied by Speedwell Décor.
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OPERATOR PROFILE
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Seasonal
service
While most hotel chains are feeling the pain of the global recession, at the top end, the buzz is less of rate discounts and more of keeping staff motivated to offer top-notch service. Kathi Everden talks business with Four Seasons president of worldwide operations Jim FitzGibbon OPERATIONS ith 81 properties in 34 countries, Four Seasons is not among the giants of the industry but the Canadianbased company is committed to strategic development that aims to nearly double the portfolio within the next few years. According to president of worldwide hotel operations Jim FitzGibbon, the current financial meltdown is having little impact on these plans. “We signed more letters of intent during 2008 than in any other previous year and that’s in line with our long-term goal to grow to 150 hotels in the next several years,” he says. “We currently have 40 projects under construction or development and while we expect the pace of development may be affected by the current economic climate, to date we have seen little that would indicate that many of these projects will not proceed according to plan.” In the Middle East, Four Seasons most famously has yet to plant its flag in Dubai with the long-awaited Festival City project delayed again recently due to design issues, but overall in the region, expansion has been solid from the first hotel in Cairo opened in 2000 to eight properties currently in Egypt, Qatar, Syria, Jordan and Saudi Arabia.
W
May 2009 • Hotelier Middle East
To come this year will be Beirut, plus additional properties in the Gulf. “We have Abu Dhabi, Bahrain and Kuwait on the starting blocks, and have identified a site and are negotiating in Oman,” says FitzGibbon. Add in a second resort in Doha and it represents a healthy spread in the region, no doubt helped by the influence and local knowledge of one of the group’s key owners — Prince Al Waleed bin Talal, who upped his shareholding to 47.5% in 2007, partnering with Bill Gates’ Cascade Foundation, which took an equal share, leaving the key 5% in the hands of founder Isadore Sharp. Savvy investors and private ownership are two huge benefits in the world of investment in 2009, says FitzGibbon. “We have no distractions with the public market in the current situation,” he says, adding that the group’s network of hotel owners have proved equally understanding of the law of diminishing returns in a downturn.
“Owners want to know that there will be no compromise throughout the network — we cannot dilute our business and make short-term decisions that would make us into a four-star operation or change the customer image of what we do.”
Nile view rooms offer backdrops of the Nile River or Zamalek Island.
SERVICE MANTRA At Four Seasons, image is paramount — not only the physical attributes of its 80+ hotels but also the culture of service that has become something of a legend in the hotel world. “Our focus is on consistency,” says FitzGibbon. “Physical consistency is not essential but we have to have service consistency as (for us) service is survival.” The service mantra is one that has helped keep Four Seasons at the top of its game during its nearly 50-year history. Founded in Toronto in 1960 by Isadore Sharp, who came in to the industry from construction without preconceived notions of what and what was not done in a hotel, Four Seasons can claim to have introduced many ‘luxuries’ now as-
WE SIGNED MORE LETTERS OF INTENT DURING 2008 THAN IN ANY OTHER YEAR AND THAT’S IN LINE WITH OUR LONG-TERM GOAL TO GROW TO 150 HOTELS IN THE NEXT SEVERAL YEARS
The Nile Plaza property has eight F&B outlets.
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Jim FitzGibbon.
FOUR SEASONS’ SERVICE HIGHLIGHTS Prioritise service consistency over physical consistency Treat staff as a resource and as brand ambassadors, particularly when entering new markets Keep staff morale high by offering extras such as ideas boards, media boards, staff event photos, a holiday board, cartoons of management and training books back of house Ensure concierges live up to their name by equipping them to offer services from sourcing musical instruments to fixing guests’ jewellery Four Seasons achieves highest revPAR in the Middle East, attributable to its levels of service
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FAMILY FEELING But, with global expansion a priority, the willingness of staff to commit to Four Seasons and move with the company to new destinations has stood the group in good stead in challenging environments. “When going to out of the way places, our ambassadors are vital,” says FitzGibbon. “It helps that the staff holiday with us, as they have 12 days a year free at any of our hotels and 50% discounts on F&B.”
OPERATOR PROFILE
The spa at Four Seasons Hotel Cairo, Nile Plaza.
sumed as hotel standards — from in-room amenities such as free shampoo to robes, hairdryers and telephones in the bathroom, and 24-hour room service. But, while current expansion is taking the name into weird and wonderful locations — palazzos and palaces in Europe, beach-front residences in the Indian Ocean, theme parks in the US and more — it is the service culture that now distinguishes Four Seasons from its equally sumptuous competitors. While it is company policy to achieve the highest room rate in any destination — and Four Seasons does rank highest for revPAR through the Middle East — this aim can only be reached by delivering a consistent product that rewards both repeat and new customers. And, expansion to the four corners of the globe has been made possible by using staff as ambassadors to expand that Four Seasons culture, according to Antoine Corinthios, president, operations, Europe, Middle East and Africa, citing the example of the Cairo launch when even the owner expressed doubt that good service could be imported to the Egyptian capital. “Early on during our move into the Middle East, the Cairo owner wanted to see our (non-existent) training manual to discuss the contents since he felt that people would not have the ability to deliver in Egypt as in the rest of the world,” says Corinthios. Since that time, more than 250 staff have moved on from the Four Seasons First Residence to open other hotels both in the region and elsewhere, creating a mythology of the Four Seasons ‘college’ in the Middle East.
This commitment to people as a resource, the creation of trust, an open line of communication between management and staff and a very real corporate family dynamic is apparent both back and front of house. At the Four Seasons at the Bosphorus in Istanbul, for instance, a typical back of house environment includes the restaurant and internet lounge used by both management and staff; great ideas board; media board displaying articles written about the hotel; cartoons of the management adorning the corridors along with staff party photos; a world map showing all group hotels (also known as the holiday board); a library of management and training books. There, the concierge in an average day had fixed some glasses, glued a pair of cuff links and sourced a musical instrument, as well as buying a novel for a guest who was in the middle of reading it but had left the book at home. The result, according to general manager Marcos Bekhit, is that a warmth has been created by his staff in just nine months that is already exciting letters of praise from customers. “These are coming in not just for the product, but for the employees,” he says. “As general manager, I spent 15 minutes with each member of staff, but in talking about culture and hotels, they have heard it all before and to build the culture, we have to build trust and respect. We have 450 staff, half of whom are new to Four Seasons, but I tell them all that we are like pieces in a puzzle that is not completed without one piece.” And while the commitment to nurture and evolve staff to intuitively deliver great service is a staple ingredient of the Four Seasons product, the only downside comes in the real world. “We aim to treat others as we would have them treat ourselves, both guests and staff, but the challenge sometimes is when we leave the hotel at the end of the day and go in to the outside with its rough edges,” says a hotel employee. It’s a feeling many guests experience too... HME
Hotelier Middle East • May 2009
81
• News • Solutions • Opinion • Best practices
Dubai hotel crowned by IHG Award for Crowne Plaza recognises initiatives implemented by GM AWARD Partnering with local recycling and environmentally-friendly companies has paid off for Crowne Plaza Dubai in the form of a recent IHG Corporate Responsibility Award. The award recognises the hotel’s contribution to the local community and environment. Crowne Plaza Dubai recycled 644 tonnes of plastics, glass and cans in 2008 and saved 15% of water costs in three months, after partnering with DEWA to install water-saving devices. The hotel also pledged to stop all use of plastic bags and participated in the Clean-up Dubai campaign. General manager Laurent Rigaud said the two most important factors in the hotel’s environmental success were raising awareness and forming useful partnerships. “At one level you have to realise that you need help from outside,” said Rigaud.
“At the moment we are talking with a few companies who have done this before to see how they can help us.” This help includes sourcing environmentally-friendly products, suggesting alternatives to current procedures and measuring the hotel’s energy consumption. “The most important factor is to find out where we are wasting energy — is it in the kitchen, is it in the chillers? There are so many things you can find out [with expert help],” said Rigaud. One of Rigaud’s first actions in 2008 as incoming general manager was to launch a green committee and the “room to be green” concept at the property. With more than 700 employees, he explained that such successful environmental initiatives could not be driven by a single, small team. To get all staff on board, the hotel held an internal awareness day. “We did a lot of presentations and we asked every department to recy-
A green April for Marriott in Dubai
Staff from five Marriott properties in Dubai planted indigenous trees to mark the environmental awareness month.
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cle items and make new objects out of them, just to show everyone that you can do a lot more with things that have been used already,” said Rigaud. “Everyone got involved and then we started doing really serious stuff. On the same day we all signed a pledge saying we would not use plastic bags.” Rigaud explained that while there have been immediate changes, such as using environmentallyfriendly products, recycled pens and laundry covers made of recycled bedsheets rather than plastic, some initiatives have a more longterm focus. “We are planning to change all of our light bulbs and shower heads, so at the moment we are doing a lot of trials,” said Rigaud. “You cannot just try something for two days; you need to try something in one area for a month and then you compare — you take two or three rooms and compare them.” He said guests, particularly corporate clients, were supportive of
INITIATIVE A range of green initiatives were implemented at Marriott hotels across the region in April as part of Marriott International Environmental Awareness Month. In Dubai, the month kicked off with a tree planting day at the RitzCarlton Green Area on April 7. Five Marriott properties — including JW Marriott Dubai, Courtyard by Marriott Dubai Green Community, Marriott Executive Apartments Dubai Creek, Renaissance Dubai Hotel and Marriott Executive Apartments Green Community — planted 25 indigenous trees each, bringing the total to 125
Laurent Rigaud: drawing on external expertise is vital when analysing your property’s energy consumption.
the hotel’s environmental initiatives — with many businesses preferring to work exclusively with environmentally-aware partners. “Now my goal is getting 100% of our people to embrace it and even some of my colleagues in our sister hotels so as a group we are all doing something,” said Rigaud.
trees. The exercise was instigated by JW Marriott general manager Wael Soueid and Courtyard by Marriott director of engineering Wael Farouk. Other activities throughout the month-long awareness campaign included a competition to conserve energy in associate housing and quizzes that tested staff knowledge on water and energy conservation, recycling and trash removal, food recycling and the company’s carbon footprint programme. The Marriott properties used Earth Day on April 22 to mark the beginning of the Green Generation initiative, which was aimed at creating a green stay for guests. Hotelier Middle East • May 2009
GREEN HOTELIER
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DTCM energy optimisation plan now in place Hoteliers urged to register for scheme that will provide benchmarks for energy consumption ANALYSIS he Department of Tourism and Commerce Marketing (DTCM) in Dubai has embarked on phase two of its mission to reduce C02 emissions in Dubai hotels by 20% by 2011. Adherence to the Hotel Energy Optimisation Plan, developed in partnership with specialist consultant Farnek Avireal to collect, analyse and reduce energy consumption data from hotels, is compulsory for all hotels in Dubai. Speaking at last month’s Gulf Incentives, Business Travel & Meetings Exhibi-
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tion (GIBTM), show in Abu Dhabi (March 31 to April 2), DTCM director of business development Shaikha Al Mutawa said: “In the upcoming weeks we are going to start to register all the hotel establishments, so the time frame so far [phase one] has been to educate, create awareness and put the hotels in line to understand the projects that we aim to deliver”. She said awareness had been raised through exhibitions such as GIBTM and ITB in Berlin, with about 15 hotels registered already.
WE ARE ACTUALLY GOING TO CREATE REPORTS SO WE CAN SHARE THESE WITH THE HOSPITALITY INDUSTRY “There are 345 hotel establishments in Dubai and others under construction and what we are going to do right now is put them through the registration process — that’s phase two,” said Al Mutawa. There will be a fee for registration, but Al Mutawa said: “Hotels will receive a certificate for being an environmental hotel and staff who are going to be entering the data will be certified, so it’s not only the hard structures changing, it’s the soft structure, the people, the culture”. The initiative was launched following a study by Farnek Avireal which revealed that Dubai hotels produce double the C02 emissions of European hotels (see box out). Al Mutawa stressed that hoteliers needed to “understand more about the energy consumption of hotels”. “We can put a lot of initiatives in place in the market, but if the mindset [of those it
May 2009 • Hotelier Middle East
applies to] isn’t changed we will not achieve anything and that’s why [the target of] 20% by 2011 was set very wisely. “Hoteliers are from different backgrounds and different nationalities, so we understand the challenges and there are many — that’s why we have such a long timeframe for the project,” added Al Mutawa. She said that it was critical that all hotels registered for the Energy Optimisation scheme because “to benchmark everyone must have the same system”.
The aim is to create 2008/09 benchmark data, which will be reviewed and used to create best practice models, so that phase three, to be rolled out in 2010, will be focused on training hotels, carrying out action plans and measuring results, explained Al Mutawa. “We are actually going to create reports so we can share these with the hospitality industry and communicate this with our environmental association partners to see how we can advance it. “Once there is a report you can tell exactly where you are and what advances you can make, so it’s very important to share it with everybody,” she said. Going forward, Al Mutawa said she wanted to roll out the energy optimiser scheme “into other tourism sectors, such as shopping malls”, in order to create an “environmental community for Dubai”. Farnek Avireal Middle East LLC general manager Markus Oberlin said he believed the project was unique because it had been “developed without following any benchmarks worldwide”. “We looked at what would be the best possible goal that we could
achieve. Then we came to this figure of 20% because it is possible. It’s not just a figure that no-one can achieve,” said Oberlin. “You have to pay money to get power, so when you save 20% you can actually say you will save 20% of your energy bill,” he added. Oberlin said the hotel group leading the way in the energy-consumption field at present was Mövenpick, which registered with the Energy Optimiser three years ago. Mövenpick Hotels &Resorts VP technical services for the Middle East and Asia Sarwat Ibrahim said: “The first step was to cancel all the existing waste before investing any other money. “We are in phase two now; we are starting to implement changes because we have a revision plan.” For example, Mövenpick Tower & Suites Doha is installing a new energy-saving processor to reduce a high consumption in fuel, while a new heat recovery system is being introduced in the chillers at Mövenpick Resort Cairo. Of the 2011 target, Ibrahim said: “It will be achievable to a limit; we still have to find the final budget and how we can finance it. “However, I believe it is achievable as long as we are reasonable in applying it”. HME
SHOCKING STATISTICS: Why hotels need to cut CO2 emissions In Europe, the average hotel produces 3000 tonnes of CO2 emissions per annum. In Dubai, that figure is 6500 tonnes European hotels use an average of 350 litres of water per guest per annum. In comparison, Dubai hotels consume 850 litres per guest per year. An average European hotel consumes 100 kilowatts of energy per m². An average hotel in Dubai consume on average 225 kilowats per m². A typical five-star city hotel in Dubai has a total energy bill of up to AED 7 million (US 1.91 million) a year. Source: Farnek Avireal
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• News • Analysis • Innovations • Trends
Ship in your staff accommodation Gulf Housing Solutions introduces Najem — one-star accommodation for hotel employees TOP STORY Staff accommodation specialist Gulf Housing Solutions has developed a new modular construction solution designed to drastically speed up the build process, thus reducing the burden on hoteliers. Najem is a pre-built, pre-fabricated, pre-furnished staff accommodation model that from design to delivery can take as little as six months versus the conventional timeline of two years, said Gulf Housing Solutions (GHS) executive vice president Arin Maercks. “You save not only money but time, which is often more crucial,” observed Maercks. “We really see the future in Najem and modular construction because it can be built
Najem is a pre-built staff accommodation model.
to suit in many ways. We have spent four years of research to know what the requirements of different hotel groups are, so we have a very good picture of the demand on amenities, recreation and common space facilities for example.” Maercks said the firm looked to
partner with owner/operator/management companies to provide the solution on a long-term lease basis or through joint ventures. “We would also take all the operational management of the facilities so they don’t have to deal with that on an ongoing basis,” he added.
Maercks said although GHS currently only had a team of nine, it had partnerships with transportation and catering companies to enable it to manage the accommodation facilities, saving hoteliers the burden of recruiting their own teams to manage their staff accommodation. “This is a non-core skill [for hoteliers], so what we really do is allow them to offload those responsibilities to us ,” he said. “We understand that it is a challenge and a struggle for the groups that are operating here in the GCC and they really allocate a lot of time, money and resources to manage this, so we simply offer that almost on a turnkey provision basis, where we take the headache away from them and allow them to concentrate on their core skills.”
Maxim World Dubai office to cater to entire GCC EXPANSION Maxim World managing director Puneet Bhalla has revealed the company is looking to open an office in Dubai by the end of 2009. He said that while the company — which produces bespoke metalware and leather products for the inroom and F&B arenas — was able to offer high levels of customer service to Middle East clients from its head office in London, there was a demand from operators in the GCC for suppliers to have a physical presence. “This will be like a Middle Eastern hub for us; we have projects in Saudi Arabia so we’ll feed off of that, we’re doing a couple of projects in Bahrain so we’ll feed off that. We find from a Middle Eastern point of view, espe-
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cially in Saudi Arabia, they ask if you have a local office in the region,” said Bhalla. “Initially we would probably have about seven or eight people here; we want to cater to other GCC countries not just Dubai.” The office would feature a high tech showroom, added Bhalla, “so that when the client walks in they get a real flavour of not only what the products look like but what they look like in the right environment”, explained Bhalla. Maxim World debuted in the Middle of East with the pre-opening of Raffles Dubai two years ago. Since then it has worked on a series of high profile projects, including The Westin Dubai, InterContinental Dubai Festival City, several Rotanas, W Doha in Qatar and Atlantis in Dubai, for which it provided bespoke
in-room bathroom metal products for 1500 rooms. “We offer two things,” said Bhalla. “Firstly, we’ve got a range of our own, based on the designs that we do, so properties are more than welcome to take any of those. “But 95% of the time what they do is they like one of our shapes, but they take it in a colour of their own, so that’s where the customised option comes in,” he continued. “Or, for the Atlantis, every item that we produced was from scratch for them,” added Bhalla. He adds that the company has always done its utmost to provide clients with exactly what they want, even sometimes providing products free of charge if something exceeds a client’s budget. “Yes it costs us money but there’s a
Bhalla: Maxim World will open a Dubai office soon.
big good will gesture there and that’s why we grow so well. “The client sees Maxim World is not just about profit, there’s more to it and that’s what we really go for,” added Bhalla. Hotelier Middle East • May 2009
SUPPLIER NEWS
Supplier Focus
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Club Car contract Hydroturf, which provides products and services to the irrigation, turf care and leisure industries in the Middle East, has secured a contract with the One&Only Royal Mirage hotel in Dubai to supply it with more than 20 of its Club Cars. The fleet, a mixture of passenger and utility vehicles, will be on an operational lease contract hire deal for the next three to four years. Hydroturf, Club Car and Trojan general manager Brian Goudiesaid he was “obviously very pleased to be able to add such a prestigious hotel as the Royal Mirage to our ever growing list of clients”.
Schröno.
Hotel Show gold German luxury furniture supplier Schröno has teamed up with German-Turkish company Biondi to produce a 24-carat gold stand at this month’s Hotel Show. Organised by Prime Project, Schröno’s new UAE distributor, and located in Hall 4, booth 4 A260, the 30m² stand will be floored with 24carat gold tiles from Biondi. Schröno will be using the stand to showcase six sets of sofas made from Swarovski crystal fabrics, Etro fabrics and leather.
Picture perfect Drapery hardware system manufacturer Forest Group has added Picture Hanging Systems (PHS) to its range of products. PHS consists of a range of flexible, elegant and safe picture hanging systems, including those with an option for lighting. The systems are made of powder-coated aluminium and are available in white or silver.
May 2009 • Hotelier Middle East
Technogym set to focus on education at MEFIT International master trainer to attend fitness industry event in Dubai TOP STORY Wellness supplier Technogym has organised a series of comprehensive product training seminars to be held during the Middle East Health & Fitness Summit 2009 (MEFIT) in Dubai next month. “Our worldwide master trainer Henkjan Thoes from Technogym’s head office in Italy will run a very intense and diversified schedule of training sessions focused on different aspects of our business to educate, update and follow up new training techniques and practices and to introduce the latest trends and innovative concepts in the industry,” said Technogym export area manager Middle East & India Michele Moro. “There will be sessions based upon PT, group, functional training, prevention/rehabilitation, basic training, advanced training, and kids-specific exercise. Technogym, famed for products
such as theWave and Kinesis, has also launched a new online education tool to help operators improve their trendawareness, services, member retention and secondary spend. Technogym managing director Christian Dietrich explained: “Education plays a key role within Technogym’s Total Wellness Solution, which is why Technogym created the Wellness Institute, an intenational school present in more than 100 countries, to educate and train industry professionals. Education was neglected for too long and while demand for services was booming businesses could get away with it, but now consumers have become more careful about where and how they spend their money so educated staff is a must. “Our new platform http://uaetraining.technogym.com has been created to provide various courses and seminars and other educational programmes,” he added. Scheduled to be held at Hayya Club
Dietrich: Technogym is keen to educate the trade.
Meadows from June 3-6, MEFIT presents a fitness innovation exhibition area, two-day management and business summit, two-day personal training summit, group exercise arena and Fitclub for children. The business summit is aimed at health club owners and managers to help develop their knowledge and improve the management and profitability of their business. For more information visit: www. mefit.net
Rikan show a roaring success NEW RANGE Hotel and restaurant supplier Rikan hosted a product show at The Monarch Dubai (April 14 to 15) to display its new range of F&B items, which were exhibited alongside the company’s traditional leather products. The new range included tableware and accessories in stainless steel, aluminum and brass. Director Riaz Khimani said the company was committed to providing customised products to suit the design of individual hotels. “For us this show was very important because we were traditionally known for our range of housekeeping accessories,” said Khimani. “Our F&B range known to the
industry was mainly only menus and bill holders, but we have always had a much bigger range to offer.” Representatives from some of the region’s top hotels such as Emirates Palace and from major chains such as Marriott and Ritz-Carlton attended the event. Monarch Dubai director of sales and marketing Werner Pichler said the show was “a great opportunity for customers to come and see the products first hand”. “Rikan seems to be expanding its product range quite dramatically,” he said. “In Dubai there are so many hotels and it is really difficult to get something new and different; we have to ensure that the products our guests are using reflect the qual-
Khamani: Rikan is expanding its range.
ity of our brand. Rikan was heavily involved in our menu design and we are very happy with what they have done for us.” Rikan operates a manufacturing facility in India employing close to 300 artisans. www.hoteliermiddleeast.com
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Airfree has partnered with Emaar Hospitality.
Airfree has partnered with The Address Hotels + Resorts to create low-allergen rooms at The Address Dubai Mall, due to open by the end of the second quarter this year. Airfree, distributed in the Middle East by Amancorp, is an air sterilisation system that uses heat sterilisation technology at 200ºC. The system is designed to remove the bacteria and micro-organisms responsible for exacerbating allergy symptoms and air-conditioning related illness experienced by holidaymakers in Dubai.
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Amancorp Ltd CEO Mihir Patel said: “Gone are the days where hotels focus only on ‘seen’ luxury; this is already the norm in the UAE. The Address brand will focus on both ‘seen’ and ‘unseen’ luxury, to offer the ultimate guest experience.This will be how all hotels approach the market in future, continually raising the bar in guest comfort to new levels.” Patel said it was to the great credit of the “efficacy, invention and potential of the Airfree technology” that a hospitality group as important to the future of Dubai as Emaar Hospitality and The Address Hotels & Resorts brand had already investigated, tested, and approved its installation. “Such early recognition is all down to the simplicity, convenience and efficacy of the product — particularly given our climate and air conditioned environment — in improving the everyday health and well being of users,” continued Patel.
A new partnership between Eurostar Solar Energy (ESE) and Tata BP Solar India (TBS) has been agreed with the aim of providing solar water thermal heating systems to hotels in the region. ESE parent company Eurostar Group chairman Raju T Jethwani said: “We remain committed in bringing cutting-edge solar solutions enjoyed by the rest of the world to the Middle East; keeping in mind the distinct needs of the region and in line with UAE Government initiatives in pushing for sustainable environmental protection. “In doing so, we complement our vision for growth, innovation and promise to our own customers. More importantly, if there is any way we can contribute to a general reduction of carbon footprint that we all take for granted then you are going to hear of more such associations in the future”. ESE will offer expertise in the design, supply, installation, commis-
sioning and after-sales service of solar water heating systems, provided by TBS. In hotels, these systems can be used for eco-friendly water output in guest rooms, steam boilers in kitchens, housekeeping, laundry, sewage treatment and for saunas and spa pools in health clubs.
Jethwani: ESE to offer “cutting-edge” solar solutions.
Hotelier Middle East • May 2009
SUPPLIER NEWS
Airfree gets the right address New supplier of solar energy
At HOST the Hotel Industry puts its best foot forward. Hotel Emotion Industry Exhibition
23 - 27 October 2009
World's leader with 15,000 sqm of display area and 400 exhibitors, Hotel Emotion is in a reserved area inside Host, International Exhibition of the Hospitality Industry, the world's number one with 1,865 exhibitors, 350 of which from abroad, 110,000 sqm of net display area, and over 135,000 professional visitors, 35,000 of which from 134 countries.
I N T E R N AT I O N A L E X H I B I T I O N OF THE HOSPITALITY INDUSTRY
www.host.fieramilanoexpocts.it
89 SUPPLIERS
Furnished ambitions Dedon international contract director Angel Salvador outlines why the company now offers hotels in the Middle East a direct contact channel COMPANY PROFILE uxury Barcelona-based furniture supplier Dedon offers Middle East hotels a variety of individual customer service options to complement a creative range of furnished offerings. The company has created an International Contract Division, with the aim of working more closely with some of the world’s more luxurious hotel chains, according to international contract director Angel Salvador. “We aim to inform these chains about the existence of this new divi-
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sion and that it is possible to contact us directly to receive support in new projects,” says Salvador. Dedon’s direct customer service option does not mean it interferes with the business practices of its distributor partners, adds Salvador. “We have informed all our importers about this strategic change; we have also created the ‘contract guidelines’ to allow us to work in the same markets without interfering with each other,” he explains. “Our clients therefore, can all benefit from all marketing actions taken by our International Contract Division around the world.”
CUSTOMER RELATIONSHIPS
ABOUT DEDON ESTABLISHED: 1990 HEAD OFFICE: Barcelona CORE BUSINESS: Luxury furniture supplier for hotels USPS: International Contract Division; 3D website for designers; two new collections released each year; creates special contract models exclusive to the Middle East TEL: +34 93 208 0903 EMAIL: contract.export@dedon.es WEB: www.dedon.es
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While the firm has a wide global presence it maintains a keen interest in Middle Eastern markets. “We are working in almost in all countries across the Middle East area including Saudi Arabia, Kuwait, Oman, Bahrain, Qatar and the UAE,” comments Salvador. “Our main goal is to reach these markets and increase visibility no matter how, either with our importer’s collaboration or directly with our sales network — we will try to reach the last place on earth where a hotel is being built.”
To reach this ambitious target, Salvador says the firm needs to stay ahead of the competition in terms of design and market awareness. “Before launching a new collection we consult customers in order to know every market trend and what products we should develop,” he explains. “This kind of information is essential in realising the briefing of new models, then our design, research and development department — which is highly experienced in furniture and design — makes contact with famous and innovative designers in order to create new models based on up-to-date and new trends.” Dedon works with a variety of architects, interior designers and landscapers and without their support, claims Salvador, the company “would never have reached such a high level of professionalism”.
PARTNERSHIP WORKING To capitalise on these relationships, Dedon has implemented new technology and documents to support its partners. “For this reason we created a special website to allow designers to work with Dedon items of
furniture in 3D,” he explains. “We provided hotels with a document called Dedon Outdoor Furniture for Hotels by Area, designed to help them to choose new furniture, especially when they feel the need to renew their style.” With this dedicated output, the company designs and releases at least two new collections a year. “Last year, for the first time in Dedon’s history, we created special contract models,” says Salvador. “Holiday, for example, designed by Richard Frinier, is only available through contract as one of its main characteristic is to be stackable — this collection is exclusive in the Middle East where we are working on relevant projects to be completed by the end of this year.” Despite penetrating the Middle East’s hospitality industry, Salvador says Dedon takes a different approach to the industry in this region than it does in traditional European markets. “The main difference is that in the Middle East, we mainly work with luxury resorts and hotels, while in the European market, we deal with city hotels that are based in tourist areas, where few are extremely luxurious,” concludes Salvador. HME Hotelier Middle East • May 2009
May 2009 • Hotelier Middle East
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The Royal Host treatment After more than 50 years in the import/re-export business, Saudi Arabia-based Binshihoun launched its hospitality arm, Royal Host, which now serves the hotel industry region-wide COMPANY PROFILE inshihoun, one of Saudi Arabia’s leading importers for household products, established Royal Host three years ago to serve hotel and F&B markets across the Middle East. In that time, the venture has gone from strength to strength, with high-profile customers including Sheraton, Marriott, Radisson SAS, InterContinental, Hilton, Holiday Inn and Sheraton. General manager Mohammed A A Bin Shihoun explains that the first two years of operation were dedicated to making contacts within the industry, including hotels, restau-
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ABOUT BINSHIHOUN NAME: Royal Host / Binshihoun ESTABLISHED: 1955 HEAD OFFICE: Jeddah, KSA USPS: 50 years success in industry; 15 branches in KSA; exclusive, specialised products TEL: +966 2 252 2289 EMAIL: royal@binshihoun.com WEB: www.binshihoun.com
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rants, wedding halls and large hospitality companies. “We realised a good achievement and good numbers of orders,” explains Bin Shihoun. “All this happened, granted by God, and then good planning allowed us to enter the market.” He points out that although the Royal Host hospitality brand may be in its infancy, the Binshihoun name has a long history of success. “Since 1955 our products have been distinguished by their high quality, purity of origin and strength,” says Bin Shihoun. “The distinction of high specification together with a touch of creativity never separated from the Binshihoun brand. “It now has 15 branches distributed in different cities in the Kingdom, such as Riyadh, Jeddah, Dammam, Abha, Khamis Mushait and Tabouk.” The company’s customer base spans Morocco, Algeria, Kuwait, Qatar, Bahrain, Egypt, Jordan, Yemen and the UAE. Saudi Arabia remains one of the company’s strongest markets, however, with Bin Shihoun expecting several busy periods later in 2009.
“Saudi markets have special seasons that are not found in other markets, such as hajj and Ramadan, when millions of people come to visit Makkah,” he explains. “This makes business boom in all fields, especially in hotel wares, because most of the hotels renew their equipment to attract more visitors and improve their reputation.” To maintain its own reputation, Royal Host has a commitment to seeking out new and exclusive products, often supplied by a sister company specialising in hotel furniture. “We are doing our utmost to provide convenience to our clients and to help them find all their needs when they visit our showroom,” explains Bin Shihoun. “To achieve this goal we even sell some items at cost price without any profit, just as a service to our valued clients.” Royal Host’s main products include hygiene wares; cooking utensils; tables; chairs; toilet accessories; bedroom fittings; towels; buffet equipment; and amenities such as shampoo and soap. In addition, the company imports household wares such as manual and electrical appliances; kitchen
wares, including glass, porcelain, ceramics and aluminium products; and specialist gift items. Binshihoun’s main source markets include Germany, Italy, France, Turkey, Japan, China, Korea and Taiwan. For the future, the company’s plans are clear. “Our first and main priority is to plant our brand, Royal Host, in the mind of every person dealing in the hospitality field,” says Binshihoun. “To achieve this goal we will look for all the new, high quality and attractive products and will participate in all necessary exhibitions and activities related to hospitality around the world. “We are working hard to keep maintaining our reputation, which has been built by long experience throughout the years since 1955.” HME
Hotelier Middle East • May 2009
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VIP spa space FITTED OUT
ujairah Rotana Resort & Spa’s recently revamped Zen Spa features as a highlight the Serenity Suite, a VIP space designed for discerning spa guests who are looking for a completely exclusive and uninterrupted experience. The suite is accessed via a private side entrance and features a waiting lounge, completely separated from the main spa area. The Serenity Suite caters to individuals or couples and boasts a private bathroom and spa pool, with picture windows that expose a courtyard garden of palms. Blinds can be drawn for guests who prefer a more subtle light. The light brown tone of the blinds blends with the wooden furniture, exposed beams and earthy colours of the suite. This palette is broken up by bright blue and red highlights. Spa manager Sandrine Bertrand says designers have blended a traditionally soothing spa ambience with the bold colours of the facility’s natural and created surroundings. “The towels are blue like our Rotana logo; the pillows are pink, as are the flowers outside,” she says. Natural light is emphasised throughout the spa using several skylights and windows. “In the wet areas, you have the open sky and the light of the day,” says Bertrand. “If you come back to the spa in the evening, the ambience is totally different, because you just have the little candles and you see the daylight diminishing.” In addition to the Serenity Suite, the Rotana Zen Spa features eight individual treatment rooms, one Thai massage room and one treatment room for couples. The ‘wet, cold and heat’ area comprises a rainforest shower, Vichy shower, ice cave, rasul, wet hammam and dry hammam. HME
The Serenity Suite at Fujairah Rotana’s Zen Spa combines a private and luxurious experience with the latest spa equipment
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May 2009 • Hotelier Middle East
TOWEL BIN Via Motif supplies interior design accessories designed to “enhance the décor of the welcoming home and the experience of the hotel guest”. Via Motif’s collections include accessories for the bedside, bath, table and desk, as well as small furnishings and lighting. Materials include woven natural fibers, woods, and durable synthetics.
Via Motif Tel: +1 415 454 8842
www.hoteliermiddleeast.com
93 SUPPLIERS
TREATMENT BEDS The Laguna Surf and Soma Bora Bora treatment beds were supplied for the Zen Spa by Beauty Leaders. The premium Laguna Surf model features two heavy-duty remotes for height adjustment and back and leg adjustment, electrical outlets inside the cabinet, added storage space behind sliding doors and high-density foam cushioning with rounded corners. Beauty Leaders director of operations Liane Bakauou says: “This is the Rolls Royce of treatment beds; a luxurious multi-functional treatment bed that provides extra comfort to the spa guests during their treatment. It is also a very practical bed for the therapist to use due to its spacious cabinet space underneath to store towels and products. The built-in electrical sockets that allow for the storage and use of equipment are ideal.”
Beauty Leaders Tel: +971 2 676 4600 Fax: +971 2 676 1500 Email: info@beautyleaders.com
FURNITURE Nakkash Gallery sales and marketing manager outdoor furniture department Marilou Lorenzo-Joson says: “The unique design of the furniture boosts up the essence of relaxation. “We send Rotana the best of the best brands in furniture. Nothing beats the unique design and high quality of Dedon. By using Dedon furniture, the Fujairah Rotana spa creates a relaxing atmosphere, sense of calmness and comfort.”
Nakkash Gallery Tel: +971 4 282 6767 Fax: +971 4 282 7567 Email: nakkashg@emirates.net.ae
BATHROOM AMENITIES Other suppliers: Maya’s Art: Tel: +971 4 3327120 Aquarelle Towels Tel: +971 4 3683036 Skeyndor Web: www.skeyndor.com
www.hoteliermiddleeast.com
House of Maria Dowling provides spa and luxury hotel amenities solutions to the finest spas, hotels and resorts. The range combines retail products, individually customised spa treatments and room amenities. All products are 100% naturally-ethical potent and provide powerful treatment benefits.
House of Maria Dowling Email: peter@houseofmariadowling.com
Hotelier Middle East • May 2009
93 SUPPLIERS
TREATMENT BEDS The Laguna Surf and Soma Bora Bora treatment beds were supplied for the Zen Spa by Beauty Leaders. The premium Laguna Surf model features two heavy-duty remotes for height adjustment and back and leg adjustment, electrical outlets inside the cabinet, added storage space behind sliding doors and high-density foam cushioning with rounded corners. Beauty Leaders director of operations Liane Bakauou says: “This is the Rolls Royce of treatment beds; a luxurious multi-functional treatment bed that provides extra comfort to the spa guests during their treatment. It is also a very practical bed for the therapist to use due to its spacious cabinet space underneath to store towels and products. The built-in electrical sockets that allow for the storage and use of equipment are ideal.”
Beauty Leaders Tel: +971 2 676 4600 Fax: +971 2 676 1500 Email: info@beautyleaders.com
FURNITURE Nakkash Gallery sales and marketing manager outdoor furniture department Marilou Lorenzo-Joson says: “The unique design of the furniture boosts up the essence of relaxation. “We send Rotana the best of the best brands in furniture. Nothing beats the unique design and high quality of Dedon. By using Dedon furniture, the Fujairah Rotana spa creates a relaxing atmosphere, sense of calmness and comfort.”
Nakkash Gallery Tel: +971 4 282 6767 Fax: +971 4 282 7567 Email: nakkashg@emirates.net.ae
BATHROOM AMENITIES Other suppliers: Maya’s Art: Tel: +971 4 3327120 Aquarelle Towels Tel: +971 4 3683036 Skeyndor Web: www.skeyndor.com
www.hoteliermiddleeast.com
House of Maria Dowling provides spa and luxury hotel amenities solutions to the finest spas, hotels and resorts. The range combines retail products, individually customised spa treatments and room amenities. All products are 100% naturally-ethical potent and provide powerful treatment benefits.
House of Maria Dowling Email: peter@houseofmariadowling.com
Hotelier Middle East • May 2009
95 INTERNATIONAL SUPPLIERS
Made in Germany
Schröno.
Hotelier Middle East highlights some of the best German hotel product suppliers and finds out how and why these companies are targeting the Middle East hospitality sector iscussions with German suppliers to the hospitality industry reveal several key issues that are shared by all, from creators of luxury furniture and porcelain through to table linen and cosmetics manufacturers. Firstly, there is an unshakeable confidence in the unique high quality of products produced; secondly, suppliers are willing to accept that best sellers in their home country might need to be tailored to other markets; thirdly, they acknowledge that the German market is highly competitive, leading them to broaden their distribution; and finally, many have a keen desire to target hoteliers in the Middle East, which is currently being stepped up a notch. With this in mind, Hotelier Middle East discussed these issues with some of Germany’s best suppliers to find out exactly what products and services they can offer to ease the job of the industry’s purchasing and procurement managers.
D
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QUALITY STANDARD German upholsterer Schröno, a 45year-old family firm, has set its sights on offering its bespoke luxury sofas and chairs to Dubai’s top-end hotels. One of its USPs, according to distributor Michael Kriesten, Schröno’s new UAE representative, is the fact it is still made in Germany, with managing director Dr Franz Hendrik Schröder refusing to outsource its production to cheaper companies. “When it comes to furniture, the ‘Made in Germany’ logo is synonymous with high-quality product in the top luxury markets across the world,” says Kriesten. This is a view also held by Tatjana Drief, sales director GCC for ADA Cosmetics, another company that has opened a subsidiary in Dubai just this year, and echoed also by Martin Boeckle, assistant sales director at Zweigart’s hotel department, who says that the ‘Made in Germany’ label is the highlight of the country’s hotel supply market.
Zweigart.
Villeroy & Boch.
ADA cosmetics.
Hotelier Middle East • May 2009
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May 2009 • Hotelier Middle East
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Villeroy & Boch.
Schröno.
Bespoke products are important for ADA also, comments Drief. “We provide our clients with cosmetic concepts that are customised to their individual wishes, style and location and brand the products with their logo,” she says. Villeroy & Boch also offers clients a customised design service. Schaaf says: “In Germany, the trend is still focused on white-ware, while in the Middle East the culture is more open for patterns”. The region’s unique culture is also heavily taken into account by bakery supplier Bakemark International. The company’s marketing and product manager Michael Pruss says: “We develop specific products and applications for our ingredients, which reach the local requirements and taste, recognising also the need of specific food standards like Halal”.
THE ‘MADE IN GERMANY’ LOGO IS SYNONYMOUS WITH HIGH-QUALITY PRODUCT IN THE TOP LUXURY MARKETS ACROSS THE WORLD Villeroy & Boch Hotel and Restaurant Division marketing and product manager Georges Schaaf adds: “European and German suppliers are known for their extended know-how and their excellent quality. Another positive factor is their reliability and the long-term partnerships”. Zweigart’s Boeckle comments on the significant role of the German hospitality supply market in the current financial climate. “With firms having a good financial basis, the German market can provide the high quality hospitality products and services even in times of a worldwide economic crisis,” he tells Hotelier Middle East.
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TAILORED PRODUCTS With suppliers almost speaking with one voice on the quality of the products available from Germany, with LED light solutions, IT programmes, glass items, porcelain and sophisticated kitchen equipment some of the highlights according to Kriesten, what are their views on adapting their products for new markets? “We have a catalogue with more than 100 pages and more than 300 models, but it’s only examples,” says Kriesten. “So the customer can choose anything — they can choose the fabric or even the legs — whether they are solid wood or stainless steel. That is of great importance,” he says.
ADA cosmetics.
Hotelier Middle East • May 2009
INTERNATIONAL SUPPLIERS
ADA products include hotel specific in-room amenities from designer brands Lanvin, Chopard and Bogner, its natural Pure Herbs line supplied to Mövenpick and the Hydro Basics range, part of its Spa Collection. “‘Made in Germany’ is a synonym for a world-wide recognised quality label that stands for reliable high product value and safety,” says Drief. “ADA’s 30 years of experience, intensive in-house research and development along with comprehensive product controls set an extraordinary, high benchmark.” Uta Schmiedek of Showmaster agrees that the Middle East hospitality sector can benefit from Germany’s “high quality products”, while Miditec marketing manager Tammo Berner says that the country offers “reliability, technological advances and experience”.
INTERNATIONAL SUPPLIERS
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He says that while Bakemark is the biggest supplier of its kind in Germany, meeting requests for a range of natural bread mixes and convenient products, in the Middle East the best seller is Kraftkorn — “a dark malty multi-cereal bread mix”. In the confectionery field, he says Meister Cremin, a vegetable base of confectionery creams, is also very popular with hotel clients. Pruss explain that in targeting the Middle East, Bakemark is also focused on offering products suited to the style of kitchen. “Due to the fact that the planning of the kitchens in the new hotels is more and more related to a high content of convenience products, Bakemark is also prepared to offer convenience products and frozen, par-baked and thaw-and-serve products to the market if required.” The company also invites chefs and technical employees from major hotel groups from across the UAE, Kuwait and Saudi Arabia to go to Germany for training on “German bread culture and fine pastry”.
ENTERING THE MIDDLE EAST With such tailored efforts being made, the Middle East market is clearly high on the agenda for German manufacturers. This is in part due to what Drief describes as “massive, cut-throat competition”, at home, but mainly because of the opportunities offered by the region’s upcoming properties pipeline. “Globalisation makes business harder everywhere,” says Zweigart’s Boeckle. “Where minimum quality products are sold and the price becomes too important, it is hard for many German suppliers to compete with cheap suppliers — from China, for example. Boeckle continues: “The Middle East is a very interesting market as it stands for the upcoming strength of the Asian continent. “We plan to expand our business in the Middle East. Over the next five years, we want to increase the business in the region to 20% of our entire business. Therefore, we’re searching for more agents and new projects to show that Zweigart provides the
Traditionsmarke der Profis
highest standard of exclusive hotel and restaurant textiles.” Partnering with a local distributor, or even better, having a physical presence in the Middle East, is critical to doing business in the region, asserts Kriesten: “So many German companies have chosen to partner with a person who has a furniture showroom, so they put their two or three pieces there and they wait until they are sold,” he says. “You have to make the contacts to your potential customers personally, especially here in the Middle East. I have a local company, I am spending at least two to three weeks here a month.” Schröno products are distributed in the UAE through Kriesten’s local business, Prime Project. Maintaining this local presence is particularly important when working with both investors and operators on
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ADA International General Trading LLC For: In-room amenities, designer toiletries and professional spa products Tel: +971 4 331 0303/ +971 50 428 5144 Email: drief@ada-cosmetics.com Web: www.ada-cosmetics.com Bakemark International For: Bakery supplies Tel: +49 421 3502 200 Email: info@bakemarkinternational.com Web: www.bakemarkinternational.com Miditec For: access management, staff management, security and hardware Tel: +49 421 17581 14 Email: kfoerster@miditec.de Web: www.miditec.biz
knives . ancillary items . sharpening steels . grinding machines Friedr. Dick GmbH & Co. KG · Postfach 1173 · D-73777 Deizisau mail@dick.de · www.dick.de
May 2009 • Hotelier Middle East
projects from the time of conception through to completion, says Kriesten. He says that suppliers planning to walk into a project halfway through development will “miss the boat”. Drief agrees: “As of January 2009, ADA consolidated its international presence with a new subsidiary in Dubai in order to strengthen customer relations and to build up expertise right at our clients’ doorsteps. “Furthermore, effective warehousing and strong distribution solutions ensure that clients’ specific needs are quickly fulfilled. It is our goal to secure a rank among the top three leading cosmetics suppliers in the Middle East by 2011.” HME
Next month, Hotelier Middle East will review the hospitality supply market in the UK. To get involved, email louise.oakey@itp.com
SUPPLIER SHOPPING LIST:
Sharpening as on a steel
Ideal for restaurants and catering
Villeroy & Boch.
Schröno For: Luxury upholstered furniture Tel: +971 50 141 3078
Email: info@prime-project.de Web: www.schroeno.de Hotel Show stand: Hall 4, stand A260 Showmaster For: Buffetware, including the Showmaster refrigerated display case Tel: +49 431 648 0621 Email: u.schmiedek@show-master.de Web: www.show-master.de Villeroy & Boch For: Full table top service solutions, porcelain goods, professional glassware and cutlery Tel: +971 4 2659 797 Email: sarahr@emirates.net.ae Web: www.villeroy-boch.com Zweigart For: A range of table linen and textiles Tel: +49 7031 795 488 Email: mboeckle@zweigart.de Web: www.zweigart.de
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Exclusive bathroom experience Frette Guest Amenities Worldwide Launch Hotel Show 2009 Visit Us at Stand No. O2C161 Tel: +971 4 3417677 Fax: +971 4 3417678 info@frettegulf.com
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Show-stopper The Hotel Show exhibition director Maggie Moore highlights the must-see pavilions and areas, exciting exhibitors and top seminars to visit at this year’s instalment of the event
OPERATING EQUIPMENT AND SUPPLIES With thousands of new hotel rooms coming on stream over the next two years, the hospitality industry needs to focus now on sourcing the equipment and supplies it will require across the entire price range, from prestige hotels through to the more valuefor-money and budget hotels. The most innovative and creative designHisar.
led ideas covering the gamut of bar and restaurant equipment and accessories, housekeeping and back of house products and equipment, services, clothes and uniforms and supplies will be showcased. Products on display include worldrenowned brands, such as those of the traditional knife-makers of the Maniago region of Italy as well as precision kitchen equipment and fine cutlery, glassware and crystal ware from around the world. The latest in-room service equipment, including the ultra-slim mini-bar, come under the spotlight. Local suppliers of a range of goods produced regionally are also showcased on the stands. Corporate clothing is to be given star
Hisar.
treatment with exhibitors having the opportunity of introducing their latest clothing and uniforms on the extremely popular Corporate Catwalk. The categories of uniforms to be modelled include: front of house and reception; housekeeping; bars and nightclubs; food service — all day and fine dining; spa and beauty salon; maintenance, security and ground staff and chef’s wear.Alongside the event is the Student Design Award gallery of clothing design entries from local universities. MUST-VISIT EXHIBITORS: A large contingent of bed and bedding companies are headed by Sealy Mattresses, Dubai Furniture Manufacturer Co. LLC (King Koil & Serta),
Hommage.
Diamond Mattress Industries LLC, Poly Products LLC, Ghuzlan Emirates Furniture & Décor, Kings Stores Hospitality and Bahraja Trading LLC.There is also a strong Greek National Pavilion within the sector. NOT-TO-BE MISSED SEMINARS: The Food for Thought debate will be extremely interesting and will feature Thomas Klein Group’s Daniel During, OKKU head of business development and operations Edgar Hyder; Envirance founder Edouard Malbois; The Aviation Club Dubai general manager Gerard Kerney; Rmal Hospitality director of restaurant operations Simon Penhaligan.Also speaking is Dubai Municipality head of Consumer Products Laboratory Farah Ali Al Zarouni.
SECURITY AND TECHNOLOGY SECTOR For the third year running,The Hotel Show 2009 features the latest technology and security solutions. It is the region’s only dedicated show sector of its kind and highlights the growing importance of technology, the role it plays in everyday life and the advantages it can provide, not only in meeting guests’ requirements and keeping pace with the competition, but also in reducing overhead
VingCard Elsafe.
May 2009 • Hotelier Middle East
expenses across the hospitality industry. The overall success of this sector is underscored by the increasing numbers of technology and technology-backed security systems now available to hospitality professionals in the region. State-of-the-art technology is now commonly used in front of house and food and beverage applications, the traditional heartland of IT systems and hardware, and it is becoming increasingly important in back of house and waste and energy control. Technology-led systems are integral to the smooth operation of any modern hotel. The latest in-house entertainment systems and services, internet applications and in-room telephony and communication developments are likely to be high on any hotel operators’‘hit list’. Not only are they eager to embrace the latest technological offerings, they pose greater challenges to software designers as customer expectations increase and the technical boundaries are pushed further. For the back office, computer technology
highlights new e-commerce and web solutions, inventory control, accounting and payroll hotel software, reservations systems, management systems and technical support are on offer. All of these are designed to keep the administration overhead to a minimum while maximising profitability — always important to the bottom line but even more so during these challenging economic times. In addition, IT engineers can examine the latest security measures and solutions, especially with direct online reservations now playing a pivotal role in generating rooms and F&b revenue.With ‘open’ systems 24/7, the mere thought of a security breach must be enough to keep hospitality IT professionals awake at night! Those issues plus other IT security concerns such as in-house theft and fire hazards will be addressed by showcasing technology that can be used to aid security, such as the latest smart card room access solutions, computer controlled in-house and boundary security systems, in-room safes
Bartech.
employing new security measures and fire and safety systems. MUST-VISIT EXHIBITORS: Samsung Gulf Electronics, Sony Gulf FZE, Locatel, Morgane, ABB and Bond Communications. NOT-TO-BE MISSED SEMINARS: There will be security sector specific forums everyday. SPEAKERS INCLUDE: Platinum Vision’s Brocas Burrows; Spartan Comms managing director John Grew; Prismea Consulting Ltd managing director Mike Preston; E. Horner & Associates managing director Ted Horner and Pro TempIT managing director Kirsten Molle.
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Omexco.
INTERIORS AND DESIGN The Interiors and Design section of the show once again puts the latest furniture, furnishings, accessories and design services under the spotlight, with exhibits ranging from traditionally-designed and manufactured goods to some of the latest and most innovative products to be designed and manufactured by internationally renowned brands, as well as bespoke independent designers. With exhibitors representing more than 45 different countries, this sector of the show is a truly international affair. In contrast with many mature markets, the Middle East still has enormous potential, with demand set to increase ,especially over the next two years as construction sites turn into hotel buildings ready to be fitted out. Interiors professionals and designers will be keen to demonstrate their ranges of furniture, flooring and wall coverings, lighting and art, accessories and window products, textiles, ceramics, kitchen and bathroom furniture, as well as interior design services. Among the exhibitors are professional
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services companies such as interior contractors, design ‘architects’ and design service specialists, and design consultants.With so many hotels in the region reaching completion, these companies are keen to show the hotel world what they can offer in the fields of interior designs and interior fitting out of hotels and resorts.
THE RESORT EXPERIENCE The Resort Experience is a totally new concept within The Hotel Show 2009. It features exhibitors from all over the world and introduces equipment, products and services across three specific areas: the spa, outdoor furniture and accessories and resort equipment. The hotel spa is a major focus and brings many international spa design, products and equipment companies to this region for the first time. Showcased are professional care products for spas, specialised spa equipment, accessories and furniture and business services such as training, consulting and computer software. Looking to the outdoor areas of hotels, the exhibits will include furniture, furnishings and accessories, water features, statues and swimming pool accessories, alongside a range of tents, awnings and marquees.They all highlight the fact that servicing the outdoor experience is as important as the interior to hotel guests. MUST-VISIT EXHIBITORS: For spa products, the French and German pavilions in particular are important and local exhibitors include
MUST-VISIT EXHIBITORS: There is a strong representation from Portugal, France, Germany, Cyprus and Italy, as well as major local participation from Emirates Decor LLC and Brass Light International.
Point SL.
Finex Spa Solutions, House of Maria Dowling and Barr & Wray Fz LLC. OUTDOOR FURNITURE EXHIBITORS INCLUDE: Ego Sas, Ploß & Co. Gmbh, Remi SA and others from Spain, Cyprus, the UK and Belgium as well as local companies Nakkash Gallery, Falaknaz The Warehouse LLC and Paola Navone, who has designed a feature area using her designs for Gervasoni. NOT-TO-BE MISSED SEMINARS: The Middle East Spa Summit — a first of its kind for the region — will cover everything from spa and revenue management and marketing within a hotel environment through to spa design and development and installation. Some of the key presenters include Ernst & Young’s Nikita Sarkar; SinclairKnight Merz Pty. Ltd principal architect Guy N Tulloh; former director of spa for Jumeriah Group Anni Hood; Aspen Spa Management’s Leslie Glover; and Aspen Resort Inc’s Raoul Sudre.
THE HOTEL SHOW: KEY INFORMATION
NOT-TO-BE MISSED SEMINARS: An Italian Interpretation of an Oriental Style by Paola Navone will be a highlight, plus Rockwell Group managing director Chuck Wood’s presentation on current trends in restaurant design presentation. OTHER SPEAKERS INCLUDE: Hilton Hotels president Jean-Paul Herzog and Seven Tides Hospitality new managing director Mike Scully
HOTEL SHOW PREVIEW
Lydia in St. Petersburg.
DATES: May 24-26 VENUE: Dubai International Convention and Exhibition Centre OPENINGTIMES: 11am – 7pm each day CONFERENCES: Seven Star Conference and Middle East Spa Summit WEB: www.thehotelshow.com Point SL.
Hotelier Middle East • May 2009
103 HOTEL SHOW PREVIEW
SUPPLIERS YOU SHOULD KNOW With The Hotel Show a highlight on this month’s hospitality industry calendar, Hotelier Middle East presents 25 of the suppliers you should visit his year’s Hotel Show, which will be held from May 24 to 26 at Dubai International Exhibition and Convention Centre, is expected to attract 13,500 visitors. No doubt you are one of them! For ease of navigation, this year’s event has been sectioned into four main sectors, as explained previously on pages 100 to 101. However, at Hotelier Middle East, we thought we would break it down even more to help you pinpoint a handful of the companies you really shouldn’t miss. These 25 suppliers, listed in alphabetical order, range from turnkey interior solutions providers such as Fino and Gulf Interior Solutions to wellness experts Technogym, Barr +Wray and Finex Spa Solutions, through to those responsible for helping operators to run a clean, safe hotel, namely Kärcher and Vingcard Elsafe. These are the sorts of companies that should be in your contacts database; as all promise bespoke and tailor-made solutions to your specific property, and all are working hard to excel in the services and products they provide.
T
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Now is the time to put them to the test. With the downturn providing breathing space for managers to assess supply sources and distributor relationships, there is a great opportunity for operators to make sure they have tapped into all channels and explored all sources, local, regional and international. As Shangri-La Qaryat Al Beri director of food and beverage Joseph Matar says: “We deal with different suppliers and we don’t stick to one supplier; so we keep our options open. “We do have contracts and agreements with the main suppliers of the UAE in place and are constantly meeting with them and making sure everything is up to date and the quality is there,” he adds. Grand Hyatt Doha materials manager Sohail Ahmed agrees, as he warns operators to be familiar with more than one source to ensure fair pricing from suppliers. Knowledge is power, as they say, so why not use our supplier guide to this year’s Hotel Show to top up your little black book? Hotelier Middle East • May 2009
104 HOTEL SHOW PREVIEW
BAHRAJA
AIRFREE
Amancorp Ltd (RAKFTZ) commercial director Michael Cunningham says theAirfree air sterilisation system can directly“improve profitability,especially in back of house areas”. Increasing efficiency is the easiest way to deal with difficult trading conditions,”says Cunningham. He explains:“Airfree is a unique,globally patented,air sterilisation system which destroys 99.9% of airborne microbiological pollutants such as bacteria,mould and fungal spores.In a wider everyday occupied environment, Airfree reduces airborne bacteria and mould by 88% on average. As a result,there are multiple applications for the hotel industry. “In these hard times, using Airfree as a fresh produce preservation method in chillers and stores directly reduces costs and increases profits for a more efficient hotel business. Equally,given the endemic indoor air quality challenges in the GCC which cause unnecessary illnesses and exacerbate allergies,we have received several orders from hotels looking to provide a healthier stay for guests,notably Emaar’sTheAddress Hotels & Resorts. In-Wall,on-Wall and portable units are available.
BahrajaTrading chairman Paresh Shah says his company offers“a single source for high quality products backed by a personalised service”. Established in 1995,Bahraja sources,imports and supplies high quality products to the GCC,with its prime focus on the five-star hotel sector,although it also offers meal delivery solutions to the healthcare sector. “The value addition we offer is to back up the supply with after-sales service to ensure timely deliveries and rectification of any problems that might arise. The process of introducing new products to the market is ongoing and we keep this as one of our priorities,”says Shah. “Nikko continues to be one of our top sellers, however, the other brands we carry ,like LSA,StudioWilliam,Italesse,
Laguiole enAubrac and Forge de Laguiole and Perego have all been gaining ground rapidly,” he continues. “We have trained staff to back up our commitments and will continue to expand our infrastructure as and when needed to meet the market demands.Hopefully the present downturn in business will change and the market will come back a bit more mature and sound,”says Shah.
Bahraja Tel: +971 4 2672353 Email: bahraja@eim.ae The Hotel Show: Stand 2 A181, 2 B181
BURGESS FURNITURE
Airfree / Amancorp Ltd RAKFTZ Tel: +971 4 352 3712 Email: airfree@amancorp.net Web: www.airfree.com Hotel Show: Hall 1 Stand 1A135
BARR + WRAY Barr + Wray Tel: +971 4 423 3686 Email: design@your-spa.com Web: www.your-spa.com The Hotel Show: Hall 7 Stand 7C310 Barr + Wray managing director Peter Rietveld says: “Barr + Wray is recognised as a world leading provider of spa and pool engineering solutions and ideas for water and thermal experiences, with more than 50 years’ experience.We provide cutting-edge concepts, schematic and detailed designs for wet areas in hotels, day spas, fitness centres and schools to establish safety, functionality and durability. “The combination of our experience and expertise, combined with the creative flair of our design team have resulted in the fact that our company is acknowledged as highly innovative and successful in a truly competitive market,” he continues.
May 2009 • Hotelier Middle East
“In addition to our design and build capability, we have a reputation for delivering projects on time and on budget, thus providing our customers with high levels of confidence and peace of mind that are essential in the leisure and spa industry,” says Rietveld. Barr +Wray offers clients a total package of the ‘wet spa’ conceptual design, technical design and specification, supply, installation and commissioning of all equipment relating to lap pools, vitality pools, pool filtration/water treatment systems, water features and attractions, ornamental ponds and thermal cabins including but not limited to saunas, steam rooms, ice rooms, heated loungers and ice fountains.
“Now in our 50th year,Burgess Furniture continues to be an innovator in the design and manufacture of hospitality furniture,”says Burgess Furniture MD Jeremy Burgess. He says that what sets Burgess Furniture apart from other companies in the conference and banqueting market are “quality,innovation and value for money”. “With offices in Dubai,Frankfurt and London,Burgess is perfectly placed to ensure excellent customer service for all its clients,”says Burgess. “Burgess aluminium stacking chairs offer unrivalled comfort,ease of handling and compact storage and are complemented by our extensive range of tables and accessories.Our best selling chair,theVario,has a flex-back, lumbar support and contoured seat to give superb comfort and our new lightweight Configure-8 table range promises to look great in any meeting,conference or board room,”he says. Burgess Furniture Tel: +971 4 304 2331 Email: sales@burgessfurniture.com Web: www.burgessfurniture.com The Hotel Show: Stand 5A225, Hall 5
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Carpets Inter Tel: +66 2314 5402 Email: info@carpetsinter.com Web: www.carpetsinter.com The Hotel Show: Hall 6, booth number 6A250
Thailand-based Carperts Inter director of product development Patrick Stickley says:“We are not simply a manufacturer,but also have the capabilities in-house to take projects from design concept all the way to installation.Our 160,000m² modern factory employs 1700 people and houses an entirely vertically integrated production,including fibre and yarn extrusion,wool and synthetic yarn spinning,dyeing,twisting,heat setting,weaving,tufting,and finishing. “We believe that attention to detail creates its own aesthetic.Carpets Inter has the expertise to help you turn your project vision into reality. It is our firm belief that when all aspects of creation happen under one roof,you get a superior product,”he says. “We are proud to be local leaders in the reuse, recycle, and reduce movement, and are the first in the region to obtain and comply with both quality and environmental ISO certifications,” asserts Stickley.
DANUBE
Laundry equipment specialist Danube is“a market leader in the heavy duty and commercial laundry industry and is widely recognised as a major innovator and manufacturer of front load washers,tumble dryers,flatwork dryer-ironers and sanitary barrier design washers,”says managing director Bernard Jomard. “We offer the best laundry solution adapted to individual needs. With Danube’s long Danube Tel: +33 2 54 88 83 20 //83 62 Email: info@danube-international.com Web: www.danube-international.com The Hotel Show: 3E227
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CLEMENT
Clement Tel:+ 33 4 92 47 75 50 Email: afantino@clement-chef.com Web: www.clement-chef.com The Hotel Show: Hall 3, 3D217
Clement manager Thierry Bouville says the company is exhibiting at The Hotel Show to present its new range of products and to find a local distributor. He says:“Clement is a highly branded range of chefs’wear and service clothing including jackets, shirts,pants,chefs’hats and shoes.We have our own French design department; our superior fabric guarantees you a finished uniform with high quality at good value. “As a French company with 11 years’ experience, renowned for quality and innovation, we are focused on your expectations for comfortable and fashionable uniforms in the workplace.”
DIMARA
experience,we know that each installation has its own specific situation,no two laundry facilities are the same . It is why Danube would be pleased to determine,with the customer as a loyal partner machine,capacities,operating cost,daily and weekly laundry volumes, number of operators needed,consumption and unit cost,”explains Jomard.
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CARPETS INTER
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Dimara International was established more than 20 years ago for the promotion of healthful living through the creation of fine toiletries,fragrances,spa essentials and luxury bed and bath linens in the Middle East region,explains chairman Mohamad Sharif. “Pure ingredients and fine packaging sets Dimara aside from other companies and its extent of quality is immediately recognised.Dimara products are well suited to luxury properties and are available to fine hotels and resorts everywhere.While the expansion of product lines and scope of business is always expanding at Dimara,we are committed to working closely with hotel and spa owners and managers in realising their customer service goals,”says Sharif. “Boasting more than 50 employees based in the United Arab Emirates,and 10,000m² of warehousing with expansion as required,Dimara International is the complete service solution. A dedicated customer service staff,logistics team,sales force,and in-house designers comprise the unique and talented team at Dimara,”he adds.
Dimara International Tel: +971 4 334 2881 Email: info@dimara.us Web: www.dimara.ae The Hotel Show: Stand 4 B261
Hotelier Middle East • May 2009
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DOMETIC
FALAKNAZ THE WAREHOUSE Dometic AB Tel: + 971 4 321 2160 Email: info@dometic.ae Web: www.dometic.com The Hotel Show: Stand 4 E 255
Dometic follows the slogan“only the best for the guest”,according to regional director GöranAnniger. He says:“Dometic,headquartered in Sweden, established its regional base in Dubai in 1991. “We present a wide selection of manual and automatic mini bars, room safes and wine cellars, including the elegant HiPro Vision miniBar that adds colour to a room. We offer knowledgeable advice on technologies, product selection,
miniBar operations and system profitability. With manufacturing based in Europe,Dometic sets the quality standard for hotels of all categories and ensures a solution appropriate for your individual hotel,be it a five-star resort or a budget hotel,large or small.Our regional network extends throughout Middle East,North Africa and the Mediterranean islands,”says Anniger.
FDC INTERNATIONAL
FDC International Tel: +965 2 482 9550 / +971 4 3297760 Email: fdc@fdc-int.com / fdc@fdc-int.ae Web: www.fdc-int.com The Hotel Show: Stand no. 6D257
Kuwait-based FDC International GM Mr ElieAssamad says: With 30 years of achievements in the art of interior design and building turnkey projects for hotels,hospitals,spa, food & beverage outlets and more,taking care of cultural values,high quality finishings and design philosophy, FDC International takes you from imagination to reality”.
FINO INTERNATIONAL Fino International Tel: +971 4 8802663 Email: finointl@gmail.com Web: www.finoinfo.ae The Hotel Show: Stand 4D261 Located in JebelAli IndustrialArea in Dubai,Fino International has more than 150,000ft² of manufacturing facilities divided into four major activities: fino Joinery; fino Marble; fino Metal; and fino Upholstery. Managing partner Talal Saeed says:“Fino International enjoys a prestigious reputation as one of the finest interiors,fit-out and furniture manufacturers in the UAE.
May 2009 • Hotelier Middle East
The fino name has been built upon years of experience in manufacturing joinery and wood work with a high quality craftsmanship and artful furniture. “The above factories were established to complement the range of services fino provides to the interior finishing industry on a turnkey basis operating separately or in conjunction with each other,”adds Saeed.
Top product: the Malta Synthetic Chair
Falaknaz The Warehouse LLC Tel: +971 4 347 0220 / +971 4 344 0244 E-mail: info@fgehouse.ae Web: www.falaknazthewarehouse.com The Hotel Show: Hall 7, Stand 7b291
Falaknaz TheWarehouse supplies leading hotels and hospitality outlets in the region with indoor and outdoor furniture in wood and synthetic materials,gazebos and shade structures,leather sofas,lighting and accessories. Marketing manager Stephen Foot says: “It also offers custom-made furniture to commercial designs from its associated manufacturing unit in Indonesia.On our stand you will find classic accessories for hospitality and room service byVia Motif and bed spreads and throws from the Andrew Morgan Collection,NewYork. “We supply affordable quality solutions, which are particularly attractive in the current economic climate,”adds Foot.
FINEX SPA SOLUTIONS
Turkish Hammam at Les Ottomans
Turkish company Finex Spa Solutions LLC (FSS) opened its offices and showroom in Dubai on Sheikh Zayed Road in January 2009, bringing more than 20 years’ experience in planning and designing spas, creating concepts, producing and supplying furniture, equipments and settingup operations. Chairman of the board of directors Bessam Yildirm says: “We are proud to be a turnkey spa solution that brings to the region all the know-how of years of spa industry involvement in Turkey & East Europe, especially wet areas such as Turkish Hammam, sauna, steam rooms, rasul, laconium, caldarium, tepideriums, adventure showers, pools and relaxing areas in various designs depending on client vision and spa concept.We tailormake to bring uniqueness in design, looks, colours and ambiance.” He continues:“Providing the best customised and experienced services makes FSS the ideal partner for outstanding,profitable and successful spa and wellness facilities.Les Ottomans,Four Seasons,Kempinski,RitzCarlton,Sheraton,Crowne Plaza, Xanadu and Millennium are a few of our valuable clients and partners”.
Finex Spa Solutions LLC Tel: +971 4 339 3999 Email: info@finexspasolutions.com Web: www.finexspasolutions.com
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107 HOTEL SHOW PREVIEW
FOUR SEASONS RAMESH GALLERY Four Seasons Ramesh Gallery is a leading supplier of fine art, picture frames, furniture, decorative elements and lighting to the hospitality industry. Director Neel R Shukla says:“Founded in 1970, we operate the largest picture framing factory in the Gulf and handle projects all over the region, including Africa and Eastern Europe.Our specialised team can prepare a detailed presentation to meet designers’concepts and targets. “Over the years Four Seasons has furnished some of the most prestigious and deluxe developments. Additionally, as exclusive dealers of Fine Art Lamps, we stock the most respected lighting products in the world. We are able to offer all components to create a comfortable and pleasant setting,” says Shulka. “Our experience, creativity and vast product range enable us to understand the scope of a project and offer the most suitable solutions. Our resources, strategy and logistics enable us to complete all projects to perfection while meeting deadlines,” he adds.
Outdoor Furniture For Outdoor Living
Four Seasons Ramesh Gallery Tel: +971 4 334 9090 Email: info@fourseasonsgallery.ae Web: www.fourseasonsgallery.com The Hotel Show: 6C265
GULF INTERIOR SOLUTIONS
Gulf Interior Solutions (GIS) managing director Nicholas Ristos sums up the company’s varied services as follows:“GIS specialises in an all encompassing turnkey fit-out and furnishing solution for luxury hoteliers,business and commercial aviation operators and owners,marine operators and owners,serviced apartments developers and operators,and other luxury private and public facilities within the Gulf region. “Over the last five years Gulf Interior Solutions has managed to build up a collection of associated international suppliers and manufacturers for the provision of furniture; fixtures and equipment (FF&E),”says Ristos.“Headquartered in JebelAli, Dubai,our global outreach allows GIS to leverage
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its knowledge capital, organisational skills, purchasing power and economies of scale in order to meet the bespoke needs demanded by our clients for FF&E. “Long-term relationships with leading global suppliers allow us to ensure on-time and on budget turnkey fit-out solutions. We also provide our clients with creative design solutions to the highest integrated standards,” says Ristos. Gulf Interior Solutions Tel: +971 4 881 9821 Email: sales@gulfinteriorsolutions.com Web: www.gulfinteriorsolutions.com The Hotel Show: Hall 3, stand 3E235
Tel: +971 4 347 57 01 Fax: +971 4 347 14 71 Email: info@dubaikudos.com Web: www.dubaikudos.com
Hotelier Middle East • May 2009
Operating Equipment & Supplies
Interiors and Design
The Resort Experience
Security & Technology
Business solutions for every hotel manager The Hotel Show is the largest and most important hospitality conference and exhibition in the Middle East. You’ll find thousands of creative solutions to improve your ROI and guest experience; helping you to adapt and succeed in the current economic climate.
Register now for FREE fast-track entry:
www.thehotelshow.com May 24-26, 2009 11AM – 7PM DAILY DUBAI WORLD TRADE CENTRE Trade only event. No under 16’s allowed.
Organised by
Sponsors
Industry Partner
Conference Sponsor
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House of the World Tel: +971 4 323 3245 Email: Yvette@houseoftheworld Web: www.houseoftheworld.com The Hotel Show: TBC
House of theWorld is based in Dubai with a network of sourcing offices spanning several countries inAsia and Europe. Director of design and marketing Yvette Robeck says: “We specialise in designing, supplying and installing artwork; décor and accessories to the hospitality industry as well as to residential projects. “Our range comprises affordable artwork and sculpture using both original emerging artists and mass market work from the East in mainly the abstract category but not limited to. Our current best sellers are our abstract artworks and an amazing range of metal sculptures and recycled glass artworks,”says Robeck. “We work extensively with designers and architects to create works for any project in any material and size. Due to our sourcing and quality control experience we can ably assist hoteliers to value engineer products to suit any budget without compromising on look and style. Hoteliers benefit from our service because we deliver turnkey projects; to budget and on time.”
HOTEL SHOW PREVIEW
HOUSE OF THE WORLD
Decorative lighting and funky products for events, weddings, festivals, exhibitions and parties
INTERMETAL Intermetal has been manufacturing hospitality contract furniture for indoor and outdoor contract use since 1992. Intermetal Furniture Division GM Diaa Jarjour says: “With the acquisition of Metalen UK, the Banquet Collection has been further enhanced and includes stacking ergonomic chairs, flock top folding tables, lightweight folding tables, cocktail tables, stacking buffet units, conference tables and chairs, room service trolleys, lecterns, stages and dance floors. “The comprehensive collection of outdoor furniture is manufactured from quality
more funky products on DesertRiver.com
aluminium, rattan and teakwood and finished off with weather resistant materials. Hoteliers can select from a large range of tables, chairs, loungers and umbrellas,” says Jarjour.
Intermetal Tel: +971 6 5322462 Email: customerservice@intermetal.com Web: www.intermetal.com The Hotel Show: Stand 2 A171
INTERNATIONAL GUEST SUPPLIES
Founded in 2006, International Guest Supplies (IGS) offers a range of linen, amenities and accessories, airline in-flight products, crockery, tableware , silverware and candles, and distributes products from brands such as Germaine Cappucini,Abert, Deglon, Faria& Bento, Marthinsen, Cerabella and Pujadas.
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Managing partner Malak Trabelsi Loeb says: “IGS Dubai offers tailor made solutions to clients through deep understanding and excellence in pre- and post-delivery”. In 2008, IGS created Edmond Frette Gulf LLC (EF Gulf) in partnership with Frette Italy for the exclusive business development and distribution of world renowned linen products to the Middle East region. Loeb adds: “In addition to bed and bathroom linen, EF Frette has developed an outstanding line of bathroom amenities, based on quality, brand, reputation and market demand. “EF Gulf has recruited a talented team of professional to assist clients in selecting the most suitable range of products for their establishment and will continue to work tirelessly in building the brand and services currently offered by the company,” she says.
Event Rentals Distributor of European Lifestyle Products P.O. Box 74054 Dubai, UAE T. +971 4 345 4541 F. +971 4 345 4542 info@DesertRiver.com DesertRiver.com
International Guest Supplies Tel: +971 4 341 7677 / 800 FRETTE Email: info@igsdubai.com / info@efgulf.com Web: www.igsdubai.com / www.efgulf.com The Hotel Show: C161
Hotelier Middle East • May 2009
Walls without boundaries
Tel: +971 4 887 2664 Email: prime@wallsandfloors.com
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KINGS STORES — HOSPITALITY Kings Stores — Hospitality is part of the Bahman Group of Companies,and was set up to cater to the growing hospitality sector in the region. Manager of institutional sales Mohan Abraham says:“The company caters to two main areas of a hotel,namely F&B and housekeeping. It represents well-known European brands that lay emphasis on quality and innovation. “Hoteliers looking for complete solutions will find the range of items at Kings Stores — Hospitality ideal for their requirements. Since the product line represents established brand names,clients can rest assured on the quality and availability of the products in quick time.” The company is introducing two new products at The Hotel Show: two new buffet display concepts and a wall-mounted automatic height adjustable body and hairdryer fromValera,Switzerland.
Kärcher Tel: +971 50 450 5934 Email: yanni.jouaneh@ae.kaercher.com Web: www.kaercher.com The Hotel Show: Hall 4 Stand C 251 Kärcher Middle East Headquarters is a subsidiary of Kärcher Germany, a world leader in the manufacture of cleaning equipment for commercial, industrial and private use. UAE sales directorYanni Jouaneh says:“Kärcher FZE offers its comprehensive housekeeping product range throughout the Middle East. The establishment in JebelAli Free Zone Dubai, provides a highly dedicated customer service — the KärcherAcademy — with a training facility for machine operators and consultancy as well as sales service to find a suitable cleaning solution for every cleaning need, by using the latest technology and by being environmentally friendly”. The portfolio includes wet and dry vacuum cleaners,spray extraction units,floor scrubber dryers,hot and cold high pressure cleaners,steam and foam cleaners,water purification,cleaning agents and facility management programmes.
Kings Stores — Hospitality Tel: +971 4 271 2376 Email: info@kingsstoreshospitality.com Web: www.kingsstoreshospitality.com The Hotel Show: Stand 2D 171
SIMMONS MIDDLE EAST Simmons contract bedding is manufactured under license from Simmons, USA, at the Poly Products factory in Muscat, Oman. “With its path breaking pocketed coil technology which minimises motion transfer, Simmons has been providing undisturbed sleep to millions of hotel guests worldwide for the past 85 years,” says Simmons Middle East CEO Syed Anwar Ahsan.“Research, innovation, cutting-edge technology and
relating it to guest comfort has resulted in Simmons emerging as the world’s premier manufacturer of contract bedding. From introducing the first king size bed to the Heavenly Bed, Simmons has many firsts to its credit. “Its dominating market share is the envy of the industry,” he continues. “Simmons is a natural choice for hoteliers since both are passionate about guest comfort and Simmons delivers,” adds Ahsan.
SETAREH GROUP Setareh Group Tel: +971 4 323 2840 Email: d.gallagher@setarehgroup.com Web: www.setarehgroup.com The Hotel Show: Hall 6, Stand 6B274
Simmons Middle East, A division of Poly Products LLC Tel: +968 2 444 6044 Email: info@simmonsmiddleeast.com The Hotel Show: Stand No. 2A 161
SICO EUROPE — CHOICES GENERAL TRADING Choices GeneralTrading LLC (CGT),a division of SICO Europe Ltd,opened in December 2008 as a sales office providing support to the entire Middle East. General manager Graham Dimond explains:“CGT forms part of the SICO family,which was originally established in 1951. Today SICO® and its associated companies world-wide are recognised as leading manufacturers of space-management-systems designed to maximise the potential of multi-purpose facilities. “For instance,our portable/mobile folding tables,stages and dance floors
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can quickly transform a space from one use to another. SICO® equipment is designed to be set-up in minimal time with a minimum of staff and just as simply they foldup and roll into nested storage. “SICO products are all about more efficient use of space; our goal is to deliver our products better than anyone else,to exceed the expectations of the markets we serve with non-stop innovation in quality,service and in applied understanding of over-all industry trends and customer needs,”says Dimond.
Choices General Trading Tel:+971 4 294-2633 Email: sales@sico-choices.com Web: www.sico-choices.com The Hotel Show: Stand 1B141
Setareh Group provides turnkey solutions to the hospitality industry through effective utilisation of experience,expertise and purchasing power, via a team specialising in furniture,fixtures,and equipment (FF&E) and operations,supplies and equipment (OS&E). Sales and procurement director David Gallagher says: “Setareh Group is pleased to announce the Middle East distribution, sales and servicing launch of one of the most reputable soft furnishing manufacturing companies in the world, Wylies-Europe. “Established in 1969,Wylies-Europe specialises in the manufacturing of contract curtains, bedspreads and all aspects of soft furnishings for the hospitality industry worldwide. Its product range has expanded,offering complete hotel bedroom solutions,including case goods,custom fabrics and lighting. “All projects from initial survey through manufacture to installation are project managed from our base inAl Quoz,”adds Gallagher.
Hotelier Middle East • May 2009
HOTEL SHOW PREVIEW
KÄRCHER
Franchiseevent_Hotelier2OL.ai 17/3/09 08:56:36
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TECHNOGYM Technogym Tel: +971 4 337 5337 Email: infouae@technogym.com Web: www.technogym.com The Hotel Show: Stand 5F220 Technogym Emirates managing director Christian Dietrich says: “Many prestigious hotel and spa groups world wide such as Four Seasons, One&Only, Mandarin Oriental, Fairmont Raffles, Starwood and many others have chosen Technogym as preferred brand for their facilities. “The sophisticated product design and the wide range of added value services — such as interior design, education, maintenance and visual communication — make Technogym the ideal partner for spa and hospitality operators
offering a complete wellness solution tailormade to their specific needs. “The number of guests, on holiday or business trips, that choose hotels able to provide high quality services is constantly growing. Whether the goal is to combat stress or to improve or maintain physical shape, Technogym can provide a customised solution out of the widest product range in world, including some exclusive concepts such as Kinesis and FLEXability,” adds Dietrich.
VINGCARD ELSAFE
A leader in hotel security technology,VingCard Elsafe,part of theASSAABLOY Group,has products installed in more than 36,000 properties worldwide,securing in excess of six million hotel rooms. VingCard ElsafeVP business development Middle East,Africa and India Manit Narang says:“When deciding upon guestroom security, VingCard Elsafe products are designed to provide you and your guests with peace of mind. “VingCard provides numerous electronic locking system solutions,including traditional
magnetic-strip,smartcard systems and the latest RFID electronic locks compatible with the main ISO standards,fully integrated PMS interface software solutions and worldwide service and support in more than 165 countries. “Elsafe provides the only UL-listed (1037) hotel safe series on the market today in keypad and card-based models.Safes that include an internal power outlet to support recharging of laptops and camcorders also are available with a UL listing.Elsafe customers also enjoy the same worldwide service and support,”adds Narang.
VingCard Elsafe Tel: +971 50 2 400845 Email: uae@vcegroup.com Web: www.vingcard.com / www.elsafe.com / www.polarbar.com The Hotel Show: Stand 2D165
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Hotelier Middle East • May 2009
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It’s just something in the air Can’t put your finger on that elusive ‘special something’ that everyone seems to be looking for? Hotelier Middle East discovers how to create seemingly effortless ambience in your hotel AMBIENCE he most memorable hotel rooms, regardless of pricetag or position, stand out because they offer something more than four walls and a door. These properties quietly boast an intangible cocktail of sound, light, scent and texture — an atmosphere designed to captivate guests on an almost subconscious level. Some jazz it up and call it “the xfactor”; romantics may insist a room has “a certain je ne sais quos”. But its street name is simply ambience. As ethereal as the concept may seem, ambience works to a formula and can be strategically designed in line with your brand promises and guest expectations. In fact, Design Hotels founder and chief executive Claus Sendlinger warns that hotels can no longer afford to offer the bare minimum and must begin to embrace the unknown, ambient factor. “Whereas contemporary aesthetics were once a novelty, they are a given in today’s progressive hospitality world,” says Sendlinger. Boutique-inspired interiors are in vogue, with “cold, minimalist and superficial” design being shown the door by consumers and designers alike. ‘Individual’, ‘eclectic’ and ‘personalised’ are the latest must-have
T
WHAT’S HOT DESIGN HOTELS FOUNDER CLAUS SENDLINGER LETS HOTELIER MIDDLE EAST IN ON THE LATEST TRENDS: “Warm is the new cool. Less is the new more. Green is the new black. These three phrases describe a whole new approach to hospitality design. Contemporary hotels are increasingly creating cosy hide-aways offering unique experiences using eco-friendly materials.”
May 2009 • Hotelier Middle East
THE IMPORTANCE OF ‘SOFT FACTORS’, SUCH AS QUALITY OF LIFE AND WELL-BEING, IS GROWING buzzwords across the industry, as evidenced by hotel concepts such as Starwood’s W and Hilton’s controversial new Denizen brand. But there’s no need to overdo it — Sendlinger says guests are simply looking for comforting design with a substantial concept. “The importance of ‘soft factors’, such as quality of life and well-being, is growing along with a rediscovery of simple, human, even humble values,” he says. Sendlinger says bathrooms, spaces once neglected by some hote-
liers, are becoming a crucial selling point for hotel rooms: “we can see the movement of re-inventing room space: the bathroom is slowly becoming the new bedroom”. “Steamshowers, in-room spa facilities, flatscreens, Jacuzzi bath tubs, luxurious toiletries, more space — these elements are making the bathroom a place to relax and indulge rather than simply take a quick shower and go to bed,” he says. By way of example, bathroom specialist Dornbracht has combined the elements of water, light
and scent to create its latest product, the RainSky E shower system. Managing director Andreas Dornbracht explains that the company took an “unusual route” to capture the mood of nature as authentically as possible. “We asked the lyricist Beate Rygiert to sum up morning and evening in nature, and our perceptions of them, in two poems,” says Dornbracht. “We then used these poems as the template for the development of the elements and sequences in the three scenarios of RainSky E: Restart, Reload and Return. “The individual shower fields of rain curtain, overhead shower and body shower and the mist jets are selected by the various choreographies using the electronic control panel, as are the integrated lighting strips and the three scents.” Sendlinger acknowledges that this kind of technology is becoming increasingly important when creating ambiance in hotel rooms, noting that “the better the technology is the less you see of it”. “Technology has to become an integral part of the design,” he says. “Flat screens, automatic curtains, wireless internet, light dimmers — all of these technological gadgets should be easy to operate with an intuitive remote panel.” When it comes to specifics, Sendlinger recommends choosing handcrafted pieces (often local) over mass-produced items, limited edition items and the best materials available — not just for prestige, but for texture and durability. “Although it has always been an important mark of quality, genuine craftsmanship is making a major comeback,” he says. “In a world where not much is certain, old-fashioned methods and fine materials underscore a new development in contemporary design that’s brilliantly grounded in tradition, both emotionally and aesthetically.” HME www.hoteliermiddleeast.com
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HME presents two of the latest in-room innovations
Dornbracht International Holding GmbH Tel: +971 4 3350731 Fax: +971 4 3350741 Email: dornbrachtme@dornbracht.com Web: www.dornbracht.com RAINSKY E RainSky E is an electronically controlled rain module in which water, mist, light and scent combine in choreographies that are based on nature. The module offers three settings — Restart, Reload and Return — plus a manual function for individual preferences.
T 15/1 - the whisper quiet vaccum for maximum sleep comfort
Electric Mirror Tel: +1 425 776 4946 Fax: +1 425 491 8200 Web: electricmirror.com
See us at the Hotel Show German pavilion, Hall 4 C 251
ELECTRIC MIRROR Electric Mirror supplies mirror televisions and back-lit mirrors, with the intention of blending design and technology. Suspended in a mirrored niche, the mirror glows when illuminated. For more information about Hotelier Middle East suppliers contact hotelier@itp.com or +971 4 435 6261. For distributor details see page 130.
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Hotelier Middle East • May 2009
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Product guide: kitchen kit A well-run F&B outlet requires a fully-stocked kitchen not just of delectable ingredients, but of all the tools chefs need to make their lives that little bit easier. Hotelier Middle East showcases the latest gadgets and gismos available to the region’s epicurean experts in a kitchen kit special
Dimlaj Hotelware Tel: +971 4 235 1045 Fax: +971 4 235 1085 Email: dubai-sales@dimlaj.com Web: www.rakdimlaj.com
Friedr. Dick GmbH & Co. KG Tel: +49 7153 8 17 0 Fax: +49 7153 8 17 2 18 Email: mail@dick.de Web: www.dick.de PREMIER PLUS KNIVES These HACCP-regulated knives come with different coloured handles enabling a clear differentiation to prevent cross-contamination. The colour coding follows an internationally accepted concept for high-risk categories and the connection between the polyamide handle and the steel of the knife ensures contamination cannot penetrate any gaps.
LEVELCONTROL Used in conjunction with the Rational SelfCooking Centre, LevelControl enables chefs to extend their range with no additional purchasing costs or extra staff. Each rack level is individually monitored by the LevelControl system, which automatically warns the cook once a dish is ready. It can be applied to pan-fried meat such as steaks, grilled vegetables, fish or even poultry kebabs; and can improve kitchen planning for rolling loads. RATIONAL International Tel: +971 4 329 6727 Fax: +971 4 329 6728 Email: h.braun@rational-middleeast.com Web: www.rational-middleeast.com
NAPTIDI This innovative way of presenting disposable cutlery comes from Dutch firm Hodi. NapTidi cutlery bags help upscale your tables while saving your kitchen porters time and improving restaurant hygiene. Each bag is made from high-quality printed paper, comes in a variety of designs and each pouch has a napkin inside.
XLC COMENDA The XLC Comenda meets the needs of medium to large catering firms and is best suited for washing plates, cutlery, glasses, cups, trays and crockery. The machine is larger at 650x500x540mm than traditional models (500x500x440mm) and comes with a rinse control device and Multi Pressure System (MPS – see page 118). It is compatible with the Hygiene Plus System, allowing for a telediagnostic system that sends a text message to a technician in case of machine malfunction. Comenda Tel: +39 02 952 281 Fax: + 39 02 952 1510 Email: sales@comenda.eu Web: www.comenda.eu
For more information about Hotelier Middle East suppliers contact hotelier@itp.com or +971 4 435 6261. For distributor details see page 130.
May 2009 • Hotelier Middle East
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Toronto modular set, enjoy it many ways Exclusively available at Parasol Garden Furniture
Umm Suqeim Street, PO Box 18523, Dubai, UAE.
Tel: +971 (0)4 347 9003 Mob: Mark Sault +971 (0)50 454 0725 Email: parasolgardenfurniture@yahoo.co.uk www.parasoldubai.com
Opening Times: 10am to 8pm and Fridays 12pm to 8pm.
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Alessi s.p.a. Tel: +39 323 868 611 Fax: +39 323 641 709 Email: comunic.alessi@alessi.com Web: www.alessi.com LA CINTURA DI ORIONE These stainless steel pots and pans form one part of Alessi’s longest running and more demanding design projects, which has been manufactured on an industrial scale since 1986. The original La Cintura di Orione collection was designed by Richard Sapper with technical and cultural contributions from culinary expert Alberto Gozzi.
Comenda Tel: +39 02 95228 1 Fax: + 39 02 952 1510 Email: sales@comenda.eu Web: www.comenda.eu MPS BY COMENDA The Multi Pressure System (MPS) can be implemented in cases were space restrictions make it impossible to install both a standard flight dishwasher and a pot washer for larger items. This system combines two different functions in a single machine and can be used with both hood and flight dishwashers.
Cambro Middle East Tel: +971 50 45 98 246 Web: www.cambro.com ULTRA PAN CARRIER H-SERIES This carrier maintains hot food temperatures in a safe environment for several hours when plugged in and for up to four hours when unplugged. It can be used both in and out of house. It is available in single cabinet Ultra Pan Carrier UPCH400 and double cabinet Ultra Camcart UPCH800 — both models operate on less energy than three standard 100 watt light bulbs.
Amancorp Ltd RAKFTZ Tel: +971 4 352 3712 Email: airfree@amancorp.net Web: www.airfree.com AIRFREE Airfree from Amancorp is a chemical-free air sterilisation product that reduces airborne bacteria, mould and fungi levels by 88% in working environments. It helps reduce wastage by increasing the shelf life of fresh produce and works entirely by heat sterilisation through its ceramic core. The unit is safe to touch as the air released is warm rather than hot.
For more information about Hotelier Middle East suppliers contact hotelier@itp.com or +971 4 435 6261. For distributor details see page 130.
May 2009 • Hotelier Middle East
www.hoteliermiddleeast.com
High quality service Your guests know it when they see it
As part of the world’s largest and most trusted news
Now your guests can experience the same quality
organisation, BBC World News has an unprecedented
and depth of reporting in Arabic language with the
global reputation for delivering impartial, international
BBC’s 24-hour BBC Arabic television channel.
news and current affairs coverage of the quality that
Delivering global news from a local perspective.
your guests will want to watch.
For more information on how to provide your guests with both quality channels, please contact Zina Neophytou, Travel Distribution Director, BBC Worldwide Channels zina.neophytou@bbc.com | Tel. +44 208 433 2397
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Products: pick of the month Each month Hotelier Middle East showcases a selection of the newest products to hit the market
Bolon AB Tel: +46 321 53 04 00 Fax: +46 321 53 04 50 Email: info@bolon.com Web: www.bolon.com TWILIGHT FLOORING Twilight is the inspiration for Bolon’s new 2009 collection of “rock ‘n’ roll” flooring. The colours invoke the changing shades of dusk — from light to dark with highlights of shimmer and shadow. According to the product’s designers, “Twilight from Bolon is a frontier between the floor, the room and whatever lies between”.
Cambro Middle East Tel: +971 50 45 98 246 Web: www.cambro.com CAMRACK ICE EXPRESS The Camrack IceExpress Water Glass Filler by Cambro allows 25 glasses to be filled with ice at once. The new product minimises handling and reduces breakage and risk of contamination. The IceExpress is made of lightweight, FDA-approved ABS plastic and is designed to fit all Cambro 25-compartment Camracks.
Selva Middle East L.L.C Tel: +971 4 3411933 Fax: +971 4 3411799 Web: www.selva.com PHILIPP SELVA Selva Middle East launched its new luxury Italian furniture collection at the Milan Fair in April, including the new brand, Philipp Selva. The collection is on display at the company’s showroom in Dubai. Selva was founded in 1968 and has been awarded the prestigious Golden “M” by DGM — the German Furniture Sector Association.
A.Ronai LLC Tel: +971 4 331 3390 Email: mesale@ronai.co.uk Web: www.ronai.co.uk GLASS & CO Braunau-based entrepreneur Siegfried Seidl has created his own glass series in co-operation with Austria’s best sommeliers and gastronomes. The Glass & Co stemware lines are blown out of one piece of lead-free crystal. A sophisticated hardening process is used to finish the rims, which makes them highly resilient to chipping and accidental breakage.
For more information about Hotelier Middle East suppliers contact hotelier@itp.com or +971 4 435 6261. For distributor details see page 130.
May 2009 • Hotelier Middle East
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121 NEW PRODUCTS
Pacific Direct Tel: +44 1234 347140 Email: sales@pacificdirect.co.uk Web: www.pacificdirect.co.uk
ASPREY PURPLE WATER Pacific Direct, global manufacturer of guest amenities, has introduced a premium designer fragrance, Asprey ‘Purple Water — The Luxury Hotel Collection’. Purple Water features notes of lemon, mandarin and jacaranda with spicy undertones of ginger and musk.
Maxim World Tel: +44 208 429 6820 Fax: +44 208 429 6823 Web: www.maximworld.com MAXIM WORLD Maxim World has released a new fruit platter, combining a contemporary shape with its popular hammered finish. The product is durable and practical and comes in a number of sizes. It can also be customised further by adding colour. For more information about Hotelier Middle East suppliers contact hotelier@itp.com or +971 4 435 6261. For distributor details see page 130.
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Hotelier Middle East • May 2009
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HOTEL KITCHEN FOODSERVICE & LAUNDRY CONSULTANTS www.HCTS.me.uk
Independent Advice Our Clients Architects | Consultants Developers | Operators Hotel Chains | Owners
Designed By Chefs Our Services Kitchen Design Laundry Design Waste Management BOH Design & Planning Facility Planning F&B Concept Creation F&B Strategy Tender Administration Project Management Client Representation
Designed For Chefs Our Experience Hotels | Resorts | Spas Leisure | Entertainment Yacht Clubs | Golf Clubs Institutions | Corporate Hospitals | Universities Airports | Bulk Catering
Dornbracht International Holding GmbH Tel: +971 4 3350731 Fax: +971 4 3350741 Email: dornbrachtme@dornbracht.com Web: www.dornbracht.com
SUPERNOVA The Supernova collection is available for all areas of application — washbasin, bathtub, shower, bidet —with the option of lever handles or handles in cube form. The range comprises approximately 60 products and is complemented by suitable accessories. The Supernova collection is designed by Sieger Design and is available in chrome, platinum and champagne surfaces.
Global Standards Ongoing Projects Dubai | Abu Dhabi | KSA Sharjah | Bahrain | Qatar Greece | UK | Kazakhstan Oman | India | Pakistan
Regulatory Compliance HACCP | LEED | DM | EHS
LOCAL CONTACT UAE +971 50 345 9330 UK +44 20 8133 9500 Fax +971 4 2088 699
info@hcts.me.uk
CORRECTION Last month Hotelier Middle East published the wrong contact details for Müldorfer GmbH, which has recently launched a new range of duvets and pillows. The Bio Nature collection uses carefully chosen cotton qualities subjected to a gentle process. Müldorfer GmbH Tel: +49 85 56 9 60 00 Fax: +49 85 56 7 10 Email: bett@muehldorfer.com Web: www.muehldorfer.com
For more information about Hotelier Middle East suppliers contact hotelier@itp.com or +971 4 435 6261. For distributor details see page 130.
May 2009 • Hotelier Middle East
www.hoteliermiddleeast.com
People attending banquets in hotels in countries like Doha and Las Vegas will be seated at SICO tables. People at concerts tonight will watch musicians perform on SICO stages. And, at this moment, somewhere in the world, people are sleeping in SICO beds and dancing on SICO dance floors. SICO products are renowned the world over for their innovation and quality. Choices General Trading LLC, a division of SICO Europe Ltd, will provide our Middle East customers with the sort of service that only comes with having a local presence in the market place. Visit our website for further information: www.sico-choices.com
Choices General Trading LLC A Division of SICO Europe Sultan Group Bulding, Floor One, Office 110, Port Saeed,P.O. Box 25336 Dubai, UAE Tel: +9714 294-2633 Fax: +9714 294-2644 Email: sales@sico-choices.com
Stages
. Tables . Dance .
Floors
.
Or visit us on our Stand (1B141) during the 2009 Hotel Show (24 - 26 May 2009)
Room
Service
.
Beds
The Hotel Show Booth 3A 215 24 - 26 May 2009 World Trade Centre Dubai, UAE
Sparks of Joy
Lightworks Resources, Inc. MCPO Box 1839, Makati City, Philippines www.lightworks.com.ph info@lightworks.com.ph
www.hoteliermiddleeast.com
Hotelier Middle East • May 2009
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• News • Analysis • Innovations • Trends
expects new Tech trends for 2009 Jumeirah site to push online sales Innovations designed to ‘informationise’ the industry will turn crisis into an opportunity, says PhoCusWright Travel industry research authority PhoCusWright has released its 2009 Technology Trend Predictions. Bob Offutt, senior technology analyst and editorial director, Technology Edition, explained: “Innovation is at the very heart of the travel industry — from the beginnings of air travel and global hotel brands to Global Distribution Alliances (GDAs) and Online Travel Agencies (OTAs).” The trends were as follows: 1. Despite market woes, pockets of investment still exist; innovation will turn the crisis into an opportunity. 2. Tourist experiences will be “informationised”: there will be greater access to information that improves the travel value chain. 3. Software as a Service (SaaS) and Open Source: according to PhoCusWright, Open Source has matured to the point that many companies are fully dependent on it
Online shopping screens will become more personalised.
and it has become an enabler for start-up companies. 4. Future shopping screens will become more personalised, adapting to the users’ profiles and shopping style. 5. Technology such as television, internet and mobile devices will continue to converge and become wireless. 6. The mobile platform finally has interactive capability that will make it a fully functioning “third screen” alongside desktop and laptop computers. 7. The convergence of technology will result in blended
models of highly targeted advertising and converging business models. 8. As semantics used to improve search functions begin to show business value over normal search, they will gain traction. 9. Internet services, new search tools and SaaS models will continue to create an open marketplace for travel distribution that does not rely solely on GDS. 10. Businesses will need to spend time analysing existing operations and understanding competitors.
Jumeirah Group has launched the first phase of its new website, featuring user-generated content designed to increase direct online bookings. The new website includes video and rich media, live destination guides for each relevant city, itinerary planners and wish lists, a new careers site and unique navigation tools. It also incorporates the group’s loyalty programme, Sirius, allowing cardholders to earn, spend and redeem points online. The website has been designed to grow with the company, according to director of digital strategy Terry Kane. “The new Jumeirah website has three very simple principles: to generate direct revenue for the company while benefitting the guest by offering attractive rates and packages; to be simple, easy to use and offer a tan-
talising glimpse into what the Jumeirah experience offers; and finally, to exclusively represent one of the world’s most luxurious brands online,” he said. Research on social networking and Web 2.0 applications has been completed for the second phase of the Jumeirah website, which is scheduled for completion within the next six months.
Onity customises Advance system
Onity’s new lock can be customised for individual hotels.
www.hoteliermiddleeast.com
Onity’s new Advance electronic locking solution has been customised by the Pullman hotel in Sydney Olympic Park, paving the way for further modifications by hoteliers around the world. The newly-developed electronic lock features a modular, two-piece design that minimises hardware on the guestroom door. The customised solution implemented at Pullman used unique handles to complement the hotel’s contemporary décor.
The Advance solution offers upgradeable technology, so as security technology continues to advance, upgrades and retrofits are simple and affordable. In the Middle East, the Advance system has been implemented by Al Salam Tower, Tecom Dubai, UAE; Al-Shareef Hotel, Saudi Arabia; Byblos Hotel Dubai, UAE; and Tadamora Hotel, Syria. Research is underway to explore the potential for customising the product.
Hotelier Middle East • May 2009
TECH TALK
126
No need to be camera-shy Online expert Jitendra Jain says that although snap-happy guests have the potential to capture parts of your hotel you might rather keep hidden, they can also create hugely positive stories for a property when posting their holiday tales on social media and networking websites — of fame on the internet. As if old high school photos resurfacing on Facebook wasn’t bad enough!
FINDING THE POSITIVES
COLUMNIST picture may be worth a thousand words, but most hotel PR and marketing managers today would be at a loss for words at the plague of user-generated photos out on the internet today. Hoteliers may need to get used to the fact that competing with their official previews of what to expect presented to potential future guests, could be unflattering visual footprints taken by those that have stayed with them in the past. It’s no secret that hotels pay thousands of dollars for painstakingly taken, doctored photos that would entice even the most hardened globetrotter to positively drool in anticipation and hit that book button. Great pictures do sell.
A
NOWHERE TO HIDE Just as the transparency offered by the internet in terms of rates has given many a hotel revenue manager grey hair, the ability to easily share rich media on the web promises to do the same for the marketing ilk. One only needs to turn to photos posted on TripAdvisor or Flickr to obtain unflattering photos of virtually every nook and cranny of your hotel these days. The ease with which users can now take and publish photos online virtually guarantees that any dirty rooms, dropped drinks, deteriorating facilities and other ‘oops’ moments get their 15 minutes — or perpetuity May 2009 • Hotelier Middle East
But is it all bad news? Well, maybe it’s not all marketing kryptonite. With web and mobile applications constantly evolving, the range of tools at the modern traveller’s disposal is mind-boggling (and delicious, for the geeks among us). In a lot of cases, guests have provided content and filled in gaps that hotel marketers didn’t even know existed! Consider just a few of the things your guest might do when on holiday: • Research the hotels where they plan to stay, complete with detailed blow-by-blow accounts of previous guest experiences and real photos of the facili-
ties. Comparison shop, obtain email alerts of airline and hotel price drops and get the internet to build their itinerary and share it for them. • Take low to high resolution photos on the fly with their iPhone, Smartphone or Blackberry. Increasingly, the quality of photos and videos taken by mobile devices is catching up with digicams and camcorders. • Share or broadcast these photos and videos immediately via email, personal / public blogs, Flickr, YouTube, Facebook, Twitter and other media sharing, streaming and photo hosting services. • Geo-tag photos with a physical locat i o n and
have them show up automatically on Google Earth, for example. • Find their way around the local area using mobile GPS, user-generated placemarks and photos, as well as web services like virtual tours, route fly-throughs, Google Street Views and more.
LETTING GO These are just a few of the things that can be done — the list keeps growing. Prototype technologies such as Microsoft’s PhotoSynth promise to go even further and do for photos what hyperlinks did for the web — everything! PhotoSynth literally relies on thousands of user photos to recreate a scene that allows users to experience a virtual, 3D photo and the ability to view detailed aspects of any location without ever leaving their chair. With technologies like these, the concept of virtual tourism doesn’t seem so far-fetched or relegated to the ranks of agoraphobes anymore. Much like parents teaching their child how to ride a bike — and unwilling to let go lest he/she should fall — hotel marketers need to learn to let go. Rather than tear our hair out trying to keep questionable photos and content off the internet, hoteliers need to listen, watch and engage the community when they create this content and supplement it where necessary. At the end of the day, pictures will always tell their story as only pictures can: our job is to ensure that roving digital eyes find a story worth telling — one befitting the true potential of our products and services. HME Jitendra Jain (JJ) is the founder of various online initiatives such as www.hotelemarketer.com, www. thetalentjungle.com and www.younghotelier.com, which aim to connect, educate and share all that is “glorious about hospitality, technology and most importantly, the people that define our times”.
www.hoteliermiddleeast.com
THE POWER OF CONTACT-FREE TECHNOLOGY Visit us at
Dubai World Trade Center: Hall No. 4 Booth No.4A261 24 - 26 May 2009 10:00am - 7:00pm
A system that revolutionizes electronic locks for hotels, thanks to an electronic chip of high capacity which takes us directly to the future. A future in which the client will open the doors by just approaching them, & will have absolute control of all accesses to your hotel, because keycard registers every event & updates the locking plan, without the need to go lock by lock.
Official Distributor
Tel.:+971 4 266 9471 / 341 3099 Fax:+971 4 266 9472 / 341 3088 P.O.Box: 25585, Dubai - UAE Email: info@mit-dubai.com www.mit-dubai.com
Modern Interior Technology LLC
AIGNER WHITE, pure lines and architectural features communicate status, elegance and culture. To appeal to the cultured, modern client, open to the world and prepared to confront anything new and break with established standards.
Parfum also available.
www.hoteliermiddleeast.com
Hotelier Middle East • May 2009
TECH TALK
128
Technology product guide Hotelier Middle East presents a range of technology products, from SMART programmes for computer hard-disk safety to in-room gadgets and simple, streamlined security features
Hard Disk Sentinel Email: info@hdsentinel.com Web: www.hdsentinel.com/smart HARD DISK SENTINEL This software monitors hard disk drive and HDD status, including health, temperature and all Self-Monitoring Analysis and Reporting Technology (SMART) values for each disk. It also measures the disk transfer speed in realtime and detects possible hard-disk failures and performance degradations.
Ariolic Software Ltd Email: sales@ariolic.com Web: www.ariolic.com/activesmart ACTIVESMART ActiveSMART is a real-time hard drive health status monitor. It utilises SMART technology to track the status of the computer hard disks. Its main goal is to timely detect and anticipate any problems with the hard drive before the danger of data loss appears.
TeleAdapt Middle East Tel: +971 4 367 8283 Fax: +971 4 367 2786 Email: inam.haider@teleadapt.com Web: www.teleadapt.com
BinarySense Inc. Email: info@hddlife.com Web: www.hddlife.com
HDDLIFE HDDlife reads SMART data from all of your computer’s hard drives and lets you see clearly the health and resources of your disks, removing the need for lengthy surface scans. When a hard drive’s reliability degrades to a certain level, HDDlife promptly display a warning message. It comes with power-saving technology and allows you to fine-tune your disk’s noise level.
DESKCARD All DeskHub products from TeleAdapt come with a complimentary DeskCard. These colourful inserts can be used to explain the often complicated procedures found within the confines of a hotel room, such as at audio and video hook-up points or internet access sockets. An extra advantage is that they can be used to advertise a property’s special offers, amenities or F&B outlet promotions.
For more information on Tech Talk, contact hotelier@itp.com or +971 4 435 6261. For distributor details see page 130.
May 2009 • Hotelier Middle East
www.hoteliermiddleeast.com
129 TECH TALK
avor...
l Keep F Onity Tel: +61 2 9316 0900 Email: emea@onity.com Web: www.onity.com ADVANCE Advance by Onity is an electronic locking solution offering a range of flexibility in both aesthetic design and operational features. The newly developed electronic lock features a unique, modular, twopiece design that minimises visible hardware on a guestroom door. The Advance solution offers dual and Mifare upgradeable technology, meaning upgrades to the locks are simple and more affordable.
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RWN Trading Tel: +971 50 728 2699 Email: info@rwntrading.com NE-988 TOUCH IPHONE PLAYER This brand new product comes with a PLL FM alarm clock, as well as docking function for all iPod players and the iPhone 2G and 3G. It can act as a charger for your guest’s iPod products, supports AUX input functions and comes with digital volume control. It has a remote control and a white LED backlight for the display and touch panel. For more information on Tech Talk, contact hotelier@itp.com or +971 4 435 6261. For distributor details see page 130.
www.hoteliermiddleeast.com
k n i h T before you buy! CONVOTHERM combi steamers www.convotherm.com Hotelier Middle East • May 2009
130
SUPPLIER
Contact details: Sarah Worth Tel: +971 4 435 6374 / Fax: +971 4 435 6080 Email: sarah.worth@itp.com
LISAURA Paris
furniture
in ABU DHABI May 23th to 25th
NEW CULINARY SOLUTIONS SERVING YOUR IMAGINATION
For sale: Used industrial Meiko Dishwasher - 2 units If Interested Please contact: Mr. Rajeevan +971 50 4551075
EMIRATES PALACE
Professional Glass washing • Made in Germany • 100% bacteria free & hygenic • Perfect washing result • Saves power, water & soap • Easy installation & portable
Lydia General Trading LLC Official Distributors in the GCC for SPULBOY products
FRENCH LUXURY AND PRESTIGIOUS EXHIBITION
Tel: +971 4 299 7679 • Fax:+971 299 7680 P.O.Box 91965 Dubai - UAE Email: lgt@eim.ae
YOUR CONTACT: RANJAN SALIS Mobile: +971506464168 rjsalis@eim.ae
www.lisaura.fr contact@lisaura.fr +33 660 150 959 May 2009 • Hotelier Middle East
www.revol-porcelaine.fr
www.hoteliermiddleeast.com
SUPPLIER
Contact details: Sarah Worth Tel: +971 4 435 6374 / Fax: +971 4 435 6080 Email: sarah.worth@itp.com
NEW PRODUCTS Cambro Middle East Tel: +971 50 45 98 246 Web: www.cambro.com
Selva Middle East L.L.C Tel: +971 4 3411933 Fax: +971 4 3411799 Web: www.selva.com
A.Ronai LLC Tel: +971 4 331 3390 Email: mesale@ronai.co.uk Web: www.ronai.co.uk
TECH PRODUCTS Hard Disk Sentinel Email: info@hdsentinel.com Web: www.hdsentinel.com/smart
Pacific Direct Tel: +44 1234 347140 Email: sales@pacificdirect.co.uk Web: www.pacificdirect.co.uk
Ariolic Software Ltd Email: sales@ariolic.com Web: www.ariolic.com/activesmart
Maxim World Tel: +44 208 429 6820 Fax: +44 208 429 6823 Email: info@maximworld.com Web: www.maximworld.com Dornbracht International Holding GmbH Tel: +971 4 3350731 Fax: +971 4 3350741 Email: dornbrachtme@dornbracht.com Web: www.dornbracht.com Müldorfer GmbH Tel: +49 85 56 9 60 00 Fax: +49 85 56 7 10 Email: hintermann@muehldorfer.com Web: www.muehldorfer.com Bolon AB Tel: +46 321 53 04 00 Email: info@bolon.com Web: www.bolon.com
www.hoteliermiddleeast.com
BinarySense Inc. Email: info@hddlife.com Web: www.hddlife.com TeleAdapt Middle East Tel: +971 4 367 8283 Fax: +971 4 367 2786 Email: inam.haider@teleadapt.com Web: www.teleadapt.com Onity Tel: +61 2 9316 0900 Email: emea@onity.com Web: www.onity.com RWN Trading Tel: +971 50 728 2699 Email: info@rwntrading.com FITTED OUT Via Motif Tel: +1 415 454 8842 Web: www.viamotif.com
Maya’s Art: Tel: +971 4 3327120 Aquarelle Towels Tel: +971 4 3683036 Skeyndor Web: www.skeyndor.com Beauty Leaders Tel: +971 2 676 4600 Fax: +971 2 676 1500 Email: info@beautyleaders.com Nakkash Gallery Tel: +971 4 282 6767 Fax: +971 4 282 7567 Email: nakkashg@emirates.net.ae House of Maria Dowling Email: peter@houseofmariadowling.com KITCHEN EQUIPMENT Friedr. Dick GmbH & Co. KG Tel: +49 7153 8 17 0 Fax: +49 7153 8 17 2 18 Email: mail@dick.de Web: www.dick.de Dimlaj Hotelware Tel: +971 4 235 1045 Fax: +971 4 235 1085 Email: dubai-sales@dimlaj.com Web: www.rakdimlaj.com RATIONAL International Tel: +971 4 329 6727
Fax: +971 4 329 6728 Email: h.braun@rational-middleeast.com Web: www.rational-middleeast.com Comenda Tel: +39 02 952 281 Fax: + 39 02 952 1510 Email: sales@comenda.eu Web: www.comenda.eu Alessi s.p.a. Tel: +39 323 868 611 Fax: +39 323 641 709 Email: comunic.alessi@alessi.com Web: www.alessi.com Comenda Tel: +39 02 95228 1 Fax: + 39 02 952 1510 Email: sales@comenda.eu Web: www.comenda.eu Cambro Middle East Tel: +971 50 45 98 246 Web: www.cambro.com AMBIENCE Dornbracht International Holding GmbH Tel: +971 4 3350731 Fax: +971 4 3350741 Email: dornbrachtme@dornbracht.com Web: www.dornbracht.com Electric Mirror Tel: +1 425 776 4946 Fax: +1 425 491 8200 Web: electricmirror.com
Hotelier Middle East • May 2009
131
Hotelier Investor • News • Trends • Analysis • Hotel listings
Investors adopt “wait and see” attitude Buyers look for prices to fall further, bringing deal activity to a virtual standstill, say analysts TRENDS The mood of investors is “very uncertain” at the moment, with the climate being described as “stormy and unpredictable”, according to Jones Lang Lasalle Hotels CEO Arthur de Haast. He said confidence was shaky, “both in terms of investor perception of current pricing of assets and also in terms of the short-term hotel trading outlook, which determines the return investors will earn”. “Most investors are adopting a “wait
De Haast: the ‘wait and see’ attitude among invetsors will continue until the market recovers.
and see” attitude, which will continue until they begin to see clearer signs of a market recovery,” added Haast. HVS — London Office managing director Russell Kett said that buyers were waiting to see if market prices would fall further. “The lack of available debt finance has brought deal activity to a virtual standstill. Most hotels which are being offered for sale at the moment are assumed to reflect distress of one sort or another, and most buyers are waiting for prices to fall further before making their moves,” said Kett. He added: “Hotel values have declined year-on-year in most major markets around the world as a result of the combination of poorer trading conditions and prospects and reductions in loan-to-value ratios if debt funding is available — and where it is, interest margins have increased even if interest rates themselves have declined — and equity yields have increased, reflecting a greater perception of investment risk”. Although both Haast and Kett predicted a gloomy outlook going forward, Haast added that should some
transactions made by regional companies into smaller, unknown brands succeed, this could be provide more opportunities for local investors. Haast explained: “Those investments made by groups from across the Gulf region (Dubai, Abu Dhabi, Qatar and Oman) into various, currently relatively small, unknown brands and operating platforms where they have a stated ambition to grow these brands and operating platforms into global players [are important]. “Should these be successful it will transform the region’s hospitality industry from one largely reliant on brands and operators controlled out with the region to one where regional investors will have much greater control of their destiny,” he said. Another opportunity was highlighted by Ishraq Gulf Real Estate CEO Sami Al Ansari, who said that “budget hotels had historically shown to be a recession resilient product offering”. Ansari, whose company is responsible for the rollout of Holiday Inn Express hotels in Dubai, said: “This sector has
shown defensive qualities in previous downturns as business customers and individuals tend to trade down the lodging scale. During Europe’s last down cycle in 2002, the budget segment proved to be the most resilient”. He added: “Holiday Inn Express is the fastest growing brand in the industry, opening on average two hotels a week. Since its launch in 1991 in the USA it has grown to 1932 hotels across the globe with 173,794 rooms and 719 hotels in the pipeline”.
Ansari: the budget sector is currently safest for investors.
STOCK WATCH — APRIL PRICE (US $)
CHANGE
PRICE (US $)
CHANGE
BX Blackstone Group (NYSE)
8.25
5.9%
CHH Choice Hotels International (NYSE)
27.99
2.5%
MAR Marriott International (NYSE)
21.17
24.6%
KHI Kingdom Hotels (LSE)
2.29
-8.4%
IHG InterContinental Hotels Group (NYSE)
9.35
21.6%
REZT Rezidor Hotel Group (SSE)
1.90
19.5%
HOT Starwood Hotels and Resorts Worldwide (NYSE)
18.55
34.8%
LHO LaSalle Hotel Properties (NYSE)
10.75
87.9%
WYN Wyndham Worldwide Corporation (NYSE)
8.96
112.3%
AC Accor (PSE)
38.86
2.6%
Notes: Relevant exchanges are indicated in brackets: New York Stock Exchange (NYSE), London Stock Exchange (LSE), Stockholm Stock Exchange (SSE), Paris Stock Exchange (PSE). Quotes sourced from euroland.com, londonstockexchange.com and nyse.com. Figures for March are based on quotes from April 28 compared with March 26 2009.
For a list of upcoming properties, see www.hoteliermiddleeast.com. To update your company’s list, contact louise.oakley@itp.com www.hoteliermiddleeast.com
Hotelier Middle East • May 2009
133
INVESTOR
134
Benchmarks for success Vision Hospitality Asset Management regional director Middle East and Asia Nigel Teasdale explains why understanding revPAR is only half the story when assessing hotel performance
COLUMNIST evenue per available room (revPAR) is the function of hotel room rate and occupancy and its uses range from the comparison of the hotel market in different cities to the terms of hotel performance tests in management agreements. Useful though it is, it only takes account of revenues, and as hotel owners and their asset managers know, these only tell half the story. Before we go on, let’s consider the following; the majority of international hotels in this region are operated by major brands under management contracts that guarantee them (the operator) a good slice of total turnover, typically anything between 2% and 4%. This is only fair, these major brands have invested heavily in promoting their brands globally and establishing and enhancing powerful reservation systems that deliver high volumes of business. Having made this investment the operators are very keen to maintain
R
their ‘brand integrity’, something that involves, among other things, minimum standards of facilities, physical appearance and service at any hotel that bears their name Unfortunately this drive to maintain these brand standards can lead to hotel management loading the business with unnecessary additional cost. I have participated in a business review meeting during which the GM explained to the owner that high payroll had been in anticipation of an internal brand audit visit, ‘but don’t worry, once the hotel has passed the audit I’ll get the payroll down’ he promised.
the incentive fee simply as a bonus if it materialises, and set their internal budgets on the basis of the much more secure base fee. So we can see that maximising GOP may not always be the operator’s priority. Most hotels have a competitive set that they benchmark their revPAR against, which usually consists of four or five competitors that trade in similar market segments and within a similar average rate band. As we shift the emphasis to cost lines, the need to benchmark locally becomes less significant, and comparisons against hotels of a similar type, quality rating and size within
THE FACT THAT IT WAS THE OWNER’S MONEY HE WAS SPENDING SEEMED NOT TO HAVE OCCURRED TO THE GM The fact that it was the owner’s money he was spending seemed not to have occurred to the GM.
ASSESSING PRIORITIES Most management agreements also offer the operator an incentive fee, calculated as a percentage of Gross Operating Profit (GOP), in addition to the revenue (base) fee, and it is this element of the agreement that is designed to keep the operator lean and mean when it comes to cost control — hence the term ‘incentive’. In reality, many operators regard
the region becomes more instructive. There are characteristics that are, for example, common to conference hotels or airport properties, and these enable benchmarking of specific cost lines.
DIGGING DEEP FOR DATA At Vision, we receive some 130 hotel profit and loss statements each month and, without compromising the confidential nature of this data, this enables us to look at each cost line in the subject hotel’s P&L, select a basket of hotels against
BUDGET JAN 2009 Abs.
%
POR
PAR
Basis
Hotels Benchmarked AccordingTo The Following Grouping
Group Size
Current BP Ranking
BP Target Ranking
RankingRooms Direct ExpensesAgents Commission Expenses
-4,601
-4.5%
-2.35
-467
POR
Individually Selected: Group(s) B
9
4
3
Rooms Direct Expenses Linen Hire Expenses
-3,172
-3.1%
-1.62
-322
POR
Individually Selected: Group(s) B
9
1
1
Rooms Direct Expenses Central Revenue Mgt Recharge Expenses
-1,626
-1.6%
-0.83
-165
POR
Individually Selected: Group(s) B
9
8
7
Rooms Direct Expenses Guest Supplies — Food Expenses
-294
-0.3%
-0.15
-30
POR
Individually Selected: Group(s) B
9
1
1
Rooms Direct Expenses Guest Supplies — Toiletries Expenses
-294
-0.3%
-0.15
-30
POR
Individually Selected: Group(s) B
9
1
1
Rooms Direct Expenses Cleaning Materials Expenses
-392
-0.4%
-0.20
-40
POR
Individually Selected: Group(s) B
9
4
3
Rooms Direct Expenses Discounts / Voucher Redemption Expenses
-875
-0.8%
-0.45
-89
POR
Individually Selected: Group(s) B
3
3
2
May 2009 • Hotelier Middle East
which it can be benchmarked, and provide a ranking for the hotel over a specified trading period. In the snapshot from a sample page (below) from the Vision Internal Benchmarking Engine (VIBE), Room Direct Expenses are analysed. For example, Line 1 looks at agents’ commission. In absolute terms the subject hotel is US $4.6 below the group, or 4.5 %. These calculations are made on a per occupied room basis, where appropriate other measures such as per available room may be used. The group size is nine, and the hotel achieves a ranking of four within this group. Every line of both departmental and undistributed expense within the P&L below are analysed in this way, which clearly represents a mass of information. The good asset manager who is familiar with his hotel will know the hot spots to look out for when sifting through this data and preparing for operator review meetings. Sometimes hotel management feels threatened by this information; often their only access to cost benchmarking has been by comparison to sister brand properties. The best tactic, however, is for the asset manager to introduce this data as a tool to help the hotel management, rather than as a stick with which to beat it. By taking ownership of the issue, and accepting the challenge to improve, the operator can improve his incentive fee, and the owner is of course delighted to see that a number of small cost savings can add up to significant growth in his return. HME
Nigel Teasdale is regional director for Vision Hospitality Asset Management. Contact: nigel.teasdale@vision-am.com
www.hoteliermiddleeast.com
BEAUTY MEETS TRADITION
Visit us at the HOTEL SHOW DUBAI Hall 4, Stand A 260
SCHRÖNO® upholstered furniture: The Number 1 brand for hotels and large building projects. ®
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Hotel Software That Stays Ahead
WISH Prologic First is a technology leader in hospitality software solutions. It has been since the launch of the first integrated Windows based solution in 1999. Last year we introduced the first hotel front office software based on Microsoft .NET technology. The year before, we launched the first handheld software with full POScapability with integrated guest history. This year, we are proud to introduce the first web based multi-property , multicurrency back office accounting system devel oped excl usi vel y f or t he hospitality industry. Plus,a host of other
solutions including a Microsoft .NET based CRS, a new web reservation engine and a Pegasus interface – all integrated with our popular front office software With more than 150 user sites in the GCC alone, Prologic First is the 2nd l ar gest suppl i er of i nt egr at ed hospitality software solutions in the region. With our on-going launch of enterprise software systems, Prologic First is all set to achieve similar leadership position in the hospitality chain market aswell.
Booth # 1C127 Hall # 1, Hotel Show 2009.
# 109 Sultan Business Centre, PO Box 30783, Dubai, UAE Phone: +971 (4) 3366345 | Fax: +971 (4) 3366349 E-mail: info@prologicfirst.ae | Website: www.prologicfirst.com
May 2009 • Hotelier Middle East
See us at the Hotel Show Stand 4 C254
www.hoteliermiddleeast.com
137
This year’s Arabian Hotel Investment Conference promises to highlight a variety of key issues, from the vision for Saudi Arabia to investor trends and tips for weathering the economic storm AHIC his year’s Arabian Hotel Investment Conference (AHIC), being held at Madinat Jumeirah from May 2-4, has a wealth of conferences, panel sessions and breakout debates packed into its three-day schedule. A highlight is the opening Saudi Arabia Summit, introduced by HRH Prince Sultan Bin Salman Bin Abdulaziz Al-Saud, president and chairman of the board, Saudi Commission for Tourism & Antiquities. According to the latest data from Lodging Econometrics (see chart), Saudi Arabia has 4063 hotel rooms in its construction pipeline and interest from investors in the region remains high. AHIC organiser Bench Events chairman Johnathan Worsley said: “The Kingdom holds a great deal of promise, now more than ever and this summit will provide details on investment opportunities and a strategy for growth”. This will also be the theme for many of the conference’s other presentations and seminars, of which highlights include: new brands on the block; the key ingredients for developing a successful project in turbulent times; and is it the budget hotel’s turn to shine? And another new twist this year is the introduction of the Invest-
T
www.hoteliermiddleeast.com
ment Den, a forum for developers to pitch their products to a group of judges that is being hosted by Morgan Stanley managing director Richard Stockton. He said that the event, which will see presentations from four resort developers, would give “delegates a window into the minds of investors”. “This is arguably one of the most challenging times to raise hotel development equity in modern history. The opportunity set for alterna-
tive capital deployment is enormous and returns on fixed income and other asset classes that are perceived to have less downside risk are very attractive,” said Stockton. “Furthermore, the constrained lending environment means that construction debt funding levels are much lower (if debt financing can be obtained at all), while debt pricing has increased significantly. More equity capital is needed to fund projects, whose revised forecasts are
PIPELINE & FORECAST: EMEA BY REGION Construction Pipeline
New Hotel Openings
Total Projects
Total Rooms
2009 Forecast
2010 Forecast
Europe
971
161,236
42,273
50,668
Middle East
503
147,488
30,177
34,016
Africa
171
35,267
8,672
9,540
Total EMEA
1,645
343,991
81,122
94,224
Worsley: Saudi Arabia holds “a great deal of promise”.
THE LEADERSHIP AWARD GOES TO…. A special feature at this year’s AHIC will be the presentation of the AHIC 2009 Leadership Award. Dubai World chairman His Excellency Sultan Ahmed Bin Sulaymen is set to be recognised with this year’s honour, which will be presented by chairman and CEO of Kerzner International Sol Kerzner. Bench Events chairman Johnathan Worsley said: “This award for leadership in the investment sector recognises Bin Sulayem’s dedication to the growth of the investment sector in the region and for his efforts in helping to put Arabia on the map, especially through his steadfast role at Dubai World”. struggling against a gloomy macroeconomic outlook,” he continued. “Add all of these factors together and investors are looking for high risk-adjusted returns, downside protection (perhaps in the form of senior ranking in the capital structure), undeniable local market supply and demand characteristics and a development partner with a strong track record of success — with experience of outperformance in a downturn! “It’s a difficult environment, which is why the projects being presented at the Investment Den will be truly unique and will potentially represent once-in-a-lifetime investment opportunities,” said Stockton. HME
Hotelier Middle East • May 2009
INVESTOR
An investor’s dream
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Expansion Accor-ding to plan Accor Hospitality chief development officer Christian Karaoglanian discusses the development of Sofitel, Pullman and Suitehotel in the Middle East and the success of the economy brand Ibis tial for Pullman Hotels & Resorts, an upscale (but not luxury) brand dedicated to the new trends of business travellers and tailored specifically to the MICE segment. Pullman properties are designed to create conviviality for hotel heavyuser customers. Two hotels are cur-
INVESTOR Q&A HI The current focus seems to be very much on Sofitel and Pullman in the Middle East. What are the plans for these two brands in 2009? Sofitel has undertaken a clear repositioning in the luxury market, going over the last two years through a strategic review of its previous 200 branded properties and keeping in the network only half of them, i.e. the ones able to match, sometimes after a significant refurbishment, the uncompromised level of quality required by the brand. It has also to be said that in some cases, although the properties were in-line with a Sofitel positioning, the market itself would not corresponding to a real five-star destination, making no sense for Sofitel while another of Accor’s brands could be much more adapted to the locations and to their markets. In fact, the Sofitel repositioning has corresponded to a real deep review of the fundamental location/market/brand equation on a worldwide basis. Subsequently to this strategic review and repositioning, the ground has been cleared for the launch of a wave of a new breed of Sofitel, provided all the proposed projects respect scrupulously the new levels of standards set by the brand. In order to do so, a very tight and monitored brand approval process has been implemented from the very early stages of development up to the completion of the hotel. In the Middle East, five new properties are currently under development in the region. Two will open by the end of year, in Dubai at Jumeirah Beach Residence and in Saudi Arabia at Al Khobar. The Sofitel Bahrain Zallaq, a high-end luxury resort development with a sea water spa, will follow in 2010 in Bahrain.
May 2009 • Hotelier Middle East
HI Accor will soon open its first Suitehotel in the Middle East. What future can you see for this brand? We are very pleased about the opening of Suitehotel Dubai Mall of the Emirates in May 2009, as it will constitute indeed for Accor the first development of its all-suite concept
THE GROUND HAS BEEN CLEARED FOR THE LAUNCH OF A WAVE OF A NEW BREED OF SOFITEL Karaoglanian: Sofitel repositioned and ready for roll out.
Furthermore, we should soon be able to announce two major projects, one located on the Abu Dhabi Corniche and the other on Dubai’s famous artery, Sheikh Zayed Road. Accor has taken opportunity of Sofitel‘s evolution and repositioning to reinforce its presence in the upscale segment, where we considered ourselves not being enough diversified nor represented in comparison to our main international competitors. That is where we found a high poten-
rently under development in Dubai, one at the Mall of the Emirates and the other at Jumeirah Lakes, with expected completion respectively by end of 2010 and beginning of 2011. The development of this brand in the Middle East will target major cities positioned (or in the process of positioning themselves) as international MICE destinations — such as Abu Dhabi, Muscat, Doha, Amman and Damascus — as well as international resort destinations with MICE market potential, such as the Dead Sea, Aqaba etc.
brand in the Middle East region, in cross branding with Ibis by the way. With its upper-midscale positioning, Suitehotel targets the mid-stay clientele and proposes an innovative offer with key features such as an all-inclusive offer, all-suites of 30 or 45m² and an innovative F&B offer. The opening of the first Suitehotel in Dubai will certainly put the brand on a launch pad and pave the way to further developments throughout the Middle East. Accor will also soon introduce to the Middle East its latest brand:
Accor currently operates four Ibis hotels in the Middle East equating to 1230 rooms with the company’s latest property to open in Dubai — the Ibis Al Barsha, near Mall of the Emirates.
www.hoteliermiddleeast.com
Announcing the next
HOTEC Middle East 7-10th May 2010
After a successful HOTEC Middle East 2009 in Cyprus, we are pleased to announce that HOTEC Middle East 2010 is now open for bookings!
Feedback tells us our delegates attend HOTEC 09 Middle East for these four major reasons:
HOTEC Middle East offers a unique and focused format of face-to-face meetings between senior decision makers of the leading Middle Eastern hotel chains and high-quality suppliers to the industry.
s HOTEC productive... ChateauisElan Winery &with Spa a highly organised format
HOTEC Operations North America
s HOTEC is focused... with pre-selected meetings April 1 to 4, 2009
As a buyer, there are immense benefits from the time-efficient format and the chance to learn about the latest innovations. As a supplier, benefits are substantial through personal meetings with the industry decision makers. Overall, it’s about building relationships for the future and opening channels of communication between buyers and suppliers.
www.hotecna.com
For more information on HOTEC Middle East, please contact: SUPPLIERS: Philip Denning philip@mcleaneventsinternational.com BUYERS: Debbie Wilson debbie@mcleaneventsinternational.com
Braselton, GA
s HOTEC is educational... with a pertinent seminar programme
HOTEC Design09
s HOTEC is enjoyable... with social networking functions North America
June 11 to 14, 2009 The Langham Huntington Hotel & Spa Pasadena, CA
HOTEC 10 Middle East
7-10th May 2010
www.hotecme.com
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segment, in providing travellers with a consistent network of brand new properties in 10 key business locations and five different countries. And this leadership will mirror the already existing uncontested number one position of Ibis on the economic European segment, as well as its strong development in Asia.
An artist’s impression of the Novotel and Ibis Deira City Centre, Dubai.
Adagio City Aparthotel, which proposes upper midscale serviced apartments catering to the long-stay business clientele. The brand, created in 2007 in partnership between Accor and Pierre & Vacances, the European leader in leisure residence, has so far proven very successful as 22 properties are already in operation throughout Europe. With a strong development pipeline, the brand should have a network of 50 properties by the end of 2012. We firmly believe that this concept will meet a need in the Middle East.
Suitehotel & Ibis Dubai Mall of the Emirates.
May 2009 • Hotelier Middle East
ABU DHABI WILL CONSTITUTE ONE OF OUR MAIN TARGETS IN TERMS OF DEVELOPMENT HI The economy brand Ibis has been present in Dubai at the World Trade Centre since 2003, so why is now the time to expand this brand? Accor was the first international operator to develop an international economy branded hotel in the Middle
East, at a time when hotel developments were focused on the high-end upscale market. Our strategy with our partners has been to develop the network in a highly selective way, by favouring an uncompromised quality of locations, because it is the key to obtaining a sustainable competitive advantage and long-term profitable investments, rather than multiplying the number of hotels on an opportunistic mode. Accor operates at present four Ibis hotels in the region, representing 1230 keys — Ibis Dubai World Trade Centre, Ibis Deira City Centre and Ibis Al Barsha in Dubai and Ibis Salmiya in Kuwait. But a decisive step will be reached by end of next year, with not less that six further projects — 1273 rooms — scheduled to open by the end of 2010 in the Middle East. I say a decisive step in the sense that it will establish the leadership of Ibis on the Middle East economic
HI What are the next properties scheduled to open in the region? In 2009, Accor will open nine hotels (2104) rooms in the UAE, Jordan, Kuwait and Saudi Arabia. Beyond the openings mentioned before, our attention will be focused on the introduction of Suitehotel in Dubai and on the penetration of the Jordan market, with the opening of Ibis in Amman, once again the first international economy brand to enter the country. Globally, 20 properties and 5536 rooms are on schedule to open by 2011 in six different countries and our global pipeline in the region represents 39 hotels and 10,276 keys. And finally, it is interesting to see the well-balanced split in our 2011 portfolio, with 22% of our hotels in the economy segment, 45% in the midscale, 11% in the upscale and 22% in the luxury segment.
HI Where are you looking for new flags? What markets present the best opportunities for Accor? Abu Dhabi will constitute one of our main targets in terms of development. We want to further develop our Novotel and Ibis brand in the downtown area, which has up until today mainly seen a concentration of upscale and luxury operators. Above all, we want Sofitel Luxury Hotels to be represented in the capital, with landmark urban properties but also with a high end luxury resort property, especially on Saadiyat Island where, by the way, the announced Le Louvre Abu Dhabi clearly pleads for at least one French luxury hotel to be present on the island. If only for the sake of marketing and distribution synergies it would still make sense and I am surprised, to say the least, that the master planners have not retained Sofitel among their short list of hotel brands so far. I must miss something… Finally, I believe that the Pullman brand, with its refreshing approach
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141 INVESTOR
of the upscale business travellers and its MICE dedication will be an ideal product for the city, given the presence of ADNEC, the major exhibition centre, and of numerous eventrelated facilities, such as Zayed Sport City and the Formula One racetrack on Yas Island. Furthermore, Doha, where Accor already operates a Mer-
opening of Sofitel Al Khobar by the end of 2009. Finally, Accor Hospitality has an appetite to spread out across the Levant countries in: • The Syrian market, as the country presents a good economic and tourist potential • Jordan, following the opening
WE DO NOT FACE ANY DELAYS FOR OUR NEXT OPENINGS IN THE TWO YEARS TO COME cure hotel, has become a major business platform in the region and will display the highest economic growth rate among the GCC countries in the years to come. In this respect, it will naturally be one of our main geographical focuses, and as a capital city deserves first of all one Sofitel. But I see Doha particularly ready for the development of Novotel and Ibis brands. The introduction and launch of Ibis in Saudi Arabia will also be a top priority for Accor. In this regard, Saudi Arabia, with a wide network of medium to large business cities — 10 cities have more than 500,000 inhabitants — presents great opportunities of the implementation of a consistent Ibis network targeting the corporate clientele. And as far as the luxury segment is concerned, we will look for high quality locations in Riyadh and in Jeddah for Sofitel, following the next
of our first property Ibis Amman in 2009, by the introduction of our midscale and upscale brands, in the capital and potential leisure destinations. • Lebanon hopefully will return soon to stability and normal market conditions as we have, as a French company, special feelings for this country and its people. HI How have you been affected by the economic downturn? We do not face any delays for our next openings in the two years to come. Accor has anticipated the maturation of Middle East hotel markets such as Dubai by largely positioning its developments on the economy and mid-scale segments in addition to its upscale projects, while many operators have continued to expand their network with only glamorous five-star projects. Now that Dubai is hit by the demand slowdown, everyone
SOFITEL GROWTH Property
Country
City
Opening
Sofitel Dubai Jumeirah Beach
UAE
Dubai
Q4 2009
Sofitel Al Khobar The Corniche
Saudi Arabia
Al Khobar
Q4 2009
Sofitel Bahrain Zallaq Beach
Bahrain
Zallaq
Q2 2010
Sofitel Palm Jumeirah Resort & Spa
UAE
Dubai
2013
Sofitel Karachi The Clifton
Pakistan
Karachi
2013
IBIS EXPANSION Property
Country
City
Opening
Ibis Mall of the Emirates
UAE
Dubai
Q2 2009
Ibis Amman
Jordan
Amman
Q3 2009
Ibis Sharq
Kuwait
Kuwait City
Q4 2009
Ibis Muscat
Oman
Muscat
Q1 2010
Ibis Seef
Bahrain
Manama
Q1 2010
Ibis Al Rigga Road
UAE
Dubai
Q3 2010
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The Novotel Riyadh Al Anoud.
expects a better resilience of the economy business model, and investors therefore remain adamant in developing such products and therefore complete their projects with the support of their lenders. The selectivity of our developments both in terms of location and positioning and whatever the market segment, has further reinforced this resilience. Both lenders and owners associated with our brands have taken into account this factor and foresee that our future developments will outperform the average market, especially in terms of return on the capital employed. However, early warning projects with expected completion dates at a horizon 2012-2013 face more uncertainty. As of today, projects being postponed or even facing a risk of cancellation accounts for around 22% of our global development pipeline in the Middle East.
HI What are you looking forward to in 2009 and what will be the challenges? I think that the major challenge which every hotel will have to face in the region will be in terms of operations and especially challenging cash management conditions. With all the upcoming hotel openings and in a global context of decreasing demand, the risk of over-supply is high, especially in maturing markets such as Dubai. Hoteliers will have to respect and protect the hotel segmentation rather than slashing the rates, which has always proven to be a wrong strategy in the long-run. Cash management will definitely be in each hotelier’s agenda and by looking at the hotel performances, there will be an occasion for observing the rightpositioned properties versus the ones which had been developed in an opportunistic way and once again, to learn lessons, development wise, from this global downturn. HME
Hotelier Middle East • May 2009
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Consumers comply
with sharia hotels
Hotel investors should be reassured of the potential of the sharia hotel concept, according to the BDRC Middle East Hotel Guest Survey, revealed exclusively in Hotelier Middle East RESEARCH
n recent years several companies have announced plans for extensive networks of hotels that do not serve alcohol, offer halal food and which demonstrate respect for Islamic values. Brands such as Tamani, Shaza and Almulla have been early movers, while a little more recently leading regional hotel player Rotana, has introduced its own sharia compliant brand, Rayhaan Hotels & Resorts. With the availability of sharia
I
EXCLUSIVE RESEARCH New research, exclusively released for the first time through Hotelier Middle East, reveals a high level of potential demand for sharia compliant hotels. This is the headline finding of a special feature carried on the most recent BDRC Middle East Hotel Guest Survey. This market study, conducted in the region every year since 2000 by London-based hotel survey research specialists BDRC, provides the first substantive consumer evidence demonstrating the strength of demand for sharia hotels.
Tamani Hotel in Dubai, also pictured below, is Sharia compliant
A SUBSTANTIAL MAJORITY OF MIDDLE EASTERN TRAVELLERS SAY THEY WOULD USE SHARIAH-COMPLIANT HOTELS financed investment funds in search of appropriate investments, sharia compliant hotels have been tipped for the last three years to be the ‘next big thing’. Turning announcements into operating hotels, however, has been somewhat more protracted. One reason given for this hesitancy has been uncertainty as to the actual market strength for sharia compliant hotels. Much has been made as to the importance of the Middle East as the source for around 10% of world tourism and for the substantially higher spend per trip for travellers from the region. But none of this has confirmed the level of underlying demand specifically for hotels that comply with sharia principles. May 2009 • Hotelier Middle East
The most recent survey comprises 933 face-to-face interviews with resident travellers from nine regional markets — Saudi Arabia, UAE, Oman, Qatar, Bahrain, Kuwait, Jordan, Lebanon and Egypt. The sharia hotels investigation was in addition to the regular monitoring of customer profiles, market dynamics and hotel brand awareness and perceptions covered by the survey.
ANALYSING THE RESULTS Travellers were asked, assuming such hotels were available in the places they travel and with standards to match existing four- and five-star hotels, how likely would they be to use such hotels rather than a ‘regular’ hotel for each of a series of different travel occasions.
.
(OW LIKELY ARE -IDDLE %AST TRAVELLERS TO USE SHARIA COMPLIANT HOTELS 6ERY ,IKELY 4RAVELLING ON LEISURE IN A FAMILY GROUP IN -IDDLE %AST AND .ORTH !FRICA 4RAVELLING ON LEISURE IN A FAMILY GROUP ELSEWHERE IN THE WORLD 4RAVELLING ON BUSINESS IN THE -IDDLE %AST AND .ORTH !FRICA 4RAVELLING ON BUSINESS IN ELSEWHERE IN THE WORLD
&AIRLY ,IKELY
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143 INVESTOR
The results are emphatic, with a substantial majority of Middle Eastern travellers saying they would be likely to use such hotels, many of them saying they were very likely to do so. The presumption that such hotels would appeal to leisure travellers is supported by the survey. Perhaps less anticipated is the level of inter-
est also shown by those travelling for business. BDRC chief executive Dr Crispian Tarrant says that “in the many years that I have been involved in assessing the appeal of new hotel concepts this is one of the highest set of scores I have seen”. It would appear that such a definite result should give considerable
reassurance to investors as to the potential of the sharia hotel concept.
GLOBAL DEMAND Tarrant goes on to say that “it is particularly interesting to note that there is considerable demand for sharia hotels in regions outside the Middle East and North Africa”. “Just as the established interna-
SHARIA HOTELS DEFINED ACCORDING TO BDRC The concept description of sharia hotels presented to respondents for the research was as follows: ‘a brand of new four- and five-star hotels designed with the needs of a mainly Muslim clientele in mind, but also of the discerning international traveller, who incline to a lifestyle of healthy and responsible living in accordance with the values and culture of the region’. These Sharia compliant hotels will include the following features:
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no alcohol to be served on the premises markers indicating the direction of Mecca, no alignment of beds or toilets with Mecca only halal food served, primarily regional cuisine conservative, mainly local language TV channels staff to be predominantly Muslim male staff for single men and female staff for women and families separate male and female wellness
and health facilities, such as hammams, spas and gyms gender segregated prayer rooms and facilities available quaran, prayer mats, subha in each room or available at reception mainly traditional furnishings and art, reflecting the aesthetic of the region In summary: the highest international standards of service combined with the traditions of authentic Middle Eastern hospitality
tional hotel brands give comfort and reassurance to Western travellers as they move around the world, the same may become true of sharia compliant hotels for Muslim travellers,” says Tarrant. Among the residents of the various countries within the Middle East there is considerable variation in the appeal of the sharia hotel concept. The highest ratings are recorded amongst the residents of Kuwait, Jordan, Saudi Arabia and Qatar. They are notably lower in the Lebanon, Oman and the UAE. Details on these and other characteristics of the supporters of sharia compliant hotels are contained in the full BDRC survey findings, now being prepared by the company. With the global hotel brand operators seemingly reticent to develop regionally distinctive hotel brands, these new research findings appear to point to a market of considerable opportunity for regional hotel players in the Middle East to make a mark in the world of hospitality. HME
Hotelier Middle East • May 2009
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APPOINTMENTS
Contact details: Sarah Worth Tel: +971 4 435 6374 / Fax: +971 4 435 6080 Email: sarah.worth@itp.com
Ibis: Phillipe Montaubin Ibis Al Barsha in Dubai is the latest in a string of hotel launches for its pre-opening GM, referred to by colleagues as a ‘founder’ How did you first start out in the hospitality industry? I’ve been in the hotel business since I was 15, so close to 30 years now. I started off at the bottom, working my way through school, which I did in France (I’m French – I know, no one’s perfect). But I really started my working professional career after the National Service, which we still had in France at that time. I went up to the United States and started with the Le Méridien Group in New York City as an assistant F&B manager. I worked my way up to F&B manager going into Thailand and Singapore, then ending my career with Le Méridien in the Seychelles. HME
When did you join Accor? I started off with Accor in F&B at the Sofitel in Malaysia. My first position as a general manager was at Novotel in China. At the time I was 32 and I stayed for four and a half years in China, working for two [Accor] properties. I was summoned to the Middle East for the opening of our sister property in Bahrain. I stayed there for four years before joining the Sofitel City Centre. After three years at the Sofitel, I was asked to open the Ibis and Novotel Al Barsha in Dubai. HME
environment was one of the highlights of the whole opening process. HME How do you plan to position the new Ibis property? We have a niche here. Companies are lowering their expenses, so what better opportunity than to offer them a value-for-money property? We don’t consider ourselves a two-star; we call ourselves an ‘economy hotel’. This is a value-
AS PART OF THE OPENING TEAM YOU GET TO STAMP YOUR OWN TRADEMARK ON THE PROPERTY
HME This is your sixth property opening. Do you prefer to start at the preopening stage? Yes; as part of the opening team, you get to stamp your own trademark on the property. Amongst my colleagues, I’m known to be a founder — I put in the bases, make sure they are solid and then my colleagues come in to make the property flourish.
What challenges did you face opening this property? The most challenging aspect was the co-ordination with the contractors to ensure that the project was going to be delivered on time. We have only been delayed by two months — in the region that’s an achievement in itself. It took a lot of effort to ensure that everything was ready, operational and on time. On the other hand, bringing 180 associates together from 31 different nationalities and combining this multicultural HME
for-money property offering great service in an ideal location. It doesn’t mean the business is in the bag — it’s going to be challenging, but I truly believe that there is room for hotels like ours in Dubai. Dubai has been seen for too long as a high-end destination and I believe the authorities have realised that in a mature market, they have to offer the full spectrum of hotels, from deluxe right down to economy.
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May 2009 • Hotelier Middle East
www.hoteliermiddleeast.com
APPOINTMENTS
Contact details: Sarah Worth Tel: +971 4 435 6374 / Fax: +971 4 435 6080 Email: sarah.worth@itp.com
ON THE MOVE… COOK WITH AHMED
PETER PICKS WESTIN The Westin Dubai and Le Méridien Mina Seyahi Beach Resort & Marina have welcomed Peter Alatsas as their new complex general manager. Alatsas has more than 25 years’ experience in the hotel and tourism industry, including stints with Fairmont, Marriott and Starwood. He has held general manager positions in Brunei, Bali, Jeddah, Tokyo, Kyoto and Singapore. He was most recently employed as GM of The Westin Bund Centre in Shanghai. NASSER’S BACK Long-standing Kempinski employee, Nasser Fawzi, has returned to the UAE to take up the position of director of sales and marketing at Kempinski Mall of the Emirates. After launching his career in Syria, Fawzi worked in sales and marketing roles at Kempinski properties in Ajman, Turkey and Egypt.
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Al Diar Siji Hotel in Fujairah has appointed chef Bashir Ahmed as sous chef. In his new role as the kitchen’s second in command, Ahmed will direct the hands-on operations and daily productions. Prior to joining Al Diar Siji Hotel, Ahmed was junior sous chef at The Montgomerie Dubai and brings with him more than 25 years of extensive experience in the kitchen. He has also worked with Hyatt Regency Makkah & Hotel InterContinental Jeddah, both in Saudi Arabia. SCHULZE’S TRIPLE ACT Sandra J Schulze has taken on the role of director of public relations and marketing communications for the preopening of Marriott International’s three new properties in Qatar — the Renaissance Hotel, Courtyard by Marriott and Marriott Executive Apartments Doha City Centre. Schulze has more than nine years’ experience in five-star hotels in Germany, England, Switzerland and the United Arab Emirates. ONEY ON THE MONEY Ibis — Novotel Hotels Al Barsha has appointed Dilsat Oney (pictured right) as director of finance and administration. Oney brings 12 years of experience with Accor Asia. She previously held the position of director of finance and administration at Sofitel Ponte 16
in Macau and has also worked in Thailand, Vietnam and China. JOHN JOINS UP John Pelling has joined Raffles Dubai as general manager. He brings nearly 30 years of experience in the hospitality industry and has worked in China, Hong Kong, Seoul and London. Pelling previously spent eight years in Dubai as a general manager with the Jumeirah Group, where he was involved in several pre-openings and re-branding strategies. He plans to reposition the Raffles property to attract a wider client base. MEET MEAD Kathy Mead takes over as new director of sales and marketing with Raffles Dubai, following 19 years of international hospitality experience. Mead has held senior management positions in the UK and more recently with the Jumeirah Group in Dubai.
human resources at the Al Salam Holiday Inn Jeddah and was later promoted as regional personnel manager, overseeing human resources activities at 11 IHG properties. He was appointed as EAM of Dar Al Tawhid InterContinental Makkah in July 2003 and held the positions of resident manager and hotel manager before his promotion to GM. FERNANDA’S NEW ADDRESS Fernanda Makhoul (pictured below) has been appointed public relations manager of The Address, Dubai Mall. After five years working on public relations and marketing for Hyatt International, she has joined the pre-opening team of the second hotel to be opened under The Address Hotels + Resorts brand.
MAKKAH GM Mohammad Abuharba has been recently promoted as general manager of the Dar Al Tawhid InterContinental in Makkah, Saudi Arabia. Abuharba started his career with Al Hada Sheraton Hotel in Taif in 1992 and worked in the front office, sales and human resources departments in various capacities. He joined IHG in 2000 as director of
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APPOINTMENTS
Contact details: Sarah Worth Tel: +971 4 435 6374 / Fax: +971 4 435 6080 Email: sarah.worth@itp.com
Rotana: Mrad El Khoury Fujairah Rotana Resort and Spa introduces its new GM for Rotana. This was a promotion, because we had a very successful opening at Burjuman and it was time to move to a bigger property.
HME Where were you working before joining Fujairah Rotana? Previously I did the opening for Burjuman Rotana in 2006. In January 2009 I moved to Fujairah to manage and drive more revenue, at the same time increasing guest satisfaction.
Why did you choose this property? Well, it is a resort and it is one-of-akind as a hotel. But it needs particular sales and marketing skills. I have a sales and marketing background — I used to be the area director for Dubai and the Northern Emirates HME
HME What do you think your sales and marketing background brings to your role as general manager? It gives me an edge, because I know all the markets — European, Russian, the Far Eastern market — and so I know where to get business. Each hotel has a different market set-up. In Dubai it was generally a business market, so you focus on meetings. Here it is a leisure hotel, so it is a bit different. It is a family resort. We have two main market shares here; the local family market on weekends and the international leisure market. Being a sales and marketing person gives you a pro-
What are guests looking for when they come to this hotel? Guests come for the ocean, the ambiance, the atmosphere and to cut themselves out from the hustle and bustle of the city. Fujairah has great potential as a destination and is showing good growth indicators. What strategies are you employing to promote the hotel? Firstly, we are promoting our hotel. Secondly, we are promoting the destination and the sights. We have a lot of strengths and we are focusing on these. We have a very nice clean beach and open sea; it really is a beach destination. We are working with local authorities, the Fujairah Tourism Bureau and other hotels to make the destination more attractive. HME
El Khoury: “sales and marketing gives me an edge”
found knowledge about the business mix and how to get business to the hotel. HME Fujairah, as you have mentioned, offers a different experience to Dubai.
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Hotelier Middle East • May 2009
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Calendar Events this month include industry highlights AHIC, ATM and The Hotel Show
FEATURED EVENT
Don’t Miss
Al Aqili Furnishings’ stand from last year’s show
May 2-4
October 4-6
Arabian Hotel Investment Conference
Franchise Arabia
Dubai, UAE www.arabianconference.com
Abu Dhabi, UAE www.franchisearabia.info May 24-26 October 5-10
The Hotel Show
May 5-8
Cityscape
Arabian Travel Market
Dubai, UAE www.thehotelshow.com
Dubai, UAE www.arabiantravelmarket.com
Dubai UAE www.cityscape.ae
October 14
November 3-5
Hotelier Middle East Awards
Halal World Expo
Dubai, UAE www.hoteliermiddleeast.com/ hotelierawards
Abu Dhabi UAE www.halalworldexpo.com
Also... June 3-6
MEFIT 2009 Dubai,UAE www.mefit.net
September 8-10
October 13-15
November 7-10
December 6-8
CIBTM
Sports Arabia
Beijing,China www.cibtm.travel
Abu Dhabi,UAE www.sportsarabia.info
International Hotel, Motel and Restaurant Show
Dubai Drink Technology Expo
September 9-11
October 27-29
Dubai,UAE www.drinkexpo.ae
La Cumbre
International Hospitality Forum
NewYork, USA www.ihmrs.com
San Juan Puerto Rico www.lacumbre.com/en/
November 9-11
Abu Dhabi UAE www.equiphotelme.com
September 16-19
November
Top Resa
Beautyworld / Wellness & Spas Middle East
Paris, France www.topresa.com
The Middle East Tourism Marketing Summit 2009
Dubai,UAE www.gulfbeautyexpo.com
September 30 – October 3
June 15-18
HOTEC Europe
Shanghai,China www.altm.com.cn
May 2009 • Hotelier Middle East
Cyprus www.mcleaneventsinternational.com/events/ HotecEU2009/about/
December 7-10
Amman,Jordan www.ihfjordan.com
June 7-9
Asia Luxury Travel Market
Held at Dubai International Exhibition Centre, The Hotel Show will introduce a new layout this year, with the event being split into four sectors for ease of navigation: The Resort Experience, Interiors & Design, Operating Equipment and Supplies, and Security and Technology. In addition to The Seven Star Conference 2009, a new feature of this year’s show will be the first Middle East Spa Summit.
Dubai,UAE www.metms.com November 2-4 Sweets Middle East/Sweet & SnackTec Middle East Dubai,UAE www.sweetsmiddleeast.com/ www.sweetsnacktecmiddleeast.com
Equip’Hotel Middle East
International Luxury Travel Market Cannes,France www.iltm.net
November 10-13
World Travel Market London,UK www.wtmlondon.com December 1-3
EIBTM Barcelona,Spain www.eibtm.com
www.hoteliermiddleeast.com
CONFIDENTIAL
152
The silly season
is upon us t Hotelier Towers, the silly season, is of course, the show season. What other industry, country or region has its three major trade shows and conferences in the same month? With the Arabian Hotel Investment Conference (AHIC), Arabian Travel Market (ATM) and The Hotel Show set to descend on Dubai this month, the team has been juggling constantly-ringing phones, daily news announcements, invitations to ‘exclusive’ events — sent to everyone in the company — and the closure of bumper show issues in preparation for the onslaught. We’ve pre-registered, printed out our comprehensive and colour-coded meetings schedule and saved those all-important numbers in our mobile phones, so what could possibly go wrong at the events themselves? Firstly, let’s hope the shows are easier to navigate than last month’s Gulf Incentives, Business Travel and Meetings conference (GIBTM) at ADNEC in Abu Dhabi. Not only was there no signage into the car park, there was none in the exhibition centre and then, to make matters worse, the seminars rooms were moved at the last minute and there was no signage for those either. As senior group editor Gemma Greenwood was heard to lament at
A
Sort out the signage: here’s hoping that May’s industry events are easier to navigate than last month’s GIBTM.
the time: “It was a great show…if you could find it”. Secondly, we have to keep our fingers crossed that those people who have so desperately sought meetings with us will be there, and also, that all the businesses that have invested in fantastic-looking stands, will have something to report. Unfortunately, at GIBTM, more than one hotel PR regretfully told me that there was no one “senior enough” or “experienced enough in the MICE business” to talk to me. On several other stands, all the relevant people “had left already, sorry”. So how much use were these people to buyers looking for a good deal?
At a panel session, only two panellists bothered to show up. Granted, the attendance of the delegates was also on the thin side, but with the speakers not bothering to show, you can’t really blame them. Finally, timing is a key issue during trade shows. All normal day-today patterns go out of the window, as one darts between stands, seminars and meetings eager to get the most of these great once-a-year events. Hotels offering open-invite spa days at their property for journalists during this period is strange — one can only assume they don’t actually want us to use too much of their very expensive products.
Of course, we all make time for the social events — the parties for which ATM is famed and which give Dubai hotels the opportunity to show us why are they the most talked about in the region. But, why we wondered, does an exhibition centre in Ras Al Khaimah decide to hold its launch event on the evening of May 7, the last day of ATM, by which point anyone who’s anyone in the industry will have spent the best part of their week within a trade centre? That’s also the same night that old-favourite Fairmont Dubai has decided to hold the opening of its new Cavalli Club incidentally, an intimate new franchise from the fashion designer, his first world-wide, that promises to bring with it supermodels, style and a much-needed sanctuary from reality. No prizes for guessing which event we’ll be at…. HME
Next issue: • Roundtable: Sales and marketing • Feature: Limited servce • Country focus: Saudi Arabia • Product Analysis: Outdoor furniture • Product guide: Flooring • Technology: In-room technology
Hotelier competition Every month you have the chance to win a ‘Flow’ tableware set from Villeroy & Boch’s hotel and restaurant division. All you need to do is answer the following question: What company was the interior designer for The Address Downtown Burj Dubai? Send your answer and contact details via email to laura.warne@itp. com, with the word “COMPETITION” in the subject line. Last month’s winner was Adrian Hearn, director of sales & marketing, The Ritz Carlton, Doha.
May 2009 • Hotelier Middle East
www.hoteliermiddleeast.com
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