Hotelier Middle East - Nov 2009 by ITP Business Publishing

The definitive guide to successful hotel management

November 2009

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MEETINGS FOCUS IRAQ EQUIP’HOTEL SOCIAL MEDIA ROUNDTABLE HOTEL SPY

URBAN NATURE NEW DIMENSIONS IN HOSPITALITY

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November 200 2009 Volume 8, Issue 11 05 NEWS

33 GM INTERVIEW

87 COUNTRY FOCUS: IRAQ

106 PRODUCTS

Major expansion for Millennium & Copthorne Middle East; the end of hotel PR “as we know it”; healthy competition in Doha; and hotels need to focus on environmental concerns, according to report.

The Address Dubai Mall’s Olivier Heuchenne outlines the fashion forward new property’s USPs.

Kurdistan is emerging as a promising investment prospect and Iraq offers opportunities elsewhere too.

A round-up of bar equipment and a selection of new products.

37 ROUNDTABLE

91 SUPPLIER FOCUS

Is social media a friend or foe? PR and marketing experts discuss its impact on their roles and share tips on how to maximise its benefits.

First franchise for The Hospitality Company; new showroom from Permaglaze Property Improvements; Philips energy-saving plans.

44 INDUSTRY FOCUS: MEETINGS

94 SHOW PREVIEW: EQUIP’HOTEL

121 HOTELIER INVESTOR

Show manager Naji El Haddad reveals what’s in store at Equip’Hotel.

New funds, emerging investment markets, MEHEC and AHIC.

98 SUPPLIER PROFILE

126 TRAINING EXPERT

Bon Cafe Middle East prioritises after-sales service.

Asma Al Fahim of the European International College investigates the need for executive education.

12 ANNOUNCEMENTS Marriott International to enter Oman by year end; Oberoi signs first hotel in Doha.

17 COMMENT A plea for free WiFi; update from the National Hospitality Institute in Oman; and the great rate debate.

113 TECH TALK

A more flexible approach towards meetings packages will help reposition expensive Middle East destinations as tempting conference and events venues.

48 HOTEL SPY

Choosing an operator is a tough decision for owners, with potential pitfalls along the way. Six experts take part in our debate.

This month our mystery shoppers visit Muscat’s most luxurious hotels. Will they be satisfied?

51 COVER STORY: THE WINNERS The usually quiet Ali Lakhraim, president and founder of Millennium & Copthorne Middle East, reveals his competitive streak.

118 SUPPLIER SHOPPING LIST Quick guide to featured suppliers.

24 TOUGH TALK

30 CEO INTERVIEW

GITEX review; Evolution CEO discusses the company’s new revenue management solution.

The Hotelier Middle East Awards winners, from steward to GM, share their professional secrets and reveal why winning one of the coveted awards meant so much to them.

100 FITTED OUT A sneak peak inside the new Constellation Ballroom at The Address Dubai Marina.

128 RECRUITMENT AND TRAINING New recruit and staff appointments.

130 CALENDAR 102 PRODUCT ANALYSIS: HOTEL SECURITY

Diary of upcoming industry events.

Take safety seriously to protect guests, staff and your brand.

132 HOTELIER CONFIDENTIAL Insights and from the news desk.

30 20 www.hoteliermiddleeast.com

126 Hotelier Middle East • November 2009

ONLINE

THE WEIRD AND THE L WONDERFU

Lid lifted on aircraft’s most luxurious loo

Oman Air has unveiled aan aircraft toilet that couldbeclaimedtobeon could be claimed to be one of the poshest in the aviation business. The toilet for the First Class cabin on the airline’s brand new A330-300 aircraft boasts a bidet, which according to Oman Air, is the only one in the skies. Not only that, but the WC — located behind the cockpit and accessible to the pilot and First Class passengers only — has luxury flooring designed to imitate a sandy beach.

Most-read stories on hoteliermiddleeast.com

And true to the airline’s Omani roots, the toilet features Amouage-branded amenities such as hand wash, hand lotion and cologne. Oman Air has seven A330 aircraft on order at a cost of around US $100—$150 million each, three of which (A330-300s) boast the brand new First Class cabin and product. From January 2010, guests in all cabins on board all of the new A330 series aircraft will be able to use their mobile phones and have access to WiFi internet.

Breakfast buffet becomes rodent’s deathbed A dead mouse was found under the breakfast buffet of a five-star hotel in Cardiff, Wales, according to Welsh newspaper the South Wales Echo. The rodent discovered in the £230-a-night Hilton Hotel was one of a series of hygiene failings found by environmental health workers in some of the Welsh capital’s hotels. Using freedom of information laws, the paper also uncovered: • out-of-date chicken, mould growth, and food not being cooked to the correct temperature at the Mercure

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Holland House Hotel and Spa. • Raw food being opened on chopping boards that were designated for vegetables and cooked sausages left out at the Holiday Inn on Castle Street. • Cooked fish being stored beneath raw fish and salad not being washed at the Park Inn North Hotel. According to the paper’s findings, the capital’s budget hotels generally received better reports than the luxury ones, with the Ibis, Sandringham and Etap hotels all having almost no hygiene failures.

The winners at the Hotelier Middle East Awards 2009; to find out more about them, turn to page 51.

1. Lid lifted on poshest plane toilet in the world 2. Winners revealed at Hotelier Awards 3. Dead mouse and dangerous food found in top hotels 4. Whale shark targets Emirates Palace 5. Dubai denied Rixos all-inclusive package

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204,781 PAGE VIEWS (SEPTEMBER 25 TO OCTOBER 25)

3. Yahoo 1. Google 2. Travel.aol.com 4. bbs.fobshanghai.com 5. images.google.com

For a list of upcoming properties, see www.hoteliermiddleeast.com.To update your company’s list, contact louise.oakley@itp.com November 2009 • Hotelier Middle East

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THE ORIGINAL. H A N D W O V E N F R O M W E AT H E R - R E S I S TA N T D E D O N F I B E R .

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5 NEWS

THE REGION • Signings • Openings • Best practices • Strategy • Branding • Legislation • Events

Millennium aims for 100 hotels in Middle East Three new brands will be introduced, including Biltmore, Studio M and a four-star concept STORY OF THE MONTH Millennium & Copthorne Middle East will bring three new brands to the region in its quest to reach 100 hotels in the Middle East by 2015. Speaking exclusively to Hotelier Middle East, partner and president of Millennium & Copthorne Middle East Ali Lakhraim said this would go towards achieving his ultimate aim of becoming the largest hotel management company in MENA. Firstly, Millennium will launch its famous Biltmore brand in “every city” worldwide, said Lakhraim. The luxury brand is best recognised by the Millennium Biltmore Hotel Los Angeles. Built in 1923, the landmark hotel is a regular haunt for celebrities and presidents and has appeared in a

number of films, including The Fabu“There will be one Biltmore hotel lous Baker Boys, Chinatown, Ghost- in each city; Millennium wants to busters and Bugsy. build everywhere from London to “It’s exactly what Starwood did Singapore and in the Middle East; with the St. Regis out of New York, all cities, including Dubai and Abu but if you look at the history of the two Dhabi,” he added. there is no comparison. The Biltmore Lakhraim revealed that the brand is where the Hollywood stars meet,” in the Middle East would take on a Lakhraim said. “palace style” with convention facilire now in the ties, but asserted “it’s not Emirates “We are Palace or Shangriimplementation Shangri-La; it’s someringing this where in between stage of bringing between”. In addition to Biltmore, brand to the Middle ’re already Lakhraim said he was in the East. We’re talking to different process of cre creating a real owners for developing estate fund fo for the group’s Biltmore here. We Studio M concept in have already theM MiddleEastand ment Nort Africa, with commitment North tain hote to be owned from certain hotels owners,” and managed by Lakhraim: aims to become region’s largest operator. g he said. the group.

“It’s a luxury hotel across two floors that will be affordable for people travelling on a budget,” said Lakhraim. He also revealed that a four-star brand, similar to Millennium’s Copthorne product, would soon be launched in the Middle East. “Copthorne will remain, however, that brand is not very well known and people cannot pronounce the name sometimes. Copthorne’s an old English brand that is better known in Europe. We’re currently working with a branding expert to finalise a new four-star concept,” said Lakhraim. He added that the company’s expansion would involve acquiring hotel management companies and converting some of its sister business Emirates Hotels Company’s properties to Millennium-branded hotels. For the full interview, turn to page 30.

Doha hotels act on Hotelier er Middle East’s mystery shop report SERVICE Senior executives from W Doha and Grand Hyatt Doha have responded to the findings of Hotelier Middle East and Grass Roots ‘Hotel Spy’ mystery shop report, published in the September issue of the magazine. According to the report, W Doha was criticised by the mystery shopper for service and refreshments that “really wasn’t up to the standard I’d hoped for the price”. The ‘hotel spy’ also noted that their car door was not opened upon arrival at the hotel. W Doha GM Safak Guvenc admitted he was “disappointed” by the findings but said as a new hotel he “expected those challenges”.

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“We do have our shortcomings but I think today our service is better than it was two months ago and in two months, it will be better than it is today,” said Guvenc. W Doha director of casting Marieke Schellen said: “We have to change from a pre-opening mindset to an opening mindset. Right now we are refreshing our training sessions. I am surprised that there was no one to greet the customer [when arriving outside the hotel to valet park] because that is a W standard — that everyone introduces themselves. “The mystery shopper obviously highlights a training issue so maybe we need some extra skills training.” W Doha director of operations Peter Katusak-huzsvar added: “[As a result

of the mystery shopper] we have done some extra training in terms of steps of service and training our ‘door ambassadors’. We train them to be flexible and a little bit more multi-functional so they might be valet parking but they should recognise if they need to help carry luggage for example — the guest is the most important thing”. W Doha’s total score was 63%, with the hotel praised for its free internet and “great interiors”. Meanwhile, Grand Hyatt Doha scored 62%, losing marks mainly for a poor telephone reservation service — the ‘spy’ had still not received confirmation of a booking seven days later. Grand Hyatt Doha GM Garry Friend said: “We have been mystery shopped by Hyatt since the Hotelier

The striking lobby lounge at Grand Hyatt Doha.

mystery shopper because when something happens like that we address it. “We get people to do a ring in [to make a reservation] to test our staff. We do spot checks quite often. It’s usually one person who stuffs things up. “We like to think a hotel is complaint-free but in real life people make mistakes — we just have to make sure the same person doesn’t keep making those mistakes,” said Friend. Hotelier Middle East • November 2009

NEWS

Bahrain Sofitel to house GCC’s first Thalassa Spa

Getty Images

The Sofitel luxury hotel currently under development in Bahrain will house “the first fully-fledged Thalassa Spa” in the GCC, Accor Hospitality Middle East managing director Christophe Landais has revealed. “Due to open in June 2010, the Thalassa Spa will span more then 2000m² and boast 14 treatment rooms, eight of which are fully dedicated to seawater treatments. In addition, a multi-station hydrotherapy pool will complement the individual seawater treatments,” said Landais. Thalassa Spa is a sub brand of Accor Thalassa, part of the Accor Group, which Landais said was “the biggest” thalassotherapy spa operator in Europe. Sofitel Bahrain Zallaq by Thalassa Sea & Spa is a 262-room luxury resort being developed by Accor and The Saleh Hospitality Group. Other leisure facilities will include a relaxing indoor pool, segregated male and female areas with steam and sauna facilities and a So Fit health club featuring Kinesis equipment supplied by Technogym. Spa treatments will include wellness packages for mothers and babies, post traumatic cures, beauty treatments and rituals.

November 2009 • Hotelier Middle East

Middle East targeted by boutique chains Operators without expertise in this market will struggle, warns expert DEVELOPMENT Hotel owners and operators from Miami, Spain, Thailand, the British Virgin Islands and Geneva have all recently announced expansion plans in the Middle East, but some will face challenges, according to Viability partner and GM Guy Wilkinson. “The small chains are desperate for new management opportunities, but many lack experience in specific markets or property types, which makes it less likely that they will be selected,” said Wilkinson. “New international chains will face similar challenges, unless or until they make a local name for themselves or follow the route of creating a strategic alliance with a strong local sponsor, developer or travel company.” Thailand-based Centara Hotels & Resorts is among those entering the Middle East, with plans to manage hotels in the UAE, Oman, Qatar, Jordan, Egypt and North Africa. “At present, Centara has secured eight management agreements and

hopes to add 12 more hotels under management in 2010,” commented Centara International Management president Kevin Wallace. Similarly, British Virgin Islandsbased General Hotels Management’s (GHM) expansion course includes properties in Oman and Dubai over the next three years and Genevabased Swiss Hospitality Holding has launched its first Alps Hotel in Ras Al Khaimah, with another 19 hotels planned for the GCC. d tha at chains Wilkinson asserted that pecific experbringing with them “specifi ique or tise in such areas as bouti boutique t-hoteels, etc, designer hotels, apart-hotels, nity too introstill have an opportunity his reg gion”. duce new concepts to this region”. dle East “In my xview, the Midd Middle nnovaative prodremains hungry for innovative ucts,” said Wilkinson. es Ho otels InterMiami-based Desires Hotels er Ga ary Sims national VP and partner Gary eve th here commented: “We believe there or bo ouis a great demand for bouea and d tique hotels in this area y few there are currently very choices available.”

This followed the groups’s announcement that it would open the Middle East’s first Sasha-branded hotel in Dubai in 2010. Sasha Hotels will feature 75-150 rooms and be located in business and resort areas in target markets such as Abu Dhabi, Qatar, Egypt and Beirut. Meanwhile, having announced boutique hotels in Lebanon and Syria, Hospes Director of development for the Middle East, Africa and Asia Monica Mascaros said,, “There is a niche that is not being fulfilled yet, despite the efforts of mainstream operators to create new brands to fill that gap”.

Desires’ Gary Sims said larger, branded properties in the Middle East lack individual style and service.

Rocco Forte takes on Cairo hotel ahead of major refurbishment The Egyptian General Company for Tourism and Hotels (EGOTH) has appointed The Rocco Forte Collection to manage The Shepheard Hotel in Cairo, Egypt. The Rocco Forte Collection team will take on temporary management of The Shepheard Hotel as of November 2009, running it outside of its main brand. The hotel will then close for total refurbishment and renovations. Chairman of EGOTH General Nabil Selim said: “The Rocco Forte Collection has emerged as the winner of a very competitive competition. We have chosen the company because of its commitment to the Middle East; the ability of its brand to deliver global sales and marketing benefits while still retaining the individuality of this very special hotel; and because of its focus on producing a good return for hotel owners. We will commence the reno-

vation programme of the 275-room hotel in December 2010 to finish end of 2012”. George Freeman and Associates of London has been appointed as the interior designer for the project and 3D Reid for architecture.

Chairman and chief executive of Rocco Forte and Family Plc Sir Rocco Forte added: “Any company serious about this region needs to be represented in Cairo and we have secured one of the very best locations in the city”.

From left to right: chairman of EGOTH Nabil Selim, chairman of EGOTH parent group Holding Company for Tourism, Hotels and Cinema (HOTAC) Aly Abdel Aziz and chairman and CEO of Rocco Forte and Family Sir Rocco Forte.

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7 NEWS

Hotel PR “as we know it” is over Social networking sites put an end to traditional marketing methods MARKETING The growth of social networking by consumers and the use of social media by hotel marketers have resulted in a dramatic shift in hotel PR strategies, according to marketing and PR experts debating the trend at a recent Hotelier Middle East roundtable. “The value of the term ‘customers come first’ now really applies,” said Raffles Dubai director of marketing and communications Dima Ayad. “Whenever we develop campaigns or start anything, social networking or otherwise, it is completely different, because PR as we know it has gone, burned, done, finished. [The days of] sending a press release or a photo caption — it’s over. That era has officially changed and it’s made our job more tactful and less polished,” said Ayad. She explained that Raffles Dubai found this with the recent relaunch of its Fire and Ice restaurant and had sent different press releases to trade, consumer, lifestyle and fashion media. “They are different target audiences that want to hear different things and we were flat out honest with what

Ayad: PR as we know it has finished.

we are doing. Why were we modern European and now we are a steakhouse? [The answer is] fusion can be confusion and the fact that people love steak and there are carnivores in the market. Be real and you notice that you get exposed better,” said Ayad. Kempinski Hotel Mall of the Emirates assistant marketing manager Sanaz Ghahremani said that it was true that PR strategies had to shift but that in the Middle East many traditional methods would remain. “Arabic media prefer the traditional ways,” said Ghahremani.

However, Ayad warned that it was important to ensure that hotels engaged properly with Arabic media. “They tell you that they always feel like second best because we do everything in English and we translate. If your target audience is guests of the GCC, why are you writing to me in English translated into Arabic?” The Monarch Dubai personal assistant to regional director UAE Gabriele Feile, suggested that a solution would be to have someone at the hotel ‘tweeting’ in Arabic on Twitter. Turn to page 37 for a full report.

Les Clefs d’Or to approve UAE an independent country member The UAE is one step closer to becoming an independent country member of Les Clefs d’Or following a meeting between the international organisation of lobby concierges and Dubai Department of Tourism and Com-

Santos said UAE concierges are “making history”.

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merce Marketing (DTCM) last month. Les Clefs d’Or’s president Robert Watson and second VP Emmanuel Vretto met DTCM executive director for corporate support and excoms of Dubai Concierge Group Ibrahim Yaqoot and Les Clefs d’Or UAE president Randy Santos at the end of last month to confirm the UAE’s application to become the 41st member country of the organisation. The UAE is currently recognised through Les Clefs d’Or in the Philippines, but its new status as an independent chapter is expected to be officially announced following a meeting among Les Clefs d’Or’s board of directors on November 4. Dubai will serve as the organisation’s regional headquarters. “We are an independent chapter

and the rest of the GCC can link with us and look at starting the Clefs d’Or in their own country. We have already received some enquiries from Oman, Bahrain, Kuwait, Doha and Saudi Arabia,” said Les Clefs d’Or UAE president Randy Santos, who also serves as guest experience manager at The Palace — The Old Town, Downtown Burj Dubai. “We waited for more than seven years before we handed over our application because we’re making history in being the first mainly expatriate country to join the international Clefs d’Or and we have proven that the service we offer is consistent regardless of nationality,” he added. The UAE Les Clefs d’Or currently has 39 members from 25 hotels, which are mainly five-star properties. Hotelier Middle East • November 2009

NEWS

W Doha aims for city’s number one slot New entrant intends to drive Four Seasons Doha down the ranking OPERATORS The general manager of W Doha aims to take the hotel to the top ranking in its competitive set of six, which would push Four Seasons Doha down to second place. W Doha general manager Safak Guvenc said: “We started from 0% in March when we opened and we were sixth out of six in our competitive set in terms of market share. “In June I believe we were three out of six, so we are half way there [to becoming the best in our competitive set]. “In early 2010 we will be number two — Four Seasons is number one,

but by June next year I think we can be number one. In the beginning we were taking say 40 customers from Four Seasons, but now this could be 120 or more,” asserted Guvenc. When asked to comment on how it would maintain its top position, a spokesperson for Four Seasons Doha said the hotel was “going to respectfully refrain to respond”. Another new entrant to the market this year was Grand Hyatt Doha, which is also taking business from its competition, according to general manager Garry Friend. “We have a wedding every night, ranging in size from 450-800 people. We are taking business away from Sheraton and Ritz-Carlton.”

Bleak outlook for Dubai RevPAR RevPAR performance in Dubai is predicted to be down by at least 25% for year-end 2009 compared to 2008. This is the ‘best case’ scenario, according to the Hotel Market Forecast from STR Global. The ‘worst case’ performance scenario forecasts a drop in revPAR of 28%, said the report. According to STR’s latest monthly report for September 2009, revPAR at Middle East hotels fell 6.9% to US $80. Three markets in the Middle East saw revPAR decreases of more than 15% — Riyadh (-21.3% to $77.83), Abu Dhabi (-16.9% to $129.92) and Muscat ((-15.3% 5.3% to $7 .83). $72.83). “September showed the lowest monthly RevPAR

November 2009 • Hotelier Middle East

decline (-6.9%) for the region since December 2008,” said STR Global managing director Elizabeth Randall. “However, whilst we have seen declines in RevPAR stabilise in recent months, the earlier start of Ramadan in mid-August this year benefited this month’s results as business was stronger than in September 2008. RevPAR benefited from the first increase in average room rate since March 2009,” she added. “It is good to see more cities reporting monthly RevPAR increases with Amman, Beirut, Cairo, Istanbul and Jeddah all growing on last year. It will be te est g to see if this t s positive pos t ve interesting sentiment continues over the coming months,” said Randell.

He said the hotel’s popularity in terms of weddings was important in driving business in 2009. “The summer and Ramadan were very quiet — sometimes only 18% occupancy — although the residence part of the hotel did very well. “Fortunately we have become very popular with weddings; our ballroom is 1500m² — the second largest ballroom in town after Sheraton’s and bigger than the RitzCarlton’s ballroom,” he said. “The prospects for Q3-Q4 are good. We have a lot of group business booked in, all centered around the ballroom. We are looking healthier next year compared to this year,” said Friend.

Guvenc: W Doha can be number one by June 2010.

Chains lack commitment to green efforts ENVIRONMENT Most major hotel companies are not committed to managing their social and environmental impact, according to new research from sustainability consultancy Two Tomorrows. The first Tomorrow’s Value Rating of the world’s 10 largest hotel groups concludes that the majority “are only just beginning to address the wide range of social and environmental challenges facing the sector”. Tomorrow’s Value Rating global programme manager Thomas Krick commented: “I wouldn’t be surprised if campaigning groups started hanging ‘please clean up your act’ signs on hotel room doors”. Major issues such as climate change, biodiversity or local employment receive little attention and “only halfhearted responses”, said the report. The only hotel companies commended for their environmental efforts were Accor, IHG and Marriott. Accor Hospitality Middle East managing director Christophe Landais said he was pleased that Accor’s programmes such as Earth Guest, which contains eight social and environmental priorities, were recognised.

“The five key fields presented in the available summary report — strategy, value chain, engagement, innovation, governance — show sharp understanding of the approach to sustainable development in the private sector. In order for Accor to better understand this new rating, the Tomorrow’s Value Rating team has already agreed to present their methodology to the Group,” said Landais. “Accor’s commitment is to make the group’s development a virtuous circle that is respectful of employees, customers, host communities and the planet’s natural resources,” he added. The other companies “lag well behind” said the report, with Global Hyatt ranked fourth, Choice fifth, Carlson sixth and Hilton seventh. The three chains ranked the lowest were Wyndham, Starwood and Best Western — see scores below.

THE TOMORROW’S VALUE RATING SCORES WERE AS FOLLOWS: Accor: 55% IHG: 43% Marriott: 35% Hyatt: 17% Choice: 16%

Carlson: 15% Hilton: 15% Wyndham: 13% Starwood: 12% Best Western: 6%

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NEWS

Travelport GDS aims to boost hotel bookings New tool intended to enable hotels to communicate upselling opportunities to travel agents GDS Travelport GDS is on a mission to boost its hotel bookings with the imminent launch of a new tool that it claims is the way forward for the distribution of travel products. The Universal Desktop is the result of Travelport’s vision to create the industry’s “first comprehensive, fully-integrated agency desktop that seamlessly integrates selling and merchandising programmes and improves workflow, process automation and content aggregation”, said the company. In layman’s terms, it allows hotels and car rental companies to better

DID YOU KNOW? Travelport works with more than 87,000 hotel properties representing 280 hotel chains and records 23.6 million hotel bookings annually.

merchandise their wares in a format not dissimilar to their own consumer-facing websites. The tool helps them communicate up-selling and cross-selling opportunities to travel agents and to “drive brand awareness through targeted advertising and promotions”, according to Travelport. The company believes merchandising ‘add-ons’ to allow product differentiation and value-based comparisons, building in specific, targeted advertising alongside this, is the way forward for the distribution of travel products. Global hotel attachment rates average just 5% globally and 1-2% in the Middle East, compared to the 75% of airline sales made on the GDS, according to IATA. Despite this, Travelport GDS president and managing director Europe and Brazil Olaf Gueldner said that GDS was “still relevant” in connecting suppliers to agents, corporate and online agencies. Neither the hoteliers nor the

PHOTO OF THE MONTH

Who says hotel staff need to wear business attire in order to take work seriously? The team at InterContinental Hotels Group properties Dubai Festival City donned their denim for the two-day Jeans for a Cause campaign on 0ctober 6-7 and raised AED 35,000

November 2009 • Hotelier Middle East

(US $9531) for victims of the floods in the Philippines. Crowne Plaza Dubai Sheikh Zayed Road also supported the initiative and collected AED 19,461 ($5300).

agents that Hotelier Middle East spoke with agreed, however. GDS consultant Jeff Edwards, the former CIO and head of distribution for Wyndham Hotel Group, said the current GDS systems were “archaic” and that it was almost impossible to merchandise on a green screen. He said the GDS should evolve to become a marketing tool and one that packaged CRM information in an efficient way. “As a hotel I want to see what’s happening in my competitive set [in terms of rates, demand and gaps in the market],” he said. “You need to show hoteliers re in terms where the opportunities are of heads and beds.” Edwards continued: “Suppliers want value for money and return on urable.” investment has to be measurable.” ravels and Kuwait’s Al Jarallah Travels Tours Co tours manager,, Abdulla Ismail, affirmed that only otel around 1-2% of total hotel and car rental bookingss were made on the GDS.

He said the main reason he didn’t use the GDS was that if there was a problem with the booking, there was “no-one to contact on the ground”. “I mainly use DMCs because it is better to have someone at Ground Zero if there is an emergency,” explained Ismail. He said GDS providers should place more importance on hotel and car rental, which was becoming more important than airline product, particularly as airlines no longer pay commission.

Ismail: prefers using DMCs to GDS.

Tourism marketing summit kicks off The first ever Middle East Tourism Marketing Summit (METMS 2009) kicks off this month in a bid to bring together the decision makers from the region’s travel and tourism industry to discuss how tourism promotion can be executed most effectively. The one-day event, which will take place at Shangri-La Dubai on November 5, is presented by Dubaibased Fusion Marketing Management under the Patronage of Dubai Tourism and Commerce Marketing Authority (DTCM) and supported by the Dubai Chamber of Commerce and Industry (DCCI). The summit will provide an opportunity for tourism industry professionals to identify new opportunities for marketing both individually and collectively to the world, particularly when faced with current challenges such as the economic downturn and the H1N1 outbreak.

“The summit is a proactive move by the Dubai Government, which has backed the event to ensure that the Middle East maximises its position in the global travel and tourism arena so that the region receives its share of global travel revenue,” said METMS director Nicki Page. “A renewed vigour and of course, the correct information to support the tourism and tourism marketing industry’s initiatives is what’s required,” asserted Page. Panel topics include eco-tourism and the benefits of investing in environmentally responsible tourism practices and how to market upscale brands during a downturn. METMS is supported by ITP Business Publishing titles Arabian Travel News, Hotelier Middle East and Leisure Manager. For more information on METMS visit www.metms.com www.hoteliermiddleeast.com

NEWS

Announcements

Hotelier Middle East provides the low-down on hotel announcements and new openings he major announcement this month came from Marriott International, which announced that it is set to enter Oman at the end of the year with the signing of the 234-room Salalah Beach Marriott Resort in partnership with Dhofar Tourism Company SAOG. Scheduled to open in December, the resort will be part of a mixedused, beachfront development located approximately 75km from Salalah, Oman’s southernmost city. Marriott International president and managing director for international lodging Ed Fuller said the company was thrilled to soon be represented in Oman. “Oman has worked hard over the last several

years to promote its tourism sector. We look forward to participating in their efforts to encourage tourism to the country and to ensuring visitors to Oman experience a welcoming environment,” Fuller said. Dhofar Tourism Company SAOG chief executive officer Osama Mariam said that the company was also delighted with the partnership with Marriott International. PROPERTY: The Oberoi Hotel, Doha LOCATION: Al Wa’ab City, Doha, Qatar OPERATOR: Oberoi Hotels & Resorts DEVELOPER: Al Wa’ab City Management KEYS: 225 rooms and suites and 30 serviced apartments STATUS: Due to be completed by 2014

Al Wa’ab City Management CEO Sheikha Hanadi Nasser Bin Khaled Al Thani

Salalah Beach Marriott Resort.

PROPERTY: Salalah Beach Marriott Resort LOCATION: Salalah, Oman OPERATOR: Marriott International DEVELOPER: Dhorfar Tourism Company SAOG KEYS: 234 STATUS: Contract signed October 19, opening December 2009 OUTLETS: Five FACILITIES: Spa and fitness centre, outdoor swimming pool, dive centre and a 3551ft² ballroom plus boardroom and meeting rooms

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November 2009 • Hotelier Middle East

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From left : RMJM associate director Tony Archibold,ADNEC Group CEO Simon Hogan and Al Habtoor construction director Les Fairchild with Capital Gate in the background.

CAPITAL GATE CONSTRUCTION PEAK

PROPERTY: Four Seasons Hotel Beirut LOCATION: Beirut, Lebanon OPERATOR: Four Seasons Hotels and Resorts KEYS: 230 STATUS: Opening December 2009 OUTLETS: Two and a rooftop pool lounge, scheduled to open in spring 2010 FACILITIES: Glass-enclosed swimming pool on the 26th floor, spa, grand ballroom and other fully-appointed meeting and event spaces

RECORD YEAR FOR REZIDOR Th Rezidor Hotel Group The h announced that it is has s for a record year in the set M Middle East in terms of p property openings. The Brussels-based g group has opened five Rezidor CEO and president Kurt Ritter dining at n new hotels (representing Filini at the new Radisson Blu Hotel Abu Dhabi 1224 rooms) in the region Yas Island with the regional Rezidor team. since January 1, 2009, with another three hotels (representing 1208 rooms) in the pipeline to be opened by the end of the year. One of the 2009 company highlights was the introduction of the Park Inn mid-market brand, with openings in Muscat, Oman and Al Khobar in Saudi Arabia. A third Park Inn opening is scheduled in November on Abu Dhabi’s Yas Island. For the first time this year, Rezidor has entered new Middle East and North African (MENA) markets including Alexandria and Cairo in Egypt, Al Khobar and Al Madinah in Saudi Arabia and Tripoli, Lybia. According to Rezidor CEO and president Kurt Ritter, the company also plans to introduce two new brands to the region in the next few years, with the planned openings of Hotel Missoni Kuwait in 2010 and the luxury Regent brand in Abu Dhabi, UAE and Doha, Qatar. Rezidor currently operates 22 hotels and 5649 rooms in the Middle East, with this figure expected to swell to 25 properties representing 6677 rooms by the end of the year.

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Abu Dhabi National Exhibitions Company (ADNEC) has announced that Capital Gate has reached its final height of 160m. The tower leans by 18˚, which is 14˚ more than the Leaning Tower of Pisa. Capital Gate will house Abu Dhabi’s first Hyatt hotel — Hyatt at Capital Centre — a presidential style luxury five-star hotel with 189 hotel rooms. Level 18 of Capital Gate will feature a cantilevered tea lounge, which projects out over the eastern portion of the facade, and on top of which is an open sun terrace and pool with a view of Abu Dhabi and the Gulf.

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n a recent announcement, Oman Air claimed that from January 2010, guests in all cabins on board all of its new A330 series aircraft will be able to use their mobile phones and have access to WiFi. While no doubt this will be charged for, the fact that this service is available to all passengers is surely impressive. And it certainly begs the question: why is WiFi not available at all hotels yet? In some cases, there is the capability for WiFi across the hotel, yet in a cunning marketing ploy, it is only offered for free in expensive hotel coffee shops. The trouble is, once your guest is US $15 down on a cappuccino, the free-of-charge concept starts to lose its value. In other instances, there is WiFi in the public areas of a hotel, but only ‘high-speed internet access’ in the rooms and suites, more often than not attached to a desk area. While this may suit business

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 4 435 6000 Certain images in this issue are available for purchase. Please contact itpimages@itp.com for further details or visit www. itpimages.com. 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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travellers, your leisure guest is likely to resent having to sit at a table to stay in contact with their friends rather than being propped up in the super-comfy bed they have shelled out so much for. And don’t get me started on the price of internet access or WiFi in luxury hotels. In this month’s Hotel Spy (see page 48), our mystery shopper “nearly fell off their chair” when told that internet connection at The Chedi Muscat, Oman, cost OMR 20 (US $52). This was an inclusive 24-hour rate and for non-guests only; it was free of charge to hotel guests. Still, shouldn’t all visitors to your hotels be treated as guests — if they are using the spa or restaurants they are certainly paying customers. The Chedi wasn’t alone either; at Al Bustan Palace InterContinental Muscat, internet connection had to be paid for by guests and non-guests alike, reported the Grass Roots mystery shopper.

Louise Oakley, editor

louise.oakley@itp.com The fee was OMR 5 ($13) an hour, plus our mystery shopper reported connection issues. Where’s the five-star service in that? If your IT experts have secured the capability for you to offer WiFi access across your property, make sure you pass that advantage on to your guests — and visitors, they are future guests after all — and try to keep the meddling sales guys out of it. HME

VOX POP:

Are Middle East hotels tapping into the massive meetings market?

The Address is part of the Emaar Hospitality Group so it is possible to coordinate events and additional activities in other leisure units, such as Dubai Marina Yacht Club and Dubai Polo and Equestrian Club. The benefit of combining resources in the group is that it allows us to differentiate ourselves from competition and to expand our market share for MICE business. Dubai remains an interesting place for attracting meetings and events. Alma Au Yeung, area director of catering and conference services, The Address Hotels + Resorts

and a dedicated landing page on the company’s website. Pascal Duchauffour, area vice president — Middle East, The Ritz-Carlton

We’ve rolled out a ‘Meetings Within Reach’ value-add initiative and our five hotels in the Middle East have piled on goodies to entice meeting planners. This is backed up by a regional print-and-online advertising campaign, a three-month email marketing programme, the production of brochures

We’re focusing on the UK and US markets because we have some big clients there and we have the support of our head office to attract more through various promotions. We’re also running a lot of value-add offers through the Marriott website. Maria Mendonca, director of sales for the events booking centre, JW Marriott Dubai We are going back to basics in finding new clients, especially with increased levels of market competition. You need to have that edge. We’re meeting clients face-to-face and telling them about the established property, its various meeting facilities and

putting our name out in the marketplace. Ramzy Faris, director of sales and marketing, Kempinski Hotel Ajman The main difference is hotels are being a lot more flexible in terms of contracts, pricing and deposits; this is also because corporates are really pushing negotiations so there are a lot of good offers about. Ajay Bhojwani, director of projects, MCI Dubai We are targeting the meetings, incentives and events market this month. We’re quite unique with our meetings offering and we look at how we can add to the experience, for example by offering massages from our Bliss spa in the coffee break. Wael Rashed, area director of sales and marketing, Gulf and Saudi Arabia, W Doha

Hotelier Middle East • November 2009

COMMENT

Wherefore art thou WiFi?

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COMMENT

A win-win deal from NHI Viability director Guy Wilkinson explains why the Oman National Hospitality Institute’s new branch in India will benefit both Indian hotel employees and Gulf hospitality employers

COLUMNIST he National Hospitality Institute (NHI), with its live training restaurant and five working hotel guest rooms in the Wadi Kabir district of Muscat, is already well-known for its dedication to the cause of workforce localisation in Oman’s hotel sector, where official Omanisation quotas are way ahead of the equivalent in other Gulf countries. However, the NHI’s latest initiative is focussed on helping Gulf hotel recruiters source better-qualified staff from India. The NHI has set up a dedicated branch in New Delhi’s busy

district known as South Extension 1, with Omani-designed classrooms featuring multi-media equipment. Officially opened for business this summer, the school is offering Indian working hoteliers a special course called Hospitality Plus that will essentially make them more employable by luxury hotels in the GCC. “We’ve been listening to comments from Gulf hoteliers who complain that it has become increasingly difficult to find the right staff from India,” explains NHI Principal Robert MacLean. “As India’s economy has strengthened over the past few years, the number of new hotel openings in the Gulf has also increased, meaning that although there is a much greater demand for staff, there are fewer qualified and experienced ‘five-star workers’ available from India and more workers of four-star standards coming out of the hotels and management schools there.”

COURSE DETAILS Hospitality Plus is a special course devised specifically to empower

already qualified or experienced hospitality personnel to work in the Gulf. Costing students just over US $800, the 10-hours-a-week, 12-week course earns graduates internationally-recognised qualifications from the UK’s City & Guilds and British Chartered Institute of Environmental Health. Such qualifications not only make them more employable in the Gulf, but also in Europe and other western countries. Course topics include basic Arabic and English language skills, a Middle Eastern cultural orientation, as well as basic food hygiene, telephone skills, customer service, up-selling, grooming, time keeping, etiquette, conflict handling and work ethics. The NHI’s target is to turn around 250 to 300 students during 2010.

MULTIPLE BENEFITS The new course has many advantages for would-be employers in the Gulf. For a start, it costs them nothing, since there are no recruitment charges and the students are encouraged to view the course fees as a worthwhile

Even when Omanisation eventually reaches its peak level of about 75% in the hotel sector, there will still be a need for foreign expatriates to make up the difference

NHI principal Robert MacLean.

November 2009 • Hotelierr M Middle iddle East

investment in their careers. “The fees are affordable compared to equivalent courses in India and the ultimate perspective is that Indian hotel staff can double their salaries if they get a job in the Gulf,” comments MacLean. The NHI has also cunningly overcome two other important areas of concern for Gulf recruiters, by offering both monitored psychometric testing and face to-face interviews via web cam in the institute’s Delhi premises. “It sounds crazy, but in the past, potential employers could not always be sure who they were interviewing over the phone, or who had actually filled in the online psychometric test,” says MacLean. With high levels of interest from hotels in the Gulf already registered, MacLean sees no contradiction in this new focus on importing workers, when the NHI has historically been celebrated for its role in substituting them with local nationals. “Even when Omanisation reaches its peak level of about 75% in the hotel sector, there will still be a need for foreign expatriates to make up the difference,” he says, pointing out that the school is already very international: the 50-odd students on his American Hotel and Lodging Associationbacked Hospitality Management Diploma course, for example, hail from no less than 14 countries. The NHI is a beacon for the Gulf in hotel vocational training and education, and it looks like it will soon build up a similar name for excellence in the Indian market. Not only that, but Indian hotel employees and Gulf hotel employers stand to reap benefits by supporting their efforts — a winwin scenario for all concerned. 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

Fixed versus variable pricing Premier Inn Hotels LLC managing director Darroch Crawford warns against major rate hikes during exhibitions at the end of 2009, advocating instead the benefits of a transparent approach to pricing bled economic times. Clearly the Dubai Airshow could hardly be held anywhere else, but will organisers of other events vote with their feet and seek fairer pricing elsewhere? How many incentive groups, conferences and trade shows have been lost to Dubai by exorbitant pricing over the past few years?

BUDGET BOOM

LOBBYIST t is not hard to believe coming from those who have worked in hospitality in the region longer than I have, that this has been the toughest summer for hotels seen outside periods of major conflict. We have seen revPAR levels drop by as much as 40%, twice as big a decline as suffered in the US, despite the relatively healthy occupancy levels achieved by many of the iconic resort properties in the region, albeit at much reduced rates. Historically, as we have now come past the end of the summer, the holy month of Ramadan and the Eid holiday, the business floods back in. This is the critical time and everyone in the business has been hoping that the phones will begin to ring again and that our websites will be running red-hot. How quickly business will flow back and in what volumes remains to be seen, but at least for the next two months we can expect high demand from major events. It’s Dubai Airshow year again, a number of major trade shows are taking place and it’s not just Abu Dhabi that will benefit from the Formula 1™ Etihad Airways Abu Dhabi Grand Prix.

RISKY RECOVERY With the majority of hotels on variable pricing models, it is hard to tell at present how much room rates will recover. Until occupancies pick up, most hotels are being cautious with November 2009 • Hotelier Middle East

Premier Inn in the UAE has a maximum price of US $177 regardless of demand.

HOW MANY INCENTIVE GROUPS, CONFERENCES AND TRADE SHOWS HAVE BEEN LOST TO DUBAI BY EXORBITANT PRICING IN THE PAST?

Crawford: Premier Inn has built its reputation on selling a great room at a fixed value-for-money price.

their published rates, other than during the major events, but the Dubai Airshow is one fascinating example of what happens when hoteliers sniff high demand. Prices as high as AED 3000 (US $818) are being quoted and those

that are unconcerned about brand loyalty are rubbing their hands together with glee at this opportunity to return to the good times. My concern, however, is the longterm impact that high prices can have on a city in these deeply-trou-

There was a time when Dubai had little to offer but five-star hotels, plus a few unbranded independents in Deira and Bur Dubai. Much has changed in the last three years, however, and this is nowhere more apparent than in the limited service sector. Ibis has gone from around 200 to more than 1200 rooms in the city. There will soon be four Holiday Inn Express Hotels with almost 1000 rooms and with three large properties of its own, Premier Inn is close behind. There are more than 3000 budget hotel rooms from these three brands alone, but do they all follow the same pricing model? How variable is Holiday Inn Express pricing versus Premier Inn? During peak dates in November last year the Holiday Inn Express in Knowledge Village hit rates as high as AED 1500 ($408), while Premier Inn has a maximum price of AED 650 ($177), whatever the strength of the demand. For hotel operators it is a tough call. In such a volatile market we have to make hay while the sun shines, but is there a balance between making up for the bad times and building customer loyalty? For Premier Inn the decision is easy. The brand has built a reputation on value for money. Selling a really great room, capable of sleeping a family of up to four, at a fixed value for money price. It’s tough when your pricing is so transparent that your competitors know your every move, but it will be interesting to see who the winners are in the end. HME www.hoteliermiddleeast.com

21 COMMENT

RIGHT OF REPLY: A CALL FOR DYNAMIC PRICING Ishraq CEO Sami Al Ansari, responsible for driving the rollout of Holiday Inn Express Hotels in the region, says that fixed pricing is outdated and has since evolved to become more dynamic

Accor Hospitality Middle East managing director Christophe Landais says that room prices at the company’s economy brand, ibis, vary according to demand rather than opportunity

The practice of “fixed pricing” in the hotel industry is an outdated method that has evolved with the industry to become “dynamic pricing”, which is a fair reflection of the commercial principles of supply and demand with the benefit to the customer of never being in the position of having to pay more than the market commands. It’s also a tool that can be leveraged by the business to drive demand or yield, depending on the season or market. At Holiday Inn Express, we believe in delivering value to our guests on a consistent basis; both in the form of service and price. With this guiding principle we have

I agree there is not such a thing as fixed versus variable pricing. Prices have always been variable to an extent, depending on either market segment targeted or supply and demand effects. This revenue management approach has been reinforced at a faster pace than ever through ‘dynamic pricing’ strategies with the help of advanced technological tools. As far as economy lodging is concerned, the same principles apply. However, in particular for Accor’s economy brand, ibis, its selling strategy is ‘price driven and volume driven’ with a higher proportion, in mature

invested in a number of sophisticated tools and resources that allow us to ensure that our properties are competitive in the market. A very good example is a room rate comparison between Premier Inn Silicon Oasis’ rate of AED 450 ($122) for the night of November 14, 2009 and Holiday Inn Express’ three Dubai properties rates of AED 360 to 450 ($98—$122), which is inclusive of a Continental buffet breakfast during the same period. [Quotes as of October 18, 2009.]

markets, of ‘pull’ marketing (brand and product awareness generating client demand) versus ‘push’ marketing (promoting product and brand to be known by the client). It is of paramount importance to keep prices from one unit to another unit coherent. Therefore, to keep our ibis value proposition (excellent services at competitive prices), prices are not fluctuating on a case-by-case basis depending on opportunities. Prices are adjusted depending on market demand and the actual building up of its customer base over a period of time.

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Hotelier Middle East • November 2009

TOUGH TALK K

TOUG

Tough choices There are many pros and cons that must be considered when choosing an operator says Seven Tides Hospitality managing director Mike Scully, sparking feedback from other owners, consultants and operators alike

THE OWNER’S VIEW n today’s ever-changing market it is imperative that an owner, when choosing a management company for his property, makes the right decision for both long- and short-term reasons in order to get the maximum return on investment. Due to the present economic climate, we will find that the enormous pipeline of future hotel projects will remain at best fragile. Projects will take a long while to get off the ground, particularly in cases where an owner needs to raise the necessary capital in order to be able to undertake these projects. In order to drive the pipeline forward, we will need far more comprehensive feasibility studies. These must be carried out by parties who know the market, understand the future and, most of all, are savvy in their forecasting of potential revenues and profit ratios. Once this has been achieved, the owner will then be required to identify the correct management company for his property in a particular market, bearing in mind that decisions are based on economic conditions that will change substantially over the contract’s lifetime, which will be anything from 10 to 25 years. It is well accepted that, particularly in the Middle East, what I’d like to call “The Big Five” dominate; these operating groups are obviously liked by banks and investors alike on the grounds that they offer an ele-

November 2009 • Hotelier Middle East

ment of security in that they will certainly be around for a while. However, there are a number of other management options available. These can either be described as local management companies or international companies that are not necessarily well-represented in the region. Many of these stem from the East, though more are now surfacing from the likes of South Africa, Spain, US or Europe. When considering all these options it is important the owner weighs up the pros and cons of each company in relation to their own business needs – see pointers opposite.

FUTURE PREDICTIONS I believe that due to the difficulty in raising the necessary capital, in the foreseeable future we will see a turnaround in the types of management companies and their participation in projects they are involved in.

Owners will require that management companies are more accountable for the profits generated, that benchmarks will be tougher and commitment and responsibility of meeting loan commitments will be shared to a greater extent. I also believe that the financing of hotels will change in that third-party providers, such as IT, furniture and general fit-out companies, and a number of services such as central engineering and accounting, will be provided on a lease basis over the life of the property. This will reduce the capital the owner is required to raise.

Owners are faced with several options when it comes to choosing an operator and they must think carefully about which path to go down.

Mike Scully has worked for some of the leading hotel management companies worldwide — Sun International, Holiday Inn, Accor and Starwood — as well as developing and managing properties for the Dubai Government. He is currently managing director of Seven Tides — Hospitality, which will be opening four luxury properties in Dubai within the next 12 months and which also owns Dukes Hotel in London.

www.hoteliermiddleeast.com

TOUGH TALK TOP TIPS FOR OWNERS ON CHOOSING AN OPERATOR Big is not necessarily better. As I have mentioned in previous articles, the Middle East generates most of its business internally and contributions from hotel management systems very seldom go above 5-15% of realistic bookings for resort properties and 10—25% for city centre hotels depending on the operator and loyalty schemes offered.

Major hotel management companies often have a number of brands within their portfolio. Some of these are not well-known in this region and are at a disadvantage when marketing, particularly to the leisure sector whose source markets have little knowledge of the brand. Remember these companies’ fees generally come at a higher price too.

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With today’s GDS and international booking agents, many of whom are internet-based and hold tremendous power in bookings for both leisure and business, smaller independent management companies can be as effective as major hotel companies. We cannot, however, discount the strength of brand awareness, particularly in marginal destinations.

Designed By Chefs Many major brands are more interested in maintaining their brand image and price integrity, which is not necessarily in the best interests of an individual property at a particular time and can result in slow reactions to difficult economic situations.

LOCAL COMPANIES ARE VERY FORTUNATE IN THIS PART OF THE WORLD IN THAT THEY GENERALLY RETURN FAVOURABLE, FAIRLY COMPETITIVE REVPARS DUE TO INTERNAL BOOKINGS Smaller international management companies based in areas whose feeder markets are not necessarily those of the Middle East can be at a distinct disadvantage as they are not able to draw on regular clientele that the major brands can, however, they try to charge owners similar fees to those set by the major chains.

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Local companies are very fortunate in this part of the world in that they generally return favourable, fairly competitive revPARs due to internal bookings — see point number one. However on the due diligence front, their systems, manuals, SOPs and ability to really hit the five-star market can be limited. They in many cases struggle to attract good quality management and skills, and consistency can be an issue.

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LOCAL CONTACT Particular care must be taken when appointing management companies who are more driven by their own shareholder value and fees than they are about the return on investment of the individual owner’s property. This in recent years has become increasingly apparent and no doubt will continue to do so in the future. HME

UAE +971 50 345 9330 UK +44 20 8133 9500 Fax +971 4 2088 699

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Hotelier Middle East • November 2009

TOUGH TALK

Take the time to indulge in philosophy Ròya International CEO Ahmed Ramdan advises a philosophical match

THE CONSULTANT’S VIEW ike has touched on many of the pertinent issues faced by an owner when selecting a hotel management company and I agree with many of his observations. What I would like to focus on is some of the key criteria that need to be considered prior to an owner making a final selection.

a long-term commitment and the relationship should be an enduring one that demonstrates mutual agreement, respect and trust. Of course it ultimately has to make business sense but the key to success is matching the right management company with owner.

MATCHING BRAND AND PRODUCT Ensure an owner is given the appropriate advice and guidance to make sure it is the right brand to match the product while also making sure it is in line with the owner’s objectives.

BEGIN WITH PHILOSOPHY

COMMITMENT FROM THE HOTEL MANAGEMENT COMPANY

In my view, it all starts with the philosophy. The relationship between an owner and a hotel management company is of utmost importance, after all this is a relationship that should last at least 20-25 years, if not longer. It is

Unfortunately, over the past few years, hotel management companies were spoilt for choice in this region. Yes, things have changed in the last year, but it’s more important than ever for owners to select a manage-

ment company that is committed to the property, to the business and to a long-term partnership.

BRING THEM IN EARLY In general, owners should bring in the hotel management company early in the process to avoid potential costly design changes or delays in the development of the hotel etc.

COMMERCIAL CONSIDERATIONS Despite great improvements over the past decade, the MENA region,

(unlike US and Europe) is the only place where a management company has such a commanding position. They carry no risk whatsoever (with the possible exception of brand integrity). Elsewhere risk is shared. Things will have to change in the future with more balanced terms for owners. Investors are savvier today. They’re starting to negotiate stronger terms and more equal agreements, for example including minimum guarantee performance clauses, exit strategies and termination clauses. HME

THE MENA REGION IS THE ONLY PLACE WHERE A MANAGEMENT COMPANY HAS SUCH A COMMANDING POSITION

Aligning owner and operator interests Ishraq CEO Sami Al Ansari says it is time to revisit operators’ terms

THE OWNER’S VIEW hile I agree with Mike Scully that choosing a management company is important, it is worth highlighting the current structure of agreements that prevail in the Middle East between operators and owners does not align the interests of both parties. Operators or management companies continue to make money during recessions while owners lose substantial amounts, because operators fees are based on percentages of revenue and gross operating profit (above the EBITDA line) while owners are left burdened with paying for depreciation and bank interest. I will go as far as to accuse operators of deceiving

November 2009 • Hotelier Middle East

owners by selling rooms well below cost to generate revenues thus increasing their fees. This cannot continue. These terms aren’t aligned to the owner interests and are no longer sustainable in the Middle East and must evolve just as they have done in the rest of the world. The expansion of major global brands into the UAE must inevitably lead to an increase in competition among operators, and will inevitably lead to a shift in the ‘balance of power’ There is no better time for owners and investors to rene-

gotiate terms that operators demand. The following are the major terms that must be revisited:

FEES Management agreements usually provide that a large base management fee is payable on the basis of a percentage of gross revenues (often 2-4% of gross revenues), however, the incentive fee must no longer be paid as a percentage of GOP, but rather on the basis of net profits (often 10-20% of income after debt service).

I WILL GO AS FAR AS TO ACCUSE OPERATORS OF DECEIVING OWNERS BY SELLING ROOMS WELL BELOW COST TO GENERATE REVENUES THUS INCREASING THEIR FEES

OPERATOR GUARANTEES An operator guarantee ensures the owner will receive a certain level of profit. In the event that this level is not achieved by the operator, the operator guarantees to make up the difference to the owner through their own funds. For example, if the contract states a guarantee of US $1 million per annum, and the operator only achieves $800,000, the operator will make up the remaining $200,000.

NON-COMPETE CLAUSE An integral component of a market area’s supply-and-demand relationship that has a direct impact on performance is the supply of competitive hotel facilities. By including a noncompete clause in a management contract, an owner is assured no property with the same brand can open within a certain radius of the hotel, typically for the duration of the agreement. HME www.hoteliermiddleeast.com

With great potential for conflict between owners and operators, what other options for hotel management are there? Premier Inn Hotels LLC managing director Darroch Crawford puts forward his view

THE OWNER/OPERATOR’S VIEW he potential for conflict between owners and operators, while exacerbated by the economic slowdown, is of course not new. Since the concept began there has frequently been a strained relationship between owners and the management companies they engage, over everything from bottomline returns to the colour of the towels. It is surprising therefore that there are few examples of alternative commercial structures, between those who choose to invest in hotels and those who believe they know how to run them. Management contracts are not necessarily the most cost-effective way to proceed with a new venture. As a result of different ownership, the management brands sometimes find the need to duplicate support functions (such as HR, finance, marketing and even procurement) and this obviously has a financial impact for stakeholders, including the customer. It is not unheard of for two properties from the same brand in the same city to enjoy different terms from the same supplier. Premier Inn arguably has a unique stance on this issue. Premier Inn does not offer management contracts or franchise its brand. Its ideal business model is to buy a freehold piece of land, build a hotel and operate it. No owners to consider, no disputes over management fees or performance and no compromise on

www.hoteliermiddleeast.com

Premier Inn owns and operates three properties in Dubai.

MANAGEMENT CONTRACTS ARE NOT NECESSARILY THE MOST COST EFFECTIVE WAY TO PROCEED WITH A NEW VENTURE brand standards or operating practices. Simple! Or it would be, if one was free to buy land in any country one chose and if regulations made it possible to build a standard product wherever one wished. I’ll save the country by country or emirate by emirate hotel classification and minimum standards debate for another day, but what opportunities are provided to land owners and potential hotel investors by the legal restrictions on land ownership in this and other parts of the world? Do owners and investors have a choice? Or is the only route to build and hand over? What if the operator is prepared to share the risk? Some potential alternative management structures are listed below, but try to bear in mind that these come with a health warning – opera-

tors must be prepared to invest and/ or share the risk.

SIMPLE FIXED LEASE Hotel is designed and built to the chosen brand’s specification. The brand will often wish to fit out the property and install IT systems at its own cost. Brand pays a fixed sum per annum to lease the hotel. A low risk strategy for the owner.

VARIABLE LEASE Similar to the above, but the lease rental paid to the owner is based on a percentage of sales or gross operating profit. A shared-risk strategy for the owner.

COMBINED LEASE A combination of the above. A fixedlease rental is topped up by a per-

An alternative to management contracts?

TOUG

TOUGH TALK

centage of sales or gross operating profit. A medium risk strategy for the owner.

JOINT VENTURE In this scenario, the owner and operator offer a share in a joint venture company to a local partner. This is an ideal way for a local investor to benefit from the expertise and brand equity of a proven hospitality concept, while safe in the knowledge that the operator has as much to win or lose from the venture as he. Such an arrangement would normally be based on a number of properties throughout a specific country or geography. The smarter investor is waking up to the return on investment opportunity provided by budget or limited service hotels. Not all hotel companies are the same. HME Premier Inn Hotels LLC is a joint venture between Premier Inn, the biggest and most successful hotel brand in the UK, and Emirates, one of the leading airlines in the world. Premier Inn has just opened its third hotel in Dubai and has announced ambitious plans to roll out the brand across the GCC. Visit: www. premierinn.ae

Hotelier Middle East • November 2009

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The operator’s right of reply The history and strength of big brands is vital for owners when times are tough, says Starwood Hotels & Resorts Worldwide vice president / regional director for the Middle East Guido De Wilde

THE OPERATOR’S VIEW s the current economic climate continues to impact the hotel industry globally, the owner’s decision to select the right management company to operate a hotel is more critical than ever. What distinguishes Starwood Hotels & Resorts in the eyes of our owners, guests and associates is our global presence and innovative brand building – it is our turf and keeps our competitors scrambling. Our nine compelling brands, a successful and long history in the Middle East market, our local expertise and strong relationships paired with the backing of an international network allows us to own the upswing.

Aloft Abu Dhabi opened at the end of October.

GLOBALPLAYER,GLOBALNETWORK With more than 960 hotels and resorts in almost 100 countries, Starwood Hotels is one of the leading hotel companies in the world. While major hotel companies have existed in the Middle East for quite some time, Starwood-operated hotels benefit from a global network, global resources and a global customer base. We have negotiated preferred rates with global corporate accounts that support our hotels on a worldwide basis. Our hotel sales and marketing teams are also supported by Starwood’s global network and are able to tap into the vast account knowledge that exists both in the corporate and leisure segments. November 2009 • Hotelier Middle East

STRONG BRANDS ARE NEVER MORE VALUABLE THAN WHEN TIMES ARE TOUGH AS GUESTS CLEARLY STICK TO BRANDS THEY KNOW AND RELY ON In Europe and the Middle East we operate 10 Global Sales Offices (GSOs) staffed with more than 130 senior sales people who focus on high-profile accounts for Starwood globally and represent significant market share in their sectors — including corporate transient,

incentive, meeting, conference, TMC (Travel Management Company) and leisure segments. These constitute Starwood’s biggest opportunity across our network, typically require a single point of contact and are willing to strategically drive business to our hotels.

Furthermore, the strength of a major international hotel company such as Starwood is our global footprint and ability to attract owners, partners and guests from around the world. We can create new demand by building on the customer base existing in potential new feeder markets. Starwood has paid particular attention to China and India for quite a while now and is leveraging its hotel network to develop relationships with new accounts driving business for the Middle East region.

ONLY STRONG BRANDS WILL SURVIVE THE DOWNTURN With nine brands, including Sheraton, Le Méridien, Westin, Four www.hoteliermiddleeast.com

TOUGH TALK

Lighting, seating & display systems, Aloft Abu Dhabi remix lounge, located in the lobby.

Points by Sheraton, The Luxury Collection, St. Regis, W Hotels, Aloft and Element, Starwood’s brand momentum continues. Starwood Preferred Guest (SPG) is one of the strongest loyalty programmes in the industry that has been frequently awarded as the best of its kind. Strong brands are never more valuable than when times are tough as guests clearly stick to brands they know and rely on. In fact, in some of our hotels, SPG drives more than 50% of the revenues. It is indeed critical for an international hotel operator to protect brand image and integrity. We own and manage hotels and deliver on the brand promise we make as that is what the customer demands, at a price point that is competitive. This is also what our owners want. We always believe that costs need to be creatively managed to avoid having to encroach on the guest experience. Starwood rolled out contingency programmes to decrease the risk and exposure for our hotels resulting from what we anticipated was going to be a meaningful slowdown. We have also taken a proactive approach to the cost of our existing centralised services, standards and policies. They have been carefully reviewed, resulting in a substantial cost decrease for all of our hotels and owners, which will have a direct effect on the bottom line.

SUCCESSFUL HISTORY IN THE MIDDLE EAST Starwood’s presence in the region dates back to the opening of Sheraton Kuwait in 1966 and it has built its portfolio expansion on the

www.hoteliermiddleeast.com

WE HAVE PARTNERSHIPS GOING BACK MORE THAN 40 YEARS AND THIS COULD NOT BE ACHIEVED IF WE WERE ONLY DRIVING OUR OWN INTEREST success of that property. Starwood is the market leader in Dubai and the UAE with more than 45 hotels and 20 more hotels in development. Looking ahead, the Middle East is a huge priority for development. In March this year, Starwood launched with immediate success the first W Hotel in the Middle East, the W Doha Hotel & Residences, and in October we opened the Aloft Abu Dhabi, the first Aloft Hotel in the Middle East adding to the 40 Aloft properties Starwood will open around the world by the end of the year since the brand’s inception in 2008. The first Element hotel will also open in Abu Dhabi in 2011. We believe it is critical to be able to rely on an experienced and established local team to address opportunities on the ground and act fast and decisively. Our location in Dubai allows us to nourish existing relationships and foster new contacts, anticipate changes in the market and react to key opportunities swiftly. In 2010, we continue to stay focused on identifying and executing against the brand standards that are most important to guests while producing attractive margins for owners. We’re also making it easier for developers to work with us through streamlined processes as well as

events, weddings, festivals, exhibitions & parties

tools and resources to ensure we are able to respond to owner needs quickly and decisively.

A WIN-WIN SCENARIO FOR OWNERS AND OPERATORS Owners and operators share the same interest: return on investment. Management agreements are structured around a win-win scenario. Starwood owns a large portfolio of high-quality hotels around the world and as an owner we fully understand the needs of our owners that have placed their trust in our management capabilities. We have partnerships going back more than 40 years and this cannot be achieved if we are only driving our own interest. We have also continued to work tirelessly to establish best-in-class brands, focusing on innovation and differentiation. It is the strength of our brands that lead us not only to preserve our presence, but further expand it by working with the right partners on the right properties in the right places. HME

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HAVE YOUR SAY! Are you an owner or operator with an interesting opinion on the issues debated in Tough Talk? Email your views to louise.oakley@itp.com

Hotelier Middle East • November 2009

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Millennium man talks President and founder of Millennium & Copthorne Middle East Ali Lakhraim explains how his Abu Dhabi roots have contributed to his success and reveals his ambitious vision for dominating the Middle East hotel industry CEO INTERVIEW illennium & Copthorne Middle East president and founder Ali Lakhraim cannot hide his competitive streak, which derives from his passion for the industry. Lakhraim is best known for his initiation of Millennium in the Middle East and for his role as vice-chairman and founder of Pearl Azure Hotels, through which he owns the Crowne Plaza hotels in Abu Dhabi and Dubai, Sheikh Zayed Road among others. Lakhraim is also founder and vice chairman of Emirates Hotels Company (EHC), which owns various hotel interests such as the Vista Fujairah Beach Resort and is the majority share holder in the National Corporation for Hotels and Tourism based in Abu Dhabi. But, in spite of his achievements, Lakhraim admits his tendency to “personally stay below the radar”. While he might not shout about it, Lakhraim graduated as a telecoms engineer and within 13 years had engineered one of the region’s most successful hotel operations, but he remains very low profile. “We’re always in stealth mode, that is why you don’t tend to hear a lot about us. The most promoted part of the business is our subsidiary joint venture, Millennium Hotels,” explains Lakhraim. The partnership is the only one in Millennium & Copthorne’s history where the company has a pure man-

November 2009 • Hotelier Middle East

agement focus, allowing it to grow at an unprecedented pace. Under Lakhraim’s leadership the company has grown to 35 hotels in the Middle East, with plans to reach 40 by the end of the year. By 2010, the company intends to manage 50-plus hotels. “An engineer can do a lot of things and if you love what you do, you give more. I work from 8am until 9pm and I travel at least one or two weeks every month; visiting owners and potential owners. I spent yesterday in three different cities,” he says. But Lakhraim does not take all the credit for the group’s success. One of the corner stones of the company is its “good people”, he says. “I always surround myself with excellence. I believe I have the best team in the industry because they work harder than I do. “We’ve built an excellent team locally and we’ve been growing that team and choosing certain people from different competitors.” And it’s that workforce that gives Millennium an edge, says Lakhraim. “We know the market and we know the mentality of the people better than any other company.” Abu Dhabi-born Lakhraim believes he also owes some of his success to “being a local guy”. “This business is driven by relationships. I have a lot of contacts in the Middle East and have formed relations which mean that I’ll receive a more welcoming reception than someone coming from Singapore, London or Germany, who has to cross

MILLENNIUM TIMELINE 1995: CDL Hotels International acquired the Copthorne group of hotels with properties in the UK, France and Germany, (a brand that had been growing since the mid-1980s), in a deal valued at US $359 million.

acquired the Seoul Hilton in Korea for $230 million.

1996: Millennium & Copthorne Hotels PLC (formerly CDL Hotels) was floated on the London Stock Exchange.

2000 (June): As part of a capital restructuring, CDL Hotels International sold its shareholdings in Millennium & Copthorne to City Developments Ltd (CDL).

1999 (Spring): Millennium & Copthorne Hotels plc purchased the majority hotel interests of its main shareholder, CDL Hotels International Ltd in South East Asia and Australasia, for a sum of $912 million. 1999 (November): The company

1999 (December): The company acquired Regal Hotels in the US for a sum of $648million.

2000 (Autumn): CDL Hotels International changed its name to City e-Solutions Ltd, a hospitality solutions provider. Spearheading CES strategy, is SWAN Holdings LTD; jointly owned by CES and Millennium & Copthorne.

www.hoteliermiddleeast.com

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WE KNOW THE MARKET AND WE KNOW THE MENTALITY OF THE PEOPLE BETTER THAN ANY OTHER COMPANY

that cultural barrier. We don’t have to go through that, we can approach any of the royal highnesses or ministers without a problem”. However, being a UAE national did have its disadvantages. For one, when Lakhraim was embarking on his career, it was generally unheard of for a young man from Abu Dhabi to have an interest in the region’s new and emerging hospitality industry. That’s perhaps one of the reasons why today Lakhraim considers himself as “the only guy from the UAE who has an international hotel operating firm and isn’t government hired”. He says this with pride, having risen through the ranks to deputy director general at Abu Dhabi National Hotels (ADNH). He reveals: “The government has some shares in ADNH and it controls the company. My passion went beyond that. I wanted to grow the industry on a regional and global level by straying away from the government and the way the old mind thinks. ADNH is moving too slowly, it’s an old-fashioned company and I’ve tried to change a lot of things”. When Lakhraim first met with Millennium Hotels Plc partner, he saw his chance to move on from ADNH. “Millennium did not exist in the Middle East, which was a good thing. www.hoteliermiddleeast.com

We were starting something from scratch. Secondly it was important that we could work well together as partners with the same interests. “Two minds met and we’ve been able to create a successful enterprise out of nothing,” he says. Six years later and Lakhraim has high hopes for the enterprise: “Millennium is going to be the largest hotel group management company in MENA by far. “I have no doubt by 2015 we will be sitting on top of the pyramid as the region’s most successful operating company,” asserts Lakhraim. “Our success won’t come from natural growth, it will be based on agreements set up with local investors and high networth individuals, I will acquire hotel management companies and we are already in the process of converting some of our Emirates Hotels-owned properties into Millennium Hotels. We have a plan and we’re pursuing it very aggressively.” Part of that plan will involve the group continuing to “educate” owners, he explains. “In this region, a lot of the time operators need to make the decision for the owner. Around 99% of people developing hotels do not know what they’re getting into. Often they’re doing it for their own ego or because someone else is and the majority of owners are real estate investors. “People come to me and they do not know whether to establish a three star, a four star or a luxury hotel. We’re trying to educate the owners to develop the right product in the right place and at the right time. So we take the hands of the owners and guide them,” he explains. Following this technique, the group aims to operate 100 hotels by 2015 across the MENA region. But that is not Lakhraim’s only ambition. Eventually, when the “ship is cruising well” and he has appointed someone professional to continue the hotel group’s growth, Lakhraim will focus on something “closer to the soul rather than the bank account”. “I want to concentrate on charity, health and education,” he says. “There are a lot of poor countries and people who are in need in the Middle East and I would like to focus all of my time on helping them in the future, but not just now. Now is very busy,” he concludes. HME

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Guests can relax in Karat, the lobby lounge.

Addressing

fashion

Heuchenne: I’ve always wanted to do an opening so doing it now was very suited to me.

The Address Dubai Mall is slated to be a shoppers’ haven and a real draw for guests from the GCC, says general manager Olivier Heuchenne GM INTERVIEW Prior to joining The Address Dubai Mall, you were GM at sister property The Palace — The Old Town. What are your reflections on your 18 months there? I think when I took The Palace over it was at a very elementary stage and what we were able to do over a year and a half was really to reposition the hotel and to give it its own identity. The areas that have most evolved are probably F&B and the spa. The positioning of Ewaan didn’t work; it was a Mediterranean restaurant but it really needed to be an Arabic / oriental restaurant. So we’ve done that and it really has become a favourite, especially at dinner with the local clientele. We kept the tents used during Ramadan last year because people loved them and continued a suhour menu à la carte with shisha. Now we have double seating capacity; it became a complete area. Then we also repositioned what used to be Thiptara bar, now called Fai, and that was a complete exercise of a new identity, new logo etc. We gave it a proper entrance. www.hoteliermiddleeast.com

With the completion of the fountain and the lake it became natural that it evolved into a bar. It’s a true retreat and I think that is what The Palace needed to be identified as. The lake has totally enveloped the hotel and with the fountains singing and dancing at night it’s magical. We’ve also recategorised some rooms to capitalise on the fountain views. Ninety rooms are actually full fountain views so that has helped create another category. The spa really needed to be positioned correctly and we did that successfully. We also launched a membership programme through the recreation and the gym, creating loyalty for a number of customers. I think the only outlet that was really well positioned was Asado and that just solidified its position. People go to Asado at The Palace, they don’t go to The Palace at Asado. The most important factor was the change in the feel of the hotel. When I took it over it didn’t have that engagement, that warm and cosy feel, and now many people come to the hotel and note that. The team has really become dynamic, taking the concept

Why did you move to your new role at The Address Dubai Mall? I moved six weeks prior to the opening on the auspicious date of 09/09/09. For me it was a natural evolution, this hotel has 244 rooms and 449 apartments, it has probably the same amount of F&B [as The Palace] but the banqueting is quite different. The spa is also much bigger. In my career, I’ve always wanted to do an opening so doing it now rather than later was very suited to me.

favourite because it has three access points into the mall — all of them run into Fashion Avenue. The hotel has a very contemporary feel to it but it has a strong influence of Arabic touches. We see that in the mashrabia that is replicated in many places of the hotel — in the logo, the uniforms, interpreted through leather, stencil, wood, plaster. It has a very unique positioning relative to our sister hotels. The fact that we believe strongly in one size fits one means none of our hotels will look the same. The feel is going to be different; the level of service is the same.

What’s unique about the hotel? First of all, the access to Dubai Mall and the fact that it’s a shoppers’ haven. It’s going to be a shoppers’

How are you capitalising on the Dubai Mall location? We’ll have a natural footfall because of the access to Bloomingdales (open-

of home to personalise the level of service offered to the customers.

Hotelier Middle East • November 2009

PEOPLE

Even the bath tub has a view, says Heuchenne.

The pool offers views of the world’s tallest building, the Burj Dubai.

ing spring 2010) into the outlets throughout the day. For guests, we’ll have a personal shopper and a fashion advisor who will run four different tailored packages from shopping to looking at the wardrobe and accessorising it. It’s never been done in Dubai. None of the hotels are attached to so many topclass brands. Dubai Mall has more than 500 top-class brands and being attached to Bloomingdales makes it much more lucrative. Can you reveal more about the food and beverage offer? The other highlight is the F&B aspect. We have five complete food and beverage concepts. One is Amatista, which will be a lounge / cigar lounge with an exclusive offering of up to 100 cigars and humidified lockers for around 60 guests. Then we have Ember, which is going to be our specialty restaurant along with a grill concept attached and a bar, and the Arabic restaurant NA3NA3. I believe this will be a landmark Arabic restaurant. In Karat, our lobby lounge, the highlight is afternoon tea. The tea [supplied by Damman] is presented to the guest out of a box that looks like a book and food presentation is quite different from the usual afternoon tea, which is normally on a three tier November 2009 • Hotelier Middle East

WE’LL HAVE A PERSONAL SHOPPER AND A FASHION ADVISOR WHO WILL RUN FOUR DIFFERENT TAILORED PACKAGES stand. Everything is delivered like a parcel, it’s quite special. What about leisure facilities? We have a phenomenal attribute in the pool, which is on the natural seventh floor but on our third floor. By night it’s quite spectacular and we’ll have a lounge concept attached to poolside restaurant Cabana in the evening, which will really draw the clientele from the outside of the hotel. You don’t expect it from the outside, it’s a pleasant surprise. The spa is on the third level and occupies the entire floor. It has nine treatment rooms, five for ladies, four for gentlemen, each with a rasul therapy room and relaxation area. We have fantastic treatments from Aromatherapy Associates and staff from Indonesia, Thailand, Philippines and Europe. It’s a real urban spa, as they would say in New York. Why are the serviced apartments an important part of the hotel? The formula is such that it’s one third rooms and two thirds apartments. Apartments have been sold by individuals who will then opt to place

their apartment into the hotel pool if they do not want to live in it. From those 449 apartments, we will take around 30% into the hotel pool which we sell directly from one night stays up to one year. The level of service is exactly the same [as the hotel] with the exception of alcohol because serviced apartments in Dubai are not licensed. This part of the hotel is not going to be active until around January 1, 2010. It is always a part of the formula for The Address. You want people to believe in a home away from home, so imagine that you have a home within an Address hotel, that goes very well. We service the apartments fully and on an à la carte basis. You live within the hotel but you are not disturbed by the hotel every day. Residents use the same gym, pool and obviously use the outlets. If you look at the history of the other hotels, I’d say around 20% [of bookings] is long stay of a month and above. A lot are corporate clients who live here and have their offices nearby. I think we’ll have a draw from Dubai International Financial Centre (DIFC) and from Emaar Square.

What are your plans for the meetings and events facilities? We will do a lot of banqueting. I think we’ll have a good number of groups, again because of the proximity to Emaar Square and DIFC and that also spills into meetings and conferences. Evenings will be more for social events. One exclusive thing in the ballroom is that we have car access, so it is the perfect venue for car launches. What is your target market and how are you promoting the hotel? We believe the stronger market segment will be GCC, but it will be a mix of corporate and leisure GCC. Internationally, we are already a recognised brand even though we are only a year old. We have partnerships in the UK and German markets, they are our other feeder markets beside GCC. We also have a presence in China, co-operating with our Emaar office located there and we are putting in a sales point in India. HME www.hoteliermiddleeast.com

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Social butterflies The trend for social networking has enveloped the region’s hotels, with many on Facebook and Twitter and others actively responding to reviews elsewhere online. The UAE’s social marketing experts explain how to be proactive, not reactive, when it comes to such media ROUNDTABLE Let’s start with TripAdvisor. Do online reviews damage hotel brands if they’re bad and how do you capitalise on those ones that are good? Rob Singleton: It is an ideal social sphere because let’s face it, online is where everything is going, everything is getting digitalised, so what you’ve got is a progression from word of mouth and magazine / newspaper reports to the online page, which can be updated instantly. Anyone can access it, so it can be monitored by us as much as by everybody else. www.hoteliermiddleeast.com

I got in touch with TripAdvisor to make sure that all the information about the hotel factually was correct and they were using the right photos, but then we welcome any kind of reviews and we want to hear about personal experiences because it’s a lot more believable than me going on and putting up a press release. Yvonne Luedeke: First of all, you make sure you have your presence there; this is the one you are always controlling. Then you get the reviews; the majority we receive are positive and you deal with the negative ones on an individual basis.

Sanaz Ghahremani: I personally check our TripAdvisor page on a daily basis. Whether the review is negative or positive, we always send a reply back that acknowledges what the guest has said. One thing I find really interesting with TripAdvisor is that there are a couple of guests who have given names to our hotel — such as a ‘shopholic’s dream’ and ‘a stopover in luxury’, from someone who came by the metro. That helps me to know how our guests differentiate the hotel from the market competition. I am thinking about using it in some of our marketing material.

Dima Ayad: The best thing about getting a negative review is to embrace them even though I don’t like to receive them. I embrace them because they are a wake-up call. People only comment if something is amazing or if it is terribly bad, never anything in between. If something is normal you are never going to hear about it. Do these reviews mean you now have a much better image of what your guests think about your property? SG: It definitely helps because I don’t think there are many marketing or PR tools that can help you commuHotelier Middle East • November 2009

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PEOPLE ONLY COMMENT IF SOMETHING IS AMAZING OR IF IT IS TERRIBLY BAD, NEVER ANYTHING IN BETWEEN Dima Ayad Director of marketing and communications Raffles Dubai

FACEBOOK: FRIEND OR FOE? “I would say friend personally, friend/foe professionally, so I’m still debating.” Dima Ayad, Raffles Dubai

“I have to share what Dima says, personally I love it, whereas Twitter; not yet. “Professionally I was a bit sceptical at the beginning, but now I am a big fan. However, I still have to learn more.” Yvonne Luedeke, The Monarch Dubai

“I am a big fan of social marketing both personally and professionally, which is the reason why I am doing it in the hotel. I think it is the new way of communicating. “It will take over a large part of the daily communication. Here we are still at the beginning so there is a lot to learn.” Gabriele Feile, The Monarch Dubai

November 2009 • Hotelier Middle East

“I am a big fan of social media, I think I am a Gen Y kid, I like all the new technology and social marketing is definitely one of them. I use it in my job a lot.” Daniel Spijker, Aloft Abu Dhabi

“The role was created for me because I’d already started getting involved with social networking and getting a presence online and then they saw the potential to develop it. “I should spend half to the majority of my role pursuing this and see where it can take us.”

nicate so much with your guests than social media. It’s on a day-to-day basis, you can be on it for hours and you can see what they’re saying, so it’s really direct. YL: It’s the only thing where you communicate directly with the customer. With the guest questionnaires you ask them to fill out after their stay, you know how hard it is to get guests to write something. They are nowadays on their BlackBerrys in the restaurants and they type it in right away. When you get a bad comment, use it as constructive criticism; do not take it personally. We work in hospitality; the customer is king.

Rob Singleton, IHG properties in Dubai Festival City

“Friend or foe — I’m a big fan of Facebook personally and professionally. Twitter is still very new to me, so I created my own page a few months ago and I’m just learning how it works.” Sanaz Ghahremani, Kempinski Mall of the Emirates

DA: The value of the term ‘customers come first’ now really applies. Whenever we develop campaigns or start anything, social networking or otherwise, it is completely different, because PR as we know it has gone, burned, done, finished. [The days of] sending a press release or a photo caption — it’s over. That era has offiwww.hoteliermiddleeast.com

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GETTING TO KNOW YOU: HOTELIER’S EXPERT PANEL Dima Ayad Director of marketing and communications Raffles Dubai

Yvonne Luedeke Director of communications and public relations, The Monarch Dubai

Gabriele Feile Personal assistant to regional director UAE, The Monarch Dubai

Dima Ayed has been in the hospitality marketing industry for more than eight years, having begun her career as accountant director for F&B title Grumpy Gourmet. She moved into hotels as a PR executive for Jumeirah Group, progressing through the ranks to F&B marketing manager for Madinat Jumeirah, Burj Al Arab and Jumeirah Beach Hotel. Having left the industry for a year to join Dubai Holding as marketing manager, Ayad returned to hotels when she joined Raffles Dubai in May.

Yvonne Luedeke has always been involved in hospitality marketing, starting as an apprentice with IHG in Berlin after graduating from college and then taking on roles in Paris and the US. She then moved to Dubai to join Jumeirah Group, was part of the pre-opening team for Burj Al Arab and then took on the role of F&B marketing manager for the group for six years. Prior to joining The Monarch in 2007, Luedeke was marketing communications manager at Hilton Hotels and Resorts for a year and a half.

Boasting a varied career background, Gabriele Feile was originally a banker for Deutsche Bank before entering hotels in a corporate role for IHG in Germany for five years. She then joined a head hunter in the European fashion industry. Feile moved to Dubai to join The Monarch in 2007 having received a phone call from general manager Henning Fries who she had worked with previously. A passionate fan of social media, Feile heads up The Monarch’s social marketing efforts in partnership with Luedeke.

Sanaz Ghahremani Assistant marketing manager Kempinski Hotel Mall of the Emirates

Daniel Spijker Online marketing manager Aloft Abu Dhabi

Having joined Kempinski Hotel Mall of the Emirates three years ago as marketing co-ordintor, Sanaz Ghahremani is now in charge of a team looking after marketing, PR, advertising, e-commerce and social media. She is a graduate of The Emirates Academy of Hospitality Management in Dubai.

Referring to himself as “the new kid on the block”, Daniel Spijker moved to Abu Dhabi seven months ago for the pre-opening of Aloft Abu Dhabi, which opened on October 27. He has two years experience with Starwood and specialised in marketing and online marketing during an 18-month placement in London, which followed a hospitality university course in Holland.

Rob Singleton Online marketing executive InterContinental Hotels Group properties in Dubai Festival City

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Rob Singleton moved to Dubai from the UK two years ago, taking on the role of PR co-ordinator for the InterContinental Hotels Group properties in Dubai Festival City. He has since been promoted to online marketing executive, a new role created with the remit to primarily look after the hotels’ social marketing presence as well as ensuring websites are up to date. more funky products on DesertRiver.com

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WHEN YOU GET A BAD COMMENT, USE IT AS CONSTRUCTIVE CRITICISM; DO NOT TAKE IT PERSONALLY Yvonne Luedeke Director of communications and public relations The Monarch Dubai

www.hoteliermiddleeast.com

Hotelier Middle East • November 2009

PEOPLE

SOCIAL NETWORKING RESOURCES FOR HOTELIERS HotelierMiddleEast.com — www.hoteliermiddleeast.com FlyerTalk — www.flyertalk.com TripAdvisor — www.tripadvisor.com HotelChatter — www.hotelchatter.com Expedia — www.expedia.com Facebook — www.facebook.com Twitter —twitter.com You Tube — www.youtube.com LinkedIn — www.linkedin.com Xing — www.xing.com Wikipedia — www.wikipedia.com Private blogs

Don’t forget to follow Hotelier Middle East! Hotelier Middle East is currently on Twitter and LinkedIn and also has an online home at www.hoteliermiddleeast.com

c cially changed and it’s made our job m more tactful and less polished. D Daniel Spijker: This definitely signals tthe end of the professional reviewer; n now the reviewer is actually the traveeller themself. There is a lot more to social marketiing than reacting to reviews. How do you pproactively approach social media? D DS: I had a good example a few days aago; I was setting up my profile on T TripAdvisor and I found a forum w where a woman was giving advice tto people about hotels in Abu Dhabi. S She was very enthusiastic about A Aloft opening, so I contacted her and II’m going to show her the hotel.

SOCIAL MEDIA HELPS ME TO KNOW HOW OUR GUESTS DIFFERENTIATE THE HOTEL FROM THE COMPETITION Sanaz Ghahremani Assistant marketing manager Kempinski Hotel Mall of the Emirates

November 2009 • Hotelier Middle East

D DA: It comes down to the concept in tthis part of the world of giving. If you are generous you have got guests for keeps and the same thing applies on social networking; if they know every time they go to your page you are going to surprise them with something engaging, you’ve got them for keeps. This is an engaging conversation. You ruin it and it’s over. It takes one second and they can remove themselves [from your page].

RS: We have lots of competitions coming up, especially with the Rugby Sevens which has Crowne Plaza DFC as the main sponsor. You use what you’ve got going on with the hotel and if you make it interactive and involving, people will come to you as they see you as a human face rather than a brand face and they can speak to you. And how do you convert your fans and followers to hotel guests? RS: We have started converting the people that are following us now into customers. For example, I met up with a group that had organised a ‘Tweet’ invite to the Belgian Beer Café at Crowne Plaza — there were 18 people that had arranged to have mussels. They Tweeted me and asked if I could help so I went to meet them. This is just one of the groups that we’ve had. DS: Our opening campaign is on Facebook. I agree with you that if someone takes the time to be a fan you need to give them something back. It’s not one way traffic and not about blasting with advertising. We’re going to launch a big

WE’VE STARTED CONVERTING THE PEOPLE THAT ARE FOLLOWING US NOW INTO CUSTOMERS Rob Singleton Online marketing executive InterContinental Hotels Group properties in Dubai Festival City

www.hoteliermiddleeast.com

41 PEOPLE

IF SOMEONE TAKES THE TIME TO BE A FAN YOU NEED TO GIVE THEM SOMETHING BACK Daniel Spijker Online marketing manager Aloft Abu Dhabi

campaign, I’m going to give away a lot of prizes, even a trip to our sister property in Beijing. And then on our Facebook page I’m launching two applications — one is an auction for rooms, parties etc. This is something I have never seen hotels doing; we are going to have our own auction application. RS: We’ve got something in store quite similar to that. YL: We do the auctions; on our website you can name your price for luxury. You collect a huge database. DS: We don’t really see it as a revenue tool, in the end we sell a room but if the room goes for AED 120 (US $120), then fine. It goes to the highest bidder. It’s more to engage people and give them a reason to come to your Facebook page. Then we are www.hoteliermiddleeast.com

going to turn all of our Facebook fans into real friends. We are going to give everyone a membership card that gives them 20% discount to the F&B outlets. That’s the second application — they click one button and a little card is made out of their Facebook photo and name. When they come to the hotel, we give them the cards. It’s a custom application. We are doing it from now until the end of May; we need to have the option to be able to stop it but the idea is to let it go forever. We’re going to do a professional version of it on LinkedIn too. What are your Twitter tactics? Gabriele Feile: If you have somebody who can Tweet in Arabic I think that would be great because there is a lot of Arabic speaking people on Twitter and this is just a short message — 140 characters — so this would be a great advantage for everybody to

HOW MANY FANS AND FOLLOWERS DO YOU HAVE? The Monarch Dubai had 820 followers on Twitter on the day of the roundtable (October 7). “It is good as we only started in April this year, so that is a good number for the city,” says Gabriele Feile.

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At Raffles Dubai, “in a month and a half we are following 600 people and we have 400 people following us and the level of engagement is incredible,” says Dima Ayad, referring to Twitter. InterContinental DFC has more than 5000 followers and Crowne Plaza 3500-plus on Twitter, reveals Rob Singleton. He attributes the growth to a major summer campaign involving multiple giveaways.

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Hotelier Middle East • November 2009

PEOPLE

The hoteliers share ideas and take down top tips from each other at the Hotelier Middle East roundtable.

ha someone Tweeting in Arabic. have It It’s much cheaper — it doesn’t cost you anything to go on Twitter except yo the time of course. It’s authentic. th DA DA: I couldn’t agree more. RS RS: We have a lot of Arabic followers on Twitter and Facebook. Social netw working is starting to spread through th the Arab world, probably from the bo bottom up, from the youth groups. DS DS: For me, the problem with Twitte ter is that you are going to have to ggo against 10 million people at the sa same time, but no one is really listenin ing. Exceptions are big competitions w which definitely work. D DA: It is a challenge to work on Twittter. It is an investment of time — you n need to do it for a year and then see t return because that is the only the w you are able to see that level of way engagement.

IF YOU HAVE SOMEBODY WHO CAN TWEET IN ARABIC I THINK THAT WOULD BE GREAT Gabriele Feile Personal assistant to regional director UAE, The Monarch Dubai

November 2009 • Hotelier Middle East

SG: You can link your Facebook to Twitter and this can help you out. DS: Search Engine Optimisation (SEO) is a really good reason to be on these things as well because if I go to Google and want to dominate the first page, Twitter can really help me to do that.

Who in the hotel should be in charge of its social media presence? RS: At the moment we are talking about having somebody that I could train to carry it on, now we have got the Al Badia Golf Club and the third hotel, we are going to set up even more fan pages. We have 11 fan pages on Facebook and four Twitter accounts and a blog for InterContinental as well as the official websites, so there’s a lot for one person to keep monitoring. So it would be good to have some support, but I think it would have to be someone who could be coached by those who have been the pioneers in how to talk correctly to and how to interact with people; you have to learn that language. DA: It’s a very hard division between the language our brochures dictate and the language we speak on that [social media] platform, it is balancing normal and easy going while definitely trying to bring in the ‘wow’ factor while talking normally. SG: No offence to other departments handling it, but I think that if a public relations person is in charge of the social media it might be the best solution because the PR person is the brand ambassador. It’s good to have PR monitoring it.

HOW MUCH OF YOUR TIME IS SPENT ON SOCIAL MEDIA? Rob Singleton: About half of my day Sanaz Ghahremani: About three or four hours a day Daniel Spijker: Now about three to four hours, but it will definitely increase upon opening Dima Ayad: Among our team of four, an entire day Gabriele Feile: Around half a day. It could get to be 24/7 I think.

DS: In Starwood, we have a few people in America who are not PR at all, they are basically trainees and they are full time on FlyerTalk; the account is called SPG Insider and he has 30,000 posts on FlyerTalk. I think actually it needs to really be a person; if you think too much about your brand language that is where it is going wrong because it is too much about your marketing and PR message. It could be the chef who is really funny for example; it needs to be a character, so that your audience would notice if someone else wrote something in his place. GF: It has to be someone who enjoys it. I agree it has to be someone within your philosophy, but still the recommendation coming from experts in the field is give it to someone who really enjoys it. HME www.hoteliermiddleeast.com

INDUSTRY UPDATE

A buyers’ market The new-found bargaining power of meetings buyers might leave hoteliers feeling the pinch, but the long-term impact will positively reposition the Middle East as an affordable meetings destination MEETINGS he Middle East is typically seen as an expensive destination for meetings and events, but more value-add packages and many hoteliers’ increasingly flexible attitudes could be changing perceptions for the better, according to experts. “Hoteliers are a lot more flexible due to the economic situation in terms of contracts, deposits and pricing,” says events management company MCI Dubai director of projects Ajay Bhojwani, who often works with hotels in organising congresses and association meetings. “More hoteliers are able to understand the volume of business involved in meetings and therefore are offering more flexibility, such as negotiating contracts on banqueting facilities and [insisting on] lower number of room blocks as compulsory; that’s one area that is certainly getting better and it’s good for the industry,” he adds. In the past, most international associations looking at the Middle East as a meetings destination — Dubai in particular — fed back to MCI Dubai that it is just too expensive, but this is changing, Bhojwani says, as more competitive packages are offered by hotels. “The Middle East could have been perceived as an exclusive

Duchauffour: Tell us what you want and we’ll design it around you.

November 2009 • Hotelier Middle East

Hotels’value-add initiatives,such asThe Ritz-Carlton’s MeetingsWithin Reach package,could be changing perceptions of the Middle East as an expensive meetings destination.

destination before and hard to get into. Today, Dubai in particular has repositioned itself as more attractive in terms of overall value being offered through airlines, hotels’ initiatives and flexibility. We tell clients ‘let us know what’s important to you and we’ll make sure we design it around you’,” asserts The Ritz-Carlton area vice president — Middle East Pascal Duchauffour. And it seems customers are not asking for this level of flexibility and value, they’re demanding it. “Today customers want simplicity. They want your best price up front, immediately and they want it to include some of the benefits they know they’ll be using. “We’ve always shown flexibility, but when you’re in a high-demand period you’re stronger on some of the terms and the customer knows if they don’t guarantee the room they

W Doha offers signature meetings.

COST IS THE NUMBER ONE INFLUENCING FACTOR FOR BUYERS WHEN PLACING AN EVENT IN THE REGION www.hoteliermiddleeast.com ast.ccom om

45 INDUSTRY UPDATE

could potentially lose it. Today the demand is very different,” Duchauffour explains. In fact many corporations are taking advantage of their new-found bargaining power, squeezing hotels for the best possible offer and leaving bookings until the last minute. “Clients know that if they book 48 hours before the event they will get a very, very good deal. We see many customers booking much later nowadays, which changes the name of the game. We need to adapt to it,” says Duchauffour.

NEW INITIATIVES Part of that adaptation process has seen The Ritz-Carlton launching its Meetings Within Reach initiative to encourage more meetings to be booked before March 31, 2010 and then held by December of that same year. “Our Meetings Within Reach offer is being rolled out globally and is generating demand for new business, but our primary aim is to rebuild some of the existing markets

Hotels need to invest in meetings facilities now to maximise revenue in the long run.

we had and secondly tap into new markets,” says Duchauffour. And it is these existing markets, which may have been scared away by the expense of hosting meetings in the Middle East in the past, that hotels are most keen to recapture in spite of competition from the Maldives and Mauritius, for example; both destinations being very aggressive and creative in their marketing for meetings and events. “It’s a stable business that can maximise revenue as congress groups often book between 100 and 200 bedrooms, pay for delegate packages incorporating audiovisual revenues, breakfasts,

JAI Hotels assistant director of sales Shane Jameson predicts local meetings will increase next year.

lunches, dinners, coffee breaks and so on; all adding to the revenue stream,” explains JW Marriott Dubai assistant director of event management Martijn Dekker. The JW Marriott Dubai is one of many hotels that is focusing on groups and events business for the New Year, starting by reassessing its market segment and looking at where business is coming from. “Corporates are looking for inclusive rates so one room in a delegate package includes things like transportation and other items. They’re looking for one package price so they can present their budget to their boss,” adds Dekker.

Similarly, Duchauffour says The Ritz-Carlton is “focusing on value, we want to make sure the customer gets the message that they get what they want”.

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Sharq Village & Spa, Doha, GM Hoss Vetry has rolled out a new meetings initiative to boost business.

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Hotelier Middle East • November 2009

INDUSTRY UPDATE

TOP POINTS Hoteliers are a lot more flexible in meeting terms due to the economic situation

Hoteliers are keen to attract more revenue-generating meetings business

Dubai as a meetings destination is traditionally perceived as too expensive

Increased competition within the UAE as a destination has resulted in lower demand

Buyers are reluctant to pay for five-star hotels, which has brought rates down

Corporates are looking for inclusive rates and are less likely to pay for extras

Value and flexibility repositions the region as a meetings destination W Doha is aiming for meetings and events to make up 25% of its busines by 2010.

Cost and quality of accommodation and facilities are buyers’ priorities

Middle East hotels are investing in meeting facilities and technology

The Middle East meetings industry grew 35% in 12 months to March 2009 and is expected to continue growing

BUYERS’ DEMANDS So that raises the question ‘what do buyers want from hotels?’ The third Middle East Meetings Industry Research Report released at GIBTM 2009 in Abu Dhabi revealed that cost is now the number one influencing factor for buyers when placing an event in the region. The research was carried out between January and February 2009 and generated feedback from 258 meeting buyers and 167 suppliers from across the

CHINA’S TRAVELLING POPULATION WILL SOON BE IN FRENZY OVER DUBAI’S GLAMOROUS ATTRIBUTES November 2009 • Hotelier Middle East

globe. The 258 buyer respondents — who were from 47 countries, with 31% from the Middle East — also reported that ‘availability of accommodation’ had dropped from third place to eighth on their list of concerns. So gradually, hoteliers are recognising that value extends beyond cheaper rates; it encompasses every aspect of the delegate package on offer, and many are investing in new facilities as a result of this.

Rashed says Doha is establishing itself as a meetings destination.

“We are predicting that local meetings will be increasing in quarter four into 2010 and we hope that this ensures room nights as well,” says Jebel Ali International (JAI) Hotels assistant director of sales Shane Jameson. The group has invested in its facilities with JAI Hotels’ Oasis Beach Tower, Dubai, developing a dedicated video-conferencing room and secretarial suite. “We cannot get by with just a room and a flip chart anymore,” asserts Jameson. Similarly, W Doha area director of sales and marketing for the Gulf and Saudi Arabia Wael Rashed says the hotel is aiming for MICE to make up 25% of business by 2010 from both the regional and international markets. The hotel, which opened in March, has developed a unique meetings offering according to Rashed, who adds that Doha is growing as a MICE destination. Furthermore, Sharq Village & Spa, Doha, general manager Hoss Vetry claims meetings business already accounts for 25% of business and said the hotel would be rolling out a new meetings programme from October 20, 2009 to March 31, 2010. Having already converted one of the Sharq Village & Spa villas to dedicated corporate accommodation, Hoss says if the idea “takes off” the hotel will look at converting a second villa.

INVESTING IN MEETINGS By investing in meetings facilities, the Middle East hotel industry also becomes more appealing to techsavvy nations that expect to see the very latest technological solutions and facilities available at their designated meetings destination. While Jameson is keen to win back international clients that have been enticed by “great offers for MICE groups” across Asia and Europe, various sales initiatives promoting the hotel’s new facilities have grabbed the interest of new markets such as Eastern Europe, East Asia, Australasia, Turkey, South America and China, which is “looming as a major player”. “The Chinese really get the most out of a destination; going on excursions and sightseeing. If handled www.hoteliermiddleeast.com

this even more of a possibility, with Middle East airlines, including Etihad Airways and Emirates Airline, flying direct to Beijing, Guangzhou and Shanghai.

GRADUAL GROWTH TO CONTINUE In summary, ticking the boxes for cost, good quality accommodation

‘GREAT’ HOTELS FOR MEETINGS

Bhojwani has seen hoteliers’ increased flexibility first hand.

Great Hotels Organisation (GHO) has launched its 2010 Meetings & Incentive Travel Collection Directory, which features more than 100 recommended meetings and incentive hotels selected from its Great Hotels of the World and Special Hotels of the World Collections. “The key factors we look for are: professional service; always providing the highest standard from receiving the enquiry until the customer departs, reactivity; quick response to leads is imperative to remain ahead of the competition; and finally, flexibility in terms of rates — a hotel needs to be

able to tailor its rates to different requests,” says Great Hotels Organisation’s MICE sales executive Armand Guillemot The following Middle East hotels are included in the directory: Al Hamra Fort Hotel & Beach Resort, Ras al Khaimah Al Murooj Rotana, Dubai Fujairah Rotana Resort & Spa Millennium Hotel Abu Dhabi Towers Rotana Dubai Hotel Al Bustan, Beirut Mövenpick Hotel & Resort Beirut

and facilities is likely to position the Middle East as a strong contender as a meetings destination for new and existing markets. Even in spite of the challenges outlined and those posed by the economic downturn, the Middle East meetings industry experienced 35% growth between March 2008 and March 2009, reported the third Middle East Meetings Industry Research Report. The report also predicted that this upward trend would continue in 2009, with 73% of buyer respondents predicting that there would either be an increase in the number of events or that the number of events would remain the same over the next 12 months. “Despite a difficult and challenging year the results, both from a buyer and supplier perspective, show that the industry is in good shape to ride out the current economic climate”, concludes Reed Travel Exhibitions Group exhibition director meetings and incentives events Paul Kennedy. HME

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Hotelier Middle East • November 2009

INDUSTRY UPDATE

correctly, they can also be incredible ambassadors for the region. With their vast population and the country’s mass media, I believe China’s travelling population will soon be in frenzy over Dubai’s glamorous attributes,” he says. Easy access between the UAE and China makes

MYSTERY SHOPPER

Hotel Spy

This month, mystery shoppers from Grass Roots headed to Muscat in Oman where they visited arguably the city’s top three luxury hotels and resorts

Shangri-La Barr Al Jissah Resort and Spa, Muscat

The Chedi Muscat

The Shangri-La Barr Al Jissah Resort and Spa scored consistently well in all categories, with a good booking service, attentive staff, free internet and an efficient and prepared concierge, making this the hotel that stood out most for the mystery shopper.

The Chedi Muscat also scored highly in terms of its concierge service, but the hotel lost significant points in terms of difficulty obtaining a refreshment. However, the mystery shopper said they would still recommend the hotel based on their experience.

Date of assignment

Time of assignment

MAKING A RESERVATION BY PHONE OVERALL SCORE

Reservation by phone comments

Rating out of 5

HOTEL ARRIVAL OVERALL SCORE

Hotel arrival comments

Rating out of 5 for the lobby’s appearance

Rating out of 5 for the lobby’s seating area

OBTAINING REFRESHMENTS OVERALL SCORE

Obtaining refreshments comments

Rating out of 5 for the quality and variety of refreshments available

76%

9/10 2009

15:30

100%

When transferred to the reservations department, the person who answered the phone introduced themselves and their department, used my name during our interaction and repeated back the details of the reservation, such as the date, type of room and room rate that included breakfast. I received a copy of my reservation within five minutes of making the reservation; the details of the reservation were accurate.

71%

I drove to the hotel and when I arrived the car door was opened for me and a valet parking attendant greeted me. The main door to the hotel was already open and I was greeted within one minute of entering the hotel. The staff, on arrival, greeted me in a warm and friendly manner.

36%

I located the area where I could have a drink / refreshments. It took around two minutes before the staff served me. The staff were very attentive.

Al Bustan Palace InterContinental Muscat, Oman

67% Overall

11/10 2009

10:50

44%

When transferred to the reservations department the person who answered the phone introduced themselves and their department, but they did not use my name during our interaction, nor did they repeat back the details of the reservation or send me a confirmation email.

64%

I drove to the hotel and when I arrived the car door was opened for me; I was greeted by a valet parking attendant. The main door was automatic and when I entered the hotel I was greeted after two minutes, but the staff welcomed me politely.

55%

I located the area where I could have a drink / refreshments. I was served within one minute of being seated and the staff were efficient and friendly.

The Chedi Muscat, Oman

56% Overall

9/10 2009

11:10

56%

When transferred to the reservations department the person who answered the phone introduced themselves and their department, but they did not use my name during our interaction, although they repeated back the details of the reservation. I did not receive a confirmation email.

57%

I drove to the hotel and when I arrived the car door was opened for me. I was greeted by a valet parking attendant, the main door was not opened for me. Upon entering the hotel I was greeted within a minute. The staff, on arrival, greeted me in a warm and friendly manner.

I located the area where I could have a drink / refreshments. I wasn’t served or offered a menu and I had to ask a staff member for refreshments.

Hotel

Overall survey score

Shangri-La Barr Al Jissah Overall Score Resort and (41/54) Spa, Muscat, Oman

Score (36/54)

Score (30/54)

November 2009 • Hotelier Middle East

www.hoteliermiddleeast.com

ABOUT GRASS ROOTS Grass Roots is a business performance improvement consultancy with 20 years’ experience worldwide in helping companies get the most out of their staff. It assists organisations to evaluate customer service through tailored mystery shopping programmes using genuine consumers. These mystery shoppers collect information anonymously, making undetectable visits to a precise, but realistic brief. They report back on their entire experience, from entry to exit. This method — using real people, in real situations, having real reactions — provides an accurate picture of the consumer experience. Grass Roots has experience and an understanding of GCC consumers and the hospitality sector, and follows the premise that “what is really happening on the ground is essential for companies to address their shortcomings and change their processes in order to set and meet the highest customer service standards possible”. Visit: www.grassroots.ae

100%

67%

33%

Shangri-La Muscat

Al Bustan Palace Muscat

The Chedi Muscat

*Percentage scores resulted from question answers; not all questions are shown in these results

Rating out of 5 for quality of this service

CONCIERGE ENQUIRY OVERALL SCORE

Concierge enquiry comments

Rating out of 5 for the quality of the service received from Concierge

INTERNET AVAILABILITY OVERALL SCORE

Internet availability comments

RESTROOM OVERALL SCORE

Restroom comments

CLOSING OVERALL SCORE

On leaving the hotel comments

83%

Concierge was able to assist with providing activity details; I received detailed printed copies of the day’s activities and was given a list of the tours available.

100%

An internet service is available in the lobby. I was informed that the internet connection is free and I didn’t have any connection issues when I connected to the internet.

75%

I had to ask someone where the restrooms were located; the restrooms looked clean, the items I used were in good working order and quality amenities were available.

100%

Somebody said ‘goodbye’ as I left the hotel. I didn’t have to wait long for valet assistance and my car arrived within two minutes. I have previously visited this hotel (for dinner); I would visit this hotel again based on my experience today as I felt welcomed and a valued customer and I would recommend this hotel to friends and family.

83%

Concierge was able to assist with providing activity details; I received detailed printed copies of the day’s activities and was given a list of the tours available.

33%

An internet service is available in the lobby; I asked a member of staff and was informed the internet service is to be paid for by guests and non-guests at OMR 5 (US $13) an hour. I did have connection issues when I connected to the internet.

100%

There was a sign pointing to where the restrooms were located; the restrooms looked clean, the items I used were in good working order and quality amenities were available.

100%

Somebody said ‘goodbye’ as I left the hotel. I didn’t have to wait long for valet assistance and my car arrived within two minutes. I have previously visited this hotel; I would visit this hotel again based on my experience today as I felt welcomed and a valued customer and I would recommend this hotel to friends and family.

67%

Concierge was able to assist with providing activity details; I received detailed printed copies of the day’s activities and was given a book with tours available.

67%

An internet service is available in the lobby; I asked a member of staff (who was very informative) and was told that the internet service is free for guests and OMR 20 (US $52) unlimited for 24 hours for non-guests. I didn’t have connection issues when I connected to the internet.

75%

I had to ask someone where the restrooms were located; the restrooms looked clean, the items I used were in good working order and quality amenities were available. The restrooms are not clearly sign posted.

100%

www.hoteliermiddleeast.com

Hotelier Middle East • November 2009

MYSTERY SHOPPER

INTERNET AVAILABILITY

100

WOULD LIKE TO CONGRATULATE Joy John The Ritz-Carlton, Bahrain Hotel & Spa WINNER of the ACCOUNTS PERSON OF THE YEAR

www.hoteliermiddleeast.com/awards

51 HOTELIER AWARDS

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Hotelier Middle East â&#x20AC;˘ November 2009

HOTELIER AWARDS

HOSPITALITY

HEROES

More than 600 p rofe the Hotelier Mid ssionals attended dle Madinat Jumeir East Awards 2009 at ah to celebrate th e of the region’s h otel industry. H best ote reports from th e event and prese lier nts exclusive interv iews with the w inners The spectacular Al Johara ballroom at Madinat Jumeirah.

he prestigious and hotlydebated Hotelier Middle East Awards 2009 took place in Dubai last month, celebrating the best of Middle East hospitality. Held at Madinat Jumeirah in Dubai on October 14, the event attracted 600 industry professionals who turned out in force to support their colleagues’ achievements, making it the biggest event in the Awards’ six-year history. This year also recorded the largest number of nominations for the Hotelier Middle East Awards, which was, for the second year running, held in association with interior fit-out expert fino International. The number of nominations received almost quadrupled the amount received in 2008, with more than 1500 entries submitted during the summer of 2009. Due to the quality and quantity of talent in the running, this year’s event was the first time two Highly Commended prizes were handed out in each category. The level of industry support resulted in a good geographical mix of winners this year, with hotels from Dubai, Abu Dhabi, Bahrain, Fujairah and Muscat successful and Highly Commended titles in Saudi Arabia and Qatar too. Beach Rotana Abu Dhabi and Radisson Blu Hotel, Dubai Deira November 2009 • Hotelier Middle East

The 2009 Hotelier Middle East Awards winners proudly hold up their trophies for the watching crowd.

www.hoteliermiddleeast.com

Creek were the only hotels to scoop two awards, a while InterContinental Hotels Ho Group (IHG) scored two winne winners at its Dubai Festival City comp complex, not to mention several Highl Highly Commended prizes. The hotly-anticipated General Mana Manager of the Year Award, supported by Al Aqili Furnishings, was conte contested by some very impressive candi candidates and Tom Meyer from IHG p properties Dubai Festival City

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Hotelier Middle East • November 2009

HOTELIER AWARDS

and Andreas Flückiger from Radisson Blu Hotel, Dubai Deira Creek won Highly Commended titles. However, it was Abdin Nasralla from Jumeirah Bab Al Shams Desert Resort & Spa, Dubai, who claimed the coveted title. Upon winning, Nasralla said: “I feel great. Winning the award is a birthday gift for me as I turn 60 this week. I’m very proud and will be continuing despite my age. “People do their job well if they have passion. Teamwork is key and I have a lot of respect for competition. You can never give up, which is why I’m here a year later having been shortlisted for the same award last year”. Following the Awards ceremony, Hotelier Middle East caught up with the winners — most of whom were still celebrating their titles a week later — to find out their secrets for success and reactions to their win. Highlights of the interviews along with exciting photos from the evening itself are revealed throughout the next few pages. HME

HOTELIER AWARDS

SPONSORS AND SPEECHES

ITP Business deputy managing director Matthew Southwell.

Fino International managing director Talal Saeed, the principal sponsor of the Hotelier Middle East Awards, welcomed guests to the event with the opening speech. Supported by close to 50 team members and industry partners, Saeed outlined fino International’s recent projects, which include the interior fit out of the Dubai Metro, delivered successfully ahead of the Metro launch on 09/09/09, and the fit out of the iconic Burj Dubai, which is due to open on December 2, among other highprofile accomplishments.

L-R: fino MD Talal Saeed, fino operations manager Hana Tirawi and JT Metro JV construction manager Nasri Ejbara.

Prior to the announcement of the winners, ITP Business deputy managing director Matthew Southwell thanked fino International and the other sponsors for their support of the Awards. He said that 2009 had been somewhat a wake-up call for the industry, explaining that in previous years it had been less challenging for everyone to succeed but that now, only those that proved themselves to be the best would survive.

Hotelier Middle East editor Louise Oakley also addressed the guests, thanking the nominators and nominees alike for attending the awards. She urged the industry to recognise that, no matter how tough a year 2009 has been for business, people working in the region’s hotels have been at the core of driving its success and that they would be vital to its recovery. In addition to fino International, the Hotelier Middle East Awards 2009 was

Hotelier Middle East editor Louise Oakley.

supported by many other sponsors detailed over the next few pages. As well as those companies that supported particular awards categories, Hotelier Middle East would like to thank silver sponsor The Hotel Show, Glamour Studio sponsor The Hospitality Company, menu and coffee sponsor Boncafe, Voss Water and Patchi.

THE JUDGING PANEL The Emirates Academy of Hospitality Management managing director Ron Hilvert.

MMI brand manager — Moet Hennessey Fabrice Papin.

November 2009 • Hotelier Middle East

Abu DhabiTourismAuthority head of tourism training Michelle Sabti.

Charterhouse Partnership director Travis Cowgill.

Viability director GuyWilkinson.

Caterer Middle East editor LucyTaylor.

Hotelier Middle East editor Louise Oakley.

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Supported by Esadore International

HOTELIER AWARDS

Spa Person of The Year

Chantelle Mason, Beach Rotana Abu Dhabi ecognised for a series of achievements over the past year, which resulted in two promotions in 12 months, Beach Rotana Abu Dhabi director of spa Chantelle Mason was praised by her nominators and the judges alike for her spa management skills, enthusiastic attitude and all-round talent. Here, she reveals why a spa manager should be both hands-on and business-minded.

HME What skills did you pick up to be promoted twice within one year? Being part of the pre-opening team was instrumental in my development

SHORTLIST FOR SPA PERSON OF THE YEAR CHANTELLE MASON from Beach Rotana Abu Dhabi

MICHAEL MONSOD from The Palace — The Old Town

JAMES RODRIGUEZ from Madinat Jumeirah

SUNANDA MARASINGHE from the Radisson Blu Hotel Dubai Media City

ANCHEN ELS from InterContinental Dubai Festival City

November 2009 • Hotelier Middle East

as I have not done an opening before. I was exposed to every aspect of the business and therefore developed many new skills, as well as improved on existing skills. I am a very handson person and make sure I am able to fill in as a receptionist, attendant or therapist whenever needed. HME What areas of spa management have been priorities over the past 12 months? It is important for spa managers to be business-minded in order to view the spa in terms of: strengths versus weaknesses; profit versus loss; down time versus peak time; and to view the spa as a revenue generating department not just a relaxation zone. I have focused on: • Repeat guests and re-bookings • Supply and demand by monitor ing guests’ feedback in terms of the treatments they would like to experience at Zen Spa • Staff satisfaction — happy staff equals happy guests • Awareness of Zen Spa — e-newsletter , press releases, networking events and sales calls.

HME

Why is it important for spa managers to focus on training and development? The spa industry is growing rapidly with many new products, treatments

and techniques being launched every year — failure to train and further develop will result in you being left behind and stagnating. Training is important in order to keep staff motivated and challenged. If we do not offer these opportunities to our employees, then we run the risk of losing staff — and more often than not the staff wanting to progress and develop are the employees that hotels need to keep. HME Is the spa a key revenue generator for Beach Rotana Abu Dhabi? What initiatives have you implemented to boost revenue in the spa? No, I would not say that the spa is a key revenue generator for the hotel. However, I think that the spa adds prestige to the property’s portfolio. Regardless of whether it is a businessman looking for a massage after a stressful day of meetings or a leisure guest who wants to be pampered — having a spa in the hotel is definitely a key selling point. I try to launch at least four new treatments per year, thus ensuring our regular guests don’t get bored. As of October 1, we introduced a Teen Menu. I also developed a system to reward our loyal and regular guests — the Zen Spa Temptation card.

HME You revised the retail sales commission work structure; what has been the impact of doing so? The retail commission structure rewards those employees who make an extra effort with regards to retail sales. Revising this has definitely boosted retail sales — money is always a great motivator. Not only has it boosted the retail sales, but it has also created a competitive spirit among the team in the spa — in term of sales figures and number of products sold.

HME How did you feel about winning Spa Person of the Year? I felt both proud and honoured to firstly be nominated and secondly, to win the award. It is great to be recognised and rewarded for hard work and achievement. The award is not only a personal achievement, it is a joint achievement for Beach Rotana and Zen Spa and all those who have contributed to the success of Zen Spa.

THE HIGHLY COMMENDED NOMINEES MICHAEL MONSOD from The Palace — The Old Town and JAMES RODRIGUEZ from Madinat Jumeirah were the Highly Commended nominees. www.hoteliermiddleeast.com

Supported by Technogym

57 HOTELIER AWARDS

Fitnesss And Recreeation Person of The Year

umeirah Beach Hotel fitness instructor Luminita Stoican impressed the judges with her vast list of fitness qualifications, which she acquired in the Middle East following a previous career as a nurse in Romania, and her ability to tailor unique programmes to clients. Snatching some spare minutes around her packed personal training schedule, Stoican offers tips for client motivation and explains why the fitness industry is still booming.

SHORTLIST FOR FITNESS AND RECREATION PERSON ILIE POPA from The Address Downtown Burj Dubai

BABU MOHAN DAS from InterContinental Muscat

LUMINITA STOICAN HME

How has the financial downturn affected your role at the hotel and how have you responded to new challenges? Surprisingly, we haven’t felt a drop in attendance numbers. The current situation places a great deal of pressure on the general population and it is understood that a good workout is a great way to relieve stress and to clear your mind. People value that. HME How do you ensure you are delivering a consistently high level of guest service? I always try to apply a very person-

www.hoteliermiddleeast.com

Luminita Stoican, Jumeirah Beach Hotel alised service. Before my first session with a person I will arrange to meet with them for one hour, in which time we will map their health, fitness and medical history. I listen to them and assess their personality, as each person has their own motivating factors. It is very important for me to know what motivates them, what their goals are and the amount of time they have available to train.

HME Why do you think the award went to a fitness rather than recreation person? The focus is now on looking after your health and getting your energy back. While recreation is about having fun, fitness is a more personal pursuit, and the person who guides you through your fitness routine is integral to the progress you make. I believe that making your workout a habit is more important to everyone at this time.

from Jumeirah Beach Hotel

CHRIS DENIL from The Westin and Le Méridien Mina Seyahi complex

ASELA JAYAWEERA from InterContinental Doha

THE HIGHLY COMMENDED NOMINEES BABU MOHAN DAS from InterContinental Muscat and ASELA JAYAWEERA from InterContinental Doha picked up the Highly Commended awards.

Hotelier Middle East • November 2009

Supported by Restonic

HOTELIER AWARDS

nterContinental Hotels Group’s Katerina Dixon, director of marketing communications at the company’s Dubai Festival City complex, has turned her department into a revenue producing centre by securing major sponsorship, celebrity marketing and co-branding deals among other achievements. Following the success of her win over some tough competition, Dixon tells Hotelier Middle East how to be a star in PR.

HME Have you worked in communications in other countries? If so, how does dealing with the local media in the Middle East market compare? In my previous role, I worked with a marketing agency back in Prague, Czech Republic. So, working with media in the UAE for the past 10 years is the only experience I have had with the press. During this time, there has been a noticible change — journalists became much more savvy. The story angles that PR managers pitch to the media need to be more creative and much more newsworthy. The publications are of a better quality and make for a much better read.

HME What were the implications of the global economic downturn on your job role and how did your respond to new challenges posed? We didn’t make any structural changes within our department, on the contrary we are looking to expand as we recently took over the management of Al Badia Golf Club and opened another hotel within Dubai Festival City. Also, we became much smarter with allocation of marketing

SHORTLIST FOR MARKETING AND PR PERSON OF THE YEAR

Marketing And PR Person of The Yeear

ing: Celine Dion, Paris Hilton, Jimmy Barns, Santana, Abhishek Bachchan, Kool & The Gang, Sonam Kapoor, Tony & Cherrie Blair, Stephen Schwarzman, Karina Kapour, Queen band, Rudolph Guilliani, Sharukh Khan, Amrita Rao, John Abraham, Thomas Muster, international Rubgy Sevens teams and many others

Katerina Dixon, InterContinental Hotels Group properties Dubai Festival City funds and much more focused on partnership marketing. HME

Your award nominator said you had been recognised for managing the ‘most successful opening party in Dubai’. Why was the party such a success and what ingredients were needed to make it one? We are always looking at being different, our marketing approach is clever and fun. With the grand opening party — it all starts with an invitation. If the first point of communication and interaction with guests is different, groundbreaking, appealing, stimulating and funny — this is a sure fire way to get them engaged. We started communication with our top 1200 VIPs with a teaser invite, a musical card with Kool & The Gang song, followed by a beautifully designed box including a bow-tie or shawl for all invited guests. The entire concept of the party started at the driveway of the hotel, with red carpet

leading throughout the Desert Garden arrival area into the lobby, from the lobby into our ballroom, where official speeches and a surprise Kool & The Gang concert took place, to the waterfront promenade with fireworks, and finally to the waterfront level ballroom decorated as ‘The Bed’ complete with a DJ and dance floor. Each venue had a different theme, a different message to convey and yet showcased the best the InterContinental and Crowne Plaza hotels had to offer. The party flow was a smooth journey throughout the properties, with all types of entertainment on offer catering to all types of people. HME A lot of your marketing campaigns have involved celebrities. How successful was this approach and is it beneficial for hotels to have the celebrity link? Absolutely. Celebrity figures always attract media attention, and we have had the pleasure of hosting the follow-

HME We heard that last year you worked right up until the day before giving birth! How do you find juggling a successful career with family life in the Middle East? Hmm, that’s a tough one to answer — I love my job, it gives me 100% fulfilment but at the same time I’m trying to be the best mum to my 18-month old daughter. It’s a constant rollercoaster of emotions and feeling guilty about not being at home when I’m at work or being at the office when I’m at home — finding the right balance is hard but manageable.

HME How did it feel to be recognised at the Hotelier Middle East Awards? It was a breathtaking experience standing in front of the entire hotel industry and being officially recognised as the Marketing & PR Person of the Year. However, I do not take this award as an individual recognition; the celebration of achievements for the past year is a team effort. I’m just terribly lucky to have the best marketing and PR team I have ever worked with. It’s a bunch of wonderful and highly motivated people who truly love what they do.

THE HIGHLY COMMENDED NOMINEES YASMINE HIDALGO from Renaissance Dubai Hotel and LAURA PEREZ DIAZ from The Address Hotels + Resorts picked up the Highly Commended prizes.

YASMINE HIDALGO from Renaissance Dubai Hotel

KATERINA DIXON from InterContinental Hotels Group properties Dubai Festival City

LAURA PEREZ DIAZ from The Address Hotels + Resorts

DERRYN FRENCH from The Westin and Le Méridien Mina Seyahi complex

NATALIE GLORNEY from Shangri-La Hotel Qaryat Al Beri Abu Dhabi

November 2009 • Hotelier Middle East

I have had the pleasure of working with Katerina for the past six years. Through this time, Katerina has not only developed the marketing plans from ground up, but she has also built the foundations for an excellent communications platform and created an environment at work which brings creativity to its highest point. Katerina’s constant and unbridled enthusiasm is contagious, always bringing 100% into every aspect of her work. Nominated by her team and peers, this award is definitely a testament to all she has achieved and to a continued bright future. Tom Meyer General manager, IHG properties Dubai Festival City

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Supported by Bakemart

The ideal radio, as you like it: Ashok Kuckian, Beach Rotana Abu Dhabi

real front of house champion, Beach Rotana Abu Dhabi chief concierge Ashok Kuckian brought home the second award of the evening for Beach Rotana Abu Dhabi. He tells Hotelier Middle East that nothing is ever too much in order to meet the needs of a guest and explains his secrets for keeping VIPs happy.

HME How does the standard of Middle East concierges compare globally? I strongly believe that we run extremely high standards here in the Middle East and we have testimonials from our European and American guests who mention that our standards in five-star hotels are considered seven stars in other areas.

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HME

What makes a successful concierge? You need honesty, strong public relations and a lot of team work. HME What’s the strangest request you have ever had from a guest and how did you respond to it? One of the queens requested a very exotic fruit found only in South Africa and I could not say ‘no’. So I had it sent by FedEx to the UAE. I delivered it to the queen and she was extremely satisfied.

HME Have you ever had to say ‘no’ to a guest’s request? We only decline unethical requests, other than that we have had it all, from requests for helicopters to guests asking for the most rare medicines, fruits and dishes.

CONCIERGE OF THE YEAR SHORTLIST DENVER CRAMER from Qamardeen Hotel, Dubai

With Dubai now confirmed as the headquarters for Clefs d’Or Middle East, how will this impact the hotel industry? It is not strange for a city that hosted all sorts of international events and made a big mark in the economical and political fields to be the headquarters for Clefs d’Or Middle East. Having it in Dubai, which is the centre of the Middle East and a door between the east and the west, will definitely enhance the excellence of the quality of services of the concierge in the UAE and Middle East. HME The Hotelier Middle East Concierge Person of the Year Award is the latest in a long list of titles which have recognised your success as a concierge. What makes you stand out? A great service and a smile does it all. I believe nothing is impossible and all difficult requests can be met with determination and a willingness to make all guests happy. I am extremely proud to have been recognised by this award and I’ll do my best to live up to the title.

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ASHOK KUCKIAN from Beach Rotana Abu Dhabi

DICKSON D’SOUZA from Jumeirah Emirates Towers

GERARDO GABAT from Kempinski Hotel Mall of the Emirates AHMED ALLAZIM from Hilton Kuwait Resort

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THE HIGHLY COMMENDED NOMINEES The Highly Commended awards went to DENVER CRAMER from Qamardeen Hotel, Dubai and GERARDO GABAT from Kempinski Hotel Mall of the Emirates.

Shk. Zayed Rd. P.O. Box 32836, Dubai UAE Tel: +971 4 3431441 I Fax: +971 4 3437748 dubaiaudio.com I tivoli@dubaiaudio.com

Hotelier Middle East • November 2009

HOTELIER AWARDS

Concierge of The Yeear

Accounnts Person of The Year

HOTELIER AWARDS

Supported by Parasol Garden Furniture

SHORTLIST FOR ACCOUNTS PERSON OF THE YEAR

ack of house hero Joy John, credit manager at The Ritz-Carlton, Bahrain ahrain Hotel & Spa, was recognised by the judges for his impressive career development and the cutting of hotel expenses through an innovative reduction in credit card commission. He explains why maintaining cash flow during times of crisis is vital.

ROLA QIBLAWI from Fairmont Dubai ASEP PERMANA from Layia Oak Hotel & Suites

NOOR HAMITH MOHAMMED REEZA from Crowne Plaza Muscat JOY JOHN from The Ritz-Carlton Bahrain, Hotel & Spa DEEPA AIDASANA from Jumeirah Beach Hotel

HME How has your role been impacted by the economic crisis? We all know the restrictions imposed by various corporate houses regarding spending in general. Even though we haven’t lost sight of what we have to achieve, as a team we have adapted to the changing demands in the prevailing market conditions.

at all times. Furthermore, we have continued strengthening our relationships with our clients which have been established for years.

ure with The Ritz-Carlton I have developed and groomed some fantastic individuals who are now very successful hospitality professionals.

HME

Have you had to become more flexible in your cash-recovery procedures to maintain good relationships with clients impacted by the financial downturn? I do not have the luxury to be flexible in my current position. We need to ensure that the cash flow is maintained

Joy John, The Ritz-Carlton Bahrain, Hotel & Spa

Having already climbed the career ladder with The Ritz-Carlton, what is your ambition for the future and how will you achieve that ambition? It is important to nurture talent and develop it further and that is what I constantly strive for. During my ten-

You have worked across Ritz-Carlton hotels in Doha, Bahrain and Dubai. Which have you enjoyed most and why? I really enjoy working in Bahrain. In all honesty, The Ritz-Carlton, Bahrain Hotel & Spa is like my ‘baby’ as I have seen it growing over many years.

THE HIGHLY COMMENDED NOMINEES The Highly Commended nominees were ASEP PERMANA from Layia Oak Hotel & Suites and DEEPA AIDASANA from Jumeirah Beach Hotel. Each day I come to work with the feeling that it is my own company, I do not feel like an employee. HME What are three qualities needed to be recognised as a good hotel accountant? Impeccable acumen, dogged perseverance and honesty.

Supported by Temptrak (MGK) HACCP Monitoring Solutions

It Persoon of The Yeear

adisson Blu Hotel, Dubai Deira Creek IT manager Asiff Minhas was praised for ovative consistently delivering innovative solutions quietly and unpretentiously, acting as a strong backbone for the department and the entire hotel. In addition to focusing his department on cost saving and customer service, he recently achieved new qualifications and regularly contributes to the hotel’s social responsibility and environmental programmes. Hotelier Middle East uncovered some of his top tips.

How have you developed your management style and built on skills since your promotion? I was handling user support, trouble shooting and day-to-day operations. Since the conversion, I am more involved in the business planning, decision making, IT strategic planning, budgeting, improved customer services, optimised usage of available resources and cost reduction. November 2009 • Hotelier Middle East

ASIF MINHAS from the Radisson Blu Hotel, Dubai Deira Creek

FAYAZ CAJEE from Jumeirah Beach Hotel

MOHAD NASEEM from Vision Hotel Apartments

KEITH L’ESTEVE from Fairmont Dubai

HAKAM SOURANI from Emirates Palace Abu Dhabi

THE HIGHLY COMMENDED NOMINEES

Asif Minhas, Radisson Blu Hotel, Dubai Deira Creek HME

HME

SHORTLIST FOR IT PERSON OF THE YEAR

What are your views on the availability of IT training and development? I am sure there are enough training opportunities in the hotel industry, but being a technical department we have to take the initiative ourselves because HR managers cannot define our training needs unless we tell them or guide them. Every day there is a new development in IT so it is crucial that we keep updated with the technology, subscribe to IT mag-

azines, attend seminars etc. I believe it’s an ongoing journey. HME

What are your top tips for someone aspiring to develop their career in a hotel IT department? Being a service industry, hotel IT is very difficult and demanding. It is a 24/7 job. Sometimes we get a call at 3am asking to reset a password because one of our colleagues has forgotten their password or tried a

FAYAZ CAJEE from Jumeirah Beach Hotel and HAKAM SOURANI from Emirates Palace Abu Dhabi were declared the Highly Commended nominees. wrong password and is locked out of the system. So, we have no other option but to solve their problem at that time because he / she cannot wait until morning to finish the job. If someone wants to develop their hospitality career in the IT department, they should be passionate, dedicated, committed, patient and ready to go the extra mile. www.hoteliermiddleeast.com

Hotell Engineering Person of The Year

HOTELIER AWARDS

rea director off yd engineering Lloyd Fernandez was selected elected by the judges for successfully managing a regional role while also ensuring Al Bustan Palace InterContinental Muscat was recognised by IHG as the best renovated hotel across Europe, Middle East and Africa in 2008. This engineering expert acts as a role model for neighbouring hotels, setting up schemes that benefit them all, and strives to develop technical skills in local employees.

Supported by Aquaclear, a division of the Wafi Group

SHORTLIST FOR HOTEL ENGINEERING PERSON OF THE YEAR

HME During your 30 years’ experience, how has the nature of the hotel business changed in terms of work ethics, technology and procedures? In today’s fast moving business environment there is a lot of mobility of staff within hotels which was uncommon earlier. There has been an advancement of technology in operating systems procedures across departments. This has led to outsourcing of specialist services.

PIJUSH CHOWDHURY from The Address Downtown Burj Dubai

KARUNA KRISHNAN from Fairmont Dubai

LLOYD FERNANDEZ fromAlBustanPalaceInterContinentalMuscat

TITO D’COSTA from Al Diar Siji Hotel, Fujairah

ANAS MAKBA from Madinat Jumeirah

Lloyd Fernandez, Al Bustan Palace InterContinental Muscat HME What has been your approach towards recruiting Omani nationals? To keep in line with the objectives of the company and the government of Oman through its public service initiatives of promoting Omanisation in the country, I took up this initiative and developed a few Omani staff. Through guidance, I succeeded in improved performance and a motivated and effective workforce of Omani employees.

HME What have been your hospitality career highlights so far? The biggest asset in our industry is our people and when you reach a stage in your career where you have successfully trained your employees and achieved the level of skills among staff you were aiming for, this can provide the best satisfaction. Other particular highlights include the completion of 10 hotel openings and one take over.

THE HIGHLY COMMENDED NOMINEES The Highly Commended winners were KARUNA KRISHNAN from Fairmont Dubai and ANAS MAKBA from Madinat Jumeirah. The judges wanted to especially recognise Anas Makba for his great commitment, delivering solutions in areas outside of his core responsibilities, and achieving remarkable savings for Madinat Jumeirah. He was deemed to be a real inspiration to others in junior roles across the industry.

Supported by JohnsonDiversey

SHORTLIST FOR LAUNDRY MANAGER OF THE YEAR

Laundrry Managerr of The Year

JAY CHHETRI

n a tightly contested category, judges selecty ed Park Hyatt laundry ews manager Teddy Matthews as the winner based upon his lead leadership and 100% service satisfaction score. Judges described the winner as both a businessman and HR expert, successful in developing a team as well as a department. Matthews details how his role has developed since he joined as a member of the hotel’s pre-opening team in May 2005.

HME How have you developed financial strategies to initiate departmental yearto-date profits of 63.7% at the hotel as was highlighted in your nomination? First of all, I make it a point to go through the daily sales summary to get the correct picture of my occupancy/ revenue. I plan expenses on a weekly basis and follow the actual result against my estimate. Involvement of my line staff and team leaders in costcontrol exercises (without compromising on the quality) is another strategy that has helped me a great deal.

November 2009 • Hotelier Middle East

from Al Manzil and Qamardeen Hotels

MANOJ RAI from Shangri-La Hotel Dubai

BALAIAH THIYAGARAJAH from InterContinental Al Khobar

TEDDY MATTHEWS from Park Hyatt Dubai

NITTYANAND NADAR from Emirates Palace Abu Dhabi

THE HIGHLY COMMENDED NOMINEES

Teddy Matthews, Park Hyatt Dubai HME How important is good time management in the laundry department? Time management is crucial to the laundry department, as in any other area. Quality service is of no use if prompt delivery schedules are not met. Exceeding the timely delivery schedules is always at the forefront of my mind. Also, the productivity of staff is monitored through time and motion study.

HME What were the implications of the global economic downturn on your job role and how did you respond to new challenges posed? The hard times have brought the best out of my staff and with their co-operation, we have been able to cope with the situation well. The bonding with employees through constant communication has made the team more productive than ever.

The Highly Commended titles go to MANOJ RAI from Shangri-La Hotel Dubai and BALAIAH THIYAGARAJAH from InterContinental Al Khobar. HME You have had great feedback on your role as a departmental trainer; what makes a successful training manager and how do you motivate your team? Practice makes a man perfect. First do it for yourself until you master the task and then pass on your skills by training your staff. Also, the ability to express yourself in simple words makes a lot of difference to the team.

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Supported by SICO

HOTELIER AWARDS

Procuremment Person off The Year

Ajay Kumar Ramachandran, Le Méridien Al Aqah Beach Resort e Méridien Al Aqah Beach Resort purchasing officer Ajay Kumar Ramachandran shone through because of a rapport with suppliers that enables products to be obtained with the shortest notice, from an entire freezer truck to a special carpet tape. In addition to schmoozing suppliers, he secured major sponsorship for his hotel’s fun day resulting in a significant charity donation.

L HME

What were the implications of the global economic downturn on your job role and how did you respond to any new challenges posed? The global economic downturn

SHORTLIST FOR PROCUREMENT PERSON OF THE YEAR AJAY KUMAR RAMACHANDRAN from Le Méridien Al Aqah Beach Resort DARVI VARGHESE from Holiday Inn Express Hotels Dubai JOSEPH LAURENCE FERNANDES from Crowne Plaza Kuwait RAJAN VATTAKANDY from Al Bustan Palace InterContinental Muscat

November 2009 • Hotelier Middle East

began affecting our resort by January 2009. As occupancy level was affected, all departments reduced the procurement of goods and services — so it was my responsibility to plan the strategy for this difficult situation, without impacting the quality of our service. We asked all our regular suppliers to reduce the cost of all goods supplied to us by 25%. The response from suppliers was good and we managed to reduce prices in all categories, from dry food products to candles. HME Do you find you have more negotiating power with suppliers? As my main motto is to ‘procure quality products at the best possible price’, negotiating with suppliers is critical in my job. I identify all avenues of negotiation, particularly because there is a tendency with suppliers to charge hundreds more for the delivery to Fujairah. I always make sure these extra costs are avoided.

HME How do you maintain a good relationship with suppliers and ensure you are buying the best products available? Having a good supplier database

has always been an advantage in my career. I have resolved several difficult situations mainly due to good supplier relationships. Our practice is to meet all our suppliers and audit them twice a year at their premises. This audit enables us to know more about their backgrounds, to meet the management teams and to learn more about their product range. HME A large part of your job is sourcing F&B products, what are the main challenges involved in this? In my procurement role, I have found it easier to procure food and beverage products than other more general products and this relates to my product knowledge in this area. Still there were many challenges involved in the procurement of F&B items, such as the distance to the resort from Dubai and Sharjah and the fact that suppliers are only willing to come to Fujairah on their scheduled dates (whereas in Dubai or Sharjah, suppliers are willing to deliver twice a day). However, in all situations and circumstances, I have managed to ensure that all the required products are available.

HME Does being fluent in English, Hindi, and Malayalam have its advantages? Yes, all three languages have been very helpful in my procurement role. Hindi and Malayalam are widely spoken among the supplier executives and in the logistics sector, which enables better communication. English is the official language.

HME Do you think being named Procurement Person of the Year in the Hotelier Awards will bring you closer to your ambition of becoming procurement director within the next five years? The Hotelier Award for Procurement Person of the Year is a great achievement in my career and an honour. Yes, I truly believe this will bring me closer to my ambition to become procurement director within the next five years.

THE HIGHLY COMMENDED NOMINEES The Highly Commended nominees were JOSEPH LAURENCE FERNANDES from Crowne Plaza Kuwait and RAJAN VATTAKANDY from Al Bustan Palace InterContinental Muscat. www.hoteliermiddleeast.com

Supported by Johnson Diversey

cting as a role model for all colleagues as well as being dedicated to educating the local community about environmental issues, Wael Farouk from Courtyard by Marriott and Marriott Executive Apartments Dubai Green Community was voted Green Hotelier of the Year. The director of engineering shares his green views here.

HME In spite of hotels’ green efforts, the Middle East is still one of the least environmentally friendly destinations in the world. What actions do you think are needed to change this? First, we have to agree that we can notice that there is some progress in the Middle East. Compared to other areas in the world, this topic is quite new; a few years ago we did not hear a lot about green and environmental issues. This will take time, but for sure, with continuous efforts from all parties, we should see great progress on this soon.

HME A lot of your environmental campaigns have had quite a fun edge to them; do you think it is important to make green initiatives enjoyable? This is absolutely correct. We have had great fun on our campaigns. Putting on a T-shirt and cap with some cleaning tools in hand and going as a group to an area to clean or to plant makes it a different day for all. We take photos of the area before and after, then every one feels proud with the change they have made to a part of the earth and sharing stories later is a great tool for reminding people how much fun the task was.

HME

What triggered your interest in boosting environmental awareness in the hospitality industry? In the hotel industry, like any other industry nowadays, there is a great chance for improvement in energy consumption, recycling and the need to be more environmentally friendly. In hotels we deal with guests who show great interest in the environment everyday and they are willing to participate in our campaigns and our efforts to save energy. Associates have a great role to play to implement the ‘switch it off when not in use’ programme to save energy. They have a duty to reduce waste and encourage recycling.

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HOTELIER AWARDS

Green Hotelier of The Year

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Wael Farouk, Courtyard By Marriott And Marriott Executive Apartments Dubai Green Community HME

Do you think it is the hotel engineering department’s responsibility to drive the property’s environmental campaigns and strategy? I really do not think it is their responsibility, nevertheless they should be leading by example. Engineers are responsible for energy and water consumption and they can do more for controlling that. The best way is to form a committee represented by all departments and have what our hotel calls a Marriott Department Champion as the point of contact for each department on all green aspects. HME

Do you think the Green Hotelier of the Year award helps encourage the right attitude and how do you feel to have received it? It is really a great award, I am very thankful for those who nominated and selected me. And I feel that whatever I have put in during the last few years has come out with great success. Last year I was shortlisted for the award as well. I also feel that the organisation, Marriott International, has a great vision towards the environment, which

helped me to implement green strategies. This award is a great recognition as it will serve as an inspiration for all our Marriott associates to continue their commitment to have a better world to live in.

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THE TOP FIVE NOMINEES SHORTLISTED FOR THIS AWARD WERE SAMEH ZAKI from Hilton Dubai Jumeirah

SASIDHARAN GOPALAN from Doha Marriott Hotel

ABDUL QUDDUS SHEIKH from The Palace — The Old Town LAURENT RIGAUD from Crowne Plaza Hotel Dubai Sheikh Zayed Road WAEL FAROUK from Courtyard by Marriott and Marriott Executive Apartments Dubai Green Community

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THE HIGHLY COMMENDED NOMINEES The two Highly Commended nominees were Crowne Plaza Hotel Dubai Sheikh Zayed Road general manager LAURENT RIGAUD and The Palace — The Old Town director of engineering ABDUL QUDDUS SHEIKH. Hotelier Middle East • November 2009

HOTELIER AWARDS

HOTELIEER S AWARDS STDAR SPOTTE

adarpurkar and Yasmine Hidalgo.

L-R: Rashmi Chittal, Suvarna Bah

Malak Loeb presents Alfred Abi Moussa with his award. Richard Haddad and Joyce Abo

Fitness/Recreation winner Luminita Stoican.

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u Jaoudeh.

Claire Baiguera and Sarah Ham

with the Unsung Hero Award. Hana Tirawi presents Ivy Dela Cruz

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HOTELIER AWARDS

Ben Watts and Howard Liem.

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Julie Deighton.

fino International MD Talal Saee

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The Hospita s Glamour Studio, sponsored by pose for the camera in Hotelierâ&#x20AC;&#x2122;

Left: Abdin Nasralla, Fouad Melhem and Ron Hilvert. Right: Eric van Wijk and Daniella Russell.

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Marieke Schellen and Pirki Lahd

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L-R: Audrone Tikniute, Stephanie Abou Jaoude and Hamziya Azmi.

HHotelier o Middle East â&#x20AC;˘ November 2009

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HOTELIER AWARDS

Housekeeper of The Yeear

Ulricke Hocke, Al Manzil and Qamardeen Hotels, Dubai he judges were divided on this award, but ultimately felt that Al Manzil and Qamardeen Hotel’s complex executive housekeeper Ulricke Hocke deserved the trophy for her continuous dedication to service excellence and her unique relationship with her team. Her commitment has ensured that both of the hotels have achieved the number one position in housekeeping results for the entire Southern Sun portfolio. So, how did she do it?

HOUSEKEEPER OF THE YEAR SHORTLIST KACHANE BUNNAG from Dusit Thani Dubai ULRICKE HOCKE from Al Manzil and Qamardeen Hotels in Dubai MOUNTAHA TRAD from InterContinental Phoenicia Beirut MICHELE CLARKE from Kempinski Hotel Mall of the Emirates SUVARNA BAHADARPURKAR from Renaissance Hotel Dubai

November 2009 • Hotelier Middle East

HME Considering many of your staff members have followed you around for more than a decade, what do you think makes you a good manager? I treat them all with the same amount of respect and dignity that I receive from them. Honesty, fairness and happiness play a crucial part in my role as a manager. They see me as their mother, god mother and even grandmother to their children, and hopefully through the years and many challenges we have gone through together, regardless if on a personal level or job related, they have learnt a lot from me as I have from them.

HME What are the rewards and challenges of working in housekeeping? To see my staff develop, to be able to promote within the department, to be able to have a good laugh at least once a day and to receive personalised ‘thank you’ letters for staff from our guests commenting on how great the service was are the rewards. And last but not least, to be woken up very early on a Friday morning by more than 40 of my team who came to our apartment to congratulate me

on my birthday. They have now also seen me in my pyjamas! How can I be serious at work the next day? Working in housekeeping has always been fun. You have the chance to be very creative, innovative and it’s probably the only department that really must get along with all other departments — with a good amount of humour, optimism and common sense, challenges are kept to a minimum. HME

Does being a complex housekeeping manager mean twice the work? Absolutely not, it is like having twins; you have to give equal attention to each team, although this is easier said than done. The beauty of working at the Southern Sun Al Manzil and Qamardeen Hotels is that they are closely located and there is a great synergy between the two. HME

How did you manage to achieve the highest housekeeping scores across Southern Sun’s portfolio? First and foremost, it’s the result of the hard work of my team combined with the support we get from our managing director Richard Weilers,

who has such a fantastic vision for Southern Sun Middle East and really wants to achieve the highest scores. Our two hotels, which are boutique in nature, warrant that they are kept as fresh and comfortable as one would have in their own home. HME How did your team members react when they discovered you had been awarded Hotelier’s Housekeeping Person of the Year award? They were thrilled to bits and they feel that it is a huge victory for the team and have been warned that the next Guest Satisfaction Tracking System scores now have to be 98% instead of 96%. I have taken individual photos of all of them holding the Award. I am now pressured to throw a party for them and it will be my pleasure to do so.

THE HIGHLY COMMENDED NOMINEES The Highly Commended nominees are MICHELE CLARKE from Kempinski Hotel Mall of the Emirates and SUVARNA BAHADARPURKAR from Renaissance Hotel Dubai. www.hoteliermiddleeast.com

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69 HOTELIER AWARDS

HR Persson of The Yeear

Karen Thorburn, Kempinski Hotels Middle East and Africa ith HR managers thrust into the limelight this year as the economic downturn forced recruitment and retention policies to be readdressed, this award was one of the most talked about in 2009. Kempinski Hotels Middle East and Africa regional director of training Karen Thorburn won the award based upon her dedication to coaching and training, which now forms the core function of her regional role. In this position, every hotel she has delivered training to has increased its quality levels. Here, Thorburn opens up about her passion for the industry.

HME What HR strategies did you bring from Australia to the Middle East? Employment laws and unions in Australia are very regulated so I was able to bring structure, systems and policies, including a less formal management style with an open-door policy.

HME What are the unique rewards and challenges of performing a HR role? You learn something new everyday

HR PERSON OF THE YEAR SHORTLIST NOORA AL NABRI from Park Inn Muscat

working with so many nationalities and cultures. You learn about housing, medical needs and transport as most of the workforce do not originate from the UAE. You have to be there for your team 24 hours a day and it is important to know each member. HME What personality traits are essential to being a successful HR manager? HR managers have to be open, friendly, outgoing, willing to have a go, great listeners, hard workers and, of course, good with people.

HME

What are the most common employee issues you are faced with on a regular basis and how do you resolve them? The hardest issue to resolve is cultural differences between people living in the same housing complex, such as the different foods they cook and their personal routines and habits. You have to listen to each side of the story and gain an understanding of individual perspectives. HME

As you were unable to attend the Awards ceremony, please tell us where you were when you discovered you had won the award? I was on holiday in Malta with two extrainees who are now working in one of the Kempinski hotels there. I was so excited and we opened a bottle of champagne to celebrate.

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MARIEKE SCHELLEN from W Doha Hotel and Residences MARION GAY from Crowne Plaza Hotel Dubai Sheikh Zayed Road KAREN THORBURN from Kempinski Hotels Middle East and Africa

LOUISE FORRESTER from Emaar Hospitality Group

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THE HIGHLY COMMENDED NOMINEES The two Highly Commended nominees were MARIEKE SCHELLEN from W Doha Hotel and Residences and NOORA AL NABRI from Park Inn Muscat.

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Hotelier Middle East • November 2009

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HOTELIER AWARDS

Stewarding Person of The Year

he judges were divided on this category and Mohammed Siddeeque from Radhwa Holiday Inn — Yanbu in Saudi Arabia, was only narrowly beaten by the winner. The judges agreed that Hilton Dubai Creek assistant chief steward Stephan Prakash Monis deserved to win Procurement Person of the Year based upon his impeccable organisation record demonstrated on his impressive journey through the ranks, which resulted in him receiving the hotel’s top employee award. Monis is now focused on passing down his knowledge to this team, which led the board this year for having the most improved team satisfaction score. He tells Hotelier Middle East why he entered the hotel industry and why Hilton has been a “security blanket” during the economic crisis.

Stephan Prakash Monis, Hilton Dubai Creek always look within the team before looking for candidates externally.

HME

What was your first impression of the hospitality industry when you entered as a steward trainee without any prior experience six years ago? My brother, who worked in the industry, recommended the Hilton group. He introduced me to the world of hotels and I didn’t know what I should expect. This was my eye opener to the world really; I hailed from a humble agricultural background in India. HME

Have you found it easy to climb the career ladder while with Hilton? Certainly — the support comes in abundance and their training culture is very effective, I feel very fortunate. My experience here has taught me all I need to know to survive in the industry. When filling a position, Hilton staff is given first preference; we November 2009 • Hotelier Middle East

HME What relationship do you have with your workforce of 15 employees? I work with them not as a superior

know everything in this property, be it a vase or a pot. Many of us here do a lot of multi-tasking and with a team that is small, I did not fear the downturn. The name on the top of my building (Hilton) certainly is the

HME How do you feel about being chosen for the Hotelier Middle East Stewarding Person of the Year Award? Winning the Team Member of the Year Award recently at Hilton Dubai Creek was amazing, but I was absolutely astonished to win the Hotelier Middle East Stewarding Person of the Year Award. This is my biggest accolade ever. I will never forget the feeling that raced through me when my name was called, the feeling that I can now conquer just about anything, it was very empowering. Considering the other deserving nominees in the category, I feel deeply honoured. The prayers, encouragement and support I’ve received from every team member in this hotel when we returned with this award made me feel like a little kid who just scored his first boundary — a six in cricket.

STEWARDING PERSON OF THE YEAR SHORTLIST STEPHAN PRAKASH MONIS from Hilton Dubai Creek

RAJENDRA JOSHI

THIS IS MY BIGGEST ACCOLADE EVER but as one of them; my job is to make sure that they are happy and that we all get along. If they have a concern, they seek my support. When you like the people you work with, work becomes a joy. And that is the spirit I like to foster in my team. HME How has your role been affected by the economic downturn and how have you responded to new challenges? I know this is probably a bit too confident for me to say, but I literally

security blanket. We are still standing strong.

from Park Hyatt Dubai

CHAMIL LASANTHA KUMARA from Radisson Blu Hotel, Dubai Deira Creek MOHAMMED SIDDEEQUE from Radhwa Holiday Inn — Yanbu, Saudi Arabia BERNARD OMBEE from The Address Downtown Burj Dubai

HME How do you see yourself progressing over the next five years? The hotel now feels like home and I want to be here for the foreseeable future. Hilton Dubai Creek and its people made me who I am today and there is so much for me to be thankful for. Many may say I should seek new challenges, new opportunities, but I get it all here so why leave.

THE HIGHLY COMMENDED NOMINEES The Highly Commended titles go to two very deserving nominees: RAJENDRA JOSHI from Park Hyatt Dubai and MOHAMMED SIDDEEQUE from Radhwa Holiday Inn — Yanbu, Saudi Arabia.

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72 HOTELIER AWARDS

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Sommelier of The Year ast year’s winner off Som Sommelier of the Year, Nicholas Murcott from Raffles Dubai, was beaten to the trophy this year by a new entrant to the Middle East’s F&B scene. The judges unanimously decided that the winner had earned his award for introducing new wines to the market, offering adventurous wine pairings to his trusting guests and helping to put his restaurant on the global fine dining map. Here, Hotelier Middle East Sommelier of the Year 2009, Julian Coron from Reflets par Pierre Gagnaire at InterContinental Dubai Festival City, discusses the perks and challenges of being a sommelier and reveals the most extravagant wine he has ever sourced for a guest.

naire is constantly changing, often on a weekly basis. So we always need to keep on trying new combinations. Wine matching needs to be interesting but also needs to reveal the flavour aspect of the served dish. This means we are obliged to always be aware of the new products that are available on the market. That doesn’t mean just wine, but also sake, sherry, cider, and why not beer, which is good for us — we learn something new everyday. On another hand, on a busy night, managing all tables on wine matching can prove challenging.

HME

How did you become a sommelier and is it something you had always wanted to do? Ever since I started working in the hospitality industry, I’ve always been interested in the excellence of a fine dining restaurant. Having arrived in London in 2003 after a year as captain in the south west of France with Michel Trama, a three Michelin star chef, my goal was to work in an institution called Le Gavroche and nowhere else. Silvano Giraldin, director of the restaurant, gave me the opportunity to change my career and start from scratch with one of the most impressive French wine lists of London and maybe the UK. I took on the challenge and here I am.

Julien Coron, Reflets par Pierre Gagnaire at InterContinental Dubai Festival City

THERE’S NOTHING MORE FRUSTRATING THAN A WAITER WHO DOESN’T KNOW WHAT HE’S TALKING ABOUT The passion started when I met the people who are behind the bottle, they’re passionate winemakers who are trying, in a way, to tell a story with their winemaking.

HME The prospect of matching up greattasting wine and food as a full-time job sounds absolutely fantastic. What are the pros and cons? The menu in Reflets par Pierre Gag-

Through overseeing all aspects of the wine lists in what is considered one of the finest restaurants in Dubai, one cannot underestimate the role Julien has played in this awardwinning restaurant’s success. This award is a testament to his knowledge, passion, and expertise in the field. He is not only already a true professional at a very young age, he is also constantly searching for new and less-celebrated wines to challenge the taste buds of the savvy diners in Reflets par Pierre Gagnaire. We are all very proud of this achievement for both Julien and for the many guests he serves in Reflets; all of us agree that this is fantastic recognition that he so rightly deserves. Tom Meyer General manager, IHG properties Dubai Festival City

November 2009 • Hotelier Middle East

HME What’s your favourite dinner and wine combination? I am in love with the gastronomy of my region in France, so confit de canard, sauted potatoes with the fat of the duck and some rocket salad to give a bit of freshness will do. With this dish, I would choose “Chante Coucou” — the wine of a star, Elian Da Ros; it is from a small appellation called Côtes du Marmandais next to Bordeaux. Merlot grape is dominant, blended with an indigenous grape “Aroubio”, smooth and velvety in texture with a hint of spice. It is just splendid and simple.

HME

Are you able to switch off when you go to a friend’s house for dinner or to another restaurant, or do you have a tendancy to constantly ‘review’ the wine and dinner combination? Well I’m quite lucky because my friends are all wine fanatics. Wine is always an important part of these dinners. We’re cooking depending on the wine and we talk a lot about it. In the restaurant, as a professional you always have a critic’s point of view, looking at the selection, the details, the pricing, and the glassware. But after a while, I switch off and just enjoy. HME What’s been the most extravagant wine you’ve sourced for a client? In London, I remember selling this Château Latour 1959 to a Canadian gentleman, it had been a hardsell since he had never tried these old vintages before, but he fell in love.

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73 HOTELIER AWARDS

After this visit, this guest came regularly and tried Château Figeac 1961, Château Margaux 1955 and his thirst of old vintages became crazy. It was great! He requested to have for his next visit a wine which was not on the list “Mouton Rothschild 1945” — the vintage of the victory. This wine has been truly very difficult to find until an auction in New York. We bid and we got the bottle. Victory! HME Please tell us more about the internal wine academy you created and what motivated you to do this? Knowledge is key to success in the hospitality business.

HME What are the unique challenges of being a sommelier in the Middle East? The challenge is to find good value and interesting wine, but I have to be honest, the suppliers have made an effort this year in terms of supplying interesting wine — now they have to work on their price.

ENJOY THE RACES…

HME What’s the best business-related trip you’ve been on? They were all good; I have travelled a bit in the world, met lots of vignerons and winemakers; but I think Portugal with Estramadura and Alentejo has been maybe the most surprising. But the best one was my last one; it was a route

THE PASSION STARTED WHEN I MET THE PEOPLE BEHIND THE BOTTLE, PASSIONATE WINEMAKERS WHO ARE TRYING, IN A WAY, TO TELL A STORY WITH THEIR WINEMAKING The InterContinental Wine Academy has been created for two reasons. Firstly, so as to help our colleagues grow with these trainings, and secondly, so that we can provide a consistant and better quality of service to our guests. After all, there is nothing more frustrating than a waiter who does not know what he is talking about.

SOMMELIER OF THE YEAR SHORTLIST NICHOLAS MURCOTT from Raffles Dubai JULIEN CORON from Reflets par Pierre Gagnaire at InterContinental Dubai Festival City

GARTH BEER from Hilton Dubai Creek

DAVID ELLIOTT from Jumeirah Beach Hotel

NICOLAS VALLET from The Palace – The Old Town

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between Nice and Paris, crossing the Rhone Valley by Châteauneuf du Pape, Tain l’Hermitage, stopping for a few days at Beaune and then finishing by Chablis. HME How will your career progress? Obviously I want the best for my career, but the roads are not yet drawn. Challenges always have been what have motivated me the most, so we shall see.

HME How did you and your family/ friends react to the Sommelier of the Year Award announcement? They’re very proud and we have not yet stopped celebrating.

THE HIGHLY COMMENDED NOMINEES The Highly Commended nominees are NICOLAS VALLET from The Palace – The Old Town and last year’s winner NICHOLAS MURCOTT from Raffles Dubai. Hotelier Middle East • November 2009

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HOTELIER AWARDS

Outlet Manager of The Yeear

sado at The Palace — The Old Town restaurant manager Anuj Sharma was selected as the winner of Outlet Manager of the Year for his major achievements in terms of revenue generation during a very difficult time for the industry, when business and leisure travellers alike are cutting down on expenses. Sharma has also enhanced the cultural aspects of his restaurant, rolled out several motivational schemes enhancing employee efficiency and received numerous personal accolades from guests. So, just how does he do it?

HME With so much competition among outlets in Dubai, how did you make Asado a success? Guests in Asado come for three reasons: we absolutely have the most amazing cuts of meats that we grill the traditional Argentinean way on the open fire with charcoals. You cannot find a better steak in town. Secondly, the ambience created with the magnificent views of Burj Dubai and The Dubai Fountain, coupled with the live band from Argentina, creates an atmosphere that is unbeatable. Finally, our success is dependant on a team that really enjoys every single moment of the job and thus gives very personalised service to every guest. My team is hungry to please guests and makes sure that everyone leaves with not just a meal, but an experience to cherish for life.

HME What was involved in launching and managing an Argentinean outlet? Obviously a lot of effort and research went into finding the right table-

November 2009 • Hotelier Middle East

Anuj Sharma, Asado at The Palace — The Old Town ware, décor, design, uniforms etc. But the most important part of the launch was getting the concept clear for the team, so that there is a clear focus on what you want to deliver. Lots of restaurants get confused in their concept and in what they want to offer to their guest. For Asado, from the beginning, the concept was clear and we worked very diligently not to dilute it. We stick to the most simple and basic things — good quality products, simple traditional menu items and effective training. HME

What are the challenges in operating the restaurant in the midst of the financial downturn and how did you achieve good results in spite of this? The entire world is affected by the ups and down of the financial market, but

what keeps successful restaurants going is commitment to delivering the same product consistently. At moments like these, Asado focused on value for money, where we created awareness for value added services and products (VASP ). We encouraged the team to not only deliver quality meals but to enhance the experience by giving items like the customised drop stop for wine bottles, take away Asado coasters, personalised aprons, bag hangers and complimentary sorbets for every guest. These supplementary items, although small, help in creating a sense of better value for guests and keeps them coming back. HME Please tell us more about your staffrelated initiatives such as Reasons to

Celebrate and You Are the Chosen One? In addition to having consistency in service delivery, teams need to be kept motivated through introducing challenging and exciting new ways of engagement. The Asado team takes a break from operation every month and sits down to go over the financial numbers and guest feedback and collectively decides the focus of next month in a meeting called “Reason to Celebrate.” We celebrate our successes and re-launch the focus for next month. Involvement of the entire team in the planning of the work that affects them on a daily basis creates immense ownership of the job. They work like it is their own business. Another exciting tool we use in the team is assigning operational duties to the team leaders by giving them characters based on movies like The Matrix. They become the “chosen one” for the month for conducting the duties re-assigned to that movie character. It creates great excitement and motivation to carry the flame as the character. These tools are essential in making the team focused, excited and motivated at all times. HME Your nominator highlighted that you have consistently thought creatively in terms of initiating campaigns to motivate staff, generate revenue and attract guests. What initiative are you most proud of and where did your inspiration for this come from? A programme initiated in Asado called “the guest recognition programme” is one of the most successful initiatives that we are proud of. This system gets all the relevant information from the beginning of

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75 HOTELIER AWARDS ENJOY THE SILENCE…

INVOLVEMENT OF THE ENTIRE TEAM IN THE PLANNING OF THE WORK THAT AFFECTS THEM ON A DAILY BASIS CREATES IMMENSE OWNERSHIP OF THE JOB the reservation, including the guest’s name, guest preferences in seating, special occasion such as birthday or anniversary etc, and gets them delivered to the team and kitchen ASAP. The wow factor of this speedy communication is priceless. The guest that sits on the table gets greeted by every member of staff by name and gets wished happy birthday or anniversary, even by the kitchen staff — who will have seen the special reservation ticket posted ahead of time on the replica of the restaurant floor. This attention to detail and personalisation is what makes the guest leave with a memory to cherish and come back again. HME Do you have an ambition to launch your own restaurant? If so, what would it be like? I would love to have my own restaurant! The restaurant would be a place where guests come not only to enjoy great food and service, but to enjoy the company and celebration of dining in an ambiance that is fun and vibrant. Guests will not come to eat a steak or a fish but to sit and dine with me and my team. The human element will be the driving factor coupled with the great food and relaxed environment.

HME

What other restaurants in Dubai do you admire? There are quite a few! Thiptara restaurant here at The Palace is great. I enjoy dining in the Souk Madinat at BarZar and also Barasti at the Le Mériden Mina Seyahi. The Walk near Jumeirah Beach Residence is another great place to dine and enjoy the ambience.

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HME What are the three most important factors involved in running a successful hotel outlet? • Firstly, a highly motivated team that is hungry to ensure that every guest’s need is met and anticipated before they ask for it. It should be a dynamic team that is thinking not only like a waiter or manager but like the owner of the restaurant or bar. • Secondly, the unique selling points of the concept and the communication of the outlet need to be very clear and thus the menu, ambience and the service need to follow that. A well-designed, simple concept delivered effectively is key. • Thirdly, purity of product. It is crucial to ensure that we use good quality products and items in our hotel outlets. Good food requires good raw material, there is no short cut!

SHORTLIST FOR OUTLET MANAGER OF THE YEAR FELIX HARTMANN from SkyView Bar at Burj Al Arab

SIMONE HOPMAN from The Exchange Floor at Fairmont Dubai GIOVANNI RULLO from Certo at Radisson Blu Hotel, Dubai Media City ANUJ SHARMA from Asado at The Palace — The Old Town CHADI NAHRA from BICE Restaurant at Qasr Al Sharq Waldorf=Astoria Collection, Jeddah

THE HIGHLY COMMENDED NOMINEES The Highly Commended titles were awarded to FELIX HARTMANN and CHADI NAHRA.

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Hotelier Middle East • November 2009

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HOTELIER AWARDS

F&B Manager of The Year

he judges selected Crowne Plaza Dubai’s director of food and beverage Alfred Abi Moussa as the winner of F&B Manager of the Year. His skills in managing a vast array of 15 popular restaurants and bars to great success despite increasing competition in the area meant he beat the tough competition in this category. Our judges said Abi Moussa’s achievements were simply “outstanding”. He shares his tips for the top with Hotelier Middle East in this exclusive interview.

tion and how to pass messages and information to every staff member as well keeping up with the operation. However, having a well structured company way of communication and ways of working has moved this challenge away. I would like to take this opportunity to thank IHG for being, at all times, ahead of the curve in every aspect of the business and in supporting the teams in achieving their goals.

Alfred Abi Moussa, Crowne Plaza Dubai Sheikh Zayed Road

HME How have you motivated yourself and staff when faced with increased pressure during the downturn? Looking on the positive side at all times and maintaining a family spirit has made our staff more productive and we are increasingly evaluating the actions that we have taken to secure all jobs.

HME What lessons have you learnt that you have passed onto staff? I have been through many crises in my career, which made me more flexible and adaptable and definitely moved the panic factor away. However, this downturn has made

F&B MANAGER OF THE YEAR SHORTLIST ALFRED ABI MOUSSA from Crowne Plaza Dubai Sheikh Zayed Road HUSSEIN ABBAS from Four Seasons Hotel Doha EDOUARD GROSMANGIN from The Palace – The Old Town EMILY SHAW from Desert Palm Dubai ERIC FRANCIS LOBO from Al Diar Dana Hotel, Abu Dhabi

November 2009 • Hotelier Middle East

WE SAW THE TREND OF GUESTS SHIFTING TO MORE BEVERAGES THAN FOOD AND SINCE WE HAVE FIVE MAJOR BEVERAGE OUTLETS, WE CAPITALISED ON THAT us think of a lot of other ways to find sources of business and definitely to keep always our eyes on the costs. HME You increased the average customer spend from AED 172 (US $47) in 2008 to AED 188 ($51) in 2009; what was your secret to loosening consumers’ tightened purse strings? We saw the trend of guests shifting to more beverages than food and since we have five major beverage outlets, we capitalised on that. In addition, we focused on developing and strengthening the up-selling skills of our F&B team members.

HME

What are the key ways you became more resourceful and improved staff efficiency in light of reduced budgets and minimum man power? All of us realised that we wanted to help save our people’s jobs and

a lot of actions were used to reduce the payroll cost, especially using the provisions of our vacations. At the same time, our F&B team members focused on finding different ways of working to double the productivity without additional hours. HME What has been your most successful revenue boosting initiative and where did your inspiration come from? Well the revenue was driven by volume — we attracted more guests, therefore, more spent. I think being passionate about what I do was my main inspiration and motivator to manage the downturn and turn out positive results.

HME What are the challenges of managing such a big number of diverse outlets and how do you overcome them? The main challenge is communica-

HME What did winning the Hotelier Middle East F&B Manager of the Year Award mean to you? It is a huge recognition to all the efforts placed to improve the industry. I have to say that this award was won only because of my F&B team, which was working hard to reach high levels and raise the bar higher. I would like to take this opportunity to thank Hotelier Middle East for its devotion to maintaining an on-going motivational incentive to drive the hospitality industry towards perfection.

HME Which is your favourite outlet? This is a very difficult question to answer; however, every outlet has its own secret and its own identity, which makes it close to my heart.

HME What news from your department can you share with us? The Crowne Plaza F&B department will see a huge growth and diversity in a couple of years to come; it will be the F&B destination for all locals, residents and visitors of Dubai.

THE HIGHLY COMMENDED NOMINEES The Highly Commended nominees were EMILY SHAW from Desert Palm Dubai and ERIC FRANCIS LOBO from Al Diar Dana Hotel. www.hoteliermiddleeast.com

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HOTELIER AWARDS

he final category in the F&B department was the supercompetitive Chef of the Year Award. The award topped the nominations tally this year, with 177 entries in total. Significantly though, this category was the only one to be unanimously decided upon by the judges in a matter of minutes, with the panel concluding that the winner’s dedication to his hotel and to the culinary profession in the region stood him above the competition this year. The winner was Radisson Blu Hotel, Dubai Deira Creek director of kitchens Uwe Micheel, who took home the second award of the evening for the property. Speechless upon claiming his award, once he recovered Chef Uwe opened up to Hotelier Middle East about the need for chefs to occasionally get out of the kitchen and reveal the face behind their food.

naturally is equal to any award in my opinion.

HME

Uwe Micheel, Radisson Blu Hotel, Dubai Deira Creek

HME

What made you decide to stay with the hotel when it was converted from InterContinental to Radisson Blu, having spent 25 years working with InterContinental Hotels Group? This hotel has been my home for so many years, and these restaurants are my babies. I been involved in conceptualising them and I’ve watched them grow. The hardware counts a lot for me and I was really looking forward to the exciting new challenge of bringing up and developing these outlets under the umbrella of a dynamic hotel company such as The Rezidor Hotel Group. Apart from the fact that the company is growing fast, they also put a lot of emphasis on F&B in general, not only in the Middle East, but worldwide, having developed their own great restaurant concepts which are being implemented in most of our new hotels around the world.

HME How do you combine the business obligations with the hands-on responsibilities of the job? I believe that I have a great dedicated team that I can trust, which supports, assists and helps me in all areas of my responsibilities. When I go out to see clients, I do it for two different reasons; one is, of course, to always be on the lookout for business, and secondly, it is to be personally involved during the entire process — from the first point of contact with a client to the actual execution of a client’s event. It gives me a broader and more exact idea of what our clients are looking for and what they expect. Also, it’s all about planning and organising, which helps you have control more or less over everything [to do with an event].

HME What personal qualities are needed to be a successful director of kitchens? You need to be a people’s person, a good leader and have a plan! It helps if you can cook as well!

HME Do you think the quality of a restaurant is accurately reflected in the number of awards it has won? Let’s start by saying that if a restaurant does not have any good qualities or attributes, it will not normally win any awards, although any given award can be debated between customers and professionals because it all comes down to personal taste, preferences, etc. For me, any good mention, whether in the press, or word of mouth about the outlet itself, the service, the food or the team members of that outlet is a rewarding feeling, and

Uwe Micheel truly deserves the title of Chef of The Year as he plays a major role in the success of our food and beverage portfolio. His dedication and hard work have always ensured that whatever comes out of his kitchens is only the best. Over the 16 years here at the hotel he has built up such a great and credible reputation, that not only does he lead his own department by example, he has become an example for the region’s food and beverage industry. Andreas Flückiger General Manager – Radisson Blu hotel, Dubai Deira Creek

November 2009 • Hotelier Middle East

In what ways have you worked with DTCM and do you feel it provides a good level of support to the hotel F&B industry? I work with DTCM on many projects on behalf of the Radisson Blu Hotel, Dubai Deira Creek, as well as on behalf of the Emirates Culinary Guild. We have worked hard on being a part of the Guinness World Records through different ‘food’ ideas we come up with each year. We also organise food competitions, and heavily support the Summer Surprises and the Shopping Festival with various culinary activities we hold during those events. All of these activities with DTCM definitely help put the UAE F&B scene in the limelight in terms of global awareness, and it certainly helps in promoting our industry within this region. HME Can you tell us some more about your work with Emirates Culinary Guild? I have been a member of the guild for 16 years and I have been the president for 10 years. The guild’s main goals are to train and develop the juniors in our industry, to develop the culinary scene of our city and to develop the Emirati cuisine and concept as it has so much to offer and we feel that it is still ‘undiscovered’. At the moment, we are working on an Emirati Sweets event for National Day, which will be held at Jumeirah Beach Walk and at the beginning of next year, we are planning to attend the World Chefs Congress in Chili.

HME Your nominator described you as a “natural-born PR”. How do you help with the promotion of your hotel’s outlets? I like to be involved in coming up with promotions, brainstorming about ideas etc, it is really fun and I believe it is really beneficial to have different ideas and opinions – with teamwork, you can come up with great stuff. And as far as the external part goes, I am the kind of person that feels honoured and really proud if someone is interested in our restaurants, our recipes, our dishes, our hotel, etc. I get excited and immediately start wanting to give out information, communicate with the people and show people what could be of their

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HME Is it important for chefs to become household names?? I personally believe it is important indeed, and this is where active PR comes in handy. If people donâ&#x20AC;&#x2122;t know you, they would be less interested in

what you have to say or offer. It is always better to personalise offerings, people are always on a more positive note when they feel associated to something â&#x20AC;&#x201D; then it gets active and things start rolling. And I must say, we are very lucky here in this region, especially in Dubai as itâ&#x20AC;&#x2122;s a relatively small society, despite all the happenings and all of the great restaurant concepts out there, it still feels somewhat like a family.

SHORTLIST FOR CHEF OF THE YEAR

HME Is there any news from your department you can share with us? We are focusing on basics at the

OLIVIER BILES from InterContinental Dubai Festival City ANTHONY GALLO from Desert Islands Resort & Spa by Anantara MATTHEW PICKOP from Hilton Dubai Creek GILLES PERRIN from Shangri-La Hotel Qaryat Al Beri UWE MICHEEL from Radisson Blu Hotel, Dubai Deira Creek

moment and on juniors, which is a part of various development plans we have in the hotel and in the company in general. On the other hand, business is kicking in with outside catering functions and we are busy planning our happenings and menus in the hotel for the festive season â&#x20AC;&#x201D; time flies! HME How did you react to winning the title of Chef of the Year? One thing I can tell you is that if I had been asked to do a small speech of any kind, I would not have been able to say one single word for at least

KEEP IN MIND THAT A CHEFâ&#x20AC;&#x2122;S JOB DOES NOT FINISH IN THE KITCHEN â&#x20AC;&#x201D; THE OVEN IS IMPORTANT TO COOK, BUT IF YOU DONâ&#x20AC;&#x2122;T TAKE CARE OF YOUR CUSTOMERS, YOU WILL HAVE NO ONE TO COOK FOR!

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the first 10 minutes! This was especially so after the explanation that the presenter gave about how the judges chose this award. I take it as a reward for my team as much as for me, therefore, I was also proud from that aspect. HME What tips would you give to aspiring chefs reading Hotelier Middle East? Keep focusing on your work and on what you do best; keep in mind that a chefâ&#x20AC;&#x2122;s job does not finish in the kitchen â&#x20AC;&#x201C; the oven is important to cook, but if you donâ&#x20AC;&#x2122;t take care of your customers, you will have no one to cook for! And most of all, enjoy what youâ&#x20AC;&#x2122;re doing with all your heart â&#x20AC;&#x201D; that is all you need to excel!

THE HIGHLY COMMENDED NOMINEES The Highly Commended chefs were OLIVIER BILES from InterContinental Dubai Festival City and MATTHEW PICKOP from Hilton Dubai Creek.

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Hotelier Middle East â&#x20AC;¢ November 2009

HOTELIER AWARDS

interest. For me, it is all about communication. You cannot sit and wait for people to come knocking on your doorstep; you have to tell them what you can offer them.

Supported by Al Aqili Furnishings

HOTELIER AWARDS

ith upwards of 170 nominations for this award and some very impressive candidates in the running, it wass difficult to create a short list,, let ner for alone to decide upon a winner the sought-after General Manager of the Year Award. After much debate and ultimately a vote, the judges decided that Abdin Nasralla from Bab Al Shams Desert Resort & Spa deserved the coveted title. According to the judges, Nasralla’s dedication to the region’s hospitality industry over a lifetime — and continuing passion in 2009 — made him the most worthy. Nasralla tells Hotelier Middle East a little more about himself and his career to date.

General Manager of The Year

effective and regular communications. A key component of marketing a hotel or resort is to market the destination, we will, therefore, continue to work closely with local authorities to ensure that our plans and developments are very much in line with those for Dubai as a destination. HME Why were you awarded UAE citizenship by Dubai Government and how has this affected your professional role and loyalty to the UAE? This is a very personal question, however, I can tell you that I am honoured to be a UAE citizen as I consider this country my home.

Abdin Nasralla, Bab Al Shams Desert Resort & Spa HME

How important is it for a general manager to be approachable to all hotel colleagues and how do you achieve this in spite of your busy schedule? I attribute this as the key to my success; my first customers are my colleagues. To have satisfied guests, we need to have happy and contented colleagues working in the hotel. I therefore try to make myself available to all colleagues that work at Jumeirah Bab Al Shams. HME

Have you met any role models or real inspirations in the Middle East hospitality industry? Yes, there are many people I look up to in the industry with more and more coming to this region as supply and demand increases; I am proud

SHORTLIST FOR GM OF THE YEAR ABDIN NASRALLA from Jumeirah Bab Al Shams Desert Resort & Spa MORITZ KLEIN from Beach Rotana Abu Dhabi TOM MEYER from InterContinental Hotels Group properties Dubai Festival City ANDREAS FLÜCKIGER from Radisson Blu Hotel, Dubai Deira Creek ADRIAN RUDIN from Shangri-La Qaryat Al Beri Abu Dhabi

November 2009 • Hotelier Middle East

to be working in this industry at this time and continue to learn something new every day. HME The Hotelier Middle East GM Survey revealed that the majority of general managers started their careers in the F&B industry, as you did. Why do you think this is? Food & Beverage is the heart of the hotel operation with the F&B service directly reflecting the guests’ satisfaction. F&B also gives you the opportu-

HME Do you regret any of the personal or career decisions you have made? I think it is only human to have some regrets. I would have liked to have learnt an additional language but this is something I have not yet been able to do due to the time commitment.

HME What do you feel is your greatest achievement or milestone? Personally, I am incredibly proud that my children are highly educated and happily married and have blessed me

I AM PROUD TO BE WORKING IN THIS INDUSTRY AT THIS TIME nity to generate a wider network of connections within the industry and externally. The root to promotion in this field is often much faster and higher as efforts from the colleagues are more visible. HME What was your initial vision for the Jumeirah Bab Al Shams Resort & Spa and do you feel you have achieved it? Our aim for Jumeirah Bab Al Shams Desert Resort & Spa was to be the most unique desert resort and spa in the world and we continue to work hard to ensure we achieve this in an increasingly competitive world.

with my grandchildren. On the professional side, Jumeirah Bab Al Shams has achieved a number of awards from key media in the region including ‘Best Hotel in the Middle East’ at the Middle East Customer Care Excellence Award 2008. I was also flattered to be recognised in the Hotelier Middle East Power 50 and of course by this latest award! HME Why is it important for hoteliers to establish good relationships with local governmening bodies? We have a good relationship with governing bodies in Dubai through

HME Considering your passion and dedication to your work, how do you balance your professional and personal life? Like most people I find it very difficult to ensure a good work-life balance and I believe that a hotelier will always love his job more than himself. I consider myself married to the industry but I am also married to my wife! I just try to make time for both and keep both happy!

HME How did you feel when you narrowly missed out on winning the GM of the Year Award last year? I was a little disappointed not to win, especially as it was such a close call. However, not everyone can be a winner all the time and I am just happy to have won this year.

HME Why did you think it was important to enter the awards again? I’ve learned that I should not give up, I believe strongly in being determined, this keeps me motivated and always challenges me to reach the top.

HME How do you feel upon winning ? Great! This is the best birthday gift I have received. It was excellent news for my family, colleagues and Jumeirah.

THE HIGHLY COMMENDED NOMINEES TOM MEYER from InterContinental Hotels Groups properties Dubai Festival City and ANDREAS FLÜCKIGER from Radisson Blu Hotel Dubai Deira Creek were named the Highly Commended GMs.

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Hotelier Middle East • November 2009

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HOTELIER AWARDS

Hotelier’s Unsung Hero of The Year

s well as the many heartwarming stories and testimonials received in the nominations for Hotelier’s at Unsung Hero of the Year, what ales of stood out this year were the tales chieve good, honest hard work to achieve the best possible service standards for guests. After a thorough discussion of the merits of all the nominees, Crowne Plaza Hotel Abu Dhabi’s hotel nurse Ivy Dela Cruz was the unanimous choice of the judges. Although in an often unseen role, Cruz brought her skills to the forefront by helping out in departments from HR to IT, proving herself to be a real team player. She also demonstrated the importance of her own position, decreasing sick leave by 10%, saved the lives of two guests this year and organised the blood donation of many colleagues to help victims of a tragic bus accident in Abu Dhabi. Cruz opens up to Hotelier Middle East about her passion for the job and the industry.

resigned at short notice and you took on the role of HR coordinator. How did you respond to the new challenge and juggle two roles? Of course, I felt nervous and anxious at first because I really didn’t have any idea about the tasks and responsibilities of an HR coordinator, but at the same time I was excited because of the new experiences. I managed and surpassed it by giving my best and always thinking that I can do it and by never, ever saying ‘no’. I see to it also that I know what my priority is; of course if somebody needs my help on the medical side, I handled them first before anything else. HME How do you see your career progressing? Would you like to diversify into a new role in the future perhaps? I’ve been an all-round help at the hotel, assisting the chef and the IT manager among others because I really love challenges and new experiences as this helps me to improve my skills (mentally and technically), boosts my self esteem and the more tasks they give me, the more it moti-

SHORTLIST FOR UNSUNG HERO OF THE YEAR

HME

Can you tell us a bit about your career background? I graduated from college in 2000 with a degree of BS Nursing once I passed the board exam. I worked for two years in the Infant Jesus Hospital as a staff nurse specialising in Ward, ICU, Emergency Room, Nursery Room as an operating, delivery and recovery room nurse. I then shifted to the industrial setting and worked as a hotel nurse in two different hotels in the Philippines before I joined the Crowne Plaza Abu Dhabi family. This is the first time that I had worked outside the Philippines and it really challenged me because firstly, I am far from my family and secondly, I am the first hotel nurse in this company, so I have relied upon

Ivy Dela Cruz, Crowne Plaza Hotel Abu Dhabi the knowledge that I gained based on my working experiences in my home country to implement processes. HME How does it feel to know that two people felt that you saved their lives? How do you manage the responsibility your job brings? I felt so overwhelmed and touched by knowing that two guests felt that I saved their lives, because of course, saving one’s life is a humanitarian act that you cannot do in everyday

life and I didn’t do it for “fame” and this is not “just my responsibility”; it’s just that I really want to help, support and provide immediate first aid treatment and care to the sick and well individual. I managed this by always being calm and to never be in a panicked state, so that I can think and act in doing my interventions properly and correctly.

IVY DELA CRUZ, hotel nurse, Crowne Plaza Hotel Abu Dhabi RAKESH KUMAR, foreman – engineering department, Park Hyatt Dubai PINAKI CHATTERJEE cluster occupational health and safety manager, Hilton Dubai Jumeirah SUJA KURIAKOSE babysitter, Jumeirah Beach Hotel RISHI RAM GIRI steward, Doha Marriott Hotel MARIOL CAYANAN hotel nurse, Dusit Thani Dubai

SARAVANAN ALAGAPPAN HME

You were somewhat thrown in the deep end when the HR coordinator

assistant housekeeping manager, Raffles Dubai

ABDUL NASIR

One of the first things I did after the ceremony was to write to the guest whose life she saved last year; he is absolutely thrilled and is planning a trip to Abu Dhabi to come and congratulate her. One thing we are really good at is throwing a party — don’t tell Ivy but we are planning an “Ivy Day” to celebrate! James Young General Manager, Crowne Plaza Abu Dhabi

November 2009 • Hotelier Middle East

senior security supervisor, Al Manzil and Qamardeen Hotels

MADELYN COX PERALTA sales agent, Jumeirah Living

DUMINDA PRADEEP KUMARA MADDUMAGE hotel driver, Courtyard by Marriott and Marriott Executive Apartments Dubai Green Community

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HME In developing a process for tracking the cause of employee absence you reduced sickness leave by 10%. What were the main causes of sick leave and how did you reduce it? As we all know, we cannot prevent any sickness especially if your immune system is low or becomes low due to environmental changes, stress, lifestyle etc. However, I help staff reduce the possibility of sickness by: • Increasing health awareness by

HOTELIER AWARDS

vates me to do a lot of things that can help my colleagues physically, emotionally and mentally. Based on my experiences I can say that my career is progressing very well and I’m enjoying what I am doing now, but no, I would not like to diversify into a new role in the future because I love helping, caring and giving support to others. Maybe, I can acknowledge the idea of having two positions at the same time like being a nurse still and having another position that is related to my job.

posting health advisory information on the staff hotel bulletin board • Organising health seminars • Organising free specialist ENT check ups • Organising blood donation • Organising blood glucose testing •Organising the staff health month • Organising the ‘Big Weight Loser Competition’ • Giving help in organising sporting activities for staff. HME

How does it feel to be recognised as Hotelier’s Unsung Hero? I was very happy, surprised and overwhelmed because I was not expecting this, especially as I was not aware that my hotel nominated me for this award! Honestly speaking, I feel shy to be recognised about the good things that I’ve done, because I am not asking for any return, but I know through this award my family, parents and relatives are very proud of me and I proved on one part that Filipinos are worth hiring.

I am pleased that Ivy has won the Unsung Hero Award, as she really deserves such an outstanding award for her daily affords to keep the entire hotel team healthy and assist in every angle possible to increase awareness of bad eating habits. Ivy is not only our hotel nurse caring about the team’s health, but also a charming, motivated and supportive person who will go out of her way to help others. She is a true hero. Marko Golub, F&B Manager, Crowne Plaza Abu Dhabi

A B R A N D N EW NA M E. A B R A N D N EW LO O K.

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EXC LUSIV E LY THE HIGHLY COMMENDED NOMINEES The two Highly Commended winners each deserve a separate mention in this category. First to be congratulated is Jumeirah Beach Hotel’s babysitter SUJA KURIAKOSE. Known as Mummy Suja to the team at Jumeirah Beach Hotel, Suja’s exceptional level of service means she is normally booked up to nine months in advance. Her incredibly professional manner led to Jumeirah Beach Hotel nominating her for the award out of 1500 employees. www.hoteliermiddleeast.com

The second Highly Commended winner is RISHI RAM GIRI, steward at Doha Marriott Hotel. Rishi’s story pulled at the heart strings of the judges, as his dedication to Doha Marriott and passion for his role helped him to overcome the tragic loss of his family at home in Nepal. He is now regarded as an exemplary associate by the property. We wish him every continued success — congratulations Rishi.

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Hotelier Middle East • November 2009

HOTELIER HO O AWARDS

MORE SHOETS FROM TH NIGHT

The ladies in red from Lavazza. Rashid Yousef Aqili presents Abd

in Nasralla with the GM of the Year

Award.

, Adele Cowgill and Louise Oakley. L-R:Travis Cowgill,Larissa Marland

Guests make the most of the Glam

L-R: Noora Al Nabri, Francois Galo

ber 2009 â&#x20AC;˘ Hotelier Middle East November

isy and Lynne Zarbhanelian.

our Studio.

Alfred Abi Moussa, Sarah Fernande

z and Yasmine Hidalgo.

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87 IRAQ

Largely undisturbed by the ongoing war in Iraq, Kurdistan is emerging as an attractive prospect for foreign hotel investors, owners and operators alike, but what potential does the rest of the war-torn country have for hospitality development? Louise Birchall reports COUNTRY FOCUS number of tourism developments in the Kurdistan region of Iraq, which has escaped most of the repercussions of the war, have put the ‘safe haven’ on the agenda of hotel owners and operators expanding in the Middle East. The region’s population of five million, a thriving business environment, two new international airports and a liberal investment law that facilitates foreign investment has made Kurdistan an attractive destination for tourism in Iraq, according to Euromonitor International.

ALL EYES ON KURDISTAN Just last month, Millennium & Copthorne Middle East signed a management agreement with investor Faruk Group Holding for three hotels in Kurdistan comprising a four-star Tara Hotel with 100 rooms, a fourstar, 140-room Copthorne Hotel and

www.hoteliermiddleeast.com

a luxury Grand Millennium hotel offering 254 keys. “It’s part of our expansion strategy to be in every single country in MENA. We found the right investor in Iraq and went for it,” says partner and president of Millennium & Copthorne Middle East Ali Lakhraim. “Kurdistan is the present and the future and it’s as safe as it can get. The area has been isolated since 1991, so it feels like you’re in a different country. You’re in Iraq, but you could be sitting in Jordan.” Rotana also recognised the region’s potential when in 2007 the Abu Dhabi-based hotel company signed a management contract with Lebanese holding group Malia Group for a five-star property in Erbil, Kurdistan. The 205-room hotel occupies 20,000m² of land located in front of the Sami Rahman Park and between the city’s convention centre and the Erbil Exhibition Fair, and is due to open in the first quarter of 2010. “Guests will be 97% corporate business travellers and their aver-

age stay will be between three and six days. In addition, our five-star properties will also be hosting long-term guests that are in Iraq on one-month, three-month and six-month assignments. With the number of contractors, engineers, architects and so on, Rotana is certainly well positioned to cater to these requirements,” says Selim El Zyr, co-founder, president

and CEO of Rotana Hotel Management Corporation. “Iraq is a rich country that I believe will re-bounce into the international business front line much faster than any of us expect,” he adds.

TOURISM DEVELOPMENTS Speeding up recovery, Kurdistan’s relative stability has led it to estab-

Expected to open in 2012, the 250-room Baghdad Rotana will be located in Baghdad’s International Green Zone .

Hotelier Middle East • November 2009

IRAQ

Rotana signed a management contract with Lebanese holding company Malia Group for the 205-room Erbil Rotana hotel, which is scheduled to open in 2010.

lish a State Board of Tourism in Erbil to operate as a tourism development and promotion agency. Campaigns include international tourism seminars focusing on destination development and marketing. Trade shows are also currently taking place in Erbil, reports Euromonitor, such as the annual DBX Kurdistan Trade Show, which attracts several thousand industry experts and officials each year helping to raise reconstruction funds. Furthermore, while El Zyr acknowledges leisure tourism will take longer to build as it is more sensitive than business travel, he says this market will not be neglected. Kurdistan already offers a variety of tourist attractions, including ancient sites that are rich in history, mountains and attractive landscapes, and proposed projects by the tourism board include an amusement park in Erbil. In summary, Kurdistan could well be Iraq’s “secret weapon” in driving tourism to the country. Euromonitor predicts tourist arrivals to the region will grow on average 22% a year, compensating for drops in other areas and helping convey a positive image of Iraq.

BRAVING BAGHDAD But hotel operators have not written off the rest of the country for development, as Lakhraim says Millennium’s expansion in Iraq “will not stop at Kurdistan”. Rotana has already ventured out of Kurdistan having November 2009 • Hotelier Middle East

FAST FACTS: IRAQ Iraq Airways has ordered 30 aircraft to increase flight destinations and frequency on its existing routes Tourists from Iran, Pakistan and India are expected to grow by 6% a year By 2012, 159,000 tourists are predicted to be visiting Iraq annually Out of those 159,000 visitors, 140,000 are expected to be religious tourists from Iran Rotana’s Erbil Rotana investment is estimated to exceed US $55 million

Australian Airlines has reopened its office in Kurdistan after being closed for more than 17 years The Japanese foreign ministry has lowered its travel warning for Kurdistan Denmark, Austria, UK, Sweden and Germany have also positively changed travel advice for Kurdistan region Tourism arrivals to Kurdistan have been predicted to increase by an average of 22% a year Source: Euromonitor International, June 2009

YOU’RE IN IRAQ, BUT YOU COULD BE SITTING IN JORDAN signed a second agreement in Iraq with Summit Hotels to manage the five-star Rotana Baghdad. The 250-room hotel will be located in Baghdad’s International Green Zone; a heavily-guarded, diplomatic area in central Baghdad and is expected to open in 2012. “There are hundreds of thousands of pilgrims visiting Karbala and Najaf each year. These cities are only 70km away from Baghdad. With the current hotel supply in these cities and the short distance, Baghdad becomes the perfect place for them to stay,” says El Zyr. In fact, religious tourism has kept Iraq’s tourism industry from com-

pletely disappearing, according to Euromonitor. Iraq’s Shiite shrines have been most popular among Iranians, who can now travel freely to and from the country and made up almost all of Iraq’s tourist arrivals into the country in 2007. The organisation predicts the number of domestic tourists to Iraq will increase by three million by 2012, with the potential to boost religious tourism even further. However, Euromonitor raises the question whether Iraq’s supporting infrastructure can handle increased tourism and hotel developments. In Safir International Hotel Management’s case, the answer was no.

Rotana co-founder, president and CEO Selim El Zyr.

The Kuwait-based group signed a hotel management contract in Kabala and the property was due to open this summer, but was allegedly delayed due to construction delays and limited human resources. When Hotelier Middle East approached the group for an update on its Iraqi developments, Safir was unavailable to comment. Speaking of HR challenges, Lakhraim says, “It’s difficult to employ local staff, but you have a lot of Iraqis living outside the country who want to go back. They don’t want to stay away forever so we’re attracting Iraqis to come and run the hotels to our standards”.

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89 IRAQ

Solutions By Design New Collection 2009/10

A rendering of the Grand Millennium Sulaeimania being developed by Millennium & Copthorne Middle East and Faruk Holding Group in Kurdistan.

IRAQ IS A RICH COUNTRY THAT I BELIEVE WILL RE-BOUNCE INTO THE INTERNATIONAL BUSINESS FRONT LINE MUCH FASTER THAN ANY OF US EXPECT CHAIN REACTION In conclusion, it seems that hotel investors, owners and operators alike are undeterred by the challenges faced in Iraq, even the most significant; safety. For Rotana, “safety is always an issue and not only in Iraq. Unfortunate events have occurred in the Middle East and outside the region,” says El Zyr. “It is a fact that Iraq is a special case, but we as hotel operators will be looking after the safety of our customers and associates by taking the highest level of precaution possible,” he asserts. And with an increasingly-stable situation, Euromonitor predicts arrivals to Iraq will increase. Tourists coming from Iran, Pakistan and India are expected to grow by 6% and by 2012, 159,000 tourists are predicted to be visiting Iraq annually. It is believed 140,000 of these will be religious tourists from Iran.

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Furthermore, if Iraq promotes the religious tourism sector better, these figures could double within a year or two, and arrivals from Lebanon, Bahrain, the UAE and Saudi Arabia could also increase at a faster rate, claims Euromonitor. So while growth in religious tourism is dependent on infrastructure; most crucially the availability of hotels and transport, the positive attitude being displayed by hotel investors and operators should reflect favourably on the country’s outlook and be the catalyst needed for other services to follow. “There is a tremendous need for this market to be developed and I am sure that any opportunities there will be grabbed by the brands that know the region’s market. “Iraq is very close to us, we know the traditions and we know the needs,” concludes El Zyr. HME

Tel: +971 4 347 57 01 Fax: +971 4 347 14 71 Email: info@dubaikudos.com Web: www.dubaikudos.com Hotelier Middle East • November 2009

• Meet over 130 exhibitors from over 15 countries under a single roof. • Be the ﬁrst to discover latest product & service launches during the show. • Be part of daily seminars that are open for all. • Network, interact and ﬁnalize business deals.

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Supplier Focus • News • Analysis • Innovations • Trends

Hospitality group opens franchise overseas Dubai hospitality recruitment consultancy re-brands and expands into Mauritius CONSULTANTS Dubai-based hospitality recruitment agency and consultancy The Hospitality Company has opened its first overseas franchise office, located in Mauritius. The new office is the first step overseas for the brand and will cover hospitality industry recruitment for the Indian Ocean. The company was approached by the franchisee, which was looking for an established name to operate under in Mauritius, according to The Hospitality Company managing director Lynne Zarbhanelian. “We recruit and headhunt industry staff from all different markets and unlike some agencies, we carry out extensive interviews, write up our research and provide photo-

graphs before putting clients forward,” explained Zarbhanelian, who set up the company with joint managing director Eric van Wijk, having spent more than 12 years working in HR across hotels in the UK, Bahrain and Dubai. “The Hospitality Company in Mauritius is part of our plan to become an international company. We haven’t yet looked at other markets for expanding our franchise operation, but we will be doing so in the future,” she added. While Zarbhanelian said there was not a “huge” demand for staff from Mauritius in the Middle East, she expected this to change, especially as the two offices would be working more closely together. “People from Mauritius are known for their big smiles and being bilingual, so we expect this source

market to grow in popularity in this region.” The company also revealed that it had recently rebranded, which included the launch of a new logo and website.

REGIONAL GROWTH FOR MOLTENI GROUP Italian interior furnishings brand Molteni&C Dada has expanded in the Middle East with the opening of a Dubai showroom featuring three of its top brands from international designers working under the Molteni Brand, such as Foster&Partners, Pier Luigi Cerri, Hannes Wettstein, Michele De Lucchi and Patricia Urquiola. “The UAE is a dynamic market that yields great potential for us, particularly in light of the fact that there is a big number of projects both ongoing and complete. In addition to this, we believe that there is an abundance of savvy consumers,” said Molteni Group’s Carlo Molteni.

Joint managing director Lynne Zarbhanelian.

Permaglaze opens new showroom in Dubai Re-glazing and resurfacing company Permaglaze Property Improvements has launched its Dubai showroom displaying the company’s projects and sister company Under One Roof’s kitchens and bathrooms. Permaglaze Property Improvements has ambitious plans for the Middle East, having witnessed increased business from hotels during the global economic downturn, according to Permaglaze managing director Tony Lamb. “The trend for hotels refurbishing instead of replacing is accelerating for a number of reasons. Firstly, ripping out floor tiles, wall tiles and baths in rooms is incredibly noisy, dusty and disruptive and hotels are forced to close large parts of the hotelwhereas our process is cost effective, quick, flexible and quiet, so hoteliers lose less downtime on their rooms.

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“Secondly, more people are looking to recycle rather than replace for environmental reasons and finally, a lot of older fixtures are actually of a much higher quality than the new fittings that you can buy to replace them. Our product can rejuvenate them. Hotels are now more open to new ways of doing things to stretch ,” he added. refurbishment budgets,” any’s core One of the company’s products, Permaglaze, contains a waterproof polymer resin for nt discocovering tiles to prevent mprove louring and mould, improve appearance and save houseleaning. keepers’ time spent cleaning. The product can also bee used to rs, skirting re-glaze dark wood doors, ames to boards and window frames give a high gloss. Furthermore, Rabih Melham. Lamb said the com-

pany’s shower screens imported from the UK had been popular with hotels as they were more efficient at preventing water spillage than shower curtains and therefore reduced mould and time spent cleaning. One of the company’s recent projects was at the Jumeirah Rotana, Dubai, which had 114 hotel bath-

Tony Lamb.

rooms and the male and female health club changing rooms refurbished within 105 days, while maintaining 85% occupancy. “A lot of our hotel guests did not even notice that we had a complete renovation of the hotel bathrooms and we achieved 92% positive comments on our Rotana online guest satisfaction survey during the refurbishment period w with very few guest complaints,” rev revealed Jumeirah Rotana Dubai general manager Rabih Melhem added “The company Lamb added, has already ex expanded steadily throughout thi this year and we are continually looking for good talent. We’ll be looking towards further e expansion in 2010, starting with Abu Dhabi”. Hotelier Middle East • November 2009

SUPPLIER NEWS

SCHLICKER’S ON THE PULSE AS NEW COO Dubai-based hotel room automation systems manufacturer, Pulse, has appointed Michael Schlicker as its new chief operating officer. Schlicker has worked in the industry for more than 15 years. In his new role, he will oversee Pulse’s R&D, manufacturing and distribution, and oversee development of new cost-effective energy-management solutions. He joins Pulse from Schneider Electric SA where he held several positions, most recently VP of IS&C Control. “Michael takes on this role at a very exciting time,” said CEO Jimmy Grewal.

Security suppliers say hotels will not invest Hotels worldwide ‘not interested’ in security, butUAE properties are conscientious H SECURITY Cost-conscious hotel owners tend to C ignore chain-specific security stanig dards providing budgets only covda ering basic requirements by law, er ac according to Siemens AG Head M Market Development Board Hospita tality SVP Michael Hartmann. “For hotel operators this is partic ticularly dangerous, since a worstca scenario can seriously damage case h a hotel operator’s brand name. As the only asset owned by many ho operators these days is their hotel br brand — and no real estate — this sc scenario is particularly risky,” comm mented Hartmann.

However, Hartmann said owners and investors from the UAE are thinking along the right lines in terms of security measures; “the rest of the world is not interested”. Similarly, Al-Futtaim Technologies GM Venkat Raghavan said traditional hotels viewed security as a matter of compliance to regulatory and licensing requirements and were keen to have the bare minimum. “But over the years we’ve seen a mindset change, with increased threat perceptions”, he said. Axis Communications ME regional man-

ager Baraa Al Akkad added: “There have been new standards and regulations to improve hotel security and equip them with the latest technology. Last year, Dubai Police introduced a guideline for hoteliers in the UAE, including details on where to install a camera, the storage period etc.” Siemens’ Michael Hartmann.

Philips plans to turn light out on energy-eating solutions by 2016 Michael Schlicker has 15 years’ experience.

ARTE VIVO LAUNCHES Arte Vivo, part of Pacific Traders & Manufacturing Corp (PTMC), will launch new collections at Index Interior Design Show 2009, in Dubai from November 14—17. The company will showcase bedroom collections by Valeriano Padilla — Bianco and Nero settee collections, plus the Corsica Outdoor range by Bernice Montenegro. “The brand has its own manufacturing facilities in the Philippines, which produce some of the best brands in the world,” said Arte Vivo managing director Mike Pass. Furthermore, Arte Vivo will open a showroom and office in Dubai and plans to expand in Abu Dhabi by 2010.

November 2009 • Hotelier Middle East

Royal Philips Electronics (Philips) will “unilaterally phase-out incandescent lamps in the GCC”, starting with 100W and higher incandescent light bulbs from September 1, 2010, the company has announced. This would be followed by 75W lights in 2012; 60W in 2014 and in 2016; 40W, 25W and 15W to reduce energy consumption and carbon emissions by supporting the switch to energy efficient lighting solutions. “Estimates show that two thirds of the world’s light bulbs are based on older, less energy efficient technologies. Significant savings can be made in terms of energy consumption, carbon emissions produced and costs by switching to energy efficient solutions,” said Royal Philips Electronics VP and chief executive officer of Philips Middle East Louis Hakim. One of Philips’ first partnerships is with InterContinental and Crowne Plaza Dubai Festival City, which is replacing its entire exterior lighting display with a more energy efficient LED -based system. Along with the iconic exterior lights of the hotels, Philips will replace all of the internal 35,000 light points, from hotel rooms, suites and public areas. The new LED, CFL-I and energy sav-

Philips has partnered with InterContinental and Crowne Plaza Dubai Festival City.

ing halogen lamps are expected to save 80% on energy, with a lifespan of 22times that of the previous lighting. “This new dynamic project fits perfectly in line with the green initiatives that the hotels already have in process, including an aggressive recycling programme of all hotel waste, the Lexus LS600 hybrid cars used for guest transfers, and the annual ‘Whatever Floats Your Boat’ competition that raises money for local environmental charities through a recycled boat race across the Dubai Creek,” said InterContinental Residence Suites manager Tom Lord.

Philips’ phasing-out campaign is one of a number of initiatives from the company; others include energy efficiency education programmes rolled out in schools and customised workshops for lighting designers and consultants, as well as end users. Louis Hakim.

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SHOW PREVIEW

Bring and buy Reed Exhibitions show manager Naji El Haddad explains how the second annual Equip’Hotel Middle East event at Abu Dhabi National Exhibition Centre (ADNEC) has grown in 2009

SHOW MANAGER When and why was Equip’Hotel introduced to Abu Dhabi? Equip’Hotel Middle East (EHME) was introduced to Abu Dhabi in 2008 because we saw there was a need for a hospitality show in the emirate, given the growth in the number of hotels, and the equipment and services demanded by both existing and new hotels due to the high standards they are accustomed to providing. What sets Equip’Hotel apart from other trade shows for the hotel industry? EHME, unlike other similar trade shows, covers the entire hospitality industry spectrum. In particular, those participating at Equip’Hotel benefit from our unique Hosted Buyers Programme, which facilitates solid business deals. We work hard prior to the event to identify real business opportunities with specific project owners and procurement representatives and then help them by

facilitating meetings with relevant suppliers and service providers.

and project owners, with a definite intention to purchase, to the show.

How much has Equip’Hotel grown from 2008 to 2009? In 2008, the show was held in one hall whereas this year, EHME will occupy two halls of ADNEC filling a gross space of 9000m².

Can you provide details of the key focus for this year’s show? Equip’Hotel Middle East 2009 edition will focus on three key sectors — Hotel & Resorts, Restaurants & Cafés, and Pools & Spas. The main incentive for participants is to improve return on investment, especially in this economic climate. We will be focusing on daily seminars which participants can enjoy for free. These seminars are open to all and exhibitors will have the opportunity to showcase their latest products and technologies. The seminars are unique and part of our commitment to continuously improve our events.

How many exhibitors are you expecting and where from? We are expecting more than 150 exhibiting companies from 15-plus countries including UAE, Germany, Oman, Kuwait, Saudi Arabia and Bahrain to name a few. They come from all across the globe. We have already confirmed exhibitors coming from Lebanon and the Philippines and have also witnessed strong interest from European exhibitors in Germany and Italy among others. This is in addition to buyers from the GCC region. How many visitors are you expecting? We are expecting significant numbers of visitors, but more importantly, we are expecting quality buyers, who have already confirmed their attendance. Our exclusive Hosted Buyer Programme has been designed to bring procurement representatives

What type of hoteliers should attend Equip Hotel? Exhibitors at Equip’Hotel Middle East will include companies from across the entire industry segment representing 14 sectors, including building layout and fitting products, tableware, laundry, coffee making and bar equipment, hotel and restaurant concepts, food and beverage, vending, kitchen equipment, linen and professional wear, furniture and design, guest amenities, spas, bath-

US $6.3 MILLION Worth of business expected to be procured at Equip’Hotel Middle East 2009 November 2009 • Hotelier Middle East

room and wellness, and sound and lighting technologies. Visitors at the show will include buyers from international hotel groups, officials managing hotels, apartments and tourist facilities, restaurant and catering operators, chefs, distributors, importers, wholesalers, related educational institutions, government authorities, investors, promoters, developers, design and planning consultants, architects and interior decorators. What benefits does Equip’Hotel offer to its exhibitors? EHME provides an ideal platform for hospitality industry leaders to close business deals. They also have the opportunity to announce and showcase their latest products and services throughout the exhibition by conducting daily seminars. Exclusive products launches will be announced at the show. EHME exhibitors will benefit as well from the access to upcoming Middle East tenders and projects. In addition, they get an exclusive 10% discount on MET membership fees. What do you see as the current trends in the hospitality supply market in the Middle East? New technologies are going to be playing an increasingly significant role in the hospitality industry I believe. The industry requirements have changed and the hospitality suppliers are trying to cater to these new needs and provide full technological solutions. HME

DATE FOR THE DIARY November 9-11 Equip’Hotel Middle East 2009 Abu Dhabi National Exhibition Centre Abu Dhabi, UAE www.equiphotelme.com Equip’ Hotel Middle East 2009 has increased in size and will be held in Halls 10 and 11 at ADNEC,Abu Dhabi.

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SHOW PREVIEW

Exhibitor highlights at Equip’Hotel 2009 Suppliers reveal their reasons for exhibiting in Abu Dhabi and outline their aims for the event

LA VIE HOSPITALITY SOLUTIONS

BAAL

Details: www.baal.com.lb Lebanon-based amenities supplier Baal, which manufactures unique products under the Baal, Baal Artisans and B Designs labels, decided to exhibit at Equip’Hotel “because of the promising driving force of Abu Dhabi’s hospitality industry”. Baal Artisans managing director Khajak Krikorian says that although the audience won’t be “that different” to that at The Hotel Show in Dubai, at which he exhibited earlier this year, it was still necessary to be a part of Equip’Hotel. “We might expect to find recently-embarked companies in the business,” says Krikorian.The company will be presenting its “new environmen-

tally green items” at the show and hopes that its presence will contribute to the company’s plans to further develop its reputation. Although the main challenge this year was the “postponement” of projects, Krikorian is hopeful of recovery soon. “We have been seeing a big comeback in Lebanon and expect to see it soon in the GCC, hints of which were obvious in the last quarter of 2009.” In addition to targeting the UAE, KSA, Qatar and Lebanon, the company is also working with the European Union to complete quality control management programmes by 2010.

REEM ASIA Reem Asia director Murali Nair says he will be exhibiting at Equip’Hotel in order to reach project managers working in Abu Dhabi and focus on networking and relationship-building. The UAE-based company will be displaying its selection of “high-end branded table top products”, such as fine bone china from Narumi Japan and cutlery and tableware collections from Greggio, Italy.

Other product lines from Reem Asia are buffet counters, food service, housekeeping and front-office trolleys, and banqueting equipment, with branded ranges including Evinoks from Turkey and Izabel Lam from New York Nair says the company is also promoting its brands in Oman, Kuwait, Bahrain and Qatar and predicts signs of improvement in the region’s hospitality sector from Q3 of 2010.

Details: www.reemasia.com

TEXLYNX Texlynx president H. Imran Lateef says it is important to exhibit at Equip’Hotel to form new contacts with Abu Dhabi hoteliers. “We are expecting all new hotels around Abu Dhabi which are coming up within the next 12 months to attend this show,” says Lateef. “Sales at a show are not important, however, relationships are,” he adds. Laateef says an exhibition is the best method for launching a product and Texlynx will be presenting a new anti-bacterial treatment in col-

laboration with a Canadian company and a brand of cotton from Africa. The company recently teamed up with a new partner in the UAE, La Beaute from UAE national and designer Najat Al Redha, who has come on board as Texlynx’s director and regional head. It has also taken on Adoreable Linen from a designer in Holland. Having expanded into Dubai with a new office,Texlynx is now looking to start hospitality divisions in Spain, Denmark, Canada and the US, reveals Lateef.

La Vie Hospitality Solutions managing director Raed Suwan is confident that the company will reach a different audience at Abu Dhabi’s Equip’Hotel compared to at similar shows in Dubai. “We decided to exhibit at Equip’Hotel this year in order to introduce our new and very exclusive lines of products and brands for hotel concepts,” says Suwan, who believes Abu Dhabi buyers are on the lookout for new brands. La Vie Hospitality Solutions’ product ranges include Lanvin, Chopard, Hydro Basics, Gior-

gio Armani (VIP and Executive), U Be Touched Spa Products, and a new line from Walkure. Suwan says the company will be looking to sign “a new client for turnkey solutions totally for hotel projects” at Equip’Hotel. As well as the UAE, he says La Vie Hospitality Solutions is targeting “Qatar, Kuwait, and Saudi Arabia because these are some of the progressive cities and they have the vision to bring investors from different destinations worldwide”. He predicts that the market will have made a recovery within two years.

Details: www.lavie-uae.com

A. RONAI A.Ronai is increasing its presence at Equip’Hotel this year in order to target the Abu Dhabi market and meet demand from the capital’s hoteliers. A.Ronai LLC managing director Gavin Dodd says: “We had a small stand at Equip’Hotel last year and were disappointed with the turnout, but Abu Dhabi is a very important market for us so we are exhibiting again with a much bigger stand. “While the rest of the world is happy with one show per year per country it seems that people in the Middle East will only visit the shows that are close to them. In Europe and in the US, consumers go to shows for two or three days and make events out of them, however, in the Middle East the custom seems to be that you just pop into a show for a couple of hours. We therefore hope to see more customers from Abu Dhabi,” adds Dodd. In terms of plans for the show, Dodd says: “We will be exhibiting Terremesa, a new product from Steelite International which has the look of stoneware but all the durability of our core product including the five-year chip warranty.

“We will also be exhibiting our LED lamps from Ambiflame, which since their launch in the UAE in June have been a phenomenal success.” Other success stories for A.Ronai in 2009 have been with Steelite and Simon Jersey and uniform designer David Sprakes will be available at Equip’Hotel to talk through individual design ideas with customers. “With Steelite, we managed to supply six of the new hotels in Yas Island and we have clothed two of them with Simon Jersey products. “We also recently signed a contract with flydubai for the design and manufacture of their uniforms,” reveals Dodd. While 2009 has “clearly been a challenging year, with the most difficult aspect being payment from customers”, Dodd says he feels that “signs of recovery are already beginning to become apparent”. Future plans for the company include looking at targeting Saudi Arabia through a partner in the country and the possibility of opening another office in the GCC.

Details: www.ronai.co.uk

Details: www.texlynx.com November 2009 • Hotelier Middle East

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SUPPLIERS

Bon brew Boncafe Middle East CEO Tony Billingham explains why good after-sales service is the essential ingredient for maintaining reputation and clients in the coffee supply market COMPANY PROFILE hile the coffee supply market in the Middle East grows year on year, there are still only a handful of brands that offer a full coffee-management programme, according to Boncafe Middle East CEO Tony Billingham. “Our focus is to be a specialist roaster of gourmet coffees, and a service and maintenance company that provides clients with exceptional before- and after-sales support as well as 24-hour technical assistance,” Billingham says. “Coffee quality depends on regular machine calibration, preventative machine maintenance, coffee knowledge and barista training.” Having spotted a gap in the market for a service-orientated provider of quality Aribica coffee blends, Billingham brought the concept to the region through the establishment of Boncafe Middle East in 2003. Now the company has a team of 35 employees and ambitious expansion plans for the GCC and wider Middle East. In addition to coffee, products that have proven popularinclude coffee-making equipment and Torani syrups, smoothies, Bon Chocolate and Bon Ice Teas.

November 2009 • Hotelier Middle East

And the company must be doing something right as Billingham says it is sustaining its existing client portfolio and continuing to obtain new customers in spite of a number of cancelled hospitality projects in the region that affected suppliers. In fact, the biggest challenge is ensuring that the coffee is well maintained even after it is out of the company’s hands. “Coffee quality consistently needs to be managed and is very much the responsibility of the client to maintain. We can sell the highest-quality coffee, but if customers don’t use fresh beans, don’t clean their coffee machines or incorrectly prepare beverages, it has a direct effect on our reputation as a supplier. “We’re constantly monitoring our clients for quality and offering ongoing training, which can be a challenge with staff turnover and ever-changing developments within

hotels, but it is essential that we continue to monitor quality and a fundamental part of our business,” he adds. And offering this education involves staying close to clients. “Client relationships and loyalty is a priority and as every client’s needs are different we manage each hotel depending on their individual requirements. We ensure that we are in regular correspondence with the hotel management to implement continuous training and quality assessment and offer assistance and support with promotions and events,” explains Billingham.

In return, hotel managers receive the consultation needed to ensure they have a tailor-made package that suits requirements and budgets. “Coffee is a core commodity to every hotel and catering establishment so general managers should be interested in and involved with the chosen coffee supplier. “We deal with all levels of management, including directors, GMs and procurement officers. Coffee appreciation and taste is a very personal preference, so it is only right that it should be a consolidated decision,” concludes Billingham. HME

ABOUT BONCAFE MIDDLE EAST’S CEO

COMPANY INFO

UK-born Tony Billingham moved to Saudi Arabia in 1983, where he spent eight years working in commercial kitchen design, specialising in F&B concepts in the Middle East. After later moving to Dubai with the intention of creating an advanced coffee and service-orientated concept, Billingham met with Boncafe Thailand and formed Boncafe Middle East.

NAME: Boncafe Middle East LLC HEAD OFFICE: Arcade Building, Garhoud, Dubai ESTABLISHED: 2003 TEL: +971 (0)4 282 8742 FAX: +971 (0)4 282 8743 EMAIL: info.boncafeme@boncafeme.ae WEB: www.boncafeme.ae

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Hotelier Middle East â&#x20AC;˘ November 2009

SUPPLIERS

100

Addressed to impress FITTED OUT n addition to its leisure facilifacili ties, The Address Dubai Marina features a Constellation Ballroom and business facilities designed to help the brand expand its market share for meetings and events. “The hotel’s target clientele includes the Dubai Marina and surrounding areas, and guests from Abu Dhabi. In addition, we will look at the wider GCC and Middle East region as well as targeting Europe, Brazil, Russia India and China,” says The Address Hotels + Resorts area director of catering and conference services Alma Au Yeung. The ballroom is the focal point of the hotel’s MICE facilities, complemented by 15 additional meeting and event venues all named after different constellations. Located on the fourth floor of the hotel, the ballroom has direct access from the hotel lobby and has been contemporarily designed, with floorto-ceiling windows throughout. Divisible into three sections, each part contains a motorised dropdown screen and projector, and a larger screen and projector is available for when the ballroom is being utilised for one function. The 600m² foyer provides a spacious location for a pre-dinner cocktail reception or exhibition, but one of Hotelier Middle East’s favourite features is the outdoor terrace that surrounds the ballroom and overlooks the marina. Other technological features include an audio visual system, with individual control room and a remote control panel for discreetly adjusting curtains and lighting. A digital signage system enhances branding opportunities on a 46” LCD screen. Yeung says the ballroom’s signature features include an abundance of natural daylight, rooms with balconies, a centralised coffee-break area with daily rotating menus and an events concierge desk located on the conference floor. HME

November 2009 • Hotelier Middle East

The Address Dubai Marina’s Constellation Ballroom and extensive meetings facilities are destined to attract corporate stars from the many businesses in the surrounding area

LCD SCREENS AND IT HARDWARE Each of the hotel’s meeting rooms contains a 55” LCD screen from Samsung and the ballroom features a digital signage system with a 46” TV screen.

CHANDELIERS These grand-looking chandeliers have been supplied by Preciosa.

CARPETS These eye-catching carpets were supplied by UAE-based Al Aqili Flooring.

xxxxx

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101 SUPPLIERS

BANQUET TABLE SOUND SYSTEM It’s a good job the partition walls are sound-proof considering this modern sound system from Zio Technologies.

The banquet table from Choices General Trading LLC has been elegantly dressed. While from different suppliers, the table cloth (Allied Enterprises), banquet underlay (Silver Arcade Linen) and napkins (Everstyle Trading) complement each other perfectly.

KEY SUPPLIERS Preciosa Gulf FZCO — Czech Republic www.preciosa.com Murad Enterprises LLC www.murad.ae Newmarket International Ltd. www.newmarketinc.com Indigo living — Hongkong Banqueting and meeting room FF&E www.indigo-living.com

MEETING BLOTTER This simple but stylish blotter is one of Murad Enterprises’ creations.

Allied Enterprises LLC www.chalhoubgroup.com Silver Arcade Linen LLC www.satlinen.com Everstyle Trading LLC www.everstyleuae.com Choices General Trading LLC www.sico-choices.com Samsung Korea www.samsung.com Digi Glass — Australia Onyx glass www.digiglass.com.au Al Aqili Flooring — UAE www.aqili.com LCL Interiors— Malaysia Fit out and installations www.lclgroup.com.my Telematics — UAE IT systems and installations www.telematics.ae

DELPHI DIAGRAM Newmarket International was instrumental in the planning stages having supplied the Delphi diagram.

Cinmar Lighting dimming Tel: +971 (0)50 529 1829 / +971 (0)50 246 9021 Zio Technologies Tel: +971 (0)50 459 6425

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A safe bet Investing in smart security is not just about adhering to government regulations; here three experts reveal how the right system can increase revenue and protect a brand name AL-FUTTAIM TECHNOLOGIES Hoteliers in the Middle East are increasingly looking at security systems as an essential tool for providing guest satisfaction and the comfort of feeling secure, according to Al-Futtaim Technologies general manager Venkat Raghavan. “Regulatory authorities constantly review and update requirements for security systems being implemented by hotels; this is an ongoing exercise and sets standards for hotels to follow. These standards follow best practices in line with

using advanced video analytics can help hotel operators extract better returns on investment and performance from their existing or planned CCTV infrastructure. Such solutions can be incorporated into existing CCTV infrastructure and are scalable, meaning they can easily be enhanced based on changes to threat levels or regulatory requirements. “The system acts as a brain (artificial intelligence) behind the eyes (CCTV cameras). The platform is configured to detect and identify

SURVEILLANCE SYSTEMS ARE MOSTLY BEING USED AS REACTIVE TOOLS TO REVIEW INCIDENTS RATHER THAN AS PROACTIVE PREVENTION TOOLS threat assessment and are required objects of interest, such as people in most cases,” says Raghavan. and vehicles; track them to deter“In the past, most hotels viewed mine if they pose a security threat security features and investments according to predefined rules — for as a matter of compliance to regula- example perimeter breach, a bag tory and licensing requireleft behind or counter flow ments and were keen to of traffic — and subsehave the bare miniquently alert personmum. However, nel in the field via over the years we predefined devices Al-Futtaim Technologies have witnessed this such as an alarm, Tel: +971 (0)4 397 7800 mindset change telephone or email Email: aftech@alfuttaim.ae — especially with for example,” Web: www.alfuttaimtechnoloincreased threat asserts Raghavan. gies.com perceptions,” RaghaFurthermore, van explains. Raghavan adds that Traditional video suradvanced solutions can veillance systems are mostly also be leveraged as operational being used as reactive tools to and productivity enhancement review incidents rather than as tools to monitor on-duty staff, reguproactive prevention tools, accord- late parking flow, and to recognise ing to Raghavan. However, intel- and record number plates; avoiding ligent video surveillance systems manual-entry registers for example.

RAGHAVAN’S TOP TIPS 1. Make regular professional risk assessments and security system audits 2. Opt for a scalable system to accommodate new enhancements or requirements 3. Ensure in-house staff are trained on basic trouble shooting and maintenance 4. Ensure a proper service level agreement is in place 5. Consider lifetime value of the system rather than just initial cost outlay

PRODUCT HIGHLIGHTS

CONTACT:

November 2009 • Hotelier Middle East

Al-Futtaim Technologies represents brands such as Panasonic, Bosch, Miditec and Singapore Technologies. The company recommends its intelligent

video surveillance equipment, marketed as a “proactive” solution, unlike older CCTV models, which are generally only responsive to security breaches.

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CONTACT:

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AL AKKAD’S ADVICE 1. Consider brands, overall costs and who will install the system 2. Opt for a supplier with technical experience, references and open standards 3. Suppliers should also offer a service to conduct onsite and lab tests 4. Ensure replacement parts are readily available and warranties are in place 5. Network video products and systems are easier to manage and maintain

PRODUCT HIGHLIGHTS

Axis Communications provides network video products and solutions specifically designed for hotels. Its latest products include cameras, encoders and network video recorders

with H.264 and HDTV, and can meet customer requirements for easy integration with other security systems and high return on investment, according to the company.

Hotelier Middle East • November 2009

PRODUCTS

AXIS COMMUNICATIONS ME errors, provide new possibilities for New standards and regulations creating better video encoders that implemented by UAE governments enable higher-quality video streams, have improved hotel security and in higher frame rates and higher resomost Middle Eastern countries mea- lutions at maintained bit rates when sures meet international standards, compared with previous minisays Axis Communications regional mum standards. manager Baraa Al Akkad. As a result, Axis Com“Last year, Dubai Police intro- munications has seen an duced a guideline to hoteliers in the increase in sales for its UAE, which included details on advanced security systems where to install a camera, the in the Middle East. storage period and the “Our open stanminimum video frame dards help system rate required. integrators to pro“In addition, the vide total security Axis Communications Ministry of Abu solutions with a Tel: +971 (0)4 609 1873 Dhabi recently wide range of netEmail: Baraa.alakkad@axis.com ruled that all work video camWeb: www.axis.com security systems eras and encoders installed in hotels based on H.264 comshould be H.264 compression, high-definipliant. H.264 is an open, tion TV quality, unique licensed standard that presents a designs and specifically develhuge step forward in video compres- oped discreet solutions that are ideal sion technology,” says Al Akkad. for hotels and resorts, such as AXIS What this means is that the solu- M3011 and P33 series cameras,” Al tions offer improved resilience to Akkad explains.

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SIEMENS BUILDING TECHNOLOGIES — SECURITY SOLUTIONS A worst-case security threat scenario can seriously damage a hotel operator’s brand name, says Siemens AG Head Market Development Board Hospitality SVP Michael Hartmann. “Since the only asset owned by many hotel operators is their brand — and no real estate — this scenario is particularly risky,” he adds.

sional expert systems via remote security service centres. “However, only owners and investors from the UAE are thinking along these lines. “The rest of the world is not interested. Outside of the Middle East, people have a false sense of security,” asserts Hartmann. Furthermore, investment in security products is not the only issue. The main hurdle is the lack

PRODUCT HIGHLIGHTS Siemens has experience in varied markets, including hotels, and much of that experience can be used to develop integrated solutions. The company recommends highly intelligent security systems, which can give staff electronic instructions and control all relevant building automation systems in

an emergency, such as turning off the air conditioning systems, opening fire doors, opening smoke extraction vents for smokefree stairwells, activating emergency lighting, activating CCTV systems for locating the sources of danger, individual and logged evacuation announcements, detailed information for rescue services etc.

OUTSIDE OF THE MIDDLE EAST, PEOPLE HAVE A FALSE SENSE OF SECURITY Like Al-Futtaim Technologies, of appropriate security processes, Siemens has observed compla- according to Hartmann. cency among hoteliers worldwide, He refers to the inter-link between but Hartmann highlights forward security equipment and processes to thinking among Middle protect people and assets East hotels. “While in real time, saying international hotel in a case of a guest operators usually being harassed, for Siemens Building Technologies have higher stanexample, there are — Security Solutions dards than those usually no people Tel: +971 (0)4 366 0631 prescribed by law professionally Email: samir.borkar@ ndle for their passive trained to handle siemens.com security systems, such situaWeb: www.siemens.com/ including CCTV, tions, even if buildingtechnologies intrusion detection certain tasks and higher-level secuare outsourced rity processes, unfortuto security profesnately hotel investors and owners sionals. often ignore chain-specific stan“If I were a hotel GM, I dards for cost reasons and provide would set up an exercise where a budgets that only cover the mini- person infiltrates a regular hotel mum required by law,” he says. operation with the specific “We have highly-sobrief to initiate securityphisticated, dangerrelevant situations to management systems gauge the response. today, particularly I guess the result at airports. Parts will be an ideal eye of them could be opener to idenimplemented in tify serious secularge hotels or conrity gaps,” says nected to profesHartmann.

CONTACT:

HARTMANN’S RECOMMENDATIONS 1. Choose suppliers with references/certified products and consider local regulations 2. Look out for false alarm guarantees and extended maintenance contracts 3. Fire and life security products usually have a lifecycle of up to 30 years so make sure your chosen supplier is financially secure and will be around for that long 4. Opt for products that can be connected to other Building Management Systems 5. Choose companies that can establish or outsource security processes and offer round-the-clock cover

November 2009 • Hotelier Middle East

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HOTELS & RESTAURANTS DIVISION

SARA HOTEL & RESTAURANT DIVISION Salah Al-din str., P.O. Box: 5293 Dubaiâ&#x20AC;&#x201C;UAE Tel: +971 4 2659191, Fax: +971 4 2659292 Email: sarahr@saragroup.com

Spectra: Bringing individuality to the next level â&#x20AC;&#x201C; day in & day out Taste is unique to all of us. Even more so when talking about coffee. It lies within the capabilities of a great machine to evoke the sheer endless product variety it enholds. Combine this unimaginable level of enjoyment, paired with versatility that could previously only be dreamt of, in one great looking piece of art. May your wishes become reality â&#x20AC;&#x201C; with Spectra. Astonish your guests with this ďŹ&#x201A;exible and sleek looking machine.

The partner at your side all across the Middle East: Franke Kaffeemaschinen AG Franke-Strasse 9 4663 Aarburg Switzerland Phone +41 62 787 36 07 Fax +41 62 787 30 10 www.franke.com

The art of excellent coffeemaking

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Product guide: Raising the bar Hotelier Middle East’s guide to the suppliers that can help hotels get the best out their bars

UAE contact: Classic Fine Foods Tel: +971 (0)6 534 4554 Email: maxime@classicfinefoods.ae Web: www.eurocave.com Outside UAE contact: EuroCave Tel: +33 (0)4 72 43 3900 Email: fbonnier@eurocave.com Web: www.eurocave.com

WINE WINNER Practical, ergonomic and attractive, Dual Zone from EuroCave Professional is the first two-temperature, wine-serving cabinet to be equipped with the latest NeoFresh technology. The unique NeoFresh system creates a similar environment to that found in a natural wine cellar, which presents optimal wine storage conditions, according to the manufacturer.

Classeq Tel: +44 (0)870 224 7288 Email: feedback@classeq.co.uk Web: www.classeq.net

CRYSTAL CLEAR Classeq’s Duo glass washers include new integral chemical dosing pumps and control lights, which together save space and make machines easier to use and service. Pumps administer exactly the correct amount of detergents and rinse aid to reduce waste and Duo models are double-skinned throughout making them quieter and cooler to touch. With fast cycle times of two minutes and wash capacities from 16 to 25 pint glasses, the Duos are ideal for busy bars.

Precision Tel: +44 (0)1842 753 994 Web: www.precision-refrigeration. co.uk/s114/Glass-Froster.html

FROSTY RECEPTION Precision has launched the GFS 600 Glass Froster, a back-bar freezer cabinet suitable for a range of cocktail glasses. The froster is designed to fit neatly alongside Precision’s Heavy Duty and Retro ranges of back-bar refrigeration, with a standard 600mm width and 905mm height. It can hold around 80 small wine glasses or half-pint glasses and features electronic temperature control and blown-air refrigeration. It can chill glasses to below freezing quickly. The cabinet features a stainless steel, wipe-clean door, with stainless steel grid shelves inside. An automatic defrost facility with self-vaporisation of waste water eliminates the need for a drain.

ICE GIANT Manitowoc has launched its latest Quadzilla S-3300 ice machine, with an output of up to 1506kg of diced ice and 1533kg of half-diced ice in 24 hours. The large output is achieved through the machine’s four integrated evaporators. The diced ice produced is an all-purpose standard cube that is hard, clear and long-lasting. Meanwhile, the half-diced ice is kind to blender blades, making it great for cocktail bars and food preparation purposes.

Classeq Tel: +44 (0)870 224 7288 Email: feedback@classeq.co.uk Web: www.classeq.net

For more information about Hotelier Middle East suppliers contact hotelier@itp.com or +971 (0)4 435 6272. For distributor details see page 118.

November 2009 • Hotelier Middle East

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S.Pellegrino and Acqua Panna are exclusively distributed by Horeca Trade LLC - the preferred and reliable foodservice provider in the UAE. Tel: 00971 4 340 330 - Fax: 00971 4 340 3222 - mail @ horecatrade.ae www.horecatrade.com

PRODUCTS

108 Cambro Middle East Tel: +971 (0)50 459 8246 Web: www.cambro.com

FAKING IT The sleek new Chicago Cambar from foodservice industry supplier Cambro Manufacturing offers all-weather durability and a dent-free design. The mobile bar features an easy-to-clean design and is made from stainless steel-look plastic, which means there is no need for expensive stainless steel cleaning agents, according to manufacturers. EverStyle Trading L.L.C â&#x20AC;&#x201D; supplier of Eisch Glaskultur Tel: +971 (0)6 531 4106 Fax: +971 (0)6 531 4460 Email: estdxb@eim.ae

DC Catering Tel: +44 (0)1749 870 055 Web: www.directcateringproducts.co.uk

CLASSY GLASS The latest innovation from Germany-based supplier, Eisch Glaskultur, is its Breathable Glass range. The glasses, produced in lead-free crystal glass, undergo a special oxygenating treatment that gives the glass its unique properties. Wine poured into a Breathable Glass will show signs of aeration after just two to four minutes, with equivalent results for the same wine had it been decanted and aerated for one to two hours, according to Eisch Glaskultur.

ICE AGE The DC range of granular ice machines is designed for fast production and has a high-storage capacity. The self-contained icemakers are available in three sizes that can store 20kg, 30kg or 40kg of granular ice and promise a high output from a minimum amount of space. The smallest model, the DCG90-20A, can produce up to 90kg of granular ice in a 24-hour period and is 496mm wide by 660mm deep. The ice is stored in an insulated, easily-accessible 20kg top bin and the motor housing situated beneath the machine is accessed from the front for easy maintenance. The slightly taller DCG90-30A has the same ice-making capacity as the 20A model, but can hold up to 30kg of ice in the top storage bin for busier operations. For more ice, DCG150-40A can churn out 6.25kg per hour, constantly replenishing the 40kg storage bin. The wide (741mm) cabinet is also the tallest in the range at 925mm but still runs off a 13amp plug like the smaller models. All three units stand on 150mm legs for easy cleaning.

For more information about Hotelier Middle East suppliers contact hotelier@itp.com or +971 (0)4 435 6272. For distributor details see page 118.

November 2009 â&#x20AC;˘ Hotelier Middle East

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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

Torlys Tel: +971 (0)4 341 3484 Web: www.torlysme.com TORLYS Canada-based Torlysâ&#x20AC;&#x2122; leather floors come with a backing layer of cork, which acts as a natural insulator and provides comfort, warmth and reduces noise. Now available to hotels in the Middle East, the hardwearing floors exceed California Indoor Air Quality standards; among the most stringent in the world, says the supplier. Hoteliers can opt for a range of flooring options, such as leather tiles or planks and the product includes a 25-year warranty.

Aromatherapy Associates Tel: +971 (0)4 391 8061 Email: janette@aromatherapyassociates.com Web: www.aromatherapyassociates.com AROMATHERAPY ASSOCIATES Treat guests to the Rose Body Ritual gift box, which includes amenities featuring plant extracts of shea butter and primrose oil blended with rose essential oil. The set includes Renew Body Wash (200ml), Renew Rose Hydrating Body Gel (200ml), Renew Rose Massage & Body Oil (100ml) and Renew Rose Body Cream (200ml), and is one of a number of launches from The Product House.

Andrew Morgan Collection Email: theresefoot@yahoo.co.uk Tel: +971 (0)50 653 5231 Web: www.morgancollection.com

ANDREW MORGAN COLLECTION Andrew Morgan Collection has launched aromatherapy-infused, ecofriendly textiles available in its AmiVert fabric and Samoa-Juno microfibre blend. Polymeric microcapsule shells containing fragrances are infused into textiles, such as throws, robes and towels, and movement causes the capsules to gradually release the aroma. The aromatherapy collection will feature three fragrances including: Euphoria; a Mediterranean bouquet, Paradis; containing notes of citrus, floral and cardamom, and Aphrodisia; a sensual and soft fragrance. The scent lasts approximately 25 washes, after which items can be reinfused with stand-alone fragrances available in a variety of sizes.

Palintest Ltd Tel: +44 (0)191 491 0808 Email: sales@palintest.com Web: www.palintest.com PALINTEST Water analysis company Palintest has developed its new Pooltest 3 and Pooltest 6 photometers for onsite pool water quality testing. The new products are more accurate using narrow band filters and offer increased path length for measurement to enable greater resolution at low concentrations for better precision, according to the supplier. A four-button interface, clear LCD screen and a universal symbol set spanning different languages increases ease of use. Both new Pooltest products are waterproof, have a battery life of approximately 24,000 readings and come in a choice of carry cases.

For more information about Hotelier Middle East suppliers contact hotelier@itp.com or +971 (0)4 435 6272. For distributor details see page 118.

November 2009 â&#x20AC;˘ Hotelier Middle East

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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

Torlys ME Tel: +1 647 401 5346 Web: www.torlysme.com TORLYS Canada-based Torlysâ&#x20AC;&#x2122; leather floors come with a backing layer of cork, which acts as a natural insulator and provides comfort, warmth and reduces noise. Now available to hotels in the Middle East, the hardwearing floors exceed California Indoor Air Quality standards; among the most stringent in the world, says the supplier. Hoteliers can opt for a range of flooring options, such as leather tiles or planks and the product includes a 25-year warranty.

Andrew Morgan Collection Email: theresefoot@yahoo.co.uk Tel: +971 (0)50 653 5231 Web: www.morgancollection.com

For more information about Hotelier Middle East suppliers contact hotelier@itp.com or +971 (0)4 435 6272. For distributor details see page 118.

November 2009 â&#x20AC;˘ Hotelier Middle East

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111 PRODUCTS Dedon International Contract Department Tel: +34 93 208 0903 Email: contract.export@dedon.es Web: www.dedon.de

Figgjo AS Tel: +47 97 54 28 99 Web: www.figgjo.no FIGGJO AS Figgjo AS has launched 10 new white tableware ranges for restaurants. The collection includes Figgjo’s ‘A4’ range, featuring plates with a characteristic upward curve enabling new decoration opportunities and ease of handling. Other additions to the company’s collection include Figgjo Flat; suitable for different courses or as a side dish and new products inFiggjo Arena Form range.

TECHNOGYM Fitness equipment supplier Technogym has launched the new Vario exercise machine, which allows leg movement to automatically adjust the equipment trajectory. This enables each user to be able to find the most suitable stride, which can reduce fatigue while guaranteeing maximum calorie expenditure. Also new to the Middle East is Technogym’s Group Cycle indoor exercise bike; described as “the indoor revolution of professional Italian road bikes”; the Excite+ cardiovascular equipment range offering nine different movements; and Club 2.0; a membership system said to increase member satisfaction and retention.

DEDON The Pier Collection from Dedon offers dining tables that are available in six different sizes and bar tables in three sizes, suitable for hotel terraces, private balconies, or beside the beach or pool. The woven central part of the table is available in blue, bronze, carbon, chalk, green, orange, platinum, red, sand, java, yellow, natural and sea-grass, and each Pier table can be made to match any Dedon furniture. The company also presents its Dedon Outdoor World range, which includes parasols in white or silver, with a classic design in easy-care parasol fabric for outdoor use. The fabric is coated to provide UV-protection and enhance dirt-, water- and dust resistance. The pulley system requires minimum effort and its anchor base is made of galvanised flat steel, featuring a safety closure for extra stability.

Technogym Email: infouae@technogym.com Web: www.technogym.com

For more information about Hotelier Middle East suppliers contact hotelier@itp.com or +971 (0)4 435 6272. For distributor details see page 118.

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Hotelier Middle East • November 2009

November 2009 â&#x20AC;˘ Hotelier Middle East

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• News • Analysis • Innovations • Trends

Industry firsts unveiled at GITEX Suppliers launch new hospitality tech solutions at show

IPTV Forum Middle East & Africa to be held in Dubai

Hospitality was a key focus area at the 29th GITEX Technology Week 2009, with a number of new hospitality suppliers and products exhibited at the show which was held in Dubai. Among them was Malaysian-based Cuscapi Berhad, which exhibited for the first time showcasing its food and beverage management solution, Transight. Comprising five integrated modules: Point-ofSale, Manager, Headquarter, Centralised Call Centre and Enterprise Customer Loyalty Management, the solution is able to connect customers, outlet operations, suppliers and management through its internet-based network. “Through this regional participation, we are able to play up our presence in the Middle East, which is one of our focus markets,” said Cuscapi Berhad CEO Danny Leong. Meanwhile, Panasonic exhibited its new ePass-

The IPTV (Internet Protocol Television) Forum Middle East & Africa 2009 will take place from November 15 to 16 at Jumeirah Beach Hotel, in Dubai, and is expected to attract hoteliers from across the MENA region. Attendees will have the chance to meet other hoteliers, IPTV operators, content providers, property developers, manufacturers, vendors, regulators and consultants, Last year, the event hosted more than 750 visitors. The 2009 event is said to have a number of conference speakers confirmed, including communications providers; Etisalat’s director of business development Mario Jorge Pino and du’s director of IPTV Roverto Kaufmann. A special focus on IPTV in India will take place on day

port Reader JT-P100 for faster reading of passports designed to assist hotel guest management services, alongside its first threedimensional, high-definition viewing technology. Avaya unveiled a new in-room communication device called Guest Media Hub, built specifically for the hospitality industry (see Technology product guide, pages 116—117). “Business and leisure travellers to the region are demanding a more convenient and efficient way of getting up-to-date informa-

tion; they want to communicate in the latest Web 2.0 fashion from wherever they are,” says Avaya MENA director hospitality solutions Fredrick Sabty. “Hotels are constantly expected to provide information at the right time and conveniently to guests along with a differentiated experience,” he added. Furthermore, Wings Infonet, a business software products company, showcased version 18 of its Wings suite, including Wings eF&B software for hospitality management.

Avaya MENA director for hospitality solutions Fredrick Sabty.

GDS bookings up but ADR remains challenged Pegasus Solutions indicated average daily rates (ADR) for global distribution system (GDS) transactions reached their highest point at US $162 in September, as reported in The Pegasus View. The findings were based on 90,000 hotels worldwide surveyed in the report. Leisure-driven alternative distribution system (ADS)

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transactions remained down, according to the group, with an average monthly drop of around 25% to date. However, ADS was down 17.9% in September 2009 compared to September 2008; making it the first month in 2009 in which the drop was less than 20%. “Looking forward, despite ADR remaining flat, hote-

two (November 16) of the event, which has been developed in association with the IPTV Forum India. The show will also feature two post-conference workshops on November 17, offering day-long classes led by industry experts Ben Schwarz and Mihai Crasneanu, addressing the challenge of enriching the user experience, from a technical approach and a contentbased approach. Dubai-based RWN Trading marketing director Carol Prince said general GMs and F&B managers must think digital. “IPTV allows guests to access the internet so they can send emails or log onto Twitter, for example. It’s not just movies and games, hotels should look at IPTV as a revenue generator”. More reservations will not necessarily increase revenue but it will keep hoteliers busy.

liers are generally feeling some signs of recovery in the overall volume of reservations year over year. However, ADR looks like it will continue to be challenged, and so a slight rise in reservations volume year over year will not necessarily give rise to an increase in hotel revenue,” said Pegasus Solutions CEO Mike Kristner.

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Booking evolution Studies show that e-commerce sits low on the typical Middle East general manager’s agenda, but the CEO of new reservation technology supplier Evolution, Peter Gould, says those properties not maximising different distribution channels could be losing out to the hotels that are We’ve looked at the profiles of hotels in the Middle East and they tend to miss huge opportunities to bring in high yield business through different e-distribution channels. Optimising e-distribution and migrating from low-value travel agent business can increase revenue from ADR while occupancy remains the same. Currently too many hotels are selling rooms through GDS channels at net rate, which takes up a huge part of the margin. This is even more crucial when revPAR is down. Hoteliers need to take control back. The most profitable channels are their own booking channels, selling at BAR plus 10%.

Q&A From your experience, are general managers in the Middle East open to new e-commerce opportunities? Many hoteliers rely on travel operator relationships. Revenue management and distribution channels in the Middle East are quite behind the US and Northern Europe. Most general managers come from an operational background and are solely concerned with keeping initial costs down, but if they’re not alive to changes in the distribution place they will lose out to those that are. There’s also a lack of knowledge from frontline hotel staff in the Middle East; they’re generally accustomed to traditional booking methods, such as voice and fax. How do you intend to change this mindset through Evolution? Evolution tackles hoteliers’ reluctance [to use e-distribution] through

44% Of Middle East hotel GMs said less than 10% of bookings came through the hotel’s own website

Source: Hotelier Middle East GM Survey 2009 (n=54)

November 2009 • Hotelier Middle East

HOTELS IN THE MIDDLE EAST TEND TO MISS HUGE OPPORTUNITIES TO BRING IN HIGH YIELD BUSINESS THROUGH DIFFERENT E-DISTRIBUTION CHANNELS the introduction of new reservation software called Demand Manager. With its simple interface, which isn’t daunting to hoteliers, Demand Manager doesn’t look like software — it is laid out more like Facebook. We also offer training courses from basic distribution through to complex revenue management. How does Demand Manager differ to existing reservation technologies available on the market? Traditional reservation technology solutions, such as Pegasus and TravelClick for example, have been developed from more of an IT per-

spective, but the usability differs for hoteliers as generally many are not very IT literate. The old Customer Reservation System (CRS) is based on distribution through GDS channels, with other channels, such as hotel websites and third-party websites, just bolted on as extras. Evolution has started at a different point; Demand Manager allows hotels to offer the Best Available Rates (BAR) through all distribution channels. It’s what we call a ‘ratecentric’ system; meaning it is built around rates rather than rooms. How does this benefit the hotel?

Are consumers travelling to the Middle East ready to book through non-traditional channels? The idea that consumers in the region are not happy to book online is a myth. Currently we predict 40% of customers book Middle East hotels online through third party sites and we expect this to grow to 60% in two years. How will Evolution target hotels in the Middle East? We are currently managing the Middle East market from our London office, but we would like to form a reseller relationship in the Middle East in the near future. HME

ABOUT EVOLUTION Evolution is a new company born out of Great Hotels Organisation (GHO), a global sales and marketing consortia. The core function of Evolution is its sophisticated reservations technology called Demand Manager, which will be officially launched globally this month. www.evolution-distribution.com

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Keep Food Safe from Start to Finish Receiving

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Cleaning & Sanitizing

Ensure food safety every step of the way with StoreSafe products from Cambro. Cambro products are designed to minimize handling and save time, reducing the risk of foodborne illness. Look to Cambro to help manage the three largest threats to food safety: s 4IME AND 4EMPERATURE !BUSE s #ROSS #ONTAMINATION s 0OOR 0ERSONAL (YGIENE 4O RECEIVE A FREE COPY OF OUR 3TORE3AFE GUIDE TO &OOD 3AFETY 0RODUCT Solutions, contact your local Cambro representative.

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Preparation & Cooking

Hotelier Middle East • November 2009

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Technology product guide Guests go mad for gadgets so surprise them with our selection of in-room technology innovations

Ipevo Tel: +886 5 5508686 Email: sales@ipevo.com Web: www.ipevo.com IPEVO This Portable VoIP Conference Phone IPEVO TR-10 is an ideal accessory for any business hotel guest room. Versatile and compact, the TR-10 can be used in an upright stance as a personal speakerphone, flat on the desktop for conferencing with up to four people, or toggle-switched to handheld mode for guests to have private conversations. The device has built-in recording capabilities, which lets the user record Skype conversations at the touch of a button. With professional sound quality and a speakerphone, which can be used as a plug-and-play speaker for all your internet phone needs, this multi-use accessory allows guests to have meetings in the privacy of their own room. Manufacturers say the handset is compatible with Windows XP, Vista and Mac OSX.

Avaya Tel: +971 (0)4 404 8100 Email: fsabty@avaya.com Web: www.avaya.com AVAYA Avaya Guest Media Hub is an in-room communication device specifically designed and built for the hospitality industry. The hub has a wide touch-screen user interface and supports full-motion streaming, video concierge and property tours that can be directly delivered to the device. It can be localised in major languages to suit guest preferences and the user can control in-room air-conditioning and lighting, order room service and surf menus, use the device as an alarm clock and radio or to access the internet. Furthermore, the Guest Media Hub can be customised to suit the specifications of the hotel property and enhance its brand image.

Optoma Europe Tel: +44 (0)7920 272 233 Email: a.dent@optoma.co.uk Web: www.optoma.ae OPTOMA The Pico projector from Optoma enables home cinema-sized viewing from personal media players, mobile phones, PDAs, cameras and gaming devices making it a perfect in-room gadget for business presentations or entertainment purposes. The palm-sized, self-contained, battery-operated device is smaller and lighter than many smart phones and allows users to share images and video from their media players on a screen up to 100 times the size of the source device screen it is projected from. Utilising the latest LED illumination and DLP imaging technology, the Pico projector combines clear, vivid, high-contrast images with a 20,000hour lamp life, long battery life and simple plug and play operation.

For more information on Tech Talk, contact hotelier@itp.com or +971 (0)4 435 6272. For distributor details see page 118.

November 2009 â&#x20AC;˘ Hotelier Middle East

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117 TECH TALK

Dubai Audio Tel: +971 (0)4 343 1441 Email: info@dubaiaudio.com Web: www.dubaiaudio.com DUBAI AUDIO It seems that iPod docking is fast becoming an essential accessory for any hotel room and the new Geneva Sound System (model S) from Dubai Audio offers a stylish docking platform. Available in white, black and red, the system offers a range of features including analogue audio output, a motorised dock, an FM and digital tuner, a connector for external antenna, LED-display clock, a touchpad and wheel, a dimming backlight and a stand.

The TeleAdapt Group Tel: +971 (0)4 367 8283 / +971 (0)50 452 2985 Fax: +971 (0)4 367 2786 TELEADAPT Add wireless internet access using the hotel’s existing internet wiring, with no costly retrofitting using DeskPoint solutions from TeleAdapt. Plug the DeskPoint into an existing Ethernet wall jack, DSL, or cable modem and you have instantly provided wireless internet access available throughout the room. And because the DeskPoint includes a single, wired connection point, you can offer wired or wireless access in one simple solution. Troublesome dead spots are common with traditional wireless and are often expensive to eliminate. Just plug the DeskPoint in wherever a dead spot exists and the problem is resolved, according to manufacturers.

For more information on Tech Talk, contact hotelier@itp.com or +971 (0)4 435 6272. For distributor details see page 118.

EuroCave, enter a sophisticated world dedicated to wine... EuroCave is specialised in maturing and serving wine for over 30 years. We have developed advanced products, in order to offer ergonomic and reliable wine storage solutions, which provide high quality wine service at an ideal serving temperature, in line with the traditions of the greatest sommeliers.

Because serving wine should be a pleasure, EuroCave has created Sowine Professional - a winebar which can store 14 bottles (including 8 bottles which have been open for more than 10 days) at an ideal serving temperature. Making it easier for you to present and serve the bottle directly at your customer’s table.

Dual Zone is a 2-temperature wine cabinet, which allows you to store your red and white or rosé wines at an ideal serving temperature in two separate compartments, the temperatures of which are set independently. The most prestigious hotels choose EuroCave, what about you ?

www.hoteliermiddleeast.com

To ﬁnd out your nearest distributor’s address, call +33 6 07 66 80 42 or email us at info@eurocave.com

Hotelier Middle East • November 2009

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SUPPLIER ADDRESS BOOK FITTED OUT Preciosa Gulf FZCO - Czech Republic www.preciosa.com Murad Enterprises LLC www.murad.ae Newmarket International Ltd. www.newmarketinc.com Indigo living - Hongkong www.indigo-living.com Allied Enterprises LLC www.chalhoubgroup.com Silver Arcade Linen LLC www.satlinen.com

Digi Glass - Australia www.digiglass.com.au

Email: fbonnier@eurocave.com Web: www.eurocave.com

Al Aqili Flooring - UAE www.aqili.com

Classeq Tel: +44 (0)870 224 7288 Email: feedback@classeq.co.uk Web: www.classeq.net

LCL Interiors - Malaysia www.lclgroup.com.my Telematics - UAE www.telematics.ae Cinmar Tel: +971 (0)50 529 1829 / +971 (0)50 246 9021 Zio Technologies Tel: +971 (0)50 459 6425 BAR EQUIPMENT

Everstyle Trading LLC www.everstyleuae.com Choices General Trading LLC www.sico-choices.com Samsung Korea www.samsung.com

Contact details: Sarah Worth Tel: +971 4 435 6374 / Fax: +971 4 435 6080 Email: sarah.worth@itp.com

Precision Tel: +44 (0)1842 753 994 Email: precision@publicityworks.biz Web: www.precision-refrigeration.co.uk EuroCave Tel: +33 (0)4 72 43 39 00

Cambro Manufacturing Company Middle East Tel: +971 (0)50 459 8246 www.cambro.com DC Catering Tel: +44 (0)1749 870 055. Web: www.directcateringproducts.co.uk EverStyle Trading L.L.C — supplier of Eisch Glaskultur Tel.: +971 (0)6 531 4106 Fax: +971 (0)6 531 4460 Email: estdxb@eim.ae

Andrew Morgan Collection Email: theresefoot@yahoo.co.uk Tel: +971 (0)50 653 5231 Web: www.morgancollection.com Technogym Email: infoae@technogym.com Web: www.technogym.com Palintest Ltd. Tel: +44 (0)191 491 0808 Email: sales@palintest.com Web: www.palintest.com Dedon International Contract Department Tel: +34 93 208 0903 Email: contract.export@dedon.es Web: www.dedon.de Aromatherapy Associates Tel: +971 (0)4 391 8061 Email: janette@aromatherapyassociates.com Web: www.aromatherapyassociates.com

NEW PRODUCTS SECURITY EQUIPMENT Torlys Tel: +971 (0)4 341 3484 Web: www.torlysme.com

Al-Futtaim Technologies Tel: +971 (0)4 397 7800

SHURA TRADING & HOTEL SUPPLIES Dubai P.O. Box 124219 Tel: +971 4 3204481 Fax: +971 4 3204482 Abu Dhabi P.O.Box 97 Tel: +971 2 6730565 Fax: +971 2 6732791 Email: shura@emirates.net.ae Web: www.shuraemirates.com

November 2009 • Hotelier Middle East

www.hoteliermiddleeast.com

Contact details: Sarah Worth Tel: +971 4 435 6374 / Fax: +971 4 435 6080 Email: sarah.worth@itp.com

Email: aftech@alfuttaim.ae Web: www.alfuttaimtechnologies.com Axis Communications Tel: +971 (0)4 609 1873 Email: Baraa.alakkad@axis.com Web: www.axis.com Siemens Building Technologies — Security Solutions Tel: +971 (0)4 366 0631 Email: samir.borkar@siemens.com Web: www.siemens.com/ buildingtechnologies

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TECH PRODUCTS Avaya Tel: +971 (0)4 404 8100 Email: fsabty@avaya.com Web: www.avaya.com Ipevo Tel: +886 5 5508686 Email: sales@ipevo.com Web: www.ipevo.com Optoma Europe Tel: +44 (0)7920 272 233

SUPPLIER ADDRESS BOOK Email: a.dent@optoma.co.uk Web: www.optoma.ae

Baal www.baal.com.lb

Dubai Audio Tel: +971 (0)4 343 1441 Email: info@dubaiaudio.com Web: www.dubaiaudio.com

Reem Asia www.reemasia.com

The TeleAdapt Group Tel: +971 (0)4 367 8283 / +971 (0)50 452 2985 Fax: +971 (0)4 367 2786 EQUIP’ HOTEL MIDDLE EAST PREVIEW

Texlynx www.texlynx.com A. Ronai www.ronai.co.uk La Vie Hospitality Solutions www.lavie-uae.com

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Hotelier Investor • News • Trends • Analysis • Hotel listings

ADIH launches US $300m Hospitality Development Fund Projects must be sharia compliant and mainly based within Middle East, North Africa and Asia FUND Abu Dhabi Investment House (ADIH) has announced the launch of a US $300m Hospitality Development Fund (HDF), which will mainly invest in projects within the GCC, Middle East, North Africa and Asia. The three-year fund will be sharia compliant and distributed according to the ADIH investment placement team. ADIH managing director Rashad Y Janahi said: “HDF will cater to investors who are looking to diversify their investment portfolio by adding sharia compliant hospitality-related products to their current

basket of investments. Given the potential within the MENASA hospitality sector and ADIH’s expertise, we are confident to raise target capital within the target subscription period,” added Janahi. He explained that the fund would invest in several hospitality subsectors including airlines, tourism, accommodation, food services and leisure, and that several opportunities had already been identified. “The fund will also include investments in new development projects in addition to the existing hospitality and entertainment companies that have a potential for growth,” explained Janahi. He said that the HDF was introduced because global economic

growth prior to the economic cri- in the tourism industry,” said Janahi. sis, particularly in the Gulf region, The minimum projected rate of has brought about considerable eco- return for the fund is 20% and advinomic activity and investments in sors include Middle East-based Gulf many new emerging markets. Finance House and Ithmaar Bank. “Not only has GDP growth in 2007 and 2008 been amongst the highest in this region, the GDP growth projections also remain strong with 1.5% in 2009 and 2.8% predicted for 2010. “Furthermore, the United Nations World Tourism Organisation has also determined that the countries in the MENASA region have Janahi: the fund will invest in airlines, food services, observed some of leisure and tourism as well as hotel accommodation. the fastest growth

Hotel industry to learn the lessons of economic excesses at AHIC 2010 CONVENTION The preliminary topics for discussion at the Arabian Hotel Investment Conference 2010 have been revealed following an advisory panel board meeting of more than 40 stakeholders last month. Topics raised at the meeting that will be covered at AHIC 2010 include: • Managing stakeholders’ expectations of funding, equity and debt. • Sustainable and environmental hospitality development. • Learning the lessons of economic excesses and mitigating the impact of economic downturns. • Operational challenges as investor and consumer behaviour changes. • Evolving and survival strategies to maintain and increase profitability. • A new economic outlook — financing and returns of investment. www.hoteliermiddleeast.com

The “resounding message” from the stakeholders was that Middle East hotels are “now over the worst of the economic crisis and are optimistic about the outlook for MENA in 2010”. “Our message is clear — the hospitality industry is recovering. There is so much potential that needs to be unlocked in many markets across the region,” said Bench Events chairman Jonathan Worsley.

However, Worsley warned against becoming complacent about recovery. “It is too easy to get carried away and become over-optimistic as we move into more favourable trading conditions. Therefore, it is vital that we take a pragmatic and realistic view of how the industry will develop over the next 10 years. It is likely that we will see the emergence of new business and finance models, which will pres-

Worsley: The industry must avoid getting “carried away” once it sees signs of recovery.

ent the industry with two options — evolve and adapt your mindset, or risk being left on the sidelines,” he said. “The experts gathered at this meeting believe that the Middle East offers unprecedented prospects — not just because of its climate, accessibility and world-class infrastructure, but also because it is ideally positioned as we move from a negative economic climate to that of recovery. Additionally, the North Africa region will grow exponentially and offer significant returns on investment as the market matures — hence the theme of AHIC 2010: ‘Unlocking Opportunities in the Middle East and North Africa. “There is a focus however on projects which are sustainable, otherwise the pipeline will just become a pipe dream,” he concluded. The AHIC conference will be held on May 1-3, 2010 in Dubai. Details: www.arabianconference.com Hotelier Middle East • November 2009

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Iraq and Libya identified as emerging markets for hotel investment Fertile economies make countries ripe for real estate development despite political situations MARKETS Real estate and hotel development experts have identified Iraq, Libya, Algeria and Iran as emerging markets for hospitality investment. The topic was debated at last month’s Arabian Hotel Investment Conference (AHIC) advisory board meeting, which brought 40 of the event’s key stakeholders together at The Emirates Academy of Hospitality Management in Dubai to suggest issues that the 2010 investment conference (May 1-3, 2010) should cover. During a panel session on predictions for 2010 prior to the stakeholders’ closed-door meeting, MEED content director Sean Brierley said: “The two main countries that will be emerging will be Iraq, largely because although the security issues there are still ongoing and the American withdrawal next year is going to be quite dramatic and possibly traumatic for the country, they are coming quite a way now towards opening the environment to investment and there is a lot more interest in the Iraqi economy. “The other country I think probably will be Libya,” continued Brierley. “Very often these things are predicated on a change in political climate and there has been a lot of change in the political climate with regards to Libya and obviously in terms of the oil revenues, there’s a lot more focus now towards developing the service sector in Libya,” he said.

Doizelet (left) said that Algeria and Iran were potential hot spots for investment, while Brierley (right) predicted that real estate investment would grow in Iraq and Libya.

However, when questioned on his views about the impact of the political situation in Iraq on the hospitality industry, Brierley added: “I think I should qualify; I don’t think there is going to be an upturn in tourism in Iraq. I don’t think there is going to be package tourists hitting the beaches, but I do think there’s going to be a considerable amount of investment going forward. There are a number of changes and certainly the regulatory environment is changing, the political environment is changing, although there are flash points, still it has largely stabilised. “Generally speaking, when you look relative to other economies in the Middle East, Iraq is one of the more fertile going forward for longer term investment and I think that certainly will start next year,” concluded Brierley. Howarth HTL managing partner

Philippe Doizelet agreed that Iraq and Libya had potential for hotel investment and said a similar argument applied to Algeria and Iran. “If you take those countries, what do they have in common? They are still security or political concerns, but they have a huge demand for business because they generate a lot of money from oil and they are re-injecting this money into infrastructure, so in that respect business people are ready to pay premiums for good hotels with reasonable levels of security and comfort,” said Doizelet. He said that ADR was performing well in Algiers, with rates double or triple those in Tunis, because of “strong demand and a very tiny supply”. “It’s not because you are not a tourist haven that you are not a suitable market for hotels,” he added.

Also last month, in the run-up to a major investment conference in Washington, traders at Iraq’s stock exchange told foreign investors to concentrate on banks and hotels, according to a report by AFP. Investment firm Al-Jawhara senior broker Ali Jamal said “the door is being opened for investment in tourism”. “New hotels are being built and existing ones are being refurbished,” he told the AFP. “Hotels and banks will do well — once the security situation gets better, their value will rise at an extraordinary rate,” predicted Salman Hassan Salman al-Khafaji, who said he had made a profit of 50 million Iraqi dinars (US $43,000) on the markets this year. “Foreigners should invest in tourism -- it will definitely get better here.” For an update on Iraq, see page 87.

STOCK WATCH — OCTOBER PRICE (US $)

CHANGE

PRICE (US $)

CHANGE

BX Blackstone Group (NYSE)

12.90

-8.2

CHH Choice Hotels International (NYSE)

30.57

-3.1

MAR Marriott International (NYSE)

24.78

-9.1

KHI Kingdom Hotels (LSE)

3.80

-9.5

IHG InterContinental Hotels Group (NYSE)

12.51

-4.5

REZT Rezidor Hotel Group (SSE)

3.11

-12.4

HOT Starwood Hotels and Resorts Worldwide (NYSE)

20.50

-37.2

LHO LaSalle Hotel Properties (NYSE)

17.38

-11.4

WYN Wyndham Worldwide Corporation (NYSE)

16.59

2.3

AC Accor (PSE)

47.46

-15.7

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 October are based on quotes from September 30 compared with October 29, 2009.

For a list of upcoming properties, see www.hoteliermiddleeast.com. To update your company’s list, contact louise.oakley@itp.com November 2009 • Hotelier Middle East

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123 INVESTOR

Rendevous Hospitality Group seeks Middle East and Asia projects Restructure intended to drive company’s footprint beyond Australia and New Zealand base OWNERS A restructuring of Singapore-based The Straits Trading Company Limited’s hotel business has created Rendevous Hospitality Group (RHG) and identified the Middle East as one of the regions earmarked for development. RHG combines the hospitality assets of Straits Trading with the company’s hospitality management arm, Rendezvous Hotels and Resorts International. It has a net asset base in excess of S$300 million (US $214 million), with 13 hotels under management and four under development. As part of the restructure, the company will be looking to develop

beyond its current Australia and New Zealand base. In addition to targeting the Middle East, RHG is focused primarily on South East Asia, East Asia and India, as well as Australia and New Zealand. RHG’s Iqbal Jumabhoy, who led the restructure, said: “RHG intends to become the leading regional player in the business hotel segment in Asia/ Pacific. There are very few players who both own and manage hotel assets that are Asia-based. “We intend to firmly establish ourselves as the regional leader by growing to more than 12,000 rooms in the region by 2020.” RHG owns and manages the Rendevous and The Marque brands.

Jumabhoy: RHG intends to become the leading regional player in the business segment in Asia/Pacific.

MEHEC 2009 focused on “exceeding excellence” in hospitality MEHEC KEYNOTE SPEAKERS topics that are of an utmost level of EVENTS urgency to the market. “We have also tried to create an The third annual Middle East Hotel opportunistic situation for delegates Expansion Congress (MEHEC) being and vendors alike and as such have h will focus on the created a day that focuses on key, up held later this month ho theme of “exceeding excellence”. and coming hospitality th GCC Naseba Group managing direcprojects in the region,” he con tor Fabien Faure,, responsible continued. for organising the event, said: “Finally, the MEHEC “MEHEC in 2009 has strived Excelots of deliverlence in Ho to stay true to its roots Hospitality tality market Awards 2009 is creing what the hospitality ated to reward exciting desires. In 2009, MEHEC has projects, creativ come up with an extensively creative thinking mana comprehensive agenda management, ng sustainable that features cutting Faure: Speakers will address topics of an devel edge keynote sesdevelopment “utmost level of urgency to the market”. proje sions touching on projects and

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undertakings by a hotel, as well as a large array of other exciting categories,” added Faure. Topics covered by seminars on day one, November 22, will include finance and procurement, talent management training, dry and sharia compliant hotels and leaner F&B. Day two seminars will address issues such as marketing and technology for hotels, sustainable hotels and up and coming hotel mega-projects. Around 250 key hospitality decision makers are expected to attend the event this year. MEHEC is organised by naseba and will be held at Sheraton Abu Dhabi from November 22-23, 2009. Details: www.hotelexpansion.com

Abdulla Almulla, chairman, Almulla Holdings LLC Micheal Scully, managing director, Seven Tides Hospitality Darroch Crawford, managing director, Premier Inn Hotels LLC Marc Dardanne, chief executive officer, Emaar Hotels & Resorts Thomas Tapken, group general manager, City Seasons Group of Hotels Moine Kandil, general manager, Millennium Hotel Abu Dhabi Shuja Zaidi, vice president – projects and general manager, Makkah Hilton Tower & Resort Naim Maadad, managing director, Minor Spas Global & Hotels Midde East Amine Moukarzel, managing director, Golden Tulip Hotels & Resorts, United Arab Emirates

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Trading places Dubai may have lost its exclusive cachet forever as a result of a new focus on discounted leisure business, but this will be positive for the industry, says Nigel Teasdale from Vision Hospitality Asset Management

COLUMNIST ne of the interesting and much discussed trends in the region’s hotel performance over recent months has been the ability of Dubai hotels to react quickly to the global downturn in corporate and meetings business, and to replace this with leisure business. The key factor favouring Dubai hotels in this regard has been the international route network of Emirates with Dubai at its hub. Emirates has seat capacity, the hotels have bedroom inventory, and tour operators and on-line booking companies are willing participants. For properties with a beach front location this has been an easier sell, but many first time Dubai visitors have been content with an inviting pool sun deck and the opportunity to explore the city. Of course this has all come at a price, a short-term price and a longterm price. The short-term impact has been a severe fall in the average rate achieved by the participating hotels. In the long-term, the price of this radical change in business mix is likely to be that Dubai loses it cachet as an exclusive destination.

EXCLUSIVE OR MASS MARKET? Is this a bad thing? Well let’s consider the concept of Dubai’s exclusivity for a moment. Many of the city’s planned developments involve theme parks, indeed if the majority of attractions of this November 2009 • Hotelier Middle East

nature that have appeared on masterplans are realised, Dubai will rival Orlando as the global theme park destination. To prosper, theme parks are reliant on mass tourism and all the components that support it, such as low cost airlines, budget hotels, bus transport and fast food outlets. None of these components sit comfortably with the exclusive tag. So if Dubai was always to become a mass market destination, it may be that this shift of emphasis to discounted leisure business needed to take place and that the global recession merely hurried the process on. Taking this on board, what are the implications for existing Dubai hotels and for those in the pipeline?

PIPELINE IMPLICATIONS As and when the global recession eases there is every reason to believe that demand in Dubai’s corporate sector will recover. However, it is unlikely that, in real terms, rates will scale the heights that were typical prior to 2009, as the budget of many business travellers will be restricted. The hotels that will benefit most from this recovery will be those best located and specified for the corporate market. MICE visitation is also likely to regain prominence, although the loss of cachet discussed above may have weakened the destination’s hand in the incentive market. Those hotels where the offer is targeted more at the leisure sector may continue to enjoy good occupancies provided that the scheduled airlines continue to help with seat availability. If, however, the corporate upturn leads to lower availability from this source, these hotels may be increasingly reliant on the region’s budget carriers continuing to expand their route networks and capacity. Either way, rate recovery is likely to be even more challenging than for the more corporate focused hotels.

MANAGEABLE CHALLENGES Given all of this, it may be fair to suggest than many Dubai hotels are over specified for the client base they are now serving. As a result, operators may face a challenge applying the operational efficiencies required to keep these hotels converting revenue to profit competitively. However, there are many clever operators out there and these issues are not insurmountable, particularly if the owners seek the help of sector specialists such as asset managers. While this challenge may be felt most acutely in Dubai, it applies to a lesser extent in many other Middle Eastern destinations, and the point at which one would expect this shift to be reflected is in the specification of upcoming hotels. We should anticipate an emphasis on hotels tailored primarily towards the mid-bracket leisure traveller and the more budget conscious business traveller. STR Global’s recently published data on this subject makes interesting reading. It shows, as at August 2009, the total of affiliated bedrooms in the active pipeline (in construction, or planning) in the Middle East breaks down as follows: • Luxury & upscale 88,326 (88.2%) • Midscale & economy 15,399 (11.8%) (For a complete list of projects in the UAE, contact STR Global at info@ strglobal.com ) We must hope that developers take note, and that a good proportion of these planned luxury and upscale projects can be re-specified to offers that reflect a changing client base. HME

Nigel Teasdale is regional director for Vision Hospitality Asset Management. Contact: nigel.teasdale@vision-am.com

www.hoteliermiddleeast.com

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complete furnishing solutions Al Quoz Contracts Tel. (04) 340 4996 (ext 203) Jumaira Plaza Tel. (04) 344 7456 www.falaknazhabitatdubai.com Soft furnishings ● Beds ● Sofas ● Chairs ● Dining Tables ● Home Accessories

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RECRUITMENT AND TRAINING

Contact details: Sarah Worth Tel: +971 04 435 6374/ Fax: +971 4 435 6080 Email: sarah.worth@itp.com

Back to

Vice president of the European International College in Abu Dhabi, Asma Al Fahim, discovers the importance and feasibility of executive education COLLEGE VP he interest in executive education continues to grow across the UAE’s employees and employers. They are now recognising the need to strengthen and reinvigorate their own leadership capacities and those of others within their organisations. There are now many corporate universities in the country. They provide a mix of programmes and delivery methods. Companies and individuals are looking at the various opportunities and making choices that will affect their growth potential throughout their life span. At the European International College in Abu Dhabi, we wanted to know more from industry partners about the need, importance and feasibility of executive education from their perspective.

Young recommends learning through online courses for time- and cash-strapped executives.

November 2009 • Hotelier Middle East

So, on behalf of Hotelier Middle East, we spoke to decision makers on executive education and assessed some of the issues that employees and employers should consider. Here, Rotana Hotel Management Corporation Ltd associate vice president — human resources Anne Oberdoerster and Crowne Plaza Hotel Abu Dhabi general manager James Young share their thoughts. What are your views on the importance of executive education? Anne Oberdoerster: I believe that every professional, regardless of the position they hold, should always consider further education. You’re never too old, good, superior or experienced to learn something new or to get introduced to known subjects in a different way and from a different point of view. Every industry keeps on changing and new trends and innovations are introduced on a regular basis — the ‘old school approach’ might not always be applicable and effective in ‘changing times’. Furthermore, every leader has a different competency and skills set

and no one is ever perfect, resulting in the fact that further education and development should always be seen as a benefit for an individual and not as a reflection of doubt about his holding qualifications. This is unfortunately often the way it’s been seen by the individual at a senior level, as sometimes they think they know it all anyway! JamesYoung: Education is a continuous process and one should not only consider it as an academic pursuit, imporhings tant as that is. One of the key things cutive you should consider is how executive education can help you develop social and leadership skills, because these are the ones that will help yourr personal and professional growth. If you chool think back to when you left school earnt or university, what have you learnt aranabout life since then? I can guaranich tee that it will have been a very rich learning experience. In specialist areas such as finance, there are several options which will help your understanding of key issues and being able to see the business in a

holistic way. Courses and study that can help you channel your experiences to help your development are ones that I would recommend and any reputable establishment will be looking for your inputs to contribute to the process. You have to make the time available and therefore it is important to look at what else is going on in your life before you commit to anything. For example, if you have just become a first-time parent then your focus should be on your child and it is unlikely that you will be able to balance this with your career and an eduedu cational programme.

I STRONGLY BELIEVE IN BEHAVIOURAL RAL AND PSYCHOMETRIC STUDIES FORR PROFESSIONALS, TAKING INTO CONSIDERATION THAT THEIR PEOPLE LE SKILLS SHOULD BE ONE OF THEIR STRONGEST COMPETENCIES www.hoteliermiddleeast.com

Contact details: Sarah Worth Tel: +971 04 435 6374 / Fax: +971 4 435 6080 Email: sarah.worth@itp.com

What different options are there for executive education in the region? Are these sufficient? AO: The region offers a variety of training consultancy firms, conducting regular workshops on all different managerial subjects. A few which I believe it’s worthwhile to attend to as per ‘competency shortfall needs’ are: Coaching for Optimum Performance, Problem Solving and Decision Making, Negotiation Skills, Presentation Skills — Making a Powerful Impact on Any Audience, Stress Management, Project Management and Risk / Asset Management etc. There are obviously institutions like Cornell or Lausanne, where Master Degrees can be obtained or shortterm summer classes and courses can be visited. Additional alternatives are far-distance learning and I personally strongly believe in behavioural and psychometric studies for professionals, taking into consideration that their people skills should be one of their strongest competencies. JY: One of the great things in the UAE

RECRUITMENT AND TRAINING

While executive training can be expensive, experts say it’s worth investing in staff for a successful business.

dous possibilities and I am a particular fan of the ECornell courses run by Cornell University, which offer a wide variety of options that cater to the specific needs of our industry. There are many other overseas options but one needs to research the quality of what is being offered before making what could be an expensive commitment — having just put my daughter into university I feel that I

How much do companies need to invest in executive training? AO: Again, I’m a strong believer in investing in your talents and developing high potentials, especially within the hospitality industry. It is people that either make your organisation successful or not. Investing in the education of executive team members on such a level definitely is quite an expense, but in

THE INTERNET HAS OPENED UP TREMENDOUS POSSIBILITIES AND I AM A PARTICULAR FAN OF THE ECORNELL COURSES RUN BY CORNELL UNIVERSITY is to see how many options have beco become available over the past few ye years. There are far more universiti ties here which gives you the choice oof either a full-time or part-time ccourse. Again, the decision has to lie with the individual and what is righ right for them at the time. Of course, the internet has opened up tremen-

Oberdoerster says that executive training is Oberd definitely ni a worthwhile investment for companies.

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can speak with a little authority on this subject! In your opinion, where are the gaps and what are the demands for executive education in the UAE? AO: There is a strong demand from hoteliers, but I would caution once again that you look at what is timely and relevant to you. Personally, for a region that has such a dynamic hospitality sector I would like to see an MBA that is specific to the industry — there is a definite gap in the market there and I will be very interested to see how the ihottz scheme implemented in Ras Al Khaimah is progressing. At another level, there is still a lack of craft training available and this is critical to the development of the industry across the Gulf. There is also a specific need for ongoing education in engineering, housekeeping, security and recreation because these are all vital areas and the pipeline of talent needs to be developed.

my eyes worthwhile, taking into consideration the benefit for the organisation. This is in addition to the cost of new recruits and financial losses incurred when valuable team members leave, which they will if they don’t feel sufficiently valued, developed and challenged to strive hard within their current assignment. JY: They should invest as much as their ambition dictates them to — I don’t think you can put a figure on it. Quite simply, if they have the ambition to grow their scale, they will need to focus on developing their management teams. Otherwise, their ambition will remain just that rather than becoming a reality. I am very proud to work for a company such as InterContinental Hotels Group (IHG), which places such great value in this area, and it is good to be with colleagues who share the same passion of developing the next generation through giving them career, academic and social opportunities. HME Hotelier Middle East • November 2009

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RECRUITMENT AND TRAINING

Contact details: Sarah Worth Tel: +971 04 435 6374/ Fax: +971 4 435 6080 Email: sarah.worth@itp.com

Bin Eid Executive Search (Specialised in 5* Hotel Sector)

B I N E I D

General Manager Director of Human Resources Director of Talent Development Director of Housekeeping & Cleaning F & B Director Banquets Manager Italian Chef Finance Director / Controller Director of Sales & Marketing Sales Manager /Sales Executive Executive Housekeeper Health & Recreation Manager Catering Facility Manager Bin Eid is highly specialized in Senior Level Search &

Executive Placement of Hotel / Hospitality Industry Professionals. Search Our clients include prominent 5 star hotels (International & chains), 4 star deluxe properties and other hospitality and Selection

leisure industry establishments in UAE and other Gulf Countries. We are now in the process of filling in the above positions for our clients in the UAE, GCC and Other Countries.

CV may be forwarded by e-mail to M.D. WARRIER indicating the present / expected salary: BIN EID EXECUTIVE SEARCH Specialised in 5* Hotel Sector Post Box 5455, Sharjah, United Arab Emirates Tel. +971 6 5686144 E-Mail – ceo@bineid.ae Website – www.bineid.com

Kempinski Hotel Ajman: Ramzy Faris Ramzy Faris brings 14 years’ hotel experience to the Kempinski Ajman as director of sales and marketing THE NEW RECRUIT How did your career in the hospitality industry begin? I was educated and trained in Switzerland and the US before entering the Cyprus hotel industry. I moved to the UAE in 1995 to join the Forte Grand Jumeirah Beach Hotel (now Le Royal Méridien Beach Resort & Spa) as restaurant manager, before moving to the role of sales manager at the Sofitel City Centre Hotel, Dubai, in 1997. Since then, I have worked in a number of managerial and directorial sales and marketing positions in hotels and resorts across the emirates; most recently with Jebel Ali International (JAI) Hotels, Dubai. Why did you choose to join Kempinski? It’s a luxury European chain that will present new challenges and opportunities to further my professional skills. It’s also a chance to think of innovative ways to grow the hotel’s business. What initiatives do you plan to put in place to boost hotel sales? I’m going back to basics. This involves looking for new clients and going to meet them as well as existing clients. You have to adapt to the changes in the market; hotel sales is not about g order takers anymore. being

clients and have that edge. It goes back to the old saying if you’re ‘out of sight, out of mind’. What new markets are you looking at? Ajman attracts mainly international markets; Europe’s a big one for us, but we’re focusing on attracting more people from Eastern Europe and we’re also looking east to China. Do you feel that Ajman is in the shadow of Dubai and Abu Dhabi, making marketing more challenging? It’s a difficult time wherever you are, but we have an established property and a good brand name so that helps. Is it important for hotels to maintain a good market presence even when faced with budget cuts? The entire market is changing and it’s more important than ever to keep your name out and about. We’re lucky because we’re part of a chain so we already have a very good network, but like everyone; we’re making less money now so it’s about spending more smartly and being more selective in your marketing campaigns. How do you wind down after a busy day? I enjoy playing tennis, basketball, swimming and sailing.

Is it important to keep close ur clients at this time? to your ay with the high level Today of market competition, it’s cially important to especially ent relationships with cement

November 2009 • Hotelier Middle East

www.hoteliermiddleeast.com

RECRUITMENT AND TRAINING

Contact details: Sarah Worth Tel: +971 04 435 6374 / Fax: +971 4 435 6080 Email: sarah.worth@itp.com

Lavazza Euro Coffee Require:

ON THE MOVE…

Fully qualified Barista HACHEM PROMOTED Hussein Hachem has been promoted to cluster general manager of Al Murooj Rotana and Al Bustan Rotana, both located in Dubai. Based at the Al Murooj Rotana, Hachem will manage more than 1000 employees, 18 outlets and 650 rooms and suites. Before joining Rotana, Hachem launched and operated a number of successful hotel properties across the Middle East and Europe. ROTANA RENDEZVOUS The Cove Rotana Resort — Ras Al Khaimah has welcomed Magali Cassin to the role of marketing and communications executive for the hotel. Having started as an intern at Al Bustan Rotana, Dubai, French national Cassin holds a Masters in Business Administration and will be responsible for maximising the hotel’s marketing and communications objectives and strategies. MARTIN KAN DO IT InterContinental Hotels Group (IHG) has appointed Martin van Kan as director of operations in Oman and GM of Al Bustan Palace InterContinental Muscat. Van Kan has held several managerial positions across Asia, the Middle East and the UK, having joined IHG in 1984. He returns to the Al Bustan Palace InterContinental Muscat having first taken up a post as front office manager there more than 20 years ago. KAZZAZ SCORES Radisson Blu Residence, Dubai Marina has appointed Khamis Kazzaz as its new general manager. Kazzaz, a Jordanian national, has more than 17 years’ experience in the hospitality industry having started his career as a restaurant manager in Canada. In 2001, he joined Rezidor as director of sales in Dubai and went on to work www.hoteliermiddleeast.com

as director of sales and marketing, and executive assistant manager at the Radisson Blu Hotel, Muscat in Oman and later as executive assistant manager based at the Radisson Blu Tala Bay Resort in Aqaba, Jordan. EGLE FLIES HIGH Traders Hotel, Dubai has appointed Rene Egle as general manager. He joins from Shangri-La Hotel, Dubai, where he worked as hotel manager since 2006. Egle brings more than 26 years’ hospitality experience to the role having worked in various five-star hotels worldwide, including Kempinski Furama Hotel Hong Kong and the Regent Hotel Kuala Lumpur. SHERATON PROMOTES SHAHER The Sheraton Doha Resort & Convention Hotel has promoted Shaher Abu-Haikal to director of sales from deputy director of sales. In his new role Shaher will lead the restructuring of sales management to strengthen and sustain the market position of the property. BACK TO KUWAIT Mazen Al Mhana has returned to Sheraton Kuwait and Four Points by Sheraton Kuwait to take up a director of sales role, having previously worked there in 2002 as a sales executive. Al Mhana is fluent in Arabic, English and Greek, and holds a BA degree in Tourist Enterprises Management and a certificate in Hotel Marketing from Cornell University in New York.

Apartments Doha City Centre, Qatar as hotel manager across the three hotels. Lone previously held the position of assistant general manager at Orlando Airport Marriott and has worked with Marriott for more than 20 years. ALLAF’S LAUGHING Mark Allaf brings more than 17 years’ experience to his new role as director of operations at the Ramses Hilton, in Egypt. Allaf’s experience comprises management positions in hotels spanning India, Russia and the US among others. Prior to joining Ramses Hilton, he held the position of dual properties general manager of the Hilton Garden Melville and Hampton by Hilton Hotels in Detroit, US. FAVERIO’S FAVOURITE The Four Seasons Hotel Amman has appointed Livio Faverio as general manager. Livio joins from Four Seasons Hotel Istanbul at the Bosphorus, where he was opening hotel manager. With more than 30 years’ experience across five countries, Livio began his hospitality career in food and beverage and joined Four Seasons in 1993 as part of the pre-opening team at the Four Seasons Hotel Milano.

Minimum 3 years experience Capable of training in Basic & Specialty coffee recipes Full knowledge on maintaining all types of coffee machines Full Drivers License, must speak good English Full time position, remuneration negotiable Fully qualified Coffee Machine Technician Minimum 3 years Experience Experience in both Capsule & Group machines preferred Excellent knowledge on technical machine problems Full Drivers License, Must speak good English Full time position, remuneration negotiable

E mail CV to: ruth@lavazza.ae Call: 050 5959385

LEADING LONE Farhan Lone has joined the preopening team of the Renaissance Hotel, Courtyard by Marriott and Marriott Executive Hotelier Middle East • November 2009

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EVENTS

130

Calendar A round-up of industry events here and abroad coming up in the next12 months

FEATURED EVENT

Don’t Miss November 5-6

November 10-12

Middle East Tourism Marketing Summit (METMS)

Halal Expo

Dubai, UAE www.metms.com

Dubai, UAE www.orangefairs.com November 15-18

November 14-17

Index Interior Design Show 2009 Dubai, UAE www.indexexhibition.com

Hotel Technology Middle East Show Dubai, UAE www.hoteltechnologyme.com December 1-3

November 9-11

EIBTM

Equip Hotel Middle East

Barcelona Spain www.eibtm.com

Abu Dhabi, UAE www.equiphotelme.com

Also... November 2-4

Sweets Middle East and Sweets and Snacktec Middle East Dubai, UAE www.sweetsmiddleeast.com www.sweetsnacktecmiddleeast.com November 3-4

The Sleep Event London,UK www.thesleepevent.com

November 2009 • Hotelier Middle East

November 14-17

INDEX 2009 Dubai, UAE www.indexexhibition.com

With a new team led by show director Lu Buchanan, INDEX 2009 will provide a new focus for the Middle East design industry. The show will be more design-led than ever before and is moving in the right direction to place Dubai firmly in the centre of the international calendar of mustdo interior design events,according to organiser Lu Buchanan. Leading industry products and designs from high-profile companies,such as Alpha Crystal Lighting,Villeroy & Boch,Longhi, Rexite,Porada, AndreuWorld and Coleccion Alexandra will be showcased at the event.

Furthermore,organisers have revealed that the show’s prospects are looking good with pre-visitor registration figures for INDEX already reflecting the support the industry has for the event. Among other revelations,a new collaboration of some of the most prestigious and well-known international design brands is expected to launch at the exhibition,under the banner‘Disegno’; bringing the very best of Italian interior design to Dubai. Disegno was formed by a joint venture of three Dubai-based companies.

November 9-12

December 7-10

May 4-7,2010

World Travel Market London, UK www.wtmlondon.com

International Luxury Travel Market

Arabian Travel Market (ATM)

November 22-23

Cannes,France www.iltm.net

Middle East Hotel Expansion Congress (MEHEC ‘09)

February 21-24,

The Hotel Show

Gulfood 2010

Dubai,UAE www.thehotelshow.com

Abu Dhabi UAE www.hotelexpansion.com

Dubai,UAE www.arabiantravelmarket.com May 18-20,2010

Dubai UAE www.gulfood.com

December 1-3

EIBTM

March 29-31,2010

Barcelona,Spain www.eibtm.com

GIBTM Adnec, Abu Dhabi www.gibtm.com

December 6-8

Dubai Drink Technology Expo Dubai UAE www.drinkexpo.ae

May 1-3,2010

Arabian Hotel Investment Conference 2010 Dubai,UAE www.arabianconference.com

www.hoteliermiddleeast.com

Can you afford to miss it? The Hotel Show enables me and my team to source new products from around the world, meet new and existing suppliers, and stay ahead of the competition.

John Pelling General Manager, Raffles Dubai

Book now!

18 - 20 MAY 2010 DUBAI WORLD TRADE CENTRE

CONFIDENTIAL

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Service

SW pies

ith the Hotel Spy mystery shopper series, carried out for Hotelier Middle East by Grass Roots proving such a success, success the Roots, team at Hotelier Towers thought it would conduct some of its own detective work this month. First of all, we took a gamble, heading to a certain beach-front outlet at one of the long-standing hotels located behind Jumeirah Beach Residence that we had visited last year. We say gamble because the year before we experienced such appalling service we vowed never to go back. But we do love to give people a second chance, so in we stepped having wiped the slate squeaky clean. If only we had applied the old adage once bitten twice shy. It was terrible once again, with unhelpful, unsmiling staff that left such a bad impression in the first three minutes of being there we just wanted to leave. Sadly, we had already ordered food. It was expensive, unfriendly and offered poor service to boot, all in a five-star hotel. No excuses — this was shoddy.

Would you let this man into your bar?

Staying in Dubai Marina, we thought we would test out a newer venue, one right on the waterfront and a popular outdoor bar for the Marina’s ‘cool’ crowd. Unfortunately, one of our normally flawlessly-smart male reporters made the fatal mistake of wearing flip flops — or sandals or thongs, depending on where you are from, of course.

While the women in the group were allowed into the bar with their feet exposed in dainty sandals, our male companion was refused, despite a cunning attempt to pull his jeans over his feet. How did they see through that we wonder? This was after we had already spent some of our hard-earned cash in one of the property’s other outlets,

so we considered ourselves paying customers that were effectively being kicked out. And this is not uncommon in Dubai; there are sports bars and clubs — of a mediocre standard — that often refuse flip flops and shorts. They do of course, allow those in national dress and sandals to enter though, so what exactly is the policy? Is it feet that are the issue, or was Hotelier’s male colleague simply not ‘cool’ enough for this hip nightspot? Joking aside, it’s a gripe we hear often, and one that should be taken seriously by hoteliers. For a bar that has a significant percentage of its space located outside to refuse entry to those dressed in summer footwear is difficult to comprehend when temperatures are high. And sadly, for us and for them, this venue is now off Hotelier’s list — until the temperature drops that is. HME

Next issue: • Roundtable: IT Managers • Industry focus: Branding • City focus: Abu Dhabi • Product analysis: Lighting • Product guide: Buffetware • Technology: Entertainment

Hotelier competition This month, you have a chance to win a weekend stay at Jumeirah Emirates Towers. The package, which includes private beach access as well as entrance to Wild Wadi Waterpark, enables guests to check in from 10am on a Friday and stay until 4pm on Saturday. All you need to do is to answer the following question: Who was crowed Green Hotelier of the Year at the Hotelier Middle East Awards? Send your answer and contact details via email to louise.oakley@itp. com, with the word COMPETITION in the subject line. Last month’s winner of a Dream Weaver package at Mandara Spa at The Monarch Dubai was Paul Kayal, assistant front office manager at Al Bustan Centre and Residence in Dubai.

November 2009 • Hotelier Middle East

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