Park Inn nn
l za Croowne Pla nenPlaza rowIIn PCark Park Pa Inn Thhe Yas The YYa Ho laza PHotel eas CrownPa Park P arkk In IInn l za Rowt ne Pla Crro a
na
Park Inn P nn
Park rkk Inn IIn
The Yas Hotel
Park Inn
The Yas Hotel otel
The TTh he Yas Hotel Hotel Ho
az a
Pa ark rkk Inn nn nPark aar
ana
r anaa n In P Rotrak na
Rot
R
nn I k
tans H The The he oYYas Ya aHotel
ot a
r
Pa
Centro
a In n ar k
ar
P
Park Inn nnnn
nn I k
s
Radis s
ar k
In n
on Blu
Rotana
Ro t
nn kI
Park Inn
Centro SPY uit e
Radisson Blu
eS r idg ay b Snt Cen C Ce Centro en nttr ntr trroo
Rotana
Crowne C Crow row owne wne Plaza P Plaazzzaa
nn Park Inn
on Blu
Parkk In Inn nn
Radis s
Parkk IInn P nnn
wne Pla RC otro ana Park Par arrrkk IIn Inn n nn
Park Inn
Park Inn
Plaza R Crowne
Inn
Park P Pa aarrkk IIn Inn nnn
Park Inn
rk Pa
P
Park Inn
a
wne Plaz RCoro t an Parka Inn nn
Rot
Park Inn nn
Cr o
nn
I ar k
Park ark Innn
Park Inn In
Park Innn
RotCrPoawr ne P la z a ana arrk a z n Park P Pa Par ark a ar k I Inn n la naeY PHotel za CrowThThe T hee Yas Crowne Pla
Rot wne Plaza a nn na kI Park In Inn nnn
Inn n k n r Pa ar k I P
o n B lu
Radis s on Blu Radis s on Blu
on Blu
Radi
Park Inn
ot el
Plaza Crowne P Pla laza
Rotana
Radisson Blu
Yas H
Crowne wnee Plaza Pllaaaza Pl zaauites
Rotana Radisson Rad R Ra aadddi Blu Radisson Radis Radiss sso ssoon Blu son luu
Centro
The Yas Hotel
Rotana Ro
Rotana Ro Rot otana ot ana ana
Centro
Staybridge Suites
Centro
Crow Cr Crown Crowne ownnne Plaza
Crow wne Plaza w Plaza Crowne
Rotana R t
te
T
Centro Centr Cent enntrro ent
Centro Cen C Ce
Crowne row ow wnee Pla P Plaza aza zaa
Crowne Pl C Pla Plaza
Crowne C Cr Crow ownne P Plaza
Crowne owne Plaza Pl
Hotel
s Ho
RRad Ro oot ota ta anna an aluue Rotana Radisson R addis ddisso diss iiss sssooonn h B Blu
Crowne rown ownnnee Pla P Plaz Plaza zaa
Crowne Cr C roow ro row w Plaza P
Centro
Crowne Plaza Crowne Plaz P laza la zaa
Crowne Plaza
Centro Cen C ntrroo
Centro C Cen enntro tr o
R a dis s
Radis s
rk
Centro Ce Cent C entro ent en ntro triro tro tes
Centro Ce eennnttr t roo tro
Centro Centr C ro
Centro Centr C Ce e ro
Pa
eS r idg
a
b Centro Cen Centr C Cent yentro
a T he Y
uit e s ot el o Cent HCentro s a anaa Y otan The StaR y br idg Staybridge Suites e Rotana t Radisson R di Bl Blu St ay b S u it e s Rotana ridgetell Radisson Blu The Yass Hotel H S uit e s Rotana a ootan R Radisson Blu u S Radisson Rad dissoon B Blu lu taybriCentro d ge Srou Rotana it e s Radisson Blu Rosewood MD analyses the retention a StaybRotan Root Rota R otaana ota ridgeRotana of Saudi Nationals in Riyadh’s hotels n C Struoites Rotana Rotana Ro R Rot owne ot ota ttaaan ana nna alaza za Plaza ne owne Cro Crowne a t ot R e t o lan H Rotana s a ZIGHY BAY UNCOVERED DATA LIGHTING ANALYSIS OVERRIDES DEBATE HOT HOTEL T he Y
Rotana tanaa nnSTRIVINGRot FOR SAUDISATION
Ro Rotana
Rotana l
Centro R sson Bl Radisson Blu lu
The Yas Hotel
Radisson Bluu Ra satisfi tisfied by Radisson factories Rboring adisssonnbed Blu factorie
Suites
Radisson Blu
eS Radisson son Bluu Crowne Plaza idg Crowne nnee Plaza P Pla aybr St a uit e s eS gzza Crowne owne nee rPlaza Plaz P Pl aza Centro idaz bPla taySuites Rotana SCCentr Centro Ce Cent eroo gentr Centro Ce tro o taybrsid Crowne ow own wnnne Plaza Plaz lazaatel S uite o H S he Yas dge Centro Centr C Ce entr tiro brtro taza Crowne ow wnee Plaza Plaz Pl P laza zya Slaz u
St a s uit e Radisson Blu Bu
Parkk Inn Pa P
Rotana Rot Rotan Rota Ro R ootan ot ota ttan ana an naa
Rotana
Rotana
Ro Rot Rotana ota tan annaa
Centro C Cen nttrro nt ro
In n
Radisson Ra Radisso adisso ssonn Bluu
The T h Yas Th Ya Hotel Ho l
RaARE Radisson dissson Bl Blu lu WHERE THEB INNOVATORS? Park Inn
Radisson B Staybridge Suites
The Yas Hotel Staybridge St Sta ttaayyyb Suites Rotana Suite
TThee YYa Yas as Hotel
Park Inn
Rotana R t
eS
Centro C Cen eenntr ntr nt t ro
Centro
Staybridge Suites
Crowne C roow wne Plaza w Plaza la
Crowne Cro C rooowne nee Plaza Plazaa Pla
t an
Staybridge S y ridg Suites yb
C Crowne Plaza
ana aan nnaa
Rotana
Centro
g br id attryro Centr Ce Centro ntr Stnt s u it e
Radisson adisson sson Bl Blu
Staybridge
Radisson Bl
Rotana R otaRadisson Staybridge iss ss Bluu
tBlu Bes Plaza brrto l iHdaogn teea osso Slu son Blu u it e s son son o n Blu Bl B eC Suiwne za za aza Plaza Crowne tes Plaz S ana t ot t R a ana ybri RSotta sa S uit e s t ybrisdHgoetdSeglueitte esi Blu a Y Radisson Ra adisson adis e h anBautro T StaybbCrowne ridgeRSotuCPlaza a Pla P Pl itean ensn Rotana Rot Ro Rotan R o ot otana ta tan a na Stotan a alg a y ot R b e rtidan aRadisson oson H sdisso Slu d isson isso sson s neB Bl Blu a uuites YTThe RotaTnheRadis he Yas C Hotel The H Plaza Crowne The Yas sH Hotel Hote Ho Hot otte ot tel eel Rotannnaa Staybridge S ybridge ridge geeCrowne S Su Suit Sui Suites ui ite iit tteees Plaza el tan Su oaza taaysbRH aPaPark aInnn ot r i d Y g e S uit Rotana Rota ota an ana T he l ea es otYas The Ya Hotel H s a P Plaza e wne C Crowne Y aro an e ot R Th t StayCb enPlaza Crowne ridge za S uit e s a l Rotan HotePlaza s The Yas as H Hot Ho Hote Hotel o tel t l a za Crow Crowne Y Staybridge y g Suites Rotana Ro Rot otana tana T he Rotana Rot Rota na o an r o ot t R CenS ta l t ts aHyoebrePlaza Crowne idgza a Y e S uit e Th erso Centro Ce eent tr Centro nnt antr Rotta enatro Can Plazaa CroStay Plaza Crowne br idge TThe Yas Yas Hotel Hootel S Hotel tel owners are no longer The T e Yas Th Y s Hotel Hote H
Centro
Radisson Blu R Radis Radiss
Staybridge Suites
Radisson Blu Staybridge Suites
Centro ro
Centro
Radisson B
on Blu
Paark Inn Park
Radis s
ot el
Learn inside information from Th The heinforma Yas Ya Yas Hotel Hote el Cen Staybridge Stayb bridge S Suites uites hhotel t techn laddiss g experts technology Radisson R Rad son Bl Blu lu C
Staybridge Staaybridge Suites
Centro
as H T he Y
Crowne Plaza C
ui
Park rk In Inn In n
on Blu
Thee Yas Ho Hotel Hot l
Centro
S Centro Cent Ce C entro tro ttr tes
eS idg y br St a s Crowne C wnnneel Plaza w Plaz laza azza zSuite HoteCentro Cen C entro en ge he Yas br id t ay
C ent r o Centro entr o entro
Centro
Radisson Ra adisson Blu
lu
TThe Th hhee YYas Yaass Hotel H Hooot ote ttell
Centro C
Rotana Rota R Rot Ro ota oot ta ttan ntaroStaybridge Suites eana C
ana na
C t Centro
is s o n B
Radisson Ra R addisson iss ss n B Bl Blu
o entro
Staybridge Sui Suites ites
Rotana
IT HELPLINE The Yas Hotel Radisson Blu Radis s
Pa
Par Pa
Rot C an
on Blu
Rotana Ro ota ot tana Thee Yas Ya Hotel tel
Radis s
Pa P
eS idg y br St a tteess ge SSuuii t a y b r i d ge e s y br id St a s uit e
Staybridge ttaybridge ayb Suites te tes
Thee YYas Hotel Centro Centr C Ce roo
December 2009
Rotana Centro Radisson Blu
entro
The Yas Hotel
C o Centro Centro ro
tro
The definitive guide to successful hotel management
R
C en
T H E O R IGINAL . H A ND W O V E N F R OM W E ATHE R -RESISTAN T DEDON FIBER.
DEDON Collection SPA. Design by Richard Frinier. DEDON International Contract Department C./ Arag贸 285 路 08009 Barcelona / Spain Tel. +34 93 208 0903 路 Fax +34 93 208 0773 contract.export@dedon.es 路 www.dedon.es
43
49
December 200 2009 Volume 8, Issue 12 05 NEWS Overrides put hotels in a vulnerable position; Marriott establishes new regional headquarters; Mövenpick in all-inclusive first; Burj Al Arab receptionist scoops AICR Award.
27 TOUGH TALK: WHERE ARE ALL THE INNOVATORS? With so much creativity in malls and mixed-use developments, hotels run the risk of being seen as boring bed factories, says Mike Scully. Three industry experts respond. .
40 HOT HOTELIERS
76 FITTED OUT
Erin O’Neill reports from the last Focus Group debate.
Inside WXYZ at Aloft Abu Dhabi.
78 PRODUCTS 43 ROUNDTABLE: IT HELPLINE
Lighting analysis, buffetware and new products.
30 STRIVING FOR SAUDISATION
IT managers are the unsung heroes relied on by guests and staff alike. They discuss the challenges they face on a daily basis.
Rosewood’s Peter Finamore outlines the company’s strategy towards Saudisation in Riyadh.
49 COVER STORY: THE FUTURE OF YAS ISLAND
16 DATA
33 VP INTERVIEW
An exclusive, in-depth report on Yas Island’s seven new hotels.
A preview of the latest Travel Tracker report from YouGovSiraj.
18 ANNOUNCEMENTS
Starwood’s Brian McGuinness reveals his top tips for hotel branding and comments on assessing the consumer experience.
Awards, new signings and the world’s tallest hotel set for Dubai.
35 GM INTERVIEW
63 PROJECT 360º
Experts debate Emiratisation.
Gerhard Struger from Swissôtel in Istanbul says the industry has not seen the worst of the crisis.
The team at Six Senses Hideaway Zighy Bay opens up to Hotelier.
100 RECRUITMENT AND TRAINING
14 CATERER MIDDLE EAST AWARDS 2009 Hotels pick up fiercely-contested chef, restaurant manager and bar manager of the year awards.
21 COMMENT The debate over internet charging thickens; the trend for celebrity chefs; and the ‘green’ issue — is the hotel industry paying lip service to environmental sustainability or worse still, passing the buck totally, asks Thomas Tapken.
www.hoteliermiddleeast.com
Automated hotels; Techno Q; and the latest entertainment systems.
90 SUPPLIER SHOPPING LIST Quick guide to featured suppliers.
93 HOTELIER INVESTOR 58 HOTEL SPY: YAS ISLAND Our mystery shoppers visit Abu Dhabi and report back.
News from Holiday Inn, Hard Rock Hotels and IFA HR.
98 TRAINING INTERVIEW
New recruit and staff appointments.
71 SUPPLIER FOCUS 36 TOP TEAM INTERVIEW Park Hyatt Dubai’s foodies explain the rationale behind the recent revamp of Traiteur, now a relaxed French brasserie.
Equip’Hotel review and the latest supplier news.
102 CALENDAR
74 SUPPLIER PROFILE
104 HOTELIER CONFIDENTIAL
An interview with Restonic.
Insights from the news desk.
Diary of upcoming events.
63
24 6
85 TECH TALK
36 Hotelier Middle East • December 2009
ONLINE
2
NEWST Makati Shangri-La Manila ALER fined for guest’s murder
Most-read stories on hoteliermiddleeast.com
The victim Christian Harper was found dead after being bound, gagged and robbed in his hotel room at Makati Shangri-La Manila, in the Philippines.
Makati Shangri-La Manila has been ordered to pay more than US $1 million in damages following the murder of a Norwegian guest at the hotel a decade ago. A Philippine court ruled that the murder of the victim, Christian Harper, could have been prevented if the hotel had shown accurate security levels. “Unfortunately, records failed to show that the hotel was exercising reasonable care to protect its guests from harm and danger by providing sufficient security commensurate
WEBSITE VIEWER STATS SOURCE: Google Analytics.
to it being one of the finest hotels in the country,” read the court ruling. Harper, an executive of a European power company was found dead after being bound, gagged and robbed in his hotel room on November 6, 1999. Two suspects, a male and a female, were filmed on the hotel’s CCTV entering Harper’s room, but the hotel’s security officer testified that the victim’s visitor did not pass through security checks and other guests had reported losing valuables in their rooms.
A small fire at the Hilton Dubai Creek started on the outside terrace but was quickly extinguished.
1. Hilton Dubai Creek catches fire 2. Shangri-La fined for guest’s murder 3. World’s tallest hotel to open next month 4. Mövenpick claims Dubai’s first all-inclusive hotel 5. Most influential people in the travel industry
TOP AMERICAN SOURCE MARKETS — NOVEMBER
TOP REGIONAL SOURCE MARKETS OUTSIDE UTSIDE OF THE UAE — NOVEMBER
1. 2. 3. 4. 5.
1. 2. 3. 4. 5.
US BRASIL MEXICO ARGENTINA VENEZUELA
SAUDI ARABIA QATAR KUWAIT OMAN BAHRAIN
TRAFFIC SOURCE OVERVIEW: DIRECT TRAFFIC:
REFERRING SITES:
SEARCH ENGINES:
35.15% 26.15% 37.88%
250,000 UNIQUE VISITORS HAVE NOW VISITED HOTELIERMIDDLEEAST.COM
TOP REFERRAL SITES:
1. Images.google.com 2. Facebook 3. airlinequality.com 4. mail.google.com 5. bbs.fobshanghai.com
For a list of upcoming properties, see www.hoteliermiddleeast.com.To update your company’s list, contact louise.oakley@itp.com December 2009 • Hotelier Middle East
www.hoteliermiddleeast.com
3 ONLINE
www.hoteliermiddleeast.com
Hotelier Middle East • December 2009
5 NEWS
THE REGION • Signings • Openings • Best practices • Strategy • Branding • Legislation • Events
Hoteliers accused of lining DMCs’ pockets Offering overrides does the industry no favours; hoteliers should take a united front assert experts
Hotels in Dubai have been lining destination management companies’ (DMCs) pockets in a desperate bid to claw back some business, Mövenpick Hotels & Resorts business development director Guy Epsom has claimed. At least three major hotel groups are offering overrides as incentives to DMCs for volume bookings, which will inevitably force other hotels in the region to follow suit, asserted Epsom. “They are offering overrides to secure business, which is not a good situation, because it means everyone has to follow suit, putting us in a vulnerable position,” he said. “The only winners in this situation are the DMCs,” said Epsom. City Seasons Group of Hotels group general manager Thomas Tapken agreed that there was a trend of offering overrides but said it was not the DMC’s fault. “Many hotels now offer overrides to secure favourable listings and yes, it does put those who do not participate in a vulnerable position. We cannot blame the DMCs, as they are
only trying to do what is best for their business,” he said. Tapken argued: “Is it not time that we hoteliers took a united stance and agreed on how best to confront difficult times, rather than just resorting to rate cutting and ever-increasing overrides? Where does the cycle end? Will it end in deeper rate cuts and greater overrides? “Too many of our sales teams see rate reductions as the only way to secure business. It is time we trained them to sell, and to market more effectively, without undercutting our value — and to look beyond their comfort zones for potential new business,” he advised. The Rezidor Hotel Group regional director of sales and marketing Yigit Sezgin said that the offering of overrides by Rezidor hotels was “handled on a case-by-case basis — with a commitment, evaluation and a quarterly review”. “We generally support our global sales agents,” said Sezgin. He said that The Rezidor Hotel Group had also devised other strategies to help it fill rooms. “We have developed tailor-made loyalty programmes to corporates in the Middle East, as well as an aggres-
sive sales call strategy and we are also offering cross sales incentives.” With regard to whether offering overrides put other hotels in a “vulnerable” position, as asserted by Epsom and Tapken, Sezgin commented: “If it’s done without proper evaluation, unfairly to other buyers and if it is not monitored in a structured manner; it can be harmful. “Necessary accruals and aggressive targets can lead to great successes,” he added.
In defence of the DMCs, Epsom conceded that, with market conditions proving tough in 2009, these companies had been forgoing their 5% margin to pass on better rates to their customers. But according to Arabian Adventures and Congress Solutions International (CSI) senior vice president Frederic Bardin, DMCs deserve to receive overrides for securing hotels business. “The advantage we have is that this (the UAE) is the only place we are selling, if not just Dubai, so all of our efforts are focused on this and we can have a certain influence in terms of where people go,” said Bardin.
“We don’t have influence with the tour operators, but we do with groups and if we take over a booking, we do the work that neither the tour operator or the hotels has to do. “They get everything done for them and we are the ones on the ground doing the work — we [even] pay hotels upfront and then claim the money from the tour operators later,” he said. However, another hotelier, who wished to remain anonymous, implied that rather than hotel operators driving the overrides to steal market share from rival hotels, it was the DMCs themselves that were asking for up to 10% commission, and without even guaranteeing volumes of business. Bardin said that commission rates varied but the norm was 5% and stressed that Arabian Adventures had not been asking for 10%. “We always negotiate, especially with groups, and then it is down to supply and demand, but it would certainly be unreasonable for DMCs to ask for rates of between 10% and 20%,” he said. If anything, he stressed that this would lead to hotels increasing their rates to counteract the impact.
Bardin: DMCs in the UAE deserve to receive overrides.
Epsom: The only winners in this situation are DMCs.
Tapken: It’s time that hoteliers took a united stance.
Sezgin: If not done properly, overrides can be harmful.
STORY OF THE MONTH
www.hoteliermiddleeast.com
THE DMCS’ PERSPECTIVE
Hotelier Middle East • December 2009
NEWS
6
Marriott establishes new regional headquarters Division to support increased development, including first signings in Algeria, Ghana and Morocco EXPANSION Marriott International has announced the immediate establishment of its new regional headquarters in Dubai to serve the Middle East and Africa (MEA) region. Commenting on the opening of the new office, the company’s international lodging president and managing director Ed Fuller said: “The one point I really want to stress is the fact that we are opening a division office here. That just is not done by anyone else. This will be a full division with a chief operating officer and a full regional team”. To emphasise the significance of the step, Fuller said “our other division offices are Hong Kong, London and Washington DC”. He explained: “Marriott is not only here to step forward and to continue the work that we have already done, but we move from an area office to a divisional office. Up to this point [the Middle East and Africa] has been supported out of London, so now it will be supported out of Dubai.”
Marriott International’s former area vice president for the UK South and Ireland, Mark Satterfield, took up the role of chief operating officer, therefore heading up the new office, on December 1. He will be supported by a team of “well over 60 people” currently in the region and Fuller added that the company was “buying space to grow”. On the development side, former senior VP development for France and Africa Jean-Marc Grosfort has been appointed chief development officer but he will be based in Paris. The announcement followed the signings of five new properties for Marriott, including its entrance to Morocco, Ghana and Algeria. Fuller said: “When it comes to Algeria, we want to be in that market because we think in the long-run, the combination of the country itself having oil and its potential for tourism [is positive], but now the commercial side of that market [is strong] — the Chinese are investing heavily into that market”. He said the property would be commercially based initially but that “tourism will follow”.
With regard to Morocco, Fuller revealed that it had been a “personal” desire of his to get a flag there after enjoying three vacations, while Ghana he said “has the potential of business and tourism”. He added: “I don’t know this for a fact, but I understand that some major airlines are about to introduce routes into Ghana and we think we will have the best product in Ghana, so the positioning of being there with the best first is always a good opportunity”.
Fuller: Dubai will boast a full divisional office.
NEW PROPERTIES SIGNED BY MARRIOTT Opening between now and year-end 2015, these new properties will take Marriott’s MEA presence to more than 70 hotels across six lodging brands totalling nearly 20,000 rooms in 12 countries. Marriott’s first hotels in Algeria — the 227room upscale Algiers Marriott and the 180unit Algiers Marriott Executive Apartments. Due to open in 2010, they are owned by Trust Real Estate SPA. Marrakech Marriott Palm Golf Hotel, a 216room resort which marks Marriott’s entrance
to Morocco and which is expected to open in 2012. It is owned by a JV between J. Partners and Domaine Palm Marrakech SAS. Marriott’s first hotel in Sub-Saharan Africa — the 209-room Accra Marriott in Ghana, scheduled to open in 2010. It is owned by African Hospitality Ltd. Sahl Hasheesh Marriott Beach Resort on the Red Sea, a 294-room hotel that will be Marriott’s eighth in Egypt. A conversion that will be rebranded in 2011, the hotel is owned by Red Sea Hotels Co.
METMS highlights tough challenges faced by hotel marketers The number one problem highlighted by hotel marketing professionals in a survey recently carried out by Fusion Marketing Management was that over the last 12 months, marketing budgets had been slashed and they did not have enough to spend. The survey was completed by 18,000 respondents prior to the first Middle East Tourism Marketing Summit (METMS) 2009 organised by Fusion under the patronage of Dubai Department of Tourism and Commerce Marketing (DTCM) and held at Shangri-La Dubai last month. According to METMS director and executive director of Fusion Nicki Page, reduced budgets were not the only problem faced by marketers. Addressing a panel consisting of Aldar Hotels & Hospitality marketing December 2009 • Hotelier Middle East
and sales director Stephen Banks and Atlantis, The Palm VP finance Wendy Potter, Page asserted that the Middle East hotel industry lacked “specialism” in terms of marketing. “For me, sales is a function of marketing and marketing is a philosophy of business and it has its own management principles and disciplines. “I tend to feel that the region lacks that specialism so we have sales people who are masquerading as marketing people,” said Page. Banks agreed that this was an issue. “This is an age thing I think and I’m unfortunately in that bracket probably. I came up through sales and then you get into marketing,” he said. “I’m the first to admit that the younger guys coming up — fully qualified marketers — are probably way
ahead of where we were,” he revealed. Banks added that paying sufficient salaries for the skills required would be key to developing professionalism. “As an industry, we are so far behind in terms of remuneration; if you look at automotives, their marketing people are very highly paid, but we don’t tend to do that.” Another challenge, highlighted by Atlantis’ Potter, was “the complete and utter fixation on ADR whereby everything has to be driven and marketed around ADR and occupancy”, which she said was “quite an old fashioned mentality”. She urged the industry to focus on “the bigger picture” and market other facilities at hotels by understanding the guest profile. “At Atlantis, we are a destination, we are not just a rooms
Potter: the fixation on average daily rate is old fashioned.
business; what I cannot afford to do is just to focus on average daily rate to the cost of my wider business, so whenever we’re looking at the profile of our guests, we’re very much interested in capturing as much discretionary revenue on top of the room rate as possible,” said Potter. www.hoteliermiddleeast.com
7 NEWS
Mövenpick in all-inclusive first Group’s Royal Amwaj property in Dubai to launch pre-paid offer TRENDS Mövenpick Hotels & Resorts has unveiled what it claims is a first for Dubai — a pre-paid all-inclusive offering at one of its forthcoming properties on The Palm Jumeirah. The group’s top-end 293-room Royal Amwaj property, which will also be the first hotel in Dubai to boast over-water villas, will debut this all-inclusive concept, with Mövenpick already promoting the idea to the European travel trade at World Travel Market (WTM) last month. “All F&B and dining is covered — it will be a market first,” boasted the hotel chain’s new business development director, Guy Epsom. “We are already talking to some of our partners about it.” Epsom revealed that the concept would be referred to as ‘Club Amwaj’, involving a three-tier package that would not only give guests staying at Royal Amwaj free food and drinks at all six outlets on site, but also at the 30-plus outlets across Mövenpick’s Seven Tides-owned Dubai portfolio – the firm is open-
Lighting, seating & display systems, events, weddings, festivals, exhibitions & parties Epsom: Dubai desperately needs all-inclusive concepts to address challenge of exchange rates and price of F&B.
ing four new properties with the one owner in the emirate next year. When asked if he was worried about what impact this would have on the brand due to a perception in some markets that all-inclusive offers were down market, Epsom promised that it would not be “naff”. “It won’t be naff because it’s a five-star deluxe hotel and we want to introduce a hassle-free concept into a market that actually needs to be innovative and needs to address the challenge of exchange rates and F&B prices in Dubai,” he said.
He added that Dubai desperately needed concepts such as these because even in the summer when room rates were relatively low, F&B was still deemed expensive. However, Rixos Hotels, which is famous for its all-inclusive resort hotels in Turkey, said it would not be bringing the concept to its Dubai hotel, also being developed on Palm Jumeirah. Ottoman Palace by Rixos director of business development Yanal Abaza said: “Dubai has a lot of attractions and we don’t want to limit our guests’ dining experience”.
more funky products on DesertRiver.com
Grosvenor House Dubai gets luxury status
Grosvenor House Dubai is now part of The Luxury Collection brand by Starwood Hotels & Resorts.
Grosvenor House Dubai, previously a Le Méridien hotel, has moved into Starwood’s luxury portfolio under The Luxury Collection brand. This makes the property the first Luxury Collection branded hotel to operate in the UAE. The hotel has been gradually working to meet the www.hoteliermiddleeast.com
brand standards of The Luxury Collection, described by the company as offering “magnificent décor, spectacular settings, impeccable service and the latest modern conveniences” as essential prerequisites. Grosvenor House Dubai and Le Royal Méridien Beach Resort & Spa general manager Pam Wilby said: “Dubai is an exciting destination that attracts a multitude of travellers for both personal and professional reasons. We are thrilled that the Grosvenor House Dubai has become a part of Starwood’s Luxury Collection brand as it emphasises our commitment to excellence”. According to Starwood, each Luxury Collection hotel “focuses on providing global travellers with a gateway to the world’s most exciting and
desirable destinations, highlighting Grosvenor House Dubai’s iconic status in the region”. Starwood already operates The Luxury Collection brand in Kuwait and has announced hotels currently under development in the emirates Ajman and Ras Al Khaimah to grow the portfolio. Worldwide, The Luxury Collection is comprised of more than 70 hotels and resorts in 30 countries.
Event Rentals Distribution of European Lifestyle Products P.O. Box 74054 Dubai, UAE T. +971 4 323 3636 F. +971 4 323 3686 info@DesertRiver.com DesertRiver.com
437 HOTELS
The number of hotels in the Middle East/Africa hotel development pipeline, comprising 120,682 rooms, according to the recently-released October 2009 STR Global Construction Pipeline Report.
Hotelier Middle East • December 2009
NEWS
8
‘Pop-up’ hotels for cash-strapped guests Temporary mobile structures can cut construction costs by half TRENDS Temporary hotels are popping up in Britain to cater to a number of cashstrapped travellers. These mobile structures are being set up in dilapidated urban areas and can be re-used or moved around. The construction time of these hotels, which are pre-build units incorporated into a steel frame that can be easily demolished, is reduced by almost 50% compared to more traditional methods. As such, they have been dubbed ‘pop-up’ hotels by research firm Euromonitor International, which at London’s World Travel Market
(WTM) unveiled its global travel trends research for 2009 and identified temporary hotels as much more than just a fad. In fact, two companies have already unveiled their version of the new pop-up hotel. Budget hotel brand Travelodge opened its first modular hotel in Uxbridge, west London, in the UK in August of last year. It is built from steel containers that were constructed and fitted in China. Travelodge plans to build 40 hotels per year by 2020 and half of those are expected to be the pop-up variety. Prices are US $48 or less per room. In addition, the M-house and M-hotel concepts have been created
by entrepreneur Tim Pyne. The hotel structure comprises individual units included in a steel construction building, tailored towards corporate customers for rent up to three months. The first unit, which is to be based in Hoxton, east London, is due to open by the end of 2009. “The M-hotel concept can explore the opportunities to construct hotels in underdeveloped areas,” said Pyne. “The design permits for those structures to be easily dismantled, moved and relocated around the world.” Euromonitor International claimed that pop-ups would appeal to “generation Y, baby boomers and younger consumer groups, in addition to environmentalists”.
Construction of Travelodge’s first modular hotel and the finished product, which opened in August 2008.
Starwood sells Bliss Spas to Steiner for US $100m Hotels to target lucrative Chinese market Starwood Hotels and Resorts has sold the Bliss spa and product company to Steiner Leisure Limited in a US $100 million deal. As part of the transaction, Bliss and Remade spas and amenities will remain exclusive to Starwood in the hotel category at W Hotels and St Regis Hotels respectively. Starwood Hotels and Resorts president and CEP Frits van Paasschen said: “This sale is illustrative of our long-term strategy focusing purely on a growing and increasingly-global hospitality business. At the same time, we are delighted
that we will be able to continue our business relationship with Bliss spa, which has provided a distinct point of view to our amenities and spas in our W-branded hotels, as well as our St. Regis hotels” .
PHOTO OF THE MONTH
Trend spotter The Nielson Company has revealed that Chinese leisure and business travellers spend on average US $3000 per trip, a figure that has remained unchanged since 2007. Research also suggested that the majority of Chinese business travellers (41%) and leisure travellers (49%) are likely to opt for a four-star hotel, and 36% of business travellers and 27% of leisure travellers would opt for a three-star hotel, based on the opinions of 5900 people from 26 cities in China . The report was revealed at the first Middle East Tourism Marketing Summit (METMS), in Dubai on November 5. Speaking two months after the UAE received Approved Destina-
tion Status for Chinese travellers, hoteliers claim China has potential. China is “looming as a major player” for Middle East hotels, said Jebel Ali International (JAI) Hotels assistant director of sales Shane Jameson. Similarly Keminski Hotel Ajman director of sales and marketing Ramzy Faris and Sheraton Kuwait director of sales Mazen Al Mhana identified China as among the new markets they would be targeting in the New Year. Dubai Department of Tourism and Commerce Marketing (DTCM) statistics show that more than 96,300 Chinese guests stayed in Dubai hotels in 2008, up by 4% compared to the previous year.
Ahead of the Dubai World Championship, held from November 19-22,Sergio Garcia and Henrik Stenson relaxed at Atlantis, The Palm — the official hotel of the golf tournament. Dubai Department of Tourism and Commerce Marketing hosted a Dubai Roadshow in China to increase interest.
December 2009 • Hotelier Middle East
www.hoteliermiddleeast.com
9 NEWS
www.hoteliermiddleeast.com
Hotelier Middle East • December 2009
NEWS
10
Muscat hotels respond to Hotel Spy report GMs take action to address shortcomings highlighted by Hotelier’s Grass Roots mystery shoppers SERVICE Managers from three Muscat hotels have responded to the findings of Hotelier’s Hotel Spy published in November’s issue, with one property already taking steps to address the mystery shopper’s feedback by reducing the cost of WiFi to non-guests. Ranked in third place with an overall score of 56%, The Chedi Muscat scored highly in terms of its concierge service, but lost points for difficulty in obtaining refreshments. The Grass Roots mystery shopper also highlighted that while internet is available free for guests, non-guests were charged OMR 20 (US $52) for 24 hours’ unlimited access.
Brandes: the feedback was appreciated and noted.
The Chedi Muscat GM York Brandes said: “The internet has been complimentary for in-house guests for the last four years. Unfortunately, we have not reviewed the prices for outside guests as there is just no demand, but since bringing this to my attention, we have dropped the rate for outside guests to OMR 5 ($13) for 24 hours”. Commenting on the ‘spy’s’ report that they were not served while waiting for a refreshment, he added: “Your refreshment experience is of course not acceptable and at the same time I am surprised to read what happened”. And in terms of the reservations team failing to send a confirmation email, Brande said the feedback was “appreciated and noted”. At the other end of the scale, Shangri-La Barr Al Jissah Resort and Spa, Muscat received the highest overall score with 76%, having performed well in most categories. However, the mystery shopper noted a short wait before being served by staff while trying to obtain a refreshment and gave this category a score of 36%.
The Chedi Muscat slashed the price of internet access for non-guests by three quarters following the report.
The hotel’s general manager Arbind Shrestha said: “The score in obtaining refreshments indicates that we have fallen short of the high standard we have set for ourselves. Please be assured that we will take this matter as a tool for process improvement and employee training”.
Meanwhile, Al Bustan Palace InterContinental Muscat was ranked second with an overall score of 67%. “We are constantly looking for better and effective ways to make the standard of guest experience even higher [and] we are grateful for such feedback,” said a hotel spokesperson.
New Year’s Eve parties are on but Dubai hoteliers are prepared for every eventuality
Moussa: Will celebrate the departure of a tough year.
Dubai hotels have begun to put party plans in place for New Year’s Eve, but many are prepared for “every eventuality” after 2008 celebrations in Dubai were cancelled at the last minute. On December 30, 2008, His Highness Sheikh Mohammed Bin Rashid Al Maktoum, VP and prime minister of the UAE and ruler of Dubai, ordered the cancellation of all New December 2009 • Hotelier Middle East
Year celebrations in Dubai as an act of solidarity with Palestinians in Gaza. DTCM Inspection and Tourism Permit Department head of development and follow up Nabil Ali said: “Until now there has been no instruction to stop New Year parties [this year]”. However, Dubai hoteliers have said they are erring on the side of caution in their party preparations. JW Marriott Dubai director of food & beverage Kevin Wills commented: “Although we have already put our festive plans in place and are promoting our events, we will still support the government in whatever decision they make. We hope to end the year on a positive note. Hopefully, the celebrations will not be cancelled this year”. Kempinski Mall of the Emirates GM Holger Schroth said: “Last year’s decision in regards to New Year’s Eve was thought-provoking and honourable in light of the devastation that many people were going through. Our
New Year’s Eve dinners at KGrill and Aspen proceeded without music and our guests were comfortable and supported the decision. As for this year, if a decision to cancel New Year’s Eve is made, we are well-prepared to communicate this information to our many guests,” added Schroth. Radisson Blu Hotel, Dubai Deira Creek will not plan “one big party” this year, but will offer guests a variety of New Year’s Eve activities and meal deals, according to general manager Andreas Flückiger. Meanwhile, Radisson Blu Hotel Dubai Media City GM Pasquale Baiguera believed it was unlikely that celebrations would be cancelled again. The hotel is organising DJs and dancing on its outdoor terraces for the midnight countdown. “But of course we are always ready and prepared,” Baiguera said. Similarly, The Rezidor Hotel Group area VP Marko Hytönen said:
Schroth: Kempinski MoE is well-prepared should it need to cancel any of its New Year celebrations.
“We continue to put plans in place as normal, but of course we are always prepared for every eventuality”. Crowne Plaza Dubai director of F&B Alfred Abi Moussa concluded: “In Dubai nothing is impossible; however, this will not prevent us from planning to celebrate the departure of a very tough year”. www.hoteliermiddleeast.com
11 NEWS
Burj Al Arab receptionist scoops AICR award Jumeirah’s Tatiana Lomteva will represent Dubai in international competition next year than it is in the international final actually,” said Mueller.
INTERNATIONAL COMPETITION
Winner Tatiana Lomteva in the centre with runners up Kathlene Marin (left) and Christina Cynthia Lopez (right).
FRONT OF HOUSE Burj Al Arab guest services executive Tatiana Lomteva has been named Receptionist of the Year by the Dubai section of the AICR — the Amicale Internationale des Chefs de Reception et Sous Directeurs des Grand Hotels. Lomteva beat off tough competition from five other Dubai hotel receptionists during the final, held at Media One Hotel on November 12, before being announced the winner at an awards ceremony held on November 14 at the Burj Al Arab. On collecting her award, Lomteva said: “The competition was a great experience. It was very, very challenging and meeting my fellow contestants here tonight, I never thought I would be the one to win”. The finalists included The RitzCarlton Dubai club receptionist
Christina Cynthia Lopez, who claimed the first runner-up prize; Grosvenor House front office assistant Kathlene Marin, named the second runner-up; Jumeirah Beach Hotel receptionist Julia Supranovich; Le Royal Méridien Beach Resort receptionist Amit Rawat; and Taj Palace Hotel Dubai receptionist / cashier Tenzing Bhuta. Representing the cream of the crop of Dubai’s receptionists, the six finalists — whittled down from 18 entrants from four- and five-star hotels in Dubai — were put through a rigorous interview and role play in front of a panel of five judges. AICR Dubai president and judge Steven Mueller, who was recently appointed director of rooms at the Media One Hotel in Dubai, said that the role plays were particularly challenging this year. “We made it really tough for the contestants this year, even tougher
Lomteva will go on to represent Dubai in the international final of the Receptionist of the Year competition, which is being held from January 13-17, 2010 in Madrid, Spain. She said: “I’m very excited, but it will be very tough. I am confident of course, I’m sure the AICR Dubai team will train me well. I’m really looking forward to it”. The Receptionist of the Year competition was largely sponsored by Dubai Department of Tourism and Commerce Marketing (DTCM), with executive director corporate support Ibrahim Yaqoot champion-
ing the initiative. This year, DTCM increased the prize fund, with AED 10,000 (US $2722) awarded to this year’s winner, AED 5000 ($1361) awarded to the first runner up and a prize of AED 3000 ($816) for the second runner up. DTCM has also sponsored the winner’s trip to the final and Yaqoot will accompany Lomteva to the competition alongside Mueller. The 2009 international competition was held in Cannes in February, with the winner from the New Zealand section of the AICR. The AICR was founded on the Cote d’Azur in France in 1964 and over the last 40 years has developed into an international fellowship with sections in 17 countries.
THE JUDGING PANEL In line with the competition’s international regulations, the Receptionist of the Year judging panel comprised: Cora de Conceicao-Stuart, general manager, Media One Hotel, Dubai Sami Abdul Fattah Taha, senior specialist, human resources, DTCM Maria Jathan, training solutions officer, Dubai DTCM Steven Mueller, AICR Dubai president and director of rooms, Media One Hotel, based in Dubai Louise Oakley, editor, Hotelier Middle East magazine In addition, four role players presented tense scenarios for the finalists and provided valuable feedback in the judging process. They were:
SCENARIO G N ENLIVENS THE BUFFET LANDSCAPE
Marco Metge, director of rooms, Madinat Jumeriah, Dubai Fabian Schmittmann, assistant front office manager, Jumeirah Beach Hotel Stephanie Zawada, assistant front office manager, Burj Al Arab Caroline Hardman, director of business excellence, Madinat Jumeirah The finalists were scored on interview questions, role play, communication and grooming, with the marks being out of 100.
Regional contact: Mobile: +971506464168 E-Mail: ranjan@renartellc.ae Porzellanfabrik Schönwald Rehauer Strasse 44 –54 95173 Schönwald, Germany Tel: +49 9287-562251 Fax: +49 9287-56472251 E-Mail: mcnally.s@schoenwald.com
www.schoenwald.com
www.hoteliermiddleeast.com
Hotelier Middle East • December 2009
eb
Park Inn
Atlantis
Novotel Case Goods
Shangri-La
Loose Furniture
Renaissanc Renaiss naissance
F, F & E S o l u t o i n s
Millennium
The he Signature Club
Marriott
Restaurant Furniture
Emirates
Staff Cafeteria Furniture
Rotana
Fairmont
Staff Housing Furniture
IInterContinental ntt erC C ontt i nentt a Outdoor Furniture
Bin Hendi Group
W H Hotel ott ell t: +971 4 397 9981
e: spyro
@ spyrodubai.com
w: www.spyrodubai.com
Hilton
Raffles Sheraton
Kempinski
Dusit
Bonnington
Al-Diar A
HDP CUCINA LATELLA
ARCHIPEL
FOUNDATIONS
World renowned artificial preserves from Australia
Luxury guest room & banqueting accessories from USA
World leader in hotel cribs and baby care accessories from USA
Le Méridien
Grand Hyatt
Wagamama
WASSERSTROM
Comprehensive range of bar and food service products from Thailand
World’s leading source for restaurant supplies and equipment from USA
Grand Mercure
Qamardeen Q a
Radisson
DAIMA BARCELONA
THE ERWYN GROUP
Finest hand blown artistic glass - decorative and functional pieces from Spain
Premium guestroom & guest bathroom accessories from USA
ENGINEERING TOOLS
Al Manzil
Crowne Plaza
Ritz-Carlton
STAFF LOCKERS
SHELVING & STORAGE
CUSTOMISED PRODUCTS
NEW! For a comprehensive guide to dining in the Middle East log on to www.dinersguideme.com
The P Parker k C Company Looking to work with us? Mail your resume to careers@spyrodubai.com Chris Garrod Ser vicing the Middle East and Nor th Africa
O, S & E S o l u t i o n s
CROSSBOW
NEWS
14
Hotel F&B professionals applauded in first-ever Caterer Middle East Awards Radisson Blu’s Uwe Micheel picks up his second Chef of the Year Award in as many months AWARDS he region’s hotel sector has wiped the floor at the first-ever Caterer Middle East Awards, with some industry stalwarts claiming the top prizes. Radisson Blu Hotel, Dubai Deira Creek director of kitchens Uwe Micheel was awarded Chef of the Year, just a month after he won the same accolade at the Hotelier Middle East Awards in October. The judges (see box out) decided that Micheel had shown “great initiative and creativity over the difficult
T
past year” and that his “consistent efforts to get the property’s F&B team involved in local events, charity fundraising, numerous in-house promotions and in-house training is a measure of his dedication to the industry”. On being presented with the award Micheel said: ““It feels fantastic to have won a Caterer Award; it’s really very special for me, because these are specifically for the F&B industry. “I do consider Dubai as a place very close to my heart, after so many years here, and I think it’s a duty to give something back and promote not only my hotel, or my outlets, but the profession and destination as a whole.”
CATERER MIDDLE EAST AWARDS: THE WINNERS IN FULL RESTAURANT TEAM OF THE YEAR Sponsored by Tulsidas Lalchand Reflets par Pierre Gagnaire, InterContinental Hotel Dubai Festival City
MIXOLOGIST OF THE YEAR Sponsored by Monin Channaka Janak Bandara — Vu’s Bar, Jumeirah Emirates Towers
KITCHEN TEAM OF THE YEAR Emirates Flight Catering EKFC1
COMMIS CHEF OF THE YEAR Prabakaran Manickam — The Meat Company, Souk Al Bahar
BAR TEAM OF THE YEAR Tamanya Terrace, Radisson Blu Hotel Dubai Media City RESTAURANT OF THE YEAR Sponsored by Royal Culimer Okku Restaurant and Lounge BAR OF THE YEAR Sponsored by Procurio Left Bank, Souk Al Bahar EVENT CATERING ACHIEVEMENT OF THE YEAR Sponsored by Airstar 2009 Dubai Jazz Festival, Al Bustan Rotana Dubai WAITER OF THE YEAR Daniel Coitzer — Asado, The Palace — The Old Town, Dubai BARTENDER OF THE YEAR Sponsored by MMI Jessica Brantley, Okku Restaurant and Lounge BARISTA OF THE YEAR Sponsored by Merchant Star International Norberto Binalingbing — Corniche, Doha Marriott Hotel SOMMELIER OF THE YEAR Sponsored by Baqer Mohebi Ritwik Shastri — The Exchange Floor, Fairmont Dubai
December 2009 • Hotelier Middle East
The Highly Commended chefs were Matt Pickop, Hilton Dubai Creek; Olivier Biles, Reflets par Pierre Gagnaire, InterContinental Hotel Dubai Festival City; Gerald Bergue, Six Senses Hideaway Zighy Bay in Oman; and Norberto Valdez Palacios, Asado, The Palace — The Old Town. Other fiercely contended categories in the Caterer Middle East Awards were Restaurant Manager of the Year and Bar Manager of the Year. Chadi Nahra from BiCE, Qasr Al Sharq, Jeddah in Saudi Arabia picked up the Restaurnt Manager of the Year gong for his “flawless, friendly and discreet service in combination with attention to detail”. He commented: “[Winning this award] gives me an extra motivation to continue my job and encourages me to generate new concepts that can attract more guests. Now I plan to continue to develop my new non-alcoholic
PASTRY CHEF OF THE YEAR Sponsored by EMF Emirates Ajmal Salim — Shangri-La Hotel, Qaryat Al Beri SOUS CHEF OF THE YEAR Sponsored by La Marquise International Shibu John — Nineteen, The Montgomerie Dubai BAR MANAGER OF THE YEAR Sponsored by Baqer Mohebi Sreekanth Cherukot — Astro’s Bar, Le Méridien Al Aqah RESTAURANT MANAGER OF THE YEAR Chadi Nahra — BiCE, Qasr Al Sharq, Jeddah CHEF OF THE YEAR Sponsored by Churchill China Uwe Micheel — Radisson Blu Hotel, Dubai Deira Creek CHEFS’ CHOICE AWARD BEST CLIENT SUPPORT OF THE YEAR James Mather – MMI CHEFS’ CHOICE AWARD BEVERAGE SUPPLIER OF THE YEAR MMI CHEFS’ CHOICE AWARD FOOD SUPPLIER OF THE YEAR Fresh Express
Left: Uwe Micheel and Glenn Ewart; right: Sreekanth Cherukot.
wine menu and aperitifs list, to surpass guest expectations.” Al Bustan Rotana’s Manuel Agustin of Benihana Restaurant was Highly Commended in this category. Meanwhile, Bar Manager of the Year went to Sreekanth Cherukot, assistant manager at Astro’s Bar, Le Méridien Al Aqah Beach Resort. Cherukot said: “I’m so happy to win this award! I am very proud to be in my role in charge of Astro’s. Our motto there is to ensure every guest is happy and I think that’s the attitude that got me here. “I first joined the property as a waiter around five years ago, and to have climbed the ladder and hold the role I do today is very important to me,” added Cherukot. The judges voted for Cherukot based upon his “efforts to retain a regular customer base for his outlet” and “his determination to maintain outlet revenue during a difficult economic period”. Kempinski Hotel Mall of the Emirates’ Sasha Aleksandar Milovanovic was named the Highly Commended bar manager.
The Caterer Middle East Awards were sponsored by The Hotel Show
THE JUDGING PANEL Halima Anderson, director of operations, Ethos Consultancy Peter Hallmanns, advisory chef, Fonterra Brands Middle East and proprietor of Strategic Food Solutions Suzanne Husseini, TV chef/presenter Aidan Keane, founder of specialist leisure and retail design firm, Keane Louise Oakley, editor, Hotelier Middle East
Michael Kitts, executive chef and senior lecturer, Emirates Academy of Hospitality Management in Dubai Rob MacLean, principal, National Hospitality Institute, Oman Junaid Malik, beverage training manager, MMI Bar Academy Nigel Witham, chartered designer and columnist for Caterer Middle East
www.hoteliermiddleeast.com
NEWS
16
Budget hotels top choice for UAE-based leisure travellers Holidaymakers prioritise value for money says new Travel Tracker from YouGovSirag
The report also surveyed the respondents’ attitudes to sourcing information relevant to their holiday and booking flights and hotels. The results showed that while travel agents remain popular in the UAE, booking direct via the internet is a key trend, with regard to both flights and accommodation. For flights, 26% of respondents used an
Which of the following is the most important factor when choosing a hotel for leisure travel?
29% 15%
12%
10%
The Travel Tracker UAE Leisure October 2009 report surveyed 714 leisure travellers residing in the UAE. The demographics were as follows: 55% Asians, 30% expat Arab nationals, 7% westerners, 5% Emiratis and 2% other expats
December 2009 • Hotelier Middle East
3%
3%
3%
Previous experience
Availabilty of leisure facilities
Other
Availability of internet booking / other online services
Recommendation
Reputation
Location
5%
Base: All Leisure Travellers (n: 714) – October 2009
CHOICE OF ACCOMMODATION What type of accommodation do you usually stay in when travelling for leisure? 28% 27%
Budget hotels 24% 25%
With friends and family 14% 13% 12% 14%
Own cottage/ house/apartment 7% 7% 6% 7% 5% 5%
Rented cottage/ house/apartment Bed & Breakfast Other
3% 2%
pushed aside completely, for some, the benefits of dealing with an actual person and having someone to call back if there is a problem is the way they like to book, while for others the concerns of internet security and using (or even having) a credit card are barriers to on-line booking”. Furthermore, the research showed that leisure travellers are not fixed on whether they book packages. Only 27% said they usually book a package that includes airline, car rental, accommodation and other services, while just over half (51%) said that how many services they book together varies each time they travel.
OPTIMISTIC OUTLOOK
7%
Serviced apartment
Money talks: leisure travellers are looking for good value when spending their hard-earned cash.
10%
Luxury hotels
SURVEY STATISTICS
agent but 37% booked online directly with the company. When it came to accommodation, 24% of those surveyed said they booked directly with the hotel online and 17% went to a travel agent. Wilson commented: “There has been a real push towards using the internet; people have become more cost conscious and are realising this is the way to get the best price. This is not to say that travel agents are being
IMPORTANT FACTORS IN HOTEL SELECTION — UAE
Price
V
BOOKING TRENDS
Quality of service
alue for money is the most important factor for UAE residents in choosing a hotel for leisure travel, according to the Travel Tracker UAE Leisure October 2009 report from Dubai-based research agency YouGovSiraj. Almost one third (29%) of the 714 respondents cited this as their main influencer, with the second biggest group (15%) opting for ‘quality of service’. Price came in third, with 12% of respondents claiming that this was the most important factor. When asked what type of accommodation they opted for when travelling for leisure, the majority of respondents (28%) said budget hotels. This was a small increase of 1% on the 2008 findings and budget hotels was also the most popular choice of accommodation last year. Only 14% said they would opt for luxury hotels and 7% said they would stay in serviced apartments. YouGovSiraj director of travel and tourism research Jane Wilson said: “Over the last year we have seen travellers be much more cost conscious, looking for deals and saving money. “When the survey was conducted in October 2008, the full impact of the recession had not hit and people were much more focused on quality as had been the trend. “We have seen an increase in the use of low-cost/budget carriers during this time of recession encouraging people to actually fly more; the same
should be true of hotels in that more budget accommodation could actually result in stimulating demand,” asserted Wilson.
Value for money
DATA
2009 2008
Base: All Leisure Travellers 2008 (n: 411); 2009 (n: 714)
According to the report, higher travel volumes are now predicted than when the same study was conducted earlier in the year. More than a third (33%) of respondents said they expect to travel more in the coming year and only 13% expected a decrease in travel. This compared to just 19% expecting to travel more and as many as 27% expecting to travel less in January 2009 — perhaps the peak of the crisis, Wilson concluded. HME Jane Wilson is director Travel & Tourism Research at YouGovSiraj, a full service research agency based in Dubai. She is the author of the Travel Tracker Survey, a study of the habits and travel needs of more than 2000 business travellers and leisure travellers resident in the United Arab Emirates and Saudi Arabia. Wilson has almost 20 years’ global market research experience in the travel industry; she most recently headed up the research team at Emirates Airline and prior to that led the research team at the International Air Transport Association (IATA). For more information contact: jane.wilson@ yougovsiraj.com
www.hoteliermiddleeast.com
THE PARKER COMPANY Global Hospitality Procurement
Serving the UAE, the Middle East and beyond
“Our Mission is to be the industry leader in global hospitality procurement, by leveraging state of the art systems with established expertise to benefit a wide
”
range of customers
To find out more please contact: The Parker Company (Middle East) FZ L.L.C. Dubai Media City Office P.O. Box 502109, Dubai, UAE Tel: +971.4.360.2994 Fax: +971.4.366.4040 Email: tvdwerf@parkercompany.ae Website: www.parkerinternational.com
THE PARKER COMPANY (MIDDLE EAST) FZ LLC Global Hospitality Procurement Services
NEWS
18
Announcements
Hotelier Middle East provides the low-down on hotel announcements and new openings evelopments in the Middle East hotel industry certainly started picking up pace in November, with a variety of announcements following those from major players Marriott International, Starwood and Mövenpick (see pages five to seven). It was a good month for the Middle East hotel industry in terms of awards, with a selection of the highlights listed opposite, while the graduation ceremony for 48 students from the Emirates Academy of Hospitality 2009 celebrated the qualification of the region’s up-and-coming hoteliers. This month, the highlight for Dubai is expected to be the opening of Rose Rayhaan by Rotana, which will be the tallest hotel in the world when it opens, exceeding the height of the 328-metre Baiyoke Tower II in Bangkok by five metres.
D
Front from left: Hamada Aboul Enein, Christopher J. Nassetta; back from left: JeanPaul Herzog, Minister of Tourism Zoheir Garranah and Mahmoud Mokhtar.
Rose Rayhaan by Rotana, the tallest hotel in the world.
PROPERTY: Hilton Marsa Alam LOCATION: Marsa Alam Red Sea, Egypt OWNER: Concord Co. for Tourist Development S.A.E. OPERATOR: Hilton Worldwide
KEYS: 370 OUTLETS: Six FACILITIES: Health club, four outdoor swimming pools, diving lodge, two tennis courts, meeting rooms STATUS: Opening 2012
PROPERTY: Rose Rayhaan by Rotana LOCATION: Sheikh Zayed Road, Dubai OPERATOR: Rotana KEYS: 481 HEIGHT: 333 metres, 72 floors FACILITIES: Eight meeting rooms, outdoor swimming pool, fitness centre STATUS: Opening December 15, 2009
formed!
In less than 105
re trans e w s m o ro th a ys, 115 b
da
BEFORE
congratulates
AFTER
on its recent makeover.
Interested in achieving the same transformation?
December 2009 • Hotelier Middle East
www.hoteliermiddleeast.com
19 NEWS
EmiratesAcademy graduation
INDUSTRY AWARDS ROUND-UP
The Emirates Academy of Hospitality Management honoured 48 graduating students last month in a prestigious ceremony held at Emirates Towers. The event included keynote speeches from Dubai Holding CEO His Excellency Ahmad Bin Byat and Ecole hôtelière de Lausanne, Switzerland general director Ruud Reuland.
The Dubai Department of Tourism and Commerce Marketing’s (DTCM) Representative Office for the UK and Ireland was selected ‘Best Tourist Board’ by The British Travel Awards 2009, acknowledged as the largest arbiter of public opinion on travel industry performance in the UK.
The Emirates Academy graduation ceremony was held at Emirates Towers.
DREAM SPA FOR SWISS-BELHOTEL
Gold Swiss-Belhotel Dubai announces new spa operator.
the most popular treatment based on both the immediate ‘feel good’ benefits of the massage itself, but also on the price point and its affordability.” he added. The Dreamworks Spa and Massage Centre is located on the fifth floor of Gold Swiss-Belhotel Dubai and features three treatment rooms, with separate male and female facilities including steam, sauna and lockers.
InterContinental Hotels & Resorts’ website, www.intercontinental.com, has won the Best in Class Award for the Hotel/ Resort category in the 2009 Interactive Media Awards. Scoring 480 out of 500, InterContinental. com beat off competition from 113 other hotel and resort entries from around the world. Two Mövenpick Resorts in Jordan are the first hotels in the Middle East to be certified by the EU Eco-Management and Audit Scheme (EMAS). Mövenpick Resort & Spa Dead Sea and Mövenpick Resort Petra have been piloting the EMAS programme since 2007 and were awarded certification in 2008 and 2009.
DTCM director general HE Khalid A. Bin Sulayem
Shuttle.ae
Following its soft opening on October 1, the fourstar Gold Swiss-Belhotel Dubai has announced the appointment of Dreamworks Spa and Massage Centres as spa operator. Gold Swiss-Belhotel general manager Nils Rothbarth said: “The Dreamworks and SwissBelhotel International brands are well aligned, both catering to the growing mid-market niche. Our hotel targets both the leisure and business sectors, and as such, the inclusion of a spa offering was seen as a positive. “After studying the spa and wellness industry in the UAE, it was evident that revenues are driven primarily by massage offerings. We anticipate the 60-minute Balinese massage will be
The Monarch Dubai was crowned ‘World’s Leading Luxury Business Hotel’ and its exclusive Monarch Suite named ‘World’s Leading Suite’ at the World Travel Awards 2009 held at Grosvenor House Hotel in London.
BEFORE
AFTER
Proprietary Technology from the US, now available in UAE for the first time! Refurbished 115 bathrooms in 105 days. Refurbished male and female gym changing rooms within the same period. Hotel availability averaged 65% throughout refurbishment. Worked flexibly with management to minimize guest disturbance and maximise hotel revenue.
MESS NOISE DISRUPTION RIP OUT
Part of
www.hoteliermiddleeast.com
Hotelier Middle East • December 2009
Buffet Innovations, designed by
GERMANY
„LIGHTNING BUFFET“ Let your light shine in the dark!
„SKYLINE“ „Art de Buffet“ with system!
3 corners, 3 crosses, 30 buffet platters 3000 buffet variations - „CHOICE“
Slate, marble and granite The „ROCK-ART“ by Zieher
www.zieher.com
21
ITP Business Publishing CEO Walid Akawi Managing Director Neil Davies Deputy Managing Director Matthew Southwell Editorial Director David Ingham VP Sales Wayne Lowery Editorial Senior Group Editor Gemma Greenwood Tel:+ 971 4 435 6262 email: gemma.greenwood@itp.com Editor Louise Oakley Tel:+ 971 4 435 6274 email: louise.oakley@itp.com Advertising Publishing Director Diarmuid O’Malley Tel: +971 4 435 6163 email: dom@itp.com Commercial Director Sarah Worth Tel: +971 4 435 6374 email: sarah.worth@itp.com European Sales Manager Stephané de Rémusat Tel:+33 53 427 0130 email: sremusat@aol.com Studio Group Art Editor Dan Prescott Designer Martin Staniszewski Photography Director of Photography Sevag Davidian Chief Photographer Khatuna Khutsishvili Senior Photographers Efraim Evidor, Thanos Lazopoulos Staff Photographers Jovana Obradovic, Isidora Bojovic, Rajesh Raghav, Ruel Pableo, Lyubov Galushko, George Dipin Production & Distribution Group Production Manager Kyle Smith Production Manager Eleanor Zwanepoel Production Coordinator Sophia White Managing Picture Editor Patrick Littlejohn Distribution Manager Karima Ashwell Distribution Executive Nada Al Alami Circulation Head of Circulation and Database Gaurav Gulati Marketing Head of Marketing Daniel Fewtrell Deputy Marketing Manager Annie Chinoy 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.
ast month, I lamented the high price guests had to pay for internet in the region’s hotels and highlighted some examples of luxury hotels in Muscat charging high rates for internet as uncovered by Hotelier’s Grassroots mystery shoppers. Following this, York Brandes, the proactive general manager of The Chedi Muscat in Oman, slashed the price of internet use for outside guests by three quarters (see page 10). This was very impressive – ‘way to go’ York Brandes, as a reader on HotelierMiddleEast.com commented. However, since then, the hotel IT community has drawn some very important facts to my attention, both during the IT roundtable Hotelier held in Abu Dhabi last month (see page 43) and at the first Hotel Technology Middle East conference held in Dubai. Firstly, not only do hotels in this region have a very limited choice of internet providers, they pay exorbitant rates for internet use, according to hotel management and IT professionals alike speaking at the conference. Secondly, the service that is provided is reportedly not reliable. Working with suppliers to get the necessary bandwidth was a major
L
issue, although the responsibility does not lie solely with the providers — obtaining investment from owners for a sophisticated network was another gripe. Thirdly, guests’ demand upon internet services is huge, with many people — children being the main culprits — apparently hiding away in their rooms downloading music, videos and entire films. This then affects the quality of the service for every hotel guest — people like me that simply want to open their inbox and send an email — as the pressure upon properties’ networks grows. Operators, therefore, are increasingly offering tiered services or two levels of bandwidth, where the minimum is free, but increased bandwidths are charged for. This seems like a fair compromise to me — and definitely better than hiding the cost of internet in the room rate. But, sadly, I was informed there is still no guarantee, in the UAE at least, that the paid-for service will be of a quality experienced elsewhere in the world. So hats off to Jumeirah Group, which has introduced internet for free across the board at its Dubai hotels for this very reason. It appears to be a shrewd and suc-
Louise Oakley, editor
louise.oakley@itp.com cessful move that has seen guest complaints regarding the internet significantly decrease. But why should hoteliers be put in this position? E Horner and Associates managing director Ted Horner raised a point worth considering: “Every time I leave this country [the UAE] my mobile phone bill rises by around 300%+. International travellers are noticing this. Has the hotel industry tried to lobby the government to provide more competitive pricing?” Judging by the heated debate that took over at the conference and this month’s roundtable, I suspect that a savvy IT saviour might do just this. HME
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.
*BPA Worldwide Audited Average Qualified Circulation 8,802 (Jan - June 2009)
"53).%33
To subscribe please visit www.itp.com/subscriptions
Published by and © 2009 ITP Business Publishing, a division of the ITP Publishing Group Ltd. Registered in the B.V.I. under Company Number 1402846.
www.hoteliermiddleeast.com
VOX POP: What was the biggest surprise of 2009? We have enjoyed encouraging business from the GCC. This continues to be our biggest market especially during summer when we saw occupancy rates up 4% on July/August 2008 results, exceeding 92%. Holger Schroth, general manager, Kempinski Mall of the Emirates It is very hard to pinpoint only one surprise of 2009. It was a year full of surprises, especially when the global economic downturn started hitting Dubai. Rates were slashed and revenue started to decline. However, having worked during different types of crises, we remained calm and be-
came more proactive in managing our costs instead of cutting them. Alfred Abi Moussa, director of food & beverage, Crowne Plaza Dubai The biggest surprise of 2009 was the recession that hit Dubai in such a way that nobody had really expected. Pasquale Baiguera, general manager, Radisson Blu Hotel, Dubai Media City While the global economic downturn was not entirely surprising, I think the speed at which it affected markets such as Dubai may have surprised some. Again, although not entirely
surprising given the commitment to make it happen, the speed at which the Yas Island development and the hotels came together in time for the Formula 1 was impressive. Marko Hytönen, area vice president, The Rezidor Hotel Group The economic crisis hit the entire world, including Dubai, but later than elsewhere. It affected the hospitality industry badly, especially in room occupancy, F&B spending, a decrease in tourist arrivals in Dubai and resulted in hotels undercutting rates. Kevin Wills, director of food & beverage, JW Marriott Dubai
Hotelier Middle East • December 2009
COMMENT
To charge or not to charge?
Registered at Dubai Media City PO Box 500024, Dubai, UAE Tel: +971 (0)4 210 8000 Fax: +971 (0)4 210 8080 Offices in Dubai & London
COMMENT
22
The cult of celebrity chefs According to Viability director Guy Wilkinson, the link between celebrities and cuisine is now firmly established, going beyond Dubai’s F&B scene and outside of the traditional fine dining bracket too
COLUMNIST he flavour of the month in Dubai’s culinary circles is food and beverage outlets linked to celebrity chefs, or in some cases, celebrity interior designers. The seeds of this new trend were arguably sown in 1998, when the Galadari family invited renowned interior designer Tony Chi to create the La Moda Italian restaurant at what was then the InterContinental (now Radisson Blu) on Dubai Deira Creek, complete with wood panelling, light box walls filled with rows of bottles, a resident Lambretta scooter and waiters in orange boiler suits. Chi went on to design Teatro at the Towers Rotana, another firm favourite of Dubai’s trendies. Since then, a plethora of new ‘name’ restaurants and clubs have opened in Dubai. The UK’s most irascible TV chef, ex-footballer Gordon Ramsay, operates both Verre and Glasshouse at the Hilton Dubai Creek, which are French and international outlets respectively. Another British TV chef, Gary Rhodes, runs Rhodes Mezzanine at the Grosvenor House Hotel, serving that elusive commodity, contemporary British cuisine. Joining the ranks of British gastronomers in Dubai are champion jockey Frankie Dettori and celebrity chef Marco Pierre White, who launched Frankie’s Bar & Grill offering Italian fare at the Al Fattan Marine Towers and have continued this relationship
T
December 2009 • Hotelier Middle East
with two outlets at the new Fairmont Bab Al Bahr in Abu Dhabi. Al Maz by Momo, oddly located inside the Harvey Nicholls store at the Mall of the Emirates, is the Dubai branch of a famous Moroccan restaurant/club in London. Other outstanding shopping centre outlets include the Emporio Armani Caffe, serving Italian food in style at the Dubai Mall and at the Mall of the Emirates; and Switch at the Dubai Mall, which offers fusion cuisine in a space-age plastic interior environment by renowned interior designer, Karim Rashid. Atlantis, The Palm has no less than four celebrity outlets: Nobu, Ossiano, Ronda Locatelli and Rostang The French Brasserie. Pierre Gagnaire means big business at Reflets par Pierre Gagnaire at the InterContinental Dubai Festival City.
ASIAN OPTIONS Dubai has a number of restaurants linked with Asian celebrities. Asha’s at the Pyramids in Wafi City was the first ‘contemporary Indian’ restaurant outlet of the chain to which the famous Indian movie singer gave her name. Indego at the Grosvenor House Hotel vaunts its Indian fusion from renowned Chef Vineet Bhatia. Options at the Dubai World Trade Centre is Indian celebrity chef Sanjeev Kapoor’s Dubai HQ. Maya at Le Royal Méridien is the first Middle East outlet from New York celebrity Mexican fusion chef, Richard Sandoval. Among the most talked about new restaurants is Reflets par Pierre Gagnaire at the InterContinental Dubai Festival City, a top French fine dining destination with an outstanding sommelier to boot. This is not to forget Dubai’s two most famous night clubs, the Buddha Bar, also at the Grosvenor House, and the new Cavalli Club at The Fairmont hotel. The latter is a 1500-capacity night club and sushi bar from the Italian fashion designer, complete with six-metre high Swarovski crystalstudded walls, now of course, draped with beautiful people.
BEYOND DUBAI Outside Dubai, the trend is spreading. At the Al Bustan Palace, the hotel that launched international tourism in Oman, the new VUE by Shannon Bennett restaurant serves inspired French cuisine of the highest order. Bennett was voted Best Chef, and his restaurant, Vue de Monde, was crowned Restaurant of the Year at the 2009 Savour Australia National Awards for Excellence. The most fêted hotel to open recently in Qatar is the W Doha. Its five, uber-trendy outlets include the Market by Jean-Georges, extraordinary because it has a celebrated fine dining chef — Jean-Georges Vongerichten — running an all day diner, which offers recipes like broiled shrimp salad with champagne vinaigrette as standard. The Spice Market at the same hotel is another of Chef Jean-Georges’ babies. This trend appears to be underpinned by the existence of a fairly large niche market of genuine ‘foodies’ whose appreciation of such outlets goes beyond the mere following of fashion. The recent Taste of Dubai festival, for example, which took
place on the lawn at Dubai Media City in March, garnered an audience of 12,000 over its four days. The Jumeirah hotel chain’s BBCtelevised Festival of Taste was a PR master-stroke. The five-day programme in November 2008 followed the experiences of celebrity chefs Ainsley Harriott, James Martin, Brian Turner, Michel Roux, Jean-Christophe Novelli and Cyrus Todiwala from the UK, as well as Kerry Heffernan from the US, during nine cooking events that took place in four Jumeirah hotels in Dubai. Never to be outdone by Dubai, the UAE capital recently ran the Gourmet Abu Dhabi event, a 10-day ‘culinary odyssey’ presented by Abu Dhabi Tourism Authority, which featured a cast of eminent master chefs holding, between them, 24 Michelin stars and 40 headline events across 13 venues. Put that in your pipe and smoke it! HME
Guy Wilkinson is a director of Viability, a hospitality and property consulting firm in Dubai. For more information, email: guy@viability.ae
www.hoteliermiddleeast.com
COMMENT
24
Getting mean about going green Are we paying only lip service to environmental sustainability, or are we just passing the buck totally, asks City Seasons Group of Hotels new group general manager Thomas Tapken
UNFORTUNATELY, IT WILL TAKE GOVERNMENT REGULATION TO ENSURE THAT WE ALL FOLLOW THE NECESSARY STEPS FOR A GREENER FUTURE
LOBBYIST ow many hotels, management companies and owners are really committed to supporting environmentally friendly hotels? And where does the responsibility lie? Is it with the general manager, who is probably only ‘on property’ for two or three years and responsible for the revenue? Or should the management company, committed to the bottom line rather than long-term sustainability, or the hotel owner, be driving the issue?
H
Management companies have the knowledge, as they must implement certain standards in Europe and more are seeking LEED certification from the US Green Building Council. Yet even in the US, according to a recent report in USA Today, “Starwood says four of its hotels are LEED certified and 64 others pursuing it. Marriott has two with 50 in the pipeline”. Hardly an earth-shattering success! In a perfect world, all parties would work together towards a common goal, but in reality, all parties are watching their daily bottom line, rather than thinking years ahead. It costs more to ‘go green’ in the short-term, which is where it often matters most. The long-term
savings are, however, proven — this is what should matter to management companies and owners, who should then be driving the general manager to make changes.
TIME FOR CHANGE Exactly what changes should we be making? It comes down to saving water, saving energy and reducing solid waste. Sounds easy, doesn’t it? So where exactly is the problem with implementation? We all threw our hands up in horror when the UAE’s carbon footprint was announced as the largest in the world by the Earth Council — but what have each of us done to reduce it? Yes, there are more recycling bins around residential com-
munities, but are we doing as much as we could in the hotels? What about reduction of water consumption? Has anyone actually attempted to install low-flow shower heads or only serve water on request in restaurants? What about low-flow toilets? And what about employee housing? Has anyone installed any water consumption-reducing device or energy-saving light bulb there? A hotel with nearly 2000 employees has to have a minimum of 1200 rooms with each floor having a maximum of 50 rooms. This translates to 24 floors, each floor with a minimum of 25 light bulbs — on 24/7! Motion sensors here would require a higher initial investment, but would have significant future cost savings. In the hotel, have you installed motion sensors for public rest rooms, meeting rooms, exercise rooms and corridors? Or do you use energy-saving bulbs? The argument that they are not ‘aesthetic’ no
Everyone’s talking about going green, but are the investors listening?
December 2009 • Hotelier Middle East
www.hoteliermiddleeast.com
25 COMMENT
It may well cost hotels more initially, but surely solar energy makes sense out in the desert, says Tapken.
longer applies as many variations are available.
NEW OPPORTUNITY? Many new hotels are under construction in the GCC, but are any actually being built ‘green’? The answer is probably not — it costs too much. But, wouldn’t solar power make sense here in the desert? It costs more at the beginning, but think of those reduced bills. How about taking another look at employee housing here? Monthly bills are huge — investment now will result in huge savings in years to come — but who is going to make that decision? Is it really likely to be the general manager who is watching his expenses rocket and occupancy / rates fall right now? To begin with, the reduction of energy and water consumption should need no major investment except in education, training and strong implementation of guidelines by individual companies. Encouragement and motivation of the individual employee will easily save up to 30% in energy costs. The major issue is the ongoing sustainability of energy saving.
GOVERNMENT GUIDANCE Unfortunately, it will take government regulation to ensure that we all follow the necessary steps for a greener future — because few of us
www.hoteliermiddleeast.com
willingly choose to spend additional funds without immediate results. The UAE government is implementing ‘green’ building codes with clear regulations to enforce energy-saving in the construction of the buildings, but often the worst offenders are older existing buildings — and it is these which need to be modified.
COMMON GOAL In conclusion, when it comes to “going green”, everybody talks about it, everybody wants it, everybody believes in it — but nobody knows who should invest in it! A common goal between owners, hotel management companies and hotels would hopefully bring about the desired results. With the World Green Tourism Congress taking place in Abu Dhabi from December 6—8, 2010, I believe that time has run out for those on the fence and firm decisions must be taken very soon! HME
HAVE YOUR SAY! Do you agree with Thomas Tapken? Perhaps you have a different view on hotels and environmental sustainability? Send your opinions to: louise.oakley@itp.com
Because milk inspires the coffee world Schaerer’s automatic espresso machines encompasseverything that is important in today’s demanding world of coffee including professional milk preparation in all its variations – from fully automatic to manual. To find out more, contact us at: Schaerer Ltd. T +41 (0)32 681 62 00, F +41 (0)32 681 62 42 www.schaerer.com
SWISS MADE
Hotelier Middle East • December 2009
TOUGH TALK K
H
AL
TOUG
26
T
Your ideal fitness partner At Precor we’re passionate about fitness, offering a range of sophisticated equipment your guests have come to expect from a premier hotel – with the expertise to help you create a space that meets your specific business needs. Our approach includes everything from design and operational considerations, to finer spa-like touches. That’s why Precor is proud to offer the complete fitness centre package including: • Award-winning cardio and strength equipment
• Integrated entertainment solutions
• Service and support network across the Middle East
• Experienced hospitality account managers
Premier hotels and resorts in more than 90 countries have chosen Precor as their partner. To find out how we can deliver a superior fitness experience that builds loyalty to your brand, contact your local office:
ABU DHABI · Raymond Sport · Tel: +971 26411403 · E-Mail: office@raymondsport.com
LEBANON · Young Trading Co · Tel: +961 4860148 · E-Mail: young@dm.net.lb
BAHRAIN · Sport Village · Tel: +973 17811995 · E-Mail: info@kaasgroup.com
QATAR · Sports Village · Tel: +974 4501166 · E-Mail: info@kaasgroup.com
DUBAI · Raymond Sport · Tel: +971 43391331 · E-Mail: office@raymondsport.com
SAUDI ARABIA · Kaas Group Company · Tel: +966 14646320 · E-Mail: info@kaasgroup.com
JORDAN · Motion Fitness Equipment · Tel: +962 65866508 · E-Mail: motion@orange.jo
SYRIA · Young Trading Co · Tel: +961 4860148 · E-Mail: young@dm.net.lb
KUWAIT · Sports World · Tel: +965 25757702/25757422 · E-Mail: info@kaasgroup.com
TURKEY · Finspor · Tel: +90 2122597057 · E-Mail: commercial@finspor.com.tr
December 2009 • Hotelier Middle East PRECOR MIDDLE EAST OFFICE · Tel: +971 505577140 · E-Mail: derek.burke@precor.com · www.precor.com
www.hoteliermiddleeast.com
K
H
AL
TOUG
TOUGH TALK
T
Where are the innovators? W Without innovation, hotels run the risk of becoming boring bed ffactories, asserts Seven Tides Hospitality managing director Mike Scully. A owners demand creativity across every square foot of their As d development, Hotelier asks industry experts to respond to the challenge
THE OWNER’S VIEW s we come to the end of what has been a challenging year for the industry, it is time to ask: what are we going to be doing about innovating our hotel product in the future? Let’s start with construction and development: I believe that the future of hotel development will be in the creation of multi-use buildings; buildings that will operate any number of functions, a little like today’s shopping centres with a hotel attached. Multi-use can cover the combination of either one or all products including:
A
Office Residential Shopping Water parks Themed areas Kids’ zones Virtual reality centres Sports facilities Amusement arcades Space stations Another area of development will be strategic partnering of services and facilities as well as multi-brand and multi-serviced buildings. I envisage that we will find that owners will partner with the likes of IT companies, MEP contractors and interior design and fit-out specialists. Their services will be bought on a lease basis, which will mean that the developer will in future probably
www.hoteliermiddleeast.com
Malls are now offering indoor skydiving; what are hotels doing to ensure that they’re as exciting as shopping centres?
WHAT WE ARE LOOKING FOR NOW AS HOTEL OWNERS AND DEVELOPERS IS INNOVATION AND CREATIVITY THAT DRIVES CASH INTO OUR BUILDINGS only need to raise 50% of the capital that is required as all other services will be leased. I also see the advent of operators concentrating more on their systems and loyalty programmes, enhancing further distribution without the responsibility and risk involved in filling too many rooms. We will see buildings containing a number of brands or multi-branded facilities where conference and food and beverage facilities will be outsourced to international names or people who know what they are doing in this field. We will begin to find innovation in signing management contracts. We are finding increasingly that the operator confines his innovation to
any ideas which build its own brand to drive customers to its booking engine. Their ability to innovate on a property-by-property basis is diminishing by the week and that is why we are seeing the business formula of strategic partnering becoming even more prevalent.
CREATIVITY DRIVES CASH What we are looking for now as hotel owners and developers is innovation and creativity that drives cash into our buildings. We are looking for innovation that takes every square foot of our development into consideration so that they become revenue centres of their own. This has fundamentally developed from a situation where
high land prices and cost of construction are forcing owners to look at the development as a whole, where they cannot get a return on investment or room rate only, which in the past they were able to do. If an owner employs an operator that’s too rooms-focused with few other revenue streams, his room rate will be out priced on a competitive market basis. But let’s not lose sight of the need for innovation on ground level, as this is where the customer is looking for the opportunity of spending, where he will get the most satisfaction, enjoyment and value for money. We want entertainment in our properties which transgresses race, age and sex. We want innovative entertainment centres where the entire family can enjoy themselves. We only have to look at how the shopping mall concept has developed over the last 20 years to see the demand for this — they have gone from being boring unimaginative shopping malls to vibrant dynamic centres, where the family can spend a day and they can shop, eat, go to the ski slope, watch a film, enjoy activity centres and kids’ zones; the ultimate in all-day entertainment. Hotels, on the other hand, have gone from being the centre of attraction in the 50s, 60s and 70s, to ultimately being very boring bed factories in the 21st century . We are now ready for change and innovation, which can only be achieved by a shift in culture. HME 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.
Hotelier Middle East • December 2009
27
28
TOUGH TALK
A blow to branding But there is opportunity for differentiation in F&B products and management, says Tribe Restaurant Creators chief worrier Stefan Breg THE FOODIE’S VIEW ike has described a brave new world where hotels sit within a mixed-use entertainment and leisure zone. Personally, count me in on this social hub, but Mike’s killing phrase about ‘bed factories’ raises a core dilemma; hotel branding. Mike’s factory reference will have delivered a low punch to hotel marketers. Exactly what role could a hotel brand play in Mike’s vision other than a bed factory? Hotels spend millions on developing their brands and each one battles to differentiate itself and tell a different story. In Mike’s vision, this hotel brand could arguably be the weakest and least convincing of all the
M
MIKE’S FACTORY REFERENCE WILL HAVE DELIVERED A LOW PUNCH TO HOTEL MARKETERS branded offers. Today, most hotel brands talk of fabulous beds, great decor and impressive public areas and facilities for all. But does the branding really stand out? As a measure, when you search on Expedia for a hotel, do you bother to find the box marked ‘hotel name’ (it’s not on the first page) or are you searching by location, date and price within each star category? The frightening thought is that Mike’s vision could be achieved in the absence of a branded hotel. One area that hotels can, however, continue to improve through innova-
tion is F&B. The key difference versus hotel branding is that F&B can differentiate by taste, service style, design and overall experience even within the same price category. In the Middle East, we’ve seen some F&B innovation in the last five to 10 years often driven by strategic link ups with celebrity chefs and the introduction of strong franchise concepts such as Buddha Bar, BiCE and the perennial Trader Vics. There is scope to innovate F&B management. F&B is often viewed as a stepping stone to general management. I believe it is time this link
How much does hotel branding really stand out?
is broken. As Mike says, leave F&B to the specialists, recruit genuine restaurateurs and not name badges with titles such as executive F&B assistant operations manager. HME Stefan Breg has worked in all aspects of hospitality from quick service to Michelin star, and as regional F&B VP for both Hilton and InterContinental. Since 2002, he has been the chief worrier of TRIBE Restaurant Creators; a UAE-based F&B strategy house.
The role of the operator in innovation Strategic partnerships are great, but they demand unique management, says The Monarch Dubai general manager Henning Fries
THE GM’S VIEW he ever-increasing need to differentiate one venue from another has resulted in many hotels teaming up with other service providers and their brands in strategic partnerships, thus enhancing the overall value proposition to its patrons, as Mike suggests. This ranges from restaurant and bar concepts, shops and retail outlets, entertainment concepts and attractions, to health, beauty and spa operations. These hybrid venues are quite often innovative within their own right, i.e. through their design features, service philosophy and the way they market to customers. Sustainable value is created for all stake-
T
December 2009 • Hotelier Middle East
holders when different parties come together to create a unique combination and range of services, thus giving one hotel operation an edge over others and thereby mitigating against being easily copied. This is particularly so in the case of food & beverage in this region; there is a strong trend of internationallyacclaimed independent restaurant and lounge brands taking up residence in hotels. This has resulted in a high influx of innovation and originality, which could otherwise only have been achieved at great effort and expense on parts of the individual hotel owners. As a result, the hotel operator is increasingly becoming a co-ordina-
tor for the various entities operating on property, aside from continuing to control its own part of the operation. This exercises very specific competencies of the management company, as they assume more the role of a custodian of the hotel brand and physical assets on behalf of the owner, as opposed to being in control of every operational aspect.
INVISIBLE INNOVATION Not all aspects of innovation in an organisation are visible to the outsider. For example, an innovative compensation model for employees may drive superior service delivery to customers or unique usage of electronic media may result in addi-
NOT ALL ASPECTS OF INNOVATION IN AN ORGANISATION ARE VISIBLE TO THE OUTSIDER
tional patronage and higher spending. Other types of innovation are more explicit, such as themed restaurant designs or new technology. Irrespective of whether the applied innovation is noticeable or not, no organisation operating in a competitive environment can ignore the need for it. The caveat here, is of course, that due to the fast-paced environment in which hotels are operating, especially in this region, direct investment into innovation such as new technologies and innovative designs, needs to produce return on investment fairly rapidly. Although having said that, a certain proportion of capital investment into renewing facilities and technology has to be allocated simply in order to maintain pace with general market trends. HME www.themonarchdubai.com www.hoteliermiddleeast.com
TOUGH TALK
Time to respond to market sentiment Observe consumer trends, says Designinc design director Carolyn Varney
THE DESIGNER’S VIEW he hotel industry is at an interesting juncture, where refinement and quality are no longer simply defined by one-, five-, six- or seven-star ratings. The consumer has become more savvy and particular about the travel experience they are looking for, and with the opportunities for hotel property selections and price comparisons available so easily on the internet, hotels need to be offering far more than a ‘star-rated bed factory’. The successful hotel owners and operators that we work with are constantly looking into the hearts and minds of their customers to really
T
understand what they are seeking now and in the future. With so many properties coming on line in the Middle East and North Africa, those truly delivering a memorable experience will succeed. The international trend towards mixed-use developments incorporating a variety of leisure and entertainment activities in close proximity to offices and hotels will continue to appeal, as it enhances the experience and adds value when you can relax by not having to think about driving anywhere during your stay. Likewise, the growth of the boutique
hotel industry has attracted a new segment of clients by responding to the guests’ desire for unique and personalised experiences related to the location, where some unique element is linked to the city or brand of the hotel. Art hotels with signature artists and designer-branded hotels are also developing, while memorable lobbies and check-in, a sense of journey and discovery until you reach your room, and an element of surprise that delights, are all important factors in good hotel design. Worldwide, consumer awareness of sustainability and increasing
THIS IS A MAJOR OPPORTUNITY TO DRIVE REAL INNOVATION AND HAVE A POSITIVE EFFECT ON THE TRIPLE BOTTOM LINE — ECONOMIC, SOCIAL AND ENVIRONMENT
demands by discerning consumers for the green credentials of their suppliers will also drive innovation in hotels, which are typically high energy users. They will need to demonstrate a greater effort than a sign for re-using towels or energyefficient shower heads to gain credibility. This is a major opportunity to drive real innovation and have a positive effect on the triple bottom line; economic, social and environment. I believe that some hotel brands now need to re-look at their core elements and also allow some flexibility to enable innovation to succeed in new developments. Innovation in response to market sentiment with a real purpose is important. Innovation for its own sake can become gimmicky and have a short lifespan. HME cvarney@designinc.ae
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
UAE CONTACT: CLASSIC FINE FOODS Tel: +971 6 534 4554 maxime@classicfinefoods.ae
OUTSIDE UAE CONTACT: EUROCAVE Tel: +33 6 07 66 80 42 info@eurocave.com
Hotelier Middle East • December 2009
29
PEOPLE
30
Striving for Saudisation While the support systems are in place for Saudisation, there are still several hurdles to be overcome in terms of retaining qualified Saudi Nationals in the hotel sector, says Rosewood’s Peter Finamore based in Riyadh The Globe restaurant at Al Faisaliah Hotel.
MD INTERVIEW relative newcomer to the Middle East, Canadian hotelier Peter Finamore has quickly got up to speed with local customs and culture in Saudi Arabia, one of the most “welcoming” countries he has worked in. In his role as managing director of Al Faisaliah Hotel, A Rosewood Hotel and Hotel Al Kozama, A Rosewood Hotel, both in Riyadh, Finamore is responsible for a team of 900 staff, 30% of which, according to current law, must be Saudi Nationals. The hotels, which are owned by Al Khozama Management Company (AKMC), have so far achieved this ratio but it has by no means been easy. “The company as a whole has met its Saudisation requirements. We struggle with it to be honest with you — it’s a constant challenge. Everyone in our industry really faces obstacles and these are mainly in relation to the cultural acceptance of Saudis working in service-related industries in general and in particular in the hospitality industry,” says Finamore. A transition needs to occur in the younger generation, he adds, because,
A
December 2009 • Hotelier Middle East
for a start, there are millions of young Saudis needing employment. According to Finamore, the population of Saudi Nationals in Saudi Arabia is 15.6 million, but 73% of that number is under the age of 30 years. As a result, the government is dedicated to investing in the development of young Saudis and the recent listing of Saudi Arabia as 13th in the World Bank ‘places to do business’ ranking will no doubt bring in new investment and create new jobs, says Finamore. In the hotel industry there is already a fund in place to support Saudisation — the Human Resources Development Fund (HRDF). Created from a percentage of the money paid by companies to the government for bringing in foreign workers, “HRDF is a self-funding government reinfusion of cash”, says Finamore. And, although Saudi Nationals earn more than their foreign counterparts, the fund offers great support to hoteliers, he says. “The HRDF pays 75% of the Saudi employee’s salary during the period of their training and training doesn’t exceed three months,” says Finamore. “The HRDF also pays 50% of the Saudi employee’s salary during the two-year period following the completion of their training,” he adds. “This incents employers to work harder to bring in Saudis because it’s more financially expedient to do so,” says Finamore, tellingly adding: “that’s the theory”. “So far, 200 Saudis have been introduced into this programme in our business and a large number of those 200 have decided not to continue,” he says.
BACK TO RETENTION The challenge clearly is keeping Saudis on the training programme. Retention is always an issue for the industry, but where Saudisation is concerned there are several specific reasons for this, says Finamore. Firstly, as a result of the hotel industry’s great emphasis on training, Saudis joining the hospitality industry suddenly become “very marketable to other industries”. “The trainees tend to get the training they need from our industry and then opt for careers in other sectors very quickly because they realise they can make a lot more money in areas like banking, plus those industries tend not to be as labour intensive. “Those industries recruit directly from the hospitality industry. We train people and other industries grab them and this is the revolving door that we face,” laments Finamore. “There really is a battle for minds. The very best people are in great demand in this country and clearly companies that can pay very high salaries or give other non-cash benefits are very hard to compete with.” Secondly, Saudi culture does not perceive the hospitality industry to offer “very socially respected career paths,” he says. “This is changing, but generally speaking, parents here look down on their children — especially when they have a very good education — when they appear to be subservient to others, foreigners and Saudis alike. So this is a cultural issue that we are not going to change overnight.
Al Faisaliah Hotel,A Rosewood Hotel, in Riyadh.
“This is distinctively different to Oman and Bahrain — for example, your taxi driver is Bahraini,” he says. Thirdly, the industry is limited in terms of the specific hotel careers it can attract Saudis to, with front office, reservations, revenue management, accounting and sales and marketing the main fields. “You will never see a Saudi in the kitchen cooking. You will very rarely see a Saudi in F&B service on the frontline. It’s almost taboo,” he adds.
GRADUAL CHANGE Despite this, Finamore does predict a change in perception of the industry in the not too distant future. Interestingly, he likens it to a similar experience in the UK hotel industry. “In the mid-80s I worked at Hilton Park Lane in London and even at that www.hoteliermiddleeast.com
31 PEOPLE
Finamore is confident that as education of the industry in Saudia Arabia grows, more nationals will embrace career paths in areas such as front of house and F&B service, noting a similar trend in the UK 20 years ago.
WE TRAIN PEOPLE AND OTHER INDUSTRIES GRAB THEM AND THIS IS THE REVOLVING DOOR THAT WE FACE time the vast majority of young people that we hired to work in F&B service and even front office, were from Germany, Holland, France, Italy etc — we found it very difficult to appeal to young British students. “Parents were not very encouraged by putting their children through university education and then having
them end up working in a hotel, so Saudis are not that dissimilar in respect to their perceptions of the industry they are working in,” he reveals. “I think that’s going to change and there are a few young people we’ve identified for those areas now who actually enjoy that work. It comes back to peer pressure and what impact
FOOD SAVERS
SPACE SAVERS
their family has on how they are perceived and how they judge themselves. We’re hoping that over time the hospitality industry will become more respected.” This will be boosted by the College of Archeology and Tourism, part of the King Saud University, which will pump out its first graduates in 2010. Up until now, Rosewood has worked largely with high school students and community colleges, so the graduates will provide a new level of trainee. Over the summer, for example, Finamore recruited 15 Saudi students from the College for a twomonth training course. “The university programme has identified highly qualified Saudi Nationals. It’s pretty stringent and well received, combining real world training with academic experience, and so we’ve worked with the college to establish the type of training that will enable the students to have a good cross section of understanding, practical and theoretical, in F&B and rooms,” says Finamore.
“The students were very participative. The only thing we encountered is that some had very basic English language competency; this is something that they need to work on and it is detrimental to them. It’s something that the university is aware of and needs to work on more diligently. Overtime, we’ll see the level of education rise and we’ll also see more commitment from the education system in Saudi Arabia to the development of the hospitality industry,” says Finamore. In addition, to help Rosewood continue to recruit the cream of the crop. he says they work actively to recruit from hotel schools around the world who have GCC students who want to enter the industry in the Middle East. And with the Saudisation targets expected to grow in time, plus the new hotel rooms expected to come on the market in 2011 and 2012 that will require Saudi staff (Rosewood itself it looking at development throughout the Kingdom) it is vital that every attempt to attract — and keep — Saudis in the sector is made. HME
LABOR SAVERS
MONEY SAVERS
LABOR SAVERS
LABOR SAVERS
Count on NEW products from CAMBRO to help conserve valuable resources. SPACE SAVERS
LABOR SAVERS
FOOD SAVERS
Colander Pans Camrack ® Glass Filler Versa Dish Caddies
High Density Camshelving ® Square Seal Covers for Polycarbonate CamSquares ®
MONEY SAVERS Pizza Dough Boxes
www.hoteliermiddleeast.com
© 2009 Cambro Manufacturing Company For more information, please contact our Cambro Regional Office: CAMBRO MIDDLE EAST Dubai, United Arab Emirates Tel: +971 50 45 98 246 Email: cambromiddleeast@cambro.com
Hotelier Middle East • December 2009
Scary Snack Monster. No more.
Tasty Mini Breaks the bite-sized snack you can enjoy without fear. When you’re watching your shape, snacking can be really scary. New Special K Mini Breaks is a deliciously crunchy multi-grain snack with 99 calories per bag. They’re the perfect solution to your pool-side and mini-bar nibbles.
33 PEOPLE
Brand power On his first trip to the UAE for the launch of Aloft Abu Dhabi, Starwood’s senior vice president, specialty select brands Brian McGuinness met up with Hotelier Middle East to discuss the issues associated with a hotel’s branding VP INTERVIEW What does your job entail? My role involves setting strategy for these brands — Aloft, Element and Four Points by Sheraton — across the globe in terms of marketing, operations, F&B and really the overall brand experience. What does the experience feel like for the customer from a design perspective and an execution perspective? What does it look like and how does it feel? So, how do you work out what the consumer experience of a brand is? It really is about how do you feel when you come into the hotel, so it’s really the ‘psychographic’ that we go after rather than the demographic. We could say ‘it’s the married person with 2.4 children’, but better still, ‘we could say how does the person feel and how do they live their life?’ For example, if you’re looking for comfort and a great night’s sleep you come to Four Points by Sheraton; if you’re looking for a martini and really cool music, you go to Aloft. That’s how we differentiate all of our brands — really through the guest experience. What are the Aloft brand standards? It’s a departure from the five-star model, we don’t have a lot of marble and the design is very fresh and modern. Our goal is to have our lobbies be an interaction point for our guests. Normally, it’s about how many services can you give in-room; our point was how many services can you give in the lobby. We want to generate a vibrant space with lots of people — it’s about free flowing spaces and sense of community. www.hoteliermiddleeast.com
What did the refurbishment of Four Points by Sheraton involve? About five years ago we started honing in on what the Four Points by Sheraton brand was — before it was a collection of hotels that were in our portfolio that didn’t necessarily understand what brand they were part of, so they were in Four Points. We launched the initiative to exit those hotels that were not on brand and we’ve switched up about 80% of our portfolio. Now we’re honing in on guest experience and fine tuning marketing — for example, offering free WiFi and free water — so we’ve evolving the brand to keep it fresh and new. The brand standards are the Four Comfort bed, free WiFi, free bottled water and a really uncomplicated experience so we say ‘no nickel and diming’ — it’s all in your room rate. You don’t have to pay at each touch point. We don’t feel that in this segment of the business (select serve) guests should be paying for WiFi, so Aloft and Element also have complimentary WiFi. The customer reaction has been really positive; we have the highest Guest Satisfaction Index that we’ve ever had for the brand. We are continuing to launch that brand globally; it is our second largest pipeline in the company from a development standpoint. What are the differences in relanching a brand and introducing a new brand? The challenges are to go back and create consistency throughout the brand and so when you’re building something new — we rolled out 40 Aloft hotels in a year and a half — they can be very consistent because we built them from the ground up. When you go back and have to say to
ABOUT BRIAN MCGUINNESS As Starwood Hotels & Resorts Worldwide senior vice president, specialty select brands, Brian McGuinness oversees the Aloft, Element and Four Points by Sheraton brands. McGuinness began his career with Starwood in 1997 in operations and then moved into the corporate office, where he launched the Starwood Preferred Guest Programme. He left in 2002 to launch a bed and
each of our owner groups ‘these are the new brand standards and this is what you have to do’, you have to do refurbishment and often you’re handcuffed by the physical structure in implementing design changes. How long does it take the market to realise a brand has been relaunched? It takes a while and I think the most important thing is to actually generate trials. You can do all the marketing you want but the best thing is to have people to come and stay. That’s the fastest way to turn someone’s perception around How has the way you brand hotels changed during your career? I think hotels were ‘if you build it they will come’ and so ‘we can run an ad and they will come’. The new branding and positioning of hotels is
breakfast in Cape Cod, which he still owns, and which he says was “the hardest work of his life”. Unable to stay away from corporate branding, McGuinness returned to Starwood in 2007 to lead the launch of Aloft and Element hotels worldwide and he has also recently taken responsibility for the Four Points by Sheraton brand.
really about lifestyle and communicating to the customer the way they live their life based on trip personas. I think there are five critical components to branding: • Authenticity – whatever you market you actually have to deliver when the guests come in. • Honesty: if it’s going to be five-star we can talk five-star, if it’s going to be four-star, lets talk four-star. • Emotional connection to the customer — it’s about coming in and creating a memorable experience for the guest. • Consistency — I think you have to deliver consistently so if you achieve the emotional connection, then you better deliver it again next time. •Aspiration: any marketing or branding has got to be pretty, it’s got to be nice looking and also somewhat aspirational. HME Hotelier Middle East • December 2009
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
35 PEOPLE
Corporate crunch Swissôtel The Bosphorus, Istanbul general manager and regional vice president Turkey and Eastern Europe Gerhard Struger explains why the city’s convention market will suffer even more next year GM INTERVIEW Can you sum up the Swissôtel Hotels & Resorts brand standards? It is a very deluxe hotel company, hotels typically have somewhere in the region of 250 to 300 rooms, meeting facilities, restaurants. This hotel is not typically Swissôtel; it has 600 rooms, 12 restaurant and bars. We focus on ‘Swissness’ — punctuality, clean, uncluttered, contemporary image. We draw on the Swiss design statement and Swiss heritage in terms of food. We used to be a daughter of Swiss Air at one stage and are now part of Fairmont Raffles Hotels International (FRHI). How did you fare during the economic downturn of 2009 and do you feel next year will improve? We did feel an impact. First of all, we had four excellent years, each one topping the other and all being record years in their history. And then came 2009, if we are realistic we accept the fact that after so much upswing eventually the pendulum swings back and this time it swung back big time around the world, so yes we see a downturn, but to me, I think the downturn next year will be more dramatic than this year.
Why do you predict that 2010 will be more challenging than this year? Istanbul had a lot of business booked already, big conventions for example, so this year has kind of benefited from the past. From next year, the way business is being done is changing; it’s not seen as good conduct [for corporates to] go to five-star deluxe hotels. We have seen a lot less pre-bookings for conventions. We have the biggest ballroom here with 1100m² and we have 27 meetings rooms, this is a very important part of our business, so if that doesn’t happen obviously we are suffering — and if it comes in, it comes in at lower prices. Rates have softened but do you see them picking up next year? We will see a very slight improvement in corporate markets, a slight improvement in the leisure segment, but we will see a dramatic drop in the convention business and that will drag the overall results down. Obviously the shorter lead times means the more the prices go down because we are not full. We try to be holding up strong because as a longterm strategy its never good to lower prices, but nowadays you don’t lower prices; our business has also changed in that segment. Fifteen years ago you had four different rates and you applied them full stop, now you have
probably 150 different rates and you apply them differently. Lowering prices no, but maybe you select less of the higher categories. What development plans does Swissôtel have going forward? We are spread out in Australia, Asia, Europe, have one hotel in America and two in South America. Areas of development are Europe, Eastern Europe, the Middle East, Central Asia, India, China and Russia. Why does Istanbul attract travellers? Istanbul is a city which doesn’t have too many five-star international hotels, so we live in a good neighbourhood and all of them are actually quite nice and spectacular in their own individual way. It was very cheap previously; 2005 was the first year we topped the average rate of 1997. In 1997 business went down and 2001 was the bottom, with the bombing of the synagogue and HSBC building here in Istanbul and with the banking crisis, and then it slowly clicked up again and in 2005 it was incredible. It has got expensive and is levelling out a bit now. Istanbul is still an attractive city if you compare the rates people are paying here with London, Paris, Rome and it offers something because you have history here and a generally
OPENING 2011: SWISSÔTEL MAKKAH Swissôtel has recently announced its first hotel in the Middle East, Swissôtel Makkah in Saudi Arabia. The 1571-room hotel is part of the Abraj Al Complex developed by the Saudi Binladin Group in the development of King Abdul Aziz Endowment Project. Struger says: “It is our first entrance to the Middle East and is quite a dramatic opening with huge distribution potential”. FRHI is also opening Raffles Makkah Palace and Makkah Clock Royal Tower, A Fairmont Hotel as part of the complex.
pleasant city with friendly people You go to the old city for the culture programme and then go to the nightlife on the Bosphorus shores. It’s one of the cities when at 2am in summer you have a traffic jam. HME
Did you know that I am a 100% Grade 1 Arabica bean?
www.hoteliermiddleeast.com
Hotelier Middle East • December 2009
PEOPLE
36
Taste of
France In light of trading conditions in Dubai this year, several hotels have boldly repositioned their signature restaurants. The culinary experts at Park Hyatt Dubai reveal the reasoning behind Traiteur’s relaunch as a French brasserie TOP TEAM rior to relaunching on October 1, 2009 as a French brasserie, Traiteur at Park Hyatt Dubai was a “modern European restaurant with French influences”, according to the hotel’s director of food and beverage Michael Allegria. Now, with a “passionate and open-minded” French chef heading up the outlet, the focus is much more on providing French cuisine in a French atmosphere, rather than merely drawing upon some elements of the country’s cuisine. With 12 years’ experience working in French restaurants for various French chefs, new chef de cuisine Franck Detrait describes his menu as “revisited traditional”. To explain exactly what this means — and to find out why lowering prices was an important part of the relaunch strategy — Hotelier Middle East caught the hotel’s culinary team in action.
P
Franck Detrait Chef de cuisine Traiteur What influences from your 12 years’ experience did you draw upon in creating the new menu at Traiteur? My 12 years’ experience allows me to have a strong basis [for menu creation]. The Traiteur menu is a combination of all the French courses that I have attended, where I learnt how to prepare a variety of cuisine from diverse backgrounds. Were there any particular ingredients that were hard to source? I had to bring with me from France some products like the “jasmin essence” to constitute one of my main dishes, however, everything is easy to find in Dubai — it is just a question of the time it takes for delivery. You describe your cuisine as “revisited traditional”. What does this mean? I inspire myself through French traditional backgrounds and different sources, and then I try to mix the
I SEE TRAITEUR AS A CLASSY AND STYLISH RESTAURANT WITH A FRENCH SOUL, GOOD FRENCH CUISINE AND AN OPEN KITCHEN THAT ENABLES ME TO SHARE MY PASSION WITH MY CLIENTS
December 2009 • Hotelier Middle East
tastes to discover a perfect harmony between the ingredients — for example, “micuit” smoked salmon with the mango and passion fruit condiments. And how have you translated your knowledge of French cuisine and French brasseries into creating the appropriate ambience at Traiteur? Thanks to my background and experience, I have developed a “savoir faire” from the Parisian’s most famous places that enables me, with some facility, to reconstruct the same spirit and atmosphere at Traiteur. This is your first role outside of France; how does working as a chef in Dubai differ from working as a chef in France? Indeed, it is different because I deal with multicultural staff in Dubai, to whom I need to introduce the French ethics in cooking. However, I am very pleased with my team — they wish to learn from me and are very motivated by this new challenge.
How would you say consumers have responded to the relaunch of Traiteur over the past month? I have been in this position for one month and so far I have received good comments and feedback from the clients. In saying that, I am openminded to all criticism I receive as it permits me to better satisfy the client’s needs and expectations.
How many people are there on your team and as a young chef, what is your approach to team management? I have 12 people in my brigade from the commis to the sous chef. I have had the opportunity to manage different teams throughout my previous jobs and I applied these skills with this new adventure in Traiteur.
Where would you like to see Traiteur in 12 months time? Traiteur restaurant will be the place to be seen on the Dubai dining calendar. I see Traiteur as a classy and stylish restaurant with a French soul, good French cuisine and with an open kitchen that enables me to share my passion with my clients. www.hoteliermiddleeast.com
37 PEOPLE
OUR DIRECTION FOR TRAITEUR HAS NEVER BEEN TO COMPETE WITH THE CELEBRITY CHEF MARKET working with Hyatt Hotels in cities such as Miami, Shanghai and Seoul, I began my current assignment at Park Hyatt Dubai. How would you define Traiteur prior to the relaunch? [It was] a modern European restaurant with French influences.
Michael Allegria Director of food & beverage Park Hyatt Dubai Please outline your career background? I began my journey in F&B with my enrollment at Johnson & Wales University, which is one of the top schools in culinary arts and hospitality management in the US. After working a few years in New York with another international hotel brand, I began my career with Hyatt Hotels for the opening and re-branding of The Stanhope Hotel — a Park Hyatt hotel in New York. After
Why did you take the decision to reposition the outlet? We saw there was an opportunity for Traiteur to establish itself in a new market segment that had a strong growth potential within Dubai. The physical appearance of the restaurant did not change: did you find it challenging to do a relaunch without a physical revamp? The design and ambiance of Traiteur is still very unique and, after four years, very impressive in comparison to our competitors, so we decided to make minor changes regarding the table top and style of service.
What else did you find challenging during the relaunch? Four years in Dubai is a very long time in the life of a restaurant and managing our guests’ perceptions is our biggest challenge. How many covers did Traiteur take from October 1 to November 1? Through the positive response of our new chef and French brasserie concept, we have enjoyed a substantial growth from the beginning of the year to date. Do you feel that without a celebrity chef restaurant, it is hard for upscale luxury properties like Park Hyatt to compete when it comes to fine dining? Our direction for Traiteur has never been to compete with the celebrity chef market. The restaurant should stand alone on reputation through the excellent skills and knowledge of the chef, through good quality and through the fresh ingredients used and its good service.
What is your view of fine dining restaurants in Dubai generally? Over the past two to three years, more and more fine dining restaurants have begun to appear. We believe our restaurants offer the best value-for-money experience in Dubai with regards to food, service and ambiance. The label of “fine dining” is not essential to being a successful restaurant and often time limits the range of guests which patronise your restaurant. And what is your view of French restaurants in Dubai? There is a strong presence in the fine dining segment, but there is great opportunity for growth in the midrange market, where we believe we can carve out a nice niche. What is the outlook from your perspective for the hotel F&B industry in 2010? I believe that we will have a better idea once the fourth quarter of 2009 comes to a close, but our direction in the New Year remains similar to 2009, and that is to offer our guests a second-to-none dining experience at great value for money.
Did you know that we are part of a distinctive premium blend?
www.hoteliermiddleeast.com
Hotelier Middle East • December 2009
PEOPLE
38
DUE TO THE NEW DIRECTION OF THE RESTAURANT, I WOULD SAY THERE IS APPROXIMATELY A 20% REDUCTION ON THE FINE DINING CONCEPT THAT TRAITEUR USED TO BE
Steffen Gube Executive chef Park Hyatt Dubai Please can you briefl y outline your career background? I have been in my current role for the past two years. Prior to this, I spent 15 years working in Michelin-star restaurants in Germany and France. As executive chef, what considerations do you take into account when deciding to relaunch a restaurant? Key points to consider are: • Modification of the menu; must be simple to read and to understand • Being very focused on the quality of the produce • Maintaining a strong customer focus with existing guests and targeting new and repeat guests • Offering value for money December 2009 • Hotelier Middle East
Why is it so important to have a French chef for a French brasserie? It gives a great atmosphere if a French chef in his restaurant approaches your table and recommends particular dishes or the menu of the day. French dining in modern surrounds is quite unique in Dubai. How has the price point of the restaurant changed with the relaunch? Due to the new direction of the restaurant from Modern European to French Brasserie, the menu and the products have changed, which I would say is approximately a 20% reduction on the fine dining concept that Traiteur used to be. Do you think that the trend for consumers to look for better value for money when dining out is now here to stay?
The value for money we are offering in this kind of atmosphere will definitely attract our regular guests and encourage them to visit more often, and it should appeal to a new customer base. Traiteur will be their new favorite French brasserie restaurant in the region. How will the repositioning of Traiteur help boost Park Hyatt Dubai’s reputation in Dubai’s dining scene? With the Traiteur brunch, we have already created a unique dining experience and client base in Dubai. I hope the reputation of the brunch will help us in establishing Traiteur brasserie as a great option to join for dinner as well. Across your food and beverage outlets, how have you strived to keep food costs down in 2009? We have maintained the high standards, no compromise on quality. We obviously have adjusted the volume of food in accordance to hotel occupancy and restaurant reservations.
What initiatives have you introduced across outlets to drive revenue and increase covers? Initiatives include: • Café Arabesque: buffets nights on a Wednesday, Thursday and Friday (AED 169 (US $46) for food and soft beverages) • Various brunch deals offered in all of the outlets. • Themed nights at The Terrace. We work with our partners to drive traffic by offering value-adds, such as special offers for MMI guests, discounts for Dubai Creek Golf and Yacht Club members in the outlets, special offers in partnership with credit card companies, our loyalty programme Dine In by Hyatt, and special packages for guests. What are your plans for boosting business in 2010? [I would like Park Hyatt] to be always a favourite dining destination for all people who are loving great and authentic food at reasonable prices. HME www.hoteliermiddleeast.com
PEOPLE
40
Uniting for the UAE Hot Hoteliers founder Erin O’Neill reviews the third session of the Hoteliers in Focus, which questioned the role hoteliers can play in creating ‘destination Dubai’. So, what responsibility does the hotel industry have to help lift Dubai out of the economic downturn in 2010? Movenpick’s Peter O’Connor.
Dan Clayton, Elsa Roodt, Stewart Dunn and Jim McGettigan.
HOT HOTELIERS uth’s Chris Steakhouse at The Monarch Hotel in Dubai was the setting for the third Hoteliers in Focus session organised by Hot Hoteliers. Secluded in the restaurant’s exclusive dining room, 11 of the industry’s key players sat down to nibble on meaty offerings and chew over the future of ‘destination Dubai’. An evening which was scheduled to examine whether the typical traits attributed to a true hotelier could help raise Dubai out of the current crisis if applied city wide, quickly turned into a discussion of how to create a Dubai which has a constant message, service level and experience across the board. Of course, it was acknowledged by all that we should not be deluded into thinking that we are out of the woods yet and that only the innovative will flourish. However, through making Dubai a more attractive destination for travellers everywhere. we can hope to stimulate more traffic to ele-
R
Majid Al Marri and Shaikha Ebrahim Al Mutaw
a, DTCM.
vate and benefit the entire industry. The global experience of the participants was brought to the table with individuals like Movenpick’s Peter O’Connor, Jashanmal National’s Brian King and Shangri-La’s Chris Glaessel drawing on previous work experiences to relay examples of cities which have taken on the challenge of creating a united destination reputation. Schemes worth highlighting include the ‘Go the Extra Mile’ (GEM) initiative undertaken by the Singapore government and the Hawaii “Aloha” scheme. Both initiatives were designed to instill national pride among residents and align everybody to work towards a common goal.
INSTILLING LOCAL CULTURE URE AND ‘NEW DUBAI’ CULTURE INTO ITS INHABITANTS WILL CREATE A MORE ENRICHED EXPERIENCE FOR THE TOURIST Peter O’Connor General manager, Mövenpick Hotel Jumeirah Beach
Considering Dubai is a much more transient destination, creating this ‘one heart, one soul’ mentality throughout the city may prove tricky, but crucial, in order to ensure Dubai continues to thrive.
GOVERNMENT INPUT The diverse landscape of the UAE and Dubai in particular has not eluded the Department of Tourism and Commerce Marketing
QUALITY IS THE MAIN PILLAR OF DTCM AND WE ARE VERY FOCUSED ON TRANSLATING THIS NOT ONLY ON PAPER BUT IN PRACTISE — IT IS THE BACKBONE OF THE DTCM Shaikha Ebrahim Al Mutawa director of business development, DTCM
December 2009 • Hotelier Middle East
(DTCM) and it too supports the concept of one Dubai. Majid Al Marri discussed its Strategic Plan 2015, which sees the DTCM and Hotel Classifications sector focus on the service which will be delivered to the industry. As a government department, Al Marri revealed that the DTCM team is putting their hands together with the municipality and the RTA to ensure they deliver a consistent service. This blanket approach aims to promise visitors a certain level of hospitality that will be upheld from the moment they step off the plane until they depart for home. The general consensus was that hotels need to think beyond their individual brands, join forces with all facets of the industry and create something special; that we need to www.hoteliermiddleeast.com
441 PEOPLE
Brian King from Jashanmal National and Erin
O’Neill.
Hot Hoteliers’ Katie Harvey, also communications manager at Mövenpick Hotel Jumeirah Beach.
WE NEED TO TAKE THE TIME TO DO PROPER RESEARCH AND TAKE STOCK OF HOW DUBAI AND THE INDUSTRY IS CURRENTLY PERCEIVED BEFORE MOVING ON TO CREATE ITS REPUTATION Dan Clayton from Ruth’s Chris Steakhouse at The Monarch Dubai.
IN DUBAI THE ATTITUDE EXISTS — THOSE THAT ARE HERE TO BE SERVED AND THOSE WHO ARE SERVING. THIS HAS TO CHANGE; CAN WE BRIDGE THIS GAP AND COULD THIS BE THE WAY FORWARD? Dan Clayton General manager, Ruth’s Chris Steakhouse
HOT HOTELIERS IN ATTENDANCE Dan Clayton, general manager, Ruth’s Chris Steakhouse Majid Al Marri, director of hotel classifications, DTCM Shaikha Ebrahim Al Mutawa, director of business development, DTCM Michael Scully, managing director, Seven Tides Peter O’Connor, general manager, Movenpick Hotel Jumeirah Beach Dennis McGettigan, managing director, Bonnington Jumeirah Lake Towers Stuart Dunn, general manager, Mango Tree Chris Glaessel, executive assistant manager, Shangri-La Shanghai Elsa Roodt, marketing director MEA, Hotel Dynamics Katie Harvey, PR Princess, Hot Hoteliers Brian King, general manager Consumer Division, Jashanmal National Jim McGettigan, chairman, Bonnington Group Plc Erin O’Neill, founder, Hot Hoteliers
www.hoteliermiddleeast.com
Katie Harvey PR Princess, Hot Hoteliers
educate hoteliers on w what role they can play in the big picture; and disseminate the message of unity. The use of current measurement tools, like surveys implemented by the DTCM as mentioned by Shaikha Ebrahim Al Mutawa, should be elaborated on, and market research utilised as part of an umbrella plan. Hot Hoteliers founder Erin O’Neill.
Just as His Highness Sheikh Mohammed bin Rashid Al Maktoum, UAE vice president and prime minister and ruler of Dubai, very aptly told the world recently to “stop nagging”, it is evident that a mindset of unity and focus needs to manifest itself across the country, across all industries and through every nationality that calls the UAE home. The hospitality sector has a proven track record of being able to apply these positive attributes to its own workforce. Hotels have a long track record of creating a united front, with all staff working towards one common goal, with strong work ethics, dedication and a welcoming charm. So, can the hospitality industry help to elevate Dubai out of the recession? With this rounded approach from key players, it could certainly play its part. HME Have your say: How do you feel the industry can come together to create a unified ‘destination Dubai’? Is it simply a slogan or should it be an all-encompassing campaign? Email your views to: louise.oakley@itp.com
Hotelier Middle East • December 2009
PEOPLE
42
December 2009 • Hotelier Middle East
www.hoteliermiddleeast.com
43 PEOPLE
IT managers byte back They are the people everybody has on speed dial for those technical emergencies, so Hotelier gave five Abu Dhabi-based hotel IT managers their chance to speak out at this month’s roundtable debate hosted at Choices restaurant at the Yas Island Rotana Resort, Abu Dhabi ROUNDTABLE How has the IT manager’s role developed with advancements in technology? Hakam Sourani: It’s totally different to 10 years ago. Now IT is so important to guest services. IT was a backof-house job, just one guy making sure that the administration system worked, but now it has come to the front of house. For example, a decade ago you wouldn’t find an IT guy in the rooms interacting with guests. Roger Tabbal: Nowadays everything is IT based; from audio-visual (AV) sys-
www.hoteliermiddleeast.com
tems and equipment to Internet Protocol television (IPTV) and management control systems. The IT role is becoming more diverse. Manoj Bhatnagar: Until today IT has been an expense department, but it should not be seen as an expense. Technology is an investment. The more you invest in technology, the better results and better revenue you achieve. Mohad Nasim: I agree. Some owners ask ‘why do we have to spend on technology?’ They need to change that psychology. It is no longer just an expense; they will see a return on
investment. IT that is implemented now will affect the future — it has to be right so you won’t have to change it. How can hotels boost revenue through their IT departments? HS: IT departments generate a lot of money from IPTV, internet charges and equipment rental, such as AV. Without the right IT an event cannot happen, but there is not a document that says IT has generated ‘such an amount’ of revenue. These profits are not taken into consideration when a member of the IT department is refused US $100 to go to an industry event because you are only considered
as an expense department, whereas the reality is to the contrary. I see a lot of events generate enough revenue to justify sending my entire team to Las Vegas for a vacation, but on paper we’re looked at only as an expense. It’s time for finance directors to look at the IT department with an open mind and prioritise investment in this area. MN: If finance directors audit revenue from IT they will see that it is one of the best revenue-generating departments. Why does the finance team view IT as a non-profit department? MN: Hospitality accounting systems
Hotelier Middle East • December 2009
PEOPLE
44
identify exactly where profit is coming from so they can budget. However, the latest edition of these systems, that most hotels continue to use, still identify IT as a non-profit generating department. RT: Also, the revenue generated from IT has not always been that high, but many of the recent advances in technology have added to the hotel’s revenue stream. Now the first thing guests do when they enter the room is open their laptop and connect to the WiFi network, then they switch on the IPTV and pay to view on demand.
Have guest expectations changed in terms of facilities they expect to be available at a five-star hotel? MN: The guest experience starts before th they come to the hotel from when a clien ent logs onto the website and makes a re reservation. Then guests specify they w want a room with WiFi and this and th that technology; they’re no longer in interested in the pillow menu. HS HS: Particularly for business hotels, gu guests are outside from around 8am to 6pm so they need assistance beyond th these hours, which means that as a de department we have to be more flexibl ble to their needs.
MN: Guests are more demanding. If their iPod is not working they call IT, if they have no WiFi or mobile phone signal in their room they call IT. How have IT departments developed to deal with the technological demands of the modern-day guest? RT: IT departments need to be trained to deal with guests in a professional manner and you need to make sure you find quick solutions because when you’re dealing with guests they will not wait. If you’re not solving the problem, you’re not meeting their expectations. So first, we have increased our manning in the IT department and
IN EUROPE, THERE ARE MULTIPLE COMMUNICATION COMPANIES; IF WE HAD THAT HERE IN THE UAE IT WOULD CREATE A BETTER ENVIRONMENT FOR US Salah Eldesoky Director of information technology Fairmont Bab Al Bahr
WHAT ARE GUESTS’ MOST COMMON IT-RELATED QUESTIONS? “If guests or colleagues have any kind of problem at all, even if it does not relate to IT, they always call IT.”
room and switched it on. He said ‘you are magic, how did you do that’.”
Salah Eldesoky, director of information technology, Fairmont Bab Al
Resort & Centro by Rotana, Yas Island
Roger Tabbal, director of information technology, Yas Island Rotana
Bahr, Abu Dhabi
“Is internet free? We explain it is the basic package for free, then they see the high-speed option and usually argue because they want it but don’t want to pay.” Manoj Bhatnagar, IT director, The Village, Onetoone Hotel
“Often guests call to say their laptop is not working. A guest called in the middle of the night saying ‘my laptop isn’t working’. I went to his December 2009 • Hotelier Middle East
“A lot of people forget their laptop chargers and ring to ask for one. They think one size fits all and get frustrated when we can’t help.” Mohad Nasim, IT manager, Vision Hotel Apartments
“Guests return to their room around six and they need assistance connecting to the internet or say their iPod is not working and so on.” Hakam Sourani, director of information Technology and Audio Visual, Emirates Palace Abu Dhabi
we now have dedicated staff to handle guest-orientated queries. Second, I have changed the working hours. We have a night shift, a morning shift and a weekend shift so we’re more flexible. MN: We give training every two or three months to front-office staff. If I want to go to a guest’s room I have to check if they are available, but a bellboy can unlock the door. So we started an IT butler service where we train the bellboys, reception staff and security on basic IT skills. If they can’t help, they call me or my assistants. HS: We have a dedicated IT butler service. These are IT professionals who work in the front office and deal with guests’ IT enquiries. Salah Eldesoky: That’s the same as us; we have a dedicated team trained on different technologies. The competition forces you to introduce such services. In the past, it was never in the job scope to provide technical support to guests, but when you look around and see competitors doing it you’ve got to keep up to date with the market. How do you cope with guests’ growing technological demands? HS: It is very challenging because guests come with gadgets made in different countries. They have different connections and configurations so you need to be familiar with thousands of systems and different brands of laptops, and so on. MB: Guests want to connect to their office through a Virtual Private Network (VPN) so they can log onto their email accounts. We have too many demands for this and each connection needs an Internet Protocol (IP) address. However, we don’t have enough IP addresses and that is something that they have elsewhere in the world so guests expect it. www.hoteliermiddleeast.com
45 PEOPLE
GUESTS SPECIFY THEY WANT A ROOM WITH WIFI AND THIS AND THAT TECHNOLOGY; THEY’RE NO LONGER INTERESTED IN THE PILLOW MENU
GETTING TO KNOW YOU: HOTELIER’S EXPERT PANEL
Mohad Nasim IT manager Vision Hotel Apartments
Salah Eldesoky Director of information technology Fairmont Bab Al Bahr
RT: We have applied for so many IP addresses for VPN connections. Why are there not enough IP addresses? MB: It’s expensive to get IP addresses from communications providers; you get only so many free. We have already purchased 15 IP addresses and I have requested 15 more. Is there a problem with UAE communication providers? SE: Well, in Europe there are multiple communication companies; if we had that here it would create a better, more competitive environment.
Roge Tabbal Roger Director of information technology Yas Island Rotana Resort & Centro by Rotana, Yas Island
Salah Eldesoky describes himself as a “pre-opening addict” having overseen the smooth launch of a number of properties during his 10-year hotel technology career. He has experience in Hilton and Four Seasons hotels worldwide. He came on board for the pre-opening of the new Fairmont Bab Al Bahr in Abu Dhabi in April.
Roger Tabbal started his career as a network system administrator in a five-star Lebanon hotel in 2001 before being promoted to IT manager in 2005. One year later he moved to the UAE for the pre-opening of Fujairah Rotana and then to Amwaj Rotana and Arjaan by Rotana before taking up his current role in April.
Mohad Nasim IT manager Vision Hotel Apartments
Hakam Sourani Director of IT and AV Emirates Palace Abu Dhabi
After joining Vision Group as a network administrator in 2006, Mohad Nasim quickly worked his way up to become IT manager for the group. He moved onto the hospitality side of the business in 2006 during the pre-opening of Vision Hotel Apartments in Abu Dhabi.
Hakam Sourani’s career began with him overseeing IT in the finance sector. He later joined the hospitality industry and worked for a number of international hotel groups including Starwood. He moved to the Emirates Palace in the UAE capital three years ago.
Manoj Bhatnagar IT director The Village, One to One Hotels Having clocked up more than 18 years in hotel IT departments, Manoj Bhatnager has worked for a number of international brands. His experience in India includes regional head of IT across Radisson’s hotels and overseeing IT for the pre-opening of the first Shangri-La property in India. He came to the Middle East as part of the pre-opening team for La Cigale in Doha, Qatar, before taking up his current role in January 2006.
SUPPLIERS OF PLANT SYSTEMS & MACHINES FOR THE BAKERY & FOOD INDUSTRY Sales & Marketing • Installation-Service & Maintenance • Consultancy Services • CAD Design & Planning • Training & Seminars • Test & Technology Center • Shop fitting Founders of
Consultancy Services
Test Technology Center
Exclusive official suppliers for world class brands
Tel: +971 4 885 7557 Fax: +971 4 885 7558 • PO Box 262702, Jebel Ali Free Zone, Dubai, United Arab Emirates. info@baking-technologies.com • www.baking-technologies.com
www.hoteliermiddleeast.com
Hotelier Middle East • December 2009
PEOPLE
46
RT: Now we have Etisalat and Du and that has made the competition better. Etisalat did a great job on Yas Island. Due to the pressure from the government and from Aldar, they did everything on time and provided all the services we required. MN: But we’re still paying so much for a 10mb or even a 4mb line. In Europe you wouldn’t pay that much. Communications are still very expensive. MB: You cannot explain this to guests. They say they have an 8mb line at their home so they believe they should be getting more at a five-star hotel. HS: Internet is a commodity now. You will not go to a hotel without an internet connection; it would be like having no water or electricity. We provide the highest-speed internet for a fee and a standard speed for free. We did a survey and guests were happy with that. RT: We’re also giving two options; one speed free of charge and our best product for a cost. If you want 20mb you have to pay for it. This has reduced complaints because when guests ask for free internet they get it, if they want to connect to a business network they can but they must pay. Most times the company is paying for these expenses and generally business guests’ expectations are much higher. How do you familiarise yourself with new technologies? Do hotel operators provide adequate financial support for personal development in this area?
MB: It’s more a case of scratching your head and working it out yourself. HS: Everyone looks at the IT department when discussing budgets; if they need to make a cut they will cut the IT department’s budget. They squeeze the IT budget and forget about all the other departments. MN: It’s difficult to get approval from finance for anything. We need to build a case study on why we need to purchase a particular part or why we need to go to a certain exhibition. MB: We have to go to finance, then the general manager. RT: It’s much easier to go to the general manager first, then to finance. I always find it easier to convince him than the finance department. MN: That’s because most GMs are aware of the importance of technology. Finance does not look at anything other than digits and they have their h hands tied because the system they b base their judgments on is telling them tthat we are a non-profit department. So if the hotel is not supporting you financially, how do you obtain the necesssary training to keep up to date with new ttechnologies and trends to stay ahead of gguests’ growing demands?
IT’S TIME FOR FINANCE DIRECTORS TO LOOK AT THE IT DEPARTMENT WITH AN OPEN MIND AND PRIORITISE INVESTMENT IN THIS AREA Hakam Sourani Director of IT and AV Emirates Palace Abu Dhabi
RT: When a new system is implemented, suppliers provide basic training on the system. HS: But we need to take courses and see the latest trends. Hotels won’t spend money on the IT department. Hotels will spend thousands to send general managers on a marketing exhibition in the USA for example, which doesn’t have any tangible benefits. However, if you request to go to an exhibition, even an overnight stay in Dubai, you’d have a lot of questions and your request might be rejected. RT: You’re right, but I disagree in one part. At Rotana, IT is driven through the corporate office to the IT managers at each property through the group’s vice president of IT. HS: But it’s still important for each hotel IT manager to attend. Did you attend GITEX, did you attend the new generation technology show in Singapore and did you go to the Las Vegas IT show? RT: The vice president attended.
WE’VE ALREADY STARTED INTRODUCING SELF CHECK-IN. SOON EVERYTHING WILL BE AUTOMATED Roger Tabbal Director of IT, Yas Island Rotana & Centro by Rotana, Yas Island
December 2009 • Hotelier Middle East
HS: It needs to be the IT manager who is aware of operations and requirements for his hotel. I’ve been in a regional position and I know that the IT VP does not represent all the hotels. He does not know all the needs of every single property. We sometimes have a lot of challenges and the solution could be a small part for US $200,
but you need to know about the part. For example, we had a problem in the guestrooms; the HDTV was somehow bending to the right. I found a $100 motorised part that can be connected to the screen and can be adjusted for the correct angle. I would not have known about that part unless I was at the exhibition. A VP might have seen the same part, but he would not be interested because he does not know that one hotel in the UAE has that particular problem. The Hotel Technology Middle East conference was launched in November in Dubai. What is your impression of technology exhibitions in the Middle East? SE: It is getting very commercial. A lot of these shows have lost their spirit. A long time ago there would be lots of benefits from going to IT conferences, but now they are often just a channel for suppliers to approach you. The first thing you receive is the meetings schedule from suppliers. They are just there to collect business cards so they can call you later on. RT: Then they call you to offer you products that you already have. They don’t investigate the company before they approach it. MB: But you can find some good vendors and partners to work with. What is the general standard of technology products and service suppliers in the Middle East? www.hoteliermiddleeast.com
47 PEOPLE
OWNERS NEED TO INVEST IN ‘FUTURE PROOF’ TECHNOLOGY BECAUSE YEAR TO YEAR TECHNOLOGY IS CHANGING Manoj Bhatnagar IT director The Village, Onetoone Hotels
MB: Most fail to do their homework. They say that ‘we offer wireless internet in the rooms’ and I say ‘if you checked you would see we’ve had that for five years’. MN: Suppliers are not committed. MB: They are not committed because they are handling too many projects at the same time. Is that because there not enough suppliers in this region? MN: There is a monopoly here. We don’t have any other option than to use what they are giving to us. If we say we need something today, they might give it us after two weeks. RT: I agree, and for that reason we are looking to suppliers outside the UAE. SE: It’s a very premature market in this region. The vendor’s sales manager will spend hours with you when they’re trying to close the deal, but once they’ve sold it to you, you won’t see them again. The follow up is not approached systematically, there isn’t the ongoing support there. MB: We’re paying a lot of money for suppliers to come and maintain the systems, but when we need them they are usually not there. RT: We have openings all over the UAE, but everything we requested for our Yas Island hotels was delivered on time and from the second I made the order, I received a reply. That’s because Yas Island is part of the development of the UAE and has a lot of support from the government. Suppliers will pick and choose the projects they want, they choose their priorities. SE: With Fairmont it’s different. I’ve been here for 12 months. I have a list of reliable suppliers and we are on their priority list, Fairmont comes first. I www.hoteliermiddleeast.com
request the service and it is delivered, but maybe not on time. MB: The service they provide should not depend on what hotel they are dealing with, suppliers should be responsible for all customers. RT: We need more competition in the supplier market. What are the steps needed to move the Middle East hospitality IT sector forward? MN: We can’t operate in a monopoly. It’s the same with suppliers and communications providers. Competition will improve the service. However, the UAE market is still better than that in the wider Middle East. RT: Attitudes towards IT budgets will change as hotels realise the importance of technology and the role of IT in creating the best guest experience. It will take time. We’ve already started introducing self check-in. Soon everything will be automated. HS: Attitudes will change with the first hotel to introduce a ‘smart room’. Guests will demand a room that is customised before his arrival to his requirements; he will select the right temperature, decide whether curtains should be open or closed, he will select the TV channels he likes and everything will be controlled remotely. MN: This will save money on staff and gives guests the impression that you really care for them. MB: Owners need to invest in ‘future proof’ technology because year to year technology is changing. If you invest in the IT infrastructure now, you will not have to change it after around four-tofive years’ time. HS: And we have to continue making technology pay for itself to maintain the return on investment. HME
AGRARIA GUEST AMENITIES AVA I L A B L E
E X C L U S I V E LY FROM
www.guestsupply.co.uk Please email sales@guestsupply.co.uk or call +971 50 207 3971 for more informaation
Hotelier Middle East • December 2009
te
ge dg
e
COVER STORY
48
n Ce
ro YasP
Th
e
ote
“For those who love clean air”
dg
In
Following the footsteps of our leaders in the U.A.E.
e
ThInn
s eS
Left: Mohamed H.S. Al Falasi, Acting Director General Armed Forces Officers Club
e at Royal Vision would like to convey our warmest & deepest wishes to congratulate the Armed Forces Officers Club & Hotel and their Board of directors (RET) LT. General Staff . Mohamed Hilal Siroor al Kaabi, the General Director, Mr. Mohammed H. S. Al Falasi Acting Director General, Mr. Klaus Tebrake Executive assistant manager for being the first in the U.A.E & Middle East awarded with the predicate of “Clean & Disinfected” Certificate in achieving the highest standards of Healthy Environment & Indoor Air Quality from the Royal Vision and it’s partner a certified Lab from the Netherlands. Royal Vision is a professional company with a group of professional European Companies who specialize in Cleaning Technical Equipment as well as Ventilation Systems, (Internal Cleaning, disinfecting and deodorizing of ventilation Systems), Maintenance & Consulting Plans. Our competitive and high-quality creative services are tailor made to suit the specific needs of our valuable clients. And in these days of globalization, our geographical reach extends throughout the Middle East, Europe and Canada. With our years of vast experience, your wishes and demands are the key starting points on which we base our services. We focus on maintaining high corporate standards and we are constantly looking
to attract new businesses to the region. Royal Vision is a team of carefully chosen committed professionals, an indispensable partner to its clients’ business. We care for the Health, Environment and the Sick Building Syndrome (SBS), Bacteria, moulds and yeasts in the work environment (Hotels, Hospitals, Airports etc.) are capable to harm the health & wellbeing of Akram Elsafi, Deputy Chairman Royal Vision. employees or guest. As we all know these days that the infections & viruses such as H1N1 & H5N1 are mostly transferred through air, therefore we are engaged in Air treatment of buildings, ships, Planes, Air handling Units & Air Ducts. Our clients are the most important factor for our success. And our team are people of superior talent and integrity who soar above the ordinary and the comfortable.
s
ota R oRtoaa haedaedRntaPl t ii t a r
W
Right: Harry Kuipers, Technical Advisor, Royal Vision
ay b r id
r
C
PO Box 52456, Tourist Club Area, Abu Dhabi, UAE Office: +971 2 672 8888 Mobile: +971 5 0 317 4006 Fax: +971 2 674 1114 Email: info@royalvision.ae Website: www.royalvision.ae www.hoteliermiddleeast.com Hotelier Middle East
idg
n
December 2009 •
wn
Royal Vision
dg
e
Ra
Blu son dis Ra
ge
ss
Su
di
on
l
Bl
Pa
s
Pl
Ho
u
rk
In
n
ge
te
l
l
e
Ya s
Ho
Ya s
te
Pa
Ho
l
rk
n
on
Su
te
s
n
l
Pa
rk
In
n
k ar ow taa Inn P Cn e nPazrkaa Th e nt r e Pl o Ya
n In
e
Ya s
Ho
az
Th
te
l
RTohseH Ro a ta CYoratoes tan na wl Hoa
n n I
it e
In
e Cra tanala ow n n a Cr ReoP l
Th
e
I n B In lu n
r id
k
n te C e e Pl l T h e C n t r az Ra Yarosw RootRota di Hneot anana ss on Pel l a Bl az u a Ce Cr RnotrtoCe Ra ow Caenntr di R o ne natro ss ta Pl o on n a az a Bl Ro u t a Ro T na t an he Ya s HC a o T R etnel
r nt Ce
a az Pl
ne
az
k r a a P n n I
ow
a
ite
Cr
Cr
a
ow
id
Ra
te
rk
a
Ho
rk
a
az
Hotelier Middle East • December 2009
n n I R k ota r a P n na
IRnot a
ro
az
Pa
te
Th
az
Pl
Pl
n
o
br
Ya s
Ho
l
u
te
Bl
Ho
Pl
ro
it Su
nt
ne
I
Ya s
on
Ya s
ne
ge d i br
nt
ow
nn
e
ss
ow
Ce
Cr
Ce
Cr
a
ne
ro nt Ce
ow
Cr
as
Par k Inn
Cr
tro en
Pa Ra r Pa diss k
Th
Th
di
e
a
Park I
P
Blu
ro
Blu
Th
az
ro
le t o
az
u
Pl
l
Pl
Bl
ne
te
ne
nt
on
ow
Ce
ss
dis
s on
nt
s on
Ra
a
Ho
Par k Inn Par k Inn
Ce
dis
Ra
dis
so
n
Ra
Pa
rk
Th
Blu
In
e
ro
Y n as
nt
Ho
el
e
Ya s
P
Ce
In
nt
r
n I n r ow
no
n
n Inas Hotel
rk C a P a Rot an
k ar
Ho
Pa
rk
In
n
St
T iss he on l
Th
ot
te
sH
br
l
ay
te
id
ge
Su
i
ot e
l
k r Pa
T
an en a tr o
a
Ya e Su s H it ot es el
Par k Inn Pa
n In Staybridg
e
br
rk
Ceid
ay
Ya s
St
di
on
ss
Bl
k ar
ss
P
Ra
di
on
Bl
u
n In
u
u
St
ay
br
Ra
di
ss
on
di
ss
on
Bl
u
ta
id
Ro
on
a
Su
T he
B
l t a ites u n
ge
In
e
Y
YPaaark sHotel n Rot a a s Hot
Th
br
id
Ro b ta r na id g
ta
na
r a P
Ro ta na elotel H
s
Ro
k
In
n
ge
Su
s
br
ite
ay
id
ge
s
ite
ite
Su
Su
s
di ss
ay
Bl u
ite on s
St
b
iss R e on Ra Su
ay
Ya s Ro Suite H ta s Root na tan e
ee YnPar h T tro n
na
ss
br n i In tel dg r k H o Inn e a P C as k Ra
Ro
di
ta e y
Bl
Ra
St
St
R n R I a T a k n a r t n d o RRo Pa k In is a ta Par nn S s d na I t ay o i s k n br r a i TRohtana SP ta Rad dge SuBitelu s y S
Ce ntr on
te Th s k a Y n e Ya B RotaaTrheThe P Yas H s Hotel lu
C t ra Ro ntPlaz ntro Ceowne Ceaza Cr Pl r o
nt
Cr
S
t ay
Ce
ow
u
ne
az Pl
di
ow
ro
a
ne ow Cr
ro
az
Ra
Cr
nt
nt
ne
Ya s
Cr C o r w ow C r l u ne n ow P la z e P l n e P C r o w a a z a la z a n e
Ho St ay b St ay t r idge it e s S uit e b r idg s
Ce
Ce
Pl
e
a
ne
Th
o
Cr
e
r ow n
C
P
wn e
a
P l a z
a
P la z
az
ro
br
eS g d i
s it e
he
COVER STORY
Pl
Cr
nt
y St a
ne
Ce
Ra
la z a
ow
Blu
e Ce Ya
Cr
ro
s on
Blu
Pa r k
ro
nt
Par k Inn
Th
nt
ro
Ce
ro
dis
o s HRo el r oTwhen otetl hn In a a Yas n Park P Cr R CR a The o ea H n o T a tel Sa r ta nhe YYatsaH td t o o RaR Ro ylbarzaas H noatel is Ce di netaP idg ote RoCrsoswon na e Su lR sontr Ceta naBlu ites o Ra n RCRaenotrtonantarolaza Ro tan disso t C d eP
tr o en
Ce
nt
nt
y
Ce
ro nt Ce
a
Ce
Ra
r Pa
az
aCna Ro atnaa e iRYsiassotartonaza na ssoonHao n he aea t e a Y t C n a n n B P s Hot Cen tr Ra row Blu l l e el tro o ot n lu t an e P Ro CReotanaThe Ya a Ro laza ta ntr s Hotetana na R o l ota Crow R St Thne RYaa RnoetCoPtelana ay asdiHoRaannztaro T he b s to Yas nn Ro rid Crosonetal naa I Hotetal Cn ege wThneeY B k a n CSrRotaPs Hllau r t ouwinanaotzeal T he r o PS a R Yas teePs ta o yb t RHooltaz Pl
ro
St a
dg br i
u eS
lu
Cr o w n e Par k Inn P l a za
dis
n dis Rna
s on
Pa
ro nt Ce
ro nt Ce
S
ui
s it e
Par k Inn
Par k
Blu
s on
u
ro Ra w ne P la C
ne a ow Cr az P l nt r o ne Ce ow Cr
nt
ow
www.hoteliermiddleeast.com
ro nt Ce ro nt Ce
Ce
ow
Cr
C Su ge Cro ro id nt br Ce ay St Pl
Cr
ne
u it e s
ro nt Ce
ro nt Ce
i s u ge e S t d i i e s Sues ites ridg y br ite e a u t t g b S eS rid Sui e SSutay g b d y bri uitesSta idge ridg S br t ay b e y g a S d St s it e u S ge
tes
tes
nB
S u St he it e ay Ya b s ri sH d S ote Suitetaybridgge S Stay l b e Suuit s iteess ridge Su Staybrid it e s ge S St ay br id uit e s ge S St ay b uit e s r idge Su
o is s lu ad nB P a r k In n R
ro nt
ge S z Bl a s on dis
l
it e s
I
el
Ra
e Su
49
Ya s
The future of
Yas Island
Following the speedy departure of the F1 cars and the thousands of Grand Prix spectators, Louise Birchall investigates what lies ahead for Abu Dhabi’s seven new hotels
es St a
COVER STORY
50
The Yas Hotel is Aldar Hotels and Hospitality’s first owned and operated venture.
YAS ISLAND at in the peaceful Yas Island Rotana lobby early last month, it’s hard to imagine the “tsunami” of guests that Joe Batshoun, complex GM for Yas Island Rotana and Centro by Rotana Yas Island, recalls flooding into the hotel just one week before, during the first Formula 1 Etihad Airways Abu Dhabi Grand Prix. Now, guests are outnumbered by the many attentive staff. At breakfast, one polite employee carries my plate to the table, another carries my handbag and one pulls out a chair, while a fourth staff member pours some tea. The quietness extends across the plaza to the Radisson Blu Hotel Abu Dhabi Yas Island, only there aren’t quite as many employees. “Our staff didn’t have a day off in 10 days so I’ve given everybody five days’ holiday for all their hard work,” explains Radisson Blu and Park Inn Abu Dhabi Yas Island cluster general manager Torbjörn Bodin. The hoteliers say this is just the calm after the storm, but to a sceptical onlooker there’s a distinct drought of guests, which raises the question of ‘what happens next?’ What does the New Year hold for the seven Aldar Hotels and Hospitality-owned Yas Island properties now, since the F1 cars have sped off, taking the spectators with them? Only 2010 will tell whether Yas Island hotels will be able to attract enough guests without the hype of the Grand Prix. However, the hotels have
S
December 2009 • Hotelier Middle East
proved sceptics wrong before and are convinced they can do it again. Previously doubtful industry players have told Hotelier that the biggest surprise of 2009 was the speed at which the Yas Island development and its hotels came together. Even the Yas Island hotels’ management had their doubts. “Two weeks before the race there was nothing on the plaza; there wasn’t even a road to the hotel, but when you saw how fast these things were appearing you were amazed. You’d go for lunch and come back and the landscape would have changed,” observes Bodin. Similarly, Batshoun admits being “stressed and concerned” over whether the hotels would be ready for the looming race deadline. “I was showing the Rotana chairman around the hotels and he just kept saying ‘wow’, while I’m saying ‘I don’t think it’s going to be ready’. But the last time that he had seen it, there had been nothing. The foundations were only laid in February 2008. It’s not only the quality and magnitude of what has been achieved on Yas Island that is mind boggling; it’s the speed,” says Batshoun. Furthermore, in August, wholesale giant Gulliver Travels Associates (GTA) director of business development MEA Younes Ajdi warned Yas Island hotels that they were “unlikely” to achieve the 100% occupancy rates they expected during the race due to the global economic downturn. A confident Paul Bell, managing director of Aldar Hotels and Hospitality, fought off such speculation saying
Rotana was taken by surprise when hundreds of hungry fans descended on its F&B outlets during the F1 event.
WHERE GRAND PRIX GUESTS CAME FROM UAE
UK
US
Europe
Australia
THE YAS HOTEL TRADED MORE THAN 400 BEDROOMS OUT OF A POSSIBLE 499 the hotels would “not merely be full”, but would be “turning away many room enquiries”. And Bell was right. All seven hotels open on the island, comprising two Rezidor hotels, two IHG hotels, two Rotana hotels and Aldar Hotels’ first owned and operated venture The Yas Hotel, claimed full occupancy of available rooms during the race days; though not without a few hiccups. The Yas Hotel traded more than 400 bedrooms out of a possible 499, but “lots of hotels trade a year after
opening with five to 10% of rooms out of order,” defends Bell. Similarly, technical issues meant that 40 rooms at the Radisson could not be sold. “The room I stayed in was out of order. The bathroom mirror was broken, there were only two lights working, the TV didn’t switch on and the door wouldn’t lock,” says Bodin.
FORECASTING PERFORMANCE Anticipating that Abu Dhabi Tourism Authority (ADTA) would impose a cap on room rates during the race www.hoteliermiddleeast.com
51
Yas Island Rotana and Centro by Rotana Yas Island complex general manager Joe Batshoun.
www.hoteliermiddleeast.com
days, the hotels appropriately set rates in line with ADTA’s expectations (ADTA could not reveal the capped rate), but significantly higher than a normal demand period. Average daily rates (ADR) were around AED 2650 (US $721) at Rotana Yas Island, AED 2500 ($680) at Radisson and around AED 1850 ($503) at Park Inn, for example. In September, IDeaS Advantage senior consultant Paul Van Meerendonk told Hotelier that during special events like a Grand Prix, it is especially important for hotels to keep a tight control on room inventory. He said appropriate overbooking levels should be set to account for the expected higher rate of cancellations. In spite of having little experience managing host hotels for an event of that scale, hotel management at all
seven properties wisely implemented minimum-stay periods and cancellation clauses, though most did not overbook. “People were paying a lot of money and we could not walk them somewhere else if we were full because every other hotel on the island was full,” explains Batshoun. However, inexperience was evident in other areas. The “tsunami” of guests Batshoun mentioned certainly took Yas Island Rotana’s F&B outlets by surprise, so much so that Batshoun and the hotels’ department heads found themselves cleaning tables. “There were scheduled events where up to 50,000 people were leaving at the same time and they all wanted something to eat and drink. The shuttle bus stopped just before the hotel and people could see guests on the restaurant terraces and wanted to
come in. It was difficult trying to serve everybody and we tried to limit the number of people coming in, but they were just very upset. It was a huge learning opportunity,” says Batshoun. On the other hand, Radisson and Park Inn expected the wave of guests. “We had a ‘tsunami’ warning out and we tried to channel as many guests as possible to our buffet restaurant, which is obviously easier for us to cope with”, Bodin says. On the best race day, Radisson’s food and beverage outlets made 1480 covers, where as Choices buffet restaurant at the Yas Island Rotana had specific meal times that, unfortunately, didn’t synchronise with event timings. So people left an event at 2:30 pm and came to the restaurant at 3:30 pm to find the buffet had closed half an hour ago, for example. The hotel extended its buffet timings for the remaining race days to open from around midday to the early hours of the morning, and on the up side, it doubled its forecast revenue from F&B over the race period.
Hotelier Middle East • December 2009
COVER STORY
WE HAD A ‘TSUNAMI’ WARNING OUT AND WE TRIED TO CHANNEL AS MANY GUESTS AS POSSIBLE TO OUR BUFFET RESTAURANT
COVER STORY
52
The Radisson Blu and Park Inn Abu Dhabi Yas Island cluster general manager Torbjörn Bodin.
THERE WERE SOME UNHAPPY GUESTS AND ON SOME OCCASIONS WE COMPENSATED THEM FOR A STAY THAT WASN’T PERFECT
Radisson Blu Abu Dhabi Yas Island staffed for 50% occupancy and brought around 25 staff in from sister properties.
seas countries, such as India and a new source market, China. Luckily, the ‘excitement’ of the Yas Island project made it a priority for most suppliers too, who were very “committed”, say the hotels, but they were understandably “stretched”. Rotana had some challenges with fresh produce and the Rezidor hotels faced problems with laundry, but considering that seven hotels opened on Yas Island to one deadline, the operation was relatively smooth.
SUFFICIENT STAFFING Opening to 100% occupancy with an enormous demand for F&B was never going to be easy, but aside from some slight oversights, all seven hotels had prepared well in terms of staff training and product supplies. Crowne Plaza & Staybridge Suites Abu Dhabi Yas Island prepared for full occupancy with more than 100 staff brought in from other properties that left just after the race, according to complex GM Dieter Franke. Similarly, the two Rotana properties had around 70 staff assistants from other Rotana hotels. Radisson and Park Inn, however, only had 25-30 staff brought in and Bodin probably wasn’t exaggerating when he said employees did a “tremendous job” as the hotels only staffed for around 50% occupancy to account for reduced demand after the race. Bodin accepts that “of course there were some unhappy guests and on some occasions we compensated them for a stay that wasn’t perfect, but the majority was more than satisfied and we received many ‘thank you’ letters”. The Yas Hotel didn’t have the benefit of having sister properties to pull its 800 plus employee base from, but the hotel put a successful operation down to pre-planning. “We hired staff earlier and did a huge amount of off-site training that really paid off. You needed experience and flexibility,” says Bell. In the months leading up to the race, up to 2000 staff members were December 2009 • Hotelier Middle East
RARE RELATIONSHIPS
Bodin says the hotel was prepared for the high demand for food and beverage after the scheduled race events.
recruited across the seven hotels; many flocked to Yas Island from Dubai properties that had frozen pay rises and promotions in the midst of the global economic downturn, but the Yas Island hotels weren’t offering anything “extraordinary” in terms of its staff packages, according to Bell. “The excitement of the product, the location and the relative stability
of the Abu Dhabi hotel market was attractive to staff inside and outside the UAE,” he says. “We were fortunate because we were recruiting when a lot of other hotels were letting people go,” adds Batshoun, who says 40% of employees came from existing Middle East Rotana properties, around a quarter from Dubai and the rest from over-
This rare situation also meant the hotel management developed a unique relationship to the point where they borrowed items from one another. “The fact that seven hotels have opened at the same time, in the same place, by three different hotel groups and one owner is unique in itself and presents lots of opportunities for a consolidated effort in creating a destination,” says Franke. Going forward, Franke expects the hotels’ relationship to be a key driver of their success: “Each of the hotel’s products has been designed to complement each other. It’s in everyone’s interest to raise awareness of Yas Island and jointly build a destination that has so much to offer. Hence, we all work very closely together,” he says.
25,000 The number of hotel rooms Abu Dhabi Tourism Authority (ADTA) is hoping to achieve in the capital by 2012. www.hoteliermiddleeast.com
53 COVER STORY
www.hoteliermiddleeast.com
Hotelier Middle East • December 2009
COVER STORY
54
The Crowne Plaza & Staybridge Suites Abu Dhabi Yas Island complex general manager Dieter Franke.
DRIVING DEMAND But what does Yas Island offer that can justify adding 2260 hotel rooms — plus more than 13 additional hotels planned in later phases of the development — to Abu Dhabi’s expanding hotel market? After all, the capital began 2009 with just 13,000 hotel rooms. It now has 18,300 and anticipates hitting the 25,000 mark by the end of 2012. “The growth in the number of hotel rooms will match the expected growth in visitors to Abu Dhabi over the next few years as it develops into a cultural, leisure and business destination,” asserts Franke. Similarly, Bell points out that Abu Dhabi has one of the strongest hotel markets in the world and he is backed up by Deloitte global managing partner of tourism hospitality & leisure Alex Kyriakidis. “Abu Dhabi’s hotels have achieved double-digit growth for five consecutive years, but started to contract in June 2009 as the global economic crisis continued to dampen international travel demand during the low season,” says Kyriakidis.
The view from Staybridge Suites Abu Dhabi Yas Island overlooking the golf course.
YAS ISLAND COULD BE A ‘STRONG CONTENDER’ AS THE UAE’S NUMBER ONE MICE DESTINATION “Despite this, hoteliers in Abu Dhabi still achieve the strongest occupancy (74.2%), average room rates (US $279) and revPAR (US $207) in the Middle East, year-to-September 2009,” he says. Of course, the staunch support of the ADTA also stands Yas Island in good stead. According to ADTA deputy director general Ahmed Hussein, the capital has already benefited from a “significant upturn in awareness of and interest in the destination following the Abu Dhabi Grand Prix”. And promotion of Yas Island will a form part of ADTA’s overall destina-
tion marketing, which is to be significantly enhanced during 2010 with the planned openings of new overseas offices and the roll out of a global marketing campaign. Bodin says that the race has put Abu Dhabi on the map. The focus has not been on promoting individual hotels; it has been on promoting Abu Dhabi and Yas Island. Bell adds: “You have got to let people know that the product is out there and they should know what to expect, which is what we’re doing through the World Travel Market (WTM) and Institute of Business Travel Management (IBTM) in Germany, then we h have to deliver as operators.
“We were at WTM, not on an Aldar stand or a Yas Island stand, but as part of ADTA’s presence supporting Abu Dhabi first and foremost and then telling people what we’re doing as part of Plan 2030,” he explains. On an operator level, the seven hotels are focusing on three short-term goals: creating awareness of the product, raising the profile of their F&B outlets to attract weekend stays from surrounding emirates, and attracting meetings, conferences and events business to entice mainly GCC and European markets to the island. All express long-term intentions of looking beyond these traditional markets and targeting the leisure sector. “We are currently working hard to attract business travellers and to make contracts with various corporate companies,” says Bodin. “If you are a businessman and would like to do business in Abu
YAS ISLAND TIMELINE Q4, 2009 PHASE 1: YAS MARINA CIRCUIT The 5.55km circuit designed by Hermann Tilke hosted the inaugural 2009 Formula 1 Etihad Airways Abu Dhabi Grand Prix from October 30 to November 1. THE YAS HOTEL Built in 22 months, The Yas Hotel is Aldar Hotels and Hospitality’s first owned and operated property comprising two buildings connected by a bridge; one sits on the Yas Marina Circuit and the other on the Yas Marina.
December 2009 • Hotelier Middle East
CROWNE ROWNE PLAZA ABU DHABI YAS ISLAND (428 RO 428 rooms rooms) STAYBRIDGE SUITES ABU DHABI YAS ISLAND (165 rooms) YAS ISLAND ROTANA ABU DHABI (308 rooms) CENTRO YAS ISLAND ABU DHABI (259 rooms) RADISSON BLU ABU DHABI YAS ISLAND (204 rooms) PARK INN ABU DHABI YAS ISLAND (204 rooms)
Q1, 2010
Q2, 2010
YAS LINKS ABU DHABI GOLF COURSE Expected to open in March, this links golf course is an 18-hole championship course designed by Kyle Phillips. The golf course is in close proximity to the seven hotels and p is set against a coastal backdrop.
YAS YACHT CLUB The yacht club is a multi-functional venue that caters to casual dining, private members dining and corporate entertaining.
YAS MARINA The super-yacht marina has capacity for more than 140 yachts and is located in the middle of the Yas Marina Circuit. The project is Aldar’s flagship marina development.
www.hoteliermiddleeast.com www.hoteliermiddleeast com
55 COVER STORY
Dhabi and Dubai, Yas Island is the perfect spot. We’re just in between the two capitals of the UAE,” he adds.
FUTURE FOCUS Franke believes that in the future, Yas Island could be a “strong contender” as the UAE’s number one MICE destination, given its extensive facilities, location and its infrastructure. But ADTA’s Hussein emphasises that while Yas Island will be a “key MICE destination”, it will “by no means be the only one”, highlighting the development of Abu Dhabi National Exhibitions Centre (ADNEC) and new venues such as Qasr Al Sarab desert retreat in Liwa Desert, Fairmont Bab Al Bahr and Al Shaheen Conference Centre located in the Abu Dhabi Falcon Hospital, among others. It is clear that ADTA’s long-term ambition for Yas Island extends beyond meetings and events business. Hussein says Yas Island adds an important new dimension to Abu Dhabi’s attractiveness as a leisure tourism destination, helping to increase overall length of stay. “And the potential to grow leisure tourism in the capital, which until now has been a business-dominated environment, should not be underestimated,” he adds.
Crowne Plaza Abu Dhabi Yas Island claims to have the UAE’s longest bar.
Lighting, seating & display systems, events, weddings, festivals, exhibitions & parties
more funky products on DesertRiver.com
Event Rentals Distribution of View of Yas Island under construction in January 2008: many said that the speed at which the development came together was the biggest surprise of 2009.
Derived from the classic double curve of a Ferrari GT car’s body shell, the roof of the world’s first Ferrari World themepark covers an area of around 250,000m².
PHASE 2: Q3-Q4, 2010
PHASE 2-3:
FERRARI WORLD ABU DHABI The world’s first Ferrari theme park is expected to be the largest indoor theme park globally and home to the world’s fastest roller coaster and 20 ride attractions.
YAS ISLAND WATER PARK (TBC) Currently in the design and concept phase, preliminary plans include up to 26 water rides and attractions across 15 hectares of land next to Yas Mall.
YAS MALL (COMPLETION DATE TO BE CONFIRMED (TBC)) The Yas Mall features a wide range of retail categories across 500 stores, including the largest IKEA store in MENA.
WARNER BROTHERS THEME PARK (TBC) The delivery of the theme park is being finalised, but developers say it will include many of the Looney Tunes, Hanna-Barbera & DC comic characters.
www.hoteliermiddleeast.com
Yas Island occupies 25km² and is approximately 7.5 kilometres long by 6.5 kilometres wide. It is located on the north east side of Abu Dhabi mainland.
ONGOING RESIDENTIAL The island also will offer a variety of modern low-rise and mixed-use residential apartments, including villas to rent, lease and own.
European Lifestyle Products P.O. Box 74054 Dubai, UAE T. +971 4 323 3636 F. +971 4 323 3686 info@DesertRiver.com DesertRiver.com
FUTURE HOTELS In total, Yas Island is expected to have 20 hotels by the time it is completed.
Hotelier Middle East • December 2009
s COVER STORY
56
R
tte
Aldar Hotels and Hospitality managing director Paul Bell.
COMPELLING CONCLUSION Yas Island’s potential as a leisure and business destination is a crucial piece of the jigsaw for Abu Dhabi in “aggressively competing” for its market share of visitors to the UAE, according to ADTA’s Hussein. Yet, whether Abu Dhabi can compete against Dubai — or the ‘second capital of the UAE’ as Bodin refers to it — remains to be seen. “Brand Dubai is a very powerful brand, now we need to go back and create brand UAE,” suggests Rotana’s Batshoun. “Abu Dhabi and Dubai should be marketed jointly, we are one country with two phenomenal products; it’s important we sell them together. The emirates have something unique to offer, put it all together and it’s a treasure chest,” he adds. That’s the tactic Batshoun has adopted in marketing five-star Yas Island Rotana and mid-scale brand Centro by Rotana Yas Island; selling the two different products together
The ADTA’s deputy director general Ahmed Hussein.
December 2009 • Hotelier Middle East
Skyline at The Yas Hotel: the grid structure of the hotel magnified the noise from the racing F1 cars adding atmosphere to the Skyline venue during the race.
with the same vigour and leaving it to the customer to choose. However, Hussein insists that Abu Dhabi is not attempting to steal the limelight from Dubai. “We are not trying to steal anything, but to develop our own compelling proposition, which will complement the varied offering now available throughout the wider UAE,” he says. Whatever the motives for developing Yas Island, there’s no denying that it is being marketed as an “unrivalled destination”, with more than 20 hotels,
three theme parks, a super regional mall, golf courses, several marinas and commercial and residential developments (see timeline). Lucratively positioned just 45 minutes away from Dubai, 30 minutes from Abu Dhabi mainland and 10 minutes from Abu Dhabi International Airport, the destination has the potential to become a must-visit for business and leisure guests to Dubai and Abu Dhabi. The seven hotels on Yas Island believe it is the perfect stepping stone
BRAND DUBAI IS A VERY POWERFUL BRAND, NOW WE NEED TO GO BACK AND CREATE BRAND UAE The Yas Hotel’s Nautilus restaurant overlooks the racetrack, marina and yacht club.
between the two emirates and, in spite of the current come down from the hype of the Grand Prix, speak positively of its potential. “Dubai is growing towards Abu Dhabi and Abu Dhabi is growing towards Dubai, very soon they will come together and Yas Island will certainly be an important part of that,” says Batshoun. “Yas Island will be able to position itself worldwide as a prime business and leisure destination,” adds Franke. Hopefully so, as the success of the seven Aldar Hotels and Hospitality properties, and that of those hotels to come, relies on Yas Island becoming a year-round destination. When that will happen remains to be seen, but with ADTA’s determination, Aldar’s vision and the seven hotels’ united front, it could be sooner than some think. And it’s certainly not a case of waiting until the F1 returns in all its glory in a year’s time. Before that, the launch of the golf course, yacht club, and most excitingly, the world’s first Ferrari theme park — already visible to anyone driving by Yas Island — will each attract a different audience. But visitors to the island will have one thing in common — a need for somewhere to stay. The opportunities are clearly wide open for these seven new Yas Island hotels; they now need to focus on ensuring that they have a strategy in place to capitalise on each one of the upcoming products, just as they did with the super-successful inaugural Abu Dhabi Grand Prix. HME www.hoteliermiddleeast.com
S
na u
YAS ISLAND HOTELS RESPOND TO HOTEL SPY REPORT Crowne Plaza Abu Dhabi Yas Island (overall score 96%) and Staybridge Suites Abu Dhabi Yas Island (overall score 86%) “We are absolutely delighted with this result, especially when the review took place just two weeks after we opened the hotel. Not only is it a great acknowledgement for the hotel, but it reinforces the confidence that we have had in our team and their capabilities from day one.�
Yas Island Rotana (overall score 88%) and Centro by Rotana, Yas Island (overall score 92%) “We’re learning and improving everyday. We opened both hotels less than three weeks ago, but we have a great team and I welcome feedback so we can continue to get better. We will look at putting a screen in the lobby so guest can make a printout of tourism activities. Also, our standard is just a greeting, but we can take that further by saying ‘how can we help you?’ or ‘would you like a drink?’�
Radisson Blu Abu Dhabi Yas Island(overall score 89%) and Park Inn Abu Dhabi Yas Island (69%) “We also do a mystery shopper report on hotel services through an agency because we want to constantly improve the service. “At the moment we’re really targeting meetings and events so we’re especially looking at our conference bookings. The first call was appalling, but it’s definitely improving now!�
Dieter Franke Complex general manager, Crowne Plaza and Staybridge Suites Yas Island Abu Dhabi
Joe Batshoun Complex general manager for Yas Island Rotana and Centro by Rotana Yas Island
TorbjĂśrn Bodin Cluster general manager, Radisson Blu and Park Inn Abu Dhabi Yas Island
‡ 5HWUR ILW IULHQGO\ ZLUHOHVV HQHUJ\ PDQDJHPHQW V\VWHP EDVHG RQ =LJEHH 3URYLGHV RSHUDWRUV ZLWK DQ HDV\ XSJUDGH SDWK RQ H[LVWLQJ SURSHUWLHV ‡ 2SWLPXP (QHUJ\ 0DQDJHPHQW ZLWK 0D[LPXP *XHVW &RPIRUW ‡ *HQHUDWHV &RVW 6DYLQJV (OLPLQDWHV ZDVWHG HQHUJ\ IURP FRROLQJ XQRFFXSLHG URRPV ‡ ,QWHJUDWHV ZLWK 9,1*&$5' 9LVLRQOLQH =LJEHH DFFHVV FRQWURO V\VWHP ‡ 2IIHUV UDSLG UHWXUQ RQ LQYHVWPHQW
&XW (QHUJ\ &RVWV 1RW &RPIRUW
‡ 5HDOWLPH OLQN ZLWK UHVHUYDWLRQV GDWD ‡ /RDG VKHGGLQJ /RDG 6KLIWLQJ 'HPDQG VLGH 0DQDJHPHQW +RVWHG VHUYLFHV ‡ 3URDFWLYH PDLQWHQDQFH DOHUWV ‡ :HE EDVHG FRQWUROV 0RQLWRU DQG FRQWURO DOO \RXU SURSHULWHV RQOLQH
ZZZ YDULVHQHUJ\ FRP
www.hoteliermiddleeast.com
r
u
Bl
on
ss
Bodin: Radisson already works with a Mystery Shopper agency to increase service level at the hotels.
This month, Grassroots mystery shoppers visited the seven new hotels on Yas Island, so Hotelier headed to Abu Dhabi armed with their findings. The hoteliers’ responses are below; turn over to see the full Hotel Spy report (page 58-61).
Rotana will adapt its greeting in response to findings from the mystery shopper.
R
Y
a
ta
Su
di
ta di
ss
on
Bl
ro
Ra
nt
Ra
Pa
Ro
Th St e ay
s b
ay
St
n
In
rk
u
Bl
on
ss
di
Ro
Ro ta Ra na di s
r id o a n t a ge n B
n
I a k n RotaPar
u
k
r a P
Bl
on
ss
di
n
In rk
P
t
ro
R
nt r e l o
Ho
n In
o
nt
Cr
w n e
Ra
C
r ow
nkahe Y r a t T o R a heT
r ow
Ra
C
n e P
ne
Pa
ne
l a z a
Ya s
a
Par k Inn
n In
P l a z
P la
Ce
C r ow P l ne P C r ow a z a Ce
ro
St ay it e s br idge Ro
a
e
br n i In tel dg k H o nn e r CPa as k I
i t e lu n s
Pa
Ce ntr on
Yas
notel n I as H
ad ne wis o r C ana ot
P l a z
rk
l a z a
za
Pa
Cr
Th
a
nt
Crowne Plaza achieved the highest overall score out of the seven hotels.
Rotana’s complex general manager Joe Batshoun welcomed the feedback from December’s Hotel Spy.
ow
az
Ce
ro nt Ce
The mystery shopper would have liked to feel more welcomed at the Park Inn Abu Dhabi Yas Island.
57
COVER STORY
ne
Ho St ay tel br idg e S u St ay br id teess it e s ge S St ay br id uit e s ge S St ay b uit e s r idge Su
Pl
RoCr son Ceta RCRe otnant
ow
a
ro nt Ce
az
tro
Pl
Ya s
Cr
ro nt Ce
a az P l nt r o ne Ce ow Cr
he
Hotelier Middle East • December 2009
MYSTERY SHOPPER
58
Hotel Spy
This month, mystery shoppers from Grass Roots headed to Yas Island in Abu Dhabi, where they visited the seven new hotels shortly after the F1 Grand Prix
7
1
Crowne Plaza Abu Dhabi Yas Island
Park Inn Abu Dhabi, Yas Island
The Mystery Shopper was impressed with the service at the Crowne Plaza, so much so that it scored full marks for most categories. The hotel just fell short of an overall 100% due some confusion over the ‘free’ WiFi in the lobby, which the Hotel Spy was asked to pay for.
The Park Inn scored highly in terms of making a reservation and greetings upon arrival, but the hotel lost marks due to it not having a concierge and upon leaving the hotel the Mystery Shopper encountered a short wait for valet assistance.
Hotel
Overall survey score
Date and time of assignment
MAKING A RESERVATION BY PHONE OVERALL SCORE
Reservation by phone comments
HOTEL ARRIVAL OVERALL SCORE
Hotel arrival comments
OBTAINING REFRESHMENTS OVERALL SCORE
Obtaining refreshments comments
The Yas Hotel
80% Overall Score
10/11/2009 14:25
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 details of the reservation. I received a copy of my reservation within five minutes; the details of the reservation were accurate.
100%
I drove to the hotel and when I arrived the car door was opened for me, and a valet/guest engagement representative greeted me. The main door was automatic and when I entered the hotel I was greeted within one minute. On arrival, staff greeted me sincerely. A young man serving Arabic coffee smiled as well. The lobby was exceptionally clean and well lit. ‘Polished’ would be the word for the structure and the staff, who were all immaculately dressed and groomed.
0%
I located the area where I could have a drink/refreshments myself. I did not have any of the Arabic coffee on display and was not approached.
10/11/2009 13:40
89%
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 details of the reservation. I received a copy of my reservation six minutes after making it; the details of the reservation were accurate.
93%
I drove to the hotel and when I arrived the car door was opened for me. I was greeted by a valet/guest engagement representative. The main door was automatic and when I entered the hotel I was greeted after one minute. The valet smiled as he opened my car door for me. I entered the hotel and was not greeted until I took a seat. I was asked if I wanted some tea or coffee or anything else. I ordered water after being asked if I wanted still or bubbly. The staff member poured the water for me, at which point I asked for the bill, which she brought quickly. She was polite and professional and also engaging. The lobby was gleaming and tidy; very attractive, with a lovely view of the pool.
91%
"I located the area where I could have a drink/refreshments myself. I was served within one minute of being seated. The staff member was gracious, quick, friendly and unobtrusive. I also asked where I could find the bathroom and she directed me to it, also mentioning that if I had time, I could enjoy lunch in the restaurant. It was nicely done and fitted into our conversation.
10/11/2009 12:10
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 details of the reservation. I received a copy of my reservation within seven—10 minutes of making it; the details of the reservation were accurate.
100%
I drove to the hotel and when I arrived the car door was opened for me. I was greeted by a valet/guest engagement representative. The main door was automatic and when I entered the hotel I was greeted within a minute of entry by a hostess, who asked: “Are you with [company]”? “No, I am just meeting someone,” I replied, and she directed me to the lobby, saying “pleasure to help”. The lobby was very bright and organised. It was very attractive with fans overhead in the seating area; a nice touch.
91%
I located the area where I could have a drink/refreshments myself. I was served within one minute of being seated. I approached the refreshments area and was asked if I would like anything, I said ‘tea’ and was asked to select one and to take a seat. Everyone I passed in the area greeted me with a smile. I sat down and the tea came with a pot, cup and saucer, sugar caddy and cookie.
(39/49) Scores fluctuate where services are not applicable
Radisson Blu Hotel, Abu Overall Score (47/53) Dhabi Yas Island Scores fluctuate
89%
where services are not applicable
Crowne Plaza Abu Dhabi Overall Score (51/53) Yas Island
96%
Scores fluctuate where services are not applicable
December 2009 • Hotelier Middle East
(5/5)
www.hoteliermiddleeast.com
59
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
91% 91%
80
73%
60
53%
57% 57%
40
20
0% 0 The Yas Hotel
Staybridge Park Inn Suites Abu Dhabi, Abu Dhabi Yas Island
Yas Island Rotana Resort
Centro by Rotana, Yas Island
Radisson Blu Yas Island
Crowne Plaza Yas Island
*Percentage scores resulted from question answers; not all questions are shown in these results
Rating out of 5 for how I would rate the quality of this service
CONCIERGE ENQUIRY OVERALL SCORE
Concierge enquiry comments
INTERNET AVAILABILITY OVERALL SCORE
Internet availability comments
RESTROOM OVERALL SCORE
Restroom comments
CLOSING OVERALL SCORE
On leaving the hotel comments
0 I wasn't served
83%
Concierge was able to assist with providing activity details; I did not receive any detailed printed copies of the day's activities. Concierge was extremely friendly and helpful. He told me that there were no events on Yas Island, but that there was an exhibit at the hotel. I asked him about the restrooms and he came out from behind the counter and directed me. He told me that if I needed anything else, to please come and ask him.
67%
A WiFi internet connection is available in the lobby, and there is also a business centre. The internet connection is to be paid for by guests and non-guests. Concierge assisted me and I didn't have any internet connection issues.
100%
I had to ask someone where the restrooms were located; the restrooms looked clean, the items I used were in good working order. There were tasteful floral arrangements, a full stack of folded hand towels, bright and clean floors and mirrors and highquality amenities, but no music.
86%
No one 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 not visited this hotel previously; I would visit again based on my experience today as I felt welcomed and a valued customer. I would recommend this hotel to friends and family."
5
83%
Concierge was able to assist with providing activity details; I did not receive any detailed printed copies of the day's activities. The staff told me that they would try to find some information for me, even after I had said that I was not a guest. He asked me to have a seat and that he would look. He came by later and told me of an exhibition at ADNEC, described it and gave me dates and timings. He was very helpful and professional.
67%
A WiFi internet connection is available in the lobby and there is also a business centre. The internet connection is to be paid for by guests and non-guests. Concierge assisted me and I didn't have any internet connection issues.
100%
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 products were available. There were plenty of clean, folded hand towels, quiet music, no odours and the soap dispensers were full.
86%
The person who served me refreshments 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 not visited this hotel previously; I would visit this hotel again based on my experience today as I felt welcomed and a valued customer. I would recommend this hotel to friends and family.
5
100%
Concierge was able to assist with providing activity details; I received detailed printed copies of the day's activities. I asked about events and was given a flyer for an event at the hotel, which mentioned the date. I asked about social events in Abu Dhabi and the assistant checked on the computer, then informed me about a Middle East television event. He was gracious and helpful, courteous and friendly.
67%
A WiFi internet connection is available in the lobby and there is also a business centre. The internet connection is to be paid for by guests and non-guests. Concierge assisted me and I didn't have any internet connection issues. Note: Free WiFi is available in the lobby according to Crowne Plaza.
100%
I could see the restrooms; they looked clean, the items I used were in good working order and quality products were available. The bathroom was spotless, well supplied and well lit, sinks were clean and dry. There were tasteful floral arrangements and full soap dispensers attached to the mirror, which was spotless also. Soft music was playing and there were no offensive odours.
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 not visited this hotel previously. I would visit this hotel again based on my experience today as I felt welcomed and a valued customer. I would recommend this hotel to friends and family.
www.hoteliermiddleeast.com
Hotelier Middle East • December 2009
MYSTERY SHOPPER
OBTAINING REFRESHMENTS
100
MYSTERY SHOPPER
60
The Yas Hotel.
Radisson Blu Hotel.
Yas Island Rotana.
Centro by Rotana
Hotel
Overall survey score
Date and time of assignment
MAKING A RESERVATION BY PHONE OVERALL SCORE
Reservation by phone comments
HOTEL ARRIVAL OVERALL SCORE
Hotel arrival comments
OBTAINING REFRESHMENTS OVERALL SCORE
Obtaining refreshments comments
Yas Island Rotana Resort
88% Overall Score
10/11/2009 19:45
89%
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 details of the reservation. I received a copy of my reservation within 10 minutes of making the reservation; the details of the reservation were accurate.
100%
I drove to the hotel and when I arrived at the hotel the car door was opened for me. I was greeted by a valet/ guest engagement representative. The main door was automatic and when I entered the hotel I was greeted within a minute of entry. I passed three staff at the check-in desk before a staff member said ‘good evening’ to me and asked if she could help. I told her that I was meeting someone there and she gestured at the group of chairs in the lobby and invited me to take a seat. She was professional and gracious. The lobby was nicely lit, attractively arranged and clean, as were the tables and chairs.
57%
I located the area where I could have a drink/refreshments myself. I was not served. I went to look at the Island Cafe and was greeted by a staff member. I asked about the coffee and tea beverages and she answered all of my questions and asked if I would like to order anything. I told her maybe later and she smiled and told me to come back at anytime. The area was clean and the baked goods looked fresh.
10/11/2009 13:10
78%
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 details of the reservation. He did not take my email ID therefore I have not received an email confirmation.
83%
I drove to the hotel and when I arrived the car door was opened for me, I was greeted by a valet/guest engagement representative. The main door was automatic, and when I entered the hotel no-one on the desk greeted me until I made eye contact with one staff member and she said “hello”. I told her that I was waiting to meet someone, she gestured toward the seating area and invited me to have a seat. There was an empty plastic water bottle on the table and a newspaper. The lobby was otherwise clean and bright with modern furniture that was cheery.
57%
I located the area where I could have a drink/refreshment myself. I was not served. There weren't refreshments available in the lobby, but the service I received here was very good.
10/11/2009 19:20
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. I received a copy of my reservation, within 10 minutes of making it; the details of it were accurate. The phone was answered within one ring.
100%
I drove myself to the hotel and when I arrived at the hotel the car door was opened for me, I was greeted by a valet/guest engagement representative. The main door was automatic, and when I entered the hotel I was greeted within a minute of entry. The staff were friendly and professional. The lobby was bright and welcoming, with spotless floors and table tops, all furniture was clean and orderly. There was a nice assortment of magazines and newspapers on the tables.
73%
I located the area where I could have a drink/refreshments myself. I approached a small deli for service. The staff member smiled and greeted me politely and in a friendly, welcoming way. I stopped to have a look and he seemed proud of the items as he told me what they were. The salads were fresh and looked very good and the fruit also looked very fresh and crisp. The shelves were tidy and clean.
10/11/2009 12:35
89%
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. I received a copy of my reservation, within five minutes; the details of the reservation were accurate.
100%
I drove to the hotel and when I arrived the car door was opened for me. I was greeted by a valet/guest engagement representative. The main door was automatic and when I entered the hotel I was greeted within a minute of entry. The valet opened the door and greeted me in a very polite manner. I entered the lobby and was immediately greeted by a staff member at the reception desk, close to the entry door; he smiled and was very warm and welcoming. He asked me how I was and how he could help me. He was sincere and helpful. He invited me to have a seat in the lobby. The lobby was clean and attractive.
57%
I located the area where I could have a drink/refreshments myself. I was not served. There weren't refreshments available in the lobby, but the service I received was very good.
(43/49) Scores fluctuate where services are not applicable
Park Inn Abu Dhabi, Yas Island
69% Overall Score (29/42) Scores fluctuate where services are not applicable
Centro by Rotana, Yas Island
92% Overall Score (49/53) Scores fluctuate where services are not applicable
Staybridge Suites Abu Dhabi, Yas Island
86% Overall Score (38/44) Scores fluctuate where services are not applicable
December 2009 • Hotelier Middle East
www.hoteliermiddleeast.com
61
Park Inn.
MYSTERY SHOPPER
Crowne Plaza.
Staybridge Suites.
Rating out of 5 for how I would rate the quality of this service
CONCIERGE ENQUIRY OVERALL SCORE
Concierge enquiry comments
INTERNET AVAILABILITY OVERALL SCORE
Internet availability comments
RESTROOM OVERALL SCORE
Restroom comments
CLOSING OVERALL SCORE
On leaving the hotel comments
5
83%
Concierge was able to assist with providing activity details; I did not receive detailed printed copies of the day's activities. I approached the desk and there were three staff there. Two immediately [appeared occupied]. I asked the staff member if there were any events going on at Yas Island and he told me that there were not, but informed me of an event in February 2010. He also told me that if a guest wanted information from his desk, he could tell what was going on at any given day as this information is updated daily. I then asked him about bathrooms and he pointed me in the right direction and told me it was opposite Choices restaurant.
67%
A WiFi internet connection is available in the lobby and there is also a business centre. The internet connection is to be paid for by guests and non-guests. Concierge assisted me and I didn't have any internet connection issues.
100%
"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 products were available. Soft lighting was pleasing, as was the music. The area was very clean, the white porcelain sinks were dry and clean. There were several pyramids of fluffy white hand towels and the high-quality hand wash and lotions were all full.
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 not visited this hotel previously; I would visit this hotel again based on my experience today as I felt welcomed and a valued customer. I would recommend this hotel to friends and family."
5
0%
There is no concierge and when asked, the staff said that there is one at the Radisson as well as a business centre.
67%
A WiFi internet connection is available in the lobby, and there is also a business centre. The internet connection is to be paid for by guests and non-guests. Concierge assisted me and I didn't have any internet connection issues.
67%
I could see the restrooms; they looked clean. The items I used were in good working order. The bathroom was very clean and there were no unpleasant odours. There was pleasant music and fresh flowers. The soap dispensers were all full.
57%
Somebody said ‘goodbye’ as I left the hotel. I didn't have to wait long for valet assistance and my car arrived within five minutes. Initially there was no valet assistance outside, the staff had to find one. I was asked to wait in the doorway and was told assistance would be there within five minutes. I did not feel too welcome and was ignored to some degree. The staff were not overly friendly, except the valet attendants. As I was the only person in the lobby, I thought someone might have made an effort to interact with me. I have not visited this hotel previously; I would not visit this hotel again based on my experience today as I did not feel welcomed or a valued customer. However, I would recommend this hotel to friends and family who were looking for a less expensive place to stay.
5
83%
Staff members were able to assist with providing activity details. I did not receive detailed printed copies of the day's activities. There was no concierge but the two people at the desk were willing to talk to me and give me information.
100%
A WiFi internet connection is available in the lobby. The internet connection is free. I didn't have any internet connection issues.
100%
I could see the restrooms; the restrooms looked clean, the items I used were in good working order and quality products were available. The restrooms were spotless, there was nice music playing, no odours and the soap dispensers were full.
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 not visited this hotel previously and I would visit this hotel again based on my experience today as I felt welcomed and a valued customer. I would recommend this hotel to friends and family. I felt very welcomed in this cheery hotel.
5
0%
There is no concierge and when asked, the staff said that there is one at the Crowne Plaza next door.
100%
A WiFi internet connection is available in the lobby. I asked a staff member and was informed that the internet connection is free to guests.
67%
I had to ask someone where the restrooms were located; the restrooms looked clean, the items I used were in good working order but there weren't quality products such as crèmes, individual hand towels etc available. The bathroom was clean, bright, fresh smelling and had a nice green plant. There was a stack of folded paper towels.
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 not visited this hotel previously. I would visit this hotel again based on my experience today as I felt welcomed and a valued customer. I would recommend this hotel to friends and family. A staff member said “goodbye” and the valet attendants were pleasant and speedy. I felt very welcome here. It was a pleasant hotel.
www.hoteliermiddleeast.com
Hotelier Middle East • December 2009
PROJECT 360°
62
OUR BUYERS WANT TO MEET YOU! Q. Do you want to meet the leading Purchasing Directors from the Middle East’s largest and most influential hotel chains, procurement companies & consultancy firms? A. You can in a fast, efficient and cost effective way at HOTEC Middle East 2010. Join us at the Shangri-La Bar Al Jissah Resort, in Muscat,Oman from the 07th to 10th May 2010 - With 2 days of face-to-face focused business meetings - 3 evenings of networking and relationship building - An educational seminar program and interactive panel discussion - Limited competition in your specific product category - A Supplier Showcase session will expose your products to ALL buyers attending. December 2009 • Hotelier Middle East
HOTEC 10 Middle East 7-10th May 2010
REGISTER NOW to benefit from our Early Bird Saver Discounts Please contact us for more information: Philip Denning Email: philip@mcleaneventsinternational.com Tel: +356 7743 4501
www.hotecme.com
www.hoteliermiddleeast.com
63 PROJECT 360°
Zighy Bay
Stunning facilities, scenery and activities ensure guests keep returning to the resort.
uncovered Hotelier Middle East paid a visit to Six Senses’ Oman hideaway to explore its unique approach to F&B, the environment and HR, and to meet the members of the team who are at the forefront of the resort’s deserved success RESORT FOCUS ix Senses Hideaway Zighy Bay in Oman has recently been named the ‘World’s Leading New Resort’ in the World Travel Awards, announced at last month’s World Travel Market held in London. And following a trip to the resort, hidden in the mountains on the Musandam peninsula, Hotelier agrees that it is deserving of the title. This is not just because of the “fivestar accommodation, outstanding customer service and luxurious setting” acknowledged by the World Travel Awards, however, but also down to the passionate efforts made by the team behind the scenes.
S
www.hoteliermiddleeast.com
Lead by general manager Rochelle Kilgariff — who previously headed up Soneva Fushi and was the first female general manager appointed by Six Senses — the team at Zighy Bay has a unique character. Firstly, the resort is committed to Omanisation, with a third of the team (67 hosts) being Omani, contributing to the authenticity of the resort, itself modelled on a typical Omani village and built using local materials. “The plan is to get to 50% Omani representation on the team before the end of the second financial year, which for us is the end of June next year,” says Kilgariff. The ultimate aim is to have 85% of the staff Omani, in line with the current country law. “We obviously would dream of get-
ting to that level and eventually we will, but you have to take it in stages. We’ve presented to the labour minister our plan to get 85% Omanis, but it’s obviously over a longer term — I think we’ve given a projected two and a half years,” says Kilgariff. “They are talking about adding another airport to this region, that will bring an enormous amount of infrastructure to Musandam and a larger population — if that goes ahead in the immediate future we could look at reducing the timeframe.” Kilgariff, along with other executive team members, works closely with Robert MacLean of the National Hospitality Institute (NHI) in Oman to recruit local staff in addition to providing a wealth of opportunities to the local villagers.
“I would say 80% of the Omani hosts that have been brought on board have come through NHI,” acknowledges Kilgariff. “It’s a really lovely project; we go and do recruitment drives in the outlying areas such as Sohar and Dibba, have an open day and advertise in local papers to get nationals to come and sit an exam and go through an interview process with us in whatever areas they are interested in joining the hotel. “If we confirm that they have the right calibre and background to work at Six Senses, NHI takes them at government expense for a six-month training programme on hotel operations and after they’ve graduated, our commitment is that we’ve confirmed them a job and they’re comHotelier Middle East • December 2009
Image: Six Senses
PROJECT 360°
64
Six Senses Hideaway Zighy Bay GM Rochelle Kilgariff leads her team to deliver the highest standards possible.
Blending traditional finishes with luxurious elements adds to the appeal of the resort.
mitment is to stay with us for a year minimum,” explains Kilgariff. There is now an Omani omanisation director on the executive team and Kilgariff seems confident that one day, the resort could even have an Omani GM. Obviously it is not just Omanis who are important at Zighy Bay; looking after staff is a key focus for Kilgariff and it is one of the priorities highlighted at the Six Senses annual GM conference held in October. The second priority is delivering environmental initiatives. Kilgariff says: “Across the board we’re all in challenged times. As far as successes go we are holding our own, times are tough but we have been able to sustain our business partners. We’re still aggressively targeting new business and new markets”. Going forward, she said the company had chosen to focus on two things that might traditionally go by the wayside during a downturn. December 2009 • Hotelier Middle East
“There’s two main focuses; we’re still focusing on our environmental initiatives and concerns and also on one of our main assets, which is our HR, to ensure we are still leaders in that area.” The strategy appears to be working; every ‘host’ Hotelier came into contact with was friendly and polite, helpful while understanding the need for privacy and well versed in the resort’s amenities.
ENVIRONMENTAL ENTREPRENEURS On the other hand, Zighy Bay tends to keep its extensive environmental and social campaigns a little quieter. According to its environment and social responsibilities officer Tara Hammond, who has both a degree in hospitality and a masters in responsible tourism, this is deliberate. “I have a lot of guests that want to speak to me; they want to know about the area and what we’re doing. They
know Six Senses gives back to the local community but we don’t put it too much in their face,” she says. The projects, which are local, national and global, are financed by the hotel’s Social Environmental Responsibility Fund (SERF). “Every month, 0.5% of our revenue goes into this fund and it can be from US $3000 to $10,000 every month depending on occupancy,” says Hammond. Kilgariff adds: “I’ve got a lot of money I can spend. It’s a initiative that the chairman and his wife [Sonu and Eva Shivdasani] set up when they founded the company 14 years ago, so millions of dollars have been raised by the project”. At Zighy Bay, the money is being invested into programmes as diverse as Build a Smile, a fantastic project which involves guests rebuilding homes for villagers in return for free room nights, ‘Dental Care’ for children of the local village, Zighy
Iamge: Six Senses
THE PLAN IS TO GET TO 50% OMANI REPRESENTATION ON THE TEAM BEFORE THE END OF THE SECOND FINANCIAL YEAR
www.hoteliermiddleeast.com
65
www.hoteliermiddleeast.com
PROJECT 360°
Each villa offers plenty of outdoor space.
Bay English classes, monthly blood donations and a scheme to protect the coral reef in partnership with the Environment Society of Oman In addition to the SERF fund, 2% of room revenue is channelled towards Six Senses Carbon Offset Fund, which establishes alternative energy producing methods in communities of developing countries. The first project is in Tamil Nadu, India. As a company, Six Senses is also going a step further and developing its own ‘carbon calculator’. “That’s going to look at all our carbon emissions, so I need to put the systems in place for people to be able to measure that sort of thing,” Hammond explains. “It will look at all our guests’ and hosts’ flights, [the transport] of every single piece of food and other item that has reached here from its original country, [the fact that] all guests get here by car, excursions, waste, meals — what proportion is vegetarian and non-vegetarian etc. “There are eco lodges [doing this sort of thing] but on the luxury level this is really advanced. There is actually someone doing it; it’s not talk.” Despite the pressures to get these systems in place, Hammond clearly thinks it is both well worth it and absolutely necessary. “I don’t think it’s expensive; because we are a luxury resort so we do have the capital to invest in it. The return on investment is also high as well. “I don’t think there is any option at the moment in the way things are going in the world. Here in Dubai, especially the hotels and resorts are going towards being greener and we’re just lucky that we are a step ahead at the moment. “I think people are choosing us over other resorts because of our credentials,” she adds. At the same time, Hammond is the first to admit that a resort with some 80 private pool villas that requires transport by car is unlikely to ever be completely sustainable. She hopes though that once the Six Senses carbon calculator is finalised — and with the addition of solar panels that Hammond says will “definitely be coming in the future” — all carbon emissions will be offset, making the resort as sustainable and ecologically-minded as possible.
Great for events, weddings, festivals, exhibitions and parties
more funky products on DesertRiver.com
Event Rentals Distribution of European Lifestyle Products P.O. Box 74054 Dubai, UAE T. +971 4 323 3636 F. +971 4 323 3686 info@DesertRiver.com DesertRiver.com
Hotelier Middle East • December 2009
Image: Six Senses
PROJECT 360°
66
Image: Six Senses
Dining is spectacular both outdoors and indoors at Zighy Bay.
Six Senses Hideaway executive chef Gerald Bergue.
COMMUNITY CHEF Hammond’s passion for the environment is supported wholeheartedly by Six Senses Hideaway executive chef Gerald Bergue, who is also dedicated to working with the local community and using naturally available produce. Bergue says that this was challenging in the first six months, but that he now obtains 65% of his ingredients from the local market — honey from bee hives in the mountains, fish from local villagers and free range eggs from a farmer in Fujairah for example. “I have really reliable suppliers who know me well. You have to eat to preserve; you have to eat or he won’t produce any more — that’s how I support all these suppliers,” says Bergue. December 2009 • Hotelier Middle East
YOU’LL NEVER SEE CAVIAR, FOIE GRAS OR RED SNAPPER ON MY MENU In addition, he also has his own supplies growing in a garden the other side of the mountains and a organic plot next to the resort. “I grow mangos, oranges, limes, salad leaves, tomatoes,” says Bergue. “No mangos are imported, they are all from the garden and when the season is over I can freeze mangos for fresh juice. “My next project is a mushroom hut, like at our sister property in the Maldives,” he says. The menus at Zighy Bay have, as a result, been created based upon “what is easy to get and what is feasible,” he adds. Bergue is also very flexible, developing menus for 18 different destination dining locations across the resort and tailoring menus to guests’ specific requirements — accommodat-
ing everything from detox plans to dietary intolerances. “I’d rather tailor the menu; if a guest comes here they have to be happy and you get more recognition,” he says. Generally speaking, the cuisine is also very healthy, with Six Senses’ philosophy followed and at least six or eight dishes of spa cuisine on all the outlets’ menus. “There are 101 no-nos — things I don’t use in the kitchen,” enthuses Bergue. “You’ll never see caviar, foie gras or red snapper on my menu and certainly no blue crab, no veal, no baby chicken — all birds need to be adult size.” Following five years with Banyan Tree previously, Bergue says he developed his specialism in spa cuisine, which predominately inspires
the menu at Sense on the Edge — a wine pairing restaurant with exquisite set menus in a simply breathtaking location. He is also inspired by molecular technology, but focuses on extraction rather than using nitrogen or other chemicals “My style of cuisine is very simple, I play with flavours and just blend them into the dishes so guests can really see it — if they are eating lobster that’s what they are tasting,” says Bergue. He hopes in the future to open a raw cuisine restaurant at Zighy Bay, which would be located within the destination spa Six Senses plans to develop overlooking the resort. The major focus, however, is to get more Omanis in the kitchen. In partnership with NHI, Bergue currently has six Omanis out of 37 chefs and an 18-person stewarding team. “Wee are searching for more, I am trying to get at least 20 Omanis by the end of my contract,” he says. www.hoteliermiddleeast.com
67 PROJECT 360°
www.hoteliermiddleeast.com
Hotelier Middle East • December 2009
OF ZIGHY BAY Six Senses Hideaway Zighy Bay’s social and environmental commitments and ongoing Omanisation programme are clearly commendable, but how has the resort fared during the economic downturn and what are the business prospects for 2010? “As far as occupancy goes, we are not looking at beating our budget of course, but we are still confident that the forecasts that we’ve planned will come through. We’re getting very excited because it’s looking much healthier in the last three months,” comments Kilgariff. “We hovered around 30 to 35% over the summer, but I’m looking to get it up to the 60s, if not 70s, for the last quarter — that’s a tall order but we have hopefully a couple of pieces of business that we would like to secure that would help us get that.” Generally speaking she says, “it’s still extremely last minute pick up, everyone talks about business being late, but this is now even scarier — it’s really late and it’s surprising how much of a difference we can make over a couple of days”. Future plans include developing small group business with incentives, as long as they do not interfere with the
Image: Six Senses
PROJECT 360°
68 FUTURE EVOLUTION
SIX SENSES KEY PARTNERS AND SUPPLIERS CONSTRUCTION ARCHITECTS:
BED LINEN:
Intermass Engg. & Cont. Co. LLC Sharjah Details: +971 6 5583003 Responsible for sourcing and procuring natural materials, such as flooring from Nizwa in Oman, wall cladding using Zighy Bay local stones and slate tiles for the swimming pools from India. Wood came from renewable forests, with Mernati Wood supplying the furniture, such as beds, and Chandel Wood used for the ceiling. Also used extensively in the resort is Jareed & Palm fibre — in the villas’ Omani summer houses, for example — and this is procured locally in Dibba, Oman.
M/s Cooper International Details: +971 4 885 1540
FURNITURE:
LIGHTING :
Art Decoration Co., Sharjah Details: +971 6 5432061 / artdecor@eim.ae Indoor and outdoor furniture was custommade based on design inputs from Six Senses Resorts & Spas
Intermass Engg. & Cont. Co. LLC, Sharjah Details: +971 6 5583003 Lighting was custom-made in their workshop.
BED LINEN: M/s Somphol Bedding & Mattress Industry Co. Ltd Details:+ 662 322 4320
TABLEWARE / BUFFETWARE: Andy Mannhart Co. LLC Details: +971 4 396 0767 / Dubai@andymannhart.com / www.andymannhart.com
IN-ROOM TV: Omnix Media Networks Details: +971 4 338 8812
MATTRESS: M/s Middle East Mattress Factory (a subsidiary of Sealy) Details: +9 662 608 1333 Procured by Intermass Engg. & Cont. Co. LLC Sharjah
December 2009 • Hotelier Middle East
COMMERCIAL KITCHEN EQUIPMENT: Emirates Design Systems Details: +971 4 336 7610 / edsfse@emirates.net.ae / www.emiratesdecor.com please see p.51
The 44-villa destination spa will be located on a plateau in the mountains above the Sense on the Edge restaurant.
WE HOVERED AROUND 30 TO 35% OCCUPANCY OVER THE SUMMER, BUT I’M LOOKING TO GET IT UP TO THE 60S, IF NOT 70S, FOR THE LAST QUARTER guest experience of others at the resort, a focus on the festive period and a lunch menu to widen the offer at Sense on the Edge. Plus, Kilgariff reveals there are major plans to add to the physical facilities of the resort, with an observatory tower and 44-villa destination spa on the cards. “They’re both projects because we see this region as being very strong and obviously with investment, all Six Senses properties generally get better with age and evolve and bring in new guest experiences. “I’ve got a cinema paradiso, which is an open-air cinema, planned but it’s just a matter of logistics and physical timing to make these things happen, but they’re definitely on the books. These types of projects don’t get deferred because they’re generally part of our evolution of a resort developing,” asserts Kilgariff. “The challenge for me now moving forward at Zighy Bay is that while
we’ve had some amazing coverage, we would still like to get a little bit more; it’s kind of a catch 22 situation. I have lots of people talking about Zighy Bay but then I have lots of people saying ‘I don’t know anything about it’,” she continues. The “big news”, she adds is that a new director of sales and marketing has joined the team — Demeiter Vaubell, who brings with her 20 years’ hospitality experience having worked for a number of global hotel chains including Hyatt, Hilton, Carlson Hotels and Anantara Resorts & Spas. “It’s just making the Middle East more aware of Zighy Bay and taking it to the next step,” sums up Kilgariff. And with the pressure now on to live up to the title of ‘World’s Leading New Resort’, and the desire to be considered for future awards as the destination becomes more established, there is no doubt that the team at Zighy Bay will be committed to making this happen. HME www.hoteliermiddleeast.com
SUPPLIER NEWS
70
December 2009 • Hotelier Middle East
www.hoteliermiddleeast.com
Supplier Focus • News • Analysis • Innovations • Trends
Quality over quantity at Equip’ Hotel 2009 VISITORS’ VIEW A quieter year for Equip’Hotel ME but exhibitors and visitors remain positive EXHIBITIONS While Equip’Hotel Middle East 2009 was noticeably quieter than last year’s debut, exhibitors identified Abu Dhabi as a key market for the New Year and buyers were impressed with the quality of products on offer. The show attracted suppliers from all over the world, such as first-time exhibitors Miscellaneous Creative Aesthetic Arts (MCAA) from the Philippines. President and CEO Jerry Bañares set up the company with his partner Rachel Bañares as a sideline from his fulltime role as a lawyer. MCAA offers custom-made mirrors aimed at the luxury hotel sector. “We established the company last year and this is our first step into the UAE. We want to open trade relations in Abu Dhabi. We haven’t closed any transactions yet, but we’re optimistic,” said Jerry Bañares. Also exhibiting for the first time, Dubai-based Modern Interior Technology (MIT) GM Omar Fansa said: “The Abu Dhabi market has a lot of potential for us; it has not been affected by the financial crisis like Dubai”. However, Fansa said the first day of the show had been quieter than expected, but business picked up on the second day with a good selection of visitors, including project designers, contractors, owners and operators. King Stores Hospitality executive
Bentley’s Dion Bosch holding the new Coral Hotel Kettle.
www.hoteliermiddleeast.com
The show appeared quieter than last year but exhibitors and visitors meant business.
The Abu Dhabi market has a lot of potential according to MIT general manager Omar Fansa.
Philippines-based MCAA’s Jerry and Rachel Bañares exhibited at Equip’ Hotel for the first time.
— institutional sales Jude Varghese echoed Fansa’s comments. He said the show has been “fair”, with the second day proving better than the first. The company’s Valera hairdryer had caught the eye of a number of buyers, in addition to its other F&B and housekeeping lines. Like King Stores Hospitality, most exhibitors had returned to exhibit for the second time. Dimlaj showcased a variety of its bestselling brands, including Berghoff and popular cookware from Turkey. “It has been a quiet show, but the quality of the customer is very good,” explained Dimlaj marketing manager Syed Amjad Ali.
Procurio remained positive having attracted “serious” customers from Oman, Saudia Arabia and Kuwait, among other new markets. Plenty of companies used the show as a platform to launch new products. Bentley exhibited F&B products, its bestselling ironing board and unveiled its new half-litre kettle for the first time in the region. The brushed stainless steel Bentley Coral Hotel Kettle consumes 800 watts per boil, which is less energy than traditional one-litre models, according to sales and marketing director Dion Bosch. “We believe Abu Dhabi will play a major role in terms of the hotel supply market in the future,” added Bosch.
The show will get stronger and stronger. This is the second year I’ve attended. There are fewer exhibitors so the organisers have been more selective. I’m not looking for volume, I’m looking for the right exhibitors and exhibitors are looking for the right buyers. I know most of the exhibitors so it’s a good chance to meet old friends and to keep up to date with new technologies and products. Michael Gasan, director of procurement, Qatar National Hotels Company
The show is smaller than last year, but I’ve seen a few companies I am interested in. Dimlaj was definitely worth a visit, they are putting together a few quotations for me. I’ve picked up some catalogues and seen a few new products. I’m looking for cutlery, linen and furniture for two new Vision hotels we’re opening in Abu Dhabi.” Angelito Eusebio, assistant housekeeper, Decovision, for Vision Hotel Apartments
We supply a lot of hotels in Abu Dhabi so we’ve mainly come to the show to source housekeeping items and outdoor furniture. The outdoor furniture range is good, but there are very few amenities. Next year I’d like to see more of these and more housekeeping equipment, in particular pillows, duvets and linen. On the other hand, the suppliers that are here are of a high quality — I know quite a lot of them. Georgette Kamal, partner, Diamond Line procurement, Abu Dhabi
Hotelier Middle East • December 2009
71
SUPPLIER NEWS
72
DUBAI GOVERNMENT BACKS NEW WEBSITE Dubai-based Hozpitality.com has been named a partner website for the recently-launched Dubai Tourism portal. Hospitality industry jobs board Hozpitality.com and sister networking site Hozpitalityplus.com have attracted more than 20,000 registered hospitality professionals since their launch last year. “Dubai Department of Tourism and Commerce Marketing (DTCM) has supported our company ever since we launched and we are thankful,” said Hozpitality.com director Raj Bhatt. “We launched our company last year with DTCM and are confident that together we will be the most preferred online website for the hospitality industry in the Middle East,” he added.
BASF LAUNCHES TERRAZZO FLOORING Dubai-based BASF Construction Chemicals has launched its Mastertop DTZ Terrazzo flooring range in the UAE. Mastertop DTZ combines pigmented epoxy resin with graded crushed marble, recycled crushed glass or glass aggregate and is ideal for use in public areas that are subject to high volumes of foot traffic and rolling wheels. “The range offers extensive decor possibilities, its epoxy finish is seamless and provides the ultimate in durability,” said BASF Construction Chemicals performance flooring business systems manager Ian Smith.
SYSCO APPOINTMENT Sysco Guest Supply Europe has appointed T.R. Madanlal, known as ‘Lal’, as business development manager based in Dubai. Lal will oversee operations across the UAE and will act as the official Middle East representative for the company’s catalogue of branded amenities. With 12 years’ experience in the region’s hotel and leisure industries, Lal specialises in brand awareness, and identifying and meeting the requirements of high-end properties. Sysco Guest Supply Europe has been established for more than 30 years.
December 2009 • Hotelier Middle East
Aloft Abu Dhabi to utilise solar energy German manufacturer Wolf GmbH supplies Aloft Abu Dhabi solar panels G
Up U to 90% of hot water at the Aloft A Abu Dhabi hotel will be suppl plied from solar-generated energy th through solar panels that have been su supplied by Germany-based manufa facturer Wolf GmbH. More than 560 solar panels cover ering an area of 2300m² have been in installed on the roof of Car Park A at th Abu Dhabi National Exhibition the C Centre (ADNEC). The panels utilise the infra-red co component of sunlight, generat-
ing energy to heat water that supplies the hotel’s 408 bedrooms, two production kitchens, F&B outlets, offices and the swimming pool, saving an estimated 870 mega watt hours of electricity a year. “In line with Abu Dhabi’s 2030 vision for sustainable economic development, we are following the environmental objectives of the emirate by diversifying our power requirements away from traditional sources of energy,” said ADNEC
managing director His Excellency Ali Bin Harmal. Last month, ADNEC also introduced a major recycling programme to support the Abu Dhabi’s recycling agenda. Recycling stations were installed throughout the venue. One month into the programme ADNEC was able to recycle almost 5000 kilogrammes of paper, cartons, magazines, plastic and aluminum-can waste, according to the company.
Mezze hospitality consultancy launched Active Public Relations & Marketing Communications Consultancy (Active PR) and hospitality management company Mezze Associates have partnered to launch Mezze, a hospitality consultancy. The consultancy will offer endto-end solutions to enhance marketing and communications in the hospitality industry. “Mezze Associates offers clients more than 30 years’ experience in the Middle East and is delighted to bring in a full-service communications offering through Active PR,” said Mezze Associates managing partner Russel Sharpe. The company’s existing client base includes private investors such as tour operators and travel agents, private and public sector organisations and international hotel owners and operators. “Active PR has seen strong and solid growth over the past seven years since it was founded and has consolidated its position as a proactive and passionate PR consultancy
in the region that is now looking to take this philosophy and approach into different market segments,” asserted Active PR’s managing director Louay Al Samarrai. “The partnership with Mezze Associates and its team of well-
known and experienced hospitality professionals makes them an ideal partner to increase the agency’s exposure and build on our experience in the hospitality and destination branding and marketing sector,” added Al Samarrai.
Active PR managing director Louay Al Samarrai and Mezze Associates managing partner Russel Sharpe.
www.hoteliermiddleeast.com
Room Service by Bang & Olufsen
Choosing Bang & Olufsen televisions for your hotel rooms is providing your guests with ultimate pleasure. The TV screen gives a performance so true to life that they will find themselves completely absorbed in the sights, and the sound from the built-in speaker is so authentic that the TV can be used as a source of quality audio. Bang & Olufsen televisions can easily be connected to whatever your guests may bring: camera, laptop or iPod. All it takes is a userfriendly connectivity panel which can be placed wherever it is most suitable. The chosen TVs can also be interfaced with the hotel system provider solution, making it ready for films, internet, e-mail, music systems, photo displays and hotel billing and services. What’s more, your guests can control everything using just one remote control. Choosing Bang and Olufsen is choosing the possibilities of the future. Today. That is the essence of Room Serviced by Bang & Olufsen. For further information please contact: International Key Account Manager, Anders Mørup Mobile: +971505586710 Email: ANM@bang-olufsen.dk · www.bang-olufsen.com/hotels
SUPPLIERS
74
Bed head Dubai-based Restonic sales manager Sameer Ahmed says hoteliers can sleep easy with quality bedding products that guarantee a return on investment COMPANY PROFILE estonic has been a major supplier of mattresses for more than 60 years; a milestone achieved by few mattress companies in the region, according to the company’s sales manager Sameer Ahmed. The company is focused on offering quality bedding products for the budget minded as well as those interested in luxurious bedding creations. Over the years, Restonic has grown in response to the increasing demand for quality mattresses from the soaring number of hotels in the region and has established a factory in Dubai’s Jebel Ali Industrial area. In addition to its strong presence in the UAE retail and hospitality sectors, Restonic operates in other Middle Eastern markets and is in the process of identifying new markets in Africa while consolidating its presence in the GCC. “Our growth in the Middle East market has been phenomenal in the
R
ABOUT RESTONIC’S SALES MANAGER
Having spent a decade in the bedding supply industry, Sameer Ahmed joined Restonic five years ago. His previous experience includes four years in the FMCG industry, promoting and distributing personaland homecare products.
December 2009 • Hotelier Middle East
last few years and contributes a major share of our sales. Despite the global downturn, our GCC market performed well, to our expectations,” says Ahmed. He acknowledges that the region is an “extremely competitive market” considering the number of mattress suppliers. Yet, many specified suppliers mislead clients in terms of product specifications that do not meet international hotel chains’ high standards, he says. Ahmed explains Restonic differentiates itself based on its longstanding tradition of research and innovation, with an emphasis on delivering highquality sleep products engineered to the needs of customers. The company’s bestselling ranges are its Loveland Pillowtop (non-flip mattress) and Crystal mattresses, which both feature high-quality pocket spring units. Ahmed lists Hyatt, The Address Hotels + Resorts,
Crowne Plaza and Fairmont among customers satisfied with these products. Over the past few years, Ahmed has also witnessed a trend for hotels investing in high-quality pocket spring beds to differentiate themselves from competitors and increase return on investment. “Most hotels emphasise the importance of high-quality beds that offer comfort, durability and an extended warranty of up to 10 years. “It means a reasonable return on investment. Apart from that, timely delivery and excellent customer service achieve value for money,” explains Ahmed. The minimum lead time to deliver Restonic’s products is two to three weeks from order date. In some urgent cases, this could be reduced to one week upon a client’s request. In terms of value for money, pricing can be a “major challenge” based on regional manufacturers. This has
been even more testing due to delays in project completion, which has a direct impact on the company’s pricing and the inventory costs. But the quality of product still rules the market, asserts Ahmed. Furthermore, Restonic believes that offering a personal touch is crucial: “We work on samples to help hoteliers understand the benefits and features of a good quality mattress, which generates a sense of confidence in the customer. By working closely with the client, we can supply customised products to fit their needs,” he concludes. HME
COMPANY INFO COMPANY: Restonic Middle East ESTABLISHED: 1999 TEL: +971 (0)4 880 3444 FAX: +971 (0)4 880 3434 EMAIL: info@restonic.ae WEB: www.restonic.ae
www.hoteliermiddleeast.com
www.hoteliermiddleeast.com
Hotelier Middle East • December 2009
SUPPLIERS
76
Aloft means business Aloft Abu Dhabi offers free WiFi access across its numerous outlets making it easy for guests to work and play. Hotelier takes you inside the property’s WXYZ bar
FITTED OUT uests can read a newspaper, surf the net on their laptops or grab a drink with friends at the WXYZ bar. In fact, the whole of the new Abu Dhabi Aloft hotel is designed to draw guests from their hotel rooms to socialise and meet new acquaintances. “Aloft’s vibrant and inviting public spaces encourage guests to spend time in the lobby and the bar with its no-walls, no-limits space. Aloft hotels are modern, fresh and fun so guests can enjoy working anywhere in the hotel,” says Aloft and Element Abu Dhabi complex general manager Stephan Vanden Auweele. Aloft strays away from the traditional business centre model, instead, it offers free WiFi access throughout the hotel in addition to an ‘In-Touch’ area, where guests have complimentary access to computers and printing facilities, just around the corner from WXYZ. Furthermore, the hotel’s ‘Touchn-Go’ kiosks, which are also situated close to WXYZ, offer self-check-in using touch-screen technology for guests on the go. Attached to the Abu Dhabi National Exhibition Centre (ADNEC), the hotel is well positioned as a business property. “Due to the large amount of meetings space available to us at ADNEC, we will obviously be concentrating on the MICE industry. Our feeder markets will include the GCC, UK, US and Germany,” explains Auweele. “Aloft hotels are a far cry from the conventional cookie cutter hotel brands that populate the select service space,” he adds. HME
G
December 2009 • Hotelier Middle East
SOFAS AND CUSHIONS
CANVASES Modern artwork on canvas jazzes up the bar’s walls.
The comfortable sofas have been supplied by Sharjah-based Jasco International and are complemented by stripy cushions from Abu Dhabi-based Walltracts.
MENU The creative ‘Mix, Meet and Mingle’ menus were designed by JJ&S and printed by HH Print Management.
RUGS The rugs add a splash of colour to the seating area.
www.hoteliermiddleeast.com
77 SUPPLIERS
BAR STOOL
ROUND STOOL
TOUCH-N-GO KIOSKS
UK-based PS Interiors supplied the stylish but sturdy bar stools.
Hotelier loves WXYZ’s seating; the corkeffect stools look like they could have been pulled out of a giant wine bottle.
The LCD check-in screens have been supplied by Dubai-based Al Sayegh Brothers and the moving LCD display from US-based Jim Mahoney Rise Display extends around the corner so it is easily visible from WXYZ bar, enabling guests to keep an eye on stock market stats and the hotel’s latest promotions.
JUST FOR FUN Unfortunately, WXYZ’s bartender Jay with his floating cocktailmaking skills is not for sale.
KEY SUPPLIERS JJ&S www.jjands.net HH Print Management www.hhprintmanagement.com Skypad www.skypadfurniture.com Jasco International FZE www.jascointernational.com Walltracts www.walltracts.com
TABLES Skypad supplied the new outlet’s funkylooking tables.
www.hoteliermiddleeast.com
PS Interiors www.ps-interiors.co.uk Al Sayegh Brothers www.alsayeghbrothers.com Jim Mahoney Rise Display, Inc. www.risedisplay.com
Hotelier Middle East • December 2009
PRODUCTS
78
Outshine the neighbours Hotelier Middle East looks at Middle East lighting suppliers that can make your hotel stand out PRECIOSA-LUSTRY The company offers customservices in design, manufacturing, installation and maintenance of lighting fixtures. Its products comprise classical and modern lighting fixtures, lighting sculptures, art glass and a variety of glass decorations. Preciosa-Lustry combines age-old hand glassmaking techniques and modern technological processes for impressive results in its lighting creations. BESTSELLERS: Lighting objects created from strung and suspended mouthblown glass or machine-cut crystal stones are some of Preciosa-Lustry’s bestselling items. TOP TIP: Opt for products that are protected against weathering and that are low maintenance.
Contact: Preciosa Gulf Web: www.preciosa.com
Contact: Al Aqili Furnishings Web: www.aqili.com BELIGHT Operating under the umbrella of Al Aqili Furnishings, Belight offers highquality lighting solutions. The company supplies classical and modern decorative luminaries for the hospitality industry. In addition, Belight provides architectural lighting and technical, multiple LED solutions for cove, indirect and external lighting, including facade backlight and signage illumination. BESTSELLERS: In addition to well-recognised Italian brands such as Murano Due, Fabbian and Brand Van Egmond, bestsellers are classical and modern luminaries from Italian masters, such as Euro Lamp Art, Masiero, Flaver, Luce Crea and Masiero for guestroom lighting, among others. TOP TIP: Opt for a supplier that offers a good range of LED products as these can increase energy efficiency and cut down costs.
TECHNOLIGHT Over the past 30 years, Technolight has become one of Saudi Arabia’s leading suppliers of lighting control systems, wiring devices, contract furniture and security systems. The company was the first to enter the Saudi Arabian market offering professional lighting concepts, according to Technolight managing director Abdul Rahman Al Azem. Technolight introduced prestigious brands and lighting solutions to the market and set the standard for professional lighting, adds Al Azem. Furthermore, the company operates a sales stock policy to always keep running items in stock and it has around US $4 million worth of stock that gets updated on a regular basis. BESTSELLERS: Erco, WE-ef, Vitra and Bticino TOP TIP: Select a supplier with experience and a well-equipped in-house installation team. December 2009 • Hotelier Middle East
Contact: Technolight Web: www.technolight-ksa.com
www.hoteliermiddleeast.com
79
Fully qualified Barista Minimum 3 years experience Capable of training in Basic & Specialty coffee recipes
MARTIN PROFESSIONAL UAE-based Martin Professional Middle East (MPME) is the regional arm of Martin Professional, which operates from its Denmark headquarters. The company manufactures dynamic lighting solutions and also distributes Jem smoke and haze machines, which gives MPME the ability to present a range of comprehensive entertainment packages. Furthermore, MPME staff and engineers offer full support including service, programming, maintenance, demonstration and training, according to Middle East sales manager Bilal Assidi. BESTSELLERS: Moving heads and exterior products are popular items for Martin Professional Middle East. TOP TIP: Choose a supplier that offers excellent after-sales service.
Full knowledge on maintaining all types of coffee machines Full Drivers License, must speak good English Full time position, remuneration negotiable Contact: Martin Professional Middle East Web: www.martinpro-me.com
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
GARGASH Based in Dubai, Gargash Lighting Systems (GLS) is a wholly-owned subsidiary of the Gargash Group, which has been established for more than half a century. The company specialises in products for all lighting applications, including lighting control and dimming systems.
Contact: Gargash Lighting Systems Web: www.glsdubai.com
BESTSELLERS: LightWild range of LED light products, Woodhouse outdoor lighting and Gardco outdoor lighting. TOP TIP: Be open to new energy-saving solutions, such as solar-powered lighting possibilities.
www.hoteliermiddleeast.com
Hotelier Middle East • December 2009
PRODUCTS
Lavazza Euro Coffee Require:
PRODUCTS
80
Product guide: Beautiful buffets This month Hotelier rounds up a selection of buffetware that is suitable for every occasion
Zieher KG Tel: +49 9273 92730 Email: info@zieher.com Web: www.zieher.com
Dalebrook Supplies Ltd Tel: +44 (0)1376 510 101 Email: kikih@dalebrook.com Web: www.dalebrook.com MADE FROM MELAMINE Dalebrook specialises in offering durable and stylish melamine buffetware that looks and feels like porcelain. Due to its ease of manufacturing, melamine can be purchased with a lower minimum order. Furthermore, the material is easy to work with, which enables many variations in shape and colour. The company’s sushi buffet display collections have proved to be popular with hotels in the Middle East.
A. Ronai LLC Tel: +971 (0)4 331 3390 Email: mesales@ronai.co.uk Web: www.steelite.com SYMBOL CREATIONS The Symbol Bone China collection from Steelite features four elegant designs; Florence, Gourmet, Torino and Rene Ozorio Buffet Risers. The collections are available through A. Ronai, the regional distributor for Steelite products in the Middle East.
SKYSCRAPER SPREAD The Skyline buffet range from Zieher’s Art de Buffet series offers flexibility for unique buffet designs and displays. Columns are made from wrought and buffed stainless steel and vary in height. The system is designed for easy construction and can be customised to meet individual requirements of each hotel.
EverStyle Trading LLC Tel: +971 (0)6 531 4106 Email: harish@everstyleuae.com Web: www.everstyleuae.com DISHING UP Unico Sal has launched its latest edition of chafing dishes made from highquality stainless steel. Available through regional distributors EverStyle Trading, the dishes are available in copper and brass hammered finishes. The metal clutch mechanism is robust and has an anti-shock design.
For more information about Hotelier Middle East suppliers contact hotelier@itp.com or +971 (0)4 435 6274. For distributor details see page 90.
December 2009 • Hotelier Middle East
www.hoteliermiddleeast.com
81 PRODUCTS Dudson Ltd Tel: +44 (0)1782 819337 Email: info@dudson.com Web: www.dudson.com
Potterhaus Tel: +65 9235 3818 Email: John_chan@potterhaus.com CURVES ARE IN The Three Tier S Curve stand from Potterhaus incorporates a stainless steel framework and glass plates (one piece measuring 77cm x 15cm). Potterhaus exhibited its new buffet stand along with other items at the second Equip’ Hotel Middle East in Abu Dhabi.
HIGH BUFFET New from Dudson is the Bugambilia cold buffet service range; a solid cast aluminum product with a protective resin coating making it dishwasher safe, scratch-, chip-, peel- and tarnish resistant. The range comprises 14 items including a large deep round bowl, square bowls, square platter, and square and rectangular fruit bowls, which are all available in white or granite black. Available in white only is a fish platter that comes in two sizes and a gourmet platter, while available in granite black is a small round condiment bowl and a mini oval fruit bowl. There is also a selection of round-, squareand chopstick- stands. Dudson has also introduced the Modus collection, featuring a ‘Flying Buffet’ system created in partnership with CMK Design.
Churchill China PLC Tel: +44 (0)1782 524 361 Email: Glenn.Ewart@churchillchina.plc.uk Web: www.churchillchina.com
Al Diyafa Tel: +971 (0)2 681 3733 Email: aldiyafa@emirates.net.ae Web: www.aldiyafa.com
ROARING SUCCESS Tiger’s Smart collection of buffet items features dishes with multi-layer, compensation bases suitable for all heating methods, including induction units, sterno and electric heaters. Its hinge mechanism is designed for stable and durable opening and closing. Smart also offers chafing dishes with glass lids, enabling guests to choose food without lifting the lid. Lids do not exceed 60°C when heated. Tiger’s Smart collection is available through regional distributor Abu Dhabi-based Al Diyafa. The company exhibited the dishes at Equip’ Hotel Middle East.
DESIGNER CHINA Churchill China offers stylish china that performs well as every range must adhere to the company’s strict checklist incorporating chip resistance, durability, heat retention, stackability, space-saving and creative innovative design features among other key elements. The company has more than 200 years’ manufacturing experience and the Middle East is a key market for its buffet- and tableware collections.
For more information about Hotelier Middle East suppliers contact hotelier@itp.com or +971 (0)4 435 6274. For distributor details see page 90.
www.hoteliermiddleeast.com
Hotelier Middle East • December 2009
PRODUCTS
82
Products: Pick of the month Each month Hotelier Middle East showcases a selection of the newest products to hit the market
Dornbracht International Holding GmbH Tel: +971 (0)4 335 0731 Email: dornbrachtme@dornbracht.com Website: www.dornbracht.com
ANIMO OptiFresh Bean is the latest vending machine from Animo. For optimum taste the brewing system freshly grinds beans for each serving. It also utilises a permanent filter that can be removed and cleaned easily and eliminates the need for a disposable filter roll. In addition to filter coffee, OptiFresh Bean can quickly serve cappuccino, latte macchiato and hot chocolate among other drinks. It is available in four models, offering up to four ingredients canisters. Integrated maintenance programmes and clear key symbols make the OptiFresh bean user-friendly and easy to maintain. The messages in the text display guide users through the required procedures and the machine is ready to be used again within a second of serving. The OptiFresh also indicates when the drip tray or waste tray is full and has an automatic cleaning programme and de-scale indicator.
DORNBRACHT Ritual Architecture bathrooms by Dornbracht are living spaces designed around people and their cleansing rituals in the bathroom, according to the company. The particular needs of the user are reflected in the architecture, design and materials of the Ritual Bathrooms. The latest concept is the Elemental Spa, where water stands as “the centre of attention”, says Dornbracht. Products developed for this room are based on natural sources of water. They indicate the water points for the particular rituals and represent the starting point for the architecture. The clear design of the room, with materials such as copper and olive wood, reinforces the archaic character.
Sahco Hesslein GMBH & CO Tel: + 49 911 99 87 254 Email: claudia.wendler@sahco.de Web: www.sahco.de SAHCO The Urban Country collection from Sahco features cushions available in 10 fabrics in ‘Casa’ style; made from linen and cotton with easy-care properties (Trevira CS-quality) and a good match for wood, stone and leather. New wall coverings with a ‘spatula’ design from American designer Lori Weitzner also make up part of the collection.
Crystal Fountains Tel: +1 905 660 6674 Ext. 2362 Email: DAbushayeva@crystalfountains.com Web: www.crystalfountains.com
Animo B.V Email: info@animo.nl Web: www.animo.eu
CRYSTAL FOUNTAINS Water feature specialist Crystal Fountains has launched a range of new FireWater effects as part of its WaterCrystal collection. Designed for swimming pools and commercial fountains, and pre-engineered to make them easy to install and maintain, the eye-catching features are crafted from materials such as hand-hammered copper and coloured concrete providing unique focal points. Fire-Water Bowls require low water flow to operate. Using patented technology, each Fire-Water Bowl is easy to install with minimal assembly required and can be operated using any home pool or commercial control panel. They come in various shapes and sizes, and bowls can be used as planters, planters with water spillway, fire and water spillway or fire-only displays.
For more information about Hotelier Middle East suppliers contact hotelier@itp.com or +971 (0)4 435 6274. For distributor details see page 90.
December 2009 • Hotelier Middle East
www.hoteliermiddleeast.com
83 PRODUCTS VILLEROY & BOCH With its Urban Nature series, Villeroy & Boch’s Hotel & Restaurant Division presents a tableware concept that offers a casual-but-stylish theme for hotels. Its use of forms is derived from nature and country utensils, for example wooden water troughs, yet at the same time, the series is both practical and multifunctional.
Villeroy & Boch Tel: +971 (0)50 798 7233 Email: Lamprecht.Lloyd@villeroy-boch.com Web: www.villeroy-boch.com
Power Quotient International (PQI) Email: teresa.liu@pqigroup.com Web: www.pqigroup.com FESTIVE TREAT This limited edition Intelligent Drive U825 Santa USB flash drive from Power Quotient International (PQI) will make a quirky in-room gift during the festive season. The USB flash drive is water and dust proof, and is available in a storage capacity of between 4GB and 16GB. Furthermore the Santa Claus-shaped device comes with a lifetime warranty. Why not load the USB flash drive with information on all the hotel’s festive promotions as part of your marketing campaign. For more information about Hotelier Middle East suppliers contact hotelier@itp.com or +971 (0)4 435 6274. For distributor details see page 90.
www.hoteliermiddleeast.com
Hotelier Middle East • December 2009
the only place in the kitchen where time stands still
you’ve got 30 steaks on the grill. every burner’s full. there’s food dying in the window. and an eight-top just walked in. time is a valuable commodity in the kitchen. Above all the commotion, there’s one place where time seems to stand still… the Alto-Shaam Holding Cabinet. Soft, gentle Halo Heat® keeps production items hot and ready to serve for hours at a time. With no fans that dry food and no added humidity, natural moisture remains in the food. Presentation and taste are perfect, every time. In the hectic environment of a restaurant kitchen, time doesn’t move for food in Alto-Shaam Holding Cabinets. Now get busy and fire table four.
001-262-509-6556 w w w . a lt o - s h a a m . c o m
85
• News • Analysis • Innovations • Trends
IT managers call for “automated” hotels Jumeirah Group’s CIO scoops Technology expected to change the face of hospitality Middle East hotels are heading down the route of ‘smart rooms’ and automated services, according to IT managers speaking at Hotelier Middle East’s roundtable debate, which was held at Yas Island Rotana. Introducing more automated services will “save money on staff and give guests the impression that you really care for them”, asserted The Village, One to One Hotels director of IT Manoj Bhatnagar. Yas Island Rotana & Centro by Rotana, Yas Island director of information technology Roger Tabbal observed that hotels had already started to introduce self check-in services and expected all services to be automated soon. “Going forward into 2010, the focus will be on inroom technology,” asserted Emirates Palace Abu Dhabi director of IT and AV Hakam Sourani. “Guests today want everything like their home. They
want plug-and-play technology for their iPod, IPTVs with view-on-demand and WiFi,” added Tabbal. However, Sourani said that “hotels of the future” would take this concept one step further. He claimed that guests would soon be demanding a room that is customised before arrival,
2009 Arab Technology Award
with options such as temperature, curtains opened or closed and TV channels available all pre-selected and remotely controlled. The IT managers also identified ‘green technology’ as a trend for the New Year, with many hotels investing in more energyefficient technologies. Jumeirah Group chief information officer Marwan Al Ali awarded for tech initiatives.
Bhatnagar: introducing more automated services will save on the cost of manpower.
Jumeirah Group chief information officer Marwan Al Ali scooped the CIO of the Year title at the 2009 Arab Technology Awards. Al Ali impressed judges having created a five-year strategic plan upon joining the hotel group, which has seen him introduce governance models based on internationally-recognised COBIT and Information Technology Infrastructure Library (ITIL) standards, in addition to slashing corporate travel through new videoconferencing systems. Other contenders for the
award included chief information officers from Dubai Bank, Bukhatir Group, Zulekha Hospitals, Dubai Airports and UDS Qatar. The 2009 Arab Technology Awards were held at Jumeirah Beach Hotel in Dubai and covered 16 categories, which included five supplier awards. Among the winning supply companies, Al Futtaim Technologies was awarded IT Department of the Year and supplier HewlettPackard (HP) was named as Enterprise Hardware Vendor of the Year.
Conference highlights issues in hotel information technology investment Hotel CIOs need to understand exactly how much IT systems and resources cost, to manage pressure from chief executives, chief finance officers and general managers. That was the recommendation Mövenpick Hotels & Resorts Management AG CIO Willi Tinner made during a presentation at last month’s Hotel Technology
www.hoteliermiddleeast.com
Middle East conference.One of the issues noted by delegates at the conference was that it was challenging to get approval for IT investments. Tinner said: “CEOs and CFOs are asking the question to the CIO: how much does IT cost? Is outsourcing cheaper? You have to know how much IT costs, then you have better arguments to get more
resources, or you find out that it is costing too much”. He said Mövenpick had been analysing the cost of IT in 18 of its 70 hotels, looking at all areas except website, distribution and CRS. “The aim was not to exceed 1.5% of gross operating revenue for the IT budget,” said Tinner. He referred to useful benchmarks for the IT yield
— the GOP achieved by each IT dirham/dollar/euro spent — established by Lausanne Hotel School. “For each unit spent in IT, 82 units should be achieved in GOP, for example. These kinds of figures are important for us in finding our total cost of ownership,” said Tinner. Mövenpick VP technology Middle East and Asia
Roger Macfarlane added that when educating owners and financiers about IT investment, CIOs needed to explain the tangible and intangible benefits; looking at financial outlays was not enough. “They’re only looking at 25% of the picture”, he said. Hotel Technology Middle East was held at Atlantis, The Palm, Dubai.
Hotelier Middle East • December 2009
TECH TALK
86
Investing in trendy technology Doha-based hospitality technology solutions provider Techno Q managing director Abdulla Alansari pinpoints the latest IT trends and solutions being adopted by the hotel market in Qatar Q&A Tell us more about Techno Q? Techno Q has been established for almost 10 years. It is the exclusive distributor for Micros Fidelio and its hospitality management system; Opera PMS, Micros POS and Materials Control in Qatar since 2001. This means we have worked with all the four- and five-star hotels in town and more than 50 clients in the food service/retail market. We are also supporting the installation of Micros Fidelio products in major properties in the Middle East, including Dubai, Oman and Egypt. Can you name some of the hotels you have worked with? We recently completed the Micros Fidelio installation and training at W Doha, Grand Hyatt Doha and La Cigale Hotel, all in Qatar. Why are hotels frequently opting for Micros Fidelio? Micros Fidelio benefits hotels in that it offers a modular and scalable solution, providing real-time, webbased reporting. This allows management to make critical business decisions quickly. Opera’s functionality is robust and provides management with unparalleled tools for customer relationship management, rate management, forecasting and report writing. We have heard that you are introducing a new Opera Revenue Management System (ORMS) to the Qatar market? Increased competition among hotels is fuelling the demand for performance-measurement tools and forecast models. ORMS can be added to an existing system so you can connect to databases, view guest profiles, reservations, occupancy rates and revenue among other functions. It is controlled through the front office and can forecast occupancy and revDecember 2009 • Hotelier Middle East
Techno Q MD Abdulla Alansari.
INCREASED COMPETITION AMONG HOTELS IS FUELLING THE DEMAND FOR PERFORMANCE-MEASUREMENT TOOLS enue for weeks and months ahead. It is an intelligent system that proposes solutions for management in terms of setting room rates, promotions and so on. What other tech solutions have you provided hotels in Qatar? W Doha was looking for an AV system. It took a very long time to come to an agreement on the right sound system because there were many people involved, including their corporate team and IT team. The hotel manager made the decision and based on this we installed facilities in the meeting rooms, restaurant, public areas and bedrooms. What was W Doha looking for? The main requirement from W Doha was loud music in the lobby. They said the way they operate the music is not just as background music so we put powerful speakers in the lobby. That was quite an
unusual request from a hotel client based on our experience. What other trends have you witnessed in hospitality technology? Hotels want iPod docking stations in every room and they have to be integrated with the TV so guests can plug in their iPods and listen through the TV speakers. Hotels are also looking for systems that are scalable so they can be flexible in accommodating future technologies. Are hotels investing in technology? Hotel brands want to show that they have competitive technology so of course hotels are investing in new solutions. Some are realising that expenditure on technology has a direct impact on revenues from meetings and events; the better the technology, the more they can rent it out for. However, hotels are still very careful when it comes to actually making a purchase.
Techno Q is the distributor of Micros Fidelio in Qatar.
Are you planning to expand your markets outside Doha? We have plans to expand in the future, but at the moment we’re keeping an eye on the situation and competition in the market.
CONTACT TECHNO Q Tel: +974 4 689 494 Fax: +974 4 689 565 Email: info@technoq.com Web: www.technoq.com
www.hoteliermiddleeast.com
www.hoteliermiddleeast.com
Hotelier Middle East • December 2009
TECH TALK
88
Technology product guide A snapshot guide to the latest entertainment technology available to the hospitality industry Western Digital (WD) Tel: +971 (0)4 372 4588 Email: nishoo.ghosh@wdc.com Web: www.wdc.com
Dubai Audio Centre Tel: +971 (0)4 3431441 Email: info@dubaiaudio.com Web: www.dubaiaudio.com HOME CINEMA The new WD TV Live HD media player makes it easy for guests to play high definition videos stored on their own USB flash drives or network drives through the hotel’s in-room HD television. Play content from most popular USB drives, digital cameras, camcorders and portable media players or use the on-screen menus to connect to internet sites like YouTube, Flickr, Live365 and Pandora The device enables Full-HD 1080p video playback and incorporates easy, remote-controlled navigation.
Bang & Olufsen Tel: +971 50 558 6710 Email: ANM@bang-olufsen.dk Web: www.bang-olufsen.com/hotels VARIETY VIEWING Bang & Olufsen offers a range of home entertainment solutions suitable for the hospitality industry. The company’s wide-screen TVs come in many variations and sizes. Choose from TVs based on plasma or LED technology; pictured is the new TV BeoVision 10. Having been established since 1925, Bang & Olufsen has perfected its products to combine style and functionality.
AWESOME AUDIO Tivoli Audio introduces the iYiYi hi-fidelity stereo system for iPod, available from regional distributor Dubai Audio Centre. The iYiYi, with its universal docking station, is compatible with all Apple iPods, including iPhone and Touch. Once inserted into the docking station, the iYiYi recharges the iPod. A credit card-sized remote control operates the functions of the iPod and the iYiYi. The device also includes an AM/FM radio, built-in alarm and a digital clock.
E Extron Middle East TTel: +971 (0)4 299 1800 Web: www.extron.com W PUMP IT UP Extron’s new Xtra Series Power Amplifiers offer performance enhancers, such as a 200-watt output and special Energy Star energy-saving features to help hotels get their message across. The speakers are ideal for installation in racks or above the ceiling and do not require fans for cooling.
For more information on Tech Talk, contact hotelier@itp.com or +971 (0)4 435 6272. For distributor details see page 90.
December 2009 • Hotelier Middle East
www.hoteliermiddleeast.com
Discover the world of
„Proud suppliers to The Address Hotel“ Showroom Dubai: Innovative Kidz LLC Tel.: 04-340 5059 www.kidzincdubai.com www.haba.de
... at we combine creativity with German workmanship, German safety standards and the most innovative designs.
Germany’s leading designer and manufacturer of children’s products.
90
SUPPLIER ADDRESS BOOK FITTED OUT JJ&S Web: www.jjands.net HH Print Management Web: www.hhprintmanagement.com Skypad Tel: +1 416 762 8129 Fax: +1 416 762 7104 Email: tara@shopskypad.com Web: www.skypadfurniture.com Jasco International FZE Tel: +971 (0)55 571 789 Email: info@jascointernational.com Web: www.jascointernational.com Walltracts Tel: +971 (0)2 627 3334 Email: abudhabi@walltracts.com Web: www.walltracts.com PS Interiors Tel: +44 (0)161 926 9398 Fax: +44 (0)161 929 0363 Email: sales@ps-interiors.co.uk Web: www.ps-interiors.co.uk
December 2009 • Hotelier Middle East
Contact details: Sarah Worth Tel: +971 4 435 6374 / Fax: +971 4 435 6080 Email: sarah.worth@itp.com
Al Sayegh Brothers Tel: +971 (0)4 266 3200 Email: biju@alsa-g.com Web: www.alsayeghbrothers.com
EverStyle Trading LLC Tel: +971 (0)6 531 4106 Email: harish@everstyleuae.com Web: www.everstyleuae.com
Jim MahoneyRise Display, Inc. Email: jim.mahoney@risedisplay.com Web: www.risedisplay.com
Churchill China PLC Tel: +44 (0)1782 524 361 Email: Glenn.Ewart@churchillchina.plc.uk Web: www.churchillchina.com
BUFFETWARE Dudson Ltd Tel: +44 (0)1782 819337 Email: info@dudson.com Web site: www.dudson.com Al Diyafa Tel: +971 (0)2 681 3733 Email: aldiyafa@emirates.net.ae Web: www.aldiyafa.com
Al Aqili Furnishings Web: www.aqili.com Martin Professional Middle East Web: www.martinpro-me.com Gargash Lighting Systems Web: www.glsdubai.com NEW PRODUCTS
Zieher KG Tel: +49 9273 92730 Email: info@zieher.com Web: www.zieher.com A. Ronai LLC Tel: +971 (0)4 331 3390 Email: mesales@ronai.co.uk Web: www.steelite.com
Dornbracht International Holding GmbH Tel: +971 (0)4 335 0731 Email: dornbrachtme@dornbracht.com Website: www.dornbracht.com Sahco Hesslein GMBH & CO Tel: + 49 911 99 87 254 Email: claudia.wendler@sahco.de Web: www.sahco.de
LIGHTING Dalebrook Supplies Ltd Tel: +44 (0)1376 510 101 Email: kikih@dalebrook.com Web: www.dalebrook.com Potterhaus Tel: +65 9235 3818 Email: John_chan@potterhaus.com
Preciosa Gulf Web: www.preciosa.com
Animo B.V Email: info@animo.nl Web: www.animo.eu
Technolight Tel: +966 (0)2 669 3241 Fax: +966 (0)2 6659664 Web: www.technolight-ksa.com
Crystal Fountains Tel: +1 905 660 6674 Ext. 2362 Email: DAbushayeva@crystalfountains.com Web: www.crystalfountains.com
www.hoteliermiddleeast.com
Contact details: Sarah Worth Tel: +971 4 435 6374 / Fax: +971 4 435 6080 Email: sarah.worth@itp.com
Villeroy & Boch Tel: +971 (0)50 798 7233 Email: Lamprecht.Lloyd@villeroy-boch.com Web: www.villeroy-boch.com Power Quotient International (PQI) Email: teresa.liu@pqigroup.com Web: www.pqigroup.com ENTERTAINMENT TECHNOLOGY Western Digital (WD) Dubai, UAE Tel: +971 (0)4 372 4588 Email: nishoo.ghosh@wdc.com Web: www.wdc.com
www.hoteliermiddleeast.com
Extron Middle East Dubai Airport Freezone Tel: +971 (0)4 299 1800 Fax: +971.(0)4.299 1880 Web: www.extron.com Bang & Olufsen Dubai, UAE Email: hospitality@bang-olufsen.dk Tel: +971 (0)4 367 1801 Web: www.bang-olufsen.com/hotels Dubai Audio Centre Tel: +971 (0)4 3431441 Email: info@dubaiaudio.com Web: www.dubaiaudio.com
SUPPLIER ADDRESS BOOK PROJECT 360 Intermass Engg. & Cont. Co. LLC Sharjah Tel: +971 (0)6 558 3003
M/s Somphol Bedding & Mattress Industry Co. Ltd Tel: + 662 322 4320
Art Decoration Co. Sharjah, UAE Tel: +971 (0)6 543 2061 Email: artdecor@eim.ae
Andy Mannhart Co. LLC Tel: +971 4 396 0767 Email: Dubai@andymannhart.com Web: www.andymannhart.com
M/s Middle East Mattress Factory (a subsidiary of Sealy) Tel: +9 662 608 1333
Omnix Media Networks Tel: +971 4 338 8812
M/s Cooper International Dubai, UAE Tel: +971 (0)4 885 1540
Emirates Design Systems Tel: +971 4 336 7610 Email: edsfse@emirates.net.ae / Web: www.emiratesdecor.com
Hotelier Middle East • December 2009
91
Designed For Excellence
Umm Suqeim Street, PO Box 18523, Dubai, UAE. Tel: +971 (0)4 347 9003 Mob: Mark Sault +971 (0)50 454 0725 Email: parasolgardenfurniture@yahoo.co.uk www.parasoldubai.com Opening Times: 10am to 8pm and Fridays 12pm to 8pm.
NEW
93
• News • Trends • Analysis • Hotel listings
Holiday Inn issues warning to franchisees Brand ready to kick out 300 hotels if they fail to make the grade by February 2010 deadline FRANCHISES
Rowntree: More than 50% of the Holiday Inn hotels in the Middle East and Africa have been relaunched.
Holiday Inn branch chief Kevin Kowalski told hotel owners at the InterContinental Hotels Group (IHG) annual US convention that the company was prepared to kick out as many as 300 hotels unless their owners move ahead with the chain’s massive improvement plan by February 1, 2010. Kowalski told the audience of 2000 hotel franchisees that in spite of the recession, most Holiday Inn hotels had completed their upgrades or were clearly committed to making the changes. However, he said that the owners of 300 hotels, or 12%
of the hotel chain’s 3300 locations, hadn’t yet made any moves to earn the new Holiday Inn sign. “We have 300 hotels to worry about at this point — if you are in the minority 12% that have not committed yet, step up and do it. If you have a quality problem, then fix it,” Kowalski said. “We’re not changing timing. What that means is that on February 1 — our compliance date — those hotels will be getting a failure letter and so will their banks.” However, IHG vice president commercial MEA Tom Rowntree told Hotelier Middle East that the region’s Holiday Inn hotels’ rebranding was going well.
“Middle East and Africa is progressing very well with more than 50% of Holiday Inn hotels relaunched, including recent additions Holiday Inn Al Khobar and the newly-opened Holiday Inn Abu Dhabi,” he said. “Holiday Inn has relaunched 40% of its global estate (1400 hotels) and is on track to complete the $1billion programme by the end of 2010.” Among the measures that are needed to be undertaken in order to fall in line with the rebranding, owners have to buy new bedding, pillows and towels, renovate the lobby, play music from an approved playlist and must install green uplighting on the exterior.
DEVELOPMENT The openings of Hard Rock Hotels in Abu Dhabi and Dubai have been delayed by one and two years respectively, and are now both scheduled for 2013. The Dubai hotel was originally set to open in 2011, while the Abu Dhabi launch was scheduled for 2012. “The project has been delayed,” said a spokesperson for Hard Rock International, without giving a reason for the move. Hard Rock International and Tasameem Group in 2007 announced the development of a five-star Hard Rock Hotel on Sheikh Zayed Road, in a community called “Trade Centre Second”. The 91-floor skyscraper is expected to include up to 350 hotel rooms and suites, 100 serviced apartwww.hoteliermiddleeast.com
ments, commercial offices and a number of retail stores. “Dubai has incredible upside as an international destination and we are excited to introduce our hotel product in this burgeoning city,” said Mitchell Cypress, chairman of Hard Rock parent Seminole Tribe of Florida, in the 2007 statement. The American Indian Seminole Tribe of Florida bought the company from UK gambling firm Rank Group back in 2006. The Abu Dhabi property is also being developed by Hard Rock and Tasameem Group. Upon its announcement in 2008, the UAE Hard Rock Hotel Abu Dhabi was slated to be designed to “match the world’s highest standards of architecture and environmental sustainability”. The new contemporary tower hotel will be situated on the Al
Getty Images
Hard Rock hotels hit heavy delays
Hard Rock Hotels planned for Abu Dhabi and Dubai will now open in 2013, according to the operator.
Meena Road and encompass a twolevel lobby, restaurants, fashionable lounges, a grand ballroom and extensive landscaped terraces. UAE hotels have been hit by lower tourist spending amid the global economic downturn. The average daily rate (ADR) for Dubai hotel rooms in September fell by 8.3% on the year, the largest drop
in the Middle East, to US $175.62, according to hospitality research company STR Global. Abu Dhabi’s 6.8% fall to $200.52 was the second largest decline in the region. Revenue per available room (revPAR) in the capital fell by 16.9% to $129.92, making it one of three Middle East markets posting a decline of more than 15%. Hotelier Middle East • December 2009
95 INVESTOR
IFA announces hotel condominium project for Dubai One third of the rooms at Fairmont Palm Jumeirah will be offered to condominium investors REAL ESTATE IFA Hotels & Resorts (IFA HR) has announced that it will incorporate a hotel condominium product into the five-star Fairmont Palm Jumeirah hotel it is developing in Dubai. The concept will allow initial investors to buy a fully-furnished, five-star branded hotel room, with a rental pool system that guarantees annual returns of 10% per year for the first five years, underwritten by IFA HR during the hotel’s stabilisation phase. Owners will benefit from access to the accommodation and facilities at Fairmont Palm Jumeirah hotel for up to 30 days a year.
Approximately one third of the rooms — 137 of 381 — will be offered to investors. IFA HR VP client management Piaras Moriarty said: “The decision was made recently because we saw an excellent investment opportunity for both our new and existing customers. It has always been the focus of IFA HR to offer a variety of investment opportunities to our customers across the tourism and real estate sectors through a mix of asset classes”. According to the company’s president and COO, Werner Burger, hotel condominiums are one of the fastest growing sectors of the real estate industry worldwide. Burger said: “As the first company
to introduce the concept of hotel condominium ownership to the Middle East, we have seen its appeal continue to grow, particularly in markets like Dubai where hotel occupancy is still one of the highest in the world. “Based on feedback from our current customers, we know that there is a strong regional demand from discerning investors for a product that offers financial returns combined with problem-free luxury vacations in a professionally managed resort. We are confident that this product will not only meet investor demand, but will also exceed expectations.” IFA Hotels & Resorts is currently developing the Fairmont
IFA is developing the Fairmont Palm Jumeirah Hotel.
Palm Jumeirah hotel, Fairmont Residences, Palm Jumeirah (which flank the hotel) and Fairmont Kingdom of Sheba on Palm Jumeirah. It is also responsible for the Golden Mile, Palm Jumeirah and The Palm Residences — Al Nabat and Al Haseer — which is managed by the Fairmont Palm Jumeirah hotel.
Horwath HTL on track to open Dubai office IHG “taking action” to improve operating efficiency CONSULTANCY Hotel, tourism and leisure consultancy Horwath HTL is on track to launch Horwath Middle East and North Africa by the end of 2009, according to Horwath HTL managing partner Philippe Doizelet. The company already has offices in Rabat, Morocco and Tunis, Tunisia and Doizelet is currently interviewing people to set up an office in Dubai. “The objective is not to develop endlessly a number of small offices, but to provide the market with a legible offer
of shortlisted locations, namely Rabat, Tunis, Dubai for the GCC and for the Levant countries, Beirut. Possibly, we will add another office in Istanbul at a later stage,” said Doizelet. The company has already partnered with Horwath MAK, which has 13 offices in the region and 28 years’ experience in Dubai. “The knowledge base is here but they are not specialised in hotel business; they know legal, financing and general marketing environment. We are not lending on the moon, we are capitalising on strong knowledge,” Doizelet added.
FINANCIAL REPORTS InterContinental Hotels has revealed its third-quarter results with shareholders net profit dropping from US $91 million last year to $67 million. InterContinental Hotels Group PLC chief executive Andrew Cosslett acknowledged the trading environment remained “challenging”. “We see signs of occupancy stabilising, but rate is still under considerable pressure across the board,” he said. “Our signings pace remains impacted by the continued scarcity
of financing for hotel developments,” added Cosslett. Revenue fell to $401 million from $496 million last year and the firm recorded exceptional operating costs of $44 million in the quarter, including a $21 million non-cash goodwill write down and $18 million of severance costs. Global constant currency RevPAR declined 15.2% in the quarter, however, Cosslett said the company was “taking action” to improve its operating efficiency. “The relaunch of Holiday Inn is gaining pace and continues to make a significant difference,” he said.
STOCK WATCH — NOVEMBER PRICE (US $)
CHANGE (%)
PRICE (US $)
CHANGE (%)
BX Blackstone Group (NYSE)
14.55
12.8
CHH Choice Hotels International (NYSE)
31.72
3.8
MAR Marriott International (NYSE)
25.57
3.2
KHI Kingdom Hotels (LSE)
3.51
-7.6
14
11.9
REZT Rezidor Hotel Group (SSE)
22.57
623.5
HOT Starwood Hotels and Resorts Worldwide (NYSE)
31.66
54.4
LHO LaSalle Hotel Properties (NYSE)
18.49
6.4
WYN Wyndham Worldwide Corporation (NYSE)
18.80
13.3
AC Accor (PSE)
36.48
-23.1
IHG InterContinental Hotels Group (NYSE)
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 October 29 compared with November 24, 2009.
For a list of upcoming properties, see www.hoteliermiddleeast.com. To update your company’s list, contact louise.oakley@itp.com www.hoteliermiddleeast.com
Hotelier Middle East • December 2009
INVESTOR
96
Secrets of supply-led demand Investors need to be careful when they are considering the concept of supply-led demand, says Vision Hospitality Asset Management’s regional director Nigel Teasdale LOCATION, LOCATION
COLUMNIST nyone who has seen the baseball movie Field of Dreams will recognise the line; ‘if you build it, they will come’, and for anyone who has not seen it, please make a point of doing so; it is pure magic. But just what has a baseball movie got to do with hotels? Last month in this column, we discussed how one of the key factors that has helped Dubai hotels maintain strong occupancies over recent months has been the high volume of flights that Emirates Airline (in particular) operates in and out of the destination. As business travel fell away, the hotels and airlines were both able to package up deals that facilitated a price-driven switch into the leisure sector. This was a great example of tactical marketing at its very best and it also has helped to highlight an important issue. Those involved in hotel feasibility studies will have heard of the term ‘supply-led demand’. The principle of this is that there is a certain segment of demand that comes because the hotel is there so; ‘if you build it they will come’. While this may apply more to aspirational properties, it was apparent in Europe several years ago when budget brands were expanding rapidly, that new openings benefitted from a significant
A
December 2009 • Hotelier Middle East
Make sure that your chosen hotel investment does not disappear when an airline changes its strategy.
BUDGET AIRLINES ARE DEVELOPING FAST HERE AND THOSE CONSIDERING HOTEL DEVELOPMENT ON THE BACK OF THESE NEW ROUTES SHOULD BE WARY OF BEING OVER-RELIANT UPON THEM proportion of bedroom sales that were not at the expense of any of the other hotels located within their catchment area. These new budget hotels were typically located in highly-visible locations on major roads or close to transport hubs, therefore, it would
have been relatively easy for people to find and use them. Instead of having to make that long journey all in one day, the opportunity to take an overnight break is an attractive prospect and the price affordable — hence this is supply-led demand.
Now this works very well in locations where guests can easily reach the hotel, but how does it work in more inaccessible locations? A good example of this is provided by the impact that budget airlines have on the hotel and real estate sectors in new destinations that they open up. There have been a number of occasions when a budget airline has opened a route from, say London, to a small, attractive and somewhat remote provincial town in Spain or France. The airline will be offered financial incentives by the local airport, where tourism and economic development are a key objective for the region. All goes well, the flights fill, hotels open in response, and demand for second/retirement homes is fuelled. Then the airline’s strategy changes, or perhaps the financial incentive dries up, with the result that the route is scrapped. With no other easy way for visitors to get there, the effect of this is devastating on the local economy; both hotel occupancies and real estate values plummet. How relevant is all of this to our region? Well, there is a healthy level of travel within the GCC by car, a developing cruise business for many major coastal destinations, and rail transport being planned where it does not exist, so there is usually another option in addition to flying to get you to your hotel. At the same time, budget airlines are developing fast here and those considering hotel development on the back of these new routes should be wary of being over-reliant upon them. HME
Nigel Teasdale is regional director for Vision Hospitality Asset Management. Contact: nigel.teasdale@vision-am.com
www.hoteliermiddleeast.com
98
RECRUITMENT AND TRAINING
Contact details: Sarah Worth Tel: +971 04 435 6374/ Fax: +971 4 435 6080 Email: sarah.worth@itp.com
Encouraging Emiratisation This month, the vice president of the European International College of Hotel Management and Tourism Abu Dhabi Asma Al Fahim investigates how to make Emiratisation work to the advantage of the hotel industry
THE GM’S PERSPECTIVE: MORITZ KLEIN, BEACH ROTANA ABU DHABI
COLLEGE VP ith a very rich culture of hospitality in the UAE, the one question that everyone is asking is: why don’t we have enough Emiratis working in the hotel sector? As an Emirati myself, I know this is down to stereotypes and that it is due to the lack of consciousness and recognition of this particular industry. Emiratis still don’t know what the hospitality industry can offer to them. Also, many companies try to hire Emiratis just because they believe they ‘have to’. Companies should not build stereotypical expectations such as “we are hiring you for your passport” or “we will pay you the highest”. Instead, we must work to encourage and nurture the right competencies, attitudes and behaviour. Also, Emiratisation means empowering and training Emiratis to play a role in their country and to be given what suits their qualifications. The concept was never intended to put unqualified locals into jobs they can’t handle. In fact, that is rarely the case. While Emiratisation means prioritisation of UAE nationals over other nationalities, this is only the case when they’re qualified to take those jobs. On behalf of Hotelier, we decided to canvass current opinion of Emiratisation. Here, Beach Rotana Abu Dhabi GM Moritz Klein, Embrace Arabia founder Ali Al Saloom, Abu Dhabi Tourism Authority (ADTA) senior tourism industry Emiratisation executive Atef Al Bastaki and recent hospitality graduate Khaled Al Neami share their thoughts on the matter.
W
December 2009 • Hotelier Middle East
Why do you think there is a lack of Emiratis in this field? From speaking to many Emiratis on this subject, it is partly due to a lack of awareness on what the beautiful field of hospitality is all about. There seems to be a misconception about it not being appropriate for UAE nationals. How can we overcome that? It would be favourable if education about the hospitality industry starts at an early age. ADTA has created tremendous awareness locally and internationally. This needs to continue and children have to learn from the beginning that serving someone is a pleasure, not a burden. What is Rotana as a brand doing to help Emiratis to enter this domain? At Rotana we have developed a programme for Emiratisation called Duroob. A dedicated manager is actively looking for Emiratis to join Rotana. Duroob is a fast track development programme that will
be a drive for UAE nationals to grow faster within the hospitality industry. This programme is instrumental in helping young nationals secure jobs by providing them with the necessary training and work experience to understand the working environment and be motivated to pursue a career within this industry. It underscores the need to create more job opportunities for UAE nationals and to attract talented youngsters to jobs in promising industries, such as the tourism industry. The emirate Abu Dhabi itself offers a good perKlein: Rotana offers a fast-track programme spective on innovation for UAE nationals called Duroob. and competitiveness. It has made great strides forward in the Middle East, not just by being human capital, but also by proacan attractive place for foreign tively developing its infrastructure investment and by investing in in novel and far-sighted ways.
THE GOVERNMENT VIEW: ATEF AL BASTAKI, ADTA As an authority, what are the major obstacles that you are facing in promoting Emiratisation? There a few obstacles that we face in trying to encourage Emiratis to enter the field, which are : 1. Unattractive working hours (there can be long days and weekend work), which Emiratis are not very attracted to since many other sectors have lesser hours and are sometimes paid better. 2. Salary packages are not competitive in comparison with the government sector.
3. Job security is not perceived to be as strong in hospitality as in the government sector. 4. Culture — it is more preferable and more comfortable to be in an environment where you have many UAE nationals working alongside you.
SALARY PACKAGES ARE NOT COMPETITIVE IN COMPARISON WITH THE GOVERNMENT SECTOR
5. There is sometimes family pressure to avoid joining an organisation that is perceived to be contributing against national, religious and cultural beliefs. What is the authority doing to fix this image? We are doing many road trips to speak to and inform young Emiratis about the industry and we also are speaking to high school students. In addition, we are conducting tourism awareness programmes in partnership with Tawteen and Takatuf .
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
Saloom: we need to show younger generations role models.
EMIRATISATION EXPERT: ALI AL SALOOM, EMBRACE ARABIA When we say Emiratisation, what does it mean to you? I don’t believe that there is an issue that big with Emiratisation. We say it as if we have a problem, but we should highlight and focus on the achievers instead of being negative about it. If you look at all the sectors, for example the banks, they have at least 80% of their employees Emiratis. So the problem here can be solved in an adequate manner — encourage and support talented Emiratis and I am sure others will follow in this field. What do you think should be done? The young generation needs to know who the role models are. This will help in motivating them in addition to giving value to this sector. If you know there is a talented kid in an industry, there should be extra effort and support, also a buzz needs to be created with more media in this area focusing on Emiratis in this field. There are so many talented Emiratis but they need to be highlighted. What’s your view on education? I see many people going abroad or inviting foreign universities to actually come and promote this
industry, whereas they should really focus [their attention] in the UAE and on the different talents they can make use of to promote this sector here. Where is the big challenge now? The challenge is that when an Emirati graduates, he or she really does not know that there is an exciting career of hospitality awaiting them. They need to know this and to see something more tangible. Also, what is our aim? Is it only to have Emiratis on our payroll or actually to have them represent the country in a good way and in an environment that they enjoy and are active in? Being a hospitality graduate yourself, if you could go back in time would you change your decision on entering the hospitality industry? Never! And I believe that the industry chose me rather than that I chose it. I love dealing with people. This field really teaches you how to deal with people and the only thing that you expect in return is a ‘thank you’. What are you currently doing in your hospitality career?
I am enhancing my knowledge to give better information to the people visiting this part of the world through Embrace Arabia. I am also in the middle of publishing a new book of cultural questions and answers .
THERE ARE SO MANY TALENTED EMIRATIS BUT THEY NEED TO BE HIGHLIGHTED
GRADUATE OPINION: KHALED AL NEAMI Why did you choose to enter the hospitality industry? It’s a unique major for a UAE national; it’s also a wide major because of the courses taken such as business, marketing, human resources and so on that allow you to have many different choices when you graduate. What did you think of the sector before joining? I thought of the industry as a very interesting business to work in because of the need for UAE nationals in the industry, plus there are a lot of vacancies for the holder of a hospitality degree all around the world.
www.hoteliermiddleeast.com
What were the people around you telling you when you first started your career in hotels? I had a lot of criticism from my friends because they thought that I would be cleaning bathrooms and serving people, but the major is called hospitality management. It is true we have to get trained to do all of that, but every person in the industry knows that to reach
the top you need to go through the hard work in order to understand the system better. In your point of view, how can this mentality change? The mentality will change when locals are able to face up to these challenges and think of this particular major as the way forward to an enjoyable career.
I HAD A LOT OF CRITICISM FROM MY FRIENDS BECAUSE THEY THOUGHT THAT I WOULD BE CLEANING BATHROOMS AND SERVING PEOPLE
Would you recommend this career to your friends? I would recommend people who really enjoy working with other people and who are service-oriented to join this industry. Where are you currently working? I am working with Flash Entertainment; it’s an events company located in Abu Dhabi which organises all ‘A’ class events, bringing eastern performers to the capital, world class sport players etc. When I decided to study this hospitality major, I knew that routine was not going to be involved in my working life, so I am very much enjoying my work.
Hotelier Middle East • December 2009
99
100
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 Human Resources Director of Training Manager F&B Operations Manager Staff Housing Manager –Female - European Executive Chef Italian Chef Restaurant Manager Finance Director / Controller Director of Engineering Director of Sales & Marketing Sales Manager /Sales Executive Executive Housekeeper Facility Manager (Cleaning) 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 & Selection chains), 4 star deluxe properties and other hospitality and
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
Sheraton Kuwait:
Mazen Al Mhana Mazen Al Mhana has recently returned to Sheraton Kuwait as director of sales, having worked with the group seven years ago THE NEW RECRUIT Why did you join Sheraton Kuwait and Four Points by Sheraton Kuwait? Sheraton Kuwait is a well-established property not only in the area, but in the region. Inaugurated in 1966 it was the first Sheraton hotel to open outside North America and was the first fivestar hotel in the country. What qualities are needed to be a successful director of sales? There are a number of key elements, including strong relationships with business accounts, professional selling skills, obtaining a thorough knowledge of the market, strategic planning with vision and last but not least; being a hotelier at heart. What is your opinion of the hotel industry in Kuwait? The hotel industry in Kuwait is developing in terms of the number of hotels and the increasing number of new brands entering the market. Nonetheless, competition is healthy and necessary as it creates a dynamic environment for continuous improvement, innovation and creativity. Furthermore, the Middle East is easily accessible given its central location he world map and Kuwait in par on the parar is a financial hub known for its ticular ntial investors. potential Do you intend to implement any new tives to boost sales? initiatives We intend to unveil new markets, discover new businesses and ore the unexplored. explore
ences and meetings and we definitely look forward to hosting more of them whether it is during the current downturn or in the future. The banquets and outside catering department contributes substantially to the overall revenue of the hotel. How have you increased meetings sales? In line with Starwood’s latest sales initiatives, Sheraton Kuwait and Four Points by Sheraton Kuwait participated in the Global Sales Blitz Week. On a local level our team of 20 executives took this opportunity to engage with customers and to solidify existing relationships to identify new business and cross sell Starwood’s hotel brands, promoting the loyalty programmes. What new markets will you explore? We welcome guests from the Gulf, Europe, US and Asia to name a few. We are currently also looking more closely into the Russian, Indian and Chinese markets. What are the main challenges that you face in your role? The hospitality industry in Kuwait is expanding as new properties and international brands enter the market, therefore, increasing the number of rooms available and the global economic crisis means the situation remains challenging. But we’re cautiously optimistic that with the recovery of the situation, things will accelerate here.
Aree you focusing on attracteetings business? ing meetings aton Kuwait conSheraton ously hosts major tinuously regional local,, internaand al confertional December 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
ON THE MOVE… In his former role, Heuze was instrumental in the project and development division, maximising performance of Emaar Hospitality assets, including The Address Hotels + Resorts, Nuran Serviced Residences, Hayya! recreation clubs, Arabian Ranches Golf Club, Dubai Polo and Equestrian Club, Dubai Marina Yacht Club and other hospitality properties.
LONG ROAD FOR LANGLAIS Charlie Langlais has been promoted to chief operating officer for Accor Hospitality Middle East, Africa, Indian Ocean and Caribbean Islands from his former role as regional managing director for Mercure, Novotel and Pullman, located in Germany. He will replace Jean-Luc Motot, who left the group to pursue personal projects. Langlais began his career at Accor in 1983 and has held various functions in international operations, particularly in the US and Britain.
FROM ASIA TO DUBAI
Joining Rees in the kitchen is Alfonso Montefusco (pictured top left), who has been appointed junior executive sous-chef in charge of Caffe Mondo. In the sales department, Waike Papke (top right) has also been taken on board as director of sales and marketing, having held equivalent positions in Russia and for Banyan Tree in Bahrain.
RADISSON TRIO SHERATON IS SALES FOCUSED
Radisson Blu Hotel, Dubai Media City has welcomed three new members to its sales and marketing team. Bringing more than eight years’ MENA hospitality experience, Wael Wardah (pictured top left) has been appointed assistant director of sales. Meanwhile Can Noack (top right) has taken up a sales executive post and Sarah Hameister (bottom right) has been promoted to marketing and communications executive from management trainee. BIG APPLE TO BEIRUT John Rees has been welcomed as executive chef at InterContinental Phoenicia Beirut. Rees’ F&B career began at the age of 17, climbing the hospitality ladder to the position of executive chef for the Peninsula Hotel in New York. www.hoteliermiddleeast.com
Sheraton Dubai Creek Hotel & Towers has added four new members to its sales team. Anna Kandaryan (centre right) has joined as sales manager for the leisure segment, Mohamed Atef El Fetyani (centre left) is the new sales account manager, and Olga Garaschenko (far left) and Simsim Salaria (far right) have been taken on at the hotel as sales executives. EMAAR PROMOTES PATRICK Emaar Hospitality Group has appointed Patrick Heuze as new chief operating officer. Heuze joined Emaar in September 2007 and within a year was promoted to senior corporate director of development and operations. His most recent position was senior director — hospitality asset management & development for Emaar Properties.
The Westin Dubai Le Méridien Mina Seyahi Beach Resort & Marina welcomes Tolga Lacin as complex executive assistant manager of food & beverage. Lacin joins from the Asia Pacific Starwood team, where he worked as F&B executive manager at The Westin, Shanghai. He brings more than17 years’ hotel experience, having started his career with Hilton in Istanbul, in 1992. MJ BECOMES GM Michael Jacobi has been promoted general manager of Radisson Blu Hotel, Muscat. Michael joins from Radisson Blu Kuwait where he held the position of executive assistant manager in charge of front office. A German National, Jacobi holds more than 16 years’ experience in the hospitality industry. Hotelier Middle East • December 2009
101
EVENTS
102
Calendar A round-up of industry events here and abroad coming up in the next12 months
FEATURED EVENT
Don’t Miss December 1-3, 2009
May 4-7, 2010
EIBTM
Arabian Travel Market (ATM)
Barcelona Spain www.eibtm.com
Dubai UAE www.arabiantravelmarket.com
March 1-3, 2010
GIBTM
May 7-10, 2010
Abu Dhabi, UAE www.gibtm.com
HOTEC
May 1-3, 2010
Muscat, Oman www.mcleaneventsinternational. com/events/HotecMiddleEast2010
Arabian Hotel Investment Conference (AHIC) 2010
May 18-20, 2010
Dubai, UAE www.arabianconference.com
Dubai, UAE www.thehotelshow.com
The Hotel Show
2010 February 21
Also... December 6-8
Dubai Drink Technology Expo Dubai UAE www.drinkexpo.ae
Ingredients Middle East Dubai,UAE www.ingredientsme.com
Cannes,France www.iltm.net
December 2009 • Hotelier Middle East
Gulfood 2010 Dubai, UAE www.gulfood.com
Gulfood 2010 will occupy four new halls at the Dubai International Convention and Exhibition Centre,featuring more than 20,000m² of new exhibits. Manufacturers,distributors and suppliers from around the world,representing all of the key sectors within the food and hospitality trade,will gather at the event. The event is expected to attract food and hospitality buyers from every corner of the Middle East,NorthAfrica and the Indian SubContinent,according to the organisers. Furthermore,the 2010 event will see the launch of the GulfoodAwards in association
with FoodBev Media to celebrate the people and companies behind the region’s food and drink industry,with 21 categories to reward and champion innovation and excellence . Categories include Best New Non-Alcoholic Beverage,Best New Functional Food or Drink,Best Newcomer Brand or Business, Best New Halal Food and Best New Health Education Initiative among others. “The winners will have played an important role in helping build a market valued at US $10 billion in 2009 in GCC food imports alone,”said FoodBev Media chairman Richard Hall.
June 1-3
November 8-11
Beautyworld Middle East
World Travel Market
Dubai UAE www.messefrankfurtme.com
London UK www.wtmlondon.com
June 13-15
November 8-11
February 21
Cityscape Jeddah
INDEX
Restaurant & Cafe Middle East
Jeddah SaudiArabia www.cityscapejeddah.com
Dubai UAE www.indexexhibition.com
Dubai,UAE wwww .gulfood.com
October March 29-31
Interiors UAE Abu Dhabi,UAE www.interiorsuae.com
December 7-10
International Luxury Travel Market
February 21-24
Hotelier Middle East Awards Dubai UAE www.hoteliermiddleeast.com
April 18-21
Cityscape Abu Dhabi
October 4-7
Abu Dhabi UAE www.cityscapeabudhabi.com
Cityscape Dubai Dubai,UAE www.cityscape.ae
www.hoteliermiddleeast.com
18/10 Stainless Steel
Design Patent No. 0900836.2
RTNER IN THE FOODSERVICE IND BEST PA USTRY YOUR
CONFIDENTIAL
104
Festive
SPIRIT
t’s December and the festive season is upon us. Eid Al Adha and UAE National Day have already passed, providing some light relief after a hectic November, while Islamic New Year, Christmas and New Year’s Eve celebrations are just days away. In preparation for this, weeks ago the Hotelier team started seeking fun photos from excited hoteliers for its festive online advent calendar. To our disappointment, the feedback was less than festive. We were seeking feel-good snaps of hotel teams preparing for Christmas and instead, we received endless images of hotel exteriors and arranged food baskets. But just when we were about to crawl into our oversized gingerbread houses and wait quietly for 2010 to descend, Dubai Polo and Equestrian Club came to our rescue. A hospitality professional dressed in a Santa outfit posing astride a horse in the midday sun is exactly what we were looking for. Hot on the heels of that came action shots from Mövenpick Hotel Kuwait, Mövenpick Hotel and Resort Beirut and Radisson Blu Hotel, Dubai Deira Creek. Click onto hoteliermiddleast. com to see who is today’s star. Also last month, as we snatched spare moments between organis-
I
Dubai Polo and Equestrian Club head chef Francisco Llanos horsing around ahead of this year’s festive season.
ing our holidays, we attended the many industry events that filled the calendar. With so much going on, we braced ourselves for a few surprises. At Hotel Technology Middle East, the wireless was down in the function area. The organisers could not escape the irony, but at least we were in good hands with the region’s IT experts as we searched for a signal. Equip’ Hotel Middle East, meanwhile, highlighted a useful piece of advice for suppliers — perhaps rethink scheduling press meetings when dissatisfied customers are on the prowl. You can imagine the embarrassment of one exhibitor at the Abu Dhabi event who, having
just launched into his sales pitch, was collared by an irate hotel chef screaming “it’s no good bragging about low prices if you never deliver!” It seemed like a good time to split up and sneak off to the Halal Expo, Index, the Speciality Coffee and Tea Convention, Middle East Hospitality Expansion Congress and Sweets Middle East. The highlight on the industry calendar, however, was the judging of the AICR Dubai Receptionist of the Year awards. A fantastic initiative with top-class competition, this was a privilege for Hotelier to be a part of. What was particularly delightful was the finalists’
dedication coupled with a humbleness and a natural sense of humour — that is often needed in these positions. Each contestant took part in a role play — all pretend of course. That was until, when using the ‘reception phone’, one finalist accidentally spoke to someone on the other end of the line and ordered a car for one of the fictional ‘hotel guests’ in the role play — ‘Ms Stuart’. She remained composed throughout and it was only once the role play was completed that the receptionist, actors and judges erupted into giggles — the GM of the host hotel was indeed, Ms Stuart, and the car was, of course, waiting. HME
Next issue: • Country update: Bahrain • Industry best practice: Staff recruitment
• Roundtable: Spa managers • Product analysis: Bathrooms • Product news: Cleaning equipment • Technology: CRM
Don’t Miss: 2010 Forecast: Hotelier’s Hot Predictions
Hotelier competition This month you have a chance to win dinner for two at Lebanese restaurant Barouk at Crowne Plaza Abu Dhabi Yas Island in Abu Dhabi. All you need to do is answer the following question: What is the name of the general manager at Crowne Plaza Abu Dhabi Yas Island? 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 weekend stay at Jumeirah Emirates Towers in Dubai was Craig Cook, director of food & beverage at Mövenpick Hotel Deira, Oceana Hotel & Spa, The Royal Amwaj Resort & Spa and Ibn Battuta Gate Hotel & Spa.
December 2009 • Hotelier Middle East
www.hoteliermiddleeast.com