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Total pages 80

Volume 10 | Issue 3 |April 2018 | `50

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SPECIAL

POWER OF PURCHASE

INDUSTRY DEBATE

AMONGST GENERAL MANAGERS

EVENTS

HICSA 2018

HIT REFRESH ON ITS 50TH ANNIVERSARY, LINDSEY UEBERROTH, CEO, PREFERRED HOTELS & RESORTS REVEALS HOW THE BRAND IS EXPANDING ITS HOTEL PORTFOLIO AND REFRESHING ITS LOYALTY PROGRAMME

Published by ITP Media (India)

VIEWPOINT

IN PURSUIT OF THE PREFERRED LIFE

Vinita Bhatia

Rashmi Naicker

Achieving half a century is quite a milestone. And it has been a good going for the Preferred Hotels & Resorts. Last year, the company clocked $1.35 billion in reservations revenue on behalf of its 650 member hotels, resorts and residences across 85 countries. It also added 103 properties globally, of which seven were in India.

Starting its operations in the country in 2002, with the Imperial Delhi, Preferred Hotels & Resorts now has 35 hotels in the region and plans to add 10 more by 2020. And Lindsey Ueberroth, CEO of the company is positive that luxury independent operators in the India will be happy to join hands with the company, which offers five business deliverables – sales, marketing, end-to-end electronic distribution ability, quality assurance and cost saving.

In our cover story this issue, she outlines Preferred Hotels & Resorts’ aggressive growth plans for 2018, and how the company wants to ensure it has the right hotels in the right markets. It is especially keen on developing its pipeline in the North Eastern part of India.

In this edition, we also present a ‘Power of Purchase’ section, where we find out about the initiatives that procurement and purchase professionals are undertaking to ensure better profitability for their hotels, by cracking the right deals with the right suppliers for the right price at the right time. We speak to some of the leading people from this domain about their tried and tested procurement systems, areas for opportunities, as well as potential areas for improvement.

We also present a preview of the 14th edition of HICSA, which is being presented by Hotelivate this time around.

Close to 450 attendees are expected to attend this two-day conference, and interestingly this time around 20% of the delegates will be women.

This is just a primer to the action-packed April issue. Do read on to find out more.

April 2018 | Volume 10 | Issue 03 ITP MEDIA (INDIA) PVT LTD 898 Turner Road, Notan Plaza, 3rd floor, Bandra (West), Mumbai - 400050. Maharashtra, India T +91 22 6154 6000 Deputy managing director S Saikumar Group publishing director Bibhor Srivastava

EDITORIAL Editor Vinita Bhatia T +91 22 6154 6039 vinita.bhatia@itp.com Deputy editor Rashmi Naicker T +91 22 6154 6041 rashmi.naicker@itp.com ADVERTISING INDIA Director Gurmeet Sachdev T +91 9987 208866 gurmeet.sachdev@itp.com South India Director Sanjay Bhan T +91 9845 722377 sanjay.bhan@itp.com Sales manager - North Vipin Yadav T+91 9999 885515 vipin.yadav@itp.com STUDIO Head of design Milind Patil Senior designer Vinod Shinde Contributor Saili Bandre PRODUCTION Deputy production manager Ramesh Kumar ramesh.kumar@itp.com CIRCULATION Distribution manager James D’Souza T +91 22 6154 6001 james.dsouza@itp.com Disclaimer The publishers regret that they cannot accept liability for error or omissions contained in this publication, however caused. The opinions and views contained in this publication are not necessarily those of the publishers. Readers are advised to seek specialist advice before acting on information contained in this publication, which is provided for general use and may not be appropriate for the readers’ particular circumstances. The ownership of trademarks is acknowledged. No part of this publication or any part of the contents thereof may be reproduced, stored in a retrieval system or transmitted in any form without the permission of the publishers in writing. An exemption is hereby granted for extracts used for the purpose of fair review.

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Vinita Bhatia Editor vinita.bhatia@itp.com

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HOTELIER INDIA | APRIL 2018 | www.hotelierindia.com

Published by and © 2018 ITP Media (India) Pvt Ltd RNI no.MAHENG/2009/34648 MIB no. 10/47/2008

ADVISORY BOARD Our distinguished advisory board has been assembled to help guide Hotelier India to become even more representative of its community. Members have been invited from the highest levels of the industry to ensure that the magazine continues on its path of success.

ANSHU SARIN

CEO, Berggruen Hotels

DILIP PURI

Founder and CEO, Indian School of Hospitality

DIPAK HAKSAR

Chief executive, ITC Hotels

FARHAT JAMAL

Senior VP, Operations (West) Taj Hotels Palaces Resorts Safaris

JEAN-MICHEL CASSE

COO-India and South Asia, AccorHotels

MANAV THADANI

Founder-chairman, Hotelivate

ANIL MADHOK

Executive chairman, Sarovar Hotels and Resorts

NAVJIT AHLUWALIA

NEERAJ GOVIL

Senior VP and Country Head, Hilton India

Area VP-South Asia, Marriott International

NIRUPA SHANKAR

PARAM KANNAMPILLY

PRABHAT VERMA

Senior VP, Operations (South) Taj Hotels Palaces Resorts Safaris

PRASHANTH AROOR

RAHUL PANDIT

RAJ RANA

RAJIV KAUL

RANJIT BATRA

CMD, Concept Hospitality

RATTAN KESWANI

ROHIT KHOSLA

SATYEN JAIN

SOUVAGYA MOHAPATRA Executive director, Mayfair Hotels & Resorts Limited

VIJAY THACKER

VIMAL SINGH

VIVEK BHALLA

SARBENDRA SARKAR

Director, Brigade Hospitality

Senior VP, Operations (North), Taj Deputy MD, The Lemon Tree Hotel Company and Chairman, Hotels Palaces Resorts Safaris Carnation Hotels

CEO, Pride Hotels

CEO and MD, Intellistay Hotels

Committed to quality and reliability for more than 70 years, here in India and around the world.

T&S Brass and Bronze Works is proud to offer a complete selection of durable, high-quality products designed to help foodservice facilities save water and energy for years to come.

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Rajesh Chowdhury — Regional Sales Manager PH +91-9-620-777757 rchowdhury@tsbrass.com Albrecht Roelandts — Director of Sales EMEARI PH +49-175-241-3497 aroelandts @tsbrass.com

MD and CEO, Roots Corporation Ltd (Ginger Hotels)

Director, Horwath India

CEO, South Asia, Carlson Rezidor Hotel Group

MD-South Asia, Golden Tulip Hotels & Resorts/Louvre Hotels Group

President, The Leela Palaces, Hotels and Resorts

Regional VP, South West Asia, InterContinental Hotels Group

President - Hospitality, Panchshil Realty

MD and Founder Cygnett Hotels & Resorts

CONTENTS

18 HIT REFRESH

ON ITS 50TH ANNIVERSARY, LINDSEY UEBERROTH, CEO, PREFERRED HOTELS & RESORTS REVEALS HOW THE BRAND IS EXPANDING ITS HOTEL PORTFOLIO AND REFRESHING ITS LOYALTY PROGRAMME

10 14

BULLETIN TREEBO FORAYS INTO PREMIUM BUDGET SEGMENT WITH ‘TREEBO SELECT’ AND MUCH MORE...

GM'S DIARY GUESTS LOVE HERITAGE HOTELS, AND INDIA HAS PLENTY OF THESE TO OFFER. HOWEVER, WHAT IS THE TRICK TO KEEP THEM COMING BACK FOR MORE?

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POWER OF PURCHASE THE IMPACT OF TECHNOLOGY IN PROCUREMENT IS UNMISTAKABLE. PURCHASE PROFESSIONALS EXPLAIN HOW THEY ARE TAKING PROACTIVE STEPS TO STAY A STEP AHEAD OF THE LEARNING CURVE

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OPS & SERVICES - DESIGN HEATING, VENTILATION AND AIR CONDITIONING SOLUTIONS ARE STEPPING UP TO THE FOREFRONT AS HOTELIERS SEEK TO OPTIMISE ENERGY COSTS WITHOUT COMPROMISING ON GUEST COMFORT

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HOTELIER INDIA | APRIL 2018 | www.hotelierindia.com

BULLETIN

N EWSM A K ERS A R O U N D-U P O F H O T E L S A N D H O T E L I E R S M A K I N G H E A D L I N E S

HILTON STRENGTHENS PARTNERSHIP WITH EMBASSY GROUP IN INDIA Signs another dual branded hospitality project at Embassy TechVillage

• The 500-room dual-branded property features a Hilton Hotels & Resorts and a Hilton Garden Inn hotel • It is located in the same complex within the 100-acre Embassy TechVillage Business Park • It is Embassy’s third project with Hilton after Hilton Bangalore Embassy Golf Links and the dual-branded 620-key twin hotels at Embassy Manyata Business Park

Embassy Group’s president, hospitality business, Sartaj Singh and CMD, Jitu Virwani with Hilton’s senior VP and country head, India, Navjit Ahluwalia, and senior VP, development, Asia and Australasia, Guy Phillips.

H

ilton announced a further expansion of its portfolio in India, following the signing of management agreements with Embassy Group to develop two hotels in Bengaluru. The 500 room dual-branded hotel that features a Hilton Hotels & Resorts and a Hilton Garden Inn hotel in the same complex will be located within the 100-acre Embassy TechVillage Business Park on ORR South Bengaluru. Following the success of Hilton Bangalore Embassy Golf Links and the subsequent signing of the first dualbranded 620-keys twin hotels at Embassy Manyata Business Park, this is the third project with Hilton.

Construction of this new hospitality project is expected to begin this year and the hotels will be operational by early 2022.

The announcement reinforces Embassy

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Group’s strategic rollout of hospitality ventures and strengthening its longstanding partnership with Hilton Hotels. As per the agreement, the dualbranded property will be developed and owned by the Embassy Group and managed by Hilton.

Announcing the project, CMD of Embassy Group, Jitu Virwani said, “We are delighted to sign our third hotel project with Hilton, reflecting the powerful synergies and collaboration between both groups. Using Embassy’s proven expertise in project development, we are focused on delivering landmark hotels that will provide an elevated service for our corporate occupiers within their work environment. As in the past five years, the mainstay of our hospitality foray will be to build hotels and mixed-use developments as part of our business parks.”

Bulletin

“We are committed to expanding our presence in India and bringing in our world class brands from our portfolio,” said Guy Phillips, senior VP, Development, Asia and Australasia, Hilton. “Our position as one of the world’s fastest growing hospitality companies has been achieved through great partnerships and we are thrilled to be working alongside Embassy Group on these properties.”

Commenting on this announcement, Navjit Ahluwalia, senior VP and country head, Hilton India, said, “Hilton is committed to grow its operations in India. We are delighted to reinforce our partnership with Embassy Group and we strongly believe that this dual branded concept will immensely benefit our guests.”

Sartaj Singh, president, hospitality business, Embassy Group, added, “The Hilton partnership has helped us immensely to strengthen our foothold in the hospitality business. We are very bullish about the Bangalore market, one of the busiest hospitality markets in India.

Hilton remains our partner of choice and the new dual-branded property will offer corporate users and residents in that area the best in terms of location, world-class service, global standards in facilities and accommodation.”

Story of the month

HOTELIER INDIA | APRIL 2018 | www.hotelierindia.com

BULLETIN

CLARKS INN EYES 100-HOTEL PORTFOLIO IN 2018 Added 13 hotels and resorts in 2017, of which eight are operational

C

Sidharth Gupta, co-founder of Treebo Hotels.

TREEBO FORAYS INTO PREMIUM BUDGET SEGMENT WITH ‘TREEBO SELECT’ With 10 properties under the Select brand,Treebo plans to have around 40 properties in top 20 Indian cities by 2018-end

T

reebo Hotels announced the launch of its premium brand offering ‘Treebo Select’. This is part of the company’s strategy to deliver a premium experience to its guests by providing amenities and services in the price range of INR 2500 to INR 5000 at its select properties at Mumbai, Chennai and Bengaluru. This service will soon be launched pan-India in the coming months.

A guest checking-in at Treebo Select can expect a hotel with modern interiors at a prime location, room and F&B services and amenities matching a 4-star hotel and hospitality delivered by professional staff. The company said that this move comes in response to promising results following months of experimentation with the category in key markets across the country.

Sidharth Gupta, co-founder of Treebo Hotels said, “After hosting guests for

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close to three years in over 60 cities, we are ready to cater to the needs of every traveller from a value-conscious guest to the one looking for a more premium experience. Treebo Select is an extension of our product to offer the experience, hospitality and services of a 4-star, adding to the overall travel experience. We already have 10 properties under the Select brand, some have been already launched and the rest will go live soon. We plan to have close to 40 properties in top 20 Indian cities in the premium segment by the end of 2018.”

Some of the key features and facilities that differentiate Treebo Select from the brand’s core offering are plush rooms, prime location, complimentary buffet breakfast, 24x7 room service, guest laundry service, mini fridge etc. in addition to Treebo’s standard offerings like Wi-Fi, branded toiletries, TV with DTH or cable connection, and air conditioning.

larks Inn Group of Hotels, which operates in the mid-market space, added 13 new hotel and resort properties, eight of which are operational, in the year 2017. With these new additions, Clarks Inn now boasts of a portfolio of 84 properties, which includes 43 operational properties.

Three of the new operational properties have come up in Karnataka’s Bagalkot, Mysore and Shimoga cities. Two properties opened doors in Madhya Pradesh, including the temple town of Ujjain and the historic city of Gwalior. Clarks Inn also entered the state of Jammu & Kashmir with a property in Srinagar. Besides the company also established its presence in Dharamshala in Himachal Pradesh and added a second property in Patna.

Commenting on this growth for the company last year, S N Srivastava, president and co-founder of Clarks Inn Group of Hotels, said, “It has has been a dream run for us in the last few years. Our total portfolio today stands at 84 hotel properties spread over 18 states in India and one in Nepal.”

With a strong development pipeline, Clarks Inn Group of Hotels hopes to reach the figure of 100 hotel properties by the end of the year.

Casa Clarks Inn, Mysuru.

HOTELIER INDIA | APRIL 2018 | www.hotelierindia.com

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BULLETIN

Mantra Group’s Peppers Noosa Resort Villas

ACCORHOTELS' ACQUISITION OF MANTRA GROUP GETS A NOD FROM ACCC Post this transaction, AccorHotels' portfolio will see an addition of 127 hotels and 16,700 keys.

T

he Australian Competition and Consumer Commission (ACCC) announced that it will not oppose the proposed acquisition of Mantra Group Limited (Mantra) by AccorHotels.

Mantra is one of Australia’s largest hotel and resort marketers and operators with hotels, resorts and serviced apartments across Australia, New Zealand, Indonesia and Hawaii. The acquisition is likely to materialise in the second quarter of 2018.

AccorHotels’ business is mainly focused on hotel-style accommodation and its brands include Sofitel, Novotel, Mercure and ibis. Mantra’s focus is on serviced apartments, which it offers through its Peppers, Art Series, Mantra and Breakfree brands.

"The combined Accor-Mantra will still compete with other international and national hotel chains, as well as many independent hotels and accommodation providers," ACCC chairman, Rod Sims, said. "The combined Accor-Mantra will have a large number of properties in some areas, particularly in certain holiday destinations in Queensland. However, in each case and after a detailed review the ACCC has found that there are also sufficient other options nearby for visitors which will provide competition to Accor-

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Mantra," he added.

AccorHotels had announced its decision to buy Mantra Hotel Group for $940 million in November 2017. Once the transaction is concluded, AccorHotels' portfolio will see an addition of 127 hotels and 16,700 keys. It will be the largest hospitality transaction in Australian history and one of the largest hospitality transactions announced in 2017 globally.

The hospitality major is consolidating its international presence and has reached the symbolic milestone of 100 countries, 50 years after opening the first Novotel in France. In 2017, the Group’s portfolio included almost 4,300 hotels and 600,000 rooms. The pipeline for the next five years includes 870 hotels, 79% of which are located in highgrowth markets.

This record total pipeline, 25% of the existing network, will continue to grow, supported by three strategic priorities –a policy of accelerating organic expansion, an acquisition strategy to increase the portfolio of hotels and a plan to expand the brand portfolio, which currently includes 25 brands.

Its luxury and upscale segment recorded very strong growth in 2017, with figures doubling compared to 2016. In this segment, 30 hotels opened and an-

other 60 have been signed during the year, mainly in Asia-Pacific (59%) and Africa-Middle East (24%). In addition to its iconic brands, the portfolio is expanding in the lifestyle segment, with 15 SO/ hotels projected by 2022, and in resorts with Banyan Tree and Rixos. The development of hotel residences and private properties under the luxury and Uupscale brands is also a major focus with more than 50 projects in development.

Gaurav Bhushan, chief development officer at AccorHotels, said, “Our development strategy is very simple: to remain the leader in the markets where we are dominant and to accelerate growth in emerging markets. The Group’s extensive portfolio of brands and its acquisition and innovation policy therefore play a key role in our development. We signed some flagship projects in 2017, including Raffles hotels, in London and Dubai in particular. The SO/ brand is also taking off in the luxury segment, while MGallery is the fastest growing brand in this segment. The signing of the Mercure Dubai (1,115rooms), which is set to become the largest Mercure in the world, and the current renovation of ibis Barcelona are also examples of our continued fast paced growth and innovation in the midscale and economy segment.”

HOTELIER INDIA | APRIL 2018 | www.hotelierindia.com

BULLETIN

NEW LAUNCHES Berggruen Hotels launches Keys Select Kolhapur Keys Hotels grows its portfolio in Maharashtra with seventh hotel Berggruen Hotels, part of the $2 billion Los Angeles-based Berggruen Group, announced the launch of its Keys Select hotel in Kolhapur, Maharashtra. The new hotel, Keys’ seventh in western India, gives the company a stronger foothold in the region. It also marks Keys’ first launch of the quarter. Berggruen Hotels currently has 21 hotels in 19 cities of India.

Berggruen Hotels, Roshan Uchil, head of operations said, “Kolhapur boasts of thriving industrial clusters and is also a bustling stopover destination en route to industrial and tourism hubs like Hyderabad, Bangalore, Goa, Tirupati, Mumbai and Pune. These factors have led to the growth of a strong corporate consumer base and the new hotel will help Keys establish a stronger foothold in the broader western region.”

Avins Beacon Hotel opens in Udaipur The Fern Hotels & Resorts, India's leading environmentally sensitive hotel chain, has added another hotel to its portfolio with the launch of Avins Beacon Hotel, Udaipur. This is the seventh hotel which is managed by the company under the Beacon Hotels brand. The other Beacon properties are located in Ajmer, Amritsar, Bhopal, Jodhpur, Mumbai and Udaipur.

Avins Beacon Hotel is a business hotel with 22 rooms, which includes 19 deluxe and three executive rooms. It has a multi-cuisine restaurant, Flavours, and a banquet venue, Iris, which is ideal for small conferences and social events.

Situated close proximity to major sightseeing attractions in town, the hotel has easy access to public transport.

Beacon Hotels aims to provide value-for-money accommodation with limited services with essential amenities for a guest’s comfortable stay.

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JW MARRIOTT JAIPUR RESORT AND SPA DEBUTS IN RAJASTHAN This is the brand’s ninth property in India

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arriott International announced the opening of the JW Marriott Jaipur Resort & Spa, marking its debut in the city. “India is a key market for the JW Marriott brand and we are excited to be expanding into the captivating city of Jaipur,” said Mitzi Gaskins, VP and global brand leader, JW Marriott Hotels & Resorts.

The resort features 200 guest rooms, villas and suites, including Royal Terrace Rooms, Royal Courtyard Rooms and Royal Pool Villas with private plunge pools, as well as 2-bedroom Palace and Presidential Suites. Each dining option has been thoughtfully curated by executive chef Yogender Pal. Mohan Mahal offers exquisite Rajasthani cuisine and Mughali ‘Thali’ menus. Sukh Mahal is an all-day dining restaurant serving international cuisine with indoor and outdoor seating. Hawa Mahal is a rooftop restaurant offering an ‘Under the Stars’ dining experience accompanied by live music. Guests can enjoy coffee or cocktails along with hors d’ oeuvres at Jharokha,

the hotel’s bar and lounge, or select from a menu of beverages to pair with light bites at Preet Mahal.

“We welcome our guests with modern, contemporary hospitality that is steeped in the warmth and beauty of Rajasthani tradition," said Chandrashekar Joshi, general manager, JW Marriott Jaipur Resort and Spa. "We offer our guests unforgettable experiences, whether it is through our impeccable service, culinary memories that honor the region's flavors brought to life by our master chefs, or exciting experiences for guests of all ages to discover Jaipur's rich history and culture."

NOVOTEL GOA DONA SYLVIA RESORT OPENS IN GOA

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ccorHotels launched its latest hotel in Goa, the Novotel Goa Dona Sylvia Resort, in partnership with the Alcon Victor Group. This is its fourth property in state and is a brownfield project – AccorHotels rebranded the Dona Sylvia Resort to Novotel Goa Dona Sylvia Resort at Cavelossim Beach.

Varun Albuquerque, director, Alcon Victor Group, paid tribute to the acumen and craftsmanship of the late Charles Correa who had originally conceptualised and designed the resort. He said, "Dona Sylvia Resort has always resonated with old-world charm and new-world luxury, creating an authentic Goan ambience along with its perfect location on Cavelossim Beach. Today through the rebranding of the property, as a Novotel Resort, we look forward to offering an international standard product to our guests.”

Also present at the launch was Jean Michel Cassé, COO, India and South Asia, AccorHotels. He shared, "The rebranding of Novotel Goa Dona Sylvia Resort strengthens

Varun Albuquerque of Alcon Victor Group, Vishal Khosla of Novotel Goa Dona Sylvia Resort and Jean Michel Cassé of AccorHotels.

AccorHotels' presence in the Indian market.

With 17 Novotels in the country, we believe this brand is particularly well targeted for the modern Indian traveller and international guests.”

The resort features 181 rooms, villas and suites on the Arabian Sea coastline and provides a glimpse into the rich traditional Portuguese culture through a mix of contemporary and local heritage architecture.

HOTELIER INDIA | APRIL 2018 | www.hotelierindia.com

Interview with febc internally. We use this software to manage projects with the added advantage of full documentation and progress reports for our clients.

An interview with leading hospitality consultancy firm febc provides us with an insight into the added values of working with them.

What are the core services that you provide to the hospitality segment in India? we are a consultancy firm, delivering FF&E and OS&E procurement management services to cater to the rapid growth in the hospitality sector in India.

What is the kind of team strength you assign to hoteliers when you undertake a project?

We have a multilingual team of 25+ employees who speak a combined 15 languages. In

addition, our team of specialist come from a variety of different backgrounds including project management, engineering, manufacturing, construction, interior design and financial services.

What are some value benefits that febc brings to a project when it comes to hospitality procurement services?

To begin with, we are the only ISO Certified Hotel Procurement company in the world. This provides hoteliers with peace of mind during their projects. Our processes are meticulous and completely transparent for our clients. In addition, we utilise our online platform febcProcure which was designed and developed

We love working with companies who embrace the precision and quality needed to deliver successful hotel projects.�

Alessandro Tedesco

Chief Operating Officer

How do you ensure quality control in a project from start to finish?

We source the best range of samples and detailed mockups, organize on-site visits and represent the interests of our clients. We schedule regular factory visits at key stages of the production process.

Sometimes our clients wish to accompany us while we are conducting checks. Many of our procurement specialists have engineering and manufacturing backgrounds putting them in the best possible position to manage factory visits and inspections. We don’t just stop here, the preparation of goods before shipping is one that we never miss. We have a comprehensive delivery and handover service which entails the inspection of orders prior to shipping. Whether our clients choose to be directly involved or represented by one of our project managers, we ensure quality control, and the best way to do that is for the accurate management at all stages of the procurement process managed.

GM’S DAIRY MEHRNAVAZ AVARI

HERITAGE ON A PLATTER Guests love heritage hotels, and India has plenty of these to offer. However, what is the trick to keep them coming back for more?

BY VINITA BHATIA

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n air of mystery and charm surrounds the numerous palaces that dot India’s landscape. They give a glimpse into the life of royalty and an era where no luxury was too ostentatious or impossible.

It is no wonder then that travellers, international and national, can never get enough of them. Many of these palaces have now been converted into heritage hotels and are more than happy to showcase their historical charisma.

FEEDING MIXED DESIRES A varied mix of travellers visit these heritage hotels, from travellers wanting to deep dive into historical elements in an opulent setting, to millennials who want to soak up the local culture with Instagrammable visuals, yet with a cosmopoli-

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tan environment. Meeting this dichotomy in expectations can be quite challenging, as hotel operators managing these properties cannot touch the palace’s core architecture and design.

Explaining how she has managed to crack this code for Umaid Bhawan, which is managed by Taj Hotels Palaces Resorts Safaris, general manager, Mehrnavaz Avari said that they have retained the art deco style of the property but have also ensured that it is not overtly Indian in its styling as a palace, so that it meets the sensibilities of all guest profiles.

“We have not tried to put various Rajasthani elements and make it colourful; instead, it has a very serene environment.

However, we offer a cache of experiences that guests can pick and choose from, because we understand that not everyone will partake in everything,” she elaborated.

There is a quaint high tea service on offer for those guests who like to luxuriate to the tinkle of fine bone china while selecting treats like New England scones from a delicate cake stand or piping hot kachori and samosa coming straight from the kitchen. In the evening, there is a cultural programme, which people can partake in.

“We introduced the live performance of a santoor and tabla during breakfast service, to infuse a sense of calmness and also give guests an insight about the culture of the city they are in,”Avari stated.

That aside, Umaid Bhawan also has fun activities within a recreation room for kids, because often they are ignored at heritage hotels, which are steeped in history and grandeur. To ensure the little ones do not get bored or feel lost in the magnificence of the surroundings,

HOTELIER INDIA | APRIL 2018 | www.hotelierindia.com

GM’S DAIRY MEHRNAVAZ AVARI

the palace has fun activities like peacock hunting, feed and ride the horses.

“We are trying to dispel the notion that heritage hotels are only fascinating palaces with impeccable service and interesting background. We want to highlight that these places can cater to all sorts of guests and are fun places to stay in,” said Avari.

STAYING RELEVANT To stay relevant while maintaining their historical charm, heritage hotels like Umaid Bhawan also have customised options for guests. “For newly-weds, in addition to a couple massage and dip in the romantic pool, we arrange a private dinner on the terrace with special elements to make their trip to our property memorable. That helps heritage hotels stay authentic, because that is the kind of care that royal families would take care of their own guests, a legacy we have tried to imbibe,” Avari said.

This explains that why the hotel, which does not have, shopping outlets on its property, arranges for pop-up bazaars.

This way international guests who would like to get a feel of Rajasthani culture can shop at their own convenience.

Interestingly, Avari has realised that since the locals of Rajasthan have been exposed to tourism for a long time, they are very enthusiastic to share details about their tradition, food and culture with guests, especially the international travellers. Hospitality is well inculcated in them, and it is important to extend this to the associates as well, and train them to treat all associates respectfully.

“It is important to reinforce in the team that guests visiting a heritage hotel expect a certain level of service. We don't technically differentiate between an international or domestic guest, but keep reiterating the larger philosophy every guest should be treated as royalty. Right from the salutation to the service sequence, everything must people feel a king or queen here, rather than they are just visiting a hotel,” she added.

GO LOCAL To ensure that heritages hotels exude high service standards it is imperative that it registers equally high employee satisfaction rates. Engaging with local talent to leverage their know-how about the nearby areas and culture can be very beneficial.

Mehrnavaz Avari, general manager, Umaid Bhawan Palace.

In the past, before 2005, Avari said that companies managing Umaid Bhawan before Taj felt that having local staff was a disadvantage and suggested replacing he entire staff. However, the Maharaja put his foot down and insisted that his staff would stay.

“Essentially, I don't think people realise the strength of local talent. We have people who have been associated with the royal family for generations and they are our biggest strength. They may not have the best language skills or other hotel-related skillsets that you might see in some city hotel, but what they genuinely have service from the heart. They really put their heart and soul in sincerely caring for the guests,” Avari averred.

In her opinion, operators need to have a mix of local talent as well as experienced associates and create programmes that allow the two to learn from each other. Umaid Bhawan has undertaken various such associate assimilation initiatives for its 250-strong workforce, especially since a significant portion of them are youth from other cities with limited entertainment options. Hence, for these trainees and youngsters, it organises DJ nights every alternate month so they can let their hair down and stay engaged. For the more family-oriented associates, once a year,

they are allowed to bring their family members to visit the palace.

It also has an annual day where the Maharaja addresses the staff and gives out certificates of appreciation and awards.

Ultimately, if the staff is satisfied, they will ensure that the guest is satisfied.

In addition to caring for its associates, Avari also felt that heritage hotel chains should be flexible when it comes to meeting guest expectations, rather than always following the rulebook. Most brands have their set of rules and regulations with a lengthy list of dos and don’ts, which increase when one is going to higher levels of luxury.

“We are very clear – we never every say no to any guest for anything, as long as it is not illegal or unethical. Even if a guest asks for something a little outrageous, we think it through, discuss options and give them a reply. But essentially our team will never ever just tell a guest that this is not possible,” she added.

This is pertinent because ultimately while history will attract the travellers to heritage hotels, it will be their authentic experiences that will make them recommend it to more people in their network, and also make them revisit it. And that is the kind of story-telling involvement that every hotel worth its salt would like to have with its guest. HI

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COVER STORY

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COVER STORY

HIT REFRESH

On its 50th anniversary, Lindsey Ueberroth, CEO, Preferred Hotels & Resorts reveals how the brand is expanding its hotel portfolio and refreshing its loyalty programme

BY VINITA BHATIA

H

ere is a quick question, what’s in a number? Well, sometimes it depends on the number!

50 is proving to be magical number for Preferred Hotels & Resorts. As it geared up to celebrate its 50th anniversary, global provider of sales, marketing and distribution services to independent luxury hotels, decided that the time was right to make some momentous changes all around – changes that had not happened for several decades.

It followed its decision by announcing three executive appointments that marked a significant shift in the leadership structure of the family-owned and operatedcompany.

These appointments come at a pivotal moment in Preferred Hotels & Resorts’ history and signal the Ueberroth family’s strategic focus on driving growth and innovation to ensure future decades of success for the Preferred brand.

Michelle Woodley was promoted to president; Kristie Goshow was named as chief marketing officer; and Caroline Michaud was promoted to executive VP, corporate communications and PR. “With a goal of positioning Preferred Hotels & Resorts as the world’s most recognised independent hotel brand globally, we have made the strategic decision to harness the skill set of experts in key functional areas outside of our family, which will allow us to augment our existing strengths and better position our company on a global scale,” said Lindsey Ueberroth, CEO, Preferred Hotels & Resorts.

She added that over the past 16

years, the company has witnessed year-over-year growth, irrespective of the economic times, and the Ueberroth family has realise that to continue this accelerated growth it was important to bring in people from outside the family with strong skills to manage the business. “Personally, there was a reality check about bandwidth – about how much I can manage. That was when I realised about where I should focus on leveraging my strength and leveraging the strength of our leadership team. Some family-owned businesses think that by bringing in outside leadership you are somehow giving up control, but in reality it actually allows us greater control over the company’s future.” No wonder, then that Ueberroth is excited to bring in talent and promote people within the company when it comes to leadership roles.

A PROUD HERITAGE

The good thing about working with a brand that has a 50-year legacy is that it has a strong foundation on which the team can keep building.

And Ueberroth plans to do just that, as more hotel owners seek an option separate of the hard brands to promote and leverage their properties.

The Preferred Hotels Association was started half a century ago as a referral organisation. Over the past five decades, it has evolved to become Preferred Hotels & Resorts, offering its services to over 650 member hotels, resorts and residences The I-Prefer loyalty programme currently has 2.5 million members and Preferred Hotels & Resorts plans to add half a million members to it by this year-end

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COVER STORY

The Chedi Mumbai

across 85 countries. It was 14 years ago that the Ueberroth family took ownership of Preferred Hotels & Resorts and since then the brand got a major fillip. Its global expansion was accelerated and it marked its presence in 30 new countries.

Additionally, the company launched I-Prefer Hotel Rewards, a points-based guest loyalty program for independent hotels globally. It also kept adding to its technology, sales, and marketing support services to help its member hotels perform better. It was in 2015 that the company was rebranded from Preferred Hotel Group to Preferred Hotels & Resorts. Lindsey oversaw this transition from one a multi-branded hotel platform to a singular brand with five global collections.

To commemorate its 50th anniversary milestone, Preferred Hotels & Resorts has launched a year-long Golden Anniversary campaign that invites travelers to explore its portfolio of independent hotels through a series of consumer-driven initiatives. This includes social media campaigns with the #PreferredCelebrates50 hashtag, a Golden Anniversary package; a bonus points

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booking incentive; and a dedicated Golden Anniversary microsite that will serve as the hub of all related activity throughout the year.

“Our hospitality brand’s story is an incredible one. It is testament to growth, innovation, perseverance, and the strong value the global travel community places on the truly independent hotel experience,” Ueberroth said. “United by a deep passion for hospitality, our global network of associates and hoteliers continues to embrace authentic travel as an important and essential part of life. We are so excited to celebrate this momentous occasion with travel enthusiasts worldwide through our Golden Anniversary Campaign, which honors our strong heritage while highlighting the opportunities for discovery and evolution that lie ahead.”

SET TO IMPRESS

The Chicago-based company clocked $1.35 billion in reservations revenue on behalf of its member properties last year. Globally, it added 103 properties in 2017, of which seven were in India. This included The Chedi Mumbai, Turyaa Chennai, WelcomHotel Coimbatore, Shahpura

House, Shahpura Haveli in Rajasthan, Feathers-A Radha Hotel in Chennai, and Fortune Inn Promenade in Vadodara. Preferred Hotels & Resorts launched its Indian operations with The Imperial New Delhi in 2002, which is still part of its portfolio.

Starting with just three hotels, it has steadily expanded this to 35 Indian member hotels, including brands like The Leela Group, Roseate Hotels & Resorts (Bird Group), Suryagarh, Fortune Hotels, Raintree Hotels.

“New Delhi is our largest regional hub offices providing IP to some of the other offices around the region that I directly oversee. Of the 40 member hotels across South Asia, 35 are exclusively in India,” informed Saurabh Rai, executive VP, Preferred Hotels & Resorts. “We hope to increase to 50 hotels by 2020.”

He added that the last financial year, the company packed in around $18 million business in the South Asia, which was a solid 23% uptake over the previous year during a testing economic phase. A lion’s share of this business can be attributed to India, since 35 of the 40 hotels are in the country and four are in Maldives.

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COVER STORY

As Preferred Hotels & Resorts looks at adding more properties to its portfolio, will these be hotel chains or independent players? “If we have to be pragmatic about these 10 hotels that we will add in the next two years, about 40% to 50% of them will have to be through organic growth.

So hotel chains like the Leela Group, ITC Hotels and Welcome Hotels are growing enterprises and we hope to grow with them,” Rai explained.

“When we partnered with Leela, it was a four-hotel company, now it has around nine hotels. So, we would like to lean on the organic growth spurts of hotel chains going ahead as well.”

At the same time, the company is open to exploring partnerships with new hotel groups, especially in new markets like the North East.

PROLIFERATION OF CONSOLIDATION

Globally, the hospitality industry is witnessing growing instances of

mergers and consolidation, giving more power to certain hospitality chains. As these hotel chains become bigger, independent hotel owners and developers often feel comfortable working with them, taking advantage of their brand recall and marketing prowess. In such a scenario, how does Preferred help these its member hotels gain a competitive edge especially when it comes to operating scale and ensuring that they get better bang on their buck?

Uberroth explained that Preferred Hotels & Resorts’ business models are quite different from those of the major hotel chains. “So, hotel owners, management companies and developers are very intrigued with the independent business model because they see it as a successful one where they can definitely drive bottomline results and topline revenue,” she said. “We provide them

a global sales and marketing structure covering leisure, corporate, and business hotel business. Additionally, there is a backend reservation system that can plug them into different distribution channels, which includes OTAs. We provide them with a working platform in terms of co-operative marketing opportunities, a quality assurance programme, travel trade purchasing programme, loyalty programmes, etc. So while we don’t own or manage hotels, we pretty much provide everything else when it comes to the business of hospitality.”

BE INDIAN, LIKE INDIAN

Building confidence in Indian hotel owners does take a little hard work.

Most of them prefer to be associPreferred Hotels & Resorts has 40 hotels in South Asia, of which 35 are in India.

WelcomHotel Coimbatore

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COVER STORY

Saurabh Rai, executive VP, Preferred Hotels & Resorts.

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ated with a hard brand, as they feel that when it comes to bankrolling of their projects, this association can help them get the requisite financial assistance from a financial institution, especially when they are embarking on a new project.

Rai is aware that this was a legacy fact, but he feels that this is changing every year.

“The success of the independent segment in hospitality is inspiring lenders and financial institutions and making them take steps forward to finance independent operators. You can see what quality domestic operators like Taj, Oberoi, ITC, Leela or The Imperial have been to do.

These financial institutions need to simply do their due diligence and figure out if an independent outfit is capable to succeed as hard or soft brand,” Rai emphasised.

In fact, he noted that increasingly, lenders are paying attention to whether hard brands can manage to pull off the promised bottom line at the end of the year. Ultimately, the business model that can deliver results is the one that is most attractive to them.

Many independent operators are first-generation hoteliers who might not understand the dynamics of the hospitality industry. While Preferred Hotels & Resorts does not own or manage any of its hotels, it does partner with select hotels during the pre-opening stage. In fact, it has a specific business model around that what the preopening services, should a hotel owner or builder want to partner with them, where the company will extend its comprehensive understanding of supporting that project all the way till the preopening and then help launch the hotel within the domain of its business model, which is global sales, marketing distribution and quality support.

Rai elaborated, “We do not lend ourselves too much beyond the point on operating capability, but yes, we are an hospitality enterprise. Hence, all of us are hoteliers and have a great deal of experience as a team, which is at the disposal of hotel owners. So, yes, we do partner with greenfield or deflagged hotels too.”

Deflagging seems to gaining ground, especially as more owners get into the profit protection mode. These could include an individual owner or a financial institution, because ultimately, everyone is focusing on the true bottom line profitability of the hotel enterprise.

Over the past 24 months, a significant number of hotel deflagging has taken place globally, including in India. Rai revealed that out of its upcoming hotel pipeline, Preferred Hotels & Resorts is having discussions with a couple of hotels that currently with a hard brand and are contemplating going independent. “I think this trend would prevail and gain momentum as the independent space becomes a more profitable option for owners and operators.

Preferred Hotels & Resorts has initiated several changes and new programmes to mark its 50th year milestone. It is now time to see how effective these will be in driving its business and helping it reach the various ratgets its has set itself to ensure better business outcomes for the independent hotels that comprise its portfolio. HI

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POWER OF PURCHASE

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POWER OF PURCHASE

COMMITMENT TO CHANGE The impact of technology in procurement is unmistakable.

Purchase professionals are taking proactive steps to stay a step ahead of the learning curve

BY VINITA BHATIA

T

hey are the ones who undertake initiatives that will enhance the procurement process and drive great savings for their hotels.

They are also the ones who play a key role in ensuring a hotel’s profitability by cracking the right deals with the right suppliers for the right price at the right time.

Yes, we are talking about procurement and purchase professionals in hospitality. In this special section, we speak to some of the leading people from this domain about their tried-and-tested procurement systems, areas for opportunities, as well as potential areas for improvement. We also unearth the trends dominating procurement business and understand how this critical function is gradually becoming more operations and technologyoriented.

POWER OF PURCHASE SPEAK UP

cally maintained in the inventory management system,” Kumar stated.

To minimise errors in the inventory circle, the system should be able to update the users on real-time location of inventory and changes made to it. It should plan for how much inventory to order, stock and re-order as well. “Moreover, it should assist in storing stocks wisely by checking all stocks inwards and setting threshold stock levels basis peak times when the sales increase or decrease with varying differences. Each supplier should have their own different lead times. If you want to keep your business hassle free and want to avoid out of stock situations, then one should be able to establish the minimum time for restocking under normal conditions and forecast the minimum amount of time for stock level exhaustion,” Kumar recommended.

HIGH STANDARDS

GUESS WORK NO MORE

By investing in the right inventory management system, purchasing departments can reduce operational costs, do advance planning of future purchases and improve inventory turnover

BY VINITA BHATIA

T

here was a time when inventory procurement and purchasing managers at The Lemon Tree Hotels would be left guessing about the inventory that needed to be replenished, leading to additional carrying costs. Guess work in procurement processes increases the risk of excess stock or deficit stock for inventory heavy businesses.

Naresh Kumar, general manager, materials management for the hotel chain, therefore, recommends that purchasing departments should look for an inventory management system that includes an efficient procurement system. This offers benefits such as reduced operational costs, does advanced planning of future

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purchases, improves inventory turnover, delivers higher service levels, fill rates and enables better negotiation.

WELL BEGUN, HALF DONE

When it comes to the start point of an efficient inventory process, firstly, one ought to select the right location of the store with the appropriate layout plan. At Lemon Tree Hotels, the warehouse or store is situated in such an area, where one can access all kind of activities like transportation, loading/ unloading and should be nearest to the food testing laboratory.

“The product data batch tracking systems identify all inventories with identification labels. When products are received or shipped, the IDs are scanned and records are automati-

Since this a critical function, procurement professionals need to establish high standards for accuracy and record management to reduce inaccuracies in the procurement process.

“To attain high level of accuracy in record management, one should positively pitch for good software systems and avoid doing manual processes i.e. no manual Purchase Requisition (PR), Purchase Order (PO) or request should entertained,” Kumar said. Technology can be effectively leveraged to reduce these errors that emerge from manual record keeping, especially at regional and unit levels.

When used appropriately, it can also reduce the workload and assist in obtaining historical data with the help of one command. It is precisely for this reason that Lemon Tree Hotels is implementing SAP across all its hotels.

“To enhance the effectiveness of inventory management systems and other procurement activities, since past one year, we have trained our teams to learn latest techniques of handling various procurement functions. With the help of dedicated team members, all units of Lemon Tree Hotels have been migrated to SAP and will be using the same April 2018 onwards,” Kumar added.

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India, Marriott International.

When it comes to services, he revealed that it normally tries to work with defined service levels with suppliers, especially those with whom it has existing service contracts. “These service levels vary from product to product and service to service. For example service level for a cleaning supplier could be very different from a service level of an elevator maintenance supplier or marble polish supplier. Ultimately, we expect superior level of support,” he added.

BRIDGING THE GAP

COVERING ALL BASES

By using appropriate vendor evaluation systems, procurement professionals can optimise the sourcing process for their hotel’s supply chain

BY VINITA BHATIA

W

hen the Marriott Hotels sources water for any of its hotels in India, one of the criteria for purchase includes a lab test to ensure there is no contamination or presence of unwanted chemicals.

Similarly, before placing an order for linen, a wash test is conducted to ensure that the thread count of the linen can withstand various detergents

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and to check its durability.

These are part of Marriott’s welldefined vendor evaluation process.

“We evaluate a supplier on various parameters, which includes product delivery, product quality, post-sale support, track record, etc. At the same time, for quality, we focus on blind tasting, yield testing, cook test, lab test, wash test, etc., depending on the product line,” Bharanidharan Ramaswamy, director of procurement –

There are times when the user department expects very high level of services, while not quite matching up to the supplier’s deliverables in terms of payment. In this kind of a tricky situation, it falls upon the procurement team to bridge the gap between what service offered versus the kind of cost that will be incurred in the entire process.

“In such cases, we mainly look at the delivery timelines, within how many days they can deliver, the kind of warranties connected to the products, etc., and then negotiate accordingly so that a common ground is found,” Ramaswamy said.

To be able to do this, procurement professionals need to have a clear understanding of market dynamics, price fluctuations, trend analysis and taxation policies. “It is important to always stay informed about import policies, any tax reduction, GST, even changes in climatic conditions – as these can leading to change in the product prices and affect supplydemand movement,” he pointed out.

Of course, with the availability of internet, one can always resort to social media to find out the trend analysis of various products for last few months. However, Ramaswamy recommended talking to various suppliers instead. They are the ones who have their pulse on the market and are in a better position to give you latest information. And who knows, while talking to them, you can also get some other valuable information, which you could use for making your purchase decision!

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POWER OF PURCHASE SPEAK UP

it also ensures that we have an uninterrupted supply of produce,” he explained.

THE NEGOTIATOR

JOINT BENEFITS

By adopting the practice of joint procurement contracts across three properties in Goa, AccorHotels reduced its purchase costs by 57% as compared to last year

BY VINITA BHATIA

W

hile AccorHotels in India follows the policy of unitlevel procurement, since 2017, Novotel Goa Shrem Hotel, Novotel Goa Resort & Spa and Ibis Styles Calangute decided to do things a little differently. They opted for joint procurement and the benefits are already evident.

Buying for a triumvirate of hotels has helped Pradeep Desai, purchase manager for Novotel Goa Resorts & Spa & Novotel Goa Shrem Hotel along with ibis Styles Goa Calangute, negotiate for, and get better volumes at lower rates. It could also reduce the cost of food products by 57% as compared to the previous year. Ad-

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ditionally, due to higher business volumes, the product delivery is also far more frequent.

However, to get these benefits, Desai said it is important to engage with the right kind of negotiations with a supplier. “Suppliers form the backbone of the hospitality industry; they are essential to the F&B offerings, the hotel’s maintenance, etc., amongst other critical activities. Thus, building strong relations with them becomes essential. While choosing the right vendor is extremely important, at the same time, building long lasting relations with them and negotiating with them is also necessary. This process helps us make sure that we are able to procure the finest quality of supplies at the best rates. Furthermore,

Negotiations can affect a hotel’s costs, its pricing and more importantly, its profits at the end of the day.

Today, negotiations are more important than ever since there are multiple vendors. At the same time, since competition is fierce, this gives procurement heads an added advantage to ensure they are able to secure the best vendors at the best prices while directly reducing expenses, while improving their purchasing power.

“However, while doing so, one should always maintain an open line of communication with your suppliers, and the goal should not be to make one supplier compete with the other,” Desai advised.

He added that negotiations can easily bring down costs, make a hotel price competitive and maintain profits. “Many companies today opt to negotiate contracts at a national level which gives them greater purchasing power to reap these benefits. However, we’re also seeing brands collaborating with each other at a regional level to ensure that the supply of products are consistent and also procure the best of ingredients,” he said.

Over the years, the purchasing contracts have changed. Hotels have realised that managing multiple vendors, with multiple contracts for a number of products is difficult, cumbersome and ineffective. Streamlining vendors into a single-source agreement helps in controlling budgets, with longterm contracts, rates remain constant across markets and condition. Desai, therefore, suggested selecting a supplier with a good reputation, consistent delivery record and high quality products. Of course, ultimately, the price of the product has to be right, as much as timely supply of the products and services. The supplier should also be flexible enough to be able to provide certain products are at short notice. The bottomline is to seek someone who is willing to be a partner, rather than a supplier.

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A STEP AHEAD

The impact of technology in procurement is unmistakable. Purchase professionals are taking proactive steps to stay a step ahead of the learning curve

BY VINITA BHATIA

T 34

he time for wondering how much impact technology has in the procurement domain is long past – it is well been estab-

lished that in the broader sphere of technological change, it has become omniscient. And procurement professionals are trying to keep pace by fostering a culture of

innovation among their team.

We speak to some purchase and procurement professionals about this, and the other changes taking place in the domain.

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AMARJIT SINGH AHUJA, DIRECTOR OF PROCUREMENT, LE MERIDIEN NEW DELHI

How can purchase professionals use demand forecasting to negotiate better rates, allocate appropriate workforce and plan property maintenance and operations in advance, and most importantly, drive revenue?

Forecasting does not signify having only

the amount of sales but also when they are likely to occur. So, you can better schedule your production, warehousing and shipping. This helps to plan scheduled maintenance shutdowns away from busy sales periods and have adequate materials and labour on hand throughout the year. When you know about an upcoming point in demand, you can contact your suppliers to ensure they have enough materials to keep your production lines running. You can also contact customers who don’t have time-sensitive inventory needs and ask them to accept orders earlier or later than a specific time when you know you’ll be busy. This too helps you better manage your warehouse and shipping needs.

Although it might seem like more paperwork to determine something you will find that, demand forecasting can save your company money and increase your profits. Many owners mistakenly believe that an annual budget that pro-

jects revenues is comparable to projecting demand. This isn’t enough to help determine the timing of sales, which can help you better plan production, financing and labour.

Do you leverage technology to integrate market demand indicators, and automate it to analyse the data through algorithms and create an optimal process?

Doing all this one doesn’t need any special software or super algorithm, a simple Microsoft excel spreadsheet forecast will work to begin with. Demand planning is the management process within an organisation that enables it to tailor its capacity and meet variation in demand or alternatively manage the level of demand using marketing and supply management strategies to smooth out the peaks and lows. So, in my opinion no one can deny the Importance of technology in demand forecasting to benefit whatever business you are in.

VIJAYANAND THANTRI, HEAD OF PROCUREMENT, INTELLISTAY HOTELS What are the different types of forecasting in the hospitality business?

There are three types of forecasting.

Firstly, there is demand forecasting, which is the investigation of the companies demand for an item or SKU, to include current and projected demand by industry and product end use. Then there is supply forecasting, which is a collection of data about the current producers and suppliers and technological and political trends that might affect supply. Lastly, there is price forecasting, which is based on information gathered and analysed about demand and supply. It provides a prediction of shortand long-term prices and the underlying reasons for those trends.

Additionally, the importance of demand forecasting can be short-term, mid-range, or long term. The long-term forecast usually covers more than three years and are used for long-range planning and strategic issues. These will be performance in

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broad terms; that is sales by product line or division, throughput capacity by ton per period or dollars per period. The midrange forecast usually range from one to three years and address budgeting issues and sales plans. Again, these might predict more than demand.

The short-term forecast is the most important for the operational logistics planning process. They project demand into the next several months and, in some cases, more than a year ahead. These are needed in units, by actual items to be shipped, and for finite periods of time – monthly or weekly.

How has the role of procurement managers evolved?

Best-in-class procurement heads are evolving to become business partners.

They outline contracts strategically to achieve their goals. Once a purchase contract is fairly negotiated and signed by

both companies, they set up a number of SLAs that measure service performance and let the vendor know what is expected of them. Most software programs allow you to manage the financial aspects and relationship management.

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NITIN FADTHE, PURCHASE MANAGER, LE MERIDIEN GOA CALANGUTE How involved are procurement professionals in the contracts, which they negotiate and manage?

Procurement as a discipline has undergone a sea change in the last few years.

With implementation of technology and analytics, the role has changed from being merely a facilitator between the hotel and the suppliers. At Marriott International, the focus has always been about being planned, systemic and prudent.

We work closely with our sister hotels in the city to drive quality and cost efficiency for all our hotels. We take stock of our inventory – guest supplies, printed collaterals, stock of food and beverage from time to time to understand usage pattern, thereby planning our expenses better.

At Le Meridien Goa, Calangute our focus is on finding consistent suppliers who can provide us with high quality

How can effective contract management prevent supply chain risks?

Here are some strategies that I have been following since my early days. These may seem basic but provide a full-proof system of operation and drives results when it comes to effective contract management: 1. Conduct background check on the other party to understand which other hotels they have worked with and gauge the scale of operations they can manage based on their past record 2. Determine a point of contact for both parties for daily operations, escalation

products and good after-sales service. I am completely involved in the process of identifying vendors, negotiating the contract and managing these stakeholders.

and redresses 3. Establish the contract lifecycle clearly 4. Agree on the review processes and outline consequences of delays 5. Documentation of how the processes were carried out

SACHIN KUMAR VARSHNEY, PURCHASE MANAGER, BENGALURU MARRIOTT HOTEL WHITEFIELD choose from where one can not only find different vendors, their companies, their portfolio and their contact details. These days, we don’t even need to find them ourselves, all the vendors are so well connected within themselves, that through their own network, they figure out who needs what and approach us directly.

How has technology impacted the procurement domain?

Technology has improved drastically in the last five years and with that, data can be automatically analysed by just computing the details as per one’s needs. For any product enquiry, specifications and other details there are so many websites to

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How do you use demand forecasting to negotiate ideal rates and plan operations in advance?

Bengaluru Marriott Hotel Whitefield recently closed a cluster-tendering contracts, wherein we have picked up rates from the other markets to compare with the Bengaluru market. On visiting the wholesale market of Bengaluru and reviewing the inflation rate chart through the years, we managed to chalk out the ideal prices for the negotiation with the vendors for the hotel. In the purchasing department, we perform vendor evaluation, field audit, track the competitors in each category of procurement and review the cost budget of the operational

team. Subsequently, keeping in mind our competition, we find out better rates and simultaneously check the vendor capacity in terms of valuation pressure, quality, market rate fluctuation pressure, commitment and hygiene. In addition, we also meet an internally devised Marriott standard, which enables our operation team to keep quality standards in check and thereby drive revenue.

With procurement representing the largest share of a typical organisation’s overall costs, the function should be a priority area for businesses. At our property, we use contracts after evaluating the vendor and market, and rates are finalised according to the best product and service quality throughout the whole year. It is important for us to attract vendors for the high volume business which can lead to the future growth of our organisation. In the case of a fluctuating market, product rates are on a higher side, the contracted vendor does not request for a rate hike, consequently our supply is not effected.

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ANTHONY MONTEIRO, PURCHASE MANAGER, THE OBEROI, BENGALURU

How can procurement professionals use contracts with third party service providers to achieve their business targets?

The hotel industry needs a strong commitment from third party services providers, as it is vital to its day-to-day op-

erations. Services from such parties can be used more for the back end services, such as kitchen stewarding, gardening etc., where there is least or no interaction with the guest. The procurement team has to be agile to take advantage of emerging technologies to replace manual work with affordable automation / technologies to reduce long term costs.

There is a plethora of data (both online and offline) available to optimise an organisation’s resources and put it to better use. While traditional processes for e.g., data collection during regular market surveys have continued, the same have been corroborated with various commodities indices available online / intranet through various channels. We have adopted e-auction group-wide to take advantage of the strong presence of online suppliers.

This new initiative has proved to be a game changer.

How involved are procurement professionals in the contracts, which they negotiate and manage?

The procurement team is completely involved in all the contract negotiations along with the Finance team and user departments to negotiate the best rates.

They do a lot of spadework by collecting information from the market about their reputation, services and dependability to take decisions on awarding of contracts.

Contract management process was in its nascent stage till a few years ago but it has been accorded more importance recently with the advent of supply chain management getting matured over a period of time. Advent of institutional sellers has brought in more focus to this area. However, there is a huge scope for improvement in this area to take advantage of the competitive market. With more matured players in the market, this area certainly needs more attention to safeguard the organisational interests.

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MADHUSOODANAN PILLAI, MATERIALS MANAGER, CROWNE PLAZA GREATER NOIDA

How can one effectively utilise and manage annual rate contracts?

Competitive tendering (bidding) is a widely used procurement method within government agencies and private sector organizations. The idea behind competitive tendering is that it forces suppliers

to compete. Entering in to a rate contract for a particular period, normally for a year is a risk game between the buyer and supplier.

We do comparisons and effective negotiations for the maximum discounted price and lock the contracts for one year, after checking the credibility of the vendor. We do market surveys and study the price fluctuations in the market for major fast moving items. We can easily understand the benefits or loss after concluding the reports at the end of the year.

It is not advisable to enter into a long term contract for those items for which the rates are not stable and prices are having increasing and decreasing tendency. For e.g: take the case of pulses.

The beginning of 2017-18 was not good time to fix the contract because the price was on the higher side. If we had fixed the rate, we would have lost huge amount throughout the year. Hence, we opted for a monthly/quarterly rate,

For effective contract management, we should be more clear with vendors regarding the terms and conditions about the brands, quality, specifications, scope of work, transportation, vehicle conditions, temperature, lab test reports, vendor premises suspense audit, hygiene standards, insurance, risk purchase, expectation of business fluctuation and high demands, etc.

What role does demand forecasting play in material management?

It plays vital role. Based on the historical data and expected business volume, we can calculate the expected quantity of consumption and this volume of consumption quantity can be shared with vendors for ideal price negotiation.

Inventory management can be more effective with adequate data of expected volume of consumption based on expected business which can control the stock out position, overstocking and under stocking, dead stock, etc.

SOURABH SAXENA, FINANCIAL CONTROLLER, COURTYARD MARRIOTT, AHMEDABAD How can effective contract management prevent supply chain risks?

Risks associated with company supply chains are not a new idea. Most purchasers recognise that difficulties can arise with suppliers, such as financial problems for the supplier, loss of business or defective or substandard products. Such difficulties were not always nominally lumped into the category of ‘supply risk’, but managing such problems has typically been viewed as the responsibility of the purchaser.

Supply chain risks are increasing and thus the need to manage these risks has also been on the rise. Fortunately, there are numerous methods that firms can use to mitigate these risks and effective contract management is one of the most important tools for this. An effective contract eliminates all the possible future threats to business. When drafting a supplier contract, one has the opportunity to

40

include clauses that can help to protect them from potential risks. Such clauses include indemnification clause or other clauses which clearly identify potential risks and assign proper responsibility to both parties.

So is contract management still considered a clerical job than one related to the purchase domain?

Like many other countries, till recently, the management of contracts in India was seen as a largely administrative task for large organisations. In others, it was perhaps a duty performed by the Sales or Project Management team. As observed, far-sighted Indian management has already moved on from the reactive role of contract administrators and is advancing the professional status as well as the competency of a new breed of contract managers, who engage in all aspects of the contract formulation and manage-

ment. Like business leaders elsewhere, they understand this competence is critical not only to ensure success in their trading relationships, but also in the delivery of sound bottom-line performance.

HOTELIER INDIA | APRIL 2018 | www.hotelierindia.com

POWER OF PURCHASE SPEAK UP

NATHMAL RUNTHALA, PURCHASE MANAGER, CONRAD PUNE negotiate the prices for a longer duration.

Maintaining supply at the same price for a longer duration helps in keeping the business targets. Third party contracts also help hospitality brands eliminate various government liabilities such as ESI, PF. Also, it helps in reducing manpower inventory.

How can procurement professionals use contracts with third party service providers to achieve their business targets?

It always makes sense for a business to associate with a vendor offering quality goods on a long term to ensure the quality of the product remains standard. A good vendor appreciates long term contracts with brands, which have a steady demand and it also allows managers to

vendors and industry trends.

What are some capabilities that procurement professionals ought to apply to the tender process?

During the tender process, it is extremely critical for procurement professional to ensure they cross check for certain parameters such as turnover, ethical practices, market position, storage space, hygiene condition before entering into a contract Creating a perfect forecast is extremely crucial to the process of procurement and ultimately revenue. An experienced purchase manager will always work in close association with the events/banquet team to ensure proper requirements are listed along with maintaining a margin for last minute requirements.

Ensuring a proper demand forecast is met helps the manager to negotiate the best rates from the supplier for a longer period of time. Material can be arranged according to forecast of current month which helps in keeping minimum storage and helps in reducing the inventory of the hotel.

Is contract management taken seriously in India?

Contract management is taken extremely seriously in India as majority hotels freeze rates through the tender process.

The teams also bind other used item through service contracts which help in achieving optimum results.

Effective contract management is critical for a procurement manager as it manages and minimises supply chain risks for the business. A comprehensive market survey is the best tools used to analyse the trend of the product as well as to minimise risks. Alternatively, the industry has also recently launched a procurement forum called Hospitality Purchasing Manager Forum (HPFM) for hoteliers to discuss and analyse various

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QUICK CHAT The World Trade Center, Bengaluru, has deployed SYNCONEXT’s solutions that monitors light usage in various rooms.

REAP-ING BENEFITS Brigade REAP’s director, Nirupa Shankar, explains why Brigade Group implemented 60% of services that came from this startup incubator

BY VINITA BHATIA

1

8 months since launch, the Brigade Real Estate Accelerator Program (REAP) has accelerated 18 start-ups. Brigade REAP recently announced that five start-ups had successfully graduated from its third batch, which comprises a five month intensive program.

At the end of this program, each of these startups are introduced to the real estate ecosystem, where their solutions can adopted. REAP focuses on technology start-ups whose products and services are applicable in Residential, Office, Retail and Hospitality verticals of real estate.

Nirupa Shankar, director, Brigade Hospitality is also the founder of Brigade REAP. John Kuruvilla, is the chief mentor for the program, while Apul Nahata is the mentor-in-residence for this accelerator program focused on technology start-ups. The sectoral focus for these companies ranges from IoT, Nano technology, Cleantech and Renewable energy to Logistics and Visual computing.

Shankar believes that the real es-

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tate industry has to be prepared for greater technological disruption and there is no denying that it can improve operational efficiency, enhance performance and augment cost optimisation. Additionally, it can address some of the issues in the industry, which is still reliant on errorprone manual processes.

She explains how Brigade REAP was started with an objective to make startups ‘industry-ready’ with solutions that can be plug & played into the real estate industry. Brigade gives the start-ups live projects to work on and helps them tweak their business model to make them market ready.

What role does technology play in the building and construction business?

According to me, technology offers three essential advantages – a) increase revenue b) optimise costs and c) improve efficiencies by saving time. With regards to technologies, we are working with almost all our start ups.

Have you used this data in real life?

Yes, For instance, we are working with SYNCONEXT a company that monitors light usage in various rooms within a property. It can also analyse the number of hours a particular room is lit, the number of people using it, the lowest and maximum usage periods etc. This kind of information helps admin departments or building management teams become more energy and cost-efficient.

We are currently also using these sensors in our World Trade Centre Bangalore project. Data like this is important for hotel development.

For instance, while building our fifth hotel in Bangalore, we utilised past data about the banquet hall usage in terms of average size of each banquet and occupancy of reach hall / meeting room to plan the ideal sized banqueting venues.The use of technology helps in making more sound decisions.

Earlier this was a manual process, which would take 10 hours of sifting through banqueting data. However,

HOTELIER INDIA | APRIL 2018 | www.hotelierindia.com

QUICK CHAT

now we can use technologies like sensor-based applications to leverage data to take effective decisions within a much shorter period of time.

Sensor-based applications are indeed becoming popular in the building business, aren’t they?

Yes, in addition to lighting, we have a company called WEGOT that does sensor based tracking of water and gas usage in individual residential apartments.

There is another company called ZEESENSE that can help us reduce security manpower costs drastically.

It uses sensor based surveillance systems to monitor large perimeters thereby reducing the number of manpower required to do the same job. These do not have to be complicated technologies but simple tech using business intelligence to enable cost optimisation and smart decision making.

Construction is a hardware-oriented business. However, by using building management solutions (BMS) and leveraging data analytics, we can create operating efficiencies and build more efficient buildings while reducing timelines. Technology doesn’t always have to mean usage of big machinery or robots to replace human functions. It can be something as simple as predictive analytics towards consumer behaviour that can help the marketing team or the business development team.

Let’s talk about Brigade REAP. Can you give examples of a company that has an developed a tech solution for the real estate domain?

We have worked with STRAYOS, a drone analytics company to survey large parcels of land for us and monitor construction development across the country. We worked with PParkeE that did a sensor based parking solution to eliminate leakages in the parking management system. So, if there is a mall or office building, it would track all the parking spaces available using sensors, put that in the inventory, along with other metrics in an user-interface app to give real time availability of

video about the progress made in construction.

We also used use drone technology to do land survey and monitor construction progress. We have multiple constructions going on throughout at sites In Whitefield that are far away from our head office. By using drones, we can keep an eye on the number of people deployed on the project. check for progress, etc.

Nirupa Shankar, director, Brigade Hospitality

parking slots along with the usage details of each slot.

And again, have you used these kind of systems in realtime?

We are in the process of using a company called ECOSTP, which builds power free, maintenance free Sewage Treatment Plants for hotels, residences and hospitals.

We use Quick Quotes to do a reverse bidding process for building materials procured by us. It gives a quick comparison of prices by multiple vendors online.

We have used NATURA, in our hotels for vertical green wall solutions.

What about the other tech companies in Brigade REAP? Another startup helps in quality checks before final hotel handover is QWIKSPEC. A hotel has hundreds of rooms and each room can have some snags, like a scratch in the paint, which has to be rectified before the room can be handed over to the operator.

QWIKSPEC has developed a patented-technology app, where a quality checker can take photos of these anomalies, annotate them and send them to the vendor for rectification.

That is very interesting. Have you actually used the drone technology?

Yes. We just started a hotel in GIFT City in Ahmedabad. Since, we don’t have a large team working out of there, we use drones to monitor the progress, which includes a weekly

Looks like you are using technology to spread your footprint too?

One of the reasons we have focused on Southern India is because it was easy for us to monitor projects, given the proximity to Bengaluru.

There are very few national real estate players, because monitoring and managing operations is a big issue. Technology when applied intelligently, can give you a lot of benefits and enhance one’s ability to scale.

Do all the startups that are part of Brigade REAP get an opportunity to showcase their technology at your projects?

We have deployed many of these startup technologies that are a part of REAP in our projects. We have implemented or given an opportunity for at least 60% of the startups to try out their solution at a Brigade project. This is a very healthy number. Some start-ups may not have a solution that can be adopted by us, because their target audience could be an architect instead of a developer or they could have a B2C solution rather than a B2B solution. For instance a company like SNAPTRUDE that does rapid 3D modelling is of great use to architects. A company called WOODZON is a market place for 20,000 wood work products and of use to interior designers.

Were all of these successful projects?

Not always. Success rate of start-ups is not high in the Pre-Series A category. But overall our start-ups have done much better than the industry average performance for accelerators. The domain focus on real estate has helped focus our efforts. HI

HOTELIER INDIA |APRIL 2018 | www.hotelierindia.com

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BUYER'S GUIDE

COURT OF MASTER SOMMELIERS EUROPE COURSE HELD IN INDIA 19 candidates passed the masterclass exam, while five cleared the certified sommelier exam

Sommelier Magandeep Singh with students at the masterclass

T

he Court of Master Sommeliers Europe conducted its first India Chapter’s Introductory and Certified Sommelier certification course in association with Berkmann Wine Cellars India. Lucaris – The Crystal of Modern Asia was the glassware partner for the event, which was held in Mumbai from 7th to 9th March, 2018 at the Taj Lands End, Mumbai.

“This first Court of Master Sommeliers course conducted in India was a success, as 19 out of 36 candidates passed the introductory exam and five passed the Certified Sommelier exam. This would not have happened without the support of our partners, Lucaris – The Crystal of Modern Asia and Taj Lands End,” said Viraj Sawant, brand ambassador and som-

melier, Berkmann Wine Cellars India.

On the last day of the course, Magandeep Singh, India’s first French-qualified sommelier, award-winning writer and TV show host conducted a special interactive masterclass with carefully paired glassware for the students. “I have always believed that wine is not just a tactile experience; it covers all the senses. From sight to smell, taste to texture, it is multi-sensory.

It is also a civil pleasure, a refined indulgence. A good glass plays a crucial role in getting us there. I enjoy what Lucaris brings to the table and I am happy to help them spread the message that good wine can taste great in the right glass,” said Singh, who decoded the chemistry between drinking wines from different types of glasses, brought alive by the Lucaris Desire Collection.

The Desire collection – a lead - free set of six wine glasses – enhanced the tasting experience aided by the unique Aerlumer technology. The collection featured Desire Rich White, Desire Crisp White, Desire Robust Red, Desire Elegant Red, Desire Sparkling and Desire Universal.

HIMALAYA FOOD INTERNATIONAL INTRODUCES BURGER'N'FRIES’ BRAND Aims to open 500 outlets under the brand’s banner by next year

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rozen food processing, manufacturing, and exporting company, Himalaya Food International, has introduced Burger'N'Fries - It’s Not Junk Food. The company plans to serve vegetarian, gluten-free and vegan fast food made with unrefined and therapeutic ingredients to Indian consumers.

With a legacy of over 40 years, Himalaya Food International is one of India’s largest mushroom growers and has established a stronghold in the US markets. Envisioned as a healthier burgers and fries option, the brand takes pride in innovating healthier version of fast foods without compromising on taste and flavour. The products were recently launched at a company-owned retail outlet in Delhi NCR. Commenting on the launch, Man Mohan Malik, founder-CMD of Himalaya Food International said, “Himalaya is already catering to global B2B clients with its range of products with healthier innovations. With Indian food preferences changing in favour of greater health consciousness, we think that the time is right to manufacture and market these products in the country under the Burger'N'Fries’ banner. We want to establish the brand as a healthier alternative to popular fast foods, and are building a pan-India franchise chain that can reach out to consumers directly via B2C verticals.”

ACTOR SIDHARTH MALHOTRA IS THE FACE OF BELVEDERE STUDIO B

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o celebrate Belvedere’s character and beautiful nature of collaboration, Belvedere Studio B will be revealed in India on 23rd March, 2018 in Mumbai. This platform brings together pioneers of various fields who have created distinctive and unforgettable expressions of their own artistry. Actor Sidharth Malhotra has been selected as the creative custodian for this property.

Belvedere Studio B has been created to act as a source of creative inspiration, identifying the best artistic minds that will come together, collaborate, and share their collective creativity. Driven

44

by his roots, a true man of substance; grounded yet inspiring: a voice of authority for today’s millennial, Malhotra has broken stereotypes and is a thorough gentleman. All of which depicts the brand’s natural character.

Expressing excitement about Belvedere Studio B, Malhotra said, “It is a unique collaboration and I am delighted to be a part of Belvedere Studio B. I am playing the role of a curator for this property as someone who threw open the challenge to these progressive influencers to bring Studio B to life! It’s really about celebrating the opportunity to create.”

Man Mohan Malik, founder-CMD of Himalaya Food International.

HOTELIER INDIA | APRIL 2018 | www.hotelierindia.com

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BUYER'S GUIDE

NEW LAUNCHES CERA LAUNCHES SENATOR SANITARYWARE RANGE Cera Sanitaryware recently unveiled its Senator premium product range at Ahmedabad. Deepshikha Khaitan, vice chairperson inaugurated the collection in the presence of trade associates invited from all over India.

Cera, is a known brand in sanitaryware, faucet and tiles in the mid and upper segment, and is now entering the premium segment with the Senator range. This collection has been conceived by the company’s core team and is curated by Milan-based designer, Ettore Giordano. The range currently consists of sanitaryware, faucets, mirrors and wellness products and will gradually be expanded to include more utilities.

Atul Sanghvi, executive director of Cera said that Senator would be distributed through select outlets from the company’s existing distribution network. The company hopes to garner a larger share from the premium segment with this range.

VITRA’S METROPOLE WASHBASIN VitrA, a bathroom solutions brand of Eczacıbaşı Building Products Division in Turkey, has introduced Metropole bathroom furniture collection. NOA design group has designed this range of minimal washbasin units.

Metropole series offers a wide range of infinite washbasins, which are made with various dimensions for maximum ease of use. The washbasin units are compatible with two options –mineral cast and ceramic. The white colour theme lends to any aesthetic choice in the bathroom. The concealed mounting allows for visual continuity and easier cleaning.

LAMINATE FLOORING COLLECTION FROM SPAN FLOORS Span Floors has launched its new range of laminate flooring that it claims is comparatively more scratch and impact resistant than real wood floors. Engineered by European technicians and audited by international independent labs, this new collection rates highly on parameters like innovation, aesthetics, ecological properties and durability. It is strong enough to withstand the impact of day-to-day usage in commercial applications.

The Span Floors laminate flooring is ideal for applications where one wants a premium look and feel of quality real wood but at a lesser budget as compared to real wood floors. These floors are prefinished, quick to install and remove as compared to the site-finished paneling.

The lamination process uses a photograph of a real wood decor in high resolution, which is then printed on a special paper and fixed on top of high-density wood fibreboard (HDF). Another transparent layer protects it, making it suitable for managing daily abrasion. These laminate floors also do not contain dangerous levels of formaldehyde, which are known carcinogen.

Satinder Chawla, MD, Span Floors said, “Whether the area is large or something that needs to be renovated within a short span, this laminate flooring is durable, easy-to-maintain and stylish.”

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ELANPRO GARBAGE COOLERS A fix for the foul-smelling trash can in kitchens A fresh smelling kitchen is a chef’s delight. However, it is natural for garbage in the trash bin to decompose and emit an unappetising stench.

Addressing this smelly issue, Indian commercial refrigeration company, Elanpro, has launched Garbage Coolers, for refrigerated storage of food waste.

This commercial range of coolers refrigerates the garbage to stop further decomposition until its final collection.

Elanpro Garbage Cooler is designed to provide a solution to bacterial contamination and bad odours associated with food waste. It is equipped with a touch-screen control panel for display of instructions in plain text.

Since it is made of stainless steel, the product is easy to use and clean. Its anti-bacterial removable door comes with a top and front option to manoeuvre waste disposal. The doors are fitted with exchangeable magnetic gaskets.

DR. OETKER FUNFOODS PROFESSIONAL VEG MAYONNAISE FOR COLESLAW Dr. Oetker FunFoods Professional has announced an addition to its HoReCa range of mayonnaise with a new variant ‘Veg Mayonnaise for Coleslaw’.

This new product is a thick emulsion and an ideal binder for vegetables to create Coleslaw.

Commenting on the launch, Oliver Mirza, MD and CEO, Dr. Oetker India said, “We are pleased to introduce Veg Mayonnaise for coleslaw as a solution for chefs in the kitchen.

Coleslaw is an especially popular recipe in the industry and this product will help chefs create succulent coleslaw along with other sandwich fillers with ease.”

Veg Mayonnaise for Coleslaw can act as a good binder as it has high holding time that helps in moisture retention for up to eight hours. This ensures freshness of ingredients which is a must for an ideal coleslaw preparation. As per HoReCa requirements, the product has a sweeter note and is also heat and bake stable.

The existing range of Dr. Oetker FunFoods Professional includes over 150 products that are currently used by hotels, QSRs, restaurants, cafés, and eateries across the country.

HOTELIER INDIA | APRIL 2018 | www.hotelierindia.com

BUYER'S GUIDE

SAY ‘CHEESE’

SELL IT TO ME

A ‘Tea and Cheese’ event organised in Gujarat was aimed at restaurants, cafes and caterers

OZONE’S OPAL IVORY DIGITAL SAFE What is your latest product offering?

It is the Opal Ivory Digital Safe.

What are some of its benefits?

Keeping valuables, important documents and data safe and secure is the challenging task these days, be it at home, work or in a hotel room.

Ozone’s Opal Ivory Digital Safe is a new look safe locker that is operated with user code or password. It is equipped with robust security features.

Why is this product special?

Opal Ivory Safe is built with an electronic locking mechanism enabling the safe to lock electronically on entering the correct user code. It is programmed to function on dual mode, personal or hotel mode. Its size is ideal to accommodate gadgets, small jewellery and cash, documents, passport etc. conveniently.

How is security assured with this product?

Amongst its diverse specifications it comes with auto secure feature which enables the safe to go in secure mode on entering incorrect User Code 03 times consecutively; the electronic panel is frozen in this mode, hence unauthorised access is restricted and the valuables inside remain safe and secure. Changing the mode is very easy just like resetting the User Code. Opal Ivory comes with a non-duplicable computerised mechanical override key for emergency access.

How can hoteliers contact you to find out more?

They can buy it online www.ozonesafes.com or from their nearest hardware store. For a product demo, they can call 91-9716500300 or email ccsafes@ozone-india.com

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hile wine and cheese have long been popular companions, why not team tea with cheese? With a wide variety of teas becoming available at restaurants, cafes and lounges, food entrepreneurs in Gujarat decided to create this culinary experience in the state.

This initiative was the brainchild of the Food Entrepreneurs Ahmedabad (FEA), who held the ‘Tea and Cheese Tasting Session’ at Soho Il Forno.

The group consists of companies associated with restaurants, cafes, tea lounges, hotels, resorts, heritage hotels, banquets, catering companies, bakeries, ice-cream manufacturers, as well as bakers, chocolate makers and tiffin providers.

The event was supported by Parag Vyas of Zero One Sales Corporation, Rajesh Francis of Magson Fresh and Frozen, Saurin Sheth of Manna Agencies and Cheese Solutions & More as well as Hemant Singh of Sahib Fine Foods. Preeti Singh Rajawat of 27 Art Street curated it.

Karma Kettle, a Kolkata-based company, sponsored teas, while Healthy Browns provided the breads and crackers to be paired with the cheeses, meats and teas. About 100 visitors, including owners of hotels, resorts, heritage hotels, restaurants, cafes, bakeries, etc, attended it to taste the variety of teas, cheeses and gourmet food, and participate in the conversation about the increased availability of artisan and imported cheese in Ahmedabad and Vadodara.

On offer were a range of floral, fruity and herbal blends, gourmet teas, exotic teas and even mocktails made using teas. This was paired with blue cheese smothered over a warm baguette, washed down with smoky Lapsang Souchong, or Darjeeling First Flush.

Approximate industry estimates have pegged that the Indian cheese market is growing at a rate of 16% to 17% per annum in value terms. Processed cheese controls more than half of the pie and artisanal cheese ends is only 10% of the spectrum.

HOTELIER INDIA | APRIL 2018 | www.hotelierindia.com

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OPS & SERVICES F&B

From Earl Grey to oolong, tea has enveloped the culinary world in a fragrant embrace.

A BREW-TIFUL BEVERAGE Tea has always held a special place in the hearts of guests, and menus of hotels. Chefs are constantly finding ways to reinvent this popular brew given its evergreen popularity

BY PRADEEP SUVARNA

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lobe-trotting guests crave new experiences while dining out and the onus is on chefs to constantly provide them with aesthetically inspiring culinary creations. While various F&B trends have come and gone in India, tea has remained a popular brew on the menu and ingredient in the kitchen for hotels.

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According to Chef Sahil Arora, executive chef of Renaissance Mumbai Convention Centre Hotel, this has probably got to do with the fact that tea has been an irreplaceable part of Indian’s daily routine. “One reason it is a favourite amongst chefs too is because its aroma does not overpower or mask the natural flavour of any ingredient, but rather enhances it and makes the beverage complete.

Be it a barbecue of heavily smoked meat cuts, light and airy desserts or fancy cocktails, tea is a modest concoction that infuses well with others,” he said.

Saurav Banerjee, executive chef, The Oberoi Grand, Kolkata added that tea leaves have a unique texture. It is very crisp and at the same time is an interesting ‘smooth soft’ when soaked. “This protean leaf

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OPS & SERVICES F&B

kitchens for cooking, so it is not an alien ingredient for them. Claiming that Sumit Sharma, executive chef, Cidade de Goa said that it imparts a smoky flavour to food, which has always fascinated chefs. “Apart from continental and Oriental cooking, it is even used in Indian dishes like Pindi Chole, to make the chole darker in colour. Chefs are now experiment with it in iced beverages, marinade, sauces, and are using it as a smoking ingredient.”

It is also giving desserts a fillip.

In addition to being a perfect complement to sugary shortbread and cookies, Samantha Nunes, pastry chef of Goa Marriott Resort & Spa explained how it adds a grassy, herbal and even smoky flavour to cooking. “From silky puddings to buttery scones to flavoured butters, we use it often. With tea, there are just as many possibilities!”

Celebrity chef Ranveer Brar.

ALWAYS VERSATILE

goes way beyond mere infusions and can be used as a crust, or to add an unexpected twist in a dish for that x-factor and balance. It is one of best loved bases for spicy salads for the flavour it brings in, or even as an addition to a classic Crème Brûlée,” he stated.

That it is an antioxidant, which is a rich source of nutrients, is an added bonus. Ganapathy Mallya, F&B director F&B and former executive chef, Novotel Hotels & Resorts, Goa said, “As a healthy beverage tea is being adapted to please various taste buds from desserts to cocktails. It adds a distinct and unique flavours to any dish. Smoking is a great technique that allows you to infuse the flavours of tea into chicken or fish easily.”

Indians have also used it in their

There are many ways in which tea can be used to enhance a guest’s culinary experience. Whether the leaves are steeped in water or mixed into a sauce or simply smoked, they can impart both bold or subtle characteristics to both sweet and savoury preparations. Hemang Parmar, F&B director at Radisson Blu Resort & Spa, Alibaug noted that it has become a vital ingredient in the kitchen, especially in Oriental cuisine.

“However, its versatility is often under appreciated. Just like herbs and spices, tea leaves can be ground and incorporated into spice rubs, baked items and much more,” he said. “Tea also works well as a poaching liquid for fruits, fish, and chicken, as well as a base for marinades. Tea flavoured ice-cream and crème brulee are increasingly popular desserts these days.”

Celebrity chef Ranveer Brar added that one can use tea in various ways, from pre-starters to dessert.

“There are options with respect to the form in which tea is used as well, be it liquid, powder, solid or jelly.

From the taste perspective too, the slight, pleasant astringency that it adds is a very unique aspect. So be

Anurudh Khanna, executive chef, Shangri-La Hotel, Bengaluru

Samantha Nunes, pastry chef, Goa Marriott Resort & Spa.

it texture or flavour or course, tea lends itself to several permutations and combinations.”

Chefs favour variants like green, black, white, oolong, jasmine, chamomile and matcha. While the Assam tea is popular for its rich colour, aroma and tanin flavours, the fruity teas of Niligiri are commonly used for desserts. Black and green teas and tisanes (herbal infusions) are often used across various dishes as they are very adaptable.

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OPS & SERVICES F&B

Chef Ajay Anand, director of culinary, Pullman and Novotel New Delhi Aerocity.

Red hot tea with fruits and spices served at Renaissance Mumbai Convention Centre Hotel

Hemang Parmar, F&B director, Radisson Blu Resort & Spa, Alibaug.

work really well too. However, green tea for ice creams/mousse and sorbets do really well. One must be cautious of the brewing time and character of the tea before using it.”

Fortunately, since India has traditionally been a tea-drinking country, procuring it is easy. Chef Himanshu Taneja, director of culinary, The St. Regis Mumbai, pointed out that India accounts for almost 30% of the global tea production. Chef Brar, added that as long as one knows what to look for and where – we have some really good teas in our country, whether it is Darjeeling or down-south in Munnar. “We do some great green teas as well as fermented teas. Oolongs not so much, probably because there isn’t a market so we haven’t mastered that variety much yet,” he noted.

PAIR IT RIGHT

The Saurav Banerjee, executive chef, The Oberoi Grand Kolkata.

Anurudh Khanna, executive chef, Shangri-La Hotel, Bengaluru said, “Dark teas, if used prudently, can go well with white meats and fish and can be combined with aromatic flowering teas as well. We use a lot of young green tea /chamomile and jasmine teas to flavour various vegetable preparations, fish and seafood.

Dark teas when used with chocolate and spices to make a dessert can

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concept

of

pairing

food

with tea needs an innovative approach as not diners might have a penchant for the mild taste of tea. Shangri-La Hotel, Bengaluru tries to educate its guests to this through special events where it curates special food menus and pairs various teas with it.

Chef Khanna stated that lots of patience and hard work is needed in evolving recipes for these. “On a pairing note, it is important to study the structure and character of food and accordingly suggest a tea or tisanes that go with it and the steeping time. Generally oolong teas, jasmine, earl grey, chamomile, blend of teas and some spice works well with food,” he added.

Chef Brar has done sorbets, lemonades, granitas, panna cottas, tiramisu and kulfis when it comes to desserts and tea-poached meats and Darjeeling tea-crusted kingfish as well. “When it comes to pairing,

RULES TO DRINK BY While tea drinking is not a new trend in India, Chef Sahil Arora, executive chef, Renaissance Mumbai Convention Centre Hotel outlines some tea pairing rules to abide by to make the most of the flavor and fragrance: • White teas should be paired with ingredients that are milder and delicate like fish and cheese. This is because white teas are very gentle and subtle in aromas.

• Green teas can be paired with vegetable dishes as they have a vegetative flavour and earthly feel.

• Dark black teas to be paired with roast or barbeque meats as they have rich robust flavours.

• Nilgiri teas are great for desserts since they have a fruity taste.

HOTELIER INDIA | APRIL 2018 | www.hotelierindia.com

Chef Sahil Arora, executive chef, Renaissance Mumbai Convention Centre Hotel

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THINKING OUTSIDE THE CUP While there are many ways to use tea, Chef Himanshu Taneja, director of culinary, The St. Regis Mumbai lists some of them: • As an aromatic: Revealing his culinary secrets, Chef Lamach said, "In cooking, one has to pay close attention to the retro-nasal aromatics - the flavour you get in the cavity of your nasal passage – that will always come through in your food and therefore must be complemented." Tea is the perfect complement to many flavours, filled with rich and subtle aromatics. Adding a touch of Jasmine tea to a rice dish will add many interesting levels of smell and flavour.

• As an oil: While tea been used for centuries throughout Asia, tea oil is only now making its way into Himanshu Taneja, culinary Western Ccuisine. Made from the seeds of the tea plant, this relatively neutral-tasting oil has shown director, St Regis Mumbai to have a plethora of uses in itself, from a base to salad dressing to the perfect sauté oil and more.

• As a tenderiser: Want to get that falls-off-the-bone, melts-in-your-mouth effect? Try adding some tea! Red tea has been shown to have similar results and may add yet another unique nuance for your culinary delights.

• As a marinade: Add leftover Earl Grey tea to your marinade for chicken breasts and your guests will wonder about the source of the mysterious flavour. For vegetarian digression, tea-marinated tofu is a wonderful substitution.

• As a spice: Simply grind tea leaves in a pepper mill and combine with white pepper. This makes an unbelievably delicious rub, perfect for a chicken or a pork chop. we do milder tea concoctions like ice teas, sorbets and lemonades to pair the food with tea,” he said.

Our palate segregates salt, sweet, bitter, sour and ‘umami’ into compartments. Similarly, food needs different flavours and textures to be complete. Chef Banerjee pointed out that just like a tomato can be eaten raw, when paired with a mere hint of basil and olive oil, its taste is elevated. “Similarly, soaked leaves are the best base possible for spicy salads, or paired with a lightly steamed fish for a ‘smoked’ feel. The beauty of this anti-oxidant filled superfood is its chameleon-like ability to adapt to

Sumit Sharma, executive chef, Cidade de Goa.

different cuisines and produce completely different aromas, enhancing each dish differently and adding good health to the package as well!” he noted.

The Oberoi Grand Kolkata on occasion introduced guests to different kinds of tea produced in India whenever they have displayed an interest in the same. The hotel’s F&B manager, Sabrina Dey, said, “The Kolkata market is extremely aware about different kinds of tea due to its proximity to Darjeeling which is in the same state, and to Assam which is a neighbour. Our managers are well trained on the

Sabrina Dey, F&B manager, The Oberoi Grand Kolkata .

Ganapathy Mallya, F&B director, Novotel Hotels & Resorts, Goa

Chefs favour variants like green, black, white, oolong, jasmine, chamomile and matcha

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subject of tea at the Oberoi Centre of Learning and Development based in Delhi, and take the lead in training the team and guests alike on the subject.”

From Earl Grey to oolong, tea has enveloped the culinary world in a fragrant embrace. It is no longer just a great way to start the day; it has now gone several steps ahead to marking it spot permanently in the pantry as an ingredient that can impart flavour to all types of recipes. HI

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OPS & SERVICES DESIGN

PRESENTS

THE HOT AND COOL OF IT Heating, ventilation and air conditioning solutions are stepping up to the forefront as hoteliers seek to optimise energy costs without compromising on guest comfort

BY BINDU GOPAL RAO

Selecting the right HVAC solutions in a hotel environment needs to balance both longevity as well as its operational efficiency.

T

ypically, climate control accounts for more than half the energy cost in a hotel, irrespective whether it is limited-service or full-service property. Hence, it is important for hoteliers to implement a heating, ventilation and air conditioning (HVAC) solution that is not just energy-efficient, but is easy to maintain.

HVAC is one of the most crucial parts of any hotel operations as far as engineering is concerned, from a technical and operational standpoint. The total operation cost is called Heat, Light and Power or

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HLP cost, which as per statistics is 40% of overall expenses. Hence, it is imperative to ensure that this area is well maintained. If not, it cannot only affect the output, but also impact the high input cost. Especially at the time of selecting an HVAC system this aspect should be taken into consideration.

Selecting the right HVAC solutions in a hotel environment needs to balance both longevity as well as its operational efficiency. KP Das, VP, engineering and projects, Concept Hospitality said, “We look into aspects like performance, market

survey and also technical know-how and ask for a presentation on the performance of the unit. In addition to this, we attend seminars and exhibition and collect information from consultants.”

There are several things to do in a daily routine to ensure effective functioning of the HVAC system keeping mind the hotel’s longevity and its operational efficiency. “We minimise hot and cold air loss via entrance by installing air curtains, which results in up to 50% in saving in our energy cost of our connected heat pumps or chillers. We use renewable energy

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OPS & SERVICES DESIGN

chilled water system while generating domestic hot water. Care was taken during installation to check the piping and insulation. BMS also aids in maintaining desired temperatures and timing of operation for the supply and exhaust fans. The terrace slabs have been provided with under deck insulation.”

Sridhar Puppala, chief engineer, Novotel Hyderabad Airport added, "Over and above the regular aspects such as space to be covered, power supply available, the operational efficiency of the product, after sales support of the brand and the cost incurred on procurement – installation – running and maintaining the unit. We also emphasize on the ‘energy efficiency ‘ of the HVAC unit as it is a key parameter to arrest excess energy wastage part of our sustainability initiative ‘ActingHere Planet21’."

KP Das, VP, engineering and projects, Concept Hospitality

ENERGY EFFICIENCY

from ambient air as a viable solution for effective HVAC, for example using the heat recovery wheel to utilise the exhaust air temperature to maintain fresh air,” said Vinay Chaurasia, chief engineering officer, Radisson Blu, Agra.

Again, selection of HVAC solution depends on the topography of the place the hotel is located in. Herman Peres, chief of engineering, Le Meridien Goa, Calangute added, “Being in the coastal belt, we have selected central chilled water system operating with a low KW/Ton. We have also installed water heat pumps to aid the

Hoteliers who are looking at upgrading or expanding operations are increasingly choosing to go for Variable Refrigerant Flow (VRF) and VRV (Variable Refrigerant Volume) systems with either building management system (BMS) or electronic control system for guest rooms as this drastically reduces power consumption and it is energy efficient as well. Radisson Blu Agra recently upgraded its HVAC systems and added some equipment to make it more energy efficient.

“All the air handling units (AHU) and treated fresh air units (TFA) for banquet and kitchen area have been fix variable frequency drives (VFD), and it controls the speed of the motor and in turn maintains the desired temperature. We have added a BMS to monitor HVAC and to control the required temperature accordingly,” said Chaurasia.

Peres added, “We have selected chillers with variable speed drives, maintain the right approach temperature, installed variable frequency drives for the secondary pumping system. Rooms are provided with balcony door cut off switch.”

Sunil Upadhyay, chief engineer, Sheraton New Delhi explained that

Satyajit Kotwal, general manager, The Resort Hotel.

the HVAC system mainly consists of a chiller plant, based on the distribution system which contains a primary or secondary pump, a cooling tower along with a condenser pump.

“A network of very dense pipeline takes the conditioned water or chilled water to the low side or distribution side. The low side comprises of AHUs or FCUs, which as a whole attributes to one HVAC system. After sale services are very critical so it is essential to ensure the supplier is locally available. While, there are multiple suppliers for HVAC, an important criteria for selecting the suppliers or manufacturers is that the product should yield high efficiency output,” he stated.

BALANCING ACT

While HVAC solutions involve cost, especially in terms of energy, hoteliers also need to walk a tight rope to ensure that HVAC cost savings do not interfere with guest satisfaction.

“Our HVAC system continuously

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OPS & SERVICES DESIGN

Sunil Upadhyay, chief engineer, Sheraton New Delhi.

works especially in guest room since they control the temperature depending on the guest’s requirement, there is no chance of complaints,” said Das “Individual thermostat controls in guest room to maintain temperature as per guests own comfort, integrating the smart guest key card with the air conditioning (fan coil unit) in the rooms, to maintain separate stipulated temperatures while the room is occupied or unoccupied and saving energy effectively by proper scheduled maintenance of the system, a poorly maintained system will result in more energy cost liability are ways in which HVAC can work without negatively impacting guest comfort,” said Chaurasia.

Satyajit Kotwal, general manager, The Resort Hotel (K. Raheja Corp Group of Hotels), Mumbai added, “We have a strict schedule of Perpetual Maintenance Management System, which we follow religiously.

It is not only to control the HVAC Cost but the breakdown cost of all the machines as well. Even with the changing season we do play with the settings of systems so that there should be energy saving and same time guest satisfaction is not impacted.”

Proper selection and maintenance of pump, VFD on all electrical motors like pump, AHU and cooling tower fan, keeping the approach of the plant/heat exchanges as low as possible by using automatic tube cleaning systems, routine cleaning of FCU, AHUs, coil and foil cleaning and smart technologies for rooms, which sense the occupancy levels and in

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In the case of multiple chillers, software can manage the start/on/off modulation automatically based on the indoor requirement and outdoor conditions

case of no-occupancy switch back to energy saving mode are some ways in which Sheraton New Delhi us maintaining a well-organised system wherein they save on wastage and costs.

VENDOR SELECTION

Internationally branded products find more favour among hoteliers as they come with standards of service and quality. Again, there are myriad HVAC options that need to be considered while constructing a new property or renovating existing one. “Proper load designing of HVAC cooling according to the area, avoid laying of ducts in open areas like terrace and ensuring all ducts should be properly insulated and checked for any air leakage are some key factors. Also, avoid temperature loss by proper air sealing of the areas and proper insulation of the chilled and hot water pipelines. Installing energy efficient hot water production systems with heat pump technology will reduce the energy load of the system and installing hot water boiler which run on natural gas to avoid burning diesel fuel which is less efficient and more expensive to operate,” said Chaurasia.

The basic criteria for selecting suppliers remain value for money, quality, reliability and most importantly service. “We look at the after sales support, AMC costs and local avail-

ability of critical spares, etc. We also look at the IKW/ TON when selecting the chillers, prefer CTI certified cooling towers,” said Peres.

Puppala explained, "In the HVAC space there has been in increasing concentration on energy efficiency and several companies are engaging their R&D teams in coming up with solutions that will conserve energy at the same time provide effective coverage and maintain standard thermostat levels. There is also a greater focus on finding more compact and space friendly units that have higher performance or have dual utility. Primarily the three main points that one must consider while selecting a vendor are the EER (energy efficiency ratio) of the unit to be around 0.5, overall comparison of procurement, installation, running and maintenance cost and after sales support that the company provides for the unit."

TECH TALK

There are several technological innovations are seen in HVAC systems space. Freon free gas, which protects ozone, is now available in the market but is a relatively expensive option. “Dosing the nano fluid in hot water and chilled water close circuit system to increase the system efficiency and reduce the cost is what we are working on the feasibility for our property before installing the

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OPS & SERVICES DESIGN

system. We are also doing a feasibility study of using reflective UV film up to 95% to avoid ultraviolet rays hitting our façade area and guest room glass in order to reduce the heat transfer,” said Chaurasia.

Naturally while upgrading, hoteliers are looking to opt for new age technologies. Peres explained, “During planned renovations we upgrade the low side items such as thermostats, FCUs, AHUs, look to improve the indoor air quality.” In terms of technology, it has evolved since the last 10-15 years.

There was a time when the capacity of per ton of cooling system was 1.5 to 1.6 kilowatts per units. However, the same is 0.53 to 0.48 which has reduced significantly. In fact, today hoteliers have progressed to EC motors, which are readily available and more efficient by delivering the same output in a much lower consumption of electricity. Chillers are now VFD (i.e very soft start chillers) operated/manufactured.

With the rampant growth in technological implementations, today, we have software’s which can pro-

Sridhar Puppala, chief engineer, Novotel Hyderabad Airport.

gram a number of equipment at one go. In the case of multiple chillers, software’s can manage the start/on/ off modulation automatically based on the indoor requirement and outdoor conditions. “These software can maintain high efficiency levels by adjusting the set points, maintaining the load sharing between multiple chillers. They can also adjust the operations of fans in cooling towers, pump operation as well and set a command to ensure the other chillers start. This software takes the responsibility of the entire process

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as they understand the need of the hour and attend to it in a seamless manner. Instead of placing the entire load on a single plant the load is well distributed to avoid machine overload. The chiller plant in the HVAC system, has two heat exchanges: the condenser and the operator. If the water quality in these two areas is well maintained this can increase the efficiency levels as well. Automatic tube cleaning systems is another technological innovation that has been implemented, leaving no room for scale formation," said Upadhyay.

Besides the technical selection, the efficiency of the system is also fairly dependent on the user or the maintenance team. There are certain maintenance schedules that needs to be followed. For instance, alignment, filter and coil cleaning on regular intervals play a vital role in maintaining the efficiency and the output of the system. Hoteliers realise that energy costs can make or break the bottom line and hence are evaluating their HVAC solutions to be able to strike the right balance between being cost effective and guest efficient. HI

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OPS & SERVICES TECH

SOCIAL MEDIA’S CHANGING RULES

As the world gets more digitalised and gentrified, social media marketing is assuming more importance and hoteliers know that investing in these marketing channels is a must

BY BINDU GOPAL RAO

S

ocial media marketing, also known as e-marketing or digital marketing, is becoming popular among people. The sustained increased in smart devices has meant that people are always connected in the digital world. As a marketing platform that is able to target specific audience, social media is certainly changing dynamics of con-

60

nect with guests and stay in touch with them regularly.

Tapping into the social media market and communicating with followers is no longer an option – it is a requirement. Aggressively cultivating guests on Facebook, Twitter, Instagram and other social media platforms is a critical way to create loyal customers and brand followers who continue coming back for your

hospitality, attentiveness and services and turn out to be your brand ambassadors lifelong. “The best strategies to adopt would be to use exceptional guest service to engage guests to write about the same and track social media metrics so you can work towards uplifting the same,” said Sayantani Ghosh, assistant social media manager, JW Marriott Kolkata.

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OPS & SERVICES TECH

them over a longer duration.”

Hotels use different platforms to manage social media engagements.

Sprout Social is an app used by all Hyatt hotels globally to analyse social media performance. Ghosh explained, “We have an active presence on all major social networks.

Ranging from Facebook Ads Manager to Instagram and beyond, it is very enriching to engage with our guests. We primarily use Revinate and Sysomos Publish to monitor our performance and manage our social media engagements on various platforms respectively.”

Arindam Mukherjee, general manager, Mercure Dwarka added, “We at Mercure Dwarka, largely use the inbuilt Facebook tools like Facebook Analytics and Ads Manager to understand how our organic content is driving return on investment for our brand. To leverage User Generated content, Local Measure is also a great tool through which we can access all the images by tracking check-ins and use them to drive engagement with users' permissions.”

Vishal Singh, general manager, Hyatt Regency Pune.

Sayantani Ghosh, assistant social media manager, JW Marriott Kolkata

MAKING THE CONNECT

Engagement remains the major focus to analyse the social media programs followed by the reach and brand recall from the communication sent. Vishal Singh, general manager, Hyatt Regency Pune added, “Placing guest experiences at the core of every communication and using them to become advocates of our offerings is one of the integral strategies in leveraging social media. That’s what we follow at Hyatt Regency Pune. Providing offerings and communication relevant to our audience also helps us connect better and thus retain them for loyalty and engage with

It is important to make the existing customers feel rewarded for their stay at the hotel. The guests should be encouraged to check-in at hotel with their Facebook or share an image of the food/view they are enjoying. Gamifying the experience on social media to give them more loyalty points is another great strategy to look at. "The customer base that have stayed once with Mercure Dwarka can be reached out through a good email marketing campaign where they can be informed about something new happening at the property, an exciting offer or anything that you may want to inform them about," said Mukherjee.

Hoteliers mainly track key soA report titled ‘Internet in India 2017’ says that the number of Internet users in India will touch 500 million

by June 2018. With data plans becoming increasingly more accessible and affordable, and the widespread use of social media, hoteliers can no longer ignore using this as a marketing channel.

cial media metrics like impressions, reach, engagements (likes/ comments/shares/clicks) and engagement rate. Social media plays a pivotal role not only for marketing the brand, but also to ensure the creation of a top of mind recall and to increase customer loyalty.

“Usage of social media platforms to understand the pulse of our target audience and to quickly act on feedback, thereby building loyalty and engagement, capturing guests’ special moments to post on social media and build an emotional connection and creating events on Facebook and other platforms to build awareness and recall factor are some ways in which we make this connect,” said Sriram Ramaswamy, director of sales and marketing, Indore Marriott Hotel.

Engagement remains the major focus to analyse the social media programs followed by the reach and brand recall from these communications. “We have a tool that

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OPS & SERVICES TECH

Sriram Ramaswamy, director of sales and marketing, Indore Marriott Hotel

helps us drive insights into organic and inorganic growth across the social channels and also helps with the recommendation based on audience behaviour to enhance our social media following,” said Singh.

The efficiency of the social media campaigns are measured by the number of people that the post reached, the demographics, post view time, video view time, post click rates vs the impressions, number of likes on the page, number of likes on posts, number of followers, number of shares, number of comments, number of positive remarks and reviews, number of customers interacting through Facebook Messenger, contests and the like.

“Platforms such as Facebook, Instagram and YouTube are those best suited for our brand. This is because we can create visual content through Event Stories, happenings at our Hotel, promotions, etc. in a picturesque form, which is more communicative and engaging and most importantly, without content limitation,” added Ramaswamy.

INVESTING RIGHT

Naturally making the right kind of investments in social media strategy is a key factor in most hotels.

“In the coming times we intend to heavily invest in social media marketing as it helps us reach the right target audience in a shorter span of time. It also helps increase traffic to our brand and restaurant’s websites to help with room and table reservations,” said Singh.

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While most hoteliers recognise that social media marketing is a key element, they also understand that working with creative, digital organisations can help them in this endeavour. These companies plan campaigns in a methodical manner and ensure that the promotional content on social media is available well before time.

“The investments need to be big because digital is the new future.

Social media strategy has gone a long way in just being a communication platform to one that can actually drive revenue from the brand.

We ensure significant investment in order to use it effectively for our desired goals,” said Mukherjee.

Ghosh claimed that since Kolkata considers JW Marriott Kolkata as a premium stay and dining destination, they want to secure this guest loyalty and reward them for choosing us. “Our investments will be aimed at strengthening this fan base, growing our clientele and thus taking a step ahead towards engaging with them over digital platforms,” he said.

While there are several social media platforms, Facebook still rules

Likewise, JW Marriott Kolkata recently ran a monthlong campaign for their first anniversary celebration in Kolkata. Using the #LandmarkOfLuxury hashtag that celebrated the stories that have culminated at JW Marriott Kolkata, the hotel saw an increase in organic reach and engagement by 10%, over 200 organic followers within a month and engagement increase by 20% in Instagram, over 3000 organic Facebook followers in a span of fewer than 15 days and 143K+ views for the campaign

the roost because of the sheer penetration in the digital space and the use of platform by millennial and mid-age people alike. “With so many new ad solutions available on it, a hotel can actually use it to drive a lot of engagement and recall.

Also, since Instagram is a lifestyleoriented platform, any hospitality brand should have a coherent Instagram strategy to make sure they are mapping user generated content as well,” said Mukherjee.

Again with social media an element that must be understood is the concept of organic and inorganic followers. “Google analytics and Facebook insights give us detailed descriptions and charts that help to

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OPS & SERVICES TECH

to our target audience. Pictures on social media is like a highway filled with a billboard that increases our brand awareness by creating beautiful content and interact with our guests and online advertisements to attract even more,” said Ghosh GAINING A SOCIAL EDGE

determine organic versus inorganic reach,” averred Ramaswamy.

Instagram is one platform that has taken off well in the recent times and hoteliers seem to be thrilled with it. “In the current scenario, it is working really well for us. The food and space shots create great user engagement and also help us get new followers, comments, generate enquiries and traffic to the brand website,” opined Singh.

Hoteliers also constantly work to figure out which social media platforms are majorly used by their guests and focus on ensuring their consistent presence in each one of them. “To start off with a few networks like Facebook, Twitter, Instagram, or YouTube is a mode to not overload ourselves yet focus more on engaging with our followers and getting our brand stand out there.

Platforms like Facebook have introduced paid advertisements that can be boosted as well as sponsored and suggested posts. Creating advertisements that are attractive and easy to read helps us give our brand greater visibility as we ensure to use their targeting features to assure that we are reaching out

Social media has managed to create a big impact in several hotels and a case in point is the promotion at Hyatt Regency, Pune. “The Qureshi Kitchen has been one of our most successful social campaigns in terms of increase in followers and reaching the target audience who appreciate the cuisine. The food shots were appreciated by our followers and got footfalls to the restaurant. It got so popular that we ended up fixing Wednesdays as Kebab nights at The Café,” said Singh.

Likewise, JW Marriott Kolkata recently ran a month-long campaign for their first anniversary celebration in Kolkata. Using the #LandmarkOfLuxury hashtag that celebrated the stories that have culminated at JW Marriott Kolkata, the hotel saw an increase in organic reach and engagement by 10%, over 200 organic followers within a month and engagement increase by 20% in Instagram, over 3000 organic Facebook followers in a span of fewer than 15 days and 143K+ views for the campaign.

“Measuring social media activities help us learn about campaigns that are largely successful and also ones which are not. For us measuring the analytics of an ongoing promotion is necessary for keeping up with the overall pulse of general conversation about the various offerings and services available at the hotel. Once our movement tracking of a particular campaign is set up, we can just let it run and check in regularly to monitor the progress,” said Ghosh. In fact today, digital marketers are hired separately to ensure that the hotels are being discussed on social media.

With social media it is well understood that organic followers are the key to success. For detecting inorganic growth, it is helpful to analyse any platform more extensively. The

Arindam Mukherjee, general manager, Mercure Dwarka

first indicator for purchased followers from a quantitative point of view can be a sudden follower drop followed by a negative growth rate.

However, there is no generic formula to determine the right balance of organic vs. inorganic followers on social media followers.

“In today’s world all social media platforms have built-in various data analytics tools that enable us to track the progress, success, and engagement of ad campaigns that we run throughout the year. Social networking websites not only benefits organisations like us to interact with one another but also to build relationships with our guests online in no time. It is thus a participative and open forum that gives us a platform to improve site traffic, increase the ROI (return on investment) and instantly talk about our ongoing culinary promotions, products and services to reach out to the targeted audience with organic reviews and management response that greatly helps guests to identify positive guest experiences to plan their visit or stay at the property,” explained Ghosh.

There are several studies and research reports that indicate the efficacy of social media as a marketing tool and hence hoteliers are upping their game to ensure they are connected with customers in real time.

As its name implies, social media involves the building up of relationships that encourages participation and engagement through innovation.

And hoteliers know that the way forward is all about ‘being social’. HI

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THE SECRET SAUCE OF SUCCESS What is the secret to a general manager’s success? Do they have to work very hard at it? Is it an art form or a personality trait? Or is there some science behind it?

BY PRADEEP SUVARNA

A

hotel general manager (GM) is often considered the quintessential firefighter. In addition to ensuring that the room occupancy for their property is high, they are responsible for the brand’s reputation, guest acquisition and management, as well as owner engagement. And they have to do this with effortless grace, charm and prudence.

In this article, we find out how changing times have seen a GM’s role also evolve. What better way to understand this than to ask some popu-

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lar GMs how they manage these challenges with panache and prudence.

Mohammed Shoeb, GM of Holiday Inn Mumbai International Airport, Sujeet Kumar, GM of Sheraton Grand Bangalore Hotel at Brigade Gateway, Srijan Vadhera, GM of Fairmont Jaipur, Sandeep Joshi, GM of Radisson Blu Plaza Hotel Hyderabad Banjara Hills and Abhijit Ghosh, GM of Hilton Shillim Retreat Estate and Spa share their perspectives.

What are some common traits of successful GMs? Abhijit Ghosh: He should be able to

inspire his team to live up their best potential and get the desired results from them in terms of guest satisfaction and business performance. He should aim to build a creative and harmonious work environment.

Srijan Vadhera: Flexibility is the foremost trait as the volatile nature of our industry ensures that every one of our colleagues is on their toes all the time. At such times, the GM should be able to manage the business survival, and find ways to reach the company’s vision.

Effective communication is another desirable characteristic. Mere oratory

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skills don’t define a visionary leader.

Effective leaders are those who show their personal character by empowering their associates. But these two traits cannot be realised without successful planning. A GM should be well-organised, knowing when and what things should be done, based on business goals. They should also know how to supervise employees to achieve these goals.

Lastly, a good GM should be able to lead the associates and should have leadership qualities like emotional stability, enthusiasm and self-assurance.

They display emotional stability by not getting overwhelmed by frustration or stress. Enthusiasm means they are energetic and engaged, while selfassured managers are not overly-affected by mistakes or failures.

Mohammed Shoeb: A successful GM must manage guests and employees, while inspiring and motivating the hotel team. Apart from spearheading the hotel operations, he is required to be extremely sales-focused. Small gestures like interacting with the guests and trying to understand their preferences is immensely appreciated. Since this is the business of relationship management, its success lies in proper planning and empowering teams across departments and ensuring everything is working smoothly at the hotel. Several other traits include devising marketing strategies to accelerate business growth and increasing turnover, ARR, occupancy and RevPar. Sujeet Kumar: Successful general managers are all known for their individual leadership style. For me, it has always been important to lead by setting the correct example, having a disciplined yet flexible approach while being able to think on the feet and come up with out-of-the-box ideas for guest and associate engagement. Strategising with business acumen and a thorough follow-up to achieve these innovations play a key role, along with mentoring talented associates and managing with available resources to achieve business results across the hotel.

Sandeep Joshi: Successful GMs have to be emotionally intelligent,

honest and hold their team to the same performance and accountability standards that they hold themselves to. They show the ability to make decisions with right numbers in a quick span of time to get the best results from their team. They will take charge of their own targets and, on the same note, take responsibility when things don’t go according to plan. They foster a culture of accountability so their employees understand the importance of responsibility for their actions as well.

A good GM understands that poor performers who are allowed to stick around cause high performers to leave, and make it harder to attract new high performers to the team. So they rid the team of non-performers.

Successful GMs also embrace digital world and develop an understanding of contemporary technology. They must be able to spot talent, train and mentor it. Imparting knowledge and skills to another person takes inspiration, dedication and perspiration.

Mohammed Shoeb, GM Holiday Inn Mumbai International Airport.

How has a GM’s role evolved over the past few years?

Mohammed Shoeb: The previously de-

Sujeet Kumar, GM, Sheraton Grand Bangalore Hotel at Brigade Gateway.

fined roles used to be keep a GM restricted to hotel operations, marketing and guest relations' management. He was earlier found in his office, but changing times have brought him to the front door.

He can now be seen around the front desk and in the lobby inquiring about the guests experience and taking first-hand information from guests.

their property running smoothly, while handling challenges with a patient and pleasant attitude. They have to keep guests satisfied and employees motivated.

Their key responsibility is developing and implementing business strategies for the hotel, which are aligned with that of the brand and the hotel owner’s overall mission, vision, values and strategies. GMs are responsible to achieve the hotel’s profit, excel in customer service and revenue goals in terms of REVPAR. They play a very important role in developing and implementing strategies and practices, which support employee engagement.

Sujeet Kumar: A GM’s responsibilities are swiftly evolving, keeping pace with the industry. While previously, they were expected to lead hotel operations, today they are like a hotel’s CEO – actively managing the profits and losses. They oversee all departments and are actively involved in every vertical, from meet-

Sandeep Joshi: In the past, the role was primarily guest facing and building the hotel’s PR as a lobby super-host, which in today’s world is outdated. Previously, simpler organisation structures and limited bureaucracy gave GMs ample opportunity to remain active on the shop floor with guests. Nowadays, they have to juggle a wider range of tasks and, as big brands come to dominate the market, words such as 'governance' and 'strategist' are right on their face.

Today, they need to keep a hawkeye on every function related to a hotel – from entrance security to the quality of restaurant service to spa management. Their job is to keep

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provided. Next comes team management. After a busy day, I always like to go back to my team to check if everyone is okay. For me their comfort is as important as a guest’s comfort. Though there are many similar responsibilities, GMs have to focus on building contacts, keep abreast with new developments and have an outgoing attitude to promote the property. They should also be more hands-on in operational activities.

Srijan Vadhera: A GM’s role has never been static and with a variable job description, they, as a rule, tend to be quick to adapt. Earlier, as the organisation’s brain, they were seen leading the cavalry from the periphery. However, recent times have brought them in the front and centre. As a GM, I am as involved in guest interactions and operations as I am in handling decisional situations regarding the property’s owners and my colleagues.

Srijan Vadhera, GM, Fairmont Jaipur.

How do you stay updated about the supply/demand scenario in your competitive market?

Abhijit Ghosh: As a GM, it is all about

Sandeep Joshi, GM, Radisson Blu Plaza Hotel Hyderabad Banjara Hills.

the people who you liaise with on a regular front and keeping yourself abreast with what new developments.

At any point of time, you are required to keep pace with the growing demands of the market.

Abhijit Ghosh, GM of Hilton Shillim Retreat Estate and Spa.

ing potential high-net worth clients with the sales team, to hosting longstay guests in engagement activities, to hiring and training of new associates, to moulding a productive team. They are also required to be innovative in keeping up with the times, be cost-conscious and drive environment-friendly and revenuegenerating initiatives.

Abhijit Ghosh: First and foremost is guest management, instilling in them the confidence about the brand, property and services that are

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Sandeep Joshi: The best way is stay attentive to your local competition – in today’s time, rate shopping as a tool is a good indicator of market buoyancy. Use a pricing intelligence solution to analyse your local competition in real-time.

Once you have access to this data, you can react to local market intelligence to make meaningful room pricing decisions. Combining this information with room distribution technology will help you build a reliable forecast picture.

Using the data from a channel manager and a revenue management system can be an influential tool for your analysis. Think about breaking down the data further looking at booking channels, room types, and average length of stay, booking behaviour, and traveller segment.

This will help you to create accurate forecasts and decide pricing, based on supply and demand.

Srijan Vadhera: A constant exchange between leadership personnel and community takes place, so we are often aware about the demand and supply. Traditional channels such as market research companies and hospitality consultants also keep us informed.

Social media is another important tool. With time, one has to make decisions based on newer technology to assist or enable procurement professionals to stay up to date on the market developments. Social Media can bring more visibility, give better learning opportunities, increase profitability, booking prices, etc.

Sujeet Kumar: Regular guest interactions and a personal involvement by way of sales calls goes a long way towards understanding the changes in the dynamic market place. I also rely on industry journals and online/ offline publications. Additionally, I keep aware of major city events and trends through online/offline portals and publications and accurate market intelligence.

Mohammed Shoeb: Hospitality is a close-knit community, where there is constant information exchange. This helps. Additionally, we get supply and demand data through various intelligence reports, market research companies or consultants.

How do you ensure high room occupancy for your property consistently?

Mohammed Shoeb: We have been able to retain a dedicated customer base due to our differentiating products and services. By putting a striking differentiator to a brand, guests can experience a unique and memorable stay that ensures repeat visits. This also helps in building a loyal customer base that synthesises a sense of hospitality in their minds pertaining to our unique branding.

Srijan Vadhera: Personalised service always has a high impact; it is not an option for luxury brands, it is mandatory. As a key-driver for satisfaction, it is also crucial to recruit new guests. Personal engagement

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Effective GMs are those who show their personal character by empowering their associates.

and ‘taking ownership’ are prerequisites to bring success to newer services.

At Fairmont Jaipur, we believe in customising our offerings for each of our discerning guests. Right from the time a guest checks-in, we plate up the most exquisite details to make the stay memorable. From handwritten notes to simple personal touches in every gesture, the hotel enhances the guests’ experience and ensures they have an unforgettable stay.

Abhijit Ghosh: Hospitality is an ever-evolving business; one can’t just choose to stay stagnant. Thus, to ensure consistency in room occupancy, you have to choose new avenues and market segments, understand current trends and adapt to it. Knowing a property’s USPs and strengths would give you an opportunity to reach out to the new target markets, explore newer ways of guest satisfaction and give a more personalised touch to your clientele.

Sujeet Kumar: With increasing inventory available in the market, it is becoming more crucial for us to identify and acquire new business through social networking and comanaging top accounts personally.

It is imperative to build relationship with clients, deliver on promises and provide non-intrusive customised services to guests at every critical touch point. These personalised gestures, along with innovative client engagement activities ensure guest loyalty. All these measures to gain new business and retain old guests, ensure the room occupancy at the property remains consistently high.

Sandeep Joshi: Hotels need to market their offers on the right platforms. Your hotel branding, websites, social media platforms, etc, should be in sync with your marketing goals. Use emotions to connect with audiences on social media. Once you have a firm grip about your peak and off seasons, use the data to create

exclusive deals and packages. Let the talk point be the benefits instead of focusing on the features. We also offer an additional complimentary night during our off-season months.

Regular visitors can be upgraded to a suite to win them over. Instead of heavy discounts that may not add up to your hotel revenue, offer addons to tempt the guest into making the final booking.

Speed up your website, add the right call-to-actions section on your landing pages, add a booking engine, and ensure direct messages on our e-mailers. This produces more bookings. Effective room distribution on various online travel agency (OTA) platforms is a key strategy but lot of times under rated process. A property management system integrated with a channel manager has proved to be extremely useful for us.

This assists us to distribute rooms evenly, and update rates and packages quickly. HI

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QUICK CHAT

Internships are an essential part of the curriculum and the learning experience.

COURSE CORRECTION The growing travel and tourism business has led to improved job creation.The onus is now on hospitality educational institutions to focus on student employability, not just course completion

BY VINITA BHATIA

D

r Dimitrios Diamantis is the Dean of Graduate Studies at Switzerland’s Les Roches Global Hospitality Education, where he oversees the post-graduate diploma and MBA degree programmes. A PhD holder from Bournemouth University and an MSc in Tourism Marketing from Surrey University, he has written widely on ecotourism and globalisation in tourism.

He tells Hotelier India that as the country witnesses a robust growth in travel and tourism business, the in-

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dustry will need well-prepared manpower to fill up the ranks. The onus now lies on hospitality education institutes to focus not just on the curriculum, but on student grooming and honing their employability, which goes beyond course completion.

What are some gaps that currently exist in the hospitality education available in India, provided by various institutes here? How have they affected the hospitality industry overall?

India is experiencing a strong growth

in the travel and tourism sector leading to further job creation. The sector already accounts for 12% of total employment and the local Institutes of Hotel Management (IHMs) under the National Council for Hotel Management and Catering Technology (NCHMCT) are doing their best to keep up with the demand.

At the same time, foreign arrivals have reached a record high of 10 million in 2017, attributing to India’s global attractiveness as a destination and the effectiveness of different national tourism campaigns. However,

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QUICK CHAT

there is still lot of room for growth (in the same period, China welcomed 29 million foreign visitors).

How can these institutes create teaching methods and upgrade their curriculum to enable their students to adapt to the rapid change that the hospitality industry is witnessing?

To deal with this influx of visitors from abroad, it is vital for hospitality professionals to gain international exposure and experience to better cater to the needs of these discerning guests and offer the service standards they have come to expect. This will require institutions to create international synergies, a globally focussed curriculum and innovative teaching methods.

How can technology be used as a teaching aid in every possible aspect of hospitality education? How can this be done so that it is interactive, informative and relevant?

Technology is having a big impact, both on the hospitality industry and the behaviour of today’s student generation. It is important to integrate these developments both in the course content and the delivery: for example, for students to understand online distribution of rooms, they need to see the working of supply and demand, the elasticity of price over time on their own devices. Also, the use of technology can stimulate better learning in form of visual content and simulations to increase learning effects.

Do you think institutes focus on employability education, or is the focus more on completion of the course curriculum?

I can speak only for Les Roches campuses, where we always focus on student experience and ultimately student success: Employability goes beyond course completion, but is synonymous with preparing, coaching and empowering students by giving them the tools and skills to make their own way and become the next generation of leaders in the hospitality industry.

Dr Dimitrios Diamantis, Dean, Graduate Studies, Les Roches Global Hospitality Education, Switzerland

Often, students at institutes are equipped with theoretical knowledge, but lack real-life know-how.

How can this be imparted to them, so that they can fit into the real-life hospitality world easily?

Hospitality management education is so unique exactly because it combines practical with theoretical training: The traditional Swiss model of education lays the operational foundation of kitchen, service and reception already on campus to prepare students for mandatory internships, where they apply and develop their skills in a real-world environment. This tested approach has been successfully preparing hospitality leaders for over 100 years.

While some educational institutes offer internships, do you think that this is enough to help the students get an insight on what the future of their career might be?

Internships are an essential part of the curriculum and the learning experience. Practical courses are intended to prepare students for their internships for them to benefit and achieve the best learning outcomes. Once back on campus, the curriculum needs to follow up on the internship experience and build on new skills and confidence. Also, it is often during internships that students make their first important connections for later employment.

In the hospitality industry, soft skills like communication, teamwork, leadership skill, etc, matter a lot. How can education institutes impart soft skills and cognitive non-academic skills, so that the students are better equipped for a successful career?

It is true that hospitality management education imparts a wide range of soft skills that graduates later apply in their leadership roles or transfer to other industries. Some of these skills develop through the unique practical aspects of hospitality management education, such as teamwork and management of others, while cross-cultural communication and understanding flourish in an international student or work environment.

Institutes are well advised to not only test and grade hard skills and theory, but find ways to assess personal qualities such as behaviour, attitude, motivation and engagement. After all, that is the nature of hospitality.

How can these institutes make a distinction between must-have and good-to-have soft skills to harness the human capital they are training?

There is little sense for academics to distinguish between different types of soft skills, as they are highly individual and differ based on each person’s character. In a people business like hospitality, all soft skills are a must-have!

Most importantly, how do educational institutes engage with hotels and restaurants to ensure that their students get good placement?

Academics and professionals will need to work closely together to address the prevalent skills gap in the hospitality industry. Academics need the inputs from industry leaders to adapt and make course content more relevant, while companies need close need to maintain close relations with schools to secure and retain the best available talent. HI

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DESIGN

EAT, WORK, SLEEP, PLAY, REPEAT

That is the tagline of The Den Bengaluru, a luxury hotel focused on millennial travellers. It is designed to ensure these guests are positively and emotionally engaged throughout their stay

BY VINITA BHATIA

C

atering to the hipster millennial traveller often calls for a complete rethinking from an hotelier’s perspective. Most presume, sometimes incorrectly, that this crowd wants vivid colours and a nightclub approach accompanied by loud music. But is that truly what they crave?

When The Den Bengaluru planned work on a luxury hotel largely targeting the millennial six years ago (it lost time and ground due to various governmental issues), the Israel-based owner-operator company decided to understand what these guests really expected during their stay. They realised that right on top of the list was comfort and premium service.

Next, this generation of digital natives sought intelligent use of technology, in guest rooms and elsewhere in the property. At the same time, while they wanted technology to be omniscient, they did not want it to isolate human interaction, hence communication with associates was needed.

The design of guest rooms as well as

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various spaces in the hotel had to be thoughtful, with a distinctive character. With these insights, L&T started construction of the 226-room hotel, while JLL managed the project and it was launched in December 2017.

DESIGN MAKES A DIFFERENCE

While catering to millennial guests, there is a need to create a designdriven hotel with unique features.

“This genre of travellers like to bring their own entertainment devices, hence we have a smart Apple device in every guest room that lets the control their own music and movies and which they can sync with the 49” smart TV,” said Vinesh Gupta, general manager, The Den Bengaluru. “Additionally, the hotel designers have ensured that the rooms sport a spacious, bright and soothing interior with an understated sense of luxury.”

There are four room types – regular, corner, studio, club and suites. The typical writing desk with chair has been replaced with an elegant table with a touch-lamp and guests can

QUICK FACTS • 226 rooms, measuring 360 to 400 square feet • 4 F&B outlets – The Creek, The Nest, Deli and Cold Press • Over 10000 square feet of events space across seven banquet venues • Owned and operated by Israeli hotel chain, The Dan Hotels • Located on 2.8-acre land parcel in Whitefield, Bengaluru • 25 floors, with a rooftop Mediterranean restaurant, Layla, coming up perch on a window ledge to do their work in an informal fashion. They can assuage their midnight cravings from the complementary cookie jars that have cookies, nuts and chocolates – a thoughtful gesture from the hotel. A faux Louis Vuitton trunk transforms into a storage unit, while the top can be used to place other luggage.

There is an espresso maker as well as a hotel kettle in every room, in addition to a mini-bar, though no alcohol beverages are stocked yet, as

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DESIGN

the hotel has not received its alcohol permit. The spacious bathroom in each room is well stocked with Kama Ayurveda amenities.

ALL WORK, MORE PLAY

Common millennial characteristics include a strong affinity for entertainment, something that The Den Hotel has tried to provide. The 15-seater Cave is a private cinema room for guests within the property that recreates a sophisticated living room experience. “Guests can pre-book the area, order their food and then watch any of their favourite movies or TV shows on the big screen at their convenience,” explained Sandeep Sahdev, director of sales and marketing, The Den Bengaluru. For others who want a little more action, there is the Play House with a variety of 80 single and multi-player games on a digital tabletop machine, or a Xbox, after a few rounds of snooker. For those who are into heavy machinery, The Studio is a basic gym that can help them stay fit and toned while they are travelling.

Tuning into the evolved changes of how millennials live, eat and work, Sahdev said that The Den has also made adjustments to its design elements. Hence, it does not have a conventional formal restaurant, though The Creek offers breakfast, lunch and dinner service. “This offers them the choice to have a full meal or if they want to just graze on something or grab something on-the-go, they can pick it up from The Deli,” he said.

“We have guests who might want a semi-private area to work, and they can sit at The Nest, which is a trendy bar. Thus, everything at our hotel is very fluid, because we wanted to give people choices to live and work the way they want to.”

UNCONVENTIONAL ASPECTS

Millennial travellers prize unconventionality and originality along with comfort. This requires an openminded approach from the hotel company’s perspective as well, while designing as well as operating the property. It also means looking at smaller elements that can make a bigger impact rather than mak-

ing bigger changes that might not leave a mark.

For starters, Gupta decided to do away with traditional uniforms for associates. Keeping with the brand’s black and white design, those in the F&B department sport an informal black T-shirt over jeans and black sneakers. Ladies manning the front desk wear a black dress with gold-nblack scarf, while ushers wear white Chinese collar shirts.

Accents of gold are felt throughout the property, be it in the anodized finish that the aluminum walls in the lobby sport, or the staff attire.

A faux film covers the entire ceiling at The Creek to make it look deceptively like a gold-glazed mirror. The bathroom amenities, too, are in this colour and Gupta is happiest when guests carry these products with them, as he feels that this is extended marketing of the property!

The Den has striven hard to tap into the growing potential of the urbane and urban globe-trotting traveller segment, that does not seek a cookie cutter experience. They have tried to custom-designed most elements in the hotel to communicate cosmopolitan chic. Will their gamble pay off? HI

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EVENTS HICSA 2018

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ince its launch in 2005, Hotel Investment Conference – South Asia (HICSA) has earned the reputation of being the premier hospitality event for the region, offering an unparalleled platform for industry stakeholders to network, exchange ideas, and explore new opportunities. Committed to creating value for its diverse range of attendees, HICSA has always been applauded for proactively changing with the times, and this year is no different. After a successful run for 13 years, 2018 will see a new avatar of the event, which will be hosted by the young and effervescent brand, Hotelivate, a new-age hospitality consulting firm founded by the former HVS India team. Straying away from the usual format, the conference will have less of panel discussions and more of exciting one-on-one interviews of industry leaders by industry leaders, master classes and more than ever before Ted-styled talks.

HICSA 2018 will be held at the Grand Hyatt Mumbai on April 4 and 5, 2018. Day one of the conference will be exclusively for interviews and keynote addresses in an endeavour to make the event more contentrich. It will commence with the much-anticipated uncensored interview of Manav Thadani, founder and chairman of Hotelivate, followed by Deepak Bagla, managing director and CEO of Invest India, musing over Incredible India: Credible Returns. The other keynote addresses will be by Nakul Anand, executive director, ITC Limited and Roshan Abbas, chairman, Geometry Global Encompass. In addition to this, the event flow has been punctuated with interviews of Arne M Sorenson, president and CEO, Marriott International; Deep Kalra, chairman and group CEO, MakeMyTrip; Gaurav Bhushan, global chief development officer, AccorHotels; and Patu Keswani, chairman and MD, Lemon Tree Hotels Limited.

Master classes, the most contemporary concept of the event, will be held on day two in the form of

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EVENTS HICSA 2018

CHARTING THE COURSE Hotelivate will host South Asia’s popular hospitality conference, HICSA 2018, in an all-new avatar

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EVENTS HICSA 2018

concurrent sessions. Experts from a diverse set of industries will share their experiences and views on matters affecting hotel businesses around the world. From Oliver Tittmann, managing director, X-CUBE Engineering sharing his views on high-end modular and pre-fabricated building solutions in hotels to Sujjain Talwar, senior partner, Economic Laws Practice (ELP) giving his insights on legal issues affecting hospitality operations, this year’s event has speakers from various cross-over industries. In addition, Puneet Chhatwal, chief executive officer and MD of Taj Hotels Palaces Resorts Safaris will be interviewed on day two on restructuring of the company and its plans. Moreover, retaining the most successful elements of the past editions of the conference, the second day will see the Leaders’ Panel with Dilip Puri, founder and CEO, Indian School of Hospitality moderating the session, and Alan Watts, executive vice president and president, Asia Pacific, Hilton, Katerina Giannouka, president, Asia Pacific, Carlson Rezidor Hotel Group and Pascal Gauvin, managing director, India, ME & Africa, InterContinental Hotels Group, speaking as panellists. Not to forget, the conference tradition of concluding the event with the Hot Seat, will take place on Day 2 as well.

All in all, HICSA 2018 is set to capture the imagination of the young and nudge the industry veterans towards the changing face of tourism and hospitality. HI

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EVENTS

SETTING THE STAGE

Over 1,200 delegates attended AccorHotels Showcase 2018, where the hospitality major highlighted exciting times that lay ahead for the MICE market in India

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partners and MICE organisers in attendance, making this the largestever AccorHotels Showcase event in Asia Pacific.

The event saw representation from the company’s marquee hotels namely Raffles Dubai and Saudi Arabia, RIXOS Turkey, Fairmont Ajman, SO Sofitel Bangkok Singapore, Novotel Amsterdam City and Novotel Amsterdam Schiphol Airport, Pullman Paris Eiffel Tower, Swissôtel The Bosphorus Istanbul, Fairmont Dubai and more.

A key takeaway from the Showcase was that MICE is on the rise globally – with multiple events being held internationally, but also in India which is becoming a chosen destination for MICE. Furthermore, with increasing globalisation and Indian corporates opening offices around the world, the hospitality industry (l-r): AccorHotels’ Jean-Michel Cassé, COO, India and South Asia with Kerry Healy, VP, sales, has seen traction APac and Michael Parsons, VP, marketing and strategic relationships, APac. for corporate

utbound and inbound travel from and to India has been on the rise. As per research reports, in 2017, Indian travellers took three leisure trips and two in five Indians took international trips. This in turn is helping the hotel industry register good business, a fact that was unmistakable during the AccorHotels Showcase 2018, which witnessed participation from 35 hotels and resorts from the global network along with 22 hotels from India. These delegates included several Indian travel agents, wholesalers, corporate clients, tourism

travel both inbound and outbound.

Speaking on the success of Showcase 2018, Arif Patel, VP, sales, marketing, distribution and loyalty, AccorHotels said, “By 2020, Indian outbound travel is estimated to reach 48 million and foreign tourist arrival is forecasted to cross the 10 million mark. Today, Indians are expanding their travel maps and are travelling beyond countries like Thailand, Singapore or Dubai to Turkey, Amsterdam, Ajman, Paris, New Zealand and Spain. The annual AccorHotels Showcase gives an opportunity for our attendees to engage with our global representatives to see how best we can work together given the opportunities in the market. Moreover, it is overwhelming to see how the AccorHotels’ brands have been accepted positively, especially our luxury brands – Raffles, Fairmont and RIXOS overall and the Fairmont and RIXOS for weddings.”

The AccorHotels Showcase, held in Mumbai and Delhi, provides an exclusive platform to discover accommodation trends and news is packed with networking sessions where customers discovered the group’s latest offerings and meet with hotel representatives from across the region. HI

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CAREERS

MOVERS & SHAKERS NEW APPOINTMENTS

NALIN MANDIRATTA IS AGM, SOUTH INDIA AND GM OF CROWNE PLAZA CHENNAI ADYAR PARK In addition to being appointed as the GM of Crowne Plaza Chennai Adyar Park, Nalin Mandiratta has also taken over the role of Area GM, South India. Mandiratta started his career with Intercontinental Hotels Group in May 2010 as GM of the Crowne Plaza New Delhi Rohini and later moved to the Soaltee Crowne Plaza Kathmandu, Nepal in 2012. He then joined Crowne Plaza Gurgaon in July 2015 as GM.

JAYANTA DAS IS GM OF THE GATEWAY HOTEL HINJEWADI, PUNE Jayanta Das moves to Pune from his role as the general manager at the Taj Kumarakom Resort & Spa, Kerala where the hotel under his leadership won two National Tourism Awards. He began his career with the Taj in 1993 at Taj Bengal, Kolkata after completing Hotel Management from IIBM, Patna.

RAJIV PURI IS GM OF FORTUNE INN GRAZIA Rajiv Puri was earlier the general manager for Park Inn, Gurgaon, where he spearheaded the operations of rooms coupled with the restaurants, bar lounge and banqueting space. He was also instrumental in creating a new 3000 square feet banquet facility in the same hotel. During his 21-year career, he has worked with brands like Starwood (now Marriott), Carlson Rezidor and Sarovar Hotels.

ARIJIT CHATTERJEE IS CHIEF PEOPLE’S OFFICER AT THE FERN HOTELS & RESORTS He is a certified Asia Region Trainer from Accor Academie Thailand and Marriott International. He is also a certified lead facilitator and Assessor from the TATA group and was also voted as an ‘Emerging Leader’ by Taj. Chatterjee obtained advanced certifications in strategic team management and managing teams in the new global economy from MIT Sloan, USA and the Kellogg School, NW University, USA.

ANAND NAIR IS GM OF TAJ ARAVALI RESORT & SPA, UDAIPUR Taj Hotels Palaces Resorts Safaris has appointed Anand Nair as GM of the soon-to-be-opened Taj Aravali Resort & Spa, Udaipur. He moves to Udaipur from Gwalior, where he was the general manager of Taj Usha Kiran Palace. During his career spanning 16 years, Nair has worked with the Leela Group after a short stint at Marriott in the United States.

ANKUSH SHARMA IS GM OF ADITYA PARK HYDERABAD Sarovar Hotels & Resorts has appointed Ankush Sharma as General Manager of Aditya Park Hyderabad, a Sarovar Portico hotel. In his last international assignment, Ankush spearheaded the pre-opening of Ramee Rose in Bahrain. Prior to this, he was the general manager of Clarion Collection at Delhi and Savoy Suites in Delhi NCR.

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PANKAJ SAXENA IS GM OF RADISSON BLU PUNE HINJEWADI Pankaj Saxena was last holding the position of general manager at Country Inn & Suites by Carlson, Mysore.

During his two decades of experience in the hospitality industry, he has worked with companies including Carlson Rezidor, Sarovar Hotels, and ITC Hotels. He was also the VP (2011–12) of Hotels & Restaurant Association of Andhra Pradesh, India.

SOURAV GHOSAL IS GM FOR GATEWAY HOTEL KOLKATA Sourav Ghosal has moved to this city from Vivanta by Taj President, Mumbai where he was the resident manager.

Ghosal’s journey with the Taj Group began in 2010 as an F&B Manager at the Taj Club House, Chennai. He subsequently rose to the position of resident manager of Vivanta by Taj President, Mumbai. Ghosal holds a diploma in Hotel Management from IHM, Bhubaneshwar.

HOTELIER INDIA | APRIL 2018 | www.hotelierindia.com

CAREERS

STEPHEN D’SOUZA IS HOTEL MANAGER, COURTYARD BY MARRIOTT, CHENNAI Stephen D’Souza has taken over as the Hotel Manager of Courtyard by Marriott, Chennai. He started his hospitality journey with The Oberoi Towers Mumbai and later held several positions at the Intercontinental Hotels and Marriott Hotels. A seasoned professional with 17 years of experience, he has a strong F&B background, his last assignment was with Courtyard by Marriott, Mumbai as director of operations.

VIJAY KUMAR IS HR MANAGER OF JW MARRIOTT CHANDIGARH Prior to JW Marriott Chandigarh, Vijay Kumar was with The Westin Sohna Resort and Spa, Delhi NCR in a similar role. In his new role, he will promote the desired work culture around Marriott’s core values by developing a human resource culture that assimilates employees as strategic and supportive growth partners by fostering a spirit of collectivity.

ANIKET DAS IS EXECUTIVE CHEF OF ALOFT BENGALURU CESSNA BUSINESS PARK Aloft Bengaluru Cessna Business Park has appointed Chef Aniket Das as executive chef. He most recently served as the head chef of Fairfield by Marriott, Rajajinagar Bengaluru, overseeing a team of 25 chefs. Prior to that he had successful stints at Spice Kitchen JW Marriott Juhu Mumbai, San-Qi at Four Seasons Mumbai, Spice Kitchen at JW Marriott Pune and Movenpick Qatar.

SAGAR GAONKAR IS DIRECTOR OF ROOMS OF DOUBLETREE BY HILTON PUNE CHINCHWAD In his new role, Sagar Gaonkar will be responsible for monitoring activities of all associates in coordination with HODs ensuring that they adhere to practices laid down to achieve targets and goals by the brand. He will also implement best practices and drive quality check by leading the team as a change champion.

ANSHUL CHAWLA IS HR MANAGER AT COURTYARD BY MARRIOTT AGRA Prior to this, Anshul Chawla was the HR manager at Le Meridien Paro, Bhutan. He has also worked with W Goa, The Westin Chennai, The Westin Gurgaon & The Westin Sohna Resort & Spa and The Westin Hyderabad Mindspace. A resident of Faridabad, Chawla completed his graduation in hotel and hospitality administration from IHM PUSA.

SUMAN KUMAR SHARMA IS OPERATIONS MANAGER OF LION LORDS INN RAJULA, GUJARAT During his 16-year career, Suman Kumar Sharma has worked with several reputed hotels including Howard Sarovar Portico and The Fern (An Ecotel Five Star Hotel). Sharma specialises in revenue management and front office management.

KEEGAN ERIC SMITH IS MIXOLOGIST AT SHERATON GRAND BANGALORE HOTEL AT BRIGADE GATEWAY Keegan Eric Smith will curate exclusive cocktails and mocktails at the new Alfresco by Bene restaurant and join the High Ultra Lounge. Bringing 16 years of experience, he has spent the past eight years specialising in spirits and mixology. Before joining Sheraton Grand Bangalore Hotel at Brigade Gateway, he was associated with Bar Hemingways, a specialist whisky bar in South Africa.

PRASENJIT JANA IS PASTRY CHEF AT THE WESTIN KOLKATA RAJARHAT The Westin Kolkata Rajarhat has appointed Prasenjit Jana as Pastry Chef. A graduate in hotel management from the NIMS School of Hotel Management, Jana started his culinary career with The Beach Orchid Hotel, Kerala in 2007. He has worked with several hotels across the country, including Park Hyatt Hyderabad, Hyatt Hyderabad, IHHR Hospitality, Taj Group of Hotels, Orchid Hotels and Sarovar Group of Hotels.

HOTELIER INDIA | APRIL 2018 | www.hotelierindia.com

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CHECKING OUT

10 THINGS YOU DIDN’T KNOW ABOUT...

16 27 38 49 510

COURTYARD BY MARRIOTT BENGALURU HEBBAL

15

th This is the Courtyard by Marriott in India and the second in Bengaluru.

27 kms from Bengaluru International Airport, it is surrounded by tech parks and the Lumbini

Gardens

Lounge chairs surround the rooftop where guests can relax after a long day.

pool

infinity

188-room

The hotel has four room types – executive, junior suite, executive suite and presidential suite.

The 24-hour

Hebbal Café has locally inspired cuisine that reflects the new age world’s diversity.

At Glazed, guests can savour chefcrafted baked delicacies.

The stateof-the-art

fitness centre has

natural lighting.

The B'lore

45 bar

serves signature cocktails like the Espresso Martini and Concoction 45.

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It has nine event rooms with 8,578 square feet events space.

HOTELIER INDIA | APRIL 2018 | www.hotelierindia.com

The hotel’s GM,

Shiv Bose,

has over a decade’s industry experience.

One Place, Limitless Solutions !

A Turkey Contracting Co. Allow us to serve you with multiple services from one of the most experienced companies for their respective works, under one roof.

Wooden Flooring

Fabrics

Decorative Lights and Chandelier

Outdoor Furniture.

Dubai | Italy | Delhi Our Esteemed Clients

Showroom : A-5 Shushant Lok, Phase-1, Gurgaon - 122001, Haryana.

Experience Centre & CO : Plot No.42, Sector 32, Institutional Area, Gurgaon - 122001, Haryana.

Tel : +91 9205-999-179, +91 9891-911-444 Email : contact@houseofzeneti.com