Hotelier India November 2017 by Itp India

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Volume 9 | Issue 10 | November 2017 | `50

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HOTELIER INDIA AWARDS 2017 MEET THE JURY

KURT CHASE

TECH TALK

HOTELIERS SHARE THEIR INSIGHTS

TO THE

HOW KURT STRAUB, VP, INDIA OPERATIONS, HYATT HOTELS AND RESORTS, IS RE-USHERING IN THE HUMAN TOUCH IN HOSPITALITY

Published by ITP Media (India)

For more details, please contact: North region: Raju Gulati @ +91-9818071072 | South region: Sunil PV @ +91-9920907244 West region: Sachin Joshi @ +91-9833366843 | East region: Shivashish Ganguly @ +91-9831079296 Corporate & Registered Office: Carrier Airconditioning & Refrigeration Ltd., Kherki Daula Post, Narsinghpur, Gurgaon-122004 Tel: 0124-4825500 CIN: U74999HR1992FLC036104 | Website: www.carrierindia.com | Email: customersupport.inda@carrier.utc.com

VIEWPOINT

CHANGING NORMS

Vinita Bhatia

Rashmi Naicker

Overturning conventions calls for some out-of-the-box thinking and empathy. And Kurt Straub, VP, India Operations, Hyatt Hotels and Resorts, has both in equal measure. In an industry characterised by long and often unrealistic working hours, work-life balance has been reduced to a quaint notion. This is one reason for the high burn-out rate amongst millennials joining the profession. Identifying with these triggers, Straub is actively pursuing initiatives at Hyatt India that will ensure employee satisfaction, which in turn is likely to increase productivity at the property level. One such idea is introducing eight weekly offs and parttime positions for associates in hotels. In our cover story, Straub – who himself has been associated with Hyatt for over 25 years – reveals how he is trying to make the company a great place to work; where associates are appreciated, nurtured and empowered. Just like business tycoon Richard Branson, he too believes that if one takes care of their employees, they will take care of the business! Innovations in technology continue to transform the hospitality industry. Most of these improvements were devised to augment convenience and automate processes. In our special feature this issue, we find out how various hospitality establishments are adopting technology solutions to streamline their business operations and reduce their operating costs, while maintaining their customers’ security. Incidentally, barely a month and half is left for the 9th Hotelier India Awards, which will be held on 20th December, 2017 at JW Marriott New Delhi Aerocity. This invitation-only awards ceremony brings together the country’s most influential hoteliers, hospitality executives, industry veterans, suppliers – in short, everyone who matters – under one roof. In this issue, we unveil the Grand Jury members who will select the winners of these coveted awards. In case you have yet to fill the nomination forms, hesitate no more – download them from awards.hotelierindia.com as the last date for sending in nomination forms is 11th November, 2017. As always, this is a power-packed issue, with plenty of news, interviews, features and analysis for you to browse through. We hope you enjoy going through it as much as we loved putting it together. Until next time!

November 2017 | Volume 9 | Issue 10 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 Sanjay 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. Subscription is subject to scrutiny. Subscription is limited to hospitality professionals above 18 years of age. Printed and Published by Sai Kumar Shanmugam, Flat no. 903, Building 47, NRI Colony, Phase – 2, Part -1, Sector 54, 56, 58, Nerul, Navi Mumbai 400706, on behalf of ITP Media (India) Pvt Ltd, printed at Indigo Press India Pvt. Ltd., Plot No. 1C / 716, Off Dadoji Konddeo Cross Road, Between Sussex and Retiwala Ind. Estate, Byculla (East), Mumbai-400 027, India and published at ITP Media (India) Pvt Ltd, Notan Plaza, 3rd floor, 898, Turner Road, Bandra (West), Mumbai - 400050. Maharashtra, India. Editor: Vinita Bhatia

Vinita Bhatia

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WRITE TO THE EDITOR Please address your letters to: The Editor, Hotelier India, 898 Notan Plaza, 3rd Floor, Turner Road, Bandra (West), Mumbai - 400050 or email vinita.bhatia@itp.com. Please provide your full name and address, stating clearly if you do not wish us to print them. Alternatively, log on to www.hotelierindia.com and air your views. The opinions expressed in this section are of particular individuals and are in no way a reflection of the publisher’s views.

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

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.

ANIL MADHOK

ANSHU SARIN

DILIP PURI

DIPAK HAKSAR

FARHAT JAMAL

JEAN-MICHEL CASSE

MANAV THADANI

NEERAJ GOVIL

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

SHANTHA DE SILVA

SOUVAGYA MOHAPATRA Executive director, Mayfair Hotels & Resorts Limited

VIJAY THACKER

VIMAL SINGH

SARBENDRA SARKAR

Executive chairman, Sarovar Hotels and Resorts

Director, Brigade Hospitality

Deputy MD, The Lemon Tree Hotel Company and Chairman, Carnation Hotels

CEO, Berggruen Hotels

Senior Vice-President, Operations (North), Taj Hotels Palaces Resorts Safaris

Founder and CEO, Indian School of Hospitality

CEO, Pride Hotels

Chief executive, ITC Hotels

CEO and MD, Intellistay Hotels

Head South West Asia, IHG Group

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

MD and CEO, Roots Corporation Ltd (Ginger Hotels)

COO-India and South Asia, AccorHotels

CEO, South Asia, Carlson Rezidor Hotel Group

Director, Horwath India

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

Chairman-APAC, HVS

President, The Leela Palaces, Hotels and Resorts

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

Area VP-South Asia, Marriott International

President - Hospitality, Panchshil Realty

MD and Founder Cygnett Hotels & Resorts

CONTENTS

BULLETIN IHG INTRODUCES KIMPTON HOTELS & RESTAURANTS TO ASIA, ACCORHOTELS TO ACQUIRE GEKKO, AND MUCH MORE...

GM'S DIARY RISHI CHOPRA OF LE MÉRIDIEN MAHABALESHWAR RESORT & SPA SAYS HOW HOTELS CAN PLAN INVENTIVE F&B MARKETING PLANS WHILE RETAINING GLOBAL BRAND VALUES

ISSUE SPECIAL - TECH TALKS

HOTELIERS ARE LEVERAGING TECH TO AUGMENT CONVENIENCE AND AUTOMATE PROCESSES

MICHAEL MALIK, AREA VP, EAST CHINA, MARRIOTT INTERNATIONAL REVEALS HOW THE COMPANY IS GOING ALL OUT TO WOO INDIAN TRAVELLERS

THE AMAZING RICE VARIANTS AVAILABLE IN INDIA ENSURE THAT THERE IS NEVER A DULL MOMENT IN A CHEF’S LIFE AND KITCHEN

IN CONVERSATION

OPS & SERVICES - F&B

22 KURT TO THE CHASE HOW KURT STRAUB, VP, INDIA OPERATIONS, HYATT HOTELS AND RESORTS, IS RE-USHERING IN THE HUMAN TOUCH IN HOSPITALITY

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

AH I

BULLETIN

NEWSMAKERS 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

IHG INTRODUCES KIMPTON HOTELS & RESTAURANTS TO ASIA

Bulletin

The well-appointed 251-room Kimpton Resort Sanya Haitang Bay is scheduled to open in 2021.

nterContinental Hotels Group (IHG) signed three management contracts to introduce its luxury boutique hotel brand, Kimpton Hotels & Restaurants, to Asia. Announced at the 2017 Hotel Investment Conference Asia Pacific (HICAP), the first Kimpton properties in the region will be located in Southeast Asia and Greater China. Keith Barr, CEO, IHG, said, “We are thrilled to see our plans to take the Kimpton Hotels & Restaurants brand global. This is the right time to introduce it to Asia, where we see more travellers looking for a sophisticated, yet personalised lifestyle travel experience. The hotels we have signed are in sought-after destinations in Bali, Indonesia, and Shanghai and Sanya in China, and provide a fitting introduction to Asia for this brand.” Mike DeFrino, CEO, Kimpton, added, “The Asia Pacific region has always at-

Story of the month

tracted travellers who are eager to discover something new and fully immerse themselves in both the destination and local culture. We believe our approach to heartfelt care is unparalleled and with this development milestone, look forward to welcoming those seeking a highly personal approach to boutique luxury.” These new signings extend the global footprint of Kimpton Hotels & Restaurants to Asia, following its expansion to Europe, with the opening of Kimpton De Witt Amsterdam and the signing of Kimpton Paris, earlier this year. Acquired by IHG in January 2015, Kimpton Hotels & Restaurants, is renowned for its innovative and playful design and personal approach to guest service. The brand uses thoughtful perks and amenities, bound together with a sense

New hotels on the block The first Kimpton located in Southeast Asia, Kimpton Bali, will open in 2019. It will feature 50 luxurious villas and sits on the picturesque Nusa Dua coast. Poised to open in 2021, the Kimpton Shanghai Jing’an will feature 150 guest rooms and 120 villas that originally belonged to the British-American Concession. of delight and discovery. Its presents an understated approach to luxury and inspires travellers with touches like in-room yoga mats, a hosted evening Social Hour, complementary bike rentals and other local flourishes. Kimpton is also recognised for its award-winning portfolio of unique restaurants and bars led by talented chefs and bartenders. Common cornerstones of each restaurant and bar include chefcrafted, seasonal menus that celebrate local farms and purveyors; and striking interiors with vibrant style and design.

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

BULLETIN

NEWS BITES Fairfield by Marriott Visakhapatnam opens its doors

Fairfield by Marriott Visakhapatnam’s GM, Sudhanshu Singh with Vikram Choubal, VP-Global Design- South Asia of Marriott International alongside N Chandrababu Naidu, chief minister of Andhra Pradesh, while KSR Developers’s CMD, K Subba Raju, and its executive director pose with Ganta Srinivasa Rao, Minister of HRD, government of Andhra Pradesh.

Marriott International, Inc. announced the opening of the 121-room Fairfield by Marriott, Visakhapatnam in Andhra Pradesh. The brand has four hotels in India, including Fairfield by Marriott Bengaluru Rajajinagar, Fairfield by Marriott Bengaluru Outer Ring Road, Fairfield by Marriott Lucknow and Fairfield by Marriott Belagavi. “With our hospitality expertise, in conjunction with our astute owners K Subba Raju, CMD, KSR Developers, we are confident in delivering a seamless hotel experience at great value,” said Neeraj Govil, Area VP, South Asia, Marriott International Inc.

Sarovar Hotels adds muscle in Bengaluru; takes over a new hotel Expanding its portfolio in the Southern India, Sarovar Hotels signed its latest hotel in Bengaluru, La Marvella Sarovar Premiere. This is Sarovar’s fifth hotel in the city after Davanam Sarovar Portico Suites, RBD Sarovar Portico, Park Plaza and Radha Hometel. The 102-room La Marvella Sarovar Premiere is promoted by SVG Exports and offers a multicuisine restaurant and a lounge bar. An Italian specialty restaurant will soon be introduced to bring a unique culinary experience to guests. Ajay Bakaya, MD, Sarovar Hotels said, “With Bengaluru emerging as one of our key markets, we look forward to further growth and increased traffic contribution from our hotels here. The takeover is expected to be completed by the first week of November.

ACCORHOTELS TO ACQUIRE GEKKO Gekko is a specialist in hotel distribution solutions for business travelers

ccorHotels has signed an agreement to acquire Gekko, a player in the business travel hotel reservation segment. This transaction is in line with the strategy aimed at enhancing AccorHotels’ range of services offered to business travellers. Gekko offers search and reservation solutions via an interface connected to more than 500,000 hotels worldwide, ranging from budget to luxury. The transaction, which values Gekko at €100 million, will have an accretive effect on AccorHotels’ financial performance from 2018. Stephane de Laforcade and Olivier Delouis will remain at the head of Gekko and will continue to run the group independently.

• Gekko offers search and reservation solutions via an interface connected to over 5 lakh hotels globally. • These hotels range from budget to luxury. • Gekko currently serves over 300 corporate customers and 14,000 travel agencies. • The transaction, which values Gekko at €100 million, will have an accretive effect on AccorHotels’ financial performance from 2018.

Thibault Viort, chief disruption and growth officer, AccorHotels. Thibault Viort, chief disruption and growth officer, AccorHotels stated, “We are very pleased to have Gekko’s team join our Group. AccorHotels’ extensive global footprint, together with Gekko’s technological leadership, today paves the way for the creation of a global leader in B2B hotel distribution. Since business travellers represent a key segment in the Group’s business, our capacity to respond to the specific requirements of this segment across the entire value chain is a factor that really sets us apart.”

BIBHOR SRIVASTAVA JOINS INDIAN SCHOOL OF HOSPITALITY'S ADVISORY PANEL

ibhor Srivastava, group publishing director, ITP Media Group India, has joined the advisory board of Indian School of Hospitality (ISH). In this role, he will work with other advisory panel members at ISH to find innovative ways to bridge the gap between the quality of hospitality education currently imparted in India and match it with contemporary industry needs. ISH has partnered with Lausanne Hospitality Consulting in preparation for an academic certification by Ecole hôtelière de Lausanne, the global leaders in hospitality education, to offer students a curriculum that is tailor-made to help them discover the art and science of hospitality, and equip them with skill sets that embraces the excitement and challenges of change. Srivastava has over 20 years of accomplished experience in publishing, conferences and exhibitions, marketing and sales management, business development, extensive understanding of online space, PR & Brand management.

Bibhor Srivastava, group publishing director, ITP Media Group India.

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

GMâ&#x20AC;&#x2122;S DAIRY RISHI CHOPRA

LOCALLY SPEAKING Can individual properties retain global brand values while planning inventive marketing plans, especially around F&B? Rishi Chopra, GM, Le MĂŠridien Mahabaleshwar Resort & Spa thinks it LV SRVVLEOH ZLWK D OLWWOH DWWHQWLRQ WR VSHFLĂ&#x20AC;FV BY VINITA BHATIA

alk into any McDonaldâ&#x20AC;&#x2122;s in the world and you can get the Big Mac, the companyâ&#x20AC;&#x2122;s signature menu item. Anywhere, except India. What the country has instead is its own desi version of the Big Mac called the Chicken Maharaja Mac, a doppelganger of the original, albeit with chicken double chicken patties instead of beef. The reason for this meat swap is that Indians are primarily chicken eaters and beef is also considered taboo in many cities. It took the burger company nine months of ideation to come up with the perfect recipe for the Chicken Maharaja Mac that will appeal to Indian palates. Now cut to the hotel business where food and beverages (F&B) is becoming the lynchpin on which the hospitality business is beginning to rotate. Hotels are promoting the concept of culinary tourism where the food will tell the story of a particular culture, region or people. This could be in the form of F&B promotions, food fests or pop-up kitchens by specially invited chefs. And guests are lapping it up. Accord-

ing to a survey titled â&#x20AC;&#x2DC;A Flash of Culinary Tourismâ&#x20AC;&#x2122;, 80.4% respondents indicated that they take pictures of food while on vacation, mainly to share their experiences with others (83.2 %), record special events (60.5 %), and help them remember the meal (58.8%). 62.7% of the respondents agreed with the statement that they would like to go to new places to try some new food and take pictures of them, while 54.1% of respondents agreed with the statement that food pictures

Rishi Chopra, GM, Le MĂŠridien Mahabaleshwar Resort & Spa.

motivated them to go to new places. Now isnâ&#x20AC;&#x2122;t that some food for thought? THEY CAME, THEY SAW, THEY ENJOYED For many full-service hotels, presenting the local culinary flavours of a particular region has now become an established trend. It is either part of the buffet, the Ă la carte menu or the in-room dining service. Whatâ&#x20AC;&#x2122;s more, while planning these special offerings, they try to include as much of the local produce as is possible. Le MĂŠridien Mahabaleshwar Resort & Spa, for instance, tries to use plenty of strawberries since 80% of this fruit is produced in the region. This also effectively means that the procurement cost for this produce is low, so going local is an economically prudent decision. â&#x20AC;&#x153;Besides introducing a vast menu that incorporates strawberries in various varieties, like tarts, jams, waffles, pies, and even fresh berries with cream, we try to do some other interesting culinary activities around it. For instance, we organise strawberry plucking tours, where guests are taken to the field and they can pluck fruits during the season,â&#x20AC;? said Rishi

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

GM’S DAIRY RISHI CHOPRA

often over-processed, or is cooked on gas burners,” he remarked. It also helps to do trial meals with these local suppliers, since ultimately the experience is an extension of the brand’s reputation.

Le Méridien Mahabaleshwar Resort & Spa organises strawberry plucking tours where guests can pick the fruits during the season. Chopra, general manager, Le Méridien Mahabaleshwar Resort & Spa. To engage guests and have a storytelling approach, Chopra said it is important that hotels first do some research and acquaint themselves with the unique produce in their vicinity. His resort, for instance, is home to over 15,000 plants, many of which have medicinal properties. So, his F&B team, mixologist and he came up with some signature fruits- and herbbased cocktails, which they recommend to guests, after informing them about the properties of the herb infusions. Needless to say, most guests are always willing to try the locally-flavoured cocktails out of sheer curiosity. Similarly, since denizens of Maharashtra are fond of eating paan, guests at the hotel are presented with a paan thali, which contains the betel leaves along with the various ingredients to make their own paan. This includes, lime, wild honey, gulkhand, etc, and guests have a great time devising their own paan! BRAND ETHOS Often hoteliers craft these experiences to promote the concept of community dining – something that is gaining ground amongst the younger generation. Many hotels encourage this trend by organising farm lunches, where they take guests to visit local farmers and select their own produce, cook them and eat at a community table with fellow diners in an informal setting. Others organise bonfires set in the woods with tents and special barbecue menus.

However, while they are adding local flavours to these culinary tourism experiences, it is important for hotels to adhere to the overarching brand standards. According to Chopra, the first thing to be borne in mind, is that irrespective of the brand every hotel should take great care of hygiene standards. “If you are going to a remote farm, look at the drinking water supply for two reasons. Firstly, because of the guest’s health and secondly, because your hotel might work closely with the local community. By ensuring clean water supply, or supporting them with skillsets available at your property, like getting your chefs to teach them how to cook, etc., you can enrich the livelihood of the people in your immediate society,” he recommended. He added that when his hotel arranges farm tours, they ensure their guests have a clean place to sit, and if needed, send their service staff and equipment to give them a nice culinary experience. After putting in place the hygiene standards, he recommended train the local community one will be working with to live up to these standards. Once, the guest sees a clean place and tastes the food at a local’s home, they will be thrilled, because according to Chopra, this flavour cannot be replicated in a five-star kitchen. “It’s not because hotels lack the skills, but because of the freshness of ingredients and the techniques that locals use. I am yet to experience the taste that one gets in farm lunches in a five-star restaurant because in the latter the food is

PRICING IT RIGHT Culinary tourism is driven by three main factors – quality of the experience, service and price. Ultimately, while the first two might be superlative, if the price is astronomical, there won’t be many takers for it. So, how can hoteliers ensure that the customer satisfaction is guaranteed keeping these three factors in mind? According to Chopra, excellent guest experience can only be driven by lots of engagement. Rather than merely crafting a dining experience, the entire programme should see the guest participate in its various aspects. “If they are going for a night trek with bonfires and barbecue, then there is no need to provide them with cushion just because they are coming from Le Meridien. They have signed up for a roughand-tumble programme, so let them enjoy it, unless it is related to hygiene standards; for instance, carrying a kit for mosquitoes or insect bites,” he said. Coming to the bit about pricing, Chopra said that in the case of his hotel, they look at these programmes as an experiential and not as profit-making activities. “I will not price a farm lunch at the price of a five-course sit-down menu and most of the time this money goes to people at the farm. These experiences are not expensive as they are crafted to promote the culture and lifestyle of the community nearby,” he added. In the contemporary world, where more guests check-in to hotels and then immediately update their ‘check-in’ status on social media, suffice it to say that they are seeking out newer experiences, like culinary tourism, to document on their digital profiles. The better the photos, the more the likes and shares they will amass online, increasing the likelihood of their return for these idyllic experientials. In addition to learning more about local cuisines and culture, this is the other lucre drawing the younger generation to explore what is happening at places around them. And hoteliers are more then game to help them in this discovery. HI

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

COVER STORY

KURT CHASE TO THE

How Kurt Straub,VP, India Operations, Hyatt Hotels and Resorts, is re-ushering in the human touch in the business of hospitality BY VINITA BHATIA

potting Kurt Straub in a room full of people is very easy; at over 6 feet, he looms over everyone. And if his towering personality was not enough to miss, his twinkling eyes and quick wit when he starts talking quickly catches your attention. And once you get his chatting about food, you can see his eyes sparkle even more brightly. Growing up in the scenic Rapperswil-Jona in Switzerland, Straub’s memories growing up are about time spent enjoying seasonal food with good wine and beer. When he was as young as eight, he would stand around in the kitchen, watching his mother cook and even help her chop produce for the Sunday meal, thinking this was the perfect life. So enamoured was he by the world of cuisines, that after graduating from the Hotel School Belvoirpark Zurich, at the age of 17, he started his chef’s apprenticeship program in Davos! This was where the foundation for his work ethics and his knowledge of food and wine was laid. Straub’s first job was as a cook at a local restaurant in his hometown of Rapperswil – Jona in Switzerland. “As a rookie, I learned some valuable lessons there, which have remained with me throughout my working life. Being Swiss, one grows up knowing that hard work is the most important ingredient of success. However, it is perhaps even more important to keep your calm while working under pressure. Working in a hot, enclosed space with a bunch of other

cooks, one learns that it is essential to be a team player. We all have to depend on each other to succeed and help out when needed,” he reminisced. This was also where he understood the value of being creative and not shying away from taking risks, and that at times, one has to work irregular, long hours in order to succeed. THE HYATT YEARS Straub’s association with Hyatt Hotels and Resorts began in 1993 when he joined Hyatt Regency Acapulco in Mexico. Over the years, he was worked with various Hyatt properties in Singapore, Azerbaijan, Kazakhstan, Kyrgyzstan, Switzerland, Mexico and now India. In an industry where job-hopping has become an unapologetic norm, Straub has never felt the need to look anywhere else. “I can honestly say that this one company has satisfied me professionally, mentally and emotionally. As part of the Hyatt family, I had the opportunity to travel around the world, explore different cultures and drive growth. I have come to realise that being at the right place at the right time helps propel your growth as an individual. I have had a fabulous time with Hyatt in the last 25 years and made the most of a large number of opportunities in various parts of the world,” he said. At one stage in his career, Straub was the general manager of Hyatt Regency Mexico City and general

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

COVER STORY

manager of Park Hyatt Zurich. And during these, and other stints, he picked up several learning about managing operations, enhancing staff productivity, maintaining brand integrity and overseeing owner relation management. He is now emulating these in his latest role as VP, India Operations. He agrees with the French saying, ‘Plus ça change, plus c'est la même chose’ (the more things change, the more they remain the same). “It is not so different working in hotels in different parts of the world; people are looking for the same emotional and mental fulfillment every time they enter our doors. It’s interesting to note, for instance, that Mexico’s workforce is similar to that of India and hospitality is also a big contributor to the country’s success there,” he said. One of Straub’s epoch-making moments with Hyatt took place recently when he had to steer the company’s purpose in India, which is to care for people so they can be their best. “To take this powerful message to our associates and guests, and watch their faces light up as they absorbed the true meaning of it was a heartwarming and unforgettable experience. Our associates came up with so many different suggestions to make their jobs more meaningful and also more comfortable. And all it took from us was to give them the opportunity to speak freely and openly and have someone from the leadership team listen with care

and empathy,” he recalled. This exercise made him realise that a strong company culture helps in retaining the talent; and he was the best case study for this! And he had to look no further than his own experiences to understand the aspirations and expectations of a hotel associate. DRAWING FROM EXPERIENCE Straub recalled the time when he was part of building the reputation and brand for Hyatt Regency Mexico City and Park Hyatt Zurich. As general manager at Park Hyatt Zurich, he was in charge of one of the city’s exclusive hotels. “It was like being in the kitchen again and making sure the line cooks, sous chefs and all the other chefs and commis got it right the very first time. Back then, we worked as one team and we had only one goal – to make sure that every plate that reentered the kitchen from the front of the house was scraped clean and no one left any food behind. Similarly, in the hotels that I worked in a leadership capacity,

SOME HOTELS IN THE PIPELINE • • • • • •

Grand Hyatt Kochi Bolgatty Grand Hyatt Gurgaon Hyatt Place Hyderabad Hyatt Place Bengaluru Hyatt Regency McLeodganj Hyatt Place Jaipur

we were laser focused on caring for our customers and our associates and making sure that we knew what they wanted before they realised it themselves. And of course, we would try our very best to give it to them,” Straub reminisced. His personal experience from working on these brands in different settings and catering to a diverse audience set helped him implement and adapt a variety of these strategies in the Indian market. Hence, his first priority was to establish immediate and meaningful communication with all stakeholders – owners, guests and associates – and to listen to what they had to say with an open mind and empathy. He increased the frequency of the corporate team’s visits to different properties in India to help communicate and establish the company’s purpose, which is to care for people so they can be their best. “I have tried to establish a meaningful relationship with our developers and work closely with them to achieve common objectives. I also focused on establishing personal connections with the team members at each of our 27 hotels in India,” he stated. After this initial set of priorities was established, Straub focused on making the work environment at Hyatt’s corporate office at One Horizon Centre in Gurgaon a happy one. This is where the team not only works hard, but can also enjoy a game of pool or grab a coffee in the

Hyatt Place Rameswaram has an all-vegetarian restaurant and is very close to Hindu temples in the city.

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

COVER STORY

Kurt Straub believes that the best way to retain talent is to cultivate a strong company culture. café whenever they feel like it. “This stylish and inspiring environment has helped to change the way we conduct business in India and ensure that our work-life balance is in place,” Straub smilingly said. The hospitality industry is characterised by long working hours, which takes a toll on an employee’s work life balance. The high attrition rate in the business, therefore, comes as no surprise. To address this pressing concern, Hyatt is introducing several new benefits for its associates, including eight weekly offs in its hotels, and part-time positions. Besides ensuring employee satisfaction, this also increases productivity at the property level. “Besides this, we are also looking at different ways to operate properties to stay competitive in the respective market as well as drive returns for our owners,” revealed Straub. CHANGE, THE ONLY CONSTANT While many hotel chains are busy putting more dots on the map in a bid to expand quickly, Straub claimed that Hyatt does not aim to be biggest brand in the world; it would rather be the most preferred. “In line with this, we have been very mindful about our expansion in India as we are laser-focused on serving the high-end traveller. It is our continuous endeavour to care for people so they can be their best, and we believe that this strong sense of purpose that we bring to the table will continue to power our growth in this country and around the world,” he added. As a company, Hyatt is focused on building hotels in destinations where

At the moment, Hyatt’s India portfolio includes 27 hotels across 17 key destinations. With more than 6,700+ rooms, it aims to add approximately 650 more room keys by next year. its guests are travelling. Since domestic travel has become increasingly important in India, it has have ramped up its efforts to increase Hyatt’s footprint in tier II and III destinations, as these cities and towns are underserved, and we believe that they have great potential. “We are also looking at venturing into markets such as McLeodganj in the Himalayas, where leisure travellers are a prime component of the tourism industry,” Straub stated. With 27 existing hotels and several in the pipeline, India is prominent, along with the US and China, in Hyatt’s growth strategy. Expansion in a dynamic market like India is central to its global growth strategy as representation in key cities and resort destinations provides it with the opportunity to drive preference for our brands. Though India has high growth potential and remains a market where the company can grow its brand representation, as a hospitality management company that is contracted to run hotels for local developers, Hyatt typically does not invest in hotels. Currently, the hotels in the pipeline include – Grand Hyatt Kochi Bolgatty, Hyatt Place Hyderabad and Hyatt Place Bengaluru, Hyatt Regency McLeodganj,

Hyatt Place Jaipur, Grand Hyatt Gurgaon, among others. At the moment, Hyatt’s India portfolio includes 27 hotels across 17 key destinations. With more than 6,700+ rooms in its inventory, it aims to add approximately 650 more keys by next year. WAH, ANDAZ! In December 2016, Hyatt debuted the Andaz brand in the country with Andaz Delhi. Looking at the enthusiastic response to this launch, does that mean that India can expect other brands from the Hyatt portfolio – like the Unbound Collection, Hyatt House, Hyatt Ziva, etc, –to follow suit soon? “To cater to the growing traveller mindsets that are searching for a distinct breadth of experiences, we definitely see an opportunity to introduce our Indian guests to Hyatt Centric and The Unbound Collection by Hyatt, in the coming years. Last year, the company also launched Hyatt Place in Candolim, Goa and in 2017, it launched Hyatt Place Rameswaram and Hyatt Place Hyderabad. Does this mean that Hyatt Place is the most significant brand in its portfolio?

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

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Andaz Delhi, launched in December 2016, introduced the Andaz brand in India.

Existing brand presence in India CATEGORY

BRAND

CITY

LUXURY

PARK HYATT

CHENNAI, HYDERABAD AND GOA

PREMIUM

GRAND HYATT

GOA AND MUMBAI

HYATT REGENCY

PUNE, MUMBAI, LUDHIANA, KOLKATA, GURGAON, DELHI, CHENNAI, AHMEDABAD, LUCKNOW AND CHANDIGARH

HYATT

AHMEDABAD, AMRITSAR, BANGALORE, HYDERABAD, PUNE AND RAIPUR

MODERN ESSENTIAL

HYATT PLACE

RAMESWARAM, HAMPI, GURGAON, GOA AND PUNE

LIFESTYLE

ANDAZ

DELHI

Straub replied that as the company expands, Hyatt Place is a large part of its growth strategy in India. “The brand is gaining popularity here as it offers comfortable and cost-effective options for business travellers and families. After the success of the recently launched Hyatt Place Rameswaram, our two Hyatt Place hotels in the pipeline are Hyatt Place Hyderabad and Hyatt Place Bengaluru. The Hyatt Regency and Grand Hyatt brands will also see expansion in the market.” He has his eyes set on doubling the company’s inventory by 2025. And he is aware that he cannot adopt a cookiecutter approach to achieve this, since India is a large market with varied clientele, preferences and budgets.

“We are aligning our growth to leverage the new demand in domestic travel and expect to expand into several new markets in India. We have ramped up our efforts to increase Hyatt’s footprint in tier II and III destinations as these cities and towns have great potential and are underserved,” Straub explained. TACKLING CHALLENGES HEAD-ON Running a hotel in India comes with its challenges. However, according to Straub, the biggest is the increase in operating costs, especially electricity bills. “Some hotels were built over 15 years ago, and in those days, energy efficiency was not a focal point. However, our hotels are now built with a focus on sustainability and we continue to move towards being ecofriendly. Our oldest hotel in India, Hyatt Regency Delhi (it was opened in 1983), was recently awarded the LEED Platinum certification by Green Business Certification Inc,” he said. The other challenge is generating a return for the owner or developer, as financing hotels is an expensive and difficult proposition. And difficult that is universal for any business in the country is securing licenses, which is still unpredictable and getting the necessary approvals to open and operate a hotel. According to him, Indian hoteliers need the government’s support in streamlining this process, especially now that the focus is on ‘Make in India’ and the country has become tourism-friendly with initiatives like visa-on-arrivals.

Fortunately, as Indians increasingly acquire a strong wanderlust, business is flourishing. The domestic traveller has quickly outnumbered the international traveller at Hyatt hotels across the country. “According to the 2nd Tourism Satellite Account of India report, the number of domestic tourist visits to all states/union territories has increased to 161.4 crore in 2016, up from 143.2 crore in 2015, registering a growth of 12.7%. Although individual hotels will have differences in the percentages of domestic travellers versus international travellers, we are quite confident that our hotels in India will gain maximum traction from the domestic traveller,” Straub happily pointed out. Keeping this in perspective, Hyatt has started aligning its growth to capitalise on this development and has started targeting into segments to attract the domestic traveller. For instance, Hyatt Amritsar and Hyatt Place Rameswaram, will cater to spiritual tourists, while the Hyatt Regency McLeodganj in the Himalayas will offer visitors to the Dalai Lama’s retreat a serene and untouched setting. Hyatt Amritsar also has enhanced spaces for dramatic weddings which appeal to the local community. Hyatt Regency Kolkata, Grand Hyatt Goa and Hyatt Regency Gurgaon are strategically focused on the Indian wedding market, which brings in room nights and F&B revenue from the domestic market. “Our strategy is to try and go wherever our guests travel. Indian travellers are constantly evolving, seeking newer experiences and offerings as part of their travel aspirations. Keeping in line with this development, we are aiming to bring back humanity into travel by building unique experiences for the highend traveller in our hotels and beyond,” Straub said. By listening to guests's requirements, he is taking the long-term view and creating a generous heritage for Hyatt – one that is even more substantial than the one that the brand already enjoyed before he took charge of its Indian operations. After all, things in business can be fleeting, but as long as one has the ear firmly to the ground, you can pick up the whiff of a trend well before anyone else becomes aware about it. And that is what separate a true hotelier from just another hospitality professional! HI

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

TECH TALK

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n 1965, Intel’s founder, Gordon Moore, made an observation that the overall processing power for computers would double every two years. 50 years later, Moore’s Law, as this is famously called, is considered to be slightly outmoded due to the exponential processing power that computers now have. More importantly, technology is becoming redundant faster than ever as the lifecycle of most innovations shrink before you can blink! Companies across all verticals are trying to come up with ways

to integrate the latest technical advancements in their processes and systems to grow more efficiently and scale their revenues. The hospitality industry has been one of the earlier, and large-scale, adopters of technology. However, how far has this adoption helped hoteliers achieve cost control and operating excellence? And how often are they refreshing the tech infrastructure to ensure they are in sync with the industry’s pace and their customers’ needs?

In this special section dedicated to technology, Hotelier India finds out about the unique challenges that come with the adoption of some new technologies in the hospitality domain. We also speak to hosptiality professionals about the principles that they apply while investing in technology and how they achieved projected growth rates after implementation. After all, deploying technology merely for its sake is not enough – ultimately it should lead to some value creation for the brand. HI

HOTELIER INDIA |NOVEMBER 2017 | www.hotelierindia.com

TECH TALK

MOBILE FIRST $ RQH FRQWHQW Ă&#x20AC;WV DOO VWUDWHJ\ ZRQÂˇW ZRUN ZKHQ WU\LQJ WR FUHDWH PRELOH DSSV DFFRUGLQJ WR &KLQPDL 6KDUPD &52 7DM +RWHOV 5HVRUWV DQG 3DODFHV BY V,1,7$ %+$7,$ Taj Live is the brandâ&#x20AC;&#x2122;s command centre room, where the companyâ&#x20AC;&#x2122;s team listens to social media chatter 24x7 on multiple screens.

couple of years ago, Taj Hotels, Resorts and Palaces realised it had some amazing properties, great heritage, fantastic brand recall and superior services. All it needed was to weave this into a story that could be succinctly and repeatedly told to digital natives. This was already being done on its traditional websites, but they were not mobile responsive, while their audience had rapidly shifted to the mobile platform. â&#x20AC;&#x153;Hence, for the past two and a half years, we've spent more than a few million dollars enhancing our digital platform. We moved our desktop website to a new age platform using content delivery network so that irrespective of where our users are globally, the content is rendered faster,â&#x20AC;? revealed Chinmai Sharma, chief revenue officer, Taj Hotels, Resorts and Palaces. The company also created plenty of new content, leveraging visual intelligence, like cinemagraphs, to attract visitors. Given the heritage properties in its portfolio, it invested in creating some scenic reality shots of few of its palaces and resorts. â&#x20AC;&#x153;The only way we could show the expanse of these places was by using drones and the effect was awe-inspiring,â&#x20AC;? Sharma added. All this visually engaging content is continually uploaded on the websites and other digital channels, eliciting great response. MOBILE LEADS THE WAY While scrutinising digital data analytics, Taj realised that nearly half of its online traffic was coming through mobile devic-

es. Prompted by this insight the company introduced its hybrid app in January 2017 as phase one of its mobile strategy. This app makes it easier for Tajâ&#x20AC;&#x2122;s loyalty members to browse and book rooms online and by December 2017, the hotel plans to introduce more features to the app. â&#x20AC;&#x153;In the current version, guests can see their loyalty points, make online reservations at some restaurants and hotels easily. In the next version, they can even order room service, check their bill online, and we are also trying to integrate some payment solutions, like Paytm, within it,â&#x20AC;? Sharma revealed. One mistake that companies fall for is uploading all the content from the desktop on to mobile. In Tajâ&#x20AC;&#x2122;s case, its desktop site is home to over 10,000 pages, while its app has just a fraction of it so that the browsing experience is light. â&#x20AC;&#x153;We use Adobe Experience Manager, a

Chinmai Sharma, CRO, Taj Hotels, Resorts and Palaces.

content management system that makes it easy for us to decide what should go on a desktop versus mobile. In the mobile environment, the one-strategy-fits-all concept does not work and that's where a lot of hotels face problems. If they try to cram the whole desktop into the mobile site, then that's a failed strategy,â&#x20AC;? Sharma advised. MOBILE APP VS WEBSITE In his opinion, the overall strategy for a company, depending on the scale of their business and need, should be to have both â&#x20AC;&#x201C; a mobile-responsive site and an engaging and informative app. â&#x20AC;&#x153;While people will use mobile browsers to search for destinations like they do on desktop, if you lack a good mobile site, it will not result in conversion. If the user engages on a mobile site you can prompt them onto the app,â&#x20AC;? he said. Often hoteliers shy from investing in apps because of the design, implementation and maintenance cost involved. Sharma feels that independent properties should focus on adaptive and dynamic websites, while midsized or big chains with several hotels in multiple destinations across different geographies and a loyalty program can opt for apps instead. In the end, it is better to focus on doing few things and doing it well, rather than spreading oneself thin. While technology can be a great business enabler, given the chatter taking place especially on digital platforms, it can also work as a distraction, unless hotels know how to mine the data and put it to good use. HI

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

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TECH TALK

THE MOBILITY CHALLENGE The hyper-connected hospitality industry LV ÀQGLQJ QRYHO ZD\V WR EHQHÀW IURP ,R7 E\ UHGXFLQJ FRVWV DQG LPSURYLQJ FXVWRPHU H[SHULHQFH VHFXUHO\ BY V,1,7$ %+$7,$

hat hospitality is a connected industry is an undeniable reality. However, with Internet of Things (IoT) gaining ground, connectivity has been taken to yet another level. These devices and solutions offer services that are far more intelligent and offer a lot more value, not just to the customer, but also to the hotels. Till a few years ago, when wearable and smart technology was just making their appearance, close to 40% of guests in upscale hotels had already started travelling with IoT devices. Today, in some properties, like W Goa, the percentage of guests carrying connected devices has gone up to almost 99%. Talking about this, Munish Sharma, IT manager, W Goa said that there is an increasing trend where guests prefer to use their own devices for specific purposes. For example, they use their own portable PlayStation or other gaming devices as well as their own IP devices to enjoy TV programmes of their native country and movies-on-demand. With Netflix coming in and offering online streaming, the face of television has drastically changed and people have comfortably allowed this to become a part of their lives. OVERCOMING CHALLENGES While the hospitality industry is set to leverage the benefits of IoT, it is not immune to the challenges that this evolution is presenting currently. And the biggest one at the moment is stability in network connectivity. “Many hotels have network issues because of their Internet Service

Providers (ISP); the network’s reach and signal strength. Another challenge we faced was that guests found the WiFi login authentication procedure lengthy – a problem faced by other hotels too. However, because it was a priority for us to come up with a better alternative, we created a seamless authentication process,” Sharma stated. W Goa also decided to interact with guests and address their queries with WhatsApp messaging, since most preferred it for communication. For in-room check-in, the hotel adopted SPG’s keyless system, where guests can enter their room using their phone. The idea was to make every process at the hotel as smooth and convenient for the guest as possible. “We want our guests to feel immediately at ease when they enter the property. We are always working to innovate and increase efficiency at our hotel to match industry trends,” Sharma added.

Munish Sharma, IT manager W Goa.

LIVING UP TO EXPECTATIONS Once a guest checks into a hotel, they want frictionless digital interaction between every department and not just the room. What’s more, they want this seamless access to be provided securely as many use the network for fiscal transactions too. Hoteliers, therefore, need to have a fully mobile approach when it comes to communications that does not interfere with guest experience. W Goa managed to do this by following a simple authentication process while granting uninterrupted connectivity throughout the hotel. “We have a centralised access virtual controller that looks at every device on the property. We also have around 120 in-room access points, 15 outdoor and 65 corridor access points for smooth coverage of the resort,” Sharma elaborated. To manage this network infrastructure with minimal downtime and uninterrupted access to internet, telephony and video entertainment and provide superior quality of service, the property has implemented load balancing, where it can use two ISP for backup. Also, the primary ISP contract has an uptime of 99%. “All devices are set with alerts on emails to ensure we are notified immediately when any device goes down. This helps maintain efficiency and also keep track of everything,” Sharma pointed out. While embracing IoT, hotels should not just look at offering mobility better, they should also aim at offering mobility smarter. And yes, they should also aim at offering it securely, because security cannot be forfeited at the altar of speed. HI

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

TECH TALK

FEAR OF THE KNOWN The growing incidence of cyber threats underlines that hoteliers need to be on their guard to protect their guests’ data from being misused BY VINITA BHATIA

ast month, Hyatt Hotels Corp discovered unauthorised access to payment card information at certain of its properties globally between March 18, 2017 and July 2, 2017. This incident affected payment card information, such as, cardholder name, card number, expiration date and internal verification code, from cards manually entered or swiped at the front desk of almost 41 Hyatt-managed locations in 11 countries. Two years, ago, according to a Reuters report, Hyatt had faced another data breach at 250 of its hotels in 50 countries when its payment processing system was infected with credit-card-stealing malware. It is not the only brand to be affected by cyber attacks – others have also fallen prey to it at some point. The hospitality domain, in recent times, has become a soft target for cyber terrorists as the industry is witnessing an increasing incidence of online transactions. This makes it pertinent for all stakeholders to be more alert to the threats and stay secure. FOLLOWING POLICIES When it comes to maintaining the integrity of their guests’ data, Srinivas Srirangam, general manager, Novotel Imagica Khopoli advises that hoteliers should stringently follow standard IT compliance norms. This begins with the Point of Sale (PoS) gateways, where majority of the intrusions take place.

“Training is required on how to handle the physical aspects of credit card payments. At the same time, it is important to check that the machine is not tampered with, as it can record the magnetic information on the card,” he pointed out. At his property, trainings are held for people who handle cash and credit cards as well as manage transactions. “We organise online and classroom trainings for our personnel regularly. More importantly, we have daily briefings where we encourage our team members to discuss every

Srinivas Srirangam, general manager, Novotel Imagica Khopoli

transaction that they might have concerns about,” Srirangam added. At the same time, this daily meetings are the perfect platform to highlight global cyber threats that are doing the round or any corporate advisories that are recommended. During these sessions, even the smallest issues are brought up. Srirangam recalled how his team members have highlighted scenarios where two credit cards have been repeated for two different rooms, or if any advance is collected on a credit card and is unused for a long time. “Since we have very strict control procedures, we have not encountered any data theft,” he added. This procedure is the result of the Leading Digital Hospitality strategy that AccorHotels has adopted, which ensures that all its central systems are compliant with payment card industry data security standard. And not just global chains like AccorHotels, even smaller hotel brands are investing in anti-malware and spyware systems proactively. Currently, as compared to most other industries, hospitality still has a better track record when it comes to detection of cyber threats. At the same time, this is one industry that is highly susceptible to brand damage. Hence, companies need to go the extra mile to make certain that their systems are as secure as possible. The slightest breach can lead to phenomenal damage – to their network , finance and their reputation. HI

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

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TECH TALK

THE RIGHT CHANNEL

With burgeoning distribution channels, hotels have to be judicious while picking one that will tick all the boxes for their brand’s needs BY VINITA BHATIA

hoosing the right online channel manager (CM) helps hoteliers convert potential inquiries into actual bookings. But the bewildering number of options afforded to them makes it quite perplexing to make this choice. There was a time the global distribution system (GDS) was the most popular CM. Later, as OTAs started gaining ground, many hoteliers started selecting these. Some even invested in brand.com to get more business. However, the question that arises is what the optimal CM mix? Sibasish Mishra, CEO bookingjini presents an interesting perspective. According to him, of the 63% people searching hotels online, only 29% make online reservations. However, the remainder 34% who abstain are comfortable buying other products on digital platforms. “The perception that every booking comes from an OTA is not correct; it is just 13%. This is as per data from a Googlebased survey. Also, GDS is expensive for boutique and independent hotels, most of which do not even have revenue managers,” he pointed out. In his opinion such hotels can create a direct booking engine of their own rather than opt for OTAs that mostly pull inventory from GDS. And then these OTAs

charge a commission for the sale anyway. Usually, most guests search for OTAs due to connectivity. But if they try to book a room on brand.com, chances are they will probably find the tariff to be lower. DEPEND ON THE EXPERTS Given that their core competency is hospitality, many standalone hotels get bogged down by CM. In such situations, industry experts suggested that is best to take small steps by keeping things localised. They can also use some custom-fit solutions like bookingjini.com’s Lexical In-

Sibasish Mishra, CEO, bookingjini.com

tegrated Syntax Analyzer that does most of the work for them and their customers. These hotels can also invest an independent central reservation system (CRS), especially if they are on a growth trajectory. This system will help them manage room and inventory from a centralised node. And depending on the algorithms designed they can provide dynamic discount or pricing as well. “These kinds of CRS will be the future. For instance, an agent can directly login to your website, get a special rate and can sell rooms on your behalf to somebody else. So your hotel is at Surat, and you have an agent in Coimbatore, he can login to your website and take room from you,” Mishra explained its working. CM has evolved dramatically over the years, and the advent of the digital media has taken it up several notches. Now, with the mobile web, hotels have to ensure they are more responsive than reactive while connecting and engageingwith customers, to propel conversions. While this means that the underlying principle of service is unchanged, technology has added a lustrous sheen over it. In a bid to be cost-effective, hoteliers have to leverage CM to generate bookings efficiently, while protecting rate parity and price integrity. HI

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

TECH TALK

THE ERA OF I, ROBOT Investing in robots not only allows hoteliers to automate various processes and provide heightened guest experiences; it also help them free talent to focus on other core operations BY VINITA BHATIA

hecking guests in on iPads is passé; several forward-thinking hotels have leapfrogged to the next generation of automation – robots. From robotic concierges and butlers to humanoid robots manning an entire hotel, technology is making strides that few would have imagined possible a few years ago. Let’s take the case of Aloft, which in 2014 introduced the first generation Botlr. A robotic butler that was devised as an inventive pilot programme, it allowed front desk associates to respond to guest needs quickly and on a one-on-one basis. A couple of months ago, the brand launched its new evolution, the ChatBotlr. Through this chatbot guests can send and receive service requests, information about the hotel, listen to the brand’s #AloftLive playlist and connect with the front desk team during their stay – all with a simple text message, even when the guest is not on-property. By leveraging natural language understanding and machine learning, ChatBotlr gets smarter the more it interacts with guests. According to internal brand findings, two out of three Aloft guests in USA are interacting with ChatBotlr and the service has a fivesecond response time. In early 2016, Hilton partnered with IBM’s Watson programme to start testing an artificial intelligence (AI)-powered concierge robot for its hotel chain in the US. Guests could ask it questions about nearby tourist attractions, dining spots, shopping areas, etc. The AI-program also

utilises travel information from WayBlazer, an IBM partner that offers personalised recommendations for travellers.

can provide answers to property-specific questions, give directions, tell stories, dance and even pose for a selfie!

RISE OF THE MACHINES Japanese travel company, Huis Ten Bosch, operates three hotels staffed by robots in the country, and now plans to open 10 more in the next two years. As recently as 30th October, 2017, Mandarin Oriental, Las Vegas appointed a humanoid robot, Pepper, as the hotel’s technical ambassador. Based in the Sky Lobby located on the 23rd floor, Pepper will greet guests, provide personalised communication by detecting facial, body and voice cues. It

MORE THAN JUST A GIMMICK Talking about the decision to have an autobot as a technical brand ambassador, Donald Bowman general manager, Mandarin Oriental, Las Vegas, said, “Luxury is all about choice. Pepper will provide our guests with the option to receive hotel assistance and information in an exciting and innovative way. Not only can Pepper handle information requests, but will also serve as a source of entertainment that we hope will provide an enjoyable element of surprise for guests of all ages.” At the same time, Huis Ten Bosch’ president Hideo Sawada believes that deploying robots will keep labour costs down while running operations. This sentiment is shared by many other hoteliers who believe that self-service technology is gaining ground especially with the younger generation. Hence, they will be happy to work with robots that will provide them efficient and timely information without the need for human interface for certain processes. However, for many other services like F&B and spa, interpersonal interactions still remain key and irreplaceable. In such cases, guests pay for the human factor and it is unlikely that technology can ever replace it. Ultimately, hoteliers will need to find the right balance for automating the functions and building a stronger human connection for others. HI

Donald Bowman, GM, Mandarin Oriental, Las Vegas with Pepper, the humanoid robot.

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

OPINION

GAZING INTO THE CRYSTAL BALL Prashant Govindan, senior director, India & SAARC, Harman Professional Solutions reveals how audio, video DQG OLJKWLQJ WHFKQRORJLHV DUH UHGHÀQLQJ WKH ZRUOG RI ‘experience’ for a traveller.

t is said that a hotel is a home away from home, yet is a space for new experiences, indulgence and luxury. For business travellers, it is the place to return to after a tiring day. For leisure travellers, it is the perfect opportunity to indulge in some luxury, to pamper the senses, to tingle their taste buds and to carry back an unforgettable experience. Technology as an enabler of experience in the guest room is often overlooked in favour of comfort and familiarity. What if we could provide that outstanding experience in an unobtrusive way? This is where experts at leading technology companies like Harman are finding newer ways to engage, entertain and enthrall in hospitality. Let us look at the aspiring traveller. They are millennials – smart, technology savvy – with a short attention span. Their lives begin and end with technology. However, hotel rooms often look dated with virtually non-existent technology and entertainment limited to the TV. Armed with the latest iPhone, box sets of every conceivable movie in their hard drives, television series collection and with a game console in tow, it is not uncommon to find millennials seeking technology and often choosing hotels based on the gadgets available in the room. The buzzword now is no longer convenience and comfort, but the ‘wow’ factor that is at the forefront for the tech savvy traveller, who looks at the entertainment system and hopes to catch up on the latest TV episodes streaming on Netflix or Hotstar or a way to hook up their gaming console to the slim UHD television. They expect nothing less than theater

quality immersive sound, 4K picture quality and the ability to stream from their smartphones. Gone are the days when entertainment meant switching on the television in the room and hoping to find something interesting while surfing the channels. Harman International has been working on the convergence of the audio and video technologies and bringing in their expertise gained from over 70 years of designing sound for Hollywood studios into hotel guest rooms. The new traveller is also looking for novelty. In terms of in-room automation, the regular bedside button panel no longer cuts it. Touch panels are also passé. The latest in the room is voice-activated automation. Imagine having a butler on-call who is able to fulfil your every command, all from the comfort of your bed. Harman has collaborated with IBM on their voice recognition platform, aptly called Watson – a virtual voice activated assistant. Integrated with the company’s suite of solutions, one can not only order their favourite dish from bedside but also turn on lights, draw the blinds, lower the airconditioning or simply play their favourite movie or music. All this is now possible, without learning or navigating the control system but by voice commands. Stepping out of guest rooms, spa areas are also seeing a huge change in the way technology is being seamlessly integrated into the spa environment. The systems are synchronised to adjust volume and lighting levels and play tracks as per the guests’ preferences as soon as they step into the facility. This is the level of personalisation now achievable through advanced analytics technologies that are being quietly integrated into the guest experience. All of this technology is now possible due to the seamless digital experience that is now made available through advanced

control and analytics technology, which reside on the cloud. In terms of standard background music and ambient lighting, which defines the immediate experience that the guest encounters as soon as he or she steps into the property, the music and lighting can be programmed to provide a soothing and uniform experience across all common areas. Colour changing LED lighting technology can also be programmed to automatically 'follow the sun' by changing colour through the day matching the lux levels outside and the time of the day to provide a smooth and refreshing ambience. All this can also be coordinated to the background score to provide the perfect sensory combination of audio and lighting. In terms of façade, the same concepts apply by turning the hotel facades into an ever-evolving dynamic work of art. It is almost as if a new artist were to be commissioned each night to turn the otherwise staid walls into a dynamic mural. Modern LED lighting is able to do just that with colour changing 'washes', interesting patterns that are projected using specially engineered fixtures that have static or dynamic 'gobos'; which are essentially stencils and filters that allow for a wide ranging combinations of effects such as moving water, desert sand, flickering flames or the crashing ocean to name a few. For special themed events and weddings, monograms and thematic elements can be projected as well. In a nutshell, while consumer technologies have leapfrogged, technology in the guest room has remained more or less static in the last couple of decades. Technology, especially in the audio, video, control and lighting spaces can provide the much needed differentiator and competitive edge, especially to highly demanding tech savvy customers. HI

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

HOTELIER INDIA AWARDS 2017 - GRAND JURY

THE KINGMAKERS

ome December and hospitality professionals across the country prepare themselves for one of the most glamourous and trend-setting award ceremony of the year. They also wait with bated breath to learn who amonst them will win the most treasured awards there is in the industry. That is the allure of the Hotelier India Awards! The Hotelier India Awards is an acknowledgement of the noteworthy achievements made by men and women from the hospitality industry across diverse verticals. These are the peo-

ple who are poised to be the future leaders of tomorrow. It is only fitting, then, that the winners for these coveted awards should be selected by the thought leaders of the industry today. We are proud to present to you the Grand Jury Members who will hand pick the winners of the 9th Hotelier India Awards. These eminent jurists will meet at Hotel Sofitel Mumbai BKC on 1st December, 2017 and adjudge the professionals who have managed to the cut. And like they say, may the best person win!

Ajay Bakaya Executive Director Sarovar Hotels and Resorts Pvt Ltd A seasoned hotelier, Ajay Bakaya is responsible for overseeing the operations and development of the group with over in India and Africa. He also spearheads the Group’s development and expansion. Bakaya joined Sarovar over two decades back and has been instrumental in the success story of the company. He led its growth from the first hotel in Goa to its current portfolio, encompassing Sarovar Premiere, Sarovar Portico and Hometel brands. A postgraduate from Cornell-Essec, France, he is a graduate from the Oberoi School of Hotel Management. He has a passion for travel and is a keen cyclist. He was awarded ‘Entrepreneur of the Year’ by Federation of Hotels & Restaurants Association of India.

Ashish Jakhanwala MD & CEO SAMHI SAMHI is the brainchild of Ashish Jakhanwala, who founded the company with two other partners. He has extensive hospitality experience and long-standing relationships in India. Jakhanwala has over two decades of experience across hotel development value chain. He has extensive execution experience in midscale and economy hotels. Jakhanwala has also lead the team that built Accor's $1 billion hotel platform in India and acquired over 35 assets. The company has set its sights on increased development in FY 2017-18 and continues to expand its portfolio both organically and inorganically.

Chinmai Sharma Chief Revenue Officer Taj Hotels Palaces Resorts Safaris As the CRO for the Taj Group, Chinmai Sharma’s responsibilities include brand management, digital platforms, loyalty programs, public relations, customer analytics, global sales and revenue management. He is a seasoned industry professional with nearly two decades of progressive hospitality experience in the fields of strategic marketing, revenue management and electronic distribution. Before joining Taj, Sharma was with Starwood Capital Group, based in Paris as the Global head of Revenue, Distribution and eCommerce for Louvre Hotels Group's entire portfolio of six hotel brands with 1,100 plus hotels spread across 45 countries.

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

HOTELIER INDIA AWARDS 2017 - GRAND JURY

Dilip Puri

Jehangir Aibara

Founder & CEO Indian School of Hospitality

Director Mahajan & Aibara

With over 30 years of experience in the industry, Dilip Puri has worked with brands like The Oberoi Hotels & Resorts, InterContinental Hotels Group, Taj Hotels Resorts and Sarovar Hotels. He was the CEO of Duet Hotels and his last assignment was as MD, India and regional VP, South Asia of Starwood Hotels & Resorts Worldwide, Inc. He recently founded the Indian School of Hospitality with an aim to provide top notch education to young high school graduates.

Jehangir Aibara did his Masters in Management Hospitality from the School of Hotel Administration, Cornell, where he concentrated on real estate. An arts graduate from the Franklin & Marshal College in the United States, he has been working at the firm for over seven years on market & feasibility studies, private equity placement activities, bid process management, deal documentation, asset management and operator search activities for hospitality and real estate-related projects.

Hemant Oberoi

Kapil Chopra

Founder Yantra Hospitality

President The Oberoi Group

The former grand executive chef of the Taj Mahal Palace Mumbai, Chef Hemant Oberoi has spent over 40 years in the world of food. He has cooked for various heads of state, including former president of USA, Barack Obama and counts celebrities like Sachin Tendulkar, Rishi Kapoor, the Ambani and Bachchan family amongst his regular clientele. His started his own venture, Yantra Hospitality, in Singapore and opened its Mumbai outpost this year.

An alumnus of The Oberoi Centre of Learning and Development, Kapil Chopra has been the president of The Oberoi Group since January 2013. His experience as a hotelier spans over two decades and during this time, he has served as the executive vice president of The Oberoi Group. He was also instrumental in opening the two flagship properties for the company â&#x20AC;&#x201C; The Oberoi and Trident in Gurgaon. He founded the country's first e-magazine on art called 'The Wall.'

Gautam Anand

Manav Thadani

Founding Trustee India Cuisine Society

Co-Founder & Chairman Hotelivate

Gautam Anand began his journey with ITC Hotels in 1980 as a management trainee. He also gathered extensive experience at the Sheraton hotels in Hong Kong, Bangkok and San Francisco. In 2000, he took charge of ITC Maurya, New Delhi, as VP and GM. He later moved to the Divisional Head Office as VP, operational Support & Quality. Till recently, as executive VP, pre-opening services, he defined concepts for new hotel projects and established new F&B brands.

As chairman of HVS Asia Pacific, Manav Thadani started its India operations in 1997, two years after joining the company in New York. Thadani also co-founded SAMHI in 2011, an Indian hotel investment and development firm with a focus on ownership of branded hotels in the mid scale and economy segments across key cities. He is also the immediate past chairman of the World Travel & Tourism Council - India Initiative. Thadani recently co-founded Hotelivate, a hospitality consulting firm.

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

HOTELIER INDIA AWARDS 2017 - GRAND JURY

Mandeep Lamba

Rahul Pandit

MD, Hotels & Hospitality Group India, JLL

CEO Ginger Hotels (Roots Corporation Ltd.)

After successful stints with brands like Choice Hotels, Intercontinental Hotel Group and Carlson Rezidor in management positions, Mandeep Lamba joined ITC Fortune Park Hotels as President. He later set up joint ventures in the Indian upscale hotel sector with Dawnay Day Group UK, Duet Group UK and subsequently with Onyx Hospitality. Prior to JLL India, he took a consulting role as president with TEN Hotels and Hospitality Solutions, a company he founded in 2011.

Rahul Pandit started his career with Indian Hotels Company Limited and is also one of the founding members of Lemon Tree Hotels Ltd. He returned to the Taj Group’s fold in 2015 as CEO of Roots Corporations, which operates Ginger chain of hotels. Pandit holds a diploma in Hotel Management from IHM, Pusa, New Delhi and has undergone training sessions at Cornell, New York, NTU, Singapore, IIM, Ahmedabad and ISB, Hyderabad.

Jatin Khanna

Rajiv Kaul

Multi-property VP, Bengaluru Marriott International Hotel Whitefield

President The Leela Palaces, Hotels & Resorts Rajiv Kaul holds a diploma in hotel management from the Oberoi School of Hotel Management and an MBA from Cornell Hotel School. In a career spanning over 30 years, Rajiv Kaul has worked with The Oberoi Group in New Delhi, Mumbai and Kathmandu. He was also associated with The Taj Mahal Palace as VP and GM. Kaul joined The Leela Palaces, Hotels & Resorts in 2006, where for the first three years he was involved in the development of five hotels for the brand.

In his capacity as multi-capacity property vice president and general manager at Bengaluru Marriott Hotel Whitefield, Jatin Khanna is in charge of all Marriott properties in Bengaluru. Prior to this role, he occupied the position of general manager at JW Marriott Hotel Pune. A seasoned hotelier with an experience that spans over 22 years, Khanna started his career in 1995 and has since worked with brands like Imperial, IHG and Taj.

Nirupa Shankar

Raj Rana

Director, Hospitality Brigade Group

CEO, South Asia Carlson Rezidor

As a second generation entrepreneur at Brigade, Nirupa Shankar oversees the company’s hospitality ventures. During her eight years in Brigade she has helped launch three hotels and signed up more than 12 for the pipeline. She also conceptualised and successfully launched the award winning HIGH Ultra Lounge in Bangalore. Shankar launched India’s first and only real estate accelerator called Brigade Real Estate Accelerator Program to mentor high-tech start-ups in real estate.

Having spent over 25 years of his career at Carlson Rezidor Hotel Group, Raj Rana can easily be termed as a veteran in the organisation. After graduating from Delhi University, this Delhi-born US national did his hotel management from Pusa and later completed his MBA from New York’s Dowling College before joining Carlson Rezidor, where he held many positions. He has worked in various Carlson brands across Russia, the US and is now overseeing South Asian operations.

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

HOTELIER INDIA AWARDS 2017 - GRAND JURY

Ranjit Batra

Souvagya K Mohapatra

President-Hospitality Panchshil Realty

Executive Director Mayfair Hotels & Resorts Ltd

Ranjit Batra heads the hospitality division of Panchshil Realty. He orchestrated the opening of Marriott Suites, Pune and Courtyard by Marriott & International Convention Centre. Before taking on this role, he was associated with the Oberoi Group of Hotels in India and trained in Monteux and Zurich, Switzerland. Batra graduated from the Institute Hotelier, Cesar Ritz, Switzerland, and also trained from the Oberoi Centre of Learning and Development.

A student from Bhubaneshwar's Institute of Hotel Management Catering Technology and Applied Nutrition with an MBA in marketing, Souvagya Mohapatra started his career in 1993 with Mayfair Hotels & Resorts as an operations manager in 1994. Over the past 23 years, he has risen up the ranks to become the executive director of the company.

Sanjay Sethi

Suresh Kumar

COO ITC Hotels

MD Fortune Park Hotels

Sanjay Sethi has recently joined ITC Hotels as Chief Operating Officer. He was earlier the CEO & MD of Chalet Hotels, a K Raheja Corp company, which owns a number of leading luxury properties in India including the Marriott and Renaissance hotels in Mumbai. In the past, he was also the managing director and CEO of Berggruen Hotels, which runs hotels under the Keys Hotels brand.

An Advanced Management Qualification degree holder from the School of BusinessBond University, Australia and a science graduate from Delhi University, Suresh Kumar joined ITC Hotels as a management trainee in 1978. Over the years, he held several managerial positions commencing his career as general manager in 1987 at the age of 29 years. Since 2006, he assumed the mantle of president, Fortune Park Hotels Limited, a subsidiary of ITC Ltd.

Satyen Jain

Vijay Thacker

CEO The Pride Hotels

Director Crowe Horwath India

The Pride Group of Hotels owes its growth to Satyen Jain, a young chartered accountant from a remote town in Madhya Pradesh who arrived in Mumbai in 1975 with a vision, ambition and determination to make it big. He started a management consultancy firm, SP Capital Financing and later diversified into construction. Later, Jain steered his company into the hospitality sector, after carrying out a thorough study in 1988, by inaugurating the group's first hotel in Pune.

A commerce graduate and chartered accountant, Vijay Thacker's experience comprises transaction, valuation and advisory services to privately owned and listed companies, banks and private equity groups, based in and outside India. His clients include listed and privately held Indian and multinational companies, PE funds, banks and financial institutions, spanning several industries such as hotel and tourism, food service, construction, manufacturing, IT, financial sector, etc.

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

CONSUMER CONNECT

IN THE TRAVEL INDUSTRY

lockchain technology is much discussed and hyped today. However, the technology remains at a very early stage in its development. For example, we can notice there are no live systems in production today in the travel or hospitality industry. The industry is in an experimental phase with various stakeholders considering potential use cases for the technology and much progress is being made. Here are some prominent use cases for blockchain or decentralised database: 1. Making loyalty schemes more user-friendly: Imagine a day you can fly from Melbourne to New York in an airline of your choice, where you can use the miles you clocked in at a Starbucks in Manhattan, stay overnight in a hotel overlooking the Hudson flowing from the 54th floor. Bubbling with ideas you fly back to Melbourne with another airline. The next day you have an appointment with your dentist, whose fees are taken care of by the hotel you stayed in and a dent in your car is taken care of by the inbound airlines. Though this might seem extremely visionary, this can be a reality with blockchain in place. Loyalty schemes have evolved over time, mostly based on proprietary technology and the basic con-

Improving identity management in travel The highly trustworthy and immutable nature of blockchain also makes it ideal for improving the way travellers are identified during their journey. Traveller IDs are required at booking, when changing a booking, at security, the boarding gate, duty free shopping and at a hotel. Imagine how much easier travel would be if you didn’t need to use an original passport at all these points in the journey. It is possible that blockchain technology can deliver a much more seamless experience for proving a traveller’s identity.

cept of rewarding travellers for their continued and repeated purchase of a travel product. These have become a key marketing tool for hotels, airlines, credit card companies and retailers. The challenge for the traveller is often the complexity of redeeming loyalty points. Although some schemes have forged partnerships allowing points to be widely redeemed, it is still true that in general airline loyalty points can’t be used beyond booking flights. This can be frustrating for travellers and is also a problem for the industry. Any unspent loyalty points must reside on an airline’s balance sheet as a liability, which can hamper capital raising and investment. We will witness cross-border, cross-company and cross-industry loyalty schemes in the near future with the travel sector dominating and leading this mission. 2. Improving baggage tracking with blockchain: Mishandled baggage costs the aviation industry billions of dollars each year and is the source of significant traveller frustration. The challenge isn’t a simple one to address given a bag is handled by several hands, including the airline, airport and ground handling firms on its journey from A to B, and sometimes even C. Today’s systems have improved by reconciling baggage handling data directly from departure control applications. However, blockchain may offer advantages in this space. A shared distributed ledger used by all stakeholders within an airport, and between different airports, would allow for a bag and its ownership details to be automatically logged on a blockchain. This would deliver baggage data records shared between different actors and make it much more straightforward to track bags as they move with a traveller throughout their journey. 3. Simplifying settlements in the travel value chain: The travel industry operates in a value-chain based on collaboration and therefore many areas

of the industry rely on settlements between parties. Consider a hotel booking where an aggregate, Online Travel Agent (OTA) and the hotel need to settle cash and commissions based on pre-defined agreements. This is an extremely complex process and the introduction of blockchain-based smart contracts could automate settlements in many areas of the industry. Being able to instigate a trusted execution facility between a travel provider and travel intermediaries promises reduced cost, enhanced efficiency and faster reconciliation at scale. 4. Feedback and Review: We become judgmental and take hotel booking decisions based on two or four month-old data. For example, a travel had posted a genuine review about the air conditioner of a hotel not working. This is true for the night that the guest must have stayed. However, the problem would have been solved the next day itself, but this stale review still exists. In the future people may more relay upon realtime review. Imagine a traveller asking for review from the person staying at the hotel just before booking the room. Blockchain can not only make this real-time review possible but also reward them for the reviews. This technology will also remove the possibility of fake reviews being posted since the same will be time-stamped and validated by other travellers in the platform. The future holds a huge possibility of business and ease of business in a programmable economy backed by the internet 2.0 or the blockchain revolution.

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

- Sibasish Mishra, founder and CEO at BookingJini

IN CONVERSATION

CHINESE WHISPERS From having an Indian chef in its key hotels to crafting customised destination wedding packages, Michael Malik, area VP, East China, Marriott International reveals how the company is going all out to woo Indian travellers BY VINITA BHATIA

hough he is in forties, Michael Malik considers himself one of the old-timers at Marriott Inc. The reason? He began his professional career with the company 23 years ago in Hong Kong, and counting! He was in the India recently, leading a sales mission to raise awareness about Marriott’s Chinese hotels amongst its Indian business customers. We spoke to him why India is an important market for Marriott not just in China, but throughout Asia Pacific; about the company’s joint venture with Alibaba in China and whether this association will be extended to India as well. Excerpts from the interview: What is the objective of the sales mission that you have organised in India? As Indian travellers seek newer experiences, China is a great place for them to

visit. Our Chinese colleagues, too, need to understand their expectations. Unfortunately, a lot of information we get is only from the media. It is always best to meet customers first hand to understand how we can improve their travel experience. For this mission I am representing Marriott’s 286 operating hotels in China. Out of the 30 Marriott brands, we represent 23 right now, and my primary responsibility is for operations in the East China area. I recall when I started with Marriott Inc, we had one hotel in Shanghai; now we have 42. So, I like to think that we are pioneers in that country. Especially now with the integration of Starwood and Marriott? Yes, it’s been a very exciting year for us. And we want to keep our focus on India because it is a very important market, not

only for China, but also in Asia Pacific. This is the fastest growing market as it feeds a lot of business into China. Is this the ﬁrst sales mission organised for East China? This is our second. Every year, Marriott has a global sales mission in Mumbai. I had visited the city three years ago for that, since there was not enough representation from China. We saw that there was a gap, but also a huge opportunity. That same year, we organised our own mission with some of our general managers, who were overwhelmed with the response from tour operators and other visitors. As we started learning more about this market, we understood the travel behaviours of MICE customers and fully independent travellers (FIT) as well as third party operators. It has been a great education over the past few years. And

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

IN CONVERSATION

MARRIOTT INC HAS 286 OPERATING HOTELS IN 83 CHINESE CITIES. IN THREE YEARS, IT HOPES TO TAKE THIS NUMBER TO 300. in our second year, we have more general managers travelling with us. In your second edition, what evolution have you seen in customer behaviour, trends and expectations? One thing we understand is that face-toface interaction makes a lot of difference. We can do this remotely but it doesnâ&#x20AC;&#x2122;t have the same impact. Once the relationship is built, we see operators from this market are more willing to give business to us. And we have seen that it has become much more easier. We have also seen that hotels are taking business more seriously, catering to all needs of Indian travellers visiting our market. For instance, we learned early on that F&B is very important for them, so we have Indian chefs in our key hotels where we have huge MICE movement. This has changed customer behaviour, as they donâ&#x20AC;&#x2122;t have to worry about the food. Besides F&B, how are you addressing the language issue, since China is predominantly Mandarin-oriented? In Shanghai, the language capabilities are not an issue. However, we have associates from different nationalities to help guests from all over the world. For instance, in one of our hotels, the general manager is Dutch and the F&B director is Indian. This heightened level of taking care of Indian travellers in the hotel, ensuring their MICE experience is good and safe, is gaining ground. As markets go, do you think Asia PaciďŹ c is a fairly stable and mature one? There are great destinations all over Asia Pacific with different brands that we are growing. At the same time, there is a huge opportunity for outbound business whether from China into Asia Pacific or India going to China. The opportunity is vast, whether for India or China. The middle class is growing very quickly and is travelling more frequently. What about India â&#x20AC;&#x201C; do you think this market is at the aspirational stage?

1DA /EPV =NHPKJ %=EGKQ SDE?D KLAJA@ PDEO UA=N EO PDA >N=J@Â&#x2020;O Ĺ&#x201A;NOP CKHB NAOKNP EJ DEJ= I really canâ&#x20AC;&#x2122;t speak too much for India since China is my primary market. But I think itâ&#x20AC;&#x2122;s very aspirational. There is a huge delta for growth because amongst the travellers. FITs are probably more affluent and looking for specific experiences especially in the luxury tier. Then, you have the MICE segment. I donâ&#x20AC;&#x2122;t think we have hit the peak there yet. The Indian traveller destination is usually the U.S., U.K., Bali, Thailand, etc., which are getting saturated. So they are seeking newer experiences. Hence, we are working on promoting China. Does this same rationale apply to Chinese travellers as well? Yes, itâ&#x20AC;&#x2122;s pretty similar for China where the middle class is huge and aspirational. There is a huge opportunity for them to explore new destinations. Interestingly, the leading destinations for affluent Chinese people are niche places like Iceland or the North Pole as this segment is seeking experiences that few can afford. What is the percentage of domestic and international travellers in East China? In our hotels around 50% of our travellers are domestic Chinese guests. The second largest demographic is the U.S., followed by South East Asian countries, like Hong Kong and Singapore. What about Indian inbound travellers? For Marriott, Indians actually are amongst the top 10 demographic, though

MARRIOTTâ&#x20AC;&#x2122;S TOP 3 COUNTRIES IN APAC 1. China 2. India 3. Japan it varies from hotel to hotel. We see this mostly in MICE, where their business percentage is higher than in FITs. Interestingly, some of our GMs are seeing more Indian travellers coming from the corporate segment, especially upper and middle management personnel in companies working in China. Thatâ&#x20AC;&#x2122;s unsurprising, since more Indian companies are setting base in China and their company personnel travel to the country often. However, have you seen an uptake in the movement of leisure travellers? Not yet and thatâ&#x20AC;&#x2122;s part of the reason why I am over here. We are looking at luxury tour operators who provide specialised experiences for customers and have been able to talk to few who focus on super luxury brands like Ritz-Carlton and St. Regis. We want to explore if they can build luxury packages for guests. Last year, at the sales mission, we spoke to an organiser organising specific sporting events for affluent Indian travellers who wanted to watch a Mick Jagger show in Shanghai or Formula 1 in Shanghai. So, there is a lot of work

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

IN CONVERSATION

for us to do for the FIT segment and we donâ&#x20AC;&#x2122;t see that going up as fast as the MICE segment. And why is that? Itâ&#x20AC;&#x2122;s easier for us to reach the MICE segment â&#x20AC;&#x201C; 1,200 people come at a go. For FITs, we need to build a luxury experience. One destination that we are keen to promote is Sanya Island in Hainan Province, which is called Chinaâ&#x20AC;&#x2122;s Hawaii. Luxury hotels from almost every brand are present there and it is a great opportunity for us. We also think it is a great location for a destination wedding. Thatâ&#x20AC;&#x2122;s interesting; destination wedding in China? Yes. People go to Bali for leisure and destination weddings. So we think, why not fly them to Hainan Island by Hong Kong? To do that wouldnâ&#x20AC;&#x2122;t you need to do a lot more than interact with tour operators at a sales mission? What kind of intuitive marketing strategies are you adopting to promote this? Connecting with third party agents is crucial because wedding planners usually handle large Indian weddings. At the same time, we are trying to connect with tourism agencies to leverage our mutual strengths and drive more destination marketing. Letâ&#x20AC;&#x2122;s talk about hospitality trends. Do you see any common ones throughout the APAC region? We see digitisation as a very important

CAREER PATH Michael Malik was promoted to area VP, East China in 2016 from his previous role as market VP, East China. He has been with Marriott for over 23 years and has a strong background in operations with deep leadership expertise in yield management, branding, and owner relationships. He honed his China operations experience by serving as general manager at three major hotels: Beijing Marriott Hotel West, JW Marriott Chongqing, and JW Marriott Shanghai at Tomorrow Square. He was promoted to multiproperty VP, Shanghai before his appointment as market VP, Shanghai. Malik has received numerous awards recognising his achievements and contributions, including â&#x20AC;&#x2DC;Most Improved Market Share - General Managerâ&#x20AC;&#x2122;s Conferenceâ&#x20AC;&#x2122; in 2005 and â&#x20AC;&#x2DC;Mustang Award - General Managerâ&#x20AC;&#x2122;s Conferenceâ&#x20AC;&#x2122; in 2007 and 2010.

trend and our company is spending a lot of time and effort investing into it. We have our own apps â&#x20AC;&#x201C; for booking, meetings, etc. â&#x20AC;&#x201C; that create a lot of convenience for customers.

At the same time, we are also working with third party agents. A few weeks ago, Marriott entered into a joint venture with Alibaba to build a platform to leverage their members and our members and develop an experience for both our customers globally. We have around 100 million Marriott loyalty customers, Alibaba has over 500 million and we would like to target these people. How exactly will Marriott leverage Alibabaâ&#x20AC;&#x2122;s digital strength? Our joint venture announcement with Alibaba was very preliminary, and basically it is to leverage their expertise in the digital world and our expertise in taking care of customers. Drawing on resources from both Marriott and Alibaba, the venture will manage Marriottâ&#x20AC;&#x2122;s storefront on Fliggy, Alibabaâ&#x20AC;&#x2122;s travel service platform. It will also market directly to Alibabaâ&#x20AC;&#x2122;s customer base, provide a link between Marriottâ&#x20AC;&#x2122;s loyalty programmes and Alibabaâ&#x20AC;&#x2122;s loyalty programme, and support Marriott hotels globally with content, programmes and promotions customised for the Chinese traveller. For instance, when an Alibaba customer travels to India, he will be encouraged to stay at a Marriott hotel, because with this venture we will make his entire travel experience frictionless, right from planning, booking, paying and managing, including activities associated at the destination like shopping, dining and sightseeing. It will be very hassle-free. In some hotels, they can even use Alipay, which is a digital payment platform. Can we expect an extension of this partnership in India anytime soon? I canâ&#x20AC;&#x2122;t share details, but I can assure you that the reason we partnered with Alibaba is because they can do it globally for us. At this point, the focus on our joint venture is in China, but I know that Marriott would like to have this ease of payment for all its customers globally. Itâ&#x20AC;&#x2122;s a matter of time. If we were to look at the APAC for Marriott, then the ďŹ rst two markets would be India and China, right? Yes.

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And the third? Japan.

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

IN CONVERSATION

Though several structural reforms are needed in various parts of APAC, the region is still exhibiting a robust growth. However, manpower productivity is one area that continues to pose a challenge for this industry. How is Marriott trying to address this issue in China? I am going to use myself as an example, 23 years and counting! Marriott is a familyrun business and our core values include taking care of our associates so they can take care of the business, as then the customers will return. And this applies after the Starwood acquisition? Absolutely. The most important thing that we tried to instil when we took over Starwood was to ensure that people understood our culture and also understood that people came first. Obviously there was a lot of apprehension with one company taking over another. However, we only talked about our company culture from day one, which is taking care of our people, developing careers, growing it. Going back to my career, the company provides us opportunities to grow and I am proud to say that we have amongst the lowest turnover in the industry as people see the value of staying Marriott. Despite the huge population in China, there exists productivity issue. Hence, we believe in creating partnerships with educational institutions so that we can grow the future of hotel industry. In 2013, China Marriott International, together with Anhui Zhong-Ao Institute of Technology in China, launched an educational institution to develop the next generation of the local hospitality workforce. How many such institutions are you affiliated with in China approximately? It’s over 100 institutions, and I was there when we started the partnership with Anhui Zhong-Ao Institute of Technology. After regular sessions, we recruit their second year university students who are seeking a hospitality career and offer them internships in our hotels. We have a talent acquisition team that handles these relationships. So, in China alone, we have over 100 partnerships with hospitality or polytechnic schools and we recruit from these

The Shanhaitian Resort Sanya is located in Dadonghai Bay on Hainan island, which is called China’s ‘Hawaii of the East’. schools. Through this, we can develop a pool of trainees every six months or annually, groom them and keep them interested in growing their careers in the hospitality industry. There is also an entire training program for the retention of these trainees, including how to take care of them and to just use them as additional labour, and groom them so that they want to stay with our company. Marriott also has its own foundation in China, called the China Hospitality Education Initiative (CHEI), which develops syllabus for the hospitality industry. This is not to benefit our hotels directly, but to benefit the hospitality industry in general. Marriott has a very strong presence in China when it comes to developing future hoteliers and of course we have a lot of partnerships with major schools globally where we go and recruit young talent. So definitely that gap has been filled very well. However, it’s still a challenge, because the hotel industry is hard work – there are long hours, a lot of stress. Not everybody can be a hotelier, it takes a very special personality to be a hotelier. Coming to your hotel projects, what is the pipeline for the next couple of years? We have 286 hotels in the country and we hope to take this up to 300 within the next three years. And in a city like Shang-

IN CHINA, MARRIOTT INC HAS 23 BRANDS OF ITS PORTFOLIO OF 30. hai where we have 40 hotels, we are still adding inventory. So, obviously there is room for growth. Our downtown hotels are running at 92% to 93% occupancy. Is the growth coming from cities like Beijing and Shanghai? Our growth is predominantly in secondary and tertiary cities, where a lot of people are looking to spend money in luxury or even limited service hotels. In these markets, the government too is helping hotels to open so people can go, dine or to stay there. Interestingly, in these markets, our hotels’ growth relies heavily on F&B, be it restaurants, catering, restaurants or weddings. In some hotels, the F&B contribution to overall revenue is almost 65%. Have standalone restaurants posed any kind of a competition to F&B outlets in your hotels? Standalone restaurants have actually helped us improve our standards. Earlier, we didn’t have that competition. Now since customers have a lot more choice in the market, we have to ensure that the service quality of our products is superlative. HI

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

QUICK CHAT

ALL ROADS LEAD TO ODISHA Dr Nitin Bhanudas Jawale, director, tourism, Odisha government, explains how the administration is tapping the state’s unexplored tourism potential BY TEAM HOTELIER INDIA

disha has many unchartered travel experiences for visitors to discover, and enjoy. And that is exactly what its tourism department would like to ensure. Over the past few months, the state has witnessed a growth in the number of visitors – both domestic and international. Dr Nitin Bhanudas Jawale, director, tourism, Odisha government said that this was largely due to the government’s effort to improve connectivity, infrastructure, and hospitality facilities, which in turn has led to the state emerging as one

of the preferred tourist destinations in the country. The first Odisha Travel Bazaar (OTB) 2017 was recently organised by the Odisha Tourism along with Federation of Indian Chambers of Commerce and Industry (FICCI). The inauguration of the three-day event was held at Hotel Mayfair Convention, Bhubaneshwar, and it saw the congregation of officials from Tourism Ministry, and Odisha’s Department of Tourism along with tour and airline operators, hoteliers, investors from various sectors, media people and general public.

Few recommendations made during Odisha Travel Bazaar • • • • • • •

Construct budget and star hotels Proper maintenance of toilets Develop community-based tourism Define and market tourism products well Develop amusement parks and bird watching sites Explore coastal circuit and introduce cruise tourism Increase international connectivity regions like Europe and Middle East • Use social media to boost state tourism • Shift focus to wildlife, adventure and eco-tourism

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

QUICK CHAT

What are your views on where Odisha tourism is headed? Off late, Odisha tourism has picked up and is now at a perfect launching point. Over the last few years, we have seen tremendous growth in this tourism. There has also been a lot of focus from the government as well as the private sector in this sector with a will and process to identify tourism as an important driver for the economy.

We are coming up with the mega-tourism Shamuka project, which is about 1,000 acres adjacent to Puri. Our plan is to have a huge 18-hole golf course, a number of five-star hotels, villas, condominiums, etc.

What initiatives are you undertaking to attract tourists to Odisha? Well, lots of things that we did recently helped us to reach this stage. The most important was the augmentation of air connectivity. Over 40% growth was seen in this domain in the last couple of years as many new cities were targeted and covered. Earlier, Odisha was only connected to the major metros; now it is also connected to many other cities in the country. As of now, about 10 to 12 destinations are directly connected in the domestic aviation circuit and internationally we have direct flight connectivity from Bhubaneshwar to Kuala Lumpur by Air Asia. In the hub and spoke system, we are connected by Air India to many global destinations, so we are fairly well connected now. Odisha’s Department of Tourism has been doing some interesting packaging to enhance a guest’s travel experience in the state. Can you give some insights into these initiatives? Despite having plenty of good assets around, what we realised is that we needed to build products around these, and create value addition by adding ex-

The key objectives of the event were to create a platform to aggressively promote Odisha’s tourist destinations within India and globally, and campaign for its tourism. It also sought to highlight the investment opportunities to its target investors and arranged for B2B meetings between foreign buyers and Indian sellers and hoteliers at the event. During the event, we spoke to Dr Jawale to understand the various initiatives that the state government is undertaking to create new tourism-oriented programmes and also to boost investment for hospitality players:

periences to highlight these assets. So recently, we came up with some very successful products like the ‘Ekamra Heritage Walk’, which we do in old town Bhubaneshwar. That has become a major product. Then we are already doing the light and sound show in Dhauli and another light and sound show was recently inaugurated in Konark this September. By creating these kinds of value-additional experiences, we want to ensure that Tourism Odisha does not remain just a passive affair where tourists merely visit a monument. There are a lot of things where they can get an immersive and unforgettable experience, based on how we

“AS OF NOW, ABOUT 10 TO 12 DESTINATIONS ARE DIRECTLY CONNECTED VIA THE DOMESTIC AVIATION CIRCUIT AND INTERNATIONALLY; WE HAVE DIRECT FLIGHT CONNECTIVITY FROM BHUBANESHWAR TO KUALA LUMPUR BY AIR ASIA. IN THE HUB AND SPOKE SYSTEM, WE ARE CONNECTED BY AIR INDIA TO MANY GLOBAL DESTINATIONS.” build products around the many assets we have on our hands. You were also mentioning about a mega project that the Odisha Tourism department is undertaking. Can you please share some details about it? This is an interesting thing, which will be of huge interest to investors in the tourism sector, particularly hoteliers. We are coming up with a mega-tourism project called Shamuka project, which is about 1,000 acres adjacent to Puri. Our plan is to have a huge 18-hole golf course, a number of five-star hotels, villas, condominiums, artist villages, and so on. As you can imagine, this will be a huge project. We are in the final stages of getting clearance for this from the Ministry of Environment and Forest and we plan to put out bids in the next calendar year. This is something that hoteliers and other investors should look forward to, as it is going to be a big thing for Odisha tourism. What was some feedback you received panelists during OTB about the hospitality segment? We got some interesting feedback from key industry people who participated in the event. For instance, Rajan Sehgal, chairman of TAAI, Air Arrivals suggested that the government build budget hotels around lakes to attract foreign as well as domestic tourists. Similarly, Benjamine Simon, MD of Travel Link pointed out that we need to invite reputed hotel chains to market our destinations and promote cruise tourism. Since we have excellent ports, Simon suggested that we capitalise on that. Also, we need experienced tour operators and to attract tourists. We are taking this feedback seriously as we want to develop Odisha into the next leading travel destination in the country. HI

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PURCHASING POWER

JVD LAUNCHES BATHROOM MIRRORS

VD, a French manufacturer of hotel accessories, has launched a range of bathroom mirrors that does not use electricity. Instead it uses a battery with a lifetime of five years, offering hotels a good RoI. JVD, which has been providing hospitality chains with innovative solutions for over 30 years, has its presence in more than 80 countries worldwide. Its in-house research, design and development teams continuously develops technology, techniques and materials to enhance its existing product range to improve clients’ productivity, lower their operating costs, and protecting their assets. The new mirror range comprises the square shaped 'Galaxy Batterie' and the circular 'Cosmos Batterie'. Both can be

By holding regular meetings with Hilton Chennai's internal departments, the hotel's purchaase manager Arunathayan Palani has trained his team to be multi-skilled in all areas of purchase, stores and receiving functions. How long have you been in hotel purchasing? I began my career in purchasing in 2001 with Taj Coramandel and have been with Hilton Chennai since 2010 its pre-opening days. I am also the president of the Purchasing Association of Hospitality Industry in Tamil Nadu. wall-mounted or placed on desktops with adjustable height. They emit LED white light and are brass with chrome finishing. Additionally, the new launch includes the ‘Lunaire’ collection in three variants, which offers excellent resistance to rust.

DURAVIT TO EXTEND ACTIVITIES IN INDIA

t an occasion to celebrate its 200th anniversary, Duravit CEO, Frank Richter said that he expected the Indian market to continue on its growth path. “We therefore plan to maintain our focus and extend our activities in this region,” he added. Amongst others, the bathroom manufacturer is benefitting from the strong demand for design and lifestyle brands in India. The bathroom itself has become a popular lifestyle theme; purely functional bathrooms are increasingly a thing of the past in India. Modern bathrooms feature

comfortable, holistic concepts based on individual needs. Talking about the ideal conditions for the design bathroom manufacturer, he stated, “We see ourselves as interior designers for bathrooms as living areas, and have ourselves played a key role in establishing the new significance of bathrooms in India and all over the world.” The demand for Duravit products in India comes from the project business as well as from the private sector. The company has already made an impact in India as a premium designer bathroom brand with presence in more than 75 luxury hotels and over 150 premium residential apartments. Having achieved a wide acceptance, the brand is present across 400 retailer showrooms in India. Moreover, Duravit India has deployed an after-sales service team across most parts of the country. In March 2017, Duravit sold approximately 20,000 toilets and washbasins to ‘Magarpatta Township Development and Construction Co. Ltd’, one of the largest building development firms in India. Today, India is emerging as a major sanitary ware market in the Asia-Pacific region.

What kind of products are you on the lookout for? From gem pins to generators, food products to furniture, bed linen to beverages, I look after all kinds of procurement for the hotel to ensure our guests get the best experience through high quality products. What is the biggest challenge in purchasing today? Obtaining three quotes for every item is a challenge, especially during an emergency. Following sustainability practices with vendors is also tough, since scenarios like global warming, flood and drought can affect produce like crops. Additionally, getting experienced team members is difficult. Have you introduced any processes to examine high-risk vendors? When it comes to high risk vendors, it is mainly the hotel’s F&B aspect that is always vulnerable. Hence, we always scrutinise such vendors before placing any order with them. For instance, in 2013 we developed a process through our hygiene manager, where we went to the supplier’s place and taught them how they can make and maintain cottage cheese hygienically, so that it should not have too much of moisture or be rubbery.

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

SUPPLIER SPOTLIGHT NEW LAUNCHES YOU BED'S CEO MATTIAS SORENSEN, BELIEVES HIS COMPANY'S PRODUCT CAN CHANGE THE HOTEL INDUSTRY. What is unique about YouBed apart from other companies providing bed solutions to hotels? YouBed is the first bed worldwide that provides adjustable firmness without interfering with comfort. While some guests like their bed to be very firm, others prefer theirs to be rather soft. With YouBed, for the first time ever, hotels can offer guests a guaranteed comfortable sleeping experience, completely based on their needs. By using a hand control, guests can decide for themselves how firm or soft (or anything in between) they want their bed to be set. Users can also fine tune different comfort zones of the bed (shoulders and hips) to achieve a perfect personalisation. What technology does YouBed use to provide this adjustable firmness? Its novelty is that the bed’s spring system bed (pocket spring) can be compressed (and thereby change the bed's firmness) without changing its surface, and still deliver the superior comfort one expects from a high-quality pocket spring mattress. YouBed’s unique feature is based on a Swedish invention protected by several patents and patent applications. Does the company plan to enter the Indian market? After a successful launch in Europe, where over 150 hotels are receiving positive guest feedback, YouBed is set to expand to several new markets. India is among the first countries in line. In Europe, YouBed chose Mövenpick Hotels & Resorts and the hotel chain has successfully positioned itself as a provider of a good night's sleep. Business Sweden (The Swedish Trade & Invest Council) is supporting YouBed in finding a suitable hotel brand to introduce the innovation in India. Identifying YouBed as a unique innovation solving a concrete problem within the hotel industry, it is strongly convinced that this is a big success story of Swedish exports worldwide. How will YouBed ensure hoteliers get better ROI? We believe that beds with adjustable firmness will soon become a hygiene factor for hotels. For this, it is important to make it easier for hotels to invest in YouBed. Most importantly, the product price must be much lower than the extra income and values it will create. Also, its quality and reliability must be unquestioned and the brand should be perceived as trustworthy and able to serve different customer demands at local markets. After years of hard work, we have all these conditions in place. The product’s low price will make every investment calculation come to the same conclusion. With a YouBed, hotel guests are willing to pay a higher room rate, which will result in increased earnings. Thereby, a YouBed will quickly pay for itself and ROI will be very short (often faster than six months). Apart from a generous warranty, we have added an extended product responsibility that will secure that no down-term will appear due to broken technical components. A hand control or other components that is broken by mishandling will easily be replaced the same day at no cost.

YouBed contact: Tel: +46 8 222 505, Email: contact@youbed.com , Web: www.youbed.com

Ecopower launches Aircosaver, Smartcool Ecopower, a Mumbaibased energy saving solutions company, has introduced Aircosaver. Imported from West Germany, this device is specifically designed to save energy costs on all window, split, tower, cassette, ductable and package air conditioners ranging from 1 to 20 tonne capacity. The product works on the advanced principle of thermal saturation whereby it detects when the evaporator coil is saturated with chilled energy and then cuts off the compressor. It keeps the coil optimally charged eliminating the wasteful run of the compressor and optimises the run time of the compressor, without compromising on the cooling comfort. Ecopower has also introduced Smartcool, which is specially designed to reduce electricity consumption and demand of refrigeration and air conditioning compressors in chiller plants by improving their performance and maintaining temperature control. This process, known as ‘Compressor Optimisation’, can reduce compressor run time by up to 30% with no effect on the temperature.

Ply Mahal’s Ory Wooden laminate series Ply Mahal’s Ory Wooden laminate series is made of polystyrene material in wooden shade and is available in the size sheet of 2400mm X 610mm in 1.5-03mm thickness. It has a wide range of patterns, such as Buttons, Rose, Moorish, Odyssey, Versace, etc. Available in the wooden shade series, these laminates also have colour options such as copper, rose gold, bronze, gold, silver, or even in metallic textures. These high-pressure decorative laminate panels can create an arresting focal point wherever used. According to Pankaj Kumar, director of Ply Mahal, this collection is an accent wall treatment that can transform any room’s appearance. It can be used to cover many surface types and offer advantages like easy installation, fire resistance, dimensional stability despite temperature variations and hygienic properties.

BUYER'S GUIDE

NEW LAUNCHES Notion launches wall cladding Notion, a provider of tiling solutions for home and commercial spaces, has launched a new range of facade claddings. This allows architects to help their clients to beautify their walls, rather than using plain wall colours. This cladding adds an additional layer of material on walls, which not only provides protection and insulation but also adds an aesthetic effect. Akash Saini, sales director, Notion said, “This range of timbers, width, length, looks and finishes for exterior use is 100% natural. From the crucial drying process to the grading selection, our collection is well-suited for outdoor use and protects the walls from extreme cold to hot and dry to humid weather conditions”. He added that facade claddings are non-load bearing panels that are mounted to the supporting structure. The natural appeal, versatility and strength of timber make it the superior choice for external cladding. Through specification, planning, design and finishing processes, timber cladding not only creates a building of

Antica Ceramica’s Allure wooden series of verified tiles The Allure Wooden series of verified tiles has the allure of wood with rich patterns in a versatile tile material. It is available in 60x60 cm, 60x120, 20x120 in variation of 15 shades and innumerable design options. These tiles are processed in a manner that designers and architects need not worry about the direction of cut, during installation. These tiles come with the pristine base that has a high gloss –mirror like shine which lets them remain cool. These European porcelain tiles are produced with non-slip textures to strike the right balance between the functionality and design aesthetics.

Pergo Living Expression Collection Pergo, a provider of laminated flooring, has introduced the Living Expression Collection that features Pergo Genuine wood texture, a polished structure that follows the wood grain in every detail, complemented by a silk matt finish. The Living Expression quality level is suitable for all-round use, because of its extreme durability making it withstand wear, stains and fading. The Pergo Living Expression highlights the natural character of wood, even down into the bevels. The matt finish brings out the best of wood. The collections are equipped with Pergo’s trademark technology TitanX and PerfectFold 3.O that not only retains its finish every year, but is also fast and easy to install. Pergo Living Expression is the combination of beautiful design and performance to revamp a place with the flooring that is easy to maintain and care.

ZENATIX INTRODUCES WATTMAN LITE THE IOT PRODUCT PROMISES TO CUT ELECTRICITY BILLS UP TO 30%

enatix, an AIbased energy efficiency company, announced the launch of WattMan Lite, a revolutionary IoT product tailormade for controlling stand-alone ACs over the internet. WattMan Zenatix's CEO, Rahul Bhalla, CTO Amarjeet Singh and COO Lite does more than Vishal Bansal. automated control, it monitors temperature and humidity in real time and uses machine learning algorithms to raise alerts in advance if an AC needs servicing. The product is targeted at SMEs, schools, colleges, retail outlets, offices, pharmacy chains, etc, that need to manage large number of ACs and save electricity. Vishal Bansal, Co-founder & COO, Zenatix, says, “We at Zenatix are committed to finding innovative ways of saving electricity, thereby reducing carbon footprint. WattMan Lite is a simple IoT device that uses machine learning to enable energy savings up to 30%.” WattMan Lite can be used by small and large consumers of electricity that have ACs over multiple locations. It helps in cases when ACs keep running unnecessarily during either non-working hours or when the weather is good (and simply running the AC in fan mode for circulation is efficient as well as will save energy). Moreover the staff may set the temperature too high or too low resulting in bad customer experience

VIEGA EXTENDS VISIGN GRATE SERIES WITH TILEABLE EXTENSIONS THE NEW BATHROOM DRAINS CAN BE INTEGRATED AND TILED SEAMLESSLY

ne of the critical design elements in the shower area of the bathroom is the requirement of continuously tiled floor. With the Viega’s tileable extension piece hotels can have uninterrupted flooring thereby eliminating the need of conventional grate for the drain. Without a frame, it integrates virtually seamlessly into the floor. This tileable extension piece can fit on all Viega Advantix Bathroom Drains. The product can be combined with any type of flooring, whether it is made of tiles, natural stone or marble. The new fixture only needs an installation height of 5 millimetres, so is possible to use it even on glass mosaics. This tileable fixture from Viega is without a frame and despite its low width it has efficient drainage capacity of between 0.4 and 0.5 litres per second.

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RICE IS NICE The amazing rice variants available in India ensure that there is never a dull moment in a chef’s life and kitchen BY BINDU GOPAL RAO

id you know that rice has been cultivated in India since 5000 BC? A staple diet for more than half of the world’s population, it is a crop that is not just cultivated but also revered. There is plenty of folklore associated with rice,

Anshuman Bali, executive chef, JW Marriott Mumbai Sahar.

and in many countries it is actually considered to be a gift from the gods. Well, chefs are certainly thanking their stars for this offering since it one versatile produce that they can use in myriad forms to whip up delectable dishes. MYRIAD CHOICES Rice, a seed of grass species like Oryza sativa (Asian) or Oryza Glaberrima (African), is a widely-consumed staple meal in India. It has innumerable variants that differ on the basis of type, colour and taste. Within the country itself a variety of rice is found — basmati is preferred in central and northern India aromatic; Kashmiris use a lot of red and pink rice, whereas the southerners have an inclination towards short grain for dosa batters, etc., due to its high starch content. Similarly, in Thailand, Jasmine rice is widely used, while glutinous or sticky rice is popular in Chinese cuisines. Caribbean cuisine uses Japonica rice, while Mediter-

ranean and Italian cuisines use medium grain varieties. “Long grain rice is usually slim and dry once cooked and is used at premium occasions. It would be well suited to a Biryani, whereas Jasmine rice (or Thai fragrant rice) is sticky and more starchy, which makes it ideal for Asian cuisine. The Chinese black rice is used to make dessert with coconut milk and palm sugar in Asia, whereas short-grained rice is used for the idli/dosa batter in Southern India. Paella rice comes from the Spanish region of Valencia and is used to make the authentic Paella dish. We use a lot of risotto rice for our dishes at Silver Beach Cafe and Estella,” explained Chef Vincy Rebello, head chef, Silver Beach Café. MAKING THE RIGHT CHOICE Chefs specialising in Indian cuisine prefer Basmati that is aged, long grain, aromatic and has uniformly heavy grains. Tanuj Nayyar, executive chef, Jaypee Residency

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Chef Chakradhar, Hotel Howard Johnson, Bengaluru Hebbal.

Chef Prateek Sandhu prepares an ice cream made of black rice, and palm jaggery at Masque.

LARGEST RICE PRODUCING STATES OF INDIA • WEST BENGAL • UTTAR PRADESH • ANDHRA PRADESH • PUNJAB • TAMIL NADU • ODISHA • BIHAR

Manor, Mussoorie explained, “I prefer this variant as it is full of flavour and compliments Indian food very well. Its texture makes it appealing to the eye. Another variety of rice that we prefer is the purple one from Meghalaya, which is rich in vitamins and has a good taste.” Brown and red rice are considered to be one of the healthiest options as compared to white rice. They can be used

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Chef Vincy Rebello, head chef, Silver Beach Café.

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IMAGE COURTESY: THE CHOCOLATE SPOON COMPANY

OPS & SERVICES F&B

Acquerello rice is amongst the most sought-after rice for preparing risotto because of its texture and consistency. and packed by The Rondolino family, based in Northern Italy. The rice is famous for its texture and consistency. The unhulled grains are aged in steel temperature controlled silos. This aging makes the proteins, starch and vitamins in the grains less water-soluble, which allows the grains to absorb more liquid and flavours when cooked simultaneously improving the grain’s consistency. The grains then become less sticky and consequently less likely to bind together when cooked.”

Chef Prateek Sadhu, head chef and co-owner, Masque, Mumbai in any type of cuisine. Both have similar nutritional values. Japanese rice, typically Koshihikari, is the highest quality sushi rice. Its firmness, consistency, aroma and natural sweetness make it a perfect choice for making sushi. Neeraj Tyagi, executive chef, ShangriLa's, Eros Hotel, New Delhi, averred, “For risottos, Acquerello rice is one of the most sought-after rice. The rice is premium quality rice and is produced

COST FACTOR Risotto rice is usually very expensive as is well-aged long grain basmati. Brown, red and black are equally steep due to their rare availability and because they are the latest 'health' fads and preferred to white rice when it comes to losing weight. Different varieties of rice have different price. Some are costlier than the others. “The price variation depends on the country of origin, shippers and the like. Usually, there is a price comparison that happens between the different options of rice available and then on the

basis of quality of a particular vendor is selected with renegotiated prices,” said Anshuman Bali, executive chef, JW Marriott Mumbai Sahar. Being premium, Acquerello rice is expensive and costs around INR 2000 per kg. Only the Rondolino family is the main producer of Acquerello rice and their grains are known for its polish, nutrients and flavour. SUPPLIER CONSIDERATIONS Considering the fact that this is an item that is required in large quantities, suppliers are selected on the basis of their ability to deliver a standard quality product in a timely manner. Given that over 40,000 cultivated rice options are currently available, the choice is based on ease of availability on a regular basis, standard, quality and the cuisine. Rajeev Janveja, corporate chef, Lemon Tree Hotels explained, “At Lemon Tree Hotels, rice is determined by its physical and chemical characteristics. When we look at the grain, it has to be whole, the kernel should not be discoloured or have any foreign particles. When we talk

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OPS & SERVICES F&B

about chemical characteristics, it should be aged, have aroma and should give us the best texture when cooked. We select vendors that provide good quality rice at the most optimum price with the ability to supply throughout the year with panIndia presence.” The pricing is worked out with vendors in bulk quantity; yearly tenders are prepared and accordingly, the pricing of the dish is finalised so that the overall costing is balanced. Bali added, “A database is available with the purchase committee of all credible vendors of a particular product. An annual tender submission exercise is held in which they quote the prices. This is further negotiated and eventually gets finalised for the best product at the best price.” The vendor’s reputation in the market, product delivery, effective pricing, delivery stability whole year around and quality and consistency of the product are key elements of choosing the right suppliers. Increasingly, hoteliers do not appear to be very brand conscious for this particular ingredient. Chef Chakradhar, Hotel

Paella at The Chocolate Spoon Company is given a healthier twist with the use of brown rice. Howard Johnson, Bengaluru Hebbal said, “We generally don’t go by brand value as such. We like to analyse the product on offer and see how our guest recognize and relish the food as well at the same time. So quality will only be the inclina-

PARTY TIME, MARIMBULA TIME!

tion for us to go for any brand and also the value it holds for guests today in the market. It is based on the idea of relationship building and extracting better quality products at a short period of time and in an cost effective manner.”

Choose from over 50 flavours of Indian and International gourmet syrups. Blend them together to perfection. And let your customers have a great time partying!

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Rajeev Janveja, corporate chef, Lemon Tree Hotels.

Did You Know? Tanuj Nayyar, executive chef, Jaypee Residency Manor, Mussoorie.

Amit Bhatia, executive chef, The Chocolate Spoon Company. PROCUREMENT STRATEGIES Hoteliers call for an annual tender that is then filled by the suppliers. After that shortlisted suppliers are called for negotiations and specifications. On the basis of factors like best rate for the year, quality and consistency a supplier is selected. “We select a particular variant on basis of the quality and the dish. For example,

• India is the second leading producer of rice in the entire world, preceded only by China. • Rice is the staple diet of nearly half the world's population. • More than 90% of the world's rice is grown and consumed in Asia. • It takes 5,000 litres of water to produce 1 kg of irrigated rice. • 65 kilos of rice are milled annually for every person on earth. • Rice is a symbol of life and fertility, which is why rice is traditionally thrown at weddings. • In India, rice is associated with prosperity and with the Hindu goddess of wealth, Lakshmi. • There are more than 40,000 varieties of rice that grow across every continent, except on Antarctica.

Bomba rice is the supreme strain of rice used in Spanish cuisine. It is grown in fresh mountain water and it known for its firm and delicious. It is ideal for making Paella and there is no substitute for it,” explained Tyagi. Chef Prateek Sadhu, head chef and co-owner, Masque, Mumbai said, “At Masque, we are partial to small grain pink rice from the Gurez valley in the Himalayas. It has a very unique flavour profile; it is very aromatic and starchy, and pairs

exceptionally well with fish. Selection depends on the flavour and textural profile we are looking for in a particular dish. We also make it a point to work with smallscale farmers specifically, so that narrows the field down a bit. Rather than brands, we source out local suppliers and then sample the produce for quality to work out what pairs best with our food. Where the rice is grown and in what condition is very important to us. We travelled India extensively before opening the restaurant in order to meet these suppliers and find a product that we love; we have maintained those relationships and as the restaurant grows, so do our networks.” Amit Bhatia, executive chef, The Chocolate Spoon Company, added, “As procurement manager, the person in concern will ask for the different samples of required varieties of rice which would be tested by our highly qualified chefs. On the basis of guest necessities and tastes also according to our standards, we select the best quality and the orders are being placed to the specific vendor.” In the meanwhile, chefs are busy experimenting with the many variants of rice available to them, mixing it up with various other produce. After all, with an crop this versatile, and their imagination at hand, they know that the sky is the limit when it comes to unlocking culinary delicacies. HI

HOTELIER INDIA | NOVEMBER 2017 | www.hotelierindia.com

CONSUMER CONNECT

Lighting it right K

-LITE Industries, an ISO manufacturer of indoor and outdoor luminaries, launched a new series of LED Architectural Lighting. Through its innovative outlook, the company has showcased an allnew product portfolio inspired by the ‘Make in India’ initiative. The application includes facade lighting, pathway lighting, in-ground luminaries, up lighting, up-down lighting, billboard lighting, vertical light bars, wall washers, area lighting poles and sleek polar lighting solutions. The LEDs comply with LM 80 testing requirements and are derivatives of globally reputed makes such as Nichia and CREE. The luminaries are RoHS, LM 79 and CE-certification compliant. Each of them have an efficacy (lumens/ per watt) that is much above 100. Varied optical options for lighting distribution and correlated colour temperature (CCT) for cool white, neutral white or warm white are available to suit context-specific requirements. K-LITE’s surface mounted polar lighting pole, integrated with LED, is an exclusive choice among designers for use in city beautification blended with architectural appeal. It is designed for a complete range of contemporary designs with single arm, double arm, L-arm, V-Arm, Square arm and Parallel arm. The pole is engineered to deal with adverse conditions and the sections are

Dilip Kumbat, president, ISLE. duly welded using special grooving techniques and high end MIG/ TIG welding process. The control box is integral and in-built with service door, locking arrangement and safety chain. The solutions are backed by the organisation’s extensive understanding of illumination in urban spaces and the expertise gained over a period of three decades. The fixtures are designed to provide value technology, ideally suited to Indian conditions. K-Lite is also part of a major lighting exhibition under the banner Light India International 2018 (Lii 2018) that’s being held in Mumbai at the Bombay Exhibition Centre from January 19-21, 2018. This mega event, organised by Indian Society of Lighting

Pendant Engineers (ISLE), an association headed by Dilip Kumbat, intends to highlight the latest lighting fixtures and present futuristic trends in all lighting segments. India’s US$2 billion lighting industry is witnessing double-digit growth with new LED technology, owing to the emphasis on infrastructure development by the central and state governments. For enquiries and detailed information, visit www.klite.in or contact sales@klite.in.

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OPS & SERVICES AMENITIES

QUINTESSENTIAL LUXURY Hotels across the world offer guests impeccable amenities: to make them want to take a part of their stay with them. BY SOUMYA MENON

here is nothing more fantastic than having guests staying over longer at a hotel due to the property's in-room luxuries. A perfect blend of choice of amenities, personalisation and the uniqueness of products determines the quality of a hotel. Guests today are looking for personalised amenities and the expectations from any kind of hotel - luxury, boutique, lifestyle, economy or business - is very high. Hotels have increasingly not only collaborated with beauty brands and perfumers to give guests that perfect trip, but also have included customised amenities as part of their brand image and strategy. “The first thing guests do when they arrive at a hotel room is go into the bathroom and see what products are on offer,

assessing whether to stash them in the suitcase and smear that housekeeping replenishes generously or pull out what they have bought with them. Whether it's luxury, economy, or something in between, largely determines what customers want most in a hotel stay. Though customers in all segments value price, reputation, room quality, and location when choosing a hotel, these basics merely cover the cost of entry in today's competitive hospitality industry, and they offer no guarantees for winning repeat business. To achieve sustainable, longterm growth, hoteliers develop a deep understanding of the type of customers they want to attract, and hence offer an experience that is tailored to that specific group,” said Shikha Khanna, director of services, Four Seasons Hotel, Mumbai.

W Hotels & Resorts is one of the top listed groups in the world for their range of luxury amenities. It does not limit itself to bath and beauty products. It goes beyond the gamut of amenities by understanding what a guest is really looking for when they check into a hotel and provides a home-away-from-home experience. W Hotels & Resorts around the world use Bliss amenities and the signature Lemon + Sage sinkside six range is well-known and popular among guests. It also has exclusive candles with the fragrance of sun-ripened Italian figs entwined with signature notes of jasmine and sensual sandalwood. “Our bathrooms have been designed with a mixture of ultimate luxury and utmost comfort. Every bathroom has a TV for the tub to ensure a relaxing, pam-

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OPS & SERVICES AMENITIES

pering session. Our guests expect to be swept away by the destination and what it has to offer,” said Gautam Handa, room director, W Hotels, Goa. While hoteliers go above and beyond to provide the best amenities in a room from entertainment appliances, WiFi connection, bottled water, purifiers, even scented pillows and stuffed toys, Kindles, sleep masks and earplugs, the most essential amenity for any guest are the bath and beauty products. LUXURY SOUVENIRS Bath and beauty products are amongst the most popular amenities at hotels and the hospitality industry has gone all out to make sure that it is tailored to the needs, comfort and luxury of a guest. The idea is to associate a beauty brand and a hotel to the products that are available. The complimentary products range from basic amenities such as toiletries, soaps, shower gel, shampoos, conditioners, moisturizers, hand wash, face wash, bath bombs and bath salts, lip balms, and bath aroma oils, to specific products such as hair tonic, hair liquid, face cleanser, face lotion, foot lotions, hand lotions, night treatment creams/moisturisers/ gels, and accessories such as sewing set, dental kits, vanity kits, shaving kits, slippers, toothbrush, hair brush, hair bands, perfumes, and cologne. At Park Hyatt Hyderabad, customised products are used in the hotel but their name is not advertised on the product. The most liked products are shower gel, soaps and body lotion. “We use one of the best brands when it comes to guest amenities. These are specially designed for our hotel but without our hotel branding on it. The amenities carry their own branding and are exclusive to our brand. Forest Essentials and Kama Ayurveda are two brands that we work with for enhancing the guest experiences,” said Payal Joshi, housekeeping manager, Park Hyatt Hyderabad. The high demand for certain kind of amenities encourages hotels to replenish them quickly. The more niche or customised it gets, the stronger the company’s strategy should be for supply and replenishment. Many international hotels customise their products basis a regular guest's room choice, gender and interests, others keep it standard across all

Thann International and Marriott group has the exact same understanding of not only synchronised ideologies but also about providing enough and more to guests, especially people who are regular and stay longer.

Akhilesh Singh, executive housekeeper, Renaissance Lucknow.

Namrata Nayyar, director, Jackson Industries India.

categories with small differences in the luxury suites. Jackson Industries India has been customising amenities for hotels including Hyatt Hotels, Le Meridien, Sarovar Hotels, AccorHotels, Lords, Keys Hotels and The Lemon Tree Company. Talking about this, Namrata Nayyar, director of the company said, “We make amenities according to the guidelines and requirement of that particular hotel chain or brand in their hotel's name. The best part of this customisation is that we also develop specific aromas for the hotel, which is not used for any other brand later.” This is an approach that other companies also take. Forest Essentials, for example, has customised products for The Oberoi Hotels & Resorts across all its properties. The exclusive line of amenities that contain lime, tulsi and narangi include 50 ml bottles of shampoo, conditioner, shower gel and body lotion, and a cleansing butter bar. Hotels tie up with various brands depending on the type of property and its location, and change the amenities especially toiletries to suit customer needs. ECO-FRIENDLY PRACTICES Hoteliers are making conscious choices to pick brands or suppliers that focus on eco-friendly products and packaging.

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OPS & SERVICES AMENITIES

The emphasis is clearly to associate with sustainable practices. Hotels now prefer handmade luxurious amenities, which contain natural aromatic oil, essential aromas and nourishing salts which also provide a touch of sophistication to the bathrooms. Nayyar too agreed that her company is seeing a growing trend amongst Indian hotels for using eco-friendly and organic amenities. “In the present global scenario, it is natural that the hotel industry cannot ignore the demand for eco-friendly and organic products and want that these be used at their hotel too. Though there is a demand for such products, not all hotels are taking this trend seriously.” But the amenities suppliers are pursuing with their bit to pursue eco-friendly practices. Kama Ayurveda, for example, has a specialised line of organic products and has tie-ups with a lot of hotels in India. “Hoteliers are gravitating toward lines that resonate with consumers by featuring eco-friendly packaging, and they will

Payal Joshi, housekeeping manager, Park Hyatt Hyderabad.

continue to embrace opportunities to use sustainable products and reclaim unused products and put it to good use. As packaging is growing in importance, so are the contents within, consumers have become much savvier when it comes to the ingredients in their favourite products. They want to use natural ingredients, not chemical formulations, on their skin and in their hair, and they want those ingredients to be sourced responsibly. Hotels too are becoming accommodating and are offering their male and female customers fragrance-free formulas and products for sensitive skin. Additionally, a lot of hotels or resorts are providing an authentic yet contemporary India experience to their consumers, they want to feature Made in India brands and amenities which is where we come in,” said a spokesperson from Kama Ayurveda. The award-winning brand for Ayurvedic products has a range of lavender patchouli, mandarin vetiver, and cypress orange products for hotels, with customisable options. At Le Meridien Mahabaleshwar Resort & Spa, the corporate team selects the suppliers who are certified to make customised products for the property. “All our amenities are eco-friendly product, in line with our company’s philosophy for sustainability. We have signature line of amenities by Inara, which is used in Le Meridien properties throughout the country,” said Subhash Chand, executive housekeeper Le Meridien Mahabaleshwar Resort & Spa. Kimirica, which has a tie-up with Grand Hyatt in India for its bath and beauty essentials, has biodegradable packaging for dry room products such as dental kits,

“LUXURY IS ANYTHING THAT FEELS SPECIAL...IT CAN BE A WALK ON THE BEACH, A KISS FROM YOUR CHILD, OR A SPECIAL FRAGRANCE. LUXURY DOESN'T NECESSARILY HAVE TO MEAN EXPENSIVE.” - AERIN LAUDER, IMAGE DIRECTOR, ESTÉE LAUDER COMPANIES AND GRAND DAUGHTER OF ESTÉE LAUDER. shaving kits, loofah, and vanity kits, in line with its sustainable business principles. Kimirica’s THE FRENCH NOTE White Tea collection with eco-friendly tubes contain fresh and sensuous notes of authentic French Lavender and is exclusively designed in France. The eco-friendly amenities for guests from Kimirica contain face and body wash (olive and sugar), body lotion (wheatgerm and olive), shampoo (aloe olive), conditioner (quince seed and aloe), sunscreen, after sun gel, insect repellent in 50 ml recyclable packaging made with PET bottles, the most recyclable available resin, face and Body Bar (shea butter made with fully biodegradable and natural ingredients) and accessories such as shower cap, vanity kit, shaving kit, loofah, comb and dental kit. No matter the pricing, hotels try and find suppliers who consistently produce eco-friendly products. “The modern traveller expects hotels to have some sort of sustainable element built into their amenity programme. It’s important for hotels to embrace opportunities where green products can be used, such as requesting toiletries in biodegradable packaging and recyclable cartons. A growing trend these days is that guests are concerned that all the bath and beauty products that they use, should be cruelty-free,” said Shikha Khanna. DILIGENT SELECTIONS It is a prerequisite and imperative for hotels to make the right selection basis a list of factors that determine if the brand will go a long way. These are a few that any hotel could consider: keeping in line with the company ethos/values, size and packaging of the products, and the longterm impact on brand image. A classic example of this is Le Meridien’s tie up with MALIN + GOETZ for most

OPS & SERVICES AMENITIES

Jackson Industries India has been customising amenities for hotels including Hyatt Hotels, Le Meridien, Sarovar Hotels, AccorHotels, Lords, Keys Hotels and The Lemon Tree Company. of its locations across the world. "Le Méridien's promise to unlock destinations for their guests perfectly complements our brand's ability to stimulate their senses," said Andrew Goetz, MALIN + GOETZ, cofounder in a press release. MALIN + GOETZ unisex bath essentials were chosen specifically for Le Méridien, with evocative ingredients and effective formulations that complement any skin and hair care regimen while travelling. The amenity kits include MALIN + GOETZ signature sage body wash, peppermint shampoo, cilantro hair conditioner, lime bar soap, and vitamin B5 body moisturizer in travel-friendly sizes. Thann International and Marriott International has the exact same understanding of not only synchronised ideologies but also about providing enough and more to guests, especially people who are regular and stay longer. Renaissance Hotels, part of Marriott International, believes that their value of local and indigenous experiences with a high standard is very similar to Thann’s ideology of being eco-friendly and giving people everything from the nature. They use Thann’s signature Aromatic Wood collection of toiletries and have generous portions of it depending on the popularity of the products so that replenishing is not an issue. “Guests like our products from Thann - shampoo, shower gel, conditioner, hand wash and soap. All guest rooms and bathrooms have the same set of products but if there is any specific requirement, we tend to it basis local interests,” said Akhilesh Singh, executive housekeeper, Renaissance Lucknow. Understanding customer sentiment

and changing course based on it is also an important step for hotels. While some might prefer to go with known brands that customers identify with, some chose to introduce newer brands who have niche offerings and be known to be experimental. A few years ago, Hyatt changed its entire range of bath and beauty products across all its chains and properties of the brand after conducting a customer survey. While a lot of the company's brands more or less use the same range of products, in various countries they have their own suppliers. In some geographies, Hyatt guest rooms are stocked with complimentary products from KenetMD Skincare, Le Labo, June Jacobs Spa Collection, and Aromapothecary. For Four Seasons Hotel, the key to selecting toiletries is to know their hotel demographics: young, old, family, more male or female, nationality of your guests, corporate or resort, etc. In addition, the hotel's destination and season should be reflected in the fragrance selected. “Sometimes one fragrance does not fit all. One should have an option of fragrance and then considering the factors mentioned above, hotels should decide the right scent but creating a signature experience. In addition, some hotels will be better with bottles or perhaps tubes depending on bathroom design, demographics, and usage. The focus today remains in developing attractive packaging with quality products therefore, quality cannot be compromised at any cost,” said Shikha Khanna. “It is important that the amenities you choose for your hotel are in sync with its

Subhash Chand, executive housekeeper Le Meridien Mahabaleshwar Resort & Spa ambience and feel. A hotel like Park Hyatt Hyderabad believes in personalised luxury, whether it’s in service or products that it has to offer to its guests. The fragrance, the quality, the natural feel, the eco-friendly aspect and the design are key to the selection of the amenities you would opt for your hotel. The amenities you select should give a sense of understated luxury,” said Payal Joshi. The Bliss range of bath amenities is a global standard that is followed across all W Hotels around the world, developed by their teams after careful consideration of the tastes and preferences of our loyal customers and keeping in mind the best quality standards. “Our guests are our priority always and we try our best to engage with them and excite them through unique offerings and experiences at every touch point from before they book till after they depart and amenities are a crucial part of the instay experience,” said Gautam Handa. Nayyar pointed out that with new hotels coming up, amenities have become an important part of a property’s requirement, just like food. They have realised that nowadays travellers are very demanding and maximum care has to be taken for their comfortable stay and providing quality amenities plays a key role in this aspect. They risk dissatisfying their guest with poor quality amenities in the rooms, a chance they would rather not take. After all, a happy guest is a loyal one, who will keep returning repeatedly – something that every hotelier wants. Some amenities are definitely worth that effort! HI

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OPS & SERVICES TECH

ROOM FOR GROWTH

Hoteliers are vying to give customers the choice of control for various services in guestrooms. And they are banking on technology to do this BY PRADEEP S

magine a world where the room knows you and you know your room that is what Hilton's CEO, Christopher Nassetta said while participating at the Skift Global Forum 2017 this October. At the event he revealed that the hotel chain is currently testing a ‘smart room’ that will be connected to a computer system. The company is expected to roll out this personalised service offering sometime next year. Now this might sound very futuristic, but honestly, it banks of sifting through a lot of information that the hotel chain anyway gathers by way of its Hilton Honors loyalty program. Registered guests often share information about their room, meal, linen, and even lighting, bedding and entertainment preferences prior to

check-in. The hotel’s data analytics team can use it to automatically enhance the guest’s stay experience, which in turn will result in improving customer loyalty. World over, hotels are augmenting the service offerings in guest rooms in a bid to make these spaces technologically relevant and smart, and attract the next generation of travellers. This is the age group that is largely accustomed to hightech personalised features, since most of them live in smart and connected homes. Hence, hotels are wooing them with personalised elements like mood lighting, temperature control, entertainment choices, F&B preferences in the mini-bar, etc. Hilton is amongst one of the many hotel chains globally that offers keyless en-

try to all of its Hilton Honors customers, where the guest’s smartphone is used as the key. Marriott International is the other organisation that offers keyless entry via mobile devices. And if you thought that keyless entry was the extent that hotels are going to ensure that their guests have a convenient stay, well, think again. In-room automation is going places, literally, with the entry of digital assistants like Amazon’s Alexa and Apple’s Siri! In December 2016, Wynn Resorts became the first hotel company to install Alexa-powered Echo devices in the suites of its flagship Las Vegas property. According to various reports, Marriott International is also testing these digital assistants at Aloft hotel in Boston to check if guests

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OPS & SERVICES TECH

THE LATEST INNOVATIONS IN IN-ROOM AUTOMATION HELP IN PUTTING A SMILE ON A GUEST’S FACE. THAT SAME SMILE CAN FIND ITS WAY TO AN HOTELIER’S FACE, AS THESE ADVANCEMENTS ALSO HELP THEM INCREASE THE BRAND’S VALUE ON DIGITAL PLATFORMS. can use the voice commands to turn on lights, close drapes, control room temperature and change television channels. TECH REVOLUTION IN ROOMS Before you presume that these innovations are being unveiled only in international properties, think again! In-room automation has started making strides in India as well. What’s more, they are attempting to make it as user-friendly as possible. Take the case of The Oberoi, Bengaluru, where all luxury accommodations are equipped with an iPad and the company’s exclusive Oberoi E'nhance interface allows guests to manage everything from entertainment to in-room dining, as well as a multimedia hub and high speed WiFi. “The idea behind introducing this technology was two-fold – a more enjoyable and memorable stay experience for the guest and enhanced engagement with our products and services. The Oberoi E’nhance interface has been custom-designed by DigiValet, as per our specifications,” said Visheshwar Raj Singh, VP and GM, The Oberoi Bengaluru. With the Oberoi E’nhance guests can use a host of features, including choosing movies, customising lighting, controlling room temperature, browsing the internet and listening to web radio channels. The interface also comes with a door camera functionality, giving guests the ability to see who is at the door and then open it remotely. “One can also use it to order from our extensive in-room dining menu, with photographs of every item vividly displayed on the iPad screen, so the guest knows exactly what he/she is going to get. The Oberoi E’nhance interface also acts as a portal for guests to explore The Oberoi Spa, ongoing culinary promotions and dining options within the hotel and

Luxury accommodations at The Oberoi, Bengaluru are equipped with an iPad.

Ajay Nayak, chief engineer, ITC Gardenia Bengaluru.

Visheshwar Raj Singh, vice-president and GM, The Oberoi Bengaluru.

even see places to visit in and around Bengaluru. The software also enables guests to check their bills on real time basis and even ask for ‘one-touch butler services’ like shoe shine, luggage collection, replenishment of toiletries and much more,” Singh added. Guest rooms at ITC Gardenia, Bengaluru, too, have a USA based in-room automation system known as In-com, which controls the lighting and temperature and can be adjusted as per the guest’s preference. Guests can also set the automatic wake-up call facility in the In-com system. Additionally, rooms in the hotel also have audio visual facilities on the 42-inch LED television integrated with a digital kiosk that can be connected to a laptop, iPad, tabloid, etc., so they can watch movies on a bigger screen or use it for their work. Similarly, ITC Grand Chola, Chennai rooms also have iPad-based controls on lighting, air-conditioning etc, with additional features like door camera and remote door opening. Talk about control at the click of a button! INNOVATION AT THE CORE One reason why hotels are investing in automation in guestrooms is to provide innovation in customer experience and also make these spaces resemble a lot like a smart home. As more affluent and

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OPS & SERVICES TECH

globe-trotting guests begin to use smarthome technology, they expect the same features in hotel rooms as well. However, that does not mean that hotels are creating rooms that will make Lex Luthor feel at home! Instead, they choose in-room automation solutions that will boost the guest’s comfort with solutions that are easy-to-use. Like Singh pointed out the first priority of The Oberoi Bengaluru, since it is a popular luxury business hotel, is not to confuse or intimidate them with fancy gadgets and blinking lights! “Thus, our technology primarily has been designed to enhance their stay experience and make it more comfortable, without adding a steep learning curve for them to negotiate. The second consideration would be to make the technology inviting and attractive across ages and demographics, ensuring its maximum usage and thus enhancing hotel sales,” he added. Ajay Nayak, chief engineer at ITC Gardenia, Bengaluru stated that the selection of technology for in-room automation is incorporated depending on the clientele the hotel chain caters to – business, leisure or luxury. ITC Hotels has adapted the best available technology from its very inception. “We carry out a deep research on this and basis the technology and the various services offered, we determine the best and ideal vendor. Some of the best brands that are currently being used in our hotels are Honeywell, Digivalet and Pamba,” he added. In the case of Marriott, Shilpi Khanna,

The Oberoi E'nhance interface allows guests to manage everything from entertainment to in-room dining. assistant director of rooms, JW Marriott Mumbai Sahar said that the various technologies housed at any properties chosen by the Marriott design team keeps in mind the latest technologies in the market and the brand’s image. The team ensures that these technologies do not need human intervention, which is most important in the hospitality industry. “The Marriott App has been specifically designed for all our hotels. This app allows guests to book a hotel, receive room-ready notifications when they opt for mobile check-in and also helps them connect and chat with the agent before or during their stay,” she explained, while explaining how the minimal human intervention works. HAPPY GUESTS, HAPPY BALANCE SHEETS

The iPad-based room control system at ITC Hotels. There is no denying that the latest innovations in in-room automation help in putting a smile on a guest’s face. But that same smile can find its way to an hotelier’s face, as these technology advancements help the company to increase the brand’s value on digital platforms. Singh explained how in a tech-savvy city like Bengaluru, this level of in-room automation always gets appreciation from the hotel’s guests. “The high level of usage and wonderful feedback on public forums like Trip Advisor is also an indication of its success,” he noted, a statement that is seconded by Nayak for the ITC Gardenia, Bengaluru. He added that the use of in-room automation has given his hotel a competitive edge. N Ramamoorthy, chief engineer of ITC Grand Chola, Chennai too stated, “The iPad-based automation was first used in ITC Grand Chola and has attracted considerable appreciation from our guests and has brought about a great difference in terms of enhancing the overall consumer experience.” At the same time, automation in guest rooms can result in operational efficiencies in hotels, besides helping in ensuring a seamless, engaging and more comfortable stay for guests. Now, with a digital device in their hands, guests need not go through printed menus before placing their in-room dining order – they can scroll through the information on the gadget and even order online! Imagine the cost saving on printing menus for various rooms regularly in a hotel! In the The Oberoi Bengaluru many guests take official conference video calls

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OPS & SERVICES TECH

“Imagine a world where the room knows you and you know your room,” - Christopher Nassetta, CEO, Hilton.

in their rooms. With the use of the door camera and remote opening, they can order food or any other hotel service and enjoy them without once getting up from their seat or disconnecting the call, with the added security feature of remotely knowing who is outside before opening the door. Singh said, “So, as for ROI, if you have happy guests who become loyal fans thanks to such evolutionary experience enhancements, the returns take care of themselves!" Nayak stated that in-room automation helps brands to control the lighting and temperature very smartly, which in return controls loading and un-loading of the entire HVAC system and lighting – enhancing the energy efficiency and reducing cost. Additionally, this also has minimum interface of service associates in other words less manpower and hence minimises guest dissonance. “The operational efficiency has improved as there is no integration of manual settings, failure of processors due to human nature, hence improving customer satisfaction,” he reiterated. Khanna too felt that automation leads to increased operational efficiency and has helped JW Marriott Mumbai Sahar save a lot on heat, light and power energy, for example. “The lead time for responding to guest requests reduces and this in turn helps us achieve greater guest satisfaction,” she said. STAYING RELEVANT To make the lives of guests comfortable with the use of in-room technology, it is equally important to ensure that the latest solutions are deployed. After all, technology is constantly rendered redundant and hotels need to assess the room automation systems in place and determine

Hilton Worldwide’s Digital Key is a feature of the Hilton Honors app that now gives guests the option to bypass the hotel checkin counter and access their rooms. solutions partner, Nayak said it depends on the convenience of operations and service support availability from the vendor.

Shilpi Khanna, assistant director of rooms, JW Marriott Mumbai Sahar. which of the elements need to be upgraded. This can be done on the basis of guest feedback in addition to inputs from the operations, IT and the finance team about the specific areas that need to be improved upon. Singh recalled a recent incident at The Oberoi Bengaluru where they updated their automation platform to make it more proactive. “Recently we moved from just having a static spa e-menu on this platform, to make it a booking interface as well by adding a query button. Thus, any guest keen on booking a spa therapy while browsing the menu, can just click on this icon, which notifies our spa desk and the guest receives a call back from the spa to discuss and book his / her appointment,” he said. When it comes to choosing the right

WHAT’S UP, DOC? Talking about some new solutions that they would like to unveil in the future, Nayak said it would be mapping the experience of the business traveller. “We are keen on using this yet-to-be-launched technology for all our hotels pan-India. It is an automation application that helps a business traveller plan the optimal utilisation of their time starting from the time they leave their house till the time they reach back. By mapping their experience, one has a control over their travel and doesn’t have to rely on the recommendations of travel desk or commercial agents. This enables them to proactively plan different phases of their travel (before, during and after) in advance,” he explained. Singh added that The Oberoi Hotels as a group may consider implementation of some form of Internet of Things (IoT) in its hotels, as most foreign guests already have such technology implemented in their houses and offices abroad. In a world that is getting increasing hyper-connected, hotels have to keep coming up with as many personalised solutions in a bid to stay relevant. By leveraging technology to integrate smart features in guest rooms, they are not only ensuring that their customers have a good stay and pleasant sleep, but also keep coming back for more. HI

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IN DEPTH

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n a first of its kind initiative, the Hotel and Restaurant Association of Western India (HRAWI) has certified 13 hotels in Maharashtra under new norms that it claims are more contemporary and global in standards as compared to existing ratings. Part of the national body of Federation of the Hotels and Restaurants Associations of India (FHRAI), HRAWI represents the industry in the Western region since 67 years. This independent classification system in India will follow the global practice of trade bodies rating hotels and ensuring adherence to best practices and standards. As per the new norms, hotel properties will be classified, rated or graded under six categories listed as Budget, Classic, Premium, Luxury, Deluxe Luxury and Primo Luxury, and will be uniform for both domestic and foreign tourists. The Shalimar Hotel, The Fern Residency, Golden Swan Beach Resort, The Emerald, Peninsula Grand Hotel, Sun-N-Sand Hotel, Holiday Inn Mumbai international Airport, Waterstones Hotel, T24 Residency, Hotel Transit, Hotel Meluha, Renaissance Mumbai Hotel and Convention Centre and Hyatt Place are among the first hotels to have been audited as per the new classification standards and are officially certified as of 25th October, 2017. HERALDING CLARITY With this classification system HRAWI hopes to remove any ambiguity for tourists checking into an Indian Hospitality Quality Standards (IHQS) Certified Hotel. The objective behind this initiative is to bring in standards of evaluation and parity that are in line with international standards, as well as making redundant some criteria in star ratings that have become irrelevant today. â&#x20AC;&#x153;The objective behind developing the IHQS is to educate our members on modern quality standards as well as reduce the burden of the Ministry of Tourism (MoT). Presently the MoT is responsible for conducting audits and rating hotels.

!EHEL !=PS=JE LNAOE@AJP %/ 4& LNAOAJPEJC PDA ?ANPEĹ&#x201A;?=PA PK -=PNE?G /K@NECQAO @ENA?PKN Ĺ&#x201A;J=J?A *=NO %KOLEP=HEPU BKN %KPAH 4=PANOPKJAO So, now the Government can focus on improving and promoting tourism, while we from the industry are doing our bit to support the initiative,â&#x20AC;? said Dilip Datwani, president, HRAWI. The association has engaged an external agency for the purpose of auditing hotels that will independently verify and award each hotel a fair classification based on product and service standards experienced. Along with the awarded certificate, the agency will transparently share a detailed scorecard that will allow the hotel to make improvements if and where required. â&#x20AC;&#x153;Simplification and transparency are the key objectives of IHQS certification and so our published guidelines are available on our website that will ensure that hoteliers know exactly what entails oneâ&#x20AC;&#x2122;s establishment to receive the certification. The applicant can choose their facilitywise gradation, depending on the market they cater to, rather than it being an imposition from a novice officialâ&#x20AC;&#x2122;s perspective, allowing the guest preference to overtake impractical implementation of some orthodox guidelines. For instance, the present norms require a star hotel to

13 HOTELS AUDITED AND CERTIFIED BY HRAWI 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

The Shalimar Hotel The Fern Residency Golden Swan Beach Resort The Emerald Peninsula Grand Hotel Sun-N-Sand Hotel Holiday Inn Mumbai International Airport Waterstones Hotel T24 Residency Hotel Transit Hotel Meluha Renaissance Mumbai Hotel and Convention Centre Hyatt Place

maintain a differently abled room to get classified even though not a single differently abled room has ever been sold. Over the past many years, standards have suffered a terrible dilution of a simple goal of explaining to the consumers what they can expect from a hotel. Also in the interim, several hotel service companies such as OTAs and many self-appointed quality monitoring and advisory review

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IN DEPTH

CHANGE MANAGEMENT In an exclusive interview to Hotelier India, Dilip Datwani, president, HRAWI tells Vinita Bhatia why this classiﬁcation was created and how it will beneﬁt hoteliers. Why was the need for this classification felt? One of the principal reasons for introducing Indian Hospitality Quality Standards (IHQS) is to bring in uniformity, higher standards and efficiency in the process of classification of hotels. This classification system is in sync with global standards and will make it convenient for guests to identify with their choice of hotels. Almost 70% of countries have their hotels classified by their respective apex hotel bodies. The IHQS, like many of the global rating standards, is reliable, simple, comprehensive, and an ergonomic assessment system with key focus on transparency. What about the classification done by the Ministry of Tourism (MoT)? Presently from approximately 1, 50,000 hotels in India only around 700 hotels get their classification done from the MoT. This is because the MoT’s system is very difficult to handle and typically, government procedures tend to get delayed, without any accountability. It takes over 12 months for the MoT to classify a hotel and for hotels that have heavily invested in a project cannot afford to wait that long to receive their classification and become operational. In many states, the local government charges hotels additional amounts on property tax, water charges, and excise license fees among others if they are certified by the MoT. Besides this, recently many independent OTAs have begun creating and following their own systems, which are flawed because those are commercially influenced and biased. This creates confusion for the guest and especially makes a poor impression on the foreign tourists who rely on a deceptive or misplaced classification of a hotel. The IHQS will support, enhance, develop, enrich and guide hotels in maintaining world-class standards that resonate with guests. HRAWI is the voice of the hospitality industry and understands the needs of hoteliers and its guests better than any other industry body would. Therefore IHQS is designed by the hoteliers for the hoteliers across India. At what periodicity will these audits be conducted? Currently the IHQS accreditation will be valid for three years. Which agency has HRAWI employed for the audit and certification of the hotels? There are three different agencies involved for the purpose. These agencies and its auditors are randomly selected and the association has no role in the process of audit. Is there a general consensus to this decision? What about the star rating that is prevalent? There is an overwhelming response to our initiative. Hoteliers are fed up with not having an aligned system for classification that is easy and transparent and are confused with the multiple and misleading standards of the OTA. IHQS provides hoteliers with a reliable rating system that is simple and comprehensive and most importantly which works in the favour of the guests. Presently the MoT’s classification system, which is mainly adopted by 5-star hotels, takes over 12 months to get a date for inspection and dealing with the red tape in getting the paper work is a challenge. Anticipating these problems, hoteliers prefer to not get classified by government. Numbers bring in accountability and shows the reality. In 2008, there were 1593 MoT classified hotels and as of today there are only 687 classified hotels. Won’t having the star rating as well as this new classification create more confusion in the mind of a traveller? Presently, there are more than 12 different rating agencies, which is more confusing and misleading to the customer. Our objective is to become the sole rating agency for all hotels in India that travellers will eventually identify with and realise its authenticity and credibility. We are positive that this will curb the infiltration of the independent agencies that aren’t even from the hotel industry and emerge as the only legitimate classification system in the country. sites have mushroomed announcing and creating their own standards. These entities may not even be equipped to audit hotel establishments but are defining the industry standards and misleading guests. With an apex industry association like HRAWI overlooking the process

of classification, hotels can be assured that a fair, competent and capable body is doing the job,” added Kamlesh Barot, past president, FHRAI and HRAWI. IN WITH THE NEW The practice of hotel classification has

(=IHAOD =NKP L=OP LNAOE@AJP %/ 4& LNAOAJPEJC PDA ?ANPEł?=PA PK -=N=I Kanampilly, CMD, Concept Hospitality for Hotel The Ferns Residency its roots in the early ‘70s when the hotel industry was in its nascent stage and the influx of international tourists had just begun to make a reasonable impact on India’s foreign exchange. The then Government, through the DoT, supported the industry by helping define standards for guests expecting world-class services by marketing them internationally. However, since then, the scenario has changed drastically and the gap between customers’ expectations and hotels’ deliverables has widened. “We want to bring about an uninfluenced semblance of classification norms created by the very own cross-section of the industry, that are up-to-date and contemporary so as to justify the needs of today’s guests and not a regulator. We hope that even as hotels continue to get classified as per government norms, although not a mandatory requirement, a hotel could get itself certified by its own association’s classification initiative, parallelly,” said Barot. He added that the MoT has discussed the scheme with HRAWI and given their concurrence to IHQS, being on the lines of the US and Singapore associations. Grapevine is ripe that the Ministry is contemplating handing over the classification standards to Bureau of Indian Standards. “Our aim is to become the first and the only recognised standard in India, for the benefit of tourists, tourism and hospitality,” Barot concluded. HI

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EVENT

The CEO's panel discussion centred on how hotels are preparing themselves to ride the technology wave and welcome the next generation of customers.

SETTING THE PACE Anuraag Bhatnagar, multi-property VP-Luxury, India, Marriott International, and GM,The St. Regis Mumbai, describes the behind-the-scenes action at PIHMAA’s Pace 2017 annual conclave

t was a crisp October evening and The Leela Ambience Gurgaon was sparkling in anticipation of what lay ahead. Come 7pm and the driveway would swell with cars and the hallway of the hotel would be resonant with the meeting of minds of some of the biggest contributors and leaders of the Indian hotel industry. All of them bound by the invisible chord of IHM, Pusa, a noteworthy educational foundation of India. Pusa, the Institute of Hotel Management, Catering and Nutrition (PIHMAA) in New Delhi is one of the premier hospitality institutes of the country, supported by the Ministry of Tourism, Government of India. Having nurtured some of the leading stalwarts of the hospitality industry, Pusa continues to attract the best talent and most aspiring minds in India. With distinguished alumni, it was an inevitable thought to host an annual event to meet, address and inspire the current and future generations of the hospitality industry and to create a feeling of brotherhood among past and present students. Driven by Mandeep Lamba, MD, hotels and hospitality group, India, JLL and chaired by KB Kachru, chairman emeritus and principal advisor, Carlson Rezidor Hotel Group, South Asia, the second event of PIHMAA’s Annual Conclave & Exchange, titled Pace 2017, was hosted on 23rd October, 2017. The essence of this annual event is to

share and impart knowledge on a collective platform, debate and discuss the current industry concerns and challenges and to motivate and encourage talent in the present context. The pace of Pace 2017 was thus set with a focus on knowledge in the early part of the evening, a celebrity keynote speaker followed by three panel discussions. Needless to say, it was an evening charged with energy and much bonhomie. INSPIRE GEN NEXT The tone was set with a warm welcome address to the distinguished guests by KB Kachru, who is also PIHMAA’s chairman. He highlighted the fact that the endeavour was to reposition the institute

and make it more useful for the industry and society at large and inspire future generations. He was delighted to see some of the leading hoteliers in the room that evening. Some of the eminent people from the industry in attendance were Mandeep Lamba, Kapil Chopra, president of The Oberoi Group; Raj Rana, CEO, South Asia of The Carlson Rezidor; Sanjay Sethi, COO, ITC Hotels; Anil Bhandari, chairman, AB Smart Concepts and former MD of ITDC; Masterchef Sanjeev Kapoor; Ashwani Nayar, multi–property general manager for The Westin Gurgaon, New Delhi and The Westin Sohna Resort and Spa, and other industry stalwarts. Suhel Seth, author, columnist and cor-

Dignitaries present at the PIHMAA’s Pace 2017 annual conclave.

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EVENT

Hoteliers Saeed Shervani and Shailendra Karanwal share a light moment.

Anurag Bhatnagar, in centre, with PIHMAA members. Sanjay Sethi, COO, ITC Hotels with Masterchef Sanjeev Kapoor.

Author and columnist Suhel Seth spoke on the hospitality segment espousing the spirit of Indian-ness rather than trying to ape the West. porate advisor, followed the welcome address with a keynote on a pertinent topic – the hospitality segment espousing the spirit of Indian-ness rather than trying to ape the West. He articulated his thoughts on the need to celebrate our intrinsically Indian way of life and charged his audience with his view on marketing and promoting India as a whole and anticipating the needs and expectations of the new-age traveller. He elaborated that need of the hour for Indian hotels was creating authentic experiences, marketing India as an ethereal experiential destination and providing unobtrusive and uncluttered service. Seth signed off with his thoughts on technology in hotels, which while remaining at the forefront of experiences should remain user-friendly and not intimidating. ALL SET FOR A DEBATE This year, the panel discussions were in resonance with some of the concerns of the hospitality and food business industry. The first panel, comprising CEOs, was a healthy discussion on the topic ‘With human guest contact continuously

reducing in hotels because of technology, how will hotels in the future differentiate themselves?’ The panel members were Raj Menon of Marriott International, Kapil Chopra of The Oberoi Hotels, Sanjay Sethi of ITC Hotels, Mandeep Lamba of JLL India and Raj Rana of Carlson Rezidor Hotel Group. The CEO panel, moderated by me, was an engaging and meaningful one. The industry torchbearers were represented among the Pusa alumni. An interesting fact to note is that five of the top hotel companies operating in India currently are led by the alumni of IHM Pusa. The questions were in terms of how are contemporary hotels are getting ready for the inevitable future, preparing to ride the technology wave, how ready are they for the next generation customer, the millennials. It was an interesting session as there were a few curve balls for CEOs with questions like ‘Which organisation other than their own do they admire the most in terms of technology advances, how do they retain the differentiation of their brand and the uniqueness of their service offerings since technology can be a great leveller, how would they visualise rooms in 2020, high-tech versus high technology, high tradition versus high technology, high touch versus high technology’. These were some of the points of discussion where viewpoints were received from the CEOs. What really stayed at the top as a stumbling block was free WiFi in hotels, which is a given these days. The session was a lively debate and drew a lot of interest from the audience where we had to take a few questions offline due to paucity of time. The next discussion touched upon by

the VP/GM panel was ‘Managing the Millennials – How are GMs making changes to retain a restless young work force?’ Here the panel members comprised Bhavna Verma, GM, Courtyard by Marriott, Gurgaon; Parmeet Singh Nayyar, GM, Shangri-La, New Delhi; Upaul Majumdar, GM, Crowne Plaza, Kathmandu; Ashwani Nayyar, multi-property GM, Westin Sohna; Nitesh Gandhi, GM, JW Marriott Aerocity, New Delhi and Shipra Sumbly Kaul, GM, Holiday Inn, Bangalore. It was an animated discussion moderated by Arindam Kaur, AGM, South India, IHG. The lastly topic for the panel discussion was on ‘Food Business: Storytelling of journeys in differentiated food & beverage operations’. It was chaired by Nina Charath, founder, Enhance Consulting and consisted of members like Gurpreet Vohra, director, Tulip Institutional Services; Kamalaksh K M, founder, Bouquet Garni; Puneet Sikand, founder and CEO, Kitchen Art’ Rohit Khattar, MD, Old World Hospitality; Sanjay Raina, founder and Masterchef, Mealability and Padma Shri celebrity chef Sanjeev Kapoor. PIHMAA ended the panel discussion with an award ceremony recognising leaders and role models of the industry. The recipients of the Hall of Fame awards included Anil Bhandari, Virender S Datta, Dr Psyche Nigam, Manmohan Singh, KB Kachru, DK Beri and Arun Agarwal, among others. This enlightening, and insightful, evening was rounded off with old friends, seniors, colleagues and industry veterans meeting and sharing laughs over past memories and anecdotes over an array of delicious cuisine. The evening was a resounding success with a promise to make the next a bigger success. HI

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EVENT - PUSA

The theme for this year’s convention was thoughtfully selected as ‘Hospitality 2025 – The Future is NOW’.

A COMPENDIUM OF IDEAS A look at FHRAI's 52nd annual convention held from 14-16 September, 2017, at Bengaluru where delegates got a chance to network and take back knowledge from engaging panel discussions

minent guests, keynote speakers, and industry stakeholders congregated for pertinent deliberations at the 52nd The Federation of Hotel & Restaurant Associations of India (FHRAI) Annual Convention, which was held from 14th to 16th September, 2017 at Shangri-La Hotel, Bangalore. At the three-day event, delegates got a chance to attend panel discussions on relevant topics and network with fellow hoteliers. The theme for this year’s convention was ‘Hospitality 2025 – The Future is NOW’. Sri Sri Ravi Shankar, founder of the Art of Living Foundation presided over the inauguration ceremony. Ananth Kumar, Union Minister for Chemicals and Fertilizers, Ashok Chandra Panda, Minister of State, Department of Tourism, Government of Odisha; RV Deshpande, Minister for Large & Medium Industries and Infrastructure Development, Government of Karnataka, and other dignitaries were also present at the event. In his opening address, T Nataraajan, executive council member of FHRAI, said, “It’s not easy to have such dignitaries on the same dais. FHRAI, one of the oldest associations in existence, has addressed quite a few issues of hospitality. To bring the convention to Bengaluru was a dream of K Syama Raju, our erstwhile president. He often used to tell me that the last convention of FHRAI that was held in Bengaluru was in the early 80s and he was eager to showcase modern Karnataka to everyone.” Speaking at the inaugural session, Sri

Sri Sri Ravi Shankar said, “Hospitality is in the DNA of Indians. We need to learn teamwork from the Japanese, precision from the Germans, etiquette from the English, and marketing from the Americans. India needs improvement in its infrastructure. Its tourism has increased by 11% over the previous years; 8.6 million people visited the country this year. However, we are still far behind a small country like Greece that welcomes 30 million tourists every year.” According to him India also needs better infrastructure, more hotels and restaurants. There are so many opportunities for spiritual tourism, medical tourism, and now even rain tourism where people can enjoy the monsoon here. RAMPING UP INFRASTRUCTURE It is evident that there is a dire need to promote infrastructure development in the country so that other sectors can also thrive as a result. While agreeing to this, and addressing the audience at the

convention, RV Deshpande said, “As far as Karnataka is concerned, tourism is our thrust sector. In the last four years, we have strived to improve roads for better connectivity for tourism. Karnataka has always been a visionary state. The budget for tourism in Karnataka has brought about rich dividends. Footfalls have increased and we are one of the top five states in the country leading in tourism.” However, he pointed out that tourism in coastal states has not grown much and he recalled that the union government was considering relaxing CRZ norms, which in turn will give benefit states like Maharashtra, Odisha, Karnataka, Andhra Pradesh, Tamil Nadu, and Kerala. COMPREHENSIVE PLANNING Later, Ashok Chandra Panda, minister of Tourism & Culture, Government of Odisha spoke about the comprehensive plans that have been drawn for efficiently and effectively tapping Odisha’s tourism potential, targeting a substantial increase in

Naveen Jain, MD of Nouvelle Knowledge Services, Sat Pal Arora, MD of TFCI, Vijay Thacker, director of Horwath HTL India, Rajat Mehra, ?KNLKN=PA łJ=J?E=H ?KJPNKHHAN KB 0 *%& %KPAHO /=PP=J (AOS=JE @ALQPU *! KB )AIKJ 1NAA %KPAH KIL=JU D=J@AN =HFAA *! KB /KU=H Orchid Hotels and DVS Somaraju, executive council member of FHRAI.

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EVENT - PUSA

Winners of FHRAI Awards, which were instituted to recognise entrepreneurial leadership and individual professional excellence. arrivals to the state. Talking about these initiatives, he mentioned that the state had hosted FHRAIâ&#x20AC;&#x2122;s golden jubilee convention and also organised Indian Association for Tour Operators (IATO) convention. TOURISM POTENTIAL Ananth Kumar, Union Cabinet Minister for Parliamentary Affairs and Chemicals and Fertilizers, Government of India elaborated about the efforts being put in by the government to boost the growth of hospitality and tourism. He said. "Recently, a hotel delegation came to Delhi during the parliament session to talk about Goods and Services Tax (GST) rates. While GST implementation was a welcome initiative, there exist some teething problems. There was some relief when the upper limit was revised from 28% to 18% for tariff from INR 5500 to INR 7500.â&#x20AC;? He maintained that hotels and restaurants are the backbone of tourism and agreed that more leeway is required when it comes to GST. â&#x20AC;&#x153;In 2014, the total domestic passengers in aviation were six crore; they now stand at 10 crore, bringing about 21% growth. I suggest that to prepare a charter to the union and state governments and also discuss this with finance and tourism ministers.â&#x20AC;? He promised to act as a facilitator and speak to various ministers to ensure ease of doing business in hotels and restaurants for the growth of tourism in India. Later, Nakul Anand, executive director, ITC Hotels shared his vision delving into the rise of digital and mobile consumer usage where control has completely gone into the hands of the consumers. â&#x20AC;&#x153;We see a flurry of industry changes. Online search engines are exploring advertising models and metasearch companies are moving to assisted bookings. There is a blurring of industry value chains and data is the new

Riyaaz Amlani, CEO and MD of Impresario Entertainment & Hospitality, Zorawar Kalra, MD, Massive Restaurants, chef and restaurateur Manu Chandra and Prashant Issar, co-founder and CEO of Square Meal Foods at a panel discussion.

F=U =G=U= *! KB 0=NKR=N %KPAHO +ENQL= 0D=JG=N @ENA?PKN NEC=@A %KOLEP=HEPU 0ANRE?AO =J@ !DNQR %KKJ 3- HK@CEJC development, Marriott International with two delegates. oil. The travel industry remains the leader in e-commerce maturity with high online penetration. It is this twin rise of mobiles and social media that has made all the difference.â&#x20AC;? ENCOURAGING FEEDBACK The convention received good feedback from the industry. R Ravichandar, CMD of Nandhana Hotels has been attending FHRAIâ&#x20AC;&#x2122;s convention for five years and finds it worthwhile. He especially like Nakul Anandâ&#x20AC;&#x2122;s session and some of his doubts about GST were cleared during the panel discussion on the topic. K Mohanchandran, director-operations, Taj GVK Hotels & Resorts and general manager, Taj Krishna Hyderabad especially liked the panel discussion on outsourcing of restaurants in a five-star setting as it made restaurateurs and hoteliers think differently. â&#x20AC;&#x153;The session on GST highlight-

RV Deshpande, minister for Medium and Large Industries, Govt of Karnataka, Sri Sri Ravi Shankar, founder of Art of Living Foundation, Ananth Kumar, Union Cabinet Minister for Parliamentary Affairs and Chemicals and Fertilizers, Govt of India.

K Syama Raju, FHRAI's ex-president, Ananth Kumar, Union Cabinet Minister for Parliamentary Affairs and Chemicals and Fertilizers, government of India, RV Deshpande, minister for Medium and Large Industries, Government of Karnataka with Ashok Chandra Panda, Minister of Tourism & Culture, Govt of Odisha in the background. ed the plethora of issues that exist as we struggle to settle down in this new regime. Tax assessors, the government, hoteliers, vendors, and everyone else understands the importance of GST, but to try and understand the perspective of other people who have similar concerns is also very important. This is the value that the convention brings,â&#x20AC;? he said. Ajay Goel, MD of Shimla British Resort found the sessions to be good and as an owner of a heritage property he felt the event was a great place to learn from experienced hoteliers and restaurateurs. However, he opined that could be improved further by inviting more international participants. â&#x20AC;&#x153;International speakers and experts on food and hospitality could add more value to the sessions,â&#x20AC;? he stated. HI

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CAREERS

MOVERS & SHAKERS NEW APPOINTMENTS

ABHIJIT GHOSH IS GENERAL MANAGER Abhijit Ghosh has taken over as the General Manager of Hilton Shillim Estate Retreat & Spa. During his 17-year career he has headed operations at Soneva Jani, Maldives, Six Senses Ninh Van Bay, Vietnam and Six Senses Samui, Thailand and has also held senior positions at Umaid Bhavan Palace Rajasthan, Taj Exotica Resort & Spa Maldives and Oberoi Amarvilas Agra.

AMIT KUMAR IS GENERAL MANAGER Amit Kumar has been appointed as General Manager of WelcomHotel The Savoy Mussoorie. His past few assignments were as general manager with Anya Gurgaon and Hilton Hotels & Resorts. He has also worked as executive assistant manager in the F&B service with The Lalit Suri Hospitality Group. Kumar holds a diploma in hotel management from Ahmedabad’s Institute of Hotel Management, Catering & Nutrition.

PANKAJ GUPTA IS GENERAL MANAGER Pankaj Gupta has been appointed as the General Manager at Renaissance Lucknow Hotel. An alumnus of Ghaziabad’s Graduate School of Business and Administration, he has also received certification from the Institute of American Hotel & Motel Association. During his 17-year long career, Gupta has worked at hotels like Lemon Tree, Indore; Holiday Inn, Agra; Sarovar Hotel, Kolkata; Royal Orchid Hotels and Aloft Bengaluru Whitefield.

SHANTA KAMATH IS DIRECTOR OF SALES JW Marriott Mumbai Juhu has appointed Shanta Kamath as the Director of Sales. She has worked with Grand Hyatt, Mumbai, Intercontinental Hotel Mumbai and ITC Hotels. Kamath holds an executive MBA degree from NMIMS, Mumbai, and has also acquired a Bachelor of Science in Hospitality and Hotel Administration from Bengaluru’s Institute of Hotel Management, Catering Technology & Applied Nutrition.

PRATEEK KALRA IS F&B DIRECTOR JW Marriott Mumbai Sahar has appointed Prateek Kalra as F&B Director. He was earlier the F&B director at Taj Coromandel, Chennai. A graduate from Mumbai's Institute of Hotel Management in Mumbai, Kalra started his career with the Taj Management Training Program. He has worked with the Taj Group and later moved to The Westin Garden City, Mumbai, where he was responsible for the F&B operations.

AMIT KUMAR IS HOTEL MANAGER Aloft Bengaluru Cessna Business Park has appointed Amit Kumar as Hotel Manager. A holder of a degree in hospitality and hotel administration from the New Delhi’s National Council of Hotel Management & Catering Technology, Kumar later graduated from IHM Hyderabad. Previously, associated with Sheraton Grand Bengaluru Whitefield & Convention Centre, he has worked with Westin Gurgaon, Hyatt Hotells and Carlson Rezidor in the Middle East. He had won the ‘Runner-Up' trophy at Hotelier Awards 2015.

ASHWIN VAIDYA IS RESIDENT SERVICES MANAGER Lakeside Chalet Marriott Executive Apartments Complex has appointed Ashwin Vaidya as resident services manager. He completed his degree in hospitality management from Annamalai University. His previous stints include working with brands like The Oberoi, Goa Marriott Resort, Renaissance Mumbai Convention Centre Hotel, Courtyard by Marriott, Pune, Bangalore and Fairfield by Marriott Bangalore.

DEBRATA BANERJEE IS F&B MANAGER Alila Diwa Goa has appointed Debabrata Banerjee as the Food and Beverage Manager. Trained from the Institute of Hotel Management and Catering Technology, Trivandrum, he worked at Four Seasons, Mumbai in 2008 before joining Taj Palace Hotel, Mumbai in 2014. Banerjee has over nine years of experience in the luxury hotel and restaurant space. His career highlights include serving UK's former Deputy Prime Minister, Nicholas Clegg, Queen Máxima of The Netherlands, Member of the Australian parliament, Tony Abbott, etc.

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CAREERS

REENA BORKAR IS COMPLEX MARKETING AND COMMUNICATION MANAGER Sheraton Grand Pune Bund Garden Hotel & Le MĂŠridien Mahabaleshwar Resort & Spa has appointed Reena Borkar as Complex Marketing and Communication Manager. During her six-year career, she started her hospitality stint with Four Points by Sheraton Hotel & Serviced Apartments Pune, Marriott International (erstwhile Starwood Hotels & Resorts).

ANUJ SRIVASTAV IS ASSISTANT MARKETING MANAGER Lords Hotels & Resorts has appointed Anuj Srivastav as its Assistant Marketing Manager. Experienced in research and business development and account management, he will help the group in identifying business opportunities and ideating marketing strategies to effect top line growth. His active responsibilities include maintaining social media presence, online marketing and streamlining all forms of communications in line with the brand ethos.

AMARJEET SINGH IS MANAGEMENT AND COMMUNICATIONS MANAGER Amarjeet Singh has been appointed as Management and Communications Manager of Park Hyatt, Chennai. Having work experience of more than 10 years in the field of marketing, brand and communications, he has worked in varied service industries, before joining this hotel. Singh was earlier head of marketing at Novotel Mumbai Juhu Beach.

NIHAR MEHTA IS CORPORATE HR MANAGER Sarovar Hotels has appointed Nihar Mehta as Corporate HR Manager. He will look after human resources and manage employee development policies and systems. Prior to joining Sarovar Hotels, Mehta had worked in Ravi Jaipuria Corporation as HR manager and had led the HR Department for the Retail Division for J Mart brand of Ravi Jaipuria Corporation. He had also worked in the HR Department of Varun Beverages.

PAWAN PAWAR IS TALENT AND CULTURE MANAGER Pawan Pawar has joined Mercure Lavasa & Lavasa International Convention Centre by AccorHotels as Talent and Culture Manager. During his 14-year career, he has worked with various companies including Panoramic Group, P&O Cruises, Taj Group Hotels, etc. He has also worked as a lecturer for four years and his last assignment was with Keys Hotels.

SANTOSH RAWAT IS MULTI-PROPERTY EXECUTIVE PASTRY CHEF Santosh Rawat, formerly executive pastry chef at JW Marriott Mumbai Sahar, has been elevated to the position of Multi-Property Executive Pastry Chef, JW Marriott Mumbai Sahar and JW Marriott Mumbai Juhu. Prior to this appointment, Chef Rawat was part of the pre-opening team at eight international hotels and has worked with brands like Hyatt and Shangri-La. He brings to the table a natural flair for designing and curating personalised desserts with ease.

ANSHUMAN BALI IS EXECUTIVE CHEF Anshuman Bali has been appointed as Executive Chef of JW Marriott Mumbai Sahar. A graduate from Lucknowâ&#x20AC;&#x2122;s Institute of Hotel Management, he started his career with the Taj Group of Hotels as a management trainee in 1999 and six years later, joined the Imperial Hotel in New Delhi. He moved to the Oberoi Hotels and Resorts in 2006, where he worked for over seven years.

ALESSIO BANCHERO IS ITALIAN CHEF DE CUISINE JW Marriott New Delhi Aerocity has appointed Chef Alessio Banchero as the Italian Chef de Cuisine at K3 all-day dining restaurant. He started his career as a commis de cuisine across different restaurants and hotel kitchens in Italy and France while attending the culinary school. His passion led him to become chef de partie at Ristorante la Terrazza at Hotel Novotel Genova in 1995 and he later joined Ristorante Il Veliero as sous chef a year before finishing his studies.

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