hospitality business me | 2012 december

Yas Viceroy GM Heiner Werderling reflects on the property’s first year since re-branding

Sofitel worldwide CEO Robert Gaymer-Jones on expansion after downscale and launching new brands

Social media is the most powerful tool you have; but do you know how to use it?

The latest statistics and rates from STR Global and Ernst & young

More than 20 new project tenders and 13 new jobs

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GLOBAL HOTEL INDEX: Asia Pacific 70.9% - Americas 64.3% - Europe 71.6% - Middle East/ Africa 65.5% (Average room occupancy 2012, STR Global)

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cpidubai.com HOSPITALITY BUSINESS MIDDLE EAST / 1DECEMBER 2012

CONTENTS

EDITOR’S LETTER REGIONAL AND INTERNATIONAL NEWS

DATA WATCHSTATISTICS AND ANALYSIS FROM STR AND ERNST & YOUNG

DTCM NEWSTHE DEPARTMENT’S MOST RECENT EVENTS AND INITIATIVES

COVER STORYTHE REGION’S GMS SHARE THEIR INSIGHTS ON THE TRENDS SET TO SHAPE 2013

VP INTERVIEWSOFITEL CEO, ROBERT GAYMER-JONES ON THE 2013 EXPANSION PLAN AND VP OF HUMAN RESOURCES MAGALI LAURENT EXPLAINS THE SOFITEL SCHOOL OF EXCELLENCE

EYE ON DESIGNWHAT MAKES A SUCCESSFUL FIT OUT AND WHAT SHOULD HOTELIERS LOOK OUT FOR?

GM INTERVIEWHEINER WERDERLING REFLECTS ON THE YAS VICEROY’S RE-BRAND

Q&AHOW, WHERE AND WHEN TO USE SOCIAL MEDIA

DUANALYSING THE BENEFITS OF ‘BRING YOUR OWN DEVICE’

PRODUCT WATCHTHE LATEST PRODUCTS, SERVICES AND LAUNCHES

TENDERS

JOBS BOARDAPPOINTMENT NEWS AND NEW OPENINGS

COMMENTINSIGHT FROM REED GLOBAL

06

28

08

14

18

20

28

34

42

44

50

56

58

34

42 44 64

61

28

Finasi L.L.C. AI Ittihad Road P.O. BOX 118508 Dubai United Arab Emirates T +971 (4) 2971777 www.finasi.ae

Chec

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AI Ittihad Road P.O. BOX 118508 Dubai United Arab EmiratesT +971 (4) 2971777 www.molteni.it www.finasi.ae

Large design Ferruccio Laviani

COMMENT / EDITOR’S LETTER

PUBLISHER: Dominic De SousaGROUP COO: Nadeem Hood

ASSOCIATE PUBLISHERSAlex BendiouisDave Reeder

EDITORIALEditorial Director: Dave Reeder [email protected] +971 55 105 3773Editor: Melanie [email protected] +971 56 758 7834Contributor: Karen YoungSenior designer: Christopher HowlettPhotography: Anas Cherur

ADVERTISINGAlex [email protected] +971 50 458 9204

Antony CrabbSales Manager [email protected] +971 55 338 7639

Ankit shuklaSales [email protected] +971 55 2572807

MARKETING & COMMUNICATIONSMarizel Salvador [email protected]

PRODUCTIONProduction Manager: Devaprekash [email protected]

DISTRIBUTIONRochelle Almeida [email protected]

SUBSCRIPTIONSwww.cpievents.net/mag/magazine.php

PRINTED BYPrintwell Printing Press LLC, Dubai, UAE

PUBLISHED BY

Head Office, PO Box 13700, Dubai, UAE

Tel: +971 4 440 9100

Fax: +971 4 447 2409

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A publication licensed by IMPZ

© Copyright 2012 CPI. All rights reserved. While the

publishers have made every effort to ensure the accuracy

of all information in this magazine, they will not be held

responsible for any errors therein.

6 / HOSPITALITY BUSINESS MIDDLE EAST DECEMBER 2012

Looking aheadJust when you think you have a plan, Dubai changes everything....

Quite how continued global challenges, affecting everything from recruitment to visitor numbers, will hinder such a strong start remains to be seen

It’s been a year of ups and downs

in the Middle East; while at one

point occupancy rates outstripped

those of the Americas, overall

arrivals across the region have

dropped 10%. Social and political

upheaval, compounded by the effects

of the ongoing Eurozone crisis have

hit some hard, but others revel in the

challenge.

2013 will see thousands of new

rooms added across the UAE

and a number of major global

chains have recently announced

expansions, including Sofitel (page

28). This month also marked the soft

opening of the world’s tallest hotel,

JW Marriott Marquis, in Dubai’s

Business Bay (page 8).

But how will these developments

shape the industry in 2013?

According to trend predictions

from World Travel Market, the

Middle East is already making all the

right moves. From shopping hotels

to luxury branding partnerships

and the lure of a decadent desert

experience, the hard work appears to

be on track.

But quite how continued global

challenges, affecting everything from

recruitment to visitor numbers, will

hinder such a strong start remains to

be seen. So this month Hospitality

MELANIE MINGAS EDITOR

Business Middle East surveyed GMs

and analysts from every market

segment to gauge their thoughts on

the year ahead (page 20).

Then, as the magazine approached

deadline, Dubai did what Dubai does

best, announcing the launch of a new

project that will change everything;

Mohammed Bin Rashid City.

In addition to a Universal Studios

branded theme park, another

‘world’s biggest mall’, and green

areas covering around 170ha

Mohammed Bin Rashid City will

also have 100 hotels.

Plans are in the early stages but

the feasibility of the city is pegged to

a projected 13% growth in tourism.

It certainly throws an interesting

tangent on the market and I invite

everybody reading this issue to share

their thoughts. Follow us for daily updates on the global hospitality industry at HospitalityBME.

On Twitter?

www.b5living.com [email protected] Tel: +971.4.447.3973 Fax: +971.4.427.9868

Shop G10, Ground Floor, Sidra Tower (Fraser Suites)Sheikh Zayed Rd (E11 S), Al Sufouh,

Dubai, United Arab Emirates, P.O. Box 346646

B5 The Art of Living

NEWS WATCH

cpidubai.com8 / HOSPITALITY BUSINESS MIDDLE EAST DECEMBER 2012

MENA NEWS

147,224 ROOM COUNT FOR DAYS INN BRAND GLOBALLY

Marriott Marquis GM Rupprecht Queitsch welcomes Tomasso Bendoni.

Ready to make a statement: JW Marriott Marquis begins Dubai openingMarriott’s first Marquis property

outside North American has begun

its phased opening with the launch of

804 rooms and three restaurants, and

the arrival of two VIP guests.

The world’s tallest hotel, which

stands at 355metres, is located in

Dubai’s Business Bay and marks

not only the first Marquis branded

Marriott property outside North

America, but also the first hotel in

Dubai positioned to cater to the

business convention market, with

capacity to host 1000 convention

guests simultaneously.

Opening its doors for the first

time on November 11, the first

guests included director for Boeing

IT Middle East and Africa, Fadi

Deek, and Globesoccer’s Tommaso

Bendoni.

“I have opened six hotels over

my career and Marriott looks

at this as a really stellar, iconic

property that makes a significant

statement about JW and our growth

in the region and worldwide,” said

the property’s general manager,

Rupprecht Queitsch, who also shared

the chain’s ambitious plans to tap

the pharmaceutical and automotive

convention industries, as well as

emerging business markets such as

Russia, South America and India.

JW Marriott Marquis features two

large ballrooms and will eventually

add 1600 rooms to Dubai’s hotel

stock; in total there will be nine F&B

offerings open by January 2013.

“There is growing demand for a

hotel that can cater to large groups. I

think we can add another dimension

to allow Dubai to compete with other

convention cities like Paris, London,

Berlin, Hong Kong,” Queitsch added.

The plan also aligns with Dubai’s

2021 ambition to become a global

convention destination.

Queitsch also revealed that

Marriott will double its inventory

by 2020, in the Middle East and

Africa alone: “There is still a lot of

opportunity in Africa and the Middle

East and we have many interesting

brands here. This isn’t rocket science,

it’s about giving each guest an

experience that is so special they

will talk about it and return. That, I

think, is a mission that maybe not

everybody is looking at, but we take it

very seriously.”

Marriott Marquis will officially

open in February 2013.

NEWS WATCH


804 ROOMS AND SUITES INTRODUCED ON SOFT

LAUNCH OF MARRIOTT MARQUIS, DUBAI

DOWNS

UPS

21/12/2012While the Mayan calendar ‘predicts’

December 21 will bring ‘the end of

the world’ hotels in Mexico and South

America are looking ahead, with

‘Mayan-themed’ apocalyptic packages.

25% Of the UAE's hotel project pipeline is

on hold and a further 21% of projects

postponed with scope to 'change

drastically' once resumed,

says Christie + Co/ STR

-11,800According to current announced

projects, by 2015 the rate at which

the UAE adds new rooms will drop to

around one fifth of the projected 2013

levels of 14,534

2012-2016 The predicted boom time for medical

and shopping tourism, rail, cruise and

spa holidays.

51%Increase on 2012 Russian visitor

numbers says Coral Oriental Dubai, also

reporting 40% rise in KSA nationals

and 10% total H1 YoY visitor growth.

3.4% Growth in global tourism in 2012,

taking the number of total global

travelers to more than 1bn

DOWNS

Dubai’s latest megaproject,

Mohammed Bin Rashid City (MBR),

will add 100 new hotels to the

Emirate’s ever-growing stock.

Breaking a number of world

records in the process - some for

the second time - the development

is planned for the outskirts of the

existing Downtown Dubai area.

MBR will feature a mall larger than

Dubai’s current record-holder, Dubai

Mall, a Universal Studios family-

themed entertainment destination,

and a park 30% larger than London’s

142ha Hyde Park.

The hotels will facilitate a projected

80 million annual visitors, who

will be drawn in by the new ‘World

Sheikh Mohammed bin Rashid

Al Maktoum, ruler of Dubai, has

announced his support for the fourth

phase of the Madinat Jumeirah

development; a $680m project due for

completion by 2015 end.

The expansion will include a 420-

key luxury, five-star hotel; a 45 villa

complex run by Jumeirah Group

subsidiary Jumeirah Living; and F&B

and retail centre.

$680m Madinat Jumeirah expansion The existing Madinat Jumeirah

comprises two grand boutique hotels

and a cluster of 29 Arabic summer

houses, all designed in traditional

Arabic style and built along gardens

and waterways.

The first phase of the development,

designed by architects Mirage Mille,

took 36 months to complete and

opened with the launch of Mina A’

Salam in September 2003.

Phase four of Madinat Jumeirah will face the iconic Burj al Arab.

100 hotel megacity planned for DubaiMall’ and the largest theme park

destination in the MENA region.

The announcement, made via

statement, quoted Dubai’s ruler

Sheikh Mohammed bin Rashid Al

Maktoum as saying the destination

will be aligned with “future

ambitions” for the Emirate.

The project, for which no

immediate prices, phase or

completion dates have been

announced, pushed stock values

in the Emirate’s construction and

development companies through the

roof on November 25.

Mohammed Bin Rashid City will

be built by Emaar Properties PJSC

and Dubai Holding LLC.

NEWS WATCH


GOLDEN TULIP TO ADD 10 HOTELSGolden Tulip has announced the launch of

10 new hotels in 2013, in partnership with

Oman’s national tourism board.

“Our aim for 2013 is to open 10 new

hotels and to promote destinations with

the help of the Ministries of Tourism. It

is with the dedication of our employees

and their loyalty to our company that

we grow and improve” commented

Amine E. Moukarzel.

Golden Tulip Hotels, which is part

of Louvre Hotel Group and owned by

Starwood Capital, comprises 7 prestigious

hospitality brands with more than 1000

hotels in 43 countries.

GCC INTERIOR SPENDS TO HIT $1.6M

The value of hotel fit out projects

completed in 2012 is expected to hit

$1.65m, an estimatd 22.5% of total

project costs, according to analysts

Ventures Middle East.

With total project costs calculated to

reach $7,334m, Ventures also said Saudi

Arabia’s interiors and fit-out sector is

currently growing at twice the speed of

the UAE’s, increasing 125% this year. In

total the Kingdom’s market is said to have

reached an all time high of $3.5b.

2015 SOFITEL RIYADH COMPLETIONSoftiel has announced the launch of a

“major new flagship hotel” in Riyadh,

Saudi Arabia.

The Sofitel Riyadh, which is currently

under construction, is expected to open by

the end of 2015 and will mark the 121st

property for the Sofitel Group, over five

continents. “We are delighted to sign a

new agreement for this exceptional project

in the Kingdom, with the King Abdullah

International Foundation. We believe that

the Foundation’s humanitarian values

and objectives are very well aligned

with Accor’s strong commitment towards

the environment, local employment

opportunities, talent development and the

blend between different cultures,” declared

Denis Hennequin, Accor chairman.

NEWS IN BRIEFMENANEWS

$1.65m ESTIMATED SPEND ON INTERIOR FIT-OUTS IN 2012

Best hotel’ accolade for rosewood Riyadh Rosewood’s Al Faisaliah property,

located in Riyadh won the ‘best hotel’

at the The Arabian Hotel Awards held

at London’s Marriott Hotel Grosvenor

Square on Sunday, November 4.

It’s the fourth recognition this year,

after the same hotel became the first

in Saudi Arabia to be included in the

Condé Nast Traveler Gold List 2012.

It was also awarded two prizes at the

2012 World Travel Awards, Dubai.

“Al Faisaliah Hotel is renowned

for its unrivalled luxury, prestige and

world class hospitality. Receiving

recognition of this kind is certainly

a true honour for Al Faisaliah Hotel.

We will ensure that this leadership

position continues for many years to

come,” said Rosewood’s regional VP

for Saudi Arabia, Erich Steinbock.

ESTIMATED SPEND ON INTERIOR FIT OUTS IN 2012

Rosewood’s Al Faisaliah property, Riyadh.

Days Inn KSA announcedWyndham Group, the largest hotel

company in the world, has announced

the signing of an agreement with

Riyada International Hotels and

Resorts, that will see the Days Inn

brand launched in Saudi Arabia.

Riyada International, which also

operates Ramada in the Kingdom,

signed an agreement for 10 hotels

over seven years at the Riyadh-

based Saudi Commission of

Tourism and Antiquities.

Hinting at plans to capitalise on

the Kingdom’s religious tourists,

newly appointed SVP, Rui Barros,

said, “This brand has exceptional

growth potential as it is perfectly

suited to the growing number of

travellers seeking comfort and quality

accommodation.”

NEWS WATCH

cpidubai.com

GLOBAL NEWS

10 HOTELS TO BE DELIVERED IN KSA BY WYNDHAM

GROUP OVER FIVE YEARS


Starwood Hotels and Resorts

Worldwide, Inc. (NYSE: HOT) has

announced the debut of its Aloft

brand in Germany, with the launch

of Aloft Munich and Aloft Stuttgart,

both due to open by 2015.

Located near Munich city centre

and Munich Central Station, the

184 key Aloft Munich will be within

walking distance of retail stores, cafés

and restaurants.

The new-build Aloft Stuttgart will

be part of the MILANEO mixed-use

development project in Stuttgart’s

European Quarter, offering shopping,

restaurants and entertainment venues

as well as office space and residential

units. Aloft Stuttgart will comprise

165 guest rooms.

“The signings of Aloft Munich and

Aloft Stuttgart underline Starwood’s

continued commitment to expanding

our portfolio of mid-market brands

in Germany and throughout

The annual survey of the world’s top

employers has named Accor amongst

its 2012 ‘25 Best Workplaces in the

World’, for seven of its global markets,

including: Argentina, Brazil, Chile,

Mexico, Peru, Austria and United-

Kingdom.

Conducted by Great Place to

Work, the ranking took into account:

the group’s 2015 promotion target

to recruit 75% of GMs through

internal promotion; the AccorJobs

recruitment portal; and the Académie

Accor, the first corporate hospitality

university, launched in 1985.

“The companies listed on the

second-annual list are creating

workplaces dedicated to fostering

trust, pride and camaraderie amongst

their employees,” said Susan Lucas-

Conwell, Global CEO of Great Place

to Work.

The UAE travel and tourism sector

can develop further and reach new

global customers by embedding key

strategic online marketing tactics

into business and marketing plans,

said industry speakers at an event

organized by Potential.com and

Google, in Dubai last month.

“Online marketing is one of

the most vital tools which keeps

companies continuously connected

to their customers," said Shadi

Banna, managing partner, Potential.

com, a business development

company working with SMEs and

entrepreneurs.

"It’s a cost effective way and if done

properly, will provide companies

a better chance to increase their

customer base. Response rates for

e-marketing are higher in comparison

with other tools.”

Aloft Munich and Aloft Stuttgart to launch

Accor ranks Top 25 Social media integral

A project rendering of the Aloft Stuttgart and its adjoining leisure venue.

Europe,” said Bart Carnahan, SVP

for acquisitions and development,

EMEA, Starwood Hotels and Resorts.

“Aloft Hotels has completely

reinvented the mid-market hotel

category and continues to emerge

as a popular choice for owners and

developers in primary and secondary

markets throughout Europe,”

Carnahan added.

THE 2013 PREDICTION TRENDS FROM WORLD TRAVEL MARKET

MIDDLE EAST: Rise of Shopping Hotels

AFRICA: Destination Nollywood

GLOBAL VILLAGE: Digital Detox

ASIA: Car Brands Take on Hotels

INDIA: Gold Rush on Low Cost

EUROPE: BRICs’ Grand Shopping Tour

UK: Tingo Rips up the Rule Book

AMERICAS: Attracted to Forbidden Lands

Turn to page 20 to read the full 2012

trend predictions from the GCC's GMs and

analysts

THE VERDICT

Glion Institute of Higher EducationRanked number 2* among all international hospitality management schools in the world for an international career, Glion’s 100% online programs are dedicated to developing executive talent for the global hospitality and wider services industry. As a market leader in hospitality management education and with close ties to the industry, Glion delivers tailor-made online programs for corporate partners and individuals. Contact us for more information.

Glion’s Suite of Online Programs:

*Statistically, three institutes occupy this ranking position (TNS Global Survey, September 2010).

Email: [email protected] more information visit: www.gliononline.com

“One of the most important factors today is the need to be a global thinker and quick achiever. I think the Glion Online MBA matches these needs perfectly”Mohamed Anis Ben Fraj is Product Manager for Newrest Wacasco and a current Glion online MBA student

DATA WATCH

14 / HOSPITALITY BUSINESS MIDDLE EAST DECEMBER 2012 cpidubai.com

DATA WATCH

Data watchGlobal hotel data review for June 2012 from STR Global

OCTOBER 2012 VS OCTOBER 2011

ASIA PACIFIC

OCC% ADR PERCENTAGE CHANGE FROM JUNE 2011

2012 2011 2012 2011 OCC ADR REVPAR

70.9 71.1 135.51 136.30 -0.2 -0.6 -0.8

REVPAR

AMERICAS


2012 2011 2012 2011 OCC ADR REVPAR

64.3 62.8 111.10 106.92 2.4 3.9 6.4

REVPAR

EUROPE


2012 2011 2012 2011 OCC ADR REVPAR

71.6 71.3 138.17 142.31 0.4 -2.9 -2.5

REVPAR

MIDDLE EAST/AFRICA


2012 2011 2012 2011 OCC ADR REVPAR

65.5 62.7 183.97 168.14 4.6 9.4 14.4

REVPAR

2012 2011

96.08 96.86

2012 2011

2012 2011

2012 2011

KEY FIGURES

2.4% AVERAGE

AMERICAS

OCCUPANCY

INCREASE YTD

+1%AVERAGE ASIA/

PACAFIC REGION

OCCUPANCY

INCREASE YTD

0.2% AVERAGE

EUROPEAN

OCCUPANCY

DECREASE YTD

7% OCCUPANCY %

CHANGE FROM

2011 YTD

71.39 67.10

98.93 101.51

120.56 105.35

4.6%MEA YoY OCCUPANCY INCREASE

0.4%MEA YoY INCREASE IN ADR

7.5%MEA YoY RevPAR INCREASE

60%2012 MEA OCCUPANCY YTD

DATA WATCHDATA WATCH

76%AVERAGE YTD OCCUPANCY-

DUBAI BEACH

80%AVERAGE YTD OCCUPANCY-

DUBAI CITY

79%AVERAGE YTD OCCUPANCY -

DUBAI OVERALL

85%AVERAGE YTD OCCUPANCY

CHANGE - DUBAI APARTMENTS

HOSPITALITY BUSINESS MIDDLE EAST / 15HOSPITALITY BUSINESS MIDDLE EAST / 15cpidubai.com DECEMBER 2012

The hotel benchmarkThe Earnst & Young hotel benchmark report provides a monthly performance overview of leading hotels

in the Middle East. It includes five star and four star international branded and operated properties

DUBAI OVERALL MONTHLY PERFORMANCE

% OCCUPANCY DUBAI - OVERALL HOTELS

AVERAGE ROOM RATE DUBAI - OVERALL HOTELS (US$)

Average Room Rate September 2011 - September 2012350

300

250

200

150

100

50

0

Aver

age

Room

Rat

e

Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep

REV PAR IN DUBAI - OVERALL HOTLES(US$)

Room Yield September 2011 - September 2012300

250

200

150

100

50

0

Room

Yie

ld


KEY FIGURES

$329 AVERAGE ROOM RATE

DUBAI BEACH, 2012


DUBAI OVERALL, 2012


DUBAI CITY, 2012

Occupancy % September 2011 - September 2012100

90

80

70

60

50

40

30

20

10

0

Occu

panc

y %


140

210189

211

241 235250 249

161

135116 117

148

189

255

217

254274 268

280 290

204

174167

188 204

74

8287

8388 88 89

86 79 78

6962

73

DATA WATCH


MARKETS WITH THE LARGEST VARIANCE ON A PER MONTH BASIS

DATA WATCH

% OCCUPANCY BEIRUT HOTELS

AVERAGE ROOM RATE ABU DHABI HOTELS (US$)

Average Room Rate September 2011 - September 2012

300

250

200

150

100

50

0

Aver

age

Room

Rat

e


REV PAR IN RIYADH HOTELS (US$)

Room Yield September 2011 - September 2012180

160

140

120

100

80

60

40

20

0

Room

Yie

ld


-18.2% AVERAGE ROOM

RATE YOY CHANGE

IN ABU DHABI

-6%AVERAGE ROOM

RATE YOY CHANGE IN

MANAMA

-5.2%AVERAGE ROOM

RATE YOY CHANGE

IN RIYADH

Occupancy % September 2011 - September 2012100

90

80

70

60

50

40

30

20

10

0

Occu

panc

y %


113

155

111

134 133

165153 153

144126

88

57

136

179

222

270

205223 217 203 208

168142 136 127

151

76

65

74

64 60 64

7466 67

5853

34

46

KEY FIGURES

22.3%CAIRO YoY CHANGE IN

ROOM YIELD

28.3%AMMAN YoY CHANGE IN

ROOM YIELD

-58%BEIRUT YoY CHANGE IN

ROOM YIELD

-2.9%DOHA YoY CHANGE IN

ROOM YIELD


DTCM NEWS

Dubai clinches IAGTO award for third time in a decadeIn a glittering ceremony to honour

the best golfing destinations around

the world, Dubai, for the third time

in a decade, walked away with the

Destination of the Year Award for

Africa, Gulf States and the Indian

Ocean.

The prestigious award was

received by Hamad Bin Mejren, dtcm

Executive Director at a gala dinner in

the Algarve, Portugal.

The award formed the culminating

moment of DTCM’s highly

successful participation in the 2012

International Golf Travel Market

(IGTM), which took place from

November 12 to 15.

DTCM’s exhibit, which brought

together the top golf clubs in the

Emirate to showcase the exceptional

diversity Dubai has to offer as a

golfing destination, was extremely

well received and garnered high

praise from across the broad

spectrum of the world’s international

golfing stakeholders.

Held on the concluding day

of IGTM and organised by the

International Association of Golf

Tour Operators (IAGTO) – the

global trade body for the golf tourism

industry – the event is one of the

most important highlights of the year

for the world’s vast audience of fifty

million golfers.

On this occasion, the DTCM

director general, Khalid bin Sulayem

said: “As an integral part of tourism,

sport plays a great promotional

role functioning as one of the most

important tourism attraction factors.

As such the Department has since

its inception been greatly interested

in sporting issues and remains

committed to its continued support

of the sporting community.”

He noted that this award is a

testament to the real efforts exerted

by the UAE’s golf courses and clubs

Dubai was voted the best golfing destination in the region.

in order to provide an exceptional

experience to their guests, adding

that the infrastructure of golf tourism

in has Dubai witnessed exceptional

growth development during the past

few years, which has both enhanced

the competitive elements and added

to the distinctive nature of Dubai as

tourist destination.

Hamad M. bin Mejren, the

executive director of business

commented: “The DTCM is proud to

receive the award for Dubai, which

has clinched the best golf destination

award for the third time in a decade.

“This highlights the genuinely

successful golf industry in Dubai.

In a very short period of time the

city, technically a novice in golfing,

has come at par with cities with a

much older reputation as golfing

destinations.

“There are several more projects in

the pipeline to maintain, and further

improve the playing facilities in the

region, with the vision of providing

an even richer, more fulfilling, and

truly luxurious international golfing

experience.”

Bin Mejren extended thanks to

all golf clubs in the emirate which

participated in the Department’s

pavilion at the exhibition to showcase

the exceptional diversity offered by

Dubai as a unique golf destination

Out of IAGTO’s approximate 470

core specialist golf tour operators

based in 59 countries across the

world, 455 voted for Dubai as the

best golfing destination for the region

which includes Africa, the Gulf States

and the Indian Ocean.

The city had previously won the

award in 2009, having also received

the Emerging Golf Destination of the

Year award in 2002.

There are several more projects in the pipeline to maintain, and further improve the playing facilities in the region, with the vision of providing an even richer, more fulfilling, and truly luxurious international golfing experience”Hamad M. bin Mejren

DTCM NEWS

HOSPITALITY BUSINESS MIDDLE EAST / 19DECEMBER 2012cpidubai.com

Drive to take greater German market shareA delegation from TUI Deutschland

GmbH, Germany’s primary tour

operator, visited Dubai to launch its

‘Summer 2013’ brochure, designed

to promote Dubai as a major tourism

destination to the German tourism

market.

Joined by 100 German media

professionals, the group included TUI

CEO Christian Clemens, who said

the the UAE’s tourism, culture and

social renaissance is a role model and

the whole Arab region.

“DTCM is honoured that TUI

has chosen Dubai to be its world

destination from which it launches

its ‘Summer 2013 brochure’,

particularly as the UAE, in general,

and Dubai, in particular, have

DTCM has been presented with

the Definitely Dubai film award for

best original score at the Hollywood

Music in Media Awards, during a

ceremony held at the Fonda Theater

in Hollywood last month.

The eight-minute long film shows

the tourism attractions in Dubai’s

hotels and resorts and shopping

centers. It also illustrates Dubai’s

tourism infrastructure including the

cruise tourism sector, conferences

sector and more.

Khalid A bin Sulayem, DTCM

director general refers that the film

focuses on the attractions in Dubai

and shows the quality of services

and facilities offered for tourists

and visitors and the well-developed

infrastructure of the city and

methods of modern communication

and transportation.

Bin Sulayem also commented that

this film is displayed in the external

and internal exhibitions, conferences

and workshops and events, the film

was recently released in addition to

other promotional films.

The United Arab Emirates has been

welcoming golfers since 1988 when the

Majlis course at Emirates Golf Club, often

referred to as The Desert Miracle, became

the first grass course to open in the region.

In the 24 years that has followed Dubai has

introduced a host of world class golf courses,

with the Emirates Golf Club set to celebrate

its 25th anniversary next year and the Dubai

Creek Golf & Yacht Club its 20th.

Dubai has also become a major destina-

tion on the regional and international golf

tour circuit, welcoming the world’s very

best players to the Omega Dubai Desert

Classic and Omega Dubai Ladies Masters

at Emirates Golf Club, in addition to the

prestigious DP World Tour Championship,

Dubai, the season finale of the European

Tour which is held on the Earth course at

Jumeirah Golf Estates.

GOLF IN DUBAI

become very important destination

for German tourists basically due

to the outstanding attractions and

mega projects here,” said Hamada

bin Mejren, executive director for

business tourism with DTCM

Germany is among the main

countries most exporting tourists

across the globe.

“DTCM is geared up to enhance

partnership with TUI for the benefit

of tourism sector in general, and

both sides in particular,” Bin Mejren

elaborated.

“The tours and trips DTCM

organizes all the year round for

delegations and media people are

meant to update them about the

recent developments in Dubai.

Hollywood beckonsNEWS IN PICTURES

Majid Al Marri, director of classification for DTCM, presented JW Marriott Marquis GM Rupprecht

Queitsch with the hotel’s 5-star plaque on November 20.

OUT OF IAGTO’S APPROXIMATE 470 CORE SPECIALIST GOLF TOUR OPERATORS BASED IN 59 COUNTRIES ACROSS THE WORLD, 455 VOTED FOR DUBAI AS THE BEST GOLFING DESTINATION FOR THE REGION WHICH INCLUDES AFRICA, THE GULF STATES AND THE INDIAN OCEAN.

470

COVER STORY

THINGS TO COMET

he second half of 2012 has

marked a sea change in the

perception of the Middle

East hotel industry; already

world renowned for its standards in

hospitality and luxury, in October

2012, data from STR Global found

average occupancy even outstripped

that of the Americas.

A feat achieved in the face of

regional political turmoil and ongoing

global economic problems, it capped

a strong year for the industry. In the

UAE, 10 new hotels were opened by

operators including Sheraton, Hilton,

Fairmont, Marriott and Jumeirah;

Saudi Arabia saw two major openings

in Medina; and Doha launched

properties by Intercontinental, St

Regis, Hilton and Shangri-La.

“The MEA pipeline comprises 495

hotels totaling 125,481, according

to figures available from industry

research,” says Michel Noblet,

president and CEO of Hospitality

Management Holdings (HMH).

Although he continues to warn

that the additional rooms could affect

rates and occupancy, hoteliers seek

solace in the demand created by

millions of tourists previously loyal to

destinations such as Egypt, Bahrain

and Syria. And their bet would appear

to be a safe one; this market drove

occupation rates to 100% in many

UAE hotels over Eid Al Adha this year.

“Hospitality is known to be one

of the most vibrant businesses in the

market,” states GM for Millennium

Hotels Dubai, Peter Mansourian.

“It is safe to say we have already

witnessed several emerging trends in

From the global economy and regional politics, to technological developments and the environment, Melanie Mingas asks the region’s GMs and analysts how the industry can capitalise on 2013

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20 / HOSPITALITY BUSINESS MIDDLE EAST DECEMBER 2012 cpidubai.comcpidubai.com

HOSPITALITY BUSINESS MIDDLE EAST / 21DECEMBER 2012

COVER STORY

WHEN I STARTED IN WITH RADISSON WE FORECAST ON 10 YEAR PLANS, THEN IT WAS REDUCED TO FIVE YEARS AND NOW IT’S THREE.

2012 and this will continue to grow

in 2013. We have seen for ourselves

that the long-term stay business is

gaining more popularity since a lot

of executives are relocating to Dubai

for business and we are starting to see

increased demand driven by not only

a greater range in properties, but the

Arab Spring,” he adds.

While there is no doubt the industry

is developing, it isn’t immune to the

impact of global trends. Already

a leader in luxury hotels, airport

development and world-class

attractions, research from this year’s

World Travel Market, held in London

last month, suggests the Middle East

will play a key role in a number of the

emerging trends predicted for 2013.

From the change in dynamics

leveraged by the prominence in guests

from the BRIC, CIS and Asian states,

to the power of technology and the

lure of the ‘shopping hotels’; while

European and American hoteliers

struggle to stay open, their Middle

Eastern counterparts will be presented

with a very different set of challenges.

“The Gulf is completely different

to any other market,” echoes

Christopher Hewett, consultant for

TRI Hospitality Consulting. “If you

look to some markets, properties are

being sold and liquidated but hotels

are doing relatively well in the main

commercial centres. Business drives

a lot of activity and companies are

focussing their expansion plans on

Africa and the Middle East,” he adds.

The more the merrierIt’s not only the volume of visitors that

is impacting on the industry, but the

ethnic diversity of the crowds too and

as a trend this is expected to impact

on the price range and brand choice

of the Middle East’s hotel stock, in

addition to recruitment habits.

One of the key findings published

during WTM was the number of BRIC

and CIS nationals who are now drawn

Francois Galoisy.

to the hybrid luxury/paradise market

of the Middle East. It’s a demand

facilitated by recent developments

in visa regulations and the launch of

new travel routes, in addition

to the growing business

opportunities in Africa

and leisure offerings in the

Emirates.

The brand choice of these

guests will play a major role

in 2013, with many selecting

their hotel based on brand awareness

and loyalty, which on many occasions

goes hand in hand with price; albeit

for the CIS market more than BRIC.

“When I arrived in Dubai six years

ago, the industry was somewhat

unsustainable; you did have a wealth

of supply, but it was high rates aimed

at a very limited market segment. Now

the market is much more mature, and

you can see a good range of luxury

to budget and serviced offerings,”

observes Hewett.

Catering specifically to the mid-

market sector, Dubai’s Corp Executive

Hotel Apartments in Al Barsha, has

reported a 15 % increase in business

in 2012 compared to 2011, while also

witnessing the average room rate grow

by 8% during over the same period.

“Our average occupancy for Q1,

Q2 and Q3 stands at 96%. We are

expecting to close Q4 with an average

of 98% occupancy,” reports

GM Aamir Pervez,

attributing

the rising

trend

98%ANTICIPATED

OCCUPANCY FOR Q4 AT CORP EXECUTIVE

APARTMENTS DUBAI

pp pp

cpidubai.com


COVER STORY

70%OF BOOKINGS ARE

COMPLETED ONLINE

to the flexibility of the apartment

offering and the growing market for

British guests.

Hewett furthers his predictions

to add that the growing range of

new stock will also help the Emirate

tap the lucrative stop over market,

which until recently has harnessed

a mere 15% of the millions of

people traveling through Dubai

International Airport; a figure which

itself increased 8% in 2011.

“Repositioning Dubai as a stop-over

destination requires that extra choice

in the market to entice people to stay a

day or two,” he says.

But the impact of this on the

market will reach further than simple

demand dynamics.

“As more diverse nationalities come

to Dubai, this needs to be reflected in

the staff. When guests arrive at our

reception, we now have staff

who can speak to them in

Chinese for example,” says

Francois Galoisy, GM

for Radisson Blu Dubai

Media City.

Click, stay, share

It’s not just about where these guests

are from, but how they are coming to

be in the Middle East; one trend that

has predominantly driven the leisure

guest market is the rise in online

bookings and the empowerment given

to travellers via social media and

review site forums.

MORE THAN 1000 ROOMS WILL BE ADDED IN SHARJAH AND AJMAN BEACH WHICH COULD BE A BIG THREAT IF WE DO NOT MAKE NECESSARY CHANGES. Jean Pierre Simon, Coral Beach Resort - Sharjah.

It’s a development almost every

hotelier has an eye on, with some

naming social media and others

focused on the impacts – both

positive and negative – of review and

booking sites.

“It is the young travelers who are

driving change in our industry with

social media and design. In the new

world, travellers are connecting

and sharing their travel experiences

on multiple platforms through

photographs, wall posts, tweets,

updates, check-ins, blogs and reviews.

Hence social media is increasingly

becoming a revenue generation tool

for hotels and it will significantly

grow in 2013,” asserts Noblet, who

quotes that 70% of bookings are today

completed online, with mobile devices

set to drive this further.

The view is backed unanimously

and Wilson says: “While a high

percentage of bookings are made

via IDS, the OTA has reached a

certain maturity and is expected to

grow further and stabilise. That said

there will also be more bookings via

mobile devices. Research on hotel

and travel options and booking and

communicating room preferences

are done directly with the hotel and

therefore hotels are investing more

on making their system friendly to

any mobile channel booking.

“In fact, Google is projecting that

mobile will overtake PCs as the most

common web-access device by 2013.”

Meanwhile Anand says developments

in online search engine and booking

tools will also have impact.

“Consolidation of online players

will be a challenge in the coming

times. The recent move by Priceline to

acquire Agoda and Kayak and the re-

launch of Booking.com and Expedia

have all re-enforced the strength

and reach of these companies. At

Holiday Inn we are already geared

to meet these changes with a re-

launch of hotel websites in line with

reinvestment in the development of

hotel channels, and this highlights

our levels of preparedness for sudden

changes,” he adds.

The digital focus doesn’t end when

the guest completes their booking.

Today, it permeates as far as the

in-room experience and as such

expectations are inching ever higher.

Says Anand: “It’s no longer just

about free WiFi. Technology is no

longer about what guests use to get

to the hotel, but also what they get

in the hotel.”

A leading buzz word in almost every other

industry, sustainability will also impact on

the hospitality agenda in 2013, with more

operators influenced by the habits of global

travellers, rather than local markets.

Today demanding responsible water and

waste management, guests from beyond the

region will continue to drive this trend in 2013

and also placer greater emphasis on the need

to establish CSR initiatives, such as Rotana’s

SUSTAINABILITY

beach clean ups and Dusit Thani Dubai’s par-

ticipation in the Earth Check initiative, the first

hotel in the UAE to achieve silver certification.

“I believe there is an increasing need for

tighter waste and energy management. With

the growing number of hotels in Dubai, there

needs to be a stronger industry compliance to

the guidelines set by internationally recognized

environmental bodies, such as Green Globe

Earth Check,” James Wilson, Dusit Thani.


COVER STORY

200mPASSENGERS WILL FLY INTO

THE UAE ONCE CURRENT AVIATION DEVELOPMENTS

ARE COMPLETE

In meeting this demand, Wilson

adds: “The explosion of social media

and integrated systems as booking

tools, and the need of the user to be

continually connected, has prompted

us to not only offer free WiFi to all

residents in 2012, we have now just

started installing full media hubs

in all bedrooms so clients can stay

connected.”

Another element of demand

created by digital advancements

is the organic promotion of new

destinations via an ever wider

reaching word of mouth – another

key prediction made during WTM.

One potentially detrimental

development, that Hewett describes

as masquerading as an industry aid,

is the rise in popularity of the ‘daily

deal’ website.

“There are a number of hotels

that have begun to use these sites

to increase occupancy and I can see

why that would happen during very

low periods of demand, but don’t

do it too often because it will erode

the perception of the quality of your

product and hotel.”

Good foodIf there’s one thing that can make

or break an experience it’s the

culinary offerings of a hotel and its

neighbouring properties.

As celebrity chefs, Michelin stars

and world famous brands further

enhance competition between hotels,

F&B is becoming ever more important

in keeping guests within the hotel,

as well as drawing in its host city’s

residents; an increasingly crucial

revenue stream.

Attributing the

discerning taste of the

Middle East visitor to the

expectation that every

dish in the world should

be sourced and shipped to

the region, Hewett says this is

partly due to the lack of seasonality

in menus and partly the pace of guest

turnover. His conclusion is that hotels

have no choice but to keep ahead of

the demand.

“Owners are looking at to try

and reposition assets within their

properties and F&B is the biggest

one. The whole asset life cycle of a

restaurant used to be five years, but

now a lot of GMs are starting to

reposition after three years. We’re

talking refurbishment, rebranding and

bringing in new concepts, because that

lifecycle has become a lot shorter.”

Naming it as one of his top three

trend predictions for 2013, Majestic

Hotel Tower GM, Alexander

Economides, says that F&B leasing

and independent F&B zones such

as cornice and marina hubs, not to

mention mall and ‘downtown’ type

developments, will also require

diligence over the coming 12 months

if hotels are keep ahead of the curve.

“Hotels are now competing with an

ever-growing number of independent

F&B venues in Dubai. At the

same time they are coming

to terms with the fact that

a growing number of

independently managed

F&B venues are more

successful than hotel run

F&B venues.”

Turning the tables, he adds:

“Instead of leasing out our own space

to outsiders, we are interested to lease

out space in other hotels or licensed

locations to setup our existing

F&B concepts and capitalize on the

footfall.”

Dusit Thani Dubai GM James

Wilson predicts this focus will shift

away from brands and towards

cooking methods and their health

benefits: “Healthy eating will be an

increasing focus with less market

consideration on the chef and more

on cooking methods, ingredients

(organic) with the health and

nutritional benefits very much in

mind,” he says.

Shop and stay While retail and art were named

as key drivers for wealthy BRIC

tourists visiting Europe, the Middle

East sticks to what it does best,

offering ‘shop an stay’ options at

almost every major mall.

Demonstrated by The Address,

Kempinski and Al Faisaliah,

occupancies are steadied by the

presence of luxury brands across the

region’s major malls and soar during

events such as the Dubai Shopping

Festival, which drew 3.5million

visitors in 2011.

“There is great synergy between

hotels and malls and the concept has

worked well for us and our owners,

Majid Al Futaim Properties, in both

Dubai and Bahrain,” says Kempinski’s

MEA regional director of sales, Avsar

“In terms of competition, make sure you retain

the long term strategies, rather than applying

knee jerk reactions to

the market.

“Hotels will undercut rates to get occupancy

but at the end of the day, if your rate drives

you rate card you will have a much more

profitable performance, but if your occupancy

drives the rate card, you’re going to have a poor

performance profitability-wise. In addition, the

higher your occupancy, the greater the wear and

tear on your asset and the higher maintenance

costs will be,”

Christopher Hewett, TRI.

COMPETITION


COVER STORY

Authentic-

ity: Touches like

Arabic coffee

served in a dalla

at reception and

pearl diving with

a local guide,

create lasting

memories; something you can’t put a price

on in today’s fast-paced world.

Off the beaten path: Similar to authentic-

ity, travellers want to discover new places.

Sustainability: Consumers are becom-

ing more educated, and therefore more

demanding, about sustainable products and

practices. From the operations side, sustain-

able practices help reduce environmental

impact and ultimately our bottom line.

Avsar Koc, regional director of sales, Kempinski

15%15% SALES DECLINE

WITNESSED BY HOTELS AFFECTED BY THE ARAB

SPRING

Koc, who maintains the trend is

driven as much by business travelers

looking for onsite leisure offerings, as

it is families and shoppers.

Reporting some of the chain’s

highest occupancies at its Mall of the

Emirates property in Dubai,

Koc adds that for the

discerning Middle East

guest, location remains an

add on.

“The demands of our

guests in any hotel remain

the same and working with

the mall we can offer an extension of

our five-star service in the hotel to

shopping guests through exclusive

shopping experiences.”

Antony Treston, GM at The Address

Dubai Marina, agrees: “The demands

of guests does not differ entirely; in a

city like Dubai, to ensure that guests

can find exactly we they are looking

for, we link hospitality with retail

so that there is something for both

shopping guests and non-shopping

guests.

“Visitors who do not seek to shop

can instead indulge in an array of

leisure and entertainment attractions

– plenty of which are connected to the

city’s renowned shopping malls.”

Fly away Although arguably the most

fundamental market driver,

the aviation industry failed

to attract much attention

in WTM’s 2013 global

predictions, but it is far

from off the radar in the

Middle East.

Expansion and new build

projects are ongoing in UAE, Qatar,

Saudi Arabia, Oman and much of

North Africa. In the UAE alone,

passenger numbers are predicted to

swell to 200 million over the coming

two decades and in the interim,

national carriers are increasing their

offerings. Pervez observes: “Over the

past few months, the UAE airlines

have launched a number of new

services, linking the UAE with new

markets including South America, and

new destinations in Europe and Asia.”

“It is a great move and will

definitely help increase traffic from

emerging markets such as Brazil,

Argentina, China, Korea and India.

At the same time it will boost the

traditionally strong source markets of

Europe,” he adds.

It doesn’t end with the in-bound

market, as expatriates and national

residents take advantage of low-

cost carriers for long weekends and

tropical holidays.

“Today because of global

communication and connectivity and

the introduction of low-cost carriers

people are attracted to travel to other

parts of the globe. The world is getting

connected like never before and 2013

will bring it closer,” says Noblet.

Already transporting freight cargo,

Dubai World Central will play host to

up to 160million passengers by 2030,

drastically changing the hospitality

industry and also wider city.

“It’s going to be a phenomenal

development. It’s hard to visualise the

direct impact; it will demand more

hotels but only as the project rolls out.

For that reason the associated new

builds will have to be timed right to

avoid over supply,” advises Hewett.

Emerging

markets: It is

safe to say that

we have already

witnessed

several emerging

markets this year

and this will continue to grow in 2013.

Long term stay: The long term stay

business is gaining more popularity since a

lot of executives are relocating to Dubai for

business.

Demand for marketing and PR:

Hospitality is known to be one of the most

vibrant businesses and we are expanding on

our marketing and PR towards the emerging

markets to create a product knowledge base

for them.

Peter Mansourian, General Manager, Grand Millennium Dubai

Revenue Management: Hotels are

adjusting prices on an hour to hour basis to

match demand. Hotels can reach out to the

wider world through effective use of various

distribution channels, hence rate parity is

absolutely essential.

Themed hotels: We are moving more

and more in the direction of sustainable

developments and themed hotels are grow-

ing in popularity too. You could have hotels

for bachelors, ladies, sportsmen, etc. You can

have spiritual hotels or hotel and hospital

combinations.

Mid-market: Today because of global

communication and connectivity and in-

troduction of low-cost carriers our industry

is definitely moving more towards the

mid-market

Michel Noblet, President & CEO, HMH – Hospitality Management Holdings


COVER STORY

495PIPELINE HOTELS PROJECTS IN THE

MENA REGION

IT WILL DEMAND MORE HOTELS BUT ONLY AS THE PROJECT ROLLS OUT. FOR THAT REASON THE ASSOCIATED NEW BUILDS WILL HAVE TO BE TIMED RIGHT TO AVOID OVER SUPPLYChristopher Hewett, TRI.

The flip sideAnalysing the 2012 figures may

have demonstrated a year of strong

performance for the UAE, but the

regional dynamic paints a different

picture, with overall arrivals declining

by 10% and those hotels affected by

the Arab Spring reporting a significant

15% decline in sales.

“Political unrest in Syria is now

beginning to spill into neighboring

areas that has had a very severe impact

on our business, completely dislodging

our development plans in the affected

countries and hitting hard our existing

hotels,” says Noblet.

“At the same time, debt crises in

the Eurozone led to a new period of

uncertainty in Europe and a direct

hit on tourism in the region. We

saw this year a very long and lean

summer and as a result the MEA

region too experienced sharp decline

in business,” he adds.

Add to this the increased supply due

to come online, and 2013 may not be

the easy ride it appears to be.

“We are always very cautious

about the future. When I started with

Radisson we forecast on 10 year plans,

then it was reduced to five years and

now it’s three.

“On one hand, where else in the

world to you see double digit growth?

That is happening in Dubai. But also,

we have to be careful because success

doesn’t happen by coincidence.

You must develop strategies and

infrastructures and still have to

forecast reasonably,” warns Galoisy.

Preparations for adverse trends

vary, with some adding value to the

hotel experience and other re-tailoring

it entirely.

“We can see competition growing

around our area quite significantly

as within two years time more than

1000 rooms will be added in Sharjah

and Ajman Beach, which could

be a big threat if we do not

make necessary changes.

Therefore, we emphasize

on creating a boutique

family resort out of the

current Coral Beach Resort,

that is how we can tackle this

competition,” shares Jean Pierre

Simon, regional GM for the Northern

Emirates, at Coral Beach Resort,

Sharjah.

Noblet adds: “Our strategy has been

largely to capitalise on our strengths as

well as target new markets. It is utterly

logical for us to position ourselves in

countries where there is demand for

alcohol-free hotels. In this respect

Indonesia and Malaysia look quite

promising.”

Ones to watchFurther findings from WTM named

medical tourism, rail development

and spa facilities to demonstrate

the best performance in the period

to 2016, with online travel sales

outstripping those of the offline

world.

In conclusion, with the right

focus and a measured approach to

operations the future looks bright,

with the importance of guest comfort,

attention to detail and a reasonable

cost to quality ratio, all unchanged,

and a refined focus on personal

experiences.

“The customer today is more

informed than ever. The approach

‘one size fits all’ is a sin. The guest

needs the flexibility to pick, choose

and customise their stay. It’s like a

basket now, you pay for only what

you choose and no more hidden

incidentals,” says Anand.

With stability a key factor of any

market, there are three markets tipped

to benefit most from this in 2013;

UAE, Qatar and Oman.

With Hewett observing Qatar’s

focus will be set on global MICE and

convention travellers – particularly

in the absence of sufficient touristic

offerings and the impending COP18

conference – others say Oman will

remain a silent yet steady

force in the industry.

The real money, however,

remains on UAE, which, if

it can maintain its position

as the region’s safest market,

will see continued growth

in 2013.

Pervez comments: “The UAE with its

free economy, political stability, culture

of openness, exciting calendar of

business and leisure events, exceptional

infrastructure and international

connectivity, is witnessing a period

of great opportunity and attracting

travellers in large numbers. The

country has one of the most dynamic

and promising hospitality sectors in the

region and is most certainly the beating

heart of the Middle East.”

VP INTERVIEW

cpidubai.comcpidubai.com28 / HOSPITALITY BUSINESS MIDDLE EAST DECEMBER 2012

When French luxury chain

Sofitel repositioned its

brand last year, the sights

were set on emulating the

opulent ambiance of none other than

Chanel, Hermès, Cartier and Yves

Saint Laurent.

Je ne sais quoiAfter halving the number of its global properties in 2007 Sofitel is now expanding in the Middle East, announcing its first address in Saudi Arabia this month. Worldwide CEO Robert Gaymer-Jones tells Hospitality Business Middle East about repositioning a luxury brand and making less more

The move followed a turbulent three

years. In 2007, then newly appointed,

worldwide CEO Robert Gaymer-Jones,

almost halved the chain’s portfolio

from 206 to 120 properties; marking

a sea-change in the focus of the brand

and its place in the market.

Steering the repositioning of such

an iconic global name, in the midst

of a global recession, it was difficult to

imagine such a feat would be achieved.

But in 2011 J.D. Power and Associates

and STR officially recognised Sofitel

as a luxury brand, and growth since

then has been exponential.

“The first years were very much

focused on rationalising the network,

and working with the teams in Sofitel

in the creative intent of the brand,”

Gaymer-Jones says of his tenure to date.

Launching two new Sofitel sub-

brands – Sofitel Legend, comprised

of iconic assets, and So by Sofitel,

an “urban, affluent lifestyle brand”,

Gaymer-Jones has today emerged as a

beacon in the establishment of luxury.

“Making sure we were able to

create reference points of luxury

Sofitel So, Singapore,

is one of the chain’s 2013

openings, scheduled for a

July debut.

VP INTERVIEW


“When we first desired to recreate the brand,

we visited with our team several luxury

brands like Chanel, Hermès, Cartier and Yves

Saint Laurent, to learn how they create their

own form of luxury. Once we understood

what brands needed to stand out from their

own luxury competition, we decided to hire

designers to create something new and crea-

tive to emerge Sofitel as a luxury brand with

elegant French DNA.

“We worked with creative artists such

as Jean Nouvel who designed the Vienna

Sofitel, Didier Gomez, who designed two new

Sofitels in Morocco as well as the Sofitel Paris

Le Faubourg and many other world known,

international designers.

“At first it was very difficult to reduce the

number of Sofitel hotels down from 206 in

2007 to less than 110, while at the same time

working on the new design of the brand. In

the middle of all of this there was the global

crisis with the financial pressures on owners of

hotels to be supportive of the changes we were

making. We are very fortunate to have so many

great owners who realised the importance

of this change and the results that can be

achieved if we move deep into luxury. “

Luxury re-focused Sofitel worldwide CEO Robert Gaymer-Jones explains how he made less, more

that were clearly differentiated in

hotel luxury, while we developed our

touch points of the brand, meant

we were able to then develop the

message to our potential owners

and clearly explain Sofitel and the

complimentary labels of Sofitel So

and Sofitel Legend,” he adds.

New markets This month announcing the chain’s

first property in Saudi Arabia,

a further 14 “key cities” have

been identified for opportunities

worldwide, with the Middle East,

BRIC countries and South East Asia

on the target list.

“Sofitel’s ambition today is to

strengthen the brand by attracting new

clients and building customer loyalty,

as well as investors and collaborators,

around the globe. And more than

ever, it is to reinforce the brand

signature ‘Life is Magnifique’.

“The emerging BRIC countries

are our main target and growth

market and we are seeing continued

increases in numbers from these

areas. We are looking at reaching

out through direct marketing using

Sofitel’s internal network database

through our hotels in these regions

and also through social media,”

he says, adding a further pledge to

“continue focus” on the Middle East,

particularly new developments in

cities such a Jeddah, Istanbul, Doha,

Beirut, Kuwait and Oman.

Using 100 as a base, Gaymer-jones

says the results of the repositioning

have been evident in KPIs.

“We have been able to increase

(revenue available room) through

2011 by 43% over 2009 figures, and it

was up 6% through the third quarter

of 2012,” he reveals.

Driving luxury For the affluent Middle East guest,

luxury can become a given, rather

than…. well, a ‘luxury’. And with

such a competitive hospitality

industry, carving a niche in such a

market is not easy.

Commenting on the presence of

luxury in the Middle East hospitality

market, Gaymer-Jones says: “The need

for establishing their own unique

DNA [and to] distinguish themselves

from the competition will continue

to pose a challenge within the luxury

travel industry.

“The luxury traveler now expects

to receive value and/or value added

services at a reasonable price.”

The luxury traveler also expects a

level of luxury in the destination city.

Carving a new identity as the globe’s

preferred MICE destination, Dubai in

particular will benefit from transport

infrastructure developments and its

reputation as a dynamic destination,

as the market continues to develop. If

it can continue the trend to develop

more cultural offerings, Gaymer-Jones

predicts a very bright future.

“We’re seeing a move away from

ostentation toward authenticity in

the travel experience, and a call for

sustainability and environmental

conservation as an integral part of the

offerings for affluent travellers.”

The future for Sofitel looks

incredibly bright too, and the daring

2007 move to make less become more

certainly silenced the brand’s critics.

But as the market continues to

evolve and competition – as always –

continues to increase, Gaymer-Jones

has one piece of advice for his fellow

hoteliers: “Hoteliers need to meet

and, where possible, exceed growing

guest expectations.

“New approaches to merchandising,

customer service and in-room

technologies need to be adopted.” So Sofitel, Bangkok.

INTERVIEW


Joining Sofitel in 2007, Magali

Laurent had a key support role

in the repositioning of the brand

to a five star luxury level, as

recruitment manager and HR tools

at Sofitel Worldwide. A year later, she

was human resources manager for

Sofitel Worldwide as well as Sofitel

new organisation worldwide project

coordinator, overseeing

the internal

reorganisation

of the brand.

French luxury hotel brand Sofitel, part of the Accor Group, sees service as a key differentiator in the market. To help drive development of future senior staff, it has invested in a global School of Excellence programme, explains Magali Laurent, senior VP of human resources

I have two students at present - as well as being in touch regularly and supporting their progress, they can also phone or e-mail me at any time. Imagine the benefit!

She is now senior vice president

human resources of Sofitel Worldwide,

implementing the corporate strategy

and looking after 25,000 employees.

One of the key HR objectives of

Sofitel is staff development to ensure

that service is central to the brand

equity and a number of programmes

are in place, most noticeably the

recently introduced School of

Excellence programme, which aims

to identify and mentor future senior

management.

HBME: How did the School of Excellence programme develop?Magali Laurent: We began with the

understanding that it’s hard to create

differentiation in this sector with

product alone - for example, the same

designers will work for all companies.

So central to our repositioning is the

belief that service is the key factor and

our executive team is fully committed

to training and a service ethic.

The key thing is people and we have

a number of programmes, as do our

competitors, to train and develop staff.

But we wanted more and so created

the School of Excellence, which takes a

limited number of students every year

and guarantees them mentoring by

senior executuves.

HBME: How are the students chosen?ML: We work with 15 hotel

management schools globally and

each year we choose two students

from each school to go through the

programme. These will be fast-tracked

as next-generation leaders - just 30

a year across the whole of Sofitel.

Students apply for the programme and

then each executive mentor visits the

school that he or she is responsible for

to pick the successful candidates.

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g p j

coordinator, overseeing

the internal

reorganisation

of the brand.

p , y

recently introduced School

Excellence programme, whi

to identify and mentor futur

management.

HBME: How did the School of Eprogramme develop?Magali Laurent: We began wi

understanding that it’s hard

differentiation in this sector

product alone - for example

designers will work for all c

So central to our reposition

belief that service is the key

our executive team is fully c

to training and a service eth

The key thing is people and

a number of programmes, a

competitors, to train and de

But we wanted more and so

the School of Excellence, wh

limited number of students

and guarantees them mento

senior executuves.

HBME: How are the students chML: We work with 15 hotel

management schools global

Magali Laurent

commits time from

her global role to

mentor students.

INTERVIEW


Scott Gordon is a graduate of the School

of Excellence and is now a management

trainee as Assistant Revenue Manager at

Sofitel Dubai Jumeirah Beach. According

to the hotel’s Assistant Director of Sales,

Abhishek Sharma, who manages Scott

indirectly, his qualities are “shaping him up

to be a very knowledgeable, hands on and

focused strategic leader”.

Scott believes the School

of Excellence programme is

“a career accelerator and

an amazing experience.

The programmer is not

just management training,

it is THE man-

agement

training!”

Local success

Scott believes the Scho

of Excellence programm

“a career accelerator a

an amazing experienc

The programmer is not

just management train

it is THE ma

agemen

training

SOFITEL IN NUMBERS

6-12 MONTHS

SPECIALISATION

30STUDENTS A YEAR

120HOTELS

6 MONTHS WORK

ACROSS DISCIPLINES

Left: The luxury look

Sofitel The Grand

Amsterdam

HBME: What qualities are you looking for in students?ML: Above all, an understanding

that luxury is an attitude. We look

at personality, humility and a lack

of arrogance. It’s really less about

diplomas and more about the

students being themselves. We know

how to get the best out of people, how

to develop them, but the personality

is central. Some of them, of course,

will be more suited to a more

economy brand and so we’ll suggest

seeking a career elsewhere in Accor.

If they have savoir faire, then we can

train them.

HBME: And if you find a number of outstanding candidates?ML: There’s a limit of two per school

- no negotiation. Of course, they can

always reapply the next year.

HBME: Any other considerations?ML: A spirit of openness is important

to us. Then, of course, there may

be issues about visas or cultural or

religious restrictions on where some

students either want or are willing

to work. If we have the right person,

we’ll be as accommodating as we can.

HBME: Any mistakes so far?ML: No. The programme has been

running two years and 30 students

have gone through. To date, we’ve

only lost one - very unfortunately

- due to family issues. Many of

those students have already been

appointed in supervisory roles, such

as project managers, VPs or sales

and marketing. My chosen school is

the Emirates Academy of Hospitality

Management, which is why I’m in

Dubai, and one of my students is now

at the Sofitel Al Khobar and another

at Sofitel Washington, DC.

HBME: What is the biggest challenge faced by the programme?ML: I think ensuring that we can

integrate our operational needs

with the programme. The way that

it works for a student is this: for the

first six months they get exposure

to every part of our business being

hands-on and then, after discussion,

they deciside to specialise in maybe

F&B or sales and marketing and

work for another six months in more

of a supervisory role. After that,

there’s the opportunity to do another

six months in the programme,

or to move to a suitable position

within Sofitel. It’s important to

realise that this is not about study,

it’s very operational and we expect

people in the programme also to

be ambassadors to the wider staff

community.

HBME: For you, what is key to the success of the programme?ML: That we stick to reality and to the

Sofitel DNA. It’s also critical that we

provide personalised training that

supports our global positioning.

HBME: If you’re developing future leaders, isn’t 15 students a year for the whole world a small number?ML: It’s important to remember that in

the luxury market, quantity is not the

criteria - think of the limited number

of Chanel jackets, for example. In

order to get the qualitative results

we want, mentoring is key and

our mentoring programme is very

intensive. I have two students at

present - as well as being in touch

regularly and supporting their

progress, they can also phone or

e-mail me at any time. Imagine the

benefit of being able to do that with

our COO for someone at the start

of their career! As senior executives,

we’re committing to the time to look

after these students

cpidubai.comcpidubai.com

SPECIAL FEATURE - INTERIOR AND DESIGN, FF&E


Finasi general manager Matteo Pellegrini tells Hospitality Business Middle East about the expansion that will bring Armani Casa to the company’s portfolio

hen Finasi opened

its first showroom in

Dubai in 2009 it was

the result of two years of

market research to identify and address

the precise needs of the quality interior

furniture and fit out industry.

Offering high-end furniture to

a market in recession, it wasn’t

until the appointment of general

manager Matteo Pellegrini, that

hoteliers, corporate clients and VIP

individuals began to realise the value

of investment. “To open at that time,

we’re probably the bravest company

ever! But we had already planned this

investment and the partners decided

to go ahead,” says Pellegrini, who

joined in 2011 to drive Finasi into its

current expansion phase.

More than doubling staff numbers

and steering the growth of Finasi’s

offerings, Pellegrini is also responsible

for introducing a number of new

brands to the Finasi portfolio.

“We are selling exclusive and

high end furniture; there is a

big distinction. In a market like

the UAE’s you may hear the

term ‘Italian furniture’, but there

are Italian products and Italian

products; we know our country

and the difference in our products,”

Pellegrini says.

For Finasi, 2013 will herald a new

era, with the official opening of the

new Armani Casa showroom on

January 22. Adjacent to the current

showroom of Molteni & C group

on Al Ittihad Road, Deira, Dubai,

the space will house products from

the Armani Casa range; a globally

recognised furniture collection

covering everything from furniture to

lights and accessories.

Already official distributors for

Armani Dada (kitchens designed

by Armani and manufactured by

Dada) the addition means that under

its contract division, Finasi can

now supply entire Armani interior

solutions. The products, designed and

manufactured by Armani will be aimed

at both corporate and private clients.

“The Moltani & C Group is our

flag; we are the largest Italian group

supplying high end furnishings,

achieving €0.5bn turnover annually.

The group is recognised worldwide by

the best architects and designers as the

market leader in high end furnishings

for luxury hospitality solutions. This is

a winning partnership and the design

characteristics are developed with

genius,” Pellegrini says

Brands Molteni & CArmani/DadaDadaGandia BlascoVarachinPanzeriCitterio SagsaColombini GroupOkalux

BRANDS

Matteo Pellegrini at

the Dubai showroom,

which features a range

of Armani-designed

products and the

award winning ‘Arc’

table designed by

Foster + Partners

and manufactured by

Molteni & C.



Retail operations

Divisions specialising in: kitchens, systems

and wardrobes, loose furniture, turnkey and

individual office requirements

Contract operations

Finasi works with consultants and

contractors to meet the bulk needs of its

corporate clients. These range from apart-

ments to hotels.

COMPANY DIVISIONS

Al Bateen, JBRColombini group

400 kitchens600 Vanities

Rosewood by Daman, DIFCMolteni & C and Dada800 wardrobes 400 kitchens 600 Vanities

Meydan Beach Club, DubaiGandia Blasco

FF&E and outdoor furniture

CartierAll worldwide retail premises

PROJECTS

The Finasi show-

room, Located on Al

Ittihad Road, Dubai,

will expand further

on January 23 when

Armani Casa joins the

Finasi portfolio.

cpidubai.comcpidubai.com

SPECIAL FEATURE - INTERIOR AND DESIGN, FF&EDESIGN SPECIAL


Competing with new properties and influenced by guest demands, technology and fashion, hundreds of the region’s hotels are undergoing refurbishment. Interiors specialists advise on how to strike the balance between style and cost


B5 Interiors uses

technology within

design to create themed

and unique illusions.



eoff van Wijk,

partner for hospitality

furnishings

supplier Furnish,

observes a new trend is

emerging. Driven by ever-

increasing competition, developments

in technology and fast-paced fashion

influences, hotels are refurbishing

quicker than ever before.

“We are still doing a lot of new

projects but over the last year we

have been invited to tender for more

refurbishment work. That cycle is

starting now, where every five to seven

years hotels re-fit, and we’re coming

up to that point for many of the hotels

that were built last decade. I have seen

a shift towards refurbishment work,”

Wijk shares.

But the speed at which projects are

required and the tight budgets they

are expected to be completed on, are

leading to substandard results.

President and CEO of Selva, Philipp

Selva, echoes: “What we can see is

that refurbishments have become

significant. Luckily things are going in

the right direction now because many

companies when fitting out hotels

initially bought far eastern products

and have now realised that the quality

is so poor they need to replace pieces

quicker than they anticipated.”

The message is clear; plan and pay.

For consultants, contractors, designers

and suppliers, there are a number

of core mistakes they observe in the

specification and execution of interior

projects in hospitality, and they all

believe that it’s the guests who pay for

such oversights.

“You only have finite resources

and funds in a hotel so the FF&E is

under pressure because it’s a product

that comes towards the end of the

development. But it’s also very visible

and tangible, so in my belief it’s an

area that should have money spent

on it,” says Wijks who says that where

physically and financially possible,

products should be bought as

specified, rather than re-created.

“The problems are down to speed,

the requirement to design hotels very

quickly, late appointment, and a lack of

information on the spec sheets. There

are also problems in the execution,

and contractor and turkey projects can

have very different outcomes in terms

of quality and respect of the interior

design,” he continues.

From the financial point of view

Middle East regional sales manager

for Burgess furniture, Ily Fasie, says

recent market conditions are causing

havoc on buying decisions and that

the consequences are “cannibalized”

future budgets and shortfalls in the

completion of banquet, FF&E and

OS&E elements.

“As a result, some hoteliers may

have been forced into accepting

lower standard products for these

venues, and unfortunately suffer the

consequences! Once hoteliers have

this experience firsthand, the impulse

to buy real quality to replace the pieces

they need, is usually manifested as

soon as it becomes feasible budget-

wise. Every hotelier wants the very

best for their property,” she adds.

It’s an observation B5 management

Patricia Boettcher shares: “At the end

of the day, the problem is the hotel

business here is always dependent on

the budget and it’s often used upfront

earlier in the process, when mistakes

have been made. Most of the time you

What is needed is a lightweight, solidly built chair that is comfort-able for the guest. Whenever I visit or stay in a hotel, I check under the seat for the manufac-turer’s name, and it hasn’t failed yet: I can tell whether it’s a Burgess chair just by sitting on it. This is not always easy to tell by looks, at least to the untrained eye, as our products have been copied widely – maybe we should be flattered? But as the wise man said, all that gleams is not gold.

TIPS TO HOTELIERS

Ily Fasie

36 / HOSPITALITY BUSINESS MIDDLE EAST NOVEMBER 2012 cpidubai.comcpidubai.com


have already invested money in the

wrong direction.”

Explaining a new specification

portal, Innspec, which he has

developed to tackle such issues while

aiding suppliers, Wijk warns: “It

comes down to the speed at which

specifications have to be completed. If

you don’t give your designers enough

time to specify properly and they

have to do an entire hotel in three

months, with detail specification,

then you can’t expect the correct

degree of detail in the specs.”

Artist or accountant?It’s not only the direction of

investment but the type, and balancing

artistic licence with brand values.

Who should be in charge of a project

and should hotels have a hands-on

in-house creative team of their own?

“I think you need both. Firstly take

all those people who have been in the

business, procurement companies

and specifiers and so on. Some are

very knowledgeable,” says Boettcher,

who maintains that quality requires

money, but that spending that money

requires understanding of what you

are trying to create.

“It’s more important to invest in

something that’s individual, than to

invest in a name,” advises lighting

artist and designer Beau McClellan.

Having installed bespoke lighting

installations in some of the world’s

most impressive hotels (see opposite),

and operating in the Middle East

through B5, McClellan urges hoteliers

to think about how best to create

something interesting with their

budget, rather than just fill space, and

to assess lobbies, corridors and rooms

through the eyes of the guest, rather

than the budget holder.

“The current logic is ‘we need a

chandelier and we have this much

money. What can we afford? Great,

put it in’, ” he adds, continuing: “Apple

is one of the richest companies in the

world, but Steve Jobs wasn’t money

driven, he was driven on the detail

and bringing something into harmony

with effect, and purity.”

I think hotel design is the very beginning and you must ap-point a top architect and designer – it’s a major factor in the success of the hotel. Hotel design is an art and I can tell you that I have seen some situations, even the hotels here as a professional or guest you will know when you enter from the feeling of seeing the hotel and thinking ‘wow’.

Sometimes you go in and say ‘wow hmm’ or ‘wow wow’. You know from that first moment that everything is true and only a designer can do that. At the end of the day peo-ple touch and feel the differences.

TIPS TO HOTELIERS

Philip Selva

Meeting room

furniture is exposed

to high levels of

usage and requires

durability.

Gaby Khoury, vice president, and Sam

Saleh, business development director,

Greenline Interiors, shares their tips

No two projects or clients are the same

Very project is different, yet between concep-

tualization and the design phase, all the way to

actual production, there is opportunity for value

engineering that enables a project to minimise

cost yet increase durability and practicality.

Playing by the rules

One of the most important aspects of our work

is to always look for that innovative way in

which we can offer our clients fit-out work using

WORD FROM THE INDUSTRY

techniques that enable them to abide by new

regulations that emerge. Take for example fire

and safety regulations that are becoming more

and more stringent across the region.

Signature style

Another factor that we advise our clients on

is the awareness factor in regards to animal

rights and the use of exotic skins. Our research

department is always at the forefront of cutting

edge technologies and one of the most sought

after materials is cow leather that can be ma-

nipulated to resemble exotic skins, thus saving

the endangered animals while maintaining a

unique look.



When Beau McClellan was commissioned to

produce a creative lighting feature for the Conrad

Algarve, Portugal, he was presented with a tower-

ing dome structure and an instruction to ‘fill it’.

Contrary to the chain’s initial vision for the

space, McClellan painted the dome and then

created an LED powered installation comprising

of a number of mirrored lamps, suspended from

the ceiling of the hotel entrance, that worked

with the space.

Positioned so the mirror glass pendent

lamps would reflect the natural light streaming

through the windows during the day, the lamps

illuminate to create a completely different effect

after sunset, McClellan explains as “one thing

when it’s on and it’s one thing when it’s off”.

“This beautiful hand blown crystal has a very

simple form, but what’s going on inside is very

special in terms of LED technology. When the

lights are off they’re completely mirrored so you

can’t see anything through them and they reflect

everything around so they look like a sculpture.

“What I try to do with a lot of my work is to

create a stand-alone piece throughout the day

that transforms at night. We also had to use

a special chip in order to develop the correct

colour because the warmer you go with LED is

the less output you have and you still need to

have output.”

The use of LED technology, which produces a

more versatile colour range now than when the

technology was first introduced to the market,

means each bulb can produce 60,000 hours of

light. The lamps also feature a static coating

that repels dust.

Working with the whole design and archi-

tecture team throughout the night, McClelland

continued a theme throughout the hotel and its

grounds, placing a further chandelier in the spa

and lighting outdoor spaces with fire torches.

“By the second night the guys were getting

so excited because the theatrics of the hotel had

been brought out and they started to realise,

with that spark of creativity, that something

better could be achieved,” he recalls. “Hoteliers

need to listen to the lighting designers to

guide them and help them save money.

We’re not going to machine gun the roof with

thousands of lights if it doesn’t need it; think

of the installation and running costs. In this

project we actually removed about 70% of the

existing lighting because they didn’t need it.”

CASE STUDY


Boettcher says: “The business is

growing and you need to be different

from the others. I think hotels should

create their own identity, not just in

look but in style.”

Amongst some of the ‘style’

products on offer at B5 is a video wall

that can create the illusion of being

underwater or on a beach, using visual

and audio simulations.

Controlled via iPad, Boettcher

says the concept is ideal for spas,

restaurants or nightclubs and it has

proven popular with both hospitality

and private clients.

“The special features add value to

a hotel. People go to different hotels

for different reasons; for example the

gold at Emirates Palace, you walk in

and it feels ‘wow’. You should feel like

coming home,” she says asserting that

the therapeutic benefits or artistic

touches are even more important

in properties aimed towards the

business traveller.

“There is also a clear gap in the

market for “concept” hotels, hotels

designed with the art community in

mind. Their needs are obviously very

different to the IT community’s needs

or to the diamond trader’s needs,”

TRI principal and managing director,

Daniel During agrees.

Market directionIn terms of completing interior

projects that will last, the resounding

conclusion is to create something

timeless, yet with a touch of niché.

It is also predicted that the niché

market that dominates London and

Europe will gain a stronger foothold

regionally and that hotels will soon

have to modify their offerings to

match the needs of young travellers,

single parent families and females.

Yet for During, the focus is

elsewhere as he says hoteliers need to

define who their guest is and ditch the

current ‘one size fits all’ approach to

room design: “It’s the most common

mistake and consequently hotels

rooms are being designed as ‘one size

fits all’. Hotels should ask: will our

guests be mainly female, Emirati, or

European?”

“One of the most challenging but

easily solved problems is that more

My philosophy, and the root of the B5 name is: be creative, be innovative, be individual, be sophisticated and be unique.

For me, design and functionality are still key words; you can have a nice design and still not have quality and functionality, it’s all related.

Hoteliers should be asking them-selves: What is the design, what quality do I get and what can I do with this product?

TIPS TO HOTELIERS

Patricia Boettcher, B5

B5 Interiors

showroom in Dubai

features products by a

number of designers

and suppliers.

Knowing how long it took for lighting to be appreciated and realised as a psychosomatic feature, I would say the next design trend that will emerge will be sound design Beau McClellan



Established in 1985

T: +86 757 2533 9981 /82/83/84/85/86/87+86 757 2533 9901 /02/03/04/05

F: +86 757 2533 9900 www.baotian.com

E: [email protected]

Longzhou RoadDawan AreaBaotian BuildingLeliu TownGuangdongChina

Commercial and Hotel Interior Furniture

Specialist manufacturer of sofas, mattresses, beds and quilts

50,000sqm factory

than 95% of project managers in

hotels are men. This often leads to

ladies’ needs being overlooked; details

such as oversized or heavy towels

are great for men, but too heavy for

a lady to wrap around her hair for

example. Shaving mirrors are usually

placed at a man’s eye level while they

should actually be placed at ‘make up

mirror’ level so ladies can use them

too. Also hairdryers that are either too

underpowered, too heavy or in the

wrong place. A busy woman wants to

be able to do her hair quickly and get

out,” During continues.

Observing a more holistic shift

in the approach to creating positive

atmospheres within properties,

McClellan says the next player to enter

the market will be the ‘sound designer’.

“Knowing how long it took for

lighting to be appreciated and realised

as a psychosomatic feature, I would

say the next design trend that will

emerge will be sound design.

Finishing touchesWijk says value, as opposed to price,

is even more important when it comes

to fabrics; a product where quality

and protection against damage are

essential. As is the consideration

of maintenance, running and

replacement costs, throughout the

FF&E scope. “There are a lot of

products that don’t have a very high

total cost of ownership or have a low

total cost of ownership initially but

will cost you a lot in maintenance and

repairs and replacements. That’s purely

from an FF&E perspective.

“You should also be using the

right people, so go back to specialist

manufacturers who produce that

product as their core business. Don’t

try to have something re-made or

copied, you still need to consider

maintenance, replacements, and so on.

Don’t try and re-invent the wheel from

project to project. That’s something we

see a lot here,” he says

Define the market; define the concept; and work with hos-pitality consultants, not just designers.

In the 80’s and 90’s hotel design was operator driven. In the 2000’s it was designers driven. I believe that we are entering a zone where hospitality consultants will be called upon to drive the design based on brand, market segmentation and ROI.

Designers are generally more concerned about the integrity of the design, and they usually sacrifice function over form. It’s time to stop de-veloping architecture and start developing marketable spaces that are market driven.

TIPS TO HOTELIERS

Daniel During

Interiors supplied by

Selva have been used

in both residential and

hospitality projects.

Apple is one of the richest companies in the world, but Steve Jobs wasn’t money driven, he was driven on the detail and bringing something into harmony with effect, and purityBeau McClellan



INTERVIEW


Although the Yas Hotel opened

in 2009 as one of seven

properties developed by Aldar

Properties on Yas Island, it

wasn’t until July 2011 that the iconic

5-star hotel really began to take shape

as the Viceroy Hotel Group was given

the contract to operate it.

At the time, Brad Korzen, CEO of

Viceroy Hotel Group, said: “It is only

fitting that Viceroy’s first property

outside North America is in Abu

Dhabi, the home of our international

headquarters.”

In October 2011, the hotel was

rebranded as Yas Viceroy.

According to GM Heiner

Racing aheadOne year on, the rebranded Yas Viceroy continues to evolve, according to GM Heiner Werderling. By Dave Reeder

Werderling, “The improvements

we have made since taking over the

management of the hotel exemplify

our dedication to immediately

introducing Viceroy Hotels and

Resorts’ unique service standards to

the Yas Viceroy.

“Our guests will see both cosmetic

and service changes to Yas Viceroy,

designed to ensure that what is

already an architectural icon of Abu

Dhabi becomes a standard bearer for

hospitality in the region.”

The hotel has an enviable position

on the island, at the heart of the Yas

Marina Circuit, home to the Formula

1™ Etihad Airways Abu Dhabi Grand

Prix, although this has brought some

operational issues.

Recently announced, for example, is

the AED5m investment in upgrading

balcony doors due to guest complaints

about noise from the circuit.

Werderling denies that the cost will

affect the hotel’s profitability, pointing

out that a programme of upgrade and

enhancements has been in place since

Viceroy took over management of the

property.

“All of our investment for Yas

Viceroy is to enhance the guest

experience and all the upgrades we are

making are for us to offer our guests

an exceptional, luxurious stay,” he

explains.

“For the Formula One weekend, it’s

all about living the race experience,

so the sound is definitely part of the

atmosphere!”

Over the past year, change has

continued at the hotel, starting with

a refurbished lobby by leading design 4525 ROOMS,

74 SUITES

INTERVIEW

HOSPITALITY BUSINESS MIDDLE EAST / 43DECEMBER 2012cpidubai.com DECEMBER 2012cpidubai.com

firm Poltrona Frau Emirates, based in

Abu Dhabi; plus a new branding; an

expanded greeting area; and improved

concierge facilities.

Next on the to-do list was the

re-introduction of executive club

suites with benefits that include

complimentary access to the executive

lounge, private check-in and checkout.

Werderling is keen to raise the

standard of F&B in the hotel, a

hallmark of Viceroy globally. “In all

of Yas Viceroy’s dining venues and

lounges, we continue to refine our

offerings and service to add a better

value for money.”

With his team, he began with the

menus at Noodle Box and Angar, two

of the hotel’s twelve contemporary

restaurants. This year, he hired from

San Francisco a chef with a growing

reputation in that city, Jennie Lorenzo,

as Chef de Cuisine in charge of

Nautilus, the property’s signature fish

restaurant.

She is developing a new menu

and is working hard to improve

the hotel’s sourcing options,

moving in line with Werderling’s

wishes to make F&B at Yas Viceroy as

sustainably based as possible.

Although he does not foresee

future competition from any new

projects on Yas

Its current portfolio of managed properties

includes two luxury brands, Viceroy and

The Tides

Current Viceroy properties include hotels

and resorts in Santa Monica, Palm Springs,

Miami, Anguilla, Snowmass, Colorado and

Yas Island with forthcoming openings in

Beverly Hills (currently L’Ermitage Beverly

Hills), the Maldives and Bodrum, Turkey.

The Tides collection includes hotels and

resorts in Miami’s South Beach, Mexico’s

Riviera Maya and Zihuatanejo, as well as

upcoming developments on St Lucia in the

Caribbean, which is currently operating

as Jalousie Plantation. The Urban Retreat

Collection includes Avalon Hotel in Beverly

Hills, Maison 140 in Beverly Hills, and Shera-

ton Delfina in Santa Monica.

The Viceroy Hotel GroupIsland, Werderling is not complacent

about the future, instead viewing

success as coming not just from the

hotel’s association with Formula

One. “The Yas Marina

Circuit and its associated

business is only one source

of Yas Viceroy’s business,” he

explains. “We are very actively

establishing ourselves in the MICE

and wholesale market. At present, we

are doing well year round and, with

even more leisure opportunities at Yas

Island such as the Yas Beach and Yas

Waterworld which are opening soon,

we’re predicting an overall increase in

occupancy.”

Unlike many GMs he doesn’t face

hiring or retention issues, “being such

an iconic and unique hotel”. However,

that doesn’t mean that he is without

challenges

12DINING OPTIONS


Social media is predominant in almost every aspect of daily life – how active is your property/chain and what do you do?

Daniel Andrews: Because social media

is such a large part of daily life it

would be a missed opportunity

for any business to ignore it. Dusit

International has fully embraced

social media channels as an additional

avenue of communication between the

hotel and our guests. More specifically,

Dusit Thani Dubai monitors its own

sites on a daily basis to ensure that

we reply to all comments or queries

promptly. Our accounts on sites such

as Facebook and Twitter not only

serve as a platform for promoting

our Thai culture and heritage but

Q&A

Every month, Facebook users spend 700 billion minutes online and in 2012, 75%* of companies intended to increase social media spending. Marketing specialists from Dusit Thani, Le Meridien, Hilton, Edition Hospitality and Table4ME share their observations and guidance for harnessing the power of the social web

also allow us to provide guests and

prospective guests with any updates to

services and promotions.

Review sites such as TripAdvisor are

vital in providing the hotel itself with

feedback from our guests and serves as

a valuable platform for us to respond

to guests experiences after their stay

with us.

Tiina-Maija Bergman: It’s really

encouraging to see that more and

more restaurants have a presence

on social media whether on a single

channel, or across multiple platforms.

Where I see a huge opportunity

for the F&B sector is in how they use

their social media presence to further

enrich their diners’ experience and

drive more business, for example

through online table bookings.

Marketing budgets in the restaurant

industry can be tight and the use of,

often free, social media channels is a

great way for restaurants to further

extend their marketing reach and to

effectually do more with less. I would

love to see more restaurants in the

region take full advantage of this vast

opportunity.

Lastly, the restaurant industry in

my view benefits tremendously from

having a dialogue with customers.

Social media has made it possible

to shift from primarily monologue

marketing to effective dialogue with

diners and followers allowing them

to engage and interact directly with

their customers, for example through

restaurant review sites.

Q&A


Daniel AndrewsPR and communications manager, Dusit Thani Dubai

THE RESPONDENTS

Tiina Maija Bergmanmanaging partner, Table4ME

Madiha Zakir: We are active throughout

the day on our major social media

channels, which are Facebook and

Twitter. We respond to all queries

and feedback, regardless of it being

negative or positive. Engagement with

our fans and followers is the key. We

also hold regular TweetUp events at

the hotel.

Tuhina Rahman: Social media is a

dominant marketing force at Hilton

Worldwide’s four properties in RAK.

We monitor all user generated content

on a daily basis and respond as quickly

as we possibly can – regardless of the

subject matter. Of course, it’s a two-

way dialogue so we also share articles,

images, and videos and also update

with special offers or events. We

have found our regular guests, who

are active on social media, are more

than happy to act as ambassadors and

forward information and promotions

to their own contacts.

Discussion with the consumers is

crucial; I do this by asking open

answer questions whether it is about

key initiatives s to joining groups

that share a common interest with

my hotels, for instance destination

information or charities, and then

constantly interact with the groups.

This is great cross exposure for the

properties. I cannot guarantee these

conversations are paying off but I do

know that the conversations are going

on and I would believe it is better to be

part of it.

Paul Parsons: Create great content! It is

fast becoming a more social world in

which great content is shared, often

beyond the anticipated, reach to a

much larger audience.

Hotels need to think outside of the

box and ensure that their content is

genuine, true to brand and is not just

a post or tweet of their promotions.

The online world is all about

engagement, therefore the effort

needs to be made to enhance a two-

way communication and what better

way to develop that relationship, than

to utilise user generated content;

guest images or stories of their stay.

In addition hotels should capitalise

on the variety of niche online

platforms, such as LinkedIn.

What does the industry need to do to maximize its reach online?

DA: The power of social networks has

never been greater and while in the

past few years we have seen a strong

increase in the adoption of social

media within the hospitality industry,

along with a great deal of investment

in new apps and design, there are still

so many opportunities to maximize

on this. We are constantly looking at

new and emerging platforms to see

how they can benefit not only us as

a business but also for our audience

and regularly share ideas and new

practices across the group.

TMB: I think it’s important for the

restaurant industry to look at their

overall distribution strategy and

to ensure that both traditional and

digital distribution channels are

fully aligned and working to achieve

their maximum potential in driving

business to the restaurants.

Optimally using the available

technology for restaurant marketing

gives restaurants access to very

detailed real-time analytics that

they can use to measure and track

promotions or the effectiveness of

using one booking channel over

another, which is invaluable in

proving ROI and effort.

MZ: The industry has to find smart,

creative ways to reach consumers

today because conventional marketing

does not work anymore.

Through deep social

media engagement, brand

loyalty and targeted search

placement that drives a high

ROI, properties can ensure a

good reach online.

TR: Befriending community

organisations, media, and non-

competing local businesses is a great

start – our hotels play a major role in

We have found that our regular guests who are particularly active on social media, are more than happy to act as ambassadors Tuhina Rahman, Hilton Worldwide, RAK.

PERCENTAGE OF 700 COMPANIES POLLED BY WILDFIRE* BELIEVE THAT SOCIAL MEDIA MARKETING BENEFITS THEIR BUSINESSES. 75% INTEND TO INCREASE SOCIAL MEDIA SPENDING IN 2012.

97%

Q&A


Tuhina Rahmancluster marketing and PR executive, Hilton Worldwide, Ras Al Khaimah

Madiha Zakironline marketing manager, Le Meridien Dubai/ Le Meridien Fairway Hilton

THE RESPONDENTS

Paul Parsonsdigital marketing consultant, Edition Hospitality

their individual local communities so

it’s important that we build relations

locally and know what is going on.

For all in-house guests, we want

to maintain an on-going interest in

the hotel so we clearly display our

facebook link everywhere in our

properties from poster stands in the

business centre to digital screens at

high traffic areas. We want to attract

people who actually want to know

about hotel offerings and to encourage

uptake we run competitions as part of

the feedback.

We also seek testimonials and

celebrate international and local

events and holidays, we find this helps

encourages customer engagement.

However the biggest opportunity

for social media comes from the

intersection of social media and

mobiles. We are currently working

on our location base services such

as Facebook Places and Foursquare.

When Foursquare users check into the

DoubleTree, they unlock a special that

earns them a complimentary drink.

How is the growing popularity of review sites helping and hindering the

industry?TMB: I believe restaurant

review sites have fostered

transparency in the F&B

industry as a whole, and as a

result there is more authenticity and

proactivity in restaurant marketing,

which is I think is a healthy trend.

It’s an expectation from customers

and hence a responsibility for

restaurants to respond and listen to

customer feedback and failing to do

this in a positive, consistent manner

could taint their reputation quickly,

which could be seen as a downside of

the ever-growing popularity of review

sites.

DA: The hospitality industry has a

number of ways in receiving reviews

and feedback from guests. The

growing popularity in review sites

serves to increase the quantity of

reviews the hotel receives to ensure

that we are meeting expectations of

our guests and address any areas of

improvements. It is those businesses

that struggle to manage the reviews

and respond to them correctly that

will find the growth a hindrance, but

for us we see them as valuable to our

operations and services.

PP: Due to the increased nature of the

social world we are in, these review

sites provide an easy, accessible and

fast resource, usually with an honest

portrayal of what new guests could

expect and encounter during their

potential stay. These sites can be

beneficial for a specific hotel or brand

as they provide an additional, yet

impartial platform that allows for

greater exposure.

Hotels should use these additional

platforms to their advantage by

responding to each and every review,

both positive and negative, in a

personal manner. This in turn helps

to maintain the brand image and

demonstrates the hotel’s desire to

enhance all future guest experiences.

How do you deal with negative comments that are posted on/to your brand’s profiles?

TR: This element of customer service

is a crucial aspect of social media

Social media market share

Facebook

Twitter

Blogs

LinkedIn

Youtube

Other

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Q&A


More connections: The use of social media

is growing, while use of the remainder of

the web is shrinking. In March 2011, Face-

book usage (as a percent of total web usage

minutes) had increased year over year by

almost 70%, while usage of the remainder

of the web dropped by 10%. A survey by

Wildfire also found that businesses were not

rushing to judgment about a measurable

return on investment (ROI) for social media

marketing, but rather saw these “early days”

in the exploration of the social web as an

opportunity to grow brand awareness and

engage in customer dialog.

New marketing landscape: 2012 marked

a turning point from traditional to digital

marketing strategies, as digital budgets

overtook those of print, radio and TV

marketing; largely interpreted as proof of

the reach of digital marketing.

Viral connections: The goal of marketing

on the Internet is to contact consumer in-

fluencers with compelling content. Targeted

content is determined not only by the user’s

preferences, but also by the “likes” of the

user’s friends (the theory is that friends

share likes). While it’s useful that good

news travels fast, it’s worth noting that bad

news travels faster. Remember that letter to

Richard Branson’s Virgin Airlines about the

quality of onboard meals?

Implications: Success in this social media

dominated world requires travel companies

to embrace social media marketing.

WTM: The key social media trends to watch in 2013

and one which requires immediate

attention. Indeed, when handled

correctly, a negative guest comment

can often be turned into a positive if

the complainant fully understands

the steps being taken to resolve the

issue. The ease and access of social

media means that we hear more about

challenges and potential problems,

and are therefore given an opportunity

to act on the information, before it can

escalate further. It’s also extremely

valuable feedback in helping us to

improve our operations. I also use

Google Alerts to review comments

and feedback from other websites.

DA: Any comments, negative or

positive, are handled in the same

manner, promptly. So many businesses

get worried about any criticism online

and either delete or shy away. We

have taken firm steps to ensure that

any negative comments are shared

with the relevant departments and are

investigated as a matter of urgency.

We can then reply with an informed

response. By doing this we are not

only clarifying any issues on the same

platform they were delivered, but

we are seen to be taking all guests

experiences seriously and with sincere

respect.

MZ: We all have to deal with negative

feedback at some point. While it

can be tempting to ignore criticism

or complaints, it is not a productive

approach. Instead, we acknowledge

the negative comments and decide on

a service recovery measure with the

concerned department and respond to

them in a corrective manner (if any)

internally.

PP: The majority of negative comments

made by customers are predominantly

from those who are eager to express

their opinion and point of view.

The most successful way to

respond to a negative comment is to

acknowledge the feedback and provide

the customer with additional contact

details and a dedicated representative,

should they wish to continue their

discussion. It is vital for hotels to

respond appropriately and within a

timely manner, as this demonstrates

respect for each customers point of

view and their aim to provide all

guests with a positive experience.

How does online activity strengthen your brand?

DA: Dusit has such a strong brand

identity. Our Thai heritage and culture

sets us apart from our competitors and

the multimedia possibilities of online

platforms are a perfect avenue for us

to be able to showcase to prospective

guests what they can experience

during a stay with us.

MZ: With hundreds of hotels in Dubai,

online activity is not a choice anymore.

It is necessary to maintain the buzz in

the market and for consumers to keep

coming back to you.

TR: The internet provides us with

the ability to discover our audience’s

preferences and what online platforms

they are using, to target them

accordingly. We make sure business

messages are accurate, consistent, and

relevant and, in particular, devoid of

corporate jargon – this helps to build

popularity and credibility.

We also feel it’s important for

audiences to see the faces behind

the social media brand, so we attend

many local events and networking

opportunities to add a personal

introduction to the hotels.

We also use regularly update

newsletters to provide subscribers with

the latest news and remind them of

our social media sites.

PP: As the current online community

is so diverse and reaches all corners of

the world, hotel brands are provided

with a unique and more cost effective

opportunity to increase their exposure

and brand recognition in what were

previously hard to reach markets and

demographics.

Online also allows hotels to observe

and review what their competitors are

Q&A


doing in the same markets, in a more

immediate and often frequent manner,

which helps to ensure that their brand

is on trend and on par with their

competitors whether this be offers

provided or methods of exposure.

How is the growing popularity of review sites helping and hindering the industry?

MZ: Being one of the pioneers of

hospitality in Dubai for the last

33 years, the majority of Le

Meridien Dubai’s reviews are

positive and help us drive and

convert more business. Negative

reviews should always be taken as an

opportunity to improve your hotel’s

service and processes

TR: Sites that feature user reviews

like Trip Advisor and Expedia etc are

important for hotels. Authenticity and

reliability are key qualities to rank well

on these sites and it’s important for us

to maintain and update profiles and

to always monitor the top review sites.

Indeed, we believe in taking this a step

further by actively encouraging guests

to post reviews on key sites such as

TripAdvisor which we then share on

our in-hotel posters, digital screens

and facebook sites.

How would you rate the industry’s adoption of tablet computers? What is it doing well and what can be improved on?TMB: I believe there is an opportunity

to further grow the use of tablets in

the restaurant industry besides the

common use for menu browsing and

restaurant information, and to use

the technology that has been invested

in already, to further enrich the

customer experience. This could be

done for example through the use of

guest comment/feedback apps or the

integration of restaurant loyalty and

incentive schemes.

Lastly, tablet technology enables

marketing to multiple senses. Not

only can we read about a menu item,

we can now also see photos of dishes

or watch how they are made through

cooking demos through the use of

photo and video.

Perhaps the one thing that could

impede growth and adoption of tablets

in the industry is the cost of the tablet

devices itself, which needs to be

budgeted for separately, meaning it’s

often a longer-term decision and/or

investment for the restaurant.

PP: The adoption of tablet computers is

still in its infancy, especially with their

own online presence.

A large number of hotels still do

not have a compatible website for

most tablet devices and are running

before they can walk by trying to

develop applications for these tablets

instead of enhancing something they

already have first.

At the moment, guests are most

likely use a search engine to research

a hotel - its location, promotions

etc. when this is done, apps are not

referenced, only a hotel’s website is.

Despite the delay, some hotel brands

have been leaders by incorporating

tablet computers into a guest’s

experience whether it be as an all

room remote or as an interactive menu

in an F&B outlet.

I assume that, as the novelty of the

tablet wears off and these become more

affordable, hotels will be able to use

these as a resource more and more

Carnival partnered with Buddy Media to develop and launch a Facebook page that uses videos to help first time cruisers become more comfortable with the cruise experience.

The page allows potential travelers to interact with Carnival cruisers, who can post videos, ask questions and interact with crew members.

As of November 2012, the page had 2,158,040 likes.

Carnival Cruise Lines

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50%

51ADVERTORIAL FEATURE BROUGHT TO YOU BY

Mobilising the workforceMore and more people in the hospitality industry are using their own smart devices at work

Mobile Device Management solutions from du

works with the mobile devices used by employees to manage and monitor corporate data, while keeping everyone working smoothly and securely.

Why du?

T he hospitality workforce already makes good use of smart devices, particularly in the Middle East, where wireless internet connections are ubiquitous. At work, the very same people want to use and connect their

devices to the hotel network, just as guests do, to catch up on their emails or check applications.

around two or more.

employees would like to use their own.

email and other business apps outside working hours, and believe it makes them better at their job.

their own devices, employees enjoy increased mobility,

mobile devices for both work and personal issues put in

since employees are funding the cost of their own mobile

hospitality industry is potentially saving millions.

The ‘bring your own device’ appeal

now entrenched across geographies, vertical markets,

surveys ever carried out of employee sentiment about

have found that people in the hospitality industry are among those increasingly using their own devices at work.

52

employees across a number of different verticals – including hospitality, financial services, healthcare, media, public sector, healthcare and life sciences, and energy and utilities – the survey drills into what is driving employees to use their own devices for work.

a personal smartphone or tablet to access corporate data – and that calculation takes everyone into account, including those people who do not own a smartphone or tablet. Among those who do own a smartphone or tablet,

preference for a single phone for work and personal use

preference for a single tablet for work and personal use.

using a single smartphone or tablet for both personal

means they are able to do their job better.

Employees who would like to use a single smartphone or tablet for work and personal use – by vertical sector

whether people like the ability to work at any time or see it as an imposition on their personal time, but still not

majority agree that being able to access corporate email and other apps outside of working hours allows them to

doing it and feel it to be an imposition on their time.However, the majority feel that they are able to

adequately manage the blurring boundaries between work

separation of work and personal time and technology.

warranty or service agreement in place.

personal property, ensuring that they are naturally better cared for.

53

productivity and responsiveness, and improved employee

While those who use their own device at work primarily

apps such as document storage and collaboration. App usage beyond email will also be increasingly

encouraged by hospitality businesses looking to get the most out of the devices that are either being brought in by

not strictly be a “bring your own app” activity, but we do

– which needs take in function rooms, food and beverage,

analytics software used for forecasting and optimising

from their personal device wherever they are on the hotel premises, will help.

will be improving data networks. 4G rollout across the

found on 3G networks.

to use it more and start performing business tasks on their

54

Enable employees to use their personal smartphones for work activitiesEnable employees to use their personal tablets for work activities

Respondents realising this

63

23

2322

55ADVERTORIAL FEATURE BROUGHT TO YOU BY

terms of what is possible to do while on the move.

what is seen on smartphones (discounting calls and

more complicated apps such as analytics, customer

the larger the tablet screen, the better the overall user

majority of respondents that having access to work email and other business apps at all times of the day helps them

behavior in increasing employee productivity.

that data privacy concerns would stop them from using personal apps on a corporately provided smartphone

employer could offer them some preventative security

remotely wipe personal data from a smartphone and/or tablet if it was lost or stolen.

advantage, the key to not being overwhelmed by this trend is that all these devices need to be secured by

a number of endpoint devices. During a typical month,

infected, with a growing number of organisations reporting security violations through their web and email use.

hotels are better positioned to defend themselves against these threats.

While some hotels still rely on relatively rudimentary hub technology for their networks, which are particularly subject to hacking, others have upgraded to more secure

connections or the setting up of virtual local area networks

both guests and employees, alike.

For more information please contact du at [email protected]

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Marriott has specified a Wayfinding and signage

system developed by Limah Design Consultants

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The 5-star property, Marriott’s first in

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“The interiors of the hotels were designed by

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A new generator unit has been

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for public and semipublic areas where

touchless lavatory taps are used for

environmental and hygienic reasons.

DORMA

A new sliding door system, by DORMA,

has met the latest German energy saving

regulation EnEV 2009. Providing thermal

insulation, ST Flex Green is approved by

the German testing, surveillance and

certification body ift Rosenheim.

The ST Flex Green is part of a new range

of sliding doors featuring slender profile

system, suitable to create elegant full-glass

systems that can secure an environment

from intrusion as well as be green.

Dornbracht has announced the introduction of a

range of accessories designed to create a series

of “unique scenarios” using water, called the

“Ambience Tuning Technique”, developed as part

of Dornbracht’s “Transforming Water” concept.

The “scenarios” are described as balancing,

energizing and de-stressing and are delivered

via the JustRain, WaterSheet and WaterBar

shower fittings.

The central components of the Ambiance

Tuning Technique are the eTool, eValve and

eSwitch. Integrated in an open system, they

consist of the technical components that allow a

user to set the choreography of the water – the

pressure, temperature and volume.

Designed by Sieger Design, the three

pre-programmed scenarios are activated by

keeping the respective button pressed down

for two seconds: the water choreographies

then begin automatically. Within the scenarios,

the temperature and volume settings of the

outlets alternate. This is made possible by

the electronic eValve that is installed directly

behind every outlet.

The eSwitch controls electricity supply and

communication between the eValve and the eTool

control panel. The integrated service port in the

eSwitch enables configuration and diagnosis of

the system.


BEST OF THE REST

MARRIOTT IRAQ CONTRACT FOR LIMAH

BATTERY POWERED TOUCHLESS TAPS


TENDERS

TendersAll the latest information on the tenders you need to know about

Tel: (+971) 2 634 8495www.EmiratesTenders.com

NEW SUPPLY AND SERVICE TENDERS

$134mFARSI SEVEN TOWERS

SAUDI ARABIA

NEW TENDERS

Project name: King Fahd Medical City (Saudi

Arabia)

City: Riyadh 11525

Postal/Zip Code: 59046

Country: Saudi Arabia

Phone: (+966-1) 288 9999 ext:1449

Fax: (+966-1) 461 4006 / 467 4006 / 1458

eMail: [email protected]

Nature of work: Provision of catering services for

patients of a medical city.

Cost of Tender Documents ($): 13335

Last date of submission: January 9, 2013

Project name: Ministry of Interior (Saudi Arabia)

Addres : General Diwan, Airport Road

City: Riyadh 11134



Phone: (+966-1) 401 1944 / 401 1111

Fax: (+966-1) 403 1125

Website: http://www.moi.gov.sa


various hospitals of a ministry.


Last date of submission: December 25, 2012

Project name: Muscat Municipality (Oman)

City: Muscat PC 100

Postal/Zip Code: 79

Country: Oman

Phone: (+968) 2475 3000

Fax: (+968) 2479 8134 / 2479 6205


Website: http://www.mm.gov.om

Nature of work: Construction, operation

and management of a premium luxury

restaurant for a municipality.

Cost of Tender Documents ($):

265

Last date of submission: 30.12.2012

Project name: King Saud University

Address: University Street, Dirriyeh

City: Riyadh 11451



Phone: (+966-1) 467 0000/ 467 6935/ 467 4000

Fax: (+966-1) 467 7008/ 467 7580


Website: http://www.ksu.edu.sa


male and female students to a university.


Last date of submission: December 9, 2012

Project Name: The Address The Boulevard Tower

Construction Project - Downtown Dubai

Description: Construction of 340-metre, 63-storey

The Address The Boulevard Tower comprising a 5-star

hotel and serviced apartments consisting of studios,

one-two-three and four-bedroom apartments.

Client Name: Emaar Properties PJSC

Country: UAE

Consultant: Atkins International (Dubai)

Status: New Project

Project Name: Mixed-Use Tower Construction

Project - Sheikh Zayed Road

Description: Construction of a 100-storey mixed-

use tower, including serviced apartments, shops,

swimming pools and garden areas.

Client Name: Meydan L.L.C (Dubai)

Country: UAE

Status: New Project

Project Name: Hard Rock Hotel Construction Project

- Saraya Development

Description: Construction of a five-star Hard Rock

Hotel comprising (5) basement levels, (4) podium

levels, (32) floors and (4) levels of services.

Client Name: Aabar Properties L.L.C

Country: UAE

Consultant: Confluence Project Management (Abu

Dhabi)Status: New Project

Project Name: Farsi Seven Towers Project

Description: Construction of 38-storey Farsi Seven

Towers comprising (130) apartments, four penthouse

suites and commercial space for (16) outlets,

including a gymnasium, lounge and events hall.

Client Name: Zaki Farsi Group (Saudi

Arabia)


Consultant: Zaki Farsi Group

Budget (USD): 134,000,000

Status: New Project

Project Name: Mondrian Doha Hotel Project

Description: Construction of Mondrian Doha Hotel

comprising two basements, a ground floor, a podium

and (25) upper floors.

Client Name: Al Hamla Holding (Qatar)

Country: Qatar

Consultant: South West Architecture (Qatar)

Contractor: Societe d Enterprise & de Gestion - SEG

W.L.L (Qatar)

Status: Current Project

Project Name: Marsa Zayed Mixed-use

Development Project - Phase 1

Description: Design and construction of 3.2 square-

kilometre Marsa Zayed mixed-use development

comprising a 33-storey tower, 263 Village Flats

that will be serviced by a neighbourhood retail

and community centre, a grand mosque that will

accommodate 2,000 worshippers, 146 townhouses

and all infrastructure works - Phase 1.


TENDERS

MARSA ZAYED PHASE 1 BUDGET

$10b

Client Name: Al Maabar Abdoun Real Estate

Development Company (Jordan)

Country: Jordan

Consultant: Hill International Middle East Ltd.

(Jordan)

Budget (USD): 10,000,000,000

Status: New Project

Project Name: Kingdom Tower Project

Description: Construction of one-kilometre-high

Kingdom Tower comprising (161) storeys, a 97,000

square metre retail mall and underground garages for

more than 4,700 cars.

Client Name: Kingdom Holding Company


Consultant: Bechtel (Saudi Arabia)

Contractor: Saudi Binladin Group (Saudi Arabia)

Budget (USD): 1,200,000,000


Project Name: Crystal Towers Project

Description: Construction of Crystal Towers

consisting of two buildings, a 30-storey and a

35-storey tower housing a hotel, including offices and

apartments at Dubai Marina.

Client Name: Al Fattan Properties

Country: UAE

Consultant: Tabanlioglu Architects

Budget (USD): Unspecified

Status: New Project

Project Name: Banyan Tree Hotel & Resort Project

Description: Design and construction of three-storey

Banyan Tree Hotel & Resort comprising a total of (239)

rooms at Jebel Sifa

Client Name: Muriya Tourism Development

Company

Country: Oman

Contractor: Muriya Real Estate

Budget (USD): 220,000,000


Project Name: Msheireb Downtown Doha

Development Project

Description: Development of Msheireb Downtown

Doha (Formerly Heart of Doha City) mixed-use

scheme comprising several districts, including a

residential and mixed-use quarter, a retail quarter, a

heritage quarter and a commercial area.

Client Name: Msheireb Properties

Country: Qatar

Consultant: Gensler Associates International (USA)

Contractor: Hyundai Engineering Corporation

Budget (USD): 5,500,000,000


Project Name: Golden Mile 3 Commercial

Development Project - Palm Jumeirah

Description: Development of Golden Mile 3

commercial scheme comprising three basements, a

ground floor, and a retail and office building.

Client Name: Nakheel PJSC (Dubai)

Country: UAE

Consultant: Dubai South Africa Architects

International (Dubai)

Contractor: Cliff Creek Builders (Dubai)



Project Name: Banyan Tree Hotel & Resort Project -

Jebel Sifa

Description: Design and construction of

three-storey Banyan Tree Hotel & Resort

comprising a total of (239) rooms.

Client Name: Muriya Tourism

Development Company

Country: Oman

Contractor: Muriya Real Estate

Budget (USD):

220,000,000


Project Name: Doha Festival City Development Project

Description: Development of Doha Festival City

comprising a retail centre, an entertainment

park, two hotels and an auto park made up of car

showrooms.

Client Name: Al-Futtaim Group Real Estate

Country: Qatar

Consultant: Mace Limited (Qatar)

Contractor: Arabian Construction Company - ACC

Budget (USD): 1,600,000,000


Project Name: Centro Rotana Hotel

Description: Construction of 10-storey Centro

Rotana Hotel comprising (230) rooms and related

facilities.

Client Name: Al Malki Group

Country: Qatar

Consultant: Arab Engineering Bureau


Status: New Project

Project Name: Hilton Riyadh Hotel & Residence

Description: Design and construction of Hilton

Riyadh Hotel & Residence comprising a 20-storey

tower consisting of (480) rooms and a 14-storey

tower with (350) hotel apartments, including several

restaurants and two outdoor lounges, eight meeting

rooms, two boardrooms, a business centre, separate

male and female ballrooms and a junior ballroom.

Client Name: General Organisation for Social

Insurance - GOSI (Saudi Arabia)


Consultant: Omrania & Associates Architecture &

Engg. Consultants (Saudi Arabia)

Contractor: Al Latifia Trading & Contracting

Company (Saudi Arabia)

Budget (USD): 480,000,000


Project Name: Fairmont Hotel & Serviced

Apartments Project

Description: Construction of Fairmont Hotel &

Serviced Apartments comprising a 39-storey

hotel tower consisting of (563) guest

rooms, (144) services apartment units,

(105) other apartments, (13) food

and beverage outlets, ballroom and

conference rooms, a swimming pool

and supporting facilities including

underground and ground-level parking

fro 1,300 vehicles.

Client Name: National Investment Corporation (Abu

Dhabi)

Country: UAE

Consultant: Khatib & Alami Consulting Engineers

(Abu Dhabi)

Budget (USD): 410,000,000

Status: New Project

Project Name: Five-star Hotel Resort Project -

Fujairah

Description: Construction of a five-star hotel resort

comprising (200) rooms.

Client Name: Al Ain Properties (Abu

Dhabi)

Country: UAE

Consultant: National Engineering Bureau (Abu

Dhabi)

Budget (USD): 55,000,000

Status: New Project

Project Name: Marriott Hotel & Executive

Apartments Project

Description: Construction of five-star Marriott Hotel

& Executive Apartments comprising (200) rooms and

(75 Nos.) deluxe apartments.

Client Name: Empire World (Iraq)

Country: Iraq

Status: New Project


MIDDLE EAST

THE FIRST INTERNATIONAL CONSUMER TRAVEL MAGAZINE IN THE UAE

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SUBSCRIBE: [email protected]:E: nenewswsslelel tttterer@@lolonenelylyyplplp ananetettrtravavelleler.r.memeADVERTISE: [email protected] / Carol Owen: +971 55 880 3817ADADVVERERTTRR ISISEE:: cacaroroll@@cpcpcpppidididububaiai.c.comom / CCararolol O Owewen: + +97971 1 555 8 88080 3 3818177EDITORIAL: [email protected] / Georgina Wilson Powell: +971 50 574 2884


APPIONMENTS NEWS

HOT HOTELIERS FOUNDER JOINS HSMAI U.A.E. Programme and membership development on task list

The founder of Hot Hoteliers, Erin O’Neill, has been named managing director of Sales and Marketing Association International (HSMAI).

O’Neill’s responsibilities will include the development of HSMAI programmes and the growth of the organisation’s membership base in the U.A.E. in association with a steering committee of regional HSMAI members.

“As we further develop our presence in the Middle East, it is imperative we are led

Appoinment newsThe latest appointment and promotion news from the region

RAFFLES ANNOUNCES NEW COMPANY PRESIDENTPeter French to succeed John Johnston from January 1

Raffles has named the new president who will drive the international luxury brand into a “new phase of global expansion”.

Peter French, who succeeds John Johnston from January 1, will steer the opening of four new hotels and resorts from the group’s brand office in Singapore.

“Peter is a seasoned professional with proven expertise managing luxury brands and I am confident his wealth of experience will ensure the continued success of Raffles as it enters a new phase of expansion,” said Fairmont Raffles International COO Michael Glennie.

The new properties will open in Makati City in the Philippines; Hainan, China; Istanbul, Turkey; and Jakarta in Indonesia, over the next two years.

A former Mandarin Oriental Group executive, French has also worked as general manager of Bangkok’s The Sukothai; The Carlyle in New York; and Grosvenor House Hotel in London. Johnston, is to retire at the end of this year.

EXECUTIVE HOUSEKEEPER APPOINTED TO KEMPINSKI, MOEFounder of Cairo Housekeepers’ Association welcomed

Kempinski has announced the appointment of Pamini Hemaprabha to executive housekeeper at its Mall of the Emirates property, in Dubai. Hemaprabha, who moves from Cairo to take over the role,

previously launched the Cairo housekeepers’ association, a first in Egypt.

With nine years experience, Hemaprabha has previously worked at Park Sheraton and Towers in Chennai, India; Raffles Dubai and Fairmont Heliopolis and Towers in Cairo.

by a seasoned professional who knows the industry in this region, and O’Neill is the perfect person for the job,” said Jeff Senior, HSMAI global chair and executive vice president of marketing and sales at Fairmont Raffles Hotels International.

Pamini Hemaprabha.

Peter French will steer new Raffles openings.

cpidubai.com

JOB WATCH


Job watchTime to move on? We can help. All jobs can be applied for throughthe Hozpitality Web siteGROUP DIRECTOR OF FINANCE

Industry: Hotels, clubs and spas

Department: Finance and Accounts

Recruiter: APT Resources, Dubai

Level: Corporate /Group, Department Head, Top

Management

Salary Description: AED 90,000 gross / per

month

Posted: 06/11/2012

Start date: Not specified

Candidate must have an excellent

background in a similar role within group

headquarters, regional offices or corporate

head offices of Hotels and any of the above

mentioned verticals. This is a top-notch

role and will only take in applications

from candidates with background in

handling finances of renowned Groups of

companies.

GROUP CHIEF ENGINEER


Department: Engineering and projects

Recruiter: CHA International

Level: Corporate /Group

Salary Description: Unspecified

Posted: 19/11/2012

Start date: Immediately

Must have GCC experience. Group Chief

Engineer required for the Corporate Office for a

Group of hotels, based in Dubai.

Qualification: Degree / Diploma in Electrical or

Mechanical Engineering. Experience: Minimum

15 years experience. Industry Experience

Preferred: Hospitality / Service Industry

DIRECTOR OF OPERATIONS


Department: General Management/ GM


Level: Department Head, Top Management

Salary Description: Competitive

Posted: 1 9/11/2012

Start date: As agreed

Director of Operations Madinah, KSA for a

stunning 5* luxury hotel - state of the art - 469

rooms, new dinning concepts, Kids Club and

Wellness Center unique in Madinah. Generous

expat package based on experience and

background Due to visa restrictions only open

for Lebanese and Syrian Nationalities.

Please send your updated CV to susanne@cha-

international.com. Please note only suitable

candidates will be contacted

REVENUE MANAGEMENT SYSTEMS

ANALYST

Industry: Airlines, Travel Industry

Department: Revenue Management

Recruiter: Etihad Airways

Level: Corporate /Group, Department

Head, Middle Management

Salary Description: Attractive, with benefits

Posted: 1 9/11/2012

Start date: ASAP

This primary purpose of this role is to provide

timely, commercially important information

and analysis to key commercial staff across the

business. Information is derived from a wide

range of data sources to provide clarity on

strengths and weaknesses in terms of flown

and forecasted revenue performance.

The revenue management systems analyst

must draw on IT competencies in a broad range

of software packages – MS SQL, MSOffice and

Business Objects amongst others – to extract

relevant data from multiple tables in the

RM Systems database in response to ad hoc

requests and to provide regular reporting on

the airline’s revenue performance. The nature

of requests frequently involves combining data

from numerous database tables and requires

advanced IT coding. This is a specialist role,

requiring advanced IT software competencies,

report-writing and presentation skills and

commercial acumen (including knowledge of

airline revenue management).

OPERATIONS MANAGER



Recruiter: Al Manzel Hotel Apartments


Salary Description: Competitive

Posted: 18/11/2012

Start date: ASAP

The Operations Manager must be experienced

in all hotel operations including F&B, Front of

House and Housekeeping. You will be liaising

with line managers ensuring the highest

standard of service, cleanliness and guest

experience; overseeing rotas and assisting

with wages information and working within

budget in addition to controlling stock and

orders to maximize profitability. The OM must

deal with staff inductions and paperwork

required within employment guidelines and

implementing correct cleaning and health and

safety procedures and maintaining a good level

of discipline and respect; Working closely with

the Sales Manager, Head Chef and Business

Manager to deliver efficient service and

develop business.

Candidate Profile:

Administration preferred.

English and Arabic.

GENERAL MANAGER




Level: Top Management

Salary Description: Attractive, with

benefits

Posted: 18/11/2012


Position is within a 4/5* internationally

flagged hotel in Dubai- Jumeirah, complete

renovation in 2011 with 250 deluxe rooms, 7

F&B outlets. Candidate will have European/

Western background and experience with

4/5* international hotel chains; rooms,

sales & revenue background, also. A family

Package is negotiable based on experience and

background. Please send your CV to susanne@

cha-international.com. Please note only

matching candidates will be contacted

PRAYING WITHOUT WORKING IS FAITH INACTION,SAJI IJIYEMI.

JOB WATCH

HOSPITALITY BUSINESS MIDDLE EAST / 63cpidubai.com DECEMBER 2012

CORPORATE DIRECTOR OF FINANCE


Department: finance and accounts




Posted: 18/11/2012


Corporate Director of Finance, based in

Dubai required for a UAE based company

with 9 international branded hotels. Min of

5 years experience in a corporate multi unit

environment , cluster experience; solid career

and a good track record of leadership skills

within international hotel operators; attractive

salary & package offered as per qualification

Please send your updated CV to susanne@cha-

international.com please note only candidates

with matching profiles will be considered

LEGAL COUNSELOR

Industry: Management Consultancy

Department: Other Department




Posted: 18/11/2012


Legal Counselor based in Dubai required for

a UAE based company with 9 international

branded hotels. UAE Experience is a must.

Attractive salary & package offered as per

qualification. Please send your updated CV to

[email protected] please note

only candidates with matching profile will be

considered.

GROUP HR MANAGER


Department: Human Resources (HR)


Level: Corporate /Groupa


Posted: 18/11/2012


Group HR Manager based in Dubai, required

for a UAE based company with 9 international

branded hotels with min of 5 years experience

in a corporate multi unit environment ,

cluster experience; UAE or GCC Experience is

a must; solid career and a good track record

of leadership skills within international hotel

operators. Please send your updated CV to

[email protected] please note

only candidates with matching profiles will be

considered

AIRPORT MANAGER, NEW YORK S


Department: General Management/

GM, Travel Management

Recruiter: Etihad Airwayss



Posted: 18/11/2012

Start date: ASAP

This position is based in the US.

Successful candidate will manage the

airport operation on a day-to-day basis

ensuring that service delivery conforms

to regulatory, operational, safety and

customer service standards within a cost

effective environment. Liaise with airport

authorities, government agencies and third

party service providers ensuring that Etihad

Airways ground handling requirements and

customer service standards are met at all times.

Manage and lead the guest services team to

achieve agreed business plan objectives.

Requirements: Degree level education is

preferred or relevant industry experience, with

a demonstrable sound knowledge of airport

operations and customer service preferably

gained in 5-7 years working experience with an

airline or ground handling agency ideally with

2-3 years management experience.

Training & Knowledge: Strong written and

verbal English language; Computer literate

Function specific licenses for tasks performed,

where required e.g. load control.

MANAGER CONTRACTS AND BUDGETS


Department: Finance and Accounts

Recruiter: Etihad Airways

Level: Corporate /Group, Department Head

Salary Description: Attractive

Posted: 14/11/2012

Start date: ASAP

Primarily responsible for managing the

contracts, tenders, and budget processes for

all of HR. The role includes assembling tender

evaluations and supporting documentation,

assisting or leading contract administration

including negotiations with external suppliers

and obtaining approvals within Etihad. They

will be required to design and maintain a

suite of tracking initiatives relevant to the HR

division. Training requried in: Business Contract

Law, Accounting, and Computer Science;

Excellent written and verbal communication

skills; High computer literacy; Strategic

planning and project management skills;

Excellent presentation skills.

DIRECTOR OF ROOMS – DUBAI 5* HOTEL


Department: Front Office/Rooms Division

Recruiter: Confidential



Posted: 16/11/2012

Start date: Not specified

We are looking for Director of Rooms for a

renowned international 5 star hotel opening

in Dubai towards the end of 2012. Candidate

should have similar experience in branded 5

star hotels in UAE/Middle East.

CLUSTER MANAGER – SPA OPERATIONS

(DUBAI) FEMALE


Recruiter: The Nail Spa

Department: Spa and Health Club

Level: Corporate /Group, Department Head, Top

Management


Posted: 25/10/2012

Start date: ASAP

Directly responsible for the day-to-day

operations of multi locations (3-4 locations/

150-200 staff ) with supervision of all Spa

managers or Spa in-charges. Highly proactive

individual with strong work ethic who will

aggressively strive to create positive (and

measurable) impact with minimal supervision

and direction.

GREAT WORK IS DONE BY PEOPLE WHO ARE NOT AFRAID TO BE GREAT,

Jobs supplied by:

CHILEAN ENTREPRENEUR AND POLITICIAN, FERNANDO FLORES.


COMMENT

I could write a book on why this region

has yet to realise its full potential as a

true leader in hospitality and tourism.

It has all the necessary fundamentals

in place such as the right operators

and the perfect environment.Yet the

UAE, Qatar and Saudi Arabia still lag

a long way behind Europe and Asia as

destinations recognised as leading global

hospitality markets.

What I see as being the root of the

problem is an endemic lack of motivation

from the top and the knock-on effect of

this on the workforce below.

I’ve worked in recruitment for a long

time, for companies such as Gordon

Ramsay Holdings, so it’s fair to say that

I understand the managerial recipe for

success when it comes to hotels and

restaurants.

Although Gordon may be particular

about the type of people he brings to

his growing empire, once they are on

board he allows them the space and

scope to do what he hired them to do.

Professional empowerment.

All too often I come across senior

managers that over the course of 18

months or so, have had every ounce of

motivation, creativity and enterprise

squeezed out of them by corporate

bureaucracy and micro management.

Leaving them demotivated, disengaged

and desperately looking for an exit.

This constant managerial churn has

become fairly widely accepted as de

rigueur by many of the big hospitality

players, who seem to accept that two

years of commitment from a manager is

acceptable and almost expected.

It boils down to empowerment. Allow

the experienced, often expensive, top

executive to come in and do what his

track record proves he is good at. Or

why hire him at all? There are three

things desperately lacking from the

corporate structure here that will offer

instant pay back; a lack of trust, a lack of

responsibility and a lack of support.

Managers who have been entrusted

to make simple, immediate business

decisions without needing complicated

and lengthy authorisations from the top

will become the cornerstone of the brand,

driving it forward with passion and

direction. But they also need to be given

enough responsibility to hire and fire at

will - after all it is the role of the manager

to ensure their department operates

smoothly and profitably.

And then comes support. Support

is not something that you can prove

through speaking - it’s about actions.

Show the company - and all its

employees - that the manager has the

full support of the organisation by

implementing a chain of command

culture so all staff matters are dealt with

in the first instance by the manager.

The concept of hiring - often at great

expense - such experienced managerial

level candidates, only to spend the next

two years stifling their power and curbing

their enthusiasm seems mindless at

best. At worst, it’s damaging to a brand,

financially unsustainable and enormously

time-consuming.

Bringing established talent from first

world markets who offer the benefit

of vast experience and know-how to

the Middle East, is the easy bit. The

real challenge comes in allowing those

professionals to lead development and

drive progress through trust. Only then

can the region really begin to close in on

the leading destinations as a world leader

in hospitality

John Khan is Reed Global’s head of Hospitality and Leisure for the Middle East region.

Investing in peopleIt’s time the MENA region began to realise its true potential, says John Khan

www.lg.com/ae

LG Smart Hospitality SolutionsInformation Generator PCS150R Modulator EmbededThe PCS150R is a stand-alone Linux data server that manages and controls the Pro:Centric system, delivering unique digital content from the head-end to the hotels’ guest rooms via the RF distribution network. It supports a data carousel of applications and services and broadcasts these to Pro:Centric enabled TVs

viewing using the TV remote control, such as hotel amenities, daily weather, and the channel programming guide. The PCS150R can be used with both Free-To-Guest (FTG) and Pay-Per-View (PPV) head-end systems.

SIMPLE INSTALLATION

MINIMAL HEAD-END RACKSPACE

RAPID CONTENT CREATION

REMOTE SUPPORT

LG ELECTRONICS GULF FZEAL NASR PLAZA OFFICE BUILDING #4, OFFICE 309OUD METHA RD., P.O. BOX 61445, DUBAI, UAETEL: +971-4-357 3466, FAX: +971-4-357 3460

Salwan Finj (+971-56-683 7424) Kishore Kini (+971-50-644 9973)

hospitality business me | 2012 december

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