hospitality business me | 2012 november, v2

The right tableware - revenue generator or last minute budget-conscious panic. We talk to the market leaders in the UAE

The H hotel’s General Manager , Guy Bertaud, aims to capitalise on his unique address, One Sh Zayed Road

How do some of the region’s top chefs keep their menus evolving in order to drive business and keep things interesting

Dubai hotel boom continues; Crusing season begins in style; and we hear of hotel success in the Kingdom of Saudi Arabia

25 tenders you need to know about this month!

Publication licensed by IMPZ

GLOBAL HOTEL INDEX: Asia Pacific 67.5% - Americas 63.4% - Europe 76.6% - Middle East/ Africa 60.7% (Average room occupancy September 2012)

In association with...

Publication licensed by IMPZ

We investigate the data heavy world of revenue management. Is your property optimised to make maximum advantage of all your potential revenue streams?

SOLVE THE REVENUE MANAGEMENT PUZZLE

www.lg.com/ae

LG Smart Hospitality Solutions

Slim Depth Catchbase

Hairline Bezel

Hotel Logo

Credenza

Pro:Centric LT760H Features Include:

Please contact LG lectronics Gul o ce or urther details:

Contact:

cpidubai.com HOSPITALITY BUSINESS MIDDLE EAST / 1NOVEMBER 2012

CONTENTS

EDITOR’S LETTERHOW DO YOU RESPOND TO CRITICISM FROM BLOGGERS? NEWSNEW HOTELS AND BUSINESS BOOMING IN DUBAI AND KSA

DATA WATCHSTR GLOBAL AND ERNST & YOUNG LATEST MARKET ANALYSIS

DTCM NEWSDUBAI H1 FIGURES IN

TENDERSNEW MENA PROJECTS

OPENING SOONTHE ST REGIS ABU DHABI

COVER STORYTAKE FULL ADVANTAGE OF ALL YOUR REVENUE STREAMS

BE INTUITIVE!THE MARRIOTT STORY UPDATED

JOHN LINCOLN INTERVIEWOUTSOURCE FOR CAPEX SAVINGS

GET OUTSIDEDON’T BE CHEAP WITH OUTDOOR FURNITURE SAY SUPPLIERS

ON THE TABLEPRESENTING FOOD WITH STYLE CAN INCREASE REVENUE

Q&ATOP CHEFS GIVE THEIR MENU TIPS

GM FEATUREPOST REBRAND, THE H STORY

DUICT DELIVERS 5-STAR EXPERIENCE

TRENDSTHE LATEST TRENDS AND SUPPLIER NEWS

JOBS BOARDYOUR NEXT CAREER STEP?

COMMENTOWNERS AND OPERATORS BOTH NEED CONTRACT MANAGEMENT

04

28

06

11

16

18

20

28

30

32

38

44

50

52

3230

38

50

70

59

72

14

COMMENT / EDITOR’S LETTER

PUBLISHER: Dominic De SousaGROUP COO: Nadeem Hood

ASSOCIATE PUBLISHERSAlex Bendiouis

EDITORIALGeorgina Wilson-Powell, Alan Smithee, Ben Rossi

Senior Designer: Christopher HowlettPhotography: Cris Mejorada

ADVERTISINGAlex [email protected] / +971 50 458 9204Antony [email protected] / +971 55 338 7639Ankit [email protected] / +971 55 2572807

MARKETING & COMMUNICATIONSMarizel [email protected]

WEB DEVELOPERLouie Alma

PRODUCTIONProduction manager: [email protected]

DISTRIBUTIONRochelle Almeida

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

Group Office, Dubai Media City

Building 4, Office G08, Dubai, UAE

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.

4 / HOSPITALITY BUSINESS MIDDLE EAST NOVEMBER 2012

Editor’s letterSay what?

We’re all in a hospitality business and rule one ought to be ‘listen to your customers because they are your business’. They may not always be right, however.

There’s been a firestorm in the

on-line blogging community

in Dubai over the last week or

so, following a review of a new

Italian outlet that had a reasonably

positive critique, albeit with some

caveats mainly about pricing.

Not our job here to reveal the

outlet, as the point to be discussed

is rather more important, however

you can track the unfolding story at

www.foodiva.net.

Anyway, the restaurant is an

outpost of one in Milan and the head

chef there reacted rather outrageously

to the review. Here is an example of

his response to the critic: “Go please

to other restaurants in other locations,

check them out, but don’t forget to

wear first a condom on your tongue

in order contain the orgasm of your

ignorance.”

Okay, this is a standalone restaurant

not one in a hotel, but I think we can

learn lessons from this. If nothing

else, we’re all in a hospitality business

and rule one ought to be ‘listen to

your customers because they are your

business’. They may not always be

right, however, quite often they can be

infuriatingly wrong, but they surely

should be listened to.

Your job as hoteliers is amazingly

simply and amazingly complex.

Simple? Please your guests. Complex?

Please your guests. However, on

FROM THE HOSPITALITY BUSINESS TEAM

any continuum of delivering a basic

good stay to enabling a memorable

experience, rudeness to guests

should not be a part of the package.

Especially in a digital age when

comments can quickly become viral.

We all know that guests can be

difficult. It comes with the territory.

We know they can complain about

anything and everything. However,

the only sane business response is to

listen, apologise (even through gritted

teeth) and see if there might be a way

to improve your operation.

The alternative? In a social media

world, you’ll be dead in a day.

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

On Twitter?

NEWS WATCH

cpidubai.com6 / HOSPITALITY BUSINESS MIDDLE EAST NOVEMBER 2012

UAE NEWS CONNECTIVITY IN CARS

The Grand Millennium Dubai is recognising

the importance of Wi-Fi connectivity to

its guests and has installed it in four of its

luxury cars. The service is complementary

for both business and leisure travellers.

The 343-room, five star hotel already

offers a range of state-of-the-art meeting

and conference facilities, in addition

to award-winning restaurants and bar

venues. Centrally located at Sheikh Zayed

Road, the hub for business and retail

opportunities, the hotel is just 20 minutes

drive from the international airport.

NEW FACE AT RITZ-CARLTONRaul Salcid, has joined The Ritz-Carlton,

Dubai team as its new General Manager,

bringing over 19 years of international

and brand experience to the property.

Most recently GM of The Ritz-Carlton, San

Francisco, he began his professional career

at The Ritz-Carlton, Cancun, Mexico, then

on to The Ritz-Carlton, Istanbul. Fresh to

the Gulf region, he joins the hotel ahead

the unveiling of the hotel’s new inventory

in early 2013, with its new extension

promising new luxury experiences to

an icon of Dubai’s five star beachfront

hospitality sector.

NEWS IN BRIEF

31,000 SAUDIS SO FAR TRAINED FOR TOURISM BY TAKAMUL AT THE SAUDI

COMMISSION FOR TOURISM AND ANTIQUITIES (Source: SCTA)

Aiming to boost its market share,

the Holiday Inn Dubai - Al Barsha

is adding new executive rooms and

upgrading technology as well as

augmenting amenities and starting

refurbishment of the atrium and

restaurants in 2013. With a full

calendar of events in the city, the

Dubai hotel has experienced positive

results in 2012, but an influx of

new hotel rooms over the next

six months meant every property

had to be at the top of its game to

maintain occupancies. The hotel has

maintained a healthy mix of source

markets, with new visitor streams

New facilities at holiday Inn Dubai

Terminal 3 at Dubai International

Airport will have 28 new smart

e-gates at the Arrival hall - 14 by

December and the rest by February

2013. Smart e-gates will be installed

in all Dubai International Airport

terminals by 2014, with expected 75

million annual passengers. The aim

is to cut normal process time from

49.19 minutes per passenger into only

22 seconds. The Dubai International

Airport is expected to receive 56

million passengers in 2012 which

can grow to 98 million by 2020. The

smart e-gate project, launched in

co-operation with Emaratech, can

process 135 passengers per hour. A

passenger can pass through any of

the smart e-gates using an electronic

passport, a machine-readable

passport (with MRZ bar) or an

Emirates ID card. In the future, smart

phones can also be used.

Getting smarter

from countries such as Canada,

France, Italy and Sweden offsetting

minor downturns in the German and

Danish markets. However, the UK

continues to be the property’s biggest

source of business.

For 2012, the hotel has recorded a

5% increase in occupancy.

NEWS WATCH


22% DROP IN HOTEL OCCUPANCY IN BAHRAIN IN 2011

(Source: HVS 2012 Middle East Hotel Survey)

DOWNS

UPS

LEBANON HOPE SLOWING?The head of the Investment

Development Authority of Lebanon

expects the country’s tourism sector to

grow by over 30% in the medium term.

This was before trouble again broke out.

KERALITES IN DECLINEDespite their ubiquity across the

Gulf, the reality is that the numbers

of Keralite expats in the region are in

steady decline. Remittances are some

31% of the state’s domestic product.

MORE WORK NEEDED IN QATARA survey in Qatar by the Al Sharq

weekly said that high hotel prices are a

major obstacle to the country’s tourism

development. Respondents want more

government support for tourism.

WAVING THE BLUE FLAGSeven beaches in the UAE have now

been awarded the globally recognised

Blue Flag accreditation, based on

sustainable development.

GOING UNDERWATER IN OMANSwiss firm BIG InvestConsultiss to set

up Oman’s first underwater hotel to

showcase of the its diverse aquatic

wealth. It is seeking investment.

NEW HOME AT BURJ AL ARABMore than 4,000 fish make the Burj

Al Arab their home, now with an

upgraded aquarium with technically

advanced underwater lighting, new

artificial coral reefs.

DOWNS

Dubai recorded one of the highest

hotel rate increases in the world over

the past year with an impressive 57%

rise from an average nightly fee of

Dh601.17 in 2011 to Dh941.10 in

2012. In the first six months of this

year, it saw a year on year 10% rise in

hotel guests.

With four properties in Ras Al

Khaimah, UAE operator Bin Majid

Hotels hopes to seek new business

partners and attracts a bigger share of

the UK market with its new property

offerings, with participation in this

year’s World Travel Market (WTM), a

leading event for the travel industry.

As part of the group’s expansion

plan, a new property in Abu Dhabi

(Bin Majid Tower Hotel Apartment)

will open by end of the year offering

230 rooms and suites. The 4-star

property has a gym, swimming pool,

a business centre and meeting rooms

including an all-day dining restaurant

and a coffee shop.

Going global

Booming DubaiDubai continues to excel

NEWS WATCH


NEW FACE AT THE GATEThe Moevenpick Hotel Ibn Battuta Gate

has welcomed Marco de Wildt as the

hotel’s new Executive Chef. De Wildt,

who comes from the Netherlands, joined

Moevenpick Hotels & Resorts in 2006

for the opening of the group’s hotel

in Amsterdam. He will manage the

hotel’s kitchen operations and culinary

enterprises in Shanghai Chic, Chor Bazaar,

Sicilia, Mistral, Moroc Lounge & Bar, Olive

Tree, Majlis and the Executive Lounge.

Furthermore, he will be in charge of

special culinary events in Al Bahou, like

brunch, along with meetings and events

catering. West 14th Steakhouse & Grill at

Oceana Beach Club on The Palm Jumeirah

will also fall under his supervision. Most

recently, he was in charge of culinary

operations for the company’s three hotels

in the Netherlands.

CAPITAL SURVEYTCA Abu Dhabi has started a major visitor

destination survey, in order to identify

product development opportunities and

gaps in the market.

30,000 visitors will be quizzed on why

they’re visiting the capital.

NEWS IN BRIEFUAENEWS

60% STAKE IN ACCOR’S BUDGET FORMULE 1 BRAND IN INDIA SOLD TO SAMHI HOTELS

New Armada arrives in DIP Dubai Investments Park (DIP), the

largest mixed-use development in

the UAE and a subsidiary of Dubai

Investments, recently opened doors

to its state-of-the-art budget short-

stay offering, the Armada hotel.

Set in an ideal locale for business

travellers, the hotel is spread over

200,000 square feet of leased land.

The 252 room property will add to

the presence of two other hotels at

DIP - The Courtyard by Marriott and

The Premier Inn Hotel. The park also

hosts eight dedicated plots for hotel

development - an ideal location for

mid-segment hotels.

Seeking excellence

In its bid to enhance the productivity

of its team and induce greater

cooperation, Park Regis Kris Kin

Hotel Dubai has rolled out a new

code of conduct for its employees

called Managing Excellence or ME.

According to GM Scott Butcher,

“ME will be an essential part of

the orientation of our associates

and is a comprehensive document

designed to guide staff on a day-

to-day basis. How they behave

and conduct themselves with their

fellow colleagues, recognise each

other’s efforts, build trust, share and

communicate ideas and show care

towards each other eventually reflects

in their performance.”

Day 1 is about mutual respect and

being supportive to fellow colleagues,

Day 2 seeks to make one accountable

for one’s actions and being objective.

Managing excellence Similarly, Day 3 advises to be

collaborative and provide recognition

when due, while Day 4 makes you

more considerate and trustworthy

towards others. Day 5 is all about

encouraging communication and

ideas and Day 6 tells you to have fun

in what you do and deliver on your

promises. Last but not the least, Day

7 advises you to share knowledge and

show care.

NEWS WATCH

cpidubai.com

LAYOFFS IN LEBANONHospitality workers groups in Lebanon are

annoyed that hotels and restaurants in

the country are laying off staff, blaming

continued unrest in the country. Other

employers are said to be threatening

workers with dismissal as a result of the

recent smoking ban, claiming that it has

significantly decreased their revenues.

HOTELS BUSY FOR HAJJRecent stats show a big revenue growth

for hotel in Makkah during this year’s Hajj

season - a growth of SAR 4b ($1.06b). The

Elaf Group, for instance has announced

a 50% increase on incentives and group

packages during the beginning of this year

in comparison to 2011. It expects even

more growth by year end.

KINGDOM TRAVELLERSAccording to the Saudi Council for Tourism

& Antiquities (SCTA), the Kingdom’s travel

and tourism industry’s revenues should

reach $14.9t for this year, driven in part by

an ambitious government programme for

the sector.

Business Monitor International expects

Saudi Arabia to have 15.8 million tourists by

2014, with some 381,000 new hotel rooms

and a 63% increase in room stock against 2010

inventories forecast for completion by 2015.

EXCELLENT!Radisson Blu Cairo, Heliopolis celebrated

being named ‘Egypt Best Hotel for

Supporting the Environment’ when it

recently hosted the Minister for Tourism,

Hisham Zaazou, on World Tourism Day.

The coveted Certificate of Excellence

was awarded partly for displaying total

commitment to protecting the environment

and using sustainable resources.

Receiving the award, the hotel

highlighted current activities aimed at

protecting the environment, including the

‘Think Planet’ initiative where all Rezidor

hotels across EMEA hope to lead the way

in reducing power consumption by 25% by

the year 2016.

NEWS IN BRIEFMENA NEWS

85.4% OCCUPANCY FOR JEDDAH HOTELS IN JUNE, WHILST RIYADH PROPERTIES LOST CUSTOMERS


The world’s largest hotel company,

Wyndham Hotel Group, with over

7,170 hotels, has plans for the first

Wyndham Grand property in Bahrain

following the signing of an agreement

with Cooperation Investment House

SPC to manage it.

Currently under development, the

five-star Wyndham Grand Manama

is expected to open by the end of

next year with more than 260 guest

rooms ranging from 46 to 120 square

metres (approximately 495 to 1,290

square feet). Covering 14 floors of a

50-storey mixed use development,

it will also comprise 500 square

metres (nearly 5,400 square feet) of

meeting space and a 900-square-

metre ballroom (equivalent to nearly

9,700 square feet) on the building’s

top floor, offering stunning sea

views. Complemented by indoor and

outdoor infinity swimming pools and

separate health clubs for men and

women, the development will also

include five food and beverage outlets

catering to a variety of tastes.

According to Tourism Minister

Hisham Zaazou, the country’s new

Islamist-led government will not

take steps against country’s beach

tourism. “Nothing will affect beach

tourism,” he said. “We are building

on, increasing even, the capacities

and the services rendered for our

clients coming to our beaches. The

current government, the current

president is backing tourism at

large. Everybody is aware that beach

tourism constitutes 70% of the traffic

coming to Egypt. It will continue.”

Many Islamists in the country

oppose women wearing revealing

costumes on public beaches and also

oppose the sale of alcohol. However,

both of these activities are key to

attracting Western visitors to resorts

such as Sharm El-Sheikh.

The hospitality sector in the Kingdom

has witnessed an unprecedented

boom over the last several years.

Overall economy shows positive

growth in GDP until 2016. According

to the 2012 Economic Impact Report

Saudi Arabia published by the World

Travel & Tourism Council, the total

contribution of the travel and tourism

sector to the country’s GDP in 2011

was $43b (5.4%), with a forecasted

growth of 3.7% in 2012 to $44.6b.

Latest figures released by Business

Monitor International (BMI) predict

the number of visitors to KSA will

increase to 15.8 million by 2014;

approximately 2.8 million more than

in 2010, which in turn has translated

into a steady increase in demand

within all hospitality related sectors,

including the F&B industry.

First Wyndham hotel in Bahrain

No cover up in Egypt Saudi hospitality

DATA WATCH

HOSPITALITY BUSINESS MIDDLE EAST / 11cpidubai.com NOVEMBER 2012

Data watchGlobal hotel data review for August 2012 from STR Global

SEPTEMBER 2012 VS SEPTEMBER 2011

ASIA PACIFIC

OCC% ADR PERCENTAGE CHANGE FROM AUGUST 2011

2012 2011 2012 2011 OCC ADR REVPAR

67.5 68.2 140.44 135.42 -1.1 3.7 2.5

REVPAR

AMERICAS


2012 2011 2012 2011 OCC ADR REVPAR

63.4 63.2 109.26 105.45 0.4 3.6 4.1

REVPAR

EUROPE


2012 2011 2012 2011 OCC ADR REVPAR

76.6 76.9 143.46 144.89 -0.4 -1.0 -1.4

REVPAR

MIDDLE EAST/AFRICA


2012 2011 2012 2011 OCC ADR REVPAR

60.7 57.6 137.76 140.17 5.4 -1.7 3.6

REVPAR

2012 2011

94.74 92.41

2012 2011

2012 2011

2012 2011

KEY FIGURES

4.1% INCREASE IN

AVERAGE REVPAR

IN AMERICAS IN

AUGUST 2012

67.5% AVERAGE OCCUPANCY

IN ASIA PACIFIC IN

AUGUST 2012

-1%DECREASE IN

AVERAGE ADR IN

EUROPE AUGUST 2012

3.6% INCREASE IN AVERAGE

REVPAR IN MEA IN

AUGUST 2012

67.5% AVERAGE OCCUPANCY IN ASIA

IN AUGUST 2012

63.4% AVERAGE OCCUPANCY IN AMERICAS

IN AUGUST 2012

71.3% AVERAGE OCCUPANCY IN EUROPE

IN AUGUST 2012

53.8% AVERAGE OCCUPANCY IN MEA

REGION IN AUGUST 2012

69.32 66.62

109.82 111.40

83.63 80.70

DATA WATCH

DATA WATCH

12 / HOSPITALITY BUSINESS MIDDLE EAST NOVEMBER 2012 cpidubai.com

The hotel benchmarkThe Ernst & 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

DATA WATCH

% OCCUPANCY DUBAI - OVERALL HOTELS

AVERAGE ROOM RATE DUBAI - OVERALL HOTELS (US$)

Average Room Rate August 2011 - August 2012350

300

250

200

150

100

50

0

Aver

age

Room

Rat

e

REV PAR IN DUBAI - OVERALL HOTELS (US$)

Room Yield August 2011 - Agust 2012300

250

200

150

100

50

0

Room

Yie

ld

KEY FIGURES

$290 MAXIMUM DUBAI

ROOM RATE IN

APRIL 2012

89.3% MAXIMUM DUBAI

OCCUPANCY IN

MARCH 2012

$250 MAXIMUM DUBAI

ROOM RATE IN

MARCH 2012

Occupancy % August 2011 - August 2012100

90

80

70

60

50

40

30

20

10

0

Occu

panc

y %

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

51.5

74.182.3

87.4 83 87.9 87.7 85.778.8 78

69.462

89.3

155

189

255

217

254274 268 280

290

204

174 167188

80

140

210 211

241235

250 249

161

135116 117



189


DTCM NEWS

DTCM won three awards in the

Moscow Autumn Travel Industry

Week “Leisure 2012”.

These awards were the Best

participation in the Expo, the Best

promotion of tourism and business

incentives and the Best representative

office in Moscow.

Talal Khalifa Al Suwaidi, Chairman,

North and South Europe received the

three awards in a special ceremony.

The first prize “Best participation

in the Expo” has been awarded to

DTCM as it has been participating in

the Fair for 18 years now.

The cruise tourism season in Dubai

started on the 9th of October with

the arrival of Cruise Ship Costa

neo Romantica on her maiden call

to Dubai. The season ahead is very

promising with the Cruise Tourism

roster confirming arrival of 115

cruise ship calls with an

expected throughput

of over 400,000 cruise

tourists in the season that

will last up to the 10th

June, 2013.

The upcoming season will add

another world-class cruise line,

TUI cruises from Germany, to the

home porting list of cruise lines in

Dubai. The cruise ship Mein Schiff

2 which means My Ship will make

her inaugural call to Dubai, the

first venture of the cruise line in

this region. The German ship will

The Dubai Department of Tourism

and Commerce Marketing (DTCM)

has announced the key performance

indicators of the emirate’s rapidly-

expanding hotel industry for the first

half of the year (January-June 2012)

which showed a 10% increase in

guest numbers, 21% hike in revenues,

12% jump in guest nights and

13% rise in the average length

of stay.

During those six months,

Dubai hotel played host to

3,982,615 guests, an increase

of 10% over the corresponding

period in 2011 which saw 3,626,960

guests. A 9% increase was reported

in the guest numbers of Dubai hotel

apartments, amounting to 1,044,608

in H1 of 2012 against 958,059 over

the corresponding six months in

2011. Guests of both Dubai hotels

and hotel apartments amounted to

5,027,223 in the first half of this year

compared to 4,585,019 in H1 2011,

New cruise season

Awards for Dubai

Dubai has great six months

make 20 calls to Dubai in the season

bringing over 75,000 cruise tourists.

Costa Crociere from Italy, one of

the longstanding loyal partners of

Dubai’s cruise tourism will have two

ships from its fleet deployed in the

region operating four nights, five

nights and seven nights cruises out

of Dubai. One of the two ships to be

deployed is Costa Atlantica, which

will make her maiden call to Dubai in

December, 2012.

115SHIP CALLS EXPECTED

an increase of 10%.

Dubai hotels revenues recorded

AED 8,310,748,000 from January

to June 2012 against AED

6,913,834,000 over the same period

in 2011, a rise of 20%. However,

Dubai hotel apartments scooped

AED 1,401,726,000 in H1 2012 as

compared to AED 1,136,359,000

in H1 2011, an increase of 23%.

Revenues of both Dubai

hotels and hotel apartments

in the first six months of

the year amounted to AED

9,712,474,000 in comparison to AED

8,005,194,000 over the same period

in 2011, a rise of 21%.

Similarly, Dubai hotel guest

nights swelled by 16% to touch

13,356,818 in H1 2012 as compared

to 11,531,935 in H1 2011. Likewise,

the guest nights recorded in Dubai

hotel apartments rose by 24% to

hit 5,851,869 in H1 2012 against

4,735,739 guest nights in H1 2011.

Success in Moscow

21%REVENUE JUMP

EXPECTED

16 / HOSPITALITY BUSINESS MIDDLE EAST NOVEMBER 2012 cpidubai.com

TENDERS

TendersAll the latest information about the

tenders you need to know about

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

NEW SUPPLY AND SERVICE TENDERS

$54mMERIDIEN PROJECT

IN DUBAI

Project name: Ministry of Interior (Saudi Arabia)

Address: General Diwan, Airport Road

City: Riyadh 11134

Postal/Zip Code : 2933

Country: Saudi Arabia

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

Fax: (+966-1) 403 1125

Web site: www.moi.gov.sa

Provision of catering services for a ministry.

Cost of Tender Documents ($): 800

Last date of submission: November 5, 2012

Project name: Ministry of Foreign Affairs (Saudi

Arabia)

Address: Nasseriya Street

City: Riyadh 11544

Postal/Zip Code: 55937


Phone: (+966-1) 406 7777/ 405 5000/ 441 6836

Fax: (+966-1) 403 0645/ 403 0159

eMail: [email protected]

Web site: www.mofa.gov.sa

Provision of food services.



Project name: Kuwait University

Address: Al-Firdoos Street, Bldg. KH2, Khaldiya

Campus, Khaldiya

City: Safat 13060


Country: Kuwait

Phone: (+965) 481 1188 Ext. 7491

Fax : (+965) 484 8813


Web site: www.kuniv.edu

Utilisation and management of a

location at a faculty to provide meals.


Last date of submission: Novem-

ber 6, 2012

Project name: Department of Municipal

Affairs - Abu Dhabi Municipality

Address: Salam Street

City: Abu Dhabi


Country: United Arab Emirates

Phone: (+971-2) 678 8888/ 678 0000 / 695 5128

Fax: (+971-2) 677 4919/ 678 6716 / 672 4417


Web site: www.adm.gov.ae

Auction for operating of food outlets.



Project name: Zoo & Aquarium Public Institution

Address: Next to Economic Development Building

City: Al Ain


Phone: (+971-3) 704 1583

Fax: (+971-3) 763 9650

Supply of T-shirts and caps for a public institution.



Project name: Kuwait Petroleum Corporation (KPC)

City: Safat-13126


Country: Kuwait

Phone : (+965) 2455455

Fax : (+965) 2467159

eMail : [email protected]

Supply of gifts.



Project name: Sheikh Khalifa Medical City - SKMC

City: Abu Dhabi



Phone: (+971-2) 610 3699 / 610 2177

Fax: (+971-2) 610 4532

Web site: www.skmc.gov.ae

Supply of gift.



Project name: Ministry of Defence & Aviation

(Saudi Arabia)

Address: Airport Road

City: Riyadh 11165



Phone: (+966-1) 478 9000/ 478 5900/ 477 7313

Fax: (+966-1) 401 1336/4026457


Web site: www.pca.gov.sa

Provision of catering service for the staff of a ministry.



Project name: Ministry of Education (Kuwait)

Address: Hilali Street, Kuwait City

City: Safat 13001

Postal/Zip Code: 7

Country: Kuwait

Phone: (+965) 2483 6800

Fax: (+965) 2489 7484

Serving meals at the 66th annual Scout Camp and

Marine Scouting Club for a ministry.



Project Name: Hadaeq Sheikh Mohammed Bin

Rashid Project – Nad Al-Sheba

Description: Development of Hadaeq Sheikh

Mohammed Bin Rashid scheme, including apartment

buildings, villas, office blocks, a boutique hotel and a

shopping mall.

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

Country: UAE

Status: New project

NEW TENDERS

HOSPITALITY BUSINESS MIDDLE EAST / 17NOVEMBER 2012cpidubai.com

TENDERS

Project Name: In-Flight Catering Complex Project -

Muscat International Airport Expansion

Description: Construction of a major In-Flight

Catering Complex, as part of the expansion and

modernisation of Muscat International Airport.

Client Name: Ministry of Transport &

Communications (Oman)

Country: Oman

Status: New Project

Project Name: Five Star Hotel Construction Project -

Saraya Development

Description: Construction of a five-star hotel

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

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

Client Name: Aabar Properties L.L.C (Abu Dhabi)

Country: UAE

Consultant: Confluence Project Management

Status: New Project

Project Name: Bandar Jissah Resort Development

Description: Development of Bandar Jissah Resort

including construction of duplexes, villas, 5-star

hotels, sports and recreational facilities and a

heritage village.

Client Name: Oman Tourism Development Company

S.A.O.C (Omran)

Country: Oman

Consultant: Oman Tourism Development Company

Contractor: S.A.O.C (Omran)

Status: New Project

Project Name: Nile Towers Project

Description: Construction of 22-storey Nile Towers -

a five-star hotel tower and a residential tower.

Client Name: Saudi Egyptian Construction Company

(SECON) – Egypt

Country: Egypt

Consultant: Arabtec Construction L.L.C (Egypt)

Status: Current Project

Project Name: Project Name: Banyan Tree Hotel &

Resort Project - Jebel Sifa

Description: Design and construction of three-storey

Banyan Tree Hotel & Resort - a total of (239) rooms.

Client Name: Muriya Tourism Development

Company (Oman)

Country: Oman

Consultant: Muriya Real Estate (Oman)

Budget (USD): 220000000


Project Name: Mondrian Doha Hotel

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)


Project Name: Southern Sun Hotel Project

Description: Construction of hotel comprising four

basement floors, a ground floor, four podiums, 17

upper floors, two service floors and roof.

Country: UAE

Consultant: Aedas (Abu Dhabi)

Contractor: China State Construction Engineering

Corporation (Abu Dhabi)


Project Name: Meridien Hotel Extension

Description: Construction of an extension to the

existing five-star Meridien Hotel.

Client Name: Wasl Asset Management Group

(Dubai)

Country: UAE

Consultant: Arch Group (Dubai)

Contractor: Al-Futtaim Carillion (Dubai)

Budget (USD): 54,000,000


Project Name: Cultural Oasis Development Project -

Makkah Gate

Description: Development of Cultural Oasis

mixed-use scheme comprising museums, convention

centres, shops, hotels and apartments outside the

Makkah Gate.

Client Name: Makkah Municipality (KSA)


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

Status: New Project

Project Name: Kingdom Riyadh Land Mixed-use

Development Project

Description: Development of a multi-purpose

scheme, focusing on tourism and housing involving

construction of mixed-use residential and commercial

buildings, hotels, retail spaces, parks, car parks,

private leisure and equestrian clubs and bungalows.

Client Name: Kingdom Holding Company (KSA)


Consultant: Omrania & Associates Architecture &

Engg. Consultants (Saudi Arabia)

Budget (USD): 7,000,000,000

Status: New Project

Project Name: Lusail Iconic Stadium

Description: Construction of an iconic stadium in

Lusail with capacity to seat 86,250 people.

Client Name: Qatar Football Association

Country: Qatar

Consultant: Mace International (Dubai)

Status: New Project

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: Doha Mall Commercial & Retail

Complex Project

Description: Construction of Doha Mall commercial

and retail complex comprising a basement, a ground

floor, one upper floor and car parking facilities.

Client Name: Private Investor (Qatar)

Country: Qatar

Consultant: Dara Engineering Consultants (Qatar)

Contractor: Al-Seal Contracting & Trading Co


Project Name: Smash Tennis Academy

Description: Construction of Smash Tennis Academy.

Client Name: Qatar Olympic Committee

Consultant: EHAF Consulting Engineers (Qatar)

Contractor: Hamad Bin Khalid Contracting Company

- HBK- (Qatar)

Budget (USD): 18,000,000


Project Name: ADISC Residential, Leisure &

Commercial Compound Project

Description: Construction of ADISC residential,

leisure and commercial compound.

Client Name: Private Property Management (Abu

Dhabi)

Country: UAE

Consultant: EWS Atkins & Partners Overseas (Abu

Dhabi)

Contractor: Fibrex Industrial & Construction Group

(Abu Dhabi)

Budget (USD): 750,000,000


OPENING SOON


The luxury brand opens its second

home in Abu Dhabi right on the

waterfront

St Regis Abu Dhabi will

bring the much lauded butler service

that is synonymous with St Regis to

the capital. Whilst St Regis Saadiyat

Island makes the most of its natural

surroundings and huge space for

children to play in, its Corniche based

sister will offer sleek, sophisticated

service for mostly business travellers

and upmarket leisure travellers who

want or need to be right in the middle

of the city.

The hotel has 228 rooms, 55 suites

whilst the room to really aim for is the

Abu Dhabi Suite, which is 1,800 sq m

and sits on the 58 and 59th floors. It

features a cinema, spa, library, three

bedrooms and a maid’s room.

The hotel complex sits within

one main tower, whilst the other

tower homes residents. Guests can

arrive through the main entrance,

the restaurants or through the large

conference area.

The brand brings its heritage and

history to life through design elements

such as bronze, diamond marble floor

shapes, whilst its nods to the locality

can be see through the Arabic inspired

chandeliers and the huge Afghani

St Regis Abu Dhabi

The luxury brand comes

to the capital with its

second UAE property

The

luxu

ry b

rand

ope

ns it

s sec

ond

hom

e in

Abu

Dha

bi o

n th

wat

erfro

nt

2012OPENING

DECEMBER

OPENING SOON

cpidubai.com

St Regis Abu DhabiNation Towers, Abu Dhabi

T (+971) 2 658 1288

www.stregis.abudhabi.com

tapestry that depicts the history of pearl

diving in the region.

The metropolitan feeling lobby will

have more of a meeting place function

as all check ins will be done in the

room. The iconic St Regis butler service

will be hard at work, dedicated to bring

every guest’s expectations to life.

The hotel will be hiring between 400

and 450 staff.

F&BRhodes 44 is the main restaurant,

which will also have a terrace, a

private dining area and a casual

café for pastries and coffees. Paul

Lupton will be Head Chef overseeing

breakfast, lunch and dinner along

with a set menu and a business lunch.

The cuisine will mix European and

Arabic dishes.

Villa Toscana - serving rustic style

Italian food.

Crystal Lounge – first floor

Champagne lounge

St Regis Bar – elegant bar split into

three parts. Inspired by a European

library complete with dark wood

paneling, with one room just for

cigars, whilst another has a terrace.

Bannouche – a seafood restaurant.

The hotel will also concentrate on

afternoon tea – a ritual at any St

Regis property..

FACILITIES1,400 sq m ballroom which can sit

740, which can divided into three

separate rooms

Four meetings room with handwoven

carpets with inbuilt projectors and

state-of-the-art technology.

Beach club. The hotel is constructing

a tunnel under the main road which

will link the property to the Corniche

beach. The beach club will offer a

pool, two restaurants and a kids’ club.

There will be daily fees for residents

and annual membership

Luxury bedroom

Views of the city and

the Gulf bring erxtra

style to the St Regis

400-450STAFF ARE SET TO WORK AT

THE ST REGIS ABU DHABI

NOVEMBER 2012 HOSPITALITY BUSINESS MIDDLE EAST / 19

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

COVER STORY


COVER STORY

SOLVE THE REVENUE

MANAGEMENT PUZZLEWe investigate the data heavy world of revenue management. Is your property optimised to make maximum advantage of all

your revenue streams?

Successful revenue

management can make the

difference between sitting

at number three or four

in your competitive set and leading

the charge. Between OTAs, booking

agents, new distribution channels

and other revenue streams, a strong

and inventive revenue manager has

become a key hire to a profit-making

property.

Michael Scully, CEO of First &

Foremost Hotels & Resorts, explains

why the role is becoming ever more

important.

“Revenue Management is a much

more complicated process and job

role than it ever has been before and

you need someone between owners

and operators now to oversee the fine

tuning of the revenue stream process.

“Your traditional GM isn’t a revenue

manager. He’s not ahead of the game

in terms of technology – he oversees

The local community drives sales, it drives atmosphere, it drives revenue of the bottom line and they all make your hotel Michael Scully

a lot of different divisions – a general

manager. The dynamics now are so

complicated that he needs help. What

is Google doing at the moment? It is

working on the most comprehensive

rates comparison system there is, how

many GMS understand the ins and

outs of that?”

COVER STORY


For those hotels who are not at the

top of their set, they might look at a

revenue management company such

as First & Foremost to help them to

close the gap. First & Foremost has

increased its clients’ revenues by 24%

and GOP by 18 or 19% – some can

be turned around in weeks, others

months or years, but they will find that

success in time.

‘The strong operators don’t need

us, they know what they’re doing,”

explains Scully. “We’re here to slot

into medium sized operators who

don’t have dynamic business in this

Middle Eastern market. I’ve been

in this market for 20 years, I’ve run

hotels for that time and we’re now

partnered with one of the biggest

revenue companies in Europe so we

have all their expertise of all avenues

of revenue management from Web

site design to niche marketing to full

integration of the room management

system, so we can come in and drive

revenue, like it needs to be driven.”

In today’s rapidly developing

market place, with operators and

owners looking to maximise their

bottom lines, being on top of revenue

management is key to longterm

success. We talk through some key

Revenue managers are a particular breed, obsessive about data and detail. A qualified sales or reservations manager does not automatically become a great revenue manager, there is a particular skill set needed.

A successful revenue manager needs to be a great data analyser and be able to detect patterns and opportunities, be aware of the economic climate, not just in their locale but be up to speed on global economic trends.

Mathematics is at the core of revenue management as are statistics and being able to understand and work deep within spreadsheets. If formulas, graphs and calculations aren’t easily employed, your revenue manager will not find success.

What should you look for in a successful revenue manager?

Revenue management means more than just static data though and your superstar manager is up to speed on all distribution channels, on-line reservations systems and also know what kind of new channels and models the ever evolving online world will through up.

A successful revenue manager will be a hardened key decision maker, using the facts and data rather than any emotional responses to steer the hotel into increased profit. They must be clear communicators of their strategy, someone isn’t afraid to cease new opportunities, be able to stand firm with our key decision makers like a GM or Sales Director and who can be certain that informed decisions will reap benefits for the business.

areas with Michael Scully, that any

hotel needs to pay attention to.

GRAB OPPORTUNITIESRevenue managers need to act quickly

but with expertise to take advantage

of changing market conditions and

outside external forces that can impact

rates. A hotel has to have a continuing

process of offers, incentives, packages

and discounts to make best use of its

facilities at all times. To stand still and

do nothing is to lose potential revenue.

“What you can get stuck by is

guerilla tactics, as a businessman

we go to war in the market. We use

guerilla tactics to fight. We don’t want

to upset people or travel agents or

providers but we are going to grab

opportunities when they exist. People

need to make better use of incentives,

special offers, all the time grabbing

customers and bringing them direct

to their sites. We invite people to stay

longer, we invite people to bring their

families. We have an incentive pool

that is whirling all the time,” explains

Scully to us.

“It is extremely complicated and

you’ve got to have your finger on the

pulse all the time. It’s very easy to

spend a lot of time on the things that

don’t work through inexperience.

If you’re doing nothing, you’re

losing money. You only have to see

the operators that are working well,

they have offers running, Web sites

working, they sit at number one in

their set. You can lose six months

THE REVENUE WELL PREPARED HOTELS CAN EXPECT F&B TO CONTRIBUTE

60%

COVER STORY


revenue if you don’t react properly to

eall vents.”

To cut commission costs as much

of your business should be driven

through your own hotel Web site,

Scully insists.

“We go beyond GOP and

RevPAR and into looking at the net

revenue and the disparity over the

commissions paid on reservations but

we look at every revenue segment and

all the OTAs, what it is costing you,

and we drive as much revenue as we

can through your direct site, and cut

out that 25%.”

NICHE MARKETSIdentify your niche market. Niche

markets enable hotels to go outside

rate parity and not be so affected by it.

THE AMOUNT FIRST & FOREMOST HAS

INCREASED ITS CLIENTS’ REVENUES

24%‘Everyone has a niche market,

but not everyone knows what it is.

Take any destination, take the top

five reasons why people visit that

destination and build Web sites

around them. Create loyalty schemes

around them,” suggests Scully.

“At First & Foremost we’ve got our

first family hotel opening soon in Abu

Dhabi, designed especially for families,

where the kids are looked after all the

time, quiet areas for kids. It will be on

the outskirts of Abu Dhabi so we’ll

be attractive to locals and expats for

weekend breaks and birthday parties.

The point is, we’re bringing a product

into the market that people need and

they want. It’s good for investors, good

for land owners, and good for tourism

of the destination.”

INCREASE F&B REVENUEHotels at the top of their competitive

set can expect to bring in 60% of

their revenue from their F&B outlets,

thanks to Dubai’s unique marketplace,

reckons Scully. As someone who has

launched some of the most successful

F&B concepts in Dubai, such as

Barasti Beach Bar, he is well placed to

advise on how to maximise revenue

from this stream.

Loyalty schemes still give incredible

value to consumers and they bring

in long term repeat customers if they

are executed correctly, he says. “If it’s

discounted to the right level, it works.

With loyalty schemes it is imperative

that it’s not for three months and that

it’s ongoing. Keep them ongoing and

they bring you longterm revenue. But

COVER STORY


Frida Audi, Regional Sales Director for the Golden Tulip MENA and Viviane Khoury the Director of Marketing & Revenue for Golden Tulip MENA talk to us about their 2013 revenue management plans.

HBME: What strategies do you have for increasing revenue in 2013?Frida Audi: On a regional basis and to support and increase the revenue in all our hotels we will be targeting multi-national companies and regional players and will intensify sales trips to key markets (GCC and Levant countries) and road shows to increase the awareness in the region and create demands for the markets. Viviane Khoury: On the other hand, the marketing for the MENA region for 2013 will be to increase the brand loyalty through the e-commerce and through our website by creating more on-line package for leisure and seasonal packages that will attract more on-line bookings in addition to be more active and present on the social media.

HBME: What different avenues do you have and exploit for bringing extra revenue in?FA: Through our wide presence in the Middle East & North Africa, and the active sales departments we have, the intensive sales road shows will be one of the avenues to increase our awareness and to create more demand for the different destinations with the support and in coordination with the Ministries of Tourism in the different countries in addition to exhibiting in the main travel and tourism fairs throughout the year.

HBME: How much overall does F&B contribute across the whole Golden Tulip group?VK: We are always keen to deliver the best quality of food to both our customers and clients with the best service experience, we have implemented HACCP and a food safety programme to make sure that we deliver the best quality of food and we expect the demand to remain constant or

Hoteliers speak...

grow on the margin. We are working to develop value priced packages with new menus and offer greater variety to attract more business and to sustain profit margin level, the F&B outlets contribute 35-40% from the total revenue and we are working on introducing new restaurant concepts to our hotels, developing the staff as well as training them for better service.

HBME: What new initiatives or special offers have worked particularly well for you when it comes to keeping rate parity?FA: We always strive our best to keep rate parity among our partners (corporate and leisure). We have already in place different packages through our on-line booking engine with added values, such as free nights and override commission.

HBME: Can you tell us what has been your average occupancy this year? Is that an improvement on last year? What have you done differently to make that change?FA: Around 75%. We have noticed a great improvement in most of our hotels in the region by creating awareness and exposure through our sales trips, roadshows and attending major exhibitions.VK: We have also worked on maximising the GoldenTulip.com Web site to maximise the awareness for all the hotels in the MENA in addition to optimising our on-line business by advertising in major search engines marketing.

HBME: How many different OTAs or booking agents do you use? Are they all effective?VK: We are mainly present on the main OTA as we have worldwide deals done through our head office in Paris, Louvre Hotels Group, where we ensure we receive a multinational exposure and bookings from different countries. With the Internet invasion these days the on-line marketing is effective and leading to a ROI for most of our hotels, which is helping to maximise revenue and increase the occupancy by 10 to 15%.

don’t create loyalty and not give any

entertainment, people won’t come

back. Don’t open a hotel with five

restaurants but no nightclub. People

need somewhere to go and everything

has to feed off each other.”

Hotels also in Dubai’s market need

to support the local community –

another great reason for implementing

a longterm loyalty scheme. “The local

community drives sales, it drives

atmosphere, it drives revenue of the

bottom line and they all make your

hotel,” explains Scully.

Make sure you have the right

concept for your hotel. “If you need an

Indian, you need an Indian, that’s not

wrong. There are millions of concepts

that will work but you need to know

your market.”

COVER STORY


THE AMOUNT GOP HAVE INCREASED

THEIR CLIENTS’ REVENUES

18% Revenue Management is a much more complicated process and job role than it ever has been before and you need someone between owners and operators now to oversee the fine tuning of the revenue stream process Michael Scully

Don’t discount loss leader

restaurants to improve the reputation

of your property. Scully explains, “I

wanted to have a restaurant in my

hotel which was the most advanced

food in the world. An El Bulli copy.

We went for something unique and

elevated the hotel. The rooms were

three star, the outside looked like an

office block but we created an image

f something different and something

fine dining. It got global coverage.

There should be a reason for every

restaurant, some are for profit, some

are for reputation or to give variety,

but know which it is.”

DUBAI GROWS, REVENUE GROWSSuccessful revenue operators have a

eye on the wider picture than just their

own property, or group of properties.

Helping to develop the local area

means that as Dubai grows, revenues

will also grow. Dubai as a destination

needs permanently pushing forward to

lock in its continued success.

“Are we over supplied? Well yes

if we don’t continue to drive things

forward,” says Scully. “What we want

is for Dubai to have another 50 five

star hotels in the next ten years and

grow to meet that supply. We’ve got

to continually drive to achieve that

and that new owners continually

get 15-20 per cent back on their

investment. We don’t want to resort

down to the European standard of six

per cent return on investment because

if you drop that low then you stop

being attractive to investors and it’s a

slippery slope. It’s our job as hoteliers

within the region to continue to drive

that profitability for developers.”

HIRE THE RIGHT PEOPLE“Revenue Management is an integral

role for someone nowadays,” says

Scully. Anyone who is hired who

has an involvement in revenue

management needs to have had

success, and more importantly locally

success.

“There’s too many hotels, operators,

GMs and revenue managers who

haven’t had demonstrable success. You

need to make sure you’re leaving your

100m property in the hands of people

who don’t know what they’re doing,”

he adds.

Owners and operators need to

be strong in the face of people who

believe they’re had success, when rates

and the bottom line prove otherwise.

“Managers can be arrogant and they

think they do know what to do but

they don’t. You start to go through

each revenue stream, and they think

they’ve had success but they haven’t.

Then there are no excuses.”

INTERVIEW

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

With the first JW Marriott

Marquis outside of America

opening imminently, the

brand’s key leader Mitzi

Gaskins visited Dubai to reinforce

the values and ‘brand threads’ that

the mid-level luxury hotel chain

has cemented over the last few

years, which have become especially

important in a time of aggressive

growth for the company.

“Our hotels can be found in gateway

cities and resort destinations, but we

are continuing to look at additional

opportunities in the Middle East. We

see ourselves filling that mid-level

luxury space, below the Ritz-Carlton,”

says Gaskins. “We’re about affordable

luxury, not overly pretentious, very

crafted but not uncomfortable and

not too formal. We want to become

known for ‘intuitive service’ so we’re

undertaking a very high level of

training,” she explained.

JW Marriott currently has 55 hotels

in 23 countries and 70% of those sit

outside the US.

“A lot of our brands start in the US

and then go international after that

but with the JW Marriott brand, it has

been global since the inception,” she

explains. “One of the most exciting

things about this brand is our growth.

We have a global pipeline of 25 hotels,

and 23 of these are new builds. The

thing we like about working with

mostly new builds is that we get to

influence the design in everything

we’re doing.”

JW Marriott will next open hotels in

Pinoy, Vietnam, Baku in Azerbaijan,

Santa Fe in the States and Cusco,

near Machu Pichu in Peru, which will

We see ourselves filling that mid-level luxury space, below the Ritz-Carlton.”Mitzi Gaskins

Mitzi Gaskins, Vice President of JW Marriott shares her vision for the expansion of the brand

actually sit in a live archaeological

site. Its focus is Asia and India

predominantly but it also has more

expansion plans in the Middle East.

JW Marriott currently has properties

in Cairo, Kuwait and Dubai. While

four more have already been

announced, the brand wants to double

its MENA portfolio by 2020.

“We want authenticity for each

location, but we don’t want to create

a cookie cutter chain of hotels either,”

explains Gaskins. “We work with

different brand threads to act as

identifiers in the various areas but

we do have very high expectations of

quality service, no matter which hotel

you’re in.”

It will also look to expand the JW

Marriott Marquis brand, but Gaskins

cannot reveal where yet.

“We want [JW Marriott Marquis]

to grow at the same rate as the JW

Marriott brand, and we’ll select the

most wonderful and special hotels to

make into Marriott Marquis,” she says.

Dubai’s Marriot Marquis has

become a ‘halo hotel’, and

with a potential 1,600

rooms to come online

over the next year,

it is certainly one of

the largest projects

the chain has ever

undertaken. 800

rooms will open

when the hotel debuts

later this year, and

the second tower, or

further 800 rooms

will open in 2014

if the target

occupancy

JW Marriott

has 55 hotels in 23

countries - 70%

outside the USA

INTERVIEW


MARRIOTT STATS

100%PROPOSED MENA

GROWTH BY 2020

25HOTELS IN THE

GLOBAL PIPELINE

1:3AVERAGE STAFF

TO GUEST RATIO

levels are achieved. The brand is

expecting by the second year to hit

70-80% occupancy.

So what makes Marriott different in

the luxury space, that will contribute

to its long term success?

“The hotels within our brand

promote ‘quiet luxury’ says Gaskins.

We are doing a lot of talking to

customers about what experiences

they want,” says Gaskins. “They

want to further their knowledge in

subjects they are passionate about

such as culture, wellbeing and

cooking and we’re busy working

with brand partners in these fields

to add credibility to any events or

programmes offered by our hotels.

For example Christie’s auction house

is a brand partner to host pre-auction

art evenings so guests see art they

wouldn’t normally and we’re working

with Aromatherapy Associates on

signature spa treatments.”

In addition to all these, JW Marriott

will promote its wine ambassadors,

Treasury Wine Estates and train its

staff extensively in this area, as it

knows many guests are passionate

about wine.

JW Marriott wants its service to

live up to key words such as ‘discreet’,

‘not overbearing’ and ‘intuitive’ and

the Dubai Marriott Marquis staff will

each receive an additional 15-20 hours

training on the brand’s key brand

signifiers. There will be an average staff

to guest ratio of 1.3. Gaskins explains

that the Marriott Marquis will be

everything the JW Marriott is known

for, but everything about it becomes

even more refined.

“Our guest is usually a modern

business traveller and we want

everything for them to be easy and

relaxed, not formal or uncomfortable,”

she says.

“We offer a unique take on a

different experience - high end but

not formal, in a way that doesn’t

make guests feel uncomfortable. We

want them to feel taken care of with

intuitive service, so we’re undertaking

a great deal of training to ensure our

associates hit the mark.”

‘Quiet luxury’

is how JW Marriott

sums up its global

brand identity

cpidubai.comcpidubai.com

INTERVIEW


This will allow you to ramp up speeds and guarantee quality and, to many of your guests, be worth paying extra money for - a first class or business Internet service, if you like.”John Lincoln


INTERVIEW

John Lincoln is an an international

senior telecommunications

sales, marketing, business

development and customer

service delivery executive with general

management, marketing, P&L, product

development and revenue management

responsibilities in both consumer

and enterprise segments for fixed and

mobile sectors. A key part of his job is

helping customers develop incremental

business value, as understanding both

new technologies and how they can

increase buisness profitability.

HBME: Let’s say I’m a prospective new account, a large hotel, how would your first conversation with me go?John Lincoln: Typically I speak to CIOs,

who are always under pressure from

CFOs, so I’d begin by addressing two

areas: firstly, how can du help you save

money and, importantly, how can

we help you generate new business

streams. Look, based on analysis of

the hospitality industry, most people

are looking for the three Bs from a

hotel room: bed, bath and basin. After

that, the need is for reliable, high-

speed Internet connectivity. However,

fluctuating demand degrades quality.

HBME: Why is that?JL: Let’s say you have a conference

centre with 400 delegates - that’s really

going to impact bandwidth availability.

So is the activity of a number of power

users - people downloading films, say,

in their rooms. Now visitors to the hotel

don’t want to know your problems,

they want a solution. And that provides

you with the opportunity to use

bandwidth on demand and bandwidth

optimisation to your advantage. This

will allow you to ramp up speeds and

guarantee quality and, to many of your

guests, be worth paying extra money

Make the most of bandwidthIn a competitive market, Service Providers need to do more than match business needs. Instead, as John Lincoln, VP Enterprise Marketing for du, explains, they need to enable new revenue streams for hotels.

for - a first class or business Internet

service, if you like. So now I’ve offered

you a solution to your problems and a

way of driving revenue.

HBME: What else can you do for me?JL: A hotel like every other business is

heavily reliant on its IT systems - they

deal with guests, with staff, with your

supply chain etc. So disaster recovery

and redundancy for your mission-

critical systems are vital. Again, du can

supply those services, holding your

data offsite. Some 60% of most CIOs’

IT budgets go on hardware, but there’s

normally only a 50-60% utilisation rate,

so outsourcing your systems delivers

major savings to you as well providing

more security. du accomplishes this

through offering virtualizsd computing

resources to customers who pay for the

computing power that they need while

being able to scale on demand without

having to provision and pay for the

resources upfront.

HBME: Security is a major area of concern for many businesses.JL: Yes and quite rightly. As well as

data you hold on customers, your

own systems are vulnerable. More

and more, we’re seeing hackers target

the hospitality business because it’s

an obvious source of lots of customer

data - not just credit card details but

information about how long someone

will be away from their home which is

now vulnerable. Working with partners,

we can undertake threat assessments

and see if your security policies are

adequate. We can also deliver cloud

based threat protection against DDoS

as well as email and web security a key

requirement for most businesses. As a

major carrier, obviously our experience

of security makes us an excellent

choice. Did you realise that we’re

currently monitoring around 800,000

security incidents every day?

HBME: I have a number of options for a major ICT partner. Why should I choose du?JL: Okay, let’s run through your options.

Firstly, of course, you can work offshore

with a company like Vipro, but support

can be an issue and you can never be

certain about changes in regulations in

another country. What data restrictions

might there be? Next, you have large

SIs like HP or you could go to a virtual

network. Finally, you have the telcos

where you get the assurance of data

being in-country, a 24x7x365 support

and helpdesk infrastructure, and the

ease of pay as you go models.

HBME: And there I have a choice, of course.JL: Of course. However, I would point

out that we have over 70,000 business

customers and we now, if the business

case is there, can put up fibre to any

location in the UAE. We see major

opportunities for business here - if

we consider the UAE as a hub, you’re

talking about three billion people and

with fast emerging markets in South-

East Asia,. East Africa, the Gulf and

the changes from the Arab Spring,

we see major new business. Globally,

most product and service companies

have reached satuiration in their

home markets and so need to expand.

Building local businesses here, they’ll

need latency and redundancy.

Are you developing services specifically for the hospitality sector?JL: As well as bandwidth on demand,

we have a special mobile plan for

hospitality which allows you, for

example, to upgrade staff to free calls

within a group. We’ve a new Video

Concierge solution and there will be an

iPad version soon

Video on demand

is now available from

du on a secure 24/7

OPEX model

6%ICT REVENUE FOR THE

UAE HOSPITALITY SECTOR TO GROW AT

6% CAGR TO 2014[SOURCE: IDC]


Sitting comfortably?Buying cheap outdoor furniture actually costs more money says Bridgman & Co’s Howard J Barnett

It’s been the trend over the last

few years in the Middle East for

many five star hotels to buy cheap

furniture, as it can be replaced

every six months. However, consider

the following:

* How much effort and time is spent

choosing new furniture twice a year?

* What impression do hotel guests

form, when sitting on furniture that is

uncomfortable and not very attractive?

* What impression do hotel

guests get when seeing and sitting

on furniture where the colour of the

weave has badly faded?

* What impression do guests get of

a hotel that expects its guests to sit on

furniture with weave that has split and

become potentially dangerous?

The most important point of

contact between a hotel and guest

is the furniture. Whether it is on a

balcony of a room or suite, around a

poolside, or restaurant terrace, when

a guest lounges in an armchair to read

the paper, sits in a dining chair to

have a meal, or lays on a sunbed, one

fundamental aspect matters above all

else. Are they comfortable? If not, they

simply will not return to that hotel.

However, if they have a pleasurable

experience, they’ll remember how

much they enjoyed their vacation and

return to the hotel. Remember: any

successful business is based on repeat

business and customers.

Buying cheap furniture simply

gets you uncomfortable, ugly,

unreliable products that last only a

few months and then look terrible.

It will cost a considerable amount

of staff time having to place regular

orders, disposing of old furniture and

physically changing the products over

every six months. Cheap furniture

looks cheap but buying quality

furniture will enhance the ambience of

the hotel and help your business.

OUTDOOR FURNITURE

OUTDOOR FURNITURE


OUTDOOR FURNITURE

34 / HOSPITALITY BUSINESS MIDDLE EAST34 / HOSPITALITY BUSINESS MIDDLE EAST NOVEMBER 2012 cpidubai.comcpidubai.com

CARAVITA

Caravita is a worldwide supplier of sun shades and patio umbrellas.

The brand is known for high commercial quality which it provides

with its five-year warranty and an unbeatable choice of options on

frames and canopies. With over 100 colours of fabric and five fabric

options as with over 200 finishes for the frames and customisable

shapes of the canopy, it offers the largest range of options to customise

an umbrella worldwide. Although new to the Middle East market,

the company has a huge range of upmarket clients, including most

recently, Planet Hollywood restaurant at Caesars Palace, Las Vegas.

Marie Hoyle, Sales & Marketing Director at Caravita tells us a bit more about the brand.

For how many years is your furniture guaranteed ? We warranty our sunshades and pavilion structures for five years with

commercial use.

What is your most popular product? The cantilever collections are still the most popular shades because of

the versatility.

What’s the biggest mistake procurement teams make when buying outdoor furniture? I think the biggest mistake procurement teams make is the overall

space plan. Furniture is always one of the first things specified and

trying to work in a shade solution can be challenging at times if the

space doesn’t warrant large bases or different installation methods.

We try to assist the design teams in working out layout challenges and

showing them the capabilities they have to create not only a beautiful

space but one that functions efficiently.

What are your top models?Our top models are the ‘Big Ben’, a telescopic large center pole

umbrella which is available with integrated light and heating and our

signature model ‘Belvedere’ with its unique folding mechanism.

OUTDOOR FURNITURE

HOSPITALITY BUSINESS MIDDLE EAST / 35HOSPITALITY BUSINESS MIDDLE EAST / 35NOVEMBER 2012cpidubai.com

CASUALIFE

Casualife is an outdoor furniture specialist, and has been one of

the world’s leading manufacturers of outdoor furniture since 1979.

With its own independent manufacturing plant in Australia and

associated plants in Asia, the company has a grand tradition of

quality and reliability with a fresh approach to design and worldwide

marketing and service. Its clients include 300 hotels and resorts all

over the world. Casualife Outdoor Furniture has been recognised

internationally as a market leader, establishing and building its

products into a formidable force amongst the interior design,

architecture and contract trade internationally.

OUTDOOR FURNITURE


PARASOL

Parasol Garden Furniture has established a solid reputation as one

of the Emirates’ leading suppliers of quality garden furniture. The

management at Parasol Garden Furniture work closely with suppliers

based in Indonesia to ensure that the highest quality products coupled

with the latest trends and designs in outdoor furniture are brought

into this region. Parasol places a huge emphasis on providing great

service and great products at a reasonable price.

DESERT RIVER

Desert River is a Dubai based company, set up by two Dutch nationals

to bring cool and unusual lifestyle products to the five star hotel

market for retail and rental. Operating since 2004, it counts various

chains as its clients and it has a great reputation for delivering brands

and items no one else can, these brands include Fatboy from The

Netherlands and Slide from Italy. The company distributes throughout

the Middle East and has dealers in various countries.

SUN AND SHADES

Sun And Shades is a European company with its main branch in

Dubai, which serves the entire Middle East, India and Africa areas.

The company offers a collection of complete outdoor solutions;

outdoor furniture, accessories and parasols (sun umbrellas) that

are specially adapted to cope with the region’s high temperatures.

The company’s parasols are made from stainless steel with anti rust

repellent and powder coated strong structure aluminum frames and

contain a push-the-button system of opening, beloved by hotels.

CASUALIFE HAS OFFICES IN AUSTRALIA, HONG KONG, CHINA AND THE UNITED ARAB EMIRATES.

CASUALIFE MIDDLE EAST LLCOFFICE: 416 , PINNACLE BUSINESS BUILDING, AL BARSHA, SHEIKH ZAYED ROAD, DUBAI, U.A.E. TEL: 04 347 6099 ,

EMAIL: WEB:

CASUALIFE FURNITURE INTERNATIONAL AUSTRALIATEL: EMAIL: WEB:

Casualife outdoor furniture

Casualife banquet furniture


TABLEWARE

The right tableware can make all the difference to a hotel’s F&B reputation. What are the drivers for this market? What are the

key trends? What are the suppliers planning? We ask some of the leading players in the local market.

TABLEWARE


Making the right choice about

tableware may not seem

like a critical decision, but

it can help your business.

Not only will properly presented food

make your F&B outlets look more

professional, but if you choose the

right tableware partner then you can

make signficant savings over several

years and give your hotel a easily

delivered stand out style.

We asked a number leading industry

players to give us an overview of the

current market, beginning with a key

question: how often, typically, would

they expect a fine dining restaurant

to refresh or replace its tableware?

There seemed to be general agreement

on three or four years. According to

Prakash Menon, Managing Director

of Blue Ribbon, “This would depend

upon the management of the hotel

chain or the owners of freestanding

restaurants. Generally, one would

expect the operating equipment -

which is basically items like chinaware,

cutlery, glassware, table linen and

so on - to be changed after a period

of three to four years. Normally, the

operator or owner will consider that

period as the ROI on a restaurant.”

Lloyd Lamprecht, Key Account

Manager ME of Villeroy & Boch,

agrees. “I would personally love it to

be more often but I would say after

about three or four years it would be

good for some change. In reality, it is

probably more like five to six years

as tableware is usually the last thing

to receive some attention. However

we often have new introductions

on existing ranges that makes it

possible to have a few changes in

service without the big investment

of changing the entire setup. In a

region that is drastically evolving

with its F&B offerings, it is becoming

important not to fall behind the curve

as a trendy host spot today can be a

forgotten hero the next and with a few

small improvements on regular basis

it could make a big difference.” Menon

makes the same point: “A restaurant

which has a very good turnover and

is doing good business, due to the

quality of food served, the location,

Michelin chef, etc would consider

making some cosmetic changes to

the table top - like adding on a few

accent pieces of chinaware, possibly

introducing some new shapes of

chinaware for their signature dishes,

adding or replacing their show plates -

which gives a new look to the guest.”

Vaughan Sears, Sales & Distribution

Manager of Ronai, thinks that “there

are a few factors that will influence

this decision. Most restaurants top up

product due to breakage and other

loses and this will generally allow a

restaurant to keep the chinaware they

have in service for around five years

or more. Owners are often reluctant

to agree to new product unless it is

essential - however for fine dining

there is generally more frequent

change as the concept is changed or

renovated.”

Renu Oommen, Chief Marketing

Officer of RAK Porcelain takes a

different view. “Most fine dining

restaurants would consider replacing

the tableware on a yearly basis to

keep the interest and innovation in

presentation to their valued regular

patrons. The change could be in terms

of designs or shapes that can present

We do believe that the demand for the classical shapes and series is highly stable and most decision makers give preference to that.”

Renu Oommen, Chief Marketing Officer,

RAK Porcelain

TABLEWARE


food in its various colours, textures

and tastes.”

Does that mean that demands

for different types of tableware

are changing in the local market?

Oommen believes that “most chefs

prefer exhibiting their presentations

on our regular ivory coloured

tableware as more prominence is

provided for food presentations”.

Menon adds: “I would say that in

the last five years or so, chefs and

F&B professionals have become very

selective. In fine dining restaurants,

clean looking, white chinaware is still

in demand. However individualism is

brought in with different forms and

more unusual but elegant designs.”

At Villeroy & Boch, according to

Lamprecht, “there has recently been a

keen demand for bone china products,

which is our core competence, so I

would say this would define the type

of porcelain in demand, then of course

on the higher end, custom made

designs are somewhat of a standard

these days. As always new shapes

Practicality is also very much considered

when selecting new or additional chinaware. They

have to be ‘chef friendly’ - that is, the chefs have

enough space to present their food on the plate.”

Prakash Menon, Managing Director, Blue Ribbon

Blue Ribbon:

Burj Al Arab, Madinat Jumeirah, The Armani

Hotel, One & Only Royal Mirage, Grand

Hyatt, Jumeirah at Etihad Towers, Abu

Dhabi, Park Hyatt Abu Dhabi, St Regis Abu

Dhabi, The Oberoi Dubai, Rosewood Hotel

Abu Dhabi, Fairmont Palm Island and the

upcoming Conrad Hotel.

Ronai:

Jebel Ali Hotels, Rotana and Centro Hotels.

Key clients

TABLEWARE


Here’s what should happen: once a new

restaurant is planned and the Chef and F&B

team on board, then the planning process

for suitable tableware begin - anywhere

from six to nine months before opening. Key

to success is having the outlet’s concepts in

place so suppliers can match decor and style

of food with suitable tableware.

A problem for some suppliers is the extra

time it takes to import on demand or even

customise existing designs. If projects speed

up from six months to three or four, then

there’s bound to be some compromises on

selections, design and delivery.

Most suppliers will hold stock of their

most popular lines but much would prefer

always to match their best products to suit

the restaurant.

The tableware process

and different decoration techniques

come and go with time but these days

I believe less is more when it comes

to fine dining.” Sears agrees. “Clients

are now starting to look for that

unique shape or pattern that can set

their presentation apart from other

restaurants or a dish that can allow

them to showcase a unique item on

the menu. People are also looking for

bespoke items, which could be cutlery,

glassware and chinaware to have the

logo of the hotel or restaurant.”

However, the market is changing,

Menon believes. “Besides the

traditional round dinner plate, a lot

of new shapes have been introduced

like rectangles, ovals, etc. In the

Middle East, decorated chinaware is

very popular due to a lot of themed

restaurants and concepts. But over

the years the heavy decoration and

the use of logos have decreased to a

great extent. Designs now are more

sleek and not over the top for standard

restaurants, but when it comes to

VVIP banquet setups and hotels which

do a lot of weddings, designs in even

gold and platinum are also used. We

at Blue Ribbon have expertise on

decorated chinaware and 95% of the

time we try and create a special design

for every outlet - the same is never

repeated.” Does tableware ‘date’ then?

Menon believes yes. Chinaware does

have its trends but, unlike fashion, it

does not really change every season.”

Lamprecht agrees, “Unfortunately it

does.” He believes that manufacturers

have to consider “a certain life time

especially when it comes to unique

shapes and designs - things move

quicker than ever before so it is

important to be adaptable”. Villeroy

& Boch’s strategy is to separate the

standard and traditional series from

the ‘fashion’ items, thus allowing

longevity and availability for core

series as well as capitalising on new

trends. “The key for us is from the

onset of a new design to consider

even with the ultra modern shapes

that a timeless design would serve our

industry much better than a fly by

TABLEWARE

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

In a region that is drastically evolving with F&B offerings, it is becoming important not to fall behind the curve as a trendy host spot today can be a forgotten hero the next and with a few small improvements on regular basis it could make a big difference.”

Lloyd Lamprecht, Key Account Manager ME,

Villeroy & Boch

night fashion statement.”

According to Sears, “coloured or

decorated chinaware can date faster

than white chinaware, however

cutlery and glassware are less affected.

Tabletop products for the hospitality

industry are less seasonal than

consumer products, however outlets

are always looking for new products

that help to set them apart from their

competitors. We have some customers

who come back after five or ten years

to reorder a pattern or decoration as

they love the quality and durability

and want to top up.” Oommen believes

that “the demand for the classical

shapes and series is highly stable and

most decision makers give preference

to that.” However, he adds, RAK

Porcelain is always “on the look for

new designs and shapes”.

Is cost a major driver in this

market? Yes, Menon says. “Cost has

always been a major factor immaterial

of the market. Unfortunately in the

Middle East hospitality industry,

operating supplies and equipment

(OS&E) are always looked at the last

minute and with whatever budget is

left. A lot of money is spent on the

exteriors and interiors but when it

comes to the OS&E, they cut corners.

Good quality and branded equipment

may cost one a little more, but in the

long run the benefits are immense!”

Lamprecht agrees and stresses that it

probably always will be in any market

for a premium brand. However, he

believes, “It is not generally a major

deterrent once the value of our brand

is understood.”

Oommen claims that “value for

money is the major consideration

in purchasing decisions and plays

a vital role when shapes for outlets

are chosen. All purchasing has to

meet the hotel budget and usually for

banqueting cost effective tableware is

chosen and for fine dining it is always

the best shapes which are expensive.”


Q&A

Keeping things interesting month in, month out

MOUTHWATERING MENUS

Q&A


Executive Chef Ajay DhoundiyalPark Inn by Radisson Muscat“We use the right menu descriptions

of dishes.”

MUSCAT CHEFS

Sébastien Cassagnol The Chedi, Muscat“I also try out a few dishes before

implementing them on the menu”

How do chefs in Doha, Dubai

and Muscat keep their loyal

regulars coming back for

more? And what’s the best

way to increase market share?

We talk to six chefs who are

taking proactive approaches to secure

their restaurants’ success.

HBME: How do you keep menus fresh and attractive to guests?Ajay Dhoundiyal: We constantly ask

feedback from the guests to get some

ideas. We implement them with

modern culinary skills which keep our

menus fresh and exciting. We use the

right menu descriptions of dishes to

make it more appealing also..

Sébastien Cassagnol: Being in

hospitality for some time you know

what type of products are popular,

after that, it is a matter of knowledge,

flair and a little inspiration which

allows you to create attractive dishes.

I also try out a few dishes before

implementing them on the menu,

so the guests always give me the first

useful feedback.

Ramon Salto Alvarez: In a market like

the Middle East where most of the

items comes from overseas the relation

with your vendors is crucial, you have

to plan in advance in order to get

the right products. When it comes to

local produce we always keep a very

close relation with local suppliers like

butchers, fishmongers, local farmers

and so on in order to get the best of

the best.

Nick Flynn: We continuously review our

menus in line with seasonal products,

trends and response to guest feedback.

Tonetto Ernesto: By changing the use of

products through the seasons that will

guarantee always a different selection

of flavours and colours and by having

promotions on seasonal products such

as oysters, truffles, asparagus etc

Pang Pin Lee: I take a twofold approach

to ensure that we keep our menus

fresh and attractive. First, I study

new trends and dynamics in the

international culinary world and

encourage every member of my team

to be involved in menu planning.

Second, we ensure that local tastes are

translated into the menu selections at

each of our different locations around

the world. For Hakkasan in Dubai,

we created new menu items suited for

local palates such as the Grilled Sultan

Ibrahim with sour chilli sauce and

the Charcoal grilled Wagyu beef with

sesame peanut sauce.

HBME: How often do you refresh your menus?AD: When it comes to the

a la carte menu for our

restaurants, we change it

twice a year, as well daily

specials and set menus.

SB: How often we change menus

or selections available depends on

the property size, but I always try to

change the menu twice a year. I often

add ‘specials’ to the menus, so our

regular guests see constant changes

and can try new dishes whilst coming

back for their favourites. I also use like

to use seasonal products (including

fish and seafood).

RSA: We change our outlet menus four

times a year following the seasonality

of products. Our in-room dining

menu changes together with the

restaurant menus and conference

and banqueting menus change twice

a year.

NF: A complete menu change is done

every three months, but we constantly

change our set menus and have

numerous daily specials where we can

try new styles or flavour profiles.

TE: Every three months.

PPL: Our a la carte menu is updated

approximately every six months,

while the business lunch set menu is

refreshed every two months.

HBME: How difficult do you find it competing in your market for

covers?AD: We understand the

critical balance between

fulfilling our guests’ choices

with refreshed menus and

making a profit at the same time.

When even food prices are high, we

focus more on guests’ satisfaction and

always try to fulfill their request. We

also try to be to everybody’s taste in

terms of menu pricing and providing

high price and mid range of food from

our menus. We keep on revising our

recipes to make it more exciting and

tasty as time and taste changes, so the

guests will come back.

SB: The Chedi Muscat already has a

great reputation and enjoys steady

business from local residents as The

Restaurant and The Beach Restaurant

have been awarded Best Fine Dining

and Best Ambiance in Oman for

the last seven years consecutively.

3-4MENU CHANGES EVERY

YEAT IS NORMAL

Q&A


Ramon Salto AlvarezExecutive Chef, W Hotel Doha“We have to come up with new ideas

constantly to offer a wow factor.”

Nick FlynnDirector Of F&B and Kitchen Operations, InterContinental West Bay “At the end of the day it is a business!”

The number of restaurants in Oman

is much smaller compared to the

restaurants on offer in Dubai for

instance, so there is not so much

competition.

RSA: The five star hotels that are

already established in the market, all of

them deliver great quality service, only

in West Bay area we have Renaissance,

InterContinental, Hilton and St Regis

open in less than a year plus great

standalone restaurants had open as

well; all of them have new products

with great standards and they are

ready to compete for every customer,

that makes competition really tought,

to be ahead of your competitors you

have to come with new ideas and

concepts constantly.

NF: The market has increased

immensely in the past 12 months

which has been good as it has put

pressure on existing properties to

revisit their concepts. The Doha

market is quite small and you have

to be really on your toes to get a fair

market share of guests.

TE: It is very challenging, due to the

high competition in Dubai.

PPL: I believe that the more brands

there are in the market, the more

opportunities this creates for each

brand to be unique and find its own

niche in the industry.

HBME: What is an average night in covers mid week and at the weekend?AD: As we are a business hotel and

most of our guests are from corporate,

during weekdays we do average

of 60 covers per night at our RBG

Restaurant and on weekend this goes

up to 80-85 covers.

SB: At The Restaurant we would

prepare for around 140 covers, at the

weekend this can go up to 160 covers

at night.

RSA: Generally we are doing very well

during the week at lunch time we

have more business customers from

West Bay area and the weekends more

families coming for brunch.

NF: Currently by not having an events

centre, our covers nearly double at

the weekend.

TE: We have around 80 midweek 80

and at the weekend about 120.

PPL: Our average covers midweek

around 250; average covers come the

weekend around 350.

HBME: What pressure or support do you get from the owner or operator to increase your market share?AD: There are always challenges in

a new position, but I do have the

freedom to work independently

and to focus on market trend, what

our guests are expecting from us.

The owner and management always

supports our developing of the F&B

standards and product quality.

SB: Our owners are very satisfied with

our F&B performance, the service

levels and our reputation.

RSA: We have to come up with new

ideas constantly in order to offer a

wow factor to our guests, recently we

have started the brunch season after

Ramadan with an all new selection

of cakes and desserts, we are as well

preparing the menus for the fall

seasons in our signature restaurant

Market and Spice Market.

NF: At the end of the day it is a

business! We work very closely with

our owners and often discuss how

we can drive business. I am also

very focused on ensuring we always

consider the brand integrity whenever

planning promotions or events.

TE: There is a lot of pressure to be at

the top of the market, and support to

enhance productivity and creativity.

PPL: One of the key markers we use for

success is the reactions of our guests,

and we are pleased to see many guests

return time and again. Hakkasan’s

number one priority is offering the

highest quality cuisine and a unique

guest experience.

THE MARKET HAS INCREASED IMMENSELY IN THE PAST 12 MONTHS WHICH HAS BEEN GOOD AS IT HAS PUT PRESSURE ON EXISTING PROPERTIES TO REVISIT THEIR CONCEPTS.”Nick Flynn

DOHA CHEFS

Q&A


HBME: What new ideas, menus and themes would like tto develop?AD: Most of the time, our menu change

depends on the feedback we receive

from guests. We keep basic dishes on

the menu and then work as per guests’

feedback. We also focus on developing

local cuisine, using local ingredients,

as well as to create exciting menus for

all of our restaurant guests.

SB: All menus have recently been

changed; some popular dishes can

still be found on the menu as well as

some new additions. The restaurant

concepts however are proven success

formulas that will not be altered.

NF: Bearing in mind we have only

recently opened our outlets, we are

constantly evolving with menus and

ideas. In time, we would like to work

closer with our owner utilising his

organic produce from his farm.

TE: A very fashionable Italian menu in

relation with ourc brand.

PPL: We always try to come up with

new dishes for various occasions like

the Iftar menu, the Christmas menu,

Mother’s Day, etc. Our aim is to use

the best quality ingredients to produce

the highest quality Cantonese food.

HBME: What inspires you? AD: I don’t necessarily think it was

inspiration that drove me down the

path to become a chef, but it was the

challenge for me, that whether I could

cook something tasty for me or not,

which I have taken as a challenge. I

am passionate about cooking, despite

the administration work of being a

executive chef, I still do spend much

time in my kitchen and prepare

minimum one dish on each day.

SB: Curiosity: I am very curious, I

like to try new things, new products,

I am very open to different culinary

experiences. Being French, I was

trained in a traditional way, but as

soon as I started to travel around the

world I discovered an endless world

of food possibilities. Years ago I had

the privilege to worth with celebrity

chef Jean-Georges Vongerichten, and

my vision of cooking changed forever.

Before joining him, I had never

worked with Asian produce, however

since then I have lived in Asia and the

influence remains to this day.

RSA: I believe that you can learn and

get inspired by the most unexpected

person or situation; I always try

to keep myself updated with latest

techniques, look up to top chefs and

trendy F&B concepts for inspiration.

NF: Passionate people who are driven

in their field to push the barriers.

TE: I’e travelled a lot which inspires my

techniques and the ingredients used

while making a menu.

PPL: My favourite ingredients which

inspire me to create new recipes

are fresh herbs and spices. These

ingredients can transform and add

flavour to any dish, creating innovative

taste sensations.

HBME: Do you take note of what competitor are doing?AD: Yes we do competitor surveys

regularly which helps us to know

about other restaurants in town, what

they are doing. It is always better to

know what guests are expecting.

SB: There are many great chefs, each

with their own vision of the ideal

cuisine. I am always learning and

experimenting, but I do not worry too

much about the competition. As a

chef, you have to be confident in your

own ability to create appealing dishes

without following anyone else. There

is definitely space in the market for

Q&A


Tonetto Ernesto, Executive Chef,Cavalli Club, Restatuant and Lounge“The sky is the limit and Dubai is an

ever growing place.”

Pang Pin Lee, Chef de Cuisine, Hakkasan, Dubai“I would love to see more traditional

Emirati restaurants”

everyone to be creative and successful.

RSA: Absolutely it is very important to

keep your eyes open and see what the

competitors are doing; it is a crucial

part of the thinking process.

NF: Of course! With such a small

market here in Doha, you really need

to keep your finger on the pulse and

try and stay one step ahead.

PPL: I try to stay well-informed about

the latest developments in the culinary

world by visiting restaurants and

reading industry publications.

HBME: How does your relevant market compare to other region you have worked in?AD: To compare ourselves in the

market we do have comment card

evaluation process and mystery guests

report, which helps us to know about

how we have done in past and what

target we have to achieve.

SB: All regions have their own identity

and market; it is very hard to compare

Oman to Beirut, where I worked, or

Sydney, Paris, Bali. But from what I

see, geographically speaking Oman is

well located, not too far from Europe,

Asia, and India, and able to enjoy

influences from around the world.

RSA: I have worked in USA, Europe,

Asia and Middle East and every region

has good things and challenges, I have

been in the Middle East since 2004

and had learnt many things; I really

love the mix of cultures in my team,

I really enjoy running big operations

with large teams that allow you to

create new concepts and develop new

ideas, the challenges come when you

learn how to plan your purchases as

you forecast your business.

NF: Very different as I have spent most

of my career in Asia & Europe. At the

end of the day it’s all about identifying

who is your target market.

TE: There is high social activity

compared to other regions hence

the market here requires constant

progression and innovation.

PPL: Prior to arriving in the UAE, I

worked in Malaysia, Singapore, China

and Macau. I would have to say that

the main difference is that that the UAE

offers a very wide range of restaurants

which cater to diverse tastes.

HBME: Is there a tried and tested recipe for success in the restaurant marketplace?AD: Although all of our recipes are

pre tested before put into the menus ,

I would say our homemade gourmet

burgers, steaks and chocolate brownies

are all time favourites for our guests

and they come back for this.

SB: Once again I would say every

single place has its own identity, some

recipes would work worldwide, but

where is the challenge if you copy

DUBAI CHEFS

what you have done before? I like to

be inspired by the place I am working

in, use as much as I can of the local

products, follow the seasons…

RSA: For me there is only one recipe

for success: Honesty – to provide the

best meals you have to use the best

produce available. Consistency – as I

said before, consistency is the biggest

challenge and the key to success. Team

work – in the restaurant business,

working alone is not possible. Every

successful chef has a team.

NF: Know your customers, cater to

them and ensure that the product is

consistent every day!

TE: Passion, creativity, consistency,

good ambiance and of course

memorable food

PPL: I wouldn’t say that there is one

recipe for success which works for

everyone. For me, it has been working

with a wonderful team which has a

passion for cooking and the desire to

create the perfect experience.

HBME: What other cuisines do you think would be feasible in the region?AD: Nowadays guests are looking for

Modern Arabic cuisine with a fusion

touch and West Asian cuisine.

SB: I have only just arrived in the

region, hence I will have to investigate

a little further on what could be worth

exploring further.

RSA: I think Spanish and Peruvian

cuisines have been forgotten in the

Middle East. I was born in Barcelona

and our cuisine is based of seafood

many different dishes that for sure

will be successful. In South America,

Peru is the country with more culinary

heritage they plenty of dished based

of seafood but still people in general

don’t know much about it.

NF: Honestly most cuisines and

themes are currently either in place

or on the way. Now it’s all about the

implementation.

TE: The sky is the limit and Dubai is an

ever growing place.

PPL: I would love to see more

traditional Emirati restaurants and the

local cuisine represented more

GM FEATURE


Having had a quiet rebrand over

the summer, The H (formerly

The Monarch) feels its strength

lies in its prestigious address

and its independent ownership.

General Manager Guy Bertaud talks us

through his what he sees as the hotel’s

unique strengths.

“The hotel changed its brand name

in mid May and the idea was that this

was the first step of our rebranding

and repositioning of the hotel in

this market. We will introduce a

number of changes in the property,

our products and services that we

offer in terms of the sense of arrival,

the guest expectations, amenities in

the rooms, making it more appealing

to the business traveller and the

GCC customer, which represents the

majority of our guest base, to the tune

of around 60%,” Bertaud explains.

The H sits at One Sheikh Zayed

Road, a presitigious address in a city

where not many hotels can claim to

have ‘addresses’ at all.

“Our address of One Sheikh Zayed

Road has never been used much

in the past in terms of marketing,

which we will start to do a lot more

now,” says Bertaud. ”We will align

the address with the name of the

hotel as the number one is usually a

gateway to something, and the letter

H means gateway. It’s an interesting

combination. We’d like to be seen as

the opening to the city. And simply

saying the address One Sheikh Zayed

Road, everyone will know it,” he says.

The hotel has been fairly quiet in

the last couple of years, with many

only starting to recognise the name

change recently but with a new team

in place Bertaud hopes now to really

capitalise on the hotel’s location and

the property’s independence.

“There are very few five star

independent hotels in Dubai and we

have an unusual address and we’re

LOCATION, LOCATION, LOCATIONThe H hotel’s GM, Guy Bertaud, aims to capitalise on his unique address, One Sheikh Zayed Road

Post rebrand

expect major new

marketing activity and

new services from the

H Hotel in Dubai

GM FEATURE


We have an unusual address and we’re independent so we’re looking to stand out and be recognised for those differences in the future”

independent so we’re looking to

stand out and be recognised for those

differences in the future,” he explains.

“I saw the potential of The H when

I stayed here a few months before

I started and I was amazed by the

potential of the hardware here. It’s a

beautiful building in a great location

and it has fantastic structure it was a

shame it was positioned as a leader in

its field. It’s not there yet but we will

get there.”

And there are plenty of changes

afoot. The hotel will embark on a nine

or ten month plan that will encompass

the new brand change, updating both

the property’s offerings to guests

and improving staff service, as per

Bertaud’s plan.

“Changes will improve the product

and the service that we have and I

want to make sure that the hotel is

positioned at the top of its competitive

set, which are the urban hotels of

Sheikh Zayed Road. It’s a sophisticated

organisation of urban business

minded hotels around us. What we’re

doing now is to position the hotel

within this urban environment. We’re

changing a number of the public areas,

we’re looking at options at the moment

– we want to do something strong and

deliver a strong message especially

with the lobby lounge and reception

areas. We want to make a statement

with these areas.”

These changes are made easier

Bertaud believes by being independent

and not linked to a global corporation,

“It’s always more difficult when you

have a global brand box which tells

you what to do, when you want to do

something outside of the box. Our

vision statement here is ‘break the

brand box’, so it’s clear what we want

do and why we’re different. We have

more flexibility and we can be a lot

more personal.”

But being independent is not

without its unique challenges in a

market like Dubai.

“The challenge is the distribution of

the hotel. When you’re part of a global

network you benefit from marketing

support which gives you millions of

customers, we don’t have that support

so we have to fight harder with our

brand name and our reputation, which

is why partly we changed our name

and we will go through an awareness

campaign,” he reveals.

Even independent five star hotels

though have the same tricky balancing

act between revenue management and

attracting bookings through OTAs.

“OTAs attract a massive part of

our business but we are seeing a lot

of activity in our direct bookings, so

we want to capitalise on that. We are

capturing a lot of business from the

GCC region so we want to push that

with our sales team and support the

business that is there. We’re also part

of the Leading Hotels of the World

and that has international reach and

we receive a lot of support through

directly and through travel agents,”

Bertaud explains. “We obviously

expect growth next year as the impact

of the new brand, improvements to

the hotel and an awareness campaign

will all benefit our additional business.

Then we will capitalise on our current

business and we will be looking at

opportunities for developing new

corporate business.”

He reveals his secret to staffing

success, “Two areas are very important

to me. One is letting people

express themselves and let

them do what they need to

do, and take ownership of

their business. I’m really

empowered all the time to

let our team do something

that is very important. I don’t

want to lay down the law on how do to

do things, I want our team to lead the

way. The second is my keyword, which

everyone will tell you, it’s teamwork.

I used to play basketball in France

and you learn how the right team can

achieve better results. Teamwork is

essential in the hotel.”

Hotel offerings

are constantly

being refreshed and

rethought at The H

No 1THE DUBAI GATEWAY

ADDRESS OF THE H

Guy Bertaud

53ADVERTORIAL FEATURE BROUGHT TO YOU BY

T raditional customer segmentation is likely to die and will instead be replaced by personalised service spectrums and a total service model” is the conclusion of a study by Amadeus called ‘Hotels 2020:Beyond

Segmentation’. The guests of the future will be able to tailor every aspect of their experience including hotel services, the bedroom, their journey, the pricing and the communications.

Customer experience management emerges as a critical success factor and ICT as the key to managing a guest’s experience at all stages of a visit. Historically, the sector has lagged on its propensity to make technology investments. Compared to their counterparts in other industries, hotel executives dedicate a relatively small portion of their overall operating budgets to ICT. In 2010, hotels spent just $7,140 per employee, or about 3% of revenue, on IT.

We are already seeing a level of acceptance of the need for higher levels of investment. More recent market research shows an increase in ICT spending within the hospitality industry overall, with guest experience cited as the top driver for investment. One study carried out for Motorola Solutions revealed that 56% of hospitality organisations planned to raise mobile investments to better equip their workforces, improve their operational

The Motorola Solutions 2011 Hospitality Market Barometer also showed that 91% of hospitality decision-makers realise the increasing importance of mobile and wireless technology, while 78% recognise the role mobility plays and will comtnue to play in ensuring a competitive advantage for their business.

The study is backed by views of industry experts from Accenture. If most hotel guests expect their stay to be personalised around a set of choices they make at the time of booking, prior to arrival or during their stay, then hoteliers need to embrace the technology their guests use, the consultants argue.

“From the moment that a guest plans a trip to when they check in, are on property, check out and even after they have walked out the door, hoteliers have to integrate guest demands into their enterprise and property IT architectures and to manage them across the guest lifecycle,” states the survey. To truly engage with their customers - who are now increasingly mobile and always-connected – hoteliers need ICT that helps them cater


to multiple needs and demands of guests, to introduce innovations such as intelligent furniture, personalised nutrition and responsive technologies, argues Accenture.

Hotels in the region are taking heed. Some of the rooms coming on stream now come equipped with a touch screen for guests to use to order room service, book extra amenities, or explore service options and choices. This sort of Interactive Customer Experience technology is being widely deployed by hotels of all grades, thanks to the affordability of tablet computers which are increasingly being stationed around the hotel lobby, in-hotel cafes and public areas to allow guests to order services on-line. It is an amenity which can be designed to cover the entire guest experience and can be used by a guest to set a wake up call, order a special dietary meal from room service, book a taxi or car from valet parking, or to check their bill before checking out.

Another example of ICT being used to personalise the customer experience sees a guest arriving at the airport receiving a welcoming text from the hotel on their smart phone. By responding to the text they are automatically checked in and sent the room assignment details by another text. On arrival at the hotel they can go straight to their room and use their smart phone as a room key. The technology, being deployed by the likes of Holiday Inn Express, is compatible with all the major electronic door locks on the hospitality market, and works with all of the estimated four billion cell phones on the current mobile consumer market.

For the guest it leads to better guest service and richer guest experience, allowing them the option to bypass the front desk. For the hotel, it means a reduction of operating costs at the property, and generates a ‘wow’ effect and innovative image about the hotel. And for the environment, it means a reduction of plastic card waste.

Elsewhere, technology known as machine-to-machine communications, where computer chips are embedded into hotel assets are starting to make an impact. One US chain is equipping its room service carts with the

cart is placed outside the room door and the onboard microchip inside the cart alerts housekeeping to come collect it.

A lot of the technology advances being made in the hospitality sector are actually being driven by the ICT that guests enjoy when they are at home, and the desire to be

constantly connected to the wider Internet for both and work and leisure.

There are said to be 93 properties currently in the planning and construction phase in the UAE and many

into every room. They will be rolling out a super-fast better-than-home 100 Mbps Internet service, which is fast enough to download a CD in just three seconds. For hotels already in operation, however, which are

by inadequate broadband capacity being fed into the hotel. In this context, a hotel guest could feel constrained

negotiated with its telecommunications service provider.But now, thanks to new Bandwidth-on-Demand

services, such as the one introduced by du in Dubai, a

service on top of which it can take extra bandwidth

needs, guest requirements, occupancy rates or some temporary hosting of an in-hotel special event, large business meeting or conference. There is a real need for such offers in this sector. Demand for broadband is soaring. Over the last three years, the volume of guest data travelling across a hotel network will have quadrupled typically. And this trend will continue, as applications favoured by guests become more video-centric and bandwidth hungry.

Hotel guest experience is shaped as much by their Internet experience, as it is by the comfort of the hotel bed or by the quality of hotel dining, so highly-available broadband services have to be provisioned in a cost-effective way that meets both the economics of the hotel, and its guests. Bandwidth-on-Demand is one way hoteliers balance the commercials of broadband provision

Customer experience management emerges as a critical success factor and ICT as the key to managing a guest’s experience at all stages of a visit.

56

Gaining a better understanding of such customer needs and preferences - guest intimacy, as IBM calls it - can enable the delivery of personalised services that will help increase customer satisfaction, lower service costs and improve guest loyalty.

with the richness of guest experience. With Bandwidth-on-Demand guests can buy premium in-room services that give them access on a pay-as-you-go basis to a dedicated super high-speed service with an unlimited number of devices per room allowed access. Alternatively, they could pay a smaller charge for shared access to a standard in-room service, or rely solely on the free in-lobby WiFi access. This gives customer choice, which invariably leads to better customer experience.

Simply by installing a du management gateway alongside the existing Internet ISP gateway, a hotel’s IT staff can pull down burstable bandwidth on an as-needed basis. In-hotel events and Internet access for business meetings can be better managed as a result. This option provides new revenue generation opportunities for the hotel, helps it build differentiation from the competition, while at the same time proving to be more reliable in the context of the high-speed access that hotel guests now take for granted. Guests want the same if not better Internet and IPTV experience in their preferred hotel as they enjoy at home.

is a focal point - and for more than one reason. It is becoming a key Internet portal and entertainment hub, ultimately with smaller devices such as smartphones and tablets connecting remotely to the room’s network and television, acting as a hand-held control device. We have already seen the arrival of the Hotel TV (HTV) and the likes of Samsung’s Hospitality Displays which will allow content including movies, photos and music in enabled personal devices to be seamlessly shared across the in-room wireless network between the device and the TV. Guests who have access to HTV will also be

able to navigate easily through hundreds of channels by categorising them by country and genre. Other features include full HD capability, Soundbar technology, with MP3 cradle, to provide a deeper audio experience and wireless subwoofer. It means that personal content can be enjoyed on the vivid larger screen, helping to enhance the overall entertainment experience for the guest.

In the GCC, which is seen as a global hub for tourism - and especially in the UAE where tourist arrivals are likely to grow at a CAGR of 5.3% between 2012 and 2022 - hotel guests originate from every corner of the map. So the language of written and verbal interaction has become an aspect of customer experience which is much appreciated by guests. The Hilton chain, for example, which has been an early adopter of tablet technology to provide a broad-based guest experience in a guest’s native tongue, including control of in-room media and entertainment. For the increasing number of Chinese guests, for example, this now includes a Chinese TV station delivered over the IPTV network.

Over two-thirds of travel industry professionals surveyed for the Amadeus study agreed that guest motivations will become increasingly fragmented and diverse and harder

And, as IBM points out, this brings with it some new and very unique challenges.

Serving narrow segments requires a comprehensive programming of consistently capturing and retaining guest preferences at every guest touch point. In its view of factors that are shaping customer experience,

Hoteliers should focus on three key imperatives: * Optimise each guest interaction according to

* Empower guests to customise their experiences beyond the segment level.

* Deliver consistent products and services in


published by IBM as ‘Hotel 2020: The personalization paradox’, the company notes that an emerging and increasingly powerful source of information about guests and their unique preferences is social media. “In all its forms, social media is a mechanism by which individual consumers share opinions and information that reveal their preferences. The dual challenges for hotels is collecting this information with the permission of the consumer and analysing the collected data fragments to form a comprehensive picture of their hotel-relevant preferences.” The aim is to turn these views into information assets which can be deployed by hospitality businesses to enrich the customer experience.

An excellent case is cited. If a frequent business traveller declines the parking option on arrival each time he visits a hotel property, the check-in function should

detect this pattern of behaviour and replace this offer with

round-trip shuttle service to a restaurant. Gaining a better understanding of such customer needs and preferences - guest intimacy, as IBM calls it - can enable the delivery of personalised services that will help increase customer satisfaction, lower service costs and improve guest loyalty. Ultimately, personalisation will enhance the customer experience and can result in the development of specialised services – delivered according to current preferences – for which guests will be willing to pay a premium. IBM maintains that - paradoxically - is it in standardising the ways a hotel leverages data sources to capture more consistent guest information across all touch points, that will help them provide the differentiated customer experience guests expect.

MIDDLE EAST

THE FIRST INTERNATIONAL CONSUMER TRAVEL MAGAZINE IN THE UAE

Want to get lost?Get a handle on the hottest destinationswith Lonely Planet Traveller Middle East coming soon

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


TRENDS

The latest products, launches and services to make a difference to your business

Trend watch: November 201260 Product Watch

This month’s hot objects

includes a smart TV.

IT How using a private cloud

helps Rotana’s operation.

SpasWhat’s hot today in the

regional spa market?

TechnologyMore and more managers are

working for their MBAs.

SignageUp to date on Wayfaring? You

need to be.

66

64

62

64

6866

62

68

60

Product watchThe world’s most useful and innovative new designs, delivered to

you, every month

TRENDS / PRODUCT WATCH

RETHINK FOR STARCK

Philippe Starck’s Starck 2 range of washbasins

are classics: the ‘circular’ washing bowl actually

an oval to give an organic, flowing character.

Now relaunched by Duravit, the range has been

LAUFEN PALOMBA

New additions to Laufen’s highly successful

Palomba collection include iconic pieces the

Menhir washbasin and bathtub, plus a series

of countertop washbasins, and a new range of

modular furniture which offers a great way of

adding colour and storage space into any sized

bathroom. The company’s Case furniture range is

also expanded with new vanity units in widths

ranging from 450mm to 1800 mm. They can be

combined with practically all Laufen washbasins.

The collection also includes a medium and a tall

cabinet and a tall cabinet with two or four glass

shelves and is available in the trend colour of

white, or limed or anthracite oak.

www.laufen.co.uk

redesigned to be finer and more contoured. The

Starck 2 washbasins continue the successful

relaunch of the toilets and bidets from this range.

www.duravit.com


LED SPIKE LIGHTS

The new model GLP Spike Light

(from Global Light & Power

outdoor range) features

a lockable swivel nut for

the adjustable neck, a

smooth circular lamp head,

and a longer, serrated spike for

excellent stability in sandy soils.

It has dark bronze colour that

allows the light to disappear

into the landscape during the

day as well as high performance

and durability. Manufactured

with solid die-cast aluminium

and using only Nichia LED from

Japan, GLP spike lights come in

three sizes (4.5W, 8.5W or 12W)

and all come with an IP66 rating

and a three year guarantee. Stock

available ex-Dubai.

www.globallightllc.com

e Light

wer

ad,

ke for

dy soils.

that

pear

g the

rmance

ured

nium

D from

ome in

r 12W)

6 rating

ee. Stock

om

THE CANAPE COLLECTION

Indigo Living presents the Canapé

Collection. This exclusive collection infuses

your room with splashes of modern chic

elegance and tradition, featuring pieces

dressed in top-quality leather and includes

fashionable two to three seated sofas,

wingback chairs and elegant stools. An

atmosphere of irresistible comfort and

warmth with alluring pieces which Indigo

Living is known for.

www.indigo-living.com


PRODUCT WATCH / TRENDS

SMART HOTEL TV

The LG Pro:Centric Smart offers all the

customisable tools that its partners can use

to optimise their hotel TVs with IP-based

programmes, Web-kit and HTML5.

With this expansion of control methods comes the

ability to provide premium hotel services without

the need for a set-top box.

Additionally, more services such as enhanced

connectivity and display sharing are available

to guests using LG Smart TV technology.

www.lg.com/ae

I DRINK LOCAL

MBLM, an agency focused on creating intimacy

between people, brands and technology, has

launched the ‘I Drink Local’ initiative, which aims to

bring attention to the fact that many restaurants and

cafes in the UAE do not serve local brands of bottled

water. It’s Web site provides facts and observations

about why switching to locally bottled water and

insisting on locally bottled water brands can bring

about a positive impact on the community.

www.idrinklocal.com


TRENDS / C

Creating a private cloudEntiretec has initiated a platform for Rotana Hotels where all managed services can be offered via a SaaS model within a private cloud. Julian Kraft, Managing Director of Entiretec Middle East, explains this bespoke approach.


IT / TRENDS

Entiretec has been active in

the Middle East market for

the last few years, working

with hospitality brands like

Movenpick. As a company, nearly

50% of its global business still comes

from other verticals like industry

and manufacturing and it’s this best

practice and new technologies that

Julian Kraft is adapting for the local

hospitality market.

“The way we work is to invest

a lot of time to adapt our services

to the vision of our clients and we

have a few key accounts in different

regions. Clients like Rotana have

been so successful because they

have a clear vision and strategy,” he

says. “Everything we do is based on

a managed service model, so there’s

no CAPEX investment needed.

Everything we do from the hardware,

the service, the support, the SLA is

all in a monthly fee and that’s our

approach from day one. We only

provide solutions not just products.”

Entiretec has spent the last three

years working with the board of

Rotana Hotels to understand the

strategy and vision and provide them

with a platform that implemented

a centralised HSIA profile

management, a two node approach

for the guest related information

sitting in two data centres, a Rotana

wide landing page in its CI, the

seamless integration of a guest app

and enabling voice services into the

Web site and the guest app.

“It’s not what we have done with

them, in terms of technology but how

we adapted what was available and

put it to use. We had our first talks

with Rotana three years ago, almost

four years. We had an idea, because

there were around 30 hotels, now

they’re 40, which was the perfect size

for us. It was an interesting way to

consolidate services but not through

a public cloud but through a private

cloud that we built for them, and

then we could manage the services

in whichever way they desired,” Kraft

explains. “We were able to achieve

an entire rollout in three and a half

months with no interruptions or

delays, it was like clockwork. We’re

very proud of that. We’re still working

on additional services for

them. We don’t look at it

as a product, but we offer

solutions so we can keep

on adapting their service

offerings as the brand

grows and changes.”

Through this compiling

of all the various

apps and integration

software into digital

layers and hosting them in a private

cloud, which can be replicated for any

additional properties, the company

has managed to allay any security

issues that many hoteliers have about

using a public cloud.

“If you don’t manage a cloud

properly you are going to have

security issues. If you’ve got a chain

and you go with Google mail, that

is fine, but guest related services,

that needs to sit in a private cloud,

which is what we believe,” says Kraft.

“What we do manage the firewalls,

and all the traffic in and out and all

the managed services, all looked after

by us, so there are no security issues.

Most importantly, there’s flexibility.

If Rotana don’t want to work with us

in the future on some services, they

just take whatever they have now and

give it to someone else to manage.

They know they’re not hooked in for

20 years and if they don’t want us any

more then they have a choice.”

This focus on services and bespoke

solutions marks Entiretec out from its

competition which Kraft believes is

still firmly locked onto selling more

silo approaches to hoteliers who

perhaps are not at the cutting edge of

IT and whom might not understand

the potential of working closely with

IT departments on future strategies

for the chain.

“The key with Rotana is that the

people at the top are part of the IT

strategy and they keep IT central to

their future plans. With a lot of other

clients, their IT is nowhere near the

board and strategy trickles down

to them and you end up with a silo

approach again. The IT departments

need to start working more closely

with the boards of hotels

and whoever is in charge

of their vision and their

future plans to explain

how they can aid this

development and be ready

to enable this business.

The GMs and board

members are not

informed enough

about what is out

there and the potential to adapt

existing technology. We don’t have to

go out and build something new, we

just need to take out what we need

and use it logically for hotels,” he

explains. “Our benefit is that we have

best practice from other industries

and we bring that in. You don’t have

to reinvent the wheel every time, a lot

of the things that would really aid the

hospitality industry are already out

there. In the future our plan is for our

hospitality vertical to be 50% of our

global business.”

With the managed serviced Rotana

Hotels project under its belt, three

years of investment has paid off.

Entiretec is now on the look out for

similar key accounts of medium sized

chains where it can play a key part in

that brand’s evolution.

“Ideally to achieve this for a client

we could do with their vision for the

next three years, five years is almost

too hard to predict. With Rotana we

signed the agreement as Entiretec

Group not just the Middle East so

that we can aid them no matter

where they want to expand. We do a

business relation agreement not just

a pipeline agreement as we wanted to

see how we work together to begin

with. Our managed services contracts

run for 36 months and we have a

tailormade solution. We change it

constantly within that time frame to

adapt and improve on what the client

then needs and requires, so when we

come to renew we can integrate more

services into that solution, whatever

they may be.”

We were able to achieve an entire rollout in three and a half months with no interruptions or delays. It was like clockwork.Julian Kraft

AMOUNT OF FUTURE GLOBAL BUSINESS WE

THINK IS RIGHT FOR OUR HOSPITALITY VERTICAL

50%


TRENDS / SPAS

As he’s just about to jet off to the

High Design convention in

Bali, the Managing Director

of Barr + Wray, Peter Rietveld,

talks us through how Barr + Wray has

cemented its reputation here in the

Middle East for offering consultative,

educational services that reduce

operational costs in the long run,

and where the company is looking

to expand in the future. Barr + Wray

has 50 years experience in offering

spa and pool engineering services and

has worked with a long list of five star

brands in the region.

PastWe are now finishing a lot of projects

which were started several years ago.

We have just finished a large project

in Kuwait for Jumeirah hotels, 4,500

sq.m. which we have been involved

in for the last four years and it’s in

the process of snagging and training

now. Some projects are a never ending

story, they can drag on and on and on.

Different people think differently and

their expectations are also different.

In terms of trends, we still see a

huge demand for hammams here in

the Middle East. Obviously they have

We have just been awarded a new project in the Burj Khalifa for a health club and spa for residents in the tower and hotel guests.

Peter Rietveld

Managing Director

We take stock of Barr+Wray’s past, present and future.

Special spasits roots here, but whereas the States

are more of a day spa area and Europe

focuses more on the health benefits

and is more thermal based, hammams

really do hold sway in the Middle East.

We still see a love of a VIP area here

as well.

PresentWe have just been awarded a new

project in the Burj Khalifa for a health

club and spa for residents in the tower

and hotel guests. It will be over four

floors with a swimming pool and also

a large gym and thermal experiences

as well as four experience showers,

which is small for us but very exciting

project. There’s a time constraint on

this one as well, which always makes

things more interesting.

Our projects are global. We might

have architects from America, the

project in Asia and we’ll project

manage from the Middle East.

My last conference call was between

Abu Dhabi, Australia and America!

Dubai’s expanding again, we have a lot

of new projects coming in and existing

projects which are now being finished

off, which feels great.

The UAE and Qatar are very

important for us. We have four

projects in Qatar at the moment and

we have projects coming up in Saudi

Arabia and Bahrain and Oman. The

problem with somewhere like Oman is

that everything runs so slowly and you

have to expect that.

From the start to procurement,

manufacturing, shipping and fitting

and installation, a project could take

as little as three to five months for a

normal hotel project, which ideally

takes a whole 18 months to two years

but we all know everything takes a lot

longer out here.


SPAS / TRENDS

We do reject projects sometimes.

If someone wants to do something

on the cheap, then we don’t tend to

take it on. We obviously work with

clients on the most cost effective

way of doing things and we will see

if we can exchange for a little less

beautiful or funky and make it more

straight forward but if clients still want

reductions after that then we wouldn’t

do it. Buy cheap, buy twice.

FutureThe local market is really growing and

we need more intel and more people

to cope with the demand. We’ve had

an exceedingly busy year and if all our

current projects fall into place, this

will continue.

We’re hiring a Sales Director and

Project Director from our Scottish

office as we need more hands, which

will take us up to 17 people and we’re

also looking for more people on site.

We do have some work sub-contracted

out. We’d like to be able to take this

back in-house but we want to make

sure we have enough work for them

52 weeks a year, but it looks like that

will be the case. As we know projects

do take years sometimes - for example,

a project in Qatar, which has been

delayed for the last three years, has

suddenly just got moving.

We’re also looking more into India,

we have an office over there and four

projects there at the moment.

We’re also waiting for Africa to

stabilise and develop a little more

because that will be a huge market

in the future. We’ve also got projects

going on in Morocco and Tunisia,

Libya and Egypt. Then our next focus

will be South America, so we need to

speak Spanish!


TRENDS / C

The Glion Institute of Higher

Education is an international

hospitality management

institution based in Switzerland,

which has been offering degree

programmes that combine industry

knowledge with managerial skills and

personal development for nearly 50

years, initially on campus and now

Facing up to changeThe pace of change and the ever more present use of technology is creating a demand for a new kind of hotel management, believes Dr Martin Senior, Lecturer & Program Leader Online MBA at the Glion Institute of Higher Education.

increasingly on-line.

Dr Martin Senior, in Dubai to

present the keynote address at the

Restaurant Business Conference

(organised by CPI, publisher of

Hospitality Business ME), heads

up the on-line MBA programme

which is increasingly seeing senior

management use Glion to skill up and

be more effective in changing and

challenging times.

“The industry is getting a lot harder

thanks to technology and managers

need to be more skilled,” he insists.

“The speed of change is increasing,

customer demands are changing and

wherever a hotel touches suppliers

or other players there’s a technology

interaction. The problem for many

general managers is that, except in

the big corporations, they don’t really

have CIOs or IT Directors - the GM

is still captain of the ship and needs to

understand all these issues.”

So, if technology is everywhere,

shouldn’t GMs have more specialist

staff handling these issues for them?

“You can’t separate the technology

from the business. Technology isn’t

nds

What is different is, for example, the way that bigger brands are linking to technology and using the power of branding.


TECHNOLOGY / TRENDS

Technology isn’t everything - managers also need to cope well with people, either internally through leadership skills or externally through communication skills.

Dr Martin Senior

Regional groups and Glion

Glion is currently working with the following

regional hotel groups:

Accor

Hyatt

Rotana

Taj Hotels

Ritz-Carlton

Banyan Tree

IHG

Representation of regions

24% EUROPE

39% ASIA

17% AMERICAS

20% MENA

just duplicating existing processes,

it’s enabling new ways of doing

business and that’s what GMs need

to grasp. They can’t offload the

function. Trouble is, whilst most

are trying to think rationally about

such issues, many have fears of

technology and may not have very

advanced understanding. That’s

when studying for an MBA can really

help - you’re sharing information

not just with the tutors, many of

whom work in industry and have real

practical experience, but you’re also

collaborating and discussing with

industry colleagues.”

Of course, there’s more to a GM’s

skill set than IT - they need to be

equally up to speed on issues like

quality assurance, environmental

regulations and much, much more.

“The same complexity is in every

field and every senior manager in the

hospitality business needs to be able to

hold it all together. They need to look

capable, even if they’re winging it!”

Does Senior see competition as

much of a challenge as change?

“No, competition is always there,”

he asserts. “What is different is, for

example, the way that bigger brands

are linking to technology and using

the power of branding. Technology

isn’t everything - managers also

need to cope well with people, either

internally through leadership skills or

externally through communication

skills. The dichotomy is this: if you’re

in hospitality then almost by definition

you’re a people person; however, you

also need to be a numbers person and

they generally aren’t as comfortable

with people. So one thing we see in

students is a realisation that they must

get to grips with the financial side.”

Why then does a senior or middle

manager feel the desire to devote a

couple of hours a day for two years to

an on-line MBA qualification? “For

many, as well as needing an external

recognition certificate, it’s a great

experience. As you know, education

is a powerful thing and students go

back to their jobs with a different

perspective, a richer one. As people

move up in the hospitality business,

they do need to be more professional.

We also find that some students use

what they have learned with us to

transfer to a different career, as a lot of

the management courses we have are

fairly generic. Our industry as a whole

need to be professionalised. We need

to catch up.”


TRENDS / SIGNAGE

No longer just places to stay

the night, today’s hotels have

become meeting places, dining

and entertainment destinations

and more.

These additional facilities can have

a big impact on guests’ experiences,

helping turn them into regular

customers, and often also bring in

significant revenue for the hotel in

their own right. However, guests are

often left unaware of many of the

amenities on offer during their stay.

The traditional response has been

to include ever-growing volumes of

leaflets, flyers and brochures in guests’

rooms, yet the role that effective

signage can play is often overlooked.

Wayfinding and signage consulting

is a relatively new concept for hotels.

Frequently signage is something

done by a signage fabricator during

A properly planned and implemented Wayfinding Masterplan can be like a friendly face, guiding guests on their path.

Jason Lewis, Founder

and Managing Director

Giving you aJason Lewis, Founder and Managing Director of Limah Design Consultants, highlights the importance of proper wayfinding within a hotel property.

the final days of construction based

on the operator’s brand and signage

guidelines. In my experience these

guidelines are quiet loose and tend

to focus on the branded signage

only, leaving a gap when it comes to

navigation. Many luxury hotel brands

insist developers spare no expense on

the interior finishes and materials, so

it’s surprising that so little thought

goes in to signage. A lack of clear and

effective signage at key locations can

have a big impact on revenues for

amenities that charge, such as spas

and restaurants.

Before engaging a Wayfinding

consultant, hotel developers and

operators are wise to assess the

consultant’s approach and experience

prior to engagement. The term

Wayfinding is used loosely by many

design companies and can often mean

simply designing signs, which is only

a mere step above going directly to a

sign fabricator. Developers can solve

this issue by bringing on board a

professional Wayfinding consultant

in order to properly address the guest

experience throughout the entire site.

The role of the consultant is

to create a complete Wayfinding

Masterplan. These Masterplans are

not only about incorporating the

operator’s brand, but must focus

on improving guest experiences

and increasing revenues for hotel

amenities. By thoroughly researching

the site and analysing plans and

pathways, a consultant can aid guests

in understanding the hotel space and

all the services available to them.

A Wayfinding Masterplan should

further seek to understand how staff

will communicate with guests. By

ensuring that both signage and staff

use the same terminology, guests are

presented with a consistent experience.

A properly planned and implemented

Wayfinding Masterplan can be like a

friendly face, guiding guests on their

path. It reinforces the message that the

hotel and the brand are well-planned,

organised, safe and caring.

In terms of design, signage should

be an extension of the architecture

and interior spaces. Signage that is

integrated into the architecture must

complement and be at harmony

with the overall design. Signage

should be viewed as a touchpoint for

guests, an opportunity to connect

and communicate. Therefore poorly

designed, misplaced, or uninformative

signage is a missed opportunity for

hotels. When revenues are down for

food and beverage locations in hotels,

it could be due simply to guests not

being aware of these offerings. Both

indoors and outdoors, key locations

to communicate with guests must

be fully understood and developed

with the aim of increasing revenues.

Wayfinding and signage in hotels,

when fully understood, planned and

integrated, can enhance the hotel

brand, increase revenues, and improve

the overall guest experience.

sign

1,000 F&B COMPANIES LOOKING FOR BUYERS

at SIAL Middle East

Under the Patronage of H. H. Sheikh Mansour Bin Zayed Al-NahyanDeputy Prime Minister of the UAE, Minister of Presidential Affairs and Chairman of Abu Dhabi Food Control Authority

Strategic partner:

at SISS AII L Midii ddd ldd e ll EaEE saa t

SIAL, a subsidiary of Comexposium Group

1,000 FOOD & BEVERAGE COMPANIES LOOKING FOR BUYERS

at SIAL Middle East Order your entry badge at

www.sialme.com Fast-track entry is available for all pre-qualified and

pre-registered visitors.

26-28 November 2012, ADNEC

Co-located with:Culinary partners:

cpidubai.com

JOB WATCH


Job watchTime to move on? We can help. All jobs can be applied for throughthe Hozpitality Web siteEAM - ROOM DIVISION

Industry: Hotel

Department: Rooms

Level: Top Management

Location: KSA

Salary Description: Attractive

Posted: 23/10/2012

Start Date: ASAP

The EAM of this 5-star property in Al Khobar is

responsible for planning, organising, directing

and co-ordinating management activities of

the operations in conjunction with the General

Manager to achieve customer satisfaction

and quality service while meeting/exceeding

financial goals.

GENERAL MANAGER

Industry: Hotel

Department: GM


Location: UAE


Posted: 21/10/2012

Recruiter: CHA International

Start Date: As agreed

A 4/5 star internationally flagged hotel in

Dubai (Jumeirah), which received a complete

renovation in 2011 and has 250 deluxe rooms

and seven F&B outlets. Cabdidates should have

European/Western background and experience

with 4/5 star international hotel chains, plus a

rooms, sales and revenue background. A Family

Package is negotiable based on experience and

background

GROUP HR MANAGER

Industry: Hotel

Department: HR


Location: UAE


Posted: 23/10/2012



Based in Dubai with a UAE based company with

nine international branded hotels. Candidates

must have a minimum of five years experience

in a corporate multi unit environment or cluster

experience. UAE or GCC experience is a must.

Looking for a solid career and a good track

record of leadership skills within international

hotel operators.

CORPORATE DIRECTOR OF FINANCE

Industry: Hotel

Department: GM


Location: UAE


Posted: 21/10/2012



Based in Dubai for a UAE based company with

nine international branded hotels. A minimum

if five years experience in a corporate multi unit

environment or cluster experience is essential,

as is a solid career and a good track record of

leadership skills within international hotel

operators

DIRECTOR OF SALES & MARKETING

Industry: Hotel

Department: Sales & Marketing


Location: Qatar

Salary Description: Very competitive

Posted: 20/10/2012



This position is with a leading international

group. The Director is accountable for managing

the total sales efforts, This includes the

generation of all revenues consistent with

the company objectives; implementation of

sales performance management systems;

revenue management systems, and market

segmentation analysis for Group, Corporate,

Wholesale, and Transient. Additionally, this

position is strongly involved with key customer

relationships and takes an active role in the

business community by being involved in the

various trade organisations. Required: five

years hotel senior sales experience of which

at least three years has been at the Director

of Sales & Marketing level, plus demonstrated

knowledge/experience in advertising and

promotional activities. Must be a creative and

effective leader, possessing a high degree

of professionalism, sound human resources

and administrative skills, plus possess a

comprehensive understanding of the corporate

market.

COMPLEX IT MANAGER

Industry: Hotel

Department: IT

Level: Department Head

Location: UAE


Posted: 14/10/2012

Recruiter: Le Meridien Mina Seyahi Beach Resort


Successful candidarte will co-ordinate all

activities, operations and running of IT, whilst

actively displaying a proactive and

communicative leadership style.

EAM - SALES & MARKETING

Industry: Hotel

Department: Sales & Marketing


Location: UAE


Posted: 14/10/2012

Recruiter: One to One Hotels

Start Date: ASAP

An opportunity for a highly profiled EAM -

Sales & Marketing holding a solid sales and

marketing career background preferably in

the UAE. The EAM will join a team of dynamic

executives and will be required to have previous

experience in the field with high end resorts.

CHIEF FINANCIAL OFFICER

Industry: Hotel

Department: Finance (Corporate)


Location: UAE

Salary Description: AED 35K plus family package

Posted: 9/10/2012


Start Date: ASAP

Based in Dubai, preferred candidate is aged

between 40-50 and preferably is an Indian

national. Candidate should have worked at

international hotel chains, in charge of multiple

properties with Dubai/GCC Eeperience. CPA

holder is a plus.

CHOOSE A JOB YOU LOVE AND YOU WILL NEVER HAVE TO WORK A DAY IN YOUR LIFE.CONFUCIUS

JOB WATCH

HOSPITALITY BUSINESS MIDDLE EAST / 71cpidubai.com NOVEMBER 2012

GROUP DIRECTOR OF F&B

Industry: Hotel

Department: F&B


Location: UAE

Salary Description: CHA International

Posted: 06/10/2012

Start Date: ASAP

Based in Dubai for a UAE based company with

nine international branded hotels, the Director

will report to the Chief Operating Officer and

should have a minimum of ten years experience

and must have spent five years in a corporate

multi unit environment in Dubai. Candidate

will have a solid career and a good track record

of leadership skills within international hotel

operators. Job function is to enhance the F&B

offerings across all hotels and boost revenues,

concentrate on F&B in all franchised hotels and

develop F&B concepts.

GROUP CHIEF ENGINEER

Industry: Hotel

Department: Engineering and Projects

Level: Corporate

Location: UAE



Posted: 06/10/2012

Start Date: ASAP

Group Chief Engineer required for the corporate

office for a group of hotels, based in Dubai.

Degree/Diploma in Electrical or Mechanical

Engineering a must, plus a minnimum 15 years

experience, preferably in hospitality or the

service industry. Job involved an iIn-depth

review of capital projects of the group hotels,

the timely completion of capital projects, a

maintenance audit of the group hotels and

co-ordination with consultants, contractors

and hotel management teams. Knowledge

of HACCP, DM, DTCM guidelines on projects,

computer experience including hotel systems

such as BMS.

OPERATIONS MANAGER

Industry: Hotel

Department: General Management


Location: UAE

Salary Description: AED 35K plus family package

Posted: 22/10/2012

Recruiter: Al Manzel Hotel Apartment

Start Date: ASAP

Al Manzel Hotel Apartments Abu Dhabi is

seeking to hire an Operations Manager to

join a dynamic and professional team. 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 Controlling stock and orders to

maximise profitability. Dealing 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. A solid background within

the hospitality sector is required, preferably in

a similar environment and at a similar level.

A Bachelor’s degree required with a Master’s

in Business Administration preferred. Should

possess very strong interpersonal, computer

and selling skills. Self motivation, excellent

communication and interpersonal skills, good

management skills both with staff and guests

and enthusiasm to maintain the high standards

already achieved are essential. Has the ability

to communicate clearly in English and Arabic.

LEGAL COUNSELOR

Industry: Hotel

Department: Cortporate


Location: UAE



Posted: 21/10/2012

Start Date: ASAP

Based in Dubai for a UAE based company

with nine international branded hotels, UAE

experience is a must.

SALES EXECUTIVE - CORPORATES

Industry: Hotel

Department: Cortporate


Location: UAE

Salary Description: Competitive

Recruiter: Bavaria Executive Suites

Posted: 17/10/2012

Start Date: ASAP

We are seeking an additional team member to

join our expanding organisation. The successful

candidate will have experience in corporate

sales in Dubai/UAE, a positive attitude, a desire

to succeed and grow within our company a

strong personality and a UAE driving license.

DIRECTOR OF OPERATIONS

Industry: Hotel

Department: General Management


Location: KSA

Salary Description: Generous


Posted: 23/10/2012


Director of Operations for a stunning 5 star

luxury hotel in Madinah, with 469 rooms, new

dinning concepts, Kids Club anda Wellness

Center unique in Madinah. Requirements

are a minimum of five years experience

in a similar position, international 5 star

hospitality background, GCC/Middle East

experience preferred, a deep knowledge of

Opera and advanced Microsoft skills, a BA

or Masters in Hospitality Management, the

ability to systematise, delegate, analyse and

be pro-active, l;eadership and communication

skills, demonstrable teamwork and team

building skills to produce results. Age

preferred: 35-45. Candidate must have cross

cultural sensitivity and sense of responsibility

and integrity. The successful candidate will

be responsible for the entire hotel operations,

ensuring that hotel’s revenues are protected

and business objectives are achieved. Note:

Due to visa restrictions only open for Lebanese

and Syrian nationals.

CLUSTER REVENUE MANAGER

Industry: Hotel

Department: Revenue Management


Location: KSA



Posted: 20/10/2012

Start Date: ASAP

Cluster Revenue Manager for seven, mult-

branded hotels in Al Khobar. Requirements:

MBA or equivalent,five to seven years

experience in the same position or in an

International hotel brand, Opera/prologic

PMS experience, well exposed to GDS/OTAs,

yield management & analysis competencies,

Six Sigma trained, well mannered and strong

personality to lead and communicate.

I LIKE WORK - IT FASCINATES ME. I CAN SIT AND LOOK AT IT FOR HOURS.

Jobs supplied by:

JEROME K JEROME


COMMENT

A delicate balancePeter Goddard, Managing Director, TRI Hospitality Consulting talks about hotel management contract trends

Having provided market feasibility

and financial studies for the

Middle East for the last 30 years,

TRI Hospitality Consulting is

in prime position to comment on the

shifting sands between owners and

operators as they adapt to new market

conditions.

Owners gaining more strengthA key trend is a shift in negotiating

power in favour of the owners from the

operators. With the exception of a few

luxury operators, hotel management

companies are generally showing greater

flexibility in contract negotiations,

both in commercial terms and other

contractual obligations.

Competition and management fees The Middle East is one of the fastest

growing and most lucrative hotel markets

in the world. This has prompted a large

number of hotel operators to employ

considerable resources in order to

establish and expand here. Our recent

experience shows that new operators,

who do not have a presence but are

actively looking for opportunities

to establish themselves, often show

flexibility in management fees and other

contract terms to win the deal.

Operators are becoming more creative

in framing the management fee structures

as they move away from the traditional

‘3 plus 10’ formula towards performance

based incentive programmes, whilst the

more aggressive operators are ready to

drop the base fee lower or entirely.

Reducing contract terms The initial term of a hotel management

agreement is typically over 20 years with

renewal periods ranging from five to 20

years or more. While most well known

hotel management companies seldom

negotiated terms below this threshold in

the past, more operators are now willing

to consider shorter initial terms. The

threshold appears to be dropping to 15-

20 years in many cases.

Shrinking territorial exclusivity The significant growth in the

accommodation sector in Dubai and Abu

Dhabi have created immense competition

between hotels for market share. Owners

and operators are often faced with the

issue of territorial exclusivity where

the operator is not allowed to operate

another property under the same brand

within a certain radius from the project

under negotiation.

Unlike the other issues where the

owners are gaining upper hand, owners

will have to be more flexible in the future

with this as the exclusivity zones are

shrinking, as more hotel projects are

developed, operators are unwilling to

offer wider territorial exclusivity.

Performance and termination As hotel owners grow increasingly

concerned about the performance of their

properties from growing competition

and difficult market conditions, owners

frequently include performance tests and

performance-based termination clauses

in the management agreements to ensure

that hotel operators deliver on promises

or are penalised for failing to deliver.

With few exceptions, most hotel

management companies are now willing

to incorporate a performance-based

termination clause in the management

contract - considered a deal breaker by

many owners.

Technical servicesTechnical services offered by the operator

are assuming greater importance in

management contract negotiations.

While the fees charged by the operators

have steadily fallen over the years to more

reasonable levels, our experience shows

that operators are now more flexible

to negotiate capping the out of pocket

expenses (including the number of visits

to the site) as owners negotiate harder to

keep costs down.

As project timelines get shorter, owners

are now often demanding the operators

to start technical services after signing the

MOU but before consummating the full

management agreement. Most operators

are now willing to be flexible and

accommodate such requirements as they

adapt to changing markets and changing

requirements.

Peter Goddard is Managing Director

of TRI Hospitality Consulting in the

Middle East

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)