hospitality business me | 2013 february

Feature: A man’s world? How the changing face of the cosmetics industry will drastically change the hotel spa

Interview: Meeting GM Mark McCarthy, from the twin property that takes Rotana to the position of ‘Dubai’s No.1’

Q&A: From keeping on top of stock to electricity bills, hoteliers reveal how they make money on the hotel minibar

Trends: New Scotland Yard’s Mark Moles on improving hotel security to the benefit of guests, staff and local residents

Tenders: The latest projects and the supplies they need

In association with...

Publication licensed by IMPZ

GLOBAL HOTEL INDEX: Asia Pacific +0.5% - Americas +2.4% - Europe +2.8% - MEA +6.1% (Regional room occupancy increases 2012 average)

STATEMENT CITY The story behind the

world’s tallest hotel, set to make a statement even by Dubai’s standards.

00 Feb Cover final.indd 2 2/4/13 11:19 AM

Follow us on Facebook: www.facebook.com/sealyme Email: [email protected] Website: www.sealyme.com

In the hospitality business, what really matters the most is the netter comfort and guest satisfaction. We at Sealy are committied to better sleep that leads to better sleep thats leads to better business.

Put that deal to bed!

Sealy.indd 1 1/6/13 5:15 PM

cpidubai.com HOSPITALITY BUSINESS MIDDLE EAST / 1FEBRUARY 2013

CONTENTS

EDITOR’S LETTER NEWS AND DATA

DTCM NEWSTHE DEPARTMENT’S MOST RECENT EVENTS AND INITIATIVES

TENDERS

NEWS ANALYSIS: CRIME PREVENTION WHY SECURITY IS EVERYBODY’S RESPONSIBILITY

GM INTERVIEWROTANA’S MARK MCCARTHY ON DUBAI’S NEW DOUBLE DESTINATION

COVER STORYTHE STORY BEHIND MARRIOTT MARQUIS’ TALL ORDER

VP INTERVIEWACCOR’S CHRISTOPHE LANDAIS ON 6000 NEW ROOMS - AND 6000 NEW JOBS

ROUNDTABLEF&B MANAGERS ON DISCOUNT DINING AND DRAWING CROWDS

Q&AMAKING MONEY ON THE HOTEL MINIBAR

INSIDE SPAHOW THE SPA IS SLOWLY BECOMING A MAN’S WORLD

GULFOODALL THE INSIDE INFO ON THIS YEAR’S EXPO

PRODUCT WATCH

DUSOCIAL MEDIA AS A TOOL

APPOINTMENT NEWS & JOBS

COMMENTINSIGHT FROM REVPAR GURU

04

24

06

16

18

20

34

36

44

52

58

20

60

60

52

24

28

62

68

72

36

58

01 Contents.indd 1 1/30/13 4:42 PM

Hospitality Business DPS 270x414-E.indd 1-2Untitled-6 2-3Untitled-1 2 2/5/13 9:27 AM

1/20/13 4:45 PM1/31/13 5:03 PMUntitled-1 3 2/5/13 9:27 AM

COMMENT / EDITOR’S LETTER

PUBLISHER: Dominic De SousaGROUP COO: Nadeem Hood

ASSOCIATE PUBLISHERSAlex BendiouisDave Reeder

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

ADVERTISINGAlex [email protected] +971 50 458 9204

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

Ankit ShuklaSales [email protected] +971 55 2572807

PRODUCTIONProduction Manager: Devaprekash [email protected]

MARKETING & DISTRIBUTIONRochelle Almeida [email protected]

SUBSCRIPTIONSwww.cpievents.net/mag/magazine.php

PRINTED BYPrintwell Printing Press LLC, Dubai, UAE

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A publication licensed by IMPZ

© Copyright 2013 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 FEBRUARY 2013

Crime warningComplacency about safety helps nobody in the industry these days.

Crime is not necessarily something for Dubai to be ashamed of, but it is something that those who can, should do something about.

As a Dubai resident of almost

three years, and editor of this

magazine, I am acutely aware

of the role the city’s hotels

play in everyday life. From spas and

salons, to business meetings and

dining venues, Dubai’s hotels are not

only world renowned for being some

of the best, but they serve as a first

port of call for almost every service

available in the city, to residents and

tourists alike.

Which is why, when a press release

landed in my inbox, regarding

the re-launch of Dubai Police’s

security course, “exclusively for the

hospitality industry”, I wanted to

know exactly what was going on.

As the Arab Spring rocked almost

every neighbouring nation over

the last two years, and meticulous

restrictions and protocol remain in

place in airports worldwide, Dubai

retained its image as the world’s safe

haven with a flat-lined crime rate.

For those in the industry, it is

clear this isn’t the case. From the

assassination at Al Bustan Rotana,

to the printer-cartridge bomb

threat (both in 2010) and recent

convictions for theft and even sexual

offences, crime is opportunist and it

happens here, as it would anywhere

else. Crime is not necessarily

MELANIE MINGAS EDITOR

something for Dubai to be ashamed

of, but it is something that those who

can, should do something about.

It’s not just about training the

industry’s front line; as a patron myself,

I now question if our ‘everything

is fine’ attitude actually serves any

benefit. This is no longer just about the

reputation of Dubai, but the safety of

all those who reside and visit.

After speaking with the UK’s New

Scotland Yard DCI Mark Moles, who

will be promoting the course across

Dubai and the GCC over the coming

year, it’s clear that continuing

to ignore the threats that exist

everywhere else, is the greatest threat

of them all

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

On Twitter?

04 Editors letter.indd 6 1/31/13 3:34 PM

MANUFACTURE OF UNIQUE HOTEL CONCEPTS

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. 300 projects throughout the world every year

. Customized Solutions and Interior Design

. Competence, Logistics & Know-How

. Designed & Made in Italy

Selva Middle East L.L.C. Sheikh Zayed Road, Dubai Tel. +971 4 3411933 [email protected] www.selva-me.ae

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NEWS WATCH

cpidcpidubai.com6 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013

MENA NEWS

2,455 DUPLEX SIZE AT

ANANTARA ABU DHABI

New luxury standard for Abu Dhabi

Online bookings boost for DubaiLand's first hotel

Opening rate starts from AED 55,000 ++ per night .

Er

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DubaiLand’s first hotel, Abidos Hotel

Apartments, has reported 90% year

to date occupancy, with 65% of the

business driven from online bookings

and agents and an extra boost

provided by Dubai Shopping Festival.

“65% of this comes from online

sources be it online travel agencies,

brand website or e-bookings,

reflecting the high demand for

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The largest suite in the Emirate

of Abu Dhabi, with panoramic

city and mangroves views, has

been officially opened by a group

of tourism officials, high profile

reigonal executives and government

stakeholders.

Located along a 1.2 km stretch of

protected mangrove reserves, The

Royal Mangroves Residence, part of

the Eastern Mangroves Hotel & Spa,

by Anantara, offers its VIP guests

2,455 square metres of duplex living

space, with opening rate starts from

AED 55,000 ++ per night.

The suite features a private infinity

pool, a private swim up pool-bar and

a rooftop garden. It is described by

the operator as a “personal sanctuary

and the ultimate Abu Dhabi

experience”.

There is also a private entrance

and dedicated lift for privacy;

separate living areas, study,

kitchenette, a common lounge area;

a walk-in closet; butler’s pantry; rain

showers and oversized free-standing

terrazzo bathtubs. Guests also have

access to the executive lounge,

Kasara, a limousine service with wifi,

private chef, mixologist, 24/7 butler

and a massage and beauty therapist

during their stay.

Eastern Mangroves Hotel & Spa

is Anantara’s third property in the

UAE.

Dubai from a vast range of feeder

markets,” said Mina Habib, business

development.

“In addition, we are also

receiving FIT and corporate

guests,as well as airline crew,

enabling us to start building a

healthy customer base,” he added.

The hotel opened at the end of

last year and is the only one of 90

properties planned for the troubled

Dubai Land development.

As an introductory offer, the

Abidos Hotel Apartment has

launched a family package, offering

a two-bedroom apartment for

AED650, for up to three nights’

accommodation and inclusive of

buffet breakfast for two adults and

up to three children.

A

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sqm

06-10 news.indd 6 1/30/13 5:09 PM

NEWS WATCH

cpidubai.comom HOSPITALITY BUSINESS MIDDLE EAST / 7FEBRUARY 2013

16% OCCUPANCY INCREASE

IN AMMAN, JORDAN

DOWNS

UPS

£8,500

per calendar month, to live at The Ritz,

London, where Lady Thatcher now

resides, reportedly to avoid care home

costs

1,200passengers affected when 20 Dubai

bound flights and 14 Abu Dhabi planes

were diverted due to heavy fog at the

end of last month

6.3% YoY occupancy drop reported in

Canada, where the current average

hotel occupancy stands at 45.3%

100 hotels will be operated in India and SE

Asia by Starwood by 2015. Currently

there are 34 properties with 24 in the

pipeline

8,000 new rooms added by Louvre Hotels

Group in 2012, matching growth

targets

$14.6 billion growth achieved by Accor Group

globally in 2012

DOWNS

Ernst & Young’s November 2012

market report has signalled that

average occupancy across the

Middle East increased significantly

YoY, naming existing and emerging

hotspots, such as Dubai, Ammam,

Bahrain, Egypt and Saudi Arabia.

In Dubai, occupancy rose 2% to hit

80% overall. Compared to November

2011, rooms yield (RevPAR)

increased 3.8% and average room

rate marginally decreased by 0.4% in

November 2012.

Bahrain also witnessed positive

changes in its hospitality KPIs,

where the overall occupancy rates

increased by 7% year-to-date,

according to the analyst, due to

business events in the Gulf state.

Cairo saw an identical rise, with

Sharm El Shaikh reaching an above

average 12% increase. Sharm Al

Shaikh also witnessed the highest

year-to-date growth in Egypt in

terms of Rooms Yield, of 16.3%

Anantara will launch its first Dubai

property on The Palm Jumeirah in

September of this year.

The Anantara Dubai Palm

Jumeirah Resort and Spa will be a

five-star property owned by Seven

tides. With 239 guest rooms and

suites, clustered to maximise privacy,

130 rooms will offer direct access to

11,000sqm of lagoon pools.

Other special features will include

a private beach, three natural

lagoons, water sports, a shoreline

infinity pool, a 12 room Anantara

Spa sanctuary, fitness studio and

two tennis courts, in addition to

“elaborate entertainment systems”.

While the resort marks Anantara’s

first in Dubai, the operator already

has three properties in Abu

Dhabi: Qasr Al Sarab Desert Resort,

Desert Islands Resort & Spa and

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Anantara The Palm set for September

Eastern Mangroves Hotel & Spa in

Abu Dhabi City. Dillip Rajakarier,

CEO Minor Hotel Group, said:“We

are delighted to be partnering with a

progressive and respected company

such as Seven Tides to open our

fourth unique property in the UAE.

Anantara Dubai Palm consolidates

our brand’s focus on iconic

destinations and builds upon our

growing collection of properties."

Dubai average occupancy hits 80%compared to the same time period

in 2011.

In terms of monthly

performance, Cairo’s occupancy

rate improved 11% compared

to November 2011, with Sharm

El Shaikh increasing 6.0% and

Hurghada 5.0% compared to

November 2011.

Notably, in Amman overall

occupancy rates increased by 16%,

possibly due to “the onset of milder

climate conditions, in addition to

increased political stability” said

Ernst & Young.

The year-to-date room yield in

Amman is 31.7% higher than it

was year-to-date in 2011, with the

average room rate 3.1% higher than

it was year-to-date in 2011.

In Saudi Arabia, Jeddah increased

by 7%, and Madina 2%.

Compared to November 2011,

Riyadh’s occupancy rate increased by

17% in November 2012.

06-10 news.indd 7 1/30/13 5:09 PM

NEWS WATCH


NEWS IN BRIEFMENANEWS

$32.9m PROFIT FROM THE SALE

OF PLAZA HOTEL, NY

EMIRATES ACADEMY AWARDThe Emirates Academy of Hospitality

Management has achieved “outstanding

outcomes” in the recent International and

Domestic Student Barometer survey (ISB-

SB™) conducted by the International Centre

of Excellence in Tourism and Hospitality

Education, THE-ICE.

The Academy has participated in

THE-ICE ISB-SB annual benchmarking

survey, conducted in partnership with

the International Graduate Insight Group

(i-graduate), since 2011.

It is the world’s only tourism, hospitality,

events and culinary arts, student-focused

satisfaction survey, available exclusively

for its member institutions, comprising

of quality universities and private hotel

schools from some 10 countries.

MIDDLE EAST PIPELINE SHARED BY STRThe Middle East/Africa hotel development

pipeline comprises 480 hotels totaling

119,932 rooms, according to the November

2012 STR Global Construction Pipeline

Report. The total active pipeline data

includes projects under construction, in

the final planning and planning stages,

but does not include projects in the pre-

planning stage. Among the countries in the

region, the United Arab Emirates reported

the largest number of rooms under

construction with 20,030 in total.

Five other countries ended the month

with more than 2000 rooms under

construction: Saudi Arabia (16,496

rooms); Egypt (4692 rooms); Qatar (3764

rooms); Jordan (2447 rooms); and Morocco

(2329 rooms).

KINGDOM HOLDING RECORDS $32.9M PROFIT ON NY SALE

The sale of the Plaza Hotel in New York

means a profit of $32.9 million for Kingdom

Holding, which sold a 75% stake in the

property to Sahara India Pariwar. Kingdom

Holding sold its stake for $575 million.

The Saudi Arabian giant, currently funding

the 'mile high' Kingdom Tower, will retain

its 25% equity stake in the property.

Chinese restaurant Hakkasan has

opened the doors of its third Middle

East outlet at the St. Regis, Doha.

Designed by Woods Bagot UK, the

120 cover Hakkasan Doha features a

dramatic entrance through its iconic

long corridor in slate stone and offers

an additional capacity of 60 seats on its

outside terrace. Launched in London

in 2001, The Hakkasan group is owned

Rotana and Al ghurair Group executives at the official press launch of the new properties.

Opening takes Rotana to Dubai No. 1Rotana hotels is officially Dubai’s

largest operator following the

opening of its new flagship property,

Al Ghurair Rayhaan & Al Ghurair

Arjaan. Located in Deira, the

twin properties take Rotana’s total

inventory in Dubai to 15 properties.

The two new hotels also represent

Rotana’s largest ever room inventory

in a single project and will add 620

rooms to Rotana’s Dubai portfolio

– 428 rooms at Al Ghurair Rayhaan

by Rotana and 192 apartments at Al

Ghurair Arjaan by Rotana – bringing

the total room inventory in the

Emirate to 3795, the most significant

in a single city within Rotana’s

portfolio. The hotels are also the first

in Dubai to include the company’s

award-winning Zen spa concept.

Speaking exclusively to Hospitality

Business Middle East, GM Mark

McCarthy pledged not to upset the

market dynamic of the bustling

Deira district, despite the hotel being

fitted out to such a high quality it

will become a reference point for

Rotana in the UAE.

“We’re not going to come in and

undermine the other hotels in the

area, we are going to try and keep a

nice level balance. In the first year

our main target will be tourists,

because we need to stress test the

hotel and that comes with lower

rates. By the end of this year, we

are targeting 50-65% occupancy,”

McCarthy added, reporting a near

100% occupancy rate during the soft

opening phase from December 12.

Turn to page 24 for the full interview

with Mark McCarthy.

St Regis Doha opens signature F&B destinationby Abu Dhabi’s property investment

company Tasameem which also owns

Michelin-starred dim sum restaurant

Yauatcha in London.

Tareq Derbas, St Regis GM said:

“Hakkasan Doha completes our

extensive dining offering and will

certainly contribute to positioning

the hotel as Doha’s best culinary

destination.”

06-10 news.indd 8 1/30/13 5:09 PM

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Phillipe-le-bourhis-advert.indd 1 1/14/13 2:45 PMUntitled-1 1 1/16/13 9:08 AM

NEWS WATCH

cpidubai.com

GLOBAL NEWS

439 GUEST ROOMS AT CHINA'S

FIRST HYATT REGENCY


China’s first Hyatt Regency, the

Hyatt Regency Qingdao, has opened

on the Shandong Peninsula, beside

the Yellow Sea.

Not only the first Hyatt Regency

in China, it is also China’s first

upscale beachfront hotel, located in

Qingdao’s new business, commercial

and entertainment centre.

The hotel offers 439 guestrooms,

including 25 suites. All rooms feature

views of the ocean or beach through

floor-to-ceiling windows, set against a

backdrop of the Laoshan and Fushan

mountains. High-tech in-room

amenities include a 40-inch LED

flat-screen TV with cable/satellite

First Hyatt Regency for China

Orient Express Hotels Ltd. has

launched the Orient-Express

Associate Hotels programme and

announced its founding member as

the Hôtel du Palais, Biarritz, France.

Associate hotels will have access

to Orient-Express’ full suite of sales,

marketing and public relations

support in 17 key geographic

markets; global voice reservations

and dedicated distribution under the

Orient-Express GDS code “OE”; and

a fully aligned online presence with

next generation websites. Available

strategic partnerships include

the Bellini Club, Orient-Express’

preferred agent programme.

“The Associate Hotels

programme is an opportunity to

enhance our portfolio of iconic

travel experiences by partnering

with independently owned and/or

managed luxury hotels,” said David

Williams, chief marketing officer,

Orient Express.

“In return for providing access

to our highly valued international

sales force and strategic marketing

channels, this initiative enables us

to curate new destinations for our

guests to discover. Our boutique

collection is uniquely positioned to

work with like-minded hoteliers who

wish to preserve their established

individual brand reputation, but who

share the vision of the Orient-Express

umbrella brand, offering an equal

standard of authentic experience,

revenue return and service as our

owned properties.”

Four hundred Trip Adviser users

voted the Lauriston Court Hotel,

in Llandudno, as having the best

service in the world in the 2013 Trip

Advisor awards.

Owned and operated by husband

and wife duo Ian and Carol-Lynn

Robins, the four-star seaside property

also came sixth for best value –

offering B&B for £35/ night. The hotel

features 11 double and family rooms,

programming, as well as high-speed

broadband and wireless Internet access.

“This opening, in a popular

gateway city, is a significant

milestone for us as we continue

to grow our brands in China in a

sustainable manner,” said Christopher

Koehler, vice president of operations

for Hyatt Hotels & Resorts in

China. “We are very pleased to be

able to offer our signature brand

of hospitality and unrivalled guest

experience at Hyatt Regency Qingdao

and believe that this opening will

underscore our commitment to

creating preference for Hyatt-branded

hotels throughout China.”

All rooms feature views of the ocean or beach through floor-to-ceiling windows.

Hôtel du Palais, Biarritz, France.

Orient Express launches associate programme

Welsh hotel named world number one for serviceand was praised for cleanliness,

warm welcomes and home-cooked

breakfasts made to order.

At the other end of the scale,

Raffles Dubai was among the top

25 luxury hotels in the Middle

East and Istanbul and Marrakesh

represented the region in the top

20 destinations category. Dubai’s

Regis Kris Kin Hotel received the

‘Certificate of Excellence’.

06-10 news.indd 10 1/30/13 5:09 PM

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cpid

DATA WATCH

cpidubai.com12 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013

Eye on Saudi ArabiaEverybody has an eye on KSA, but Colliers International suggests that, in addition to the current planned properties, the market could absorb a further 34,882 economy rooms

KEY FIGURES

34,882

ECONOMY HOTEL ROOMS

COULD BE ABSORBED

IN KSA MARKET ABOVE

CURRENT PROJECTION

7

KEY CITIES IN KSA

HAVE NO BRANDED

ECONOMY HOTEL

STOCK

1,182

ROOMS EXPECTED TO

BE DELIVERED TO THE

MARKET ACROSS KSA

BY 2015

18 -21%

POTENTIAL IRR

INVESTMENT RANGE

27- 53% OF TOTAL DEMAND CAP-

TURED BY RIYADH, MAKKAH

AND MADINAH

-R

-R

R

R

R

R

R

R

0 5,000

10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 50,000

200 4 200 5 200 6 200 7 200 8 200 9 201 0 2011

Tourists Inbound ('000 s) Tourists Domestic ('000 s)

HISTORICAL TOURISM DEMAND

Source: Colliers International Research, 2012

0%

18%

0% 0%

42%

0%

12%

31%

52%

0%

-10%

0%

10%

20%

30%

40%

50%

60%

0500

1,0001,5002,0002,5003,0003,5004,000

Total Branded Total Unbranded %Branded

BRANDED VS UNBRANDED STOCK (ECONOMY HOTELS)

FORTHCOMING SUPPLY (ECONOMY HOTELS)

0100200300400500600700800900

1000

2012 2013 2014 2015

SUPPORTABLE ROOMS - EAST KSA

0

200

400

600

800

1,000

1,200

2013 2014 2015 2016 2017

Dammam Khobar Hofuf Jubail

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

2013 2014 2015 2016 2017

Riyadh Hail

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

2013 2014 2015 2016 2017

Jeddah Yanbu Jazan Abha Taif

SUPPORTABLE ROOMS - CENTRAL KSA

SUPPORTABLE ROOMS - WEST KSA

Source: Colliers International Analysis

12-14 Data watch.indd 12 1/30/13 5:22 PM

DATA WATCH

HOSPITALITY BUSINESS MIDDLE EAST / 13cpidubai.com FEBRUARY 2013om

KEY FIGURES

9

TULIP INN HOTELS

MAKING THE CHAIN

THE KINGDOM’S

MOST ESTABLISHED

157,430

ROOMS TOTAL SUPPLY IN 2011

22%

OF 2011’S NEW

STOCK WAS 3-STAR

-52%REVPAR

KSA HOTEL MARKET INDICATORS OCT 2012

RIYADH LUXURY

-17%ADR

-42%OCC

-43%REVPAR

RIYADH OTHER

-8%ADR

-28%OCC

29%REVPAR

JEDDAH LUXURY

21%ADR

7%OCC

19%REVPAR

JEDDAH OTHER

27%ADR

-6%OCC

16%REVPAR

AL KHOBAR LUXURY

5%ADR

10%OCC

32%REVPAR

AL KHOBAR OTHER

11%ADR

19%OCC

57%REVPAR

MADINAH

26%ADR

24%OCC

38%REVPAR

MAKKAH

4%ADR

33%OCC

1182 INTERNATIONALLY

BRANDED ECONOMY

ROOMS WILL BE

ADDED BY 2015

$5,333/ sqm MAXIMUM LAND

PRICE TO GENERATE

OPTIMUM RETURN

ON NEW BUILD

PROPERTIES

Hail

Madinah Riyadh

Eastern Province

Asir

Jazan

Qaseem

Makkah

Baha

Tabuk

Jouf Northern Borders

Najran

TabukEconomic City

Eastern Province Economic City

MaMaMMMMMMMMaMMMaaaadddddddddiddddd

zaaaaazaannnnnnnaaannaaannnnaaaan

Prince Abdul Aziz Bin MousaedEconomic City

Knowledge Economic City

JazanEconomic City

King Abdullah Economic City

Low Demand Capture (10%)

Medium Demand Capture (10%-20%)

High Demand Capture (20%)

TOURISM DEMAND CAPTURE

MARKET QUALITY

The Eastern Province, Jeddah and Riyadh have the largest amount of internationally branded Economy hotels, closely followed by Jazan. There are no quality internationally branded economy hotels in Abha, Jazan, Hail, Jubail, Buraydah, Yanbu or Al Ahsa, which are markets dominated by full service hotels and locally branded serviced apartments.

Markets such as Jazan, Hail and Tabuk are near upcoming economic cities, which are either being planned or are under development.

Source: Colliers International Research, 2012

017


DATA WATCH


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 internationally branded and operated properties

DUBAI OVERALL MONTHLY PERFORMANCE

% OCCUPANCY DUBAI - OVERALL HOTELS

AVERAGE ROOM RATE DUBAI - OVERALL HOTELS (US$)

Average Room Rate November 2011 - November 2012350

300

250

200

150

100

50

0

Aver

age

Room

Rat

e

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

REV PAR IN DUBAI - OVERALL HOTLES(US$)

Room Yield November 2011 - November 2012300

250

200

150

100

50

0

Room

Yie

ld


Occupancy % November 2011 - November 2012100

90

80

70

60

50

40

30

20

10

0

Occu

panc

y %


189211

241 235250 249

161

135116 117

148

261

281

217

254274 268

280 290

204174 167

188 204

302 309

8783

88 88 8986

79 7869

62

73

8791

$309HIGHEST ROOM

RATE RECORDED

SEPTEMBER 2012

91%PEAK OCCUPANCY

OVER SELECTED

PERIOD

$281PEAK REV PAR

REACHED SEPTEMBER

2012

KEY FIGURES

90.9%OVERALL AVERAGE

OCCUPANCY

3.7%OCCUPANCY INCREASE OVER

NOVEMBER 2011

10.8%REVPAR YEAR-TO-DATE

INCREASE, NOVEMBER

7.5%AVERAGE ROOM RATE

INCREASE NOVEMBER YTD

cpidubai.com

DATA WATCH


P.O. Box 184432Trade Center Road

T:04 255 2560F:04 255 2561

E:[email protected]

Crafting hospitality

A&T Group final.indd 70 2/4/13 10:13 AM


DTCM NEWS

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This place is not only for tourists but for everybody to have the chance to know and understand the culture of the Emiratis.” Al Marri Habib

Khan, CEO of Planet

Hospitality

R

Barjeel Heritage Guest House, a

traditional Emirati guest house giving

tourists and residents in Dubai a

chance to step back in time, has been

officially opened in Shandagha.

Dubai Heritage Village held a

ceremony attended by DTCM’s,

Majid Al Marri and key management

and staff of Planet Hospitality and

Arabian Courtyard Hotel & Spa, who

will operate the property.

A new classification will be added

to DTCM’s current star-rating

programme, specifically for this

property.

“We would like to congratulate

Planet Hospitality for preserving

our local heritage through Barjeel

Heritage Guest House. We have seen

an increase in the number of people

visiting heritage sites in Dubai and

there is a huge interest amongst

tourists coming to Dubai to know

about Emirati culture and traditions

so the Barjeel Heritage Guest House

will cater to this demand. Guests

staying here will have the opportunity

to experience the life of our people

during the early years of the city.

Everything that you will see here

reflects the culture and tradition of

our country so it’s like being a guest

to an old Emirati family offering true

Barjeel Heritage Guest House opens

In his capacity as Ruler of Dubai,

UAE Vice President and Prime

Minister Sheikh Mohammed bin

Rashid Al Maktoum has issued a

decree appointing Helal Saeed Al

Marri as the Director General of

Dubai Tourism and Commerce

Marketing Department (DTCM).

The appointment, effective

of January, will see Al Marri

concurrently holding this position

and upkeeping his currently

responsibilities as Chief Executive of

Dubai World Trade Centre (DWTC).

Helal Saeed Al Marri replaces

Khalid A. bin Sulayem.

Helal Saeed Al Marri appointed to lead DTCM

Arabian hospitality,” said Al Marri.

Habib Khan, CEO of Planet

Hospitality, said: “This place is not

only for tourists but for everybody

to have the chance to know and

understand the culture of the

Emiratis.”

All rooms at Barjeel Heritage

Guest House are furnished with an

Arabian theme and overlook the

courtyard. The hotel boasts round-

the-clock butler service, a number of

traditional dining offerings, private

functions and events.

16-17 DTCM news.indd 16 2/4/13 2:59 PM

DTCM NEWS

HOSPITALITY BUSINESS MIDDLE EAST / 17FEBRUARY 2013cpidubai.comom

First Dubai Green Festival announcedAs part of its commitment to

the UAE Vision 2021, to lead the

foundations of a green sustainable

economy that consolidates Dubai’s

position, and the UAE’s, regionally

and internationally in the field of

preservation of the environment,

DTCM has announced details of the

first Dubai Green Festival.

“Dubai Green Festival is the first

of its kind to target all segments

of society to increase awareness of

sustainable solutions in order to

preserve the environment,” said then

director general for DTCM, Khalid A.

bin Sulayem.

“This festival will gather expertise

and corporates to join forces to

Dubai’s Radisson Royal beat 38 other

properties to win DTCM’s 11th annual

Concierge Competition.

The Radisson Royal Hotel

Dubai Concierge Team - headed

by Naji Khatar - was chosen as the

“Concierge Team of the Year 2012”.

Also Melchor Lomboy from Radisson

enhance sustainable practices,

methods and solutions that everyone,

individuals or corporates can adopt

to enhance the sustainable economy

and preserve the environment.

At the festival, individuals will

have a chance to share their ideas

and to promote their aspirations

of the future of the environment

in Dubai. It will be the ideal

stage for public participation in

environmental awareness where

individuals will feel responsible for

the environment and will learn how

to practice social responsibility on

daily level.

“By the end of this festival

DTCM aspires to achieve its goal to

Radisson Royal honour from DTCM

raise awareness of environmental

sustainability practices,” he added.

The festival is expected to gather

large audiences on both individual

and commercial levels as well as

drawing regional and global attention

to Dubai’s sustainable ambitions.

The festival will feature

environmental activities targeting

all segments of society, including

workshops, presentations and

environmental competitions, an

exhibition to showcase environmental

friendly products, workshops to

enhance environmental knowledge,

and a display of eco-friendly

transportation. The festival will take

place over seven days in April 2013.

Royal Hotel Dubai took home the

award of “Concierge of the Year 2012”

while Mekonnen Getachew from the

team has been awarded as the “Best

Head Concierge of the Year 2012”.

Celebrating during an awards

ceremony on January 10, 2013 at the

Jumeirah Emirates Towers, GM

Cornelia Erhardt said: “I would

like to congratulate our team for the

great achievement and we are very

delighted with this recognition.

We will continue our focus on

delivering our Yes I Can! promise,

to create an unforgettable memories

for our guests.”

of

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e

16-17 DTCM news.indd 17 2/3/13 1:19 PM

18 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013 cpidcpidubai.com

TENDERS

TendersAll the latest information onthe tenders you need to know about

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

NEW TENDERS

$111mDHOFAR BEACH

RESORT

NEW AND CURRENT PROJECTS

Client name: Katara Hospitality (Qatar)

Address: Formerly Qatar National Hotels Company,

Katara Hospitality Bldg, C Ring Road

City: Doha

Postal/Zip Code: 2977

Country: Qatar

Phone: (+974) 4423 7777

Fax: (+974) 4427 0707

eMail: [email protected]

Website: www.katarahospitality.com

Nature of work: Supply of general and engineering

stores supplies to various hotels.

Cost of Tender Documents ($): 20

Last date of submission: February 7, 2013

Client name: Armed Forces Hospital Programme

(Saudi Arabia)

Address: Contracts Office, Bldg. No.100

City: Riyadh 11159

Postal/Zip Code: 7897

Country: Saudi Arabia

Phone: (+966 1) 477 7714

Fax: (+966 1) 478 4057

Nature of work: Supply of complementary and

therapeutic foods for a hospital.

Cost of Tender Documents ($): 2535

Last date of submission: February 24, 2013

Project Name: Hilton Hotel Project - Jabal Omar

Housing Development

Description: Construction of five-star Hilton Hotel

comprising (500) rooms.

Client Name: Jabal Omar Development

Company (Saudi Arabia)


Status: New project

Project name: Retail & Residential

Area Development Project - Al Maryah

Island

Description: Development of a retail and

residential area on Al Maryah Island (formerly

Sowwah Island).

Client Name: Gulf Capital Pvt JSC (Abu

Dhabi)

Country: UAE

Status: New project

Project name: Abu Dhabi Marina Bloom

Development Project

Description: Construction of Abu Dhabi Marina

Bloom including a five-star hotel, serviced apartment

building and two residential blocks.

Client Name: Abu Dhabi Marina (Abu

Dhabi)

Country: UAE

Consultant: Khatib & Alami Consulting Engineers

(Abu Dhabi)

Status: New project

Project name: Dhofar Beach Resort

Project

Description: Development of Dhofar Beach resort

comprising a five-star hotel with (130) rooms,

signature restaurants, food and beverage outlets,

leisure and water sports facilities, meeting rooms,

business centre, retail outlets, including a health club,

a spa and a ballroom.

Client Name: Taameer Investment Company

(Oman)

Country: Oman

Consultant: Hill International L.L.C

(Oman)

Budget (USD): 111,000,000

Status: New project

Project name: Distinction Tower Project

Description: Construction of 53-storey, 195-metre-

high Distinction Tower comprising (295 Nos.)

serviced hotel apartments, including a luxury spa, a

gymnasium and swimming pool.

Client Name: Damac Properties (Dubai)

Country: UAE

Consultant: ZAS/PSE Architects (Dubai)

Contractor: Al Nekhreh Contracting Company L.L.C

- ANC (Dubai)

Status: Current project

Project name: Mixed-use tower

Project-6

Description: Construction of 36-storey mixed-use tower

comprising a five-star hotel, an eight-level podium

containing high-end retail units and office space.

Client Name: Abdali Investment & Development

Company - ADIC (Jordan)

Country: Jordan

Consultant: Perkins & Will (USA)

Contractor: Dubai Contracting Company L.L.C.

(Dubai)

Budget (USD): 200,000,000


Project name: The Address The Boulevard Tower

Construction Project - Downtown Dubai

Description: Construction of 340-metre, 63-storey

The Address The Boulevard Tower comprising a 5-star

hotel and serviced apartments consisting of studios,

one-two-three and four-bedroom apartments.

Client Name: Emaar Properties PJSC

(Dubai)

Country: UAE

Consultant: Atkins International (Dubai)

Contractor: Brookfield Multiplex Constructions

Middle East L.L.C (Dubai)


Project name: Doha Festival City Development

Project

Description: Development of Doha Festival City

comprising a retail centre, an entertainment

par

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18-19 tenders.indd 18 1/30/13 5:27 PM

HOSPITALITY BUSINESS MIDDLE EAST / 19FEBRUARY 2013cpidubai.comom

TENDERS

FIND MORE TENDERS ONLINE AT WWW.HOSPITALITY BUSINESSME.COM

wer

y

tar

s,

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

showrooms.

Client Name: Al-Futtaim Group Real Estate

(Dubai)

Country: Qatar

Consultant: Mace Limited (Qatar)

Contractor: Arabian Construction Company - ACC

(Qatar)

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


Project name: Mall of Egypt project

Description: Construction of Mall of Egypt

comprising (380) stores along with associated retail

and entertainment facilities.

Client Name: Majid Al Futtaim Group

(Egypt)

Country: Egypt

Consultant: RTKL Associates Inc. (Dubai)

Contractor: Orascom Construction Industries (Egypt)

Budget (USD): 800,000,000


Project name: Convention & Exhibition Centre

Project

Description: Design and construction of a

convention centre comprising an auditorium with

capacity for 3,000 people, a 25,000 square metre

exhibition centre/multi-user sports centre, including

several hotels in five, four and three-star categories,

20 meeting rooms (each with 250 seating capacity), a

business park covering approximately 70,000 square

metres, restaurants, cafes, press centre, shopping

mall (125,000 square metres) and recreation facilities.

Client Name: Oman Tourism Development Company

S.A.O.C (Omran)

Country: Oman

Consultant: RMJM (Dubai)

Budget (USD): 1,700,000,000

Status: New project

Project name: Dubai Modern Art Museum & Opera

House District Project - Downtown Dubai

Description: Construction of Dubai Modern Art

Museum and Opera House District comprising a

modern art museum, an opera house, cultural

facilities, including two hotels, studios and leisure

facilities.

Client Name: Emaar Properties PJSC (Dubai)

Country: UAE

Status: New project

Project name: Emroc Abu Dhabi Towers

Project

Description: Design and construction of Emroc

Abu Dhabi Towers comprising two buildings, each

consisting of (37) storeys, including a five-star hotel,

a resort and hotel apartments.

Client Name: Morocco General Trading & Investment

Company - Emroc (Abu Dhabi)

Country: UAE

Consultant: Surbana Corporation (Abu Dhabi)

Contractor: Nurol Group (Abu Dhabi)

Budget (USD): 272,000,000


Project name: St. Regis Hotel Project - Nile Corniche

Development

Description: Construction of St. Regis Hotel

comprising (286) rooms and (217) hotel apartments,

including a four-level basement for 900 vehicles and

all associated facilities.

Client Name: Qatari Diar Real

Estate Investment Company

(Qatar)

Country: Egypt

Consultant: Michael Graves &

Associates (USA)

Contractor: Orascom Construction

Industries (Egypt)

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


Project Name: Jewel of the Creek mixed-use

development project

Description: Development of Jewel of the Creek

mixed-use scheme comprising four-star and five-star

hotels, furnished service apartments, a convention

centre, ballroom, office buildings, residential

buildings, a marina and landscaping.

Client Name: Dubai International Real Estate

Company

Country: UAE

Consultant: Kling Consult (Dubai)

Contractor: Al Habtoor Leighton L.L.C (Dubai)

Budget (USD): 800,000,000


Project name: Festival Center Project - Cairo Festival

City

Description: Design and construction of a closed

shopping centre comprising three storeys consisting

of (95) restaurants and coffee shops, retail stores,

including a combination of (300) international and

regional trademarks.

Client Name: Al-Futtaim Group Real Estate (Dubai)

Country: Egypt

Consultant: WATG (UK)

Contractor: Al-Futtaim Carillion (Dubai)

Project name: Hilton Hotel Project - Jabal Omar

Housing Development

Description: Construction of five-star Hilton Hotel

comprising (500) rooms.

Client Name: Jabal Omar Development Company

(Saudi Arabia)


Status: New project

Project name: Retail & Residential Area

Development Project - Al Maryah Island

Description: Development of a retail and residential

area on Al Maryah Island (formerly Sowwah Island).

Client Name: Gulf Capital Pvt. JSC (Abu

Dhabi)

Country: UAE

Status: New Project

Project name: Abu Dhabi

Marina Bloom Development

Project

Description: Construction of Abu

Dhabi Marina Bloom including a five-

star hotel, serviced apartment building

and two residential blocks.

Client Name: Abu Dhabi Marina (Abu

Dhabi)

Country: UAE

Consultant: Khatib & Alami Consulting Engineers

(Abu Dhabi)

Status: New project

Project name: Dhofar Beach Resort

Project

Description: Development of Dhofar Beach Resort

comprising a five-star hotel with (130) rooms,

signature restaurants, food and beverage outlets,

leisure and water sports facilities, meeting rooms,

business centre, retail outlets, including a health

club, a spa and a ballroom.

Client Name: Taameer Investment Company

(Oman)

Country: Oman

Consultant: Hill International L.L.C

(Oman)

Budget (USD): 111,000,000

Status: New project

Project Name: Distinction Tower project

Description: Construction of 53-storey, 195-metre-

high Distinction Tower comprising (295 Nos.)

serviced hotel apartments, including a luxury spa, a

gymnasium and swimming pool.

Client Name: Damac Properties (Dubai)

Country: UAE

18-19 tenders.indd 19 1/30/13 5:27 PM

cpidubai.com

NEWS ANALYSIS


I t made headlines around the

world; Hamas official Mahmoud

al Mabhouh, assassinated in his

Dubai hotel room in October

2010. The ramifications on the

Emirate’s reputation – in addition

to the political impact – were

severe. But the lasting legacy of

this incident, and others less acute,

will result in seismic changes in the

delegation of responsibility when it

comes to hotel security.

“The investigation by Dubai Police

uncovered many suspicious activities

with the assassination team,” shares

New Scotland Yard counter terrorism

liaison officer, DCI Mark Moles.

“For example, there was a man in

the foyer for three hours, wearing

gloves in spite of the Dubai heat.

They were all things that could look

innocent, but equally if you really did

look at them you would know that

something wasn’t right.”

In conjuction with the UK’s New

Scotland Yard, The Department of

Protective Systems of Dubai Police

has launched a training programme

entitled ‘Security Awareness Training

for the Hospitality Industry’.

The course, which has been

designed specifically for hotel staff,

has been described by Dubai Police

as equipping the hospitality industry

and its employees with “the skills and

knowledge needed to prevent and

combat potential security risks and

criminal threats”.

The course is delivered by a UK-

based company, Shield Security, but

it’s the brainchild of New Scotland

Yard and is being promoted to law

enforcement bodies across the Middle

East by Moles himself.

“The methods taught in this

course have prevented terrorist

attacks elsewhere and we have

arrested and convicted people as a

result of surveillance in hotels and

malls elsewhere,” Moles says of the

scheme that has trained almost 3,000

hospitality professionals in Dubai,

from the security staff themselves to

chefs and gardeners.

“I have a roadmap of best practice

that I am trying to introduce to this

region, but it takes time to get the

buy-in. We have done this in Dubai for

over 12 months, and we are also heavily

involved in Doha, Singapore, Asia, the

UK

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Dubai may have built its reputation on being the region’s safe haven but maintaining that security is everybody’s responsibility. New Scotland Yard counter terrorism liaison officer Mark Moles, answers your questions on the training course you can’t afford to miss

20-22 news analysis.indd 20 2/3/13 1:12 PM

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UK and Maldives. The concept is new

here but the UAE isn’t a guinea pig,” he

adds, reiterating Dubai’s dependence

on repeat visitors and the integral role

its reputation plays in this.

Each individual, the hotel and the

company receives a formal recognition

of completion of the course; endorsed

by New Scotland Yard, Dubai Police

and the UK Government.

“It is something tangible that

shows the individual has partaken in

significant training and the hotel gets

that recognition also.”

While the course is subsidised

by Dubai Police to the tune of 80%,

it is not mandatory. Instead, every

hotel in Dubai, and then moving out

to the other Emirates, will receive

an email from Dubai Police and an

invitation to meet and discuss the

benefits of the course.

“Dubai Police makes this one of

the safest cities in the world, but a

lot of things are happening in the

region and ‘we’ all together need to

be on the front foot.”

How real is the security threat in Dubai and how can hoteliers protect their properties and guests? There is crime here like there would

be in another city. Crime is very

opportunist and some of the biggest and

most iconic establishments across the

Middle East are targets for criminals.

This initiative isn’t in response to a

massive crime problem, because there

isn’t one. The threat from terrorism

is ever present, but no more here

than anywhere else. This is certainly

one of the safest places in the world

because of Dubai Police, but this is

about giving the hospitality industry a

different perception on security. This

is unique: it’s UK driven and has some

unique differences as to how most

people perceive security.

The programme is described as being ‘a tool to identify terrorist threats’. Can you explain what this means? It’s important that we don’t overdo

this. There is no greater threat of

terrorism in Dubai than there is

anywhere else in the world, but the

biggest threat is complacency. Those

who don’t believe the threat exists are

the biggest threat.

For example, what concerned me

for a while was valet parking. People

turn up to a hotel, leave their keys and

somebody then drives that vehicle into

the hotel. How many times do you

see somebody actually lift the boot or

look on the back seat? A lot of what I

do demonstrates that a rucksack could

be left in a car with a mobile-activated

or timer device inside and the hotel is

wide open to that attack.

We’re not saying that every time you

see a briefcase or rucksack in a car you

need to call the bomb squad, but if

something is suspicious and you’re not

happy about it, report it.

What can GMs do to secure their properties and guests?Invest in training! Because of the

sponsorship from Dubai police, the

cost of this course is minimal and

Shield Security is only covering the

cost of delivery of the course. This isn’t

a commercial venture, the benefits are

for those who partake. We all know

that security across the board is low

paid and transient with a high-

turnover of staff, and that isn’t just in

the hospitality industry. But if you

invest in security and making sure

staff remain motivated, you will be

effective.

We are looking for whatever the

security regime is in the hotel to

engage in the programme, and that

includes outsourced services.

If a hotel employs or outsources to meet its security requirements, why is this course necessary? Most of the establishments that have

visible frontline security are under

the impression that security is left

to the security industry to maintain,

for instance you will have visible

security staff and visible covert

abilities, like CCTV.

It’s quite understandable that hotels

rely on the security staff to be their

eyes and ears, but this is about making

sure that everybody is vigilant.

The applicable lesson from the

UK is that security, especially

for counter terrorism, but also

for crime as well, is not just the

responsibility of the security team.

This programme brings in the

concept that security is everybody’s

responsibility; from those in the

lobby lounge to the valet parkers

and gardeners. Nobody knows the

environment of a hotel like those

who work there.

Things that go on in the hotel

will be seen by those who work,

and sometimes also live, there. This

training programme is about giving

other members of the hospitality

community the awareness

training that will stop them from

rationalising and dismissing

suspicious behaviour.

Who do you need to train to reach course objectives? We look to try and get 60-70% of

all staff across the board in each

hotel engaged, and that can even

include chefs because they

still pass through

the premises.

Because it’s

difficult to

cpidubai.com HOSPITALITY BUSINESS MIDDLE EAST / 21FEBRUARY 2013

NEWS ANALYSIS

DCI Mark Moles, New Scotland Yard, counter terrorism liaison officer

DCI Mark Moles


release so many staff on a single

session, we conduct a series of

workshops over a period of time, if

needs be over as long as 12 months.

The scheme is also a refresher for the

security industry, vital because of the

turnover rates. One thing I have also

seen is that there is very little respect

for security staff and for that reason

we now include conflict resolution in

the training.

This is not a one off and it’s not a

one size fits all.

Why is the course not mandatory? Dubai Police doesn’t want to make

it mandatory because it says there is

enough legislation in the UAE. But

it has invested in it to such a degree

that there is really no reason why

hotels shouldn’t take up the offer. The

course is 85% subsidised so hotels

pay only AED20 per attendee and all

the hotel needs to provide is space

in which to conduct the sessions and

Powerpoint facilities.

A lot of hotels then come back and

say ‘It’s not mandatory so we’re not

going to do it’. That is disappointing

to see but the authorities do want a

return on those who don’t take it up.

The disappointing thing is when

security and training budgets are set

in October/November and nothing

can be allocated to this. Luckily, this

is very low cost and that should really

not be an issue.

How did the initial idea for this come about? In the UK we have Operation

Griffin, which brings together the

Home Office and Foreign Office,

law enforcement – including police

and intelligence agencies – and then

private security – for a briefing on

the current security situation and

immediate threats, for example if there

has been a spate of pickpockets.

This idea was developed in the UK

more than 10 years ago, and has since

detected a lot of crime, including drug

traffickers and armed robberies.

I was part of the development of

Operation Griffin in the UK and

when we showcased the benefits to

authorities in Singapore and Dubai,

they really saw the benefits. In an

armed robbery incident, the robber

wouldn’t just visit the shop or bank

to carry out the crime - it’s all about

hostile reconnaissance, which is a big

part of this course. Criminals will look

for CCTV, monitor security change

times, and so on and that’s exactly

what happened at the Al Bustan

assassination.

If we look at the worst case

scenario, a repeat of an incident like

that in Mumbai, or a car bomb, would

be devastating.

What is the course about? What this training does is give a

different perspective on security in

the hospitality industry and other

crowded places, such as malls, that are

popular with tourists and may be a

vulnerable to crime and terrorism.

It’s all delivered in English, but we may

expand this as the course progresses.

The course is very interactive and

visual and also engages the staff.

We show video clips from hostile

reconnaissance situations and explain

the UAE law, also.

We show how it is possible to access

rooms through fraudulent activities

or steel identities if protocol isn’t

followed on reception. One hotel

we have worked with implemented

spot checks on their own staff and

identified lapses in their security as a

direct result.

What’s your advice to the hospitality industry?Expect the unexpected, continue to

train and have contingency plans.

That’s what this course is about.

It’s about saying you shouldn’t be

complacent and this will add to the

armoury of effective counter terrorism

measures that already exist. This is

everybody’s responsibility

Hotels are encouraged to enrol their teams by contacting [email protected] or by calling +971 56 274 1520.

22 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013 cpidubai.comcpidubai.com

NEWS ANALYSIS


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SECURITY SERVICESSecurity Guards-Male/

Female

VIP Guarding

Control Room Operators

Store Detectives

MANPOWER OUTSOURCINGContract Staffing/

HR outsourcing

Temporary Staffing

Promotion and Events

Staff

Specialized Airport

ground handling

Multi-skilled Staff

CLEANING SERVICESHousekeeping Services

Room Boy Supply

Laundry Staff

Stewarding

Façade/ High Rise

Building Cleaning

Marble Maintenance

LANDSCAPINGHard & Soft

Landscaping

Swimming pool

Maintenance

Gazebo & Decking

Fountains & Other

Water Features

INTERIOR SERVICESRefurbishment Work

Masonry &Plastering

Work

PaintingWorks

Carpentry

TECHNICAL SERVICESInstallation &

Maintenance

MEP Works

QBG final.indd 70 2/4/13 10:58 AM

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DOUBLE TAKELast month Rotana became the largest operator in Dubai when its new Arjaan and Rayhaan properties opened at Al Ghurair Mall. Taking its share of both the long and short stay markets, GM Mark McCarthy, tells Hospitality Business Middle East about

the vision for the new properties

GM INTERVIEW


The

cpidubai.com

24-26 Interview - Rotana GM.indd 24 1/30/13 5:31 PM

cpidubai.com

GM INTERVIEW

omom

They are described by Rotana

executive vice president and

COO, Omer Kaddouri, as

“a milestone property with

landmark design of the highest

quality”. And while the 5-star Al

Ghurair Rayhaan and Al Ghurair

Arjaan by Rotana no doubt mark a

milestone for the colossal hotel group,

they also make an indelible mark on

the industry as a whole.

Tipping Rotana’s reputation from

the realms of ‘big’ to ‘supersized’, the

new properties, adjoined to the Al

Ghurair Centre Mall in Deira, represent

Rotana’s largest ever room inventory

in a single project with 428 rooms

in the Al Ghurair Rayhaan and 192

apartments in the Al Ghurair Arjaan.

It also makes Dubai Rotana’s most

significant single city market, with

3,795 rooms in the Emirate.

Following a soft opening on

December 12, 2012, over the

Christmas and New Year period

the properties experienced – an

unexpected – 100% occupancy rate.

Crediting his strong team, GM

Mark McCarthy, who has worked for

the chain since 2007, says the period

was hectic but trouble free with only

“one or two little pipe leaks” reported.

HOSPITALITY BUSINESS MIDDLE EAST / 25FEBRUARY 2013

BRINGING IN THE

CROWDS

AL GHURAIR

ARJAAN

BY ROTANA

192 Contemporary fully furnished

and serviced hotel apartments

Connected to the 5-star Al Ghurair

Rayhaan

AL GHURAIR

RAYHAAN BY

ROTANA

428 luxury rooms and

suites

6 meeting rooms

4 dining venues

LIWANInternational all

day dining

YASMINE LOUNGE

Lobby loung

SHAYAN Persian restaurant

BUZZdeli mall cafe

ZEN SPAThe first of Rotana’s Dubai properties to have its signature

spa onsite

“We experienced higher occupancy

than expected in the first month

and we haven’t built our staff up yet

because of the lower projections. So

now we have to get more staff in and

change our game, which is exciting,”

McCarthy comments on the period.

When asked how and why the

surge in visitor numbers occurred,

McCarthy credits the wise allocation

and end results of the hotels’ AED2bn

investment.

“The cost of the hotel is evident

wherever you go. From the quality

of the finishes to the materials used,

everybody who sees it says it’s the best

finished hotel in the Rotana portfolio,”

McCarthy reports.

Not only tapping the tourist

and long-stay markets, Arjaan and

Rayhaan are also adjoined to the

Al Ghurair Centre Mall, a family

leisure and shopping destination that

later this year will re-launch with a

16,000sqft expansion and 150 new

retail units.

It gives the new properties one

of the strongest footholds on one of

2013’s hottest trend predictions, the

mall hotel. And it’s an opportunity

McCarthy is poised to seize. From

providing Arjaan branded shopping

carts and resident access to Spinney’s

supermarket for long term guests

on the grocery run, to the ‘mall

deli’ Buzz Cafe (which will remain

open throughout the night to meet

DTCM requirements for 4- and 5-star

properties), the complex will be kitted

out to tap travellers, shoppers and

local footfall as well as, eventually, the

Emirate’s burgeoning business market.

But what will give these

residences an edge over The

Address at Dubai Mall and

Kempinski at Mall of the Emirates?

“We are in Deira and this is a

vibrant area of Dubai with a number

of new and renovation projects

currently underway.

“I have had friends who visited

Dubai and other mall hotels and while

they are impressive, they were asking

me ‘Where is the soul of Dubai?’ well

it’s here in Deira,” McCarthy states,

crediting the Gold Souk, Bastikiya

Heritage area and impressive public

transport links as key drivers.

“So now we have a beautiful,

modern, contemporary hotel situated

There is a spacious reception area to serve both properties.

The property features four F&B outlets.

The twin properties are developed under Rotana’s Arabic and apartment brands.

om


26 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013 cpidubai.com

GM INTERVIEW

cpidubai.com

No stranger to the region, American-born Mark McCarthy was living in San Francisco when initially hired by Rotana and although happy in the US, he says he was “dying to return to the Mid-dle East, despite living in such a beautiful city” after spending his early career here with Interconti-nental Hotels.

Lured by Rotana’s growth and expansion plans and the opportunity to contribute to them, McCarthy was originally hired to open the Orynx Rotana Doha (which faced delays and is now scheduled to open mid-2013). Instead, after his appoint-ment in 2007 he ran the popular Sheikh Zayed Road property, Towers Rotana, for four years.

“Launching this property feels great. All of us as GMs want to do bigger and more but for me I think the exciting part was an opening because that was new for me.”

IN PROFILE:

MARK MCCARTHYin the heart of Deira and in a mall,”

he adds.

To drop or not to dropMcCarthy’s approach however, is not

to burst onto the local market and

rock the boat, so to speak.

Pitching the hotel in line with the

local market, rather than the going

5-star rates for properties of such

quality, he says year one will be about

building reputation with an occupancy

target of 50-65% by year end.

“We could do higher but we

would have to drop rates and we

are looking, from where the market

stands today at about AED600/

night,” explaining the thinking

behind the decision as “not wanting

to cause a problem in Deira”.

“We’re not going to come in and

undermine the other hotels in the area,

we are going to try and keep a nice level

balance,” and as a result of which: “We

are not going to drop rates.”

He demonstrates similar levels of

commitment to his pledge of a zero

dilution rate of either brand. Plans

include dedicating entire floors of

the Arjaan property to the truly

long-terms guests, while reserving

other apartments for Rayhaan guests

booking suites.

“The quality level of this hotel

should be positioned much higher

than the other hotels in this area, but

in our first year we have to get people

through the door.

“It takes three years for a hotel to

stabilise and the first year needs to be

a building year. We’re going to have

attractive rates but we’re not going to

go crazy,” he adds hinting at the launch

of a massive marketing campaign to

achieve the objectives.

“In general, you don’t want to drop

rates but other hotels have pitched

theirs far too high and it has hurt

them. So you have to find that right

medium and we are going to come in

close to where the market is right now,

let people see us and then grow, our

own way, based on our quality levels.

“People have to become aware of us

– the online booking people, the Saudi

Arabian market. It’s going to be a real

building year.”

The Rotana touchIn building that reputation, McCarthy

will not just rely on the adjoining

mall and bustle of the Deira

neighbourhood, but will aim to draw

footfall from across Dubai through the

hotel’s exclusive Zen Spa – the Rotana

spa’s Dubai debut – and its F&B

offerings, with four venues located

across the two brands (see box).

Stressing the international focus of the

cuisines, plans for these outlets include

increasing the number of theme

nights, introducing proven concepts

from other properties and offering a

very family themed brunch (both the

Rayhaan and Arjaan Rotana brands

were created for the Arabic market

and as such do not serve alcohol).

The hotel will also serve as a

showcase for the entire Rotana

brand, due purely to the quality of

the product.

“For example in F&B our other

hotels will come and learn from our

buffet offerings and the presentation of

the restaurant.

“So we will try to set new standards,

even for Rotana, but the great thing

about that is through our corporate

office using us – and they will have a

strong presence here – we will have a

lot of support as a result of that.”

“With any new hotel there are still

hundreds of new systems that need

to be put into place and little things

that need to get fixed also have to

be ironed out, but I think we have a

strong team so it’s well in hand.

McCarthy concludes: “All our

department heads are from Rotana,

so they know Rotana inside out

and they are going to bring their

systems here and then we are going

to try and modify them and lead the

standards for the rest of the Rotana

chain from here.” The multi-billion dirham fit out project makes this property Rotana’s flagship.

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Untitled-8 1 1/31/13 5:57 PM

When Bill Marriott first

visited Dubai in 1973, the

“sleepy Arab town on the

Gulf ” had only two hotels.

This month Marriott Hotels will add

two new properties to the Emirate’s

ever-evolving skyline, with an official

opening set to make a statement even

by Dubai’s standards.

Breaking almost every record in

the book, the twin-tower JW Marriott

Marquis is the first such branded

property from the Marriott portfolio

to open outside the US. Living up to

expectation, it is the world’s tallest

hotel, as certified

by Guinness

Book of World

Records,

with a total

built up area

of 3,525m

square feet

over the two

355m towers.

STATEMENT CITYMarking the official launch of the world’s tallest and arguably most impressive hotel, Hospitality Business Middle East

goes behind the scenes at the region’s first JW Marriott Marquis to speak to the four people who keep it ticking over

COVER STORY

cpidcpidubai.com

Located on the edge of Dubai’s

Business Bay, it boasts 1,608 rooms and

suites, 14 F&B outlets and world class

meeting facilities; this is the only hotel

in Dubai where a conference of up to

1,000 delegates can meet and stay at the

same time. Yet despite the sheer scale

of the hotel, the design of adjoining

corridors has deliberately retained a

boutique feel, rather than intimidating

guests with endless corridors.

Following the soft opening in Q4

2012, the hotel experienced near

full capacity for much of December

and January, and with an eye on the

business market – as reflected in the

location and meeting and conference

facilities – that rate is projected to

become a standard.

“I think our company looks at this

as a really stellar, iconic property,

that makes a significant statement

about JW and our growth in the

region and worldwide,” says GM

Rupprecht Queitsch.

“There is a lot of anticipation,

there is no question about it, but it’s

not that complicated at the end of

the day,” he adds.

Queitsch, who has opened

six hotels over the course of his

international career as a hotelier, is

described by Marriott as “a 40-year

veteran of the hotel industry”, who

has worked in every area of operation

from FoH to F&B, via accounting,

marketing, and mid-management.

His role, in addition to the day-

to-day running of the JW Marriott

Marquis is to assist in propelling

Dubai from its current status as a

business hub, to a contender on the

world-wide convention market. “In

Dubai you typically have the beach,

marina, media city and business

markets; Dubai is well diversified. But

we are adding another dimension by

targeting the worldwide convention

business,” Queitsch continues, further

revealing the ambition will be aided

via the hotel’s close partnership with

DTCM and the Convention Bureau.

The joint vision is to give global

convention destinations from Paris

to Las Vegas a run for their money,

on the back of a reputation Marriott

has carved for hosting such parties

in its 60 other speciality convention

properties globally.

“We already have good relations

with some large brokers in the

pharmaceutical and motoring

industries and we know the patterns

in which these industries move, so

we can take advantage of that and

sell against it,” Queitsch says of

executing the vision.

The process of designing the hotel’s

facilities looked at every possible

external factor

that could

influence

a guest’s

behaviour,

from the

frequency

and timing of

flight arrivals to

the demands

of

ccpccpccpcpcccpcpcpcpcpcpccppcpcpidididididididdiiididuububbaiaia .ccomommm28 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013

HOTEL FACTS

355m JW Marriott

Marquis is the tallest hotel in

the world

2,743 people can enjoy

the hotel’s 14 F&B outlets at

any time

24hFrench bakery

La Farine is open seven days a week and, to represent

this, the restaurant features :

247 mirrors

3ton of Dead Sea salt

were shipped into the JW Mar-

riott Marquis Hotel Dubai in order to service the hotel’s

Saray Spa and signature Dead Sea

Floatation Pool

Dubai Marathon runners enjoyed an exclusive

bed and breakfast rate at the hotel, which also hosted the run number

collection point

Marriott Marquis GM,

Rupprecht Queitsch.

28-32 Cover story.indd 28 2/5/13 12:53 PM

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COVER STORY

HOSPITALITY BUSINESS MIDDLE EAST / 29FEBRUARY 2013omoomm

The shape of the two

towers was inspired by

a date palm tree, an

indigenous desert plant.

Director of human resources,

Yasmin Akhtar.

28-32 Cover story.indd 29 1/31/13 9:25 AM

cpid

COVER STORY

cpidubai.comcpidubai.com30 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013

global business. The result is 24

hour casual fine dining, health and

business facilities, two world-class

high-capacity ball rooms, proximity to

the airport and metro and one of the

widest F&B offerings in the city.

“That alone already adds another

dimension to the Dubai market, which

a typical resort or hotel would not

have,” Queitsch explains.

People power The huge pool of associates required

to run a property of this size is

understandably astonishing and on

January 14 the Marquis welcomed its

1,000th associate. Currently employing

1,200, this will rise by up to a further

800 between now and the opening of

the second tower.

“Our property size is about three

times that of a normal hotel opening

and we had to be very careful to find

people who fit with the Marriott

brand, are able to live up to the

Marriott values and culture system

and have a passion for the business,”

says the property’s director of human

resources, Yasmin Akhtar, who

adds that 75% of the new staff were

recruited via Marriott’s E-Portal

system and 35% of the total from

within Dubai.

The recruitment drive began in

early 2012 and management was

fully appointed by March. Following

this phase, 900 associates were

welcomed to the property within an

astonishingly short

period of time; in

September 2012,

500 arrived

at once. A

pace Akhtar

says was

leveraged by

Marriott’s

reputation

as a leading

employer in

terms of

salary,

retention and benefits, it was not

without its challenges.

Despite turning to known markets

in order to meet staffing needs,

Akhtar cites visa complications and

the introduction of a minimum wage

in Thailand, as the key barriers to

overcome.

“We of course needed to try and

tackle as many visa and pay issues as

possible, but in some cases we had no

choice. We had to look at whether a

similar quality of associate could be

found in the local market, for example

the specialty restaurant business,

which we did manage to find.

“With the salary changes in

Thailand, we were quite careful not to

review the budgets to much because in

comparison to the market, our salary

ranges and the compensation package

were already in the top 25% of the

market,” she adds.

Once recruited, the melting pot of

60 nationalities underwent intensive

training in preparation for the grand

opening, which will be held this month.

The programme runs from day one

orientation through to departmental

trainings, skills and services training

and mandatory courses, lasting the

duration of an associate’s career with

the group. The annual target across all

divisions is 40 hours of training.

It’s not just the training that was

used to bond the new and rapidly

expanding team, but the welcome each

received – a process that was echoed

during ‘Daily Rehearsals’, when

management recognised personal and

professional associate achievements;

from congratulating on a good job

to birthdays. It’s a touch Akhtar

describes as “just celebrating”. She

says: “There were simple gatherings,

maybe a simple lunch for everybody.

Some of the things that helped to

bond the family.”

Where other chains have struggled

to budget for such generous extras,

Akhtar describes the exercise as an

investment, rather than expenditure.

Taking advantage of flexible pre-

opening budgets and emphasising

associate relations and development,

she explains: “When we talk about

budgets, it’s not so much the amount

of money you have, but it’s what you

are able to do with it. Sometimes it’s

the little things that count and not the

big show, that makes it.”

“I am very proud to see how the

product has evolved since the soft

opening. Looking at the business

coming in, in a very short span of

time we have all come a very long

way. Every single associate, from the

GM

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HOTEL FEATURES

3.525m square foot total

built up area

1,608 total rooms and

suites

882 King Size Rooms

486

Double / Double Rooms

236

Club Suites

4 Royal Two-Level

Suites

14 F&B outlets

8

Retail shops

5,100 sqm event space

TVThe largest LED

screen in the region

Specifically targeted towards the MICE market, The JW Marriott Marquis Hotel

Dubai will be the only hotel in the

Middle East where up to 1,000 people

can meet, sleep and dine under one roof, in one

locationVice president and global

brand manager,

Mitzi Gaskins.

The Marquis is equipped for the MICE market.

The outdoor pool

features underwater speakers

and breathtaking views of

Business Bay and Downtown.

28-32 Cover story.indd 30 2/3/13 1:21 PM

cpidubai.comomom HOSPITALITY BUSINESS MIDDLE EAST / 31FEBRUARY 2013

t

he

GM down, has risen to this great

opportunity and from what I can see

they have all managed to deliver.”

Passport to the world In carving a niche for itself in the local

market, Marquis will be looking to

the Emirate’s two million residents as

much as its 10 million tourists, to keep

its 14 F&B destinations full.

A number that will drastically alter

the dynamic of the local F&B industry,

it will no doubt prompt hoteliers and

restaurateurs alike to assess their own

offerings. But in a market that could

be described as nearing saturation

point, developing new concepts isn’t

just about the food.

Director of F&B, Thomas Rebler,

explains: “The traveller that stays with

us is not our main market. We look

to Dubai; to the local residents. We

compete with other hotels for rooms,

but in F&B we are much bigger.

We look to DIFC, where there is a

collection of select restaurants, and we

compete with those.

“My wish is that if you are in

any of our restaurants you don’t

necessarily think you are in Dubai

or a hotel. You could be anywhere

in the world, in a restaurant that has

this concept,” he adds.

With specific reference to Marquis’

steakhouse, Prime 68, Rebler explains

that despite Dubai already having “in

the region of 60 steakhouses”, this one

will “meet expectations in a way that

goes beyond them”.

The line is a fine one, but Rebler’s

underlying principles are accessibility

and quality ingredients, with a staunch

opposition to the sense of ego Dubai

has been known for in the past.

“You come to Dubai now as much

to experience the F&B as anything

else. We want

to be part of

that experience,

but things

now are about

approachable and

casual, and what

we also look at

is a wellness and

sourcing approach

of where the products

come from.”

I am very proud to see how the product has evolved since the soft opening. Looking at the business coming in, in a very short span of time we have all come a very long way. Director of F&B,

Thomas Rebler.

COVER STORY


COVER STORY


This is critically important to us

as a JW brand.”

Rebler became a cook because

his mother described the profession

as being a passport to the world.

His ability to research the concepts

utilised at Marquis is not only drawn

from his years spent globetrotting

in the name of duty, but also from

his time working for Marriott

Corporate, designing menus and

restaurant concepts for properties

around the world.

Driven by his desire to return to

the “tactical and tangible” practice

of operations, after developing the

Marquis concepts with the Marriott

Corporate team, he moved in-house

for both the hands on experience of

launching and managing the outlets

and his “fierce loyalty” to Marriott as

an employer.

Staying true to his original dream,

the range of outlets created across the

two towers is in itself a passport to the

world; a range he says is well suited to

Dubai’s cosmopolitan culture.

As a company itself rooted in F&B,

the expectation is already high and

after overcoming the competition,

the second element of Dubai’s unique

challenge is the demand for every type

of produce all year round.

He explains: “It’s critically

important to source sustainable

and organic ingredients. We want

to have a positive impact. We want

to use as much local produce as

possible, and the challenge in Dubai

is the expectation to have everything

available every day,” he says,

continuing to describe one solution:

“We wish we could do farm to table in

Prime 68, but instead we have found

small famers in Europe and Australia

who can direct ship, so you know the

vegetables were cut yesterday.

“We just want to offer that

simplicity. Simplicity is the ultimate

sophistication.”

Behind the name“One of the reasons we decided

to debut the first international JW

Marriott Marquis in Dubai was

because of the Emirate’s location,

with its proximity to huge growth

markets such as India, and the fact

that it has literally billions of people

within a four-hour flight range,” vice

president and global brand manager,

Mitzi Gaskins, tells Hospitality

Business Middle East.

“What those business travellers

are looking for is a hotel that has

everything they could possibly need

under one roof and we truly believe

this iconic new property will set a new

standard in business hotels, not just

in the region but globally,” she asserts,

further describing the property as “a

symbol of Dubai’s resurgence”.

Undeterred by launching more

than 1600 rooms in a market that

will see its total hotel stock double

this year, Queitsch says the more

hotels that open in Dubai, ultimately

the better.

“Dubai and the UAE make

statements every other month, if

we can add to this expectation and

excitement about delivering something

special I think we will have succeeded

and we will invest heavily to achieve

that and more,” he adds.

“At the end of the day, the guests

will be the judge.”

Rang Mahal by Atul Kochhar: The world’s

first Michelin Star Indian chef now calls this Indian restaurant

home

Izakaya: one of the few restaurants in the Middle East where the Head Chef has a license to serve Blowfish. Here, guests order their food

using an IPad.

Tong Thai: The entire staff of this Thai outlet

is female

The Vault: Tucked away at the top of the tower, here the most

expensive item on the menu is a bottle of

vodka, prices AED23,000

Prime 68: The bou-tique steakhouse with a difference, sourcing quality a selection of Australian Blackmore Fullblood Wagyu Beef, US Creekstone Farms

Natural Premium Black Angus Beef and Aberdeen Angus, from small farms committed to exceptional products.

All seafood is sustain-able and vegetables

organic.

Kitchen 6: Interna-tional buffet options

Positano: A taste of the Amalfi Coast in Dubai

Velocity: A contem-porary sports and

entertainment lounge

Kork: A dedicated experiential wine bar

and kitchen.

Aqua Poolside Grill and Bar: overlooking

the hotel pool

CUISINE

It’s the only hotel in Dubai that can cater to conventions of 1000 delegates simultaneously.

In addition to the main ball room, Marriott Marquis has a number of smaller conference rooms.


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VP INTERVIEW


Accor Middle East MD, Christophe Landais, talks about the group’s expansion plans and the drive that will add 24 new properties to the portfolio by 2015. The equivalent of 6000 new rooms.... and 6000 new jobs

IN IT TO WIN IT

Always, the challenges are the human resources and how best and most effectively to train and develop each of them

34-35 VP Accor.indd 34 1/31/13 4:47 PM

cpidubai.com

VP INTERVIEW

HOSPITALITY BUSINESS MIDDLE EAST / 35FEBRUARY 2013

For Accor Group, the last few

months have played out at

turbo speed and now a heady

expansion plan is underway that

will put the group on a fast track to

regional domination over the coming

36 months. There is no doubt the

man at the top has had his plate full.

Today counting 59 properties in

the GCC, Levant and Egypt, a further

24 new properties will be added by

2015, representing 6000 rooms, and

6000 new jobs.

Eyeing the industry’s trinity of key

markets - Saudi Arabia, Qatar and

the UAE - the plans spearheaded

by Middle East managing director,

Christophe Landais are robust.

The drive began last month with

news of the first Novotel in Saudi

Arabia, to be located in the thriving

city of Jeddah, following the signing of

a management contract with the Sons

of Ahmed Saleh Kaki Company.

The new hotel joins Accor’s rapidly

expanding KSA network, which currently

includes 12 hotels representing over 3000

rooms, including the Novotel Riyadh Al

Anoud and Novotel Dammam Business

Park. The fourth, Novotel Jizan Corniche,

is currently under development and is

due to open in 2015.

“It’s a very stable country that is

looking for investments. The ministry of

tourism is promoting domestic tourism

at affordable prices, so this is where our

mid-scale offering can really flourish

and the next big market for development

will be Saudi Arabia,” says Landais, who

adds the pipeline totals eight projects

currently under construction.

Accor also has 11 Ibis hotels in Saudi

Arabia, leading over its competitors,

and there are more to follow in

Dammam, Al Khobar and Yanbu.

Despite admission that Accor

“doesn’t really target the 2022 World

Cup”, Landais says of Qatar: “We

have two properties opening in 2014

and we are also looking to develop

a Sofitel, Novotel and Ibis there, but

Qatar is small.”

Of the 24 new openings, nine will

be in the UAE, marking a 50% hike on

today’s portfolio.

omom

“It is forecast that by 2013/2014 the

global hospitality market in Dubai will

grow by about 9%, so the people are

not only transiting but staying here.

“Dubai has been very resilient

and now we can feel the business is

back, for example, we can see a lot of

postponed projects from before 2009

are now back on the stage. We have

real clientele with real money and our

role is to further this development of

Dubai,” Landais adds, quoting 46% of

all Accor’s guests in Dubai are GCC

residents, following two years of social

and political unrest in the region’s

former anchor markets.

All the good news marks a sea-

change in the fortunes of Accor, whose

Sofitel brand dramatically downsized

under new leadership during the

global recession, and who at the end

of last year announced that it was to

relinquish its flagship mall hotel in

Dubai, Pullman Mall of the Emirates,

to Starwood, while launching a new

Pullman in the Emirate’s bustling

Deira district. The existing property

was re-branded following extensive

renovation and now boasts an

enlarged lobby and new, modernised,

rooms, F&B and spa offerings.

Meeting room space has also been

extended to tap the lucrative MICE

market, and more than 1000sqm will

been dedicated to a single meeting

space by mid-year. The property

officially re-launches this month.

Market mixLandais says the mix of Accor brands

is dictated by the development of

their host cities. And while he reports

resilience in the international business

brand portfolio – referencing Ibis and

Novotel – he says luxury brands are at

the mercy of lifestyle demand drivers,

which can see rates adjusted to get

heads in beds.

“The brands designed for the

international business market, such

as Ibis and Novotel are very resilient,

even during the crisis, but now we see

a clear mix in the dynamic. We were

the first to introduce mid-market

properties. Ever since then, our

economy and mid-market brands have

seen success in the market and there is

still room for a product that responds

to the market demand of a clientele

that is not just looking for 5-star or

resort hotels,” he shares.

Recruit to winIt’s far from viable to pursue such

aggressive expansion plans without

significantly increasing human

resources and with a projected 6000

new employees due to be welcomed

to the Accor family over the coming

three years, finding, training and,

most importantly, retaining those

people will be key.

“You could say the openings

equate to anything from 5000 to

6000 new jobs, based on an average

1:1 staff to guest ratio. This differs

between budget, mid-market and

luxury hotels. But overall, I think

we could say 6000 new staff will be

needed,” he reveals.

It no doubt helps matters that

last year Dubai-based GM Philippe

Montoubain was named ‘best GM’ in

his market, following the sustained

success of the mid-market properties

he has managed over his extensive

Accor career. Montaubain himself

says the greatest benefit of the award

is the motivation it gives associates of

all levels to aspire for the same.

In recruiting the new talent, Accor

will once again head east, looking to

its tried and tested key markets. But,

inspired by the increasingly diverse

mix of business travellers, Landias says

there will also be a focus on Chinese

and European talent.

“Always, the challenges are the

human resources and how best and

most effectively to train and develop

each of them.

“If you look at Novotel Ibis in Abu

Dhabi we have about 705 of the staff

coming from within our existing pool,

which is significant in terms of career

development for the associate workers

in Accor. In terms of product, we are

much more up to speed than if we

were to bring people from outside

Accor and train them.”

34-35 VP Accor.indd 35 2/3/13 1:22 PM

cpid36 / HOSPITALITY BUSINESS MIDDLE EAST JANUARY 2013 cpidubai.comcpidubai.com

ROUNTABLE

Two-for-One deals are incredibly popular in the UAE, with The Entertainer, Groupon, Cobone, etc. How do you target this market without damaging your brand? Mark Patten: Deals drive volume and

awareness. They do have traction and

in some instances they do add value.

For the local Dubai market, if you are

really savvy there are some amazing

deals in town. It’s human nature to get

a good deal and a great experience and

then come back for that experience.

I don’t think it de-values the brand.

F&B directors from the UAE’s top properties talk quality supply, discount dining and how to secure a share of the region’s most competitive markets. Hosted by La Farine, JW Marriott Marquis

THE SECRET INGREDIENT

What we are trying to do is create

awareness of something special.

Anthony Tuttle: It goes back to value.

The MICE market is shopping for the

best deal so you do have to be very

competitive with the pricing. But

when it comes back to Groupon, etc,

there is a way to do it.

We try to strategically look at

which outlets would benefit from

the exposure. If you have a 350 seat

buffet restaurant, you need volume

and we could afford for 50% of the full

capacity to dine on discounts. With

DDR packages you don’t get better

than 50% off the price anyhow.

We have the luxury of having an

exclusive restaurant just for our buffet/

banquet area, which we can open and

close as we deem necessary. So we

will drive volume into our three meal

restaurants for lunch, filling that to

500 people, and if we have overflow

we will put it there. We also keep a

certain percentage of seats available

for outside guests.

You need to think of a strategy

before you discount because once you

commit to it, it’s difficult to take back.

Christian Gradnitzer: We do participate,

but you have to be careful with the

word discount because the perception

comes across as ‘are you desperate’?

Dubai in general has boomed on these

discounts but only over the last three

years and that’s because of the number

of new restaurants opening and some

struggling to gain exposure. More

importantly, if you go for those offers,

our philosophy is to carefully select

which outlets participate. The people

who dine on those benefits should

receive the service of a lifetime so they

return – that’s what driving awareness

is all about.

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36-42 Roundtable.indd 36 1/31/13 2:35 PM

HOSPITALITY BUSINESS MIDDLE EAST / 37FEBRUARY 2013cpidubai.comomom

If you have a 350 seat buffet restaurant, you need volume and we could afford to go up to 50% or more of the full capacity dining on discounts

ROUNDTABLE

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Kozhaya Tannous: If we were to

participate, in my opinion it should

be within a time frame. It does create

awareness but at the end of the day,

it cannot be a long term strategy.

With regards to brands, if you look

to all day dining you need strategies

in place to drive lunch and dinner.

Breakfast is attended by guests, so it’s

not profitable meal, but you need to

drive the events and MICE business

for lunch and events, and team nights

for dinner, both with consistency on

the quality and presentation.

How is your F&B promoted to non-guests? Hassan Massood: Around 70% of

our diners are non-guests and we

promote our restaurants through

social media and special offers. We

recently launched a special meetings

experience, called ‘Brain Box’,

combining free WiFi with a specially

designed highly nutritious menu,

consisting of Omega-3 rich foods and

juices fused with honey. You can have

the best concept in the world, but

without the marketing nobody knows.

AT: Due to our positioning as a

MICE venue, we live and die by the

catering and banqueting business,

but we still need outside guests. So

we would never sell our restaurants

to an exclusive event, instead we

would do dine-around, to preserve

the integrity of the restaurant. We

really don’t compare ourselves to other

hotel restaurants, we look to the free

standing restaurants, especially due to

our location as there are so many great

restaurants in DIFC. It’s not easy but

it’s a challenge for us to raise our bar,

in terms of service, great hardware,

and the consistency that many Dubai

venues usually miss. The true test is to

get those repeat guests coming back

time and time again.

CG: For an in-house guest there really

isn’t a separation, what we promise

is perfect execution of a concept and

we have great marketing and sales

forces, great PR activities and great

properties.

It’s about setting and delivering the

concept, irrespective of where the

guest will sleep. Consistent delivery

is a phrase people like to use a lot but

don’t practice. It comes through loyal

and empowered colleagues. We, within

the hotels, get locked into a mindset

but why can you not run a restaurant

in a hotel that is like a freestanding

restaurant?

Kerim Basaran: Monte Carlo Beach

Club is totally different because we are

not a hotel, so the whole destination

has four F&B outlets, one exclusively

for members only – who are effectively

our residents. We of course work with

social media, radio and e-blasts, and

receive a great response from social

media. Our aim is to create an entire

experience from a guest point of view,

from arrival to departure, but the

eating habits in Abu Dhabi are a little

different to Dubai.

KT: Our situation is similar to the

Radisson: We are a business hotel on

Sheikh Zayed Road, so we have many

people coming from outside. In terms

of consistency, we have had the same

staff there for 12 years and these are

the people who make the difference.

On top of that, our head office has a

whole strategy of value for money.

That is also the main factor to apply.

We also have the Rotana loyalty card

with benefits for the outside guest who

dines with you.

CHRISTIAN GRADNITZER JUMEIRAH GROUP’S CULINARY DIRECTOR

MARK PATTEN VICE PRESIDENT, CULINARY, ATLANTIS, THE PALM DUBAI

36-42 Roundtable.indd 37 2/4/13 11:35 AM

38 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013 cpidubai.com cpidcpidubai.com

ROUNTABLE

MP: We all have our challenges when it

comes to driving in the local market. If

it isn’t distance, it might be price point

– they are looking for value and the

overall experience, including sense of

arrival, the ambiance and food.

But now entertainment, such as

Sandance, is becoming part of the

puzzle, which just goes to show where

we touch the local market. On New

Year’s Eve we had 13,500 people there.

On the other hand, our hotel market

from abroad is looking for a half board

component in their rate. It’s all very

different and this is becoming more

and more apparent.

CG: People perceive Dubai as being

expensive and we are working

together to overcome that but

everything comes with a price, when

it’s fresh and imported to the desert.

Everything has to travel a long way

and that is forgotten.

Ahead of the launch of Saadiyat’s key demand drivers, how do high end properties drive volume? KB: We have Entertainer vouchers

and we do use them, but we perceive

these customers as potentially loyal

customers rather than discount. You

also have to be very careful on your

terms and conditions – sometimes you

want to run a promotion, sometimes

you don’t. Sometimes instead of

using deal providers such Entertainer

and Groupon, we will run our own

promotions and market them through

social media. We do that, for example

over a 48 hour period, to temporarily

drive volume.

How are you meting the rising demand for casual fine dining, while still retaining the ‘fine’ element? AT: I think we all need to understand

that times are changing. The days of

three hour long dinners with velvet

menu covers are gone and I think a

lot of that has to do with the internet

and how accessible everything is

nowadays. People expect things to be

faster, but also everybody perceives

themselves as foodies. So they want

fast but with good quality, taste and

service.... and all over an hour and a

half. We need to either adapt or be

left in the dust.

HM: We strive to maintain quality

and consistency and on top of that

we see the chef can present even the

lowest priced ingredients in a way that

ensures the guest will keep coming.

We have won so many awards for

our casual dining options and I think

that’s because we create dishes that are

in demand, with a price that presents

value for money. We also know the

value of providing high quality food

and service, regardless of the level of

casual or fine in the venue. People

today are concerned with food quality

and taste, attractive locations and

value for money.

For example, we have a business

lunch in Certo that can be enjoyed in

the average 45 minutes a diner will

spend with us at lunch time. They

get value, quality, and everybody

is pleased without the high class

element of dining.

MP: The market has changed,

everybody is looking for something

casual and entertainment related. They

are looking for an experience that isn’t

contrived and takes time. They don’t

want to hear ‘my name is Mark Patten,

I’m going to serve you today and the

fish of the day is....’ It’s all about casual,

fun and exciting. At Atlantis, 90% of

everything I am working on is casual.

What is driving this trend?MP: The customer’s need for an

experience that is more conducive to

the lifestyle that we are living now.

Generation X has a different make-

up to Generation Y, which makes up

65% of our customers today. They are

all about immediate response, social

media, how you connect with people.

CG: Fine dining is a category that is

always needed. It is enjoyed around

Those people who dine on those benefits should receive the service of a lifetime because then they will come back

KERIM BASARANDIRECTOR OF OPERATION AT MONTE-CARLO BEACH CLUB,

SAADIYAT


Untitled-7 1 1/31/13 5:15 PM

cpidubai.com cpidcpidubai.com

HASSAN MASSOOD EXECUTIVE CHEF, RADISSON

BLU, DUBAI MEDIA CITY

ROUNTABLE

the world and there are great examples

in Dubai that we all enjoy once in

a while. We very much use it as the

signature/premier option and there is

a need to align the terminologies.

We have just done our research on

who visits our casual and fine dining

restaurants, and that showed signature

dining still enjoys fantastic business.

What kind of issues do you experience in terms of quality of supply?CG: The market is so overloaded the

supply chain cannot cope. There are

so many hotels opening, demand

is increasing, but we need to keep

up. We cannot really sit here and

say this without realising our own

responsibility; we need to educate the

market and I encourage chefs across

the board to do that.

MP: Consistency also, because you can

source something one week, but not

the next.

Our suppliers are part of our

business and they probably need

more support, which comes down

to us being involved with them

and loyalty to them. We have had

the same suppliers since I came to

Atlantis and they are part of what

delivers our success.

It’s training, it’s development, but it’s

an area where unfortunately they need

to catch up because their facilities are

not coping with the increased demand.

KB: It is very unfortunate that you

cannot find many local or organic

products here in the UAE, but if you

really look you can get good local

produce. The whole sustainability

vision of Saadiyat means we have to

get out there and find these. We also

use a local, sustainable fish farm, and

the whole point is to go out there

and look. If you want Wagyu beef

from Australia you have to find it

and charge for it and your guests will

appreciate that because they know the

quality of the product.

CG: But good quality product can still

be served horribly – there is one driver

of the car and it’s as much about the

execution as anything else.

Isn’t part of that relationship based on price? So how do you effectively pitch your needs against those of the procurement department? AT: At the level we work at there is

an expectation of quality and that

isn’t cheap. Great quality and cheap

are enemies and that is something

we are always fighting about with

accounting because they want the

cheapest because of the books, but we

are looking at getting our guests to

come back. So that’s great value and

tomatoes that taste like tomatoes

CG: You can buy the AED4 Granny

Smith apples or the AED20/kg Pink

Lady.... But if your guests are paying

AED4,000 for a room, you better get

the Pink Lady.

In terms of professional training and executing a concept, how do you manage different staff cultures?MP: It comes down to the leaders in

each business unit. They really have to

drive their teams to work together –

it’s not just briefings, it’s on and off the

job training and their interactions with

each other. That’s where you really

see development succession planning

is easier when you are in charge of a

bigger group of people.

We have around 1,400 staff, so to

identify who to develop and how

to succession plan throughout the

organisation, is a lot easier when you

have departments and outlets that

really drive this.

After nearly five years of operation

we’re seeing that fall into place a lot

easier, but it takes time. Culture takes

time and it’s something you need to

continually drive.

Retention is probably everybody’s

biggest issue; to have quality people in

It’s all about casual, fun and exciting. At Atlantis, 90% of everything I am working on is casual



Distributors: Gulf Trading & Refrigerating L.L.C (GULFCO) P.O.Box : 1003, Dubai, UAEPhone: +971 4 3371400 | Fax: +971 4 3372898 | Email: [email protected]

The Same perrier you love in a sexy new can. Refreshingly Unique.

NICE CANS!Perrier bbc good food 1 9/25/12 5:15 PMUntitled-8 1 1/31/13 5:55 PM

cpidubai.comcpidubai.com

ANTHONY TUTTLEDIRECTOR OF F&B, JW MARRIOTT MARQUIS

ROUNTABLE

the operation is key and they will push

and reinforce the training.

AT: With just over 1,000 associates

right now, I agree a lot with what

Mark says. At our level, we are the

visionaries and the ones looking

maybe a year ahead. But for the

consistency in the training it’s the line

managers in each one of our outlets.

They are the ones who have to inspect

what we expect, make sure things are

happening – it is such a diverse staff,

you have all these cultures that need to

co-exist together but also drive in the

same direction. It’s continual training,

day in, day out. You cannot manage

from an office with your feet under the

desk, you have to be in the outlets.

KT: It is one thing to have the training

schedule but if it’s not exhibited on the

floor, it has failed. Training at the end

of the day needs to be checked, both

that the training is being done and that

the service is aligned with it.

KB: I believe in role-plays in a training

environment, whether in a restaurant

or bar. We try to change our restaurant

three times a year and whenever that

happens we involve all the floor staff

and kitchen staff to understand and

identify the cooking methods and

preparation. We also put the floor staff

in the kitchen from time to time for

them to understand how hard it is to

get a piece of steak onto the plate. The

same thing with the bar tenders, who

experience taking orders.

HM: It’s about leading by example and

knowing our own product. Training

should be used to grow your people

and educate them on changes.

There is a huge culture of 24 hour and buffet dining in the UAE, how do you balance purchase and usage to minimise waste and ultimately costs? MP: The first rule of thumb is don’t

order a lot of food. The more you

order, the more you stock, the more

your guys think they have to cook and

the more waste you have.

Keep it to a day and a half of stock

and you really will save a lot of money.

There is a bit of an evolution when

it comes to all day. The trend is for

theatrical, live cooking stations as you

can reduce the amount that you cook

and make smaller dishes. In all day

dining we have seen a reduction in

waste and we do waste sheet reports

every day. Generally, a la carte wastage

is the most overlooked so if you’re

over ordering, or over cooking, that

needs addressing.

CG: Live cooking, but also miniature

dishes, especially deserts, help to

reduce wastage. Twelve years ago on

our Ramadan Iftar, rice would be

served in sharing bowls big enough

for 10 people, now it’s in individual

portions. Having more entertainment

behind the creation of the dishes is

important and also prevents food

being sat around for an hour or more.

KT: Guests also demand fresh food,

but I think the awareness of wastage is

there now – all over the industry and

among guests.

CG: If you have a lot of food left,

say from an event, we are fully

participating in the food safety control

of that food and then we can donate

that to charities and labour camps, if

the need arises

Hospitality Business Middle East

would like to thank JW Marriott

Marquis for hosting this event.

We cannot really sit here and say this without realising our own responsibility; we need to educate the market and I encourage chefs across the board to do that


KOZHAYA TANNOUS DIRECTOR OF F&B, TOWERS ROTANA


Untitled-5 1 2/4/13 12:22 PM

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With advances in both technology and guest needs, the hotel minibar is demanding more consideration than ever before

Q&A


44-50 Mini Bar.indd 44 2/3/13 1:26 PM

cpidubai.com

Q&A

om HOSPITALITY BUSINESS MIDDLE EAST / 45FEBRUARY 2013

How is demand for products in the hotel minibar changing and how have you changed offerings over recent years?

Adam Beasley: There is always a high

demand for compulsive items such

as chocolates, crisps, nuts and sweets.

We at The Westin Abu Dhabi offer all

and our gummy bears and gourmet

mixed nuts are particularly popular

with our regular guests. One common

trend I have found is that international

branded bottled water is always an

expectation in any minibar by our

The panel

Subarna Thapa

Food and Beverage Manager,

Dusit Thani Dubai

Adam Beasley

Director of Food and Beverage,

The Westin Abu Dhabi Golf

Resort & Spa

Andreas Magnus

Food & Beverage Manager,

Kempinski Hotel Mall of

the Emirates

John Beveridge

GM, Grand Hyatt Dubai and Dubai

area director for Hyatt International

South West Asia

guests and is always a high uptake

item as are energy drinks and gourmet

juice varieties.

Subarna Thapa: The demand for minibar

products in a city hotel is very different

to a resort hotel due to the availability of

products in the surrounding location.

However we have seen a growth in

demand for well known branded snack

items such as your Pringles, Kit Kats and

Snickers. We are continually reviewing

guest feedback to ensure that we are

meeting with their minibar demands

and suggestions.

Andreas Magnus: The hotel minibar is

definitely a service that’s now expected

in luxury hotels, and means guests

don’t have to plan their purchases in

advance or bring in products from

outside, and they don’t have to order

room service, for example for a single

beverage and wait for items to be

delivered to their room.

We see a lot of demand for larger

minibar fridges where guests can

stock their own items, especially from

families that are staying in the hotel

for five days or longer. With the mall

adjacent to the hotel there is a wide

range of products available for guests

to purchase at very affordable prices,

so in order to compete with these

easily accessible items we decided to

differentiate our minibar offering and

offer more high quality products that

cannot necessarily be found in the

mall or supermarket.

We are in the process of evaluating

our current mini bar offering and have

some thoughts around combining

unique packaged products including

food items, beverages and branded

souvenirs in the minibars. We have

also noted that a lot more guests are

asking for healthier minibar options

so this is another area we are currently

looking into.

John Beveridge: We see a wide mix of

clientele travelling to the hotel for

business and pleasure. As such our

minibar is equipped to cater to the

Left: Hartmann mini-

bars use thermoelectric

cooling technology to

achieve efficiency and

are rated A+ in the EU.

om

44-50 Mini Bar.indd 45 2/3/13 1:27 PM

cpid

Q&A


demand of many types of traveller,

stocking a range of 34 products,

which is one of the biggest selections

in the region. For leisure travellers

and families we stock more ‘comfort

food’ items whereas the business

traveller is more likely to consume

beverages. Some GCC families request

some items are removed and we have

seen a higher demand for mid-range

products.

Which product features take the highest priority during the procurement process of the actual minibar? AB: Energy efficiency is always a

consideration with the growing

awareness of global warming.

Starwood as a group has committed

to reducing its carbon footprint so

this is a major consideration during

procurement. Capacity and internal

design for best display and holding is

also very important.

ST: Units with reduced noise are always

a plus when it comes to any electronic

item in guest rooms. Our guests’

comfort is important to us and so by

using equipment that runs as silently

as possible, we are ensuring there is

minimal noise for them. On top of

this, being focused on minimising our

impact on the environment and being

certified with EarthCheck, we do pay

close attention to energy efficiency.

AM: With design playing a more and

more important role in hotels, minibar

suppliers and designers are working

hard on integrating their products

into the hotel room design itself, so

it blends with the rest of the decor.

You really shouldn’t see, or hear the

minibar but be pleasantly surprised

when you open it.

That goes for both hardware as well

as the accessories, which are normally

found beside it. A minibar today

should also be energy efficient and

should have settings on temperature

based on the room being occupied or

not.

JB: In determining the procurement

of our minibars, all are centrally

controlled by a server, which shuts

down the minibar when the required

temperature is reached inside – this

reduces energy wastage as the minibar

is not constantly kept running.

Additionally, infrared sensors

inside the minibar indicate which

products have been consumed; the

thermoelectric cooling technology

to keep noise levels in the guestroom

zero; software is used to track when

stock needs replacing and minibars are

set to specific auto defrost functions .

Hotel minibars are often criticised for being expensive. When faced with this complaint, what do you tell guests? AB: We understand the guest’s

interpretation on items being

expensive, but there are many costs

involved in providing the service.

We as a company have however

taken the guest comments into

consideration and overall I would say

that minibar pricing in general has

not increased in the past few years

and the industry trend is to reduce

prices with the intention to increase

sales. This is especially so in city

hotels that have easy access to mini-

marts and 7/11 style shops. Resorts

however do sometimes differ in their

pricing approach.

ST: We regularly check the market to

ensure that our pricing is competitive

for our guests. Minibars are genuinely

more expensive than supermarkets

Right: PolarBar Mini-

bars are available with

30, 40 or 60 L cooling

unit and interior

light, lock and glass

door as options.

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Untitled-1 1 2/4/13 9:42 AM

cpidcpidubai.comcpidubai.com48 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013

or other shops, however we are very

careful with our pricing to ensure that

we are seen as providing value for

money.

AM: It is very important to diversify

your minibar product range and to

keep a healthy price mix. I believe that

if you offer the right quality and range

of products, guests will appreciate the

convenience of having these available

in their room. Most people, especially

frequent travellers, understand that

keeping products ready in guest rooms

is costly for the hotel. Based on our

experience we find that travellers

are savvy enough to know how to

efficiently use their minibar.

JB: Minibar prices are on par with the

market. There is a heavy investment

on the part of the hotel to purchase

the minibar and to provide the human

resources for restocking and rotating

stock. Ease of access and convenience

offered by having these products

within easy reach in the room

supersedes the price factor to a large

extent.

What has your hotel done to reduce the financial losses associated with minibars? AB: We have implemented measures

to ensure we do our best to check

minibars before guest check out and

ensure that all guests are asked at

check out if they have had any minibar

consumption. All minibars are

checked and refilled daily.

ST: The key for us is to ensure we

are providing items that guests are

wanting and so there are limited

stagnant products that become

wastage. Communication between

departments is also important to

ensure that correct payments are made

by the guests upon check out, as well

as information to the guest during the

reservation and check in process.

AM: Through the use of efficient

Property Management Systems (PMS)

such as Triton and Opera-To-Go,

the servicing of the minibars has

become more efficient. Knowing

when someone checks out and when

guests have asked for their room to be

serviced by housekeeping helps to plan

manpower and hence saves time. It

also helps to anticipate and respond to

the need of the guests more efficiently

and effectively, which improves guest

satisfaction.

Efficient inventory control of

minibar items and the correct logging

of expiry dates also reduces losses and

allows for the right inventory to be

kept in each room. Efficient labeling

of the expiry date helps employees in

keeping a daily check on items when

refilling the minibar without losing

valuable time.

JB: One concern is the short expiry

on the products offered. As we are

running a large food and beverage

operation stocks are rotated

continuously to avoid expiry of

products that have a shorter shelf life.

Regular inventory checks are done to

tally discrepancies in consumption

and sales as well as close co-ordination

with Housekeeping and Inventory

Control departments help manage

bottom lines.

How do you protect against theft from the minibar? AB: All items are checked on a daily

basis and charged on receipt of

consumption.

ST: Our team of minibar agents

regularly checks our minibars for

replenishment and stock taking. Other

than this we work on a trust basis

between ourselves and our guests.

AM: It happens and will always remain

a challenge, it is a risk that is inherent

to running a luxury hotel. Ensuring

Q&A

Catering for the im-

pulse buying of guests

needs to be balanced

by careful control

44-50 Mini Bar.indd 48 2/3/13 1:27 PM

41375_gulfood_2013_barter_hospitality_business_me_me_207X270.indd 1 1/31/13 3:49 PMUntitled-3 1 2/3/13 10:53 AM

Q&A


efficient communication between the

minibar staff, housekeeping and the

front office helps to mitigate this risk

as much as possible.

JB: The Housekeeping department

maintains a manual record of daily

consumption that can be cross

checked should we experience

instances when guests have

accidentally removed items from

the mini-bar or if they may disagree

with charges posted. Our team can

then physically check the mini-bar

to verify. In addition, the hotel has

a tracking system in all minibar

pantry areas where stock is kept –

this is directly co-related to room

consumption and replenishment only

after cross-checking the consumption.

Dedicated staff monitor the inventory.

Would it ever be viable to make the hotel minibar free? AB: For standard rooms the idea

has been thought of a promotional

package but the only issue would be to

expect a guest to pay for the package

they may not like all the items in the

minibar thus making this a difficult

package to sell. It is however quite a

common practice for some hotels to

sell presidential / royal suites with

minibar inclusive at the room rate.

ST: This idea depends upon many

factors such as the positioning of

the property and room P&L but I

do not see this being introduced

across the industry. However, we

offer guests staying in our Club

Rooms and Executive Suites the

use of our Club Lounge which

provides complimentary snacks and

refreshments throughout the day.

AM: Many resorts turn to this

alternative and now include the

minibar service as an added value to

their room packages and for example

offer all non-alcoholic beverages

complimentary to guests throughout

their stay. As a city hotel this is

not something we have looked at,

especially with the minibar service

being a viable, profitable service for us.

JB: We do provide complimentary

mini-bars for suite rooms.

What have you found to be the greatest overhead for the running and supply of the minibar? AB: The manpower to service,

maintain and supply the contents and

of course the capital investment of the

unit / minibar itself.

ST: For us it is the replenishment of

slow moving, lost or unpaid for items.

AM: Keeping high stock levels for items

that are not moving quick enough

is one of the bigger expenditures in

managing minibars hence finding the

perfect balance between an efficient

product offering and responding to

guest demand is key. With regard to

the energy, using and efficient RMS

(room management system) that

allows for change of temperature to

the minibar depending on whether the

guest is checked in or not, allows for

energy saving and thus cost reduction.

JB: Other than initial cost of installing

the minibar itself, which is usually

relatively high, manpower related to

replenishment of the mini bars is also

significant. Availability of spare parts

and technical support also need to

be considered in case of breakdowns

or servicing as the bars become older.

If the software used for tracking

becomes obsolete (as can happen in

the case of the automated bars) this

can be expensive to replace

44-50 Mini Bar.indd 50 2/3/13 1:27 PM

For all advertisment related enquires please contact the following:

Sales Director: Ankit [email protected] +971 55 2572807

Associate Publisher: Alex [email protected] +971 50 458 9204

The Pro Chef ME magazine - the magazine for professionals

Read every monthly issue free of charge via: www.cpidubai/com

If you work as a chef, restaurant manager, sommelier, banqueting manager or catering manager for a four or five star restaurant in the UAE, then apply for your free monthly

copy of The Pro Chef Middle East, the magazine for fine dining professionals.

CHRISTIAN GRADNITZER, GROUP CULINARY DIRECTOR,

JUMEIRAH GROUP

Published by

MIDDLE EAST

Pro Chef - for hbme NEW.indd 1 2/4/13 4:00 PM

cpid

SPECIAL FEATURE/ SPA

cpidubai.comcpidubai.com

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In 2011 the male grooming market was valued at $33b globally and by 2016 it is predicted that male grooming products will outsell shaving products. But how can the hotel spa capitalise on the trend?

In 2011 the male grooming market was valued at $33b globally and by 2016 it is predicted that male grooming products

ill t ll h i d t B t h


52-56 Spa.indd 52 2/4/13 11:27 AM

cpidubai.com


omom HOSPITALITY BUSINESS MIDDLE EAST / 53FEBRUARY 2013

Inspired by a growing range of

products and new levels of social

acceptance, the male grooming

business has boomed over recent

years.... by 6% per annum since 2006.

In 2011 the industry hit a value of

$33 billion, according to figures from

Euromonitor International.

Between now and 2016, the same

research suggests that for the first time

ever men’s toiletries will gross higher

sales than shaving products.

The impact is being felt in hotels

across the region as, over recent years

the ratio of male to female visitors

has steadily evened out to a near

50/50 split.

“This trend does not surprise me

as I believe men have always been

interested in their appearance, but

in the past the spas were marketed

to female guests only, so most men

tended to avoid booking treatments,”

reports Raffles Dubai spa manager,

Renee Reardon.

“In recent years the cosmetics

industry has begun to recognise that

male grooming is an untapped market,

and product lines have been developed

which are specifically targeted for men

and their needs. This is the same for

the spa industry – most spas these

days will have a specific male product

line, and specific men’s treatments in

their menu,” she adds.

While the most popular male

treatment reported to Hospitality

Business Middle East is massage,

many other properties have also seen

an increase in facials – both male-

specific and unisex versions – and

aromatherapy treatments.

Despite experiencing a 5% decline

in male guests recently, Simone Elena-

Lange, spa manager at Amara Spa,

Park Hyatt Dubai, is still preparing

to launch a range of male-only

treatments due to the strong interest in

not only products, but surgery also.

“We were very much focused on

meeting the needs of the female

clientele. However, because men are

becoming more and more interested

in grooming and seem to have started

to focus on cosmetic treatments,

cosmetic products and even surgery,

Amara will from March 2013 tap this

niche by adding treatments as well as

retail products catered purely towards

males. Furthermore, the new salon,

which is planned to open this year,

will have a male barber who will offer

elaborate grooming services to the

male clientele.”

At The Address Dubai Marina,

despite being launched for female

guests and local residents, The Spa

has seen a marked increase in the

number of male clients, explains

assistant spa and recreation manager

Yvette Enriquez.

“The Spa was originally considered

a place for women to unwind and

rejuvenate, however there has been

a definite increase in the number of

men visiting. This is not necessarily a

surprising trend, we are likely to see

the trend gain momentum over time.”

Beauty business

While many of the region’s hotels

actually welcome a higher number

of male guests due to local and

international business culture,

they have still witnessed the same

demand dynamics in the spa.

“We are both a landmark hotel and

a business hotel, so we do get a lot of

male guests and because of that we

do get a higher percentage of male

guests at the spa, but we also find they

are very interested in the spa. They

approach us, maybe if they are using

the gym or pool and we tell them

about the treatments and products

SPA STATSAMARA GUEST RATIO

43% 57%FEMALE GUESTS: MALE GUESTS:

ANANTARA GUEST RATIO

40% 60%FEMALE GUESTS: MALE GUESTS:

52-56 Spa.indd 53 2/4/13 11:27 AM

54 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013 cpidubai.com cpidcpidubai.com

on offer,” says Fairmont Dubai spa

director Louise Dennis.

“The spa has really grown in the last

few years and people have realised that

there is a need to relax, a need to take

some time out and pamper yourself.

Men are realising that moisturisers

and relaxation aren’t just for women!

“It’s really just education and there is

so much knowledge out there now so

they are realising that it’s ok to come

for a facial and to buy some products

and keep using them. At the end of the

day they want to look after themselves

and I think they are ok with that,”

she adds, further highlighting that

Fairmont: Social media, special promo-

tions, spa menus in hotel rooms

Amara: Concierge, in room screens,

monthly promotions, social media

The Spa: Through proactive media

engagement, outreach to our loyal and

potential customer-base through email

and via HTMLs, in addition to providing

discounts to certain credit card holders such

as EmiratesNBD Platinum, The Spa at The

Address Dubai Marina continues to interact

with its clientele.

Anantara: Special offer each month for life-

style members, flyers, online, printed media.

Kempinski: In-house marketing and

in-room collateral, promotions, reviews and

advertising.

How do you market to male guests?

when it comes to marketing the ever-

increasing range of products to an

ever-growing clientele, the challenge

remains with those men who aren’t

sold on salons. Dennis says: “If you

look at the spas that have a higher

rate of female than male guests they

have men’s only sections in the menu

and a full range of male products, so

the guests can see there is something

for them.”

Rotana Al Ghurair spa director

Afrah Hamdy adds: “The main

challenge is to find the most easy,

short and yet efficient treatments

to satisfy men’s expectations ,

And yes we overcame this by

having dedicated spa products and

treatments specially for men from

Aromatherapy Associates.”

At Raffles Dubai, a whole ‘business

express’ spa menu has been developed,

specifically for this market.

“Business travellers are often on

a tight schedule and prefer shorter

treatments that give an immediate

benefit. Our stress relief massage is

great for frequent travellers or people

who sit in front of computers as it

targets the areas where tension is most

often held,” says Reardon.

The spa also offers nail services,

hair cuts and colouring, as well

as shaving and grooming from a


52-56 Spa.indd 54 2/4/13 11:27 AM

Untitled-7 1 1/31/13 5:27 PM

Untitled-4 1 7/4/12 5:06 PM

omom

qualified barber. The Classic Shave

service even includes an exfoliation

using black diamonds.

The male market is not without its

challenges. Aside from marketing,

strict rules governing male and female

contact do heavily influence the scope

of some spas’ offerings: “We are not in

a position to offer massage treatments

by female therapists to our male guests

and we do turn away business because

of this policy. We can’t overcome this,

we just have to make sure we clearly

communicate this to our guests at the

time of booking or visiting to ensure

that we manage the expectations

of our guests,” says Kemspinski spa

manager Dr Shylaja Ravikumar.

Reasons to be beautiful It’s one thing to notice and capitalise

on a trend, but truly harnessing its

potential requires understanding. So

why are more men ditching the hotel

bar for the spa?

“The trend is not surprising, if we

take the example of the Hammam,

this practice goes as far as we could

remember, at least 600 years. So the

ritual and the culture did not change,

it’s the modern way of presenting it to

the guests that did, it’s almost like a

Kempinski: Sports massage, Balinese

Massage, and Elakkizhi

Eastern Mangroves: Traditional Turkish

Hammam and a vast array of massages at

the Anantara

Raffles: Massage treatments are the most

popular, especially deep pressure or sports

massage, in addition to facials, both male

specific and unisex

Park Hyatt Dubai: Massages

Fairmont: De-stress, aromatherapy and

relaxation massage

The Address: Treatments that exude a

sense of relaxation and rejuvenation, such as

de-stress and aromatherapy treatments.

Rotana Al Ghurair: Aromatherapy at

present although there is no historical data

on this newly opened spa.

Most popular male treatments – our survey said:

new packaging and people just needed

time to get familiar with it again

before identifying their landmarks,”

explains Eastern Mangroves Hotel and

Spa supervisor, Mohammad Fleifel,

who also says that re-marketing spa

in the modern age has been key to the

emerging male market.

He also adds that as roles change,

the traditional barber is no longer

as important when it comes to

male facial care: “Facial care is very

important in the UAE; however it was

always dedicated as the barber’s job,

where the client nurtures a relationship

with his barber that it almost becomes

a social activity where the element of

trust and customised service are key.

Facials at the spa offer a completely

different service and environment, male

guests just need to find their comfort

zone before it picks up.

Looking more towards pop

culture, Enriquez reports: “Media and

celebrities tend to be among the highest

influencers, and when male readers

hear or see how celebrities go out of the

way to take care of their skin and body,

it creates an impact on them.”

She adds that the current focus is on

organic beauty facials from Themae,

with pure collagen, in addition to skin

care and weight-loss treatments.

“There is a lot more awareness,

communication and marketing

about health and wellness for both

men and women than ever before,

which I am sure has contributed to

an increase in male spa guests,” Dr

Ravikumar adds.

HOSPITALITY BUSINESS MIDDLE EAST / 57FEBRUARY 2013cpidubai.com


52-56 Spa.indd 57 2/4/13 12:47 PM

cpid

GULFOOD


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GETTING STUCK INThis year, the sold-out Gulfood exhibition will expand by 13%, with a hall dedicated

to the burgeoning GCC food imports market. Exhibition Director at DWTC, Mark

Napier, tells Hospitality Business Middle East what’s driving

the demand.

58-59 Gulfood.indd 58 1/31/13 9:28 AM

cpidubai.com

GULFOOD

omom HOSPITALITY BUSINESS MIDDLE EAST / 59FEBRUARY 2013

Gulfood, the world’s biggest

annual trade exhibition for the

food and hospitality industry,

is set to expand by more than

12,500sqm, the equivalent of 13% - this

year. As a result, the bigger expo will

offer 113,398sqm in exhibition space.

The expansion includes an additional

temporary hall, Zabeel Pavilion,

dedicated to food and drink companies

due to overwhelming demand both

regionally and globally and a second

hall solely for GCC food imports – a

market that is projected to double to

AED195 billion in 10 years.

The plans saw the show sell out to

new exhibitors, six months before the

opening date.

Last year, the event attracted

68,681 trade visitors from 152

countries – an 11% increase on 2011

– with a 61% international visitor

presence. In addition, the 2012 show

drew 3,816 exhibitors and offered

110 international pavilions. The

additional exhibition space will allow

many of the hundreds of exhibitors

queuing for a presence at Gulfood

to finally showcase their products in

this fast-growth market including

new country pavilions from Ecuador,

Lithuania and Oman.

Under the theme “International

Flavours, World Class Business”,

Gulfood 2013 is on track to provide

exporters, buyers, exhibitors

and visitors with the benefits

of an even broader trade and

sourcing platform as well

as knowledge exchange,

training, competitions and

live events.

“Every year, Gulfood

has welcomed a record

number of visitors. Last year

approximately 61% of these

were from outside the UAE.

With the 2013 edition of

Gulfood set to be the largest

in the show’s history, we are

expecting to attract more

than 70,000 visitors,” says

Exhibitions Director at

Dubai World Trade Centre,

Mark Napier.

Helal Saeed Almarri, Dubai World

Trade Centre CEO, adds: “Gulfood

2013 is an essential event for those

organisations and companies that want

to forge new partnerships and secure

lucrative business opportunities.”

On the riseThe additional exhibition space at

Gulfood 2013 will accommodate

the huge demand for participation,

enable more processing and packaging

equipment space, and allow exhibitors

to demonstrate their larger machinery

and equipment ranges.

Increased space has also been

provided to ingredients, which

supports the region’s increasing drive

to manufacture and move up the value

chain. The largest exhibition space

increase has been provided to finished

food – especially exhibitors focused on

retail and foodservice markets - where

demand far exceeds capacity with over

900 companies requesting space. An

important bi-product of the expansion

is the many new products, new

exhibitors and new equipment that can

be shown, which in turn delivers more

value and interest to visitors.

“Food prices are on an upward

trend globally and shows such as

Gulfood are one of the best places for

buyers to source and benchmark new

suppliers, select from the largest range

of products and services available

worldwide and, get the best deals on

these,” explains Napier.

Date for the diaryReflecting the global profile

and importance to exporters,

many agricultural and export

ministers are also expected to

attend Gulfood to support their

country’s participation.

To support their attendance,

a Ministers Meet will be held

to help broker future trade

agreements, export initiatives

and food security policy.

the provision of context

and direction in global trade

strategy is also on the 2013

conference agenda. Captains

of industry and world-renowned

experts will share research, market

analysis and predictions at the Food

Leaders Summit. Also capitalising

upon the region’s fast-growing

manufacturing base and business

start-ups are dedicated programmes

for Food Processing and Packaging

and Entrepreneur or Foodpreneur?

Completing the line-up is the

Franchise Workshop, an essential

guide to food franchising to help

industry professionals make the right

decisions to acquire and manage a

successful network.

The third Baking &

Pastry Guild Middle East

Competition will also

be held at Gulfood

2013, to honour the

specialised skills of

professional bakers

and pastry chefs.

A range

of industry

sectors will be

showcased and

this demonstrates

Gulfood’s 360

degree perspective

in terms of its

exhibition offerings.

The sector line-up

includes: Ingredients

Middle East, Beverage &

Beverage Equipment, Food &

Drink, Food Service & Hospitality,

Ingredients Middle East, Processing &

Packaging and Restaurant & Cafe.

“Further enhancing next year’s

Gulfood and new to the show are an

enhanced VIP buyer programme,

a spotlight on Africa, easier on-site

navigation tools and workshops

dedicated to entrepreneurship,

processing, packaging and industry

regulations,” Napier adds

Gulfood is open 11am-7pm from February 25-27 and 11am -5pm on February 28. The online entry fee is AED125 and onsite entry fee is AED250. For more information, please visit www.gulfood.com.

e &

Food &

Hospitality,

ocessing &

fe

age a

East

o

Food for ThoughtLaunched more than 25 years ago,

the inaugural Gulfood in 1987

offered 850sqm of exhibition space

to the region’s burgeoning food and

hospitality industry. Today, Gulfood

provides 113,398sqm, a staggering

growth metric which underpins its

position as the world’s biggest an-

nual trade exhibition for the sector

with unrivalled expertise, in-depth

market knowledge and spectacular

return on investment.

$53.1bn PROJECTED RISE

IN FOOD IMPORTS

TO 2020

18% RISE IN DUBAI’S

FOOD IMPORTS

FROM 2010 –

2011

58-59 Gulfood.indd 59 1/31/13 9:28 AM

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

you, every month

TRENDS / PRODUCT WATCH

Ideal Standard International has presented its

new range of product collections to hoteliers and

press at a ceremony at Abu Dhabi’s Etihad Towers.

The collections included: Strada, Connect,

Simplicity, Idealrain family and water and energy

Saving ranges.

Each is aimed to the needs of the Middle

East market.

Regional marketing manager Dimitra

Dotsia, said: Our products incorporate

innovative features in the scope of the safety of

the end user, and the water and energy saving,

which along with the contemporary design,

are aiming to provide bathroom solutions

equipped for modern day living. Each piece

is the culmination of a lengthy development

process, involving some of Europe’s leading

designers. The result is excellent in form

and function.” The new brand identity

will be officially launched at the ISH 2013

International Exhibition, to be held in

Frankfurt, March 12- 16.

LG’S NEW DIMENSION IN SUSTAINABILITY

BATHROOM LAUNCH

Sw

for

its

exc

sho

to a

clie

had

slee

Omnix international has won “multi-million

dollar” contracts with Conrad Hilton Dubai,

Pullman Hotel Dubai, Novotel/Ibis in Fujairah,

Fairmont Hotel Ajman and the Bright Start Four

cpidcpidubai.com / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013

OMNIX CONTRACT DEMONSTRATES GROWTH

LG Electronics announced that its CINEMA 3D

Smart TV’s Environment Product Declaration

has been certified by UL and has received a

Sustainable Product Certification.

“LG is proud to have its ongoing efforts

to develop and manufacture sustainable

products recognized by UL,” said Havis Kwon,

president and CEO of the LG Electronics

Home Entertainment Company. “The LA6900

embodies our desire and commitment to create

products that protect not only the health of the

environment, but the health of the consumer as

well. We will continue to deliver market leading

products capable of meeting, and in many cases

exceeding industry standards.”

LG’s 55-inch and 47-inch LA6900 CINEMA

3D Smart TVs have been awarded SPC Gold

certification by UL. Both energy efficient

products are manufactured using safer, less toxic

materials and production processes. Several

of the components employed by LG have been

specifically designed and fabricated to be more

recyclable at the end of their operational lifespan.

Seasons Jumeirah Resort in Dubai.

The IT specialist says the wins are testament

to the growth and robust strength of the

hospitality industry.

Omnix International’s Founder and President

Jamal Abu Issa commented: “The hospitality

sector is undergoing enviable growth, both in the

UAE and across the region. According to recent

industry research, room revenues from the hotel

industry in the GCC are forecast to rise to about

US$ 27 billion in 2015, growing at a compounded

annual growth rate of 11% from 2010. Tourist

arrivals too are forecast to grow significantly,

particularly in the UAE which is increasingly seen

as a regional financial hub and tourist hot spot.”

Omnix recently handed over the Jumeirah

Etihad Towers in Abu Dhabi, the Jumeirah

Creekside in Dubai and the Melia Dubai on time

and on budget.

LG-UL presentation Hojun Nam (Executive

Vice President, LG Electronics) Lisa Meier

(Vice President and General Manager, UL

Environment) from left

SU

60-61 Product watch.indd 58 1/31/13 4:49 PM

PRODUCT WATCH / TRENDS

nd

rs.

gy

y of

ng,

Kempinski Hotel Mall of the Emirates has

introduced a number of technological

innovations over the past few months,

including tablet-based express guest

services, iPads in the hotel’s restaurants

and limousines, and a new in-room energy

management system that is already seeing

a significant reduction in the hotel’s carbon

footprint. The hotel was recognised as

one of the 2012 EMEA Hotel Technology

Innovators during the Hotel Technology Next

Generation (HTNG) European Conference

held in Austria earlier this month.

Swedish bed manufacturer Hästens Beds, known

for its all-natural and handcrafted beds, launched

its new range, targeted directly to hotels, at an

exclusive event at Dubai’s Burj Al Arab.

Held January 15 – 17, the World Luxury Expo

showcased the world’s leading luxury brands

to an invitation-only three-day event to private

clientele from across the GCC region. The invitees

had an opportunity to experience the “Hästens

sleep” in a private suite displaying the new

cpidubai.comom HOSPITALITY BUSINESS MIDDLE EAST / 61FEBRUARY 2013

TOP TECH INNOVATOR

SIT DOWN AT ART SAWA

Nakkash Gallery, the exclusive distributor of

‘Platform Collection’ by Rausch, in the UAE, is to

exhibit the range at Art Sawa, in Al Quoz Dubai, from

10am to 9pm on March 7, 2013.

The range, which has already been specified for

Intercontinental Hotel in Dubai Festival City, was

originally launched in 2009.

It is a popular choice for exclusive hotels, bars,

resorts and designer project applications.

Describing the product as “the yacht for lounging

on”, the LED Function transforms Platform from a

modern furniture piece to a ‘funky’ entertainment

sofa or a sofa showing off its multi coloured lighting

application, says Nakkash Gallery.

Brocade (NASDAQ: BRCD) today announced

that it has won Reseller Hot 50 award for

‘Best Storage Networking Vendor of the

Year’. The award was accepted by Hassan

Hamadani, Brocade’s regional marketing

and business development manager,

emerging markets, at a ceremony held

at the H Hotel, Dubai on the 3rd of

December, 2012. The award recognizes the

networking vendor’s technology leadership

and constant innovation in Storage Area

Network (SAN) solutions.

HOT VENDOR AWARD

SUPERIOR SLUMBER FROM HÄSTENS BEDS IN GCC

Experience line for hotels – Hästens Experience

Frame bed and Hästens Experience Continental bed.

The most luxurious bed, the Hästens Vividus, was

also displayed in the deluxe suite.

Adding distinction to any hotel, Hästens also

provides pillow and duvet menus as an added

value to the sleeping experience, allowing hotel

guests to choose from pillows and duvets made of

goose down. Hästens has previously supplied the

Four Seasons Hotel in New York.

60-61 Product watch.indd 59 2/4/13 1:40 PM

62

Hospitality sector measures up to social media

S ince mid-2009, many hotel chains in the UAE have been monitoring social media networks and sites for the online user-generated reviews they contain. Some hotels even respond to guests, developing key

relationships with their customer base. Dedicated online distribution and marketing teams are

often tasked with communicating in this way in a bid to protect the brand and strengthen customer relationships..

Some of this engagement with customers is about turning negative communication about a guest experience into a positive outcome. Engaging online with guests and customers instead of simply hosting and managing them is seen as the best way to create and sustain business opportunity.

Hotels and restaurant chains are focusing on this activity because, as various studies have shown, online user-generated reviews about a hotel or dining experience

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62-65 DU.indd 62 2/3/13 2:10 PM

63ADVERTORIAL FEATURE BROUGHT TO YOU BY

nd

ce

will have a direct impact on the business and its future revenue line.

Hospitality CIOs checking up on TripAdvisor impactDiscussing this issue at a recent CIO Forum hosted in Dubai by du, top hospitality CIOs in the region said the sector has become quite astute at using the business intelligence that is to be gleaned from social media conversations. They now understand the impact of social media on their business and can measure how much, say, a half-point decline in a hotel’s TripAdvisor rating would impact on its revenues. It is a point tested by academic study. du CIO Forums are invitation-only events organised as part of du’s Leadership Series, to provide insight into the latest trends in technology-focused sectors.

According to ‘How User-Generated Review Websites Impact a Hotel’s Revenue’ by Milan Patel of the University of Nevada, Las Vegas, results of a correlation study showed that eight out of nine hotels that had a high TripAdvisor Popularity Index score also had a high RevPar. (In the hotel industry, RevPar is a measure of the average daily rate for a room multiplied by the number of rooms used. It is calculated by taking the total revenue for a particular period of time and dividing by the number of rooms rented over the same period. It is important to note that RevPar only accounts for revenue from room rental and does not include other sources of revenue, such as that from room service or value added services ‘Eight out of the nine hotels randomly selected – three in each star rating ranging from four stars to two-and-a-half-stars – clearly showed that hotels that had a better ranking on the TripAdvisor Popularity Index had a higher RevPar,’ the report concluded.

Those in attendance at the du CIO Forum agreed that it is becoming increasing vital that the industry monitors social media content in this way. The job in hand is to assess the impact on reputation and help manage business prospects going forward. It is important because the use of social media by customers and guests is on the rise.

eMarketer, an authority on digital marketing, media and commerce, has estimated that the Middle East and Africa region has the highest social network penetration rate among internet users at 70.2%. The market watchers estimate that there will have been 146.4 million social network users in the region in 2012.

Social media is global, pervasive, complex, and

constantly evolving. At any given moment there are millions of users posting news, commenting on companies’ new products and services, pressing ‘like’

or feedback - and that is just on Facebook. There are millions of data points across multiple social networks that hospitality businesses must sift through, and within this there are more than a dozen types of data points (from

are growing.

The growing use and impact of social conversationGlobally, TripAdvisor, the consumer review site that has become one of the world’s biggest travel resources, is attracting 41.6 million users a month, and featuring 40 million reviews of hotels and restaurants worldwide, with an average of 300 reviews for each hotel.

In one survey of 1,000 business travelers nearly half

user reviews on websites such as TripAdvisor, illustrating the power of consumer-generated review sites. Another

Social network users and penetration in Middle East & Africamillions, % of internet users and %of population

Note: internet users who use a social network site via any device at least once per monthSource: eMarketer, Aug 2012

Social network users% of internet users% of population

62-65 DU.indd 63 1/31/13 4:57 PM

64

study of 4,600 leisure trippers in 13 countries around the globe shed further light on how important social media has become and how it shapes the size of the travel industry sales funnel.

The company behind the report, Text100, highlighted a number of key points:

travel inspiration and over half also use Twitter, Pinterest and other social media platforms for inspiration.

stay in touch with friends and family while on vacation - higher than those taking photos (43%) or checking news sources (20%). Over half (52%) post photos and videos during their travels, while 25% write reviews.

(63%) ahead of web searches (55%). Websites with reviews are the most popular, followed by professional travel guides and travel columns.

those who are younger and well-educated, and mobile phones—already popular among users for accessing social networks—will continue to drive usage. The majority of travellers download travel apps before leaving for a trip, with maps being the most popular.

Text 100 reported that positive experiences are most likely to be posted on review sites. But it is said that around one in every four postings made by guests to a site like TripAdvisor are said to be some form of complaint. So it is not surprising that CIOs at the du CIO

businesses are now using various social media listening tools to keep abreast of guest sentiment.

Increasingly, hotel chains want to empower certain employees to engage with past customers on an individual basis. Many now allow a nominated employee(s) to engage in a social media conversation with a customer. The aim is to create a dialogue with them, retain them as a customer, and win back their loyalty so as to sustain revenues.

Charting the impact of social on future businessUnderstanding customer sentiment about a business or organisation in the social media space is a new challenge. Measuring the value of social media CRM is neither easy nor simple.

First, confusion around the differing levels of engagement in social media strategies creates a

factor in developing metrics. This, however, pales in comparison with the complexity of the social networking space itself. Social networks generate massive amounts of user data each second with every like, comment, and re-tweet across the globe. While tackling the mountain

who and what is important, and assigning value to this information is just as daunting and complicated, if not more so. These challenges can, however, be dealt with, particularly with the help of service providers that have developed the necessary data centre platforms to manage the data.

as

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du is among a group of the world’s top telecoms operators which now offer hosting and managed data centre services. With its networks, its data centre expertise and its strategic role in switching and managing network bandwidth, du is extremely well placed to provide co-location and hosting services. The latter are becoming increasingly important as organisations turn to their preferred telecoms and network operator for more ICT and applications services.

The company is well established provide of hospitality services such as Managed Voice, high speed managed internet with bandwidth on demand, Managed DDoS and IPTV services providing the best in class IP services built to support the hospitality industry’s critical needs. du now also has access to available data-centre capacity in strategic business locations next to, or in close proximity to, network hubs and access peering points, it is possible to expand the services footprint for customers wanting IT managed services and the ubiquitous cloud. The telecoms operator’s pivotal role in supporting and managing IP networks and access to high bandwidth services puts it in a strong position as a provider of data-centre managed services, such as server, storage and applications hosting to customers.

62-65 DU.indd 64 1/31/13 4:57 PM

65ADVERTORIAL FEATURE BROUGHT TO YOU BY

ual

s

For the brand perception aspect of social media,

as conversation volume, buzz, and sentiment analysis.

available to help track reputation by monitoring social media conversations.

Salesforce Radian6 helps companies listen to what people are saying about them online and engage in those conversations across the social web. From blogs and comments to multimedia, boards, forums and communities like Twitter, the system gathers the discussions happening online and gives businesses the ability to analyse, manage, track, and report on their social media monitoring and engagement efforts. Another tool is Klout, which measures discussion mentions across several social networks and shows users how they impact the people connected to them. The Klout Score, a number between one and 100, is a representation of

science behind the Score examines more than 400 variables on multiple social networks beyond the number of followers and friends. It looks at who is engaging with

an organisation’s social media content and who they are sharing it with.

Plotting a social media strategySocial media engagements can be broadly separated into listening, public relations and marketing, and customer service, each of which can be handled internally or outsourced depending on the hotel’s needs and capabilities.

Listening (or social monitoring) is the most passive of the strategies, and provides hospitality companies with an insight into their brand perception among customers.

general goal is (or should be) to gain real-time market data and insights to help shape business-end plans. The next, more active approach to social media involves marketing and PR campaigns in which enterprises reach out to their customers via communications such as promotions, ads, and surveys in order to promote and protect their brand, broaden and deepen their customer base, and drive sales.

Finally, social customer service allows companies to

62-65 DU.indd 65 1/31/13 4:57 PM

66

monitor customer feedback and inquiries, and to respond accordingly. Due to the public nature of social networks, customer service on these posts incorporates the listening and PR sides of social media strategies.

The following are basic KPIs that leading hospitality companies have started to develop, adopt and measure, to help them manage that social media strategy:

about the company and its products or services? A company can push marketing and PR on social media sites all it wants, but unless customers respond in some way, the company’s efforts will not mean much.

and attitudes toward the company. This is particularly useful in evaluating responses to a company’s CRM efforts, strategy changes, and events, among other things.

how much is being said, and by how many different customers.

that the company’s social media activities reach. This includes the primarily number of followers and fans reached by the company directly, but excludes those

the company’s customers on social media care about.

and measures the impact of this on users’ networks.

ambiguity in what it means to have a lot of followers or friends.

competitors by aggregating conversations and activities about the entire industry, and determining what fraction of those conversations are about the company.

Adoption of such KPIs will be vital to the continued success of the hospitality industry. If the sector only half-heartedly pursues social media engagements without really understanding what the goals are, then it will be a struggle. It only leads to a ‘chicken versus egg situation’ where customers are hesitant because of a lack of

and executive boards do not therefore see the value of investing in a social media strategy.

In this regard, return on investment (ROI) is one of the most important metrics that executives use to determine the effectiveness of social media strategies, but it is also

faceted – not only are there questions around what should

determining these variables.

For further information, please contact : [email protected]

62-65 DU.indd 66 1/31/13 4:57 PM

To advertise please contact:Alex Bendiouis, [email protected] +971 50 458 9204

Antony Crabb, [email protected] +971 55 338 7639

Ankit Shukla, [email protected] +971 55 2572807

Read every monthly issue free of charge via: www.cpidubai.com

Heinz Grub, General Manager of Sheraton Dubai Creek and Area Manager of 7 Starwood properties in Dubai

Hospitality Business MagazineThe choice of the professionals

Published by

NEW HBME ARTWORK final.indd 50 2/4/13 10:50 AM

APPOINTMENTS NEWS


Appointment newsThe latest appointment and promotion news from the region

Newly appointed Hyatt GM, Nizar Weshah.

DUSIT THANI ABU DHABI APPOINTS Stefan van der Kruyf has been named director

of sales and marketing at the new Dusit Thani

Abu Dhabi. At Dusit’s first property in the

capital Emirate, Kruyf will be integral to the

property’s launch period.

“I am delighted to be a part of Dusit Thani

Abu Dhabi in this exciting phase. Our strategy

RIYADH HYATT GM NAMEDNizar Weshah has been appointed general

manager of Hyatt Regency Riyadh.

Weshah holds a Hotel Management degree

from Al Mustansiriy at University in Iraq, and

joined Grand Hyatt Amman’s opening team in

October 1998 as an outlet manager, where he

was later appointed to the post of assistant

director of food and beverage in July 1999.

Prior to this appointment, he worked in

several Hyatt properties around the world

FEMALE GM FOR CENTRO DUBAIRotana’s first Dubai property under the Centro

brand, has announced the appointment of its

new GM, Eleni Tsolakou.

Tsolakou replaced Sherif Madkour, who is

now the General Manager of the four-star Al

Maha Arjaan, one of Rotana’s 11 properties in

Abu Dhabi, from January 6th.

“Today’s figures prove that since the

opening of the property, Sherif developed a

very strong platform which I am sure Eleni

will continue to build on, and bring even more

business as the property grows,” commented

Rotana EVP and COO Omer Kaddouri.

Tsolakou was promoted to general manager

of Centro Barsha after completing two years as

the executive assistant manager of Yas Island

Rotana and Centro Yas Island.

“This is a very exciting opportunity and

I feel confident we will all work together

successfully in order to establish Centro Barsha

as the most preferred destination for business

travellers visiting Dubai, and a hub for the

vibrant local community,” she said.

The Rotana Centro, in Dubai’s Al Barsha

area is now in its third year of operation.

such as Hyatt Hotels Baku, Grand Hyatt

Muscat, Hyatt Regency Belgrade and was

subsequently appointed in September 2008 as

the opening team EAM food and beverage for

Park Hyatt Jeddah, where he has held his most

recent role as director of operations since

September 2010.

Expected to open in the third quarter of

2013, Hyatt Regency Riyadh, will offer 257

guestrooms, including 37 suites. The hotel will

also offer a lobby lounge, two restaurants,

a Regency Club lounge, more than 550sqm

of ballroom and event space, and a number

of small meeting rooms. Additional hotel

amenities include a male spa with six

treatment rooms.

is to leverage our dynamic business model, as

we seek growth opportunities in the vibrant

marketplace of the UAE capital. The property

offers a unique mix of a strategic location,

superb MICE, F&B and leisure facilities, which

will prove to be a winning formula,” said

van der Kruyf, who has 30 years’ hospitality

experience with a number of global 5-star

operators, including Le Meridien Hotels,

Hyatt Hotels & Resorts, Hilton, Marriott and

Sheraton.

Eleni Tsolakou and the Centro Barsha team.

68 Appointments news.indd 68 1/31/13 9:09 AM

Job watchTime to move on? We can help. All jobs can be applied for throughthe Hozpitality Web siteSR. GENERAL MANAGER- ABU DHABI

Industry: Hotels Clubs and Spas

Department: General Management/ GM

Level: Corporate /Group, Top Management

Location: United Arab Emirates (UAE)

Salary Description: attractive

Posted: 19/01/2013

Start Date: asap

Recruiter: Hozpitality Consulting

We are looking for a Sr. GM for a new local 5

star hotel opening in Abu Dhabi by the end of

2012. European/American/Australian nationals

are preferred by the client for this position. The

candidate should have over 15 years experience

as a GM and preferably with similar experience

in UAE. Age 45-60 years. Attractive salary plus

benefits. Please apply with your CV and photo

urgently.

CFO / CHIEF FINANCIAL OFFICER


Department: Finance and Accounts, Head

Office/Corporate


Location: ME/GCC (Except UAE), United Arab

Emirates (UAE)

Salary Description: AED 35.000 net basic ++

Family Package

Recruiter: CHA International

We are looking for a CFO/ Chief Financial

Officer, based in Dubai, preferably Indian

Nationality. Age between 40-50 years old with

experience in an International Hotel Chain and

in charge of multiple properties or holding a

cooperate role with Dubai/GCC Experience.

CPA holder is a plus. All Resumes please to

[email protected]

COMPLEX DIRECTOR OF FINANCE


Department: Finance and Accounts

Level: Corporate /Group, Department Head, Top

Management


Salary Description: Attractive

Posted: 16/01/2013

Recruiter: Le Meridien Mina Seyahi Beach

Resort

Job responsibilities will include, but not limited

to the following:

Direct preparation of annual budgets and

monthly forecasts; establish

or recommend to management major

economic objectives and policies

for Hotel.

Support General Manager and hotel financial

goals by direct

preparation of monthly and annual reports

summarize and forecast

hotel’s revenues, expenses, and earning based

on past, present and

expected operations.

Ensure compliance with Starwood policies

and procedures and all

applicable laws.

Provide effective leadership of the Finance

team in relation to goal

setting, development and direction of

activities.

Negotiate and monitor contracts with hotel’s

vendors.

Ensure the collection and payment of

applicable local, state, and

federal taxes.

Arrange for audits of hotel’s accounts.

Prepare reports required by regulatory

agencies.

Additional duties as necessary and assigned.

Requirements

To move into this position you should have

Bachelor’s Degree in Accounting with a major

in Hotel Accounting or

a Certified Public Accountant license or

Master’s in Accounting or

Business Administration.

Four years plus experience in similar role and

five years experience

in five stars property.

Budgetary analysis capabilities required.

For more information, please visit

www.starwoodhotels.com or www.

starwoodvacationownership.com

DIRECTOR OF SALES & MARKETING - DOHA,

QATAR


Department: Sales and Marketing/PR

Level: Corporate /Group, Department Head


Emirates (UAE)


Posted: 09/01/2013

key markets

Marketing Plan and Budget to achieve the

revenue goals.

maximum revenues/yields are achieved in the

development, maintenance and education of

Strategic Rate Pricing, Strategic Rate Selling

and plays a lead role in the development of

the Strategic Plan and the education of all

members of the team to this direction

opportunities and implementing strategies

to address them, develops action plans as

necessary

development is in place

the activities of outside agencies and internal

staff on local and in-house advertising

campaigns.

off property and has ongoing personal

involvement in community events.

Tourism Partnerships as well as other key local

Relations to stimulate additional profile

within all markets, which complement the

sales effort

where applicable

PURCHASE EXECUTIVE FOR AJMAN

CORPORATE OFFICE


Department: Finance and Accounts, Purchase

and Stores

Level: Corporate /Group, Middle

Management, Supervisory level



We are currently looking for the following

IN ORDER TO CARRY A POSITIVE ACTION WE MUST DEVELOP HERE A POSITIVE VISION.DALAI LAMA

HOSPITALITY BUSINESS MIDDLE EAST / 69cpidubai.com FEBRUARY 2013

JOB WATCH

69-70 Jobs.indd 69 2/4/13 11:33 AM

JOB WATCH

SR. GENERAL MANAGER- ABU DHABI


Department: General Management/ GM



Salary Description: attractive

Posted: 19/01/2013

Start Date: asap

Recruiter: Hozpitality Consulting

We are looking for a Sr. GM for a new local 5

star hotel opening in Abu Dhabi by the end of

2012. European/American/Australian nationals

are preferred by the client for this position. The

candidate should have over 15 years experience

as a GM and preferably with similar experience

in UAE. Age 45-60 years. Attractive salary plus

benefits. Please apply with your CV and photo

urgently.

CFO / CHIEF FINANCIAL OFFICER


Department: Finance and Accounts, Head

Office/Corporate



Emirates (UAE)

Salary Description: AED 35.000 net basic ++

Family Package

Recruiter: CHA International

We are looking for a CFO/ Chief Financial

Officer, based in Dubai, preferably Indian

Nationality. Age between 40-50 years old with

experience in an International Hotel Chain and

in charge of multiple properties or holding a

cooperate role with Dubai/GCC Experience.

CPA holder is a plus. All Resumes please to

[email protected]

COMPLEX DIRECTOR OF FINANCE


Department: Finance and Accounts

Level: Corporate /Group, Department Head, Top

Management



Posted: 16/01/2013

Recruiter: Le Meridien Mina Seyahi Beach

Resort

Job responsibilities will include, but not limited

to the following:

Direct preparation of annual budgets and

monthly forecasts; establish

or recommend to management major

economic objectives and policies

for Hotel.

Support General Manager and hotel financial

goals by direct

preparation of monthly and annual reports

summarize and forecast

hotel’s revenues, expenses, and earning based

on past, present and

expected operations.

Ensure compliance with Starwood policies

and procedures and all

applicable laws.

Provide effective leadership of the Finance

team in relation to goal

setting, development and direction of

activities.

Negotiate and monitor contracts with hotel’s

vendors.

Ensure the collection and payment of

applicable local, state, and

federal taxes.

Arrange for audits of hotel’s accounts.

Prepare reports required by regulatory

agencies.

Additional duties as necessary and assigned.

Requirements

To move into this position you should have

Bachelor’s Degree in Accounting with a major

in Hotel Accounting or

a Certified Public Accountant license or

Master’s in Accounting or

Business Administration.

Four years plus experience in similar role and

five years experience

in five stars property.

Budgetary analysis capabilities required.

For more information, please visit

www.starwoodhotels.com or www.

starwoodvacationownership.com

DIRECTOR OF SALES & MARKETING - DOHA,

QATAR


Department: Sales and Marketing/PR

Level: Corporate /Group, Department Head


Emirates (UAE)


Posted: 09/01/2013

key markets

Marketing Plan and Budget to achieve the

revenue goals.

maximum revenues/yields are achieved in the

development, maintenance and education of

Strategic Rate Pricing, Strategic Rate Selling

and plays a lead role in the development of

the Strategic Plan and the education of all

members of the team to this direction

opportunities and implementing strategies

to address them, develops action plans as

necessary

development is in place

the activities of outside agencies and internal

staff on local and in-house advertising

campaigns.

off property and has ongoing personal

involvement in community events.

Tourism Partnerships as well as other key local

Relations to stimulate additional profile

within all markets, which complement the

sales effort

where applicable

PURCHASE EXECUTIVE FOR AJMAN

CORPORATE OFFICE


Department: Finance and Accounts, Purchase

and Stores

Level: Corporate /Group, Middle

Management, Supervisory level



We are currently looking for the following

position for a renowned international hotel

group with hotels in Dubai and Ajman for the

corporate office:- Purchase Executive for Ajman

Corporate Office. The right candidate should

have the following:-

Similar experience in international hotels

needed for this position preferably in UAE/

Middle East.

Good English communication skills and

Excellent Guest Relation Skills Positive attitude

and willingness to learn and grow Attractive

salary plus expat benefits offered. Please

note that only shortlisted candidates will be

contacted.

WHERE THERE’S LOVE AND INSPIRATION, I DON’T THINK YOU CAN GO WRONG.”

Jobs supplied by:

ELLA FITZGERALD


69-70 Jobs.indd 70 1/31/13 3:32 PM

cpidubai.comom HOSPITALITY BUSINESS MIDDLE EAST / 71FEBRUARY 2013om

The Hotel Show 2013 Big changes are ahead for The Hotel Show 2013 with a greater focus on maintaining occupancy, new technology, evolving leadership trends, and even new dates. Event director, Christine Davidson, explains

What’s new at The Hotel Show 2013?Most importantly and one for your

diary is the date: September 28 - 30

2013 at Dubai World Trade Centre.

Our Vision Conference, over all

three days, will look at new trends

and technologies, from customer

insight and engagement to contracts

and tenders, as well as interiors and

operations with some of the world’s

leading experts. There will be live

demonstrations featuring latest

hospitality technologies and in-room

entertainment and a demosntration

of the hotel rooms of the future –

sustainable, stylish and cost efficient

demonstrated by Well-Tech.

What are the main industry trends driving these changes? Guests have higher expectations from

mobile connectivity, everyday services

and entertainment and it is vital that

all hoteliers understand the new trends

and innovations, which will allow

closer customer engagement and which

may ultimately make the difference

between winning or losing customers.

The event format this year is driven very

much by the renewed momentum in the

hotel business with almost 500 hotels

reportedly under construction in the MENA

region. The hotel and tourism sector in the

UAE forecast to grow from US$4.9 billion

in 2012 to US$ 7.5 bn by 2016, while the

overall GCC market set to grow at more than

8% a year for the next four years, according

to Alpen Capital. Our focus will be about

meeting that demand to ensure our visitors

can access the largest collection of hotel and

restaurant interiors, technology, HORECA,

equipment and outdoor resort suppliers

from around the world.

Driving growth

Increasing expectations for

sustainable and innovative products

need to be achieved cost effectively, so

the show will offer insights across the

board through seminars, and features.

Achieving high occupancy

throughout the year is a key aim of

the industry and whilst the region has

the highest levels the show will arm

managers and owners with various

ways of maintaining these exceptional

business levels.

What are exhibitor numbers and projected visitor numbers at this point?Around 75% of our stand space is

already taken for the September show

and we are pleased to welcome some

new and exciting brands. The show

attracted 15,500 visitors in 2012 and

with the increase in momentum for

the industry we are forecasting an

exceptionally busy 2013.

Are there any surprising developments in the mix of exhibitors and visitors?The Operating Equipment and Supply

section of the show is a notable

growth area this year with exhibitors

demanding more display space to

increase their product ranges on show.

There has also been a rise in

demand from the architecture and

construction sectors, demonstrating

that they are keen to engage with

professionals throughout the industry

to understand the guest requirements

from an early stage.

How will the exhibition be divided into product, conference and meeting areas? The Show takes up halls 3 – 8 at Dubai

World Trade Centre. There are five

main exhibitor sectors: Interiors &

Design, Technology and Facilities

Management (FM), HORECA,

Operating Equipment and Supply and

Outdoor and Resort.

HORECA now stands alone from

Operating Equipment to enable us to

market this sector in a more targeted

way. We are seeing a lot of potential

growth from catering equipment

companies and high-level tableware

brands interested to participate.

Technology is the fastest growing

sector and this year we will be

showcasing FM alongside it at the

show following increased interest from

FM companies.

What is on the conference agenda?Global brands, leading industry

experts, and a programme designed to

inform and inspire managers, owners

and buyers from MENA’s hotel and

hospitality market.

GMs who need to stay in touch with

the market and understand future

trends will find the programme a

worthwhile investment of their time.

Keep up to date with news and

announcements by following the

Hotel Show Dubai on Twitter @

thehotelshow

More than 15,000

visitors attended in

2012 and even more

are set to attend this

year.

Around 75% of our stand space is already taken for the September show and we are pleased to welcome some new and exciting brands.

Event director,

Christine Davidson

00 Hotel Show Q&A.indd 71 2/4/13 11:17 AM


COMMENT

The MLOS mythRemember back in the day when consumers used rack brochures and travel agents to book their hotel stays? Remember when Minimum Length Of Stay (MLOS) and stay patterns were the only way to deal with unconstrained demand to try to control revenues and occupancy? Jean Francois Mourier, CEO of REVPAR GURU, explains why those days are over.

Times have definitely changed

since the days when MLOS and

stay patterns were the norm

for revenue managers. Back in

the day, it was impossible to use flexible

pricing because revenue management

technology wasn’t sophisticated enough

and the Internet was not yet in existence.

But today, times have definitely changed.

While MLOS can be useful for special

events or big-ticket days (like New Year’s

Eve), MLOS and stay patterns aren’t the

best revenue management strategies for

day-to-day use in today’s online, highly

competitive market.

Still not convinced? Here are some

very important reasons for hoteliers to

shift away from MLOS restrictions for

their day-to-day revenue management,

and instead, adopt flexible pricing using

sophisticated revenue management

technology.

The InternetMLOS was created before the invention

of the online travel agencies (OTAs)

and the resulting change in consumer

booking habits. It’s an outdated system

that for the most part doesn’t work

with today’s technology (the good

technologies).

You’re inconveniencing the customer.

If I’m a consumer and I want to stay at

your hotel for three nights and I‘m told

that the minimum stay is four days,

you can be sure that I would take my

business elsewhere.

You’re decreasing your online visibilityWe’re all familiar with the billboard

effect. Contrary to popular belief, having

a MLOS does not persuade a consumer

to book the extra night to meet the

requirement. If a consumer is looking

for a hotel for a three-day stay, and your

property’s MLOS is four days, your

property will not show up in their OTA

search results. In short, you’re blocking

your own property from potential guests

and killing your billboard effect.

MLOS rules for 2013If you are going to use MLOS for special

events, use them sparingly. Don’t just load

a four-night MLOS for all dates, instead,

try balancing the demand through

pricing and if you really need to apply

restrictions for any of the dates, make

sure they are a reflection of the respective

level of demand for that date. By focusing

on longer stays, sometimes hoteliers miss

out on single night bookings that could

fill inventory gaps during shoulder dates.

Not to mention the price hikes that may

occur due to lower category rooms not

being available for the full length of stay

period. This can automatically bump

your pricing way above the market.

Day-to-day, a sophisticated, algorithm-

based revenue management system that

collects and analyses data, and provides

rate recommendations in real-time as the

factors in the market change is the best

solution for consistent financial success.

These systems allow you to control your

rates and occupancy as needed, boost

your revenues and free up valuable time

to concentrate on the big picture.

For additional information from REVPAR GURU, visit: www.revparguru.com

Jean Francois Mourier, CEO of REVPAR GURU

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hospitality business me | 2013 february

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