46th FHRAI Annual Convention Bangkok, thailandVisit FHRAI Website: FHRAI MAgAzIne August 2011 1 f...

FHRAI MAgAzIne August 2011 1Visit FHRAI Website: www.fhrai.com

fhraimagazine46th FHRAI Annual ConventionBangkok, thailand

Gratifying Hospitality Needs

Boosting Revenue

Ratan Marothia, President FHRAI and Kumar Mangalam Birla, Chairman Aditya Birla Group


[Contents]

A New Look & Feel for FHRAI Magazine…On behalf of FHRAI, Durga Das

Publications has developed a new

design concept for your magazine;

with better paper, in-depth articles,

special features from industry

experts along with the regular

reports.

If you want to see or read anything

different in the FHRAI Magazine,

or wish to contribute an article,

or share an idea with the industry,

please write to us. It would make us

very happy to bring out a product

that you look forward to month

after month.

Deepa Sethi

[email protected]

August 2011President’s Message

Secretary’s Message

Cover StoryJRD Tata remembered

FHRAI Convention

news Updates

Face to FaceInterview with the Union Minister for TourismSubodh Kant Sahai

View from the TopInterview with Rajindera Kumar

DesignNew Concepts

Supplier TalkInterview with Ajay Khanna

MarketingBoosting Revenue

InterviewFHRAI President

F&BThe Nature Connect

TrendsGolf Tourism

TechnologySmart Lighting

HardwareRoving Eye

COO TalkInterview with Tarun Thakral

Movements

Upcoming events

Chef TalkChef Manjit Gill

6

8

10

11

16

22

24

26

32

36

42

44

48

52

58

62

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70

FHRAI Magazine is owned by Federation of Hotel and Restaurant Associations of India and published and printed on their behalf by Durga Das Publications Pvt. Ltd.

For information contact: [email protected]

Cover: Ratan Marothia, President FHRAI meets Kumar Mangalam Birla, Chairman Aditya Birla Group at the JRD Tata Memorial Lecture in New Delhi

Background Photo: Hotel Montien Riverside, Bangkok, Thailand: Venue for 46th FHRAI Convention

FHRAI B-82, 8th Floor, Himalaya House Kasturba Gandhi Marg, New Delhi-110001 Tel: +91-11-40780780 Fax: +91-11-40780777 Email: [email protected] Website: www.fhrai.com

All information in the fhrai magazine is derived from sources, which we consider reliable and a sincere effort is made to report accurate information. It is passed on to our readers without any responsibility on our part. The publisher regrets that he cannot accept liability for errors and omissions contained in this publication, however caused. Similarly, opinions/views expressed by third parties in abstract and/or in interviews are not necessarily shared by fhrai magazine or DDP. However, we wish to advice our readers that one or more recognised authorities may hold different views than those reported. Material used in this publication is intended for information purpose only. Readers are advised to seek specific advice before acting on information contained in this publication which is provided for general use, and may not be appropriate for the readers’ particular circumstances. Contents of this publication are copyright. No part of fhrai magazine or any part of the contents thereof may be reproduced, stored in retrieval system or transmitted in any form without the permission of the publication in writing. The same rule

applies when there is a copyright or the article is taken from another publication. An exemption is hereby granted for the extracts used for the purpose of fair review, provided two copies of the same publication are sent to us for our records. Publications reproducing material either in part or in whole, without permission could face legal action. The publisher assumes no responsibility for returning any material solicited or unsolicited nor is he responsible for material lost or damaged.This publication is not meant to be an endorsement of any specific product or services offered. The publisher reserves the right to refuse, withdraw, amend or otherwise deal with all advertisements without explanation.All advertisements must comply with the Indian and International Advertisements Code. The publisher will not be liable for any damage or loss caused by delayed publication, error or failure of an advertisement to appear.

6 FHRAI MAgAzIne August 2011 Visit FHRAI Website: www.fhrai.com

Pres

iden

t’s M

essa

geDear members,

It gives me great pleasure to dedicate this

inaugural issue of the refreshed FHRAI

Magazine to all our esteemed members

across the country.

As I have already shared with our members,

the FHRAI Annual Convention 2011 will

be held on 11, 12, 13 October., 2011 in the dynamic city of Bangkok, Thailand. The

FHRAI convention has always been the most prestigious event of the Indian hospitality

Industry calendar and this year we will continue to set new benchmarks in excellence

and innovation. The convention will serve as a vibrant platform for vivid debates,

lively discussions and productive interaction with multiple stakeholders including

prominent business leaders, global entrepreneurs, senior govt. officials and civil society

representatives. Our members will undoubtedly benefit immensely from this unique

networking opportunity and cherish this occasion to bond with their peers.

The theme chosen for this year’s convention is “Emerging Innovations in Hospitality

Industry - Vision 2020”. Our endeavour will be to focus on the multitude of opportunities

as well as challenges, which the evolving global business environment and rapidly

changing industry dynamics present to Indian Hospitality.

I look forward to engaging and stimulating discussions enriched by the collective

wisdom of industry veterans and top policy experts as we chart a visionary roadmap for

the coming decade.

I am confident that you are just as eager to be a part of this agenda setting event!

Ratan Marothia

President

[Message]


[Message]

Secr

etar

y’s M

essa

geDear Friends,

In India, tourism is often defined by stereotypes.

People travel to specific destinations either

in summer or winter. Foreign tourists come

in a distinct December to March season and

go to a few fixed destinations. Not that there is no exception, but more often these

stereotypes rule. With economic uncertainty abroad and more disposable income

in India, it has become really important to go beyond these stereotypes. Today the

Indian hospitality industry needs to focus more on domestic tourists. We need to

come together to re-brand existing destinations for non-peak seasons. We need to

join hands with the government at state or local levels and with other stakeholders, like

the local industry to promote existing destinations in a new way. It is equally important

to promote new destinations. Though there may be problems of infrastructure or

connectivity but there is no dearth of potential destinations in the country. We all need

to join hands to promote such destinations.

At the same time it is important to focus on value-added segments of the travel industry.

In our last issue, we focused on the rising trend of MICE travel and how we can gear

up to take maximum benefit out of it. In this issue, we focus on another upcoming area

that is Golf Tourism. With long history of golf in India and its scenic golf courses spread

all over the country, it is time for us to promote golf tourism in a big way. In South East

Asia, this has become a huge revenue-earner for the hospitality industry. Large number

of American, European and Japanese are coming to South East Asia every year to play

golf. If we can promote our golfing destinations in the same way, we can look forward

to multi-fold increase in this segment alone.

Do write to us with your feedback.

With best wishes

Vijai Pande

Hon Secretary


the contribution of JRD tata spans across many sectors of the Indian economy particularly Science & Technology, Aviation,

Automobile manufacturing, the Chemical industry and Corporate governance to mention a few.

To commemorate and honour JRD’s unparalleled contribution to the Indian industry, Assocham, organised the ‘JRD Tata Memorial Lecture 2011’ in Delhi on August 11, 2011.

This year, the lecture was delivered by Aditya Birla Group Chairman, Kumar Mangalam Birla.

While delivering the lecture, Birla said that the government needs “boldness” in policy implementation as fiscal measures taken in 2008 seem either unsustainable or just not up to the task.

He said that the prospects of a double-dip recession now seem very real...We need boldness, speed, decisiveness and experimentation in policy and implementation.

“The fiscal measures that were needed and were appropriate to resolve the problems in 2008 suddenly seem either unsustainable or just not up to the task,” he said. The queue behind Greece grows longer with fiscal problems hitting other nations such as Portugal, Spain, Italy and Ireland, he added.

“The US debt situation has also escalated into a new zone of danger. Japan is entering a third decade of low growth,” he said, the shifts in global economic situation have become extremely volatile and unpredictable. “This calls for a global coordinated response... The prospects

JRD remembered as a

who changed the Indian business landscape

for a return to pre-crisis normalcy are difficult,” Birla said, adding international trade is coming under pressure from the possibility of protectionism and currency manipulation.

Assocham had instituted an annual lecture series titled ‘JRD Tata Memorial Lecture’ in 1998. The lecture has been focusing on topical issues in the Indian socio-economic milieu and is delivered by renowned personalities in their respective fields.

Last year’s Lecture, Thirteenth in the series, was delivered by Dean Nitin Nohria, Harvard Business School, USA. The earlier

distinguished eminent speakers have been Dr. Manmohan Singh, Hon’ble Prime Minister of India; Dr. A.P.J. Abdul Kalam, the then Hon’ble President of India; Shri P. Chidambaram; Dr. D. Subbarao, Governor, Reserve Bank of India; Shri Somnath Chatterjee; Shri M. Damodaran; Late Shri. P.V.Narasimha Rao; Shri Azim H. Premji; Shri N.R. Narayanamurthy; Dr. K Kasturirangan; Prof. M.S. Swaminathan and Dr. C. Rangarajan.

Renaissance Man

Above: FHRAI president Ratan Marothia with Kumar Mangalam Birla, chairman Aditya Birla group, at JRD tata Memorial Lecture 2011 in New Delhi

[Cover Story]


46th FHRAI Annual Convention:emerging Innovation in Hospitality Industry

Dates : 11th, 12th and 13th October, 2011 Bangkok, Thailand

Venue : Montien Riverside Hotel, Bangkok, Thiland

PROgRAMMe SCHeDUle

11th October, 2011 Registration of Delegates : 2.00 pm – 5.00 pm Inaugural Session Opening Ceremony Cocktail/Dinner : 8.00 pm Onwards

12th October, 2011 1st Business Session : 10.00 am – 11.30 am Tea/Coffee break : 11.30 am – 12.00 Noon IInd Session : 12.00 Noon – 1.30 pm Lunch : 1.30 pm – 2.30 pm IIIrd Session : 2.30 pm – 4.00 pm IVth Session : 4.30 pm – 6.00 pm Cocktail/Dinner : 8.00 pm Onwards

13th October, 2011 1st Business Session : 10.00 am – 11.30 am Tea/Coffee break : 11.30 am – 12.00 Noon IInd Session : 12.00 Noon – 1.30 pm Lunch : 1.30 pm – 3.00 pm

Afternoon Free for Shopping/Sightseeing Cocktail/Dinner : 8.00 pm Onwards

14th October, 2011Departure/Post Convention Tours to Phuket, Pattaya and Chiang Mai

• Delegate Registration Form is available on FHRAI Website• Brochure with details of Business Session shall be sent shortly.

[Convention Programme]


Tour-1Bangkok-Phuket

3 Star Option- Hotel Patong 16-20 Pax US$ 130 p-p21-25 Pax US$ 122 p-p26-30 Pax US$ 127 p-pChild With Bed US$ 95 per childChild With Bed US$ 52 per childSingle Supplement US$ 60

4 Star Option- Hotel Patong Paragon16-20 Pax US$ 152 p-p21-25 Pax US$ 144 p-p26-30 Pax US$ 150 p-pChild With Bed US$ 110 per childChild With Bed US$ 92 per childSingle Supplement US$ 82

Price Includes• 02 Nights room + breakfast at Phuket• 02-Indian lunch, 02 Indian dinner at

Phuket with local Indian Restaurant• All transfer by coach disposable basis• English speaking guide• Mineral water serve while pax traveling• Phuket half day city tour.

Supplement Cost • Phiphi island with Thai lunch join basis

US$ 40 p.p• Simon Simon Cabaret show + trsf US$

24 p.p• Coral island at Phuket US$ 36 p.pThese price valid for minimum 16 pax

Post Convention Tour

Contact:Mr. Ritesh Agarwal/ Mr. RahulShree Super Air TravelP-3, New C.I.T.Road4th floor, Kolkata-700 073Phone : +91 33 2225 2479, 3293 2393 +91 33 4070 6190/91/92/93Fax : +91 33 4070 6194Mobile : Ritesh-098310 09980;

Rahul-09831116705E-mail : [email protected] [email protected]

Tour-3Bangkok-Pattaya

3 Star Option- Caesar Place 16-20 Pax US$ 122 p-p21-25 Pax US$ 114 p-p26-30 Pax US$ 108 p-pChild With Bed US$ 90 per childChild With Bed US$ 70 per childSingle Supplement US$ 60

4 Star Option- Amari Orchid / Montien Seaview16-20 Pax US$ 162 p-p21-25 Pax US$ 164 p-p26-30 Pax US$ 165 p-pChild With Bed US$ 118 per childChild With Bed US$ 90 per childSingle Supplement US$ 90

Price Includes• 02 Nights room + breakfast at Pattaya• 02-Indian lunch, 02 Indian dinner at

Pattaya with local Indian Restaurant• All transfer by coach disposable basis• Alcazar Show• Coral island by pvt speed boat• English speaking guide• Mineral Water serve while pax traveling

These price valid for minimum 16 pax.

[Convention Programme]

Tour-2Bangkok-Chiang Mai

3 Star Option- lanna Palace 16-20 Pax US$ 104 p-p21-25 Pax US$ 102 p-p26-30 Pax US$ 102 p-pChild With Bed US$ 68 per childChild With Bed US$ 55 per childSingle Supplement US$ 60

4 Star Option- Holiday In/ empress16-20 Pax US$ 124 p-p21-25 Pax US$ 122 p-p26-30 Pax US$ 132 p-pChild With Bed US$ 95 per childChild With Bed US$ 65 per childSingle Supplement US$ 85

Price Includes• 02 Nights room + breakfast at Chiang

Mai • All transfer by coach disposable basis• English speaking guide• Mineral Water serve while pax traveling• Chiang Mai day city tour.

Supplement Cost• Doi Suithep temple with home industries

US$ 30 p.p• Chiang Mai Night Safari US$ 55 p.p• Elephant show & Chiani city tour US$

47 p.p


Hotel Leelaventure to enter mid-segment with launch of Leela GardensHotel Leelaventure is planning to set up a chain of three star hotels under ‘Leela Gardens’ brand that will target religious destinations. With this, the company plans to enter the mid-segment category by the next quarter of this fiscal year. At present, the company operates seven luxury hotels and resorts across the country.

According to Shashank Warty, Area Director - Hotel Leelaventure, the company would be able to make an announcement (on the new brand) in the coming quarter. Warty said the new venture would be launched under a separate company which is currently at an initial stage of formation. With the new brand, the company will focus on religious destinations across the country, he added.

The initiative is being led by Samyukta Nair, the grand daughter of 90-year-old founder of the Hotel Leelaventure C P Krishnan Nair.

Earlier Capt. C P Krishnan Nair had said the first ‘Leela Garden’ property was likely to be launched by 2013 and there is a plan to open around 30-40 such hotels.

Mövenpick to start 15 hotels in India in the next 5 years Mövenpick Hotels and Resorts is planning to launch 15 hotels in five years and for this the company has already identified 12 locations.

Swiss hospitality chain Mövenpick is entering India by October, with its first property in Bangalore. The company has identified 12 locations, including Delhi, Chennai, Kolkata, Mumbai and leisure destinations like Goa, to expand its presence.

After Bengaluru, the group will set up a five-star-hotel-cum-ayurveda spa in Dharamshala, Himachal Pradesh.

Andreas Mattmüller, Chief Operating Officer (West Asia and Asia), said “The company wants to tap into the growing travel market in Asia, particularly India and China. India has great potential to grow our brand. Outbound travel is huge here and there is a lot of demand that needs to be met.”

The company plans to work through management contracts with the developers, in India. “We own some properties in Europe. Other than that we prefer to have a management agreement model,” Mattmüller said.

With many other international hotel chains also entering India, Mövenpick aims to distinguish itself through its specialties in food and beverage (F&B). The company, which graduated its business from restaurants to hotels, has pegged F&B as its core competency, besides customising its hotels to the specific country.

The company operates only one brand of hotel and does not want to have a bouquet of brands like its competitors. “We want to grow the Mövenpick brand. We run both city and resort hotels under the same brand providing a luxury experience,” he added.

[News Updates]


Hyatt Hotels Corporation has opened Grand Hyatt Goa, a contemporary resort and spa in North Goa, India. Shamana Spa at Grand Hyatt Goa consists of 19 treatment suites offering Thai, Balinese and Indian treatments across 34,000 square feet (3,200 square metres), according to a company release.

Spread across 28 acres of lush tropical gardens and rolling green lawns, the hotel has 314 guestrooms and suites, including a Royal Villa, seven restaurants and bars, an extensive outdoor pool complex, and an indoor swimming pool. Shamana Spa at Grand Hyatt Goa is a destination spa with 19 treatment suites offering Thai, Balinese and Indian treatments in serene and luxurious facilities spread across 34,000 sq ft. Grand in scale and design, the resort also offers the largest banquet space in Goa with state-of-the-art meeting and business facilities.

Stefan Radstrom, General Manager

of Grand Hyatt Goa, said, “We are pleased to introduce Grand Hyatt Goa to the destination and we are optimistic that it will soon become one of the city’s grandest addresses.” He added, “Whether we are catering to business

or leisure travellers, we know that our guests will appreciate the warmth and authentic hospitality that our hotel offers. Our aim is to create memorable experiences for all our guests so that they keep coming back.”

Hyatt Hotels Corporation opens Grand Hyatt Goa in North Goa

[News Updates]

Mirah Hospitality, which runs the ‘Rajdhani’ chain of restaurants, is planning to open 24 new outlets across the country by the end of this fiscal. The estimated outlay for the expansion plan is nearly Rs 30 crore.

The company is planning to augment its presence in North India.

Ajit Nair, Assistant Vice-President (F&B Division) of Mirah Hospitality, said “We have plans to open 24 new restaurants across the country by the end of this financial year, out of which at least seven will be in North.”

He added, “The new outlets will come up at Delhi, Mumbai, Bangalore, Pune, Chennai, Hyderabad, Kolkata and Coimbatore.”

The group has 30 Rajdhani restaurants across 19 cities at present. The chain was started in 1985 with the opening of its first outlet in Mumbai and since then has grown to comprise 30 restaurants serving Rajasthani and Gujarati food.

Rajdhani to start 24 new outlets across the country

Caesars enters India to develop luxury hotelsCaesars Entertainment Corp (CEC), a Las Vegas-based gaming company, is all set to enter India set up to develop luxury hotels.

Neera Chanani, South Asia Head, Caesars Entertainment Hospitality, said the company management sees exciting opportunities across multiple sectors in India. “We are looking forward to partnering with world-class developers,” she said.

The company through its subsidiary, Caesars Global Life has plans to set up to develop branded luxury hotels, restaurants and other lifestyle amenities in resort destinations around the world.

Caesars that operates over 50 casinos, hotels, and seven golf courses under several brands is the third casino-gaming company to foray into India after MGM Mirage Hospitality and Thunderbird Resorts Inc.


[News Updates]

Hotel Leelaventure is looking for joint venture partners to set up hotels in Agra and Kerala.

The company, which already has hotels in Gurgaon and Delhi, aims to complete its network hotels in India’s famed golden triangle, for which it needs a presence in Jaipur and Agra.

According to Vivek Nair, VC & MD of Hotel Leelaventure, the company has a 6.5 acre plot in Agra which is sufficient to build a 130-room luxury hotel.

He said, “We are looking for a joint venture partner who will invest the money to develop the property.”

Talking on the cost, Nair said that the Agra property alone would cost Rs 325-390 crore to develop. Using a

joint venture model to develop these properties would help Leela avoid loading up its debt-laden balance sheet even further while ensuring that it maintains its growth momentum by adding new properties.

“We believe that Agra warrants our own

property as one can afford to justify an investment of Rs 2.5-3 crore per room in constructing a hotel as the possibility of earning a $250 (Rs 11,281) per night average room rate and a 70 per cent occupancy exists here,” he said.

Informing about the Kerala property, Nair said, “We are also looking for a JV partner to develop luxury villas with an aggregate capacity of 80 rooms on our 20 acre property at Lake Ashtamudi in Kerala.”

The resort is proposed to be christened The Leela Lake Ashtamudi. While the developer will invest in developing the resort as per plans agreed upon byLeela, the hotel major will give design inputs and will manage and market the hotel.

Indian Hotels Company Limited (IHCL) plans to have 40 Gateway Hotels set up in India by 2014. Starting in 2008, the full-service upscale brand, the Gateway Hotel has a total of 26 hotels at present.

PK Mohankumar, COO, The Gateway Hotel, says that though the group follows the management route, it prefers to be associated with the owners from the beginning of the project.

The group has also announced its first prototypical Gateway Hotel in Kokata to be operational from early next year.

“The Kolkata property, which is scheduled for launch early next year,

would be the first prototype Gateway Hotel built in line with the brand’s standards,” informed Mohankumar.

He said that the 197-room property will be the first Gateway Hotel built as per its brand standards from the initial stage as the first greenfield Gateway Hotel by the group.

The group plans to have a presence in cities with connectivity, besides swiftly expanding across the country.

Currently, the group has several Gateway Hotels under construction in locations including Vashi and Bhandup in Mumbai, in Chennai and in Bengaluru.

IHCL plans to operate 40 Gateway Hotels by 2014

Supreme Court allows Hilton Worldwide to use HILTON trademark in IndiaThe Supreme Court (SC) has observed that Hilton Worldwide is “adequately protected by the Rajasthan High Court” in using the HILTON trademark in India.

Earlier Hilton Worldwide had filed a Special Leave Petition (SLP) before the Supreme Court requesting clarity about the interpretation of the Rajasthan High Court order due to unclear media reports regarding the impact of the order.

At a hearing held on 11 July 2011, Hilton Worldwide suggested that the Supreme Court could dismiss the SLP if it confirms that the HC’s order did not affect it.

The order passed by the Supreme Court allows Hilton Worldwide’s stand that the District Court decision cannot be used to interfere with Hilton Worldwide’s right to use its 90 year old HILTON mark in India.

Leela looks for JV partners in Agra & Kerala


[News Updates]

Marriott has opened a 179-key Courtyard, Pune property in city to serve the needs of the business travelers which is developed by Mumbai-based The Advantage Raheja group. This new Courtyard hotel is the third Marriott property in the city and the second of the brand. This is Marriott’s 15th property across India.

A third Courtyard at Chakan and a JW Marriott are under construction and will be opened soon. On this occasion, the company has also announced the launch of its economy brand Fairfield Inn in India. Marriott has 18 more under construction across the country.

Craig Smith, Chief Operating Officer and Vice President, Marriott International-Asia Pacific and Australia said, “For Marriott International India and China are the main growth engines. We have developed over 100 properties across the Asia-Pacific region. Currently, we are coming up with 57 hotels in China and 35 in India. Courtyard is our fastest growing brand in India and the group currently has 4,000 rooms, with another 8,500 rooms under construction.”

He added, “Every market has reacted differently. In India, we are growing

by 20 per cent every year. The market conditions in Asia are definitely more favourable than any part of the world. MICE (meetings, incentives, conferences and exhibitions) is the fastest growing segment for us.”

Rajeev Menon, area Vice President - India, Malaysia, Maldives and Australia, added, “With the influx of IT, ITES, manufacturing and automobile industries we see tremendous potential in Pune in the coming years. Given the demand this is our third offering from Marriott International in Pune. With this launch Marriott International continues its growth story in the city. India was one of the fastest growing markets and accounted for 10 per cent of Marriott’s annual revenue of $ 2.5 billion from the APAC region.”

He added, “We have plans to develop resorts at holiday destinations too, but our pipeline is more of MICE and mid-segment hotels. Marriott has signed a deal with its Delhi-based joint venture partner Samhi Hotels, to set up 15 Fairfield Inn properties across India in the next few years.

It has plans to develop resorts at different tourist destinations across India.

Hilton to manage Eros Nehru Place

Hilton Worldwide has signed an agreement with Nehru Place Hotels Limited, an Eros Group company, to take over the management of its landmark hotel located in Nehru Place, which is at the centre of the business and commercial district of South Delhi. The hotel has been re-branded as ‘Eros Hotel - Managed by Hilton’.

The company is undertaking Rs 75 Cr renovation programme to upgrade the hotel’s facilities. This refurbishment will encompass guestrooms, restaurants, conference and banqueting facilities, and recreational areas. On completion, the hotel will be branded as ‘Hilton’.

Martin Rinck, President, Asia Pacific, Hilton Worldwide, said, "We are delighted to be entrusted with this strategically located property. This marks the continuation of Hilton Worldwide’s expansion in India, a critically important growth market for us. With this agreement, we now manage five hotels in three key cities in India. Steadily increasing our footprint, we plan to open another five properties in India this year.”

Reacting on the tie-up, Satish Sood, Chairman and Managing Director, Nehru Place Hotels Limited, said, “We have immense confidence in Hilton Worldwide, given its extensive experience in operating hotels across the world. This is our third hotel that will be managed by Hilton Worldwide. The other two hotels, part of a twin-tower complex in East Delhi, include the Hilton New Delhi Mayur Vihar and DoubleTree by Hilton New Delhi – Mayur Vihar”.

The other properties managed by Hilton Worldwide in India include Hilton New Delhi/Janakpuri, Hilton Mumbai International Airport, Hilton Chennai and Hilton Garden Inn New Delhi/Saket.

Marriott rolls out third property in Pune

[xxxxxx]


FCML has launched its new showroom named FCML Luxurious Bathrooms New Space at The FCML Store, Sultanpur in Delhi.

The showroom has been made keeping in mind the latest international standards and bathroom trends that reflect the philosophy of FCML Luxurious Bathrooms spread over an area of 3500sq ft.

Abhinav Khandelwal, Managing partner FCML Projects, said “Bathrooms being 'just bathrooms' is a concept of the past. Today bathrooms are all about lifestyle, luxury, aesthetics and individual

personality. They are definitely more than simple bathroom spaces and very much a part of the living area.”

He said that the same ideology is reflected in the various areas of the new Showroom space. All the products are tastefully placed around the showroom in actual bathroom area set-ups that give a look and feel of the product's usage. The customer can look at the product and visualise the impact it would have in his own bathroom.

The showroom has a huge area dedicated solely to brand Devon and Devon.

Arranged at one end of the showroom the Devon and Devon space is a stunner! Elegant Devon and Devon masterpieces rule this area.

The showroom displays top global brands like Gessi, Devon and Devon, Catalano, Milldue, Falper and Laufen. These products have been placed all around the showroom in lifestyle settings with elements of a stylish living room reflected in every corner.

The showroom has been designed by Vaishali Kamdar of Vaishali Kamdar Associates.

FCML launches a new showroom for luxurious bathrooms

[News Updates]


[News Updates]

In order to display its wide range of kitchen equipment, Mittal International has opened its first showroom in Mumbai.

Rajan Mittal, managing director of the company, said “Our global network of suppliers support us with the best quality products to give optimum value for hoteliers’ and restaurateurs’ investment.” He added, “We provide complete after-sales service and

support. Our warehouse is well stocked with spare parts and an efficient service team ensures quick turnaround maintenance and repair. We also undertake service contracts for your existing equipment.”

The company is one of the leading importers of kitchen equipment for hotels and other institutions and has been catering to the needs of the hospitality sector for several years now.

Mittal International starts its showroom in Mumbai

Poetry

Hospitality is an art..who knows, that person is called smart.

It is our basic need, which we do indeed When you do by heart, it does matter, If you don’t do that’s not better.

Guest smiles when they get satisfaction, Then it shows your perfection.

In whole day you run like a horse, Why you do while nobody force.

Because to serve others, this is the world’s best job That’s why hospitality industry is on the top.

Simant TyagiService Leader Shangrila New Delhi

FHRAI president Ratan Marothia with Goa CM Digambar Kamat discussing promotion of tourism in Goa


[Face to Face]

Nurturing Tourism

Union Cabinet Minister for Tourism SUBODH KANT SAHAI has said that his ministry is working on different business models for investment and operations in order to attain sustainable growth in the tourism sector.

In his first one-on-one interview as Tourism Minister, Sahai said, “We are working on different models where funding will be mainly done by the ministry and state governments for viability gap funding, especially for hotels and allied sectors, and private participation.”

He also affirmed that the Ministry is going to write to all the States to usher a single window clearance for hotel projects as it is a necessity in the promotion of tourism in the country.

Following are the excerpts of his exclusive to PRAVEEN K SINGH:

After assuming the role of Cabinet Minister for Tourism, what are your main concerns?Tourism is the largest service industry in our country. Its importance lies in being an instrument for economic development and employment generation, particularly in remote and backward areas.

While laying the groundwork for the 12th Five Year Plan, we have asked for Rs. 21,900 Crore in the 12th Five Year Plan outlay in order to take new initiatives to accelerate growth and make it more inclusive. This will directly and indirectly provide 25.9 million jobs and will result in foreign exchange worth 15.7 billion dollars.

We plan to increase India’s share of global tourist traffic from the current half a per cent to 1 per cent in the 12th plan apart from increasing its annual growth from the current 9 to 12.5 per cent. We have identified 35 destinations to be developed as tourism hubs. We are also planning to develop 20 tourism parks across the country. Our approach will be to carry out our

in India

We are looking for viability gap funding and

private participation


[Face to Face]activity within the gambit of the PPP model. We are planning to undertake extensive social awareness campaign under the ‘Atithi Devo Bhava’ initiative. For this, we are roping in Bollywood artists to make it more popular.

It is being said that the hotel sector in India has always been overlooked by MOT whether in terms of tax incentives or infrastructure status. What’s your view on this and how do you plan to deal with it?

The hotel sector cannot be ignored in any sense. We have urged all the state governments to initiate a single window clearance in terms of licensing approvals to the hotel sector. We understand that delay in getting multiple-approvals by any new hotel eventually affects the tourism sector as a whole.

As per our goal to capture one per cent share of global tourist traffic from the current half a per cent in the 12th Five Year Plan, we need to develop at least 5 lakh hotel rooms in the country, from the current 1.25 lakh rooms. We are also asking states to provide land at reasonable rates to developers so that more new hotels can come up in the country.

What according to you are the roadblocks looming up ahead?The first and foremost is infrastructure development, for which we are trying to create a synergy between all the stakeholders and allied ministries.

The issues of sanitation, solid waste management and clean water are some of the other major concerns. We are also planning to sensitise and create general awareness among all stakeholders, including local communities. We want the people to understand that we need to project a clean and organised country to the foreigners so that they can have a different image of India.

Other than that, we also need to rationalise the tax structure as it is counter-productive to growth. Taxes levied should be unified, rationalised and made globally competitive. GST for tourism should not be more than 8 per cent.

What are your plans to upgrade the infrastructure for a sustainable growth in the tourism sector?We want that states should take up tourism development as an economic and political agenda and their active involvement is a pre-requisite.

We have also identified gaps in infrastructure, amenities and we are assessing investment requirements. The ministry is also working on a business model for investment and operations, where funding will be mainly done by the ministry, state governments, viability gap funding (for hotels and allied sectors) and private participation.

We are also working on earmarking sufficient land for hotels, convention centres, entertainment parks, skill training centers. Facilities for craft centres, haats, entertainment and amusement,

food street, sports and hosting of cultural events and festivals.We are also identifying tourism destinations which will

enhance rural infrastructure and supplement the Bharat Nirman Plan. We want state governments to provide tax incentives, speedy clearances, higher floor area ratio (FAR) and connectivity. From our side, we will provide core infrastructure and tax incentives. Initially in first phase, 20 tourism parks to be developed in Mission Mode with an outlay of Rs 1000 Crore.

How do you plan to involve different states towards an integrated tourism development in the country?Active involvement of all the states have been a pre-requisite for integrated tourism development. We are planning to involve states through convergence and framing of investor-friendly Tourism Policy. We are was planning to strengthen cultural and historical diversity in the country by developing various religious circuits to attract large number of foreign tourists

We are also involving industry chambers to increase awareness of states for realising the potential of tourism for economic development and employment generation.

We have also instructed states to identify infrastructure gaps and ensure intervention at the highest level. We want to make development an economic and political agenda and states should promote sustainable, safe and honourable tourism.

The issue of service tax has been a bigger hurdle in the promotion of the sector, how do you plan to tackle it?Service tax is a matter of concern for us. I have already written to the Finance Minister to reconsider it. The Prime Minister has also assured me. The government has to realise the fact that tourism sector is a forex and employment generating sector.

We are asking States to provide land at reasonable

rates to developers so that more new hotels can come up

in the country

We are also identifying tourism destinations which will

enhance rural infrastructure and supplement the Bharat

Nirman Plan


[View from the top]

Former president of FHRAI and Working Director of Vivanta Ambassador By Taj, Rajindera Kumar says that the sector will see lots of competition in the coming years with rates becoming more competitive and brands flowing in for the benefit of both domestic and foreign travellers.

excerpts

lately we have been hearing about the sealing drive of local authorities affecting your property also. What is the actual status? Can we see the iconic Ambassador Hotel at some other location?

It is most unfortunate that a well run property with all its requisite licenses in place, literally after a period of 61 years, is facing the sealing drive at the hands of a Monitoring Committee.

I have full confidence that with our perfect handling and with a property that stands upright on its own merit, we will sail through the turbulence smoothly and will continue to look after its favourite clients and guests. Today, the property is a top favourite of young and old and has been rightly termed by locals as a landmark in Delhi’s Lutyen’s zone.

What have been the advantages and disadvantages of giving your property in the hands of the Taj group? How has it changed the business?It has been full of ups and downs since we got together in April, 1990. To begin with, we went through a period of adjustment with several hiccups and then the two professionals getting along to reach a point of perfect understanding.

It took us a while to fall in line and after having understood each other we stand strong with all the infrastructure, at our disposal. The alliance has made it possible for me to keep my family together. In terms of business, with top infrastructure in place and with my personal professional involvement as a Working Director, the property has grown into a perfect niche in the hospitality market. Today, it stands strong and upfront in its competitive set after almost 61 years of operation. I am truly proud of the alliance which makes us strong in all disciplines for a well run hotel today.

In the post-CWg scenario, how do you see the prospects of the hotels in the Delhi nCR? As far as the post CWG scenario, I see many hotels coming into play in the Delhi NCR, thereby further enlarging the room inventory. Once the large inventory comes into play, I am afraid, with supply going up and demand dropping considerably, the sector is bound to witness a tariff war with rates dropping to almost 50 per cent, thus making a most competitive scenario.

How do you see the future growth of the sector? As far as future growth of the sector is concerned, I see lots of competition with rates becoming more competitive and brands flowing in for the benefit of both domestic and foreign travellers. This will make the survival more difficult. “I am fully confident that in the next 2-3 years, with many more running hotels, rates will become competitive. This will further make India ‘value for money’ and the most preferred destination.”

Prolific Alliance“With more rooms and competitive rates, India will be value for money and a preferred destination”

I see lots of competition with rates becoming more competitive

and brands flowing in for the benefit of both domestic and

foreign travellers


Hotel owners are realising that it is no longer only about selling a room or food to their guests, but an exclusive experience. Creating an effect through innovative design has become the rule of the day. Praveen K Singh charts out the new concepts in hotel and restaurant designs

New concepts

[Design]


[Design]

All over the world, hotels have assumed new dimensions with trendy designs, novel ideas and innovative utilisation of space

to make it arty and thematic. This trend is inevitably percolating into the Indian hotel sector too. Today, the guests are discerning travellers, who have traversed the globe and have finer tastes and greater expectations, and a better spending power in addition.

Hotel owners have realised that it is no longer about selling only a room or food to their guests, but an exclusive experience. In order to suit the guests’ preferences and moods, rooms and even bathrooms are getting customised to gratify them. Whether we talk about mood lighting in the hotel rooms or the décor, everything is being immaculately taken care of.

Coming back on the design aspects, it is widely known that colours and textures, lines and forms, designs and spaces - all make the aesthetics of a hotel, each one contributing in its own way to the ambience, an hotelier wants to create.

The MilieuThe hospitality industry has been exposed to a relentless adaptation and experimentation in design uniqueness. There has been a continuous exploration in terms of design aspects. Lines are being been redrawn, forms are being reshaped, colours are being changed to suit the varying moods and seasons to suit the whims and fancies of the guests. The most engaging part of design is not about how it looks and feels, but how it works with guests, depending on the target audience of that hotel. As a discipline, it has evolved from an art to a science, with various combinations and permutations, depending on the use of the facility. The hospitality sector in India makes for an interesting case study since it has witnessed so much change across various aspects including architectural structures, lighting, furnishings and the kind of material used creatively and functionally. The reasons behind this continuous transition in the industry are manifold. Mainly it can be cited due to market requisites, trends, global influences, foreign investments and architects with an international exposure and style banding together with usefulness.

However, the major challenge for designers is to understand what hotel owners want in their property. From the owners, the designers have to dig out all the conditions and visions, based on which a feasibility study is conducted.

According to Iain Bernard Roebuck, Associate Director of Small Reynolds

Stewart & Stewart, an international design company, one needs to know the potential of the market and be aware of the demands of the particular region. One cannot decide to design a hotel erratically. The owner has to decide which kind of hotel will suit a particular location and the demand therein - whether a budget hotel

or a luxury hotel. The product should follow the demand. Roebuck says that a feasibility study is a must to position the product.

Ritu Bhatia Kler, Managing Director of Total Integrated Design (India) describes, “While designing, we first understand the target market, who are the end users, the

Facing Page Above: Kiosks in lobby area can be custom-made in order to suit the interests of guests; Facing Page Below: Designer chandeliers to pep up the mood of guests. Top: Circular pillars with patterns created functionally and creatively. Above: Outdoor furnishings to let guests enjoy nature.


[Design]


[Design]city, the country, its culture and any other demographic consideration. Second, we look at the architect design and how to complement it with interior design; spaces must have proportionate flowing; zoning has to be functionally correct. Third, comes the aesthetic parry with materials, colours, etc.”

She explicates that the design is not limited singularly to your walls, furniture, lights, and artwork, it has to be consistent as a whole. It is not just about how good it looks or how new the design elements are, it is about the sense a customer gets on arrival from the moment he gets out of the car at the front porch, about the ambience of the lobby and journey to the room, the warmth of the spaces in the property and the sense of quality. “Quality is the key word. It is not only about how rich a material looks or how different it is. But good detailing and good workmanship brings out the best in a good design.” Right InvestmentHoteliers plan their investments based on the demand factor and the uniqueness they want to give to their property.

According to Nigel Harris, Sr VP - Technical Services, DLF Hilton Hotels, the veracity of a project depends on the investment put in it. “Most of the time developers conduct an assessment, like finding an operator (for management contract), if they do not have the requisite expertise and skill. Once the investor decides to go ahead with his project and has made up his mind about the kind of investment he would be making, finding an operator with the required credentials is the next major concern.”

Any hotel property has to also imbibe as per the design principles of their management company. For instance, Le Meridien, New Delhi, went across a long process of renovation, in order to absorb the principles of the international brand, Starwood Hotels & Resorts.

Describes Meena Bhatia, VP – Sales & Marketing, Le Meridien New Delhi “While the global brand was going through the entire process of transformation Le Meridien New Delhi was moving along, creating a masterpiece, and adopting the core values of the Brand. The entire process of change has been around Le Meridien’s passion points, its passion for art, architecture, cuisine, design and

left: Lobby area of Le Meridien New Delhi transformed keeping in mind the core values of the international brand of Le Meridien


fashion complimented by its commitment to high standards of service.”

Inimitable DesignsIn order to develop unique designs and new concepts, designers have to work hard and conduct brainstorming with the owners and their teams. “Unique designs are through teams’ efforts, along with series of brain storming sessions, travelling across the globe and trying to think out-of-the-box,” explains Kler of TID.

She says that with so much competition coming up, the key word is to be creative and think differently. “Surely, there are practical issues and operational issues but even then, there has to be a willingness to think differently and try new things.”

Working with TID, an international design company headquartered in Singapore, since January 1995, she has set up a sister company in India. From the challenge of meeting people, to the curiosity in design and most of all the passion for it, sixteen years later, Ritu is running a design company. She believes that the passion and challenges of introducing new design to a nascent market in India has given rise to new avenues and exciting times.

Most of the designers feel that the challenge is to continuously be different. New things are more availability and larger variety of materials; using the latest light technology and being energy efficient at same time. It’s also about involving artifacts and graphic signage in new

ways, which have hitherto not been given much importance. A simple design means you have a focal point or a particular theme and it runs throughout, and not necessarily easy to execute. No more do hoteliers prefer molding, excessively carved furniture, heavy themes and spaces overdone with artifacts. Simple means having elements but with more meaning, simple also means less clutter.

“Our designs are well thought through with a focal point. Our philosophy is ‘less is more’ and not to clutter spaces,” explains Kler.

Mood lightingHotels have started regulating lighting as per the mood of their guests. Now, lighting has moved away from its conventional use and can be attuned suitably.

Says Bhatia of Le Meridien, “The lighting at our hotel changes at different times of the day to relax and entertain. We have three levels of lighting to harmonise with different moods of the guests.”

With the changing technology lighting is utilised to give a desired appearance and ambience. Groovy lighting can create a different level of charm and add to the experience of the guest in private and public spaces.

Varied elements Along with the theme and focus of a hotel or a chain of hotels, designers are also experimenting with natural ingredients

like water bodies to give a stylish look and convert a hotel from a simple utility space to a pleasant place of stay. Ista Hyderbad is one of the examples of such an experiment. The hotel has been developed on a hilly terrain, where the natural water bodies have been converted in to an integral part of the hotel, which gives it a unique look.

Nowadays, creative and inspired hoteliers are also using other elements to make their property unique and distinctive. Use of dancing fountains, water flowing below glass surfaces, water curtains, seeping walls, etc. are becoming part of the design of these new hotels.

Below: Aerial view of the lobby of Hotel Le Meridien New Delhi portraying a unique design using differnet colour patters and rhythm. Right: the lounge area of the hotel creating an exotic look with varied design themes and mood lighting to suit the moods of the guests at different time of the day.

[Design]


[Design]

Future PerfectWith new models like eco-friendly hotels, boutique hotels and budget hotels, the Indian hospitality sector is changing fast and design has assumed improved significance. “Today, hoteliers are more amenable to new concepts and global trends,” says, Kler.

She says that as non-hoteliers are now building hotels and the competition has increased, interior design has gained more importance. “Different categories like budget and boutique hotels evoke different design sense. However, there is still a niche segment that fully understands this in India,” she explains.

However, still there are not many hoteliers who try out with high maintenance materials, like ITC Hotels, The Park Hotels, The Lalit, The Oberoi’s, etc. other than the international chains. Designers are, nonetheless, hopeful that the others small hotel companies will also follow their footsteps in the long run.

The Key To Success…Designers are offering innovative ideas and solutions and providing property owners with a finished project that meets their unique expectations. This is one of the key elements to the success of any property.

Apart from the time and money saved, their expertise to produce a space that functions properly and looks great at the same time should tilt the balance in favour of appointing a good designer consultant. The hotels in India are in for thrilling times in terms of design and architecture; and now with foreign designers also working in India, it will certainly influence this part of the world. On the other hand, hoteliers have to be bold enough to experiment and give designers the freedom to create things of exceptionality. Presently, Indian hoteliers, in spite of everything, exercise influence over projects and clamour for their own design elements.


Ajay Khanna, Managing Director of Eagle Forgings, says that in the changed scenario energy saving is the need of the hour and most of the reputed manufacturers are investing heavily in improving the energy consumption of their products.

He said that the trends in hotel and restaurant equipment are changing fast and evolving with time.

Eagle Forgings, a division of Eagle Group of Companies, is one of the biggest equipment suppliers to the Indian hospitality sector.

Following are the excerpts of his interview:

How do you see the growth of the Indian hospitality sector? Cities like Hong Kong, Singapore and Bangkok have more first class hotel rooms than India. This fact is known to everybody. On the other hand, India has much more to offer than any of these cities. The economy is robust, which should bring in business travellers; and the country has tremendous tourism potential, which should bring in tourist and leisure travellers.

How big is the market in terms of hotel supplies? The hospitality sector is a very niche market. Products used by hotels are vastly different from those used in homes. The products have to be extremely robust while being aesthetically pleasing, must be long lasting and they also be easily replenishable in case of breakage or loss. Therefore, these products need to be made

specifically for hotel use. Eco-compliant, with safety features and other certification is also necessary. Therefore, special production facilities need to be put up to produce hotel products.

At present, the demand in India is not enough to sustain large factories and therefore, many of the products are still imported. However, over the last few years we have seen a number of world-class factories coming-up, many with international participation and know-how. With faster expansion of the hospitality sector and with the advent of international hotel groups, India will soon be a big market for hospitality supplies.

In addition to the above, India has a large Cottage and Small Scale Industry base and there are a number of small companies producing custom-made goods for the hospitality industry. This sector has an advantage of cost and flexibility in producing custom-made goods, which is unmatchable by big production plants. There is a huge potential in this sector. Customisation is a tool used by many hoteliers to differentiate themselves from a standard run-of-the-mill hotels.

Do you think hotel companies in India are able to maintain quality in terms of equipment supplies? Good 4 Star and 5 Star hotels in India are mainly branded, either an international brand or home grown brands. Once branded, there are laid down parameters to be followed. Thereby, ensuring quality. Brands, both international and domestic, specify products that are certified and must strictly follow laid down parameters and procedures.

Gratifying hospitality needs

Managing DirectorEagle Forgings

Ajay Khanna

Energy saving is the need of the hour and

manufacturers are improving energy consumption of

their products

[Supplier Talk]


The 3 Star and 4 Star “owner owned” and “owner run” properties do sometimes cut corners, however, in the long run they soon find that this did not pay. Over the years we have seen many hoteliers, who have chosen low cost poor quality goods, up-grade to “hotel standard goods” the next time they purchase.

With Chinese companies getting a hold into the Indian market, how has it affected the equipment market? And are they able to provide standard products? This issue has been debated over and over again in the past few years. Without going into details on quality from China, let me outline the generally acceptable guidelines followed by most hoteliers.

Firstly, it is now becoming generally acceptable to buy Chinese products that do not need post sale service or spare parts. So, products like sheet glass, metal-ware, fabric, etc are ‘safe’ to buy from China. Of-course, the source has to be checked, factory and samples inspected and specifications tallied. If one is not stringent, it is very easy to end up with poor quality, mis-matched goods, or goods with wrong specifications.

Secondly, large international and reputed companies are setting up factories in China and, it is now acceptable to buy goods made in China as long as they are made by reputed international companies who provide know-how and are stringent on quality and after sales service. Chinese companies do not believe in after-sales service, something which is a must for hoteliers. The cost of blocking a room due to non functioning equipment is in most cases more than the cost of the equipment itself and therefore good quality long lasting equipment backed by after sales service is a must for the hospitality industry, something Chinese manufactures just do not do.

To summarise, it is suggested that one should buy from China only if it is sold by reputed international brands who produce the products themselves, in their own factories and under there own supervision and back it with after sales support (companies who do not have manufacturing facilities in China, and who just buy and brand, should be avoided as they usually offer low-cost products and have no possibility for after sales support).

What are the new trends in the hotel and restaurant equipment? Most hotel equipment evolves with time and becomes better, more efficient and greener. Waste management, both at the production facility and in product, is important.

Customers, specially international hotel chains, demand certification and compliance to eco and waste management norms.

Energy saving is also the need of the hour and reputed manufacturers have invested heavily in improving the energy consumption of their products.

Do you think that our country lacks in terms of tourism infrastructure? What are the reasons for this? Over the past few decades, growth in both business and leisure travelers has been in fits and starts. There are many reasons for this, but two important ones are:

Firstly, the government has not taken the tourism sector very seriously and has not had a clear, whole-hearted and dedicated policy on tourism promotion. And, secondly, infrastructure and connectivity has always been a problem - for example, to spend an hour at the Taj Mahal in Agra, which is only about 200Km from the Capital, a visitor would need to budget about 7 to 8 hrs. There are similar examples across the country.

However, having said that, a lot is now being done to improve the country’s image, market the country better and also improve infrastructure and connectivity. India should take a cue from other Asian countries like Malaysia, Thailand, Singapore and Hong Kong, who have been extremely successful in promoting tourism and trade, leading to increased arrivals.

Another important factor is safety and stability in the country. Both business and leisure travel is directly related to how safe one feels in the country, and how secure one feels business will be. A stable government and low crime rate play a major role. Each time there is a blast, there are severe restrictions on travel.

As the hospitality sector is directly related to the above, I strongly feel that if there is stability, the country is marketed well and improvements are made in infrastructure and connectivity, you will see a huge growth in the Indian hospitality sector.

I would also like to add that the coming in of large international hotel groups - Accor, Carlson, Choice, IHG, Starwood, Hyatt, Marriott and others, has also been a catalyst in the growth of the hospitality sector along with increased visibility of the country internationally and therefore increased arrivals.

Regarding Indian travellers, the growth of the business sector has led to and will continue to lead to growth.

The segment which will see the maximum growth, will be the “better” 4 Star and 3 Star Hotels, most of these will be well located and 75 to 125 room properties, mainly branded. Though announcements have been made of over a hundred new properties, I feel a more accurate figure would be about 7 to 10 new properties a year, for the next 5 years. A few would be large 5 Star Deluxe properties (250 to 500 rooms each), however, most would be 75 to 125 room 4 and 3 Star properties.

The hospitality sector is a very niche market. Products

used by hotels are vastly different from what is used

in homes. The products have to be extremely robust while being aesthetically pleasing

Another important factor is safety and stability in the country. Both business and

leisure travel is directly related to how safe one feels in the country, and how secure one

feels business will be

[Supplier Talk]


[Marketing]


BOOSTING

Revenue management system is of the great importance to hospitality sector where volume is fixed and allows the

sellers like hotels to rate the product in a different way for diverse market

segments. Adopt yield management towards revenue optimisation.

Revenue

Every hotel strives to maximise their profit by following some systems. Revenue management system (RMS) is one of them. In this, revenue management principles are used to maximise top line revenue and bottom line profitability. This could be used in

other industries too, in particular, the service sector. The principles have now zoomed into hotel industry and it allows hoteliers to calculate supply and demand and adjust their pricing strategies to let their profit swell up.

Moreover, the best practice of RMS principles comes with identifying the right pricing for services that hotels provide like accommodation, conferencing, banquets, functions etc. Previously, the right pricing was reached by control method but now revenue management has moved to promote better pricing by bringing transparency into the decision making process. Based on probability of bookings by analysing market price and identifying competitive rates it educates an hotelier about the best rate to quote. It creates a platform for revenue optimisation on the basis of cost structure and finances of consumable assets. For instance, the fixed cost of running a hotel is high, and once the hotel occupancy rate is beyond the break-even occupancy rate, the inputs to profit and

[Marketing]


[Marketing]

are the wonders of revenue management system. Whereas the same price rise in a different business may bring disaster on revenue. For certain hoteliers, even price reduction by 10 percent could lead to revenue optimisation. Whereas, in other business segments such a price decrease may lead to serious revenue erosion. The ‘price discrimination’ policy plays the positive role of difference maker in hotels today. Acknowledging the strength of

revenue management system, Grahame Tate, Managing Director - Asia Pacific of IDeaS, says, “Today no hotel could afford to avoid RMS. They need to have a technology back up to analyse their position and how much they can flex their pricing as revenue optimisation is a tool for right pricing.”

IDeaS is a global firm and Tate has been building and providing modules for revenue optimisation for hotels around the globe.

nitty-grittyThe probabilities of losses are not low in hotel business. RMS demonstrates best knowledge, not only to minimise loss, but to enhance profits. The working of RMS consists of vivacious means to estimate demand, assign consumable assets across rate classes and it imparts prior idea to decide when to book a suite, what shall be the rate of booking and what rate shall be disclosed to different rate classes. Also, these services are perishable because they are time bound as well. Their revenue generating capacity immediately comes to zilch point right after the sales period is over. For example, once the night is run out, the lost revenue from an un-booked hotel suite is lost forever. Revenue management is the art of managing prices through demand curve, so that people who are keen to pay more also pay a higher rate. The cheaper rates are also available when

overhead per additional customer is extraordinary.

Although, it’s important to keep in mind that all Indian hoteliers have individual price sensitivities for their fixed assets and supplementary services, it’s understood as Indian market remains highly diverse and customer base is never stable Experts believe that for some hoteliers can swell their profits by more than 10 percent by raising certain prices by 1 per cent. Such


[Marketing]the hotel is not going full. RMS focuses to increase revenue by charging good price from a particular market segments, distribution channels and purchase patterns like length of advance booking. The pricing of hotel rooms is nowadays very transparent. For best price seeking travellers it is not hard to find good deals. On the other hand, in presence of RMS, hotel managers now don’t need to meet competition. RMS is devised strategically to increase revenues, maximise profits, effective market segments are highly improved, new market segments are opened and geared and it, more so over, strengthens product portfolio strategies.Various customers are barred from booking a lower priced room due to the advanced buy restrictions. The same consumers are stimulated by RMS to pay a higher price. Such are the marvels of revenue management. Certain advance buy restrictions include bits like weekend stay-over requirements or least time in advance of arrival that booking must be made. Refund system for children free stays, room upgrading policies, reserved rooms, more discounts or fines for leaving early or leaving late are some of revenue

management example which helps an hotelier to make maximum use of advance purchase restriction, combination of room rate and other hotel policies. Whether you are operating a single boutique hotel or running a global hotel chain, RMS is robust enough to handle almost all elements involved in it with flexibility you need for your day to day operations. Time is most imperative aspect in strategic revenue management. Hoteliers make rooms available for accommodation at strategic time, at particular prices and for diverse lengths of stay to bulge revenue over fixed period planning scheme.

The time-bound strategy is made on event basis, daily basis and at times on hourly basis. During periods of peak demands, the prices of accommodations, other physical amenities and services are offered at steep prices and represent higher percentage of total accommodation capacity. At these crucial periods, lower priced rate classes are made closed and rooms are unavailable.

ImplementationThe revenue management system might prove costly and relatively new concept

in India but these days RMS has been an enormously important innovation in the service industries. The application of RMS is dependent on the availability of immense data on past purchases of all kinds of customers, booking levels at different parts of the year, season and week, and also bookings coming through different segments. Highly developed softwares and models are made available from various operators and are being used by various hotel chains in India. Mega revenue increases have been achieved with relatively small increased in capacity and costs.

According to Karambir Kang, Vice President of IHCL, Taj Hotels group has been one of the first hotels to implement revenue management system. “In most of our hotels, revenue management has become an integral part of sales and marketing functions,” he says.

Joining the leagueIndia’s occupancy with technology is highly recognised by global investors. Grahame Tate examines that hotels in India is coming forward as a fast growing industry in the South Asia.


However, he pinpoints that though India is accepting the technology quicker than other contending nations, which is a positive sign towards the industry growth. “Nonetheless, there is an enormous scarcity of revenue managers and the industry needs to instruct appropriate training at the entry level itself,” he says.

The revenue management system is less than two decades old. Mega hotel chains

in India commenced experimenting with yield management models as early as 1990s. Heads of sale and marketing of leading hotels argue that the domestic hospitality industry needs to follow a strategic pricing policy. Some chains have invested in advanced computerised system that pursues several sources of data. Other hotels are also starting to have this technology. However, there are still a large

number of hotel companies following primitive methods. They continue with predominantly manual systems that combines reporting capabilities of their reservations and front desk systems. They employ trained managers to approach direct pricing and inventory issues.

Grahame describes that revenue management system could be used by small to big hotels. He explains, “We provide software solutions to hotels that range from 60 to 1,000 rooms. Properties of all size can achieve their targets with this system. The services could be used for education, systems, or a combination of various operational components in a hotel. These software solutions make possible true centralised control over pricing and enhance profits chain-wide. It works in spite of the hotel’s size and its intricacy.”

Varying ComponentsExperts believe that implementation of revenue management is different in hotels, whether chain or operating singularly. Some hotels, including both big and small, have created complete teams especially for revenue management to

[Marketing]


boost business and profit. There are some who take up RMS but still rely heavily on support from general manager, sales managers and other management staff. And then there are others yet to execute RMS principles. “Revenue management is a constant process. The team at the hotel may meet once a week to assess a preordained period into the future, but on a constant basis. The team members are most likely evaluating each and every piece of potential business to see how and if it fits into the acceptable business guidelines of a particular property,” says B. Hariharan, VP, sales & marketing, ITC Limited - Hotels Division.

The Market FlipSeveral companies are reviewing their entire market mix to reframe it in order to improve their profit. These hotels, sometimes, decide to cut back group blocks and apportion more rooms to other market segments like corporate volume accounts, wholesale, transient leisure and travel. And this in turn affects not merely availability of rooms but also the number of hotels that could be required to be used for citywide events.

Hence, revenue management has changed the phenomenon of cutoff dates from date issue to rate issue. It provides ample scope to maximise revenue and customer satisfaction. Hotels also seek to utilise their remaining rooms in optimum way after cutoff to maximise the return. As a result meeting planners look for less flexibility with cutoff dates and contract terms that allow group rate to be honoured after cutoff only if group rooms are available. Sivaprasad Gangadharan, regional director-Subcontinent, sales for IDeaS, informs “The savvy Indian hoteliers looking to make most from the revenue management systems and strategies should consider applying a Demand Based Dynamic Pricing (DBDP) approach to maximise occupancy and revenues.”

Gangadharan further maintains, “Under DBDP, consumers pay lower prices when the demand is weak and the firm has excess capacity and they pay significantly higher prices when the demand is strong and the firm does not have enough capacity to accommodate all of the demand. This allows the firm to better balance supply and demand.”

The UpshotThe revenue management system endeavors properties to discount with discretion to access knowledge over unseen demand that leads to good pricing, build market share, dig out lost revenue opportunities and, most importantly, enhance revenue growth without increasing fixed costs.

Tate cautions, while analysing profit making trends, the expansion of bottomline is a bit difficult but it’s not impossible to get a ‘good deal’ at a hotel.

At the same time it’s extremely important for a hotel to see your convention as being valuable.

The indigenous hospitality sector is embracing revenue management not just in terms of principles and systems but also in the form of sophisticated software solutions, which enables all kind of hotels to better understand financial dealings. However, there is shortage of revenue managers in hotels and it becomes unavoidable for institutes imparting hotel management education to fit in revenue management applications in their curriculum, in order to, prepare for the long term.

[Marketing]


[Interview]

FHRAI is an institute which keeps the interest of our industry supreme. Traliva team met FHRAI President Ratan Marothia to discuss the problems faced by the hospitality sector and the possible solutions.

Is this a challenging time for the Indian hospitality sector? Do you think there are opportunities that the industry is not able to cash in on?First genuine challenge is the shortage of land. There should be a land bank and land belongs to the state government. If we can’t create more rooms, the costs for each room will go up. Today due to this reason most of our functions like marriages and even industry conventions like MICE are being diverted to Asian countries like Thailand, Malaysia, Singapore and even China. The main reason for this is the prices in these nations. If we can do the same with India, then traffic for such events will definitely increase here.

What can really be done to bring down these prices?It can be done only through policy decisions. It is only possible if we get, the hotelier gets the land at very reasonable price. Invariably the cost of land also becomes very high due to the land cost. There a hotelier can’t compromise and so if we see some policy decisions regarding this we can bring down room rates.

When you are talking about land you are you talking about just in the metros or are you looking at even smaller towns?No, even in smaller towns. Starting with the agitation of Singur it has now become an all India phenomenon. Now from Noida to Haryana people who have land are unwilling to sell it at low rates. Earlier land was bought at Rs.10 and then sold for Rs.10,000 but now those days are over. Now land price has increased and once the price has gone to 250 crore, 500 crore everybody is expecting re-billing. They are using land for real estate projects. Now we are getting almost 5 and half million tourists and I remember in the year 1999 we were to start expecting 10 million tourists.

Now just imagine 10 million tourists were the target in 1999. Now see in 2011 where are we now? Why? Because everybody is price conscious. The government needs to have a master plan. Now everybody is saying we are short of so many hotel rooms but where are the shortages and how are we going to meet this shortage? Unless you get land bank it is not possible. If you decide on a particular area where you would like a hotel, say Connaught place there should be a proper process. There should be a survey on what are the other environment advantages and disadvantages, the transportation point of view everything must be put together. Let the government decide that these are the areas which are to be allocated for development of hotels.

Do you also think land prices are inflated because there is shortage of competition and more big players are buying land and trying to outdo each other and are ready to pay more for the land?It is one of the reasons FHRAI has suggested to the tourism industry that whenever there is a question for a joint venture or public partnership with the government, they should use FHRAI as a channel partner. Generally what happens is that someone might have the expertise but not enough funds to start a project. In that case there should be a mechanism to start him on. That is something that needs to be decided with the help of the players and there should be forum for that.

Do you think that beyond the 5 stars there are lots of challenges for the small players in this industry?Only joint ventures with the government will help smaller players in the industry. Currently the land is with the state governments, railways and defence. Also there should be a single window clearance for all those 50 different requirements and what we suggested earlier about tourism ministry being under the chairmanship of the Prime Minister. If it is headed by any other minister, finance will not say ok. Even the Deputy Chairman of the Planning Commission will not sanction land or give clearance, but if the Prime Minister is there they are bound to do so.

There should be a single window clearance for our 50 different

requirements and our earlier suggestion about the Ministry of Tourism being

under the chairmanship of the Prime Minister

Industry SupremeKeeping the interest of


[Interview]What is the role of FHRAI in assuring quality and benchmarking facilities for medium-range hotels. Does FHRAI conduct awareness drives?Benchmarks are set by the Ministry but surely whenever they make changes, like user guidelines, they consult FHRAI. This is workable, because things are changing from time to time. There was a time I remember when banks permission was a must for a 5 star classification, post office permission was a must but it is very difficult to come out with a bank branch in every hotel. Now you tell me which five star hotel after spending so much money on land is going to waste their investment just for a classification if the bank or company is not willing to pay to be in the premises of a hotel. But now these things are changing and the ministry is being very cooperative. We have had interactions with the ministry and shared these ideas.

Do you think that Indian hospitality sector is actually being stereotyped in terms of the same destination or destination only for a particular thing?No I don’t agree. Lets take the example of Darjeeling, earlier people used to go largely in summers but now more and more people go to see the rain, to see the snow.

How is this change is coming about - do you think that FHRAI is playing a role in this?Hoteliers are becoming more aware and definitely playing a role here. Earlier maximum number of domestic tourists were from Bengal and second was Gujarat. Now because of an increase in disposable income everybody likes to go on a holiday. People whose pockets permit will go to Europe but the poor man will go to smaller places in India. Another problem while travelling in India is connectivity. The need of the hour is to promote India among the locals. We have to emphasize on local tourism and not depend on foreign tourists only.

What about new destinations? How will you market them, for example north east?I was talking about North East. It is totally untouched. How can‘t be developed? It has connectivity problems. Infrastructure is not there! Because of their geography it cannot have railways everywhere so it should have air connectivity. Pawan Hans is running some helicopter services there but even their aircrafts outdated.

How important are people who come from finishing schools in Switzerland?We have a collaboration with Switzerland, we have our institute in Noida. When you start an Indian restaurant, having an American cook will not do. In India we brought AICTE approval now but we have a restriction, we can only get boys in the industry from Mahamaya University in Noida. There the medium of education is Hindi whereas in our hospitality sector we need a good English speaking person, then he should preferably know another languages. But what can you do if you are bound by government rules, we have to have boys only from Mahamaya University, we can’t get people from Kolkata, Delhi or anywhere.

How closely is the industry working with the government and other stakeholders?Like husband and wife! Tourism Ministry can’t do without us, every day we are meeting them, we are giving our suggestion. Our Secretary General is like the ambassador of our hotel industry.

And how much does the, the industry depend on you to actually put their needs forward?Individuals cannot go directly to the ministry and put their demands forward. Everything is done jointly and the government also listens to the industry voice as a whole. We usually try to take up general problems of the sector whether an individual brings it forward or a big chain. We don’t want to take individual problems. We also have to fight legal cases on behalf of members which cost not less than 1 crore rupees in a year.

So what is the vision for FHRAI? How can your members benefit more from the association?Members are benefiting as they can’t approach the government individually. They are approaching the government through FHRAI which is a single portal for them. Also it becomes a bank for their guidelines. They come to FHRAI for information on how to proceed further. So FHRAI has become like a parent body where everybody comes with their problems and FHRAI guides them on what needs to be done.

What kind of response you get from the government?They are becoming far more productive compared to earlier. There are problems we are still facing: First problem as I have already mentioned is the availability of land. Secondly, uniform taxes – We need one point tax for the tourism or hospitality industry. Earlier it was sales tax now you have luxury tax, once upon a time it was an expenditure tax. Now you have introduced another service tax. Only names are changing and you are confusing the consumer. Foreigners also get confused. They say price on menu is Rs.40 but in the bill the amount is Rs.80 after adding the different taxes. So uniformity is a must.

What about safety and security, is that a concern for foreign tourists?Safety and security is a concern everywhere, but it is not bad like some other countries. In the end, FHRAI President was all praises for the Tourism Minister Mr. Subodh Kant Sahai. He believes that FHRAI and the Ministry are working jointly for the development of the hospitality industry and the present minister is very kind. He is taking a lot of interest, having regional conferences, going to Planning Commission for allotment of funds. He also recalled that as the Food Processing Minister Mr Sahai travelled all the way to Kolkata four years ago to distribute awards to best managers in FHRAI convention there.

(Courtsey: Traliva Team)

FHRAI has suggested to the tourism industry

that whenever there is a question for a joint venture or public partnership with

the government, they should use FHRAI as a

channel partner


[F&B]

the tireless strivings of gourmands is supposedly the reason behind the success of good food. Experiments by chefs

in the professional stream to bring about fascinating taste delights have a direct relationship with the environment. Food is dynamic just like the environment. All over the world, chefs in their own right are celebrating the multifaceted nature of the kitchen day-by-day, nurturing taste of food and concurrently giving a push to the very facet of food evolution and dependency on unique products nature offers as human food.

According to chefs, with today’s expanding populations the production of food plays a vital role in protecting the environment by identifying and recalling such food items that can be traced in history into the human diet.

nature’s KitchenThe immediate relevance of natural and organic food lies in the need for preservation and prevention from contamination of natural resources while cultivation of food ingredients. Apart from that there is a need for a constant need to strive for natural food offerings in cuisines replacing artificial substances. Devraj Halder, Executive Assistant Manager – Food & Beverage, Hotel The Suryaa, New Delhi says, “With the easy availability of chemical-based growth enhancers, artificially-induced hybrid varieties and harmful pesticides,

THE

nAtuRE ConnECtHealth consciousness among people propels

the use of varied parts of plants, or sometimes its by-products, which offer a connection with nature helping businesses to leverage their form


[F&B]

undoubtedly relies on the way food is presented. Now, health consciousness among people propels the use of such products of plants, or sometimes by-products, which offer a connection with nature, helping businesses to leverage their form. Halder agrees, “Marketing of

Flower DelightDevraj Halder lists out some benefits of flowers in cuisine that are believed to be less conventional in approach:

• Edible flowers are completely cholesterol free

• Some of the aromatic edible flowers like, lavender, Jasmine, Saffron, Citrus Blossom, Tomato Blossom, etc. make excellent ‘tisanes’ or infusions, which means they release their aromas and nutrients in warm water or soluble liquid. (Example: Jasmine Tea, Kashmiri Kahwa, Lavender Soup, etc.)

• Flowers used for aroma therapy and ‘spa cuisine’ for health benefits

• Flowers are natural antioxidants

• Flowers have essential oils, which promote health

• Rose, Jasmine and Calendula have aphrodisiac properties

it is steadily depleting nutrients in the soil and reducing the recycling of top soil for consecutive harvests.” So to connect the kitchen with the natural environment, food really needs to be organic in every sense. Gourmands have become health conscious and chefs equally respecting their wish by using natural plant products, which add spunk to food apart from using them for various benefits. “Like Saffron used, virtually in most cuisines in India; Neem flower used in certain recipes to ward of infectious diseases like chicken pox; extensive use of flower derivatives like cardamom pod, clove, etc used in garam masala; Borage used as coolant and diuretic, used specially in salads, etc.,” adds Halder.

Bringing nature literally into the kitchen can be traced back in history. Founding president of the Indian Federation of Culinary Association Chef Manjit Gill believes that the earliest caravans recorded in human history carried spices.

“The popularity of spices and herbs became so popular because of a lack of refrigeration until recent times. People were often faced with the choice of eating rotten meat and vegetables or starving. Spices also helped to preserve items and were used for medicinal uses as well,” says Chef Gill, who is Executive Corporate Chef – ITC Hotels - New Delhi.

Describing flower cookery, Halder says, “This can be traced back to Roman, Chinese, Middle Eastern and various cultures, which were also popular in the Victorian Era. It has now returned

again, as edible flowers have become the new rage in haute cuisine like Broccoli, Artichoke, Saffron, Banana Blossom, Leeks, Chives, Capers, Spring Onions are all flowers or parts of the botanical flower giving menus a new dimension.”

Today spices and flavourings are a must in almost every cuisine around the world and are some are prized possessions for their exotic flavors and ability to bring out the genuine ethnic part of native cuisines. Chef Gill explains, “Truffles are traditionally from Italy, ginseng from Korea, coffee from Jamaica, and vanilla from Madagascar. They are examples of mankind cultivating speciality items from his surroundings. These items are all unique because of the combination of soil, sun and rain that make their tastes and uses incomparable to similar items found at other parts of the world.”

As Promotional ToolUnique food not just satiate taste buds but holds a strong business proposition too. Chef Gill says, “Food and drinks have always been an important part of celebrations and religious events. It had been a natural component in bringing people together. In the past 15 years there has been a food revolution around the world which has sparked an interest in various types of cuisine and food lifestyles.” Food entities leverage from these innovative food preparations where flowers, stem, parts of flower, etc. are used and not necessarily fruits of plant, work as a great promotional tool. Food business


food has taken a new shape over a couple of years. This is governed by scrupulous and meticulous demands. It is also because of the competitiveness owing to the boom in hospitality as well restaurant sectors in the past couple of years. Eating good food is no longer meant to be compromised.” As people’s understanding

of food increases it is natural that using cuisine as a promotion tool is foregone conclusion.

Sometime back, a hotel in Delhi held a festival on ‘horoscope cuisine’

and won accolades for innovativeness. “We have hit the market time and again with health food festivals with different

concepts like Go Organic, Natural Healers, Saatvik Bhojan and now, the latest - Flowery Recipes, justice is being done to the ethnic cuisines, may it be a Balti, Coorg, Kathiawari, Rampuri or Purani Dilli. The important fact remains (marketing or no-marketing) that we are getting even closer to nature with each passing day identifying what could be varied possibilities for good food,” explains a sous chef of that property.


[Trends]

Knocking at your hotel doorsGolf tourism

Economic development and growth have increasingly become words associated with India over the past few years.

As the purchasing power of people rises, so does the involvement of the middle, upper middle and the rich in the game of golf. This until recently was considered an activity in the exclusive domain of the rich, as everything that is associated with the game comes at a steep price. Nowadays, the popularity of golf and promotion of the sport is at an all time high. Golf courses across the country are increasingly attaining world class status. This is resulting in a tremendous inflow of golfers from across the world especially from South-East Asia, where the game though popular, is still very expensive. There is a growing realisation within the corporate houses that investment into golf tourism will

only add to their capital in the years to come. Courses like the JP Resort in Greater Noida, DLF and Classic Golf Resort in Gurgaon are a testimony to the scope and potential of golf tourism in our country. These courses have already promoted hotels, apartments, restaurants and more, around the golf course.

A rich tradition, diverse culture, fantastic cuisine and stunningly beautiful sites have drawn travellers to this vibrant country for hundreds of years. Agra, New Delhi, Calcutta, Rajasthan and the beaches of Goa are the most popular destinations, and should be on any itinerary. An important factor in the growth of tourism in India has been spiritual, which, with the course of time shifted its gear to medical tourism. India is becoming the next hot destination for golf tourism as well. Thanks to a host of big international names, big-time


Knocking at your hotel doors


prize money and big sponsors; these are becoming an inspiration for young, aspiring golfers.

“Sports tourism in India is carving a niche for itself in Indian tourism. Its scope and future is endless in India because of its diverse topography and climatic conditions. For instance, many golf

enthusiasts, usually Japanese groups come to India to play at different golf courses,” says Rahul Singh, Managing Director, Golfworx. And that’s very true. We Indians have been the all time favourite hosts for the world at large, due to ourhospitality and our warmth towards guests, that our culture has given us. It is a fact that there

is a month-long waiting period to book a Tee Time to play golf in Japan. Why can not India become the next largest golf destination, when we have just the right kind of weather as well as landscapes, that are best suited to play golf ?

“Golf as a Sport can be developed as a tourism product especially to attract the high end tourists…………” Kumari Shailja (Culture minister) on inauguration of the Workshop on “Promotion of Golf Tourism” on January, 2011

“Omar Abdullah asked Jammu & Kashmir Tourism departmentt to create a golf development authority” The Times of India April, 12 2011

“Karnataka to launch ‘Golf Tourism’ circuit... Business Standard, June 15, 2009

Can we sense the opportunity knocking at our doors with the above statements??

Are the hotels in our country ready to tap the upcoming boom of the national and international guests, who have flair for golf ?

As per statistical details, of golf experts “52% of travelling golfers are likely to take two or more golfing holidays in the year. They spend on an average 33% more on their holidays as compared to regular

[Trends]


holiday makers.” It is stated that 70-78% golfers are prepared to visit a new golfing destination and this segment represents the wealthiest 50% of all golfers.

According to the Ministry, promotion of golf will enable us to break the October to March Syndrome that affects Indian tourism particularly in the case of foreign tourists. After the successful hosting of the Commonwealth Games 2010, international tourists are expected to grow in the next few years and it is really important that our hotels have the right product to meet the needs of the visitors.

The fact of the matter is that with 50 million golfers around the globe, and Asia being the fastest growth area, golf tourism is a multi-billion dollar industry and India, despite being a late entrant, could become a significant niche player in the golf tourism market.

If we take a look at the domestic scenario, there is a huge market for golf tourism in India. The Indian Golf Union has 75,000 registered golfers in India and the total number of golfers is in the range of 70,0000.the market in itself is huge and can sustain new golf courses that are coming up in various states.

There are three basic categories of tourist golfers visiting India: Those who go on holiday primarily to play golf; those who play some golf as a secondary activity whilst on a holiday or on a business trip; and those who attend tournaments as spectators.

Undoubtedly, the second category, which comprises tourists playing golf as a secondary activity constitutes the major chunk out of the three.

Needless to say, all hotels in the country cannot afford to have a golf course to cater to such tourists. Upgrading hotels to make them provide golfing facilities is a point of major concern. With the rising population and rising real estate prices, the scenario seems to be really adverse for big time golf courses. So does that mean “No Golf ”? If all the lawns or the greens in the hotel could be developed into a putting and pitching area, wouldn’t that add to the USP of the hotel? Yes! It seems to be breaking the myth, but, if at all the greens or the lawns of a hotel can be maintained in such a way that tourists can practice pitching, putting and chipping in a limited area, they can have the pleasure of playing golf and getting a hang of the

sport. One fact actually calls for attention: 70% of the game of golf comprises of a close game i.e. pitching and putting, which can be set up, laid out and enjoyed in as small an area as a patch of green measuring less than 100 square yards. Not only this, but such a golf pitching-putting area can continue to be used for the purpose for which it was created. Hence, at low-cost, or literally no-cost, the hotel can create an additional facility, which many a guest would value and welcome substantially.

If a hotel brochure says, “Paradise for the people who day dream about beating the links on the weekends”, the hotel that offers golfing facilities will have an edge over a hotel that does not have such a facility. We at The Golf School 2009 assure that your guests will enjoy golfing within the limited greens you already have.

For further enquiries, we are just a call away.

Harpreet Singh [email protected]

[Trends]


[Technology]

The majority of the cost that is borne in operating a hotel goes into power consumption. The issue of electrical energy has a

cost to it and is of pertinent consideration to business operations’ healthy functioning especially for an intensive set up like hotels. At the same time, it is also important to understand that hotels, no matter how much they aim to save energy, have to go in for different sort of lighting solutions even during day time just to keep its aesthetics perfect.

Also, lighting is about creating an ambience. As a result, lighting is something you can’t do without and still have problems managing it in terms of the cost it incurs. Hence, lighting solutions have come a long way in identifying ways to save energy and also refine the approach of illuminating spaces to give them a definition.

Technology in more than one way is making operational functions convenient and lighting solutions are no different. Multi-faceted lighting solutions are now paving the path for the future of hospitality. Today, we see lights being controlled with software like digital consoles and so on. These are very effective ways of controlling not only effects of light, its usage but also for controlling cost. So,

Lighting has a lot to offer to an open or close space. Technology can bring the hotel spaces alive or kill it completely. It is important to rely on smart and practical approach while deciding lighting solutions the new age offers


technology has come a long way in giving various dimensions to the use of lighting.

According to Kevin Theobald, President – elect of International Association of Lighting Designers (IALD), all over the world, hoteliers comprehend the role of lighting design and usage of technology in getting the best aesthetics.

London-based Theobald runs his company Kevin Theobald Lighting Design and has been providing lighting design solutions.

He explains that his association is working hard towards setting a global standard for lighting design excellence by promoting the advancement and recognition of professional lighting designers. “Value Lighting designers are a tremendous resource of innovative, practical and economically viable lighting solutions. We have over 700 members across the world. They are helping the various sectors to grow. They understand the role of lighting in architectural and

interior design and utilise their extensive experience and knowledge of lighting equipment and systems to enhance and strengthen design,” he describes.

going About ItThe priority for a hotel is to disperse light or keep it at a point of concentration so as to evoke a feeling. Thus different types and illuminating power should be used at different spaces. For examples, dimming the light has become a vital function that

[Technology]


[Technology]

“Now to control the quantity of light, a dimmer is the most effective tool and most of the big hotels are employing it in their properties. It meets the diverse design pattern of different sections of a hotel. It also helps in curtailing power depletion,” says Dingra, who is an established lighting designer.

Some other designing experts also express that by making small modification in the lighting system, one can control the setting of the room and thus the mood of the guests too.

Bring on TechnologyIf we look at some international companies well established in the West, it would be easy to gauge the level of technology that has come into using technology in the hospitality industry. For example, Lutron Electronics Company which is a US based lighting company, entered

not only addresses the above mentioned concerns but also contributes to saving a lot of electricity. After that it is a matter of our liking how to play with light and space giving a new dimension to lighting as a charismatic power for the hotel brand.

If experts are to be believed, lights that are used today play a way to large role in illuminating spaces. For example – Dimmers which help in controlling the intensity of light helps suit the requirement of a place that varies from restaurants to a

discotheque to a room and so on. Modern techniques have allowed permutations and combinations within a small sphere with such equipment, which can enhance the décor of a property. They also help in controlling the light for example during day time when natural light is in abundance. So how does a dimmer work? The answer is for controlling electricity. It is said that dimmers increase the life of bulbs – especially the incandescent ones. Thus directly, it attacks the burgeoning bills of the hotel. When collectively used, dimmers can bring a substantial change to the overall usage of electricity.

According to RK Dhingra of Modern Stage Services, a company which offers lighting designing solutions, in the present day scenario lighting is not just to illuminate a murky room but has a different intent all together. He says that it’s more about being compatible with the guests’ mood.


India to bring about that innovation to this market. It offers dimming technology solutions. According to the company, practical lighting solutions are being looked into and appreciated. If industry growth is taken into consideration, the growth can certainly be at 20 per cent per annum. Lutron is thereby focusing on innovative lighting solutions. It offers total management of light based on touch, especially for hotel rooms. The idea stems from the fact that the industry desires for some energy saving options. However, hotels are conscious about their carbon footprints. So the entities are also looking at eco-friendly options.

Vital CharacteristicsFeelings related to lighting solutions are given critical importance by the designers and owners. This is because of the fact that lighting can build or mar a mood of a person. In this case, the temperament of a guest enjoying food in a restaurant, or relaxing in his room. Thus feel factor is being designed in the lighting solutions that can be adaptable to customers’ preferences. According to choice, a guest can switch to a mode of

[Technology]


lighting preference that suits his desire. The solutions are becoming simplistic. Yet they are trying to remain strictly logical in terms of application, where entry wall control comes into the picture for easy maneuvering, custom made solutions for unique experience offerings, bringing on the comfort level and convenience, becoming energy efficient and many more.

On the other hand, differnt types of lights are gaining importance too. This is the age of Light Emitting Diode (LED), believe experts. The basic reason why LED lights are preferred can be listed as -• Good quality over other types for long

period.• Saves energy that could range between

40-70 per cent.• LED light has a better life i.e. over

six times longer than other used in commercial establishments.

• These lights are devoid of any harmful elements like mercury and do not give out radiation, or harmful ultraviolet rays.

• Since these produce very less heat during illumination, the indoor atmosphere takes less energy to cool down.

Says Dhingra of Modern Stage Services, “LEDs are apt for most of the places right from places of entertainment and architectural importance to other facilities too.” He adds, “Also, colour factor plays a strong role in ruling our emotions. Hence, LED bulbs can offer colour options matching the need of the architect’s imagination.”

Designers feel that another aspect that needs to be kept in lighting is the radiance factor.

There are advanced systems and technology support, which is used in trying some different light combination and synchronisation through Digital Mixing (DMX). Programs are pre-set to meet the desired need and can be controlled through computer software , along with connections to a control panel for each location e.g. guest floor, divided segments of lobby, hardware device manager ports, where PCs are connected to ports. This needs regular updating for smooth operation. If these pointers are kept in mind, a thoughtful approach towards lighting a hotel, or for that matter any establishment, can be rightfully chalked out. An important

criteria that is mostly not considered while lighting a building, is the intricate relation it has with other work that goes in making a building.

The open spaces play a vital role in creating room for light to disperse and create effects. It is vital that natural light should come in as much as possible during the day time. Therefore, lighting should always come secondary to the natural light.

In that context, the lighting solution companies are going beyond providing just lights, and taking on the role of complete management of the property for arranging the way lighting should be and then the way it is to be controlled. All these are giving hospitality a new dimension.

Technologically, many functions are taken into consideration from sensor systems, automatic controls, dimming, retro fitting, wired or wireless options, maintenance and many more. So effectively, apart from looking into lighting, it is the total management that the hotels should look into. Technology is definitely making the task simpler than ever for smart solutions.


Some things are never to be compromised. In hospitality today, while the comfort of hotel guests is of prime importance,

their security is placed at an even higher level. Also, hospitality by nature should provide utmost privacy to its inhouse guests. In such a scenario, hotels are always at a dilemma as to where security ends and privacy begins.

The last decade has completely shocked the world’s growing hospitality sector and India in the last five years, making it shiver with the thought of attacks on hotels which are soft targets. It is this that has caused a huge concern to the entire industry and made it take note of security concerns. Even the government has issued advisories to hotels to keep a sharp eye on any security lapse. The newly established security norms that have been become ‘a must’ for all commercial establishments are now a routine and the guests’ privacy has been compromised to some extent is. In this light, security has taken a different course altogether and has brought in a new world of gadgets and equipment that the hotel industry is now coming to terms with.

According to Col (Retd) VK Sharma, a security consultant, the hospitality

ROVINGeyeHospitality security went through a drastic change post terror attacks on hotels – unheard of before in India. Now the meaning of security is way beyond scanners and security guards. Complete building scanning through surveillance cameras has become critical

sector has to offer the best comfort level as well as a welcoming approach to all its guests.

“However, guests have to understand the need for security themselves. The freedom of movement is still there but it is under scrutiny at all times, although restricted to public places. Nobody barges into rooms, so that should not be a concern. Hence the question of security compromising guests’ privacy is not valid. But how well the vigil is kept round the clock is certainly a matter of concern for the hospitality industry,” says Col (Retd) Sharma, who is Mumbai-based and helps several hospitality concerns with their security needs.

Defining Security needsConstant checks are essential and therefore close circuit cameras (CCTVs) have become an inevitable little gadget that hotels cannot do without.

For that matter any public place is now have to have CCTVs installed at specific distances to capture images and movement of people on a regular basis.

Now it is believed that a hotel is as secure as it assesses itself to be. It might start with the outside screening but the

[Hardware]


[Hardware]real concern is inside the premises rather than the outside. Assessing security is two fold: the need of well-trained security manpower that is vigilant and the dependence on security software and hardware to supplement security needs. It is increasingly becoming impossible for security officials alone to keep a track on all activities and movement within a hotel.

Hence, these surveillance cameras acti as artificial eyes of security. Even the smallest device can bring about a huge difference in our way of addressing any concern. Col (Retd) Sharma remarks:“Therefore CCTVs are very useful and these days they are critical to all security operations. They also enable management to keep a check on hygiene and cleanliness in all public places.

Thus, it can be a boon for housekeeping departments to find out the maintainence status of the hotel and work accordingly.” Adding to that, housekeeping can go further and play a useful role in surveillance inside the hotel as well.

The CCTV system is video-based and is the core of security. It has become an intrinsic part of a hotel in recent times and has gone through a drastic change in its function over time. One only a recording

device, it can now transmit images to a distant location too. It is basically a method of transmitting television signals referred to as surveillance cameras. Close monitoring is the prime work of CCTVs, but these days it could be used innovatively for conferencing too.

Surveillance OptionsNobody can deny that it is the events of 26/11 in Mumbai’s Taj and Trident Oberoi hotels that has changed the way that security is now perceived. It certainly brought home the fact that nothing is foolproof.

“But that was a suicide attack and in these cases it is difficult to contain anyone and no amount of security can protect guests in such a situation. After all, it is a public place with a certain amount of restrictions but not like a heritage monument. So, the case is completely different,” argues Bhisham Manshukhani, who is a survivor of the 26/11 attack on Hotel Taj Mahal Palace Mumbai.

Hence, hotel security should be seen outside the purview of suicide attacks because in these cases, the attackers would go through a scanner check and then create a bomb scare with due warning. But others believe that there

are some ways through which we can reduce the chances of such surprise attacks too. It can be done by evaluating the SWOT of the security staff within the hotels. And in this case, surveillance cameras play a major role. These small electronic devices play an important role where security staff need constant vigilant support.

There can be fixed CCTV cameras which point to a single direction and capture repeated images of a particular area. They are usually placed to ensure a


clear view of a particular location. These are quite effective in nature and capture the footage of the location with utmost clarity. One should also see if there is scope for interchangeable lenses and housings.

This would then offer an establishment options to address a wide need of surveillance needs depending on the distance, width, etc of the area. “For a hospitality unit, it is pertinent to keep an eye on any suspicious movement or unnatural activities and hence, this fixed approach is vital,” explains Manpreet Pasricha of Egalite Vision, a company dealing in CCTV.

Surveillance cameras are a must at all access points, open galleries, and closed places like elevators, public staircases,

curved corridors, banquet areas, etc. “Today, we invariably see various options within the CCTV equipment. The different sizes that are now available in the market are reasoned with places where they are meant to be placed. So, at offices the shape and size of CCTV will be different from that used at other places” says Col (Retd) Sharma.

There are some vital factors that should be kept in mind to ensure that security is taken care of 24x7, even if a CCTV is installed. The hardware and has to be complemented with a sound system that actually tracks feeds from the cameras. The security console has to be looked into as well.

Real-Time ImagesThe past has shown how important it is to capture real-time images at key areas. The images from different angles that are recorded in fair resolution enables it to store the images for a long period. Constant recording and keeping it for only a designated period of time is not an option anymore and

modern technology allows for it. A designated

security control centre has now become a vital element in a

hotel. Vigilant security staff dedicated to

the job of scanning real time recordings and also keeping a report on a periodical basis can

go a long way in creating a security.

Here, the role of modern surveillance cameras comes into the picture. These are not only visible and hidden at times but also gel with the décor.

The cost-benefit facor has also to be taken into account. Security equipment can help reduce the cost of security staff, (even if they are outsourced). Here, the role of an IP-based system helps monitoring 24x7. Thermal cameras have become critical for capturing images in complete darkness.

“When guests come to know that a property is well secured through a well networked surveillance approach, it the guests who uphold and promote the property as a safe place. Word of mouth can be the best possible advertisement of safety for an establishment and that needs to be achieved by any hotel at any cost,” says Sunil Khanna of Hotel Consult.

This, he adds, can be done by investing smartly on technically sound equipment that keep track of the day-to-day movements within the hotel, operations and staff movement as well, apart from just guests. Many believe that the return on investment for spending on security equipment is none. But purists affirm that return comes in form of reputation and keeping your guests safe.

Integrated ApproachIf G4S Security Services (India) is to be believed then there is a dire need for various sort of security based equipment in the hospitality industry that never thought of earlier. But more importantly is to address the issue in its entirity. The security scenario in the country has changed the landscape of security solutions used by the hospitality sector. Due to this reason, G4S Security started offering end-to-end security solutions a few years back and even deal in CCTVs. The company felt that a complete security solution for the institutional segment was vital and if one company alone could cater to the entire needs of institutions such as hotels, they would be able to approach their security needs better.

[Hardware]


[Hardware]Nowadays, there is also emphasis on

an integrated approach, where security personnel are using cameras that align with their systems and can also generate and share information wherever desired. An integrated module is preferred over any other kinds of systems where different aspects of security that are brought in and integrated afterwards with the building management system.

MD Kapoor, secretary general of FHRAI says, “Awareness is the utmost security. In a hotel, if one company handles all aspects of security and integrates it, then it becomes easier to manouevre for the hotel and it can tackle the issue of security far more easily. Once the adoption and integration becomes streamlined, it can be shared with key people or accessed on a designated IP address by key who are allowed access.

Surveillance systems are no longer large, stale looking CCTVs, they have evolved into beautifully designed, discreet equipment that are critical soldiers in a hotel’s security system.


[COO Talk]

Starting way back in 1982, Le Meridien New Delhi has turned out to be an iconic property in the capital city of New Delhi. The hotel’s chief operating officer Tarun Thakral has brought it to a different level. With over 25 years of his association with the hotel, he has attained many an operational excellence and has incorporated a number of best practices in his hotel.

He says that for him all guests are as important as the employees and as much as the suppliers. “It works like a machine. One-third to each and if anyone of them don’t take a call, the whole part gets upset. If the supplier is not up to the mark and doesn’t supply quality things, your own quality goes down and your kitchen, and your guest will suffer. So unless you give attention to the three parts equally there will be no balance.”

Following are the excerpts of an exclusive interview with him:

After revamping the entire hotel, what are the most distinguishing features le Meridien, new Delhi is proud of? How has it reflected in the overall sale for the first few seasons?When we thought about renovation we had originally planned for a contemporary high-end look, very international, as that was the standard that Meridien worldwide was about to undertake.

The vision was that it should be different from other hotels and it should be very stark. So that when people come they get a

shock value as they keep discovering something new. These ideas have been translated well; it is different from other hotels and yet contemporary. It has an element of design, it has an element of art, it also has the element of a subtle hint of something for you to discover. Now that we have completed it, people have appreciated it a lot.

Our turnover has drastically gone up by almost 30 to 40 per cent higher than the previous years. If you see the comments of people on international websites like tripadvisor and there has been a marked improvement in what people perceived it as earlier and how they see it now. And thanks to that it has resulted in good sales. Do you think that the customers’ expectations have changed today as they want value for money and consistency in services and beyond?Customer expectations keep changing. What they think today may not be true for tomorrow. So, one has to move with the times.

In terms of value for money, everyone expects that whether he buys a small thing or an apartment for yourself you always look at all the aspects of it. For hotels, being in a city like Delhi, yes, there was a time that we offered value for money. There was a time that the demands have been so much that we tend to over price things. But that is the essence of any business, the basic economics.

Fostering growth

Chief operating officerLe Meridien, new Delhi

Tarun Thakral

There are issues, if we look purely from the

government side, there has been complete disarray in terms of taxation and that

is a major irritant


After doing so much investment in the hotel, we expect a reasonable amount of returns at the end of the day. Fortunately, Delhi is a balanced market. We may charge high in the winter months, but in the summer months, it comes down, so the average also comes down.

I look at Delhi as a $ 200 market. But eventually we settle at $ 200 to $ 220, which is value for money as we offer several other things with it. What according to you are the key issues concerning the hospitality sector at the moment? How does le Meridien address those issues?There are issues, if we look purely from the government side, there has been complete disarray in terms of taxation and that is a major irritant. Every year there is a new taxation that is causing a lot of heartburn. In many cases if we have direct taxes to pay, rates become higher and then the guests have to pay.

On the indirect side, there are different issues like excise where the fees keep going up every year. There are some issues which are still pending with regard to licenses, which we obtain to play music. Then for television channels, which we relay in guests rooms, service providers keep increasing the tariff. So, there is no fixed structure.

And that’s where as an association, we have not been able to put pressure and resolve things. I think a lot needs to be done there.

From a business point of view, Delhi is a growing market and it will continue to be so. We don’t expect anything adverse in terms of people coming in to Delhi. But there are issues vis-à-vis several licenses and government related regulations which need to be addressed. What are the best practices or the you have incorporated in your hotel that make the stay comfortable and pleasant for any guest? How do you assess their expectations and whether those have been met by your hotel?What I have tried to instill here is a sense of ownership among all the employees. Whether he is a cleaner or a department head. He has to treat the property where he works as his own. And if you achieve that, the major work has been done. The other thing is that every employee represents the property and spreads the word to his neighbours and friends. We get tremendous amount of business through our own employees. Its the pride that gets them to put maximum effort as they feel they have been able to help in getting business for the hotel. So the whole business attitude of every individual changes.

The other day, someone asked me how I spend my day. I said, I spend half day in looking after sales and the other half in

looking after my suppliers and employees. I do not want to spend the whole day making money, neglecting the other two . Can you pin point some emerging trends in hotel operations?In terms of hotel operations, everyone is trying to spend less due to cost-cutting measures. However, the costs are escalating in the last few years.

We are trying to use the latest technologies, whether it is for management of electricity or energy saving. One of the factors that have increased costs is security. Particularly after the unfortunate terrorist attacks in Mumbai, a tremendous amount of expenditure goes into arranging the latest security technology especially cameras, all kinds of gadgets and security manpower etc. All these have incurred an additional burden on the hotel.

On the other hand, we want to simplify things for our guests also. We are in a position of starting automated check in. But we have not as yet because we like the human element. However, we will do it at a later stage as we have seen that some guests do not want to interact while checking in.

These days even the marketing of a property has tremendously changed. People are accessing us through lots of websites, on their palm tops, I-pads, etc.

Starwood has been of great support in terms of getting bookings. Today, anyone from anywhere can book a room and can get instant confirmation.

Talking about F&B, for a business hotel like us, the morning breakfast is of great importance and we focus a lot on the breakfast quality.

What are your future strategies in making le Meridien new Delhi a unique and distinct property?We have been in the business for more than 25 years. No one can beat us in terms of location. Now based on the renovation, ours is the most important and most contemporary property for guests. Le Meridien New Delhi ‘s singular, sharp-focused vision is to offer an international lifestyle experience to its guests, one that is original, refined, stimulating and engaging.

With the Le Meridien branded music, lights and scent, a ritual performed every evening is a signature of guest experience. This is where the voyage of discovery begins, and continues seamlessly like a well composed symphony through the guestrooms, meeting rooms on to the restaurants, bars and spa.

The transformation has been effected not just in the product. In the dining options, for instance, the Eau de Monsoon is an Indian restaurant taking fine dining to the next level. The Monsoon experience has been tastefully curated to ensure that guests relish the unique creations of our Indian master Chefs. The food is Indian in flavour, yet avant garde in presentation.

The enhanced guest experience can be perceived in a whole new service culture, encompassing uniforms and service delivery.

[COO Talk]

For us, guests are as important as the employees

and the suppliers

Our turnover has drastically gone up by almost 30 to 40 per cent higher than

the previous years


John William HaueterExecutive ChefThe Imperial New Delhi

With over 18 years of rich culinary experience, John William Haueter has joined as Executive Chef of The Imperial New Delhi.

In the last couple of years, he was operating his own first class Mediterranean restaurant S’cena y Platea at Panama City. Prior to that he was working as Corporate Executive Chef at Hashoo Group where implemented new menus, operated manuals, kitchen and service, European bread concept in all pastry shops, new Chinese menus in all Marriotts and Pearl Continentals, introduced a motivational concept for all food and beverage employees, new hygiene levels and a new financial cost control concept for all hotels.

He has also worked as Executive Chef at Real Intercontinental San Jose, Costa Rica Intercontinental Playa Bonita, Panama. He was Opening Executive Chef at Gran Bahia Principe Hotel Punta Cana, Dominican Republic between 2004 and 2005.

Bharat Bhusan Biswal. GM Lotus Resort, Ramchandi Beach. Konark

Bharat Bhusan Biswal has an experience of over six years in the hotel industry. He did his Bachelors Degree in Tourism & Hospitality services from IIHM, Bhubaneswar.

Started as Trainee with Jaypee Palace Hotels , Agra, later he joined as F&B Associate at The Orchid Mumbai. He also worked as Asst F&B Manager. Later joined as Deputy General Manager at Lotus Resort Konark from 2009- 2011. He was recently promoted as General Manager. Bharat was instrumental in the opening of the Lotus Resort, Konark and its operations since the last 2 years.

Pankaj SharmaDirector of SalesHoliday Inn Mumbai International Airport

Pankaj Sharma has been appointed as a Director of Sales of Holiday Inn Mumbai International Airport. He has an experience of 8 years and has worked with some of the best hospitality brands. Before joining Holiday Inn Mumbai International Airport he was associated with Novotel, Mumbai as Assistant Director of Sales.

Starting his career with Le Meridien as a Sales Executive, he subsequently moved to InterContinental, The Lalit as a Sales Manager and later moved to Grand Hyatt Regency.

Syed Raghib AhsanFood and Beverage ManagerHoliday Inn Mumbai International Airport

Syed Raghib Ahsan has joined Holiday Inn Mumbai International Airport in the capacity of Food and Beverage Manager.

An Alumnus of IIHM, Kolkata, Syed has 12 years of experience in the Food and Beverage Department including 10 years of international experience in a world class organisation with

8+ years of management exposure.

Before joining Holiday Inn, Syed was Head of Operations- Food and Beverage at Catwalk, Hotel Golden Tulip, Dubai. He has also managed world’s renowned Restaurant/Lounge- Boudoir, Dubai Marine Beach Resort & Spa, Dubai.

Movements


[Movements]Jagan lacsherHotel Manager–Pullman Gurgaon Central ParkAccor Hospitality

Jagan Lacsher is the Hotel Manager of Pullman, Gurgaon Central Park.

Based in Gurgaon, Jagan is responsible for overseeing the pre-opening hotel operations of the first Pullman to be opened in India. In his role he is managing the project responsibilities, along with supervising the hotel construction support management.

With over 13 years of experience across Accor hotels as manager, both at property and regional level, he is acutely aware of the challenges of launching & running properties in varied market situations.

Prior to his current role, Lacsher was the Executive Assistant Manager, Novotel Bangkok, where he took charge of general hotel operations, budgets, sales management and supervising revenue and quality team for over two years.

An Australian, Jagan has done his Bachelor of Business in Marketing form Edith Cowan University, Australia.

neelima ChopraChief Sales and Marketing officerMarriott International, Asia-Pacific

Marriott International has named Neelima Chopra as Chief Sales and Marketing Officer for Marriott International, Asia-Pacific. This new position has been created in accordance with Marriott International’s continental structure that has been developed to implement Marriott’s overall sales, marketing and revenue management strategies throughout the region and help support the company’s aggressive growth plans in Asia Pacific.

Chopra, who has held senior leadership positions with the Oberoi Group and IHG (InterContinental Hotels), brings a wealth of regional and international experience to her position with Marriott International.

Rahul PanditPresident & CooThe Lemon Tree Hotel Company

Rahul Pandit has been appointed the President & Chief Operating Officer of The Lemon Tree Hotel Company. He has over 18 years of start-up and operating business experience and has handled diverse responsibilities from Operations, Development, Sales to Human Resources and

Technology.

He is a graduate of IHM, Pusa, New Delhi and a former member of the Indian Karate team. He has studied brand, sales, innovation and HR management at IIM Ahmedabad, IIM Bangalore, ISB Hyderabad and Cornell-Nanyang, Singapore. He has worked across India, USA and Singapore with Choice Hotels, Taj Hotels, Spectramind and Intercontinental Hotels.

He believes that the best investment in business is the investment in people.

Shekhar MalkotiaDirector SpaThe Claridges, Surajkund

Shekhar Malkotia has been the Director Spa at The Claridges, Surajkund. He will be responsible for spearheading all the Spa initiatives.

He has an extensive experience of over 14 years in the hospitality Industry and has been associated with leading hotels like The Oberoi Group, Ananda in the Himalayas, Park Hyatt Goa Resort & Spa & Park Hyatt Saigon, Vietnam and his last assignment was with Grand Hyatt Dubai as SPA Director, where he was involved in expansion and renovation project of the spa.

As a Spa Director, Shekhar will oversee the operations of The Claridges Spa; innovate and introduce new treatments for the discerning guests, build focus on membership activities, increase awareness and utilization of the spa in co ordination with the sales team. In a nutshell, he will draw on his experience to successfully create a strong sense of place at the resort’s new luxury Spa.


[Events]

Upcoming Events10 Aug–12 AugWAVeS, POOl & SPA BATH InTeRnATIOnAl exPO

WAVES Expo India will connect you with people all over the industry to help you develop new markets for your business and succeed in the FASTEST GROWING wet wellness industry in the world, WAVES POOL | SPA | BATH International Expo is Indias FIRST face-to-face platform to unite the wet wellness markets professionals, while providing the industry top decision-makers with a much needed event to meet in person, network, learn, and expand their businesses.Venue: Pragati Maidan, New Delhi, India

12 Aug–15 AugInDIA TRAVel AnD lIVIng exPO

CODISSIA Trade Fair Complex bringing out an International Expo on Travel and Living titled INTRA 2011. There will be participation from various International & National Tourist Organizations & State Tourism Promotion Boards in India. The expo will also have the participation from the Travel & Tourism industry like MICE Operators, Travel Agents, Airlines, Railways, Star Cruises, Hotels, Holiday and Health Resorts, Convention Centers, Wild Life Resorts, Eco-Tourism Camps, Health Spas, Ayurvedic Centers, Golf Resorts, Corporate Clubs, Amusement and Theme Parks, Adventure Sports, Educational Institutions in the field of hospitality and tourism studies, Health Care and Travel Insurance Services, Travel Accessories like Credit Cards, Foreign Exchange, Baggage Manufacturers, Photography Equipment and accessories etc.Venue: CODISSIA Trade Fair Complex, Coimbatore, Tamil Nadu, India

13 Aug–15 AugTHe HOTel SUPPlIeS exPO

Held under the auspices of CODISSIA, HEXPO 2011 exhibition establishes itself as a leading market forum of Hotel Supplies and Catering Equipment, Bakery, Pastry and Ice Cream equipment, Furnishing Hotel equipment, Food, Beverage and Super Market equipment, amenities, and systems for the whole hotel, event, in-flight and travel catering sector in the air, sea, rail and road as well as all retail technology demands. In keeping up with the season of tourism which starts in August through May, hotels, resorts and restaurants start to select their needs at the beginning of September before setting their final budget, where the surplus of earning are channeled towards the purchase of new equipment and furniture for the new season.Venue: CODISSIA Trade Fair Complex, Coimbatore, Tamil Nadu, India

19 Aug–21 AugTRAVel & TOURISM FAIR AHMEDABAD

Travel & Tourism Fair is India’s leading exhibition for the travel & tourism industry. Since 1989,it provides an annual opportunity for organizations from India and abroad to showcase their products and services to a large cross section of the travel trade and consumers across major markets in India.Venue: Gujarat University Exhibition Hall, Ahmedabad, Gujarat, India

19 Aug–21 AugOUTBOUnD TRAVel MART AHMEDABAD

Outbound Travel Mart(OTM)-Ahmedabad is India’s leading travel show with clear focus on outbound travel. It provides an annual opportunity for organizations from around the world to showcase their products to a large cross-section of travel trade industry and consumers, in all major outbound markets in India.Venue: TBA, Ahmedabad, Gujarat, India

26 Aug–28 AugTRAVel & TOURISM FAIR SURAT

India’s leading exhibition for the travel and tourism industry. Since 1989, it provides an annual opportunity for organisations from India and abroad to showcase their products and services to a large cross - section of the travel trade industry and consumers across major markets in India.Venue: Pandit Dindayal Upadhyay Indoor Stadium, Surat, Gujarat, India

20Aug–21 AugInDIAn ReSTAURAnT COngReSS

Event Profile: Franchise India is conducting a thought leadership platform on Indian Restaurant Congress to be held on August 20-21, 2011 at Delhi (The Claridges Hotel, Suraj Kund). Indian Restaurant Congress is the biggest platform to showcase a product or service in the restaurant, supplier and allied industry. A great opportunity to Explore, Benchmark and Network with the Decision Makers of Restaurant service fraternity. Venue: Hotel Claridges, Suraj Kund, Haryana, India

14 Aug–16 AugHOlIDAy exPO VADODARA

Holiday Expo is a leading travel and tourism event to take your business to a level of growth and establish an opportunity to create a brand new market. Medium sized Indian cities have emerged as one of the fastest growing markets for quality leisure products and ‘Holiday Expo’ is just the perfect Travel Exhibition to reach out to this very market, thus ensuring your product profits to its optimum potential.Venue: Satyam AC Hall, Vadodara, Gujarat, India

26 Aug–28 AugOUTBOUnD TRAVel MART, SURAT

Outbound Travel Mart(OTM)-Surat is India’s leading travel show with clear focus on outbound travel. It provides an annual opportunity for organizations from around the world to showcase their products to a large cross-section of travel trade industry and consumers, in all major outbound markets in India.Venue: Pandit Dindayal Upadhyay Indoor Stadium, Surat, Gujarat, India


02 Sep–04 SepTRAVel & TOURISM FAIR MUMBAI

Travel & Tourism Fair is India’s leading exhibition for the travel & tourism industry. Since 1989,it provides an annual opportunity for organisations from India and abroad to showcase their products and services to a large cross section of the travel trade and consumers across major markets in India.Venue: Nehru Centre, Mumbai, Maharashtra, India

23 Sep–25 SepInDIA InTeRnATIOnAl TRAVel MART MUMBAI

Event Profile:India International Travel Mart (IITM Mumbai) is the India’s premier Travel and Tourism Exhibition and provides the perfect avenue to market travel and tourism products from India and abroad to the discerning travel - trade, corporate decision makers and end users. Venue: MMRDA Exhibition Center Mumbai, Maharashtra, India

03 Sep–05 SepHOlIDAy exPO VISAKHAPATNAM

Holiday Expo is a leading travel and tourism event to take your business to a level of growth and establish an opportunity to create a brand new market. Medium sized Indian cities have emerged as one of the fastest growing markets for quality leisure products and ‘Holiday Expo’ is just the perfect Travel Exhibition to reach out to this very market, thus ensuring your product profits to its optimum potential.Venue: Swarnabharathi Indoor Stadium, Visakhapatnam, Andhra Pradesh, India

23 Sep–25 SepTIMeS HOSPITAlITy exPO MUMBAI

The hospitality industry in India is increasingly becoming competitive while striving hard to stand apart from the crowd. Sourcing and innovation has become the key; Times Hospitality Expo 2011 promises to provide a platform for both. Network, partner, source, generate leads, it will be all about business at the exhibition. Kitchen Technologies, Food & Beverages, Housekeeping, Health & Fitness, Spa & Wellness, Architecture & Interiors, Safety & Security Technologies, Hotel Technologies, F & B Service and Hotel Management Institutes; meet the best in business from every segment.Venue: Bombay Exhibition Centre (BEC), Mumbai, Maharashtra, India

29 Sep–01 OctHOSPITAlITy, FOOD & TOURISM InDIA

The exposition of Hospitality, Food and Tourism India will be a significant show that will attract a good number of representatives from hospitality and travel industry. A good number of managers, executives, directors and other representative of reputed hotels and restaurants will be coming in the expo to promote their name among the visitors. Hospitality, Food and Tourism India, this show will be witnessing networking dinners, seminars, conferences and other discussions based on the development of this industry. Furthermore, it is expecting that this year more than 100 exhibitors will be coming in the expo and show case their products and services.Venue: Nehru Centre, Mumbai, Maharashtra, India

07 Oct–08 OctlOCATIOnS

Locations is a B2B Annual Exhibition & Conference. Locations brings under one roof, Global local vendors and allied service representatives to interact with the Indian Film Industry.Venue: Mumbai Hotel Novotel, Mumbai, Maharashtra, India16 Nov–18 Nov

InTeRnATIOnAl FOODSeRVICe InDIA

International Foodservice India will showcase food, beverages, amenities, equipment and systems for the whole hotel, event, inflight and travel catering sector in the air, sea, on rail and on the ground as well as all retail technology demands. The FoodService exhibition is being organized by Koelnmesse GmbH.Venue: Bombay Exhibition Centre(BEC), Mumbai, Maharashtra, India

09 Sep–11 SepReTIReMenT exPO CHENNAI

Retirement Expo 2011, A unique showcase of an unexplored market for the first time in India. A three day National Exhibition and Events to promote Productive Ageing Opportunities 9th to 11 sept 2011 Chennai, Bangalore, Pune and Mumbai.It will be the best place to make the useful networks and develop new business contacts in the related sector.Venue: Chennai Convention Centre, Chennai, Tamil Nadu, India

16 Sep–18 SepInDIAn InTeRnATIOnAl TRAVel exHIBITIOn INDORE

India International Travel Exhibition (IITE) is the leading organizer of Travel and Tourism events in the fastest growing tier two cities of Central India. IITE has successfully completed its events at Indore, Aurangabad, Raipur, Nagpur & Vijayawada. Events here are a huge success with a variety of domestic and international participants, travel agents, tour operators as well as media and the end consumers.Venue: Indore Table Tennis Complex, Indore, Madhya Pradesh, India

[Events]

18 Nov–20 Nov

InDIA TRAVel MART JAIPUR

India’s one of the prominent International Travel & Tourism Mart, India Travel Mart (ITM) brings people together to promote Inbound, Outbound and Domestic Tourism in unique style. ITM offer unlimited opportunities for everyone to Explore, Market and Publicize their destination/ product/ organisation at one place.Venue: B.M.Birla Auditorium, Jaipur, Rajasthan, India


[Chef Talk]

Apart from fostering teamwork in the kitchen today the responsibility of chefs has changed to perform wider roles, which include the responsibility towards management, customer relations, menu planning and most prominently the training and motivation of the production and service team. The conventional role of chefs has changed radically over the years, and now chefs’ duties are consistently being ‘refocused’.

Today, a chef has a wider role to perform. He is a business manager, cost controller, image builder and brand ambassador. of the property he represents. He is the who decides about the kind of equipment to be used in kitchens. He is the supervisor and also responsible for recruitments.

Chefs are moving out from the long-established roles confined to the kitchen area. A modern chef has to be a judicious communicator and very social in his approach as he has to supervise an excellent team in the kitchen.

Chefs have to develop a fresh menu, scheduling expertise and have to cultivate a slick flow of merchandise and supplies in the kitchen. They have also to try improve cost consciousness and profit orientation in the company.

A chef has to forecast and has to be prepared with his contingency plans on occurrence of crisis. Chefs are liable for service costs, breakdown costs, energy costs, loss of profit through downtime, spare parts replacement and duration of equipment till it is clearly worn out. These are what make up the lifetime cost of any catering equipment. Chefs must think

not only cost-saving when buying but also what pays more in the long term.

Every kitchen needs a different layout. It is necessary to identify the kind of establishment or theme the kitchen has to be designed for. The working hours of the kitchen, in terms of its operational time, the kind of machinery required and the manpower also need to be determined.

Chefs have to advise the architects and consultants as to what they are looking for and which way they feel comfortable while operating in the kitchens. Chefs have to inform about dimensions and magnitude of every kitchen. They decide as what equipment has to be installed in the kitchen. They advise about the necessity of the proper material suited for the interiors as per requirements envisaged by them…

As conscious chefs, it is essential for them to understand the basic science of food, have knowledge of metals, seasons and have an insight into the health conditions of men as per their age. If he does not know the reactions of metals with food, effects of different ingredients and is not vigilant about hygiene and cleanliness, then how will he serve good food.

In terms of technology, chefs have to follow the new updated technologies to receive information to reach a higher-level of customer satisfaction leading to superior business.

Working on the specialised application software packages and Internet-based technologies, the chefs are today optimising their kitchen management.

properties profitableMaking

Executive Corporate Chef of ITC Hotels and President of the Indian Federation of Culinary Associations (IFCA), Chef Manjit S Gill says that today chefs are playing a much wider role and making their properties profitable

RNI No. DELENG/2000/1230Posting Date 15-21/08-2011

Reg. No. DL-(C)-01/1294/09-2011 at MBC-1

46th FHRAI Annual Convention Bangkok, thailandVisit FHRAI Website: FHRAI MAgAzIne August 2011 1 f...

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