Accom Mangement Guide - Autumn 2015

refurbishmentGuestrooms: Streamline refurbishment and reap the rewards

energy & resourcesCase Study: Sudima Auckland Airport

human resourcesGender Equality: Making it happen

www.accomnews.co.nzIssue 28 | Autumn 2015

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hotels • motels • resorts • apartments • time share • holiday parks • budget • retirement

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EDITORIAL Brent Leslie [email protected]

PRODUCTION Richard McGill [email protected]

ADVERTISING Stewart Shimmin 03 974 1036 [email protected]

CONTRIBUTORS

Michael Baines, Sally Attfield, Moira Penman, Lesley Immink, Larry Mogelonsky, Doug Kennedy, Margaret Ady, Roberta Nedry, Kelvyn Coffey, Scott Jensen, Vee Kessner, Joshua Uebergang, Mark van Rijmenam, Richard Dalman, Mandy Clarke, Rosie Clarke, Graham Vercoe and Brent Leslie.

accom management guide welcomes editorial contributions and images on relevant topics for features, news items or new products. Please email copy to: [email protected]. Images should be in high resolution (300dpi) JPEG or TIFF format.

accom management guide is distributed quarterly to hotel, motel, resort and apartment complexes throughout New Zealand.

Views and opinions expressed in this publication are not necessarily those of the publisher or Multimedia Publishing Limited. Every effort has been made to ensure the accuracy of information in accom management guide, however the information contained in accom management guide is intended to act as a guide only. The publisher, authors and editors expressly disclaim all liability for the results of action taken or not taken on the basis of information contained herein. We recommend professional advice is sought before making important business decisions.

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ISSN: 1173-0943

Autumn 2015

04 ACCOM MANAGEMENT GUIDE

industry05 MANZ Report: OTA empathy needed to

smooth troubled waters

06 TIA Report: Supporting hotels through the good times

08 Tourism Export Council Report: The future is looking bright and driving safe!

08 AA Tourism Report: Opportunities beckon for those willing to take a punt

09 Special Report: The changing face of check in

management12 Marketing: A checklist for your USP

14 Marketing: Tips for using reviews to leverage cross-platform trends

15 Training: People still the number one key to hospitality

profiles16 Waitaki Waters: Hard work pays off for

Oamaru holiday park

property18 Appraisals: Appraisal of shorter term motel

leases

20 New Manager Profiles: Wrights by the Sea

20 New Manager Profiles: Parkview Motor Lodge

refurbishment21 Balcony Repair: If you haven’t had your

balconies inspected, what’s holding you up?

22 Case Study – Spencer On Byron: A thorough makeover at the Spencer on Byron

24 Guestrooms: Streamline refurbishment and reap the rewards

26 Case Study – The Langham: Significant new moves at The Langham Auckland

marketing28 Promotional Products: Economical but

effective promotional marketing

30 Compendiums: In-room compendiums a vital service for guests

32 Website Rankings: The best way to check your hotel’s performance in Google

33 Data Usage: Why hotels should apply big data analytics to provide a unique guest experience

energy & resources36 Case Study – Sudima Hotel: Auckland

hotel achieves carboNZero first

38 Reducing Energy Consumption: Electrolux laundry equipment achieves maximum cost savings

40 Hotel Chains: Hotel chains are leading the way

housekeeping42 Creating Additional Bedding Options: Extra

bed, extra revenue

44 Creating Additional Bedding Options:

Innovation takes extra bed space to new

level

45 In-room Guest Laundries: Guests’ in-room

laundry can be a win-win

48 Winter Warmers: Cosy bed warmers help

guests enjoy a sound sleep

50 Public Washrooms: Hygiene, health and

happiness: Boost guest satisfaction with

your public washroom

52 Odours: Unique approach to odours

technology 54 Staff Communications: Radio

communications industry talks back to

critics

56 Mobile Apps: Are mobile apps the future of

the accommodation industry?

58 Room of the Future: There's a tech for that

safety & security59 Free Wifi: Is free wifi a security risk or big

data goldmine

human resources60 Gender Equality: Making it happen

food & beverage62 Wine: Travellers reach for wine over

spouse or smartphone after a long day

guest facilities64 Case Study – Stamford Plaza: A

gymnasium to be proud of at Stamford

Plaza Auckland

preferred suppliers67 The Preferred Supplier Directory

Cover photo: Motel on York, Dunedin

iindustry

05AUTUMN 2015

MANZ Report:

OTA empathy needed to smooth troubled waters

WELCOME TO SUMMER AND AUTUMN, SEASONS WE LOVE! THIS YEAR HAS BEEN A PERFECT STORM; THOUGH IT STARTED A BIT SLOW – AS SOON AS THE GOOD WEATHER, CHEAP PETROL AND AN INFLUX OF INTERNATIONAL VISITORS MADE AN APPEARANCE – IT TOOK OFF.

We have seen solid occupancies in most areas and good margins being obtained (I have diffi culty understanding why people would even consider discounting at this time of the year!).

We do need to have the lift in our rates because costs are certainly going up and use of the online travel agents (OTAs) means more and more of our sales are attracting commission costs.

It seems to me that OTAs can’t have it both ways; suggesting that they are getting the best prices for guests (lowering price expectations amongst guests) and then raising their commission rates. That is extremely counterproductive. Explain to me how we can keep providing them with inventory to sell if they are intent on destroying our profi tability!

There comes a point where, if there is no money in it for the accommodation providers, they go out of business and that would

leave the OTAs without anything to sell. I suggest it is a partnership where, if we co-operate and understand what each other’s role is, we can all make money and that would, I believe, make for a happy industry.

I also believe that OTAs now need to begin to understand the legislative and tax regimes that exist in each country they operate in. No longer can they operate a-one-size-fi ts-all. The OTAs are multi-national operations but the operators are tied to their communities and must comply with the rules of their environment. Some empathy for the diffi culties that OTAs create for operators in their environment would go a long way to smoothing troubled waters.

An example for New Zealand is the treatment of GST on commissions. For those OTAs operating outside New Zealand they don’t understand that our GST is all-inclusive (there are no exemptions) and the price shown is tax-inclusive. They charge commission on the tax-inclusive price which, if they were a local company, we could claim back. But, because they are offshore companies, we can’t (it is deemed an import and is rated at zero per cent tax). In effect, it increases the commission paid by the accommodation provider by a further 15 per cent.

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i industry


TIA Report:

Supporting hotels through the good times

IT’S BEEN A SUMMER OF ‘NO ROOM AT THE INN’ IN MANY PARTS OF THE COUNTRY AND I’M SURE MANY HOTELIERS WILL BE BREATHING A SIGH OF RELIEF AS WINTER APPROACHES.

The fantastic weather, combined with a boomer Chinese New Year, the ICC Cricket World Cup and many local events, certainly kept us busy. We have been seeing the results in the monthly data, and we can confi dently predict it will be a record year for many.

But it’s becoming increasingly obvious that we need to take steps to make sure we don’t become victims of our own success. ‘No vacancy’ signs are great in the short-term, but they don’t send a good message to those who are unable to fi nd accommodation when they need it.

Finding and retaining enough staff to service our guests is also a major challenge in some areas. And there are also signs of a public backlash against the increasing number of visitors, highlighted this summer by the escalating concerns over the safety of visiting drivers.

These are all areas that TIA is actively working to address. TIA’s board of directors has recently adopted a new three-year strategic plan, which identifi es infrastructure as a priority in our work through to 2018. We will identify the barriers to getting the infrastructure and investment needed to support tourism growth and actively promote solutions.

Supporting productivity growth

We will also be working constructively with government agencies to promote policy ideas that support growth and improved productivity.

The issue of fi nding the right staff at the right time is something we have been actively working on for some time, with good, albeit short-term, results.

It has been a particular challenge in Queenstown. On Christmas Eve, we announced that the government had agreed to temporary changes in immigration rules to help Queenstown employers recruit much needed staff.

Streamlining hiring procedures has made it easier for Queenstown tourism employers to hire working holidaymakers for short-term roles where no suitable New Zealand candidates are available this season. It sped up the Labour Market Check process where employers have to demonstrate they cannot fi nd a New Zealander to fi ll the vacancy.

The government recently extended these changes, so that until June 2015 employers in Queenstown are exempt from providing evidence of advertising for selected roles. However, the government has made it clear that its priority is to get New Zealanders into work, so the industry needs to put serious

effort into recruiting, training and retaining locals, rather than relying on foreign workers. Interacting with New Zealanders also contributes to the guest experience.

TIA is leading the development of a people and skills strategy identifying the industry’s need through to 2025. We have also been putting a lot of effort into helping keep both visitors and New Zealanders safe on our roads. Last year TIA developed a toolkit of messages and information that accommodation providers can use to help educate their international guests about driver safety. Every operator who comes into contact with visiting drivers has a responsibility to ensure they have the information they need to stay safe and enjoy their visit, so I encourage you to check out the guidelines on our website www.tianz.org.nz/main/Visiting_Driver_Safety

and get your frontline team to use them.

TIA has also led development of the new DriveSafe website www.drivesafe.org.nz which provides basic information about New Zealand road rules and etiquette, along with links to more details about everything that drivers unfamiliar with our roads need to know.

A brochure to promote the website is available from TIA, so email [email protected] if you would like copies.

See you at conference

Finally, I hope to see many of you at the New Zealand Hotel Industry Conference 2015, at The Langham, Auckland on June 4. The theme for the 2015 conference is Inspire, Discover, Prosper and registrations are open at our new-look website www.nzhotelconference.com

The intent of the conference programme is to inspire you and your team to discover new ideas, people, innovation and insight which will help your organisation prosper across many different avenues.

Entries for the 2015 awards are open until May 7. This is a great opportunity to gain recognition for your hotel or an outstanding team member.

As in previous years there are three awards:

• ServiceIQ Hotel Industry Outstanding Young Hotel Executive • Hotel Industry Senior Hotel Executive of the Year• Greenfi eld Hotel Industry Environmental Initiative Award

Details and entry forms are available at www.nzhotelconference.com

By Sally Attfi eld, TIA Sector Manager, Hotels

Sally Attfi eld

Increasingly, we are operating in a global market but we are constrained by the rules of the market in which we have bricks and mortar.

Our commercial environment is changing at such a rate that our legislative framework is not keeping up and we are consequently enmeshed in analogue laws in a digital environment. It means that we can be discriminated against by the very rules that are designed to protect our economy, whilst our international competitors can trade with

impunity! We need our legislators and offi cials to start understanding the issues and working to fi nd solutions.

We also need our international partners to identify our constraints and help us fi nd solutions to the issues raised.

When we work together everyone wins!

By Michael Baines, CEO, MANZ

...The government has made it clear that its priority is to get New Zealanders into work, so the industry needs to put serious effort

into recruiting, training and retaining locals, rather than relying on

foreign workers...

For small hotel owners, there is always the question of how to compete with the big brands in attracting international guests

- especially Chinese travellers, who are estimated to be the largest growing traveller market.

Here are some tips on how to attract more international guests, with specifi c tips for getting those Chinese travellers to stay at your small property.

Where can you start?

To tap into the international market, you will need to…

Establish partnerships with tour operators and travel agencies that service international markets.

There are a few ways to fi nd them.

• LinkedIn

On LinkedIn, there are plenty of travel groups started by associations, or those that represent domestic and international travel agents. Joining these groups gives you the opportunity to build relationships with its members, many of whom are from top travel companies. Do a quick search of ‘travel agents’ or ‘tour operator’ in Group search and you are bound to fi nd what you’re looking for.

• Join trade associations

Often, tour operators and travel agents will send out a message when they’re looking for suppliers in new destinations.

• List on local OTAs and connect with TripAdvisor so they will fi nd you!

Also, travel agents openly state that they use TripAdvisor to check out a property before offering it to their clients.

But before you reach out to them, make sure that you fully understand what they’re looking for. This requires an understanding of who their clients are, and what will appeal most to them.

Don’t just send a generic message to all of them, but tailor each one so that they know you’ve taken the time to truly understand how your small property fi ts into their tour package.

Of course, make sure your website is up to par by stating your unique selling point (location, history, or distinct characteristics) that will be of interest to international travellers. Fill it up with descriptive photos and testimonials to build a solid online reputation.

Distribute your rooms through a number of OTAs

It’s wise to connect with as many OTAs as you can, because you don’t want to put all your eggs in one basket. If one site suddenly goes down, then a large chunk of your rooms don’t get sold!

Many small hotels are worried they won’t be able to manage more channels, but this is where an online reservation system comes in. Using a pooled inventory model, a modern system like Little Hotelier makes sure you’re never double-booked, but you sell as many rooms as possible, through as many booking sites as possible.

How can small hotels attract Chinese travellers in particular?

Chinese travellers are the most-wanted segment in the travel market at the moment - and it’s no surprise, because they are the world’s biggest spenders (SMH) http://www.traveller.com.au/walking-wallets-chinese-tourists-the-worlds-biggest-travellers-30lce .

To attract Chinese travellers, your small hotel needs to be listed as one of their options when they’re doing their research - whether it’s online or offl ine.

While traditionally, they use Chinese sites Baidu and Daodao, there’s a new trend of savvy, young Chinese travellers booking their stays on international platforms.

To get them to stay with you, include traditional online channels in your distribution strategy.

Independent tourists are savvier, and are likely using online channels that are popular where you are - such as TripAdvisor and Airbnb.

Increase brand visibility in online and offl ine Chinese travel guides.

Sometimes, independent tourists use local providers to book travel arrangements. However, they will still use Chinese language travel guides http://www.chinainternetwatch.com/7469/top-travel-guide-apps/ to navigate their way around the city. It’s important that your business is listed in these guides and resources.

Connect with Chinese OTAs

It would be a mistake to neglect the OTA market in China.

At the very least, you should connect with Ctrip, as it dominates China’s OTA travel market with 54.2% of market share (China Internet Watch) http://www.chinainternetwatch.com/8106/ota-2014q2/ . Its mobile app has been downloaded more than 160 million times.

A modern online reservation system like Little Hotelier should connect you to Ctrip.

Other OTAs to list with include Zanado and eLong.

Tailor your offering

Besides personalising their experience by welcoming them in their own language, Ctrip reports that you can attract them by offering:

• Chinese-speaking customer service staff;• Chinese TV programs; and,• Chinese menus.

Upsell services like shopping tours and Chinese language services, as Chinese travellers are well-known for their interest in luxury shopping while overseas.

How a small hotelier can target international and Chinese travellers?

LITTLE HOTELIER

supplier profi le

Looking to tap into the international market? Why not take a free trial of Little Hotelier visit http://www.littlehotelier.com/free-trial/ and we will connect you to over 190 booking sites, including Ctrip or to keep learning about this topic, download Little Hotelier’s free ebook on the 2015 Traveller Trends available on www.littlehotelier.com

It’s wise to connect with as many OTAs as you can, because you don’t want to put all your eggs in one basket. If one site suddenly goes down, then a large chunk of your rooms don’t get sold!

iindustry

07AUTUMN 2015

i industry


Tourism Export Council Report:

AA Tourism Report:

The future is looking bright and driving safe!

Opportunities beckon for those willing to take a punt

THIS SUMMER SEASON AND NEXT ARE LOOKING GREAT ACCORDING TO TOURISM EXPORT COUNCIL MEMBERS. THE DOLLAR, FANTASTIC WEATHER AND INCREASE IN VISITOR NUMBERS ALL CONTRIBUTE TO THE VERY POSITIVE FEELING AMONG OPERATORS WITH UP TO 61 PER CENT INDICATING 20 PER CENT BETTER TURNOVER FOR THE 2014/2015 SEASON AND 43 PER CENT INDICATING THE 2015/2016 SEASON ALSO LOOKING SIMILAR.

The weather has played a major role with attraction and activity operators feeling positive.

When the weather is not so great, accommodation and transportation operators still receive the visitor dollar spend but should the weather not play ball, then all the adventure and outdoor activities are hugely affected.

With the turnover and activity increases comes more employment with 36 per cent employing up to three more staff, eight per cent employing three-five more staff and 16 per cent have employed more than five FTEs – indicating more roles becoming available for next season.

When asked whether the recent extension of Chinese working holiday visas from three months-six months was of use, 20 per cent said ‘yes’,

60 per cent said ‘no’ and 20 per cent ‘not applicable’. Comments from this question ranged from “came too late to make a difference”, “even with the change Immigration mucked it up and I lost the staff member” and “good to know for next season”.

A more in-depth analysis of the season and markets will be done later in the year but in the meantime we have been kept busy with safer driving concerns for international visitors.

There has been a lot of media enquiry in the last few months about what the industry is doing to promote safer driving to international visitors at the decision making time.

President Martin Horgan, who sits on the Safer Journeys Advisory Group, articulates on behalf of in-bound members:

“The Tourism Export Council in-bound tour operators for as many years as they have been packaging self-drive itineraries, have always provided safe driving messages to international visitors. For the past 18 months it has been providing to clients direct, offshore partners and wholesalers – pre-pastoral care information including links to the appropriate DVD clips, safety apps and travel time links – available in multiple languages.

Lesley Immink

TO EXCEL AT WHAT WE DO WE NEED TO STRIVE TO IMPROVE ELEMENTS OF OUR TRADE OR CRAFT. THOSE WHO DO WILL GENERALLY HAVE MORE OVERALL SUCCESS THAN THOSE WHO CHOOSE TO STAY EXACTLY WHERE THEY’RE AT.

This is far from criticism for those who maintain the status quo – sometimes this suits the situation and is more than adequate to meet the needs of customers.

In publishing, maintaining the status quo isn’t an option. Essentially the publishing arm of AA Traveller is in the business of communication. We provide a conduit for our customers to reach their markets throughout the year in a variety of different ways – both in print and online.

The status quo for us means we’re less likely to be as effective at ensuring the conduit we provide runs as openly and smoothly as it can, which could minimise its impact. This takes me back to my original point – that those who strive are more likely to enjoy success.

In blunt terms, this means you need to take a punt sometimes. This

year we added to the AA Traveller catalogue with the New Zealand Cycle Trail Guide. We printed 50,000 copies expecting that volume to last us most of the year.

What we didn’t anticipate was the huge demand that developed for the guide. This is an example of a calculated punt that paid off, but ultimately it is about seeing a gap in the market and attempting to fill it.

I believe accommodation providers can do the same thing to some degree. Many already do and

have found a niche market or core group of customers they directly cater to – at least during parts of the year.

Others find this approach more difficult for a variety of reasons, many of which are outside their control. However, sometimes it can be hard to see the wood for the trees, especially when we’re bogged down with running a business day-to-day.

Finding the resources to devote to new thinking at the end of a long

...We’ve learned that success, in part, can be as simple as just turning on a couple of extra

lights to see deeper into the corners for

more opportunities to explore...

Moira Penman

iindustry

09AUTUMN 2015

In addition they are encouraging collection of rental vehicles on Day 2 to avoid flight fatigue, shorter driving days and some are doing personal safety briefings with clients.”

Martin says in-bound tour operators have always taken pastoral care of their clients seriously but with the number of direct bookings increasing via OTA portals, it is easy for those not booking with an in-bound and/or a reputable rental company to fall through the gaps.

“What needs to happen now is checking Rental Vehicle Association (RVA) members are consistent with their safety messages at the collection point and that their fleets have the best car safety features possible, e.g. ESC and traction control, rear vision cameras, GPS median line beeping etc. TEC in-bound operators are keen to work with those members who can demonstrate this and are surprised more has not been done to encourage non-RVA members to get on board and join RVA/TIA to have access to their ‘code of best practice’ information. Even with education and special car features, it is the conditions of the road that needs immediate work and NZTA has to step up and prioritise this – especially for the McKenzie, West Coast and Otago regions”.

TECNZ will continue to give a balanced voice and represent our members’ interests with the Safer Journeys Group.

By Lesley Immink, CEO, Tourism Export Council

day can be challenging – though this is the challenge we need to rise to in order to find new ways of connecting with a bigger pool of customers – doing something a little differently, trying something new, communicating with a fresh market – which is what the New Zealand Cycle Trail Guide was about.

Later this year we’ll produce a new edition, with more content to providing details on more trails and will print more copies. Separately, we’ve created a New Zealand guide for Chinese visitors to our country, in Chinese, to be published later this year and we’re looking at improving our online presence which includes a better mobile optimised website.

Ultimately, this is all still about communication – getting the right messages across to the right people at the right time. We’ve learned that success, in part, can be as simple as just turning on a couple of extra lights to see deeper into the corners for more opportunities to explore.

We’d like to see more accommodation providers poking around in their corners to see what fresh options they can bring to the market. We all benefit from the collective growth of our industry and if we can improve on what is already a great experience for travellers around New Zealand, all the better.

By Moira Penman, General Manager, AA Tourism

Special Report:

The changing face of check-in

WITH MORE ACCOMMODATION PROVIDERS ADOPTING MOBILE AND SELF CHECK IN KIOSKS, THE FRONT DESK/FOYER EXPERIENCE IS RAPIDLY CHANGING.

One of the biggest concerns about automating the check in process is that it can diminish the experience for some guests. Without the interaction between staff and guests, there are fewer opportunities to exceed guest expectations, personalise the experience and prevent potential issues. While this may present a problem, the possible benefits of the hybrid front desk can far outweigh the negatives.

Initially there will be a learning curve to new technologies introduced into the hotel lobby. The less tech savvy may encounter issues that will require assistance from a front office host but as more people use mobile or self check-ins these initial issues will begin to resolve themselves.

The critical aspect is that providing kiosk or mobile check-in may not lead to staff reductions as there is almost certainly going to be a need to have former front office staff redeployed in more guest welcoming PR roles.

Leading hotel New Zealand architect Richard Dalman, managing director of Dalman Architecture, says, "Guests are being lured out of their rooms into cleverly blended lobbies that become a social and business hub; where they can connect with colleagues and friends as well as their “devices”. This new lobby environment provides lively social areas, relaxed spaces for coffee meetings and more intimate spots for undertaking individual work while still making the guest feel part of the vibrancy of the hotel.

"Gone are the days of the separated lobby, bar, restaurant and lounge area. The trend now is for these spaces to merge into one with a range of seating types and styles – the guest chooses where and on what to sit on.

"People feel like friends in the community styled environment that appeals to both in-house guests and locals who can enjoy food and beverage offerings throughout the entire day and evening, benefiting hotel revenues.

“Free fast wifi is essential to make the modern lobby hum. Important features to attract locals into the lobby are visible, physical and emotional connections that provide a point of difference and invite customers to enjoy an ‘other’ world."

However Mr Dalman stresses that new forms of e-check-in via mobile phones or kiosks are becoming more common but have not yet overtaken the personal check-in, and even where such kiosks exist, accommodation providers still tend to make available a host to assist. For traditional check-ins, individual ‘pods’ provide a more personal experience where the receptionist can easily move to be beside the guest rather than blocked behind a long reception counter.

Time saving advantage

Arguably the biggest advantage to self check-in is the time savings it can offer. Kiosks or mobile check-ins can help guests speed through the transaction or skip the front desk completely. Larger properties will find considerable advantages with these systems. When a property has a hundred or so arrivals every day, the self check-in option provides better customer service to every guest, even the ones not using it. The guests who do utilise self check-in are going to help thin the lines at the desk and, without the added stresses of a long line, desk clerks are able to better focus their attention and efforts on the guests who need assistance.

i industry


Special Report:

Smaller properties can benefi t from them as well. As the size of a property gets smaller, so does its staff. This often requires each employee to perform multiple jobs.

Ideally there will always be someone at the desk but, realistically, it isn’t always possible. During the evening shifts it’s not uncommon for the front desk staff to be found delivering luggage or towels and even F&B to guests around the property. During this time away from the desk, occasionally another guest will be looking to check in. A kiosk in the lobby can help them until the clerk comes back.

But don’t think about replacing your desk staff with a kiosk, the human touch will always be needed.

Front desk duties can now include more comprehensive meet-and-greet host, porter and concierge services that can add tremendous value to the property and lead to higher rates, occupancy and guest satisfaction. Guest satisfaction will defi nitely increase as the tech savvy and self suffi cient guests will get the speed and effi ciency that self check-in can offer, while those dealing with the staff are building better relationships with the property.

Logical layout

Mr Dalman says, "Amongst today’s blended lobby environment it is still essential to get the basics right, to have a logic to the layout making it clear to guests where key aspects such as reception and lifts are. The investment to develop or revitalise lobbies into a seamless, multifunctional space with accessible technology can be a commercially astute one that potentially reduces the physical space required and therefore capital costs. It also enhances revenue streams – not only from food and beverage spend but from room revenues resulting from the desire of modern travellers to stay in a vibrant hotel where they feel comfortable to socialise, work or just “hang out”.

"The blended lobby can provide a more holistic experience for the guest, making their stay more convenient, enjoyable and memorable – all the elements to encourage a return visit."

The future is happening quicker than one might expect (or desire). Picture this hotel lobby: a giant kinetic touch-screen map that reveals the

best places to eat and sightsee in the city, tables that morph from work stations to coffee tables to presentation stations with embedded video screens, and a communal area with a charging mat that reveals who else is there and where they’ve travelled recently — turning the entire lobby into a giant opportunity for social networking.

Student Gen Y infl uence

If you think this sounds like something dreamed up by Gen Yers, you’re right. Twenty US college students were tasked with designing a prototype of the hotel lobby of the future for a Designing Interactions: Reinventing the Hotel Experience class at the MIT Mobile Experience Lab, in collaboration with Marriott Hotels & Resorts. Their goal: transform that ho-hum hotel space into “an epicenter of social energy that integrates the hotel with the surrounding community,” according to the course description.

Led by Federico Casalegno, the students formed a research group that looked at ways to make lobbies more exciting, more user-friendly and more relevant.

“We pushed students to break the boundaries of disciplines, to rethink and reinvent objects, ideas and experiences,” Casalegno said. “We took students into some uncomfortable places, making social media students think of mechanical engineering concepts,” and vice-versa, he continued. Their fi nal project: to present their ideas to their instructors and executives from Marriott International.

Their presentations revealed that Gen Y travelers are serendipitous types who want social interaction and seek to make connections, but also like to feel independent and in charge. They described themselves as “urban explorers” who reject brochures and touristy attractions but appreciate “informed wandering” from in-the-know peers.

Their designs might become reality sooner rather than later. “The results were some really creative ideas that were original, imaginative, and detailed, but also grounded in functionality,” said Paul Cahill, senior vice president of brand management, Marriott Hotels.

And Marriott intends implementing some of the student's revelations.

By Graham Vercoe and Richard Dalman

The world of hospitality is shrinking, even as the industry expands globally at an unprecedented rate. In Australia and New Zealand, record numbers of inbound and outbound visitors are bringing and taking us ever closer to regional and global markets. Meanwhile, business and social networks are breaking down geographic barriers for corporate and leisure travellers, both virtually and actually. Hoteliers everywhere are having to adapt daily, to meet guest needs in a world of change.

Which is why the theme of HotelsWorld 2015 is Think Global, Act Global...and Local. It’s the suite of events that takes delegates to the key issues, trends, opportunities and people in the world of hospitality. And it’s the events that bring key global participants to our hospitality world.

In 2015, HotelsWorld will comprise three consecutive events over three days from 27 to 29 July in Sydney, including Hotels Investment World and Boutique & Lifestyle Hotels World. The conferences are the main events on the industry calendar for industry leaders, as the extent of industry support from our Sponsors, Supporters and Exhibitors conclusively demonstrates.

With more than 400 CEO’s and other decision makers again expected in the audience, and with more than 100 eminent global and local speakers on the stage, HotelsWorld 2015 will again be the place to be for insight, ideas and networking.

The events are also part of Megameet 2015, a series of five co-located and linked industry events in Sydney and which include the 2015 Tourism Accommodation Australia (New South Wales) Awards for Excellence and the IT based Ted’s Technology Summit.

For further information about HotelsWorld, Hotels Investment World and Boutique & Lifestyle Hotels World, contact John Smith at Horwath HTL Australia on (+61) 418 447 222, email [email protected] or visit our website

www.hotelsworld.com.au

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m management


Marketing:

A checklist for your USP

CENTRAL TO BUILDING YOUR PROPERTY'S AWARENESS AND SALES GENERATION, IS ITS 'VOICE' OR UNIQUE SELLING PROPOSITION. SPECIFIC TO THE HOSPITALITY INDUSTRY, A USP IS DEFINED AS THE SINGLE MOST IDENTIFIABLE BENEFIT A PROPERTY CAN GIVE TO CONSUMERS.

In this day and age of endless distractions and screen bombardment, you have at best fi ve to ten seconds, or one short phrase, to impress a prospective guest - not much time to communicate the full extent of your brand value. But this should be enough for you to get across one clear idea or selling point.

From a marketer's point of view, an ironclad, well-thought-through USP makes our job so much easier, as it will help determine all subsequent priorities and logistics. Contrary to what you might think, by consigning us to work within the mould or theme of a proscribed USP, it frees our minds to think up bolder creative and more aggressive promotional placements. By not concisely defi ning your USP, it's like taking the shotgun approach to sales - blanketing everyone ultimately means you convince no one. Check through this list to see where you might improve.

1. Basic checklist

We're in the conceptual stage here. Everything is on the table. In order to narrow the fi eld, you need to fi nd your priorities. First, you need a brain trust - a small group of individuals who know the industry and are devoted to the problem at hand. Next, what might qualify as a USP? What feature do you feel is the natural choice to select for this task? Importantly, what feature is most marketable as a consumer benefi t? Brainstorm with your team about what is most critical for your property towards boosting sales or if any departments have any specifi c priorities. Lastly, this is the point where you abstractly defi ne your timeframe for the next planning steps.

2. Build your calendar

Once you have your timeline in a rough sense, you can work backwards from a certain launch date or execution period to determine how much time to allocate to each of the upcoming tasks. This is the stage where you think in terms of a 12-month life cycle taking into account seasonal variations and disruptions. By assigning checkpoints or stage deadlines, it helps to ensure that no single Element in this planning process lags behind.

3. Defi ne objectives

You not only have to think in terms of what your new USP will be, but also what its projected outcomes will be. Using past experiences in addition to comp set data and forecasted trends, what do you hope to achieve? Once you assign individual teams, what will their goals be? For this still early phase, I like to utilise a SMAC approach - specifi c, measurable, achievable, compatible - although there are plenty of other systems that work, too.

4. Develop initial offers

Now comes the nitty gritty of the specifi c details of your USP. At the onset, you are brainstorming and encourage participation to fi nd your brand's voice. Keep an open mind; no idea is a bad idea. At the completion, however, you should have a clear and concise concept to work with and guide the remaining stages. The product here should be your elevator pitch - the distilled essence of your property that makes it exceptional.

5. Refi nement

Once you have your one sentence or ten second campaign slogan, it's time to see how you will tune and adjust it for the outside world. Again, you should be open-minded during this process so that no good ideas are neglected or lost due to groupthink. Specifi cally, you should aim to apply parameters to your budding USP in terms of how it will benefi t customers - that is, judging your selling point from the perspective of the consumer, not the accommodation brand - and how it compares to that of your competition. This is the last dedicated 'big picture' phase as you are still trying to decipher what your USP will be and how it will connect to all other selling points for your brand.

6. Get creative

The latter half of these ten steps is where the execution of tactics and logistics truly begins. Now is the time to open the doors beyond your brain trust and involve more departments. Source ideas in-house as well as from external agencies. Your objective here is threefold. You must generate enthusiasm for your USP and get your team behind it. You will also want to harness the power and diversity of your team as you never know where the best ideas will pop up. Concurrent to these two activities, you should now start to create offers - or rather, the framework for said offers - based on your USP with each themed appropriately and vetted by senior managers.

7. Tactical elements and budget

Prior to any full-fl edged creative execution, you need to sort out the logistics, distribution strategies and fi scal resources allocated to every path chosen. Each channel is different in terms of what creative expression will gain traction as well as how much money is required to play ball. Major channels that you should consider include direct marketing, your own brand.com, traditional advertising, Google Adwords, SEO keywords, social media, past customer mailers, trade shows, telemarketing, Cvent programs, e-blasts and public relations.

8. Build the creative

Knowing what channels you are committed to for the initial launch will help focus your creative efforts and the budget for your creative efforts. And now that you have refi ned the concept behind your USP, the most important matter now is consistency in the expression of your USP and the themed offers pertaining to it. All your creative should be informative, but also eye-

Larry Mogelonsky

mmanagement

13AUTUMN 2015

catching and provocative. It's a tough line to skirt between the two as too many facts will bore an audience, while all style and no substance will not work in your favor to build awareness.

9. Execute the campaign

This is where it all comes together. You place your media, upload website updates to the server and get your sales team out in full force. Have them bend the rules as selling should be fun. Executing a campaign can be a stressful time, both in terms of workload as well as the uncertainty of it all. Be aware that equally as important as a smooth launch is to set up a lead following system so that your team won't forget to close any prospective sales.

10. Measure results

Record, record, record! Specifically, try not to look only at the numbers.

Oftentimes it is very easy for participations to only fill in the numbered items on response cards without expressing how they truly felt.

To alleviate this problem, scrupulously read through written comments and actively listen to people, whether they are guests, sales leads or team members.

Lastly, know that launching a new USP is not a one shot deal but a constant evolution. Your campaign must be adapted to correlate with any measured deviations or unexpected results. This can be frustrating, but don't give up; nothing is perfect at the outset, it is only through constant tweaking and hard work that this comes to be.

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Larry Mogelonsky is the president and founder of LMA Communications Inc, an award-winning, full service communications agency focused on the hospitality industry (est 1991). Larry is also the developer of Inn at a Glance hospitality software. As a recognised expert in marketing services, his experience encompasses Four Seasons Hotels & Resorts and Preferred Hotels & Resorts, as well as numerous independent properties throughout North America, Europe and Asia. Larry is a registered professional engineer and received his MBA from McMaster University

...Lastly, know that launching a new USP is not a one shot deal but a

constant evolution. Your campaign must be adapted to correlate

with any measured deviations or unexpected results...

m management


Marketing:

Tips for using reviews to leverage cross-platform trends

THE PHRASE "THREE SCREENS" HAS BEEN TOSSED AROUND A LOT THE LAST FEW YEARS, BUT IT'S OFFICIALLY TIME TO MOVE ON. WE MUST BROADEN OUR HORIZONS, BECAUSE TRAVEL MARKETING ON THE INTERNET IS ABOUT MORE THAN A SMARTPHONE, A TABLET, OR A LAPTOP. IT'S ABOUT TOTAL FLEXIBILITY.

Devices and their screens have transcended themselves to become one large digital mass where every strategy must transform to fi t every method of delivery. And the end goal of each initiative must include travelers who feel more in control of their planning and experience. This can be challenging simply because the sheer amount of data is cumbersome and audiences are broad. However, cross-platform strategies are essential. Here are three crucial ways to respond to the cross-platform current to win over travellers.

Be accessible anytime, anywhere

According to a recent ComScore report, many mobile users are downloading just a few key apps in the social networking, games, and radio categories. This means that travel sites can't rely only on mobile apps. While they are certainly important, your site should be able to cater to travellers on whatever device they want without giving up any content or features — or having to download or use excessive data. This is really about giving travellers control over when, where, and what device they use to do their planning.

Offer travel reviews across platforms

Many travellers are reluctant to read reviews on anything but a desktop, because heretofore they were cumbersome. An average review on a mobile device looks like an essay and the overall ratings are harder to decipher. Travel intermediaries can easily integrate Meta-Reviews that offer high-level summaries about a property based on reviews from across all review sites. Meta-Reviews are easy to read (and totally customizable) so they display well on different screens and they give travellers a summary on the true highs and lows of a property without the requisite reading of thousands of words on a small screen.

Empower travellers to participate (on any platform)

The concept of real time is one of the most compelling things about the proliferation of devices and wifi access. Encouraging travellers to post reviews and inviting them to ask questions in real time (using your responsive system that's available on any device, that is) is one way to empower travellers and draw them in to your brand. Becoming a source that travellers can truly have at their fi ngertips can allay any concerns about OTA customer service, because they know they can reach you in an instant, and can increase your value as a planning resource for travellers who want the most up-to-date travel reviews and information.

This year, the travel industry will truly be required to think on a universal digital level. This means that just as intermediaries are required to personalize results and have dynamic content at the ready, you also must serve up everything you have to offer at every turn, no matter the engine, the device, the browser, the screen size, the app, or the location. It's tricky business drilling down and also expanding at the same time, but sites that embrace it will win over travellers.

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Margaret Ady

mmanagement

15AUTUMN 2015

Training:

People still the number one key to hospitality

EVEN WITH THE INDUSTRY’S FOCUS ON USING TECHNOLOGY FOR ENHANCING THE GUEST EXPERIENCE, IN THE END IT IS STILL THE SAME FUNDAMENTAL PRINCIPLES OF HOSPITALITY THAT CREATE GUEST LOYALTY.

Despite all of the advances in systems and automation, it is still the people that make the difference between simply meeting expectations and instead creating intense guest loyalty. Evidence for this can be found in the positive guest reviews for most any hotel sitting at the top of the list in TripAdvisor rankings for its city or destination; the number one hotel “feature” most commonly mentioned among the leaders is most often the people.

One example is the Seaport Boston Hotel, which is ranked number 1 out of 77 hotels in Boston. When you look closely at the hotel’s reviews, one common theme that runs through most of them is how wonderful the staff and/or service is. Here are some direct quotes from online reviews:

• “The entire staff is very helpful and courteous.”

• “The hotel staff were always more than helpful with any questions we had about the city, where to eat, and how to travel.”

• “Always a pleasure to stay at the Seaport Hotel. Concierge, front desk personnel are extremely helpful. Both friendly and knowledgeable… their service is matched by that of the Tamo Bar and restaurant staff.”

• “The staff is like family and so helpful …”

Having recently been a guest there I can tell you the reviewers are spot-on. Starting from the fi rst welcome at the front door and throughout the entire cycle of service, everyone you encounter truly shows they care about you as a person. For example, my most recent visit was on a cold November night, and when I rode up in the taxi the doorman noticed I needed time to pay my bill by credit card. So instead of opening the door and letting the cold wind chill me, he waited until I was done. Although I had not been there for a whole year, he remembered me by name and seemed genuinely happy to see me. He introduced me to the reception staff, who truly seemed to care when they asked how my travels had gone that day.

Having experienced weather delays for my fl ights, I have to say it was good therapy to share my tribulations of a long day on the road with someone with an empathetic ear. Then when my bellman escorted me to my room, noting that I was a repeat guest instead of giving a scripted tour, he simply pointed out a few important features of the hotel’s newly renovated rooms, such as the electronic privacy signs. Even my room service waiter remembered me as a regular, recalling that I had teenage children and asking how that was going.

Unlike the Seaport Hotel, too many hotels focus on the mechanics of guest service such as using the guest’s name three times, insincerely saying scripted phrases such as, “Let me be the fi rst to welcome you” and handing over a room key instead of sliding it across the desk. Attempts to teach hospitality as if it were merely a series of communication techniques always fall short.

Guests can certainly sense when a frontline colleague genuinely cares to hear a response to questions such as, “How was your trip in this evening?” or “What did you think of your entrée?” They can also sense when such questions are being asked only because it is on the list of standards set forth by the hotel inspection company or ratings service.

Emotional intelligence

For years, those of us in the customer service training business have called this having “people skills” or “being a people person”. Nowadays we have social scientists conducting extensive research in a fi eld now known as “emotional intelligence”. Studies are showing that some of us have a unique talent to truly relate to others — to be able to imagine what it must be like to be on the other side of the front desk, the other end of the phone line or the other side of that guestroom door.

According to experts in the fi eld, one key component of emotional intelligence is empathy. As Daniel Goleman said in his book titled Emotional Intelligence, “the root of altruism lies in empathy, the ability to read emotions in others; lacking a sense of another’s need or despair there is no caring.”

In my own view, it is certainly possible to some extent to look for the traits of emotional intelligence during the recruitment and selection process. Many accommodation providers use pre-employment screening tests that attempt to identify personality traits associated with emotional intelligence. A quick Google search will turn up at least a half-dozen such options, although interestingly enough there are just as many online resources that show up such as: “how to pass a personality test”.

Real world empathy

Yet, it is also possible to nurture these talents in the staff we already have. To help build empathy, make sure your hospitality training helps frontline colleagues understand the real-world experiences your guests are living out every day. For many frontline colleagues, travel seems glamorous, exciting and something they personally would look forward to. Yet, when you look closer, many guests are on the road away from friends, family and loved ones more than they would prefer. Business travellers might report that they fi nd travel to be mundane, monotonous and even wearisome. While many transient guests might be in town for a wedding or anniversary, others might be there for a funeral or medical procedure. Even leisure guests might be experiencing frustrations of travel, especially on the fi rst day of their vacation.

By training your team that behind every guest there is a “story” to be told, and by helping them imagine all of the many circumstances, situations and quandaries that guests experience, it will foster empathy and a better understanding of guests’ experiences. They will come to realise it is their job to bring out the best in a guest’s personality and to fi nd ways to make genuine, authentic connections.

As I often say in my hospitality workshops, a positive hotel experience is maybe 10 per cent about the accommodation and amenities and 90 per cent about the interactions with the colleagues who truly make guests stay again by making a guest’s stay special this time.

Doug Kennedy

Doug Kennedy is president of the Kennedy Training Network Inc a leading provider of customised training programs and telephone mystery shopping services for the lodging and hospitality industry. Doug continues to be a fi xture on the industry’s conference circuit for hotel companies, brands and associations, as he been for over two decades.

p profiles


Waitaki Waters:

Hard work pays off for Oamaru holiday park

NEW ZEALAND IS BLESSED WITH SOME WONDERFUL COASTAL HOLIDAY HAVENS WHERE GUESTS CAN UNWIND FOR AN ECONOMIC PRICE AMONG PEACE AND NATURAL BEAUTY AND WAITAKI WATERS HOLIDAY PARK, NEAR OAMARU, MUST RANK VERY HIGH UP ON THE LIST.

For a start, it won a top New Zealand industry award in 2012 for owner Derek Chapple. Despite being up against stiff competition from five other finalists, including two other South Island Top 10 holiday parks, Waitaki Waters Holiday Park won the AA Spirit of Hospitality Award at a national tourism award dinner hosted by the Holiday Parks Association of New Zealand in Queenstown.

Holiday Parks Association NZ Fergus Brown said the judges had been “really impressed” by the level of customer service shown at the holiday park. “What it does show is that you don’t have to be a big five-star holiday park. It’s all about customer service and the customer service there was

absolutely outstanding.” Mr Brown said this was the supreme award for holiday parks and the Waitaki Waters Holiday Park had demonstrated “fantastic and genuine” customer service. He added that since Mr Chapple bought the park in 2010, he had also achieved a 100 per cent increase in occupancy.

The accolades did not stop there. In 2013 & 2014, Waitaki Waters Holiday Park won internationally prestigious Awards in Excellence from TripAdvisor, and was featured in Lonely Planet’s 2015 guide.

Labour of love

So what is it about the park that has warranted such praise? For a start, it is spacious and quiet, the grounds extensively landscaped with native trees and shrubs.

It would certainly be hard to rival it from a standpoint of natural beauty – surrounded by idyllic countryside, yet only 12 minutes’ drive north of the renowned white stone heritage buildings of Oamaru.

For those guests who like outdoor activities, it is only a few minutes’ walk to the Waitaki rivermouth and ocean beach, a ruggedly impressive coastline pounded by Pacific Ocean waves. It is a favourite haunt of anglers hopeful of netting whitebait or hooking such prized species as salmon and trout in the river, or surfcasting for kahawai and cod in the sea.

Originally built in 1971, the little camp was “an old run down and tired anglers camp” when Sydney-born Derek Chapple came across it in 2010 after a planned shortish trip to the Northern Hemisphere had been expanded exponentially by the alluring charms of France.

“My trip to France was intended to be a break away from work in Australia for a few months before moving onto England to further expand my experience in my original background as an electronics engineer. However – usual story – France welcomed me with open arms and I chose to spend my time there instead of the UK. I couldn’t work in engineering because of visa restrictions and became involved in hospitality, dealing with short term holiday lettings. I ran my own properties and managed many others. Ten years just flew by,” he said.

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Derek Chapple

pprofiles

17AUTUMN 2015

When Mr Chapple decided to return to this side of the world in 2010, he was not certain that he would necessarily end up in Australia. He spent six months travelling around New Zealand, where he had been on two previous visits to see what opportunities were available for his hospitality skills.

“The best way to experience New Zealand is by camper-van, so naturally I bought a van and began my travels that way. I didn’t have any immediate intention of purchasing a holiday park, but soon began looking for any that were on the market. I saw the need for an affordable quality park with a great atmosphere and I wanted to answer that need.”

His eye fell on a humble fishing camp at Waitaki.

“This area has something for everyone – the idyllic farm country feel that New Zealand is so famous for, ocean and river fishing, the area’s great shopping, the parks and historic aspects of Oamaru, as well as the fine dining at Riverstone Kitchen restaurant.”

And so he bought the property and five years of hard work followed.

“It needed a full renovation job but I could see the potential in the setting and I had all the skills needed to reach that potential. Being very run down meant it also suited my budget.

“I began a full makeover of the facilities, spruced up the cabins, and oversaw the trades-people doing their jobs.

“A number of Kiwis who’d been guests at the park prior to my arrival could visualise what I was ideally wanting to achieve and offered some great ideas. One couple in particular still help me to this day and along the way have become the dearest of friends.

“It was certainly more work than I originally thought. The renovations went pretty much as I expected, but as development progressed and word about it spread, more and more customers began arriving. This meant I was having to spend more time running the park while also trying to rebuild it.”

Success at last

But finally he was able to market Waitaki Waters as a modern full facility holiday park. Now the years of hard work have paid off in a big way for Derek Chapple.

“While it still attracts the same guests that come to the park for fishing – many year after year – it has a completely different feel about it now. With a combination of good facilities and with tourists coming to stay from all over the world, there’s a vibrant, exciting atmosphere about Waitaki Waters these days,” he said.

But while the modern facilities and nearby attractions certainly help, it takes more than those factors to achieve such success. What were the other factors that have earned Derek Chapple those awards?

“Total application of time and effort and a lot of TLC the park was in need of, along with some innovative marketing. I called on my experience in hospitality and made a conscious effort to eliminate all the things that didn’t meet my expectations. I think the most important thing is to set achievable goals and to not deviate from one’s own set standards.”

And while Derek Chapple still has future plans for Waitaki Waters Holiday Park, he also believes it is time to enjoy the fruits of his labours.

“I thought it was going to be easier but I certainly have no complaints as it’s all been a wonderful experience. No two days are the same – ever,” he said

“Owning and improving Waitaki Waters Holiday Park has given me a tremendous amount of self-satisfaction as well as providing

me with a wonderful lifestyle and a good income. There are not many businesses that can achieve this in such a short period of time.

“I still see a lot of potential for further development at the park, but after five years of building it up, I’m going to take a little time now. I want to enjoy it myself and reap some of the benefits that our guests are currently experiencing.”

By Brent Leslie, Industry Reporter

Flexible accounting proves mutually beneficial When John van Smirren started Van Smirren Accounting at Tokarahi in the Waitaki district in 2010, Derek Chapple was one of his first clients. It was the beginning of a successful business relationship that continues today.

“My goal was and still is to make sure Derek wasn’t burdened with more accounting and financial paperwork than absolutely necessary, so his time was free to focus on his holiday park,” Mr van Smirren said.

“Derek’s a hard worker, focused and very driven. I certainly wasn’t surprised when I read in the newspapers that he’d won awards for his excellent services at Waitaki Waters. Meeting the needs of Derek's business as far as accounting and tax matters go has been most a satisfying and rewarding experience for me.

“As an accountant my role is to advise and support my clients – first asking what they need and discussing possibilities – then helping them move forward with growth and profitability. I believe this approach has worked very well with Derek.

“Most clients come to me with their accounting procedures already in place which I can easily adapt to because I’m not tied to any one particular system. I’ll offer advice if I think what they’re doing can be improved on, but ultimately the decision is with my clients. This suited Derek because he didn’t have to change to a financial system he wasn’t used to.

“This flexible style of operating has proved successful for me because it doesn’t interrupt the existing accounting methods of the business owner/operator. If I’ve been able to help another satisfied client, I call that success,” said Mr van Smirren.

p property


Appraisals:

Appraisal of shorter term motel leases

IT IS GENERALLY ACCEPTED THAT AS MOTEL LEASES BECOME SHORTER THAN 20 YEARS, THE MARKET PERCEIVES THOSE TO HAVE A LESSER VALUE AND ALSO A DIMINISHING VALUE.

For this reason, more often than not, a lease extension is negotiated with the landlord. There are a number of reasons why it benefi ts both the landlord and the lessee (motelier) to extend the lease and these points are discussed in a separate article at www.coffeys.co.nz/news/Lease Values & Extensions.

Sometimes, although rarely, for various reasons the leases are not able to be extended and we fi nd it diffi cult to appraise these as there is a scarcity of evidence from similar sales.

A method has recently been devised to assess such situations. This provides a sound mathematical formula taking into account the effect of diminishing years. It may enable buyers to compare motels with shorter leases to those with longer leases and see the difference in the return offered.

This is an idea driven by Resort Brokers Australia in conjunction with valuers, solicitors and accountants working in the Australian market. We acknowledge their initiative and hope that this approach will become widely accepted by the industry.

Viable option formula

The starting point to apply the formula is to calculate the value of a standard new lease (say 30 to 35 years) based on the net profi t capitalised at the appropriate rate, depending on the location of the property within New Zealand, standard of presentation and a number of other factors. Capitalisation rates (or rate of return on investment) vary throughout New Zealand. With the exception of the Christchurch market, which has different dynamics to the rest of New Zealand, returns are generally calculated at between 20 to 25 per cent.

This is the return on investment offered, based on the profi t after all normal

running costs, including rent, but excluding interest, depreciation and return to management.

With a shorter lease, the main concern may be to preserve the capital invested at the outset.

Apart from achieving an appropriate return on investment, relative to the market, a buyer would look to achieve an additional premium return to offset the potential erosion of the capital value of the lease as the years run down.

In other words, the total return on investment needs to be higher to compensate for a lack of capital appreciation.

(The potential bonus here for a purchaser is that if the situation were to change in the future and they were able to negotiate a lease extension, the additional return in the meantime will have been an extra benefi t.)

If however a lease extension cannot be negotiated at any point, additional profi ts will have in theory been ‘banked’ along the way.

If the lessee’s accountant is able to amortise (depreciate for tax purposes) the loss of goodwill against income, this may create a tax deduction which would offset the additional profi t for tax purposes.

Calculating the formula

We have prepared a spreadsheet to quickly calculate the formula and this is available upon request. Basically the approach is as follows:

1. If this were a new 30 to 35 year lease, based on say a $150,000 net profi t, then applying a rate of return of say 23 per cent would suggest a full market value of $650,000. (Figures are rounded.)

2. Dividing the $650,000 by the remaining say 18 years on the lease (or as the case may be) equates to $36,000, being the suggested premium profi t to be offered over and above the normal market return.

3. The premium profi t is then deducted from the actual net profi t being shown for sale purposes, to arrive at the new discounted profi t to be applied for appraising the shorter lease.

4. This leaves an adjusted bottom line of $114,000 which is then capitalised at the normal market rate, in this example 23 per cent, suggesting a value of $495,000 for the lease with 18 years, (approx. 30 per cent return on actual profi t), compared to a longer lease appraised at $650,000.

We appreciate that this can be hard to follow and would be happy to answer any questions.

Using the above example and, assuming there is no growth or decline in revenue and profi tability, after a further fi ve years the lease would have a value of $434,000.

The supplementary profi t of $36,000 per year earned over and above the normal return would equate to $180,000 of additional profi t over that time.

If this formula can be adopted by the industry generally, it could pave the way forward for a methodical and acceptable approach to valuation of shorter term motel leases.

By Kelvyn Coffey, Appointed Consultant to MANZ

Kelvyn Coffey

56 Room Tourist Hotel In Favoured Tourist TownWell established hotel in the heart of Fiordland’s tourist mecca. Member of Mainstay Hotels chain, located close to town centre on large parcel of land. The rooms have seen substantial upgrading over the last three years, are well equipped and provide a very good standard of accommodation. The property enjoys a mix of favoured tour group contracts and free and independent travellers, yet still offers new owners big ongoing upside - a genuine steal at this price.

Rare FHGC opportunity at $3,000,000Ref # 4733

Large Freehold Opportunity - Great Price! There are 20 units in this complex, 12 studio’s and 8 one bedroom apartments. Eight of the units have spa baths, all are well appointed and spacious. Other amenities include pool, spa pool, guest laundry, motel laundry, motel kitchen and extensive sealed off street parking. Above the corporate style reception area is a four bedroom home. Whanganui needs accommodation to support the sporting events, expanding tourism market with the river and local history, schools and a prosperous business centre. This motel is well worth inspection.

FHGC $1,588,000 Ref # 7596

www.coffeys.co.nzFreephone: 0800 263 339

Telephone: +64 3 366 9040 Facsimile: +64 3 366 9051E-mail: [email protected]

Industry Specialists Since 1984

New Zealand WideKAIKOURA QUEENSTOWN

WHANGANUI WELLINGTON

TE ANAU NASEBY

Alan IronsideP: 03 550 0465

M: 027 522 1689E: [email protected]

Colin JakewayP: 03 550 0678


Luxury Accommodation in a Prime Location This small European style hotel commands one of Queenstown’s best locations, just minutes from the town offering sweeping views across Queenstown and Lake Wakatipu to the Remarkables. Just 15 years old and with an extensive refurbishment programme completed, the property stands to reap considerable bene� ts over future years. Consistently rated among the best by Trip Advisor. Current owners since 2008 have shown consistent growth in revenue. Strong growth in Queenstown tourism continues the trend.

Long Lease $990,000Ref # 4166

Capitalise in the CapitalWell established, strategically located and highly pro� table, this 46 unit Four-Star rated fully serviced apartment complex has dual access from Lambton Quay and the Terrace. With one landlord and no Body Corp this complex offers certainty of tenure on units with no additional costs on public areas. Located in Wellington’s CBD just a short walk to the Beehive and many government of� ces, the property enjoys excellent government and corporate business. If a 35% return sounds appealing, here’s your chance.

Lease: $1,400,000Ref # 7125

Close to Central Otago Rail TrailThis is a superbly restored historic building offering the opportunity to those seeking a lifestyle change. The property is an integral part of the heritage accommodation network along the Central Otago Rail Trail, predominantly servicing an expanding travel wholesale market. The online market has yet to be tapped into. It is run on an ever increasing part time basis. A purchaser has the options to continue as is, develop further, or claim it as their very own slice of paradise. Price includes chattels (negotiable) and business value.

FHGC $595,000 (incl. GST)Ref # 4832

Chris WongP: 09 551 0154


More Than Just A Regular Holiday Park30 powered sites, 30 tent sites, 23 4 Star motel units, swimming pool, spa pools and modern well equipped ablutions blocks, this Holiday Park caters for any tourist requirement. Situated very close to the main township and surrounded by new supermarkets and restaurants within walking distance. Memberships with successful marketing groups is increasing bookings for this already well performing complex. Tourism is on the up and Kaikoura is a well equipped to take advantage of emerging trends.

FHGC $3,300,000Ref # 2291

Peter McGrathP: 06 929 7681


Inky StoveP: 03 550 0471


Kelvyn CoffeyP: 03 550 0459


p property


New Manager Profi les:

Making a switch into a lifestyle challenge are Glen and Vicky Cooper, the new owners of Wrights by the Sea Motel, Paraparaumu Beach. Glen has just retired from NZ Police and has a wide range of human resource skills and understands people, he looks forward to welcoming guests and growing the business with Vicky who already is a successful business women and brings the business and marketing skills. They both look forward to taking over this already busy business and putting their plan in place to take it to the next level.

Wrights by the Sea

Pictured inside Wrights by the Sea are new operators Glen & Vicky Cooper, Vendors Warren & Timeri Sanders

with Coffeys salesperson Peter McGrath.

Jude and Donald Southee have a vast service industry background, including managing a budget hotel in London, managing recreation centres and running recreation programmes, fi tness instructing and working for a charter cruise boat company, to being self-employed running their own company. They are well set to apply themselves in their latest venture as the new owners of Parkview Motor Lodge in Hamilton. The Southees have been interested in owning a motel for several years and spent the last couple of years looking for a successful property that suits them. Parkview certainly fi ts the bill.

Parkview Motor Lodge

Coffeys salesperson Chris Wong with Jude and Donald Southee

management rights • hotels • motels • resorts • holiday parks • time share • hosted

56 Room Tourist Hotel In Favoured Tourist Town

Well established hotel in the heart of

Fiordland’s tourist mecca. Member of

Mainstay Hotels chain, located close

to town centre on large parcel of land.

The rooms have seen substantial

upgrading over the last three years,

are well equipped and provide a very

good standard of accommodation.

The property enjoys a mix of favoured

tour group contracts and free and

independent travellers, yet still offers

new owners big ongoing upside - a

genuine steal at this price.

Rare FHGC opportunity

at $3,000,000

Ref # 4733

Large Freehold Opportunity - Great Price!

There are 20 units in this complex, 12

studio’s and 8 one bedroom apartments.

Eight of the units have spa baths, all

are well appointed and spacious. Other

amenities include pool, spa pool, guest

laundry, motel laundry, motel kitchen

and extensive sealed off street parking.

Above the corporate style reception area

is a four bedroom home. Whanganui

needs accommodation to support the

sporting events, expanding tourism

market with the river and local history,

schools and a prosperous business

centre. This motel is well worth

inspection.

FHGC $1,588,000

Ref # 7596

www.coffeys.co.nz

Freephone: 0800 263 339

Telephone: +64 3 366 9040 Facsimile: +64 3 366 9051

E-mail: [email protected]


New Zealand Wide

KAIKOURA

QUEENSTOWN

WHANGANUIWELLINGTON

TE ANAU

NASEBY

Alan Ironside

P: 03 550 0465

M: 027 522 1689

E: [email protected]

Colin Jakeway

P: 03 550 0678

M: 027 484 4460


Luxury Accommodation in a Prime Location

This small European style hotel

commands one of Queenstown’s

best locations, just minutes from the

town offering sweeping views across

Queenstown and Lake Wakatipu to

the Remarkables. Just 15 years old

and with an extensive refurbishment

programme completed, the property

stands to reap considerable bene� ts

over future years. Consistently rated

among the best by Trip Advisor.

Current owners since 2008 have

shown consistent growth in revenue.

Strong growth in Queenstown tourism

continues the trend.

Long Lease $990,000

Ref # 4166

Capitalise in the Capital

Well established, strategically located

and highly pro� table, this 46 unit

Four-Star rated fully serviced apartment

complex has dual access from Lambton

Quay and the Terrace. With one landlord

and no Body Corp this complex offers

certainty of tenure on units with no

additional costs on public areas. Located

in Wellington’s CBD just a short walk

to the Beehive and many government

of� ces, the property enjoys excellent

government and corporate business. If

a 35% return sounds appealing, here’s

your chance.

Lease: $1,400,000

Ref # 7125

Close to Central Otago Rail Trail

This is a superbly restored historic

building offering the opportunity to

those seeking a lifestyle change. The

property is an integral part of the

heritage accommodation network

along the Central Otago Rail Trail,

predominantly servicing an expanding

travel wholesale market. The online

market has yet to be tapped into. It is

run on an ever increasing part time

basis. A purchaser has the options to

continue as is, develop further, or claim

it as their very own slice of paradise.

Price includes chattels (negotiable) and

business value.

FHGC $595,000 (incl. GST)

Ref # 4832

Chris Wong

P: 09 551 0154

M: 021 106 6188


More Than Just A Regular Holiday Park

30 powered sites, 30 tent sites, 23

4 Star motel units, swimming pool,

spa pools and modern well equipped

ablutions blocks, this Holiday Park

caters for any tourist requirement.

Situated very close to the main

township and surrounded by new

supermarkets and restaurants within

walking distance. Memberships

with successful marketing groups is

increasing bookings for this already well

performing complex. Tourism is on the

up and Kaikoura is a well equipped to

take advantage of emerging trends.

FHGC $3,300,000

Ref # 2291

Peter McGrath

P: 06 929 7681

M: 027 449 1608


Inky Stove

P: 03 550 0471

M: 021 182 6940


Kelvyn Coffey

P: 03 550 0459

M: 027 432 0565


Market your property listing direct to over 4,500 owners and prospective buyers.

New Zealand Wide

KAIKOURA

QUEENSTOWN



the Remarkables. Just 15 years old

and with an extensive refurbishment

programme completed, the property

stands to reap considerable bene� ts

over future years. Consistently rated

among the best by Trip Advisor.

Current owners since 2008 have

shown consistent growth in revenue.

Strong growth in Queenstown tourism


spa pools and modern well equipped

caters for any tourist requirement.

township and surrounded by new

supermarkets and restaurants within Kelvyn Coffey

P: 03 550 0459

M: 027 432 0565

over 4,500 owners and prospective buyers.New Zealand Wide

QUEENSTOWN


KAIKOURA Luxury Accommodation in a Prime Location






the Remarkables. Just 15 years old More Than Just A Regular Holiday Park

New Zealand Wide

QUEENSTOWN

Luxury Accommodation in a Prime Location QUEENSTOWNQUEENSTOWNQUEENSTOWN







town offering sweeping views across best locations, just minutes from the




Queenstown and Lake Wakatipu to best locations, just minutes from the


Queenstown and Lake Wakatipu to More Than Just A Regular Holiday Park



More Than Just A Regular Holiday ParkKAIKOURAKAIKOURA

• management rights • hotels • motels • resorts • holid

ay p

arks

• ti

me

shar

e • hosted

Accom Management Guide is proudly published by Multimedia Publishing.

Bringing industry professionals together.P:(03) 365 5575 F:(03) 365 1655 M: PO Box 5104, Papanui, Christchurch, 8542

To � nd out more contact: Stewart Shimmin on 03 974 1036 or email [email protected]

PROGRAMME

ACC

O

MMODATION

•INDUSTRY•

The AMG Property Guide is the perfect place to market your property. In addition to the broad base of prospective purchasers reading every issue of AMG, our experienced industry readers can see past short-term economic effects on values when assessing your property, and are more likely to meet stringent � nance requirements.

Make sure you’re not missing out on this vital buying market.

From only $1,000 ex GST for a Full Page Listing




More Than Just A Regular Holiday ParkLuxury Accommodation in a Prime Location

New Zealand WideNew Zealand Wide

QUEENSTOWNQUEENSTOWN


New Zealand Wide

QUEENSTOWNNew Zealand WideIndustry Specialists Since 1984

New Zealand WideNew Zealand WideNew Zealand WideIndustry Specialists Since 1984

QUEENSTOWNQUEENSTOWNNew Zealand Wide

New Zealand WideNew Zealand WideNew Zealand Wide

rrefurbishment

21AUTUMN 2015

Balcony Repair:

If you haven’t had your balconies inspected, what’s holding you up?

NOT SINCE THE DAYS OF ROMEO AND JULIET HAVE BALCONIES BEEN THE CAUSE OF SO MUCH DRAMA AND, UNFORTUNATELY, TRAGEDY.

These days, an army of personal injury lawyers is standing by ready to spring into action at the slightest sign of anything that could affect their client’s life or limbs: a trip over chipped, cracked or broken concrete, a gash from a rusty railing, or worse… and there is so much worse that can happen.

Every balcony has the potential to fail at any stage of its lifespan, particularly as it ages and the financial repercussions can be crippling.

However as a hotel, resort or property manager, if you do everything right, you have nothing to fear. Your guests can enjoy themselves – and the views – from their balcony without worrying about a thing, except maybe some un-forecast cloud cover. The secret is to get a building and concrete expert in to inspect your balconies and balustrades thoroughly.

Someone who’ll then issue a comprehensive report that spells out in detail exactly what needs to be done to ensure your balconies are safe and sound.

What can go wrong with a balcony?

Plenty. The most serious issue – one that must be rectified immediately – centres around the structural steel itself and the render around the supporting posts or balustrading. If there has been prolonged moisture ingress of the balcony surface, particularly around the posts, concrete spalling will inevitably take place and that will lead to deterioration of the substrate.

One problem quite often leads to another.

For example if the balustrade fixing posts are connected to the steel reinforcing in the slab, the subsequent spalling and corrosion could spread, potentially weakening the structural integrity of the entire slab.

There could also be a problem if dissimilar materials react badly to one another.

With so many hotels and resorts constructed by or near the ocean, rust caused by saltwater corrosion can also play havoc with steel reinforcing as well as unprotected steel fixtures and fittings including fixing plates, nuts, bolts, and screws. (And remember, the latter can also loosen over time – thus jeopardising the structural integrity.)

In seaside areas, small cracks in concrete may appear harmless, however bear in mind if water can get in, it will get in.

Overloading by way of large terracotta pots, heavy statues, water features and ornaments can also cause problems particularly if the balcony has not been purpose built to support them.

10 potential problem areas to keep an eye on/look out for are:

1. Water pooling on the balcony surface with no runoff2. Leaning balconies3. Chunks of concrete fallen off (or in the process of falling off)4. Worn, corroded or unstable balustrades and handrails5. Wall cladding flush up against the balcony6. Rust stains underneath a balcony7. Handrails fixed through the top surface of the balcony8. Exposed steel reinforcing9. Where the building meets the balcony or balustrading10. The tops of balustrades/fixing at wall junctions

Extend the life of a balcony by providing:

• Regular ‘falls’ across the surface to allow runoff• Appropriate flashing and drainage (with drains cleaned regularly)• Overflows to supplement drainage in case of heavy rain, blockages, etc.• Correct handrail fixings• A durable surface membrane• At least 100mm difference between the balcony surface and building interior• At least 35mm clearance between balcony and the base of wall claddings

Note: If these procedures are adhered to and the concrete balcony is regularly inspected and well-maintained, there is nothing to stop the balcony lasting somewhere between 40 and 50 years.

What a balcony and balustrade repair & replacement company will do?

There are many building façade restoration companies who can assist you, including some who specialise in balustrading. You don’t necessarily need a company that does both balcony and balustrade repair and replacement provided you have someone who can competently and confidently project manage the entire project.

They will oversee the inspection and reporting process and, if necessary, the repair or replacement of the old system. The report should include an expert assessment of the state of the structural concrete, particularly around the supporting post fixing points. This is critical as not only could it lead to balustrade failure causing injury, but it may involve extensive and costly repairs to the concrete slabs.

The actual repair may also involve installing a range of different balustrading materials such as powder-coated aluminium, glass infill panels, galvanised and stainless steel rails. Finally, it should include all the relevant structural and cosmetic repairs such as painting, rendering, etc. Hopefully this article will give you a fresh view on balconies.

By Scott Jensen, Director, Roof & Building Service

...Every balcony has the potential to fail at any stage of its lifespan, particularly as it ages and the financial

repercussions can be crippling...

r refurbishment


Case Study – Spencer On Byron:

A thorough makeover at the Spencer on Byron

FEW NEW ZEALAND HOTELS COULD RIVAL THE SPENCER ON BYRON HOTEL FOR ITS NATURAL SITUATION.

The 20 storey hotel located at Takapuna on Auckland’s North Shore, has superb sea views whichever way you look around the compass, the Waitemata Harbour and Auckland City in a wide southerly aspect, and 180˚ of the harbour towards the islands of the Hauraki Gulf from towards the North.

With the North Shore now the headquarters of numerous high profile businesses, The Spencer on Byron Hotel draws about 50 per cent of its customers from the corporate market, a similar percentage from the leisure market, with high profile sports teams and entertainers also part of the mix.

Of its 155 guest rooms, approximately 115 units with compact laundries lend themselves to guests who want an extended stay, while local pianists and guitarists playing seven nights a week also help to draw in local residents wishing to enjoy the entertainment in the pleasant bar and lounge area, and perhaps also avail themselves of the excellent dining. Tasteful dark colours and displays of books and wines, help build a relaxing atmosphere here.

General manager Terry Holt has a long association with the hotel in a variety of roles and took over as general manager in 2014. Under his guidance The Spencer on Byron Hotel has embarked on a major refurbishment with research starting last year and still a work in progress.

The Spencer is part of a very large hotel group – Castle Resorts and Hotels - which is based in Hawaii. The corporate office there administers 22 properties but the Auckland hotel has been given a considerable amount of freedom to handle its refurbishment in-house.

“Our chairman visited a couple of times last year, as he does every year, and also our director of operations. They contributed their ideas but also encouraged us to have our own local input as to what we’d like to do,” said Mr Holt.

Thyme Restaurant, located on the first floor, was refurbished about five years ago but the decision was made last year that it was time to do

some work on the accommodation rooms as well. “We have an ongoing maintenance programme in which we paint all the rooms once a year, but this time we’ve gone a lot further. We’ve painted over the feature walls we used to have in each room, we’ve replaced the beds and put down new Godfrey Hirst carpet.

“We’ve installed new 32 or 40 inch televisions in the units, and in some units both sizes, because we have a lot of one-bedroom suites. We’ve put 40 inch Samsung televisions in the lounge and the 32 inch in the bedrooms, along with Panasonic stereos – Bluetooth alarm clock/radio/CD players. Then we added some finishing touches, such as cushions and throws just to lift the whole experience,” Mr Holt said.

“As part of the guest room refurbishment, in February we replaced the 15 channels of television entertainment that we had, with 50 channels, called Sky Guest Select programmes. We chose Guest Select as it provides a very comprehensive selection of channels (50+) which suits our guests as we cater for business and leisure travellers, individuals, couples, families and groups from New Zealand, Australia and rest of world. We have regular guests as well as one-off guests and we feel that with Guest Select there is now interesting viewing for everyone.

“Guests that I’ve spoken to, particularly our most regular guests, have enjoyed the increase and variety of channels. It’s particularly popular when we have major events on such as the recent Cricket World Cup.

rrefurbishment

23AUTUMN 2015

“Also this year we’ve started the lobby and conference room refurbishment. We’re put down brand new the carpet in the conference rooms, the bar and the lobby as well.

“In the conference area, we’ve installed a new dance fl oor, we’ve bought a stage, screens and chairs, changed the carpet and painted the walls. The next step is new furniture on its way from Indonesia for our bar and lounge area”, he said.

“We’ll drop the furniture from the bar down into the lobby so we can create little clusters of seating, with a couch, a couple of chairs, nice coffee table, and a lot of use of accent tables which will sit behind the couches with interesting arrangements of plants on them.”

Inside the hotel, the lobby will be the very last thing to have its new look completed, but is already an attractive area with stylish sculptures and other artwork from New Zealand artists.

The thorough refurbishment has also extended to the exterior. “Outside, we’ve done a good deal of landscaping and replanting. Our aim was to lift the guests’ sense of arrival,” said Mr Holt.


The hotel space co offers a unique service to the hotel and hospitality industry. Our experienced team will source, supply and deliver products according to your budget and timeframe. We’ll also arrange all freight to simplify the replenishment process. Seven steps to refresh or �t-out your guest rooms stylishly and with substance:

1. SETTLE ON A DEFINED AESTHETICTake time to consider what sort of look you wish to achieve (from contemporary to traditional and anything in between) then explore �t-for-purpose furniture and soft-furnishings and decorative pieces that are in keeping with this.

2. DETERMINE YOUR SIGNATURE PIECEThis is a key factor will drive the design. If it’s the bed presentation, focus on the headboard, linen, scatter cushions, bed furnishings, and the bedside tables. Unless the rooms have windows which frame a view of the elegant, tapering Sky Tower or the silver expanse of the Harbour Bridge, this is usually the most practical option.

3. LESS IS MOREInvest in a single piece of artwork of a scale that will make an impact rather than several smaller works which often make a room look small.

4. TECHNOLOGY RULESSupport the needs of your guests when it comes to their personal technology. The room needs to function as a temporary of�ce space so provide WiFi connections, a docking station and USB options for customers.

5. CHANGE IT FOR THE BETTERLinen is the singular most important touch-point for guests, so it needs to be of a good quality and well laundered. When selecting linen, opt not only for good quality, but for fabric that is the appropriate composition for commercial use and commercial laundering.

6. MAKE THE RIGHT COMMITMENTEnsure that guestroom essentials such as table lamps, bedside lamps and small appliances are commercially �t for purpose. These much-used items must be robust enough to cope with frequent use and misuse from guests. It is worthwhile in the long term to invest in products that are going to look good and last.

7. ON THE BRAND WAGONWhat is your point of difference from your competition? There are simple, affordable ways to achieve those special touches and small add-ons such as branding. Branded goods powerfully reinforce a brand and make guests feel special. Branded “give away” pieces such as slippers, amenities, pens and stationery are valuable mementos. In addition to these smaller articles, branded items such as bathrobes, towels and soft furnishings further reinforce identity and lend a touch of luxury. Visit us online for more information.

SEVEN STEPS TO A STYLISH GUEST ROOM

SKY is delighted that Terry and his team at

Spencer on Byron now enjoy our Guest Select

service.

You can too by calling us at0800 759 333

r refurbishment


Guestrooms:

Streamline refurbishment and reap the rewards

THE LEAN YEARS OF THE GFC MEANT MANY HOTELS PUT ROOM UPGRADES ON HOLD. WITH VISITOR NUMBERS NOW ON THE INCREASE, NEW AND REFURBISHED ROOMS ARE IN HIGHER DEMAND.

It’s a common conundrum for hotel management: how to refurbish guest rooms so they keep pace with the ever-changing expectations of current and potential customers, without causing too much disruption to guests or loss of revenue from rooms that cannot be occupied?

The answer to this two-sided riddle is simple: Take a walk in someone else’s shoes. Before the tradies set foot in the property, or the first pillow sham is tossed into the charity bin, visualise the journey of the clients. From the time they step beyond the threshold into the lobby, to the minute they enter their room, myriad design decisions are playing their part in the experience.

This role-play ritual is a way for hotel management to glean an understanding that God is in the detail. It allows the experiential information so crucial to establishing a clear, concise brief for the designer.

Certainly it’s important to amble along soaking up the atmosphere but also, be curious. Ask questions because, when delivering your brief, they will be asked of you. Above all, know that upgrading the guest rooms will reflect on the balance of the property and vice versa. Establish an overall plan and time-scale so that in the long-term each area of the hotel aligns aesthetically.

Two important considerations for establishing a brief are:

Who is the guest?

The business and leisure traveller are different beasts and their ‘habitat’ needs to adapt. Knowing your key market will drive many of the decisions around the spatial design and furnishings. For the business guests, can the desk be positioned with a view?

They also value ease of access to connect and power-up laptops and smartphones.

A leisure traveller, on the other hand, values comfortable furnishing in the room so is the desk a necessity? Another consideration is that business travellers are more likely to have room service while the holidaymaker is happier to eat out – a table to eat at may be required.

What is the essence of the brand?

In the past, there was a standard ‘look’ rolled out across all properties in a particular chain. A Holiday Inn in Bali would be kitted out the same as one in Auckland. Now the trend is to reflect a connection to place yet, although the form may be different, the function and guest experience will be constant. Tokenism – cheesy artwork of the local attractions, for instance – is anathema to this cause.

The new approach is far more sophisticated and authentic. Design looks to interpret the ‘local’ through a layering of pattern (a graphic may be integrated in the joinery and fabrics), the inclusion of a thematic colour, and other subtle details that weave a story throughout the property. Refurbishing rooms within an operational hotel is not just a case of putting on a pretty face; this is business and design needs to enhance the bottom line. A strategy should be developed with the designer to establish a clear budget, programme for refurbishment and the impact on cash-flow.

A specialist hospitality designer is well-versed in addressing these issues and will:

• Ascertain where best to spend the money to make the biggest difference. For example, refurbish and reupholster where appropriate. Spend on new items that make a difference

• Decide what the ‘hero’ of room will be – perhaps the bed presentation or the view.

Vee Kessner

A little ooh la la at the Sofitel, Westhaven

rrefurbishment

25AUTUMN 2015

• Develop a design that can be executed in an effi cient manner so downtime is minimised. Typically, a ‘soft refurb’ allows for fi ve per cent of rooms to be taken off service and upgraded within a week. This may include changing out furniture, re-upholstery of certain items, addressing headboards and replacing or refurbishing the loose lighting.

• Price and select the sub-trades that have the capacity for a quick turnaround.

• Ensure long-lead items (such as fabrics) are pre-ordered.

• Work in tandem with maintenance and housekeeping. The project manager will develop strong relationships with the in-house team to ensure maximum effi ciencies.

Rather like painting the Auckland Harbour Bridge, keeping the appeal of guest rooms fresh and relevant is a never-ending story. The exciting part is that, worldwide, using a rote formula for design is on the decline. Individuality is putting the shine on and players within the industry are responding creatively. The key message for hotel management from the design specialists is: be original and be brave.

Case study: French connections

When Space Studio was asked to complete a soft refurbish of guest rooms in the Sofi tel, Westhaven as part of a hotel re-badge, the brief was to replace the contemporary, masculine look with a brand identity that had some ooh la la. A French connection runs through all Sofi tel properties so the key was to re-interpret this look within the context of the Auckland waterfront. The budget was specifi c and set in stone, so the parameters for seeking the most cost-effi cient yet impactful solution were clear.

An overall aim was to soften the hard-edged aesthetic and enhance the predominant brown tones with a palette that refl ected the French heritage of the brand and the waterfront location.

While beds are a white presentation, undoubtedly the visual va-voom is delivered by a luxurious, deep-buttoned headboard in taupe, trimmed with pale blue. Bedside light bases were re-used but fi tted with new taupe shades, soft furnishings were re-upholstered and the understated seating replaced with classical wingback chairs. A paisley patterning within the fabrics enhanced the European undertones and black-and-white photographs referenced the bridges of France.

Space Studio was later commissioned to complete a soft refurbishment of the lobby, which ensured a seamless design connection with the rooms.

Although the original programme allowed for 10-12 rooms per week to be refurbished, a pre-Christmas rush meant the Sofi tel was unexpectedly 100 per cent occupied. Timings were shifted accordingly and Space Studio worked with sub-contractors throughout early January to ensure the project was delivered according to its initial costings. In Stage One, 99 rooms were completed. Stage Two is about to commence.

By Vee Kessner, Space Studio

INSPIRED DESIGN DELIVEREDFull Design and FF & E Procurement

Specialising in the design and delivery of hotel projects throughout the Pacific.

[email protected] 09 377 2022 www.spacestudio.co.nz

Lobby Design Refurbishment and FF & E Procurement

Vee Kessner is the director of Space Studio, a Parnell-based specialist design fi rm with a focus on excellence and exceptional interior design and project delivery in the hospitality, retail and commercial sectors. Space Studio achieved a Gold award at the Best Design Awards 2013 for its design of 3 Wise Men retail store in Newmarket. Key projects include: Sheraton Fiji, Mercure, Auckland, Wellington and Queenstown, Sofi tel, Auckland, Pullman, Auckland and the Radisson Resort, Fiji.

r refurbishment


Case Study – The Langham Auckland:

Significant new moves at The Langham Auckland

IT HAS BEEN A SIGNIFICANT START TO THE YEAR AT THE LANGHAM AUCKLAND WITH THE GRAND OPENING OF ITS CRYSTAL BALLROOM AND FOUR NEW MEETING ROOMS, ADDING ANOTHER SUPERIOR DIMENSION TO BOTH ITS CORPORATE AND LEISURE FACILITIES.

It began in early January when The Langham’s new partnership with Staging Connections brought its well-known wing of business meeting rooms up to the highest level of electronic sophistication.

These rooms are highly sought after by a great variety of business groups holding seminars or other events in the city, and The Langham has now ensured they will be even more sought after with their brand-new look and event services partnership with Staging Connections, the hotel’s in-house AV partner.

“We decided to build ‘meeting rooms of the future’ with full HD digital vision which also provide simple intuitive wireless connectivity for a client’s iPad or PC so they no longer have to be tied to a cable while they make their presentations,” says The Langham Auckland’s director of conferences and events, Natalie Reid.

“You can even share the screen with your colleagues and other attendees to collaborate and get more done on-site, and, you can bring remote attendees to your meeting screens from offsite anywhere in the world to create better reach and efficiency or webcast your meeting to them.

“Staging Connections has provided its full breadth of event staging services, including the latest in clever digital event services combined with state-of-the-art AV, dramatic design and stand-out styling options to completely transform the venue space,” says Ms Reid.

“It has brought new levels of service, innovation and technical capability to functions at The Langham Auckland. An extensive technology upgrade has included the deployment of next generation digital infrastructure to support any event requirement and enable full high definition vision and audio capability throughout the entire venue. Slides, video and messaging can be displayed in perfect detail and colour and we can even provide ultra-wide screens, multimedia and video support to deliver really high impact with your audience or attendees,” she says.

The four new, high-tech gallery rooms officially opened their doors on the site of the old SPE (Some Place Else) Bar in April. SPE was a classic pub that had been around since the Sheraton days, before The Langham Hospitality Group bought the hotel. Over the years SPE had become less popular while the demand for more meeting rooms/breakout rooms to support large events in The Great Room had increased.

“At the Langham Auckland we host well over 1000 individual events per year and we felt that this was a much better use of the space, answering the needs of our key MICE clients,” says director of sales and marketing Michael Shah.

“Opening this suite of rooms consolidates our position as one of the leading MICE venues in New Zealand, and certainly the leading events hotel in Auckland. With the number (13 in total) variety of sizes (four to 1400 people), quality of rooms, audio-visual capabilities, our great reputation for food and beverage – but most importantly professional, dedicated staff who provide a sense of true welcome and hospitality, we believe we provide an unequalled experience.”

A new glittering ballroom

In March, The Langham opened its exquisite new Crystal Ballroom, an opulent venue which can accommodate up to 180 guests, making it an excellent breakout space for weddings, exhibitions and conferences.

Previously the Waitemata Room, which divided into three long narrow rooms, the refurbishment has seen the venue become lighter, brighter and more functional by changing the configuration to divide into two more practical-sized rooms.

Beneath its glittering crystal chandeliers, Crystal’s guests can enjoy the sophistication of its luxurious décor and private foyer and bar at exclusive dinners, weddings and high-end events.

This new ballroom complements the Langham Auckland’s already superb great range of entertainment space, from the flexibility of The Great Room with its banquet style capacity for large functions to Chandelier which has a seating capacity of up to 70 in banquet style.

The Great Room, home to numerous black tie awards including The New Zealander of the Year and the NZ Cricket Awards, is still the largest pillar-less ballroom of any hotel in Auckland, seating 900 for dinner or 1400 for cocktails.

Mr Shah says the grand opening of Crystal and the four new gallery rooms consolidates The Langham Auckland’s position as the leading Auckland hotel for meetings and events.

“We effectively offer everything a convention centre does, with regards to meeting rooms and infrastructure, but they are surrounded by all the services you expect from a great five-star hotel, and guests don’t need to leave the building,” he says.

“We have Auckland’s best spa, Chuan Spa, based on traditional Chinese medicine, an amazing interactive dining experience at Eight, limousine transfers, full-service concierge, The Langham Club Lounge on the 10th floor for VIPs, our beautiful Langham afternoon tea with Wedgwood experience, for accompanying people to enjoy – and again all supported by 483 well trained and professional staff.”


Novotel Lakeside, Queenstown

Boutique Hotel, Bangkok

Novotel, Cathedral Square, Christchurch

Southern Cross Hotel, Dunedin

Crowne Plaza, Queenstown

Holiday Inn City Centre, Christchurch

Pescatore, The George Hotel

Te Waonui Forest Retreat, Franz Josef

THE HOTEL DESIGNERS

Contact: Richard Dalman

PO Box 717Christchurch 8014

New Zealand

Tel 03 366 5445Email [email protected]

www.dalman.co.nz

ARCHITECTS & INTERIOR DESIGNERS OF

LEADING HOTELS, RESTAURANTS & BARS

THROUGHOUT AUSTRALASIA & THE PACIFIC

m marketing


Promotional Products:

Economical but effective promotional marketing

IT IS EVERY ACCOMMODATION PROPERTY MANAGER’S CHALLENGE – HOW TO DIFFERENTIATE THEIR ESTABLISHMENT FROM MYRIADS OF OTHERS AND AT THE SAME TIME CREATE A VIABLE LEVEL OF CONTINUING CUSTOMER LOYALTY – ALL FOR A PRICE THAT WON’T BREAK THE BANK. IF ONLY IT WAS POSSIBLE!

How, for an extremely reasonable price, can you not only present your guests with a little gift they will appreciate during their stay at your premises but will then take away with them to their homes or place of work as a constant reminder of the happy time they spent with you – hopefully encouraging them come back for more visits and even recommending to their friends and family to do likewise? Could there be such a way?

Of course there is such a recognised strategy – the use of promotional products – but many establishments either largely ignore its benefits or do not carry it out effectively.

These products can come in many guises, some more accepted than others, but there is always the prospect of devising an idea that no one else has thought of, or taking an existing one and adapting it in some way to make it distinctive to your own property.

Among the most well-known of the existing promotional products is branded bathroom amenities. These are prized by most guests and nearly always taken away with them when they leave. They can have the advantage of giving the hotel or motel providing them an aura of high quality.

Products such as moisturisers could remain on their bathroom cabinets for quite a long time.

And even if they are put away in a cupboard in favour of larger commercially purchased sizes, in these days of strict limits on the quantities of any kind of liquids or creams that can be carried on aircraft, these smaller amounts will often be saved for airline or other travelling occasions. That means they may remain in a bathroom for a much longer time than would have been the case previously. Perhaps unopened ones would even be given away as gifts, and so spread the message.

Pens are another item that can give an air of quality for a very reasonable price. This might be the age of communicating by iPads and tablets but everyone wants a few nice looking pens in their home for jotting down a shopping list or a reminder note to themselves or succinct communication to family members or flatmates. Note pads, perhaps with a unique logo or illustration, will fulfil a similar purpose. Both of these simple products can have excellent long term value.

In these days of phone photographs and instant email, postcards might not have the same importance they used to but many older guests in particular still use them. Particularly when sent to family members from overseas, they can be re-gathered by the senders on returning to their homes and used as a form of diary, a valuable pictorial record of the guest’s stay as well as their feelings and impressions at the time of writing. Do not discount them. Having some on hand that feature your property or attractive features of the area can do a good deal of very valuable promotional work for you.

However, there could be numerous other possibilities for hotel and motel managers prepared to use a little lateral imagination. For instance, in this computer age is there some compact, branded product that would widen the traditional product scope – perhaps a soft cloth and cleaning fluid bottle for camera, phone and laptop screens?

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29AUTUMN 2015

Branded promotional products is an area of the accommodation business that should definitely be given reasonable consideration. Such an economic strategy to persuade guests to return and recommend your establishment to others can be very cost-effective.

Among the few companies which have an established record in the business is Gilmac New Zealand, which specialises in products for the accommodation and hospitality industry, supplying promotional and branded products as well as consumables, linen and beds. The company has been importing customised product for more than 20 years and also providing fully customised New Zealand made products for at least 40 years.

“Your brand is extremely important to your business and it is essential to represent it in the best possible way through good quality, clever promotional products,” said Gilmac director Lisa Nelson. “It is so important in today’s competitive market place to create brand recognition and customer loyalty and one of the most effective ways to bring awareness to your brand and business is through useful promotional merchandise.

“Gilmac can supply everything from branded staff uniforms and name badges to printed umbrellas for guests to use while they are staying with you, to custom counter and floor mats,” said Mrs Nelson.

“A custom printed pen and pad to use and take away is good value for

money and effective marketing – or a packet of printed pocket tissues or

small tube of sunscreen with your accommodation name and information

printed on the tube. Guests love freebies and things they can take with

them when they leave – why not ensure it has your logo on it?”

“Gilmac has hundreds of product lines available ex-stock and access

to thousands more products with quick turnarounds. Whether you are

wanting a good quality, value for money giveaway or a high-end branded

item, we can supply you with what you need and advise you on the best

way to brand your logo depending on the product. Any product can be

customised including slippers, guest amenities, coasters and uniforms.”


m marketing


Compendiums:

In-room compendiums a vital service for guests

SMALLER HOTELS AND MOTELS IN PARTICULAR ARE VERY LIKELY TO IGNORE THEM IN AN EFFORT TO REDUCE COSTS, BUT THAT COULD BE A BIG MISTAKE.

In-room compendiums can be a very useful asset in maximising guest expenditure, boosting the property’s bottom line. They offer great opportunities for promoting hotel services with good revenue potential such as: restaurant specials, room service and internal day spas, along with services such as bicycle or DVD hire.

Compendiums are a key component in encouraging guest satisfaction, particularly for those who have not stayed at your establishment before, and even more so if they are new to the area.

Familiarising themselves with the way your premises operate – internal phone numbers, airport transfers, babysitting, bank services and ATMs, dining choices, checkout times, where to fi nd the pool or spa, laundry services, accessing the hotel’s or public transport, and how to operate any electronic devices, is among the basic information your guests should be able to peruse easily. Lack of such assistance will not help their appreciation of their stay and may well waste staff time by having to answer simple questions.

But compendiums can achieve a great deal more than just being a basic guide to your premises. Particularly for tourists from out of town or overseas, well presented information about the area and the attractions it can offer could well make the difference as to whether they enjoy staying with you or not.

Selling the sizzle

For instance, in areas with an interesting history that might not be widely known, such information can bring a guest’s experience to life.

Several months after staying at a smallish hotel in central Seville late last year, I discovered that a spot we had stopped at on the banks of the Guadalquivir River to enjoy a cool drink in the Spanish heat was where Christopher Columbus had tied up his three ships on returning from the Americas with the fi rst potatoes, tomatoes, peppers and other exotic items of cargo that Europe had ever seen.

His voyage changed the world and what a difference to our appreciation of the occasion that knowledge would have made, but there was nothing in the hotel to inform us about that or any of the many other attractions of that great Spanish city. And, of course, simply having it in Spanish would not have been of much use.

The hotel was also missing out on a potentially lucrative revenue stream. Some properties have tour desks and compendiums are excellent for promoting the various options, perhaps using testimonials from former guests about their experiences. Managers can make from 10-25 per cent in commissions from tour companies for having a booking service.

On the other hand, reading the online compendium of the Rarotongan Hotel in the Cook Islands would be likely to fi re guests up with enthusiasm for their holiday.

“In the heart of the Cook Islands’ natural pearl necklace is the perfect pearl, the passionate, the precious and the peaceful island of Rarotonga...the capital island; with a centre of high mountains clothed in rainforest and encircled by white sandy beaches and shimmering turquoise lagoons. Rarotonga has so much to offer with its combination

of natural beauty, mouth-watering local cuisine, exciting tropical cocktails, lively culture…” is just the beginning of quite an extensive depiction of Cook Islands life. It really makes you want to experience a holiday at the Rarotongan and take others to share it.

Choosing a style

Admittedly, few places on earth lend themselves to such erudite descriptions but every property has the opportunity to maximise their attractions. So the next question must be what compendium style to choose.

Traditionally, these have been printed publications in a cover, though in recent times online compendiums have come into vogue. For the former, the decision lies into whether it should be an economic, utilitarian type of cover, probably of PVC, or a classier style presentation of embossed expensive leather. Either type can be colour-co-ordinated with the room.

Fairly obviously, much will depend on the status of the establishment concerned. PVC might appear rather cheap in a prestigious 5-star hotel while full-grain leather could be extravagant for a small town motel or holiday park.

Perhaps the main consideration is that no compendium should ever be allowed to seem shabby. When they start to look tired, they should be quickly replaced.

...Well presented information about the area and the attractions it can offer could well make

the difference as to whether guests enjoy staying with you or not....

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31AUTUMN 2015

Printed compendiums have to be updated manually so a ring-binder style where new pages can be fitted quickly is the most practical choice.

But printed compendiums certainly have their advantages.

They will be much cheaper for a small property and not everyone is comfortable with electronic versions, particularly in places where the guests are likely to be older.

But no matter what age they are, who doesn’t appreciate the sumptuous touch of leather?

Those premises which have decided to go electronic will have done so because of the perceived advantages of flexibility and cost saving of online information, although the initial outlay may well be higher.

Any updating can be done instantly to every guest room, a considerable advantage in a larger property.

However, a staff member will sufficient skills to operate the system will have to be on duty if changes are to be made or if anything goes wrong. Younger or business guests, used to iPads, tablets and smart phones, are those most likely to be at home with accessing their hotel information online.

It will be up to the management which compendium style to choose.

Promotional and accommodation product company Gilmac New Zealand offers a range of compendium products and director, Lisa Nelson, believes they are a practical and attractive method of displaying guest information. “They are an essential feature within a room as it’s an important source of information providing a guide to the services available to your guests,” she said.

“A good room compendium is one that has a sturdy cover and is a practical style so that you can easily update the information. A ringbinder compendium is a good option as you can remove or add clear sleeves as and when required.

“Among our product offering we have an upmarket, sturdy black PU leather room compendium with ringbinder that comes standard with an embossed fern on the front cover and a silver foiled ‘Guest Information’. We offer an overbranding service so that you can have your motel or hotel name or logo screenprinted or foiled on the front cover,” Mrs Nelson said. "The compendiums come standard with 10 clear PVC sleeves, but we also have a stock of clear sleeves so customers can order replacement or extra sleeves as required. If our ex-stock compendium doesn’t tick all your boxes, we can make a custom folder or compendium to suit your exact requirements.”


m marketing


Website Rankings:

The best way to check your hotel’s performance in Google

GOOGLE CHANGE HOW THEY RANK WEBSITES UP TO 500 TIMES A YEAR. ON A SINGLE DAY YOUR WEBSITE CAN MOVE FROM THIRD TO SEVENTH PLACE.

To make it more diffi cult to check your Google rankings, Google's algorithms factor in localisation and personalisation. Localisation explains the search results special to your location. If you're in Sydney and search "café near hotel", you'll get different results to someone in Melbourne searching the same term.

Personalisation comes into play: if you're signed into your Google account, your view history and your social connections. If you follow someone on G+, the articles they write generally rank higher when you search on such topics they cover. We all see common generic results like Facebook.com if we searched "Facebook", but there are personalised listings inside many search results.

Algorithm updates, localisation and personalisation are the three challenges of rank tracking that make most rank checking tools useless.

But there is a solution... and it's free.

Google Webmaster Tools is probably the most accurate tool to check your Google ranking. Anyone who has access to their website can set it up.

1. Log into or setup Google Webmaster Tools2. Click the website you want to review3. On the left-side, go to "Search Traffi c" > "Search Queries".

You'll see something like:

Note the fi lters and date range at the top. Use these to refi ne the data you're after. Here's what the columns mean:

Query: The search query used to make the website appear in search results.

Impressions: The number of times one of the website's pages appeared in Google's search results.

Clicks: The number of times people clicked from search results to the website.

CTR: Click-through rate equals clicks divided by impressions.

Avg. Position: What you're after. This is your Google ranking for the keyword (or more accurately, search term).

This is where people can get confused. Just because you're "2.0" for a search term doesn't mean you're in second position. If you have a page ranked in second position and another page ranked eighth, your "avg. position" for that query is "5.0". We've found it more accurate than other tools. It shouldn't be a big surprise given Google is best suited to accessing its data.

Average position means nothing if you're not getting clicks and clicks mean nothing if you're not getting bookings. If your SEO guy or company doesn't look at this, you might need to speak with someone who does.

A low click-through rate can mean the web page is irrelevant to the search query or your search result isn't attractive. A little bonus trick I'll share with you in making use of this data, that I use to help the SEO of Australian hotels, is to look for search terms in the report that have high impressions, relevance and a low CTR (<10%). Write good title tags and meta descriptions (readable, contains your keywords, attractive, and is the right length) for these opportunities.

By Joshua Uebergang, Head of Search Marketing, Fasttrack Group

Joshua Uebergang is head of search marketing at Fastrack Group, an Australian agency that specialises in digital marketing and websites for accommodation providers.

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33AUTUMN 2015

Data Usage:

Why hotels should apply big data analytics to provide a unique guest experience

FOR LUXURY HOTELS IT IS ALL ABOUT EXCEEDING THE EXPECTATIONS OF THEIR GUESTS. THE SINGLE MOST IMPORTANT ASPECT FOR ACCOMMODATION SUPPLIERS IS TO PROVIDE A GREAT EXPERIENCE AND ENSURE THAT THEIR GUESTS ARE SATISFIED.

During their guests’ customer journey massive amounts of data are generated and accommodation providers can now improve their high quality service even more with a well-thought Big Data Strategy. Unfortunately, many accommodation providers are still struggling with their data and/or do not make the most of it.

There are however also some great examples of accommodation chains moving in the right direction. Big Data can result in improved customer satisfaction, personalised marketing campaigns and offers so that the right guests book the right room at the right moment and at the right rate. In addition, Big Data results in a boost in employee productivity and more effi cient operations. The advantages of Big Data for the accommodation industry are enormous.

Deep customer insights can lead to improved guest satisfaction and an unforgettable experience. Making these insights available to all levels and departments within the hotel is crucial. It allows the concierge to know which local tours to recommend that fi t your preferences. It allows the restaurant departments to predict which menu items are likely to be ordered, based for example on the local weather. It allows the reservations department to predict the optimal rate for a room and sales and marketing to create tailored messages across different (social) networks and send truly personalised email campaigns. Let’s dive a bit deeper in some possibilities:

The right room at the right rate

Yield management is nothing new in the accommodation industry. Providing different rates to different customers has been done for ages and with success. Big Data offers hotels the possibility to take revenue management a giant leap forward and start offering truly personalised prices and rooms to guests. The massive growth in booking websites, hotel review websites such as TripdAdvisor and Yelp and the ever growing list of social media networks offer a lot of potential. Combined with hotels’ own CRM systems and/or loyalty programs there is a lot of data that can be used to optimise revenue management.

According to a renowned study by Amadeus (called, At the Big Data Crossroads: turning towards a smarter travel experience), the hotel chain Marriot has been using Big Data analytics to start predicting the optimal price of its rooms to fi ll its hotels. They do this by using improved revenue management algorithms that can deal with data a lot faster, by combining different data sets and making these insights available to all levels to improve decision-making.

The American hotel chain Denihan goes even a step further. They used IBM Big Data analytics software to maximise profi t and revenue across their 3450 rooms by combing their own data sets and data from for example review sites, blogs and/or social network website. They understand the likes and dislikes of their guests, optimise their offering and adjust the room rates accordingly. This allowed Denihan New York hotels for example to double the room rate during the 2013 United Nations Assembly Week.

Mobile big data throughout

More and more accommodation providers have developed mobile apps that guests can use to book a room. These apps however offer vast more possibilities for guests if developed correctly.

So, from a guest perspective, mobile offers a lot of convenience. From an employee perspective, it can make life a lot easier for the staff while at the same time increase customer satisfaction. Providing the housekeeping department with smart devices for example will allow them to know, in real time, that you prefer an extra pillow or an extra light. Kempinski and Hyatt in Dubai already use such applications for their hotels.

Most of the staff within hotels do not have an offi ce or a computer so providing them with real-time guest information should be done on-the-go. Although this requires a different approach and a different way of presenting the insights, placing user-friendly analytics in the hands of guest facing employees will defi nitely improve customer satisfaction.

More effi cient operations

From a hotel operations point of view, Big Data offers also many different solutions. Big Data can be used to reduce your energy bill for example. By combining data from 50 different sources, including electricity rates, weather data and a building’s energy consumption, two InterContinental hotels in San Francisco managed to reduce their energy costs by 10-15 per cent. They created detailed energy profi les for their buildings and using a predictive algorithm they decided whether to use an onsite battery module or receive power from the grid.

Accommodation providers should also move into IT operations analytics, which is especially relevant for chains that operate their own booking engine. A server that breaks down or a booking engine that is inaccessible could result in lost bookings and therefore lost revenue. IT operations analytics monitors a hotel’s complete IT environment, including the different relations between applications and hardware and can predict when things are about to go wrong. Advanced IT operations analytics can even solve problems automatically before they occur. This could save a lot of money because IT that’s not working will results in a bad customer experience.

Of course the examples given here are just a few of the massive possibilities that Big Data has to offer for the hotel industry. Having a background in hospitality myself, I know the importance of exceeding guests’ expectations and offering an unforgettable experience at all times. Big Data can help achieve this.

Mark van Rijmenam

Mark van Rijmenam is founder of Datafl oq - the one-stop shop for Big Data, creating the Big Data ecosystem by connecting all stakeholders within the global Big Data market. He is an entrepreneur, a well thought after international public speaker and a Big Data strategist. He is author of the best-selling book Think Bigger - Developing a Successful Big Data Strategy for Your Business. He is co-founder of ‘Data Donderdag’ a bi-monthly (networking) event in The Netherlands on Big Data to help organisations better understand Big Data. He is ranked #19 global top Big Data infl uencers.

Loyal CustomersWe understand how important loyal customers are to the success of your business. Our Host Rewards Loyalty Programme lets your guests earn Host Rewards points while they sleep so they can stay longer and visit more often.

Training & SupportManaging a motel can be challenging – especially if you’re doing everything yourself. As a Host member, you’ll receive regular newsletters, training, regional updates, and an invitation to our annual conference where we’ll have experts speaking about the latest industry developments.

A Reputation for QualityHost Accommodation has been delivering quality hospitality experiences for more than 20 years. When you become a Host member, you instantly inherit all of that goodwill and a reputation for excellence that takes years to establish on your own.

Competitive AdvantageOur vibrant and professional yellow branding will ensure you stand out from the crowd and get the edge over your competition. We’ll supply a world-class design for your light box and welcome sign, and beautifully branded point of sale and compendium inserts.

Online BookingsWe attract thousands of visitors to our website every month – and now these visitors can book their accommodation quickly and conveniently using our secure online booking system. That means more bookings and more revenue for your motel.

Smart MarketingWe market our network of properties through a variety of channels, including social media, email newsletters, print advertising and media releases. The result is a rapidly growing database of happy Host Rewards customers eager to book with you directly.

Host Member Benefits

When visitors stay at a Host Accommodation property, they get to experience real Kiwi hospitality – the kind of friendly, personal service that keeps them coming back again and again. But that’s not all.

The group’s launch of a new Host Rewards loyalty programme and secure online booking system means it’s never been easier or more rewarding for corporates, overseas travellers, and domestic leisure customers to book their accommodation at Host’s many motels and motor lodges.

For motel owners, this access to the same sophisticated technology you’d expect from a fine hotel is a surefire way to increase direct bookings. The result is more transactions and more revenue so you can grow your business and retire sooner!

You’ll also enjoy all the support that comes with being part of a successful national brand. Innovative marketing strategies, ongoing training, and the camaraderie of a network of motels and motor lodges are all there to help you do what you do best – hosting.

Host Accommodation is on a mission to help people fall back in love with motels – and it’s working.

A motel group on a mission

Find out moreFor more information about joining Host Accommodation and becoming a fully fledged “Hostie”, please contact Host HQ on 0508 919 293 or [email protected]. We’re happy to answer any questions you may have.

www.hostaccommodation.co.nz

Inside Host RewardsHost Accommodation’s new customer loyalty programme, Host Rewards, has been a game changer for member properties. Here’s why:

Customers love it!Host Rewards not only attracts new business, overseas and domestic leisure customers – it keeps them coming back.

It’s quick and easyRegistering a new guest for Host Rewards takes just a few minutes and can be completed at check-in.

Profitable promotionsThe value of nightly Host Rewards points can be adjusted anytime for time-sensitive promotions, such as double Host Rewards points during off-peak periods.

Real-time informationThe Host Rewards database is updated in real-time so customer behaviour and the group’s contingent liability can be tracked.

10

Brand Templates

Email Signature #1 (exact size)

Hosting is our business

All brand template and logo fi les are available on the Media Resources page which is located

on the Host website.

Email Signature #2 (exact size)

Website Template (exact size)

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er energy & resources


Case Study – Sudima Auckland Airport:

Auckland hotel achieves carboNZero first

THE NEED TO MANAGE GREENHOUSE GAS EMISSIONS AND ACHIEVE A HIGH LEVEL OF ENERGY EFFICIENCY IS A MAJOR CHALLENGE FOR MANY NEW ZEALAND INDUSTRIES, BUT IN THE ACCOMMODATION SECTOR, ONE HOTEL OPERATOR HAS ACHIEVED BOTH BY BECOMING THE FIRST HOTEL IN NEW ZEALAND TO ATTAIN CARBONZERO CERTIFICATION.

Sudima Auckland Airport achieved carbon neutral status last year by measuring its greenhouse gas emissions through the internationally accredited programme in accordance with the ISO standard for reporting greenhouse gas emissions and removals, and by taking the additional step to put in reduction plans and offset all remaining emissions.

The hotel has a Qualmark rating of 4.5 and consistently operates near full capacity.

It achieved its carboNZero status by scrupulously determining current actual carbon emissions, a six-month process that involved measuring all goods and products supplied to the hotel by more than 20 other companies; assessing use of natural gas and electricity and the quantities and disposal of waste; and tracking air and car travel by the hotel’s staff.

Early planning

But the process began well before Sudima Auckland Airport opened in 2011. Hiring Kanika Jhunjhnuwala as the hotel group’s project executive was a significant early step. Her main job was and still is to focus on corporate social responsibility and the environmental component of the hotel.

“With the initial investment already made in the building it was a natural step to see what else we could do to reduce our impact on the environment,” she said. “Because it was planned for the hotel to be environmentally cutting-edge right from the start, this gave us a unique opportunity to design a futuristic building with our environmental impact in mind.

“From the beginning of the project the whole team has been dedicated to reducing our impact on the environment, from the technology used in constructing the building, to the day-to-day operations of the hotel. Going carboNZero ensured that our carbon footprint was neutralised, thereby giving us something concrete to relate to our guests. It also gave us a point of difference with our clients who are becoming more and more aware of the problems with global warming and the anthropogenic component of it. If there is any way in which we can reduce our impact we will try to do it,” she said.

Practical steps taken to accomplish carboNZero status include refrigerator-free guest rooms, LED lighting and ‘chilled beam’ air-conditioning.

“Refrigeratorless guest rooms do not mean no room service,” said Miss Jhunjhnuwala. “The hotel still offers a full range of in-room dining with fresh food made in-house from our restaurant, available 24 hours a day. Our all day menu covers a range of drinks and multi-cuisine food prepared by our excellent chefs. If the need arises, in-room refrigerators are available on request.

“Our chilled beam air-conditioning system is the first in the whole of the Southern Hemisphere. It heats and cools the room using convection currents created by hot and cold water. This means the chilled beam component in the room has no fans but still provides considerably more fresh air than is available in most other hotel rooms,” she said.

Guest rooms feature paperless compendiums which are intended to greatly reduce paper wastage.

“As soon as a guest walks into their room for the first time, the TV turns on displaying the compendium,” said Miss Jhunjhnuwala. “This way, guests are alerted to the fact that they have all the information they need at the tips of their fingers. The compendium is updated and maintained electronically which means we don’t have to print a new copy for each of our 153 guest rooms every time we make a change. It also means we can update it a lot more often as we adapt to guest needs and try to improve what we offer.” The compendiums are a part of the MovieLink product.

And right from its inception, the property was designed to collect

erenergy & resources

37AUTUMN 2015

rainwater, which is then fi ltered and recycled for non-potable use. Kanika Jhunjhnuwala says the carboNZero certifi cation is valuable proof of Sudima Auckland Airport’s superior green credentials.

“We know that more and more travellers – whether for business or pleasure – are factoring in sustainability when they decide which hotels to patronise. And we knew that while we have many green elements in our design, construction and décor, guests and potential visitors weren’t necessarily aware of our advanced position, so the certifi cation is a crucial proof point and something people recognise,” she said.

Walking the talk

Sudima does not intend to rest on its laurels; aside from the task of reducing Sudima Auckland Airport’s emissions on an annual basis, the group intends to achieve certifi cation for its other four properties, in Hamilton, Rotorua, Christchurch and Brisbane.

Said Miss Jhunjhnuwala: “It’s early days and this is a great enterprise for us. It’s our hope that as we progress in this area, other hotels will follow suit. It seems to us that the combination of New Zealand’s 100% pure tourism marketing campaign and high international visitor numbers means that our hotels should be walking the talk, and we are happy to be the fi rst to demonstrate that carbon neutrality is possible in our industry.”

Enviro-Mark Solutions, a subsidiary of Landcare Research, owns and manages the carboNZero certifi cation programme.

Its CEO Dr Ann Smith said: “It’s exciting to see a sector leader challenging the industry to step up its game on the sustainability front. We’re already observing a response from the industry, with other hotel operators in the region contacting us to discuss certifi cation.

“The travel industry is one where consumers have a more sophisticated awareness of related carbon emissions and the environmental costs, and we’re working with Auckland Airport and a number of travel agents to help make the whole sector more sustainable. It requires operators like Sudima to really push the boundaries and not just rely on superfi cial green measures. There is also an increasing degree of collaboration and knowledge-sharing among our members, which is hugely productive and great to see in the transition towards a low-carbon New Zealand.”

About Sudima Hotel Group

Sudima, owned by the family of LN Jhunjhnuwala of Hong Kong, operates six hotels in New Zealand and Australia, two of them managed for other owners. The group is committed to its environmental and social responsibilities, and supports sustainability initiatives in its hotels’ communities whenever possible. Sudima’s active management plan for the environment includes:

• Commitment to training and awareness of all team members in relation to Sudima Hotel’s environmental philosophy

• On-going development of environmentally-friendly procedures

• Consultation with all Sudima Hotel team members to foster ideas and awareness of the need to be a sustainable business

• Implementation of new policies at Sudima Hotels, as a result of consultation and research

• Engagement of suppliers to commit to sustainable practices and products

• Employment from within the local communities which Sudima Hotels operate within, as much as possible, and a commitment to developing this resource.

• Utilisation of local suppliers and contractors wherever possible

• Raising of environmental and social issues at a local level (where applicable)

• On-going awareness among hotel guests of our commitment to being sustainable

• Support of community initiatives aimed at sustainable use of the region’s resources.


HD Digital IP Solutions

Movielink can offer you a full IP DVOD system utilizing the TCP/IP and UDP network data protocols on all existing cabling networks. This allows clients to have access to the latest technology without additional investment.

HSIA broadband solution and services

The Movielink solution can provide both digital RF, HD IPTV and HSIA services.

Conference service and facilities

Movielink provides full service conference broadband facilities to all of our major hotel partners via wired and wireless connections. Connections range from single user video conferencing through to hundreds of users for general internet access.

Interactive services

Provides our hotel partners the opportunity to talk to their guest in an intimate way, Movielink can tailor a solution to match your brand values. Paperless solutions eg; interactive Compendium etc.

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A standard welcome message is available or a dedicated promotional welcome message can be chosen or customized by our in-house developers.

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Reducing Energy Consumption:

Electrolux laundry equipment achieves maximum cost savings IN-HOUSE LAUNDRIES ARE AN ATTRACTIVE PROPOSITION BECAUSE OF THE SIGNIFICANT COST SAVINGS THEY CAN BRING IN TRANSPORT, MARGINS AND DUPLICATION OF LABOUR, BUT A GREAT DEAL OF THEIR SUCCESS DEPENDS ON THE QUALITY OF THE MACHINES CHOSEN TO DO THE JOB.

The economic benefi ts of running highly effi cient equipment in both energy and materials is well recognised these days, but nowhere is it likely to have more impact than in-house laundries. With commercial laundry equipment designed for 30,000 hours of use but often lasting much longer, operational savings can be extremely benefi cial over the life span of the equipment. Modern technology in laundry equipment can make a very worthwhile improvement to a hotel’s bottom line. In an accommodation property’s laundry, six key factors contribute to overall cost performance:

1) Energy costs2) Water usage3) Detergent usage4) Wash quality5) Labour / time6) Equipment cost

While the initial purchase price is often top of mind, it is the effi ciency and design of that equipment that will deliver savings of the other fi ve factors over many years that will be the most telling. Swedish-made Electrolux equipment has been highly respected in New Zealand for several generations and the six main laundry effi ciency factors have long-been incorporated into the company’s commercial washing machines and dryers.

For instance, effi cient drum and drain design in Electrolux washers uses less water and energy than most other brands, says ELS general manager Justin Treagus. “The modest saving per cycle becomes signifi cant when extrapolated over the life of the machine. In addition to 90 cubic metres of water saving, you will also save on the energy required to heat it, plus the detergent necessary to achieve the optimal wash quality.”

Another feature unique to Electrolux washers sees it accurately weigh the linen inside the drum and automatically adjusts the water level for each fi ll in the cycle.

“Research shows that it’s very common for in-laundry staff to under load the machines,” said Mr Treagus. “Detergents account for a signifi cant percentage of the overall operational costs. Unfortunately most systems will generally still use the same amount of detergent for partial loads. Our unique Auto Saving and Smart Dosing System automatically reduces the amount of water and detergent used for partially fi lled loads, potentially saving laundries over 20 per cent of their monthly bills.”

But ELS New Zealand is always looking for new improvements and has introduced the well regarded Nutek Ozone system, which has delivered additional savings and improved wash quality to many larger sized laundries throughout the world.

“It is a powerful cost saving solution, as it mostly removes the need to heat water. It also reduces water consumption and waste water, with an expected return on investment of under three years. It is unique to ELS as far as laundry goes,” said Mr Treagus.

“It’s encouraging to see the changes in drying technology, particularly as the drying process typically uses three times the energy of washing. Technological advancements bring about big savings opportunities in both the extraction process (lower moisture retention, which reduces drying time) and in the drying production time itself (through improved drum design and effi cient airfl ow).

Perhaps the biggest changes though, are those that remove over-drying through human error, which is just as frequent of an occurrence and just as costly. It is diffi cult to blame staff for playing safe across an array of linen types by cranking the dial right – the process works with all loads coming out dry. Management sees this differently as over-drying wastes time, utilities and reduces the life of linen. Advanced sensors in Electrolux dryers overrule operator instructions and automatically stop the machine once a specifi c moisture level has been attained.

“The strong message is to look beyond the initial equipment price because that’s typically less than 10 per cent of the overall cost. The big savings will come over the lifetime of the machines,” he said.


...The strong message is to look beyond the initial equipment price because that’s typically

less than 10 per cent of the overall cost...

Let your in-house laundry save you loads!The Electrolux professional laundry range delivers the easiest to use, most efficient, and most cost-effective washer and dryer solutions. Hospitality laundry has never been easier.

With the lowest running costs on the market, our tailored products will immediately improve your bottom line through advanced intelligent features and unique extras:

- A complete in-house laundry solution giving you full control of every part of the process;

- A space saving terry towel laundry;

- An innovative, eco-friendly revenue generating wet-cleaning service for your guests.

Contact us at [email protected] to find out how much you could save on your in-house laundry with a “smarter laundry solution” from ELS New Zealand.

www.elsnz.co.nz09 274 9324

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Hotel Chains:

Hotel chains are leading the way

AS WITH AN INCREASING NUMBER OF PROMINENT HOTELS CHAINS AROUND THE WORLD, ENERGY EFFICIENCY IS TAKEN EXTREMELY SERIOUSLY AT LANGHAM HOTELS.

Prestigious EarthCheck Gold Certification only comes after achieving stringent standards. The Langham Auckland had to report its environmental footprint and adhere to an internationally recognised standard of best practice.

Each year, leading up to certification, the hotel submitted 12 months of operational data to EarthCheck to be benchmarked against industry best practice. A number of key indicators were measured including energy and water consumption, total waste production, and community commitment.

And it is not stopping there. The Langham Hospitality Group recently appointed Carman Ng to the newly created and pivotal role of director of sustainability. Her job it to develop a more structural approach to continue the group’s sustainability growth.

Langham Auckland first certified Gold in 2012, joining an elite group of industry leaders which, over a period of five years or more, have consistently demonstrated their commitment to host communities and high standards of environmental management. More than 60 operators worldwide have now achieved EarthCheck Gold Certification, 20 of them in the Asia Pacific region.

This environmental awareness is reflected in the whole tourism industry. In late March, the Tourism Industry Association NZ and Lincoln University formed a new tourism partnership will help contribute to the sustainability of the industry here by sharing important industry information and networks.

Strong business case

Internationally the business case for energy efficiency in the accommodation sector grows stronger daily. It is driven by three factors – grossly inflated energy prices, requirement to cut CO² emissions and improving market valuation through a better bottom line.

The need to control utility costs is most pressing, given that they rise inexorably, even with the temporary relief offered by recent falls in oil prices. The trend, most analysts agree, is (and will continue to be) always up – and the past 10 years have reinforced this, with a doubling in the price of energy.

It is no easy task to even begin the process of executing a sustainable energy efficiency strategy in a single accommodation complex, let alone a chain but there is a growing body of evidence that reinforces the case for change.

There are clearly many challenges, not least pressures on time and lack of appropriate knowledge as well as the fact that it is not easy to identify who exactly has responsibility for "green" decisions, with both engineering and finance departments potentially the executive key holder. It is very important for these barriers to be dismantled if sustainable savings strategies are to succeed.

Meanwhile, the efficacy of energy efficiency solutions continues to improve year on year, helping to reduce return on investment times as well as some of the complexities.

Challenging task for chains

Accommodation chains, by and large, have led the charge towards energy savings – not an easy task when one considers the number and range of brands within each company.

One chain that very early on embraced the full gambit of environmental responsibility was Accor. The Planet 21 sustainable development program accelerates and intensifies Accor’s sustainable development commitment, transforming it into a decisive competitive advantage for the group, its brands and its partners.

The program is structured around 21 commitments backed by quantifiable objectives that all hotels are expected to meet by 2015. With Planet 21, Accor is making sustainable hospitality the focus of its strategic vision, as well as its development and innovation processes. As a major part of this program, Accor is committed to reducing its energy consumption with the goal of limiting its carbon footprint.

The Hilton Worldwide LightStay program involves 200 sustainability performance indicators across a range of areas, including energy, carbon, waste, water and responsible sourcing. And these programs have led the group to gain ISO 50001 certification for energy management, for each one of its hotels globally.

Hilton Worldwide has saved nearly a quarter of a billion dollars from energy efficiency projects over the past four years. The hospitality company has reduced energy use by 12.2 per cent and carbon output by 12.8 per cent.

In the US, Hilton purchased more than 450 million kilowatt hours of renewable power – enough to meet 94 per cent of the annual electricity use in its owned hotels in the United States.

Hilton achieved this largely due to Living Sustainably, a business imperative and a cornerstone of its Travel with Purpose program, which set sustainability goals to reduce energy consumption, carbon and waste output by 20 per cent, and water use by 10 per cent, by the end of 2013. To help carry out the plan, Hilton created LightStay, a proprietary system to measure, analyse and report on sustainability data. In 2010, LightStay helped the company save more than $74 million across its portfolio of 10 hotel brands.

In the report, Hilton also says it exceeded its five-year goal to reduce water consumption by 10 per cent and waste output by 20 per cent in 2012, one and two years ahead of schedule, respectively.

Carbon measurement initiative

Hilton also joined with 22 hotel companies, along with the International Tourism Partnership and the World Travel & Tourism Council, to create the Hotel Carbon Measurement Initiative 1.0 to calculate the carbon footprint of hotel stays and meetings.

In maintaining ISO 9001 certification for Quality Management Systems and ISO 14001 certification for Environmental Management Systems, Hilton became one of the first multi-national organisations to certify its entire system globally, achieving one of the largest-ever volume certifications of commercial buildings.

Hilton claims to be one of the first major multi-brand hospitality companies to make sustainability measurement a brand standard, equal in importance to quality, service and revenue.

erenergy & resources

41AUTUMN 2015

The company requires measurement and corrective action from all of its more than 4000 hotels across 10 brands as well as performance toward sustainability goals. Each of its properties uses LightStay to track more than 200 indicators and measure sustainability progress year-on-year.

Marriott International, an industry leader in energy conservation efforts, is investing heavily in further improving its chain-wide energy management efforts.

It is partnering with The University of Texas at San Antonio to help it reach its current environmental goal of reducing energy and water consumption (on an intensity basis) by 20 per cent throughout its approximately 1200 managed properties by 2020.

Through the new partnership, UTSA will help Marriott improve its hotels’ ability to collect and analyse utility data in real-time and in turn make immediate energy-saving adjustments on-site.

New efficiency data tool

UTSA assistant professor of mechanical engineering Bing Dong has developed a proprietary tool and software to capture, model and analyse real-time occupant behaviour and energy consumption data. The tool helps users quickly identify ways to increase energy efficiencies.

Using these findings, Dong and his graduate student team will evaluate Marriott’s current energy systems and processes and recommend a method to capture data from multiple sources into a single database that provides timely and detailed performance feedback through visualisation. They will also create a communication strategy to help motivate hotel employees to conserve energy.

Wyndham Vacation Ownership recently received a Lodging Sustainability Award for Lodging Brand of the Year at the Lodging Green and Sustainability Conference & Expo in Las Vegas, Nevada in October 2014.

The awards "recognise the contribution of individuals, groups and corporate entities who exemplify the meaning of sustainability in the hospitality industry. The winners stand as role models whose work embodies the industry's efforts to be strong advocates for corporate social responsibility in doing what's best for both the environment and for the business while also appealing to the ecologically friendly traveller."

As part of the Wyndham Green sustainability program, Wyndham Vacation Ownership supports innovative sustainability practices at corporate facilities and more than 190 vacation ownership resorts throughout the world.

"In line with Wyndham Worldwide's global commitment to corporate social responsibility and the environment, we strive to build a culture where sustainability is always top of mind," said Geoff Richards, chief operations officer, Wyndham Vacation Ownership.

"In particular, our passionate associates help contribute to ongoing efforts each and every day by participating in year-round activities such as planting trees, saving energy and educating our owners."

To improve energy efficiency, water conservation, waste minimisation and other sustainable practices, WVO created one of the first certification programs in the timeshare industry. The WVO Green Certification Program tracks approximately 26 requirements in categories such as energy use, water use, waste reduction, indoor air quality and education, resulting in approximately $2.4 million in annual energy cost savings.

Starwood is committed to doing more to consume less and caring for our

planet. Its environmental policy addresses six areas of opportunity, and its initial worldwide focus is on energy and water with a commitment to reducing energy consumption by 30 per cent and water consumption by 20 per cent by the year 2020.

These goals are just the beginning of an ongoing journey toward environmental sustainability; Starwood also focuses on guidance for minimising and reducing waste and emissions, examining its supply chain and enhancing indoor environmental quality.

Starwood believes collaboration is key in addressing these issues, so the group formed a partnership with Conservation International in 2009. Starwood has worked together to set its energy and water goals and establish a platform that will enable it to hit those performance targets.

The reduction of energy use has been the cornerstone of Starwood's environmental policy since 2009. As the first global hospitality company to aim to reduce energy usage per built hotel room, throughout its properties, Starwood insists on including all its owned, managed, and franchise hotels in its energy reduction goal.

Sound business logic needed

As the cost of energy soars dramatically, largely due to long-standing inefficiencies of energy production and distribution, it becomes a vital issue for all accommodation providers to improve their efficiency in usage, management and buying.

But, it is crucial that any energy efficiency solution does not have a negative impact on the daily life of a busy accommodation complex, either during installation or afterwards. There should be no adverse effect on guest satisfaction.

Equally important, any proposed energy efficiency solutions need to be based on sound business logic and offer a very clear idea of return on investment timings. As a key part of this, the accommodation management should be able to measure accurately and understand current consumption rates, identifying the ‘quicker wins’ and so prioritise investment decisions. Any solution should also provide the means to measure and monitor, providing detailed feedback for management, allowing it to direct any adjustments needed and also accurately track savings against the payback schedules.

By Graham Vercoe and Brent Leslie, Industry Reporters

h housekeeping


Creating Additional Bedding Options:

Extra bed, extra revenue

EXTRA BEDS ARE A MUST FOR MODERN-DAY ACCOMMODATION PROVIDERS IN A WORLD WHERE TRAVELLERS DEMAND FLEXIBILITY AND GUESTS EXPECT THAT EXTRA MILE.

While online reviews rule the roost and competition remains fi erce, the availability of an extra bed could be the difference between making fi nal bookings and settling for quiet week. Maximising each room’s potential is key to maximising revenue, so making sure extra beds are available is one of the smartest ways you can boost your profi t margin. The additional revenue that is created by making extra bookings each month will help any accommodation manager improve their ROI.

There are a variety of things for managers to consider when looking to invest in extra beds. Often guests will request things at short notice, or will book accommodation elsewhere unless an extra bed or two can be promised. For these reasons, convenience is paramount. Not only do the beds need to be readily transportable and user-friendly, they also need to be convenient.

Comfort emphasis

An uncomfortable bed defeats the purpose of providing an extra bed as guests will be more likely to leave a poor online review. So comfort needs to be at the top of any list. It will be at the top of any guest’s list, after all.

Sofa beds are the typical choice. They are convenient because they don’t need to be moved in and out of a room and they are aesthetically pleasing as a sofa during the day. The issue guests often have with sofa beds is that they can be hindered by uncomfortable bars and frames because the mattresses are usually thin. Usually affordability will sacrifi ce comfort, which is why it is always best to try before you buy but space is also an issue with this option. Many rooms won’t have space to fi t a sofa during the day, so a sofa-bed could make the room look too cramped.

Roll-away beds are an excellent option for smaller rooms as they can simply be removed in the day. These beds usually have high quality mattresses and can be manoeuvred upright on a trolley. Though the beds are often comfortable and easily-transportable, guests will have to rely on staff to remove them from the room. This may not be very convenient. Roll-away beds are usually the best choice if extra beds are infrequent guest requests.

Zip popularity

Zip beds are another alternative that has been growing in popularity over the last few years. These are single-bed mattresses that zip together to create a king-size bed. Zip beds are great because they enable properties to, on the one hand, boast luxury king-size beds but on the other hand maximise the number of guests who can stay in a room. These beds may be more appealing to boutique hotels or bed and breakfast type accommodation providers that advertise luxury.

Trundle beds are a good option for family resorts or properties that frequently cater to children. They often have a thin mattress and a weight limit so they are less than ideal for adults. They are a convenient, tidy way to provide extra beds for families though as the mattresses fi t into drawers pulled out from underneath full-side beds. The problem with trundle beds is they can be broken with rough or over-use so they may require more maintenance than other options.

Air mattresses can be a great alternative to bulky beds as they are easy

to maintain and can self-infl ate. They also hide away in a wardrobe or under a desk so guests can make use of them as they wish without staff interference. The main downside is the price-tag, which can be hefty.

Rent or buy

Another question managers must ask themselves when looking to invest in extra beds is whether it makes more sense to buy or rent. Roll-away beds or air mattresses are easy to remove from the room but often accommodation providers do not have the storage space to keep them out of sight. For these items, it might be better to simply rent from a third party.

Plenty of hotels opt to rent in these situations but issues can arise when a guest puts in a short notice request. However, if the manager has a good relationship with his or her local hire company, this can more-than-likely be resolved.

Hygiene practice, pricing and health and safety regulations are all things to be considered with this kind of arrangement, though.

Whatever decision you make regarding additional beds should soon pay off in terms of a speedier ROI and extra bookings, so long as you consider the needs of your rooms, your guests and of course – try before you buy.

By Mandy Clarke, Industry Reporter

...AH Beard Velcro EZI- join panel is the practical solution for split king beds. It is easy

to fi t and remove, making connecting and separating beds a simple one person task...

h housekeeping


Creating Additional Bedding Options:

Innovation takes extra bed space to new level

WHEN IT COMES TO BEDS, A LITTLE INNOVATION CAN HAVE A CONSIDERABLE EFFECT ON AN ESTABLISHMENT’S BOTTOM LINE.

At AH Beard, New Zealand sales and training manager Sharon McGeough, says the company understands the importance to a hotel or motel of achieving an ROI, especially when it comes to beds. Ensuring that the rooms’ maximum capacity can be lifted to raise that ROI means that properties are looking for options.

“Over the last fi ve years we’ve certainly seen an increase in the number of split-king and super-kings going into hotel properties. Having the ability to split a bed into two means double the capacity and double the income,” she said.

“Pull-out bed frames have also been a big seller, not only under long wide singles as you would normally see in the domestic market, but under queen and king size beds – transforming a standard hotel room into a family room.”

Mrs McGeough says AH Beard now has two innovative products that

take providing additional bed space to the next level – new bunk and

rollaway options.

“The bunk is a sturdy, easy to assemble metal frame with a charcoal

powder coated fi nish. It’s available in single or long wide single that’s

ideal for properties that accommodate groups of children or adults. It

maximises fl oor space, turning one bed space into two.

“The rollaway is the perfect solution for operators who need fl exible

accommodation options. It can be moved easily from room to room

and it’s compact, lightweight design and handy wheels make for easy

storage when not in use,” she said.

0800 77 333 7 speedqueen.co.nz

hhousekeeping

45AUTUMN 2015

In-room Guest Laundries:

Guests’ in-room laundry can be a win-win

STAYING IN A HOTEL OR MOTEL WILL MEAN DIFFERENT THINGS TO DIFFERENT PEOPLE. TO THE CORPORATE TRAVELLER IT IS LIKELY TO MEAN TIME AWAY FROM FAMILY AND THE COMFORTS OF HOME, WHILE TO THE PERSON ON HOLIDAY IT WILL BE SOMETHING THEY HAVE LOOKED FORWARD TO.

But for anyone on the move for more than a few days, one problem will tend to dominate – how to have clean and tidy clothing?

Even for the business person who might only be away a couple of days and can keep the dirty clothes until they return home, they cannot turn up at that important meeting the following morning with their attire looking rumpled as though it is straight out of a suitcase.

So, considering what iron, ironing board and cover will best suit their needs should be of major concern to their host.

Business travellers will not have the time to fi nd someone to press their shirt or suit before dashing to that all-important meeting, and the facilities provided for them are likely to be very important factors in what establishment they stay at in the fi rst place and even more important in whether they decide to return.

h housekeeping


In-room Guest Laundries:

Losing them unnecessarily is simply not an option for an accommodation business. Repeat corporate custom is a jewel to be treasured – especially when large companies send numerous employees your way on a frequent and long-term basis.

Holiday factor – and others

On the other side of the business is the holidaymaker, perhaps a couple or family, or young people exploring their country or the world. Their clothing is likely to be far more casual but for anyone on the move for more than a few days – especially families – dirty laundry will mount up very quickly.

When the days are full of holiday activities or travelling, the problem can dominate so much that it can detract from the whole travel experience. Staying somewhere that can take care of it, particularly in the evening when the day’s activities won’t be interrupted, will be a big attraction.

While some guests will be satisfi ed with hand-washing a few items in their room, perhaps more-so in lower budget accommodation, the vast majority will expect a more sophisticated system these days.

It is becoming more common for hotels and motels to offer units where both a washer and dryer can be neatly tucked away in a compact space behind a door, solving a problem for both business guest and holidaymakers, particularly if there is space for a small tub as well. This is especially valuable for corporate guests who might be staying for several weeks or even months on a course or contract assignment. Their room or unit will be their home away from home.

Holiday makers will also appreciate this facility but not everyone fi ts in to the corporate or holiday categories. For instance, relationship breakdowns are all too common and one partner might need somewhere to stay in a hurry. People from outlying areas frequently have to travel for more severe types of medical attention and could be with you for some time while receiving treatment, while home refurbishments mean it is often easier for both tradesmen and residents if the latter move out for at least the major part of the work.

Whether guests are washing their smalls in the bathroom, using the washer, or even sending their laundry out, it is very likely that they will want to carry out some ironing in their room. Most establishments provide an ironing table but guests unfamiliar with the type of iron provided can fi nd it diffi cult to achieve satisfactory results.

Avoiding the problems

Weatherdon Corporation supplies exclusively to the hospitality industry. The family company has been in the business for 40 years and now services more than 600 hotels in Australia and New Zealand, distributing its

products in New Zealand via Starline Products. Managing director Robert Weatherdon is well aware of the problems that can arise.

“An iron can be hot stuff in anyone's language and not everyone speaks the same language. One of the things we've learnt in more than four decades is that people are never going to read an instruction book and what makes sense to one, is incomprehensible to another. A key feature or all our designs is big, easy to read and understand icons.” Mr Weatherdon is a fi rm believer that domestic appliances and products do not usually work too well in an accommodation setting.

"They are often too big and take up valuable space. Household items tend not to be robust enough to withstand some of the punishment guests can unintentionally – or indeed intentionally – dish out. They can be expensive and some are so poorly designed, no-one can be sure how to use them.

“If there's ever a reason a domestically available iron is just not good enough for a resort environment, it's the ‘water torture test’. Hotel room faucets and sinks aren't always the same as the ones at home so a hospitality industry iron must be able to withstand being rammed into the

tap, repeatedly.” He recommends having steam irons with “a virtually unbreakable cap.”

Ironing boards that are diffi cult to set up or fold can certainly lead to jammed fi ngers, and if they are not stable – perhaps on plush carpet – could tip over while in use.

"Stability is really important in an ironing board. That's why the more expensive models are heavier and designed to be as practical as possible in plush surrounds,” said Mr Weatherdon.

"I'd suggest the investment in an ironing board that will hold its own is more than offset by what happens if a guest decides to do away with a wobbly board and takes to ironing directly on

bed linen, the fl oor or other furnishings."

The boards also need to be compact so they take up little space.

"Our team can design an ironing board and match it with an iron that fi ts discreetly into a cupboard in the room, as well as offer a range of fi ve ready-made boards and coordinate them any one of six different irons. We offer a range of fi ve ironing boards, and one version has a retractable hook so it hangs neatly inside a wardrobe," he said.

And most who do ironing will have experienced the frustrations of an ill-fi tting cover. To accommodation management, the frustrations can come frequently when the covers become marked or dirty in some way and so need to be replaced. In addition to a range of standard ironing board covers in metallic colours, Weatherdon offers a special product for resorts: a double-sided black or silver one-size-fi ts-all cover with built in padding.

“The Compass double-sided ironing board cover is designed to halve housekeeping costs and customer complaints. If there’s a stain, just turn it over without the need for washing. It also means the one cover can survive double the wear and tear. All of our covers have elasticised sides, so are easy-to-fi t and remove, and they stand up to repeated cleans,” concluded Mr Weatherdon.


Nero 600 plus Steam/Dry Iron

Hotel Size Ironing Board

Odours to Eliminate?The Mark 5 Fan Forced New-Air Deodoriser that is designed to be able to be placed on the �oor of almost any room and can effectively destroy bad odours, kill airborne viruses and bacteria, and is effective against cigarette smoke.

It draws in air at one end of the unit and passes it over an ultra violet lamp, putting out clean odour-free air from the other end. The unit plugs into a standard power outlet and has a handle to make it easy to move from place to place.

Suitable for:

• Home & Of�ce • Hotel & Motel Rooms • Caravan Parks & Cabins • Hospitals & Doctors Surgeries • Aged Care Facilities • Toilets • Veterinary Surgeries • Kennels & Catteries

Illi 1 Soap DispensersPreviously dispensers only met functional requirements, but increasing demands for a more aesthetic design has led to the development of the ILLI soap dispenser systems.

Scandinavian Amenities has, in collaboration with the respected Danish design of�ce Bønnelycke Architects, developed innovative dispensers in a Scandinavian and timeless design that is uniquely competitive in its market.

Flexibility of basic design with two or three standard colours and the ability to customise, all add to the ease of tailoring the dispensers to every surrounding. With consideration for economical competitiveness, personal hygiene, cleaning and maintenance of the dispenser, the functional ILLI 1 design resulted in a three component solution: a housing, a bottle and a cover. The tough plastic housing and cover make a ‘simple to mount’ and ‘easy to clean’ soap dispenser that withstands daily use. The re�ll bottle is equipped with a cap that makes the dispenser completely drip free, and the 325 ml bottle is installed in the dispenser in seconds.

Together the three components not only create a logical dispensing system,but also create a look of quality and elegance.

P. +64 9431 8365 | Free NZ 0800 277 225 | Fax +64 9431 8368 | E [email protected]

www.starlinegroup.co.nz

A tough black plastic housing, one-piece blow moulded design that is simple to mount and easy to clean. One fits all.

$5.95EA + GST

Available in 3 colours – Alu, Black and Cream with the graphics Soap, Hair.Body, Conditioner or Body Milk.

$6.95EA + GST

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Dimensions (mm):

Weight (kg):

Enclosure:

Voltage

Power Comsumption

Lamp

500x120x150

3.0

Stainless Steel

240 Volts- 50Hz

20 Watts- 0.37 amps

Mark 5 Lamp

Technical Speci�cations

h housekeeping


Winter Warmers:

Cosy bed warmers help guests enjoy a sound sleep OOOH DEAR! THE TEMPERATURES ARE DROPPING RAPIDLY ON BOTH SIDES OF THE TASMAN AND THERE IS NO DOUBT SUMMER IS OVER. TIME TO CONSIDER HOW THIS CHANGE OF SEASONS WILL AFFECT YOUR GUESTS.

Of course, the menus will change in the restaurants, slightly different drinks will be ordered in the bar and only in a few localities will guests still choose to eat and drink outside – but what about the guest rooms? How will the bedding change – or will it need to change at all?

In larger, air conditioned properties there might not be any obvious need to alter the bedding that served so well all through the summer – after all, guests only need to turn the temperature control dial slightly to achieve the temperature that makes them comfortable – but life is not always so simple, particularly where there is more than one guest in the room.

Not everyone likes to sleep at the same temperature level. For instance, a woman might prefer a temperature that is too hot for her partner, while a man might be used to having a window or deck door open to he can have some fresh air – making his partner feel too cold. Or there might be children to consider. While there might be air-conditioning there is still a need for flexibility.

And even when all the guests in a room or suite do feel comfortable in their beds, there is the question of perception. Summer bedding might seem fine in a range of lighter colours but they might appear somewhat out of place in the winter where darker, brighter, cosier colours and perhaps a throw, quilt or heavier bedspread would seem more appropriate.

In many accommodation properties, a different type of bedding will be essential. Smaller hotels and motels, ski lodges, holiday parks, homestays and backpackers will usually have to alter summer bedding for their guests.

Electric blankets will often come into play. But they will not always be

necessary. More thermally-efficient blankets and perhaps a brightly-coloured quilt or other extra covering might be all that is required. And whatever the preferred solution, it has to be considered how they will be kept hygienic. Heavy bed coverings that might shrink or require frequent dry-cleaning can have a significant effect on an establishment’s bottom line.

Much will depend on the type of property and this is where owners and managers will need to make a decision on what would suit them best. To assist, AMG consulted three well known experts in warm bedding: Westpoint Australia which specialises in Vellux thermal blankets; Yardley Hospitality where the principal winter product is Sunbeam electric blankets; and Texco International where the main emphasis is on bed coverings.

John Collins, managing director of Westpoint Australia, has seen extensive change and developments during more than

three decades in the industry. He says quilts are now strong in the four and five-star establishments due to their attractive appearance.

“However, all establishments also offer an option of blankets, either in the room cupboards or selected from reception. Guests often prefer to request the blanket these days because many feel that the quilt fill may not be so hypo-allergenic clean due to rarely being laundered, while a blanket in a plastic bag has obviously been washed. The old style cotton blankets have been phased out due to their heavy weight and low warmth ratings,” he said.

At Yardley Hospitality, managing director Paul Yardley says electric blankets are one of the most cost-effective ways to keep warm as they only warm your bed or body, and do not waste energy heating the whole room. His company specialises in Sunbeam products.

“Sunbeam remains the market leader in electric blankets and has long been Australia’s most trusted brand in this category. Sunbeam developed many of the innovations that are now standard features, such as fully fitted designs, detachable controls, machine washable, boost controls and cosy feet heating,” Mr Yardley said.

“Other Sunbeam innovations include exclusive SleepPerfect Technology which is used on SleepPerfect electric blankets and Feel Perfect heated throws. This technology senses changes in room and body temperature and automatically adjusts to maintain the users selected heat setting.

“A Sunbeam Sleep Perfect electric blanket uses 150 watts maximum (at the highest setting), which costs around two cents per hour. Once your selected temperature has been reached, the electric blanket uses the

hhousekeeping

49AUTUMN 2015

amount of power required to maintain that heat setting, making it even more energy efficient,” he said.

The Vellux blanket from Westpoint Australia, was developed and patented by an American technology company, JP Stevens, in the early 1980s responding to demand for a daily commercial laundering blanket product. More than 160 million Vellux blankets have been sold worldwide to accommodation houses.

“The central core is thermal which traps the body heat so you have warmth without weight. It is the lightest blanket in the world and rated at 1.7 Togs – one of the warmest of all,” said Mr Collins.

“As Vellux is constructed as a type of fabric welding, it’s reported to be shrink proof – and amazingly colourfast. The blankets can be washed daily, then thrown in the dryer and never need ironing. In fact, the more they are washed the better because the central core remains nicely soft and supple.”

At Texco International, national sales manager Desiree Henry says the perception of a warm and cosy bed is very important and there should

always be a spare blanket in the cupboard for guests.

“My recommendation would be a Sherpa or Polar fleece type. The Sherpa is a very warm attractive blanket which has a sheepskin look on one side and coral fleece on the other. As this type of blanket often looks very smart, it can also be used as a throw on the end of bed.

“With triple sheeting being a very popular choice these days, I’d suggest using a good quality 270gm continental blanket with a quilted bed-end comforter which can unfold to cover the majority of the bed. This will not only give a luxurious look but have the added warmth required. Feather and down is also regarded as a cosy but often costly option.”

Mrs Henry says she has noticed a trend towards mattress toppers. “These are not only an added comfort to the bed but also very warm and snuggly. An affordable option would be a micro fibre ball inner with 100 per cent cotton outer. A more expensive but very luxurious option would be a feather and down mattress topper,” she said.


TEXCO DESIGNWhy a refurbishment?- Quickly change an out-dated or tired room - Attract new and/or retain return guests - To create a modern and fresh look - Minimal turn-around time - Know you are offering your guests a comfortable stay

Why Texco International?- Personalised, made-to-measure service - Huge variety of fabrics - Complete accommodation package available including beds,

bedspreads, cushions, runners, comforters, top sheets, continentals, duvet covers, headboards

- We will work within your budget - In-house manufacturing - On-going support - 20+ years’ experience - Nationwide service - New Zealand owned and operated company

Telephone: 0800 925 377www.texcointernational.co.nz

h housekeeping


Public Washrooms:

Hygiene, health and happiness: Boost guest satisfaction with your public washroom

PUBLIC WASHROOMS ARE THE UNDERESTIMATED, UNDER-APPRECIATED FACE OF YOUR ACCOMMODATION PROPERTY. MORE OFTEN THAN NOT THE FIRST AND LAST FACILITY GUESTS WILL USE, THEY CAN MAKE OR BREAK A GUEST REVIEW.

Hygiene is the most important element but there are other factors that should be taken into consideration, including technology, green products and odour control.

Maintaining a hygienic washroom sounds easy enough with the range of cleaning products and services available today. However, things can quickly go awry. The majority of complaints made about a property involve poor standards of hygiene, and consistency is the key to avoiding these complaints.

Regular cleaning throughout the day is essential for any public washroom to replace toilet paper, replenish soaps and to make sure there have been no mishaps.

A high quality, well-designed facility can also give your property the edge over competitors, particularly if you have invested in green materials or impressive technologies.

Hands-free technology is the cornerstone of a five-star public washroom. The latest products to incorporate this technology include: toilets, taps, hand dryers, soap dispensers and doors. Not only are they more convenient to use, they are infinitely more hygienic and far easier to clean.

Hand dryers are one way for you to be more environmentally friendly by eliminating the need for paper towels. This will also reduce queuing as dryers can now dry hands in less than five seconds.

Older hand dryers attempt to evaporate the water on wet hands and are generally lukewarm, ineffective and bacteria-riddled. High-speed and hands-free options have become the industry preference and for a good reason – they are effective.

The air used is filtered to remove 99.9 per cent of airborne bacteria and the machines are regulated by NSF International to make sure health and sanitation requirements are maintained.

There are a range of toilet hygiene products available for public washrooms. From disposable toilet seat protectors, to antibacterial seat sprays, wipes and cleaners; you can install dispensers in each cubicle to encourage good hygiene.

...Baby-changing amenities, hands-free technology, consistent cleaning maintenance, effective ventilation and air-freshening are all ways for an accommodation provider to show guests they care about the quality of service

they provide....

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Ecomist automatic odour and insect control systems

ECOMIST

supplier profi le

Controlling Insects

The fi rst step to control insects in your establishment is hygiene and sanitation. Make sure garbage is disposed of quickly and effi ciently so that insect attractants are limited.

Once you’ve taken care of hygiene and sanitation you can turn to an automatic insect control system. Ecomist’s automatic insect control system uses natural pyrethrins in their Insect Killer which has a very fast knockdown, is safe for humans, and also acts as a repellent once existing bugs have been killed. Once again, the commercial Ecomist dispenser can be set to only use product when needed.

Ecomist offers free trials to commercial customers wanting to try their automatic dispensers and if you decide to go ahead with it they have two options;

1. For the monthly service plan your local Ecomist franchisee comes in once a month, changes refi ll cans and keeps the dispensers in good working order (the monthly fee includes a

refi ll can and lease of the dispenser).

2. For the Do-It-Yourself option, dispensers and refi ll cans are purchased and your local Ecomist franchisee will make sure you never run out of cans.

Call your local Ecomist on 0800 75 75 78 to set up a FREE TRIAL today!

Ecomist offers “automatic” solutions to two common problems in the accommodation industry that have the

ability to infl uence your guest’s perception of their stay; insect pests and offensive odours. The word “automatic” is used because the solution is based on the controlled release of aerosol products using a programmable, automatic dispenser.

Controlling Odours

It’s important that the source of any odours are removed as no matter how good an odour neutralising product you use, if the source of the odour remains it will most likely keep emitting the offensive odour. Ecomist has an “Odour Bomb” similar to a fl ea bomb that you can use to clear a room of odours following removal of the odour source.

For ongoing odour neutralising around problem areas e.g. toilets or around garbage, Ecomist has a huge range of fragranced odour neutralisers that both remove odours and perfume the air (they also have non-fragranced odour neutralisers).

Their specifi cally designed commercial dispensers have a wide range of settings to cater for various operating hours and situations.

This means the dispenser can be customised to dispense product when you need it and turn off (or to low) when you don’t.

P: 0800 75 75 78 | E: [email protected] | www.ecomist.co.nz

Which scent do you think your guests would prefer?

Ecomist has over 50 Fragrances to choose from; and this product not only fills your room with a wonderful scent but neutralises bad odours too.

You can have these installed by an Ecomist owner operator and serviced on a monthly basis for as little as 75c a day per dispenser.

CountryShanelVanilla

h housekeeping


Odours:

Unique approach to odours

ECOMIST IS RELATIVELY WELL KNOWN FOR ITS ODOUR-KILLING DISPENSER PRODUCTS. ONE OF ITS MORE SUCCESSFUL PRODUCTS DISPENSES ECOMIST INSECT KILLER CONTAINING NATURAL PYRETHRINS TO KILL AND KEEP INSECTS OUT OF HOMES AND BUSINESSES. THESE SAME DISPENSERS CAN ALSO BE USED TO KILL FOUL ODOURS.

Ecomist boasts a wide range of around 50 available fragrances inspired by well known perfumes such as CK One, Joop, Poison, Burberry, etc. It also offers food-inspired smells including blueberry muffi n, apple, grape, vanilla, and citrus. Other mixes like citrus and lavender, peach and passionfruit could work particularly well in a washroom setting. The products themselves are quite unique as they feature a two-in-one odour neutraliser/perfume. The odour neutraliser destroys bad smells rather than masking them, and once the odours have been destroyed a perfume fi lls the air.

“Our perfumes come from a perfumery in France and are top-quality. The unique notes that each one has boasts are balanced and last

well. They are not new to the market, we have been around since 1992, and our initial fragrance range was launched in 1994” said company spokesman Nicholas Schnell.

“We believe our dispensers are the best on the market because of their solenoid valve technology that creates an extremely fi ne mist. When sprayed, the particles are light enough to remain airborne, circulating on air currents for customers to smell. Our commercial dispensers have a wide range of programs, can turn off when customers are not around, and on when they are for optimal use.”

By Rosie Clarke, Industry Reporter

These sanitisers also help protect the plumbing from lime scale and long-term wear. Taking a harder look at your toilets’ fl ushing mechanism is also worthwhile in terms of hygiene and environmental health. High pressure fl ushes might be more hygienic but water wastage is a huge concern, particularly for more rural properties relying on tank water, so this is something to consider.

State-of-the-art sanitary bins and units also have automatic vapour sprays installed that disinfect and help eliminate bad odours. This type of technology goes a long way towards upgrading your facility.

Silent air fresheners with motion-sensitive systems are energy effi cient as well as benefi cial to guests. These should all be researched prior to installation to ensure their effectiveness as many are just temporary solutions. Proper air ventilation is also crucial; if your facility has no windows, an extractor fan might be what you need.

Though often neglected, door handles harbour the same germs as taps and toilet fl ushers so it is vital to consider them as part of your facility. It makes no sense to have hands-free taps, soap dispensers and toilets, but regular door handles as this will negate the germ-free ideal.

Automatic doors, swing doors, motion sensitive locks, are all valid options for public rest-rooms. Door signage is also something to consider. Etiquette reminders are a simple yet effective way to foster a hygienic space. Reminding visitors not to throw paper towels on the fl oor, to turn off taps, wipe down seats with sanitiser after use, etc., are all ways to improve washroom cleanliness and make life easier for cleaning staff.

Another element of public restrooms that is often overlooked, is baby-changing facilities. Particularly in mens’ toilets these are often absent but if your property caters to families they are a vital inclusion.

Parents are far more likely to revisit accommodation where they feel welcomed and installing basic baby-changing solutions is a simple way to show a higher level of care and boost your service. Hygienic nappy

bins, changing tables and even vending machines that offer infant-related essentials would make impressive additions to any public washroom.

There are also various staff considerations to put in place when maintaining a hygienic public washroom. The idea behind these is to minimise health risk and uphold a consistently good standard of service.

Any member of staff working in the hospitality industry should adhere to the following basic guidelines:

1. Clean clothing or uniform - workers should change into/out of a uniform at the beginning and end of their shift where relevant.

2. Hair should be kept clean and secured.

3. Jewellery should be kept to a minimum.

4. Wounds should be covered with a waterproof dressing.

5. Hand contact should be kept to a minimum. Disposable gloves and/or utensils should be used for food handling.

6. All workers should follow a daily hygiene regime, maintaining good personal hygiene.

7. Thorough hand washing procedures should also be maintained.

Guests will continue to be impressed by a hygienic, well-thought out public washroom facility. Baby-changing amenities, hands-free technology, consistent cleaning maintenance, effective ventilation and air-freshening are all ways for an accommodation provider to show guests they care about the quality of service they provide.

Most bad reviews will cite poor hygiene and disappointing washroom or bathroom amenities are a common complaint of unsatisfi ed guests. So investing in a solid restroom space for your property is a good way to combat negative reviews and encourage repeat visits.


Ecomist automatic odour and insect control systems

ECOMIST

supplier profi le

Controlling Insects

The fi rst step to control insects in your establishment is hygiene and sanitation. Make sure garbage is disposed of quickly and effi ciently so that insect attractants are limited.

Once you’ve taken care of hygiene and sanitation you can turn to an automatic insect control system. Ecomist’s automatic insect control system uses natural pyrethrins in their Insect Killer which has a very fast knockdown, is safe for humans, and also acts as a repellent once existing bugs have been killed. Once again, the commercial Ecomist dispenser can be set to only use product when needed.

Ecomist offers free trials to commercial customers wanting to try their automatic dispensers and if you decide to go ahead with it they have two options;

1. For the monthly service plan your local Ecomist franchisee comes in once a month, changes refi ll cans and keeps the dispensers in good working order (the monthly fee includes a

refi ll can and lease of the dispenser).

2. For the Do-It-Yourself option, dispensers and refi ll cans are purchased and your local Ecomist franchisee will make sure you never run out of cans.

Call your local Ecomist on 0800 75 75 78 to set up a FREE TRIAL today!

Ecomist offers “automatic” solutions to two common problems in the accommodation industry that have the

ability to infl uence your guest’s perception of their stay; insect pests and offensive odours. The word “automatic” is used because the solution is based on the controlled release of aerosol products using a programmable, automatic dispenser.

Controlling Odours

It’s important that the source of any odours are removed as no matter how good an odour neutralising product you use, if the source of the odour remains it will most likely keep emitting the offensive odour. Ecomist has an “Odour Bomb” similar to a fl ea bomb that you can use to clear a room of odours following removal of the odour source.

For ongoing odour neutralising around problem areas e.g. toilets or around garbage, Ecomist has a huge range of fragranced odour neutralisers that both remove odours and perfume the air (they also have non-fragranced odour neutralisers).

Their specifi cally designed commercial dispensers have a wide range of settings to cater for various operating hours and situations.

This means the dispenser can be customised to dispense product when you need it and turn off (or to low) when you don’t.

P: 0800 75 75 78 | E: [email protected] | www.ecomist.co.nz

Which scent do you think your guests would prefer?

Ecomist has over 50 Fragrances to choose from; and this product not only fills your room with a wonderful scent but neutralises bad odours too.

You can have these installed by an Ecomist owner operator and serviced on a monthly basis for as little as 75c a day per dispenser.

CountryShanelVanilla

hhousekeeping

53AUTUMN 2015

t technology


Staff Communications:

Radio communications industry talks back to critics

THE CONTINUED INCREASE IN MOBILE PHONE POPULARITY ACROSS THE ACCOMMODATION INDUSTRY MAY HAVE CAUSED SOME TO OVERLOOK THE ROLE OF RADIO COMMUNICATIONS IN HOTEL MANAGEMENT.

Although mobile apps, Internet and network services are developing at a rapid rate, two-way radio systems are still the preferred choice of staff communications for plenty of accommodation providers around the country.

Technology is advancing at such speed there is confusion about how managers can meet the demands of an increasingly competitive industry without splashing out on every new device. AMG spoke exclusively with Ian Miller, an executive offi cer at the Australian Radio Communications Industry Association, to get the industry’s side of the story and fi nd out exactly what managers need to know.

Mr Miller initially spoke to the confusion about the similarities and differences between mobile phones and two-way radios. He noted that while mobile phones have a “strictly person-to-person format”, two-way radio has the fl exibility to function “one-to-one, one-to-all, or all-to-all”. The “to-all” functions are particularly useful when group calling is required due to a major incident or team management event where a group of people need to understand what is going on.

“Digital two-way radios offer many facilities and are getting smaller. They can also be used for simple messaging services, or offer GPS location facilities. This might be handy in a large resort with a geographic spread.”

Mr Miller added that with land mobile radio, “there will be an initial system cost, but no call charges, and systems can be confi gured so that in the event of a major problem, a system controller can immediately terminate all communications apart from radios”.

The ARCIA executive also spoke about the different requirements of different property types. He confi rmed that a high-rise hotel would require a different system design than a resort on acreage, for instance. “Basically the different radio technologies within LMR offer similar facilities, but the design of the underlying infrastructure will vary with the facility requirements,” he added.

All good suppliers will be able to recommend technology based on the system design. While “a high-rise facility may need antenna cabling to be installed within the building, an open-plan resort covering a couple of hectares may need very little infrastructure”.

Mr Miller also recommended a couple of upgrades that would be worthwhile for accommodation providers. For those that already operate two-way radios, he emphasised the importance of keeping up-to-date with the Australian Communications and Media Authority (ACMA) as, in recent years, it has made a variety of changes to the 400MHz band where most systems operate. These will require equipment upgrades if they haven’t already been done. Mr Miller said: “If in doubt then contact the ACMA or any of the ARCIA members for advice.”

The other upgrade he recommended involves moving from analog to digital technology. Signifi cant benefi ts to this involve connecting radio systems over vast distances so that resort chains operating multiple properties in a particular area can communicate easily. “People such as maintenance can operate radios at each location and stay connected to each property” regardless of network issues or major incident.

AMG asked Mr Miller what he thought about mobile apps claiming they can effectively retire the two-way radio market.

He replied: “Despite popular belief that two-way radios are a dying industry, we are alive and well. All of our equipment supplier members advise that they are still experiencing sales growth each year.”

While Mr Miller agreed that mobile technology seems to be advancing at an unmeasurable rate, he claimed that it has not made the radio communications industry redundant yet. “A few years back they came out with an ‘app’ allowing users to talk directly to a group but there were limitations. All the phones had to be ‘logged on’ to the same mobile phone tower, they had to have the same carrier and if any were on a phone call they weren’t included,’ he noted.

In the future, accommodation providers are going to have to make decisions about what technologies to invest in and what to ignore. For those who have already invested in something, the key is knowing when to move on to the next thing. Mobile app technology has yet to supersede two-way radio systems, according to Mr Miller, and it is not yet certain whether it ever will.

“The primary decision is what the communications system is going to be used for. If it is for property management and guest safety and security, then the system should be totally reliable and proven to do what is expected in emergency situations.”

Something to consider is how well the chosen technology will operate in an emergent situation. Mr Miller explained: “One of the problems for any public carrier systems is that they usually fail fairly early in any emergency. In the recent cyclones in Queensland, plus the bushfi res in South Australia, the mobile phone systems failed quickly.” This is because they only have limited back-up power. In an emergency everyone wants to call their families but the systems become very busy and access deteriorates.

Two-way radios have a reliable workability that makes them an operational staple for many providers and handy in a crisis. Whether or not mobile technology is considered a threat to the industry, it is clear that radio communications have an undeniable and vital role to play.


...In the future, accommodation providers are going to have to make decisions about what technologies to invest in and what to

ignore. For those who have already invested in something, the key is knowing when to move

on to the next thing...

Samsung’s compact DBD series displays provide an engaging, personalised customer experience through eff ective, targeted communication. Exceptionally durable and long-lasting, these displays support multiple connectivity and easy content management with Samsung’s embedded, all-in-one software solution and built-in media player. The Wide Viewing Angle panel ensures content is visible from the entire room. This allows you to make the most of your limited space in a more creative and impactful way.

Gain reliability and versatility in a professional compact display

DBD display off ers you an array of professional grade features in a compact form factor so that you can easily meet various customer needs. These smaller displays are ideal for delivering customised content to individual customers for a more up-close and personalised experience with the ability to fi t into the smallest of spaces and capture

viewer attention at eye level. Plus the DBD off ers high reliability with guaranteed 16/7 usage and a 2 year warranty for a professional-level display you can count on.

Simplify content delivery with a hassle-free all-in-one solution

Improve productivity and reduce operating costs by installing and confi guring the signage solution in small spaces with greater ease. The embedded, all-in-one 2nd Generation SSSP eliminates the need for a separate PC or media player to streamline digital signage

operation and improve total cost of ownership (TCO). To boost effi ciency, content deployment is simplifi ed without a PC by USB plug-and-play.

Manage digital signage wirelessly virtually anywhere, anytime on a mobile device

With a convenient built-in Wi-Fi module, users can control and wirelessly distribute content to the digital signage solution using mobile devices for convenient content management. The ability to send and schedule content from a mobile device, instead of locating a PC that is connected to the digital signage or fi nding suitable cable connections simplifi es display management.

Easily manage digital signage with a simplifi ed Home UI, tools and templates

Experience intuitive control of digital signage functions with a newly designed Home screen user interface (UI) that can be customised with quick access to frequently used functions and menu confi gurations. Save time and eff ort by easily and eff ectively creating and delivering your message with 100 types of included pre-designed templates that are targeted for various vertical markets.

Ensure wide visibility of images optimised for location

Samsung has engineered the DBD display with several features that ensure superb picture quality for maximum impact. Audiences can view the screen clearly from almost anywhere thanks to an extremely wide-viewing angle with a WVA panel. In addition, various picture modes can be used for a variety of environments to the gain the optimal quality for the right location. These include rich colour and detailed texture to promote products in a shop or mall, sharp text and video to deliver information and branding in an offi ce or school, plus scheduled changes of time table text and video advertisements for a transportation terminal.

Control displays in multiple locations easily and instantly

Remotely control Samsung SMART Signage installed in multiple locations from a web server while viewing their current screens in real-time. DBD’s enhanced remote management feature streamlines management and enhances convenience. With MagicInfo server, you can achieve an uncluttered and simplifi ed digital signage confi guration that delivers rich media content, enhanced operational effi ciency and lower TCO.

Highlights

• Enhance the customer experience by eff ectively delivering engaging personalised messaging at the ‘point-of-sale’ with sleek, space-saving LED displays.

• Experience the advantages of a highly-reliable professional-grade display backed by 2-year warranty.

• Boost power and functionality with the 2nd Generation Samsung SMART Signage Platform

• Project crisp, clear images with FHD output and a 450-nit brightness

• Simplify networking with a built-in Wi-Fi module

• Leverage the advantages of the global Samsung brand identity

• Gain added fl exibility with a 10.1” to 22” screen sizes

• Convey a high-tech image with a slim, sleek design

If you would like to learn more about how this technology can be implemented into your business then please feel free to contact Nathan

Lee at Harvey Norman Commercial on Mob: 021 243 1008, Ph: 03 3635910 or Email: [email protected]

Samsung DBD displays:

Compact digital signage for your business

t technology


Mobile Apps:

Are mobile apps the future of the accommodation industry? AS THE ACCOMMODATION INDUSTRY LOOKS TO NEW ONLINE TRENDS FOR WAYS TO EVOLVE AND PEOPLE FROM ALL WALKS OF LIFE BECOME MORE AND MORE AU FAIT WITH ADVANCING TECHNOLOGY, MOBILE APPS HAVE BECOME INCREASINGLY POPULAR.

Not only do they offer marketing opportunities and boost a property’s branding potential, but they also present unique ways for accommodation providers to improve a guest’s experience. There are a plethora of apps now available, each one different to the next, but what are the implications for managers?

AMG asked professor Hua Wang from the Centre for Applied Informatics at Victoria University, Melbourne, whether he thought accommodation providers needed to put any precautions in place before investing in any mobile apps.

He believes that so long as the hotel is transparent about how the app can be used and what data it collects, there should be no issues. “Provide enough information to guests such as demos,” he says. “Tell guests the truth and provide secure communication software such as GPG.”

Mobile-friendly Google move

Google’s latest algorithm change in late April, will cause mobile-friendly websites and apps to rank higher in Google searches than other sites. The move has everyone questioning their internet presence and looking at ways to improve their business’s use of technology. It seems that mobile-friendly apps will soon be more advantageous than ever before and not having a mobile-friendly website will put you at a disadvantage.

A mobile app is certainly not the same as a mobile-friendly website, but the two come hand-in-hand where guests are concerned. Both designs revolve around smartphones and tablets: they avoid flash software that can only be played on computers, the content is readable and clickable without zooming or scrolling, and they download faster.

Considering the volume of mobile bookings increased 36 per cent in 2014, according to HeBS Digital Research, it is clear that the easier it is for people to book their stay on their phone, the better for accommodation providers. If you want your guests to avoid booking online with third parties, make it as easy as possible for them to come to you directly.

A mobile app gives providers the opportunity to engage with guests before they even arrive, taking their booking, noting their preferences, generating recommendations, maps, organising wake-up calls, dinner reservations and more. The goal is to provide a more personalised, seamless guest experience so that by the time they arrive they are already satisfied with their stay.

Streamlining process

Check-in and check-out can also be done via a mobile app, streamlining the process to eliminate frustrating front-desk queues and long hours stuck behind a reception desk. Many hotel chains have already started to adopt this method but it is something smaller properties could do as well.

The argument against check-in mobile apps often come from those who enjoy the personal feel of chatting to the front desk upon arrival. However, this could be mitigated by having a traditional concierge present during peak hours to talk to guests while the check-in process is done via an app.

Once checked in, accommodation providers can use the information guests have submitted on the app to make arrangements and personalise their stay. Scheduling wake-up calls, breakfast orders, taxi bookings and dinner reservations, but there are also a plethora of creative extras you can offer guests via an app.

Some that already exist offer guests the option to select a celebrity voice wake-up call while others make unique sightseeing recommendations, allow the user to customise which bathroom amenities, pillow type or mini-bar contents they want present in their room.

More nifty tricks

Another nifty trick is for users to video chat with housekeeping or the front desk to troubleshoot any problems with the room. Some apps double up as a door room key, allowing guests to enter and exit their room automatically by scanning a barcode on their phone.

The fun continues after your guest has checked out as you can maximise repeat visits by notifying them of special offers, upgrades and upcoming events via the app. Yet another way mobile apps can come in handy for accommodation providers is data analytics. According to big data strategist Mark van Rijmenam, “there are many different ways the data collected from hotel apps and wifi can be useful, but it depends what you want to collect”.

He argues: “You can use the wifi to track how people move through the hotel as well as get an estimate of how many people are present in the hotel at any given location. If people use an app to reserve and check-in, concierge service can know exactly the estimated-time-of-arrival for new guests. Mr Rijmenam also adds that when guests use the app via their social media accounts you can get insights on their preferences and likes, and use those to make recommendations, etc. “This generates a lot of data that can be used to improve the services of the hotel,” he says.

Mobile apps are becoming more and more prevalent in the accommodation industry but so far it seems larger scale chains are the only ones making use of the new technology. It would be fascinating to see the positive affect mobile-friendly apps could have on smaller accommodation providers over the next couple of year.


...Check-in and check-out can also be done via a mobile app, streamlining the process to eliminate frustrating front-desk queues and long hours stuck behind a reception desk...

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t technology


Room of the Future:

There's a tech for that

ROOM LIGHTS THAT TRANSMIT LI-FI, LANGUAGE TRANSLATION WATCHES FOR RECEPTIONISTS AND ENTERTAINMENT VIA VIRTUAL REALITY HEADSETS.

It’s what the hotel of the future could offer as envisaged in an Inspiration Hotel display by the Best Western group at its conference at Celtic Manor in South Wales – four hotel rooms of the future to inspire more than 281 independent BW accommodation providers.

In Best Western's portfolio is the oldest purpose-built hotel in Europe, which has served Salisbury sightseers since 1220. In 2015, Best Western wants to have the most modern hotels as well. The chain is an enthusiastic embracer of technology - it claims it was the fi rst hotel brand to introduce free wifi .

Looking around its Inspiration Hotel wifi seemed very last century. Think instead: Li-Fi, Mi-Fi and coffee machines that remember how you take it.

A global fi rst, Best Western GB revealed Li-Fi’s capability within the hospitality arena. A 5G light communication system, Li-Fi is able to transmit data using light visible to the human eye and is set to put wifi in the shade. Not yet commercially available, this was fi rst time accommodation providers were able to see the technology up close and personal.

Other innovations included a table that charges guest's devices by lying them fl at with no need for cables, digital keyboards, smartphone payment, secure door 'keys', and 3D printers for guests to create phone cases, cups or even emergency footwear.

The display aimed to demonstrate how the latest technologies can benefi t both accommodation providers and guests, from check-in to check-out.

The biggest buzz was around Li-Fi – sending data wirelessly using the light in the room rather than traditional wifi routers. A sensor, attached to a laptop, communicates with detectors fi tted to existing lighting via rapid changes in light intensity, invisible to the naked eye. A hotel could fi x detectors, offering dense, fast connections throughout. An advantage for the user is security. If someone in the lobby wanted to steal a guest's data, they would need to hover between the guest's device and the light.

An advantage for the hotel is that they know where the guest is. “As the user moves through the hotel, you get very precise location information,” explained Nikolai Serafi movski of pureLiFi.

“Things could activate when they need to, only for that user – doors might open automatically, relevant adverts might open...”

“Look at the tech you’re using. Every telephone company knows where you are right now. If you are not already suspicious of technology, you should be,” said Richard Lewis, Best Western’s CEO. “Plus it’s all about choice – opting in, opting out.”

The video table is was loaded with menus and guests can design their own burger with whatever ingredients they please. Tables like these might soon be installed in hotel restaurants where guests would tap to send their order to the kitchen via Orderella and pay by phone.

Mr Lewis said, “It’s about what you’re looking for. You don’t want to wait in line, don’t have any questions – if there’s tech that does what you need, it speeds up your experience. For others who want the personal touch – by using tech, you’ve just allowed more time for the staff to look after them.”

Then there's the table that wirelessly charges your phone; check-in kiosks that zap QR codes; Oculus Rift virtual reality goggles; interactive video walls; digital keyboards projected onto any surface for business travellers; the virtual jukebox...

“There’s the possible and the cost of the possible,” said Mr Lewis. “But I would love every Best Western right now – and we could do it within a week – to check-in a guest in a foreign language.” SpeechTrans, an advanced translation product that can translate 44 languages with no need for voice recognition training, is ready to roll.

"The tech will come in baby steps. But it will come. And much of it – once we’ve gotten our heads around it – will be pretty useful. I love change,” concluded Mr Lewis. “Every now and then, you have to look in the mirror and reinvent yourself.” And don’t worry if that sounds diffi cult – there’s probably an app for it.

The purpose built experience at Celtic Manor gave BW accommodation providers a glimpse into a hotel stay of the future as well as the chance to see how a guests’ stay can be revolutionised. No time machine, Tardis or old DeLorean needed.

...Looking around its Inspiration Hotel wifi seemed very last century...

sssafety & security

59AUTUMN 2015

Free Wifi:

Is free wifi a security risk or big data goldmine

WHETHER AN ACCOMMODATION PROVIDER SHOULD OFFER FREE WIFI TO GUESTS IS A DEBATE THAT HAS GONE ON FOR YEARS. WHILE GUESTS OBVIOUSLY APPRECIATE AND IN MOST CASES DEMAND THE SERVICE, CRITICS VIEW IT AS A REVENUE LOSS AND POSE THE IDEA A SECURITY RISK.

While plenty of cyber-experts confirm the need to take network security seriously, they add that hotels should not be put-off as the benefits are worthwhile. When executed properly and securely, free wifi not only boosts guest satisfaction but it also enables accommodation providers to harness the revenue-generating potential of big data. Director of the ECU Security Research Institute Craig Valli told AMG that there are four key things accommodation providers need to do to maintain secure free wifi access for their guests. Careful measures must be put in place to ensure guests are protected from attackers and the building’s network is protected from mis-use.

1. Know who is logging on.

According to Professor Valli it is crucial that accommodation providers know who is logging on “just in case the person does something malicious on your network”. Make sure you have a sign-in page that requires a room number and name or a unique password.

2. Change the password every week.

At least. Ideally you want a system where every unique user is given a randomly generated password but if you have a global one it should be changed once-a-week. Professor Valli adds that “anything in the eight-character range is easily breakable so they should be about 12 characters and a combination of letters and numbers”.

3. Redo your ‘conditions of use’ page.

It has become a trend for networks to require that users agree to an unreasonably long ‘conditions of use’ page before accessing the Internet. These pages are rarely read by consumers and if your guests don’t read the rules how can they abide by them?

“Even if guests are getting free access, getting them to sign off on the conditions wouldn’t be a bad idea to protect the organisation,” professor Valli said. But he recommends that these agreements be limited to a single page of six to eight statements that cover reasonable use and any restrictions.

The idea is to limit the amount of bandwidth per user and prevent the network from crashing. An agreement is a sensible move because if your network does crash “then at least the hotel has taken reasonable steps to outline the usage and identify the person”. But making your ‘conditions of use’ agreement confusing renders it useless.

4. Separate your wifi from your internal operations.

“The worst-case scenario would be free wireless access that also runs the rest of the building and has access to back-end systems,” Professor Valli revealed. Accommodation providers must ensure that the wifi network it offers to the public has no connection to its internal accounting network or building management system. If they are linked then attackers could cause serious damage by accessing those elements of the business via non-secure wifi. For instance, someone could break into the reservation system and extract guests’ credit card details. “If it’s not connected, it can’t be accessed.”

Some tills, Professor Valli warned, use wireless technology to transmit transaction details to the back end system. This type of technology is dangerous when you have free or public wifi because it is possible for cyber-criminals to locate themselves 200-300 metres away and illegally record credit card information.

Building management systems should not be allowed to interact with wifi because otherwise attackers are connected to operational aspects of the property such as lifts, ventilation, and CCTV. As Professor Valli noted, “Part of the problem with wireless is that anyone within range of an access point can sniff the connections of all the people that are on that access point.”

However, these simple measures work to prevent the dangers most managers worry about when they consider the service. “Absolutely offer the free wifi, it’s not a bad thing to do, just be a little more careful about how you install it,” Professor Valli advises.

Security concerns aside, there are a number of benefits to offering free wifi. The more obvious one is guest satisfaction. Any online review will read sweeter if a guest is gushing about how they were able to send important emails from their laptop rather than struggle with 3G, video call a family member or post photos on social media because their accommodation provider offered free wifi.

The other huge benefit to offering free wifi is big data. This is a fairly new concept in the tourism sector but it is something that has an incredible potential for the accommodation industry. Big data incorporates any and all data amassed by users on the Internet. The more tech-savvy and device-laden the guest, the more data is produced and eventually this exponential sum is so ‘big’ the world has only just begun to think of ways it can be used.

Big data strategist Mark van Rijmenam argued free wifi “would definitely help hotels to better understand how guests move and behave”. He noted, “Of course the guests should be informed about this. It can also be used to gather social media information if guests are required to register via a social media account, although I am personally not a big fan of that.”

One way to personalise service using big data is to find out what your guests using the wifi for. If lots of people are logging on to search for restaurants you could boost service by offering recommendations upon arrival. If they are searching for ways to operate the in-room television, you might consider an upgrade. If most of your guests are logging on before 7am you might want to start breakfast earlier.

Offering free wifi to guests generates a whole host of data that can be used in an infinite number of ways to improve guest experience, potentially bringing in more revenue for your establishment.


hr human resources


Gender Equality:

Making it happen

ACTRESS PATRICIA ARQUETTE PROVOKED A RESOUNDING RESPONSE WITH HER BEST SUPPORTING ACTRESS ACCEPTANCE SPEECH AT THE ACADEMY AWARDS IN FEBRUARY, CALLING FOR EQUAL PAY AND RIGHTS FOR WOMEN.

“To every woman who gave birth to every taxpayer and citizen of this nation, we have fought for everybody else’s equal rights,” the Boyhood actress said. “It’s our time to have wage equality once and for all, and equal rights for women..."

Sunday 8 March 2015 was International Women’s Day and, in acknowledging that, accommodation providers are committing to achieving equal balance of male and female employees – or at least many are.

Accor’s commitment to achieving greater gender diversity within the group was on display recently as high potential female leaders graduated from Accor’s Strategic Leaders Development Program. Sixteen female leaders – identified as 12-18 months away from progressing to their first general manager position or next senior role – have completed a specifically designed six month development program. Five Accor female leaders have successfully achieved a general manager position since the start of the program, and a further five program participants have been promoted to a more senior position.

The program focused on developing new skills in the areas of leadership without authority, strategic planning and analysis, and business improvement. The group also attended virtual webinars with experts in the field of project planning, guest experience, animating food and beverage and managing owner’s expectations.

The Strategic Leaders Development Program which launched in 2014 is part of Accor’s diversity strategy and the group’s commitment to achieving greater gender diversity within senior leadership positions. This program, which aims to optimise Accor’s talent pool of 10,000 employees and pave the way for greater diversity and gender balance, is an extension of Accor's industry-leading work in advancing indigenous causes through its Indigenous Employment Program and Reconciliation Action Plan.

Ambitious target

An ambitious target has been set by Accor Australia to increase its number of women in senior leadership and executive positions, from 27 per cent to 50 per cent by 2018. In just 18 months following this commitment, the number of females in general manager roles at Accor has increased to 36 per cent.

Successful female leaders from Accor’s Strategic Leaders Development Program include:

1. Pullman Reef Hotel Casino front office manager/revenue manager, Renee Woodhead has become the general manager of The Sebel Maroochydore

2. Mercure Sydney rooms division manager Lauren Job has gone on to her new role as general manager at ibis King Street Wharf.

3. Previously hotel operations manager at ibis Sydney Airport, Victoria Deak has progressed to general manager at ibis Sydney Thornleigh

4. Hotel operations manager at Accor’s Sydney Olympic Park hotels, Michelle Bradshaw has been appointed to general manager at Hotel Lindrum MGallery Collection in Melbourne.

5. Progressing from revenue manager at Pullman & Mercure Brisbane king George Square to area revenue and yield manager at the same hotel, Laura Ousby has now been appointed to general manager of ibis Styles Mt Isa.

Starwood Hotels & Resorts Asia Pacific also celebrated International Women’s Day with the announcement of a strategic roadmap that seeks to empower female associates through a series of initiatives alongside leveraging on existing programs. In addition, Starwood has also signed the United Nations’ Women’s Empowerment Principles, pledging to support the empowerment and advancement of women in the workplace and community.

Empowerment Principles

“The signing of the Women’s Empowerment Principles further strengthens Starwood as an equal opportunity employer as we continue initiatives to support the surfacing of female talent and leaders,” highlighted Stephen Ho, president of Starwood Hotels & Resorts Asia Pacific.

The WEP comprises of seven principles for businesses, offering guidelines on how to empower women in the workplace and community. Some of these principles include establishing high-level corporate leadership for gender equality; and promoting education, training and professional development for women.

As a result of an extensive global internal study, Starwood placed the spotlight on female general managers with a strategic roadmap that seeks to increase female GM representation globally. The roadmap comprises initiatives, programs and trainings aimed to prepare female associates to assume executive positions. Other initiatives include strengthening the success with Starwood Careers, the integrated talent management and development system conceptualised specifically in Asia Pacific to fit the region’s unique needs. Since 2003, Starwood Careers has nurtured more than 10,600 associates across various levels in the organisation and surfaced close to 72 per cent of its female GMs internally.

Starwood Hotels & Resorts Asia Pacific will also enhance and expand mentoring programs in the region. Starwood continues to be one of the fastest growing hotel companies in Asia Pacific. It currently employs over 74,500 associates, of which 42 per cent are women and 38 per cent of these women are in executive roles.

Rezidor commitment

Rezidor, one of the most dynamic hotel companies in the world and a member of the Carlson Rezidor Hotel Group, has reiterated its commitment to advancing equality between women and men by also signing the UN Women’s Empowerment Principles.

“The basis of the UN empowerment principles is that equal treatment of men and women is not only the right thing to do – it is also a must for business. This is the same principle that underlines our own commitment to attracting and retaining women at Rezidor. By promoting more women

Accor's Strategic Leaders Development Program leads the group's charge for gender equality

hrhuman resources

61AUTUMN 2015

to take leadership roles, we want to build a larger pool of talent and create

a better gender balance that will support our continued business growth”,

said Wolfgang Neumann, president and CEO of The Rezidor Hotel Group.

Rezidor’s Women in Leadership program, launched in April 2014, which

aims to help both women and men by encouraging a change in business

culture. Key elements of its WiL initiative include taking a more fl exible

approach to working conditions, personalised development plans and

a more fl exible approach to mobility. The requirement to be mobile, especially in the hospitality industry, is particularly challenging for families. Rezidor’s objective is to minimise this burden by coming up with new and innovative solutions.

The theme of this year’s International Women’s Day was #makeithappen – accommodation providers need to seriously take that on board.

By Graham Vercoe, Industry Reporter

UN calls for actionOn the occasion of International Women's Day, United Nations World Tourism Organisation secretary-general, Taleb Rifai, called upon the tourism sector to step up policies and business practices that promote gender equality and women's empowerment.

The UNWTO/UN Women Global Report on Women in Tourism shows that tourism can offer signifi cant opportunities to narrow the gender gap in employment and entrepreneurship as women are nearly twice as likely to be employers in tourism as compared to other sectors. The report also shows that women are well represented in service

and clerical level jobs, but poorly represented at professional levels and earn 10 per cent to 15 per cent less than their male counterparts.

Mr Rifai recalled that "though in most regions women make up the majority of the tourism workforce, they tend to be concentrated in the lowest paid and lowest status jobs and perform a large amount of unpaid work in family tourism businesses". Governments and the private sector have a major role to play in promoting policies that step up equality and women's empowerment. "There is a particularly important opportunity to promote empowerment through entrepreneurship as tourism has almost twice as many women

employers as other sectors", he added. On the occasion of one of the biggest tourism fairs in the world, ITB Berlin, held 4-8 March, UNWTO's event on Community empowerment through creative industries and tourism stressed the role that tourism can play in building better livelihoods for women, particularly in rural areas. "The growth rate of this sector requires us to look beyond its economic value and identify how to make it a force for positive transformation. We need not curb this growth but harness it – this does not happen by itself – we need to focus our activity in fostering the integration of the most vulnerable into the tourism value chains", said Mr Rifai opening the event.

The UNWTO/UN Women Global Report on Women in Tourism includes detailed recommendations for national tourism administrations and the private sector in the areas of employment, entrepreneurship, education, leadership and community development.

Taleb Rifai

fb food & beverage


Wine:

Travellers reach for wine over spouse or smartphone after a long day

SHERATON HOTELS & RESORTS, PART OF STARWOOD HOTELS & RESORTS, HAS REVEALED THE RESULTS OF A NEWLY COMMISSIONED SURVEY ON GLOBAL WINE AND TRAVEL TRENDS AS PART OF THE BRAND'S SIGNATURE PREMIUM WINE PROGRAM, SHERATON SELECTS WINE PROGRAM.

The survey found that after a long day, one out of every two people would reach for a glass of wine (48 per cent), rather than their smartphone/tablet (15 per cent) or even their spouse (15 per cent). The research was conducted by leading market research fi rm, StudyLogic, and surveyed respondents from the United States, Germany, China, Chile, and Argentina. The survey took a closer look at the wine habits, taste preferences, spending habits and social infl uences of today's global traveller. The results not only provided valuable insights into the close relationship between wine and travel, but also uncovered some surprising statistics showing where wine stacks up among life's other indulgences—such as sex, social media, smartphones, the spa, and the gym.

Wine plays an important role in relaxation both at home and while travelling.

• Respondents would be most likely to give up their smartphone for a day (29 per cent), sex for a week (23 per cent), or their social media accounts for a week (23 per cent), in return for a premium highly rated glass of wine

• After a long day, one out of every two people would reach for a glass of wine (48 per cent), rather than their smartphone/tablet (15 per cent) or even their spouse (15 per cent)

• Wine is the most desirable way to unwind while traveling (57 per cent), beating out the spa (23 per cent) and the gym (12 per cent)

Wine consumption spikes when on the road, as travellers choose to indulge and invest.

• Three-fi fths (60 per cent) of respondents note that they drink the most wine while travelling

• While on the road, nearly three-quarters of respondents (74 per cent) are more adventurous in trying new wines

• More than half of respondents (54 per cent) are most likely to consider paying more for a premium glass or bottle of wine while traveling

• Travellers are more likely to invest in premium wine, with two-thirds (67 per cent) willing to spend the most on wine while away from home

Choosing a premium wine can be a daunting task, and respondents revealed several of the key stress points of an evening out.

• Nearly three-fi fths of respondents (59 per cent) have found it intimidating to speak with a wine expert

• More than two-thirds (68 per cent) have avoided ordering wine for the table because they were afraid that others might not like it

• The vast majority of respondents (86 per cent) have drunk a glass of wine that they did not like

• When respondents had drunk a glass of wine that they did not like, they did so mostly because everyone else was drinking it (22 per cent), because it was the only selection available (20 per cent), or because it was highly recommended (20 per cent)

• Nearly three-fi fths of respondents (59 per cent) have been embarrassed or afraid to request a tasting prior to buying wine at an establishment

In tandem with this survey announcement, the Sheraton Selects Spotlight on Pinot Noir launched recently as the fourth installment of the successful wine program. Past features of the Sheraton Selects Spotlight Series have highlighted the riesling grape, the wines of New Zealand, and most recently, Champagne. Each installment features Sheraton Selects, an upgraded premium wine menu comprised of a rotation of eight or more Wine Spectator-rated wines by the glass. The Sheraton Selects Spotlight program includes two pinot noir offerings on all participating Sheraton Selects menus, and hotels may also offer pinot noir fl ights and food pairings.

Sheraton Selects Wine program provides travellers with access to premium wines through weekly evening tasting events. Following the global rollout of the program, hotels around the world have reported higher bar RevPOR (revenue per occupied room) and have seen an average 20 percent increase in YOY (year over year) beverage revenue in their lobby bars.

By Graham Vercoe, Industry Reporter

FREE*Order Chanui now &recieve free leather display trays! *Conditions apply.

gf guest facilities


Case Study – Stamford Plaza:

A gymnasium to be proud of at Stamford Plaza Auckland

AUCKLAND’S FIVE-STAR STAMFORD PLAZA HOTEL IS UNDERSTANDABLY PROUD OF ITS REPUTATION FOR QUALITY, SO WHEN THE TIME CAME IN SEPTEMBER LAST YEAR TO BEGIN A MULTI-MILLION DOLLAR REFURBISHMENT, MANAGEMENT WANTED MAKE SURE THAT EVERY ASPECT OF THE BUILDING REFLECTED THAT UP-TO-DATE EXCELLENCE.

That included the gymnasium, which already had a great deal going for it. Unlike many accommodation properties which tuck their exercise facilities away in a basement or other area not considered particularly desirable, the gym at the Stamford is in an extremely prime area. For a start, it is on the 10th floor, actually at the top of the hotel itself but below 150 privately owned apartments above it. Those permanent residents also have the use of the Stamford Plaza gymnasium and 12 metre swimming pool.

Rather than having to look at something as uninteresting as a blank wall while doing their exercises, residents and hotel guests can look out over the buildings of the central city and an attractive view of a sizeable part of Auckland’s superb Waitemata Harbour – a sea of glittering lights at night and a very pleasant distraction for those involved in a demanding exercise routine.

But while the quality of the spacious area housing the gym is certainly premium, the equipment itself was looking a little dated.

“The hotel’s going through multi-million dollar refurbishment of its guest rooms and food and beverage areas and part of the review, was to bring our gymnasium up to the same standard,” said the Stamford Plaza’s general manager, Paul Evans.

When it came to deciding on what brand of equipment to have installed, it was a very simple choice.

“Our sister properties in Australia all have TechnoGym equipment so it was only natural that we looked at TechnoGym as well. We approached the company here last year and then consulted with the apartment owners about what we were considering doing. They were very enthusiastic.”

Brendon Wilson is director of Concept Fitness Systems Ltd, the exclusive distributor of Italian-based TechnoGym equipment in New Zealand.

“TechnoGym as a company is one of the top manufacturers in the world and obviously the Stamford wanted equipment that aligned with their quality and had a proper service structure behind it,” he said.

So the TechnoGym equipment was installed in August 2014 and the hotel’s management is very pleased with their decision.

Said Paul Evans: “The feedback’s been excellent. We can see from our online guest comments that there’s been an increase in the overall satisfaction rating for the gym and refurbished pool area. Both the guests I speak with and the residents upstairs tell me that the new equipment is both functional and easy to use.

gf guest facilities


Case Study – Stamford Plaza:

“We’ve made sure we have a full range of workouts available, from strength building to running, so we wouldn’t be short of any part of the gymnasium experience. To us it’s important to have everything covered, including a proper area for flexibility training. ”

That area is known as a flexibility or Arke wall and has all the components necessary for stretching exercises like yoga, such as stress balls and mats.

Brendon Wilson says the current focus in the corporate gymnasium space is “wellness. In past history fitness has been focused around hard training, be it aerobic (cardio) or anaerobic (weights) – now it’s more about a person’s general wellbeing – wellness. This encompasses the whole facilities experience, including the gym area, pool, massage and sauna – a complete experience. This wellness concept has become an integral part of the high-end market. As a result we now have our equipment in most upmarket hotels.

“It’s not only the hardware that has a high-end presence – the software does as well. For instance, the cardio equipment has an internet connection that is quite simple to use. Customers can scan the QR codes and be linked through to YouTube or other online destinations where they can access any information about their exercises they might want,” Mr Wilson said.

So, to the Stamford Plaza Auckland, has nearly $200,000 of TechnoGym equipment been worth it? Paul Evans has no doubts.

“There’s certainly been a significant uptake with our corporate market because business people travel frequently. If they’re spending a lot of time on aircraft or they’re stuck in an office all day, they need a cardiovascular workout to retain their energy levels, so there’s certainly a high usage from a business traveller perspective.

“We certainly feel that we must have excellent gym equipment available. People have a lot of choice in top quality hotels these days. It’s a combination of things really. You have to tick all the boxes because if you’re only offering a part of the five-star experience, guests are not going to come back as regularly. If you’re paying a certain rate in a luxury hotel, you expect to have all the facilities, including the best gym equipment.”


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BENEFIT FROM THE EXPERIENCE OF OTHERS

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pspreferred suppliers

The Preferred Supplier Programme

AMENITY SUPPLIERS

COMPUTER SOFTWARE

HOTEL, MOTEL& RESORT SUPPLIES

PAY TELEVISION SERVICES

SECURITY SYSTEMS&/OR CONSULTANTS

Create a new guest experience

[email protected] www.brantasinternational.com

CARD LOCKS - SAFES - GUEST ROOM AUTOMATION - ENERGY CONSERVATION

Unit B, 156 Bush Road, Albany 0632, Auckland ■ 09 966 7662

CARPET & FURNITURE CLEANING / PROTECTION

Reward your best suppliers by nominating them for the Preferred Supplier Programme.

Simply send their details with a short testimonial to: [email protected]

They’ll thank you for it!

CALL US TODAY (03) 365 5575

Nominations are now


Access to your recommended ‘local’ suppliers.


So�ware to strengthen any hospitality business

www.clarityhospitality.co.nz09 448 2507

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67AUTUMN 2015

Today more than 50% of NZ households choose SKY. So it’s no surprise that your guests will be looking for the same level of entertainment when they stay at your Motel.

How Guest Select (a decoder in every room) could benefit your business:· Show the channels your guests are watching at home· Increase guest satisfaction· Create a competitive advantage· Generate repeat business and improve occupancy levels Call us today on 0800 759 333 or visit guestselect.co.nz and let your guests enjoy a fantastic mix of Sports, Movies, News and Entertainment channels, and you might find yourself using the ‘No Vacancy’ sign a bit more.

your guests with the ticket they really wantENTERTAIN

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Accom Mangement Guide - Autumn 2015

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