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Feature: A man’s world? How the changing face of the cosmetics industry will drastically change the hotel spa
Interview: Meeting GM Mark McCarthy, from the twin property that takes Rotana to the position of ‘Dubai’s No.1’
Q&A: From keeping on top of stock to electricity bills, hoteliers reveal how they make money on the hotel minibar
Trends: New Scotland Yard’s Mark Moles on improving hotel security to the benefit of guests, staff and local residents
Tenders: The latest projects and the supplies they need
In association with...
Publication licensed by IMPZ
GLOBAL HOTEL INDEX: Asia Pacific +0.5% - Americas +2.4% - Europe +2.8% - MEA +6.1% (Regional room occupancy increases 2012 average)
STATEMENT CITY The story behind the
world’s tallest hotel, set to make a statement even by Dubai’s standards.
00 Feb Cover final.indd 2 2/4/13 11:19 AM
Follow us on Facebook: www.facebook.com/sealyme Email: [email protected] Website: www.sealyme.com
In the hospitality business, what really matters the most is the netter comfort and guest satisfaction. We at Sealy are committied to better sleep that leads to better sleep thats leads to better business.
Put that deal to bed!
Sealy.indd 1 1/6/13 5:15 PM
cpidubai.com HOSPITALITY BUSINESS MIDDLE EAST / 1FEBRUARY 2013
CONTENTS
EDITOR’S LETTER NEWS AND DATA
DTCM NEWSTHE DEPARTMENT’S MOST RECENT EVENTS AND INITIATIVES
TENDERS
NEWS ANALYSIS: CRIME PREVENTION WHY SECURITY IS EVERYBODY’S RESPONSIBILITY
GM INTERVIEWROTANA’S MARK MCCARTHY ON DUBAI’S NEW DOUBLE DESTINATION
COVER STORYTHE STORY BEHIND MARRIOTT MARQUIS’ TALL ORDER
VP INTERVIEWACCOR’S CHRISTOPHE LANDAIS ON 6000 NEW ROOMS - AND 6000 NEW JOBS
ROUNDTABLEF&B MANAGERS ON DISCOUNT DINING AND DRAWING CROWDS
Q&AMAKING MONEY ON THE HOTEL MINIBAR
INSIDE SPAHOW THE SPA IS SLOWLY BECOMING A MAN’S WORLD
GULFOODALL THE INSIDE INFO ON THIS YEAR’S EXPO
PRODUCT WATCH
DUSOCIAL MEDIA AS A TOOL
APPOINTMENT NEWS & JOBS
COMMENTINSIGHT FROM REVPAR GURU
04
24
06
16
18
20
34
36
44
52
58
20
60
60
52
24
28
62
68
72
36
58
01 Contents.indd 1 1/30/13 4:42 PM
Hospitality Business DPS 270x414-E.indd 1-2Untitled-6 2-3Untitled-1 2 2/5/13 9:27 AM
1/20/13 4:45 PM1/31/13 5:03 PMUntitled-1 3 2/5/13 9:27 AM
COMMENT / EDITOR’S LETTER
PUBLISHER: Dominic De SousaGROUP COO: Nadeem Hood
ASSOCIATE PUBLISHERSAlex BendiouisDave Reeder
EDITORIALEditorial Director: Dave Reeder [email protected] +971 55 105 3773Editor: Melanie [email protected] +971 56 758 7834Senior designer: Christopher HowlettPhotography: Anas Cherur
ADVERTISINGAlex [email protected] +971 50 458 9204
Antony CrabbSales Manager [email protected] +971 55 338 7639
Ankit ShuklaSales [email protected] +971 55 2572807
PRODUCTIONProduction Manager: Devaprekash [email protected]
MARKETING & DISTRIBUTIONRochelle Almeida [email protected]
SUBSCRIPTIONSwww.cpievents.net/mag/magazine.php
PRINTED BYPrintwell Printing Press LLC, Dubai, UAE
PUBLISHED BY
Head Office, PO Box 13700, Dubai, UAE
Tel: +971 4 440 9100
Fax: +971 4 447 2409
Group Office, Dubai Media City
Building 4, Office G08, Dubai, UAE
A publication licensed by IMPZ
© Copyright 2013 CPI. All rights reserved. While the
publishers have made every effort to ensure the accuracy
of all information in this magazine, they will not be held
responsible for any errors therein.
4 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
Crime warningComplacency about safety helps nobody in the industry these days.
Crime is not necessarily something for Dubai to be ashamed of, but it is something that those who can, should do something about.
As a Dubai resident of almost
three years, and editor of this
magazine, I am acutely aware
of the role the city’s hotels
play in everyday life. From spas and
salons, to business meetings and
dining venues, Dubai’s hotels are not
only world renowned for being some
of the best, but they serve as a first
port of call for almost every service
available in the city, to residents and
tourists alike.
Which is why, when a press release
landed in my inbox, regarding
the re-launch of Dubai Police’s
security course, “exclusively for the
hospitality industry”, I wanted to
know exactly what was going on.
As the Arab Spring rocked almost
every neighbouring nation over
the last two years, and meticulous
restrictions and protocol remain in
place in airports worldwide, Dubai
retained its image as the world’s safe
haven with a flat-lined crime rate.
For those in the industry, it is
clear this isn’t the case. From the
assassination at Al Bustan Rotana,
to the printer-cartridge bomb
threat (both in 2010) and recent
convictions for theft and even sexual
offences, crime is opportunist and it
happens here, as it would anywhere
else. Crime is not necessarily
MELANIE MINGAS EDITOR
something for Dubai to be ashamed
of, but it is something that those who
can, should do something about.
It’s not just about training the
industry’s front line; as a patron myself,
I now question if our ‘everything
is fine’ attitude actually serves any
benefit. This is no longer just about the
reputation of Dubai, but the safety of
all those who reside and visit.
After speaking with the UK’s New
Scotland Yard DCI Mark Moles, who
will be promoting the course across
Dubai and the GCC over the coming
year, it’s clear that continuing
to ignore the threats that exist
everywhere else, is the greatest threat
of them all
Follow us for daily updates on the global hospitality industry at HospitalityBME.
On Twitter?
04 Editors letter.indd 6 1/31/13 3:34 PM
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NEWS WATCH
cpidcpidubai.com6 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
MENA NEWS
2,455 DUPLEX SIZE AT
ANANTARA ABU DHABI
New luxury standard for Abu Dhabi
Online bookings boost for DubaiLand's first hotel
Opening rate starts from AED 55,000 ++ per night .
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DubaiLand’s first hotel, Abidos Hotel
Apartments, has reported 90% year
to date occupancy, with 65% of the
business driven from online bookings
and agents and an extra boost
provided by Dubai Shopping Festival.
“65% of this comes from online
sources be it online travel agencies,
brand website or e-bookings,
reflecting the high demand for
An
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The largest suite in the Emirate
of Abu Dhabi, with panoramic
city and mangroves views, has
been officially opened by a group
of tourism officials, high profile
reigonal executives and government
stakeholders.
Located along a 1.2 km stretch of
protected mangrove reserves, The
Royal Mangroves Residence, part of
the Eastern Mangroves Hotel & Spa,
by Anantara, offers its VIP guests
2,455 square metres of duplex living
space, with opening rate starts from
AED 55,000 ++ per night.
The suite features a private infinity
pool, a private swim up pool-bar and
a rooftop garden. It is described by
the operator as a “personal sanctuary
and the ultimate Abu Dhabi
experience”.
There is also a private entrance
and dedicated lift for privacy;
separate living areas, study,
kitchenette, a common lounge area;
a walk-in closet; butler’s pantry; rain
showers and oversized free-standing
terrazzo bathtubs. Guests also have
access to the executive lounge,
Kasara, a limousine service with wifi,
private chef, mixologist, 24/7 butler
and a massage and beauty therapist
during their stay.
Eastern Mangroves Hotel & Spa
is Anantara’s third property in the
UAE.
Dubai from a vast range of feeder
markets,” said Mina Habib, business
development.
“In addition, we are also
receiving FIT and corporate
guests,as well as airline crew,
enabling us to start building a
healthy customer base,” he added.
The hotel opened at the end of
last year and is the only one of 90
properties planned for the troubled
Dubai Land development.
As an introductory offer, the
Abidos Hotel Apartment has
launched a family package, offering
a two-bedroom apartment for
AED650, for up to three nights’
accommodation and inclusive of
buffet breakfast for two adults and
up to three children.
A
D
sqm
06-10 news.indd 6 1/30/13 5:09 PM
NEWS WATCH
cpidubai.comom HOSPITALITY BUSINESS MIDDLE EAST / 7FEBRUARY 2013
16% OCCUPANCY INCREASE
IN AMMAN, JORDAN
DOWNS
UPS
£8,500
per calendar month, to live at The Ritz,
London, where Lady Thatcher now
resides, reportedly to avoid care home
costs
1,200passengers affected when 20 Dubai
bound flights and 14 Abu Dhabi planes
were diverted due to heavy fog at the
end of last month
6.3% YoY occupancy drop reported in
Canada, where the current average
hotel occupancy stands at 45.3%
100 hotels will be operated in India and SE
Asia by Starwood by 2015. Currently
there are 34 properties with 24 in the
pipeline
8,000 new rooms added by Louvre Hotels
Group in 2012, matching growth
targets
$14.6 billion growth achieved by Accor Group
globally in 2012
DOWNS
Ernst & Young’s November 2012
market report has signalled that
average occupancy across the
Middle East increased significantly
YoY, naming existing and emerging
hotspots, such as Dubai, Ammam,
Bahrain, Egypt and Saudi Arabia.
In Dubai, occupancy rose 2% to hit
80% overall. Compared to November
2011, rooms yield (RevPAR)
increased 3.8% and average room
rate marginally decreased by 0.4% in
November 2012.
Bahrain also witnessed positive
changes in its hospitality KPIs,
where the overall occupancy rates
increased by 7% year-to-date,
according to the analyst, due to
business events in the Gulf state.
Cairo saw an identical rise, with
Sharm El Shaikh reaching an above
average 12% increase. Sharm Al
Shaikh also witnessed the highest
year-to-date growth in Egypt in
terms of Rooms Yield, of 16.3%
Anantara will launch its first Dubai
property on The Palm Jumeirah in
September of this year.
The Anantara Dubai Palm
Jumeirah Resort and Spa will be a
five-star property owned by Seven
tides. With 239 guest rooms and
suites, clustered to maximise privacy,
130 rooms will offer direct access to
11,000sqm of lagoon pools.
Other special features will include
a private beach, three natural
lagoons, water sports, a shoreline
infinity pool, a 12 room Anantara
Spa sanctuary, fitness studio and
two tennis courts, in addition to
“elaborate entertainment systems”.
While the resort marks Anantara’s
first in Dubai, the operator already
has three properties in Abu
Dhabi: Qasr Al Sarab Desert Resort,
Desert Islands Resort & Spa and
a;
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Anantara The Palm set for September
Eastern Mangroves Hotel & Spa in
Abu Dhabi City. Dillip Rajakarier,
CEO Minor Hotel Group, said:“We
are delighted to be partnering with a
progressive and respected company
such as Seven Tides to open our
fourth unique property in the UAE.
Anantara Dubai Palm consolidates
our brand’s focus on iconic
destinations and builds upon our
growing collection of properties."
Dubai average occupancy hits 80%compared to the same time period
in 2011.
In terms of monthly
performance, Cairo’s occupancy
rate improved 11% compared
to November 2011, with Sharm
El Shaikh increasing 6.0% and
Hurghada 5.0% compared to
November 2011.
Notably, in Amman overall
occupancy rates increased by 16%,
possibly due to “the onset of milder
climate conditions, in addition to
increased political stability” said
Ernst & Young.
The year-to-date room yield in
Amman is 31.7% higher than it
was year-to-date in 2011, with the
average room rate 3.1% higher than
it was year-to-date in 2011.
In Saudi Arabia, Jeddah increased
by 7%, and Madina 2%.
Compared to November 2011,
Riyadh’s occupancy rate increased by
17% in November 2012.
06-10 news.indd 7 1/30/13 5:09 PM
NEWS WATCH
cpidcpidubai.com8 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
NEWS IN BRIEFMENANEWS
$32.9m PROFIT FROM THE SALE
OF PLAZA HOTEL, NY
EMIRATES ACADEMY AWARDThe Emirates Academy of Hospitality
Management has achieved “outstanding
outcomes” in the recent International and
Domestic Student Barometer survey (ISB-
SB™) conducted by the International Centre
of Excellence in Tourism and Hospitality
Education, THE-ICE.
The Academy has participated in
THE-ICE ISB-SB annual benchmarking
survey, conducted in partnership with
the International Graduate Insight Group
(i-graduate), since 2011.
It is the world’s only tourism, hospitality,
events and culinary arts, student-focused
satisfaction survey, available exclusively
for its member institutions, comprising
of quality universities and private hotel
schools from some 10 countries.
MIDDLE EAST PIPELINE SHARED BY STRThe Middle East/Africa hotel development
pipeline comprises 480 hotels totaling
119,932 rooms, according to the November
2012 STR Global Construction Pipeline
Report. The total active pipeline data
includes projects under construction, in
the final planning and planning stages,
but does not include projects in the pre-
planning stage. Among the countries in the
region, the United Arab Emirates reported
the largest number of rooms under
construction with 20,030 in total.
Five other countries ended the month
with more than 2000 rooms under
construction: Saudi Arabia (16,496
rooms); Egypt (4692 rooms); Qatar (3764
rooms); Jordan (2447 rooms); and Morocco
(2329 rooms).
KINGDOM HOLDING RECORDS $32.9M PROFIT ON NY SALE
The sale of the Plaza Hotel in New York
means a profit of $32.9 million for Kingdom
Holding, which sold a 75% stake in the
property to Sahara India Pariwar. Kingdom
Holding sold its stake for $575 million.
The Saudi Arabian giant, currently funding
the 'mile high' Kingdom Tower, will retain
its 25% equity stake in the property.
Chinese restaurant Hakkasan has
opened the doors of its third Middle
East outlet at the St. Regis, Doha.
Designed by Woods Bagot UK, the
120 cover Hakkasan Doha features a
dramatic entrance through its iconic
long corridor in slate stone and offers
an additional capacity of 60 seats on its
outside terrace. Launched in London
in 2001, The Hakkasan group is owned
Rotana and Al ghurair Group executives at the official press launch of the new properties.
Opening takes Rotana to Dubai No. 1Rotana hotels is officially Dubai’s
largest operator following the
opening of its new flagship property,
Al Ghurair Rayhaan & Al Ghurair
Arjaan. Located in Deira, the
twin properties take Rotana’s total
inventory in Dubai to 15 properties.
The two new hotels also represent
Rotana’s largest ever room inventory
in a single project and will add 620
rooms to Rotana’s Dubai portfolio
– 428 rooms at Al Ghurair Rayhaan
by Rotana and 192 apartments at Al
Ghurair Arjaan by Rotana – bringing
the total room inventory in the
Emirate to 3795, the most significant
in a single city within Rotana’s
portfolio. The hotels are also the first
in Dubai to include the company’s
award-winning Zen spa concept.
Speaking exclusively to Hospitality
Business Middle East, GM Mark
McCarthy pledged not to upset the
market dynamic of the bustling
Deira district, despite the hotel being
fitted out to such a high quality it
will become a reference point for
Rotana in the UAE.
“We’re not going to come in and
undermine the other hotels in the
area, we are going to try and keep a
nice level balance. In the first year
our main target will be tourists,
because we need to stress test the
hotel and that comes with lower
rates. By the end of this year, we
are targeting 50-65% occupancy,”
McCarthy added, reporting a near
100% occupancy rate during the soft
opening phase from December 12.
Turn to page 24 for the full interview
with Mark McCarthy.
St Regis Doha opens signature F&B destinationby Abu Dhabi’s property investment
company Tasameem which also owns
Michelin-starred dim sum restaurant
Yauatcha in London.
Tareq Derbas, St Regis GM said:
“Hakkasan Doha completes our
extensive dining offering and will
certainly contribute to positioning
the hotel as Doha’s best culinary
destination.”
06-10 news.indd 8 1/30/13 5:09 PM
“The online MBA from Glion is a perfect match for busy hospitality professionals anywhere in the world...”
Philippe Le Bourhis General Manager, Novotel Bangkok on Siam Square, Thailand, Glion Online MBA student
Glion Institute of Higher Education
Ranked number 2* among all international hospitality management schools in the world for an international career, Glion’s 100% online programs are dedicated to developing execu-tive talent for the global hospitality and wider services industry. As a market leader in hospi-tality management education and with close ties to the industry, Glion delivers tailor-made online programs for corporate partners and in-dividuals. Contact us for more information.
Glion’s Suite of Online Programs:
* Statistically, three institutes occupy this ranking position (TNS Global Survey, September 2010).
Email: [email protected] more information visit: www.gliononline.com
Phillipe-le-bourhis-advert.indd 1 1/14/13 2:45 PMUntitled-1 1 1/16/13 9:08 AM
NEWS WATCH
cpidubai.com
GLOBAL NEWS
439 GUEST ROOMS AT CHINA'S
FIRST HYATT REGENCY
10 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
China’s first Hyatt Regency, the
Hyatt Regency Qingdao, has opened
on the Shandong Peninsula, beside
the Yellow Sea.
Not only the first Hyatt Regency
in China, it is also China’s first
upscale beachfront hotel, located in
Qingdao’s new business, commercial
and entertainment centre.
The hotel offers 439 guestrooms,
including 25 suites. All rooms feature
views of the ocean or beach through
floor-to-ceiling windows, set against a
backdrop of the Laoshan and Fushan
mountains. High-tech in-room
amenities include a 40-inch LED
flat-screen TV with cable/satellite
First Hyatt Regency for China
Orient Express Hotels Ltd. has
launched the Orient-Express
Associate Hotels programme and
announced its founding member as
the Hôtel du Palais, Biarritz, France.
Associate hotels will have access
to Orient-Express’ full suite of sales,
marketing and public relations
support in 17 key geographic
markets; global voice reservations
and dedicated distribution under the
Orient-Express GDS code “OE”; and
a fully aligned online presence with
next generation websites. Available
strategic partnerships include
the Bellini Club, Orient-Express’
preferred agent programme.
“The Associate Hotels
programme is an opportunity to
enhance our portfolio of iconic
travel experiences by partnering
with independently owned and/or
managed luxury hotels,” said David
Williams, chief marketing officer,
Orient Express.
“In return for providing access
to our highly valued international
sales force and strategic marketing
channels, this initiative enables us
to curate new destinations for our
guests to discover. Our boutique
collection is uniquely positioned to
work with like-minded hoteliers who
wish to preserve their established
individual brand reputation, but who
share the vision of the Orient-Express
umbrella brand, offering an equal
standard of authentic experience,
revenue return and service as our
owned properties.”
Four hundred Trip Adviser users
voted the Lauriston Court Hotel,
in Llandudno, as having the best
service in the world in the 2013 Trip
Advisor awards.
Owned and operated by husband
and wife duo Ian and Carol-Lynn
Robins, the four-star seaside property
also came sixth for best value –
offering B&B for £35/ night. The hotel
features 11 double and family rooms,
programming, as well as high-speed
broadband and wireless Internet access.
“This opening, in a popular
gateway city, is a significant
milestone for us as we continue
to grow our brands in China in a
sustainable manner,” said Christopher
Koehler, vice president of operations
for Hyatt Hotels & Resorts in
China. “We are very pleased to be
able to offer our signature brand
of hospitality and unrivalled guest
experience at Hyatt Regency Qingdao
and believe that this opening will
underscore our commitment to
creating preference for Hyatt-branded
hotels throughout China.”
All rooms feature views of the ocean or beach through floor-to-ceiling windows.
Hôtel du Palais, Biarritz, France.
Orient Express launches associate programme
Welsh hotel named world number one for serviceand was praised for cleanliness,
warm welcomes and home-cooked
breakfasts made to order.
At the other end of the scale,
Raffles Dubai was among the top
25 luxury hotels in the Middle
East and Istanbul and Marrakesh
represented the region in the top
20 destinations category. Dubai’s
Regis Kris Kin Hotel received the
‘Certificate of Excellence’.
06-10 news.indd 10 1/30/13 5:09 PM
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cpid
DATA WATCH
cpidubai.com12 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
Eye on Saudi ArabiaEverybody has an eye on KSA, but Colliers International suggests that, in addition to the current planned properties, the market could absorb a further 34,882 economy rooms
KEY FIGURES
34,882
ECONOMY HOTEL ROOMS
COULD BE ABSORBED
IN KSA MARKET ABOVE
CURRENT PROJECTION
7
KEY CITIES IN KSA
HAVE NO BRANDED
ECONOMY HOTEL
STOCK
1,182
ROOMS EXPECTED TO
BE DELIVERED TO THE
MARKET ACROSS KSA
BY 2015
18 -21%
POTENTIAL IRR
INVESTMENT RANGE
27- 53% OF TOTAL DEMAND CAP-
TURED BY RIYADH, MAKKAH
AND MADINAH
-R
-R
R
R
R
R
R
R
0 5,000
10,000 15,000 20,000 25,000 30,000 35,000 40,000 45,000 50,000
200 4 200 5 200 6 200 7 200 8 200 9 201 0 2011
Tourists Inbound ('000 s) Tourists Domestic ('000 s)
HISTORICAL TOURISM DEMAND
Source: Colliers International Research, 2012
0%
18%
0% 0%
42%
0%
12%
31%
52%
0%
-10%
0%
10%
20%
30%
40%
50%
60%
0500
1,0001,5002,0002,5003,0003,5004,000
Total Branded Total Unbranded %Branded
BRANDED VS UNBRANDED STOCK (ECONOMY HOTELS)
FORTHCOMING SUPPLY (ECONOMY HOTELS)
0100200300400500600700800900
1000
2012 2013 2014 2015
SUPPORTABLE ROOMS - EAST KSA
0
200
400
600
800
1,000
1,200
2013 2014 2015 2016 2017
Dammam Khobar Hofuf Jubail
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
2013 2014 2015 2016 2017
Riyadh Hail
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
2013 2014 2015 2016 2017
Jeddah Yanbu Jazan Abha Taif
SUPPORTABLE ROOMS - CENTRAL KSA
SUPPORTABLE ROOMS - WEST KSA
Source: Colliers International Analysis
12-14 Data watch.indd 12 1/30/13 5:22 PM
DATA WATCH
HOSPITALITY BUSINESS MIDDLE EAST / 13cpidubai.com FEBRUARY 2013om
KEY FIGURES
9
TULIP INN HOTELS
MAKING THE CHAIN
THE KINGDOM’S
MOST ESTABLISHED
157,430
ROOMS TOTAL SUPPLY IN 2011
22%
OF 2011’S NEW
STOCK WAS 3-STAR
-52%REVPAR
KSA HOTEL MARKET INDICATORS OCT 2012
RIYADH LUXURY
-17%ADR
-42%OCC
-43%REVPAR
RIYADH OTHER
-8%ADR
-28%OCC
29%REVPAR
JEDDAH LUXURY
21%ADR
7%OCC
19%REVPAR
JEDDAH OTHER
27%ADR
-6%OCC
16%REVPAR
AL KHOBAR LUXURY
5%ADR
10%OCC
32%REVPAR
AL KHOBAR OTHER
11%ADR
19%OCC
57%REVPAR
MADINAH
26%ADR
24%OCC
38%REVPAR
MAKKAH
4%ADR
33%OCC
1182 INTERNATIONALLY
BRANDED ECONOMY
ROOMS WILL BE
ADDED BY 2015
$5,333/ sqm MAXIMUM LAND
PRICE TO GENERATE
OPTIMUM RETURN
ON NEW BUILD
PROPERTIES
Hail
Madinah Riyadh
Eastern Province
Asir
Jazan
Qaseem
Makkah
Baha
Tabuk
Jouf Northern Borders
Najran
TabukEconomic City
Eastern Province Economic City
MaMaMMMMMMMMaMMMaaaadddddddddiddddd
zaaaaazaannnnnnnaaannaaannnnaaaan
Prince Abdul Aziz Bin MousaedEconomic City
Knowledge Economic City
JazanEconomic City
King Abdullah Economic City
Low Demand Capture (10%)
Medium Demand Capture (10%-20%)
High Demand Capture (20%)
TOURISM DEMAND CAPTURE
MARKET QUALITY
The Eastern Province, Jeddah and Riyadh have the largest amount of internationally branded Economy hotels, closely followed by Jazan. There are no quality internationally branded economy hotels in Abha, Jazan, Hail, Jubail, Buraydah, Yanbu or Al Ahsa, which are markets dominated by full service hotels and locally branded serviced apartments.
Markets such as Jazan, Hail and Tabuk are near upcoming economic cities, which are either being planned or are under development.
Source: Colliers International Research, 2012
017
12-14 Data watch.indd 13 1/30/13 5:23 PM
DATA WATCH
cpidubai.com14 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
The hotel benchmarkThe Ernst & Young hotel benchmark report provides a monthly performance overview of leading hotels
in the Middle East. It includes five-star and four-star internationally branded and operated properties
DUBAI OVERALL MONTHLY PERFORMANCE
% OCCUPANCY DUBAI - OVERALL HOTELS
AVERAGE ROOM RATE DUBAI - OVERALL HOTELS (US$)
Average Room Rate November 2011 - November 2012350
300
250
200
150
100
50
0
Aver
age
Room
Rat
e
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
REV PAR IN DUBAI - OVERALL HOTLES(US$)
Room Yield November 2011 - November 2012300
250
200
150
100
50
0
Room
Yie
ld
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
Occupancy % November 2011 - November 2012100
90
80
70
60
50
40
30
20
10
0
Occu
panc
y %
Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
189211
241 235250 249
161
135116 117
148
261
281
217
254274 268
280 290
204174 167
188 204
302 309
8783
88 88 8986
79 7869
62
73
8791
$309HIGHEST ROOM
RATE RECORDED
SEPTEMBER 2012
91%PEAK OCCUPANCY
OVER SELECTED
PERIOD
$281PEAK REV PAR
REACHED SEPTEMBER
2012
KEY FIGURES
90.9%OVERALL AVERAGE
OCCUPANCY
3.7%OCCUPANCY INCREASE OVER
NOVEMBER 2011
10.8%REVPAR YEAR-TO-DATE
INCREASE, NOVEMBER
7.5%AVERAGE ROOM RATE
INCREASE NOVEMBER YTD
cpidubai.com
DATA WATCH
12-14 Data watch.indd 14 1/30/13 5:23 PM
P.O. Box 184432Trade Center Road
T:04 255 2560F:04 255 2561
Crafting hospitality
A&T Group final.indd 70 2/4/13 10:13 AM
cpidcpidubai.com16 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
DTCM NEWS
FAs
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This place is not only for tourists but for everybody to have the chance to know and understand the culture of the Emiratis.” Al Marri Habib
Khan, CEO of Planet
Hospitality
R
Barjeel Heritage Guest House, a
traditional Emirati guest house giving
tourists and residents in Dubai a
chance to step back in time, has been
officially opened in Shandagha.
Dubai Heritage Village held a
ceremony attended by DTCM’s,
Majid Al Marri and key management
and staff of Planet Hospitality and
Arabian Courtyard Hotel & Spa, who
will operate the property.
A new classification will be added
to DTCM’s current star-rating
programme, specifically for this
property.
“We would like to congratulate
Planet Hospitality for preserving
our local heritage through Barjeel
Heritage Guest House. We have seen
an increase in the number of people
visiting heritage sites in Dubai and
there is a huge interest amongst
tourists coming to Dubai to know
about Emirati culture and traditions
so the Barjeel Heritage Guest House
will cater to this demand. Guests
staying here will have the opportunity
to experience the life of our people
during the early years of the city.
Everything that you will see here
reflects the culture and tradition of
our country so it’s like being a guest
to an old Emirati family offering true
Barjeel Heritage Guest House opens
In his capacity as Ruler of Dubai,
UAE Vice President and Prime
Minister Sheikh Mohammed bin
Rashid Al Maktoum has issued a
decree appointing Helal Saeed Al
Marri as the Director General of
Dubai Tourism and Commerce
Marketing Department (DTCM).
The appointment, effective
of January, will see Al Marri
concurrently holding this position
and upkeeping his currently
responsibilities as Chief Executive of
Dubai World Trade Centre (DWTC).
Helal Saeed Al Marri replaces
Khalid A. bin Sulayem.
Helal Saeed Al Marri appointed to lead DTCM
Arabian hospitality,” said Al Marri.
Habib Khan, CEO of Planet
Hospitality, said: “This place is not
only for tourists but for everybody
to have the chance to know and
understand the culture of the
Emiratis.”
All rooms at Barjeel Heritage
Guest House are furnished with an
Arabian theme and overlook the
courtyard. The hotel boasts round-
the-clock butler service, a number of
traditional dining offerings, private
functions and events.
16-17 DTCM news.indd 16 2/4/13 2:59 PM
DTCM NEWS
HOSPITALITY BUSINESS MIDDLE EAST / 17FEBRUARY 2013cpidubai.comom
First Dubai Green Festival announcedAs part of its commitment to
the UAE Vision 2021, to lead the
foundations of a green sustainable
economy that consolidates Dubai’s
position, and the UAE’s, regionally
and internationally in the field of
preservation of the environment,
DTCM has announced details of the
first Dubai Green Festival.
“Dubai Green Festival is the first
of its kind to target all segments
of society to increase awareness of
sustainable solutions in order to
preserve the environment,” said then
director general for DTCM, Khalid A.
bin Sulayem.
“This festival will gather expertise
and corporates to join forces to
Dubai’s Radisson Royal beat 38 other
properties to win DTCM’s 11th annual
Concierge Competition.
The Radisson Royal Hotel
Dubai Concierge Team - headed
by Naji Khatar - was chosen as the
“Concierge Team of the Year 2012”.
Also Melchor Lomboy from Radisson
enhance sustainable practices,
methods and solutions that everyone,
individuals or corporates can adopt
to enhance the sustainable economy
and preserve the environment.
At the festival, individuals will
have a chance to share their ideas
and to promote their aspirations
of the future of the environment
in Dubai. It will be the ideal
stage for public participation in
environmental awareness where
individuals will feel responsible for
the environment and will learn how
to practice social responsibility on
daily level.
“By the end of this festival
DTCM aspires to achieve its goal to
Radisson Royal honour from DTCM
raise awareness of environmental
sustainability practices,” he added.
The festival is expected to gather
large audiences on both individual
and commercial levels as well as
drawing regional and global attention
to Dubai’s sustainable ambitions.
The festival will feature
environmental activities targeting
all segments of society, including
workshops, presentations and
environmental competitions, an
exhibition to showcase environmental
friendly products, workshops to
enhance environmental knowledge,
and a display of eco-friendly
transportation. The festival will take
place over seven days in April 2013.
Royal Hotel Dubai took home the
award of “Concierge of the Year 2012”
while Mekonnen Getachew from the
team has been awarded as the “Best
Head Concierge of the Year 2012”.
Celebrating during an awards
ceremony on January 10, 2013 at the
Jumeirah Emirates Towers, GM
Cornelia Erhardt said: “I would
like to congratulate our team for the
great achievement and we are very
delighted with this recognition.
We will continue our focus on
delivering our Yes I Can! promise,
to create an unforgettable memories
for our guests.”
of
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16-17 DTCM news.indd 17 2/3/13 1:19 PM
18 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013 cpidcpidubai.com
TENDERS
TendersAll the latest information onthe tenders you need to know about
Tel: (+971) 2 634 8495www.EmiratesTenders.com
NEW TENDERS
$111mDHOFAR BEACH
RESORT
NEW AND CURRENT PROJECTS
Client name: Katara Hospitality (Qatar)
Address: Formerly Qatar National Hotels Company,
Katara Hospitality Bldg, C Ring Road
City: Doha
Postal/Zip Code: 2977
Country: Qatar
Phone: (+974) 4423 7777
Fax: (+974) 4427 0707
eMail: [email protected]
Website: www.katarahospitality.com
Nature of work: Supply of general and engineering
stores supplies to various hotels.
Cost of Tender Documents ($): 20
Last date of submission: February 7, 2013
Client name: Armed Forces Hospital Programme
(Saudi Arabia)
Address: Contracts Office, Bldg. No.100
City: Riyadh 11159
Postal/Zip Code: 7897
Country: Saudi Arabia
Phone: (+966 1) 477 7714
Fax: (+966 1) 478 4057
Nature of work: Supply of complementary and
therapeutic foods for a hospital.
Cost of Tender Documents ($): 2535
Last date of submission: February 24, 2013
Project Name: Hilton Hotel Project - Jabal Omar
Housing Development
Description: Construction of five-star Hilton Hotel
comprising (500) rooms.
Client Name: Jabal Omar Development
Company (Saudi Arabia)
Country: Saudi Arabia
Status: New project
Project name: Retail & Residential
Area Development Project - Al Maryah
Island
Description: Development of a retail and
residential area on Al Maryah Island (formerly
Sowwah Island).
Client Name: Gulf Capital Pvt JSC (Abu
Dhabi)
Country: UAE
Status: New project
Project name: Abu Dhabi Marina Bloom
Development Project
Description: Construction of Abu Dhabi Marina
Bloom including a five-star hotel, serviced apartment
building and two residential blocks.
Client Name: Abu Dhabi Marina (Abu
Dhabi)
Country: UAE
Consultant: Khatib & Alami Consulting Engineers
(Abu Dhabi)
Status: New project
Project name: Dhofar Beach Resort
Project
Description: Development of Dhofar Beach resort
comprising a five-star hotel with (130) rooms,
signature restaurants, food and beverage outlets,
leisure and water sports facilities, meeting rooms,
business centre, retail outlets, including a health club,
a spa and a ballroom.
Client Name: Taameer Investment Company
(Oman)
Country: Oman
Consultant: Hill International L.L.C
(Oman)
Budget (USD): 111,000,000
Status: New project
Project name: Distinction Tower Project
Description: Construction of 53-storey, 195-metre-
high Distinction Tower comprising (295 Nos.)
serviced hotel apartments, including a luxury spa, a
gymnasium and swimming pool.
Client Name: Damac Properties (Dubai)
Country: UAE
Consultant: ZAS/PSE Architects (Dubai)
Contractor: Al Nekhreh Contracting Company L.L.C
- ANC (Dubai)
Status: Current project
Project name: Mixed-use tower
Project-6
Description: Construction of 36-storey mixed-use tower
comprising a five-star hotel, an eight-level podium
containing high-end retail units and office space.
Client Name: Abdali Investment & Development
Company - ADIC (Jordan)
Country: Jordan
Consultant: Perkins & Will (USA)
Contractor: Dubai Contracting Company L.L.C.
(Dubai)
Budget (USD): 200,000,000
Status: Current project
Project name: The Address The Boulevard Tower
Construction Project - Downtown Dubai
Description: Construction of 340-metre, 63-storey
The Address The Boulevard Tower comprising a 5-star
hotel and serviced apartments consisting of studios,
one-two-three and four-bedroom apartments.
Client Name: Emaar Properties PJSC
(Dubai)
Country: UAE
Consultant: Atkins International (Dubai)
Contractor: Brookfield Multiplex Constructions
Middle East L.L.C (Dubai)
Status: Current project
Project name: Doha Festival City Development
Project
Description: Development of Doha Festival City
comprising a retail centre, an entertainment
par
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18-19 tenders.indd 18 1/30/13 5:27 PM
HOSPITALITY BUSINESS MIDDLE EAST / 19FEBRUARY 2013cpidubai.comom
TENDERS
FIND MORE TENDERS ONLINE AT WWW.HOSPITALITY BUSINESSME.COM
wer
y
tar
s,
park, two hotels and an auto park made up of car
showrooms.
Client Name: Al-Futtaim Group Real Estate
(Dubai)
Country: Qatar
Consultant: Mace Limited (Qatar)
Contractor: Arabian Construction Company - ACC
(Qatar)
Budget (USD): 1,600,000,000
Status: Current project
Project name: Mall of Egypt project
Description: Construction of Mall of Egypt
comprising (380) stores along with associated retail
and entertainment facilities.
Client Name: Majid Al Futtaim Group
(Egypt)
Country: Egypt
Consultant: RTKL Associates Inc. (Dubai)
Contractor: Orascom Construction Industries (Egypt)
Budget (USD): 800,000,000
Status: Current project
Project name: Convention & Exhibition Centre
Project
Description: Design and construction of a
convention centre comprising an auditorium with
capacity for 3,000 people, a 25,000 square metre
exhibition centre/multi-user sports centre, including
several hotels in five, four and three-star categories,
20 meeting rooms (each with 250 seating capacity), a
business park covering approximately 70,000 square
metres, restaurants, cafes, press centre, shopping
mall (125,000 square metres) and recreation facilities.
Client Name: Oman Tourism Development Company
S.A.O.C (Omran)
Country: Oman
Consultant: RMJM (Dubai)
Budget (USD): 1,700,000,000
Status: New project
Project name: Dubai Modern Art Museum & Opera
House District Project - Downtown Dubai
Description: Construction of Dubai Modern Art
Museum and Opera House District comprising a
modern art museum, an opera house, cultural
facilities, including two hotels, studios and leisure
facilities.
Client Name: Emaar Properties PJSC (Dubai)
Country: UAE
Status: New project
Project name: Emroc Abu Dhabi Towers
Project
Description: Design and construction of Emroc
Abu Dhabi Towers comprising two buildings, each
consisting of (37) storeys, including a five-star hotel,
a resort and hotel apartments.
Client Name: Morocco General Trading & Investment
Company - Emroc (Abu Dhabi)
Country: UAE
Consultant: Surbana Corporation (Abu Dhabi)
Contractor: Nurol Group (Abu Dhabi)
Budget (USD): 272,000,000
Status: Current project
Project name: St. Regis Hotel Project - Nile Corniche
Development
Description: Construction of St. Regis Hotel
comprising (286) rooms and (217) hotel apartments,
including a four-level basement for 900 vehicles and
all associated facilities.
Client Name: Qatari Diar Real
Estate Investment Company
(Qatar)
Country: Egypt
Consultant: Michael Graves &
Associates (USA)
Contractor: Orascom Construction
Industries (Egypt)
Budget (USD): 1,000,000,000
Status: Current project
Project Name: Jewel of the Creek mixed-use
development project
Description: Development of Jewel of the Creek
mixed-use scheme comprising four-star and five-star
hotels, furnished service apartments, a convention
centre, ballroom, office buildings, residential
buildings, a marina and landscaping.
Client Name: Dubai International Real Estate
Company
Country: UAE
Consultant: Kling Consult (Dubai)
Contractor: Al Habtoor Leighton L.L.C (Dubai)
Budget (USD): 800,000,000
Status: Current project
Project name: Festival Center Project - Cairo Festival
City
Description: Design and construction of a closed
shopping centre comprising three storeys consisting
of (95) restaurants and coffee shops, retail stores,
including a combination of (300) international and
regional trademarks.
Client Name: Al-Futtaim Group Real Estate (Dubai)
Country: Egypt
Consultant: WATG (UK)
Contractor: Al-Futtaim Carillion (Dubai)
Project name: Hilton Hotel Project - Jabal Omar
Housing Development
Description: Construction of five-star Hilton Hotel
comprising (500) rooms.
Client Name: Jabal Omar Development Company
(Saudi Arabia)
Country: Saudi Arabia
Status: New project
Project name: Retail & Residential Area
Development Project - Al Maryah Island
Description: Development of a retail and residential
area on Al Maryah Island (formerly Sowwah Island).
Client Name: Gulf Capital Pvt. JSC (Abu
Dhabi)
Country: UAE
Status: New Project
Project name: Abu Dhabi
Marina Bloom Development
Project
Description: Construction of Abu
Dhabi Marina Bloom including a five-
star hotel, serviced apartment building
and two residential blocks.
Client Name: Abu Dhabi Marina (Abu
Dhabi)
Country: UAE
Consultant: Khatib & Alami Consulting Engineers
(Abu Dhabi)
Status: New project
Project name: Dhofar Beach Resort
Project
Description: Development of Dhofar Beach Resort
comprising a five-star hotel with (130) rooms,
signature restaurants, food and beverage outlets,
leisure and water sports facilities, meeting rooms,
business centre, retail outlets, including a health
club, a spa and a ballroom.
Client Name: Taameer Investment Company
(Oman)
Country: Oman
Consultant: Hill International L.L.C
(Oman)
Budget (USD): 111,000,000
Status: New project
Project Name: Distinction Tower project
Description: Construction of 53-storey, 195-metre-
high Distinction Tower comprising (295 Nos.)
serviced hotel apartments, including a luxury spa, a
gymnasium and swimming pool.
Client Name: Damac Properties (Dubai)
Country: UAE
18-19 tenders.indd 19 1/30/13 5:27 PM
cpidubai.com
NEWS ANALYSIS
20 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
I t made headlines around the
world; Hamas official Mahmoud
al Mabhouh, assassinated in his
Dubai hotel room in October
2010. The ramifications on the
Emirate’s reputation – in addition
to the political impact – were
severe. But the lasting legacy of
this incident, and others less acute,
will result in seismic changes in the
delegation of responsibility when it
comes to hotel security.
“The investigation by Dubai Police
uncovered many suspicious activities
with the assassination team,” shares
New Scotland Yard counter terrorism
liaison officer, DCI Mark Moles.
“For example, there was a man in
the foyer for three hours, wearing
gloves in spite of the Dubai heat.
They were all things that could look
innocent, but equally if you really did
look at them you would know that
something wasn’t right.”
In conjuction with the UK’s New
Scotland Yard, The Department of
Protective Systems of Dubai Police
has launched a training programme
entitled ‘Security Awareness Training
for the Hospitality Industry’.
The course, which has been
designed specifically for hotel staff,
has been described by Dubai Police
as equipping the hospitality industry
and its employees with “the skills and
knowledge needed to prevent and
combat potential security risks and
criminal threats”.
The course is delivered by a UK-
based company, Shield Security, but
it’s the brainchild of New Scotland
Yard and is being promoted to law
enforcement bodies across the Middle
East by Moles himself.
“The methods taught in this
course have prevented terrorist
attacks elsewhere and we have
arrested and convicted people as a
result of surveillance in hotels and
malls elsewhere,” Moles says of the
scheme that has trained almost 3,000
hospitality professionals in Dubai,
from the security staff themselves to
chefs and gardeners.
“I have a roadmap of best practice
that I am trying to introduce to this
region, but it takes time to get the
buy-in. We have done this in Dubai for
over 12 months, and we are also heavily
involved in Doha, Singapore, Asia, the
UK
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Dubai may have built its reputation on being the region’s safe haven but maintaining that security is everybody’s responsibility. New Scotland Yard counter terrorism liaison officer Mark Moles, answers your questions on the training course you can’t afford to miss
20-22 news analysis.indd 20 2/3/13 1:12 PM
om
le
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or
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e
UK and Maldives. The concept is new
here but the UAE isn’t a guinea pig,” he
adds, reiterating Dubai’s dependence
on repeat visitors and the integral role
its reputation plays in this.
Each individual, the hotel and the
company receives a formal recognition
of completion of the course; endorsed
by New Scotland Yard, Dubai Police
and the UK Government.
“It is something tangible that
shows the individual has partaken in
significant training and the hotel gets
that recognition also.”
While the course is subsidised
by Dubai Police to the tune of 80%,
it is not mandatory. Instead, every
hotel in Dubai, and then moving out
to the other Emirates, will receive
an email from Dubai Police and an
invitation to meet and discuss the
benefits of the course.
“Dubai Police makes this one of
the safest cities in the world, but a
lot of things are happening in the
region and ‘we’ all together need to
be on the front foot.”
How real is the security threat in Dubai and how can hoteliers protect their properties and guests? There is crime here like there would
be in another city. Crime is very
opportunist and some of the biggest and
most iconic establishments across the
Middle East are targets for criminals.
This initiative isn’t in response to a
massive crime problem, because there
isn’t one. The threat from terrorism
is ever present, but no more here
than anywhere else. This is certainly
one of the safest places in the world
because of Dubai Police, but this is
about giving the hospitality industry a
different perception on security. This
is unique: it’s UK driven and has some
unique differences as to how most
people perceive security.
The programme is described as being ‘a tool to identify terrorist threats’. Can you explain what this means? It’s important that we don’t overdo
this. There is no greater threat of
terrorism in Dubai than there is
anywhere else in the world, but the
biggest threat is complacency. Those
who don’t believe the threat exists are
the biggest threat.
For example, what concerned me
for a while was valet parking. People
turn up to a hotel, leave their keys and
somebody then drives that vehicle into
the hotel. How many times do you
see somebody actually lift the boot or
look on the back seat? A lot of what I
do demonstrates that a rucksack could
be left in a car with a mobile-activated
or timer device inside and the hotel is
wide open to that attack.
We’re not saying that every time you
see a briefcase or rucksack in a car you
need to call the bomb squad, but if
something is suspicious and you’re not
happy about it, report it.
What can GMs do to secure their properties and guests?Invest in training! Because of the
sponsorship from Dubai police, the
cost of this course is minimal and
Shield Security is only covering the
cost of delivery of the course. This isn’t
a commercial venture, the benefits are
for those who partake. We all know
that security across the board is low
paid and transient with a high-
turnover of staff, and that isn’t just in
the hospitality industry. But if you
invest in security and making sure
staff remain motivated, you will be
effective.
We are looking for whatever the
security regime is in the hotel to
engage in the programme, and that
includes outsourced services.
If a hotel employs or outsources to meet its security requirements, why is this course necessary? Most of the establishments that have
visible frontline security are under
the impression that security is left
to the security industry to maintain,
for instance you will have visible
security staff and visible covert
abilities, like CCTV.
It’s quite understandable that hotels
rely on the security staff to be their
eyes and ears, but this is about making
sure that everybody is vigilant.
The applicable lesson from the
UK is that security, especially
for counter terrorism, but also
for crime as well, is not just the
responsibility of the security team.
This programme brings in the
concept that security is everybody’s
responsibility; from those in the
lobby lounge to the valet parkers
and gardeners. Nobody knows the
environment of a hotel like those
who work there.
Things that go on in the hotel
will be seen by those who work,
and sometimes also live, there. This
training programme is about giving
other members of the hospitality
community the awareness
training that will stop them from
rationalising and dismissing
suspicious behaviour.
Who do you need to train to reach course objectives? We look to try and get 60-70% of
all staff across the board in each
hotel engaged, and that can even
include chefs because they
still pass through
the premises.
Because it’s
difficult to
cpidubai.com HOSPITALITY BUSINESS MIDDLE EAST / 21FEBRUARY 2013
NEWS ANALYSIS
DCI Mark Moles, New Scotland Yard, counter terrorism liaison officer
DCI Mark Moles
20-22 news analysis.indd 21 2/3/13 1:12 PM
release so many staff on a single
session, we conduct a series of
workshops over a period of time, if
needs be over as long as 12 months.
The scheme is also a refresher for the
security industry, vital because of the
turnover rates. One thing I have also
seen is that there is very little respect
for security staff and for that reason
we now include conflict resolution in
the training.
This is not a one off and it’s not a
one size fits all.
Why is the course not mandatory? Dubai Police doesn’t want to make
it mandatory because it says there is
enough legislation in the UAE. But
it has invested in it to such a degree
that there is really no reason why
hotels shouldn’t take up the offer. The
course is 85% subsidised so hotels
pay only AED20 per attendee and all
the hotel needs to provide is space
in which to conduct the sessions and
Powerpoint facilities.
A lot of hotels then come back and
say ‘It’s not mandatory so we’re not
going to do it’. That is disappointing
to see but the authorities do want a
return on those who don’t take it up.
The disappointing thing is when
security and training budgets are set
in October/November and nothing
can be allocated to this. Luckily, this
is very low cost and that should really
not be an issue.
How did the initial idea for this come about? In the UK we have Operation
Griffin, which brings together the
Home Office and Foreign Office,
law enforcement – including police
and intelligence agencies – and then
private security – for a briefing on
the current security situation and
immediate threats, for example if there
has been a spate of pickpockets.
This idea was developed in the UK
more than 10 years ago, and has since
detected a lot of crime, including drug
traffickers and armed robberies.
I was part of the development of
Operation Griffin in the UK and
when we showcased the benefits to
authorities in Singapore and Dubai,
they really saw the benefits. In an
armed robbery incident, the robber
wouldn’t just visit the shop or bank
to carry out the crime - it’s all about
hostile reconnaissance, which is a big
part of this course. Criminals will look
for CCTV, monitor security change
times, and so on and that’s exactly
what happened at the Al Bustan
assassination.
If we look at the worst case
scenario, a repeat of an incident like
that in Mumbai, or a car bomb, would
be devastating.
What is the course about? What this training does is give a
different perspective on security in
the hospitality industry and other
crowded places, such as malls, that are
popular with tourists and may be a
vulnerable to crime and terrorism.
It’s all delivered in English, but we may
expand this as the course progresses.
The course is very interactive and
visual and also engages the staff.
We show video clips from hostile
reconnaissance situations and explain
the UAE law, also.
We show how it is possible to access
rooms through fraudulent activities
or steel identities if protocol isn’t
followed on reception. One hotel
we have worked with implemented
spot checks on their own staff and
identified lapses in their security as a
direct result.
What’s your advice to the hospitality industry?Expect the unexpected, continue to
train and have contingency plans.
That’s what this course is about.
It’s about saying you shouldn’t be
complacent and this will add to the
armoury of effective counter terrorism
measures that already exist. This is
everybody’s responsibility
Hotels are encouraged to enrol their teams by contacting [email protected] or by calling +971 56 274 1520.
22 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013 cpidubai.comcpidubai.com
NEWS ANALYSIS
20-22 news analysis.indd 22 1/31/13 3:40 PM
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DOUBLE TAKELast month Rotana became the largest operator in Dubai when its new Arjaan and Rayhaan properties opened at Al Ghurair Mall. Taking its share of both the long and short stay markets, GM Mark McCarthy, tells Hospitality Business Middle East about
the vision for the new properties
GM INTERVIEW
24 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
The
cpidubai.com
24-26 Interview - Rotana GM.indd 24 1/30/13 5:31 PM
cpidubai.com
GM INTERVIEW
omom
They are described by Rotana
executive vice president and
COO, Omer Kaddouri, as
“a milestone property with
landmark design of the highest
quality”. And while the 5-star Al
Ghurair Rayhaan and Al Ghurair
Arjaan by Rotana no doubt mark a
milestone for the colossal hotel group,
they also make an indelible mark on
the industry as a whole.
Tipping Rotana’s reputation from
the realms of ‘big’ to ‘supersized’, the
new properties, adjoined to the Al
Ghurair Centre Mall in Deira, represent
Rotana’s largest ever room inventory
in a single project with 428 rooms
in the Al Ghurair Rayhaan and 192
apartments in the Al Ghurair Arjaan.
It also makes Dubai Rotana’s most
significant single city market, with
3,795 rooms in the Emirate.
Following a soft opening on
December 12, 2012, over the
Christmas and New Year period
the properties experienced – an
unexpected – 100% occupancy rate.
Crediting his strong team, GM
Mark McCarthy, who has worked for
the chain since 2007, says the period
was hectic but trouble free with only
“one or two little pipe leaks” reported.
HOSPITALITY BUSINESS MIDDLE EAST / 25FEBRUARY 2013
BRINGING IN THE
CROWDS
AL GHURAIR
ARJAAN
BY ROTANA
192 Contemporary fully furnished
and serviced hotel apartments
Connected to the 5-star Al Ghurair
Rayhaan
AL GHURAIR
RAYHAAN BY
ROTANA
428 luxury rooms and
suites
6 meeting rooms
4 dining venues
LIWANInternational all
day dining
YASMINE LOUNGE
Lobby loung
SHAYAN Persian restaurant
BUZZdeli mall cafe
ZEN SPAThe first of Rotana’s Dubai properties to have its signature
spa onsite
“We experienced higher occupancy
than expected in the first month
and we haven’t built our staff up yet
because of the lower projections. So
now we have to get more staff in and
change our game, which is exciting,”
McCarthy comments on the period.
When asked how and why the
surge in visitor numbers occurred,
McCarthy credits the wise allocation
and end results of the hotels’ AED2bn
investment.
“The cost of the hotel is evident
wherever you go. From the quality
of the finishes to the materials used,
everybody who sees it says it’s the best
finished hotel in the Rotana portfolio,”
McCarthy reports.
Not only tapping the tourist
and long-stay markets, Arjaan and
Rayhaan are also adjoined to the
Al Ghurair Centre Mall, a family
leisure and shopping destination that
later this year will re-launch with a
16,000sqft expansion and 150 new
retail units.
It gives the new properties one
of the strongest footholds on one of
2013’s hottest trend predictions, the
mall hotel. And it’s an opportunity
McCarthy is poised to seize. From
providing Arjaan branded shopping
carts and resident access to Spinney’s
supermarket for long term guests
on the grocery run, to the ‘mall
deli’ Buzz Cafe (which will remain
open throughout the night to meet
DTCM requirements for 4- and 5-star
properties), the complex will be kitted
out to tap travellers, shoppers and
local footfall as well as, eventually, the
Emirate’s burgeoning business market.
But what will give these
residences an edge over The
Address at Dubai Mall and
Kempinski at Mall of the Emirates?
“We are in Deira and this is a
vibrant area of Dubai with a number
of new and renovation projects
currently underway.
“I have had friends who visited
Dubai and other mall hotels and while
they are impressive, they were asking
me ‘Where is the soul of Dubai?’ well
it’s here in Deira,” McCarthy states,
crediting the Gold Souk, Bastikiya
Heritage area and impressive public
transport links as key drivers.
“So now we have a beautiful,
modern, contemporary hotel situated
There is a spacious reception area to serve both properties.
The property features four F&B outlets.
The twin properties are developed under Rotana’s Arabic and apartment brands.
om
24-26 Interview - Rotana GM.indd 25 1/30/13 5:31 PM
26 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013 cpidubai.com
GM INTERVIEW
cpidubai.com
No stranger to the region, American-born Mark McCarthy was living in San Francisco when initially hired by Rotana and although happy in the US, he says he was “dying to return to the Mid-dle East, despite living in such a beautiful city” after spending his early career here with Interconti-nental Hotels.
Lured by Rotana’s growth and expansion plans and the opportunity to contribute to them, McCarthy was originally hired to open the Orynx Rotana Doha (which faced delays and is now scheduled to open mid-2013). Instead, after his appoint-ment in 2007 he ran the popular Sheikh Zayed Road property, Towers Rotana, for four years.
“Launching this property feels great. All of us as GMs want to do bigger and more but for me I think the exciting part was an opening because that was new for me.”
IN PROFILE:
MARK MCCARTHYin the heart of Deira and in a mall,”
he adds.
To drop or not to dropMcCarthy’s approach however, is not
to burst onto the local market and
rock the boat, so to speak.
Pitching the hotel in line with the
local market, rather than the going
5-star rates for properties of such
quality, he says year one will be about
building reputation with an occupancy
target of 50-65% by year end.
“We could do higher but we
would have to drop rates and we
are looking, from where the market
stands today at about AED600/
night,” explaining the thinking
behind the decision as “not wanting
to cause a problem in Deira”.
“We’re not going to come in and
undermine the other hotels in the area,
we are going to try and keep a nice level
balance,” and as a result of which: “We
are not going to drop rates.”
He demonstrates similar levels of
commitment to his pledge of a zero
dilution rate of either brand. Plans
include dedicating entire floors of
the Arjaan property to the truly
long-terms guests, while reserving
other apartments for Rayhaan guests
booking suites.
“The quality level of this hotel
should be positioned much higher
than the other hotels in this area, but
in our first year we have to get people
through the door.
“It takes three years for a hotel to
stabilise and the first year needs to be
a building year. We’re going to have
attractive rates but we’re not going to
go crazy,” he adds hinting at the launch
of a massive marketing campaign to
achieve the objectives.
“In general, you don’t want to drop
rates but other hotels have pitched
theirs far too high and it has hurt
them. So you have to find that right
medium and we are going to come in
close to where the market is right now,
let people see us and then grow, our
own way, based on our quality levels.
“People have to become aware of us
– the online booking people, the Saudi
Arabian market. It’s going to be a real
building year.”
The Rotana touchIn building that reputation, McCarthy
will not just rely on the adjoining
mall and bustle of the Deira
neighbourhood, but will aim to draw
footfall from across Dubai through the
hotel’s exclusive Zen Spa – the Rotana
spa’s Dubai debut – and its F&B
offerings, with four venues located
across the two brands (see box).
Stressing the international focus of the
cuisines, plans for these outlets include
increasing the number of theme
nights, introducing proven concepts
from other properties and offering a
very family themed brunch (both the
Rayhaan and Arjaan Rotana brands
were created for the Arabic market
and as such do not serve alcohol).
The hotel will also serve as a
showcase for the entire Rotana
brand, due purely to the quality of
the product.
“For example in F&B our other
hotels will come and learn from our
buffet offerings and the presentation of
the restaurant.
“So we will try to set new standards,
even for Rotana, but the great thing
about that is through our corporate
office using us – and they will have a
strong presence here – we will have a
lot of support as a result of that.”
“With any new hotel there are still
hundreds of new systems that need
to be put into place and little things
that need to get fixed also have to
be ironed out, but I think we have a
strong team so it’s well in hand.
McCarthy concludes: “All our
department heads are from Rotana,
so they know Rotana inside out
and they are going to bring their
systems here and then we are going
to try and modify them and lead the
standards for the rest of the Rotana
chain from here.” The multi-billion dirham fit out project makes this property Rotana’s flagship.
Heavy investment has been made in all aspects.
24-26 Interview - Rotana GM.indd 26 1/30/13 5:31 PM
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Untitled-8 1 1/31/13 5:57 PM
When Bill Marriott first
visited Dubai in 1973, the
“sleepy Arab town on the
Gulf ” had only two hotels.
This month Marriott Hotels will add
two new properties to the Emirate’s
ever-evolving skyline, with an official
opening set to make a statement even
by Dubai’s standards.
Breaking almost every record in
the book, the twin-tower JW Marriott
Marquis is the first such branded
property from the Marriott portfolio
to open outside the US. Living up to
expectation, it is the world’s tallest
hotel, as certified
by Guinness
Book of World
Records,
with a total
built up area
of 3,525m
square feet
over the two
355m towers.
STATEMENT CITYMarking the official launch of the world’s tallest and arguably most impressive hotel, Hospitality Business Middle East
goes behind the scenes at the region’s first JW Marriott Marquis to speak to the four people who keep it ticking over
COVER STORY
cpidcpidubai.com
Located on the edge of Dubai’s
Business Bay, it boasts 1,608 rooms and
suites, 14 F&B outlets and world class
meeting facilities; this is the only hotel
in Dubai where a conference of up to
1,000 delegates can meet and stay at the
same time. Yet despite the sheer scale
of the hotel, the design of adjoining
corridors has deliberately retained a
boutique feel, rather than intimidating
guests with endless corridors.
Following the soft opening in Q4
2012, the hotel experienced near
full capacity for much of December
and January, and with an eye on the
business market – as reflected in the
location and meeting and conference
facilities – that rate is projected to
become a standard.
“I think our company looks at this
as a really stellar, iconic property,
that makes a significant statement
about JW and our growth in the
region and worldwide,” says GM
Rupprecht Queitsch.
“There is a lot of anticipation,
there is no question about it, but it’s
not that complicated at the end of
the day,” he adds.
Queitsch, who has opened
six hotels over the course of his
international career as a hotelier, is
described by Marriott as “a 40-year
veteran of the hotel industry”, who
has worked in every area of operation
from FoH to F&B, via accounting,
marketing, and mid-management.
His role, in addition to the day-
to-day running of the JW Marriott
Marquis is to assist in propelling
Dubai from its current status as a
business hub, to a contender on the
world-wide convention market. “In
Dubai you typically have the beach,
marina, media city and business
markets; Dubai is well diversified. But
we are adding another dimension by
targeting the worldwide convention
business,” Queitsch continues, further
revealing the ambition will be aided
via the hotel’s close partnership with
DTCM and the Convention Bureau.
The joint vision is to give global
convention destinations from Paris
to Las Vegas a run for their money,
on the back of a reputation Marriott
has carved for hosting such parties
in its 60 other speciality convention
properties globally.
“We already have good relations
with some large brokers in the
pharmaceutical and motoring
industries and we know the patterns
in which these industries move, so
we can take advantage of that and
sell against it,” Queitsch says of
executing the vision.
The process of designing the hotel’s
facilities looked at every possible
external factor
that could
influence
a guest’s
behaviour,
from the
frequency
and timing of
flight arrivals to
the demands
of
ccpccpccpcpcccpcpcpcpcpcpccppcpcpidididididididdiiididuububbaiaia .ccomommm28 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
HOTEL FACTS
355m JW Marriott
Marquis is the tallest hotel in
the world
2,743 people can enjoy
the hotel’s 14 F&B outlets at
any time
24hFrench bakery
La Farine is open seven days a week and, to represent
this, the restaurant features :
247 mirrors
3ton of Dead Sea salt
were shipped into the JW Mar-
riott Marquis Hotel Dubai in order to service the hotel’s
Saray Spa and signature Dead Sea
Floatation Pool
Dubai Marathon runners enjoyed an exclusive
bed and breakfast rate at the hotel, which also hosted the run number
collection point
Marriott Marquis GM,
Rupprecht Queitsch.
28-32 Cover story.indd 28 2/5/13 12:53 PM
t
cpidubai.comom
ut
er
s
tt
n
ns
’s
COVER STORY
HOSPITALITY BUSINESS MIDDLE EAST / 29FEBRUARY 2013omoomm
The shape of the two
towers was inspired by
a date palm tree, an
indigenous desert plant.
Director of human resources,
Yasmin Akhtar.
28-32 Cover story.indd 29 1/31/13 9:25 AM
cpid
COVER STORY
cpidubai.comcpidubai.com30 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
global business. The result is 24
hour casual fine dining, health and
business facilities, two world-class
high-capacity ball rooms, proximity to
the airport and metro and one of the
widest F&B offerings in the city.
“That alone already adds another
dimension to the Dubai market, which
a typical resort or hotel would not
have,” Queitsch explains.
People power The huge pool of associates required
to run a property of this size is
understandably astonishing and on
January 14 the Marquis welcomed its
1,000th associate. Currently employing
1,200, this will rise by up to a further
800 between now and the opening of
the second tower.
“Our property size is about three
times that of a normal hotel opening
and we had to be very careful to find
people who fit with the Marriott
brand, are able to live up to the
Marriott values and culture system
and have a passion for the business,”
says the property’s director of human
resources, Yasmin Akhtar, who
adds that 75% of the new staff were
recruited via Marriott’s E-Portal
system and 35% of the total from
within Dubai.
The recruitment drive began in
early 2012 and management was
fully appointed by March. Following
this phase, 900 associates were
welcomed to the property within an
astonishingly short
period of time; in
September 2012,
500 arrived
at once. A
pace Akhtar
says was
leveraged by
Marriott’s
reputation
as a leading
employer in
terms of
salary,
retention and benefits, it was not
without its challenges.
Despite turning to known markets
in order to meet staffing needs,
Akhtar cites visa complications and
the introduction of a minimum wage
in Thailand, as the key barriers to
overcome.
“We of course needed to try and
tackle as many visa and pay issues as
possible, but in some cases we had no
choice. We had to look at whether a
similar quality of associate could be
found in the local market, for example
the specialty restaurant business,
which we did manage to find.
“With the salary changes in
Thailand, we were quite careful not to
review the budgets to much because in
comparison to the market, our salary
ranges and the compensation package
were already in the top 25% of the
market,” she adds.
Once recruited, the melting pot of
60 nationalities underwent intensive
training in preparation for the grand
opening, which will be held this month.
The programme runs from day one
orientation through to departmental
trainings, skills and services training
and mandatory courses, lasting the
duration of an associate’s career with
the group. The annual target across all
divisions is 40 hours of training.
It’s not just the training that was
used to bond the new and rapidly
expanding team, but the welcome each
received – a process that was echoed
during ‘Daily Rehearsals’, when
management recognised personal and
professional associate achievements;
from congratulating on a good job
to birthdays. It’s a touch Akhtar
describes as “just celebrating”. She
says: “There were simple gatherings,
maybe a simple lunch for everybody.
Some of the things that helped to
bond the family.”
Where other chains have struggled
to budget for such generous extras,
Akhtar describes the exercise as an
investment, rather than expenditure.
Taking advantage of flexible pre-
opening budgets and emphasising
associate relations and development,
she explains: “When we talk about
budgets, it’s not so much the amount
of money you have, but it’s what you
are able to do with it. Sometimes it’s
the little things that count and not the
big show, that makes it.”
“I am very proud to see how the
product has evolved since the soft
opening. Looking at the business
coming in, in a very short span of
time we have all come a very long
way. Every single associate, from the
GM
op
the
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ma
the
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its
the
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HOTEL FEATURES
3.525m square foot total
built up area
1,608 total rooms and
suites
882 King Size Rooms
486
Double / Double Rooms
236
Club Suites
4 Royal Two-Level
Suites
14 F&B outlets
8
Retail shops
5,100 sqm event space
TVThe largest LED
screen in the region
Specifically targeted towards the MICE market, The JW Marriott Marquis Hotel
Dubai will be the only hotel in the
Middle East where up to 1,000 people
can meet, sleep and dine under one roof, in one
locationVice president and global
brand manager,
Mitzi Gaskins.
The Marquis is equipped for the MICE market.
The outdoor pool
features underwater speakers
and breathtaking views of
Business Bay and Downtown.
28-32 Cover story.indd 30 2/3/13 1:21 PM
cpidubai.comomom HOSPITALITY BUSINESS MIDDLE EAST / 31FEBRUARY 2013
t
he
GM down, has risen to this great
opportunity and from what I can see
they have all managed to deliver.”
Passport to the world In carving a niche for itself in the local
market, Marquis will be looking to
the Emirate’s two million residents as
much as its 10 million tourists, to keep
its 14 F&B destinations full.
A number that will drastically alter
the dynamic of the local F&B industry,
it will no doubt prompt hoteliers and
restaurateurs alike to assess their own
offerings. But in a market that could
be described as nearing saturation
point, developing new concepts isn’t
just about the food.
Director of F&B, Thomas Rebler,
explains: “The traveller that stays with
us is not our main market. We look
to Dubai; to the local residents. We
compete with other hotels for rooms,
but in F&B we are much bigger.
We look to DIFC, where there is a
collection of select restaurants, and we
compete with those.
“My wish is that if you are in
any of our restaurants you don’t
necessarily think you are in Dubai
or a hotel. You could be anywhere
in the world, in a restaurant that has
this concept,” he adds.
With specific reference to Marquis’
steakhouse, Prime 68, Rebler explains
that despite Dubai already having “in
the region of 60 steakhouses”, this one
will “meet expectations in a way that
goes beyond them”.
The line is a fine one, but Rebler’s
underlying principles are accessibility
and quality ingredients, with a staunch
opposition to the sense of ego Dubai
has been known for in the past.
“You come to Dubai now as much
to experience the F&B as anything
else. We want
to be part of
that experience,
but things
now are about
approachable and
casual, and what
we also look at
is a wellness and
sourcing approach
of where the products
come from.”
I am very proud to see how the product has evolved since the soft opening. Looking at the business coming in, in a very short span of time we have all come a very long way. Director of F&B,
Thomas Rebler.
COVER STORY
28-32 Cover story.indd 31 1/31/13 9:25 AM
COVER STORY
32 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013 cpidubai.comcpidubai.com
This is critically important to us
as a JW brand.”
Rebler became a cook because
his mother described the profession
as being a passport to the world.
His ability to research the concepts
utilised at Marquis is not only drawn
from his years spent globetrotting
in the name of duty, but also from
his time working for Marriott
Corporate, designing menus and
restaurant concepts for properties
around the world.
Driven by his desire to return to
the “tactical and tangible” practice
of operations, after developing the
Marquis concepts with the Marriott
Corporate team, he moved in-house
for both the hands on experience of
launching and managing the outlets
and his “fierce loyalty” to Marriott as
an employer.
Staying true to his original dream,
the range of outlets created across the
two towers is in itself a passport to the
world; a range he says is well suited to
Dubai’s cosmopolitan culture.
As a company itself rooted in F&B,
the expectation is already high and
after overcoming the competition,
the second element of Dubai’s unique
challenge is the demand for every type
of produce all year round.
He explains: “It’s critically
important to source sustainable
and organic ingredients. We want
to have a positive impact. We want
to use as much local produce as
possible, and the challenge in Dubai
is the expectation to have everything
available every day,” he says,
continuing to describe one solution:
“We wish we could do farm to table in
Prime 68, but instead we have found
small famers in Europe and Australia
who can direct ship, so you know the
vegetables were cut yesterday.
“We just want to offer that
simplicity. Simplicity is the ultimate
sophistication.”
Behind the name“One of the reasons we decided
to debut the first international JW
Marriott Marquis in Dubai was
because of the Emirate’s location,
with its proximity to huge growth
markets such as India, and the fact
that it has literally billions of people
within a four-hour flight range,” vice
president and global brand manager,
Mitzi Gaskins, tells Hospitality
Business Middle East.
“What those business travellers
are looking for is a hotel that has
everything they could possibly need
under one roof and we truly believe
this iconic new property will set a new
standard in business hotels, not just
in the region but globally,” she asserts,
further describing the property as “a
symbol of Dubai’s resurgence”.
Undeterred by launching more
than 1600 rooms in a market that
will see its total hotel stock double
this year, Queitsch says the more
hotels that open in Dubai, ultimately
the better.
“Dubai and the UAE make
statements every other month, if
we can add to this expectation and
excitement about delivering something
special I think we will have succeeded
and we will invest heavily to achieve
that and more,” he adds.
“At the end of the day, the guests
will be the judge.”
Rang Mahal by Atul Kochhar: The world’s
first Michelin Star Indian chef now calls this Indian restaurant
home
Izakaya: one of the few restaurants in the Middle East where the Head Chef has a license to serve Blowfish. Here, guests order their food
using an IPad.
Tong Thai: The entire staff of this Thai outlet
is female
The Vault: Tucked away at the top of the tower, here the most
expensive item on the menu is a bottle of
vodka, prices AED23,000
Prime 68: The bou-tique steakhouse with a difference, sourcing quality a selection of Australian Blackmore Fullblood Wagyu Beef, US Creekstone Farms
Natural Premium Black Angus Beef and Aberdeen Angus, from small farms committed to exceptional products.
All seafood is sustain-able and vegetables
organic.
Kitchen 6: Interna-tional buffet options
Positano: A taste of the Amalfi Coast in Dubai
Velocity: A contem-porary sports and
entertainment lounge
Kork: A dedicated experiential wine bar
and kitchen.
Aqua Poolside Grill and Bar: overlooking
the hotel pool
CUISINE
It’s the only hotel in Dubai that can cater to conventions of 1000 delegates simultaneously.
In addition to the main ball room, Marriott Marquis has a number of smaller conference rooms.
28-32 Cover story.indd 32 1/31/13 9:25 AM
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VP INTERVIEW
34 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013 cpidubai.comcpidubai.com
Accor Middle East MD, Christophe Landais, talks about the group’s expansion plans and the drive that will add 24 new properties to the portfolio by 2015. The equivalent of 6000 new rooms.... and 6000 new jobs
IN IT TO WIN IT
Always, the challenges are the human resources and how best and most effectively to train and develop each of them
34-35 VP Accor.indd 34 1/31/13 4:47 PM
cpidubai.com
VP INTERVIEW
HOSPITALITY BUSINESS MIDDLE EAST / 35FEBRUARY 2013
For Accor Group, the last few
months have played out at
turbo speed and now a heady
expansion plan is underway that
will put the group on a fast track to
regional domination over the coming
36 months. There is no doubt the
man at the top has had his plate full.
Today counting 59 properties in
the GCC, Levant and Egypt, a further
24 new properties will be added by
2015, representing 6000 rooms, and
6000 new jobs.
Eyeing the industry’s trinity of key
markets - Saudi Arabia, Qatar and
the UAE - the plans spearheaded
by Middle East managing director,
Christophe Landais are robust.
The drive began last month with
news of the first Novotel in Saudi
Arabia, to be located in the thriving
city of Jeddah, following the signing of
a management contract with the Sons
of Ahmed Saleh Kaki Company.
The new hotel joins Accor’s rapidly
expanding KSA network, which currently
includes 12 hotels representing over 3000
rooms, including the Novotel Riyadh Al
Anoud and Novotel Dammam Business
Park. The fourth, Novotel Jizan Corniche,
is currently under development and is
due to open in 2015.
“It’s a very stable country that is
looking for investments. The ministry of
tourism is promoting domestic tourism
at affordable prices, so this is where our
mid-scale offering can really flourish
and the next big market for development
will be Saudi Arabia,” says Landais, who
adds the pipeline totals eight projects
currently under construction.
Accor also has 11 Ibis hotels in Saudi
Arabia, leading over its competitors,
and there are more to follow in
Dammam, Al Khobar and Yanbu.
Despite admission that Accor
“doesn’t really target the 2022 World
Cup”, Landais says of Qatar: “We
have two properties opening in 2014
and we are also looking to develop
a Sofitel, Novotel and Ibis there, but
Qatar is small.”
Of the 24 new openings, nine will
be in the UAE, marking a 50% hike on
today’s portfolio.
omom
“It is forecast that by 2013/2014 the
global hospitality market in Dubai will
grow by about 9%, so the people are
not only transiting but staying here.
“Dubai has been very resilient
and now we can feel the business is
back, for example, we can see a lot of
postponed projects from before 2009
are now back on the stage. We have
real clientele with real money and our
role is to further this development of
Dubai,” Landais adds, quoting 46% of
all Accor’s guests in Dubai are GCC
residents, following two years of social
and political unrest in the region’s
former anchor markets.
All the good news marks a sea-
change in the fortunes of Accor, whose
Sofitel brand dramatically downsized
under new leadership during the
global recession, and who at the end
of last year announced that it was to
relinquish its flagship mall hotel in
Dubai, Pullman Mall of the Emirates,
to Starwood, while launching a new
Pullman in the Emirate’s bustling
Deira district. The existing property
was re-branded following extensive
renovation and now boasts an
enlarged lobby and new, modernised,
rooms, F&B and spa offerings.
Meeting room space has also been
extended to tap the lucrative MICE
market, and more than 1000sqm will
been dedicated to a single meeting
space by mid-year. The property
officially re-launches this month.
Market mixLandais says the mix of Accor brands
is dictated by the development of
their host cities. And while he reports
resilience in the international business
brand portfolio – referencing Ibis and
Novotel – he says luxury brands are at
the mercy of lifestyle demand drivers,
which can see rates adjusted to get
heads in beds.
“The brands designed for the
international business market, such
as Ibis and Novotel are very resilient,
even during the crisis, but now we see
a clear mix in the dynamic. We were
the first to introduce mid-market
properties. Ever since then, our
economy and mid-market brands have
seen success in the market and there is
still room for a product that responds
to the market demand of a clientele
that is not just looking for 5-star or
resort hotels,” he shares.
Recruit to winIt’s far from viable to pursue such
aggressive expansion plans without
significantly increasing human
resources and with a projected 6000
new employees due to be welcomed
to the Accor family over the coming
three years, finding, training and,
most importantly, retaining those
people will be key.
“You could say the openings
equate to anything from 5000 to
6000 new jobs, based on an average
1:1 staff to guest ratio. This differs
between budget, mid-market and
luxury hotels. But overall, I think
we could say 6000 new staff will be
needed,” he reveals.
It no doubt helps matters that
last year Dubai-based GM Philippe
Montoubain was named ‘best GM’ in
his market, following the sustained
success of the mid-market properties
he has managed over his extensive
Accor career. Montaubain himself
says the greatest benefit of the award
is the motivation it gives associates of
all levels to aspire for the same.
In recruiting the new talent, Accor
will once again head east, looking to
its tried and tested key markets. But,
inspired by the increasingly diverse
mix of business travellers, Landias says
there will also be a focus on Chinese
and European talent.
“Always, the challenges are the
human resources and how best and
most effectively to train and develop
each of them.
“If you look at Novotel Ibis in Abu
Dhabi we have about 705 of the staff
coming from within our existing pool,
which is significant in terms of career
development for the associate workers
in Accor. In terms of product, we are
much more up to speed than if we
were to bring people from outside
Accor and train them.”
34-35 VP Accor.indd 35 2/3/13 1:22 PM
cpid36 / HOSPITALITY BUSINESS MIDDLE EAST JANUARY 2013 cpidubai.comcpidubai.com
ROUNTABLE
Two-for-One deals are incredibly popular in the UAE, with The Entertainer, Groupon, Cobone, etc. How do you target this market without damaging your brand? Mark Patten: Deals drive volume and
awareness. They do have traction and
in some instances they do add value.
For the local Dubai market, if you are
really savvy there are some amazing
deals in town. It’s human nature to get
a good deal and a great experience and
then come back for that experience.
I don’t think it de-values the brand.
F&B directors from the UAE’s top properties talk quality supply, discount dining and how to secure a share of the region’s most competitive markets. Hosted by La Farine, JW Marriott Marquis
THE SECRET INGREDIENT
What we are trying to do is create
awareness of something special.
Anthony Tuttle: It goes back to value.
The MICE market is shopping for the
best deal so you do have to be very
competitive with the pricing. But
when it comes back to Groupon, etc,
there is a way to do it.
We try to strategically look at
which outlets would benefit from
the exposure. If you have a 350 seat
buffet restaurant, you need volume
and we could afford for 50% of the full
capacity to dine on discounts. With
DDR packages you don’t get better
than 50% off the price anyhow.
We have the luxury of having an
exclusive restaurant just for our buffet/
banquet area, which we can open and
close as we deem necessary. So we
will drive volume into our three meal
restaurants for lunch, filling that to
500 people, and if we have overflow
we will put it there. We also keep a
certain percentage of seats available
for outside guests.
You need to think of a strategy
before you discount because once you
commit to it, it’s difficult to take back.
Christian Gradnitzer: We do participate,
but you have to be careful with the
word discount because the perception
comes across as ‘are you desperate’?
Dubai in general has boomed on these
discounts but only over the last three
years and that’s because of the number
of new restaurants opening and some
struggling to gain exposure. More
importantly, if you go for those offers,
our philosophy is to carefully select
which outlets participate. The people
who dine on those benefits should
receive the service of a lifetime so they
return – that’s what driving awareness
is all about.
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36-42 Roundtable.indd 36 1/31/13 2:35 PM
HOSPITALITY BUSINESS MIDDLE EAST / 37FEBRUARY 2013cpidubai.comomom
If you have a 350 seat buffet restaurant, you need volume and we could afford to go up to 50% or more of the full capacity dining on discounts
ROUNDTABLE
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Kozhaya Tannous: If we were to
participate, in my opinion it should
be within a time frame. It does create
awareness but at the end of the day,
it cannot be a long term strategy.
With regards to brands, if you look
to all day dining you need strategies
in place to drive lunch and dinner.
Breakfast is attended by guests, so it’s
not profitable meal, but you need to
drive the events and MICE business
for lunch and events, and team nights
for dinner, both with consistency on
the quality and presentation.
How is your F&B promoted to non-guests? Hassan Massood: Around 70% of
our diners are non-guests and we
promote our restaurants through
social media and special offers. We
recently launched a special meetings
experience, called ‘Brain Box’,
combining free WiFi with a specially
designed highly nutritious menu,
consisting of Omega-3 rich foods and
juices fused with honey. You can have
the best concept in the world, but
without the marketing nobody knows.
AT: Due to our positioning as a
MICE venue, we live and die by the
catering and banqueting business,
but we still need outside guests. So
we would never sell our restaurants
to an exclusive event, instead we
would do dine-around, to preserve
the integrity of the restaurant. We
really don’t compare ourselves to other
hotel restaurants, we look to the free
standing restaurants, especially due to
our location as there are so many great
restaurants in DIFC. It’s not easy but
it’s a challenge for us to raise our bar,
in terms of service, great hardware,
and the consistency that many Dubai
venues usually miss. The true test is to
get those repeat guests coming back
time and time again.
CG: For an in-house guest there really
isn’t a separation, what we promise
is perfect execution of a concept and
we have great marketing and sales
forces, great PR activities and great
properties.
It’s about setting and delivering the
concept, irrespective of where the
guest will sleep. Consistent delivery
is a phrase people like to use a lot but
don’t practice. It comes through loyal
and empowered colleagues. We, within
the hotels, get locked into a mindset
but why can you not run a restaurant
in a hotel that is like a freestanding
restaurant?
Kerim Basaran: Monte Carlo Beach
Club is totally different because we are
not a hotel, so the whole destination
has four F&B outlets, one exclusively
for members only – who are effectively
our residents. We of course work with
social media, radio and e-blasts, and
receive a great response from social
media. Our aim is to create an entire
experience from a guest point of view,
from arrival to departure, but the
eating habits in Abu Dhabi are a little
different to Dubai.
KT: Our situation is similar to the
Radisson: We are a business hotel on
Sheikh Zayed Road, so we have many
people coming from outside. In terms
of consistency, we have had the same
staff there for 12 years and these are
the people who make the difference.
On top of that, our head office has a
whole strategy of value for money.
That is also the main factor to apply.
We also have the Rotana loyalty card
with benefits for the outside guest who
dines with you.
CHRISTIAN GRADNITZER JUMEIRAH GROUP’S CULINARY DIRECTOR
MARK PATTEN VICE PRESIDENT, CULINARY, ATLANTIS, THE PALM DUBAI
36-42 Roundtable.indd 37 2/4/13 11:35 AM
38 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013 cpidubai.com cpidcpidubai.com
ROUNTABLE
MP: We all have our challenges when it
comes to driving in the local market. If
it isn’t distance, it might be price point
– they are looking for value and the
overall experience, including sense of
arrival, the ambiance and food.
But now entertainment, such as
Sandance, is becoming part of the
puzzle, which just goes to show where
we touch the local market. On New
Year’s Eve we had 13,500 people there.
On the other hand, our hotel market
from abroad is looking for a half board
component in their rate. It’s all very
different and this is becoming more
and more apparent.
CG: People perceive Dubai as being
expensive and we are working
together to overcome that but
everything comes with a price, when
it’s fresh and imported to the desert.
Everything has to travel a long way
and that is forgotten.
Ahead of the launch of Saadiyat’s key demand drivers, how do high end properties drive volume? KB: We have Entertainer vouchers
and we do use them, but we perceive
these customers as potentially loyal
customers rather than discount. You
also have to be very careful on your
terms and conditions – sometimes you
want to run a promotion, sometimes
you don’t. Sometimes instead of
using deal providers such Entertainer
and Groupon, we will run our own
promotions and market them through
social media. We do that, for example
over a 48 hour period, to temporarily
drive volume.
How are you meting the rising demand for casual fine dining, while still retaining the ‘fine’ element? AT: I think we all need to understand
that times are changing. The days of
three hour long dinners with velvet
menu covers are gone and I think a
lot of that has to do with the internet
and how accessible everything is
nowadays. People expect things to be
faster, but also everybody perceives
themselves as foodies. So they want
fast but with good quality, taste and
service.... and all over an hour and a
half. We need to either adapt or be
left in the dust.
HM: We strive to maintain quality
and consistency and on top of that
we see the chef can present even the
lowest priced ingredients in a way that
ensures the guest will keep coming.
We have won so many awards for
our casual dining options and I think
that’s because we create dishes that are
in demand, with a price that presents
value for money. We also know the
value of providing high quality food
and service, regardless of the level of
casual or fine in the venue. People
today are concerned with food quality
and taste, attractive locations and
value for money.
For example, we have a business
lunch in Certo that can be enjoyed in
the average 45 minutes a diner will
spend with us at lunch time. They
get value, quality, and everybody
is pleased without the high class
element of dining.
MP: The market has changed,
everybody is looking for something
casual and entertainment related. They
are looking for an experience that isn’t
contrived and takes time. They don’t
want to hear ‘my name is Mark Patten,
I’m going to serve you today and the
fish of the day is....’ It’s all about casual,
fun and exciting. At Atlantis, 90% of
everything I am working on is casual.
What is driving this trend?MP: The customer’s need for an
experience that is more conducive to
the lifestyle that we are living now.
Generation X has a different make-
up to Generation Y, which makes up
65% of our customers today. They are
all about immediate response, social
media, how you connect with people.
CG: Fine dining is a category that is
always needed. It is enjoyed around
Those people who dine on those benefits should receive the service of a lifetime because then they will come back
KERIM BASARANDIRECTOR OF OPERATION AT MONTE-CARLO BEACH CLUB,
SAADIYAT
36-42 Roundtable.indd 38 1/31/13 2:35 PM
Untitled-7 1 1/31/13 5:15 PM
cpidubai.com cpidcpidubai.com
HASSAN MASSOOD EXECUTIVE CHEF, RADISSON
BLU, DUBAI MEDIA CITY
ROUNTABLE
the world and there are great examples
in Dubai that we all enjoy once in
a while. We very much use it as the
signature/premier option and there is
a need to align the terminologies.
We have just done our research on
who visits our casual and fine dining
restaurants, and that showed signature
dining still enjoys fantastic business.
What kind of issues do you experience in terms of quality of supply?CG: The market is so overloaded the
supply chain cannot cope. There are
so many hotels opening, demand
is increasing, but we need to keep
up. We cannot really sit here and
say this without realising our own
responsibility; we need to educate the
market and I encourage chefs across
the board to do that.
MP: Consistency also, because you can
source something one week, but not
the next.
Our suppliers are part of our
business and they probably need
more support, which comes down
to us being involved with them
and loyalty to them. We have had
the same suppliers since I came to
Atlantis and they are part of what
delivers our success.
It’s training, it’s development, but it’s
an area where unfortunately they need
to catch up because their facilities are
not coping with the increased demand.
KB: It is very unfortunate that you
cannot find many local or organic
products here in the UAE, but if you
really look you can get good local
produce. The whole sustainability
vision of Saadiyat means we have to
get out there and find these. We also
use a local, sustainable fish farm, and
the whole point is to go out there
and look. If you want Wagyu beef
from Australia you have to find it
and charge for it and your guests will
appreciate that because they know the
quality of the product.
CG: But good quality product can still
be served horribly – there is one driver
of the car and it’s as much about the
execution as anything else.
Isn’t part of that relationship based on price? So how do you effectively pitch your needs against those of the procurement department? AT: At the level we work at there is
an expectation of quality and that
isn’t cheap. Great quality and cheap
are enemies and that is something
we are always fighting about with
accounting because they want the
cheapest because of the books, but we
are looking at getting our guests to
come back. So that’s great value and
tomatoes that taste like tomatoes
CG: You can buy the AED4 Granny
Smith apples or the AED20/kg Pink
Lady.... But if your guests are paying
AED4,000 for a room, you better get
the Pink Lady.
In terms of professional training and executing a concept, how do you manage different staff cultures?MP: It comes down to the leaders in
each business unit. They really have to
drive their teams to work together –
it’s not just briefings, it’s on and off the
job training and their interactions with
each other. That’s where you really
see development succession planning
is easier when you are in charge of a
bigger group of people.
We have around 1,400 staff, so to
identify who to develop and how
to succession plan throughout the
organisation, is a lot easier when you
have departments and outlets that
really drive this.
After nearly five years of operation
we’re seeing that fall into place a lot
easier, but it takes time. Culture takes
time and it’s something you need to
continually drive.
Retention is probably everybody’s
biggest issue; to have quality people in
It’s all about casual, fun and exciting. At Atlantis, 90% of everything I am working on is casual
40 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
36-42 Roundtable.indd 40 1/31/13 2:36 PM
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cpidubai.comcpidubai.com
ANTHONY TUTTLEDIRECTOR OF F&B, JW MARRIOTT MARQUIS
ROUNTABLE
the operation is key and they will push
and reinforce the training.
AT: With just over 1,000 associates
right now, I agree a lot with what
Mark says. At our level, we are the
visionaries and the ones looking
maybe a year ahead. But for the
consistency in the training it’s the line
managers in each one of our outlets.
They are the ones who have to inspect
what we expect, make sure things are
happening – it is such a diverse staff,
you have all these cultures that need to
co-exist together but also drive in the
same direction. It’s continual training,
day in, day out. You cannot manage
from an office with your feet under the
desk, you have to be in the outlets.
KT: It is one thing to have the training
schedule but if it’s not exhibited on the
floor, it has failed. Training at the end
of the day needs to be checked, both
that the training is being done and that
the service is aligned with it.
KB: I believe in role-plays in a training
environment, whether in a restaurant
or bar. We try to change our restaurant
three times a year and whenever that
happens we involve all the floor staff
and kitchen staff to understand and
identify the cooking methods and
preparation. We also put the floor staff
in the kitchen from time to time for
them to understand how hard it is to
get a piece of steak onto the plate. The
same thing with the bar tenders, who
experience taking orders.
HM: It’s about leading by example and
knowing our own product. Training
should be used to grow your people
and educate them on changes.
There is a huge culture of 24 hour and buffet dining in the UAE, how do you balance purchase and usage to minimise waste and ultimately costs? MP: The first rule of thumb is don’t
order a lot of food. The more you
order, the more you stock, the more
your guys think they have to cook and
the more waste you have.
Keep it to a day and a half of stock
and you really will save a lot of money.
There is a bit of an evolution when
it comes to all day. The trend is for
theatrical, live cooking stations as you
can reduce the amount that you cook
and make smaller dishes. In all day
dining we have seen a reduction in
waste and we do waste sheet reports
every day. Generally, a la carte wastage
is the most overlooked so if you’re
over ordering, or over cooking, that
needs addressing.
CG: Live cooking, but also miniature
dishes, especially deserts, help to
reduce wastage. Twelve years ago on
our Ramadan Iftar, rice would be
served in sharing bowls big enough
for 10 people, now it’s in individual
portions. Having more entertainment
behind the creation of the dishes is
important and also prevents food
being sat around for an hour or more.
KT: Guests also demand fresh food,
but I think the awareness of wastage is
there now – all over the industry and
among guests.
CG: If you have a lot of food left,
say from an event, we are fully
participating in the food safety control
of that food and then we can donate
that to charities and labour camps, if
the need arises
Hospitality Business Middle East
would like to thank JW Marriott
Marquis for hosting this event.
We cannot really sit here and say this without realising our own responsibility; we need to educate the market and I encourage chefs across the board to do that
42 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
KOZHAYA TANNOUS DIRECTOR OF F&B, TOWERS ROTANA
36-42 Roundtable.indd 42 1/31/13 2:36 PM
Untitled-5 1 2/4/13 12:22 PM
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HAdde
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With advances in both technology and guest needs, the hotel minibar is demanding more consideration than ever before
Q&A
44 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013 cpidubai.com
44-50 Mini Bar.indd 44 2/3/13 1:26 PM
cpidubai.com
Q&A
om HOSPITALITY BUSINESS MIDDLE EAST / 45FEBRUARY 2013
How is demand for products in the hotel minibar changing and how have you changed offerings over recent years?
Adam Beasley: There is always a high
demand for compulsive items such
as chocolates, crisps, nuts and sweets.
We at The Westin Abu Dhabi offer all
and our gummy bears and gourmet
mixed nuts are particularly popular
with our regular guests. One common
trend I have found is that international
branded bottled water is always an
expectation in any minibar by our
The panel
Subarna Thapa
Food and Beverage Manager,
Dusit Thani Dubai
Adam Beasley
Director of Food and Beverage,
The Westin Abu Dhabi Golf
Resort & Spa
Andreas Magnus
Food & Beverage Manager,
Kempinski Hotel Mall of
the Emirates
John Beveridge
GM, Grand Hyatt Dubai and Dubai
area director for Hyatt International
South West Asia
guests and is always a high uptake
item as are energy drinks and gourmet
juice varieties.
Subarna Thapa: The demand for minibar
products in a city hotel is very different
to a resort hotel due to the availability of
products in the surrounding location.
However we have seen a growth in
demand for well known branded snack
items such as your Pringles, Kit Kats and
Snickers. We are continually reviewing
guest feedback to ensure that we are
meeting with their minibar demands
and suggestions.
Andreas Magnus: The hotel minibar is
definitely a service that’s now expected
in luxury hotels, and means guests
don’t have to plan their purchases in
advance or bring in products from
outside, and they don’t have to order
room service, for example for a single
beverage and wait for items to be
delivered to their room.
We see a lot of demand for larger
minibar fridges where guests can
stock their own items, especially from
families that are staying in the hotel
for five days or longer. With the mall
adjacent to the hotel there is a wide
range of products available for guests
to purchase at very affordable prices,
so in order to compete with these
easily accessible items we decided to
differentiate our minibar offering and
offer more high quality products that
cannot necessarily be found in the
mall or supermarket.
We are in the process of evaluating
our current mini bar offering and have
some thoughts around combining
unique packaged products including
food items, beverages and branded
souvenirs in the minibars. We have
also noted that a lot more guests are
asking for healthier minibar options
so this is another area we are currently
looking into.
John Beveridge: We see a wide mix of
clientele travelling to the hotel for
business and pleasure. As such our
minibar is equipped to cater to the
Left: Hartmann mini-
bars use thermoelectric
cooling technology to
achieve efficiency and
are rated A+ in the EU.
om
44-50 Mini Bar.indd 45 2/3/13 1:27 PM
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Q&A
cpidubai.comcpidubai.com46 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
demand of many types of traveller,
stocking a range of 34 products,
which is one of the biggest selections
in the region. For leisure travellers
and families we stock more ‘comfort
food’ items whereas the business
traveller is more likely to consume
beverages. Some GCC families request
some items are removed and we have
seen a higher demand for mid-range
products.
Which product features take the highest priority during the procurement process of the actual minibar? AB: Energy efficiency is always a
consideration with the growing
awareness of global warming.
Starwood as a group has committed
to reducing its carbon footprint so
this is a major consideration during
procurement. Capacity and internal
design for best display and holding is
also very important.
ST: Units with reduced noise are always
a plus when it comes to any electronic
item in guest rooms. Our guests’
comfort is important to us and so by
using equipment that runs as silently
as possible, we are ensuring there is
minimal noise for them. On top of
this, being focused on minimising our
impact on the environment and being
certified with EarthCheck, we do pay
close attention to energy efficiency.
AM: With design playing a more and
more important role in hotels, minibar
suppliers and designers are working
hard on integrating their products
into the hotel room design itself, so
it blends with the rest of the decor.
You really shouldn’t see, or hear the
minibar but be pleasantly surprised
when you open it.
That goes for both hardware as well
as the accessories, which are normally
found beside it. A minibar today
should also be energy efficient and
should have settings on temperature
based on the room being occupied or
not.
JB: In determining the procurement
of our minibars, all are centrally
controlled by a server, which shuts
down the minibar when the required
temperature is reached inside – this
reduces energy wastage as the minibar
is not constantly kept running.
Additionally, infrared sensors
inside the minibar indicate which
products have been consumed; the
thermoelectric cooling technology
to keep noise levels in the guestroom
zero; software is used to track when
stock needs replacing and minibars are
set to specific auto defrost functions .
Hotel minibars are often criticised for being expensive. When faced with this complaint, what do you tell guests? AB: We understand the guest’s
interpretation on items being
expensive, but there are many costs
involved in providing the service.
We as a company have however
taken the guest comments into
consideration and overall I would say
that minibar pricing in general has
not increased in the past few years
and the industry trend is to reduce
prices with the intention to increase
sales. This is especially so in city
hotels that have easy access to mini-
marts and 7/11 style shops. Resorts
however do sometimes differ in their
pricing approach.
ST: We regularly check the market to
ensure that our pricing is competitive
for our guests. Minibars are genuinely
more expensive than supermarkets
Right: PolarBar Mini-
bars are available with
30, 40 or 60 L cooling
unit and interior
light, lock and glass
door as options.
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or other shops, however we are very
careful with our pricing to ensure that
we are seen as providing value for
money.
AM: It is very important to diversify
your minibar product range and to
keep a healthy price mix. I believe that
if you offer the right quality and range
of products, guests will appreciate the
convenience of having these available
in their room. Most people, especially
frequent travellers, understand that
keeping products ready in guest rooms
is costly for the hotel. Based on our
experience we find that travellers
are savvy enough to know how to
efficiently use their minibar.
JB: Minibar prices are on par with the
market. There is a heavy investment
on the part of the hotel to purchase
the minibar and to provide the human
resources for restocking and rotating
stock. Ease of access and convenience
offered by having these products
within easy reach in the room
supersedes the price factor to a large
extent.
What has your hotel done to reduce the financial losses associated with minibars? AB: We have implemented measures
to ensure we do our best to check
minibars before guest check out and
ensure that all guests are asked at
check out if they have had any minibar
consumption. All minibars are
checked and refilled daily.
ST: The key for us is to ensure we
are providing items that guests are
wanting and so there are limited
stagnant products that become
wastage. Communication between
departments is also important to
ensure that correct payments are made
by the guests upon check out, as well
as information to the guest during the
reservation and check in process.
AM: Through the use of efficient
Property Management Systems (PMS)
such as Triton and Opera-To-Go,
the servicing of the minibars has
become more efficient. Knowing
when someone checks out and when
guests have asked for their room to be
serviced by housekeeping helps to plan
manpower and hence saves time. It
also helps to anticipate and respond to
the need of the guests more efficiently
and effectively, which improves guest
satisfaction.
Efficient inventory control of
minibar items and the correct logging
of expiry dates also reduces losses and
allows for the right inventory to be
kept in each room. Efficient labeling
of the expiry date helps employees in
keeping a daily check on items when
refilling the minibar without losing
valuable time.
JB: One concern is the short expiry
on the products offered. As we are
running a large food and beverage
operation stocks are rotated
continuously to avoid expiry of
products that have a shorter shelf life.
Regular inventory checks are done to
tally discrepancies in consumption
and sales as well as close co-ordination
with Housekeeping and Inventory
Control departments help manage
bottom lines.
How do you protect against theft from the minibar? AB: All items are checked on a daily
basis and charged on receipt of
consumption.
ST: Our team of minibar agents
regularly checks our minibars for
replenishment and stock taking. Other
than this we work on a trust basis
between ourselves and our guests.
AM: It happens and will always remain
a challenge, it is a risk that is inherent
to running a luxury hotel. Ensuring
Q&A
Catering for the im-
pulse buying of guests
needs to be balanced
by careful control
44-50 Mini Bar.indd 48 2/3/13 1:27 PM
41375_gulfood_2013_barter_hospitality_business_me_me_207X270.indd 1 1/31/13 3:49 PMUntitled-3 1 2/3/13 10:53 AM
Q&A
cpidubai.comcpidubai.com50 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
efficient communication between the
minibar staff, housekeeping and the
front office helps to mitigate this risk
as much as possible.
JB: The Housekeeping department
maintains a manual record of daily
consumption that can be cross
checked should we experience
instances when guests have
accidentally removed items from
the mini-bar or if they may disagree
with charges posted. Our team can
then physically check the mini-bar
to verify. In addition, the hotel has
a tracking system in all minibar
pantry areas where stock is kept –
this is directly co-related to room
consumption and replenishment only
after cross-checking the consumption.
Dedicated staff monitor the inventory.
Would it ever be viable to make the hotel minibar free? AB: For standard rooms the idea
has been thought of a promotional
package but the only issue would be to
expect a guest to pay for the package
they may not like all the items in the
minibar thus making this a difficult
package to sell. It is however quite a
common practice for some hotels to
sell presidential / royal suites with
minibar inclusive at the room rate.
ST: This idea depends upon many
factors such as the positioning of
the property and room P&L but I
do not see this being introduced
across the industry. However, we
offer guests staying in our Club
Rooms and Executive Suites the
use of our Club Lounge which
provides complimentary snacks and
refreshments throughout the day.
AM: Many resorts turn to this
alternative and now include the
minibar service as an added value to
their room packages and for example
offer all non-alcoholic beverages
complimentary to guests throughout
their stay. As a city hotel this is
not something we have looked at,
especially with the minibar service
being a viable, profitable service for us.
JB: We do provide complimentary
mini-bars for suite rooms.
What have you found to be the greatest overhead for the running and supply of the minibar? AB: The manpower to service,
maintain and supply the contents and
of course the capital investment of the
unit / minibar itself.
ST: For us it is the replenishment of
slow moving, lost or unpaid for items.
AM: Keeping high stock levels for items
that are not moving quick enough
is one of the bigger expenditures in
managing minibars hence finding the
perfect balance between an efficient
product offering and responding to
guest demand is key. With regard to
the energy, using and efficient RMS
(room management system) that
allows for change of temperature to
the minibar depending on whether the
guest is checked in or not, allows for
energy saving and thus cost reduction.
JB: Other than initial cost of installing
the minibar itself, which is usually
relatively high, manpower related to
replenishment of the mini bars is also
significant. Availability of spare parts
and technical support also need to
be considered in case of breakdowns
or servicing as the bars become older.
If the software used for tracking
becomes obsolete (as can happen in
the case of the automated bars) this
can be expensive to replace
44-50 Mini Bar.indd 50 2/3/13 1:27 PM
For all advertisment related enquires please contact the following:
Sales Director: Ankit [email protected] +971 55 2572807
Associate Publisher: Alex [email protected] +971 50 458 9204
The Pro Chef ME magazine - the magazine for professionals
Read every monthly issue free of charge via: www.cpidubai/com
If you work as a chef, restaurant manager, sommelier, banqueting manager or catering manager for a four or five star restaurant in the UAE, then apply for your free monthly
copy of The Pro Chef Middle East, the magazine for fine dining professionals.
CHRISTIAN GRADNITZER, GROUP CULINARY DIRECTOR,
JUMEIRAH GROUP
Published by
MIDDLE EAST
Pro Chef - for hbme NEW.indd 1 2/4/13 4:00 PM
cpid
SPECIAL FEATURE/ SPA
cpidubai.comcpidubai.com
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In 2011 the male grooming market was valued at $33b globally and by 2016 it is predicted that male grooming products will outsell shaving products. But how can the hotel spa capitalise on the trend?
In 2011 the male grooming market was valued at $33b globally and by 2016 it is predicted that male grooming products
ill t ll h i d t B t h
52 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
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cpidubai.com
SPECIAL FEATURE/ SPA
omom HOSPITALITY BUSINESS MIDDLE EAST / 53FEBRUARY 2013
Inspired by a growing range of
products and new levels of social
acceptance, the male grooming
business has boomed over recent
years.... by 6% per annum since 2006.
In 2011 the industry hit a value of
$33 billion, according to figures from
Euromonitor International.
Between now and 2016, the same
research suggests that for the first time
ever men’s toiletries will gross higher
sales than shaving products.
The impact is being felt in hotels
across the region as, over recent years
the ratio of male to female visitors
has steadily evened out to a near
50/50 split.
“This trend does not surprise me
as I believe men have always been
interested in their appearance, but
in the past the spas were marketed
to female guests only, so most men
tended to avoid booking treatments,”
reports Raffles Dubai spa manager,
Renee Reardon.
“In recent years the cosmetics
industry has begun to recognise that
male grooming is an untapped market,
and product lines have been developed
which are specifically targeted for men
and their needs. This is the same for
the spa industry – most spas these
days will have a specific male product
line, and specific men’s treatments in
their menu,” she adds.
While the most popular male
treatment reported to Hospitality
Business Middle East is massage,
many other properties have also seen
an increase in facials – both male-
specific and unisex versions – and
aromatherapy treatments.
Despite experiencing a 5% decline
in male guests recently, Simone Elena-
Lange, spa manager at Amara Spa,
Park Hyatt Dubai, is still preparing
to launch a range of male-only
treatments due to the strong interest in
not only products, but surgery also.
“We were very much focused on
meeting the needs of the female
clientele. However, because men are
becoming more and more interested
in grooming and seem to have started
to focus on cosmetic treatments,
cosmetic products and even surgery,
Amara will from March 2013 tap this
niche by adding treatments as well as
retail products catered purely towards
males. Furthermore, the new salon,
which is planned to open this year,
will have a male barber who will offer
elaborate grooming services to the
male clientele.”
At The Address Dubai Marina,
despite being launched for female
guests and local residents, The Spa
has seen a marked increase in the
number of male clients, explains
assistant spa and recreation manager
Yvette Enriquez.
“The Spa was originally considered
a place for women to unwind and
rejuvenate, however there has been
a definite increase in the number of
men visiting. This is not necessarily a
surprising trend, we are likely to see
the trend gain momentum over time.”
Beauty business
While many of the region’s hotels
actually welcome a higher number
of male guests due to local and
international business culture,
they have still witnessed the same
demand dynamics in the spa.
“We are both a landmark hotel and
a business hotel, so we do get a lot of
male guests and because of that we
do get a higher percentage of male
guests at the spa, but we also find they
are very interested in the spa. They
approach us, maybe if they are using
the gym or pool and we tell them
about the treatments and products
SPA STATSAMARA GUEST RATIO
43% 57%FEMALE GUESTS: MALE GUESTS:
ANANTARA GUEST RATIO
40% 60%FEMALE GUESTS: MALE GUESTS:
52-56 Spa.indd 53 2/4/13 11:27 AM
54 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013 cpidubai.com cpidcpidubai.com
on offer,” says Fairmont Dubai spa
director Louise Dennis.
“The spa has really grown in the last
few years and people have realised that
there is a need to relax, a need to take
some time out and pamper yourself.
Men are realising that moisturisers
and relaxation aren’t just for women!
“It’s really just education and there is
so much knowledge out there now so
they are realising that it’s ok to come
for a facial and to buy some products
and keep using them. At the end of the
day they want to look after themselves
and I think they are ok with that,”
she adds, further highlighting that
Fairmont: Social media, special promo-
tions, spa menus in hotel rooms
Amara: Concierge, in room screens,
monthly promotions, social media
The Spa: Through proactive media
engagement, outreach to our loyal and
potential customer-base through email
and via HTMLs, in addition to providing
discounts to certain credit card holders such
as EmiratesNBD Platinum, The Spa at The
Address Dubai Marina continues to interact
with its clientele.
Anantara: Special offer each month for life-
style members, flyers, online, printed media.
Kempinski: In-house marketing and
in-room collateral, promotions, reviews and
advertising.
How do you market to male guests?
when it comes to marketing the ever-
increasing range of products to an
ever-growing clientele, the challenge
remains with those men who aren’t
sold on salons. Dennis says: “If you
look at the spas that have a higher
rate of female than male guests they
have men’s only sections in the menu
and a full range of male products, so
the guests can see there is something
for them.”
Rotana Al Ghurair spa director
Afrah Hamdy adds: “The main
challenge is to find the most easy,
short and yet efficient treatments
to satisfy men’s expectations ,
And yes we overcame this by
having dedicated spa products and
treatments specially for men from
Aromatherapy Associates.”
At Raffles Dubai, a whole ‘business
express’ spa menu has been developed,
specifically for this market.
“Business travellers are often on
a tight schedule and prefer shorter
treatments that give an immediate
benefit. Our stress relief massage is
great for frequent travellers or people
who sit in front of computers as it
targets the areas where tension is most
often held,” says Reardon.
The spa also offers nail services,
hair cuts and colouring, as well
as shaving and grooming from a
SPECIAL FEATURE/ SPA
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Untitled-7 1 1/31/13 5:27 PM
Untitled-4 1 7/4/12 5:06 PM
omom
qualified barber. The Classic Shave
service even includes an exfoliation
using black diamonds.
The male market is not without its
challenges. Aside from marketing,
strict rules governing male and female
contact do heavily influence the scope
of some spas’ offerings: “We are not in
a position to offer massage treatments
by female therapists to our male guests
and we do turn away business because
of this policy. We can’t overcome this,
we just have to make sure we clearly
communicate this to our guests at the
time of booking or visiting to ensure
that we manage the expectations
of our guests,” says Kemspinski spa
manager Dr Shylaja Ravikumar.
Reasons to be beautiful It’s one thing to notice and capitalise
on a trend, but truly harnessing its
potential requires understanding. So
why are more men ditching the hotel
bar for the spa?
“The trend is not surprising, if we
take the example of the Hammam,
this practice goes as far as we could
remember, at least 600 years. So the
ritual and the culture did not change,
it’s the modern way of presenting it to
the guests that did, it’s almost like a
Kempinski: Sports massage, Balinese
Massage, and Elakkizhi
Eastern Mangroves: Traditional Turkish
Hammam and a vast array of massages at
the Anantara
Raffles: Massage treatments are the most
popular, especially deep pressure or sports
massage, in addition to facials, both male
specific and unisex
Park Hyatt Dubai: Massages
Fairmont: De-stress, aromatherapy and
relaxation massage
The Address: Treatments that exude a
sense of relaxation and rejuvenation, such as
de-stress and aromatherapy treatments.
Rotana Al Ghurair: Aromatherapy at
present although there is no historical data
on this newly opened spa.
Most popular male treatments – our survey said:
new packaging and people just needed
time to get familiar with it again
before identifying their landmarks,”
explains Eastern Mangroves Hotel and
Spa supervisor, Mohammad Fleifel,
who also says that re-marketing spa
in the modern age has been key to the
emerging male market.
He also adds that as roles change,
the traditional barber is no longer
as important when it comes to
male facial care: “Facial care is very
important in the UAE; however it was
always dedicated as the barber’s job,
where the client nurtures a relationship
with his barber that it almost becomes
a social activity where the element of
trust and customised service are key.
Facials at the spa offer a completely
different service and environment, male
guests just need to find their comfort
zone before it picks up.
Looking more towards pop
culture, Enriquez reports: “Media and
celebrities tend to be among the highest
influencers, and when male readers
hear or see how celebrities go out of the
way to take care of their skin and body,
it creates an impact on them.”
She adds that the current focus is on
organic beauty facials from Themae,
with pure collagen, in addition to skin
care and weight-loss treatments.
“There is a lot more awareness,
communication and marketing
about health and wellness for both
men and women than ever before,
which I am sure has contributed to
an increase in male spa guests,” Dr
Ravikumar adds.
HOSPITALITY BUSINESS MIDDLE EAST / 57FEBRUARY 2013cpidubai.com
SPECIAL FEATURE/ SPA
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GULFOOD
58 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013 cpidubai.comcpidubai.com
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GETTING STUCK INThis year, the sold-out Gulfood exhibition will expand by 13%, with a hall dedicated
to the burgeoning GCC food imports market. Exhibition Director at DWTC, Mark
Napier, tells Hospitality Business Middle East what’s driving
the demand.
58-59 Gulfood.indd 58 1/31/13 9:28 AM
cpidubai.com
GULFOOD
omom HOSPITALITY BUSINESS MIDDLE EAST / 59FEBRUARY 2013
Gulfood, the world’s biggest
annual trade exhibition for the
food and hospitality industry,
is set to expand by more than
12,500sqm, the equivalent of 13% - this
year. As a result, the bigger expo will
offer 113,398sqm in exhibition space.
The expansion includes an additional
temporary hall, Zabeel Pavilion,
dedicated to food and drink companies
due to overwhelming demand both
regionally and globally and a second
hall solely for GCC food imports – a
market that is projected to double to
AED195 billion in 10 years.
The plans saw the show sell out to
new exhibitors, six months before the
opening date.
Last year, the event attracted
68,681 trade visitors from 152
countries – an 11% increase on 2011
– with a 61% international visitor
presence. In addition, the 2012 show
drew 3,816 exhibitors and offered
110 international pavilions. The
additional exhibition space will allow
many of the hundreds of exhibitors
queuing for a presence at Gulfood
to finally showcase their products in
this fast-growth market including
new country pavilions from Ecuador,
Lithuania and Oman.
Under the theme “International
Flavours, World Class Business”,
Gulfood 2013 is on track to provide
exporters, buyers, exhibitors
and visitors with the benefits
of an even broader trade and
sourcing platform as well
as knowledge exchange,
training, competitions and
live events.
“Every year, Gulfood
has welcomed a record
number of visitors. Last year
approximately 61% of these
were from outside the UAE.
With the 2013 edition of
Gulfood set to be the largest
in the show’s history, we are
expecting to attract more
than 70,000 visitors,” says
Exhibitions Director at
Dubai World Trade Centre,
Mark Napier.
Helal Saeed Almarri, Dubai World
Trade Centre CEO, adds: “Gulfood
2013 is an essential event for those
organisations and companies that want
to forge new partnerships and secure
lucrative business opportunities.”
On the riseThe additional exhibition space at
Gulfood 2013 will accommodate
the huge demand for participation,
enable more processing and packaging
equipment space, and allow exhibitors
to demonstrate their larger machinery
and equipment ranges.
Increased space has also been
provided to ingredients, which
supports the region’s increasing drive
to manufacture and move up the value
chain. The largest exhibition space
increase has been provided to finished
food – especially exhibitors focused on
retail and foodservice markets - where
demand far exceeds capacity with over
900 companies requesting space. An
important bi-product of the expansion
is the many new products, new
exhibitors and new equipment that can
be shown, which in turn delivers more
value and interest to visitors.
“Food prices are on an upward
trend globally and shows such as
Gulfood are one of the best places for
buyers to source and benchmark new
suppliers, select from the largest range
of products and services available
worldwide and, get the best deals on
these,” explains Napier.
Date for the diaryReflecting the global profile
and importance to exporters,
many agricultural and export
ministers are also expected to
attend Gulfood to support their
country’s participation.
To support their attendance,
a Ministers Meet will be held
to help broker future trade
agreements, export initiatives
and food security policy.
the provision of context
and direction in global trade
strategy is also on the 2013
conference agenda. Captains
of industry and world-renowned
experts will share research, market
analysis and predictions at the Food
Leaders Summit. Also capitalising
upon the region’s fast-growing
manufacturing base and business
start-ups are dedicated programmes
for Food Processing and Packaging
and Entrepreneur or Foodpreneur?
Completing the line-up is the
Franchise Workshop, an essential
guide to food franchising to help
industry professionals make the right
decisions to acquire and manage a
successful network.
The third Baking &
Pastry Guild Middle East
Competition will also
be held at Gulfood
2013, to honour the
specialised skills of
professional bakers
and pastry chefs.
A range
of industry
sectors will be
showcased and
this demonstrates
Gulfood’s 360
degree perspective
in terms of its
exhibition offerings.
The sector line-up
includes: Ingredients
Middle East, Beverage &
Beverage Equipment, Food &
Drink, Food Service & Hospitality,
Ingredients Middle East, Processing &
Packaging and Restaurant & Cafe.
“Further enhancing next year’s
Gulfood and new to the show are an
enhanced VIP buyer programme,
a spotlight on Africa, easier on-site
navigation tools and workshops
dedicated to entrepreneurship,
processing, packaging and industry
regulations,” Napier adds
Gulfood is open 11am-7pm from February 25-27 and 11am -5pm on February 28. The online entry fee is AED125 and onsite entry fee is AED250. For more information, please visit www.gulfood.com.
e &
Food &
Hospitality,
ocessing &
fe
age a
East
o
Food for ThoughtLaunched more than 25 years ago,
the inaugural Gulfood in 1987
offered 850sqm of exhibition space
to the region’s burgeoning food and
hospitality industry. Today, Gulfood
provides 113,398sqm, a staggering
growth metric which underpins its
position as the world’s biggest an-
nual trade exhibition for the sector
with unrivalled expertise, in-depth
market knowledge and spectacular
return on investment.
$53.1bn PROJECTED RISE
IN FOOD IMPORTS
TO 2020
18% RISE IN DUBAI’S
FOOD IMPORTS
FROM 2010 –
2011
58-59 Gulfood.indd 59 1/31/13 9:28 AM
Product watchThe world’s most useful and innovative new designs, delivered to
you, every month
TRENDS / PRODUCT WATCH
Ideal Standard International has presented its
new range of product collections to hoteliers and
press at a ceremony at Abu Dhabi’s Etihad Towers.
The collections included: Strada, Connect,
Simplicity, Idealrain family and water and energy
Saving ranges.
Each is aimed to the needs of the Middle
East market.
Regional marketing manager Dimitra
Dotsia, said: Our products incorporate
innovative features in the scope of the safety of
the end user, and the water and energy saving,
which along with the contemporary design,
are aiming to provide bathroom solutions
equipped for modern day living. Each piece
is the culmination of a lengthy development
process, involving some of Europe’s leading
designers. The result is excellent in form
and function.” The new brand identity
will be officially launched at the ISH 2013
International Exhibition, to be held in
Frankfurt, March 12- 16.
LG’S NEW DIMENSION IN SUSTAINABILITY
BATHROOM LAUNCH
Sw
for
its
exc
sho
to a
clie
had
slee
Omnix international has won “multi-million
dollar” contracts with Conrad Hilton Dubai,
Pullman Hotel Dubai, Novotel/Ibis in Fujairah,
Fairmont Hotel Ajman and the Bright Start Four
cpidcpidubai.com / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
OMNIX CONTRACT DEMONSTRATES GROWTH
LG Electronics announced that its CINEMA 3D
Smart TV’s Environment Product Declaration
has been certified by UL and has received a
Sustainable Product Certification.
“LG is proud to have its ongoing efforts
to develop and manufacture sustainable
products recognized by UL,” said Havis Kwon,
president and CEO of the LG Electronics
Home Entertainment Company. “The LA6900
embodies our desire and commitment to create
products that protect not only the health of the
environment, but the health of the consumer as
well. We will continue to deliver market leading
products capable of meeting, and in many cases
exceeding industry standards.”
LG’s 55-inch and 47-inch LA6900 CINEMA
3D Smart TVs have been awarded SPC Gold
certification by UL. Both energy efficient
products are manufactured using safer, less toxic
materials and production processes. Several
of the components employed by LG have been
specifically designed and fabricated to be more
recyclable at the end of their operational lifespan.
Seasons Jumeirah Resort in Dubai.
The IT specialist says the wins are testament
to the growth and robust strength of the
hospitality industry.
Omnix International’s Founder and President
Jamal Abu Issa commented: “The hospitality
sector is undergoing enviable growth, both in the
UAE and across the region. According to recent
industry research, room revenues from the hotel
industry in the GCC are forecast to rise to about
US$ 27 billion in 2015, growing at a compounded
annual growth rate of 11% from 2010. Tourist
arrivals too are forecast to grow significantly,
particularly in the UAE which is increasingly seen
as a regional financial hub and tourist hot spot.”
Omnix recently handed over the Jumeirah
Etihad Towers in Abu Dhabi, the Jumeirah
Creekside in Dubai and the Melia Dubai on time
and on budget.
LG-UL presentation Hojun Nam (Executive
Vice President, LG Electronics) Lisa Meier
(Vice President and General Manager, UL
Environment) from left
SU
60-61 Product watch.indd 58 1/31/13 4:49 PM
PRODUCT WATCH / TRENDS
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Kempinski Hotel Mall of the Emirates has
introduced a number of technological
innovations over the past few months,
including tablet-based express guest
services, iPads in the hotel’s restaurants
and limousines, and a new in-room energy
management system that is already seeing
a significant reduction in the hotel’s carbon
footprint. The hotel was recognised as
one of the 2012 EMEA Hotel Technology
Innovators during the Hotel Technology Next
Generation (HTNG) European Conference
held in Austria earlier this month.
Swedish bed manufacturer Hästens Beds, known
for its all-natural and handcrafted beds, launched
its new range, targeted directly to hotels, at an
exclusive event at Dubai’s Burj Al Arab.
Held January 15 – 17, the World Luxury Expo
showcased the world’s leading luxury brands
to an invitation-only three-day event to private
clientele from across the GCC region. The invitees
had an opportunity to experience the “Hästens
sleep” in a private suite displaying the new
cpidubai.comom HOSPITALITY BUSINESS MIDDLE EAST / 61FEBRUARY 2013
TOP TECH INNOVATOR
SIT DOWN AT ART SAWA
Nakkash Gallery, the exclusive distributor of
‘Platform Collection’ by Rausch, in the UAE, is to
exhibit the range at Art Sawa, in Al Quoz Dubai, from
10am to 9pm on March 7, 2013.
The range, which has already been specified for
Intercontinental Hotel in Dubai Festival City, was
originally launched in 2009.
It is a popular choice for exclusive hotels, bars,
resorts and designer project applications.
Describing the product as “the yacht for lounging
on”, the LED Function transforms Platform from a
modern furniture piece to a ‘funky’ entertainment
sofa or a sofa showing off its multi coloured lighting
application, says Nakkash Gallery.
Brocade (NASDAQ: BRCD) today announced
that it has won Reseller Hot 50 award for
‘Best Storage Networking Vendor of the
Year’. The award was accepted by Hassan
Hamadani, Brocade’s regional marketing
and business development manager,
emerging markets, at a ceremony held
at the H Hotel, Dubai on the 3rd of
December, 2012. The award recognizes the
networking vendor’s technology leadership
and constant innovation in Storage Area
Network (SAN) solutions.
HOT VENDOR AWARD
SUPERIOR SLUMBER FROM HÄSTENS BEDS IN GCC
Experience line for hotels – Hästens Experience
Frame bed and Hästens Experience Continental bed.
The most luxurious bed, the Hästens Vividus, was
also displayed in the deluxe suite.
Adding distinction to any hotel, Hästens also
provides pillow and duvet menus as an added
value to the sleeping experience, allowing hotel
guests to choose from pillows and duvets made of
goose down. Hästens has previously supplied the
Four Seasons Hotel in New York.
60-61 Product watch.indd 59 2/4/13 1:40 PM
62
Hospitality sector measures up to social media
S ince mid-2009, many hotel chains in the UAE have been monitoring social media networks and sites for the online user-generated reviews they contain. Some hotels even respond to guests, developing key
relationships with their customer base. Dedicated online distribution and marketing teams are
often tasked with communicating in this way in a bid to protect the brand and strengthen customer relationships..
Some of this engagement with customers is about turning negative communication about a guest experience into a positive outcome. Engaging online with guests and customers instead of simply hosting and managing them is seen as the best way to create and sustain business opportunity.
Hotels and restaurant chains are focusing on this activity because, as various studies have shown, online user-generated reviews about a hotel or dining experience
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62-65 DU.indd 62 2/3/13 2:10 PM
63ADVERTORIAL FEATURE BROUGHT TO YOU BY
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will have a direct impact on the business and its future revenue line.
Hospitality CIOs checking up on TripAdvisor impactDiscussing this issue at a recent CIO Forum hosted in Dubai by du, top hospitality CIOs in the region said the sector has become quite astute at using the business intelligence that is to be gleaned from social media conversations. They now understand the impact of social media on their business and can measure how much, say, a half-point decline in a hotel’s TripAdvisor rating would impact on its revenues. It is a point tested by academic study. du CIO Forums are invitation-only events organised as part of du’s Leadership Series, to provide insight into the latest trends in technology-focused sectors.
According to ‘How User-Generated Review Websites Impact a Hotel’s Revenue’ by Milan Patel of the University of Nevada, Las Vegas, results of a correlation study showed that eight out of nine hotels that had a high TripAdvisor Popularity Index score also had a high RevPar. (In the hotel industry, RevPar is a measure of the average daily rate for a room multiplied by the number of rooms used. It is calculated by taking the total revenue for a particular period of time and dividing by the number of rooms rented over the same period. It is important to note that RevPar only accounts for revenue from room rental and does not include other sources of revenue, such as that from room service or value added services ‘Eight out of the nine hotels randomly selected – three in each star rating ranging from four stars to two-and-a-half-stars – clearly showed that hotels that had a better ranking on the TripAdvisor Popularity Index had a higher RevPar,’ the report concluded.
Those in attendance at the du CIO Forum agreed that it is becoming increasing vital that the industry monitors social media content in this way. The job in hand is to assess the impact on reputation and help manage business prospects going forward. It is important because the use of social media by customers and guests is on the rise.
eMarketer, an authority on digital marketing, media and commerce, has estimated that the Middle East and Africa region has the highest social network penetration rate among internet users at 70.2%. The market watchers estimate that there will have been 146.4 million social network users in the region in 2012.
Social media is global, pervasive, complex, and
constantly evolving. At any given moment there are millions of users posting news, commenting on companies’ new products and services, pressing ‘like’
or feedback - and that is just on Facebook. There are millions of data points across multiple social networks that hospitality businesses must sift through, and within this there are more than a dozen types of data points (from
are growing.
The growing use and impact of social conversationGlobally, TripAdvisor, the consumer review site that has become one of the world’s biggest travel resources, is attracting 41.6 million users a month, and featuring 40 million reviews of hotels and restaurants worldwide, with an average of 300 reviews for each hotel.
In one survey of 1,000 business travelers nearly half
user reviews on websites such as TripAdvisor, illustrating the power of consumer-generated review sites. Another
Social network users and penetration in Middle East & Africamillions, % of internet users and %of population
Note: internet users who use a social network site via any device at least once per monthSource: eMarketer, Aug 2012
Social network users% of internet users% of population
62-65 DU.indd 63 1/31/13 4:57 PM
64
study of 4,600 leisure trippers in 13 countries around the globe shed further light on how important social media has become and how it shapes the size of the travel industry sales funnel.
The company behind the report, Text100, highlighted a number of key points:
travel inspiration and over half also use Twitter, Pinterest and other social media platforms for inspiration.
stay in touch with friends and family while on vacation - higher than those taking photos (43%) or checking news sources (20%). Over half (52%) post photos and videos during their travels, while 25% write reviews.
(63%) ahead of web searches (55%). Websites with reviews are the most popular, followed by professional travel guides and travel columns.
those who are younger and well-educated, and mobile phones—already popular among users for accessing social networks—will continue to drive usage. The majority of travellers download travel apps before leaving for a trip, with maps being the most popular.
Text 100 reported that positive experiences are most likely to be posted on review sites. But it is said that around one in every four postings made by guests to a site like TripAdvisor are said to be some form of complaint. So it is not surprising that CIOs at the du CIO
businesses are now using various social media listening tools to keep abreast of guest sentiment.
Increasingly, hotel chains want to empower certain employees to engage with past customers on an individual basis. Many now allow a nominated employee(s) to engage in a social media conversation with a customer. The aim is to create a dialogue with them, retain them as a customer, and win back their loyalty so as to sustain revenues.
Charting the impact of social on future businessUnderstanding customer sentiment about a business or organisation in the social media space is a new challenge. Measuring the value of social media CRM is neither easy nor simple.
First, confusion around the differing levels of engagement in social media strategies creates a
factor in developing metrics. This, however, pales in comparison with the complexity of the social networking space itself. Social networks generate massive amounts of user data each second with every like, comment, and re-tweet across the globe. While tackling the mountain
who and what is important, and assigning value to this information is just as daunting and complicated, if not more so. These challenges can, however, be dealt with, particularly with the help of service providers that have developed the necessary data centre platforms to manage the data.
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du is among a group of the world’s top telecoms operators which now offer hosting and managed data centre services. With its networks, its data centre expertise and its strategic role in switching and managing network bandwidth, du is extremely well placed to provide co-location and hosting services. The latter are becoming increasingly important as organisations turn to their preferred telecoms and network operator for more ICT and applications services.
The company is well established provide of hospitality services such as Managed Voice, high speed managed internet with bandwidth on demand, Managed DDoS and IPTV services providing the best in class IP services built to support the hospitality industry’s critical needs. du now also has access to available data-centre capacity in strategic business locations next to, or in close proximity to, network hubs and access peering points, it is possible to expand the services footprint for customers wanting IT managed services and the ubiquitous cloud. The telecoms operator’s pivotal role in supporting and managing IP networks and access to high bandwidth services puts it in a strong position as a provider of data-centre managed services, such as server, storage and applications hosting to customers.
62-65 DU.indd 64 1/31/13 4:57 PM
65ADVERTORIAL FEATURE BROUGHT TO YOU BY
ual
s
For the brand perception aspect of social media,
as conversation volume, buzz, and sentiment analysis.
available to help track reputation by monitoring social media conversations.
Salesforce Radian6 helps companies listen to what people are saying about them online and engage in those conversations across the social web. From blogs and comments to multimedia, boards, forums and communities like Twitter, the system gathers the discussions happening online and gives businesses the ability to analyse, manage, track, and report on their social media monitoring and engagement efforts. Another tool is Klout, which measures discussion mentions across several social networks and shows users how they impact the people connected to them. The Klout Score, a number between one and 100, is a representation of
science behind the Score examines more than 400 variables on multiple social networks beyond the number of followers and friends. It looks at who is engaging with
an organisation’s social media content and who they are sharing it with.
Plotting a social media strategySocial media engagements can be broadly separated into listening, public relations and marketing, and customer service, each of which can be handled internally or outsourced depending on the hotel’s needs and capabilities.
Listening (or social monitoring) is the most passive of the strategies, and provides hospitality companies with an insight into their brand perception among customers.
general goal is (or should be) to gain real-time market data and insights to help shape business-end plans. The next, more active approach to social media involves marketing and PR campaigns in which enterprises reach out to their customers via communications such as promotions, ads, and surveys in order to promote and protect their brand, broaden and deepen their customer base, and drive sales.
Finally, social customer service allows companies to
62-65 DU.indd 65 1/31/13 4:57 PM
66
monitor customer feedback and inquiries, and to respond accordingly. Due to the public nature of social networks, customer service on these posts incorporates the listening and PR sides of social media strategies.
The following are basic KPIs that leading hospitality companies have started to develop, adopt and measure, to help them manage that social media strategy:
about the company and its products or services? A company can push marketing and PR on social media sites all it wants, but unless customers respond in some way, the company’s efforts will not mean much.
and attitudes toward the company. This is particularly useful in evaluating responses to a company’s CRM efforts, strategy changes, and events, among other things.
how much is being said, and by how many different customers.
that the company’s social media activities reach. This includes the primarily number of followers and fans reached by the company directly, but excludes those
the company’s customers on social media care about.
and measures the impact of this on users’ networks.
ambiguity in what it means to have a lot of followers or friends.
competitors by aggregating conversations and activities about the entire industry, and determining what fraction of those conversations are about the company.
Adoption of such KPIs will be vital to the continued success of the hospitality industry. If the sector only half-heartedly pursues social media engagements without really understanding what the goals are, then it will be a struggle. It only leads to a ‘chicken versus egg situation’ where customers are hesitant because of a lack of
and executive boards do not therefore see the value of investing in a social media strategy.
In this regard, return on investment (ROI) is one of the most important metrics that executives use to determine the effectiveness of social media strategies, but it is also
faceted – not only are there questions around what should
determining these variables.
For further information, please contact : [email protected]
62-65 DU.indd 66 1/31/13 4:57 PM
To advertise please contact:Alex Bendiouis, [email protected] +971 50 458 9204
Antony Crabb, [email protected] +971 55 338 7639
Ankit Shukla, [email protected] +971 55 2572807
Read every monthly issue free of charge via: www.cpidubai.com
Heinz Grub, General Manager of Sheraton Dubai Creek and Area Manager of 7 Starwood properties in Dubai
Hospitality Business MagazineThe choice of the professionals
Published by
NEW HBME ARTWORK final.indd 50 2/4/13 10:50 AM
APPOINTMENTS NEWS
68 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013 cpidubai.com
Appointment newsThe latest appointment and promotion news from the region
Newly appointed Hyatt GM, Nizar Weshah.
DUSIT THANI ABU DHABI APPOINTS Stefan van der Kruyf has been named director
of sales and marketing at the new Dusit Thani
Abu Dhabi. At Dusit’s first property in the
capital Emirate, Kruyf will be integral to the
property’s launch period.
“I am delighted to be a part of Dusit Thani
Abu Dhabi in this exciting phase. Our strategy
RIYADH HYATT GM NAMEDNizar Weshah has been appointed general
manager of Hyatt Regency Riyadh.
Weshah holds a Hotel Management degree
from Al Mustansiriy at University in Iraq, and
joined Grand Hyatt Amman’s opening team in
October 1998 as an outlet manager, where he
was later appointed to the post of assistant
director of food and beverage in July 1999.
Prior to this appointment, he worked in
several Hyatt properties around the world
FEMALE GM FOR CENTRO DUBAIRotana’s first Dubai property under the Centro
brand, has announced the appointment of its
new GM, Eleni Tsolakou.
Tsolakou replaced Sherif Madkour, who is
now the General Manager of the four-star Al
Maha Arjaan, one of Rotana’s 11 properties in
Abu Dhabi, from January 6th.
“Today’s figures prove that since the
opening of the property, Sherif developed a
very strong platform which I am sure Eleni
will continue to build on, and bring even more
business as the property grows,” commented
Rotana EVP and COO Omer Kaddouri.
Tsolakou was promoted to general manager
of Centro Barsha after completing two years as
the executive assistant manager of Yas Island
Rotana and Centro Yas Island.
“This is a very exciting opportunity and
I feel confident we will all work together
successfully in order to establish Centro Barsha
as the most preferred destination for business
travellers visiting Dubai, and a hub for the
vibrant local community,” she said.
The Rotana Centro, in Dubai’s Al Barsha
area is now in its third year of operation.
such as Hyatt Hotels Baku, Grand Hyatt
Muscat, Hyatt Regency Belgrade and was
subsequently appointed in September 2008 as
the opening team EAM food and beverage for
Park Hyatt Jeddah, where he has held his most
recent role as director of operations since
September 2010.
Expected to open in the third quarter of
2013, Hyatt Regency Riyadh, will offer 257
guestrooms, including 37 suites. The hotel will
also offer a lobby lounge, two restaurants,
a Regency Club lounge, more than 550sqm
of ballroom and event space, and a number
of small meeting rooms. Additional hotel
amenities include a male spa with six
treatment rooms.
is to leverage our dynamic business model, as
we seek growth opportunities in the vibrant
marketplace of the UAE capital. The property
offers a unique mix of a strategic location,
superb MICE, F&B and leisure facilities, which
will prove to be a winning formula,” said
van der Kruyf, who has 30 years’ hospitality
experience with a number of global 5-star
operators, including Le Meridien Hotels,
Hyatt Hotels & Resorts, Hilton, Marriott and
Sheraton.
Eleni Tsolakou and the Centro Barsha team.
68 Appointments news.indd 68 1/31/13 9:09 AM
Job watchTime to move on? We can help. All jobs can be applied for throughthe Hozpitality Web siteSR. GENERAL MANAGER- ABU DHABI
Industry: Hotels Clubs and Spas
Department: General Management/ GM
Level: Corporate /Group, Top Management
Location: United Arab Emirates (UAE)
Salary Description: attractive
Posted: 19/01/2013
Start Date: asap
Recruiter: Hozpitality Consulting
We are looking for a Sr. GM for a new local 5
star hotel opening in Abu Dhabi by the end of
2012. European/American/Australian nationals
are preferred by the client for this position. The
candidate should have over 15 years experience
as a GM and preferably with similar experience
in UAE. Age 45-60 years. Attractive salary plus
benefits. Please apply with your CV and photo
urgently.
CFO / CHIEF FINANCIAL OFFICER
Industry: Hotels Clubs and Spas
Department: Finance and Accounts, Head
Office/Corporate
Level: Corporate /Group, Top Management
Location: ME/GCC (Except UAE), United Arab
Emirates (UAE)
Salary Description: AED 35.000 net basic ++
Family Package
Recruiter: CHA International
We are looking for a CFO/ Chief Financial
Officer, based in Dubai, preferably Indian
Nationality. Age between 40-50 years old with
experience in an International Hotel Chain and
in charge of multiple properties or holding a
cooperate role with Dubai/GCC Experience.
CPA holder is a plus. All Resumes please to
COMPLEX DIRECTOR OF FINANCE
Industry: Hotels Clubs and Spas
Department: Finance and Accounts
Level: Corporate /Group, Department Head, Top
Management
Location: United Arab Emirates (UAE)
Salary Description: Attractive
Posted: 16/01/2013
Recruiter: Le Meridien Mina Seyahi Beach
Resort
Job responsibilities will include, but not limited
to the following:
Direct preparation of annual budgets and
monthly forecasts; establish
or recommend to management major
economic objectives and policies
for Hotel.
Support General Manager and hotel financial
goals by direct
preparation of monthly and annual reports
summarize and forecast
hotel’s revenues, expenses, and earning based
on past, present and
expected operations.
Ensure compliance with Starwood policies
and procedures and all
applicable laws.
Provide effective leadership of the Finance
team in relation to goal
setting, development and direction of
activities.
Negotiate and monitor contracts with hotel’s
vendors.
Ensure the collection and payment of
applicable local, state, and
federal taxes.
Arrange for audits of hotel’s accounts.
Prepare reports required by regulatory
agencies.
Additional duties as necessary and assigned.
Requirements
To move into this position you should have
Bachelor’s Degree in Accounting with a major
in Hotel Accounting or
a Certified Public Accountant license or
Master’s in Accounting or
Business Administration.
Four years plus experience in similar role and
five years experience
in five stars property.
Budgetary analysis capabilities required.
For more information, please visit
www.starwoodhotels.com or www.
starwoodvacationownership.com
DIRECTOR OF SALES & MARKETING - DOHA,
QATAR
Industry: Hotels Clubs and Spas
Department: Sales and Marketing/PR
Level: Corporate /Group, Department Head
Location: ME/GCC (Except UAE), United Arab
Emirates (UAE)
Salary Description: Attractive
Posted: 09/01/2013
key markets
Marketing Plan and Budget to achieve the
revenue goals.
maximum revenues/yields are achieved in the
development, maintenance and education of
Strategic Rate Pricing, Strategic Rate Selling
and plays a lead role in the development of
the Strategic Plan and the education of all
members of the team to this direction
opportunities and implementing strategies
to address them, develops action plans as
necessary
development is in place
the activities of outside agencies and internal
staff on local and in-house advertising
campaigns.
off property and has ongoing personal
involvement in community events.
Tourism Partnerships as well as other key local
Relations to stimulate additional profile
within all markets, which complement the
sales effort
where applicable
PURCHASE EXECUTIVE FOR AJMAN
CORPORATE OFFICE
Industry: Hotels Clubs and Spas
Department: Finance and Accounts, Purchase
and Stores
Level: Corporate /Group, Middle
Management, Supervisory level
Location: United Arab Emirates (UAE)
Salary Description: Attractive
We are currently looking for the following
IN ORDER TO CARRY A POSITIVE ACTION WE MUST DEVELOP HERE A POSITIVE VISION.DALAI LAMA
HOSPITALITY BUSINESS MIDDLE EAST / 69cpidubai.com FEBRUARY 2013
JOB WATCH
69-70 Jobs.indd 69 2/4/13 11:33 AM
JOB WATCH
SR. GENERAL MANAGER- ABU DHABI
Industry: Hotels Clubs and Spas
Department: General Management/ GM
Level: Corporate /Group, Top Management
Location: United Arab Emirates (UAE)
Salary Description: attractive
Posted: 19/01/2013
Start Date: asap
Recruiter: Hozpitality Consulting
We are looking for a Sr. GM for a new local 5
star hotel opening in Abu Dhabi by the end of
2012. European/American/Australian nationals
are preferred by the client for this position. The
candidate should have over 15 years experience
as a GM and preferably with similar experience
in UAE. Age 45-60 years. Attractive salary plus
benefits. Please apply with your CV and photo
urgently.
CFO / CHIEF FINANCIAL OFFICER
Industry: Hotels Clubs and Spas
Department: Finance and Accounts, Head
Office/Corporate
Level: Corporate /Group, Top Management
Location: ME/GCC (Except UAE), United Arab
Emirates (UAE)
Salary Description: AED 35.000 net basic ++
Family Package
Recruiter: CHA International
We are looking for a CFO/ Chief Financial
Officer, based in Dubai, preferably Indian
Nationality. Age between 40-50 years old with
experience in an International Hotel Chain and
in charge of multiple properties or holding a
cooperate role with Dubai/GCC Experience.
CPA holder is a plus. All Resumes please to
COMPLEX DIRECTOR OF FINANCE
Industry: Hotels Clubs and Spas
Department: Finance and Accounts
Level: Corporate /Group, Department Head, Top
Management
Location: United Arab Emirates (UAE)
Salary Description: Attractive
Posted: 16/01/2013
Recruiter: Le Meridien Mina Seyahi Beach
Resort
Job responsibilities will include, but not limited
to the following:
Direct preparation of annual budgets and
monthly forecasts; establish
or recommend to management major
economic objectives and policies
for Hotel.
Support General Manager and hotel financial
goals by direct
preparation of monthly and annual reports
summarize and forecast
hotel’s revenues, expenses, and earning based
on past, present and
expected operations.
Ensure compliance with Starwood policies
and procedures and all
applicable laws.
Provide effective leadership of the Finance
team in relation to goal
setting, development and direction of
activities.
Negotiate and monitor contracts with hotel’s
vendors.
Ensure the collection and payment of
applicable local, state, and
federal taxes.
Arrange for audits of hotel’s accounts.
Prepare reports required by regulatory
agencies.
Additional duties as necessary and assigned.
Requirements
To move into this position you should have
Bachelor’s Degree in Accounting with a major
in Hotel Accounting or
a Certified Public Accountant license or
Master’s in Accounting or
Business Administration.
Four years plus experience in similar role and
five years experience
in five stars property.
Budgetary analysis capabilities required.
For more information, please visit
www.starwoodhotels.com or www.
starwoodvacationownership.com
DIRECTOR OF SALES & MARKETING - DOHA,
QATAR
Industry: Hotels Clubs and Spas
Department: Sales and Marketing/PR
Level: Corporate /Group, Department Head
Location: ME/GCC (Except UAE), United Arab
Emirates (UAE)
Salary Description: Attractive
Posted: 09/01/2013
key markets
Marketing Plan and Budget to achieve the
revenue goals.
maximum revenues/yields are achieved in the
development, maintenance and education of
Strategic Rate Pricing, Strategic Rate Selling
and plays a lead role in the development of
the Strategic Plan and the education of all
members of the team to this direction
opportunities and implementing strategies
to address them, develops action plans as
necessary
development is in place
the activities of outside agencies and internal
staff on local and in-house advertising
campaigns.
off property and has ongoing personal
involvement in community events.
Tourism Partnerships as well as other key local
Relations to stimulate additional profile
within all markets, which complement the
sales effort
where applicable
PURCHASE EXECUTIVE FOR AJMAN
CORPORATE OFFICE
Industry: Hotels Clubs and Spas
Department: Finance and Accounts, Purchase
and Stores
Level: Corporate /Group, Middle
Management, Supervisory level
Location: United Arab Emirates (UAE)
Salary Description: Attractive
We are currently looking for the following
position for a renowned international hotel
group with hotels in Dubai and Ajman for the
corporate office:- Purchase Executive for Ajman
Corporate Office. The right candidate should
have the following:-
Similar experience in international hotels
needed for this position preferably in UAE/
Middle East.
Good English communication skills and
Excellent Guest Relation Skills Positive attitude
and willingness to learn and grow Attractive
salary plus expat benefits offered. Please
note that only shortlisted candidates will be
contacted.
WHERE THERE’S LOVE AND INSPIRATION, I DON’T THINK YOU CAN GO WRONG.”
Jobs supplied by:
ELLA FITZGERALD
cpidubai.com70 / HOSPITALITY BUSINESS MIDDLE EAST FEBRUARY 2013
69-70 Jobs.indd 70 1/31/13 3:32 PM
cpidubai.comom HOSPITALITY BUSINESS MIDDLE EAST / 71FEBRUARY 2013om
The Hotel Show 2013 Big changes are ahead for The Hotel Show 2013 with a greater focus on maintaining occupancy, new technology, evolving leadership trends, and even new dates. Event director, Christine Davidson, explains
What’s new at The Hotel Show 2013?Most importantly and one for your
diary is the date: September 28 - 30
2013 at Dubai World Trade Centre.
Our Vision Conference, over all
three days, will look at new trends
and technologies, from customer
insight and engagement to contracts
and tenders, as well as interiors and
operations with some of the world’s
leading experts. There will be live
demonstrations featuring latest
hospitality technologies and in-room
entertainment and a demosntration
of the hotel rooms of the future –
sustainable, stylish and cost efficient
demonstrated by Well-Tech.
What are the main industry trends driving these changes? Guests have higher expectations from
mobile connectivity, everyday services
and entertainment and it is vital that
all hoteliers understand the new trends
and innovations, which will allow
closer customer engagement and which
may ultimately make the difference
between winning or losing customers.
The event format this year is driven very
much by the renewed momentum in the
hotel business with almost 500 hotels
reportedly under construction in the MENA
region. The hotel and tourism sector in the
UAE forecast to grow from US$4.9 billion
in 2012 to US$ 7.5 bn by 2016, while the
overall GCC market set to grow at more than
8% a year for the next four years, according
to Alpen Capital. Our focus will be about
meeting that demand to ensure our visitors
can access the largest collection of hotel and
restaurant interiors, technology, HORECA,
equipment and outdoor resort suppliers
from around the world.
Driving growth
Increasing expectations for
sustainable and innovative products
need to be achieved cost effectively, so
the show will offer insights across the
board through seminars, and features.
Achieving high occupancy
throughout the year is a key aim of
the industry and whilst the region has
the highest levels the show will arm
managers and owners with various
ways of maintaining these exceptional
business levels.
What are exhibitor numbers and projected visitor numbers at this point?Around 75% of our stand space is
already taken for the September show
and we are pleased to welcome some
new and exciting brands. The show
attracted 15,500 visitors in 2012 and
with the increase in momentum for
the industry we are forecasting an
exceptionally busy 2013.
Are there any surprising developments in the mix of exhibitors and visitors?The Operating Equipment and Supply
section of the show is a notable
growth area this year with exhibitors
demanding more display space to
increase their product ranges on show.
There has also been a rise in
demand from the architecture and
construction sectors, demonstrating
that they are keen to engage with
professionals throughout the industry
to understand the guest requirements
from an early stage.
How will the exhibition be divided into product, conference and meeting areas? The Show takes up halls 3 – 8 at Dubai
World Trade Centre. There are five
main exhibitor sectors: Interiors &
Design, Technology and Facilities
Management (FM), HORECA,
Operating Equipment and Supply and
Outdoor and Resort.
HORECA now stands alone from
Operating Equipment to enable us to
market this sector in a more targeted
way. We are seeing a lot of potential
growth from catering equipment
companies and high-level tableware
brands interested to participate.
Technology is the fastest growing
sector and this year we will be
showcasing FM alongside it at the
show following increased interest from
FM companies.
What is on the conference agenda?Global brands, leading industry
experts, and a programme designed to
inform and inspire managers, owners
and buyers from MENA’s hotel and
hospitality market.
GMs who need to stay in touch with
the market and understand future
trends will find the programme a
worthwhile investment of their time.
Keep up to date with news and
announcements by following the
Hotel Show Dubai on Twitter @
thehotelshow
More than 15,000
visitors attended in
2012 and even more
are set to attend this
year.
Around 75% of our stand space is already taken for the September show and we are pleased to welcome some new and exciting brands.
Event director,
Christine Davidson
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COMMENT
The MLOS mythRemember back in the day when consumers used rack brochures and travel agents to book their hotel stays? Remember when Minimum Length Of Stay (MLOS) and stay patterns were the only way to deal with unconstrained demand to try to control revenues and occupancy? Jean Francois Mourier, CEO of REVPAR GURU, explains why those days are over.
Times have definitely changed
since the days when MLOS and
stay patterns were the norm
for revenue managers. Back in
the day, it was impossible to use flexible
pricing because revenue management
technology wasn’t sophisticated enough
and the Internet was not yet in existence.
But today, times have definitely changed.
While MLOS can be useful for special
events or big-ticket days (like New Year’s
Eve), MLOS and stay patterns aren’t the
best revenue management strategies for
day-to-day use in today’s online, highly
competitive market.
Still not convinced? Here are some
very important reasons for hoteliers to
shift away from MLOS restrictions for
their day-to-day revenue management,
and instead, adopt flexible pricing using
sophisticated revenue management
technology.
The InternetMLOS was created before the invention
of the online travel agencies (OTAs)
and the resulting change in consumer
booking habits. It’s an outdated system
that for the most part doesn’t work
with today’s technology (the good
technologies).
You’re inconveniencing the customer.
If I’m a consumer and I want to stay at
your hotel for three nights and I‘m told
that the minimum stay is four days,
you can be sure that I would take my
business elsewhere.
You’re decreasing your online visibilityWe’re all familiar with the billboard
effect. Contrary to popular belief, having
a MLOS does not persuade a consumer
to book the extra night to meet the
requirement. If a consumer is looking
for a hotel for a three-day stay, and your
property’s MLOS is four days, your
property will not show up in their OTA
search results. In short, you’re blocking
your own property from potential guests
and killing your billboard effect.
MLOS rules for 2013If you are going to use MLOS for special
events, use them sparingly. Don’t just load
a four-night MLOS for all dates, instead,
try balancing the demand through
pricing and if you really need to apply
restrictions for any of the dates, make
sure they are a reflection of the respective
level of demand for that date. By focusing
on longer stays, sometimes hoteliers miss
out on single night bookings that could
fill inventory gaps during shoulder dates.
Not to mention the price hikes that may
occur due to lower category rooms not
being available for the full length of stay
period. This can automatically bump
your pricing way above the market.
Day-to-day, a sophisticated, algorithm-
based revenue management system that
collects and analyses data, and provides
rate recommendations in real-time as the
factors in the market change is the best
solution for consistent financial success.
These systems allow you to control your
rates and occupancy as needed, boost
your revenues and free up valuable time
to concentrate on the big picture.
For additional information from REVPAR GURU, visit: www.revparguru.com
Jean Francois Mourier, CEO of REVPAR GURU
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