Summer 2010 - AHLA · 2016-08-10 · Mark Hope Perry Wilford DIRECTOR, CAMPGROUNDS Chris Eklof ......

albertahospitality

• Creating a Competit ive Advantage• The Shift ing Pr ior i t ies of Guest Safety• Alberta Accommodation Outlook• Card Fraud L iabi l i ty Shifts to Merchant

The Official Magazine of the Alberta Hotel and Lodging Association

PM

4002

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attracting the next generation

Summer 2010

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ATTRACTING THE NEXT GENERATIONFinding Ways to Draw Gen X and Y to Your PropertyGen X and Y are hyper-connected, concerned with environmental sustainability, operating on a budget, and looking for a great experience wherever they go.

4 Chairman’s Report5 President’s Message9 Roundtable22 Human Resources24 Travel Alberta26 Member Value Program Profile26 What’s New?29 AGLC’s Smart Programs28 Names in the News

in every issue

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this issue6

10 Alberta Accommodation Outlook

12 Creating a Competitive Advantage

16 The Rimrock Resort

18 The Shifting Priorities of Guest Safety

23 Card Fraud Liability Shifts to Merchant

30 2010 AHLA Convention & Trade Show

31 Alberta Hotel Safety Association Achievements

Q: What is your vision for the AHLA?

A: I share the board’s vision for the AHLA, which is to be the leading voice and resource for Alberta’s tourism and hospitality industry, offering relevant programs and services to a growing membership. Achieving this feat requires strategic focus on the part of the board.

As Chair, I want to encourage creative thinking and innovation at every level, and allow time to reflect and learn rather than moving fast just for the sake of moving. The long-term sustainability of our industry and the AHLA is paramount. For example, it took us 90 years to build our own facility, but we did it at the right time.

I passionately believe every tourist who walks into this great province contributes bottom line dollars to all stakeholders, bringing dollars from other regions to Albertans. We must ensure we get it right at the municipal, provincial, and federal levels and work together to increase overall revenues from tourists.

Q: What is your main goal to achieve during your tenure as Chairman?

A: The accommodation industry needs to innovate and take advantage of future trends. At the micro level, that is the goal of every hotelier and my other job as an industry participant.

At the macro level, my goal as Chair is to ensure the AHLA informs our members about those innovations, opportunities, and trends. The AHLA must be in the forefront and communicate this information on a timely basis. We must also listen to what our members are telling us. By association, we all win!

Innovation could be anything from new products and services at the AHLA to working collaboratively with governments and our stakeholders. I want to continue these conversations. We must keep building relationships with our partners in industry and government. We do not stand alone - we stand together as an association with four pillars of programs and services.

Productivity in Canada is a major issue. We need to become more productive relative to our global competition. That includes high quality

training and programs to ensure our industry provides a competitive return as well as foreign worker programs, immigration policy, and minimum wages.

Q: What are some of the strategies you will implement to accomplish your goal?

A: The strategies we will implement will be determined as a board, which is a group of talented individuals with the passion to serve this industry. It is vital that we implement strategies our members believe are effective and relevant. We must get that right. If I can assist in accomplishing that, I will have done my job.

The newly formed Board of Directors of the AHLA met in May to review our strategic objectives. My focus is to ensure these are aligned with our mission and values. It is vital for our Board to focus its efforts and attention on the big picture. We must continue to plan for the next 5-10 years to provide a road map for the association and our industry.

On a personal note, we need to ensure our industry is entrepreneurial, innovative, and productive. We must be responsive to our customers’ needs and travel desires while providing experiences that can compete with other global destinations.

Q: What do you think is the most important benefit that members receive from the AHLA?

A It is easy to measure the costs versus benefits of membership on a purely monetary basis. The more programs and services you subscribe to as a member, the greater the benefits you get for your membership.

The intangible benefits are harder to measure. Our members have the peace of mind of knowing that trends and changes are being carefully monitored, and that information is filtered, digested, and communicated to the affected members. With over 875 members connected when problems arise or opportunities present themselves, the AHLA can respond. This association has been a steady ship in sometimes choppy waters for 90 years by doing exactly that.

CHAIRMAN’S REPORT

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PUBLICATIONS

CHAIR OF THE BOARDMike Shymka

FIRST VICE CHAIRBarry Zwueste

VICE CHAIRThomas Barknowitz

VICE CHAIRMichael Sieger

PAST CHAIRDoug Shandro

PRESIDENT & CEODave Kaiser, CHA

DIRECTORS NORTHSteven JamesTony Verbisky

Steven Watters

DIRECTORS CENTRALPerry Batke

JoAnn KirklandTina Tobin

DIRECTORS SOUTHJoseph Clohessy

Mark HopePerry Wilford

DIRECTOR, CAMPGROUNDSChris Eklof

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Interview with Incoming Chair, Mike Shymka

INSPIRING SERVICE, GROWING VALUE

alberta hospitality | 5

Many AHLA members enjoy the opportunity of being part of Alberta’s video lottery terminal (VLT) retail network. Since the introduction of VLTs in licensed premises, in the 1990s, gaming revenues have grown significantly and today contribute greatly to the bottom line of many operators. These additional revenues have allowed operators to invest in their properties, thereby enhancing the product offering of Alberta’s tourism and hospitality industry.

The AHLA has played a leading role to ensure the growth and sustainability of VLT gaming in Alberta. Our efforts have included helping members to defeat municipal referendums to ban VLTs, the development and promotion of the successful Video Gaming Entertainment Room (VGER) concept, active participation in the Hotel Association of Canada’s lobby to oppose a Senate Bill that would ban VLTs in bars and lounges, and promotion of the importance of social responsibility as a critical industry success factor.

AHLA Chair, Mike Shymka and I recently attended the 14th Annual Canadian Gaming Summit in Calgary. This year’s Summit was hosted by the AGLC, and provided a great

PRESIDENT & CEO’S MESSAGE

downturn, has contributed to a major decline in VLT revenues in Alberta. The market for traditional land-based gaming operations in many provinces appears to be saturated.

Advances in technology will allow the concept of “any game, anytime, anywhere” to become a reality. AGLC’s current gaming streams i.e. bingo, lottery tickets, VLT network, and casinos have all evolved in silos with proprietary technology. The AGLC and other provincial jurisdictions are pursuing common technological platforms that can deliver the “any game, anytime, anywhere” concept. This new technology will require significant capital investment.

The AHLA is committed to working with the AGLC and the government of Alberta to retain the opportunity for our industry to operate a primary distribution channel in the new gaming landscape. Our success will depend on our industry’s ability to adapt to new gaming trends and and to meet the rising standards for social responsibility.

We look forward to serving you!

The Gaming Landscape in Alberta by Dave Kaiser

Get the Guide

The Alberta Hotel & Lodging Association is proud to offer its members the Best Practices Guide in Environmental Stewardship for Hotels, Lodges and Campgrounds.

The Guide is packed with ways for you to get greener, reduce operating costs, and demonstrate your environmental leadership to your staff and guests. From tips on energy conservation, to purchasing products, to offering green meetings – it’s all in one place.

Contact the AHLA at 1-888-436-6112 to order a printed copy, or download it from the members section of the AHLA website – www.ahla.ca.

Conspicuous Conservation. Get green this year.

Best Practices Guide in Environmental Stewardship for Hotels,

Lodges and Campgrounds

opportunity for the AHLA to learn more about the future of gaming in Canada.

Internet gaming was a primary topic at this year’s Summit. Internet gaming is currently unregulated in Canada, and is estimated to be a $1 billion industry - and growing. Under Canada’s Criminal Code, all gaming in Canada is illegal except under section 207, which allows gaming that is regulated by the provinces. BC and Quebec are planning to offer online gaming products. In general, industry experts encouraged government regulation of online gaming, but discouraged governments from attempting to compete with current established operators. It was suggested that provincial governments could not achieve the required scalability, liquidity, and marketing budgets to be competitive. As well, governments would face intense public scrutiny relative to the promotion of gaming and social responsibility.

Gaming revenue in Canada from land-based operations grew significantly up until 2008, when revenue peaked at approximately $15 billion. Gaming revenue in Canada has declined during the economic downturn. Smoking legislation, along with the economic

6 | alberta hospitality

COVER STORY

We don’t need demographic research to tell us what we can see just by looking around: Generation X and Generation Y (encompassing pretty much anyone born after 1965, who now qualifies to vote) are hyper-connected, concerned with environmental sustainability, operating on a budget, and looking for a great experience wherever they go.

by Alex van Tolhotel photos courtesy of the Matrix Hotel, Edmonton

ATTRACTING THE NEXT GENERATIONFinding Ways to Draw Gen X & Y to Your Property



ATTRACTING THE NEXT GENERATION

ust knowing these four simple truths will help you hone your marketing to get these up-and-coming spenders into your hotel. But if you’d like to go into a bit more detail about how to go about it, then read on.

“We’ve focused heavily on social media,” says Sarah Webb, Marketing Director for Nuvo Hotel Suites in Calgary. “The majority of our bookings come through those channels.” With active Twitter and Facebook accounts and a hotel blog that’s updated weekly, Nuvo is reaching straight into the heart of their target market: the 25-40 age group. “We focus on driving traffic through social media,” explains Webb, noting that the hotel has a designated staff member just to manage social media accounts. About 80% of Nuvo’s bookings come through the Internet, with 20% of that group coming in via Travelocity, Expedia, and Hotwire.

Not only does Nuvo embrace electronic innovation to find customers in the first place, it also uses technology to stay connected while guests are onsite. “We email each guest while they’re still staying with us to thank them and to ask them to take an online survey,” notes Webb.

Other properties are just getting their feet wet with social media, and aren’t using it for driving demand - yet. “We spread our wings wide with Twitter and Facebook this year,” says Amanda Robinson, General Manager of the Fairmont Jasper Park Lodge. “We’re not necessarily marketing per se through those channels, but it’s been fascinating watching it. We recently had a library conference here, and after check-in people were already tweeting about their experience. Someone had already taken a photo of the welcome note in their room and posted it!” she laughs.

A second way to lure those younger travellers - singles and families alike - is to ensure you’re communicating your commitment to sustainability. A recent study found that younger travellers are willing to ante up more cash

for sustainable products related to the tourism industry, even though their pockets aren’t the deepest of the bunch. Awareness seems to be a key factor in your customers’ purchasing decisions. If you’re not advertising your green policies, you may be missing out on revenue.

Unique features will also serve to set your property apart from the crowd. Located in a historically significant area, or a funky part of town? Broadcast it. Got chic, modern décor that appeals to the younger crowd? Shout it from the rooftops. Are you an independently owned local property? Tell people about it so they can support local businesses (it goes nicely with the sustainability theme too). At Matrix Hotel in Edmonton, General Manager Nicholas Wilson explains that the boutique hotel’s hip, modern feel as well as its minimalist style and contemporary colours serve as a strong draw to the younger crowd. “It’s how the associates handle our guests too,” he explains. “We get to know them and interact with them more personally.” Since Matrix isn’t affiliated with a brand, there’s plenty of room for the hotel to act nimbly and creatively when cornering new markets. Perks like free parking, free wireless throughout the facility, HD televisions, and iPod docking stations appeal to the tech-savvy younger set too.

Younger travellers are more likely than previous generations to plan side trips to experience nearby locales or engage in activities that are unique to the area they’re staying in. “We’re starting to utilize some of the Canadian Tourism Commission’s Explorer Quotient research to target that younger audience, which wants to be a bit more adventurous than just sitting around and looking at mountains and lakes,” reveals Robinson. “We’re positioning it toward that demographic.” Case in point? Last summer’s “99 Ways to Play” campaign showcased a myriad of exciting activities for guests to get involved in. Capitalize on your location and connect your guests with what’s unique in your area.

J


ATTRACTING THE NEXT GENERATION

If you’ve got a superb food and beverage outlet, be sure to add it to your marketing arsenal. The Wildflower Grill is one of the best restaurants in all of Edmonton, and Matrix Hotel makes sure its clientele knows about it. With the young, award-winning chef Nathin Bye at the helm, Wildflower offers excellent cuisine and a contemporary décor that appeals to the younger generations as well as foodies around the city. Matrix only benefits from the association.

That covers a few of the tricks for luring Gen X and Gen Y to stay at your hotel, but what if you’re wanting to find a few able bodies to help out around the place? Entry-level positions in hospitality traditionally attract the younger generation, so your battle is already half won. Another trend that most hoteliers are seeing is that the labour shortages of several years ago are mostly resolved. Most hotels are able to fill their staff rosters without having to fight each other in order to do it.

Many hoteliers have found craigslist and Kijiji useful for posting positions. Both are centralized networks of online communities that feature, among other things, free classified advertising. “We mainly focus on recruiting through word-of-mouth through our staff, or through Kijiji or craigslist,” offers Webb. Creating a balanced, collaborative atmosphere helps in attracting - and keeping - valuable younger workers.

So reach out, start talking, keep your rates affordable, and show off what your property has that no one else does. Market yourself as a unique destination with exciting experiences that set you apart from the competition. Develop a consistent, unique, and approachable voice and brand that young people relate to, and you’ll get yourself noticed.

After all, that’s the name of the game.


Q: Tell me about a staff member who made a positive impression on you.

Gilles Corpart, General Manager5 Calgary Downtown Suites

Here at the 5 we took advantage of the ELMO project to help stabilize our staffing. Never did we imagine that taking part in that program would have such an endlessly positive impact on our staff and guests. Within our hires of the foreign workers we found a gem. Erwin Crisostomo stood out from the crowd from the beginning. He recently received our internal award for co-worker recognition as he had numerous nominations from co-workers in teamwork and guests in service. Erwin has been a very active member in our social events as well as volunteering in the Calgary community. He has impacted all of us here at the hotel with his passion for his job and his service is outstanding. To have someone consistently demonstrate how thankful they are to be a part of our country, city, community, and hotel is truly infectious. Erwin has reminded us all of what hospitality and service truly means.

ROUNDTABLE

Positive Impressions

Violet Anderson, General ManagerComfort Inn West, Edmonton

There have been so many staff members over the years that have made a positive impression that it is hard to pick just one.

I had a 17 year-old student who worked the front desk of a 150-room hotel. She worked the shifts on her own and could handle any issue that came up, leaving the guest with a good feeling while keeping the cash and credit cards balanced. It is not easy to find both of these skills in one person, never mind the fact that she was only 17.

I have had an employee who had physical challenges and was non-verbal yet came to work every day with a positive attitude, just grateful that he could contribute something to the hotel. It was a humbling experience for all of us, and he was well liked by everyone on staff.

These are just two of the many amazing people that I have had the pleasure of working with over the years.


FEATURE

As forecast, year 2009 results for the majority of accommodation operators in Alberta were lower than those attained for 2008. Room demand began to fall in late summer of 2008, and the trend generally continued month over month through 2009, in many markets. With lower room demand, operators found it difficult to maintain their pace of increasing room rates. Many reacted to the lower room demand by also lowering room rates in an effort to retain existing guests or attract new clients.

by Beth Walters and David Ferguson


ALBERTA ACCOMMODATION OUTLOOKA Summary Based on the AHLA Conference Presentation by PKF Consulting


ALBERTA ACCOMMODATION OUTLOOK

he downturn in oil and gas prices that commenced in the fall of 2008 had a significant impact on the fortunes

of the accommodation sector in Alberta throughout 2009, and this trend continues into 2010. Low natural gas prices resulted from a combination of burgeoning inventories at the same time that demand decreased. The implementation of new royalty regulations along with the low prices led many firms to curb their capital spending in Alberta in 2009. This pattern is continuing in 2010 as supply/demand factors make drilling less economical in Alberta. Some firms are exhibiting greater capital spending on gas plays in BC and Saskatchewan. The rapid increase in interest for development of shale gas plays somewhat complicates the prospect for rapid recovery of the accommodation sector in Alberta. Recent advances in the ability to capture and extract shale gas at lower costs have increased interest in drilling and exploration, not only within Western Canada but also elsewhere in North America and on other continents. Reports indicate that there are significant deposits of shale gas within Alberta, and it is likely that some additional interest in extraction within the province will help the accommodation sector over time.

A review of wells drilled, on an annual basis, and total annual natural gas production in Alberta over the 2005 to 2009 period showed a significant drop off in both indicators for 2009, with concurrent accommodation occupancy declines. Leading industry groups have projected total drilling activity in Alberta for 2010 to be comparable to 2009 levels.

Positive Economic TrendsA positive development thus far in 2010 has been the increase in oil prices. Oil climbed over the US$80 per barrel mark, so a resurgence in interest in oil sands related development will boost optimism for the accommodation sector, particularly in northeastern Alberta as well as in urban markets that support the construction and operation of oil sands plants, upgrader projects, pipelines, and other supporting infrastructure and services.

The Canadian economy’s ability to outperform many other global economies bodes well for consumer confidence levels and improving business activity in many areas of the country. Many economic forecasters are optimistic that all or the majority of Canadian provinces will experience growth in Gross Domestic Product in 2010. GDP growth for the neighbouring provinces of BC and Saskatchewan as well as Ontario bode well for increasing the potential for visitation to Alberta from both corporate and leisure/group demand sources from these markets.

Meetings and ConferencesMeeting and conference activity in the province in 2009 produced mixed results for the

2009 contributed to a projected decline in net operating income among many properties in Alberta for 2009. PKF Consulting projected that nationally, net operating income (reported as income before interest, income taxes, depreciation, and amortization) decreased by approximately one third in 2009 from 2008 results. In Alberta, the decline was projected to be in a comparable range to the overall national figures. Some markets in Alberta are likely to experience some improvement in financial performance in 2010 through a combination of improving demand levels and tight controls of many operating expenses.

The level of hotel and motel transaction activity in Alberta decreased in 2009. Published reports prepared by Colliers International Hotels reported that nine transactions occurred in Alberta in 2009 for a cumulative total of $66 million, compared with 14 transactions in 2008 for a total of $280 million. With 70% fewer transactions in 2008 and 2009 compared to the previous two years, and with significantly lower transaction revenue per hotel, the sales generally reflect a significant change in asset mix. The industry experienced the effect of mixed economic conditions and belt tightening by lenders. The declining performance of properties in many markets has temporarily decreased the likelihood that vendors who expect the market to improve will be willing to accept pricing that parallels current profitability trends. At the same time, buyers who believe the markets will continue to erode have been in a wait-and-see mode, as they try to pinpoint when hotel performance will bottom out. As market conditions improve and credit becomes more readily available, there may be some additional transactions throughout the year.

RecommendationsAccommodation operators in Alberta are encouraged to stay the course in 2010. PKF Consulting has strongly advocated that industry management explore creative ways to provide value at the property level in an attempt to halt the industry led discounting program that has eroded so much of the bottom line. This includes striving to maintain room rate integrity through effective yield management, and being aggressive in selling and educating your clientele. Operators are encouraged to ensure that their assets are well maintained and that their employees are provided with extensive training aimed at ensuring a quality experience for guests.

Beth Walters, Director, and David Ferguson, Senior Consultant, from PKF Consulting, presented the Alberta Accommodation Outlook 2010 at the AHLA annual convention in Jasper in April 2010, a session made possible by the Alberta Ministry of Tourism, Parks and Recreation’s Tourism Business Development, Research and Investment Branch. PKF Consulting provides hospitality business advisory services and appraisals as well as market and financial reports on the performance of the hotel industry, and forecasts hospitality industry performance.

T accommodation sector. Conference organizers were often plagued by lower than expected attendance levels or last minute cancellations. In some instances, hotels faced low pickup from group blocks, only to find that some conference attendees booked rooms at other properties. The lower volume of weekend conferences reflected consumers exercising more caution with their discretionary spending.

Despite the downturns in many areas, some markets had better than expected results. This was true in Calgary, which had a comparatively high volume of citywide events such as the World Skills Competition. The prospects for 2010 are similarly mixed, as business and consumers are still faced with fiscal pressures impacting their willingness to travel and attend events. The relative strength of the Canadian dollar in the past few years continues to impact the meeting/conference sector in Alberta as it is difficult to convince some international groups to see beyond cost considerations. This is despite the multitude of quality sites, skilled meeting/conference professionals, and numerous opportunities for other activities for delegates in Alberta.

Leisure TravelDomestic leisure markets continue to provide a strong source of guestroom demand in Alberta. The staycation concept has helped keep Albertans at home and Canadians travelling to the province. Consumer confidence should continue to improve in 2010 as domestic and global economic conditions improve. The same cannot be projected for many international travel markets to Alberta in 2010, which will result in mixed demand levels. Overall, there is a positive trend toward future growth in international overnight travellers staying in Alberta properties. Increases in direct air capacity to/from Calgary and Edmonton as well as the heightened profile of Canada due to the 2010 Winter Olympic and Paralympic Games are anticipated to help generate more room nights.

New Rooms to OpenMore than 2,000 new rooms will open province-wide in Alberta in 2010. The majority of new rooms are being developed in urban markets with populations in excess of 30,000 residents, including Calgary, Edmonton, Fort McMurray, Red Deer, and Lethbridge. Some developers are branding or rebranding hotels as a means of generating new interest or repositioning their assets. PKF Consulting estimates that construction costs have declined since the peak period of 2005 through 2008, which will aid developers going forward with new projects or improvements to existing assets.

Decline in Net Operating IncomeNot surprisingly, the downturn in top line occupancy and average daily room rates for


FEATURE

To most of us, inside and outside the industry, the hotel landscape is cluttered. While the logos, names and buildings are different, many hotels look and feel the same.

by Charlene Krepiakevich

Deer Lodge


CREATING A COMPETITIVE ADVANTAGE



Union Bank Inn

ooking patterns show, however, that guests are looking for help in discerning the differences between hotels. Before making a decision, guests shop multiple websites, read reviews, and check

online ratings. Unfortunately, without specific and clearly articulated differentiators, price becomes the deciding factor. And today, with the proliferation of websites, booking channels, and third-party sites, price is the battle being fought openly and in real-time.

When price is the differentiator, no one wins. Reduced room rates leave hoteliers with eroding margins and reduced REVPAR, resulting in less capital for reinvestment. Without that capital, guests won’t receive renovated rooms and improved services, nor will hotel staff receive added employee perks and benefits.

Differentiators Create a Competitive Advantage

Differentiators help place hotels in the right category and justify the appropriate rate. Clearly crafted and developed differentiators can rejuvenate a hotel and provide a means of establishing or recovering a competitive advantage. thereby adding depth and meaning to the hotel’s value proposition. It enables the hotel to attract the right guests who are willing to pay a premium for the experience offered.

Creating and articulating points of differentiation is, by no means, easy. To find or develop unique or distinctive products, services, programs, features, or promotions that deliver true benefit to the hotel guest is challenging. The differentiator(s) must be more than slick marketing, a creative advertisement, or a fancy name on a product or service. It must matter to the guest and make a difference to their experience while being very difficult to copy.

One solution is to brand the differentiated product, service, program, feature, or promotion. Once you name and brand the differentiator, it becomes yours. The name is associated only to your hotel. A competitor can develop a similar program or product, but they cannot copy the name and the specific benefits it provides.

Why Does This Matter?

Research shows that consumers place a higher value on branded items and are willing to pay a premium for them. A branded differentiator lends credibility, enhances the perception about your hotel, and adds relevance to your hotel offering. It adds an attribute, characteristic, or trait that is uniquely yours. It gives hoteliers an easy and memorable way of describing a unique feature, product, service, or promotion that has meaning to guests. Once the branded attribute is described, consumers intuitively place a monetary value on it and hotels are then able to justify a price premium.

The term “brand” is often, and appropriately, associated with the hotel name. Branding, however, can be added to products, services, programs, features, and promotions within a hotel.

A branded feature can be tangible or intangible. The hotel location, décor, architecture, or amenity could be branded. Custom art deco walls, refurbished turn-of-the-century antiques, mountain-view breakfast patios, or original post and beam structures are examples of potential branding opportunities.

A branded service is especially useful when competitors are offering similar services. Express check-out or guest experience services are often branded or named. This enables hoteliers to describe and differentiate a service and demonstrate added value.

B



The most typical branded program in a hotel is the loyalty program, like HHonors® offered by Hilton or goldpointsplusSM offered by Radisson, which package a group of benefits under a specific name to offer added value.

Special beds or linens can also be branded. Westin Hotels introduced the “Heavenly Bed” in 1999, and it has been so successful that Westin extended the brand by offering a full line of bed products. Many other hotels followed suit, including Radisson’s “Sleep Number” beds and Hilton’s “Serenity” beds.

A branded promotion enables hotels to stay in touch with existing guests and generate interest from potential new ones. When done successfully, a branded promotion reminds a guest of the hotel’s brand promise, and stimulates interest in the offer.

Alberta Hoteliers Leverage Brand Marketing

In Alberta, there are numerous examples of hotels in all categories, with and without major hotel flags, using branded differentiators to create a competitive advantage.

Cleverly linking to its brand promise of delivering authentic and memorable experiences, Fairmont Hotels has introduced a new branded promotion called “Apprentice Trips”. Targeting travellers who seek a cultural or educational experience, Fairmont has created unique opportunities to travel and learn. For example, at the Fairmont Banff Springs, golfers and green thumbs can get a behind-the-scenes look at golf course and grass maintenance with the “Tees to Greens” package.

Over the years, Calgary’s Blackfoot Inn has evolved and created unique differentiators. The three-star, 200-room independent hotel is a landmark

Union Bank Inn



with a brand promise of linking guests to Calgary’s western heritage and history. The hotel’s “Dream Catcher’s” bed, extensive artwork from the Blackfoot nation, and interior design featuring stone and rock, purposefully connects guests with its First Nations history.

The Hotel Arts in Calgary has carefully carved a niche in Western Canada. It lives and breathes its artsy chic language with contemporary art, designer-decorated guestrooms, and an ultra chic heated pool that converts into a special meeting/dining/entertainment mecca. Hotel Arts exhibits an edgy, modern sophistication that puts an explanation point behind the “boutique” brand category. Add a trendy food and beverage experience, and the Hotel Arts becomes a magnet for cool events and the fashion, arts, and hipster crowd.

“True Mountain Lodging” defines the brand promise for Canadian Rocky Mountain Resorts. Set in the Rockies, the two Alberta properties deliver on their promise with unique locations, authentic lodges, and regional western cuisine. Since 1925, the Deer Lodge remains an anchor in Lake Louise, offering rustic lodging and a link to the history of the community. The property has been restored over the years, but maintains its rustic appeal and charm with rooms featuring antique “character pieces”, including an old piano and a vintage library. Located on the slopes of Tunnel Mountain in Banff, the Buffalo Mountain Lodge fits its mountainside setting with post and beam construction and old-world crafted décor. Both properties offer authentic “Rocky Mountain Cuisine” with dishes that feature local venison, caribou, elk, buffalo, and beef.

During the bustling Gold Rush in the early 1900s, the construction of the Union Bank made headlines with is “modern renaissance” design and sophisticated engineering. Today, the designated heritage building is the Union Bank Inn, a 34-room hotel positioned in an elite category of 4½ star, small boutique properties. The hotel has maintained many of the original elements of the 1911 building, featuring 14 different plush guestroom décors and exemplifying understated elegance and European styling. Its brand promise respects its heritage and delivers an unparalleled experience that is “sophisticated and sublime”.

Differentiation Adds Value

While difficult to define and create, a brand differentiator adds value in both the short and long term. In the short term, a brand differentiator will enable the hotel to narrow its focus, define its market, and target its market more effectively. The results are often seen more immediately in efficiencies and cost savings. Differentiators help to narrow the focus on specific target segments resulting in equally focused marketing, sales and operational decisions and budgets. No longer will precious hotel resources be stretched to reach and acquire disparate guests and markets.

In the long-term, brand differentiation creates opportunities to increase marketshare and rates. Today, guests are looking for hotel experiences tailored to their needs, and are willing to pay for them. They are confused and jaded by hotels that offer everything to everyone. Branded differentiators enable hotels to stand out in the crowd, attracting and growing specific target segments to increase marketshare and rates along the way.

An investment in brand differentiation pays.

Charlene Krepiakevich is Founder & Principal of Target Hospitality Marketing, which is a hospitality-focused marketing and communications boutique agency. From pragmatic and functional, yet vision-driven strategies, to focused tactical marketing programs, Target Hospitality Marketing combines the best practices in branding, marketing, communications, and business strategy to help hospitality operators grow revenues, increase marketshare and build long-term value. www.TargetHospitalityMarketing.com


THE RIMROCK RESORT HOTELRock Solid in a Rickety World

PROFILE

by Alex Van Tol


What’s better than being located in one of TripAdvisor’s top five locations in the world? Why, being located in the number one ranked spot in all of Canada, that’s what. Having an award-winning pastry chef doesn’t hurt either, nor does having the only CAA/AAA Five Diamond restaurant west of Toronto - Eden - on site.

But we won’t say everything’s coming up roses for the Rimrock Resort Hotel in Banff. No, not roses. The elk would eat them all.

“One thing we have going for us is our location,” describes Rimrock’s Director of Operations, Trevor Long. “We’re on Sulphur Mountain, 750 feet above the town of Banff, right near the hot springs and gondola.” Close to Heaven, in other words. Such a great location has helped the Rimrock Resort navigate the economic slump despite the decrease in bus tours, corporate travelers, and transient tourists. “You used to walk down the sidewalks in Banff and there were hordes of tourists,” notes Long. Now, not so much. But despite the fact that group traffic has dried up somewhat, Long’s sales team is working hard to keep the numbers up. “We’re asking, ‘What is it going to take? Let’s work with you.’ We’re still going strong on group business.”

Travellers are looking for quality and added value, Long explains. “People aren’t necessarily looking for the cheapest deal, but they want that added value, like free breakfast, wireless, parking, or complimentary upgrades. And then they want to see superior service,” he adds. So far, the Rimrock is providing all of the above.

To keep the doors revolving as corporate bookings drop off, the Rimrock has offered specials to pull in the transient market. Golf and hot springs packages, three-nights-for-the-price-of-two, and B&B packages are working to bring people through. “It’s been a challenging time these past 18 months, and we’ve had to work hard, as everyone else has,” muses Long.

The hotel celebrates its 17th anniversary this summer. Long himself was on the opening team back in 1993, after the property underwent major renovations. “I started out as the Assistant Banquet Manager,” he recalls. Five members of the original opening team continue with the Rimrock


today. One of the Rimrock’s staffers, Executive Chef Ralf Wollmann, received an AHLA Gold Key Award this year. “He’s one of these guys that just lives and breathes F&B and the hospitality industry,” acknowledges Long. “He has made tremendous strides in the last couple of years and has grown a great culinary team.” Kitchen turnover has decreased, food costs are completely in control, and guests are happy with the incredible meals that come out of the Eden kitchen.

And then there’s the Rimrock’s Executive Pastry Chef, Guy Vaugeois, who not only bagged the hotel’s own Leader of the Year award, but also won the Canadian Culinary Federation’s first ever annual Pastry Chef of the Year competition last spring in Kelowna. Vaugeois’s handiwork can be found at the Rimrock Café and throughout the Primrose dining room foyer. “He’s an extremely talented chef with pastries, and he’s also just wonderful with chocolate and sugar art,” boasts Long. The Rimrock has even replaced numerous floral centerpieces with Vaugeois’s one-of-a-kind creations. Do they ever get a nibble, I ask? Long laughs and admits that the odd

sculpture gets a nick here and there from curious guests.

The Rimrock Resort is unique among its peers in that it operates in the absence of a general manager. “We haven’t had a GM since 2001,” concurs Long. “At that time, the president of the company just decided he wasn’t going to replace the GM.” Instead, the president put a committee together to form an executive team, and let them manage the hotel. What was until recently a team of three, including a Director of Sales, is now a team of two: Long works as the Director of Operations; his partner is the hotel’s Controller, Betty Mah. “It’s different from the normal way of managing a hotel,” admits Long. “It has its advantages and disadvantages, and it’s a unique way of running.” The two oversee the hotel together, with Long more active in the front of the house and Mah working the back. The hotel manages itself pretty much the same way as any other property, with the exception that Long and Mah meet regularly to make decisions. “It goes both ways,” reveals Long. “When there’s an important decision, the process can be slow, but sometimes it can actually make things happen a lot quicker.” The important thing, he notes, is that the hotel continues to move forward. Decisions are made in a timely way - and they’re often more balanced than they would be if there were only one person at the helm. There are no stalemates, states Long, and he sees himself and Mah keeping with the status quo for the foreseeable future.

Just in case you were wondering, there aren’t any plans to join up with any other hotel brands, either. The Rimrock is an independent hotel in a world where the tendency is to hook up with larger flags. “We have looked at that, and done our research,” Long acknowledges. “One appeal of a flag is having a reservation system… and we also don’t have the draw that a major chain has with regard to name recognition.” But in the same breath, he explains that when your property belongs to a brand, there’s always the need to follow that group’s guidelines. As an independent, the Rimrock Resort is more nimble than that. A four-diamond hotel in a world-class area, the Rimrock stands on its own two feet against its branded competitors. “We can set our own standards,” reports Long, “and we don’t have to follow something that perhaps works for a property in one location, which might not work for another property elsewhere.”


Trevor Long, Director of Operations, Betty Mah, Controller and Jim Leavens, Director of Sales



FEATURE

by Chris McBeath

THE SHIFTING PRIORITIES OF GUEST SAFETY

adly, world events have changed all our perspectives when it comes to guest safety, and the more sophisticated the traveller, the more cognizant they are of security issues.

Many travellers, particularly solo women, are willing to pay extra for specific security features, such as video controlled

guest entry or a laptop size, in-room safe, so depending on your property profile, security might well be an area

for unexpected returns on investment.

When the warmth of the welcome is an hotelier’s first priority, the question will always be: at what point do security measures become obtrusive or an unnecessary expense? The message of safety walks that fine line between conveying quiet assurance and overplaying the hand to instill concern, but just as the courts have expanded the concept of “reasonable protection” over the years,

the level of liability has also increased. Since small, independent properties are held to the same liability

standards as large, branded hotels, security must be a priority regardless of a hotel’s size or location.

After all, these days safety isn’t confined to securing the hotel’s HVAC and water systems, or offering allergen-free

environments. It involves issues such as identity theft, credit card skimmers, and matters relating to terrorism.


S



Canada’s recent foray into Olympic security was an eye opener for many, and while training staff in bomb detection and emergency response tactics might seem extreme for smaller, rural properties, it is becoming the norm for city locales. Wherever a property is located, Fairweather cites theft (identity and article), credit card fraud, and safety in parking areas as major and growing concerns for hoteliers.

“A vigilant staff goes a long way to creating a safe environment,” explains Fairweather, who also looks to training, networking, and technology for the solutions.

Training for Tried and True Results

“Every hotel must have the capability of being locked down at night,” Fairweather emphasizes. “It’s an essential bottom-line requirement, which charges night management to do due diligence of every lock, door, and window. After hours, it includes verifying that patrons are, indeed, guests of the hotel.”

Fairweather goes on to include other tips that help promote a culture of guest safety. Front desk personnel set the tone, perhaps by asking for photo ID, never verbalizing room numbers or their floor, ensuring women are placed on the first level or above, and offering guests an escort to rooms and parked cars. An aware hotel staff then reinforces

Security chiefs are no longer ex-policeman enjoying a second career; they’re licensed hotel specialists, Directors of Risk Management, Security, and Technology who administer a web of technological and legal complexity as part of daily operating procedures.

Changing Parameters

Bill Fairweather has extensive experience working on security issues with hotel groups including Fairmont, Intercontinental, Four Seasons, and Trust House Forte. As Chairman of the Institute of Hotel Security Management (IHSM), he identifies four key trends in guest safety: counter terrorism, identity theft, credit card fraud, and theft from lobby areas, bedrooms, conference rooms, and car parks. Although counter terrorism tops that list and may not be a main concern in Western Canada, it continues to reshape operational procedures for hoteliers in most major European and American urban centres. For example, cars arriving at the Breakers Palm Beach or the Radisson Amman will encounter undercarriage checks. And at the Leela Kempinski Hotel in Gurgaon, we’re not just talking a mirror sweep. Here, the under vehicle surveillance system is comprised of four cameras concealed in a speed breaker, complete with LED lights for night vision. Meanwhile, The Mandarin Oriental in New York now provides a flashlight in all rooms. The Garden Hotel in Guangzhou, China counts gas masks among its room amenities, and numerous hotels include first aid kits in their mini-bars.



the guest safety experience through attentive operational practices. These might include closing the door when cleaning a room; keeping exits visible and hallways clear of clutter (everyone should help remove room service trays); and dining staff who advise guests to place bags beneath the table rather than on the back of a chair. For hotels catering to foreign speaking guests, providing a hotel address card can go a long way to ensuring they get back to the correct property, especially if there are several brand-name hotels in the area.

The Technology Takeover

Real protection starts with identifying the threat, and nowhere is this growing more quickly than in technology. What started with closed-circuit television and electronic card-locking systems (many travel agents will not book a hotel without this feature) has evolved into sophisticated forensic programs, firewalls, anti-spy, and anti-virus software that counter all manner of cybercrime.

“Business centres are most vulnerable to keylogging,” Fairweather advises. “Any and all IT technicians should be verified before they start any work on any system, and it must be a daily practice to check that computer hardwires are free of any add-on devices, such as those used by keyloggers.”

Skimming credit cards and harvesting email addresses for spammers and espionage has grown so dramatically that the Canadian Government introduced Bill S-4 earlier this year. Its intent is to provide a far broader scope of tools in the fight against hi-tech crime and in particular, identity theft. The statistics are alarming. According to the Identity Theft Resource Center, a non-profit organization providing consumer information about data theft, more than 220 million consumer records were leaked last year in nearly 500 separate breaches.

In the US, the Federal Trade Commission tracked some 280,000 complaints connected to identity theft last year, and even though this figure represented a decline in a near decade-long rise, it is still nine times the number reported in 2000.

Bogus credit card use is another major problem. It represents 49% of all dollar losses and is the largest category of credit card fraud. Counterfeiters have long learned how to apply embossers, encoders, and


decoders to read, modify, and implant magnetic strip information on phony payment cards.

Fairweather cautions, “There’s a real concern about software systems that enable a guest’s credit card to double as his room access card. When card information becomes a part of the room blocking and reservation system, it has entered into another software program. These often connect to international centres, such as in India, which are not always as secure as the originating property.”

Technology Trumps

That said, there are programs coming onto the market that are maximizing the potential of secured, branded access cards. Starwood’s Aloft Hotels is currently testing a new Smart Check-In Pilot Program for select Starwood Preferred Guest (SPG) members at the Aloft Lexington Hotel in Massachusetts.

The leading-edge initiative employs the latest in Radio Frequency Identification (RFID) technology and enables guests to receive an enhanced SPG/Aloft-branded RFID keycard. On the day of a planned stay, a text message is sent directly to the guest’s mobile device, which provides their room number. Upon arrival, guests can skip the check-in desk and proceed straight to their room where their enabled keycard will unlock the door, thereby providing unprecedented convenience and ease-of-operation for hoteliers and hotel guests alike. The program will run for several months with an eye to expanding the branded keycard to cover additional services, such as purchasing cocktails and sundries at all restaurants and retail outlets within the Aloft group. But the allure of streamlined efficiency is tempered with an obvious eye to its practicality. Onlookers are adopting a wait and see attitude, and right now, the jury’s still out.

Whether your property is large or small, located in a large urban area or a more rural setting, guest safety and hotel security must always be a priority.


Call 1-800-667-0955 to reach 2,300 buyers who are sourcing

new products.

• Design Trends• Sparking Innovation• Marketing Travel Experiences• Culinary Trends

UPCOMING ISSUEFall 2010 Closes August 20

Published October 1

What Guests Look For

Necessities for a peaceful stay• Electronicguestroomlocks• Deadboltlocks,safetychains, andapeephole• Locksonwindowsand adjoiningdoors• Windowsthatopennomorethantherecommended100mm• Firesprinklersandsmokedetectors• Nightlights• Telephoneaccesstooutsidedialing• Atelevisionand/orradiotomakenoisewhileroomisvacant• In-roomelectronicsafe,bigenoughforalaptop• Publicareaguestphonesthatconnectonlytotheoperator• Nodirectaccessbetweenundergroundparkingand guestrooms(i.e.muststopatlobby)• Well-lithallwaysandparkingareas• CCTVinparkades,lobbies,corridors,andback-of-houseareas


All good relationships take some effort - even the relationship between employers and employees. The first days, weeks, and months of this business relationship are key to the success and longevity of this investment, for both parties. During this time, when the new employee is evaluating her return on investment (ROI) with you, your new hire may be asking herself:

• Have I made a good decision taking the position?• Is the culture what was described during the recruitment process?• Are my co-workers people I want to be with eight or more hours a day?• Will my manager be a mentor or a tyrant?• Am I here for a short time or a long time?

Here are some common mistakes that managers and owners make when someone joins their team, along with some ideas of how to take the best step forward for properties of any size:

X Ignoring the truth that new employees are asking themselves the questions listed above.

Accepting a position is a huge commitment and can cause stress and anxiety. Be thorough and honest in the recruitment process and address these questions before you make the job offer.

X Adults don’t want or need their hands held. After all, this isn’t preschool!

Spend time with your new employee and show her around the property - especially parts of the property they will be expected to know. Take her outside the property and show them what amenities are nearby, like fitness facilities or a grocery store. If making someone feel welcome, respected, and comfortable feels like hand holding, then reach out.

X Long-term employees make the best trainers because they have been doing it for so long - they must be experts.

Asking an employee to train new staff is a compliment to his own competency in the job. However, be sure to choose your trainers and mentors based on their ability to teach their skills and transfer their abilities to new employees. Will the employee responsible for training be teaching bad habits they have developed over time? Spend time with the staff who will be training new employees, and be clear on what is expected of them.

Orientating Is More Than Just an OrientationHUMAN RESOURCES

X We have an orientation but it is fast and done the first day. We are busy and we need someone on the floor working as soon as possible.

By not spending time orientating a new employee, you may be speeding up the revolving door of employee turnover. Spread the orientation out over weeks or months to avoid overloading the employee with information on Day One - she won’t be able to retain all of it, so you’re wasting everyone’s time and energy. Give the new employee the time to process and retain the information they have learned, which will make them more productive and efficient. For example, have a new front desk agent enter faxed reservations to learn the system and room types before putting her on the front desk in front of guests.

X They have the employee binder, everything they need to know is right there or they can access all the information online.

Most people will wait until they need to know something before they go out and find the information. Have someone take the time and show your new hire where the employee information is, then give her a practical example to help her remember. For example, if she wears glasses, show her the benefits page that goes over the vision coverage. Make it personal. She will then appreciate and use the resource.

X Mary transferred into a different department, not a different company - she doesn’t need an orientation.

An internal transfer can generate the same feelings as a new employee has - anxiety, nervousness, uncertainty, or excitement. Take the time to orientate her to the new department, her new coworkers, new environment, and new supervisors.

Orientation has many benefits, including:

Benefits to the Employee Benefits to the Employer

Positions the employee for success Increases employee retention ratesEstablishes realistic job expectations Increases employee’s competency and productivity Develops a professional and social network Improves time managementProvides professional development opportunities Contributes to long-term cost savings

Source: 2007, CCH Canadian Limited

If the fear of going through the search and recruitment of a new employee doesn’t motivate a property to properly orientate a new employee, then the long-term cost savings should. It is an ROI that both the employer and employee will appreciate.

by Jill Little


CARD FRAUD LIABILITY SHIFTS TO MERCHANTby Bruce Marshall

Canadian banks have issued CHIP cards to the majority of their customers, and in an effort to reduce fraud, the payment industry has also announced timelines for retailers and POS/ATM providers to ensure their equipment is compliant with CHIP cards. Following are some important deadlines you should be aware of:

October 1, 2010 - Visa® will shift financial liability for fraud to those that have not yet migrated to EMV (chip card standard).

October 15, 2010 - MasterCard® International states that liability for fraudulent activity conducted on any lost, stolen or counterfeit card will become the liability of whichever party involved in the transaction is non-chip compliant.

December 31, 2010 - Interac® Association set transition requirements to ensure that the majority of Canadians will be able to fully benefit from this new technology by 2010, at which point the majority of ABMs and debit

cards will be converted. 50% of ATMs must be compliant by December 31, 2010, and the remainder by 2012. POS terminals must be 100% converted by 2015.

Fraud Liability

The cost of fraudulent card use typically falls onto the issuer (the bank), sometimes to the acquirer (ATM/POS provider), but rarely to the merchant. Current merchant liability is rare and typically involves acceptance of an expired or invalid card, a duplicate transaction or missing imprints. In the case of stolen or counterfeit cards, the bank (issuer) absorbs the cost.

Change in Fraud Liability

CHIP technology was introduced in the UK in 2005 and resulted in a 35% decline in fraud over the next two years. However, the move to CHIP technology caused the migration of fraud to non-compliant ATMs and POS terminals. Based on this experience, card

issuers around the world - including Canada - have acknowledged this and have mandated the liability shift for fraud. Effective October, 2010 liability for card fraud in Canada shifts to the non-chip compliant party in a transaction, which leaves retailers open to the risk of fraud for the first time. Merchants that have not updated their ATMs or point of sale terminals to accept chip cards will need to cover the cost of any card fraud resulting from the use of a MasterCard® or Visa® card on their systems.

There are about 60,000 ATMs and 600,000 POS terminals in Canada that require replacement or upgrading to accept CHIP technology. Some ATMs can be upgraded with software, others will need new components, and many will require complete replacement. Merchants are encouraged to act now or risk being put on wait lists due to inventory shortages from ATM and POS manufacturers.

Bruce Marshall is VP of Cashline ABM/Merchant Fast Cash and can be reached at 250-920-9750 or [email protected].


At the AHLA conference in Jasper in April, I had the good fortune to say a few words at the Housekeeping Awards Banquet. I spoke of the people in the accommodation industry as being the unsung heroes of tourism. Much of what you do is done so seamlessly that many are unaware of the dedication and professionalism behind the scenes. It’s the magic you weave every day.

At Travel Alberta, we consider you one of our most important brand ambassadors and we greatly appreciate the significant role you play in growing Alberta’s tourism industry. We will continue to do our best to support you in this.

2009 was a very difficult year for tourism, and while we are seeing signs of recovery, we expect economic challenges and the relatively robust Canadian dollar will continue to impact tourism this year. Despite this, we will continue our journey to become Canada’s pre-eminent tourism marketing agency. For us to succeed, it is imperative that we meaningfully engage Alberta’s tourism industry. Transparency, rigour, and accountability will underpin all our actions. In short, we will run our business with the same mindset that you run yours - do more with less, and make every dollar count.

We have created a balanced scorecard system as a means to align our goals and measure our progress. It allows us an opportunity to link objectives, performance measures, and initiatives to strategies at all levels. It will ensure we are reaching our commitment to grow revenues through compelling invitations to experience Alberta.

Measuring Up: Travel Alberta’s Corporate Scorecard TRAVEL ALBERTA

Here’s what our scorecard looks like:

Travel Alberta’s 2010 Scorecard

Customer Relevance Customer database growth + 25,000

Visits to TravelAlberta.com 5.5 million

Leads to industry via TravelAlberta.com 120,000

Differentiate the Brand Unpaid media value $150 million

Defend & Grow Business Potential MC & IT room nights 56,000

Tourism revenues $5.8 billion

# of visits (same day and overnight) 23.6 million

Stakeholder Engagement Partner contribution 1:1

Partners participating in learning opportunities 2,200

Industry satisfaction 72%

Drive ROI Campaign ROI Market specific

Cost efficiencies 500,000

by Bruce Okabe


Scorecard key components are explained as follows:

Customer Relevance - Create customer intimacy through customer knowledge, segmentation, and by carefully matching audience to product.

Example: www.TravelAlberta.com’s consolidation into a unified web platform with richer, deeper content has improved its customer relevance by enhancing engagement. The result is cost efficiencies that give us the resources to better focus on the presentation of relevant packages paired with compelling stories about Alberta’s tourism experiences. The addition of the JackRabbit online booking system also enables customer relevance.

Differentiate the Brand - Bring Alberta tourism experiences and destinations to life through compelling storytelling.

Example: Travel Alberta’s methodology in tracking earned media value or unpaid media aligns with that of the Canadian Tourism Commission (CTC) as well as the other provincial marketing organizations across Canada. This methodology is known as ad value equivalency, which is the cost of an equivalent ad or commercial in the outlet the travel story is being featured in. There are various third-party clipping services used globally to track our international outreach. In addition to tracking the stories about Alberta, Travel Alberta tracks industry calls to action, whether it’s a partner website or a phone number, which closes the distance between destination awareness and closing a sale.

Defend and Grow Business - Focus on marketing investments in high yield markets and opportunities, and disassociate from those with deficient returns.

Example: Travel Alberta has invested in and adapted the CTC’s Marketing Investment Model/Return on Investment Model (MIM/RIM) tool kits, which help identify geographical market priorities and provide an objective analysis of where best to allocate resources.

Stakeholder Engagement - Deepen our partnerships - particularly with the Destination

Marketing Organizations, the CTC, the Tourism division at Alberta Tourism, Parks & Recreation, and the Alberta accommodation sector.

Example: We continue to provide co-operative marketing support to the tourism industry through our industry relations programming, workshops, and industry support services.

Drive ROI - Plan more precisely where and how much we invest in marketing to generate measurable results while creating marketing cost efficiencies. Campaign ROI/ market-specific goals will be set based on geographic regions and campaigns. Research is conducted prior to the marketing program to help us shape an accurate picture of expectations. Results after Year One will be instrumental in determining more accurate performance deliverables for future years. Campaign measures include incremental revenue, campaign awareness, and traveller intentions to visit Alberta.

Example: Target BC with a $2M campaign with the goal of generating $35 million in revenue to Alberta.

Travel Alberta’s use of this balanced scorecard approach is an invaluable tool to measure our progress and be accountable to industry. It will integrate financial and non-financial measures to provide a holistic view of the organization’s overall performance. To download a copy of the Travel Alberta Business Strategy 2010-2013, please go to www.Industry.TravelAlberta.com.

We value our excellent relationship with the AHLA, and I am confident that together, we will achieve the desired results.


The AHLA is pleased to announce a new Member Value Program for our members - Staples Advantage Canada - which is the business–to-business division of Staples Canada. Through multiple warehouse locations across the province, Staples Advantage Canada provides your business with next day delivery and easy-to-use ordering solutions. Place your order on the Internet via E-Way, by phone or fax.

E-Way.ca is user-friendly and makes it easy for you to find products online and place orders quickly, while helping to control procurement costs. Staples Advantage, Canada is able to best service accounts by utilizing the program set up in conjunction with the AHLA. This is not yet available in the “Staples Retail” environment and runs separately from the Staples “Corporate Advantage” program.

An anti-theft Security Lock and Cable Kit has been designed for PS3 and Xbox 360 consoles and is perfect for use in guestrooms. Each kit features a steel plate that attaches to the unit, securing the hard drive and console. An 8’ steel cable is then used to secure the unit to any nearby fixture with a lock. Once attached, the security plates provide over 300 lbs of torque. Assembly takes less than 60 seconds. Go to www.newpcgadgets.com for more information.

Dumpster Fresh was specifically developed to destroy pungent garbage odours on contact without masking them with fragrances. Designed for indoor and outdoor use, Dumpster Fresh is ideal for garbage receptacles, trash compactors, incinerators, laundry rooms, sewer maintenance, sand urns, and more. More information is available at www.armchem.com.

Staples Advantage Canada

MEMBER VALUE PROGRAM PROFILE

WHAT’S NEW?

AHLA members will enjoy pricing benefits such as a 65% discount on select regular catalogue-priced items, and additional savings in other categories. This discount is only available through the AHLA.

“I am not sure if you are aware of how good this program is. We saved over $40 on one toner cartridge alone!” commented Tina Tobin, General Manager of the Sands Hotel & Conference Centre in Edmonton. “That is a huge saving.”

To open an account or find out more information regarding this program, contact Pamela Phillip at [email protected], or call her directly at 780-468-8764.

Kills Bed Bugs II is specifically formulated to use on the re-emerging pest problem of bed bugs. The water-based, easy-to-use spray application kills on contact with no residue and continues to kill for up to 16 weeks. The product can also be used to eliminate fleas, ticks, spiders, and other insects. Details are listed on www.armchem.com.

Venom Power Eco Alkaline™ batteries are free of mercury, cadmium, and lead, and have been certified carbon neutral by Carbonfund.org. Available in standard sizes, these earth friendly alkaline batteries offer performance that rivals other leading brands. Eco Alkaline brand batteries use recycled materials where possible and contain 98% plus recyclable contents. As part of a carbon neutral project, Venom is supporting the Return to Forest Project which is helping to reforest Nicaragua’s Pacific Coast. Go to www.leiproducts.com for more information.


AGLC’s SMART Programs Get Smarterby Neil Hoffman

With coordination of dates and improved online availability, the AGLC Smart Training Programs just keep getting better. They help educate and inform people who work in the gaming and liquor industries about responsible gambling and the responsible service, sale and consumption of liquor. The most recent enhancement of the programs is an alignment of certification timelines. This means all programs will have the same “required by” date and the same “good until” date. “We really want to make the training and its elements as consistent as possible,” says Kent Verlik, Executive Director, Social Responsibility. “These new timelines will be especially beneficial for those who take more than one training program.”

As of July 1, 2010, all training applicable to an employee’s position is required to be taken within 30 days of hiring, and once completed, all certificates are valid for five years.

Since this series of training programs (for gaming - Deal Us In, Reel Facts, and A Good Call and for liquor service - ProServe and ProTect) first began in 2004, the AGLC has been busy refining and updating the programs.

The addition of ProTect to the online suite of training programs in April completed the move to make all the programs conveniently and efficiently available online, at www.smartprograms.aglc.ca.

Training Deadlines

SMART Program Required to complete within Valid for Online Self-Directed Facilitated days of hiring (NEW/previous) (NEW/previous ) (no change) (no change) (no change)

ProServe (Liquor Staff) 30 days/30 days 5 years/5 years $25 $50 $50

ProTect (Security) 30 days/90 days 5 years/5 years No charge Not offered No charge

Reel Facts (VLT) 30 days/90 days 5 years/5 years No charge No charge Not offered

A Good Call (Bingo) 30 days/90 days 5 years/5 years No charge Not offered No charge

Deal Us In (Casino) Phase 1 30 days/180 days 5 years/2 years No charge Not offered No charge

Deal Us In(Casino) Phase 2 30 days/180 days 5 years/2 years Not offered Not offered No charge


Congratulations to the new general managers at the following properties: Raj Aulakh, Super 8 Hinton; Lil Carignan, Hilton Garden Inn Calgary Airport; Michael Chang, St. Michaels Inn, Rycroft; Frank Denouden, Homestead Inn, Banff; Russ & Hema Desai, Stetson Village Inn, Calgary; Lucie Desilets, Talisman Centre, Calgary; Katherine Doherty, Elkwater Lake Lodge & Resort; Nuala Farrelly, Stop Inn Motel, Coleman; Tammy Flanders, The Commodore Hotel, Edson; Todd Fogle, Major’s Restaurant, Grande Prairie; Dongmei Fu, Dallas Hotel, Barrhead; George Goddard, Dinosaur Trail R.V. Resort, Rosedale, BC; Kat Good, Kozy Knest Kabins, Coleman; Kayla Hachey, Holiday Inn Express Hotel & Suites, Drayton Valley; Sal Hussain, Whispering Spruce Campground, Balzac; Joe Hwang, Manning

Summer 2010

Motor Inn; James Kendal, The Juniper Hotel & Bistro, Banff; Leagh Kendal, The Gateway Inn at Harvie Heights; Lisa Keough, Super 8 Camrose; Tara Lachance, Century Casino & Hotel, Edmonton; Jun Li, Best Western Strathmore Inn; Burt Lin, Plains Motor Inn, Stettler; Ken & Lori Lozinski, Western Budget Motel (2), Red Deer County; Terry Mah, Alberta Place Suite Hotel, Edmonton; Chris Manuel, Nova Inn, Inuvik; Noel Marcelo, Holiday Inn Calgary Airport, Calgary; George Marine, Chateau Louis Hotel & Conference Centre, Edmonton; Werna Maurer, Kensington Riverside Inn, Calgary; Tracey McBride, Stony Plain Lions Campground; Wendy Meidinger, Canmore Hotel; Marc Melanson, The Georgetown Inn, Canmore; Cas Nazaire, Howard Johnson Hotel (West Edmonton); Mark Nichols, Greenwood Inn & Suites, Calgary; Bev Ollerhead, The Stonebridge Hotel Fort McMurray; James Oliver, Rundle Mountain Lodge, Canmore; Oscar Pacheco, Falcon Crest Lodge, Canmore; Kim Pinto, Holiday Inn Express Hotel & Suites Calgary South; Chad Roberge, Holiday Inn Express Hotel & Suites Edmonton South; Candis Roberts, Sandman Hotel West Edmonton; John Saad, Ramada Hotel & Conference Centre, Edmonton; Zelia Silva, Days Inn Edmonton South; Allen So, Hotel of The Rockies, Canmore; Nicki Stuseck, Morinville Plaza & Suites; Hany Tadros, Hampton Inn & Suites Edmonton International Airport, Leduc; Mehb Teja, Holiday Inn Express and Suites Edmonton North; Aly Virani, The Barrhead Inn & Suites; Jason Van Wezel, Strathmore Hotel; Nicholas Wilson, Matrix

NAMES IN THE NEWS

Hotel, Edmonton; Rene Wingrave, Ramada Inn & Suites Westlock; Jim Wirun, Wingate By Wyndham, Edmonton; and Paradayil Sunil Zachariah, Acorn Motel, Grande Cache. Ralf Strub has been named Vice President of Operations for Bellstar Hotels and Resorts. The Red Deer Ramada is now the Super 8 Red Deer City Centre.

The Hotel Association of Canada (HAC) announced that Nicholas Carson has assumed the role of Chair of the HAC board of directors. As a result of recent changes and new obligations, Scott Allison, who was elected HAC Chair in February, has asked Carson, the current HAC Vice-Chair, to take on the position of Chair earlier than expected. Allison will remain on the HAC Executive Committee.

The Fantasyland Hotel in Edmonton received a 2009 HAC Hall of Fame award in the category of Human Resources. The hotel has implemented numerous career development options, benefits and incentive programs, RRSP matching, and in-depth job-specific orientation and training, all of which have contributed to loyal staff and high guest-satisfaction rates.

Best Western owners passed a landmark ballot approving the rollout of a product descriptor program. While continuing to operate as a single brand, Best Western will introduce three descriptors in the US and Canada: Best Western, Best Western Plus, and Best Western Premier. Best Western Premier will be used to describe hotels with physical attributes similar to upper midscale hotels, Best Western Plus for the middle midscale, and Best Western for


Aerco 15Alberta Hotel & Lodging Association 24Allmar 22Bell 29Best Buy BCCashline ABM/Merchant Fast Cash 8ENMAX Energy Group IFCGordon R. Williams Corp. 20Grant Ainsley Inc. 5Image Distributors 25Independent Supply Co. 14Jani-King of Southern Alberta 28Longbow Sales 9Marble Concepts 9Norquest College 19Restwell Sleep Products 23RONA Inc. 20Serta 15Sysco Calgary 26WE Greer 28Western Financial Group Insurance Solutions 27Whitehall Chairs Ltd. 21

ADVERTISERS Summer 2010

the lower midscale. These descriptors will be rolled out to consumers in early 2011.

HED Insurance and Risk Services has changed its name to Western Financial Group Insurance Solutions as of May 1, 2010. Western Financial Group is one of Canada’s largest insurance brokerages, with more than 90 locations in over 80 communities, serving over 400,000 customers across Canada.

Congratulations to the team at Ecolab, who won HAC’s 2009 Outstanding Supplier of the Year Award. Ecolab was the inaugural winner of this award, having been selected for its high standard of customer service and support.

The new owners and operator of The Pantry Restaurants, RAMMP Hospitality Brands Inc., plan to open more than 100 restaurants across Canada over the next seven years. The new ownership group is spearheaded by former senior executives from some of Canada’s most well known casual dining restaurant and consumer brands. Partners include Mike Cordoba, Al Cave, Peter Dhillon, and Robin Chakrabarti as well as Mike Hoffman, son of the founder of The Pantry. This franchise expansion will include a re-energized focus on the customer experience and a rebranding that will give the family restaurant chain a new feel, updated identity, and expand its appeal to a younger demographic. RAMMP Hospitality Brands Inc. also owns the Rockwell’s restaurant chain.

Bruno Yizek, an employee of Hendrix Restaurant Equipment & Supplies, participated in the 2010 Paralympics in Vancouver. His team won the gold medal for Wheelchair Curling. Congratulations!

Hurley Consulting is a new company that helps both injured workers and employers navigate the complex workers’ compensation process to achieve a safe and successful return to work.

30 | alberta hospitality30 | alberta hospitality

The theme of the AHLA’s convention held in Jasper in April was Inspiring Service, Growing Value. The excellent array of speakers followed this theme from the Premier’s opening address to the closing workshop on Creating Powerful Customer Experiences by Joseph Michelli, who said, “I define service as a flawless product delivered exactly as the customer wants in an environment of caring.”

2010 AHLA CONVENTION & TRADE SHOW

INSPIRING SERVICE, GROWING VALUE

Presentation by Incoming Chair, Mike Shymka to Outgoing Chair, Doug Shandro

Housekeeping Award Recipients, pre dinner reception

Tradeshow

Life Member presentation by Outgoing Chair, Doug Shandro to recipient Bob Dias

One of the business sessions,“The Housekeeping Edge”

Premier Ed Stelmach address at Opening Breakfast

Best Western Denham Inn & Suites, Leduc -2010 Housekeeping Award Recipient

Tradeshow

alberta hospitality | 31 alberta hospitality | 31

Alberta Hotel Safety Association Achievements

AHSA made significant gains in 2009 that will benefit the industry into 2010 and beyond, if current trends continue.

Hotel Industry Statistics – From WCB Loss Control Reporting (LCR) 2008 2009 % Change

# of Employers 1,031 1,017 -1.4%

Insurable Earnings $799,382,072 $760,457,651 -4.9%

Total Workers 34,232 33,621 -1.8%

Number of Claims 1,056 862 -18.4%

Claims Costs $2,972,890 $2,157,122 -27.4%

Number of LTC 577 430 -25.5%

Total LTC Costs $2,676,037 $1,856,051 -30.6%

TTD Days 10,740 7,906 -26.4%

# Actual Modified Work Performed 730 (84%) 444 (66%) -39%*

# Disabling Injury Claims 869 674 -22.4%

* Important to note that the decline in modified work is partially explained by the decline in volume of claims, however, the decline is outpacing the LTC reduction and therefore represents a significant opportunity going forward.

Key Achievements

2009 results the industry should be proud of:

• Nearly 200 fewer claims in the hotel industry than in 2008. The biggest year-over-year decline for the industry over the past 5 years!

• A more than 25% reduction in overall claims costs for 2009 compared with 2008, and similarly, a 25.5% reduction in the number of time-lost claims.

• 2,834fewerdayslostthanin2008,andagain,thebiggestdecline in 5 years (a 26% reduction from 2008).

• AHSA members with a COR that are participating in the PIR program employ nearly 12,000 workers. This equates to roughly onethirdofallworkersinthehotelindustrybeingcoveredbyaCOR andthePIRprogram.

• ThankstotheeffortsoftheAHSAanditsmembers,alotofworkers have a better chance of going home each day after work without injury, and a lot of employers are enjoying the benefits and cost savings of having a strong health and safety and disability management program.

There Remains Opportunity

1. Thehotelindustrylost7,900daysbecauseofwork-relatedinjuriesin2009-or21.6years.Thedeclinefromtheover10,000dayslostin2008 is a significant achievement in the drive to minimize this number.

2. For the first time in the past five years, there was less modified work available to workers in the industry: 444 claims had modified work compared with 730 the previous year.

The Future Path

Thekeyistofocusontwothings:

1. Prevention - the injury that never happens is the very best injury of all - for your workers, for their families, for your workplace, and for your costs.

2. Modified Work - Gettingsomeonebacktoworkasquicklyandassafely as possible minimizes their time off, minimizes the impact their injury has on your organization and their lives, and minimizes costs on your experience rating.

a. Using programs like OIS clinics and predetermining modified work arrangements for your top three soft tissue injury types makes a significant impact on days lost from work and gives you a template you can put into action if the need arises, without delay.

b. Setting a target for yourselves to have modified work on 85% of yourclaims.Theindustrywasclosein2008with84%,butslipped to 66% last year. Stay focused on return to work - plan for it, prepare for it, and most importantly, implement it since it will make a difference.

AHSA has done an outstanding job in organizing health and safety effortswithinthehotelindustry.Theemployerswithintheindustryhavedone an outstanding job in managing disability before it happens and managingabilitywhenithappens.Theinvestment intheassociationhasshowntangibleresults.Thisyear’sPIRrefundformembersof theAlberta Hotel Safety Association is $414,548.47.

Congratulations to the AHSA and its members on this significantachievement.

Pieter Lambooy is Director, Customer Service and Risk Management at WCB-Alberta.

by Pieter Lambooy

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