Hotel News ME

THE PROFESSIONAL PERSPECTIVE FOR THE HOSPITALITY INDUSTRYAPRIL 2015 | WWW.HOTELNEWSME.COMTHE PROFESSIONAL PERSPECTIVE FOR THE HOSPITALITY INDUSTRYMAY 2015 | WWW.HOTELNEWSME.COM

STARWOOD STRATEGIES

Mövenpick’s new VP development

Investment boom swells market confidence

ALL EYES ON EGYPT

MAN ON A MISSION

MEA pipeline tops 37 properties

Global and regional insights that impact how you do business

TRAVEL

TRENDShoteliers

should know

about

MAY 2015 HOTEL NEWS ME 3

CONTENTS

hot topics

features

08 | NEWS ROUND UP A SUMMARY OF REGIONAL AND GLOBAL NEWS

34 | COVER STORYTEN TRAVEL TRENDS HOTELIERS SHOULD KNOW ABOUT

70 | TAKE 10THE ONLINE EDUCATION TREND

24 | THE PANELA GROUP OF GMS DISCUSS HOW HOTELIERS ARE SECURING THEIR SHARE OF THE FAMLY TRAVEL MARKET

78 | SECURITY FOCUS A LIVELY DEBATE ON SAFEGUARDING A HOTEL

72 | MEET THE EXPERTSHOSPITALITY SPECIALIST VIEWS

38

24

46 42

42 | CHAIN FOCUSPROFILING STARWOOD HOTELS & RESORT WORLDWIDE EXPANSION PLANS

HOTEL NEWS ME MAY 20154

interviews

60 | F&B FEATUREHOW ARE THE REGION'S RESTAURANTS STAYING FRESH FROM THEIR COMPETITION

20 | AMIR LABABEDIREVEALS HIS AMBITIOUS GOALS FOR MOVENPICK'S GROWTH POTENTIAL

CONTENTS

S U B S C R I B E

C O N T R I B U T O R S

[email protected]

Managing Director Walid Zok

[email protected]

Director Rabih Najm

[email protected]

Director Wissam Younane

[email protected]

Group Publishing DirectorDiarmuid O'Malley

[email protected]

Sales ManagerCharlotte Ringrose

[email protected]

Executive Editor Gemma Greenwood

[email protected]

Deputy Editor Sophia Soltani

[email protected]

Art Director Rana Husam Shiblaq

[email protected]

Marketing Executive Mark Anthony Monzon

PO Box 502511 Dubai, United Arab EmiratesP +971 4 4200 506 | F +971 4 4200 196

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Lucy Taylor

THE PROFESSIONAL PERSPECTIVE FOR THE HOSPITALITY INDUSTRYMAY 2015 | WWW.HOTELNEWSME.COM

STARWOOD STRATEGIES



ALL EYES ON EGYPT

MAN ON A MISSION



hoteliers

should know

about

TRAVEL

TRENDS

34

60

6666 | VINEET BHATIA DISCUSSES HIS LATEST VENTURE, ASHIANA RESTAURANT

42 | ATM ROUNDUPTAKING A LOOK AT THIS YEAR'S ARABIAN TRAVEL MARKET HIGHLIGHTS

56 | DRY HOTELS THE UPCOMING RISE IN DRY HOTELS POPPING UP IN THE REGION


CHAIN OF THOUGHT...LET'S FIND OUT THE TOP TRENDS...

TOO BLAND, LET'S LIVEN IT UP!

LOVING THE ILLUSTRATIONS,TOO DARK

WOW, SO MUCH BETTER, LITTLE MORE IMPACT?

FAB! READY TO GET TO KNOW THE TRENDS?

GEMMA GREENWOODExecutive Editor

MAKING THE MOST OF THIS MONTH’S SHOW FRENZY

It’s one of the busiest months of the year for the region’s travel and hospitality in-dustry, with two major shows running concurrently at the beginning of May; the Arabian Hotel Investment Conference 2015 (AHIC), from May 5-7, and Arabian Travel Market (ATM), from May 4-7.

Both events present prime opportuni-ties for hotel groups big and small to net-work with their peers, potential investors and their travel industry partners and to discuss and debate some of the biggest is-sues impacting the hospitality sector.

From an investment perspective, AHIC’s regional speaker briefings have already shed light on opportunities for growth.

In March, they gathered in Cairo to dis-cuss the return of stability to Egypt’s tourism market and the positive reper-cussions for the hotel industry.

Philip Wooller, Middle East & Africa Area Director of STR Global told dele-gates the “dark days of the Egyptian tour-ism industry look to be finally over” and noted the 58% lift in demand for hotel rooms across Egypt in the second half of 2014, resulting in an additional six mil-lion rooms being sold.

Egypt’s Minister of Investment, His Ex-cellency Ashraf Salman, highlighted in-vestment initiatives in place designed to boost Egypt’s appeal to investors, from new housing and high-speed rail net-works to port expansion and the develop-ment of the renewable energy sector.

“On a macroeconomic level, GDP in Egypt is on track to grow at a clip north of 4% in the fiscal year ending June 2015,” he noted.

A raft of investment plans were also unveiled at last month’s investment con-ference in Sharm El Sheikh where aid and investment worth $12 billion was pledged

by Kuwait, Saudi Arabia and UAE. The most ambitious infrastructure plan for Egypt involves the construction of a new capital city outside of Cairo to the tune of $45 billion.

Back in the Gulf, AHIC speakers head-ed to Riyadh last month where the king-dom’s mission to diversify its tourism business was highlighted.

Opportunities for KSA to become a destination in its own right outside of the religious tourism market were out-lined, with speakers noting the potential of the cultural, business and domestic tourism sectors.

Some of the top growth markets hotel firms should be tapping into going for-ward will also be highlighted at ATM where the seminar programme focuses on family travel.

Sessions to look out for include ‘Family Travel Trends you should know about’ – global family travel patterns and how the Middle East can cash in on them (Mon-day May 4 at 3.40pm) and ‘Family For-tunes’ – how Gulf destinations can boost their appeal to the lucrative family travel market (Tuesday May 5 at 11am).

Some of the hottest regional and global trends that impact and inspire the hotel industry at large are also highlighted in this issue’s cover story.

From Halal Tourism to the rise of the ‘Braggie’ trend, there’s plenty of food for thought.

Here’s wishing you a great read and a successful show month.

OPPORTUNITY KNOCKS


STARWOOD STRATEGIES



ALL EYES ON EGYPT

MAN ON A MISSION



hoteliers should

know about

STARWOOD STRATEGIES



ALL EYES ON EGYPT

MAN ON A MISSION



TRAVEL

TRENDS


STARWOOD STRATEGIES



ALL EYES ON EGYPT

MAN ON A MISSION



hoteliers

should know

about

TRAVEL

TRENDS


STARWOOD STRATEGIES



ALL EYES ON EGYPT

MAN ON A MISSION


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Abu Dhabi forges closer ties with hotel community

0.2%

1.3%

WHO SAID THAT?

"THE MIDDLE EAST

WILL SOON BE

HOME TO ALL NINE

OF STARWOOD’S

BRANDS, WHICH

ILLUSTRATES OUR

COMMITMENT TO

THIS REGION"

NEIL GEORGE, SVP

ACQUISITIONS &

DEVELOPMENT

MEA, STARWOOD

THE Y-O-Y DECREASE IN OCCUPANCY ACROSS MEA,

SLUMPING TO 67.2% IN FEB 2014

(SOURCE: STR GLOBAL)

THE Y-O-Y INCREASE IN REVPAR ACROSS MEA TO $118.64 IN

FEB 2014(SOURCE: STR

GLOBAL)

GO FIGURE

1.5%

Abu Dhabi Tourism & Culture Authority (TCA Abu Dhabi) has revamped its hotel-led stakeholder programme in a bid to more effec-tively execute the emirate’s long-term tourism development strategy.

Recognising the hotel industry’s key role in generating tourism busi-ness, the entity has introduced an executive ho-tel panel to its Industry Development Committees, involving 15 hotel groups that represent more than 60 of the emirate’s four- and five-star hotels

This committee of top hoteliers has been identified as a key driving force that will help spearhead the delivery of TCA Abu Dhabi’s vision for the development of a distinctive destination, which is aligned to the Abu Dhabi 2030 Vision for eco-nomic diversification.

“The introduction of an overarch-

ing hotel committee is an opportu-nity for us to align our mutual strat-egies through our inclusive industry approach, which has already deliv-ered significant achievements over the past two years,” explained TCA Abu Dhabi’s acting executive director of tourism, Sultan Al Dhaheri.

“This group will address the chal-

lenges we face in delivering visi-tor growth to the destination, and identify opportunities to benefit the hotel sector.

“Our open, two-way dialogue will see this committee act as rep-resentatives for the sector, and set the direction for all other hotel op-erators through peer-to-peer infor-mation sharing.”

The new refined hotel commit-

tee structure, comprising the in-dustry’s high level decision-makers, will meet quarterly, supported by newly-established dedicated Sales Engagement and Human Resources development committees.

“We have developed a new charter to support this objective and have designated two sub committees to

support our main Hotel committee to finalise and imple-ment strat-egies for promotion

and development identified by the group,” added Al Dhaheri.

The move comes as the authority looks to identify the accommodation sector’s specific needs

Issues to be discussed by the new committee include the downward pressure on occupancy and average length of stay and the initiatives be-ing delivered by TCA Abu Dhabi to stimulate demand.

REGIONAL NEWS

NEWS

"THE INTRODUCTION OF AN OVERARCHING HOTEL COMMITTEE IS AN OPPORTUNITY FOR US TO ALIGN OUR

MUTUAL STRATEGIES"

THE Y-O-Y INCREASE IN ADR ACROSS MEA

TO REACH $176.64 IN FEB 2014



REGIONAL NEWS

15,098

$145bnWHO SAID THAT?

“THE DARK DAYS OF

THE EGYPTIAN

TOURISM INDUSTRY

LOOK TO BE FINALLY

OVER AFTER FOUR

YEARS IN THE

WILDERNESS”

PHILIP WOOLLER,

MEA AREA

DIRECTOR, STR

GLOBAL

THE NUMBER OF A380

FLIGHTS FROM DUBAI

INTERNATIONAL IN

2014 (SOURCE: DUBAI

AIRPORTS)

GO FIGURE MUSLIM TRAVEL SEGMENT VALUE IN 2014

125Rakhee Lalvani, PR director for the Taj Group, which recently opened Taj Dubai in the city's Downtown area.

The property features 296 rooms includ-ing two lavish suites; the Maharaja Suite and the Presidential Suite.

Taj Dubai also features the Taj brand's exclusive members-only private club for the first time outside of India and dining op-tions include a Peruvian restaurant.

Muslim travel segment to grow to $200bn by 2020

The Muslim travel segment is forecast to be worth US$200 billion, driven by 150 million travellers by 2020, ac-cording to the MasterCard and Cres-centRating Global Muslim Travel Index (GMTI).

This compares to $145 billion in 2014, based on 108 million Muslim travellers who represent 10% of the entire travel economy.

The typical Muslim consumer is now younger, educated and with a larger disposable income, which has precipitated an increased propensity to travel, according to the index, with Malaysia named the number one des-tination globally for the Muslim travel market, followed by Turkey.

"WE ARE DELIGHTED TO ENHANCE THE NOBILITY OF INDIAN HERITAGE AND HOSPITALITY IN ONE OF THE WORLD’S MOST VIBRANT CITIES"

YOTEL kicks off its ME expansion with Dubai debutYOTEL has announced plans to open a property in Dubai as it kick-starts a Middle East expan-sion campaign.

The hospitality firm, an af-filiate company of Kuwait-listed IFA Hotels & Resorts KSCC, has signed a long-term agree-ment with Dubai Investment Properties LLC (‘DIP’) to oper-ate a hotel in Business Bay.

Set to open in 2018, the prop-erty’s Dubai debut will mark the start of YOTEL’s aggressive ex-pansion plans in the Middle East where the company is also in ad-vanced negotiations for potential properties in Riyadh, Jeddah, Istanbul and Abu Dhabi.

The 42-storey YOTEL Busi-ness Bay will boast 438 ‘cabins’,

furnished with the brand’s sig-nature Techno Walls and Smart Beds, as well YOTEL’s exclusive Club Lounge, a multi-function co-working and recreational space. The property will also feature 127 serviced apartments managed by YOTEL.

“Dubai has a thriving hos-pitality market but lacks good quality, affordable luxury hotel,” said YOTEL CEO Hubert Vi-riot. “YOTEL Business Bay will put an end to this oddity and be a true flagship for our brand in a region with huge untapped po-tential.This project is also our de-but into the serviced apartment segment, a natural extension to our brand DNA – smart spaces delivering outstanding value."

THE NUMBER OF SUITES AND VILLAS AT THE RECENTLY-

ANNOUNCED ALILA SALALAH, WHICH IS

DUE TO OPEN IN THE SECOND HALF

OF 2017

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REGIONAL NEWS

Hoteliers highlight Saudi Arabia's growth potential outside the religious tourism sectorHotel industry professionals have highlighted the opportunities to tap into Saudi Arabia’s growing number of niche tourism markets.

While religious tourism is one of the kingdom’s key draw cards for in-vestors and operators alike, speakers at the latest Arabian Hotel Invest-ment Conference (AHIC) regional briefing in Riyadh have identified a number of new tourism markets the hotel industry should factor into its development plans.

"Endowed with a unique and di-verse heritage of natural and archae-ological sites, Saudi Arabia could potentially attract to its various destinations the most sophisticated global travellers.

"[We are not talking about] mass numbers, but the few hundred thou-sands of discerning travellers from across the world and for whom travel is closer to a scientific and academic endeavour than a leisurely tour.

Saudi Arabia is in the best posi-tion, to redefine tourism, argued Chiheb Ben Mahmoud, executive vice president and head of hotels & hospitality MEA at JLL.

"Saudi Arabia’s international tour-ism business is yet to find its own model, its own paradigm, although the achievements of the SCTA are impressive in laying down the foun-dations for a sound tourism and hos-pitality sector."

AHIC’s briefing was hosted by Marriott International and the hotel group’s vice president development Middle East, Costas Verginis, told delegates the kingdom remained a “top priority” for the group’s expan-sion strategy.

“With strides by the government to diversify the economy through major infrastructure projects and other initiatives, including a major focus on tourism and hospitality, the kingdom is creating opportuni-

ties to further develop cultural, reli-gious and business tourism targeting domestic, regional and international visitors,” he confirmed.

Delegates also heard how the SCTA recently announced the new hotel licensing and classification re-quirements for hotel operators in in the kingdom, with a view to stream-lining tourism-related facilities and services and protect visitor interests.

Speakers said this type of regula-tion was playing a “major role” in transforming the country into a more attractive destination for tour-ists and hotel providers.

According to the latest Colliers International MENA Hotel three-month rolling forecast for March to May 2015, Riydah occupancy rates were set to reach 64%, ADR was on track to register at $268, and Rev-PAR was predicted to hit $172.

The year-on-year RevPAR vari-ance was up by 3%.

r$214.56

WHO SAID THAT?

"AS WE CONTINUE

TO GROW, OUR

STRATEGY FOR 2020

IS TO HAVE 42

HOTELS OPERATING

IN THE REGION"

AMIR LABABEDI,

VICE PRESIDENT

FOR DEVELOP-

MENT, MIDDLE

EAST AND SOUTH

ASIA, MOVENPICK

HOTELS &

RESORTS

THE Y-O-Y REVPAR INCREASE IN EGYPT TO REACH $36.75 IN

FEB 2014(SOURCE: STR

GO FIGURE

33.3%

MIDDLE EAST ADR IN FEB 2014



WORLD NEWS

$28.7bn

£100mnWHO SAID THAT?

"GUESTS WANT A

MORE RELAXED

AND HOMELY

WORKING

ENVIRONMENT IN

THEIR HOTEL

ROOM”

MIKE GREENUP,

VICE PRESIDENT,

BRAND MANAGE-

MENT, HOLIDAY INN

BRAND FAMILY,

EUROPE, IHG, TALKS

UP THE GROUP'S

NEXT-GEN GUEST

EXPERIENCE AT

HOLIDAY INN

EXPRESS

THE AMOUNT SPENT

BY HOTEL INVESTORS

IN THE US IN 2014

(SOURCE: STR

ANALYTICS)

THE AMOUNT BEING INVESTED IN A NEW CHAIN

OF URBAN LIFESTYLE HOTELS BEING

ESTABLISHED IN THE UK

GO FIGURE

520m

Around £100 million is to be invested in renovating and expanding a group of Starwood Capital Group-owned hotels across the UK in order to create a new chain of urban, lifestyle hotels. The hotels, which were all acquired by the US-based group over the last two years, are the 373-room Hotel Rus-sell in London, the 167-room Royal York Hotel in York, the 100-room Blythswood Square and 230-room Grand Central in Glasgow, and the 49-room Bonham, the 249-room George and the 199-room Roxburgh, all in Edinburgh. The brand's name will be revealed next year.

Qatar Airways group chief executive His Excellency Akbar Al Baker speaking after the airline purchased the Sheraton Skyline hotel close to London Heathrow. The hotel will continue to be managed by Starwood under the Sheraton brand. It is the airline's first property outside of Doha.

New UK chain to be launched

“THE SHERATON SKYLINE HOTEL IS AS EXCELLENT ADDITION TO OUR TRAVEL OFFERING, COMPLEMENT-ING OUR FIVE-STAR HOTEL THE ORYX ROTANA IN DOHA”

World's tallest hotel tower inspired by JW Marriott DubaiSwiss entrepreneur Remo Stoffel and US-based architect Mor-phosis, has unveiled the design for what will become the world’s tallest hotel.

The structure, which is to be situated in Vals, in the Swiss Alps, is designed to reach a height of 381 metres. Once com-pleted in 2019, this will eclipse the JW Marriott Marquis Hotel in Dubai, which currently holds the record as the world’s tallest hotel tower at 355 metres.

According to Stoffel, the chairman of Dubai-based facili-ties management firm, Farnek, the inspiration for the hotel came from Sheikh Mohammed bin Rashid, the Vice President

of the UAE and Ruler of Dubai.“I travel to Dubai on a regular

basis and am always amazed at how quickly the city grows and what it has achieved. It is now home to the busiest airport in the world, tallest tower, tallest hotel, the largest shopping mall, largest man-made island and the list goes on,” said Stoffel.

“During its early develop-ment, many observers won-dered if Sheikh Mohammed’s vision would ever be realised, but Dubai stuck to its strategy. That inspired me to realise my own vi-sion, by forming 7132 Ltd, com-missioning this stunning design, which will be built in my home town of Vals within four years.”

THE $ VALUE OF THE MOST EXPENSIVE

HOTEL DEVELOPMENT PROJECT IN THE US IN

2014 (SOURCE: STR ANALYTICS)

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NEWS

Seven Tides brings DUKES Oceana to DubaiDubai-based property developer and holding com-pany, Seven Tides has unveiled its newest upscale project, the DUKES Oceana, located on Palm Jumeirah which marks the first international prop-erty for the collection.

Flagship hotel, DUKES London is already a popular destination for GCC travellers, and so the concept brought to Dubai is to remain the same as that from the U.K. quintessentially British.

The five-star hotel and adjacent residences are scheduled to be handed over within the first quar-ter of 2016 and developer, Seven Tides has guar-anteed ROI of 10%, an attractive proposition for regional and international investors looking for portfolio opportunities

Commenting at the launch, Abdulla bin Su-layem, CEO, Seven Tides told Hotel News ME, “With this launch we are bringing quintessen-tial British charm and style to the UAE and blending it with cosmopolitan luxury to create a unique residence and hotel situated in the heart of Dubai’s most desirable island community, Palm Jumeirah,”

The 273-room hotel will offer leisure and en-tertainment facilities including a private beach,

indoor pool, and outdoor infinity pool plus state-of-the-art gym, along with a number of res-taurants. Guests will be able to choose from the Great British Restaurant (GBR) serving modern British brasserie-style cuisine, a traditional fish and chips café located on the promenade over-looking the Dubai Marina and JBR, a top floor Asian DUKES Bar for signature cocktails, the Champagne Lounge for a traditional afternoon tea or light dining experience, and the al fresco Cigar and Coffee Lounge.

Additionally, the 227 studio and one-bedroom apartments that comprise the DUKES Oceana, Dubai residences are targeted at the regional and international investment community, with Seven Tides guaranteeing a return on investment (ROI) of 10% per annum for the first five years.

“International HNWIs consider lifestyle ap-peal as a major criteria when looking to grow their investment portfolio and Palm Jumeirah fits the bill in every respect. This is further en-dorsed by Dubai’s longstanding reputation as a globally connected gateway and world-class commercial hub offering a high standard of liv-ing,” added Bin Sulayem.

Morgans Hotel Group & IFA Hotels & Resorts to launch first Delano Resort in Dubai

Morgans Hotel Group Co. recently announced its partnership with IFA Hotels & Resorts to bring the Delano brand to the Middle East with Delano Dubai, which is scheduled to open in 2017 as the third hotel in the Delano portfolio.

Delano Dubai will host a 110-key, deluxe hotel apartment property and will be situated on the Palm Jumeirah, which will form part of a contemporary mixed-used resort development known as The8.

Jason Kalisman, interim CEO, Morgans Hotel Group, told Hotel News ME, “Dubai is an ideal des-tination for us to debut our first Delano property in the Middle East, the location and resort concept speaks to the Delano guest experience of providing an oasis of sensuality and soul, and where sophistica-tion and ease seamlessly blend with timeless design. Delano Dubai’s prime beachfront island location on Palm Jumeirah will have a sleek contemporary design and upscale resort facilities, which will attract an in-ternational clientele who embrace style, elegance and luxury. Managing this hotel with their specialist asset management, IFA Hotel Investments, will enable us to benefit from their extensive experience in develop-ment and operations in this market, and allow us to work together to redefine Dubai’s resort scene.”

The8 is currently under construction and will feature both the Delano-branded hotel apartments, as well as other stand-alone residential properties offering diverse facilities and entertainment. IFA Hotel Investments will oversee the asset manage-ment and operational aspect of the development. Launched in 2014. The8 has been architecturally designed as ultra-sleek and modern, drawing inspi-ration from the fashion, design, and lifestyle ele-ments of Miami’s South Beach.

Joe Sita, IFA HI CEO, who led the extensive opera-tor search with the asset advisory team told Hotel News ME, “the selection process saw many international brands interested in the project and I am delighted with the final choice of the Delano brand, backed by Morgans Hotel Groups’ expertise. The entrance of the Delano brand into this region, working alongside our residential services teams, will augment a growing brand implementation strategy within the city.”


NEWS

WHO SAID THAT?“THIS IS A LANDMARK

MOMENT IN OUR GLOBAL PLANS TO EXPAND HAMPTON

WITH THE AGREEMENT TO

OPEN OUR FIRST PROPERTY IN THE MIDDLE EAST, AND

[OUR] LARGEST PROPERTY SO

FAR,” WE RECENTLY CELEBRATED THE OPENING OF THE BRAND’S 2000TH HOTEL AND I AM CONFIDENT OUR AWARD-WINNING COMBINATION OF

OUTSTANDING HAMPTONALITY AND VALUE WILL PROVE HUGELY

POPULAR IN THE MIDDLE EAST.”PHIL CORDELL, GLOBAL HEAD,

FOCUSED SERVICE AND HAMPTON

BRAND MANAGE-MENT, HILTON WORLDWIDE

Hilton Worldwide announces Middle East debut of Hampton by HiltonHilton Worldwide has now announced the introduction of mid-market hotel brand Hampton by Hilton to the Middle East. A management agreement has been signed to open Hampton by Hilton Dubai Al Qusais, which becomes the largest Hampton under development anywhere in the world. Additionaly, an agreement has been signed to open Hilton Garden Inn Dubai Al Garhoud, which joins Hilton Garden Inn Dubai Al Mina and Hilton Garden Inn Dubai Al Muraqabat, both of which are expected to open this year.

“We are delighted to be continuing our partnership with Hilton Worldwide. This new commitment will provide two more mid-market hotels in Dubai and help to diversify the city’s hos-pitality landscape supporting the Gov-ernment of Dubai’s vision of increasing the number of affordable offerings for guests,the new agreement forms the latest in wasl’s corporate expansion policy for introducing high quality mid-market ho-tels that will help meet the government’s target of attracting 20 million visitors each year by 2020 and support its hosting

of Expo 2020 through the provision of a range of cost-effective options for visi-tors,” said Mr Hesham Al Qassim, CEO, wasl Asset Management Group, parent company of wasl hospitality and leisure.

Rudi Jagersbacher, president, Mid-dle East and Africa for Hilton World-wide, also commented on the new part-nership saying, “Dubai continues to broaden its appeal as a global destina-tion and we are delighted to announce our first Hampton by Hilton here,

thanks to our partnership with wasl hospitality and leisure. In a destination of firsts and with 5.6% YOY [accord-ing to DTCM] in guests checking in to Dubai hotels, we are delighted that our first Hampton by Hilton in the Middle East will be in the UAE, as the largest property for the brand under develop-ment in the world.”

This latest agreement will see the opening of Hampton by Hilton Dubai Al Qusais and Hilton Garden Inn Dubai

Al Garhoud in 2017, adding more than 550 guest rooms to the emirate’s inven-tory of mid-market rooms.

Additionally, Hampton by Hilton Dubai Al Qusais will feature 420 guest rooms and be located conveniently next to Dubai International Airport (DXB), in close proximity to Terminal 2 and the Dubai Airport Freezone Authority (DAFZA). The new build property, set in a business district, will offer guests the convenience of a work-zone; fitness cen-

tre; and swim-ming pool with food and bev-erage options including a bar, living zone and breakfast area.

Hilton Garden Inn Dubai Al Garhoud, will be located in the busy area of Al Gar-houd, part of Dubai’s original and his-toric district. The 166 guest room hotel will offer convenient access to Dubai International Airport (DXB), as well as the attractions of Deira. Hilton Garden Inn offers guests signature beddings, as well as 24-hour business centre, compli-mentary WIFI and the 24-hour Pavilion Pantry which provides a range of snacks, sweet treats and beverages.

420

THE NUMBER OF

ROOMS TO BE

FEATURED IN THE NEW

HAMPTON BY HILTON

DUBAI ALQUSAIS

GO FIGURE

2017

OPENING

"THE INTRODUCTION OF AN OVERARCHING HOTEL COMMITTEE IS AN OPPORTUNITY FOR US TO ALIGN OUR

MUTUAL STRATEGIES"

MARCH 2015 CATERING NEWS ME 1

As Hotel News ME gears up for its first GM leadership conference on the 1st of June 2015 in associa-tion with Rikan General Trading, we take a look at the stellar line up of panelist and key note speak-ers including Rupprecht Queitsch, CEO of INHOCO, Thomas Tap-ken, vice president, Millennium & Copthorne, Midde East & Africa, Bani Haddad, regional vice presi-dent, Middle East & Africa, Wynd-ham Hotel Group, John Philipson, area vice president, Six Senses Re-sorts Hotels Spas, Oman, Middle East and Indian Ocean, Russell Sharpe, COO Citymax Hotels, Michael Scully, managing director, First and Foremost Hospitality Ltd, Martin Kubler, CEO , Iconsultho-tels and Guy Wilkenson, managing partner, Viability.

Riaz Khimani, Managing Direc-tor of Rikan General Trading, who is this year’s presenting sponsor, discusses the upcoming GM Lead-ers Conference, explaining, “Rikan is an established brand within the hotel industry, and we strongly be-lieve in staying in touch with the industry at every level, right from the grass roots to the top end lead-ership. This conference offers the right platform for us to be in touch with the leaders. We as a company are always very keen to learn from our clients and study the ever changing trends in the market. At the same time we use our study to create new products to suit this highly demand-ing market. So this conference works both ways to study and understand the trends of the in-dustry from the leaders, and for us to offer them new, innovative creations.

NEWS

Official sponsor

GM LEADERS CONFERENCE

It is important for us to get in front of the GMs at least two or three times a year because it helps us get feedback, positive as well as negative from the top level. It also helps us touch base with people in top leadership whom we normally interact reg-ularly with at project stage but not much at operational stage. Their feedbacks on our products, on their property, and on the ever changing needs of the market helps us in deciding the trend and accordingly new product line. It is also a great opportunity for PR with them at these events.”

With Dubai wit-nessing new, major developments and an-nouncements set to impact the hospital-ity industry, includ-ing government and DTCM incentives to speed up the expan-sion of hotels across

the region, Rupprecht Queitsch, one of the panelists explains why the GM Leaders Con-ference is set to have a positive impact on at-tendees, “a top benefit of these conferences is meeting colleagues, guest speakers, and sup-pliers to share experiences, and best practices, different speaker topics cater to different audi-

ences and at such a conference one can learn something new on different topics, often new pointers one had not thought of prior. These real-life encoun-ters and meetings on occasions such as a GM debate allow us industry experts and GMs to get the latest information and know-how opinions. Shedding some light on the upcoming topics for the conference, Que-itsch says, “always of interest are new marketing and com-mercial best practices, includ-ing quickly developing social media trends, exploiting new marketing opportunities such as family holidays, health, and medical tourism, new area de-velopments together with the new airport, staffing, wages and benefit trends in a very com-petitive environment and new government initiatives.”

Current challenges faced within the hospitality segment will also be vivaciously discussed at the conference, giving GMs an opportunity to compare and contrast similar issues and difficulties that the market is presently experiencing. Com-menting on some of the issues, Queitsch emphasised the fol-lowing, “staffing, sourcing and

well trained staff, plus retaining staff in new hotels and restaurants keep creating turn-over issues, handling temporary over-supply based on the fast supply growth in the UAE, quickly changing consumer trends, new source markets and specific requirements are some of the issues being faced at present.”

BANI HADDAD, REGIONAL VICE PRESIDENT, MIDDLE

EAST & AFRICA, WYNDHAM HOTEL GROUP

RUPPRECHT QUEITSCH, CEO OF INHOCO – INTERNATIONAL

HOSPITALITY CONSULTING GROUP

MICHAEL SCULLY, MANAGING DIRECTOR, FIRST AND FOREMOST

HOSPITALITY LTD

RUSSELL SHARPE, COO CITYMAX HOTELS

MARTIN KUBLER, CEO, ICONSULT HOTELS

THOMAS TAPKEN, VICE PRESIDENT, MILLENNIUM & COPTHORNE, MIDDE EAST &

AFRICA

JOHN PHILIPSON, AREA VICE PRESIDENT, SIX SENSES RESORTS HOTELS SPAS,

OMAN, MIDDLE EAST AND INDIAN OCEAN

RIAZ KHIMANI, MANAGING DIRECTOR,

RIKAN GENERAL TRADING, PRESENTING SPONSOR

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FACE TO FACE

Mövenpick Hotels & Resorts re-cently created a new role de-signed specifically to fast track

the execution of its strategic goals for the Middle East and South Asia regions.As the hospitality firm looks to rapidly ex-pand its property and brand presence in these high growth markets, it has appointed Amir Lababedi as vice president for development, Middle East and South Asia.

“We’ve been operating hotels in the region for more than 20 years now and have been fortunate to build strong and lasting rela-tionships with our owners, many of whom continue to collaborate with us on future

projects,” says Andreas Mattmüller, chief op-erating officer, Mövenpick Hotels & Resorts, Middle East and Asia.

“With the appointment of Amir, we now have a dedicated professional who is tasked with the very specific objective to drive growth and develop the Mövenpick brand in the region, with the right assets in the right locations.”

Although Mövenpick already has a sig-nificant presence in the Middle East with 29 properties currently in operation, its inten-tion is to ramp this up to 42 by 2020.

Amongst the new territories prioritised for future development are Abu Dhabi, Ras

Al Khaimah, Muscat, Delhi, Mumbai and Dhaka, as well as the Dubai World Central (DWC) airport district. Primary and second-ary cities in Saudi Arabia including Jubail, remain high on the company’s radar, as well as other locations in the UAE, Oman, Qatar, India, Bangladesh, Pakistan, Sri Lanka and the Maldives.

Here Lababedi discusses the role he will play in ensuring Mövenpick’s expansion plans come to fruition.

What attracted you to this newly cre-ated role? Mövenpick has a solid presence in the Mid-

A MAN ON A MISSIONAmir Lababedi, vice president for development, Middle East and South Asia, Mövenpick Hotels & Resorts, outlines his ambitious goals for the hotel brand now he has taken on this newly created expansion-focused role

“OUR OVERRIDING PRIORITY IS TO WORK ON PROJECTS THAT WILL NOT ONLY WORK FOR MÖVENPICK HOTELS & RESORTS, BUT

IMPORTANTLY FOR THE OWNER”

Amir Lababedi vice president for development, Middle East and South Asia, Mövenpick Hotels & Resorts


FACE TO FACE

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ABOUT AMIR LABABEDI

Amir Lababedi graduated from the University of Surrey, UK, with a

degree in Hospitality and Tourism Management and holds a master’s

degree in Global Banking and Finance from the European Business School

in London. His 20 years’ experience in the industry covers investment advisory services to many of the world’s leading

hotel investment stakeholders. His operational experience is supplemented

at an upscale level with management training at the then Conrad International

London. Amir has also produced extensive development strategies for

hotels and other real estate asset classes for government-related funds.

dle East where it currently operates 29 hotels, which includes clusters in Saudi Arabia, the UAE and Jordan, as well as good reach across the GCC and the Arabian Peninsula. As we con-tinue to grow, our strategy for 2020 is to have 42 hotels oper-ating in the region – it is certainly achievable and I am thrilled to join the team and assist in accomplishing this exciting goal. The company culture also attracted me as it promotes an en-joyable working environment for all of its stakeholders, which I found very unique. The employee engagement rate is very high as Mövenpick offers a warm environment where strong, trusting relationships are cultivated at all levels.

How does your hotel industry experience set you in good stead for this role? Fortunately I have been exposed to many aspects and fields within the hospitality industry over the past 20 years. My ca-reer started in operations, which provided me with a holistic understanding of all hotel departments and the day-to-day challenges associated with operating a hotel.

My experience in the industry also covers investment advi-sory services to many of the world’s leading hotel investment stakeholders, and has given me significant exposure to dif-ferent asset classes in various markets and competitive envi-ronments. Finally, the development roles I have held on the owner’s side, complete the experience required that allows me to understand every element of an owner’s investment con-siderations, and to work closely with the various central func-tions of our company.

What are your top priorities now you’ve taken on this posi-tion and why? To further drive awareness and growth of the brand by identify-ing markets in which we can justifiably and sustainably increase our presence. Those may be metropolitan city hotels, airport hotels, resorts or residences, but our overriding priority is to


“OUR STRATEGY FOR 2020 IS TO HAVE 42 HOTELS OPERATING IN THE REGION – IT IS CERTAINLY ACHIEVABLE”

work on projects that will not only work for Mövenpick Hotels & Resorts, but impor-tantly for the owner. Ultimately however, our plan is to continue growing at a sustainable pace while ensuring that our values are em-bedded in all our new properties.

Maintaining the strength of our existing relationships and developing new long-term win-win relationships are at the core of our development plans. We will also aim to con-solidate our position as a leading international

hotel operator. In the Middle East Brand Ranking Index conducted by independent research consultancy firm BDRC in 2013, Mövenpick Hotels & Resorts ranked second in terms of brand recognition, a significant achievement for our international company.

What destinations are you targeting for growth and why?New territories prioritised for future devel-opment are Abu Dhabi, Ras Al Khaimah and Muscat, as well as the Dubai World Central airport district. Primary and secondary cities in Saudi Arabia including Jubai remain high on the company’s radar, as well as other loca-tions within the GCC.

What key factors do you take into consid-eration when planning new properties? As an upscale management company our primary target is to provide unique guest ex-periences while ensuring optimal return on investment for owners.

We believe feasibility studies conducted by external consultants and supported by our own internal analysis, are essential to proving to investors with the peace of mind that their capital return requirements can

be met. We like to work very closely with our owning companies to ensure that they can maximise the commercial revenue-gen-erating areas of the project and ultimately keep their development costs to the mini-mum level necessary.

What role do owners and investors play in this research and development process? Retaining a professional advisory company prior to exposing themselves to the sig-nificant costs associated with planning and developing a hotel project is considered extremely important.

Equally important is retaining a core team of professionals that can deliver a high-quality

project, specifically the architect, interior de-signer, and the project manager.

With other hotel companies vying for the same markets for expansion, how will you en-sure Mövenpick carves a niche in new areas? We work very closely with owners to meet their specific investment return requirements standards. Our vision is sustainable growth, and a key part of achieving this is through these owner relationships. The speed with which our

senior executive personnel are able to respond to owner queries in my experience is very unique. It is our aim to always align with the vision of our investors and to be as flexible as possible in order to their requirements.

Sharing their vision allows us to achieve our common objectives and goals in terms of finan-cial returns, quality of service, guest satisfaction and employee fulfillment. We also offer excit-ing and unique dining experiences with quality food, which is very much part of our DNA and one of our core competencies.

With our Swiss roots, consistency in product and service delivery is mandatory, to which we aim to add some fun and interesting elements that guests will remember and return for.

Mövenpick Hotel Riyadh; the company has a strong KSA presence it aims to build on, says Lababedi

FACE TO FACE


STEFAN VIARD, GENERAL MANAGER, VIDA

DOWNTOWN

AXEL JAROSCH, GENERAL MANAGER,

BANYAN TREE AL WADI

KAI SCHUKOWSKI, HOTEL MANAGER, KEMPINSKI

HOTEL AJMAN

What measures do hotels across the re-gion need to take in order to secure their share of the family travel market?

Deere: It is really about product offering and what we can offer in order for families to enjoy as a unit, for example we have started a family barbeque in one of our restaurants which really appeals to families wanting to spend time together on the weekends, we also offer family rooms and the way we are overbooked on our suites and connecting rooms speaks volumes.

It is also important that hotels ensure that children are looked after at check in and that they are made a fuss off, making the children feel special encourages the families to take confidence in us and our brand. Little things like staff coming down the level of the child in order to appeal to

their height as opposed to towering over them, little things like this go a long way.

Collier: My hotel is located in Dubai Marina, and so we have seen that the hotel apartments and residents set up have proven to been a good business model for families, based on their versatility and functionality – this means that we are able to accommodate families all in one unit as opposed to two or three bedrooms, we just opened The Park Inn Barsha and so as a company we are focusing on this market, the residence and hotel apartments.

Zeuke: For us at Mall of the Emirates we are known as a family hotel, built in 2006 with families in mind we have over 70% of our inventory aimed at families because we have mainly two rooms in one apartment,

catering very strongly to the family market, mainly the GCC families, and 60% of our rooms have connecting rooms so families are not isolated from each-other, this is a very inclusive concept that can often be a decider when a family is choosing a hotel, they do not want to be on different floors to their kids. Also, GCC families travel with maids and their own service staff so they need a lot of space, the numbers are showing us that this is a successful trend and it is the right way forward to tap into families, even though this has always been a big focus for us, it is more evident now than before.

We are also renovating our hotel, but are keeping the same focus in mind, to bring more families to the region, a hotel has to stick to its DNA and decide if this is the way forward for them, you can not have

FAMILY IN FOCUS

The Hoteliers

In light of this year’s hot topic at ATM, Hotel News ME gathered a group of GMs and senior management to discuss how hoteliers are ensuring their share of the booming family travel market and what initiatives can be taken to further increase this growing market

KONSTANTIN ZEUKE, GENERAL MANAGER,

KEMPINSKI MOE

MARK DEERE, GENERAL MANAGER,

AMWAJ ROTANA

THE PANEL


ROB COLLIER, GENERAL MANAGER, RADISSON

BLU, DUBAI MARINA

RICHARD ZEOLLA, CONSULTING GENERAL

MANAGER, HABTOOR GRAND

a hotel that is dedicated to families if you have a nightclub on the same floor as kids club, it just doesn’t work.

It is also important for hotels to put things in the rooms that the children will remember during and after their stay, so that children are telling their parents they liked the hotel, or the ways that the were treated encourage repeat business, because if your children are not happy on their holiday or throughout their say, the parents are not happy.

Schukowski: Further to the product, room configuration and the general positioning of our hotels, we take as hoteliers reflect the way in which we are being perceived. So we have to be careful how we commu-nicate across our product, we are all busy competing on room rates and having free

“MAKING CHILDREN FEEL SPECIAL ENCOURAGES THE FAMILIES TO TAKE CONFIDENCE IN US AND

OUR BRANDS. LITTLE THINGS LIKE STAFF COMING DOWN THE LEVEL

OF THE CHILD IN ORDER TO APPEAL TO THEIR HEIGHT AS

OPPOSED TO TOWERING OVER THEM, LITTLE THINGS LIKE THIS

GO A LONG WAY” – DEERE

THE PANEL


wifi, but to really make it family friendly we have to make a stand and make sure we are communicating it correctly to our audience, that we are indeed, a key market player with a family friendly hotel. Sometimes hotels are not communicating it enough that they do cater to families and offer suitable packages to accommo-date the families then we can often loose out on these markets. It is not always easy for a family to navigate online for instance through the jungle of different hotels to find one that caters to their specific needs.

Viard: Hotels often need to be hon-est with their brand, they are ready to cater to the family travel market, as there is no point in launching into it and not being able to facilitate and manage expectations. When we refurbished Vida Downtown we knew this wasn’t gong to be a family hotel, so we kept this in mind and when we launched our second property we knew it would have the capacity to cater to the family market with connecting rooms and so forth. In essence, if the kids are happy, then the parents are happy. This is key when trying to tap into this market.

Jarosch: What we have noticed that the

tour operators and travel agents especially coming in from Europe are very much focusing on if you are equip to handle fam-ilies, that you have the safety procedures in place, you’ve got the certified nannies, you’ve got the facilities in place, other-wise it is a no-go-area. When we created

Banyan Tree A Wadi, it was very much geared toward families because it caters to outside visitors but also to GCC families as they can enjoy the privacy of heir own pool and not have to be worried about somebody seeing them, but we also made it a point when we opened our kids club to very much market it in the correct way, showcasing activities that are child friendly and not just sitting a child in front of the television, educational activities such as

nature walks or interaction with the desert, it has made us family friendly and we have indeed very much profited from that.

How important is social media in terms of translating across your ‘family friendly’ ethos?

Jarosch: For us social media is so important as it is a major influencer if we have a family checking in they are tweeting and blogging about how they are checking in with things like child-friendly online check in apps at the front desk, and this actually drives customers our way and we generate a lots if enquiries through guests tweet-ing about the resort and the family friendly aspect and we have identified how these users are coming through o us. Booking.com is extremely strong,

a lot of feedback is given on Trip Adviser and to be able to respond to those com-ments left and to engage with your guests encourages repeat business.

Zeuke: Guests are also using these platforms to compare a hotels and search, Trip Advisor, Expedia and Booking.com they are deciders for people, and they are majorly helpful for us, we must be actively involved on our platforms, and if

““HOTEL APARTMENTS AND RESIDENTS SET UP HAVE PROVEN TO BEEN A GOOD BUSINESS MODEL FOR FAMILIES, BASED ON THEIR VERSATILITY AND FUNCTIONALITY – THIS MEANS

THAT WE ARE ABLE TO ACCOMMODATE FAMILIES ALL IN ONE UNIT AS OPPOSED TO TWO OR THREE BEDROOMS” – COLLIER

THE PANEL

“HOTELS OFTEN NEED TO BE HON-EST WITH THEIR BRAND AND PON-DER IF THEY ARE READY TO CATER

TO THE FAMILY TRAVEL MARKET. THERE IS NO POINT IN LAUNCHING INTO IT AND NOT BEING ABLE TO

FACILITATE AND MANAGE EXPECTA-TIONS” – VIARD

The GMs ponder over family travel trends


you engage with the customer then you have a better chance of gaining their busi-ness, so it really is a full time job and you have to have an in-depth marketing team and strategy in place for this, social media can make or break you. Espe-cially if you are a hotel based in Dubai or Abu Dhabi, as I recently travelled to Saudi and Qatar and they mainly engage in Facebook out there, so we have to be aware of other countries trends too in order to appeal and engage with everyone because there is a guaran-tee that people are looking at these and judging your organisation.

Viard: If you are on social media, you have to have the means in order to respond immediately, especially on Twit-ter. If you have a negative tweet this can significantly impact a family even more so than the regular traveller, as travelling with children can often be stressful in itself, families don’t want to see or read negative comments that may further add stress to their holiday. Ideally, you don’t want families tweeting about the noise levels in your hotel from the nightclub downstairs, this is why it is so important to decipher what kind of hotel you are and stick to it, otherwise situations on social media can become a little uncomfortable.

Zeolla: We as hoteliers also have to be aware of social media platforms that are not in or native tongue, people can be talking about you in their language and you have to be able to monitor that and be able to respond. There re im-portant sites out there like Holiday Check in other languages so ideally, you need some one in house to be able to interpret different languages.

Schukowski: Again, I also feel that it is so important to define what kind of hotel you represent. If you are claiming to be a family friendly hotel, you have to remain

true to that and communicate that to your audience. If one day you have a tweet about how amazing the kids club is, and the next tweet talking about your amazing bar and club, that confuses your

audience and can have a serious backlash. So the audience you are catering to has to be addressed strategically, if you confuse the families on social media, they simply aren’t going to come.

What growth is required to bring more families to the region?

Deere: As we see more and more family-friendly attractions and events popping

up around the city, we believe that event organisers and attractions can tie up with hotels to capitalise on their guests and offer value-added perks to create better value for money. For example, we work with Splash Pad here at The Beach in front of the ho-tel who offers our guests an exclusive discount for

their children’s water park.

Viard: if you look at Dubai as a whole I think that we are on the right track already. For example, if you fly with Emirates you will never have any issues with excess luggage as a group or a family, they are very relaxed with that and su-per friendly with kids on the flight itself, you arrive at the airport and you have your complimentary strollers and it is safe here, so this encourages families already. The

pros of visiting in Dubai is that the country is already used to large families, so we are well prepared, but there is still growth opportuni-ties in terms of leisure facilities.

Jarosch: I think what will encourage fam-ily tourism, is that the tour-ism boards do not promote a family friendly environ-ment, and this is where DTCM or RAK Tourism could encourage these strategies through various marketing tactics, perhaps by building relationships with Emirates Airlines or Etihad and really try to promote packages aimed

“60% OF OUR ROOMS HAVE CONNECTING ROOMS SO FAMILIES ARE NOT ISOLATED FROM EACH-OTHER, THIS IS A VERY INCLUSIVE CONCEPT THAT CAN OFTEN BE A DECIDER WHEN A FAMILY IS CHOOSING A HOTEL, THEY DO NOT WANT TO BE ON

DIFFERENT FLOORS TO THEIR KIDS” – ZEUKE

THE PANEL




Zeuke engages the group in debate

Deere amd Jarosch exchange notes


towards families. We really do not see enough of this at the moment.

Zeolla: There is a little bit of a disconnect with a lot of resorts, as you have to try and be family friendly, but then you have these party places right next door to your hotel, and even if it is not directly linked to, or situated in your resort you have to deal with the consequences of that. If it is waking the children up at 3:00am with the sound of loud music it suddenly becomes your problem and you have to manage your guests expectations.

We have to educate our owners too where location is concerned, you could have the best family travel elements to your hotel and cater to every in-house need, but you could be located next to an extremely large bar which tarnishes everything and then it suddenly becomes your prob-lem to handle.

How does your hotel secure its share of the family travel market and do you have any fu-ture pipeline plans of the same?

Collier: Nowadays families want their share of choice, so not too many children running around in the same area, but at the same time too many ways to they need the choice to embrace being with their families, but also

having an aspect in place where they can pull away at certain times of the day too. To have that function available is key to making any hotel a successful family friendly environment.

Deere: Online media makes up for about 50% of our marketing efforts and monitoring the trends are key for us. We use a reputation management system called Revinate to review our presence

online and make a concerted effort to respond to each and every review that we receive, not only in English but also in the more common languages spoken by our guests. This will help to build confi-dence in the hotel and also to extend the human element to cyberspace.

Even though a lot of bookings come through travel operators, we also ensure to run awareness campaigns online in languages such as German and Russian so

that the awareness of the hotel builds up. When we run search engine marketing campaigns and social media campaigns such as Facebook vouchers, we equally allocate spending to do so in Arabic because that is also a widely used language for inter-net searches by potential guests to the hotels.

Understanding trends and user patterns is of utmost importance. For example, we know that Instagram is an extremely popular

social media channel for guests from the GCC region who actually search for hotels on the channel because they wish to see pictures posted by other guests. Lastly, our website features in six languages – a move we feel will bridge many gaps in terms of communication.

“YOU TRY AND BE FAMILY FRIENDLY, BUT THEN YOU HAVE THESE PARTY PLACES RIGHT NEXT DOOR TO YOUR HOTEL, AND EVEN IF ITS NOT DIRECTLY LINKED TO,

OR SITUATED IN YOUR RESORT YOU HAVE TO DEAL WITH THE CONSEQUENCES OF THAT. IF IT IS WAKING THE CHILDREN UP AT 3:00A.M. WITH THE SOUND OF LOUD

MUSIC IT SUDDENLY BECOMES YOUR PROBLEM” – ZEOLLA

THE PANEL




Left to right: Collier, Viard and Zeolla catch up after the discussion


THE PANEL

TAKE 10

hoteliers

should know

aboutTRAVEL

TRENDS

COVER STORY



COVER STORY

GLOBAL AND REGIONAL INSIGHTS THAT IMPACT HOW YOU DO BUSINESS

GLOBAL TOP 5

1MUSLIM/HALAL TRAVEL TIPPED FOR GREATNESSThe global Muslim travel market

was worth $145 billion in 2014 with 108 million Muslim travellers representing 10% of the entire travel economy. This figure is forecasted to grow to 150 million visitors by 2020, representing 11% of the travel market and with a projected value of around $200 billion.

Theese figures were revealed in the MasterCard CrescentRating Global Muslim Travel Index 2015(GMTI 2015), which rates the most Muslim-friendly travel destinations

globally based on a number of criteria.Malaysia topped the GMTI list of Or-

ganisation of Islamic Cooperation (OIC) destinations in the world with a ranking of 83.8, followed by Turkey at 73.8, the UAE (72.1), Saudi Arabia (71.3) and Qatar (68.2). In terms of non-OIC destinations, Singapore got the highest ranking with a

score of (65.1). Thailand, the UK, South Africa and France also made the top five.

Saudi Arabia reported the highest number of Muslim arrivals (10.2 million) in 2014 on the back of its burgeoning religious tourism industry. Turkey came second with 8.1 mil-lion Muslim arrivals in 2014.

The projected growth of the Muslim travel market has given rise to the term ‘Halal Tourism’, which is essentially the provision of products and services that cater to Muslim travellers. Hotel firms such as HMH - Hospitality Management Holdings and TIME Hotels have been trailblazers of Halal Tourism concepts, which among many things offer an alcohol- and pork-free environment, plus facilities for large families.

At the recent edition of ITB Berlin 2015, TCA Abu Dhabi pitched itself as a destination for Halal Tourism with a view to offering holiday packages that adhere to Islamic beliefs and practices. It says this niche market is expected to grow 6% per annum, almost double the global tourism industry growth, and is offering Halal-

friendly itineraries marketed across three banners – ‘Family Friendly Fun’, ‘Cultural Enlightenment’ and ‘Resorts, Restaurants and Relaxation’.The tourism authority is encouraging more industry partners including hotels, to explore this sector.

2RUSSIAN MARKET REMAINS RESILIENTAfter growing rapidly for many

years and becoming one of the major outbound travel markets in Europe, Russia went through turbulent times in 2014. The depreciation of the rouble pushed up foreign travel prices by more than 20% and

$145 billionThe value of the global Muslim travel market in

2014

“ABU DHABI IS FIRMLY ROOTED IN ARABIA’S ISLAMIC TRADITIONS AND WE BELIEVE OUR CUL-TURE, HERITAGE AND PRODUCT BASE HAS GREAT APPEAL WITH THE MUSLIM TRAVELLERS”

MUBARAK AL NUAIMI, DIRECTOR PROMOTIONS & OVERSEAS OFFICES, TCA ABU DHABI.

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COVER STORY

numerous tour operators went bankrupt. Despite these problems, Russians kept travelling abroad and the outlook for 2015 remains positive, albeit with slower growth, experts agreed at the World Travel Moni-tor® Forum in Pisa. The research, outlined

in the ITB World Travel Trends Report 2014-2015, prepared by IPK Interna-tional on behalf of the 2015 edition of ITB Berlin, found total Russian outbound trips declined by 1% during the first eight months of 2014.

But Dmitriy Tichshenko, director of strategic development at PREKO Consult-ing in Russia, who presented the figures, told delegates in Pisa: “It’s not as bad as it may seem. The overall 1% decline is heavily influenced by an estimated 50% drop in the

number of Russians visiting Ukraine, the second most popular destination in 2013.”

Taking Ukraine out of the equation the Russian outbound market grew by 10% in the first eight months of 2014, the World Travel Monitor® showed. Travel to Turkey, the top destination for Russians, accounting for more than four million

trips last year, grew at a double-digit rate, IPK figures reveal. Greece and the UK also enjoyed double-digit growth in arriv-als from Russia, while trips to the USA and Thailand increased strongly too. In contrast, fewer Russians travelled to Spain and Germany.

In 2015, 67% of Russians plan to travel abroad as much as or more than in 2014, according to the World Travel Moni-tor®. IPK predicts outbound travel from Russia will grow 4% this year despite the Ukraine crisis, reflecting Russia’s status as a “relatively stable and mature European outbound travel market”. “Russian consumers still want to travel,” says IPK International president Rolf Fre-itag. “The battle for the Russian market will

be won or lost on price next year (2015).”

3 ASIA TOP OUTBOUND GROWTH MARKETAsia remained the world’s fastest-

growing travel market in 2014 with outbound travel up 8% in the first eight months of the year, compared to the same period in 2013 according to the World Travel Monitor® Forum findings outlined in the ITB World Travel Trends Report 2014-2015. This marks five consecutive years of strong growth dur-ing which time the region has claimed its stake as the global powerhouse of outbound travel. From 2009 to 2013, the number of Asian outbound trips grew by 53%, which was twice as much

as the overall global growth of 22%. World Travel Monitor® predicts Asia’s 2015 outbound travel growth rate to match 2014 at 8%. More Asians are travelling abroad for their holiday, with the share rising to 72% in 2013, World Travel Monitor® figures reveal. In terms of holiday types, Asians still mostly go on tours, often of several countries, although the share has dipped to below 40%. Instead they now opt for more city trips and sun-and-beach holidays (both about 20%). “More travellers are going to places for a longer time,” explains IPK International’s senior research analyst Stefanie Grothe. “They no longer want to see everything in five days.” Asians are also booking more of their travel plans online with the number doubling to around 60% since 2009. Travel agents remain important in Asia, but their share of bookings has declined. Intra-regional travel within Asia is also on the up, growing by 10% in 2014.

4 THE RISE OF ‘POSHTELS’Consumption patterns have shifted since the Global Economic Crisis

leading to growing demand for low-cost, high-value travel and non-conventional lodging establishments, according to the WTM Global Trends Report compiled by Euromonitor International and released at November’s show. Hostels are making a bid

67% The percentage of Russians that plan to travel abroad as much as or more than in 2014, according

to the World Travel Monitor®.

“THE BATTLE FOR THE RUSSIAN MARKET WILL BE WON OR LOST ON PRICE NEXT YEAR (2015).”

ROLF FREITAG, PRESIDENT, IPK INTERNATIONAL

72% The number of Asian travellers who

holidayed abroad in 2013


“THE TERM ‘POSHTEL’ IDENTIFIES THE LIFESTYLE HOSTELS THAT HAVE SPRUNG UP AS DISTINCT FROM MORE

BASIC HOSTELS” CARL MICHEL, EXECUTIVE CHAIRMAN, GENERATOR HOSTELS

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for the cost-conscious but style-seeking UK consumer, it claims, providing an offering that glamourises communal living with rooms and atmosphere that compete with

the boutique hotel sector. “Many are emphasising

modern and luxurious design with high-tech facilities and offering restaurants, twin en-suite

rooms, free Wi-Fi and breakfast, while

coining the term ‘poshtels’,” says the report.“This concept is popular with the young, families, business and single travellers who appreciate the social aspect of stay-

ing at hostels.”‘Poshtels’ are charging upwards of £12 (US$17.90), given the popularity of the design-focused low-cost accommodation model, says Euromonitor.The UK’s hostels segment is set to grow 3% between 2013 and 2018 to reach sales of £216 million ($323 million) generated by 653 outlets that same year.

VisitEngland has highlighted the segment as a growing market niche because posh-tels offer value for money and a “more authentic experience than hotels”.

The report cites Clink, St Christopher’s Inn-Village, Safestay and The Dictionary hostels as players of note in this field, all of which have upgraded their offering and design and changed perceptions of what hostels offer.“The term ‘poshtel’ identifies the life-style hostels that have sprung up as dis

COVER STORY

£216 million ($323 million)

The anticipated value of sales driven by the UK’s hostel market

by 2018


COVER STORY

tinct from more basic hostels,” explains Generator Hostels executive chairman Carl Michel.“It highlights the desire to have a more differentiated offering – it’s not about being the absolute cheapest anymore.”

5 GET ON THE ‘BRAGGIE’ BAND-WAGON‘Braggies’ are the new ‘self-

ies’, whereby tourists upload photos of themselves on holiday within 10 minutes of arriving at their hotel. According to Euromonitor International, this is a “new,

fast and ef-ficient way of ‘bragging’ to their friends about where they are” and is “comparable to the ‘selfie’ craze that has emerged from increased social media usage”.

According to a survey by hotels.com (October 2013), the top

images captured by hotel guests include a view from their window, the room’s bed and the surrounding landscape.

Outlining the ‘braggie’ trend in the WTM Global Trends Report 2014, Eu-romonitor International says savvy hotel groups will incorporate this new type of selfie into their social media strategy giv-en the most successful hospitality brands are those that have gleaned content from

their customers’ and potential customers’ online behaviour.

Several hotels have rolled out initiatives that capitalise on guest social media brags. Kimpton Hotels introduced the Kimpton Karma Rewards programme offering perks including free Wi-Fi and spa vouchers for guests posting on social media, while Marriott has allowed PlusPoints members to earn points based on their social media activity ranging from photo uploads to online check-in. The Omni Hotels Sum-mer Passport social media programme gives guests the chance to earn additional entries into a sweepstake to win a free trip if they engage in social sharing.

REGIONAL TOP 5 (MENA) Research compiled exclusively for Hotel News ME by YouGov

6 USE OF TABLETS: 1 IN 4 Nearly a quarter (22%) of re-

gional travellers take a tablet on holidaySmartphones are already ubiquitous in MENA with two-thirds of travel-lers taking them on holiday (68%).

With nearly a quarter now adopting the use of tablets, this platform is proving to have increasingly high potential for future industry growth as technology continues to mature and bring businesses closer to the mass market.

7. ONLINE BOOKING: 75%Three-quarters of regional travellers use an online-travel booking channelOnline booking is firmly adopted within the Middle East region, setting the stage for migration to mobile. While app-based travel services have been slow to find adoption in the mar-ket, increasing utility of mobile websites has impacted the use of mobile booking technology. In 2014, of those bookings made through online methods, one-in-four used a smartphone and one-in-five used a tablet.

8 SHIFT IN DESTINATION FO-CUS: 1.521% of regional trav-ellers plan to visit Europe on their next leisure tripWhile only one in eight traveller’s last leisure trips (12%) were to European nations, we expect a higher proportion of European visits throughout 2015. The focus market for these trips is Italy with one in 15 regional travellers (7%) expect to be choosing this destination.

9 HOTEL BRAND AWARENESS: 41%Two in five regional travellers are

aware of the Hilton hotel brandComparatively, 32% are aware of Inter-Continental Hotels Group (IHG) and 20% are aware of Rotana. One in eight travellers have stayed in one of Hilton’s hotels, plac-ing the company first on the list of hotel brands in terms of awareness and usage.

350 millionThe number of photos uploaded on

Facebook daily in 2013

“BRAGGIES ARE THE NEW SELFIES”EUROMONITOR INTERNATIONAL

BIG BRAND

About YouGov Travel Oracle

The YouGov Travel Oracle is an annual syndicated online study of 22,686 travel consumers in MENA between August 7 and September 8, 2014. Data is broadly representative of the

online travel consumer population in the MENA region.


HOTEL ROOMS OF THE FUTURE

Technology will have a dramatic impact on hotel rooms of the future, according to Vanessa Borkmann from the Fraunhofer research

institute in Stuttgart. The three most likely developments in the immediate future are automated check-in, individual choice of a

specific room and individual energy-efficient lighting (controlled by scenes and profiles), she predicts. Looking further ahead, guests

might be able to use speech-control to adjust their hotel room settings such as lighting and heating, or even design their own rooms by

selecting the bed type, bathroom design and images on wall-sized screens. Other ideas for the future include ‘pay-per-use’ hotels and the

use of robots for simple tasks, she argues.

COVER STORY

10 TRIP BUDGET: 1 IN 424% of leisure travellers spent $5,000 or more on their last tripAnd 10% of leisure travellers spent upwards of $10,000 on their last trip. Although these proportions have held steady since 2011—the first year YouGov measured regional travel budgets—they serve to high-light the magnitude of the travel dollars available to the region’s travel businesses.

ALL EYES ON EGYPT

COUNTRY FOCUS: EGYPT

NEW DEVELOPMENTS

AIRPORTSThe Egyptian government is upgrading and expanding key international and domestic airports with a view to increasing their combined annual passenger capacity by about 28 million. Expansion and development work is underway on a $871 million development plan across Cairo International Airport, Alexandria's Burj al-Arab Airport, Hurghada International Airport and Sharm el-Sheikh International Airport, all scheduled for completion by 2015. Work on Terminal 2 at Cairo International will be com-pleted this year at a cost of $334 million, while Sharm el-Sheikh is being expanded at a cost of $435 million.

CULTUREEgypt’s Ministry of Antiquities is ploughing $810 million into cultural heritage projects including a three-phase development plan for the Grand Egyptian Museum.

DESTINATIONSGrowing confidence in the Egyptian economy has sparked major investment by

GCC entities, according to JLL. The latest and largest of these projects is a proposal by Abu Dhabi based Eagle Hills to develop a new administrative capital to the East of Cairo, valued at more than $45 billion. De-tails are yet to emerge but the initial proposal envisages residential accommodation for five million people and a business district with malls, 40,000 hotels rooms, plus religious buildings, schools, universities, hospitals a theme park and a new airport.

MALLS• Cairo Gate Mall: This is another Emaar Misr development being built to the tune of $820 million, featuring retail, leisure and entertain-ment components.• Al Maza City Centre: Majid Al Futtaim Group’s $500 million project.• Mall of Egypt: Another MAF development valued at $400 million.

RESORTS• Emaar Misr Marassi Beach Resort: This US$1.b billion project, located on Egypt’s north coast, close to the historic city of El Alamein, will cover some 6.5 million square

metres and feature a luxury resort, residential community, 18-hole golf course and six-kilometre-long private beach.

• Four Seasons Hotels Luxor: $120 million has been invested in the luxury hotel group’s 4th property in Egypt.

MARKET ANALYSISEgypt is forging ahead with major investment plans as the country enters a new phase of recovery in 2015.

A detailed strategy to revive Egypt’s tourism sector, which has been battered by four years of turmoil, was unveiled at the Egypt Eco-nomic Development Conference in March.It is being bolstered by a $1 billion tourism-sector-focused private equity fund, underwrit-ten by Cairo Financial Holding. Egypt’s Tourism Minister, H.E. Khaled Ramy, says the Papyrus private equity fund, which will support the development of tourism projects, will have a significant economic impact.“Egypt is privileged to have an amazing dual inheritance of historical monuments without parallel and a beautiful natural environment.

With billions of funding being pumped into big infrastructure projects aimed to get Egypt’s economy and tourism appeal back on track, the future looks bright for the destination’s recovering hotel market



Over the last few years, political instabil-ity has hit the tourism sector hard, but the fundamentals remain and we are confident that within a few years we can not only meet, but exceed our previous highs,” he said, speaking at the conference.

“Private sector investment is crucial to this recovery ensuring that both our standards and facilities are among the best in the world.”The Ministry of Tourism’s objective is to reach pre-crisis tourism revenue of $11.6 bil-lion by 2016, rising to $15 billion by 2018.The government’s revival plan aims to increase the average spend-per-stay of leisure travellers, fully exploiting the nation’s potential as a major cultural destination, which currently accounts for only 10% of total tourism spend-ing. Egypt also strives to boost business tour-ism to a benchmark level of peer nations.

The strategy encompasses six main policy actions including stronger marketing, im-proved accessibility by air to a greater num-

ber of Egypt’s tourist hubs, and improving links to other destinations.

It also calls for extensive training pro-grammes to boost productivity, increasing tourists’ average spend per night through fostering tourism SME development, and fast-track the development of new projects with simplified approval procedures and an improved land management framework.

In addition to the $1 billion Papyrus Fund, the government has announced plans to offer areas of land in prime loca-tions for investment in the tourism sector. They include the Red Sea coast at Marsa Alam; a large area in Gamsha Bay for the development of a leisure complex; and a development opportunity in Sahl Hasheesh as a co-investor with the Egyptian Tourism Development Company (ETDCO).The Egyptian Resorts Company S.A.E. (ERC) is also courting investors and developers to work on its Waterfront Festival World pro-

ject, while Al Kharafi Group has said it is open to a strategic equity investor to develop the 30km² leisure complex at Port Ghalib under a partnership model.

MEED Intelligence data values invest-ment in the country’s top 10 projects at $5.7 billion, while tourism development spend is believed to be worth $5.3 billion. Key developments include nine hotels and resorts and seven malls.

BOUNCING BACKSigns of Egypt’s tourism industry resurgence were evident in 2014, with tourism revenues increasing 23.6% to $7.5 billion, up from $5.9 billion in 2013, according to the Ministry of Tourism.The country registered a 4.5% hike in tourist arrivals, which hit the 10 million mark compared to 9.55 million in 2013.

“Egypt is one of the region’s most positive stories with occupancy rates throughout the country increasing from 20% to 80% during

39MAY 2015 HOTEL NEWS ME


the last half of 2014 with some properties en-joying 90% occupancy, a sure sign that busi-ness is returning,” notes Mark Willis, area vice president Middle East and sub-Saharan Africa, The Rezidor Hotel Group.

“Egypt is an appealing destination and people are eager to consume again and invest in the market. Confidence in the market is returning and this year looks better than 2014, but we do face a challenge in Red Sea destina-tions because of the shrinking Russian market; a result of the plummeting rouble.”Willis says the “glut” of big projects under-way in Cairo, particularly the expansion of Cairo International Airport and the Suez Canal would drive a surge in the number of consultants and projects teams based in Cairo, generating strong business for the city’s hotels.Pascal Gauvin, chief operating officer, Mid-dle East, India and Africa, IHG, which has operates five properties in Egypt, agrees that “market sentiments are picking up” given Egyptian government has forecast a 15% increase in visitor arrivals in 2015, increasing to 20 million by 2020. “It is also encouraging to see national recognition of the industry as

a key driver of economic growth through the investments the government is making into developing two new resorts and a three-year global advertising campaign,” he says.

PERFORMANCE PICK UPAccording to Philip Wooller, Middle East % Africa Area Director of STR Global, “the dark days of the Egyptian tourism industry look to be finally over after four years in the wilderness.” “In the early to mid-stages of 2014, following the formation of the new government, travel advisories from certain countries were lifted and the much needed tourists started to return. If the political stability continues, 2015 should be a good year for Egypt.”

He notes demand for hotel rooms across Egypt in the second half of 2014 (July to December) increased by 58% resulting in an additional six million rooms being sold.

In Cairo, demand for rooms increased by 91% during the same period resulting in an additional one million rooms sold while in Sharm El Sheikh, demand increased by 45% resulting in an additional 372,000 rooms sold.

January 2015 data shows occupancy increased for the seventh consecutive month (65.5% to 54.8%), with August and Sep-tember being the stand-out months in 2014, reporting increases in excess of 100% in this measure,” notes Wooller.

“January 2015 recorded the highest oc-cupancy measure for Cairo since 2012,” he stresses. “The average daily rate growth has also been interesting and although not to the levels of the occupancy, growth has risen steadily since 2001.” 2014 year-end reported a 34.6% increase in RevPAR, compared to 2013.

“After the RevPAR declines for 2013’s third and fourth quarters (-50.4% and -32.5%), 2014 managed to grow this meas-ure in both quarters by 151.6% and 86.6% respectively,” noted Woller.

“The highest ever ADR for the sub market was reported for year-end 2014 (EGP757.72). However this measurement is still low on the ‘Global Average Room Rate Index’ and this remains the challenge for Egypt. However, if the trend continues, which all things considered it is likely to, then the future looks bright for Egypt.”

Jumeirah Gamsha Bay Resort, Egypt (250 KEYS)

Upcoming hotels include:

Hilton Alexandria King's Ranch, (199 KEYS)

Kempinski Royal Maxim Cairo, Egypt (244 KEYS)

Mercure Karnak Luxor (347 KEYS)

Radisson Blu Hotel, Sharm el Sheikh Lagoons (913 KEYS)

Fairmont Citystars Sharm el Sheikh

The Nile Ritz-Carlton, Cairo Novotel Marsa Alam Resort (268 KEYS)

Novotel Marsa Alam Resort (268 KEYS)

Raffles Citystars Sharm el Sheikh

Swissotel Citystars Sharm el Sheikh



CHAIN FOCUS

STARWOOD HOTELS & RESORTSWORLDWIDENeil George, senior vice president, acquisitions & development, Africa and Middle East Starwood Hotels & Resorts Worldwide, Inc, outlines the company’s regional expansion strategy and the role he plays in guiding its execution

What does your role as entail? I am responsible for setting our strategic growth objectives for the region and achieving them

by leading the team that plans and executes the growth of all nine of Starwood’s brands across the Middle East and Africa. I am also responsible for overseeing the timely negotiation and renewal of management contracts across the almost 100 ho-tels in Starwood’s MEA portfolio.

As more brands enter the Middle East market, what’s your strategy for diversification?Starwood currently operates 50 hotels in the Mid-dle East across eight of its nine brands. We have a strong development pipeline for the region, with 37 hotels scheduled to open over the next three to five years.

The Middle East will soon be home to all of Starwood’s brands, which illustrates our commit-ment to and success in this region.

When we first entered the Middle East in 1966, Sheraton led our development in the re-gion. Today our upper-upscale brands, which also include Le Meridien and Westin, represent half of Starwood’s portfolio in the region and 35% of our development pipeline.

In fact Sheraton is often the first international hotel brand to enter new markets and this paves the way for our other brands too.

We have seen a real shift in our portfolio from primarily upper-upscale hotels to a more balanced mix with the continued growth of our luxury and

mid-market brands. Over the last five years, our luxury footprint in the region has increased from two properties to seven operational hotels, with nine more in the pipeline. Our luxury brands – St. Regis, The Luxury Collection and W – cur-rently represent 27% of our pipeline.

W leads our luxury pipeline with five hotels sched-uled to open in Dubai (two), Abu Dhabi, Amman and Muscat. These, together with upcoming St. Regis and Luxury Collection hotels, will double our luxury footprint in the Middle East.

However, we have identified a gap in the mid-market segment and filling this with our mid-market brands is a focus.

Our Aloft, Four Points by Sheraton and Ele-ment brands represent 38% of our development pipeline in the Middle East. We will more than double our mid-market portfolio in the region by 2017 as we see great opportunities to offer reliable and affordable hospitality.

Which mid-market brand presents the most growth opportunities?Aloft is spearheading the growth of our mid-market brands. Since its launch in 2008, the brand has brought a vibrant and energetic take to the mid-market segment with its urban-in-spired design and innovative technologies.

Developers love this brand because it is eco-nomical to build but at the same time, provides a differentiated, fresh product. We will open eight new Aloft properties in the next few years in key cities such as Dubai, Shar-jah, Riyadh and Erbil and are working on many

“THE REGION IS IMPORTANT TO STARWOOD’S OVERALL GLOBAL STRATEGY. WE WILL CONTINUE TO LOOK FOR OPPORTUNITIES TO EXPAND OUR PORTFOLIO OF BRANDS IN THE MIDDLE EAST BY

WORKING WITH THE RIGHT PARTNERS IN THE RIGHT PLACES ON THE RIGHT PROPERTIES”

Neil George, senior vice president, Africa & Middle East Starwood Hotels & Resorts Worldwide


Group overviewStarwood Hotels & Resorts Worldwide, Inc, operates more than 1,200 hotels and resorts across nine brands and boasts in more than 100 countries worldwide. The company currently operates 50 properties in the Middle East with plans to open 37 hotels (10,626 rooms) in the next three to five years. In 2014 the company opened five properties: Ajman Saray, a Luxury Collection Resort and Sheraton Grand Dubai in the UAE; Westin Bahrain City Centre and Le Meridien Bahrain City Centre, plus the Sheraton Dushanbe, which marked the hotel operator’s Tajikistan debut. In Africa Starwood operates 35 properties in 16 countries.

2015 OPENINGS• Sheraton Dohuk, Iraq (202 keys)• Grand Hills, a Luxury Collection Resort, Broumana, Lebanon • St. Regis, W and Westin Dubai, Al Habtoor City, (combined 1,600 keys)• The St. Regis Dubai (235 keys)• Sheraton Sharjah Beach Resort & Spa (343 keys)• Westin Doha Hotel & Spa (356 keys)

CHAIN FOCUS

it is time to takea different approach

read using a mirror

[email protected]

[email protected]

t: +971 50 714 7365

specialized in os&e procurement

POLO RESORT FIRST

In March this year, Starwood Hotels & Resorts Worldwide signed its first-ever St. Regis polo resort. The 136-room St. Regis Dubai Al Habtoor Polo Resort & Club, which is being developed in partnership with Al Habtoor Group LLC, will be the centrepiece of a six-million-square-foot equestrian sports complex in Dubai and is set to open in 2017


CHAIN FOCUS

more. Expect to see an Aloft near you soon.

What is your general pipeline focus for the Middle East?The region is important to Starwood’s overall global strategy. We will continue to look for op-portunities to expand our portfolio of brands in the Middle East by working with the right part-ners in the right places on the right properties. The UAE and Saudi Arabia remain our largest growth markets with 20 hotels in our pipeline.

We are also expanding into emerging markets and opened our first hotel in Tajikistan in De-cember – Sheraton Dushanbe. Later this year, we will open Sheraton Dohuk – marking our return to Iraq after 20 years. We will also open three ho-tels in Erbil under the Sheraton, Aloft and Four Points by Sheraton brands by 2017.

Starwood will also be adding three hotels in Mus-cat, a fast growing leisure destination for the region

and two luxury hotels (W and St Regis) in Amman.While new builds continue to lead our growth

in the Middle East, we are also seeing an increasing number of conversion opportunities. In the past three years we have signed five conversion deals across five brands, which is testament to the power of the Starwood brand.

With so many major chains rapidly expanding their portfolios in this region, how does Star-wood stand out from the crowd?Starwood’s approach to branding with its psy-chographic, rather than demographic or price-pointy segmentation, appeals to the growing brand-centric, lifestyle-oriented consumer. Our advantage is that we have dependable, clear, and well-segmented brands that consistently deliver compelling customer experiences. Our brands have been deliberately developed and positioned to reflect the various lifestyle aspirations

of our guests, instead of focusing on traditional ho-tel segmentation. Hotel brands need to have a per-sonality to cater to different types of travellers and we do that very well through our nine brands.

What’s your plan for Africa?Starwood is one of the largest global hotel com-panies operating in Africa where it has had a pres-ence for 45 years. Today we operate 35 properties (10,000 rooms) primarily across its Le Méridien and Sheraton brands, in 16 countries. We see great opportunities to strengthen our position in Africa through new build, franchised properties and conversions.

We will increase our African portfolio by al-most 50%, expecting to open up to 20 new ho-tels over the next five years, adding more than 5,000 guest rooms to the continent and creating thousands of local employment opportunities. Within the next few years, we expect to have all

St. Regis Dubai and W Dubai, Al Habtoor City


CHAIN FOCUS

nine Starwood brands represented in Africa.

What brands will these hotels operate under?Continuing the pioneering tradition of Sheraton to often be the first international standard hotel in many emerging markets, we will open Sheraton hotels in the near future in Conakry, Juba, Kigali and Nouakchott, with more markets to come. Last year, we opened our first St Regis in Mauritius and we have another under construction in Cairo.

With 56 countries in Africa and Starwood present in just 16, we see great opportunity for us to grow the presence of all our brands across both existing and new markets.

In order to achieve our pipeline targets we have doubled the size of our dedicated Africa development team with executives based in South Africa, Dubai and Brussels. These chang-es have already made a significant difference.

The pipeline

UAE 12Four points by Sheraton 1w 3 St Regis 2Westin 1Aloft 3 Element 1

AFRICA20 new hotels over the next five years

IRAQ 5

Four points by Sheraton 1

Element 1

Aloft 1Sheraton 2

JORDAN 4w 1 St Regis 1 Westin 1Luxury collection 1

QATARLe Meridien 1Westin1

OMAN 3 Westin 1w 1 Aloft 1

LEBANON 2 Le Meridien 1Luxury collection 1

PAKISTAN 1Sheraton 1

The upcoming Westin hotel in Doha


EVENT PREVIEW: ATM

This year’s ATM marks the 22nd edition of the travel market show, and it is no surprise that following on from last year’s

successful focus on luxury travel that this year’s event will centre around family travel, which continues to play a pivotal role in Dubai’s fast-track plans to become a family friendly hot-spot.

In light of the focal point, according to the latest YouGov report, the top three luxury holiday destinations for MENA resi-dents is the UAE at 14%, Italy at 10% and Turkey taking the smallest segment at 5%. Top-end hotels look set to profit from this trend with over a third of MENA residents usually staying in luxury hotels when travel-ing for leisure.

Looking at a region-wide breakdown, around one-quarter of GCC residents (27%) and Levant residents (23%) stay in luxury hotels compared to 17% of North African residents.

Meanwhile, in terms of specific countries, one-third of Bahrain residents (34%) usually stay in luxury hotels showcasing the highest percentage in the entire MENA region. “The number of wealthy families making travel a high-spend priority is on the rise, and with over one-third of MENA residents choosing to stay in upscale hotels when travelling for leisure, this trend for luxury family travel of-fers exciting opportunities for destinations and hotels to directly target this affluent seg-ment, and for tour operators to create tailor-made packages that also address the cultural considerations unique to the MENA region,”

explains Nadege Noblet, exhibition manager, Arabian Travel Market.

Also elaborating on this year’s ATM family focus, Mark Willis area vice president Middle East and Turkey, the Rezidor Hotel Group explains, “the spotlight theme of family trav-el is a key, upcoming market for us. There is increased demand for more affordable ac-commodation across the region. Also, there is a growing need for quality, internationally branded serviced apartments in the midscale and upper upscale segments to respond to the demand from families and corporate guests, particularly from Saudi Arabia, the UAE, Bahrain, Qatar and Oman”.

The upcoming edition of ATM is set to break previous visitor records and so an ad-ditional exhibition hall has been added for

ATM: The family travel focusWith family travel, technological innovation and UNWTO tourism ministers forum headlining at this year’s edition of Arabian Travel Market (ATM), Hotel News ME takes a look at the 2015 highlights of this super - charged edition of the show

“THE NUMBER OF WEALTHY FAMILIES MAKING TRAVEL A HIGH-SPEND PRIORITY IS ON THE RISE, AND WITH OVER ONE-THIRD OF

MENA RESIDENTS CHOOSING TO STAY IN UPSCALE HOTELS WHEN TRAVELLING FOR LEISURE, THIS TREND FOR LUXURY

FAMILY TRAVEL OFFERS EXCITING OPPORTUNITIES FOR DESTINA-TIONS AND HOTELS TO DIRECTLY TARGET THIS AFFLUENT SEG-

MENT” - NADEGE NOBLET, EXHIBITION MANAGER, ARABIAN TRAVEL MARKET

Nadege Noblet, exhibition manager, Arabian Travel Market


EVENT PREVIEW: ATM

www.intermetal.comDubai, UAE Tel: +971 4 8841650 Fax: +9714 8841934email: [email protected]

Jeddah Centre for Forums & Events03 - 05 May 2015Stand E40 - Hospitality Center

Contract Furniture ManufacturerINSIDE AND OUTSIDE

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Banquet | Restaurant | Conference | Outdoor

this year’s show, with 2,700 exhibiting com-panies representing 86 countries including 70 country pavilions and a total of 113 first time exhibitors.

Family focused seminars include an open-ing day session in the Visa Seminar Theatre, ‘Family travel trends you should know about’ – Global family travel patterns and how the Middle East can cash in on them’, which will identify the top global family trends, and featuring a distinguished panel line-up including official research partner of ATM, YouGov Middle East’s Scott Booth, head of travel, tourism & leisure; Terry Kane, head of travel, Facebook MENA; Gillian McLor-nan, Gold travel counsellor, Travel Counsel-lors; and Ailsa Pollard, senior vice president, dnata Travel ME&I.

Willis also touches upon Carlson Rezi-dor’s plans for this years ATM, stating, “one area that we will be talking about at this year’s show is women in leadership, our sig-nificant growth puts pressure on our talent pool and we believe that diversity and inclu-sion is a strategy for winning the war for tal-ent and the gender mix is a very visible part of that. Last year we launched our Women in

Leadership (WiL) initiative which has been created to build on our heritage of growing from within and bring a positive change in Rezidor’s culture by overcoming the barriers that may be blocking women from devel-oping into senior leadership positions. Our objective is to be an employer of choice in the global hotel industry, no matter what a person’s gender is.”

What’s new? A morning session on day two entitled ‘How Gulf destinations can boost their appeal to the lucrative family tourism market’, will look at the steps that Gulf destinations must take to attract more families and an (ILTM@ATM) session on aspirational family travel is also scheduled for the afternoon of Wednesday 6th May, pinpointing some of the key source markets for this type of business as well as discussing what destinations, experiences, types of holidays, accommodation and mode of

SHOW OUTLINE:

22nd Edition of the show

WHEN: Monday 4th May – Thursday

7th May 2015

WHERE: Dubai International Convention

and Exhibition Centre

HOSTED BUYERS: 80


EVENT PREVIEW: ATM

transport today’s affluent families prefer.A total of 113 first time exhibitors will

make their ATM debut, with companies from around the world heading to the Emirates, including Beverly Hills Tours &

Transport from the USA, Steigenberger Hotels AG from Germany and Ventura Holidays from India.

Other new features at this year’s event include ILTM@ATM, which matches luxury-focused exhibitors with Middle East travel buyers looking to discover the best of the best in luxury travel, the travel technology theatre, the Captains of Industry lunch and, for the very first time, the ATM Best Stand Awards.

After a one-year hiatus, ATM 2015 will also once again play host to Ministers of Tourism from the MENA region at the UNWTO Ministerial Forum. They will be joined by industry leaders representing the different travel and hospitality sub-sectors with an agenda to discuss how to advance intra-regional tourism and seize the growing opportunities emerging for increased co-operation. “Other highlights this year include The Travel Tech Show at ATM, which has been introduced in response to visitor interest in growing the focus on travel technology,” said Noblet.

“The industry as a whole is embracing technology like never before, to compete in a digital market place where accessibility and speed are critical to the demands of today’s tech-savvy travelers, especially mobile compatible sites for hotels, tour operators and leisure attractions. “Our regular tech focus is supported with a

calendar of over 40 wide-ranging seminar and technology theatre sessions, with global experts flying in to share their insight on the latest luxury tourism trends, aviation development, mobile technology trends and wellness tourism, among other topics,” adds Noblet.

SeminarsSeminar speakers include, amongst others, Sir Timothy Clark (KBE), president, Emirates Airline; Akbar Al Baker, group chief executive, Qatar Airways; Kinda Chebib, senior analyst, Euromonitor International; and Adam McEwan, MD, Platinum Heritage Tourism who will take part in a panel debate on ‘Responsible Tourism’.Popular annual features include the easy-to-follow exhibition trails covering family travel, budget travel, business travel, health & wellbeing, shopping, transporta-tion, sports travel, cultural and heritage and adventure travel; and the high profile New Frontiers Recovery Awards, and the award recognises the efforts of those nations that have suffered devastating economic and human losses in the last 12 months, as a result of natural disasters, this year’s shortlist includes India, Nepal and Japan.

The Visa Exhibitor Showcase Theatre also returns to the heart of the action on the show floor for the second year running, at which exhibitors will be able to present their

“THIS YEAR, THE SPOTLIGHT THEME OF FAMILY TRAVEL IS A KEY, UPCOMING MARKET FOR US. THERE IS INCREASED DEMAND FOR

MORE AFFORDABLE ACCOMMODATION ACROSS THE REGION. ALSO, THERE A GROWING NEED FOR QUALITY, INTERNATIONALLY BRANDED SERVICED APARTMENTS IN THE MIDSCALE AND UPPER UPSCALE SEGMENTS TO RESPOND TO THE DEMAND FROM FAMI-

LIES AND CORPORATE GUESTS, PARTICULARLY FROM SAUDI ARABIA, THE UAE, BAHRAIN, QATAR AND OMAN.” - MARK WILLIS,

AREA VICE PRESIDENT MIDDLE EAST AND TURKEY, THE REZIDOR HOTEL GROUP

Mark Willis, area vice president Middle East and Turkey, the Rezidor Hotel Group

NEW EXHIBITORS:

StartBooking.com, UAEAl Rayyan Hospitality, Qatar Al Ghunaim Hospitality, KSASmall Luxury Hotels of theWorld, UKSignature Hotel Management & Hospitality, UAEFirst Central Hotel Apartments, FZ-LLC, UAEArmani Hotel Dubai, UAEGromaxx Hotel Management LLC, UAEFour Seasons Hotels & Resorts, UAER Hotels Group, UAEIran Private Tourism Sectors, UAEHoliday Store Travel, UAEEmaar Malls Group, UAEDubai Parks & Resorts LLC, UAEDubai Link Tours, UAEDubai Leisure Holidays LLC, UAE


CATERING NEWS ME MARCH 20152

Bringing together gMs froM across the region for a day of workshops, panel

discussions and deBate

giving delegates a priMe opportunity to network

and discuss the landscape of the ever changinghospitality industry

REGISTER TO ATTENDMark Anthony Monzon

[email protected]

SPEAKING OPPORTUNITIESSophia Soltani

[email protected]

SPONSORSHIPOPPORTUNITIES

Diarmuid O’[email protected]

introducing the gM leaders conference

presented By

LOOK FORWARD TOSEEING YOU THERE

SPEAKING OPPORTUNITIESSophia Soltani

[email protected]

RSVP TOMark Anthony Monzon

[email protected]

Bringing together gMs froM across the region for a day of workshops, panel discussions

and deBate

on Monday 1st June 2015

at the four seasons resort duBai,JuMeirah Beach

giving delegates a priMe opportunity to network and

discuss the landscape of the everchanging hospitality industry

rsvp By 10th May 2015

to hotel news Me's gM leaders conference

presented By

You are invited

RSVP toMark Anthony Monzon

[email protected]


EVENT PREVIEW: ATM

At this year’s ATM visitor numbers are expected to peak at 23,000

EXHIBITOR UPDATE

Main stand holders: over 400 Over 2,700 expected exhibiting companies

86 countries representedOver 23,000 visitors expected

152 countries represented 113 new exhibitors 64 country pavilions

products and services at a 30-minute session with presentations from the likes of Sabre, Amadeus and Travelport.

Travel technology in the spotlightIn line with a recent YouGov study, travel technology will play a fundamental role at this year’s ATM, highlighting the findings of the YouGov survey which analysed

22,686 online MENA residents showing that 31% of those surveyed booked all of their travel requirements online proving an increase of 10% from 2013 and of those surveyed, 25% used their smart-phones to book hotels online, while mobile usage to access online travel guides or to book leisure activities rose by 6%.

Stressing the importance of understand-ing the growing needs of tech savvy travellers, Noblet explains “throughout the region, we are witnessing major growth in online bookings as airlines, tour operators and hotels develop ever-more sophisticated digital platforms and social media strategies to ensure they reach out effectively to both existing and potential guests and the industry as a whole is embracing technology like never before, to compete in a digital market place where accessibility and speed are critical to the demands of today’s tech-savvy travelers, especially mobile compatible sites for hotels, tour operators and leisure attractions.”

Additionally, according to the YouGov data, spontaneity in choosing a destination has increased by 11% thanks to upgraded technology and Paul Richer, senior partner

of travel technology consultancy, Genesys, will host two dedicated seminar sessions at this year’s exhibition addressing the latest developments in mobile digital marketing, digital distribution issues and how these are impacting consumers. The seminars will be panel-led discussions focusing on the ways in which Gulf destinations can utilise technology better as well as outlining the latest trends and the best ways of meeting the needs of the tech-savvy traveller.

SEMINARS TO LOOK OUT FOR:

YouGov, Family travel trends

Euromonitor, Travel technology

PhocusWright, Middle Eastern travel industry


REPORT

Projec

tPipeline

Hotel News ME brings together the latest hotel opening announcements from across the Middle East

Brand Hotel Name City Keys Opening Year

BahrainRotana Hotels Downtown Rotana Bahrain 251 2015FRHI Fairmont Bahrain Al Jazayer 215 guestrooms and suites 2018Accor Ibis Manama Seef Manama 304 2015Carlson Rezidor Hotel Group Park Inn by Radisson Hotel Manama Manama 207 2016

EgyptFRHI Fairmont Citystars Sharm El Sheikh Sharm El Sheikh 415 guestrooms, 316 branded residences 2016Hilton Worldwide MEA Hilton Alexandria King's Ranch Alexandria 199 Q2 2015Kempinski Kempinski Hotel Royal Maxim New Cairo 245 Q2 2015Accor Mercure Karnak Louxor Louxor 347 2015Accor Novotel Marsa Alam Resort Marsa Alam 268 2015FRHI Raffles Citystars Sharm el Sheikh Sharm El Sheikh 250 guestrooms and suites, 50 branded residences 2019FRHI Swissôtel Citystars Sharm El Sheikh Sharm El Sheikh 400 guestrooms and suites, 314 branded residences 2016

IranRotana Hotels STHT Mashhad Rayhaan Mashhad 200 2017Rotana Hotels TAT Rayhaan by Rotana Mashhad Mashhad 240 2017Rotana Hotels Tehran Rayhaan 4* Tehran 200 2017Rotana Hotels Tehran Rayhaan 5* Tehran 200 2018

IraqStarwood Hotels & Resorts Aloft Erbil Erbil 200 Q4 2015Rotana Hotels Baghdad Rayhaan Baghdad 300 2016Starwood Hotels & Resorts Element Erbil Erbil 200 2015Rotana Hotels Erbil Arjaan Erbil 150 2016Starwood Hotels & Resorts Four Points by Sheraton Erbil Erbil 250 Q4 2015Starwood Hotels & Resorts Sheraton Dohuk Hotel Dohuk 202 Q2 2015Starwood Hotels & Resorts Sheraton Erbil Hotel Erbil 260 Q1 2015Rotana Hotels Slemani Rotana Suleimaniyah 220 2016

JordanStarwood Hotels & Resorts Al Manara Hotel - Luxury Collection, Aqaba Aqaba 200 Q1 2016Rotana Hotels Amman Rotana Amman 309 2015FRHI Fairmont Amman Amman 309 guestrooms and suites 2016Hilton Worldwide MEA Hilton Dead Sea Resort & Spa Sweimeh 285 Q2 2015Starwood Hotels & Resorts The St Regis Amman & The Residences at The St Regis Amman 270 Q2 2016Starwood Hotels & Resorts The Westin Aqaba Aqaba 300 Q1 2016Starwood Hotels & Resorts W Amman Amman 280 Q1 2016

Kingdom of Saudi ArabiaAccor Adagio Alesayi Plaza Jeddah 215 2017Accor Adagio Dhabab Street Riyadh 150 2017Accor Adagio Jeddah Al Andalous Jeddah 150 2017Accor Adagio Jeddah Malik Road Jeddah 77 2016Accor Adagio Jizan Jizan 122 2017Accor Adagio Madinah Quobaa Madinah 116 2017Starwood Hotels & Resorts Aloft Dhahran Dhahran 236 Q1 2016Starwood Hotels & Resorts Aloft Riyadh Riyadh 281 Q1 2016Starwood Hotels & Resorts Aloft Riyadh King Fahd Road Riyadh 110 2017Rotana Hotels Centro Jeddah 180 2017Rotana Hotels Centro Corniche, Al Khobar Al Khobar 250 2015Rotana Hotels Centro Olaya, Riyadh Riyadh 150 2016Rotana Hotels Centro Shaheen Jeddah 250 2015Rotana Hotels Centro Waha, Riyadh Riyadh 295 2015Rotana Hotels Dana Rayhaan Dammam 280 2016Hilton Worldwide MEA DoubleTree by Hilton Riyadh - Al Muroj Business Gate Riyadh 223 Q2 2015FRHI Fairmont Jeddah Jeddah 375 guestrooms and suites, 200 branded residences 2017FRHI Fairmont Riyadh Business Gate 304 guestrooms and suites 2016Starwood Hotels & Resorts Four Points by Sheraton Makkah Makkah 451 Q3 2016Starwood Hotels & Resorts Four Points by Sheraton, Mall of Arabia Jeddah 300 Q3 2016Hilton Worldwide MEA Hilton Garden Inn Tabuk Tabuk 104 Q3 2015Hilton Worldwide MEA Hilton Riyadh Hotel & Residences Riyadh 864 Q4 2015Accor Ibis Al Khobar Al Khobar 254 2016Accor Ibis Jeddah Al Andalous Jeddah 250 2017Accor Ibis Jeddah Alesayi Plaza Jeddah 300 2017Accor Ibis Jeddah Madinah Road Madinah 300 2017Accor Ibis Jeddah Malik Road Jeddah 177 2016Accor Ibis Jizan Jizan 200 2017Accor Ibis Madinah Madinah 180 2016Accor Ibis Madinah Quobaa Madinah 200 2017Accor Ibis Riyadh Dhabab Street Riyadh 194 2017Accor Ibis Riyadh King Fahd Riyadh 378 2017Kempinski Kempinski Al Othman Hotel Al Khobar 218 rooms, 20 apartments 2016Starwood Hotels & Resorts Le Meridien Riyadh Riyadh 232 Q2 2016Mövenpick Hotels & Resorts Movenpick Hotel City Star Jeddah Jeddah 230 Q3 2015Mövenpick Hotels & Resorts Movenpick Hotel Riyadh Riyadh 436 Q4 2015Mövenpick Hotels & Resorts Movenpick Residences Al Khobar Al Khobar 270 2016Accor Novotel Jeddah Al Andalous Jeddah 275 2017Accor Novotel Jeddah Prince Sultan Jeddah 200 2018Accor Novotel Jeddah Tahlia Street Jeddah 139 2015Accor Novotel Jizan Corniche Jizan 205 2016Accor Novotel Olaya Street Riyadh 215 2017Carlson Rezidor Hotel Group Park Inn by Radisson Hotel & Residence Jeddah Jeddah 350 2017Carlson Rezidor Hotel Group Park Inn by Radisson Hotel Jeddah Al Basateen Jeddah 230 2017Carlson Rezidor Hotel Group Park Inn by Radisson Hotel Makkah Aziziyah Makkah 330 2016Carlson Rezidor Hotel Group Park Inn by Radisson Hotel Riyadh Riyadh 170 2017Carlson Rezidor Hotel Group Park Inn by Radisson Hotel Riyadh Nasiriyah Riyadh 184 2016Carlson Rezidor Hotel Group Park Inn by Radisson Najran Najran 120 2016Carlson Rezidor Hotel Group Park Inn by Radisson Residence Riyadh Al Sahafa Riyadh 170 2017Carlson Rezidor Hotel Group Park Inn by Radisson Riyadh Olaya Riyadh 164 2016Accor Pullman Zam Zam Madinah Madinah 834 2015Carlson Rezidor Hotel Group Radisson Blu Hotel & Residence Al Salamah Jeddah 142 2016Carlson Rezidor Hotel Group Radisson Blu Hotel & Residence Jeddah Gate Jeddah 452 2018Carlson Rezidor Hotel Group Radisson Blu Hotel & Residence, Jeddah Corniche Jeddah 160 2017Carlson Rezidor Hotel Group Radisson Blu Hotel & Residence, Unaizah Al-Fahd Unaizah 180 2016Carlson Rezidor Hotel Group Radisson Blu Hotel Riyadh RICEC Riyadh 207 2017Carlson Rezidor Hotel Group Radisson Blu Hotel Riyadh Ring Road Riyadh 252 2017Carlson Rezidor Hotel Group Radisson Blu Plaza Residence, Jeddah Jeddah 120 2015Carlson Rezidor Hotel Group Radisson Blu Red Sea Palace Hotel Jeddah Jeddah 261 2015Carlson Rezidor Hotel Group Radisson Blu Residence Riyadh's Diplomatic Quarter Riyadh 110 2017Carlson Rezidor Hotel Group Radisson Blu Resort, Al Khobar Al Aziziya Al Khobar 186 2016FRHI Raffles Jeddah Jeddah 180 guestrooms and 165 branded residences 2018Rotana Hotels Rosh Rayhaan Riyadh 227 2015Starwood Hotels & Resorts Sheraton Makkah Hotel Makkah 532 Q3 2016Accor Sofitel Jeddah Corniche Jeddah 189 2015Accor Sofitel Riyadh Riyadh 404 2016Accor Suite Novotel Riyadh Dyar Riyadh 88 2015Accor Suite Novotel Yanbu Yanbu 120 2016FRHI Swissôtel Jeddah Jeddah 275 guestrooms and suites 2017Starwood Hotels & Resorts The Westin Makkah Makkah 513 Q3 2016

KuwaitRotana Hotels Centro Kuwait Kuwait 200 2017Accor Mercure Kuwait Kuwait City 210 2016Accor Novotel Sharq Kuwait City 160 2017

LebanonKempinski Kempinski Hotel Summerland Beirut 153 Q3 2015Starwood Hotels & Resorts Le Meridien Beirut Broumana 180 2018Starwood Hotels & Resorts The Luxury Collection - Grand Hills Hotel & Spa Broumana 168 Q2 2015

OmanAccor Ibis Styles Sohar Sohar 145 2017Accor Mercure Muscat Azaiba Muscat 175 2017Carlson Rezidor Hotel Group Radisson Blu Hotel & Resort Sohar Sohar 179 2015Rotana Hotels Sundus Arjaan Muscat Muscat 100 2018Rotana Hotels Sundus Rotana Muscat Muscat 245 2016Starwood Hotels & Resorts The Westin Muscat Muscat 350 2017Starwood Hotels & Resorts W Muscat Muscat 250 2016

QatarAccor Adagio Doha C-Ring Road Doha 150 2016Rotana Hotels Arjaan Doha Doha 225 2018Rotana Hotels Centro DOHA Doha 220 2015Rotana Hotels City Centre Rotana Doha 380 2015Hilton Worldwide MEA DoubleTree by Hilton Doha - Old Town Doha 187 Q2 2015Accor Ibis Doha C-Ring Road Doha 150 2016Starwood Hotels & Resorts Le Meridien Doha Doha 350 2017Accor M Gallery Doha Msheireb Doha 215 2016Accor Pullman Doha Bridge Towers (West Bay) Doha 468 2017Rotana Hotels Rayhaan Doha 400 2017Starwood Hotels & Resorts Westin Doha Hotel & Spa Doha 372 Q3 2015

TurkeyRotana Hotels Burgu Arjaan Istanbul 230 2015Rotana Hotels Dalga Residences by Rotana Istanbul 354 2015Rotana Hotels Tango Arjaan Istanbul 200 2015Rotana Hotels Tri G Centro Istanbul 305 2016Rotana Hotels Vazo Residences by Rotana Istanbul 289 2015

United Arab EmiratesRotana Hotels Abu Dhabi Trade Centre Arjaan Abu Dhabi 300 2016Accor Adagio Dubai Al Barsha Dubai 199 2015Starwood Hotels & Resorts Aloft Al Ain Al Ain 172 Q2 2016Starwood Hotels & Resorts Aloft Dubai Al Raffa Dubai 165 2018Starwood Hotels & Resorts Aloft Sharjah Sharjah 270 Q1 2016Rotana Hotels Capital Centre Arjaan Abu Dhabi 258 2015Rotana Hotels Capital Centre Rotana Abu Dhabi 315 2016Rotana Hotels Dubai Creek Rotana Dubai 250 2018Starwood Hotels & Resorts Element Dubai Al Raffa Dubai 96 2018FRHI Fairmont Ajman Ajman 252 guestrooms and suites, including two story penthouses 2015FRHI Fairmont Fujairah Fujairah 182 guestrooms and suites, 13 branded residences 2016FRHI Fairmont Marina Resort Abu Dhabi Abu Dhabi 563 guestrooms and suites, 249 branded residences 2016Starwood Hotels & Resorts Four Points by Sheraton Sharjah Sharjah 220 Q1 2016 Hilton Worldwide MEA Hilton Garden Inn Dubai Al Mina Dubai 182 Q4 2015Hilton Worldwide MEA Hilton Garden Inn Dubai Al Murraqabat Dubai 183 Q4 2015Accor Ibis Dubai World Trade Centre 2 Dubai 588 2016Accor Ibis Styles Business Bay Dubai 350 2017Accor Ibis Styles Dragon Mart Dubai 249 2015Mövenpick Hotels & Resorts Movenpick Hotel Apartments Downtown Dubai Downtown Dubai 246 2017Accor Novotel Sharjah Expo Center Sharjah 200 2017Carlson Rezidor Hotel Group Park Inn by Radisson Dubai Al Jadaf Dubai 300 2017Carlson Rezidor Hotel Group Park Inn by Radisson Hotel Apartments Al Rigga Dubai 150 2015Carlson Rezidor Hotel Group Park Inn by Radisson Hotel Dubai Motor City Dubai 147 2017Carlson Rezidor Hotel Group Park Inn by Radisson Residence Jumeirah Village Dubai 261 2017Accor Pullman Dubai Jumeirah Lake Dubai 354 2015Carlson Rezidor Hotel Group Radisson Blu Hotel Ajman Ajman 156 2016Carlson Rezidor Hotel Group Radisson Blu Residence, Dubai Marina Docks Dubai 243 2018Rotana Hotels Saadiyat Rotana Resort Abu Dhabi 354 2016Starwood Hotels & Resorts Sheraton Sharjah Hotel Sharjah 343 Q3 2015FRHI Swissôtel Al Jadaf Dubai 260 guestrooms and suites 2018Starwood Hotels & Resorts The St Regis Dubai Dubai 226 Q4 2015Starwood Hotels & Resorts The St. Regis Polo Club & Resort Dubai 160 2017Starwood Hotels & Resorts The Westin Dubai, SZR Dubai 929 Q1 2016Starwood Hotels & Resorts W Abu Dhabi Abu Dhabi 300 2017Starwood Hotels & Resorts W Dubai Dubai 423 Q4 2015Starwood Hotels & Resorts W Dubai - The Palm Dubai 283 Q1 2017Rotana Hotels Wafi Rotana Dubai 550 2018

Other Regions

ChinaKempinski Kempinski Hotel Harbin Harbin 350 Q2 2015Mövenpick Hotels & Resorts Movenpick Hotel Chifeng Chifeng City, Inner Mongolia 323 2017

Democratic Republic of CongoRotana Hotels Kin Arjaan Kinshasa 100 2015

GermanyKempinski Kempinski Hotel Berchtesgaden Berchtesgaden 138 Q2 2015

GhanaKempinski Kempinski Hotel Gold Coast City Accra 269 Q2 2015

IndiaMövenpick Hotels & Resorts Movenpick Hotel Kochi Kochi, Kerala 167 2015Rotana Hotels Centro Mumbai 140 2017

IndonesiaMövenpick Hotels & Resorts Movenpick Resort & Spa Jimbaran Jimbaran, Bali 295 2016

MalaysiaKempinski Kempinski Hotel 8 Conlay Kuala Lumpur 260 2020Mövenpick Hotels & Resorts Mövenpick Hotel & Convention Centre KLIA, Malaysia Kuala Lumpur 333 2017Mövenpick Hotels & Resorts Movenpick Resort & Spa Chendering Kuala Terengganu, Chendering 248 2016

NigeriaRotana Centro Lagos Lagos 250 2017

PakistanStarwood Hotels & Resorts Sheraton Islamabad Golf City Resort Islamabad 377 Q2 2017

Sri LankaMövenpick Hotels & Resorts Movenpick Hotel Colombo Colombo 219 2017

TanzaniaRotana Hotels Dar Es Salaam Rotana Dar Es Salaam 249 2017

ThailandMövenpick Hotels & Resorts Movenpick Siam Hotel Pattaya White Beach, Pattaya 264 2016Mövenpick Hotels & Resorts Movenpick Suriwongse Hotel, Chiang Mai Chiang Mai, Suriwongse 286 2017

TunisiaMövenpick Hotels & Resorts Movenpick Hotel Les Berges Du Lac Tunis Les Berges du Lac Tunis 190 2016

VietnamMövenpick Hotels & Resorts Movenpick Resort & Spa Quy Nhon Quy Nhon, Binh Dinh 229 2018














Other Regions





























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Other Regions




























Other Regions




























Other Regions















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Other Regions




























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REPORT


CASE STUDY: DRY HOTELS

Dry hotels on the upAs hotel investors make the most of increasingly available Islamic finance Sophia Soltani talks to industry experts to find out more about the upcoming rise in popularity of dry hotels across the region

With Islamic finance readily flowing into the UAE, there has more recently been a

steady increase in the number of dry hotels (a property that does not serve alcohol) popping up across the region, with figure

conclusive data supporting the dry hotel surge, total Islamic banking assets in the UAE have rose to approximately $95 bil-lion in 2013 compared to the $83 billion seen in 2012 from a report compiled by the Dubai Chamber of Commerce.

With the dry hotel trend reportedly be-ginning at the start of 2000, when Islamic finance became more readily available in the country prompting investors to build

such hotels, Rupprecht Queitsch, chief executive and senior partner at INHOCO Group discusses why the trend in dry hotels is due to further flourish and grow in popularity, “the supply of dry hotels is expected to grow within the upcoming

years, especially within the midscale and upper scale segment as a targeted offering to GCC guests and families. The growth in dry hotels is supported by the increased availability of Sharia compliant finance.”

Growing demandCommenting on the stable growth potential for the dry segment within the hospitality sector, Samir Arora, general

manager for dry hotel, Ramada Down-town Dubai explains, “we are strategically located within the city’s prime business and leisure district, Downtown Dubai. The ho-tel boasts a great view of the Burj Khalifa and the Dubai Fountain, and is a short

walk away from The Dubai Mall and Souk Al Bahar. The 181-key property features spacious suites, a penthouse, an all-day dining restaurant and facilities including a well-equipped gym and outdoor swimming pool, and I see many hotel companies gravitating towards this concept. The latest one being ‘Grand Mercure Majlis.’ There is a huge halal tourism market out there too and this region will see a major expansion

JULIE OLSSON BLOU, SENIOR PROJECT MANAGER,

INHOCO GROUP

WAEL EL BEHI, GENERAL MANAGER,

HAWTHORN SUITES BY WYNDHAM

LAURENT A. VOIVENEL, CEO HMH, HOSPITALITY

MANAGEMENT HOLDINGS

SAMIR ARORA, GENERAL MANAGER,

RAMADA DOWNTOWN DUBAI

RUPPRECHT QUEITSCH, CHIEF EXECUTIVE AND SENIOR

PARTNER AT INHOCO GROUP

“ACCORDING TO THOMSON REUTERS’ DATA, THE VALUE OF THE GLOBAL FAMILY TOURISM MARKET WAS $140 BILLION IN 2013. THE FIGURE IS SET TO RISE TO $180 BILLION BY 2018

WITH GROWTH EXPECTED TO CONTINUE AT A RATE OF 4.79% ANNUALLY UNTIL 2020”

THE HOTELIERS THE ANALYSTS



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with this differentiation. There is a huge tourism summit in Abu Dhabi in October this year focusing on Islamic tourism. This segment is growing at the rate of 300% year on year. There are many Islamic funds that want to invest in this sector, hence why we will see an uphill climb in the dry hotel market.”

With Sharia Law and a halal friendly ethos making its presence further felt across the regions hospitality sector, Laurent A. Voivenel, CEO, HMH, Hospitality Manage-ment Holdings touches upon the factors why HMH, a large scale dry hotel chain proves to continually thrive as a market leader within its segment, “given the demand for halal-friendly hotels, being alcohol-free allows us to capitalise on the enormous opportunity that exists in this segment. Being a pioneer in creating the first and 'still the only' international alcohol-free chain of hotels, HMH is the region's largest group to operate in the dry segment. Therefore, we are uniquely positioned to capitalise on the halal segment having been successful in penetrating it early. Over the years we have gathered amazing experience both in terms of operations and market intelligence in the dry hotel segment that is one of our key strengths. Unlike other companies whose aim is to have a share of the pie by creating stand-alone dry brands or hotels, all brands under HMH are halal-friendly no matter where we operate.”

“Furthermore, the Middle East is one of the fastest growing tourism and hotel markets in the world. And halal-friendly hotels will continue to claim bigger market share given the business opportunity and demand. By 2030, Muslims will make up more than a quarter of the global population rising from 1.6 billion in 2010 to 2.2 billion and 30% of this population will seek halal options.”

Family travel perks of being ‘dry’ With religious restrictions across Dubai and the UAE, only licensed hotels can indeed serve alcohol and so the dry hotel chains must find other ways in which to boost revenue and drive occupancies forward, leaving a niche in the market to be explored such as the enhancement of family travel and

THE SHARE OF DRY HOTELS WITHIN EACH SEGMENT:

5-star: 19%

4-star: 34%

3-star: 25%

2-star: 46%

1-star: 91%

(Source: INHOCO)



leisure facilities, “being a halal-friendly, family centric group, all our properties offer a safe and family-friendly environment. Our hotels offer fabulous recreation and leisure facilities as well as outstanding amenities for children such as special kids’ menus and kids clubs, this is a way to encourage travel-lers to choose one of our properties.

According to Thomson Reuters’ data, the value of the global family tourism market was $140 billion in 2013. The figure is set to rise to $180 billion by 2018 with growth expected to continue at a rate of 4.79% annually until 2020. Demand for inter-regional family travel will also remain robust with GCC population soar-ing to 53.5 million by 2020. We are eager to grow our footprint in this significant sector and are keen to have a bigger share of market as well as raise awareness among hotel developers / owners about the oppor-tunity and our strengths in the segment.” Explains Voivenel.

Also adding to the family travel ben-efits of being dry, Wael El Behi, general manager, Hawthorn Suites by Wyndham elaborates, “we are well equipped to cater

for the family travel market with our large rooms and suites overlooking the sea and the Marina. We have an excellent outdoor pool deck overlooking the Bluewater

Island, a nice and relaxing garden area, and direct access for our guests to the Walk and the JBR community, state of the art spa and beauty salon. Hawthorn Suites by Wyndham provides all these facilities and conveniences at a great value for money.

Our top 5 source markets to date holds no direct impact on our business from being a dry hotel, KSA is our number one

feeder market followed by the UK, Russia, Germany and Turkey. We will continue sourcing for potential and new emerging markets, highlighting our prime location,

product and accessibility. Our guests can go next door if they want to drink alcohol where plenty of options are available for them, but often family focused holidays have no mind to worry about alcohol, as long as our facilities cater to their other needs we will stay in business”

According to Julie Olsson Blou, senior project manager, INHOCO, “some hotels promote a dry offering, for example TAJ Palace, Dubai and Jawhara hotels promote themselves as an Islamic hotel, and these dry hotels often attract travellers with Islamic beliefs, families and single women who want calm and family friendly accommodation.”

The challengesAccording to an INHOCO analysis, 65% of hotels in Dubai do not serve alcohol, with a total of 204 dry hotels in the region, but despite there being such a high num-ber of alcohol free hotels and a number of incentivised reasons including funding and government support to launch into such new projects, as with every venture stands the challenges, and many beverage driven hotels do not face the trials and

tribulations that dry hotels indeed must overcome, El Behi discusses strategic mechanisms to overcoming these hurdles, “It undoubt-edly has an impact on the F&B revenue and profitability especially for certain types of cuisine and food concepts where alcohol is pretty much required. Hence, we strategically decided

to limit our F&B operations with an all-day dining restaurant serving buffet for the 3 meals mainly for our in-house guests, and one specialty restaurant (Asian fusion

“THE SUPPLY OF DRY HOTELS IS EXPECTED TO GROW WITHIN THE UPCOMING YEARS, ESPE-CIALLY WITHIN THE MIDSCALE AND UPPER SCALE SEGMENT AS A TARGETED OFFERING TO

GCC GUESTS AND FAMILIES. THE GROWTH IN DRY HOTELS IS SUPPORTED BY THE INCREASED AVAILABILITY OF SHARIA COMPLIANT FINANCE”

THE SHARE OF DRY HOTELS WITHIN EACH SEGMENT:

5-star: 19%

4-star: 34%

3-star: 25%

2-star: 46%

1-star: 91%

(Source: INHOCO)

67 63

52 29

11

0

5-‐star 4-‐star 3-‐star 2-‐star 1-‐star Hotel Apartments

Number of Dry and Non-‐Dry Hotel Establishments in Dubai

Dry Non-‐dry

5-star 16 67 83 19

4-star 33 63 96 34%

3-star 17 52 69 25%

2-star 25 29 54 46%

1-star 113 11 124 91%

Hotel Apartments 213 0 213 100%

Total 417 222 639 65%

(Source: INHOCO)



cuisine) where alcohol is not a must and with this business approach, we definitely have better control on the cost.

We are strategically focusing more on the room occu-pancy, revenue and profitability rather than F&B because this is where all hotels make the maximum profit margins. Hotels generally does 75 to 85% profit from the room sell against 30 to 35% profit from the F&B sell. So far our top and bottom line performance is positive including the F&B where we are showing that this department can be profitable without alcohol if it is managed and the target is set properly.”

Voivenel adds, “It all depends on the facilities at the hotel. A dry hotel can yield the same GOP as the one with alcohol, provided the facilities are defined right. After food and beverage, the largest moneymaker in a hotel is banqueting. So whenever HMH is involved in planning and development of hotel, we advise owners to allocate maximum space to meeting and banquet facilities instead of too many food and beverage outlets as that could gener-ate superb revenue.”

Touching upon the GCC travel market and preferred outlets, Arora explains “we see this more as an opportunity especially with our GCC clients. We are their first preferred hotel in Downtown area. During the peak season, our hotel fills first in the area. We do often get a challenge with some corporate companies but overall it gets compensated with many options in Downtown. All of them are within walk-ing distance. Our location and product compensate for the absence of alcohol. We have not received a single written complaint about this aspect, so we see this as an advantage.”

The pros “Contrary to popular belief, a dry hotel can be as lively and vibrant as any hotel. One of the greatest plus of a dry hotel is a safe and healthy environment that is perfect for families as well as single women travellers. These hotels tend to fo-cus on clean fun and entertainment. Creativity and passion ensure guests an exceptional experience,” explains Voivenel in full praise of the dry segment.

With the general consensus molding around the fact that dry hotels provide an accelerated safe and friendly environ-ment El Behi adds, “these kinds of hotels are more family-friendly which means safer environment and more privacy for family holidays, short vacations or weekend breaks. In addition, these types of hotels generate better profit margin if they are managed properly and set realistic budgets, dry hotels are increasing their presence in the market place gradually but surely. They are trying to diversify their products and focus on locations. Our upcoming property in 2016 will be a 4-star deluxe family and lifestyle resort on Palm Jumeirah, which will also not serve alcohol, call it brave if you like.”


F&B FEATURE

The Address Downtown Dubai

Culinary creation

More competition means F&B professionals face a daily challenge in retaining old customers and wooing new ones – so how are the region’s leading outlets managing their marketing strategies, asks Lucy Taylor?

The Address Dubai Marina


The Middle East’s top tourism destinations are working hard to beef up their credentials as gastronomic hubs and thanks

to numerous big-name brands and innova-tive new eateries opening up in locations across the UAE, Qatar and Lebanon in particular, the region’s food and beverage scene is hitting new heights.

But with so many restau-rants, bars and clubs now in operation, the competition for custom is fierce; the hottest new venue in town could flop if it doesn’t attract the right crowd, while even a long-term favou-rite can fail if its clientele loses interest.

And still more outlets are on their way, as Rotana Hotel Management Corpora-

tion’s corporate vice president for F&B operations, James Wierzelewski, observes: “The Middle East is identified as one of the key growth markets for the food and bever-age industry; it’s set for fast and profitable growth, as new hotel chains along with

outlets open up every year.” Indeed Rotana is a prime example, with

plans for 100 hotels across the region by 2020 – a pipeline that will double the brand’s portfolio of F&B outlets.

With the number of new venues continuing to rise, how do professionals

feel about the monumental marketing chal-lenge they’re facing?

According to Aldert van Zyl, director of food and drink at Radisson Blu Hotel Dubai Deira Creek, success is not simply about “where you are located and what you

have to offer”. Today, he asserts, it’s also “the way in which you are selling to the market”.

The diversity of that market is a trademark of the region’s biggest cities, and one that presents a

fierce challenge – as JW Marriott Marquis Dubai’s director of sales and marketing, John Farelly, notes.

“It’s a cultural melting pot, and as a re-sult there’s a phenomenal range of cuisines available representing every corner of the globe,” he says. “There’s also the sheer

F&B FEATURE

“YOUR RESTAURANT IS AS GOOD AS YOUR LAST GUEST. ENSURE THAT THEY RECEIVE THE BEST SERVICE AND LEAVE CONTENT-

ED, AND YOU’VE EARNED A VALUABLE PATRON WHO WILL ASSIST YOU IN YOUR JOB WITH WORD-OF-MOUTH MARKETING.”

VIVIEN IVANYI, CORPORATE DIRECTOR OF MARKETING, EMAAR HOSPITALITY GROUP


F&B FEATURE

volume of options to consider. In Dubai alone, there are more than 70 five-star hotels, and within each of those there are usually multiple restaurants, so customers are spoilt for choice.”

RESIDENTS RULEBrinda Hora is associate director of com-munications and marketing for InterCon-tinental Hotels Group Dubai Festival City – a site that includes the InterContinental and Crowne Plaza hotels, InterContinental Residence Suites and Al Badia Golf Club.

She says; “In other countries we have one restaurant and one bar per hotel, and hotel guests visit the venues rarely, whereas they go to independent restaurants more often. But here in Dubai, we see local residents dining in hotels more often than visitors – and this is one of the reasons for the significant competition within the hotel F&B market.”

This unusual propensity for local resi-dents eating at hotels has led to numerous dining options in each property – on such a scale that F&B business here has become unlike almost anywhere else in the world.

At Radisson Blu Hotel Dubai Deira Creek, van Zyl oversees 16 food and beverage outlets, ranging from a Persian restaurant to an English pub.

Similarly, Hora from InterContinental Hotels Group (IHG) and her team handle the marketing, promotion and commu-nications for 16 restaurants, as well as the spa, golf club and events.

At Emaar Hospitality Group, corporate director of marketing Vivien Ivanyi is responsible for a diverse portfolio of hos-pitality and F&B assets across three hotel brands: The Address Hotels + Resorts, Vida Hotels and Resorts and the upcoming Rove

Hotels; in addition to several leisure assets and lifestyle dining venues.

“All these outlets offer distinctive niche experiences, and we have to focus on high-lighting their differentials through integrated marketing campaigns,” she explains.

TAILOR MADEWith such a diverse range of both prod-ucts and target customers to consider, any new promotional strategy has to be meticulously tailored.

Radisson Blu’s van Zyl states; “first and foremost, the brand of the outlet needs to be established and in line with the offer-ing and target market. This includes the logo, menus, uniform, equipment and so on. Once that’s done, the outlet’s unique selling points and promotions need to be developed and defined. Lastly, the chan-nels for reaching the target consumer need to be identified.”

Marriott’s Farrelly says there’s also a great deal of research to be undertaken regarding positioning in the local market.

“Look at new trends, undertake competi-tor research, consider your target audience, operational strategy, price point – and above all, gain a clear understanding of how the product is different to competi-tors,” he advises.

Naturally, all of this has to be achieved within a set budget – with the aim of deliv-ering a swift and solid return on investment (ROI), points out IHG’s Hora.

Even once the initial campaign push is complete, there’s no let-up. As Rotana’s Wierzelewski notes, whether it’s a brand new restaurant or a fresh drive for an old favourite, marketing is an ever-evolving tool that requires constant attention.

“Menus and restaurants should be

changed and revamped occasionally to keep the guests satisfied and curious,” he says.

MEDIA MATTERSWhatever message an outlet wants to send out, it’s vital that it reaches the right audi-ence – and that’s where different marketing mediums come into play.

“We use both digital and print media channels,” says Radisson Blu’s van Zyl. “However digital has become far more im-portant and is growing at a faster rate than ever before. People are reading far less print media than they did 10 to 15 years back.

“Digital channels also offer a lot more options, enabling us to target the market more specifically and also providing far better ways of tracking the effectiveness and ROI of such advertising.”

Marriott’s Farrelly breaks it down still further: “We’ve wrapped taxis in restaurant branding, sponsored big sports and music events, developed partnerships with other key brands and engaged in filming, radio and other PR opportunities.

“Now our online presence is becoming one of the most important channels for promotion, as people now conduct and manage both their personal and profes-sional lives online.”

IHG’s Hora agrees, noting: “Trends have shown that online and social media are the most influential platforms to spread the word quickly.

“What’s more, social media allows guests to interact with us – adding comments, sharing experiences and liking what others have posted. This means the guests them-selves are evolving into ambassadors for the hotel and its promotions.”

Emaar’s Ivanyi points out that it’s vital to capitalise on in-house opportunities

“TO BOOST AN EXISTING OUTLET’S PROFILE, YOU NEED TO IMPLEMENT A FULLY INTEGRATED MARKETING CAMPAIGN THAT INCLUDES PR,

SOCIAL MEDIA, MARKETING, COMPETITIONS AND INCENTIVISED OF-FERS. ONE ELEMENT ON ITS OWN ISN’T ENOUGH IN THIS CITY TO

CREATE BUZZ AND WORD OF MOUTH” JOHN FARRELLY, DIRECTOR OF SALES AND MARKETING, JW MARRIOTT

MARQUIS DUBAI

TOP TIPS FOR AN F&B BOOST


CHAIN FOCUS


F&B FEATURE

for promotional communication as well; “we leverage our state-of-the-art room automation service that enables guests and residents of our serviced apartments to make requests with the various depart-ments within the hotel – from room service to the concierge – at the tap of a finger, with in-room iPads.”

Certainly, today’s tools are better than ever for ensuring the swift, widespread dis-semination of information – which is good news, with modern consumers hungry for more promotions and more innovation.

But both the speed of communication and the voracious market appetite raise problems, for those managing long-term marketing strategies.

As Radisson Blu’s van Zyl observes, stay-ing on the pulse is vital.

“The most common stumbling block is complacency, by not moving with and at the speed of the market,” he warns. “Outlets need to stay abreast of market movements…if your competitors do this faster than you, they will be the ones to reap the benefits.”

Another major pitfall, according to Emaar’s Ivanyi, is the lack of reliable data across several key regional markets. “It means [the industry] is often forced to rely on outdated reports or small sample surveys, which can potentially impact the effectiveness of the campaign,” she warns.

Clearly, knowledge of the relevant market and marketing mediums is vital for correct venue promotion; but, as Rotana’s Wierzelewski points out, there is another essential ingredient.

“Creativity is key,” he emphasises. “That, combined with continuous research into customer needs, rigorous staff training, and quality control at every stage of the dining experience gives a real edge.”

POINTS MAKE PRIZESWhile social media seems to be the catch-phrase for a new generation of marketeers,

a tried-and-tested format for ensuring guest commitment is a loyalty programme.

From the simple idea of earning a free coffee once you’ve bought 10, to sophisti-cated programmes offering fabulous gifts for visitors who accumulate points, this method has been successfully adopted for years.

And yet, in today’s online information-heavy world, such programmes have actually gained fresh relevance, claims Wierzelewski.

“Studies by loyalty card consulting firms such as Loyalogy have indicated that many customers suffering from ‘deal fatigue’ – caused by being bombarded by online specials – actu-ally prefer the more traditional rewards offered by a loyalty programme,” he says.

“The studies found this was particularly true of programmes that allowed points to be collected and redeemed across multiple outlets, and had clearly defined proposi-tions in which customers earned points for rewards – as opposed to those built solely on periodic, surprise free items.”

And loyalty-card appeal is not restricted to the long-term clients: Marri-ott’s Farrelly notes the new generation of customers is keen to sign up as well; “gen Y or Millennials love and expect to have their custom rewarded,” he comments. “We’ve realised that this new generation of travellers wants more instant rewards from loyalty schemes. They don’t want to build up points over years to achieve a free week somewhere; they prefer to save for a few months to earn a short break weekend, or staycation.”

Certainly, from the hotel’s perspective, these rewards are a small price to pay for securing a lifelong customer. And in a market where attractive new competitors are springing up all the time, a strong, returning clientele is key.

Fad-driven outlets will come and go – those that stand the test of time will be the ones that, through continuous and clever marketing efforts, retain their customers’ interest and, ultimately, their affection.

“BE CREATIVE TO GET PEOPLE ENGAGED ON YOUR ONLINE PLATFORMS – AS WELL AS MAINTAINING POSITIVE RELA-TIONSHIPS WITH INFLUENTIAL BLOGGERS AND MEDIA.”

ALDERT VAN ZYL, DIRECTOR OF FOOD AND DRINK, RADIS-SON BLU HOTEL DUBAI DEIRA CREEK

“MENUS AND RESTAU-RANTS SHOULD BE CHANGED AND RE-VAMPED OCCASION-ALLY TO KEEP THE GUESTS SATISFIED

AND CURIOUS,”JAMES WIERZELEWS-KI, CORPORATE VICE PRESIDENT FOR F&B OPERATIONS, ROTANA HOTEL MANAGEMENT

CORPORATION

“TRENDS HAVE SHOWN THAT ONLINE

AND SOCIAL MEDIA ARE THE MOST INFLU-

ENTIAL PLATFORMS TO SPREAD THE WORD QUICKLY.”

JBRINDA HORA, ASSO-CIATE DIRECTOR OF COMMUNICATIONS AND MARKETING,

INTERCONTINENTAL HOTELS GROUP DUBAI

FESTIVAL CITY


True and genuine French

excellence in bakery

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www.bridordefrance.comContact: [email protected]

Bridor Catering news March 2015.indd 1 02/03/2015 18:40:20

F&B INTERVIEW

As I sit down with, twice starred, Michelin Chef Vineet Bhatia, I can already sense that I am going

to be intrigued and slightly beguiled by this humble and charming chef as I dig a little deeper to find out how this small town kid with a dream of being a pilot turned his charm to becoming a world renowned chef and restaurateur.

Bhatia begins our interview talking a little about his career background, launching straight into it he tells me, “I was born into a middle class, well educated family and I was brought up in Mumbai. I always wanted to be a pilot, so I went for my exams and passed, then I went for my medical and I flunked, they said I was too short and my legs weren’t long enough! So after that, I had a few options and I went into textile designing just like my father but I soon came to realise that it wasn’t my cup of Darjeeling. I had cotton in my eyes, ears nose and everything, and so I really didn’t like that too much and I lasted five days there.

After my traumatic cotton experience I was interested in getting into hotel management, and so I was successful in getting through with one company, much to the dismay of my family who all thought I wanted to go in and clean toilets for a living, so it was easier to let them think that and off I went to the Institute of Hotel Management in Bombay.

There I was never really interested in the food, and at the time there was a film out with Tom

Cruise, called Cocktail and so that was it, I decided I wanted to be a barman to make all of the exotic cocktails and sit wooing the guests. I applied for my training and when I went for my interview, they told me I was too short to stand behind a bar counter, and all they could offer me was work in the kitchen. So I gladly accepted, knowing I wasn’t too short for this task, I walked into the kitchen and I was absolutely amazed, I fell in love with it and said to myself ‘I want to be a cook’, that is how my journey began. From all of the knock backs I found an open door, it was the perfect door for me

and it led straight into the kitchen.” Launching in to discuss his slightly

unconventional introduction to his now world famous love of food, Bhatia con-tinues, “there wasn’t a passion ignited at home for cooking, my mother always cooked good food, but never a desire to just learn, I didn’t sit on my grand-mothers lap peeling potatoes and peas, I am not the classic story that you hear from other chefs, I never did that. The beauty behind my story comes from me wanting to learn, in very simple terms, I was a reject in life, I couldn’t be a pilot nor a bartender and so I found my home in the kitchen, and what a very beautiful home it turned out to be.”

After finishing his culinary degree in 1988, Bhatia was recruited as a trainee at the The Oberoi hotel group, where he remained for three years covering all aspects of Indian cuisine and it was this time with Oberio that perhaps shaped the path of his culinary career.

After five long and fruitful years with the chain, as Bhatia explains, “I was not allowed to grow in India anymore, I wasn’t allowed to innovate and evolve there and so I realised sitting in India wasn’t helping me express myself as a cook, I realised I had to leave in order to grow. Although I was creating my own concepts and finding my own style, I was being told off for using expensive lobster, expensive ingredients,

I was being questioned as to why I was mixing, say for example king prawn in the tandoor, I was

Ashiana - a happy home Chef Vineet Bhatia sits down with Sophia Soltani to talk about his ‘happy home’, Ashiana restaurant in Sheraton Dubai Creek Hotel & Towers and how leaving a sweet taste in someone’s mouth stems deeper than just a sweet treat

“I WALKED INTO THE KITCHEN AND I WAS ABSOLUTE-LY AMAZED, I FELL IN LOVE WITH IT AND SAID TO MYSELF ‘I WANT TO BE A COOK’, THAT IS HOW MY

JOURNEY BEGAN. FROM ALL OF THE KNOCK BACKS I FOUND AN OPEN DOOR, IT WAS THE PERFECT DOOR FOR ME AND IT LED STRAIGHT INTO THE KITCHEN”

Chef Vineet Bhatia



being told, ‘Indian food does not need to be expensive’ people didn’t understand my need for growth.”

In 1993 Bhatia wound up in London at the Star of India in Kensington, and as he describes it “I realised, boy this is going to be tough, as everyone was in a mild curry state or extremely spicy curry mentality, it was either a Korma or a Vindaloo. It was in a terrible state, and the first thing I ever cooked was Gaajar Halva, a sweet offering to the Gods, and I sent this out to one of the customers, an old commander Jackson type figure and he sent the dish back to me in the kitchen, so I wondered why he had done this and went out to speak with him. This old English chap said to me ‘you need to learn how to make Gaajar Halva, as it is served into a tube and is served cold, not warm’, so you can imagine I was

facing a tough crowd.” In June 1998 Vineet teamed up with Iqbal Wahhab, to concep-

tualise the ‘Cinnamon Club’ and head up the kitchen in London, unfortunately planning permission issues led to considerable delays and in January 1999, leaving Bhatia unable to financially sustain the business, with a new house and a young son to care for the ven-ture closed. Bhatia himself describes this experience as “a blessing in disguise, as people bought into my food, so I knew people didn’t have an issue with the food, it was the investors, and people were becoming more cautious.”

It becomes evident that Bhatia’s foundations are firmly set in Rasoi, London where he was awarded a Michelin star for the sec-ond time in 2006 and he made history again in 2009 becoming the first Indian chef to hold two Michelin stars when Rasoi by Vineet, Geneva gained this same feat.

Amongst some of his greatest achievements, including a one year consultant to the first fashionable lounge and diner by the interna-tionally acclaimed FTV in the thriving hub of Mumbai F-Mumbai, he is also consulting on the menu for First and Business Class pas-sengers of Qatar Airways, plus producing his own book ‘Rasoi: new Indian kitchen.’ But when asked about these achievements, Bhaita explains, “my greatest accomplishments are not with my stars, restaurants come and go, as do fads and trends, I take great comfort in my heart knowing I have been a good father and husband. It is about the lives we touch that matter. I have left my mark in my food, so be it, a sweet taste in the peoples lives I have touched.”

Bhatia is now overseeing the menu at Sheraton Dubai Creek Hotel & Towers, where the restaurant is aptly named ‘Ashiana by Vineet’, Ashiana, translated from Hindi to English means a happy home, emphasisng all of what Bhatia himself represents. Flavours from different regions of India come together on one plate under the masterful direction of Bhatia himself, offering a gastronomic experience that is true, both to Indian food and its origins itself, as well as Bhatia’s interpretation on how it should be in the progressive world. Pan-Indian in nature the dishes have evolved with traditions at the heart of each dish.

F&B INTERVIEW


FIRST LOOK

The soon to be launched, InterConti-nental Hotel, Dubai Marina is set to open its doors this May, and IHG’s landmark new hotel recently unveiled

its wide-ranging collection of 9 food and beverage restaurants, set to feature in the hotel, offering visi-tors the facility to enjoy a variety of different and exciting gastronomic experiences.

Headlining amongst the hotel’s gigantic F&B portfolio, will be Marina Social Restaurant and The Social Room Bar, which marks celebrity chef, Jason Atherton’s entrance to the region, Atherton is set to bring with him his internationally celebrated ethos of casual, yet classic British food.

With Marina Social due to launch this Sep-tember, James Worthington, director of food and beverage, InterContinental Dubai Marina touches upon the 9 new restaurants and how the new Ma-rina property is set to make its mark on the already bustling F&B scene in Dubai. “Dubai’s growing gastro scene needed something new and excit-ing, with Marina Social, we’re really stepping it up a notch. Providing diners with an entirely new dining concept that will set a new benchmark to Dubai’s culinary offering.”

InterContinental Dubai Marina will also house Accents Restaurant Deli, an outlet Inspired by in-ternational cuisine, one of the unique highlights that the 160-seat restaurant, will be the open kitchen bar, from which diners will be able to pick fresh ingredients and witness them being prepared and cooked by the restaurant’s expert team of chefs.

Ginter, a relaxed bar venue serving a range of in-ternational light bite dishes, will be located just off the hotel’s lobby and will cater for up to 50 guests for a more intimate, casual feel, Ginter will present one of the largest collections of gin in Dubai, specialising

in gin-based cocktails and not forgetting the vast ar-ray of tonics. “Diners in Dubai are looking for more than traditional fine dining. They are increasingly expecting ‘3D’ dining experiences, that not only excite the taste buds but also the visual senses, and here at InterContinental Dubai Marina we shall be reinvigorating the Marina’s dining scene, offering a variety of options from more formal to relaxed, as we welcome our resident guests, along with the larger UAE community.” Explains Worthington

THE OUTLETSMARINA SOCIAL RESTAU-RANT AND THE SOCIA

ROOM BAR

Chef Jason Atherton’s fine dining restaurant is aiming to contribute elements of sophistication with its wood mesh panels, red coloured glass with the use of natural and raw materials were the driving force behind the design, creating a rustic ambience with the aim of looking like a renovated old space. The floor is a combination of Italian stone and solid parquet oak wood and the walls in the bar area are fair face concrete. Details such as

the interlocking wood panels in the bar area, the brass & stainless steel metal mesh screen & the wood slats in the ceiling in the main dining area accentuate the wanted natural look.

YNOT BAR & KITCHEN

The hotel’s waterfront wine bar, will stock a fabulous range of international grapes, hand chosen by the in-house food & beverage manager, Julien Coron. The bar will also include a state-of-the-art dispenser offering 24 individual wines by the glass. Y-not will serve a variety of international tapas-style dishes, providing the perfect

FURNITURE BRANDS USED INCLUDE:

Fritz HansenAndreu WorldRiva1920SancalArperGandia BlascoExpormimGrassolerRitzwellVery Wood

“DINERS IN DUBAI ARE LOOKING FOR MORE THAN TRADITIONAL FINE DINING. THEY ARE INCREASINGLY EXPECTING ‘3D’ DINING EXPERIENCES, THAT NOT ONLY EXCITE THE

TASTE BUDS BUT ALSO THE VISUAL SENSES”- JAMES WORTHINGTON, DIRECTOR OF FOOD AND BEVERAGE,

INTERCONTINENTAL DUBAI MARINA

Nine's a charmWith InterContinental Hotel in Dubai Marina about to open its doors for the first time later this month, Hotel News ME checks out its extensive line-up of nine new F&B outlets


FIRST LOOK

accompaniment to the beverages on offer and the design concept is used to create a space with an industrial look and feel with some touches of pop. The combination of rough materials such as the metal wall panels on the mezzanine level and the white painted brick walls on the ground floor with the fuchsia doors and the soft furnishing give the desired look reflecting the outlets serving feel. The main bar counters on the ground level are made of Australian Marri wood (245 years old). Accents such as the cork bar stools and the graffiti ensure that the overall look is young and playful.

ACCENTS

RESTAURANT

Open daily from 6.30am to 11pm. Inspired by international cuisine, the 160-seat restaurant,

including an outdoor terrace will offer buffet options for breakfast and an a la carte lunch and dinner. One of the unique highlights of Accents will be the open kitchen bar, from which diners will be able to pick fresh ingredients and witness them being prepared and cooked to perfection by the restaurant’s expert team of chefs, before being served to diners alongside a wide selection of beverages.

GINTER

A relaxed bar venue serving a range of international light bite dishes, will be located just off the hotel’s lobby and caters for up to 50 guests, open from 12pm to 2am. With a more intimate, casual feel, Ginter will present one of the largest collections of gin in Dubai, specialising in gin-based cocktails and not forgetting the vast array of tonics along with many more favourites.

GALLERY

LOUNGE

Open from 8am to 11pm every day, the lounge will be serving light snacks and

refreshments throughout the day, an ideal location for an informal meeting or to simply catch up on your thoughts.

ACCENTS DELI

Open daily from 7.30am to 11.00 pm. Serving a range of pastries and sandwiches, the Deli is set to be the perfect stop

for people looking for a quick coffee or relaxed catch-up with a friend whilst in the Marina.

URBAN SHISHA LOUNGE & URBAN LOUNGE

The hotel’s shisha-bar offering a calm and collective area serving Arabic inspired snacks and extenuating the poolside feel.

ST_Anz_M-iClean_90x242_GB_Sonder.indd 1 26.03.15 14:05


GOING VIRAL Mary K. Farmer, director of online programs at the Glion Institute of Higher Education explains the increased popularity of online higher education courses across the hospitality sector

Prestigious Swiss hospital-

ity management school, Glion

Institute of Higher Education is

ranked amongst the top three hospital-

ity schools worldwide and has now

brought over its courses from Europe,

across to the Middle East offering the

Glion Executive Certificate program

which has been specifically developed

to help mid-level professionals expand

their knowledge and earn qualifications

without having to interrupt their careers.

Offering flexibility in knowledge and

delivery, the program focuses on hospital-

ity business management with specialisa-

tions in leadership, finance and marketing

and can be undertaken 100% online.

Each module is delivered over a peri-

od of 8 weeks, for a total duration of 24

weeks to earn the Executive Certificate.

Alternatively, students can attend

face-to-face intensive residencies that

take place over four days at global

locations including the Glion London

campus and now in Dubai followed by

4 weeks online to complete particular

modules, thus allowing students to earn

their degrees faster.

Students are also able to transfer the

credits from the Executive Certifi-

cate into the online MBA Program

if they later choose to earn the full

degree. The Online MBA offered

by Glion is the world’s first 100%

online accredited MBA with a focus

on Hospitality Management.

Since its launch in 2010 it has

shown huge success with mid-

to-high level professionals in the

region with 11% of professionals

enrolled in the programme residing

in the Middle East.

“We had first launched these resi-

dences at our campus in London to

resounding success. As the online

programmes are very popular with

professionals in the Middle East

region, bringing the residences to

Dubai would be of great benefit

to our students,” explains Farmer.

“The uptake for the Dubai residencies

has been fantastic and we are certain

it will add another dimension to their

Glion education experience.”

TAKE 10

“Fully online postgraduate education programs have surged in popularity as the profile of the average higher education consumer has changed: a large part of the world’s student body is no

longer made up your average 25 year-old full-time student living at home, but many are mid-career hospitality employees with professional and private commitments that limit their access to tradi-

tional campus-based programs”


THE STAYING POWER TO HOLD DOWN A JOBStudying an MBA online

allows students to schedule

their academic responsi-

bilities to accommodate their

workload, which gives them the opportunity

to maintain their position while enrolling in a

fully accredited graduate programme. This not

only ensures financial stability, but also gives

participants the freedom to follow courses

from wherever their employers might require

them to travel.

FLEXIBILITYA module-based online MBA

requires participants to balance

their courses with their work

load, which in the hospitality

industry often means long and

irregular hours. It can be chal-

lenging to reconcile the two, but

the full flexibility of an online course is a lot

easier to accommodate than a typical campus-

based program.

ADVANCE CAREER Many online students are sea-

soned hospitality profession-

als who either already hold

a leading position and wish

to complete the degree they

never had the chance to take,

or they are middle management employees

who lack the academic background to further

advance their careers. For both an online MBA

can prove a rewarding experience.

RANGE OF SHORT TERM AND LONG TERM DIPLOMASApart from the full online MBA

degree, Glion offers shorter

Executive Certificates that consist of

merely three instead of ten eight-

week modules. After completing

a certificate programme, students

have the opportunity to transfer their credits

towards the pursuit of a full online MBA.

TAILORED QUALITATIVE CURRICULUM Glion Institute of Higher

Education is considered by

the industry as one of the best

in the world. According to a recent global

survey by the highly reputed UK based re-

search firm Taylor Nelson Sofres, industry

hiring managers from luxury hotels rank

Glion Institute of Higher Education among

the top 3 hospitality management schools

in the world. The curriculum and course

content of Glion’s online MBA is identi-

cal to the campus-based MBA program,

devised in collaboration with hospitality

experts and tailored to address the latest

developments and trends of the industry

and are delivered by a faculty made up of

international experts in the area.

NETWORKING WITH PEERS AND INDUSTRY LEADERSSince the latest technological

advances allow for numerous

modes of interaction

between faculty and course

participants, students have

the opportunity to exchange

with a number of peers from around the

world holding advanced positions within

the industry and in this way build a strong

network and establish lifelong friendships

by the time they graduate. Once students

have graduated, they join Glion’s

alumni network, which has over 10,000

members in over 100 countries. Glion

alumni hold various levels of positions

in the hospitality and luxury industries

and work with the industry’s most

prestigious groups. We have excellent

relationships within the industry with over

50 international companies recruiting our

students including Marriott, Rolex, LVMH,

Hyatt, Starwood and others.

SELF-DISCIPLINEWhen asked about their

experiences completing

an online MBA, many

graduates list the need for

self-discipline among the

most challenging and most

instructional aspects of the program. Since

the course work is a substantial addition

to any job description, participants are

required to make best use of their time

by clearly structuring their schedules and

respecting self-set deadlines. Although

not easy, this exercise is very valuable

in terms of setting priorities, dividing

responsibilities and meeting deadlines.

Online courses offer a dynamic envi-

ronment for learning and professional

development. The interactive learning

approach allows students to debate with

classmates from around the world and

students can immediately transfer the

concepts and skills learned to their cur-

rent workplace, offering more to both

student and employer than a traditional

distance-learning programme.

RESIDENCY SESSIONSLaunched in 2014, Glion

added optional residency

sessions to its online MBA

and Executive Certificates,

inviting faculty and students

to a weeklong series of in-

tensive on-campus courses,

covering half a module that normally

spans four weeks. These non-mandatory

sessions allow students to meet and in-

teract with their virtual peers face-to-face.

The residencies take place at Glion

pop-up campuses worldwide in London,

Singapore and most recently Dubai. The

feedback to the Dubai residencies has

been very positive as 15% of our online

MBA students reside and work in the

Middle East region.

GOOD VALUE FOR MONEYAs there are no additional

costs for travel, housing

and facilities, tuition for

online MBA programs is

usually less than half of the

campus-based program.

Upon completion, online

students are awarded an accredited and

well-regarded degree from one of the

industry’s top institutions.

DIRECT APPLICABILITYSince online students

remain in the work-

force, they have the

unique opportunity

to directly implement

the lessons learnt during

their courses and provide real-world

examples to class discussions and group

work, which in turn contributes to the

course’s content and interaction.

TAKE 10

10 REASONS TO STUDY HOSPITALITY MBA ONLINE


Maintaining a hotel is the responsibility of all staff

Ensuring your hotel remains in top working condition is the responsibility of all team members

MEET THE EXPERT

When evaluating a hotel’s perfor-mance, discussions between hotel owners and operators inevitably

turn to operating profit and the short-term com-mercial outlook.

Most performance assessments take into account the commercial aspects of the property. However, it is important to consider one basic element. The building is a key component of the hotel business. A poorly maintained asset will negatively impact occupancy and the Average Daily Rate (ADR).

So why is this factor often ignored? A Profit & Loss account contains numerous expenses relating to the property itself. Maintenance, engineering department salaries, replacement and repair costs, utilities, and AMC (annual maintenance contract) costs, are just a few examples of line item expenses directly related to the property’s upkeep. It can often represent 25% to 35% of total revenue, highlighting its importance to the hotel’s bottom line.

Ignoring these factors can lead to larger prob-lems. For example, a hotel may offer fabulous ac-commodation, but if a guest reports a poor shower experience due to water pressure problems, it will ultimately impact ADR.

Hotel operators should focus on hiring an experienced chief engineer to ensure their facilities remain in top working condition. Ironically, a chief engineer’s worth is often only acknowledged when a specific problem arises.

Ideally, the hotel’s asset management team should have the requisite expertise to evaluate typical flaws

and address them accordingly. The asset manager is ideally placed to lead this process, formulating a set of key performance indicators designed to maintain the property in optimal condition.

Utilities cost per room night, energy consump-tion comparisons between different periods, kw/h consumed per room night, on-going repairs, open requests, ratio of requests per guest, percentage of requests resolved and repair average cost ratios, are but a few examples.

When considering these factors, the asset man-ager and operator should also review them as part of their regular monthly discussions.

Ultimately, hotel staff should also be trained to focus on the physical aspects of the building and incorporate best practices in their daily responsibili-ties to ensure it remains in top working condition.

Additionally, the asset manager should regularly monitor the reserve fund to ensure adequate monies are available to cover any potential issues that may arise.

A reserve fund adequacy study should highlight any potential faults, analyse the lifecycle of key items, cover the cost of required improvements and also propose additional measures to reduce operational costs with-

About The First Group and TFG Asset Management

The First Group (www.thefirstgroup.com) is a British-owned global property develop-ment company based in Dubai, with an ex-clusive focus on creating innovative, iconic hotel projects.

The First Group Asset Management (TFG Asset Management - www.tfgassetmanage-ment.com) assists with every aspect of a com-pleted development to ensure property inves-tors get maximum return on investment.

Head of asset management, Mariano Faz, has more than 12 years of expertise in global hospitality and real estate markets and has held a number of high-level posi-tions in hotel operations.

out negatively impacting the overall guest experience. Ultimately, any assessment should also bench-

mark the property’s performance against its main competition. Being able to compare your mainte-nance or consumption ratios with your competitors will foster a stronger sense of the state of your asset.

Responsibility for the preservation and apprecia-tion of the asset lies with the asset manager and the hotel operator. However, all employees have a role to play in monitoring the day-to-day performance of the property.

“A poorly maintained asset will negatively impact occupancy

and the Average Daily Rate (ADR)”

MARIANO FAZ, HEAD OF ASSET MANAGEMENT AT TFG ASSET MANAGEMENT.

‘SAVE THE DATE’Hotel News ME is proud to launch the inaugural

Executive Housekeepers Summit.

Bringing together housekeepers from across the region for a day of workshops, panel discussions

and debate

Giving delegates a prime opportunity to network and discuss the landscape of the ever changing

hospitality industry

Wednesday 21st October 2015

Speaking Opportunities

[email protected]

Sponsorship Opportunities

[email protected]

To [email protected]


HOW UNREALISTIC SCHEDULES CAN HARM YOUR OS&E PROCUREMENT

Yasemin Akaydin Miller, managing director, PASS International FZE, discusses how impractical deadlines can harm OS&E objectives

MEET THE EXPERT

Has this ever happen to you? You are at a project meeting, looking out of the window to the hotel that is

being built and thinking about the opening date you have just been given. Have you asked yourself, if this is the same building they are talking about or you are lost in translation?

There are many reasons why projects get delayed; it is sometimes inevitable. However knowing the dates have been pushed forward and not informing the parties involved, is not a good move, especially for OS&E procurement.

What are they trying to achieve? Trying to make the owners and investors hap-py by saying ' it can be done' (well let's face it, sometimes you could loose your job if you say no) or making sure that you keep everyone who is involved in the project on their toes all the time or you like to stress others and your-self for no reason, or you are a very, very opti-mistic person and believe in miracles or you really don't know what you are doing...

I can go on with the list, but still could not understand it till this date, why a certain non achievable deadline is set or the project is de-layed and everyone is told to follow the origi-nal schedule, despite the fact that in numer-ous occasions, 'unofficially' everyone tells each other that 'it is not going to happen!'… Every-one knows, but everyone still follows blindly.

Why?There is a contract and unless someone sends you an official letter regarding the opening date, you are obliged to follow; in case a mira-cle happens, you don't want to be the one who is blamed for non-performance!

What happens next?You start working very hard to achieve the deadline. You have lots and lots of products to be sourced and to be specified. You need

YASEMIN AKAYDIN MILLER, MANAGING DIRECTOR, PASS INTERNATIONAL FZE

to get all the quotations, analyse and com-pare the costing, get approvals and issue the orders. You put pressure on everyone around you; the operator to specify, the owner to sign orders and pay deposits, the suppliers to commit on deliveries.

You continue checking with the site regard-ing the opening date. You still get the same answer. You -should- warn them about the consequences, cost implications, handling and procedural difficulties. But most of the time nothing changes.

The time comes... (Congratulations, you have managed to achieve the deadline!)You now want to organise the deliveries; you will hear the following: 'The site is not ready to receive the goods!' 'The areas are not handed over to the operator, so nothing can be received at site!''Hold on to the goods. Don't deliver them yet!' 'Ask the suppliers to keep the goods in their warehouse!'Surprise, surprise… Or should I say, smile you are on the candid camera!Can you imagine the position that you would be in as a procurement person? You pushed the suppliers to manufacture, to ship, to do what-ever they can to achieve the date, do the im-possible; at the end when the time comes, you say: 'Stop, don't deliver. We are not ready...' And now, you are even asking them to store the items for you. Is this fair? No, not really.

Will they do it? Yes, they will, up to a certain time, depending on the amount of the order. Everyone is prepared for a month's delay. But if it is over that period, then they will start charging you.

When should you deliver OSE?Other than couple of items that need installa-tion, like your mattresses, minibars, safes, TVs, everything should be delivered at least one month before the opening. The ideal and best way to deliver OSE is directly to site, where ev-erything can be received, counted, stored and placed at the right areas by the operator.

If you don't have a ready site, you have to deliver the items to a warehouse. Not an or-dinary warehouse; a big, air-conditioned and a managed warehouse. You store your items there till the site is ready to receive deliveries.

ResultNot only this has a huge cost impact on your project, it also creates big logistic issues; every-thing need to be double handled; transported, received, counted and delivered again. Along the process, it is almost inevitable to have some items broken, misplaced or lost.

The consequences at delivery are not the only obstacle; you have also created the following by achieving an unrealistic deadline:- No time for negotiation- You cannot get what you want; you get what is available - No time for customisation, making some thing special- Because of minimised production time, you pay more for the items- You rushed everything; you are open to make mistakes- You spent a lot more, not for what you get, but to clean up the mess.So, keep smiling...


How to effectively manage a tricky customer

Omar Rashid, general manager, British Standards Institution Group (BSI), Middle East WLL, Qatar discusses the effective ways in which to handle those difficult customer

complaints and minimising consumer problems

MEET THE EXPERT

As customers increasingly use self-service to purchase products, apply for services and manage

account details, the only human interaction with a company is often when something has gone wrong. As a result, customers will often rate an organisation on how well they have dealt with complaints.

With access to a wealth of information, custom-ers are often well informed about their rights, including their right to complain when things go wrong, and the impact of satisfying the complain-ing customer can prove to be incredibly positive for businesses.

Companies that are bad at handling complaints, especially with the advent of social media, risk reputational damage and a loss of customers. Over the past few years regulated industries, including utilities, have also seen record fines for poor com-plaints handling.

Prevent complaints or minimise problems caused

What should companies do when tackling com-plaints? Invest time and resources on designing strategies to prevent complaints or focus on prevent-ing problems for customers whilst also maximising customer satisfaction? The problem with many complaint prevention strategies is that they too often focus upon the wrong thing. To name a few a companies may:

• Restrict the channels that allow customers to contact them• Limit their definition of a complaint• Implement cumbersome, bureaucratic procedures for customers to follow (and get lost in the exhaustive paper trail)• Ensure staff see complaints as a negative, so that they do all they can to not record complaints • Blame staff that cause complaints• Blame customers for having unrealistic expectations

Building consumer trust

Poorly designed products, processes and systems

OMAR RASHID, GENERAL MANAGER, BRITISH STANDARDS

INSTITUTION GROUP MIDDLE EAST WLL, QATAR

can and will cause problems and may cause affected customers to complain. Poor communication, misleading advertising, unfair treatment will also cause problems, as will poorly trained, overworked and demotivated staff members. But these problems don't always cause customers to find fault. If the problem has a significant impact upon a customer, they are likely to complain.

However, if the problem has a minimal impact upon them they may not be too concerned to go through the time and effort of reporting a problem. However, another factor that must not be over-looked is trust.

If a customer trusts a company and knows that they are ready to listen and rectify the issue for them, then they are more likely to let them know when something has gone wrong and will work towards finding a mutually agreeable resolution.

Discovering the problem

The goal of effective complaints handling should not be to prevent complaints from occurring but to minimise the number of problems experienced by customers and minimise escalations.

Formal and official complaint procedures tend to result in many expressions of dissatisfaction being left unrecorded and invisible to a company. They also struggle to effectively deal with the growing number of negative comments that are scattered across social me-dia platforms, but companies that implement strategies which identify and address dissatisfaction as soon as it is raised find that not only does this have a greater im-pact in increasing satisfaction and customer advocacy,

About British Standards Institution

BSI equips companies with the necessary solutions to turn standards of best practice into habits of excellence. Formed in 1901, BSI was the world’s first National Standards Body and a founding member of the Inter-national Organisation for Standardisation (ISO). Over a century later, BSI continues to facilitate business improvement across the globe by helping clients drive performance, manage risk and grow sustainably through the adoption of international management systems standards.

Renowned for its mark of excellence in-cluding the consumer recognised BSI Kite-mark™, BSI’s influence spans multiple sectors including aerospace, construction, energy, engineering, finance, healthcare, IT and re-tail with over 70,000 clients in 150 countries.

but provides some of the best learning opportunities.Top tips on how to manage customer complaints more effectively with the help of ISO 10002:

• Get commitment and support from senior management• Engage the whole business with good internal communication• Compare existing management processes with ISO 10002 requirements • Get customer feedback on current complaints management• Establish an implementation team to get the best results• Map out and share roles responsibilities and timescales• Adapt the principles of ISO 10002 manage ment systems to your business• Motivate staff involvement with training and incentives• Train staff to understand and use the ISO 10002 system


EMPLOYEES PLACE A SUBSTANTIAL PREMIUM ON OPPORTUNITIES FOR CAREER DEVELOPMENTPiers Burton, executive director at boutique executive search firm Eagles Spearing Consulting, ponders the values of

considering existing employees in the recruitment process

MEET THE EXPERT

Not that I want to discourage my clients from using the services of professional executive search firms

such as Eagles Spearing, but I often wonder why existing employees aren’t given more consideration when it comes to selecting candidates to fill vacancies within their organ-isations. Numerous pieces of research have highlighted that ambitious individuals, who place a substantial pre-mium on career development, are much more likely to stay loyal to their employer if they feel they are learning new skills and growing in their career.

By developing and staying longer, these employees become a genuine asset of the business. Internal moves and promotions also act to create vacancies, so it’s not all doom and gloom for the recruiters.

Generally, decisions are made to ‘bring in new blood’ when a vacancy arises, overlooking the significant op-portunity for positive messaging that an internal move might create. These internal moves don’t always have to be upwards; lateral moves are often equally appeal-

PIERS BURTON, EXECUTIVE DIRECTOR, EAGLES SPEARING CONSULTING

ing to ambitious employees, providing an opportunity to broaden their skillset and to transfer their skills into a different area of the company.

Of course, if qualified individuals are identified from outside the company and can be persuaded to move from their existing employer, then that can be highly beneficial to the business too, but considerable efforts to demonstrate that internal candidates are also being given due consideration must also be made. Most firms,

larger ones in particular, provide Annual Performance Reviews for all staff and bolt on a Personal Develop-ment Plan (PDP) as part of the process.

This only yields any real value if a recognisable pro-portion of the staff are then seen to positively develop. Indeed, when we approach candidates for roles that our clients assign to us, the most common reason for want-ing to leave their current job (other than the prospect of earning more money!) is that of career stagnation. Simply put, people want growth and will look elsewhere if their companies can’t provide them with options for both occupational and monetary development.

At the end of the day, motivated and happy employees are the lifeblood of all companies, so recognising and act-ing upon their potential is much the best way of retaining and getting the best out of them. Focus on and commit-ment to PDPs really will improve employee productivity, engender loyalty and drive commercial benefit to compa-nies who recognise the motivations of their staff.


SECURITY FOCUS

In the eventuality of a crisis, how should ho-tels approach their planning strategy?

Currie: Planning for any crisis or major in-cident is a vitally important component for any hospitality setting. This should include a full series of standard operating procedures (SOPs) that are aligned to a contingency plan and escalation procedures. A central control point should also be considered and this could be the properties CCTV control room for example. An emergency response plan (ERP) should also be produced.

In all cases it is imperative that these processes and procedures are also practiced and rehearsed so that all involved in incident planning are fully aware of their duties and responsibilities. Liaison and close links with the local emergency services must also be initiated and maintained.

Tazey: Having an effective crisis management plan for a hotel is imperative. Nominated per-sonnel need to understand and execute the crisis management plan proficiently so as to ensure the safety of employees, hotel guests and the se-

curity of the facility whilst maintaining a level of business continuity.

Civil disturbance, hostage situations, natural disasters and terrorist activities are but a few sce-narios that can be classified as crisis situations and an effective crisis management plan must address each situation appropriately.

Integrated electronic security systems are a pivotal part of any hotels prevention and re-sponse to crisis situations. Public address and

digital signage systems notify staff and guests of a threat, access control systems allow or deny access to areas of the hotel and the surveillance system gives operators the ability to see events unfold either live or via recorded footage.

Ensuring all indoor and outdoor areas of the hotel are covered whilst being as un-obtrusive as possible is a challenge that hotels are faced with. At Arecont Vision we’ve developed products and technology that help hotel security direc-tors address this challenge.

Biju: We believe that the most important part of a strategy should be to be able to record and report incidents in order to have a comprehen-sive understanding of all incidents taking place and work on preventative measures. Programs such as Invotech security systems create inci-dent reports and use security logs to record and report offices dispatched to the location of the incident, as well as the incident details. This cre-ates a full tracking circle.

Narang: Hotels usually have set procedures and guidelines from their HQ on how to handle all

“VIDEO SYSTEMS PROVIDE THE VISUAL BASIS FOR DECISIONS AND PLAY AN ESSENTIAL ROLE THROUGH REAL-TIME MONITORING OF

CRITICAL AREAS AND IDENTIFICATION OF PERSONNEL AS WELL AS THE DETECTION OF DANGERS AND RISKS”

- SIMON CURRIE, DIRECTOR, TRANSGUARD SECURITY SERVICES

“TRENDS BEING SEEN ACROSS THE MIDDLE EAST ARE THOSE OF DIGITAL ADVANCEMENTS TO TRACK AND REPORT PROCEDURES THAT WERE PREVIOUSLY DONE MANUALLY. IN ADDITION, USING DISCREET PRODUCTS TO HELP SECURITY SUCH AS RFID TAGS ”

- AKHIL BIJU, SALES MANAGER MIDDLE EAST AND AFRICA, INFOSCAPE TECHNOLOGIES

Security in the spotlight Hotel News ME asks security professionals to elaborate on the latest technological advancements available to the hospitality industry and the necessary precautions hotels should take to ensure the safeguarding of the property


SECURITY FOCUS

“CIVIL DISTURBANCE, HOSTAGE SITUATIONS, AND TERRORIST ACTIVITIES ARE BUT A FEW SCENARIOS THAT CAN BE CLASSI-

FIED AS CRISIS SITUATIONS AND AN EFFECTIVE CRISIS MANAGE-MENT PLAN MUST ADDRESS EACH SITUATION APPROPRIATELY ”

- TOM TAZEY, REGIONAL MANAGER, ARECONT VISION

“HOTELS ARE NOW FOLLOWING A HIGH STANDARD OF SECURITY WHEN IT COMES TO THE MECHANICAL AND ELECTRONIC HARD-WARE BEING USED AS WELL AS SOFTWARE SOLUTIONS WITH

HIGH SECURITY” - MANIT NARANG, VICE PRESIDENT, MIDDLE EAST,

AFRICA & INDIA, VINGCARD ELSAFE

known crises, from a fire to a terrorist threat, a focal point should also be to test staff without a crisis to see how well they cope and coordinate and that procedures are followed correctly.

What are the top pointers to ensure that a hotel is secure against a crisis or a threat?

Tazey: Whether we’re talking about a small pri-

vate boutique hotel or a mammoth five star re-sort, hotel security is paramount. It’s important that all staff and not just security personnel are trained in the importance of security and what they should look out for or do in the event of a crisis or threat. By combining staff training with specialised security personnel and physical security systems, hotels can develop effective in-tegrated security programmes that will protect

the people within and the facility. A key part of the physical security layer is video surveillance.

Biju: Technology has come a long way in help-ing hotels to upgrade basic security measures. Providing an accommodating atmosphere that doesn't compromise safety is the biggest chal-lenge that hotels face. Using discrete technol-ogy such as a patrol manager to record and

on the areas and times that security patrols were last performed on the premises are small steps a property can take to ensure added security. In addition streamlining procedures for guest logs, lost and found and key tracking makes it easier for staff and the management.

Currie: All hotel groups consider guest com-fort and security as priorities, particularly when faced with today's global security challenges. The following should always be considered as proactive security programmes, which must be-come an integral part of all hotels’ operations. Well-trained staff that are responsible and ac-countable for the security and well-being of guests and visitors. The use of advanced secu-rity technologies aligned with physical security measures to facilitate comprehensive security protocols, such as; integrated surveillance sys-tems, advanced lock and access control systems and sophisticated asset protection tools. Rigor-ous security and safety site specific documen-tation assessments and reviews, dedicated fire, life, safety systems and monitoring plus com-prehensive emergency response plans along with regular staff training reviews.

Narang: For us at VingCard, we are in the busi-ness of access control to maintain levels of se-curity for guest rooms and at the back of house services. The latest technology that we offer is our wired, or wireless online solutions that can be integrated with various other hotel manage-ment systems and software, offering intelligent and efficient solutions.

What are some of the latest technologies available on the market for the hospitality industry, and what new advancements do you expect to see in the near future?

Currie: There are a number of potential risks that can affect the hospitality industry includ-ing, terrorism and extremism, environmental catastrophes, fire, robbery, burglary and spy-ing (industrial espionage), theft and vandalism. These risks need to be identified and controlled through the use of physical and technological based security solutions. Identifying and assess-ing risks and then implementing adequate mea-sures and controls to counter these risks. This may be outsourced to professional agencies, in-trusion detection both active and passive with the use of mechanical protection equipment with electronic alarm systems. Access controls and authorisation using a flexible and adaptable authentication of individuals, with the ability to configure access rights both geographically and chronologically. Systems should also be in-tegrated to other property systems such as the building management systems (BMS).

Video surveillance has a proven to be a key ele-ment of any modern security system acting both as a deterrent and a valuable asset in post-event analysis and in sophisticated security concepts video systems provide the visual basis for deci-sions and play an essential role through real-time

monitoring of critical areas and the identification of personnel as well as the detection of dangers and risks, biometric systems including facial recognition and central control rooms with the ability to use, monitor and control all systems.

Tazey: In terms of video surveillance, there has been a drastic improvement in available tech-nology over the last five years. Analogue video surveillance systems were the norm in the early to mid 2000’s then the advantages of IP video moved the industry into the digital space. To-day, we’re seeing a further migration to HD and multi megapixel resolution surveillance systems driven by the users need to capture more detail. The biggest advantage of megapixel resolution surveillance systems is the fantastic return on investment they provide. Implementing a sur-veillance system around megapixel technology actually reduces the number of cameras needed to effectively monitor a facility without com-promising on image detail. Reducing the num-ber of cameras in a surveillance system requires less supporting infrastructure and installation time which all lead to lower total cost of owner-ship for the user.

We at Arecont Vision continue to lead the way in megapixel surveillance technology with new innovative, industry first products that de-liver multi megapixel video and a lower total cost of ownership to our customers. Our Sur-roundVideo Omni series product is a perfect example. Delivering revolutionary flexibility, our SurroundVideo Omni multi-sensor multi-megapixel cameras provide ample resolution to zoom-in for details in live and recorded video. As in our industry leading SurroundVideo se-ries, we’ve maintained our four image sensor set up and integrated the four imagers, each with a choice of IR corrected lens, into an IP66 rated /

SECURITY FOCUS



IK-10 impact resistant dome housing. A unique track design allows the four individual sensor gimbals to be independently placed in nearly any configuration including hallway intersec-tions, lobby’s or in a 270-degree view at the cor-ner of a building, replacing the traditional pan, tilt zoom camera.

Biju: Digitalising procedures that were previ-ously manual to ensure better tracking and re-porting is the need of the hour. The latest tech-nologies include security route tracking using RFIDs, also tracking important assets like keys and lockers. Systems that can track lost and found items, visitor logs and incident reports are revolutionising the hospitality industry. The InvoTech Security System manages all security responsibilities from one system, which cen-tralises the management tools and information.

What are the current trends being seen in the Middle East regarding the security within a hotel?

Currie: Within the UAE the security industry is regulated by the police and in Dubai this is covered under Federal Law 24 through the Department of Protective Systems (DPS). In Abu Dhabi and all other Emirates it is covered under Federal Law 37 through the Private Se-curity Business Department (PSBD). Both agencies have issued a number of directives and mandates relating to security. All agencies are required by law to ensure they remain compli-ant to these regulations. The main factors that affect hotels have been the requirement to in-stall cameras in every corridor and reception. Enhanced and specific security training courses have also been introduced for any staff deployed in a hospitality setting.

Biju: Trends that are being seen in the Middle East are those of digital technology to track and report procedures that were previously done manually. In addition, using discreet products to help security such as RFID tags to time stamp and track the route taken by security guards. Ho-tels are moving towards making life easier by in-stalling programs such as Invotech Security Sys-tem. Efficiency and simplicity are main reason systems like this are being implemented.

Tazey: The Middle East has some of the finest hotels in the world and we at Arecont Vision can boast to having some of them as customers. For these hotels, the security of their guest and staff is critical and we see them as early adopters of

the latest surveillance technology. HD (1080p) resolution is now a common demand and we’re starting to see 3, 5, 8, 12 and 20 megapixel technology being employed. Capturing video at these resolutions provides greater image de-tail for digital zooming which helps hotels meet both their legal and operational requirements whilst future proofing their investment.

Video content analytics (VCA) use within hotels is also on the rise. Video content ana-lytics allow users to better manage their video, leading to time savings and increased opera-tional efficiency.

Narang: Hotels are now following a high stan-dard of security when it comes to the mechani-cal and electronic hardware being used as well as software solutions with high security, so as technology advances so does the ways in which the sector utilises these advancements.

How should management teams train their staff in terms of security?

Tazey: In conjunction with the hotel surveil-lance system, staff are the eyes and ears on the ground. Staff response to any crisis or unusual behavior should be consistent and professional hence ongoing security training is vital. Be-fore any training occurs, security directors should understand what their staff are cur-rently doing or not doing in relation to safety and security. They should then lay out a clear end goal and identify the key steps needed to achieve their goals.

Currie: Extensive training modules on secu-rity management and supervisory skills should be produced and delivered. Security managers should obtain any local or regional manda-tory security qualification and licensing. They should also aspire to gain certified security

professional accreditation. Investment in additional training for all se-

curity guards should also be delivered includ-ing English language training, customer service training, conflict resolution training and im-portantly externally certified first aid and fire marshal training as a minimum.

Biju: Hotel security is only as good as the level of training given to staff, who serve as manage-ment's eyes and ears. Training should be an ongoing enterprise, with the aim of ensuring a consistent, professional response to all emer-gencies. Management should empower staff to take responsibility in addressing unusual behav-ior that occurs on hotel property, without jeop-ardising their own safety.

What elements of hotel security should be outsourced and why?

Currie: There are many elements of a security function that a hotel may decide to outsource. These can include the following, security guards and control room CCTV staff, which may be a cheaper option for respective properties. Con-sultancy services may be outsourced to gather professional advice and guidance on all hotel security needs, risks, assessments, protocols and procedures. This may be required where a chief security professional is not directly employed. Concierge staff again for financial and commer-cial reasons, car park management as this is a specific function that should be carried out by professional agencies delivering these services and door-staff for hotel bars and nightclubs.

Tazey: Like many things, outsourcing hotel se-curity has its pros and cons. On the one hand, it’s more cost effective option whether it be manned security or SAAS, whereas keeping se-curity in house provides more value for money, flexibility and better quality control. It’s impor-tant to strike the right balance between security personnel overheads and the security require-ment and this is where outsourcing adds value. Hotels that host large events can outsource se-curity to work in conjunction with their exist-ing staff specifically for that function and even assign the cost to the specific project P&L.

Biju: All security related activity needs to be tracked, such as keys and security equipment, officer dispatch activity, visitors on property, se-curity patrols, security incidents, lost and found items, staff locker assignments, and more, which can be done with Invotech Security Sys-

SECURITY FOCUS


SECURITY FOCUS

ASSA ABLOY Hospitality Mobile AccessWith this revolutionary new ASSA ABLOY Hospitality Mobile Access, your

guests can skip the front desk, using their smartphone or watch as a secure key. This award-winning Seos technology from ASSA ABLOY maximises

operational efficiency, guest loyalty and convenience, while reducing costs. As the technology and market leader in mobile access, we have already installed more than 30,000 mobile-operated VingCard hotel locks all over the world.

[email protected]

VingCard EssenceThis invisible door lock, the ultimate in minimalistic locking solutions is an entirely new concept in locking design and technology, patent pending.

Essence takes minimalism to the extreme, eliminating all lock hardware on the door by encasing all electronic components inside the door itself and

making security virtually invisible to hotel [email protected]

VingCard AllureWith VingCard Allure, all external hardware on the door has now been

completely eliminated through the use of a futuristic signage panel that adds a host of additional benefits and functionality to the locking system. These include a higher degree of flexibility in design, as well as the ability to add guest-facing in-room features such as “Do Not Disturb (DND) and “Make

Up Room” (MUR) notifications to hotel staff. This is accomplished through an interactive touch panel located inside the room, An LED light on the door lock

alerts staff of the request, so that guests are not disturbed [email protected]

Elsafe ZenithThe choice of in-room electronic safes becomes easy when you can choose Zenith to secure your guests' belongings. Zenith is advanced and economical

security, with the industry's leading audit trail system that allows you to print out comprehensive reports on all safe activities. Zenith is available in many sizes and

models to complement your hotel room regardless of style and need.

[email protected]

VingCard Visionline Visionline is a wireless locking solution that has stand-alone electronic hotel locks operating in online mode through Radio Frequency (RF-online) that is based on Zigbee high security open platform. VingCard Visionline contains

numerous features that will lead to major benefits for your property. Visionline by VingCard integrates with all of VingCard and Elsafe online locks, safes and

energy management [email protected]

InvoTech Security EquipmentThe InvoTech Security System is used to manage all aspects of security operations. The system integrates specialised equipment to efficiently record daily activity and processes. These integrated technologies facilitate paperless security operations.

The system establishes control, improves efficiency, provides critical information, and reduces liability, functionalities incude, key/inventory tracking, patrol management,

security logs, incident reports, lost and found plus lockers.infoscapeme.com

[email protected]

SurroundVideo Omni CameraArecont Vision’s SurroundVideo Omni Cameras feature four multi-megapixel

sensors that can be individually adjusted to capture different fields of view within a full 360° range. This allows a single camera to provide detailed coverage of a wide

area including the ability to provide views directly under the camera or multiple fields of view using a variety of lens options. The cameras are available in 5 MP, 8MP, 12MP and 20MP configurations and feature Arecont Vision’s WDR technology in the 12MP configuration, which delivers a dynamic range of up to 100dB at full

resolution without lowering the frame rates. arecontvision.com

[email protected]

The AV1145 MegaBallThe AV1145 MegaBall 1.3-megapixel network camera is part of Arecont

Vision’s full line of H.264 MegaBall™ cameras. This fully-compliant implementation of H.264 (MPEG-4, Part 10) provides full 1280 x 1024

megapixel resolution at full video frame rates of 42 frames per second (fps). The AV1145 camera line provides an all-in-one indoor 3" ball shape solution with integrated 1.3-megapixel camera, 4mm or 3.3-10mm IR corrected lens,

wall mount or dome enclosure options. arecontvision.com

[email protected]

PRODUCTS YOU SHOULD KNOW ABOUTShowcasing some of the latest innovative products available to the hospitality sector


TECH SAVVY SECURITYDalibor Dimitrievski, head of security, Waldorf Astoria, Ras Al Khaimah highlights how

technology has revolutionised hotel security and the daily challenges hotels face keeping a property out of harm's way

SECURITY FOCUS: EXPERT VIEW

The advancements in technology have revolutionised security and safety over the course of the past ten years, in a really positive and

exciting way. There are many new security systems that now assist the smooth day-to-day running of a busy operation, whether it is in a hotels or across other industries and platforms such as airports, shopping centres and sports stadiums.

Hotels are consistently improving their systems installed which range from state-of-the-art video surveillance, access control and fire protection systems. Having this new technology not only allows security teams to have better access to vital information, but also increases guest, staff and customer safety therefore making every day living a lot safer.

There are many new products on the market that are assisting security and safety levels, one in particular that has vastly improved the ways in which we identify a potential suspect or se-curity threat, include new facility developments such as facial recognition systems. A person’s face is instantly recognisable with its unique and individual features and people know this now, so it can also prove as a deterrent.

Huge and intelligent database systems can be searched for those features to see if they are recognised by the police, security and Interpol systems. This equipment is extremely useful in places that experience regular, high footfall.

Additionally, with the aid of high resolu-tion cameras, which are extremely effective in gaining accurate detail of any incident, acci-dent or natural disaster, data can be recorded and the footage reviewed at a later date which is crucial to any property and hotel, as this helps understand what went wrong and why, essentially preventing any future occur-rences of the same security breach. Often, these cameras can also help with something as trivial as guests misplacing their personal belongings, and so these cameras are perfect in assisting in locating these goods.

Technology is also now so advanced, that

DALIBOR DIMITRIEVSKI, HEAD OF SECURITY, WALDORF ASTORIA, RAS AL KHAIMAH

things like body heat detectors highlight excessive body heat which, shows us people who are under stress, duress, or suffering high levels of anxiety, this then highlights the al-teration of an individuals mood, personal characteristics and any nervousness. This as-sists security teams, in high traffic areas and offers the facility to monitor a lone person in a crowd that is displaying these tale-tale signs, which then makes them easier to track and assess suspicious movements. Such in-formation enables the security team to pre-meditate a situation, which can very much

so lead to preventing terrorism, trafficking, assisting in cases that could involve danger-ous and mental instability conditions and uncalculated reactions, all of which can lead to unwanted consequences. This equipment shows an increase in body temperature, heart beat and blood pressure.

Having a high class video surveillance and fire protection system is costly but extremely worthwhile as these systems can detect the onset of a water leak, electrical malfunction, sprinkler damage, sewage issues and elevator problems which can all lead to a breach in se-curity. This eases the process of any potential issue with speed and efficiency, saving time and potentially huge damage costs. These systems increase visibility and access to all of the surrounding areas of a hotel, which pro-vides a safe environment for guests and staff alike, anything out of the ordinary is flagged early so that prompt action can be taken.

Access control systems border specific areas for limited access and we have moved from physically unlocking doors to systems that are only activated by codes, finger-prints, eye scanners and voice recognition. Technology is changing and pro-actively making it easier for security professionals to limit movement of unwanted personal in restricted areas. Signing in and out systems are also vital in case of an emergency that requires evacuation.

Metal detection systems are also vital in high-footfall environments; these provide a quick and unobtrusive method of detailing unauthorised entry of weapons or other pro-hibited materials.

All in all, these systems are very costly, but it affords security teams additional sets of eyes and data intelligence, which, not only can protect properties such as hotels and shopping facilities but more importantly people. The world today is very fast paced and travel is very easy, nothing seems out of the ordinary any more. These systems assist in preventing problems, foreseeing issues and providing necessary proof.

“ADDITIONALLY, WITH THE AID OF HIGH RESOLUTION CAMERAS, WHICH ARE EXTREMELY EFFECTIVE IN GAINING

ACCURATE DETAIL OF ANY INCIDENT, ACCIDENT OR NATURAL DISASTER, DATA CAN BE RECORDED AND THE

FOOTAGE REVIEWED AT A LATER DATE WHICH IS CRUCIAL TO ANY PROPERTY AND HOTEL, AS THIS HELPS UNDER-

STAND WHAT WENT WRONG AND WHY, ESSENTIALLY PREVENTING ANY FUTURE OCCURRENCES OF THE SAME

SECURITY BREACH”

Showcasing some of the latest innovative products available to the hospitality sector


Market placeThe supplier and buyer roundup of news, products and services

DESERT RIVER OPENS ITS DOORS IN OMANDesert River, the Dubai-based supplier of high-end furniture and event rentals recently announced its partnership with Muscat-based m co. signing their first franchise agreement for the Desert River Event Rentals brand.

With three current divisions: m events, m media and m décor, Desert River becomes the fourth addition in the m co portfolio. The new company, Desert River Event Rentals Oman, will help both companies reach a wider, more international audience for events rentals, as well as increase the speed at which Desert River can supply furniture for events in Oman.

m co, an SME that is spearheaded by entrepreneur Maha Al Lamki and was first established in 2006 with m decor, an interior design agency which was quickly joined by m events, a full-service events management company and m media, a branding communications agency.

“The standard of events that clients in Oman are demanding has become so much higher over the past three years and the furniture and accessories that are available here was not reflecting that. When we looked at the products and services that Desert River was offering in Dubai, and the way that clients and guests were reacting to them, we felt that the time was right to take this step and give the market what it needs.” explained Maha from m events.

In 2014 Desert River, grew its operations to 25 staff members and went from one product line to four international anchor brands including, Fermob, Fatboy, ImagiLights and Slide, plus also representing brands such as Moree, Bloom, Extremis and Design of Love. Desert River has also announced that it will be investing the amount of 2,000,000 AED in new European style contemporary furniture lines for its event rentals business, an additional benefit to the success of the Oman branch.

ROBOT COUPE LAUNCHES NEW GENERATION OF MP ULTRA POWER MIXERS

Robot-Coupe recently presented its new generation of MP Ultra power mixers for improved ergonomics and optimal hygiene. This new generation presents a brand new patented system called ‘Easy Plug’ which makes it easier to replace the power cord during after-sales servicing for example. The machines are equipped with an ergonomic handle and a variable speed button which is designed to be easy to use with just one hand. A lug on the motor housing can serve

as a rest and a pivot on the rim of a pan making it easier to handle and the new power cord rolling system facilitates easy storage with optimum lifespan. Additionally, the bell and the stainless steel blade can be easily dismantles for cleaning.

Richard Liddle & Maha Al Lamki from m co and Claudia van der Werf & Michiel Schroeder from Desert River celebrate the launch of their partnership

The MP 450 Ultra

NESPRESSO INTRODUCE THE LATTISSIMA TOUCHNespresso is introducing the Lattissima Touch to the market as part of the Lattissima range which was initially launched in 2007 and the Lattissima Touch has now been redesigned to offer even more features for coffee connoisseurs with brand new integrated technology, the machine can create six recipes at the touch

of a button including Ristretto and milk froth as two new features. The pre-heating times for the coffee and milk have been further improved so that the coffee is served even quicker.

The Lattissima Touch in white

MARKETPLACE


ELECTROLUX PROFESSIONAL WINS A RED DOT DESIGN AWARD For the second year in a row, Electrolux Professional has maintained its strong track record of winning submissions for the Red Dot Design Award and after the success of the thermaline M2M, made to Measure being recognised as Red Dot’s Best of the Best for highest quality and ground-breaking design in 2014, this year the green&clean Hood Type dishwasher won the prestigious Red Dot Award for Product Design 2015.

The international Red Dot jury, composed of accomplished designers, design experts and specialist journalists from all around the world, evaluated 4,928 innovative entries from 56 countries and awarded the Electrolux green&clean Hood Type dishwasher for its high quality in design.

Commenting on the win, Michele Cadamuro, design director at Electrolux group design explained, “we are honored to receive the prestigious Red Dot Award for Product Design 2015 and this award is a welcome addition to the exceptional recognition achieved by the thermaline M2M - Made to Measure last year, and clearly shows how Electrolux Professional can make the difference and successfully measure itself against the best in the industry for its design excellence.”

Features of the green&clean Hood Type dishwasher include: a double skin hood with a sloped ceiling

for improved rinsing performance, low noise level, slanted wash arms and ceiling for maximum performance as wash water no longer drops on dishes after rinsing phase, guaranteeing optimal results, a clear filtering system which maximises washing performance and lowers running costs, a 24 litre pressed tank in front of the machine which makes cleaning operations faster and easier, a continuous water softener that provides spot-free results and reduces scale build-up, so a sensor advices when the salt container needs refilling. Integrated to avoid overflowing during salt refilling and it is also an Energy Saving Device which is highly efficient and has no need for additional ventilation.

A MODERN TWIST Inspired by the current passion for organic provenance styled menus and infused with the origins of hand-made ceramic craftsmanship, Dudson’s new harvest collection takes food presentation to an ‘organic’ level, the glaze has been specifically developed to pool around embossments of barley and wheat, creating striking textured effects.

MARKETPLACE

Electrolux Professional green&clean Hood-Type dishwasher in white


Kohler launches new Aleo and Aleo+ Faucet collectionkitchen and bath design and technology company, Kohler has announced today the launch of the its new Aleo and Aleo+ Faucet collection in the UAE and Middle East, stemming from the supposed demand from consumers for products that combine functionality and unique design concepts, commenting on the new range, Pascale Delplace, marketing manager, EMEA, Kohler Brand explains, “these new collections offer a comprehensive line-up of affordably priced faucets for vanity tops, baths and showers to create a complete bathroom solution that draws beauty from the subtlety of the Aleo design, and flat surfaces, geometric profiles and softened lines provide modern comfort in the Aleo and Aleo+ ranges.

Aleo and Aleo+ were designed with the same focus on detail and quality, and each expresses this requirement with its own personality.”

The Aleo lever features a flat top surface, matching the spout contour for comfortable, simple adjustment and with its much narrower lever, Aleo+ boasts a minimalist design that offers a sleek aesthetic with its slender shape. To ensure that the quality of the water flowing through the faucets remains consistent, an internal polymer passageway keeps water away from metal parts of the faucets.

Both mixers are designed in a way that is easy to care for with the aerator on the end of the spout, which can be replaced without a specialty tool, specifically designed to allow users to remove the aerator with a coin. The faucets are also easy to install and come with anti-twist hoses. Always striving for optimal performance while reducing water usage, Kohler engineered the faucets to be water-efficient, with flow limited to 5 liters per minute.

According to GfK market research, LG Electronics has been revealed for the second year running as in the UAE as the industrys favorite choice in refrigerators and washing machines.

The GfK data revealed that LG refrigerators maintained the top rank in the highly competitive UAE market whilst LG’s value based share continued to increase from 22.0% in 2013 to 23.1% in 2014.

Additionally, LG’s washing machines have also led in terms of market share in the UAE having achieved 33% in 2014 and the companies growth is up from 26.9% in the same period in 2013, reflecting a 6.1% increase. Furthermore, LG’s Washing machines volume of sales has also risen by 5.4% which are substantial growth figures.

LG’s Dual Door-in-Door refrigerator has received awards from leading electric trade media in the UK, Innovative Electrical Retailing (IER) and trusted reviews for its energy saving capabilities and convenience. It’s double layered doors open with the simple push of a button, revealing its surprisingly spacious compartments with unexpected ease whilst also reducing cold air loss from the central compartment by as much as 41%.

GfK announces LG as number one refrigerator and washing machine choice in the UAE

MARKETPLACE

The Aleo and Aleo+ Faucet collection


SILENT NIGHT GOES UP TO JEBEL HAFEETStaff members from Silent Night LLC, participated in a team building exercise and climbed up the tough, long trail to reach the peak of Jebel Hafeet as a group to whiteness the spectacular views just before sunset. Split over two climbs, the event was held in aid of learning to build and strengthen camaraderie and encourage positive team-work amongst members of the organisation. Chris Gourdie, MD of Silent Night partook in both climbs, taking the first group of 24 employees up to Hafeet and a party of 27 on the second climb, embedding a sense of achievement and belonging amongst his colleagues.

RAMADAN REFURBISHMENTS

Timing is everything when undertaking a flooring refurbishment at a hospitality venue, as the unavoidable operational downtime that it incurs needs to be minimised as much as possible to avoid inconvenience to visitors and revenue loss.The low activity levels that the can expect from mid June to mid July provides an ideal opportunity to revitalise with a fresh floor finish. Ramadan and soaring regional temperatures will combine to make these weeks some of 2015’s quietest for the leisure and tourism industry. To exemplify this point, in the same period last year with temperatures as high as 46°C led to an occupancy rate of just 41.2% in hotels across Dubai. By making use of fast cure flooring systems a facility can install a brand new surface during the inevitably quiet daytime hours that will be fully functional for the evening’s Iftar. Resin systems enhanced with methyl methacrylate (MMA) technology allow for the creation of colourful, seamless and hard wearing surfaces that are fully trafficable only two hours after installation.MMA floors are able to maintain a high-quality finish within large-scale commercial facilities thanks to a combination of characteristics, including being abrasion resistant and robust enough to withstand continuous heavy footfall, spillages, intense cleaning routines and exposure to the types of chemicals likely to be found on-site.

5 MINUTES WITH…Could you provide a description of your company?The Arpal brand has been visible in the Middle East for over 35 years and Arpal Gulf LLC is a wholly owned subsidiary company of RP Adam Ltd, which serves the GCC countries and others in the region. RP Adam’s long term relationship with the Middle East began in 1977, when the company was exhibiting in London, and a chance meeting with a visitor from Saudi Arabia led to the current chairman visiting the Kingdom of Saudi Arabia and reached agreement for the import of Arpal branded chemicals into the Kingdom.

What does your company offer that other suppliers in your field do not? Having been the first Western company to sell cleaning and hygiene products into Saudi Arabia in 1977, the company decided to set up its own operation there in 1979, with the support and sponsorship of HRH Prince Mohammed Al Faisal Al Saud. In 1983, the company was recognised as an outstanding ambassador for UK business abroad, when it was awarded the Queens Award for export achievement. In the early 1990s we took our first steps into the Gulf and, seeing the huge potential in the region, set up Arpal Gulf LLC in 1996.

What services do you supply to the hospitality sector? In UAE we believe in doing the job right first time every time, using our own engineers and field service personnel rather than contractor services, thus ensuring that we deliver our quality promises every day. As in UK, when customers buy Arpal ‘Blue Box’ products, they are buying quality, value and reliability.

Whether in UK or abroad, we don’t just sell chemicals; it goes much further than that, we deliver clean plates, clean linen and hygienically clean surfaces within a framework of a robust and dependable service and support package.

John Gavigan, Managing Director, ARPAL

GULF LLC

MARKETPLACE

Will Facer, marketing manager, Flowcrete Middle East FZCO, runs through the pros of refurbishing during Ramadan


Corporate Director of FinanceComplex Director of EngineeringDirector of Sales & MarketingComplex Executive Housekeeper

Laundry ManagerRevenue ManagerSales Manager

General ManagerDirector of OperationsHR Director

Training ManagerDirector of F&BBar ManagerExecutive Chef

Bin Eid is highly specialized in Senior Level Search & Placement of Hotel/Hospitality Industry Professionals. Our clients include prominent 5 star hotels (international chains), 4 star deluxe properties and other hospitality and leisure industry establishments

in UAE and other gulf countries. We are now in the process of filling in the above positions for our clients in the UAE, GCC and other countries

CV may be forwarded by email to M.D. Warrier indicating the present/expected salary

BIN EID EXECUTIVE SEARCH Specialised in 5* Hotel Sector PO Box 5455 Sharjah, United Arab Emirates Email: [email protected] Tel: +971 6 5686144 Website: www.bineid.com

BIN EID EXECUTIVE SEARCH & SELECTION(Specialised in 5* Hotel Sector)

COMPETITIONTo be in with a chance

of winning these basketweave 30cm x

41cm botanic coloured Hilewich place mats x 4 Style simply answer the

question below:

‘Original Chil-ewich placemats are manufactured in the

US but who dis-tributes them in the

UAE?’

Email your answers to [email protected] with the subject line ‘competition’.

Room with a viewTHIS MONTH’S ROOM WITH A VIEW GOES TO THE HARMONIOUSLY TRANQUIL MACHU PICCHU SANCTUARY LODGE IN PERU

This enchanting hotel entices the draw of Machu Picchu, which means “old mountain” in the Quechua language, the hotel is surrounded by a a 550-year old citadel built by the most advanced, and in Peru the very last, pre-Columbian society in the spectacular setting of a saddle between two forest-clad Andean peaks that has been preserved enough to be recognisable as a city. It is high: 7,973ft above sea level, close by with ruins are the size of a village, and combined with ad-joining forest and wilderness park, the ‘historical sanctuary’, as Unesco describes it, covers more than 116 square miles. It is also mysterious and quietly intriguing and The Belmond Sanctuary Lodge is the only hotel located adjacent to the ancient Inca citadel of Machu Picchu offering its guests exceptionally easy access from early morning to late afternoon, when most of the day visitors and buses have left enabling time to rejuvenate and explore.

Machu Picchu is also set in humid subtropical forests, providing a protected habitat for ferns and palms and several endangered species, notably the spectacled bear. So if you add in swirling clouds, llamas grazing on the terraces and the option to arrive following a hike on mountain trails or a train trip through the valley of the Urubamba River, the ‘Sacred’ showing that the Sanctuary Lodge has well and truly earned its name.

LAST WORD


The secret to a great night’s sleep

Registered Office: Al Lttihad Street, P.O. Box 2604, Ajman - UAETel: (+971 6) 740 7264 / 740 7511 Fax: (+971 6) 740 8550

Email: [email protected] | Facebook: @SilentnightUAE.1978Website: www.silentnight.ae

For further information, please contact the following:MATTHEW GO CHRIS [email protected] [email protected](+971) 55 6854 882

Silentnight UAE LLC has been in the UAE since 1978manufacturing quality mattresses not only for the retailsector as the UK’s No.1 brand but also for the contractsector supplying quality mattresses and divan beds andaccessories for all sections of the contract market.

Silentnight is the UK’s largestbed manufacturer with over 60years of excellence.

Voted one of the UK’s strongestbrands by experts & consumers

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