Hospitality Business Middle East, June 2013

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Publication licensed by IMPZ

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DTCM director of hotel classifcation, Ma[|6 k| Marr|, speaks
exclusively to Hospitality Business Middle East about the development
of the Hotel Classifcation System and the ambitious vision that will
welcome 20 million annual visitors by 2020
CONTENTS
cpimediagroup.com JUNE 2013 HOSPITALITY BUSINESS MIDDLE EAST / 1
36
VP SPOTLIGHT
STARWOODS GUIDO
DE WILDE AND FRITS
VAN PAASSCHEN
EXPLAIN HOW THE
RISE IN MOBILE
BOOKINGS
WILL DRIVE THE
GROUPS HUGE
EXPANSION PLANS
20
GM PROFILE
NEWLY APPOINTED
GM OF DUBAIS
FIRST 5-STAR HOTEL,
TIM CORDON,
REVEALS SOME
OF THE CHANGES
UNDERFOOT AT THE
HISTORICAL CREEK-
SIDE PROPERTY
30
COVER STORY
THE FULL STORY
BEHIND DTCMS
HISTORICAL
MONTH, INCLUDING
THE NEW HOTEL
CLASSIFICATION
SYSTEM AND THE
20MILLION BY 2020
VISITOR TARGET
22
ROUNDTABLE
HOW MUCH OF A
5-STAR EXPERIENCE
CAN I.T. CREATE?
AND COULD SELF-
SERVICE KIOSKS AND
TABLET COMPUTERS
CHANGE THE
CHECK-IN PROCESS
FOREVER?
44
HYGIENE SUMMIT
BEHIND THE SCENES
AT LAST MONTHS
HOSPITALITY
HYGIENE SUMMIT,
WHERE WE TALK
CHEMICALS,
EQUIPMENT AND
ENVIRONMENT WITH
THE EXPERTS
48
SPECIAL FEATURE
DO YOUR RECREATION
FACILITIES MEET
THEIR REVENUE
GENERATING
POTENTIAL? GYM
OPERATORS AND
REVENUE EXPERTS
SHARE THEIR
SUCCESS TIPS
REGULARS
04 EDITORS
COMMENT
06 NEWS 11 DATA
14 DTCM NEWS
18 TENDERS
50 PRODUCT
WATCH
53 APPOINTMENT
NEWS 54 JOBS
56 COLUMN
36
20
30 22
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4 / HOSPITALITY BUSINESS MIDDLE EAST JUNE 2013
Rising stars
With leadership
as ambitious as Dubais,
such things are not left
to chance
L
ast month saw thousands of
industry professionals descend on
Dubai for Arabian Travel Market.
Almost every exhibiting hotel
chain had news of expansions and
diversifcation, CSR projects and staf
development drives.
But it was DTCM that really stole
the thunder when announcements
were made that not only is Dubai
on track to welcome 20million
visitors annually by 2020, but
implementation of the Hotel
Classifcation System is to begin.
While the two received separate
announcements there is little doubt
they are inextricably linked. With
leadership as ambitious as Dubais,
such things are not lef to chance.
It may be only last year that tourism
hit the 10million mark for the frst
time, but it is now predicted that
within seven years Dubai will become
the most visited city in the world.
Keep in mind that to reach that
target according to the fgures by
Mastercard the city will need to
welcome 50% more visitors to beat
current leader Bangkok, at 2012
standards.
Its only common sense that
20million people cannot stay in
5-star luxury accommodation and
so Decree No. 17 was issued, legally
regulating hotel classifcations by
type and location.
In addition to ofering a transparent
reference system for guests, it will
open up the much over-looked mid-
range and budget markets, ensuring
that when Expo 2020 arrives Dubai
has a mature and diversifed market.
As for the viability of the visitor
number targets? Dubais growth
is probably the strongest of all
the cities listed in the survey. If in
doubt, consider the fact that all
its competitors have been around
longer than the UAE has been
recognised as a country.
Year to date tourism receipts stand
at $10.4bn and even more demand
drivers are to be introduced in the
coming years; from theme parks to
Expo 2020 itself.
Afer all, if something is worth
doing, its worth doing properly and
judging by developments of recent
weeks, if there is a city in the world
that can demonstrate that, its Dubai.
MELANIE MINGAS
EDITOR
Hospitality Business Middle East
ofcial media partner
28 - 30 September 2013
NEWS WATCH
6 / HOSPITALITY BUSINESS MIDDLE EAST JUNE 2013 cpimediagroup.com
$17bn
PROJECTED VALUE OF HOTEL
TRANSACTIONS IN 2013, JLL
MENA
NEWS
Radisson Blu, Muscat.
Oman-based GMs praise weekend changes
From this month, Omans weekends
will change from Tursday and
Friday to Friday and Saturday, in
line with neighbouring countries, to
Middle East Hotel Awards winners announced
Held at Jumeirah Creekside hotel,
2013s Middle East Hotel Awards,
welcomed hundreds of industry
professionals.
Ahead of Te Hotel Show,
September 28-30, this year, 98 entries
were received in a total of 11 categories
covering a range of diverse elements
contributing to the perfect hotel stay.
Tree new categories were added:
Best Hotel, Best Hotel Apartment and
Best Marketing Campaign, refecting
both the growth and increasing
standards of the MENA industry.
Best Hotel Suite: The Atlantis, Dubai
Best Fitness & Leisure Facilities: Grand Hyatt,
Dubai
Best Technology Integration: Jumeirah Emir-
ates Towers, Dubai
Best Outdoor Area: The Westin, Abu Dhabi
Best Restaurant or Food & Beverage Outlet:
Ossiano, The Atlantis, Dubai
Best Lobby Reception or Guest Lounge:
Jumeirah Creekside Hotel, Dubai
THE WINNERS ARE:
Best Hotel: Six Senses Spa, Oman
Best Hotel Apartment: Marriott Executive
Apartments, Saudi Arabia
Best Marketing Campaign: Hilton Worldwide
Best Sustainable Initiative: Six Senses Spa,
Oman
Best Convention, Conference or Banquet
Facility: Four Seasons Hotel, Riyadh
Best Lobby Reception or Guest Lounge:
Jumeirah Creekside Hotel, Dubai
IN FIGURES

98
ENTRIES RECEIVED FOR
THE 2013 AWARDS, HELD
ON MAY 22
11
CATEGORIES INCLUDING
THREE NEWS
CATEGORIES
enhance business relations. But GMs
in the sultanate are already eyeing
a new weekend getaway market,
predominantly from the UAE.
Largely due to the introduction
of leisure rates on Saturday which
could slash the corporate rate by as
much as 40% for visitors the change
was welcomed by Radisson Blu
Muscat GM, Marius Wolmarans, and
Park Inn Muscat GM, Rabi Zein.
Speaking to Hospitality Business
during their annual GM conference in
Fujairah UAE, both Wolmarans and
Zein said they would be using online
marketing to capture a new UAE
clientele.
Tere is an opportunity for the
future because as of May we have our
weekends the same as Dubai and there
is the opportunity to chase the UAE
weekend market, said Zein.
Today the UAE residents are not
coming because our Saturday was a
corporate rate, but now it will be up
to 40% cheaper. So we are going to be
promoting the rates and letting people
know that we can add value to their
weekend getaways, he added.
During the week, the two
Oman properties will also seize on
opportunities for business travellers,
as the Sultanates infrastructure
developments continue.
NEWS WATCH
150
HOTELS TO OPEN THIS
YEAR IN THE GCC
Citymax CEO: Mid-market is priced out
Land prices and management
contracts in Dubai are pricing
out mid-market hotel brands and
potentially jeopardising future visitor
numbers, according to Citymax CEO
Russell Sharpe.
Speaking toHospitality Business
Middle Eastat AHIC, Sharpe
concluded that DTCM would have
to step in to assist the establishment
of a mature mid-market ofering,
particularly in light of the growth of
Fly Dubai and the new Dubai World
Central, both of which will bring in
ever increasing numbers of mid-
market travellers.
Dubai has done a really good job
selling sand, sea and the air above
in build-up charges, but when we
look at new build we have to look at
cpimediagroup.com
On-the-spot hiring is being used by
an increasing number of employers
in response to the changing
workplace demands brought about by
Generation Y, says Purple Cubed MD,
Lynne Bellinger. But not all hotels are
doing it right, she has warned.
Tere are better ways of
conducting on-the-spot hiring. Te
Emirates Group has got it so right
by putting all candidates, regardless
of position, through an assessment
centre, and this is something that
hotels could also do in conjunction
with mass recruitment days, she said.
-Citing competition and mass
recruitment challenges, Bellinger
praised Emirates call back methods
and suggested the industry should
contractually bound its associates
to avoid footing expensive
recruitment bills.
Hotels are poaching staf from
one another and this is a hugely
contentious topic. Hotels should have
an agreement to not recruit from
other properties unless the applicant
has worked for them for at least two
years, which is a good indicator of
loyalty, and allows the hotel to recoup
its hiring costs, she remarked.
Gen Y trends changing recruitment
Marriott Hotels has unveiled plans
to open dozens of extended stay
properties under its Residence Inn
and Marriott Executive Apartments
brands, culminating in a near 60%
portfolio share for Residence Inn
and Marriott Executive Apartments
brands by 2020, up from 13%.
Said extended stay brand manager,
Diane Mayer: Marriotts extended
stay brands are 27% of its global
pipeline, but note we are conservative
in pipeline stats, so these are approved
or under construction. For the Middle
East we expect extended stay to be
57% of our distribution by 2020.
Globally, extended stay generates
$3.2bn of total revenues a 27%
share, from 23% of current hotel
distribution. The chain has also
announced five new properties in
Abu Dhabi as part of its extensive
expansion plans.
Marriotts 60% extended
stay target for MEA
the land in perspective of the costs
and that usually dictates the type of
hotel you can build, he explained to
Hospitality Business Middle Eastat
AHIC.
A few days ago it was declared that
the aim is for 20 million tourists to
visit annually, by 2020. You cant have
20 million tourists all in top end.
You would need to have a
number of government initiators in
order to look at where and how you
would attract mid-market brands, in
todays environment, he added.
Citymax, which recently launched
the new Citymax Premiere brand
for under matured markets such as
Doha and Saudi Arabia, is looking to
open 5000 rooms, MENA-wide, with
the predominant focus on Dubai.
Russell Sharpe,
Citymax CEO.
Purple Cubed MD, Lynne Bellinger.
NEWS WATCH
450
CURRENT GCC HOTEL
CONSTRUCTION PIPELINE
MENA
NEWS
NEWS IN BRIEF
KERZNER INKS KSA DEAL
Kerzner International Holdings Ltd, has
announced it is to develop Saudi Arabias
first One & Only resort on the Red Sea,
Jeddah, in partnership with Saudi Oger
and Al Khozama Management Company
The 150 room, luxury property, will be
located north of Jeddah to capture both
business and leisure markets, within a
30 minute radius from King Abdulaziz
International Airport. It will feature 230m
of beachfront and an area of 95,000 sqm
and promises unique entertainment and
sport activities on-site.
VICEROY THE PALM ANNOUNCED
Viceroy has confirmed that it will open
a $1bn property on The Palm Jumeirah,
Dubai Q4, 2016.
Real estate investment firm SKAI
Holdings has officially announced the
construction of a 481 room hotel and 221
furnished residences project that will
mark the first property in Dubai for the
American chain.Construction is already
underway and the property is located at
the base of The Palms trunk.
Earlier this year Viceroy CEO Bill
Walshe toldHospitality Businessthat
he wouldnt rest until the group had
opened a property in one of Dubais
prime locations. Late last month it was
announced that Viceroy, Cape Verde,
would also open soon.
SIMPLIFIED VISAS AIDING TRAVEL
Dubais 13.2% surge in airline passenger
numbers is due to simplified visa
processes and fewer barriers to travel,
according to Fly Dubai CEO Ghaith Al
Ghaith. In 2012, 57 million people
travelled through the airport and
a 15.6% increase has already been
achieved YTD. Al Ghaith concluded in a
statement last month that: Simplified
visa processes and lower barriers to travel
have contributed significantly to rising
passenger traffic to the UAE. Fly Dubai
now travels to 33 countries over North
and East Africa, GCC, ME, Subcontinent,
CIS countries and Europe.
Ritz-Carlton has announced it
will open its fourth North African
property in Marrakech, Morocco.
Te fortress style resort will be
located on a nature reserve, 20km
from the centre of Marrakech, with 60
hotel suites and 20 hotel villas of two,
three and fve bedrooms; bars and
restaurants; a luxury spa and related
leisure facilities.
Ritz-Carlton Marrakech
Project rendering of the new Ritz Carlton Marakech.
Said Herve Humler, President
and COO, Te Ritz-Carlton Hotel
Company: Te Ritz-Carlton,
Marrakech will be our fourth property
in North Africa, each one ofering a
diferent proposition, indigenous to
the style and location of the hotel or
resort. Expansion in this region is
unquestionably an essential part of
our future growth strategy.
Wyndham, the largest hotel group in
the world will open its first property
in the UAE, with a 33-storey
building at Dubai Marina.
With a current portfolio of 7380
hotels globally, the 497-room
Wyndham Dubai Marina is expected
to open within the next three years.
The chain already runs a number of
properties in Saudi Arabia.
Dubai Marina will include
251 luxury suites, 6,800 sqft of
F&B outlets, MICE facilities and
Wyndham UAE for Dubai Marina
2,500sqft of spa and leisure facilities.
Said SVP and MD, Europe, Rui
Barros: Were very excited to be
bringing our namesake Wyndham
Hotels and Resorts brand to
Dubai, following its successful
introduction to the region through
the spectacular Wyndham Grand
Regency Doha. I have no doubt
that Wyndham Dubai Marina will
be another superb addition to the
brand, which we are already growing
in key cities throughout the region.
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NEWS WATCH
68%
OF SURVEY USES SMARTPHONE
OR TABLET TO BOOK TRAVEL
GLOBAL
NEWS
Ritz-Carlton has unveiled a global
CSR programme that ofsets
humanitarian activities against
sustainability targets.
Spearheaded by vice president of
CSR, Sue Stephenson, the initiatives
will use unspent revenue and fnancial
savings accrued from sustainable
practices, to fund its continuing work
with NGOs and charities, including
the Make a Wish Foundation and Al
Noor School, Dubai.
During her visit to Dubai to
promote the programme, Stephenson
said: We believe that global
companies have a responsibility
to implement and inspire positive
action in a way that is geographically
and culturally relevant. Community
Footprints focuses on making
Ritz-Carlton unveils global CSR initiative
Travellers from the UAE and KSA
avoid travel sites that are not mobile-
ready or do not have mobile booking
capabilities, according to research
cited by Google.
Te data is thought to be the frst
to provide extensive insight into
consumer behaviour for the travel
sector and concludes the Internet
is the number one source for trip
planning for 39% of UAE and 38%
of KSA leisure travellers, with the
number rising for business travellers
to 50% and 48% respectively.
Google also cited the surge in
smartphone ownership and improved
connectivity in the region as a major
driver of mobile usage when planning
travel with 48% of survey respondents
using their smartphone in the last year
to engage in a travel related activity,
rising to 69% for specifc smartphone
or tablet use.
Te report also noted travel
companies are missing out on the
prospect to convert mobile travellers
into bookings.
Mobile booking a must
a sustainable diference in the
communities within which Te Ritz-
Carlton operates and, as we extend our
physical footprint in the Middle East, we
are committed to replicating the success
of our global social responsibility and
community engagement commitment.
Community Footprints was
institutionalised by Te Ritz-Carlton
in 2002, to tackle three key global
issues; child well-being, hunger and
poverty relief and environmental
responsibility. Te company
integrates Community Footprints
within its business goals, placing it as
a foundational piece in the companys
business management model,
incorporating it as a key success
factor, and has developed robust
metrics to measure progress. Sue Stephenson, VP of CSR.
Approximately $10bn in new
hotels opened in the U.S. during
2012, according to the debut issue
of STR Analytics report Hotel
Development Almanac and new
developments are near their lowest
level in the current cycle with only
420 hotels opening last year.
Broken down, the average cost
of development per room stands at
$164,000, driven by a dominating
upscale and upper midscale
segment, although New York City
ranked above average, demanding
investments of around $508,000 per
room. Te most active market tract
for development in 2012 was North
Dakota, which saw 23 new
hotels open but
Hampton
$10bn in new US openings
Inn & Suites and Holiday Inn
Express had the most U.S. hotel
openings in 2012.
With a limited amount of
fnancing available for new
developments, the volume of new
rooms entering the market is
negligible in most cities, said Steve
Hennis, director at STR Analytics.
With continued improvement in
both the general hotel industry as
well as the national economy, we
are beginning to see the pace of new
construction increase.
DATA WATCH
HOSPITALITY BUSINESS MIDDLE EAST / 11 JUNE 2013 cpimediagroup.com
An outlook on the UAE
By Matthew Green, Head of Research UAE, CBRE Middle East
T
he Emirates tourism sector
remains fxed on a solid growth
course, with occupancy rates
rising across key markets
in Dubai, Abu Dhabi and Ras Al
Khaimah. During Q1, hotels in the
capital recorded double digit growth
in revenue and occupancy fgures,
building on a 2012 performance
that saw 13% growth in total guest
numbers. Dubai is also having
another stellar start to its year, with
further growth in tourist arrivals
recorded during the frst three
months, building on the 9% rise
achieved last year. Whilst still an
emerging tourism destination, Ras
Al Khaimah is starting to see a steady
rise in its hotel keys, and some very
impressive growth in tourist arrivals.
Afer attracting over 1 million visitors
in 2012, Ras Al Khaimah is now
aiming for 1.2 million during 2013.
Over the past decade, the
country has invested heavily into
its infrastructure facilities and its
tourism marketing capability, with
Dubai leading the way in establishing
the emirates as a globally recognised
holiday destination and one of the
most important aviation hubs on the
planet. Te recent opening of the
frst Dubai Tourism & Commerce
Marketing (DTCM) representative
ofce in Brazil, highlights a continued
efort by the government to raise
global awareness as part of their
strategy to attract visitors from
burgeoning tourism markets in South
America and beyond.
Together, the UAEs airports
handled over 80 million customers
during 2012, with the lions
share passing through Dubai
International Airport (DXB) which
registered 71% of all passenger
movements. Passenger numbers
have continued to rise during 2013,
with Dubai and Abu Dhabi seeing
double digit growth during the frst
quarter. DXB is projected to see
over 65 million passengers this year
and 98 million by 2020. Signifcant
investment has already been
earmarked by the Dubai Government
for further expansion plans, following
quickly on the heels of the recently
completed A380 concourse at DXB.
Some of this new investment is
likely to be directed towards the new
Maktoum International Airport in
Jebel Ali, a facility which has been
integral to the 2020 Expo bid.
Te UAE currently has over 95,000
completed hotel keys, a fgure which
could expand by 30% over the next
fve years with close to 30,000 keys
in varying stages of construction and
planning. Dubais hotel stock dwarfs
the rest of the region with nearly
60,000 keys operational, although
other markets such as Doha are slowly
catching up. Despite such signifcant
supply, Dubai posted the best
performance of any Middle East city
with average occupancy rates of 76%
during 2012 and one of the best ADR
performances of any global market.
Although the regions sizeable
hotel development pipeline should
be monitored with some caution, the
short term outlook for the sector looks
to be positive with most key local
markets recording growth in Q1
KEY FIGURES
1.2m
VISITORS TO RAS AL
KHAIMAH IN 2012
13%
GROWTH IN TOTAL
GUEST NUMBERS IN Q1
95,000
HOTEL KEYS CURRENTLY
IN THE UAE
71%
OF THE 80 MILLION
PEOPLE WHO USED THE
UAES AIRPORTS IN 2012,
PASSED THROUGH DUBAI
INTERNATIONAL
76%
AVERAGE OCCUPANCY ACROSS
DUBAI IN 2012, ONE OF THE
BEST PERFORMANCES OF ANY
GLOBAL MARKET
65m
PASSENGER PROJECTIONS
FOR DUBAI INTERNATIONAL
IN 2013
DATA WATCH
ADR WATCH
Year on year ADR fuctuations across seven key Middle East destinations, supplied by Hotels Combined
PIPELEIN FIGURES
EUROPE
814
TOTAL PROPERTY PIPELINE

134,912
TOTAL ROOMS PIPELINE
ASIA PACIFIC
1804
387,179
CENTRAL/ SOUTH AMERICA
242
37,506
CARIBBEAN/ MEXICO
124
20,676
Location 2012 ADR 2013 ADR
Doha $165.99 %154.47
Muscat $159.19 $201.43
Jeddah $239.06 $214.49
Riyadh $262.41 $230.41
Mecca $217.06 $182.59
Manama $185.94 $173.16
Kuwait City $203.98 $184
EXTENDED STAY
As Marriott International announces huge investments into its two extended stay brands (see MENA News
pages), the Highland Group shares its key fndings about the sectors global market value
ALL THE WAY BACK
RevPAR for the extended-stay sector as
a whole hit $58.80 last year - surpassing
the pre-recession peak of 2007. Broken
down by type, the upscale sector is
above its 2007 levels while the mid-
price and economy sectors are slightly
below the previous peaks. Overall,
RevPAR grew 7 percent in 2012
compared from the previous year.
0
20
40
60
80
100
100
80
60
40
20
0
2005 2006 2007 2008 2009 2010 2011 2012
ECONOMY MID-PRICE UPSCALE TOTAL
$58.80 +6.9% +4.2%
2012 REVPAR 2012 ADR EXT STAY ONLY 2012 ADR HOTEL ONLY
(Source: TheHighlandGroup)
DATA WATCH
PIPELINE FIGURES
SUPPLY GROWTH
(POTENTIAL)
+43.0%
MANILA
+25.2%
MUMBAI
+23.8%
JAKARTA
+19.7%
BALI
+13.9%
BRISBANE
+11.7%
KUALA LUMPUR
+11.4%
PHUKET
THE GLOBAL PIPELINE, BY STR GLOBAL
Chain scale Existing supply (as of April
30, 2013(
In construction Total active pipeline*
Luxury 53,639 15,488 24,429
Upper Upscale 91,230 21,836 37,053
Upscale 74,661 13,395 21,920
Upper Midscale 55,145 2,857 6,210
Midscale 22,563 1,026 3,618
Economy 5,351 519 1,270
Unaflated 401,213 13,920 25,845
Total 703,802 69,041 120,345
Middle East/Africa pipeline by Chain Scale segment for April 2013 (number of rooms)
* Includes those projects in the construction, fnal planning and planning phases.
GLOBAL PIPELINE, 2013, STR GLOBAL
EUROPE ASIA / PACIFIC C/S AMERICA MEXICO/CARIBBEAN
Figures from STR Global demonstrate
a robust pipeline around the world,
however Asia Pacifc continues to
lead the way - signifcantly - showing
that geographical diversity, economic
strength and huge population growth
are the key driving factors. Current
pipeline numbers incorporate projects
in the Construction, Final Planning and
Planning stages, but does not include
projects in the Pre-Planning stage.
Among the markets in the region,
Manila, Philippines, reported the
largest expected supply growth (+43.0
percent) if all 9,968 rooms in the
markets total active pipeline open.
Six other markets reported expected
room growth of more than 10 percent:
Mumbai, India (+25.2 percent with
5,117 rooms in the active pipeline);
Jakarta, Indonesia (+23.8 percent with
8,115 rooms); Bali, Indonesia (+19.7
percent with 7,587 rooms); Brisbane,
Australia (+13.9 percent with 1,698
rooms); Kuala Lumpur, Malaysia
(+11.7 percent with 3,611 rooms); and
Phuket, Tailand (+11.4 percent with
2,928 rooms).
Looking ahead to 2014, Asia is
unlikely to lose its stronghold. Europe
will open a further 233 hotels and
Caribbean/ Mexico, 53.
DTCM NEWS
20 Million by 2020 - The next step
More than 120 tour operators and
travel agents from Spain were hosted
in Dubai last month, with the Emirate
staging one of the Spanish tourism
industrys most important congresses.
Te FETAVE (Federation of Spanish
Travel Agencies and Territorial
Associations) Congress is an annual
event aimed at promoting the fow
of tourism and identifying future
tourism trends. Te 2013 edition was
HH Sheikh Mohammed bin Rashid
afrmed that the UAE has succeeded
in placing itself amongst popular
tourist destinations on the global
map of tourism, walking confdently
into the future through launching
ambitious developmental initiatives
and high quality projects. His
Highness also noted that building
a robust infrastructure with high
capacity and providing quality
high-end services to all the visitors
of the UAE is an ongoing process
that also necessitate keeping up the
pace of development to meet the
requirements of the global markets,
bearing in mind changes that may
occur in such requirements so as to
preserve the countrys gains and earn
more achievements in the tourism
Spanish TO congress welcomed
sector that is full of opportunities.
Te economic importance of the
tourism sector, cannot be ignored and
it is hoped the visitor numbers will
triple tourism receipts. His Highness
also said that he frmly believes
in Dubais ability to reach even a
substantial tourist infux in light of the
fact that Dubai will shortly witness
the implementation of wide new
range of projects that will represent
new elements of attraction and will
open the door to welcoming larger
numbers of visitors into the country.
HH Sheikh Mohammed went on
to say: We are aware that such goals
are ambitious, but more important
than ambition is realizing these
goals in reality. We are confdent
that the Department of Tourism and
Commerce Marketing is capable of
achieving what it aims for given the
previous accomplishments and the
positive results attained. However,
Sheikh Mohammed said, We need
to bear in mind that tourism is a
broad service sector that one entity
cannot solely be held responsible
for its development; therefore, it is
important that other government
departments and institutions
share this responsibility and join
in developing this sector in order
to strengthen our macroeconomic
capabilities. Moreover, we expect the
private sector to play a similar role
in supporting this goal within the
framework of the partnership that we
have established decades ago. Tis
partnership between the government
and private sectors is a source of our
pride and we will do all what it takes
to make it a success.
The congress is the
frst in a number
of events to be
held in 2013.
organised by Dubais Department of
Tourism and Commerce Marketing
(DTCM) and its partner Alpha
Tours, as part of DTCMs ongoing
positioning of Dubai as the worlds
leading tourism and commerce
destination.
Te Spanish market is of increasing
importance to Dubai, with 41,000
Spanish visitors staying in Dubai
hotels last year, an increase of 20%
from 2011. During the fve day
congress, the participants took part
in tours of the city and key attractions
and had numerous meetings with
hoteliers to discuss future business
partnerships.
Saleh Mohamed Al Geziry, Director
of DTCM Overseas Promotions and
Inward Missions commented: It has
been our pleasure to host the congress,
one of a number which the city will
host during 2013. It gave us the
opportunity to promote the emirate
to key decision makers in the Spanish
market and to provide information
on Dubais tourism attractions and
hotel oferings, with the ultimate
aim being to further increase the
number of Spanish tourists to Dubai.
Each congress and event that we
host is an opportunity for us to both
demonstrate the uniqueness of Dubai
and to play a small role in the future
success of businesses and industries.
We thank both Alpha Tours for their
partnership in hosting the congress
and FETAVE for choosing Dubai as a
venue for the congress.
DTCM NEWS
KEY FIGURES
92%
OF ATTENDANTS WERE
FROM HOTELS
4%
OF ATTENDANTS WERE
FROM HOTEL APARTMENTS
38%
OF ATTENDANTS WERE FROM
5-STAR ESTABLISHMENTS
11%
OF ATTENDANTS WERE GMS
Sustainability adding up the maths
During DTCMs Dubai Green Festival hoteliers and environment managers met at Jebel Ali Beach Resort,
Dubai to learn, discuss and debate the latest green initiatives
Water monitoring
NOWHERE AWARENESS INTEREST DESIRE ACTIONS
Waste monitoring
NOWHERE AWARENESS INTEREST DESIRE ACTIONS
5% 6% 9% 9% 70%
9% 9% 9% 15% 58%
70%
ACTIONS
VS
30%
NO ACTIONS
58%
ACTIONS
VS
42%
NO ACTIONS
FINANCIAL - ROI
WHAT WHY HOW SUPPORT NEEDED
Measurement To know current consumption
Provide information support for
decision making
Verifcation and forward planning
Dedicated budget
Sub meters
Auditing
Identifcation of equipment
longevity
Government
Subsidize
Reward system
Regulatory
Marketing To identify additional businesses and
opportunities
Show that is possible to minimize
investment
Basis and statistics to move on and plan Consultants
Risk calculation To assess the risk , safety and issuance Assess the risk , safety and issuance
Guest satisfaction survey link this measure with additional revenues Collect statistics Share knowledge,
best practices
WHAT WHY WHO HOW SUPPORT NEEDED
Design of the hotel building Requirement for green initiative
for energy saving
Engineering
Architects
DM
Hotel design
Licensing
Operators
Owner
Dubai municipality
Energy Management Reduction in fossil fuel
Reduce carbon footprint
Financial cost reduce
DM
All hotel levels
Solar energy encouraging the
development
DM
Incentives
Advisors
Waste management systems Recycle Government - Users Garbage compactors
Incentives for garbage collection
DM
Water management systems Cooling towers Hotel infrastructure Sewage water
A/C conditioning
DM
INFRASTRUCTURE
cpimediagroup.com
W
hat have been your stand
out moments in the industry
since you arrived in 2005?
Te Middle East has the
ability to grow so quickly and I have
seen some dramatic changes over the
years. For example, Dubai started out
as simply sand and sea and within a
few years, we had many of the worlds
leading hospitality brands springing
up at pace, and it really went from
strength to strength. Te world
economic crisis certainly was a tough
time for the industry in general
but, amazingly, occupancy fgures
remained quite stable compared
to the rest of the world. Tats the
magical thing about the Dubai
hospitality industry it is resilient.
The Middle East will always
have the threat of being affected
by world events and particularly
political events in neighboring
countries. But yet it survives and
recovers unlike any other market
I have seen. Since the market has
bounced back, Dubai has truly
become one of the worlds most
unique hubs for all types of travel.
As sectors architecture & interiors are
making their mark in 2013 why do you
think it is so popular?
I believe that diversity is the key. In
the past, interiors and architecture
in the Middle East has always had its
own style modern contemporary
with traditional Arabic infuence.
But now we are seeing diferent styles
and new approaches come into play.
I particularly have noticed a strong
infuence from Northern Europe
here in recent times very
simplistic design
and clean lines.
Style and substance
Middle East Hotel Awards judge and founder and managing partner of Hospitality Design Partnership,
Meelis Kuuskler, moved to Dubai with Jumeirah Group at a time when the industry was a benchmark
for success. He shares his predictions for a rise in the boutique stay and other 5-star alternatives
Creating interiors and designs
that are inspiring and new are
most certainly contributing to the
popularity and increasing growth
that we are seeing right across the
sector. The Middle East is now at
the forefront of worldwide trends
and I believe that hotels in the
Middle East are finally coming
around to the idea that each part of
an interior should have a purpose,
other than just a cosmetic one.
What do you see as the major growth
areas for the next 1-2 years?
I believe the region will begin to see
a move away from 5-star high-end
luxury properties, to make the region
more user-friendly for travelers of
all types. Of course we will always
have the luxury market, but we will
see more budget and 3 and 4-star
properties being developed, to cater for
the increasing stopover market we are
seeing due to increased fight routes.
Also the boutique hotels being
developed across the region give
visitors increasing options to find
more individual, intimate and
welcoming settings. I think this is
good for the industry as a whole, as
it will make the
Middle East
a estination
that people
want to
visit more
regularly,
rather than
just once a
year.
What do you see as the biggest threats
for the industry?
Te lack of cross-promotion across
the region could become a problem
if not tackled. Each country really
needs to support one another to
make the Middle East as a whole a
destination, rather than a city on
its own. Political events in nearby
countries will also continue to
pose a potential threat, especially
for international travelers. Te
continued growth of Africa as an
emerging destination could have
either a negative or positive impact
on the Middle East but that is yet
to be seen.
As a Judge for the Middle East Hotel
Awards in both 2012 and 2013 have you
noticed any signifcant changes in the
number or caliber of entries this year?
We saw more than double of entries
in 2013 than 2012, and the hotels that
participated were more wide ranging.
It was good to see entries from across
the region, including Egypt, Kuwait,
Oman, Qatar and Saudi Arabia. It has
been an inspiring experience to see
the hospitality industry at his best.
Te awards are a true example of how
the Middle East is leading the world
in hospitality
Meelis Kuuskler is the Founder and
Managing Partner of Hospitality
Design Partnership, a boutique
hospitality consultancy service
offering a range of solutions from
design and project management,
brand development, F&B, feasibility
and technical services. He has over
18 years experience in the hospitality
industry across Europe and the
Middle East.
16 HoSpitAlity buSinESS MiDDlE EAst JUNE 2013
i believe the
region will
begin to see
a move away
from 5-star
high-end luxu-
ry properties,
to make the
region more
user-friendly
for travelers of
all types.
16 THS advertorial.indd 16 6/4/13 11:55 AM
TENDERS
Tenders
All the latest tenders information
you need to know about
Tel: (+971) 2 634 8495
www.EmiratesTenders.com
NEW TENDERS
$800m
MALL OF EGYPT RETAIL AND
LEISURE COMPLEX
NEW AND CURRENT PROJECTS
Client name: Katara Hospitality (Qatar)
Address: Katara Hospitality Bldg., C Ring Road
City: Doha
Postal/Zip Code: 2977
Phone: (+974) 4423 7777
Fax: (+974) 4427 0707
eMail: info@katarahospitality.com
Website: http://www.katarahospitality.com
Nature of work: Provision of acquisition and
installation of new fatwork ironer system and
removal of old system at a hotel.
Cost of Tender Documents ($): 195
Last date of submission: June 10, 2013
Client name: UAE University (Al Ain)
Phone: (+971-3) 767 3333 / 713 5950 / 713 5947
Fax: (+971-3) 713 4343
eMail: uaeu@uaeu.ac.ae
Website: http://www.uaeu.ac.ae
Nature of work: Carrying out preparing and
providing meals for the students to a university.
Client name: Ministry of Municipal & Rural Afairs
Address: Nassiriya Street
City: Riyadh 11136 , KSA
Phone: (+966-1) 456 9999/ 441 5434
Fax: (+966-1) 456 3196/ 441 2118
eMail: infor@momra.gov.sa
Website: http://www.momra.gov.sa
Nature of work: Construction and operation of a
hotel for a municipality.
Cost of Tender Documents ($):
135
Last date of submission: June
29, 2013
Client name: Oman Establishment for
Press, Publication & Advertising
Address: Madinat Al Illam, Al Qurum
City: Muscat PC 100
Phone: (+968) 2469 4599
Fax: (+968) 2460 0806
eMail: purchase@omandaily.com
Website: http://www.omandaily.com
Nature of work: Provision of (2 Nos.) meals (Iftar
and Suhoor) during Ramadan 1434HD for the
employees of a Government authority.
Project Name: DoubleTree Suites by Hilton Hotel
Description: Construction of fve-star DoubleTree,
Suites by Hilton Hotel comprising (350) rooms,
which will be surrounded by cafes, shops and
restaurants.
Client Name: Hilton International
(Dubai)
Country: Bahrain
Status: New Project
Project Name: Hotel Residences Tower Project -
Dubai Maritime City Development
Description: Construction of a new luxury tower
consisting of serviced hotel residences at Dubai
Maritime City Development.
Client Name: Damac Properties (Dubai)
Country: UAE
Status: New Project
Project Name: The Beach Mixed-use Development
Project - Jumeirah Beach Residence
Description: Development of The Beach mixed-use
scheme comprising retail, food and beverage outlets
as well as entertainment facilities.
Client Name: Meraas Development
(Dubai)
Country: UAE
Status: New Project
Project Name: Al Bait Hotel Project Sharjah
Description: Construction of luxurious 5-star Al Bait
Hotel.
Client Name: Sharjah Investment & Development
Authority (Shurooq)
Country: UAE
Consultant: Godwin, Austen Johnson Architects
(GAJ) - Dubai
Budget (USD): 27,000,000
Status: New Project
Project Name: One & Only Hotel Project - Obhur
District
Client Name: Construction of One & Only Hotel
comprising (150) rooms.
Client Name: Al Khozama Management Company
(Saudi Arabia)
Country: Saudi Arabia
Contractor: Saudi Oger Limited (Saudi Arabia)
Status: Current Project
HOSPITALITY BUSINESS MIDDLE EAST / 19 JUNE 2013 cpimediagroup
TENDERS
AL BAIT HOTEL, SHARJAH
$27m
Project Name: Hilton Garden Inn & Double Tree by
Hilton Project - Riyadh Financial District
Client Name: Construction of Hilton Garden Inn
hotel comprising (260) rooms and Double Tree by
Hilton comprising (110) serviced apartments.
(Dubai)
Contractor: Mawten Hospitality LLC (Saudi
Arabia)
Project Name: Al Baleed Resort Project
Description: Development of a high-end resort in Al
Baleed Village comprising a total of (136) rooms and
associated facilities.
Client Name: Musstir (Oman)
Country: Oman
Contractor: Carillion Alawi L.L.C (Oman)
Project Name: The Address The Boulevard Tower
Construction Project - Downtown Dubai
Description: Construction of 340-metre, 63-storey
The Address The Boulevard Tower comprising a
5-star hotel and serviced apartments consisting
of studios, one-two-three and four-bedroom
apartments.
Client Name: Emaar Properties PJSC
(Dubai)
Country: UAE
Consultant: Atkins International (Dubai)
Contractor: Brookfeld Multiplex Constructions
Middle East L.L.C (Dubai)
Project Name: Hilton Waldorf Astoria Hotel Project -
Doha West Bay
Description: Construction of a 42-storey Hilton
Waldorf Astoria Hotel.
(Dubai)
Country: Qatar
New Project
Project Name: Water Discus Underwater Hotel
Project
Description: Construction of Water Discus Hotel
comprising two discs - one under the water and one
suspended above the water.
Client Name: Dubai Drydocks World
Country: UAE
Status: New Project
Project Name: Salalah Intl Medical City
Description: Construction of an International
Medical City in Salalah comprising facilities such as
a state-of-the-art diagnostic centre, a healthcare
resort and healthcare education complex, including a
luxury hotel and wellness centre.
Client Name: Apex Medical Group (Saudi
Arabia)
Country: Oman
Consultant: W S Atkins International
(Oman)
Budget (USD): 1,000,000,000
Status: New Project
Project Name: Barwa Al Khor City
Project
Description: Development of Barwa Al Khor city
comprising villas and townhouses, terraces,
fats and mixed-use areas, 2 sprawling
hotels - one being a fve-star and the
other four star, a superior shopping
mall, 4 top schools, 250,000 square
metres of ofce space, a mosque
and an international golf course,
including amenities such as a clinic,
library, information centre, public and private
beaches.
Client Name: Barwa Al Khor Company
(Qatar)
Country: Qatar
Consultant: Cansult Maunsell (Qatar)
Budget (USD): 8,000,000,000
Status: New Project
Project Name: Msheireb Downtown Doha
Development Project
Description: Development of Msheireb Downtown
Doha (Formerly Heart of Doha City) mixed-use
scheme comprising several districts, including a
residential and mixed-use quarter, a retail quarter, a
heritage quarter and a commercial area.
Client Name: Msheireb Properties
(Qatar)
Country: Qatar
Consultant: Gensler Associates International (USA)
Contractor: Hyundai Engineering Corporation
(South Korea)
Budget (USD): 6,000,000,000
Project Name: Kempinski Hotel Project
Jeddah
Description: Construction of 65-storey, fve-star
Kempinski Hotel comprising (242) hotel rooms and
(104) serviced apartments. Client Name: Assila
Investment Company (Saudi Arabia)
Consultant: Drees & Sommer AG
(Germany)
Status: New Project
Project Name: Grand Heights Mixed-use
Development Project
Description: Development of Grand Heights mixed-
use scheme comprising 3,500 residential units,
shopping outlets, restaurants, entertainment and
sports facilities, a hospital and schools.
Client Name: National Real Estate Company
(Kuwait)
Country: Egypt
Consultant: KEO International Consultants (Kuwait)
Contractor: Orascom Construction Industries (Egypt)
Budget (USD): 1,000,000,000
Project Name: Mall of Egypt
Project
Description: Construction of Mall of
Egypt comprising (380) stores along
with associated retail and entertainment
facilities.
Client Name: Majid Al Futtaim Group
(Egypt)
Country: Egypt
Contractor: Orascom Construction Industries (Egypt)
Budget (USD): 800,000,000

Project Name: Crowne Plaza Oman Convention &
Exhibition Centre Project
Description: Construction of a hotel comprising
(296) rooms featuring extensive meeting and
event facilities with a separate function centre
that will include a glamorous ballroom with
terrace, a boardroom and three large meeting
rooms.
Client Name: Oman Tourism Development Company
S.A.O.C (Omran)
Country: Oman
Status: New Project
Project Name: Sowwah Central Project - Al Maryah
Island
Description: Development of Sowwah Central
scheme comprising a super-regional shopping centre,
a hotel, serviced apartments and fats.
Client Name: Gulf Capital Pvt. JSC (Abu
Dhabi)
Country: UAE
Budget (USD): 1,000,000,000
Status: New Project
GM PROFILE
T
here are few things more
difcult to juggle than
moving to a new city, in a new
country, to take over one of
its oldest hotels and all while being
thrown headlong into an extensive
renovation project.
But for Radisson Blus newest
GM, Tim Cordon, thats exactly
the challenge he is facing and its
compounded by the city in question
having probably the most competitive
hospitality market in the world.
Cordons appointment was
announced in February, when he
replaced Janet Fitzner, who moved to
Radisson Blu Resort, Fujairah.
With 13 years experience under
his belt not to mention a degree in
mechanical engineering he says of
the challenge: Coming here to work
for the frst time, even from a city
as competitive as London, I thought
Id seen ferce competition but you
come to Dubai and you realise its
incredibly ferce.
Cordons entry to the industry is
one he describes as non-conventional,
falling into hospitality through part
time jobs while studying for a degree
in mechanical engineering.
After a stint in hospitality
sales, he started his career as
operations manager at Crowne Plaza
Edinburgh, Scotland, and it was
when the property was re-flagged
Radisson Blu that his career with
Carlson Rezidor began.
Moving next to what was then
Radissons largest UK property,
Radisson Blu Manchester Airport, he
took on the role of GM and went on to
I thought Id
seen ferce
competition
but you come
to Dubai and
you realise
its incredibly
ferce
position the hotel as one of the groups
top 20 globally.
Having spent 10 years with Carlson
Rezidor in the UK, Cordon most
recently held the position of GM at
the 1000-room Cumberland, Park
Lane, London, before returning to the
group for his move to the Middle East.
It was a fantastic experience to
go outside the company and see how
other people do it. In my assessment
they didnt do it very well, but then
Radisson called to say there was an
opportunity, and now afer three years
later Im back with them here.
A PIECE OF HISTORY
Te 276 room property located
along Dubais Deira Creek is literally
where the local industry started.
Te frst fve-star property in a city
that is now boasts one of the highest
concentrations of hotels of any
place in the world, it was opened
by Intercontinental on March 5
1975, and handed by its Galadari
Group owners to Carlson Rezidor on
October 1, 2006.
Credited with the invention of the
world-renowned Dubai Brunch, and
with a legacy of famous and even
royal visitors, their pictures lining
the lobby area, it is these elements that
will become the marketing USP post-
renovation works.
Te fantastic legacy and history
here is unique in itself for Dubai,
because everything else is so modern
and new. Tis hotel was a trailblazer
for what was to follow, Cordon
GM PROFILE
As its renovation project gains momentum,
Radisson Blu Deira Creeks newly appointed
GM, Tim Cordon, explains why works will
shun the zeitgeist for modernity to embrace
the hotels rich heritage
A i i j i
Above: The hotel as it
looked when opened
in 1974. It was Dubais
frst 5-star . Right: GM
Tim Cordon.
1975
INTERCONTINENTAL
OPENS FIRST FIVE-STAR
PROPERTY IN DUBAI
GM PROFILE
To have a
property
that actually
speaks of the
history of
Dubai, right
back to the
time when
it was pretty
much a desert
and a road,
is something
we intend
the make the
most of
shares. At that time, Dubai was quite
a diferent place, so there is a lot to do
in terms of bringing this hotel up to
the modern Dubai level to compete
with the new hotels, while recognising
its legacy. To have a property that
actually speaks of the history of
Dubai, right back to the time when it
was pretty much a desert and a road,
is something we intend the make the
most of, he explains.
Te detailed plan is phased to be
completed within 24 months, without
closing, and has already encompassed
the pool deck, tennis court and pool
bar area, all of which are due to be
reopened by year end.
Entertainment plays a key part in
the plan, with a number of new dining
concepts to be introduced across the
16 existing F&B outlets, including the
frst traditional Emirati restaurant,
which will link to a raised pool and
decking area, providing an impressive
vantage point of the creek.
We think we are ideally suited, not
only from a location point of view
but also the history of the building, to
try and create the premiere Emirati
dining experience in Dubai, Cordon
says, revealing that the budget for this
element of the project alone will fall in
the region of AED10-12m.
Te Emirati restaurant will appeal
to locals, but this area of town is
also a hotspot for tourists. I think its
something that is an untapped market
for them as most want to experience
the local culture and taste of the place
they are visiting, he observes.
Eventually the work will also
take in guest rooms, working with
the existing structural fabric of the
building while overhauling what
is ofered in terms of design and
furnishings.
Details are closely guarded, but
Cordon hints at an aesthetic that will
be unique to the property but very
much defne the style of the hotel.
He adds: Its a delicate balance
because you can go super-modern,
and there are many hotels that do that,
but here we are challenging our design
team because not only do we want
to meet the demands of the modern
business and leisure traveller, but we
also want to be able to recognise the
heritage of this property and the place
it has been for the last 30 plus years.
I wouldnt call it a sof renovation,
its more technical than that, but it
isnt a full confguration of the size of
the rooms.
Market appeal
While the point of any renovation is
to update and enhance, an evolution
in the market appeal isnt entirely the
aim here.
One of the things about this hotel
is that it has a fanbase and they are
incredibly loyal, so we dont want to
isolate them.
Leveraging the power of a low staf
turnover rate, Cordon says the level of
personalisation in service is one that
can only be achieved by employees
who have worked for the property for
decades, in some cases.
While it is about attracting new
markets, its also about showing
loyalty to our customers and what we
stand for, he adds, naming the variety
of the hotels oferings as his own
favourite aspect. Te consumer is
so world weary to another new hotel,
restaurant, brunch, that you have to
be very careful in your positioning
and in such a fercely competitive and
dominant market it is always going to
be a challenge.
But its one that we feel we are very
suited to because we have something
nobody else does.
ROUNDTABLE
ADDING VALUE
Technology is changing the world around us, but what is the impact on guest relations? How can owners be persuaded to
invest? And do the innovations begin and end with IT or is there scope to enhance the reach of marketing practices?
L-R: Prasanna Rupasingh, IT director, Kempinski Mall of The Emirates; Fabien Schmittmann, Dubai AICR president & director of front ofce at Millennium
and Copthorne Airport Hotels; Rushdy Mubarak, IT manager, Radisson Blu, DMC; Santosh Nair, IT manager, Radisson Royal; Aime Musonerwa, director of IT
Middle East, Mvenpick Hotels and Resorts; Paul McNeil, Infor; Andrew Turton, director of sales, APAC and MEA Hospitality Solutions, Infor; Darin Davies, AICR
president & director of front house operations, Marriott Marquis ; Gurav Shanker, FoH manager, Radisson Blu Media City.
ROUNDTABLE
ROUNDTABLE
F
rom the service point of view, what
are guests saying about the level of
interaction allowed by current FoH
systems during arrival?
Darin Davies: Tere is a hesitation
that if you remove the personal
interaction, you may lose some of the
5-star deluxe element of the check in.
However there is certainly drive to
change things and I think the airline
industry in particular has shown what
can be achieved in terms of increasing
staf productivity with kiosks.
ROUNDTABLE
We at International Association for
Front Ofce Managers (AICR) talk
about this ofen but believe that from
the guest perspective, a hotel is going
to be reluctant to forego that personal
connection with the guest because the
opportunity to say good afernoon
and welcome to the hotel is lost.
Check in and welcoming is all about
ensuring service is appropriate and
meets guest needs. So we will certainly
be looking for a solution that is simple
and reliable, fast, easy and applicable.
Fabien Schmittmann: We always
include speed of check in on the guest
feedback survey but that comes back
to the actual speed of the IT and how
much whoever is serving the guest is
interacting with the guest and keeping
them busy. If you are talking to them
for 20 minutes, the check in wont be
perceived as slow.
Afer speed, automation to ensure
we dont spend too much time away
from the guest is also important.
From the CIO perspective, how easy is
it to achieve the objectives of speed,
interaction and connectivity?
Prasanna Rupasingh: For a while now
we at Kempinski have been looking
at diferent solutions to help FoH, but
have not found the simplicity we need.
Tats a key element.
Over eight months, we refned our
systems to customise and mobilise
the check in process. Now check in
is on tablets and the room key is sent
to guests mobiles. Even the signature
and passport scan has been mobilised.
At check out the same concept
applies, which works well when there
is a high demand for check out. We
mobilise staf with tablets and they
can access the entire guest bill and
process the credit card details, which
are then emailed to the guest.
We are the frst MEA property to
launch this and we are still developing
it. We have challenges in chip and pin
authorisation, because that requires
a diferent device, but it is on-going.
However, we are in touch with
multiple vendors to make this happen.
How much does the procurement and
connectivity of multiple systems slow
down the development of such a solution?
PR: In hospitality the adoption of
this technology has been slow. For
example DHL had similar sofware
years ago. Tere are multiple reasons
why we are not there yet, but then
again if the staf are not confdent and
if the system is not simple, it is never
going to work.
Te challenge here is that,
traditionally we should be looking at
This isnt just
guest satisfac-
tion, its guest
optimisation.
ROUNDTABLE
cpimediagroup.com
how a department works and how we
can provide a solution, as IT.
Rushdy Mubarak: It is the IT
department that brings all the others
together and from my point of view,
a system that is implemented in the
right way is one that works for us and
the guest.
FS: Tere is no one provider for all
this. You use payment systems, key
card systems, passport scanners, a
phone interface, its very complex.
Even the check in and check out
systems are diferent and in some
tests an iPad will crash because of
this. It comes down to simplicity. We
make our lives difcult with too many
diferent vendors, too many fancy
things. We should make things simple,
quick and easy to use with just the
basic programming like airlines and
the kiosk check in.
Aime Musonerwa: For me this is a
journey. It starts from the moment a
guest arrives at the airport. Tey can
access emails and internet in the air,
so we continued that connectivity by
equipping our cars with WiFi, not just
to check emails but begin the check
in process or prepare your pre-check
in requirements. Our drivers are
no longer the guys from a 3
rd
party
company who drive limousines, they
are part of the arrival experience.
But with this technology its more
about culture. Its not just about
handling that iPad and the synergy
of those systems, its the culture for
accepting the technology.
DD: And its not just the acceptance
of the staf, but the guest. Fifeen
years ago people didnt feel safe using
ATMs.
AM: In a city like Dubai where you
receive guests from everywhere,
speaking a number of diferent
languages, any system needs to be able
to adapt to that. Today we are using
translation tools to bring services to
our guests, but both the accuracy and
culture of international guests in that
translation are a challenge.
Each guest profle has data on
languages and can also store other
preferences, that should go to the
room for the welcome message, to the
restaurants, concierge.
All these are factors which, if you
look to the future we need to focus on.
What about staf training?
DD: What one has to be really cautious
of, is that the people you are expecting
to use this facility are fairly junior
members of the team and they are
handling something that is fairly
complex. As much training as you can
give them, they are always going to
take the road of least resistance.
Tey dont want to be conducting
a mobile check in on the 60
th
foor
and be unable to access the room
because the system isnt working.
Teir trust and confdence will be lost.
Its a vicious circle because you cant
develop something without going
through that process. You will always
fnd resistance in the service provider
the associate or receptionist if they
cannot trust in what that technology
is able to deliver.
FS: Take the iPad you want to use for
the check in. that is successful as a
normal gadget because its simple. It
doesnt come with a manual. People
pick it up and start exploring it and
that familiarity means we dont need
to retrain staf.
AM: Tere does needs to be synergy in
the back end and that person needs
to use that tool efectively in order to
produce efective and accurate data,
otherwise the front end interface
is useless. All these things require
infrastructure and discipline and
that discipline can only be achieved
with training. To me, thats what we
need to bring together. iPad, mobile
technologies, theyre amazing, but its
only the tip of the iceberg, and it all
has to be integrated.
Santosh Nair: Investment is needed
to achieve simplicity and not just in
a single property but across an entire
chain, linking systems.
RM: Its easy to say make it simple but
the back ofce operations require a lot
of teams to work together. Its easy to
check in, but there are a lot of other
operations to integrate here.
Whats the vendor perspective on this?
Andrew Turton: We are in the middle
of a big cycle change at the moment.
November 2012 was the frst time that
Android and Tablets outsold PCs and
by 2015 more people will be entering
transactions through those devices
than through a PC. Te industry is
moving.
Tere are always basic functions
that will have to be done on a desktop
terminal, but if guests are changing we
are changing.
Looking at this from a much wider
perspective, where can we start the
process of interaction? Almost down
to the point of the reservation being
made. Not every guest is going to use
it, but more and more will.
Check in has to be simple. I have
been asked the type of pillow and
newspaper I want at 2am when I just
want to sleep and I do accept there
are necessary functions and a need for
interaction but does it have to be at
that point?
Surely interacting with the guest
over a longer period, then providing
them with that option to self-service
for other elements of their stay, would
be more benefcial?
And what about the 3-star
properties or ones who have large
parties arriving from China or Russia?
Would you want to open up your
check in to the group leader so that
when they are transferring from
the airport they can directly scan in
information? It could also minimise
discrepancies typing information in
VENDOR VIEWS
AATIF KHAN, KPTAC
TECHNOLOGIES AND
CONSULTING
Currently, we see
hotels reducing
waiting time
for guests while
providing dynamic
information deliv-
ered through iPad/
Android applica-
tions.
Information
on large displays
is also gaining
acceptance in the
FoH area, where not
only commercial
advertisements but
also informative
content is delivered
and can be changed
and revised almost
instantly with the
power of cloud
computing.
Recent market
intelligence from
IDC shows a near
140% increase in
tablet sales Q1 2013,
compared to last
year, and the trend
is evident in this
industry, also. Some
major hotel chains
in Dubai are in the
midst of a Tablet
frenzy, installing
iPads in each room
and even giving
away Tablets to
guests. Restaurants
are installing iPads
on every table to
replace paper
menus.
An average cost
of a high qual-
ity tablet is around
$350 - divide that
by 365 days of the
year and the cost
of a single tablet is
reduced to less than
$1. For that price,
high-end restau-
rants in the region
can aford to buy 10
iPads by selling just
one orange juice
daily. What these
tablets also provide
is one of the best
advertisement slots,
which can bring
amazing ROI. It also
helps in reducing
re-printing costs.
Specialized for Hospitality.
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capabilities in the areas of social business, mobility, analytics, and integration, as well as major
enhancements across all of the Infor Hospitality applications. With the Infor 10x platform, you can
change the way work is done outside and inside your properties so you can focus on improving
guest service and driving protability.
Think exible and collaborative. Think beautiful, scalable, integrated, and mobile. Then start
imagining all the things youll be able to accomplish.

Copyright 2013 Infor. www.infor.com. All rights reserved.
Visit us at booth 401 during HITEC 2013, June 24-27 in Minneapolis, MN.
Not visiting HITEC? Call +1.800.260.2640 or email hospitality@infor.com.
www.infor.com/hospitality
ROUNDTABLE
cpimediagroup.com 26 / HOSPITALITY BUSINESS MIDDLE EAST MAY 2013
There is a
bigger picture
of money and
once every-
body under-
stands there
is a gain in
proftability,
its an easier
sell
languages we are not familiar with.
More players are coming into
the market who are not tied to a
client server approach and they use
technology that can sit on a wider
level. Te same issues of performance
and reliability still fall to IT, but the
solutions would be readily available.
We are strong believers that
technology will now start supporting
business, rather than driving the need
to uniform systems and that means
the enhancement of systems will lead
to marketing opportunities.
Gurav Shanker: At Radisson Blu Media
City, 80% of our guests are business
travellers so the option for self-service
is a wow factor. But for core hospitality
where is the guest relations?
If you remove, or minimise that
interaction, how do you upsell to the
guest or promote the groups loyalty
programme?
PR: Te problem today is that you
can have 1000 guests in a hotel and
no way of channelling marketing
towards them. You spend a lot of
money getting them to the hotel
and once they are there there is no
way of targeting them. But here is a
possibility to sell exclusive products
and market services, while also
cutting down on paper costs.
DD: We need to, as an industry, be
careful about putting what we believe
our industry is about, into what a
guest is looking for. Its not about
taking service away, but creating
opportunity to spend more time
interacting, just in diferent ways.
Airlines do this successfully and I
would be interested to see their rates
for upselling.
Its a balance and we need to be
careful that technology doesnt
distract us from providing that.
There is agreement that the way forward
is choice and the future will combine
kiosks and tablets and interact with the
guest, but only on their lead. So when
and how will hotels invest and how will
the infrastructure to support this be
developed, considering how much guest
expectations difer?
PR: When it comes to mobility, the
key is WiFi. You need to have one of
the best systems available. Now we are
bringing technology into the room,
the investment in that is part of selling
the room as a product. Its essential
because technology will become a
diferentiator.
AM: Our core business is to attend the
guest and enhance and improve their
experience. To bring in a 3
rd
party
to provide these solutions through
sofware and infrastructure and other
added value from other areas of the
hotel operation, is possible. But we
must still understand the 3
rd
party
perception of our industry. Sometimes
they dont have that service oriented
approach and you fnd that you
miss the compatibility in that regard
and dont achieve what you want to
provide for the guest.
DD: But this comes back to the point
that the vendor who will break
through frst is the one who says to the
hotels this is fairly easy to implement.
You need your wireless to work but in
a case study this is what you will save
on stafng, gain on overall satisfaction
and this is what you will gain on your
upselling.
Tere is a bigger picture of money
and once everybody understands
there is a gain in proftability, its an
easier sell.
AT: We have been talking to clients
who are taking this even further in
order to continue the hotel-guest
communication throughout the stay.
When a guest arrives, if they dont
own their own tablet they are ofered
one, pre-set up, courtesy of the hotel.
Tats a tool that can then be used to
tag the guest. So its linked into the
room controls for AC, you can track
what the guest is doing, establish a
pattern and see if there is a service or
product that can be sold to them.
Tis isnt just guest satisfaction, it
guest optimisation. How do we know
if a guest is happy? Tey dont want to
pick up the phone or fll in a survey to
tell us how they are feeling, but there
are other ways to use technology to
communicate. You can make options
available. Keep it simple and people
although only some people will
play with it. You have a huge gap of
people who may fnd the array of
facilities intimidating, but give them
a computer. Tere is a lot more you
can do if you open the systems up.
Tink of the tablet as a solution, not
just an application for check in.
AM: We need also to educate our
owners on these new trends and the
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ROUNDTABLE
We need also
to educate
our owners
on these new
trends and the
importance
of investing in
them to add
value to the
hotel
operations
importance of investing in them to
add value to the hotel operations.
Its not just about the access points
but the capacity of them, for example.
Its an ongoing process and the owner
has a big role in enabling these.
FS: I see IT more as a cost than an
opportunity. Tere are those who want
to generate money from it, the market
leaders who diferentiate their ofering
with it, and then a second group who
have to follow to stay competitive, by
which time the technology itself will
be competitively priced.
AT: Te very fact you see IT as a cost
means we as the IT industry are
doing something wrong. Tats the
perception we should be changing.
We are at a point in terms of capability
where we can come to you and say
what do you want us to do to make
your guests happier? We have
the infrastructure, knowledge and
solutions for that.
PR: IT is a tangible beneft for my
teams because it helps other processes.
You dont ask about ROI when rooms
are being designed, because you sell
that as a single product and IT today
is an element of that overall product.
But our core product as hoteliers
remains the room and the hospitality.
Is that enough in todays market?
PR: Tat is the question, because
we are not IT companies, we sell
hospitality.
Now IT is such a huge part of guests
lifestyles can you aford to think like that?
RM: No. We ofer free WiFi to guests
but if you want to have a bandwidth
good enough to do that, while
meeting the needs of your operating
systems, you have to invest and
naturally you want to see ROI.
AM: Its not just about the FoH
operations, its about combining FoH
and BoH data and turning that into
extra revenue.
FS: So is this as an investment in IT or
marketing?
AT: Te point is how to add value,
which is a key concept of IT, but I think
its a double edge sword. I have seen
systems where the guest profle comes
up before the room booking. You can
potentially provide the person doing
the check in with a lot of information
and then it is up to how good they are a
sales person and thats up to you as a
business if you want your receptionist
to be sales person or not. Should that
upselling have been done earlier in
the booking process? Perhaps should
there have been marketing contact for
upgrades and add ons?
Its your business decision, but IT
solutions should provide you with
the tools to do that job. How you
want to utilise it is your decision to
make, and the costs to do this will
also require a higher skill of staf at
reception than somebody who takes
down details and hands over a key.
Training is probably the largest cost
of delivery for hotels currently.
What would you summarise to be the key
points of IT advancements?
PR: Simplicity. Te sophisticated form
of complexity is simplicity and that is
true here.
I think this will become
increasingly important as
Dubai builds a reputation as a
technologically innovative city.
DD: As an industry we 100% need to
understand that there is a balance to
be achieved between the traditional
type of hospitality and the services
guests expect. Te next step I see is
us ofering a combination of both
services and then re-directing that
man-power into other areas, rather
than using it as an excuse to downsize.
AM: To bring it to FoH we must focus
on training and technology awareness
for the guests and employees and the
rest will follow.
Te iPad is perfect, but the back
end of that isnt so simple. You need to
measure the productivity is still there.
Do you fnd training is also the greatest
barrier?
AT: For change yes. But this is the
second quickest region to adopt
mobility, afer Asia, and that goes
right back to the owners and their way
of doing business.
Its training that makes the
movement of systems from one
application to another slower, which
you then have to multiply by thousands
of staf over multiple properties. IT has
to be simple, easy and fexible. It has
to be global, because hospitality is a
global business, and it has to add value
to what you are doing as a hospitality
provider.
Hospitality Business would like to
thank Radisson Blu, Media City for
hosting this discussion at the Library
Lounge.
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COVER STORY
At this years ATM, it was announced that Dubai is to target 20 million
visitors by 2020 and reclassify its 600+ hotel and residences, under
the newly issued Decree No.17. Majid Al Marri speaks exclusively
to Hospitality Business Middle East about the development of the
standards and the vision for Dubai
COVER STORY
M
ay 2013 was an historic
month for Dubais
Department of Tourism
Commerce and Marketing
(DTCM). Almost a year to the day
since the sof launch, His Highness
Sheikh Mohammad bin Rashid Al
Maktoum, Vice-President and Prime
Minister of the UAE and Ruler of
Dubai, issued Decree No. 17 of 2013,
legalising the Hotel Classifcation
Scheme for Dubais hotels, while
announcing that the Emirate will also
strive towards a tourism target of 20
million visitors by 2020.
In the 15 years since its frst hotel
classifcations were introduced, Dubai
has evolved into a heady and fast-
developing market that today boasts
one of the highest concentrations of
5-star properties in the world.
In response, the aim of Decree No.
17 is to enhance transparency and
efciency and allow guests to know
exactly how their chosen property
ranks in comparison to others within
the same category and geographical
location.
With a current total stock of more
than 600 properties, it will be a
welcome move, for the department,
industry and guest. Inspiration was
taken from around the world, with
extensive research and benchmarking
undertaken since 2008. But the aim is
not to imitate, rather to quantifably
distinguish Dubai as truly world class.
As DTCMs own manifesto states:
Our mission is to position Dubai
as the worlds leading tourism
destination and commercial hub.
Te resulting HCS adopts a
multi-layered framework to rate and
categorise each hotel, and provides
specifcations on the requirements
for diferent types and levels of Guest
Accommodations. Te multi-tiered
framework will formalise the quality
and standard of guest accommodation
and encourage a wider range and
choice for visitors, including the much
Hotel
Guest
House
Resort
Hotel
Apartment
University
Campus
Youth
Hostel
CATEGORISATION OF PROPERTIES
debated budget level.
By adopting a multi-tiered
framework of ratings, categories
and designators, clearer choice will
be provided to visitors. At the same
time, new marketing opportunities
are provided to hotels, with the
ranges of categories and designators
demonstrating the wide ofering
that has developed in Dubai, from
a deluxe hotel apartment in the city
to a family and golf resort on the
beach, to a business hotel close to the
airport, says director, classifcation
and licensing, Majid Al Marri.
Te framework includes the
traditional one to fve star rating
system, but will be grouped so each
category will cover city, resort and
desert locations, (see table right and
on page 30).
But its not all about the hardware
and location, according to Al Marri,
like other rating systems this is
predominantly a service-focussed
initiative:Our previous system,
launched in 1998, had three main
THE HOTEL INSPECTORS
Its one thing to be awarded fve stars, but
to consistently operate in 5-star style is
another. Therefore a major element of the
new classifcations will monitor quality
standards as an ongoing process.
In addition to scheduled inspections a
number of mystery guest exercises will also
be conducted.
These after hours checks are incredibly
thorough and will cover room service; spa
facilities; pre-arrival, arrival and departure
experience; bell service; guest lunch,
dinner and breakfast; wakeup call services,
and others.When conducting these and
pre-planned checks, the inspectors will be
armed with PDAs, in order to create instant
reports for hoteliers to view online.
The inspectors conducting these checks
have been trained by DTCM and its third
party industry and education partners,
in-house and externally. There is ongoing
advanced training through the Quality
Check System employed in coordination
with the Tourism Board of Switzerland.
We have
joined hands
to make this
happen and
we have
partnered
with the
major brands
to bring
something
that fts Dubai
and raises its
already high
standard
COVER STORY
Majid Al Marri, centre, with L-R: Buthaina Mohammed, executive hotel classifcation; Moza Al Jamri, executive hotel classifcation; Alia Bin Hendi, head of media relations.
classifications, now we are talking
about five categories, with different
and new grading within each. For
example resorts will only be classed
3-, 4- or 5-stars. You will not have a
resort with 1-star.
In the hotel apartments we are
ofering a new category between
standard and deluxe, so there are
now three categories in the hotel
apartment sector. But we have
focussed mainly on services
Looking ahead, the system will
also develop to include staf welfare
and cultural diversity, as well we
sustainability elements.
Ensuring the industry does
not stagnate once the stars
are awarded, classifcation
certifcates will be
renewed annually.

TRANSITION PERIOD
Pledging that the framework will not
be an instant assessment, hoteliers
are now bound to a 12 month
introductory period in order to
comply with changes to maintain their
existing star rating, or to strive for a
higher rating.
Al Marri maintains that the
period for compliance will not
cause issues as site visits have
been conducted regularly and
the industry closely involved in
all elements of the frameworks
developments.
On some levels the changes are
easily realised, on others they
will require much more
work, both now and in
future, particularly in
terms of sustainability
and BoH objectives.
Further, requirements will
place onus on DTCM to increase
collaboration with other government
entities, to facilitate this.
Eco-tourism has a lot of criteria
that is covered in our Green Award,
but as a minimum we will be
asking hotels to provide us with an
environmental strategy for waste,
water and energy.
Other environmental and social
elements in the framework will
include in future, provisions regarding
staf accommodation and catering
facilities, in addition to the possibility
of guidelines for ofces.
Previously we didnt have this so
we will start with something general,
even the cafeteria for staf and ofces
will have guidelines in future. It is
something that we will work out with
Dubai Municipality and it could even
If we are to
double the
number of
tourists, we
will have
to double
the room
inventory, too
100+
THE NUMBER OF DIFFER-
ENT HOTEL CLASSIFICA-
TION SYSTEMS IN USE
GLOBALLY
COVER STORY
9.8M
THE AMOUNT BY WHICH
VISITOR NUMBERS WILL
HAVE TO INCREASE TO
MEET 2020 TARGETS
CATEGORY DEFINITION GRADINGS
Hotel A hotel is a Guest Accommodation that provides paid
lodging, meals, and other services for travellers and tourists
on a short-term basis.
Budget
1 Star
2 Star
3 Star
4 Star
5 Star
Guest
House
A Guest House is either a converted house, etc adapted
to accommodate overnight guests; or it may be a purpose
built facility. A Guest House is run as a commercial
operation, with a minimum of 5 rooms, and is often owner-
managed.
It has public areas, which are for the exclusive
use of the guest. The owner/ manager lives either of-site,
or in a separate area within the Guest Accommodation.
Standard
Deluxe
Hotel
Apartment
A Hotel Apartment shall signify a Guest Accommodation
ofering guests a complete self-contained sole occupancy
unit consisting of studios and units with one or more
bedrooms, a living room, and a kitchen with cooking
facilities and dining area.
Standard Superior
Deluxe
Resort A Resort is a full service, amenity rich Guest
Accommodation expanding over numerous acres, which
provides a destination experience to its guests. Resorts
difer from hotels, due to the range of additional facilities
and services provided, including F&B, sports, leisure,
entertainment, and shopping.
3 Star
4 Star
5 Star
University
Campus
A University Campus Guest Accommodation can be defned
as Student dormitories or bedrooms rented (sometimes
with meals) to tourists or the general public by a college or
university, as follows:
|ar|a Ierm I|me -
family & friends of registered students
0at w|t| Ierm I|me- +||
One Level
no split Gradings
Youth
Hostel
A Youth Hostel is a budget oriented, sociable Guest
Accommodation providing the options of Single, Double, and
Family Rooms (Group Rooms, i.e. Dormitory Style, can also
be ofered however as Gender Specifc).
One Level
no split Gradings
DEFINITIONS & GRADINGS go as far back as the construction of
properties and accommodation.
We take everything into
consideration, Al Marri adds, hinting
at the level of cohesion that is looking to
be achieved through the new system.
To date, plans for collaborative
working will draw in the services
of Dubai Municipality, DEWA,
RTA, Dubai Police, Civil Defence,
and hygiene and building
standardisation committees.
We have joined hands to make this
happen and we have partnered with
the major brands in Europe, America
and Asia, as well as locally, to bring
something that fts Dubai and raises
its already high standard.
And while many embark on
extensive refurbishment projects to
ensure they can continue to meet
DTCM standards, Al Marri assures
that the point is not to see hotels
losing stars.
We will work closely with each
establishment to make sure they
reach the new criteria because we
have already worked with them and
spoken to them about this. Tey have
one year to fx or raise the criteria
and we will give them time to do that.
We are not hoping that any hotel will
lose a star, if anything we want them
to have more, he assures.
Streamlining the process, 80%
of classifcation services have
been digitised through a huge
self-assessment, E-services portal,
accessible via personalised log in
and password at www.classifcation.
dubaitourism.ae
Aligned with wider government
targets to increase the efciency
and volume of online services,
each property will now have its
own account where its entire
DTCM case history is stored, from
submission of applications to the
online classifcation self-assessment
and circular communications from
DTCM. In future this will also include
DTCMs industry data. Te portal will
also be used to speed up inspection
reports. Armed with PDAs, DTCMs
inspectors will now log data during
the inspection process, allowing for
each report to be available digitally,
through the personalised
account, to the hotelier, with
almost immediate efect.
DUBAI 2.0
In addition to the
consumer transparency
element of the
reclassifcations, it cannot be
denied that part of the exercise
will see visitors to the Emirate
presented with more choice in terms
of the types of ofering, and that will
be an essential component of the
vision for 2020, which aims to boost
numbers by just short of 100% in
seven years.
Tere will be a greater focus
on the price bands that are not
considered luxury; including the
introduction of budget, hostel and
university accommodation, within
the framework. In itself this marks a
stark commitment towards market
maturity, if only through recognition
that you cannot put 20 million
visitors in luxury hotels.
For now, there is still no national
COVER STORY
80%
OF CLASSIFICATION
SERVICES FROM DTCM
ARE TO BE DIGITISED
WITH THE NEW ONLINE
PORTAL
Designator
Programme
19 Types
Airport
All-Suites
Beach
Front
Beach
Side
Boutique
Business
City
Convention
Convention
Proximate
Heritage
Golf
Family
Island
Shopping
Sport
Theme
Park
Spa
Desert
Wellness
CATEGORISATION OF PROPERTIES
framework to tie Dubais regulations
to, something that has been identifed
as causing issues in countries such as
Spain and Italy, at as high a level as
UNWTO.
In the absence of such a system,
the only method guests have at their
disposal by which to compare each
Emirates market remains to be online
booking systems, even though such
ratings are not industry verifed.
But while the focus is frmly on
Dubai, the maturity of that focus
and leadership behind HCS, provides
a head start in itself.
We will focus on Dubai being a
leading family and entertainment
destination, says Al Marri, of the
continued development of the
Emirates brand. Last year, we had
more than one million visitors
from Saudi Arabia so
thats a market we will
target more, and of
course developments like
Mohammed Bin Rashid
City will help with that target
as there are more than 100 hotels
planned there. If we are to double
the number of tourists, we will have
to double the room inventory, too,
he adds.
Increasing visitor numbers by
100% in seven years may sound
ambitious, but the thing to
remember is that Dubai has already
achieved this feat once and
without the current socio-economic
factors that have seen recent visitor
numbers, and investments, soar.
The element of this vision that
will really make a difference is the
contribution of tourism
to the local economy;
over the same period it
is forecast that tourism
receipts will triple and the
mid-market will have an ever
significant role to play in achieving
that.
If the volume and standard of
hotels increase, this will definitely
be reflected in the economy, Al
Marri assures.
He concludes: This is something
new for Dubai that makes it stand
out internationally. With the
industry feedback we wanted to
create something unique, where
everybody can benefit, and which
will help hotels sell their product
internationally and help visitors
choose the right place to stay.
Our mission
is to position
Dubai as the
worlds leading
tourism
destination
and
commercial
hub
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VP SPOTLIGHT
cpimediagroup.com
I
n 2011, Starwood relocated its
entire senior management team
to China to fnd out frst-hand
about key market drivers and
actual growth potential.
ECONOMIES OF SCALE
Following the temporary relocation of 200 senior staf to Dubai, and ahead of a huge expansion project, Starwood senior
vice president Guido de Wilde explains why it makes economic sense to bring 14,000 new rooms to the local market
As a result, Starwood now bosts a
total of 119 properties in the Asian
economic powerhouse, 51 of which
have opened since that exercise, with
a further 106 properties currently in
the pipeline.
In March 2013, the exercise was
repeated, this time by sending 200 of
the companys top minds to Dubai
for a month long, fully immersive
relocation, headed by global
president and CEO Frits van
Paasschen (overleaf) and SVP
and regional director Guido de
Wilde (pictured lef).
During their time in
the region they visited 64
open and under construction
properties; met 3000 associates
and 150 customers and owners;
and managed to cycle almost
600km.
All in a days work, before
departing the announcement was
made that 50 new Starwood hotels
would open across the region over
the next fve years, marking
a 60% growth
For the
corporate
traveller its
about do you
recognise me,
do you know
me? That
trend is global
and it ties
in with the
mobilisation
of booking
systems
Guido De Wilde
W, St Regis and Westin are growing aggressively.
and turning the existing global
allocation of the chains properties
and brands on its head.
Properties already announced
include new W hotels in Amman,
Muscat, Abu Dhabi, and two in
Dubai. St Regis will continue to
expand in Abu Dhabi the frst city
to have two such branded properties
and Doha, Cairo and Amman.
Luxury Collection will open in
Ajman in 2014 and de Wilde advises
a stay tuned approach towards the
introduction of Alof to Dubai.
Adding a total of 14,000 rooms,
these openings and others will take
the regional portfolio to 100 (see
tables overleaf ).
DOLLAR VALUE
Te numbers are staggering, and
scream of the heady glitz of pre-
crash years, but the boys have done
their homework. Afer all, van
Guido de Wilde
SVP and regional
director, Starwood.
VP SPOTLIGHT
cpimediagroup.com HOSPITALITY BUSINESS MIDDLE EAST / 37 JUNE 2013
|ertle||e rewt|
of over 60% in the
UAE with 12 new
hotels, including
six in Dubai, bring-
ing Starwoods
portfolio to more
than 30 hotels
across the country.
Starwoods growth
plans in the UAE
also include expan-
sion into Sharjah
and Ajman.
|+j|e e\j+a.|ea
across Saudi Arabia
with six new hotels
slated to open
by 2015 bringing
Starwoods portfo-
lio to 15 hotels in
this key developing
market.
I|e re-eatr el
Starwood into Iraq
with the milestone
signings of three
hotels across three
brands in the city
of Erbil, located in
the re-emerging
Kurdistan area of
the country.
Memeatam |a
Nigeria with two
new Starwood
hotels, under the
companys Four
Points by Sheraton
brand.
|ee|t|ea el twe
new hotels in
Algeria with a new
Sheraton hotel in
Annaba and Four
Points by Sheraton
in Oran.
I|e |+aac| el
Starwoods Aloft
Hotels brand in
Saudi Arabia and
Iraq. Aloft will also
open its second
property in the
UAE in emirates of
Sharjah.
AT A GLANCE
:I||\00|
HOTELS GLOBALLY,
MAY 2013
0|:I |00M:
|Nt|||:| |N M|| |0|I|0||0
0|:I |00M:
TO BE ADDED
I0 I|| ||0|0N
HOTELS EXPECTED
TO OPEN BY THE
END OF 2015
||0||| |||
CHECKED INTO
| :I||\00|
||0|||I\ |I
ANY TIME
BY 2017,
STARWOOD
WILL OPERATE
MORE THAN 130
HOTELS IN MEA,
MARKING SOME
KEY MILESTONES,
INCLUDING:
Paasschens own catchphrase is: We
have ringside seats at the global
economy.
Te equation is simple: Emerging
markets, plus population trends
and travel patterns, minus a global
economic melt-down, multiplied by
technological innovation.
According to Starwoods fgures,
more than 70% of the worlds
economic growth is coming from fast
growing markets such as UAE, Saudi
Arabia, Algeria, Egypt, Senegal,
South Africa and Nigeria, and 80%
of Starwoods development pipeline
overlays this economic strength, with
additional focus on Iraq, Pakistan,
Angola, Ghana, the Ivory Coast and
East Africa.
Over the last 20 years, the number
of people considered middle class
doubled to two billion, and looking
ahead that will grow again to fve
billion. What that means is a city
with the population of Dubai will be
added to the world every week for
the next 30 to 40 years.
Also consider that in 2012 Dubai
International Airport counted
approximately 58 million visitors,
a number which is expected to
grow at annual rates of more than
10%, taking the airport to the
position of worlds largest in terms
of international passenger traffic,
by 2015.
The direct result of these socio-
economic conditions is an upward
trend that even the global financial
crisis couldnt stem: Rising wealth
and connectivity.
In summary, Van Paasschen
concludes the MENA region is at
the epicentre of a travel revolution:
Globalisation is accelerating new
trade patterns, capital fows and
wealth creation: this translates to
more people from more places
traveling to more destinations than
ever before. We are on the cusp of a
new Golden Age of Travel.
BIGGER, FASTER, MORE
Translated to the Starwood portfolio,
the growth isnt just new builds,
its also conversions such as the
recently acquired Sheraton, formerly
Accors Pullman at Dubais Mall of
the Emirates as well as renovations
and extensions.
Over 95% of Starwoods global
portfolio is actually owned by
investors, representing trillions of
dollars in global capital, so its no
wonder the expansions plans are
backed by the very highest people,
including Royalty.
New York State currently has the
highest concentration of Starwood
properties in the world, with Dubai
a very close second. When will frst
position be achieved?
You are asking the same question
as Sheikh Mohammed bin Rashid Al
Maktoum! De Wilde begins.
If you look at upper up-scale and
luxury, we would be on par to have
more hotels than New York in that
segment in practically a year or two,
we are actually very close. If you look
at Manhattan alone we are already
on par, but this [statistic] looks at
New York State, so I think we are
probably going to come on par in
around three years from now.
Building hotels in the right place is
one thing, but the next major trend
in Starwoods predicted revolution
will be the rise in mobile bookings,
which will apparently count for
half of all bookings in a matter of
months.
In fact, mobile bookings are
growing at almost fve times the pace
that the internet itself was growing a
decade ago.
Tats a growth that is just
unstoppable. Te traditional way
to deal with wholesalers and tour
operators is gone. In the past, you
would have two prices a year, the
brochures would be printed and the
prices locked, now you have a very
dynamic pricing going on with the
tour operator.
Tat is a new trend, but they also
want us to open our inventory so
they have day to day access and the
ability to see the rooms we have and
their categories.
Tey want to interconnect with
our systems in a way that in the
past wasnt possible, says de Wilde,
putting the trend into context, then
adding that on any given day there
VP SPOTLIGHT
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Market Hotels |eem.
MEA 82 23189
Middle East 45 12674
AFIO 37 10515
MENA 63 18936
GCC 37 10775
UAE 21 6153
Dubai 14 4195
Saudi Arabia 9 2528
Qatar 3 1148
Syria 3 589
Jordan 2 697
Kuwait 2 460
Lebanon 2 206
Bahrain 1 256
Pakistan 1 407
Oman 1 230
Algeria 3 1036
Egypt 10 3992
Nigeria 5 1,355
Mauritius 3 629
Morocco 3 745
Gabon 2 343
Seychelles 2 192
South Africa 2 658
Tunisia 1 285
Libya 1 204
Djibouti 1 175
Ethiopia 1 293
Gambia 1 186
EXISTING PORTFOLIO CURRENT PIPELINE
Market Hotels |eem.
MEA 42 12268
Middle East 31 9574
AFIO 11 2694
MENA 36 10981
GCC 22 7217
UAE 12 4499
Dubai 6 2880
Saudi Arabia 6 1668
Qatar 1 350
Jordan 4 1050
Iraq 3 710
Pakistan 2 597
Oman 3 700
Nigeria 4 854
Algeria 2 371
Egypt 2 741
Madagascar 1 210
Senegal 1 223
Libya 1 295
We have
ringside seats
at the global
economy
Frits Van Paasschen
MIDDLE EAST & AFRICA HOTEL/ROOMS COUNT
Frits van Paasschen,
CEO and president,
Starwood Hotels.
are 250,000 people checked into
Starwood properties.
FINGER ON THE PULSE
During the relocation period,
meetings were held with 150
customers and owners giving de
Wilde and his team unparalleled
access to market feedback and the
next big development.
Te corporate traveller is
interested in consistency of service
and there is a loyalty attached to
that, just the same is found with the
airlines. For the corporate traveller
its about do you recognise me, do
you know me? Tat trend is global
and it ties in with the mobilisation of
booking systems, because with our
new systems we will soon be able to
use a [potential] guests location to
ofer them a personalised service, on
the move, that they can literally book
with one hand, from their mobile
device, while doing something else.
Ten on the other hand,
the leisure traveller wants new
destinations and they want us to
opening places where we are not
already present. So were reaching
further, penetrating new markets,
but establishing our brand values
along with the physical building and
making it easier to book into those
properties, de Wilde adds.
While the motives may be 100%
corporate, the future for Starwood
is driven by people. Its reactionary
without being knee jerk, but is
strongly pegged on social and
economic patterns. All
that is lef now,
is time for
the global
scenarios
to play
out
28
th
- 30
th
September 2013
DUBAI WORLD TRADE CENTRE
The hotel and hospitality world will come
together to invest, develop and progress the
industry for the year ahead.
Outdoor & Resort Experience at The Hotel
Show will give you direct access to exhibitors
showcasing the newest products in:
Outdoor furniture Outdoor accessories
Water Features Landscaping Marquees &
Awnings Swimming Pools Spa Equipment
Outdoor Sports Equipment and much more.
Whether you are an owner or operator of a hotel
or restaurant, The Hotel Show is your chance to
create a brand new resort experience that your
guests will never forget.
Design a brand
new experience
for your guests
thehotelshow.com/outdoor2013
Pre-Register now for your free entry pass
thehotelshow.com/outdoor2013
Hygiene under
the spotlight
Industry gathers to share best practice tips and tricks at the
Hospitality Hygiene Summit, May 27, Habtoor Grand
F
rom staf training to the
regulation of chemicals and
equipment, hygiene in guest
areas is equally important
as cleanliness in food service and
preparation areas.
Tese issue, along with many others,
were on the table for debate at the
Hospitality Hygiene Summit, held at
Habtoor Grand on May 27.
Expert panellists Christiane Abou
Zeidan, director of environment,
health & safety, Rotana; Tatjana
Ahmed, housekeeping manager and
member of the council of experts,
Grand Hyatt; Nadaf Allabaksh,
executive housekeeper, Mvenpick;
and Balachander V, hygiene manager,
Grand Hyatt Dubai, were joined by
Dhofar Globals deputy GM, Chandan
Singh in front of a live audience of
hygiene professionals.
Te primary area of debate that
emerged was how best to combine
the a hotels hygiene standards with
sustainability targets specifcally
with targets to reduce energy and
water wastage, as well as overall waste
generation.
Disposable amenities were high
on the agenda and how best to
provide these while reducing negative
environmental impact, was hotly
debated.
Also discussed was the progression
of cleaning technologies, regarding
which, Dhofar Global deputy GM,
Chandan Singh predicts electric hand
dryers could soon become a thing of
the past, as more people learn about
US conducted research that claims
bacteria is only removed when hands
are wiped on tissue.
Te summit began with a keynote
presentation from Dubai Municipality
principle food studies, Bobby Krishna,
who explained the concept of cross-
cultural hygiene, and concluded in the
afernoon follow-ing two panels on
food hygiene and F&B best practice.
HHS COVERAGE
HHS COVERAGE
With the support of: Platinum Sponsor:
Support Sponsor:
Meat Hygiene Sponsor:
Support Sponsor: Support Sponsor: Support Sponsor:
Dhofar Global deputy
GM, Chandan Singh. L&R:
Panellists Christiane Abou
Zeidan, dir. environment,
health & safety, Rotana;
Tatjana Ahmed, housekeep-
ing mgr, Grand Hyatt;
Nadaf Allabaksh, exec
housekeeper, Mvenpick;
Balachander V, hygiene
mgr, Grand Hyatt Dubai. Far
left: Bobby Krishna, princi-
ple food studies, D.M.
Hygiene is basically common sense but events like this help to focus the market on new solutions and provide oppor-
tunities for those who deal with hygiene issues on a day-to-day basis, in order to refresh their thinking and consider
alternative solutions. We see great opportunity in the hospitality sector for our innovative tissue products,
Chandan Singh, deputy GM, Dhofar Global
HHS COVERAGE
In a world where food safety, food traceability and
workplace hygiene is a priority, the 2013 Hygiene
Summit provided a timely platform for industry
professionals to network and gather information
and techniques that will no doubt beneft their best
management practices and boost their businesses
overall performance within this area,
Jamie Ferguson, regional manager ,
MENA Meat & Livestock Australia
As we all know, the UAE has a great mix of cultures
each with its own customs and practices and that
is why it is important to ensure the same proper
hygiene habits are shared and practiced by all. To
help with this transformation, Kimberly-Clark Pro-
fessional has decided to bring its Healthy Workplace
project to this region. Our objective is very simple:
We identify germ hotspots for our customers and
then provide them with the right reduction tools in
the appropriate locations within their facilities,
Jordi Perpi, Healthy WorkPlace consultant manager, Kimberly-
Clark Professional.
Colour coded vinyl gloves ensure:
Easy puncture identication
No more latex allergies
Good hygiene practice
Dhofar Global Tr. Co.L.L.C.
DHOFAR GLOBAL TR.CO.L.L.C
P.O.Box: 70580, Sharjah, United Arab Emirates
Mobile: 050 631 6593, Tel: +971 6 5302525 / 5368690,
Fax: +971 6 5302626 / 5368552
Email: chandan@dhofartr.com - dhofart@eim.ae www.dhofartr.com
BRANCH:
Dubai Investment Park - 1,W-16/598-289-Dubai,U.A.E. Tel: +971 4
8856556, Fax: +971 4 8856566
In the kitchen the smallest things
can be the most important...
Colour coded VINYL gloves
We also specialise in tissue paper and dispensers
TRADING COMPANY W.L.L,
Po Box No 8028, Doha, Qatar, Tel: +974 44110511,
Fax: +974 44110611, Mob: +974 70403935
SHOW ROOM:
Ofce No 12, Building No 8, Barwa Village, Wakra,
Doha, Qatar.
SPECIAL FEATURE/ FITNESS PAYS
Regionally, recreation and ftness industries are generating huge revenues
and its a stream that doesnt experience the same peaks and troughs as
F&B or ADR. But beyond guest provisions, are you doing enough to capture
the local residents market?
W
hile F&B and room
revenues are the frst
to sufer in times of
economic trouble,
the ftness and health industry is
one that has continued to see robust
growth. In the Middle East today the
spa and ftness industries are worth
a combined $20bn with most of that
revenue generated from local resident
markets, rather than tourism.
Te YoY growth as a result has
been phenomenal, however while
spa generates signifcant interest and
investment, the hotel gym is ofen lef
behind, with only basic facilities and
limited capacity to become a hotel
selling point in its own right.
But now ftness experts globally are
advising Middle East hoteliers to buck
the trend and follow the lead, not only
for ftness holidays but in capturing
the local market.
Non-traditional ftness facilities
such as those found in hotels,
corporations, housing developments
and country clubs are growing rapidly
in popularity and are completely
redefning how we exercise, says
Brian Green, president and CEO of
Advantage Fitness Products.
Its common place to open the
doors to patrons for other areas,
but not for ftness, yet today non-
traditional facilities are a primary
revenue generator, he observes.
If your own gym lies empty for
most of the year its an even greater
reason to utilise the space.
Its something that Sheraton has
implemented on a global scale,
partnering with Core Performance to
deliver, on a third party basis, a health
and ftness programme that is bespoke
to the hotel chain.
Te tie up has seen the installation
of top-class gym facilities, healthy
dining, guest room workouts and
online training to follow up even afer
check out.
Says brand manager VP, Brian
Povinelli, Sheraton Hotels: Fitness
and travel go hand in hand and our
guests have told us that working out
is a priority when they travel. Our
unprecedented partnership with
Core Performance ofers an array
of programmes and services to help
guests enhance their overall ftness
regimen and performance before,
during and afer their stay.
Tey are measures few Middle East
hotels have gone to. Fairmont Te
Palm keenly promotes its health and
ftness oferings, but few others are
taking the lead. Fairmont currently
provides daily ftness classes with a
timetable incorporating yoga, pilates,
zumba, step aerobics, body balance
and aqua aerobics and in making
the most of its location, maps of
suggested running routes around
Palm Jumeirah.
At the chains Vancouver property,
GM Ian Pullan, will even run with
guests.
Its a philosophy that has also
been echoed in Starwoods Westin
brand, through the Westin Workout,
Some business streams are
anything but ancillary and
may contribute more than 50%
of a hotels total revenues
Golds Gym COO Nitesh Seebran
WORKING IT OUT
Follow these three steps to boost your
recreation centre revenues, by Bryan Green,
president and CEO, Advantage Fitness Products.
Paid for ftness programmes
Leisure travellers are typically looking for new
and better experiences than they get at home.
Their impulsive mind-set has made an industry
of ftness holidays in Thailand and India, but an
un-catered to market stays in city and beach
properties around the world. Work in a workout
programme and you could essential re-brand
your entire property and ofering.
Outsource
If a job is worth doing, its worth doing properly,
so if you do decide to enhance your ofering,
you need the specialists to provide it. Also,
afliation with the right third party brand can
really boost marketing activities.
Add on sales
While too many chains now ofer free access to
mats, bottled water and even workout kits to
justify renting such equipment, gym and spa
does still come with F&B opportunities that
could cater to ftness dieters, rather than those
with special dietary requirements.
Loyalty pays
The rise in the popularity of loyalty schemes
specifcally aviation-related tie ups ofer
opportunity for value added extras. In addition
to sign-up promotions, corporate gifts such
as airmiles can be given to the most loyal of
clients.
although this is yet to be brought to
the local market.
Wellness has really become a
macro-global trend, and not only
in the hotel category but across all
industries, Povinelli comments.
As an expert in generating ancillary
revenues, primarily through F&B,
Table4ME managing partner Tiina-
Maija Bergman, says that anciliary
should not automatically mean less
important in terms of total revenue
management.
We know from the market in
the Middle East that some business
streams are anything but ancillary and
may contribute more than 50% of a
hotels total revenues. Te question
is, are we investing 50% of our focus
and budget towards managing and
optimising these opportunities?
With the world changing and
travel behaviour changing as a
result, due to corporate travel budget
restrictions, the mid-scale and luxury
hotels are facing increased pressure
to maximise their hotels revenue
generation per square metre, she
observes.
GYM BUDDY
Te next step in gym development
according to Golds Gym COO Nitesh
Seebran will be for more international
chains such as Golds to tie up with
hotel chains, in much the same way
spa and F&B brands do.
He says: Te UAE is such a place
where 5-star hotels are located in
residential areas, if Golds moves
into hotels it will have to be where
we know we can maximise our
investment. Members and a good
number of new members is what
all health clubs look for, hotels will
HOW TO OPTIMISE ANCILLARY REVENUES
Understand it
To efectively manage ancillary revenues
hotels need to have the ability to forecast
accurately. In order to do that, they need to
understand the business at a granular level. As
with hotel rooms where we now can dissect the
business into booking source, market segment,
rate code, room type and booking channel, the
other ancillary revenue generating departments
need a similar focus to understand where there
is room and opportunity to maximise revenues.
Plan for it
We want to turn the chance business into a
planned and manageable business in order to
make the most of these additional sources of
revenue for the hotels.
Manage it
Efective reservations and database
management - the customer is still king - and
the more relevant information we can gather
about them the better.
it makes sense to ensure
that the revenue and
profit potential of your
facility is maximised
be able to tick a few boxes on the
checklist, for what we look for. Golds
Gym caters for all therefore a hotel
tie up must be one with memberships
for residents as this will be our main
source of income.
But, he advises, in the meantime
while hotels are by and large lef to
fnd their own way, skilled staf should
be a top priority.
Dont hold back on stafng, Hire
in advance and stop saying we will
hire down the line. Our success will
always be our staf and bringing the
team on board before a club opens is
vital. Members want to see our teams
presence when they come in for the
their frst visits, remember a high
percentage of new members will be
joining a health club for their frst time.
According to Green the
maximisation of revenues in this
crucially neglected sector is nothing
but common sense, when the
cost of investment is brought into
consideration.
Typically, hotels and resorts
that successfully leverage ftness
to support their core hospitality
business see a ftness centre as
more than a one-time, stagnant
installation. Contemporary
standards of safety and hygiene,
guests ever-changing expectations
in terms of amenities and unique
services, and keeping up with
state-of-the-art ftness modalities
and technologies, all play a vital
role in terms of your business focus
regarding ftness.
Considering the work and
efort that goes into creating and
maintaining a successful ftness
centre, it makes sense to ensure that
the revenue and proft potential of
your facility is maximised, he adds
OFFICIAL
PUBLISHER ORGANISED BY
OFFICIAL
TRAVEL PARTNER
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17 - 19
NOVEMBER 2013
DUBAI WORLD
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SPECIAL FEATURE
W
e have plenty of hotels
in Dubai. And we have
plenty of spas. And, we
have plenty of spas in
hotels too.
But do we have real retreats?
Or is it all about famboyant, luxury
resorts and a few beauty treatments
and massages.
I am still to see in Dubai a real
retreat the likes of Shiva Som in
Tailand.
Retreats are not about caviar or gold
leaf facials of which Dubai is so proud.
True retreats are rather about
the ultimate wellbeing of body and
mind achieved over a period of time
where the body (through specifc
dieting, foods and treatments) and
mind (through meditation, yoga and
relaxation) are cleansed, detoxifed,
purifed.
Te world over, our day to day
cosmopolitan lives take a huge toll
on our bodies and minds. Pollution,
processed food, stress, cigarettes,
alcohol: they all contribute to our lack
of wellbeing.
Tere are many people out there
who, more conscious than others,
understand the benefts of not only
taking vacations but also giving
vacations to their bodies and minds,
and opt for health retreats that
would help gain that equilibrium
once again, an equilibrium that
is achieved through detoxing and
pacing ourselves down. A bit like slow
walking on a treadmill afer an hour
of fast racing.
TKIs Daniel During asks if perhaps the most efective way to
maximise spa revenues is actually to shun the allure of catering to a
tried and tested social scene
WHAT DO CUSTOMERS
ACTUALLY WANT FROM
A SPA RETREAT AS A
HOLIDAY DESTINATION?
And there lies our un-catered-to
opportunity.
As much as we love our resorts
here, it is pretty obvious that alcohol
and partying negate the very core
belief of detoxing and cleansing and
we will never cater to the true retreat
seeker.
Is there an opportunity out there
to create a new ofer and bring new
markets into our emirate?
While we all agree on the added
fnancial benefts that alcohol brings
to the bottom line, there may be room
for dry resorts that maximise revenues
through long staying guests and all
inclusive packages, catering to all the
guest needs all through his or her stay.
So, if retreats the world over can do
it, we should be able to do it too. Or
are we too greedy to let go of it? Or
afraid that the added beneft of long
stay guests and guaranteed revenues
will not compensate for the lack of
alcohol?
I believe we are still on time in
Dubai to create new resorts that
merge luxury and health, but if
Dubai is too gluttonous to lose
its alcohol revenue, is there room
perhaps in neighbouring dry
emirates such as Sharjah to cater to
this market?
Considering that the retreat
market comes in all sizes and budgets,
from the luxury end to the more
modest resort, it could also be an
opportunity for Sharjah to
come up with top end
glitz dry retreats,
attracting investors with more
afordable land and compete with
Dubais not so health oriented bling.
And there lies another opportunity
for Dubai: three and four star retreats,
an argument I have been preaching
for quite some time now.
When thinking of retreats we
generally think of inner peace, quiet
and meditation. And that comes
with modesty, both of spirit and of
surroundings. Is there not room
for more modest resorts too in our
blingy city?
Finally, there is another opportunity
out there: boot camps. Not the ones
on JBR beach, but rather the ones that
you join for several weeks to train
hard core and play hard core too.
Tese new Spartan resorts dont
cater to boys alone: there is a whole
bunch of devotees out there who
seek adventure and adrenaline. And
probably nothing like our Musandam
mountains to ofer that.
Austere camps, ofering a range
of activities and hard core training,
using our very own nature, training
under a scorching sun, rock climbing,
mountain biking, trail biking, but
also, racing between barbed wire,
charged electric wires and mud. And
fnally these resorts can also be host of
triathlons and Spartan races the like of
Mud on the Mountain, Adventurerace
or Spartan Race.
Catering to a currently non-
existing tourism segment would bring
additional tourism to the area and can
reposition the UAE as a more real
place to vacation.
Maybe there is a place out there
to create a new UAE? Not the one
of dining out and partying but
rather one that also caters to both
the peace and the adrenaline
seeker.
Maybe we have forgotten a
whole market out there which
is waiting to be catered for and
we are just missing out on the
opportunity?
By Daniel G During, principal
and MD, Tomas Klein
International
Hospitality Business ME magazine
The choice of the professionals
Heinz Grub
GM, Sheraton Dubai Creek and
Area Manager of 7
Starwood properties in Dubai
Samer Khanfar
GM, Jumeirah Living Dubai
World Trade Centre Residence
Gerald Lawless
President and Group CEO,
Jumeirah Group
To advertise please contact:
Alex Bendiouis, alex.bendiouis@cpimediagroup.com +971 50 458 9204
Alexander Grifn, alex.grifn@cpimediagroup.com +971 50 8500727
Ankit Shukla, ankit.shukla@cpimediagroup.com +971 55 2572807
Read every monthly issue free of charge via: www.hospitalitybusinessme.com
Majid Al Marri
Director Hotel Classifcation
at Department of Tourism
& Commerce Marketing,
Dubai Municipality
SERVICES AND SUPPLIES
Services and
supplies
The industrys most useful and innovative new designs, delivered to
you, every month
ADA CHAMPIONS CSR
Carpet manufacturer Desso is the frst in the
world to be certifed under Version 3.0 of the
Cradle to Cradle Certifed Product Standard
administered by the Cradle to Cradle Products
Innovation Institute.
The Cradle to Grave concept is based on fve
categories: material health, material reutilisation,
DESSO CRADLE TO GRAVE CERTIFICATION
ADA Cosmetics International has modifed the
facons of its successful cosmetics series Eco by
Green Culture, certifed with the eco-label of
the European Union, to incorporate a practical
fip-top cap that uses less material and energy
to produce.
The new 30ml bottles are made from recycled
PET and are recyclable again. The fresh design
remains the same since it underlines the natural
Sabre Hospitality Solutions will provide its SynXis
Central Reservations System to Abidos Hotels,
conncting to global distribution systems, online
travel agents and mobile booking engines, to
increase global revenue and connect Abidos
Hotels CRS to major property management
systems, for merchandising and revenue
management.
Alexander Barder, regional director of business
development Middle East and Africa, Sabre
Hospitality Solutions, said: We are truly grateful
to Abidos Hotels for having chosen to partner with
Sabre Hospitality Solutions. Abidos is a new and
exciting hotel brand in Dubai and we are thrilled
to be able to fully support their endeavors via the
SynXis CRS allowing seamless distribution across
all channels along with full integration with their
hotel PMSs.
SABRE SOLUTIONS STRIKES
ABIDOS DEAL
appeal of the product line. In a statement, ADA
commented: The fact that intelligent packaging
solutions preserve our resources is also proven
by ADAs two dispenser systems: the tried and
tested press+wash system and the new smart
care system. Our clients can, therefore, continue
to order Eco by Green Culture in the 300ml
dispensers, which are both economical and
eco-friendly.
renewable energy and carbon management, water
stewardship and social fairness.The initial stages
of the certifcation process comprise assessing raw
materials in terms of human and environmental
health criteria, and evaluating the manufacturing
process according to recycling potential, energy
and water use, and social responsibility.
SERVICES AND SUPPLIES
Hansgrohe SE, the bathroom and
showerhead manufacturer last month
showcased a number of sustainable
technologies at Abu Dhabi Quality Forum,
April 28 29.
The two day event was organised by
the Abu Dhabi Quality and Conformity
Council (QCC) and was organised in pursuit
of QCCs objective to act as key contributors
to achieving Abu Dhabis Economic Vision
2030, through attracting recognised
industry players to share their knowledge.
Hansgrohes range of mixers and
showerheads ftted with the EcoSmart
technology consume up to 60% less water
than conventional products without any loss
of comfort and have recently been awarded
the prestigious Abu Dhabi Trustmark for
Environmental Performance to certify that
they have been rigorously tested by QCC and
meet UAE and international standards.
Lower hot water consumption also
means a reduced energy requirement,
resulting in lower CO
2
emissions and lower
costs. Hansgrohe mixers go beyond the
minimum requirements set by Estidama
to deliver 5 l/min, instead of the minimum
6 l/m and can also help developers to
achieve LEED (Leadership in Energy and
Environmental Design) building standards.
HANSGROHE AT A
QUALITY FORUM
A range of front loading washing machines
featuring 6 Motion technology has been
launched to the market by LG.
The appliances also feature Inverter Direct
Drive motor and steam washer, complete with
an allergy care function and a Steam Refresh
Cycle for a detergent-free wash that uses less
than one litre of water, deodorizing and washing
with every cycle. Combined, the machines
incorporate scrubbing, stepping, swinging
6 MOTION WASHING MACHINE FROM LG
and rolling motion, immitating hand washing
techniques.
The innovative technologies on LGs new
front-load washers are designed to make laundry
time a breeze. The 6 Motion technology means
less wear and tear on clothes, giving consumers
more time with family and friends,said Mr. D. Y.
Kim, President of LG Electronics, Gulf FZE.
The noise and energy reduced model also
comes with a 10 year warranty.
xxxxxxx
Luxury in-room automated technology vendor
DigiValet has responded to the rising demand in
the luxury sector with a suite of new technology
exhibited at the Arabian Hotel Investment
Conference (AHIC).
Exhibited at Madinat Jumeirah, Dubai,
DigiValet promoted a platform with which hotels
can take guest experience to higher levels of
comfort and complete satisfaction.
IN-ROOM ENHANCEMENTS FROM DIGIVALET
The products integrate In-Room Controls
such as lighting and AC, entertainment controls
that include TV; a wide array of flms and
music; a complete in-room dining menu; spa
options, shopping, a defnitive selection of world
newspapers, concierge based services and other
features that are bound to enhance every guests
experience. The solution is available on the Apple
iOS platform on the iPad and iPad Mini.
Dirk Shilmoeller, sales director,
Hansgrohe Middle East.
For all advertisment related enquires please contact the following:
Sales Director: Ankit Shukla
ankit.shukla@cpimediagroup.com
+971 55 2572807
Associate Publisher: Alex Bendiouis
alex.bendiouis@cpimediagroup.com
+971 50 458 9204
The Pro Chef ME magazine
- the magazine for professionals
Read every monthly issue free of charge via: www.cpidubai/com
If you work as a chef, restaurant manager, sommelier, banqueting manager or catering
manager for a four or ve star restaurant in the UAE, then apply for your free monthly
copy of The Pro Chef Middle East, the magazine for ne dining professionals.
SASCHA TRIEMER,
EXECUTIVE CHEF,
ATLANTIS, THE PALM
Published by
MIDDLE EAST
APPOINMENT NEWS
HOSPITALITY BUSINESS MIDDLE EAST / 53 JUNE 2013 cpidubai.com
Appointment news
The latest appointment and promotion news from the region
GLOBAL PROMOTION FOR
MARRIOTT MARQUIS FOH DIRECTOR
Marriott Marquis director of front of house
operations, Darin Davies, has been appointed
to the position of president of the Association
of Front Office Managers and Deputy
Managers of Luxury Hotels (AICR).
Founded in 1964 by, the front office leader
of several luxury properties in the south of
France, the international organisation is
represented in 15 countries and has almost
1000 members. Davies responsibilities will
include liaising with members worldwide,
HYATT VP OF SALES AND OPS
Ron Cusiter has been named as the newly
appointed VP of sales and operations for
Hyatt Hotels and Resorts, Southwest Asia.
The Scottish national has 22 years
experience in the industry, working in Europe,
North America, Middle East and Asia. Its
experience that will come in useful as Hyatt
prepares to open 57 properties globally.
Speaking about his appointment, Cusiter
said: Hyatt International is a renowned
global hospitality company with a strong
growth strategy for Southwest Asia, these are
exciting times for Hyatt as we embark on a
strong period of expansion.
Darin Davies.
expanding the association and planning for
the next Presidium and Receptionist of The
Year competition in Hamburg.
Davies shares his guest relations expertise
in this issues FoH IT roundtable, on page 20.
MERIDIEN F&B DIRECTOR ABU DHABI
Christina Bowen has joined the Meridien Abu
Dhabi F&B team in the midst of a multi-
million dirham revamp project of all the
hotels restaurants and outlets.
We are glad to have Christina join the
team at a time where strong leadership in
our F&B department is a must, said Shaun
Parsons, general manager of Le Royal
Meridien Abu Dhabi.
The plan to refurbish our existing outlets
and to open a new one within 2013 is a
great challenge with regards maintaining
service delivery at an optimum while keeping
inconvenience at a low for guests and clients,
he added.
Drawing on previous experience with
Events and Entertainment UK and Canada and
Starwood Hotels, Bowen holds a BBA in Hotel
management from The Hague Hotel School.
Bowen will take charge of all current F&B
operations as well as being involved in the
re-opening of the hotels all-day-dining
restaurant, the launch of a new culinary
concept and revamps of the hotels landmark
revolving restaurant, in addition to a new
Club Lounge and lobby entity and conference
and banqueting operations. Later this year
the revamp will incorporate an expansion of
the Irish pub- the only Irish bar in the capital.
Christina Bowen.
Ron Cusiter.
cpimediagroup.com
JOB WATCH
Job watch
Time to move on? We can help.
All jobs can be applied for through www.Hozpitality.com
GM UAE
Level: Top Management
Location: United Arab Emirates (UAE)
Salary Description: Attractive salary and
benefits
Recruiter: Auris Plaza Hotel Dubai
The Operation Manager should be familiar
with all aspects of hotel operations with
strong background in Rooms Division and
Food & Beverage Departments.
Minimum Requirement:
Qualification: Western Hotel School
educated with a degree in Hotel Operations/
Management.
Experience: 5-6 years of experience in Hotel
Operations with background in Rooms Division
& F&B Service.
The candidate should be ready to travel
within and outside U.A.E.
GM TANZINIA
Level: Top Management
Location: Worldwide, Africa, ME/GCC (Except
UAE), United Arab Emirates (UAE)
Salary Description: attractive
Recruiter: FJ Recruiting and International
Consulting Service
We are looking for a GM for for a first class
chain hotel in Tanzania, East Africa. Must be
single or married WITH NO CHILDREN NOR
PETS !
Accommodation provided with full
maintenance.
Pay package is negotiable and tax free.
Age 35 to 48 years of age single or married
with no children nor pets. European/
American, Australian/Canadian preferred.
Please apply with your CV .
FEMALE OPERATIONS MANAGER, JEDDAH
Level: Department Head, Top Management
Location: ME/GCC (Except UAE), United Arab
Emirates (UAE)
Salary Description: attractive salary and
benefits
Recruiter: Bouthaina Salon and Spa
Bouthaina Salon and Spa, a well-known high-
end beauty center exclusively for women in
Jeddah, Saudi Arabia where we provide high
standard services that offer a sense of pride in
elegance, prestige and style, and rejuvenating
the soul thus revealing true inner beauty of
a woman. For more than 20 years we have
been utilizing the latest technologies and
techniques and the best international talents
to provide the highest standards and services
in all areas of beauty and care. Our plan is
to spread our success into a chain of beauty
salons and spa all over the kingdom, providing
continuous excellence to our customer, and for
this, we need a highly qualified professional
Operation Manager to join us. The Operations
Managers is responsible for the overall
management of operations in all BOUTHAINA
Spas and Salons. The Operations Manager
oversees profitability, guest satisfaction,
performance standards, human resources
and training. New developments/projects
are also the responsibility of the Operations
Manager. Full time a minimum of 48/52
working hours per week, or as required by the
operation
E-COMMERCE MANAGER
Level: Middle Management
Start Date: 01/06/2013
Recruiter: Radisson Blu Hotel, Dubai Deira
Creek
Job Purpose:
The purpose of this role is to establish, drive
and deliver the Ecommerce Strategy for
the Hotel and to manage activities to drive
traffic to the web-site; optimising marketing
activities to ensure maximisation of return
on investment. You will work closely with
the sales and marketing team to align brand
and marketing activities, whilst supporting
product and site development strategy.
Person Specification / Requirements:
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environment
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HR MANAGER
Level: Department Head, Middle
Management
Salary Description: Competitive Salary
Offered
Recruiter: GLOBAL HOTELS MANAGEMENT
LLC., Dubai
As a Human Resources Manager, you will be
reporting directly to the General Manager
and/or Chief Executive Officer.
Your responsibilities and essential job
functions include but are not limited to the
following:
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of the Human Resources Department as well
as play a critical role in the implementation
of the human resources strategy to all the
properties of Global Hotels Management LLC.
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human resource solutions and implement
strategies in the areas of employee relations,
compensation and benefits, recognition,
administration and employees wellness
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Resources for at least five (5) years
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applications required
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Human Resources Management or Business
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organizational skills
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SUCCESS
CONSISTS OF
GOING FROM
FAILURE
TO FAILURE
WITHOUT LOSS
OF ENTHUSIASM
WINSTON
CHURCHILL
JOB WATCH
HOSPITALITY BUSINESS MIDDLE EAST / 55 cpimediagroup.com JUNE 2013
A PERSON IS A
SUCCESS IF THEY
GET UP IN THE
MORNING AND GO
TO BED AT NIGHT,
AND IN BETWEEN
DO WHAT THEY
WANT TO DO
BOB DYLAN
Jobs supplied by:
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be given priority.
OCCUPATIONAL HEALTH AND SAFETY
OFFICER
benefits
Recruiter: Grand Hyatt Dubai
You will be responsible for the efficient
running of the department in line with Hyatt
Internationals Corporate Strategies and brand
standards, whilst meeting employee, guest
and owner expectations. The Occupational
Health & Safety Officer is responsible to
develop, implement, monitor and evaluate
the hotels environmental, safety and
health activities / programs, and policies &
procedures.
Qualifications: Ideally with a professional
diploma or certificate in Safety and Health.
Minimum 2 years work experience as
Occupational Safety & Health Officer, or in any
related field of Safety and Health in larger
operation. Good practical, operational and
adequate administrative skills are a must.
RESERVATIONS MANAGER JEDDAH
Location: ME/GCC (Except UAE)
Salary Description: Competitve Salary
Package
Recruiter: Qasswa for Haj and Umra
We are Looking for an Experienced
Reservation Manager for our Qasswa Head
Office Located in Jeddah. The Position is very
vital and need some one strong in Sales and
Reservation of Hotels or Travel Business. Only
Muslim candidates are requested to apply.
Handsome Salary package+Housing Allow
ance+Transportation+Medical and Return
Tickets.
REVENUE MANAGER
Management
Recruiter: One to One Hotels- the Village
One to One hotel the village: designed by
an innovative creative team, stands alone in
the region offering a unique home away from
home for both business executives and leisure
travelers alike.
REVENUE EXECUTIVE
Salary Description: Competitive Package
Recruiter: Al Manzel Hotel Apartments
Al Manzel Hotel Apartments Abu Dhabi has
a great opportunity for an enthusiastic and
committed Revenue Executive to join our
dynamic and professional team.
Job Role & Responsibilities:
Establish, manage and monitor standards,
processes, communications, training and
systems to ensure:
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forecast for hotel daily rooms revenue.
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to increase the market penetration and hotel
Revenue.
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Reservations department
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targets to ensure goals are achieved.
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strategy by market segment with reference to
market intelligence, buying patterns and pre
determined seasonality.
Candidate Profile:
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Executive, UAE market will be a plus
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similar.
HR COORDINATOR
Level: Staff- Line level, Supervisory level
Recruiter: One to One Hotels- the Village
One to One hotel the village: designed by
an innovative creative team, stands alone in
the region offering a unique home away from
home for both business executives and leisure
travelers alike.
We are currently looking for:-
Good English speaking
3-5 years of similar experience in star hotels
in UAE/Gulf
Good Computer skills
Extremely active and prompt
Able to sustain pressure
Good delegation skills
HEALTH AND SAFETY OFFICER
Management
Location: ME/GCC (Except UAE), United Arab
Emirates (UAE)
Recruiter: Regency Group Holdings, Doha
Regency Group Holding is one of Qatars oldest
and largest business entities encompassing
several divisions across a spectrum of
industries and a portfolio that includes several
internationally acclaimed brands.
Health & Safety Officer required for Regency
Group Holding, Doha, Qatar.
HR MANAGER
Salary Description: Up to AED 8,000 plus free
accommodation and other hotel benefits are
provided
Recruiter: Apt Resources, Dubai
For an established group of 4star hotels in
Dubai, UAE
Location: Dubai, UAE
Industry: Hospitality/hotel/tourism
Department: HR / Training & Development
Level: Managerial
Minimum experience in same role: 3 years
Minimum experience in same industry: 5 years
Education: Degree/ Hotel Management
Salary: Up to AED 8,000 plus free
accommodation and other hotel benefits are
provided
I
NFORMATION SYSTEMS COORDINATOR
Level: Staff- Line level, Supervisory level
benefits
Recruiter: Grand Hyatt Dubai
You will be responsible to assist with the
efficient running of the department in line with
Hyatt Internationals Corporate Strategies and
brand standards, whilst meeting employee,
guest and owner expectations. The Information
Systems Coordinator is responsible to assist
in the smooth and efficient running of
Information Systems Department.
COMMENT
S
omehow, email marketing has
been more recently overlooked,
what with marketing campaigns
focusing more on interactivity
that social media platforms can
deliver, we wanted to remind you why
its still one of our favourite methods
of marketing and how it can also
ensure more direct bookings for your
hotel whilst being an excellent tool for
you to stay in touch with your guests
and prospects.
Nurture relationships
Email marketing is an excellent
relationship building tool, and can
be one of the most efective ways
to deliver revenue growth and by
personalising the email and targeting
specifc audiences for specifc ofers
you will inspire more bookings and
drive responses.
Send a pre-stay welcome email;
a post-stay thank you email;
and, to loyal guests, personalised
communications notifying them
of exclusive ofers, new amenities,
Email marketing
for hotels
Digital Nexa MD Andrew Thomnas asks if email marketing is the key
to boosting direct bookings
or special packages. Some of the
larger hotel chains have used email
marketing to cross-sell, where they
partner with local retailers and ofer
exclusive discounts to guests (e.g.
snorkelling packages, golf packages).
Improve Customer Retention
Te best way to increase customer
retention is by automating your guest
relation program to keep in front
of your customers even afer their
checkout.
Even if your guests are only likely
to visit you once a year, keep in touch
with them throughout the year so that
when it comes time for them to book
their next trip, your hotel is frmly in
their mind.
Feedback is essential to know
what your guest wants, so ask for it!
Invite comments on the quality of
their experience, the services ofered
and most importantly; suggestions
for improvement, you can reward
or incentivize this by entering them
automatically in to a competition.
When done the right way, email
marketing can help you build brand
awareness and create direct revenue
opportunities with past, present and
future guests.
Integrate Data Systems
We encourage our clients to integrate
their data systems to personalise their
automated email communications
to maximize potential. Seamless
integration between your email
marketing system and your internal
database eliminates the need to
manually upload CRM data and email
tracking data.
Email marketing also allows
you to gain an understanding of
the efectiveness of your campaign
by providing information such as
indicating data on opens, clicks,
bounces, unsubscribes, etc. By
integrating email with your CRM
data, you can also identify your most
infuential and proftable customers
and create, manage and send out highly
targeted promotions to that profle.
Transform Transactional Email into Revenue
According to Forrester,
confrmation emails are 17% more
likely to be opened than newsletter or
promotional emails, and customers
are 20% more likely to click through
on them. Tey are ofen read multiple
times and are usually last to be deleted,
include in these emails details about
hotel and local facilities. And even if
the guest cancels, follow up with an
email suggesting other properties.
To conclude, the key is to make
your emails stand out by delivering
messages that are timely, relevant and
personalised. It is not a broadcast
medium where you can just batch
and blast out messages, but one
when carefully crafed and segmented
can deliver highly compelling and
contextually-rich messages that drive
people to act time afer time
For more information on email
marketing solutions contact us via:
www.digitalnexa.com

Hospitality Business Middle East, June 2013

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