hotel news me - july 2016

THE profEssional pErspEcTivE for THE HospiTaliTy indusTryJuly 2016 | WWW.HoTElnEWsME.coM

Chefs talk beating the standalone tactics

Foodies Fight back

How a drive towards eco-tourism will bolster the

region’s tourism sector

bountiFul bahrain

Hilton’s European AVP on cashing in on open flight

paths and GCC operators

european allies

July 2016 HOTEl NEWS ME 3

Contents

06 | News RouNdup A summAry of regionAl And globAl news 18 | The paNel The foodies fighT bAck

26 | CoveR sToRy The loyAlTy gAme. TodAy’s guesTs demAnd much more from Their hoTel loyAlTy progrAmmes, here The hoTeliers hAsh ouT The besT TAcTics

16 | FaCe To FaCe Jochem-JAn sleiffer, AreA vice presidenT operATions, hilTon worldwide on opening flighT pAThs To europe And forming Allies from europe To The gcc

38 | supplieR FoCus The ouTdoor furniTure suppliers And producTs you should know AbouT

22 | CouNTRy RepoRT bounTiful bAhrAin

14

22

38

S U B S C R I B E

C o n t R I B U t o R S

[email protected]

CEOWissam Younane

[email protected]

Managing Director

Walid [email protected]

Director Rabih Najm

[email protected]

Group Publishing DirectorDiarmuid O'Malley

[email protected]

Group Editor Melanie Mingas

[email protected]

Editor Sophia Soltani

[email protected]

Art Director Aaron Sutton

[email protected]

Marketing Executive Mark Anthony Monzon

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

For all commercial enquiries related to Hotel News ME contact

[email protected] T +971 50 55 97339

All rights reserved © 2014. Opinions expressed are solely those of the

contributors.Hotel News ME and all subsidiary

publications in the MENA region are officially licensed exclusively to BNC Publishing in the

MENA region by Hotel News ME.No part of this magazine may be reproduced or transmitted in any form or by any means without written permission of the publisher.

Printed by Raidy Emirates Printing Group LLC www.raidy.com

Gemma Greenwood

HOTEL NEWS ME JuLy 20164

Relations between hotels and their OTA partners have always been a little strained, to put it delicately. While there’s no denying the major

influence that these online marketing giants have had on the visibility of independent ho-tels, OTA regulations can sometimes be sti-fling and restrictive.

And no topic has been the subject of more debate than rate parity. Governments around the world are gradually stepping up and taking a stand on the issue – France became the first country in Europe to ban rate parity clauses last year, and the British Hospitality Associa-tion (BHA) has been campaigning against this ‘restriction of freedom in the market’.

While it certainly does look like rate parity is no longer the undisputed element of online distribution it once was, hoteliers can do a lot more than wait for something to happen. There are a number of creative yet simple ways through which your independent property can circumvent rate clauses, without breaking them, so what are they I hear you ask?

First things first - Information widgets. Ho-tels use widgets to collect information about potential guests visiting the site, but without having a strategy in place, it doesn’t matter how many emails the hotel ends up collecting. Sending emails containing promotional codes to avail of discounts is a great idea, but it only serves its purpose if it’s relevant to the travel-ler’s plans. Try using a widget asking for the potential guest’s email address and preferred month of stay, before redirecting them to a confidential landing page. You can then send out an email with promotions for that month and expect much better conversions.

Next, a confidential landing page. While the

month-specific emailing technique is a great way ensure better returns from the customer, it doesn’t do much for visitors looking to make a booking within the next few days. Guests are interested in an offer that they can make use of immediately, making them wait is just going to send them right back to the OTAs. And that’s why creating a private landing page for dis-counts is imperative. Just make sure that the rates cannot be found on search engines. That way, once guests get to your hotel’s booking en-gine, they can simply make use of the codes they’ve ‘earned’ on the previous page.

And lastly, auto-responders. While the ma-jority of hotels do utilise auto-responding apps to send out confirmation mails among other things, only a few really make the most of them. Sending out personalised emails that gradually educate potential guests in the months leading their preferred time of travel can build your hotel’s reputation in their eyes. When you do finally send out the email with the discount codes, the same guests will appre-ciate your deal so much more than if you were to send it without any of the preceding emails.

Sophia Soltani Editor

GettinG even with otas

Follow us on oursocial media pages

@hotelnewsme /hotelnewsme

hotelnewsme

It’s time to get ahead with rate parity

At TIME Hotels, our simple approach to hospitality means that you can always expect to receive the warmest welcome straight from the heart and an uncomplicated yet professional service delivery. Whether for business or leisure, short-stay or long stay, we currently have four di�erent product brands represented across a growing portfolio of properties. To �nd out more about our present and future prime locations, visit www.timehotels.ae

www.timehotels.ae

PLE APPROACHPLE APPROACH SSPRPRTT E HOTELSE HOTELS

E LOCATIONSE LOCATIONS


Regional news

MusliM travellers to the gcc during raMadan set to peak by 2030

WHO SAID THAT?

“For rotana,

having a

long-term

strategic Focus

and a set oF

clearly deFined

priorities are

essential to

staying on top oF

an ever-changing

market.”

Guy HutcHinson,

cHief operatinG

officer, rotana

There are currenTly

153,818 rooms in

546 hoTels under

conTracT in The

middle easT and

56,413 rooms in

295hoTels under

conTracT

in africa

(source: sTr)

GO FIGURE

Countries in the GCC are set to benefit from growth in Muslim trav-

ellers during the holy month of Ramadan, according to new re-search released by MasterCard and CrescentRating.

The growing trend by Muslims to travel during the fasting period will see destinations in the GCC region become the most attractive by 2023 according to data from Mastercard’s Ramadan Travel Re-port 2016.

A total of 50 des-tinations across the globe were analysed in the study and bench-marked across three criteria’s – average daytime temperature, fasting duration and Global Muslim Travel Index 2016 scores.

With Ramadan set to take place in cooler months from 2023, destinations in the Middle East such as the UAE, Qatar and Oman will become an attractive proposition for Muslim travellers.

The report also highlighted that Jordan, Egypt, Morocco and Tu-nisia could also benefit from this trend.

“Ramadan travel has been largely ignored by the industry despite the growing trend in the last few years,” said Fazal Bahard-een, CEO of CrescentRating and HalalTrip.

“As one of the fastest growing tourism sectors in the world, the Muslim travel market brings tre-mendous opportunities. An in-

creasing number of governments are boosting their efforts to attract more Muslim visitors to their countries. With travel during Ramadan also expected to grow in the next decade, the new re-port will be valuable to businesses and governments in helping them

gain a better understanding of the unique needs and preferences of Muslim travellers and how they can adapt or tailor products and services for them during the holy month,” said Safdar Khan, group country manager, Indonesia, Ma-laysia and Brunei; group head, Is-lamic payments, Southeast Asia, MasterCard.

The report also highlighted that Malaysia remains the top ranked destination for most of the years until 2026.

Six key drivers have been identified in the report said to be con-tributing to the in-creasing number of Muslims traveling dur-ing Ramadan. These include the growing

number of pilgrims to Saudi Ara-bia to perform Umrah, business travel, spending Ramadan with family, experiencing Ramadan in a different environment and cul-ture, celebrating Eid with family as well as extreme weather condi-tions or the duration of fasting.

NEWS

“RAmADAn TRAvEl HAS bEEn lARGEly IGnORED by THE InDUSTRy

DESpITE THE GROWInG TREnD In THE lAST FEW yEARS”


WHO SAID THAT?

-

“i am excited to take on the role oF general

manager at the ritz-carlton, riyadh. i am conFident that we

will be able to build on the hotel’s current success and trans-

Form the property to be a benchmark For

luxury service in the kingdom.”

-newly appointed Gerrit

Graef, GM, tHe ritz carlton riyadH

rooms under conTracT

in norTh africa

represenTs a

28.1%increase in rooms under

conTracT compared

wiTh may 2015 and a

33.9%y-o-y increase in rooms

in consTrucTion.

africa reporTed

30,737rooms

in 158 hoTels under

consTrucTion for The

monTh of may 2016.

(source: sTr)

GO FIGURE“we are extremely proud to be the first uAe-based hospitality company to develop and manage the first ever luxury resort development on the sri lankan east coast. we are pleased to be able to reveal our development plans and thrilled at the enthusiastic response that the property’s design has received” - David Thomson, JA Resorts & Hotels chief

“A FAll In THE vAlUE OF

lOcAl SOUTH AmERIcAn

cURREncIES HAS mADE

GOOD qUAlITy ASSETS

AvAIlAblE AT An AF-

FORDAblE pRIcE. FOR

ExAmplE, In bRAzIl,

URUGUAy AnD cOlOm-

bIA, cURREncy DEvAlUA-

TIOn HAS bEEn OvER 20%

yEAR-On-yEAR, RISInG

SlIGHTly TO AbOvE 30%

In bRAzIl AnD URUGUAy.

vEnEzUElA’S cASE IS

bEyOnD Any AnAlySIS

AS THE cRISIS IS OUT OF

cOnTROl AnD ITS

cURREncy DEvAlUATIOn

IS OvER 100%”

Jonathan Worsley,

president, Bench events

Regional news

Dubai International (DXB) welcomed more than 6.9 million passen-

gers in April 2016 according to the monthly traffic report issued by operator, Dubai Airports.

Passenger numbers reached 6,978,268 in April, up 7.2% from the 6,510,653 guests who visited the airport in April 2015. During the first four months of 2016, DXB welcomed 27,926,958 pas-sengers, compared to 26,116,977 passengers during the same pe-riod last year, an increase of 6.9%.

In terms of percentage growth, Eastern Europe topped the list during April with routes to the re-gion growing 12.6%, followed by Asia with 12.1% and the GCC with 10.3%. The Indian subcon-

tinent outperformed all regions in terms of growth in passenger numbers with 1,644,045 passen-gers, followed by Western Europe with 1,533,558, and the GCC with 1,252,282 passengers.

Total aircraft movements reached 34,733 in April 2016 up 4.3% compared to 33,279 dur-ing the corresponding month in 2015. In the first four months of the year, total aircraft movements

rose 5.4% to 139,079 compared to 132.005 movements during the same period in 2015.

Dubai International recorded freight volumes totalling 213,790 in April compared to 204,075 in the same month last year, an increase of 4.8%. Year to date cargo totalled 828,934 tonnes, up 3.8% compared to 798,770 tonnes handled during the first four months in 2015.

“We are very pleased with the growth so far this year and with the summer travel peak round the corner the numbers are only going to increase,” said Paul Grif-fiths, CEO of Dubai Airports.

“As is the case every summer peak, Dubai International is expected to welcome a record number of passengers. We are ac-tively working with our partners devising a robust operational plan which will involve the de-ployment of additional staff. We will also be launching a public awareness campaign to encour-age passengers to follow our trav-el tips and show up early to the airport to enjoy all that we have on offer before boarding their flights,” he added.

passenger traFFic at dXb eXceeds 6.9 Million in april

Visit us online and discover 100s more creative productsfacebook.com/muddle.me.onlinetwitter.com/muddlemeissuu.com/muddlemewww.muddle-me.com

email: [email protected]. Box 24739, Dubai, UAE

tel: +971 4 517 8111fax: +971 4 329 8283

COMING SOON AND OPEN FOR PRE-ORDER!

NEW INNOVATIONS FROM SLAYER! The Slayer Steam Vaporizer™ technology removes moisture and develops milk flavor at even higher temperatures. Accu-Flow™ Steam Actuator, this technology features 2 programmable steam flow presets at each wand for a total of 4 on the machine. The Barista Dashboard™ provides simple access to volumetrics, steam flow rates, brew temperatures, shot timers and more. Dura-Tex™ Handles & Actuators were developed by Slayer to be resilient and comfortable, balancing nicely in the barista’s hands, like a great chef’s knife or leather-working tool.


saudi commission for tourism bans four

corinthia hotels inks deal with Meydan group to open resort

The Saudi Commission for Tourism and National Her-itage (SCTH) has banned

four types of TV channels from airing in any of the hospitality es-tablishments based in Makkah and Madinah. Madinah SCTH director Khalid Al-Shihrani said the commis-sion implemented new regulations on hotels and other establishments in the hospitality industry to respect the holiness of the two holy cities.

“Any TV channel which airs movies, music, politics and sectar-

ian programs will be banned from airing in hotels and other establish-ments under the hospitality sector. There will also be no remote con-

trols in the rooms. The control over the channels will be with the admin-istration.” Said Al-Shihrani.

He also said the commission will organise inspection campaigns to ensure that the establishments ad-here to the rules and regulations. “There will be penalties for any violations recorded reaching up to SR100,000 fines. The fines will double with repeated violations and the establishment may be shut down if it does not comply with the regulations,” added Al-Shihrani.

Corinthia Hotels has signed an agreement with UAE-based Meydan

Group to manage a luxury beach-front resort currently under con-struction in Dubai.

The hotel and residences is the latest in a series of mega develop-ments being undertaken by Meydan Group, which include large scale mixed-use urban and leisure devel-opments across various prime loca-tions in Dubai.

The Corinthia at Meydan Beach will comprise of 300 bedrooms and

60 high-end serviced apartments when it opens for business in 2019. Architectural features include a stepped podium wrapped around landscaped pools and gardens cas-cading onto the beach, and offers extensive indoor and outdoor lei-sure and dining facilities, a luxury spa, a club and banqueting ameni-ties.

Internationally-renowned Ameri-can design professionals AE7, who have over 40 years’ experience in the Middle East, are the appointed ar-chitects and designers.

Meydan board director, Moham-med Al Shehhi said: ‘’We are very happy to have appointed Corinthia to operate our new luxury hotel, currently under construction at Meydan Beach. Our core business is the global management of horse rac-ing, as well as large scale mixed use real estate developments in Dubai. With Corinthia as our hospitality partner, we continue to complement our array of capabilities in ensuring world class delivery of products and services, with our flagship beachside development as a starting point.”

Regional news

WHO SAID THAT?

“we look

Forward to

introducing our

First property in

ras al khaimah.

the new Four

points will oFFer

300 rooms and

serviced

apartments and

Four Food and

beverage outlets.

the hotel will be

a part oF a

mixed-use

development

Featuring

oFFices, residenc-

es and a shopping

mall. reFlecting

the brand’s

promise and

insight into the

needs oF today’s

traveller.”

neil GeorGe, senior

vice president,

acquisitions and

developMent,

starwood Hotels

and resorts, Mea

There will be a

43%increase

in The number of

inbound TourisT

arrivals To

saudi arabia by 2020.

The number of

inTernaTional Trips

made To

saudi arabia is

esTimaTed To

increase from 18

million

in 2015

To

25.8min 2020.

(source: deloiTTe)

GO FIGURE


Regional news

sharjah eyes sustainable tourisM

hotels in beirut see a decline in occupancy

Green Key certification is set to be a priority area for Sharjah in developing the Emirate’s hospitality sector and enhancing its position as a leading tourism destination in the region, according to His Excellency Khalid Jasim Al Midfa, chairman of Sharjah Commerce and Tourism Development Authority (SCTDA).

Addressing a Green Key Work-shop, organised by the authority in Sharjah, H.E Al Midfa said: “The UN World Tourism Organisation forecasts 1.6 billion tourists by the year 2020. In order to minimise the negative impact of this growth and harness its power to help make posi-tive change, sustainable tourism must become a reality for all tourism stakeholders.”

H.E Al Midfa called upon the hospitality industry to enhance awareness among hotel

staff for the successful implementation of sustainable practices across the industry. “We must work together to create tools and train-

ing to boost sustainable practices and meet the demand for sustainable tourism products and services,” he added.

The Green Key Workshop was organised to spread awareness about the most efficient methods of sustainable hospitality, waste and

energy management practices in Sharjah. The workshop demon-strated the Emirate’s commitment to promoting sustainable tourism and green economic growth.

The workshop also highlighted the economic and socio-cultural benefits of sustainable practices to the over 50 staff and clients from the tourism and leisure industry. Calling on the indus-try for efforts to prevent climate change by facilitating sustainable economic growth, pointing out

that responsible energy usage, waste and resource management will enable the in-dustry to reduce operational costs.

The 30.3% profit drop in hotels across beirut in April 2016 is further to a 38.7% decline in march 2016, suggesting that the market is now facing a period of decline, according to the latest data from hotstats.

despite the terrorist attacks in

november 2015, growth in the market was stable until early 2016, with average room rates increasing by 16.5% y-o-y to $106.76 in the 12 months to february 2016, but has since suffered a rate decline in both march (-6.5%) and April (-10.5%).

The decline in achieved average room rate over the last two months has been primarily responsible for the 6.8% year-to-date drop in revpAr to $79.10 from $84.86, as occupancy in the lebanon capital has broadly remained stable.

“THE Un WORlD TOURISm ORGAnI-SATIOn FOREcASTS 1.6 bIllIOn TOURISTS by THE yEAR 2020. In

ORDER TO mInImISE THE nEGATIvE ImpAcT OF THIS GROWTH AnD HAR-

nESS ITS pOWER TO HElp mAkE pOSITIvE cHAnGE, SUSTAInAblE

TOURISm mUST bEcOmE A REAlITy FOR All TOURISm STAkEHOlDERS”

SERVING THE $35 BILLION DEMAND FOR F&B IN THE MENA REGION*SATISFY YOUR CUSTOMERS’ DEMANDS: VISIT 3 SPECIALIST FOOD EVENTS IN 1 PLACE

*So

urc

e A

lpen

Cap

ital

www.speciality.ae | www.seafexme.com | www.yummex-me.com

SIMPLY REGISTER ONLINE FOR ONE EVENT AND HAVE FREE ACCESS TO ALL THREE:

7 - 9 NOVEMBER 2016 DUBAI WORLD TRADE CENTRE

Source from 200 international suppliers of gourmet and

specialty products

Cherry-pick from 150global suppliers of superior

quality seafood

Do business with 300 international suppliers of confectionery and snacks

OfficialPublisher

OfficialTravel Partner

Official Courier Handler

Official PartnerAirline

Taking place alongsideOrganised by Powered by Procurement Partners

SFF 2016_combined advert_BNC Middle East_FP_21.3x28.3cm.indd 1 6/21/16 10:27 AM


First look

european

alliesJochem-Jan Sleiffer, area vice president operations, Hilton Worldwide, Northern, Central and

Eastern Europe headed to the UAE with a delegation of Hilton general managers from Austria and Germany last month to eye the UAE tourist market. In an exclusive interview, Jan Sleiffer

tells Hotel News ME about building allies with operators in the Middle East and opening flight paths to cash in on GCC travellers heading to Austria and Germany


FaCe to FaCe

Jochem-Jan Sleiffer is a man on a mission, eager to enhance ties with operators in the Middle East to forge partnerships with Hilton’s 20 hotels in Germany and four in Austria. Hav-ing recently spearheaded a trip to the UAE with a selection of

GMs from Austria and Germany, Jan-Sleiffer brings with him 25 years of hospitality expertise, placing him in good stead to build relations between Hilton hotels in Europe and operators in the Middle East.

Having begun his career with Hilton Worldwide as chief steward at the Hilton Amsterdam in 1990 after earning his Bachelor’s degree in Fa-cilities Management, Jan Sleiffer has most certainly earned his stripes as he explains: “In 25 years, I have enjoyed a challenging and fulfilling ca-reer in the hospitality industry with Hilton Worldwide having managed and worked in 14 hotels in six different countries including Belgium, Greece, Great Britain, France, and my home country, the Netherlands.”

Sleiffer currently oversees operations for Hilton Worldwide’s full service and luxury hotels in European markets including Germany, Austria, Switzerland and Scandinavia to name a few.

With improving travel accessibility to Europe from the Middle East, how do your properties in Germany and Aus-tria cater to UAE travellers? Hilton is seeing significant interest from the UAE and Saudi Arabia residents for travel to Austria and Germany this summer season (post-Ramadan). In the last few years, we have seen an 11% increase in room nights from Emirati travellers across our 20 hotels in Germany, and more than 60% to our four hotels in Austria.

We see this in part due to the increased levels of travel capacity to some destinations from the UAE, as well as the simpler process for Emiratis to apply for the Schengen tourism visa which gives access to all the Schengen countries on one visitor visa.

Travellers to both Germany and Austria enjoy visiting these coun-tries for their shopping, culture and pleasant summer temperatures - as well as the ease of travel and relative good value, given that the Dirham is buying more Euro’s than in previous years.

What steps are you taking to secure more Middle Eastern travellers?Across Hilton Worldwide’s portfolio in Germany and Austria, provi-sions are made to give an extra special welcome to Arab travellers, including Arabic-speaking team members on welcome, extended restaurant opening hours, Arabic TV channels and specific Arabic

“This sales mission ties in with an increase in traveller numbers from the UAE, with the

Austrian National Tourist Offices recording a 130% rise in UAE guests in the last four years, and its German equivalent seeing overnight visitor numbers from the GCC to Germany

up 17.9% in 2015, compared to the same period in 2014”

- Jochem-Jan Sleiffer


FaCe to FaCe

agreement, to further boost travel to this major European capital.

Where are your main source markets for business?The Middle East is a key source market for our German and Austrian hotels, with travellers predominantly from Saudi Arabia and the UAE. We regard these markets as a major growth opportunity, especially after the European Parliament eased visa regulations for Emirati travellers.

How has being a GM at some of Lon-don’s most iconic Hilton’s placed you in good stead for your role as AVP?Having spent over 12 years in general man-

ager roles across Europe – four years as general manager of Hilton Athens, four years at the Hilton London Olympia and Hilton London Paddington and Euston; and another four years at Hilton Brussels – I feel my time at this level of the hospitality career ladder has given me invaluable experience for my current role’s responsibilities covering Hilton World-wide’s full service and luxury hotels across Northern, Central and Eastern Europe.

As a general manager, I made sure that I spent as little time in an office and as much time as possible amongst the team to ensure I had a close view of the operations of the hotel and a close understanding of our team members and guests – a rule I try to stick to in my current position too.

Doubletree by Hilton, JBR

guides to selected popular destinations.With this attractive offering in place, we are

now leveraging demand from the Middle East. In May 2016, myself and a senior delegation from our European executive team and general managers travelled to the Middle East to meet with numerous travel operators, such as Emir-ates Holidays and Dnata; many of whom were eager to enhance their existing partnerships.

This sales mission ties in with an increase in traveller numbers from the UAE, with the Austrian National Tourist Offices record-ing a 130% rise in UAE guests in the last four years, and its German equivalent seeing overnight visitor numbers from the GCC to Germany up 17.9% in 2015, compared to the same period in 2014.

In May 2015, the European Parlia-ment voted to allow Emirati citizens visa-free access to Schengen states for up to 90 days, whether for busi-ness, tourist or family visit purposes. What does this mean for your proper-ties and the industry?Visa-free access to Schengen states opens up a whole region of tourism opportunities for Emirati travellers and, after a year in effect; we are recording impressive growth in room nights from the UAE. While the UAE has always been a key growth market for us, this regulatory move signals a steep change in the market’s importance to European hotels.

Emirates recently announced that it will operate one of its two scheduled daily flights into Vienna International Airport with its Airbus A380 aircraft from July 1 2016, how do you expect this move to boost tourism and occu-pancy levels at your hotels in Europe?The high-growth in demand witnessed by our Austrian hotels, which can be tied back to airlines’ enhanced focus on the market, show-cases the value of improved flight options.

We are witnessing marked increases in guests from the UAE and we expect further improved travel accessibility to have a catalyst effect on traveller numbers from the Emir-ates in the coming years, especially with the introduction of the A380 on the Emirates Dubai-Vienna route from July 2016.

Hilton Worldwide now hotly anticipates negotiations between German and UAE authorities to open the skies from the UAE to Berlin under the countries’ air services


the panel

Foodies Fight back

With fast emerging foodie−hubs unraveling across Dubai, Hotel News ME talks to the experts to hear how hotel restaurants are biting back with new cutting−edge concepts and building brands inside a hotel to fend

off the competition from standalone enterprises

Today’s F&B marketplace plays host to cut-throat competition with new foodie hubs and con-cepts popping up across Dubai

faster than ever before. Diners are looking for unique products of the finest quality possible complemented by a reasonable price. With styled canteens and standalones vastly emerg-ing, hotels are having to create a necessary edge to compete with brute-force marketing campaigns, new menus and eclectic mixes.

The F&B sector has recently morphed into a hotbed of gastro-mixes, and this can be traced, in part to new trends with the consumer faction constantly growing to in-clude a younger generation that is a lot more conscious about their diets, fitness levels and

overall health. According to Nielsen’s latest ‘Global Health and Wellness Survey’, 83% of UAE-based respondents said they were willing to pay a premium for foods with healthy attributes.

In the Gulf, with its significant food imports, the fresh food trend presents a particular opportunity for F&B manufactur-ers. With the rise in availability of regionally grown or produced food products, fresh food is finally becoming an option for con-sumers. On the same note, consumers have become much more aware of what they are eating, with an increasing interest in organic and natural foods.

From a manufacturing standpoint this is also presenting new challenges with fresh foods

requiring different equipment types and han-dling processes to be set up and operated.

A growing population base, affluence and rising tourist inflow within the GCC are some of the major factors fueling demand on the F&B industry. Backed by macroeconomic drivers, food consumption is expected to grow 3.5% by 2019.

Incidentally, tourist arrivals are expected to go up as well at an annual average growth of 7.8% by 2024, adding to the demand for food and especially the dining out trend. In fact, Dubai alone is set to draw over 25 million visitors during the Expo 2020’s six-month run in addition to the projected annual international visitor traffic of 20 million by 2020.


the panel

Meet the chefsWith the increase in stand-alone restaurants building ‘foodie-hubs’ in areas such as DIFC and Downtown, how has this rise impacted F&B outlets in hotels?Tracey: The increase of recognisable brands, restaurants and chefs coming in to the region, of course, has affected hotel dining. There is unfortunately an inaccurate impression that hotel restaurants are expensive and that exter-nal venues offer better value for money which does have an impact on our outlets.

We have also seen the rise of homegrown dining options in the UAE and this also affects how customers make their choices. We have to react to these changes in the market and position ourselves to compete. It is no longer enough to have a traditional all day dining res-taurant, standard pool bar offers, and simple, uninspiring restaurant menus.

Marti: Dubai has grown into a competitive foodie district with bustling new concepts appearing all over the city. But what stand-alone restaurants do not have, is the faith-ful following of guests signed up on loyalty schemes with a brand they already trust. Yes, hotels need to remain innovate, but the rise of standalones has not impacted F&B outlets in hotels in a negative way at all.

Marie: With more alternative options and competition in the market it has become very important for us to focus on what differenti-ates us from standalones. Some of our key advantages for being in a hotel are: Consis-tency of our products and experiences; Quality of our food and dining experience; Capturing the right concept that works for the local com-munity and sticking to it, plus in-house guests are spoilt for choice.

Krisko: I think standalones have greatly impacted hotel outlets and the F&B scene has become extremely competitive. In the past Michelin Star chefs were only in hotels, but now you have celebrity chefs going it alone, not only that, previously you’d need to be in a hotel to have an alcoholic beverage, but stand-alones are now able to serve grape alongside their meals too.

Mueller: Luckily this hasn’t affected our outlets because of our strong F&B concepts and our loyalty programme that rewards guests who dine and stay with any Rotana hotels. This gives diners an incentive to return -

something stand-alone restaurants don’t offer. Additionally, the price range of eating at a ho-tel and at a stand-alone restaurant is relatively similar so overall, guests will still examine the perceived value for what they get against what they pay for.

Ataya: Our food and beverage outlets attract a different kind of guest. For example, The Address Dubai Mall is immensely successful in attracting guests from across the GCC – particularly Qatar, Bahrain and Saudi Arabia; so we feel it is vital to offer and produce Arabic favourites to stay competitive.

In your opinion, is it harder for hotel restau-rants to create their own identity? Marti: Every hotel has the capacity to create its own dining identity. Nowadays, we need to think outside of the box, but often where hotels go wrong is that they are stuck in their ways and carry too many brand standards which can sometimes put diners off. We need to work on creating relaxed environments with an ambience reflective of a concept in our hotel restaurants.

Tracey: Hotels tend to play it safe. They pre-fer to let the stand alone restaurants take the risks and stick to providing a more sanitised dining experience. Hotels have to work hard to create identity and convince customers they are an exciting food destination. You are battling against negative perceptions of hotel dining and the ever changing landscape of F&B industry.

Marie: I do not believe so because if you know the concept and the direction you want to go, then you’ve already started to create your own identity. Also market conditions plays a major role in the success of a venture, so conducting surveys and market research beforehand is very important.

Krisko: Yes - as most customers tend to look at the name of the hotel first before looking at the restaurant. If the hotel does not have a good reputation, it is extremely hard to attract your own clientele into a restaurant within the establishment.

Ataya: If hotels have fresh, innovative ideas with diverse menus that appeal to a sophisti-cated guest demographic, then creating and maintaining an identity is achievable. Further,

AdAM TrAcEyCluster Executive chef,

Radisson Blu and Park Inn by Radisson Abu Dhabi Yas Island

Years in role: 1 year Responsible for: 6 restaurants

rAInEr MUELLErExecutive Chef, Amwaj Rotana,

JBR Dubai Years in role: Almost 2 years

Responsible for: 6 restaurants and bars plus banqueting and

in-room dining

WISSAM ATAyAExecutive Pastry Chef, The

Address Dubai MallYears in role: 3

Responsible for: 5 outlets


the panel

ment programme with a dedicated team of trainers. We also receive quantifiable feedback from our guests which shows us areas where re-training and re-education may be required. There is also ample opportunity for cross-ex-posure between sister properties which gives our team a chance to expand their skillset.

Tracey: We are very lucky to have a great team of chefs, many whom have been with us for five years plus. We have invested in training and development, promoting from within and ensuring that our people are ready for the next step before they take it. One of the biggest challenges in the UAE is over pro-motion. A chef ’s desire to progress is usually financially driven and the result is that you have CDP’s and sous chefs who don’t have the ability to effectively do the level of role they have been given.

There have been recent reports of an increase in F&B supply costs, have you experienced this, and how does it impact your operations? Krisko: Yes, I have definitely noticed a big increase in the price of electricity and water has increased, it is costing more to run the restaurants. Suppliers increase their prices to compensate for the extra import charges too, but restaurant customers want the price of the meal to stay the same. Customers are very aware of prices and if you increase something on the menu by just a very small amount, they will often complain and ulti-mately start going somewhere else.

using the best tools and creating an attractive ambience in F&B outlets are both key ele-ments for success.

Mueller: I don’t believe it is harder - if the hotel successfully develops the concept and markets it well, the restaurant’s identity will organically form.

How difficult is it to find, train and retain chefs in the UAE? Ataya: We have a long and established history at The Address Dubai Mall for training and nurturing promising talent. I believe strongly in identifying upcoming chefs from a relatively young age and mentoring and working with them to fulfil their potential.

Marti: It’s all about taking care of people. Chefs, like any other professionals, want to take ownership. They want credit for their work, and often micromanaging chefs doesn’t work. At Grand Hyatt we help our associates be their best. And what do they need for that? A bit of freedom and the sentiment of being appreciated.

Krisko: Retaining staff is tough with the amount of new hotels and restaurants opening. Chefs are often poached and tempted to leave with the promise of an increased salary by competitors. There is less brand loyalty here compared to what you find in Europe and the U.S.

Mueller: Being part of a large company, we have an established learning and develop-

Meet the chefs Cuisine eaten on a regular basis when dining out

Source: KPMG

roGEr MArTIExecutive Chef, Grand Hyatt

DubaiYears in role: Almost 2 years

Responsible for: 13 restaurants and bars plus convention centre.

roMUALd MArIEExecutive Chef, Wyndham

Dubai Marina Years in role: Almost one year Responsible for: 4 outlets and

in-room dining

dWAynE THoMAS KrISKoExecutive Chef, Pullman Dubai

Creek City CentreYears in role: Almost 6 months Responsible for: 3 restaurants


the panel

Trends to watch out for: What the chefs have to sayTracey: Yes, we have seen an increase in prod-uct costs but we have worked hard to ensure that this doesn’t affect the quality of what we serve to our customers. We are in the process of reducing the number of suppliers we use, developing better relationships with existing ones to help control costs.

Marti: Prices are increasing, and products are becoming more expensive, but it’s all about coordinating with suppliers to see who has the best price without compromising on the quality.

Ataya: Prices of ingredients are always fluc-tuating, but there are many suppliers in this market, which creates competition, so there are always other options for sourcing ingredients.

Mueller: This is on the contrary for us. We are now seeing better offers for products and lower rates because suppliers want to retain their market share. They seem to prefer adjusting their margins in order not to lose their share of customers.

For instance, we are now seeing a wave of Spanish products, including cheese, meats and vegetables like Padron Peppers coming in because the number of Spanish restaurants opening up has significantly increased. We have streamlined our list of suppliers in order to consolidate our orders and build stronger partnerships.

Marie: Yes, the cost food supplies has increased and this is due to the shortage of supplies in the market. Meat cuts went up as a result of the devaluation of the Euro, so hotels are now forced to look for alternatives without compro-mising on quality.

Has there been a surge in price in any products that come to mind? If so, why has this happened?Marti: I have noticed a big increase in the price of meat and seafood and this is certainly related to increasing demand and import fees.

Krisko: U.S beef. With the oil prices currently going down, you would think it would be cheaper to transport it!

Tracey: U.S meat prices have increased signifi-cantly recently due to lack of availability. That has forced us to look at other countries to get the same quality at a price we want to pay. We are now using New Zealand reserve beef on our menus and have received great feedback from our customers.

chef 1 2 3

Adam Tracey

Flavour. There is demand for new ingredients and combinations.

Poke. Replacing sushi and ceviche as the

“go to” raw fish dish.

Clean menus. The evolution of traceability.

Customers want to know where produce

comes from, who caught or farmed it.

Dwayne Thomas Krisko

Organic. People want to think they are

being healthy.

Simple. Gastronomy is out - People want to know what they

are eating.

South American fare. With the lime and

chili combination, it just matches with the

desserts.

Roger Marti

Street food kitchens. Authentic food

served in a clean environment with the best quality of food

and casual service at a reasonable price.

Food stalls serving signature dishes on a grab and go concept.

Simple, wholesome food. The thrill of gastro-mixes is

dying out.

Rainer Mueller

Naturally sourced and produced

ingredients. The demand

for sustainable environment

practices throughout flourishing industries

in Dubai have resulted in various prominent fields including F&B to contribute to the

reduction of carbon emission.

Multi-cuisine. Dubai being a giant melting

pot filled with both residents and expats

with cosmopolitan palates. As Dubai

residents and visitors travel more and

explore the world more often, their

palates evolve rather rapidly and their

exposure to different types of cuisines

increases.

Social-dining experiences.

There is also huge expectation to deliver an entire experience

rather than just delivering food.

Wissam Ataya

Sharing plates are still all the rage.

Healthy, organic, gluten-free. Guests

are increasingly health conscious so they choose to

eat healthy, organic food. It’s vital that

given our reputation for maintaining high culinary standards that we provide the very best in choice

and quality for diners.

Food trucks: Food trucks are easy to prepare and set

up, affordable, and produce outstanding

ready-to-go food across Dubai.


Bountiful Bahrain

With investments in hotels and the infrastructure driving growth in Bahrain’s tourism sector, Hotel News ME evaluates how plans for the $1.1 billion expansion of Bahrain International Airport and a drive towards eco−tourism will help bolster the Kingdom’s cash flow

The kingdom of Bahrain rose to prominence as the region’s financial hub in the 1970s and today, despite increasing competition from its neighbours, it is bolstering this posi-

tion as it leads the way in the Islamic banking segment, hosting the highest concentration of Islamic financial institutions globally.

The Takaful segment represents one of the fastest grow-ing segments in Bahrain’s insurance sector, itself boasting the highest insurance penetration rate in the GCC. Mean-

while a rising population is driving housing and transport infrastructure in the country with private contractors ben-efitting as a result.

Looking forward, these expansions to rail and air links should boost the Kingdom’s tourism offering, with tour-ism’s contribution to GDP expected to grow significantly over the next 10 years, while elsewhere projects will drive Bahrain’s role as a regional logistics centre as the country aims to position itself as a key entry point to the GCC in the coming years.

CountRy FoCus


CountRy FoCus


CountRy FoCus

Travel & Tourism's Contribution to GDP:Business vs Leisure, 2014

Travel & Tourism's Contribution to GDP:Domestic vs Foreign, 2014

Business spending

Domestic spending

Leisure spending

Foreign visitor spending

Source: WTTC

Source: WTTC

85.8%

70.8%

14.2%

29.2%

ToUrISM The islands of Bahrain have been drawing visitors to their shores for centuries. Known as Dilmun in The Epic of Gilgamesh and Tylos by the ancient Greeks, Bahrain today is one of the Gulf ’s leading centres for tour-ism. The country is an established stop on the Formula 1 Grand Prix circuit, as well as an important destination in the region for meetings, incentives, conferences and exhi-bitions (MICE) sector.

For such events Bahrain is seen as a gate-way to customers and attendees from Saudi Arabia’s Eastern province. Indeed, weekend and holiday visitors from surrounding GCC countries are the largest contributor to the tourism sector, the majority of which are from Saudi Arabia.

Bahrain’s location in the centre of the Gulf means it is within an hour’s flight from most of the GCC’s major cities, another fac-tor which increases weekend travel. Saudi Arabia’s addition of a new secular holiday in 2012 and its switch to a Friday-Saturday weekend in line with the rest of the GCC has further boosted the number of weekend visi-tors. Some holiday weekends see more than 250,000 visitors enter Bahrain via the King Fahd Causeway.

In nUMbErS According to the World Travel and Tourism Council (WTTC), the total tourism con-tribution to GDP in 2014 was $3.26bn, amounting to 10.2% of total GDP. The WTTC forecasts that tourism’s total con-tribution to GDP will rise by 7.6% in 2016 and by 5% per annum until 2024. This growth will be driven by increasing amounts of capital investment in the sector, which reached $556m in 2015 and accord-ing to projections released in 2014 by the Bahrain Institute of Hospitality and Retail, the local hospitality sector is on course to grow 7.6% in 2016. In terms of the coun-try’s global standing, Bahrain ranked 55th in the World Economic Forum’s ‘Travel and Tourism Competitiveness Report’, which positioned the island nation third among all MENA countries behind the UAE and Qatar, but ahead of Oman, Jordan, and Saudi Arabia.

nEW InVESTMEnTBahrain is currently making large-scale in-vestments in its infrastructure that will help

drive growth and investment in tourism. The country’s $980m airport expansion will in-crease the capacity of Bahrain International Airport (BIA) to a total of 13.5m passen-gers per year, as well as greatly expand the services currently available. At present, the airport handles 9 million passengers per year through 724 flights a week that connect BIA to 44 other cities.

The airport expansion is in line with the Bahrain Economic Vision 2030, the coun-try’s long-term national development plan,

which also calls for extending the King Fahd Causeway to Saudi Arabia, as well as intro-ducing an integrated mass transit system to include light rail, bus rapid transit and a monorail service. The planned network will include stops in the vicinity of all of Bah-rain’s principal tourism attractions.

One such attraction is the Lost Paradise of Dilmun, a $50m water park that opened in September 2007. The 77,000-sq-metre site is the largest standalone water park in the Middle East, and is one of several properties held by joint-venture group Al Areen Hold-ing Company in Bahrain. In 2014, expan-sion plans for the water park and the nearby 5-star Al Areen Palace and Spa Hotel were announced as part of the Al Areen city devel-opment project. The water park will receive new attractions, an interactive educational component and a new operating company, while the Al Areen Palace and Spa Hotel will be upgraded with the addition of a clinical spa and spa therapy training centre.

Shopping is another leading draw for tourists visiting the Kingdom. Bahrain City Centre, the largest mall in the country, features 330 retail outlets, two movie thea-tres, and its own indoor and outdoor water park. In addition, a new mall in Muharraq is currently under construction that will of-fer shops, an amphitheatre and a pedestrian corniche, adding to Bahrain’s attraction as a retail destination.

AMbITIoUS PLAnSIllustrating the scale of Bahrain’s plans for the sector, more branded hotels are set to be built in the Kingdom than in Kuwait and Lebanon combined. According to the Direc-torate of Tourism, at the end of 2015 there were 14 internationally recognised 5-star ho-tels operating in the country.

Bahrain’s hotel market is also seeing consolidation. American hotel and leisure company Starwood Hotels and Resorts Worldwide announced plans to acquire new properties, including the takeover of a two-tower hotel property connected to Bahrain City Centre from Kempinski Grand. The ex-isting Kempinski Grand and the Ixir Hotel are also expected to be rebranded as a Shera-ton and Le Meriden.

cULTUrAL SITESBahrain is a rarity among GCC states in that the country has been awarded two UNE-


CountRy FoCus

SCO World Heritage sites: Bahrain Fort and the Pearl Diving Trail. Although the Bahrain Fort is sometimes known as the British Fort, the site is far older than any modern nation state, with its foundations dating back at least 4,500 years. The site was once the capi-tal of the Dilmun civilisation.

The second UNESCO World Heritage site is the Pearl Diving Trail on the island of Muharraq. Included on the UNESCO list in June 2012, the site is testimony to the importance Bahrain’s pearl diving once held for the global economy. The trail is not a single site like most UNESCO World Herit-age listings, rather it consists of 17 buildings and three oyster fields spread along a 3.5-km path. Yet beyond these two sites other important local tourist attractions include Umayyad-era mosques, ruins and burial mounds associated with the Dilmun civilisa-tion, and a number of forts and souqs.

EcoToUrISMBahrain is looking to unlock the rich po-tential for ecotourism. Indeed, one of the country’s most-well-known tourist attrac-tions is an ecological one. The ‘Tree of Life’, which is located in the south of Bahrain and draws around 50,000 visitors a year, is believed to be 400 years old, and recent archaeological work has uncovered ruins of a fort near the site that is perhaps 500 years old. In 2007 a fence was put around the tree, with a full upgrade of the site com-pleted in early 2014. The $786,800 project includes an amphitheatre, viewing area, ki-osks and smaller attractions, all financed by Bahrain Petroleum Company.

Beyond the desert, the country’s man-grove swamp at Tubli Bay is listed under the Convention on Wetlands of Interna-tional Importance, known more widely as the Ramsar Convention, which is an inter-governmental treaty that provides a remit for the conservation and responsible use of wetlands and their resources. The site can be enjoyed by kayakers during high tide and includes around 430,000 sq metres of man-groves, some of which can reach over 3.5 metres in height.

The area with the most ecological po-tential when it comes to tourism, however, is the Hawar Islands and the wider Bay of Bahrain. Though the Kingdom has so far been unsuccessful in its efforts to get the 16 Hawar Islands listed as a UNESCO World

2014 after undergoing extensive renovation. SADC has announced plans to add 100 rooms to the facility, which would increase capacity to 140 rooms, as well as open new restaurants and event rooms.

The area also offers significant diving po-tential. Indeed, the Bay of Bahrain which surrounds the Hawar Islands is home to rich coastal waters and diverse maritime spe-cies including dugongs, dolphins, as well as whale sharks, for which it is a primary breeding ground. In early 2014 the region moved forward with the development of the Northern Heyrat Preserve, a 1350-sq-km underwater park that includes four tradi-tional pearl diving areas. The move will help to increase the country’s appeal to ecotour-ism enthusiasts, as well as protect the fragile underwater ecosystem. The project is set to be launched in 2015, with UN Environment Programme experts estimating that the site could eventually contribute up to $287m in tourism revenues.

Reef Arabia, based in Bahrain’s Hidd Indus-trial Area, has installed a number of artificial reefs in Bahrain that have the potential to improve diving in the area by providing a home for lo-cal aquatic life. Reef Arabia’s unique 3D-printed installations are the only ones currently approved for use across the GCC.

oUTLooKThe strong growth of Bahrain’s tourism sec-tor is likely to continue in the future given ongoing investments in hotels and infra-structure. Bahrain will see the opening of five international hotels in the next few years and the ongoing expansion of BIA, as well as several other infrastructure projects. These include the development of a mass transit system connected to the pan-GCC railway, which is due to be completed by 2018. Such projects will better connect Bahrain to both regional and global visitors.

The Kingdom not only hosts cultural at-tractions, but it also has the potential to be an important beach and ecotourism destina-tion as well. In January 2014 Czech Airlines announced the launch of direct flights to the country from Prague. The airline became the third European carrier to fly to BIA after Lufthansa and British Airways. In the long term a tourist zone may possibly be estab-lished to include restaurants and resorts, among other facilities, on one of Bahrain’s 33 islands.

Heritage site over the last decade, the area’s unique ecology has the potential to become an important ecotourism destination. The islands are home to numerous birds of prey, gazelle, oryx and the world’s largest colony of Socotra cormorants, an endangered sea-bird native to the Gulf.

ISLAnd HEAVEnAn international ruling in 2001 gave Bah-rain control of the islands and the coun-try recently began to attract investment in building up tourism in the area. The site is a short, 25-km ferry ride from Manama, with Hawar Island, the largest of the islands, home to a Best Western International resort which is owned by the Southern Area De-velopment Company (SADC), a subsidiary of Mumtalakat. The resort reopened in early

Domestic travel spending generated

29.2%of direct travel and tourism GDP in

2014 compared with

70.8%for visitor exports

Domestic travel spending is expected to grow by

9.0%in 2016 to

BHD332.8mand rise by 4.1% to

BHD499.1min 2025.

Visitor exports are expected to grow by 2.5% in 2015 to

BHD759.3mand rise by 4.7% to

BHD1,206.1min 2025

Statistics


From personalised local experiences to hotel stays that can be gifted to friends, today’s guests demand

much more from their hotel loyalty programmes By Gemma Greenwood

CoveR stoRy


CoveR stoRy

The hotel industry is undergoing a period of dramatic change.

A number of dominant forces are driving its involuntary evolu-

tion, from the distribution tactics of third-party Online Travel Agencies (OTAs) to the growing influence of accommodation-sharing services like Airbnb.

Hoteliers have been forced into a relentless battle where the onus is to streamline opera-tions and innovate guest experiences in order to retain business.

The explosion in social media and peer-to-peer recommendation and review websites such as TripAdvisor has also given the indus-try a rude awakening, highlighting the need for hotels to engage, inspire and respond to guest praise or criticism 24 hours a day, seven days a week.

Sisemic shifts in guest sentiment have driven a sales and marketing strategy overhaul in an age where travellers demand personalisation.

It’s led to the emergence of a new breed of hotel loyalty programmes where the focus is customisation, flexibility and simplicity, facilitated by technology.

Loyalty cards and obsolete points are a thing of the past as jaded travellers demand a travel experience that’s seamless and person-alised to their unique requirements. Hotels nailing this new way of rewarding guests are not only generating loyal customers, but an army of brand advocates who share their positive experiences with their peers.

LOOK TO THe MILLeNNIALS“There is a distinct difference between a hotel customer who has enrolled in a loyalty pro-gramme and a customer who makes regular, truly loyal uses of the brand because of it,” notes Deloitte in the research firm’s recent ‘Winning the race for guest loyalty’ report.

“For most customers, only one brand ‘wins’ – and the prize is a dedicated relation-ship that enhances revenue in the long term.”

It says the journey past that behavioural tipping point is “part science, part emotion”.

“To turn your customers into enthusiastic, even passionate brand devotees, you need to understand the patterns in how different travellers view and use rewards.”

Quite simply you must “understand your customers, know what they really value, and deliver rewards that matter to them on their own terms.”

Established hotels and chains no longer have a competitive advantage over newcomers if they base their appeal on longevity in the marketplace as a loyalty selling point.

This is evidenced by the popularity of new concepts like HomeAway and onefin-estay, which have disrupted the competi-tive landscape.

“It’s no longer as simple as ‘which hotel’,” continues Deloitte, highlighting how travel-lers, particularly the growing population of Millennials, seek flexibility and customised experiences, and now have viable alternatives to hotel accommodation.

Hotels should therefore be tailoring their loyalty programmes to suit the Millen-nial mindset – a group of consumers who value soft benefits like VIP treatments and authentic experiences as much as cash back

and discounts.“They [also] make quick buying deci-

sions and expect quick gratification,” says the report. “More than three quarters expect a loyalty programme to pay some kind of reward within three months.”

Millennials also dislike it when hotel brands tell them what to do.

“Instead, they seek the wisdom of the crowd – and the cloud,” says Deloitte.

They are rigorous researchers, a trait that has meaningful implications for loyalty programmes.

“They do their homework to find the best experience, but if they find a brand that works for them, Millennials are more likely to stay loyal than other generations,” Deloitte adds.

ReNeWeD CuSTOMeR FOCuSDavid Henry, vice president of sales, market-ing and distribution for AccorHotels Group in the Middle East, believes hotels have spent too much time focusing on the customer from a transactional standpoint only.

The French hotel group has recgonised this and is now taking into consideration the “lifestyle value of the customer”.

“At Accor we don’t do loyalty to give points,” he tells HNME. “We believe the battle is the information we need from the customers to be able to anticipate their needs and to move in front of them the right prod-ucts at the right time in the right location.”

It’s imperative hotel loyalty programmes engage rather than recruit guests, he stresses.

“They want us to stand behind our word; when we give a customer promise, they expect us to deliver it,” he says.

“They expect benefits without even ask-ing for them and above all, guests want to be recognised.

“The paradigm of 21st century is individ-ualisation. Everyone wants to be recognised as unique.”

Henry argues that guests aren’t interested in points, but instead, “they want something different that reflects their passions in life; unique experiences”.

Accor’s answer is to develop an elite experi-ence programme for cardholders.

“We are organising one-off events for them, recognising them as unique people.”

For instance, last year the hotel group or-ganised a four-hour Star Wars preview event for elite members at one of its Sofitel proper-

david henry vice president of sales, market-ing and distribution, accorho-

tels Group middle east

James britchford vice president of sales and marketing, india, the middle

east and africa, ihG


CoveR stoRy

with a dedicated concierge to make their travel experience seamless and tailored; and the third is the late check-out guarantee for Gold and Platinum Elite members.

“Giving our members even more flexibility, freedom, and opportunity to enjoy what they love most about travel - and life - is one of the best ways we can show our loyalty to them,” says Thom Kozik, vice president of loyalty at Marriott International.

Meanwhile Wyndham Rewards launched a new ‘Member Levels’ concept last month, which allows members to take advantage of a range of benefits that increase as they work their way up through four distinct levels - Blue, Gold, Platinum and Diamond.

They include go freeSM PLUS and go fastSM PLUS where members earn discounts on “fun and engaging experiences”, from cooking classes and desert safaris to city tours or theme park visits.

There are no blackout dates or restrictions and experience perks are complemented by a number of additional value adds such as free Wi-Fi, rollover nights, early check-in/late check-out, room upgrades and welcome gifts.

Even Blue-level members get instant rewards while at Diamond level, members can gift benefits to a friend, explains Jude Kadhim, director of loyalty EMEA, Wynd-ham Worldwide.

“The ‘Member Levels’ concept puts cus-tomers first,” he says. “It’s a programme that’s simple, generous and attainable. It’s not just for the well-travelled or the high spenders.

“We know our members want to experi-ence local amenities and activities and we are enabling them to unlock those when they redeem points.”

Jude Kadhim director of loyalty

emea, wyndham worldwide

ties, to coincide with the hotly-anticipated release of The Force Awakens.

“It shows how you can be agile and recog-nise guests with something that’s meaningful to them,” says Henry.

Accor is also launching La Collection – a programme of activities provided by “like-minded brands” that enables members to earn points.

In terms of rewards, Henry says hotels should look to some airline models and offer practical value-adds like upgrades, express check-in, and upgrades, while in-house staff should know their repeat guests’ specific needs.

He’s also an advocate of rewards based on the “dreamstay concept” – “offering an experience you wouldn’t necessarily ‘buy’ without points”.

Henry says social media is an essential facet of any customer loyalty strategy – a channel through which you can tell a brand story and drive emotion.

“Guests no longer want the guarantee of a clean bed – that’s a given - but the guarantee of an emotion or an experience,” he says.

“If they get the experience they will share it [on social media]. If they don’t get the experi-ence they will look somewhere else for it and then we lose their loyalty.”

exPeRIeNCeS COuNT‘Experiences’ is certainly the buzz word amongst loyalty programme marketers right now.

Marriott Rewards recently introduced three new benefits designed to make it easy for members to “explore the things they love and experience travel to the fullest”.

The first is the ‘experiences marketplace’, giving all members access to a collection of unique, curated experiences; the second is the ‘Elite concierge service’ providing members

saurabh rai executive vice president,

preferred hotels and resorts

present&

Released with the August

issue of Hotel News MEWe profile some of the leading hospitality suppliers in the region

POWER

SuPPliERS

For advertising enquiries: For Editorial enquiries:

diARMUid O’MAllEyGroup publishinG directorMobile: +971 50 5597339direct: +971 4 420 [email protected]

NiCk ClOWESsales ManaGerMobile: +971 50 856 7115direct: +971 4 420 [email protected]

SOpHiA SOlTANieditordirect: +971 4 420 [email protected]


CoveR stoRy

Similarly, iPrefer, the world’s first points-based loyalty programme for global independent hotels, has been revised in 2016 to offer “more instant benefits to all members”, making it easier for loyal guests across all tiers to earn points and rewards, explains Saurabh Rai, executive vice president, Preferred Hotels and Resorts.

“The benefit changes were centered on three goals for members: simplifica-tion, engagement, and progression,” he says.

There’s a simplified structure featur-ing just two tiers – Insider and Elite – and points can can earn free nights, on-property spa and dining experi-ences, or benefits like early check-in/late check-out and complimentary internet.

Rai says inducing guest loyalty is “synonymous with facilitating custom-ised and unique experiences”.

“We are focused on knowing our guests and their preferences intimately. The Preferred brand is all about indi-vidual and signature independent hotels and resorts, and iPrefer is the common thread that binds these unique experi-ences in key business cities and resort locations worldwide,” he explains.

“For instance, for our Middle East-ern patrons, we see our programme as the gateway to best-in-class indepen-dent experiences that celebrate life and travel in all key primary and emerging outbound destinations around the world.”

These range from family-friendly holidays and memorable honeymoons to iconic city breaks and spa retreats.

“Experiences are indeed the new social currency,” says Rai.

Business generated through the iPrefer loyalty programme has increased more than 100% since 2013 when more benefits were added, Rai reveals.

“We are seeing 72% of revenue gener-ated at participating properties derived from travellers who enrolled at other hotels, which shows that after trying our brand once, they are hooked and book with us again and again but in different cities and at different hotels,” he adds.

eMOTIONAL TIeSShangri-La Hotels and Resorts has recently

loyalty, showcasing how loyalty is inher-ent in everything we do,” he says.

The Loyaltyis campaign (#loyaltyis), which celebrated Golden Circle’s fifth anniversary, engaged travellers through five videos that conveyed “meaningful loyalty stories”.

“We had to demonstrate that we shared the same values as our mem-bers,” explains Ng.

“To build affinity with the audience and to move beyond functional engage-ment towards emotional engagement, it couldn’t be all about us. We wanted to highlight the broader definition of loyalty – the diverse and emotive defini-tions that come to mind when you speak to people.

“Therefore, we connected with influencers across the globe and invited them to tell their loyalty stories in relation to their life’s passions. They in turn invited people to share what #LoyaltyIs meant to them. This created unprecedented levels of engagement for Shangri-La and a stream of rich, beautiful and heartfelt articulations of loyalty.”

The focus on emotional results is also reflected in Shangri-La’s loyalty programme research.

“Just as important as functional results (acquisition, spend and engage-ment) are is how members feel about Golden Circle,” explains Ng. “We want members to feel rewarded and

engaged, rather than bribed and exploited, therefore we speak to them a lot, and all insights feed directly into the design of our programme.”

MeANINGFuL ReLATIONSHIPSAccording to InterContinental Hotels Group (IHG), guests are seeking both a personalised experience and a sense of community. The group’s 2016 trends report, Meaningful Mem-bership: Transforming Membership in ‘The Age of I’, challenges brands to engage with consumers in a way that builds loyal ‘Mem-bership Communities’. The report argues that for brands to make membership meaningful to consumers, they must know exactly what resonates with individual community mem-bers, including their tastes and preferences, what they need and when they need it – and that’s where personalisation comes in.

signed a number of “exciting lifestyle partner-ships” that aim to deliver guest experiences that go beyond the four walls of its hotels. It’s all part of the group’s Golden Circle loyalty programme overhaul.

“We’ll shortly be announcing a brand new approach to food and beverage loyalty too, enabling members to instantly redeem Golden Circle points in our restaurants and bars, unlocking unique surprises and culi-nary experiences,” reveals Shangri-La’s vice president of corporate loyalty and partner marketing, Wee Kee Ng.

Today’s travellers expect loyalty pro-grammes to mirror “the same level of service, empathy and recognition that they receive in our hotels”, Ng argues.

“Therefore, through our recent ‘LoyaltyIs’ campaign, we set out to take people on a journey to the heart of the true meaning of


CoveR stoRy

Preferred Hotels and Resorts

uses technology methods such as

gamification to send personalised

emails to iPrefer members based

on the data saved on its system.

“Recently we changed our email

structure by looking at user flow,”

explains Saurabh Rai, executive

vice president, Preferred Hotels and

Resorts.

“If we saw that a guest was

interested in a beach vacation, as

an example, we now lead them in

a direction they might like such as

serving up an iMail that features

hotels in Hawaii or Florida. This very

visual, gamified approach has been

very successful.”

The firm has also rolled out a

robust social media campaign

(@PreferredHotels) and is a

big fan of Twitter as a means of

communicating with guests about

specials like bonus points days.

It also uses the medium to

field questions and to interact

with guests who are on property

and posting about their iPrefer

experience, whether related to a

welcome amenity they received or

the view from their upgraded room.

“In March 2016, we ran our first-

ever global sweepstakes campaign

promoting iPrefer specifically

through our social channels,

driving hundreds of thousands of

impressions to the programme,” Rai

explains.

“Later this year we will introduce

an app that makes it even easier

for our iPrefer members to track

their stays, check their progress

towards the higher tier status, and

get notified when they are eligible

to redeem their points for a rewards

certificate.”

PLAYING THE GAME

happens when you know the unique expecta-tions of each guest and you find ways to exceed those expectations time after time”.

“Taking a holistic approach to understand-ing each of the steps of the guest’s journey can deliver a cohesive brand experience across digital and offline channels, creating true hospitality that goes beyond their stay – and converts into lifelong loyalty,” she adds.

In order to meet guest expectations, only hotels that plan for “scalable, data-driven solutions will win”, Ellis argues.

“Hotels whose solutions are integrated and seamless will be more competitive in a market where quality of guest experience is a primary driver of both customer loyalty and revenue,” she continues.

Hoteliers must become customer-obsessed in order to drive loyalty, using technology to deliver “personalised and seamless omni-channel experiences”.

Ellis advises hotels to study what consum-ers “want, feel, need, believe and desire” across their travel journey in order to provide them with the most “sartorial travel experience”.

She adds: “Traveller loyalty tomorrow will be based on who wins the ongoing battle of guest experience and personalisation today.It isn’t just about a programme, points or perks. It’s about relationships, especially in the age of the customer, where the relationships thge hotels have with their customers are the greatest source of differentiation.”

wee Kee ng vice president of corporate

loyalty and partner marketing, shangri-la

hotels and resorts

“We’re in ‘The Age of I’ where guests want individuality, but also want to feel in-cluded in a club at the same time,” explains James Britchford, IHG’s vice president of sales and marketing for India, the Middle East and Africa.

“To do this, brands need to enhance a mem-ber’s personal and social identity by creating a feeling of belonging, while respecting their individuality, as well as ensuring trustworthy dialogues and behaviours within the Member-ship Community and with the brand.”

A great example, he notes, is how IHG Rewards Club members often donate their points to IHG’s disaster relief efforts.

“Their donations further help support the communities that need it most. It allows members to connect with important issues through the brand, organisation and fellow members,” he says.

The IHG Rewards Club aspires to be a meaningful membership programme through the “cultivation of an on-going two-way relationship with members and ensuring per-sonalised experiences based on guests’ needs and preferences”.

In addition to customised offers, members get additional recognition when they stay at different hotel brands in the IHG portfolio, while the recent ‘Accelerate’ campaign offered guests rewards based on their individual buy-ing behaviours.

The company has also introduced a new CRM system that enables front desk teams to personally welcome each IHG Rewards Club member, making the experience more meaningful.

“Our aim is to build lifetime relationships with our guests, and this starts with listening to our loyal members and understanding their preferences,” says Britchford.

“The introduction of the new tier Spire Elite for IHG Rewards Club is a great exam-ple of this as it was based on the feedback that members wanted to be part of a special ‘club’ and share benefits with family and friends.”

Britchford says that by deepening a member’s relationship with the ‘community’ and moving them up the ‘Loyalty Ladder’, members transition from being a frequent purchaser to a brand enthusiast.

LIFeLONG LOyALTyAccording to Sarah Kennedy Ellis, vice presi-dent marketing and strategic development, Sabre Hospitality Solutions, “true hospitality


GROUP OVERVIEWStarwood Hotels and Resorts Worldwide, Inc. is a leading hotel and leisure company worldwide boasting nearly 1,300 properties in 100 countries the group employs over 188,000 people at its owned and managed properties.

Starwood is a fully integrated owner, operator and franchisor of hotels, resorts and residences under recog-nised brands including: St. Regis, The Luxury Collection, W, Westin, Le Méridien, Sheraton, Tribute Portfolio, Four Points by Sheraton, Aloft and Element, along with an expanded partnership with Design Hotels. The company also operates a loyalty program for guests called Starwood Preferred Guest.

Starwood hotelS and reSortS worldwideHotel News Me profiles tHe group’s 2015 acHieveMeNts, future goals aNd its plaNNed Middle east pipeliNe

Current hotelS in the region

coUnTry HoTELS rooMS

UAE 25 7619

SAUDI ARABIA 10 3738

QATAR 4 941

SYRIA 3 718

JORDAN 2 375

KUWAIT 2 278

LEBANON 2 734

BAHRAIN 3 1181

OMAN 1 217

IRAQ 1 200

ToTAL 53 16001

brAnd HoTELS rooMS

ST. REGIS 4 1229

THE LUXURY COLLECTION

5 1461

W HOTELS 1 442

SHERATON 17 4901

LE MERIDIEN 15 4860

WESTIN 4 1036

FOUR POINTS BY SHERATON

6 1664

ALOFT 1 408

ELEMENT 0 0

ToTAL 53 16001

WEsTIn DOhA hOTEl AnD sPA • Home to the second largest

ballroom in Doha, the hotel also features over 3,000 square meters of function space.

• The Westin Doha Hotel and Spa represents a lifestyle hotel brand focused solely on wellbeing.

• Doha’s new serene down-town sanctuary boasts 365 rooms and suites including a presidential suite and five pool villas.

• The hotel features The Heav-enly Spa by Westin and Doha’s first man-made wave pool.

W DUbAI Al hAbTOOR CITy• The hotel offers insider access to Dubai, with a full calendar of W Happenings showcasing what’s new and

next in fashion, music and entertainment.• Guests can enjoy the brand’s Whatever/Whenever service philosophy that delivers whatever they want,

whenever they want it.• Guests checking into the hotel are taken up 30 floors to W Lounge, W Hotels’ reinterpretation of the

traditional hotel lobby.• The Extreme Wow Suite – the W brand’s take on a Presidential Suite – occupies the 27th and 28th floors

with panoramic views of Dubai’s skyline and Sheikh Zayed Road.• The suite’s sophisticated urban features include a kitchenette, spacious lounge area, multi-event area, wine

chiller, bar, DJ station, dance floor, catwalk ramp and pool table. • The hotel offers SPG Keyless, the hospitality industry’s first keyless entry system.

WEsTIn DUbAI Al hAbTOOR CITy• Standing 41 storeys tall, The

Westin Dubai, Al Habtoor City is the largest for the brand in the Middle East and features more than 1,000 guestrooms, including 142 suites and the top Heavenly Suite.

• The hotel is home to the Westin® Family Kids Club an enriching space for little travellers.

Chain FoCus


united araB emirateS• starwood will open the st.

regis dubai – the palm, company’sfirsthotelonPalmJumeirah

• Willopenthefirst-everSt.regis polo resort 2017 – the st. regis polo club and resort dubai

• w will make its debut in the uae with w dubai al Habtoor city which is scheduled to open in late June 2016.

• element will make its debut in the region in 2018 with the opening of three new properties in dubai.

Saudi araBia• aloft makes its debut in saudi

arabia with the openings of aloft riyadh and aloft dhahran in Q2 of 2016

• signed the largest four points by sheraton in the world in saudi arabia, a 1,139 room four points by sheraton Makkah al Naseem.

Qatar• Starwoodsigneditsfirst

properties in lusail, Qatar. will open a new luxury collection and le Meridien in 2020.

5 minutes with...Guido de Wilde, senior vice president, reGional director, starWood Hotels and resorts Middle east

total numBer of upComing propertieS in the middle eaSt: 46

What were the hotel group’s key achievements and milestones in 2015?We introduced The Luxury Collection in Lebanon with the opening of the Grand Hills, a Luxury Collection Hotel and Spa, Broumana in July 2015. This marked our fifth conversion property to open in the last three years. We made our debut in Sharjah with the opening of Sheraton Sharjah Beach Resort and Spa alongside launching Dubai’s first ever St. Regis in November 2015 with the opening of The St. Regis Dubai. Other milestones included the new look Le Méridien Bahrain City Centre; The signing of our first property on Palm Jumeirah - The St. Regis Dubai, The Palm; Designation of our Sheraton in Doha as Sheraton Grand Doha Resort and Convention Hotel. Having launched in August 2015, the new Sheraton Grand tier celebrates the brand’s best-in-class

hotels, each hand-selected based on a specific list of brand identifiers.

What have been the key challenges facing your hotel group and the hospitality sector in general and how have you met these challenges?The region offers great opportunities but it also comes with its set of unique challenges and there remain issues relating to political instability in certain parts of the Middle East. In markets such as these, it’s extremely important for us to have the right teams in place. Another challenge continues to be the strong drive towards nationalisation by various governments. However, we believe this is a great opportunity for our hotels to bring in skilled local nationals, especially when interacting with guests because there is no one better to tell the story of a destination than a national.

What are the hotel group’s key goals for the remainder of 2016?The Middle East is an important market for Starwood’s overall global strategy. We will continue to look for opportunities to expand our portfolio of brands in the Middle East by working with the right partners in the right places on the right properties. We remain focused on our openings for the year, in the next few months we will be introducing the first W in the UAE with W Dubai- Al Habtoor City which will then be followed by the opening of the Westin Dubai – Al Habtoor City. This summer we will also launch the Aloft brand in Saudi Arabia with openings in Riyadh and Dhahran. We will be re-opening the Sheraton Oman in Q3 following extensive renovations of its rooms and public spaces, refreshed food and beverage outlets and extension of one of the largest ballrooms in Oman.

Chain FoCus


take 10

INDEPENDENTLY MINDED With a new “anti-brand” advertising campaign underway and a desire to put the destination focus back into travel, Filip Boyen, CEO of Small Luxury Hotels of The World shares 10 defining trends of the affiliation market

Filip Boyen


take 10

8

9

2

1

4

5

10

3

6

7

FOCUs Affiliation is about putting hotels at the focus of everything you do. That means communicating in a way that is relevant to the different types of hotels and not trying to be everything to everyone by creating four or five sub-brands and confusing the whole market.

Marketing, sales and PR activities need to be pin-pointed to match independently minded customers with independently minded hotels that have character and his-tory and can compete with the big brands.

InsPECT We have 100 inspectors now who inspect every one of our 526 hotels across 82 countries, once a year. If a hotel doesn’t meet the standard the first time they have six months to address the issues before the re-inspection then we decide from there if the partnership continues. The travel trade is discerning; they expect, demand and deserve consistency. Our aim is to increase ADR in our member hotels and if the confidence and trust of the travel trade isn’t there, the business isn’t going to work.

WORKInG WITh PARTnERs We work with the select agencies, such as Virtuoso Luxury Travel where the average booking is $500+ a night. To be able to partner with this type of agency our hotels have to offer certain amenities such as early check in and late check out, plus a gift in each room worth $100 – and that can be a free spa treatment, an experience, food or drink. Once the bookings start rolling automatically the ADR starts rising. The more hotels go into memberships with the likes of American Express, for example, the higher you can increase that.

EMOTIOnAl InTEllIGEnCE We have 526 hotels across 82 countries but quality must be the same throughout. We have created a new inspection list of 720 standards, focused on emotional intelli-gence so instead of asking questions with a yes or no answer that can be captured in a tick box, we ask ‘how’ and ‘why’ and if the member of staff who served you was en-gaged. Service, and interactions with guests, must be personalized and not robotic.

COnnECTIOn Top level luxury travellers want personal and unique experiences and to be con-nected with their destinations. What is really important is that our hotels become facilitators for their guests to explore a destination. Each guest will visit an average of nine websites in the process of selecting and booking a hotel.

ExPERIEnCE We see agents in the US offering their clients something outside of their com-fort zone to make theirs the channel to transform that enquiry into a confirmed booking. These things are often focused on the destination and things like paragliding, rock climbing, a romantic experience. It creates a memory.

PROMOTInG ThE InDEPEnDEnT sECTOR Owners know there is space in the market for independent brands and boutique prop-erties and there is an increase in appetite for these as a result. We want the owners to be proud of their hotel but you also have to remember that there are two types of owners: those who are in it for the ROI and those who want to live the experience and make it their own.

bOOK DIRECT Between the OTAs and the rise in AirBnB, there is a lot of competition for hotels today and we see that they have declared war with a series of “book direct” campaigns but what they need to do is show the guest that by booking direct they will receive better treat-ment and loyalty benefits – OTAs can’t do that. The big thing is that consumers don’t trust anyone and if a hotel “guarantees” the lowest price, the consumer will still check the OTA sites. That’s why things like Trip-tease will be important moving forwards.

TRAVEl AGEnCy AssOCIATIOns We take more than 70% of our bookings through agencies so that’s no secret that we must concentrate on this segment. Web is 25% of our bookings and we constantly in-vest in our website. We have just launched apps on Apple and Android

InDEPEnDEnTly MInDED We have just launched a new anti-brand campaign with “Independently Minded” as our strap line. What we are saying to con-sumers is that “we know that you are smart and that you are not influenced by beautiful beaches but here are some beautiful beaches anyway and here is an independent hotel near them”.


Meet the expeRt

Oversupply – staying competitive in a saturated marketAditya Rajaram, managing director, Radar DWC LLC, reveals how hoteliers can keep up with the competition and secure their share of business, leisure, corporate and Gen Y travellers

Today’s hospitality industry is bus-tling with new brands, upcoming properties and new concepts, so it is no surprise that the market

is a competitive breeding ground for the ‘next best thing’.

So in a somewhat saturated market, rife with competition, hoteliers are being forced to take steps to differentiate one hospitality product from another, and as new concepts emerge, be-ing ‘unique’ is proving to be more of a tedious challenge than ever before.

Take boutique brands for example - The Hoxton in London is up against giant global hotel chains such as Marriott and Hilton, yet it seems that the big-boss hotels are now having to work harder to stand out and attract a new generation of traveller, whilst making sure they don’t lose the interest of the baby boomers.

Assuming a ‘one size fits all’ strategy is a certain death wish in the hospitality industry. Hotel operators and brand visionaries have to make a concerted decision about who their target audience is. Boutique brands such as The Hoxton and Ace cater to an entirely differ-ent group of travellers compared to that of a Hilton Garden Inn or a Residence Inn – so the key is: Stop trying to be boutique-unique when you are a chain that offers good old fashioned values and comforts.

While global operators are working hard to refresh their long-standing brands for the next generation of travellers, they must be careful not to confuse guests by communicating a message that says: ‘Jack of all trades, and master of none.’ Once hoteliers have clearly identified their core travel segment, they need to develop

a comprehensive plan that meets guests needs from the second that they enter the establish-ment to the moment they leave. There is no point in creating a funky hotel brand with completely outdated, boring guestroom ameni-ties, furniture and values, this will only annoy the guest, have the potential to generate nega-tive feedback on social media, and eliminate any future relationship with the client.

A hotel has to represent a guest experience that matches the brand –right from building design, furnishings, software, staff and enter-tainment. It has to ensure it connects with its target segment through the right media and reservation channels. Creating a perfect, tech-savvy modern hotel for Gen Y travellers, only to try and connect with them through

a travel agent or TV promos is a complete waste of time.

Similarly, developing a historic and luxury hotel asset for travellers from Asia and Europe without identifying and partnering with top quality travel agencies will also negatively impact the competitiveness of the hotel.

In today’s extremely competitive market, hospitality professionals need to get rid of their ego and forget how ‘awesome’ they think their hotel is. It is time for hoteliers to listen to the comments and concerns existing and potential guests air on all levels, including social media, online review sites and sharing platforms and then be able to act on them.

Travellers today want to secure the best deal with an experience and so hotels need to be able to offer both in order to secure business efficiently. If a guest complains about not receiving Four Seasons grade amenities at a Four Points Sheraton, rather than question the amenities a hotelier must identify why there was a disconnect in the positioning of the brand – essentially expectation vs. reality.

Hotels today must not be built for the cur-rent trends (that come and go) in travel and tourism, rather, they must be built for lasting guest experiences and brand identity with an almost obsessive attention to the basics of lodg-ing: Cleanliness, bed comfort, adequate band-width, attentive service, and convenient and affordable F&B options. Without getting the basics right, a hotel can spend millions on the latest gadgets and design but will be left with poor guest satisfaction, low repeat business and succumb to dropping rates, which ultimately damages the integrity of a brand.

@hotelnewsme @hotelnewsme /hotelnewsme

HouSEkEEpErSExEcutivE

coNfErENcEnovember 2016 - Dubai

hotel

ne

wS miDDle eaSt iS prouD to preSent

For advertising enquiries: For Editorial enquiries:

diARMUid O’MAllEyGroup publishinG directorMobile: +971 50 5597339direct: +971 4 420 [email protected]

NiCk ClOWESsales ManaGerMobile: +971 50 856 7115direct: +971 4 420 [email protected]

SOpHiA SOlTANieditordirect: +971 4 420 [email protected]


supplieR FoCus: outdooR FuRnituRe

THE ExPERTS

AntonY Guss VP INTeRNATIONAL,

CASuALIFe FuRNITuRe INTeRNATIONAL

AndReAs M. RAuschBuSINeSS MANAGeR,

RAuSCH CLASSICS

deepAk RAMdAsDIReCTOR OF SALeS,

PARASOL

pAco ponsexPORT MANAGeR,

POINT

cAthY di sAvinoMARKeTING MANAGeR,

INTeRMeTAL

RolAnd coRkoSALeS DIReCTOR, SuN AND SHADeS PReMIuM OuTDOOR FuRNITuRe

With outdoor areas a key revenue generator for a hotel, it’s imperative that establishments get their furniture right. This month, Hotel News ME hears from the suppliers at the forefront of the great outdoors to find out how hoteliers can preserve their furniture from the extreme heat, the latest fabrics on the market and why eco−friendly furniture is favourable

The great outdoors

In NumbersHow often should outdoor furniture be replaced for:

Pool area:

3 yearsBar area:

4 yearsOutdoor dining:

2-3 yearsRecreational area

3 years



Outdoor spaces in hotels are an important source of revenue for an establishment, from poolside daybed rentals, staying guests,

outdoor dining and lounging shisha areas. All of which need to be designed in an enticing fashion to lure guests outside. Which is why it is so im-portant hoteliers and purchasing managers alike choose the right kind of furniture to represent their outdoor space effectively, considering that outdoor spaces by the pool are often synony-mous with holidays.

Aside from eclectic outdoor spaces and su-perbly looking pieces, hoteliers need to consider a variety of factors before purchasing furniture for the great outdoors, namely the extreme heat in summer that the Middle East is frequented with. Furniture needs to be durable, cost ef-fective and weatherproof; with that in mind outdoor areas deserve special attention.

What are soMe oF the latest trends in the

Market For outdoor Furniture?

di sAvino: Clean and simple pieces of furniture that can be mixed and matched to create dynamic outdoor spaces remain popular. Combining furniture made of different materi-als, textures and textiles allows for the creation of unique outdoor areas. RAMdAs: One of the significant changes has been the move towards lounging furniture, such as sofas, armchairs and coffee tables. While the contemporary shapes and traditional lines are still pretty much present, the influence of industrial design and recycled timber is provid-ing a new take on the typical outdoor furniture collection in the market.coRko: Outdoor designs have dramatically changed as they become more like indoor pieces including the types of materials used, this trend has progressed so significantly that the majority of outdoor designs are now suitable for both indoor and outdoor use. Guss: We have recently supplied rope styled furniture to several leading hotels, which is a unique combination of powder-coated exposed frames together with special exterior rope, rather like seatbelt material, which is used for the seat, back of chairs and sun-loungers. RAusch: A recent trend is the desire for an outdoor lounge space with great emphasis on

“for wooden iTems, a suiTable anTi-oxidisinG peneTraTinG oil wiTh uv addiTives for This

climaTe need To be applied reGularly To preserve The colour of The wood”

di savino

From Point's Armadillo range by Joaquin Homs

A collection from Casualife at the Hilton

Dead Sea Resort, Egypt


modular systems and flexible furniture ideas. pons: Comfortable-looking furniture and neutral colours.

What Fabrics and Materials are currently in

Fashion?

di sAvino: So far this year blue has been a popular colour choice, however, neutral tones are still being sought after. With the extreme weather conditions in this region, fabrics that are durable, water resistant and that provide exceptional UV performance to maintain their colour remain a must.coRko: Stamskin materials such as artificial leather is currently in fashion. This material is durable and suitable for all weather conditions, even Dubai’s harsh heat. RAMdAs: Outdoor leather is coming in, for example Serge Ferrari, Stamskin and Skai fabrics, such as Batyline, and Phifer textiles are gaining popularity. HPL tops and slatted aluminium tops are also in fashion. Guss: There is a lack of comprehension in the marketplace about which fabrics are best suited to the Gulf region. In particular, many fabrics used for domestic use in other countries simply do not stand up to the heat and UV light radia-tion here. Fabric such as Sunbrella or Sunproof give vastly different results. Some are suitable for say five years and carry a warranty, others may last just 12 months outside.RAusch: There is a larger variety of material now available on the market, but there isn’t really one dominant material. On a separate note, the sales of table tops made from ceramic and water-tight fabrics used with textile articles have flourished.pons: Natural fibres, technical stones and fabrics with natural feeling.

hoW has technology changed the Ways outdoor

Furniture is designed and ManuFactured?

Guss: The best way to produce synthetic wo-ven furniture is still by hand weaving. Training of weavers is more important that technology in this case. di sAvino: Technology has enhanced the design of furniture through innovative materials and processes that were not previously available. With the vast capabilities of design programs on the market, the speed at which ideas can be con-ceptualised and presented is resulting in exciting times for the furniture industry.coRko: We are always trying to keep on top of new design trends, and technology has made this an easier process. We are continuously mak-

ing new designs with new materials from new technology. RAMdAs: The two primary technological fields that are the most relevant to the furniture industry are materials and processing techniques, which have become equally important with the rise in improved computer design packages, as well as the rapid dissemination of ideas through the internet. pons: Synthetic fibre perfectly mimics the old rattan and is much more resistant, providing much needed durability on heavily used items. On the other hand, developments in plastic moulding technology can create much more interesting designs and products.

What qualities are hotels looking For in the

Furniture that they buy?

di sAvino: With more money being invested in outdoor spaces, quality and sustainable prod-ucts are paramount. Furniture that is high on performance, low on cost and that will lower our

overall carbon footprint has become part of the decision making process. RAusch: Hoteliers are looking for low main-tenance and easy-to-clean pieces that will last as long as possible. Guss: Some Hotels want the lowest price; other hotels want the best value for money; these are not the same thing.RAMdAs: Most hotels look for practical, durable and easy-to-maintain products. pons: Hotels require durable and high quality products, available within their budget. They look for parts and materials that withstand intensive use are given in hotels: synthetic fibres that mimic natural, with much better results and value.

is there More deMand For recycled, sustain-

able Materials, iF so Why do you think this is?

di sAvino: There is definitely more interest from owners and operators towards responsible procurement and we are seeing more properties

Platform outdoor sofa from Rausch Classics



A Bambrella umbrella from Parasol

Monaco collection from Intermetal



adapting green practices. In the past, items that fit the purpose were chosen, however, today buyers consider environmental and socio-economic issues before buying. RAMdAs: At the moment we do not see very much demand for such materials in the UAE. However, this is a direction in which we need to move forward.Guss: Casualife is fully green compliant in both raw materials (we hold a legal wood certificate) and other designs are fully recyclable. But generally unfortunately this is not a KPI seen within the industry.pons: Synthetic fibres are fully recyclable and this does make them even more attractive

What Measures do hotels have to take in order

to preserve their Furniture FroM the eXtreMe

heat, sunshine and oFten dust storMs across

the region?

Guss: This all depends on the material the out-door furniture is manufactured from. Teak wood furniture requires more maintenance than say resin plastic or aluminium frames. For wooden items, a suitable anti oxidising penetrating oil with UV ad-ditives for this climate need to be applied regularly to preserve the colour of the wood. RAusch: It is important that prior to any order placement hoteliers and manufacturers communicate with each other about site-specific problems and se-lect the right product for the application in question. RAMdAs: Hotels should clean the furniture before protecting it; protect the frames of the furniture; protect the upholstery of the furniture and take measures to protect the furniture against stains and water.di sAvino: Depending on the type of furni-ture that has been purchased, each has its own way to be preserved. Teakwood requires oiling to protect the items against water, wind, heat and cold temperatures. Synthetic rattan is a bit more sensitive to the elements and may require

sun And shAdes Recent pRojects

- ANANTARA JABAL AL AKHDAR, OMAN

- WeSTIN HOTeL, DOHA, - ReFuRBISHMeNT OF

THe RITz CARLTON, JBR- AL FANAR HOTeL,

OMAN

furniture covers when not in use. Furniture manufactured in aluminum is one of the easiest to preserve as it requires minimal maintenance and is strong enough to withstand heat, sun, and sandstorms. Cushion covers should be uphol-stered in weather resistant materials and are best removed when not in use.

pons: It’s very important to undertake thorough and regular maintenance checks of furniture, tak-ing care to remove accumulated moisture in them and address any other small fixes. It’s necessary to be especially careful with mattresses and cushions, removing them before rain and ensuring they are stored correctly when not in use.

Primadona seating pieces by Sun and Shades

The Hamp range from Point

Products from the Lineal range by Point



can you share some details about the company's history?Whilst UMAYA Lighting Design was born in January of this year, in many ways it is not a new entrant into the market. In 2003, UMAYA developed one of Dubai's earliest examples of holistically designed exterior lighting schemes with our work on the Mercato Mall Jumeirah. Yet, given our rapid internationalisation over the past two years into both Europe and Latin America, we felt the time was right for a brand rebirth into the UAE. What does uMAYA offer that other lighting consultants do not? In many ways, the story of UMAYA runs parallels to that of Dubai: Over the past decade or so, Dubai has made its presence felt in the world by fusing the passion, hunger and open-minded nature of the emerging world with the systems, culture and progressive mindset of truly global cities such as New York, London and Hong Kong. As a proudly Dubai ‘born and bred’ enterprise, UMAYA applies a similar level of passion, hunger and open-minded mindset when it comes to developing its award-winning lighting designs.

In a rapidly commoditised world where ideas in and of themselves are being replicated at an alarmingly fast rate, UMAYA’s culture empowers us to successfully deliver lighting schemes under tighter deadlines whilst managing increasing levels of project complexity due to implementation of architecture, engineering facets and construction disciplines. What are some of the trends being seen in the lighting industry? When it comes to hospitality, it is very clear what operators and hoteliers look for. The most important, relates to aesthetics and what they trigger on guests. Hotel brands increasingly push to separate themselves from the competition, stressing what is unique about their brand and overall guest experience.

can you tell us about your most recent hospitality project?Launching at the end of 2016, The Grand Hyatt Abu Dhabi Hotel and Residences Emirates Pearl will provide an example of this trend in practice. With over 570 rooms, suites and penthouses combined with numerous F&B outlets, a luxury spa and several ballrooms, this was certainly a fun project for us to illuminate as it involved coordinating with a very collaborative team of interior designers and project managers who were more than willing to shape their interiors designs around our integrated lighting systems.

Alex ShAwglobal director, UMAYA lighting Design

Bottega veneta Bottega has unveiled a new relaxed seating range named Rudi, made in collaboration with Poltrona Frau and composed of four different styles: Club chair, foot rest, three-seater couch and a day bed are available in fabric velvet or linen, suede and leather.Other items in the line include bronze round arch tables in two versions: Eight or five arches at the base structure. These unique pieces combine bronze structures, honey veined travertine, or matte oak in Espresso or Ardoise colours. bottegaveneta.com

Stapleford pillowtopThe Stapleford PillowTop, is distributed across the Middle East by HYPNOS. The mattress is hand tufted to lock in the upholstery layers through the height of the mattresses. The tufts keep the fillings in their correct position, reducing the amount of glue and chemical materials required in the production process. hypnosbeds.com

Annick Goutal Luxury Hotel collection Member of ADA International, PACIFIC DIRECT in partnership with the French perfume House Annick Goutal has launched a new collection, featuring elegant bottles modelled on the brand’s fragrance Flacon, complete with a gold cap bearing an embossing of the brand’s monogram. Notes of the fragrance consist of a concentrate of citrus fruit underpinned by cypress wood. pacificdirect.co.uk

MarketplaceThe supplier and buyer roundup of

news, products and services


intuition Dining table The two tone metal ribbon of the Intuition Dining Table has been designed to “evoke mysteriousness.” The design emulates carefree and unexpected swirls with matt black metal swirls with a metallic gold powder paint interior and smoked glass top. bykoket.com

Earth collection ceramicsMuddle ME is now the exclusive distributor of Utopia in the GCC region. Part of the Utopia 2016 EAT Collection is the Earth Ceramics range. A capsule collection of hand-crafted porcelain, designed to give a rustic feel to urban surroundings. [email protected]

cold press Juicer #65 Santos cold press juicer #65 presses fruits and vegetables at a slower rate to preserve enzymes and vitamins. The commercial cold press juicer features an aluminum body, a stainless steel food zone and comes equipped an induction motor. [email protected]


Meet the supplieR

TCL: 10 years strong Having just celebrated 10 successful years of operations across the GCC and 40 years worldwide, family run business, Technical Chemical Laboratories hosted a special Ramadan Iftar with clients, colleagues and partners at Jood Palace Hotel, Deira to mark the momentous milestone in the region

can you share some details about the company's history?Technical Chemical Laboratories (TCL), provides sanitation and hygiene solutions for the hospitality industry across various departments, including housekeeping, the kitchen and laundry. TCL is a family run business, founded in 1976 in Egypt by my grandfather, Galal Yassa.

Up until 1999, TCL’s prime source market for business was Egypt, but due to the changing landscape of the industry, we expanded into Africa and other parts of the Middle East including the UAE. In June 2006, we established a regional office in Dubai which later became a production unit to serve the GCC region and the Asian Market.

With the support of the Dubai government, we’ve been able to market our products in other countries, including India, China, Hong Kong and Russia to name a few. With the UAE boasting such a healthy business environment and high quality standards, the UAE has pushed our company to serve our clients at the highest international level and made our products more competitive.

Having just celebrated 10 years of operation, wat factors do you credit this long standing success to? The biggest contributor to our success is that we are a family orientated and

Galal Ghalygeneral manager, TCl

run business. We class all of our colleagues as part of the family, we care about their needs and we support them in their career growth. We never terminate employees throughout times of economic hardship. In fact, I am proud to reveal that our teams have the tendency to double sales during times of economic instability.

As a family we are founded on principles, we do what is right, fair and honest. This motto is felt throughout the entire business, we produce the right product, at a fair price, and ensure we are honest and never compromise on quality even when raw material costs increase. We may compromise on our profits, but we never change our products quality or formulation.

What growth do you anticipate to see over the course of the next 12 months? I see exponential growth opportunities in the UAE with so many hotels under construction and in the pipeline for the region. We are also targeting new markets for business, and since the beginning of the year we’ve been working on establishing ‎new stepping stones in different regions aiming to expand further afield.

Last February, we established an office in Russia and we are currently in the process of building a factory to serve all CIS markets. Last April, we also established TCL India in Mumbai and we have huge expectations for the Indian market. Other growth markets we are looking into and expect growth in is China as we are currently establishing new sales offices and a production unit.

What new products and announcements should we know about? We are developing a new concept to help enhance the care of floors. This will include cleaning and polishing chemicals, new tools that will make taking care of the floor easier, more efficient and less costly. We are also developing a new laundry dozing system that has the ability to connect via the internet in order to serve customers faster.

20 SEPTEMBER, 2016THE WESTIN, DUBAI

FOOD & BEVERAGE

FORUM

THE

Big

SPONSORSHIP ENQUIRIES:

EXHIBITORS

SPEAKING ENQUIRIES:

DIARMUID O’MALLEYGROUP PUBLISHING DIRECTORMOBILE: +971 50 5597339DIRECT: +971 4 [email protected]

NICK CLOWESSENIOR SALES MANAGERMOBILE: +971 50 8567115DIRECT: +971 4 [email protected]

CRYSTAL CHESTERSEDITORDIRECT: +971 4 [email protected]

PRODUCED BY


Showcasing the latest tech innovations available to the industry

What factors should hoteliers consider when reviewing ICT capabilities? Competition in the hospitality industry is fierce. To keep ahead in the business, hotels must consider reviewing their existing information and communications technology (ICT) infrastructure regularly. Hoteliers should look at deploying a variety of new ICT solutions to offer their guests the latest in digital media solutions. This will enable hotels to provide bespoke and seamless experiences and bring service excellence to the guest. The implementation of world-class ICT solutions ultimately allows hotels to streamline operations, increase customer loyalty, and have the flexibility to take their brand to the next level.

Huawei and interTouch recently inked an MoU, can you elaborate on the services you will provide to the hospitality industry with this partnership? Huawei and interTouch have joined forces to deliver new information and communications technology solutions to the global hospitality industry. The new ICT solutions will enable hotels to meet the connectivity needs of modern hotel guests while improving employee productivity. InterTouch will be offering, as part of a bundled solution, Huawei Switching and Wireless Solutions to its customers. The collaboration will enable interTouch to give its customers superior technology and innovation that delivers on connectivity requirements while significantly reducing total cost of ownership of these solutions.

How can integrated, cloud solutions boost revenue and save time for a hotel?Cloud solutions provide hotels with end-to-end integration across the hotel’s network whilst supporting unified communications and video conferencing, Agile WiFi, video surveillance and fiber-to –the- room capabilities. In combination with Huawei Smart Hotel solutions, hoteliers can offer their guests the latest digital media content and provide a more personalised, seamless experience through in-room services. A cloud environment can also improve efficiency and profitability by giving hotel staff access to various guest services. These can include updating guest requirements and information as well make bookings for dining and entertainment experience, and reservations from any device and from anywhere on the property.

WHAt'S NEW?3-D MoviES At tHE ADDrESS MAriNAFor the first time, guests at The Address Hotel Dubai Marina can now watch movies in 3D high-definition as well as access movies on Netflix as part of Emaar’s in-room, iGENIE service. Guests can now choose from a selection of 3D movies from over 70 blockbuster films all guests will be able to watch the films in the comfort of their own rooms which are complimentary.

Y-BuY?BLuEtootH Door Lock HÄFELE and INTEREL have introduced the world’s first Bluetooth-based door lock and guest room control integration for the hospitality industry. Utilising INTEREL’s connectBsmart Bluetooth Low Energy IoT infrastructure, the HÄFELE Dialock door lock is able to exchange information with the Dialock server in complete end to end security, tunnelling data from the lock to the server. This is enabled by INTEREL’s proprietary protocol, allowing the door lock to communicate efficiently into the network over Bluetooth.

oN tHE App LoLA Travel agency network Virtuoso has introduced Lola - its latest virtual travel agency member. Representing a new take on travel advisors, Lola provides on-demand, personal travel service through a smartphone app that instantly connects people to its team of travel consultants. Consumers can find hotels, book flights, research vacations and consult with their advisor on anything else they may need during their trip.

tEcH tALk

Rhazi Sayehvice pReSident of hoSpitality induStRy SolutionS, huawei Middle eaSt


MaRketplaCe

Connecting with Gen-Y travellersThis is probably the most travel-savvy group you’ll encounter. They know their brands, their cities, and what they need from a hotel. They’re not looking for the high-end luxury benefits, they want ease, connectivity and more importantly information at their fingertips.

Connecting at the speed of lightCreating an environment of connectivity, is key to guest satisfaction in this day and age. Whether resident guests, or visitors to a property, their ability to get

online quickly and reliably to your service, as well as maintain a strong connection can mean the difference between social media happiness or criticism. It’s these little things that impact their enjoyment.

Giving it away for freeEnabling your guests to connect for free throughout the property is key to their happiness. While a number of properties still like to control or ‘throttle’ their capacity, guests are happiest when their

experience is hassle-free, and more importantly, free of cost. The ability to connect for free encourages guests to post to social media more freely, and share their experiences with a much wider audience, it’s a win-win for the guest, and the property.

Getting socialSocial media has made it easier to interact with guests directly, dealing with their need for information, and more importantly their complaints or problems. It has also opened up a world

of rewards, and the opportunity to showcase your offering.

Virtual bookingBy creating booking engines, we put the experience of planning trips back in to the hands of the guest, an opportunity for them to control their reservations

without the need for a travel agent. It’s made the interaction with the customer much more direct, and also allows them to manage what they need and what they expect from a property.

OTAs – do we need them?OTAs are marketing powerhouses and have a worldwide reach of travel consumers that a hotel could leverage. Finding the happy balance between OTA and the rest of your marketing

strategy is the key. The goal is to maximise bookings across all your online channels in order to increase RevPAR.

Online check-inThis provides customers, particularly regular and loyalty member guests to speed up their experience on arrival, and

significantly speeds up the hotels efficiency as well. More and more travellers are becoming used to this option when checking in, and some even welcome it, as check-in queues, much like those at the airport, can be frustrating.

Cybercrime – protecting guestsThis is a primary focus for any hotel, and from the moment a guest interacts with us, depending on the level of information they share, they’re placing an enormous

amount of trust that systems are secure from outside influence. Cybersecurity systems are constantly being reviewed, improved and updated in line with new technology. Continually modifying data protection is essential to protecting our guests, their information, and more importantly their trust.

Online loyalty schemes – gone are the days of the plastic cardThe smart phone has enabled us to move away from traditional paper and plastic, and provide customers with immediate experiences all via

their handsets. However, hotels have not been as quick to adopt the ’app’ world, or certainly adapt to the needs of customers. Launching an app which is limited in scope is not worth the time and effort, and if all it does is provide the same functionality as your website, then you’re missing an opportunity. Evolving loyalty programmes, check-in facilities, transport solutions and third party rewards, is key to transferring customers to loyalty.

The virtual hotel – for those that want service, with less pointless interactionHow can we bring more to our customers when they’re not staying with us? We need

to move beyond the bricks and mortar of the property and continually remind them why they choose us? Remembering significant dates, congratulating them on special occasions or simply sharing news with them that’s relevant to their past experiences.

Ammar Hilal, general manager at the Sofitel dubai downtown highlights the importance of embracing new technology in an increasingly connected world, covering the Top 10 factors a 21st century property needs to take in to consideration

tEcH-SAvvY HotELS


Who said that?

NEXt issUE>

WHAT AdVIcE cAn yoU offEr To oTHEr WoMEn ASPIrInG To AcHIEVE LEAdErSHIP roLES In THE HoSPITALITy SEcTor? “Be authentic, be tough without being difficult. State your opinions freely, be flexible, network, stay motivated, and always find time for the much needed “ME” time!” eleni TsolAkou, generAl mAnAger, khAlidiyA pAlAce rAyhAAn by roTAnA

This monTh’s room wiTh A view goes To The soAring sighT of The sydney hArbour And operA house from The Junior suiTe AT The four seAsons hoTel sydney, AusTrAliA

The spectacular sight of the soaring white sails of the Sydney Opera House and the iconic Syd-ney Harbour Bridge will greet guests staying in the Full Harbour View Junior Suites at Four Seasons Hotel Sydney. In addition to spectacular harbour views, the suite comes with exclusive privileges including complimentary Executive Club access for guests and up to three friends.

A private haven for guests, the Executive Club on Level 32 of the hotel overlooks Walsh Bay and offers deluxe full breakfast buffet with chef-attended egg station, all-day light refresh-ments, and an evening pre-dinner canapés and premium spirits open bar with an award-winning sommelier selection of grape. Other Executive Club privileges include complimentary garment pressing, high-speed internet access throughout the hotel, dedicated concierge services, a selec-tion of daily newspapers and magazines, and savings on Executive Club boardroom functions.

The Full Harbour View Junior Suite features an open-concept living area that includes a lounge area, oversized sleeping and relaxation spaces, and a generous executive business station. Guests staying in the Full Harbour View Junior Suite will also receive Appelles amenities made from certified organic Australian ingredients in the marble bathroom.

We will be running a dedicated supplier focus on gym equipment, ranging from the latest machinery available, new eco-friendly components, to discovering how consumers needs have changed in the gym. To get involved in this editorial, please contact [email protected]

Our clients are currently recruiting for the following roles:VP-Operations-Asia, GM-hotels-UAE and Saudi Arabia, Corporate DOSM, DOSM, Sales Managers, Corporate Chief Engineer, CFO

Please visit: www.bineid.com to view the current jobs.

TWENTY (20) Years of Celebration *** TWENTY YEARS*** in Talent Sourcing in Hospitality segment

BIN EID Executive Search is celebrating 20 years of existence. We thank our clients, candidates, well-wishers who directly and indirectly helped us in our wonderful & blissful journey. We also thank the Almighty, Bin Eid team members, ex-employees, associatesand numerous unseen souls who supported us to navigate in our venture. We have touched and transformed thousands of individuals in our 20 years of spectacular journey. Thank you for the trust and confidence placed on us.

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

last woRd

Room With a viEW

Sensational Comfort,Fabulous Reviews!

Manufactured & Marketed by: Dubai Furniture Manufacturing Co. L.L.C. (Under License from King Koil Inc. USA.)P. O. Box: 24129, Dubai, UAE. Tel.: +9714 8853929, Fax: +9714 8853784, Email: [email protected], www.mattress-leader.com

Trusted by names you trust!King Koil has checked into the finest five-star hotels in the world, offering sleep solutions that meet the highest standards of quality and customer satisfaction. No wonder why leading hotels across the world bear testimony to King Koil’s superior technology and high quality sleep systems.

TRUSTED BY LEADING HOTELS IN THE WORLD

ADVANCED PRESSURE SUPPORT SYSTEM

Endorsed by the International Chiropractors Association

OUR PRESTIGIOUS CLIENTELE ALSO INCLUDE: Al Hamra Fort Hotel & Beach Resort • Al Maha Desert Resort • Atlantis - The Palm • Emirates Palace - Kempinski • Emirates Towers • Fairmont Hotel • Holiday Inn • Hyatt Regency • IBIS - Trade Centre • Intercontinental Hotel • Jumeirah International • Le Meridien • Mall of Emirates - Kempinski • Mercure Grand • NOVOTEL • One&Only Royal Mirage • Park Inn • Raffles • Ritz Carlton • Rotana Group • Rydges Plaza • Radisson SAS • Shangri La • Sheraton • Taj Palace Hotel • Yas Marina, Abu Dhabi

C

M

Y

CM

MY

CY

CMY

K

KK HOTEL NEWS AD (FINAL).pdf 1 1/31/16 3:35 PM

hotel news me - july 2016

Documents