Hospitality Maldives Issue 15 by Hospitality Maldives

EDITOR’S NOTE

Impressum Published by Beyond Hospitality Pvt. Ltd. G. Kathlyn, L4 Daisy Magu, Male Republic of Maldives www.beyondhospitality.com Managing Editor David Kotthoff david@hospitality-maldives.com Advertising ads@hospitality-maldives.com Design & Layout Beyond Media Design Pvt Ltd. www.beyondmediadesign.com Print Novelty Printers & Publishers Pvt. Ltd. Contributors John R. Hendrie Schihab A. Adam Anantara Maldives Brecca Loh Sala Thai Restaurant Nektaria Hamister Leslie Lyon Kelly Robertson Roberta Nedry Ron Kaufman Doug Kennedy Jane Levere Neil Selerno Harry Nobles Joe Dubar Dave Wheelhouse Vincent Baby Paul C. Paz N.C Division of Pollution Prevention & Environment Assistance Adaaran Resorts Dr. Rick Johnson www.ehotelier.com Disclaimer No parts of this magazine or its content (photographs, articles or parts thereof, design, layout) may be reproduced without the consent of the respective owner.

Dear friends & colleagues, Welcome to the fifteenth edition of Hospitality Maldives. It has been exactly two years now since the publication of the virgin issue of Hospitality Maldives and we’ve come a long way since then. Very lively I can remember trying to put together somewhat of a layout in Corel Draw, all designers forgive me, as this was the only software I halfway knew. Back then there wasn’t really any concept behind the whole story, it was not much more than an idea I had to try. Looking back at the past twenty-four months, this magazine has probably seen everything a local magazine can see: from changing designers and designs, almost financial bankruptcy to being printed first in India, then in Sri Lanka and now finally in Maldives itself. A lot of obstacles had to be overcome, from stuck cargo vessels, issues with customs clearance, advertisers not paying their dues, bad printing quality and too many typing mistakes. The more I look back, the more I am glad that we somehow managed to keep Hospitality Maldives alive and the regular, extremely positive feedback we receive from readers and advertisers alike, proves that it was and is all worth it. Saying that, we’re currently working hard on a complete makeover of Hospitality Maldives, including a new website with additional resources and facilities. In order to get it right, I’d appreciate receiving your feedback and suggestions on what you’d like to see in future issues of the magazine. What can we do to make it more interesting for you, the reader? Which information would you like to see featured? Which issues have been neglected in the past? Even the tiniest hint or craziest idea will be of value to us, hence, please take a few minutes of your precious time, write down your thoughts and hit the ‘send’ button. Yours in hospitality,

Beyond Hospitality Pvt. Ltd. or any of its associates cannot be held responsible for the misuse of the information and intellectual property provided in this magazine.

David Kotthoff Opinions expressed in this magazine are those of the writers and not necessarily endorsed by the publisher.

HOSPITALITY MALDIVES ISSUE 15

CONTENTS

CONTENTS 03

Editorâ&#x20AC;&#x2122;s Note

Mastering the Lost Art of Check-in

Turning a Transaction into a Relationship

R.E.S.P.E.C.T.

The True Story of Two Difficult Guests

Spas: Customers Buy Relationships

How to Eliminate Price Objections

Taking Greatness for Granted

Outrageous Hotel Guest Requests

Hotel Revenue Management is Not Rocket Science

Hotel People I Have Known

Basic Wine Cost Control

Motivation: Creating a Positive Environment

Hospitality Bites

The Importance of Customer Care

The Psychic Benefits of Creative Customer Service

Never Assume that You Already Know What Your Customers Want

Conducting a Lighting Audit

You Have to Walk the Walk

Last Words

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SERVICE

Mastering the lost Art of CHECK-IN By Doug Kennedy

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SERVICE

With all of the advances in property management systems and other front desk technology, from a service-efficiency perspective the check-in process at most of today’s hotels is running smoother than ever. Newer systems make it easer and faster then ever before for a front office associate to find an available room; credit card approval happens almost instantaneously, and I can’t remember the last time my reservation was lost or misfiled. Yet as much technical skills and front office systems have improved, the check-in process itself has de-evolved into a scripted, robotic and heartless business transaction at most hotels these days. If my recent experiences in traveling to 20+ hotels in the last 90 days is any indication, this trend is apparent at hotels representing all market segments. For me, the welcome I receive (or don’t receive) at the front desk as nothing to do with the number of stars or diamonds hanging on the plaque behind the front desk. Only three of these 20+ times can I honestly say I was properly welcomed on arrival at the end of my journey; once at a two-star hotel and once at a four-star property, while I had visited hotels from economy segment to luxury. Granted most of the others were overall polite and efficient, except for the 6 minute interaction I had at the front desk of a 4-star hotel in Washington, DC, during which my entire interaction was limited to her saying following seven words: “Checking-in?” “Your Name?” “Here you go.”

Be the first to express authentic and genuine hospitality by facial expressions, body language, and non-threatening, short personal questions In fact “Checking-in?” seems to be the overwhelmingly most common phrase used to greet arriving guests these days. (Although there seems to be a new trend for desk clerks to simply use the gesture of a raised eyebrow and a nod to find out your name.) How silly the question “Checking-in?” must seem to an arriving guest, as he or she stands in the lobby, luggage en tow and credit card in hand. I’m sure more than one guest has been tempted, as I have, to reply sarcastically “No, I’m not checking-in, I just stopped by the front desk lobby with my luggage to check out your artwork. I’m actually a connoisseur of hotel lobby artwork and I heard you had some great pieces in your collection here.” When you think about it, one can’t blame the staff for this. The reality is that most front desk associates receive little if any exposure to the concept of hospitality; most training is centered on working the front desk computer, reservations system, and telephone switchboard. Considering the overall state of “manners” (or lack thereof) in today’s real-world society, we just cannot assume new-hires possess the social and interpersonal communications skills they need to relate to guests who are likely from a different socio-economic background, age group, and geographic region. HOSPITALITY MALDIVES ISSUE 15

SERVICE

If you are ready to help your front desk staff re-master the lost art of properly welcoming guests upon arrival at the front desk, here are some training tips for your next staff meeting: Welcome EVERY Guest Upon Arrival. Make sure no one starts any transactions before first using a sincere, proper welcome such as “Good afternoon, welcome to Anybrand Hotel. How are you today sir?” Avoid Asking Obvious Questions. In other words, if I am at the desk at 7am holding my garment bag and room key, I am most likely checking out; if it’s 7pm and I have my coat on, I’m probably checking-in. Instead, Offer Assistance. Rather than quizzing guests as to whether they are coming or going, why not simply say something like “How may I assist you today?” Or use an assumptive question such as “are you checking out this morning?” if you are simply not sure.

Properly End The Transaction. Personalize your wrap-up remarks according to the human interaction that we just had. Welcome me one more time. At full service hotels, offer an bellstaff escort by name: “Mr. Kennedy, may we have Chris escort you to your room?” Please do not ask if I need help with my small garment bag and laptop case; do I look like a 98 pound weakling? For hotels without a bellstaff, point me in the direction of the elevators and make sure I am walking in the right direction. With all of the many distractions today’s hotel GM’s have, such as spending two hours a day answering e-mails from the corporate office and checking for the latest TripAdvisory posting, it’s easy to understand things have come to be where they are. Yet by training your staff on tips and tactics such as these, you can once again master the lost art of extending the generous and authentic gift of hospitality at check-in.

How silly the question “Checking-in?” must seem to an arriving guest, as he or she stands in the lobby, luggage en tow and credit card in hand. Bring Out The Best In Guests, vs. Reacting To Their Demeanor. Be the first to express authentic and genuine hospitality by facial expressions, body language, and non-threatening, short personal questions such as “What do you think of this weather today?” Make these efforts even with guests who look tired and cranky – they probably are! You might even get a smile and kind remark back before they are done, and you are certain to meet more friendly people during your shift at the desk. If My Reservation Is Missing And You Have Rooms: tell me the later first before you break the bad news to me gently. At least I’ll know I have a place to stay. If I Mention Having Had Challenges En Route, and if you can spare 90-120 seconds, I would so appreciate your therapy by letting me tell you just how bad it was. A little empathy and understanding is just that much better. If My Credit Card Declines For Any Reason: Ask me for another form of payment before blurting out loudly “Your credit card was denied.” Or put the burden on the bank by saying “I was unable to get approval.” Ask Me If I Need Information Before Offering Too Much Of It. For example, if I am a card-carrying member of your hotel frequency program, or a known repeat guest, chances are I am more familiar with that breakfast buffet than you are. So before you tell me everything that’s on it and what time it starts, why not first ask if I am familiar with the buffet or if I have any questions about the hotel?

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Doug Kennedy, President of the Kennedy Training Network, has been a fixture on the hospitality and tourism industry conference circuit since 1989, having presented over 1,000 conference keynote sessions, educational break-out seminars, or customized, on-premise training workshops for diverse audiences representing every segment of the lodging industry. His articles have also appeared worldwide in more than 17 prominent international publications including the HSMAI Marketing Review, eHotelier, 4hoteliers, Hotel News Resource, Hotel Online, Human Assets - Dubai and Hong Kong, Hsyndicate worldwide, BAHA Times – U.K., Hospitality – Maldives, and the Hotel Expert Magazine Hong Kong. Since 1996 Doug has been a regular contributor to the lodging industry’s number one rated publication, www.hotelmotel. com , where he has been a regular monthly columnist since 2001. Visit www.kennedytrainingnetwork.com for details or e-mail him at: doug@kennedytrainingnetwork.com

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SALES & MARKETING

TURNING A TRANSACTION INTO A RELATIONSHIP

The Check-in at the Front Desk: a mechanical, soulless interaction, prompted by computer inquiry, dictated by robotic responses, and final direction down that dark corridor. Food Service: bland presentation, perfunctory placement of entrée, and perhaps a disinterested, “Bon Appetite”. Retail Store: languid associate, movement an effort, haughty sales techniques, an insincere, “My, that looks fabulous on you”. Ticket Taker: a sullen, “next”. These are the opportunities missed to engage our Visitor, Guest, and Customer and transform a typical Transaction into a memorable Relationship. This connection guarantees high Brand Loyalty and Customer Satisfaction. We are in the Experience Business. Our success is shaped by the Relationships we establish, the Expectations we meet, the Senses we touch, and the Behaviors and Emotions we manage. The Hospitality Industry and much of Retail have been slow to recognize the obvious, although we have spent an enormous amount of time and money to craft behaviors which reflect positively on our products and services. Boutique Hotels and smaller lodgings have figured this out; passionate restaurateurs mold the relationship; other unique retail shops and

C re atin g the Me m or a ble E x p erience By John R. Hendrie & Brecca Loh

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The movement from the simple Transaction to the memorable Relationship has four stages: Self Awareness, Self Management, Social Awareness, and the Goal – the Relationship. As we know, a Transaction is an exchange between individuals. Expectations must be satisfied, but the typical Transaction is flat, for we have not elevated the human connection. Our objective is to create a culture which radiates our sensibilities, where we demonstrate our passion and are prepared to see, listen and really care about our Customer and Guest. This begins with some introspection, before we integrate our Staff and our Guests into the process. The primary building block in this hierarchy of competencies that define outstanding service performance is Self Awareness. In this step, self-confidence appears along with a strong sense of one’s worth and pride in what they do. Customers respond positively to this type of person. The next block, Self Management, encompasses self-control. For example, a disagreement with a spouse before arriving at work creates discord. One can remain upset with the situation. This competency enables one to keep that in check and not project the personal situation all over the innocent Customer or Guest. This is also where trustworthiness, being responsible for your own performance and being flexible in responding to unexpected circumstances come into play. We must understand and be sensitive to another’s attitude and needs, as well as expected and demonstrated behaviors. This is Social Awareness. It is the ability to be empathetic, sensing others’ feelings and perspectives, and taking an active interest in anticipating, recognizing and meeting Customer needs. Consider the Guest in the Hotel Lobby. Where have they been, what was their day like, how do they feel? And, then we delve into the initial transaction

abused associates…to create, or fail to create, the emotional connections that lead to Brand Loyalty”. (“Say the Right Name and They Light Up”. 12/7/04).

SALES & MARKETING

stores embrace their patrons. Finally, mainstream businesses, like Starwoods Hotels and Resorts, have begun to emphasize the “experiential” aspects of the Relationship. Some may call this a Holistic approach. A Relationship creates a lasting connection which encourages loyalty and return business. A Transaction does not; it is devoid of essential ingredients which bring delight to the exchange.

We do not pay them particularly well, our Training and Development dollars are sparse, and high turnover is a matter of course, and we just do not learn. Yet, there they are, serving our purposes and directly impacting our “bottom line”. Beyond this enormous gulf we have created with our Staff, we bring in a new realm of sensitivity – theirs. Just as we may have learned about the layers of emotions and behaviors of our Guests, our Staff has similar capabilities and concerns, so the efforts for Self-Awareness, Self Management, Social Awareness and Relationship Management must be extended to them as well, in order to establish a threshold of exemplary performance, technical expertise for the Transaction and emotional appreciation for the sensibilities. Each competency can be taught in a relatively short time to promote greater harmony and productivity. This allows your Staff to perform with confidence and display the star qualities which impact the Relationship. Interestingly, they may have the same lament as our Guest, “Why don’t they (Management) care about me?” Richard K. Hendrie, noted Retail Brand Marketing Expert, captured the simplicity of Relationship Building very well in his “WOW’s”. “The crux of being a successful brand in the Experience Economy revolves around orchestrating ‘Branded Moments of Truth’. This is not only an exceptional exercise in service but also a seamless brand story built by the geometric progression of staged, authentic moments. It is here, through this ever deepening, ideal relationship, that brand loyalty is forged. I’ve talked about the value of an experience that is book-ended by: “Hello.” “Welcome.” “Thank You.” and, “Goodbye.” Make it their daily mantra with every guest, then measure, reward and reiterate that behavior at every chance. You do this and you will be amongst the elite. The fifth Branded Moment of Truth, defined as ‘Doing What It Takes To WOW’ offers Olympian riches to those strong enough to risk the climb. This ‘moment’ incorporates every other moment of import between staff and guest, where you can move from merely purebred to greatness. ..Give me the sense that

Our success is shaped by the Relationships we establish, the Expectations we meet, the Senses we touch, and the Behaviors and Emotions we manage. at the Front Desk – the welcome, the procedural (check-in administration, credit card, registration information, room key) and the close, “have a nice stay”. The mechanics are just fine, but the Experience has been impersonal, with the impression left with the Guest, “They don’t care about me?”

they will do whatever it takes to take care of me, to allow me to “Live Well.”

The counter balance to the Guest is our Staff, our Ambassadors, who deliver on the promise. Much has been written on how we treat them and then expect these very people to represent our fine standards. In the words of The New York Times writer, Sandra Blakeslee, brand loyalty is created by “strong bonds with the guest…built one transaction at a time, involving face-to-face contacts. We rely on the lowest paid, least acknowledged, most vulnerable and most often HOSPITALITY MALDIVES ISSUE 15

SALES & MARKETING

Paul Levesque, writing for Entrepreneur.com, Inc. (April 3, 2006), had some wonderful recommendations in order to achieve operations “…where turbo-charged employees pursue customer delight with a passion, places that ignite a flashpoint of contagious enthusiasm in employees and customers alike”. He suggested having Staff brainstorm means to elevate the Guest Experience and also identify organizational barriers/obstacles, which allow for “… workers to savor the motivational effect of the positive feedback that ensues from delighted customers. This level of employee ownership and involvement is a key”. He further recommends, looking at our traditional means to capture information (surveys, Guest Satisfaction, etc.), that we emphasize the facets of relationship building which are the positives rather than the complaints, seeking “…examples of employees going the extra mile to deliver delight. Such feedback becomes the basis for ongoing recognition and celebration. Employees see themselves as winners on a winning team.” And, he further explodes the myth about competition, based upon price, which has play when everything is about equal, which, of course, is never the case. “Those businesses that deliver a superior total experience from the inside out (that is, as a product of a strongly customer-focused culture) are typically those that enjoy a long-term competitive advantage--along with virtual immunity from the kinds of headaches that plague everybody else.”

The fifth Branded Moment of Truth, defined as ‘Doing What It Takes To WOW’ offers Olympian riches to those strong enough to risk the climb. This ‘moment’ incorporates every other moment of import between staff and guest, where you can move from merely purebred to greatness. And, our poor Guest or Customer, feeling abandoned, dismissed, cold, detached, shifting feet in the amusement park line, aimlessly walking the store aisles, waiting patiently to place a dinner order, or tapping their Credit Card at the Front Desk. What seals the deal for them, moves the typical transaction to the relationship stage,

remembering the delight of the engagement and the exceptional Experience. It certainly begins with the simple courtesies, now a lost art. It is furthered by our attention, sincere exchanges which demonstrate that we care, providing for their comfort, their pleasure and their safety. They are special, and each has needs which must be addressed, just as our Staff. It is about that coveted connection which drives a Remarkable Experience for all!

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John R. Hendrie believes that Remarkable Hospitality is the portal to the Memorable Experience. Review the resources on: www.hospitalityperformance.com Brecca Loh is an advocate of promoting “Human Capital” as one of the strongest assets of any organization. Please learn more on www.cobaltsp.com

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LOCAL NEWS

them how we produce those delicious dishes” says Thomas proudly. “The Food & Drug department was very happy with our setup”, there is hardly a kitchen like this in a restaurant in Male.

Sala Thai

Sala Thai will celebrate authentic Thai hospitality starting with the greeting ceremony, ‘Sawades Ka’, the famous Thai smile and the Thai Wai; four waitresses and the boss for 34 seats will guarantee a perfect 5 star service.

Male’s first Fine Dining

Restaurant

One thing more is different in Sala Thai, there is no cashier’s corner anywhere, not even in the back stage of the place; all orders are immediately stored in DinerWare, Thomas calls it “the most easiest and efficient POS I have ever seen in my life” - he is meanwhile 34 years in this business; “the bill is always ready for the client, no need for somebody hanging around, our focus is the guest”. This also applies to the restaurants’ bathroom, “we wanted to have the nicest and cleanest toilet in town, like in a Coconut Spa” says Thomas; “especially female guests will thank us for this”. Inthira is an excellent Chef and demonstrates with additional 2 Thai female chefs that even in the Maldives Thai food can and does taste authentic; the ingredients are weekly fresh flown in from Bangkok nonstop. Inthira and Thomas report, “The idea to create Sala Thai was borne on our farm in Surin, 560 km north east from Bangkok, very close to the Thai/Cambodian border; it was simply a ‘must do’ to take real Thai food and a piece of home with us to the Maldives, that became our second home meanwhile for 5 years. We invite everybody to share this vision of ‘feeling home’ with us, wherever we are or might be on earth.

Visitors entering Sala Thai are surprised to see such a change in style and elegance compared to ‘regular’ restaurants in the city, something that was desperately missing in Maldives’ capital. Already the look from outside, an old wooden Thai house with golden winglets indicates already that something different can be expected entering the place. Golden wall paper, a high ceiling decorated with Thai lamps, teak wood furniture and Thai decoration create an atmosphere that will many clients invite to come back to this oasis to enjoy and celebrate moments of peace and harmony. The soft Thai music in the background makes one feel to be in Bangkok not in Male. The restaurant has two different levels with different seating themes; the balcony is reserved for Thai tables; all of us having spent time in Thailand know the art Thai people spent their evenings on relaxing cushions while enjoying delicious and spicy Thai food. The base level of the restaurant has regular tables and very comfortable seats also with cushions; the color scheme in the place is warm and gives a feeling being ‘at home’. The doors are hand painted by a Maldivian artist, Afu (www.afusart.com); the theme, a mix of traditional and old Thai motives contributes beautifully to the ambiance. The complete restaurant setup was brought from Thailand out of various regions. As luxury as the guest area is the heart of the restaurant, the kitchen; all stainless steel, a hood with a chimney up to the roof connected to a powerful fan blower in order not to disturb the neighborhood with the kitchen smell; there is air conditioning and all in spotless white tiles. Powerful 4 door fridges and freezers guarantee a safe and hygienic storage of the fresh goods coming from Thailand. “I want to be able to walk with any guest into the kitchen and show

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For our products we have chosen suppliers from Thailand that are directly farmers and produce on basis of ecological farming, you will not only taste the difference but help to increase sustainable environmental friendly farming in Thailand, a vision that we personally share and want to contribute to. We do receive those excellent products on a weekly basis to guarantee you our personal expectations of quality standards. We have created this restaurant with a long term vision, the building has a long lease period with an option of renewal; our preference will always be quality before quantity and we will carefully listen to comments received”. For any further infomation, please contact Thomas Stahl, Sala Thai Restaueant, thomas@salathaimaldives.com, www.salathaimaldives.com Experience true Thai Food and Hospitality!

Experience true Thai Food and Hospitality Our authentic Thai crew is looking forward to welcome you!

Sala Thai means “A Place to Take a Rest”. Thai travelers are looking forward to Sala Thais to take a break from their long journeys because they know they can relax to fill energy. Reservations in Male’s first fine dining restaurant are welcome under Inthira & Thomas Stahl Owners 334 59 59

We are sincerely inviting you to do the same in our restaurant.

Opening hours: 7 days per week, no closing hours 12 (noon) to 1 (after midnight), Fridays 1 to 1 Location: opposite EMIRATES/ADK Towers, 20 meters next to Indian High Commission on Ameer Ahmed Magu

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HUMAN RESOURCES

R.E.S.P.E.C.T By Nektaria Hamister

Aretha Knew What She Was Talking About Everybody jabbers about their excellent customer service. Think, however, of all the bad experiences you have had during the past few months. They are probably too many to count. Serving customers with courtesy and dedication is not a difficult concept. So why do so few people seem to get it? It’s a lack of respect—for themselves, their companies, and their customers. This lack of respect leads to laziness, poor language, an inability to see customer problems as opportunities, and a pointless concern with being right. Laziness We all know what it’s like to be served by someone who sees customers as an annoying interruption to a coffee break or an unwanted illustration of the fact that they do not really know how to do their jobs. Lazy people and lazy organizations go through the motions of work, but actually spend more time and energy complaining about it than doing it. They do not understand that they would be much happier if they took pride in their work and made an effort to be productive. They lack respect for themselves.

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Poor language

I went straight to my apartment complex office. There was one staff member present (let’s call her Paula) was with a new customer. I told her that I had an urgent issue; she told me to come back later. I excused myself to the new customer and explained my predicament. The first thing that Paula said was that my problem was not a “maintenance emergency.” Aside: Paula loves this phrase. She used it when my shower plug (in a one-shower apartment) broke in the shut position during 110 degree weather, leaving me with an impossible bathing situation. That was on a Wednesday. She thought that classifying my problem as a “non-maintenance emergency” was justification not to fix it until Monday.

HUMAN RESOURCES

When was the last time you brought a legitimate complaint or issue to the attention of a customer service person, only to be told that your issue was not very important? Here’s an example of one that occurred to me. A pet sitter that had cared for my dog while I was away for the weekend refused to return my key, even though she had been paid in full. I called up the people who had referred her. They started to worry, suspected something un-kosher, and advised me to change the locks as soon as possible.

My high school and college employer, a garden shop in Williamsville, NY, gave me a wonderful lesson in this philosophy: one day an older man came to the shop and complained that a plant we sold him had died. This plant was in its original container, which had a size and shape that we did not use. I politely told him that he had made a mistake: the plant had come from somewhere else. The customer became furious and insisted that he had bought it from us. I took the plant to one of the owners and explained the situation. He said told me to replace it and not to mention again that the man had not bought his plant from us. “Why?,” I asked. It was from another store. “It doesn’t matter where he bought it. If he believes that he bought it here and we don’t replace it, he’ll tell people about his bad experience.” This is about respect for your company and your paycheck—which you won’t have if your company turns away all of its customers. There are times when being right are important. We must be right when dealing with laws, brand standard s, company liability, etc. Most customer concerns, however, are not related to such issues.

“Ooo, your kisses.. Sweeter than honey And guess what? So is my money All I want you to do for me is give it to me R . E . S . P . E . C . T” Back to the present situation: I started getting angry when I heard Paula’s answer, but I knew by then that she simply did not know how to speak. I told her that the problem was serious (and the new customer agreed). I asked when it would be fixed. Tomorrow morning, she replied. That was all I wanted in the first place! Paula, however, did not say this from the beginning because did not respect me as a customer. Speaking properly, however, is not only about respect for the customer. It is also proportionate to one’s self-respect. Inability to View Customer Problems as Opportunities. At The Hamister Group, we have seen that magic can happen when we respond positively and respectfully to customer needs, especially emotional needs. Let’s continue with the Paula example. Since a person exhibiting suspicious behavior had the key to my apartment, you can guess that I was rather emotional. All Paula needed to do was eliminate that awful phrase “this is not a maintenance emergency” from her repertoire and replace it with. “Oh, that’s terrible! The maintenance man has already left for today. If I can take care of it by tomorrow morning, would that be ok?” She would have become my hero and have made a positive impression on the new customer. This is about respecting your customer’s position and yourself as a problem-solver and service hero. Pointless Concern with Being Right. The customer is not always right. In fact, we all know that the customer is often wrong. But he is still the customer. And, as Mark Hamister says, you won’t have to worry about who is wrong and who is right if you don’t have any customers.

RESPECT. Respect yourself, your customer, your company, and your paycheck. Show that you care at every opportunity. This will make you refreshingly different from bad customer service representatives. Stop worrying about getting your way because you are right: even if you are right, you can still lose. All customers, right or wrong, can take their business elsewhere. Show respect when you speak. Word your responses to customers carefully when facing difficult situations. A good answer to a complaint about the way you do things would be: “That’s a very good suggestion.” Validate your customers’ emotions, even though it is best not to validate an unjust complaint: “I understand how you must feel.” Ask positive questions that lead to issue resolution: “What can I do to resolve this for you?” “What works for you?” “What do you think would be a reasonable period of time to get this resolved?” Most people will not give absurd answers. They will appreciate your attention and may even become your most loyal customers . . . all because you showed them, yourself, and your company a small amount of respect. And when you have a difficult a customer in front of you, just pretend he’s Aretha (although you might want to replace “kisses” with “services”): “Ooo, your kisses.. Sweeter than honey And guess what? So is my money All I want you to do for me is give it to me R . E . S . P . E . C . T”

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Beyond Amenities Pvt. Ltd. (exclusive distributer) G. Kathlyn, L4, Daisy Magu, Maleâ&#x20AC;&#x2122;, Republic of Maldives T: +960 3344657 F: +960 3344658 E: sales@beyondmenities.com HOSPITALITY MALDIVES ISSUE 15

MISCELLANEOUS

The TRUE STORY of two difficult guests...

As a hospitality industry trainer, I’ve often said there’s no such thing as difficult guests, just nice people going through rough spots in life. Here’s a recent true story to demonstrate.

It was early morning. Too early. After only 90 minutes of sleep, I awoke immediately, and as I headed down to the lobby to catch the hotel van, I was grateful to have at least made it back to my home state of Florida. It had been a very long night on the road. The day before had been a good one, and as I pulled into the rental car lot at the Wilkes-Barre/Scranton (Pa.) airport as the sun was setting, my mind filled with pleasant thoughts of my just-completed workshops on hospitality excellence. Upon approaching the Delta counter I was so relieved to see that my flight home to Fort Lauderdale—through Philly—was on time.

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By Doug Kennedy

Now this would be important for any parent, but my participation was even more critical because our school district requires that all field trips include either a male teacher or at least one parent-volunteer who has passed a Level Two security clearance, complete with a fingerprinting and a background So not only was I wanting B y J o e check. D unbar to come through for my own son, but also for the seven teachers and 140-plus second graders who were counting on me because I am currently the only male parent-volunteer with the necessary credentials and thus required to be there for compliance. Things were still going well as I settled into a spot at the snack bar just outside of the security gate. After ordering, I called my son Adam at his mom’s house and reminded him that Daddy would be there when it was time to board that bus the next morning. He sounded thrilled.

We are now back to the beginning of my story, and I was filled with increased optimism of making this field trip against odds as I headed down to the lobby to catch the hotel van that morning. I’d booked a 6:55 a.m. departure, and if it was on time I’d be landing just after 8 a.m., and since I was carrying on bags, if traffic cooperated I’d have exactly enough time to report for duty as scheduled at 8:45 a.m.

MISCELLANEOUS

While I’m always anxious to get back home, an especially important duty awaited me the next morning: I was scheduled to report promptly at 8:45 a.m. to escort my son’s second-grade class on its long-anticipated field trip to Butterfly World.

That’s when I passed by the TV in the lobby bar, where the CNN newscaster was talking about the current tornado warning in Central Florida, and breaking headline news about a series of deadly tornados that had struck moments before just 20 miles away from where I stood. For me, it was not the fear of twisters that caused my anxiety at that moment, but rather the fear of more delays causing me to disappoint my Adam and his classmates and teachers. One can imagine that all of this caused me more than a little anxiety when I boarded the airport courtesy van, so I was glad to see it wasn’t busy and we wouldn’t have to stop at many concourses because the other two passengers were flight attendants. Having myself driven the hotel airport courtesy van as one of my first jobs nearly two decades earlier for this same hotel chain I was staying with, upon boarding I was a bit surprised to find the driver had left the radio blasting. I was also a bit surprised when one of the flight attendants moved toward the empty driver’s seat and turned the radio off, saying to her seatmate and I, “It’s way too early for that.” While this did seem a bit aggressive, I have to admit that I, too, was enjoying the silence she restored while I contemplated the thunderstorm’s storm’s track and how it might impact my flight. After several minutes, the driver returned without a word or greeting, and we collectively began our silent, peaceful journey to the airport.

Right about the time I felt my optimism returning, the driver turned the radio back on to the same radio station, just as loud as before, jarring me back to the reality of the lightning out the window. At this point, the same flight attendant piped-up in afirm but polite tone and said, “If you don’t mind, it’s a little too early for that right now.”

Not seconds after hanging up and rechecking the monitor, I noticed that my departure had been moved back by one hour. Knowing there was to be snow and freezing rain moving into Philly, I checked my connection time but then breathed a sigh of relief in that I would still have 55 minutes to change planes. Later, I finished my beer and headed through security. Waiting at the gate, I called my wife and told her I’d still be home on time, but while we were talking, the flight was pushed back another 15 minutes. Although the gate agent assured me that I would still make it, I opted to empower myself and went online to USAirways myself. One good thing about living in Florida is that it is served by three major airports, including Miami and West Palm along with Fort Lauderdale, and even Naples is an option at only a 90-minute drive. In checking, though, I soon found that all of these flights were running on time out of Philly, so if my connection didn’t’ leave soon, I’d miss them all. As my posted departure pushed back another 15 minutes, it was clear I would miss connecting to any of the South Florida flights. Desperate, my mind searched for alternatives, such as taking a morning flight home from Philly, but that would get me to the school four hours late. Finally, remembering that Southwest Airlines provided almost hourly service morning service from Orlando, I found a connection there that was delayed by 90 minutes. It took some convincing back at the desk, plus a little pleading, and I was just about to downright beg when the USAirways agent agreed to rebook me on that flight. Readers will be spared the monotony of my airport wait, and it will suffice to stay that although I made my connection in Philly, I finally touched down in Orlando about 2:30 a.m., six hours and fifteen minutes before I was due at the school, which was a four-hour drive or a one-hour flight out of reach. Having booked a room at a very reputable hotel nearby, I at least managed to grab 90 minutes of sleep, a shower and a shave, and was ready to present myself on time as a fairly respectable parent-volunteer.

HOSPITALITY MALDIVES ISSUE 15

MISCELLANEOUS

Now I am a fan of all music genres and admit to listening to that same station occasionally when I’m in Orlando, I have to say I agreed with my fellow hotel guest at this moment in time. Right as I’m thinking all of this, the young man turned the volume down only slightly, so I was not surprised when the same guest spoke up again saying, “If you don’t mind, we’d really prefer to have it off.”

Not long after, having landed on time without a minute to spare, I found myself walking up to the school entrance at the exact moment that three yellow school buses pulled up to collect our second graders. There was my Adam breaking ranks from his class line and running towards me for his usual bear hug, which I knew by then to brace myself for. But even as our fun-filled day progressed,

To my amazement, the driver responded by saying, “Hmm, well I see we got up on the wrong side of the bed this morning, didn’t we?” turning the volume down only a little further. Usually, I try to mind my own business on the road and to avoid confrontations at any cost, but in this case I felt compelled to say, “I believe the lady asked for the radio to be off right now.” This comment ended further dialogue with the driver, who complied with our request, and whom I’m sure spent the rest of that airport run thinking about the two difficult, cranky guests he’d ended up with in the van this morning. But my remarks also broke the ice with that flight attendant, who I’m sure appreciated me sticking up for her. She asked where I was departing to and I reciprocated by politely asking what flights she was working that day. As we drove on through the rain, she explained how she was working an international flight and had just found out hours before her mother had passed away unexpectedly. As an only child, she added, it fell on her to make all the arrangements for this unplanned and unexpected funeral, and that she first had to get back home to London to pick up some documents and then had to make it to Sydney, Australia, hopefully within the same calendar day.

After my van-mate’s comment,

I wondered also about that van driver, and what his thoughts might have been about his two seemingly “cranky” guests, who really just wanted to ride to the airport in quiet contemplation in the earlymorning rain.

and before long I was through security and onboard my flight home to For Lauderdale, which thankfully took off on time despite the tornado warning.

HOSPITALITY MALDIVES ISSUE 15

SERVICE

HOSPITALITY MALDIVES ISSUE 15

SPA

Spas: Customers buy Relationships, Employees buy Opportunities... By Leslie Ly on

Are you selling yours? Everyone is looking for something to buy; whatever your “Authentic Signature” is you need to uncover it ~ define it and market it aggressively -If you don’t know what you are selling, how will anyone else know? Our clients are looking for value, results and convenience. But on a deeper level, and perhaps more importantly, they want to enjoy pleasurable relationships that provide them with a sense of belonging and importance. If you can tap in at this level, you need to sell it.Our employees want professionalism, flexibility and fair pay. These are important values, but if we as Leaders can create an environment that deliberately challenges and encourages personal growth, we need to let that be known, and sell it.

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Let’s break these two stories down and begin with the client.

Ask for “Permission to Educate” her, and then tell her “This is what you can expect from us” • • • • •

So the ability to develop and transform your employees is

We will target your needs; Set mutual goals; Focus on results; Monitor and adjust; Reach goals and set new ones.

perhaps the biggest opportunity you have to sell, but you may

In obtaining her permission to educate, you have accomplished many things:You have prepared your client to receive immediate and ongoing guidance and recommendations for services and products;

also want to consider creating

• • • •

opportunities that will clearly

You have opened the door for staff to feel comfort able in recommending these items; You are setting in motion, relationships that could potentially last a lifetime; You have provided your staff with a challenge and the potential for personal growth; You are contributing to your Spa’s bottom line and therefore your sustainability.

As you progress through the steps to achieving her goals, she begins to catch on to the concept of “Self-Care” and personal goal setting. With this comes the promise of both a relationship and results - just what she is looking for. If you view every client as a life-long client, the rewards will come. As we work with our clients, we learn their desires and their fears. We begin to open our eyes and our hearts and start to see them in a very different light. We are better able to recognize their potential and how to reach it with them. This relationship is what conveys the sense of belonging and importance that you’re client so carefully seeks out, as well as the personal growth that your employees so desperately desire. This is not to say that we encourage our staff to develop “ownership” of the client. The system that works is a system that is able to change faces. So we all need to share the same long-term goals. It will be up to you, the Leader to plant the seed. There are other important components involved in developing the relationship: • • • • • • • • • •

SPA

We learn something from someone every day. Learning develops an automatic connection between the teacher and the recipient, and if fed, it is a relationship that can thrive for years. So, in a word, “education” may well be what sells relationships. As soon as a client enters your life:

The opportunity to grow with the clients, grow the business and ultimately grow personally is not common in our industry. It gets talked about a lot, but is difficult to find. If it is made clear that this is alive and thriving at your Spa, it will become ultimately clear to your employees that coming to work with you was, or is, the best choice possible.

Show them you understand time is the new money - Implement time-saving opportunities Strive for health over wealth - guide them with caring hearts and human touch Offer solid business services and value-added incentives wherever possible Incorporate their family and even their pets into the experience Make their convenience your priority - be their servant - show them your smile Support spiritual wellness - share the occasional secret Be aware and participate in the community Be environmentally conscious Offer them support through your business alliances Encourage the “I deserve it” mentality of self-reward, small indulgences and forbidden or exotic pleasures.

Now, our coveted employees. The desire for personal growth and to see others grow, is an inborn characteristic that most caregivers possess in abundance. In order to gain and retain the best contenders out there, you will have to sell this as one of your Spa’s Opportunities.

an outstanding “package” of outweigh the competition. This is referred to your “Value Packed Proposal”. Here are some other opportunities that could potentially form your proposal: Caring Culture - Driven by Inspiring Leadership • • • • •

Work/Life balance Flexible work arrangements Ongoing Talent Recognition and Action Plans - Culti vating potential Training and Development programs to provide stretch experiences and opportunities Diversity rules!

Compensation - A performance-oriented reward system • • • • • •

Bonus Plans Incentive Programs Recognition and Reward Systems Service and Product Allotments Training and Educational opportunities Employee Benefit programs

All of human-kind wants the same thing - to treat and be treated kindly and feel a sense of importance. As Leaders we are in a position to make this difference. Are you doing your part? Spas2b is a full-service Spa Development, Consulting and Training company based in Waterloo, Ontario, Canada. Spas2b draws on the extensive experience of its President, Leslie Lyon. Leslie has evolved with the Health and Beauty Industry for more than 30 years and has participated in many aspects of the Spa trade. An Aesthetician and Electrologist for 25 years, today Leslie enjoys her profession as an International Consultant, Educator, Key Note Speaker, Published Columnist and Freelance Writer. Over that period of time, Leslie has gained a reputation as a creatively inspired, conscientious industry professional.

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NEWS

and Charme d’Orient complement Anantara’s own line of exclusive products. Six Anantara ‘Journeys’ pamper guests with rejuvenating rituals that promote health, beauty, relaxation and draw from exquisite beauty and healing rituals from present and ancient cultures around the world. The ‘Gateway to Arabia’ (195 minutes, £155 / US$315) is the ultimate escape. Guests are first ensconsed in the aromatic steam of the Hamman before enjoying a body polish and vigorous massage. A cooling session in the Ice Cave and refreshments of sweets and herbal tea in the traditional Majalis complete the experience. Other ‘Journeys’ include Path to the Pearl of the Orient, which utilizes pearl powder, Balinese massage (‘Journey to the Island of Java’) and the mineral-rich ‘Natural Wonders of the Dead Sea.’ Several treatments, including an Elemis ‘Urban Cleanse’ facial and an Elemis deep tissue massage, are specifically tailored for the enjoyment of gentleman visitors to the Spa. The Anantara Spa at Emirates Palace Abu Dhabi is open from 10 a.m. to 10 p.m. daily. Anantara Spas are the highlight of numerous properties located in Thailand, the Maldives, China, Tanzania, and Jordan.

Luxurious New Anantara Spa at Award-Winning Emirates Palace, Abu Dhabi The beautiful new Anantara Spa at the Emirates Palace, Abu Dhabi is located in the West Wing of the Palace, and blends Middle Eastern opulence with Asian elegance and treats guests to an unsurpassed experience of luxury, serenity and wellness. The Anantara Spa features 7 stunning rooms and suites, which are available for single or double occupancy. The decor combines soothing water elements, soaring arches and domes to create a luxurious retreat. Guests may also elect to enjoy a number of spa services poolside, at the beach or in the privacy of their own rooms. The highlight of the spa is an elaborate and exclusive Moroccanstyle Hammam where opulence is paramount in terms of design, artwork and features the calming sound of running water echoing from ornately tiled walls. Double heated marble beds, Jacuzzis, steam rooms and an exclusive Ice Cave pamper those who indulge in the ornate Morrocan-styled Hamman. Other amenities at the Anantara Spa include whirlpool baths, a steam sauna and special rooms dedicated for Thai massage and Vichy water treatments. The highly trained therapists administer treatments using the finest natural ingredients and traditional methods. Anantara oils and elixirs take advantage of the healing and beautifying properties of Thai coffee beans, volcanic pumice and fresh botanicals as well as spices and aromatic essences such as cinnamon, bergamot and sandalwood. Internationally acclaimed brands including Elemis, Dead Sea

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For media inquiries please contact: For all media enquiries, please contact: Marion Walsh – Brand Director of Public Relations Mobile: + 66 (0) 89 811 3829 Email: mwalsh@anantara.com For more information about MSpa International, please visit www.mspa-international.com

HUMAN RESOURCES

HOSPITALITY MALDIVES ISSUE 15

SALES & MARKETING

How to Eliminate

Price Objections “Who else are you talking to?” This helps you understand what other vendors or companies are bidding on the project. This can assist you in differentiating yourself from your competitors. “What was your experience with…?” Based on the customer’s previous experience(s) you can now position your product or service to exceed their experience at your competitor. These questions will draw out information from your customer. This information then allows you to position your product or service in a manner that best suits the customer’s needs and wants. I’ve had many salespeople in my workshops question this line of thinking and approach with objections such as: “Asking all these questions takes too long.” “People won’t give me the answers I’m looking for.” “I’ve tried this and it doesn’t work.” “I’ve been given a script to use for every objection so I don’t need to do this.” “My customers care only about price so it doesn’t matter what questions I ask.” I certainly understand and appreciate each of these objections because they are valid. Here are my responses:

by Kelley Robertson

Virtually every person in sales experiences price objections. Unfortunately, the majority of sales people take the wrong approach and try to box customers into a corner by asking questions such as: “If I can do that price do we have deal?” “Is that the only thing holding back?” “What do I need to do to earn your business?” “If I can offer a solution would you be willing to buy today?” “What do I have to do to get you into that unit?” Give me a break! These are nothing more than manipulative sales tactics that, ultimately, make a customer feel uncomfortable and coerced into buying the product or service. The real key to solving objections is to work at eliminating them altogether. You can accomplish this by investing more time qualifying your customer. Salespeople who ask more questions generally face fewer objections during the selling process. The reason is simple…they uncover potential objections early in the sales cycle. Questions that will help you uncover potential objections include: “Who else is involved in this decision?” The purpose of this question is to establish who else has input in the decision making process. If someone else has influence on the final decision you may end up spinning your wheels trying to close the sale without her present. “What time frame are you working with?” This question is much more effective than asking, “When were you looking to buy?” which can put people on the defensive.

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Salespeople w ho ask more questions gen eral l y face fewer objections during the selling process. The reason i s si mp l e… th ey un cover potential ob j ecti o n s earl y in th e sal es cycl e.

“People won’t give me the answers I’m looking for.” People will tell you anything you want to know providing you give them a good enough reason. Once you establish a safe, comfortable environment customers will open up and tell you things you never dreamed of. Your goal is to ask questions in a non-threatening manner, to listen to their responses, and to help them relax and feel comfortable. “I’ve tried this approach and it doesn’t work.” I won’t dispute the fact that some salespeople have a difficultime applying this concept. In fact, many actually experience a decline in sales when they first try to implement this concept. I suggest that you keep practicing until you become comfortable asking questions such as these. Once you become relaxed your customers will also become more comfortable and this will result in more sales. “I’ve been given a script to use for every objection so I don’t need to do this.” Many businesses give scripts to their sales staff. However, this approach seldom addresses the real concern a customer has and can sometimes offend them.

“My customers care only about price so it doesn’t matter what questions I ask.” This is not an uncommon perception among salespeople. However, this perception may be incorrect. Although price is a factor in virtually every sale it is seldom the primary issue. Many people look for overall value, not price. When you ask them quality questions, you begin to differentiate yourself from your competitors. Once you begin separating yourself from other similar businesses you give people a reason to focus on issues other than price.

SALES & MARKETING

“Asking all these questions takes too long.” You’re right, qualifying DOES take time. However, proportionately speaking, it takes less time to ask these questions than it does to overcome an objection because a customer is less defensive. Many salespeople actually spend more time trying to overcome objections than they would have asking questions.

Asking questions such as these will help you prevent some objections from arising. The goal is to learn enough about your customer’s situation to present a product/service that fits his or her needs and want so closely that you give them a compelling reason to buy from you, today, at your price. © 2004 Kelley Robertson Kelley Robertson, President of the Robertson Training Group, is a professional speaker and trainer on sales, negotiating, sales management and employee motivation. He is also the author of “Stop, Ask & Listen – Proven Sales Techniques to Turn Browsers into Buyers.” For information on his programs, visit his website at www.KelleyRobertson.com. Receive a FREE copy of “100 Ways to Increase Your Sales” by subscribing to his 59-Second Tip, a free weekly e-zine available at his website. You can also contact Kelley at 905-633-7750.

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029 29

HUMAN RESOURCES

Taking

S S E N T A E R G

d e t n a r g r fo

lle nc e, In c. H os pi ta lit y Ex ce t en id es Pr y, r B y Ro b er ta N ed

Ever heard the expression, ‘a legend in his or her own mind?’ I first heard it when working with a man who was a legendary artist and designer. After dealing with his ego and self-adulation, one of my co-workers noted he had truly become ‘a legend in his own mind’ and we all were less motivated and interested to work with him. “reprinted with permission of www.hotelexecutive.com and Roberta Nedry, President, Hospitality Excellence, Inc. “ What happens when great hotels or great hospitality organizations, with great reputations, become legends in their own minds and less than so in the minds of their guests? How can a hotel that has worked so hard for fantastic fans and award-winning applause neglect a foundation of service and respect that won the fans and awards in the first place? Why would management take greatness for granted and simply ride a reputation? Who benefits, who does not and who CARES when service is on auto-pilot and the team rests on their laurels?

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Make a date with greatness every single day and instill those feelings in each and every employee. Don’t allow greatness to grate on guest nerves or even worse, disintegrate.

HUMAN RESOURCES

I was overwhelmed with these questions when recently visiting one of my favorite hotels in one of the greatest seaside destinations in the country. There were so many disconnects in service that even the employees were talking about it. Long an international favorite, the hotel has a rich history and has been rated as a top resort for years. Because of its location, its ambiance and its legendary status, guests will always come. However, how sad if guest visits become mixed messages of service and less dollars spent due to inefficient and inept efforts. And, what a shame to tarnish a long established reputation by taking the experience guests desire for granted instead of responsively making it more memorable during each moment. As we arrived at the hotel, the valet departure and arrival setting was one of total chaos and confusion. Guests stood by with looks of confusion as valet personnel scrambled frantically to connect cars and passengers. For the first or last impression, guests experienced haphazard connections and unrelaxing moments in leaving or finding their cars.

How fortunate to have so many guests at the hotel. How unfortunate to stress them out in their initial or final moments. We walked in to make a dinner reservation and were greeted by three hostesses who appeared bored and uninterested. When we asked if we could be seated, especially since there were numerous empty tables, we were told that they were saved for later reservations and that the chef had told them not to serve anyone else anyway because the kitchen was too backed up. What a non-business development strategy and solution for less profit; turn guests away until the kitchen gets comfortable. And, make sure the idle employees tell everyone about the staffing and serving problems! Since we had the wait for dinner, we decided to get a sunset drink at the bar. It was crowded (good for them) so we had a hard time tracking down a server. When one did show up, we asked him for water and for a drink recommendation. He did not have much to say until we asked if the bar had any specials at which time he begrudgedly retrieved a menu which PROMOTED the hotel’s expensive specialty drinks. He did not want to wait for us to decide and moved on with the promise he’d come back. He didn’t. We flagged another bar server down to place our order. We asked her to ask the bartender if the drink we ordered, a featured menu item, could be changed a bit, with less sweetness. Her answer was “no” but she said she’d enter it into the computer. Now, the bartender and bar were less than two feet away and we asked her if she could simply turn around and ask the bartender. Again, she said no, and off she went. So much for humanity! As our jaws dropped in amazement, our dinner pager went off and we stood to get our reservation. The original bar server showed up and we mentioned we never got our water. His response was a matter of fact “I know” and off he went. When we got to our dinner table, a busboy appeared at our table and mechanically went about moving things around.

Beyond Amenities Pvt. Ltd. (exclusive distributer) G. Kathlyn, L4, Daisy Magu, Male’, Republic of Maldives MALDIVES T: +960 3344657 F: +960 3344658 HOSPITALITY E: sales@beyondmenities.com 31 ISSUE 15

HUMAN RESOURCES

He did not greet us or look at us at all and simply worked around us in a task-oriented fashion. His movements were abrupt and he appeared to be in a hurry. He’d been given his operational orders and guest service was not on the list. When our waiter showed up, he was pleasant, warm and welcoming. We were so relieved. Finally, we met someone who appeared to understand the value of the resort he was representing and his impact on the guest experience. We mentioned we had ordered drinks from the bar but never received them or a bill and then left for dinner. He shrugged his shoulders, rolled his eyes and said it was always like that. We asked why and he said there was no communication between the bar and the restaurant, that they were run separately (though five feet apart) and that there was often confusion and lack of attention with that team. He noted his own personal frustration with management’s lack of caring relative to the employees in all the hotel settings and that he just wanted to do a good job because he liked the environment and the guests. When asked, he answered that training was minimal and that no uniformly dedicated service standards existed. He offered to go sift through the chaos, chase down our drinks and bill and come back for our order.

Memories, profits, and loyal guests will slip away when service slips. They may still come but they will come for less time, spend less and recommend less. Eventually, the bar server from whom we ordered the drinks came to our table, dropped off the drinks and bill, and left... without a word. It was almost surreal. Luckily, the rest of our evening was quite lovely and our meal nice, thanks to the attention and service commitment of our waiter. It’s amazing to think that the weight of making our experience rested totally on his shoulders. He appeared to have his own guest service compass and went out of his way to map out a special dinner memory for us. We thanked him and acknowledged his service with our words and gratuity but wondered how long someone of his caliber would last and if he too would soon be taken for granted. When I checked the hotel’s website, searching for any kind of service commitment, I found none. There were press releases on awards, detailed physical descriptions, activity ideas and numerous descriptions of the rich history and desirable location but nothing on service. At least they are consistent. What does it take for a great institution, a great hotel, a great organization to stay great? How does service fit into the big picture and does service even really make the picture big? When does a hotel make the superficial switch to outside looks instead of inner beauty? Why do caring employee hearts have to take the heat of uninterested leaders and personnel? Is it enough to ride a reputation and will that reputation continue to produce loyal and repeat guests who want to spend more and not less? Do those with a great reputation have a responsibility and integrity commitment to deliver something that is beyond physically great to guests? And, is greatness an earned stripe that does not require continued great efforts?earned stripe that does not require continued great efforts?

HOSPITALITY MALDIVES ISSUE 15 2007 JUNE/JULY

Consider the following: Management has a responsibility to define why a hotel has become/ is great and what it takes to remain great. Having a solid service foundation and a true commitment to hospitality is critical to any great hotel product. Define service standards that support, reinforce and build greatness. Make them a part of each employee’s hiring commitment and train them on how to deliver the standards that lead to greatness. Make teamwork a solid part of service training and ensure each department within a hotel knows how to pass the baton to others. Warm hand-offs create seamless service experiences. Recognize superstar employees who really do deliver great experiences to guests. Make the experience great for fellow employees so they feel like doing the same for guests, as well as to attract other great service employees and reduce costly turnover. Train employees on the products, services and experiences that will make the hotel money and be special for guests. Special promotions are not so special when nobody talks about them. Emphasize the personal touch and empower employees to be personal. Avoid revenue cutting mishaps by focusing on the smooth and seamless delivery of service (We probably spent half of what we would have spent due to the slowness and disconnectedness of the service). Watch out for mechanical solutions to personal needs. Make sure all personnel even those not always on the immediate frontline (bus servers, housekeepers, etc); understand their roles on the stage of guest service.Recognize that reputations , good or bad, are earned on a minute by minute basis. Management needs to understand and appreciate guest votes and trust and instill the same in each employee. Make sure greatness is not only skin deep. Emphasize the inner beauty from shining service success. Exceptional service can actually enhance existing greatness and take profits, guest experiences and reputations to new levels. Mobilize efforts to keep service excellence top of mind and top of actions. Make a date with greatness every single day and instill those feelings in each and every employee. Don’t allow greatness to grate on guest nerves or even worse, disintegrate. Don’t take guest service or a legendary reputation for granted. Grant guests the experiences they desire and deserve. Become greater for it. Reprinted with permission of www.hotelexecutive.com and Roberta Nedry, President, Hospitality Excellence, Inc.. About the Author Roberta Nedry is President of Hospitality Excellence, Inc., consultants in guest experience management and audits, service excellence training for management and frontline employees and concierge development. To learn more about the programs her firm offers and their service expertise, visit www.hospitalityexcellence.com. She can also be reached at 954 739-5299 or roberta@hospitalityexcellence. com

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SERVICE

OUTRAGEOUS Hotel Guest Requests By Jane Levere

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Five-star hotels usually have five stars for a reason: Their service is impeccable, and they often do the impossible, thanks to their everresourceful concierge staff. Concierges will help out, no matter how difficult the assignment, whether the guest is a first-time visitor, regular, or even a celebrity. It’s not always celebrities who make the most unusual or outlandish requests. Take the newly breast-feeding mother at the Ritz-Carlton, South Beach, who asked its concierge for cold iceberg lettuce cups to relieve the pain and swelling she was experiencing. But sometimes celebrities do make demands that correspond to their egos, like the female pop star who recently enlisted the help of the chef concierge at the Ritz-Carlton New York, Central Park, when she didn’t know how to use her new iPhone. His solution: Send one of his pages to a nearby Apple Store for iPhone training. And then there was the Surrealist artist and animal-lover, Salvador Dali. He stayed regularly at the Meurice Hotel in Paris with his two pet ocelots, and asked the concierges to do things for him like catch flies in the Tuileries Garden. Whatever the situation, top concierges usually have a variety of resources at their disposal to fulfill guests’ requests, no matter how wacky. Concierges working at Four Seasons hotels, for example, meet regularly for what Jon Winke, chef concierge since 1982 at the RitzCarlton Chicago (which is a Four Seasons hotel), calls a “summit.” Four Seasons concierges also often call upon concierges at other Four Seasons hotels for help; Winke, for example, said he recently was able to get accommodations at the Four Seasons Hotel Boston for one of his regular guests, despite the fact the Boston hotel was sold out. The guest, he said, “knows I can get things done for him he can’t do on his own. The Boston hotel did something nice for me, and now it’s my turn to do something nice for them.” Another important resource used by concierges is the Clefs d’Or, an international professional group of concierges. Tommy Dean, who has been a concierge at the Four Seasons Hotel Austin in Texas for 17 years, said the Clefs d’Or gives him access to concierges worldwide, and that networking through it has been invaluable. “It’s an extended family that goes all over the world,” he explained. Veteran concierges also say the internet has radically changed the nature of their work and the demands guests make. All concierges use it. As Winke explained, “The internet makes things a lot easier. It’s a great resource and a godsend for me.”Dean finds the internet has changed guests’ expectations.

SERVICE

DELIVER sheep? Find a lettuce bra? Right away!

“When I first did my job, it was through personal contacts and my little black book. Now my clients have done their research online, before they come to my desk. They’re asking me the difference between this restaurant and that, (and) I have to make comparative judgments for them,” he said. Dean also finds that hotel guests today “have higher expectations, are making more elaborate demands. Their attention spans are shorter. They want things to be bigger, better, they want to be wowed, with tickets for bigger shows and rooms at better hotels. It’s more intense than it used to be.” Alex Martin, formerly the senior concierge at the Ritz Carlton, Key Biscayne, and now residence manager of the Ritz Carlton, Coconut Grove, finds hotel guests today are younger and wealthier than in the past. They ask for “hip restaurants, they’re not old-school. They want limousines with lights and plasma TVs,” he said. Sorry we can’t supply you with an AK47 Not all outrageous guest requests can be fulfilled, however, especially if they verge on the illegal or dangerous. For example, the concierge at the Beverly Hills Hotel was once asked to find replacement parts for an AK47 for a guest, a request that was turned down. Wanting to surprise his wife on her 40th birthday, a guest at Parrot Cay in the Turks and Caicos asked the hotel to arrange for some fake sharks to appear while he, she and their friends were snorkelling; the concierge declined to do this. And then there were requests made by guests at the Metropolitan London - both declined - to waterski in Hyde Park and to ride one of Queen Elizabeth’s horses. But if you need a new pair of contact lenses in less than two hours, or realise one night while you’re vacationing in the Caribbean that you’ve forgotten your wife’s birthday and want to go jewellery-shopping while she sleeps, do not despair - help will be on the way, as you will see in these true-life tales of five-star hotel service. Source: news.com.au

hotel guests today “have higher expectations, are making more elaborate demands. Their attention spans are shorter. They want things to be bigger, better, they want to be wowed, with tickets for bigger shows and rooms at better hotels. It’s more intense than it used to be.” HOSPITALITY MALDIVES ISSUE 15

Schihab A. Adam, Executive Pastry Chef The Beach House at Manafaru Maldives

RECIPE

Ingredients:

Panna cotta Ingredients: 400 g fresh milk 250 g cream 100 g crème fraîche 120 g caster sugar 3 leaves of gelatin 20 leaves of fresh mint 50 ml strawberry coulis for plating Half piece strawberry for garnish

Method: 1- Bring milk to a boil. Add the crème fraîche and the sugar, and then let the mint infuse it for one hour at medium heat. 2- Add cold-water soaked gelatin leaves into the milk mixture, then stir it for 10 seconds and pass it through a fine strainer. 3- Pour the mixture into a dome-shaped mould. Cool it down for one hour in the refrigerator. Serve with fresh strawberry and strawberry coulis.

Tulip recipe Ingredients: 50 g egg white 50 g butter 50 g icing sugar 90 g flour 35 g cocoa powder 50 g cut almond 5 ml almond essence Method: 1- Mix together the butter, sugar, egg white and flour. Then sift in the cocoa powder and almond essence. 2- Place in the refrigerator for 4 hours before use. 3- Shape it with a plastic tamp and sprinkle cut almond on top. Bake at 180 °C until golden brown.

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Mint-infused Panna Cotta Dome with Almond Tulip & Strawberry Coulis

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ACCOUNTING & FINANCE

So, Why Aren’t You Using It? In the years before the Internet, it was financially impossible for many hotels to create an identity in the eyes of the public at large. Most hotels had to Now, I never claimed to be the requisite authority on revenue management, but I get very frustrated with revenue management insiders who make the process sound much more complicated and tedious than it need be for most hotels. Some simple revenue management tactics can make a significant improvement in a hotel’s bottom-line, especially for smaller independent hotels. Several years ago, there was a subtle shift in thinking; hoteliers began to realize that the old standard

of using occupancy and average rates is a poor way to determine a hotel’s profitability or its competitive status within the market. RevPar, revenue per available room, provides a much clearer picture of revenue status. RevPar also enables us to compare hotels of different sizes and rates. There are two elements in RevPar; occupancy and average rate. Computing RevPar is as easy as multiplying occupancy times average rate. The result is the hotel’s revenue income per available room in the hotel; a measurable standard for every hotel.

Hotel Revenue Management is

B y Les lie Lyo n

Not Rocket Science

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Don’t those hoteliers who have no clue what’s going on around them and are therefore, relegated to reacting to market changes instead of being proactive to potential demand increases. This hotelier is the one that I hear from wanting to do something about next week’s poor occupancy or worse, missed demand rate increase opportunities.

Many hoteliers concentrate only on increasing occupancy; increasing occupancy by sacrificing average rates just doesn’t make sense; it doesn’t work. Only in rare cases will reduced rates generate enough incremental occupancy to compensate for the rate reduction. It most often results in slightly increased occupancy; only at lower rates and much lower profit.

Nothing dark and secret here. It’s really a matter of knowing your hotel and its market; then making the appropriate changes in rates based upon demand

I know there are some people out there who still believe that lower rates produce increased demand; the fact it that it doesn’t. Revenue management simply takes advantage of increased demand periods. In order to do this, one must be able to recognize those opportunities. Let’s be practical; the prospect of hiring an experienced revenue manager is way out of financial reach for most hotels. If this is your situation, it behooves you to learn and apply a few simple techniques to improve your revenue yield. If your hotel has the size and revenue stream to afford a talented revenue manager, then this article may not be of much interest to you. If, however, you choose your revenue manager by looking in the mirror and picking the first one you see, you may want to readon. Are your rates properly positioned to compete in your marketplace? How were your rates developed in the first place? Rates should never be developed in a vacuum; knowledge of your competition is critical to developing your rates. Start with a comprehensive study of the competition.

Correct rates are determined by what people will pay, yet create a good value to the buyer. Value is a relative term which includes your hotel’s location, facilities, and its competitive environment. Ignoring your competition doesn’t make them go away.

ACCOUNTING & FINANCE

We all know that increasing average rates provides a much greater benefit to the bottom-line than simply increasing occupancy. Increases in occupancy are always accompanied by proportionate increases in operating expenses; average rate increases are not. Revenue management, done faithfully, balances both functions to produce healthier net revenues.

Nothing dark and secret here. It’s really a matter o f know ing y our hotel and its market; then making the appropriate c hanges in rates based upon demand.

Neil Salerno, CHME, CHA Hotel Marketing Coach www.hotelmarketingcoach.com NeilS@hotelmarketingcoach.com

The best study for this purpose is called a S.W.O.T. analysis; Strengths, weaknesses, Opportunities, and Threats. This study compares your hotel with your selected competition hotels. It should not simply include bricks and mortar, but also general manager strengths and weaknesses, sales staff, franchise factors, etc. Revenue management is a process of anticipating hotel occupancy and market demand and to determine how it will affect your hotel. Of course, this process begins with gathering data about your market’s business flow; your hotel’s occupancy demand and rate history; and your hotel’s current reservations booking pace. Anticipating market and hotel demand is the key to properly positioning your rates. If there is a large convention which is eating-up hotel reservations downtown; that could provide a boost in demand for suburban hotels. Determining this possible demand can be very profitable.

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NEWS

Last autumn Conde Nast Traveller UK asked Readers to nominate their favourite spas in 10 categories, ranging from Hotel Spas to Spa Retreats. Readers responded and named Anantara Resort Hua Hin, Thailand, in the ‘Overseas Hotel Spa” category. The announcement recognises Anantara Spa as one of the best spa experiences in the world, placing at number 9 out of the 15 selected spas. The award-winning spas were chosen by the readers according to a number of experience criteria such as ambience, spa treatment and service. Anantara Resort Hua Hin General Manager, Ivan Casadevall, said the Resort was proud to have been recognized with the Conde Nast Traveller award. “We believe that through our commitment to service, unique philosophy and unparalleled luxurious setting we are able to provide guests a truly distinctive and indigenous spa experience. The Anantara Spa echoes the elegance and unique ambience found throughout this exceptional and beautiful resort” he said. From ancient Ayurvedic massage therapy and dosha-balancing colour therapy steam baths to body butter skin nourishing and hydrating facials that use ancient Thai herbal recipes, the renowned Anantara Spa menu has something for every body. Designed to be a garden spa and set amidst the beachside resort’s lagoon pools and bounteous tropical foliage, the Anantara Spa was created by awardwinning landscape architect Bill Bensley. Each of the Spa’s seven suites is set in its own individual garden courtyard, three with a deep terrazzo bath designed for two and all with dual alfresco ‘rain’ showers suspended in bronze cages modeled on traditional Thai fish-traps.

The treatment culminates in the luxuriantly timeless Honey and Milk-infused bath. Massages at Anantara Spa range from Shirodhara and Ayurvedic to Shiatsu, traditional Thai and aromatic oil massages. The 187-room Anantara Resort Hua Hin is a distinctive Thai village-style resort located on the sunrise coast of the Gulf of Thailand. Hidden amidst 14 acres of luxuriantly landscaped mature gardens and lagoon pools, the picturesque resort enjoys a beachfront location at the quiet end of Thailand’s historic royal seaside town.

The Spa was designed in harmony with the resort’s gardens and lotus-covered lagoons. Three of the spa suites are accessed via a wooden jetty, lit at night by flaming oil lamps, which runs around the edge of the lagoon. From here guests enter their spa suite via huge wooden doorways topped with decorative stone lintels, behind which is their private courtyard and treatment room.

Anantara is taken from an ancient Sanskrit word that means ‘borderless water’, a name chosen for this element’s association in many Asian cultures with wealth and good fortune. Inspired by local architecture and sensitive to the indigenous culture, Anantara Resorts are currently located in the seaside town of Hua Hin (220kms south of Bangkok), on Koh Samui in the Gulf of Thailand and in the Golden Triangle in the country’s north. In the world-renowned destination of the Maldives, Anantara Resort Maldives is a 30 minute boat ride from the capital Male. The newest member of the Anantara family, Anantara Resort Seminyak, will open at the end of 2007 in this most fashionable district of Bali – the Island of the Gods.

The spa’s signature treatment is the three-hour Culture of Anantara, which starts with a Shirodhara massage often referred to as the ‘massage of the third eye’ and considered one of the most powerful Ayurvedic treatments available. This is followed by a relieving Back Massage therapy in which strong massage strokes are applied on areas of the back that carry stress to release and relax tensed muscles.

Anantara Hua Hin Named in UK Conde Nast Traveller’s 2007 Spa Awards

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For media enquiries, please contact Marion Walsh - Brand Director of Public Relations Mobile: + 66 (0) 89 811 3829 Email: mwalsh@anantara.com Visit www.anantara.com

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MISCELLANEOUS

During my tenure at AAA and in the years since, I have had the privilege of meeting and working with hundreds of hotel owners, managers, and employees As I near the end of my working life, I look back on this experience with both pleasure and gratitude. The pleasure is because 99.9% of the ladies and gentlemen I have known in this business are true professionals and totally dedicated to the goal of guest satisfaction. I should explain the â&#x20AC;&#x2DC;99.9%â&#x20AC;&#x2122; figure; in my career of 23 years, I occasionally encountered a hotel manager or employee who appeared to be in the wrong job. These encounters were too rare to merit any further discussion. My gratitude is for all I learned from the hotel people I have worked with over the years. Yes, I learned from not only the 99.9% previously mentioned; I learned something from every encounter. Now, a few of my favorite memories. A Marriott GM in Oklahoma personally interacted with his guests on a daily basis by serving coffee refills at breakfast. He wore a nametag with his name and position, and mingled in the dining room and lobby for at least an hour. An owner/manager in Arkansas was always at his desk in the lobby during afternoon check in and morning check out times to greet his guests on arrival and ask about their stay at departure. If a guest had a problem, a complaint, or a question, they could deal directly with the owner.

Hotel People I Have Known B y H a r r y N o bl es

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After several years in almost every position in her company, she now manages 2 hotels for the organization. She has come a long way and is still young enough, and certainly capable enough, to rise even further.

MISCELLANEOUS

One additional point about this gentleman. He was 90 years old, and told me he had been in the business since he was 15. He also told me that while the guests really liked seeing the owner in the lobby, his employees were less enthusiastic. The lobby desk idea was something he had learned from a mentor more than 70 years before. He said, ‘it was a good idea in 1912, and still is’.

The good news is that I am now meeting the next generation of great owners and managers, and they are very i mpressive. They, of course, are the outstanding young hotel employees I see regularly as I visit my clients. If the ones I see are an indication of the future, we have nothing to worry about. Our industry will be in good hands. Another Arkansas GM was German-born and began his career as an apprentice porter at luxury European hotels in the 1930’s. I was always amazed by his ability to walk around the property and, without breaking stride, note every grooming or attire infraction by any employee. While the majority of owners and managers I have met were male, I have also seen an increase in the number of females at the higher echelons of the hospitality industry. One lady in particular stands out. When I first met her almost 20 years ago, she was an office clerk in a motel; she had no hotel experience, but she had the desire to move up. She also had the ability.

f there is a negative aspect to this situation, it is that so many of the dedicated people I have known in this business are leaving due to normal retirement or for health reasons. The good news is that I am now meeting the next generation of great owners and managers, and they are very impressive. They, of course, are the outstanding young hotel employees I see regularly as I visit my clients. If the ones I see are an indication of the future, we have nothing to worry about. Our industry will be in good hands. Harry Nobles Hospitality Consulting www.nobleshospitalityconsulting.com info@nobleshospitalityconsulting.com 757.564.3761 Office, 800.750.5666 Toll-Free, 757.564.0076 Fax

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043 43

LOCAL NEWS

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Wine Cost Control

FOOD & BEVERAGE

Basic

By J o e D u n b a r

At the heart of wine cost control, a bottle accountability system provides the information needed to properly evaluate results. Too much energy is replicated by top wine professionals. They frequently classify wines by region, color, grape, vintage, vintner, ratings and other critical evaluation criteria. These are the essential elements required to select and categorize the wines. Once you have chosen a base wine list and send it to food and beverage control, I’d allow a different view. The highest volume of wine sales is found in pouring wines and house wine by the bottle. These wines compete directly with beer and cocktails for profits. Wines sold by the glass should be consistently drinkable and profitable. If you buy a 1.5 liter bottle of wine for $12 and pour 10-five ounce glasses at $6 each, you’d expect a 20% cost percentage. To the opposite side of the wine spectrum, we find low volume, top vintage boutique bottles purchased in limited quantity and priced to yield a decent dollar markup. Some of my successful clients simply double the price they pay for these bottles. This would imply a 50% cost of goods sold. Should these two wine classes be mixed on your books? The pouring wines will turn many times in one year and many of the premier wines won’t sell for over a year (sometimes never). Restaurants may store wine for favored clientele. Some restaurants will buy young wine at auction and let it

age over many years. These wines do not belong in the same category as the pouring wines.I recommend four categories: pouring wines, popular bottle wines, premier wines and investment wines. The popular bottles and pouring wines need to be priced to hit a good cost percentage. A $12 dollar bottle should be sold for at least $30 (40%). I recently enjoyed a well paired wine for $30 at my favorite restaurant. The next week, I found the bottle for $9 at the local wine shop (30%). If you help your customers with the pairings, you can charge more per bottle. Don’t fall into the trap of required wine purchases. Let’s say you sell a phenomenal cabernet sauvignon for $200 per bottle. If the boutique vintner wants a minimum order of 5 cases per year at $1,200 per case, your cost is $100 per bottle (50%). At year end, you’ve sold only 1 case. The remaining 4 cases are in inventory at cost. Do you continue to purchase the annual minimum of 5 cases? Over time, this purchase activity will become perilous. Paying $6,000 to a supplier for wine which generates $2,400 in sales is a mistake. Creating a winning wine list to use as a sales tool is the job of specialists. Too often, I find my customers lamenting the spoilage of expensive vintage wines. These discoveries often occur when the beverage manager leaves the company. The successor manager goes to the cellar and identifies old legacy wines and clears them from the list. Better to move a slow mover for a huge discount than wait for really expensive vinegar.

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HUMAN RESOURCES

MOTIVATION:

Creating a Positive Environment

Dave Wheelhouse, CHRE, Woodlands Operating Company and Chris Longstreet, CHA, Socety for Hospiality Management

046 46

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HUMAN RESOURCES

Recognition can be the easiest, cheapest and fastest way to improve productivity The most productive work environment is one that permits employees to find their own motivation – to fulfill their own goals and needs while serving the organization’s best interests. The employer should provide an environment of acceptance, confidence, mutual trust, and openness towards employees. Employees need to feel that they’ve earned what they’ve gained in order to achieve self-esteem. Each person’s self-esteem is a prerequisite for a relationship of mutual respect between employee and manager. Without genuine self-worth, mutual respect, and responsibility, there can be no arena for motivated improvement.

For recognition to be effective as a motivator, it must be: 1. Deserved 2. Prompt 3. Perceived as fair to all employees 4. Appropriate for the special effort expended 5. Attainable

Elements of a positive motivational environment include:

A reward will motivate only if employees know about it, perceive it as a reward, and want it. To motivate employees, the reward must be appropriate and worth the effort involved. The payoff must be seen as fair. If the “Employee of the Month” selection is viewed as a political appointment, it won’t serve as a motivating program.

• • • • •

Many managers miss the point behind recognition awards. They think that such awards should be given only to someone who is perfect, and that to do otherwise would be lowering standards. These managers lose sight of the fact that the purpose of recognition is to encourage people to do better, not to acknowledge perfection.

Achievement Recognition The work itself Responsibility Growth and Advancement

Achievement People like to achieve goals, to keep busy, to face challenges, to solve problems, and to do so with high standards. Managers who are indifferent to quality or who have low standards reduce motivation quickly. Employees ca n find achievement in simple things, such as trying to sell ten gallons of fresh orange juice before ten o’clock in the morning or upselling a specified number of rooms. To be motivated, people need to be excited. Building business is something they can get excited about when they see the rewards in a personal way. Contests like “most improved sales” help keep employees motivated. While it may be harder for employees to get excited about controlling costs, if that is what your facility needs to do, make it more interesting with a campaign or contest. To help reduce ecosts, build a contest that encourages conservation. Focus onturning off lights, turning down thermostats, and shutting omachines when they are not in use. If the environment is right, the achievement will be its own reward. Recognition Respect from others isn’t valued unless it’s deserved. Appropriate recognition and appreciation can certainly contribute to confidence and a sense of competence. Recognition can be the easiest, cheapest, and fastest way to improve productivity; yet, it is one of least used tools managers use. Managers seem to be reluctant to simply say “Thank you.” Simply praising someone privately when you notice the person doing something right may be one of the best ways to motivate an employee.

If recognition is to serve as a motivator, it must be given for achievements that most of your workers believe are within reach. Such a program might call for you to rank all of your employees in each job category and then give special attention to the top two or three in each group. Employees don’t have to be doing everything perfectly to be recognized. You can still recognize the things they are doing well, the ways in which they help others, or the improvements they’ve made. Managers should emphasize an area of work that’s difficult or unpleasant for many. A recognition program should bring attention to all of the people who keep the place going. It should, therefore, include employees from every shift and department. Don’t always consider people you see on your shift. Encourage and solicit nominations from all employees. This approach minimizes the questionable practice of managers selecting their “favorites.” Workers need to know that they are doing useful work and doing it well, and that they have the respect of their co-workers. The goal of your recognition program should be to meet this need. When people are excited about work and committed to a goal, their motivation can be extremely high. The Work Itself Job satisfaction is the best predictor of job longevity and one of the best guarantees of performance. Among the greatest sources of job satisfaction is the knowledge that the job is meaningful and that it serves a purpose in meeting the goals of the organization. HOSPITALITY MALDIVES ISSUE 15

HUMAN RESOURCES

The most productive work environment is one that permits employees to find their own motivation to fulfill their own goals and needs while serving the organization’s best interests. It may be necessary to do some restructuring or redefinition of jobs to give each position an identity and a sense of purpose. Try breaking down a department of 100 cooks and food preparers, for instance, so that each small group works for one of the food outlets. This gives each worker a special identity as one GREAT JOB ! Recognition can be the easiest, cheapest, and fastest way to improve productivity of a few. Workers can identify with the goals of the team, rather then merely feeling like one of many people who do the same thing all day. Sometimes, completely eliminating the monotony of unpleasantness from a job isn’t possible. In those cases, compensation, working conditions, and work group relationships may take on greater significance. More recognition may be needed, with emphasis on the sense of personal achievement and contribution to the team effort.

People won’t commit themselves if the are unable to contribute. They want to be involved and have a voice in what affects them. They need to know what they can do to improve productivity.

Responsibility People won’t commit themselves if the are unable to contribute. They want to be involved and have a voice in what affects them. They need to know what they can do to improve productivity. Regardless of the nature of the work, every employee should expect to be held personally accountable for the work he or she does. Employees who deal with the public should wear nametags and give their names when they answer the telephone. When a maintenance person makes a guestroom repair or a room attendant cleans the room, he or she could leave a signed card. When delegating work or decision-making responsibilities to employees, be supportive and positive. Communicate clearly what responsibility you are delegating, and indicate exactly what results are expected. Express expectations in terms of the company’s goals and values. Give employees the necessary authority, and be sure that everyone involved – including other managers – know about the additional responsibility, and authority, assigned. Offer support and feedback and be available to give advice if asked. Make sure the employee does not delegate the work or decision back to you. Growth and Advancement Identify the high achievers on your team and keep them challenged with new opportunities for growth and advancement. If you don’t, you may lose them to organizations that do. Being promoted is only one of the ways in which a person can grow and advance on the job. Not everyone wants to be the general manager. If the only motivator you are using is possible promotion, you are not going to motivate everyone. Not everyone wants to grow and advance. Discover and search out those that do and use this motivation tool when applicable. Don’t assume that what motivates you will motivate your employees. Some people don’t want job enrichment – they are happy with routine. Some employees do not want the supervisory or managerial responsibility, but would like to learn more about their current jobs. Others would like to learn another job, even though no promotion or pay increase is involved. Get to know employees, focusing on their needs and interests. Know how to place them in the right jobs and determine how they can be integrated into the company’s goals. Adapted from Managing Human Resources in the Hospitality Industry by David Wheelhouse, CHRE (Educational Institute of the AH&LA, Lansing, MI, 1989).

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TRAINING

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HOSPITALITYBITES

Hospitality Bites By ehotelier.com

Asia Pacific’s leading luxury hotel group, Shangri-La Hotels and Resorts, was named “Best Luxury Hotel Brand” at the 18th TTG Travel Awards Ceremony and Gala Dinner on 25 October in Bangkok, Thailand.

Burj Al Arab, the world’s most luxurious hotel and part of Dubai based luxury hospitality group Jumeirah, recently collected a top accolade at the Conde Nast Traveller US Reader’s Choice Awards 2007, held in New York recently.

This year is the first time the award has been presented. The TTG Travel Awards, presented by TTG Publishing, seek to honour the region’s most outstanding travel industry performers. The awards are determined by the number of votes from readers of TTG Asia Media. Readers were invited to vote online through the TTG Asia website or by submitting printed voting forms available in selected issues of TTG publications.

The world famous Burj Al Arab, Jumeirah’s flagship hotel, was awarded the much-coveted title of Best Resort in Middle East and Africa at the prestigious ceremony.

Mövenpick Hotels & Resorts moves forward with Abu Dhabi expansion.

The European Commission has finally cleared the transaction, which now adheres to competition laws in the EU. Private equity giant Blackstone will be adding Hilton, with more than 2,800 hotels and 480,000 rooms, to a list of hotels it has purchased over the past two years. This will give it a total of some 600,000 rooms, of which 560,000 are wholly owned.

Having announced its decision to carry out an exclusive project on Al Reem Island in September, Mövenpick Hotels & Resorts has now signed an exclusive partnership agreement with ALDAR Properties calling for the development of three additional first class hotels in Abu Dhabi in the United Arab Emirates. One management agreement has already been concluded for a modern 500-room luxury hotel on Yas Island that is supposed to open its doors in 2010. The centrally located Mövenpick Hotel Yas Island is only a stone’s throw away from theme parks, a huge shopping mall, Formula 1 race track and golf course, which are also under development. Among the new hotel’s amenities will be six restaurants and bars, an exhibition hall for events of all kinds, a multipurpose ballroom, eight meeting rooms, a business centre, a generous and luxurious spa area, and swimming pools. “Thanks to our agreement with ALDAR Properties, we have a great opportunity to further establish Mövenpick Hotels & Resorts in the emirate of Abu Dhabi,” stated Andreas Mattmüller, Senior Vice President Middle East and Asia Mövenpick Hotels & Resorts. “The hotel planned for Yas Island will be in a prime location for entertainment, shopping as well as relaxation, and represents an ideal inaugural project for this long term partnership.” The two other hotels are currently in the planning stages. World-renowned Singaporean chef Justin Quek brings his much-lauded modern French cuisine to one of Shanghai’s smartest enclaves. Having wowed gastronomes in Singapore (Les Amis) and Taipei (La Petite Cuisine), Justin’s latest signature French restaurant Le Platane opens in a renovated shikumen dwelling in Shanghai’s Xintiandi, a downtown nexus of trendy restaurants, bars and boutiques. The two-storey grey and terracotta stone-gated house stands opposite the site of the Communist Party’s first clandestine meeting in 1921 and beside an ornamental lake, providing a serene, wooded setting in the middle of the office towers. The restaurant takes its name from the plane trees - or le platane that line the streets outside. A quintessentially French tree, the platane is nevertheless very much a part of Shanghai’s character, making it a fitting moniker for this exciting new restaurant that marries French style and tradition with local spirit.

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The Blackstone Group’s purchase of U.S-based Hilton Hotels Corporation is set to create the world’s biggest hotel chain.

Shanghai to build China’s 1st underground 5-star hotel. China’s first underground five-star hotel is expected to operate in Shanghai by the end of 2010. The new hotel will allow people to experience a different form of shopping, leisure and entertainment in the 100-meter deep natural geological pit. The hotel will be built in a pit close to Tianma hill. It is an abandoned quarry, which is about 100-meter deep. Source: China Knowledge One&Only Resorts unveils its plans for its newest resort, One&Only Cape Town, scheduled to open during the latter half of 2009. The resort is set to become one of South Africa’s most luxurious destinations, providing a comprehensive range of services. Ground has broken for the 130-key resort, which will be set out over seven floors including stunning residential apartments in an elegant, contemporary building on Cape Town’s popular Victoria & Alfred Waterfront, overlooking the marina and with panoramic views across to Table Mountain. Fully serviced by the hotel and with private lifts, the residential apartments will offer an excellent investment opportunity. They are ideally located on the top two floors of the building with iconic views of both Table Mountain and the ocean. Lonely Planet sold to BBC Worldwide. The BBC’s commercial arm, BBC Worldwide, has acquired travel information group Lonely Planet for an undisclosed sum. The group is being sold by Tony and Maureen Wheeler, who founded it in 1972, and John Singleton, who became a shareholder in 1999. Commenting on the acquisition BBC Worldwide chief executive, John Smith, said: ‘Lonely Planet is a highly respected international brand and a global leader in the provision of travel information. ‘This deal fits well with our strategy to create one of the world’s leading content businesses, to grow our portfolio of content brands online and to increase our operations in Australia and America.’ Source: e-tid.com

China will soon replace traditional tourist destinations - France, Spain and the Americas - as the top tourist destination country, as reported by an official from the United Nations World Tourism Organization, at celebration of the 28th “World Tourism Day” held in Xinjiang, in northwest China. By 2020, China will replace traditional tourist destinations, and rank as the world’s first, according to the official’s analysis. Chinese tourist officials are even more optimistic. Shao Qiwei, director of the State Tourism Bureau, said that by as early as 2015, China will become the world’s largest country welcoming tourists, and the fourth largest source of outbound tourists. Source: People’s Daily Online

HOSPITALITYBITES

China to become prime tourist destination.

Oberoi Hotels and Resorts said it has been ranked Asia’s leading luxury hotel brand at the World Travel Awards. The Oberoi, Mauritius has been recognised as Indian Ocean’s leading hotel, while Trident Hilton, Gurgaon and Kohinoor Suite of The Oberoi Udaivilas in Udaipur have been rated as Asia’s leading meetings hotel and Asia’s leading suite respectively by travel agents in over 190 countries. Trident Hilton, Gurgaon has been ranked as India’s leading hotel, while Wildflower Hall, Shimla was termed as India’s leading spa resort, a company release said. Source: The Financial Express Three Michelin-Starred chef Alain Passard from Paris joins the line-up of masterchefs at Wine & Gourmet ASIA 2007.

Senior appointments announced at Shangri-La ‘s Villingili Resort and Spa, Maldives.

One&Only Zanzibar will feature a 150-room luxury hotel, a 50room residence and a spa retreat on a 76-hectare site at Muyuni Beach in Zanzibar. The project was announced on 20 September following a strategic agreement between Dubai World and the Zanzibar Government with construction of the resort starting soon.

Wine & Gourmet ASIA 2007, a 5-day epicurean extravaganza of fine wine and gourmet events taking place in Macau, is pleased to announce its exciting lineup including the participation of renowned Three-Michelin-Starred chef Alain Passard of awardwinning restaurant, L’Arpège from Paris. Hailed as a culinary “Impressionist” for pioneering new ways of cooking vegetables with flamboyant colours, entrancing aromas and unexpected flavors, Alain Passard will be showcasing his skills alongside renowned chefs Justin North from Bécasse in Sydney, David Laris from Laris in Shanghai, and Grant MacPherson from Wynn Las Vegas. Taking place from 6-10 November, the 5-day programme of exciting gastronomic events includes culinary masterclasses, gourmet lunches and dinners, and wine tasting masterclasses and vintner dinners. The headline of the 5-day programme is the not-to-bemissed Black Tie Gala Dinner on 9 November, where the masterchefs and guest chefs will together create an unforgettable evening of great food and fine wine. The event starts at 7pm and is hosted by Wynn Macau. Price per person is MOP$1,980 (US$250). Wine & Gourmet ASIA will be launched on 6 November with an Opening Reception, hosted by The Venetian® Macao-Resort-Hotel, where a buffet of delights will be prepared ‘live’ by the hosting establishments’ culinary teams. The event starts at 6pm and costs MOP$880 (US$110) per person.

The Chedi Club named Indonesia’s leading boutique hotel.

Couple gets $1,600 hotel stay for $10.

The Chedi Club at Tanah Gajah in Ubud, Bali, a luxury property managed by General Hotel Management (GHM) Limited, has been named Indonesia’s Leading Boutique Hotel at the World Travel Awards 2007 held in a ceremony in Bangalore last Friday. GHM, a luxury hotel development and management company, is the market leader in conceptualising, developing and operating a selection of exclusive hotels and resorts worldwide. GHM manages a portfolio of three brands including highly regarded properties such as The Datai in Langkawi, The Setai in Miami, The Chedi hotels and The Serai hotels worldwide.

It was 1947 when newlyweds Larry and Mariam Orenstein honeymooned in Chicago, paying just under $10 a night for a room at The Palmer House. Six decades later, the couple stayed in the hotel’s penthouse suite for the same price -- part of an offer for long-ago patrons. The Palmer House allows one-time guests who visited more than 50 years ago to stay at the historic hotel for the price of their original stay -- provided guests can submit an original receipt. The Orenstein’s room goes for $1,600 today. The Milwaukee-area residents, both 81, saved their hotel bill, along with other items from their wedding. “I feel wonderful,” Larry Orenstein told the Chicago Sun-Times at the ornate, downtown hotel. “I feel 2 years old.” The long-running deal at the 136-yearold hotel has been offered to guests since 1925. But customers have taken advantage of the offer fewer than 10 times over the last 25 years, said hotel spokesman Ken Price. In the end, the Orensteins did not even have to pay the $10-a-night bill. As a gift, their 12-year-old grandson, Ze Orenstein, footed the bill. Source: BusinessWeek

The appointments of the general manager and the director of sales and marketing at Shangri-La’s Villingili Resort and Spa, Maldives, which is scheduled to open on the Addu Atoll in fourth quarter 2008, have been announced. Jens Moesker has been appointed General Manager of Shangri-La’s Villingili Resort and Spa, Maldives. Gerhard Fink has been appointed Director of Sales and Marketing. Dubai World, which is owned by the Government of Dubai, today announced it is to partner with One&Only Resorts in the development and management of its new US$ 150 million luxury resort in Zanzibar, which is scheduled to open in 2009.

HPL Hotels & Resorts announces the appointment of Andrew J. Drummond as the General Manager of Kandooma ~ Maldives, which is scheduled to open its doors in mid 2008. Andrew, an Australian national, is now based on Kandooma Island, located in South Male Atoll in the Maldives, overseeing the pre-opening preparations of the resort. Andrew was most recently the General Manager of another HPL Hotels & Resorts beach property, Casa Del Mar Langkawi in Malaysia.

HOSPITALITY MALDIVES ISSUE 15

SERVICE ACCOUNTING & FINANCE

A good service provider must: • • • • • • •

Be a good listener Identify and anticipate customers needs Help customers to understand their systems Ensure customer feel important and appreciated. Know how to apologize Give a little bit more than expected Get regular feedback

Everybody makes mistakes. But if one can take ownership of a problem and try to rectify the mistake with maturity it’s professionalism. Do not blame or speak about the organization or other employees. Obviously no one likes problems but we must consider problems as medicine to cure illness. Whether it is individual or organizational problems, we must thank our customers for pointing out the problems. We should not misunderstand that high profile organizations will not have customer care problems. Any organization in any industry will always have serious issues in connection with customer relations management. Solving these problems in a timely and effective manner determines the level of an organization’s customer care quality. Automation is not the solution to excellent service delivery even though ever-increasing automation reduces cost. On the other hand it reduces the human touch in customer care which is undesirable as customers always crave for human attention.

The Importance of CUSTOMER CARE.. by V incent B ab y, CHT

In today’s fast changing, clear-cut and competitive business environment, organizations need to develop a proactive system that anticipates every customer’s needs. Money can not buy customers but organizations and its employees’ commitment in service delivery can attract good customers. How do companies expect to maintain high level of commitment? Hire smart people and motivate them! During orientation/induction sessions, new staff must be informed and trained based on the company’s customer service culture. Benefits of high quality customer care By providing good service, organizations and employees will experience less stress, less hassle and less grief from the customers. Above all, a significant amount of time can be saved and companies will get more satisfied and loyal customers. Loyal customers advertise the business by word-of-mouth communication, satisfied customers would like to see you again. Hence, they will surely come back. What should we do for high quality service delivery? Studies show that the source of dissatisfaction of customers begins with their first contact. The moment a customer chooses to make use of our service, we need to instill confidence in his or her mind. This can be done via the material service and personal service we provide. Material service can be seen and it is measurable but personal service cannot be seen and it is intangible. For customers, personal service is something emotional and the most important driving force influencing their choice of service provider.

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To sum it up, organizations focusing on increased customer care with passion and commitment can retain satisfied customers regardless of varying political, economical, socio-cultural and technological environments. Written by: Vincent Baby CHT, MIH HR & Training Manager Medhufushi Island Resort/ AAA Hotels & Resorts - Maldives Moderator of HR Maldives e-discussion group Executive Council Member of International Human Resources Development (HRDGateway) Cell: + 960 7781261 Email: vincent@aaa.com.mv or vincent@hrdgateway.org

HOSPITALITY MALDIVES ISSUE 15

SERVICE

The common act of presenting the celebratory ice cream and candle to a guest is an exact ritual that puts a stamp on how important something is.

The

[psychic]

HOSPITALITY MALDIVES ISSUE 15

Benefits of Creative Customer Service!

The other day I was waiting on a couple and in the innocuous routine of engaging conversation (small talk) I discovered that they were in from out of town. I also overheard their celebrating! Celebrating that the wife’s doctor visit finally turned out “negative”. I could tell they were ecstatic by their exhilaration so at the end of their meal I presented them with the house “freebie” for special occasions: a scoop of ice cream with a birthday candle. They were surprised and delighted! Dr. Wade Dyer, in his The Power of Intention seminar talks about the importance of giving “feel goods”. What I provided the above couple was a “feel good”. The common act of presenting the celebratory ice cream and candle to a guest is an exact ritual that puts a stamp on how important something is. This simple ritual is an outward sign of an emotion, perhaps not so easily put into words. It makes a connection with our customers and establishes long term personal and professional relationships. Even the ritual of saying please and thank you to our customers is an acknowledgement of how much we value and appreciate their patronage. Juliet Schor, Boston College sociologist and consumerism expert, said recently in a Washington Post interview, “... We’ll pay more for the psychic benefits. It’s why people buy upscale Starbucks coffee when they could find cheaper no-name coffee elsewhere.” Some time back I had a table of two and several times when approaching this table I noticed one guest weeping often. I made no mention about her emotional condition but at the end of their meal I brought her that scoop of ice cream with the lit candle. I said to her that whatever was troubling her would pass and the future will have brighter days. It is amazing what a little kindness does for people. It costs nothing and is easy to do, yet can be so profound in its effect upon people. It’s a “feel good”... a “psychic benefit”. And at the same time it’s good for business! The owner and I now have a regular customer who returns often plus brings additional friends and family! There is a new technique I read about recently that some restaurants use a system of “just flip the sign or “raise your flag” and your waiter will help you. While the mechanics of this are simple enough what happened to eye contact, checking with your customers and continuously monitoring your customer needs by seeking opportunities to offer proactive service? Where and how is a relationship being created?

SERVICE

B y Paul C. Paz

Its a connection with our customers and establishes long term personal and professional relationships. Even the ritual of saying please and thank you to our customers is an acknowledgement of how much we value and appreciate their patronage. Paul C. Paz is a Hospitality Consultant & Author of the book Service At Its Best: Waiter-Waitress Training. First and foremost, however, Paul is a professional waiter. Paul can be found online at WaitersWorld, a site dedicated exclusively to those aspiring to gain personal, professional, and financial success plying the craft of Professional Waiter!

I’ve mentioned before Bob Brown’s (www.bobbrownss.com) 4-Elements of Extraordinary Service. They include the unexpected, unnecessary, unwarranted and undeserved. It goes hand in hand with Bernard Martinage’s line from his book, The Professional Service Guide (www.restaurantprofessional.com), “The more casual the dining room, the greater the opportunity to exceed guests’ expectations by performing correct service.”

HOSPITALITY MALDIVES ISSUE 15

SERVICE

Another lesson learned:

assume

Never that you already know what your custom By Nektaria Ham is t e r

Mark Hamister often talks about the importance of not straying too far from your present skill sets when entering a new business sector. Tackling the unknown is an energizing challenge, but it is crucial to choose an industry that you can understand well from your previous experience. There is one thing, however, that Hamister cautions entrepreneurs not to do after carefully selecting a new line of business: never assume that you know anything about your new customers until you ask them.

However, our company made a rookie mistake in the development of our first four sub-acute care wings: we pre-supposed knowledge of customer needs. Since the majority of sub-acute patients would be younger than our elderly residents, we assumed that they would want to have their own lounge. Our plans included a number of semi-private rooms because we thought that patients would enjoy the companionship of a room-mate. Each room was furnished like assisted living accommodations, with two arm chairs for visitors.

In the late 1980â&#x20AC;&#x2122;s insurance companies started looking for cheaper alternatives to the rehabilitation services traditionally provided by hospitals. Our skilled nursing and adult care company saw this development as an opportunity: it invested two million dollars to create rehabilitation units in four of its skilled nursing facilities. This was a risky move, but it turned out to be very profitable: it provided new options and challenges to staff and strengthened the financial value of the organization. By 1996, 20% of revenue was from sub-acute/ rehabilitation care, enabling us to sell most of our company for an investment return exceeding 38%.

As the new sub-acute wings began to fill, staff noticed that their lounges were always empty: younger rehab residents had no desire to sit in them. They loved mingling with the seniors in the common areas of the assisted living facility. The older residents were thrilled to have new company and opportunities to share life experiences. Admissions directors started interviewing both senior and rehabilitation residents about their interests and paired them accordingly. For example, if a rehab patient was interested in WWII, staff introduced him to a WWII veteran. The program was a great success. Needless to say, the company did not build any more sub-acute lounges as it moved forward with unit conversions in other facilities.

HOSPITALITY MALDIVES ISSUE 15

None of these mistakes were tragic or difficult to fix, but the company would have saved some money planning staff had spoken with potential customers before proceeding with building plans. Lounge space could have been replaced with another private room, increasing our revenue, and we would not have purchased unnecessary beds for semi-private rooms. As a management company, Hamister learned a valuable lesson from its entry into the sub-acute care market: never, but never assume that you know what your customers want. Always ask customers open questions about what you can do to improve their quality of life. “How can we make your stay better and homier?” “What can we do for your visitors?” “What can we do to make time with us more interesting and stimulating?” The experience facilitated the company’s entry into the hotel management business in 2004. Hamister management correctly guessed that our customers wanted a clean and comfortable room, but we did not want to make any other assumptions. Even though Hamister properties were all franchises of major brands, which determine

ers want most aspects of hotel design, The Hamister Group was still determined to be inquisitive and innovative. We asked: “what do you hate most about traveling?” “What can we do to make your room more comfortable?” Guests responded that their biggest dislike about traveling was not seeing their families. We therefore installed free video conferencing systems in all of our hotels, to which we have had a warm and enthusiastic response . Christopher Niemier, one of our general managers, found that asking customers about their concerns helped him to identify a significant problem: his guest Internet system was very slow and outdated. Chris had no idea that the Internet system was in need of improvement, since it worked perfectly well while he was working during the day. It was in the evening, however, during hours of peak guest use, that the connection became frustratingly slow. “It was really amazing to me how few guests complained about this issue until we asked for their feedback,” Chris commented. “It is almost as if many guests have problems that they would love to get off their chests, but they don’t really express themselves until prompted by a staff member who cares and encourages them to share whatever they have on their mind.”

As a result, Chris squeezed the price of a new high-speed Internet system into his already tight renovation budget. “The new system is lightning fast, and guests are raving about it,” says Chris. “Clearly this was the right move for us even though it was expensive.”

SERVICE

Our first rehab patients were placed in semi-private rooms without a roommate. Less than a week after arrival they unanimously declared that they did not want the other bed filled. Since rehab customers were paying a very good rate, management decided that it had to comply with the request. We got rid of the extra bed and replaced it with two additional armchairs, solving yet another problem: not enough seating for visitors. Skilled nursing and assisted living visitors usually came one at a time or in couples, but our rehabilitation visitors were often arriving in groups of four or more. These customers obviously needed more space for guests.

Asking your customers what they want is not something that we must do only when entering a new business: it is a process that should never end. Just because you spoke with your customers last year does not mean that you know what they want today. Customer needs are constantly changing. If you lose communication with them, you will also lose your fresh approach. With special thanks to Christopher Niemier for his thoughtful contribution to this article. About The Hamister Group The Hamister Group, Inc. celebrates 30 years of excellence in assisted living and hospitality management. The company operates hotels, assisted living facilities, and a home health care agency in the eastern United States. All companies managed by The Hamister Group are committed to exceeding customer expectations every day. For more information on The Hamister Group, Inc. and its affiliated companies, visit www.hamistergroup.com

Asking your customers what they want is not something that we must do only when entering a new business: it is a process that should never end

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HUMAN RESOURCES

Positive, Proactive

Commu ni c a t i o n B y Ro n Kau fm a n Every insurance company in the world is concerned about ‘persistency’, keeping policies in force by making sure clients pay their premiums year after year. A small increase in persistency can yield a very large boost in company profits. I have policies with several insurance companies. Every year I am stunned by the incredibly impersonal notices I receive stating: ‘Premium Due’. These communications seem to regard me as nothing more than an account number, a payment amount and a due date. As a prospect, I was engaged as a real person with needs and concerns, hopes and dreams. I was treated as a valued partner in the necessary world of personal financial planning. Now that the policy is in force, I am just an invoice. Here’s what I would much prefer. (If you have an insurance policy, you might appreciate it, too.) Ten months into the year, two months before the premium is due, a smart insurance company should send me a simple customized letter. Something like this: Dear Mr. Kaufman, In two months the annual premium for your insurance policy number 123456 will be due.

In addition to basic financial protection for you and your family members, your insurance policy has provided you with (include all of the following that apply): • a guaranteed savings program • effective retirement planning • education planning for your children • risk coverage against death or disability, and • precious peace of mind. Each year at this time, we ask valued clients like you if any major changes have occurred during the past ten months. Have you added a new family member? Have you received a promotion or otherwise increased your income? Have you purchased a new home or automobile? Have any of your family members or friends recently married? If any of these changes have occurred, we encourage you to speak with your insurance agent (name here), who can be easily contacted at (contact details here). Once again, we congratulate you for maintaining the benefits of your valuable insurance program. If you have any questions, please feel free to contact your agent, or our office directly at (contact details here). With best regards,

I want to take a moment now to congratulate you on your decision to keep this policy in force, and to remind you of the many benefits you have been receiving, and will continue to receive, throughout the year.

Ac ti o n Ste p s w a it unt il th e l a s t mi n u te . M a k e a n e ffort t o s t a y i n t o u c h w i t h y o u r c u s t o m e r s and c l i e n t s w i t h p o s i t i v e n e w s a n d p ro a c t ive v ie w s.

K ey L ear nin g P o in t W h e t h e r y o u a re i n e d u c a t i o n , m a r k eting, re t a il, logi s ti c s , g o v e r n me n t s e rv i ce , entert a inm e nt o r i n s u ra n ce , co mmu n i ca ti ng pos i t i v e l y a n d p ro a c t i v e l y w i t h y o u r c l i e n ts makes sense.

(Fill in the blank with the name of a smart, positive, pro-active and profitable insurance company.)

Ron Kaufman is an internationally acclaimed educator and motivator for partnerships and quality customer service. He is author of the bestselling “UP Your Service!” and founder of “UP Your Service College”. Visit http://www.UpYourService.com for more such Customer Service articles, subscribe to his Newsletter, or to buy his bestselling Books, Videos, Audio CDs on Customer Service from his secure Online Store. You can also watch Ron live or listen to him at http://www.RonKaufman.com.

HOSPITALITY MALDIVES ISSUE 15

ENVIRONMENT

Conducting a lighting Audit N . C . D i v i sion of Pollution Prevention a n d E n v i ron mental A ssi stan ce

Background

N.C. Division of Pollution Prevention and Environmental Assistance (919) 715-6500 (800) 763-0136 When attempting energy savings, lighting is probably the first place in a facility to look for savings because changes are usually easy, inexpensive and have a quick payback period. The first step is to assess current lighting conditions. Measuring current conditions against calculated upgrades will present the expected savings. Understanding current lighting conditions and needs will aid in determining applicable opportunities and recommendations. Assess Existing Conditions To conduct a lighting audit you will first need basic lighting information, such as the number of lights, their location, and their time in use to help you understand the current energy use attributed to lighting in the facility. This information will help you understand how much you are currently spending and the potential savings available from lighting efficiencies. Use the worksheet at the end of this document to assess your current lighting conditions. Assess opportunities for increasing lighting energy Determine if the following opportunities exist for a given location. Each checkbox represents an opportunity for energy savings followed by suggestions on how to best take advantage of the opportunity. Turn off lights in unoccupied areas • • • •

Post reminder stickers to turn off lights when leaving the area. Install time switches or occupancy sensors in areas of brief occupancy and remote areas (warehouses, storage areas, etc.). Rewire switches so that one switch does not control all fixtures for multiple work areas. Ensure wall-switch timers function properly.

Determine if existing lighting levels are higher than recommended levels. Use a light meter to measure light levels and consult the Illuminating Engineering Society of North America (IESNA) illumination standards. • • •

HOSPITALITY MALDIVES ISSUE 15

Reduce lighting levels where appropriate. Reduce lighting hours. Employ uniform or task delamping to reduce power and lighting particular stands out.

Review outside lighting needs

• • • • •

Eliminate outdoor lighting where possible and where safety and security are not compromised. Manually turn off lights. Replace burned out lamps with lower wattage lamps. Replace exterior incandescent lights with more efficiency lights such as high pressure sodium (HPS) or metal halide (MH). Install photoelectric or motion sensors where light needs are intermittent. Ensure existing sensors function properly.

Install more efficient ballasts. Ballasts typically have a long life; therefore, replacing ballasts that are still working can be one of the most cost- effective energy improvements. • •

Upgrade old ballast as lamps are replaced. o Pre-1979 ballasts are incompatible with 34-watt energy savings lamps. This combination will result in a decrease in lamp life of up to 50 percent. o This could include conversion to electronic ballasts and T-8 lamps. Install electronic ballasts.

• •

Use daylighting effectively. • • • • •

• •

•

• •

Remove fluorescent lamps controlled by magnetic ballasts in pairs since they are operated and wired in pairs (two fluorescent lamps from a four-lamp fixture). With electronic ballasts, each lamp is controlled individually. Some facilities have seen an energy savings of more than 30 percent or more from this action. Remove unnecessary tubes and replace them with “dummy” tubes that draw little current and provide the effect of uniform lighting. Disconnect ballasts, as the ballast will continue to use energy when the fixture is switched on.

Locate workstations with high illumination needs adjacent to windows. Turn off lights when daylight is sufficient. Install light sensors/dimming equipment that automatically compensate for natural light variance. Clean windows and skylights. Reschedule housekeeping duties to operate during the day so additional after-hours lighting is not needed.

Upgrade exit signs with the help of an expert.

Remove unneeded lamps (delamp). •

ENVIRONMENT

•

ergy is still consumed while lumen output of fluorescent lamps decreases with age. Replace yellow or hazy lens shading with new acrylic lenses that do not discolor. Clean room surfaces such as tables, walls, etc. to remove dirt, increasing reflectivity.

Retrofit by replacing incandescent lamps with CFLs. Retrofit by replacing incandescent lamps with light-emitting diode (LED) lamps, which use one-tenth the electricity of incandescent lamps and have a lifespan of more than 100,000 hours. Replace old exit signs with new LED signs.

Remove unnecessary lighting in beverage machines. Train staff, especially housekeeping staff, on lighting policies/efficiency. •

Post lighting schedules that display necessary hours of use for lights so that staff members know when turning off lights is appropriate.

• Calculate the Savings

Install more efficient lighting. • • • •

• •

Replace incandescent lamps in offices, workrooms, hallways, etc. with compact fluorescent lamps (CFLs). Use single incandescent lamp of high wattage instead of two or more smaller lamps of combined wattage. Efficiency of incandescent lamps increases as lamp wattage increases. Replace non-decorative incandescent lamps with fluorescent or high intensity discharge lamps. Replace standard fluorescent lamps and ballasts with T8 and matching electronic ballasts (switching from fluorescent to high-efficiency fluorescent can save 10 to 30 percent in energy costs). Replace fluorescent lamps with more efficient HPS lamps Replace mercury vapor lights with higher efficiency MH or HPS lamps.

Employ more effective lighting settings. • • • •

Lower fixtures or use a lamp extender to increase illumination on a given area. Install reflectors or lenses to spread out and focus light (specular reflectors can improve efficiency by up to 17 percent in fluorescent lights). Use light-colored paint on walls. Ensure the layout of room is conducive to light and that light obstructions do not exist.

Follow a regular a maintenance schedule. • •

Establish a regular inspection and cleaning schedule for lamps and fixtures. Establish a group relamping schedule to replace lamps as they burn out, usually done at 70 percent of rated lamp life. Group relamping will cut down on both energy and labor costs. En-

For each change use the following formulas to calculate annual savings: (____watts x ____ hours per day x ____ days per year)/ 1,000 wh/ kWh = ____ kilowatt hours (kWh) ____ kWh x cost per kWh per year = ____ total annual kWh charges saved by this change. Additional tools are available to calculate potential energy savings, environmental improvements and payback for upgrade conversions. These include: • Lighting Efficiency Upgrade Tool (http://landofsky.fp.skyrunner.net/wrp/Interactive%20Lighting%20 Sheets/LightingLinksPage.htm) • Energy Star’s ProjectKalc (www.energystar.gov/index.cfm?c=business.bus_projectkalc) For a more extensive list of energy audit tools consult the Electronic Self-Audit tools compiled by the Waste Reduction Partners at http:// landofsky.fp.skyrunner.net/wrp/Other_Resources_files/resources_ audits.htm. Pollution Prevention Savings Upgrading a typical four-lamp, 2-foot by 4-foot fixture from a magnetic ballast and 34 watt T-12 lamps to a partial output electronic ballast and 32 watt T-8 saves 43 watts. Based upon an average 3,000 annual operating hours, upgrading 35 fix tures would reduce carbon dioxide emissions from the power plant equivalent to that of removing a car from the road. The payback on this investment would be 2.74 years at a rate of 8 cents/kWh. HOSPITALITY MALDIVES ISSUE 15

ENVIRONMENT

As another comparison, if every household in North Carolina were to substitute two compact fluorescent lamps for their incandescent lamps, the pollution reduction would be equivalent to removing 77,000 cars from the road. Recycling Tips Potential Hazardous Substances Some pre-1979 ballasts contain PCBs, which are categorized as hazardous waste and require proper disposal. Ballasts manufactured after 1979 are required to be clearly marked “no PCBs.” The Toxic Substances Control Act (TSCA) regulations allow for intact, nonleaking ballasts to be disposed of in a landfill. The Environmental Protection Agency (EPA) encourages additional disposal preparation. The Comprehensive Environmental Response Compensation and Liability Act of 1980 (CERCLA), also known as “Superfund,” which also regulates non-leaking PCB-containing ballasts, requires notification when disposing of a pound or more of PCBs in a 24-hour period (roughly 12 to 16 fluorescent ballasts) by contacting the National Response Center at (800) 424-8802. Leaking PCB-containing ballasts must be incinerated at an EPA-approved incinerator. Fluorescent and HID lamps contain a small amount of mercury and could be classified as hazardous waste under the Resource Conservation and Recovery Act (RCRA). According to RCRA, fluorescent and HID lamp generators are responsible for determining whether the lamps are hazardous. CERCLA requires notification to the National Response Center at (800) 424-8802 for disposal of mercurycontaining lamps exceeding one pound or more of mercury (roughly equivalent to 11,000 four-foot fluorescent lamps) in a 24-hour period. Under CERCLA, persons and generators of hazardous substances could be held liable for response costs if a release or threat of release of a hazardous substance to the environment. Recycling Options Non-leaking PCB-containing material and mercury containing fluorescent and HID that have been determined not to be hazardous waste can be recycled. EPA’s Green Lights Lighting Upgrade Manual provides a list of recyclers for each. Many states have developed regulations for PCB-containing ballasts and mercury beyond the federal requirements. Check with your state environmental department to determine applicable laws and disposal requirements.

Considerations forselecting a lamp Use the following criteria to determine whether the lamp selection is compatible with lighting needs for a given location. •

Light output

•

Input wattage

•

Efficacy/efficiency

•

Cost

•

Rated life

•

Size

•

Color rendering/ temperature

•

Brightness

•

Start time and temperature

•

Dimming capability

•

Requirements of additional equipment (ballast)

•

Electrical, physical and operational characteristics of light, ballast and controls [ballast, effects on oth-

Additional Re s o u rc e s •

•

• •

•

Energy Efficient Lighting: A Manual for Conservation. Energy/Preventive Maintenance Cost Reduction Program. Energy Division, N.C. Department of Commerce, and the Industrial Extension Service, N.C. State University. How to Reduce Your Energy Costs: The Energy Efficiency Guide for Business, Industry, Government and Institutions. The Vermont Department of Public Service, Energy Efficiency Division. Third Edition. For a free copy call (888) 921-5990. Lighting Upgrade Technologies, Lighting Upgrade Manual. EPA Green Lights Program. U.S. Environmental Protection Agency. September 1998. http://www.cleanaircounts.org/resource package/A Book/EELighting/manual/technolo.pdf Lighting Maintenance, Lighting Upgrade Manual. EPA Green Lights Program. U.S. Environmental Protection Agency. January 1995. http:// yosemite1.epa.gov/Estar/business.nsf/attachments/maint.pdf/$file/ maint.pdf Lighting Waste Disposal, Lighting Upgrade Manual. U.S. Environmental Protection Agency Green Lights Program. September 1998. http:// yosemite1.epa.gov/Estar/business.nsf/attachments/wastedi.pdf/$file/ wastedi.pdf U.S. Department of Energy Building Technologies Program - Lighting http://www.eere.energy.gov/buildings/components/lighting/index.cfm Waste Reduction Partners, Division of Pollution Prevention and Environmental Assistance and Land of Sky Regional Council. Electronic Self-Audit Tools, http://landofsky.fp.skyrunner.net/wrp/Other_Resources.htm TriState Generation and Transmission Association Inc. Lighting Systems http://tristate.apogee.net/

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er equipment, total harmonic distortion (THD)] •

Ability to handle both typical and atypical operational conditions (break in power)

•

Maintenance required

•

Presence of computer of other systems that could be affected by harmonic effects

Existing Cond i t i o n s a s s e s s m e n t w o r k s h e e t ENVIRONMENT

Fo r each lig ht ing loc a t ion, us e t he f ollow ing i n f o r m a t i o n t o g u i d e a n sw e r s t o t h e q u e st i o n s b e l o w N o t e ver y topic will be re l e v a n t t o e v e r y l o c a t i o n . Location of lig h t s

H o u r s p e r w e e k t h e f i x t u re i s i n o p e r a t i o n

Nu mber of fixt ure s

We e k s p e r ye a r t h e f i xt u re i s i n u se

Type of fixtu re

P re se n ce o f re f l e ct a n ce i n ro o m

Spacing betwe e n f i x t u re s

L a y o u t a n d d i m e n s i o n s o f ro o m

Type of lamp i n f ix t ure

S t r u ct u r a l o b st r u ct i o n s ( b e a m s, p a r t i t i o n s)

Nu mber lamp s pe r f ix t ure

Ma i n t e n a n ce sch e d u l e

Watts p er fixtu re

S a f e t y a n d se cu r i t y m e a su re s re q u i re d

Type of b allas t

Typ i ca l a n d l i k e l y a t yp i ca l co n d i t i o n s

Nu mber of lam ps pe r ba lla s t

Wa t t s p e r b a l l a st

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T h i s i s a p u b l i ca t i o n b y t h e N . C . D e p a r t m e n t o f E nvi r o n m e n t a n d N a t u r a l R e s o u r c e s , D i v i s i o n o f P o l l u t i o n P r e vention Availab ility of da y light a n d E n v i r o n m e n t a l A s s i s t a n c e . I n f o r m a t i o n c o n t a i n e d in this publication is believed to be accurate and reliable. However, the a p p l i c a t i o n o f t h i s i n f o r m a t i o n i s a t t h e r e a d e r s â&#x20AC;&#x2122; r i s k . M e n t i o n o f p r o d u c t s , s e r v i c e s o r v e ndors in this publicatio n d o e s n o t c o n s t i t u t e a n e n d o r s e m e n t b y t h e S t a t e o f N o r t h C a r o l i n a . I n f o r m a t i o n c o n t a i n e d in this p ub licatio n ma y be c it e d f r e e ly. DP P E A- F Y03- 1 0

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LOCALNEWS

Hats off to Adaaran “Prestige” Water Villas

Adaaran Resorts inaugurates Adaaran “Prestige” Ocean Villas at Hudhuran Fushi

With the fastidious nature of self-set industry standards by property developers andoperators alike, it’s certainly nothing new to hear that the Maldives is fast becoming a hotbed for allthings luxurious and modern.

Adaaran Resorts has opened for business its newest tourism product in the Maldives. ADAARAN “Prestige” Ocean Villas at Hudhuran Fushi is the latest addition to a chain of resorts in the Maldives that now makes up to eight Adaaran Resorts, that symbolizes the different expressions of the Maldivian tourism product.

And when the staff of the Adaaran “Prestige”Water Villas stepped in - even London took notice. The Butler service at the Water Villas has been awarded a brilliant five stars, by the prestigious International Institute of Modern Butlers (IIMB), London. The Industry experts have put Adaaran Resorts a notch above all other leading premier hotels in the Maldives. The Adaaran collection is certainly no newcomer to fame, the luxury resort chain owns eight properties (including the Adaaran “Prestige” Water Villas at Meedhupparu and Adaaran “Prestige” Ocean Villas at Hudhuranfushi), with the newest, Adaaran “Prestige” Vadoo opening late 2008. This new award will certainly raise the bar on hospitality standards in other luxury properties in the Maldives. The brand identity ADAARAN represents the promise of high standards of service that is part of the rich tradition of Maldivian culture, and the aspirations of the group to reach new heights and services it offers to its discerning customers. The company launched its first product in the Maldives, Adaaran “Club” Bathala in 1992. Subsequently Adaaran “Club” Rannalhi was inaugurated in 1996. Adaaran “Select” Meedhupparu came on board in the year 2000. In 2003, it diversified into niche market tourism by opening Adaaran “Ayurveda Village” Meedhupparu; the only authentic Ayrveda Resort in the Maldives. Adaaran “Prestige” Water Villas unveiled in 2006 was hailed as the ‘next level’ in luxury tourism. The latest properties added to the Adaaran collection includes Adaaran “Prestige” Ocean Villas which was inaugurated today, and Adaaran “Prestige” Vadoo set to be opened after renovation late next year.

Adaaran “Prestige” Ocean Villas located at Hudhuran Fushi in North Male’ Atoll was inaugurated by Minister of Tourism and Civil Aviation Dr. Mahmoodh Shougee at an event held today at the resort. Mr. D.H.S Jayawardena, Chairman of Adaaran Resorts, along with the senior management of the group joined several dignitaries from the tourism industry for the event. When the Adaaran chain was launched in the Maldives, they set out with a clear vision to create a ‘higher’ experience through their diversified collection of properties - the Adaaran “Prestige” Ocean Villas is no exception. A well-balanced contemporary decor complements modern indulgences, such as your very own personal butler, liberating in-villa spa treatments and magical dining in the setting of your choice. The villas stand above the water overlooking the expansive Hudhuran Fushi lagoon, and two private beaches created exclusively for the Ocean Villas guests. Guests can take the best champagne in the house, some easy chairs or even a couple of comforters if they please, and loose themselves in complete privacy while nature takes care of the rest. Adaaran represents a prestigious era in the royal culture of Maldives - and while every effort has been made to reflect that class, the 40 Ocean Villas are by no means lacking in modern style. Each selfcontained villa is 64sq meters of pure indulgence, with a four-poster bed, wooden floors, espresso making facilities, a private music collection, en-suite bath area, and other discreet amenities. Sliding glass doors open out to a brilliant sundeck, with breathtaking views of the Hudhuran Fushi island lagoon and distant surf.

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TRAINING

Most company executives decide to spend money on training because it is popular, especially when economic times are good. There is a view that it is “good” and it is also something that responsible leaders are “supposed to do” to prepare for the future. However, just spending money on training isn’t the only answer. Training alone will not produce the kind of results that training combined with coaching and mentoring can produce. Training can increase specific skill sets but education, coaching and mentoring is necessary for complete employee development which incorporates leadership into the equation.

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An assessment of the training population (employees) in question from both peer comparisons and within the distribution segment that the company competes. This normally results in some staffing changes, i.e. “let’s get rid of the habitual non-performers first”.

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Development of an explicit and company specific “Best Practices” model that defines individual behaviors, man agement practices, and the information tools neces sary to accomplish the work. This usually re sults in some formal definition of work flow processes and formal tools to do the work and measure success, i.e. “a formal scorecard for sales people”

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Support and commitment on the part of the manage ment group to create this company success model. This usually results in new computer reports, information tools, as well as policy and procedure changes.

When Times Get Tough Unfortunately, training becomes the first activity to be cut when times get tough. There is also no clear cut objective measure that calculates the business case for Return on Investment (ROI) for training. Continued Investment in Training Activities Should Take into Consideration: • • • •

How the employee learned how to do their job? Was it in a seminar? What role did formal company sponsored training play in the development of the best people currently employed? What measures exist to identify current employee eff ectiveness? How do you measure improve ment and contributions to profitability? There are many ways to change behavior and training is one of the least effective. High impact change strate- gies start with direct manager coaching, counseling and mentoring.

Regular performance appraisals, changes in incentive or pay practices, changes in work flow processes and information system tools are often necessary to support the coaching and mentoring process. •

How does the proposed training investment fit into the organization’s overall change strategy? Is there even a clear strategy in existence?

Training is designed to improve sp ecific sk ills. Education is designed to teach k nowledge. I t is imp or tant to k now when to train and when to educate. Timing is imp or tant...

Training --- The Official Definition: Limiting the behavioral responses to a given stimulus, while development is intended to increase behavioral alternatives to the same stimulus. As an example, employees need to be trained to enter an order because there is a “right way” to do it. Sales people need to be developed to increase their effectiveness in customer situations. The desired behavior is clear and compliance measures are relatively easy to ascertain. Development is much more esoteric if a real return on investment is desired. Development requires coaching and mentoring. Walking the Walk When individual companies choose to make the investment and develop proprietary training programs, a different approach may be necessary to meet desired objectives. In simple terms this approach includes:

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Company managers should be certified in the process to provide ongoing support with new people. Coaching and mentoring classes should be completed by all man agers to support the training process. Employees are taught how to use the new tools and measurement sys tems with the full involvement of their immediate super visor. Post training coaching and reinforcement is the number one criteria to in sure behavioral change.

TRAINING

Many companies will chose to buy seminars where the main concern is the speaker, and audience entertainment style evaluations, i.e. “This was the best seminar that I ever attended”. While managers get a “feel good” there are other alternatives for those who believe that employee performance is a basis for competitive advantage. Seminars are not designed for behavior modification. They must be supported by follow-up training, coaching and mentoring dependent upon individual employee circumstance. Training is designed to improve specific skills. Education is designed to teach knowledge. It is important to know when to train and when to educate. Timing is important... When Should I Train and When Should I Educate?

You Have to Walk the Walk By Dr. Rick Johnson

Leadership carries a responsibility to release the greatness in others. The ability to recognize potential in others is important in determining the type of support an employee may need. Training is the easy part because most training is job specific. However, internships are often initiated by progressive companies for high potential employees. Internships should include training, education and coaching and mentoring. Training should be given to all employees to improve specific job performance. But, if you are going to build bench strength and create effective succession planning, training, education and coaching and mentoring combined are the prerequisites for success. Training alone can be effective when; • • • •

New skills are required due to job requirement changes Performance levels are not acceptable Task related issues are identified New employees are hired

Education can be effective when; • • • •

Employees seek additional responsibility Employees seek more challenge Employees demonstrate potential for future develop ment Needs for bench strength and leadership voids are Identified

Authors Note: Education and training can always be beneficial under almost any circumstances. The intent of this article is to encourage not discourage more education and training. However, realistically, every company has a budget. As a result, it is helpful to identify specific needs for training and education to maximize the return on investment dollars. Whether the company is providing training, education or both, the success ratio and return on that investment can be increased exponentially if they are supported by a coaching and mentoring process. Rick Johnson, expert speaker, wholesale distribution’s “Leadership Strategist”, founder of CEO Strategist, LLC a firm that helps clients create and maintain competitive advantage. Need a speaker for your next event, E-mail rick@ceostrategist.com.

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LAST WORDS

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for comments please email: info@hospitality-maldives.com

“I have been reading the Hospitality Maldives Magazine. Its contents and articles are really helpful for anyone, especially for us in the hotel industry. Recently I was reading the article ‘Taming the Beast’. It’s true and I agree with the writer. Also ‘Behavior Ignored is Behavior Accepted’; both articles are very impresive. There is lots and lots to learn to motivate your staff. Thank you so much.” Mahesh De Silva, Laundry Manager Island Hideaway at Dhonakulhi Maldives, Spa Resort & Marina

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HOSPITALITY MALDIVES ISSUE 15

SALES