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Contents April 16-30, 2013

Vol 8 No.13 APRIL 16-30, 2013

Chairman of the Board Viveck Goenka Editor Reema Lokesh* Assistant Editor Steena Joy Associate Editor Sudipta Dev CONTENT TEAM Mumbai Sayoni Bhaduri, Kahini Chakraborty Kolkata



Rotana Hotels to foray into India ....................................................................05 V Resorts plans to open 10 resorts by year end ............06

Joy Roy Choudhury Editorial Associates Marcellus Baptista, H A Mishra, Harpal Singh Sokhi, P S Sundar, M S Ram Advisory Board Anil Madhok, Rajeev Chopra, Santosh Shidhaye,

CBTL open to regional franchise for growth in India ....06 The Moving Cart Double Decker launches in Mumbai ..................................................................07 Alif Management Service introduces IMCS ....................08 MoT launches web based system for hotel projects approval ................................................11

Homi Aibara, Param Kannampilly, K V Simon,

Here to stay ..............................................................16


Interview with Suman Billa, secretary, Kerala Tourism ........................................................20

Jiggs Kalra, Jose Dominic, Raju Shahani, N S Bhuie, Nirmal Khandelwal, Muralidharan Menon, Narendra Verma,

A steady growth ......................................................21

Prakash Mankar,

Mystique of Mamounia ............................................22



Deputy General Manager Sachin Shenoy Marketing Team Dattaram Kandalkar, Rajan Nair Marketing Coordination Darshana Chauhan Asst.Manager - Scheduling & Coordination Arvind Mane CIRCULATION

Fun in food ................................................................12

Mohan Varadakar PRODUCTION


General Manager B R Tipnis Production Manager Bhadresh Valia Layout

Sky is the limit ......................................................23

Ratilal Ladani, Kiran Parker

MICROS inMotion offers business

Asst. Art Director

intelligence to restaurants ......................................26

Surajit Patro Chief Designer


Pravin Temble Senior Graphic Designer Rushikesh Konka Photo Editor Sandeep Patil

Express Hospitality Reg.No.MH/MR/SOUTH-44/2013-15 RNI Regn. No.MAHENG/2005/21391. Published by Vaidehi Thakar on behalf of the Proprietor The Indian Express Limited from Express Towers, 2nd floor, Nariman Point, Mumbai 400 021 and Printed by her at the Indian Express Press, at Plot No.EL-208,TTC Industrial Area, Mahape, Navi Mumbai 400 710 (Editorial & Administrative :The Indian Express Ltd, 1st floor, Express Towers, Nariman Point, Mumbai-400021). Editor Reema Lokesh* (* Responsible for selection of matter under PRB Act) Copyright @ 2011

The Indian Express Ltd. All rights reserved throughout the world. Reproduction in any manner, electronic or otherwise, in whole or in part, without prior written permission is prohibited.

April 16-30, 2013

The Sambuca twist ......................................................14 Vineyard trail of New Zealand ................................................................15

Leading the youth ahead ............................................27


Editor’s Note................................................................................................................................................................4 New Kids on The Block ..............................................................................................................................................09 Product Tracker ..........................................................................................................................................................10 Movements ................................................................................................................................................................28 Weekend ....................................................................................................................................................................44




Homely connect he hospitality industry over the years has witnessed interesting entrants to the otherwise established and apparent product portfolio of the typical star hotels across the board. As the market evolved, economies grew, the industry changed along with it and offered its clients options that were emerging as potential accommodation options. The service apartments established their foothold into the hospitality space as corporate houses preferred their long staying officials live in apartments and guest houses rather than in hotels driven by cost considerations.

T “The concept of homestays is rather uncomplicated and offers an experience that can be enriching and economical. It is more about the friendly and fresh form of hospitality rather than the frills and fashion”

Apart from the emerging segment of serviced apartments another interesting option that emerged was that of the homestays. Once again it was the evolving society that showed signs of maturity and the traveller was ready to explore and experiment with the real taste of hospitality which was not restricted to a fancy and well manicured set-up of a typical star hotel. They are ready to connect with and experience hospitality in a new form by stitching it with the local fabric, living in homes that are today popularly called homestays. This concept of homestays is rather uncomplicated and offers an experience that can be enriching and economical. It is more about the friendly and fresh form of hospitality rather than the frills and fashion. Today there are homestays in various parts of India that are in demand perennially and in some regions doing better business than the typical hospitality service provider. This is the result of the changing nature of the traveller who is moving away from just a holiday experience to an experiential holiday experience. Today the discussions are not related to what one saw during their vacation or holiday but what one did that was different and enriching. Further, technology too has made the business of homestays attractive and accessible. The homestays segment has benefited considerably in terms of reach and recognition as technology has increased the bandwidth of the business. Today’s customers shop online and get going on a holiday literally on the move. Word-ofmouth, the age-old publicity tool works well for the homestays business and the demand today is not only from the discerning global traveller but the discerning ‘desi’ explorer as well.

Reema Lokesh Editor

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April 16-30, 2013




Rotana Hotels to foray into India KAHINI CHAKRABORTY - Mumbai

eadquartered in Abu Dhabi, Rotana Hotel Management Corporation, is looking at foraying into India. Rotana plans to launch about 20 operating hotels in the next ten years in India. Speaking exclusively to Express Hospitality Aman Aditya Sachdev, senior vice president – India, Rotana said, “India is a very important market for us, as about nine- ten per cent of our business comes from India. We plan to grow that figure to 13-14 per cent in the next 12-14 months. Rotana operates four brands under


its portfolio — Rotana Hotels & Resorts, Rayhaan Hotels & Resorts, Arjaan Hotel Apartments and Centro Hotels — encompassing upscale, upper upscale, service apartment and midscale segments. Of these, three brands Rotana, Centro and Arjaan are expected to be opened in India. The total room inventory for 20 hotels would be around 200 keys per hotel on an average which is a minimum target for ten years which we aim to achieve.” Without divulging names of the developers, Sachdev said that as long as the location, product and position is right, the compa-

ny will definitely look at the projects in both tier one and two cities. “We have been in the Indian market for about nine months now and are in talks with developers currently but at this point in time we are not in a position to disclose names. Among the priorities markets, we have been exploring places like Delhi NCR, Mumbai, Bengaluru, Kochi, Pune, Chennai, Hyderabad, Jaipur, Goa, Lucknow and more,” he informed. Talking about the company's investment into its expansion plans, he replied, “We expect to invest about US$ three-five million in the next 12-24 months in developing our

infrastructure, human resources for our regional office, business development, creating brand awareness in the Indian market among others.” Rotana has a full fledged regional office and has started operations in India. “Our intention for the long term was to consolidate our portfolio across the MENA region- either operating or developing hotel across the region. We are now ready to venture out of our traditional operating market. We are very aggressively working towards South Asia region and within the region India is on top of the list for us,” he mentioned.

India inbound tourism must focus on leisure, business, domestic tourism: FICCI survey EH STAFF - New Delhi

ndia’s inbound tourism strategy needs to be tailored to the leisure segment, business travel, medical and adventure tourism and domestic tourism should be targeted at the middle age segment (35-50 years) to cash in on the rising disposal incomes and increased propensity to travel, revealed a FICCI survey. The survey findings released by Dr Jyotsna Suri, vice president and chairperson, FICCI’s Tourism Committee, showed that a bulk of the respondents (37 per cent) saw potential growth in inbound tourism in the leisure segment. Business travel and medical tourism came second with adventure tourism, the third. The respondents were of the view that India’s tourism should target the middle age segment (35-50) to accelerate its growth. The strategy, hence, should be to capitalise on the growing


April 16-30, 2013

disposable incomes on travel and entertainment. The survey received 480 written and telephonic responses from tourism industry professionals in hotels of all categories, tour operators, travel agents, airlines, investors and tourism associations. Suri said 55 per cent of the respondents felt that there will be a moderate impact of the slowdown on tourism over the next six months on tourism, 45 per cent opined that there would be no impact. She said to discuss some of the findings of the survey and for targeting potential consumers of tourism products from across the globe and India, FICCI along with the Department of Tourism, Government of Rajasthan and Ministry of Tourism, Government of India recently organised the sixth 'Great Indian Travel Bazaar 2013' (GITB) in Jaipur, Rajasthan. The FICCI survey also revealed that the industry felt let down by the Union

Budget 2013-14 proposals as these had no impact on tourism. In fact, around 45 per cent said the budget impacted the industry negatively due to major unmet and long standing demands such as declaration of tourism as an industry, export industry status and inclusion of hotels as infrastructure. The silver lining is that 46 per cent of the respondents were confident of the foreign tourist arrivals to go up in the coming six months. Their optimism stems from the fact that foreign tourist arrivals to India have grown by 2.1 per cent in January and February 2013 and in during these two months, the foreign exchange earnings from tourism rose by 19.8 per cent in rupee terms and by 11.4 per cent in Dollar terms. While 83 per cent of the respondents were of the view that the current environment of safety and security for the foreign travellers in India was safe. A

small minority was skeptical on this point. As regards the air fare structure, a majority (75 per cent) of the respondents felt that the airfare for foreign tourist movement in the country were expensive as compared to India’s competing destinations. She said that this point needs to be noticed as cheap air connectivity is imperative for augmenting foreign tourist arrival. It was positive to note that majority of the respondents (66 per cent) found the hotel tariff to be expensive but not burdensome. Recognising tourism as an industry and grant it export industry status Suri said that the government of India needs to work towards meeting the critical demands of the tourism industry that contributes an estimated `94,487 crore towards foreign exchange, around 6.4 per cent to the GDP and 7.8 per cent towards total employment. EXPRESS HOSPITALITY



V Resorts plans to open 10 resorts by year end Aims to take total room inventory to 1500 in 3 years KAHINI CHAKRABORTY - Mumbai

Resorts, a limited service resort chain, is planning to open 10 resorts in various parts of northern India by December 2013. Currently the company has five properties in Uttarakhand -- Corbett, Ramgarh, Sattal, Pauri and Almora. Aditi Balbir, co-founder, V Resorts said, “We are set to launch our first property in Himachal Pradesh in May 2013, a cluster of cottages located at Narkanda, 1.5 hours ahead of Shimla.With the intention of having a pan India presence in three years, we will focus on properties located primarily in hilly terrains and forested areas with special emphasis on driving distances from major cities in north India.


Aditi Balbir Continuing our trend, the new resorts will keep adventure, relaxation, nature and peace of mind as its core ingredi-

ents.” The company plans to grow their inventory to about 1500 rooms in the next three years. “In FY 2013-14, we will be able to surpass a room inventory of 200,” Balbir added. She informed that the company secured its first round of investment from Bedrock Ventures, a VC firm based in Noida and has subsequently tied up more capital from like-minded investors. “We now plan to raise an additional amount of `20 crore for meeting our expansion plans over the next three years. Only a small part of this investment is slated for property up gradation. The rest will be spent on technology, sales and marketing,” she said. Looking at an asset light model of development Balbir

said, “V Resorts business model is scalable as we consolidate properties that already exist and run them under our brand versus properties that are under construction. This allows us to start operations sooner and reduces the turnaround time to hit break even.” They have received interest from several developers and have signed MoUs with two large developers to take over their properties once fully constructed. “For a start up venture in the hospitality space, we have already been able to double our revenue from the same five resorts in the last one year. Our revenues are expected to grow exponentially and we expect revenues to be four times that of this year,” she added.

Shiraz to roll out 150 QSR outlets pan India JOY ROY CHOUDHURY – Kolkata

uoyed by an unprecedented growth of the quick service restaurant (QSR) segment, Kolkata based Shiraz Golden Restaurant plans to roll out 150 quick-service restaurants (QSRs) christened, Lazeez Express, and 12 fine-dining Lazeez restaurants pan India. While Lazeez restaurant will serve a gamut of Awadhi cuisines, Lazeez Express will be a smaller version of the restaurant and will primarily serve non-curry based items like biryani, rolls and kebabs. It will also have the takeaway and home-delivery options. The group is eyeing cities like Delhi, Mumbai,


To fund its expansion plans, the group is scouting for PE firms both domestic and foreign Thane, Chennai, Raipur, Bhubaneswar, Guwahati, Pune, Hyderabad, Patna among other cities. The first Lazeez was opened in Bengaluru last month. Kolkata is second on the radar. “We plan to set up 12

restaurants and 150 Express counters across 10 Indian cities over the next 30 months, in five phases. The group will own 75 of these outlets and the remaining will be franchised. The total capital cost estimated for the entire roll-out programme for this period is `33 crore,” Ishtiaque Ahmed, managing director, Shiraz Hotels and CEO, Lazeez Restaurants told Express Hospitality. Lazeez will be present in tier-I and tier-II cities across the country, where, in every tier-I city, there will be twothree central kitchens and 1015 outlets of Lazeez and in tier-II cities, there will be a single kitchen with three-four outlets. To fund its expansion

plans, the group is scouting for private equity (PE) firms both domestic and foreign.” We are in talks with a few PE funds and have received encouraging response from them. They are interested about the QSR format”, said Ahmed. A special purpose vehicle (SPV) has been formed for the purpose of PE funding though he declined to name the PE houses at this stage. “Initially, the group is looking at `25-30 crore through PE funding. After strengthening our foothold in the country, we might set up an Awadhi chain in foreign shores like the US and Bangladesh,” he added. The group already has a branch in Dubai.

CBTL open to regional franchise for growth in India Celebrates 50th anniversary globally SAYONI BHADURI - Mumbai

offee Beans & Tea Leaf (CBTL), celebrating 50th anniversary globally, is open to regional franchise for growth across in India. Amit Maheshwari, brand head, CBTL India said, “We shall be open to regional franchisees with strong local knowledge to grow our footprints across certain territories. We currently have 24 stores in




India and we shall be looking to grow our presence across all major cities by 2015.” CBTL has signed up with Blue Foods for developing CBTL stores in India. He did not disclose investment details. “With more and more competition the market is definitely going to grow further and also it is evolving as the consumers are getting exposed to the quality products and experience,” he added.

For their 50th anniversary the restaurant chain has a six month plan for India which include new menu, uniforms and special offers. They will also introduce special merchandises for the occasion. In the restaurant back end, “There are various team building activities, skill enhancement programmes and there will be certain team members who will be going to California to join the cele-

brations,” informed Maheshwari. CBTL was founded in 1963 and currently has more than 1000 stores around the world including Germany, Singapore, Malaysia, Korea, Brunei, Indonesia, Philippines, Vietnam, Thailand, Cambodia, China, Mongolia, UAE, Israel, Lebanon, Bahrain, Kuwait, Egypt, Jordan, Oman, Qatar, Saudi Arabia, Kurdistan, Turkey. April 16-30, 2013


The Moving Cart Double Decker launches in Mumbai Drive.” Hardik Shah, cofounder, The Moving Cart said, “The Moving Cart is a new concept of food, fun and entertainment for the people of Mumbai. This launch will give a huge boost to promote tourism in Mumbai and great

time for our Mumbaikar’s. We will be soon coming up with more locations in Mumbai and will also enter international market.” John Dias, co-founder, The Moving Cart added, “We have taken great care to ensure that

the services offered to our guests should be world class. Apart from our trip timing it is open for corporate and school booking with special packages, birthday and anniversary celebration, kitty party and ring ceremony.”

EH STAFF - Mumbai

he Moving Cart has announced the launch of Double Decker Mobile Restaurant 'The Moving Cart' in Mumbai. The multi cuisine mobile restaurant will have open to sky upper deck and fully air conditioned lower deck. The Moving Cart will take three voyages of one and a half hour which will begin in the afternoon from 1 pm then followed by 8 pm and then of 10 pm. The pickup point will be from Hotel Marine Plaza then moving and taking a turn from Nariman Point, it will head towards Chowpatty and from there back to Hotel Marine Plaza. The food which


We will be coming up with more locations in Mumbai and also enter international market will be served will be unlimited 12 course menu consisting of Jain, vegetarian (priced at `1200 per person) and nonvegetarian (`1400 per person) cuisine. It would include mocktails, soups, salads, starters, main courses, and desserts for a complete meal. The entry to The Moving Cart is only on prior booking through online. Jagdish Patil, MD, Maharashtra Tourism Development Corporation inaugurating the service said, “Tourism industry is booming and there are new concepts launched by various organisations. It is time to provide tourist with an exclusive experience on their visit to Maharashtra. This initiative will give Mumbaikars and other tourist visiting Mumbai a remarkable experience of having food around Marine April 16-30, 2013




'I’d encourage all aspiring restaurateurs to take crash courses in finance and accounts' Rohini Dey, owner/founder, Vermilion who is to conduct a nation-wide search for talented chefs, speaks her mind about the restaurant industry. By Sayoni Bhaduri What is the chef search in India? Please share details? This chef search is about drawing out the next wave of senior culinary talent from India to lead our kitchens in Chicago and New York and to continue to represent Indian cuisine with a global twist on a global platform. I am intrigued and excited to see what comes out of it. I know there’s no shortage of outstanding culinary talent in India – there is no more avid ambassador of our cuisine than me. So it’s meshing two perfect allied interests. Do you have any plans of venturing into India? Not at present, but I draw my energy from renewal and growth. I am always open to new expansion avenues. And India is where my heart is, so the possibility is distinct. Please throw some light on the evolution of the restaurant business in the US, keeping in mind that some of the popular chains are making a beeline for India? Chains tend to be in the fast casual (QSR) or fast food formats as opposed to the fine dining. It makes absolute sense for chains to get a foothold and first

well cuisines and chefs from outside India adapt to the Indian palate, this will be pivotal to their success in building repeat. I think a purist philosophy would be foolhardy and confine many to a one-time trial.

Rohini Dey mover advantage in India’s huge affluent growing middle class and upper class segments with discretionary income and an appetite for dining out. Scale and agglomeration economies are critical to chain formats. Fine dining celebrity chefs are also headed towards India. I think we’ve just begun to see the beginning of this phenomenon and can expect much more. Indians are very open in their culinary horizons and passionate about food – combine that with the size of the market and to ignore India would be a folly. What will be interesting is to see how

The restaurant business is known to be one of the most difficult with 50:50 survival rate. Please comment. Even though it is a tough scenario yet so many are drawn by the notion of opening a restaurant (or bar, club). I think most people nurture this fantasy. The 50:50 is an optimistic take – this is a low margin (unless you’re savvy, costs can go out of control), highly fickle (what’s hot today, is not tomorrow) and high failure rate industry. In the US, 90 per cent of restaurants that open will not be around in five years. While passion and a terrific concept are integral to the success of a restaurant, moving fast to fix what’s wrong (adaptability) and strong business fundamentals are key. Much like in any other business. So this is, by no means, an artistic paradise driven by creative inspiration and whimsy. What are the elements that

you would attribute to the success of Vermilion? I think the first thing that set us apart was my melding of Indian and Latin cuisines. While it appears counter intuitive at first glance, it makes sense when you explore it – the commonality in our ingredients, historical cross flows and influences, and how important food, family, social dining and bold flavors are to both our cultures. The format I chose to execute for Vermilion was refreshing too from the existing Indian offerings in the US (contemporary ambiance and plating, Indian electronica music, Farrokh Chothia fashion photography, fusion cocktails). Apart from the cuisine and execution of my concept, the fact that Vermilion is a woman led entity drew attention. It’s rare to find female lead chefs, female restaurateurs are even more of a rarity. Finally, I attribute our still being around and going strong to my business background (Economics, World Bank, McKinsey). In fact, I’d encourage all aspiring restaurateurs to take crash courses in finance and accounts before heading down this trajectory. It helps with a strong dose of reality.

Alif Management Service introduces IMCS To offer payroll solutions for outsourcing SAYONI BHADURI - Mumbai

umbai-based Alif Management Services has introduced Inventory Management and Costing System (IMCS) for hotels. Kuresh S Kagalwala, director, Alif Management Services said, “Our Back Office Software Solutions (BOSS) is already running at a number of hotels and seeing the need for a better Inventory Management Application, we have introduced a new software called Inventory Management and Costing System (IMCS). This system was designed from




the request and demands we received from our clients.” IMCS is built on the latest Java system. It took one and a half years for development of the system. The USP of the system is the WorkSmart Module which sends out pop up reminders for pending jobs on the go to each user depending on the role/position held. While the application is fully functional on tablets, in another six months Kagalwala will introduce a mobile app for this software. This will allow hotels to make requisitions and authorisations on the go. This also limits physical flow of paper bringing in

more efficiency. The BOSS System has been fully integrated to the IMCS solutions. He explained that their clients wanted a system which would integrate better with their solutions rather than looking at interfacing them with software from other vendors. Kagalwala informed that the company is now planning to branch out with offering payroll solutions for outsourcing. “We have already received inquiries and will be ready by May this year,” he added. “Taj was our first customer for our payroll systems, which they are still using for more

than 70 properties now on the cloud platform. Our focus has always been the back office processes of the hotel industry.” There are 400 hotels in India and South East Asia who use Alif Management Service's software solutions. They are also working with Hyatt International to interface their Payroll solution to their HR systems. The company began in 1988 and is celebrating their 25th year and after hospitality they are looking at creating software for the education sector. “We are currently in the process of designing it,” said Kagalwala. April 16-30, 2013


New kids on the block Ginger Hotel, Inner Ring Road, Bengaluru Ginger Hotels has launched its second hotel in Bengaluru. Located in the heart of the city at Inner Ring Road, opposite Embassy Golf Links, the 65-room Ginger Hotel is equipped with special features like a Smart space, Safe zone, Gymnasium and The Square Mealrestaurant. All rooms are equipped with amenities such as a minifridge, LCD TV, self-controlled airconditioner, tea and coffee maker, and a telephone. The superior rooms come with an extra sofacum-bed and the hotel also provides a meeting room. Ginger offers complimentary Wi-Fi to all resident guests.

Four Points by Sheraton Ahmedabad Starwood Hotels & Resorts Worldwide announced the debut of its Four Points by Sheraton brand in Ahmedabad. Owned by SAMHI Hotels (Ahmedabad), Four Points by Sheraton Ahmedabad is a conversion from an existing hotel and will be Starwood’s first managed Four Points by Sheraton in India. The hotel is a 104-room hotel that is located in close proximity to an established commercial district at Ashram Road and the emerging commercial center at SG Road, Satellite Road and Drive-in Road. The hotel will have one food and beverage venue, approximately 2,500 square feet of meeting space and a fitness centre.

April 16-30, 2013

INTERNATIONAL Park Inn by Radisson Davao Carlson Rezidor Hotel Group announced the opening of Park Inn by Radisson Davao in Philipines. The hotel is a 204-room. The hotel is just 15 minutes from Davao International Airport and the city centre, and a short drive from major tourist attractions, beaches and museums. With smart services and smart rooms, including four meeting rooms that can each accommodate up to 45 persons. Food and Beverage options at the hotel include RBG (Restaurant Bar & Grill), a hip all-day dining restaurant.

Quail Lodge & Golf Club, California Quail Lodge & Golf Club in Carmel Valley, California, reopened, following a three-year closure and US$28 million renovation. With a renewed focus on family-friendly amenities and group facilities, the property has been refreshed and repositioned to offer family-friendly accommodations and exceptional value on the Monterey Peninsula. The 18-hole Robert Muir Gravesdesigned golf course is now managed by KemperSports Management, which operates golf, resort and sports facilities in 26 states and internationally. The new Quail Lodge will also have enhanced meeting facilities with 6,500 square feet of flexible space including six conference rooms, banquet facilities for up to 200 guests, smaller breakout suites and tents for garden parties, weddings and receptions, which can cater to 600 guests.



Hush Super Soft Mattress Topper Hush has introduced Hush Super Soft Mattress Topper which offers comfort and lends a plush, sinkin feel to the mattress. The specially treated slow release fibre used in the Super Soft Topper gives the

100 per cent safe hydraulic multigym, which offers complete body workout in 10 – 20 minutes, and is compact, saves time, portable and noiseless personal exercise equipment and does not need any power supply. To make fitness easier, eye level read out gauges allow the user, to see precisely how much force is being exerted, exactly where in the body and at what point of the exercise. The product has been priced ranging from `2.9 lakh- `4.5 lakh.

Cookie Man Cookie Man has introduced a new range of muffins in its stores across the country. From Double Choco Chip muffins, nutritious Banana- Walnut muffins, Cookie Man has an array of flavours. For an interesting twist- Coconut Lemon Muffin, the Butter topper a soft, buttery feel. The product has micro polyester fabric treated for a soft finish and the filling is VirginGrade Micro Fiber 1500gsm. The standard sizes include: 84”x84”; 84”x78”; 78”x72”; 78”x66”; 78”x60”; 78”x48”; 78”x36”

1200X200mm, 1200X140mm, 1200X300mm.

Square Foot

Baby Saffron

Square Foot has launched a latest range of IPE outdoor deck flooring. IPE decking comes in a tile system 300x300mm. Available in two finishes striped, specifically designed for swimming pool

Baby Saffron has launched new one gram pack of powdered saffron for instant effect with same aroma, colour and flavour. Powdered Saffron is a plain saf-

Scotch & Coconut muffin and the Orange Muffin. For a nutritious, craving the Butterscotch Oatmeal filled with butterscotch crackles and topped with oatmeal flakes is the perfect choice. The muffins are priced at `75 each.

Lounge Myx Greenways Foods & Beverages has introduced Lounge Myx, a range of non-alcoholic mixers created fron highly recommended for everyday users and busy chefs looking for powerful saffron qualities and enchanting essence within a fraction of seconds. Benefits: Easy to use Instant effect No wastage Add as per taste (similar to adding sugar) Compact packaging

decks, beach side areas and spas and smooth for patios, gardens and gazebos. A special water based oil can be applied twice a year to prevent the wood from changing its color to white or silver. The price for IPE deck flooring starts at a special price of `425 and above.

Lounge Cosy Collection by Obsessions Xclusif

EXER-KING The Total Power Fluid-Tech Fitness has introduced EXER-KING The Total Power a compact hydraulic multigym. It is

by a crew of professional bartenders. All these recipes of cocktail mix has been approved and certified by Beverage Testing Laboratory, Chicago, USA . Lounge Myx is priced at `75 in 250 ml cans.

Domestic Extra Collection, Pergo Swedish based company Pergo has launched the Domestic Extra Collection. The range as the name suggests is designed to handle domestic areas with moderate wear. The new range is made out of Pergo’s trademark PerfectFold which makes the installation process of the laminate floor easy. Pergo’s patented Titan X make the floorings more wear resistant. The planks for the Pergo Domestic Extra collection are available in a wide range of formats which are



Obsessions Xclusif has launched Lounge Cosy Carpets. The carpets add a luxurious look and character to the floors and are m a n u f a c t u re d with high quality material made of propylene. The collection is available in classic and innovative designs. This new range of carpets are available in different shades and sizes, are highly durable and easy to maintain. The price range for this collection is ` 8,700 to `20,000. April 16-30, 2013


MoT launches web based system for hotel projects approval EH STAFF - New Delhi

nion tourism minister K Chiranjeevi has launched a web based public service delivery system for hotel approval and classification, with a view to bring in transparency in granting approvals for hotel projects and classification status to functioning hotels. Speaking on the occasion he said that with the help of this system, all applicants seeking hotel project approvals, hotel classification and approvals for other related services will be able to track the progress of their


cases online on a real time basis. He added, “By putting this system in place, there will be a pressure on the officers of the ministry to deliver on time and an increased accountability on their part. Now all applications will have to be examined within

15 working days from receipt for completeness. Thereafter, all hotel inspections will be scheduled within next 15 working days. The recommendations of Hotel and Restaurants Approval & Classification Committee will be communicated on the spot

to the applicant and these recommendations will also be put on web with final decision within 10 days of the inspection.” The minister stated that in due course, the ministry of tourism would move towards an e-regime and accept e-

applications and proposals. The ministry of tourism will now erect such systems in other spheres of functioning also. Chiranjeevi urged his officers in the ministry and industry to work in ‘one vision one mission’ framework.

MSIHMCT, Pune hosts 'Gourmet Royale' EH STAFF - Mumbai

he Maharashtra State Institute of Hotel Management and Catering Technology (MSIHMCT) recently organised its 15th annual food festival 'Gourmet Royale'. The event was sponsored by Venky’s, Rich Graviss, Govardhan, Chullah, Degchi’s Caterers, Neesa Rice, Poonjiaji, Kareer Krafters, Trikaya, amongst others. The event witnessed more than 1000 guests as well as well known hoteliers and connoisseurs from Pune. The event has a culinary spread out like Phaldari Murgh, Hazarvi kabab, Sushi, Tiramisu, Opera Cake, Barquettes, Coq- au-vin and Mocktails like Virgin Mojito and Pinacolada. It also had entertainment performances by all students. The event also witnessed media coverage. According to Anita Moodliar, principal, MSIHMCT, “The credit for the event goes to the synchronised amalgamation of all the various departmentsfood production, F&B service, housekeeping, marketing, entertainment and decoration. The ambiance created at the entrance made the evening ‘Au Royale’ for one and all.”


April 16-30, 2013





Fun in food Bring the fun element to food is Chef Harpal Singh Sokhi's, director, Snowball Conclave, motto. His new venture The Funjabi Tadka in Mumbai showcases this as he explains the concept and his passion. By Sayoni Bhaduri

e made his way into the hearts of Indians with his humour and zest for life in his television show Turban Tadka. And now Chef Harpal Singh Sokhi, director, Snowball Conclave is not just using his skills but also the popularity as he is looking at establishing his restaurant The Funjabi Tadka across the country. His latest outpost was in Mumbai. He is currently gearing up for a pan-India footprint in the hospitality sector with




Harpal Singh Sokhi

more than fifty restaurants in the cities of Kolkata, Mumbai, Bengaluru, Chennai and Dubai over a period of two-three years. He already has a restaurant in Nepal, he is preparing to open one in Kolkata and a second one in Mumbai. Of these Nepal and Mumbai ones follow the franchisee model while the Kolkata will be equity owned. He is also looking at equity owned stores at Bengaluru and Chennai by SeptemberOctober 2013. “My first restaurant

opened five years ago even before the television show started,” he says. As to the concept he wanted a restaurant which was casual and could be taken pan India. “Fun was the key element for me, it allows me to engage people and it is also a part of my personality,” he adds. Sokhi is a graduate from the catering school at Bhubaneswar and has worked with Indian restaurants like Vintage, a Hyderabad speciality restaurant; an Indian specialty restaurant in April 16-30, 2013

C | H | E | F’ | S | P | L | A | T | T | E | R snack made of colocasia. The wide variety of rotis on his menu are a reminder of home and his mother who would mix lentils in the dough. He isn't afraid to experiment either. The Cookie Lassi is his invention and he says that it has resonated very well with the kids. Then there is Mirchi ka Halwa - “There was initial hesitancy but the reactions when people ate it was the best reward.” Butter chicken has become

synonymous with Punjabi food, Sokhi's twist to it was to make it with lemon – Nimboo wala Butter Chicken - and not tomatoes. “Palghar, a town not very far away from Mumbai has the best and the most aromatic lemons, we used the leaves of these to make the chicken,” he says adding that acceptance wasn't easy but the dish did win many a vote of confidence. He takes pride in the

fact that he serves traditional Punjabi food. “It is not generic and not even authentic but traditional Punjabi food.” He is now looking at serving seasonal menu following the thought process of serving home style food. He boasts that his processes are also home style, he calls for home ground spices from north India. He uses limited amount of oil and spices in a lot of his dishes.

Luxembourg; he has also been associated with many Indian five-star brands like Centaur Hotel, The Oberoi, Hotel Tuli International and The Regent. Even for his television show Turban Tadka, the aim was to be different from what was already there. “My differentiator was my domain knowledge, together with the ease of replicating the recipes and the humour,” he explains. The show became a fun to watch with a target audience which covered everyone from the age of 15 to 65. I have tried to use the same elements in my restaurant as well. The menu is simple, limited and easily understandable. The collection of dishes that the restaurant menu showcases, Sokhi describes them as legendary. He found this eclectic mix during his travel and then there are some which were popular from his TV show. “A guest can understand it the moment they read it,” he adds. “I have been collecting information, data and ideas over the years for what I considered important for the perfect restaurant,” Sokhi says about the dishes on the menu. He believes that even in Indian cuisine, there is so much people don't know. Amle ki tikki has very simple ingredients, found easily in Indian homes but the flavour palate it creates is what makes it unique. During his travels across Punjab he came across a little shop Succha Singh in Amritsar who only used to make mutton tikkas, he has recreated the same for his restaurant and dedicated it to the original creator. He has more such stories in his kitty – a trip to his grandmother's village took him to a border district of Patli where it was a religious visit to a Chat shop for his father for the special April 16-30, 2013




The Sambuca twist Gegam Kazarian, brand ambassador of Molinari speaks about the history of this anise flavoured liqueur and explains his philosophy as he adds character to the cocktails. By Sayoni Bhaduri taly's list of culinary feats is a long one; part of that list is Sambuca. Molinari Sambuca Extra is perhaps one of Italy's best sellers. It is the only brand permitted by Italian law to use the term 'Extra' because of its extra quality. It was Angelo Molinari who in 1945 created the aniseed flavoured liqueur. As the story goes, Angelo Molinari with his children, Marcello and Mafalda, suggested Sambuca to the bartenders and restaurants of Via Veneto. They used to serve it with coffee beans – 'Sambuca con la mosca' literally Sambuca with the fly – which won the hearts of paparazzi and celebrities alike. Today, Angelo Molinari’s children and grandchildren take great care of the product, adhering to the original recipe. Gegam Kazarian, who is the brand ambassador Molinari says, “The first anise flavoured liquor came from the middle east known as Zamutt.” He further adds that the quality of the Sambuca depends on the quality of the star anise and alcohol used. As a dedication to the original master of the Italian Sambuca, Kazarian created the Angelo Fizz with Sambuca Extra, Limoncello di Capri, another product from the Molinari bouquet. Kazarian’s own philosophy to bartending is similar to that of a chef. He explains, “Kitchen and bars, and chefs and bartenders are the same always in the look out for


Gegam Kazarian



creating something new and surprise customers with the best of our knowledge. I have worked with Michelin star restaurants and chefs for pairing food with cocktails. It is from this that I was inspired to use kitchen ingredients and techniques in my cocktails.” His Balsamoli is a very good reflection of this thought as he uses olive oil and balsamico in the cocktail. “It was in 2006 that I first used olive oil. I have also used cream, but vegetable based oils work better,” he adds. He takes his fascination for

the kitchen techniques even further with hazelnuts and raisins browned in olive oil topped with Sambuca Extra, for the garnish of the drink. For garnishing a drink he believes, that at times a big glass comes handy. “ Half a cup of cocktail allows more space to be artistic with the garnishes,” Kazarian says. Service with a smile is another motto Kazarian swears by. One of the major skills that a bartender needs to have is to be able to smile. It is the most important

ingredient in the hospitality industry. “The good thing is that in India it is a skill which does not take too much effort; it is very simple. Unlike in America or the European nations where it needs a reminder,” he says. It is also with a smile that he whips up Cucumis Collins using Sambuca Extra and cucumber. “When it comes to appetizer drinks it is important to be careful with the amount of sugar that is being added. Too much sugar affects not just the drink but also the appetite and the meal,” he says.

April 16-30, 2013


Vineyard trail of New Zealand A recipient of Sir Edmund Hillary Fellowship from the government of New Zealand, Chef Kunal Kapur gives his impressions of the wines and and culinary highlights at the two vineyards he had recently visited - Amisfield Winery & Bistro and Craggy Range Winery misfield Winery & Bistro is a specialist producer of award winning wine and globally renowned for not only the wine it produces but also for the multi award winning country style bistro located at a short drive from Central Queenstown overlooking the majestic Lake Hayes. Visitors can enjoy and experience Amisfield’s cool climate pinot noirs, aromatic whites and stylish bubbles in the Wine Tasting Room or whilst savouring fresh, local produce and magnificent views in the bistro. “It’s a beautiful vineyard nestled just around Queenstown. Amisfield is known for its world class red wines. I had the opportunity to meet minister of prime industries David Carter and he took personal interest to show me around the vineyard,” says Chef Kunal Kapur. The bistro offers a daily changing a la carte menu and

served Rabbit pate topped with Amisfield Wine Stewed Otago Cherries, Crisp Bread. The combination of Amisfield Wine stewed sweet cherries with meaty rabbit was a stand out. But the highlight was world renowned Merino Lamb which was combined with a Beautiful Pinot Noir a variety that Amisfield is known for. A full bodied, robust wine accompanied a Roasted Merino Lamb Shoulder,” says Chef Kapur.


April 16-30, 2013

Kunal Kapur their signature style of dining ‘Trust the Chef Menu’, a selection of dishes that are designed to be shared, and chosen by the chef based on the freshest seasonal ingredients available. “Overlooking the beautiful landscape of Amisfield was their lovely bistro. At the bistro we were

Craggy Range Winery, Napier In the heart of the Giants Winery complex is the Craggy Range Cellar Door. Looking out towards Te Mata Peak, it’s a breath-taking setting in which to taste a selection of Craggy Range single vineyard wines. Experienced and passionate, the cellar door staff will take you through the Craggy Range wines and explain the wine-

making philosophy. Browse the retail room for winery merchandise and see where some of the wines are made by taking part in a tour of Giants Winery, a unique experience for wine enthusiasts and novices alike. “Craggy Range is huge vineyard nestled between rocky hill. Craggy Range Vineyard and Winery is one of the finest vineyard that one can explore in Napier. Napier is very well known for its world class apple orchards and vineyards that are close to the sea. Craggy Range has a world class modern facility to produce and store wines and the sommelier there was more than happy to share a secret or two about grape farming. I found the most fresh food in the restaurant that was coupled with the most amazing wines yet. The must have is the Reisling which has floral tones with deep passion fruit after taste with just the right amount of tartness,” mentions

Chef Kapur. The vineyards also have accommodation arrangements. The Cellar Master’s and Vineyard Cottages have two luxurious bedrooms, both with en-suite bathrooms, and a well-appointed kitchen and living area. Guests can enjoy a complimentary continental breakfast in the comfort of their cottage then stroll to Terrôir Restaurant for lunch and dinner, or relax on their own terrace with room service. Located at only a seven minutes’ drive from Havelock North and 25 minutes from Napier, the cottages are well situated to indulge in fly fishing, wine tours or simply relaxing in the countryside. A guest of Craggy Range Retreats can enjoy a complimentary wine tasting of the Craggy Range single vineyard wines, along with an exclusive membership to our Deep Purple Wine Club.



Management COVER STORY

Here to stay From rural homes in Sikkim to heritage bungalows in Goa and quaint cottages in the backwaters of Alleppey, Indians homestays are a kaleidoscope of the country's vibrant culture. The segment has gradually created a niche for itself, attracting the discerning new age traveller through word-of-mouth referrals, social media marketing and effective usage of e-tools. By Sudipta Dev

hough the last decade has seen the emergence of a large number of homestays across the country, it is a segment that has had a chequered existence in the Indian hospitality industry. States like Kerala and Goa continue to lead in the homestay sector in India, with the many heritage homes in Rajasthan offering unique hospitality options. A few offbeat locations that are making a difference include some of the homestay initiatives in north east India and Ladakh. The Commonwealth Games in Delhi gave a fillip to the sector with active help from the state government who saw homestays as the best alternative to tackle the shortage of rooms in hotels and meeting the demands of tourist inflow. For the new age traveller who is constantly on the look out for extraordinary experiences,




there is a wide range of homestay options in India – from the backwaters in Kerala to Himalayan homes in Sikkim to the banks of the Ganga in Varanasi. All offering unique experiences in terms of cultural insights, local cuisine and traditional lifestyle in the heart of an Indian home. For every homestay that has survived there are many that have shut down – not surprisingly since it is a sector that is almost completely depended on word-of-mouth publicity and social media ratings, ensuring that only a few that have consistent high reputation are able to do business. To ensure the success of Indian homestays it has been necessary for the owners to set high standards in hospitality. Only a few have managed to carve a niche for themselves in their efforts to cater to a discerning clientele.

Among all the states Kerala has had a focused strategy for this segment for quite sometime now. D Soman, president, Kerala Home Stay & Tourism Society (HATS) Trivandrum, says, “There are about 350 approved homestays in Kerala. But not all of them are actually working. This is because marketing is a big problem for homestays. Creating awareness among tourists and travel agents is a challenge.” Kerala HATS which now has 150 members was set up as a consortium of homestay providers and tourism promoters to serve as a nodal association for the segment and to provide proper guidance and help in marketing homestays. According to Soman, “The state government has started the three tier classification system for homestays: Gold, Silver and Diamond. Every two years the license has to be renewed and fees have to

be paid. The fees vary according to the classification. Hygiene is a very important criteria for approval. Kerala HATS helps homestay owners to spread awareness about their homestays through our website, travel agents and by word-of-mouth.” Munnar and Thekkady have the maximum number of homestays in Kerala. “Nowadays we see a trend that visitors prefer home stays which offer them many benefits over hotels: homestays offer security and privacy, homely atmosphere, local food and helps guests imbibe the local culture and that too at economical rates. We also arrange cultural programmes and local arts for the guests. Corporate homestays are not really homestays in the true sense. They are more like resorts,” he adds. Kerala HATS recently made a petition to the

government to help homestay owners acquire power at domestic rates which was granted. The association is now requesting the government to include a homestay representative on the approval committee which grants the licences and the classification. The committee already has representation by airlines, hotel associations, travel agents and the government. “But ironically the homestay segment itself is not represented,” points out Soman. Suman Billa, secretary, Kerala Tourism avers that while there is a classification system for homestays, of late there has been a profileration of homestays. “But we don't see any grave need to pull them up as this is a source of livelihood for many homes. We prefer it to remain more of a voluntary classification system. Homestay owners know that they can attract tourists only if they meet the standards. So the pull should work more than the push,” mentions Billa. When Rajasthan Tourism Development Corporation (RTDC) had initiated its homestay programme two decades ago, Chandrashekhar Singh of Jodhpur was among the first to apply. While many homestays closed down in the subsequent years, Singh persisted and was were able to get business through the local excursion agents who transferred their groups/FITs to the homestays during the peak tourist periods. Word of mouth publicity and Tripadvisor ratings all attributed to the success of the venture. Singh also does not regret that unlike many of his ilk he did not convert his homestay into a guest house where impersonal service is provided to guests like that in a hotel. In the last 20 years Singh has April 16-30, 2013

M|A|N|A|G|E|M|E|N|T hosted countless guests from all over the world, the most frequent being visitors from the UK, Germany and Switzerland. He has been lending his expertise in helping other homestays in Rajasthan promote themselves through his initiative Rajputana Discovery. “We put up guests at private homes on a tour of Rajasthan, Gujarat and North India including Himachal Pradesh and Uttarakhand. RTDC was of great help to start this initiative and gave us a lot of contacts to tap for business. In time we found agents in UK and Germany who promoted homestays and we have been organising homestay tours.”

is immense,” says Rekha Goyal, co-founder,'s homestay initiatives was started in 2007 to make it possible for customers to book online independent stays in homestays, villas, heritage bungalows, etc. The target clientele are people who are looking for experiential holidays, local and cultural experiences across all age groups and all budgets. “A significant portion of our clientele have been from the cities, families travelling with kids as well as elderly people,” mentions Goyal.

Untapped potential It is interesting that while in some pocket areas, homestays are quite well known as an option for travellers, in other states there is a complete lack of understanding of what the segment means. A largely disorganised sector, there has been some maturity in this space in recent times. “We have seen a huge growth in the last few years in not only the number of independent stays but also in the number of people interested in travelling this way. This is the sustainable way to travel for both existing as well as new travel destinations. It also helps to sensitise travellers to the local area, its people and culture. Needless to say, the potential

April 16-30, 2013

The last three years have seen significant growth in homestay segment as more and more travellers from India and overseas prefer to stay in a homestay which offers all modern comforts, amenities and a secured environment as compared to budget hotels. “Another big advantage of homestays is they offer a big

opportunity to experience the Indian culture and way of life which the overseas guests look forward to while staying with the hosts,” says Sanjeev Khurana of, whose target clientele for selling homestays across India are travellers from the US, Canada, Europe, South Africa and Australia. His marketing strategy mainly comprises of online selling using emarketing tools like Google pay-per-click campaigns, classified ads, e-mailers to relevant databases and search engine optimisation for improving website rankings and presence on major search engines. Rajagopal of Glenora Home Stay in Wayanad district of Kerala believes the growth will continue marked by emergence of new trends. “The government and travel/tourism industry are already doing a great job in promoting the homestay segment. With a large number of homestays coming up, they conduct travel marts, road shows and many such programmes and I think that itself is enough for the promotion of the sector,” he states with optimism.

Multifarious challenges Homestays as a category is already well known in certain pockets in the south of India. Other parts of the country champion other kinds of independent accommodations like B&Bs, guest houses, etc. To make India a homestay




destination, there is a need to generate an understanding and awareness of what a homestay is. “From a customers point of view, an accreditation or rating of a homestay would help build confidence. Independent portals like ours do verify and rate these homestays, but there is nothing of the sort at a national policy level,” states Goyal. There are many reasons why only a miniscule number of homestay owners manage to stay in business. It is not an easy task to manage the expectations of travellers who need to understand that they are staying in a home, and not a hotel that is managed by trained staff. “People who have not stayed at a homestay need to be sensitised about the same,” adds Goyal, pointing out that communication and

information are the other areas that need addressing. Singh avers that initially he faced a lot of hurdles like marketing the product and inducing guests to stay with his family, “We are not professionals and also very small and so we had no funds to market ourselves. The government (read RTDC) did try its best to promote us but their efforts were limited although their intentions were very noble. We should also be exempted from paying commercial rates for water and electricity. The various trade organisations should also take notice of us and send us guests - they still suspect us to be inefficient although their attitude is slowly changing for the better. But they do not go out of their way to promote homestays and book us only as an alternate and cancel

when the get confirmations elsewhere.” Marketing and exposure to tour operators and end customers being the two key challenges for homestay owners, Sejoe Jose started the The Green Apple Experience with the objective of promoting homestays and villas. “We provide all possible help like information on taking licence from the government and important statutory obligation so they run the business legally and not get into unwanted trouble. We do training of staff, thus making use of the local community and existing infrastructure,” says Jose. The Green Apple Experience provides reservation software for the homestay owners which is user friendly and can be used from home or from their smart phone.

Besides quality standards are fixed. It is necessary for any homestay owner to be patient and not think of occupancy like a hotel. Jose reminds that it took four years for Green Apple to be recognised and the homestays listed with the company to start getting bookings more frequently. “Most of the homestay owners compare themselves with others and try and provide experiences for which they are not specialised. Tour operators some time treat homestays like a hotel which can be a very big challenge and thus losing the basic concept. It is also important to identify the right host. That is the house could be the best but the most important person is the host who makes the difference. He should enjoy being a host from his first client and give the same experience even after many years,” asserts Jose.

Emerging trends While getaway homestays have been popular for sometime now, the emergence of city-based homestays is an interesting development. Delhi, Kolkata, Varanasi, Mumbai and Bengaluru are key locations. “With homestays becoming popular in major metros across India, one can notice an emerging trend of small boutique properties coming up in the cities and hill stations offering business or leisure accommodation tailor made to the guest's requirements,” says Khurana. Of late there are many interesting trends emerging.



April 16-30, 2013


Sejoe Jose

Rekha Goyal

Sanjeev Khurana

Goyal avers that now people are more open to not staying at a regular hotel on their holiday. Then, within the independent accommodation segment, there are niches emerging. The concept of shared accommodations is also gaining traction, though in India issues around safety are largely unaddressed. “The most exciting trend, though not limited to the homestay segment, is the adoption of the internet for transactions. Using a combination of social media, payment gateways and easy-to-build web sites, independent accommodations can reach out to their customers directly, obliterating the need for large travel players. So unless there is serious value that an intermediary is adding, there is no need for homestays to work with them,” points out Goyal. Many of the homestays that Jose promotes are those which specialise in village life and culture. "We put these properties in sites and other verticals which promote village life. Thus we give a lot of importance to the experience at each homestay. We also are present at important international and national trade shows," says Jose. His target clientele are

those who enjoy and respect different cultures. The focus is not mass tourism but enabling guests to have special experiences like rural tourism / agriculture / cuisine / culture. “The new traveller is looking for these special experiences. We have noticed even those who book hotels like to add one homestay in their itinerary to understand the culture of the region they wish to travel,” he adds. For instance, under Green Apple there is a property located in Pollachi (a village in Tamil Nadu) where Jose has witnessed bookings from city families who are trying show children about rural life.

Indian Army service in the Eastern Himalayas, retired Lt general Jimmy Singh initiated a village tourism project at Samthar. Project Awake & Shine was conceived to awaken the Samthar communities to the potential of Integrated Village Tourism. “Our homestays were set up solely with a view to provide income to locals, and to attract clients who were potential sponsors for children at the Awake & Shine School at Samthar. Apart from these we have offered expertise to set up Yangsum Farm and Dongey house homestays in Western Sikkim," says Jimmy Singh. He points out that during his lifetime experience of being a soldier in the remotest parts of the Himalayas and 15 years experience in remote area tourism, he was convinced that the main issue exercising all minds is gainful employment amidst a growing population. “We need to provide the young with the ability to earn within the environments of rural society. Integrated village tourism offers a viable potential,” he asserts. Earnings from village homestays are around `2000 per night from one double guest room. Average turnover of each double room is a modest `30000 per year, approximately. “Even this sum is more than 10 times the income from dry land agriculture on the plot of land used for building the homestay,” he says. Interestingly, homestays in some of the remote and offthe-beaten track destinations are not without their share of attractions for the discerning traveller, ranging from orchard tours to jungle safaris to adventure activities. What is needed is a more focused approach to showcase the myriad hues of Indian hospitality and culture through more support from the government and the travel industry.

April 16-30, 2013

Making a difference A significant percentage of homestay guests are those who are looking for a differentiated travel experience. For instance, many homestays have come up in the popular trekking routes of Ladakh. Travellers can stay in Ladhaki village homes, eat the local cuisine and soak in the culture, while they trek across Hemis National Park. This is also generating income for the local villagers besides reducing the environmental impact of camping. Having spent most of his




‘We are planning waterway transport on the backwaters, ropeways and a holistic health resort on the PPP model’ In an exclusive interview, Suman Billa, secretary, Kerala Tourism tells why winning the National Tourism Award for its Kumarakom rural tourism project, is the perfect start to a year during which the tourism board is set to launch its seaplane project and work aggressively towards positioning Kerala as the home of Ayurveda. By Steena Joy Kerala being the birthplace of Ayurveda, how effective has been the two tier classification (Green Leaf and Olive Leaf) system in standardising the science in the state? You cannot undermine the importance of classification especially when it involves something like Ayurveda. When a tourist travels here, he needs to be assured that what he pays for is what he gets. Ayurveda is unfortunately not like a hotel room which can be viewed online. It involves medication so we have to ensure not only the infrastructure but also that the manpower is well trained, that the medicines used in the treatment are of appropriate quality so that the health of the patient is not compromised. So the two tier classification was introduced – Green Leaf pertains to five-star standard while Olive Leaf is three-star. So whichever standard a tourist chooses, he is assured that he is in safe hands. Ayurveda is a traditional science so people can be easily fooled. When we go for the inspection, we check not only the premises, but also the staff working there and how trained they are and their educational qualifications. How can you ensure a steady stream of trained manpower for the sector? There are two types of manpower needed in the Ayurveda sector: one is the doctors who are critical to the treatment. Thankfully we have good medical colleges and medical institutions in Kerala so the doctor pool is sufficient. Then we also have the reputed institutions of excellence like Kottakal Arya Vaidyashala, Vaidyaratan and Nagarjuna who have been practicing unbroken Ayurveda for many centuries. At the second level we have the masseurs and the therapists for whom there are courses conducted by the Kerala Institute of Travel and Tourism Studies (KITTS). There are also courses done by Ayurveda practitioners like Pankaja Kasturi College of Ayurveda in the private sector. So all this ensures a steady stream of well trained manpower for the sector. The responsibility to ensure that the therapists work well lies with the doctor. When is the seaplane project expected to take off? The seaplane project will be



classification system for homestays too like Diamond House, Gold House and Silver House. Of late there has been a profileration of homestays. But we don't see any grave need to pull them up as this is a source of livelihood for many homes. We prefer it to remain more of a voluntary classification system. Homestay owners know that they can attract tourists only if they meet the standards. So the pull should work more than the push.

Suman Billa launched by this April end. The three international airports at Thiruvanathapuram, Kochi and Calicut and perhaps even Mangalore will be used as the hubs for the seaplane operations. The cost of the first phase is `13 crore for constructing the infrastructure like floating jetties, security screening equipment, etc. We w ill be charging an operating fee from the aviation companies. So far, five companies have expressed interest in starting operations. We have an Open Sky policy. We will create the infrastructure and anyone can come and fly as long as they have the aircraft and all the clearances from the DGCA. Initially the tourist destinations that will be connected will be Ashtamudi, Kollam, Kumarakom. Punnamada in Alleppey, Munnar and Bekal. Are any public private partnership (PPP) projects in the pipeline? Some projects do not straightaway attract investment but which also have the potential to catalyse the growth of tourism in Kerala. We take up these kind of projects on PPP model. We are planning waterway transport on the backwaters, ropeways in hilly terrains and an holistic health resort with all services like spa under one roof. For all these ideas we will support private participation. What steps are being taken to make

Kerala a destination?



There are two or three ideas we are working on. The problem is that there is a standard of hygiene that is expected of a major tourist destination and it is necessary to involve the local bodies. So we decided to let the local panchayats do their work of collecting the garbage; community groups like Kudumbashree are also involved in this. We have spent around `five to six crore every year in organising this in Kumarkom and Kovalam. After collection, disposal of garbage was also a huge problem. To address this problem, we started a biogas plant on pilot basis in Kumbalangi many years ago. But the need for such plants was not felt so much. But now the problem has come back so we are putting up such plants in places with heavy tourist traffic like Kumarakom. We are involving the local households as well as Suchitwa Mission. While the households will bear 10 per cent of the cost of the equipment, Suchitwa will contribute 40 per cent and the Kerala government will fund the rest 50 per cent. In return, households will get cheap power for their homes. Are homestays in Kerala maintaining the quality benchmarks set by the tourism department? Like Ayurveda we have a

How will you use art fests like Utsavam and Nishagandhi to drive tourism? The Nishagandhi is a high profile festival which attracts the finest artists of the country to Kerala while Utsavam is more localised and for providing sustenance to local artists. Utsavam is doing a wonderful job and will continue. Nishigandhi being a premium gathering we plan to ramp it up to the global level. This year we instituted the first Nishagandhi Puraskar which was awarded to Mrinalini Sarabhai. We want to make Nishagandi not just as a art festival but as a platform to discuss and ideate about culture with workshops and seminars. Next year onwards there will be live webcast/live streaming of the event. So enthusiasts can watch it from anywhere in the world. What is the average length of stay of the international tourist in Kerala? The average length of stay is 17.6 days for the international traveller and this is largely because of Ayurveda. Visitors who come for Ayurveda are the long duration high paying international travellers. That's why it makes sense for Kerala Tourism to focus on this segment. What about promoting the MICE segment? The problem with MICE is that we do not have the facilities to hold huge gathering. MICE works completely on volumes. But it can also be profitless volumes so it has to be played carefully. Often the MICE venues here are being used more for marriages than for corporate events. Hopefully we will soon have one international convention centre in Thiruvanathapuram based on the PPP model. April 16-30, 2013


A steady growth Witnessing a marginal increase in RevPAR over the three year period 2009-10 through to 2011-12, Mumbai's total room inventory is set to increase by 32 per cent from existing supply says Jones Lang LaSalle Hotels Research The Mumbai Lodging Market

umbai has 45 operational hotels, with an inventory of 10,537 rooms spread across six categories. Based on Jones Lang LaSalle Hotels Research - The Mumbai Lodging Market, the prominent operators with a presence in Mumbai include Hyatt, Marriott, IHG, Starwood, Four Seasons, East India Hotels (Oberoi & Trident) and Indian Hotels Company (Taj). Luxury and upper upscale hotels dominate the total supply with 69 per cent contribution to the overall inventory. The upscale segment contributes 14 per cent followed by the mid scale segment with an eight per cent contribution. Domestic and internationally branded economy and budget hotels in Mumbai currently represent five per cent of the total supply. Serviced apartments in Mumbai are presently offered by four properties in the branded segment, namely Marriott, Oakwood, Grand Hyatt and Taj, collectively contributing four per cent of the total inventory. As per the research, there are 13 hotels currently under construction in Mumbai across different categories with a total inventory of 3,394 rooms. Once operational, the total room


Luxury and upper upscale hotels dominate the total supply with 69 per cent contribution to the overall inventory. The upscale segment contributes 14 per cent followed by the mid scale segment with an eight per cent contribution April 16-30, 2013

inventory of Mumbai will go up by almost 32 per cent from the existing supply. As per recent press releases, some of the prominent international operators like Jumeirah and MGM have also announced their plans to enter Mumbai’s hospitality space in the coming future.

Lodging market performance Over the three year period from 2009-10 through to 2011-12, Mumbai witnessed a marginal increase of four per cent in revenue per available room (RevPAR) as a result of a one per cent increase in occupancy levels accompanied by a two per cent growth in average daily rate (ADR). FY 2010-11 saw an increase of about 2.5 per cent in occupancy and five per cent in ADR after witnessing a steep decline from 2007-08 to 2009-10 due to global economic turmoil and the terrorist attacks at two prominent hotels in Mumbai. In 2010-11 occupancy levels averaged at 63 per cent and ADR at around `9,500. Hotels in south Mumbai have been the worst affected in terms of performance post terrorist strikes at Trident and Taj Mahal Hotel followed by a bomb blast at Zaveri Bazaar in 2011. Furthermore, the corporate movement from traditional CBD to central and north Mumbai, due to availability of office stock at cheaper rentals, has also affected hotels in south Mumbai adversely. Trading performance has seen a drop of two per cent in RevPAR during the last 11 months, in comparison to 2011-12, in the light of a decline of eight per cent in ADR to `8,450. Occupancy on the other hand strengthened to 64 per cent during YTD 2012-13 from 60 per cent in the previous year. Overall, the Mumbai lodging market has seen fairly stable demand levels over the past four years, along with a decline in average rates, primarily due to recent regular supply additions in the form of Shangri-La, Sofitel and ibis.




Mystique of Mamounia Marrakech in Morocco has lured travellers since early days. Now they look at India. Didier Picquot, directeur general, La Mamounia Marrakech speaks of what is in store for a guest in the hotel and why he is keen on India. By Sayoni Bhaduri reating an aura which is right out of the Arabian Nights, La Mamounia in Marrakech, Morocco offers an oasis of luxury to its guests. The story of the building begins with the king Sidi Mohammed Ben Abdellah who gave his son Mamoun a garden and a house as a wedding gift, and hence the name La Mamounia. The gardens were extensively used for parties known as 'nzaha' in Arabic and gardens alongside La Mamounia were famous for these. The total area is about 26 acres of which 22 acres are just the gardens. The walls of the garden were supposed to be the limits of the Medina. The building constructed in 1923 is a unique combination of Moroccan and Art Deco architecture. In 1946 the room count was increased to 100 from the original 30. It was in 2006 that La Mamounia underwent a massive renovation, restoration and refurbishment. The hotel reopened in 2009 after an extensive restoration which cost Euro 120 million. And it is celebrating its 90th birthday in 2013. “The hotel itself has 210 rooms divided into 136 rooms, 71 suites and three villas or riads. There are four main restaurants and five bars,” says Didier Picquot, directeur general, La Mamounia Marrakech. A matter of pride for Picquot is the fact that with 760-800 employees the hotel is completely self sufficient. They also have their own fleet of Jaguars and Land Rovers. With a career spanning 38 years, Picquot was also in charge of the three-year long restoration of La




adds that his hopes are boosted by the Mamounia. fact that IHCL is looking at Marrakech The rich history of the hotel as another location for the Taj hotel, is reflected as Picquot speaks of “Awareness about the destination will world renowned dignitaries double in India,” he says. Marrakech who have stayed in this hotel has great connectivity from Europe. including Winston Churchill. It Direct flights are available from Madrid, was him who then introduced Zurich and London. “For India however both Franklin D Roosevelt and the middle east hubs would work best,” General Charles de Gaulle to La Picquot explains. Mamounia. Of more fables Morocco is a great new Picquot informs that the dining destination for Indians discover. On scene in the film 'The man who whether they are targeting India a knew too much' was shot at the little too early, Picquot says, “We like hotel and Alfred Hitchcock was to be early and make our presence inspired to create his film felt. We don't expect high level of 'Birds' in Marrakech as well. occupancies from India, it is more of With the new avatar La building relationships and bridges.” Mamounia has been attracting In his recent visit to India Picquot travellers from across the globe. Didier Picquot met with 40 agents in India and have Apart from the well established built a relationship with them. He is European and North American markets, new emerging markets for La Mamounia looking at tapping the high end target group include Brazil, Mexico, northern Europe. “Brazil who are in search of a new destination. “India contributes as much as four per cent to the hotel's market is developing very fast, in last five years business,” says Picquot. After such successes it we have seen a six per cent increase. Indian was time to look east. In 2011, Picquot's team went traveller is a strong prospect in the mid term,” to Turkey and in 2012 the hotel was host to an he adds. La Mamounia is glamorous and very much 21st international film festival where India was honoured which propelled him to come and look at century. It is children friendly as well as perfect for individuals, FIT and families. Picquot also hopes to the opportunities here. He hopes that some time in the future India too interest some weddings business and groups from will join La Mamounia's emerging markets list. He India during low and mid season.

April 16-30, 2013




Sky is the limit Hospitality major Choice Hotels International has introduced SkyTouch Hotel OS with SkyTouch Technology

hoice Hotels International has launched SkyTouch Technology, a new division that develops and markets cloud-based technology products to help hoteliers industry-wide improve their efficiency and profitability. SkyTouch Technology launched with the market introduction of SkyTouch Hotel OS, a new property and rate management solution that draws on Choice's choiceADVANTAGE property management system for handling reservations, guest stays and rates on any device with an Internet connection. choiceADVANTAGE has become a widely used cloudbased property management system in the world, with more than 5,500 successful installations in Choice-branded hotels worldwide. SkyTouch Hotel OS offers many of the same functions of


April 16-30, 2013

the choiceADVANTAGE property and rate management platform, as well as the ability to connect seamlessly with other systems used by chain and independent hotels. Choice franchisees will continue to enjoy the exclusive benefits of choiceADVANTAGE, including integration with, Choice central reservation systems, the Choice Privileges loyalty programme and other Choice systems. “Since its introduction by Choice Hotels in 2003, choiceADVANTAGE has set the industry standard for ease-of-use, functionality and affordability,” said Stephen P Joyce, president and chief executive officer, Choice Hotels International. “choiceADVANTAGE has been so effective for Choice franchisees that other hoteliers, including chains and independents around the

world, have asked to use it. It's a big milestone for the company that we can now offer a similar system via SkyTouch Hotel OS,” he says. Choice has made significant financial and strategic investments in a broad range of technologies – from emerging mobile platforms to central reservation system delivery – that play to the company's franchising strengths. “Those investments have positioned Choice to plant the seeds of new initiatives and accelerate the pace of innovation. We believe that launching SkyTouch Technology as a separate line of business apart from our core hotel franchising operations gives the division the independence it needs to offer custom solutions and high levels of support, service and security to all its users,” adds Joyce. Ric Leutwyler, who brings decades of experience

in the hospitality and technology industries, will lead SkyTouch Technology as division president. “The industry is looking for affordable, fullfeatured, above-property solutions that offer proven performance and reliability,” said Leutwyler. “Choice Hotels identified that gap and filled it for its franchised hotels when it developed choiceADVANTAGE. Now the company has created SkyTouch to fill it for chains and independents. Thanks to Choice's long history of successful technology innovation and the experienced team that joins the SkyTouch Technology division from other divisions of Choice, we're ready to hit the ground running and immediately provide solutions that hotel operators need without the investment required by other software packages,” mentions Leutwyler. EXPRESS HOSPITALITY


LIST YOUR COMPANY FOR FREE Amusement, Leisure & Health Club Equipment A01 Advertising Balloon A02 Air Hockey A03 Amusement Park / FEC Equipment A04 Beauty Salon Equipment A05 Boats A06 Bowling Alleys A07 Chemicals for Swimming Pool A08 Coin Operated Toys / Electric Cars A09 Electronic & Battery Filtration Plants A10 Fountains A11 Garden Furniture A12 Garden Umbrella A13 Golf Equipments A14 Guest Amenities (Refer F20-Guest Amenities) A15 Guest Transportation A16 Health & Fitness Equipment A17 Inflatables A18 Juke Box A19 Playground Equipment A20 Pool Table Manufacturers A21 Redemption Machine A22 Ride Stimulator A23 Swimming Pool Equipment & Supplies A24 Walkway Tents & Marquees Bakery B01 Automatic Pillow Pack / Biscuit Packaging Machines B02 Bakery Enzymes B03 Bakery Equipments B04 Bakery Fats B05 Baking Pans B06 Biscuits B07 Blenders B08 Bread B09 Bread Slicer B10 Cake Decoration B11 Cakes B12 Confectionery B13 Dough Kneader B14 Dough Sheeters B15 Ingredients & Additives B16 Moulds B17 Ovens B18 Planetary Mixers B19 Ready - Made Cake Mixes B20 Sugar & Sweetener B21 Wheat Flour & Rice B22 Yeast B23 Zero Calorie Sweetener (Refer C46 - Zero Calorie Sweetener) Food & Beverage C01 Beverages-Alcoholic C02 Beverages-Non Alcoholic C03 Canned Foods C04 Cashew C05 Cocoa & Chocolate Products C06 Coconut & Coconut Milk Powder C07 Coffee C08 Custard Powder C09 Dry Fruits C10 Dry Tea C11 Edible Oil C12 Flavour C13 Food Paste C14 Fresh Fruits & Vegetables C15 Fresh Meat, Poultry & Sea Food

C16 Frozen Foods C17 Fruit Pulp Concentrate C18 Grocery Products C19 Health Products C20 Ice Cream C21 Instant Custard Powder C22 Jam & Jelly C23 Milk & Dairy Products C24 Mukhavas & Supari C25 Natural Foods C26 Noodles C27 Olive Oil C28 Pasta C29 Rice C30 Ready to Eat Food C31 Roasted / Salted Almonds C32 Salt C33 Sauces C34 Snacks C35 Soups C36 Speciality Foods C37 Spices C38 Sweets & Savour C39 Tea / Tea Bags C40 Vanaspati Oil C41 Vegetable Oil C42 Vermicelli C43 Wheat Flour & Rice (Refer B21-Wheat Flour & Rice) C44 Whipping Cream C45 Wines C46 Zero Calorie Sweetener F & B Service D01 Aluminium Foil D02 Aluiminium Foil Containers D03 Ash Trays D04 Badges & Signages D05 Bags & Caps D06 Banquet Frills D07 Bar Equipment & Accessories D08 Candle & Candle Stand D09 Casserole D10 Chafing Dishes D11 Chafing Fuel D12 Chafing Pan D13 Coasters D14 Coffee Machine D15 Crates D16 Chocolate Fountain Machine D17 Crockery D18 Cutlery D19 Dining Table Accessories D20 Dinner Set D21 Disinfectants (Refer F13-Disinfectants) D22 Disposable Plates & Containers D23 Foil Rolls & Cling Film D24 Fuel {Solid, Liquid & Gel} D25 Glassware D26 Holloware (Refer H27 - Holloware) D27 Hotelware D28 Insulated Boxes D29 Kitchen Accessories D30 Kitchenware D31 Knives D32 Marking & Coding Material D33 Matches & Lighter D34 Melamine Crockery D35 Menu Folders & Covers D36 Microwave Dishes D37 Microwave Ovens D38 Non Stick Cookware D39 Packaging Materials

D40 Paper Napkins / Tissues D41 Paper Products D42 Pepper Mills D43 Plastic Food Containers D44 Polythene Bags D45 Portion Packed Sachets & Blisters D46 Restaurant Linen (Refer G41 - Linen) D47 Sign Board (Refer E60 - Signages) D48 Silverware D49 Straws D50 Table Mats D51 Tableware {Ceramic} D52 Tableware {Porcelain} D53 Thermoware D54 Tinplate D55 Tongs D56 Toothpick D57 Trays D58 Trolley D59 Vending Machines Tea / Coffee (Refer H15 - Dispenser-Vending Machines) D60 Water Coolers (Refer H63 - Water Coolers) D61 Weighing Scale D62 Wine Chillers Engineering & Technology E01 AC Plant & Boiler Maintenance Chemicals E02 AC Repair & Maintenance Service E03 AC Spare Parts & Refrigerant Gases E04 Access Control System E05 Air Conditioning E06 Air Pollution Control Systems E07 Air Purification E08 Audio / Visual Equipment E09 Auto Water Level Controller E10 Automatic Sliding E11 Blowers E12 Boilers & Geysers E13 Building Management Systems (BMS) E14 Cable Accessories E15 Cables E16 Cash Registers E17 CD ROM E18 CRM Solutions E19 Chilling Plants E20 Computer-Hardware & Software E21 Conferencing Equipment E22 Cooling Systems E23 Cooling Towers E24 Data Centre / Infrastructure Management E25 Data Mining / Business Intelligence E26 Disc Jockey Equipment E27 Drain Cleaning Equipment E28 Dryers & Dehumidifiers E29 Earth Moving Equipment E30 Electrical Equipment & Supply E31 Electronic Ballast E32 Electronic Door Locks E33 Electronic Safes E34 Elevators & Escalators E35 Energy Conservation Systems E36 Energy Control Systems E37 Fire Fighting Equipment E38 Generator Sets E39 Hotel Management Software E40 Hotel Online Reservation Systems E41 In-room Entertainment Systems E42 Insulation Materials E43 Internet Service Provider E44 Key Tags E45 Kiosk E46 LCD / LED TV

E47 Locks E48 Luminaries E49 Mobile Applications E50 Office Automation Products E51 Online Marketing E52 Peripherals E53 Point Of Sale {POS} E54 Process Control Instruments E55 Property Management E56 Pumps & Spare E57 RFID Solutions E58 Safes E59 Security Equipment & Supplies E60 Signages E61 Solar Energy Equipment E62 Sound System E63 Steel E64 Survillence Equipments E65 Switch Gear E66 Telecommunications E67 Television / Interactive TV E68 Temperature Control System E69 Thermal & Acoustic Insulation E70 Touch Monitors E71 Trackball E72 Tube & Pipe Fitting E73 UPS System E74 Valves E75 Video Conferencing Equipments / Softwares E76 Web Services E77 Wi-fi E78 Workforce Management Housekeeping F01 Air Curtains F02 Air Fresheners F03 Bed Spring / Rollaway F04 Bird Control Systems F05 Blanket / Duvets F06 Brooms F07 Brushes F08 Brushes / Mops / Scrubbers F09 Cleaning Products & Equipments F10 Contract Housekeeping Companies F11 Curtains F12 Cushion & Cushion Covers F13 Disinfectants F14 Disposal Hand Gloves & Aprons F15 Down & Feather Products F16 Dryers-Hair & Hand F17 Floor Cleaning Machine F18 Fly Traps / Killers F19 Garbage Bags F20 Guest Amenities F21 Hangers F22 Housekeeping Services F23 Irons / Ironing Boards F24 Kitchen Towels Rolls F25 Ladders F26 Laundry Equipment F27 Laundry / Newspaper Bags F28 Linen Bath (Refer G41 - Linen) F29 Linen Bed (Refer G41 - Linen) F30 Madeup F31 Mattress (Refer G46 - Mattress & Cushion) F32 Mini Bars F33 Mirrors F34 Napkins F35 Napthalene Balls F36 Odour Control Systems F37 Pest Control

F38 Pest Repellent F39 Pillow F40 Polishes F41 Sensor Tap F42 Shoe / Slippers / Footwear F43 Shoe Shining Machine F44 Soap Dispenser F45 Soap, Detergent & Chemical F46 Stationery Items F47 Suitings & Shirtings F48 Tissue Papers F49 Toilet Tissue Rolls F50 Towels F51 Uniforms F52 Urinal & Toilet Flusher F53 Vaccum Cleaners F54 Waste Bin F55 Weighing Scales (Refer D61 - Weighing Scales) Interior G01 Aluminium Products G02 Artificial Lawns & Plants G03 Automatic Door Closer G04 Awnings, Canopies & Shades G05 Bathroom Equipment & Sanitaryware G06 Bathroom Sealants G07 Brassware G08 Building Material G09 Cane Furniture / Products G10 Carpets G11 Ceramic Tiles G12 Chairs G13 Chandeliers G14 Clocks G15 Curtain Drapes / Rails G16 Decorative Glass G17 Decorative Light Fittings G18 Doors & Windows G19 Drapery Rods & Curtains G20 Energy Saving Lamps G21 False Ceilings G22 Fans G23 Floor Covers G24 Floorings G25 Frameless Glass Showers G26 Frames G27 Furnishing & Fabrics G28 Furniture & Fixture G29 Fusion Glass G30 Gate Automation G31 Gates & Grills G32 Glass Block / Silicon Sealants G33 Glass for Door & Window G34 Glass Tile G35 Granite G36 Hardware G37 Laminates

G38 Lamps & Lamp Shades G39 Light & Light System G40 Lighting Control Solution G41 Linen G42 Locks G43 Marble Tables G44 Marbles G45 Matting System G46 Mattress & Cushion G47 Mirrors Cabinets G48 Paintings G49 Paints G50 Pavers & Tiles G51 Plating G52 Plywood G53 Rubber Wood / Solid Wood Furniture G54 Spiral Staircase G55 Stained Glass & Related Products G56 Switches G57 Tent & Roofing Fabrics G58 Venetian Blinds G59 Vertical & Roller Blinds G60 Wall Covering / Paper G61 Wall To Wall Carpets G62 Weather Sheets G63 Window Covering G64 Window Tracing Products G65 Wood Lacquers G66 Wooden Floorings G67 Wrought Iron Furniture Kitchen Equipment H01 Automatic Gas Operated Pizza Ovens H02 Bain Marie (Refer H10 - Commercial Kitchen Equipment) H03 Bar Equipment (Refer D07 - Bar Equipment) H04 Bottle Coolers H05 Bottled Water Dispenser (Refer H64 - Water Dispensers) H06 Can Openers H07 Catering Equipments H08 Centrifugal Blowers H09 Combi Ovens H10 Commercial Kitchen Equipment H11 Cutlery (Refer D18 - Cutlery) H12 Deep Freezer (Refer H51 - Refrigeration Equipment) H13 Dish Washer H14 Dishwarmer H15 Dispenser-Vending Machine H16 Display Counter / Refrigerated Display H17 Dumb Elevator H18 Electric Chimney H19 Electric / Gas Deep Fryers H20 Exhaust Fans & Ventilators H21 Fryers H22 Garbage Processing Machine

H23 Gastronorm Pans H24 Gelato H25 Griller H26 Grinder / Mixer H27 Holloware H28 Hot Plate (Refer H10 - Commercial Kitchen Equipment) H29 Ice Box H30 Ice Carving Sets H31 Ice Cream Bags H32 Ice Cream Dispenser H33 Ice Cream Freezer H34 Ice Cream Machine H35 Ice Cube Machine H36 Induction Cookers H37 Industrial Mixers H38 Kitchen Cleaning Solution H39 Kitchen Design & Planning H40 Kitchen Equipment Maintenance & Service Kitchen Exhaust System H41 Kitchen Utensils (Refer D30 - Kitchenware) H42 LPG H43 Mincer H44 Noodles & Pasta Machines H45 Ovens (Refer B17 - Ovens) H46 Popcorn Making Machine H47 Portable Cabins H48 Pressure Cooker (Refer H10-Commercial Kitchen Equipment) H49 Refrigerated Display Counters (Refer H51 - Refrigeration Equipment) H50 Refrigerated Transport Containers H51 Refrigeration Equipment H52 Sauce Pans (Refer H10 - Commercial Kitchen Equipment) H53 Shawerma H54 Slush Machine H55 Softy Machine H56 Stoves & Burners (Refer H10 - Commercial Kitchen Equipment) H57 Tandoor H58 Thick Shake Machine H59 Turnkey Project Consultancy (Refer J19 - Turnkey Project Consultancy) H60 Utility Vehicle (Refer H10 - Commercial Kitchen Equipment) H61 Vegetable Cutting Machine (Refer H10 - Commercial Kitchen Equipment) H62 Walk-In-Cold Rooms H63 Water Coolers H64 Water Dispensers Waste Management & Water Treatment Technology

I04 Food Waste Treatement System I05 Non-Chemical Water Treatment I06 Reverse Osmosis Plants I07 Sewage Treatment Plants I08 Solid Waste Management (Wet/Dry) / Garbage Disposal Systems I09 Water Chlorinator I10 Water Disinfectant I11 Water Filtration Plant I12 Water Purifiers I13 Water Related Technologies I14 Water Tanks I15 Water Treatment Chemicals I16 Water Treatment Plants Consultants J01 Acoustic Consultants J02 Architect J03 Bar Consultants J04 Civil Consultants J05 Environment Consultants J06 F& B Consultants J07 General Insurance for Hotels J08 Hotel Consultants J09 Interior Consultants J10 Kitchen Consultants J11 Landscape Consultants J12 Laundry Consultants J13 Leisure & Amusement Park Consultants J14 Project Consultants J15 Real Estate Consultants J16 Recruitment Consultants J17 Spa Consultants J18 Technical Consultants J19 Turnkey Project Consultancy Spa & Wellness K01 Aromatherapy Diffusers K02 Beauty Care Products K03 Chill Shower Equipment K04 Cosmetology Equipments K05 Essential Oils K06 Hair Styling Equipments K07 Hot Water Generators K08 Hydrotherapy Equipment K09 Indoor Air Quality Equipment K10 Jacuzzi Equipment K11 Massage Chairs K12 Massage Tables K13 Nail Stations K14 Nutrition Supplements K15 Sauna Equipment K16 Spa / Salon Toiletries K17 Steam Equipment

I01 Drain Cleanng Equipment I02 Drinking Water Plants I03 Effluent Treatment Plants

Listing facility also available online at Company Name: ____________________________________________________________________________________ Contact Person: ______________________________________ Designation: _____________________________________ Address: __________________________________________________________________________________________ City: __________________________ Pin code: ______________________________ State: __________________________ Tel.: _________________________________ Fax: ________________________ Mobile: ___________________________ Email: ______________________________________________ Website: _______________________________________ Product Codes: _____________________________________________________________________________________ *Please attach extra sheet if contact details do not fit in the area provided. Yes I am intersested in paid advertising in HPF 2013 ONLY TEN FREE LISTINGS PER COMPANY WILL BE PERMITTED ENTRIES SHOULD REACH BEFORE 30TH APRIL, 2013 Mail all forms to: Darshana Chauhan, Express Hospitality, Global Fairs & Media Pvt. Ltd., 2nd Floor, Express Towers, Nariman Point, Mumbai - 400 021. For any other queries, Contact - Darshana Chauhan on Tel.: +91 22 67440499 • E-mail:


MICROS inMotion offers business intelligence to restaurants ICROS Systems provider of information technology solutions for the hospitality and retail industries, has redefined how restaurant operations data is delivered to mobile devices with its release of MICROS inMotion, a next generation mobile business intelligence tool for restaurants of every size. MICROS inMotion’s user interface goes beyond the traditional presentation of dated statistics and instead provides real-time actionable information. MICROS inMotion is a native, full-featured free app initially available through iTunes, as a mobile companion to MICROS’ is a powerful and intuitive web based reporting tool that provides business intelligence, loss prevention, and operational data analysis anytime, anywhere. With MICROS inMotion, customers now have real-time, mobile access to performance statistics, critical labour details, and customer service tools, all supported by an intuitive user design


Real-time, actionable information allows restaurant operators to evaluate performance, measure success against forecast, and make better, faster decisions



and key operations’ alerting mechanism. Designed specifically for restaurant management, MICROS inMotion allows restaurant operators and management to understand both high-level trends and front-line operations using their smartphone. MICROS inMotion has been evaluated by a select group of customers including sweetgreen. “We have been very impressed with the intuitive nature of MICROS inMotion. It provides us real-time information in the palm of our hand that we can act on immediately,” stated Don Schaefer, director of operations for sweetgreen. “We are especially thrilled that we now have a way to view and manage immediate labor data for the entire enterprise, allowing us to better control overtime costs,” said Schaefer. “MICROS has been delivering mobile business intelligence tools for many years now, and with MICROS inMotion we elevate to a new dimension with a native mobile app,” stated Mike L. Russo, chief technology officer, restaurants, MICROS Systems.

April 16-30, 2013

Hospitality HR & TRAINING


Leading the youth ahead Youth Career Initiative, a programme by International Tourism Partnership is a platform which allows hotels to actively take part in training young adults in hospitality. Stephen Farrant, director, International Tourism Partnership and YCI, discusses the programme's success in India and the future. By Sayoni Bhaduri n 1995, Youth Career Initiative (YCI), started out as a small-scale project in Bangkok; it has grown steadily ever since. The programme was first launched under its current format in 2004 in Romania, with two local partners. “Now, in the first half of 2013, YCI boasts of 65 local partners and the initiative has been implemented in 12 countries with India being its latest addition,” says Stephen Farrant, director, International Tourism Partnership and YCI. He goes on to say that almost 450-500 students have been trained under the initiative. These students come from challenging backgrounds – they haven't been able to finish schooling with difficult family backgrounds and are also from low income groups. In 2012, YCI came to India. Seven hotels – Courtyard Mumbai by Marriott, Four Seasons Mumbai, Hyatt Regency Mumbai, JW Marriott Mumbai, Renaissance Mumbai Convention Centre Hotel, The Park Navi Mumbai and Trident Bandra Kurla Mumbai – took up the challenge to train 35 young adults in the city of Mumbai. After six months these trainees graduated and have already been absorbed into the industry. “The entire process is labour


April 16-30, 2013

intensive but the benefit to the talent is the quality of mentoring they get,” says Farrant. He informs that the students get a stipend of `2000 per month. The pilot was conducted with the support of a local not-forprofit, the Kherwadi Social Welfare Association (KSWA). KSWA was responsible for the recruitment of the participants, the monitoring of the programme and for identifying job opportunities for the graduates. Majority of students on the programme come from the Dharavi Slums area. “It was a learning experience for us,” says Farrant as he describes the challenge with drop outs. Trident BKC for instance was the one to have an induction for parents and

students alike. They conducted an informal session for students and parents to encourage and reassure them that it was a safe and positive profession to be part of. “They were the only ones who didn't see any drop outs. We will incorporate this for the next year's batch,” adds Farrant. For a hotel to be part of YCI, they should be full service hotels. There have to be three hotels from the core group in a city for the initiative to take off. Hotels take on a limited number of students to maintain quality. They sign a charter of commitment to the programme. At an average a hotel takes on around eight students, but it can go up to 10-12 as well and it covers 15 different areas of hotel services. In its second year Farrant has eight hotels in Mumbai including properties from Marriott, Oberoi, Four Seasons, IHG, Hyatt and Starwood, who have expressed interest in running the YCI programme. “Six of those form part of the group who piloted the initiative last year. While the agreements

Stephen Farrant and paperwork are still in the process of being finalised, motivation levels are running high and the outlook is very positive,” he says. In 2013 Farrant hopes that the number of students enrolling will also increase as well. YCI is also slated to go live in Delhi this year. Farrant throws light – “After the remarkable success of the YCI India pilot in Mumbai where all of the students found employment within two weeks of graduating, we have received some additional funding to further sup-

port the work of the Youth Career Initiative on the subcontinent in 2013. In addition to planning for a second generation of students to start the initiative in Mumbai in the summer, we are launching a new pilot programme in New Delhi at the same time of year. We have three Delhi hotel properties who have agreed to participate, and another three who have shown a high level of interest.” On the international front, YCI is scoping possibilities for a new programme market in Kenya for this year. The YCI team is also looking into creating a new franchisee model with the aim of enabling the scale-up of the initiative. While the detail of the new format is still under discussion, Farrant says that the idea is to create a 'YCI in a Box' model where local partners assume leadership in implementing and managing YCI in a location with a pre-designed toolkit, hence allowing for a faster and wider expansion of the scheme globally and therefore creating greater impact on the worldwide youth unemployment crisis. EXPRESS HOSPITALITY




Movements JSM Corp Anisha Banerji has been appointed as the head of marketing at JSM Corp. In her new role Banerji will spearhead marketing and strategy for all JSM brands, digital, PR, CSR and music events. She comes with 16 years of experience in strategy and planning, marketing and film promotions coupled with digital expertise.

JW Marriott Mumbai


Hilton Shillim Estate Retreat & Spa Hilton Hotels & Resorts has appointed Andreas Kraemer as general manager for Hilton Shillim Estate Retreat & Spa. Apart from daily operations, he will be responsible for executing the launch of the property and oversee the formulation and implementation of business strategies for this project. Kraemer brings over 10 years of hospitality experience, he has held positions KC Resort & Over Water Villas, Koh Samui, Thailand.


Pavithran Nambiar has been appointed as the general manager of JW Marriott Mumbai. Prior to this he was the general manager of Goa Marriott Resort. With over 16 years of experience, Nambiar has worked with renowned brands across the world such as Accor and Marriott Group Hotels. Prior to the Marriott family he worked with Accor, where he was the general manager of the Novotel Hyderabad Hotel and Convention Center.

Turin-based, Lavazza has appointed Omar Nasrollah as director for its business unit in Asia. This follows Lavazza’s intent to strengthen its operations in the sub-continent which includes the Fresh & Honest Café and Barista Lavazza. Nasrollah will be responsible for the Indian market and will manage the implementation of the forthcoming stages of the company's strategy for the region. Having joined Lavazza over a decade ago, Nasrollah has led business development teams and been fully responsible for businesses in Africa, Middle East and Europe.

Novotel Hyderabad Convention Centre and HICC

The Ritz-Carlton, Bangalore

Novotel Hyderabad Convention Centre NHCC and Hyderabad International Convention Centre (HICC) has appointed Rasika Singh as directorsales & marketing. In her current role, she will be responsible to lead and grow the convention, corporate, MICE and social business for the complex. She will also work towards promoting and sustaining HICC's position as a MICE destination. She will also oversee sales and marketing activities and initiatives to ensure the brand positioning of the complex in the market.

The Ritz-Carlton Hotel Company has appointed Shane Krige as general manager of The RitzCarlton, Bangalore. He is responsible for all the pre-opening stages of the development and for the daily hotel operations of food and beverage, rooms and sales and marketing divisions once the hotel is launched. With over 15 years of experience Krige joins The Ritz-Carlton from his role as the general manager of The Plaza New York.


Le Meridien Kochi

Novotel Mumbai Juhu Beach

Le Meridien Kochi has appointed Jatinder Pal Singh as the executive chef overseeing F&B production for the venues. Prior to joining Le Meridien Kochi, he worked at the Westin Gurgaon as executive sous chef. He has also worked with The Leela and Taj before joining Starwood.

Accor has appointed Jean-Philippe Lagarde as the general manager for Novotel Mumbai Juhu Beach. Before assuming responsibility of Novotel Mumbai Juhu Beach, Lagarde was the general manager of Novotel Madrid Campo de las Naciones Spain.

Le Royal Meridien, Chennai

Goa Marriott Resort & Spa

Pankaj Mathur has been appointed as the general manager of Le Royal Meridien, Chennai. His responsibilities include overseeing operations and implementation of new business strategies and models at the hotel. Mathur has over two decades of experience in the hospitality and has grown to be a creative revenue generator. He has worked in various global companies like Marriot International, IHG and Hyatt as well as Indian chains like Oberoi Group, Taj Group and the Welcome Group.

Ranju Alex has been appointed as general manager of the Goa Marriott Resort & Spa. She is responsible for overseeing all aspects of operational and strategic management of the Goa Marriott Resort & Spa. Alex joined Marriott International in the year 2010 after being the officiating GM at the Oberoi Grand Hotel, Kolkata. A Diploma holder in Hotel Management, Ranju is an alumnus of IHM Kolkata. She is also a gold medalist from the Oberoi Centre of Learning & Development (OCLD).

JW Marriott Phuket

Dusit International

The JW Marriott Phuket Resort & Spa has appointed Sean Panton to the newly created role of director of Corporate Social Responsibility. Reporting directly to the general manager, Panton is responsible for the development of internal and external community and environmental programmes and initiatives. Having travelled extensively in the Middle East, Africa, Europe, Caribbean and America before starting a career in hospitality, Panton has held spa, health and wellbeing and teambuilding positions at five-star resorts in Macau, Mallorca and Thailand, including previous roles at JW Marriott Phuket Resort & Spa.

Dusit International has appointed Thierry Douin as its regional vice president for the Middle East and Africa (MEA). Douin will act as the figurehead for Dusit International in the region, overseeing the company’s expansion efforts, driving operational performance and supervising the opening of new hotels from his base in the Dubai Regional Office.

April 16-30, 2013

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Halfway mark


very fashion week needs a midweek party. And LFW staged its midweek party at F Lounge. Diner.Bar. Hosted by Purnima Lamba, headInnovations, Lakmé and Saket Dhankar, head-Fashion, IMG Reliance, this midweek stress-buster party saw the likes of Sabina and Anil Chopra, Kim Sharma, Nisha and Vikram Raizada, Sammeer Sheth, Reha Sukheja, Riddhi and Siddhi Mapxencar, Narendra Kumar, Shruti Sancheti, Nishka Lulla, Candice Pinto, Arjun Khanna, Ken Ferns, Pooja Hegde and others who believe in having a fashionable night out.



Marcellus Baptista

Ala and Rajan Madhu at the LFW midweek party at F bar


Off and on

Fashion passion rand Hyatt continued its tradition of being a fashionable hotel with the staging of yet another edition of Lakmé Fashion Week (LFW). This time it was the Summer/Resort 2013 session that saw a string of shows spanning five days culminating in the grand finale with designer Namrata Joshipura and featuring the Lakmé Absolute Pop Tints collection. Bollywood actor Kareena Kapoor was the showstopper as she sashayed down the catwalk in a pop pink pantsuit and shirt. The mirror-lined ramp and backdrop with 28 pillars along the ramp lit up in Pop Tints and laser lights from the ceiling added to the impact. Other shows that stood out was the one by Manish Malhotra celebrating 100 years of Indian cinema with top directors and showstopper Priyanka Chopra. Also on the ramp were Bhanu Athaiya, Hema Malini and Asha Bhosle with an impromptu ramp walk by Karisma Kapur and Kajol.

Time to focus few days after the five-day fashion week it was time to get into the fashion mood once again as F Lounge.Diner.Bar staged the third edition of its concept-celebrity F in Focus with international designer duo Falguni and Shane Peacock. The screen was alive with images of the designer duo’s show at the recent New York Fashion Week. Spotted in the packed place were Sameera Reddy, Evelyn Sharma, Hazel Keech, Vikram Raizada, Parvathy Omanakuttan, Manasi Scott, Susheel and Falguni Jhaveri, Kiran and Sunil Datwani, Prateik Babbar, Sophie Choudhry and Anusha Dandekar. Everyone relished the duo’s signature finger food of teriyaki glazed vegetable vol au vents and the watermelon martinis besides the Chivas. And looking happy indeed were Ala and Rajan Madhu, MD, F Lounge.Diner.Bar and directors Puneet Nath and Yuvraj Chawla.



Tarun Tahiliani and Renaud Dutreil at the LFW offsite show at Tote ne day before LFW could kick off it was time for the offsite show at Tote with designer Tarun Tahiliani, presented by French luxury vodka brand Tigre Blanc. The brand’s founder Renaud Dutreil was there to welcome guests like Christian Louboutin, Queenie Singh, Madhoo Shah, Simone Singh, Nisha Jamvwal, Tanuja and Sunil Padwal, Shagun Gupta, Krishna Mehta, Rina Shah, Sabina and Anil Chopra. Guests enjoyed the cocktails made from the vodka produced in the Cognac region, said to embody the essence of French passion and luxury. Also present were Tigre Blanc’s Jason Lundy and Pascale Ahmed and celebrity mixologist Ulric Nijs.


Kareena Kapoor and Namrata Joshipura at the Lakmé Fashion Week grand finale at Grand Hyatt



Shane and Falguni Peacock at the F in Focus night at F bar April 16-30, 2013


Hygiene and safety

Goan zest

Camp Education Society’s Dr Arvind B Telang Institute of Hotel Management, Pune organised a theme dinner 'The Zesty Goan Food Festival'

CheckSafetyFirst of UK partnered with Travel World Experiences and launched its services in Indian sub-continent in New Delhi

Leela Travel Trade Awards

Positive colours

L-R: Kiran Jyoti of Indian Routes LPTI - Le Passage to India; Rajiv Kaul, president, The Leela Palaces, Hotels and Resorts; Vivek Nair, chairman and managing director, The Leela Palaces, Hotels and Resorts and Deepak Bhatnagar, executive director, LPTI - Le Passage to India at the first Leela Travel Trade Awards hosted at The Leela Kempinski Gurgaon L-R: Sanjay Mathur, MD, 7 Degree Brauhaus and his wife Lalita Mathur celebrated Holi festival in Bollywood style in Gurgaon

Swanky additions

Dedicated space Actor and model Milind Soman cutting the ribbon to inaugurate the women's wing at Lemon Tree Premier, Ulsoor Lake in Bengaluru

Nom Nom restaurant in Bandra opened its doors to the public with a luncheon comprising of highly accomplished people, such as Rashmi Uday Singh, Prahlad Kakkar and Mithali Kakkar, Sunanda Shetty, Manju Nath, Amla Ruia April 16-30, 2013




Earth Hour 2013

Conrad Macao supported Earth Hour 2013 which is part of its year-long resolution to ‘Go Beyond The Hour’

ITC Grand Chola, Chennai observed Earth Hour

Signature for good

Renaissance Mumbai Convention Centre Hotel and Lakeside Chalet Marriott Executive partments recently switched off their lights for an hour to support the Earth Hour 2013

Special offerings

Vineet Mishra GM, Courtyard by Marriott Pune City Centre and Dr Meeta Nakhare, well known gynaecologist in the city at the Evviva Sky Lounge which hosted an evening in support of the ‘Signature for Good’ collection

L-R: Kapil Chopra, president, The Oberoi Group; Vikram Oberoi, COO and joint managing director, The Oberoi Group with Sanjay Rai, EVP, sales, The Oberoi Group unveiled the special offers brochure in Delhi

A brand new taste

The global food festival Taste of Mumbai was launched in the presence of Stephen Flintwood, senior VP and MD, IMG; Shailesh Baidwan, country manager and head, consumer cards business, American Express India; Rachna Sharma, Karen Anand, Babso Kanwar



April 16-30, 2013


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