Hra feb issue

For Private Circulation Only l Published by Indian Hospitality & Tourism News Service

February 2012

HRANow Estd: 1951

The official publication of Hotel & Restaurant Association (Western India)

Hot Destinations India’s hospitality landscape is all set to undergo a metamorphosis

From SG’s Desk...

Dear Members, Greetings in the 61st Year of the Hotel & Restaurant Association Western India!

I am writing to all of you, the reason being since our President Mr. Kamlesh Barot, has also assumed presidentship of FHRAI and hence his message will be featured in the FHRAI magazine as the president’s message. The New Year is already one month old and before we would realize time would have flown and we would be heralding yet another New Year. You all would be happy to know, that this year being our time to host the national FHRAI convention, come September! W are very much looking at being in our region. The details of the convention are being worked out by the Organising Committee under the convention Chairmanship of Mr. Vivek Nair and Co-Chairman Mr. Sunit Kothari and more timely information will be conveyed to you in due course.

Regarding the latest amendments to the Bombay Entertainment Duty Act 1923, we once again met up with the Principle Secretary, Revenue, Mr. Swadheen Kshatriya to express our concerns regarding the ambiguities and anomalies in this act which are being interpreted differently and to please consider our representation sympathetically and to immediately initiate necessary corrective steps in the larger interest of our hospitality industry, local artists and the general public. He assured us that this would be looked into after the elections, since the prevalence of the code of conduct because of the ensuing elections.

We hosted the first FHRAI executive committee meeting 2011/12, in Mumbai, with generous unstinted support from The Oberoi, Trident, The Taj Mahal, Vivanta by Taj President and Marine Plaza.

Your trade show committee Chairmen Mr. Jimmy Shaw and Mr. Chetan Mehta are busy preparing for our 2nd trade show - HFTI - Hospitality Food Travel India, which is taking place from 11th to 13th October, 2012 at the Nehru Center, Mumbai; please do block these dates in your calendar.

The Directorate of Food & Drugs Administration, Goa for the convenience of our fraternity in Goa, is setting up special camp offices in Municipal Council Halls, located in Margao, Ponda, Mapsua and Vasco beginning from 24th January to 7th February, 2012. We have been able to achieve this with the help of our Chairman, Goa Liaisoning Sub Committee, Mr. Gaurish Dhond. This has been done to facilitate the process of granting of fresh or renewal or switching of their existing valid licenses. In last month’s issue the President, Mr. Kamlesh Barot, had mentioned in detail about the new FSSAI Act in his note.

I would also like to mention regarding the first Annual Cornell International Summit which was held in Mumbai at The Taj Mahal Hotel, which was attended by the President Mr. Kamlesh Barot along with his 10 committee members of FHRAI and HRAWI and self, which was organized by the Cornell Hospitality School. Among the dignitaries at this round table and the summit were Mr. Raymond Bickson, MD and CEO of Taj Hotels Resorts and Palaces; Mr. Vikram Oberoi, COO and Jt. MD of The Oberoi Group, Mr. Patu Keswani, CMD, The Lemon Tree Hotels; Mr. Vivek Nair, VC & MD, The Leela Group; and Ms. Priya Paul, Chairperson of Apeejay – The Park Hotels.

With Best Wishes,

Malvinder Narang Do write in with your suggestion and feed back to secgen@hrawi.com

02 | Feb 2012

HRA NOW

Editor’s Note

The power of emerging cities

A

lthough the hospitality industry is been facing greater adversity over recent years, this hasn’t dented the spirit of hoteliers who are looking to build new properties across India. The country’s room supply is well short of projected demand— something what hotel developers see as an opportunity to explore. India needs additional 4 lakh hotel rooms to meet the demand. At a time when majority of the world’s matured markets facing an oversaturation situation, India offers an attractive option due to its strong domestic and international demand.

India’s growth story is driven by its emerging tier II and tier III cities, which have huge potential to grow. Since the cost of real estate in the metros has reached a prohibitive level, these emerging cities have become most sought after destinations for new hotels. Also, the growing purchasing power of population living in those cities is helping the cause.

Our cover story tries to find out which are the hot destinations for new hotels in India and why. With a slew of new hotels in various stages of construction in India, the hospitality landscape is all set to undergo a metamorphosis in the foreseeable future. The best part is that this expansion is happening across the country without necessarily focusing on “tourist” destinations. The story indicates that tier II cities like Raipur, Ahmadabad, Aurangabad, Indore, Pune, Nashik and Patna besides, others have huge potential to grow, which hoteliers are fast realising. This is a good sign for the Indian hospitality industry. Though the infrastructure is still an issue for tier II and tier III cities, the situation seems to be improving with times. A number of state governments are showing keen interest to attract more tourists into their states and they are investing in improving the infrastructure.

This month we are also carrying a roundtable discussion on branded hotel versus stand-alone hotel. We hope this will give you a good insight about pros and cons of both types of properties.

Enjoy reading!

Pulak Sen Editor-in-Chief sen.pulak@gmail.com

04 | Feb 2012

HRA NOW

Contents FROM SG’S DESK 02 EDITOR’S NOTE 04 NEWS 08

HRA Now INDIAN HOSPITALITY & TOURISM NEWS SERVICE a division of Indian Aviation News Service Pvt. Ltd. 603, Palm Beach Apartment J. P. Road, Versova, Andheri (W), Mumbai 400 061 India.

PUBLISHER HIRAK SEN Email: hirak@yahoo.com EDITORIAL Editor-in-Chief PULAK SEN Email: sen.pulak@gmail.com Cell: +919920775478 Editorial Assistant BISHNUPRIYA SEN MARKETING SHARMISTHA ROYCHOUDHURY

Cell: +919967070706 Email: hranow2011@gmail.com STUDIO Senior Designer RAJESH NATARAJAN Designer RADHIKA SEN Circulation SURESH DAPHAL

COVER STORY Crystal gaze into hospitality sector

12

REGISTERED OFFICE 603, Palm Beach Apartment J. P. Road, Versova, Andheri (W), Mumbai 400 061 India.

DISCLAIMER

ROUND TABLE 18 Branded Vs Roundtable hotel

F&B New trends in tableware 24

The publishers regret that they cannot accept liability for error or omissions contained in this publication, however, caused. The opinions and views contained in this publication are not necessarily those of the publishers. Readers are advised to seek specialist advice before acting on information contained in this publication, which is provided for general use and may not be appropriate for the readers’ particular circumstances. The ownership of trademarks is acknowledged. No part of this publication or any part of the contains thereof me be reproduced, stored in a retrieval system or transmitted in any form without the permission of the publishers in writing. An exception is hereby granted for extracts used for the purpose of fair review.

HRA Now is published, edited and printed monthly by Hirak Sen on behalf of Hotel and Restaurant Association (Western India) and published by Indian Hospitality & Tourism News Service, a division of Indian Aviation News Service Pvt Ltd, 603, Palm Beach Apartment, J. P. Road, Versova, Andheri (W), Mumbai 400 061. India, printed at Nectar Prints Pvt. Ltd, A/127, Ghatkopar Ind. Estate, Ghatkopar (West), Mumbai - 400 086.

The title, HRA Now is the property of Hotel & Restuarant Assocaition (Western India).

PRODUCTS 28 APPOINTMENTS 32

6 | Feb 2012

HRA NOW

Association News

Indian Hospitality & Tourism News Service

FHRAI announces new team of office bearers

Mr. Kamlesh Barot who recently took over as the president of the Federation of Hotel & Restaurant Associations of India (FHRAI) announced his new team of office bearers at the executive committee meeting held in Mumbai.

The FHRAI is the apex body of the hospitality industry in India and it represents around 3,700 members, comprising 2397 hotels and 1165 restaurants, including resorts and hotels along the coast-line of India.

The following luminaries were announced as the associates of Mr Barot at the FHRAI executive committee meeting held on January 11, at the Oberoi, Mumbai: • Mr. K Syama Raju, Vice President • Mr. Ratan Marothia, Vice President • Mr. SM Shervani, Vice President • Mr. Vivek Nair, Honorary Secretary • Mr. Suresh Kumar, Honorary Treasurer • Mr. Deepak Puri, Jt. Honorary Secretary • Mr. DS Advani, Jt. Honorary Secretary Mr. Barot is an innovation entrepreneur and an accomplished restaurateur, having had valued experience in India as well as abroad in setting up many brands. He has been active in the hotel and restaurant business and has been a committed member of FHRAI for the last two decades in various positions and has been the president of HRA (WI) since 2010. He shares the distinction of being one of the youngest ever president in FHRAI’s history.

Mr. Saeed Shervani, vice president, FHRAI has been the executive committee member of FHRAI for last eight years. He is the president of the Hotel and Restaurant Association of Northern India (HRANI) and on the board of governors of the IHM- Pusa, New Delhi. He was the president of Uttarakhand Hotel and Restaurant Association for two years and also the vice president of National Restaurant Association of India (NRAI).

Mr. Vivek Nair owns the Leela Hotels at Sahar, Goa, Bangalore, Udaipur and New Delhi. Mr. Nair is currently the chairman of the World Travel & Tourism Council, India Initiative (WTTC.II). He has been the president

08 | Feb 2012

of the FHRAI and continues to represent it in various capacities, like the honorary secretary for 2011-2012. He is also on the board of the Tourism Finance Corporation of India (TFCI), Kerala State Industrial Development Corporation (KSIDC) and other companies.

Mr. DS Advani, CHA, FIH is a certified hotel administrator from the American Hotel and Lodging Association as well as a fellow of the Institute of Hospitality. Currently, he is the joint honorary secretary of FHRAI and senior vice president of the HRAWI. He is also chairman of the seminars sub- committee of the FHRAI and chairman of the HRD sub- committee of HRAWI. Mr. Suresh Kumar, chief executive officer, Fortune Park Hotels Limited, joined ITC Hotels Ltd as a management trainee in 1978. In a career spanning about three decades, Mr. Kumar has held several managerial positions in ITC Welcomgroup’s prestigious hotels. At present he is a management committee member of Hotel & Restaurant Association of Northern India (HRANI), executive committee member of Hotel Association of India (HAI) and Federation of Hotel & Restaurant Association of India (FHRAI).

IMPORTANT NOTICE The new Membership forms of the Hotel & Restaurant Association (Western India) in the PDF format have been uploaded for all four categories viz: Hotels, Restaurants, Associate & Affiliates on the association’s website www.hrawi.com for easy accessibility by prospective new members.

Sd/Malvinder Narang Secretary General HRAWI

HRA NOW

Indian Hospitality & Tourism News Service

News

ATTENTION GOA MEMBERS management committee member of Hotel & Restaurant Association of Northern India (HRANI), DATES AND PAPERS REQUIRED FOR RENEWAL OF FSSAI LICENCE IN GOA executive committee member of Hotel Association of India (HAI) and Federation of Hotel &

Restaurant Association of India (FHRAI).

ATTENTION GOA MEMBERS DATES AND PAPERS REQUIRED FOR RENEWAL OF FSSAI LICENCE IN GOA

DETAILS OF DOCUMENTS TO BE SUBMITTED

Registration (below Rs12 lakh annual turn over) Licensing (above Rs12 lakh) Fresh Renewal Fresh Renewal 1. Form – B 1. Form – B 1. Form – A 1. Form – A

2. Original earlier 2. Proof of Identity 2. Original 2. Proof of PFA Food Panchayat / earlier PFA Identity licence Municipality Food licence

booklet NOC; booklet 3. Panchayat /

Municipality 3. Proof of 3. Health NOC, if 3. Proof of NOC; Identity eating house; Identity

4. Health NOC, if 4. Rs 2000 fees 4. Premises 4. Affidavit eating house; for one year; ownerships undertaking

documents; as regards 5. Premises 5. 2 photographs

annual turn ownerships

5. Constitution of over; documents; firms;

5. Rs. 100 fees 6. Constitution of 6. Rs. 2000 fees for one year; firms for one year;

6. 3 photographs 7. Affidavit 7. 2 photographs undertaking as

regards annual turn over;

8. Rs. 100 fees for one year;

9. 3 photographs

Note: Above documents should be submitted in a special file.

ͲͲ

HRA NOW

Feb 2012 |

09

News

Indian Hospitality & Tourism News Service

India signs MoU on tourism with ASEAN

India and ASEAN have formally signed an MoU at Manodo, Indonesia last month to strengthen tourism cooperation. The Indian tourism minister, Subodh Kant Sahai said that this would serve as the key instrument for more action oriented cooperation, encouraging both parties to cooperate in facilitating travel and tourist visit and further strengthening the close tourism partnership.

10 | Feb 2012

He expressed his happiness towards the progress made in the implementation of the work plan for the development of ASEAN-India cooperation in Buddhist pilgrimage tourism, including the production and promotion of materials and documentary films on Buddhist pilgrimage in ASEAN-India.

Sahai said since the number of tourist arrivals between ASEAN and India had shown steady growth, the establishment of ASEAN Promotional Chapter in Mumbai would act as a tourism marketing and promotion agency of ASEAN National Tourism Organisation.

The ASEAN-India Tourism Ministers held their third Meeting in conjunction with the meeting of the ASEAN Tourism Forum. The Meeting was jointly chaired by Sahai and Dr Mari Elka Pangestu, Minister of Tourism and Creative Economy of Indonesia.

It may be recalled that Prime Minister of India had announced during the 9th ASEAN Summit held at Bali on November 19, 2011 that a MoU on strengthening tourism cooperation between India and ASEAN would be signed preferably at the meeting of ASEAN-India tourism minister in early 2012.

HRA NOW

News

Indian Hospitality & Tourism News Service

India tourism road shows in Saudi Arabia

Lemon Tree unveils its premium brand

In an effort to tap the high-end tourists from Saudi Arabia, the Indian tourism ministry had recently organised tourism road shows in the cities of Dammam, Riyadh and Jeddah.

A strong Indian delegation comprising officials from the tourism departments of Jammu & Kashmir and Maharashtra, members of the Indian Association of Tour Operators (IATO), Air India, Jet Airways, Taj Group of Hotels, medical and wellness facilities, from India were present to showcase the multitude of tourist attractions of India.

The Road Show held in the city of Dammam on 7th January 2012 witnessed the presence of over 154 participants representing the members of the travel trade, media and opinion makers of this sector.

During the event held in Riyadh on the 9th January, as many as 172 members of the travel industry and media participated and got a glimpse of Indian tourism products and its rich cuisine. The final leg of the Road Show was held in Jeddah on the 11th January 2012.

According to travel statistics, 4.5 million Saudis representing nearly a quarter of the population, travelled abroad and spent about US$33 billion last year. India is fast emerging as a preferred destination for the Saudi tourists.

Lemon Tree hotels have recently unveiled its premium brand of hotels, Lemon Tree Premier. Located in Bangalore, Gurgaon and Hyderabad, the Premier hotels would provide an enhanced product offering, with a range of premier services including deluxe cars for pickup and drop; superior room amenities; a higher share of top-of-the-line premium rooms and specialty restaurants.

Rahul Pandit, President and COO, Lemon Tree Hotels, said: “Lemon Tree Premier draws from the essence of the upscale mother brand–Lemon Tree. It retains the fresh, fun and spirited elements that our guests have come to value and then enhances the entire experience.”

Lemon Tree Premier currently operates over 500 rooms across its three properties in HITEC city, Hyderabad; Leisure Valley, Gurgaon and Ulsoor Lake, Bangalore. With projects underway in New Delhi, Mumbai, Gurgaon and Pune, Lemon Tree Premier will have an inventory of over1500 rooms in the next three years.

The new Se�fCook�ngCente�� wh�teff�c�ency�

Eff�c�ency meets cu��n��y de���ht The patented H�Dens�tyCont�o�� – the �e�nvent�on of cook�ng qua��ty

��� �� %

chicken legs in �� minutes more capacity*

�� %

less energy consumption*

The new p�tented H�Dens�tyCont�o�® �u���ntees outst�nd�n� cook�n� qu���ty �nd pe�fo�m�nce desp�te m�n�mum �esou�ce consumpt�on.

You c�n p�ep��e �n unbe��ev�b�e ��n�e of d�shes us�n� on�y one �pp���nce, e. �. f�om ������n� ch�cken ove� ste�m�n� f�sh to b�k�n� s�mos�s.

And the �evo�ut�on��y cont�o� concept �s so s�mp�e to ope��te. �t c�n be done by eve�ybody.

V�s�t ou� RAT�ONAL Cook�ngL�ve event. Rese�vat�ons unde� www.�at�ona�-ch�na.com o� ca�� ou� off�ce �n Shangha� ��� �� ��������. * comp��ed w�th convent�on�� cook�n� �pp���nces.

HRA NOW

Feb 2012 |

11

Cover Story

Indian Hospitality & Tourism News Service

Crystal gaze into hospitality sector ”

With a slew of new hotels in various stages of construction, the hospitality landscape is all set to undergo a metamorphosis in the foreseeable future. The best part is that this expansion is happening across the country without necessarily focusing on “tourist” destinations, Bindu Gopal Rao writes

A

plethora of new hotels are all set to make their debut across cities in India and the best part is that growth is happening across sectors. According to the Hotel Valuation Index And Compensation Survey 2011 India from HVS, “an analysis of

12 | Feb 2012

the industry today reveals a landscape where hotels are no longer restricted to major cities but are aggressively growing in tier II and even tier III cities. Guests today have choices in hotel products that range from the luxury to the budget segment. India has now become a market that no serious hotel company can

ignore, as evidenced by the slew of international brands that are either already established in the country or are seriously plotting their entry strategies. Also, what is notable is that despite such intense competition from international brands, Indian brands have held their own and have even thrived.”

HRA NOW

Cover Story

Indian Hospitality & Tourism News Service

Buoyed on by a resurgent economy, even tourism boards are doing their bit to promote their states and consequently inviting hospitality majors to set up hotels across categories in their state. Bihar Tourism for instance, recently announced its intention to set up star-rated hotels of different categories at key tourism destinations across the state.

In general the emerging markets are showing the healthiest growth rates and comparably good profit records as well. “Most of the old world destinations are held hostage either by oversaturation of the local markets or by the still rising labour costs. India is especially attractive due to its strong domestic and international travel demand. Also the overall demographic data of India is promising a strong travel trend for the next decades as the uprising and young middle class will grow and will therefore support a highly potential target group,” opines Alexander Schneider, General Manager, Park Plaza Bengaluru.

Best Western International Inc, USA is planning 66 new hotels in India within the next five years as part of the company’s aggressive business expansion plans and its continued focus on the growing needs of the Indian hospitality industry. These hotels will be spread across the country in tier I, tier II and tier III cities with a special focus on key manufacturing and trading cities. Best Western’s expansion plans will see an inflow of Rs 1600 crore investments into the Indian hospitality industry. The company plans to have 20 five star properties within the next five years. Likewise Starwood Hotels Resorts Worldwide, Inc hopes to have 100 hotels in operation, under development and management contracts signed by 2015.

Hot Destinations

Location is an important factor that needs to be considered. With consumer preferences changing and access to internet technologies, the well heeled traveler is looking for offbeat holiday destinations. “Konkan, has always had great potential, but Goa took forefront.

However, now things are changing. Goa has become clogged and bad publicity of drugs and unsafe reputation, the infrastructure of this once most happening place cannot keep up to the wide spread. The Konkan region is more virgin, untouched and not crowded has the same sea coast and cleaner. Tier II cities like Raipur, Ahmadabad, Aurangabad, Indore, Pune, Nashik, Patna have even more scope, and rural marketing has taken off in such a big way here. The tier III town infrastructure is something to be envied, and is on par tier II cities, so it’s but natural that the Indian populace is looking for new uncharted territories,” opines Anil Paranjpe, CEO, MD Prolific Hotels.

Adds Manju Sharma, Director, Jaypee Hotels, “Noida/Greater Noida has been considered

HRA NOW

“

The overall demographic data of India is promising a strong travel trend for the next decades as the uprising and young middle class will grow and will therefore support a highly potent target group

”

Alexander Schneider, General Manager, Park Plaza Bangalore

as one of the hot destinations especially post the maiden Grand Prix 2011. The region has already seen tremendous rise both in terms of infrastructure and industrial development.

The National Capital Region has strong micromarkets; and the pace at which Noida and Greater Noida are expanding, it is important for key hospitality chains to be present there. Since this region is an emerging IT hub and MNCs are developing at a good pace, it becomes imperative for major hotel chains to churn out opportunities for their business development.” With almost every international hotel chain planning to set up shop in India, there could well be a situation of abundant supply resulting in a competitive market. “Some of the tier II and tier III cities have also been drawing increased attention with their growing economies. These include Vizag, Trivandrum, Coimbatore, Kochi and Mangalore in the south and with other cities like Indore, Bhubaneshwar, Amritsar and Ludhiana to name a few in the rest of India. These places have scope for budget to midscale hotels. Metro cities like Bangalore, Mumbai and NCR are always the hot favourites with developers as the cities are still growing and will be able to absorb the increase in supply much quicker than tier II cities. “Brigade Group already has two operating hotels in Bangalore–Grand Mercure–the first in India and the first newly built and Starwood managed Sheraton hotel in India in the 5 star category. We have plans for another 2-3 hotels in Bangalore, but in the mid-market category. Our next hotel is a Holiday Inn -Chennai, on OMR, another growing IT corridor,” says Nirupa Shankar, VP - Business Development & Strategy Brigade Hospitality Services.

Feb 2012 |

13

Cover Story

Indian Hospitality & Tourism News Service

tier III markets. According to SP Kochhar, CMD, Madhuban Group of Hotels, Uttarakhand, “metros will continue to be the hot spots for investment, however, one needs to consider that the cost of real estate in the metros has reached a prohibitive level and one has to be very careful while planning at these locations.”

Metros are still attractive to all the big hotel operators because the operators still do not have a presence in each city. “We still do not have a Ritz Carlton, Four Seasons, W, Sofitel in all our metros and all operators would want to make sure their brand presence felt in this growing market by having all their hotel brands across India’s metro cities. While there is some pressure on the occupancies in the luxury segment of the metro cities, there is still good potential for branded and professionally managed mid-market and budget brands in the metros. However, finding land at low cost and reasonable value is essential in order to make the mid-market hotels financially viable for the developers,” agrees Shankar.

Metro Equation

“

While there is some pressure on the occupancies in the luxury segment of the metro cities, there is still good potential for branded and professionally managed midmarket and budget brands in the metros

”

Nirupa Shankar, VP - Business Development & Strategy, Brigade Hospitality Services

14 | Feb 2012

Number Crunching

Domestic tourist is a major contributor to this huge growth seen in tier II cities. Also, with the real estate prices soaring in major cities in the last decade or so, many companies have also started looking towards other smaller cities for expansion. “From a today’s point of view some of the metros will show signs of oversaturation but most of the hotel projects have been planned for the next 15-20 years and will therefore be subject to a great momentum of growth. I would clearly say that not the supply is a threat but the lack of infrastructure will put a barrier on the economic growth of the cities and then the entire hotel-room capacity equation will fall apart as well,’ says Schneider.

Like every business sector, hospitality industry is also moving its steps beyond metros and targeting key small cities. Metros are somewhat saturated and hoteliers are realizing that tier II & III cities have a lot of potential. “The hotel

According to the HVS Survey, India currently also lacks hotels with large inventories and extensive meeting facilities that can be compared to international offerings. The ten largest hotels in the world have an average room count of 5,000, while that number is just 500 for India. The development of large convention centres around the country will offer attractive returns to investors.

Almost half of the nation’s projected supply through 2014/15 will consist of budget and mid-market hotels. In the smaller cities, this number is closer to 70 per cent, highlighting the importance of these positionings among developers and investors and the implied consensus that there is significant potential for these types of hotels in the future. Based on current staff to room ratio benchmarks, we believe that about 82,000 full-time jobs will be created by these hotels when they open. Developers will need over Rs23,000

industry is estimated to grow at CAGR 11.8 per cent over the next five years to Rs262 billion in FY 15 and realizing this huge potential various budget hotels are gearing up to tap tier II and

crores or US$5 billion in debt to finance the construction of these hotels. A greater need is being felt in the mid-market and budget hotels segment in which a shortfall of around

HRA NOW

Cover Story

Indian Hospitality & Tourism News Service

City wise analysis of room supply City

NCR

Bengaluru

Mumbai

Chennai

Hyderabad

Ahmedabad

Jaipur

Kochi

Mysore

Goa

Proposed Rooms Supply

Reasons for Growth

15848

Political capital of the country (Delhi) Has a number of significant Historical attractions such as Humayuns tomb, Lodhi Gardens in Delhi is home to the countries first ever formula 1 track (Noida) Total Notified Special economic zones: 46 (28 in Gurgaon and 18 in Noida)

5509

•Important IT Hub; Often referred to as the ‘Silicon Valley of India’ due to it •being headquarters f the country’s leading IT companies such as Infosys and Wipro.

•Has a significant number of Historical attractions such as Tipu Sultans Palace, •Bangalore Palace •Total Notified Special economic zones: 16

6921

•Financial and Entertainment Capital of the country •Significant port for the country •Is well connected to the world and the rest of the country •Good Infrastructure •Total Notified Special economic zones: 8

4484

•One of the country’s largest exporters of software, information technology •and ITES (Information Technology Enables Services.

•Well connected to World and the Country •Is a significant port for the country •Good Infrastructure •Total Notified Special economic zones: 6

3682

•Has a significant number of historical sites including Char Minar and •Chowmahalla Place (a UNESCO World Heritage site) •Good Infrastructure •Is a significant IT hub (in development) after Bengaluru •Total Notified Special economic zones: 9

2354

•Has a number of historical attractions such the Sabarmati Ashram, •Jama Masjid, Sidi Saiyyed Mosque •Financial Capital of the state •Has witnessed a number scientific and service industry developments •Total notified Special Economic Zones: 9

2538

•Considered to be a traditional Indian city •Has a significant number of historical attractions such as Amber Fort •and cultural events such as ‘Jaipur Literature Festival’ •Total Notified Special economic zones: 7

2334

•Has created itself a strong leisure destination •Has a number of scenic attractions, particularly the backwaters •Has a historical significance for tourists, with it possess a number of •churches and one of Asia’s oldest synagogue •Home to one of the largest ports in the country, and possess the largest ship building and maintenance facility in the country •Total Notified Special economic zones: 7

2163

•Known for its historical attractions such as Ambavillas •Has a number of scenic attractions as Chamundi hills •Has recently opened an airport granting greater access to the country •Total Notified Special economic zones: 4

1424

•Established itself as a prime Leisure destination •Beaches and Nightlife are its key attractions •Growing connectivity through air travel with the rest of the world and country •Total Notified Special Economic Zones: 3

Source: Cushman & Wakefield Hospitality

100,000 rooms is estimated. Based on a HVS 2011 report, approximately 13,906 rooms will be built over the next five years across varied hospitality projects across Delhi NCR. In short term Delhi continues to be a strong market with Gurgaon expecting to double its supply.

16 | Feb 2012

Furthermore the introduction of DIAL Aero city hotels from late 2012 will see a growth in accommodated demand. On the other hand Mumbai, according to industry reports, currently has a supply growth pipeline of 12,121 rooms.

“

The Konkan region is more virgin, untouched and not crowded has the same sea coast and cleaner. Tier II cities like Raipur, Ahmadabad, Aurangabad, Indore, Pune, Nashik, Patna have even more scope, and rural marketing has taken off in such a big way here

”

Anil Paranjpe, CEO, MD Prolific Hotels

Growth Drivers “Construction of hotels is highly capital intensive and it is estimated that to construct a single five-star room it costs around Rs1.25 crore. As a result there is no incentive to construct new hotel properties and there is a mismatch between demand and supply leading to higher occupancy rates and increase in prices. Metros have a high cost of land, which often discourages an investor. As a result, the average rate of hotel rooms in five-stars has gone up from Rs4000 five years ago to Rs16000 now. Though this rate can be affordable for business travelers, it is not very agreeable with the leisure and budget travelers.

Further, there is no rationalization of taxes as different states charge different rates across the country. Multiplicity of taxes like value added tax and service tax further compound the problem. Tax holidays are available only to hotels at heritage sites; this measure although beneficial for heritage properties, does not percolate down to the rest of the hospitality / hotel industry,” opines Ankur Bhatia, Executive

HRA NOW

Cover Story

Indian Hospitality & Tourism News Service

SELECT EDITIONS FROM ITALY, CHINA & VIETNAM

“

Metros have a high cost of land, which often discourages an investor. As a result, the average rate of hotel rooms in five-stars has gone up from Rs4000 five years ago to Rs16000 now. Though this rate can be affordable for business travelers, it is not very agreeable with the leisure and budget travelers

”

Ankur Bhatia, Executive Director, Bird Group Director, Bird Group. According to Kochhar, “for setting up any business venture, Government policies are of utmost importance. While making your choice of your favoured city one has to certainly see the cost of land, as it would have a direct bearing on the cost of the project and yes the logistics of the city do matter because if commuting is not convenient and easy, hospitality sector will surely take a beating.” Adds Vineeth Purushothaman, Director, White Sky Hotels & Resorts, “in 2012 approximately 80-90 hotels will open across India with about 15000 plus rooms.”

Room Supply Delhi-NCR, Mumbai, Bangalore, Chennai and Calcutta in that order are likely to witness the most number of keys in 2012. Hyderabad will not have as many rooms due to the political instability in the state. “Looking ahead to 2012, Bengaluru, Chennai, Chandigarh, Goa, Hyderabad, Indore, Jaipur, Kolkata, Mangalore, Mumbai, Mysore, Nasik, New Delhi/ NCR and Pune are the new cities which are being considered by big hospitality chains. Also leisure and tourist destination will witness great demand,” says Sharma. Adds Kochhar, “in the year 2012 it is going to be ‘B’ level cities which will see the growth of hospitality, maximum focus will be on the newly developed hill stations offering short holiday options and cities offering more business travel will see an upsurge of volumes. Talking of Dehradun and Mussoorie alone, approximately 1000 more hotel rooms shall be added, in spite of non favourable conditions like bad road connectivity and overcrowded rail connection. More rooms and hotel are being sanctioned than what is actually the carrying capacity of these locations.” Bhatia rates his top 10 destinations to include Goa, Rishikesh, Rajasthan, Kerala, Leh, Manali, Agra, Mysore, Andaman Nicobar, Cities across Madhya Pradesh.

HRA NOW

Feb 2012 |

17

ROUND TABLE

Indian Hospitality & Tourism News Service

Branded versus stand-alone hotel Even as branded properties spell consistency, quality and profitability in tight market conditions, stand-alone properties have the flexibility and individuality to tide over tough times. Aruna Rathod speaks to experts in the hospitality sector to get a ringside view on the debate What according to you are the pros and cons of stand-alone and branded hotels?

Sumit Kant: To me branded hotels are more profitable than independent ones under all economic conditions. During recession, the difference is particularly significant. A brand can generate a high performance and it excels in consistency. Business travelers especially favour branded over unbranded. Top brands play vital role in attracting customers who pay more and therefore higher returns to the owners.

There is no doubt that royalty/franchisee fee, etc affects the net operating profit, however, intangible benefits compensate that.

Dinesh Advani: With a brand you have the biggest advantage of brand standards as well as sales and marketing muscle which in today’s time are a huge bonus.

Stand-alone hotels definitely don’t score in these aspects. A stand-alone can never compete with a branded hotel in terms of marketing muscle. It is practically impossible for a stand-alone to have an RSO in more than a few cities, which may be key feeder markets. Loyalty programs are another key area where stand alone hotels lose out. It may be possible for a stand-alone hotel to have a loyalty program but it can never match a strong brand.

However, the distinctive individuality which an independent hotel enjoys, especially if it is in a strong market, is something a brand might not be able to enjoy. An independent hotel invariably will have the owner on the premises all the time so the personal level of interest an owner takes is definitely different than what an operator would do. The sense and pride of ownership is very different from that of just an operator. Also when you are a stand-alone, you go by your set of rules which you feel are right and good for your property.

18 | Feb 2012

In a brand you will very often have to go by the rules of your corporate office which might be in another country altogether.

Another advantage independent hotels enjoy is more flexibility of pricing. Independent hotels also score over branded hotels (this would apply more to foreign brands) in terms of cultural differences.

I also think there is something known as owner’s passion, which a brand may find hard to replicate.

Swarup Datta: A stand-alone hotel has the advantage of having an opportunity to create a differentiated hospitality experience.

They can be localised a n d

ROUND TABLE

Indian Hospitality & Tourism News Service

customised to suit target customer profile.

The con could be a lack of reach due to nonaffiliation with established brands. Perception of quality of product and service may be poor and may not be able to drive all market segments and price points due to mismatches in product and service bundle. In case of a branded hotel, the pros are the quality and positioning in the market is easier to achieve with a brand flag flying on top of the building.

Standards on product and service are clearly defined and customer knows what to expect.

The marketing and distribution power of brands is vastly superior to standalone and unbranded products. The multiple price points and market segments can be tapped.

The cons are that it is very standardised and there are strict operating guidelines. There is a possibility to miss local revenue generation opportunities due to brand standards guidelines or product mix that cannot be customized.

Rohan Hegde: The advantages of a branded property are that branding increases the

market value and share of a property. Affiliation with a brand gives a sense of pride and status.

The cons are that expectations are pretty high in terms of maintaining set standards.

Quality standards have to be maintained. It is also difficult (not impossible) to maintain consistency in terms of deliverance due to various shortcomings at operational levels.

The pros of a stand-alone property are that it does not have to compete with the branded properties as it is not counted as one but only has to make its presence felt. It can still create its own market share with price point working to its advantage.

The mid-scale market is where the under currents are very strong nowadays. With pricing working towards its advantage it can make a mark for itself. A stand-alone can really enjoy a lot of flexibility and be very nimble on its feet when it comes to pricing changes and offering, and operational changes. This is because decision making is much faster by the stake holders.

The decision making learning curve is much better for an executive or employee of a standalone hotel. This is because, in a professionally managed stand-alone hotel, the person has to take quick decisions himself and in the process, gains an all-round experience which helps him career wise.

The cons of a stand-alone property are that they are not able to attract greater international traffic towards itself.

On this roundtable:

Sumit Kant, General Manager, Four Points by Sheraton, Navi Mumbai

Dinesh Advani, Jt. Managing Director, The Shalimar Hotel Mumbai

Swarup Datta, General Manager, The Park, Navi Mumbai

Rohan Hegde, Director, Tunga Group Mumbai

Amit Goenka, National Director, Capital Transactions and Hospitality, Knight Frank India

Feb 2012 |

19

Indian Hospitality & Tourism News Service

and facilities for the regional traveller. They are entrenched with local cuisine, connectivity, culture and employ locals who can be useful to the tourist.

Branded hotels do not normally regionalize or customized themselves as such. Also such stand-alone often extend credit terms to SMEs and smaller-sized regular clients.

Some of the cons of a standalone hotel are lack of systems and consistency in service levels, design and specifications.

They may not be consistent with their advertisements and brochures.

In case of branded hotels, the pros are the standard design and amenities. They also attract clients by giving membership rewards and ability to choose the same brand hotel in most cities. There is uniform service and cater to higher to upper scale clients. Each segment is well segregated into either 2, 3, 4 or 5 star or leisure, business, so the client knows what he gets.

The cons for branded hotel are that they are not present in non-metro locations and there is no local flavour.

“

To me branded hotels are more profitable than independent ones under all economic conditions.

During recession, the difference is particularly significant

Which one, do you think is better for which market?

”

Sumit Kant, General Manager, Four Points by Sheraton, Navi Mumbai Also with the domestic market experimenting with the branded hotels, stand-alones have continually raised the bar in terms of service and quality check.

Skilled manpower is always a matter of concern, which has to be contended with average students or has to train unskilled staff. Hence, it is difficult to create a benchmark for itself.

Amit Goenka: The pros of a stand-alone hotel are flexibility and nimbleness to adjust to client’s needs. For a stand-alone hotel it’s easy to change their categorization according to market parameters.

Hotels operating as leisure hotels convert into business hotels by adding fine dining, conference facilities etc to suit market conditions. They also usually adapt well to local sensibilities. Such hotels create ambience

20 | Feb 2012

Kant: The hotel guest looks at dependable service, experience and security. A brand has an edge here. The emotional value attached with the brand also plays a big role in choosing them over unbranded hotels.

Advani: I think both enjoy their own place in the market. Quite frankly, it depends on the market itself. In a highly competitive market brands might score out on their marketing strength but then again an independent will also stand out on their distinctiveness and individuality.

Datta: Most developed markets are made up of branded hotels and unbranded hotels which offer a clearly differentiated product and service experience at an appropriate price point, perform well.

Customers in these markets are well travelled and knowledgeable about brands and their offers and do not mind using an unbranded hotel for the local reputations they may have developed.

In emerging markets, branded hotels across the entire spectrum of the value chain are a clear advantage. Hotel owners can tap the advantages of these brands and consolidate

their position. Customers are faced with uncertain product offers in undeveloped and emerging markets and brands inspire a feeling of confidence in ensuring that their travel experience meets expectations.

Hegde: Today the market is for grabs. The early bird catches the fly as the old saying goes, and with stiff competition it is very difficult to differentiate or draw lines. One has to be flexible rather than rigid while managing this volatile market to make ones presence felt. Branded properties have taken a larger stake in the pie because of its larger inventory.

Standalone properties have comfortably placed themselves with competitive price points keeping in mind the positive movement of the domestic market. Also, very importantly, the good stand-alones are excellent when it comes to personalized relations with their customers. So much so that people are also more enthused to do business with places that recognize them better.

Goenka: Most metros need branded hotels as they have the central business districts, airports.

Branded hotels are best suited for cities that have a high degree of trade and commerce or tourism. For instance, Goa as a tourist destination requires branded hotels as it has a high domestic and international tourist arrivals seeking high service levels or Ahmedabad that is gaining in cross border trade and commerce and hence needs branded hotels.

Stand-alone hotels are best for tier II and tier III cities as these don’t cater to national or cross border business or don’t form part of high international tourist arrivals.

From the investors or owners point of view which one gives better profit or ROI? Kant: Over the years, most of the stand-alone hotels are finding it difficult to survive mostly because of various factors discussed earlier.

However, there are still some unbranded hotels who are doing well by dint of their long standing, more personalised service and sometimes again the emotional value attached specially in food and beverage area.

Advani: I think if an owner is going to be involved in day-to-day operation, where the hotel business drives him to achieve a higher level of guest satisfaction, then one should be an independent. If you have the aptitude of the hotel business and you are staying in the same city of the hotel, maybe you are better off running the property yourself/ along with a professional team in place. Yes, one can always have marketing alliances that is something which will help the independent owner. If a person is just an investor and does not have the know-how on how to run a hotel maybe it

HRA NOW

ROUND TABLE

Indian Hospitality & Tourism News Service

makes sense to tie up with a brand. Very often people involved in other businesses decide to start a hotel–for these it makes sense to tie up with a brand (whether it is a management contract or whether there is equity involved or if it’s just a franchise). Sometimes brands

from the customer perspective. The longterm value of branded hotels far exceeds that those that do not fly and brand flag. However, there are iconic unbranded hotels in mature markets but they have reached that stage after decades. Branded hotels are definitely

more than anything else. Independent hotels also have a very high guest satisfaction level but how can you compare a brand which may have 50 offices around the world, a strong reservation centre, a highly strong loyalty program to an independent? So though brands do enjoy these advantages, independent hotels have to make sure that they are able to carve out a niche for themselves and offer those extra value add-ons to make themselves competitive in the market place.

Datta: Yes and no. Unbranded hotels with energized differentiation strategies are doing well in spite of having branded competition hotels in the market place. A great location without a fancy brand, but offering consistent products and services at appropriate market price will still do well. Brands help bring their most loyal customer base through their loyalty programs and other distribution channels and have their own value proposition that is attractive to the consumer. A good branded hotel in emerging markets will counter any disadvantage that the destination may have to offer.

(especially in case of management contracts) can be expensive. Management fees can be high. Plus, due to certain stringent brand standards, the cost may escalate.

Profitability and ROI all depends on how you run the hotel. In both cases it can be very good.

Datta: Brands take a lot of time to be established and considerable effort is made by brand owners to differentiate and establish their brands in the marketplace. National, international and regional brands all have met with reasonable success as their value proposition has been unique and sustained

“

A stand-alone hotel can really enjoy a lot of flexibility and be very nimble on its feet when it comes to pricing changes, offerings, and operational changes

”

Rohan Hegde, Director, Tunga Group Mumbai

22 | Feb 2012

more attractive for the owner to seek financial backing from lenders etc at the initial stages.

Fees and other charges may be steep in case of brands, but well worth the investment.

Hegde: Hard to say as it depends on how cost and time optimally the project was completed. In the case of the branded operator, if they treat the managed hotel as just another hotel in the kitty then a standalone can have a competitive edge over them in accommodations and especially in the food and beverage business.

Goenka: From the investors point of view, the ROI is better with branded hotels as they assure a certain amount of consistency, have systems and processes to ensure a certain ARR and RevPar. From the owner operator’s point of view, stand-alone is better as it offers a larger flexibility to cater to the local requirements without dependency on the operator, is able to adopt to the client’s payment and credit terms, is able to manage profitability by varying categories, service levels and facilities.

Are stand-alone hotels finding it tough to survive in the branded-hotel era?

Advani: I won’t say they are finding it tough to survive. To some extent they are finding it difficult to compete and I personally think the main reason for this would be the marketing and sales strength

Hegde: No. stand-alone properties are here to stay. But in an era of globalization one has to improve upon and if one has to enter into the bigger league than one has to expand to create a niche for itself. To grow it is not necessary to have an affiliation with an international brand; home grown brands are also standing tall and have made a mark for themselves globally.

What would be the preferred mode in future?

Advani: It all would depend on the individual entrepreneur/ businessman who puts up hotels. I still think in India it’s a long time before you see brands overshooting independent hotels. Even in countries like Italy, Portugal and other European nations you still have scores of independent hotels, competing and doing well along with branded hotels.

To my knowledge I think it’s mainly and I repeat mainly in the United States where you probably have more brands than independent hotels. Also let me add here there are still some iconic independent hotels in the US such as The Peabody and The Del. As I said earlier in the market scenario there is room for both and I think both can live with each other.

Datta: This is a factor of market maturity, location and availability of multiple consumer segments. Too many brands also leave a product commoditized unless there is a sustainable competitive advantage offered by one of them in a crowded marketplace. A trophy location and highly customized offering, relevant to local market conditions will also make an unbranded hotel successful. No straight answers here.

HRA NOW

ROUND TABLE

Indian Hospitality & Tourism News Service

Hegde: Stand-alone hotels creating a wrong branding for themselves, because branding creates a sense of quality, security, assurance, awareness and is symbol of status. There are plenty of new hotel promoters who would like give their hotels for management to a locally successful brand due to cost and affinity reasons.

“

In a highly competitive market brands might score out on their marketing strength but then again an independent will also stand out on their distinctiveness and individuality

”

Dinesh Advani, Jt. Managing Director, The Shalimar Hotel Mumbai Goenka: I see the future as branded as there is an influx of hotel operators from all over the world into India. Tourism is growing rapidly.

The percentage of unbranded hotels is shrinking. Consumers including domestic travellers are getting savvy and quality conscious and prefer to go in for a hotel that has adopted to global standards, is contemporary in amenities, service and technology and also offer loyalty benefits.

Some stand-alone hotel owners are also getting into developing their own brand, what is your opinion on this?

Kant: The development of domestic brand by some hotel owners is also a good sign and is here to stay. The cost of branding, the understanding of the local market and sometimes the flexibility they offer does help them.

Advani: I give them a lot of credit and it’s fantastic if they are doing this. But it’s a competitive business and it will take time for them.

However, it’s very good that they are. Building a brand is a long term bet and doesn’t happen overnight.

Datta: Brands are time consuming to develop and differentiate.

The customer experience sustained over time, if consistent, lays the foundation of a true brand, rather than names, logos and collateral.

The brand “promise” needs to be clearly defined, understood and internalised within the organisation. This forms the basis of all decisions, projects, internal policies, procedures, hiring profiles, internal organisational culture, which has to be pursued consistently, with great discipline, immaterial of business cycles. If stand-alone hoteliers, have the above sorted out, by all means - go and build a brand.

Hegde: To survive extinction one has to follow Darwins theory of survival of the fittest. Also, the internet has created a very level playing field for all hotels vis-à-vis previously where global chains had their GRS (Global Reservation Systems) that was a major advantage for them.

Goenka: The stand-alone hotel owners have to pay an operator to enhance their property visibility but in turn also build the operator’s brand. Once an owner is able to successfully manage a few of his own properties, they are able to replicate their service offering as operators to other properties. Such franchising is a good model to exploit their brand, leverage on their current operations, supply-chain and customer loyalty with low capital investments. A good case in study in the Orchid group, who developed their own brand with owned hotels and are now successful hotel operators with their brands.

HRA NOW

Feb 2012 |

23

F&B Trends

Indian Hospitality & Tourism News Service

The perfect table

Conventional is passé and contemporary is chic when it comes to setting the table to offer the perfect dining experience. Aruna Rathod tracks the trends

“

Dining is a personal experience and the comfort level of guest is very important. Second, the tableware should fit the ambience to create a WOW effect

”

Agnel Fernandes, F&B Manager, Grand Sarovar Premiere, Mumbai

24 | Feb 2012

I

n today’s hospitality environment, tableware and tabletop presentation plays an important role in overall décor and the customer’s dining experience.

Once upon a time, it took just the trustworthy knife and fork to complete the table top setup in F&B outlets. Now, customers expect more from restaurants.

The price for a meal includes the overall experience, the ambience, the tableware and of course, the food. With prices for diningout ranging from the perfectly reasonable to absolutely irrational, customers want to get their money’s worth at every price point.

Aesthetics have become a big part of the F&B package. Innovation and creativity is the name of the game in today’s hospitality industry.

Tableware should be both functional and aesthetic. Introduction of cutting edge designs make sure that hotels keep upgrading their tables thus presenting their best face to customers making dining a pleasant experience.

HRA NOW

F&B Trends

Indian Hospitality & Tourism News Service

Social dining has changed dramatically over the years. “These changes have automatically reflected on tableware. Dining has become a social event and different foods are served in various kinds of tableware. The development of tableware pertaining to fashion and style, is getting more informal in style - it could be contrasting or matching with the ambience,” says Ranjeet Nagare, Food & Beverage Manager at Four Points by Sheraton, Navi Mumbai. Presentation and visual display of the food is often as important as the taste; therefore great importance is given to the quality of the crockery and tableware.

Every manufacturer strives to introduce newer styles and rightly so, as tableware is the focal

HRA NOW

point while dining. Jignesh Palan, F&B Manager, Hilton Mumbai International Airport believes that every restaurant wants to provide a professional and chic dining experience. “The selection of crockery, cutlery, glassware and accessories contribute greatly to the style of food presented and the overall décor of the hotel.”

Today, most guests are globe trotters and when dining out they choose a restaurant with care. “As most of our guests have travelled the world, they prefer to sit on an elegant table with appealing tableware as the quality expectation is high in terms of hygiene also. However ornamental the tableware is, it should always be user-friendly. Tableware is also designed to match the theme of the restaurant,” adds Palan.

“

The first impression is created by tableware. Great tableware will help your guest to become a frequent customer and thus increase business

”

Ranjeet Nagare, RF&B Manager, Four Points by Sheraton, Navi Mumbai

Feb 2012 |

25

F&B Trends

Indian Hospitality & Tourism News Service

says Palan, adding that some old fashioned table decorating ideas, patterns and designs, like small flowers on round serving dishes or luxurious antique dinnerware patterns on thin china plates, are still in but bold contemporary dinnerware colours, modern contemporary dinnerware are the latest trends.

WHAT’S HOT ON THE TABLE! Economy plays an important role while choosing tableware. Not only should the tableware be appealing but also user-friendly and durable. “It should hold maximum wash in terms of retaining its shine and finish. These days different cuisines are served under one roof so one needs to see whether it will solve the purpose in relates to it,” says Nagare.

Depending on the outlet, the manager can opt for either Melamine Dinnerware, Corelle, Tesco or Bone china ware. Whatever the choice, a harmonized look is very important, observes Saklani. Palan adds that presentation and visual display of the food is often as important as the taste. Hotels must pay a lot of attention to the quality of the crockery and tableware.

Agnel Fernandes, the F&B Manager at Grand Sarovar Premiere, Mumbai agrees that a guest must feel comfortable with the tableware.

“Dining is a personal experience and the comfort level of guest is very important.

Second, the tableware should fit the ambience to create a WOW effect.”

Adding a new dimension to tableware is the trend to have show plates on the table and a bottle of wine. Gokul Saklani, Associate Director - Food & Beverage, The Park says, “The first impression is created by tableware. Great tableware will help your guest to become a frequent customer and thus increase business.”

SHAPE OF THINGS Dining out is more about an experience and restaurants are going all out to make this experience special. Palan says, “The regular round and square shapes are now passé and today’s chefs are focused on presenting their culinary delights in unique and creative styles on unusual and contemporary shapes of tableware adding to the visual effect of food.”

Four Points By Sheraton’s Nagare observes, “Hotels are getting rid of long table covers and replacing them with stylish laminated tables, glass and using small runners. All purpose knife, spoon and forks are replacing the different cutlery for each course. Porcelain is a preferred choice.”

Simplicity works best. Sarovar’s Fernandes believes that simple and neat tableware is a good choice. “But it also depends on the ambience of the outlet.” Meanwhile, Saklani adds that a new set up includes show plates on the table along with a bottle of house wine makes an innovative set up.

TABLEWARE TRENDS Shapes are changing and contemporary dinnerware is an important element of hotel décor. “Trendy, classic dinnerware sets and table

26 | Feb 2012

KEEPING UP WITH CHANGE How often should a restaurant change its theme? Saklani says, “To make a noticeable change, a restaurant can change its theme once a year. Since there are food festivals, the theme does change. During the course of the food festivals, that usually are on for a week every month, there’s scope to bring in the change unique to that food festival, giving diners a special experience.” On his part, Nagare feels that star hotels should bring in a change in tableware after every year and a half.

“

Dining has become a social event and different foods are served in various kinds of tableware. The development of tableware pertaining to fashion and style, is getting more informal in style - it could be contrasting or matching with the ambience

”

Ranjeet Nagare, RF&B Manager, Four Points by Sheraton, Navi Mumbai decorations create a certain modern theme and mood in the dining room. Though the round shape is still popular, square, rectangular, oval or triangular shapes are now preferred as they create a contemporary table décor,”

BRANDING WITH THE BEST Being a luxury brand, The Hilton uses different table ware in each of its outlets in order to provide a unique experience for the guest. Palan adds, “Each outlet thus has a unique look and the tableware doesn’t look monotonous. The hotel prefers buying its tableware from Baucher from Germany, HEPP FROM Belgium, and Feather touch from India.” Sarovar sources its tableware from RAK India and its glassware from Occean, while for Cutlery it is Hepp from Belgium. The Park prefers cutlery from Hepp – Germany, crockery from Patra-Thailand and Glassware from Ocean-Thailand, besides relying on orchid flower arrangement for that aesthetic touch.

So finally, there’s more to setting a table than just placing the forks, knives and spoons.

Hotels can allow their imagination run wild to make a style statement by adding a splash of colour, a special detail or introducing a new material. Using fresh colours for dinnerware and glassware does uplift the table and the best compliment is when your clients discuss your restaurant’s setting and the party!

HRA NOW

Products

Indian Hospitality & Tourism News Service

Jindal Cocoa

Jindal Cocoa, the largest indigenous cocoa bean processor and producer of wide range of cocoa powder and cocoa butter, introduces 100 per cent real chocolate and chocolate chips for the first time in India.

We offer the best and consistent quality, price and supply.

We have the most advanced processing plant, and technology imported from Germany and Holland.

Comes with very attractive and competitive domestic terms and supply, Jindal Cocoa helps lowering the risk of carrying large inventory from importers or foreign exchange risk.

Venus VENUS is an established name in manufacturing and exporting premium quality of stainless steel items, cutlery, hotel ware- flatware, tableware, bar ware, kitchenware and lifestyle products. The successful combination of professional experience, creativity, and unparalleled know-how has thrust Venus into a leadership position in the stainless steel for hospitality industry.

Our new tableware launch comprises laser cut items like tea light holders, napkin holders, breadbaskets, service trays etc. It is important that every aspect of your operation looks professional and gives consumers the right impression; hence Venus becomes an answer and choice to perfect tableware.

28 | Feb 2012

HRA NOW

Products

Indian Hospitality & Tourism News Service

RATIONAL SELFCOOKING CENTER WHITEFFICIENCY Rational has launched a new SelfCooking Center whitefficiency in the Indian market. The company promises unmatched cooking output and quality, a much broader range of applications, greater flexibility of loading and efficient utilisation of the necessary resources.

New features are the patented HiDensityControl and Efficient LevelControl. HiDensityControl ensures that heat and humidity are introduced–precisely metered–exactly where they are needed according to how well cooked the product is.

This maximises the application spectrum and is the basis for 30% larger load sizes, 30% time saving in production and 20% reduced power consumption compared to existing combisteamers.

Food production and service are revolutionised by clever mixed loads. Efficient LevelControl knows what can be cooked together and makes appropriate suggestions. It increases unit utilisation despite shorter production times and consistently high food quality, even during rush hour.

The company says the SelfCooking Control has been completely redesigned. “Numerous new, intelligent cooking workflows extend the application spectrum. Overall, SelfCooking Control has become much more flexible and user-friendly, and guarantees tip-top results every time as all the technical possibilities are fully utilised. The new generation CareControl detects when the unit requires cleaning or care and suggests the optimum cleaning level. Savings of up to 40% compared to conventional automatic programs are possible,” it adds.

The Rational group is one of the world market and technology leaders in the field of hot food preparation for professional kitchens.

AKASA PIZZA STONE OVEN AKASA – known very well for its innovation and creativity– has launched a new pizza stone oven. The idea behind a pizza stone is to distribute heat evenly across the pizza base and other baked items to make it more crisp and tempting. The porous nature of the stone used to extract the moisture and make it crispier. Stone holds the heat for a long time therefore very energy saving. Less of electricity is consumed. Elegant, compact with fine exterior steel finish, thermostatically controlled for better efficiency and accuracy. Special imported device incorporated for safety of the product. Ideal for pizzas, garlic bread, cooking meat, fish or toasting the surface of lasagna

30 | Feb 2012

HRA NOW

Appointments PATANJALI SHARMA, GENERAL MANAGER, FOUR POINTS BY SHERATON VISHAKHAPATNAM Patanjali Sharma brings with him 26 years of experience in the hospitality industry across the globe and his last experience was with the Sanskriti Tours as an independent hospitality consultant. He is spearheading the Vishakhapatnam property with a team of 220 employees.

Patanjali has previously worked in various capacities with international brands including Le Meridien, Al Sondos group – Dubai, Radisson, Ankara Hotel and Towers, Almaty – Kazakhstan amidst the others. He brings with him a wealth of experience in strategy planning, profit sharing operations, sales and marketing, business development and client relationship management.

MIELLÉ BATLIWALA, DIRECTOR, HUMAN RESOURCE, PUNE MARRIOTT HOTEL & CONVENTION CENTRE Miellé Batliwala has been appointed as the director of human resources for Pune Marriott Hotel & Convention Centre. She will be in charge of the implementation of human resource at the hotel as well as streamlining the activities and actions with the overall human resource framework of Marriott International. Batliwala has been associated with Marriott from the beginning of her career. Prior to this position, she has proved her mettle as the director of human resources at Goa Marriot Resort & Spa. She has earned accolades such as ‘Continent HR Leader of the Year 2011 - Asia Pacific’ and ‘Human Resources Manager of the Year 2007- Asia Pacific.’

DR. MANJULA SHETTIGAR, SPA MANAGER, GOA MARRIOTT RESORT AND SPA Goa Marriott Resort and Spa has appointed Dr. Manjula Shettigar as spa manager. She has varied experiences in the past, most prominent being her stint at Park Hyatt Goa Resort. During her tenure there, she earned various accolades such as, ‘World’s No.1 Spa

by Conde Nast Reader’s Choice Award 2006, Best Spa in Asia by Spa Asia in 2007, Best Spa in India by India Today Travel Plus Reader’s Choice Award 2009 & 2010. Prior to this, she was the assistant spa manager at Hyatt Regency, Pune.

32

| Feb 2012

Indian Hospitality & Tourism News Service

JAMES REPPUHN, EXECUTIVE CHEF, JW MARRIOTT, MUMBAI James Repphun has been appointed the new executive chef at the JW Marriott, Mumbai. He will be responsible for al the culinary aspects of the hotel. Chef James aims at catering to local tastes with a the best influence of his experience. He brings with him 12 years of experience of working throughout Asia, in countries such as China and Thailand. Prior to his appointment at JW Marriott, he has worked with notable names such as Aman Resorts, Four Seasons, Ritz Carlton and with Celebrity Chef Mark Miller.

ALAN LEIBMAN, CHIEF EXECUTIVE OFFICER, KERZNER Alan Leibman has been appointed as chief executive officer of Kerzner International Holdings Limited. Leibman joined Kerzner in 1994 and has since held strategic positions in the country, including chief operating officer of Atlantis, Paradise Island in the Bahamas; president/managing director of the early development phase of Mazagan Beach Resort; president/managing director of Atlantis; The Palm in Dubai and most recently, regional president of Europe, Africa and the Middle East.

RAVNEET ARORA, DIRECTOR, SALES, JW MARRIOTT

JW Marriott has appointed Ravneet Arora as director of sales. She will be responsible for organizing and directing all sales efforts towards achievement of objectives and operational goals for the property. Ravneet is a hotel management graduate and has been with Marriott International Inc since July 2007.

Prior to this, she was the assistant director of sales at Courtyard by Marriott, Mumbai.

Ravneet has also been the assistant sales manager at Renaissance Mumbai Hotel and Convention Centre.

HRA NOW