Dave Junker has joined Shangri-La’s Boracay Resort & Spa as its new general manager.
Prior to his most recent appointment at Shangri-La Hotel at the Fort, Manila, Junker has also been assigned to other Shangri-La hotels in South-east Asia, including Sule Shangri-La, Yangon; Shangri-La Hotel, Chiang Mai; Shangri-La Hotel, Bangkok and Shangri-La’s Mactan Resort & Spa, Cebu.
A Luxembourg national, the seasoned hotelier has close to two decades in the industry, and was also stationed at luxury hotels in the UK, the US, India and the UAE before joining Shangri-La.
Hotel ICON is an award-winning luxury property housing 262 upmarket rooms. Located in the bustle and energy of Tsim Sha Tsui in Hong Kong, Hotel ICON is a modern, uniquely designed property with a commitment to delivering unrivalled guest comfort and featuring a wide range of dining choices for both leisure and business guests.
In addition to being a top-rated business hotel on TripAdvisor, Hotel ICON is also a training school for the next generation of hospitality leaders. Owned by Hong Kong Polytechnic University, Hotel ICON was opened in 2011 by Richard Hatter, the hotel’s general manager and adjunct professor, and operates as a research and training facility for the School and Hotel of Tourism Management in Hong Kong.
Photo: Suite bedroom
Attracting Higher-Value Guests in a Competitive Market
“Hotel ICON operates in one of the world’s most competitive hospitality markets and at very high occupancy levels—all of which means there is little margin for pricing error,” said Hatter. “Our executive team is always looking for ways to not only enhance guest experiences, but also improve the returns from our inventory and maximize revenues.”
Hotel ICON has a large inventory of upmarket club rooms and suites boasting superior amenities and accounting for 38.5% of the hotel’s total room inventory. Demand from guests, however, has traditionally been overwhelming for the property’s standard rooms, compared to higher-priced rooms. Demand for standard rooms from January to December 2017 was 126% compared with 40% for club rooms and 54% for suites.
“Our executive team was challenged by how to best lift revenues when market demand for our room inventory from guests was largely focused on lower-rated room categories,” said Hatter. “We quickly realized we needed a new approach with a best-of-breed revenue management system that could assist with room-type pricing and yielding.”
Photo: Lounge area
Returning to the Market Leader
Hotel ICON had been working with a different global revenue management system (RMS) provider but had experienced limitations with the system. Given the advanced automation and room-type management needed, Hotel ICON chose to work with IDeaS, a company the management team had previously enjoyed a successful relationship with.
“We had used a different IDeaS product previously, as well as another revenue management solution, and were confident that IDeaS G3 RMS’s unique ability to assist with room-type management and yielding, along with IDeaS’ solution for meeting space revenue management, was the best choice to drive revenue and profitability for the next stage in our revenue management journey,” said Hatter.
Through its adoption of IDeaS G3 RMS, Hotel ICON achieved optimal RevPAR performance through rate increases and by selling the higher room categories at suitable market prices. Importantly, this process helped minimize overbooking entry-level rooms and forced upgrades, a key area of opportunity many hoteliers are challenged by in the hyper-competitive Hong Kong market.
“Previously, increased demand would simply push the selling price of our room inventory higher across all room categories,” said Hatter. “Today, with the advanced IDeaS G3 RMS, Hotel ICON can accurately forecast and price our room inventory based on different room categories. This is a significant development for our property.”
Early Rewards
Since returning to work with IDeaS and implementing the industry leading G3 RMS solution, Hotel ICON has experienced significant improvement in the performance of the property’s higher-value room categories. Within three months of the G3 RMS installation, Hotel ICON saw year-on-year RevPAR growth of 4.51% for its higher-value club and suite rooms, driven by a 7.35% increase in ADR.
“When we looked to update our approach to revenue management, we committed ourselves to changing our strategies over the long term,” said Hatter. “We are pleased that since returning to work with IDeaS, Hotel ICON has experienced tangible improvements in the performance of our club and suite room categories, which has contributed to a signficant uplift in revenue over a short space of time.”
Thinking Outside the Guest Room
Going forward, Hotel ICON will also implement Smart Space by IDeaS, making their property the first in Hong Kong and China to benefit from the innovative, web-based tool which provides unparalleled visibility into meetings-and-events demand. Smart Space seamlessly pulls data from other sales tools to strategically manage function space events, allowing hoteliers to collaborate and create ideal pricing scenarios for group business.
“The positive results we have witnessed with IDeaS to enhance revenues from higher-value room categories gives us tremendous confidence we will see similar improvements from our meetings and events,” said Hatter. “We look forward to continuing our growth with IDeaS as we aim to enhance our total revenue performance.”
About IDeaS
With more than 1.6 million rooms priced daily on its advanced systems, IDeaS Revenue Solutions leads the industry with the latest revenue management software and advisory services. Powered by SAS® and with nearly three decades of experience, IDeaS proudly supports more than 10,000 clients in 124 countries and is relentless about providing hoteliers with insightful ways to manage the data behind hotel pricing.
IDeaS empowers clients to build and maintain revenue management cultures—from single entities to world-renowned estates—by focusing on a simple promise: Driving Better Revenue.
IDeaS has the knowledge, expertise and maturity to build upon proven revenue management principles with next-generation analytics for more user-friendly, insightful and profitable revenue opportunities—not just for rooms, but across the entire hotel enterprise. For more information, visit www.ideas.com.
About Hotel ICON
Unlike any other, Hotel ICON is an upscale Hong Kong hotel in the heart of Tsim Sha Tsui East. Standing as a testament to Hong Kong’s creative energy and vibrant arts scene, Hotel ICON showcases work from the city’s celebrated designers and the world’s most acclaimed architects. Offering the ultimate in comfort and committed to service excellence, Hotel ICON’s 262 stylish guestrooms comprise seductive extras, including complimentary wired and Wi-Fi internet connections, smartphone with unlimited mobile data and an ultra-slim 40” Ultra High Definition LED TV. Located on level 9, Hotel ICON’s Angsana Spa is a tranquil oasis while the harbour-facing outdoor swimming pool and fitness centre allow guests to exercise while enjoying views of Hong Kong Island’s spectacular skyline.
With a maximum capacity of 580 persons, Hotel ICON’s grand Silverbox ballroom is the ideal venue for a celebration or theatre-style conference. Hotel ICON houses three restaurants: Above & Beyond, The Market and GREEN, providing guests with exceptional quality of the food and impeccable service. wallpaper* magazine included Hotel ICON in its 2011 list of the world’s Best Business Hotels and DestinAsian included the hotel in its Luxe List 2011. The premier hotel has also won in 2 categories including the Top 25 Hotels in Asia in the 2017 TripAdvisor Traveler’s Choice Awards. Join us by following our official social media accounts at @hoteliconhk and share your memorable moments with us by using the hashtag #hoteliconhk.
Best Western Hotels & Resorts has appointed David Calvet as general manager of Tawaravadee Resort, BW Signature Collection by Best Western, in Thailand’s Prachinburi province.
The hotelier possesses an extensive knowledge of Thailand’s hospitality industry, having worked for for a series of international hotels in Bangkok and Phuket over the last 20 years.
Calvet was most recently the general manager of ibis Styles Bangkok Sukhumvit 50. Previously, he also held senior management roles with a series of well-known hotel brands, including Novotel and Sheraton. He also spent more than three years as directeur général of École d’Hôtellerie et de Tourisme Paul Dubrule, an international hospitality school in Siem Reap.
Tawaravadee Resort is Best Western’s first BW Signature Collection by Best Western property in Asia.
An exhaustive research has come up with recommendations for CVBs, suppliers and meeting planners – varying from simple steps for persons with special needs to industry-wide certification programme for universal accessibility – in an effort to help business events be more accessible and inclusive.
In the 89-page tome, Universal Accessibility in Meetings, prepared by BestCities Global Alliance, GainingEdge and Rehabilitation International, “disability” and “special needs” cover not just physical mobility, but also the senses (vision and hearing impairment), cognitive/developmental (autism, Down Syndrome, dyslexia), and medical (autoimmune, allergies/diet, cancer, arthritis, etc.).
The study encourages future venues to be first designed with accessibility in mind, while existing venues can improve their facilities to become more accessible for PWDs
One recommendation that was put forth was that future venues should be designed with accessibility in mind, while existing venues can become more accessible for persons with disabilities (PWDs) by adding facilities such as accessible rest rooms, hotel rooms with doors wide enough for a wheelchair, and a ramp on the podium.
Venus Ilagan, Rehabilitation International’s secretary-general, said: “If people with disabilities have to pay more to attend events or to get a hotel that has the right facilities, then that is not good. It should be one standard for all.”
Ilagan further suggested that destinations look into the concept of universal design, go through the process of creating products from scratch, so that they do not have to make changes later.
“It would only be one per cent additional cost at the start when integrated at the planning stage of building, but if they have to have a post-build audit to analyse where the gaps are, the cost could be 35-40 per cent more to retrofit. Universal design should be looked at from the beginning, not an afterthought,” Ilagan elaborated.
The research also mentioned that careful design and use of technology can determine whether it will enhance or inhibit the user’s experience. For example, it cited examples of technological barriers like inaccessible event registration website, resources or reading materials not available in alternative formats like Braille or large print, and a lack of a close captioning system for those with hearing problems.
Other recommendations include universal access audits; seeking champions within local associations; providing reference documents and links to guidelines on how to accommodate PWDs for event organisers; Best Practice case studies; visitor information; accessibility guides, and training in organisations.
GainingEdge CEO Gary Grimmer said that the survey results of the 20 venues in BestCities Global Alliance destinations found “that they try to be innovative beyond what they are required to do, which shows their true level of commitment” in making meetings universally accessible.
He also noted that there are many associations working with the destinations, and that members are increasingly more inclusive.
Grimmer said the research “is not the end of the project but the beginning of the journey”, adding that they will continue to promote awareness and provide tools for the industry including training.
The research also noted that policies on disability not only allow PWDs to be given equal treatment and opportunities, but they also present wider and more diverse opportunities for businesses, considering that the meetings industry comprises myriad groups, from delegates, event spectators and participants to employees, clients, suppliers and volunteers.
According to IACC’s 2018 Meeting Room of the Future report, international meeting planners have noted a significant increase in conference delegates expressing dietary and allergen requirements during event registration.
As this trend is forecasted to grow in 2019, IACC – in collaboration with the World Obesity Foundation and industry partners such as MPI, Events Industry Council and Thrive Meetings and Events – has created the Guide to Managing Conference Delegate Dietary Requirements. The new, comprehensive guide is designed to help planners manage partnerships and liaison with venues on the topic of dietary needs and requirements to ensure delegate health and well-being.
Meeting planners from the around the globe are noticing a significant increase in dietary and allergen requests from their delegates
The guide also explains the various allergens and emerging diets, including religious requirements and health-related allergens, and provides advice and practical tips on how to place delegate health and well-being at the heart of events without compromising on experience.
One of the pieces of research undertaken by IACC that surfaced a gap in the market which presented a challenge for planners and drove the creation of the dietary guide, was IACC’s latest Trends in Nutrition & Delegate Wellbeing study, which highlighted that 79 per cent of meeting planners agreed that they now receive more dietary requests in comparison to two years ago; only 75 per cent of venues offer training to staff on serving people with allergies; and only 33 per cent of venues include basic nutritional information on their menus.
Mark Cooper, IACC’s CEO, commented: “Last year, when I asked a room of 200 meeting planners if managing dietary needs was a challenge and 75 per cent or more raised their hands, I knew immediately that we needed to do more as an association and industry.
“As we conducted more research, we saw clearly that there was some valuable insights and best practice that if adopted, would help both our planner and venue community. This is just the beginning and we hope that in the near future we will see more training and certifications to support the competent management of dietary needs.”
As an additional resource, in January 2019, IACC will be hosting two webinars, one for planners and one for venues, focused on F&B trends. Registrations will be made available at iacconline.org in due course.
Data takes the lead in business lead generation in Oglivy's newest solution
Real-time data is the next step in lead generation, as Ogilvy Singapore develops a solution that identifies hot leads during an event.
EventPlus 2.0, developed by Ogilvy Singapore’s Innovation Lab, produces a live lead-scoring model that identifies and prioritises leads with the highest potential. It does this by incorporating data from pre-event registration and during the event via RFID tracking.
Data takes the lead in business lead generation with the help of Oglivy’s newest event solution
The system also aids in tracking user engagement during an event, such as through attendee movement patterns and time spent at each booth. This also generates an event heat map showing the most popular booths, the average visit duration and more.
Teresa Shiang, associate director, Ogilvy, explained that currently, the “most common way” that feedback is collected from events for lead qualification is “through physical paper surveys or a mobile app that attendees have to download”, which are “intrusive to the event experience”.
She said: “The biggest pain point of event organisers is a lack of understanding of what is happening live and in real-time at the event. For most attendees that do not respond to paper or mobile app surveys, they become a missed opportunity or lead for organisers.”
As an alternative, EventPlus 2.0 provides real-time data visualisation of the event and live lead qualification, which are subsequently imported into the client’s CRM system. Meanwhile, the RFID tags and gateway technology used for location tracking can also be reused in future events.
“The sales team could send their best salesperson to meet the hottest leads identified by the lead scoring model during the event itself,” said Shiang.
She revealed that at its infancy stage, companies had “initial concerns about privacy and location tracking” when using such data-driven technology. However, the location trackers in EventPlus 2.0 use a RFID technology that is designed for tracking only within a designated event area, Shiang clarified.
Ogilvy first developed this solution for a global technology company in Singapore. It is now open to clients in B2B industries that host large-scale events or conferences.
Shiang further shared that Ogilvy is looking into “other behaviours that can be tracked by RFID technology” in order to “enrich the lead scoring model”.
She added: “We’re continually refining and adapting depending on the industry, and the product we’re running this solution for.”
Front row: Ascott’ Ervin Yeo (left) and Ciputra’s Artadinata Djangkar
Ascott has formed a strategic alliance with Ciputra Development Group, one of Indonesia’s top property developers, to manage serviced residences in Indonesia and China within the next five years.
The announcement made yesterday did not disclose the number of properties Ciputra was planning to develop in both countries within the period, but revealed that the 253-unit Citadines Sudirman Jakarta targeted to open in 2021 would be the first property under the alliance.
Front row: Ascott’ Ervin Yeo (left) and Ciputra’s Artadinata Djangkar
Artadinata Djangkar, senior director of Ciputra, said that prior to formalising the alliance, the companies had already been in partnership over a span of two decades.
“It started with Somerset Grand Citra Jakarta in 1996 (which is jointly owned with Ascott Residence Trust). Ascott also acquired Ascott Kuningan Jakarta from Ciputra in 2014 and Ascott Sudirman Jakarta in 2017,” he said.
The signing ceremony yesterday also simultaneously marked the opening of the 192-unit Ascott Sudirman.
Artadinata said: “In Indonesia, we have properties in cities such as Jakarta, Semarang and Surabaya with the potential to be developed into serviced residences. These properties can be managed by Ascott through its portfolio of brands.”
Kevin Goh, Ascott’s CEO, said: “Forming strategic cooperation with leading industry players continues to be a key growth strategy for Ascott, as it provides us with accelerated access to a pipeline of quality projects.”
The alliance with Ciputra follows Ascott’s recent partnership with Tauzia Hotel Management, one of Indonesia’s major hotel operators.
Goh added that strategic partnerships have helped Ascott add the biggest number of properties in Indonesia in a year.
“With an expanded product offering, we expect to pick up pace in our growth in the country. Indonesia is South-east Asia’s largest economy, where we see huge potential for us to expand.”
Erwin Yeo, Ascott regional general manager Singapore, Malaysia and Indonesia, said Ascott currently operated nine properties in Indonesia and would open nine more serviced residences with more than 1,600 units in the country over the next five years, including first properties in Bandung, Somerset Asia Afrika Bandung and Citadines Kings Bandung.
You made a bold forecast at a recent corporate travel forum that business trips will fall in five years’ time due to technology innovations. Are you talking about Asia-Pacific or globally?
It is a global trend as the key driver for this is technology advancement, changing how people perform their work.
From what I have seen in the past few years, the following are some factors resulting in business trip cuts.
The consolidation of operations – especially for back-office functions like finance, HR and IT – where more and more companies are setting up a shared services centre or are outsourcing, and this reduces the number of locations to have to travel to.
The advancement in telecommunication, where cost and quality have improved tremendously. In the past, the IDD charges may justify a trip. For quality, even a notebook computer has a built-in camera that is good for making video calls.
Then there is the increasing awareness of corporate social responsibility, where companies are more concerned about their carbon footprint because of travel, and are encouraging less consumption.
How will the role of corporate travel managers change and will they be out of a job?
Given the reduction in business travel, corporate travel managers will need to be more strategic.
Say from a cost perspective, travel managers will need to actively consolidate the number of corporate hotels to avoid room nights from thinning out, for example. From the travellers’ perspective, there will be higher expectations and they will only travel for very important reasons and they would need to be well taken care of when they go on these “high-quality” business trips.
Of course this all depends on how the travel industry evolves.
You are now regional procurement and travel lead for Asia-Pacific. Will this role continue to exist in five years’ time in Asia-Pacific and how do you foresee MNCs managing corporate travel?
I hope so!
Even with technology advances, there will still be a need for travel managers. Technology can support online booking tools (OBT) to link directly with a company for approval or the HR system. But travel managers are needed to understand the needs and objectives of management, and to communicate them to the TMC to configure the OBT. Travel managers also have to translate corporate direction and policies into practical procedures and communicate them to the TMC and travellers.
Personally, I see MNCs continuing to try to achieve cost efficiency and effectiveness by providing the most suitable solutions to the varied travel needs of travellers that align with company’s direction at the best available costs.
What keeps you up at night as a corporate travel manager and what new challenges do you foresee in the next five years?
How to educate the traveller on the difference between leisure and corporate travel. That is always a headache.
From time to time I receive feedback from travellers saying “I see better hotel rates at another website” or “I used Skyscanner and the price is cheaper than the one quoted by our TMC”.
I have reviewed a number of cases and have taken into consideration the fee charged by TMC, or certain members-only discount or benefits provided by the vendor, or some vendors offering their lowest cost products on their own website, or travellers only looking at the price without understanding the restrictions, particularly for flights.
Travellers only see their own one-off itinerary and costs, but the travel manager has to consistently deliver the best cost. And the travel manager will not be able to consolidate the spend and negotiate a better corporate deal If every traveller books the same hotel using a random booking site, for example.
This is not a new challenge but one that will continue to exist, given how the travel industry is more transparent today because of various new tools and websites. Travellers will have access to low prices but travel managers need to educate them of the difference, and this ties in with my belief that the role of the travel manager will not become extinct.
And if you can predict one thing in corporate travel that will not change over the next five years, what is it?
There is “no one size fits all” – the size of rooms, the need for a gym, the availability of F&B selections and the distance to the work location.
OCEC appoints new CEO
Oman Convention & Exhibition Centre (OCEC) has appointed Said Salim Al-Shanfari as its CEO, who has been tasked to lead the organisation through its next phase of innovation and growth, and align with the Sultanate’s 2040 tourism strategy.
Al-Shanfari has experience working in leadership roles in marketing and communications across Oman, as well as in the region. His experience includes various management positions during his eight-year tenure in Ooredoo Oman.
He was most recently general manager of marketing communication and performance at Omantel.
New meeting space at the Hollywood Roosevelt
The 300-key Hollywood Roosevelt has added a new meeting and event space.
The new studio space, called the White Room, is available for private meetings and events. Located just off the property’s Tropicana Pool & Café, it is accessible through gardens and palms leading to a set of glass sliding doors. Attendees can also enter through the Joshua Vides hallway, a secret walk-through art installation painted by the urban artist in his signature graphic black and white style.
The Hollywood Roosevelt also recently restored its Blossom Ballroom, a historic space that was the site of the first Academy Awards in 1929.
In total, the property has more than 2,300m2 of indoor and outdoor meeting space, spread across 11 rooms. In addition to the White Room and the Blossom Ballroom, meeting planners can also select from the historic Academy Room, which is the former thinkspace of the Motion Picture Academy, or the rooftop deck.
Radisson Blu opens an outpost in Trabzon, Turkey
The Radisson Blu Hotel, Trabzon, has opened its doors in the historic Turkish city of Trabzon.
Situated in Boztepe, the Radisson Blu Hotel, Trabzon, is at the heart of an area of ancient religious significance and the site of four major sacred fountains. The hotel stands two kilometres from the city centre, offering 162 rooms, some with balconies, and views of the Black Sea.
There are two F&B options on-site: Turkish eatery Kolcuoglu, and international à la carte all-day-dining restaurant Queen. Meanwhile, leisure facilities include a spa and wellness centre, gym, and indoor and outdoor swimming pools. For events and functions, there are five conference rooms, and a ballroom capable of hosting over 1,200 people.
Frasers Hospitality has opened its 152-unit hotel residence Modena by Fraser Buriram in north-eastern Thailand.
The hotel residence boasts a range of facilities, including complimentary Wi-Fi, home entertainment systems, a swimming pool, 24/7 fitness centre, a launderette as well as a restaurant bar. Bistro@M, the property’s open-kitchen concept restaurant, offers all-day dining that showcases the region’s famed Isaan cuisine.
Gym and pool
For corporate functions, Modena by Fraser Buriram offers a 240m2 function room.
The property is located near the Chang International Circuit race track and the Chang Arena, a FIFA-standard football stadium that is home to Thailand’s leading football team. Buriram Castle Mall also stands in its vicinity.
Frasers Hospitality entered Thailand with Fraser Suites Sukhumvit in 2007, later expanding to include Modena by Fraser Bangkok, the brand’s first property outside of China, and North Park Place, a luxury serviced residence located within the exclusive Rajpruek Golf Club in Bangkok in 2016.
Frasers Hospitality’s global footprint stands at more than 150 properties in over 80 cities worldwide with over 24,000 keys.
The newly-opened Ritz-Carlton, Bangkok anchors the One Bangkok development with cosmopolitan elegance. Featuring the city's largest ballroom and a spectacular new penthouse suite, it delivers exceptional hardware and deeply authentic, soulful service for business and leisure travellers alike
Behind the imposing, Brutalist concrete that defines Zurich’s Oerlikon district lies a surprising secret. While its exterior honours the neighbourhood’s industrial roots, stepping inside Mama Shelter reveals a vibrant, neon-soaked world that is a far cry from its rigid shell
A polished urban retreat designed for business travellers, Hyatt Regency Kuala Lumpur at KL Midtown combines thoughtful design, seamless service, and exceptional facilities.
