Outrigger Mauritius Beach Resort has recently unveiled Crystal, a permanent structure with a view that opens out to Mauritius’ south coast.
The Crystal, located on the rooftop of the hotel, is a fully air-conditioned transparent marquee measuring 33m by 17.5m, and can seat up to 250 people banquet-style. It can be used as a classic conference venue with pitch-dark option, or semi-transparent with ocean views, both incorporating the latest audiovisual technology.
“Crystal is unique in Mauritius and repositions the Outrigger as a full-on MICE destination for events, incentive meetings, weddings and banquets,” said Cyrille Carmona, deputy general manager of the resort.
Other event spaces on the resort include a beachfront, garden and poolside venue. As well, the Outrigger Mauritius Beach Resort has a dedicated events team.
Nestled in the nature reserve of Bel Ombre, the property offers 181 sea-facing rooms and is 45 minutes from the airport. Facilities include five F&B options – all of which can deliver for business events up to 250 covers; a spa; four swimming pools; and kids’ club.
To build or not to build a mega venue is the question Singapore’s events industry is pondering about, in light of the biennial Food & Hotel Asia (FHA) expanding beyond a single event venue and requiring almost 150,000m2 of space in 2018.
Although Lindy Wee, CEO, UBM SES, expressed her preference for a single large venue for a tradeshow and that FHA would need “between 20,000m2 and 30,000m2 of extra space every year”, she also opined that “it only makes sense (for Singapore) to invest in a new larger venue if it can be filled every month”.
Mark Cochrane
Edward Liu, group managing director, Conference & Exhibition Management Services, opined there should be sufficient capacity “for the foreseeable future” and an industry consultant noted if there is 70 per cent utilisation, then it is a “fair moment to start looking at infrastructure expansion”.
Singapore may not need a mega facility and and can continue to grow by aiming for niche B2B tradeshows combined with high-end conferences, according to Mark Cochrane, UFI The Global Association of the Exhibition Industry’s regional manager.
Cochrane pointed out: “FHA is by far the largest exhibition in Singapore. No other exhibitions in Singapore have grown as large. FHA’s organisers could consider ‘annualising’ the biennial event, running the food theme one year, and hospitality the next. This way, the shows can continue to expand as there will be sufficient space in existing venues, and the annual events will help fend off competition.”
UFI’s latest figures identified 72 trade fairs in Singapore in 2015, which occupied an estimated 343,750m2 of net space sold. Singapore was ranked ninth in Asia and second in South-east Asia behind Thailand.
In addition, an industry veteran told TTGmice that there is no critical mass in any industry in Singapore to sustain events that are 100,000m2 or larger.
“For Singapore to maintain its pole position in South-east Asia, there needs to be consolidation of four to five key players to form Singapore Inc. to build up the ecosystem to make Singapore an events hub, and convince Temasek Holdings (Singapore-based investment company) to acquire one or two global companies in the UK and US which own 10 to 20 global events, and in alternate years bring them to Singapore.
“There needs to be better understanding of the dynamics of the trade show business,” the veteran concluded.
Cvent, a cloud-based enterprise event management company, has opened two new offices, one each in Melbourne and Singapore.
The physical offices and local teams will help Cvent expand its global reach and service level. Both offices will employ sales and customer service professionals for both the event and hospitality sides of the business. This is part of the company’s strategy to offer end-to-end meetings, events, and travel software to organisations around the globe.
“Singapore is a top global business destination, so it is a logical spot for a new office. We’ve recently experienced incredible spikes in demand as the Asia-Pacific market embraces event management technology,” said Will Kataria, director of sales, Asia-Pacific.
In March, Cvent released its inaugural Top 50 Meetings Hotels in the Asia-Pacific, which helped to identify the strength of the meetings and events industry in the region. The data, compiled from Cvent’s Supplier Network, revealed seven of the Top 10 Meeting Hotels are in Singapore, while the remaining three are in Australia.
To encourage more business events and incentive arrivals from India, Kenya Tourism Board (KTB) has plans to launch its an incentive scheme for Indian corporates and event planners by end June 2017.
KTB’s regional marketing manager, Betty Ichan, elaborated: “The MICE segment is one of our major focus segments in India which has been growing strongly for us. Hence, we decided to roll out an incentive scheme for our partners in India. Currently, we are working on ways to incentivise our partners – for example, if the group has more than 200 delegates we can host a major gala dinner for them or waive their visa fees.”
However, Ichan said monetary support will not be part of the incentive.
“We want to develop an attractive scheme for buyers who are bringing in large MICE groups. Incentives can range from special souvenirs to sponsorship of a tour itinerary,” shared Ichan.
In 2016, over 64,000 travellers from India travelled to Kenya. Seventy per cent of arrivals came for incentives and were from the IT, manufacturing and FMCG industries.
Currently, India is the third largest source market for the African nation, and is one of the fastest growing markets. KTB aims to welcome 100,000 Indians by 2018.
Aside from the main Indian cities, KTB is also looking to groom incentive arrivals from other parts of India.
“We have reached out to second-tier cities, and held events in Lucknow, Chandigarh and Ahmedabad. We are seeing the potential and are ready to host incentive groups from these cities as well,” said Ichan.
Indian incentive movement is expected to receive a further push should Kenya Airways reopen its New Delhi-Nairobi route in the future.
What were your biggest business challenges when you had to shut the Tower Wing down for renovations last November, and how did you resolve them?
With careful planning and communication, you can reduce a lot of the inconveniences that come with such a project. I am very pleased with how we were able to get through the seven-month Tower Wing closure.
But to answer your question, the most difficult issue we had was something small but it turned out to be very important. It was understanding that no matter how many direction signs you put up to help guests find their way around the hotel (Tower Wing’s closure meant the centre of the lobby was shut and detours to certain facilities were needed), it would never be enough. We had so many guests who said to us that there was not a single sign around to point them in the right way, but there were so many in fact! (Laughs)
People see but they don’t look. So that was an immense lesson for us. Where do we position our people? Where do guests come from and where will they need help?
I also realised that the sense of welcome is very important…and that the grandeur of the lobby is very important to an event organiser, as that influences the sense of arrival for event guests.
(The closure of the Tower Wing and the hotel’s usual main entrance) was difficult for some (clients) as they perceived a missing component in the entire event package they were buying from Shangri-La Hotel, Singapore. That missing part being the lack of the grand sense of arrival. But that too we were able to overcome by rolling out more red carpets, and having flower girls and our people welcome event guests at the right entrance. We also moved all the lights from the original entrance to the ballroom entrance and the entrance to the Garden Wing, to play up those areas for a warmer welcome.
In your opinion, what are the biggest differences between the old and the new Tower Wing?
Hey, that’s a long list! I think the one very big difference is that we have strengthened (our positioning as Singapore’s only real city resort, garden resort and urban oasis) by bringing the garden into the lobby. It is a big departure from what we were. Before, the garden was outside and the inside was very opulent. Now, the inside is a very elegant and stylish garden setting.
We have let go a little bit of formality, and the hotel is warmer, more approachable and friendlier.
Yet, there are many elements that show this is still a Shangri-La. For example, in most Shangri-La you’d see big paintings of mountains. Our feature wall (at The Lobby Lounge) is an interpretation of that mountain painting.
There are also hints back to the roots of the original product. You see the green painting (at the check-in area)? When we first opened, it was a green marble wall.
The chandelier is another interesting topic. We’ve removed that and some guests have told me it is unusual to see a Shangri-La without a chandelier. But you know, that’s ok. I think we’ve done the right thing. You have to leave one shore to reach the next. Some bold decisions have to be made about the hotel’s design. We have been here for 46 years and are excited about the next 46 years, and we must remain relevant.
Were these bold design decisions for a more modern look necessitated by the different needs and interests of the next generation of guests?
I oppose thoughts of having to appeal to the new generation. We are not going for the new generation of travellers. In 1971 when we opened, our targets were in their 40s, 50s and 60s. We want to continue to attract this audience. We did not renovate to get younger, but we sure don’t want to get older!
That age bracket we are keen on remains the same, but these travellers have a different lifestyle and a different perception of what a hotel should be. We are changing to remain relevant to this group.
What are your favourite aspects of the revamped Tower Wing?
I’ve avoided engrossing myself in the design elements of the project, preferring instead to spend more time and attention on the quality of coffee a guest will get – that is, the deliverables, the service, the experience.
So, I’m most excited about our ShopHouse. The moment we opened, business started. It serves such a good selection (of quick bites in the form of sandwiches, salads, hot pastries, cakes and coffee). In our society today, grabbing food on the go has become so much part of our daily life. To be able to provide this convenience to our guests is more exciting for me than, you know, how beautiful the sofa is or how exquisite our new architecture is.
Catering to our guests’ needs and seeing people respond positively to what we can do, is just inspiring and rewarding.
We have started to serve a nice welcome drink – which isn’t revolutionary but is something new we are doing here – and we’ve hired a Singaporean senior citizen who knows a lot and is very engaging, and will allow arriving guests to feel a strong sense of Singapore, of location should they have a moment to chat with him.
We are packed with new things, new features, but at the very core of what we do and excel in, still lies our service.
Are there any new features in the revamped Tower Wing that will excite business event planners?
We are very excited about our function rooms on level four. I think they are very powerful. They continue the feel of the lobby and the guestrooms, which means they are Asian inspired and have a homely, residential ambience. They make you immediately comfortable.
What is bringing us new advantages is the technology we have invested a lot in. We have made an effort to truly understand what sort of technology people need and want at their event, and what level of technology they will expect from a Shangri-La hotel.
And so, all our function rooms are equipped with a short throw projector and a very high quality screen surface, and the projector can be connected to numerous laptops to allow meeting delegates to toggle between machines to show what’s on their screens to support discussions. To us, these support real needs.
We have very consciously decided not to give meeting organisers control of light and air-conditioner. This option is offered by several venues but we figured that clients who choose a Shangri-La hotel will expect our people to take care of these things for them. We are hiding those controls.
We have also created some special surfaces (in public spaces on level four) on which clients can project images on.
We now provide ultra high-speed Internet access which is so very important.
We have also added a healthy food choice to all coffee breaks. More and more people seek healthy dining options in their daily life, and we wanted to provide that during their meetings and events.
Would event organisers expect to pay a little more for a meeting package at your hotel now with all these enhanced features?
(Laughs) I definitely hope they do! But really, at the initial stage we are not planning for massive price increases. We want organisers to experience our spaces and we are confident that they will like them a lot and return.
Have you had any regular clients who counted down to the Tower Wing’s reopening on May 16 and had their events planned on that big day?
Oh yes! One of our strongest supporters took an enormous risk – I call that a vote of confidence – to book a critical event on May 16. It was a high profile event with attendees from all over the world. They wanted to be the first at the revamped Tower Wing. And three months before the event, they called to ask if some of their guests could arrive a day ahead on the 15th. We made that happen, as well as delivered an excellent event for them.
How well are your function rooms doing?
They are full for the next few months. But I think for the very big businesses, they want to see our product first before committing. So our focus at the moment for this segment, is to get as many people into the hotel to see for themselves. We have daily, endless site inspections for the local market, and are working with our regional sales offices and the Singapore Tourism Board on fam trips.
Sarah Mathews, TripAdvisor’s head of destination marketing Asia-Pacific, has been elected as chairperson of PATA executive board at the PATA Annual Summit in Negombo, Sri Lanka last week.
Elected vice chairperson in May 2016, the Hong Kong-based Matthews replaces Andrew Jones who remains a member of the board as its past chairman.
(From left) Jetwing Hotels Sri Lanka’s Hiran Cooray; Tourism Vancouver’s Stephen Pearce; Lao National Institute of Tourism and Hospitality’s Peter Semone; PATA’s Pairoj Kiatthunsamai; Capilano University’s Chris Bottrill; TripAdvisor’s Sarah Mathews; Sanctuary Resorts’ Andrew Jones; Centara Hotels & Resorts’ Ben Montgomery; Guam Visitors Bureau’s Jon Nathan Denight; Macao Government Tourism Office’s Maria Helena de Senna Fernandes; PATA’s Mario Hardy; Malaysia Airports Holdings’ Mohamed Sallauddin Mat Sah; and Hong Kong Tourism Board’s Anthony Lau
PATA also elected five new members to its executive board – Chris Bottrill, dean at the Faculty of Global and Community Studies, School of Tourism Management, Capilano University; Hiran Cooray, chairman, Jetwing Hotels; Jon Nathan Denight, president and CEO, Guam Visitors Bureau; Mohamed Sallauddin Mat Sah, general manager marketing, Malaysia Airports Holdings; and Peter Semone, senior advisor, Lao National Institute of Tourism and Hospitality.
Other executive board members include Stephen Pearce, vice president marketing, Tourism Vancouver; Maria Helena de Senna Fernandes, director, Macao Government Tourism Office; Pilar Laguaña, chairperson, PATA Micronesia Chapter; and Ben Montgomery, director of business relations management, Centara Hotels & Resorts.
Bottrill was elected as the new vice chairperson, while Pearce remains the board’s secretary/treasurer.
Anthony Lau, executive director, Hong Kong Tourism Board; Soon-Hwa Wong, regional director – Asia-Pacific, Blacklane; and Faeez Fadhlillah, CEO and co-founder of Tripfez, have also been appointed to the executive board as non-voting members.
The recent summit also saw the announcement of Langkawi as the host of the 2018 PATA Travel Mart (PTM).
Hosted by Tourism Malaysia and Langkawi Development Authority, the mart will take place at the Mahsuri International Exhibition Centre, the island’s largest convention venue.
Azizan Noordin, CEO of Langkawi Development Authority, who received his Life Membership Award at the summit, said that PTM will “further promote Langkawi as an international resort island destination”.
The St Regis Shanghai Jingan has opened, bringing St Regis Hotels & Resorts’ total hotel count in the Greater China region to nine.
Owned by B.M. Holding, the hotel offers 491 guestrooms including 66 suites, 55 residences, six restaurants and bars, more than 3,000m2 of meeting space across 11 meeting rooms, two executive boardrooms, the brand’s signature Iridium Spa, an indoor swimming pool, a 24-hour fitness centre, and more.
Of the hotel’s event venue collection, the elegant Astor Ballroom is the largest at 1,400m2. It can accommodate up to 1,300 guests for VIP receptions, gala dinners or corporate events. It features a 95m2 LED wall projection system and comes with a 368m2 foyer.
Meeting planners will appreciate the hotel’s provision of a St Regis event specialist, who will assist clients in customising every event detail, including curating culinary selections.
Situated on West Beijing Road in the heart of the Jingan District, Shanghai’s cultural and business centre, The St Regis Shanghai Jingan provides guests convenient access to explore the city’s storied past and bustling present.
Lisa Holladay, global brand leader, St Regis Hotels & Resorts, said in a media statement: “Shanghai’s cosmopolitan spirit is perfectly matched by The St Regis Shanghai Jingan, which through unrivalled service and personalised experiences will bring to life the modern glamour that defines this city.”
She added: “With its own rich history and distinctive legacy, The Pearl of the Orient is an ideal place to expand the St Regis brand and this debut represents an important milestone in our overall global growth.”
A better value proposition that leverages technology and the synergies from its recent acquisitions is what Hotelbeds expects to offer to its clients in a “competitive” and “fragmented” market, said managing director Carlos Muñoz.
Speaking to TTG Asia in an interview on the sidelines of its inaugural MarketHub Asia event, which took place in Bangkok earlier this week, Muñoz said: “There are many (bedbank) players like us in the market. We are the biggest player but we are only taking up about seven to eight per cent of the market share (prior to Tourico and GTA acquisitions).
Muñoz at MarketHub Asia event
“The B2B wholesale accommodation space is still very fragmented, while the OTA market is dominated by two big players (Expedia and Priceline). Our aim is to better support our tour operator and OTAs customers to succeed in this environment against the big OTAs, and if we’re fragmented it’s much more difficult to compete against them.”
The acquisitions of Tourico Holidays and GTA will enable Hotelbeds to take the best practices from each and combine them into “one single platform”, according to Muñoz. “The point (of the acquisitions) is not about getting market share, it’s about creating the conditions to provide more value proposition to our clients and help them face the challenges in the marketplace,” he elaborated.
While Muñoz feels that Hotelbeds has built up a strong global footprint – with Tourico a strong player in the US, and GTA in Asia-Pacific, the Middle East and Europe – he concedes that India still leaves room for further growth and is a market the company will focus on. China, on the other hand, is where Hotelbeds and GTA already have significant presence, he revealed.
When asked if a bigger Hotelbeds will curtail its responsiveness to the market, Muñoz feels it’s the contrary. “Being small is not an advantage in this business, because you need the size to be able to invest in the best technology, products and contracts… we were missing some size (earlier).”
Hotelbeds’ ownership change last year from TUI to two private equity companies Cinven and CPPIB has also given it “access to capital”, including opportunities in inorganic growth, which would enable it to pursue further organic growth, said Muñoz. Also, he does not rule out further acquisitions for Hotelbeds.
As the 3,883-guest Norwegian Joy last weekend pulled into Singapore, a month ahead of its first sailings in China, Norwegian Cruise Line Holdings (NCLH) shared that it is pursuing more than just a numbers game in China, with market understanding and brand loyalty also key to its strategy.
“It’s not our aspiration to be the largest brand in China, we just want to be the best… (the Norwegian Joy) builds on what’s been done to open up the Chinese market over the past years, providing a product that will resonate well with Chinese consumers,” said Harry Sommer, NCLH’s executive vice president, international business development.
NCLH’s partnership with Alibaba, which was announced earlier this month, is expected to not only widen the cruise line’s reach among consumers in China, but also deepen its understanding of the Chinese market.
“Alibaba controls 70-80 per cent of the online Chinese market for everything from paper towels to Maseratis and everything in between. The sheer amount of consumer data they have makes them a force to be reckoned and a partner that helps us understand consumer tastes, what drives purchase decisions, tailor marketing and sales messages and make onboard products valuable.”
NCLH’s senior vice president and managing director for Asia-Pacific, Steve Odell, cites customer loyalty as a “critical part” of NCLH’s larger business and will continue to be so as the company enters China.
In fact, past guests can make up 60 per cent or more of demand, according to Sommer.
The new ship was unveiled in its entirety for the first time last Saturday, as 800 guests in Singapore – including media, travel agents and their customers – were introduced to onboard features such as a Ferrari-branded go-kart track, gaming arcade, 28 dining options and retail brands counting Apple, Cartier, Bulgari and Starbucks.
As the 3,883-guest Norwegian Joy last weekend pulled into Singapore, a month ahead of its first sailings in China, Norwegian Cruise Line Holdings (NCLH) shared that it is pursuing more than just an numbers game in China, with market understanding and brand loyalty also key to its strategy.
“It’s not our aspiration to be the largest brand in China, we just want to be the best… (the Norwegian Joy) builds on what’s been done to open up the Chinese market over the past years, providing a product that will resonate well with Chinese consumers,” said Harry Sommer, NCLH’s executive vice president, international business development.
NCLH’s partnership with Alibaba, which was announced earlier this month, is expected to not only widen the cruise line’s reach among consumers in China, but also deepen its understanding of the Chinese market.
“Alibaba controls 70-80 per cent of the online Chinese market for everything from paper towels to Maseratis and everything in between. The sheer amount of consumer data they have makes them a force to be reckoned and a partner that helps us understand consumer tastes, what drives purchase decisions, tailor marketing and sales messages and make onboard products valuable.”
NCLH’s senior vice president and managing director for Asia-Pacific, Steve Odell, cites customer loyalty as a “critical part” of NCLH’s larger business and will continue to be so as the company enters China.
In fact, past guests can make up 60 per cent or more of demand, according to Sommer.
The new ship was unveiled in its entirety for the first time last Saturday, as 800 guests in Singapore – including media, travel agents and their customers – were introduced to onboard features such as a Ferrari-branded go-kart track, gaming arcade, 28 dining options and retail brands counting Apple, Cartier, Bulgari and Starbucks.
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.
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Mark Cochrane
(From left) Jetwing Hotels Sri Lanka’s Hiran Cooray; Tourism Vancouver’s Stephen Pearce; Lao National Institute of Tourism and Hospitality’s Peter Semone; PATA’s Pairoj Kiatthunsamai; Capilano University’s Chris Bottrill; TripAdvisor’s Sarah Mathews; Sanctuary Resorts’ Andrew Jones; Centara Hotels & Resorts’ Ben Montgomery; Guam Visitors Bureau’s Jon Nathan Denight; Macao Government Tourism Office’s Maria Helena de Senna Fernandes; PATA’s Mario Hardy; Malaysia Airports Holdings’ Mohamed Sallauddin Mat Sah; and Hong Kong Tourism Board’s Anthony Lau
