FREE COPY ISSUE #2 / DECEMBER 2005

HOSPITALITY
THE MAGAZINE FOR THE HOTEL, TRAVEL AND TOURISM INDUSTRY IN THE MALDIVES

Service has no Color

Customer Intelligence
Selling without a Script
The food production factory
WTA 2005 Winners
Water Saving Tips
Spa Butlers
LILY
INTERNATIONAL
PTE.LTD
 EDITOR’S NOTE

IMPRESSUM

Publisher

This magazine is created and

published by:

Silversea Investment Group Pvt. Ltd.

H. Meheli Ge (2nd floor)
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Male
Republic of Maldives

Editor-in-Chief:
Ahmed Saleem

Editor:
David Kotthoff

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Contact Information Dear friends and colleagues,

Please send your feedback,
questions and comments to:
info@hospitality-maldives.com Welcome to the second issue of Hospitality Maldives.
Also please notify us at this email if
you would prefer not to receive
further issues of this magazine.
One month has passed since the distribution of the magazine's first edition and the
For information about the content
of this magazine please contact responses we received in return were unanimously positive and very encouraging.
David Kotthoff at:
david@hospitality-maldives.com This proves that we are on the right track and I would like to seize this opportunity to
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Print
suggestions, ideas and kind words of appreciation.
Loamaafaanu Print

Cover Photograph Despite the fantastic feedback, I'm afraid that this issue again will not feature an
Aishath Sodiq
Nasandhura Palace Hotel
article written by an employee of the local hospitality industry. Reading through this
Photo by Mooinc Pvt. Ltd.
edition you will realize that certain things have changed compared to the November
Articles
issue and we strive to continue improvement on a monthly basis. That however is
All articles are property of their
respective authors / owners and have only possible with your support and I kindly request you to email me at
been provided with the great support
of the following individuals and david@hospitality-maldives.com with any idea, suggestion or article you might have
institutions:
in mind. With your active involvement in this project, something great will be
Bhanu Chopra
Tony Eldred created. In addition I would like to encourage you to visit our website and use the
Hakan Falk
Prof. Steven Ferry feedback form to register for a monthly subscription. That way we are sure that the
Susan Friedmann
Cheryl Griggs magazine reaches the right place at the right time.
Rick Hendrie
Judy Hoffman
Douglas Kennedy
Chris Longstreet, CHA
Ernest Lotecka, PhD I look forward to receiving your emails within the coming days in order to already let
Harry Nobles
Alvah Parker the first issue of 2006 carry some of those ideas and meanwhile wish you a 'Happy
Harry Richards
Susie Ross Reading'.
Luis Miguel Sanchez
Bill Schwartz
Mark Wardell
www.amanet.org
www.ehotelier.com Yours in hospitality,
www.ific.org
www.restaurantreport.com
David Kotthoff
www.worldtravelawards.com

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HOSPITALITY MALDIVES DECEMBER 2005 3

in this issue:
 CONTENTS

IN THIS ISSUE:
EDITOR’S NOTE 3

SERVICE HAS NO COLOR 8

Chris Longstreet, CHA on
racism in the service industry!

THE 11 P’S IN A 16
REMARKABLE BRAND
Learn how to make your brand a success.

.
WATER SYSTEM 20
ENERGY SAVING TIPS
.
SELLING WITHOUT A SCRIPT .26
Increase your sales efficiency by applying
natural and appropriate communication.
.

THE 20 BIGGEST 30

Photograph by George Fischer

HOTELS IN THE WORLD
.
CAFFEINE 32
Everything you need to know
about it, and more.

TRAINING 34
It’s not a universal panacea.

SPA BUTLERS 38
Adding value to Hotels
and Spas alike.

80 TIPS FOR 42
BUSINESS SUCCESS
.

TIME MANAGEMENT 48
10 Tips for managing your time
more effectively.

WORLD TRAVEL AWARDS 56

THE 2005 WINNERS

Photo by George Fischer, courtesy of MTPB THE LAST WORD 58

HOSPITALITY MALDIVES DECEMBER 2005 5

 SERVICE
Service has no color!
I
left home on a trip recently that took me from Grand
Rapids, Michigan to Houston, Texas. The cheapest
flight I could get took me through Chicago’s O’Hare
Airport. The flight to Houston through Chicago was
uneventful. The conference I attended was outstanding. On
Friday, I returned home taking the same path – Houston to
Grand Rapids through Chicago.
It started when …
For a graduate class in multi-cultural issues in education, I
read several assigned readings on racism on my flight from
Houston to Chicago. I was intrigued by the readings and my
interest was peaked by one chapter that referenced the racist
actions of white people in places of public accommodation.
The author related a story of an African-American
couple that went to a restaurant on a slow night and were
basically refused service. The couple waited near the door and
servers simply ignored them. No one else was waiting to be
seated and there were plenty of tables available in the dining
room. But still, no service. The man was outraged and decided
to leave. The wife stopped him outside and together they
discussed their reaction. Eventually, they went back in and
8 HOSPITALITY MALDIVES DECEMBER 2005
by Chris Longstreet, CHA
spoke to the manager and politely pointed out the racist
actions of the staff which sadly, still failed to be addressed.
. Another incident stated in the reading involved a
wealthy African-American business man who received poor
service on a regular basis at a restaurant which he frequented
on a consistent basis. His white friends spoke highly of the
service they received. He, however, felt that the service was
slow and that the attentiveness of the staff when he dined was
lacking. He then joined his white associates at the restaurant
on one occasion and noticed that the service was outstanding
– so different than when he was there with just his African-
American friends. It seemed the restaurant had a serious
problem with the color of his skin.
Another story outlined incidents of racial
discrimination in hotels. As a professional in this industry,
these stories hurt. The chapter outlined several stories where
people of color were typically given the “not-so-desirable”
rooms near the end of the halls, near elevators, and near other
centers of activity. For people of color, service is different,
accommodations are not as good, and the entire guest
experience suffers as a result. I couldn’t believe what I was
reading, but it was true.

As a professional in the hospitality industry, I was saddened
by these stories. I was saddened that people who claim to be
hospitality professionals – professionals who offer a warm
welcome to all guests - could act, and would act, in such a
discriminatory and unfair fashion. Being a white male, I guess
I just have never experienced those things. I wanted to put my
head in the sand, plug my ears – I didn’t want to believe any of
these stories were true.
And then ….
Maybe it was my awareness of the subject of racism that made
what happened when I landed at O’Hare Airport so eye
opening. I was hungry and hadn’t eaten lunch so I was
searching for something quick to eat before my next flight.
With a sigh, I stopped. ”Another fast food meal,” I thought. I
waited in one of several short lines. I noticed that in line there
were a diverse mixture of people of various races waiting with
me. The crew of the restaurant was entirely African-
American. I noticed that they were having a good time and
seemed to be enjoying their work. They were laughing and the
atmosphere seemed very friendly and fun.
Now remember that I had just spent time reading a
chapter on how service was given differently to people based
on their race. I stepped back and decided to observe the staff
to see if they treated people differently based on the race of
the customers they served. I watched an Asian man get
served. The server asked, “Who’s next” and didn’t even look
at the man standing at the counter. As he placed his order, the
cashier gave no response, didn’t repeat the order, and simply
said, “$6.54.” He handed his money to the cashier and
received his change with no response.
When his food came, the server simply slid the bag
of food to him and the man walked quietly away. I stood in the
back of a line and watched the server take the next customer.
The white female approached the same person and this time
the cashier didn’t even ask for her order. Once again, the
server didn’t repeat the order and simply stated the amount
and waited for the customer to provide the money. Change
was provided with no announcement of how much change
was being given. With the same reaction, the food was placed
in a bag and slid to the customer and off she went to catch her
flight.
Curious, I moved to the line where this server was taking
orders. In front of me stood a father and his son – both
African-American men. This time, the server’s attitude
changed. “Welcome. May I take your order?” The server did
know how to be polite! After the men placed their order, the
server repeated the order, waited for acknowledgment that is
was correct, and then announced the total stating, “That
comes to $11.32.” The man handed the server $20 and then
received money back. The server said, “$8.68 is your change,
and your order will be right up.” When the food was ready, the
bag was handed to the man and the server stated, “Here you
go. Have a nice day!” He responded with a thank you and off
he and his son went. It was my turn. I stepped forward. I
waited for a response.
The server wasn’t even looking at me. “Can I help
who’s next?” Whoa! What happened to this person who just
SERVICE
treated the father and his son so nice? I placed my order and
got the following response: “Will that be all?” I responded in
the affirmative. “$5.97.” I handed over $10 and received $4.03
in return. The server said nothing.
I had ordered the white meat chicken tender strips value meal.
I waited and watched the other servers. My large Diet Coke
was slid to me. Moments later, my bag was slid to me with no
verbal discourse with any employee. “May I have a straw?”
The server handed me one. “May I have two honey mustard
sauces please?” With no eye contact, the server reached down
and slid me two packets of honey mustard sauce. I left.
“Have we been so conditioned
to expect what we define as
poor service when in fact it was
discriminatory service?”
I didn’t walk away mad. I had the right too, but I
chose not to. Or did I? Is what I experienced something that
goes on everyday and I (we) simply did not see it? Or, have we
been so conditioned to expect what we define as poor service
when in fact it was discriminatory service? Who’s to blame?
But it didn’t stop!
.
Now this subject was under my skin. I didn’t believe what I
was hearing and feeling? Are people in this industry that
discriminatory? In sharing this with a peer, she’d related her
personal experience:
As an African American, I can tell you that there is a
definite difference in the level of service provided to people
based on their color, race and many times based on their
perceived class. I am a witness that many non-white people
are treated with less consideration than white people. In the
airports, we are more readily subjected to searches by security
personnel who don't make eye contact with us, speak to us in a
condescending manner, and take immediate offense if we say
something that they disagree with.
.
I was asked to step aside by a white female security
worker at the boarding gate. I made the statement, "Gee, I
have been searched at every security checkpoint, is there a sign
posted on me?" I made this statement in a joking tone. Any
reasonable person within earshot would have known that I
meant no harm. The security officer told me that if I
continued to refuse to follow her commands that she would
bar me from the flight and that I had better move over and
accommodate her requests.
I was shocked and offended. However, because I was
accustomed to this type of behavior, I moved over, removed
my shoes, extended my arms, and met each of her requests.
When I boarded the airplane I was so angry that tears welled
in my eyes. I began to write a letter to the president of the
airline regarding this matter. By the time I arrived at my
destination, I had calmed down and I discarded the letter in
the airport trash. Unfortunately, many people simply
HOSPITALITY MALDIVES DECEMBER 2005 9
 SERVICE
disregard the poor service and fail to confront the issue. That
is exactly what I did and that is what perpetuates this type of
activity. It needs to be addressed.
Racial and color issues go beyond “race against race.”
There is, within the black community, what is known as in-
race discrimination. My skin tone color is very dark. As a
result, within my own race, I am most likely to be treated
worse than blacks with light or "yellow" skin tone colors or
whites. In fact, I have been the subject of delayed and/or
poor service by whites and blacks. It is not uncommon for
blacks to disregard other blacks and run to give extraordinary
service to whites.
Service Is Not About Color!
Service is not about color. Shouldn’t the Asian man, the white
female, the African-American father and son, and I, the white
male, all deserve the same level of service? Does the African-
American couple deserve the same service as the white
customers? Should color dictate rooming assignments at a
hotel and whether service should or should not be given?
Good service – great service – is not about the color of one’s
skin.
“Racial and color
issues go beyond
race against race.”
Service is not about gender. Male or female, everyone
should be treated the same.
Service is not about culture or religion. American,
European, Latino, African, or Asian, everyone should be
treated the same. Protestant, Catholic, Muslim, Hindu, or
atheist, everyone should be treated the same.
Service is not about age. Whether 18 or 80, everyone
should be treated the same.
Service is not about lifestyle. It doesn’t matter if the guest is
heterosexual, homosexual, or bi-sexual, everyone should be
treated the same.
Service isn’t about how able our guests are. Whether in a
wheelchair, or standing, physically or mentally impaired or
not, everyone should be treated the same.
Service is about providing the best in hospitality to everyone
no matter who they are, how much money they have, or what
they look like. It doesn’t matter what country we are in, where
we work, or what service we are providing.
Service is not a black or white issue.
Service is not a tall or short issue.
10 HOSPITALITY MALDIVES DECEMBER 2005
Service is not a male or female issue.
Service is not a young or old issue.
Service is treating each guest with equal amounts of dignity,
respect, courtesy, and friendliness. As a frequent traveler, I
wonder if I would get the same level of service on a business
trip if I were wearing a suit and tie or my baggy sweats,
hooded sweatshirt, and hat. Shall I try it?
Our Suggestion
As a professional in the hospitality industry, consider the
following activities:
1. Take a personal inventory of your actions. Do you treat
guests or customers differently because of their gender, race,
culture, age, or looks? Personally reflect on your own actions.
2. Have someone observe your staff and see if they treat
guests differently. Have them write down their observations
and report back to you. Don’t do it yourself as your
employees will know you are watching. Ask a college
professor or high school teacher, or even a friend. Pay for
their meal or give them a night at your property. Review the
findings with your staff.
3. At a staff meeting, list various groups of people, your guest
mix, on a white board or flip chart. For example:
• Elderly people
• People of another race
• High schoolers
• Families with young kids
• A college sports team
• A person in a wheelchair
Ask your employees to list the stereotypes they have for each
category of guests. Discuss how the stereotypes are formed
and how they might be wrong. Outline the steps for great
guest service for the organization and stress how everyone
should be treated with the same respect and dignity.
Now, give your employees the tools, resources, and
education to deal with this issue. This is not about a brand, or
a single company, but about people and our society. We as
hospitality professionals can lead the way, set the stage, and
become the model for other industries to follow.
Chris Longstreet is President and CEO of the Society for Hospitality
Management. He also serves as a visiting instructor for the
Hospitality & Tourism Management Program at Grand Valley State
University. For more information, visit the SHM website at
w w w. h o s p i t a l i t y s o c i e t y. o r g o r c o n t a c t C h r i s a t
clongstreet@hospitalitysociety.org!

Meeting Negotiation Tactics
aster the art of negotiating and you master the ability to
M get almost everything you want. Negotiating is considered
the number one business skill, and one we all perform
daily.
However, some do it better than others. So, what does it take to
become a negotiating whiz. The following ten tactics will definitely
catapult you in the right direction to negotiate the best deals for
business, especially when it comes to your exhibit marketing
program:
1. Know What You Want
Skilled negotiators start with a detailed plan of exactly what they
want from their negotiations. Why should you defy what works?
Take plenty of time to thoroughly understand what you want and
need from the potential supplier. Formulate lists of items that you're
willing to compromise and concede if necessary. Know your
budgetary constraints and how they will effect your discussions.
2. Do Your Research
Doing research is a key strategy in your negotiating arsenal. Find out
as much as you possibly can about your potential supplier. Know
what your business is worth to them. Understand their business –
the peaks and valleys. The more they want your business during a
slow period, the greater your negotiating clout.
3. Rehearse Your Opening
Your opening words set the tone for the discussions that follow. Just
like an actor with his opening lines, the first words out of your
mouth set the stage for the rest of the performance. Make certain
that you know exactly what it is you want to say. Craft the words so
that your message is clear and concise. Then spend time rehearsing
your lines. You want your opening lines to be word perfect.
4. Ask Powerful Questions
Asking powerful questions is an essential skill for every negotiator.
It not only provides you with strong information on which to build
your case, it also creates opportunities for breakthroughs in your
discussions. Questions are the most powerful search engine to help
you tap into critical information, make evaluations and finally
decisions. But, like everything else, they need planning. Each
question you ask directs the action that follows it. Take the time to
map out what question you need to ask to get the results you want
from your negotiations.
5. Become an Information-Monger
Even though you're asking powerful questions to get some heavy-
duty information from your opponent, you want to continually be
probing for more. Listen to what's being offered and at every
opportunity, be curious, ask for clarification and more information.
Become an information-monger, never being satisfied until you
have exactly what it is you want from the discussions.
6. Be A Champion Listener
So much of successful negotiating comes as a result of great
listening. Listening to what people do and don't say. People often tell
SALES & MARKETING
you a lot about themselves. Problem is that we just don't hear them
because we're so caught up in our own thoughts. When you take
time to listen to people they'll tell you about their positions,
problems, qualities, likes and dislikes. And, you don't even have to
ask them. They do it naturally just in the way they talk. Listen for any
sense of urgency to close the deal. Perhaps they want your business
to fill quotas. We were given two ears and one mouth; use them in
that ratio to help your deal making.
.
7. Create A Positive Mood
Negotiating in a friendly and congenial atmosphere helps create a
more receptive mood. Set the stage with some “getting to know
you” talk. Make direct eye contact as you speak to your potential
supplier. Tell them one or two personal stories that they might relate
to. Your goal is to establish an atmosphere of trust and honesty.
Don't just jump straight into your negotiating babble. Rather, take
time to develop a friendly rapport so that your opponent feels
comfortable speaking with you. You'll both work together more
productively in a relaxed environment.
.
8. Be Prepared to Walk Away
This incredibly potent strategy is possibly one of the hardest for
negotiators to actually implement. How it works is that when you
really want something badly enough, and you aren't happy with your
opponent's offer, you simply walk away from the negotiating table.
One of two things can happen. One, your opponent will concede to
your wishes, or two your opponent will let you go your own way.
Remember that if you want to use this strategy, have a second
potential supplier “in the wings.” Otherwise, if you don't, you'll
likely be left out in the cold fending for yourself.
.
9. Know the Styles
Read any book on negotiating and you'll quickly learn that there are
many different styles and techniques to help you through the
negotiating minefield. Make a point of familiarizing and learning
ones that fit your style of doing business. In addition, learn about
the different behavioral styles, what kind of information they need
and how they approach negotiating. For example, an analytical type
needs tons of data to help in the decision-making process, whereas a
more controlling, dominant type only want the facts. Recognize
people's differences and use them to your advantage – it's all part of
the game!
10. Exercise Silence
The old saying “silence is golden” is particularly true around the
negotiating table. Negotiating mavens know that when discussing a
deal, the first to speak, loses. To be successful it's not wise to
dominate the conversation. In fact, the more you talk the more
information you're supplying your opponents. So exercising silence
will help prevent you spewing out unnecessary stuff. Your silence
will also help create the perception that you are a thoughtful and
methodical decision-maker.
Written by Susan A. Friedmann,CSP, The Tradeshow Coach, Lake Placid, NY, author,
“Meeting & Event Planning for Dummies,” working with exhibitors and show
organizers to improve their tradeshow success through coaching, consulting and
training. For a free copy of ExhibitSmart Tips of the Week, e-mail:
susan@thetradeshowcoach.com; website: www.thetradeshowcoach.com
HOSPITALITY MALDIVES DECEMBER 2005 11
 SERVICE
Listen to what your
customers are NOT saying
S
ome of you put customer comment cards on your
tables and ask that guests fill them out and let you know
how you’re doing. I could put money on the fact that
you receive more complaints on those cards than praise.
Unless someone was given absolutely outstanding service or the
food was just phenomenally prepared, your guests aren’t going to
take the time to tell you some of the things you really should
know.
They might tell you that the potatoes were cold or the
salad was wilted, but do they ever mention how the server
handled the situation? Probably not; the server is usually only
mentioned as an extra in the bad scene. That is because servers
sometimes act as if everything that goes wrong is the kitchen’s
fault. If we really think about it, they are the last pair of eyes to
see the food before it reaches the table; they should have the final
say in its appearance.
At the risk of seeming pessimistic, I want to caution you
if you don’t have many guests filling out those cards. It isn’t
because everything is always great. Most of us feel that our
comments won’t be taken seriously and nothing will change as a
result of our taking the time to fill those cards out. We have
become accustomed to mediocre service at the hands of a
young, inexperienced person who thinks that serving food is a
better way to make money than selling clothes in a trendy store at
the mall.
We have become accustomed to asking for another
drink because our server is busy chatting with his/her friends
and wants guests to move quicker and leave more money. We
have become accustomed to our servers not having any
suggestions about some of the highlights of the menu, in fact,
not knowing much about the menu at all! All of these things we
have become accustomed to and therefore we don’t even think
about asking for a change. Most of us don’t know it could be so
much better!
Guess what? Your servers don’t know it could be so
much better, either. They are getting the kinds of tips they
deserve for their lack of attention to guests and the details that
go along with them. Your guests are giving what they think the
service is worth. When they walk out your door they might tell
you that the food was great, or maybe the food was a little less
tasty than usual, but they will never tell you that the service was
only ok or even bad. Understand that we live in a society where it
isn’t ok to be confrontational and tell someone that they aren’t
performing well. In our politically correct society, if you tell Bob
12 HOSPITALITY MALDIVES DECEMBER 2005
or Jane that you don’t like the way he/she is serving you, you are
being rude and demanding.
What guests will do is tell you about the food because they never
have to meet your kitchen staff. They know they may have to deal
with the same server again. We don’t feel like our comments are
going to be heard and treated as a comment. We feel like we’re
going to be labeled a nasty customer and treated worse. Most
customers are forgiving and will give you another chance and
return. If, however, they receive the same lack of care in service,
they will quietly go away.
Who do your guests tell about their bad experiences?
They tell their friends, family and neighbors. Sometimes they tell
your competition. And when they find out what I do, they tell me
at great length and they insist that I go to you and train your wait
staff. They want to continue dining in your restaurant. They want
it to be more pleasurable than it currently is.
What you see is that your staff is taking orders and
getting the food out in a timely manner. Your guests see that, too.
They want more from a dining experience and they are willing to
give more tip money when they get it. When a server suggests
wine or particular dishes and sides to go along with them, your
guests don’t perceive them as being pushy. On the contrary,
when done in a professional manner and with some charm and
class, they perceive it as great customer service!
Guests may not be able to articulate these ideas to you. They just
know that something is missing. Ask any businessperson who
frequently dines with potential clients and he/she will tell you
he/she knows the best places to take someone for smooth,
seamless service. Your staff deserves to know that they could be
earning more money. You could be earning more money because
they earn more money.
You can bring these issues up at your next employee
meeting, but most servers never think you are talking about
him/her. Another shameless plug for my business! Allow me to
come in and interact with them in some role-playing situations.
They don’t need to be accused of being guilty of bad customer
service; they will figure it out for themselves through the course
of my class.
Susie Ross is the President of "Waiter Training" and has over 10 years of
experience in the restaurant industry. For more information visit www.waiter-
training.com or email Susie at susie@waiter-training.com!

Speak with People,
Don’t talk at them!
S
ome of you know that I conduct very realistic role-
playing exercises as part of my “Coaching to Meet the
Press and Other Hostile Audiences” workshop. One of
the ground rules is that – unless it is a press conference
setting – participants are not allowed to “make a statement” at
the beginning of the interview with the TV reporter. Many
people want to know why.
Here are three good reasons:
1. For the most part, your introductory statement will not be
used. Think about the last few interviews you have seen where
there is some incident that has occurred. Unless they have
absolutely nothing else to work with, reporters would rather
capture the spokesperson’s comments as (s)he answers one of
their questions. It is more spontaneous, more engaging, and
therefore better TV.
Having someone read a statement can be boring. So
unless you are satisfied with providing that statement simply as a
means of educating the reporter about the situation before the
REAL interview begins, save yourself the time of reading it into
the camera. By all means, have a statement to provide to the
reporter before (s)he leaves so they have some accurate, factual
information to refer to when they are compiling the intro to the
piece. Just don’t read it on camera.
2. If you are reading a prepared statement, you are looking down
at a piece of paper. That means you are not looking the reporter
(and the audience) in the eye while you are talking. Subliminally,
reporter and audience get a very powerful message: the
spokesperson is at least shading the truth if not lying. That is
what we’ve all learned from personal experience. If a person
cannot “look you in the eye,” he cannot be trusted.
The more you can make direct eye contact with an
individual, the more sincere and believable you are. You simply
cannot make enough eye contact to appear trustworthy if you
are looking down at a prepared statement. But do prepare the
statement! Writing down the major points helps you commit
them to memory. This will help you recall the “must air
messages” when you answer the reporter’s questions. You
appear more trustworthy, concerned, and connected to the
audience if you don’t have your head down and your eyes
averted.
3. People want a dialogue, not a lecture. Remember when you
were a student in college and the professor proceeded to lecture
from prepared notes? You pulled out your notebook and tried to
concentrate and learn. You might have found that you could do it
for a little while, but then your mind would start to wander, or
HUMAN RESOURCES
you might even doze. It was when that professor did something
to ENGAGE you that you paid attention.
The same principle applies when a company
spokesperson is giving a speech or providing the organization’s
position. If the individual appears to be talking AT you – reading
from prepared remarks – you may try to pay attention, but it is
hard work. If, on the other hand, that person looks up, makes eye
contact, moves to the side of the podium, and actively tries to
connect with the audience and speak WITH them, then it grabs
your attention and creates interest in what that person has to say.
Whether seeking audience participation in a talk being
given at a local civic club/professional organization or carrying
on an interview with a reporter, the person who is not tied to
printed words will be much more convincing and remembered
more favorably.
This is what you want when your speech or TV interview is over:
• For people to remember what you said
• For them to believe what you told them
• For them to have a positive impression of you and,
therefore, your organization
None of that will happen if you have had your head down
reading into a microphone. If it is a large group meeting you have
been invited to address or a media interview and you don’t want
to forget something important, you may prepare some notes.
Just don’t use a word-for-word statement if you can help it.
Become familiar enough with the material so that you can,
simply by seeing a few words in a bulleted point, recall what you
want to say. Then say it conversationally as if you were speaking
with another human being. You and your message will be
received much better.
Whenever I work with executives to improve their
speaking skills – whether a public speaking engagement or a
crisis interview -- we will spend more than 50% of the time
getting them untied from the darn script! Sure, it requires more
preparation time than if you just read a statement you wrote or --
worse still – mouthed what someone else made up for you! You
may be tempted to say that you are too busy to practice this
particular speech or statement several times. However, if it is
important to you that you come across well, this time invested is
well worth the effort.
Judy Hoffman is an author, speaker, and consultant who specializes in the areas of
dealing with the media during a crisis and handling angr y people.
She can be reached at jchent@frontiernet.net and you can find out more about her at
www.judyhoffman.com
HOSPITALITY MALDIVES DECEMBER 2005 13
FOOD & BEVERAGE
The Food
Production
Factory
T
he quest for kitchen efficiency is an issue that many
businesses are being forced to address due to tight
financial circumstances at the moment. Over the years
we’ve been called on to examine the operation of many
commercial kitchens and I have developed a system I use when I am
looking for opportunity.
First, lets get totally dispassionate about your kitchen — it
is a food production facility, a factory of sorts. Its
efficiency is determined by similar rules and principles as
those that apply to any engineering factory manufacturing any kind
of product. Sure, there are differences; for instance your stock is
decomposing rapidly and your environment must be near enough to
sterile, but the basics are the same.
Your products must be well designed to start with. Each
menu item must be saleable, able to be produced with the skills and
equipment available, and it must be profitable — it must ultimately
be popular and deliver a good margin. The standard recipe is your
design tool. This document details all the materials specifications,
portions, preparation method and presentation of a menu item.
Without standard recipes you have no control over cost and quality.
It’s one thing to have a good design for a product and
entirely another to ensure the product is produced according to that
design. I often go into commercial kitchens and find a pristine set of
recipes that no one seems to use. Meanwhile the kitchen staff ‘wing’
it by the seat of their pants on a daily basis and the chef fends off the
calls for reduction to food costs with dazzling displays of smoke
and mirrors. Good design and strict production control are the first
steps to quality and efficiency.
14 HOSPITALITY MALDIVES DECEMBER 2005
Next, we should consider your purchase and receipt of
raw materials. Are they well managed? If not you will be out of
pocket before you even start. Are you getting what you pay for? Are
you paying the right price for it? Is the quality excessive for the end
use? Is there a stock ordering system? Have the staff who receive
goods been trained to do it properly? Finding out the answers to
questions like this could lead you to a rich raft of opportunity.
Moving on, let’s have a look at production efficiency.
Engineers who are engaged in the quest for production efficiency
draw elaborate flow charts that follow items right through the
production process. Every time the item gets handled or moved
there is an opportunity for gain or loss that the engineer considers in
the quest to keep the costs down.
Just imagine if we produced a flow chart plotting the
travels of the ingredients in a popular menu item in the average
commercial kitchen. Would there be clean straight lines from the
delivery bay, through the storage areas, the kitchen and out to the
front of house? Not likely, I’ve done the exercise. It ended-up
looking like a plate of spaghetti. Unnecessary movement,
doublehandling, doubling back were rife. Every time a person
moves from point A to point B, you are paying for the time but not
getting anything of economic benefit in return.
The issue here is ergonomic efficiency. Architects,
designers and chefs seem to very rarely consider where they put
storage areas, coolrooms and equipment from the point of reducing
human movement. Looking at this issue from another perspective,
you might be able to run your kitchen with less staff if you give
some serious thought to where everything is located. There is also a
good argument here to suggest that all kitchen equipment should be
modular and movable and capable of being rearranged to reflect
changes in menu mix or design.
You may not be able to do anything about the general lay-
out of your kitchen without considerable expense, but the next time
you do kitchen renovations this issue should be at the forefront of
your thinking. In establishing a new kitchen you should weigh up
carefully the up-front construction costs of the various kitchen
configurations possible against the ongoing labour costs in running
that kitchen.
Staff productivity is the next issue on the list. Here I could
probably write a thesis, but we haven’t got the space. Is there a well
considered recruitment system for kitchen staff ? Is there a system
of induction/orientation and skills training for kitchen staff ? Do
the supervisory staff have appropriate communication and
leadership skills? Are there standard times established for all
recurring tasks? To focus your thinking consider the fact that if you
have six staff and you increase their productivity 20% (which is
usually easily achieved), you can now get the same work done with
five staff — a 16% saving in labour cost.
Lastly, I look at the management of kitchen overheads. Is
there consideration of energy management, proper control of
cleaning chemicals, a proper repairs and maintenance schedule
covering all kitchen equipment, etc? Broadly, is the Chef accepting
the responsibility for the cost of running the kitchen environment
as well as the food production?
I was taught as a manager to audit kitchen operations at
least once per month, as an ongoing duty. Look at the amount of
money flowing through you kitchen. It’s way too much to leave to
chance. The efficiency of your kitchen is such a key element in
running your business profitably, it should be a management
priority to make sure it is happening. If your Chef is not tackling
these issues in a logical and orderly manner you probably have a
cook, not a Chef, in charge of your kitchen.
Tony Eldred is the Managing Director of hospitality management
consultants Eldred Hospitality Pty. Ltd. For more information visit
www.eldtrain.com.au or email Tony directly at teldred@eldtrain.com.au!
HOSPITALITY MALDIVES DECEMBER 2005 15
SALES & MARKETING

16 HOSPITALITY MALDIVES DECEMBER 2005

 SALES & MARKETING

the
11 P’s in a
Remarkable
brand
by Rick Hendrie

The world of branding seems mysterious. What

makes one brand succeed and another, of
apparent equal quality, fail?

One thing is for certain. Brands almost never

sell what they purport and the best, most
successful brands have zeroed in on the non-
logical centers of the brain and taken up
permanent residence by appealing to the
consumer’s feelings and fantasies.

So what’s a brand to do? Start with the

recognition that service and product quality
are mere entry points, not the end all of a great
brand. A great brand involves much more in the
Experience Era. Here are the eleven ‘P’s that
provide the titanic pressures to transform
product or service ‘coal’ into a branded
diamond.

HOSPITALITY MALDIVES DECEMBER 2005 17

SALES & MARKETING
1. The Principles
Determine the guiding values that inform and shape every
decision.
• Fashion the walk you will walk through out the entire
business – in every encounter, in all processes, with
each element of the business.
2. The Play
Create the step by step narrative of the ideal guest experience
during their visit is envisioned.
• Recognize the real reason your customers are buying
your brand. The best brands do not sell what is
tangible, but sell to what the guests feel and need.
3. The Promise
Establish the commitments that form the bedrock of your
business and brand.
• Go deep. Determine the underlying motivations that
get you out of bed in the morning. The most
successful brands are driven by individuals with
personal stories that fuel company values. Profit is
rarely the prime reason. What is your story?
• Determine the promises inherent in the brand.
• Decide the benefits will the consumer enjoy. What
experience are they promised when they interact
with you, your company and your brand?
4. The Place
Design the space. This involves both a physical plant and the
imaginary experience that is inherent in any communication
off premise. In a retail setting, this component is critical, but
service businesses, wholesalers or others whooperate without
a physical store still provide a ‘place. A consumer never relates
to a business as a disembodied entity. There will always be a
place, a setting in the customer’s mind, however abstract that
might seem. A brand must understand the imagined ‘place’ is
as real as the physical store and apply the same rigor to its
upkeep.
• Understand that the play is linear; any branded
transaction will include steps that take the guest
from start to finish. Designing those steps as
tangible benchmarks with experiential details
makes the brand remarkable.
• Design each ‘Zone’ or benchmark to operate at its
optimum in both it’s functional and branded role to
support the Play and Promise
18 HOSPITALITY MALDIVES DECEMBER 2005
5. The People
Understand your staff of actors and your audience of guests
make up the essential elements of any brand.
• Cast your show with talent that reflects your guiding
principles. Skills can be taught, values cannot.
• Uncover your guest’s real purpose for choosing you
over another brand - Guest research is discussed. Do
you know how your target(s) ‘feels’, what their hopes
are versus their expectations during the visit
• Communicate you play to the staff, including what
‘roles’ each member of the team plays in serving your
guest’s real purpose.
.
6. The Production Elements
Create distinctive WOWs.
• Design your brand to have distinctive WOWs
whether within the atmosphere, elements of
hospitality, amenities or presentation that truly
separate you.
• Remember that WOWs can be tangible or merely felt
by the guest. This is where the power of your story
shows up most powerfully.
.
7. The Props
Be intentional with the equipment and elements your actors
use to both enact business effectively and support the brand
experience.
• Assess whether your key tangible equipment furthers
the ‘story’ and purpose or not.
• Determine the true meaning behind of each prop.
Make sure every choice, be it one style of F, F & E,
piece of equipment or other physical element, is
intentional
.
8. The Price
Decide what you’re worth based on how your guest values the
experience, not just the product or service. Charge admission.
• Discuss pricing strategy based on the value of the
experience you offer. You can charge more.
• Prepare a clear comparative chart of pricing of
properties customers deem as competitors: places
they would have considered if they hadn’t
chosen your brand.
 9. The Promotion
Craft the communication of the brand story in all its forms.
• Perform a brand audit to ensure that all tangible
communication is graphically consistent and in
support of the promise
• Consider the relationship based options first to fully
leverage those who contact and/or come to you.
Focus on loyalty.
• Utilize every means at your disposal to take ‘the
experience’ out into the community to whom you are
targeting
11. The Performance
Reviews & Prizes
Commit to being a reward based brand.
• Evaluate performance and reward ‘the right
behaviors’ a shift by shift, even minute by minute.
• Take every opportunity to recognize, reiterate and
reward those that support your key value and the
story.
• Empower all associates to
- Engage the guest on a personal basis every time

. - Be prepared to do what it takes to serve the guest’s

real purpose, not just the self evident ones of basic
10. The Press quality service and product.

Seek buzz, scripted or not There are some brands which need more of one ‘P’ than
another, but the best brands succeed by utilizing each ‘P’.
• Evaluate what avenues are available that most fit your They leverage every shred of energy and oomph available to
story/brand. It will likely be a combination of PR imbue a brand with the kind of magic which elevates the
and conventional marketing. consumer experience, creates raving fans and produces
untold riches.

Rick Hendrie is President & Chief Experience Officer of Remarkable Branding, Inc. a Cambridge MA based consultancy
which helps clients create memorable brand experiences. For a complimentary newsletter go to www.remarkablebranding.com
 ENVIRONMENT
Energy Saving Tips
T
he water distribution system in a building is usually
ignored as a potential energy conservation resource.
Itis a deceptively simple system, though, with many
practical ways to optimize. These techniques can be
divided into two general categories: reducing the use of water
and reducing the heat lost from hot water piping.
Inspect for leaks
A simple way to reduce water usage is to be alert for leaks in
pipes, fittings, pumps and gauges in mechanical rooms and at
headers throughout the building. Faucets and other restroom
fittings are also important locations to inspect for fluid loss.
Swift repair of these water leaks will prevent collateral
damage to wood surfaces and furnishings, ceiling tiles and
electrical equipment. The savings will occur in the water bill
and in a lower sewage disposal fee as well.
. More efficient operation of cleaning equipment
Leaks that occur in closed systems can be even more
expensive. Water circulating in the chilled water loop, the
condenser water loop and the steam loop is usually chemically
treated for corrosion and high hardness. Water lost from
these systems loses valuable chemicals as well, which
increases the treatment costs. In addition, the energy needed
to heat or cool the circulating fluid will rise since a portion of
the energy spent is lost with the leakage of hot or cold water.
20 HOSPITALITY MALDIVES DECEMBER 2005
Water System
Reduce hot water storage temperature
Whenever the water temperature at the point of use is too
hot, copious quantities of cold water are needed to cool it to a
satisfactory temperature. A slight reduction in hot water
temperature will ensure it is delivered at the best temperature.
Lowering the tank thermostat setting will also reduce the cost
of keeping the water heated.
A variation on this theme, called hot water reset, is
practiced by large institutional users. A remote outside
thermometer automatically increases the hot water supply
temperature when the weather is warm. This can also be done
by manually changing the setting at the beginning of the
cooling season, then increasing it when the heating season
begins.
A good portion of the hot water used at an institutional
building is devoted to washing dishes in the kitchen and
washing clothes in the laundry.
If the equipment used for these tasks does not have
settings for different size loads then it is most efficient to
operate them only when full. Use of an economizer cycle, if

available, is another energy saver; for example, drip drying
dishes naturally instead of with forced heat. Adjusting the
wash and rinse with the coldest practical water temperature
will also save energy without sacrificing quality.
Reduce volume of waste disposal methods
Many commodes are now made with a smaller toilet flush
tank to reduce the volume of water used with each cycle. The
same principles have been applied in other appliances, for
considerable savings. Such large users of water as clothes
washers and dish washers benefit from water conserving
practices, especially if the quantity of cleansers used are
reduced so that less water is used in the rinse cycle.
Inspect and repair damaged insulation systems
Sagging or missing sections of insulation should be promptly
attended, as they are not only an energy loser but may also
indicate a leaking pipe in need of repair. If the insulation is
worn because it covers a pipeline in a heavy use area the
insulation should be replaced, then covered with a sheet metal
sleeve to prevent future damage.
Install time clocks on water heaters
Most business offices are open during the daylight hours,
Monday through Friday. Allowing for cleaning crews after
hours, the time during which hot water is needed is perhaps
sixty hours a week. The typical hot water heater is on all the
time, 168 hours each week.
A timer will greatly reduce this wasted energy. It can
be set to turn on an hour of so before the beginning of the
business day and still provide the same consistent service as
though it were on constantly. Also, with extra down time, the
heater will have a much longer useful life.
Insulate hot water heater(s) and storage tank(s)
Many utilities will provide water heater "blankets" at no cost.
Others offer rebates to businesses and individuals who
purchase high efficiency hot water heaters that have adequate
insulation built into the unit.
If the heater is located within the conditioned space,
heat emanating from the unit will add to the load on the air-
conditioning equipment. If it is located outside - and is poorly
insulated - much heat will be lost in the winter to the environs.
In either case it is important to maximize insulation.
Install flow restrictors at hot water faucets and
shower heads
This is another effective way to reduce water usage, while
sacrificing little to convenience or necessity. To compliment
such measures it is helpful to promulgate a general philosophy
of water conservation, especially in the kitchen. People tend
to think of water as an inexhaustible resource, not realizing
the energy is saved by not wasting hot water.
ENVIRONMENT
Consider increasing pipe insulation thickness
.
Many older buildings were built at a time when energy was
inexpensive. The hot water piping may not have been
insulated at all, or it could be wrapped with a minimal
thickness. A high quality product is available that is more
efficient and durable. Pipe routed through unconditioned
spaces such as the pipe basement or attic should not be
without insulation.
fact file
Nearly 97% of the world's water is saltwater or otherwise
undrinkable. Another 2% is held in ice caps and glaciers. That
leaves just one percent for all of humanity's needs -
agricultural, residential, manufacturing, and community
needs. (United States Geological Survey)
Water regulates the Earth's temperature. It also regulates the
temperature of the human body, carries nutrients and
oxygen to cells, cushions joints, and protects organs and
tissues. The human brain is 75% water. Human blood is 83%
water and bones are 25% water. (American Water Works
Association)
Each day, the sun evaporates 1,000,000,000,000 (one trillion)
tons of water. (United States Geological Survey)
At least 1 billion people must walk three hours or more to
obtain drinking water. (National Geographic Society)
The 250 million U.S. residents living today have access to
about the same amount of water as U.S. residents did 200
years ago, when the population was four million. (National
Drinking Water Alliance)
If present consumption patterns continue, two out of every
three persons on Earth will live in water-stressed conditions
by the year 2025. (United Nations Environment Program)
.
.
Consider instantaneous heaters at remote
locations
Several manufacturers offer small point of use instantaneous
water heaters. If there are only a few locations in a building
that require hotter water than the rest of the facility, these
devices can help save energy - if the volume is low - by
allowing the main hot water temperature to be reduced. This
will reduce the thermal losses from the storage tank as well as
from the loop piping.
.
Install a separate water heater for the kitchen or
laundry
A sophisticated hot water system, in a hospital for example,
will be designed to supply 180 degree F water to the kitchen
and laundry and 120 degree F water everywhere else. Many
buildings will simply supply the hotter water everywhere, at
great waste - and sometimes great danger, from the scalding
hot water.
Hakan Falk is the founder of www.energysavingnow.com, an initiative
dedicated to energy conversation and a cleaner environment!
HOSPITALITY MALDIVES DECEMBER 2005 21
 TRAINING
Measuring Training
in the Hospitality Industry
You definitely think that training your staff is an important issue? You keep a strong focus on orientation and new
employee induction? Great, so that’s done and you might sit back and relax. Not quite. One of the most essential steps in
the training process is only about to come: to measure the effectiveness your training actually has!
Y
ou are a conscientious owner or manager; You take
employee training seriously and have trained your
employees well. You have trained your new hires in the
tasks they need to know to do their assigned jobs; you
have trained or retrained your experienced employees so they
can do the job the way you want it done. You can now sit back,
make up the work schedule, deal with a few occasional problems,
do performance reviews and other paperwork, and reap the
rewards. Right? Not quite.
You are now ready to begin an essential step in the training
process: measuring the effectiveness of your training. Accurate
and regular measurement will help you accomplish several
things:
- Identify weaknesses in your training program
- Identify employees who need more or different training
- Identify employees who should be recognized for superior performance
- Identify employees who must be reassigned or terminated
Before you can deal with any of these points, you must
first identify them. Regular measurement is a proven way to do
this. How do you measure your training? Should it be a formal
22 HOSPITALITY MALDIVES DECEMBER 2005
or informal system? Should your employees be told their
performance is being measured? These are just a few of the
questions you should have at this time.
.
While the specific answers may vary a bit depending on
your property and organization, some basics remain constant.
Any effective measurement must meet certain criteria. It must
be consistent, focused, and objective.
.
1. Consistency requires that measurement follow certain
guidelines. Conditions and parameters must be constant for each
measurement. This includes the qualifications and
characteristics of the person or persons doing the
measurement, and the actual conditions under which they make
the measurement. Any change in the standard being measured
requires a corresponding change in the measurement tool.
.
2. An effective measurement system must focus on the specific
standards to which employees have been trained. Employees
must be trained to perform tasks exactly to the stated standard,
and all measurement must evaluate the standard exactly as it was
trained and exactly as it is performed.

3. Objectivity requires that all standards meet the following
criteria:
A. They must be clear
B. They must be observable
C. They must be measurable
D. They must be positive
Please consider this example:
STANDARD: "Telephone is answered by 3rd ring; the answerer
greets the caller, identifies location, states his or her name, and
offers help".
EXAMPLE: "GOOD MORNING, HOUSEKEEPING
DEPARTMENT, THIS IS JANE. HOW MAY I HELP YOU?"
This standard meets the stated criteria, and is easily measured by
the observer. The answerer either meets the standard or does
not. There is no ambiguity, no need for subjective speculation.
A recommended sequence for the establishment of a
measurement system is:
- Clearly define job tasks and standards
- Ensure that your employees know exactly what is expected of them
- Determine who will measure job performance
- Conduct regular measurement
Once you have established and implemented your measurement
system, you must record the results so you can use them to
determine the effectiveness of your training.
Standards must be reviewed regularly to ensure they
accurately reflect and support your property's mission and goals.
Do not hesitate to make changes as needed.
You should consider your measurement system an
integral part of your training program. Besides the other
benefits, regular and objective measurement of your training will
help enforce accountability. No training program can achieve
long term success unless managers, supervisors, and employees
are held accountable for the results.
There must be a consequence for failure to perform tasks to the
required consequence for failure to perform tasks to the required
standard. Failures cannot be identified and documented without
regular and accurate measurement of job performance; once
identified, the failures can be corrected. The most positive result
of measuring job performance is that it allows you to recognize
and reward good employees.
Most Popular Amenities
. shorter and more focused comment card might generate more
According to a recent survey by an industry trade publication,
some of the more popular guest amenities are:
- On-site bar and/or restaurant
- Complimentary breakfast
- Advance check-in and check-out
- Room service
- Transportation to and from the airport
- In-room coffee
TRAINING
The survey shows that 50% or more of the more than 9000
respondents say they use these amenities regularly. This
particular survey, which included hotels ranging from budget to
luxury level, also showed that fewer than 1/3 of respondents say
they regularly use in-room minibars, fax machines, and on-site
business services.
What do you really want
to know from your guests?
Do you really think your
guests have the time, or will
take the time to complete a
multi-page, 15-question
comment card?
While broad range, industry-wide statistics are always
interesting, I would suggest you look at your guests? usage of
your facilities and amenities to see what they really use. I a l s o
suggest you pay particular attention to your comment cards to
see what your guests are telling you about the amenities and
services you offer, or do not offer. Please remember the old
adage in this business: DON'T WORRY! IF YOU DON'T
TAKE CARE OF YOUR GUESTS, SOMEONE ELSE WILL.
Is Your Guest Comment Card too Complicated?
.
What do you really want to know from your guests? Do you
really want their opinion or evaluation on every single detail of
their stay? Do you really think your guests have the time, or will
take the time to complete a multi-page, 15-question comment
card?
Don't you really want to know:
1. Were there any problems with your stay?
2. Will you stay here again?
3. Will you recommend us to your friends and business
associates?
I would suggest you look at your current comment card
to see if you are asking your guest too many questions, and
asking them to take too much time responding? Perhaps a
usable information. When you want more detailed responses
and want to solicit more specifics from your guests, you might
consider phone and direct mail surveys or focus groups.
Harry Nobles is a world-renowned hospitality consultant, former head of the
AAA Hotel Ratings Program and owner of “Harry Nobles Hospitality
Consulting”. Cheryl Griggs is a world-renowned interior designer with world
class 5 star luxury hotels experience. For more information visit
w w w. o p t i m u m r a t i n g. c o m o r e m a i l H a r r y & C h e r y l a t
info@optimumrating.com!
HOSPITALITY MALDIVES DECEMBER 2005 23
FOOD & BEVERAGE
On the subject of
Kitchen
Maintenance
ow often do you stroll through a commercial kitchen? I
H
visit them regularly and often see opportunities for
substantial savings in operating costs which go
unnoticed by both the occupants and the management.
There are two kinds of costs in any business. First, there are
tangible costs for which a specific invoice is received or which
have a definite visible relationship to some management
decision, e.g. wages or the butcher’s account. Second, there are
abstract or intangible costs, which are still incurred, but are not as
easily isolated and controlled. An example of abstract costs are
your energy bills; they are made up of the combined energy
usages of numerous pieces of equipment and even though you
are well aware of the total amount, you may be totally unaware
that some equipment is using more than its fair share of power.
I chose to use energy as an example because it is usually
a substantial cost in any food business and it is one with a good
potential for saving. Imagine if you could decrease usage by
15%; what would you save in one year?
Start by examining your refrigeration equipment. Look
at the door seals — are they intact and doing their job, or are they
split or broken and allowing cool air to escape? Broken seals
cause the electric motor to cut in more often and work harder. If
they are really unserviceable the increase in running cost can be
as much as 75%.
24 HOSPITALITY MALDIVES DECEMBER 2005
Next, find the heat exchanger in the refrigeration unit itself. The
heat exchanger is the panel which looks like the radiator in a car
and is located with the electric motor at the top or bottom of the
unit. Heat exchangers have a fan behind them drawing air for
cooling purposes. After a surprisingly short time they can
become clogged with dust (especially if the workings are close to
the floor), and cease to function properly. Again, this is costly. It
is a simple matter to regularly clean the heat exchanger with a
brush.
While on the subject of refrigeration, does your Chef
leave the coolroom door open for inappropriate lengths of time;
perhaps in order to cool the kitchen on a hot day? There are
much cheaper ways to cool a kitchen.
Now examine your gas stoves. Turn on all the gas jets
and look at the colour of the flames. Do you see any yellow or
orange? If so, the jet is not adjusted properly and will not supply
the optimum amount of heat for a given amount of gas. This is
quite apart from all the extra labour required to clean the black
carbon deposits off pots and pans etc. Gas jets should burn with
a clean, blue flame; if they don't, adjust them with the air/gas
mixture screw at their base.
Also, are your gas jets left burning outside peak periods
because somebody forgot to turn them down or somebody
wants to heat the kitchen? Again there are cheaper ways.
Look at your oven doors next. Oven door seals
function the same way as fridge door seals and should also be
kept in the same good order.
Now check your exhaust fans. How often do you clean
the filters? Perhaps you let them get really clogged before you
clean them. This causes the exhaust fan to suck a partial vacuum
and also increases costs. Filters should be put through the
dishwasher about twice per week.
Wander over to your deep fryer(s). Are all internal
carbon deposits cleaned from the elements and interior surfaces
regularly? Carbon is an insulating material which causes the unit
to require more gas or electricity to function. It can be removed
with chemicals specially designed for the purpose. Consult your
chemical supplier.
Have you ever checked the actual operating
temperature your fryers by using a calibrating thermometer? The
temperature on the dial may bear no resemblance to the actual
temperature. If the fryer is too hot it will use more energy, break
down oil and discolour food.
These are just a few suggestions to set you thinking.
What I am really trying to get across is that a regular kitchen
maintenance schedule incorporating thorough checks on vital
aspects of your equipment will repay you handsomely.
Remember that a clean kitchen is not necessarily a well run
kitchen.
Tony Eldred is the Managing Director of hospitality management
consultants Eldred Hospitality Pty. Ltd. For more information visit
www.eldtrain.com.au or email Tony directly at teldred@eldtrain.com.au!
LILY
INTERNATIONAL
PTE.LTD
SLAES & MARKETING
Selling without a Script
“
G
et into selling and make your fortune" the headline
shouted at me from the classified page. It went on to
explain how anyone could become rich by learning how to
sell.
As a gullible young man just out of the Air Force and
looking for a job, I was hooked on the idea of a sales career despite
suffering from a general lack of confidence. On top of that my near
panic at the thought that now I had to survive in the big outside
world on my own. No morning bugle call to kindly let me know that
breakfast was being served. No more shouting in my ear about the
condition of the nice suit of clothes they give you to wear. No more
marching in parades to a destination unknown, you need only follow
the leader and wait until you hear the order to halt. Worst of all, no
more free meals and a bed, the reason I joined up in the first place. I
had become institutionalized. From that point forward I would
need to think for myself for the first time in years.
Solely on the merits of my Air Force discharge papers, I
landed a job as a trainee salesman with a well-known office machine
manufacturer. They kindly sent me to sales training school for a
whole month after which you are supposed to be a whiz at selling.
Not so for me, because after a couple of months I had managed to
sell . . . nothing.
Hugely embarrassed and demoralized, I resigned.
However, I continued to hold to the belief that "selling can make
your fortune", perhaps because as a kid I had been quite a successful
street urchin. My ideas about selling as a career were reinforced
when by chance I read a news item about a janitor who became a
commission salesman. Two years later he bought the apartment
block where he had previously been the janitor.
I must try again to become a salesman, and I did without
much success. Most of the direct selling outfits simply gave me a
pre-typed script to learn. I tried the scripts, but several of my
prospects simply asked me how long had I been doing the job. One
asked me why I was speaking so unnaturally, I wasn't aware of it.
Perhaps I speak with a different tone when reading out loud from a
script. Perhaps I could learn to sell by trying retail in-store sales, I
pondered. So onto the retail circuit. The Company boss had a store
for each day of the year 365 stores. He sent me as a trainee to a store
where I was asked to push the sales of some fridges that had no
motors. I was astonished. How can a fridge not have a motor? I
asked the store manager for a brochure that might help my
understanding of a fridge with no motor, so he dug around under
the counter and thrust a buch of grubby papers into my hand.
"You're supposed to sell them, not read about them" he
complained. Anyway I did read about these fridges, and discovered
that not only did they have no motors but the energy consumption
26 HOSPITALITY MALDIVES DECEMBER 2005
was less than an ordinary light bulb. I found it all quite extraordinary.
and simply voiced my amazement about them to everyone who
entered the store. Not as an intention to make a sale, but simply
because I was actually very impressed with the technology.
However, a strange thing happened: People started buying fridges.
Each day more people came to me to ask about them and more sales
resulted. Weekly deliveries of fridges to this single store out of 365
stores alerted the Head Office due to the unusual delivery rate.
Incredibly, the company extended the premises to accommodate
more fridges. I have often wondered how they filled the space when
I moved on to pastures new.
So there I had learned the two most important ingredients
for selling which if mastered will enable anyone to be proficient in
sales. Just these two for starters: Enthusiasm and Product
Knowledge. The third ingredient will be borne of the above two
which is "confidence".
Armed with enthusiasm for a product and thorough
Product Knowledge, you will surely brim with confidence. Most of
your prospects will not see you as just another Sales Person but as an
expert they can trust. Why will they trust you? Because as you should
have discovered yourself in life that it is always patently obvious
when someone knows what they are talking about, You know
instinctively when a person is telling you the truth. You also learn to
know instinctively when someone is talking nonsense. Now here is a
truth: People will only buy from those they trust. The emphasis is on
the ONLY.
Since then I have sold just about everything under the sun,
including double glazing, windows, home improvements and
several years in Life Insurance. I learned some truly fascinating
secrets on selling and how to sell effortlessly. Truly "Selling" is easy,
when you know how. Look out for my article entitled "Selling
effortlessly by Numbers" you could be amazed. Naturally, I moved
up in my sales career and bought my own stores. Selling the very
product I found impossible to sell just a few years earlier, Office
Machines.
I can never forget a major sale I made a few years ago to
the Managing Director of a large corporation. He bought a very
expensive product and gave me his company cheque there and then
without question. However, just as he was leaving he mentioned that
one of my competitors WGS was selling the exact same product at
ten percent less. Being a bit puzzled, I asked him why he did not buy
it from WGS.
"Because I preferred to buy from you" He replied. There you have
it, as you must surely know deep down, even from your own
experiences: People will only buy from those they trust.
Article by Harry S Richards. Founder of Beauforts PC Trading. Learn from
his experience: Go to: http://www.beauforts.biz Harry also runs a unique
Trade MART at http://www.themartuk.com
Becoming a Leader
leader may not always be a manager, and one day you may

A see an opportunity to lead a project or team within your

group, but when do decide the time is right and how do
you go about becoming the leader?

Steps to Leading

Look at the context of the situation and decide if your leadership is

required and if you can feasibly lead the team. Perhaps another
group member would be better or, even worse, the group would not
accept your influence. If this is the case your attempt to lead will be a
failure.

1. Identify team members and resources willing to support

your leadership. Clearly, change may be resisted by some
people or organisations, but if you can find enough
support this resistance can be overcome. Note that the
support of your team may not be enough if you do not
have the support of authority (the boss for example) or
the physical/financial resources to accomplish your goals.

2. A crucial step is to empathise with others and assess their

understanding of the situation. This will help you
understand how to influence these people. Many ways of
doing this are available: memos, phone calls and informal
chats are a few examples.

3. Now you should open a discussion which the members.

Clearly, without open discussion some people may feel
neglected or excluded. By getting everyone's views it is
more likely that you will be able to alter them and get what
you want.

Now you must convince the others that your

view is the one most likely to achieve a favourable
outcome for everyone. This may be easy if everyone
shares the same goals, or it may be difficult. In the end
some form of 'payment' may be required, such as a
promise of a favour, to convince certain members. This is
easy if you are in a position of power, if not, make sure the
cost to yourself is not too high.

4. Having convinced the team of your leadership, encourage

team communication to build a team identity. You should
also try to motivate the team appropriately.

5. Plan and organise the team by setting realistic goals.

However do not give too much or too little guidance,
experienced workers may resent you treating them like
new-recruits, and this can undermine your leadership.

6. When goals are achieved recognise and reward the team.

Do not expect the team to exceed them - this will
undermine your leadership and the team will lose trust in
you. Of course you may decide that the goals are
unachievable or insufficient, but any re-definition of these
goals should be done carefully and with team co-
operation.

Ready to lead?
FINANCE & ACCOUNTING
Revenue
Management
for Travel Agents
by Luis M. Sanchez & Bhanu Chopra
R
evenue management is usually associated with the
suppliers of travel products – such as Airlines, Hoteliers,
and car rental companies and cruise lines. However in the
broader perspective, it applies to any entity that has a
perishable commodity and would like to maximize revenue given its
perishable inventory.
However something that is not often talked about is
Revenue Management for Travel Agents, Travel Consolidators and
third party online travel agents. Although practiced by all travel
agents in some sense, there are very few travel agents that have
either set revenue management processes or sophisticated revenue
management applications to make price recommendations for their
own travel inventory. Though working as a third-party, you have
limited control on inventory; the allocated or contracted inventory
is nevertheless perishable – an allocated room not sold is certainly
lost - and demands for Revenue management principles to
maximize profits. Anything that has a variable demand and fixed
supply can use Revenue Management principles.
Is Revenue Management for Travel Agents?
Revenue management is critical for travel agents, online
intermediaries as the suppliers have increasingly taken control of
inventory and engage in direct distribution through their own
websites. With the increasing pressures on travel agents and online
intermediaries, it is also time to start giving some attention to
Revenue Management. "In an industry like online travel with such
wild competition and volatile demand, the importance of Revenue
Management is infinite. By developing, interpreting, and
implementing complex pricing and inventory management actions
we manage to compete effectively and maximize potential revenues.
“Travel corporations are increasingly being forced to compete on
price. Price intelligence reports is a tool which allows us to stay on
top of our competition, ensure that our prices are being optimized
on a daily basis to reflect market changes and variable demand, and
accurately estimate hotel traffic for future dates." Nick Tsimbidaros,
Business Development Manager, OctopusTravel USA
How does one begin to think of Revenue Management in
this context? The goal of the hotelier is to maximize RevPar, and
airlines to maximize onboard revenue. For a travel agent it is to
maximize revenue based on product available to it. Adding to this, a
travel agent will hold a position of strength in next-round
negotiations with its suppliers whenever he achieves a Revenue
Management strategy. So how should you price your product?
Luis Miguel Sanchez works as Assistant Head of Product at Hotelbeds. For more information visit www.hotelbeds.com or email lm.sanchez@hotelbeds.com. Bhanu Chopra is the CEO of RateGain. RateGain
provides Internet based competitive pricing intelligence to the global travel industry. The mission is to deliver a comprehensive view of Internet based travel airfare and hotel-rates information to travel portals,
airlines, hotel chains, travel inventory consolidators and travel industry related market research firms. The availability of this market intelligence enables our customers to reach their price-decisions faster and
remain ahead of the market by deciding appropriate sales strategies. This in turn helps our customers increase their sales and enhance efficiency of Internet as the preferred and low-cost medium of transaction.
For more information visit www.rategain.com or email bchopra@rategain.com.
28 HOSPITALITY MALDIVES DECEMBER 2005
Designing a capable revenue management tool is a daunting task.
Here are some thoughts:
Price: Typically the business model for travel agents is on Net Rates
– Wholesalers and TTOO - or commissionable rates – mainly
Retailers. In the first case, they however have the flexibility to decide
what the final price the end customer is going to pay. A good
Revenue management system for Hoteliers takes into account the
historical rates and occupancy levels for the hotel’s competitor set
and then recommend rates. Nowadays, software applications enable
hoteliers to react on real-time, by pulling all data together and
distributing their inventory into the different Rate Groups
accordingly. For Travel agents, it is essential to benchmark against
your competitor set in terms of price and market share. In order to
screen/track/trace competitor pricing, this would involve either
manually checking competitor web sites or a more systematic
approach would be to use a technology partner that can help in
using their search engine technologies in tracking the price and
availability of competitor firms. One very likely outcome of
implementing revenue management principles is establishing
dynamic real time pricing of travel inventory for the online
intermediaries.
Availability: A travel aggregator that has more depth and breadth
of inventory can at times of high demand, afford to charge a higher
price as the travel inventory. Pricing will be set according to the
market trend, prices will increase as capacity decreases and vice
versa, in such a dynamic way that Revenue obtained will be
maximum. This requires that the travel agent keep a constant tap on
competitor’s availability and pricing.
Elasticity of demand: The key is being able to determine
customers' elasticity of demand - how badly they need the product
or service and how much they're willing to pay. This requires an
investment into web analytics software to determine the customer
preferences, their navigational behavior, the frequency and interval
of visits to your website. A thorough study of visitor behavior
should be followed by an implementation of a personalization
strategy (CRM strategy) that is capable of delivering an airfare or
hotel rate based on the customer needs and preferences. Studying
demand elasticity is critical for hotels and intermediaries as it is not
yet become a commodity as Airlines have. A real-time application to
apply discount policies and promotion programs based on visitor
behavior can be judicious.
Demand forecasting: A true RMS product would focus on a
forward-looking report. And as such, the balance between
historically based assessments and a current analysis of marketplace
provides the basis for creating an accurate forecast. A system must
be dynamic, accounting for current alterations in the marketplace,
and increasingly accounting for this information as the actual
booking date draws near.
In summary
.
A Revenue Management system should only be followed after
Revenue Management processes and principles are established.
Revenue Management is not the magical answer to travel agents
woes but it is worth a deeper look to maximize revenue given your
current resources. The first step is not a big investment into a
sophisticated RMS but establishing revenue management principles
across your sales and product teams.
 RANKING

The Twenty biggest

1. Ambassador City Jomtien, Thailand 6. Excalibur, Las Vegas, USA
The largest hotel in the world tops out at 5,100 guest rooms and A family-oriented fantasy hotel at the base of the Strip, with 4,008
suites overlooking 40 acres of beach, Jomtien Bay or the affordable guest rooms and suites.
mountains. This massive resort
complex, just ten minutes from
Pattaya, also boasts the largest
swimming pool in Asia, a sports and
tennis center, a spa, business services
and convention center.

2. MGM Grand Hotel Casino, Las Vegas, USA 7. Bellagio, Las Vegas, USA

You can't help but experience a jaw- dropping moment when you
gaze on this, the second-largest hotel in the world (and the largest in
North America), for the first time.
Four 30- story towers, massive video
screens and an enourmous gold lion
are outside, while inside are live lions,
nine restaurants, two food courts and
5,005 guest rooms.
For a romantic getaway, spring for a fountain-view room, tune in
the piped-in music on television, and watch the show from your
window. Let everyone else jockey for a
spot in the street. The most recent
tower, opened in December 2004,
brings the total to 3,993 guest rooms
and suites.

3. Luxor Hotel Casino, Las Vegas, USA 8. Circus Circus, Las Vegas, USA

The unmistakable pyramid and the adjoining tower house 4,408 Loud but good for a cheap getaway, and with 3,774 rooms, you'll
guest rooms and suites, making this the second-largest hotel in Las be sure to get in even at the last minute.
Vegas.

4. Mandalay Bay (incl. THEhotel), Las Vegas, USA 9. Flamingo Las Vegas, Las Vegas. USA

With the addition of 1,118 rooms in the luxe new THEhotel, A great location at the base of the Strip, low rates and 3,565 guest
Mandalay Bay jumps up to #4 on the list with 4,341 total rooms. rooms and suites.

5. The Venetian, Las Vegas, USA 10. Hilton Hawaiian Village, Honolulu, USA

Renaissance Italy comes colorfully to life with a gondola, This 22-acre beachfront resort in Wakiki has 20 restaurants, and
strolling musicians, and a replica of St. Mark's Square. 4,049 guest 3,386 guest rooms and suites in six towers.
suites that are among the largest
standard rooms in the world, at an
average of 700 square feet.

30 HOSPITALITY MALDIVES DECEMBER 2005


hotels in the world
11. Caesar's Palace Hotel Casino, Las Vegas, USA
Caesar's made the list this year with the opening of the new spa
tower. An additional 949 rooms brings the total to 3,349 guest
rooms and suites.
12. Mirage Hotel Casino, Las Vegas, USA
You may feel as if the Siegfried and Roy show lives on,
surrounded as you are by white tigers, tropical rain forests and even
dolphins. 3,044 guest rooms and
suites.
13. Monte Carlo Hotel Casino, Las Vegas, USA
A more affordable version of the Bellagio, with kid-friendly
features and 3,002 guest rooms.
14. Las Vegas Hilton, Las Vegas, USA
A AAA four-diamond resort with 2,956 guest rooms, this resort
caters to business travelers with 200,000 square feet of meeting
space and wireless high-speed Internet
access.
15. Paris Las Vegas Hotel & Casino, Las Vegas, USA
A taste of France on the Las Vegas Strip, one of my favorite buffets
in the world, and 2,916 guest rooms.
RANKING
16. Treasure Island, Las Vegas, USA
2,885 guest rooms and a pirate theme for this whimsical hotel aimed
at fun-loving adults.
17. Gaylord Opryland Resort, Nashville, USA
This family and business resort has a glass dome over an indoor
river, over a dozen restaurants and lounges including a Ben & Jerry's,
and 600,00 square feet of convention
space. 2,881 guest rooms and suites.
18. Disney's Pop Century Resort, Florida, USA
Disney's newest value resort plays around with pop culture icons
from every decade of the 20th century. At 2,880 rooms, it is the
largest resort at Disney World.
19. Bally's Casino Resort, Las Vegas, USA
You may have spotted this hotel in the movie "Honeymoon in
Vegas." But you might not realize this is one of the largest hotels in
the world, with 2,814 guest rooms and
300,000 square feet of meeting space.
20. Wynn Las Vegas, Las Vegas, USA
Steve Wynn, the hotel mogul originally behind the Bellagio (among
others), opens his new bronze tower on the old site of the Desert
Inn. The 50-story resort, which will
feature its own dancing fountains and a
golf course behind the resort, will top
out at 2,716.
HOSPITALITY MALDIVES DECEMBER 2005 31
FOOD & BEVERAGE
CAFFEINE
Everything you need to know about it!
W
hether waking up to the aroma of freshly brewed coffee,
enjoying lunch with a refreshingly cold soft drink or
relaxing in the evening with a cup of tea, these daily
pleasures often have a common ingredient—caffeine.
People have enjoyed foods and beverages containing caffeine for
thousands of years. It is one of the most well-studied ingredients in
the food supply. Even so, controversy and misperceptions about
this food component continue.
Historical Notes
As long ago as 2737 B.C., Chinese Emperor Shen Nung was boiling
drinking water when the leaves of a nearby bush fell into the pot,
creating a wonderful smelling drink and the first pot of tea. Coffee
originated in Africa around 575 A.D., where beans were used as
money and consumed as food. Eleventh century Arabians were
known to have coffee beverages. While exploring the New World,
Spanish conquistadors were treated to a chocolate drink by Aztec
Emperor Montezuma in 1519. The world's first caffeinated soft
drinks were created in the 1880's.
Caffeine and Health
During the past two decades, extensive research has been conducted
on the health aspects of caffeine consumption.
The U.S. Food and Drug Administration (FDA) classified
caffeine as Generally Recognized As Safe (GRAS) in 1958. A more
recent review "found no evidence to show that the use of caffeine in
32 HOSPITALITY MALDIVES DECEMBER 2005
carbonated beverages would render these products injurious to
health."
The American Medical Association (AMA) has a similar
position on caffeine's safety, stating that "Moderate tea or coffee
drinkers probably need have no concern for their health relative to
their caffeine consumption provided other lifestyle habits (diet,
alcohol consumption) are moderate, as well."
.
Most experts agree that moderation and common sense
are the keys for consuming caffeine-containing foods and
beverages. Moderate caffeine consumption is considered to be
about 300 mg. which is equal to 3 cups of coffee, but this depends
on the individual and can vary from one to several beverages.
Consumers with certain health problems may wish to consult with
their physician or health care provider about caffeine consumption.
“Moderate tea or coffee drinkers probably need have no concern
for their health relative to their caffeine consumption provided
other lifestyle habits (diet, alcohol consumption) are moderate, as
well." (The American Medical Association)
Sensitivity
People differ greatly in their sensitivity to caffeine; some individuals
can drink several cups of coffee, tea or soft drinks within an hour
and notice no effects, whereas others may feel stimulating effects
after one serving. Caffeine does not accumulate in the bloodstream
or body and is normally excreted within several hours following
consumption.

Caffeine may increase alertness in tired individuals and
enhance performance of certain tasks. Many people find
caffeinated beverages can help them stay alert when they work or
study. Individual sensitivity and frequency of consumption
determine the effect of caffeine on sleep.
. Breast Disease
National Institutes of Health (NIH) research indicates
there is no difference in the way children and adults handle caffeine.
These studies have shown that caffeine-containing foods and
beverages do not have an effect on hyperactivity or the attention
span of children.
Parents should use common sense in deciding how much
caffeine-containing foods or beverages they give their children, as
with many foods.
Pregnancy
The FDA has stated that caffeine does not adversely affect
reproduction in humans, although the agency continues to advise
pregnant women to consume caffeine in moderation.
Three major studies involving more than 15,000 women
found no birth defects associated with caffeine consumption even
among the heaviest coffee drinkers. Similarly, other human studies
continue to support the conclusion that moderate consumption of
caffeine does not predispose expectant mothers to spontaneous
abortion or preterm delivery, nor the fetus to low birth weight.
. Caffeine Quick Facts
Some studies suggest that high levels of caffeine intake
may delay time to conception, but these findings are inconclusive
and often inconsistent when other lifestyle variables are considered.
Research from the Centers for Disease Control and Prevention,
Harvard Medical School and the University of California at
Berkeley show that moderate caffeine consumption does not
reduce a woman's chance of becoming pregnant.
Cancer
A 1986 study of 16,600 individuals published in the Journal of the
National Cancer Institute found no relationship between coffee
consumption and cancer risk. The most recent review by the
International Agency for Research on Cancer also concluded that
data do not support a link between caffeine consumption and
cancer in humans.
According to the American Cancer Society, "Available
information does not suggest a recommendation against the
moderate use of coffee. There is no indication that caffeine, a
natural component of both coffee and tea, is a risk factor in human
cancer."
Addiction / Dependence
The word "addiction" is an old word meaning simply to be devoted
or habituated to a practice. People who say they are "addicted" to
caffeine tend to use the term loosely, like saying they are "addicted"
to chocolate, running, working or television.
According to the World Health Organization, "There is no
evidence whatsoever that caffeine use has even remotely
comparable physical and social consequences which are associated
with serious drugs of abuse."
Some sensitive individuals may experience mild, temporary effects,
including headache, restlessness and irritability when their daily
FOOD & BEVERAGE
intake is quickly and substantially altered. Medical experts have long
agreed that any discomfort caused by abruptly stopping
consumption of caffeine can be avoided by progressively
decreasing intake over a few days.
A worldwide investigation of 100,000 deaths due to breast cancer
found no relationship between caffeine intake and the development
of this disease. Research has also shown that caffeine intake is not
related to the development of fibrocystic breast disease (FBD), a
condition with benign fibrous lumps in the breast, although caffeine
is sometimes thought to aggravate this condition. Both the
American Medical Association's Council on Scientific Affairs and
the National Cancer Institute published reports stating there is not
an association between caffeine intake and the incidence of FBD.
Osteoporosis
Research has shown that caffeine intake is not a significant risk
factor for osteoporosis, particularly in women who consume
adequate calcium. A 1994 NIH advisory panel concluded that
caffeine has not been found to affect calcium absorption or
excretion significantly. Several studies conducted to date show no
link between moderate caffeine consumption and bone density and
mineral content in women who consume some calcium in their diet.
.
Caffeine is a naturally occurring substance found in the leaves, seeds
or fruits of more than 60 plants. Coffee and cocoa beans, kola nuts
and tea leaves are used to make beverages such as coffee, tea, cola
drinks, and chocolate. Caffeine is used as a flavor in a variety of
beverages. Caffeine will not help "sober up" someone who has
consumed too much alcohol.
Cardiovascular Disease
.
A report from the National Research Council on Diet and Health
stated, "evidence linking coffee consumption to the risk of
coronary heart disease...is weak and inconsistent."
A 1989 report from the well-respected Framingham Heart
Study examined all potential links between caffeine intake and
cardiovascular disease, and found no harmful effects from drinking
coffee. A later Harvard University study confirmed this report,
concluding that caffeine intake does not "appreciably increase the
risk of coronary heart disease or stroke."
Caffeine does not cause chronic hypertension or any
persistent increase in blood pressure. Some individuals sensitive to
caffeine may experience a short-lived rise in blood pressure, usually
not lasting more than several hours. Studies show any rise in blood
pressure is modest and less than that normally experienced when
climbing stairs.
.
However, individuals with high blood pressure should
consult their physician about caffeine intake.
Ific.org is the official website of the International Food Information
Council. It’s the council’s mission to communicate science-based
information on food safety and nutrition to health nutrition
professionals, educators, journalists, government officials, and other
providing information to consumers. For more information please
visit ific.org!
HOSPITALITY MALDIVES DECEMBER 2005 33
 TRAINING
Training is not a universal panacea!
I’m not saying you can’t get good effect out of small quantities of training inserted into the middle of the pyramid —
you most certainly can — but not by just sending them and hoping for the best. Training is not a universal panacea!
M
y business has been booming lately, with requests for
management training coming from a broad variety of
hospitality businesses. Some requests are well conceived
and display a good knowledge of management practice,
and some are quite off the beam. I find myself telling quite a few
misguided owners and managers to keep their money in their pocket
(you can afford to do this when you are extremely busy) — training
is not a universal panacea.
I constantly get phone calls that begin with: ‘I want to send
some of my managers to your training courses’. My response is with
the invariable question: ‘What do you want to achieve?’ This is
where it often gets vague. They respond with statements like ‘I want
to strengthen their skills’, or ‘I want to motivate them’. This is not
too helpful to me; I need to work to more specific objectives like: ‘I
want to upgrade my customer service standards’, or ‘I want to
decrease my staff turnover’. Then I can give good service.
The old saying that ‘a fish goes rotten from the head down’
is very appropriate in this business. If a business or its staff are not
performing as required, it is usually prudent to begin by training or
retraining the owner or the manager first. Here we run into a
problem. Most owners and managers are reluctant to undergo
training themselves, especially in the basic supervision skills. They
seem to think it’s beneath them.
If we accept their subordinates for training we can end up
creating a spate of key staff turnover due to what I call the ‘bail-out
syndrome’. This is where you train somebody and open their mind
to good management practice, and they begin to look upwards with
critical despair. They have been trained to use certain procedures
and their superior is unwittingly breaking all the rules. An erosion of
respect for their leader is followed by a resignation.
We prefer to apply management training in a logical
sequence that I call the ‘onion method’, i.e. a layer at a time from the
owner down to the supervisors. Each successive layer is reinforced
by the previously trained layer above. Quite radical business changes
are possible working this way. What we try to achieve is a ‘critical
mass of thinking’, where most of the leaders within a business share
a common vision and use this to influence and guide the rest of the
staff to perform.
If you simply send odd members of your team for training
they will most likely revert to their old behaviour within a short time.
There are two reasons for this: First, their old behaviour is
comfortable; new behaviour forces them into the unknown and can
be quite scary. Second, critical pressure from their peers will often
force them to abandon new methods — many people jealously
guard the status quo and see change as threatening.
34 HOSPITALITY MALDIVES DECEMBER 2005
I’m not saying you can’t get good effect out of small
quantities of training inserted into the middle of the pyramid —
you most certainly can — but not by just sending them and hoping
for the best. You must brief them before they come, telling them
what you want them to achieve, and you must set them goals or
targets when they return — then regularly follow-up for six months
until new behaviour becomes ‘normal’. The psychologist who
works with me, Celina Chua-Huggins, puts it succinctly by
explaining that you have to take the person from being
unconsciously unknowing (where they don’t know what they don’t
know), to being unconsciously knowing (where they don’t have to
think about doing it, like when you drive your car).
Supervisory and management procedures take time to
assimilate. They are useless if they remain spread over the pages of
training course handout notes and are not assimilated into normal
behaviour, ready for use at will. I’m also disappointed at the number
of managers who ring me and tell me that they are sending me one
of their problem children, and when the person arrives at the
training course they have no idea why they are there. This suggests
that the manager is submissive and is wanting me to correct a
performance problem they are not willing to talk to the employee
directly about. I get very frustrated about this situation and often
wish I could drag the manager in for communication training.
Another favourite management activity is trying to drive
square pegs into round holes. This manifests itself by people being
presented for training who are obviously the wrong personality for
the job they are doing (like a headwaiter who hates people, a book
keeper who is dyslexic or a supervisor who is extremely submissive).
You can’t train these things out of people easily, certainly not in a
short training course. These are recruitment and selection
problems.
To be fair though, I have some extremely professional
clients who ring, tell me what they want and ask how to go about it
— and more importantly they take my advice and use it. They know
that $200 spent wisely on staff development is going to yield a better
result than $200 spent on a new chair. Some of them have even
swallowed their pride and come back and repeated the same, basic
training course until they’ve got all the material down pat. Then
they’ve sent their staff to learn. There is a direct correlation between
the best business and the best leaders. Very few of the best leaders
are naturals — most had to learn. Earlier in my career I had to learn
how to come down off my pedestal and admit that I don’t know
everything. How about you? Have you become a legend in your own
mind?
Tony Eldred is the Managing Director of hospitality management
consultants Eldred Hospitality Pty. Ltd. For more information visit
www.eldtrain.com.au or email Tony directly at teldred@eldtrain.com.au!
 Exclusive distributor: Watersports Unlimited Pvt. Ltd.
Contact: Mr. Andreas Ronecker, info@watersports-unlimited.com, 7778611
SALES & MARKETING
Customer Intelligence
W
hy do most companies' products and services fail in the
marketplace? Largely because of focusing on what the
companies wanted and knew, instead of what
customers themselves knew and wanted.
Digital Equipment, Data General and Wang are minicomputer
industry examples of trends leaving management behind. Every
industry is replete with examples of great well-funded teams
somehow going wrong. Even experienced venture capitalists,
including the majors, average less than 10% success on their
business bets!
The Speed of Insanity
Often, business leaders are too occupied with all their other
functions to really listen to any but major customers. Of course,
things were different in simpler quieter times when direct
36 HOSPITALITY MALDIVES DECEMBER 2005
contact and response to customers was the norm for businesses.
Now, the difficulty lies in the increased complexity, distance and
speed of commerce. “In a start-up company, you basically throw
out all assumptions every three weeks” (Scott McNealy).
Business directors can only trust the buying trends if the
aggregate data is based on the actual thoughts, feelings and
actions of real buyers.
Putting the Puzzle Together
Depending on the complexity, all decision-makers use basic
information processing functions. The functions range from
perception (scanning possibilities), attention (focusing on item),
and evaluation (comparing qualities). Sellers as well as buyers of
products or services use these circular steps. Sellers have to
decide that potential buyers will evaluate products as having the
best qualities when compared to those of competitors.

For effective sales planning, there has to be reasonable assurance
that the defined population of potential buyers will progress
through favorable perception, attention and evaluation to
become actual buyers. The necessary progression implies that
when potential buyers are informed of the products, they will be
ready, willing and able buyers. Then, the fundamental question is
how much prospects who are aware of a given item will value,
commit and pay for it.
Beyond Crystal Balls
Numerous investigatory techniques have been tested at
universities and research centers, often in conjunction with
governmental agencies as diverse as the DOD and National
Institutes. Most are unfeasible or impractical for businesses A
few assessment methods have been developed that have proven
their effectiveness in applications for companies from start-up
enterprises to Fortune 100. These refined techniques provide
more ways to clarify patterns of product uses, preferences and
projections.
Customer Assessment
Customer assessment looks at buyer attributes such as:
•Perceptions of product category, brand images and particular
product.
•Motivations for features, usability factors and general
expectations.
•Decision keys prior to and during purchases, including
attention points.
Focusing Best Practices
The focus changes with the intelligence-gathering task. Initial
questions may ask for concept reactions; later feature testing may
delve deeper into problems solved by the product
design/technology. Forecasting power arises from clarifying
how attributes have affected desired customers in the past along
with how current features affect their behavior now. For services,
winning decisions might depend on knowledge about growing
sustainable relationships.
Working closely with a team of Andersen Consulting
professionals, E*TRADE is developing new customer insight
capabilities. These personalized tools will be used to enhance the
customer experience by making it personalized, fun and
rewarding. The key, explained Lisa Nash, vice president of
E*TRADE Insight, is keeping the focus of technology and
innovation on the customer, not simply on the organization.
"When E*TRADE invests in technology," said Nash, "the focus
is always to empower our customers, to make them even smarter
and to give them more options to act on their own behalf.”
Make it easy for your company to hear the voice of
customers. Customer insights often come from analyzing,
categorizing and prioritizing unstructured, qualitative input.
Customer intelligence and Internet technology have made it
possible for international companies to have the dialogues of
“1:1 enterprises”. This new-old possibility supports the success-
survival necessity: To determine the specific product/service
that meets specific customer's needs at a specific cost (Don
Peppers & Martha Rogers).
SALES & MARKETING
Seven Deadly Sins of Customer Assessment
.
1. Relying on only one approach. The approaches must be suited
to varied customer types and intelligence-gathering tasks.
Individual, group, oral, written, Internet, phone, and sundry
techniques reach different people and elicit different responses.
An IT manager might not prefer phone contact, other prospects
won't use or like online contacts.
.
2. Groupthink. Whether in executive committees or
conventional focus groups, the persuasive person may greatly
influence the information participants will disclose. The
extrovert often push for group conclusions, while the shy
members hold back.
.
3. Hollywood Nice Guy/Girl. Most people like to be liked. And
they frequently make likable statements and are Pollyanna's
about new products. Superficial marketing research has been
taken by wildly optimistic consumer intentions about
videophones, paperless offices and all those Edsel-like
predictions.
.
4. No Problem. Connoisseurs, ringers and geeks frequently get
selected for trying out concepts and testing products. Those high
users or “smooth operators” can give false impressions about
wide desirability and about easy usability. Microsoft assessed the
potential for PC cameras and found the majority of mainstream
participants could not get the “tricky” features to work.
.
5. Either/Or Targets. Too loose is an equal opportunity problem
with too tight selection of participants. While examining the top
buyers can be very informative, the next level of buyers may
provide valuable insights, especially about how they might move
up to the prime buyer level. Talking with former customers and
competitors' customers may also be instructive.
.
6. Follow-through Failures. Stopping part-way along is worse
than not starting in terms of wasted energy and poor results. The
real “info pop” may come at the very end. The Sherlock has to
keep looking for any and all clues, following them wherever they
lead to find the facts.
.
7. Too-Trained Technicians. Of course, any researcher may be
biased, glib or superficial. This is compounded when
investigators and their assistants are rigidly bound by training
that causes them to look for the familiar, known or already
believed to be true. An attitude of naïve openness -- not in skills,
but a willingness to embrace new styles, methods and material
facts -- is extremely helpful.
"WINNER-TAKES-ALL" Scenario
The company that gets ahead of competitors in the sell cycle
tends to stay ahead, gaining a disproportionate share of industry
revenue. The Wall Street Journal calls it the "winner-takes-all"
scenario. Customer intelligence aims for quick, pertinent and
actionable answers from real-world information. Business
knowledge can be solidly leveraged by understanding the buying
behavior of people ranging from sophisticated professionals to
passionate adolescents.
Ernest Lotecka, Ph.D. applies his expertise in business, engineering and behavioral
science to his customer assessment and human factor analysis/design consultancy. He
specializes in highly cost-effective methods that evaluate perceptions, motivations and
communications for designing services. His extensive client list includes Boeing, Sega,
and the U.S. Navy.
HOSPITALITY MALDIVES DECEMBER 2005 37
 SPA

F
or spa directors in hotels and resorts offering spa
services there is the constant pressure to excel even
further and so differentiate themselves in the minds
of their guests; to find compelling ways to entice
guests to return when there are many other venues for them
to choose from.

The same could be said of the butler service offered by many

such hotels and resorts. Both programs add value and
prestige, but is there a way to improve these service offerings?
The short answer is, “Yes!”

Imagine you are, as one guest noted, returning to your

hotel suite looking like a scrubbed vegetable and
feeling anything from exhausted to exhilarated to even
nauseous. You are about to run into the one key flaw inherent
in every spa experience: it ends the moment a guest leaves the
spa to return to his or her suite. The way to make a guest’s
experience a complete one, and offer a total immersion in the
“get away from it all” relaxation and rejuvenation, is to form a
joint venture between the spa and butler programs. Simply
put, make the butler service an extension of the spa
experience, wherein spa-trained butlers provide their usual
high-end service on the hotel side, but with the added
knowledge and techniques that enable the spa environment to
continue in the guest’s own suite.

“Now imagine a butler who

knows how guests can react to
their spa experience and how to
assist them with understanding
and empathy. It would create
quite an impact on guests.”

Does this mean that the butler will roll up his sleeves
and stretch, massage and pluck the guest? Not at all: but put
yourself in the shoes of the guest. If you have ever been
pampered and prodded, sweated and doused, this should not
be too difficult. When the doors of the spa swing shut behind
you and you make your way to your suite, you re-enter a world
that runs on different agreements. People rush around, lost in

Spa
thought, and not up to speed on your own
serene/mellow/invigorated world. You open the door to
your suite and it is, well, flat and empty and definitely not that
interested in your new state.

Guests may even experience a catharsis or

detoxification as a result of their spa experience. How

Butlers
reassuring or safe would an empty suite be, with butlers at the
end of the telephone line who know nothing of your
condition or how to assist.

Now imagine a butler who knows how guests can

react to their spa experience and how to assist them with
understanding and empathy. It would create quite an impact
Adding Value to Spas and Hotels Alike on guests. Moments of drama aside, when a butler knows and

38 HOSPITALITY MALDIVES DECEMBER 2005


understands the spa program of a guest, he can converse
about the guest’s experiences with good reality, should the
guest so desire, and can also take actions to enhance that
program—such as adding a complementary (not necessarily
complimentary) bath salt to the bath, rather than one that
conflicts with the spa program.
The spa butler is a new creature in the hospitality and
spa industries, for he or she is really the architect of the
ultimate spa hospitality experience, designing and arranging
the entire spa guest experience. The spa still delivers the spa
services, but the butler acts as the main point of contact
before, during and after the guest’s stay. Because he
understands and knows what the guest is going through, and
the basic spa methodologies, he can be there for the guests
and extend the entire stay into a smooth experience for them.
That’s the simplicity of the spa butler program.
Translated into the real world, this program means
the butler asks and cares about the guest’s goal in coming to
the spa; he cares about the guest’s room, ensuring that the
space reflects the guest’s needs and wants. The butler
supports the guest by being a sounding board and conversing
with understanding and empathy. He introduces the guest to
the people, places and services he or she will be experiencing
at the spa, answering all questions and resolving all concerns.
He smoothes the preparations for each spa experience and
helps the guest through the ramifications of each spa
treatment, asking the right questions.
The spa butler understands the mechanism of each
spa treatment in order to give accurate and convincing
explanations of treatments to the guest. The application of
hot or cold therapy to the body may seem odd or even silly to
the guest without an understanding of the expected
physiological effects and benefits. Earning the guest’s
confidence and compliance with intelligent answers to
his/her questions is an important part of the spa butler
service and helps the spa personnel to recommend the most
appropriate treatments.
Types of Guests
It helps to know that, out of all the possible reasons guests
may have for coming to a spa, they all can be categorized
under one of the following four categories of spa guests.
Identifying them is key to serving them successfully.
“Fluff and Buff ” guests are delighted with the ultimate in
pampering. They are investing time, energy and money in the
expectation they will be treated as kings and queens. They are
enjoying a mini vacation from the stresses and strains of
everyday life.
“ROI” guests are looking for a return on their investment.
They are spa savvy, meaning that they have been to spas
before and have preconceived notions about what a great spa
experience is and should be. They expect their spa experience
to deliver on the health enhancement and therapeutic
expectations they have formulated.
SPA
“Solution seeker” guests want a spa experience to alleviate pain
and discomfort from their ongoing medical conditions, such
as multiple sclerosis, osteo-arthritis, etc. and are hoping to
find relief and answers that will alleviate some of their
suffering.
“Transformer” guests are committed to transforming their own
worlds, understanding they play an integral and vital role in
optimizing their health and well-being. They trust the spa to
have highly specialized facilitators who honor the holistic
nature of man.
“The spa butler understands
the mechanism of each spa
treatment in order to give accurate
and convincing explanations of
treatments to the guest.”
By knowing and understanding each guest’s goal and
being there for them in their pursuit of that goal, the butler
forms a unique relationship with guests and so brings about
the ultimate spa hospitality experience. Assuming this spa
butler concept strikes a chord with an owner or manager, the
next step is simply to train some or all of the existing butlers
on spa methodology with the help of outside consultants
working with the in-house spa personnel. It takes a few days
of training to implement. Hotels without butlers would need
Your advertising
to train butlers first (see article Ask Not What The Butler Did,
But What He Can Do For Your Hotel, The Hotel Butler -
Recognizing the Value Butlers Bring to the Bottom Line), and
should be here!
then add on the spa butler training. To reiterate, a spa butler is
a fully fledged butler with additional training on spa
methodology—not just a fancy title shoved onto someone
whose only familiarity with a butler is from the movie Arthur,
for instance. John Gielgud’s sub-voce remark when his boss is
in the bath Gielgud just drew for him, is not the kind of
attitude that will work for a spa butler.
.
To borrow from a completely different field, spa
butlers are now beginning to appear in hotels like the
inevitable next version of your favorite software. How smart
is it to talk to guests in Word for Windows 95 when they are
using Microsoft Office 2004? There are not many places the
many ultimate spa destinations can go to create a unique
position in the mind of the guest, but the spa butler provides
just such a leap forward—perhaps because it reaches outside
the spa itself, where standards are already exquisitely high, to
raise the bar even further.
Professor Steven Ferry trains butlers in hotels, resorts, and private estates, and
spa butlers in spas. He is Chairman of the International Institute of Modern
Butlers (www.modernbutlers.com ) and author of the best-selling industry
texts, ‘Hotel Butlers’, ‘The Great Service Differentiators’ and ‘Butlers and
Household Managers, 21st Century Professionals’. He can be contacted at
stevenferry@modernbutlers.com. Reprinted with permission of
www.hotelexecutive.com.
Contact us today at ads@hospitality-maldives.com
or visit www.hospitality-maldives.com -
give your company the MALDIVES
HOSPITALITY perfect exposure!
DECEMBER 2005 39
SALES & MARKETING

How to implement a
“Think Strawberries -
Everybody Sells!”
program at your Hotel
J udging by the positive feedback I've received from my
last article, I am apparently not alone in remembering
James Lavenson's original speech and article from 1973
about managing New York's Plaza Hotel. With most
hotels still waiting for the elusive economic turnaround, chances
such as upselling at registration and capturing walk-ins, front
desk staff can "think strawberries" by:

-securing return reservations at departure

are your property could use the additional revenue being left on
the table.
The first step in implementing "everybody sells" is to help
everyone on your team identify the myriad opportunities to
"sell" they encounter every day. This is, of course, easier for
some departments than others. Associates of direct-sales
departments, such as the front desk, group sales, and food-and-
beverage department, will have many obvious opportunities, and
if challenged, they can uncover even more sales scenarios that
are being overlooked. With a little digging, chances are you can
find direct sales opportunities for virtually every department.
Of a hotel's typical departments, it is perhaps easiest to identify
new sales opportunities for the front desk. Besides the obvious,
-handling "after hours" leads for group sales/catering
-marketing facilities and services, and personally recommending
dining outlets
-networking with in-house guests to identify leads for new
companies in the area.
As with the front desk, most group sales and catering
departments can benefit from an increased focus on basics, such
being available for call-in leads, returning all messages promptly
and being the first to send out a proposal or contract. The sales
team also can think strawberries by switching into a more
proactive mode.

40 HOSPITALITY MALDIVES DECEMBER 2005


For example, just as Lavenson described his sales staff
at The Plaza in 1973, most hotel salespeople today sit back and
wait for the telephone to ring with inquires. Make sure the sales
staff spends at least some time each day prospecting for new
business, checking back with groups that previously have used
the hotel and following-up with last year's "lost business" to
determine if you can get your name into the hat again this year.
As with front desk and group sales, chances are that
your food-and-beverage staff can easily identify opportunities to
think strawberries by focusing on basics such as suggestive
selling of desserts and upselling to top-shelf liquors. But the key
question, is how often do they actually practice these basics they
already know? Chances are some retraining is called for. And
with our waitstaff often having the longest interactions with
guests, help them by reminding regular guests about your Sunday
brunch or your Friday night seafood buffet.
“Finally, everyone on your staff can
think strawberries by providing
authentic and genuine service that
is flexible and customer-focused”
While it's easy to identify new and expanded
opportunities to sell for traditional sales outlets, the real magic in
Lavenson's enduring article is that he reminds us that virtually
everyone on an entire staff can think strawberries, whether
directly or indirectly by:
-referring friends and family who might be looking for lodging
during holiday periods to your hotel
-mentioning your property as an option for friends and family
who might be looking to hold catered events such as weddings,
bar/bat mitzvahs, and anniversary parties
-networking within any professional, social or fraternal
associations that they might be members of; and
-handling vendor relationships with the utmost in dignity and
respect as afforded to paying guests in order to encourage
referrals and word-of-mouth advertising.
Finally, everyone on your staff can think strawberries
by providing authentic and genuine service that is flexible and
customer-focused. Even "heart of the house" staff serves
internal customers. In today's world of so-called guest disloyalty
and brand-hopping, repeat business and word-of-mouth
advertising still are our most effective and least expensive
sources of future business. Once you have helped everyone on
your team identify sales opportunities, you'll be ready to
implement the components of "Think Strawberries - Everybody
Sells!" at your hotel.
Provide Training on Sales Basics
To foster a sales paradigm at your hotel, make sure everyone on
your team has had exposure to fundamental sales principles such
as these:
SALES & MARKETING
Know your product: Our product is more than four walls and a
bed; it's the guest's overall travel experience. Make sure your staff
is very familiar not only with your rooms, facilities, services,
amenities and outlets, but also are experts on your destination,
area attractions, local convention facilities, shopping, dining and
driving directions.
Know your customer: It is always a challenge to find job
candidates who can truly relate to life on the other side of the
front desk. Help everyone understand how the frustrations of
travel bring out the worst side of even the nicest people, the
tremendous pressure to produce that business travelers have,
and how leisure guests create unrealistic and unattainable
expectations for their elusive vacation time.
Connect with your customers: Remind your team that it is
their job to bring out the best in others and to initiate a positive
interaction, and how doing so can make their job much more
rewarding because we all got into this business because we "love
to work with people."
Benefit selling: Train your staff to use benefit statements when
speaking to guests. Rather than saying "we have," "we have," or
"we offer," train them to say "you can enjoy," "you can take
advantage of," or "you can benefit from."
Closing the sale: Just as Lavenson reported in 1973, most hotel
salespeople still have an aversion to asking for the order. Just
remind them that closing the sale benefits everyone, including
the customer, and that more often than not in our business, the
guest initiates the sales inquiry, so we are just helping them buy.
Measure Sales Productivity: Measure productivity as directly
and as accurately as possible, even if it means using a somewhat
manual process. Once benchmarks are established, set goals.
Post the results in a prominent place.
-Celebrate success via recognition and incentives.
-Celebrate team successes and reward superstar individual
performances.
-Make sure that all direct salespeople are on some type of sales
incentive that is tied directly to increased sales.
Provide On-going Sales Training: Even though sales
fundamentals are easy to understand from an intellectual
perspective, one can never cross sales training off of your to-do
list. Your staff needs constant reminders to keep utilizing these
basics.
By using some of the age-old sales principles that
Lavenson had so much success with at The Plaza more than 20
years ago, you can implement an "everybody sells" program for
your hotel and find the extra revenue your budget so sorely needs
as we await the long-promised turnaround in travel demand.
Doug Kennedy is the owner of The Douglas Kennedy Company. He delivers
keynote addresses and conference presentations for lodging and tourism
organizations, and provides sales and training consulting services. For more
information, visit www.douglaskennedy.com.
HOSPITALITY MALDIVES DECEMBER 2005 41
 MISCELLANEOUS

1. Before leaving work each day, identify those things you

need to do the next day.

80 Tips For 2. When you think you may have to compromise on your
agenda, classify your issues into "can drop," "nice to
have" and "must have" categories. This will prepare you

Business 3.
for negotiation.

Before presenting a new idea or an action plan, list the

people whose support you will need…learn where each

Success 4.
one stands regarding your proposal (pro, con or
neutral)…and formulate a plan to handle each person
accordingly.

Publicly recognize and reward people who develop

themselves and others.

5. Identify the behaviors that you feel are critical to

success in your department, and then lead by example.

6. Despite your workload, don't bring extra work to

meetings. Focus on the issues and the other people at
the meeting.

7. Limit your use of closed questions—those that can be

answered with a "yes" or a "no."

8. Don't overreact to events at work. Problems are to be

expected and are rarely catastrophic.

9. Set aside a little time every day in which you will practice
a behavior or skill that you're trying to learn or fine-
tune.

10. Limit your personal goals. Genuine progress on your

two or three most important goals is more meaningful
and rewarding than negligible progress on a dozen less
critical fronts.

11. When faced with possible resistance, consider pre-

selling your agenda to a couple of key players.

12. Avoid collecting and filing information if it is not

actually of use to you personally.

13. Understand that emotional intelligence can transform

your performance and career.

14. Get to know your staff members so that you are aware
of how best to help them.

15. Remember that people of dissimilar ability can find

each other difficult.

16. Set aside a little time every couple of months to review

job descriptions and spot any needs for change.

17. Take the word "try" out of from your vocabulary. Turn
intentions into actions.

18. Remember that, when implementing improvements,

things sometimes get worse before they get better.

19. Measure results achieved, not hours worked or number

of activities.

42 HOSPITALITY MALDIVES DECEMBER 2005


20. Write down your most important goals and keep them
in front of you at all times-for instance, on a mirror at
home, in your middle desk drawer or on the wall in your
office.
21. Refrain from saying, "It can't be done," and focus on
how you can make it happen.
22. Be persistent but not foolish—if what you are trying is
not working, get feedback and ideas from others.
23. Focus on people's strengths rather than their
shortcomings.
24. Make sure your network is reciprocal: share
information, ideas, resources or influence with
others—don't just take from those within your
network.
25. Be alert to details, especially when working in an
international context. For example, colors, numbers
and symbols often have different meanings in different
cultures.
26. Set a good example for others by consistently engaging
in solid ethical behavior and confronting any unethical
practices.
27. Live in the present. Don't stress about mistakes in the
past or worry about problems in the future.
28. As a manager, you are now personally responsible for
operating within the law. Here's an important way to
ensure you're safe: Know the law. Practice the law.
Protect yourself and your organization.
29. Remember that good ethics lead to good business.
30. Do not confuse assumptions with facts, or you may
make a major mistake.
31. When the minutes of a meeting you attended are
distributed, read them through and query anything
about which you are dissatisfied—from conclusions
reached to assignments given you.
32. Resist using buzzwords—they weaken
communication.
33. Express your opinion with conviction, but don't
neglect the position of the other person—be prepared
to listen and to be influenced.
34. Compare the amount of time you spend talking and
listening during a typical conversation. If you are
talking more than 50 percent of the time, you're talking
too much!
35. Remember that public criticism only works when group
dynamics are the issue.
36. Be realistic in budgeting a new project—avoid the
temptation to keep costs unrealistically low in order to
get the project approved.
MISCELLANEOUS
37. Build mental flexibility by doing brainteasers, so you are
in the habit of challenging your assumptions.
38. Recognize that people learn just as much from mistakes
as they do from getting it right the first time.
39. When recruiting, ask what-if questions to determine
how the applicant would respond to tricky situations.
40. Let candidates for a job know how much time the
interview will take. This will reassure them that they will
have the opportunity to give their information and to
ask key questions.
41. Monitor trends in your industry to determine which
competencies will become increasingly important.
Then, ensure that your organization has employees
with these abilities either by hiring from outside or
training current staff.
42. Conduct an informal survey of your top performing
new hires to find out how they heard about their
positions. Focus your recruiting efforts on those
sources that have produced your best employees.
43. Encourage people to focus their training and
development on areas where they can achieve the
greatest impact on organizational performance.
44. When searching for the right candidate for a
position…remember to target the market that matches
your candidate requirements. Don't waste time and
effort looking at the wrong people. Instead create a job-
specific profile so you have a clear vision of the job and
responsibilities it entails.
45. Make department and corporate goals come alive for
staff members by identifying the enablers - resources,
skills or abilities critical to mission and goal
achievement - that will allow the group to contribute
to the corporate mission and goals.
46. When you encounter recurring issues or opportunities,
seek the help of those unfamiliar with the situations to
get a fresh perspective.
47. Regularly assess the strengths and weaknesses of your
strategy, your processes and your customer approach.
In today's fast-changing world, ongoing review of these
areas-and implementing change as needed-is critical.
48. Consider how your organizational structure will need
to change in the near- and long- term. Give your
employees the chance to adjust beforehand.
49. Incorporate communication strategies into your
business plans. Ask yourself what information and
feedback you need to achieve your objectives.
50. Complete a thorough and objective evaluation of your
product or service annually; also determine the health
of your organization and its ability to grow.
51. Draw how you see the solution to a problem—visual
images may be a greater stimulus to creativity than your
words.
HOSPITALITY MALDIVES DECEMBER 2005 43
 MISCELLANEOUS
52. Make your decision, but prepare a fallback position. If
you've made the wrong decision, you'll know what to do
next to rectify the situation.
53. Monitor employee progress on a task—but not every
hour of the day. If things go wrong, give your employee
the chance to put them right by him- or herself.
54. Remember that teleworkers are entitled to a life outside
of work. So don't telephone them at home in the
evening or on the weekend unless it's a major
emergency.
55. Ensure that people who work with you and your
employees know that you have delegated a task to your
employee and that you have given the employee the
authority to do the job.
56. Monitor the performance of anyone you ask to assist
new hires before you make the assignment.
57. Share solutions to problems found by your department
with other groups within your organization,
thereby saving other groups from having to reinvent
the wheel.
58. Treat resistance to change as a problem to solve, not as a
character flaw.
59. Test the practicality of your decisions to increase their
probability for success. Get into the habit of asking
yourself at each stage of the decision-making process
whether the decision is workable.
60. Ask your employees how their objectives contribute to
the unit's success. If they don't know, help them
understand how their goals align with the unit's
strategic objectives.
61. Do an annual review of efforts to achieve your unit's
goals to determine any training needs or other
shortcomings holding you back. Then, act to address
the issues identified.
62. If work due dates are missed, discuss the consequences
and options with the person to whom you assigned the
task. Don't take the incomplete delegated work back.
63. Remember that management is not a popularity
contest-you should work and behave not to be liked but
to win the respect of others.
64. If you're new to management remember these words
of caution: hold your authority in check. Don't
overreact to your new position. And don't play
favorites.
65. Isolate the reason for poor performance. Maybe the
staff member does not know what you want him or her
to achieve.
66. Communicate constantly with project team members:
hold daily team briefings and weekly team meetings and
encourage people to share information and ideas.
44 HOSPITALITY MALDIVES DECEMBER 2005
67. If you want your team to reach a consensus, let them
know the place and time for the meeting in advance.
With a few days, notice, they will have time to consider
alternative ideas and arrive at the meeting with an
informed choice.
68. Meet regularly with those responsible for project
implementation, not only to determine the project's
status, but also to communicate its importance to the
support of the group-and consequently, the corporate-
goal.
69. Consider the variety of time zones or office locations
for those you are contacting and rotate locations
and/or start times for meetings.
70. Challenge the analyses and findings of groups that have
worked in the same area for a long time. Encourage the
members to rethink their conclusions to ensure they are
timely and accurate.
71. Inform customers and suppliers of significant change
initiatives, and ask how these could impact the support
they receive from, or provide to, the organization.
72. During face-to-face meetings, reinforce the
corporation's commitment to customers as often as
possible if you truly want to build a customer-centric
organization.
73. If a customer requirement changes, be prepared to
change your process or system, too.
74. Think globally. Study how your competition sells its
products internationally to see if you can do the same.
75. Write the business proposal first, then think about how
you want it to look.
76. Identify the key people you need for your strategy to
work. Focus on attracting, deploying, developing and
retaining these people.
77. Put yourself in your competitor's shoes. If you were to
compete against your firm, what would you do? Based
on your thinking, plan a counterstrategy.
78. Identify and plan to avoid the constraints to
implementing a plan before you begin implementation.
79. Be open to the idea that others' behavior, no matter
how unreasonable, may be due to personal or work-
related problems about which you know nothing.
80. And don't forget: maintain your sense of humor.
Humor is the best antidote to stress. We do our teams
and ourselves a favor when we remember to stop and
laugh. It will lower the emotional temperature.
Amanet.org is the official website of the American Management Association, a global
not-for-profit, membership-based association that provides a full range of management
development and educational services to individuals, companies and government
agencies worldwide."
HUMAN RESOURCES
Supervisors are
the core of your business
I
n fulfilling my occupation I have the privilege of looking at
the inner workings of many different hospitality
businesses. We work with the complete spectrum from
fast food to five star. After thirty years in hospitality
management I have come to some important conclusions about the
key issues that make for business success.
The attention you pay to the creation of a strong, well
structured supervisory team is one of these key issues. Think about
it for a moment what do (or should) your supervisors control?
In simplistic terms, your supervisors control the staff who
earn you your income and who create most of your costs. They
really hold the economic efficiency of your business in the palm of
their hands a well trained supervisor will contribute a great deal to
your business, while a poor one will cost you a fortune. This
probably sounds logical when put this way, but out there in the real
world I see so many examples of ill equipped supervisory staff that
I feel the need to go on a mission.
A supervisor is a team leader. Consider the authority and
responsibility you need to give a team leader in order to hold them
accountable for the performance of their team.
For a start they have to have a right of veto somewhere in
your recruitment process, otherwise they have the very handy
excuse: 'I didn't choose them; it's not my fault'. This leads us to the
necessity of them having some core skills in basic recruitment and
selection, otherwise they will have to learn by a process of trial and
error, for which you will bear the cost.
Next, they need to be held accountable for the induction
and skills training within their team, or you will get the parallel, and
equally handy excuse: 'I didn't train them; it's not my fault'. In my
mind, good training skills are a prerequisite for any advancement
beyond floor level. How can you ensure the productivity of a team
if you can't train?
Recruitment and training skills are all about constructing
effective teams, but what about ensuring the productivity and
quality performance of the team once it has been established?
Here's where basic leadership skills of communication,
motivation, coaching, counseling and discipline come in to the
equation, but not everyone is equipped to take on these skills. We
still get a fair selection of really submissive people and people with
an overwhelming need to be liked sent to us for supervisory
training, and there's not much you can do with them. You can't turn
hamburger into fillet steak.
We all now face the added complication of having to
recruit, train and lead staff in a legal and industrial minefield, which
can have nasty ramifications in the form of unfair dismissal claims,
harassment claims, WorkCare claims or union action. The people
46 HOSPITALITY MALDIVES DECEMBER 2005
who control your teams need to have an understanding of the rules
or you stand a good chance of ending-up with a very expensive
situation on your hands.
Most importantly, your supervisors lead the staff who do
all your selling and provide your customer service, therefore they
control your customer average spend and a large part of your
customers' perception of your business (and therefore repeat
trade). We see lots of managers who can plainly see the urgent need
to improve these aspects of their business, but who are frustrated in
moving forward because they have to work through supervisors
who are incapable of doing what is required.
To complete the financial picture, your supervisors
control your wage costs, your cost-of-sales, and a fair proportion of
your controllable overheads. So, if they control both your income
and most of your costs, surely they are the key to your profit margin?
I think so.
You may be a business manager or owner reading this and
saying to yourself: 'That Eldred doesn't know what he is talking
about. I've got a good business and I don't make my supervisors do
all that stuff I do most of it myself'. That's OK, as long as you don't
want to take holidays, are content with a small profit margin and you
are happy with being a small business for the rest of your days.
It's all a matter of good business structure. A disturbing
percentage of the managers in this industry spend their time
pushing their supervisors to one side and directly selecting and
leading the bottom line staff. In other words they call themselves
managers but function as supervisors. Meanwhile there is no
business plan, marketing plan, human resource systems, financial
control systems, etc, in place. Without these things in place the
manager becomes trapped into a semi hands-on role from which
there is little chance of escape.
This is often the symptom of making a basic managerial
mistake and promoting your best waiter or cook to supervisor and
finding that you have lost your best waiter or cook and gained an
ineffective supervisor. Then you get relentlessly drawn downward
to rectify the shortcomings in your supervisory structure and slowly
sink into day-to-day supervision instead of looking ahead and
working on your business, not in it.
A good manager will concentrate a substantial proportion
of their attention into creating and maintaining a solid, skilled
supervisory structure. There is obviously an up-front cost in doing
this, but the payback is impressive, both in financial terms and in
quality of life for the manager concerned.
Tony Eldred is the Managing Director of hospitality management
consultants Eldred Hospitality Pty. Ltd. For more information visit
www.eldtrain.com.au or email Tony directly at teldred@eldtrain.com.au!
 HUMAN RESOURCES

How to
motivate your staff
Y
our staff aren't just there for the money. No, seriously, and collectively, so that the team members can produce the best
they're not. It's obviously a big part of what motivates results and also get personal satisfaction.
them to come to work every day, but it's not the only thing. The main tools a manager can use to motivate your staff
In fact, if we're being honest, the hospitality industry isn't are quite straightforward:
exactly famous for its bulging wage packets, so it's even more
important that workers have the extra things that give them the 1. Approval, praise and recognition
satisfaction they need from their job. You could also say that 2. Trust, respect and high expectations
restaurant managers have a much greater interest in motivation 3. Loyalty
because many of their staff perform jobs that bring them in regular 4. Job enrichment
contact with the public. This means personal attitude and character 5. Good communications
are vitally important. 6. Cash incentives
It's up to the manager or the boss to provide that
motivation, and it doesn't have to be all about financial rewards. This list is arranged in order of importance: note that cash comes
Sometimes a “well done, good job” can be more effective. last. These tools underline an important fact of staff motivation,
The first trick when motivating staff is find out what they want. This that persuasion is far more powerful than coercion. The former
sounds simple, but your view as the manager might not be the same builds morale, initiative and motivation, while the latter kills them.
as the staff.
For example, when managers are asked to list the top ten The three basic components of persuasion are:
things they think motivate their employees the list looks like this:
- suggest
1. Salary - play on the person's sentiments
2. Bonuses - appeal to logic
3. Holidays
4. Retirement For example: “I've been thinking it might be a good idea to wash
5. Other benefits and perks those dishes now, what do you think? [suggestion]. It would be a
6. Interesting work really big help [sentiments] and, besides, if they're done now we can
7. Responsibility all leave early [logic]". Compare this with, “Go and wash those
8. Feedback dishes. Now!”
9. Training Once convinced, the person is so motivated to do the job,
10. Respect the manager will have achieved their goal quietly, gently and with the
minimum effort. Remember that even though you're a manager
When employees list what actually motivates them, the list looks yourself, you're still an employee (unless you're running your own
more like this: business, of course). How good do you feel when your boss tells you
you've done a good job? Sometimes just saying quick things such as
1. Interesting work “thanks for sorting out those supplies, they're sorted so much better
2. Responsibility now” is more motivational when done often than a big annual prize-
3. Feedback giving. As with a lot of management techniques, the theories of
4. Training motivation are very much based on common sense. A do-unto-
5. Respect others attitude will build respect and satisfaction for staff, and
6. Salary consequently for you as well.
7. Bonuses Finally, here's a quick run-down of some actions that you
8. Holidays should be applying to your day-to-day management to keep your
9. Retirement staff motivated:
10. Other benefits and perks Clear communication tell your staff exactly what needs to be
done, how you can achieve it together and what the outcomes and
In other words, managers rank money items as their employees' top rewards will be.
five motivators. Employees, however, rank these as their bottom
five. You could argue that managers pick the top five motivators - Offer valued rewards.
because these are the things that they can “give” their employees - Do not over-control.
without having to ask what they want or need, i.e. no involvement - Recognize achievement.
on a personal level. - Ensure that rewards are given fairly.
Interestingly, when managers are asked what motivates
them, they give the list in the same order as the employees. The Teaching someone something is an excellent basis for being able to
manager's main task is to motivate his or her team, both individually motivate them.

HOSPITALITY MALDIVES DECEMBER 2005 47

 MISCELLANEOUS

10 Tips for
Managing your Time
48 HOSPITALITY MALDIVES DECEMBER 2005

1.
Plan the following day at the end of each day. This is the time
your mind is most clear. If you try to plan your day in the
morning, you become distracted by your e-mail, your voicemail,
the telephone, your employees, your customers, and so forth. It’s
nearly impossible to think rationally about your priorities when
you’re being pulled in 10 different directions.
It’s also a good idea to plan the following week at the end of each
week, plan the following month at the end of each month, and
plan the following year at the end of each year. Make this part of
your regular routine. If you follow no other piece of advice on
this list, follow this one. I guarantee you this simple change will
increase your productivity more than you can imagine.
2.
Prioritize your work. Choose the one most important task you
need to accomplish each day, put a star beside it on your to-do list
and don’t leave work without completing it.
3.
Use a gatekeeper. If at all possible, have someone else screen
your visitors and your phone calls. They can then set up
appointments for you that fit into your schedule rather than
allowing you to be disturbed at random throughout your day. If
this is not possible for financial reasons, voice-mail and posted
office hours are a good start.
4.
Do one thing at a time and complete it before moving on to
something else. Most entrepreneurs move and think at an
accelerated pace. Consequently, they often do not have the
patience to finish what they have started. They want to get on to
the next thing right away, so they tend to leave a wake of
unfinished projects behind them. Unfortunately, this approach
can be highly unproductive.
Successful entrepreneurs realize this, and though it may initially
feel against their nature, they make a conscious effort to
complete what they have started. They know that the value in an
activity cannot be fully realized until it has been completed.
5.
Organize your meetings. Whenever possible, schedule
meetings in advance, rather than holding them spontaneously
and always use an agenda. Also, make sure your meetings have
both a starting time and an ending time.
Mark Wardell is President and Founder of Wardell Professional Development, a business consulting firm, focused on the unique needs of small/mid sized growth companies.
For more information visit www.wardell.biz or email Mark at info@wardell.biz!
MISCELLANEOUS
6.
Learn to say “no”. This is one many entrepreneurs have
trouble with. They know they can solve nearly any problem an
employee brings to them, so they are inclined to do so. It just
seems easier to say “yes” and take over, than it does to say “no”
and leave the problem with their employee. “No” doesn’t mean
you are not interested or that you are not willing to help, it just
means that you are not willing to take your employees problems
off of their shoulders and pile them onto yours.
7.
Delegate everything you can. This needs to become part of
your ongoing behavior. New work will show up on your desk on
a regular basis. If you don’t need to deal with it, don’t. If it is
important that it gets done, but someone else can do it, then 9
times out of 10 you should pass it along. Keep the true value of
your time firmly in mind and you will easily be able to decide if
you should take it on or not.
8.
Outsource everything you can. Occasionally it may be
prudent to delegate work to an outside expert. If you are having
computer troubles, for example, it may make more sense to hire a
consultant to solve them for you than to waste time trying to
solve them yourself. If a problem can be solved with money,
don’t think of it as a problem, think of it as an expense.
9.
Clarify your communication. Miscommunication is
responsible for vast amounts of wasted time and money. Not
only does it cause mistakes, but those mistakes also need to be
repaired at the company’s expense. So make sure that when you
say something, you only need to say it once. Also, be clear and
include all details when leaving vocal or written messages. A lot
of wasted time can be avoided if people don’t need to engage in
telephone tag just to find out information that should have been
made clear in the first place.
10.
Do some “strategic planning” every week. If you don’t start
doing this now you will never get around to it, so schedule some
quiet time on your calendar and let your employees know you will
be unavailable. This makes many entrepreneurs nervous at first.
They imagine that if they are unreachable by their employees for
an hour then everything will fall apart. If this describes you, then
try it for two weeks as an experiment. You may be surprised to
find your business still standing when you open up your office
door at the end of that hour.
HOSPITALITY MALDIVES DECEMBER 2005 49
FINANCE & ACCOUNTING

Eliminate
Poor
Receiving
Habits
by Bill Schwartz

In virtually every industry where significant quantities of goods are purchased

on a frequent basis, a formal receiving department is charged with the
responsibility of making sure what was ordered was received. Only in the
restaurant industry is receiving taken lightly. Of course, every operator I talk to
tells me that receiving is an important part of the manager or chef's job
description, but in practice, what really happens?

Typically, the goods arrive, someone gets the invoice, does a quick check to see
if it's all there (optional), signs the invoice, and off the driver goes. Nine times
out of 10, there is no purchase order, no receiving log, and no real effort made
to check pricing, quality or what's inside the boxes.

50 HOSPITALITY MALDIVES DECEMBER 2005


I
have seen 50 case grocery orders received in less than a
minute! I've also seen situations where the driver takes
his own inventory, brings in the goods, puts them away,
and then gives the chef or manager the invoice to sign.
No employee of the restaurant has even seen the goods.
Let's face it. Food cost originates at the back door and
can never be higher than the total purchases. Therefore, the
receiving function becomes your first chance to control costs
once the goods have been ordered.
Our studies have shown nearly half an operation's
variance (difference between actual and ideal food cost) is the
result of poor receiving habits. To the average restaurant, this
represents a whopping 2% of sales. This money would have
been additional profit since all of it would drop directly to the
bottom line.
Over the years I must have heard every excuse in the
book for the typically poor receiving practices which dominate
the industry. Among the most frequent is lack of time to do it
right. I would think that if it were possible to save 2% of sales
through good receiving practices, the operation with gross sales
of $500,000 annually could hire part-time help at $5 per hour to
do nothing but receive goods 20 hours a week, and still have
$5,000 left over at year end in additional profit.
In most cases, however, it is not necessary to hire someone new.
By shifting around the schedules of those employees interested
in learning the receiving function to correspond with delivery
times, the same end result can be accomplished. The isolation
and use of these individuals also fits in nicely with a more formal
management program.
In order to implement a good receiving function, you
need a few tools. First and foremost, you need good scales. A
large number of items are purchased by weight, and the only way
to tell if you got what you are being asked to pay for is to weigh
the stuff. This can be difficult to do without good scales. Second,
you need to record what was ordered and the price. This can be a
standard purchase order document, or simply a piece of paper
on which the person placing the order writes down the necessary
information.
Finally, you need a document to record what was
actually received in UNITS. I call this document a receiving log,
and it becomes instrumental in the method of control described
by my articles. With these tools in hand you are now ready to
proceed.
I recommend the following steps for the receiving process:
1. Do not accept the invoice from the driver
2. Have items removed from the truck and stacked just
inside the back door.
3. Count the items in units while checking the quality and
record what you see on the receiving log.
4. Accept the invoice from the driver.
5. Reconcile the invoice against the receiving log for
quantity. Adjust the invoice if necessary.
6. Reconcile invoice against purchase order for price and
adjusted quantity. Adjust invoice if necessary.
7. Sign corrected invoice and dispatch driver.
8. Put the goods away immediately.
FINANCE & ACCOUNTING
Notice that the invoice is not taken from the driver until the
goods are counted. There are two reasons for this practice. First,
the knowledge of what is supposed to be there could bias the
count. Second, this practice prevents reconciliation on an
intermittent basis, which could throw off the count.
.
Also note that the goods are put away immediately after
the driver leaves. This keeps stock in its proper place, aids in the
rotation process, prevents perishable items from deteriorating,
keeps ice solid and gets the goods away from the back door so as
to avoid any temptation on the part of employees to make
unscheduled transfers (polite term for stealing).
Think of invoices as legal documents. Once signed, you
are legally obligated to pay the amount due, regardless of the
accuracy of the invoice. It is therefore extremely important to be
sure that the invoice is correct and that all adjustments made are
clear and obvious before signing it. If it is not possible to modify
the invoice due to lack of space or legibility, attach a memo which
clearly defines the modification. Be sure to change the total due
on the invoice, and indicate on the invoice that a memo is
attached which explains the changes.
.
Here's another startling discovery. The two worst
people to use for receiving goods are the chef and the manager!
Although the chef or manager may be the most knowledgeable
about what was ordered, they are also the two individuals with
the least amount of time to devote to the process. There are far
too many interruptions for them to do an accurate receiving job.
Since the receiving function is largely clerical in nature,
it is a mis-allocation of human resource to have managers
perform clerical functions. Even though a manager can do a
clerk's job, the reverse is usually not true. I strongly advise you to
consider another employee for the receiving job.
In order for this to work, you may need to schedule
receiving hours with your purveyors. And, you will also need to
inform the receiving clerk job what was ordered, from whom, at
what price and specification. This can be easily accomplished
with purchase orders and specification training.
.
The person ordering the goods should be responsible
for the completion of the purchase order. It takes little or no
additional time for that person to write down what is being
ordered if this is done while the order is being phoned in to the
purveyor. Most people are coordinated enough to hold the
phone in one hand and write with the other, and if not, they
probably shouldn't be placing orders anyway!
The fact is that receiving is vitally important and needs
as much attention in the food-service industry and it gets in every
other industry. Receiving must be done religiously, consistently
and accurately. The end result will be well worth the effort. It is
possible to absolutely eliminate the possibility of purveyor theft
or invoice errors overnight. The effect of good receiving
practices on profitability will be immediately evident.
Bill Schwartz is the President of System Concepts Inc., developers of the
FOOD-TRAK® System and one of the world’s leading specialists in the field
of food and beverage management. For more information please visit their
website www.foodtrak.com!
HOSPITALITY MALDIVES DECEMBER 2005 51
HOSPITALITY NEWS
New brand launched at WTM Monday
John Keells, Sri Lanka’s largest Hotel Group, has unveiled its
new brand, Cinnamon Hotels and Resorts at the World Travel
Market offering an ‘affordably indulgent experience for people
of all ages’.
Cinnamon Hotels and Resorts is the culmination of a $1
million brand research and discovery program and a large scale
refurbishment plan, which consolidates a portfolio of city and
resort properties. Initial focus will be on Sri Lanka and the
maldives with expansion across South Asia and the Gulf by
2010 with an additional 20 hotels. Once completed, it is
expected that Cinnamon Hotels and Resorts will be on par with
some of the world’s best hotels and a leader in Asia. Designed
to encompass all the attributes of a prestigious hospitality
group, the Cinnamon brand will be synonymous with luxury,
comfort, creativity and discovery and encapsulate world-
renowned Sri Lankan hospitality.
This will be achieved by providing Comfort through consistent
hospitality standards overlaid with simple treats and sincere
surprises, Creativity to inspire ideas that add colour to life and
Discovery, which comes from the distinct personality of each
property in terms of the array of activities available.
Mr. Rohan Karr, Executive Vice President, JKH & CEO of
Cinnamon Hotels & Resorts explains, “The vision behind this
re-branding process is to build an upscale brand, quality driven
with high service standards. All our Hotels and Resorts will be
upgraded and these superior products will embody the
Cinnamon brand personality and help lure the high spending,
discerning traveller. Ultimately it is expected that Cinnamon
Hotels and Resorts will offer a truly differentiated experience to
compete with some of the region’s best hotels.”
Accor to continue Fiji expansion
Accor is to continue its rapid expansion in Fiji with its
appointment to manage one of Fiji’s best known hotels, the Fiji
Mocambo Hotel, which will be relaunched as the Novotel Nadi
Fiji in late 2006 after the completion of an extensive renovation
programme. The new management contract is effective
December 5, 2005. Accor’s appointment as manager follows
the recent purchase of the hotel by Pandey Investments Fiji
Limited, a subsidiary of CP Group which own several Accor
managed hotels in both Australia and New Zealand. The hotel
will remain fully operational during the renovation and prior to
its Novotel rebrand next year, with renovation to be staged in a
way to cause minimal disruption to guests The announcement
of Accor’s latest management contract in Fiji and impending
Novotel brand launch will complement the imminent opening
of the group’s new five-star property – the Sofitel Fiji Resort &
Spa on Denarau island - scheduled for 10 December 2006. The
additional two hotels will effectively double Accor’s presence in
Fiji in the space of a year. Accor established its presence in Fiji
earlier this year with the launch of the Sofitel managed Vomo
Island Resort, and the Mercure brand followed with the
renovation and re-branding of the Dominion International to
Mercure Hotel Nadi in April 2005. Fiji Mocambo in Nadi is set
on 42 acres of tropical gardens, a short drive from the
international airport and only 15 minutes from Nadi's business
district. The future Novotel will be an ideal base for travellers
wanting to explore Fiji and its islands. The hotel offers 128
guest rooms featuring either a balcony or patio overlooking
landscaped gardens. The hotel also offers a variety of
recreational facilities such as a nine-hole golf course and tennis,
along with extensive conferencing facilities.
Hospitality News - courtesy of ehotelier.com
52 HOSPITALITY MALDIVES DECEMBER 2005
High Oil Prices Yet to Impact on Tourism WTO says
Higher oil prices have so far had limited effect on international
tourism growth according to the United Nations World
Tourism Organization (WTO).
A recently concluded WTO report demonstrates that up to the
moment, the impact of high oil prices in international tourism
has been little. Experts consulted in the framework of this
research project note that only a small percentage of the
increase in oil prices as been passed onto consumers in terms
of final purchase price, says WTO Chief of Market
Intelligence, Augusto Huéscar. In addition, the imposition of
surcharges by many airlines does not appear to have
discouraged demand for air transport - at least for the time
being. According to the latest data from IATA, passenger
traffic from January through September 2005, increased by 8.3
per cent, with airlines in the Middle East and in Africa reporting
double-digit growth rates.
Demand for international tourism has remained strong
through 2005. WTO's estimates for the year, as published in the
October issue of the WTO World Tourism Barometer, show
that 2005 is expected to end with a growth of 5 to 6% in
international tourist arrivals, which can be considered
exceptional. International tourism is not only on track to
consolidate the bumper year it had in 2004 (+10.7%), but it will
also exceed the forecast long-term average growth of 4%.
The full WTO report on the impact of high oil prices in
international tourism, due to be published next month,
highlights moreover that, in recent crises higher oil prices had
no direct impact on tourism. The effect was rather indirect, as
price hikes contributed to the deterioration of the economic
situation, and consequently to the corrosion of
consumers'purchasing power. "But, while the past oil price
peaks had a significant negative impact on tourism through to
the economy at large, on this occasion the global economy has
remained relatively steady and the inflationary pressure appears
to be limited for now" underscores WTO Secretary-General,
Mr Francesco Frangialli. Unlike previous crises it is not an
unexpected shock, but rather a progressive escalate
predominantly reflecting a strong demand for energy driven by
economic growth. Oil prices might affect the bottom-line
results of tourism companies through higher costs. But for the
moment consumer confidence is still high and tourism demand
has not been affected.
Transport companies suffer increases in fuel price of course
the first and most directly. "The airlines hardest hit by the rises
will be those in the US still dealing with the aftermath of
previous year's negative events", he explains, "although
continuing high oil prices may also affect tourist flows to
developing nations as their airlines' capacity to absorb such
increase is significantly lower". Consequently tourism to these
countries, in which distance and air access from important
source markets are already in many cases a bottleneck, may also
be affected, in case transport costs rise further.
“But we need to keep this in perspective," he adds. In real
purchasing terms oil prices are now below those of the early
1980s peak and nearly all the major losses reported in the airline
sector are concentrated in the United States. "While IATA
anticipates a slow down in passenger traffic growth in 2006, it
still forecasts a 3.6 per cent increase." Barring other unforeseen
shocks, WTO is confident that tourism will "continue to show
healthy growth globally", albeit with changes in the strength of
particular generating markets and destinations and perhaps
a bigger push in intra-regional travel, says Mr. Frangialli.

Singapore Airlines launches online merchandising
solution with Amadeus e-Travel Search
Singapore Airlines (SIA) recently launched Amadeus e-Travel
Flex Pricer on singaporeair.com. This online merchandising
solution will offer SIA best-in-class availability, faring, and
shopping capabilities to its international and domestic
travellers. Singapore Airlines carries roughly 15.9 million
passengers across a route network of 60 desintations in 32
countries.
Amadeus e-Travel standalone merchandising solution, based
on Amadeus e-Travel Flex Pricer, can easily be integrated into
an airlines existing infrastructures to reduce costs and increase
time-to-market. This solution enables airlines to implement
their new faring strategies, to manage and display real-time
availability, structure and manage fares and fare families.
Additionally, this solution is available in 23 languages off-the-
shelf and provided SIA the ability to offer 7 languages (English,
French, Deutsch, Chinese Traditional, Chinese Simplified,
Japanese and Korean) to their end-users in the region to extend
their market reach quickly and cost efficiently.
Amadeus e-Travel Flex Pricer technology allows users to see
applicable fare options across different times, fare classes and
dates on a single screen, offering users a broad choice between
price, schedule and fare flexibility.
Jérôme Destors, Commercial Director of Amadeus e-Travel,
said, “We are proud to be a technology partner with a
prestigious airline that prides itself on delivering customer
excellence like ourselves. With our experience in serving the e-
commerce needs of over 60 airlines, I am confident that
Singapore Airlines will appreciate the continuous
improvements that we regularly deliver in our solutions.”
New Evason Hideaway at Yao Noi / Thailand
Evason Hideaway at Yao Noi Begins Development with
Ground Breaking Representatives of Pakoh Hotel Co.,Ltd. and
Six Senses Resorts & Spas recently performed the ground
breaking ceremony for the newest Evason Hideaway on the
Thai island of Yao Noi.
The Evason Hideaway will consist of 54 pool villas in three
styles ranging from 120 square metres to 190 square metres,
plus a large 4-bedroom hill-top villa. Several of the villas will
feature their own private Spa Suites. It is located in Koh Yao
Noi, Phang Nga Province on hills forested with lush green
trees, palm trees, mangroves, rubber tree plantation, and facing
a white sandy beach, which opens to the stunning islands of
Phang Nga Bay.
The design and material selection of this Evason Hideaway at
Yao Noi is based on attention to detail and commitment to the
environment, creating an uncompromised standard of luxury
and Innovative Style. There will be several restaurants and bars,
a wine cellar and a chef ’s table. Recreation facilities will include
a water sport centre, a gym and a specially designed Six Senses
Spa village. The 9.6 hectare Evason Hideaway, which is
scheduled to open by the end of 2006, can be reached by speed
boat, both from Phuket – about 40 minutes, or from Krabi –
about 25 minutes.
Hospitality News - courtesy of ehotelier.com
HOSPITALITY NEWS
Singapore Airlines launches online merchandising
solution with Amadeus e-Travel
Singapore Airlines (SIA) recently launched Amadeus e-Travel
Flex Pricer on singaporeair.com. This online merchandising
solution will offer SIA best-in-class availability, faring, and
shopping capabilities to its international and domestic
travellers. Singapore Airlines carries roughly 15.9 million
passengers across a route network of 60 desintations in 32
countries. Amadeus e-Travel standalone merchandising
solution, based on Amadeus e-Travel Flex Pricer, can easily be
integrated into an airlines existing infrastructures to reduce
costs and increase time-to-market. This solution enables
airlines to implement their new faring strategies, to manage and
display real-time availability, structure and manage fares and
fare families.
Additionally, this solution is available in 23 languages off-the-
shelf and provided SIA the ability to offer 7 languages (English,
French, Deutsch, Chinese Traditional, Chinese Simplified,
Japanese and Korean) to their end-users in the region to extend
their market reach quickly and cost efficiently.
Amadeus e-Travel Flex Pricer technology allows users to see
applicable fare options across different times, fare classes and
dates on a single screen, offering users a broad choice between
price, schedule and fare flexibility.
Jérôme Destors, Commercial Director of Amadeus e-Travel,
said, “We are proud to be a technology partner with a
prestigious airline that prides itself on delivering customer
excellence like ourselves. With our experience in serving the e-
commerce needs of over 60 airlines, I am confident that
Singapore Airlines will appreciate the continuous
improvements that we regularly deliver in our solutions.”
Asia Pacific Travel Growth remains Strong
Asia Pacific travel growth continues to remain strong,
according to the latest booking figures issued today by travel
facilitator, Abacus International. In September 2005, total
bookings (FIT + domestic + group) on the Abacus system
increased by 14% over the corresponding period in 2004 to
more than 4.47 million.
Abacus President and CEO Don Birch said, “As we enter the
last quarter of what looks to be another record year for the
industry, we see that Intra-Asia travel is continuing to drive the
growth in Asia Pacific travel. We expect this growth to continue
through 2006, fuelled by the estimated 7.5% growth in
passenger volumes from 2004 to 2008 predicted by the
International Air Transport Association.
“That said, in recent years travel – especially short-haul intra-
Asia travel – has proven to be resilient to periodic shock events,
and because travel is now considered by many to be a consumer
‘right’ rather than a luxury, it will continue to remain resilient in
the face of rising fuel prices.”
As with previous months, Intra-Asia travel accounted for the
majority of bookings made at more than 81%. Star performer
this month was again the Asia to Middle East travel route, with
strong growth figures showing a 117% increase in bookings
over the corresponding period in 2004. Travel between Asia
and the Middle East have been showing strong growth signs
month on month since July this year. Factors contributing to
this rise in consumer and business travel can be linked to the
stronger ties being formed between the governments of Asia
and the Middle East, thus spurring an increase in business and
trade relations.
HOSPITALITY MALDIVES DECEMBER 2005 53
SALES & MARKETING

10Client Trust Ways to build

54 HOSPITALITY MALDIVES DECEMBER 2005


1.
Keep your agreements with your clients – If you
promise delivery on a particular day, make sure to deliver
when it was promised. Even something as small as the time
you have scheduled an appointment is an agreement. Each
time you break an agreement with a client, you break the
trust.
2.
Create realistic client expectations – Help the client to
understand exactly what you will do for him or her.
Put boundaries around what is included in your service and
what is not. What will create extra charges? How and when
will you be billing the client? Living up to the expectations
you create helps your clients to take you at your word.
3.
Help client to understand the process – If your client
understands how you and your office works the client can
then know what to expect and when to expect it.
4.
Explain your plan and strategy – Not only does the
client need to understand your office procedure but also
what the plan and strategy is for his/her particular case.
This will help client to know what to expect and when to
expect it. Trust comes when the client feels confident and
comfortable with the plan and the strategy.
5.
Never over promise – It is tempting to promise whatever
the client requests without consulting a schedule or asking
if it is doable. Over promising often causes broken
agreements and thus broken trust.
Copyright © 2005 all rights reserved. Permission is granted to reproduce in its entirety including copyright and contact information.
Alvah Parker is a Practice Advisor and Career Coach as well as publisher of Parker’s Points, an email tip list and Road to Success, an ezine. Parker’s Value Program©
enables her clients to find their own way to work that is more fulfilling and profitable. Her clients are managers, business owners, sole practioners, attorneys and people in
transition. Alvah is found on the web at www.asparker.com. She may also be reached at 1-781-598-0388.
SALES & MARKETING
6.
Carefully explain the client’s role – When a client is clear
on what his or her role is then the client gets clear on what
progress can be made without his or her involvement and
what needs his or her input before moving on. Getting
really clear on what the client needs to do to move his or her
case forward, helps you work as a team and builds trust.
7.
Discuss potential pitfalls – Nothing disturbs the trust of
a client more than when something unexpected happens.
(If it is good of course you can celebrate! Whew!) Guard
against something negative happening as a surprise by
discussing the potential pitfalls with the client.
8.
Review the agreement in detail – Any agreements that
the client is going to have to make should be discussed in
detail. Trust is built over a long period of time but it can be
broken easily. A surprise that results from an agreement the
client made but is unaware of breaks that trust quickly.
9.
Avoid making the client feel stupid – No one likes to
feel stupid. If clients feel that you think they are stupid they
will no longer entrust you with their ideas or thoughts.
Clients who don’t feel valued by the professional may stop
trusting that person. Professionals probably don’t set out
to make a client feel stupid. In fact it may be an attitude, an
inadvertent comment, or a look that gives the client that
impression. Be aware of your inner thoughts. They show
up without your noticing. Use careful language.
10.
Don’t allow interruptions at meetings – If you take
interruptions during meetings with clients it makes them
feel they are not important to you. Eventually you erode the
good will and trust that you had with them.
HOSPITALITY MALDIVES DECEMBER 2005 55
 AWARDS

The 2005 Winners

World Travel Awards
Indian Ocean’s Leading Destination: Maldives
Indian Ocean’s Leading Airline Indian Ocean’s Leading Tourist & Convention Bureau
Air Mauritius Maldives Tourism Promotion Board

Indian Ocean’s Leading First Class Airline Madagascar’s Leading Hotel

Air France Hilton Madagascar

Indian Ocean’s Leading Business Class Airline Maldives’ Leading Hotel

South African Airways One&Only Kanuhura

Indian Ocean’s Leading Airport Maldives’ Leading Resort

Male’ International Airport, Maldives Coco Palm Resort & Spa

Indian Ocean’s Leading Casino Resort Maldives’ Leading Spa Resort

The Plantation Club Resort & Casino, Seychelles Soneva Fushi Resort & Spa

Indian Ocean’s Leading Conference Hotel Mauritius’ Leading Hotel

Hilton Madagascar One & Only Le Tousserok

Indian Ocean’s Leading Car Hire Mauritius’ Leading Resort

Avis The Residence

Indian Ocean’s Leading Golf Resort Mauritius’ Leading Golf Resort

Belle Mare Plage Resort, Mauritius Belle Mare Plage Resort

Indian Ocean’s Leading Hotel Mauritius’ Leading Spa Resort

One & Only Le Saint Geran, Mauritius One & Only Le Saint Geran

Indian Ocean’s Leading Hotel Brand Reunion Island’s Leading Hotel

Banyan Tree Hotels & Resorts Les Villas Du Lagoon Resort Hotel

Indian Ocean’s Leading Family Resort Seychelles’ Leading Hotel

Voile d'Or Resort & Spa, Mauritius Le Meridien Fisherman’s Cove
.
Indian Ocean’s Leading Resort Seychelles’ Leading Resort
Coco Palm Resort & Spa, Maldives Le Meridien Fisherman’s Cove

Indian Ocean’s Leading Spa Resort Seychelles’ Leading Spa Resort

Soneva Fushi Resort & Spa, Maldives Banyan Tree Seychelles

56 HOSPITALITY MALDIVES DECEMBER 2005

 PRESS

Maldives - The Heaven for Honeymoon - It is not Expensive That You Thought
Sunday, 13 November 2005

Sun, sand and sea, a thousand Robinson Crusoe islands, massive lagoons with different depths and infinite shades of blue and turquoise,
dazzling underwater coral gardens; a perfect natural combination for the ideal tropical holiday destination.
However there is more to the Maldives than just that. Male would certainly count as one of the smallest capitals in the world in terms of its
physical size. A third of the country population, about 75,000 live in Male. Different from any other island in the country, Male is a city of
high-rise buildings and paved roads. Not only do you discover aspects of the planet denied to most people, but you make a lot of good friends
as well! The Maldives is famed for its rare underwater beauty. The profusion of psychedelic colours and the abundance and variety of life
underwater have fascinated divers and snorkellers since Maldives was discovered as a diving destination. The highest level of visibility that one
could expect- sometimes exceeding 50 metres - and warm temperatures throughout the year makes diving in the Maldives a delight you would
want to experience over and over again.
HotelsGuru.com provides the special rates starting from 85 USD, it is quite rarely find this rates due to Maldives resorts are uniqueness and
also wonderful for honeymoon. The room availability in Maldives is very important for travellers because there are limited number of rooms
and acoomodations. You have to make the advance booking for this destination. You can ask for more information about Maldives and
Resorts in Maldives, visit www.hotelsguru.com

(Source: UCW Entertainment Newswire, www.ucwe.com)

Hidden Gems of the Indian Ocean: Maldives and Seychelles

November 10, 2005

The island nations of the Maldives and Seychelles have to a large extent remained unexplored by American travelers, but have long been the
playgrounds of Europeans seeking idyllic beaches, tranquil lagoons, sensational swimming, snorkeling, scuba diving, surfing (on the
Maldives) and spas. Ease of access is an issue that may have affected visitation by Americans, as direct flights to these regions do not exist
from the U.S., whereas from various European cities, flights are quite regular. Price wise, you will also find that it is far more affordable to
travel via Europe or the Gulf region. With the opening up of long-haul flights to Asia from the U.S. east coast, in particular Singapore, access
to the Maldives is becoming a lot easier (although not particularly cheaper) and likewise, direct flights to the Persian Gulf (Dubai), makes the
Seychelles one-step closer. Their very isolation from the lucrative U.S. market has in some ways contributed to these islands remaining largely
unspoiled with limited development and fewer tourist numbers. Both the Seychelles and the Maldives boast pristine white sandy beaches,
palm tree oases with tropical climate, small islands with luxurious world-class resorts, many featuring all-inclusive packages, especially on the
exclusive smaller outer islands.

[...]

(Source: www.frommers.com, by Charis Atlas Heelan)

Maldives: Where real life meets Paradise

Monday, October 31, 2005

Like drops of emeralds scattered across an aquamarine backdrop, situated on the most traveled ocean of the ancient world, the tiny island
nation of the Maldives is a treasure trove of a unique collection of idyllic palm-fringed islands, ringed by unspoiled reefs, teaming with a
kaleidoscope of ever-changing colors, patterns, shapes and textures that never fails to fascinate beneath the surface.
The Maldivian tourism industry has progressed a long way during its thirty years of existence and its popularity as an exclusive tourist
destination is increasing both in its major generating markets in Europe as well as in new markets from around the globe. The Maldives
continues to be distinguished for the sustainable and ecologic development of its tourism industry, high quality standard and secludedness of
its position in the Indian Ocean, far away from the world’s problems.

With your first look the islands are hardly differ from each other - apart from their size: tropical vegetation with palms, mangroves, Scaevola,
Frangipani or Hibiscus bushes, powder-white sandy beach, surrounding turquoise-blue seas. In fact the versatility of Maldives is in the detail,
because of the “one island-one resort concept“ each resort is on an island of its own and the resorts in Maldives offer a broad spectrum with
respect to conception, architecture, style and comfort. To plan a vacation in the Maldives, you must be well informed about your own interests
and ideas in order to find the matching island under the vast list of possibilities.

(Source: www.traveldailynews.com)

HOSPITALITY MALDIVES DECEMBER 2005 57

Last Words
Letters to the Editor
In future issues, this column will feature readers’ feedback, comments and general letters to
the editor. Following is a selection of feedback we received in response to the first issue of
“Hospitality Maldives”:

“Thank you! Everyone at Kaimoo would like to congratulate you to your very wonderful first edition. Both,
soft and hard copy just brilliant.”
Manih Ahmed, Managing Director, Kaimoo Travels & Hotel Services Pvt. Ltd.

“I just wanted to write and say thank you for your time and effort that you must have spent preparing this
magazine, it is fab! I don’t think I have stopped talking about it and I can’t wait for the next issue. It has given
me a great motivation to get the plans and training I wanted to start and also ideas on how to improve them.”
Rachael Littlewood, Activity Manager, White Sands Resort & Spa

“It is a great magazine and it would be good also to include advertisements.”

Sharon Panesar, Human Resources Manager, One & Only Reethi Rah

“Congratulations for the first issue of Hospitality Maldives. I am glad that someone has taken the initiative to
publish a magazine of this nature. [...] The articles of well known industry personalities were indeed very
useful and very knowledgeable.”
Mariyam Noordeen, Dean, Faculty of Hospitality and Tourism Studies, MCHE

“Very valuable infos, an excellent idea. You have made it a reality.”

Ahmed Didi, Director, Focus Computers Pvt. Ltd.

“Congratulations, really a good idea! Good luck.”

Max Molteni, Manager, Holserv Pvt. Ltd.

“It was indeed a pleasure to have received a copy of Hospitality Maldives. I have seen many hospitality related
magazines appear and disappear in the past and hope your magazine will contribute to the industry on a long
term basis.”
Ismail Hilmy, Managing Director, Eastinvest Pvt. Ltd.

“I love this magazine, it’s very fruitful!”

Hassan Ali, Diving Teacher, Mirhi Island Resort

“I just got your first issue. Thanks. The content of the book is good and I think it will be better and necessary
to have more articles related to Maldives Tourism in future issues. Its a good thing you started and keep up
your good work. I wish all the best and look forward receiving ‘Hospitality Maldives’ magazines.”
Ahmed Rasheed, Food & Beverage Manager, Nasandhura Palace Hotel

“Congratulations for the excellent quality and for the useful information. Keep up the good work!”
Ibrahim Saleem, Director of Operations, Ensis Cruise

“At a glance, I found this magazine is utmost vital for all of us who are working in this industry. We have been
waiting for a useful tool like this to improve our professional careers. [...]“
Zakariyya Easa, Acting Assistant Manager, Vakarufalhi Island Resort

“Very interesting and useful articles - but mostly - something new and with a professional touch! Well done!”
Barbara Elkaz, Reception Manager, One & Only Kanuhura

“Having read (almost finished!) your first edition of 'Hospitality Maldives' I just wanted to say it is great to get
something decent to read at last!!! Roll on your next issue!”
Holly Wilson, Business Development Manager, Meeru Island Resort

“This is very helpful!”

Saman Pushpakumara, Chief Accountant, Royal Island Resort & Spa

info@hospitality-maldives.com Got something to say? We are awaiting your feedback at info@hospitality-maldives.com!

LILY
INTERNATIONAL
PTE.LTD