TTG Asia
Asia/Singapore Tuesday, 23rd December 2025
Page 1027

Travel trade decries Indonesia’s new ban on more nationals

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Following its travel ban on China, Indonesia has now expanded its ban to travellers from Italy, South Korea and Iran – regions hardest-hit by Covid-19 – as it seeks to curb the spread of the deadly disease.

The new travel restrictions, which started yesterday (March 8), will leave Indonesian trade players to fall into even deeper limbo after the loss of the Chinese sector – their second-biggest source market.

Indonesia expands travel ban to include Italy, Iran, and South Korea; passengers in Minangkabau International Airport in West Sumatra, Indonesia pictured

The banned regions are Tehran, Qom, and Gilan in Iran; Lombardi, Veneto, Emilia Romagna, Marche and Piedmont in Italy; and Daegu and North Gyeongsang in South Korea.

Travellers who have been in those regions in the last 14 days would not be allowed to set foot in Indonesia, according to Retno Marsudi, minister of foreign affairs, who announced the policy on March 5. She explained that this was in response to WHO’s latest report on the spike in reported Covid-19 cases in the three countries.

The diplomat added that travellers with no travel history to the aforementioned regions had to show a valid health certificate issued by health authorities in those three countries to airline officers during check-in process.

Before arriving in Indonesian airports, travellers are required to declare their travel history in health alert cards distributed by the Health Ministry of Indonesia.

Indonesians returning from Iran, Italy, and South Korea, especially from the aforementioned regions, are required to undergo additional medical examinations at entry points.

AB Sadewa, corporate secretary of Panorama Destination, expressed anxiety over the travel ban as it could possibly extend to other European countries if the outbreak remained.

He said that the bulk of his inbound guests traditionally came from Europe, with Italy making up 20 per cent in the West Europe market alone.

“Italy ranks the fourth after the Netherlands, Germany, and France,” he said.

Sadewa said that he had sent a letter to his business partners in Italy, asking them to prepare a health certificate.

He added, however, that the technical details about the ban remain unclear as it does not state whether it applies to citizens who happen to be based in the aforementioned regions, or for those who are official residents there with identity cards as evidence.

Posing a similar question is Adjie Wahjono, operation manager of Aneka Kartika Tours, who said that it would be hard for Indonesian authorities to check the area of origin of foreign tourists from those three countries.

Although Italy was not his market, Adjie was worried about the possible restriction that Indonesia might impose in the future on travellers from his major markets, such as Germany, France, and Scandinavia, in the event of a surge in the number of reported Covid-19 cases there.

However, he noted that the safety of the locals is key in the authorities’ handling of the epidemic. “Local tour operators need to understand that this restriction is made to protect us. (If the number of cases of Covid-19) soar in Indonesia, do we have the capacity to solve that issue?” he said.

Following the minister’s announcement, Santika Indonesia Hotel and Resorts in Bali received a deluge of cancellations from Italy, Iran and South Korea for room bookings from March to May, revealed its general manager of business development and marketing communications, Sudarsana.

Both South Korea and Italy make up eight to 10 per cent of Santika’s markets, respectively, while Iran comprises less than that. However, Sudarsana said that cancellations made by FITs and groups from those three countries were impactful because they happened after the huge loss of Chinese tourists.

Similarly, the Ramayana Hotel in Bali has also been hit by a wave of cancellations, especially from Iran.

“Honestly, I am sad and disappointed. But I can understand (the travel ban) because this is a (force majeure). We are also aware of the risks that Iranian clients face if they were to visit Indonesia. In general, in Bali, (tourism businesses) are incurring financial losses (from the loss of the inbound Iran market) as the holiday season for the Iranians starts on March 15,” said Susiati, business development manager of Ramayana.

It has been a booming trend for Iranians to take a vacation in Bali during their holiday season, and their visitorship can soar up to around 20 per cent, according to Susiati.

The ban is especially painful for Susiati as she had just returned from Iran from promoting her properties there, where she sought to attract Iranians to fly to Bali during their holiday seasons, which take place from March 15 to April 15, as well as in September and October.

She said that the cancellations from her Iranian clients came from the entire country, and not just blacklisted regions like Tehran, Qom, and Gilan.

Susiati further shared that the loss of the Iran market was of huge concern since they typically opted for week-long stays. “And they visit Indonesia during the low season, as opposed to the Australian and European tourists who come during the peak season,” she added.

She suggested for the government to help the tourism industry by allowing healthy travellers to enter Bali, instead of banning all travellers from the aforementioned countries.

After the launch of the travel restriction, Garuda Indonesia announced that regular direct flights from and to Incheon, Seoul, would not be affected by the government’s travel ban.

The seven-times-weekly flights connecting Seoul to Jakarta and Denpasar will run as per normal, according to Irfan Setiaputra, president director of Garuda Indonesia.

The airline said in a statement that it will continue to coordinate with the ministry and related authorities to follow up, especially in terms of what preventive actions airlines can have to mitigate the risk of the spread of Covid-19 from and to the affected regions.

For instance, Garuda Indonesia disinfects its aircraft as well as provides hand sanitisers and masks for crew and passengers. It also replaces the HEPA filter in aircraft from and to destinations affected by the outbreak, and checks its on-duty cabin crew members routinely.

Asian Trails scores Travelife awards

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Six more Asian Trails branches – Cambodia, Laos, Myanmar, Thailand, Indonesia and Malaysia – have received the Travelife Partner award in recognition of their long-term efforts in sustainability and Corporate Social Responsibility.

To be awarded, organisations must comply with more than 100 criteria relating to an operators’ office management, product range, international business partners and customer information.

Asian Trails earn Travelife credentials across six destinations

The Travelife standard covers the ISO 26000 Corporate Social Responsibility (CSR) themes, including environment, biodiversity, human rights and labour relations; and is formally recognised as being in full compliance with the United Nations-supported Global Sustainable Tourism Criteria.

Describing the new awards as a milestone for the company – as all of Asian Trails’ offices in South-east Asia are now Travelife Partners – CEO Laurent Kuenzle said Asian Trails’ commitment to sustainable practices has always existed.

“Whereas many of these criteria were already part of Asian Trails’ processes for years, others had to be newly implemented,” he told TTG Asia.

“Awareness and education are key criteria that needed to be addressed with managers and staff, suppliers and clients. Many of these may be understood in the Western world, but not in the Asian context of doing things today,” he added.

Kuenzle: Sustainability is an ongoing process that requires constant refinement and raising awareness among supply chain partners

The latest achievement follows Asian Trails Vietnam’s acquisition of the award in 2018. With this, Asian Trails China is the only branch within the group that has yet to be awarded.

Kuenzle explained: “Due to the Covid-19 situation in China and the resulting skeleton crew at our China office for many weeks, we were not able to formalise all the necessary criteria in time to achieve Travelife Partner status in China. We will work on this during the course of 2020 and hopefully achieve our sustainability objectives in China in the next few months.”

Achieving Travelife Partner status is not the end of the road for Kuenzle’s team.

“Sustainability needs constant and continuous efforts in improving processes, raising awareness among suppliers, and education, etc. The Travelife Partner status is a recognition of our efforts towards sustainability, but it doesn’t end there,” he remarked.

“I believe that as good citizens on this planet, our industry needs to work towards more sustainable operations. This is the main objective.”

In a press statement, Naut Kusters, manager of Travelife for tour operators, said: “I am delighted to see that sustainability in the tour operators sector is gaining momentum. The award of… Asian Trails Cambodia, Laos, Myanmar, Thailand, Indonesia and Malaysia will inspire other companies in those countries to follow the same path.”

Travelife, which has been established with the support of the European Commission, is the leading international sustainability certification for the travel sector. More than 35 national travel associations are promoting the scheme to their members, including the British Travel Association and the Pacific Asian Travel Association.

Since 2012, more than 600 Asian companies have been trained in CSR with the support of the Dutch government CBI programme. They are now working step-by-step towards more sustainable operations.

Protel unveils new “weapons-grade” PMS

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Germany-headquartered Protel Hotelsoftware has unveiled the latest version of its property management system (PMS), souped-up with voice capability, a digital registration that is PDPA compliant, as well as an integrated passport and ID scan.

Linda Vallner, vice president business development, Protel Hotelsoftware, told TTG Asia: “All hotels talk about wanting to better the stay experience for customers, but no one is talking about making the job easier for employees and helping them function more efficiently.”

Protel Hotelsoftware pushes out the latest version of its property management system

Illustrating ways the upgraded PMS could be used, Vallner said a hotel general manager who had just spoken to an unhappy guest regarding his stay could simply narrate the complaint into the PMS system on his phone. “The system will then transcribe and save the information for future use,” she said.

A housekeeper could also use the same PMS system to mark a guestroom as dirty or clean in her own language.

Protel also unveiled a digital registration card which allows front desk staff to see guest changes in real-time during check-in, such as an update of an email address or passport number.

“This is a very important feature because guest data is everything. Aside from reporting to the authorities, that data is also used for marketing purposes,” Vallner explained.

The third major update to the PMS is an integrated passport and ID scan. While some properties have some level of digital registration through another proprietary software, others manually photocopy passports, which isn’t as safe. With the PMS, hoteliers can now just take a photo of the passport, which the system will store confidentially.

Currently, there are 14,000 hotels in 90 countries which are using Protel’s PMS, about a quarter of which are located in Asia-Pacific. Most of protel’s cloud-based software user base are independent three-star hotels and below, while the protel on premise software user base includes four-, five- and six-star hotels globally.

When asked why the cloud-PMS adoption rate in Asia-Pacific isn’t higher, Vallner said the application of Protel’s PMS requires customisation and the market prefers dealing with someone who “speaks and understands the local requirements”.

“That’s why we have a distributor based in Asia,” she added.

Protel’s Asia-Pacific representation is headed by Greg Spicer, chief executive of Xn Protel Systems, who established operations in Sydney in 2004.

Spicer explained that it is “initially more challenging to implement a cloud PMS in Asia-Pacific, due to factors including localisation, language, government and tax rules being different in many countries”.

For the same reason, Protel’s new “weapons-grade” cloud PMS will be rolled out “one country at a time”. It will be released in 1Q2020 in Australia first, then progressively in Singapore, Vietnam, Thailand, India, China and other country markets. Existing protel Air hotel users will get a free programme upgrade along with user training for their staff.  All protel on premise clients will be offered upgrade paths to migrate to the cloud version.

Existing hotel users will get a free programme upgrade along with user training for their staff.

“This significantly upgraded product will give us the functionality for larger chains including tier-one hotel clients, the kind with thousands of rooms in their global inventory,” commented Spicer.

Maldives dives into digital marketing to tide through Covid-19 crisis

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Maldives is currently re-evaluating its marketing efforts to include strategies that double up as efficient recovery measures for the ongoing Covid-19 crisis.

The Maldives Marketing & PR Corporation (MMPRC) will revise campaigns from what was previously a “packed calendar of marketing events in different markets”, shared Thoyyib Mohamed, its managing director.

Maldives hopes to boost arrivals from non-affected markets during the Covid-19 outbreak

Instead, the destination’s new marketing strategies will focus on being “more relevant and effective to its significant markets” such as China, India, Italy, France and Germany, which were Maldives’ top sources before the outbreak.

Promotional activities will also be rolled out “in order to recover the loss” of arrivals from these countries and “to keep Maldives visible” across both key and non-key markets, shared Thoyyib.

He described: “We foresee a significant impact on the tourism sector and arrivals. Chinese tourism previously contributed more than 16 per cent of total arrivals, hence the travel ban on Chinese tourists will deal a massive blow.”

Moreover, for some resorts whose market share of Chinese tourists stood at 50 per cent or more, they will definitely take a “massive hit”.

Aside from Chinese tourists, as South Korea and Italy are also affected by Covid-19, other resorts have also been reporting slow pick-up in terms of arrivals.

“In coming days, we will re-evaluate the impact and bring necessary changes to our strategies. We will employ various marketing techniques and activities to reach our top markets that have been affected by Covid-19, while targeting other (non-affected) markets.”

The hope is to boost the market share from non-affected markets by promoting Maldives as a safe destination, a measure that is expected to help the destination “maintain similar arrival numbers as 2019”.

Resorts in the island nation are also undertaking measures such as allowing flexibility in cancellation – which can encourage customer bookings – while further increasing digital and social media marketing activities.

This is as the Maldives moves away from its traditional image as a romantic honeymoon destination, and is gaining popularity as an adventure, culinary and wellness destination. Such experiences will also be marketed in MMPRC’s activities this year, alongside a strengthening of 2019’s visibility campaigns.

Thoyyib shared: “With the current travel ban and the cancellation of trade fairs and mass gatherings, we will have to further explore the marketing and promotions on digital platforms.”

Bintan Lagoon Resort crafts Western-focused packages

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Keen to grow the number of guests from Europe and the US, Bintan Lagoon Resort (BLR) in Indonesia has created a number of special packages that are attuned to what travellers from these markets favour.

Gerald Hendrick, senior vice president and general manager of Resort Venture and BLR, told TTG Asia that these packages were crafted with their travel trade partners in the western markets, so as to address the specific needs of their customers.

Bintan Lagoon Resort hopes to attract more European and American travellers with its western-centric packages

An example of such a package is a daily half-board programme that comes with free flow of alcohol during meals, spa treatments, and unlimited daily golfing.

“This is one of the most sought-after package for longhaul guests, and it is heavily promoted by our travel trade partners,” Hendrick shared.

Furthermore, as the resorts are positioned like “gathering resorts”, targeting families, friend groups, honeymooners, and business events, Hendrick said a longer-stay full-board package of five days/four nights has been created.

The comprehensive package features access to a wide range of meals, from international cuisine to Japanese bento sets, free flow of selected alcohol beverages, spa treatments, outdoor tours, as well as leisure activities. A game of golf is offered as an optional addition.

Hendrick said this package can easily be incorporated with travel trade partners’ own Singapore programme to create a dual-destination itinerary.

He expressed confidence in the performance of the European and American travel markets this year, and said Bintan Island would appeal to those seeking a retreat that offered pristine coastline, tropical jungles and unspoiled natural landscapes.

And for those wanting a glamorous getaway, BLR is the perfect choice, opined Hendrick. He explained: “BLR is the largest five-star resort in Bintan. Our double-storey villas with a private pool are perfect for families, where they can have a barbecue party and fun under the sun. Meanwhile, our exclusive suites, which come with top-notch service and postcard-perfect views, are the ultimate luxurious, romantic escape for couples.”

Collapse in flight bookings from APAC to Europe as Covid-19 spreads in Italy

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The outbreak of the Covid-19 virus in Italy during the final week of February has triggered a wave of cancellations to Italy and a collapse in new bookings to Europe from intercontinental source markets, according to a report by ForwardKeys, which is commissioned by European Cities Marketing (ECM).

From the moment China imposed restrictions on outbound travel, in the week of January 20, until February 22, when the outbreak of Covid-19 cases in northern Italy began, bookings to Europe from intercontinental source markets had decreased by 23.7%.

Flight bookings to Europe plummeted by 79% in the wake of the Covid-19 outbreak in Italy

However, in the final week of February, the situation worsened considerably, as the number of new bookings to Italy was suddenly outpaced by the cancellation of existing bookings. The impact on travel was not confined to Italy; simultaneously, the overall number of new flight bookings to Europe fell by 79%.

The first Covid-19 case confirmed in Italy occurred on January 31, 2020, when two Chinese tourists tested positive in Rome. It led to an immediate dip in bookings to Italy. Bookings swiftly reverted to trend after few new cases were reported there in the following three weeks.

However, everything changed almost immediately after a cluster of cases was detected in Lombardy on February 21 – and Italy’s first deaths were reported the following day.

Since then, the number of cases in Italy has grown exponentially to over a thousand; and, as rapidly as they have increased, flight bookings to Italy have decreased. Bookings to Italy, in the final week of February, fell by 138.7%, meaning that the number of cancellations exceeded the number of new bookings.

An analysis of Europe’s various source markets showed a double-digit decline in bookings in the final week of February from every major region of the world.

Bookings from the Asia-Pacific region fell by 114.2% (cancellations exceeding new bookings), followed by the Americas which fell by 68.1%, and Africa & the Middle East, which fell by 49.9%.

Breaking the global origin markets down into sub-regions, in order of least to worst affected, revealed that bookings from North Africa decreased by 30.4%; from Sub Saharan Africa, by 33.3%; from Central America, by 63.6%; from North America, by 63.7%; from Middle East, by 66.1%; from the Caribbean, by 66.5%; from Oceania, by 81.5%; from South Asia, by 85.9%; from South America, by 87.1%; from South-east Asia by 133.2%; and from North East Asia, by 133.5%.

Whilst the analysis of bookings reveals people’s travel plans, the analysis of arrivals reveals how many have actually travelled. Looking back over the first two months of the year, from January 1 to February 29, visitor arrivals in Europe have shown a two-phased decline owing to the Covid-19 crisis.

Initially, intercontinental visits to Europe tracked collectively 1.3% above 2019 levels in the period from the start of the year to January 28. The first phase of decline in Europe began on January 29 – nine days after the beginning of the crisis in China – when European destinations started to suffer, and arrivals decreased by 17.6% from January 29 to February 23.

Phase 2 began with the sharp slump in visits which happened in tandem with the explosion of Covid-19 cases in northern Italy. In Phase 2, arrivals in Europe collapsed by 25.9% between February 24 and 29 alone, leaving the year-to-date results 10.5% below the same period last year.

Olivier Ponti, vice president insights, ForwardKeys said: “The arrival of the Covid-19 virus in Italy marks a new phase in the travel crisis in Europe. The drop-off in bookings to Italy is even worse than we have observed in the past for some of the most disruptive events such as terror attacks. The booking behaviour appears to be disproportionate, as parts of Europe other than Italy are experiencing very substantial declines in visitor interest.”

Petra Stušek, president, European Cities Marketing, concluded: “When it comes to tourism, we should bear in mind that the more people travel within Europe, the more stable the travel economy will be. It is important to stay calm, not to overreact and work to keep ourselves and our communities safe, but also functioning, until the recovery.”

Maldives’ Kuredu Island Resort under lock-down

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Kuredu Island Resort in the Maldives has been locked down since Friday, following two Covid-19 infections – the first positive cases for the destination.

The government’s Health Protection Agency said in a statement on Saturday that two resort staff had come in direct contact with an Italian guest who was found to be positive with the virus on his return to Italy on March 5.

Kuredu Island Resort & Spa has been locked down after two staff tested positive for Covid-19

The two unidentified staff are now in an isolation facility and being treated.

With the lock-down, no one is allowed into or out of Kuredu Island Resort.

Two other resort islands were locked down temporarily, and had their restrictions lifted after some suspected cases were tested negative.

Managing director of state-run Maldives Marketing & Public Relations Corporation, Thoyyib Mohamed, said destination authorities were taking all precautionary measures to prevent the spread of the virus.

“One of the advantages we have is that all the island resorts are isolated and not connected to one another, which helps in preventing any spread of the virus,” he said.

Singapore gov’t slaps fines on Sports Hub for unmet standards

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The Singapore Sports Hub (SSH) has been slapped with financial penalties of an undisclosed sum for failing to meet certain standards.

This was revealed in Parliament by the senior parliamentary secretary for culture, community and youth & transport, Baey Yam Keng, last Friday.

Singapore Sports Hub has been fined by the government for failing to meet certain standards

The S$1.3 billion (US$973 million) SSH facility at Kallang is owned by SportsHub (SHPL), which comprises four partners – Global Spectrum Pico; Dragages Singapore; DTZ Facilities and Engineering; and InfraRed Capital Partners, the majority equity partner.

Noting that the SSH hosted 212 events last year, Baey cast doubt over whether that brought in sufficient revenue for Singapore during the debate on his ministry’s budget, reported The Straits Times (ST).

He added that the government regularly communicates with the top management and closely tracks deliverables, such as the number of sporting events it hosts each year.

Under the public-private partnership (PPP), the Singapore government makes annual payments of S$193.7 million to SHPL over a period of 25 years starting from 2010, to run the SSH, said the ST report.

In response to Nee Soon GRC Lee Bee Wah’s supplementary question, Baey said: “There is a commercial contract that we have with SHPL. There are deliverables, there are penalties that are part of the contract.

“They have been taken to task over areas that they have not met the KPIs and we are in continuous discussions with them, monitoring their performance and having their assurance that they’re committed to building Sports Hub as what we envisaged.

“I’d like to see that Sports Hub will have value for money for Singapore. It is our national sports icon.”

The local sports industry contributed S$1.7 billion to Singapore’s GDP in 2018, according to Baey. This figure excludes growth areas like sports broadcast, infrastructure projects, sports events and conferences, as well as e-sports.

In search of zen

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There was a time when wellness retreats were unique products, dedicated to healing the body and soul of travellers who took time off their daily grind just for this purpose. Such sanctuaries came with in-house wellness specialists, dieticians and physicians, and offered carefully curated programmes that sought to address guests’ specific health needs, be it weight-loss, emotional healing, detoxification or relief from ailments.

On the other end of the spectrum, provision of a gym and spa within the hotel was deemed sufficient.

But as awareness surrounding the importance of good health and a positive mind swell – especially among people who are determined to live well during their travels – hotels and resorts are altering their facilities and services menu to better cater to this demand.

A clear indication of this shift – and a major motivator for hotels and resorts to move into the wellness space – can be seen in the business value of wellness tourism. The industry is expected to balloon from US$639 billion in 2017 to US$919 billion in 2022.

Speaking at the 13th Global Wellness Summit in Singapore last October, Susie Ellis, chairman & CEO of the event, observed that people were getting more health-conscious, and living in big cities could be stressful, thereby contributing to the growing demand for urban wellness resorts.

Illustrating the changing approach to wellness escapes, Ellis said: “Most travellers used to look for remote destinations, places with beautiful settings and resorts. Not so much anymore, because people are living in the city and feeling the suress, and need someplace in the city to get their wellness experience.”

Sharing his own observations, Neil Jacobs, CEO of Six Senses Hotels, Resorts and Spas, remarked: “People want to be well during their vacation and while they work.”

That has led the company, which is synonymous with wellness and sustainability, to develop some city properties. Following the establishment of two city locations in Singapore, the company will open Six Senses Club in New York at end of this year. Six Senses Club will provide New York City residents an opportunity to continue their wellness retreats after returning from Six Senses resorts elsewhere in the world.

Six Senses Club’s wellness offering is delivered through restaurants that showcase the brand’s popular culinary approach to wellness by using fresh, seasonal and locally-sourced produce and ingredients, and the Six Senses Spa which adopts a high-tech and high-touch approach in its treatments.

A total approach
Wellness hotels are priding themselves in being able to provide an end-to-end experience for their guests, going far beyond just quality spa facilities and services.

Alcide Leali, managing director of Lefay Resorts Italy, which has resorts and residences in Italy’s Dolomites and Lago di Garda, told the audience in a panel discussion: “The spa is the core element in the hotel but it is not the only experience.”

Leali explained that Lefay’s properties were “conceived, designed and built around wellness”, and they “deliver the wellness experience from check-in to check-out”.

Guests undergo a medical interview upon check-in, and have their dietary menu and activity programme – which can include exercises, guided walks, spa treatments and meditation – drawn up for the stay.

And at the conclusion of the retreat, a final examination is conducted and suggestions on well-being maintenance will be offered.

The total approach is necessary today, as travellers no longer “just go to a resort or hotel, and lie on the beach and do nothing”, remarked Six Senses’ Jacobs.

“People want more content during their stay; having good food and good service are not enough anymore,” he added.

At Six Senses Duxton Singapore, a surprising find right smack in the heart of the city-state’s business district, arriving guests get their pulse checked by a traditional Chinese doctor in lieu of an all too common welcome drink.

Occupying a row of heritage shophouses and nestled among skyscrapers, Six Senses Duxton boasts a resident traditional Chinese medicine physician who gladly dishes out advice on herbal medicine, acupuncture, tui na massage, qi gong exercise, and dietary therapy to improve guests’ overall wellness. On top of customised wellness programmes, the urban sanctuary provides complimentary outdoor yoga sessions and singing bowl meditation.

Beyond opportunities to stay active and eat well, wellness experts are also predicting an explosion of sleep-wellness solutions for guests staying in hotels and resorts. These solutions, such as best foods or suitable in-room lighting, may aim to combat jetlag.

Big boys join in
Major hotel brands are in the game now, taking serious steps to answer their guests’ call for healthy options.

However, Mike Fulkerson, vice president brand & marketing Asia Pacific for Marriott International, said the approach taken by major hotel chains would be different from that of specialised wellness resorts.

Fulkerson explained: “The Westin brand alone has more than 250 hotels around the world. It will be very difficult for Westin to do things that are very unique and specialised, like what the niche, individual hotels are doing with wellness.

“Hence, our focus is on the traveller experience and what they need.”

He discovered that business travellers’ main frustration during work trips was the inability to maintain their daily routine.

“Their needs generally fall into three different buckets: diet, exercise and a good night’s sleep. There are different programmes (at Westin properties) created to meet these needs,” he said.

“For those who want to maintain their running exercises, our hotels provide a running kit with shoes so travellers won’t have to pack that,” he added.

Sister brand W takes a different approach. With the brand identity and guest profile in mind, selected W hotels host FUEL Weekends which are action-packed fitness vacations that combine celebrity workouts, killer parties, delicious and healthy cuisine and unforgettable adventures.

Fulkerson further explained that W adopts a Detox. Retox. Repeat. philosophy.

Detox is where well-rounded workouts in multiple disciplines are offered to guests; Retox is where hard work is rewarded with welcome cocktails and light bites, open bar sessions featuring world-class DJs and late night, poolside parties; and Repeat is where Detox and Retox goodies are brought on again.

Wellness from within
Hotels that are with the wellness movement are clear that they need healthy and happy staff to be able to deliver healthful experiences all day, every day.

Mia Kyricos, senior vice president & global head of wellbeing, Hyatt Hotels Corporation, said: “When we talk about wellness, it was for our colleagues as much as for everybody else. We are looking at the whole ecosystem of well-being. If we care for our colleagues, they will be more engaged and happy at work, and the turnaround is a promise of care for customers.”

Allen Law, CEO of Park Hotel Group, Singapore, shared that the company is “moving towards a more flexible working arrangement”, and is open to different work hours and work/break arrangements “as long as the entire team is together in it, so that the work flow is not disrupted”.

Proudly independent

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In a hospitality landscape that is now ruled by giants, how do you feel about the way forward for players that have chosen to remain independent, like Royal Cliff Hotels Group?
I have nothing but admiration for hotel companies that have chosen to remain independent. Mergers and acquisitions have resulted in fewer and fewer hotel players, and stiffer competition.

Independent players like us believe that we can continue to offer something unique for travellers as the hotel industry continues to consolidate. Travellers seek unique experiences, and independent hotels can satisfy that on the accommodation side through our own style and service, and even promise a certain exoticness and local authenticity.

In contrast, travellers staying in a chain hotel can expect a certain standardised product.

Has the thought of not being independent ever crossed your mind?
Royal Cliff is not part of any hotel distribution or marketing networks, and we are not about to change that. We rely entirely on ourselves to get business in.

Staying independent grants us the ability to develop our products the way we want them to, that is to always retain a high-level of Thai heritage and hospitality. Furthermore, we can be as flexible as we want to when it comes to decision-making and problem-solving.

We are very proud of our brand and want to continue the legacy. We are planning to expand the brand in the near future, and make Thailand proud that a homegrown local brand can go global.

What’s on the expansion cards?
We are growing in Thailand first, but given the current situation (the Covid-19 outbreak which has slowed travel down), we have to wait things out. Timing is everything. We take bold risks, but calculated ones.

This epidemic hit us right out of the blue, and is further proof that VUCA is the new normal. How do you keep clear sight of the way the Group needs to take in such a business environment?
The corporate culture matters. We have been around for more than 40 years, and we can learn from how my mother overcame a number of crises, such as the Tom Yam Goong Crisis (in 1997 when the collapse of the Thai baht led to a chain reaction across Asia), and the (political) crisis in 2008.

We have the advantage of a very strong brand. I also believe that our culture of putting our customers first has helped us through tough times, allowing us to understand what is wanted of us and to spot traveller trends immediately.

It is our culture to listen intently to our customers. I personally read every hotel review, and so does my team. If there was any guest who wanted to speak to the management about her problems or ideas for improvement, I’d be right there.

We invite feedback from customers who had completed their stay, and I pay attention to all that is shared. I even write back for more information when reviews are mostly average. When guests realise that the hotel CEO is personally interested in how they feel, they become more confident in us. We’ve gained a number of loyal customers this way.

We also analyse traveller behaviour from external sources and spot top three or four trends that we can respond to in the best ways because there is no use being a Jack of all trades and master of none.

What are you doing to maintain stability within?
Continuous learning is a big part of the Royal Cliff culture. We also have a job rotation system, so that everyone is familiar with the various processes in the hotel. That not only allows us to deploy any staff for any role in times of need, it also ensures that everyone understands the challenges their colleagues face in their respective roles.

We have a robust CRM system that all sales managers access. When one of us is ill or occupied by a situation, others can step in and nothing is left hanging for the customer. We also stay up-to-date with customer projects through meetings, which I attend too.

In an interview last year with TTG Asia, you spoke about Royal Cliff pursuing an events route to raise its destination appeal. How is that working out?
The former minister of tourism rebranded Pattaya as a destination for sports and families, and we strongly believe in that vision.

We organise two tennis tournaments ourselves. One, a local tournament that draws players from across Thailand, locals and other nationalities. The other is the International Tennis Federation Grade A, the most senior tennis tour in Asia-Pacific. In our third edition last year, we had over 200 players of 50 nationalities. It helped with Thai tourism, as players and spectators also spent time in other destinations besides Pattaya.

We have great success with our squash tournaments, which have been replicated by other organisers and corporations to the benefit of Thai tourism.

We’ve done comedy festivals, operas and concerts. Instead of waiting for our venues to be rented for events, we choose to organise our own to draw people to Pattaya.

We prioritise activities that promote health and wellness, and those that are suitable for seniors. Ultimately, we want Pattaya to be recognised as the destination in Thailand for sports, wellness and lifestyle.

What else do you have up your sleeves this year?
We’ve won the bid for the Bill & Melinda Gates Foundation Conference 2021.

We are continuing with the tennis tournaments this year, and growing the line-up with a seniors game. There are senior citizens who are active, have a lot of time on hand, and are hungry for events they can participate in too.

We are in the process of implementing Wi-Fi 6. By 4Q2020 when the installation is complete, our hotels will offer the fastest, most stable and most secure Wi-Fi among all of Pattaya hotels. This is in response to what travellers increasingly want, and to support our move into e-sports events.

Next, I’m looking to create an academy that combines sports with business. I’ve been in talks with coaches of top 18 tennis players on how they can bring that same motivation to company CEOs. The academy programmes will utilise Royal Cliff’s venues and facilities.

In terms of hardware, we are putting the finishing touches to our major renovations of Royal Cliff Beach Hotel. The hotel will get a brand new façade as well as interior.

The Honeymoon Deluxe Rooms at our Royal Beach Terrace, our most romantic product, will be renovated and we are pushing the envelop further on luxurious, romantic experiences for our customers.

We are building the longest infinity-edge pool in Thailand, which will take advantage of the spectacular ocean view we offer at Royal Cliff.

We are always tracking user experience in our digital arena, so we are redesigning our website to improve customer’s navigation and booking process. We have invested in a chat messaging app that is manned by an in-house service team. We are a luxury brand, so chat-bots are out.

In the same vein, we have also upgraded the benefits we offer for direct bookings.

Finally, we’ve got a big surprise coming up for our loyalty programme, which you will hear of later.