TTG Asia
Asia/Singapore Tuesday, 16th December 2025
Page 1547

Shimizu joins Andaz Singapore as operations director

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Andaz Singapore, which is scheduled to open in October, has appointed Chikako Shimizu as its director of operations.

In her new role, Shimizu will oversee the hotel’s daily operations and managing the teams from concierge, front office, F&B, engineering, security and housekeeping.

She was most recently the executive assistant manager, rooms at Grand Hyatt Singapore.

The Japanese national brings with her over 23 years of industry experience, and has held various positions at Hyatt properties across Macau, Australia, Japan, China and Indonesia.

Wat Arun to reopen after three-year-long restoration

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Renovations to secure the base of the pagoda

Bangkok’s Temple of Dawn pagoda, also known as Wat Arun, will officially reopen this year-end after a three-year closure for repairs and renovation.

Under direction from Thailand’s Fine Arts Department, Wat Arun started undergoing renovation over three years ago, specifically to secure the base of a 66.8m-high pagoda decorated with seashells and bits of Chinese porcelain, the main feature of the temple.

Renovations to secure the base of the pagoda

Yuthasak Supasorn, governor, Tourism Authority of Thailand, said: “This was the biggest repair and renovation work to take place on the temple in recent memory using the latest restoration technology.”

The completion of renovations will be commemorated in a 10-day long celebration from December 27, 2017 to January 5, 2018. The festivities will include a tribute to King Taksin, who ordered the previously mentioned restoration of the temple during his reign, along with Thai dance performances and an exhibition on the temple’s history.

Asia DMC plants sales office in North America

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American-born Ong will head up the DMC's new LA office

Vietnam-based Asia DMC will launch a North American sales office in Los Angeles, which will be led by director of sales and marketing Derek Ong in the US.

American-born Ong will head up the DMC’s new LA office

Establishing a US office will allow Asia DMC to connect with North American travel companies and develop an increased presence in the country, in addition to facilitating communication with stateside partners, the company said in a statement.

With over 14 years of experience selling South-east Asia travel, including 3.5 years spent living in Thailand, the American-born Ong will be responsible for introducing Asia DMC’s products and services to his native market.

Grand Hyatt slated as part of Jeju IR

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Jeju Dream Tower integrated resort to be developed by Korea's Lotte Tour and a Chinese developer

The 1,600-room Grand Hyatt Jeju – Hyatt’s sixth property in South Korea and set to be the world’s second largest under the brand – will open within an integrated resort development in South Korea’s Jeju.

Jeju Dream Tower integrated resort to be developed by Korea’s Lotte Tour and a Chinese developer

The Dream Tower Integrated Resort will feature two towers and a retail podium, with Lotte Tour the lead developer along with Greenland Group, one of China’s largest state-run real estate developers.

Grand Hyatt Jeju will feature 11 F&B outlets, approximately 1,200m2 of meeting space, indoor and outdoor pools, a fitness centre, two spas (Western and Korean) with a total of eight treatment rooms, and two kids clubs.

Toronto-based travel consultancy opens HK office

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Toronto-based consultancy Bannikin Travel & Tourism has launched a satellite office in Hong Kong to service destinations and tour operators targeting the Asian adventure traveller.

Natasha Martin, managing director of the newly-opened Bannikin Asia, explained: “Asia has been the fastest growing region in the world for international tourist departures for the past 10 years – due mainly to the incredible wave coming out of China.

“As well, adventure and experiential travel is the fastest growing segment of the industry, and that is only getting bigger. We believe, and the numbers confirm, that the more travellers from Asia-Pacific explore the world, the more adventurous they are becoming.”

The Bannikin Asia team will connect clients with experiential outbound Asian travellers through media and travel trade in major Asia-Pacific source markets – including Hong Kong, Singapore, Kuala Lumpur, Taipei – and China’s first-tier cities such as Beijing, Shanghai, Guangzhou and Shenzen.

The Hong Kong office will also provide destinations and tour operators around the world with training to help them become “Asia-Ready”.

For more information about Bannikin Asia, visit www.bannikin.com/you/bannikin-asia

Expedia CEO Dara Khosrowshahi likely new chief at Uber

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No word on who might be succeeding Khosrowshahi (pictured) at Expedia

Uber’s search for a new chief may finally come to a close with Expedia CEO Dara Khosrowshahi reportedly chosen for the role, although the company has made no official announcement.

The chief executive post at the ride-hailing company was left empty after co-founder Travis Kalanick resigned in June under investor pressure. Other candidates in consideration for the job were Hewlett Packard Enterprise’s Meg Whitman and General Electric’s Jeffrey Immelt, according to CNBC.

No word on who might be succeeding Khosrowshahi (pictured) at Expedia

Kalanick still holds a seat in the board, 10 per cent of stock and 16 per cent of voting rights.

Meanwhile, Khosrowshahi has been at the helm of Expedia since 2005, growing the online travel company’s annual revenue from US$2.1 billion to US$8.7 billion in 2016 through expanding considerably into new geographical markets and verticals, Tech Crunch wrote.

Opposition to tourism tax not letting up in Malaysia

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Shaharuddin expects there will initially be some guests who will refuse to pay the tax

In Malaysia, the unpopular tourism tax will be enforced nationwide on September 1 but grievances continue to pour in from local hoteliers and agents.

Among them, any tourist who checks in early or checks out late at hotels from September 1 will be made to pay a tourism tax of RM10 (US$2.34) for the extension, on top of the RM10 tax per room, per night.

Shaharuddin expects there will initially be some guests who will refuse to pay the tax

“It is unfair but hotels have no choice but to charge because we have no letter in black and white from the government telling the hotels otherwise. If we don’t charge the guest, the hotel will have to pay the tax for the guest,” revealed Shaharuddin Saaid, Malaysian Association of Hotel Owners (MAHO) executive director.

Guests who receive complimentary rooms from hotels will also have to pay the tourism tax.

Other issues brought up at the meeting last week with Royal Malaysian Customs Department, the Ministry of Finance and the Ministry of Tourism and Culture include whether budget accommodation operators with dormitories of four to six beds are going to charge guests.

Shaharuddin challenged: “Do you charge only one person, or every guest in the room? Also with such budget accommodation where the room rates are as low as RM100, the tourism tax of RM10 per room per night is more than the Goods and Services Tax (GST) of six per cent. This is unfair!”

He had also expected a certain amount of confusion in the early days of implementation. He said: “Tourists may argue with hotels and refuse to pay. We will then be made responsible and pay on their behalf. The government had also not given enough time for hotels to upgrade their accounting systems to facilitate the collection of the tourism tax. The GST should not be charged on the tourism tax but if the systems have not been upgraded properly, this may show.”

He opined that the tax will also have an impact on long stay guests such as corporate clients. The association had proposed a cap on the number of days the tax can be applied to, regardless of the number of days the guest is staying.

“We have also stressed to the authorities in our last meeting that starting the tourism tax on September 1 gives unlicensed accommodation operators in the country an unfair advantage as they have not been registered with the Ministry of Tourism and Culture to collect the taxes. There are more than 8,000 of them listed on accommodation portals like Booking.com and Airbnb website.”

Moreover, the exemption for clients of agencies that have signed contracts with overseas partners for the current contracting period until March 31, 2018 will not be implemented without an official letter from the Ministry of Tourism and Culture.

Nanda Kumar, managing director of Hidden Asia Travel & Tours, said the agency still has to pay over RM120,000 in tourism tax to hotels for advance bookings made before the tax was introduced.

Update
The Royal Malaysian Customs Department issued a circular on August 29 stating:

– no tourism tax will be levied on early check-in and late check-out so long as no room charges are imposed. However, complimentary stays offered by an operator to a tourist will still be subject to the tax;

– in cases where more than one tourist is staying in the same accommodation at the same time, e.g. dormitory arrangement, and the tourism tax for that accommodation has been paid by any one of the tourists, the other tourists are not liable to pay tourism tax for that accommodation.

For Kosmopolitan Hospitality, a less-is-more approach to owner management

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De Souza: managing ambition of younger owners

As a young hotel management company, ‘less is more’ is a strategy that Bangkok-based Kosmopolitan Hospitality abides by when it comes to cultivating relationships with hotel owners.

Established in 2015 by CEO Glenn de Souza – formerly Best Western International’s head honcho in the region – the firm was selected by Wyndham Hotel Group (WHG) to be its preferred development partner in Asia. The alliance has so far seen the launch of six hotels and 761 rooms under WHG in the region since the deal was inked two years ago.

De Souza: managing ambition of younger owners

“Our company philosophy is to work with less owners than more owners. We want to go for one hotel with one owner, then go to the second, the third and so on,” said de Souza. “Delivery of the bottomline to the owner of the hotel we manage is critical, because the bottomline is where they can generate additional properties for us as well.”

While relationships remain the core to its business, an interesting challenge that has arisen is the increasingly younger profile of hotel owners in South-east Asia.

“Owners are much younger and demanding, averaging around 20 to 35 years old, and they have drastically changed the hotel scene (from) 20, 30 years ago,” said de Souza. “Most of them are using or have inherited the money from their parents, and we have to teach them about the hotel business.”

Managing owners’ ambitions and earning their trust is hence important, he pointed out, especially when some of them are eager to build five-star properties for the prestige factor without fully understanding the requirements and investment needed for high-end hotels.

“Our business is run from the business to economy class – that’s where the success is. F&B business is diminishing and outsourced; rooms is where you make 80 per cent of the profit and three- and four-star segments is where you make the most money,” de Souza explained.

But when it comes to the hotel development, Kosmopolitan Hospitality’s ambitions is anything but small as it targets 50 hotels under WHG’s brands in the next five years. Under construction over the next two years are another 10 WHG hotels spanning 1,960 keys, with six of them in Thailand, three in Myanmar and one in Christchurch.

Ramada is the “easiest sell” among the WHG brands, de Souza told TTG Asia, due to the brand’s good visibility and lower investment costs in the region. While Howard Johnson boasts prominence in North Asia, Kosmopolitan Hospitality is currently in talks with several owners to bring this brand into South-east Asia.

When asked which are the growth spots in the South-east Asia hotel sector, he said: “Thailand is a mature tourism industry but still have growth. Emerging markets like Myanmar and Vietnam, like Halong, Phu Quoc and Hoi An for the latter, are still new to international brands.”

However, the problem of finding “good manpower” remains a perennial challenge across South-east Asia, which is exacerabated with the opening of more hotels in the region, he added.

[SPONSORED POST] 12 Advantages Of Revenue Management Technology

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Hotels invest big in their revenue management software. These significant investments mean it’s extremely important to recognize that revenue management technology brings unrivaled advantages to a hotel’s business.

Below are 12 advantages provided by today’s best-in-class revenue management systems:

1.    The Dashboard

Today’s best-in-class revenue management systems (RMS) display data in a dashboard format to provide quick insight into historical and future business performance. The dashboard gives key data to confidently check the hotel’s health and help drive revenue decisions.

Think of the dashboard as the general command center for the system. The dashboard gives users a central location to view their data at quick, high levels – and displays it in different summaries and breakdowns to help them decipher large volumes of data and key performance metrics.

The dashboard may include calendar views with heat maps that visually identify upcoming dates with high or low occupancy levels. This makes it easy to spot any date ranges that need extra attention or investigation with a quick glance. General managers can benefit from checking here for daily occupancy checks and sales managers often reference this in conjunction with incoming group accommodation requests.

Interactive and adjustable graphs and charts allow users to ‘slice and dice’ data to compare the elements that are the most important to them. This type of customization allows users to quickly drill down into their data to analyze the performance metrics that are critical in that moment.

It also equips core members of hotel operational teams with key revenue management insights to integrate revenue management strategies into their own processes.

2. On-Demand Performance Support

With technology systems continually improving, redesigning and updating workflows, it’s becoming increasingly challenging for users to keep up with all of the “newness.” In fact, the time an employee spends trying to navigate and learn new technology negatively cuts into their overall productivity on the job.

Performance support has become critical in boosting the performance of revenue managers. To address lag times from starting a role to fulfilling a role’s responsibilities effectively, many hoteliers are turning to advanced hospitality learning technologies to drive change in their strategies.

Automated technologies focus on improving both system and employee interactions. These new technologies push information to users at the moment they need to perform an unfamiliar task. With near real-time access to information, these sophisticated learning platforms transition away from teaching employees system specifics – focusing, instead, on training them how to process information and solve business problems.

Performance support technology has long advanced past the point of providing handouts with screenshots and procedural steps. The best learning platforms now incorporate gamification, serve employees with real situations to work through and give the ability to practice solving these problems. This helps hotels retain and train their employees, which are both huge advantages in a high turnover industry such as hospitality.

3. Experienced Client Support Teams

Successful hotels connect with their guests on meaningful levels, with designated hotel experts interacting with visitors at various touch points during their stay. The valet team greets guests upon arrival, the front desk staff checks them into their rooms, the restaurant crew serves food and keeps drinks filled, and housekeeping safeguards a clean and comfortable stay. These touch points are designed to make guests feel welcome, satisfied and confident in their decision to stay at the hotel. And in a social world bursting with big data, guests – and their satisfaction – are the hotel’s ultimate livelihood.

Partnerships with solution providers are extremely similar, with touch points ranging from the initial sales discussions to ongoing system usage. Top revenue management solution providers know the important role that trusted client support plays in revenue solution performance. They provide clients with experienced support teams that guide, encourage and cheer users on as they tackle and elevate their revenue performance.

Experienced account managers guide clients through solutions that fit best with their revenue needs and budgets, project managers provide smooth implementation periods, and ongoing client support teams engage in proactive conversations that make them feel confident in their system abilities – cheered on by a champion for long-term revenue success.

4. Remote Accessibility

From online shopping to personal banking to ordering take-out, mobile devices have pretty much supplanted desktop PCs for virtually any available online service. This need for mobility has extended into the expectations of hoteliers and their systems.

Top revenue management solution providers recognize the advantages that remote accessibility provides clients, with cloud-based tools allowing clients to utilize their systems on-the-go and out of the office. Software as a Service (SaaS) products help reduce expensive onsite equipment costs and pricey software upgrades that typically plague clients. Reduced expenses also broadens the range of services that are available to clients. Without out all the costly extras, clients now have access to services that may have previously been out of their budgetary reach.

Mobile revenue systems that are available for smart devices also allow decision makers to make critical decisions on-the-go from their phone at any time and any place. From GMs checking occupancy in the hotel lobby to revenue managers reviewing metrics before a last minute meeting, the accessibility provided by mobile apps is an advantage everyone can appreciate.

5. Online Reputation Insights

The rise of online social platforms have given hotel guests an immediate (and bigger) voice with the hotels and services that they are buying from, and that voice has the potential to directly impact an organization’s bottom line. Every good or bad hotel review can be found immediately online – and reaches innumerable prospective customers. This undoubtedly has had a significant impact on the role of guest reviews and how hotel reputations are being factored into today’s revenue management decisions.

Hoteliers can utilize their RMS to evaluate opportunities to influence purchases at the point of decision making and identify their opportunities to increase guest satisfaction. Reputation evaluations also allow hotels to leverage their reputation in meaningful ways – whether it’s a pricing-related change or an operational advantage.

Graphical displays provided by the RMS help hoteliers visualize their market position in both rate and reputation. This visualization arms them with additional insights and data to measure the impacts of their online reputation performance. The correlation between a hotel’s rate and reputation helps hoteliers identify new pricing opportunities, especially when there are visible changes in relative trends of rate and reputation.

6. Optimal Pricing

Revenue managers across the globe spend large portions of their days managing rates. They are constantly lowering, raising, and analyzing their hotel’s pricing. With the hotel’s bottom line depend- ing heavily on the revenue generated from proper pricing strategies, simply managing rates without looking at the whole picture can unfortunately become a quick go-to scenario.

Best-in-class revenue management solutions understand the critical need for optimal pricing strategies after all, the hotel’s livelihood depends on it. And with constant increase in market pressures and channel complexity, it is easy to miss the ongoing importance of valuing inventory and using availability controls. When pricing is managed independent of availability controls, the pricing decisions aren’t actually optimal – meaning that revenue is likely being lost.

Revenue management systems that optimize both pricing and availability allow hotels to outperform their competitors that are restricting themselves to managing pricing alone.

7. Group Business Management

The group pricing capabilities of advanced revenue management systems go well beyond the limited functionalities of other revenue systems, and they give sales managers the insights they need to capture the most profitable group business. Group displacement evaluations allow sales managers to weigh potential group business across multiple dates, understanding the financial impacts of accepting a group over periods of high or low transient demand. This allows the sales manager to identify if accepting a potential group will make the hotel money, or if it will end up costing the hotel money to take the business.

Strong RMS group pricing modules provide far more than forecast comparisons; these powerful evaluations consider and assess group costs and commissions, conference and banqueting, ancillary spend and profits, group rates and displaced transient revenue. Their reports and graphs give sales managers the confidence to recommend the best rate by arrival date and intelligently consult with flexible groups on optimal date ranges. They also provide granular insights on displacement revenue and additional revenue streams, profit margins and profit per room night in “real-time.

These are some of the high-powered tools giving sales managers the confidence and insights they need to make profitable group rate recommendations quickly and accurately. And in today’s extremely competitive markets, increased guest response times and services are fundamental to a hotel’s success.

8. A Magic 8 Ball

If the ‘sport’ of revenue management was similar to the sport of golf, mulligans would come up clutch for today’s revenue managers. Unfortunately, in the game of real life, real money is left on the table if a revenue manager acts on a gut feeling that doesn’t pan out the way that they originally thought.

Today’s leading revenue management systems provide predictive analytics that allow revenue managers to truly understand the impacts of their hunches before setting them in motion. Scenario analysis capabilities in automated revenue management systems allow hotels to explore performance outcomes if a decision is changed or if guest behavior (demand or wash, for example) differs from the current expectations.

Users can also use this advanced capability to learn how sensitive their system is to changes in particular inputs. Utilizing this type of scenario feature is quick and easy, allowing users to experiment more – really understanding how and why pricing and availability recommendations are made in a very intuitive way.

9. (The Right) Big Data

Revenue management systems have been giving hotels big data before it was even known as “Big Data,” and the industry’s big data story continues to see increasingly larger pools of emerging data sources –including social media, reputation management engines, web traffic sources, weather and information related to hotel competitors.

Leading revenue management solution providers know the importance that using the right data has on revenue performance results. RMS technology will continue to incorporate different sources of big data into its analytics when the right types of data are statistically significant and will drive better revenue performance.

Revenue technology providers invest significantly in adding the quality data sources that improve hotels’ pricing strategies and decisions – not harm or dilute them.

10. Powerful Analytics

Revenue management technology is a fine weave of art and science in the powerful benefit of analytics. By pairing the inputs and core analytical capabilities with insightful visual displays, science has long proven to marry well into the art of revenue management.

Digging into the abilities of leading revenue management solutions uncovers extremely powerful performance-driving capabilities such as: analytical market segmentation, accurate unconstrained demand, high-performance forecasting models and the crucial integration of fixed-price and price-sensitive demand.

Folding these types of powerful analytical capabilities into a sophisticated system interface provides hotels with insights into the highest data-driven intelligence available. Being presented with powerful analytics is more than just a game changer in today’s revenue management technology –and it can’t be kept a secret.

 11. The Pursuit of Innovation

The pursuit of innovation is revolutionizing products in every industry. Innovation in the revenue management industry, specifically, has been on fire over the years and leading revenue management solution providers are always in hot pursuit of pioneering fresh ideas and solutions. This ranges from recent innovations like mobile apps and reputation pricing integrations to high-powered analytics that take revenue management systems to the next level.

Top revenue management solution partners also integrate client feedback into their innovation process. Product upgrades implement both innovation and feedback to ensure that updates provide the maximum value to clients.

12. Confidence

Revenue management technology provides hotels with many different gifts that all work together to bring them revenue management’s ultimate gift: confidence.

Innovation gives hoteliers confidence that their technology will continually bring them insightful features, products and upgrades.

The right data gives the confidence that the revenue management system is delivering the most optimal decisions.

Predictive analytics gives confidence in understanding the impact of a hotel’s hunches – and the sensitivity of their system.

Group management capabilities allow hotels to extend revenue management beyond just rooms and into their different profitable areas.

Optimal pricing strategies give hotels confidence that they aren’t leaving money on the table.

Online reputation data gives hotels confidence to take maximum advantage of their team’s hard work in delivering total guest satisfaction.

Remote accessibility gives users confidence that they can make changes or access their system when and where they need to.

Client support gives hotels confidence that they have a true partner personally invested in their revenue management success.

Performance support gives users confidence that they have vital user support in their moments of need.

Dashboards and reporting features give hoteliers the data insights needed to make confident revenue decisions.

Confidence is key in knowing that decision makers are making the most informed revenue decisions and strategies for their hotels. Confidence is the ultimate advantage that a revenue management technology provider brings today’s hotels –all year long.

After knowing the advantages provided by revenue management system, if you start thinking of getting a system for your hotel too, here’s the ebook you shouldn’t miss – “The 2017 Smart Decision Guide to Hospitality Revenue Management” which gives you everything you need to know about selecting the right revenue solution and/or services for your organization. Download it for free now

 

Qantas posts second highest profit on record, plans A380 cabin overhaul

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Qantas A380 fleet set for a multi-million-dollar upgrade

After completing a three-year turnaround programme, Qantas is reporting its second best year in terms of underlying profits while unveiling a multi-million dollar cabin upgrade for its fleet of 12 Airbus A380s.

For FY2017 ending June 30, the Qantas Group posted underlying profits before tax of A$1.4 billion (US$1.1 billion) and a statutory profit before tax of nearly A$1.2 billion. The underlying result represents the second highest performance in Qantas’ 97-year history, down 8.6 per cent compared with last year’s record.

Qantas A380 fleet set for a multi-million-dollar upgrade

Overall, the FY17 performance shows the group’s margin advantage over many of its competitors, underpinned by completion of its three-year transformation programme, it said in a statement.

Through the programme, initiated to make the group profitable, Qantas managed to “tackle some difficult structural issues, become more efficient and (improve) customer service”, said CEO Alan Joyce.

Along with its financial results, Qantas also announced it will upgrade its Airbus A380 fleet to meet increased customer demand for premium cabins on flights to the US, Europe and Asia.

On the upper deck, 30 economy seats will be removed and partitions rearranged, making room for the addition of six business class and 25 premium economy seats, increasing the overall seat count on the aircraft by one and increasing premium seating by 27 per cent.

The airline’s all-new premium economy seats will be installed in a 2-3-2 configuration. This seat is almost 10 per cent wider than the model it replaces and will debut on the incoming 787 Dreamliner later this year.

Business Class Skybeds will also be replaced with the latest version of Qantas’ Business Suites, and first and economy class seats will be refurbished with new cushioning and improved inflight entertainment.

Work on the first A380 is expected to begin in 2Q2019, with all 12 aircraft set to be upgraded by the end of 2020.