TTG Asia
Asia/Singapore Friday, 26th December 2025
Page 2141

New SPG Pro loyalty programme rewards event planners individually

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STARWOOD Hotels & Resorts Worldwide has launched SPG Pro, a new B2B loyalty programme that enables travel trade and related professionals to accumulate points earned from booking events under their personal loyalty account with the hotelier.

Speaking at the Asia-Pacific launch of the programme in Bangkok, Thailand, Alison Taylor, senior vice president sales Asia-Pacific said SPG Pro combines three previous B2B brands – StarChoice, Starwood Preferred Planner, and Starwood Pro – under the new SPG Pro, which is driven by the same engine powering the consumer Starwood Preferred Guest (SPG) loyalty programme.

“It’s up to travel planners how they use the points. They can use them for the benefit of their company, to offset meeting costs, to donate to charity or for their own benefit (for free room nights),” she said. “More importantly, they can use them globally across the entire brand.”

SPG Pro focuses on individual clients rather than a corporate entity, meaning that the individual is able to keep their loyalty points even when they move jobs. The programme also hopes to deliver more value to smaller accounts.

“Currently 80 per cent of group business across the brand is from small groups who book 60 rooms or less,” she said. “SPG Pro makes it simpler for us to reward smaller groups and smaller bookers.”

B2B trade accounts for more than 70 per cent of Starwood’s room revenue, and Starwood’s top one per cent of customers deliver 40 per cent of revenue. If SPG Pro expands the top tier by another percentage point, it will deliver additional revenue of US$80 million a year.

Meanwhile, Stephen Ho, president for Asia-Pacific at Starwood, announced the company had signed two new properties in Thailand, a Sheraton in Koh Samui and W Phuket, the first time either brand has entered the respective markets. Le Méridien Suvarnabhumi, Bangkok Golf Resort & Spa is tabled to open next month.

Are you millennial-ready?

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As the competition for next-gen talent heats up, travel and tourism companies must have a game plan. By Paige Lee Pei Qi

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As Asia’s travel and tourism industry primes itself for an unprecedented growth, it is also heading for a labour crunch of unseen proportions.

The World Travel & Tourism Council has hailed this as the fastest expansion rate of any region in the world – by more than six per cent each year over the next decade. By 2020, Asian travellers will account for nearly one-half of all global tourism expenditures.

However, according to a TravelRave 2013 report produced by the Singapore Tourism Board (STB), the industry in Asia is projected to face a labour shortage of about eight million jobs in the next 10 years.

During a roundtable in Singapore on developing human capital and talent management co-organised by TTG Asia Media and STB in July, the spotlight was on how to attract Millennials (born between 1981 and 1995) to the industry.

STB assistant chief executive, Neeta Lachmandas, said: “As we look at consumption patterns, the reality is that Millennials are going to consume differently. If we want to be relevant to them, I hope we are bringing in young talent into the industry and using the talent to design experiences for the future.”

Among the solutions raised  included raising awareness of the range of opportunities in tourism and the international exposure the industry offers.

Patina Hotels & Resorts CEO, Marc Dardenne, explained: “Today we have to take a different approach and re-invent the way we approach the Millennials.”

Emphasising the need to professionalise the industry, East West Planners Singapore CEO, Janet Tan-Collis, who is also president of the Singapore Association of Convention and Exhibition Organisers and Suppliers, said the association has been tailoring its programmes to a younger crowd by developing internationally recognised courses.

Other trade professionals approached separately by TTG Asia agreed that more had to be done.

Andreas Sungaimin, senior vice president, human capital & development, Pan Pacific Hotels Group, said: “Millennials are positive, confident and goal-oriented – all of which are excellent traits for success.

“However there is a tendency for them to move quickly between jobs to explore different options. Thus, the challenge would be to create an attractive and rewarding work environment.”

To lure such job seekers, Sungaimin said the Leadership Apprentice Programme, which targets young adults in their early 20s, aims to groom and fast-track identified individuals for management positions through work rotations across the different operational functions.

When it comes to existing staff, Starwood Hotels & Resorts has a one-year talent development system exclusively designed for its Asia-Pacific division. It comprises three distinct clusters – executive, mid-management and entry level – in order to prepare promising talents for the next stage of their careers. The associate should have the ability to be promoted to the next level within the next 24 months.

Similarly, the Kuala Lumpur Convention Centre in Malaysia introduced the Talent Acceleration Programme (TAP) in November 2013.

Director of human resource, Rohizat Baharum, said: “The programme entails field trips, experiential learning sessions, and internal and external leadership sharing, among others. Participants are exposed to competencies such as commercial awareness, customer focus, decision making, change management and teamwork. Upon completion, TAP graduates will be eligible for higher positions within the organisation.”

Another activity popular with Gen Y staffers is the Chat with Alan sessions – monthly informal chats for up to nine team members with general manager, Alan Pryor.

In terms of leveraging technology to attract and retain this demographic, Dylan Choong, HR director, Asia-Pacific, Starwood Hotels & Resorts, shared that the hotel group reaches out on social media platforms to share industry success stories.

He said: “Millennials have a stronger need to be recognised as individuals partly because of a longer educational undertaking and tougher economy today.

“With exposure to social media, Millennials tend to demand connectivity, instant responses and gratification.”

Chan Brothers Travel Singapore marketing communications manager, Jeremiah Wong, added: “This group of workers has grown up with access to cutting-edge technology and have integrated them seamlessly into their daily lives…any lack of reliable and up-to-date technology is probably going to cripple their work productivity.”

However, Tour East Singapore group vice president of sales and marketing, Judy Lum, warned against going too far.

She said: “Many of the Millennials are tech-savvy and they assume this is the all-important factor…they may lack the skill and understanding to deal with people face-to-face to foster respectful relationships.

“We have to be careful and manage their ideals as this industry needs more EQ than IQ.”

Regent Hotel Singapore, director of administration, Wong Kwee Lian, opined that although change has to come from within the industry, she pointed out that Millennials also had to have appropriate expectations.

“While corporations adapt to the Millennial mindsets with a more collaborative culture, Millennials need to understand that change takes time,” said Wong.

Additional reporting by S Puvaneswary

This article was first published in TTG Asia, August 22, 2014 issue, on page 4. To read more, please view our digital edition or click here to subscribe.

Keeping a cool head

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Having proven her mettle in corporate finance, AirAsia CEO, Aireen Omar, tells S Puvaneswary how staying composed helps her to navigate workforce dynamics as well as headwinds in a fast-changing aviation industry

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You’ve been at the helm of AirAsia Malaysia since June 2012. How has it been as the CEO?
It has generally been very challenging and exciting and also overwhelming at times. You can’t really prepare for everything as there is always the unexpected that comes each day and you just have to learn fast and decide quickly on how best to address it. I find this industry more or less the same as when I started my career on the trading floor where you have all sorts of challenges that you need to assess and make decisions quickly.

Was the transition from regional head of corporate finance and treasury to CEO an easy one?
Both present very different challenges. It is not an apple to apple comparison.  Before, I dealt with the dynamics of the financial markets, on how the company should strategise itself in order to grow well.

In this new role, I have to see a far bigger picture than just the dynamics of the financial markets. I have to see how we can strategise and protect market share. I have to ensure that our staff are always happy at work, their morale is high and they are eager to do new things, and that the company keeps growing. It is important to me to ensure that the adrenaline and passion are there so we can stay ahead of the game. Now it is about managing people and that’s actually harder than managing the financial markets.

How does it work between you and Tony Fernandes (group CEO of AirAsia)? How much autonomy do you have?
He is a great mentor. When I have issues, I seek his advice and I have learnt a lot from him as well. We work well together. He gives me space to make decisions. He will listen and guide if I need help.

What’s with female leaders – Marianne Hontiveros (CEO of AirAsia Philippines) and Kathleen Tan (CEO of AirAsia Expedia) – and AirAsia? Where are the boys?
We are not focused on gender. If you can deliver, regardless of your gender, background, culture or race, you deserve  the promotion and we will make sure you will continue to grow in the company. We promote based on meritocracy.

What are your strengths and weaknesses? How are you playing to them in your current role?
It is most important for a leader to stay calm. In situations when everybody gets all excited or panicky, it is really important for me to stay calm so that the team also stays calm and we find a solution to the problems facing us. You can’t really show your emotions too much. You have to show stability, so that they can rely on you for a decision to be made. My weakness is that I don’t know how to balance my time very well.

Who inspires you?

Both AirAsia founders, Tony Fernandes and Kamarudin Meranun. I have learnt a lot from them. They never give up. They always find ways to make sure things are well, and turn negativities and challenges into opportunities to ensure the company keeps growing.

What do you hope to change?
This industry has a lot of growth opportunities but this growth does not come that easily because of external factors at play. You need to create that awareness to get better infrastructure and facilitate the pent-up demand we see in this region.

One of the industry challenges in this region is that aviation policies were designed way back, 30-40 years ago, where the main operator at the time was the national airline. The dynamics have changed since. LCCs have come into the scene and air travel is no longer seen as a luxury but affordable and for the masses. While the whole concept and demand for travel have changed, the infrastructure to facilitate it has not been able to change in tandem with the kind of traffic volume we have seen.

The relevant authorities should look at how they can facilitate more growth and connectivity into Malaysia and this region, and minimise air traffic congestion. We need to relook areas such as airport charges because these days people also shop and spend at the airport. Everyone is taking advantage of the traffic volume that an airline brings because the airport will be dead without the airlines, right? We are bringing in passengers, taking risks, doing all the necessary marketing, making aircraft investments and negotiating for more connectivity, so it is only fair that the airports work closely with the airlines and come up with more strategic partnerships to ensure that the traffic keeps coming and everyone benefits.

LCCs are fast expanding in the region, but competition is rising too and many airports seem to be lagging behind in supporting this growth. Are LCCs at risk of expanding too fast, too quickly?
As mentioned earlier, we have to continue creating awareness, lobbying and making sure that the relevant authorities are aware that they need to (improve) infrastructure to facilitate the growth and benefits that LCCs have brought into their local economies. Malaysia, Thailand, Indonesia and Singapore are already finding ways to facilitate this growth because everybody wants a piece of the LCC success story.

We are not worried about the competition out there. South-east Asia itself has a 600 million population and its geographical landscape is so conducive for air travel. South-east Asia has one of the world’s fastest-growing GDPs – there is high growth of middle-income earners and that supports LCC travel. We also have the first mover advantage, having established ourselves in the region by flying to all the capital and secondary cities. We have that advantage to continue to grow further.

Do you foresee tough competition with the ASEAN Open Skies Policy?

Not really, we have the first mover advantage. We embrace and look forward to the Open Skies Policy. There will be no or less restrictions for us to fly anywhere we want to. It will benefit all countries because of the enhanced connectivity into the region.

Any hints on what new destinations we are likely to see soon?
There will definitely be new destinations. AirAsia Malaysia and our affiliates have created a network together, so now it is just a matter of connecting all those points established by all the entities within the group. I cannot hint on new destinations as they have not opened up for sale yet, but they will be unique destinations.

How beneficial is the AirAsia Group to AirAsia Malaysia’s performance? Is there a lot of feeder?

We feed each other and grow the network together. When it comes to international connectivity, the whole group will sit down and work together to see how best to build the AirAsia network, so that it will be the most efficient and optimised  in terms of aircraft usage, revenues, etc.

How do you foresee LCCs evolving in the next decade?
LCCs will become more efficient, resulting in the unit cost getting lower and lower. There will be improved customer experience with technology playing a big part.

This article was first published in TTG Asia, August 22, 2014 issue, on page 5. To read more, please view our digital edition or click here to subscribe.

Aqua Mekong sets sail to strong demand from Australia, NZ

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LUXURY river cruise company Aqua Expeditions is seeing strong bookings from Australia and New Zealand for its new Aqua Mekong cruises, set to commence sailing along the Mekong River between Cambodia and Vietnam on September 30.

Aqua Expeditions CEO and founder, Francesco Galli Zugaro said forward bookings from Australia and New Zealand for the new cruise offering “are strong across the (three-), (four-) and (seven)-night sailings”.

The cruise operator’s first vessel in Asia, Aqua Mekong will keep to the luxury boutique style offered by the 12-suite Aqua Amazon and 16-suite Aqua Aria – Aqua Expeditions’ luxury cruises on the Amazon River in Peru.

Designed by Saigon-based architectural firm Noor Design, the 62m Aqua Mekong will have 20 outward-facing suites, each decorated in authentic Asian style and with floor-to-ceiling windows.

Michelin-starred chef David Thompson, who has been appointed executive chef of Aqua Mekong, will create a menu influenced by South-east Asia with such dishes as river prawns with ginger, shallots, tamarind and palm sugar served on betel leaves as well as cashew nut pudding with coconut cream. 

Meanwhile, Aqua Mekong’s Bar programme will offer a unique village-to-table concept, showcasing a rotating selection of cocktails featuring artisanal spirits, hand-cut ice and fresh ingredients from the Mekong River Basin, along with the leisurely and romantic drinking rituals of colonial Indochina.

Leisure amenities on board the cruise ship include the Observation Deck, the Outdoor Lounge with a plunge pool, a spa, a fitness centre, a library and a screening room.

Guests can also look forward to land excursions such as shopping for ingredients with the chef in Cambodia’ wet markets, watching traditional silversmiths at work or spending time amongst snakes and crocodiles at a Vietnamese riverside farm.

Marine interaction guidelines underway in the Philippines

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THE Philippine Department of Tourism (DoT) is currently drawing up national guidelines for interaction with threatened marine wildlife like giant turtles, whales, whale sharks, dolphins and manta rays in the country.

Local government units will implement the guidelines while accreditation of tour operators offering these activities will come later, said Rica Bueno, director at DoT’s Office of Tourism Standards and Regulations.

When completed within this year, these guidelines will be added to the DoT’s overall ecotourism guidelines, which will include site and product development as well as marketing and promotions, Bueno informed.

The guidelines include “no touching, no feeding, maintaining proper distance, no flash photography, no blocking of path (and) no chasing”, according to marine wildlife expert AA Yaptinchay, who is also general manager of Kirschner Travel Manila and part of the guideline working committee.

Explaining the need for responsible and sustainable wildlife interaction, Yaptinchay, elaborated: “The species subjected to tourism are mostly threatened animals and most are protected in the Philippines.

“They require special handing due to their conservation status, so we do not want tourism to be added to the list of threats already affecting them. Since interacting with them is a form of intrusion, it could affect their behavior, daily activity, biology, etc,” he added.

John Keells’ new Cinnamon Red embodies ‘lean luxury’

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JOHN Keells Group’s Cinnamon Hotels & Resorts has introduced a new ‘lean luxury’ concept with the launch of the 243-room Cinnamon Red hotel in Colombo earlier this week.

Positioned as the first below-five-star property by the Sri Lankan hotel chain, the hotel aims to tap mainly Indian travellers, currently Sri Lanka’s top source market, but will also target Asian and European visitors on short-term stays in the capital.

“We want to attract the leisure and corporate traffic in Colombo,” said Terrance Fernando, general manager, Cinnamon Red.

Centrally located at Ananda Coomaraswamy Mawatha, the hotel features a reception cum tea and coffee bar on the seventh floor, a restaurant on the eighth floor, plus an infinity pool, rooftop bar and fitness centre on the 26th floor. It does not have any conference or banquet facilities though.

Asked if the company would launch more mid-market hotels, Fernando said it would depend on the success of Cinnamon Red.

Cinnamon Red is currently running special limited-time room offers at US$75 per night for the month of September.

Worldhotels’ Lotte Hanoi debuts as Vietnam’s tallest hotel

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THE five-star Lotte Hotel Hanoi, which just opened its doors on September 2, has joined the Worldhotels global portfolio, following Lotte Hotel Seoul – Downtown, Lotte Hotel World Gangnam and Lotte Hotel Busan.

Occupying the upper floors of a new skyscraper located between the city’s Old Town and New Business District, the 318-room Lotte Hotel Hanoi is the highest hotel in Vietnam. Guest rooms are decorated in contemporary style with subtle Vietnamese touches, complete with complimentary high-speed Internet access.

Drawing inspiration from the European Alps, the Evian Spa is equipped with its own executive suite, a luxurious pool, a salt studio and six treatment rooms.

F&B options at the hotel include Top of Hanoi, the open-air rooftop brasserie featuring stunning city views and live kitchen;
 Tim Ho Wan, the first Michelin-starred Hong Kong dim sum house in Vietnam; while Pharaoh`s Bar & Upper offers cocktails and views of the city on floors 63 and 64.

Being only 15 minutes by taxi from the Hanoi National Convention Centre, the hotel is also positioning itself as an attractive venue for meetings. Three large function rooms, including the Crystal Ballroom that can accommodate up to 1,200 pax, make up the hotel’s MICE facilities.

Roland Jegge, Worldhotels executive vice president Asia-Pacific, said: “Lotte’s decision in choosing Worldhotels to represent the spectacular new Lotte Hotel Hanoi is testimony to the benefits that we have delivered to our three Lotte Group affiliates in South Korea. We look forward to realising the full potential of its unique resources and positioning.”

Best Western Premier The Hive builds buzz in Greater Jakarta

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BEST Western International (BWI) has launched the 191-key Best Western Premier The Hive in the Greater Jakarta region, making it the second hotel under the luxury Best Western Premier brand and the group’s 11th property in Indonesia.

“Indonesia is one of BWI’s fastest-growing markets,” said Glenn de Souza, BWI’s vice president of international operations for Asia & Middle East. “This is part of a new era of Best Western hotels being developed in key business and leisure destinations across Indonesia, and the broader Asia-Pacific region.”

The company has firm plans to add a further 20 hotels across the country in the coming years.

Located in East Jakarta, close to the bustling Cawang business district and the recently opened Halim Perdanakusuma Airport, the Best Western Premier The Hive offers 191 rooms and suites spread over 15 floors, with sizes ranging between 32m² and 80m². Offering either pool or city views, all rooms come equipped with large LED televisions, plush beds and free Wi-Fi, while suites will also feature premium coffee machines.

Corporate guests will have a choice of seven meeting rooms seating between 20 and 300 pax, plus a fully equipped business centre. Other facilities include the Heather Resto restaurant, an outdoor swimming pool, a fitness centre and the Bhuvana Spa.

12Go.asia navigates complex transport landscape with multi-modal e-ticketing

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THE challenges of traversing South-east Asia’s transportation networks owing to challenges in language, currency and obtaining schedules online have led one start-up to create a platform issuing multi-modal tickets including bus, rail and water transport.

Launched earlier this year by Singapore-based founder and CEO Alexey Abolmasov with a main operation office located in Bangkok, 12Go.asia has so far been rolled out in Thailand, Malaysia, Singapore, Cambodia, Vietnam, Laos and Brunei, with over 100 transport operators on board.

Tickets are available for purchase via the website or iOS and Android mobile apps. Payment methods include credit cards, PayPal and counter service like 7-Eleven in Thailand.

“We are pretty similar to Agoda, except that we operate in the transportation world,” said Guido Neil, business development director of 12Go.asia.

The platform will soon expand to include air transport, featuring regional carriers such as Lao Airlines, Kan Air and City Airways, Neil informed. “We will open up a new search engine for (smaller aviation players).

Asked about how it is different from AirAsia Thailand and Nok Air, which offer combined flight-and-ferry tickets too, Neil explains that 12Go.asia functions more like a “consolidator” that seeks to connect service providers and consumers.

“The vast majority of users are foreign backpackers from Europe, America and Australia,” he said.

Vietnam and Indonesia offer “interesting potential” for 12Go’s expansion, although Myanmar is not yet on the radar, said Neil.

Redefining luxury for the Chinese market

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Chinese luxury travellers continue to consume the imagination of hotel groups, reports Raini Hamdi. Meanwhile, the new Chedi Andermatt in Switzerland captures her imagination as she tells you the story of a little village that just refuses to go into obscurity

5-sept_luxhotelsRedefining luxury with Chinese upmarket guests in mind are, from left, Marco Polo Hotels’ Eric Waldburger, General Hotel Management’s Akira Moreno and Langham Hospitality Group’s Robert Warman

Hong Kong-based Marco Polo Hotels and Langham Hospitality Group are launching new brands that have the Chinese luxury customer in mind, joining earlier entrants InterContinental Hotels Group and General Hotel Management (GHM) which have fielded Hualuxe Hotels & Resorts and Ahn Luh Resorts and Residences respectively.

Niccolo, Marco Polo Hotels’ first new brand since the group’s inception in 1986, will be a collection of “contemporary urban chic hotels” closely aligned to “a lifestyle fashion experience”. Marco Polo Hotels’ president, Eric Waldburger, explained this synergises with parent Wharf Holdings’ multiple International Financial Square (IFS) developments – high-end retail, residential and office precincts which it is building in China.

The first Niccolo hotel will open in early 2015 within the newly opened IFS Chengdu, China’s next mega city in the Sichuan province. “We will be building the brand in China with our IFS developments and partnering with high-end fashion, before shifting our focus to other regions to accommodate the ever-increasing Chinese outbound market,” said Waldburger.

The new brand aims to live up to the pioneering spirit of Niccolo Polo, father of the group’s namesake, Marco Polo, by offering new ideas such as “a new breed of concierge service”, retail partnerships exclusively available to hotel guests and a Niccolo Lecture Series. The first Niccolo in Chengdu, with 228 rooms and suites, aims to benchmark the brand’s “passion for high-end fashion, eclectic cuisine and genuine hospitality”. Another three Niccolo hotels are to open in Chongqing, Changsha and Suzhou by the end of 2017.

Asked what the difference is between Niccolo and Marco Polo, Waldburger said: “The brands are more complementary than distinct. As a brand extension Niccolo builds on the Marco Polo legacy but is redefining the guest experience to focus on unique signature discoveries of style, cuisine and culture. Technology, design and service will set new benchmarks that appeal to captains of industry, entrepreneurial leaders and icons of style.”

Langham will launch a China hotel brand in September, pitched at the five-star level but just below the Langham brand, said CEO Robert Warman.

“We could become the reliable place for the new Chinese travellers,” he said, adding that the brand would also be expanded to Asia and worldwide, although there are enough opportunities in China for Langham to tap without going beyond the country.

Warman said the Chinese travellers’ tastes and wants are not that different from international guests, however, what Langham’s China brand hopes to fulfil is to “provide well” for Chinese guests in areas such as food, language, etc.

More details of the brand will be unveiled soon.

Meanwhile, GHM’s first Ahn Luh has opened in Shaoxing, Zhejiang, while its second is opening in early 2015 in Zhujiajiao, Shanghai. Another two are under development in Dujiangyan, Sichuan and Xunliao Bay, Guangdong. GHM is in advanced talks with developers in China in Beijing, Dalian, Fuzhou, Liyang (Jiangsu province), Sanya, Xi’an and Yichun (Heilongjiang province) and internationally in Taipei and Bali, according to Ahn Luh’s CEO and GHM’s vice president-development & pre-opening services, Akira Moreno.

He pointed out that while China has benefited from the expertise in key hospitality competencies that global hospitality brands have brought, this expertise still generally caters to international travellers. On the other hand, local Chinese hotel brands have continued to grow a fair share of the domestic market but none have truly established themselves as peers with their Western counterparts.

“Naturally, with more international leisure and business travellers wanting to experience more of the local culture, we anticipate growth in the demand for a brand that will effectively weave and encapsulate the best of both worlds. This is where we see Ahn Luh filling the gap as it balances the two scenarios mentioned above,” said Moreno in an article in the latest issue of sister publication, TTG Asia Luxury.

While China has benefited from the expertise global hospitality brands have brought, this expertise still generally caters to international travellers…
Akira Moreno,CEO, Ahn Luh Resorts & Residences, and vice president development &pre-opening services, General Hotel Management

This article was first published in TTG Asia, August 22, 2014 issue, on page 17. To read more, please view our digital edition or click here to subscribe.