TTG Asia
Asia/Singapore Friday, 2nd January 2026
Page 2433

Nepal: a steady ascent

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International arrivals are returning to this world heritage eco- and adventure tourism haven. Can Nepal reach new peaks? Raini Hamdi reports

adventure_main-pic
Dwarika’s restoration workshop – the whole of Nepal is rebuilding itself 

Nepal has shaken off the impact of the 1996-2006 ‘People’s War’, with international arrivals flocking back to the destination and more positive news that will further boost tourism figures.

The US lifted its travel advisory on Nepal last year, according to Jyoti Upadhyay, international sales & marketing manager of The Dwarika’s Group, which operates hotels and Kathmandu Travels & Tours.

AirAsia X, which started thrice-weekly services from Kuala Lumpur to Kathmandu on July 3 last year, stepped up the frequency to four-weekly last week (April 15). High-end luxury operator Abercrombie & Kent  (A&K) has also started to come back with a few programmes in Nepal which it is promoting to various markets.

Last year, arrivals by air rose almost 10 per cent to 598,204 (Source: Immigration Office, Tribhuvan International Airport or TIA). Asia (not including South Asia)  and Australia/New Zealand led with a 15.1 per cent growth each, followed by North America (10.4 per cent) and Europe (4.5 per cent).

Asians, in fact, are exploring Nepal. TIA’s February 2013 figures show 135 per cent growth in arrivals from China, 288 per cent from Malaysia and 112 per cent from Singapore.

AirAsia X’s CEO, Azran Osman-Rani, said: “Nepal is definitely regaining its popularity. Travellers are increasingly looking for alternative destinations, and Nepal has both the natural Himalayas for trekking, rafting, etc, and the deep culture of places such as Ubud (Bali) and Jogjakarta.”

“Increasing demand has encouraged us to increase frequency and we hope to increase it even further later,” added Azran, who noted an 80 per cent load factor for the Kathmandu service since it started. Leisure travellers form about 25 per cent of the traffic and, of this, 15 per cent are Malaysians and the rest Japanese, Koreans, Chinese and Australians.

“AirAsia X will continue to work closely with our travel and tourism partners in Nepal to enhance attractive packages for our guests to further explore Kathmandu’s heritage and natural attractions,” he said.

A current penchant among tourists to see preserved cultural attractions and be ‘close’ to a country makes Nepal, with its unique temples, stupas, villages and mountains, an ‘in’ place – if only it could get its infrastructure up to scratch.

The capital Kathmandu painfully reflects an economy trying to rebuild itself. Aside from many unfinished projects and roads, litter and pollution are a real problem.

“This is an opportunity to help the community back home through providing investment and employment where these are much needed…” – Mahanta (Monty) Shrestha, Owner Monty’s, which marks Best Western International’s entry into Kathmandu

Asked how A&K has done since returning to Nepal, A&K India managing director, Vikram Madhok, said: “Nepal certainly needs to upgrade all tourism-related product and civic infrastructure – hotels, vehicles, guides, small planes, etc – which suffered for several years with the tourism decline.”

Added Madhok: “Feedback from clients currently visiting Nepal is mixed. We will only be able to scale our numbers with high-end travellers once Nepal is truly ready. Only then will we include Nepal in main series linking North India and Nepal as we did 10 to 15 years ago.”

Marco Polo Reisen’s managing director, Holger Baldus, expressed similar sentiments.

“Nepal needs to work on its infrastructure. None of the Nepalese airports, not even the Kathmandu international airport, is equipped with ILS System. Fatal accidents are common in the domestic flight market, which is why we have stopped using any domestic flight in Nepal since a few years now. Unfortunately we don’t see any improvements.

“Outside the backpacker and trekking business, tourism in Nepal is currently reduced to a handful of destinations: Kathmandu Valley, Pokhara and Chitwan. The country definitely has much more to offer, but travel advisories on the political situation in Nepal, issued by various foreign offices, including Germany, limit our operations.”

Product investment, however, is returning, including efforts by Nepalese entrepreneurs abroad and locally. One such investor is Mahanta (Monty) Shrestha, chairman of Khukuri Beer UK, who is building his first hotel in Thamel, Kathmandu’s shopping and F&B district popular with tourists.

“This is an opportunity to help the community back home through providing investment and employment where these are much needed, in a beautiful top-end of the world,” Shrestha said.

The 60-room hotel, named Monty’s after the owner, is scheduled to open in the last quarter and will be a Best Western property.

“Best Western is the suitable brand for it because of its quality yet affordable image – there is a dire need for that level of hotels in developing countries,” said Shrestha. “This will be the first hotel of more to come. We hope to help (Nepal), in partnership with Best Western, although this project is more ‘Best Eastern’!”

The Dwarika’s Group, meanwhile, is building a luxury resort, Dwarika’s Resort Dhulikhel, just 45 minutes’ drive from the established Dwarika’s Hotel in Kathmandu. This will enable the group to combine a conservation experience with a luxurious spa and resort experience set amid Himalayan flora and fauna.

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Dwarika’s Hotel Kathmandu

Dwarika’s Upadhyay said far from just a trekker’s wishlist or backpacker’s haven, Nepal had potential for high-end tourism.

“The baby-boomers are not that affected by the European debt crisis. Often, they are not able to trek, but are deeply interested in the culture and heritage of Nepal,” she said.

“Apart from our established markets – Germany, the UK, the US and Japan – we’ve been seeing more guests  (at Dwarika’s Hotel Kathmandu) from Latin America. The rise of Bhutan is also helping, as Europeans often travel to Bhutan via Nepal.”

Nepal alone, she said, could satisfy sophisticated eco-minded tourists, if only overseas tour operators could be encouraged to go beyond the usual Nepal golden triangle of Kathmandu-Pokhara-Chitwan.

“Eighty per cent of tourists who are not trekking do this, but the beauty of Nepal lies in places in higher altitudes that predate tourism, such as Dolpo. The problem is, overseas tour operators themselves do not really understand the culture or there’s fear of the unknown, plus such places are expensive due to permits and high costs of helicopter transportation,” she said.

Meanwhile, for trekkers, a new tour, The Guerrilla Trek, was launched in October last year.

A two- to four-week hike that stretches across central and western Nepal, the trail hopes to draw in more foreigners as Nepal seeks to rebuild its economy.  A journey through the heartland of post-conflict territory, the route passes through Myagdi, Rukum and Rolpa, spectacular districts with low population density at the epicentre of Nepal’s 10-year conflict and homeland to many revolutionaries.

Trekkers are able to see captivating natural scenery, diverse cultures, remnants of the war and become familiar with the recent history of Nepal.

The trail research is promoted by the Trekking Agencies Association of Nepal and Nepal Tourism Board.

The board is currently promoting Nepal as “the next-generation mountain destination for weekend breaks, adventure holidays and lifetime experiences for people who live in cosmopolitan cities and travel internationally”.

If stability continues and product/infrastructure investment picks up further, it could well live up to its new branding, Naturally Nepal, once is not enough.

Evolving shopfronts

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More brick-and-mortar travel companies are riding the online wave, eager to engage with the region’s growing population of Internet users. Take a cue from some of these

nam-ho

Nam Ho Travel, Singapore
www.namho.com.sg

Background Nam Ho Travel revamped its website in May 2012, introducing real-time online bookings for hotels and flights. Tour packages and cruises are available, although bookings cannot be completed on the spot. MICE enquiries can also be taken.

Following the revamp, Nam Ho Travel also began a Live Chat system, which has travel consultants on standby to answer customers’ queries online from Mondays to Fridays (10.00 to 19.00) and Saturdays (10.00 to 14.00).

The website also invites tech-savvy users to connect on social media platforms like Facebook and Pinterest, with these links found on the home page. From this month, the company is also on Instagram.

Explaining how social media is used to engage travellers, Nam Ho Travel director, Marshall Ooi, said: “We run contests weekly through these applications, offering consumers the chance to win tours or admission tickets to theme parks.”

Performance The website gets around 6,000 unique visitors and an average of 50 bookings a month. Online sales currently comprise 20 per cent of total sales, and this number is expected to grow steadily.

Ooi added that the website has “contributed tremendously” in reaching out to customers, with the revamp and introduction of social media tools helping the company  to attract a new base of tech-savvy Internet users, while marketing to existing customers in a more effective manner.

Review It is hard to miss the latest deals and promotions, which are featured prominently in an animated sequence on the home page. The user-friendly interface makes it easy to navigate the website.

Booking a flight or a hotel room is pretty straightforward. My only gripe is that the hotel search results could not be filtered according to price – they could only be categorised by star ratings and location.
To buy a tour package, one has to first sign up as an e-Member, which is a simple and quick process completed in less than three minutes. You can then browse tour packages, which include airline, accommodation, meal and sightseeing information. A booking fee of S$50 (US$40) will be charged upon confirmation to ensure customer authenticity. Thereafter, staff from the company will call you back to arrange for the full payment. Once a booking has been recorded, a seat will automatically be saved for the customer.

I went into the Live Chat feature on separate occasions and asked the operator (Dionn) for hotel recommendations, tour package prices, as well as precautionary measures to take while travelling. The first time I messaged Dionn, her response was fairly immediate – she got back to me within two minutes with adequate information and website links. However, Dionn was subsequently not as responsive and left me hanging for more than 10 minutes. Only when I prompted her with more questions did she eventually respond. While this is a useful option for online users, I would still prefer calling as responses are faster and more guaranteed. – Lee Pei Qi

bayu-buana

Bayu Buana Travel Services, Indonesia
Bayubuanatravel.com

Background Bayu Buana Travel Services’ online booking platform sells live inventory of flight tickets and hotels, with a payment gateway incorporated. There are no less than 200,000 products available via XML connectivity, including tour packages, transfers and car rentals, both for domestic and international travel.

Bayu Buana Travel Services director, Agustinus Pake Seko, said: “Our USP is dynamic packaging, which enables customers to combine airline ticket and hotel bookings, based on dynamic rates.”

Launched in 2011, he pointed out that the website’s features are still first-generation, while the second version will be launched in the next two months.

Performance The website currently contributes just 20 per cent of total business.

“The online (market) is growing fast, and we are confident that the ratio will turn favourably, (with 80 per cent of business coming from online) not too far in the future,” said Agustinus.

As one of the top outbound travel companies in Indonesia, Bayu Buana Travel Services handles both leisure and corporate business. The website has a section dedicated to corporate bookings, where a login is required. The company has 1,000 corporate accounts representing about 10,000 travellers. However, the website gets only some 1,000 hits a day, with between 10 and 15 bookings per day on average.

He said: “There is nothing to shout about here…The conversion rate is still very low. We will continue to search for the most fulfilling online sales experience for travellers.”

Agustinus added that the integration of its loyalty programme rewards scheme into its online platform was also ongoing, with plans to launch this quarter.

Review The website has a good choice of flights and hotels worldwide, and interesting tour and sightseeing packages. Multi-hotel and multi-city airline bookings are also available. Content is quite comprehensive, ranging from travel document information to updates on tourist destinations.

I searched for a combined flight and sightseeing option to Singapore, and it was helpful that I could choose from a variety of airlines, tours and prices.

I also tried booking a tour package after filling up a form. I received a notification that the booking was made, and a travel consultant would contact me by email within 24 hours. True enough, a sales staff came back less than a day later with the leaflet of the tour I chose and asked me to contact her if I had any questions.

There are Live Chat Support buttons on the home page, but I could not get a connection. There is, however, a Blackberry PIN number listed, useful for Indonesia where more people use smartphones than desktops. Facebook and Twitter links are also displayed on the home page.

Over all, the website is attractive, with interesting pictures. It is also easy to navigate, informative and fast, but some functions can still be improved, such as the Live Chat feature.
– Mimi Hudoyo
travel-cha-cha

Culture Holidays, India
Travelchacha.com

Background Travelchacha.com is the online B2C travel portal of New Delhi-based Culture Holidays. When the portal started operations in 2007, it sold only tour packages. However, in 2008, flights, hotels and car rentals were launched. Since then, the website has started offering international tour packages beyond Asia to destinations such as Europe, Australia, Egypt, New Zealand and Turkey. Cruises departing from the region can also be booked. Travel guides and tips are provided.

At present, all the company’s airline and car rental offerings can be booked online. Some 4,500 hotels are on offer, which is 80 per cent of its total inventory of hotels. However, only 20 per cent of its 1,000 tour packages are available online.

“We sell limited tour packages online as Indian travellers mostly seek customised tour packages,” said Sanjay Bhasin, CEO, Travelchacha.com.

The company is utilising social media platforms like Facebook to create awareness about the portal among customers, although there are no links to such platforms on the home page.

Performance The launch of Travelchacha.com has helped to foster relationships between the company and its clients. Its online sales comprise 40 per cent of business, with 12,000 visitors and 100 bookings per day.

The portal considers its wide range of domestic packages as one of its USPs, the other being its car rental offerings. The car rental component is currently being upgraded to allow multi-destination bookings.

Review Appearance wise, Travelchacha.com resembles any other Indian travel portal. The variety of domestic holidays on offer makes it appealing. For example, if a traveller is interested to visit Kerala, he can choose from three- to eight-night packages, with a host of options available.

The website truly offers 24/7 customer service and support – when I called the helpline in the wee hours of the morning, a customer care executive was there to answer  all my queries.

However, when I tried to book a flight, the portal was not able to show any result due to “non-connectivity with the airline reservation system”.

What is also disheartening is that there is no search engine available for packages. – Rohit Kaul

nantha

Nantha Travel & Tours, Malaysia
www.nanthatravel.com

Background Nantha Travel & Tours started operations in April 2008 as an inbound, outbound and ticketing travel company based in Kuala Lumpur. A year later, the website was created as a B2C marketing tool. The site displays about 200 tour packages, but it does not have an online payment gateway. Consumer enquiries can be sent through the website or taken manually by phone.

Managing director, Nantha Gopal, explained: “We did not want to add a payment gateway as this could be open to abuse, such as making purchases with fraudulent credit card details. We may consider this in the future provided more security checks are put in place to reduce credit card frauds.”

Last year, the website was revamped to speed up the loading time, and linked with Facebook as the company wanted to reach out to young, working adults on social media, said Nantha. The company offers special discounts to its Facebook community, especially during its year-end promotions.

Performance About 10 per cent of sales are derived from website enquiries. Daily, the website receives about 55 to 80 visitors and about 10 enquiries on average. South-east Asia tour packages are currently the best selling because of their affordability, Nantha pointed out.

He said: “The website has been a good investment. It shows that we are a company progressing with technology, as well as gives potential customers easy access to check out our credentials and offerings. In addition, we have been able to reach out to consumers from all parts of Malaysia. We have received enquiries that later realised online sales from remote areas such as Sungai Siput, Mersing, Miri and even Kudat.”

He added that he would like to update the site more frequently, but was currently short-staffed.

Review The website loads quickly and it is easy to navigate. The tour packages sold are easy to locate as they are sorted thematically under sections such as nature, honeymoon, religion, spa, sports and volunteer tourism. There is also a search engine allowing consumers to search by country and theme.

When I reviewed the site in late March, there was only one testimonial available from a happy client who had purchased a six-day package to Seoul in early 2011. More testimonials would help as people tend to listen to what other consumers have to say. This would also build brand confidence.

As Malaysians love a good deal, promotions should always be highlighted prominently, as this would also entice repeat visitors. – S Puvaneswary

Developing future talent

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Vish Jain, who heads a new centre at Boston Consulting Group that helps companies globally address their chief concern today – leadership and talent development – shares his wide-angle lens on the issue with Raini Hamdi

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Vish Jain, partner, Boston Consulting Group, Singapore

How deep-seated is the issue of leadership and talent development?
Our latest (annual) survey of 4,500 companies around the world shows it is top of mind for CEOs globally. It’s what they are most worried about and also the issue they feel they have the least capability to manage.

Where does it stem from?
It’s from the whole retirement of the baby-boomers (those born after WWII, in particular 1947-1955), by 2015 or so, and the shift to the next generation of leaders.

The second layer is also tricky because it skips a five- to 10-year period. So the 65-year-old retires and the handover is not to a 55- to 60-year-old, but to a 45- to 50-year-old, in order for the new guy to have a 10-year run in the organisation. If you promote a 55- to 60-year-old to the job, you will have another succession problem five years later.

And the new leader is managing a much younger workforce – isn’t that part of the issue?
Yes, they in turn are managing Millennials raised in the Internet age. (Gen Y’ers, also called Millennials, are those born from the mid-’80s, and are now the fastest-growing segment of the workforce globally.)

Anytime you have a major generational shift in leadership, it takes time to stabilise things. You’ve had a guy who has been in the company for 30-40 years handing down to someone 10-15 years younger, as you should. But there is a big gap in experience and, further down, another big gap. So how do you create the affiliations and capabilities through the entire pyramid?

Is it across the board or specific to certain countries in the region and certain industries?
It is across Asia in general and across industries from hotels to mining.

The growth of markets and opportunities is many times faster than the growth of people. Asia wide, most companies have doubled or tripled their business in the last 10 years, but the number of leaders has not doubled.

In industries such as travel & tourism where there are lots of small players, how do you create the people engine? A couple of years ago, Bangkok had more five-star rooms than all of India put together! The industry is pretty sub-scale, with different pockets. The bigger guys are able to achieve the scale required to have in-house HR development, programmes to rotate leaders and grow them, but the smaller guys struggle.

Companies also feel that while there are new opportunities in the unprecedented growth of the middle class in Asia, they don’t have good people who can grab hold of these opportunities.

But isn’t it easier for other industries than, say, hotels, to attract talent?
It is not specific to hotels. Apart from two or three industries that suck up top talent quickly, such as the financial services – yes, even after Lehman – consumer goods and consultancy, all others compete for talent. In some countries, travel & tourism in fact has a good reputation. If you go to Thailand or the Philippines, there are decent-size schools and universities that have travel & tourism programmes and they do well. I agree though that in Singapore, graduates won’t necessary think of it as first choice.

“There is a bracket that is attractive from the point of sexiness of the job, salary, etc. Then there’s all the rest. Travel & tourism falls into all the rest.”

Perhaps travel & tourism does not pay well enough for the long hours it demands.
I don’t think that salaries are systematically lower in the industry. Again, there is a bracket that is attractive from the point of sexiness of job, salary, etc. Then there’s all the rest. Travel & tourism falls into all the rest. We have conversations with the engineering industry – they suffer as well. All the good engineers want to be bankers and consultants. I’m an engineer by training; look where I am (laughs).

The most important thing for companies to realise is, it is a competitive marketplace. Just like you compete for customers, you need to compete for talent. That whole social contract ‘you join me, stay 10-15 years, then you get into management position’ – that’s gone. The new generation does not think like that.

The Millennials – to some, it’s like they are from Mars, aren’t they?
(Laughs) Yes, they want to be engaged, affiliated, recognised for their talent much faster than a generation ago. There are positives and negative sides to this –sometimes you just feel like telling them, hey, you’ve got to earn your chops a bit (laughs). But they have much lower patience for some of the stuff we went through. And you’ll see the next people coming in, those born in the ’90s, and all this is amplified.

There are entire societies which don’t even like a job structure. They are freelancers – this whole acceptance of I get my work day-to-day and survive on it. It is this whole shrinking of time frames in the minds and their ability to take risks. I would be terrified not knowing where my next month salary is coming from, but these guys are able to take that kind of risk. And it is not as if they are not getting hired or retained. It is not as if they are not intelligent. In fact, they are much smarter than the previous generation. They know the Internet, they studied high school what we were studying in university, so the quality is much better.

To engage them, keep them focused, interested, energised, motivated, challenged, recognised, accelerated – that is what any industry should be doing.

What are some industries doing?
Banks, for example, are now fighting for the young customers with an entirely new proposition, so that these people will stay loyal to them 10 years down the road.

Frank by OCBC in Singapore is a good example. They design the entire banking experience from the ground up based on how the young people think. So the design of the shop does not look like a bank branch at all. It has a massive LCD screen where you can choose the design of your credit card – these people are used to choice with the Internet. There is also a lot of online social communication and engagement as well.

What companies don’t do enough is take the same ideas on the customer side and apply that on the employee side.  But it’s not as straightforward as using social media and then you’re ‘on’.

I’m helping a CEO on Gen Y engagement, for example, how to use Twitter and social media to engage staff.

One finding is they don’t trust leaders; they are used to corporate scandals. So you’ve got to build their trust first on non-work stuff before gradually dropping some work-related stuff, then withdrawing again. You’ve got to orchestrate it completely in a different way.

The rules are the same but it is trying to understand what drives the engagement for them.

Phuket readies for Nu Skin incentive group

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NU SKIN has chosen Phuket as the destination for its 3,000-pax incentive, which will take place from April 20-25, barely a year after the Thai island played host to more than 15,000 top achievers from Amway China.

“A private beach party will be organised for the Nu Skin group at Angsana Laguna Phuket. The entire beachfront of the hotel will be closed off to the public, while a custom stage will be set up in front of the Xana Beach Club and performers flown in from overseas to entertain the group,” said Thanate Kienpotiramard, managing director of BIC Phuket, which is handling the production and events support for the group.

According to Thanate, the Phuket-based firm has spent the past four to five months preparing for the group’s arrival, and has Mandarin speakers in his team to liaise with the China-based events house hired by Nu Skin to ensure that all requirements are met.

In addition to the private beach party, the Nu Skin group will also have a meeting and dinner gathering at Phuket Fantasea.

“The Nu Skin beach party will be the largest outdoor function we have ever handled,” said Thanate, adding that Phuket’s “unpredictable weather also presents a major challenge, as it is now the rainy season”.

Mobile marquees will be constructed to provide shelter and raincoats will be prepared as part of the event’s wet weather contingency.

The beachfront party will also be the biggest-ever event hosted by Angsana Laguna Phuket, with the set-up expected to take four days, according to general manager, Jerry John.

Said John: “The biggest challenge in hosting large events is to ensure that the service provided is of the highest standard, without affecting the smaller number of other hotel guests who could be inconvenienced by both the large flow of (in-house) guests as well as event attendees.

“This is, however, not an issue with Nu Skin because the group is occupying the entire hotel. And given our experience with the large Amway China event last year, we are in a better position to anticipate challenges and prepare for them.”

– Read more in TTG Show Daily – IT&CM China

Lion Air postpones Batik Air launch

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LION Air Group has pushed back the launch of subsidiary Batik Air to April 22, in order to focus on managing the fallout from the Bali crash.

Meant to compete head on with Garuda Indonesia, the full-service carrier was supposed to be unveiled yesterday with a Boeing 737-900ER at Jakarta’s Soekarno-Hatta International Airport.

In the meantime, Lion Air has pledged to compensate passengers for baggage lost in the Bali accident, up to a maximum of Rp4 million (US$412) per passenger, as stipulated by Indonesian laws on delay, loss baggage and accident insurance payment.

In addition, Lion Air will pay Rp600,000 per passenger for the three-day wait in Bali for an onward connection, according to the airline’s Bali airport service director, Daniel Putut.

Indonesia’s travel consultants earlier said they did not expect the Bali accident to dent Lion Air’s bookings in a major way, given the airline’s affordable fares and extensive route network (TTG Asia e-Daily, April 16, 2013).

Shanghai remains unruffled by avian flu

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CHINESE hoteliers and travel consultants appear sanguine about the prospects of business travel to Shanghai despite the current H7N9 scare.

Jin Jiang Hotel senior sales manager, Lucy Yan, said: “It’s still business as usual for us and we haven’t seen any major impact. There hasn’t been any cancellations or postponement of events.

“In fact, we have been operating at close to full occupancy during this period.”

Another Shanghai-based hotelier, who did not wish to be named, said any impact had not been significant thus far.

“Some foreign companies would not fully guarantee their bookings until closer to the date for the Shanghai Auto Show. But other than that, there have been no event cancellations. I think the situation is generally calm, as people are more experienced after SARS.”

Carlson Wagonlit Travel director, sales & marketing, Frank Yan, agreed: “We haven’t received any cancellations or deferrals of travel plans yet. Since neither the Chinese government nor the WTO has issued any travel advisory, we have advised our employees and clients not to be overly alarmed as there haven’t been any human-to-human transmissions.

“Of course, necessary precautions like avoiding poultry farms and the consumption of chicken still need to be taken,” he added.

However, some of China CYTS Business Travel’s domestic clients have cancelled their travel plans to Shanghai, noted the firm’s Shanghai division account manager, Duelo Du, although she remarked that foreign business travel to the city still remained unaffected.

– Read more in TTG Show Daily – IT&CM China

Chinese appetite for business travel going strong

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INTERNATIONAL and domestic corporate travel in China is on the rise, as companies’ travel budgets are buoyed by strong business takings.

Jiqin Fang, vice president and CEO of TMC Ctrip Computer Technology (Shanghai), said year-on-year budgets have increased by 10 to 15 per cent for both MNCs and local firms as corporate travel policies improve in tandem with business expansion.

Robin Han Bin, director of sales – Greater China, Radius Global Travel Solutions, saw stronger year-on-year growth in travel budgets from domestic companies ranging from 10-15 per cent compared with MNCs at between seven and 10 per cent.

He said: “Face-to-face contact is very important for business in China. Clients need to see your eyes and that you are smiling. First-time meetings are very important in building relationships.”

The World Travel & Tourism Council’s 2013 business travel forecast for the Asia-Pacific region suggested likewise: in China, sales conversion with in-person meetings was 57 per cent. The share of sales dependent on business travel was 38 per cent, as compared to 21 per cent in the US and 28 per cent in the UK.

US-based Ingredion’s global procurement travel and fleet, Bhart Sarin, noted that outbound business travel from China was mostly to Asian countries.

According to Sarin, business travel spend had grown 10 per cent year-on-year, correlated with the increase in volume of meetings and number of staff attending the meetings.

Companies are also willing to hold their events at affordable destinations beyond China like Thailand and Malaysia. Shangri-La Hotels and Resorts’ Shanghai-based regional account director, Sita Zhang, said she had received enquiries about Shangri-La’s rates for these destinations over first-tier Chinese cities.

– Read more in TTG Show Daily – IT&CM China

Corporates in China increase reliance on TMCs

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TRAVEL management companies (TMCs) are witnessing changes in the way business travel is being bought in China, as clients no longer go for price alone.

Jiqin Fang, vice-president and CEO of TMC Ctrip Computer Technology (Shanghai), said local Chinese companies were slowly beginning to change from making travel purchases based on lowest airfares and room rates, to buying a more comfortable experience.

“Many local companies are using our services because of our huge procurement strength,” said Fang.

Bhart Sarin, a buyer with Ingredion US, concurred, noting that more Chinese companies were making travel bookings through a single TMC, choosing to leverage the negotiation strength of the company rather than making their own bookings online or going through a number of travel agencies.

He said that while companies were willing to implement best practices in travel management and enforce it, flexibility was even more important. “As they are starved for time, (frequent travellers) are willing to pay more for a private car service rather than a taxi; for pricier flights that fit their schedules; or for larger hotel rooms to conduct meetings in.

“Companies are willing to be flexible as these employees are an asset to them.

“Large companies in China are beginning to realise that having travel policies in place is the first step in managing travel spend. They are picking airlines and hotels that fit the culture of the company and are developing policies to match that.”

Radius general manager Asia-Pacific, Roger Pfund, said TMCs were starting to adopt booking engines and other online technologies to make the booking process a more seamless one. Large travel companies were also developing call centre models, he added.

Skydive on Royal Caribbean’s new Quantum ships

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ROYAL Caribbean Cruises has unveiled its new Quantum class of ships, which come with a host of first-ever amenities and next-generation staterooms.

Quantum of the Seas and Anthem of the Seas will offer a skydiving experience in a safe, controlled and simulated environment through the RipCord by iFly facility, as well as 360-degree views of the ocean and ship from 91m in the air via North Star, a glass capsule guests can enter.

SeaPlex is a sporting and entertainment venue, boasting a circus school with flying trapeze experiences, a basketball court by day and also bumper car and roller skating facilities by night. It also comes with a floating DJ booth.

Another signature venue is the multi-level Two70º multi-level, where passengers can watch live performances, videos, hit the ice bar and enjoy 270-degree views of the sea through floor-to-ceiling glass walls.

Stateroom offerings on Quantum-class ships are nine per cent larger than those on Oasis-class ships. Interior staterooms also come with virtual balconies that offer expansive real-time views of the ocean and destinations.

Multi-generational families can make use of family-connected staterooms, which link three different stateroom categories to form a special layout providing separate bedrooms and bathrooms for occupants. Also new are studio staterooms for single travellers, three junior categories and larger loft suites.

Both ships comprise of 18 decks and 2,090 staterooms that can carry 4,180 guests at double occupancy each.

Quantum of the Seas will sail out of the New York Harbor from her homeport of Cape Liberty on seven- to 12-night itineraries during the winter 2014/15 season. Bookings are open to Crown & Anchor Society loyalty programme members from May 27 and to the public on June 4. Anthem of the Seas will commence voyages from spring 2015.

Thailand’s tourism minister gets to work

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SOMSAK Pureesrisak has indicated that visitor safety and security will be a primary concern under his tenure, having taken the top job at Thailand’s Ministry of Tourism and Sports since April 9. He replaces Chumpol Silpa-archa, who passed away in January.

Somsak has served twice as governor of Suphan Buri province in Central Thailand, the last time being between 2006 and 2012.

Tourism Authority of Thailand governor, Suraphon Svetasreni, welcomed the newly-appointed minister’s policy emphasis.

He said: “Safety and security for visitors is becoming an overarching area of importance all through the global travel and tourism industry. We constantly get questions about this matter at international tradeshows, and are very pleased that the minister has taken up this issue as a matter of priority.

“The TAT looks forward to implementing initiatives from the minister in further advancing the role of travel and tourism as the country’s largest service industry and contributor to national socio-economic development.”