Kevin Leong steers Asian cruising as first ACA general manager

July 16, 2012

Kevin Leong

VETERAN destination marketer and ASEAN cruise champion Kevin Leong has stepped onboard the Asian Cruise Association (ACA) as general manager, a full-time appointment designed to propel the regional industry ahead faster.

Over the past two years, ACA was overseen by a chairman, Rama Rebbapragada of Royal Caribbean Cruise Lines, and a secretariat service on a retainer.

“They felt they needed a full-time person to move the association forward at a faster pace, now that the MBCC (Marina Bay Cruise Centre in Singapore) has opened and, next year, Hong Kong will open its cruise terminal at the former Kai Tak airport,” Leong said in an email interview with TTG Asia e-Daily.

“Developments in north Asia, especially in China, have been more rapid and they felt that with the potential in South-east Asia, the region should not lag behind,” he added.

Said Rebbapragada: “A lot of good work had been done over the past three years, but with the increased interest in the growth of the industry, there is a lot more that can be accomplished. The general manager will give even more focus and direction – which is needed to continue the good growth in the cruise industry in Asia.”

Leong retired from the Singapore Tourism Board in March after 36 years in various portfolios, including international marketing, MICE and events marketing. Since 2006, however, he has become known in ASEAN circles as the man who champions ASEAN cruising. In 2006, while based at STB’s Sydney office, he chaired the ASEAN Cruise Working Group (ACWG) to co-ordinate the development of the regional cruise industry for the 10 member countries.

“This position with the ACA is a new phase of my life, and having been involved with the cruise industry from the ‘government’ side as chair of ACWG, I’m now looking forward to working with the private sector members of the cruise industry,” said Leong, who is based in Singapore.

Riding the rails

By Xinyi Liang-Pholsena

July 13, 2012

Holidaying by train is gathering steam in Asia

Photos courtesy of Rail Europe

MORE Asians are jumping aboard trains for their travels, thanks to improved rail infrastructure, a wider spread of offerings and a growing preference for such land-based journeys.

Global passenger rail travel reached 2.8 trillion kilometres in 2010, of which 73 per cent of journeys were undertaken in Asia-Pacific, based on figures from International Union of Railways.

According to Amadeus’ The Changing Face of Rail Travel study, high-speed rail will be the most common means of business and leisure travel within Europe, and global passengers will increase by 330 million by 2020.

A focus of GDSs
Train ticketing, which has traditionally chugged behind its air and hotel counterparts, has undergone rapid modernisation in recent times as travel technology providers recognise the need to beef up rail content on their booking platforms.

Just last month, Amadeus announced a tie-up with Italian Trenitalia, allowing travel consultants worldwide access to high-speed rail products Frecce Alta Velocità and Frecciabianca. Those using the Amadeus Selling Platform can compare Trenitalia services with flights on the same route through the FlyByRail Track and Rail Agent Track search systems. Last March, Australia’s Rail Plus inventory was also integrated as a smart tab on the Amadeus Selling Platform.

“Around the globe, it’s an exciting time for the rail industry. However, to capitalise on this opportunity, it’s vital that travel (experts) can compare fares and timetables with those of airlines,” said Thomas Drexley, Amadeus director of rail.

Other GDSs are also not lagging behind. In February, Travelport partnered Italy’s first private high-speed rail operator Nuovo Trasporto Viaggiatori to distribute the latter’s content through its Smartpoint App, while a month later, Sabre inked a deal with ACP Rail International that significantly expanded its portfolio to include rail operators in the UK, US, Scandinavia, Australia, Japan and China.

Specialists preferred
Despite the rising availability of rail inventory on GDSs, travel companies that TTG Asia spoke to revealed that they preferred to make direct bookings with rail operators and ticket distributors.

H.I.S. Travel Singapore, one of few selected agencies authorised to sell the Japan Rail Pass overseas, secures inventory from its Tokyo-based HQ which liaises directly with Japan Rail (JR). This partnership has allowed the “creation of exclusive products that evolve with the JR pass”, explained Wyne Png, business development manger, Singapore.

For Boustead Travel, GSA for Eurail in Malaysia, bookings are made directly on a special Rail Europe platform. India’s TMIC also works closely with Rail Europe and receives about five per cent commission for bookings.

Rail ticket distributors are also eager to firm up relationships with travel companies in Asia. In 2011, Rail Europe partnered Hong Kong-based Sincerity Travel – a leading local agency for train travel in Europe – to launch its flagship Asian store in the Chinese SAR. In the same year, the company also set up a new B2B portal for South-east Asia in response to strong demand from its GSA network in the region.

“China is our new booming market, with sales increasing 60 per cent from 2010 to 2011. The Indian market is also doing very well, growing 40 per cent last year,” said Yu Tian, Rail Europe’s area representative for Greater China and South-east Asia.

Echoing Rail Europe’s investment in the region is Canada-based train holiday specialist Rocky Mountaineer, which is now seeing “substantial growth” out of Asia, according to Robert Halfpenny, director of sales, Asia-Pacific. While the firm’s South-east Asian sales had always been “modest”, the appointment of Singapore-based Scenic Travel in late 2011 as its regional GSA had pushed up sales volume by 67 per cent to date, he said.

“India has been the focus of our resources over the past two years and with our Delhi-based marketing partner Canada Destination Marketing, we are experiencing a 127 per cent growth in forward 2012 sales year-on-year,” added Halfpenny.

“It’s an exciting time for the rail industry. It’s vital that travel experts can compare fares and timetables with those of airlines.”

Thomas Drexley
Director of rail, Amadeus

Beyond Europe
Asian travel companies are keen to further leverage on the growing interest in locomotive travel among markets here. TMIC, which introduced escorted group tours by rail in Europe last year, saw a 50 per cent year-on-year growth in bookings this year, partly aided by the evolving preferences of the Indian traveller who is “now open to experiment on his own”, said CEO, Srinivas P. Groups are limited to 35 people, making “travelling more enjoyable than on coaches crowded with 49 passengers and one tour manager”, he added.

Economics is also driving bookings for European rail travel. Ann Tan, tour manager of Boustead Travel, which recorded a 50 per cent spike in volume sales of rail packages in 2011, said: “Europe has overtaken Japan and Australia as the top rail destination for Malaysians, partly due to the favourable ringgit-euro exchange rate and the multitude of rail travel options within the continent to suit individual preferences.”

However, travel experts say demand for Asian destinations is also picking up pace.

Last year, Eastern & Oriental Express introduced Chronicles of South-east Asia, a series of luxurious rail voyages lasting between three and six nights through Singapore, Malaysia, Thailand and Laos.

“Journeys aboard the Eastern & Oriental Express are popular with the Asian market,” said Gary Franklin, managing director, Orient-Express Trains & Cruises. “We’ve seen a significant rise in demand and bookings from the Asian market, led by Singapore and Japan.”

TMIC, too, plans to introduce train packages within India.

For H.I.S. Travel Singapore, sales volume from the country has surged by 200 per cent since 2009 to hit a record of 1,500 packages in 2011, according to branch manager Kaku Imamura. The company will launch itineraries incorporating Tohoku, Shikoku, Chubu and Sanyo this year, adding to its current portfolio of nine types of JR passes.

Andy Jones, office manager of China-based Monkey Shrine, which specialises in Trans-Siberian packages, also noted the acceleration of interest among Asians. From just three per cent in 2008, Asians comprised 10 per cent of its clientele in 2011, mainly from Taiwan, Hong Kong, Malaysia and Singapore.

This article was first published in TTG Asia, July 13, 2012, on page 8. To read more, please view our digital edition or click here to subscribe.

View from the top: Jean Gabriel Pérès

By Raini Hamdi

July 13, 2012

He’s made Mövenpick Hotels & Resorts far bigger, deeper and wider than it ever was. Jean Gabriel Pérès, president & CEO, talks to Raini Hamdi about brand differentiation and true passion for hoteliering, which he thinks the industry has lost

Jean Gabriel Pérès
President & CEO
Mövenpick Hotels & Resorts

You’ve helmed Mövenpick Hotels & Resorts for 13 years now. Few CEOs today stay that long with one group.
Yes, the longest-serving ones I can think of are Kurt Ritter (Rezidor Group president and CEO), Reto Wittwer (Kempinski Hotels CEO), Edouard Ettedgui (Mandarin Oriental Hotel Group CEO)…

What are the common links that make you and the others stay?
I think we’re seen as true hoteliers who are passionate about what we’re doing. My company is private (66.7 per cent Mövenpick Holding and 33.3 per cent Kingdom Group), so I’m able to develop a vision which my shareholders validate, and implement a strategy which they see materialising.

In a public-listed company, you are constrained and forced to do things you don’t like – analysts come in and say you must do this and that in the interest of the share price – whereas here I can do what I want and the board supports it. They can see that the company is changing dramatically over the years.

And how…
Yes, 15 years ago, we were in a limited number of countries – basically Switzerland, Germany and Egypt. Now we’re in 25 countries. We had 30 plus hotels. Now 73 plus, and more than 30 under construction so, by end 2015, we shall reach the 100th hotel (in operation) mark (80 per cent managed).

Our positioning has increased. Ten years ago, we were a mix of mid-market, four-star and some five-star hotels. Now all our hotels are upscale and upper upscale. That’s through attrition – around 15 hotels went out of the system as it didn’t make sense to keep them in the portfolio or they were in destinations which were not performing too well. Other hotels were renovated and we’re opening new hotels that make you dream a bit.

What did you see in Mövenpick and, in carving out a vision for it, what did you believe was the right thing to do?
I saw a golden nugget, a company with an amazing potential which was not tapped at all. And the right thing to do was to build on its fundamentals. It already had quite a few fantastic people and the roots of the brand were in F&B, authenticity and quality of service. As you know, Switzerland is the epitome of quality in the world. Three of the five top hotel schools in the world are here and the quality of service – be it in watches or chocolates, etc – is always top.

But I could see that I needed an infusion of talent coming from the five-star hotel business. This is the secret: take an upscale collection of hotels, infuse expertise from the five-star business and you get an absolute winner. Guests do not necessarily feel they are in a palace or a five-star luxury environment, yet they feel the touches of superior quality that you can only find in a five-star hotel.

It’s the same as in the automobile industry – look at Lexus, which is an infusion of luxury in a solid upscale brand, Toyota. Or Audi. When I lived in Hong Kong 15 years ago, I would never drive an Audi. They’ve infused technology and sober luxury such that it’s now one of the three most, if not the most successful automobile brands.

We’re going the same way. This is why Andreas Mattmüller (COO, Middle East and Asia) has been my accomplice for 25 years. We were with Méridien (Le Méridien Hotels & Resorts) together. He has vast knowledge of Asia and passion for food – he loves chocolates by the way. We have a lot of other people from five-star brands like Andreas (who was also with Mandarin Oriental) who have contributed, and are continuing to contribute, to our aim to be the finest player in the upscale hospitality business and we’re getting there.

“I’ve not seen too many brand creations which are amazing or significant by the hoteliers who created them.”

How is the timing right for upscale?
Basically, there are two groups of people today. One is from the emerging countries who start having access to luxury, but you know well that if you give them five-star immediately, you will miss your customer base. Their level of maturity is not yet ready for top luxury.

The other category is from old world Europe, where top bankers, until now, could afford or were allowed to stay at palaces for 500 euros (US$614) a night. Now their headquarters are saying, ‘please come down a bit’, so they seek affordable luxury and come to us. For the next five to 10 years, we’re at the crossroads of these two market segments, thus our strategy is spot on.

Another fantastic opportunity for us is that lending for new projects has become more difficult today. A lot of owners have realised that with Mövenpick, the development cost is half of what it would be for a luxury hotel but the difference in room rate is not half. So if a luxury charges 100 euros, we would be at 70-75 euros. Thus, owners and developers are also winners (not just customers).

But the upscale segment is always the trickiest to perfect, isn’t it? With luxury, you can throw money; with economy, you can standardise.

Yes, it looks simple, but it’s not that simple. Our aim to be the best upscale hospitality company in the world is to be proven. It will always be a goal; it can never be achieved.

It’s a question of brand differentiation and the need to be meaningful to guests, or risk the brand becoming a commodity. There are too many hotel brands which create too many sub-brands which people do not understand. We decided a long time ago to have just one brand, Mövenpick, so for us, no Royal Mövenpick, Grand Mövenpick or whatever.

My experience with branding – as you know, between Méridien and Mövenpick, I took care of a significant company in charge of luxury fashion distribution in Hong Kong and we had 120 brands such as Christian Lacroix, Christian Dior, Givenchy, etc – is that if you’re not able to fully differentiate your brand from the others, and give it a strong personality and character, then there is no need to create that brand.

Everyone – be it the guest, the hotel GM, the owner – needs to be able say in a few words what they would miss about your brand if it were to disappear one day. The problem – and the challenge for everyone is – what have come out so far are very artificial. All these brands are created by hoteliers who want to please themselves before pleasing the guests and who are trying to find artificial ways to charge a higher room rate.

Whatever you create must be extremely tangible, whether you decide to go one notch above or one notch under. I’ve not seen too many brand creations which are amazing or significant by the hoteliers who created them.

And so for you, you want Mövenpick to wow in the upscale segment through its Swiss heritage, quality service…?
Yes, Switzerland is loved by many people in the world. It has a positive perception. Switzerland means quality and to me it is one of the most peaceful countries in the world. Swiss quality means a lot more than French quality. I’m French – nothing wrong with French quality – but it’s a fact Swiss quality has more legs, while the French may be synonymous with wine, or the Italians with fashion.

“We have, globally, treated people with a lack of dignity. We’ve been constrained too much by SOP (standard operating procedure).”

Who do you think is doing a good job with upscale?
I don’t know – when you’re totally in love with your brand, you don’t think of the new girl on the block. We’re constantly working to be even better than we are. As you said, with luxury, there is less risk to become commoditised. In upscale, it needs a lot of passion, hard work, human intelligence and heart.

But to answer your question, overall, I think Hyatt (Hotels Corp) has done a good job as a focused, consistent hotel company. In the upscale, it’s difficult to say which names are making me dream a bit, that are sexy. Maybe Alila (Hotels & Resorts, created by Mark Edelson) – it has done pretty good stuff.

Your challenge was to reposition Mövenpick, which you’ve done successfully. What’s the next challenge?
The challenge, whatever you do, is always to find the right talent to carry the torch. The human factor is the alpha and omega of how successful your brand can be. And as we speak, we’re rolling out an internal programme which in my view will generate quite a special outcome in how we reveal the brand to our guests and deliver quality of service.

My GMs are special and, as a CEO, I don’t command them to do their best. I can only inspire them – and they their team – to do their best.

One of the ways is to for us to recognise that in each individual, there is a hidden talent which we need to bring out, so that it benefits the staff, guests and us. It could be something as simple as, say, in Ghana, where my GM recognised the staff had talent for rollerblading that he inspired them to serve around the pool in roller blades. The guests love it, the staff love it – everyone benefits.

We have, globally, treated people with a lack of dignity. We’ve been constrained too much by SOP (standard operating procedure).

For someone with a finance background, you sound more like a CEO from operations.
At heart I’m a hotelier, even though I graduated from business school and did not come from the ranks. I really am passionate about creating enjoyment for the guest through real service. I think it comes from the education my parents gave me and that I was born in a world of classical music. My family members were professional musicians; they were cellists, etc, and that has given me a sensitivity for and vibes about people and places.

That’s where my passion for hotels, hotel design, art, etc, comes from, as well as the recognition of how important it is to genuinely respect people. This includes the acknowledgement that the new generation doesn’t want to be intimidated by hotels or brands that are artificial, doesn’t want to be overwhelmed by super luxury that makes them feel dwarfed.

Do you play any musical instruments?
I used to play the piano. I wish I could open a piano, look at the score and start playing like a dream. It’s the one area that is unfulfilled in my life.

This article was first published in TTG Asia, July 13, 2012, on page 6. To read more, please view our digital edition or click here to subscribe.

Russia eyes slice of Asian gaming market

By TTG Asia

July 13, 2012

NASH Dom Primorye, a wholly owned corporation of the Primorsky Territory government of Russia, has issued a Request for Concepts process inviting global investors to develop integrated resorts with casino gaming components at its Integrated Entertainment Zone (IEZ).

In a statement released yesterday, Nash Dom Primorye said it was aiming to capitalise upon the significant economic growth of Asia’s economies through the development of the IEZ – one of only four designated areas in Russia that will allow legalised casino gaming activity.

Located approximately 20km from Vladivostok International Airport, the IEZ is also currently the only zone with direct access to Asia. Just a two-hour flight from both Seoul (Incheon) and Tokyo (Narita), Vladivostok International Airport is also served by non-stop connections on Aeroflot and S7 Airlines to Beijing Capital and Hong Kong International Airports.

According to a report in TODAYonline, Nash Dom Primorye is planning to develop 12 casinos in total within the IEZ, with the first phase of a three-part rollout set to be unveiled in 2016, at an overall investment of around US$2 billion.

General director of Nash Dom Primorye, Marina Lomakina, said: “We believe the IEZ will create a compelling experience for Asian tourists seeking a destination that is near, but culturally different. We also believe that investors will be interested in the tourism and casino gaming potential of the IEZ.”

“While casino gaming is legal in the zone, we are looking for concepts that focus on tourism development. We look forward to receiving RFC responses that capitalize upon Vladivostok’s strong linkages with Asia,” she added.

TTG Asia splashes out on flagship publication

By TTG Asia

July 13, 2012

ASIA’s leading travel and tourism publisher and event organiser, TTG Asia Media, has rejuvenated its 38-year-old newspaper, as part of ongoing efforts to raise the standards of its bi-weekly print product.

Weighing 100g and packing a ton of information, TTG Asia, from this issue (July 13-19, 2012) onwards, comes in upgraded premium quality paper, presenting readers with features that look, not just read, better.

Content has also undergone a makeover. New columnists in Tip Sheet deliver insights on issues ranging from agency best practices to online booking trends, and regular space has been dedicated to intelligence, which gives meaning to statistics, and travel trivia, which enables consultants to upgrade their knowledge in a fun way.

With a heavier emphasis on analysis compared to the news-breaking TTG Asia e-Daily, destination briefings, thematic reports and guides and editorials are now at the heart of TTG Asia.

The publication also includes the hottest news and talking points from www.ttgasia.com, while sections like appointments and trade deals have been moved online.

TTG Travel Trade Publishing deputy group editor and TTG Asia editor, Gracia Chiang, said: “TTG Asia not only strives to deliver the best content that’s relevant to your business needs but also sweats the details.

“You can count on us to continue to innovate, as we draw on our strengths of the widest network of dedicated travel trade correspondents across Asia.”

A TTG Asia app is in the pipeline, while new sister publication, TTG Asia Luxury, will be launched in October.

TTG Asia has a bi-weekly BPA-audited circulation of 14,500, while its digital version, TTG Asia Digital, is blasted out to 28,000 subscribers, and can be read on mobile, desktop and online.

New Days, Ramada Hotels gear up for Singapore debut

By TTG Asia

July 13, 2012

THE 405-room Days Hotel Singapore at Zhongshan Park and 384-room Ramada Singapore at Zhongshan Park have been busy building up their talent pool for their respective openings in December 2012 and February 2013 (TTG Asia e-Daily, March 14, 2012).

Tony Cousens has been appointed pre-opening general manager of the two properties, while management for the human resources, sales & marketing, revenue, F&B and rooms departments are already in place.

Cousens brings with him over 30 years of hotel management experience in North America, the Middle East and Asia-Pacific, including previous stints with Le Meridien, Four Seasons and Jumeirah. He also led the successful relaunch of Marina Mandarin Singapore in 2005.

“Our immediate task now is to recruit associates to join us as part of our pre-opening team for both hotels,” said Cousens. “We are looking for people who will come and shape the future of the two international hotels within the Wyndham family in Singapore.”

As part of its recruitment efforts, Days Hotel will be hosting a career fair from August 17-18 at the Drama Centre Foyer of the National Library Board building in Singapore.

First-ever Best Western Premier in Malaysia opens its doors

By TTG Asia

July 13, 2012

BEST Western International (BWI) has launched the Best Western Premier Dua Sentral in Kuala Lumpur.

Located in the up-and-coming business and transportation hub of KL Sentral, the 364-room flagship property marks BWI’s entry into the Malaysian capital, and is also the inaugural Best Western Premier hotel in the country.

Glenn de Souza, BWI’s vice president, international operations – Asia & the Middle East, said: “We are delighted to open this stunning new hotel and introduce our Best Western Premier brand to Malaysia.”

Best Western Premier Dua Sentral offers rooms with sizes ranging from 34 to 183m². Hotel facilities include eight function rooms with space for 12 to 192 pax, three F&B outlets, an infinity-edged swimming pool, and a spa.

Elsewhere in Malaysia, Best Western Wana Riverside Hotel will open in Malacca later this year, while other Best Western properties are also scheduled to open in Ipoh, Klang, Shah Alam and Petaling Jaya (TTG Asia e-Daily, February 23, 2012).

BWI expects to operate 11 properties and more than 1,700 rooms in Malaysia by 2015.

Ibis rolls out Ramadan deals in Indonesia

By Mimi Hudoyo

July 13, 2012

IBIS has introduced a Ramadan promotion across its hotels in Indonesia to boost business during the upcoming Islamic fasting month.

Scheduled to run from July 20 to August 26, the Ramadhan Dimana? Di ibis Saja promotion is available at 19 ibis Styles/all seasons, ibis hotels and Formule1/ibis budget properties in Jakarta, Bandung, Surabaya, Jogjakarta, Semarang, Solo, Pekanbaru, Balikpapan and Bali.

Packages are priced from 450,000 rupiah (US$50) per night, and include pre-dawn meal/breakfast and fast-breaking meals (or standard dinner).

Guests will get double Le Club Accorhotels points and flexible check-in/check-out times, as well as opportunities to win free stays at ibis branded hotels in Indonesia, Malaysia and Singapore and a grand prize of a sponsored Umrah (pilgrimage to Mecca).

Speaking at a press conference in Jakarta yesterday, Accor Indonesia-Malaysia-Singapore regional director, sales, marketing & distribution, Adi Satria, said: “Over the last five years, the Ramadhan programme has become a tradition for the ibis brand family and has proven very popular with our guests.

“A similar programme last year (TTG Asia e-Daily, July 14, 2011) attracted nearly 400,000 guests throughout the month of Ramadhan, and this year we expect to achieve similar results.”

Trafalgar unveils 2012 winter itineraries

By TTG Asia

July 13, 2012

TRAFALGAR has launched its latest winter itineraries to Europe, highlighting Christmas-themed vacations and immersive experiences.

Positioned as The Insider, this year’s winter lineup features immersive experiences such as drinking warm red wine at Christmas markets in Vienna, and cruising along The Seine river in Paris.

Trafalgar has also introduced three new winter itineraries – “Paris & Rome”, “Highlights of France & Barcelona with Madrid extension” and “Best of Morocco” – bringing its portfolio for the season to a total of 33 programmes.

Three family-dedicated departures have also been added, featuring highlights such as Flamenco lessons in Spain, pizza-making sessions in Rome, and painting carnival masks in Venice.

Nicholas Lim, Trafalgar’s regional director, said: “We have proactively sought to set ourselves apart, creating in-depth itineraries with exclusive trip highlights and enhanced inclusions.

“Singaporeans are some of the most frequent travellers in the region, and we fully expect the figure to grow as we head into the peak season for winter journeys,” he added.

Radisson seeks to paint Asia-Pacific Blu

By TTG Asia

July 13, 2012

CARLSON Rezidor Hotel Group will roll out the latest iteration of its Radisson Blu brand campaign, Turning the World Blu, across Asia-Pacific during the second half of the year.

An update on last year’s Discover Blu campaign (TTG Asia e-Daily, September 23, 2011), Turning the World Blu will run across 15 markets in Asia-Pacific, mainly through online advertising on established media channels and selected pan-regional business titles.

The campaign will feature architectural landmarks in key Radisson Blu markets, iconic photography, and visuals of hotel interiors.

Experiential consumer touch points will also be introduced, such as 3D interactive street art to highlight Radisson Blu’s free Internet, tinted Radisson Blu branded sunglasses for guests to experience the world from a ‘Blu’ perspective, and a ‘Blu Day’ in October to mark a regional celebration.

Lucinda Semark, executive vice president, revenue generation, Asia-Pacific, Carlson Rezidor Hotel Group, said: “This campaign is part of our three-year brand investment strategy in Asia-Pacific to encourage travellers to ‘Discover Radisson Blue’.”

Since 2011, Carlson Rezidor Hotel Group has invested US$7 million in building the brand’s global visibility, of which US$3 million was spent on the Radisson Blu brand campaign in Asia-Pacific between 2011 and 2012.

Simon C Barlow, president, Asia-Pacific, Carlson Rezidor Hotel Group, said: “We have established strong growth momentum in Asia-Pacific, expanding the portfolio from one Radisson Blu hotel and resort in 2010, to 29 at the end of 2011. By 2015, the group will have close to 70 Radisson Blu hotels and resorts operating in the region.”