TTG Asia
Asia/Singapore Sunday, 12th April 2026
Page 2669

AirAsia Japan ups domestic stakes with triple-pronged flight debut

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AIRASIA Japan will introduce daily services from Tokyo (Narita) to Fukuoka, Okinawa (Naha) and Sapporo (Shin Chitose) from August 1, 2012.

The advent of AirAsia Japan, a joint venture between AirAsia and Japan’s All Nippon Airways, is expected to intensify competition levels in the domestic LCC sector.

Kazuyuki Iwakata, CEO, AirAsia Japan, said: “AirAsia Japan’s objective is to develop the LCC market in Japan, generating new demand with the aim of making affordable and quality travel available to all.

“The 84 weekly flights are expected to help meet demand from business and leisure travellers between Sapporo, Fukuoka, Okinawa and Tokyo.”

To mark the launch, the carrier is offering one-way fares from ¥50 (US$0.65) on any of the three domestic routes.

Abacus signs on as Scoot’s inaugural GDS partner

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ABACUS International has signed a distribution agreement with Scoot, the Singapore-based LCC’s first-ever.

The multi-year deal will provide Abacus’ 20,000 travel consultant partners in Asia-Pacific with access to the airlines’ fares and inventory from July 2012.

Operating a fleet of four Boeing 777-200 aircraft, Scoot will begin flying to Sydney and Gold Coast in June, with additional route launches to Bangkok in July and Tianjin in August.

Meanwhile, Abacus shifted its operations in Mumbai and Bangalore to new premises on May 29 and May 31, respectively.

“This is indicative of the fast expansion that Abacus is seeing in India and we are therefore increasing our investment to better support travel companies based there”, said Brett Henry, Abacus India VP.

GHM woos Chinese luxury travellers with new Ahn Luh brand

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GHM has entered into a joint venture with Beijing Tourism Group (BTG), in partnership with real estate investor Great Ocean Group (GOG), to launch Ahn Luh, an upscale hotel brand targeting luxury travellers in China.

Conceptualised by BTG chairman Duan Qiang, GOG founder Whitney Duan and Adrian Zecha, who founded Amanresorts and co-founded GHM with Hans R. Jenni, the first Ahn Luh properties are expected to debut within the next two to three years.

The inaugural resort will be Ahn Luh Dujiangyan in Chengdu, while other properties in destinations such as Beijing, the Pearl River Delta and South-west China are also in the pipeline.

BTG chairman, Duan Qiang, said: “Resorts in the new Ahn Luh brand aim to promote and practice what we have termed the ‘China services’ concept. In essence, this concept marries internationally accepted standards of quality with distinct, local features. The result is the fusing of old-world Chinese hospitality with contemporary elegance to create value added products, while contributing to an eco-friendly environment.”

Ahn Luh hotels will typically feature 50 – 100 rooms and villas, ranging in size from 60m2 – 120m2, in addition to meeting facilities. Each hotel will boast a resident Tai Chi master, as well as a retail outlet offering regional goods and traditional Chinese medicine. Other features include dian xin breakfast, an all-day Chinese-style tapas bar, and a fleet of WiFi-enabled cars.

With Ahn Luh, GHM joins the flurry of international hotel chains to develop Chinese-oriented brands, such as IHG’s Hualuxe, Accor’s Mei Jue and Movenpick’s Rui Xiang.

Bangkok airport to shut runway, delays expected

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SUVARNABHUMI Airport will close one of its runways for routine maintenance from June 11 till August 10, 2012, potentially causing delays for passengers arriving at and leaving from Bangkok.

According to Thailand’s Department of Civil Aviation, the runway closure is expected to result in traffic congestion both in the air and on the ground. Inbound flights may be forced to wait in the air for 20-45 minutes during peak periods before landing.

While no flight cancellations are anticipated, airlines have begun advising their passengers to allow a minimum of 80 minutes for connections in Bangkok.

Meanwhile, Thai aviation authorities are contemplating the diversion of certain domestic flight operations to Don Mueang Airport during the 60-day maintenance period.

If the plan is implemented, passengers will need to allow a minimum of 60 minutes travel time between Suvarnabhumi and Don Mueang.

Furama RiverFront hires Chakrapong Paladsongkram as GM

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Chakrapong Paladsongkram

FURAMA Hotels International has appointed Chakrapong Paladsongkram as general manager of the group’s flagship property, Furama RiverFront.

Prior to joining Furama, Chakrapong worked for top hotels in Thailand, Cambodia, Dubai and the US.

Key appointments at Sheraton Bali Kuta Resort & Westin Resort Nusa Dua, Bali

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Bipan Kapur (left), Dario Orsini and Jason Leung

BIPAN Kapur has been promoted to managing director of Sheraton Bali Kuta Resort and The Westin Resort Nusa Dua, Bali. A new general manager and executive assistant manager have also been appointed at the Sheraton and Westin, respectively.

In his new role, Kapur will oversee the soon-to-be-opened Sheraton Bali Kuta Resort, in addition to his existing responsibilities as general manager of The Westin Resort Nusa Dua, Bali and Bali International Convention Centre.

Kapur started his hospitality career at Sheraton Mirage Gold Coast in 1992, and has been with Starwood Hotels & Resorts Worldwide for the past 20 years.

Meanwhile, Sheraton Bali Kuta Resort has appointed Dario Orsini as general manager. He was previously hotel manager at The Westin Resort Nusa Dua, Bali.

In addition, Westin Resort Nusa Dua, Bali has promoted Jason Leung to executive assistant manager. Besides his ongoing sales & marketing role, Leung will assume responsibility for daily operations of the resort and convention centre.

Abid Butt rejoins Banyan Tree Hotels & Resorts as CEO

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Abid Butt

BANYAN Tree Holdings has appointed Abid Butt as CEO of Banyan Tree Hotels & Resorts (BTHR), the group’s wholly owned hotel management and development subsidiary.

“As BTHR’s aggressive growth strategy propels the company’s portfolio forward, with a significant pipeline of projects in China, the Americas, Europe and South-east Asia, Butt’s knowledge and expertise in hotel operations and infrastructure will be invaluable,” said Banyan Tree Holdings executive chairman, Ho KwonPing.

Butt previously served as the area general manager for Banyan Tree’s flagship resort, Banyan Tree Phuket, over ten years ago, followed by his appointment as the first vice president of operations from 2000 – 2002.

In his most recent role, Butt was the vice president for asset management of Host Hotels & Resorts in the US.

Local airlines and hotels lag behind, say rich Chinese

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AFFLUENT Chinese travellers do not think highly of domestic hotels and airlines, according to a May 2012 report by CAP Strategic Research.

The market research company conducted personal interviews with 300 ‘super-rich’ Chinese consumers (average annual household income of US$136,000) and 330 ‘affluent’ consumers (average annual household income of US$67,000) across Beijing, Shanghai and Guangzhou to find out more about their travel behaviour and attitudes.

Based on the results, CAP deduced that Chinese hotel chains such as Jinjiang and Hanting were perceived poorly on all aspects of brand equity, with no home-grown brands within the top ten – dominated by international chains such as Shangri-La, Hilton, Ritz-Carlton and Sheraton.

In addition, very few Chinese luxury travellers expressed a willingness to recommend local hotel brands to their counterparts.

Domestic carriers fared better than local hotel chains in the report, with Chinese airlines such as China Southern, China Eastern and Air China attaining average brand ratings – lagging behind All Nippon Airways, American Airlines, Emirates and South African Airways, but ahead of Cathay Pacific, British Airways and United Airlines.

Local airlines scored well in terms of awareness and salience, but their brand quality and customer satisfaction received less favourable ratings among the respondents.

Leveraging new platforms

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More travel firms are growing their online business by launching new-generation websites. Our reporters click their way through these stores to give their reviews 

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Holiday Tours

www.holidaytours.com.my 

Presentation The home-page is visually appealing with attractive images and large headlines. The main banner – a series of rotating photographs each featuring a different promotion – did not change too fast and offered enough time for me to read the package highlights.

The use of big font sizes to separate the different sections were useful in guiding me to what I was looking for. A navigation panel with drop-down menus displays information on additional products and services such as travel insurance.

Content The website offers information on a wide range of products and services, with terms and conditions, special offers and hotel details displayed in a clear, concise manner.

While the booking engine allows the reservation of flights and packages online, users cannot complete the deal immediately as they still have to fill up a supplementary booking form and await further response from the company.

Standout innovation The Abacus-powered flight booking engine is a standout, providing a list of flights and their respective prices to the chosen destination. Another standout is the online chat service. Within two minutes of submitting my name, phone number and address, a customer service representative connected with me online and responded to my queries with precise answers. On exiting the system I was even asked if I would like a transcript of the ‘conversation’.

Ease of use This site is user-friendly and easy to navigate. Transactions can be done online via direct credit card payment or funds transfer to the company’s bank account.

Verdict This website offers diverse products and services, and its well-structured layout is easy to navigate. It could, however, consolidate the number of different sections on the homepage and group them according to clearer-defined themes, such as domestic travel, international travel, international events and domestic events. – N. Nithiyananthan  

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Guangdong China Travel Service

www.gdcts.com

Presentation The website design is modern and trendy with eye-catching icons and colourful banners. It uses vivid images to illustrate a product, compelling users to click to find out more. The online chat function stays at the top right-hand corner of the browser, hence saving search time should a user require the feature. 

Content The site is informative with different service categories – from FIT, to ticketing and cruises – listed on the menu bar. Online transactions are possible through its partnership with Tmall.com, a B2C online shopping platform under the Alibaba Group.

The company has about 50 per cent of its products and service items listed online, but these are mainly confined to its signature products and regular itineraries.

Standout innovation As the first travel consultant in Guangdong to set up a website in the mid-1990s, the company has subsequently upgraded its site and added more functions over time, from just basic information in the beginning to providing promotions and consultation services in 2000 and launching online transactions in 2008.

In the next six months, the site will undergo a complete revamp to include a new patented system that will provide must-know information like weather and local emergency contacts. It aims to provide a one-stop experience for users.

Ease of use Its simple layout allows easy access of information, while the live chat function caters to urgent queries – I tried using it and the response time was quick. The website’s default language is Chinese though, and despite the option of switching to English, Japanese or Russian, only the company’s profile page is available in other languages.

Verdict Efficient, and one is spoiled for choice. – Prudence Lui

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Asiatravel

www.asiatravel.com

Presentation The homepage is cluttered with numbers and icons, which can be off-putting for some users. The site appears more functional than aesthetic; it was apparently not designed to inspire travel, but rather targeted at individuals who already have a destination or itinerary in mind.

Content Asiatravel.com showcases a comprehensive product range, enabling users to make instant bookings for flights, cruises, coaches, hotels, transfers, attraction tickets and tours. However, there is little to differentiate itself from other standard travel websites due to its lack of travel-related content such as client’s stories, travel news and destination images. Hotel reviews and testimonials from past clients are displayed on the site though.

Even though the homepage can be translated into 11 languages, linked pages will be displayed in English first until users click on the language tab to select their preference. There is also the occasional translation error and not all pages can be displayed in other languages.

Standout innovation A contrast to other Singapore-based travel websites, attraction tickets, tours and transfers can be booked in advance at this site. Itineraries targeting specifically business and MICE travellers are also available for viewing, but unlike the leisure products on offer, they cannot be booked online.

Ease of use The site is easy to navigate, with each section on the homepage divided into various sub-fields. The flight booking engine is a little more complicated to use as one has to be familiar with international airport codes, otherwise one can scroll down a (long) list of destinations to automatically generate codes.

Verdict Despite its broad array of travel products, the website should include more attractive visuals and additional content, such as travel stories by previous clients, to foster greater interest and generate higher traffic. The website design should be simplified to reduce graphical clutter. – Linda Haden

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Horizon Travel & Tours

www.horizontravel.ph 

Presentation A B2B-B2C hybrid platform, the site is functional enough for its main users – retail sales agents – but not particularly attractive for consumers. It is packed with information for users to follow up with offline enquiries – they seem to encourage it with their office addresses and hotlines prominently displayed. Attempts to interact through social media channels are visible, with links to its Twitter and Facebook accounts.

Content  This content-rich site allows users to look up cruise promotions, international airline schedules and overseas tour packages, in addition to information on support services like travel insurance and visa application. This is significant considering the number of travel companies in the Philippines who still use their websites primarily for branding. The information provided goes beyond the initial-query types, cutting down on time customers have to spend on phone calls or store visits.

Standout innovation Horizon has clearly anticipated the needs of its different clientele. On the B2B side, Horizon has a separate log-in for retailers to check package rates and conditions before sending in their purchase orders to confirm bookings – few wholesalers offer this service.

Ease of use  The horizontal-oriented layout allows users to obtain information quickly. However, the layout is not consistent across the secondary pages: some pages display social media widgets, while others highlight bargain tours.

Direct bookings are not possible as the website does not have a booking engine. An Adobe Acrobat reader is required to access information for overseas tour packages (most are attached as PDF files).

Verdict This website works better for partner agents and bargain-hunting consumers, as well as clients who prefer some kind of human interaction to assure them of service delivery. Package rates are regularly updated, but back-end improvements could be made to allow dynamic updates. Design could also be more appealing. – Marianne Carandang

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Hong Thai Travel Services   

www.hongthai.com

Presentation Billed as a one-stop travel retail store, Hong Thai’s website reflects its branding fully with a simple, colourful layout and minimal use of distracting flash banner ads. Overall, the design is functional and straightforward, similar to other travel websites.

Content The site houses a rich array of content under one roof. Apart from standard packages and special offers, there are also destination videos, which were originally broadcasted on mobile advertising platforms on local buses. Transactions for flights, cruises, hotels, tours and even Airport Express train tickets can be made instantly through its online booking system.

Standout innovation Hong Thai was the first travel consultant in Hong Kong to develop its own group-buy platform, allowing clients to enjoy special offers with fantastic discounts within a limited time period. So far, packages rolled out include Macau’s House of Dancing Water, Shenzhen’s OCT East resort, and for destinations such as Taiwan and Singapore. Group-buying offers will be rolled out regularly for different products.

Ease of use  Products and services are clearly categorised and colour-coded for easy identification. However, the site is only available in Chinese so this limits its target audience. Also, if you encounter any problem online, there is no live chat feature to provide instant assistance; instead, you have to contact its call centre.

Verdict Functional – you get what you want with a few clicks. – Prudence Lui

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Aman Travels 

www.bookajourney.com

Presentation The website features an eye-catching colour scheme of blue, green and white. Its clean and crisp layout displays different sections clearly, with an additional sitemap at the bottom of each page for users to home in on information.

Content It offers a wide array of travel products, including domestic flight tickets, domestic and international hotels, domestic and international holiday packages, forex, visa and passport information, and corporate travel solutions. It also has an agent platform to attract B2B clients, while also being connected to major 
social networks to reach consumers.

Standout innovation Its listing of domestic and overseas holiday packages on the extreme right column is unlike most Indian travel websites that only highlight their hotel and flight bookings. This site also offers 24/7 customer service support.

Ease of use User-friendly and provides easy access to information and services. For example, its flight booking engine allows users to select a flight easily according to preferences, including choice of airline.

Verdict A website with lots of potential but the quality of English can be improved. – Divya Kaul

This article was first published in TTG Asia, June 1, 2012 issue, on page 12. To read more, please view our digital edition or click here to subscribe.

 

View from the top: Deep Kalra

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After his blockbuster IPO on NASDAQ in 2010, MakeMyTrip’s Deep Kalra can look back and say he was resilient, not stubborn. He shares with Raini Hamdi what it takes to make your own trip to riches and stardom

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Deep Kalra
Founder & CEO
MakeMyTrip, India

How did you make this trip?
I started with a job in a bank and at the end of two years I knew I was not cut out for banking. In fact I had this morbid fear that I was going to die on my deathbed writing a credit proposal! It was non-stimulating, not non-adventurous and not impactful. Maybe it was early days and I was impatient by nature. But I was wondering, what impact was I making? I was doing corporate banking. The new, exciting young companies were being turned down by the credit department – ABN AMRO,  being a Dutch bank, was conservative – and the ones that were there forever got approved, so it was not very exciting.

Then something bizarre came along. An American company, AMF Bowling, which sold 10,000 bowling lanes in China, wanted to expand in India where there was no bowling at the time. I got excited as it was an entrepreneurial job – a one-man army and no rules. I spent four years there and understood the whole business from how you lay lanes to finding investors to buy this equipment and installing it. I had 200 lanes to show for at the end of it, so clearly not a success.

But it gave you entrepreneurial insights?
Yes, the most important was that I would not be scared or deterred to do something when there were no rules.

But it did make me want to join a large company where systems and processes were in place. So I did, with GE Capital, and it was to find new avenues for distributing our consumer finance products and the new avenue was the Internet. So I was working a lot on the Internet and the more I interacted with the medium on a professional and personal level, the more I was convinced that the time was right to jump onto something that I thought would do very well, MakeMyTrip.com.

Why an OTA?
For me the epiphany if there was one – though I don’t think it was one moment but gradual – was when I put my wife’s car for sale on a site called automartindia.com and it fetched Rs20,000 (US$368) more than the traditional channel. Then in July 2000, I wanted to take her on a holiday to Phuket. We went online – I think it was asiarooms or asiahotels – and we had the same accommodation at US$70 compared with US$100 a travel consultant offered us.

Today I know with authority that the hotel was working with many consolidators in Thailand and those worked with other consolidators in markets like India, who were working with small travel agencies.

So there were three guys in the line, each making perhaps US$5-US$10 on the booking and by the time you got it, it would be more expensive than if you had gone direct or to one intermediary. I don’t like direct; one intermediary, like online, is a good idea (laughs).

When you launched on April 1, 2000, were there other OTAs?
A host of them came up at the same time, we were the first wave, but all of them perished.

Why hadn’t MakeMyTrip?
I’m just stubborn. I think though there is a fine line between resilience and stubbornness, and my saying is, if it works out, you can give yourself a pat on your back and say you’re resilient.

But at that moment, you were in the zone and you were just saying to yourself, ‘listen, there’s light at the end of the tunnel, the graphs tell you they will intersect, it’ll take a couple of years, stick with it.’

Things were bad – 2001 to 2003 were our darkest hours – because people were not used to buying online and we weren’t getting the promised second funding because of the dotcom bust. So we were pretty much on our own. So either we paid three months and shut shop, or we carried on. The hardship would go on for one, two years and we had to take the biggest cuts.

My two co-founders took massive cuts. For 18 months I didn’t draw a salary. And the team shrunk from 42 to 24 over a weekend because some people thought this was just too risky. But I don’t grudge anyone – each of us has our own personal situations. We decided we wanted to fight it out and today, am I glad we did.

It’s hard to build and create, so if you believe that there is something there, don’t give up on it easily. Especially if you are in your early 30s (he was 30 years old when MakeMyTrip was launched), it’s irrelevant if you have to spend six months more, one year more on it. I’d say, even if there’s a 25 chance you’re successful, go for it.

And the rest, for you, is history.
Yes, the turning point was in 2004/2005 when India started to open up, the low-cost carriers came in and we saw the opportunity to use technology with them. In 2005, we did Rs20 million in gross bookings; it’s 50 times that number today.

But it was inbound in the beginning, right?
Yes, non-resident Indians based in the US coming home. They were used to buying online using Expedia, Travelocity, etc, and they were buying largely air.

Today, almost 90 per cent of bookings are India residents travelling within India and overseas, which are growing at crazy rates.

So what’s next for you, being young still, 42 years?
It’s a great question and I ask myself that. To be honest, when you list a company, you make a conscious choice that you’re not exiting but actually growing the company. What we’ve got now are resources – we’ve raised US$80 million in cash from the IPO and I’m doing a lot of M&As, the first in Singapore and we’re looking in that region still.

So I’m totally fixated now on growing the business and if there is a plan B, I’d definitely like to spend more time on – it’s cliche but true – giving back. That’s  going to be my next move, though I don’t know when.

I’m sure I won’t end up doing another for-profit venture. I think I got more than I ever wanted on a monetary scale. So I’m quite content and it’s important we keep taking care of shareholder value, but if we can give back…

We only have one life. Unlike most Hindus, I don’t believe in life after death. I believe there is only one life, so you want to live it well.

What drives you at work now?
Making the company a great place to work. We take pride that for two years in a row now, we’ve been voted among the top three companies to work for in India.

Our culture is transparent and open. Our philosophy is tell people what they need to do, coach and mentor, but don’t tell them how to do it, otherwise you are not going to get good managers.

We also spend a lot of time doing things together. We consciously try not to make the gap become too big between management and other folks. Once a month at least, I have lunch with a batch of 20 guys at the most junior level from the different departments, so I can listen to feedback from them.

What also drives me is making every customer a brand ambassador of MakeMyTrip. It’s easy if you are an expensive brand like Apple or a luxury brand like Oberoi, but not so easy when you are a value brand.

This article was first published in TTG Asia, June 1, 2012 issue, on page 8. To read more, please view our digital edition or click here to subscribe.