David Brett, President of Amadeus Asia Pacific

This week,  David Brett, President of Amadeus Asia Pacific, chats with Travel Daily about the rise of female travellers and other major forces affecting travel in the Asian region…

Q)           Is female travel increasing in Asia and among Asian women?

It depends on where you are. There is definitely a phenomenon of women getting together in groups, travelling together, experiencing shops and spas. It is definitely already happening and is likely to increase. But currently women are travelling to destinations they are familiar with and that they consider safe, such as Singapore and Bangkok. But the trend will definitely continue as women become more independent and adventurous.

Also more women are graduating from Asian universities now, so the boardrooms of the future will be filled with women, and this will increase the trend further.

New markets could open up, but they need to do more to attract the female market. This isn’t to do with offering particular facilities, but more promoting the destination in the correct way and informing people to make an educated decision.

Q)           Are women also driving changes in the way people book travel?

Yes, women tend to be a lot more detailed, they dig a bit deeper and ask more questions. They also use the internet more and use Facebook more than men. This is making the tourism providers think more about how they make their offers, making their products more attractive to a female booker. So in future, the more information the supplier is able to provide to the customer, the more they are able to tailor their products to the individual, the more successful they will be. A lot of this will be driven by social media.

It seems to be a very recent phenomenon that has quickly caught on. A lot of big travel providers are now in the process of re-jigging their products to take into account who is making the final decision. Maybe the data just wasn’t available before, but it’s interesting to see how many industry experts agree with our findings. It really is quite remarkable that everyone picked up on the trend at the same time.

It’s quite a big shift in the way people look at things. It’s no longer enough to just package together a flight and a hotel; providers really now need to go ‘door-to-door’, with transfers, attractions and car hire designed for the individual and packaged in an attractive way. And it’s a really good thing as it means we’re going to get something we actually want, rather than people selling you some generic product.

Q)           So is the industry becoming more specialised?

There is a trend towards more individualised products. Whether that will become an advantage for the niche players, or whether the big players will start offering more niche products, is yet to be seen.

A lot of what’s been said about travel agents dying off just hasn’t happened. What is clear is that if agents make use of the technology available to them and provide a good service, people will pay. If they don’t, customers will go elsewhere. If you don’t use the technology available to you and someone else does, clearly you will struggle.

As a GDS, what we’re trying to do is gather as much information as possible from as many sources as possible and present that in a way that’s easy to use and easy to interpret to the customer. We need to be able to provide that door-to-door offering that customers now demand.

Q)           What affect will the onset of the ASEAN Economic Community in 2015 have on travel in the region?

I think it will provide an enormous boost to travel in the region, because there are so many people who it could benefit. So many people now want to go on short hops across the region, the potential is mind-boggling.

Look at India; previously not many Indians came for short breaks in Bangkok because you needed a visa. Then they introduced visa-on-arrival and it became so much easier. I still don’t understand why certain countries are so restrictive. There is good evidence that every time you open up there is a boost to travel. Tourism is such a lucrative business that I don’t understand why they make it so difficult – it’s counter-intuitive and counter-productive. Governments need to be more coordinated in their approach.

Q)           And how far are we away from the single ASEAN tourist visa?

It would be a great idea, wouldn’t it? If they could pull it off, it would provide a huge boost to the region, but I couldn’t say how close we are to it.

Peter Ward

Today, Travel Daily speaks to Peter Ward, co-founder and co-CEO of WAYN about its re-launch and the next step in the social media sphere…

WAYN recently relaunched, what has the response been like since it was introduced?

It has been interesting in the last six months to see a shift in people using WAYN from meeting friends and dating to making friends, travel and then dating last. The site will always be used for dating but it is less important to our users and we’ve now added a contextual discussion engine so people can talk about where to go or what to do that works for all destinations.

We have found that the trip itself is less than 10% of the holiday experience. Part of the fun is the discovery element and research; then after finding out more the planning and getting ideas. Then there is the post-trip euphoria and wanting to share and that can last all your life. Speak to a person who has been on a gap year and the moment they mention it it puts a smile on their face.

Our goal is to be the leading travel platform that people visit every day and fulfil the place for them to do this.

How does the site use social media, or are these your competitors?

Currently the site integrates Facebook and Foursquare but we are adding more social media platforms such as LinkedIn which will also make us a better source for business travellers. Instagram will be another interesting addition as then users can show, rate and comment on the photos with others.

Social media sites are both our collaborators and competition and there are also many start-ups that have come and gone. But no one has really got on the scale to be a real threat compared to what we deliver. WAYN is a place to hang out, whereas a site like TripAdvisor you visit once for a specific person and there is no vibe there. WAYN is like a global bar where any conversation can take place.

Booking options will provide another angle on that and with all the information we collect about our users then brands can really communicate with the ones that match their ethos.

The industry consistently hears about customers wanting more experiences and tours particularly on the go and from recommendations, but WAYN already seems to do this. What are the next steps? 

You could say we were ahead of the curve when we launched in 2003. To some extent we look at what our users do or ask for and innovate and interact from there, rapidly testing what we think will be successful and build from that.

For example our new look has not been copied Pinterest but when we tested different formats the wall style platform was found to be more effective. Within this format it is easier to integrate adverts and combined with the integrated capability with social media, it will differentiate us. The majority of our users still access through the web as we have not been that aggressive in the mobile market but there is a huge growth opportunity for us. Use of our mobile app has increased but the next launch this spring will change the game. Tablets are important too.

We missed the boat a little with Foursquare; we were too early on checking into a location and there was a problem with the technology we had looked in to. Since then Foursquare has come along but checking into a place is not something we do habitually. The new WAYN check-in offering due to launch in May will surprise some and works on the psychology of why we check into

What other functions have been introduced?

We have not been that big in the travel service before but there is a commerce strategy in place. It can easily integrate into the discussions that our users are having when they return from somewhere so others can be influenced by recommendations and rewarded for that. The current platform we’ve released is just the start of our changes. We have now launched our VIP offering which currently offers more social gadgets but in the next reach will be an international benefits platform offering discounts, guest list entry and money off restaurants etc across a number of cities.

How will you engage the travel industry within WAYN?

Since we launched the new site there has been a rise in engagement levels. There has been positive feedback with more than 90% happy when they made the switch over. Our client feedback has been ‘wow’ with a huge amount of interest and that isn’t just from travel brands but lifestyle generally. We can survey our users at the drop of a hat and gather perceptions of the market so will be in the position to provide data for travel trends or specific companies.

We are only really scraping the surface of this at the moment and we will expand this particularly for events or initiatives. Our marketing capabilities will also cover local hoteliers and we will reward them for engagement with our users. Any company can have their own profile page and have direct connections and contact with users.

Hansruedi Frutiger

This week, Travel Daily chats with Hansruedi Frutiger,  General Manager, Mövenpick Resort & Spa Karon Beach Phuket…

1)            How has the hotel industry in Phuket performed recently, and is the Movenpick Resort & Spa Karon following this trend?

Occupancy in Phuket and for our resort for the first quarter in 2013 has been very good. It is an indicator that business levels and growth are expected to rise further. Phuket retains a key advantage over Bali with relatively shorter direct flight time from major cities in Eastern Europe.

2)            What are your main visitor source markets, and are you seeing any rise in demand from emerging markets such as China and Russia?

Our main markets during the first quarter were Russia, China and Australia. Forty percent of Eastern European travellers to Thailand visited Phuket, compared to 2008 when only 23% visited us. Between 2008 and today the number of airlines arrivals to Phuket grew tremendously. The airport will now undergo renovation and extension to accommodate more direct flights.

3)            How important is the Thai market for your resort, and have you seen an increase in domestic guests recently?

The Thai market is only coming to Phuket when we celebrate long weekends and or to attend a seminar or conference. Otherwise Phuket is too far for guests from Bangkok; they rather go to Hua Hin or visit Pattaya.

4)            Your resort has a significant amount of event space; how has the MICE market performed recently?

During the first quarter we were happy with the MICE market, coming from China, or even Australia. We had some large events with up to 250 guests during March and April.

5)            What further developments can we expect from the Movenpick Resort & Spa Karon Beach Phuket for the remainder of the year?

Strong demand in the mass market of Chinese and Russian tourists will continue to grow, with a gradual shift to more FITs and a considerable decline of the traditional European market. Arrivals from key markets of Norway, Sweden and Finland, which was very good in previous years, has shifted to Kao Lak and other places. Presently in Phuket we have 45,000 registered accommodation units inclusive the upcoming 1,450 inventory expected to open this year. But in the coming four years we still have another 4,090 room coming up – a growth of 9%.

The Middle East and Indian markets are travelling from May to July and this market needs to be developed further. Phuket is blessed with many direct flights from the region and from overseas, and with the completion of the new airport and infrastructure across the island we shall continue to grow.

Mbuvi Ngunze talks to Travel Daily Asia's Mark Elliott

Today, Travel Daily chats with Mbuvi Ngunze, Chief Operating Officer of Kenya Airways about China, Dreamliners and Africa’s ‘peace dividend’…

 Q)     Kenya is currently expanding in Asia; to what extent is China driving this growth?

 If you’re doing business in the Asian region and not pushing hard into China, especially as an African carrier, it would be a mistake. Today China is Africa’s biggest trading partner so inevitably China is a big market for us. Until recently we were doing four flights per week into Guangzhou. We’ve extended that to daily, via Bangkok.

Q)     So who is flying on Kenya Airways’ flights to and from China?

I would say we have three or four categories of people travelling on our flights. Remember, the traffic is not only Kenya-bound but it is though traffic, because we have an extensive network across Africa. Firstly there is business traffic, which is driven by China’s investment into Africa. Secondly there is trader traffic: traders from Africa going to buy goods in China and then importing them back into Africa. Thirdly there is labour traffic; because of the investments being made into Africa today, we are seeing migrant labour traffic coming into Africa, not only from China but other countries like Vietnam and the Philippines. And fourthly is leisure traffic, which is an area we would like to see grow.

Q)     Is Kenya actively pursuing Chinese leisure travellers?

Absolutely. Kenya’s tourism has been driven largely by the European markets in the past – mainly the UK and Germany, but also France and the Nordic countries. But as economies grow in Asia, and especially China, it’s important to focus on them. There are a lot of people on this side of the world, and with disposable incomes rising the economic impact is going to be huge. It’s a big, big focus for us.

Q)     As a member of SkyTeam, are you looking to expand your codesharing partnerships with, say, China Southern Airlines and China Eastern Airlines?

Yes certainly. The strategy of SkyTeam is to work very closely with your partners. Today we codeshare on a limited basis with China Eastern and we are currently in discussions about rebalancing our codeshare relationship with China Southern. In the next few months we should be announcing some revision of these arrangements. But there’s no way you can grow on your own in China. Without a domestic partner we’d only be touching the edges.

And of course Chinese carriers are beginning to realise the impact of the level of African travel into China, so they should be keen to codeshare on our extensive African network.

Kenya Airways has ordered three more Boeing 777s

Q)     You expect to receive new long-range aircraft in the next few years. Will Kenya Airways use these as a means of pushing east into Asia?

Yes, as part of our expansion plan we want to put our own metal into Asia. As we receive new aircraft, such as our Boeing 787s and 777-300, the main focus areas for us will be India, China and southern Asia. Europe is a mature market and already well covered; we see the growth coming from Asia. We would like to fly to more points in Asia direct from Nairobi, as the new aircraft will give us greater flying time and more direct flight capability.

We have a 10-year expansion plan and all major Asian cities are being targeted, such as Manila, Kuala Lumpur, Beijing, plus additional points in China and India.

Q)     And the Boeing 787 would give you the option of going direct to Australia…

Australia is also on the radar, but only in the mid-term. We have to work out what makes sense; to do it by ourselves or through a partner. So we have to consider these factors as and when the time comes. We are in a codeshare partnership with Etihad, which has a strong links into Australia so we’ll have to see what evolves.

Q)     And are the Dreamliner deliveries on track?

According to Boeing the current indications are that we are still on track to receive our first 787 in Q1 2014. We will have five deliveries next year and four the following year, and we have no reason to think this won’t go ahead. We also have one 777-300ER due for delivery in October this year and two due for delivery late next year. We’ll be announcing the deployment of the first 777 shortly, but I can’t reveal anything at the moment.

Q)     And how will you be configuring the new aircraft?

Our Boeing 787s will seat 264 in two classes – business and economy. Really they will be a replacement for the 767s, so the new aircraft will give us extra capacity. Once the 787s deliveries are complete we’ll retire the 767s. We feel that the 787’s range and capacity will work well for us, allowing us to launch more direct routes.

Q)     Overall, which markets hold the strongest growth potential for Kenya Airways?

I would say both India and China. India has very strong historical ties with East Africa, so we have very good traffic into India. We’ve been flying to Mumbai for quite a while and added an additional night flight last year, as well as adding three weekly flights to Delhi last June, and the market has responded well. We are certainly bullish about the opportunities in India.

China is also showing strong potential, and right now we are only in the south. Beijing and its environs probably have the biggest market out of China, so need to find a way to play in that market in future.

My sense is also that we are seeing a significant ‘peace dividend’ in Africa. Economic growth is exceeding the global average and despite some upheaval here or there, the upward trajectory is positive. China is investing significantly in Africa so I expect China will be an increasingly important part of our business.

Of course London-Nairobi is still a key route for us, but it has taken a bit of a hit in the last year and a half. We still do daily frequencies into London and I’m cautiously optimistic there will be some turnaround. The overall market between the UK and East Africa has shrunk, but it won’t always remain that way. We need to manage our capacity and be ready for the upturn. London is a route that’s been quite strong for us so we remain hopeful.

David Wicker

This week, Travel Daily goes Face-to-Face with  David Wicker, general manager of the  New World Saigon Hotel…

1. Can you please give us a brief outline of your hotel’s key selling points?

Our main selling points are our location – walking distance from major shopping destinations such as the famous Ben Thanh Market and Saigon Square, and accessible to the city’s major tourist interests, while the fact that we were the first five-star hotel in Ho Chi Minh City gives us our strong product awareness. We also have the largest room inventory in Ho Chi Minh City, with 533 guestroom and suites, enabling us to cater to large MICE groups, with our 1,098m2 of meeting space. Our Executive Club Lounge – an outdoor terrace overlooking Ho Chi Minh skyline – is also very popular.

2. What are your main target markets, and are you seeing any rise in demand from Asia’s emerging markets?

Our business mainly comes from Japan, South Korea, United States, Hong Kong, Singapore and China. Since our main market is from corporate business, we are seeing growth in countries that have invested in Vietnam and most of them are the ones that have been mentioned. We have seen growth from other Asian countries such as Thailand, Malaysia and the Philippines but mostly from leisure travellers. China will definitely grow but the increase in Chinese travellers benefit more the three- and four-star hotels due to budget constraints.

3. What are the main trends currently affecting the hotel industry in Ho Chi Minh City?

The hotel industry in Ho Chi Minh is significantly growing. Within the five-star category, there will be almost 1,000 rooms added to the city’s supply in two years time, while two- to four-star hotels are popping up on every street corner. With the additional supply, hotels are focusing on upgrading their products and facilities to ensure they are on a par with their competitive set. Promotions are more customised and tailored to fit the client’s needs. There is more collaboration with local tour operators on how we can make the destination more attractive compared to cities like Bangkok, Singapore, Kuala Lumpur and Hong Kong.

4. Several new hotels have opened in the city in recent years; what is your hotel doing to stay ahead of the competition?

New World Hotels is known for its modern oriental hospitality, thus service standards is continuously being uplifted with the main focus on incorporating modern oriental hospitality in our personalised dealings with every guests and associates.

5. What further developments can we expect from New World Saigon in 2013?

At present the hotel will focus mainly on service delivery ,which will include training enhancements, task and skills orientated improvements, guest service programmes and further development of our associate retention programmes including all general rank and file associates and focused efforts to develop managers for the future. We have looked at some physical enhancements, however they are, at this stage, still on the drawing board. But we will be only too happy to share this with your readers and you in due course.

Jean-Marie Pin Harry

Today, Travel Daily Asia chats with Jean-Marie Pin Harry, General Manager of  Johor Premium Outlets…

Q)           Could you explain the concept of Johor Premium Outlets?

Johor Premium Outlets is a collection of 80 designer and name brand outlet stores. Premium Outlets is a portfolio of outlet shopping centres which brings together the brands in unique outdoor settings. Each centre is a shopping attraction and destination in its own right offering such as factory-direct savings, distinctive, upscale store mix of leading designers and brands and a location that is easily accessible and near other attractions.

Q)           How have the outlets performed since opening?

Since its opening in December 2011, Johor Premium Outlets has been getting a constant stream of visitors, including Malaysians and international tourists alike. We are expecting the market to continue growing for the coming years.

Q)           Could you elaborate on the plans for Phase 2 and 3?

We have announced plans for the opening of the centre’s second phase scheduled to be opened in the fourth quarter of 2013. Phase II will extend the existing concept and outlet shopping offering of Johor Premium Outlets, providing a larger and enhanced shopping experience to visitors and will feature approximately 40 stores, adding more brand names to the centre’s current roster. We will make a separate announcement in the third quarter of 2013 for the new brand names that will be joining the centre for phase two.

Q)           How are you promoting Johor Premium Outlets to international markets? 

Genting Simon works closely with the Malaysia inbound travel agents to promote Johor Premium Outlets to overseas markets. Malaysia inbound travel agents will include Johor Premium Outlets as part of the holiday package itinerary and market it to overseas outbound travel agents.

Q)           Are there any plans of expanding beyond Asia?

While there is great excitement and anticipation for the phase development of Johor Premium Outlet in Malaysia, we are currently focusing on completing and opening this phase.

Cheong Sui Hunn

Today, Travel Daily chats with Cheong Sui Hunn,  General Manager, Abacus Travel Systems in Singapore…

Q)           What has the response been for Abacus solutions in Singapore in the last 12 months?

Our travel agency solutions have been very well adopted in the last 12 months, in fact this is much better than what we were expecting.  We have had a lot of new innovations, including mobile product, automated tools s and our new back-office system, which allow us to offer a whole range of point-to-point services, from shopping to reporting.

We are seeing our existing customers adopting more solutions. Labour costs are going to be a big issue in Singapore following the cap on foreign staff numbers, and customers are also more demanding now. So we are helping our travel agencies to automate as fast as possible. We have the solutions in place so now we’re upgrading them for the next leap in performance. Travel agencies are hearing about our solutions and are coming to see us a year, even two years ahead of renewals.

And when new travel agencies come and set up offices in Singapore, we are the first GDS they call.

Q)           To what extent have mobile solutions been driving Abacus’ growth in Singapore?

Most of our products are already optimised for mobile and we have had market leadership in this area for the last three years. It will take our competitors some time to even begin to catch up, and by the time they launch a mobile platform we will be moving on to something very different.

Some of our more innovative customers are now using mobile and visiting their clients’ homes. They are sitting with their customers, planning their trips and making bookings via a mobile tablet. Bricks and mortar agencies may be competing with the online travel agencies, but they are able to offer personalised planning for big family holidays, cruises, specialty tours, etc, which travellers can’t just buy online. These are sectors that are gaining popularity and growing in Singapore now.

Even the corporate customers are happy as tickets, itineraries and boarding passes are now available through mobile devices.

Q)           So does Abacus have the largest market share in Singapore?

If you walk into most travel agencies in Chinatown or Little India, they have an Abacus set. And if you go to the NATAS Fair, we have 90% market share. Everywhere you turn you’ll see an Abacus logo. In Singapore we have the big boys, like ASA, Chan Brothers, CTC, Formosa etc, and we also serve the smaller ones, so they are able to work side-by-side with each other. But there is still more room to grow. As travel expands and we see more visitors regionally from India and China, our market growth will continue.

Q)           Which other Abacus solutions are proving popular in Singapore?

For us the big thing is to be able to provide a seamless end-to-end solution. From the time people go to their mobile, website or at travel agencies, the point-of-sale fares are enabled, including hotels, airfares, cruise shopping, even down to ferries and buses. That’s something our competitors don’t have yet, and we’re able to aggregate the data and Abacus Point-Of-Sale solution are able to send quotations automatically by email.

We also have touchless invoicing now. One of our customers is now creating 50,000 invoices in one month, without any manual work. Previously they were transferring documents from one basket to another! Payments by cash, credit card or cheque can also be automated using Abacus PowerSuite.

Abacus TicketingExpress is also taking off very well in Singapore. The solution automates the ticketing process which takes up 25% of the travel consultant’s time. Over 200,000 tickets have been process and issued last year

We want travel agencies not to be bothered with such manual tasks. Travel agents should be freed up to serve customers, not stuck in the back office.

Q)           How do you see your role in the Singapore travel industry?

We don’t just want to sell solutions. Our vision is to be the ‘Technology and IT backbone’ for our travel agency customers. We want to look at the needs of each of our customers: what do they need to grow, to be competitive and be profitable. And then we give them the right solutions so they can do what they want to do, in terms of IT support, data management and customer profiles management etc.

We also work with our travel agencies to offer workshops, training and consultancy services. We have to upgrade the skills of the travel agency staff and equip them with the tools they need to stay relevant and competitive.

Ilya Gutlin

Travel Daily chats with Ilya Gutlin, President of Asia Pacific for airport technology company SITA…

Q)           What technologies will have the biggest impact on the airport experience in the coming years?

In the short-term, the rise of mobile devices will have a big impact. The 2012 SITA Passenger Self-Service survey shows that over 70% of travellers are already carrying a smartphone when they travel, so technology providers are working on providing passengers with the most up-to-date information.

Self-service is also increasing. In airports, over 80% of transactions are simple – easily automated. But because more and more passengers check in outside of the airport, the biggest challenge for airport operators becomes how to monitor passenger flows. If you reduce check-in queues, will they build up in other areas? We’re currently using Wi-Fi and Bluetooth to monitor queues at airports. Once operators get enough data, they can start to analyse and plan ahead, knowing where and when queues occur. I don’t think we’ll ever eliminate queuing completely, but we can use data and technology to minimise it.

Q)           One issue holding back the automation of airports is baggage drops. Are these still a problem and what is the solution?

I wouldn’t say that self-service bag drops are a problem.  The main issue however is that a bag drop station is still an investment for an airport, and IATA is still finalising its standards for common-use bag drops – those used by multiple airlines.   In addition to these two points, an unassisted bag drop represents a process change for the airport and airlines at the airport.  So there is still further analysis and proof of concept that needs to be made by a number of our clients before they move ahead with the investment. In an ideal world, an unassisted bag drop is the best solution. Brisbane airport is a great example; it has two bag drop stations, which process each bag in less than 25 seconds.

Q)           Do you believe check-in desk staff will be phased out by the end of the decade? And what other areas of the airport experience can become fully automated?

To have a 100% automated check-in hall with no staff is unlikely. There will always be passengers in need of human assistance, whether it’s those flying for the first time or people with incorrectly issued tickets. But I believe we can reduce the number of staff in the check-in process.

At SITA we talk about “end-to-end self-service” – trying to standardise the way passengers go through airports, and reducing human inefficiencies. Right now we have self-service boarding gates in Vienna and several airports in Germany, although this is made easier by Europe’s Schengen agreement, where document checks are not required at the gate. Rolling out similar schemes in Asian countries would encounter greater challenges, and in addition to self-boarding, SITA is working with governments to introduce automated gates at borders using sophisticated biometrics.

Q)           To what extent are airports in Asia Pacific leading the airport technology revolution?

I would say there is a bigger push towards new technologies in Asia than in, say, Europe. Passenger traffic at major airports in Asia is growing at 10-15% per year, so airports need to adopt new technologies to cope with this growth.

Q)           Are there new airport solutions we can expect to see rolled-out in the coming years?

Yes, but much of it will go unnoticed to the passenger. We are about to launch a new system that allows airports to visualize and manage the baggage portfolio (incoming and outgoing baggage) and vastly reduce the number of bags that are delayed in transfer. This all goes on behind the scenes but it will contribute to a more pleasant and efficient travel experience for the passengers.

Near field communications (NFC) is another innovative solution that holds promise. It takes full advantage of the secure element on the SIM card and allows smartphones to communicate with each other using radio frequencies by either tapping or bringing them within a range of a few centimetres. NFC-enabled smartphones can hold secure information such as credit card data, or passenger data including boarding passes and identities.  They can be used for simple and convenient contactless transactions such as payment or airline boarding.   This technology makes the passengers’ journeys through the airport become much smoother as they use their NFC-enabled phone to simply “tap and check-in” or “tap and board” their flight. With major phone producers adding NFC-enabled devices to their ranges, it is set to become an important new way for passengers to use smartphones at the airport.

Peter Kaelli

Travel Daily goes Face-to-Face with Peter Kaelli,  Chief Executive Officer of The Unique Collection of Hotels & Resorts…

1)                  How does Unique Collection differ from a standard hotel management company?

The Unique Collection is different from standard hotel management companies in the sense that there is nothing standard about us. In fact our company name, The Unique Collection, is not just something we use – it’s actually one of the core values of what we represent. All of our properties are boutique resorts, ranging from 15 to 81 rooms. Many of them have unique stories behind them and their own individual characters and identities. Using that as a base, our mission is to provide guests with a personalised experience that also incorporates the history and culture of the local destination, hence our tag line, “Unique Experiences”.

2)            What benefits does a hotel get from joining the Unique Collection?

Member properties of The Unique Collection are provided with a full range of services and support from our headquarters in Bangkok in the areas of sales & marketing, revenue management and distribution, finance, accounting, cost control, purchasing, IT, human resources, training & quality assurance, operations and food & beverage. This is provided by a dynamic team of 35 employees in our Bangkok office, as well as through staff that we place on-property. It’s the complete package as far as what is required to successfully operate a resort or hotel.

3)            Your hotel members are all individually branded; have you considered forming a Unique hotel label that hotels can use?

It’s definitely important to us that The Unique Collection has a strong brand awareness, however it’s equally important to preserve the individual identities of our properties so that the branding of The Unique Collection does not overpower them. We try to create a balance between the two so that our resorts remain well known based on the services and facilities they provide, while guests can also be confident that the level of experience they receive will be consistent throughout the collection.

4)            There are several different ‘collections’ under the Unique banner; how do you differentiate these?

Some of our properties are best suited for long-staying guests, families or groups of friends. These fall under our collection, “Unique Residences”, which includes resorts offering luxury villas, suites, or apartments with a full range of facilities. Other properties have a more intimate feeling with a charming type of style or concept. These properties are typically no larger than 30 rooms and are part of “The Charming Collection”. The “Classic Collection” is comprised of four-star properties ranging from 50 rooms and up. Here you’ll find creative touches in the areas of food & beverage, spa facilities and decor, combined with unobtrusive and friendly service. Finally, “The Unique Collection” itself includes five-star deluxe resorts that are positioned in the top three properties within the destination. These incorporate a unique concept and/or location while offering a high staff-to-room ratio.

5)            What portfolio growth do you expect to see in 2013?

In 2013 we’ll be opening new properties such as The Treasure, Koh Madsum, and the Twin Lotus Resort, Koh Lanta. We also have projects underway in Myanmar, as well as additional properties that will be joining us in different parts of Thailand. While we are happy to be expanding as rapidly as we are (we were founded in 2005), the goal is not to sign as many properties as possible but rather to maintain the quality of our collection and what we represent.

Brett Wilson

Travel Daily chats to Brett Wilson, General Manager of the new Pullman Phuket Arcadia resort…

How does it feel to be the GM of the new Pullman Phuket Arcadia?

It is an honour to be GM of this exciting new cosmopolitan lifestyle property. The owners have been smart about the design and have taken advantage of all the unique selling points the resort has to offer, like the stunning uninterrupted views of the Andaman Sea, which is one of the main reasons people are attracted to Phuket. To add to this Naithon Beach, which is probably Phuket’s best kept secret is often referred to as the best beach in Phuket by a number of local websites.

We aim to become a major player in the upscale market of Phuket and we are strategically focused on delivering impeccable services to the clientele of the event organiser.

What products/services will you offer to set your resort apart from the competition?

We aim to focus on providing excellent service. The Pullman staff are known as ‘creators’; they personally craft guest experiences throughout one’s stay, focusing on individualism and local Thailand hospitality. The Pullman brand has a strong focus on MICE and in Phuket we have introduced these roles to assist with our goal of being a leading MICE resort in Phuket and personalise their guests’ experiences

We also have a dedicated event manager who will be your dedicated contact for MICE guests, interfacing between clients and all operational departments and hotel services. They will have a team licensed to be creative and make each event uniquely different, within our cutting edge venues, outdoor spaces, innovative breaks and team building options.

Our resort is also tech-savvy, with high speed, mobility, and intuitive technology so we host an IT Solutions Manager dedicated to MICE, a Hotel multimedia/IT expert for our MICE clientele. They will solely be dedicated to the in-house event and responsible for technical facilities and coordination throughout the event. In this day and age of smart phones, iPads, interactive meetings, video conferencing we understand their importance to the success of MICE events and so the creation of a technology expert on hand 24hours a day.

You seem very focused on staff development…

Yes, we try to encourage our staff to be lively, enthusiastic and to break out of the routine. Our teams our bound by kinship rather than job descriptions. Guests are cared for, made comfortable, pampered even, without ever noticing how attentive and gracious everyone is. There is a genuine atmosphere that sets the place in motion.

Which countries do you expect will be your biggest source markets?

We are opening our doors to all countries of course, but with the direct flights from key markets like Australia, Singapore, Malaysia, Hong Kong and Korea we can see the Southeast Asia and Pacific countries being key source markets.  The big draw card for these markets is the proximity to the airport.  At only 15 minutes drive it makes a long weekend away viable for our Asian neighbours.