The Amsterdam Restaurant Using Individual Greenhouses For Social Distancing

Mediamatic ETEN, part of a larger arts and entrepreneurship center focusing on sustainability, is a vegan restaurant located on the Dijksgracht in the Oosterdok neighborhood of Amsterdam. From May 21, the restaurant will begin taking in guests, only this time they will be seated inside Serres Séparées ('separated greenhouses'), enclosed glass structures each equipped with a table for two or three diners.

“This was one of the most feasible ideas from a large list of ideas we had when brainstorming,” Mediamatic's founding partner Willem Velthoven said .Initially, no more than three guests will be allowed to dine inside each greenhouse, even though there is the capacity for more.

"We have other, bigger greenhouses, but using them depends on how everything ends up going. Bigger groups could [come] now but then they should be families. For now, bigger groups are being discouraged because, from our experience, they are just louder and then you get the excited behavior causing spittle to fly and so on, and that's the kind of behavior that would make the virus spread faster," Velthoven said.

6 Tactics We Can Learn from Hotels in Sweden Who Remain Open During COVID-19

In today's challenging environment, many hotels in Sweden have turned to their direct booking channel and communication strategy, seeking to increase online conversions with guests, and putting themselves in an advantageous position for recovery. Here are six strategies Swedish hotels are employing now that could help inspire your marketing plan of attack as mobility starts to recover in your markets.

1. Providing peace of mind

The first step to capturing online bookings should be to reassure visitors, and doing so boils down to the two words: communication and flexibility

Making sure your online visitors know that you have implemented a worry-free booking policy can inspire trust and increase the probability of them moving forward with a booking. Ligula Hotels were quick to take action by grabbing the attention of users arriving on their website using a Layer to display such a message, guaranteeing customers a safe booking thanks to their flexible cancellation and rebooking policies.

2. Promoting staycations to attract local travelers today

Creating a package for guests to feel pampered, the hotel offers the perfect staycation for those who need a break from everything going on at home. By using targeting options within The Hotels Network tool, the Layer message on the homepage is only displayed to visitors within Stockholm, enabling the hotel to show a personalized message to appeal to their local market.

3. Encouraging guests to book longer stays

Hotel Kungstradgarden launched a series of Smart Notes within their booking engine targeting visitors booking for 2 nights. The messages highlight the benefits of staying an extra one or two nights exclusively to those visitors, giving them motive to extend their booking. By using targeted messaging, hotels in Sweden are nudging guests that are already likely to convert to increase their booking value.

4. Driving immediate revenue through gift vouchers

Making hotel vouchers available to visitors is a clever way to generate immediate revenue while current demand remains low. Using our Hotel Voucher tool, Hotel Kungstradgarden launched a Layer with an integrated voucher feature, encouraging guests to purchase a gift card today. Aiming to attract potential guests who are thinking about traveling after restrictions have loosened, promoting your hotel vouchers will enable you to capture extra revenue while providing visitors with the incentive to stay with you in the future.

5. Leveraging technology to make smart pricing decisions

One tactic is to leverage AI technology, such as The Hotels Network machine learning product Oraculo, so you can segment your hotel website traffic in real time based on purchase intent, ranging from low-intent users (those who are unlikely to convert) to high-intent users (those who are most likely to convert).

The technology enables you to automatically personalise the website experience for each visitor with the strongest and most relevant messaging and offer. This means that you can decide to only show offers to users who really need an extra incentive to make a booking, generating savings in promotional costs. Conversely, instead of offering discounts to high-intent users who are likely to make a booking anyway, you can communicate upselling messages such as promoting a higher room category or longer stay to boost average booking value.

6. Building a strong community of followers

In Sweden, hotel website booking conversion rates have taken a hit these past weeks, albeit slightly less than in other markets. With increased uncertainty in the minds of visitors, many are not ready to confirm a reservation today, but hotels are finding other ways to generate engagement with their website visitors. The above example shows how Hotel C Stockholm is taking advantage of The Hotel Network's subscription feature to launch an integrated Layer to capture emails and grow their base of newsletter subscribers. Given the current situation, it makes sense to collect opt-in subscribers to be able to keep visitors updated by email about any developments at your hotel or exclusive offers. By continuing to nurture followers in this way, moving forward you can hopefully convert more website visitors into loyal brand advocates.

Source

COVID-19: How is the Foodservice Industry Coping?

The world's latest crisis - COVID-19 - has taken over our lives, irreversibly shifting our economy, society and lifestyle. But how has it affected the foodservice industry - and what big changes are on the horizon? Find out more about how coronavirus has impacted our industry and what foodservice operators should consider when adapting their business to life as our 'new normal'.

How is the industry changing?

Though the pandemic is still in its early stages, we've already seen a considerable shift in how consumers are getting their food, and how local restaurants and foodservice providers are responding.

1. Local farm shops are booming

One of the biggest shifts has been that of consumers turning to local farms for their fruit, vegetables, meat and dairy produce. While grocery stores have experienced severe shortages in supply, farms shops have been able to offer local shoppers a steady stream of fresh goods.

Another big advantage of local produce is that people know where their food is coming from, which not only helps them feel more secure about avoiding shortages from hard-hit countries, but also helps them contribute to the local economy, supporting local businesses that otherwise might not have been able to ride out the storm.

2. Restaurants are shifting to take-away or delivery models

Restaurateurs have been quick to adapt their business model to offer their customers more flexible, pandemic-friendly dining options. This has caused a surge in take-away and delivery service options, not only from quick service or fast-casual restaurants but also from higher-end restaurants.

While the commission fees of delivery service providers can be off-putting for many restaurateurs, there's good news on the horizon. Many delivery services are adapting their business models by reducing or eliminating their fees or opting for a flat-rate, subscription option so restaurants can get a better return on their margins.

But what about food safety concerns? Most restaurants have implemented stringent health & safety regulations to protect both their staff and their patrons - covering everything from sourcing, to preparation and service. In China, foodservice operators like McDonald's have responded with contactless pick-up options where customers don't have to make any contact with the staff.

3. Independent businesses are seizing the day

As many international chains such as McDonald's, Subway, KFC and Burger King have decided to close stores altogether, there's a growing opportunity for small, independent businesses to fill the gap. These businesses are more agile and flexible as they employ fewer staff and are therefore able to react quicker to serve local customers. These customers are likely to spread the word throughout their local communities, further boosting the success of these businesses and building a loyal customer base that's likely to stick around well after the dust has settled.

Food & workforce safety tips

Here are the key factors that any foodservice business should consider.

• Set up clear protocols for your establishment and communicate these to all of your partners, suppliers, employees and customers.

• Employees handling food should wash their hands for at least 20 seconds and wear gloves, a mask and/or hairnet as recommended.

• Employees should stay at least 2 meters away from customers and coworkers, to comply with social distancing recommendations. 

• While 'open food' areas such as buffets do not pose an increased risk, customers and employees should continue to behave in a hygienic manner. Where possible, food should be pre-packaged

  For restaurants offering a delivery service:

• Delivery staff should be well-trained and adhere to public health advice regarding the collection and delivery of orders.

• Drivers should wear clean (and when necessary, protective) clothing, and sanitize their hands before and after every transaction.

• Delivery vehicles should be kept clean, in good condition and free from sources of contamination. They should be disinfected regularly.

• Where possible, 'contactless delivery' options should be offered - where food can be left at the front door or on the porch.

• You may want to consider limiting the range of menu items on offer to simplify the production process and streamline your operation.

• Food packaging should be controlled, to make sure that it is suitable for different food types (some packaging is not suitable for hot food).

Commingle:Engage Offers Hotel Business Recovery Marketing Services

Commingle:Engage, the hospitality industry's premier provider of full-service social media marketing and guest reputation management services ,announced the launch of its hotel business recovery marketing services aimed to assist hotels with their re-opening and recovery stages. Commingle:Engage is providing 'done for you' multifaceted hotel business recovery marketing services for even the smallest of properties with plans starting at just $525 per month.

The hotel business recovery marketing services include comprehensive and multi-faceted approaches to leverage the enormous consumer reach of social media, email marketing, Facebook advertising and proprietary Messenger marketing services developed by the Company.

The hotel business recovery plan starts with team creating a unique Stay.Play.Explore landing page designed to highlight local attributes of the property, destination, kid-friendly attractions, staycation/getaway/spa packages and amenities

From there we create social media and email marketing campaigns that drive consumers back to the property's Stay.Play.Explore page where they can pass through to the booking engine for reservations.

On top of this, we deploy geo-targeted Facebook advertising and our proprietary Facebook Messenger services to capture future wedding sales leads."

Luxury Hotel Group Caves to Pressure, Returns $59 Million in Relief Funds

Three publicly traded Texas-based hospitality firms that collectively received nearly $59 million in coronavirus relief funding and are tied to hotelier Monty Bennett announced that they would return the funds after Bennett earlier said he would not turn back the money.

Ashford Inc., Ashford Hospitality Trust, and Braemar Hotels & Resorts released a statement saying the return of Paycheck Protection Program loans under the $2 trillion coronavirus economic relief package stemmed from “the agency’s recently changed rules and inconsistent federal guidance that put the companies at compliance risk.” 

The trio of luxury hotel real estate firms garnered scrutiny for receiving funds, one of the largest amounts delivered by the program, at a time when tens of thousands of small businesses are still locked out from receiving government assistance. Large companies like Shake Shack and Ruth’s Chris Steak House received, and later agreed to return, PPP funding

The Ashford Group of Companies still maintained they would keep the funds, part of a $660 billion program meant for small businesses to maintain payrolls through the ongoing economic crisis.

The group of companies asserted the nature of the hotel industry, where smaller ownership groups typically operate under the flag of a global brand like Marriott or Hilton, qualified them for PPP funds. Since mid-March, the companies have furloughed or laid off 90 percent of their workforce due to coronavirus hindering business. The Small Business Administration has not publicly released a list of PPP loan recipients, but Ashford claimed the hotel industry received less than 3 percent of the initial $350 billion round of PPP loans.

The promise to return the PPP funding comes after travel industry groups like the U.S. Travel Association and the American Hotel & Lodging Association called for the government to discourage unaffected businesses from applying for PPP loans. U.S. Treasury Secretary Steven Mnuchin said that the government will perform a full audit on any company taking out more than $2 million in the small business loan program.

The Ashford companies stated they would return all PPP funds by May 7.

Hotel Industry 2020 – The New Normal

 The "light and warmth of hospitality," coined by Conrad Hilton, will not be apparent upon entrance to a hotel post COVID-19. Expect acrylic covered front desks, masks and gloves, signage advising guests to use caution, frequent disinfecting of public spaces, wide open lobbies with limited seating and restaurants and bars that have six feet of separation in every direction. The good news is that we are approaching the re-opening of the economy!

According to the top prognosticators in the hotel industry, here is what we are looking at from an occupancy, average rate (ADR), RevPAR perspective:

The best case seems to point to a drop in occupancy from 66% in 2019 to 50% in 2020 and a drop in ADR from $133 to $107 resulting in a RevPAR drop of over 30% from $88 to $55. Worst case scenarios have us dropping well below 50% in RevPAR, close to Armageddon. Once STR releases an April forecast, the overall average should increase. These firms have done a tremendous job of analysis given the completely different demand generators—the bad news here is that even in the best scenarios, there are no net profits forecast for 2020.

Operations

Profits will be gone in 2020 with hopes of a return to closer to normal revenues and profits in 2021 or 2022. The implementation of completely new protocols including hospital grade sanitization, masks and thermometers will be fairly expensive relative to supply costs.

Valuation

We can expect values to decline in line with net income, but with less deals done. The real question will be when will values come back to 2019 levels and will it be a buyer's or seller's market. The latter depends on how long it will take for this destabilized market to bounce back. Over-leveraged sellers will be at risk as short-term values will take a precipitous drop. However, lenders will only foreclose on operators who do not engage in a sincere way. They do not want to own hotels. Transaction volumes will be down according to an April, 2020 Lodging Industry Investment Council survey.

Supply

Airbnb and short-term rentals will continue to impact hotels. With unemployment numbers at new highs, millions of Americans will need to find a way to supplement their income and home sharing may be people's means to do so. New supply for those accommodations could surge and have a negative impact on hotel room rates in general. But many cities have sued Airbnb and our original prediction was that they would become an online travel agency (OTA) by 2020. Well, only time will tell, but they have postponed their 2020 IPO.

Demand

We will start to see two separate groups emerge - those who feel they can travel freely, and those who are still susceptible to the virus. The first group is made up of individuals who have tested positive for the virus anti-bodies - meaning they had the virus and lived and those who believe they are not at significant risk. This group will be our primary source of demand, while others may continue to quarantine and limit travel. This summer, we can expect to see "pent up" demand. After being stuck at home for eight or more weeks, consumers will be itching to travel.

How Each Hotel Department Can Start Preparing for A "New Normal"​ Re-opening

The re-opening of hotels will likely be gradual, done by risk assessment, and it will probably include many restrictions

By the way, this list is based on the scientific process of baseless, wild speculation, while waiting out the quarantine.

F&B and Restaurant

• Re-do your shift schedule for different % of the usual business. In other words, one schedule each for 30% of last year's business, 50%, 80%, etc. You'll be able to explain to your staff why they are getting only a fraction of last year's hours.

• Research which food costs will increase when you order less volume.

• Move kitchen stations (if at all possible) to create more space.

• Create a re-opening menu with items that limit the number of cooks in the kitchen.

  Front Office/Reservations

• In expectation of occupancy restrictions, add "Covid19 Out-of-Order" designation in your PMS system. These rooms will be tracked differently than regular OOO rooms.

• Decide which rooms you will take out-of-order to ensure social distancing and limit elevator use.

• You may have to read the temperature of all guests when they check-in so decide on whether that will happen at the front door or front desk. You may want to start writing an SOP for this.

• Start talking to your GM about the possibility of requiring a Covid19 affidavit to be signed at the front desk where guests confirm that they have not been close to anyone with virus symptoms.

• Start crafting a Covid19 disclosure for Phone Reservations to read to each guest and to post on the website (with an electronic "Agree" button).

Finance/Revenue Management

• Add a new line for "Covid19 Out-of-Order" rooms to your Pace, Forecast, and Yield reports. This will allow you to better compare Year-over-Year results this year and next year. If you bundle all the OOOs together you will affect the variances.

• Find alternate years to Pace against, maybe 2009. All Pace reports will be negative this year and positive next year so you have to put the number in a different context.

• If there are occupancy limitations, you may be sold out every night, so you have to find alternative metrics to track the strength of the market. Try putting together data from your POS or CRM to track KPIs like average guest spend for all outlets year-over-year.

Operations/Engineering

• Establish process for changing room access and locker distribution for social distancing.

• Simulate common area distancing scenarios, furniture distribution, common bathroom usage rules.

• Do you allow access to the pool by reservation only? If you do, you will need a process for that.

Marketing/Sales

• Practically every page on your website will need a pop-up advisory so might as well start loading those now.

• Compile "Best Guests" list from your CRM to send personalized messages. A simple email blast will be lost in everyone else's email blast.

• Redraw your meeting space floor plans for social distancing requirements. Load the new floor plans to your website.

Spa/Valet/Parking

• Publish your temporary limited menu of spa services.

• Determine bag handling procedures. Is the bellman allowed into the rooms when they are exposed to common areas of the hotel?.

SG Clean Quality Mark Extended to Tourism and Lifestyle Businesses as part of Nationwide Efforts to Uplift Sanitation and Hygiene

 In light of the on-going Coronavirus Disease (COVID-19) situation, Enterprise Singapore (ESG) and the Singapore Tourism Board (STB) have rolled out the SG Clean quality mark to the tourism and lifestyle sectors. Among the first to be certified are those along the popular Orchard Road shopping belt, which include food and retail businesses in malls such as Plaza Singapura and ION Orchard; Grand Hyatt Singapore; and the Singapore Visitor Centre 

 Establishments like Charles & Keith, Golden Village, Jean Yip Hub, Jumbo Seafood, McDonald’s and TungLok are on board SG Clean

Two other hotels outside of Orchard Road have also been certified – Village Hotel Sentosa and Shangri-La’s Rasa Sentosa Resort & Spa.

Grand Hyatt Singapore and several businesses at Plaza Singapura received their SG Clean quality mark from Mr Chee Hong Tat, Senior Minister of State for Trade and Industry, and Education – following a visit to the premises.

ESG and STB will encourage more than 37,000 businesses within the tourism and lifestyle sectors to sign up for the SG Clean certification programme.  

To be certified, businesses have to go through a seven-point checklist tailored to the requirements and operations in the various sectors

ESG and STB have appointed qualified, independent assessment organisations to certify that participating establishments have met these requirements, and continue to maintain these practices. Businesses assessed to have met the criteria will be awarded the SG Clean quality mark. Assessment and certification are complimentary for businesses.

For further details :

(Refer to Annex A: List of certified establishments to-date)

Accor and Bureau Veritas launch a label based on sanitary measures

Accor, a global leader in augmented hospitality, and Bureau Veritas, a world-leading provider in testing, inspection and certification, have joined forces to develop a label designed to certify that the appropriate safety standards and cleaning protocols have been achieved to allow businesses to reopen

The label will cover both accommodation and catering, and will set the sanitary standards applicable to all the Group's hotels as well as to other chains and independent hotels. The project was carried out in partnership with doctors and epidemiologists, and has been developed in collaboration with Accor owners and trade associations, such as UMIH, GNC, and GNI.

The project will be shared within Alliance France Tourisme as well as with the relevant ministries (French Ministries of Tourism, Health and Labor) so that they are actively involved in - and validate - the recommended standards. 

European customers will be able to check on a dedicated Bureau Veritas website, before they book their next stay whether any hotel or restaurant has been certified or not by Bureau Veritas.

Hospitality Industry United for “Buy One, Give One” Campaign to Jumpstart Travel, Support Hotels and Provide Thank You to Healthcare Workers

To help Jumpstart Leisure Travel, the hospitality industry has united to launch Buy One, Give One, a "vacay layaway" program designed to generate immediate revenue for hotels, while simultaneously providing a "thank you" to healthcare workers who have been tirelessly working on the front lines.

Available at BuyOneGiveOneStay.com through June 30, the initiative incentives consumers to purchase future travel now with special offers ranging from discounted stays to gift cards to loyalty points for redemption prior to travel.

In return, participating hospitality brands/hotels will donate room nights, gift cards, or loyalty points to organizations, including the American Nurses Association and NewYork-Presbyterian, among others of their choice, to distribute to medical professionals who can use them toward future leisure stays.

 MMGY Global, the largest integrated marketing company specializing in the travel, tourism, and hospitality industry, and the Hospitality Sales & Marketing Association International (HSMAI) partnered to launch the effort.

Hospitality has been one of the industries most impacted by the coronavirus pandemic with 70% of hotel employees laid off or furloughed and eight in 10 hotel rooms empty, according to data released by the American Hotel & Lodging Association (AHLA).

From the comfort of their homes, travelers can explore enticing offers from more than 30 participating hospitality brands and hotels and counting. They can also take comfort in knowing that their purchases will result in meaningful donations by the participants.

"In these unprecedented times, it is more important than ever for all of us to join together to fuel recovery," said Bob Gilbert, CHME, CHBA, President & CEO of HSMAI. "With Buy One, Give One, we offer a collective charitable response to the pandemic across the hospitality industry, providing immediate funds to hotels in addition to a much-deserved respite in the future for those who have put their lives on the line to care for the sick."

HOSPA opens up educational courses to help furloughed hospitality colleagues

HOSPA, the Hospitality Professionals Association, has opened up its educational courses, welcoming a fresh intake of learners and waiving the usual twice annual registration process in a move that will enable furloughed colleagues to learn and enhance their hospitality careers during lockdown

Learners can only enrol on HOSPA courses in March and August

Course tutors, who deliver online learning, are ready to receive applicants with revised coursework timetables, while HOSPA, which usually requires course payments up front, is allowing those on furlough to pay in instalments.

HOSPA offers a variety of educational courses across finance and revenue management; courses which furnish participants with the relevant tools to excel in their hospitality careers

As part of enrolment, applicants get access to a wealth of online learning with over 5,000 titles in HOSPA's online journal entries, along with guides to various aspects of hospitality learning. The courses start from £820+VAT.

Jane Pendlebury, CEO of HOSPA, said: "Hospitality is going through an incredibly tough time at present, with many colleagues currently furloughed. Usually, with our HOSPA courses, applicants are juggling coursework with their day job.

Centara Hotels & Resorts launches ‘Help the Heroes’ campaign with donations to support healthcare workers and communities in need

Bangkok, Thailand - Centara Hotels & Resorts, Thailand's leading hotel operator, has launched 'Help the Heroes', a campaign aimed at supporting those in need during COVID-19, with donations going to the Chaipattana COVID-19 Aid Fund (and other pandemics) and Thai Red Cross Society.

'Help the Heroes' is an initiative designed to directly benefit health workers and vulnerable communities impacted by COVID-19. When a consumer buys a Centara cash voucher for a future escape, Centara will add a further 50% value to the purchase. Half will go to the buyer, with the value of the voucher being increased by 25% to help them get more out of their next adventure, when it is safe to travel again. And the other half will be made as a donation to those in need, with the customer able to choose which of the two charities Centara donates to.

Both selected charities support the fight against COVID-19. The Chaipattana COVID-19 Aid Fund (and other pandemics) provides support for under-resourced hospitals with items such as personal protective equipment and other essential medical supplies. The Red Cross Society provides medical supplies to hospitals and masks to the most vulnerable people.

To help Thailand's heroes, people can visit the company's website and buy Centara cash vouchers. Valid from now until 31 October 2021 and with a value starting at THB1,000, the vouchers can be redeemed for hotel stays or spending in the hotel whilst staying at any Centara Hotels & Resorts' properties in Thailand and overseas.

The company is also providing complimentary hotel accommodation and meals to healthcare workers while flagship property

Has hosted doctors, nurses and other healthcare staff from the Police Hospital since 1st April 2020. The company is also poised to launch a social media campaign to thank the healthcare heroes from Thailand and around the world.

Centara Hotels & Resorts supports social distancing and the Thai government and global initiatives to stay at home. The company also recently introduced a high-quality delivery service to take food to people's homes during the crisis.

In addition, thermal scanners check the temperature of guests and visitors; those with high fever or other symptoms may undergo additional screening. When checking in, all hotel guests are also asked to fill out a questionnaire enquiring about their prior trips.

Exclusive Interview | Shalabh Verma, General Manager, HYATT PLACE HAMPI

Editor: Tell us about your journey. How did it all start?

SV: The journey has been very interesting, it started way back in 1996 when I joined the Institute of Advance Management, Kolkata for doing my Hotel Management. In 1999 post passing out did not have a job at hand for close to 03 months post which I started as a Asst Steward with a stand-alone restaurant in Kala Ghoda (Mumbai). Got my first break in Sales & Marketing after a period of 09 months at Hotel Parle International and then never looked back. Worked with various hotels like Alcon Victor, Intercontinental The Grand, Fariyas, Leela Palaces, Hotels & Resorts and finally joining Hyatt in Aug 2008 as Director of Sales for Park Hyatt Goa Resort & Spa. Post which I moved as Director of Sales & Marketing to Hyatt Regency Kolkata followed by Park Hyatt Chennai and then Grand Hyatt Mumbai before moving as General Manager to Hyatt Place Hampi

'Hilton CleanStay with Lysol Protection' to Launch June 2020

Hilton announced a new program to deliver a standard of cleanliness and disinfection in Hilton properties around the world. In a first for the hospitality business, Hilton will collaborate with RB, maker of Lysol and Dettol, and consult with Mayo Clinic to develop elevated processes and Team Member training to help Hilton guests enjoy an even cleaner and safer stay from check-in to check-out

Hilton CleanStay with Lysol protection, as the program will be called in North America, will be a rigorous system that incorporates RB’s trusted know-how and scientific approach to cleaning practices and product offerings. Experts from Mayo Clinic’s Infection Prevention and Control team will advise and assist in enhancing Hilton’s cleaning and disinfection protocols.

 The goal of Hilton CleanStay is to provide guests with assurance and peace of mind when they stay at any of Hilton’s more than 6,100 properties representing 18 brands

Hilton CleanStay was developed to meet evolving consumer expectations during the COVID-19 pandemic. Research indicates that consumers have heightened concerns regarding hygiene on their journey, and trust in cleanliness standards will be critical to restarting travel

RB will bring key talent and Lysol experts in hygiene and disinfection to the multi-year partnership, leveraging over 130 years of science-based research and thought leadership to support awareness, training and education, and product delivery and systems. RB and Hilton are also exploring opportunities to expand the program into a global partnership.

While full details for the program are still in development and expected to be announced soon, hotel brand standards under consideration include:

• Hilton CleanStay Room Seal: Add an extra measure of assurance by placing a room seal on doors to indicate to guests that their room has not been accessed since being thoroughly cleaned.

• 10 High-Touch, Deep Clean Areas: Extra disinfection of the most frequently touched guests room areas – light switches, door handles, TV remotes, thermostats and more.

• De-clutter Paper Amenities: Remove pen, paper and guest directory; supplement with digital or available upon request.

• Focus on Fitness Centers: Improved guidelines for disinfecting the hotel Fitness Center, possibly closing for cleaning multiple times daily and limiting the number of guests allowed in at one time.

• Clean and Clean Again: Increase the frequency of cleaning public areas.

• Guest-Accessible Disinfecting Wipes: Provide stations at primary entrances and key high traffic areas, for instance, a station to allow guests to wipe the elevator button before pressing.

• Contactless Check-In: Hilton will double-down on its award-winning Digital Key technology for guests who desire to have a contactless arrival experience. Guests can check-in, choose their room, access their room with a digital room key and check-out using their mobile devices through the Hilton Honors mobile app at participating hotels. Hilton will continue to expand its Digital Key capabilities to common doors and access points throughout the hotels.

• Innovative Disinfection Technologies: Hilton is exploring the addition of new technologies, like electrostatic sprayers – which use an electrostatically charged disinfecting mist – and ultraviolet light to sanitize surfaces and objects.

Learning Never Ends: A Revenue Manager’s Journey to the Next Level

Revenue management sits at the heart of all the action within a hospitality operation. Decisions are made real time and there is always something new on the horizon. What you learnt while training for hospitality or even over the years can become redundant very quickly if you don’t keep up with evolving trends, techniques and tools.

Pawan Sahani of Hospitality Minds India was quick to pick up on this. Having started his career at Hotel Grand Residency and after nearly 4 years at Hospitality Minds India, when the opportunity to upskill with Australian Revenue Management Association (ARMA) came up, he could not refuse. He knew the course’s practical make-up that armed students with knowledge and tips that he can apply at his work every day.

Pawan came across the first level of the ARMA course, part of which is offered at a discounted rate to STAAH partner clients. Level 1 of this course is free for all STAAH partners. ARMA is the leading organisation in Asia Pacific and Australia and works with market leaders and educational institutes to create training initiatives to support the development of those in the field of revenue management.

Pawan went on to complete Level 1 and 2. He now feels more confident than before to contribute positively to the growth of properties through best practice, sound processes and latest technologies for revenue management.

Among some of the topics covered in the course are Foundations and Calculations, Measures and Maximisation, Yieldmax Stimulation Game, Group and the Revenue Management Relationship and more.

Major Brands Offer Relief in COVID-19

Major global hotels brands have implemented a number of fee reducttions and relaxed several standards and initiatives amidst the coronavirus outbreak

Marriott

• Fee Relief

  50.0% credit for the fixed portion of the PSF for April and May ,with payment deferred until 9/1/20

  60.0 -70.0% reductions in shared services costs ,including RMAS and Field Marketing

• Cycle Renovations

  Deferring all cycle renovations that are due in 2020 by one year

• FF&E

  Walving required funding of FF&E reserves for six months with ability to borrow FF&E for working capitals needs,with lender consent as needed

• Brand Standards /Initiatives

  Guest Satisfaction Surveys will be suspended for Wave 1,2020(1/1-6/30)

  Deferred all brand and global initiatives with only mission -critial areas

• Audits and PIPs

  Brand Standard Audit activities are paused until 6/30/20 .This include BSAs asa well as audits for beverage and experientials

• Meeting & Training

Paused all mandatory ,in-person,off-site training classes and will instead leverage Digital learing Zon

Hilton

• Fee Relief

  RMCC hotels -50.0%fee for 90 days for any hotels with occupancy <50.0% over that time period

  Suspended RMCC hotels will receive a 75.5% fee reduction while out of operation

  Temporary suspension of guest assistance intervention fees

• Cycle Renovations

  Awaiting Annoucement

• FF&E

  Does not have an FF&E reserve in franchise agreement

• Brand Standards /Initiative

  SALT scores have been suspended

  Reassessing compliance dates for technology refreshes ,as well as suspending all OnQ refreshes for atleast 60 days

  Deferring the launch of several product initiatives as well as extending compliance dates until further notice

• Audits and PIPs

  For any items due in 2020 -there is a potential to extend by 12 months

  It will adjust the frequency to accommodate the current business climate,QA penalities waived for 2020

• Meeting & Training

  All in-person training will be put on hold until after June .Those who require training to do so via Hilton University online where appropriate

  IHG

• Fee Relief

  Fee Relief and Fee deferral options from 3/1/20-5/31/20 (excluding KIpton Hotel & Restraurants )

  SERVICE CONTRIBUTRION :50% discount throuGH 5/321 and deferrable for 90 days

  Technology fee :25 .0 % discount 5/31

• Cycle Renovations

  Mid -cycle renovatios are deferred until 1/21

• FF&E

  Waiving FF&E and Capital reserve requirement through 12/31/20

• Brand Standards /Initiative

  Love scrores remain in operation

  IHG will defer the publication of any new standard until 11/20

  Relaxing brand standard in Multiple areas ,including F&B Operations,Training, Technology and Loyalty ,with compliance dates extented to later this year and others into 2021

• Audits and PIPs

  Any PIP milestone dates due between now and 12/31/20 ,will get a nine month extention to that due date

• IHG is currently designing vir]tual touchpoints to support cleanliness and brand safely standard until 6/30/20

  Meeting & Training

• IHG will suspend all in-person training and move to all -virtual training sessions.Cancellation fees will be waived for current registered courses ,the training credit standard for hotels will be reduced by 25%

  Hyatt

• Fee Relief

  Centralized Revenue Management Fee (applicable to all select service proporties participating in Hyatt’s CRM services)

  50% relief in April and May or $775 per month .

• Cycle Renovations

  Deffering all cycle renovations that are due now through 6/30/21

• FF&E

  Deferring FF&E deposits for the remainder of 2020.Hotels may use the amount on deposit in replacement funds to cover general operating expenses ,which may be subject to lender approval

• Brand Standards /Initiative

  All brand initatives with budgetary implication will be postponed for the remainder of 2020

  For hotels with temporary suspended operations post surveys will restart upon resuming business operations

  For operating hotels -Hyatts surveys will restart on 5/31/20

• Audits and PIPs

  Will suspend formal brand standard audit activities for 2020,and will suspend PIPs,as approved by Hyatt,through 12/31/20

• Meeting & Training

  Suspended all in-person and off-site Hyatt meeting and training classes ,and will instead leverage Hyatt connect and digital training tools to conduct all manadotory and recommended training .

KFC India to provide 1 Million Meals to Feed Communities in Need

KFC India announced, that it has pledged to donate at least 1 Million meals to help communities in need during the ongoing coronavirus pandemic. These meals will be provided to migrant workers and daily wage earners struggling to earn a livelihood and afford meals during the extended lockdown.

Supported by the Yum! Foundation, KFC India will be funding these meals.

KFC has partnered with ResponseNet to work with impacted communities in need across Delhi, Assam, Bangalore, Mumbai, Jharkhand and other states. ResponseNet will be disseminating kits of essential food and necessity items as rice, flour, pulses, cooking oil, spices, etc. in the identified regions.

 KFC India has also made the following commitments to support its people and communities during the ongoing pandemic.

Thanking frontline warriors - Healthcare workers: KFC is committed to serving more than 10,000 thank you KFC meals to healthcare workers at hospitals across Delhi, Pune, Bangalore, Hyderabad and Kolkata.

Employee well-being : Yum! Brands Foundation has set up the Global Employee Medical Relief Fund, to provide financial support for KFC team members at company and franchise-owned restaurants all across the world, who may be diagnosed with or who are caring for someone diagnosed with COVID-19.

Continuing to serve consumers through Safe & Contactless Delivery: Consumers can avail the Contactless Delivery option on prepaid orders, thereby ensuring no up-close contact with our delivery riders at the time of receiving the food, including exchange of cash.

KFC continues to implement stringent measures as regular temperature checks, intensified sanitization of surfaces at the restaurants, social distancing, even in the kitchens, etc. across all restaurants

Covid-19 Crisis: Value engineering for hotels is the key

The engineering department of a hotel holds great importance for a property to function efficiently. By providing utility services like electricity, steam, hot water, air-conditioning and refrigeration and maintaining engineering and services of various other equipment, the chief engineers are undoubtedly the backbone of a hotel

Chief engineers across all hotels in the country are figuring out ways to keep their hotel operating and running smoothly, post lockdown.

Sanitisation for us will be the most important aspect. We may look forward to adding more toilets around the properties. Even when we start operating, we would go with 50% of the workforce at a time

The virus becomes suspended in droplets smaller than five micrometres, known as aerosols, it can stay suspended for about a half-hour, before drifting down and settling on surfaces where it can linger for hours.The finding on aerosol, in particular, is inconsistent with the World Health Organization’s position that the virus is not transported by air. This has opened up a whole new sphere for engineers to work on.

We as engineers have to ensure that air inside a room or a public space like a lobby or restaurants, keeps changing. More air handling units will have to be installed in hotels. Instead of taking the air back, there should be a provision of pumping fresh air” said Rothin Banerjee, Director - Engineering, Taj Palace, New Delhi.

For Rahul Singh Sisodia, Director - Engineering JW Marriott, Aerocity, New Delhi, value engineering in the current situation is the key as a huge amount of liquidity and cash flow is needed to ensure the efficiency of a hotel.

Mandarin Orchard Singapore to Rebrand As Hilton Singapore Orchard

OUE Limited and OUE Commercial REIT Management Pte. Ltd. have collaborated to rebrand the landmark Mandarin Orchard Singapore to Hilton Singapore Orchard, following a comprehensive and strategic review.

OUE, which is the master lessee of Mandarin Orchard Singapore, has entered into a Branding and Management Agreement with Conrad International Management Services (Singapore) Pte. Ltd. to rebrand Mandarin Orchard Singapore into Hilton's flagship in Singapore.

Asset enhancement works to add new meeting facilities as well as refreshed food and beverage offerings to cater to the growing demand for regional and global meetings, incentives, conference and exhibition ("MICE") events have also been planned. The planned refurbishment will be conducted in phases and will commence in 2Q 2020 to capitalise on the current challenges facing the hospitality industry due to COVID-19. The refurbishment is scheduled to be completed by end-2021.

Upon its relaunch in 2022, the hotel will feature 1,080 well-appointed rooms and five restaurants and bars including an all-day dining restaurant. The hotel will also boast meeting and function spaces spanning a total of 3,765 square metres, including three ballrooms

Here's how hotels are redefining the tea experience for their guests while adding to their revenues

The entire process of growing, hand-picking of leaves, careful sorting and harvesting is fascinating and a premium-grade cup of tea commands a fitting price

Tea is not just therapeutic, but great to taste, besides being zero calories.” The rise and rise of gourmet tea Hotels serving teas beyond the regular Earl Grey and Darjeeling have helped popularise gourmet teas. Cafes and restaurants in hotels now serve single estate teas and unique blends

The making of a gourmet tea

Brewing a good cup of chai is an art and everything lies in how well it is balanced. Bala Sarda, Founder & CEO, Vahdam Teas believes gourmet tea is much like fine wines

At the Emperor Lounge, The Taj Mahal Hotel - Mansingh Road, 26 tea varieties are served, from Panch Dhatu Tea to Rooibos Apple

“A good cup of tea should be brewed at the right temperature, served in beautiful teacups from a stunning teapot, and feel fresh to the palette.”

As wellness finds its way to the centrestage of people’s lives, particularly after the COVID-19 scare, tea, with its various health benefits, will find increased acceptance.

The hotel tea experience 

At Port Muziris, Kochi, A Tribute Hotel by Marriott, guests are treated to an unusual tea tasting session at Kettle, the tea lounge. The cellar holds several varieties of teas inspired by Muziris’ spices and floral heritage. Jasmine, a common flower around these parts, lends itself to a delicate tea. Hibiscus-imbued tea leaves, a green variant flecked with saffron, the not-to-be-missed blue tea made by infusing tea leaves with the butterfly blue pea flower, and lavender-infused teas are part of the extensive cellar.

The cellar at Port Muziris, Kochi, A Tribute Hotel by Marriott, holds several varieties of teas inspired by Muziris’ spices and floral heritage.

With Mister Chai, we went all out to ensure that the typical chai time is a far more luxurious experience.” Among its offerings is Kali Mirch Chai, served with the Colaba Fish Fry Sandwich. ITC Maurya's rooftop Pan-Asian restaurant - Tian, asked Anamika Singh of Anandini Tea to work with its chef de cuisine to put together a tea-paired menu. The hotel now has a regular teatime service delivered at the room by designated butlers, exclusively for those who check-in at the women-only Eva Floor. For its executive floor guests, it has a dedicated tea lounge named Samaya, where the house blends are particularly popular.

The Lounge & Terrace on the lobby level of Four Seasons, Bangalore introduced the rarefied experience of loungy, relaxed afternoon teas to Bengaluru. In-house tea sommelier Mousumi Sharma has put together blends such as Apple Cinnamon Dust, Wild Berry Tales, Chocolate Mint and Orange Blossom, along with the classic

The art of pairing

Nair believes that each tea has its defined list of food accompaniments. High-Tea in Britain is said to be an extravagant and lavish affair,  accompanied by garden sandwiches,  scones, tarts, pies and cake. The rise and rise of High-Tea show how widely appreciated and accepted this mid-evening meal is.

The art of pairing the right food with the right cup of tea requires the sommelier to have some practice and a well-defined, sensitive palette

They  are best paired with very light food  such as white fish like sea bass or mild cheeses and desserts. Pakoras or a hot plate of vegetarian fritters go incredibly well with a piping cup of spiced chai, according to Samuel Massey, Director of Food &Beverage,Vivanta New Delhi, Dwarka.