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What does your hotel's DNA say?

The need for hotels to differentiate their product is essential in the GCC, where new properties spring up from the ground overnight as if dosed with a large measure of developers' extra-strength fertilizer.

The danger is that with so many developments in the pipeline, the hotel landscape could become a sea of homogenous high rises.
It is no surprise, therefore, that the developers and hoteliers with whom I have spoken over the past few weeks have been throwing out the odd buzzword to explain why their hotels will stand out from the crowd.

Flavours of the month (of April) were "concept", a tried and tested favourite that indicates efforts to buck current hotel trends, and "DNA", which highlights the philosophy that penetrates every level of hotel operations.

Dubai-based asset management company Zabeel Investments has revealed plans to roll out "an exciting luxury hotel concept" - Tiara Hotels & Resorts.

According to Danny Haddad, former sales and marketing manager for the GCC and Middle East at Fairmont Hotel Dubai, who has assumed the role of Tiara's CEO, Tiara Hotels & Resorts is "a five-star hotel concept" that avoids "the formulaic nature of other luxury properties".

While remaining tight-lipped about the finer details of the "concept", he did reveal that the company's first property - the Tiara Palm Jumeirah - will open in summer 2008.

According to Haddad, there is demand for a new player to enter the market that appeals to "the new generation of travellers" who are "more sophisticated, knowledgeable, demanding and affluent".

Meanwhile, South African hotel group, Southern Sun, and Asian operator, Shangri-La, have been busy explaining why their DNA will win customer loyalty.

"A building only comes to life with its people," Southern Sun Middle East's managing director, Richard Weilers correctly remarks.

He explains that to ensure the "DNA" of each property is reflected in the service provided and the attitude of the staff, employees must pass three evaluations to assess their emotional and attitudinal alignment. Only those that have a "high intuitive sense" are employed.

Weilers says Southern Sun does not believe in a chain mentality, but instead identifies "five key drivers" for each hotel and develops the property's staff training around these. Empowering staff to be intuitive - a skill that many hotel employees in Dubai lack - is paramount, he claims.

Shangri-La also claims that its DNA encompasses every facet of its hotel operations.

"It's about delighting the customer," explains Adrian Rudin, general manager, Shangri-La Hotel, Qaryat Al Beri, Abu Dhabi.

As the Middle East's hotel market continues to expand rapidly, by all means arm yourselves with "concepts" and "DNA" structures, but ensure you communicate these to your workforce.

The properties that prove the most successful in the future will be those that empower the people that are the face of their "concept", or "DNA", so they create meaningful relationships with your other most important asset - your guests.

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