Supporting your buSineSS - the AA · 2019-11-18 · Supporting your buSineSS Your exclusive AA Qu A...

The creaTiviTy of calcoT

Plus...the facts: tipping,

service charges and the national living wage

interview with simon haigh, eden hotel collection

in association with

Suppo rt ing your buS ineSS

Your

exc

lusi

ve A

A Q

uArt

erlY

mAg

Azin

eis

sue

42

sum

mer

20

16

Hotel & Hospitality Services

calcot collection executive chairman richard ball on how the group is still

innovating across its country house hotels

informed...

follow us on twitterSee @TheAA_Lifestyle, @AAHospitality and @Caterertweets for updates to the scheme, hospitality news, stories from our establishments, updates on awards events and much more.

contact detailsAA Hotel Services, 8th Floor, Fanum House, Basing View, Basingstoke, Hampshire RG21 4EAGeneral enquiries 01256 844455 Fax 01256 491647Email [email protected] Web AAhotels.com

2 | AA Hotel & Hospitality Services | Summer 2016 AAhotels.com

Comments from the AAComments from The Caterer

Book your ticket for the AA Hospitality Awards 2016

This immensely successful annual event is attended by industry-leading chefs, hoteliers and restaurateurs, and recognises the accomplishments of high-achieving establishments and individuals within the hospitality industry.

This year’s spectacular black-tie event will be held on Monday 26 September at Grosvenor House, a JW Marriott hotel, Park Lane, London.It will be a night to remember! Tickets are on sale now, so to avoid disappointment book now.

Visit aahospitalityawards.com/ book-your-tickets

For further information on the awards, visit AAhospitalityawards.com or email [email protected]

Categories for 2016 AA Hospitality AwardsAA Hotel of the Year (England)AA Hotel of the Year (Scotland)AA Hotel of the Year (Wales)AA Hotel of the Year (London)AA Hotel of the Year (Northern Ireland)AA Restaurant of the Year (England)AA Restaurant of the Year (Scotland)AA Restaurant of the Year (Wales)AA Restaurant of the Year (London)AA Pub of the Year (England)AA Pub of the Year (Scotland)AA Pub of the Year (Wales)AA Wine Award (England)AA Wine Award (Scotland)AA Wine Award (Wales)AA College Restaurant of the YearAA Hotel Group of the YearAA Chef of the YearAA Eco Award of the YearAA Eco Hotel Group of the YearAA Food Service AwardAA Lifetime Achievement AwardAA Housekeeper of the Year

The AA is thrilled to announce that Midsummer House chef-patron Daniel Clifford is to create the menu for the 2016 AA Hospitality Awards.

The awards, to be held on 26 September at the Grosvenor House hotel, are a key event in the hospitality industry calendar. The great and the good in the industry will come together to recognise the amazing achievements of some of the country’s best hotels, restaurants and pubs.

Supporters

Welcome to the summer edition of Intouch. British hospitality has truly evolved to be an extremely valuable asset for the British tourism industry.In recognition of the evolving diversity within the hospitality and tourism sector, and as a celebration of all the passion and quality we see within the industry, we are re-naming AA Hotel Services as AA Hotel & Hospitality Services. Quality is about consistency and today’s guests and travellers are sharing their experiences on a number of digital platforms. Managing reviews and social media sites can be a challenge for our members who are already busy with their many daily tasks; however, it is a great opportunity to learn about guest and traveller expectations, behaviour and feedback. This valuable information helps establishments improve their hospitality product and service and make their value proposition more

competitive. Only close dialogue and collaboration with guests and travellers can ensure this happens.

In May we celebrated the 2016 Bed & Breakfast Awards, which took place at the beautiful Landmark Hotel in London. I was amazed by the enthusiasm and passion shown by our finalist and winners. The selection process was very difficult, but a few demonstrated exceptional performance and were celebrated.

Ticket sales for the 2016 AA Hospitality Awards on 26 September are now open. Join us at this very special event where we celebrate and honour fellow hospitality professionals who passionately work, day in and day out, to provide exceptional and memorable guest experiences.

Book today by visiting www.aahospitalityawards.comI wish you a wonderful summer.

It’s been a tricky few months for the country, and that was before we even got to the EU referendum.

The introduction of the National Living Wage has been met with a mixed response. According to our round table (see page 12), some have largely been unaffected, but it’s clear that others are fighting hard not to put their prices up and risk compromising the quality of their product as they seek to adjust wages.

As Tony Mullen, group HR manager for London at Apex Hotels and one of our panellists, said: “It’s an opportunity to look at processes. In our business we do just that and a lot of the time you find there are significant improvements and efficiencies in tasks that are done every day. It’s often overlooked. People look at what they pay per hour, but should be looking at what they are getting per hour.”

Meanwhile, the war on tips, service

charges and troncs has been raging on, and the industry entered a consultation process. That process has now come to an end, and while many are calling for transparency from operators, the industry will have to wait with baited breath to hear the outcome and know whether it will still be allowed to self-regulate on the issue.

And then there was the EU referendum. As In Touch went to press, chancellor George Osborne had just broken cover to reassure us and the markets that a combination of growth, employment rates at a record high and the budget deficit had put the country in a great position to confront what the future holds.

Whatever camp you were in, as the fourth largest employer, a thriving hospitality and tourism industry is essential for a solid UK economy. The country needs strong and effective leadership and Britain needs a calm and united population.

welcome notescontents4 Top hospitality stories from The Caterer

5 Exploring the UK’s hotel supply growth

7 B&B award winners celebrate in style

9 Interview with Simon Haigh, director of food and beverage at Eden Hotel Collection

12 The National Living Wage: Is hospitality coping with the consequences?

15 Government review says all tips should go to employees

16 Improve your online reputation with our new free member benefit

18 10 things every restaurateur should know

12

9 15

Amanda AfiyaEditorThe Caterer

visit www.thecaterer.com/register

Have you joined thecaterer.com yet?

Join now to• Personalise your news feed

• Manage your industry profile

• View it on the move with our responsive website

• Build your professional network

• Showcase your business

• Search our online supplier directory

• Visit our improved property portal

• Access new jobs with our enhanced platform

Our revolutionary digital platform lets you dictate the content you want and shapes itself to your desktop, tablet or mobile.

SIGN UP FOR FREE NOW

have you joined yeT?www.ThecaTerer.com

Peter Laigaard JensenHead of AA Hotel & Hospitality Services


use immediately – the highest proportion of any search category.

fred sirieix wins a bafta with first datesFront-of-house maestro Fred Sirieix, winner of the 2013 Manager of the Year Catey, now has another accolade under his belt as First Dates scooped a Bafta on 8 May.

The general manager of Galvin at Windows fronts Channel 4’s hit observational matchmaking show. It is filmed at the Paternoster Chop House restaurant in London and is now in its sixth series.

The show received the reality and constructed factual award at this year’s House of Fraser British Academy Television Awards, hosted by Graham Norton at London’s Royal Festival Hall.

adam smith appointed executive chef at coworth park Former Roux scholar and Acorn Award winner Adam Smith has joined Coworth Park, the Dorchester Collection’s country-house hotel near Ascot, as executive chef.

He moved to the five-AA-star, 70-bedroom hotel from the four-red-AA-star, 40-bedroom Devonshire Arms in Bolton Abbey, North Yorkshire, where he has been executive chef for three years.

Smith has replaced Simon Whitley, who left Coworth Park in February to take on the role of director of food and beverage at the new private members’ club, the Devonshire Club, which is due to open soon in the City of London.

Zoe Jenkins’ general manager at Coworth Park, described Smith as “one of the UK’s most talented chefs” under the age of 30.

“I am delighted he has joined the team, and excited to see the transition he will bring to Coworth Park’s restaurants and events.”

salt yard group to open new london restaurantLondon-based restaurant business Salt Yard Group is to open a new venue in the £400m St James’s Market development later this year.

The company, run by Simon Mullins and chef Ben Tish, currently

has four Italian- and Spanish-inspired restaurants: Salt Yard, Dehesa, Ember Yard and Opera Tavern. The new venture, which is not yet named, will have space for 110 covers and a terrace. It is due to open this September.

uk hotels to open 24,000 more bedrooms by 2018

More than 24,000 additional hotel bedrooms are expected to open in the UK during 2016 and 2017, according to statistics from business advisory and accountancy firm BDO.

Hotel Britain 2016, an annual report by BDO on UK hotel performance, said that branded hotels will account for the majority of the new supply.

Whitbread, owner of the Premier Inn brand, remains the largest group by bedroom count in the UK with 60,990 rooms by the end of 2015. InterContinental Hotels Group is in second place with 42,732 rooms, followed by Travelodge (37,614), AccorHotels (29,210) and Hilton Worldwide (26,852).

tripadvisor ‘making people take trips they would not otherwise take’TripAdvisor, the booking, price comparison and reviews site, claims it generated £2b of visitor spending in the UK in 2014.

Research it commissioned from Oxford Economics has suggested it influenced 10% of global travel spend in 2014, apparently making people buy things they would not have otherwise bought.

The research firm said it generated 22 million tourism trips that year, including 400,000 in the UK, which it claimed would not have occurred without TripAdvisor content.

top hospitality stories

each week, the caterer andwww.thecaterer.com bring you the

most important news from around the hospitality industry. Here’s a selection

of stories about AA members fromthe past three months

Premier Inn

majority of british consumers unaware they could overpay by booking through otasThree-quarters of British consumers are unaware that they will now overpay for a hotel stay by booking through online travel agents (OTAs).

That’s according to a survey conducted by OnePoll on behalf of InterContinental Hotels Group (IHG), which this week announced that its Rewards Club members will be offered “exclusive, preferential rates” when they book directly with the company.

IHG’s survey of 2,000 consumers found that nearly 80% of British consumers falsely believe that price comparison sites offer the best rates and a further 87% believe that all available rates are shown.

The results of the survey were announced as IHG published its first-quarter results of 2016, recording that a strong performance in the UK provinces had been offset by “softer industry-wide trading” in London, explained predominantly by an increase in supply.

Globally, the company, which has 4,700 hotels operating under brands including Holiday Inn, Crowne Plaza and Hotel Indigo, achieved a 1.5% increase in revenue per available room, while the figure was flat in the UK.

mobile drives ‘restaurant near me’ searches 7,200% in five years, says googleAlmost two-thirds of internet searches within the restaurant category are now coming from mobile devices, according to Google. Moreover, searches for “restaurants near me” have grown 7,200% in the past five years.

Speaking at The Caterer’s recent Business Breakfast in association with Barclays, Google industry head Harry Walker said growth in cuisine-related “near me” searches had outstripped growth in price-related searches by 35 times over the same period.

Google search data shows that almost two in five of people dining out are now deciding on the spur of the moment, said Walker. He said 37% of people searching within the food category seek information that they want to

Fred Sirieix

Newcastle

UK hotel performance data for Q1 2016 does not paint a universally positive picture, but supply growth shows that

hoteliers are still heavily invested in this mar-ket’s future. Nationwide, occupancy is down 1.9%, and while average daily rate has grown 0.6%, this combination has led to negative revenue per available room (revpar).

The key driver of this overall negative per-formance is that supply growth is outpacing demand growth, which leads to negative occu-pancy levels. The situation, however, is not as bad as it may appear, as demand (the number of rooms sold), has increased 0.3%.

This situation is magnified in many of the country’s key regional markets. In Bristol, Glasgow, Liverpool, Manchester, Newcastle and Southampton, demand is increasing, but supply is growing more rapidly.

Of these cities, Newcastle has added an extra 714 rooms, Manchester an extra 601 and Liverpool an extra 412. Naturally, markets can take time to absorb additional supply, and this is certainly the case for these cities.

Historically, the UK has not had significant new supply increases – as showcased in the graph above. Since the start of the new millen-nium, the UK’s annual supply growth has been less than 3%, and in 2014 and 2015, it was less than 2%. While the rate of supply growth is still in line with these historic levels (2.2% for 2016 to date), we are seeing that development

-4%

-2%

0%

2%

4%

6%

2008 2009 2010 2011 2012 2013 2014 2015 Feb 2016YTD

United Kingdom Supply, Demand & Occupancy % Change

Supply Demand Occ

uk’s hotel supply growth points to a positive future

Summer 2016 | AA Hotel & Hospitality Services | 5AAhotels.com

Hotel data provider str global analyses the supply and demand of the uK’s hotel rooms

uk supply, demand and occupancy (% change)

is being focused on large regional cities, including London – the capital has seen a 2.7% year to date increase.

The UK remains the development hot spot in Europe, with the largest under contract pipeline – a total of 45,531 rooms as of April 2016. The next largest pipeline is Germany, with 26,000 rooms, followed by Russia at 21,000, France at 13,000 and Turkey at 12,000.

London has the largest pipeline of any city in Europe, with 15,679 rooms. This is consid-erably larger than the cities in second and third place, which are Moscow at 10,000 and Istan-bul at 6,700.

STR provides hotel data and benchmarking reports to hotel operators, developers, financiers, analysts and suppliers to the hotel industry; covering daily and monthly performance data, forecasts, annual profitability, food and beverage, pipeline and census information worldwide.

To understand about hotel benchmarking and how we can help your property, please contact [email protected]

about str


The UK’s only event for the luxury and boutique hotel industry returns to London’s Olympia West for its fifth year

this October.This inspiring and informative event’s

handpicked collection of over 300 suppliers from across the hotel supply chain includes exhibitors exclusive to the Independent Hotel Show, providing you with a unique opportu-nity to source new products, services and ideas in one place. There will also be an in-depth, free programme of talks with expert insight and advice from leading hoteliers and industry frontrunners.

Another key feature is the bigger and better Destination Spa, complete with a talks pro-gramme focused on improving your health and wellness offering.

As the industry responds to the needs of the modern traveller, the 2016 event will see hotel owners and operators come together to share ideas, do business, forge new relationships and learn from one another. If you are in the independent, luxury or boutique hotel business, don’t miss the Independent Hotel Show, 18-19 October 2016.

register your free place at www.independenthotelshow.co.uk


The winners and finalists of the AA Bed & Breakfast Awards 2016 celebrated in style at the Landmark London Hotel in May with a Champagne reception and a formal four-course celebratory lunch.

The event recognised and rewarded 29 very deserving finalists for all-round excellence, unfailing standards and outstanding service.

Winners of the AA Guest Accommodation of the Year Awards for England, Scotland, Wales and Northern Ireland, as well as Funki-est B&B of the Year and the ever-popular Friendliest B&B of the Year, sponsored by Evi-ivo, were awarded prizes provided by AA Hotel Services’ partner, Villeroy & Boch.

AA Friendliest B&B award sponsored by

b&b winners celebrate in stylecongratulations to all the winners and finalists of the AA Bed & Breakfast Awards 2016

friendliest b&b of the year winneralison and mike thomas, The Old Bakery, Hindolveston

friendliest b&b of the year runner upnan hay, Belsyde Country House, Linlithgowvivien and tim wilkes, The Spyway Inn, Askerswell

friendliest b&b of the year finalistsgayle and henry crocker, Trevigue, Crackington Havenjackie and roger sansum, The Old Post Office Guest House, Swindonjo wild, Broadacres B&B, Lewesfiona and caron jones, Llwyn Helyg Country House, Llanarthnemichael thompson and dave preece, Can-Y-Bae, Llandudnodeborah proops, Number 63, London W2angela and michael godbold, Danehurst House, Royal Tunbridge Wellsfiona and graham deakin, The Factor’s House, Cromartyjane jenkinson, Hill Crest Country Guest House, Newby Bridgethe benson family, The New Inn, Claphamliz carty and jill docherty, Park Lodge, Whitley Bayemma and graeme clark, Glenegedale, Glenegedalejulia and lloyd kenny, Cluny Bank, Forressheila robson, Fauhope Country House, Melrosebettina and jonathan wells, Knelle Dower Studio B&B, Northiamsue and chris light, Blaisdon House B&B, Blaisdonlizzie and gary scott, Kingsway Guest House, Edinburghsian and claire, Bron Rhiw, Cricciethjayne and peter hellman, Glenville House, Windermere

guest accommodation of the year scotlandthe dulaig, Grantown-On-Spey

guest accommodation of the year northern irelandardtara country house, Maghera

guest accommodation of the year walescaemorgan mansion, Cardigan

guest accommodation of the year englandkateshill house b&b, Bewdley

funkiest b&b of the year winnersnooze, Brighton

funkiest b&b of the year runner upthe habit boutique rooms, Ilfracombethe white horse, Chilgrove

kateshill house b&b, Bewdley the dulaig, Grantown-On-Spey

caemorgan mansion, Cardigan ardtara country house, Maghera

snooze, Brighton

b&b award finalists

alison and mike thomas, The Old Bakery, Hindolveston


environmental values and great hospitality come together at this snowdonia retreat

Take jaw dropping panoramic views over-looking Betws-y-Coed and the Gwydir Forest in Snowdonia, add passionate

owners with a sustainable ethos, with modern and comfortable accommodation, and you’ve got Bryn Bella Guest House, a Victorian house with a futuristic view.

Owners Joan and Mark Edwards believe that saving the planet is something everyone can do, no matter the size of their business. They believe small busi-nesses can make a big differ-ence by doing the simple things like recycling more, cutting down on waste and reducing energy usage. Importantly, it does not mean cutting down on qual-ity. Bryn Bella Guest House is four star, AA Highly Commended, Green Tourism Business Scheme Gold (the 1st in North Wales) and Platinum GreenLeaders with TripAdvisor business. It is proof that quality and sustainability can, and do, comple-ment each other. It’s easy to see why Bryn Bella was listed as one of the 30 coolest B&Bs in Britain in by The Times.

Generating hot water from thermal solar panels, maximising the use of rain water and reusing grey water from the business are just some of the ways Bryn Bella cuts down on waste. But it doesn’t simply stop there – with delicious, locally sourced food, and eco-friendly toiletries and washing products, Bryn

“It is proof that quality and

sustainability can, and do, complement

each other”

bryn bella guest houseSpoTlIghT on...

Bella is an eco-lover’s dream. There are even charging points for electric vehicles so that guests can recharge their car for free.

As you would expect, everything is recycled on site or locally and no food waste leaves the premises: it is all composted. All lighting uti-lises LED bulbs, TV remotes using recharge-able batteries... the list goes on and on.

And it doesn’t end with the interiors. In a large garden, with solar pumps in the ponds,

there are polytunnels where fruit and berries for breakfast and salad crops for lunches are growing. There are also chickens laying fresh eggs daily. With ample seating for guests to relax or get close up and personal with the local wildlife, this is the place to

unwind after a day exploring Snowdonia.Protecting Snowdonia’s beauty is also

important to Joan and Mark. They promote the local Sherpa bus service and cycle hire and have produced an impressive array of walks and tours that can be undertaken from the house without the need for a car.

Formerly the home of the village doctor, Bryn Bella is a large Victorian house built in the 1870s. It has five modern ensuite rooms and a comfortable Lounge where guests can peruse the impressive library or just sit and watch the birds on the feeders outside.For more information visit www.bryn-bella.co.uk


How did you get where you are now?A lot of hard work and a certain amount of luck. The harder I worked the luckier I became!

I did three years at college and then worked around the country house hotel scene at hotels including Rookery Hall, Hambleton Hall, Inverlochy Castle and Belmond Le Manoir aux Quat’Saisons

My first head chef position was at Inver-lochy, where I achieved a Michelin star after two years. I also achieved one rosette out of three, as it was in those days, and a long forgot-ten Egon Ronay star.

I then moved to Mallory Court as its head chef via Seaham Hall, where I was able to repeat the awards. This time it was up to three rosettes out of five, and I continued to work there for nearly 14 years in this capacity.

Then, due to the rapid expansion of Eden Hotel Collection, I was offered my current role as food and beverage director, which I have been in for the last four years, overseeing eight hotels and 10 kitchens.

Who is your greatest inspiration?Raymond Blanc teaches you how to taste and to get the best out of ingredients. The whole set-up at Le Manoir was amazing: the ingredi-ents came through the door from the gardens. We also cooked with some other ingredients from afar, which I had only seen and read about in books until then. And because we worked hard, we played hard too!

What are your top tips for an aspiring chef? First, remember that if food is a passion, then you will never do a day’s work in your life.

Don’t aim to get to the top too fast. Pay your dues, learn all the sections as well as you can and always move on making sure you leave on good terms.

And don’t use agencies – you are far more likely to get a job by ringing up or writing a letter. You will also have a better chance of commanding a higher wage as there are no fees involved.

If you weren’t a chef, what career would you have chosen?Too tall to be a racing driver, not good enough to be a footballer and I came to golf too late… in other words, I’m not sure!

What has been your greatest career achievement to date?Obviously the awards are something to be proud of, but it’s also seeing the guys who came to you as kids working their way up to run their own kitchens, gain their own acco-lades and win competitions. Harry Guy, who came to me as a kid from college and works for me still, has just won the Roux Scholarship.

What is your favourite ingredient?There are too many to choose from, but I always like it when we get the first of the

simon haighEden Hotel Collection’s director of food and beverage

imparts words of wisdom for aspiring chefs, and provides clear instructions on how to make the perfect bacon sarnie

season – rhubarb, strawberries, grouse, lob-ster, chanterelles...

Where do you eat on your night off?At home with my wife Jo and my boys, Josh and Zack. I am partial to the odd takeaway, but why

go out when I can do just as good a job at home?

What would be your ‘last supper’?A good bacon sandwich! Crispy dry-cured bacon (rind on), freshly baked white bread, no butter and no sauce.

InTervIew wITh...

“Remember that if food is a passion, then you will never do a day’s work in your life”

Caterer.com is the UK’s leading hospitality job website. We offer market leading products and tools, helping employers recruit the talent they need, quickly, easily and effectively.

As an extra incentive, we’re offering 20% off your job advertisement until August 31st. Simply visit recruiters.caterer.com and enter promo code AA20 at the checkout.

Call us today on 0333 0145 111or visit recruiters.caterer.com

Need stafffast?

7,700 new and updatedCVs each week

1.4 million CVs on ourdatabase

1 in 2 of all UK hospitalityjobseekers use us to

look for a job

Why advertise with Caterer.com?


giving staff the best start with online training

Retaining staff is one of the biggest challenges facing managers, with turnover

figures of over 30% in the industry. Staff turnover is costly to the business in terms of recruitment costs, management time and customer reputation. With a peak in staff turnover occurring within the first three months of employment, this is the first training challenge. However, meeting this challenge can be difficult. Many businesses fall within the SME category, often running on minimum staff and management levels. Finding the time to train staff to the level really needed is difficult as there are, understandably, often other priorities. Finding time when half your staff aren’t on holiday, having days off, in service time or sick is not so easy either!

Online learning is an addi-tional modern training method that appeals to many staff – espe-cially younger staff. Most barriers

to using online learning come from people who have never tried it! As a flexible training method it will consistently deliver essen-tial training at a fraction of the cost of face-to-face training and provide you with a benchmark to develop standards further. As part of the AA training solutions programmes, Direction Train-ing is offering businesses easy and direct access to professional online learning along with a 15% discount. You can find details

on the AA Hospitality Solu-tions website (www.theaa.com/ hospitality-solutions).

Along with a formal learning management system offer for companies, Direction Training has an e-commerce site where you can buy modules, directly quoting AA2016 for your discount.

Direction Training, led by Judith and Graeme Clarke, have a background of operational and HR management in hospitality. Judith headed a team with the

Best Practice Forum to develop business training packages, trained assessors for the AIM and ETP accreditations and, with the member professional acad-emies of the Hospitality Skills Alliance, developed added-value learning for hospitality staff and apprentices.

With such an understanding of the industry, Judith and her team offer flexible solutions to ensure their clients get the most out of online learning, for example:

The AA have launched a star-rated Serviced Accommodation scheme.

Serviced Accommodation is a growing sector, with the number of properties in the UK growing and many more in the

pipeline. The market is mature in the Asia and Australia, while growing rapidly in Europe.

Properties will be inspected on an annual overnight basis and will be awarded between three and five stars using our

unique and well respected AA Merit scores. Where the property has food and beverage facilities these too will be assessed and AA food awards will be made as appropriate.

Lee Spencer of Portman Travel

said: “An accredited scheme which provides star-rated guidance would be extremely valuable to clients, especially those corporates who are considering using the service apartments for the first time.”

aa to launch serviced accommodation scheme in august

All enQuiries sHould Be directed to [email protected], tel: 07917 596309

● On a one-off basis use a standard programme such as Allergy Aware to meet

your legal responsibilities

● Use the Wine and Champagne service programme as a benchmark from which you

can develop further knowledge and skills● Set up an ongoing induction programme to meet your employer responsibilities


the national living wage:

Mark Pearce, HR consultant, My HR Director

Adam Byatt, restaurateur, Trinity and Bistro Union, London

Erik Kervaon, general manager, the Bingham, London

Rob Payne, chief executive, Best Western

James Clarke, general manager, Hilton London Bankside

Tony Mullen, group HR manager for London, Apex Hotels

Tim Robins, national account sales director, Diversey

Precious Sweta, associate director, the Wesley, London

Aideen Wheelehan, HR manager, Lancaster London

is hospitality coping with the consequences?were businesses ready when the national living wage (nlw) came into effect in april? or was it pushed through too quickly?Aideen Wheelehan (AW): I don’t think came in too quickly – I think it’s a step in the right direction. I can only speak on behalf of Lan-caster London, but we haven’t had to make a lot of changes or do much strategic thinking.

James Clarke ( JC): I work at Hilton, but it’s a franchise – I work for a company called Splendid Hospitality, which is a small group of 20-25 hotels. As a company we always put people first; that’s its mantra. If you are going to put people first you have to pay them fairly, especially in London. Staff turnover can be damaging to a business and cost you in the long run.

Mark Pearce (MP): My take on this is that there has been enough time for organisations and businesses to implement the increase and to look at the knock-on consequences, for exam-ple, what might happen when your waiters are paid more like your supervisors.

Rob Payne (RP): I agree that a fair wage for everyone is what we all support. I disagree that we have had enough time. We were told about it in July. I work on behalf of 250 small, family-run businesses. A survey across our businesses has shown that one in two sala-ries is going to increase because of this and it is the number one concern among our mem-bers. Some of them planned pay rises last year and now they have this on top.

As an industry we have been behind the curve, but I think we need more consulta-tion and we need a road map, because it isn’t just this increase but what will happen over the next few years to 2020. My worry is for those small and medium-sized businesses that aren’t in a group or membership organi-sation like ours.

Tim Robins (TR): We’re constantly working with our hospitality customers to help them improve the productivity and performance across their housekeeping operations. We’ve also studied how our products are used across the industry to prove that cleaning with the right tools can significantly decrease the

time it takes to clean a room. By increasing efficiency and enhancing the results of their cleaning processes, they can get more done with the same resources, helping to absorb some of the effects of any rises in costs.

where do you find the money?Erik Kervaon (EK): There is no doubt that the NLW is affecting profit. You want to put the price up? Good luck. I can’t do that. My worry is that as an industry we were not con-sulted – we just woke up in July and saw that it was happening.

RP: No-one wants to see a price rise, and no-one wants to see a reduction in quality, but those are the levers that our hotels are looking towards. We did a survey of our members and 80% of them said they wanted to put the price up. But in a competitive market they are not going to be able to put the price up or skimp on quality. So we have to look to other areas to help our members and offset these costs.

AW: I think we have the opportunity now to look at new ways of engaging people – because we are going to have to do so much more – and to look at productivity to find new ways

the panel


the caterer’s recent round table discussions on the national living Wage, held in association with diversey, saw eight operators head to upstairs at trinity in clapham, london, to talk preparation, consequences and the road forward. tom vaughan reports

“people look at what they pay per hour but should be looking at what they are getting per hour”tony mullen

▲

JC: In my organisation we are always looking at the future of the industry – millennials. We see the disappearing front desk, with the ability to check in online and get into your room with your iPhone. You’ve got to be thinking in new ways these days.

RP: I don’t think it’s a ‘one size fits all’ situation. We created an electronic concierge service but that’s not necessarily what baby boomers want. Yes, technology will come in to it but we are predominantly a people business. I don’t think you can strip out people completely.

TR: Technology should improve productivity. Our Taski Intellibot robotic floorcare machines are ideal for cleaning areas in hotels such as banqueting and conference spaces. They work on their own, to clean an area while housekeepers complete other duties, making better use of their time. Our Smart View mobile communication platform also supports the service we give.

pHo

tog

rApH

Y BY

pAt

ricK

tH

imBl

eBY

this. There is an example of a 40-bed prop-erty. They don’t want to put their prices up because they are in a competitive market. They don’t want to reduce quality because it is known for its quality. What do they do? They’re not worried about the wage increase next week – what they are worried about is the future and they are considering selling the property. I think it will drive decisions like that for a lot of smaller businesses – can they sustain their operation?

Adam Byatt (AB): When you include auto-enrol-ment pension, that is another 5%. It’s not now that worries me, it’s in five years’ time that worries me. Trying to fathom wages in a small independent restaurant – it’s a mine-field. There is a point at which my business can’t operate over a proportion of labour. It is a hospitality business and it lives and dies by hospitality. And that is an expensive thing to provide for people.

the nlw is for over-25s only. will it affect your recruitment strategies?JC: I think it would be totally unfair [to only give it to over 25s]. We intend to give it to everyone.

MP: You could potentially find yourself accused of age discrimination. Most of the businesses I know plan to pay everyone the same if they are doing the same job.

AB: I think the NLW will fix one thing – there aren’t as many incoming people into the industry, especially younger people. And I think, whatever people say, businesses will be more attracted to taking university leavers because they are cheaper and that might fix the problem of a lack of incoming young people.

can technology bridge the productivity gap?

to make up those costs. It’s an opportunity to look at your business, tighten things up and ask: “Is your business lean?”

Tony Mullen (TM): It’s an opportunity to look at processes. In our business we do just that and a lot of the time you find there are significant improvements and effi-ciencies in tasks that are done every day. It’s often overlooked. People look at what they pay per hour but should be look-ing at what they are getting per hour.

RP: Now is the time to turn over every single rock to find ways to save costs or drive yield or find new revenue streams. The NLW is here to stay. We have to look at costs. Whether it’s joining purchasing organisations or turning to other industries and looking to see how they can help us. It’s not about stripping people out.

JC: We always look at industry leading compa-nies and ask, “What do they do to look after their employees and what examples can we bring back to look after our own teams?”. That gives me a competitive edge to keep staff.

TR: Introducing innovations and improved processes to make housekeeping more effi-cient helps organisations to be more produc-tive and reduce overall costs. In simple terms, hotels can do more with the same money if they manage their cleaning processes more effectively. For example, our microfibre cloths and mops enable housekeepers to clean hard surfaces quickly, with or without chemicals.

hospitality is traditionally made up of low-margin businesses. the nlw must have changed your forecasts?RP: I’ve spoken to a lot our members about


five national living wage talking points

● On 1 April 2016 the National Living Wage (NLW) came into effect – over-25s now must earn at least £7.20 an hour, a sum that will increase each year towards the target of 60% of UK median pay by 2020, a figure expected to be about £9.35 an hour. This implies compound annual increases of 7%.

● A 2015 survey by the Resolution Foundation found that the mandatory wage increase will have their greatest impact in retail (79%) and hospitality (77%) sectors, with over three-quarters of employers saying their wage bill will be affected. It estimated that the hospitality industry will have an extra £1b+ a year bill by 2020.

● Currently, both cash tips handed directly to workers, and payments made by the employer or troncmaster that represents service charges, tips, gratuities or cover charges, do not form part of a worker’s

remuneration for NLW. There is nothing to suggest that the Government intends to change the current position and to allow tips to be taken into account when calculating.

● While the NLW only applies to over 25s, some companies such as Welcome Break have said the NLW will be the minimum starting rate for all of the company’s 5,000 employees across its 27 sites – including those under the age of 25.

● A November 2015 survey by the Department for Business, Innovation and Skills (BIS) carried out in November 2015 found that the vast majority of employers are in support of the new rates: 93% of all bosses agreed the National Living Wage was a good idea, 88% said it would make staff more productive and 82% believed customers were likely to return if the business paid the right rates of pay.

diversey care – supporting hotels and hospitality

Diversey Care has a heritage in the cleaning industry that can be traced back over 100 years. Today, as part of the Sealed Air Corporation, its comprehensive range of cleaning products, machines, training and consulting services means the company is able to offer complete cleaning and hygiene solutions for the hotel and hospitality sector. These are all designed to help hotels and hospitality venues embed food safety and security, facility hygiene and brand protection into their operations. Diversey Care has built its market-leading position by developing products that deliver the best possible performance, value and sustainability, and by introducing innovations that drive business improvement.

“all we try to do is make sure all our staff feel really well paid – that they buy into what we are doing”adam byatt

how will the nlw affect service charge?AB: I don’t understand how service charge and tronc will come in to this. We pay people very well – well above the industry standard – but a portion of that is service charge. When I up the minimum and put the service on top they will be paid incredibly well and that will immedi-ately affect my bottom line. This whole service charge thing: the government doesn’t really understand it; the industry doesn’t understand it; the public certainly doesn’t understand it. It’s a grey area.

will perceptions change about hospitality as an employer?AW: If it is applied to all industries then not really. We are going to change perceptions by doing exciting things.

EK: The difference between our industry and retailers, for example, is the service charge. If that is done properly and given back to staff it can make a big difference. If employees get NLW and then £300 service a month it makes a big difference.

MP: This industry is one of the few that gives absolutely anybody the chance to go to the top.

JC: It’s one of the best industries in the world. I’ve come from humble beginnings and had the opportunity to travel the world and meet amazing people. You’ll never go without a place to stay, you’ll never be hungry, you’ll always have a glass of wine. It’s about people and if you are passionate about that it is the industry to be in. I think we have communi-cated that much better in the last 10 years.

AB: All we try to do is make sure all our staff feel really well paid – that they buy into what we are doing, they feel well rewarded for the job they are doing, are fairly treated and are part of something that is relevant and dynamic.

do we need better consultation from the government?RP: Yes. Now’s the time to work these things through with the Government and work out a road map for how the NLW will increase over the next five years. There are lots of ques-tions that remain unanswered. They can’t just ignore the problems the industry is fac-ing. What about VAT on tourism? We are one of only three countries in Europe that doesn’t have a differential lower VAT. It is not a level playing field across Europe. David Cameron chose not to have his own holiday in Britain, even though he was encouraging people to head north. He chose to go to Tenerife for a low-VAT holiday. Now is the time to have those conversations. We are almost double the rest of Europe in VAT. It can’t be right. It is because of a lack of consultation.

AB: I’d say that over half the people who eat in our restaurant have no idea that 20% of that bill is nothing to do with the restau-rant – it is a transaction between them and the government.

JC: Reducing VAT would put more money in guests’ pockets to eat, drink and stay in the UK.

so everyone is in favour of the nlw, but it is those other business pressures that need to be addressed?All: Yes.


government review says all tips should go to employeesHospitality welcomes business secretary sajid Javid’s consultation, which has set out a range of proposals on tips and service chargesBy Amanda Afiya and Neil Gerrard

Restaurants could be forced to hand over all tips to employees according to new proposals outlined by the Government.

The proposals follow business secretary Sajid Javid’s eight-month review of tips, service charges and troncs, and are intended to stop restaurants from using gratuities to top-up staff wages, as well as making cover charges clearer to consumers.

The Tips, Gratuities, Cover and Service Charges: Call for Evidence was published on 2 May and stated that tips in restaurants, hotels and bars should go to workers and not employers. It suggested that charges imposed on staff tips by employers should be scrapped or limited (except for those required under tax law), and that service charges on customers’ bills should be clear and voluntary.

Javid said: “We want workers who earn a tip to be able to keep it. That’s why I, like many others, was disappointed by the tipping prac-tices of some of our well-known chains. This has to change.”

The proposals will be put out for consulta-tion in a process that will last until 27 June.

the industry respondsDave Turnbull, Unite’s officer for the hospi-tality industry, said: “The problem has always been that tips paid on a credit card and ser-vice charges are deemed the property of the employer. Until staff are recognised as the lawful owners of their hard-earned tips with complete control over how they are shared out, rogue employers will cream off staff tips.”

Ufi Ibrahim, chief executive of the British Hospitality Association (BHA), welcomed the Government’s consultation. She said: “Transparency is precisely what we asked the Government to consider. Customers should be able to reward good service and know where their money ends up and how much of it goes to the staff.

“We will convene a series of meetings with business leaders across the UK and conduct our own impact assessment to deliver a uni-fied and robust response to inform the Gov-ernment’s decision-making process”.

The BHA had asked Javid to make it a legal requirement for restaurants to tell customers how tips and service charges are distributed among staff.

Kate Nicholls, chief executive of the Asso-ciation of Licensed Multiple Retailers (ALMR), welcomed the prospect of greater transpar-ency but also called for businesses to be

allowed to retain their flexibility. She said: “Tips and gratuities are an optional reward in recognition of excellent service and they do go to the highly skilled, hard-working people who provide our guests with a great experience. But in many cases that service will be provided by a team, not just an individual member of staff, and it is right that there is freedom and flexibil-ity to reward all those involved, front and back of house. Customers should be able to reward good service knowing that it will go to those they intended it to go to.”

The ALMR said it had carried out a survey of its 7,000 restaurant members last year as part of the Government’s call for evidence, and found “no evidence of abuse of the current sys-tem”, with no company retaining the service charge in full or using it to subsidise low pay.

Nicholls concluded: “Customers are

increasingly rewarding good service through credit card payments. These have to be pro-cessed through the company payroll in order to ensure that tax is properly accounted for and paid – this is not the case with cash tips, where the individual has to declare the tax. It is this which has led to some confusion and we welcome measures to increase transparency. It means that there will be a deduction, but it means that...everyone receives a fair share, including the tax man.”

Javid launched the investigation last August after some of the country’s most respected restaurant chains were exposed for withhold-ing service charges from staff. Unions accused several restaurant groups, including Pizza- Express, Bill’s, Côte, Las Iguanas and Turtle Bay, of “misleading” customers over the level of tips they were withholding for administra-tive charges.

[email protected] and [email protected]

The Government is also considering:●● whether to ban or restrict the levying of table sales charges on staff – a fee paid by waiting staff based on sales during a shift;●● how to incentivise and increase the prevalence of well-managed troncs; and●● whether to update the current voluntary code of practice and put it on a statutory footing to increase employer compliance.

Sajid Javid has said he was disappointed with the tipping practice at many restaurant chains

“customers should be able to reward good service and know where their money ends up and how much of it goes to the staff”

other proposals


improve your online reputation with our new free member benefit


● Benchmark your results by department, language and review source (TripAdvisor, Booking.com etc).

● Engage with guests while on the go using the mobile App.

● Access real-time performance metrics.

how does it work?This is a new AA Hotel & Hospitality Services membership benefit available at no cost to our members. If you are a current ReviewPro cus-tomer, please contact your ReviewPro account manager to discuss what benefit is available.

We will be contacting our Hotel and Guest Accommodation scheme members over the coming weeks with more information on how to get started.

To activate you account, the first step is to contact [email protected] specifying the email address to be used for your login. You will then be sent a link where you can set your password and activate your account.

You can find more details about this new benefit and how to activate your ReviewPro account by visiting www.reviewpro.com/theaa. Your membership benefit allows one login per establishment. If, however, more are required, please speak to your ReviewPro account manager to discuss terms.

The tool is extremely straightforward to use. Over the coming weeks and months, you will be provided with a series of online training sessions, the details of which can be found at the above website address. The training ses-sions will be recorded so you can view them at any time. Once your account has been acti-vated, you will also have access to a dedicated help and support centre for clients.

As the number of positive reviews increases, your property’s online reputation will also improve. Across all segments of the hotel industry, a high online reputation index means you are exceeding guests’ expectations, which if managed effectively, will enable you to increase average daily rates (ADR).

what will i be able to do?● View the evolution of your property’s online

reputation score (GRITM) over time.● Know everything that guests are saying

online about your property.● Identify strengths/weaknesses and where

you need to take action.● Use sentiment analysis to understand why

guests are happy or not.● Reply to online reviews from within the tool.

The AA is constantly striving to enhance the benefits offered to its Hotel and Guest Accommodation scheme members and

so has teamed up with ReviewPro, experts in online reputation improvement, to offer our members an exciting new benefit: free access to ReviewPro’s exclusive dashboard.

This powerful tool will enable you to better manage your establishment’s online reputa-tion and help boost your ranking on review sites and online travel agents (OTAs).

what is reviewpro?ReviewPro is the leading provider of guest intelligence solutions for the hospitality indus-try. The company understands the impact and implications of guest feedback and helps clients create a guest-centric culture, to exceed

guest expectations. ReviewPro offers the industry-stand-

ard Global Review IndexTM (GRI) – an online reputation score used by thousands of hotels worldwide as a benchmark for reputation manage-ment efforts, based on review data collected from more than 175 OTAs and review sites in more than 45 languages.

Today, more than 25,000 estab-lishments rely on ReviewPro, from family-owned B&Bs to some of the world’s largest hotel brands. With clients in the UK including Red Carnation Hotels, Goodwood, the Ritz London and Exclusive Hotels & Venues, the team have a strong understanding of the challenges and opportunities in this market.

what are the benefits?ReviewPro’s powerful cloud-based solution, which includes an intuitive mobile app, will enable members to proactively benchmark, manage and improve their online reputation. The advanced review analytics help users to prioritise operational and service improvements at their property to increase guest satisfaction and positive online reviews from guests.


When I first met Richard Ball, he was the managing director of Calcot Manor and had just kicked life into its once-

formal Conservatory restaurant. It was 1998 and he was chatting about plans to add a state-of-the-art spa, create family suites and generally broaden the hotel’s appeal to a wider market. He wouldn’t have dreamt back then that he was creating what would become the flagship prop-erty of the £16m-turnover Calcot Collection.

“Nothing is strategic,” says Ball. “We have just been seeing an opportunity and thinking what we could do with it.”

Admittedly, it’s been a slow burn. It wasn’t until 2009 that Calcot Manor was joined by the 17th-century 18-room Barnsley House and adjacent six-bedroom Village Pub. The swish, eclectic little group now also comprises the historic 21-room Lord Crewe Arms in Blanch-land, Northumberland, bought in 2014, and with a fresh take on Cotswold country-house hotel style, the 16-room Painswick was launched last year. The company owns the freehold for the three Cotswold hotels, while the Lord Crewe Arms is run as a joint venture with Lord Crewe’s Charity.

In fact, Ball’s journey started 30 years ago. His parents launched the 14th-century Calcot Manor as a small hotel in 1984, but the reces-sion took its toll and, in 1992, Ball accepted an offer from a regular guest, Michael Stone, to buy the property. It proved to be a positive turn-ing point. Ball was retained as managing direc-tor and a minor equity partner and the injection of new finances allowed him to join the van-guard of those striving to rejuvenate the stale country-house concept by introducing infor-mality and lots of leisure and family facilities.

And so, today, Calcot has four AA red stars, 35 bedrooms, a state-of-the-art spa, flexible dining in the shape of the two-AA-rosette Conservatory restaurant and the Gumstool Inn gastropub, an Ofsted-registered crèche, a conference and banqueting suite converted from a medieval barn and more.

Awards have come thick and fast. By 2004, Calcot Manor had won its second Catey – Inde-pendent Hotel of the Year – after collected the Menu of the Year Catey in 1991. Ball was then named Hotelier of the Year in 2006, which

Award-winning hotelier richard Ball has pursued a steady policy of improvement and innovation to take calcot manor from its roots as a regular country-house hotel in the 1980s to being the luxurious flagship property of the stylish calcot collection today. rosalind mullen caught up with him

having a ball


recognised his natural people skills and ability to implement new ideas.

“That’s what we do. Put a smile on people’s faces,” he shrugs.

Ball’s own role has evolved, too. When Stone retired in 2014, he was made executive chairman of the company. He sits on the board with members of the Stone family – one of whom is Nicky Farquhar, who is also the design director, but otherwise the family is only involved as shareholders and investors.

It clearly suits him. Relaxed and cheerful, he describes how his focus is now not con-fined to Calcot Manor, but embraces the whole business – from buildings to food and bever-age and from rooms to marketing.

“I did need to get out of the four walls. I love being out and about. I enjoy hospitality and finding what works and what doesn’t. I love food and wine,” he explains.

The expansion of the company has gone fairly smoothly thanks to the strong, loyal team that Ball has nurtured at Calcot Manor. For instance, Calcot’s general manager, Paul Sad-ler, has been with him for 28 years; Michele Mela, who was made general manager at Barnsley House, has been with him for 12 years; and his wife, Cathy – the inspiration behind Calcot’s spa (see panel) – has been on-board for 31 years. All three are directors and sit on the board.

While Ball oversees the properties, attend-ing monthly managers’ meetings and visiting in-between, he stresses that he doesn’t get involved in their day-to-day running.

“I have a weekly catch-up with Michele at Barnsley House, but he is autonomous. He is part of the personality of the place and is very charismatic and efficient. Part of my role is just to monitor it all,” says Ball.

Each of the three Cotswold properties tar-gets a slightly different market. Calcot Manor is more family-oriented, while Barnsley is romantic and more expensive. The Painswick, however, is a new-generation country-house hotel, targeting a younger, cooler market with a lower price-point and a laid-back tone. It is also the only property to have a general man-ager appointed from outside – Luke Milliken, formerly of Abode and Bovey Castle.

Group turnover £16m

average room ratesBarnsley House £248Calcot Manor £214Lord Crewe Arms £98 Village Pub £98The Painswick £140

average f&b spendBarnsley House £46Calcot Manor Conservatory £46Calcot Manor Gumstool Inn £26Lord Crewe Arms £23Village Pub £27The Painswick £25

calcot manorTetbury, GloucestershireGeneral manager Paul SadlerRooms 35Facilities The Gumstool Inn, the Conservatory restaurant, crèche, wedding licence, 250-acre grounds, tennis, heated outdoor swimming pool, children’s play area, spa with swimming pool

barnsley houseNr Cirencester, GloucestershireAcquired Bought out of administration in 2009

General manager Michele MellaRooms 18Facilities Potager restaurant, the Village Pub (with six rooms), cinema and spa with an outdoor hydrotherapy pool

the lord crewe armsBlanchland, NorthumberlandAcquired Joint venture with Lord Crewe’s Charity since 2012General manager Tommy MarkRooms 21Facilities Two restaurants: the Larders, also known as the Hillyard, and the Derwent, as

well as the Bishop’s Dining Room, serving ‘proper’ unpretentious country grub. One vaulted Crypt Bar

the painswickPainswick, GloucestershireOwnership Formerly known as Cotswolds88, it was bought by the group in March 2015General manager Luke MillikinRooms 16Facilities Bar-restaurant with terrace, a meeting room and a treatment roomwww.calcot.co

bite-sized facts

Barnsley House

▲


spa-spangled manor

“There was nobody here who was absolutely on the spot and ready for the promotion. And part of me liked the idea of bringing someone in from outside. The Painswick needed to be demonstrably different because the three Cotswold hotels are in a triangle,” says Ball. “So it is right that we had a different person.”

While Calcot and Barnsley House are estab-lished and Painswick is bedding into its niche, the Lord Crewe Arms is proving more chal-lenging because of its location in the north-east. During the shooting season there are three months of 100% occupancy at good rates, but while it may only be 35 minutes from Newcastle airport, the remote road links can make it tricky to sell in winter.

“We have got an eye on the region develop-ing, so it was a good time to attach ourselves,” says Ball. “But we can’t rely on our reputation; we need to do marketing and reach out to northerners who haven’t heard of Calcot.”

The Lord Crewe Arms was identified as an

opportunity by the Stone family, who were familiar with the area and had seen that the property was ripe for investment.

“I was nervous about the distance from the Cotswolds,” admits Ball, “but the Lord Crewe’s Charity, trustees and land agent wanted to put the place on the map and wanted a sustainable tenant to bring focus into the village.”

The joint venture arrangement eased the way. The trust did the necessary £1.5m build-ing and refurbishment work – under the Calcot team’s direction – which made it a more palatable financial decision.

“There was a lot of heart in the decision, too,” adds Ball. “The Stone family have con-nections there and I fell in love with it.”

With such a diverse portfolio, it is clear why Ball has purposefully positioned the hotels as a collection rather than a brand. The phi-losophy for them is the same, but the price points and USPs are different.

As a result, the plan is to allow the group to consolidate rather than acquire another prop-erty just yet. However, the business has low gearing and a strong administration centre is in place at Calcot Manor should they spot an opportunity.

“We are hoteliers rather than businessmen and like to do things properly. We couldn’t roll-out happily with our philosophy,” he explains. “If you have a brand it is easier – you just roll them out – but if you have a collection of dif-

One of Calcot Manor’s big success stories has been the £2.5m spa, which was unveiled in 2003. Run by spa director Cathy Ball (Ball’s wife), it now accounts for 50% of the hotel’s profits.

A lot of its success is ironically down to its rural location. As well as attracting hotel bookings, Calcot is blessed with having tapped into strong local demand, and no nearby competitors – hence its 500 members and a waiting list of 600 since it opened.

“We got in at the right time. We have a separate profit and loss account on it and it is healthy throughout the year. It isn’t seasonal,” says Ball. “The scale of interest is big. It drives occupancy and rates.”

He concedes that there is constant pressure to update spas. In the 12 years to date, some £400,000 has been invested in Calcot’s facilities and this year £200,000 will be spent to upgrade the gym equipment and heat treatment facilities.

“Realistically, we need to spend a further £100,000 in 2017,” says Ball.

He hasn’t created such a large spa at Barnsley, partly because he says there is a barrier to entry now with the cost of spa technology, building and land much higher. Nevertheless, the A-lister haunt’s state-of-the-art facilities include five treatment rooms and a hydrotherapy pool, though no membership. Painswick has one treatment room – for which Ball sacrificed a bedroom – and is run as a satellite to Calcot.

With such a winning formula, it’s no surprise that Ball would also like to convert a barn in the woods at Lord Crewe Arms into a spa. He is working with the trust on a feasibility study to include an outdoor hot tub and fire.

“Painswick needed to be demonstrably different because the three Cotswold hotels are in a triangle”richard ball

Painswick

▲


spa-spangled manor

ferent hotels you need to take your time. If the right opportunity comes along we might open another one, but it is not something we are searching for.”

That’s not to say he doesn’t admire brands. In common with many in the industry, Ball is an admirer of Nick Jones of Soho House and Robin Hutson, co-founder of Hotel du Vin and the brains behind the Pig concept. He is also a fan of what Andrew Stembridge has achieved at the more established Chewton Glen, maintaining the traditional and good, but keeping it fresh.

When it comes to dining concepts, he loves the London restaurant scene with its Euro-pean brasseries and informal dining, and takes inspiration from them. “It all comes from London, you can’t escape it,” says Ball, who is regularly in London due to his involve-ment with the Hospitality Action charity and the Worshipful Company of Innholders.

Some of Ball’s attempts to diversify have

been less successful than others. The group dropped its outside catering arm because it wasn’t consistently profitable. “There was too much risk on our reputation, so it wasn’t worth it,” explains Ball. However, the company still has a lease on the restaurant and café at the Westonbirt Arboretum and Ball says they will retain that because “it provides good business”.

To build on the positives in each property, Ball is sending his new assistant general man-ager at Calcot Manor, Ali Elharoun, to the other hotels as a customer. “It is a better way than me doing it,” he says.

Meanwhile, he keeps an eye on the bigger picture, visiting hotels that offer something that he might learn from, while avoiding those with style over substance.

“The great thing about this industry is that none of us can stand still; someone has always rethought something and it encourages you to think again, too,” he says.

“Hotels today are experiential where they used to be formulaic. We have got to keep changing because people have now had that experience. We do have repeat guests, but they like to see us move forward.”

So, to retain the family-friendly reputation that he worked so hard to gain at Calcot Manor, for instance, he makes good use of its 220 acres – with disc golf (a bit like playing golf with a Frisbee) Segways and horse-riding among the outdoor pursuits.

But Ball doesn’t believe in changing things for the sake of it. He cites the successful bistro-pub Gumstool Inn, which opened at the Calcot more than 16 years ago. “We just can’t change that. We have redone the chairs and intro-duced the fireside grill, but we have learned there are some things you can’t change.”

He also stresses the importance of tapping into shifts in the economy and consumer pref-erences: “Hotels reflect what is going on in society. You need to be in tune.”

Calcot Manor


online travel agents – a plague or a blessing?

Have you ever wondered what’s behind the commissions you pay to travel agencies? Or thought that maybe you would rather

not work with Expedia, Booking.com or Late-Rooms because you’d rather not pay more commission but run your own marketing to generate bookings?

Online booking experts eviivo looked into the cost of a property doing their own marketing versus paying travel website commission to see which worked out best for the average B&B. Prices were sourced from various local media owners and newspapers and averages taken:

The results (right) show that travel websites are the most cost-effective form of advertising. This is because you only pay for results and con-firmed bookings. Not a penny is wasted. This is in sharp contrast with doing it yourself, where any spend only covers a single click (with no guarantee of booking) or a single placement of an advert (with no guarantee of success).

how does this compare to travel websites?To put this into context, if you pay £400 for an advert in your regional paper next Wednes-day, only those people looking at the news- paper on Wednesday will hear about you, and maybe a few of those will book with you, but there is no guarantee.

The travel websites will advertise your prop-erty all year long completely free of charge. Plus, companies like Expedia, Booking.com and LateRooms spend billions in advertising every year, to make sure that their listed prop-erties get noticed.

And for all this you will pay them nothing until you have a guaranteed booking. It is quite simple – no results, no bookings, no fees! This means that for every £1 you spend on a travel agency website, you will get a guaranteed £5 or more worth of business.

Also, as an added bonus, many visitors who find you on these travel websites will check out your own website too, and if you create your own special offers and packages, some will book directly with you at zero commission.

So unless you are well-known already, or operate in a busy, sought-after location, or at full occupancy most of the time, you have everything to gain by working with online travel agencies, rather than try to run your own marketing.

but how should you work with big travel websites?The best way to work effectively with the travel websites is to make sure that you maintain control of your cancellation and deposit poli-cies, payment terms and rates.

You want to use these sites to market your property and generate business and it is fair to

pay them to do that for you. What is concern-ing, however, is when one travel website takes too much control of your business and starts to dictate terms. So follow these simple rules:● Sign up to more than one travel site. If

you’re only on one site, you can become dependent on it for all your bookings and you will be stuck if the site changes its poli-cies or stops delivering for you. By working with more than one travel agency, you spread your risk. However, you should use a good channel manager to manage your availability across sites and make sure you don’t get double bookings.

● Control your own cash and don’t let the major travel sites block your rooms with guests who won’t show up or won’t pay. Make sure you set up your own secure online payment capability.

● Set cancellation policies that work for you. Consider having a non-refundable rate alongside another, less strict, policy, but make the non-refundable price cheaper. By doing this you encourage guests not to cancel at the last minute.

● Keep control of your website domain and make sure that domain is simple and clear and indexed by Google so that people

searching for your hotel by name find you easily. On travel sites, search for your own business by name regularly, and check your competition and your ranking on the travel agency site. As the case may be, adjust your rates and make sure you have good-quality, high-resolution photos as these both matter in how a travel site ranks your hotel.

● Travel websites are a great source of book-ings and they are the most cost-effective way to advertise your business. But you must keep control and use the tools available to make sure they work for you and you don’t end up feeling like you work for them!

web technologies – are they worth the investment? A lot of technology vendors make a lot of noise about helping you avoid OTA commissions. But most of this is just that: noise and nothing else. The reality is that it is extremely difficult for a small business to break through online via their website alone, no matter how good that website is.

Most people browsing for a place to stay will be looking for a particular location and/or accommodation type, rather than through searching for your business by name. The cost

“you must keep control and use the tools available to

make sure they work for you and you don’t end up feeling

like you work for them!”

online travel agents can be a winning shop window for customers, offering big-budget advertising and a route back to your own website, says eviivo


online travel agents – a plague or a blessing?

of gaining a first page ranking in response to these generic searches can be truly prohibitive at the best of times. No matter how much you spend on fancy web technologies, search opti-misation, or Google ads, when it comes to a first page listing in your area, you will more often than not be competing with global brands as well as the major travel agencies who spent billions doing the same.

So rather than spending a fortune on web technologies, you are probably much better off spending quality time crafting exciting descriptions for your business and rooms, hiring a professional photographer to display them in the best possible way, and making sure that your website is mobile friendly and able to take online payments securely.

Beyond that, the best way to succeed is to spend time looking after your guests, rather than your website, including pre- and post- stay communications, and let word-of-mouth do the rest!

to find out about how eviivo can help your business - and to pay nothing for the first two months of your subscription - visit eviivo.com/the-aa-special-offer

online travel agents can be a winning shop window for customers, offering big-budget advertising and a route back to your own website, says eviivo

happy hourfor skin, body & soul

Del ic ious Medi ter ranean insp i red cockta i ls wi th a b i t o f Temple Spa on the s ide. Fresh ideas for your bus iness.

T E M P L E S PA . C O M | In hote l . In spa. In reta i l . In bar.

Date post:	14-Jul-2020
Category:	Documents
Upload:	others
View:	0 times
Download:	0 times

Supporting your buSineSS - the AA · 2019-11-18 · Supporting your buSineSS Your exclusive AA Qu A...

Documents