19 September 2012

State of Affairs in the Russian Gaming Industry 2012 - A Conversation with Lyubov Loginova

published in Gaming & Leisure Magazine
Fall 2012


Gaming & Leisure Magazine, Fall 2012
The state of the Russian gaming industry has been radically modified in recent years, shifting legal casinos from highly populated cities to remote, lesser traveled areas. Helping shed some light on the current state of affairs in Russian Gaming is Lyubov Loginova, a highly respected industry professional and CEO of Moscow-based Alsart. [G&L] On 1st January 2007, Federal Law № 244 took effect, creating four specific gambling zones within Russia. Five years have passed since the law took effect. Where are the four zones, and are they prepared to meet the demand for gaming in Russia? [LL] Three years have passed since the actual ban on gambling business in 2009, and what we have today – two casinos in Azov City, several construction sites in the Altai and Far East zone. These gambling zones are planning to open their first casinos before the end of this year, whereas the gambling zone in Kaliningrad is still not functioning. According to the Accounts Chamber of the Russian Federation, the special zones that the government has designated for gambling business development are not worth the cost of their creation, which is not surprising as creation of gambling zones was a political decision, the economic feasibility was not taken into account. In addition, the current legislation has many loopholes for illegal business. According to the Accounts Chamber, the state has allocated over 1.4 billion rubles for the organization of gambling zones, yet tax revenues recover merely 7% of the cost. This, however, is not surprising when you consider that out of the four gambling zones planned for opening, only one has launched operations – "Azov City", where there are just two casinos. Payoff from public funds in excess of 1.4 billion rubles spent for the establishment of "Azov City" gambling zone is now close to negative values. In 2009, instead of relocating gambling clubs and casinos, businessmen either preferred to close up their business or to continue it illegally. Loopholes in the law allowed them to operate almost legally. It was only in August 2011 that the amendments to the Criminal Code, which allow condemning the illegal businessmen for 4-6 year term in prison were adopted. However, that hardly discourages the illegal business, as there are many people willing to take risks for large and quick profits. It’s worth noting a trend that the major players started leaving after the business became illegal. The number of people who are willing and ready to play is many times lower than what it was five years ago. Limiting the illegal business opportunities didn’t make the legal gambling zones any more attractive for the businessmen because of two main reasons: the accessibility problem and rules of the game. Gambling establishments are to be built in Altai, Primorsky and Krasnodar Krai as well as Kaliningrad oblast. Moreover, the proposed sites are located in unpopulated areas, where there is neither infrastructure nor transport. It is clear that an owner of ten slot machines installed near the train station would not go there. Even an owner of Moscow based casino couldn’t afford it. Gambling zones were intended to attract large investors who would build the city of entertainment with children's parks, shopping malls, concert venues and casinos. Such investors exist, however they are outside of Russia as the provisions of the Federal Law No.244 stand in their way. It is clear that the creation of a large entertainment center will require huge investments for years to come. Yet according to the law, the land is leased for 10 years, and what will happen afterwards is unknown. For example, the southern zone located in two regions – Krasnodar Krai and Rostov Oblast. The latter has already been liquidated, but imagine if somebody started to work and build something there. In addition, the law provides that the land lot in the gambling zone may be acquired by any business, so big investors fear that smaller competitors will reap the fruits of their labor. Suppose there comes an investor willing to invest 10 billion dollars in the gambling zone, build an amusement complex, but then comes a small business and opens a kebab house with five slot machines and installs a tent with two roulette tables. Now tell me, will a big player invest in such projects? [G&L] Are Russian and foreign investors flowing into these regions as expected? What may be some of the challenges they face? [LL] The gambling zones are quite active in search for investors, as far as I know, they attend almost all gaming expos, investment and real estate exhibitions across the globe. Recently I attended several such events: the press conference of the Far Eastern gambling zone in Macau and the gambling zones presentation at the recent Russian Gaming Week in Moscow. I see quite a lot of interest from Russian and foreign operators toward the zones, yet not every company will take the risks of such an investment. Russian investors are primarily discouraged by the experience during the allocation of land lots in "Azov City", as well as the fact that local illegal business is still operating and growing, thus discouraging gamblers from traveling to the zones. Foreign investors are primarily looking for guarantees of safety of their investments, transparency of taxation, laws and activities in the zones. However such guarantees are not widely available. Construction of zones and search for investors is additionally complicated by the fact that the investors are essentially offered to pioneer in virgin territories at their own expense, to develop the entire infrastructure, to build everything from scratch: roads, power plants, etc. [G&L] Federal Law № 244 set 30 th June 2009 as the time when gambling outside these four zones should end. In Moscow alone it must have had a significant impact on revenue collection? [LL] Yes, of course. Tax revenues from gambling business were a substantial supplement for the public treasury, and not just in Moscow but in all cities. We have a joke that now they have become a substantial addition to the police wages, so they celebrate the day of ban on gambling business as a holiday. It's obvious that the existence of a large-scale underground business would not be possible without the help from the authorities, so now these former tax revenues are flowing into their pockets. According to estimates before 2009, the figures were as follows:
  • $6 billion – an annual turnover of Russian gambling business
  • $5.9 billion - turnover of the Russian gambling business in 2005 estimated by PricewaterhouseCoopers;
  • 26.4 billion rubles – revenues from tax on gambling business for consolidated budget of Russia in 2008, according to the Federal Treasury
  • 6 billion rubles – expected drop in revenues from tax on gambling business for Moscow budget in 2008
  • 3.5 billion rubles - revenues from tax on gambling business for St. Petersburg budget in 2008
  • 7.2 billion rubles - revenues from tax on gambling business for the Russian budget in January-May 2009
                        Source: Report of the Federal Treasury, Moscow budget

According to my estimates, the business turnover has not decreased, but rather remained the same. It has just withdrawn into the shadows and the former tax revenues are now accordingly used to bribe the officials.

[G&L] How has the Russian casino worker been impacted by the significant change? Have there been efforts to assist them in finding alternative work or shifting to the new zones?

[LL] In 2009, after the ban on gambling business, according to various estimates, from 350 to 500 thousand people were left on the street without means of support and alternative employment opportunities. Government promised to create an employment office and help them find a job, but in fact it is very difficult to find a job for the former staff of casinos or slot machine arcades. In the labor market, there are vacancies for porters, carpenters, low skill workers and other blue collar workers, but the people who are used to earn their living by intellectual work will have a hard time readjusting. After all, what skills does a professional croupier have? Communication skills, ability to calculate quickly, sleight of hand, knowledge of foreign languages, conflict management and practical psychology.

Their personal traits include endurance and stress resistance in any situation. Gambling staff are generally night owls. Is such a person suitable for an office job? Therefore, it turned out that most people either found a similar job abroad or continued their career in illegal casinos and gambling halls.

[G&L] These gambling zones are placed along the Russian border. Are they intended to target international gambling tourists?

[LL] Yes, of course. The Far East Zone is primarily aimed at attracting gamblers from China and Japan. With a convenient geographical border close to China, it is just a three-hour plane ride away from Tokyo, so it may facilitate the influx of players from these countries.

Kaliningrad is bordering on EU countries, “Azov City” – on Georgia, Ukraine, Armenia. In fact, the whole concept of gambling zones would be successful even without attracting foreign tourists and focusing instead on domestic players, if the authorities could provide the necessary infrastructure for tourism and combat the illegal business in the cities where in fact the target gamblers are playing, though gambling is banned there.

[G&L] What is the status of state-owned casinos in Russia? Would that provide a means to bring legal casinos closer to the Russian gambler?

[LL] There are no state-owned casinos in Russia. Now there are rumors about upcoming nationalization of all lotteries, but no discussions about state-owned casinos.

We wish to thank Lyubov Loginova for her thoughtful insight into the status of Russia’s gaming industry.








Reposted by Russian Gaming Week

18 September 2012

Golf Bookings Management - Kauri Cliffs & Cape Kidnappers Case Study

World Leading Courses from New Zealand
as published in 
Gaming & Leisure Magazine

We are fortunate and grateful to have Ryan Brandeburg, Director of Golf at both Kauri Cliffs and Cape Kidnappers participate with us on this article.   Karui Cliffs and Cape Kidnappers Golf Courses of New Zealand are both ranked among the world top 100 by Golf Magazine.  Their accompanying luxury lodges are part of Relais & Chateaux and are listed among the top 25 hotels in the world by Travel + Leisure. 


The courses and lodges have been highly recognized around the world, with many of the reviews found on their websites:  http://kauricliffs.com http://www.capekidnappers.com

Our following discussion with Ryan is to review how he managed their transition from a manual golf booking sheet to a leading golf software system.  The exchange highlights how a properly implemented system can assist even the most unique golf facility in enhancing the customer experience and increasing revenues.

[GL] You have been using the OpenTee / OpenBook system since early 2006.   In fact, implementing these systems was one of your priorities.  What were some of the reasons for implementing these solutions?


[RB]  Although the defining characteristics of the facilities where I have installed OpenTee/OpenBook have been different, the decision to install was simple due to the features of the software and the ease of use.  (OpenTee / Open Book are golf management software systems developed by The Active Network).

In 2006, I began using the software for installs within the golf portfolio of LXR Luxury Resorts, an owned asset of The Blackstone Group, the world’s largest private-equity firm.  These installs were at high-end resort courses with large room inventories and moderate/busy annual rounds. 

At Kauri Cliffs and Cape Kidnappers, we are lucky enough to have two of the highest ranked hotels and golf courses in the world, but with a very low room inventory (22 suites per property) and low volume of rounds…approximately 5,000 rounds per course annually.

Even though the facilities have vast differences, the software is equally beneficial.  At Kauri Cliffs and Cape Kidnappers, we were utilizing pencil/paper for tee times when I arrived in early 2010.   By January 2011 we were fully functional with The Active Network. 

The switch from “notebook” to “network” has had many benefits.  We now house all of our data electronically, so the threat of a spilled cup of coffee ruining weeks of tee time data is eliminated.  Our golf staff, superintendent, front desks, culinary team, reservations staff, and even our owner can now view our tee sheets remotely instead of lengthy email chains to forecast golf rounds. 

We’ve opted to host this solution on an Active Network server in San Diego, USA, but the 6,500 miles of distance hasn’t impacted the system’s performance at all.  With 400 miles between Kauri and Cape, and with a growing company, this hosted solution has assured us that we can access data anywhere, anytime.  Additionally, the opportunity to view historical data and drill down to player types, plus forecast future business is crucial for a seasonal destination such as New Zealand.  The benefits are numerous, but the final point to mention is the ease of use, which translates into quick staff training. 

[GL]  OpenBook is an online booking tool with yield management capabilities.   Yield Management is still underutilized in the golf industry.   Has Kauri Cliffs been able to effectively manage yield with OpenBook?

[RB] Unfortunately, we are not quite to the stage of needing a yield management tool.  At close to $500 per round at Kauri Cliffs and Cape Kidnappers, we allow guests to book and play as singles, twosomes, etc.  It is all about the guest and what helps create a memorable experience.  One of my priorities is to get to the stage that we need to start analyzing our yield and maximizing our capacity on the golf courses!   

I do agree that yield management is drastically underutilized in the golf business, and several owners and operators would learn more about their business model, their pricing strategies, and their operational efficiencies if they did yield manage.  We were working hard to implement yield management techniques when I left Blackstone’s portfolio.

[GL]  Has the booking system been integrated to the Kauri Cliffs website?   How has the course-branded booking system facilitated the booking process?

[RB]  One of the biggest benefits of the system, which I specifically omitted above, is the online booking system.  I only omitted it because it is so valuable it needs to have a dedicated space of its own! 

The ability to brand our booking engine to match our property colors, use our own images, and create verbiage that is in line with our websites and collateral is a major asset.  With two international “destination” courses, we rarely have an opportunity to speak with our customers until they arrive at the gate.  Due to time differences, the cost and difficulty of international calling, and the ease of email, we historically have done the majority of our pre-arrival correspondence with guests via email.

In my early days here, we began tracking emails.  During our peak booking seasons, we were receiving close to 40 emails per day regarding tee time inquiries.  The manpower it took to respond to these emails kept staff away from the guest and stuck behind a computer.  When we drilled down further, we found it took between 6-8 emails to actually book and confirm a tee time.  Once we launched the online booking system, we immediately saw a reduction in the number of emails received, and were able to spend more face time with the guest. 

[GL]   Has the use of OpenBook improved online booking revenues?

[RB]  In our case, OpenBook has created online booking revenues!  We went from 1975 to 2011 in a few short months, and as soon as we went electronic, the online bookings began flowing.  We’ve included the link directly into our Lodge guest correspondence, which has changed our business entirely. 

Given the low volume at our courses, guests were accustomed to showing up and booking tee times on the morning of their intended day of play.  By encouraging them to book in advance, it has allowed us to staff the operations smarter and more efficiently. 

Additionally, the Promo codes have been a positive tool for us, as we can use it to provide “one time” offers to local clubs who we invite to Kauri Cliffs and Cape Kidnappers once per season.  Once again, this eliminates several emails, freeing up staff.

[GL]   OpenTee allows you to maximize rounds by managing crossovers, shotguns, events and group check-ins.  Are those features that have been used at Kauri Cliffs?  Do you have any unique or interesting examples?
                                                                                          
[RB]  I am sure this statement will turn some heads, but a day of 35 players at Kauri Cliffs and Cape Kidnappers is equivalent to a day of 180 at some of my previous courses in the USA

By design, the properties are built to maximize the staff/guest interaction.  We spend more time getting to know our guests and interacting with them than most places I have ever visited.  Additionally, we run a leaner operation, with the professional staff greeting guests upon arrival, providing an orientation, and answering any questions the guests may have.  Our “caddies” serve not only as traditional caddies, but also pick the range, clean carts, help with F&B, and ensure that the guest experience is flawless. 

We are running Micros as our POS, and the integration feature with Active’s software is excellent.  I am confident that our staff is booking the tee time correctly, which means that on the day of play we simply have to pull the information into Micros and the check is created. 

As you can imagine with a demanding clientele, we have several unique situations regarding starting times, small shotguns, 10th tee starts, and overall changes to the tee sheet.  The OpenTee system allows us to make these changes quickly.

[GL]  Has the OpenTee / OpenBook system provided valuable client information and how has that been used?

[RB]  The simple answer here is yes.  We have collected client information that previously was unattainable to us.  The use of system generated email confirmations and online bookings have added substantial names to our database.  We’ve used this to promote golf tournaments at the Lodges, increase the sale of holiday gift certificates, and even to promote junior golf initiatives. 

Additionally, the system gives us the ability to share information between the staffs at Kauri Cliffs and Cape Kidnappers regarding guest preferences, contact details, and special notes to help enhance the experience.  If a certain guest mentioned a preference for Heineken at Kauri Cliffs, we can have a cold Heineken waiting for them upon arrival at Cape Kidnappers.  These small touch points help create the lasting experience we are striving for.

Gaming & Leisure would like to thank Ryan Brandeburg for the valuable information he has shared with our readership.


--------------------------
for leading Golf Booking & Management  Software

13 September 2012

[인터뷰] Mr. 앤드류 깁슨, 만다린오린엔탈호텔그룹 스파 & 웰니스 디렉터 - [Interview] Mr. Andrew Gibson, Director of Spa & Wellness, MOHG

Published in Wellness Today Korea


September 2012



[편집자 주] 본지는 글로벌 스파 산업계의 오피니언 리더 중 한 사람인 앤드류 깁슨(Andrew Gibson) 만다린오리엔탈호텔그룹(본부 홍콩) 스파 웰니스 총괄 디렉터를 만나 근황을 들었다. 웰니스투데이 동남아 통신원인 빌 힐리(Bill Healey) 기자가 그를 만났다. 아래는 인터뷰 내용 요지. (전체 원문은 Global-Special 섹션에 게재되어 있다.)

[WT] 만다린오리엔탈의 스파들은 고급 여행객들이 선호하는 브랜드로 알려져 있다. 작년 포브스誌로부터 세계 8대 5성급 스파 중 하나로 선정되기도 했는데, 어떤 특색 때문인가?

저희가 강조하는 가장 중요한 특성을 꼽으라면 이른바 디테일에 깊은 관심을 쏟는다는 것입니다. 저희의 스파는 컨셉 설계 단계부터 운영 단계에 이르기까지 회사 내부의 전문 팀이 직접 간여하고 있는 점이 특징입니다. 다른 호텔들의 경우 이 부분을 대부분 외주에 맡기고 있습니다.

저희 그룹 산하의 스파 운영자들은 모두 홍콩 본사에 와서 최소한 3곳의 스파를 방문, 체험하고 서비스 수준과 오리엔탈 문화를 직접 체득하고 돌아갑니다.

또 본부에서 항상 각 스파의 운영 현황을 감독하고, 인력을 선발할 때도 서비스에 대한 기본 소양과 의욕을 지닌 사람들을 선택하려고 노력합니다.

이런 숨은 노력들이 서비스에 반영될 때 고객들이 진정으로 추억할만한 체험을 하게 됩니다. 물론 고객들이 저희의 숨은 노력은 세세하 s부분까지 모두 보게 되는 것은 아닙니다.

[WT] 홍콩 만다린오리엔탈호텔에 있는 만다린스파가 2012년 월드스파어워즈에서 ‘올해의 아시아-오세아니아 최고 호텔스파’로 선정됐는데, 유명한 고급 스파들이 즐비한 지역에서 특히 두각을 나타내게 된 요인이 있다면?

오리엔탈스파는 저희가 정말로 자부하는 시설입니다. 세계의 많은 스파들이 이곳의 디자인과 시설을 벤치마크하고 있습니다. 하지만 디자인은 고객이 체험하는 일부분에 지나지 않습니다. 더 중요한 부분은 서비스와 새로운 아이디어입니다.

호텔의 운영자도 스파 부문에 깊은 관심을 기울이고 있고 모든 임직원이 스파 운영을 지원하도록 하고 있습니다. 스파 디렉터는 호텔 임원 회의에 참석하고, 호텔의 각종 이벤트나 운영 절차에 스파 부문이 포함되도록 하고 있습니다. 스파는 지역사회에서 호텔 고객을 유치하는 데 매우 중요한 역할을 담당하고 있습니다.

[WT] 만다린오리엔탈의 스파 시설들은 고객들에게 효과적이면서도 진정성이 있는 스파 체험을 제공한다는데 특별한 철학이나 원칙 같은 것이 있는지?

▲ Mr. 앤드류 깁슨, 만다린오리엔탈호텔그룹
스파 & 웰니스 부문 총괄 디렉터
Mr. Andrew Gibson, Director of Spa & Wellness
at Mandarin Oriental Hotel Group

저희의 스파 운영 철학은 아래와 같이 비교적 짧고 간단한 구절로 표현될 수 있습니다.

<만다린오리엔탈 스파는 심-신-영의 웰빙을 강조하는 이른바 웰니스적 삶의 방식에 대한 깊은 이해와 열정을 바탕으로 탄생하였습니다. 만다린오리엔탈호텔그룹은 고객의 활력과 감각을 일깨워 드리고 보다 건강한 라이프스타일로 유도하는 것을 포함해 웰니스의 다양한 요소들을 정직하고 진지하게 고객들에게 제공하는 것을 목표로 삼고 있습니다. 만다린오리엔탈의 스파 센터들은 사색과 발견의 장소이기도 합니다. 저희의 스파 센터들은 동양적인 전통을 강조하면서도 해당 지역의 문화적 다양성을 소홀히 하지 않으며, 각 지역의 토속적 감각을 독특한 컨셉트 속에 담아내고 있습니다.>

위 구절의 핵심 메시지는, 만다린오리엔탈은 언제나 웰니스 컨셉트를 강조하고 있다는 사실입니다. 저희가 이러한 원칙을 반복적으로 강조하는 이유는 그러한 철학을 내세움으로써 고객 뿐만 아니라 저희의 서비스 인력들도 언제나 단순한 트리트먼트 이상의 것을 생각하고 관찰하며 실천하게 하기 때문입니다.

지역마다 문화와 전통이 다른 여건 속에서 해당 지역의 다양성을 수용하면서 동시에 브랜드의 획일성을 갖추기는 참으로 어려운 일입니다. 하지만 세계 각지에서 만다린오리엔탈 만의 일관된 특성이 느껴질 수 있도록 특별한 노력을 기울이고 있으며, 특히 서비스, 제품, 트리트먼트 등 핵심 분야에서 독자적인 스탠더드를 유지함으로써 브랜드 특성을 유지하고 있습니다.

만다린오리엔탈의 스파 센터들은 휘트니스, 식생활 카운슬링 등 다양한 서비스를 제공하고 있다. 특별한 서비스들을 좀 소개해 달라.

특별한 서비스는 지역별로, 그리고 전문인력의 가용성 여부에 따라 다릅니다. 치앙마이에 있는 스파의 경우, 여러 분야의 객원 전문가 그룹과 상주 아유르베다 의사 등이 있어 고객의 필요에 맞는 서비스를 맞춤식으로 제공합니다. 또 직접 유기농 가든을 운영하면서 트리트먼트에 사용하는 원료를 재배하기도 합니다.

중국 산야 소재 스파에서는 중의사가 전통 중의치료를, 소림사 승려가 명상 강좌 등을 제공하고 있습니다. 라스베가스 스파에는 발마사지 전문 살롱을, 홍콩에서는 필라티즈와 요가를, 뉴욕에서는 각종 치료기법 등을 각각 특화하여 제공합니다. 일부 지역에서는 특정 테라피스트에게 시술을 받기 위해 1년 전에 예약을 하는 고객들도 있습니다. 또 회사 내에 영양 전문가가 상주하면서 고객과 임직원의 식생활을 도와주고 있습니다.

요컨대 각 지역별로 다양한 웰니스 욕구에 부응하는 서비스를 제공하는 데 매진하고 있습니다.

만다린오리엔탈스파에서는 지난 2009년에 시그너처 제품 라인을 런칭한 것으로 알려져 있다. 그 내용은 무엇인가.

브랜드 이미지와 철학에 맞는 시그너처 제품 라인의 필요성은 2007년부터 고민하던 사항이었습니다. 그래서 각 분야 전문가들을 초청해 런던에서 모임을 갖고, 만다린 오리엔탈 브랜드의 동양적 분위기를 살리면서 기존 바디 마사지 중심의 메뉴를 특화하는 방법을 찾기로 했습니다.

이러한 노력의 결과, 높은 치유효과를 목표로 전통중의학에 토대한 고객별 맞춤 마사지와 아로마 요법을 제공하는 쪽으로 가닥을 잡게 되었고, 독자 브랜드의 오일과 스크럽, 캔들 등을 생산하게 되었습니다. 또한 저희의 제품은 지속가능발전 같은 환경 윤리 컨셉트에 걸맞도록 설계되었습니다.

[WT] 만다린오리엔탈은 트레이드마크의 상징으로 되어 있는 부채를 다양한 방식으로 연출하여 인쇄하는 독특한 홍보를 선보인 바 있다. 이러한 모객 홍보 캠페인에서 스파는 얼마만큼의 비중을 차지하는지?

저희의 모든 홍보 활동은 그룹 홍보실에서 총괄하는데, 스파는 언제나 빠질 수 없는 핵심 요소로 간주됩니다. 스파는 저희 호텔의 중요한 차별화, 혹은 경쟁력 요소이기 때문입니다. 호텔 홍보영상물에도 항상 스파 영상이 포함되고, 스파 자체 홍보용 영상물도 따로 있습니다. 그동안 모객 캠페인이 나름 성과를 거두고 있는데, 그 이유는 고객들이 어느 특별한 서비스 요소 보다는 만다린오리엔탈에서의 체류 경험에 대해 가지게 되는 전반적인 이미지 때문이라고 생각합니다.

많은 고객들이 스파를 찾는 이유 중 하나는 넘쳐나는 기술문명 수단들로부터 해방되려는 욕구 때문이다. 그런데 바쁜 고객들에게 최고의 서비스를 제공하는 데는 아이러니하게 모종의 기술(technology) 수단이 필요할 것 같다. 만다린오리엔탈에서는 어떤 기술수단이 사용되나.

제가 늘 직원들에게 설파하는 원칙은 3가지입니다: 즉, 단순화하기, 일관성을 견지하기, 항상 최선을 다하기 등입니다. 이러한 원칙들의 잇점은 직원들이 훈련을 보다 더 잘 받게 되고 그만큼 좋은 서비스를 제공하게 된다는 점입니다. 기술이라는 부분은 저희에게 매우 중요한 경쟁력 요소입니다.

저희는 서비스 측정, 재무관리, 고객관리 등 모든 부분에서 철저한 데이터 관리 및 분석 활동을 하고 있습니다. 서비스의 질이 높아질 것은 당연한 귀결입니다. 얼핏 불필요한 것처럼 보이는 시설들도 고객의 이용률을 분석하다보면 꼭 필요한 시설로 인식되게 됩니다. 모두 기술을 이용한 데이터 분석 덕분입니다.

통계자료에 보면 2011년 아-태 지역 호텔들의 가용객실당 매출이 전년대비 9.8% 상승했고, 향후 전반적인 호조세가 예상되고 있는데 만다린오리엔탈, 특히 호텔내 스파의 사정은 어떠한가.

2012년은 아직 예측불허인 것 같습니다. 모든 게 유동적이고, 따라서 저희 팀은 최선을 다해 일한다는 생각 뿐입니다. 지난 2009년 세계적인 경기침체 분위기 속에서 저희는 객실 매출 하락을 막기 위해 호텔내 스파를 지역내 인근 고객 대상 영업을 재빠르게 강화하기 시작했고 나름 성과를 보고 있습니다. 특정 호텔에서 성공한 전략은 세계 각 체인에 전파하는 것이 저희의 방식입니다.

저희의 스파 센터들은 불확실성에 대한 대처법을 잘 알고 있습니다. 스파 부문 운영자들끼리 협의 기회도 자주 갖고 있습니다. 현재 저희 브랜드는 아시아, 유럽, 중동 등지에서 계속 신규 오픈을 해나갈 게획입니다. 2013년에만 4개에서 6개 가량의 신규 스파 센터가 설치될 예정입니다.

[WT] 최근 고급 여행업계에 친환경 바람이 강하게 불고 있는데 만다린오리엔탈의 전략은?

저희는 대부분의 시설에서 친환경, 지속가능발전 같은 컨셉트를 반영해 왔습니다. 최근에는 지속가능발전에 관한 저희의 입장을 담은 보고서를 발표하기도 했습니다. 거기에는 그간의 성과와 중장기 전략 등이 두루 담겨 있습니다. 이 부분에 대한 관심은 앞으로 그룹 차원에서 계속 중요한 비중을 차지하게 될 것입니다.

웰니스투데이는 긴 인터뷰에 시간을 할애해 준 앤드류 깁슨 디렉터께 깊은 감사를 표한다.

‣ About Mandarin Oriental Hotel Group

Mandarin Oriental Hotel Group is the award-winning owner and operator of some of the world's most prestigious hotels and resorts. The Group now operates, or has under development, 45 hotels representing almost 11,000 rooms in 28 countries, with 19 hotels in Asia, 13 in The Americas and 13 in Europe, Middle East and North Africa. In addition, the Group operates, or has under development, 14 Residences at Mandarin Oriental connected to its properties.


< 저작권자 © 웰니스투데이 무단전재 및 재배포금지 >

======= English Translation =========

Wellness Today is privileged to have the opportunity to speak with Andrew Gibson about the Spas at Mandarin Oriental. Andrew is the Director of Spa & Wellness at Mandarin Oriental Hotel Group based in Hong Kong.

[WT] The award winning Spas at Mandarin Oriental are often found at the top of a seasoned traveler’s favorite spa. In 2011, the Forbes ‘Five Star Spa’ award was granted to a record eight hotels, more than any other hotel group in the world. What makes Mandarin Oriental unique?

I think that attention to detail is probably the most important characteristic required to enable our spas to reach the standards they have. This starts from the fact that we have an experienced and dedicated spa team that work from concept through to post opening. Many other hotel groups contract out this work. We have an amazing set of standards and tools to help get started and maintain the operation of our spas. We project manage every one of our spas from concept through to opening. Our Spa Directors visit Hong Kong for an induction that includes spa experiences at three of our properties so they understand the level of support they will receive and they experience the oriental heritage that permeates through each of our properties. We measure and monitor success and we try to recruit people that have a genuine desire to provide hospitality. If all of those things come together the guest will have a memorable experience in every aspect of their visit and will not see all the details that go behind the delivery of excellent service.

[WT] The Oriental Spa at The Landmark Mandarin Oriental in Hong Kong was recently awarded “Hotel Spa of the Year, Asia and Australasia” at the inaugural World Spa Awards 2012. In a region known for a number of high-end hotel spas, that is quite an achievement. What makes this site stand-out?

The Oriental Spa was a landmark creation in more than just name. The spa set design standards and facilities so high that many spas now use it as the benchmark to follow. Design, however, is just one aspect of the experience and today we have been able to deliver a high level of service and creativity to the local Hong Kong market as well as the hotel guests. The General Manager of the hotel takes a personal interest in the spa and ensures that the entire hotel team supports the operation. The Spa Director sits in the Executive committee so that the spa is included in operations and that important events in the hotel are fed back to the spa. As a result the spa plays a significant role in attracting local community into the hotel and works together with all other departments to ensure that the guest enjoys the Landmark Mandarin Oriental Hotel.

[WT] Mandarin Oriental spas are designed to envelop guests in simple, effective and authentic spa experience. What principles guide the Mandarin Oriental Spa philosophy?

I have copied our guiding principle below since this is such a simple and short paragraph:

The Spas at Mandarin Oriental are born out of a sincere understanding and passion for wellness, which we define as a way of life that focuses on physical, emotional and mental wellbeing. The Group is committed to delivering all aspects of wellness with integrity and honesty, providing inspiration for lifestyle change, in an environment that delights all the senses.

The Spas at Mandarin Oriental are havens for contemplation and discovery. Guided by our Oriental heritage but influenced by local cultural diversity, the Group has created distinctive concepts with a unique sense of place in every location.

The main message is that we have always focused on wellness. This is important because it makes you look beyond just a treatment. By keeping our focus clear and staying true to our philosophy we have been able to reinforce this with hiring and training teams that have the desire to help people.

One of the points of difference is how we deliver the concept of Oriental heritage since this is a subtle use of oriental principles and customs blended with a strong sense of place. None of our spas are the same but everyone has a distinctly Mandarin Oriental feel about it and has a core of standards, products, treatments and service guidelines that are consistent throughout.

[WT] Mandarin Oriental spas also provide fitness options, nutrition counseling and a variety of other disciplines. What additional services may the guest find?

The type of services offered by our spas depends on their location the availability of specialists and the type of guests that stay at the hotel. In Chang Mai we have the most complete wellness offering with visiting practitioners, resident Ayurveda doctors and programmes that are tailor made for guest. There is an organic garden and we work with experts and local community to grow indigenous plants that can be used in healing and treatments. In Sanya we are more focused on Chinese traditional treatments and have an excellent TCM Doctor, a Shaolin monk that teaches meditation and a range of Chinese based treatments. In Las Vegas there is a dedicated foot massage salon that caters for people that spend all day walking the Las Vegas strip, in the Landmark, Hong Kong we have Pilates and Yoga that is also open to the local community. New York has an excellent line up of practitioners that provide therapeutic treatments. They are so good that some of the therapists have guest booked a year in advance. We also have a consultant natural health practitioner that is engaged by several of our hotels to assist with healthy eating options for guests and employees. As you can see each spa has the ability to adapt the wellness spectrum according to their market demand.

[WT] In 2009, Mandarin Oriental launched its Signature Spa Product Line. What does this encompass?

In 2007 we identified the need to create a strong brand image for Mandarin Oriental and one of the ways was to create a signature product line. Our spa philosophy is strong and consistent and we wanted the product line to reflect the philosophy. Since the majority of our treatments were body based and mainly some form of massage we decided this was the area to focus on. Two of the main considerations to product development were the need to identify signature treatments and the ability to distribute the product globally. 

In keeping with our Oriental Heritage and desire to offer treatments that have a therapeutic value (i.e. providing wellness) we collected Chinese Doctors, Holistic practitioners, aroma therapists and our team of trainers and met in London to do a work shop that would identify the treatments we wanted to cover. Our solution was to create a customized massage that could be adapted based on a lifestyle questionnaire, a diagnostic and a smell test. The massage would be based on TCM and the aroma oils would reinforce the therapeutic benefit of the treatment. The solution was to produce our oils and scrub. These products could also satisfy our commitment to sustainability, the oils are natural, the packaging and containers, distribution and storage were all considered to provide the most ethically responsible way of delivering these oils. The result was a fantastic creation of oils, scrubs and candles that truly represent our brand. The product line is simple and concentrates on the core of our treatments. This also leaves us free to work with companies that are expert at skin care, men’s lines, etc so that our spas have a core element and a sense of place.

[WT] Mandarin Oriental has a well-designed global print advertising campaign which gathers ‘fans’ from around the world. The campaign simply and elegantly connects the Group’s highly-recognized symbol – the fan- with international celebrities who regularly stay at the hotels and are true fans of the Group. Have the spas played a part in the ”She’s/He’s a Fan” campaign?

Our marketing strategy is controlled by our Group Communications and Marketing Departments. They take great care to ensure that the entire Mandarin Oriental product is presented. Spa is one our Mandarin Oriental core competencies and therefore is included in all group initiatives. Our group videos included elements from all parts of life in Mandarin Oriental but we also have a dedicated spa video. One of the reasons that the fan campaign is successful is because the fans speak of the entire Mandarin Oriental experience.

[WT] For many guests, time spent at the spa is a way to escape from a daily routine inundated by gadgets and technology. However, in managing a highly recognized global spa brand, the spas likely use guest-centric technology to ensure your jet-setting guests receive top level service at any Mandarin Oriental Spa.

The three mantras I preach to our spa team are: Keep it simple, be consistent and always do your best. Keeping things simple provides a better opportunity to train well and deliver excellent service. If our teams are confident they can then provide better service and our guest will feel more relaxed and secure. Technology is also a core competency for Mandarin Oriental and behind the scenes we are fanatic at collecting and analyzing data. We have a dedicated finance and data management person in the spa corporate team that works to help provide the Spa Directors with accurate information. By improving our data analysis and measuring quality and finance we can allow the operations team to spend more time with the guests. This enables us to provide better service to our guests. It also provides information to help justify why we need specific facilities that might not be seen to generate revenue.

[WT] Statistics indicate hotels in Asia Pacific closed out 2011 at a healthy 9.8% RevPAR growth over 2010, with Southeast Asia at a staggering 18.8%. Growth looks set to continue through 2013. How are the Spas at Mandarin Oriental positioned for growth in the coming years?

2012 is turning out to be a very unpredictable year. Nothing can be taken for granted and our teams have to work diligently and quickly to maintain business levels and control overheads. In 2009 we were very quick to react to the drop in hotel occupancies by focusing on local community use of the spas. With a global brand we are able to take best practices that work in one location and deploy them into other regions. Our spas are well positioned to cope with the uncertainty ahead. The operations teams are experienced, the systems are in place and we can react quickly to changes. We are continually striving to improve the guest experience and have a healthy level of competition amongst our spa directors to be the best in the company. With many new projects in Asia, Europe and the Middle East we are continuing to expand. In 2013 we shall have between 4 – 6 news spas to add to the portfolio.

[WT] With the luxury travel industry becoming increasingly environmentally conscious, what is Mandarin Oriental’s position?


Mandarin Oriental has many stories of sustainable practices throughout our properties. We have just published our strategy on sustainability. This report represents Mandarin Oriental Hotel Group’s collective accomplishments and programs to advance sustainability, to champion the communities in which we operate and to deliver excellence. It also illustrates challenges and opportunities for the future. For us, sustainability is about caring for the environment, now and for generations to come. In everything we do, we strive to create value for our stakeholders by enhancing environmental quality and the communities where we operate.  As with anything we tackle we want to do it well.

Wellness Today would like to thank Andrew Gibson for his generous participation in this interview.

About Mandarin Oriental Hotel Group

Mandarin Oriental Hotel Group is the award-winning owner and operator of some of the world's most prestigious hotels and resorts. The Group now operates, or has under development, 45 hotels representing almost 11,000 rooms in 28 countries, with 19 hotels in Asia, 13 in The Americas and 13 in Europe, Middle East and North Africa. In addition, the Group operates, or has under development, 14 Residences at Mandarin Oriental connected to its properties.

< 저작권자 © 웰니스투데이 무단전재 및 재배포금지 >