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Lufthansa makes dedicated staff look bad: The eTN Hero is Patricia Dzai of Swissport Johannesburg

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Lufthansa

“My personal hero today is Ms. Patricia Dzai. Patricia works for Swissport in Johannesburg, South Africa,” said eTN Publisher Juergen Steinmetz. Swissport is one of the largest aviation ground-handling agencies operating in countries around the world.

Major airlines hire Swissport to manage customer relations and logistics when it comes to baggage handling, including lost or misplaced items.

Lufthansa German Airlines’ ground handler in Johannesburg is Swissport. I recently traveled from Nice to Cape Town via Frankfurt and Johannesburg on Lufthansa German Airlines. I am a United Airlines Star Alliance Gold member and traveled on Lufthansa in Business class. Lufthansa is a member of Star Alliance.

When I arrived in Johannesburg, I heard my name called by Lufthansa’s lost baggage office handled by Swissport.

I was told my tube was still in Frankfurt, and they would put it on the next flight to Johannesburg. I explained it was of utmost importance to have the tube for an important trade show event, the World Travel Market in Cape Town, in the morning.

Patricia Dzai, the Swissport agent in Johannesburg, wanted to make sure this would be possible and sent an urgent message to Lufthansa in Frankfurt. The message said:

 

 

 

 

 

I was pleased to know my tube would go on LH 576 directly to Cape Town almost in time for the start of World Travel Market.

I went on to fly to Cape Town and received a text message in the evening saying my tube would be on the Lufthansa flight to Johannesburg, which was different from what Patricia had requested. Since it was late and the Swissport office in Johannesburg was closed, I was able to find a non-published phone number for Lufthansa baggage service in Frankfurt. Lufthansa, like most airlines, is hiding phone numbers to encourage passengers to communicate only by email.

I was told by Lufthansa Baggage Service in Frankfurt no such message to forward my tube to Cape Town was ever received by Swissport Johannesburg. The agent went on to say that passengers are often not told the truth by Swissport agents.

The Lufthansa agent in Frankfurt explained that his job was not to help me, since this was only handled in Johannesburg. I argued my tube is in Frankfurt and not Johannesburg, and the handling agent for Swissport in Johannesburg was closed.

The agent then said he was now doing a one-time exception for me and would reroute my tube on LH576 directly to Cape Town. He said there were 5 hours to get this done, still plenty of time according to him.

The next day I received another message telling me again the tube was on its way to Johannesburg instead of Cape Town.

I called Swissport in Johannesburg, and the news not could have been worse. They told me, apologizing, that my tube was still in Frankfurt for a second day, and they did not know why.

I again called the baggage-handling office in Frankfurt and was again told it’s all Swissport’s mistake for not telling them where to send it.

This time I was angry and called Swissport Johannesburg again. I asked Patricia why she was lying about this. I told her she never sent this request to Frankfurt, according to Lufthansa.

Ten minutes later, I received an email with a time-stamped screenshot from Patricia Dzai showing me exactly what was requested by her in the first place.

Patricia actually had gone out of her way originally to make sure I would be united with my tube on time and in Cape Town. I felt bad thinking she didn’t care and didn’t do anything, when in fact she did.

It shows that big companies like Lufthansa have a serious customer service issue. They hide behind a huge system and are trained to say it’s not their job and simply blame others for company shortcomings.

There was no way I could talk to anyone at Lufthansa about this, and my urgent email to them on the day I was trying to get the tube re-routed was just responded to 2 weeks after I was already back home in Hawaii. Lufthansa offered a 200 euro compensation.

No explanation was given and no apology for accusing Patricia Dzai and Swissport for not doing their job.

I finally received my tube on the last day after the trade show and took it back to the US unopened. When I changed planes in Frankfurt, I asked the agent working in the Senator Lounge to speak to a supervisor in baggage handling about this case and compensation. She told me I have to send an email, which I had already done days ago.

She gave me some chocolate and said they get customers’ complaints all the time and do their best to help and respond, but the back-up system by the airline is not there.

It’s all about a giant non-caring anonymous machine.

I extend my apologies to Patricia Dzai from Swissport, as I now understand she was also a victim of shortcomings created by Lufthansa German Airlines.

Patricia Dzai is the eTN Hero for today.

Travel News | eTurboNews

Drink like a New Yorker

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If you live in New York, work in New York or are doing business in New York – there is only one appropriate drink to order…New York State wines.

New York State of Wine

The New York grape, grape juice and wine industries generate more than $4.8 billion in economic benefits annually for New York State. There are 1,631 family vineyards, over 400 wineries, producing 175,000,000 bottles of wine, generating $408 million in state and local taxes (www.newyorkwines.org). New York’s wineries also contribute to New York State’s exports and in 2012, 19.8% of the wine produced in the state was exported.

Wineries and satellite operations attracted more than 5.9 million tourist visits in 2012, spending $401+ million. The tourism industry (including wineries, hotels, restaurants, retailing, transportation) contributes over 6400 jobs to the state, for a total of $213+ million in wages. The tourist is particularly important to the farm wineries, with sales direct to consumers representing approximately 60 percent of total wine sales volume.

The winery industry directly employs approximately 62,450 people and generates an additional 14,359 jobs in supplier and ancillary industries which supply goods and services to the industry and whose sales depend on the wine industry’s economic vitality.

In excess of 101,806 jobs can be linked to the wine industry and these positions average $51,100 in annual wages and benefits. The total wages generated by direct, indirect and induced economic activity driven by the wine industry – $5.2 billon.

New York State Wines and Wineries (Curated)

At a recent Rockefeller Center/ Rainbow Room wine event sponsored by the Wine & Grape Foundation, Sam Filler, the Executive Director of the organization stated, “New York is home to the first bonded winery in the United States, making our state one of the oldest wine regions in the country.” The objective of the NY Drinks NY Grand Tasting, “…is to showcase the diversity, artistry and accessibility of New York’s wine and food landscape.”

The 8th Annual NY Drinks NY Grand Tasting offered access to over 200 wines from approximately 50 wineries across the state.

  1. Keuka Lake Vineyard. 2017. Turkey Run. Vignoles (Finger Lakes)

Located on the slopes above the southern end of Keuka Lake this winery showcases young vinifera and old hybrid plantings that range from 3-years (representing Cabernet Franc and Vignoles), to vines over 50-years of age (representing Leon Millot and Delaware vines).

Thanks to the Finger Lakes, the vineyard produces excellent fruit. The heat of the summer is retained by the lakes and moderates the extreme cold temperatures of the vineyards in winter. As spring approaches, the frigid waters moderate the warming air temperatures and act as a delay for bud break and lower the risk of frost damage.

The terroir is a glacial mix of glacially laid rocks, sand, silt and clay that has been deposited on the lower slopes above Keuka Lake providing for water drainage that is essential for vine balance and health.

Staci Nugent

The owner is Mel Goldman and the winemaker is Staci Nugent. Nugent attended Cornell and did graduate work in California in genetics. Making a career switch, she enrolled in the wine program at the University of California at Davis, receiving a Master’s degree in Viticulture and Enology. Nugent has worked with highly regarded wineries that include Ornellaia, Italy; Hardy’s Tintara Winery, South Australia; and William Selyem, Sonoma, California. Before joining Keuka Lake Vineyards (2008), she was a winemaker at Lamoreux Landing Wine Cellars.

Sustainable farming practices brings the Vignoles to our attention. The grape is made by crossing Seible and Pinot de Corton, is associated with the Finger Lakes and grows well in the gravel soils (glacial till).

Notes: Keuka Lake Vineyards. 2017 Turkey Run Vignoles

Light bright blonde to the eye, the nose is rewarded with lemons, honey, green grapes and sweet oranges, (lemons and oranges) while the palate enjoys citrus and other fruits with the sweetness tempered by a light acidity. Pair with seafood curry, Buffalo chicken wings, pepper and Swiss cheese.

  1. Red Newt Cellars. 2006. Legacy. Niagara Cream Sherry (Hector, New York)

Located on the east side of Seneca Lake (Hector, NY) in the Finger Lakes region, the winery started in 1998 by David and Debra Whiting and the 1998 vintage produced 1200 cases of Chardonnay, Riesling, Vida, Cayuga, Cabernet Franc, Cabernet Sauvignon and Merlot. The first white wines were released in July 1999.

Whiting is considered to be one of the top winemakers in the Finger Lakes Region. Current production of Red Newt Cellars is apprximately 20,000 cases with a white wine focus on aromatic varities: Riesling, Gewurztraminer and Pinot Gris. CIRCLE Rielsing is the most popular and widely distributed wine, made in a classic Finger Lakes style, with hints on tangerine and honeysuckle, citrus and peach on the palate.

Kelby Russell

Kelby Russell is the head winemaker at Red Newt and considered an expert in the art of cold-climate white wines. Thanks to the variable climate of the East Coast, he recognizes that the search for the “perfect wine” is a “false idol, “ finding that the role of the winemaker is to, “…artfully direct what comes into the winery into the best thing and the  most honest expression of the year that you possible can.”

At Harvard (Class of 2009) Russell majored in government and minored in economics, was a member of the Glee Club and thought his career would follow a path that would lead to orchestra management. During a study abroad experience in Tuscany he discovered the art and science of making wine.

After graduation, when a job with Jazz at Lincoln Center did not materialize, he visited Fox Run Vineyards and thought he had an interview. The staff was busy with the harvest so he was handed a shovel and offered the opportunity to help on the “crush pad.” This was the begnning of his unpaid internships and he got to spend winters in New Zealand and Australia and autumns in the Finger Lakes as an intern.

His first salaried position in 2012 was with Red Newt as an assistant winemaker. David Whiting, the co-founder and winemaker, promoted Russell to head winemaker and the rest is history. He currently directs the Red Newt house styles and reserves and develops his own Kelby James Russell label with a focus on small-batch wines, from dry rose to Australian-style dry Riesling.

Notes: Red Newt Cellars. 2006 Legacy. Niagara Cream Sherry (Niagara grapes)

The Niagara grape develops into a long-aged solera sherry, creating a complex palate experience.

Bright golden yellow to the eye (think daffodils) with the nose picking up hints of honey, raisins, oranges, apricots, yellow apples, and spices. The finish to absolutely delicious, delivering honey, lemons and spices. Perfect as a dessert course or pair with Blue cheese and pate.

  1. Damiani Wine Cellars (DWC)

DWC was started by Lou Damiani, a Cornell engineer specializing in energy conservation, and Phil Davis. Damiani had an interest in winemaking and his education started in the field of food science before switching to engineering. In the 1990s he returned to study winemaking and mentored under Phil Hazlitt.

In 1996 Damiani wanted to plant Cabernet Franc and Merlot and visited an old friend and college friend, Phil Davis, who was also a viticulturist. They started the project and in 1997 Hazlitt pulled out a hybrid vineyard and planted Cabernet Sauvignon, Pinot Noir and Merlot. When their vineyards started producing in 2003 the next step was to make world class red wines.

Damiani was the head winemaker from 2003 – 2011 and he trained Phil Arras to continue and improve the DWC tradition. In 2007 Glenn Allen joined as a Business Consultant and later became a partner in the enterprise. Today DWC has four main vineyard sites with approximately 40 acres of land under vine and a new tasting room that hosts events and is the retail outlet.

Phil Arras, originally from Philadelphia, moved to the Finger Lakes in 2003 to attend Cornell University and majored in philosophy and political science. Inspired by a class on wine appreciation, Arrras changed his career focus to winemaking. He was hired by Damiani Wine Cellars in 2009 as the assistant winemaker and began “on the job” training. In 2012, Arras became head winemaker.

Notes: Damiani Wine Cellars. NV Marechal Foch “Vino Rosso” Finger Lakes. (Varietal may be a cross between Goldriesling and a Vitis riparia/Vitis rupestris or a cross between Gamay Noir and Vitis riparia – Oberlin 595).

Deep ruby color to the eye, an undertone of tomatoes runs alongside notes of plums and apricots and the tannins are so soft as to be obscure. Pairings might include pasta, barbeque and smoked gouda cheese.

  1. Thirsty Owl Wine Company. 2017. Traminette

Ted Cupp purchased 150 acres of frontage on Cayuga Lake from Robert and Mary Plan, trailblazers who started the Cayuga Wine Trail in 2001. During 2001 and 2002 he began construction on the winemaking facility and tasting room for the Thirsty Owl. In 2002, in cooperation with Shawn Kime, he planted Cabernet Sauvignon, Syrah, Pinot Noir and Malbec. When the doors to the winery opened in 2002, Thirsty Owl had produced 1200 cases.

Jon Cupp, President

Today, the Thirsty Owl is synonymous with award winning wines, including the Governor’s Cup and the John Rose award for Rieslings. The Pinot Noir had the highest rated North American Pinot at the Taster’s Guild International Competition. Thirsty Owl produces Malbec and Syrah as well as blends, reds, whites and ice wine.

Shawn Kime

The winemaker and vineyard master, Shawn Kime, is originally from Romulus, New York and attended Morrisville College and Cornell University. Kime started to work in agriculture at the age of 14 and started winemaking after spending 2 years working with one of the earliest Finger Lake Vinifera growers.

The goal of the Thirsty Owl is to “…make changes in the vineyard and winemaking based on the year to produce wines that not only reflect our region but the growing season…. As a Finger Lakes native, I am proud of the fact that we are producing cool climate varietals that are on par with any region in the world.”

Notes: Thirsty Owl Wine Company. 2017 Traminette (cross between Gewurztraminer and Joannes Seyve 23.416).

To the eye, highlights of golden yellow. The nose finds apricots, peaches, pears, honey and fresh lemons as well as florals (especially roses and tulips) and a bit of spice. The palate is entertained with citrus and lemons, oranges and a bit of earth. The finish brings light acidity making it an interesting dessert wine.

Pair with spicy/sweet and sour sauces on chicken, pork and veal and Cheddar, Fontina and Gruyere cheese.

  1. Benmarl Winery. 2015 Baco Noir. Hudson River Valley

Benmarl (slate hill) Winery is located in Marlboro, NY and covers 37-acres and is considered to be the oldest vineyard in America (it holds New York Farm Winery license no.1). It was owned by magazine illustrator turned vintner Mark Miller from 1957 -2003. In 2006 Victor Spaccarelli purchased the vineyard and Matthew Spaccarelli is currently the winemaker

In the 17th century, wine was being made by the French Huguenots in New Paltz, New York. Andrew Jackson Caywood started his vineyard in the early 1800s. The community was incorporated as the Village of Marlborough, a cluster of grapes carved in its seal commemorated its major crop (1788).

Caywood became an important viticulturist and leading authority in the development of new grape varieties. The Miller family bought the Caywood property in 1957 and renamed it Benmarl. It was purchased in 2006 by the Spaccarelli family. They replanted many abandoned vineyards, refurbished the estate and carry on the tradition of experimentation, planting new hybrid varieties like Traminette as well as Old World vinifera.

Notes: Benmarl Winery. 2015 Baco Noir. Hudson River Valley

The Baco Noir, made from estate-grown fruit, brings dark plum hues to the eye, and delivers the aromas of dark plums, cedar and sage to the nose. On the palate are flavors of blackberry with hints of spice.  Tannins give it a structure that is delicious and the finish delivers spice and black berry fruits. Benmarl has been producing Baco Noir for 50 years.  Pair with pork roast, pasta with meat sauce, beef burgers with blue cheese.

The NY Drinks NY Event

The elegant Rainbow Room @ Rockefeller Center was the venue for the New York Drinks New York event. As an important wine trade events, many hundreds of wine buyers, sellers, sommeliers, wine educators, and writers convened to experience a wine-range of quality wines produced in New York State.

Wines of Distinction included:

Brotherhood Winery

Brotherhood Winery is the oldest continuously operating winery in America, producing wine for 180 years in Hudson Valley. It features one of the most modern bottling facilties for wine on the East coast, with a capacity of 1.5 million cases er year. A wine current featured focuses on low calories (approximately 90 calories per glass).

Glenora Wine Cellars

Glenora Wine Cellars produces award-winning Finger Lakes wines for over 40 years with a focus on sparkling wine and Riesling, sourcing grapes from 13 growers across four of the Finger Lakes. Glenora opened the first winery on Seneca Lake (1977).

Saltbird Cellars

Robin McCarthy is the owner and winemaker at Saltbird Cellars that started in 2014 and, based on the unique maritime terroir, developed Stainless Steel Sauvignon Blanc, Migratus Barrel Fermented Sauvignon Blanc and Stainless-Steel Chardonnay.

Hosmer Winery

Hosmer Winery is located on Cayuga Lake in the Finger Lakes. Grapevine plantings date back to the 1970s and early experiments with plantings of classic Vinifera started in 1985. The 70-acre estate includes Rieslings, Chardonnays, Cabernet Francs as well as French-American hybrid varieties.

For additional information: @NYWineGrapeFdn and NYWineGrapeFdn

© Dr. Elinor Garely. This copyright article, including photos, may not be reproduced without written permission from the author.

Travel News | eTurboNews

Tallest modular hotel in the world will be built in New York City

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The world’s tallest modular hotel – which will carry a brand of Marriott International – is on track to be stacked in late fall in New York City with prefabricated and pre-furnished guestrooms. Once erected over a 90-day period, the 360-foot-tall tower will represent a milestone for Marriott’s ongoing initiative to encourage hotel developers in North America to embrace modular for new construction projects. To be topped with a modular roof and modular rooftop bar, the world’s tallest modular hotel is expected to open in late 2020 as the AC Hotel New York NoMad.

“In North America, the construction process hasn’t changed significantly in 150 years and it’s ripe for innovation,” said Eric Jacobs, Marriott International, Chief Development Officer, North America, Select and Extended Stay Brands. “The world’s tallest modular hotel in one of the world’s greatest destinations will act as a game-changing symbol to ignite even greater interest in modular among the real estate and lending industries.”

Fully finished guest rooms

The 168-room, 26-story AC Hotel New York NoMad is scheduled to rise at 842 Sixth Avenue with prefabricated guestrooms arriving at the hotel site fully constructed, inside and out. Besides finished, painted walls, each “module” will contain a fully outfitted guest room – with beds, sheets, pillows, flooring and even toiletries. The hotel’s roof and rooftop bar are expected to be produced using modular construction, and its more customized public areas such as the restaurant and lobby are expected to be constructed using traditional methods.

Prefabrication is a process that Marriott has found typically reduces the construction timeline, curbs site waste and noise, and results in a higher-quality product produced with factory level precision. The time savings comes from the ability to perform two crucial functions simultaneously – building the public spaces on site while manufacturing the guest rooms offsite.

“This is the moment where modular construction takes center stage,” says Danny Forster, a leading modular building advocate whose firm, Danny Forster & Architecture, designed the project. As he explains it, “This hotel takes every advantage of off-site manufacturing, as you might expect. But it does so in a way that defies expectation. We wanted to demonstrate that modular building can do more than just harness the efficiencies of the factory. It can produce a graceful and iconic tower. And yes, it can do so at the rate of an entire floor a day.”

Marriott sees a modular future

Marriott, which has the largest pipeline of hotels in North America, began researching modular construction in 2014 to offset lengthening hotel construction times – a trend attributed to the nation’s building boom and resulting labor shortages. Since 2011, Marriott has seen the average time to build and open a hotel in North America increase by as much 50 percent, depending on factors such as location and size of property.

Since 2015, Marriott has been educating owners, franchisees, architects, lenders, consultants, general contractors and other stakeholders across the industry about the benefits of modular by hosting town halls, factory tours and stacking events. The company also worked with leading modular manufacturers to help them better understand the untapped demand that hotel development companies represent.

Since the launch of Marriott’s initiative, the company’s development partners in North America have opened 31 Marriott-brand hotels – all low-rise structures – that incorporate prefabricated guestrooms and/or bathrooms, including a Fairfield by Marriott Inn & Suites in Folsom, Calif.; a Courtyard by Marriott in Pullman, Wash., and three AC Hotels in Oklahoma City, Louisville, Ky., and Chapel Hill, N.C. To date, the largest Marriott-branded modular-built to open is the 354-room, dual-brand Courtyard and TownePlace Suites by Marriott property in Hawthorne, Calif., while the first to also incorporate a prefabricated elevator bank was the Fairfield by Marriott Inn & Suites in Prairie, Wisc. Later this year, a developer will start stacking the first modular-built Moxy hotel in the United States in downtown Oakland, Calif.

The company continues efforts to support developers interested in leveraging prefabrication, most recently launching modular versions of its prototypes for four of its higher-volume brands: Courtyard by Marriott, Fairfield by Marriott, SpringHill Suites by Marriott and TownePlace Suites by Marriott. Underscoring its commitment to igniting demand for modular construction, Marriott this year is offering an incentive to development companies that leverage prefabrication for guestroom construction.

Travel News | eTurboNews

Centara identifies technological and social trends that will shape the hospitality industry in the next 10 years

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Global hospitality is at a crossroads. In the last 20 years, technology has transformed every aspect of the guest journey, from online bookings to in-room services to post-stay feedback. But as technology continues to evolve and advance, what will the hotel industry look like 10 years in the future?

In the past, digitalization was largely driven by companies, as new solutions were introduced to enhance efficiency and target customers more effectively. In the modern era however, it is customers who are demanding greater connectivity. This is especially true in the hotel industry, which is driven by modern lifestyle trends and the “always-on” mindset of millennial travelers.

In light of these trends, Markland Blaiklock, Centara’s Deputy Chief Executive Officer, explains his vision for the future of the hospitality industry in the next decade:

“Ten years from now, I’m sure we will look back and see that the hospitality industry changed much more than predicted, and Asia will continue to be a major catalyst for change. This evolution will be part social and part technological, but the overall goal will be the same: to meet and exceed guests’ expectations,” he commented.

According to Mr. Blaiklock, Centara foresees three significant trends shaping its business, and the entire industry, going forward:

Travel and work life will become inseparable thanks to improved technology and faster connectivity. This trend will occur in all countries but will be led by China and the rest of Asia, which are currently driving the growth in overseas travel. The launch of Centara’s new “Meetings Redesigned” MICE initiative will help to accommodate this shift, by allowing companies to be more flexible and creative with their event agendas.

Robotics and artificial intelligence will create hyper-connected hotel experiences. The Internet of Things (IoT) will seamlessly connect every hotel touchpoint, which will be personalized to the unique preferences every guest. In addition, big data insights will enable hotel staff to improve service quality in real time.

Delivering emotional experiences will be the ultimate goal of hotels. As technology takes over, many guests will go in search of authenticity, human interaction and genuine hospitality. The ability to predict and identify human emotions will be key to the success of hotels in the coming decades.

The big question for hoteliers now and in the future will be: how do we successfully integrate technology to improve the guest’s entire journey, whilst also retaining our distinct personality and brand loyalty?

For Centara Hotels & Resorts, Thailand’s leading hotel operator, this balance is at the core of its strategic vision. In the coming years decades, the group will focus delivering warm Thai hospitality in line with the latest social and technological trends to create exceptional customer experiences.

Centara has proven adept at developing new brands that embrace innovation. The most recent example is COSI, which caters for young-minded and tech-savvy travelers with friendly, simple and affordable accommodation and state-of-the-art amenities like smartphone integration, self-service check-in and a 24-hour lifestyle café concept. It is no surprise that this contemporary concept, which made its debut in Koh Samui in 2017, is now a key driving force behind Centara’s expansion strategy.

In many ways, COSI represents the future of hospitality. Its combination of connectivity, comfort and convenience enables guests to blend business and leisure travel, a key trend identified by Mr. Blaiklock. Across all of Centara’s six brands however, the group continues to roll out innovative new digital experiences.

Recent initiatives range from revamping the Centara website and mobile app for a seamless online experience, to launching a new central reservation system and revenue management system for global coordination. The new Chinese language, China-hosted website, social media pages and payment solutions are also positioning Centara to compete successfully in the world’s largest travel market.

Technology, however, is only one element of a successful strategy. Hotel guests will always be human beings, and the majority of humans visit a destination to experience its charm and culture, not to look at a screen. For Centara, the ability to deliver authentic Thai hospitality is something that can never be replaced by technology. By harnessing big data and personalization tools however, hoteliers can enhance every human interaction. Intuitive and rewarding loyalty programs like CentaraThe1 will play a major part in anticipating and delivering tailored experiences.

So digitalization really is the key; by using smart technology to identify and satisfy guest preferences, the hoteliers of the future will be able to create truly bespoke experiences for every guest.

Centara Hotels & Resorts is Thailand’s leading hotel operator. Its 68 properties span all major Thai destinations plus the Maldives, Sri Lanka, Vietnam, Laos, China, Oman, Qatar and the UAE. Centara’s portfolio comprises six brands -Centara Grand Hotels & Resorts, Centara Hotels & Resorts, Centara Boutique Collection, Centra by Centara, Centara Residences & Suites and COSI Hotels – ranging from 5-star city hotels and luxurious island retreats to family resorts and affordable lifestyle concepts supported by innovative technology. It also operates state-of-the-art convention centers and has its own award-winning spa brand, Cenvaree. Throughout the collection, Centara delivers and celebrates the hospitality and values Thailand is famous for including gracious service, exceptional food, pampering spas and the importance of families. Centara’s distinctive culture and diversity of formats allow it to serve and satisfy travelers of nearly every age and lifestyle.

Over the next five years Centara aims to double its size with additional properties in Thailand and new international markets, while spreading its footprint into new continents and market niches. As Centara continues to expand, a growing base of loyal customers will find the company’s unique style of hospitality in more locations. Centara’s global loyalty program, Centara The1, reinforces their loyalty with rewards, privileges and special member pricing.

For more information about Centara, please visit centarahotelsresorts.com.
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Travel News | eTurboNews

Death for gay guests at Beverly Hills Hotel or Hotel Bel‑Air? Dorchester Collection issues a statement

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The Beverly Hills Hotel and Hotel Bel-Air are part of the Dorchester Collection group and upscale 5-star accommodation in Beverly Hills 2 miles from West Hollywood, known to be the Gayest City in America.

The Sultan controls the Dorchester Collection hotel group, owner of Beverly Hills Hotel and Hotel Bel‑Air among others. This is because the Sultan controls the Brunei Investment Agency (SWF). The Sultan hates gays to death.

The Sultan Hassanai Bolkiah is the head of State of Brunei and also one of the richest people on earth. He is powerful enough to put action behind his deadly wishes for the LGBT community. Stoning LGBT visitors to death in Brunei is the law as of tomorrow.

The Brunei Investment Agency (BIA) is a government-owned corporation that reports to the Ministry of Finance of the Government of Brunei. Established in 1983, its offices are located in Bandar Seri Begawan at the Ministry of Finance.

It ranks among the most secretive of sovereign wealth funds It was established in 1983, when the sultanate took over investment activities from its former colonial master, the United Kingdom. BIA invests the government General Reserve Fund, money transferred to it on the order of the sultan. Although the fund is a government entity, the line between its finances and those of the royal family remains indistinct, making its investments difficult to track.

George Timothy Clooney and Elton John and many other stars are no longer are staying in hotels operated by Dorchester Collection because there is a dangerous double standard developing right in the United States of America.

“Dorchester Collection’s Code emphasizes equality, respect, and integrity in all areas of our operation, and strongly values people and cultural diversity amongst our guests and employees.  Inclusion and diversity remain core beliefs as we do not tolerate any form of discrimination.”

This was a statement received today by Brittany Williams, the director of Communication for both hotels has a double standard here.

According to Ms. Williams, this code applies to the Dorchester Collection, and all employees wanting to work for the hotel group need to sign this code. Ms. Williams explained the Dorchester Collection is owned by the Dorchester Group.

However, according to an article in Travel Weekly from 2006, the name Dorchester Group was actually changed to Dorchester Collection. If this was the case Dorchester Collection and both Beverly Hill Hotels are directly owned by the Brunei Investment Agency.

Some major foreign assets of BIA include the Dorchester Collection, which is a portfolio of luxury hotels established in 1996; a 10% holding in the Paterson Securities of Australia, and Bahagia Investment Corporation (Malaysia), dealing with real estate.

BIA’s investment portfolio, apart from investments within Brunei, covers diverse investments in bonds, equity, currency, gold, and real estate. It has substantial investments in the United States.

Brunei investors bought The Dorchester on Park Lane in London in 1985 for US$50 million and in 1996 BIA formed the Dorchester Collection, a conglomerate of luxury hotels in UK, USA, France, and Italy which includes it. BIA owns The Beverly Hills Hotel in Los Angeles which was bought for US$185 million in 1987 as well as the Grand Hyatt Singapore Hotel. BIA has a 10% holding in the Paterson Securities of Australia, and Bahagia Investment Corporation of Malaysia, dealing with real estate.

 

Travel News | eTurboNews

LHR: New Royal Family members mean new London Heathrow Terminal Names

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London Heathrow Airport is set to rename its four terminals as the airport prepares for the arrival of the new royal baby, expected sometime in the spring.

The newest terminal, Terminal 2, previously known as the Queen’s Terminal will be christened with its new name following the baby’s arrival. In preparation for the most significant re-branding exercise in the airport’s history, road signs will be changed, taxi drivers briefings are being arranged and satellite navigation systems will be updated

With a long heritage of association with the royal family, Heathrow has today announced that it will rename its four airport terminals after the newest generation of royals, as the airport joins Duchess of Sussex in preparing for the arrival of the new baby.

Heathrow’s busiest terminal, which handles an average of 89,000 passengers on any given day – Terminal 5 will be renamed the ‘Prince George Terminal’. Heathrow’s most diverse terminal, Terminal 4, which is home to 34 airlines flying to 123 different destinations, colloquially known as the commonwealth terminal, will be dubbed the ‘Princess Charlotte Terminal’. The terminal with the most flights to California, Terminal 3, with flights to 3 of the golden state’s major airports, will have its name changed to the ‘Prince Louis Terminal’ and Heathrow’s newest terminal will be named after the new arrival, once the baby has been christened. Runway slots at the capacity constrained airport will be allocated in order of succession to the throne.

In preparation for Heathrow’s most extensive re-branding exercise in the airport’s history, which will see the names changed on hundreds of signs, the airport has worked with several groups to make sure that everyone is briefed and prepared to help passengers make their way to sunnier climes. Taxi drivers will be briefed, navigation apps are set to be updated, road signs leading to the airport along the M25 will be changed and iconic airport landmarks such as Terminal 5’s Welcome roundabout, will be renamed, all in time for the Easter holiday peak which will see over 260,000 people travel out of the UK’s only hub on the 12th (April 2019’s busiest day).

A spokesperson for Heathrow said:“Heathrow has a long history of being a transport hub for the UK and for the British royal family, and we are proud to usher in the newest generation of royals by giving them each their own terminal. As the royal family prepares to welcome their new arrival, we’ll be gearing up to welcome our own special arrivals during the Easter holiday peak.”

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Disney Parks: Just say no to ice… and smoking and large strollers

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As of May 1, 2019, no ice, no smoking, and no large strollers will be allowed at Walt Disney World, Disneyland, Disney water parks, ESPN Wide World of Sports Complex, and Downtown Disney District in California. Currently all of these locations have designated smoking areas, which will be removed “to provide a more enjoyable experience for everyone who visits,” according to Disney World’s updated FAQ. (And yes, vaping is banned, too.) Smoking will now be limited to specific areas outside park entrances and at Disney resort hotels.

The smoking ban as announced on the Disney Parks blog yesterday and is bound to elicit some strong reactions, but it’s actually one of four new rules applying to Disney park guests. The second and third rules involve strollers: Guests will no longer be allowed to bring stroller wagons (essentially luxury rides for the toddler set) and stroller size will be limited to 31″ by 52,” the intention being “to ease guest flow and reduce congestion.” The FAQ notes that “many strollers, including many double jogging strollers, fit within these guidelines.” Guests who own strollers that are too roomy will have the option of renting downsized strollers at the park.

Last, Disney parks are cracking down on ice. Yes, the frozen-water kind. Specifically, they’re taking issue with “loose and dry ice,” which guests will no longer be allowed to bring into the parks. The ice ban will “improve guest flow, ease congestion and streamline the bag-check and entry processes,” the guidelines state. Reusable ice packs are allowed and “cups of ice are available at no charge” from any park location that sells beverages.

Disney notes that guests with disabilities will still be accommodated, as their policies have not changed in that regard.

The new rules will take effect prior the opening of Disney’s Star Wars-themed attraction Galaxy’s Edge. Galaxy’s Edge opens May 31 at Disneyland and August 29 at Walt Disney World.

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Maldives Tourism: Changes needed say local travel industry leaders

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The Corporate Maldives blog recently published an interesting analysis on how tourism leaders in the Indian Ocean Island Republic think.

The information sheds some light on what tourism professionals think, do and what issued they have in running the largest industry in the country during politically difficult times.

Tourism is the largest industry in the Maldives making the biggest contribution to the GDP of the country. In order to further understand the views of those who are not from the country on Maldives, our team conducted a research through social media. Our research showed that many people thought of Maldives as an intense and expensive destination that only the rich can afford. Due to this, we had a sit-down with Mr. Ibrahim Inad, former Director of Sales at Velaa Private Island Island to discuss ways to change the mindset of such people and to market Maldives in the most effective ways possible. Below listed are the 5 key components he believes are required to be changed in order to properly promote our destination.

1. Finding a new concept in destination marketing

Maldives resorts are mainly made to fit into the concept of one Resort in one Island. Every resort markets itself as a seclusive getaway to get away from the hustle and bustle of the busy world. Mr. Inad believes that it is more than about time that this concept changes and we get introduced to newer concepts. He acknowledged the CROSSROADS project as it is a multi-island resort development project. He requested other companies to find inspiration from the CROSSROADS project and bring about a change in the concept of Maldivian resort tourism.

CROSSROADS project which spans 9 islands and boasts 1,300 rooms and a retail space of over 11,000 sq m

2. Recognize demand level to know how to supply

With each passing year, more and more resorts are being opened, hence increasing the competition within the industry. However, how many of us actually took the time to think about whether or not we actually needed all these new resorts or not? According to Mr. Inad, with regards to the amount of tourists that visit Maldives on a yearly basis, we do not exactly need to open newer resorts every year without being able to have proper occupancy rates in the existing ones. He added that we should first let the demand grow to a point where we are unable to host anymore tourists, and that’s when newer resorts should join the market.

Angsana Velavaru

3. Know your competitors

When looking to promote the tourism industry of Maldives, we also need to consider that we have competitors who offer similar services in similar environments. Mr. Inad explained that it is wisest to keep an eye on our competitors to learn about their moves in order to come up with better strategies in marketing Maldives.

Sugar Beach, Sun Resort in Mauritius

4. Promote celebrations for special occasions

Mr. Inad shared that while working in Velaa, he found that many chose to visit Maldives for occasions such as their birthdays, Christmas, Easter, New Year and more. It is not a secret that so many resorts host exciting and marvelous celebrations for the previously mentioned occasions. This could be used as a point in our marketing strategy and in creating a position for ourselves in the market. Once we are able to develop ourselves as such a destination, we will be able to make ourselves a name in this cut-throat competition the industry puts forward.

Christmas tree at Kuredu Island Maldives Resort

5. Make use of digital marketing

While conducting the social media research, one thing we were able to gather was how people of our competing countries, used any opportunity to promote the cheap services available at their countries. They made sure to prove to convince people that their country was worth visiting. According to Mr. Inad, this sort of digital marketing is one aspect we really need to work on. If we, as individuals, promoted all sorts of tourism in the Maldives, it would reach a greater audience and hence, aid in bringing in more tourists to the country.

A phone displaying social media apps which can be used in digital marketing

So many more things need to change in order for our country to keep developing. We need to do proper marketing and show the world that we have the luxury to offer for all classes rather than just the high-end population of the world. We should make them feel like they do not need to have a luxury branded things in order to access the beauty Maldives has to offer. Once the correct message has been delivered, even more tourists will keep visiting the country and we shall keep improving more and more. Maybe one day will be able to become a destination able to compete with the biggest markets in the world.

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African Tourism Board: The Human Right to Explore the Cape in the Eyes of Marriott

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Avukile Mabombo

The official launch of the African Tourism Board is only about two weeks away. On April 11 at 15.30 the Cape Town International Convention Centre Conference Theatre during World Travel Market Africa will be the venue where Africa becomes one tourist destination.

Cape Town is a good example where the Human Right to travel is so important. Avukile Mabombo, Group Marketing Manager, Protea Hotels by Marriott summarizes his love for Cape Town:

In a former age in South Africa, locals were boxed in, unable to explore their own country, limited to pockets of land within cities and rural areas. This, quite rightly, has changed, opening the curtain on a wealth of activities and experiences to be explored – a country for the people. There’s a rising interest among the black, middle class traveller to do just that. Of course, besides places of natural beauty, there are many places that preserve heritage, and it’s worthwhile checking them out.

From Robben Island to the Pass Office

Cape Town, as much as it seems to be a vibey holiday space, has just as much of a role in the country’s history. Fortunately, we’ve sought to redress the inequalities of the past and to turn them into opportunities for locals. We respect their sometimes-chilling place in memory, but we celebrate that we’re leaving that era back in the “dustbin of history”, to use a phrase once quoted by Leon Trotsky.

Robben Island: San Francisco, another global destination, may boast Alcatraz, the former prison, as a tourist attraction, but Robben Island’s place on our tourism itinerary is an iconic one for a different reason, being the place where Nelson Mandela, Robert Sobukwe, Kgalema Motlanthe, Neville Alexander, Mac Maharaj and Harry Gwala, as well as other political leaders were imprisoned, in addition to thousands of ordinary struggle foot soldiers. The rugged island dominating Table Bay is an essential one for heritage tourism. Just across the bay is the Breakwater Lodge in the heart of the V&A Waterfront, a former prison now operating as Protea Hotel in conjunction with the UCT Graduate School of Business, a reclaimed space within our city that’s engaging with the past by undergoing a renovation to place historic visuals and artifacts in display.

Back on land, it’s possible to visit many places that echo this historical journey. The Slave Lodge in Adderley Street, the Pass Office in Langa, the Amy Biehl Memorial in Gugulethu and other spots in Cape Town call for a meditative visit, perhaps a walking tour that allows for reflection.

Such neighborhoods themselves still remind us of the spacial disparities that existed then and that exist still, although innovative tourism entrepreneurs have spotted the opportunity to present a vibrant tourism offering in spite of those memories.

Giving the storytellers a voice

What makes the local tourism special is that you can speak to people now serving as tour guides for whom our heritage is their lived experience. They have first-hand accounts of what went on, who was involved and how we have managed to overcome as a society; their accounts are spine-chilling, relevant and meaningful, and it’s worth making the effort to chat to those storytellers whose oral histories echo our written ones.

Most importantly, reflecting on heritage as a part of the tourism experience enables us to hold a more balanced account of the future, acknowledging that the past is alive and that it has an impact on how we experience life in our growing metropolis. We don’t need to hide our heritage – in fact, we must shine a spotlight on it, even the shameful parts, so that we can tell our local and international visitors how we have grown, and just why we are optimistic that our spaces aren’t some kind of historical Chernobyl, Ukraine – a region closed off to the world following that catastrophic nuclear accident in the 80s. As catastrophic as our own history has been in many ways, we have learned how to adapt and appreciate our freedom, as well as the opportunity to tell those riveting stories and to keep our struggle heroes alive in memory.

Why not adventure into our heritage today? Your exploration translates into jobs for locals, economic benefits and transformation at its deepest roots.

For more information on African Tourism Board visit www.africantourismboard.com 

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Is there a right way to take a Staycation?

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Can you really not go anywhere and call it a vacation? Even more importantly, can you take time off, stay at home or go away, and unplug from the office? As the Staycation enters its second decade, what’s changed and made it an attractive alternative for many families?

“The Staycation became a thing after the 2008 crash when many families simply didn’t have the resources to take that trip to Disney World or the rental fee for that lakeside cabin or ocean cottage, so they stayed at home for vacation,” said Peter Hans, president of Discovery Map International since 2005. “This year, there are a number of families who didn’t quite get as large a tax return as they had in years past. Consequently, the Staycation is back on the table for some families.”

While the Staycation may be in its second decade, the ground rules for fun and stress-free breaks remain pretty much the same. For starters, no contact with your office allowed. Just because you’re not going away for an extended trip is no reason to be calling in to the office. Time off is meant for you to rest up and recharge your batteries. You can’t do that if you’re never mentally away.

Hans said: “You also want to limit your computer time. Remember, you’re on vacation. Restrict your computer time to researching potential day trips. NO E-MAIL, unless you’re being sent a confirmation or reservation number.”

He also recommends not setting an alarm if you don’t have to. Remember, you are on nobody’s schedule but your own. You also want to limit your household chores that week unless you’re specifically taking the week off to complete a project, e.g. painting your house, keep your home chores to a minimum. That doesn’t mean let the dishes in the sink stack up. Just don’t sweat it if the lawn goes a few days without being cut.

Additionally, a rather bold suggestion for your Staycation is: Leave your cell phone off unless you need to use it. Said Hans, “Your phone can be handy if you’re traveling with other families or your group splits off into two’s. So, leaving it home is not practical. Just make sure you don’t take calls from anybody not in your vacation group. If you’re curious or worried about an emergency, just check the voice mail they leave.”

Continued Hans, “If you were on a cruise ship you wouldn’t answer a call from the office. Your Staycation deserves that same respect. Remember, you work hard for your time off and you owe it to yourself — your family and — believe it or not, your employer to come back rested and ready with your batteries fully recharged.”

For more information on Discovery Map, visit discoverymap.com.

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