Sandman Signature Hotel, Prince George

BC Hotel Association
Spring 2012
PM40026059
PM40026059
Sandman Signature
Hotel, Prince George
Social Media Trends • Legal Issues for the Hospitality Industry
Recruiting & Managing GenY • Controlling Food Costs
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Source: Hotel Business Green Book, “Top 20 Hotels Based on Rooms,” December 2010.
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EVOLUTION POCKET COIL
Simmons Hospitality Group
2550 Meadowvale Blvd, Unit 1
Mississauga, Ontario L5N 8C2
Toll Free: 1.800.268.0112
Tel: 905.817.9669
Fax: 1.800.269.0960
www.simmonscanada.com/hosp
200-948 Howe Street, Vancouver, BC V6Z 1N9
T 604-681-7164 1-800-663-3153
F 604-681-7649 1-866-220-2032
www.bchotelassociation.com
BCHA Board of Directors
Vancouver, Coast & Mountains Region
Taj Kassam, Sandman Hotel Group, Vancouver
Craig Norris-Jones, Coast Hotels & Resorts, Vancouver
Ken Svejkosky, Rosellen Suites at Stanley Park, Vancouver
David Wetsch, Ramada Limited Downtown Vancouver, Vancouver
Ross Dyck, Sylvia Hotel, Vancouver
John Sandor, Sutton Place Hotel Vancouver, Vancouver
Mark Herron, Four Seasons Resort Whistler, Whistler
Yannick Simovic, Vancouver Airport Marriot, Richmond
John Kearns, Sheraton Vancouver Guildford Hotel, Surrey
Leonard Wiens, Comfort Inn Chilliwack, Chilliwack
Vancouver Island, Victoria, and Gulf Islands Region
Earl Wilde, Victoria Regent Waterfront Hotel & Suites, Victoria
Reid James, Hotel Grand Pacific, Victoria
Kevin Walker, Oak Bay Beach Hotel & Marine Resort, Victoria
Ian Powell, Inn at Laurel Point, Victoria
Rick Browning, Best Western Plus The Westerly Hotel, Courtenay
Jonathan Cross, Hospitality Inn Hotel, Port Alberni
Kurt Pyrch, Best Western Cowichan Valley, Duncan
Stephen Peters, Pacific Sands Beach Resort, Tofino
Up Front
Sandman Inn and Sandman Signature Hotel, Prince George, page 16
Thompson Okanagan Region
Gavin Parry, Coast Capri Hotel, Kelowna
John Douglas, Nancy Greene’s Cahilty Lodge, Sun Peaks
Tim Rodgers, Best Western Plus Kamloops Hotel, Kamloops
Don Brogan, Walnut Beach Resort, Osoyoos
Ingrid Jarrett, Watermark Beach Resort, Osoyoos
David Gibbs, Prestige Hotel & Conference Centre Vernon, Vernon
Kootenay Rockies Region
Don Lutzak, Elkford Motor Inn, Elkford
Allan Brander, St. Eugene Resort, Cranbrook
Spring 2012
Cariboo Chilcotin Region
Pat Corbett, The Hills Health and Guest Ranch, 100 Mile House
Northern BC Region
Steve Smith, Crest Hotel, Prince Rupert
Al McCreary, Hudson Bay Lodge, Smithers
Sam Mangalji, Inn on the Creek, Dawson Creek
Doug Andrews, Coast Inn of the North, Prince George
Executive Committee
President, David Wetsch, Ramada Limited Downtown, Vancouver
Past President, Kurt Pyrch, Best Western Cowichan Valley, Duncan
Treasurer, Al McCreary, Hudson Bay Lodge, Smithers
Vice President, Jonathan Cross, The Hospitality Inn, Port Alberni
Vice President, Ingrid Jarrett, Watermark Beach Resort, Osoyoos
Vice President, Gavin Parry, Coast Capri Hotel, Kelowna
Vice President, Kevin Walker, Oak Bay Beach Hotel & Marine Resort, Victoria
Vice President, Earl Wilde, Victoria Regent Waterfront Hotel & Suites, Victoria
Features
Columns
6
Social Media Trends for Hotels
4
President’s Message
9
Leveraging Private Sales Sites in
Your Online Distribution Strategy
5
CEO’s Report
10 Controlling Food Costs
14 Child Sexual Exploitation
16 Sandman Inn and Sandman Signature
Hotel, Prince George
BCHA Staff
18 Recruiting & Managing GenY
James Chase, Chief Executive Officer, Vancouver 604-443-4750
Cailey Murphy, Communications Coordinator, Vancouver 604-443-4751
Louise Thompson, Member Services Coordinator, Vancouver 604-443-4756
24 Legal Issues for the Hospitality Industry
Website: www.bchotelassociation.com
30 7 Jobs Where You Might Meet a Mate
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13 BC Hospitality Foundation
15 BCHA Member Benefits
22 Tourism Marketing
23 What’s New?
25 Human Resources
28 Names in the News
29 Cashing in on the Luxury Travel Market
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President’s Message
by David Wetsch
A Bigger, Better Industry Conference
A bigger, better and industry-wide
conference is coming to BC in November
2012!
I am very pleased to announce that in 2012,
the hosts of the BC Hospitality Industry Conference (BCHA, ABLE, and
BCLCA) will be joining forces with the Tourism Industry Association of
British Columbia (TIABC), to bring you a more robust conference than
ever before. From November 4-6, professionals from across the tourism
industry and from all regions of our province will meet in Vancouver for
the first ever combined tourism and hospitality conference! Mark your
calendars now as this will be an event that you will not want to miss.
This past November, the Hospitality Industry Conference - in its 8th year
as a combined conference with the Alliance of Beverage Licensees and its
88th year as a gathering of the BC Hotel Association - brought together
over 400 hospitality industry professionals across all sectors, including
foodservice, pubs and bars, hotels, motels, and campgrounds. As in past
years, this was a tremendous opportunity to bring owners and operators
in the hospitality industry together to exchange ideas and experiences
and find new ways to grow our industry in BC.
Today the broader tourism industry is united together as never before
and committed, on behalf of our respective members and stakeholders, to
producing the biggest industry-wide tourism and hospitality conference
in the history of the Pacific Northwest.
Building on the success of each of the previous events, the new combined
conference will offer a wider variety of workshops, exciting new keynote
speakers, and an opportunity to bring government and industry operators
together. For the tourism industry, in which we all play an integral role, it
is an unprecedented opportunity to capitalize on our strength in numbers
4 InnFocus
and come together as one of BC’s most important economic drivers and
creator of jobs.
Representatives from TIABC and the former BC Hospitality Industry
Conference are working with our conference organizers and partners at
Chemistry Consulting to assemble a top-notch steering committee for the
new amalgamated conference. The Steering Committee, combined with a
number of working groups, will be responsible for setting the conference
program, selecting keynote speakers, and planning the conference opening
and gala evening, among other tasks. If you have any feedback or would like
to be a part of one of the working groups, I encourage you to express your
interest by contacting our office at communications@bchotelassociation.
com. Your enthusiasm and expertise would be a welcomed contribution
to our conference working groups.
Additionally, the BC Hospitality Expo will continue to operate alongside
the conference, this year with an expanded and more interactive
tradeshow. The tradeshow floor will feature the TIABC Sponsor Showcase,
and there will be inspiring new additions to the tradeshow programming
and delivery.
This is truly an exciting opportunity for the hospitality and broader tourism
sectors to come together as a unified industry, demonstrating our resolve
to work together to continue to grow tourism and grow business in 2012
and beyond.
This year will mark the 89th annual gathering of our Association’s
membership, building on our first convention of 1924. We look forward
to welcoming you to the 2012 conference. I am confident that it will
become the hallmark event in the tourism and hospitality industries for
years to come.
CEO’s Report
by James Chase
Cut Costs with BCHA’s Value-Added Programs
There are many
exciting things
happening at
the BC Hotel Association this spring!
Firstly, on behalf of the BCHA, I am pleased
to announce the introduction of a new Credit
Card Merchant Discount Program.
Cost Plus Processing
In partnership with FastWater Payments, and
their global payment processors, we are now
offering a program that I am confident will
drive significant savings to our members. In
fact, after analysis, we have determined that
potential savings range from approximately
$12,000 a year for smaller properties to over
$57,000 a year for larger properties.
This exclusive payment processing program,
Cost Plus Processing, was created by BCHA
and FastWater Payments in response to the
concerns shared by hotel CEOs, presidents, and
owners about their need for a better payment
processing system. It’s a simple and effective
solution for reducing processing costs.
• Avoid getting gouged on non-qualified
transactions. This program has the unique
benefit of applying cost reduction
strategies on both qualified and nonqualified transactions.
• Rates are guaranteed and locked in for
the full term of the contract, although this
is not withstanding increases in direct costs
initiated by third party providers, such as
Visa, MasterCard, and others. However, any
such fee increases shall be strictly limited to
the amount of the direct cost increase.
• The program has a solution to fit your
property’s individual needs. There are
options for fully PMS integrated, stand-alone
and wireless solutions available.
• Participation in this program supports the BC
Hospitality Foundation. The Foundation is
our charity of choice and plays an important
role in supporting our industry. The
Foundation supports those employed
in the hospitality industry who need help
in overcoming a medical crisis as well as
supporting the next generation of hospitality
professionals through its scholarship
program.
This is truly a program that puts the needs of
the hotel industry first.
Our partner, FastWater Payments, is a firm
of experienced senior professionals that serve
the payments’ industry. FastWater’s approach
centres on delivering business profitability with
expert focus on financial credit and debit card
processing solutions.
Want to know how much Cost Plus Process
can save you? Download the commitment-free
application form at www.bchotelassocation.
com/costplus.pdf.
The new Cost Plus Program supplements a
number of programs the BCHA offers that
already have a great track record of improving
the bottom line for our members.
The Hospitality Insurance Program
The Hospitality Insurance Program (HIP) is
an insurance package designed especially for
the hotel industry. HIP offers competitive
costs and prompt professional support from
our partners at Western Financial Group,
Group Insurance Solutions. It is the largest
commercial insurance program in Canada
and includes:
• A large member-owned “Protected SelfInsurance” fund;
• The ability to achieve greater rate stability
due to larger premium volumes;
• Greater control and less dependency on the
open insurance market; and
• The opportunity to receive a return of
premium dollars.
TotalGUARD Employee Benefits
Also in partnership with Western Financial
Group, we launched TotalGUARD, a Group
Employee Benefits program. It is a dependable
and affordable employee benefits program
that will save you money on your premiums
while helping you retain your most valuable
employees.
You can learn more about the many benefits of a
BCHA membership at www.bchotelassociation.
com. I encourage you to explore the many
opportunities to save money at your property
through the programs we have developed
specifically to fit the unique needs of the hotel
industry.
InnFocus 5
Social Media Trends for Hotels
by Daniel Edward Craig
Social media hit the travel industry like a noisy tour group babbling in a bizarre foreign language, and
hotels are still scrambling to accommodate it. Technology and traveller behaviour is evolving at a dizzying
speed, and keeping up with changes can be a distraction from taking care of guests and generating revenue.
To help ensure you allocate time and resources in all the right places,
here’s a look at five trends that will shape online travel marketing in
2012 and beyond:
1. Online Reputation Management
The Internet and social media have transformed travel by creating
platforms for travellers to exchange information and advice with the people
they trust most: other travellers. As a hotelier you may feel you’ve lost
control over what is said about your property online, but you still wield
a great deal of influence - and you have full control over how you react.
Online reputation management is a critical new function in the hotel
industry that grew out of the explosive popularity of social networking. It
6 InnFocus
is the process of tracking, analyzing, and reacting to reviews and feedback
as well as actively participating in social networking to build awareness
and shape perceptions of your hotel.
Reputation management isn’t about trying to pass your property off as
something it’s not; it’s about being authentic and transparent. Without
satisfied guests, it won’t matter how skillfully you manage the sales,
marketing, and revenue functions; you’ll have a difficult time attracting
new and repeat guests.
Take a systemic approach to reputation management, similar to revenue
management. Integrate practices into daily operations and culture.
Monitor reviews and commentary, share feedback with staff, and use it
to guide decisions - from upgrades to services and amenities, to employee
training and recognition programs, to sales
and marketing messaging.
Don’t forget to respond to feedback to show
you’re listening and you care. Keep it simple:
thank the reviewer, apologize if something
went wrong, provide a brief explanation - no
excuses - and say how you’re following up.
By producing, sourcing, and sharing relevant content, you’ll
increase your hotel’s visibility online, drive traffic to your website
and social channels, and convert travel shoppers into guests.
These days, marketing is less about finding
travellers than being found by travellers. The
Internet is the new telephone, and travellers
are calling your destination in search of
inspiration, ideas, and advice. You can let
competitors pick up or you can answer with
helpful information of your own.
Content comes in many forms: blog posts,
news, articles, stories, reviews, FAQs, photos,
and videos. It can be produced by you or
procured from your guests and third parties
(ask for permission and give credit). Optimize
it with search-friendly tags and titles, and
add share icons to encourage likes, tweets,
pluses, and comments. Organize it onto a
social media hub page on your website, and
add feeds from your social profiles. If your
reviews and ratings are consistently strong,
consider adding a TripAdvisor feed to show
confidence in your product.
Fresh content and social network activity
are two powerful new ingredients in search
rankings. By producing, sourcing, and sharing
relevant content, you’ll increase your hotel’s
visibility online, drive traffic to your website
and social channels, and convert travel
shoppers into guests.
Equally important is the management of
content on third-party sites, including
OTAs, business directories, social networks,
and review sites like TripAdvisor and Yelp.
Monitor these sites regularly and update
content to ensure it’s always fresh, appealing,
and consistent across platforms.
2. From Push to Pull
3. Social Media as a
Guest Service Channel
Social networks have proven disappointing as
a sales channel, so don’t expect that rush of
Facebook bookings in 2012. The real decisions
are being made on review sites and OTAs.
People go to Facebook to socialize; they go to
TripAdvisor and Expedia to shop. And despite
all the chatter on social networks, your website
remains your single most important tool for
marketing your hotel.
That said, social networks like Facebook and
Twitter have emerged as important customer
service channels, where travellers go to make
inquiries, share experiences and voice likes
and dislikes. They’re doing it before, during,
and after trips - sometimes while on property
- and they’re expecting responses in real time.
InnFocus 7
At a minimum, set up alerts on Google, TripAdvisor, Twitter, and
Facebook to monitor and react to commentary. A paid reputation
monitoring tool like Revinate, ReviewPro, or ReviewAnalyst will help
you manage reviews, analyze feedback, and benchmark performance
against competitors.
While social networks have yet to prove themselves as sales channels,
LinkedIn and Twitter can be valuable tools for the sales department for
researching, prospecting, and networking.
4. Google is Going Places
In 2011 Google took the travel industry by storm, introducing the “+1”
social sharing button, the Google+ social network, and Hotel Finder.
It also added hotel rates and availability features to Google Maps and
Places listings.
What does this mean for hotels? As search becomes more social, more
mobile, and more local, it’s time to whip your Google Places listing into
shape and integrate it into routine online marketing activities.
Do you need a Google+ profile? The network is fast approaching 100
million active users (vs. Facebook’s 845 million), and is growing at
an exponential rate. Moreover, activity and content from Google+
is increasingly showing up in search. Setting up a profile is easy; the
challenge is maintaining it. If you’re already scrambling to keep up, I
recommend prioritizing in this order: Facebook page, Google+ page,
Twitter feed. It’s better to manage one or two profiles well than to do a
mediocre job at several.
5. Mobile: Decisions on the Fly
If the Internet is the new telephone, then mobile devices are the new
desktop computer. The use of mobile devices is proliferating at a
staggering rate, and travellers are leading the charge. Increasingly,
travellers are using smart phones to find places to stay, eat, drink, shop,
explore, and relax while on the go. That can have a significant impact on
your same-day and walk-in business.
You probably don’t need a mobile app, but a mobile-compatible site will
help travellers find you. At a minimum, ensure that rates, descriptions,
and location information are easily navigable. Check that your address,
directions, and location pin are accurate on Google Maps, the backbone of
many location-based applications. Be sure to test out how your property
is displayed on Apple, Android, and Blackberry devices.
As for mobile social networking applications like Foursquare and Gowalla,
they’re growing in popularity, but the user base still represents just a small
fraction of travellers and is heavily weighted toward young urbanites. If
this is your demographic, try offering incentives to new customers and
rewards for loyal customers. At a minimum, claim your listing and keep
information up to date.
Social media will continue to evolve at a rapid speed. The key to keeping
on top of trends is to put yourself in the driver’s seat from time to time.
Fortunately, that’s easy, because in addition to being hoteliers, we’re
travellers too.
Copyright © 2012 Daniel Edward Craig. All rights reserved.
8 InnFocus
Leveraging Private Sales Sites
in Your Online Distribution Strategy
by RateGain
Online bookings have grown beyond the traditional distribution channels
like OTAs and GDSs with a consistently increasing influence of social
media, e-commerce sites, and private sales channels. Breaking the
monopoly of OTAs, these platforms have emerged as a profitable option
helping hotels maximize revenue.
• Investigate the integrity of the private site you want to partner with. It
must be a true member-only site and the membership should be
available with a fence around it and not just something sold easily on
eBay.
While there is a level of uncertainty amongst hoteliers to use these sites
for tactical inventory disposal, it is also true that a lot of these arguments
stem from a lack of foresight, hampering business from flourishing
all year long. Amidst this scenario, the role of a revenue manager is
constantly evolving. A sharp analyst will start exploring new areas/
channels and establish closer relationships with strategic partners.
• Private sites must be the chosen option to keep the customer excited
so room deals, day packages, spa packages, F & B deals, and MICE
deals all should be flashed instead of just promotional room packages.
60% of Americans prefer to buy discounted items online, rather
than purchase regular-priced items at retail stores. Private sales sites
generated $2 billion in 2010, and are expected to generate $8 billion
by 2014. Therefore it’s no surprise that private sales sites, which
offer an average discount of 50% off retail prices, are becoming an
increasingly popular way to shop.”
• The deals should be fenced, advertised well ahead in time, and
attractive. Remember you are attempting to garner latent demand
here.
- Kelton Research
• Don’t overdo it.
It is important to bear in mind that no economic situation is permanent,
so a revenue manager should review and install strategies that will hold
well in the long term. A short-sighted outlook will help you in the current
scenario, but will be less likely to prove helpful in a changing scenario.
The way your hotel is positioned now will greatly affect how your hotel
comes through a challenging period from a cautious to an optimistic
market outlook. A well thought-out strategy is not about constantly
changing direction; it is about setting your hotel up for the future with
a range of longer-term objectives.
Be it guest satisfaction, your own standards, or prices, the best strategy
is to make your hotel the leader in revenue optimization. Close
relationships with hotel distribution partners should be an aim of
revenue managers at any time. These closer relationships can go a long
way to drive volume, if revenue managers approach this opportunity
cautiously. Your focus should be on establishing a win-win situation
that protects your inventory and pricing integrity.
Poor pricing has a lot of dangerous consequences, and the biggest of
them all is a bloodbath in the market. This helps no one apart from
a discount-seeking customer and ironically, in many cases, the same
customer would have happily paid more instead of taking advantage of
an existing discounted rate just because it’s available. Reacting to market
pressure by slashing prices may provide some short-term benefits, but
it could pull down the entire market to lower ADR levels, which take
significant time to even come up to the previous price points. This is
where responsible discounting comes in, and a partnership with a private
site helps you to build base business in your tertiary booking window
without impacting your transient or negotiated segments.
However, when working with private/flash sales sites the hotelier must
be careful about the following:
• The deals must never be put out in a predictable manner.
• The deals must be put out with a time limit and banner - not just one
of the two - to make it less structured and predictable.
• Measure the performance of private sites and monitor them from time
to time. If a site is not performing evaluate if it fits with the property
profile that you represent.
For OTAs: The option of offering opaque pricing can come closest to
competing on the same turf. It is important to speak to your valuable
partners to make sure that the mystery hotel or “hotel roulette” (as some
opaque products are termed) deals are different from private sites in the
content and value offering. It doesn’t have to mean better or flashy; just
try to make it sound different to serve its purpose.
There is no denying the fact that these new sites have emerged as an
interesting option in online distribution. However, in order to combat
a few uncertainties that have prevented hotels from expanding their
revenue and client base, hoteliers must choose the right private site
while conducting a thorough analysis of their demographics in order to
ensure brand integrity.
In addition, a certain level of foresight is expected from hoteliers when
deciding if they should target a new segment which is unable to afford
the product today. Nevertheless, hoteliers should adapt their pricing and
distribution strategy that certainly incorporates a thorough feasibility
evaluation around these sites besides the traditional OTAs and GDSs.
Here is the list of some of the major popular private/flash sales sites:
•
•
•
•
•
•
•
•
Jetsetter
VoyagePrive
Sniqueaway
Tablet Hotels
TripAlertz
Vacationist
Mr. & Mrs. Smith
HauteLook
Reprinted by permission from RateGain.com.
InnFocus 9
Controlling Food Costs
by David Swanston
Lodging operators are placing greater focus on controlling their food programs and lowering costs. With
greater media exposure, consumers are more educated and interested in food and regional cuisine. This
has created marketing opportunities for hospitality businesses to promote culinary tourism, providing
additional incentives to attract guests.
The industry has used food and beverage offerings as a way of adding
value, but it is becoming difficult to use this as a differentiating factor.
It is common for guests to be offered complimentary breakfast, welcome
packages, and meal certificates as part of their booking. Facilities that
do not have a significant emphasis on food are also finding that guests’
expectations of availability, selection, and quality have changed.
As managers try to build traffic and drive revenue with their food
programs, it is becoming increasingly important that they also attend
to their food costs. Small inefficiencies can have a significant impact
on the bottom line as food volumes increase. This challenge is greater
for lodging providers than for typical foodservice operators, due to the
complexity of their services.
10 InnFocus
Multiple operations including restaurants, lounges, self-service
hospitality centres, room service, banquets, meeting support, and
catering require different approaches to the design and maintenance of
their food programs. Managers must utilize tools that provide separate
business unit performance tracking while aggregating information into a
unified control system. The scope and depth of these systems are greatly
influenced by the strategic role that the food program plays in helping
achieve broader corporate objectives. Regardless, greater control is
required to minimize costs and generate greater culinary contributions.
Within the current operations, there are many initiatives that can be
utilized to reduce food costs and enhance management information and
control. The application may vary for each foodservice unit, but they all
must be part of a broader coordinated program.
Developing a strong relationship with a primary
foodservice product distributor is critical to
reducing costs.
Menu Planning
Committing the appropriate amount of time to menu development
will help prevent many problems later on. Too often, accommodation
providers limit their menus, making them unappealing and losing
potential revenue opportunities. Alternatively, some operators provide
an extensive menu that becomes inefficient and costly to deliver.
When determining an appropriate menu size, consider a Pareto
approach, where roughly 70% of revenue will be driven by 30% of the
menu items. For example, if approximately 70% of revenue results from
nine best-selling items, then the overall menu should include about
30 items. Menus that differ greatly from this ratio often compromise
selection or cost efficiency.
Menu offerings should be designed to reflect the brand’s competitive
position, but must also consider their impact on food control systems.
Providing complex, high quality, made-from-scratch dishes may be
desirable but require experienced and trained staff. Without the proper
commitment of resources, quality may suffer, waste will increase, and
the company’s reputation will be tarnished.
Consumers appreciate simple yet well-prepared dishes using quality
ingredients. Creative recipe development will explore opportunities to
utilize the same ingredient in many dishes, thereby reducing inventory
levels and waste. Extending the use of key ingredients will allow
purchasing managers to negotiate discounts based on volume, and
food operation units to offer greater selection during non-peak periods.
Marinated chicken breast can be served to a banquet, as part of a Santa
Fe sandwich in the lounge, topping a Caesar salad on the room service
menu one evening, and then also included in a breakfast omelette the
following morning. Increasingly popular local sourcing strategies can
complicate this approach to recipe planning if there is not significant
and consistent product supply available.
Buffet service is of particular concern when trying to control costs.
Consumption fluctuates, making preparation more difficult, and
minimizing waste almost impossible. Some tips to reduce buffet service
costs include replenishing small quantities of items more frequently,
increasing guest consumption of lower cost items by positioning them
at the beginning of the food display, and utilizing smaller plates that
require guests to take less and return more frequently.
Product Sourcing
Developing a strong relationship with a primary foodservice product
distributor is critical to reducing costs. As a strategic partner, these
suppliers can offer lower prices based on aggregate volumes, can ensure
a stable supply, and can assist with ingredient and product sourcing.
Key supplier partners can also help improve operational efficiency
through electronic billing, delivery scheduling, storage facility sharing,
and new product offerings. Many large distributors now have the ability
to offer contract production and customized meat cuts for large and loyal
customers as well.
InnFocus 11
Products such as produce that experience price instability should be
tendered regularly, based on a standard order bundle. As long as quality
standards are not compromised, this approach will ensure that prices
are competitive and products are available during the tender duration.
Many food manufacturers are now offering high quality semi, and fully
prepared items at reasonable costs. Although product differentiation may
be compromised, many of these items can be used as a base ingredient
to be modified for a final dish. Unlike the frozen prepared meals of the
past, many of these new items benefit from current technology that
can maintain flavour, freshness, and texture. Further advantages are
reduced waste, reduced storage requirements, and more efficient and
consistent meal production.
Operating Procedures
Many organizations utilize a commissary to consolidate and reduce
inventories. This can present challenges when several service units draw
from the same stock. When food costs are high, it becomes difficult to
target the problem areas because actual unit product usage is not known.
A simple solution is to create virtual inventory tracking systems for each
business unit, using the commissary as a supplier. Transfers from the
commissary are tracked and treated as purchases by each business unit.
Unit cost of sales can be established by comparing on-hand inventory
and product draws to its revenues, allowing managers to identify
inefficiencies. Products can also be shared between service units using
the same standardized transfer protocols.
Calculating and tracking the value of product waste is also an effective
means of targeting problem areas. All waste should be recorded including
the date, time, item, quantity, and reason for the waste. Attaching a value
helps staff understand the significance of these often hidden costs, and
can help determine appropriate strategies for reduction.
The food prep levels should be adjusted to reflect anticipated
consumption, based upon past volumes and upcoming scheduled events.
Often preparation levels are subjectively determined and do not reflect
actual needs, resulting in stock-outs and excess waste. Determining
required stock levels can be made easier with detailed menu planning
and recipe specifications.
Finally, pre-portioning menu items can reduce the likelihood of excess
product being served during final production and service, allowing
for cost stabilization. Mistakes are more likely to occur during peak
production periods. Reducing production steps by bringing products
closer to their final state during preparation is desirable, as long as
quality is not compromised.
Every operation faces unique challenges when trying to reduce costs
and maintain control over their food program. Management’s job can
be made easier by developing a coordinated foodservice plan, and by
utilizing these practical strategies for improvement. In addition to
earning higher margins, improved quality and consistency will result in
increased food revenue and greater guest satisfaction from the enhanced
culinary experiences delivered.
David Swanston is a Hospitality and Foodservice Consultant, Principal of Focused
Industry Training Seminars, and is an instructor at major Canadian university
business schools. To learn more about how he can help you improve your sales,
profits and performance, contact him directly at 905.331.611 or contactsmc@
swanstonconsulting.ca.
12 InnFocus
BC Hospitality Foundation
As the profile of the BC
Hospitality Foundation
develops, the number of
applications for support
continues to increase. In
January of this year, the
Foundation was able to
assist in three cases.
The first recipient in 2012 was Corey Rajala, a
cook at The Noble Pig Brewhouse in Kamloops.
Corey’s young son Anakin, suffered a brain
aneurism and had to be flown to Vancouver
for emergency surgery. Corey’s friends and
colleagues at the Brewhouse organized a
fundraiser to help with the many expenses
involved in the emergency. The BCHF,
meanwhile, also quickly announced support
for the event by matching funds raised up
by Alan Sacks
to $5,000. The fundraiser was a success and
Corey received a cheque for more than $8,000.
A second recipient, Matthew Loring, of Salmon
Arm, suffered debilitating injuries after an
accident that has confined him to a wheelchair.
Having worked in the industry since 1990,
mostly as a cook, Loring is determined to get
on with his life and support his family. To this
end, he needed a lighter wheelchair, which
was made possible through joint funding by
the BCHF and the BC Paraplegic Association.
“The Loring family is ecstatic,” said Geoffrey
Howes, BCHF Chair, adding that Loring was
also declared a recipient of a 2012 BC Rehab
Foundation award for the “incredible fortitude
and determination” he has shown in reaching
his rehabilitation goals.
Dawn Marie Morgan, our third recipient,
was working for a private catering company
in Vancouver when she suffered a workplace
injury following an accident four years ago.
Her hand injury resulted in complex regional
pain syndrome and as a result, Morgan hasn’t
been able to work since. The financial stress of
being unable to work along with the constant
pain has also prevented her from completing
her retraining program. The BCHF has
provided her with financial support to help her
settle into an apartment, a move that should
help her on the path to return to her training
and get back into the workforce.
For more information about the BCHF and its work,
please go to www.bchospitalityfoundation.com.
InnFocus 13
Child Sexual Exploitation
A Disturbing Activity in Hotels
On Tuesday morning, a man and his 13-yearold daughter check into your hotel. He looks
like an average middle-aged guy. She looks
like an average teenager. But there’s nothing
average about either of them or their stay.
He’s a pimp. She’s a sexually exploited child.
Within minutes of checking in, “Daddy”
leaves your establishment, and over the next
24 hours, a parade of men head directly to
the girl’s room. You may think this doesn’t
happen in BC, but it does.
Unfortunately, the online universe has made
it easier for the sexual exploitation of children
to occur behind closed doors rather than on
the street. Many are being forced into the
rooms of properties around BC - from budget
motels to luxury hotels - allowing sexual
exploitation and abuse of children to occur
in the privacy of a paid-in-full guestroom.
As a result, intervention by police and child
protection agencies has become far more
difficult.
Some children who are sexually exploited
may have a history of neglect and physical
or sexual abuse. Other children come from
stable, middle-class homes and get mixed up
with the wrong crowd during their vulnerable
teen years. Whether they are running away
from abuse or challenges they face while
growing up, they become easy targets for
pimps and recruiters. These people (who
don’t necessarily look like they do on TV)
befriend alienated youth and soon welcome
them into a new “family” - a “family” that at
first is caring and accepting, and even spoils
them with lavish gifts - all in an attempt to
manipulate them for their own gain and
sexual exploitation. These children soon
become dependent and are forced to trade
sexual acts for money, food, shelter, and
even love and acceptance, in order to survive
both physically and emotionally. Typically,
the individuals responsible for the sexual
exploitation of children are also involved in
a number of other illegal activities including
drug dealing. These criminal activities
destroy the lives of children. If they are
happening at your property, they could do the
same to your business.
Protecting the rights of children and youth
is everyone’s responsibility. If you suspect
that a child or youth has been or is likely to
be sexually exploited, it must be reported to a
child welfare worker. A child in BC is defined
under the Child, Family, and Community
Service Act (CFCSA) as anyone under the age
of 19. A report should be made even if you
don’t have all the details and information or
if you think someone else has already reported
the incident.
According to the CFCSA, a child needs
protection under the following circumstances
relating to sexual exploitation:
• A child has been, or is likely to be, physically
harmed, sexually abused or sexually
exploited by the child’s parent
• A child has been, or is likely to be, physically
harmed, sexually abused or sexually
exploited by another person and if the
child’s parent is unwilling to or unable to
protect the child
Source: Child, Family and Community
Service Act
Police
Police can help young people who are in
immediate danger by applying for a protective
order to keep a person away from a child or
youth; investigating crimes and arresting
perpetrators; and providing information
about other agencies. However, they cannot
apprehend youth who are resistant to getting
help.
Child Protection
Child protection social workers respond to
reports of children in need of protection. This
can include taking immediate action with
other service providers to ensure a young
person’s safety; engaging a child’s family in
a plan to keep the child safe and build family
strengths; working with a youth to keep the
youth safe and develop his or her capacity to
live at home or independently; starting a child
protection investigation; and seeking a court
order (i.e., protective order or restraining
order) to keep another person away from a
child or youth.
• Report child protection matters through
the Helpline for Children: 310-1234
(no area code required)
• After regular office hours: 1-800-663-9122
Crime Stoppers
BC Crime Stoppers allows members of the
public to provide information about a crime
or potential crime without having to identify
themselves. Tips on sexual exploitation of
youth are welcome at 1-800-222-TIPS (8477),
or text your tip to CRIMES (274237).
VISIT US ON THE WEB!
•
•
•
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Marketing Tips
Past Issues
Editorial Schedule
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emcmarketing.com
14 InnFocus
BCHA Member Benefits
by Louise Thompson
BCHA Associates Have All You Need
BCHA hotel members can purchase
almost anything from one of our Associate
members. From services such as hotel
management consultants to bed bug
sniffing canines, remember to use our
Associate members often to save you both time and money.
In addition to a large number of companies offering obvious products
such as beds, bedding, linens, and towels, many Associates offer our
hotels a discount on services or products. Check our online Marketplace
regularly for seasonal offers and promotions.
Polybagged with this issue of InnFocus is the 2012 BCHA Buyers’ Guide.
Keep this on hand all year for quick reference. You can also search for
a product or service by going to the Associate Directory on our website
and searching by category. All current BCHA Associate members are
listed and can be sorted either alphabetically or by category.
Our office has often received inquiries about where to locate more
obscure items. Many times one of our Associates can help. Don’t forget
to call us if you’re ever having a problem sourcing an item or need a
company that can assist you.
We also have member companies that offer consulting services on
anything from promoting your hotel, to staff training, to finding new
staff.
Want to be more green? We have Associates that can help you with
that too!
If you know of any companies that could become great BCHA Associate
members, please call our office and let us know. We like to offer our
members a wide variety of quality options to choose from.
Here are some ideas on how our Associates can work for you:
• Purchase new energy-saving lights in bulk.
• Find a reliable cleaning company that understands the special needs
of your hotel, or switch to a “greener” company.
• To cut down on back-breaking work, purchase a sheet folding machine.
Save time and energy by purchasing larger, more powerful washing
machines.
• After a fire, chemical, or water damage, find a company that can
quickly and effectively clean up the mess.
• Freshen up parts of your property with a new vibrant paint colour,
or restore an old part of your property to its original style. Order some
new paintings.
• Quell any unease that you may have in one of your liquor
establishments.
• Ask for feedback on your current food offerings – a change of menu
may bring in more guests.
• Purchase a new type of beverage dispenser to give your guests more
options. The days of undrinkable coffee are long gone.
• Buy some unique promotional items to give out to guests at checkin. Get away from the usual pens or fridge magnets and find something
more unique to your property or region.
• Update your reservation software to a system that will make it simpler
and more efficient for everyone at your hotel.
• Look into adding digital signage to your property; new options are
always available.
Next Issue
Summer 2012
•
•
•
•
Online Reputation Management
Hotel Pricing Trends
Customer Loyalty Strategies
F&B Trends in Hotels
Call 1-800-667-0955 to
book your ad by April 27
InnFocus 15
Sandman Inn and
Sandman Signature Hotel
Two Properties in Prince George Cater
to a Full Range of Clientele
by Terri Perrin
The Sandman Hotel has been a familiar sight in Prince
George since 1972. Twenty-six years later, the completion
of a four-story tower with more upscale rooms and several
suites increased the Sandman’s total room count to 144,
making it one of the largest hotels in the city in 1988.
By August 2010, the city’s population had grown to about
80,000, and a second Sandman Hotel was opened in this
north-central BC city. This property, operating under the
Sandman Signature brand, added another 186 guest rooms
to the Sandman Hotel Group holdings and the ability to
cater to a broader range of prospective clientele. The new
Signature Hotel is anchored by a Chop Steakhouse and
ROCKFORD wok/bar/grill. It also has a business centre
that operates 24/7, an indoor heated pool, banquet facilities,
meeting rooms, and a fitness centre.
16 InnFocus
The addition of a Signature-brand property in what is, by
industry standards, a relatively small city, filled a market
niche for upper- and middle-market segments that was
not being met by the existing Sandman Inn. While the
Central Street Inn location has been extensively renovated
numerous times over the years, management felt that it
was more prudent to build a new hotel than rebrand the
Inn in order to provide accommodations for a wider market
demographic. It is one of only six Sandman Signature
branded hotels in Canada.
“The Prince George Sandman Signature is an upscale, but
unpretentious hotel,” explains executive general manager,
Dave Richinski. “We have honeymoon suites, Jacuzzi rooms,
and 70 suites with separate bedrooms. One of our most
sought-after rooms is the loft suite, which boasts a very
elegant living room and kitchen on the main floor and a staircase
to a bedroom on the second floor. We also have some family suites
with separate sleeping quarters for parents, kitchens as well as
bunk beds and beanbag chairs for the kids. Although it is an
upscale hotel, the brand’s success is based on the same ethical and
traditional values that have made the Sandman what it is today.”
The décor of the Sandman Signature suites is defined as
“sophisticated and contemporary, refined elegance with all the
comforts of home.” To add a local flavour, all of the art in the
rooms showcases the work of local photographers and regional
scenery.
“Despite what some people might think, Prince George is not just a
forestry, mining, and pulp mill workers’ town,” explains Richinski.
“A lot of upper management personnel travel here to visit plants
and facilities. We have a vibrant tourist industry, the University
of Northern British Columbia, and a wide range of sports and
recreation facilities. Lots of sports, college and university teams,
plus their coaches and families, regularly travel here. The big news
is that we will be the host city for the 2015 Canada Winter Games.”
For Richinski, taking on the role as GM
for the new Signature Hotel has been a
challenge, considering that he is still the
general manager of the Sandman Inn.
Fortunately, doing “double duty” for both
properties has been made easier with the
support of a great team in both locations,
including his wife, Sandi, who is the front
office manager at the Sandman Hotel.
The husband and wife team are no strangers to the hotel industry
or the Sandman model. Dave has been with the Sandman Hotel
Group for 18 years and Sandi for 24. Dave, who was born in
Saskatchewan, met Sandi Gunderson in the early 1980s, just
as she was starting a tourism course in Edmonton. In 1985, she
landed her first job as a guest service agent at the Sandman Hotel
in Edmonton. She has been with the company ever since. When an
opportunity came up for a husband/wife team to live on site and
manage the Sandman Hotel in Prince George, Dave welcomed a
career change and the couple eagerly accepted the posting in BC.
Richinski notes that although he does not have a degree in
hospitality management, the Sandman Group has provided
exemplary training and mentorship support. He laughs when he
says he has earned a degree from the “Sandman School of Hotel
Management!”
“The Sandman Group has been fabulous to work for,” explains
Richinski. “They let you know when you are wrong and teach you
how to do things better. They also recognize when you have done
something well and celebrate successes company-wide. Their
training program involves a lot of common sense and listening.
If you are the type of person who is able to make and accept
changes, you will succeed.”
“Running two hotels requires support from corporate and
a commitment to total team effort,” concludes Richinski.
“Teamwork is what helped us launch the new hotel and it’s
keeping the momentum going. For Sandi and me, it has never
been about what we could do for ourselves or the hotel - we focus
on how we can build our teams. From housekeeping, to sales, to
front desk staff, everyone has a role to play and no single person
is considered to be more important than another.”
InnFocus 17
Recruiting and
Managing Gen Y
by Brenda Robinson
So what’s all the fuss about Generation Y? Are they different? Yes. Are they difficult? Different is only
difficult when we don’t understand or can’t understand what the difference means.
How much do you know about Generation
Y, also known as the Millennials? This group
has had a different upbringing, different
education, different social interaction, and
a different exposure and experience with
technology. It doesn’t really matter what they
are called or what their exact age is. What
matters is that they are now fully engaged
in adult life - at work, at home, and in our
18 InnFocus
communities. They have voices and they want
to be heard. They have opinions and they
expect people to be interested. They believe
in participation, interaction, discussion, and
collaborative decision making.
In order to recruit and manage Gen Y
effectively, we must understand their
background, attributes, and expectations.
These provide the foundation for performance.
Think Outside the Box
Gen Y has always been praised and rewarded
for thinking outside of the box. Indeed,
they were not told that colouring outside
of the lines was bad or wrong. They were
complimented and praised for their
creativity, innovation, and resourcefulness.
They bring that kind of thinking to the
workplace where they say things like: “Maybe
it would be better to try...” or “Let’s try a different way and see what
happens.”
Sometimes these comments seem to lack caution and consideration.
However, Gen Y is actually presenting their thinking for discussion - not
for conclusion. They value the discussion and innovative ideas. They
aren’t demanding agreement. They are asking for discussion and praise
for new thinking and new ideas. They may, however, lose interest when
they hear: “That’s not the way we’ve always done it.” or “That’s not the
way I like it done.”
They have very little patience for repetitious or routine hard work.
They look to technology or new developments to ease labour intensive
activities or to break the boredom of routine tasks. They search for new
approaches and techniques for all work processes, and are eager to try
new things, whereas the older generation wants to review it, evaluate
carefully, and compare it to what has been done before. It is almost a
difference of looking back for confidence from experience and success
or looking ahead with confidence in anticipated success and change.
Changers
Change for Gen Y has been consistent and fast. In fact, there is less
respect for something that lasts then there is for something that changes
quickly. Consider how often the cell phone, iPhone, iPod and Blackberry
update and provide new applications. In fact, anything more than two
years old is often described as outdated.
Generation Y is often excited and enthused and
even motivated by change. This kind of thinking
often challenges older generations who put a lot
of value on things that last.
Generation Y is often excited and enthused and even motivated by
change. This kind of thinking often challenges older generations who put
a lot of value on things that last. It is also reflected in the attitude towards
longevity and seniority. Gen Y will change jobs as much as they can to
gain more experience and diversity. They believe that new challenges
are as important as moving up. They put more emphasis on a broad,
general experience than on a specific, directed experience.
In your operations, Gen Y are stimulated and energized by changes in
duties and responsibilities. They appreciate the opportunity to job share,
job shadow, and work in job exchanges. They enjoy learning from other
people and changing what and how they do things.
Change is not something to be dreaded or to bring out defensiveness.
It is part of the exciting, interesting, and informative transition period
leading to different and better results. Gen Y employees can strengthen
your organization and operations, given the opportunity.
InnFocus 19
Multi-Taskers
Gen Y is part of the multi stimulus generation.
When they were tiny babies they had bedrooms
that were decorated like circus tents. Their
lives were lived in colourful surroundings with
audio, visual, and interactive stimulation of
all kinds. How has this influenced their work
styles? Well, for one thing, Gen Y workers are
excellent multi-taskers. Yes, they can work on
more than one thing at a time. They can also
work in highly stimulated work environments
where many things are going on at once. They
can listen to a discussion and text a co-worker
for more information. They can take minutes
on their laptop and participate in meeting
discussion. They can research while you talk
and answer the phone while they perform
data entry.
Gen Y staff may have three or four types of
they expect it will come in balance with
recognition for what went well and how we
can move ahead to make things better.
The new formula for feedback for Generation
Y is four positives to one correction or
criticism. Indeed, it is important to build a
foundation of positives to ensure reception
of a negative piece of feedback. This will
ensure that the information is received and
considered without defensiveness or blame.
Feedback is one of the greatest motivators
for Gen Y workers. They want and need to
know they are doing well before they consider
changes or corrections. This often requires
extra effort and energy from their leaders,
supervisors, and managers. Building good
levels of self esteem will build morale and
motivation in Generation Y.
Generation Y finds it more motivational to be
involved in several projects at a time. They enjoy
balancing and juggling priorities and timelines.
technology on the go and be downloading
music or videos while they work. They love
the pace of social networking and may use
two or three different formats at the same
time. They can search and research using
multiple resources and compare results for
best outcomes.
Generation Y finds it more motivational to
be involved in several projects at a time.
They enjoy balancing and juggling priorities
and timelines. Sometimes the complaint
from managers is that they can’t focus and
their attention spans are short. The truth
is, they have multi focus abilities and they
can attend in multi directions with amazing
results. This difference is very challenging
for other generations. Is this a difficulty or a
new strength?
Need Feedback
Gen Y has had a different experience with
feedback than many of the older generations.
They do not believe that “no news is good
news”. Indeed, they have been a generation
raised with concern about developing self
esteem through praise and encouragement,
and they expect the encouragement and
support that comes from positive feedback.
When criticism and corrections are necessary,
20 InnFocus
Team Players
Generation Y are
interested in and
want to be on a team.
They grew up in the
“fair play” era where
everyone got equal time and opportunity to
play every position. This has strongly affected
how they view teamwork in the workplace.
They believe that the team bridges
organizational structure and evens out the
power positions in the workplace. They work
“with” not “for” and they believe that everyone
has potential for equal contribution to the
team results.
However, they also view the team from a
social as well as a functional or organizational
perspective. They want to work together and
interact in social and interpersonal ways.
Gen Y is interested in team dynamics and the
dynamics of a team.
Gen Y believes in synergy. They like and
want to work together because they see the
benefits of shared ideas, shared workloads,
brainstorming, group decision making and
job satisfaction.
Teamwork allows Gen Y to address their
workplace values of belongingness, self
esteem, and actualization. They know who
they are on teams and they gain a huge sense
of accomplishment from their contribution
to the team. They want to be supported and
supportive. They will invest energy in building
teams that work and teams to work with.
Sometimes we see this interaction as lacking
the ability to be self directed. Sometimes we
don’t know how to evaluate team success
instead of individual success. It is a different
way of working. It may work for us. If we can’t
continue to do more with less, maybe we can
get enhanced results by working differently
and better together.
Assertive
Gen Y was raised to be assertive. They were
clearly told that their opinions and ideas were
important and should be shared. They are not
afraid to ask questions and they expect and
may even demand answers. Older generations
encouraged Gen Y as children to stand up for
themselves and their values. As a result, they
do, and then older generations are surprised
at their assertiveness. They even suggest it is
aggressive or describe it as “attitude”.
Gen Y, as part of their assertiveness, expects
clear, direct communication. They have no
patience for passive/aggressive behaviour
and they have been taught to recognize and
take action when people behave aggressively
(especially bullies in their workplace).
Gen Y will ask “why”. They expect and believe
they deserve an explanation. They put a lot of
emphasis on having logical explanations and
enough information to support decisions and
directions.
Part of their assertive behaviour also involves
their desire to engage in discussions and
contribute to decisions that are being made.
They are much more motivated by activities
where they have input into not only what
needs to be done, but how to do it. As a result,
when they are told what to do, they often see
that as the beginning of a discussion rather
than the end. They will prefer to be asked
than told because it sets a better tone for
discussion. It isn’t about doing or not doing
what they are told. It is more about being
involved in how to get there.
Gen Y are not great believers in non-verbal
or indirect communication. When they don’t
know or can’t understand what is meant
(especially the tone or inference), they will
ask for clarity. They know how to make “I”
statements and they are skilled at behaviour
description. They may say: “I know you
said it was okay. Your tone didn’t sound as
convincing. Can you clarify that for me?”
or “You didn’t contribute any ideas during
our discussion. Should we see that as your
agreeing with our ideas?”
Sometimes, these direct observations catch
other generations by surprise. They feel “on
the spot” or “called to task”. Gen Y wants
concrete, clear information. They are not
tolerant of assumptions, perceptions or
trying to figure it out. They can influence
clear communications and when they do it
well, it helps!
Value Work/Life Balance
Gen Y believes that work and life should
c o m p l e m e n t e a c h o t h e r. T h e y p l a c e
importance on what they do outside of the
workplace and how that can actually support
and complement their work. It isn’t because
they don’t place importance on the work - they
do. It is all part of the continuum of who they
are and what they do. They look for “family
friendly” workplaces that are flexible and
responsive to work/life balance needs, and
will expect flex time to go to family events.
Gen Y expects co-workers and supervisors
to be interested and engage in conversation
about outside activities. In turn, they are
interested in the same for others. They have
a more holistic view of job satisfaction, which
includes balance for work and play.
Believe Work Should be Fun
Gen Y sees no need to separate work and play.
Indeed, they truly believe work should be fun
and will have more quality when people enjoy
what they do. They look for ways to engage,
involve, and include working teams in fun or
play activities to enhance morale, motivation,
and workplace interaction.
Gen Y brings many positives to the workplace.
Tap into their strengths and make your
property a better place for employees and
guests alike.
InnFocus 21
Travel Marketing Trends
A Survey of Travel Industry Best Practices
Last year, destination marketers Wanderlust released the Travel Marketing Best Practices Assessment, a
self-diagnostic tool that allows travel marketers to compare their strategic and tactical activity against the
travel industry’s top brands. In this summary of the Wanderlust report, you’ll see the statistical results of
more than 200 responses to the assessment as well as comments on the implications, trends, and patterns
the numbers reveal about travel and tourism marketing today.
In the past three months, we have used the
following market channels:
32.9
television advertising
radio advertising
commented on the posts of others
36.7
print advertising
81
video on demand
posted to our Facebook page
posted photos and/or video online
36.7
guerilla marketing
20.3
published at least two new blog posts
banner advertising
74.7
49.4
39.2
49.4
advertising on social media sites
55.7
paid search
35.4
email
65.8
16.5
direct marketing
published an event listing
46.8
tweeted all of the above
46.8
monitored social media mentions and reviews
41.8
40.5
product placement
responded to social media comments and reviews
11.4
travel show exhibiting/sponsorship
44.3
OTAs
none of the above
13.9
%
51.9
trip packagers
50.6
100
90
80
70
60
50
40
30
20
10
0
7.6
co-marketing with DMO/agency partners
22.8
discounters of distressed inventory
12.7
%
100
80
60
40
20
0
Insight: Further evidence of the Social Revolution
The mainstream power of social media is illustrated by this single
question’s responses. Nearly half of all travel marketers in our sample
conducted social media activity in the last two weeks. Those activities
spanned nearly every channel we listed, from Facebook posts and tweets
to commenting, reviews, and photo sharing. Of course, our assessment
can’t report on the investment in these efforts, or the return on that
investment, but clearly, travel marketers are engaged in the social realm
and exploiting it to advance their marketing agendas.
22 InnFocus
48.1
22.8
outdoor advertising
mobile advertising and/or app
In the past two weeks, we have completed the
following social media activities:
Insight: Multi-channel plans blend old and new
For anyone who believed the hype that social media would be the death
of traditional advertising, here are the facts: Even with the statisticallydocumented decline in print response rates, 81% of travel marketers
placed print advertising in 2010; while a third used television, radio,
or outdoor advertising channels. As further proof that traditional
advertising and social media efforts can co-exist, more than half of the
travel marketers who responded advertised on social channels. The fairly
balanced distribution of marketing efforts shows that travel marketers
are embracing both old and new channels to get their message out to
consumers, and co-marketing partnerships have a strong presence in
today’s travel industry.
What’s New?
Electrolux Professional
introduces a new generation of
dryers, the T5000-series , to
provide extensive savings in time,
cost, and space. The drying time is
shortened by 10 minutes on average,
compared to previous generations
of similar models, while at the same
time cutting the energy consumption
by up to 20%. The dryers take up less
wall space, optimizing the production
area, while offering more options
with its new Compass Pro control
system.
Our online content strategy includes:
regular new content generation using onsite
blogs, newsletters and news releases
63.3
vivid mental imagery using words,
pictures and video
campaign landing pages with conversion forms
59.5
32.9
easy to use online reservations/
booking/ticketing
41.8
google maps, google local and
social media integration
45.6
trip planning tools and credible
“insider” recommendations
ratings, reviews and comments
none of the above
by Debbie Minke
The hospitality television experience can be simplified by combining
Philips Hospitality televisions with Entropic Broadband Access
silicon solution, allowing broadband service to be delivered where
there is not a dedicated Ethernet broadband infrastructure wire to
each guestroom. This enables both TV and broadband services to hotel
rooms over existing coaxial cable; allowing guests to take advantage of
new, easy-to-use infotainment and over-the-top (OTT) video services
via the hotel room TV.
25.3
34.2
7.6
%
100
90
80
70
60
50
40
30
20
10
0
Insight: The Internet has come of age for travel marketers
Successful travel sites do two things very well. They deliver content
that answers the consumer’s need for information (a mix that includes
romance, simple logistics, and booking information) and present content
that motivates the reader to take action. This double-edged content
solution is the result of a well-constructed web content strategy. Based
on the strong responses above, our sample is embracing both sides of
the web content challenge, delivering current and compelling content
along with functional tools like online reservations, maps, and reviews.
Wanderlust provides marketing expertise to destinations, resorts and tourism
attractions. They uncover what drives people to choose where they go and build
integrated marketing programs to attract them - using the Internet, mobile,
social networks, direct marketing and mass media. www.createwanderlust.com.
Reprinted with permission of Wanderlust. ©2012 Wanderlust.
The Cascades Tissue Group partnered with the Global Food Safety
Resource Centre (GFSR) to promote the Cascades® green Antibacterial
Hand Towel, also known as The Intelligent Paper®. It’s an
innovative and award-winning paper product that has been shown to
serve in the reduction of hand-transferred bacteria. Currently available
in Canada only, the key feature of this hand towel is its unique ability
to release an antibacterial agent on the paper when it comes in contact
with wet hands, thus offering a long-lasting antibacterial effect without
changing people’s habits.
Rubbermaid’s new ecoUrinal improves hygiene while reducing water
usage by an average of 40,000 gallons of water per fixture per year. The
waterless urinal system utilizes a unique cartridge that lasts 10 years,
is easy to install and easy to maintain. Specially formulated enzyme
tablets eliminate odour-causing bacteria and maintain drain lines in
coordination with scheduled fixture cleaning.
InnFocus 23
Legal Issues for the
Hospitality Industry
by Barry Carter
It’s vital that hotel managers and staff are well informed of the legal ramifications of their decisions as
they deal with challenging guest situations. Following are some legal explanations related to tenancy,
disturbances, and liability.
Guest or Tenant?
The question has been asked, “In what circumstances might a long-term
guest become a tenant and the provisions of the Residential Tenancy Act
in BC apply?” Generally the Act does not apply to living accommodation
occupied as “vacation or travel accommodation”. Would this exemption
apply to long-term guests? Well, unfortunately there has been little or
no discussion in the courts of BC to provide any guidance on the issue,
however, similar legislation exists in Ontario, and that has been the
subject of some court analysis. The courts in Ontario have looked at
the “predominant purpose” of the commercial enterprise as opposed
to necessarily the intention of the parties. Some of the factors for
consideration included:
24 InnFocus
• Is the occupation of the suite intended to be somewhat permanent, for
example, did the occupier of the suite bring in personal items typically
found in a home and not in a hotel, such as stereo equipment, rugs,
pictures, lamps, etc.?
• Is cooking permitted in the suite?
• Are typical hotel services, such as room service, available?
• Does the occupant have some measure of control over the suite, or
could the innkeeper enter at will?
• Who is responsible for cleaning the suite?
To date, the length of stay has not been a
factor considered by the courts in determining
whether an occupant is a guest or a tenant.
It would seem that the length of stay would
not be a factor in that determination if the
predominant purpose was to run a hotel, inn,
or guesthouse.
Evictions
The authority for an innkeeper to evict guests
is found in the Hotel Keepers Act. The Act
governs inns, which are defined as “hotels,
motels, inns, taverns, and other places
where the keeper is by law responsible for
the goods and property of the guests.” The
Act specifically covers situations in which a
guest is causing a “disturbance”. Disturbance
is defined as follows: “disturbance of the
peace of an occupant of an inn by fighting,
screaming, shouting, singing, or otherwise
causing loud noise in the inn.”
The protocol, which must be strictly adhered
to, is that the innkeeper must request that
the person who is causing the disturbance
desist, and if he fails to do so or again causes
a disturbance, request that he leaves the
inn immediately. An innkeeper who fails to
comply with this request provision set out
... what is reasonably safe can depend on the activities that take
place on the premises.
in the Act commits an offence and is liable
to a fine of up to $2,000. However, if the
innkeeper believes on reasonable grounds
that there is a risk of harm, he needs not make
the request, but should leave the matter up to
a peace officer, who can make such a request
and has the authority to arrest a person for
their failure to comply with the request. In
the event that the individual causing the
disturbance fails to comply with the request,
he is guilty of an offence under the Act and
liable for a fine of up to $2,000.
commercial liquor hosts - due to the nature
of their business, and the impact that the
consumption of liquor can have on their
patrons - can cause a more stringent test for
what is reasonable.
BC has occupiers’ liability legislation, which is
not surprisingly called the Occupiers Liability
Act. Pursuant to the Act, an occupier is a
person who:
Occupiers’ Liability
a. is in physical possession of the premises, or
b. has responsibility for and control over the
premises, the activities conducted on those
premises, and the persons allowed to enter
the premises.
It is trite to remind all businesses that invite
the public onto their premises that they
have a duty to maintain their premises in a
reasonably safe condition. However, what is
reasonably safe can depend on the activities
that take place on the premises. Therefore,
Under those circumstances there can be more
than one occupier for the same premises,
meaning that a landlord and a tenant can
both be considered occupiers. The Act does,
however, allow an occupier to “contract out”
his responsibilities.
InnFocus 25
The occupier’s duty of care is set out in section 3 of the Act, as follows:
3 (1) An occupier of premises owes a duty to take that care that in all
the circumstances of the case is reasonable to see that a person, and
the person’s property, on the premises, and property on the premises
of a person, whether or not that person personally enters on the
premises, will be reasonably safe in using the premises.
(2) The duty of care referred to in subsection (1) applies in relation to the
(a) condition of the premises,
(b) activities on the premises, or
(c) conduct of third parties on the premises.
With respect to the condition of the premises, the test is one of
reasonableness. Particular areas of concern may include the condition of
the floors and the adequacy of the lighting (particularly in stairwells). The
premises should be generally in good repair. The occupier should have
a reasonable but not too onerous or ambitious program for inspection
and maintenance. It is not sufficient merely to have the program in
place, as the program then must be followed and complied with. It is
possible to attract liability for failing to maintain a reasonable inspection/
maintenance program.
Perhaps a more difficult area of potential liability is the duty of care that
a commercial liquor host has in relationship to activities that occur on
the premises. The duty “to take that care that in all the circumstances of
the case is reasonable” may be restated as whether or not it is reasonably
foreseeable that an injury may occur as a result of specific activities on
the premises.
Therefore, if sponsored events or contests are held, which by their
nature carry with them greater potential for injury, there will be greater
26 InnFocus
foreseeability that an injury will occur. The more problematic area
involving activity on the premises involves the conduct between patrons
and the relationship between the consumption of alcohol and acts of
aggression that could result in assaults by a patron or patrons on other
patrons, resulting in injury.
Apart from the provisions of the Occupiers Liability Act, liquor licensees
are subject to extensive legislative requirements set out in the Liquor
Control and Licensing Act, its regulations, and the Guide for Licensees
in British Columbia, which together form the terms and conditions of
the license. Those legislative requirements place added responsibility
on the commercial liquor hosts to monitor their premises as well as the
conduct and the extent of alcohol consumption by their patrons.
No commercial liquor host will be able to guarantee that an altercation
will not occur and/or that a patron may get injured as a result. However,
the commercial social host can minimize the risk of these occurrences
and potential liability by having reasonable programs in place, such as
sufficient security, so as to properly monitor all aspects of the premises, a
training program for employees - particularly door staff - in dealing with
difficult and aggressive patrons, and an appropriate security program,
so as to be able to readily identify a patron with a bad reputation at
point of entry.
It is reasonably foreseeable that there is an increased risk to personal
safety in the commercial liquor host setting as a result of the inherent
increased risk associated with the consumption of alcohol. However,
the commercial host can alleviate that increased risk by putting in place
reasonable, well thought-out programs, and then following through
with them.
“Knowledge is power,” as the saying goes. Make sure you are well
equipped.
Human Resources
by WII-STEP
An Innovative Recruitment Strategy
The tourism and hospitality industry calls on
an incredibly wide range of skilled employees,
and it isn’t always easy to find the ideal
candidate for every job. One pool of talent
that often gets overlooked is people with
disabilities, who remain underrepresented
in the workforce but are ready, willing, and
able to meet the demand.
Hiring people with disabilities offers longterm benefits to employers, as enhanced
company loyalty on the part of such employees
has led to a decline in turnover rates. In
addition, hiring people with disabilities costs
less than you might imagine. Recent statistics
indicate that fewer than 20% of job-ready
Canadians with disabilities require any form
of accommodation in the workplace, while the
majority of workplace accommodations that
do take place cost less than $500.
To that end, the Workforce Inclusion Initiative
(WII-STEP) effectively links tourism and
hospitality employers to a skilled, job-ready
workforce of people with disabilities. The
program, which costs employers nothing to
access, is managed by go2 in collaboration
with the BC Construction Association’s Skilled
Trades Employment Program (STEP). go2 is
BC’s tourism human resource association
responsible for coordinating the industry’s
Labour Market Strategy.
WII-STEP begins with an employer that
has a specific job opening and connects
that employer with appropriate candidates
through community organizations that
support job seekers with disabilities. With
the position’s requirements in mind,
Jamie Millar-Dixon, WII-STEP’s tourism
employment specialist, pre-screens the
job-seekers and then recommends to the
employer any candidates who seem like a
good fit.
The Pan Pacific Vancouver was an early
adopter of the program. “I was excited to
take part in this, especially considering the
focus is specifically on hospitality employers,”
explains Shailee Fruin, the hotel’s human
capital and development manager. “Jamie
has been great. She has worked in hotels,
so she’s aware of the attributes candidates
need to possess to be successful in the
hospitality environment. She emails resumés
of candidates she has already interviewed
and shares a few details as to why she is
recommending them. From there we follow
our regular recruitment process, and those
shortlisted are interviewed.”
That is how Nicole Oechsner embarked on a
new career in tourism in May, 2011. Oechsner
was brought to Millar-Dixon’s attention by
the Neil Squire Society, an organization that
supports Canadians with physical disabilities.
She had previously worked as a carpenter but
developed carpal tunnel in both of her arms
as well as tendonitis. Even after surgery she
experienced ongoing pain and was devastated
at not being able to work in her chosen
profession. She was aware of opportunities in
hotels, and although she did not have previous
experience, she expressed pride in providing
high-quality customer service as well as in her
ability to handle situations under pressure.
Hiring supervisors at the Pan Pacific then met
with Oechsner and were confident that she
would be a good fit for the position of service
agent. “Our Service One Agents handle all
of our guest inquires and requests, and with
each call they need to take suitable action to
meet and exceed the guest’s expectations. It’s
a busy position that requires an individual to
work quickly, often managing several tasks
at once,” describes Fruin. The job required
working on a keyboard throughout the shift,
and there was initial concern that Oechsner’s
condition could impede her ability to work a
full shift, or that the condition would become
worse over time. However, her condition
was well managed and under control, and
she required no workplace accommodations.
“The Pan Pacific has been an icon in the
Vancouver hotel industry. I was excited to
be part of a team that would be able to help
me learn as much as possible in my first hotel
experience,” shares Oechsner, who initially
started in a seasonal position. “I am loving
this new direction my life has taken. I work
with a great team, I learn something new
every day, and I’m enjoying the journey!”
By September 2011, she had moved into a
permanent position at the hotel.
As for Fruin and her colleagues, WII-STEP
has proven the merits of “thinking outside
the box” when hiring. “Having a diverse team
brings unique experiences and understanding
that can transform a workplace. We also find
it valuable to have individuals who may have
insight as to how to best serve our customers
with disabilities.”
For more information about WII-STEP or to find out
how you can tap into this pool of talented people with
disabilities, visit www.wiistepbc.ca.
Douglas College Students Shine at BCHE
Under the dedicated tutelage of instructor Anton Kosztyo, Nicole Kayleen Leyland spent many
days training and organizing over 50 Douglas College hospitality students to act as hosts and
registrars at the BC Hospitality Expo held in November at the Vancouver Convention Centre. As
future members of the hospitality industry, the Douglas College students were well prepared by
Nicole for the tasks, and were a great asset to the smooth running of the registration, greeting,
and coat check areas of the Expo.
A special thanks to Douglas College instructor Anton Kosztyo, who many years ago initiated
the student volunteer program and continues to ensure that year after year new students are
introduced to the hospitality industry through their volunteer participation at the Expo.
InnFocus 27
Names in the News
Welcome to the following new BCHA
members: 1202 Motor Inn, Beaver Creek;
Caravan Motel, Fort St. John; North Star
Motel, Kimberley; Soule Creek Lodge,
Port Renfrew; and Stonebridge Hotel,
Fort St. John.
New BCHA associates include Allbrite
Wholesale Lighting Distributors,
Bayfield Mortgage Professionals/
Coast Realty Group Ltd., Bed Bug
Mutts, DKB Marketing , and Eden
Textiles.
Congratulations to the new general managers
at the following properties: Harley Elasoff,
Sandman Inn - Terrace; Marion HarperTreskin , Westin Bayshore, Vancouver;
Greg Langley , Coast Abbotsford Hotel
& Suites; Daniel Saberi , Comfort Inn
Kelowna - Westside; and Andre Zotoff, The
Fairmont Hotel Vancouver.
Pardepp Bains is now the Manager at the
Best Western Peace Arch Inn - Surrey. Kevin
Chartrand is the Facility/Operations
Manager at the Coast Prince Rupert Hotel.
The Executive Hotel Harrison Hot Springs
is now the Ramada Hotel - Harrison
Hot Springs. The Kamloops Towne Lodge
is now the Coast Kamloops Hotel &
Conference Centre. Ron Mundi is the
owner and manager. Robert Pratt is the
new president of Coast Hotels & Resorts.
Jennifer Fox has been named president
of Fairmont Hotels and Resorts. She has
extensive experience in hotel operations,
brand development, marketing and sales, and
hotel transitions. Philip Barnes has been
appointed regional vice-president of Fairmont
Hotels & Resorts in the Pacific Northwest.
Condé Nast Traveler magazine has released
its annual Readers’ Choice Awards survey,
honouring the following BC properties:
21.
22.
23.
27.
29.
33.
37.
by Debbie Minke
Wedgewood Hotel & Spa, Vancouver
Pan Pacific Vancouver
Four Seasons, Vancouver
The Fairmont Hotel Vancouver
Metropolitan Hotel, Vancouver
Sutton Place Hotel, Vancouver
Vancouver Marriott Pinnacle Downtown
Hotel
Top Resorts - Canada
1.
2.
3.
4.
5.
7.
8.
15.
King Pacific Lodge, Rosewood
Emerald Lake Lodge, Field
Long Beach Lodge Resort, Tofino
Wickanninnish Inn, Tofino
Pan Pacific Whistler Village Centre
Four Seasons, Whistler
The Fairmont Chateau Whistler
Westin Bear Mountain Golf Resort
& Spa, Victoria
17. Westin Resort & Spa, Whistler
18. Pan Pacific Whistler Mountainside
Congratulations to these Forbes Travel
Guide’s Four-Star Award Winners in BC:
Four Seasons Hotel Vancouver; Four
Seasons Resort Whistler; Hastings
House, Salt Spring Island; Shangri-La
Hotel , Vancouver; The Sutton Place
Hotel , Vancouver; and Wickaninnish
Inn, Tofino.
The Shangri-La Hotel, Vancouver, has
been declared the top luxury hotel in Canada
on tripadvisor.ca’s 2012 Traveller’s Choice
ranking of 25 properties. Vancouver’s
Fairmont Pacific Rim took third place.
Top Hotels - Canada
9.
11.
12.
14.
15.
16.
16.
For the second year in a row, the Canadas
Best Value Inn & Suites Princeton
won a prestigious “500 Club” award, which
is presented each year to Canadas Best Value
Inn and Americas Best Value Inn hotels
that achieve a perfect score in their quality
assurance inspection. This includes receiving
16. King Pacific Lodge, Rosewoood
64. Emerald Lake Lodge, Field
The Fairmont Pacific Rim, Vancouver
The Fairmont Vancouver Airport
The Fairmont Waterfront, Vancouver
Shangri-La Hotel, Vancouver
Opus Hotel, Vancouver
The Fairmont Empress, Victoria
Victoria Regent Waterfront Hotel & Suites
28 InnFocus
Vancouver’s Rosewood Hotel Georgia,
has been named one of the world’s top 10
new hotels of 2011 by The Globe and Mail.
The hotel’s $120-million redevelopment
highlights Canadian artists and retro
architectural details.
Kicking Horse Mountain Resort has
been purchased by Resorts of the Canadian
Rockies (RCR). The North American company
now owns six ski resorts across Canada.
Kicking Horse received provincial approval
for an expanded controlled recreation area,
which includes 20,000 bed units, an 18-hole
golf course, a multi-use trail system with
two proposed lifts as well as 4,188 acres of
skiable terrain.
The Holiday Inn Express Kelowna
Conference Centre has a totally new,
award-winning look. After $13 million in
renovations and expansions, the property now
offers new meeting facilities, a large fitness
facility, indoor pool with two waterslides,
business and family suites, and a total of 190
guestrooms.
Forbes Travel Guide Four-Star Spas in BC
include Ancient Cedars Spa, Wickaninnish
Inn, Tofino; CHI, The Spa at Shangri-La,
Vancouver; and The Spa at Four Seasons
Resort Whistler.
Delta Victoria Ocean Pointe Resort
& Spa is the first tourism organization in
Victoria to become certified under go2’s
Certificate of Recognition (COR) program.
Congratulations to General Manager
Kimberley Hughes and her team, who
focused on creating and maintaining a safe
working environment.
Top 100 Travel Experiences - World:
excellent quality ratings in housekeeping,
maintenance, appearance, life safety issues,
lobby, and marketing.
Bellstar Hotels & Resorts has
implemented an Athlete Partnership
Program, launching with Calgary-native
Brady Leman . A member of Calgary’s
Alpine Racing Club, 25-year-old Brady Leman
is one of Canada’s most promising talents
in Ski Cross. Bellstar has created the Brady
Leman Ski Cross package, and a percentage
of all packages will go towards Brady’s efforts
for gold at the 2014 Winter Olympic Games,
the 2012 Sport Chek Ski Cross Canadian
Championships, and the 2012 FIS Ski Cross
World Cup, held locally at Nakiska Mountain
Resort.
If you have any noteworthy community
contributions, please email Debbie Minke at debbie@
emcmarketing.com
Cashing in on the Luxury
Travel Market
by Peter Tarlow
Despite the worldwide recession, there is one area of the tourism
market that is rapidly expanding - the upscale or luxury market. Asian
airlines, for example, have not only increased their first class capacity,
but continue to offer a wide variety of new luxury travel products. In
fact, the luxury travel market is the fastest-growing segment of the
travel industry worldwide. For example, in North America, luxury travel
produces almost a trillion dollars in annual sales.
Business travellers have fueled much of the new luxury travel market.
These travellers have discovered that the cost of arriving tired at a
destination outpaces the cost of the first class ticket. Luxury travel and
tourism, however, is not restricted merely to the travel component of the
tourism industry. New opportunities abound throughout this portion of
the industry. Many hotels have now opened a “hotel within their hotel”.
These are special areas that afford extra comfort and service to hotel
guests. In like manner, upscale restaurants are offering a greater and
more personal fare that takes into account not only caloric intake, but
a host of diets that cater to every form of dietary need. In order to take
advantage of some of this growing trend in tourism, consider some of
the following:
There is no one definition of upscale travel. Upscale or luxury
travel is determined by a range of products, from offering the unusual in
the way of scenery and cuisine, to breathtaking décors, to an integrated
travel experience that combines everything from gourmet food to spa
experiences. However, there are a few basic traits that are common to
those seeking luxury travel:
• They often seek a full range of travel experiences from the active to
the passive.
• Luxury travellers are often health conscious.
• They understand that time is money and are willing to pay extra in
order to save time.
• Luxury travellers seek to guard their privacy.
• They often seek unique educational experiences or experiences that
enrich them both spiritually and psychologically.
• Luxury travel is now often multi-generational, with clients seeking
both personal and family experiences on the same trip.
Upscale travellers tend to be both sophisticated and
knowledgeable about their products. Although most travellers
who want a luxury experience are willing to pay the price, they still want
value for their money. Many of these people are social media savvy, so
they know how to investigate your offering and are not afraid to praise
your successes and criticize your failures. These clients know what they
want and how to make the world know when you fail to provide what
you have promised them.
Do not charge for every item that you offer. It is all too common
for upscale hotels to charge for everything from Internet usage to
extra towels at the swimming pool. A guest who is paying hundreds
or thousands of dollars per night can easily come to resent paying for
services that are included in hotels of a lesser category. If you are going
to charge top dollar, then offer top of the line services.
Not every business should cater to the upscale market. Do not
claim to be an upscale travel experience if you do not have the facilities
and accommodations to make upscale tourism work in your locale.
Remember that the travel experience takes in the entire community,
so an excellent hotel in an area that is not desirable becomes a “palace
located in the heart of a slum.” When deciding if you can offer and charge
for an upscale experience, consider the total tourism environment in
your locale.
Train your staff to anticipate needs before your guest
makes the request. Do not provide good service; provide excellent
service! All too often tourism entities such as airlines place their most
senior personnel in the first class section, even though these people are
often jaded and tired of serving the public. Good service means having
personnel who care about the welfare of their guests, are enthusiastic,
and find each tourist or guest experience to be a unique challenge that
inspires them.
Test the room or location before the guest arrives. Luxury
travellers do not expect mistakes. Go over each room or visitor location
with a fine-tooth comb. There is no excuse for a toilet overflowing, the
audio not working, or the television set not being plugged in.
Meet with your staff regularly and encourage them to come
up with out-of-the-box ideas. Luxury travellers will expect high
levels of innovation coupled with consistent high-quality services,
excellent security and safety, and no errors.
Provide the unusual and the chic. What differentiates luxury
travel from mass travel is the level of perfection combined with elegant
simplicity. Luxury travellers often seek to separate themselves from the
pack. These are people who want individual attention, desire privacy, and
look for the unique. For example, a villa could provide a personalized
staff, meals cooked to order, and high levels of both security and safety.
Remember that the upscale market covers multiple age
ranges. Often upscale tourism businesses forget that the luxury market
is composed of more than the business traveller. Both older and retired
people often seek out this market along with families or grandparents,
who are seeking a once-in-a-lifetime experience for younger children.
Develop innovative ideas for all age groups.
Dr. Peter E. Tarlow is the President of T&M, a founder of the Texas chapter of TTRA
and a popular author and speaker on tourism. Tarlow is a specialist in the areas of
sociology of tourism, economic development, tourism safety and security.
InnFocus 29
7 Jobs Where You Might
Meet a Mate
by CareerCast.com
One of the best places to meet a mate is the place where you spend most
of your waking hours - at work - says a new report on CareerCast.com.
“You’re usually at your best and ready to make a good impression on
the job,” explains Tony Lee, publisher. “However, some jobs are better
than others for those on the lookout for a mate.”
To boost your chances of finding love, it helps to have a job where you
interact with lots of people. CareerCast.com has identified seven jobs
with good potential to meet your future spouse and, not surprisingly,
the top two are in the hospitality industry:
Hotel Guest Service Agent: There’s nothing like good hospitality to
lead you to your soul mate. While working in a hotel, you’ll be exposed
to many single professionals who may be there for business. It’s your job
to make their stay a good one, and they’ll certainly take notice of you.
Bartender: Bartending will put your listening skills to the test and
surround you with plenty of single people trying to get your attention.
Bartending is a great opportunity to meet your potential mate. You can
easily learn the basics about each other over a cold drink. And they may
even return the favour for your great service by offering to buy you dinner.
Flight Attendant: As a flight attendant, your potential mate could
be travelling for a business trip or a quick getaway. You will get the
chance to have at least a couple of hours to make an impression as you
work the aisles.
Fitness Instructor/Personal Trainer: Being sociable here is
actually a job requirement, and this imperative takes away the need for
an icebreaker. Conducting training sessions or group exercise classes can
be a good way to get to know your potential mate without the formality
of an actual date.
Retail Sales Specialist: You will never be short of opportunities to
flash that winning smile as you say, “Can I help you?” or “Did you find
everything you needed?” Nothing takes the edge off of an introduction
than being required to talk to people who walk into the store.
Pharmaceutical Representative: Where else can you have the
opportunity to talk with lots of medical professionals and speak their
language? Though some days it can be tough to find time to fit into a
doctor’s schedule, you can bring lunch to doctors’ offices, and talk to
the staff over coffee.
Dance Instructor: Reality shows have made dance classes all the
rage, and teaching one will allow you to dust off your inner tango skills.
It’s also a great place to check out each other’s moves and to innocently
gaze into each other’s eyes. You can expect to see the same people week
after week too, giving romance a chance to bloom.
If love does strike at work, make sure you act professionally if your
feelings are not reciprocated (i.e., don’t stalk the person, which can
lead to your dismissal). And if love doesn’t strike at work, you can still
find a job you love. To read CareerCast.com’s full report on meeting a
mate a work, visit www.careercast.com/career-news/7-jobs-where-youmight-meet-a-mate.
Advertisers
BCHICE26
Coldstream Commercial
IBC
Restwell Sleep Products
BC Hospitality Foundation
go220
Rising Tide Consultants
Gordon R. Williams
Simmons Canada
Bed Bug Mutts
Best Buy
Cascadia Energy Ltd.
Coinamatic Commercial Laundry
30 InnFocus
15
5
BC
4
12
Hospitality Industrial Relations
25
8
Intirion21
MJB Law
11
19
8
IFC
Tricom15
Western Financial Group Insurance
13
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