Author: Ben Debski

A model strategy

Posted on by Ben Debski

While sailing troubled waters companies are excused for being tempted by the siren’s call of outsourcing. “Cost reductions and staffing flexibility,” sing the treacherous creatures, “increased business agility.” After luring in their prey with the sweet promises of financial rewards, outsourcing can drag the company to the depths of the blue. But not all perish at the hands of outsourcing, and some find every reward they set out for – but they must know how to swim.

There has been an upsurge of outsourcing operations in the UK after a couple of years in decline, according to Duncan Aitchison, North European president of ISG, an outsourcing analyst. In the US the issue has become a political hot potato, with both incumbent and nominee wrestling for who is doing the most to prevent the dreaded loss of jobs. But the mechanics of outsourcing are often much more complicated than simply moving jobs or production lines from one place to the other and many companies fail when attempting it.

Whatever the reason to outsource any type of operation, there are as many potential pitfalls as bountiful rewards on the long road to success. Recent research suggests that all but the best-laid schemes will often go awry. Lyda Bigelow, from the University of Utah’s David Eccles School of Business, has led a team that found out that companies are more likely to fail when they outsource components critical to their competitive abilities. “This is a critical strategic choice that firms make,” Bigelow said. “Companies need to retain adequate control over specialised components that differentiate their products or have unique interdependencies, or they are more likely to fail to survive.”

It has been suggested that outsourcing can reduce labour costs between 25 and 50 percent. That enables companies that usually have slim profit margins to significantly increase the bottom line and keep shareholders happy. But it is easy to forget the underlying costs of the process. Bigelow’s research shows that the failure rate for companies that choose to outsource production is raised by up to 70 percent, depending on the level of risk the company is willing to undertake with technological changes, type of product being outsourced and its original market share.

According to Bigelow, in the current environment, extreme competition is forcing firms to shift their focus to the reduction of costs without compromising value to customers. But not everyone is successful. She cites as an example the recent case of Toyota, which in its haste to overtake GM as the biggest auto-manufacturer in the world outsourced a number of components in their vehicle’s electrical systems and accelerators. Toyota’s motivation was rapid expansion, and in order to achieve that they had to cut cost, but the cut corners were just unplanned side effects.

The wheels fall off
Toyota parts today come from as far afield as Japan, Thailand and the US, amongst others. The firm had developed a sterling reputation based on their strong and reliable links to their suppliers, but in their expansion bid, old partners were traded for cheaper manufacturers. Since October 2009, the company has recalled around 8.5 million vehicles because of factory defects, namely floor mat interference with the pedals, and a sticky accelerator. The recalled accelerator pedals were all produced by a factory based in Elkhart, Indiana, in the US; none of the pedals manufactured by the original supplier Denso Corp in Japan have shown any problems. It has also been speculated that a design shift in favour of an electronic throttle has been problematic. Most recently the company has announced it will be recalling as many as 412,000 additional cars for issues with the steering.

Toyota’s former president and current vice-chairman Katsuaki Watanabe has claimed that “the fact that Toyota is growing suddenly shouldn’t be used as an excuse.” But the company’s own research suggests that outsourcing at a time in which it sought to grow fast might have led to the company’s later issues because they had to rely on suppliers who often did not have sufficient incentives to maintain and improve quality.

“In this situation, it’s no surprise when things break down,” Bigelow said. “In 2004 and 2005, Toyota’s premier goal was to overtake GM. This desire for rapid expansion, combined with an increased level of complexity in its auto designs, left Toyota with few supply options, as generating an in-house infrastructure to accommodate the increased production would’ve taken years.”

Toyota’s outsourcing strategy broke one of Bigelow’s key rules; outsourcing parts of the operation that were integral for its overall success. In the long run the company might have achieved its goal of surpassing GM as the world’s largest car manufacturer, but the cost of the recalls are estimated at over $2bn – Not to mention the dent to its once unblemished reputation for great quality automobiles.

Outsourcing has become a political nightmare in the US right now, where the Obama camp has latched on to Mitt Romney’s past role as chief executive at Bain Capital, a company charged with outsourcing US manufacturing jobs to China. Romney in turn accuses the incumbent of depleting American jobs himself. Because it is election year, every American company who partakes in outsourcing has been pushed under the microscope, and Apple has been no exception; it has been on the receiving end on some extremely negative press. Criticism mostly revolves around American jobs having been lost when faced with the low wages paid to the staff at the Foxconn factory in Southern China where the iPhone is assembled.

In making the iPhone, Apple has outsourced its parts to countries that have the cutting-edge technology and highly skilled labour they require for the most intricate and sophisticated pieces of its product. About 30 percent of the iPhone is produced in Japan, and 17 percent of it is made in Germany, where the precision manufacturers are paid considerably more than in the US. A further 13 percent is made in South Korea, where wages are on par with those paid in America. Apple still employs 43,000 people domestically; most are designers, lawyers and financial managers who can earn considerably more than the median wage. However, 700,000 people are employed overseas.

Critics fail to mention that important components of the iPhone are made in advanced technological facilities in developed countries where salaries are at least comparable, if not higher, than those paid in the US, because the technology and level of skill required for the production of precision parts in its smartphone are not readily available in their homeland. But the iPhone’s assembly line is indeed in Shezhen, China, where it costs Apple under $7 per phone. So cheap labour is part of the equation but not the only part.

A tough call
There are countless reasons why a company can choose to outsource some of its services or parts of its production line. A recent survey by The Outsourcing Institute listed the top reason as “to reduce and control operation costs”; the third most cited reason for outsourcing was “to gain access to world-class capabilities”. This seems to reinforce the notion that companies have evolved past being anchored to one town or country and instead have evolved into “global networks that design, make, buy and sell things wherever around the world it’s most profitable for them to do so,” according to Robert B Reich, of the University of California, Berkeley, in his popular economics blog.

According to Reich, companies seldom feel bound to any particular place; Keith Bradsher and Charles Duhigg of the New York Times cite an unnamed Apple executive as saying: “We don’t have an obligation to solve America’s problems. Our only obligation is making the best product possible.” Unfortunately, it seems that at least for Apple, the best possible product cannot be made in the US any more. “America isn’t educating enough of our people well enough to get American-based companies to do more of their high-value-added work here,” explains Reich. For him, until countries can make their labour force competitive and highly skilled again, they will continue to experience job migrations to greener pastures.

However, that is certainly not the case when it comes to call centres, often the trend-setting sector when it comes to outsourcing activities. Over the past two decades it would have seemed impossible to call any form of customer service helpline, be it for a bank or an electric goods manufacturer, and not be greeted with the friendly tones of the East. India was the destination of choice for business process outsourcing (BPOs) facilities like call centres because of its cheap and adequately skilled labour. In 2010, the last year for which figures are available, BPOs generated $5.5bn for the Indian economy and over 330,000 people were employed in the industry.

But as India has continued its growth spurt, so too have the costs of outsourcing business process facilities there. Many countries are moving their operations elsewhere. The Philippines have emerged as the clear winner from India’s losses: from 2006 the average annual growth of the business process outsourcing in the Philippines has been 46 percent.

In 2001, the industry generated $350m in revenues; this figure shot up to over $10bn in 2011, according to a survey by IBM. The Philippines have also surpassed India in the number of people employed in business processes, with an estimated 600,000 people being hired in 2010 alone, according to the Business Processing Association of the Philippines, a local trade group. The same research suggests that the number of call centres in India has fallen by as much as 50 percent over the past three years. Call centres make up 70 percent of the BPOs in the islands. Businesses are attracted to the low operations cost of IT outfits in the islands and the high-level language skills. American businesses are also interested in the huge pool of proficient English speakers in the Philippines, who are reported to have more Americanised accents than call centre workers in India.

At your service
But a new trend has been emerging in the customer service industry that may well threaten the survival of call centres everywhere. The process, known as ‘unsourcing’, involves companies taking advantage of their own customers to provide the same services as the laborious call centres, for a fraction of the cost. By harnessing their consumers’ knowledge and experience through internet forums and communities, on their own website or even Facebook or Twitter, customers are being put in touch with others who have bought and used the same products. The peer-to-peer helping mechanism can provide significant advantages, like huge time-savings for the customers who won’t need to phone up and wait in a call queue, and perhaps more significantly labour costs are sharply cut as advice and guidance is provided by unpaid customers themselves. There are, of course, limits to the scope of services that can be provided by unsourcing, for example, an internet forum will never be able to resolve billing issues, but the potential for savings is still vast.

Vodafone, Logitech and GiffGaff have all reported tremendous success in the unsourcing experiences, but TomTom has reported the greatest gains yet. The satellite navigation system is said to have reduced their customer services costs by nearly $150,000 by turning to social media in the handling of 20,000 cases in their first two weeks of unsourcing.

Though it might not be as simple as it sounds, in order to create a successful avenue for customer service online, the company needs to foster an approachable online image, as well as invest in building a community around its brand. Like Bigelow’s research suggests, companies that do not look beyond labour saving costs will not be successful in this strategy. “Across the board, we find statistically significant increases in the failure rate for firms that don’t consider transaction costs in their outsourcing decisions,” said Bigelow. “Firms need to look beyond production costs to other costs such as poor quality, delivery delays and risk of price increases by suppliers.” But the benefits are there to be reaped; research by Gartner suggests that savings can run up to 50 percent by using online communities to solve support issues.

Whatever the type of business a company engages in, be it auto-manufacturing or electric goods, it is likely that at least a portion of its operations will be outsourced, from parts to customer service. And while debate about the practice will always be healthy in improving it, it must be remembered that there is more to outsourcing than mere job losses and savings in labour costs. It can help companies with small profit margins increase their bottom line, and thus reward shareholders back home.

Proponents of outsourcing also point to the fact that as a company grows, any jobs lost in manufacturing are likely to be adequately made up for by jobs gained in design and administration. But only a well-thought-out strategy, properly prepared and executed will prevent a company from succumbing to the hidden costs of outsourcing.

The Arab sting

Posted on by Ben Debski

Cairo used to be – sort of – European, but more exotic and busy and always exciting. It’s still fun and quintessentially Arab and colorful, but now it’s not so safe; not so multi-culturally harmonious; not so able to attract foreign visitors; business-wise not so bustling and prosperous – and is clearly no longer the leading influence in the Arab world. Sadly.

Walking home alone at night is a big no-no apparently, and is regularly followed up with a number of other warnings. Drive with your car windows rolled up and your doors locked. Don’t stop for any car accident. Never leave your vehicle on the highway. Avoid isolated areas. Leave all valuables locked up always. Use your horn if suspicious people are approaching your vehicle. If you take a taxi, write down the vehicle registration number and SMS it to a friend. Don’t sit in the front in a taxi. Never talk on your mobile in the street. Don’t let the electricity or gasman into your apartment to read the meter.

With 21,000 criminals escaped from nine Egyptian prisons, maybe this is not surprising.     Smart residential areas such as Maadi now look rough, litter-strewn and without civic pride. Cairo used to be so ethnically mixed, with Sudanese in national costume, Coptic Christians going about their business quite freely, and Orthodox clergy strolling through the streets in their robes and heavy crosses on chains. But now the streets and especially the airport are thronged with overseas Egyptians selling-up, and pilgrims dressed in simple white robes going to Mecca. “I thought I had landed in Yemen or Saudi”, observed one Egyptian colleague, who always wore Western clothes, like most educated and middle-to-upper class Cairo city-dwellers.

Non-Muslims (and not all non-Muslims) who enjoy a glass of beer or wine were always able to buy a drink, and could visit the popular and convenient “Drinkies” off-license in downtown Zamalek, near the Marriott. Being closed for Ramadan is not new for this store; but all the stock being removed under the watchful eyes of Muslim Brotherhood officials has never happened before. Rumors that Egypt will go dry have not been denied by the Tourism Minister, who suggested somewhat naively that “people don’t come to Egypt to drink, but to go to the Pyramids!”

It used to be OK to use pleasant non-religious greetings to friends and passers-by; such as “Sabah Al Khair” and “Sabah Al Nour” – simple “good morning” salutations. Now only “Salaam Alli Kum”, with the compulsory answer “Alli Kum Salaam” is accepted. Teaching in English in schools and colleges may no longer be allowed in future. Beaches in Alexandria and on the Mediterranean coast may be gender segregated.

Cairo used to be Tourism City, especially Zamalek, the decadent but slightly shabby yet genteel district where I tend to hang out. Foreigners of every colour and race walked freely among antique shops, ice-cream parlours and shisha joints. Street vendors selling flowers, strawberries and roasted sweet potatoes were particularly adept at accosting foreigners – but now there are almost none to accost, except the ubiquitous Chinese. Those few foreigners remaining are advised to “dress modestly, to avoid attracting attention”.

Leaving the hotel wearing a tee-shirt and knee-length shorts, I heard cries of “haram!” (forbidden!) and fingers were pointed at me. Even though the temperature reached over 45oC in July, I took to wearing wrist-to-ankles outfits to avoid any more accusations. I did walk home alone late at night, but I felt uncomfortable, and was careful to avoid eye contact with anyone.

Arriving at Cairo International Airport, I disembarked, changed money, bought a visa and was processed through immigration – in less time than it takes me to arrive in my holiday home island of Malta from another Shengen destination. Malta has a population of less than half a million (Egypt has over 80 million and Cairo alone over 20 million). Except the last time I flew in, in late June, just after the new President had been elected. The airport was heaving. “These are all rich overseas Egyptians with foreign passports who have come back to sell their assets”, my local friend observed, with bitterness tinged with envy.

Another local friend, a Christian with a successful consulting business in Cairo, had just returned from a trip to Canada to gain landed emigrant status. “Business here in Egypt is right down”, he complained. And Canada is not taking any more Egyptians.

I was contracted to run two executive training courses before I arrived in Cairo, but both were cancelled. My MBA and DBA classes were packed, however. But these qualifications from a foreign university are the ideal ticket to a better life and more money – outside Egypt. Two other friends running consulting practices – one Egyptian, one German – had no new business contracts for the last six months.

Several Egyptians – especially the more elderly, upper class and internationally savvy – bemoaned the reduction of Egypt to the status of a third-rate nation. Rumours of the new President renting the Suez Canal to Qatar for 99 years, given the shortage of foreign exchange in Egypt, were lamented. Egypt going cap-in-hand to Saudi, Kuwait and Qatar – almost literally in the person of the new President within days of his election – were regarded as pathetic and scary.

Harking back to the heady days of King Farouk and Gamal Abdul Nasser, the older generation remembered the time when Egypt told the rest of the Arab world what to do, and were taken very seriously by Europeans, who could see their zones of influence in Arabia slipping away. To say nothing of nostalgia for studying the land of the Pharaohs, with their five-star living standards, and epoch-making monuments created more than five thousand years ago: no other country has an “ology” except Egypt…

Smarter travel

Posted on by Ben Debski

Heathrow Express launched back in 1998. Tony Blair was Prime Minister, Mark Zuckerberg was 14 and a company called Google was registered in San Francisco. Since then, Heathrow Express has been running services between an expanding airport carrying up to 16,000 passengers a day. It has outstanding punctuality, reliability and customer service records, and, in a year when London takes centre stage, it is once again a central player.

Connecting business and leisure travellers to Heathrow and central London in just fifteen minutes and as little as 25 to Terminals 4 and 5, Heathrow Express’ mission is to offer exemplary service to all its customers every time they travel. The company is constantly looking for ways in which it can improve and innovate and is delighted that in such an exciting year for London, Heathrow Express is unveiling a new corporate identity, ready to host athletes, spectators and supporters at the 2012 London Olympics. Since the official launch of Heathrow Express in 1998, the company has strived to lead the way in innovation and technology. In 2009, free onboard Wi-Fi was introduced and Heathrow Express became the first train company in the UK to launch a Blackberry and Android app allowing users to buy and receive tickets directly from their phone.

Investing for the future
For 2012, innovation continues to be key and Heathrow Express is immensely proud to unveil the ‘new era’ project – an investment of £16m. It is the culmination of three years of research, investment and team commitment focusing on a new brand, corporate colours, staff uniforms and refurbished and higher specification rolling stock. The exciting project, which was born from extensive customer focus groups, staff research and the desire to remain the most innovative, premium train operating company in the marketplace, has helped Heathrow Express to revitalise its brand and improve the service for its 16,000 daily passengers.

Much investment has been committed to developing the fleet, focusing on the exterior and interior of the train with the prime objective of increasing customer satisfaction. Driver cab improvements have also been undertaken to ensure an enhanced working environment and the continuation of high safety standards.

In addition to adding value, increasing comfort as well as ensuring that the brand remains premier, the fleet enhancements mirror an airline experience whilst complying with forthcoming safety standards (due to be introduced in 2019). Designed by leaders in this field, Tangerine, who were responsible for British Airway’s first flat bed concept, the First Class layout offers an ultra modern and comfortable style for passengers, including single seat configuration, again a first in the UK.

As the safety of passengers is of paramount importance, much of the investment has been spent on increasing safety on board. New features include the addition of anti-slip flooring, door pillars, step lighting, changes to push button height and grab handle shape, and contrasting door surrounds and carpet thresholds for higher visibility. Accessibility issues have also been addressed making the Heathrow Express journey smoother for wheelchair and limited mobility users.

Light-years ahead
As part of the on-board Heathrow Express experience, all saloon loudspeakers are being replaced with new components to ensure a high sound quality for the announcements and Express TV audio. Two 26” widescreen LCD high definition screens are being installed in the vestibules to provide customers with useful, high-quality information about their flight or onward transport connections saving time when they arrive in the airport terminals.

Heathrow Express TV will show transport, station and safety information along with advertising media and news. Transport, station and safety animation will be refreshed in line with new brand guidelines and video servers are being upgraded, increasing the picture size and quality.

Heathrow Express was built with airline business travellers in mind. This recent wave of investment means the fleet is years ahead in terms of safety compliance and continues to lead the way in terms of on-board innovation and technology. The company also wants to ensure that the experience of travelling on Heathrow Express continues to be exemplary, especially in such an important year for London.

Heathrow Express’ other touch points with the customer will also undergo an extensive change. Both the airport and Paddington station ticket offices and signage will be re-branded, an advertising campaign will see the brand directly target the consumer and its presence at Heathrow will be increased. Technological developments including website functionality, mobile apps and other brand hardware have also been developed to make the overall experience of using Heathrow Express streamlined and customer-focused. The roll out of the newly refurbished trains is being executed in stages until April 2013.

The new Heathrow Express uniform, to be unveiled shortly, will happen on one switchover day and has been designed with key areas of operational ease (such as non-iron material), safety and high visibility at the front of mind. The company eagerly listened to the needs and requests of its employees, and staff specifically requested a uniform that set them apart from other train operating companies.

Throughout this process, engagement with teams and customers has been critical. The project was founded on a customer research project and at each step of the journey Heathrow Express tested its decisions to ensure that it was exceeding customer expectation. Heathrow Express’ new service initiatives were launched to the management team in October last year and from November, all 460 staff  have been retrained to understand and engage with the company’s new objectives. It wants to be exemplary every time.

The company’s  commercial objective is to increase the market share of passengers travelling to and from Heathrow and unlike many train companies, Heathrow Express has a complicated mix of UK and international customers for its service, sales and marketing teams to consider. Cumulatively, all these developments are key to maintain a heritage brand that confidently moves with the times.

Heathrow Express is a train company with a 94 percent reliability rating and a 93 percent repeat travel rate. This continued investment and innovation should further drive the success of Heathrow Express in years to come and will help further elevate the brand within the global rail sector.

Further information: www.heathrowexpress.com

The centre of attention

Posted on by Ben Debski

As one of South Africa’s most vibrant and high-energy commercial centres, Sandton Central has become an investment hotspot, and the new financial centre of South Africa as well as one of Africa’s premier business destinations. A proud fixture in the evocative skyline of this ever-growing city is the Hilton Sandton. The hotel was opened in 1997 to pomp and pageantry by His Royal Highness the Prince of Wales, heralding the arrival of Hilton Hotels & Resorts to the nascent commercial district of Sandton. This opening reflected the hopes and aspirations of a nation that was enjoying its newfound international limelight. As business people came in, they found lasting connections at the Hilton Sandton and have since remained appreciative of Hilton Worldwide’s’ legacy of innovation.

Flexible meeting venue
Not only is there a dedicated team of skilled professionals that keep an eye on meetings, there is also a dedicated meetings level. All nine meeting rooms and the flexible ballroom are located on the M-floor. The internationally eclectic Tradewinds Restaurant is also located on the same floor in order to seamlessly complement the food and beverage requirements of any meeting. The hotel prides itself as one of the biggest meeting venue providers in Sandton – and is indeed the hotel with the biggest and most flexible meeting venues in the area. There is a fully functional and centrally located business centre, which provides auxiliary business services. Nothing is missed – the team takes care of all the details so that guests can look their best on the road.

The hotel is also thoughtfully located near key business establishments; such as major banking institutions, the Johannesburg Stock Exchange (JSE) and the Sandton Convention Centre are all within easy reach, some within walking distances and all within five minutes’ drive by car. Travel connections to the hotel are superb and the modern Guatrain station is less than three minutes’ drive away – as are Nelson Mandela Square and Sandton City – the key shopping and dining locations. The hotel provides complimentary shuttle service to these places, whilst the Gautrain provides direct connections to OR Tambo International Airport and taxis are available in the hotel.

Guest rooms for work and relaxation
Accommodation units are designed for comfort and convenience, providing a place to unwind, or catch up on work. Guests can stay connected with high-speed internet which is available in all rooms and public areas. With nearly eight options of rooms and suites, and the legendary Hilton Executive Floor, the business traveller is never short of options.

Upgrade options include the elegant Hilton Deluxe Suite or luxurious Terrace Suite with separate living, dining and work areas. The private balcony for the Terrace Suites is the perfect place to sip on a cocktail and appreciate the Sandton skyline.

Guests staying on the Executive Floor have access to private check-in and to the serene and exclusive Executive Lounge, which offers breakfast, drinks, canapés and newspapers as some of the benefits for Executive Floor guests. It is the perfect place to reflect undisturbed or connect with colleagues and touch base on the day’s work. Additionally, the Hilton “Serenity” bed is standard in all rooms.

A culinary journey
The multi-section Tradewinds Restaurant is the hub of the culinary journey from breakfast to dinner. Sumptuous breakfasts include a wide selection of traditional items and healthy food and the chefs at the interactive cooking station strike a lively conversation while they cook waffle and eggs to order or leave guests in their spaces if they so wish. The chefs are back at their station for lunch – together with the well-drilled service team they create healthy lunches that makes guests look and feel their best.

Come dinnertime, the options of a-la-carte and buffet leave freedom to explore. The Lotus Sushi and Teppanyaki Bar located inside the Tradewinds Restaraunt offer interactive Far-Eastern culinary experiences with the highly-skilled sushi and teppanyaki chefs. The chefs not only provide alternative dining experience, but also offer sushi lessons every Friday to individuals and small groups. The Sushi School is very much a “hands on” affair with participants being taught the intricate art of creating sushi and the not-so-intricate art of eating it!

It is fitting to have a relaxation “headquarters” after the day’s job. The Faces Bar located on the lobby level of the hotel seems to be that place at the Hilton Sandton. Relaxed patrons can be seen downing special mocktails, cocktails and beer – both local and international – in the informal setting of the bar. There is also a section for ardent sports lovers and news- hungry guests.

It’s not all business
In keeping with the spirit of innovation Hilton Sandton offers guests facilities for what is known in the hotel as “downtime”, which can be valuable in the in the middle of a business district. The Pool Gazebo Bar is Sandton’s best-kept secret and provides just that. Sandton Hilton is reputed to be the only hotel in Sandton with an outdoor swimming pool set in lush gardens with a tropical koi pond. Two floodlit tennis courts set off from the “serenity” zone complement this oasis in the commercial district of Sandton. Tennis rackets can also be borrowed at the Concierge Desk. The fitness centre is also located in this zone and opens 24- hours, offering guests flexibility of time for that needed workout.

The hotel’s Concierge team offer tour experiences to help guests with the chance to absorb the iconic sites, culture and vibrancy of Johannesburg, the City of Gold. Game viewing and game drives are an essential and not-to-be missed part of any itinerary.

Sustainable ethos
The Hilton Sandton is at the forefront of sustainability. A key effort was to drastically decrease its carbon footprint by replacing all fluorescent and CFL light bulbs with Philips LED globes, and by implementing Hilton Worldwide global LightStay sustainability tracking system, which reduces energy use and carbon input, as well as waste output and water use significantly. The effort reduced carbon emissions by 16 percent and reduced energy consumption by 80 percent.

Guests are encouraged to join the hotel’s sustainability effort. For its sustainability drive, the hotel received accolades from local authorities like Eskom, the electricity company and also won Hilton Worldwide’s 2011 Sustainability Award.

Innovation, convenient location, facilities that aid business, and team members who are passionate and dedicated to shaping experiences in which every guest feels cared for, valued and respected make Hilton Sandton the first choice for the business traveller.

Further information: +27 11 322 1888; Info.Sandton@Hilton.com; www.sandton.hilton.com

Abandon trip!

Posted on by Ben Debski

Lazy Sunday afternoon. All your colleagues are cosily tucked away at ‘Chez Nous’ or ‘Dunroamin’ spearing their succulent roast beef and quaffing claret. Then maybe a bracing walk-off-the-lunch in the country, and feet up for the next episode of  Downton Abbey.
Saturday there was a bit of shopping, a trip to Twickers or Stamford Bridge perhaps, and later dinner out. Ah, the bliss of a British weekend.

Not you, mate. You’re stuck in a prison-like room in a hotel in Podunk, Iowa, Nullepartville, Quebec, or some other God-forsaken town that seems a million miles from home. My heart used to sink on a Friday or Saturday when I thought I was heading back only to hear some infuriatingly cheery boss go, “Alright mate, you stick around, and… er… give us a bell on Monday or Tuesday.”

Oh thank you God, thank you so bloody much, as Basil Fawlty would say. You’re all beggaring off for a couple of days with the nearest and dearest while yours truly is facing yet another lost weekend.

The government are thinking of allowing those who fall sick taking a holiday to get those days back. Now what about all us business travellers who technically have days off but are stuck somewhere they’d rather not be?

Even when I was based in Los Angeles they’d keep me in a more-dead-than-alive hole like Indianapolis, Indiana – or India-no-place as even the locals call it – instead of letting me fly home.So you’ve got 48 hours to kill and the question is how to spend it without going totally stir crazy or ending up a DT-trembling booze-sodden basket case like Ray Milland in the actual movie The Lost Weekend?

No danger of that in the small Arizona town of Atoka where I was stuck one Saturday and Sunday. I scoured the shops for a bottle of wine. Nothing. Couldn’t even see a can of beer and presumed I was hallucinating from lack of alcohol. It was only when I tried to order a drink in the hotel restaurant and got the frostiest look, did I twig that Atoka had a no-drink ordinance. Because of it everyone drove to the nearest non-dry town to get bladdered. And then of course drove back, thus leading to a spate of fatal accidents. (It’d be safer to have let them get pedestrian-legless in town).

Some tips based on experience: Try going to the cinema. Even in non-English speaking countries you’d be surprised how many films are in English with native language subtitles – and sometimes how little you actually need dialogue to enjoy a movie. Don’t worry about what’s on, just go in and watch anything that’ll kill at least two hours. It can even be amusing. In West Palm Beach, Florida I picked a movie at random called The Crying Game. It was late afternoon and I squeezed in among the reduced-price oldies. It was a crummy IRA movie on the face of it, but I thought the girl Del was quite tasty. Then, ahem, it turned out Del was – a transvestite. As the wrinklies shuffled slowly out all the men regarded each other somewhat shamefacedly. I fessed up first, “Don’t worry – I fancied him too.” Smiles of relief from the oldies and chuckles from their wives.)

OK, after the cinema resist the temptation to head for the bar and eat a quiet dinner (see Toad’s passim for the stupidity of dangerous sexual liaisons). Next day check out the museums, festivals, anything that’ll get you out of your hotel room and pass a few hours. I went to an ice-hockey game in Detroit once. With the bloody brawls it was a bit like Tyson and Holyfield On Ice, but it served its purpose.

If it’s Sunday, start with the newspapers even if they’re in a foreign language. Buy a dictionary, translate. It’s good fun, educational, and when you look another hour has passed.

And at the risk of sounding like your Dad, get up and go for a walk! Fresh air, pounding the pavements and those endorphins pumping will make you feel a lot better. And then – call the folks! But control your blood pressure on Monday when the boss says enviously, “Lucky sod. I had to spend the weekend with the wife and kids.”

The exception is of course when your weekend has been spent somewhere like New York, Paris, Sydney, San Francisco, Capetown or Aspen. I’ve spent enforced weekends in all of them, and confess I understood exactly what my boss had meant.

Getting your money’s worth

Posted on by Ben Debski

In our office we can’t control when we have really busy days, but we can almost predict them. Being a company that makes international payments for private individuals and SMEs, a sudden movement in Sterling’s strength against other currencies triggers clients to request a currency transfer. A bit of flexibility enables these clients to wait until a favourable exchange rate is achievable before instructing us to buy currency for them, thus saving money and causing our “rush”.

So your next question is: How do we know when exchange rates will move? As you well know, FX markets are fluctuating all the time. It’s the significant shifts in a pair (of currencies) that we and clients look out for and these can be caused by a range of things. Analysts will predict how much they expect pairs to perform over the long term, factoring in whether they believe one currency currently is over or under-valued against the other.

Meanwhile key economic data releases or unexpected events are what cause short-term spikes.

We can pinpoint those data releases but only speculate possible effects. Take the unexpectedly incisive outcome of the EU Summit at the end of June. Leaders of Europe’s southern states and Germany’s chancellor Merkel agreed on the creation of a joint bank supervision scheme – to be effective by the end of the year – and the ability of bailout funds to bypass national governments and go direct to struggling European banks. Which in the context of the eurozone crisis is positive news.

So while these developments are no silver bullet to the eurozone debt crisis, the euro made a knee-jerk gain against the dollar, and to a lesser extent Sterling, on the back of the summit. Within a few days the euro was losing value again as focus shifted back to the severity of the financial situation in European banks, notably Spanish finance houses.

Attention then shifted to 5th July when two key events affected the currency markets, namely The Bank of England’s (BoE) MPC meeting and The European Central Bank’s (ECB) policy meeting. In the UK, as expected the meeting resulted in further quantitative easing worth £50bn and the country’s base interest rate remaining at 0.5 percent. With inflation falling, confirmation from the Office of National Statistics that the UK is in a technical recession and a 0.6 percent fall in nationwide house prices, this in itself was no great surprise.

In Europe, analysts were looking at the case for a cut in the ECB’s benchmark interest rate.

Lending to European firms was down 0.1 percent in May, evidence that the cheap ECB three-year loans aren’t filtering down to where they’re needed most, and inflation in the single bloc during June remained at a 16-month low of 2.4 percent. As it happened, the rate was cut by 0.25 percent to a record low of 0.75 percent (and further cuts haven’t been ruled out). The result of 5th July’s meetings was a strengthening of Sterling against the euro.

Similarly, data releases in the USA affect the dollar’s strength. The Federal Open Market Committee meetings, when decisions over interest rates and quantitative easing are made, have a notable effect on the greenback against other currencies. At the time of writing, the next one is due in three weeks’ time.

We’re living in an uncharted financial landscape, so any indicators as to what could influence markets, currency, stocks or otherwise, are always watched. Looking ahead, the next major EU Summit is in October. Members of the eurozone would appear to have accepted that in order to preserve and operate successfully within a single currency bloc, tighter budgetary and economic integration is a must. Brussels, albeit influenced to a large extent by Berlin and a lesser extent Paris, will need to drive and regulate a banking union, the specifics of which will be discussed at the Summit. Until then, the euro is likely to remain at the mercy of Sterling and the dollar but then anything could happen in the meantime.

Across the pond, on the horizon is the US presidential election, on 6th November, so as Obama’s and Romney’s campaigns hot up, look out for market moving announcements.

Interestingly, the dollar’s value against a basket of six currencies has fallen 5.4 percent since Obama came to power in January 2009, which is an average performance compared to other presidents. Whether he gets another chance to improve things remains to be seen.

Charles Purdy is MD at Smart Currency Exchange

Life on the rocks

Posted on by Ben Debski

Whether it be adrenalin or relaxation you crave, all the pleasures of mountain life can await you in Verbier St-Bernard – a new tourist area that encompasses Verbier, Val de Bagnes, Pays du St-Bernard and La Tzoumaz. The resort’s exceptional amenities and amazing scenery appeals to all kinds of visitors, from mountain enthusiasts and nature lovers, to those seeking an active break or simply a chance to relax. While Verbier is a winter sports paradise with the four Vallées ski area, the surrounding family resorts offer some great alternatives from the slopes. From snowshoeing, to cross-country skiing and tobogganing, you’re sure to find what you’re looking for in this unspoiled natural setting.

If you like discovering new things, then a wealth of fascinating cultural attractions awaits you, notably the Grand-St-Bernard pass – with its hospice and dogs – is an opportunity to discover the legendary spirituality the route is known for. Another highlight is the region’s famous gastronomy, spiced up with a few flavours from more distant lands to create some truly unforgettable cuisine.

Verbier resort
From its sunny plateau, Verbier offers some amazing views set in the shadow of the Mont Blanc and Combins mountains. It offers the perfect combination of nature and culture; and the resort has a wide range of sporting and tourist attractions.

Located at the heart of one of the largest alpine skiing areas – 4 Vallées – Verbier delights all winter sports enthusiasts as soon as the first snow falls. The resort is a freeride paradise and a must-visit destination for skiers and snowboarders from around the world.

Verbier offers a broad range of accommodation that has maintained the charm of a village with its slate-roofed chalets. Ideal for active holidays, Verbier is also the perfect place for a relaxing stay enlivened by some shopping. The après ski sessions and the aperitifs on its many terraces are an institution in themselves, where you will meet a cosmopolitan, cross-generational clientele.

Aficionados of fine cuisine will find excellent restaurants serving regional dishes as well as a number of prestigious gourmet eateries. And for more festive evenings, there are plenty of bars and discos open all night long.

A number of important international events will make a stay even more memorable, including the famous Nissan Xtreme Verbier by Swatch, which attracts some of the best international freeriders; and the XSpeedSki which annually witnesses new attempts to break world speed ski records. The Trail Verbier St-Bernard mountain race features over 900 runners covering the distance between Verbier and the Grand-St-Bernard mountain pass. On the cultural side, Verbier hosts its own festival, which is widely acknowledged as one of the world’s most prestigious musical events.

Ski area
The crown jewels of the resort are the two ski areas – the 4 Vallées and Ski St-Bernard. The resorts consist of Verbier, La Tzoumaz and Bruson in the 4 Vallées, and La Fouly, Champex-Lac, Bruson and Vichères-Liddes in the Ski St-Bernard area.

With 410 km of runs and 89 lifts covered by a single lift pass, the 4 Vallées ski area is seemingly infinite. Its wealth of activities, reliable snow cover and sun-kissed slopes make it an exceptional destination in more ways than one. Freeriding can also be booked, although we strongly recommend that a mountain guide accompany any guests.

Culminating at the top of the Mont Fort glacier (3,330m), the ski area is suitable for all winter sports enthusiasts, whether expert or beginner. Open from November right until the end of April, it links the resorts of Verbier, La Tzoumaz and Bruson, as well as Nendaz, Veysonnaz and Thyon.

Furthermore, heli-skiing is also available at the resort, which provides the ultimate opportunity for skiers or snowboarders to escape all traces of human life and experience the untouched snow of a mountain summit.

When summer comes
In the summertime, Verbier St-Bernard offers a beautiful setting to discover the many delights of mountain hiking, mountain biking, golf and paragliding. Coupled with this are a classical music festival, an international horse jumping competition and the opportunity to visit traditional parts of the region. The villages near the region’s nature reserve offer opportunities for authentic encounters with locals. Verbier enjoys a reputation of being unspoilt due to the efforts of local people in protecting and conserving traditional customs.

Time for business
Whether the group is three or three hundred, what better way to focus on strategy, motivate employees or launch a new product then to hold your next meeting, convention or exhibition at Verbier Saint-Bernard. The unique convention centre, Le Hameau, is equipped to handle all types of functions. Located in a quiet setting, overlooking Verbier, it is the perfect place to work and to play.

Runway success

Posted on by Ben Debski

Business travellers choose airport hotels for a variety of reasons, including peace of mind before a flight, a convenient place to stop over, and a welcoming venue to conduct business in. Hilton Worldwide has been a pioneer in this field, launching one of the first airport hotels in San Francisco in 1959, before expanding the model globally.

Taking over the former International JFK Airport Hotel, Hilton has extensively renovated and refitted the building to cater for vacationers and business travellers alike, with the sort of luxurious surroundings more akin to a city-centre hotel.

The Hilton New York JFK Airport Hotel sees the group return to an area that serves travellers from across the globe, and joins five other Hilton hotels in the state of New York, which include the Hilton Times Square, Hilton New York, Millennium Hilton, Hilton Manhattan East and the Hilton New York Fashion District.

Array of amenities
With 356 rooms, which include 236 spacious deluxe guestrooms and 64 executive rooms with access to their own private lounge, the hotel is conveniently placed just a quarter of a mile from JFK airport in Jamaica, Queens. As well as the deluxe and executive rooms, it also boasts 11 high-end executive suites designed for travellers looking for more space and spectacular views of the city. All rooms have secure high-speed internet connections, 37-inch flat screen televisions and a large work desk.

Other amenities provided include a fitness centre, a heated swimming pool, lounge and magnificent ballroom. For business customers there is more than 6,500sq ft of customisable meeting space, nine meeting rooms, a fully equipped business centre, and even a Starbucks café. The resident Restaurant, 144, also provides the hotel’s guests with hearty breakfasts, quick lunches and leisurely dinners, offering a range of international cuisine and local dishes in a relaxed American bistro-style.

Getting around
There are still plenty of places for visitors to go from the hotel, which is not just confined to servicing the airport. The hotel is also perfectly situated near to many corporate offices, with companies like DHL, Swissport, The GEO Group and Delta all based nearby.

There is easy access from the hotel to Manhattan, as well as Long Island and Brooklyn.

Also, the hotel is also not far from the Brooklyn Cruise Terminal, which is one of three terminals for ocean-going cruise ships in the New York City area. For thrill seekers, horseracing can be seen at the nearby Belmont and Aqueduct Racetracks, while baseball fans can watch either the New York Yankees at Yankee Stadium and the New York Mets at Citi Field. All of these features provide travellers with a perfect place to stay, mere moments away from the airport.

Further information: 1 718 659 0200; www.jfkairport.hilton.com

The diamond standard

Posted on by Ben Debski

Hong Kong is a fantastic place to do business, and if it hasn’t already cropped up in your travel plans, it no doubt will do so in the future. Make sure you get to see the best of this magnificent city with a duo of hotels that are not only centrally located and extremely well connected, but offer some of China’s finest hospitality services.

Hotel Panorama by Rhombus
Hotel Panorama by Rhombus, with its distinctive triangular architecture, is the tallest deluxe business hotel overlooking Victoria Harbour in Tsim Sha Tsui, superbly located in one of Hong Kong’s most popular shopping and business hubs.

Hotel Panorama by Rhombus is just a two-minute walk from MTR East Tsim Sha Tsui Station, only a stop to MTR Hung Hom Station and a five-minute drive to Hong Kong China Ferry Terminal, which has convenient access to Macau and Mainland China. It was recently awarded the ‘Certificate of Excellence 2012’ by TripAdvisor, in addition to being named one of the ‘Top 10 Business Hotels of China’ at the 7th China Hotel Starlight Awards 2011, ‘The Best Business Hotel in Guangdong Hong Kong Macau’ by Let’s Go magazine for the third consecutive year (2009-2011) and one of the ‘Best Business Hotels in China’ at the China Hotel Forum (2008-2011).

Club HarbourView Rooms, Executive Club HarbourView Rooms and Executive Club HarbourView Suites are fully endowed with personalised services tailored for business travellers, with all rooms offering panoramic harbour views and complimentary in-room WiFi internet access. Club Floor guests can also enjoy special privileges and access the Rhombus Club Executive Lounge located on the 39th floor. Other facilities include Sky Garden, Business Centre, Fitness Centre and Café Express.

Located on the 38th floor, with stunning 270° Victoria Harbour views, is AVA Restaurant Slash Bar, named ‘Best Restaurant’ at DiningCity Hong Kong Restaurant Week Winter Edition 2012, and one of the ‘Best Restaurants in Hong Kong & Macau’ by Asia Tatler 2012. Experience AVA’s impressive modern international cuisine, created by a talented young culinary team and savour the international wine list, champagnes and creative cocktails prepared by expert mixologists. www.hotelpanorama.com.hk

Hotel LKF by Rhombus
With its dramatic décor and luxury design, Hotel LKF by Rhombus, a deluxe boutique hotel truly located in the heart of Lan Kwai Fong, Central, has been delighting international jetsetters with its five-star personalised service and ultra-comfortable guestrooms.

Hotel LKF by Rhombus allows you to access all parts of Hong Kong via Mass Transit Railway (MTR), Airport Express, buses, taxis, trams and ferries, where Hong Kong’s trendiest area is abuzz with restaurants, bars, fashion boutiques, art galleries and antique shops. It is a recent recipient of the ‘Certificate of Excellence 2012’ by TripAdvisor, as well as being named ‘Trendiest Hotel in China’ by TripAdvisor Travellers’ Choice Awards 2012, ‘5 Stars Best Hotel Hong Kong’ award in the category of ‘Best Hotel’ at the Asia Pacific Hotel Awards 2011, ‘Best Boutique Hotel in Asia Pacific’ by Business Traveller (Asia-Pacific) Awards 2009 and ‘Best Boutique Hotel’ by the 20th TTG Asia Travel Awards 2009.

On the lobby level of the hotel, the Fitness Centre features state-of-the-art equipment, including shower facilities, and the Business Centre is equipped with a comprehensive range of business services for the discerning business traveller. Both provide 24-hour service to guests.

Located on the 29th and 30th floors of the hotel, with a sweeping view of the vibrant city skyline, and the sizzling energy of Hong Kong’s premier nightspots at your feet, is Azure Restaurant Slash Bar, which was named third ‘Best Restaurant’ at DiningCity Hong Kong Restaurant Week Summer Edition 2012, been consistently recognised as one of the ‘Best Restaurants in Hong Kong & Macau’ by Asia Tatler (2008-2012) and ranked No. 7 in ‘The World’s 20 Best Sky Bars 2008’ by The Sunday Times, UK. www.hotel-LKF.com.hk

Rhombus International Hotels Group also manages Hotel de EDGE by Rhombus and Hotel Bonaparte by Rhombus in Hong Kong, Rhombus Fantasia Chengdu Hotel in Mainland China and Hotel Verta by Rhombus in England’s capital, London.

Further information: www.rhombusinternational.com

Urban legend

Posted on by Ben Debski

Set in a vibrant and exciting city, poised at becoming of the world’s foremost leisure and business destination, The Ritz-Carlton, Dubai International Financial Centre offers a dynamic setting and opulent retreat for any business traveller.  The only hotel connected by a direct walkway to DIFC, it is not only ideally located, but offers outstanding services, facilities and experiences – The Ritz-Carlton, DIFC is one hotel that means business.

Rooms, suites & residences
Offering 341 elegantly appointed guestrooms and suites, including two Royal Suites; the hotel provides a perfect place to stay for any business traveller. For a home-from-home, the Executive Residences offer 124 furnished apartments, featuring one to four bedrooms, a private entrance, lobby and dedicated front desk, as well as access to an exclusive Fitness Centre and rooftop outdoor pool. Guests can also access all the services offered by the hotel, including housekeeping, catering, concierge service and in-room dining.

The Ritz-Carlton Club Level
The Ritz-Carlton Club Level redefines the luxury hotel experience, combining intimacy, comfort and exclusivity with the personalised service and attention to detail that are indigenous to The Ritz-Carlton. With a choice between a Club Room, Club Suite or Royal Suite, guests benefit from complimentary culinary offerings throughout the day, including breakfast, light snacks, beverages and sweets, along with unlimited internet access, and a range of international newspapers and magazines, making it the perfect place to conduct an informal meeting, or simply relax and unwind.

‘Chief Executive Organizer’ service
Guests of the two Royal suites, situated on the top two floors of the hotel, boasting floor-to-ceiling windows and stunning views of The Gate at DIFC, can benefit from the exclusive, complimentary CEO Service – ‘Chief Executive Organizer.’ The service is designed to provide an extension to the business traveller’s own team, by offering around-the-clock assistance in any way required, with the ultimate aim of making the guest’s trip an easier experience.  Services can range from administrative tasks, to organising meetings, to booking travel arrangements – no request is too big or small for the highly trained CEOs, dedicated to providing The Ritz-Carlton legendary service standards.

Meetings facilities
For organising business meetings with the utmost ease and convenience, look no further than The Ritz-Carlton DIFC’s meetings team. The dedicated team focuses on every detail so you don’t have to, providing bespoke solutions and service. A choice of eight meeting rooms, and the largest ballroom in Dubai’s Financial District, with 2,574 sq metres of impressive function space, along with a 24-hour state-of-the-art ‘Business Center,’ ensure all business and meetings needs are not simply met, but exceeded, in true Ritz-Carlton style. An experienced culinary team is also provided for each and every meeting, however extensive the catering requirements.

Explore Dubai
Not only situated in the heart of Dubai’s International Financial Center, The Ritz-Carlton, DIFC is located on Sheikh Zayed Road, Dubai’s central highway, and is just 20 minutes from Dubai International Airport.  The World Trade Centre and the globally renowned Burj Khalifa are also on the doorstep of the luxury hotel, as are the limitless sights and attractions of the Middle East’s most vibrant, dynamic and exciting city.

Further information: +971 4 372 2222; www.facebook.com/ritzcarltondifc; www.ritzcarlton.com

The New York Empire

Posted on by Ben Debski

The Empire Hotel Group is an ever-growing collection of hotels on Manhattan’s west side. Guests will discover more about each of the corporate-style hotels’ diversity, quality and amenities in the 4.5-star The Pearl, with 94 rooms and suites, as well as four-star hotels; The Lucerne, with 200 rooms and suites, and the Belvedere with 400 rooms and suites.

The Pearl Hotel
Situated in the centre of Times Square – the pulsing heart of New York City – is The Pearl Hotel. Friendly doormen will welcome you as you enter the two-level lobby featuring unique lighting fixtures and terrazzo floors encrusted with pearls and mother of pearl. This Luxury boutique features comfortable rooms with triple-paned windows to keep out the noise of Manhattan, each with a large wooden desk, leather managerial chair, I-Home radios and docking stations and cordless and desk phone.

The spacious bathrooms are complimented with amenities by Philosophy. All deluxe rooms offer a wet bar with microwave and refrigerator. The second level boardroom is perfect for small meetings, whilst for larger meetings there’s the Penthouse Conference Space and Terrace.

Complimentary continental breakfast and wine hour are served on the second floor mezzanine. Guests can enjoy lunch and dinner at E&E Grill House on our lobby level, while room service is available 24-hours-a-day from several great local eateries. The Pearl is also located in the heart of the Broadway Theatre District, near to Rockefeller Center, the Diamond District, Columbus Circle and the Jacob Javits Convention Center.

The Lucerne
Completed in 1904, The Lucerne is an Upper West Side landmark building featuring a detailed sandstone and terracotta brick structure. This Luxury boutique hotel is renowned for offering each guest distinctive service and rooms have a classic décor that compliments its landmark exteriors. All guest rooms feature marble bathrooms, complimentary newspapers and a large working desk featuring radios, iPod docking station and a two-line desk phone.

Additionally, guests can indulge and have an in-room spa treatment or use the spa room located in our fitness centre. The executive boardroom and larger events space are both located on the Penthouse level. For dining you may enjoy the exquisite Nice Matin – a classic French Bistro-style restaurant and sidewalk café. Order room service 24-hours-a-day from Nice Matin or other local eateries.

The Lucerne is also conveniently located near top attractions such as Central Park, the American Museum of Natural History, the Rose Planetarium and Lincoln Center.

The Belvedere Hotel
The Belvedere Hotel, setting the standard in the Broadway Theatre District, is the largest in the Empire Hotel Group collection. The Terracotta brick trim and Eagle Gargoyles compliment the location on a quiet tree-lined street, just steps from Eighth Avenue. The Executive rooms and suites include custom designed kitchenettes, large working desk with complimentary wired internet access, cordless speaker phones and marble bathrooms complete with shower massage. The hotel’s meeting space is 1,600sq ft and includes an executive boardroom and a second larger facility that has private street entrance. This property also has a gift shop and guest laundry. Enjoy dining at the Belvedere Café for an extensive continental or full American buffet breakfast; or you may choose to have Lunch or Dinner at the Brazilian Steakhouse Churrascaria Plataforma. The Belvedere is walking distance to Times Square, Restaurant Row, Central Park, Rockefeller Center, Carnegie Hall, Fifth Avenue and Javits Convention Center.

All three of the hotels feature a non-smoking policy and complimentary Wi-Fi throughout. Guestrooms all feature flat-screen TVs, coffeemakers, in-room safes, hair dryers and full-size iron and ironing boards. Each hotel has a business centre, concierge service, fitness centre, valet parking and valet laundry service. With its prime locations and personalised service, Empire Hotel Group is perfectly placed to deliver a premier New York experience that will leave guests coming back for more.

Further information: www.newyorkhotel.com

Perfect harmony

Posted on by Ben Debski

KKL Luzern’s spectacular architecture, designed by Pritzker Prize winner Jean Nouvel, and the quality of its facilities set this venue apart from more traditional culture and convention centres. Its trademark is the common theme of culture, conferences and culinary choices – a complete experience orchestrated under the famous roof. The building is situated in the heart of Switzerland, only one hour by train from Zurich Airport, within walking distance of Lucerne’s finest hotels and a few sheltered steps from the international railway station. It is the perfect venue for premium events such as anniversary celebrations and award ceremonies, product launches, high-profile meetings and events, receptions and banquets.

Equipped for culture
The showpiece of the KKL Luzern is its renowned Concert Hall with 1,840 seats and acoustics by the late Russell Johnson that provide incredible sound and inspire the world`s leading conductors, orchestras and soloists to perform at their best. Leading conductors and artists from Claudio Abbado to David Zinmann, from Cecilia Bartoli to Keith Jarrett and Jethro Tull have been and are inspiring a wide audience.

Breaking with convention
The impressive Concert Hall with its multifunctional usage is also an exciting possibility for conventions. A wide screen, hidden above the stage, can be lowered for a range of awards, presentations and events. An excellent infrastructure, including simultaneous translation, is available for the most memorable conventions or meetings or live television broadcasts.

Framed by two water canals, the Lucerne Hall is a venue that is unique in its adaptability and convertibility from 200 up to 1,800 guests. It can be used for a variety of settings including presentations, congresses, concerts and banquets. With its state-of-the-art audio-visual facilities, variable height staging and mobile rostrum, all combined with the deliberately simple design of the hall, the organiser will find creative freedom to style the event. The adjacent Auditorium for an audience of up to 270 persons is equipped with a range of multifunctional congress installations and facilities, providing another attractive setting for conferences. Last but not least, event organisers increasingly discover and appreciate the Crystal Lounge, an attractive meeting point at the KKL Luzern. It boasts an oval-shaped bar that can be moved around the space, allowing for maximum flexibility and turning the lounge into a premier events venue.

Finest cuisine
The KKL Luzern offers organisers and guests a variety of catering and restaurant options. Tailored to any organiser’s specific needs, packages and offers include refreshing time-outs, cocktail receptions for networking, stand-up lunches, sit-down dinners, exclusive lounge experiences and a KKL flying dinner. The World Café and the Restaurant RED cover attractive casual and fine dining experiences and the Seebar is the ideal place to relax over a drink and snack.     

St. Charles Hall
The St. Charles Hall, managed by the KKL Luzern, is the perfect addition to the modern culture and convention centre and provides an overall Lake Lucerne experience for conference and event planners. The neobaroque villa is situated right at the lakeshore and is within easy reach just 15 minutes by boat, train or bus from the KKL Luzern. Its facilities are ideal for management meetings, panel shows, anniversary celebrations, private parties and weddings, auctions, networking events and cocktail receptions.

Past, present and future…
Native of Lucerne, Hans E. Koch is CEO of the KKL Luzern Management AG since March 2011. Before he managed a number of luxury hotels in Japan, China, India and Switzerland. Just prior to joining the KKL Luzern he was General Manager of the Palace Hotel in Lucerne. Business Destinations caught up with him about the work of the convention centre.

What do you think is the value, the charisma of the KKL Luzern for the city of Luzern?
The decision to build the KKL Luzern in the late nineties meant a quantum leap for the city. It helped Lucerne to distance itself from the predominant mass tourism of the eighties and nineties and successfully developed an image of a renowned culture and business destination.

The KKL Luzern is state-of-the-art. It is home to the world-famous Lucerne Festival, the Lucerne Symphony orchestra and the art museum of Lucerne. Hence, the KKL brand enjoys today a very high reputation among leading conductors, orchestras, soloists, event organisers and business clients.

What strategy will you pursue for the future?
Together with our strategic partners Lucerne Festival, Lucerne Symphony Orchestra and the art museum, we are committed to further strengthen our market leader position through sustainable quality of our product and services.

The centre’s future success and growth clearly also depends on creating offers and contents attractive to younger generations. Parallel to cultural highlights, we host different kinds of business events and conventions, representing approximately 25 percent of our total business. In our opinion, it is a segment with further growth potential, particularly for selected high-class and exclusive events like company jubilees, award nights, forums, marketing conventions etc.

Can you name a convention you experienced at the KKL Luzern which remains unforgettable?
Each congress, meeting and event is of a unique experience with its own charisma, content and audience. The series of yearly returning world-class forums such as the Swiss Marketing Day, the Swiss Media Forum, the Europa Forum and the World MedTech Forum and this year in particular the Adventure Travel World Summit. The combination of the building’s architecture and charming location on the shores of lake Lucerne are a highlight for congress participants in their own right.

Further information: +41 41 226 70 70; sales@kkl-luzern.ch; www.kkl-luzern.ch