An anxious aunt's tale

GOOD-BYES are the most difficult moments in any person’s life. 

It wrenches the heart, makes you weep in grief, even if the one leaving is moving on to a better life.

Perhaps we cry, not because we fear we won’t see the departing person again, but because we grieve for our own selves, of not being able to stand the onset of loneliness. 

It is a sadness that also comes with the realization that other people, especially if they are family, are carving their own alternative futures—and these may not necessarily include us. 

My niece M. left for the UAE on Monday. She is going there to work for a five-star hotel, after tucking in four years of experience working for an international hotel brand here, then managing branches of a popular local food chain. 

She didn’t graduate from a leading hotel and restaurant school, which may have put her at a disadvantage in her chosen field, but perhaps unlike her more privileged peers, she isn’t afraid of a little elbow grease to show her grit and determination to be successful at all costs. 

Unfortunately, for most hotels here, it takes decades before someone like M. gets the recognition she deserves, and the accompanying financial rewards. How ironic, considering that the country is supposed to be experiencing a glorious tourism boom. And yet quite a number of those toiling in the local industry choose to go abroad instead, not necessarily because they will get a higher pay, but for that singular chance that they will move up in their chosen career path much quicker. 

To tell you the truth, M. and I had not been close. As a child, she was difficult to rear—choosy with the food that she ate, disinclined to take afternoon naps, the type who would whine if she didn’t get what she wanted. 

Being the aunt who had to deal with her misbehavior at home while her parents were out working, M. and I really never bonded then. I would leave her sniveling at the dining table until she finished her lunch or dinner. It sounds cruel, I know, but that was how we were all raised in our family. Food was something that we had to be thankful for considering the many underprivileged children who had nothing to eat. So M. too had to suffer the “indignity” of finishing up the remaining morsels on her plate, the way our generation did. (In my case, finishing my food was never a problem even as a child.) 

When M. got pregnant at 18, I couldn’t do anything except shed tears for the childhood she had so quickly lost, and the grueling future she had to face. I had enjoyed my adolescent years, despite the confusion and awkwardness of the period, especially in relating with other people as well as the opposite sex. But it was an exciting, enthralling life filled with parties, games, extracurricular activities and general mayhem ‘til the wee hours of the morning. 

At that same age, M. had to quit school for a period of time while she nursed her baby, woke up at the oddest of hours to suckle the infant, and missed her prom and the fevered swirl of social gatherings that her friends had attended, as well as the shopping for the pretty dresses and the killer heels so she could play cute with the boys her age. 

It’s a good thing she persevered. The “unfortunate” experience may have finally given her the maturity beyond her years, which was also most urgently needed especially when her father, my eldest brother, passed away. She eventually married the father of her child, B., finished her college degree, and assumed the role of working mother. 

(And B., the sweet child, is now a grown-up little lady, exhibiting a strange wisdom far greater than her 10-year-old self. Being a Piscean probably has blessed her with that mature outlook on life. For instance, she was cool with her mother working abroad, and promptly told the latter that she wanted to study in London, or live in Japan. Good grief!) 

As circumstances forced M. to mature, we started relating more to each other, and I regarded her as the adult that she had finally become. We talked more about each other’s lives, and despite the many disagreements we’ve had over the years, I knew she was shaping up to be a headstrong young woman who wanted to be successful in her chosen field, as well as an accomplished mother and wife. For sure, she experienced some degree of difficulty balancing all three, but she somehow managed to make it all look easy. 

M. eventually became someone I had come to depend on, especially with regard to the numerous domestic issues the family had to deal with recently. 

M. became our family’s de facto executive assistant, nurse, caregiver and assistant manager, all rolled into one tiny package. And this she did without complaint, despite her daughter B’s pleas for more attention. I would kid her that it was rigorous training for her job abroad. 

When we finally received the news that she had been hired and would have to leave soon, I was overjoyed for her. I have always felt that traveling to foreign places enriches one’s understanding of other peoples and cultures. And for someone like her who’s never traveled outside the Philippines, this was an opportunity to further expand her outlook and understanding of how the world outside works.

Yet as M. bid me good-bye on Sunday, we hugged tightly and I didn’t want to let her go. Wasn’t it only yesterday that I was pleading with her to finish her food on the dining table, or making her sleep after school? I was too choked up to say anything except to whisper, “Be good.” M.’s eyes welled up in tears as well as she told me to make peace with certain people, especially with Christmas coming around (long story!). In this case, she had now become the adult and I, the child being told to behave. How quickly the tables have turned. And I marveled at the smart woman she had now become. 

Please pray for my niece, dear readers, and for the many Filipinos who have to leave family and friends behind to create a better future for themselves and their parents, or spouses and children. May they always be protected from the temptations that often afflict their lot—causing divisions with their families—and be kept safe out of harm’s way. And may their families here be patient, understanding, and always supportive of their endeavors. 

(M’s last Facebook status and tweet indicated she had already arrived at her destination—thank You, Lord. Unfortunately, no Globe roaming there...pity.) 

While our good-bye was distressing, I now eagerly look forward to M.’s stories about her new life in the Middle East, and her exciting adventures at work. 

(My column, Something Like Life, is published every Friday, in the Life section of the BusinessMirror. This piece was published on Nov. 30, 2012. Image from Kinetic Motion.)

Nest in your Cocoon

Snuggle in with your special someone (or just escape from the madness of the world) while lying on this luxurious bed with a pocket-spring mattress, wrapped in 400-thread count, 100-percent Egyptian cotton linen. 

The name “Cocoon” is quite apropos for this new 40-room boutique hotel in Quezon City.

Just opened late last year, Cocoon envelops its guests in comforting quiet luxury with its tastefully appointed rooms and public areas, and an attentive and courteous staff.

Concessionaires on the ground and second floors also provide services to address guests’ dining, entertainment, or wellness needs. So guests don’t even have to leave the hotel to rest, relax and entertain themselves—quite literally, their world is complete in this “cocoon”.

What is admirable is how so much thought and care for the environment was put into the design of the building, making it possibly the first “green” hotel in the metropolis. It uses only LED lighting throughout the building, has an active waste-segregation plan, inverter airconditioning to cool the guest rooms, a linen-and-towel reuse program, and eco-certified organic bathroom amenities, to name a few.

Also, large glass windows allow natural lighting into the public areas and guest rooms; rain and ground water is used to flush toilets, irrigate plants and general house cleaning; and much of the building’s construction incorporated reclaimed wood, metal roofing and steel grills of the old on-site structure.

With the hardwood pieces recycled from old houses and lighting fixtures previously used by a five-star hotel, the Steven Leach-designed interiors of Cocoon evokes a kind of lived-in, Old World splendor amid a modern tropical setting.

Lounge around in the warm, inviting lobby in tropical hues. The wall on the right features carabao cart wheels framed in ventanillas from old houses - a repurposing theme carried throughout the hotel. 

The lobby itself, done in swathes of welcoming white and brown, was a great respite from the dusty wind and noise of careening cars in the main avenue’s traffic outside. 

An 1800s-era Steinway grand piano stood on the left of the entrance, and on the right comfortable lounging chairs and couches with tangerine pillows beckoned me to take a load off.

The wall at the lounging area features carabao cart wheels as art pieces quaintly framed using ventanillas from old houses—a repurposing theme carried throughout the hotel’s interiors.

Hanging up above from the lobby’s high ceiling was a dazzling Murano chandelier—what a breathtaking delight! Three more such chandeliers can be found in the hotel’s ballroom on the rooftop deck.

The suite I was booked in was spacious with a regular-sized sofa, a writing desk that was part of a long slab of heavy darkwood which also served as a shelf for one’s things, and a 32-inch LED TV. Adjacent to bedroom is the bathroom with a shower area and a bathtub over which is a glass window with shades that one can lower for privacy.

It was such a joy to sleep on the pocket-spring bed and snuggle with the circle-of-down pillows wrapped in 400-thread-count, 100-percent Egyptian cotton linen. It’s just the kind of bed you’d want to spend lazy days in. So despite the high-speed Internet access in the room, I didn’t switch on my MacBook even once.

On the rooftop is a bar/café overlooking a small pool where simple breakfast fare is served each morning. Eating my beef tapa, sunny-side up egg and sinangag while chatting among friends under the canopied dining area, I could almost forget I was still in the middle of a bustling city. What a relief to be insulated from the bedlam outside!

Snuggle in with your special someone (or just escape from the madness of the world), while lying on this luxurious bed with a pocket-spring mattress, wrapped in 400-thread count, 100-percent Egyptian cotton linen. 

The ballroom, with those sparkling Murano chandeliers, can accommodate about 250 guests—large enough for your daughter’s giggly guests at her 18th birthday party, or an intimate wedding reception. It can also be divided into two function halls, which these days are often used by government agencies for their seminars and team-building efforts.

There’s so much to do in this hotel. I checked out one of its concessionaires—Iris Spa—and had a vigorous Swedish/Shiatsu massage while splayed out on the spa’s heated bed. Its rates are quite reasonable, and the massage therapist assigned to me was quite efficient in her kneading of my tired knotted shoulders and back.

Another interesting space was Paire Cocktails and Pastries, owned by a young chef and her sister, which serves deconstructed desserts inspired by cocktail drinks.

I also had my nails done at Peps Silvestre Salon, which I am told has celebrities from the nearby TV networks among its regular clients. So that’s a great bonus for those into celebrity stalking...uhm, watching.

Other concessionaires include Abuela’s Coffeeshop, The Mulberry Flowers & Gift Shop, Il Duelo Italian Restaurant, My SerendipiTea Milk Tea Shop, Nouvelle Aesthetic Clinic and Triple Star Travel Agency. You really don’t have to leave the hotel to eat or have some refreshments, get a facial, or even book another vacation to some faraway destination.

Because of the hotel’s strategic location, guests in a partying mood can also swing by the nearby Timog Avenue and the Tomas Morato area to immerse themselves in the hubbub of nighttime entertainment and festivities.

Ah, but all good things must come to an end. I wish I could’ve stayed longer, but work and domestic duties called. But I’m comforted by the fact that Cocoon is just 20 minutes away from my home, and if I ever need to escape from people and backbreaking deadlines, I know just where to go.

(This piece was originally published on March 25, 2012, in the Lifestyle section of the BusinessMirror. Photos courtesy the Cocoon Boutique Hotel .)

Take an early morning swim on the roofdeck pool, before having breakfast of simple Filipino fare. 

Going places

FOR A Filipina who didn’t speak even one whit of Mandarin or any Chinese dialect, to move and work in China in the mid-1980s back when no one really spoke English could only have required massive amounts of spunk.

While Rafaela “Apples” Chen found the language barrier formidable, she was able to smartly conquer it. This can-do attitude mixed with some gumption has served her well. For the past 26 years, she has successfully trained Chinese hotel workers, thus helping raise the country’s standards in hospitality and guest services.

Today, she is the general manager of a major international hotel management consulting firm—the International Hotelier & Associates Shanghai Ltd.—and currently consults for the Jinjiang Hotels Group for its Shanghai property, the luxurious Hua Ting Hotel & Towers.

Due to her significant contributions in her field, in 2009 she was recognized by the Chinese government as the “Top 100 People Influencing the Chinese Hotel Industry.” There were only three foreigners on that list, and Chen was the only Filipina.

And to think that Chen actually graduated from dentistry and not hotel administration.

Her father, Marcial Villacorte, worked in the Diosdado Macapagal administration as a finance man—“he was always being sent by President Macapagal to borrow money.” Her mother Rafaela, and Chen’s namesake, was a homemaker who tried to manage the household with 11 kids (Chen is eighth in the family). “Whenever she gives birth, she leaves the baby in the hospital for one year. She had help from nannies [to raise my siblings and I].”

After graduating from Centro Escolar University in 1976, Chen went to work in the local hotel industry instead, her first stint as an attendant at the Lobby Bar of what was then the Silahis Hotel. “I was one of the pioneers there...they even offered me to become a Playboy Bunny [when Playboy Club opened], “ Chen narrates, all giggly at the memory. “Ang sexy-sexy ko pa nun!” But she decided to to leave for Dubai instead in 1980, to join the Sheraton Hotel as supervisor of its coffee shop.

Chen’s unfortunate experience with fellow Filipinos who were in higher management posts was probably what cemented her resolve to be the best hotel trainor that she could be.

She had observed that most Filipino managers seemed to shout a lot at their staff who were also fellow Filipinos. “My first boss when I was with the Silahis Hotel, he was always shouting at me. When I was in Dubai in 1980, this boss was also shouting at me. I asked myself, ‘How can they be managers? How can they shout at their subordinates? How can the subordinates learn if there is no proper training?’ Every time, they just shout at people. So I said when I train people, I will never, ever do this. Why should I shout at them? Put them inside the training room, guide them, tell them what’s the correct way to do.... I don’t know, maybe because he [the manager] doesn’t want the job. Maybe he doesn’t know the job. Of course it can be said that I was very young at the time; I was only 22.”

When the opportunity arose to move to China, Chen grabbed it, seeing it as another chance to spread her wings. “I arrived in China in 1985, and I opened up the first international hotel [Nan Hai Hotel, owned by the Miramar Group of Hong Kong] in Shekou in Shenzhen, near the border with Hong Kong.... It was really a challenge for me because I didn’t know how to speak Chinese. I didn’t even know how to say hello or whatever.” She managed to learn Mandarin by watching Chinese films and by closely watching the actors’ gestures and facial expressions.

Chen adds that while working at various hotels, she also enrolled in short-term hotel management courses at the Cornell University’s School of Hotel Administration in New York, one of the premier establishments in the world for hospitality management. “When I was working in a hotel, if I have time, I go and get these courses done…. It’s the reason why I was also successful in training the locals here [in China] because whatever I learned, I never kept it for myself but shared it with them. I think that is one of the reasons why I was more successful in handling the locals because I really teach them and not just tell them what to do, which would only make them resentful. I have seen a lot of managers; they don’t treat the locals well. For me, I take their hands and I show them; I tell them what to do and I always do constant checks.”

Chen has opened several well-known Chinese and international hotel chains such as Novotel (of the Accor Group), Radisson SAS and Howard Johnson, to name a few. “I was one of the ‘founding members,’ so to speak, of Howard Johnson when it first opened its hotel in Beijing. I stayed there until SARS struck in 2003; I had to stay away, relocating back to the Philippines for two months.” With the worst of SARS over, she was then called back by the hotel management firm and transferred to Shanghai, and became general manager of its Chongqing property.

Her thorough training of hotel staff all over China has earned her a place at the well-known Les Roches International School of Hotel Management of Switzerland, which opened a branch in Jin Jiang in 2005. Not only has she trained students, but she has also trained the trainors themselves—the directors of sales, the room reservations managers, etc.

(Succesful China-based Filipina hotelier and trainor Apples Villacorte-Chen, and her husband, Peter.)

One might say, hotel owners in China call on Chen as their first line of defense in terms of maintaining quality standards. “Whenever there is a problem, they [hotel owners] always tell me, and then I call them to analyze the problem and how to avoid it. It’s always like this. Every day you have different kinds of problems—even when you build hotels it’s an entirely different problem. In building hotels, it’s the construction problem, you have to make it a point that the construction is good, that the hardware is good for 20, 30 years.”

Chen was so dedicated to developing the hotel industry in China that it was only in 1997, when she was 40, that she tied the knot with Peter Chen, who is 10 years her junior. He also worked in the hotel industry, and met Chen in 1993 while both worked at Novotel. “Now he works in a trading company…. They [the Chinese] have their own culture. It’s really very different. When we got married, we had to stay in their home. I was with them for 10 years. Now it’s been only three years since we moved out that I can cook. But I miss their cooking. What I didn’t like was that they had a lot of restrictions.”

While the couple doesn’t have children, Chen says that in a way she considers the staff she trains like her own kids. “Somebody asked me, ‘How many children do you have?’ Wait, how many bellboys do I have? How many front desk? They’re like my children because they’re very young—18, 19, 20 [years old].”

She feels a genuine sense of accomplishment whenever she sees her “kids” managing or handling their respective properties. “I have seen the people I have trained, they were promoted to directors, deputy general managers, or managers—that’s my accomplishment. So when I visit one city, they see me in the hotel, they treat me to lunch, have a car bring me to wherever I need to go...they are now all grown-up! And hanggang ngayon tumatawag pa sila.”

Only 56, Chen is still far from retiring. But she does see herself eventually spending some of her senior years back in the Philippines—she and her husband already bought a beachfront property in Olongapo, Zambales. She thinks of investing in the local tourism industry as well, but for now that will have to wait. Her “kids” still need her.

(My column, Something Like Life, is published every Friday in the Life section of the BusinessMirror. This piece was originally published on July 20, 2012. Photos courtesy Apples Chen.)

Mandarin Oriental Mla revenues up; undergoes $20M facelift

(Prior to the just announced $20-million upgrade, the former Captain's Bar adjacent to the lobby was renovated last year, with its surrounding walls knocked down. It is now called the MO Lounge. Photo from thedude.com)

THE Mandarin Oriental Manila posted improved revenues in 2011, on increased guests and higher average room rates.

A unit of the Mandarin Oriental Hotel Group based in Hong Kong, Mandarin Oriental Manila’s revenue per available room increased by 18 percent to $80 in 2011, from $68 in 2010, according to the group’s annual report to shareholders. Average occupancy rose to 72 percent, from 71 percent in 2010, while average room rate was $112, up 17 percent in 2011, from $96 the previous year.

The 35-year-old property is finally undergoing its much-awaited grand renovation, which was announced as early as 2009.

Hotel general manager Mark S. Bradford told the BusinessMirror, the renovation would cost “about $20 million (P870 million)…and would take about 18 to 20 months to complete.”

The renovation will prioritize guest rooms, and will also cover the ballroom, function rooms, and the facade, he said. There are 442 rooms and suites as well as seven restaurants and bars, and a spa.

Director of Communications Charisse Chuidian said the renovation “has started on the upper floors,” undergoing waterproofing and the like, and ensuring the most minimal intrusion to the stay of its hotel guests.

She described the renovated rooms as designed in a “contemporary look featuring a stylish interplay of warm earth tones and the use of Philippine hand-woven fabrics and images, for a sense of place.”

(MOH Manila general manager Mark S. Bradford. Photo from The GM's Blog.)

In the club rooms, there will be a bed with a 13-inch mattress “offering orthopedic comfort to assure guests of a good nights’ sleep, while a backlit wall-to-wall wood headboard brings a warm luminescence to the room. Bedside lamps are designed with a separate reading light for greater ease, and a 32-inch plasma TV offers the utmost in entertainment and relaxation.”

In tandem with the room renovation, the security system will employ cutting-edge technology “with a strengthened perimeter walling and checkpoints around the property.”

The hotel will also be purchasing a new fleet of 30 limousines “to ensure the transfer of guests in safety and comfort within Metro Manila and the airport complement the new guest experience.”

Bradford acknowledged that the renovation would probably disrupt some client traffic but said, “We’re prepared to see a decrease [in guests].” He stressed that upon completion, the renovation would result in a better guest experience.

Rather than “dragging it [the renovation] out in stages, however, I’d rather have the pain in one go, so to speak, and be done with it quickly,” he stressed.

The Mandarin Oriental, Manila is one of the first luxury five-star hotels in the Makati central business district. It had undergone some makeovers in the past under the helm of its former general manager Helmut Gaisberger, such as in the design of its black granite zen exterior at the main entrance.

The interiors of some restaurants such as the Tivoli Grill, for instance, were also refurbished, while food and beverage outlets like the Paseo Uno (formerly The Brasserie) and Martini’s bar were added.

Under Bradford, who took over from Gaisberger in September 2009, the Tivoli Grill underwent further freshening up with a warmer more welcoming palette, while the former Captain’s Bar – now called MO Lounge – adjacent to the lobby, was recently opened up, its walls knocked down to give guests easier access to the area.

The MOH Group’s parent firm, the Mandarin Oriental International Ltd. (MOIL), is listed on the London Stock Exchange, with secondary listings in Bermuda and Singapore. The latter is a subsidiary of the Hong Kong-based Jardine Matheson Group, one of the largest diversified conglomerates in Asia with interests in engineering and construction, transport services, insurance brokering, property investment and development, retailing, restaurants, luxury hotels, motor vehicles and related activities, financial services, heavy equipment, mining and agribusiness.

(Evening at the hotel poolside. Photo from thedude.com.)

In 2011, MOIL’s “underlying profit attributable to shareholders,” or net income, rose 33 percent to $59 million from $44.4 million in 2010, according to the parent firm’s report to its investors. This includes $16 million in branding fees from The Residences at Mandarin Oriental, London.

The growth was much lower though than the 255-percent jump in the group’s profit in 2010, as company revenues were affected by the “reduced occupancy in Tokyo following the earthquake and tsunami, and pre-opening costs in Paris.” Its first property in Paris was opened in June 2011.

In a press statement on March 2012, MOIL chairman Simon Keswick, recognized that “current economic challenges in Europe and the United States may impact some of the Group’s markets in 2012.” But the company was looking forward to the recovery in Tokyo “and full year of trading in Paris. Over the longer term, Mandarin Oriental will benefit from the strength of its brand, the limited new supply of luxury hotels in its key markets and the phased opening of hotels in its portfolio.”

The company currently operates 27 hotels and has a further 15 under development, “all of which will be operated under long-term management contracts that require no capital investment by the Group. In addition, the Group operates, or has under development, 13 Residences at Mandarin Oriental which are connected to its properties.”

The company’s next planned hotel opening is in Guangzhou in the second half of 2012, followed by Taipei, Milan, and Shanghai in 2013.

(This is the unabridged version of the piece I wrote for the BusinessMirror on June 4, 2012.)

DOT open to changes in its slogan but...

(Vice President Jejomar Binay, along with Tourism secretary Albert, far left, and Tourism Undersecretary Vicente Romano III toast the newly-unveiled marketing slogan of the agency, "Pilipinas Kay Ganda!", Monday evening at the Oceana, San Miguel by the Bay, Mall of Asia. The slogan has come under fire from tourism stakeholders, travel bloggers, politicians, and tweeters, dubbing it as too showbiz, or uninspired. The P1-million rebranding effort was undertaken by Campaigns & Grey, an advertising firm, and took four months to conceive.)

THE recently launched “Pilipinas Kay Ganda!” marketing slogan by the Department of Tourism (DOT) can still be changed—if there is a better alternative, that is.

Smarting from the negative feedback hurled by travel bloggers, tweeters and Facebook members, Tourism Secretary Alberto Lim again pointed out that the branding is “not final. PKG [Pilipinas Kay Ganda] will undergo focus-group discussions and other market tests before we spend money on its execution.”

In a text message to the BusinessMirror, he added: “If there are better ideas out there, we are open to them. But if there are only criticisms but no well-considered alternatives, then we hope there will be support for the superior idea of ‘Pilipinas Kay Ganda!’”

During a morning radio show on dzMM, Lim admitted, “masakit ang batikos [the criticisms hurt].”

The PKG branding was launched on Monday night by the DOT, showing it to an audience mostly composed of travel-industry members, hoteliers and the media.

The branding effort, according to the DOT, cost “less than a million pesos,” and was undertaken by advertising giant Campaigns & Grey.

Lim also said besides the rebranding, the DOT’s new marketing effort would include ad placements on cable TV, print ads in foreign countries, more familiarization tours for foreign travel agents, to name a few.

“And more will be done. I am dismayed that the markets we would like to attract do not really know the Philippines. We really need to expose the good things happening in our country to other countries, most especially our tourism markets.”

He also sniped at local media for not publishing human-interest stories more often.

“Advertising is expensive and we are not competitive, budget-support wise. I believe we need to allocate more of our marketing budget for public relations, i.e.,human-interest stories on the ordinary but heroic Filipinos or unusual but not violent events in the Philippines, of which there are many. But why will the foreign press publish such stories if our own press does not?”

President Aquino last week also blamed the local media for publishing only negative news about the Philippines.

(Kaboom! Fireworks to celebrate the Pilipinas Kay Ganda marketing slogan.)

The Philippines’ image abroad has suffered a setback due to the botched hostage rescue of Hong Kong tourists on August 23, as well as successive travel advisories by developed countries.

Meanwhile, one hotelier who was at Monday’s launch said there was only “polite applause” after the unveiling of the new slogan.

“It wasn’t very good,” she said. “I think they should’ve consulted tourism stakeholders first like travel agencies, hoteliers, etc., before they showed it to us. Why are we using Filipino when you have to translate it pa? Other countries use the English language.”

She added that many of those in the audience felt PKG fell short of the old slogan “WOW Philippines,” which was conceptualized during the term of Richard Gordon as DOT chief.

“If they didn’t have a lot of budget, as DOT always claims, they should’ve just reworked ‘WOW Philippines’, which I think is still a very, very good campaign. It takes time for branding to click. And if you look at other countries, some of their slogans have been used for years. Sana, they could’ve just used whatever little funds they have for ad placements in CNN or other cable-TV channels.”

The hotelier said after the new slogan was unveiled, there was no message from the DOT that suggestions from the industry would be welcome.

A general manager of a five-star hotel also said: “Everyone was stunned, shocked and so disappointed. Some did not say a word to be diplomatic, but were visibly disappointed. A big disaster!”

Food blogger Anton Diaz (www.ourawesomeplanet.com) noted that the new Philippines branding failed to mention “our awesome Filipino food…and this is something that is really key in promoting the Philippines.”

After the unveiling of the new slogan, a group called Pretty Young Things “performed a sexy number for the representatives of the international community. It was not appropriate and it gave a totally wrong mental image about the campaign,” Diaz added.

In his IvanAboutTown Facebook page, travel blogger Ivan Henares pointed out that the “multiawarded Malaysia Truly Asia campaign” was launched in 1999, and continues to be used by the country despite five changes in tourism heads.

“Amazing Thailand”, was launched in 1997, and “despite political instability and several changes in government, it remains as Thailand’s tourism brand.”

“So I, thus, can’t understand why the current execs of the Department of Tourism want to get rid of a brand [WOW Philippines] our country has worked so hard to build and invested so much money on. If it ain’t broke, why fix it?”

Henares has offered the DOT his help “pro-bono” to put more original content on the DOT’s interim web site, according to Tourism Undersecretary Vicente Romano III, for planning and promotions.

“I accepted his offer,” Romano said.

(Only the three gentlemen from the government seem to be actually celebrating the new slogan. The audience looks stunned, or in other words, di ma-ispelling ang mukha.)

On Tuesday, the web site (www.beautifulphilippines.com) was shut down by the agency due to complaints of poorly written content, and the URL address being similar to a porn site’s URL.

The web site was created by BCD Pinpoint, founded by one J. Richard “Dickie” Soriano, and which has received a number of awards for its direct-marketing projects. According to BCD’s web site, its clients include Lufthansa, San Miguel Foods, Ateneo de Manila, to name a few.

Considering all the comments and suggestions about the new Philippines marketing slogan, Romano said in a text message: “We will receive their inputs [meaning the suggested slogans] and process them with many other suggestions. We will leave the processing to the branding professionals. That’s what agencies do.”

He added: “Please keep in mind that the main customer would be foreigners whom we want to attract.”

A marketing head of a hotel who was also at Monday night’s launch said, “if they were not ready, they shouldn’t have launched it. Now they’re saying it’s not yet final.”

She added: “If Secretary Lim had asked our [tourism stakeholders] help, we would have gladly sat down with him.”

She stressed that there are many hoteliers and travel agency heads willing to help the DOT.

(Originally published in the BusinessMirror, Nov. 18, 2010. Photos courtesy DOT)

Hotel-booking cancellations start

AN official of The Peninsula Manila confirmed that the hotel has already received a number of booking cancellations from Hong Kong residents.

Joseph Arias, Peninsula PR manager, said the cancellations were “immediate. For most hotels in Manila, most of the business within Asia comes from Hong Kong because we’re very near them. We’ve been selling Manila to them [Hong Kong residents] as a weekend destination.”

While he declined to give an exact number of cancellations, he expressed optimism that the Hong Kong travel advisory would be “temporary. This is not the first time we’ve experienced a crisis. So we hope this problem will not linger.”

At the Mandarin Oriental Manila, four guests from Hong Kong had canceled their travel plans to the country. (Click BusinessMirror for the rest.)

One indulgent afternoon

ALL too often when we think of vacations, we think of grand productions where we bundle up the kids in the car and hie off to any beach south of Manila. Or if you’re like me, you look through tons of resort web sites, travel packages offered by airlines, or start calling our favorite travel agents to give us the best, low-cost but high-value destination packages money can buy.

But you really need not travel far to relax and forget the pressures of one’s family and career. At Sofitel Philippine Plaza, all it took was just one afternoon of unwinding with a few choice buddies. (Click BusinessMirror for the rest.)

A hotelier's charmed life

IT’S impossible to have conversation with Señor Miguel G. Cerqueda without laughing and reminiscing about the time he managed The Manila Hotel. After all, a large chunk of his 30-year career in the hotel industry was spent at what was once known as the “Grand Dame” of hotels in the country.

Fondly called the “ghostbuster” by his staff, it was Señor who would bravely sleep alone in some suites allegedly haunted, after ghostly apparitions were reported. (“She was on drugs! She was hallucinating!” he dismissed one such report of a woman so scared out of her wits by the supposed shadow of a little girl, she ran screaming in the hallway in the middle of the night.) Over lunch at the Astoria Plaza, which he now oversees, we joke about a few more ghost stories that he has been able to credibly explain away. (Click Sunday BusinessMirror, March 21, 2010 for the rest.)

Hyatt Regency sold; to reopen as hotel-casino

(The old Hyatt Regency in Pasay City, Manila photo by Filbuild.com)

BUSINESSMAN/singer-songwriter Jose Mari Chan has sold the once-famous Hyatt Regency Hotel in Manila to the Sunwest Group of young Bicolano businessman Elizaldy Co. Sunwest owns the luxury resort Misibis Bay Raintree in Cagraray Island, Albay.

The hotel is scheduled to reopen by April 2010, as Midas Hotel and Casino, to be managed by Genesis Hotels and Resorts, a hotel-management firm headed by Miguel Cerqueda, former general manager of The Manila Hotel. (Click here for the rest.)

Jardines to invest $1M to spruce up Mandarin Oriental

THE Hong Kong-based Jardine Matheson Group is investing “approximately $1 million” in the Philippines, primarily to freshen up its Mandarin Oriental property in Makati City.

In an exclusive interview, newly installed Mandarin Oriental Manila general manager Mark Bradford also hinted that more capital aside from the initial investment is being considered. “We’ll be investing approximately a million US dollars [P46.82 million] in the next two quarters in enhancing some areas of the hotel. But after 33 years of operation, a larger amount of money is being looked at. We’re considering it very seriously.” (Click here for the rest.)

One of the world's most expensive hotel suites

DRUM ROLL PLS...

THE Presidential Suite at the Plaza Hotel in New York is one of them. One night's stay costs $15,000, according to the Travel Channel.

Guess who stayed there in September, 2008 while attending the United Nations General Assembly as well as various meetings with businessmen, and a women's conference w/ former Secretary of State Condoleeza Rice?


The caption is supplied by the Office of the Press Secretary and available on the OPS web site. It says: "President Gloria Macapagal-Arroyo confers with (L-R) Citibank CEO Bill Ferguson and Citibank Chairman Bill Rhodes who paid a courtesy call on her Monday afternoon (Sept. 22, NY time) at the President’s suite at The Plaza Hotel in New York City. The President is in New York to attend the 63rd Session of the United Nations General Assembly (UNGA) and hold a series of meetings with world financial and political leaders. (Rey Baniquet/OPS-NIB Photo)"

Of course we don't expect the presidentita to stay at the "Y", but come now, did she have to stay at The Plaza's presidential suite? Just bec. you're a president of a country doesn't mean you have to stay in a presidential suite! Besides, isn't the gov't supposed to be cutting back on expenses bec. of its burgeoning budget deficit? (As of the first half of 2009, the budget gap has widened to P153.4 billion or $3.21 billion.)

Even Eloise, sweet child that she is, is bound to raise an eyebrow at this!

(P.S. Thank you anonymous 11: 58 pm for the correction. Actually the most expensive hotel suite appears to be the $40,000 a night Hugh Hefner Sky Villa at the Palms Casino in Las Vegas. But accdg. to several news items I've read just now, there are very few guests who actually check into these suites. The bulk of the guests in the high-end category still check into presidential suites. I suppose that could be the explanation behind Travel Channel's piece on the most expensive hotel suites in the world.)

This is where I disappeared to

I always thought Microtel was a hotel brand just a notch above Days Inn. But when I flew to Mactan, Cebu last weekend, boy was I surprised! The hotel was so chic and modern, with very interesting furniture pieces in pop colors and rattan, I almost felt I was in a boutique hotel.

Of course, there were some hotel services I missed like the concierge, the 24-hour room service, free wi-fi service, and more menu/restaurant choices. The guest services are sometimes spotty, which I attribute to the newness of the hotel. But for its price points, Microtel Mactan offers great value for money.

Check out these pics:

(My room. Love the soft pillows and orthopedic bed!)

(I wanted to take home this silver lamp from the nightstand.)

(Kids swim in the infinity pool.)

(The view of the hotel rooms from the beach area.)

(The white beach; but let's not kid ourselves, the beaches in Mactan pale in comparison to Boracay.)

(As you step out the elevator, this is what greets you.)

(The restaurant called RICE, with a Kenneth Cobonpue sitting area to the right. The Asian-inspired cuisine was delicious, although limited in choices.)

(Just some of the many kooky furniture scattered throughout the hotel.)

I'll surely be back!

French flair by the Bay

The Philippine Plaza unveils a $10-million renovation under the Sofitel brand name

Text and photos by Ma. Stella F. Arnaldo
Special to BusinessMirror

(OVERHEAD shot of the newly resurfaced swimming pool)

THE changes are subtle but unmistakable.

As you enter the doors of the hotel by the bay, a female bellhop greets you with a wide smile, splendid in her long-sleeved dark purple coat over black slacks. You glance over to the front office, and the female front office agents move around in white long-sleeved undershirts on a striped navy blue/white bias cut dress. On the right side of the dress is a large cabbage rose and a red, white and blue knotted scarf on the neck. Trés chic!

Then there is the stunning pool with its striking royal blue tiled floor standing out against the grey-blue waters of the Manila Bay. The pool with its kiddie slide, now looking more safe with additional railguards, is quite visible from the lobby as you make your way slowly down the grand spiral staircase to the grand buffet spreads of the Spiral restaurant.

Welcome to the new Sofitel Philippine Plaza, where everything is now cést magnifique!

Now managed by the French-owned Accor Asia Pacific, the renovations at this venerable 30-year-old institution are remarkable and in keeping with the graceful and easy style that the French are known for.

Still its interior design gives way to Filipino touches especially with the extensive use of rattan chairs from Cebu, mother of pearl or coconut shell inlays in most of the furnishings, and capiz shell lamps that hang from the ceiling of the guest rooms.

After a sumptuous lunch at Spiral, Bernd Schneider, the affable general manager of the hotel, gave BusinessMirror an exclusive preview of the refurbished sections of the establishment, which were unveiled last night, together with the formal relaunch of the hotel brand.

(Sofitel GM Bernd Schneider discusses the completed renovations at the hotel and other changes in store.)

“Sofitel Philippine Plaza has gotten a fresh start after a $10-million renovation which covered five guest floors, including two luxurious Club Sofitel floors, the swimming pool, banquet rooms, and the Harbor Garden and Sunset Pavilion tents,” he said.

The JCDC touch
As we pass by the front desk, Schneider points out the colorful uniforms of the agents, which he tells us were created by celebrated French designer Jean Charles de Castelbajac.

Although a bit subdued than his ordinary rockstar-like couture, the uniforms have the trademark JCDC touch. Castelbajac after all has distinguished himself by taking even everyday ordinary fabrics to new heights with the use of striking colors and fashioning them into clothes with lots of spunk. One of his last collections, for example, mostly in bold whites, reds and blacks, was edgy but with a touch of humor as blouses sported a picture of Snoopy in front.

The Sofitel collection is quite a departure from the usual boring blues or blacks of hotel uniforms, making the establishment an industry rebel much like JCDC is in the world of fashion.

Riding the elevators, the music is certainly not your usually dull muzak or heartrending medley of victim songs. Hip and trendy as only the French can be, the tunes are a mix of downtempo lounge music to uptempo chillout beats reminiscent of the ambient Buddha Bar and Hotel Costes selections. The mix has been specially created for Sofitel hotels and are played in key sections of the local establishment. Hmmm...maybe a Hotel Sofitel CD isn’t such a bad idea.

There is a lightness in the air as we walk the halls to check out a few rooms, possibly because of the softer lighting which gives off a muted, but not dark, ambiance. The elevator walls feature alabaster lighting fixtures that add to the warm aura throughout the floors.

Overall, the design of the guest rooms is contemporary but minimalist, with simple clean lines lending a functional elegance. It was created by the Hong Kong firm HOK International Asia Pacific Ltd. whose projects include the Lehman Brothers’ Hong Kong headquarters in the 88-story International Finance Center, the Motorola Campus currently being constructed in Beijing, to name a few.

Philippine craftsmanship is used extensively through coconut inlays on the headboard, doors and wardrobe with interiors painted in deep mahogany and white. The local artistry is also evident in the capiz shell details on lamps which give a warm and distinct look to the room. Timber planks installed at the lanai give it a cozy, homey feel. Business travelers will be delighted with the installation of high-speed Internet access in all the guest rooms.

“We adapt to the culture and environment where our hotels are located,” says Schneider, so the feel is still very resort-like as the establishment has been originally envisioned.

Restful sleep
(Schneider makes sure all newly-renovated guest rooms are ready for the grand launch of the Sofitel brand.)


The pièce de résistance of each guest room, of course, is Sofitel’s much-heralded MyBed™, which guarantees a “restful sleep” with its layers of softness. Schneider even uncovered one bed to show us a cushion of padding, a featherbed actually, over the main mattress. He says this bed construction gives the guest a feeling of “being cocooned” in a swathe of relaxation and comfortable support. Topping off each MyBed is a “lighter than a feather” down duvet and four down pillows.

Each guestroom done is in cream, white, with differing shades of brown (from a soft tan to a deep mahogany) and features abstract prints bursting with color, and in some guest rooms, daring red headboards in fabric. In the regular guest room, a 26-inch LCD flat TV rests on a long angular table, which stretches to serve as a desk near the balcony window. The suites have the 32-inch unit complemented by a DVD player.

Visible from the bed is the bathroom through a clear glass rectangular panel with mini-blinds that may be open or shut from inside. Regular rooms no longer have bathtubs as the trend among business travelers apparently is the preference for wider shower stalls, now done with clear glass doors.

A new Club Sofitel Lounge, an exclusive enclave for the discerning executive and upscale travelers boasts of bigger buffet counters and a 12-seat board room.

(THE new Club Sofitel Lounge, an exclusive enclave for the discerning executive and upscale travelers, boasts of bigger buffet counters and a 12-seat boardroom.)

Designed to be a hotel within a hotel, Club Sofitel provides private check-in and check-out, daily complimentary breakfast, unlimited coffee, tea, softdrinks and appetizers and cocktails from 5 pm to 7:30 pm at the stylish lounge. The lounge with an overall deep wooden brown shade theme as well, also has a library corner where guests may borrow international and local newspapers and a variety of books. It also serves also as an office away from home as it is equipped with working tables, ergonomic chairs, desk lamp complete with several sockets for laptops.

For large outdoor affairs, the hotel’s clients can choose between the Grand Sunset Pavilion which accommodate up to 600 persons, or the Harbor Garden for 2,000 persons. Both tented, these are located adjacent to the pool area, and overlooking Manila Bay.

The tennis court has also been relocated near the tents and an area to play pétanque, a popular summer game using metal and wooden balls, which originated from Provence, has also been constructed nearby. Schneider says the game will be immensely enjoyed by families who have become regulars of the hotel’s iconic swimming pool. An island deck in the middle of the pool sports a tropical wooden flooring with fashionable all-weather furniture to make lounging and dining al fresco even more relaxing. Plants line the edge of the deck for a refreshing look. A backgammon table gives guests the added pleasure of playing a few rounds while dining.

Jazz, chocolates, and the sunset

Last night, Sofitel also opened a new outlet called Le Bar, which we predict will become the “to go” place among discerning music fans and chocoholics. Located to the right of the lobby and above the sprawling Spiral, Le Bar incorporates a “three-in-one concept,” explains Schneider: a French bistro offering delectable cuisine, a lounge area for live jazz music, and a new daily outlet to be called Galette (French for wafer) offering a luxurious selection of chocolates and pastries even Jacques de Torres may envy. Knowing full-well that “galette” sounds like our Filipino word for anger, Schneider joked “if you’re angry, you should visit Galette and eat our good French pastries!”

(Sofitel uniforms designed by celebrated French designer Jean Charles de Castelbajac. Photo courtesy Sofitel)

Le Bar features a sunken lounging area where guests can listen to their favorite jazz artists, promising to be the haven of jazz afficionados in Manila. (The hotel has already taken the first brave steps toward being a jazz haven by having featured the first lady of jazz herself Diane Schuur, and 20-year-old pianist Eldar Djangirov, current toast of the jazz world, last Saturday at the Harbor Garden. It will also be hosting a jazz festival in June as part of the annual French Spring celebration of the French Embassy, says Schneider. Now how ultra cool is that?)

To the right facing the stage is a long bar overlooking Manila Bay, where we surmise, watching the sunset with a glass of ripe Shiraz would feel absolutely fantastic. Opposite it is the patisserie station painted in a rich brown with exquisite mother of pearl inlay. To the back will be an extensive wall of wines from all over the world. Designed by Spin Design Studio of Japan, the same firm responsible for Spiral, the fashionable outlet is expected to the raise the bar for cocktail lounges.

Still, there are still a few more things to be done, according to Schneider. The Siete Pecados, once the breeding ground of many up and coming singers and bands who eventually made their mark in the Philippine music industry, has taken a bow and will reopen in due time, new and even more improved. Schneider is tight-lipped on renovations that will take place for this outlet, but promising a classier outlet that only the fabulously French Accor touch will be able to provide.

Because of Sofitel Philippine Plaza’s makeover, the profile of its guests has expectedly shifted. Schneider says there is a marked increase in business travelers at the hotel in comparison to its previously dominant leisure group market.

“The rates are reflective of the renovations of the rooms and other areas. So far, it is accepted in the market as it promises good value for money,” he explains. As of February, the hotel occupancy rate was at 70 percent, but reached 98 percent during the Chinese New Year weekend.

“Our No. 1 guests are still Filipinos, followed by Koreans, Japanese, Americans, Chinese,” he says. With the Accor Sofitel branding, however, “we should see strong growth among the European guests, which have more than doubled [since last year].”

Schneider expressed confidence that with the major renovations at the hotel now completed, Sofitel will be seeing a “30-percent increase in activities this year.”

So you see, you don’t even have to go to France to see, hear, eat, and feel good things French. Sofitel Philippine Plaza will make you believe that even in Manila, joie de vivre is possible.

BORN TO BE A HOTELIER

In an exclusive interview, Accor Asia-Pacific managing director Michael Issenberg talks about his love for his job, Bruce Springsteen and when it is okay to walk away from a deal.

WHEN Michael Issenberg took over as managing director of Accor Asia-Pacific in 2003, the worldwide tourism market was in a flux. SARS had broken out in China and Hong Kong, the war against Iraq had commenced, then there were bombings in Bali and Jakarta, Indonesia. In 2004, just as the tourism industry began to recover, a tsunami struck major tourist destinations such as Thailand, where Accor lost 160 guests and about 50 hotel staff, the Maldives, Sri Lanka and Indonesia. Last year, SARS had threatened to rear its ugly head again while most Asia-Pacific countries, including the Philippines, continued to be on heightened alert against threats of terrorism.

“You have to expect the unexpected,” says Issenberg, when asked what he learned from all these incidents. “We have spent a fair amount of time improving our crisis planning and making sure that procedures do not sit in a draw.”

Nevertheless, he says in an e-mail interview with BusinessMirror, “Asia- Pacific remains the most exciting part of the world for the hotel industry.”

Compared to these incidents, journalist killings, terrorist threats, and regular coup rumors seem to be miniscule although still factors to be considered for a tourist to decide whether to travel to the Philippines or elsewhere. Issenberg appears undeterred and believes “there is definitely a big future for Accor in the Philippines.”

In February last year, Issenberg himself flew in to deliver the good news to eager Filipino fans. The Accor hotel group, he says, will be unveiling its flagship hotel in the country this year—a refurbished and improved Philippine Plaza, to be renamed the Sofitel Philippine Plaza. Last March, the hotel opened its premier dining outlet, Spiral, which features an interactive dining concept featuring different cuisines from all corners of the globe.

Finding the right chemistry
Sofitel is the Accor group’s luxury five-star hotel brand and promises to lend the fine French flair of living to the Philippine Plaza, much loved for its breathtaking view of Manila Bay’s sunsets.

“Having the right partners is crucial to success. We believe that we have the right owner [Philippine Plaza Holdings Inc.] that is committed to the future of the hotel,” Issenberg says.

And Issenberg has been doing just that. He has been traveling all over Asia—most recently in China, Vietnam and India—trying to find the right chemistry with local partners to establish Accor’s brands. But it won’t be a numbers game to him, even as he tries to fill the shoes of his predecessor Jochen Dobel, who managed to add 80 hotels to the Accor group during his tenure.

“When I took over Asia, there was a fair amount of ‘me’ first attitude. My priority was to instill a team spirit across Asia similar to the Pacific,” he stresses.

Issenberg has played a pivotal role in the success of Accor’s hotel and tourism network across the Pacific region. He joined Accor in 1994 as regional general manager and within a year was promoted to chief executive officer of Accor’s hotel and tourism operations in Australia, New Zealand and the South Pacific. He assumed the managing director position in the region in 1998.

In that time, the Accor hotel network in Australia and New Zealand increased from 40 to over 110 hotels. Issenberg has also been credited for his role in developing the hotel group’s interests in associated businesses in Australia including the Cairns Reef Casino, Sydney Convention and Exhibition Centre, Summit Restaurant, Blue Line Cruises and Accor Premier Vacation Club. It was also during his tenure when the Base Backpacker Hostel brand in which Accor is a minority shareholder was established in New Zealand in 2003 and Australia in 2004.

Issenberg has certainly come a long way from Boston, Massachusetts, where he was born, the youngest of three children of Danny and Ann Issenberg. His father owned his business manufacturing juice products, while his mother was a stay-at-home mom which was typical in those days. Growing up, Issenberg worked “casually” in various hotels during the summer vacation as busboy, dishwasher, waiter, bartender, or cook, and as part-time work while he was attending school.

“However, for me, it was more than just earning some money. I fell in love with excitement of the industry.” He says he has been a hotelier since he was 16 “so it’s pretty hard to imagine another career.”

He eventually graduated with a degree in hotel administration in 1981 from Cornell University. Thereafter, he built a successful career that include executive officer positions in Westin Hotels and Resorts, Laventhol & Horwath and Horwath & Horwath Services Pty Ltd in San Francisco and Sydney. Prior to joining Accor Asia-Pacific, he spent five years as chief executive officer of hotels for Mirvac Ltd., one of Australia’s largest hotel companies.

Balancing home and career
The Issenberg family vacationing in Shanghai, from left, Jacob, Rachel, Michael, and Elizabeth. (Photo courtesy of Michael Issenberg)

It was there in Sydney, where the tall transplanted American met his wife Elizabeth, with whom he now has a 13-year-old boy Jacob, and 10-year-old girl Rachel.

“I came for work on a two-year assignment. I could not believe how much opportunity there was in Australia’s hotel industry…. I married a beautiful Australian woman, no doubt one of the biggest reasons why I remained in Australia,” Issenberg explains. Elizabeth, he says, stays home and “manages the family as I travel so often.”

But like many regional chief executives with a lot of countries to oversee, he says it has been quite difficult to balance his family and career. On occasion his work has had to take a backseat to his family.

“It is always a difficult balance…. I have missed many a company meeting for my family, but I cannot recall ever missing anything crucial. On the reverse, I have missed a few family events as well,” he confesses.

To relax, although he hastens to add that there is not nearly enough time for that as well, he loves to watch or participate in sports such as golf or go scuba diving.

“I love almost all sports. I enjoy the competitive nature.” He also listens to music, mostly rock and roll, and admits to being a “Bruce Springsteen fan at heart.” (Hmm…is that “Born in the USA” playing in the background?)

His favorite author is John Irving “because his stories are always unusual,” and says the last book he read was the latter’s latest novel, Until I Find You. How Issenberg was able to plod through the somewhat meandering tale of Jack Burns in search of his father over 820 pages and actually finish it, is a feat worthy of any sportsman!

Asked what his most defining trait is, Issenberg says, “I’m a very frank person. Ask me a question and you will get my honest answer.”

It was very evident in his e-mailed responses to BusinessMirror’s questionnaire, that he is very brief as well. Direct to the point.

Hands-on manager
As a manager, Issenberg says he is a hands-on type of guy. “I like to know what is going on in a fair amount of detail. However, once someone has earned my trust, that earns a lot of freedom.”

He describes Accor’s own management style as “people-focused,” which may be not different from other hospitality organizations, but insists “it is very different from companies in other industries.”

The best management tip he learned from his predecessor and other bosses? “Never be afraid to say no, even it means you have to walk away from a deal, a piece of business, or partnership that has not worked out.”

And so walk away Accor did in 1998, after experiencing some difficulties with its first Filipino partner, another hotel by the bay. Only to turn around and return in 2002, through Century Suites, a budget hotel in Quezon City. The latter was part of the Accor group’s acquisition of the Century Group that year.

With its management of Philippine Plaza, the Accor group is certainly back with a bang (very apropos for turbulent Manila), eager to establish its dominance in the Philippine hotel industry.

“Whilst we definitely believe there is an opportunity in the economy sector, we felt that it was important to reenter the market with a flagship property that made a statement,” says Issenberg.

Now that it has “the right property” to reestablish the Accor name in the market, it may not be too long to see more of its hotel brands in the country. Issenberg says, “We will now actively look for other opportunities to launch our Novotel, Mercure and Ibis hotel brands in the Philippines.”

(My interview with Michael Issenberg was published in the Perspective section of the BusinessMirror, Jan. 12, 2006.)