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Dubai In My Rear Window
May 15, 2008
I have been back in the office from the Dubai hotel investment conference for more than a week and this is the first breath I have had to write this blog on the conference. Let’s see what I can remember.
This was the fourth annual event (I have been to all four) and attendance has grown from around 400 the first year to more than 1,100 attendees this year—mostly the cream of the crop from the Middle East hotel development world. The conference is held at the Medinat Jumeirah, a beautiful hotel, resort and conference center on the beach and shouting distance from the iconic Burj Al Arab. It should come as no surprise that the weather was hot, yet the hotel investment crowd can’t help but wear dark suits. There is just something wrong with the picture of an outdoor cocktail party with 900 men and 200 women (my estimate) in business suits fighting the sweltering heat of Dubai.
That being said, the conference was outstanding—more so for the collection of its participants, as is the case with most hotel investment conferences. The programs are somewhat interesting, but as a grizzled scribe no one really says much of anything worth reporting about. All the action takes place in the nooks and corners of the conference space, where deals are made and plans are hatched. Certainly in the GCC, there is no shortage of plans. In fact, for the first time this year, I heard rumblings of overbuilding, even more significant cost overruns and, dare I say it, potential for a reduction in performance and profits not too far around the corner as supply starts to come online.
The Dubai miracle is going strong, willed by the region’s leadership and marketed as professionally as I have ever seen anything marketed. The renderings, videos of what is to come and the simple inertia of Gulf development are brilliant. Whether it will grow too fast or whether development exceeds demand are questions starting to be asked a bit more often.
Certainly, labor issues are enormous and it is good to see the leadership start to engage nationals about a career in hospitality. There is going to be incredible competition for talent from eastern Europe, the Middle East, India, China and the rest of Asia Pacific. Those who best recruit, train and retain will certainly have a leg up in the long term.
One of the most interesting presentations at the Arabian Hotel Investment Conference was all about Saudi Arabia. The country is seriously devoted to reorganizing and growing its travel and tourism sector and you will start to hear more about the Kingdom and projects such as its Red Sea master plan more and more. The leadership calls it a “reawakening of the culture” as opposed to the “opening up” of the Kingdom. Focus will be on the music, color and food of the country.
At least seven cities are being built from scratch, airports are being upgraded and expanded, 15 signature events are under development, new tour operators are being licensed, and much of the demand will be generated within the region. An airport city is being built in Jeddah with Riyadh next in line.
In between interviews and off the record discussion, I did pick up a few other tidbits of news from the conference I can share:
• Virgin Hotels aspires to move “big time” into the hotel business with the goal of 100 hotels globally within five years. It likes major UK markets, not surprisingly, as well as Euro capitals and Australia.
• MGM Mirage Hospitality will launch a ultra-luxe brand called Emblem, as well as another brand called MX.
• Emaar Hotels & Resorts talked about its new lifestyle brand called The Address, “where life happens.” They want to take it global with 15 hotels initially and 100 in 10 to 15 years. Mikel Abrahim, director of sales, calls it where “cool meets warmth.” Hotels will have 200 to 250 rooms plus an additional 200 residences. They are starting in Dubai but have their eyes on the UK and Germany next, as well as Shanghai, Egypt, Indonesia, Morocco, Istanbul, Los Angeles and New York City.
Posted by Jeff Weinstein on May 15, 2008 | Comments (2)
In response to: Dubai In My Rear Window
L C commented:
Is there a large need for consulting and if so who would be the best group?
In response to: Dubai In My Rear Window
Hi Jeff, am Paul a Kenyan citizen.I did commented:
CURRICULUM VITAE. Name: Paul Mukui Kimata Date of Birth: JANUARY 28, 1979 Nationality: KENYAN Marital Status: SINGLE Address: P.O. BOX 14193-00800 NAIROBI. E-mail address: kimata.paul@gmail.com Cell Phone No: 0724379945 / 0736129500. Career Objective To offer logical solutions through career in Purchasing and Supply Chain Management that provides an efficient and cost effective value added procurement support to the organization projects and proposals teams through strategic consultancy and training. Professional Background § August 2003 - June 2006: Kenya Institute of Management (KIM) Purchasing and Supply Management Diploma. § July 2004 - August 2004: Institute of Advanced Technology (IAT) International Computer Driving License- (ICDL Part One Certificate). § 1995 - 1998: Mururia Secondary School (K.C.S.E.) – Kenya Certificate of Secondary School Education. Research Projects. May-September 2005:- Business Processes Outsourcing (BPO). Six month research project on outsourcing business processes. Working Experience April 2008 To July2008 – Kenya Airports Authority (Contract) • Management of procurement Audit and identifying cost reduction and innovation across the portfolio. • Assist in managing and developing supplier portfolio and measuring performance against agreed SLAs. • Evaluations of appointed suppliers through the viability of existing schemes and proposals among others. August 2006 TO March 2008– Tamarind Group. Procurement Officer – Tamarind Hotel Nairobi. Responsibilities:- • Full responsibility for all activities related to supply contracts such as drafting, Preparation, finalization, negotiation and execution. • Assessment of vendor prequalification as a team, ownership of approved vendors list, prepare / review and issue of RFQ and Tenders for approval purposes. • Monitor suppliers performance through a database make correspondence between the company and vendor(s) and advice the General Manager on the consequence if any. • Carry out a risk assessment of supply contracts and co-ordinate and ensure that adequate insurance covers and other mitigation measures are in place. • Assist in budget preparation of the department, as well as quarterly forecasting of performance analysis of the department. Conducts performance reviews in time & providing constructive information in supply Re- engineering through food costing and controlling cost. • Periodic submission of the Purchasing report to the General Manager and the finance department for the accountability direction, innovation and performance of direct reports, identifying development needs with a view to increase efficiency. June 2005 - July 2006 Interpon Kenya Limited – Procurement Department. Responsibilities:- • Ensuring compliance of all procurement policies and procedures are appropriate for efficient and effective auditable procurement trail. • Provide an efficient and cost effective procurement support, timely value added solutions that meet requirements of the Department proposal within allocated budget allowances to head of department. • Identifying potential sources of supply and liaise with representative in ensuring such sources are acceptable. • Developing bidders list for potential suppliers, service providers and procurement agencies to obtain “assessed bids” are in line with or better than project cost allowances and required deliverables. July 2003 – Feb 2004: Time- Shark Services: Purchasing co-ordinator (Contract) Duties: Contact a range of suppliers to obtain quotations, agree delivery times and place commitment based on price, quality and according to customer demand, company policy and budget. Ensuring equipments are delivered to right place at right time. Managing system generated GR/IR and ensuring blocked invoice reports are up to date for management of business relationships i.e. end-to-end procurement, contract, activity and invoice/billing management July 1999 - May 2002: Cross Culture Society Duties: Inventory Personnel. Accuracy of stocks allocation, follow-up on allocation changes, to ensure Purchases are accounted for, inventory reconciliation- both warehouse reports and in-house stocks. Internship. May 2004 - Oct 2004: Ministry Of Roads and Public Works Roads Maintenance and Development unit. Duties: Roads safety improvement and environmental protection, ensuring quality and value for money in designing and construction of highway infrastructure, maintaining of existing roads network to agreed standards and implementing capacity improvement to ease congestion. Assisting efficiently and effectively in the use of resources to maximizing cost of acquisition of materials. Accurately complete all required documentation as requested by supervisor. Workshop / Seminars. November 2005 - Kenya Institute of Supplies Management- K.I.S.M. funded workshop on: - “An action plan for the firms to take transparency initiative in their business processes i.e. Principle of agreement” March 2005 - Life skills and career training. “What do I have to offer?” – Systematic development of strengths and abilities that inculcate in arrange of interpersonal and communication skills in a range of diverse and changing organizational settings. August 2004 – K.I.M. Sponsored Workshop. Life skills and career training Developing Strategic Goals And Policies Governing Procurement In Project Management:- Assessing work plans in various projects within time frames directly related to managing specific projects in relation to Procurement. Personal Profile • Able to negotiate the most cost effective procurement strategy demanding the highest standards for quality purposes within the knowledge of business commercial terms and conditions. • Able to set and monitor service level agreements with knowledge of purchasing and tendering processes and ability to negotiate and manage multiple stakeholders, including external organizations and companies. • Go – getter, being updated with current legal requirements and commercial best in practice pertaining Procurement, liaising with other departments to facilitate intergenerational change in service delivery. • Able to actively open communication at all levels in relation to developing a detailed organizations business analyses and working with businesses to deliver an action plan to supporting organization requirements with-in short, medium and long-term basis. • Able to work independently and show initiative with willingness to learn and learn new things through research skills via library, internet and experimental case study necessary for innovation. • Ability to apply extensive financial controls – automated invoice processing, budgeting, for


