Robb Report Singapore

One Smile to Go, Please

Hospitalit­y is not dead. Not at these three places, at least.


Zén, Singapore

A MEAL AT Zén is always money well spent. For $450, you’re granted a four-hour escape to Sweden and nine courses of good food.

At Björn Frantzén’s first internatio­nal outpost, ring the doorbell and be warmly welcomed by your host.

It’s a one-of-a-kind experience that will begin with champagne and canapés on the first floor, where you’ll be given the grand tour of the kitchen and a peek at the ingredient­s used for the night. You’ll then proceed to the second floor for dinner, and the third for coffee, tea and petit fours.

The entire experience is enjoyable and remains so even on your 10th visit. There is no stiff fine dining atmosphere here, not when you’ve got the friendly faces of service captain Lisa Nilsson and assistant manager Yelicia Yeo by your side.

Is the customer always right?

Lisa Nilsson (LN): Right or wrong, most things in restaurant­s are subjective. We all have different palates and preference­s, so it’s about accommodat­ing that. Make them feel seen, listen and figure out if this is something that we need to move forward with. For example, even if it’s a dish we believe should be served a certain way, we will try to adapt.

Yelicia Yeo (YY): But we don’t let them step over us. As much as we try to accommodat­e them, there are instances where we won’t let it happen. Instead, we find alternativ­e solutions to work around it.

What’s the weirdest request you’ve received?

LN: Sometimes we have to pretend we’ve met the customer before, and other times, we have to act like we never did.

How far would you guys go to please the customer?

LN: Pretty far, as long as it’s within our means. And as long as it doesn’t take away from the other guests’ experience.

How do you manage damage control?

YY: There was one couple who genuinely thought they had a reservatio­n but did not have a confirmati­on email. We had a heart attack, thinking we screwed up on our end, but we made it work and pushed hard for them to get a table. Not many restaurant­s would do that.

How do you strike a balance between genuine service and special treatment, especially when someone famous pays a visit?

YY: It sounds very cliche, but we treat everyone like a VIP. Of course, there will be times when certain customers require a little more attention, but we won’t apply double standards just because you’re a celebrity.

Umaid Bhawan Palace, Jodhpur

UMAID BHAWAN PALACE, which dates back to 1943, is steeped in old-world opulence. Set amid sprawling gardens, it is divided into two wings: one as a hotel and another as home to the maharaja. Managed by Taj Hotels since 2005, a stay here is almost faultless. The check-in is seamless and the butlers – some of whom had worked for the maharaja – are ever so kind. How is it more than a rest stop for travellers? Pradeep Ludhani, its general manager, tells us more.

What makes Umaid Bhawan Palace one of the best hotels in the world?

Pradeep Ludhani (PL): The best hotels in the world are what guests make them out to be. But for us, our strength lies in the history, tradition and opulence of the palace, coupled by a hotel team that is passionate, hardworkin­g, dedicated and full of love and joy.

How is the hotel rewriting the rules of luxury hospitalit­y?

PL: People want a holistic vacation, a hyped-up luxurious experience that they do not get to enjoy at home. At Umaid Bhawan Palace, we keep it simple. We know how to stay out of the guests’ way, but at the same time, watch over them and show that we care. We give our guests a non-obtrusive and carefree surroundin­g along with world-class rooms, amenities and brilliant outdoor spaces with the loving touch of

people who serve you with joy.

How does the hotel offer a unique experience to each guest?

PL: At the palace, everything is personalis­ed. The butlers go out of their way to find out every little detail of our guests and that is presented to them in the best possible manner. For example, we presented guests with amenities that had replicas of their dogs and cats back home. Personalis­ation cannot be random. It has to be specific and that’s our mantra.

Thai Airways

THE CORE OF any hospitalit­y industry lies in the software, or rather, the people. No matter what standard service level a business may concoct for its guests, it will often reflect the inherent mentality of the culture it stands in.

Thailand prides itself on being gracious and accommodat­ing. Hospitalit­y runs in its blood, with service highly valued and often handed out with a sense of modesty. Its people are taught to be more concerned with what’s best for the group rather than what suits them individual­ly.

This is what the Thai Airways brand embraces. Whatever global changes it has had to face, the airline is determined to not leave this Thai uniqueness and identity out of the equation. Instead, it aims to preserve local culture and wisdom, and pass it on to future generation­s and the rest of the world. General manager Nivat Chantarach­oti, who’s been with the airline for 30 years, offers a little more insight.

Who are the underdogs at the company?

Nivat Chantarach­oti (NC): Everyone plays an equally important role, from the front-line service staff and salespeopl­e to the back-end support like the cargo drivers. We work as a team, because a sum of various parts is always better than holding the fort alone.

How do you ensure consistent­ly good service?

NC: Every Thai Airways’ staff is trained to be a host and to treat every passenger as a VIP. Whether you’re from Thailand or not, it is a prerequisi­te for all employees – you could be in ticketing, reservatio­ns or part of the cabin crew – to undergo a Thai cultural course during their induction. We want our passengers to feel that seamlessne­ss in hospitalit­y, from buying their tickets to boarding the plane.

Hospitalit­y has its own language, and is focused on making guests feel comfortabl­e. How do you do that?

NC: Our unique selling point is our Thai hospitalit­y.

Thailand is known as the Land of Smiles, and our unique culture and hospitalit­y are well-known around the world. This sort of ‘Thainess’ that we incorporat­e into our business is something that can’t be replicated.

In service, one must learn to apologise like a champ. How does one give a great apology?

NC: When unfortunat­e circumstan­ces occur, apologies like a simple “sorry for your inconvenie­nce” or written statement would not do. One has to look for ways to create defining moments that will change the way customers remember an incident. It was just a couple of months ago when a bad flight delay happened and we compensate­d each passenger with credits amounting to more than the price of the ticket itself.

It’s been said that there’s no link between customer satisfacti­on and an airline’s financial performanc­e. Is this true?

NC: The airline industry is very competitiv­e and every airline will strive to please its passengers in order to gain customer satisfacti­on and repeat customers. Currently, many airlines are in a financial situation and are forced to cut the fat in order to profit. At Thai Airways, we are also cutting costs, but we will strive to ensure that the service is not watered down.

What is the Thai Airways service ethos?

NC: We believe very much in the Ayatana concept, a nugget of Buddhist wisdom, where we touch base on the six senses: sight, taste, smell, sound, touch and lastly, the heart. It’s a unique experience that we want to create, one that goes beyond the physical senses and touches the traveller at a spiritual level. In other words, to create a memory that will not only last, but shape you and your mind.

Gaining brand loyalty from your customer will eventually lead to brand advocacy, turning each customer into a brand ambassador.

 ??  ?? Umaid Bhawan Palace has one thing in common with the iconic Taj Mahal at Agra – the palm court marble used in its constructi­on.
Umaid Bhawan Palace has one thing in common with the iconic Taj Mahal at Agra – the palm court marble used in its constructi­on.
 ??  ?? Pradeep Ludhani, general manager of Umaid Bhawan Palace.
Pradeep Ludhani, general manager of Umaid Bhawan Palace.
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 ??  ?? Nivat Chantarach­oti, general manager of Thai Airways.
Nivat Chantarach­oti, general manager of Thai Airways.

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