< PreviousF&B Focus / Björn Frantzén 40 / HOTELIERMIDDLEEAST.COM / DECEMBER 2024F&B Focus / Björn Frantzén DECEMBER 2024 / HOTELIERMIDDLEEAST.COM / 41 “Considering the quality of ingredients, the price we’re paying for them and our sustainability eff orts, not using them is not a good business idea. That comes to mind wherever we are in the world; we’re always going to make sure we’re making the most out of every ingredient to make sure we have as little waste as possible.” A new home on the Palm Having had previous off ers to open a restaurant in Dubai that he didn’t take up, Frantzén describes how he was thrilled for the opportunity to open not one, but two new restaurants at Palm Jumei- rah’s fi rst hotel resort. That said, it’s not a completely new region for Frantzén. The Group has done various pop- ups in Dubai over previous years, which Frantzén says have always been a tremendous success. Now, they will occupy a permanent home at Atlantis, The Palm. Frantzén shares: “I feel super excited to come to Atlantis, The Palm. We’ve had a number of off ers over the years, but it wasn’t until this one came up that I thought, OK, this is the one. I feel proud, humble and mostly excited.” With bespoke tableware, hand-painted murals and an open kitchen, Studio Frantzén off ers a more casual dining club concept that creates a personal and cosy experience for guests. Mean- while, the fi ne-dining, immersive experience at FZN is accompanied by playlist that Frantzén has personally curated himself. “We wanted to spread them out over two fl oors with diff erent areas for guests to move around in. We really wanted to experiment with the space like we’ve done in Stockholm and luckily the owners and manager at Atlantis, The Palm agreed. It’s going to be mind-blowing. I haven’t seen a restaurant like this anywhere else in the world,” concludes Frantzén. “I haven’t seen a restaurant like this anywhere else in the world”Partner content 42 / HOTELIERMIDDLEEAST.COM / DECEMBER 2024 Become a Spartan warrior January’s Spartan Race is the perfect opportunity to test your fi tness and bond as a team What’s better than a simple team-building day? A team building day that includes mud, sweat and glory… Spartan Race is an obstacle course race with options to cover different distances – 5km, 10km and 21km, as well as having an option for kids, too. It’s suitable for all levels of fitness, and can be completed by running, walking (or skipping) around the course, which makes it perfect for a corporate team-building exercise. And while taking part in a Spartan Race can be daunting for some people, it really isn’t too hard to take part in and certainly isn’t for athletes only and, while there are competitive categories, the majority of people taking part are people wanting to challenge themselves, do some physical activity and try something new. One great entry level way to take part in Spartan is to gather your colleagues and friends and enter as a team. Why should companies invest in wellness focused team- building? Here's a few reasons: Enhanced communication, improved teamwork, increased trust, increased productivity, a healthier workforce (meaning less absenteeism), improved focus and enhanced creativity. In addition it can create a positive company culture and allow employees to see that the company values their health and well-being, in turn enhancing employee loyalty and improving company reputation. The feeling of comradeship and collective achievement at the finish line is unrivalled and typically after someone’s first Spartan Race, they want to do it all over again, such is the rush of taking part and completing it. The first Spartan Trifecta ever held in Dubai city limits is taking place in January. The Trifecta gives particpants the chance to compete in all three distances over the course of a year and comes with a special Trifecta medal. The eventwill take place on January 25 and 26 2025 at Dubai Parks & Resorts. Registration is open now. For more information, visit arabia.spartan.com and follow on Instagram @spartanmiddleeast. Partner content DECEMBER 2024 / HOTELIERMIDDLEEAST.COM / 43Feature / Jeddah insights 44 / HOTELIERMIDDLEEAST.COM / DECEMBER 2024 As Jeddah’s tourism appeal grows, the hospitality sector faces a unique set of challenges and opportunities Balancing tourism with history By Jessica CombesDECEMBER 2024 / HOTELIERMIDDLEEAST.COM / 45 Feature / Jeddah insights Tourism in Jeddah fl ourished in 2024, with a notable highlight being the annual Jeddah Season festival, which attracted over 1.7 million visitors over 52 days. Aiming to support Saudi Arabia’s Vision 2030, the event brought a variety of attractions to the city, including immersive experiences like the Warner Bros. Discovery interactive zone and a Monet-themed art exhibit. In addition to cultural experiences, the festival included sports events like the Motosurf International Cup at Jeddah Corniche, which further broadened its appeal. The city’s hospitality sector also reported record occupancy levels, reaching their highest since 2016, as demand surged due to major events like the Arab League Summit and Jeddah Season. Hotel occupancy rates approached 80 percent, translating into substantial revenue gains for Jeddah’s economy. Ali Manzoor, head of hospitality, Hotels & Tourism, CBRE, Middle East Region and Tulin Yilmaz, GM at The Hotel Galleria Jeddah, Curio Collection by Hilton share their insights on Jeddah’s evolving role as a major cultural tourism hub under Vision 2030, which seeks to boost Saudi Arabia’s economy by emphasising cultural tourism. Jeddah: setting itself apart According to Yilmaz, Vision 2030 has fundamentally shifted the growth strategies within Jeddah’s hospitality sector by encouraging innovation, diversification, and local and international partnerships. The focus on expanding tourism, particularly leisure and cultural tourism, has opened up a range of new opportunities for hotels to cater to a broader audience. “At Hotel Galleria, for example, we’ve developed strategies to embrace Saudi culture while enhancing luxury experiences that appeal to both domestic and international guests. The goal is to make Jeddah a primary destination, supporting the broader goals of Vision 2030 by creating memorable guest experiences that promote cultural immersion,” she says. Manzoor adds that because Jeddah has always been one of the most diverse hospitality markets in the Kingdom of Saudi Arabia – given that it has consistently been able to attract corporate, leisure, governmental and religious tourism demand – the development strategy in Jeddah is slightly diff erent than it is in other markets. He says: “While other initiatives in the Kingdom primarily aim to create demand in new destinations with no existing demand base, or attract specifi c segments not yet in a market, in Jeddah, the various megaprojects in the city aim to augment tourism demand rather than inducing it.” Challenges and opportunities Catering to a diff erent set of demands of local and international tourists provides unique challenges and opportunities for hospitality brands. Manzoor notes that, as the gateway to Makkah, religious inbound visitation in Jeddah is uniquely challenging, with many large groups unable to speak either Arabic or English. “To this end, communicating with these groups – let alone trying to uncover and deliver to the expectations of potential guests – can be a challenge for many properties that do not have a sufficiently multilingual talent pool. From a domestic perspective, while the various recent events in Jeddah have certainly augmented leisure demand, changing dynamics in government spending are creating challenges for existing properties.” Yilmaz highlights catering to both local and international tourists is balancing global standards with local preferences because international tourists often seek the comfort of familiar standards, while local guests look for cultural authenticity and luxury. “This has become an opportunity to innovate by integrating local traditions into a luxury experience, by curating unique culinary experiences and hospitality services that refl ect Saudi culture. Additionally, catering to diff erent guest expectations has led us to evolve our off erings seasonally, which adds an element of dynamism to our service delivery,” she says. Yilmaz adds that Jeddah’s hospitality sector is actively embracing new technologies to improve guest experiences and operational effi ciency. “At Hotel Galleria, we’ve integrated smart room controls and digital concierge services, allowing guests to customise their stay at their fi ngertips. AI is also being utilised to analyse guest preferences, which helps us in personalising services and anticipating needs. We’re also exploring technology that supports sustainability, aligning with both guest expectations and Vision 2030’s environmental goals. Smart hotel systems have allowed us to elevate convenience and personalisation, enhancing the luxury experience for our guests,” says Yilmaz. The demand for luxury Yilmaz has observed the demand for experiential and luxury off erings in Jeddah has been on a steady rise, fuelled by a desire among guests to explore and immerse themselves in new, authentic experiences. Specifi cally, there is increasing interest in curated experiences that go beyond standard luxury, such as cultural tours, wellness retreats, and culinary events. She adds: “Over the next fi ve years, we expect experiential travel to become a core aspect of the hospitality industry in Jeddah. The emphasis on personalisation and the fusion of cultural and luxury experiences are likely to defi ne Jeddah’s hospitality offerings, as guests seek deeper engagement with the destination.” Manzoor adds that most properties in the luxury sector, and even in the upper upscale sector, rely on visitation from the Royal Court to various degrees to smooth out the annual budget. However, given that demand from this segment “There is an opportunity to integrate local traditions into a luxury experience”46 / HOTELIERMIDDLEEAST.COM / DECEMBER 2024 Feature / Jeddah insights is erratic, there is a certain associated risk. “We have seen several properties in the past rely heavily on this demand in their annual budget only to fail to attract it. The result is an unattainable budget and upset hotel owners. In any case, as more luxury hotels are delivered, this demand will likely thin over a larger number of properties, and hotels will have to resist the temptation to be over-reliant on this visitation into their budgets. As the city is redeveloped and more demand generators are delivered, hotels will have to work on staying competitive and attracting associated leisure demand,” he says. Religious tourism The seasonality of religious tourism, particularly around the Hajj and Umrah seasons, plays a role in shaping investment, staffi ng, and marketing strategies for hospitality businesses in Jeddah. Manzoor notes that religious tourism is a diffi cult segment to cater to as the unique guest behaviour is awkward to accommodate. Some of the basic challenges are that guests often travel in large groups, have specifi c dietary requirements, and have left their home country for the fi rst time specifi cally to perform their religious obligations. “What is most challenging is the logistics. While it is true that hotels in other markets may serve equivalent volumes, these locations have some variability in guest behaviour patterns. Religious tourists, by contrast, can pose a challenge as they tend to do things at the exact time. When you have guests who want to enter and leave a hotel for prayer at the same time fi ve times a day, and, during Ramadan, want to commence eating during the same minute, logistical concerns require far more thought and preparation than in other markets,” he adds. Yilmaz says that religious tourism is part of the operational strategy for this reason because peak periods require signifi cant staffi ng adjustments and marketing eff orts to cater to the infl ux of religious tourists. “Investment strategies are also tailored to this seasonality, ensuring we’re prepared to offer seamless service during these times. At the same time, we invest in promoting Jeddah as a year-round destination, enhancing cultural and luxury off erings to attract leisure travellers outside peak religious tourism periods. This dual approach allows us to balance the high demand during religious seasons with sustained guest engagement throughout the year,” she says. Jeddah’s tourism sector in 2024 has marked a pivotal year of growth, driven by high-profi le events, strategic alignment with Vision 2030, and a commitment to cultural and luxury experiences. Through innovative approaches and adaptations to meet the needs of a diverse visitor base, Jeddah has strengthened its position as a top destination in Saudi Arabia. By investing in technology, catering to religious and luxury tourism, and leveraging the city’s rich cultural appeal, Jeddah is well-equipped to sustain this momentum and continue evolving as a premier, year-round destination in the region.Main / Sub48 / HOTELIERMIDDLEEAST.COM / DECEMBER 2024 Namia River Retreat, a fi ve-star village resort, features 60 villas each with their own private pools, as well as locally inspired dining experiences, Thu Bon River views and wellness therapies inspired by Vietnamese herbology. Through every detail, the resort provides unique ways for guests to embark on a cultural journey, explore and connect with the lantern-lit ancient town of Hoi An. The wellbeing of guests is at the heart of every stay at the Namia River Retreat. The resort encourages both guests and employees to slow down and practice a mindful approach. All systems, procedures and team training sessions of the resort align with the local ecosystem and community. This translates to guest off erings, with wellbeing activities off ered throughout the day. From silent walking meditation inspired by Zen master Thich Nhat Hanh, to a lantern lighting ceremony, there are plenty of daily rituals guests can incorporate during their stay. Yoga and meditation are off ered, and guests also have the option to enjoy in-room rituals like a mugwort and acajeput bath soak. All therapies have been selected and thoughtfully designed to help guests restore balance. The spa and wellbeing concept has a distinct Vietnamese story inspired by Thuoc Nam (southern herbology), which relies entirely on native ingredients, used in their fresh state or simply dried. These healing folk remedies have been passed down from generation to generation and infused throughout the spa expe- rience. In collaboration with traditional practitioners, healing masters and Vietnamese schools, the resort has curated a menu to showcase the power of these local treatments. Resort guests can additionally enjoy an inclusive 90-minute well-being journey per person, per night consisting of a herbal remedy prescription in the apothecary, a 30-minute herbal hammam using locally sourced herbs, and a 60-minute tradi- tional therapy. The Ritual for Release retreat option additionally focuses on detoxing the body with food, and emotional easing with energy healing, while boosting vital energy by activating yoga and meditation practices, all under the guidance of a personal Vietnamese wellness practitioner. The retreat also off ers immersive, authentic experiences for guests, such as mini-tours to learn about the local traditional artisans, connect with the natural surroundings of the Nipa Forest and participate in sunset river cruises. Checking out Namia River Retreat Where wellness meets heritage, located on the Con Ba Xã Islet in Hoi An, Vietnam.Checking Out DECEMBER 2024 / HOTELIERMIDDLEEAST.COM / 49Next >