Mrad El Khouri, the new general manager of Towers Rotana Dubai, discusses competitive markets, guest satisfaction and why more GMs today come from a sales background
How did you begin your career in the hospitality industry?
I started my career in sales and marketing, working in various companies across the Middle East. I ventured into the hospitality industry in 1998, when I joined the Sheraton Riyadh as director of sales and marketing, which was followed by movements within the hotel chain.
I was also part of the pre-opening team as director of sales and marketing at Le Royal Beirut, prior to joining Rotana in 2003 as area director of sales and marketing.
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My move to Rotana was an important part of my career, as it paved the way for me to achieve my first general manager position — which I took up in 2006 at the Burjuman Rotana, which is now known as Burjuman Arjaan by Rotana, Dubai. I transferred to Fujairah Rotana Resort and Spa as GM in 2009 and now I am back in Dubai.
What are your immediate and long term plans in your new role?
It is my immediate plan to further improve the business in general at Towers Rotana Dubai, in addition to providing the best facilities and services to all our guests. My aim is specifically to maintain the hotel business and increase revenue and market share across all segments.
I would also like to upgrade service standards and quality, increase regional awareness by targeting and attracting new markets, look into our expenditure and maximise cost saving measures as well as to promote employee satisfaction and retention.
In the long term, it is my goal to finish the major room refurbishment and showcase the new hotel in the best way possible.
You initially worked for Rotana in a sales and marketing position — why do you think more GMs are coming up through sales and marketing positions?
Sales and marketing provides hoteliers with an opportunity to carefully study the current market conditions.
When you work in sales, you can understand the incoming and current competition and analyse the movements in an industry, which is becoming more and more competitive and challenging.
Being empowered with accurate market knowledge and the source of business will give you a major strength and an edge over others, and it will definitely prepare you to lead your property effectively.
How will you tap local and international markets to increase business?
Strategic planning and identifying the customised needs of each and every market segment are key elements of increasing business.
In addition, Rotana Hotels is launching a summer campaign targeting the local and international markets. We will also have special packages.
Do you think the hospitality market is more competitive following the economic downturn?
Definitely. At the peak of the downturn, there was a major slow down and freeze on projects, however, this year’s outlook has been positive and business in general is getting better.
Furthermore, the surrounding unexpected political situation, which unfortunately unfolded this year, has actually reflected positively into our market. Major hotel projects are back on track and more hotels are opening.
How easy is it to ensure all guests have the ‘treasured time’ promised to them?
I will not say it is easy, because you need to ensure you have the right employees, sufficient training and support to be able to deliver on this promise.
More importantly, everyone in the team should be aware of what the brand wants to showcase to its guests, and it is essential that we all live and practice the core values of Rotana.
To work for Rotana, you need a good mindset and a passion for service — and we are taking all possible measures to infuse this in our daily operations, with the ultimate goal of providing unforgettable experiences to each and every guest.
What is your favourite part of the job?
It is always my pleasure to make a guest happy and to keep the employees satisfied — which of course leads to highly profitable results.
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