Bringing a monster all-inclusive development to what Rixos calls “one of the best kept secrets of the UAE” would normally inspire dismay from local businesses and residents with fears of all the usual evils that come with the territory, such as squalid high rises, cheap unbranded alcohol and tacky discotheques.
However, Rixos promises not only to transcend these stereotypes with an ultra-exclusive property, but to further enhance the upper scale reputation of the emirate with a host of top-class entertainment and dining options.
Fourteen outlets have the joint capacity to host 900 people. These include one global cuisine buffet, six a la carte restaurants, six bars and lounges and a nightclub, to host international DJs. Adding further pizazz to the quiet emirate is a resident Cuban band that has been contracted to perform nightly.
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According to Omar, rather than stealing the show however, the property will simply up the stakes, encouraging local businesses to add f&b outlets and ramp up their entertainment offerings. “In my opinion entertainment is totally missing [in Ras Al Khaimah]” he comments. “It’s always hard for a pioneer concept to be implemented but we have support from the government and we have to do it the right way.”
Omar points out that in fact, the resort will add to efforts of the Ras Al Khaimah Tourism Development Authority to increase the destination’s inventory, which he says “has doubled in less than a year” with the emergence of properties such as the Waldorf Astoria. “[The Rixos Bab Al Bahr] will add value to the destination, bring new markets and bring new charter operations,” he says.
The company already has a huge customer-base engaged through partnerships with a number of Russian and Turkish tour operators including Coral, Thomas Cook, and Pegas, and Rixos senior vice president, brand management Ba?ak Erel expects more to come following the RAK opening: “We are looking for more partners and more diversity in the market to bring new business to the destination. For example, we’re looking at partnering with tour operators from other CIS countries such as Kazakhstan. This market is very active in Dubai but it’s not yet in Ras Al Khaimah.”
A veteran of the all-inclusive model, Erel held a number of roles during her 20 years at holiday operator Club Magic Life, currently managed by TUI Travel. She is confident that the RAK property will speak for itself: “Everyone is free to have an opinion,” she asserts.
“Anyone who has a negative opinion, we’ll invite them to Rixos Bab Al Bahr for a couple of hours and then we can talk. There are lots of five-star bed and breakfast properties in Ras Al Khaimah so what is the difference? Nothing actually.”
One challenge at the forefront of Omar’s mind, however is achieving 60% occupancy across 655 rooms in year one”. He comments: “I think the real start for the property will be in the last quarter because we have missed the winter season.”
Erel on the other hand foresees quite the opposite problem.
“My biggest challenge will be having 130 people without a bed — I mean to be overbooked! I don’t see any negative challenges.”
It is this attitude that permeates through the company’s growth strategy, and according to Erel gives Rixos the edge over its peers: “Other chains have certain standards and if it doesn’t fit, they don’t take the risk,” she asserts. “This is our challenge, but it is also our strength.”
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