Malhotra explains the importance of specific differentiators that dictate how a person perceives a brand. He elaborates: “How do you feel as you enter the hotel, in terms of space, architecture and design; what is the sense you feel? Ideally, the establishment should take on the flavour of its location, but retain its [brand] identity.”
Service is also key to the experience, and Shaza has its own bank of specialised, exclusive service offerings, he intimates, with an enigmatic smile.
“The third differentiator of a brand is its people, who vary from country to continent. Our interaction is very specific to Arabian custom – that of hospitality and welcoming – inculcated with simple rituals and traditions; and the generosity of the service itself.”
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While one might think that an overdose of luxury would deter families, Malhotra is adamant that this is not the case as family is the very core of Arabic culture. “Many of our service products are designed around the family unit as, in
the GCC, the family is one of the largest market segments.”
Intra-travel within the GCC, he explains, has the highest rate of growth than any continent, presently. He puts it down to the sense of belonging and community within the Gulf region, a sense of comradery.
“Nevertheless, GCC travellers have tasted Europe and the Far East, and have a profound appreciation of all that these far lands represent, but they are equally confident of their own region’s offerings,” he states – and Shaza is intent on making this region its focus.
He believes that it’s the sense of pride within Middle Eastern citizens in their own cultures that will drive the success of the Shaza brand in the region.
“There is a cultural pride that has surged over the last 10 years and with it a desire to represent this culture in its purest forms, from jewellery, the equestrian arena and calligraphy – and in hotels,” Malhotra observes philosophically.
And it seems that Shaza is aiming to become a perfect manifestation of that that desire.
To date, Shaza is undertaking projects in Fez, Morocco; in Mecca, Riyadh and Jeddah, Saudi Arabia; in Amman, Jordan; in Doha, Qatar and Muscat and Salalah in Oman. The group has also included Bahrain in its pipeline plan.
Malhotra concludes that Shaza Hotels is keen to discuss future developments with investors and will welcome all approaches.
If all goes to plan. the sudden emergence of the Shaza chain will surprise and delight its stakeholders in equal measure.
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