From L-R standing: Thomas Van Opstal, Marcus Ptok and director of marketing Jeremie Lannoy. Sitting (from L-R) Mai Nassar and Neeraj Pyaneeandee.
“I think Muscat deserves to have a sophisticated level of culinary exposure. The onus is upon us to create an experience for the people. Other hotels [in Muscat] are doing their bit as well but we want to be distinct from the market. The reason is that we want to show everybody that we are here to do things differently but at the same time sticking to what the market is demanding,” Pyaneeandee says.
Ptok says the idea is to simply bring to the Omani market what is on offer elsewhere. “I do not think our culinary concept is entirely new to Muscat, but it is just something that people might have not experienced here, and we want to be first to do so. There is a possibility that when people want to experience something out of the ordinary they may go to other places, but it would be nice if they could stay here and try it out.”
Drawing comparisons between Muscat and the trend-savvy F&B scene in Dubai, the Mauritian-born chef says Muscat is lacking on a few fronts. “There is no trend in Oman but it’s up to us to make people follow the trends from elsewhere. Dubai has a tendency to twist the trend, they are not always world trends. So Dubai takes what works in London, for example, and twists it a little to suit the city and its population. But that also translates to a lot of supply in the market, and those who do it well survive for three years and beyond, and those who don’t get it right fail. Oman is not on that tangent yet, but it’s up to us to create a food culture,” he says.
Among the new F&B outlets that will come on board is the Tea Library, scheduled for a Q2 2017 opening. The Turbine Bar will open later in the year. And the hotel’s fifth concept will open in Q4 2017.
Pyaneeandee says: “We want to be the best in the market, no doubt. Chefs will concentrate on bringing the best products and practices and people like Marcus on the beverage side of things, but the business mindset needs to change. We are in a tight business environment, not just here but all over the world. Also people need to have a bit more entertainment, more value for what they spend, because life is getting more expensive.”
Ptok adds: “We would really be appreciated if we stir up the market a little and lift the entire F&B scene, and everybody ups their game in the bargain.”
“There is a lot of talent here that is waiting to do what we are doing but it just needs a bit of convincing of all the stakeholders,” Ptok continues.
The Sheraton Oman Hotel is a well-known property in Muscat, and Marriott International has placed some of its key employees in senior positions.
Opstal, for example, is one of Sheraton’s revered leaders among both senior management and junior staff. He has mentored several of his associates to become general managers across different Starwood (now Marriott International) hotels, and other senior positons.
Opstal says: “When we hired our associates [in Sheraton Oman], we laid emphasis on training them with strong service standards. We wanted to have staff who really cared about our customers and, from the feedback we have received, it seems to be paying off.
“This hotel will never be one of the largest, but it has fantastic potential. It’s beautifully fitted out, the rooms, public areas, restaurants and the quality of F&B.
“But at the end of a business trip, if you have spent time in different cities, may will not remember the hotels you stayed at but you will remember the people who took care of you.”
He concludes: “Almost every comment speaks about the staff, and the service — that’s our claim to fame.”
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