Robert J. Lohrmann has spent the last two years as General Manager of the Marriott Sanya, and we recently asked him a number of questions about how his long background in the hospitality industry shapes his outlook for the China travel market.
How long have you been working in the hospitality industry and how much of that time has been in Asia?
I am an American and have been in the industry for thirty years, and the last twelve years I have held General manager positions at various locations around the world. I have spent the last six years in Asia, all of that time being in China.
What changes have you seen in the travel industry in the city since you took on your position?
I have seen tremendous building development with new road infrastructure, real estate and commercial opportunities, additional resorts, and shopping.
How do you see the hospitality industry developing in the city within the next five years?
Very quickly, providing that hotel industry, government, airlines work together to promote Sanya heavily as a good alternative to Phuket and Bali. They also need to increase airlift from key feeder cities in China and open up international markets.
In your hotel, what is the breakdown between business and leisure travelers?
About 85% leisure and 15% corporate groups.
What advantages to do you see your hotel having in the market?
We have a highly recognized global brand in Marriott with a growing presence in China.
What difficulties are you facing in the market?
Significant increases in resort supply while demand is only increasing marginally. Government needs to step up their game fast to promote this destination more.
How do your local staff and expatriates work together as a team?
We create a family environment for our associates where they feel cared for and supported at all times. Our Marriott culture and 20 basic principles guide us toward successful teamwork in all that we do.
What is your localization policy? What is the time-frame for that policy?
Majority of our associates are mainland Chinese so in that sense we are already localized. Operating in Hainan requires us to seek resources across various provinces as the island has a smaller population with limited hospitality worker resources. Therefore, we could not become a totally localized employer anytime soon.
What kind of a training program do you operate to ensure consistency of staff competency and service level?
Marriott has a series of core training programs which our supervisors and management staff must complete. This provides them with essential managerial skills to operate successfully in our business environment. Additionally we offer specialized training in service, workplace safety, and hygiene practices.
What use does your hotel make of recent high-tech developments (for example wireless Internet access)?
Hotel has both wired and wireless technology throughout the resort including several areas outdoors. We are catering to a growing corporate or rate group market so this service is a standard in our industry.
What is the current breakdown of recruitment between expatriates, local expatriates, and local staff? How do you expect this to change in the next few years?
As of end of May, the resort has 11 overseas expatriates, 36 local expatriates and 651 local associates.
In the next 2 years, not much change expected except the following:
1) Localize 10% of expatriates (from 47 to 40)
2) More reliance on school trainees (from current 12% to 16% of total budget manning), increase the number of contract schools from 8 and 12
3) More promotion from within opportunity for all level of associates
4) Increase productivity of associates and maintain manning at 730 or below (staff to room ratio 1.6 to one room)
How do you view your competition in your city?
Best definition I can give is growing with several properties under construction. We are in the best part of Sanya, Yalong Bay which really has only 2 true 5 star resorts Marriott and Sheraton. We hope the Tourism Bureau re-examines the rating process soon in order to give our guests the right image of 5 star quality. Some of the lesser quality 5 star hotels should not be 5 star rated.
What do you think differentiates you from the competition?
We are a resort with good hardware and a very smart resort design. What makes us truly different is our Marriott value system and our staff. I believe we deliver the best service quality because we have more efficiency, genuine personality and customer care than the others. We are also recognized as the fun resort so our guests want to come back.
What kind of loyalty program do you have in place? What advantages do you see from running such a program? Is the program specific just to your city and, if so, do you see it developing in other cities also?
Marriott Rewards is one of the most celebrated and recognized in the hospitality industry. We believe through this program we are better able to recognize and add value to our most loyal guests and keep them coming back to our hotels.