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Feature / Hot News / Hot Team March 9, 2022 admin


Andhika Nurcahrini (Ade), Cluster Director of Revenue, in charge of three Marriott properties in Indonesia; Four Points by Sheraton Jakarta Thamrin, Four Points by Sheraton Batam & Fairfield by Marriott Surabaya

We have witnessed many big advancements since the United Nations began marking International Women’s Day on February 28, 1909, however there is a long list of things that need to be accomplished to ensure gender equality for future generations.
How can we empower women today for a brighter tomorrow?

Marriott International, as one of the largest hospitality organizations, has always been a strong advocate of diversity and inclusion. Women account for 54% of the worldwide workforce. In APEC, women make up 33% of management positions, and one in every seven General Managers is a woman.

Andrew Newmark, Vice President – Human Resources, Marriott International said “At Marriott International, we are committed to providing a world of opportunity to everyone, and this is powered by our core value of Putting People First. We have a strong commitment to women’s leadership, and we realized long ago that providing opportunities to create a diverse and inclusive environment only strengthens our company’s culture. That’s why we were the first hospitality company to establish a Women’s Leadership Development Initiative in 1999. Having women in senior leadership roles nourishes a culture that inspires and promotes career opportunities for all, especially for women who are emboldened to set their aspirations high.

Emi Rusmiati, General Manager of Four Points by Sheraton Bandung

In Asia Pacific specifically, we are hard at work to increase the presence of women in management and other key decision-making positions, in line with our 2023 global gender parity goal. Currently, there are nearly 100 women General Managers across Asia Pacific with a robust pipeline of top talent, and we will continue to create more opportunities for women to grow their careers with us in the region.

An ongoing initiative we are extremely proud of is the Women Ambassador Network (WAN), which is a community of Marriott leaders in Asia Pacific who are passionate about raising awareness and taking actions to promote, advance and inspire women in leadership.

There are currently over 70 associates who are part of the program, each representing different roles and seniorities. Ranging from hotel GMs to associates in HR, Finance, Operations and more, each WAN member serves as an ambassador for their markets and are responsible for coming up with locally relevant activation plans as each market’s progress and needs are very different. We look forward to continuing to create a culture that empowers everyone to grow and succeed together.”

In Indonesia, the percentage of women in management positions at Marriott International properties is gradually increasing, with 30,7% in 2017 and marginally increasing to 32,4% in 2022. In 2017, 1 in 13 women General Managers held the role, but 1 in 4 women General Managers will hold the position in 2022.

Sally Fadjrina, Complex Director of Sales & Marketing of Sheraton Surabaya Hotel & Towers and Four Points by Sheraton Surabaya

As quoted from Ramesh Jackson, Area Vice President – Indonesia, Marriott International, “Women make up 50.1% of the population in Indonesia. As half of the nation, women have made extraordinary contributions to the country across all fields – from education to business, arts and sports, science and technology, parenting and politics – and more. Their value, like their worth, is inherent and immeasurable. On International Women’s Day, we celebrate women’s achievements as change makers and trail blazers. Here at Marriott International, this day is a reminder of achieving a world where every woman is treated equally and without disparity, as it is every day. My goal is to empower our associates with the tools they need to pursue their aspirations and increase the number of our women leaders, to the national demographic mix.”

“At the height of an unprecedented pandemic, we announced the acceleration of our efforts to achieve global gender parity in company leadership by 2023 – two years ahead of the original goal and our teams are hard at work to achieve this. We know that when we invest in women, we are helping to shape the future – for a world where girls with dreams will grow up to be women with vision. The work has just begun and today, we remain committed to closing the gap here in Indonesia.”

Marie Browne, Cluster General Manager of Sheraton Bali Kuta Resort and aLoft Bali Kuta at Beachwalk, also leader of theWomen in Leadership for Marriott Hotels in Bali stated, “I’ve been with Marriott International in Indonesia since 2014, and I’ve always known that there are a lot of great female leaders in this market. Since then, we’ve had a thriving Women in Leadership program that focuses on three pillars: leadership development, mentorship and networking, and work-life balance. Our mission is to empower, motivate, and support women to reach their full potential in whatever job path they choose. We’ve been able to help many people advance their careers, improve their talents, and push the limits of convention, as proven by the statistics. The featured leaders in this article are shining examples of the program’s influence and how a little encouragement, support, and advice can help to promote a positive work environment and opportunities for women across the country.”

Saraswati Subadia, Director of Sales & Marketing,
The Westin Resort Nusa Dua Bali

Recently, as a part of International Women’s Day 2022 celebration, we spoke to 6 ladies who holds prominent positions in their respective properties at Marriott International. We spoke to Andhika Nurcahrini (Ade), Cluster Director of Revenue, in charge of three Marriott properties in Indonesia; Four Points by Sheraton Jakarta Thamrin, Four Points by Sheraton Batam & Fairfield by Marriott Surabaya. From The Westin Resort Nusa Dua Bali, we have Saraswati Subadia, Director of Sales & Marketing. We also spoke to Sally Fadjrina, Complex Director of Sales & Marketing of Sheraton Surabaya Hotel & Towers and Four Points by Sheraton Surabaya and Silvana Ng, Executive Assistant Manager – Rooms of The Ritz-Carlton Jakarta, Mega Kuningan. Along with Sitha S. Asmarajaya, Hotel Manager of Sheraton Bali Kuta Resort, and Emi Rusmiati, General Manager of Four Points by Sheraton Bandung.

These ladies candidly shared with us their journey to the top, the people who inspired them, challenges, and shared some advice for young women. Read more for the full interview.
Was being a hotelier always been one of your dreams?

Ade: Not at all. My academic background was in Secretarial, and I was working as a secretary in a pharmaceutical company before being a hotelier.

Saraswati: It was not my dream at all, I used to dream of being a diplomat, representing my country and building relationship between nations.

Sally: Actually, no, I had been interested in music since I was a kid, so I did not expect to be a hotelier. Initially it was my father who pushed me to be independent and sent me to Bandung for a higher education at STP Bandung. This eventually became the beginning of my hotelier journey.

Silvana: Yes, it was my childhood dream. When I was a kid, my parents often took me to stay at a hotel and I enjoyed it so much. For me, hotels sparks joy and happiness.

Sitha: Never in my dream that I would fall in love with the hospitality industry and be where I am today. I was passionate to pursue a career as a teacher or interior designer. As a shy kid, I enroll to Hospitality School in Bandung majoring in Tours & Travel as a challenge to myself, to learn more about Public Speaking in Guiding Classes, and to fulfill my passion of traveling. I’ve never looked back since and continue to grow my career in the industry.

Emi: Absolutely! I was mesmerized by the hotel industry since way back when. I recall joining a family day hosted at one of the five stars hotel in Jakarta. The hotel was so extravagant and the people were friendly and warm.

Silvana Ng, Executive Assistant Manager – Rooms of The Ritz-Carlton Jakarta, Mega Kuningan

Can you tell us more about your current role and career journey in hospitality?

Ade: I started my career with Marriott International in 2010 at Sheraton Bandara in Jakarta, as a Personal Assistant to General Manager. Then I was promoted as Revenue Manager in 2012, I was responsible for Digital Marketing and Reservation Department. In 2017, I was offered to transfer to The Hermitage – a Tribute Portfolio and was promoted as Director of Revenue in 2018. In 2019, I transferred to Keraton at The Plaza – a Luxury Collection, and in 2020 until present, I was assigned to manage three properties in the Select Brand (Four Points by Sheraton Thamrin, Fairfield by Marriott Surabaya and Four Points by Sheraton Batam) as Cluster Director of Revenue.

Saraswati: When I first joined The Westin Resort Nusa Dua, Bali back in 2013, my role was as a Director of Sales, in charge for MICE. A year later I was promoted as Director of Sales and in 2017, I was appointed as Assistant Director of Sales & Marketing. I was given the opportunity to lead the Sales, Marketing and Reservation Team as Director of Sales & Marketing in 2019 until today.

Sally: I started my career in Marriott International in Sheraton Mustika Yogyakarta in 2004 as an Assistant Sales Director, before moving to Bali to The Westin Resort Nusa Dua in 2006 and was promoted as Director of Sales & Marketing in 2016. Then, I was responsible for Leisure and MICE market, focusing on developing Europe and Russia market, earning the Global Sales Incentive Travel prize in 2008 and 2011. I continued my role leading the Sales & Marketing team of The Westin Langkawi Resort & Spa and Langkawi International Convention Center until 2017. I decided to move to Surabaya in mid-2019 to take on a huge opportunity handling multi-properties of Sheraton Surabaya Hotel & Towers, Four Points by Sheraton Surabaya and opening new hotels, Four Points by Sheraton Surabaya Pakuwon Indah and The Westin Surabaya. After more than fifteen years handling resort and overseas market, this is the first role for me to be in charge at a business city hotel.

Silvana: I joined The Ritz-Carlton Jakarta, Mega Kuningan as Director of Rooms in 2018 and after two challenging years due to the pandemic, the company entrusted me to be an Executive Assistant Manager – Rooms at the end of 2021. My responsibility is to live by our golden standards, to deliver the most genuine care and finest personal services for the guests, and also to nurture and maximize talents.

Sitha S. Asmarajaya, Hotel Manager of Sheraton Bali Kuta Resort

Sitha: Exactly 10 years ago I started my career in Marriott at The Stones – an Autograph Collection Hotel in Legian, the first Autograph brand in Asia Pacific. I joined the pre-opening team as a Front Office Manager, then promoted to Director of Rooms. I was fascinated by the company culture and the DNA of what we do. Shaped by the company’s great resources in training and task-force assignments, I was given the opportunity to take on a bigger role in Four Points Kuta as a Director of Operations. I joined there in the midst of a huge shift between Starwood and Marriott, and I am blessed with a wonderful team that made the transition flawless. My current role in Sheraton Bali Kuta Resort as a Hotel Manager, overseeing Front Office, Housekeeping, Spa, Food & Beverages including Kitchen department.

Emi: My career with Marriott started back in 1996 at The Le Meridien Jakarta, worked my way up from working in Food & Beverages as a waitress. Crossed-train to Front Desk and Finance Department, and later in Sales & Marketing as a Sales Manager, where the excitement and passion grew even stronger. I took a chance to be positioned within various Marriott properties in Bandung, Lampung and Bali. Eventually marked my leap at the Four Points by Sheraton Bandung, from Director of Sales & Marketing, to Executive Assistant and currently as a General Manager.

Has your family or background inspired your journey to leadership?

Ade: Coming from a non-hotelier background and a single player in Digital Marketing and Revenue Management made me appreciate my ability and to embrace new potentials, and also working with various types of leaders and circumstances has pushed me to gain new knowledge beyond my skills.

Saraswati: My parents’ leadership inspires me in so many ways. My mother was a banker, a very busy woman yet always able to take care of everything at home. She never complained in doing both her role, and executed her professional career and personal matters smoothly. She is our “go-to person”. My father is a true leader both at home and work as well. His last assignment was as a Director General in the Ministry of Forestry in Indonesia. For him to cope with the position, it wasn’t easy. He would always make sure to follow the recent news and trends, self-discipline and never give up. I learned about having vision, mission and how to execute it from him.

Sally: My father was a civil servant and I learned a lot about leadership from him. He has a strong personality, discipline, detail oriented and well organized, yet very calm in every situation.

Silvana: I grew up in a very warm, supportive and loving family, so I often consider using family approach to my leadership which emphasizes trust, values, commitment and a teamwork environment. From my religious background, I am inspired by servant leadership, which teaches us that being a leader is to serve, not being served.

Sitha: I am fortunate to have two strong leaders at home. Both of my parents have taught me in their own unique ways. Our primary idea in West Sumatra’s Minangkabau is matrilineal ancestry, with mother-children being the most basic members of society. I look up to her as a role model for female leadership. She taught me to enjoy what I do, to be enthusiastic about it, and to believe that I can achieve my goals. My father instilled in me the values of fairness and honesty, as well as encouraging me to explore new things. He believes that you can’t determine how something feels until you try it. Both of my parents have helped me develop soft skills that have helped me get to where I am now.

Emi: Growing up in a family of six was joyful, my parents always showed me how things work in life, we all get tasked to do household chores. Although I usually had more than the other siblings. My friends at home or school kind of had me as their “leader”, something I didn’t know when I was little.

Tell us about your female mentor or role model that has helped you grow in the hospitality?

Ade: I have two female mentors and role models. First is Tessa Rahardjo, who is the Senior Director of Revenue Management Operations for APEC. I adore her way of thinking and leading, she is also very smart, can think strategically and willing to share knowledge. She is also a humble person. The second one is Cora Stuart, who is my GM when I was in Keraton at The Plaza, a Luxury Collection. She taught me to think logically and always questions every decision I made, she is very detail oriented and can manage time perfectly.

Saraswati: My mother is my role model, I learned a lot about leadership, planning ahead and harmonizing from her.

Sally: My role model is my mom, who taught me about being persistent in life. As for female leaders, I adore Sri Mulyani Indrawati, Minister of Finance of Indonesia. She inspired me that women can be a leader and have a prominent role.

Silvana: I admire Sonia Cheng, CEO of Rosewood. There is a quote from her that I love, “I’ve learned that creativity, energy and sound decision making are critical – and as a leader, you have to give yourself the space and time to reflect and even consciously focus elsewhere periodically”.

Sitha: I am lucky enough to witness many great female leaders in this industry, thus, if I have to pick one it will be my current leader, Marie Browne. She is the epitome of a fearless woman who isn’t afraid to go against the odds until she finds the answers and leads by example. She has been our core during this pandemic, her support is unwavering, she is fair and honest with all of us no matter how awful things are. Among other things, she taught me how to be resilient.

Emi: I admire a particular female leader for her maturity, diligence and balancing life between career and family.

How has Marriott International empower you in the workplace?

Ade: Having policies in place such as good tools, both in system and technology, a complete source of information, clear goals, development programs, promotion, support team, trainings, SOPs, and others.

Saraswati: One of Marriott International’s core values is to put people first. Marriott International thoughtfully provide associates with self-development trainings and opportunities. This equip me to be a better version of myself, so I can work confidently, able to perform and deliver well.

Sally: By giving us the same opportunity to grow, learn and develop ideas. International Women’s Day is also one of the notable days that we celebrate every year.

Silvana: Empowering itself is a culture in Marriott, it has been structured very well. At the beginning, Marriott communicates the vision, set clear expectations, provides necessary resources, including bottom-up decision making and goal-setting, and recognizes the good work.

Sitha: The company core values has shaped us well and it runs in our DNA. We have been given the same responsibility and opportunity in our workplace regardless of our gender. It has also created a sustainable and positive work environment for all of us. Marriott has invested in us through training, mentoring, women development courses and we are given the same opportunity to take on the highest role in the company. With Women Leadership Development initiative since 1999, we are assisted to connect and learn among other women. With three pillars: Leadership, Networking & Mentoring and Workforce effectiveness, there are many events being held to incorporate these pillars.

Emi: Marriott International undoubtedly have given me opportunities, tons of activities that elevates women’s career, networking, trainings and Women in Leadership community.

What are your contributions in empowering fellow women associates?

Ade: I believe in equality. By treating both male and female subordinate the same way, including rewarding and punishment, by setting development plans. Also, by understanding the multi-roles that women take on every day in their lives, as a mother, a wife and also a professional.

Saraswati: I’d like to think I have contributed many. Some of the basic things that I do is being honest, and this is the key. Being a cheerleader when celebrating success, allocating time for a one-on-one team session, supporting my team in creating their personal development plan, encouraging them to step up and by sharing my own story.

Sally: Most of my team members are female. I always tell them to have courage and partake in any chance to lead, no matter how small.

Silvana: I take on the role as a mentor for few women leaders in my property enthusiastically, I was also recently been mentoring a newly appointed female Director of Rooms in another property of Marriott. This year I am also trusted to be a part of Marriott’s Business Council to drive the Women in Leadership program.

Sitha: In my own workplace, I would not allow any actions that will damage positive environment and gender equality. I am giving everyone the same opportunity and responsibility, and leading by example. I have also taken part in Marriott’s Women Leadership Development and being the ambassador for our hotel. I have many more initiatives that I plan on implementing.

Emi: I am passing down the contributions from my superiors, that have contributed to who I am at the moment. I encourage fellow women associates by giving them equal chances to develop to their full potential, motivate and direct them to be a great leader, and to be successful both personally and professionally.

What are the challenges you face in empowering women?

Ade: Firstly, it’s about culture, family background, and ideology. Often times it can limit people to grow.

Saraswati: For me it’s time management and wrong perceptions.

Sally: Women having limitation due to their domestic roles, making them afraid to take on more risks.

Silvana: Women empowerment has to start within herself and with other powerful women surrounding her. Social Media as a platform, despite creating powerful space where women support each other, it’s also where the reality is conflated with fantasy and demotivates people, since what they see is unattainable.

Sitha: Sadly, social culture is one of my biggest pet peeves. There are still stigmas that came from the society and our culture that made women hinder her abilities to grow or have a desire for change, and the courage to speak up.

Emi: Comfort zone, a frame of mind that distanced us from achieving meaningful personal growth. Often times, women work to support the financial in the household, only satisfied with the money they earned, but at the same time it limits them from moving up the career ladder. Lack of time management, it takes a whole village to be able to sync the time and needs between work and household. Many of us quit in the middle of their way up.

Do you see any difference and benefits from having more female leaders?

Ade: By having different perspectives, to build creativity and innovations which leads to the company’s ability to find new opportunities. Having enhanced collaboration can help improve team processes. Better conflict resolution, approaching a problem softly can help solve it.

Saraswati: I have a majority of female in my team and I’m happy about it. Women are able to make bold and wise decisions as leaders. This makes the team environment less authoritative and more cooperative, bringing family-like culture to the team. This boost teamwork across the organization and helps implement new culture within the business.

Sally: Women are detail oriented, sensitive in a good way, and that makes us able to deliver personalize and compassionate service.

Silvana: I think men and women have their own strength to bring to the work or team. To have more female leaders will create a culture of diversity and inclusion. Inclusion itself will keep the team happy and more productive. Ultimately happy staff create happy guests, and happy guests make a successful company.

Sitha: I for one believe having a good mix of both genders in the organization will benefit more. What I see is most of the female leadership tend to have horizontal leadership, where she will encourage participation from all of her team members, share information and share her power with those she leads. They also tend to create and strengthen group identities. According to recent studies by Hay Group consulting firm, women performed much better than men with respect to emotional intelligence. Such skills include the talent of networking, collaboration, critical thinking, self-motivation, positive work ethics and communication skills.

Emi: I would highlight the more women leaders were likely to bring positive culture towards work performances, build business integrity. Women prefer everyone working as whole, diligent and strongly comply with the company’s rules and regulations. Women also naturally use their heart to solve problems.

Lastly, what advice would you give to young women embarking a career in the hospitality?

Ade: I would advise the young women to dream big, stay positive, be productive and just enjoy the journey.

Saraswati: Be in the now. Find your niche and master it. The hospitality industry is broad with many different subsets and nice specializations with their own unique skillset. Narrowing these down to a niche interest could save you a great deal of time.

Sally: No matter what your position is, you have to have the ability to lead within you. Start by willingness to lead small projects and eager to hear, and to share your knowledge.

Silvana: Pursue your dream. I would rather regret pursuing something that at the end I might find it’s not meant for me, rather than regretting not trying at all. At the end of the day, the result will never betray the effort. So, if you have a dream, pursue it and work hard for it!

Sitha: One thing for sure is to love what you do. Be very passionate about it and spread the passion to others. Also, remember that time is to be made, not found. Ensure to have a great time management to be able to tackle all your tasks. Stay curious with hospitality trends, don’t be afraid to ask and never stop learning from any source. Broaden your network and don’t forget to have fun!

Emi: Be a fighter, perseverance, have the willingness to learn new skills, shape it until you become an expert. Practice time management, work smarter and prioritizing your priority. Manage your emotions, compartmentalize, in order to strive and focus on goals.

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Hotelier Indonesia

Dragging hotel training into the 21st century

Interview with Qooco CEO, David Topolewski C an you share with us the history of hospitality training?

To best understand the history of hospitality training we must first look at the history of hotels, as both are interlinked. The earliest period to which we can trace the existence of hotels is during biblical times, where they were commonly referred to as “inns”, providing travelers with a place to rest. In the 5th century, inns started to incorporate stables for travelers’ horses, and moved further inland alongside major trade routes. The basic nature of these establishments meant that service – as we would understand the concept today – was not a priority, and very few skills were required from the ‘employees’ beyond basic cleaning and organizing.

The 16th century saw hotels expand their offerings to include cuisine and entertainment services, and in the 18th century guest tastes started to become more sophisticated. Hotels began to possess beautiful architecture and offered guests their own private bathroom, electricity and lighting – this necessitated a need for employees with higher skill sets.

As a result, the first formerly recognized tourism-related training programs took the form of apprenticeships in Germany after 18701, and in 1893, the world’s first hotel school, Ecole Professionnelle de la Société Suisse des Hôteliers, was set up in Lausanne, Switzerland (now the famous École Hôtelière de Lausanne)2. Future employees started to learn the art of hospitality, complex cuisine and other skills. Switzerland developed as the center of this movement, a heritage that exists to this day.

Today, how do hotels train their employees? What are the techniques and structures?

While every hotel is different, there are certain basic structures inherited from the early Swiss hotel schools that most properties adhere to. Apprenticeships provide new employees with practical lessons to develop their professional skills, usually consisting of the employees spending a period of time working in every department of the hotel before starting of their career in their preferred department. The apprentice will usually start off learning the basics, such as how to make a bed or clean a room, after which they would be trained on cuisine and serving skills and other skillsets. This is designed to provide an all-round understanding of the hotel. The employee would then hit the front lines, often shadowing a more experienced colleague.

More specialist skills, such as F&B knowledge, service theory and languages, would usually be taught in a classroom setting, with specialist teachers brought in. It is worth noting, however, that for many hotels a lengthy training regime is a luxury. Thanks to high employee turnover, and the cost of bringing in teachers and other specialists, new employees are often quickly thrown into the front lines, with the bulk of the training falling on his or her colleagues.

Are the current ways in which hotels train their staff adequate?

While I would say that current training methods just about do the job, many hotels fail to tap into the benefits of 21st century technology. Furthermore, changes in guest and employee demographics and tastes means that employees can quickly lack skills that would help the hotel stand out.

Firstly, today’s hotels serve guests from all over the world, yet language learning takes a back seat as it can be expensive and take a long time. Most hotels would actively hire native speakers of a certain language rather than teach their own employees. This lack of language ability among the majority of service staff increases miscommunication, and negatively affects service.

Training programs of today also fail to teach employees about the cultural practices of guests coming from many countries, which can also lead to more misunderstandings. A busy Front Office is a stressful enough environment, but when you’re dealing with groups of people from different parts of the world all tired, jetlagged and hungry, then this creates challenges that even the most experienced associate would struggle with.

Lastly, classroom-based learning is quickly becoming ineffective, expensive and obsolete. A 20163 report shows that the traditional class-room learning format of teaching employee’s new information is no longer the most preferred way for employees to learn. Modern employees are more used to receiving information in a bite-sized format, usually via mobile.

How will future technology impact hotel employee training programmes and the hotel industry?

Technology can address many of the shortcomings that we see in modern hotel training. Virtual Reality (VR) can replicate the stresses and strains of a busy hotel. Furthermore, it can also train teamwork and leadership, with multiple colleagues using VR to solve virtual problems together. While the technology is still in its infancy, there will come a time when it emerges as a low-cost way of training employees, equipping them with the right skills before they are exposed to the guest.

Mobile learning is already used by many hotels to good effect. Employees learn more from a screen than they do from a book, and mobile learning can be used to teach vocational skills such as F&B service, upselling skills and languages. Importantly, the data generated from mobile learning can be used to identify strong and motivated employees, and will provide more accurate data on an employee’s skillsets than any CV would.

Technology will play a role in augmenting human skillsets, and despite some of the headlines, I do not see technology (read: robots) replacing human interaction – certainly not on a wide scale. Yet current training methods are still too rooted in the 19th century, which is both inefficient and becoming ineffective, and need to be upgraded to meet the challenges of the 21st century.

1 Cathy Hsu C.H., Global Tourism Higher Education: Past, Present, and Future. P. 28. URL more

2 École Hôtelière de Lausanne, EHL History. URL:

3 Human Resources Online, 5 learning and development trends to watch out for in 2017. URL:
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Hot Interview : Craig Francis at Quasar Group International

We have had the good fortune of interviewing the founders of Quasar Group in past issues. In September 2013, Hotelier Indonesia interviewed the firm’s President & CEO Craig Francis. In April 2013, we interviewed Bill Healey, Director and market advisor. In the current issue, we expand our review to their multi-lingual, international management software for Spa, Golf and Hospitality.

Hotelier Indonesia Magazine
Issue 17, April 2014

Building on market experience in excess of 75-years in golf, club and leisure, Craig & Bill have brought their unique insights to leisure management software through Quasar Group International.

Collaborating with leading club & leisure technology experts around the world, Quasar’s solutions are designed to enhance the processes in which a club and spa engage with their members and guests.

Extensive client data and Social Media contacts are maintained by the system, allowing for an advanced level of interaction between club and client.

With a successful history in implementing Spa & Golf software around the world, Hotelier Indonesia is pleased to have Quasar’s directors back for further insight into their efforts.

[HI] Not sure we can pin either of you down to one city. Where are the two of you based?

[CF] We’ve both traveled frequently through the years. I split time between homes in Switzerland and the Bahamas.

[BH] It does seem as though we’re living out of a suitcase much of the time. I do spend some time at a family compound in Michigan (USA), but most often in Bali.

Though these would be where the two of us are based, we also have business partners in China, Thailand,Canada and a few other areas coming onboard soon.

[HI] As the two of you traveling and living quite far apart, do you ever catch up?

[CF] With the internet, we’re able to catch up at anytime through Email, Skype or other methods. We have been able to meet for corporate events in recent months. Back in November 2013, we had a 3-day management meeting at the Fairmont Hotel in Toronto where we introduced our Canadian partner to the industry.

Just a couple months back (January 2014), we had product introductions at the Raffles Hotel in Beijing, and the Shangri-La Pudong in Shanghai. It provided us the opportunity to meet each other, Quasar business partners and with industry leaders.

[HI] Having a look at the Quasar management solution, it seems to do well in providing for the leisure and hospitality industry.

[BH] Our solution has been designed to manage spas, golf clubs, golf academies and membership clubs. The advanced functionality provides for extensive membership
with features that include lifestyle & preference tracking, transactions history, social networking links (Facebook, Twitter, Weibo, WeChat, etc) and more.

A Spa will be able to manage advance spa bookings, therapists, inventories, Point of Sale and Revenues. Similarly, a Golf Club would be able to manage tee times, caddies, inventories, POS and revenues. CRM is a key component of the system, allowing the site to utilize data within the system to build stronger marketing campaigns.

With my base in Bali, we will be able to bring international features to the large spa market here in Bali and throughout Indonesia. Our frequent visits with our business partners in Thailand and China will allow us to fully address the growing leisure market throughout Asia.

[CF] Along with the system’s advanced data capabilities, we have invested significantly in the usability of the system. The user-interface was designed by one of Geneva’s leading graphics artists, giving Quasar a unique and sophisticated look.

We have also translated the system into more than 40 languages, giving both local users and foreign managers the ability to use and review data within the system with a language they understand. The system’s languages include Bahasa Indonesia, Thai, Vietnamese, Chinese, and the European languages like English, French, and Spanish. We have also adapted to languages such as Arabic, Hindi, Burmese and Khmer which are typically more difficult for software systems to use.

Providing users of all abilities with an easy to understand Point of Sale and Management Solution will help the site achieve better standards of customer service and increased levels of business.

[BH] Quasar’s system is browser-based, allowing our clients much more flexibility in systems implementation. Our users can run on Windows, Apple MacBooks, iPad and Android tablet computers. We also offer the ability to use iPhones, Android and other smart phones. With Spa and Golf managers frequently traveling, they’re able to stay up-to-date on the current day’s sales and revenues through their mobile.

[HI] How is the Quasar System supported?

[BH] We work through our business partners who dedicate local staff to supporting our systems. They can best understand the user’s needs and respond appropriately. If the local team needs assistance, we then escalate the support requirement up to our programming team. Quasar is committed to maintaining long-term relationships with our system users. To achieve this, we need to build advanced systems and support them well to all user levels.

[CF] The line of communication with our clients is vital. Quasar products advance based on input from our users -- most of our product innovations come from market feedback.

Quasar thrives based on our ability to get back to the client with proper answers. Clients need their system to remain functional and also advance to meet new market requirements. They look to us as their trusted provider, to remain innovative and provide quality software and ongoing support.

[HI] How does Quasar provide for multinational hospitality groups?

[CF] A chief design component within Quasar is to address the needs of multinationals.

Taking Spa & Wellness as an example: twenty years ago very few hotels or resorts had a Spa and Wellness Center. Now it seems nearly every hotel property has a spa. For multinational groups, that would mean they’d have a spa in 50 or more properties around the world. Local properties would need to operate with their local currencies, while the traveling Spa Director would need a way to remotely access data from any one of their sites with the push of a button. Quasar’s web-design makes it easier to pull data from these remote sites.

One of Quasar’s intelligence tools allows for data mining in a single site, or across multiple sites. The manager is given the ability to create reports to query, sort and report on data throughout the system.

[HI] Thank you again for your time. We wish you success here in Indonesiaand around the world. How can our readers get in contact with you?

As provided in Quasar’s advertisement with Hotelier Indonesia Magazine, inquiries can be emailed to: [email protected]