More Indians Staying in Malaysian Serviced Apartments

Article reproduced from http://ttgtravelhub.net/index.php?option=content&task=view&id=14537

AGENTS are seeing rising demand for serviced apartments from Indian leisure and business travellers.

Tina Travel & Agencies managing director Adam Kamal said the average size of Indian family groups three years ago was two people hence demand for serviced apartments then was almost nil.

"Now, more Indians are travelling with extended families due to improved connectivity and cheap fares so the average group size has increased to four. Serviced apartments with two bedrooms are more cost-effective compared to booking two rooms in a five-star hotel," he said.

Arokia Das Anthony, managing director of Red Apple Travel & Tours, has likewise seen more Indian business travellers requesting for serviced apartments. "They want the cooking facilities as they are extremely fussy over their meals. (Other facilities) are not important."

Are Malaysians Ready to Accept Radical Management?

What do you mean by Radical Management VS Traditional Management?

Let's hear it from the Radical Management guru, Steve Denning.

Nambawan: Episode 2

General Manager of Maytower Hotel & Serviced Residences, Roland Lai, told me to give Nambawan another chance, and visit it during the weekend.

I discovered that Nambawan only serves pork ribs and belly on Saturdays and Sundays.


I tried both and prefer the ribs. They're tender and juicy and the price is reasonable.

A great place for pork-lovers!

Night Mask for Anti-Aging!

Lately I must be looking tired or have dry skin, so a friend recommended a sleeping mask for me.

I had no idea what that was, so my wife and I went shopping and found the Bio-Essence Hydra SPA Complete Nourishing Sleeping Mask.

This should work for busy, yet lazy, people like me.

Well, kena jaga muka now that age is catching up!

Tony Roma's: Episode 2

Tony Roma's may be famous for its ribs and steaks, but in Kuala Lumpur, the restaurant is halal so the menu has been modified a little.

The baked Spanish onion rings are still the best kind of onion rings in town.

The Pacific cod and pastas are also pretty good.

That means we won't have to get tired of ribs!

Fried Crab with Egg Yolk & More

Tak Fok is a branch restaurant that originated in Kepong. The popular branch that I visit is in Bandar Puteri, Puchong.


Fried huang ti noodles are great here.


Braised layered pork with yam is one of their signature dishes.


The (oyster) lala soup is better than the one in Lala Chong.


My all-time favourite? The fried crab with egg yolk.

They also have nice prawn and fish dishes.

Interview with Voize

I was interviewed by Malaysiakini-owned Voize last week on Knowledge Management and Talent Management.

Article reproduced from http://voize.my/people/interview-eddie-tang-president-dorsett-international/

Q: What prompted you to come up with the Knowledge Management and Talent Management programme?

A: As a guest walks into a lobby, their first impression of the hotel would give them a sense of how the management operates, even if the general manager is hiding inside his office. The quality of service indicates what the receptionist or bell boy understands about his role.

After the General Manager of Dorsett Regency Hotel Kuala Lumpur, Christina Toh, reasoned that we needed to utilise the knowledge we have and threw some ideas on ways to share this information and knowledge with all our associates, it prompted me to develop a programme that would enable the direction and vision of Dorsett’s managers to flow down to all associates. This industry has faced tremendous changes over the years and will continue to face more. Whatever marketing methods in the past may not be applicable today. How well-equipped are we in terms of identifying and analysing these changes, it’s only thru Knowledge management that we will be able to tackle, plan and implement methods to further enhance the business and to be always seen in the market.

As for Talent Management, since 2009 the Dorsett group has been expanding its business and I desire to see our pool of talent grow, and facilitate in developing their skills and leadership qualities. We needed to find a way to move our best people within business units, divisions and geographies, as well as to recruit the best talent, hospitality or otherwise, externally. With a workforce of approximately 1,000 and growing, Dorsett International Sdn Bhd has access to a high volume of talented individuals across locations in Malaysia which currently includes Kuala Lumpur, Johor Bahru and Labuan Island and, in two years, Singapore.

Q: Why Knowledge Management and Talent Management?

A: Knowledge Management is crucial in the hospitality and service industry, where you communicate with guests 24 hours a day. Every action an associate makes, every dealings with a guest at the reception or restaurant, either showcases our excellent practices, or mediocrity.

My vision is to make Dorsett International the best hospitality group in Southeast Asia, and to do this my mission is to design and implement a hospitality technology for our group of hotels, resorts and residences to support all aspects of the business—from IT and Housekeeping to Food & Beverage and Sales—that reaches our guests.

Some candidates and associates are very compatible with Dorsett’s culture and it’s important to attract these talents, then retain them, ensure their growth, and develop their skills. You could say that Talent Management is a form of internal CSR as the company identifies ways to look after its associates and reignite employee satisfaction.
Q: Are there any other programmes that you would like to share with our reader?

A: Dorsett International Sdn Bhd has implemented a career portal to ensure a consistent and easy-to-use candidate experience. We are very keen in driving a more holistic approach in recruiting so that whichever route applicants take into the organisation, the experience is positive and rewarding. We will focus to invest substantially in transforming individuals and teams within the Group to be self-driven, pro-active, collaborative, and innovative, all of which will enable them to have higher level of operational excellence, customer responsiveness and originality intensity.

Q: Are these programmes open to all Dorsett International staff?

A: Yes, Dorsett International’s strength lies in our collective vision. I invest a lot into training our associates, whom I prefer to refer to as such rather than as staff.

Even before an associate is recruited into the Dorsett family, they know that their talent is recognised when we offer them a competitive package that is customised according to their needs. It’s far better to lose an employee to another department in the business than to a competitor. Dorsett’s latest Human Resources management system will enable us to build and draw from a pool of talent within our organisation.
Q: How many have benefited from this programme? Do you see any changes or improvements in them?

A: The best example I would like to share is how Dorsett International prides itself in excellent service, and our 3-star, 4-star and 5-star properties have that in common.


If you go to Dorsett Johor Hotel, it is only rated a 3-star hotel, but the associates provide 5-star service.

Last year, our group of hotels in Malaysia performed so well that it astounded our parent company, Far East Consortium International Ltd (FECIL), and its CEO Tan Sri David Chiu, were curious to know what had happened to the team!

Their hard work also earned them some awards, such as the Gems Award for Best Three-Star Hotel in Johor for Dorsett Johor Hotel in March, and most recently the Service Provider of the Year award for Grand Dorsett Subang Hotel by the 4th Business of the Year Award.

Q: How does the Knowledge Management and Talent Management sustain areas of the organisation?

A: Through identifying potential talents, Dorsett International is able to capitalise on their strengths. There’s sustainability as well as succession planning when this knowledge gathered is utilised. These two main areas will surely assist Dorsett as we focus on investing substantiality to transform individuals and teams within the group to be self-driven, pro-active, collaborative, and innovative, to enable them to rise to a higher level of operational excellence, customer responsiveness and original intensity, as the group’s main objective is to become the preferred hospitality employer in Malaysia.

Q: Any plans on business expansion besides this?

A: Dorsett International Sdn Bhd is projecting to add 10 more hotels, resorts and serviced residences in Malaysia to its existing chain of five in approximately five years. The Group’s parent company, Far East Consortium International Ltd (FECL) which is a Hong Kong listed company, has allocated a substantial sum for the said expansion. All matters pertaining to the expansion comes under the responsibility of Dorsett International Sdn Bhd, which is the Malaysian hospitality arm of FEC. I am very confident that this goal will be met – efficiently, effectively and lucratively.

We prefer, if possible, to move away from the current star rating and position all our hotels based on their respective characteristics, location and types of serviced residences, guest rooms, and suites available. Our positioning will also take into consideration both the hardware and software available within the hotels which are offered to our guests, clients (both corporate and leisure), suppliers, etc.

By end-2010, our associates, customer, clients, guests, vendors, and suppliers will be able to identify and relate to the Group’s various classes of hospitality services, ranging from international class to mid-range to serviced residences.

Q: What can our readers expect to see from Dorsett in the future?

A: A well developed properties and associates. The hotel industry has much space to grow, since we have some of the most competitive rates for hotels in the region. Hotels need to establish a credible presence and a strong identity early on, so as the market continues to develop it becomes easy to stay ahead.

Q: Any further thoughts to share with our readers?

A: At the same time the group is venturing deeply into another two major areas and they are Social Media and Corporate Social Responsibility (CSR). As for social media, we now have a lively online presence with our revamped blog at http://www.dorsettinternational.com/blog, Facebook and YouTube.

And as for CSR, the group has been actively taking part in the major Earth Hour event last year and this year. This event will be an annual practice and the hotels have actively implemented some initiatives at their level as a beginning such as:
* Started own gardens that grow herbs like screw pine, lemongrass and mint.
* Display of green cards in the guest rooms as a reminder on minimising laundry to curb waste.
* Channels funds raised through ongoing fund raising activities from the selling of recyclable items.
* Started to use green pepper in their cooking as it has a distinct and favourable taste.
* Usage of bio-enzymes to clean the hotel’s drainage systems, which helps to save the environment.
*Compost machines turning the waste into fertilisers for the gardens.

Labuan IBFC: Transforming Trust Business Through Legislative Amendments

Dorsett International is proud to own the one and only 5-star hotel in Labuan.

For those who are interested in understanding more about the legislation in the duty-free island, I would like to share the following article by Cheang & Ariff and Equity Trust.


Labuan IBFC: Transforming Trust Business Through Legislative Amendments

Following the introduction of new regulatory framework governing offshore businesses and activities in Labuan, the Labuan International Business and Financial Centre (Labuan IBFC) is expected to draw in more investors, particularly Malaysians, following the introduction of new regulatory framework governing trust businesses on this duty-free island.

Labuan IBFC has been actively implementing changes to its legislative framework to ensure it remains as a global player within the fraternity. This is despite the global economic slowdown, which had forced the Malaysian Government to implement changes to its economic policies. Labuan IBFC was recently further buoyed by its recent "white listing" by the Organization for Economic Cooperation and Development (OECD) as a jurisdiction deemed to have substantially implemented OECD standards for transparency and exchange of information between countries and has undergone a substantial restructuring to further enhance its competitive edge within the international financial services sector.

These new enactments have made positive changes in the way Labuan IBFC operates whilst enhancing its product and services offering. Among the recent changes was the amendments to the Labuan Trust Act 1996 (LTA).

Amendments to the LTA are expected to give Labuan IBFC an edge as a modern offshore centre for wealth planning. This is fortuitous as industry experts forecast that Asia's share of the rich community is poised to grow annually by 12 to 15 per cent until 2013, making the region the largest source of high net worth investors, after the U.S.A. (courtesy of Labuan IBFC Inc. Sdn Bhd).

To a large extent the Labuan Special Trust is modelled after the British Virgin Islands 'VISTA' Trust.

A central provision of the Labuan Special Trust is that it can be used to hold shares in a Labuan Holding Company, which in turn may own assets such as cash, real estate, art, securities, businesses, insurance policies etc.

These shares, which are 'on trust to retain', may be held indefinitely. Interestingly, contrary to conventional approach, as the management of the company is the responsibility of the directors only, there is a distinct separation between the custodian role of trustees and their fiduciary role of investment that is handled by the company directors.

This provision meets the contemporary needs of High Net Worth Individuals or families who recognise that members of the next, younger and better educated generation may wish to attempt more sophisticated investment options; yet by separating the roles indicated above, the founders of wealth (the older generation) can still keep the original legacy intact. This feature is one of the most sought after in Trust Law.

Other advantages of a Labuan Special Trust include the provision for unenforceable claims; a two-year claw-back period and requirements for legal procedures should a creditor attempt to prove a trust is fraudulent; existence of the trust in perpetuity; and the option not to register the trust to protect his privacy.

For expatriates or retiree who may be mulling the benefits of re-locating, consider combining the trust structure with the government’s program called “Malaysia My Second Home” (MM2H). Under the MM2H scheme, a foreigner can own a property in the country and reside anywhere in Malaysia with his family, enjoying the country and its facilities like a resident. The combination of a trust with its tax efficiency, living the good life in a low-cost, tropical location with many fine beaches and modern amenities makes Labuan a proposition that's hard to refuse.

Labuan IBFC, relatively unknown compared to the Caymans or British Virgin Islands, is however, regarded by those who do know it as a safe, and attractive jurisdiction robustly regulated by the newly re-named Labuan Financial Services Authority (Labuan FSA, previously Labuan Offshore Financial Services Authority or LOFSA).

The jurisdiction is already home to more than 7,400 companies; 60 banks; 150 insurance entities; 23 Trust companies and scores of service providers including lawyers, accountants, tax consultants, audit and secretarial staff.

Labuan's strategic location in the heart of South East Asia, off the north west coast of Sabah, Malaysia, has many benefits especially with the current 'flight to quality' plus the continuing economic boom in China and India encourage investments to flow eastwards.

Hokkaido Fair at KLCC

Isetan in KLCC is currently hosting a Hokkaido Fair.


I found some great stuff: hairy crabs, crab claws, sea urchins, big scallops, etc.

But the highlight of this fair is the seafood ramen. It is RM40 a bowl, and only 30 bowls are sold every day. A good deal, I'd say!

Dictatorship VS Leadership

Here is an old article that is worth reproducing. I always say that there is no leader without a team. To know how successful a leader is, take a look at the team's success. Here is an article by wikibooks that differentiates between a leader and a dictator:

The glory of a leader can be plagued and overshadowed by many concerns that can affect the team’s success. A leader must wear many hats and be able to lead and encourage a team to perform. It is necessary for a leader to become an engaged member of the team, but be able to lead at the same time. It is inevitable that different personalities, industries, and goals will force any leader to adapt and mold to fit the current environment. What is the best way to successfully encourage and lead a team? This is the million dollar question. Although each situation will present various opportunities and needs that a leader must meet, there will be some leadership styles that will impede the group each time.

What is the appropriate balance between being a dictator and being weak or a push over? A leader must be able to relate to the team and earn their respect and loyalty to the goal. This cannot be accomplished by being a dictator and micro managing the team and the members. A leader must manage and master the core competencies as illustrated in When Teams Work Best by LaFasto and Larson to be effective and respected. When a leader is a dictator it violates the concept of the leader being a part of the team. However, when a leader is not active or an integral link in the process then an unqualified leader evolves from the team pool, which creates dysfunction and chaos.

At one extreme of the leadership spectrum is dictatorship. When a leader is a dictator they feel better because they have control and power. Leaders that have a high desire for control will have a significant impact on the team. Team members can identify when a dictator emerges and at that point it is very difficult for the leader to break out of this defined mold. As a result, the members shut down because they feel their contribution and ideas are not valued. This hampers the team’s identity, confidence, openness, and supportiveness. The ideas and actions now become that of the leader rather than a unique collection of the team.

Conversely, the other end of the leadership spectrum involves being a push over or what can be interpreted as being disinterested or possessing little passion. When a designated leader expresses little desire or interest in the team goal then it is quite natural for an informal leader to emerge from the team. Consequently, the road toward the vision and goal becomes blocked with obstacles and the goal is more distant and foggy. Moreover, the members feel abandoned when the leader does not demonstrate a concern or responsibility in the decision. This forces the members to guess the leader’s perspective and ultimately they begin to question their ability to lead, which devalues their trust and confidence in their leader. The ideas and actions of the group become less creative and effective because the members don’t feel important.

Therefore, a leader must discover the appropriate balance and walk the fine line. An effective leader needs to provide direction and share their ideas while building the member’s confidence. It is much easier for a leader to argue and fight for their point of view when they haven’t transformed into a dictator. A leader should manage their control and exhibit their care and passion by sharing the control with the team. When the control and power is balanced and shared between the leader and the team issues such as what gets discussed and possible solutions and actions now become a collective effort. Resultantly, this type of relationship and arrangement leads to a high level of trust and satisfaction. And it is common knowledge that these are fundamental elements for a productive and happy team and group.

Malaysia to host International Buddhist Conference

Article reproduced from http://www.wbc.my.

Three leading Buddhist organizations, Buddhist Gem Fellowship, Buddhist Missionary Society Malaysia and Young Buddhist Association of Malaysia, supported by eight other Buddhist organizations, will be organizing the World Buddhist Conference (WBC) from September 25-26, 2010 at the Istana Hotel, Jalan Raja Chulan, Kuala Lumpur.

The theme of the conference is “Living in Harmony: When Things Fall Apart”. The message of the conference is that we should see life in its proper perspective. Even if misfortunes or calamities were to affect us - be it in our business, career, or private relationships - we should not lose hope or adopt a pessimistic and fatalistic view of life. The Buddha had taught us that we can indeed remain happy in the midst of misfortunes or “when things fall apart” if we understand how our mind works and apply techniques to calm it.

This Conference will be graced by the presence of the world-renown Vietnamese Buddhist monk, author, poet, and peace activist Venerable Thich Nhat Hanh. Considered as one of the most influential Buddhist teachers in the world today, Venerable Thich Nhat Hanh was nominated for the Noble Peace Prize and subsequently led the Buddhist delegation to the Paris Peace Talks during the height of the Vietnam War during the 1960s. In September 2003 he addressed members of the United States Congress, leading them through a two-day retreat. Now based in France where he established the Plum Village Buddhist community, Venerable Thich Nhat Hanh has written well over 85 titles of accessible poems, prose, and prayers, with more than 40 in English. He will speak on the theme of the Conference which is “Living in Harmony: When Things Fall Apart”.

The Conference is aimed at the ordinary Buddhists – the man in the street – who wish to seek practical advice on what they need to do in order to live in harmony - to be able to lead peaceful and stress-free lives.

Being an international conference, WBC is expected to attract more than 1,000 participants from both Malaysia and overseas.

The line-up of speakers at the conference includes Malaysia’s own Venerable Wei Wu from Than Hsiang Temple, Penang, who is best known for setting up Malaysia’s first International Buddhist College, and many welfare projects such as kindergartens and orphanages throughout the country.

Other speakers include Venerable Tenzin Zopa from Nepal who is a resident teacher at Losang Dragpa Center, Petaling Jaya. He is the subject of the highly acclaimed documentary “The Unmistaken Child” about his search for his reincarnated teacher Lama Konchog.

Speakers from the West include Dr Joan Halifaz, an internationally-acclaimed medical anthropologist and Zen master, Venerable Tejadhamma, a pioneer in hospice work in Sydney, Australia, Dr David Loy, scholar practitioner from the US and co-founder of Buddhist Global Relief, Venerable Thubten Chodron,a well-known author and teacher from Washington, Dr Tan Eng Kong, a Malaysian-born practicing psychiatrist and psychotherapist, and Anchalee Kurutach who has been involved in refugee work and survivors of torture for over twenty years in her native Thailand as well as in the US.

Nambawan's Porky Burger

Nambawan is a family-run western restaurant in Sri Manja Square One where a friend took me for lunch.

Service that day was a little slow due to a shortage of staff. In fact there was only one person!


We waited for a long time, but we were happy when the food arrived as it was worth the wait! The highlight of the meal was the porky burger!

I'd definitely return to Nambawan when they have recruited more staff!

Stuffed Duck in Puchong

I revisited this restaurant called Chung Wah in Puchong, opposite the big Tesco hypermarket.

The stuffed duck is so tender you can chew all the bones. The glutinous rice inside is also soft and incredibly aromatic!

Akob Patin House in Kuantan

Every time I am in Kuantan, I will drop by the Akob Patin house in the centre of town, along the riverbank.


The prices are reasonable and they have a special patin buah with tempoyak sauce (durian gravy).


Another highly recommended dish is tapai -- traditional dessert wrapped in rubber tree leaves.

Penang: Glimpses of Hope

Hong Kong TVB Special Programme on Penang Chief Minister Lim Guan Eng.

Dialogue with Tourism Minister

Some Malaysian Association of Hotel Owners (MAHO) members and I attended a dialogue held by the Minister of Tourism, Dato' Seri Dr. Ng Yen Yen.

There was an overwhelming number of parties that attended, so we couldn't voice out specific issues the hotel industry is facing.

We were, however, surprised by the disclosure of the new target set by the ministry.

By 2020, the ministry of tourism aims to achieve 36 million tourists and 168 billion ringgit in tourism revenue.

We were asked to share ideas on how to achieve this.

Well, what I understand here is that there are more hotel rooms available now, but the ministry needs to address how exactly to attract that 36-million tourists to Malaysia. We are already facing a surplus in accommodation now.

Where are the activities to promote Malaysia?

Currently, it's just a number game with no concrete plans.

The Leaderonomics Show

I was interviewed by Roshan Thiran on The Leaderonomics Show today. Roshan is the Chief Executive Officer of Leaderonomics, a company dedicated to building leaders. The Leaderonomics Show is a unique leadership talk show that combines hard talk interviews with business leaders and leaders of all walks of life.

We spoke about knowledge management and talent management. The video should be out soon on Youtube.

Best Tom Yam in Kota Kinabalu

Wan Wan Coffee Shop is always my first stop in each of my trips to Kota Kinabalu. The latest trip was no exception. The coffee shop is conveniently located on Bundusan Road, opposite the Wong Kok Market.


It's a little pricey, but they serve very good fish soups, which contain fish paste, fish head and other parts of fish like the skin, stomach, etc.

There's also fantastic tom yam -- a lot of people claim that they serve the best tom yam in Kota Kinabalu!

Best of all, their food is completely halal and I can enjoy it with my Muslim friends.

Over 870,000 Taxpayers Overpaid RM10bil Last Year

I only just received the cheque for my tax refund today!

Reproduced from http://thestar.com.my/news/story.asp?file=/2010/7/7/nation/6619954&sec=nation

KUALA LUMPUR: A total of 870,630 taxpayers overpaid their taxes by RM10bil in 2009, said Deputy Finance Minister Datuk Dr Awang Adek Hussein.

He told Pendang Member of Parliement Datuk Dr Mohd Hayati Othman at the Dewan Rakyat that 838,644 taxpayers overpaid by RM8.6bil in 2008 while 654,606 taxpayers overpaid by RM5.4bil in 2007. Some 291,315 taxpayers overpaid by RM4.3bil in 2006.

He said as of last year, the Inland Revenue Board had yet to refund 150,757 taxpayers.

The board had also not sent refunds to 76,960 assessed in 2008 and 58,633 the year before.

All tax payment would be kept in the Con solidated Fund, he said.

To another question by Putatan MP Datuk Dr Marcus Mojigoh, he said it would be difficult to provide figures on those who could not be traced for refund payment.

Dr Awang Adek said some 1.5 million taxpayers had opted for e-filing their returns.

“For those who did e-filing, they got their refund in one month,” he said.

He added that that almost 95% for the 270,835 taxpayers, who use the e-filing service during the first five months of this year and were eligible for refunds, got their within a month.

Dr Awang Adek said those who filed their tax returns manually would receive their refund in three months.

“There are about 3.5 million taxpayers but only two million are actively paying tax,” he said.

SCS Global Consulting (M) Sdn Bhd tax consultant Harvinder Singh said the possibility of taxpayers having overpaid to Inland Revenue Board was due to them having to pay higher schedular tax deductions than the final sum of taxes that they had to fork out.

He said individual taxpayers might also have high deductions, which were tax-exempted such as the purchase of computers, books, insurance and medical expenses.

Another tax consultant who declined to be named said one reason for the overpaid taxes was pensioners declaring the dividends they received from owning shares as their income.

“Those receiving dividends are to declare the total they have received by the end of the assessment year and then, they will be able to claim for a refund from the taxes already deducted by the board,” he said.

Great Geoduck in Kota Kinabalu

I was in Kota Kinabalu over the weekend for a site visit. I had a meal at the Golden Seafood Restaurant near the airport. The seafood is great and fresh but the prices are the same as what we pay in KL.

I recommend the local baby geoduck!

The Whole Malaysian Association of Hotel Owners

Last Thursday was the first time we had all the council members together! Here is a picture of the representatives of various property and hospitality arms.

I was recently elected as the Vice President of MAHO last month. MAHO is the Malaysian Association of Hotel Owners, established in 1998. At MAHO, a group of hotel owners come together to represent the interests of members in safeguarding their return on investments through a conducive business environment and to promote and support the healthy development of the hotel industry.

Jangan Guna Hanya Jenama Murah

Reproduced from http://www.utusan.com.my/utusan/info.asp?y=2010&dt=0705&pub=Utusan_Malaysia&sec=Ekonomi&pg=ek_03.htm

"Jangan guna hanya jenama 'bajet' dan murah untuk tarik pelancong ke Malaysia,'' kata Presiden Persatuan Pemilik Hotel Malaysia (Maho), Datuk Seri Abdul Aziz Abdul Rahman.

Maho juga memohon supaya semua pihak di Malaysia keluar dari kepompong jenama murah dalam usaha menarik kedatangan pelancong asing ke negara ini kerana tindakan itu menjejaskan imej negara.

Abdul Aziz berkata, Maho menggesa kerajaan supaya mempelbagaikan aktiviti pelancongan dan menggunakan jenama eksklusif yang berkualiti tinggi dan berpatutan untuk pelancong asing dari kelas atasan.

Menurut beliau, kaedah ini merupakan salah satu cara untuk menarik perhatian lebih ramai pelancong dalam kalangan berada dan kelas atasan untuk kembali melancong ke negara ini.

"Kita di Malaysia masih mengalami kekurangan pelancong kelas atasan ke negara ini bagi menyokong industri pelancongan negara.

"Ramai selebriti kenamaan, pemimpin negara dan tokoh perniagaan asing datang ke negara ini hanya sekali dua sahaja dan mereka tidak kembali ke negara ini dan ia amat merugikan kerana Malaysia mempunyai banyak kemudahan dan infrastruktur yang bertaraf dunia,'' katanya kepada Utusan Malaysia di sini baru-baru ini.

Abdul Aziz menambah, industri perhotelan negara memerlukan kedatangan pelancong asing yang berkualiti dan berkemampuan dari segi kewangan sebaliknya, bukan kuantiti semata-mata.

Jelasnya, pelancong yang berkualiti tidak kisah untuk berbelanja dan mereka berkemampuan untuk menginap di hotel-hotel bertaraf lima bintang.

"Kami dapati pelancong yang berkualiti ini menginap dalam tempoh yang panjang di negara ini, kadang kala sehingga dua hingga tiga minggu dengan kadar sewa bilik RM1,000 ke atas semalam. Ia membawa hasil yang tinggi untuk industri perhotelan,'' katanya.

Maho turut memohon kerajaan supaya tidak memotong perbelanjaan dalam pembangunan industri pelancongan kerana ia amat diperlukan bagi menarik kedatangan ramai pelancong yang berkualiti.

Selain itu, kata Abdul Aziz, selain promosi pelancongan yang baik di luar negara, kerajaan perlu bijak menarik pelancong yang sedang berada dalam transit atau melancong ke negara-negara jiran supaya mengambil kesempatan berkunjung ke Malaysia.

Katanya, Malaysia boleh menarik perhatian pelancong asing di mana-mana lapangan terbang di Thailand dan Singapura untuk datang melawat ke Malaysia yang jaraknya tidak jauh dari kedua-dua lokasi tersebut.

"Perjalanan ke Malaysia dari Thailand dan Singapura hanya mengambil masa beberapa jam sahaja dari jalan udara dan ia merupakan salah satu usaha yang amat berkesan untuk menarik kedatangan pelancong,'' ujarnya.

Insentif Ubah Suai Hotel

Reproduced from http://www.hmetro.com.my/myMetro/articles/Insentifubahsuaihotel/Article/index_html

PERSATUAN Pemilik Hotel Malaysia (Maho) mengharapkan kerajaan agar meneruskan kempen penjenamaan Malaysia dan memberikan insentif seperti pelepasan cukai kepada pengusaha hotel yang melakukan ubah suai dalam usaha menarik lebih ramai pelancong menginap lebih lama di Malaysia.

Presidennya, Datuk Seri Abdul Aziz Abdul Rahman, berkata hampir 70 peratus daripada 160 hotel yang menjadi ahli Maho berusia lebih lima tahun dan memerlukan proses ubah suai dan baik pulih.

“Jumlah yang diperlukan untuk proses ubah suai dan baik pulih menelan belanja besar iaitu antara RM40 juta hingga RM100 juta atau RM150,000 untuk satu bilik.

“Maka, dengan jumlah perbelanjaan sebesar itu, kami perlukan sokongan kerajaan untuk memberi insentif seperti pemotongan cukai kerana pada akhirnya ia akan memberi keuntungan kepada kerajaan dan semua rakyat Malaysia,” katanya ketika ditemui, di Kuala Lumpur, semalam.

Menurutnya, proses ubah suai dan baik pulih tidak boleh dipandang ringan kerana ia melambangkan imej Malaysia secara keseluruhan.

“Sebelum ini, kerajaan mempertikaikan mengapa pemilik hotel enggan menaikkan kadar harga namun kami menganggap bahawa masanya belum tiba dan banyak perkara perlu dilakukan sebelum kadar penginapan di hotel dinaikkan,” katanya.

Abdul Aziz berkata, pihaknya mengakui bahawa kadar penginapan hotel di Malaysia adalah yang paling murah di Asia Tenggara.

“Jika dibandingkan dengan Singapura, kadar harga untuk hotel lima bintang di negara berkenaan adalah RM766 berbeza dengan di Malaysia hanya RM320.

“Malah, beberapa negara terdekat seperti Vietnam, Myanmar dan Indonesia tanpa disedari semakin mengejar Malaysia dalam industri pelancongan,” katanya.

Menurutnya, kerajaan juga perlu memainkan peranan dalam mengawal kemunculan dan pembinaan hotel baru sebaliknya memberi peluang hotel sedia ada menambah jumlah pelanggan kerana kadar penginapan hotel di Malaysia hanya 62 peratus sepanjang tahun berbanding di negara lain iaitu 80 peratus.

Lessons in Business Class

Whenever I fly, I have always wondered why there are four pin holes in front of the first seat in the business class.

Today I saw the air stewardess fixing a baby bed with them. My lesson for the day.

What is Talent Management?

I've been talking about Talent Management but I'm not sure how many of our associates understand the mechanism of the process. A lot of people misunderstand that the responsibility of Talent Management lies with certain people in the organization.

I strongly believe that Talent Management starts from the top, but it doesn't end there. It has to be a two-way process.

A proper plan has to be drawn up with clear directions that cascade to all associate levels. Associates, too, have to understand their own career path.

We want to see success in every associate. Certain designated captains will have to drive and manage the process. The (very transparent) path drawn up for each high-potential associate will help him or her grow to another level.

The captains then have to evaluate the succession planning, replacement planning, as well as retention planning.

It is a long and tedious process but I am confident that we have desire to get this going.

Meanwhile, I welcome comments from our associates who have their views to share on Talent Management!

Read 'Leadership Gold'

I'm currently reading John Maxwell's Leadership Gold.

The thing I like most about John Maxwell's style is that he simplifies all the complicated concepts about management and leadership, and more importantly, distinguishes between the two.

Some chapters in Leadership Gold are compelling, like: 'People Quit People, Not Companies'. Most of the time, people talk about companies being incompetent, or that there are office politics. They fail to identify the main source of the problem, which lies with the leader behind the scenes. Good people resign not because of the company but the irresponsible leader who devalues his people.

I particularly enjoy the part where John Maxwell talks about creating a growth environment. At Dorsett International, I'm practising this under Talent Management. Associates have a path charted out for them, determined jointly with the organization.

John Maxwell became a leader at the age of 22. Even though he can retire rich anytime now, he continues to keep learning and improving himself. Not only that, he trains others to become successful leaders! This is my definition of real leading!

To see how a leader is doing, look at the people. It's really as simple as that! Great leaders desire to bring out the greatness in others. Small people will try to put the same constraints on you that they have put on themselves.

Paikut King in Klang

I had lunch with a friend who raves about this place: Peng Heong Hakka Paikut Restaurant.

Although located in Klang, it's worth the drive there. I concur with my friend that it has some of the best Chinese dishes in town!