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The Celadon, one of Sukhothai’s many on premises restaurants


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George Benney

Thai Style

Editors’ Note

Prior to assuming his current role in August 2004, George Benney was General Manager of the Mandarin Oriental, Jakarta. A seasoned hospitality-industry veteran, he previously spent 27 years with Hyatt International, culminating in the post of opening General Manager of the Grand Hyatt, Muscat (Oman). Born in Britain and holding dual U.K./Australian citizenship, Benney has also served as Chairman of the Jakarta International Hotels Association and Chairman of the Board of the Australian Hotels Association for Western Australia.

Property Brief

A six-acre, landscaped oasis amid Bangkok’s business and embassy districts, The Sukhothai Bangkok (www.sukhothai.com) offers travelers 128 elegant guest rooms and 82 suites, decorated with fine silk and teakwood furnishings. The five-star property additionally features four dining venues (Celadon, which serves acclaimed native Thai cuisine; La Scala, an Italian restaurant; the newly renovated, Ed Tuttle-designed Colonnade, for all day dining; and the cozy Zuk Bar); a state-of-the-art business center and meeting facilities; an 82-foot pool and fully appointed health club; and a shopping arcade. The hotel is owned by Sathorn Park Company Ltd. and managed by HKR Asia Pacific, both subsidiaries of Cayman Islands-registered, Hong Kong-based property developer HKR International Ltd. It is a member of The Leading Hotels of the World.

The global travel industry has achieved strong growth over the past year. Has the market been strong in Thailand, and what is your outlook for growth for the property in 2008?

Overall, visitor growth to Thailand slowed to only 3.3 percent in 2007, and much of this was to the regions, rather than to Bangkok. Political events, as well as a strong Baht, have affected travel patterns. However, we saw an upward growth trend in the last quarter of 2007. Given the fact that elections have just taken place, we are cautiously optimistic about 2008, and are expecting a growth in demand on which we should be able to capitalize.

What changes will visitors see at The Sukhothai Bangkok?

I am very happy to say that we have just completed a three-year renovation. Our many upgrades include the integration of 7,000 square meters of mature gardens into the hotel, with several new facilities; the new Garden Villa, which includes four large rooms in a residential setting for both private meetings as well as private dining; our Spa Botanica, a new seven-room spa in a mature garden setting; a new business centre with expanded small meeting facilities; a new retail center, with new quality tenants reflecting the high-quality artwork, fabrics, and antiques of Thailand; a fleet of 16 new, fully-equipped Mercedes Benz S320 limousines; the complete upgrade of our porte corchere, with a new black granite surface; and the introduction of a new multifunctional retail outlet, serving Lavazza coffees and selling gourmet items, essentials, and Sukhothai Signature gifts for the discerning traveler. We have also converted all our coffee service to Lavazza, the best Italian Brand, and our teas to Mariage, the finest French brand of delicate tea blends.

Thailand has a number of high-end luxury properties operating in a similar market. How are you different?

We have a head start with the wonderfully contemporary Thai architectural style, setting, and design of The Sukhothai. This really is a one-of-a-kind hotel, and we immediately win the hearts of those who discover it. We follow this up with discreet personal service, which is nonintrusive and delivered in a manner in which only Thai people are able to achieve.

How do you approach food and beverage at The Sukhothai Bangkok?

Our restaurants run from the finest Thai cuisine to Italian to all-day dining. From pizza to pad Thai, we offer the whole range. A major feature of the main all-day-dining restaurant is its wonderfully extensive breakfast buffets, a real treat for anyone from anywhere in the world. They include fresh honey off the comb, a wide range of yogurts, baked goods, cold cuts, and on and on. In this same restaurant, we feature our Sunday brunch, which is truly the leading Sunday brunch in Bangkok.

Many leading properties today place a major emphasis on offering high-end spa and fitness facilities. Is this a focus for you?

Until recently, it has not been a focus. However, with the completion of our new Spa Botanica, the well-known spa brand of our parent company, we will be very competitive in this area, offering a unique garden setting as opposed to air-conditioned floors contained within a high-rise building. Complemented by our existing comprehensive fitness facility, in a separate space, we offer the full range of wellness services. We add to this the availability of spa cuisine items on our menus, for those who wish to take a purist approach to life. Indeed, our kitchen brigade can personalize and tailor-make any menu to suit individual dietary needs.

Your time is pulled in many different directions. How do you define the role of a General Manager today, and how do you focus your time and effort?

I guess it’s a bit like being the parent of eight kids. Multitasking is essential, and being able to be mentally agile and flexible, not to mention being mentally fit, is essential to make it through the day. You can never predict what the day will bring, so if you are a control freak, the hotel business is not for you. The best days I have are when my diary is free and I am less pressured for time, so I am able to take whatever happens in stride. I can spend more time with guests and listen to people more proactively than I am usually able to do, as opposed to being held hostage by the PC and the e-mail “curse,” which is replacing the telephone and in-person conversations between people, when it comes to resolving issues. I would rather spend five minutes speaking with a client than 30 seconds on an e-mail confirmation. E-mail has turned us all into our own secretaries.

As you look to 2008, what are your key priorities for the property?

Our plans for this year are all about people. We will be conducting leadership training for our middle managers, ensuring that a devolved, rather than a centralized, “control-centric” organization exists, so that customers can be cared for. We will be focusing on improving technical skills in our staff, ensuring they remain updated on the lifestyles of our customers. We will also be enhancing skills training, to ensure our staff is constantly improving, and through internal monitoring systems, we will ensure they are rewarded daily for outstanding actions they have taken. Above all, we will be making certain that our customers are the focus of our attention and effort.