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Saudi Arabia: The Last Assignment Before the Anticipated Economic Collapse Kicks In

Jeddah is not the most welcoming of airports. On the way in, I was taken aside, computers consulted, passport finally stamped, all without a word or smile. On the way out of the country, I was taken into a small room and more computers peered at before I was authorized to leave; and then again at security, sent into a small room with three military personnel, this time with the mandate to persuade them that my nutritional supplements were not drugs, a point made all the more vital as the Saudi entry form says in red letters in English at the top, “Drugs = death.” With a handful of vitamins, the task was not too difficult using sign language and the one word they did understand (“Doctor”). My challenge was explaining to them repeatedly that “No, I am not a doctor.” A far greater challenge would have been explaining to them the three-month supply I had with me at the beginning of the trip. Luckily, Saudi Arabia was almost the last port of call. But, as with most people, these serious-looking military men are friendly enough if you are friendly enough. Waiting in line at the Chinese consulate, when the Chinese official just walked away from the long lines of Saudis and one Brit, the people in line were not only friendly (a combination of smiles, nods and pigeon English) but even let me jump ahead a bit at the risk of themselves not being seen. No, hanging onto the idea that 98% of the planetary populace is anything other than decent and friendly is counterproductive and plainly false.

Jeddah is close to Medina and Mecca, the two holy cities of the Muslim faith (Islam), which makes it a preferred destination for Muslim butlers. The Rosewood hotel here is the hotel to go to in the area (or so a fellow passenger, who had not been able to secure a room there, confided in me as we were landing).

My suite looked out over the Red Sea, which the entire month I was in residence, was inexplicably blue.

The training took place in the staff compound about a mile away, which entailed piling into a bus, as the temperatures, even at that time of year, do not allow walking in a suit. Probably one of the reasons why the locals wear the clothes they do. Although I still cannot understand why the ladies have to wear black abayas (dresses), when white would reflect the heat so much more effectively. But when I did sneak a peak at an abaya (one does not look at the ladies, and certainly does not touch them nor, as I did once, smile courteously), I saw they were of a very fine material and probably quite comfortable to wear.

Speaking of which, when I saw an abaya walking past speaking cockney, I realized that ladies of all nationalities are expected to wear abayas here. Even though there is a religious police here, I only ever met one who came banging on my door one night with great authority. I am sure he was as surprised at the sight of me standing in front of him in my bathrobe as I was of him in his short robe (theirs do not go all the way to the ground) and long beard. Through sign language, we worked out he was lost and I directed him to his intended destination. Decent chap, we enjoyed a laugh together.

Although not a Muslim myself, I can only respect and appreciate the way religion is such a central part of their life. Qu’rans (Korans) and prayer mats are provided in each room, and usually an arrow in the ceiling marks the direction of Mecca. The Imam calls people to prayer via loudspeakers I think five times a day (not so convenient at 5 am at the next hotel where I stayed, as my suite’s windows were yards from the mosque). The other trainer who was with me (there were two of us because we had rather a lot of butlers to train) is a devout Muslim and a truly wonderful person who really lives and loves his religion, practicing its tenets in his life. He, Budi P (he says his surname is too long to pronounce with ease) naturally, made his way to Medina on a pilgrimage on one of our days off, including having his hair cut short, which is the tradition. So many fascinating details, some of which I learned as he explained his religion over the many meals we shared during our assignment.

I have no interest in changing anyone’s religion or political affiliations, and try to steer clear of talking about these subjects, and sex, in social company for reasons that they sometimes stir passions beyond the point of reasoning; but I do feel obliged to counsel against any tendency to stereotype or operate on information one may have heard third- hand concerning, say the nature of Islam. There is so much it has in common with many other religions and everything that is good about man, that it deserves respect. There are those who misuse the religion just as there are those who interpret other religions in destructive ways, and it is constructive to differentiate between these relative few and the vast majority.

Meanwhile, back to earth, we had three torrential downpours while I was there (I am fuzzy on how long it had been since the last rains, but it might have been a decade), each of which resulting in a fleet of tankers with long probosci (noses) traveling the streets to suck up the huge lakes of rainwater that had collected. Almost never having rain, the city planners had opted not to build any drainage system. The same goes for sewers, which is why these trucks with probosci are also seen emptying tanks of the stuff and transporting them to a ginormous man-made lagoon in the desert that seemed to have burst its banks into a nearby city as a result of the rains. A good example, methinks, of a solution becoming a problem. As the building codes also do not anticipate rain, some buildings in the city were the wetter for wear, impacting electronics and yes, the Internet. Not as bad as when I was in Dubai the year before and undersea cables were cut in both the Mediterranean and Gulf, rendering connections to many countries more than problematic. How quickly we have forgotten how to interact without the Internet.

The training continues well and the butlers are perking up. I perked up one evening when dining with the GM and other executives. I would say that the Swiss are famous for watches, for being the only landlocked country to win the America’s Cup, and for their banks. One other category deserves mention: the number of extremely competent and upbeat Hotel Managers and General Managers around the world who are walking around sporting those cadences particular to the Swiss language. HP is no exception. During dinner, he received a call. He discreetly issued a couple of instructions and said he would be over. The news, it transpired later, was that almost none of the electronic keys and therefore elevators were working because of the torrential rain. He did not rush his guests, but we were out within ten minutes on the way back to the hotel. On the drive back, he fielded another call. As it transpired later, a royal personage, not looking where he was going, had fallen into the lobby fountain, broken his leg, and was threatening to sue (a US import, I suppose). The GM quietly acknowledged the caller and continued to drive sedately to the hotel. He offered to drive us to the front entrance and then park the car, but realizing something was up, we opted to park first. He escorted us to the front door and then, seeing the ambulance was already on the premises, calmly proceeded to the fourth floor to see about sorting out the electronic key situation. Unflappably efficient is one of the requirements for a butler. HP was indicted into the Hall of Fame as an honorary butler based on what we saw in that short glimpse into the life of a GM. For that matter, Alec the Scotsman, his #2, was, too, and so have been many of the executives we have had the pleasure of working with for.

The newspapers are starting to carry unsavory news about the economy back home on the skids. Hate to say “Told you so” but this was not news to me. One cannot invent US $1.4 quadrillion out of thin air and then expect the bubble/Ponzi scheme not to implode at some time. This is a lesson that financiers have not learned for close on 600 years. By financiers, I mean people who fiddle with currency instead of doing an honest day’s work. I mean, I learned about financial froth when I studied at boarding school (where one has nothing better to do) about the South Sea Bubble of 1720, in which a speculative boom in the shares of the South Sea company ended with the company’s failure and a general financial collapse. So I earn my way through life with exchangeable products and services that clients find of value.

And now there is talk of hundreds of billions of taxpayer bailout…Hmm, the very fundamentals of economics show that inflation is printing more money than there is product in the economy, and deflation/depression is having too much product and not enough money. Why did the Fed stop reporting the M3 money supply statistic a few years ago unless they were printing up a whole bunch more money than they should and so making the money supply go out of balance with the amount of product in the US?

I could go on, but will spare you. There’s enough of this in the media. You know, butlers trace their roots as problem solvers for the master of the house all the way back to the Roman comedies of Plauto and Terenzio in the Third Century BC, with modern day re-runs courtesy of such as the Jeeves and Wooster series (or even Blackadder, at the crass end), and no doubt American TV series of the same general tenor. I would certainly relish being the Head Butler in the White House, because I would feel inclined to offer discreet advice from time to time (and let the boss take all the credit, of course).

So, back to Jeddah; my training done, my goodbyes to the butlers and executives said (again, wonderful people, especially my key contact: a Scotsman with a heavy brogue that is mixed with a Saudi accent that has one mesmerized at how he does it without seeming to notice he is a unique linguistic phenomenon), I left Budi P to complete the practical sessions in the suites and go to a nearby palace as a mystery guest.

Now, this palace is nothing short of superb. It used to belong I think to the King or his brother, but he decided not to live in it and turned it into a boutique hotel mainly for fellow royalty. I have never seen so many chandeliers (two in my junior suite alone), the cuisine is excellent.

The butlers need a bit of work to match the property, but that is speaking from a very high standard, so I wouldn’t want them to feel bad about their best efforts. They rumbled me fairly soon after I arrived (being one of the few Brits they had served didn’t make it so easy to remain incognito), and I became aware that suddenly they were being a lot more attentive than they had been when I had first arrived; but the GM kept the pretense going long enough for me to complete my mission. That involved sampling all the services they offered, including haircut and massage (which I could have had in my suite), as well as the cigar room, which was a pleasure. I asked one concierge (as a test) to arrange for some ladies to see me, and he took it in his stride, politely declining: How refreshing to find ethical standards alive.

Finally, the time to leave Jeddah is at hand. At the last minute, I changed my flights from Beijing to Tampa as the Chinese client I was to train for next, postponed the visit (this is after considerable effort to obtain a Chinese visa while staying in a foreign country, not the easiest bureaucratic hurdle to clear). I found out later that the city he is in was being hit particularly badly by closing factories and laid off workers as a result of the slowdown in orders from the US. So the dominoes fall. But life is to be lived, not trembled at, so onward and upward!

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So How was Your Butler?

Ratings Keep Hotels Honest & Validates Serious Players

In an industry that is premised on service, increasing numbers of high-end hoteliers have decided to raise the bar by instituting butler service. Increased rack rates, customer loyalty, enhanced word of mouth and, on the employee side, greater retention and raised standards facility wide are the reward where true butler service is offered. A key question, however, especially in any country lacking a broad and long tradition of butling, is: “What exactly is butler service?”

Anyone who has experienced butler service in hotels and resorts may have seen butlers stretched so thin as to be invisible, pool attendants re-titled butlers, or any of the myriad other ways in which marketing departments and managers have demonstrated creativity in tapping into the prestige of things butler. While real butlers appreciate the recognition afforded their profession when offerings of superior service are personified by a butler figure, they are not themselves served well in the long run by this cheapening of their profession. More importantly, guests can recognize a gimmick when they see one and are left in a poor frame of mind at being handed a Mickey Mouse version of the service they had expected and paid for when booking into a facility.

As the standard setter for the profession, the International Institute of Modern Butlers has felt compelled to pick its way gingerly through the rubble of the castle walls and stand firm against the enemy: the inclination to cut corners on the way to status and higher revenues—always a self-defeating exercise in the long run. The Institute’s weapon of choice? A rating system that parallels AAA and Mobil ratings but which is focused on butler service in hospitality venues. The purpose of the rating is to help guests and travel agencies make informed decisions about the nature of the butler service being offered by a venue they or their clients may be considering; and to assist managers and butler employees in improving their butler services and achieving recognition for their efforts. Ratings are done by various sources: the hotels themselves, the Institute’s personnel and other butler professionals, and now, following Conde Naste’s model, by guests providing their input via www.modernbutlers.com/standards/butler-rating.aspx

The article that follows details the successes enjoyed by some hotels that have made earnest efforts to implement butler service and use the rating system to improve their offerings; as well as feedback and advice from managers and head butlers on instituting genuine butler service. All hotels have been given ample opportunity to self-assess, so those listed on the Web site as offering butler service who have not been rated would have some reason for pleading the Fifth that they may want to share with prospective guests and travel agencies doing their due diligence.

Where butler departments are established properly, they enjoy varying degrees of success based on their adherence to the basic purpose of butling: the providing of a discreet service that anticipates guest needs.

Failed butler departments are caused by violating a few basics: not selecting proven service professionals for butlers; not training them on the persona, mindset, communication skills, and service skills of the butler in a hospitality setting; launching the butler program without bringing the rest of the employees aboard, so it appears as a threat to their income stream; and trying to cut costs by cutting service, resulting in harried butlers providing an irreducible minimum of service to too many guests.

What drives these shortcuts? In my experience, it has been one or more of three distinct impulses:

  • Money motivation, where the goal is solely to increase revenue by riding on the coattails of the butler profession, with little patience for or interest in the financial outlay, sweat equity, and intelligent thinking necessary to deliver the actual service.
  • A manager either not understanding or taking a personal dislike to the idea of butlers. In one instance, an inexperienced and unethical GM was busy accepting personal favors, protecting his incompetent protegés, and creating a culture that put loyalty to his own agenda ahead of servicing guests. He resented being shown up by the service expectations of the popular Head Butler and the butler team. So the GM did everything possible, both covert and brazen, to undermine and end the butler service so desired by the hotel owner and guests. As the Head Butler at this establishment noted with typical understatement, “GMs unfamiliar with the service would do well to respect the advice of their Head Butler. If one has not worked with butlers before and does not understand the concept fully, it will be very difficult to provide the support/level of understanding required to make the program a success. Instituting a butler department is a project that requires dedication and support on all fronts—ownership, management, and operations—in order to succeed.” This story is still playing out, but the Head Butler is standing firm while taking over increasingly the functions of other departments being mismanaged by the GM that had been cutting across the ability of the butlers and the hotel to service the guests.
  • A manager focused on slashing costs. In one instance, an owner had invested heavily in establishing a butler department (on one floor of a brand new facility) that proved very popular with guests and media (almost always the case). Yet when the revenue began to flag facility wide after the grand opening (as a result of inadequate sales and marketing), he thought one solution lay in the savings that could be accomplished by firing all the butlers, and proceeded to do so. The hotel continues to flounder to this day, having lost its signature service and earned itself a poor reputation in the local community upon which it depended for its personnel, all on top of the original inadequate sales and marketing efforts which were not remedied by these firings.

Successful outcomes might include The Cloister, recently rebuilt and reopened on Sea Island, Georgia. Butler service was initiated at the behest of the owner, Bill Jones III, to all 125-guest rooms and 32 suites. Fiona Williams Cameron, the Head Butler who led the team that established the 55-person butler department, offers some pointers for the kind of success that led to a Four Butler facility with Five Butler service to its 32 suites.

“The more input you can have before infrastructure is in place, the better off you will be in terms of avoiding potential operational issues for the staff, leading to better service for†the guests. In terms of operational issues, it is only normal that various departments will be uncomfortable with a new concept, so communication is key among department heads.Lastly, we invested in a large amount of training for the staff and will continue to do so.

“The Hotel Butler Rating System is a wonderful benchmark that will help guide hotels in the direction of this personalized and quality service while also keeping competition alive. Achieving these standards is mainly dependent on training in the modern style. As an example, we have worked to find a happy medium between ‘good service’ as ‘discreet service’ and the warm, friendly service characteristic of Southern Hospitality that our guests are used to receiving.”

Leopoldo Perez is the head butler at One & Only Palmilla, voted best resort in Latin America by Conde Naste for the last two years. Butler service to each of the 172 rooms and suites has been a key element in this success. A dozen of these suites receive dedicated butler service, making One & Only Palmilla both a Four-  and Five-Butler facility. According to Perez, “All guests in suites with dedicated butlers are given cell phones for direct contact with their butlers (and nobody else). There is very little the butlers cannot do for guests, as long as it is legal, of course.

“Critical elements in building our butler department have been, firstly, having a trainer to guide the department in the right direction. Secondly, having management support and understanding of what the butler department brings to the property, so they were willing to invest in resources, staff, and training.

“Our guests were not used to butler service at first, especially in a relaxed beach-resort property such as ours, so they did not take advantage of our service and were not commenting on us in customer-feedback surveys. So we created new procedures and amenities, advertised on the Web site and collateral, and increased our staff numbers. The guests then began to notice and use the butlers, thinking of them as ‘my butler.’ We now enjoy 60% repeat guests and 20% of these ask for the same butler. We have doubled the number of butlers to 44 because of the demand for butler service.

“The physical layout of our property is not the normal monolithic building with suites easily reached by butlers on each floor. Our 172 rooms are in twelve separate buildings spread over 25 acres, which makes it difficult operationally to provide butler service. We have handled this by assigning rooms optimally and increasing staff numbers. We also set up mini pantries in each building so the butlers have easy access to their tools and supplies, instead of trekking to the two main pantries on site. And we have added butler runners to keep the pantries and mini pantries stocked and to take needed or requested items to the butlers for presentation to the guests.

“My advice to other head butlers is that even if you are already experienced, bring in a professional in the field to help launch the service. Secondly, if the hotel has not yet been constructed, you as head butler need to speak to the architect about designing the spaces and areas needed by butlers to service guests. Thirdly, you need to create your network, attend butler conventions, become a member of professional associations such as the International Institute of Modern Butlers, and use the network of individuals in the profession to give you knowledge and guidance. That’s how it has worked for me.

“From the GM’s perspective, it is very important that you understand what a butler is and decide what you want your butler service to do for the hotel before launch; then sit down with the head butler and communicate your expectations.

“The rating system has proven very useful. Many hotels are advertising that they have butler service as the next great thing in personalized and excellent service. Many guests are experiencing this butler service, often in hotels where they may not have the necessary resources to provide butler service or the proper training. So guests tend to be disappointed with their experience, which of course reflects on all hotels offering butler service. The ratings will allow guests to know what kind of butler service they will be receiving. In the same way, it gives hotels such as ours that offer butler service, the opportunity to see where they stand with regard to that service, and what they need to do to take it to remain at the same or move to the next level.”

George Sotello is the GM at One & Only Palmilla, and he reports, “The butler department has become an icon for the resort. Well-traveled guests know what to expect from their butler experience and feedback has been extremely positive. From the moment the guests meet their butler, there is an immediate connection, the guests understanding that they can call upon their butler to fulfill their every need. Some guests, coming from North America where butler service is not common, do not know what to expect from their butlers. We are working on an orientation CD to send first-time guests before they arrive. ‘Blow away the customer’ is our credo, and we rely on the butlers in a good part to deliver on that promise. We have had many guests contact the resort after leaving, stating that after experiencing the butler service at the resort, they feel lost and wish they could have a butler at home.”

Mr. Nakano, the Managing Director of the Rosewood property, Hotel Seiyo Ginza in Tokyo, has also utilized the Butler Ratings to help extend the butler service model across many guest contact points in the hotel, in addition to providing butler service to all guests—a first for Japan. As Mr. Nakano puts it, “No-one seems to realize how profitable butler service can be: it would be of great benefit to organizations considering implementing butler service to be coached on how it could enhance the organization’s ability to make more money and perhaps save costs through re-organization and consolidation. Our Rooms Division, for instance, is run by the Head Butler; his team of butlers also manages our PABX/Communication Center for all incoming calls to the hotel in addition to all Room Service orders and delivery. We have thereby eliminated the need for a separate PABX and Room Service department and staff. Few people appreciate how valuable and convenient butler service can be.”

Obviously, these benefits accrue where the players are serious about putting a real butler department in place, and a useful tool in achieving this is the Butler Rating System.

Rating Your Butler

Hotels and resorts offering butler service are rated here. This list is influenced by input from anyone qualified (i.e. anyone who works/worked at or has visited the facility upon which they are commenting) providing their feedback via a link on the same page.

Specific comments are not posted, but are used in assessing the real-time state of butler service—rather than annually as with other rating bodies. The Institute, likewise, does not take a passive/judgmental role, but works with hotels to alert them to issues so they can respond and/or act to improve.

The ratings range from “No Butler” to “Five Butlers” (briefly) as follows:

No Butler
The butlers are called such, but have no training or understanding of the nature or skill-sets of a butler, often having a modifier in front of their title, such as “fireplace butler,” “technology butler,” or “baby butler.”

One Butler
There is literally one butler on the floor, rushing to service guests who are kept waiting or improperly serviced. There may be more than one butler, but training on the skills of the butler or the grace of a butler are lacking, even though some of the service is being provided.

Two Butlers
The butler-to-guest ratio is still too strained, so guests are kept waiting or not fully serviced, but basic elements of butler service are performed and the butlers have been trained in their profession either in schools or on site. No night butler on duty and no butler coordinators to connect guests with butlers.

Three Butlers
There are enough butlers in shifts to manage guests, including night butlers, butler coordinators, and a head butler. The Butler department exists as its own department, not under Housekeeping, Concierge, Room Service, F&B, or any other department. Guests are offered a good range of butler services and these are satisfactorily executed. Butler service has been established and fine-tuned with the assistance of trained professionals.

Four Butlers
Butlers provide excellent, often invisible service to guests who are wowed by the attention to detail. Includes a full complement of butlers who have sufficient presence with the rest of the employees that they have raised their level of service and can obtain instant service for guests. Butler Department personnel receive ongoing training and quality control to keep them sharp and there is a Deputy for the Head Butler who facilitates this training and other organizational steps to keep the Butler Department running smoothly.

Five Butlers
Guests have their own private butler to attend to their every (legal and ethical) needs and desires, including accompanying them on excursions as chauffeur and guide. In the case of guests lacking companions, this level of service may extend to the butler being a companion for a guest, even being skilled enough to play such as golf or tennis (but sufficiently diplomatic always to let the guest win by a narrow margin—and never crossing the line). Where spa service is offered, the butler may also be the spa therapist or so knowledgeable in spa methodology that he or she presents a seamless experience for the spa-going guest.

The full list of requirements for each level can be found here.

This article also appeared in HotelNewsResource.com and AirlineNewResource.com