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The Modern Butlers’ Journal, May 2016, International Institute of Modern Butlers

 

BlueLogo2011web The Modern Butlers’ Journal for Service Professionals Worldwide, July, 2012

The Modern Butlers’ Journal volume 12, issue 5

International Institute of Modern Butlers

Teaching Right Mindset, People Skills, & Superior-service Expertise

IIMB Chairman Steven Ferry The Modern Butlers’ Journal for Service Professionals Worldwide, July, 2012

Message from the Chairman

Keeping tabs on how butlers are perceived in society (see our column Butlers in the Media over the last several years) has been mainly an exercise in spotting ways that our title has been called upon to confer the profession’s key characteristic of superior—solicitous, etc.— service. This trend has been ongoing for quite a number of years—even centuries if we look at products such as “Butler Trays” and Butlers Thumbs”—and it represents a double-edged sword, in that we are a) recognized as the quintessential service provider that sets the standard, while b) each taking of our title in vain tends to denigrate or cheapen that title.

None of this really has had much impact on our profession or how it is perceived, until the ominous sound of “robot butlers” marching toward the future grew too loud to shut out in the present. Why is this trend more than a curiosity, and something to which we should pay attention?

Because unless we ferret out and remedy those elements that push our profession in the direction of being two-dimensional figurines with automated responses, we will have nothing to offer that would prompt an employer to keep us on, with all our human foibles, faults, and flaws, in favor of a real automaton, a robot butler.

Anything each one of us can do to reassert our humanity in society as a whole and in our profession in particular, to reinvigorate the life that is in us, to use the judgement and compassion that are the hallmark of civilization, as opposed to bowing to the materialistic view of life as a huge collection of amoral and pointless atoms and quarks, would be one more point of light to throw on the darkening clouds of materialistic progress.

Put simply, if we want to keep our jobs, then let’s put some attention on improving our offerings to potential employers by differentiating ourselves from what robot butlers have to offer—because they, not fellow butlers today or the struggling economies, etc., are the threat to the centuries of service our profession has made possible.

Butlers in the Media

In terms of robot butlers, this month has seen a few launched or discussed—most particularly BMW’s and Bentley’s holographic butlers covered in the last MBJ; then there is Big-i, a “home butler” shaped like a rubbish bin/trash can, that can find its way about the house, enjoys voice and facial recognition, can track motion, control devices and equipment, learn to adapt to different people’s preferences, and speak to them accordingly. Being Chinese, Big-i is programmed to recognize the hierarchy of whom to show obedience to, starting with the boss. It can help children with their homework, “remind them to wash their hands if it sees them with a piece of fruit, give directions….” One supposes the only limit to its skills are those of the programmers and their patience in programming every single possible human interaction and life-situation. Just how valuable such a response may be remains to be seen—if every time a child picks up a piece of fruit he or she is reminded to wash his hands can be discovered if one were to try this with one’s own children for, say, the next couple of months. As great a technical advance as Big-i and others like it represent, is this really where we want to be going as a human race?

Then there is SmartAll, an “AI Butler” that is simply a home-control system for up to 1,000 devices—one that learns your patterns and makes decisions after seven days: “If you boil the kettle at 8.30 am each morning or turn off the lights at 11 pm every day, it will do that task for you.” In practice, this could be as annoying as those auto-correct features that create completely new words in your wake as you type, which can result in embarrassing or nonsensical communications if one does not then go back and check the checker. Controlling kettles may seem like a good idea, but what happens if there is no water in the kettle? And how does it know if iRobot Roomba, the vacuum cleaner, can skip a room or needs to spend extra time in it because the dog just chewed through the boss’s favorite pair of slippers?

But fear not, for those having difficulties with their computerized home management systems, there is now Digital Butler, a downloadable app to sort it all out. Maybe.

MiButler is another of the new wave of services and delivery services offered to home owners at low price: this one not an app but a text-based service—send a text message, they deliver, and mostly food delivery, but also such as car washes and grocery runs. Jarvis, another such service, also wants to be “your personal butler, attending to your groceries, cleaning, gardening, laundry and chores from $33 per week.” This company is making an effort to provide low-cost service to those many who do not have time to run their homes, but at least says it is training their butlers and looking for those with the right mindset. And then there is one town where the downloadable Butler app enables locals to order food deliveries.

Then we have the Thai hotel offering their BBQ Butler, actually just a private chef; the Brownstone Butler cleaning service in Manhattan and The Butler Did It Cleaning Company in Pennsylvania; The Butler, a hotel wardrobe designed with the purpose of making it less likely that guests leave things when they check out; Botlr the robot is now also in service in Chicago, breaking out of the confines of the Silicon Valley hotels in which it has been in service to date as a bellhop delivering small items to guest rooms; Taxi Butlers are push button systems for summoning taxis—existing already in 35 countries; and lastly, a Lexus dealership offers its Butler Experience, which involves remembering the names of clients “and customizing service to their individual preferences whenever possible.” Judging by their sales, it seems to be working.

One advertisement for a butler on the West Coast at 175K+ and another on the East Coast at $150K show that there are still those who understand the value of human butlers in running households, and who appreciate the scope of work and duties they can undertake. Along the same lines is an interesting article on the butler at Blenheim Palace.

And to conclude, the sad loss of Prince, was not compensated for by a hotel butler when talking about his experience servicing the musician; the reporter wrote, “And of course, our chatty butler (who no longer works at the Rio, so it’s fine) has a couple shady Prince anecdotes to dig up.” Really?

Need a Vacation or Time off Work?

Whether planning a vacation or experiencing an emergency, your position needs to be covered by someone. Often, that person is one of your own staff and their duties are light when your absence is planned to occur when principals are not in residence.

However, for those occasions when someone competent is needed to cover for you, you can always contact the Institute to arrange for temporary coverage—we have connected employers and their household managers and butlers with our team of temporary butlers and household managers for over a decade.

This includes times when  reinforcements are needed for larger projects or to cover when someone has departedly suddenly, for whatever reason, and a few weeks are needed to find and bring in the right replacement.

If you are already a butler or household manager and would like to join the on-call team, then feel free to contact us. There is no obligation to take on any project—you only turn up if you are available and interested.

Creative Corner

Statue of David, in soap
Statue of David, in soap

Whether a butler in private service or hospitality or elsewhere, the attention to detail in the execution of small, customized efforts that show caring, especially when that creativity was shown by the butler, counts for a lot with most employers and guests—whether or not they voice their appreciation, it is usually noted quietly. That is why we have been championing this somewhat quixotic goal of creating small gems to leave in the employer’s or guest’s bedroom or bathroom or anywhere, that go beyond the commercial, off-the-shelf, one-size-fits-all, it-takes-no-extra-care-and-attention-on-our-side efforts to “wow” the recipient.

The intrepid and creative head butler at The Fort Harrison hotel in Florida, Mr. Gutman, has been working whenever he has a spare moment, on perfecting techniques that enable butlers anywhere, with a small outlay of their time, to create custom-made soaps, fruits, and now chocolates, for each employer, family member, or guest.

Diver carved into an apple
Diver carved into an apple
A client's business logo done with such precision, that a logo company with laser equipment could not get it right
A client’s business logo done with such precision, that a logo company with laser equipment could not get it right

 

TXL_logo
The client’s original business logo, to compare

Remember, this butler is not one trained or experienced in carving, but it is amazing what he has managed to do with an X-Acto knife and attention to detail. Maybe not everyone feels they, also, can develop this skill, which is one reason why Mr. Gutman continues to work on developing techniques and materials that will allow anyone to personalize such items in the pursuit of that treasured smile on the employer’s or guest’s face. Enter his latest breakthrough: making molds that allow multiple products to be produced, still targeted to specific groups of individuals.

“I make a figure out of a clay, pour liquid silicone over it that then hardens and becomes a mold. I then cut it open, remove the clay, and then pour in soap or chocolate, using the same mold. I only need to make the figure once and then it is only a matter of minutes to create another one
out of a soap, chocolate, ice, you name it. There are so many things that can be done with it—apart from giving to my own guests, I can see other departments in the hotel offering these custom-made pieces when they provide their service, such as for banquet guests.”

Mr. Kobi is not too far away from being able to produce a manual for anyone in private or hospitality service who may be interested in adding such little gems to their skill sets for wow’ing principals and guests alike.

Amer1x1inch The Modern Butlers’ Journal for Service Professionals Worldwide, July, 2012

Let’s Talk about Mixology, Part 11

by Amer Vargas 

French 75

Today, we fly back in time again to the days when movies were black and white, and a classic movie that most retro lovers enjoy, Casablanca, featured a popular cocktail.

In honor of that most famous of lines in the movie, “We’ll always have Paris,” it’s only appropriate that this month’s  Journal should have a French theme for its cocktail: French 75.

French 75, photo by Annie
French 75, photo by Annie

The French 75 first saw a glass in the 1920’s, with different versions being spawned since by changing one or more of the ingredients. The current, common recipe in fact changes substitutes cognac for the original gin, yet is still considered to be the same drink. The presentation of the cocktail may also differ, depending on the bar: whilst the original cocktail called for a highball glass (half-filled with ice), these days, it seems to be better presented in a champagne flute.

According to the International Bartenders Association, the ingredients of the cocktail are: 3 cl/1 oz of gin, 2 dashes of sugar syrup, 1.5/0.5 oz cl of lemon juice, and 6 cl/2 oz of champagne.

The preparation is simple: combine the ingredients, except for the champagne, in a shaker filled with ice, and shake vigorously. Then strain into the serving glass of your choice: highball with ice for the classic touch, or champagne flute for a more classy and elegant look. Top up with the champagne and stir gently. Neither garnish nor decoration are called for in the official recipe, but many bartenders like to add a twist of lemon to improve the presentation.

This sparkling cocktail is thought to have been created in order to enjoy champagne with a little bit more kick. So make sure that, unlike Sam, you don’t play it too many times, or you may not be allowed to board the plane at the end of the film.

Mr. Vargas is the Institute’s President and can be contacted via AmerVargas AT modernbutlers.com

Of Butlers and Roses, Part 25 of 30

by GJ dePillis

The Medicinal  Rose 

Our previous article may have started a conversation between you, butler, and the chef, who hopefully now is using roses in his or her gustatory treats for your family. Did you know that in ancient times, roses were hailed also for their medicinal uses, quite apart from their aesthetic value?

Ancient texts show roses to have been a staple in the apothecary, most especially red roses because it was thought their stronger fragrance created a more potent rose oil.

What ailments were cause for the butler, nanny, or whoever, to whip out the rose oil, rose hips, or rose petals?

  • Drinking rose water would stave off a queasy stomach or even prevent vomiting;
  • Rose hip tea, or rose honey, would ease coughing;
  • Topical applications would alleviate joint pains and rheumatism;
  • Rose-scented oils would revive swooning or fainting individuals (mostly ladies obliged by fashion to trim their figures by wearing highly constrictive-to-oxygen-flow corsets);
  • Relieve fevered patients;
  • Drinking rose tea, rose water, or rose wine would ease constipation or other digestion problems;
  • When mixed with mint leaves, heated and applied to the chest and stomach, it was thought to encourage restful sleep, ease breathing (congestion), to ease aching muscle, and soothe an agitated patient;
  • Sore throats were soothed when taking a spoonful of rose honey;
  • Rose oils mixed with lotions were treatments for skin sores;
  • Mixing rose oil with apple cider vinegar and spearmint leaves would ease cases of dandruff;
  • Spraying chilled rose water from a spray bottle would refresh on hot summer days;
  • Rose petals soaked in white wine for at least two days, then strained and drunk to the tune of one goblet, would diminish headaches (The old “hair of the dog that bit you” approach). As a side effect, if the patient also had sore or wounded gums, this rose wine would ease the aches;
  • After removing the hairy seeds from rose hips and mixing the rose hips with sugar, adding hot water, straining, then drinking, one could treat diarrhea;
  • It has been said that to sooth a colicky baby, dried and powdered rose hip pulp placed in the infants mouth would calm them.

Ms. dePillis is a freelance contributor to the Journal who is based on the West Coast of the United States. She can be reached via depillis AT gmail.com

Jeff Herman Consulting the Silver Expert

 by Jeffrey Herman

 

Q: How do I best remove tarnish from between fork tines?

A: Flatten some cotton swab heads with a hammer; dip them in Earth Friendly Silver Polish or Blitz Silver Shine Polish; wipe them between the tines; rinse under warm running water;  dry immediately with a soft cotton towel.

Mr. Herman continues to offer his services to our readers for any questions you may have about the care of silver. Either call him at (800) 339-0417 (USA) or email jeff AT hermansilver.com

 

The Institute is dedicated to raising service standards by broadly disseminating the mindset and superior service expertise of that time-honored, quintessential service provider, the British Butler, updated with modern people skills, and adapted to the needs of modern employers and guests in staffed homes, luxury hotels, resorts, spas, retirement communities, jets, yachts & cruise ships around the world.

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Published Articles

To Market! To Market To Buy! Condo Hotels Overview

While condo hotels and variations thereof in the fractional ownership market are expanding in brand affiliation, geographical offerings and emerging residence alternatives such as private residence clubs and deeded destination clubs, the plethora of choices has necessitated ongoing educational seminars to offer advice to developers, financiers, prospective owners and managers and service providers to this niche industry. Information Management Network (“IMN”) offered its biannual symposium 2nd Annual Florida Symposium on Financing, Developing & Operating Condo Hotels at the Westin Diplomat Resort & Spa in Hollywood, Florida May 22-23.

The two-day conference attracted more than 650 attendees from the national and international sectors and featured practical working sessions for participants attending the moderated panels and presentations. The Hollywood conference featured 28 sessions including specialized programming for New/Prospective Owners, Small Property Owners, In-Depth Regional Market Roundtables; Unit Rental Management, Sales Compliance.

Workshop Leader for the Condo 101 Panel and Session Chair for the Amenities agenda, David J. Schwartz, managing principal, The Management Consortium, Inc. Hospitality Advisory Services based right there in Hollywood comments: “I grew up in the business,” Schwartz notes, “When I was 8, I handed out towels at the pool deck to people like Frank Sinatra and the Rat Pack. My family’s background was resort hotels. This is the kind of business you love or hate because it’s 24/7. My circle included many apartment and Condominium developers who never did hotels. It was only natural that I became an Advisor to them on Condo Hotel development.”

Schwartz discusses some basic differences between condo hotels and hotels: “With condo hotels, you’re dealing with guests and owners. Owners believe they can go any place, do whatever they want, and at no extra charge-They think they own it allŠThus the average hotel manager is not equipped to deal with this and often fail. In fact, in Florida you must have a CAM(Community Association Management license. Some will have separate buildings for the condo portion and the hotel.”

Regarding branding, Schwartz continues: “Some areas like South Beach, Florida are considered brands unto themselves. Most of South Beach hotels are not branded and have their own cachet People from certain walks of life identify with that. In this case, the area becomes the brand. Adding a hotel brand on top of that may or may not give the hotel saleability. Banks believe hotel brands lend saleability and thus be a good loan candidate.

Schwartz recalls: “Back in the late 90s when I was part of a real estate and hospitality group based in NYC, I would see the same people flying down to Florida every Fri night and flying back up Monday morning. If I am coming down to Florida a lot and spending $250 a night on a hotel, while pulling in $.5 million on Wall Street, I can buy a condo (which can be the very same room) and not only have a place to stay but also own something that appreciates in value… The people who buy these things are not stupid.. They know the management company will rent it out when you’re not there.”

On the subject of brands, Schwartz comments: “Brands have a large guest data base and sophisticated reservation systems. The brand is the flag- the identity of the project. Some won’t give you the right to their brand without hiring their company to manage the site. (You can also hire a third party to manage your property or do it yourself.) Flags cost a lot of money, and therein lie some of the problems: PIP (property improvement program)‹you have to be able to afford that flag. The paradox is: brands are going to cost you as a developer, and you have to determine if the brand will be profitable after you do your PIP to bring it up to brand standards. Most condo developers look to sell out a project and this is a way, they believe they can have an enhanced product and sell it faster. With hard contracts, the bank will give the funding. Speed is of the essence since you, as the developer, have your money tied up in stages. You want to work with OPMs (Other People’s Money). The objective is to get the development 40-50% sold out.”

On the subject of sales, Schwartz notes: “Most Condominium Developers only care about selling units…not about the running of the hotel condo. Hotels are most often apartments with hotel amenities.” Schwartz adds that in Miami Beach owners did indeed sell hotel rooms as opposed to apartments in the 40s, following a pattern that still is in vogue in Latin America and Europe. SEC regulations in the USA changed that. Schwartz notes: “The successful hotel brand will always yield a bigger market for renting hotel rooms…it is chic to say you have an apartment at The Ritz Carlton…”, Schwartz points out. “Along with that, you have a definitive high level of FF&E and services.”

When it comes to service, Schwartz is more guarded: “Five-star service: Everybody claims that’s what they are presenting but nobody knows what that service involves. At the upper levels of service, there is a greater proportion of staff to guest ratio, and only at that high level do brands substantially invest in training.”

Service is a part of branding, and Schwartz notes brands help drive sales. “Buyers don’t know from standards. They invest in a name, e.g., the Trump brand draws. The Trump organization does its own standards enforcement.” Schwartz explains, “That’s when the brand is actually important: to make money.”

There are different branding arrangements as well. Schwartz says: “In Florida and some other states, you can be a CHA (the highest designation of hotel training) but that doesn’t mean you can manage a condo hotel. One of the necessary requirements in Florida is CAM (Community Association Manager’s) license in Florida. Even if you were from The Pierre in NYC, it doesn’t mean you are licensed to run a condo hotel.” Schwartz notes requirements vary but that most training is through experience. “It’s a matter of licensing more companies and practicing good managememt,” Schwartz comments.

You can brand your own management; buy the brand and have a third party use their company management or use the brand’s management company. The brand’s property management company often puts investment rights of its brand and a percentage of ownership into the management contract. Schwartz believes management companies today should share some of the risk as well as the rewards.

Additionally, owners need to find something unique to sell. The typical condo hotel needs to have at least a kitchenette “even to make a cup of coffee in AM or nuke a corn muffin,” says Schwartz.

The condo hotel industry segment as we know it today is still experimental in many ways. “History is still being written in all these things…all the answers are not there yet but will unfold as more and more hotel properties come aboard.”

Session Chair for the Private Residences, David M. Disick, Esq., president of David M. Disick & Associates capital raising and business planning for development, explained the difference between condo hotels and private residence clubs (PRCs):

“The PRC is a higher, upscale form of fractional ownership and usually single site… I’ve spent time researching city clubs and the club industry in America at the high end resort development. PRCs offer the same real use of home ownership at a fraction of the price. Options are non equity; indirect equity.”

Disick points out: “Non-equity and indirect equity are generally multi-site clubs of single family homes, but there is no individual fractional fee simple real estate interest.”

Disick has created an alternative ownership structure with Elysian Deeded Destination Club. Owner-Members own a fractional fee, simple real estate interest in the vacation home of their choice with priority use rights in that home plus use rights throughout the network. Thus, Owner-Members can have all the advantages of individual real estate ownership such as mortgage financing leverage, ability to sell their interest on the open market through real estate brokers whenever and to whomever they wish and benefits of potential real estate appreciation without feeling tied down to only one vacation property.

Moreover, under Disick’s structure where acquisition of homes is phased according to membership sales, investors have secure hard asset values in the cost of the real estate.”

Disick says, “There are interesting synergies between Private Residence Clubs and Deeded Destination Clubs on the one hand and the hotel condo upscale products as they appear to investment motivation.” Disick notes with regard to the PRC and Deeded Destination Clubs: “While people want it to appreciate, it’s really a personal use product.” All options to residential alternatives are quickly becoming a mega segment which Disick believes “if you market them together, there will be economies of scale and management.”

Disick illustrates the phenomenon of a return to urban sites as competitive purchase options for suburbanites and/or business clients. “DC and NY…are a reflection of the current lifestyle buzz,” he says. “They’re good for business or suburbanites’ desire to eat drink and be merry on the weekends.”

As a Panel participant on the financing involved in the condo marketplace, Disick notes: “We need to demystify the business of raising money. Everyone asks, “How do you raise money?” I reply: “Hotels sell rooms, airlines sell travel; banks sell money. Rather than genuflect before the authority figure, the developer is responsible for generating the confidence of the capital sources in his commitment to the project and his business plan.”

Disick refers to his recent publication, “The Art and Science of Raising Capital for Developers” and recommends: “As an art, commit your passion for your deal. With the science, anticipate every possible thing that might go wrong. Show this to investor. Lay out the plan in detail.” Attendees’ interests centered around the exploration of financing options, development alternatives, security concerns and sales and marketing recommendations.

Disick illustrates that versus the 50% traditional costs of sales and marketing for the timeshare segment, the Deeded Destination Club varies between approximately 10% for a club of single-family residences or up to 15-20% for a multi-unit project.

Disick also illustrates the importance of the Relationship sales. Disick advises: When you learn the ins and outs of the client’s psyche, you discover what they are looking for…there’s a dynamic established that can be cultivated.” Disick has many strategies for creating a sense of urgency after establishing the client bond, and he advises those interested in this aspect of hospitality services to keep themselves apprised of opportunities by attending and conducting seminars such as the May Florida event.

Disick also believes the subject of service is the distinguishing characteristic that complements upscale properties. “Generate a feeling of belonging” for the owner. This can vary from airport pickup to specific family celebrations and commemorative Tiffany personalized gifts or monogrammed skis/golf bags, or choosing to devote a portion of profits to charity.

The segue to out of the box thinking was actually a programmed topic to conclude IMN’s two-day seminar, and Steven Ferry, Founder and Chairman of the International Institute of Modern Butlers was one of the panelists. Commenting on the panel, and previous presentations, Ferry notes that everyone is trying to articulate the concept of “home” for this niche of the hospitality industry. Ferry says, “It should be a slam dunk!” Of course, the butler concept is not a top-of-mind awareness in the USA, and seems to be somewhat alien to the pragmatic outlook of Americans. However, for those who regard this aspect of service conducive to the cultivation of the wow factor and the sizzle in service, the butler concept seems consistent with the fact that investors in this aspect of hospitality are investing, often, in second “homes” as well as in a security/investment.

For Ferry, marble baths and luxurious appointments are not the essence of the upscale sector; they’re expected. “Service is private,” and such amenities as spa, personal treatments and skills a butler brings occur within the personal space, “en suite”. “Butlers have what it takes for the wow factor,” quips Ferry. “They create the home within the hospitality environment. At the international level, butler service is a traditional part of cultures; it’s only in the USA it needs to be cultivated as a non-intrusive component to the upscale residential sector.”

As residential alternatives expand and investor expectations become more defined, the emergence of more sophisticated product and service offerings will guarantee a better quality of life as well as a more clearly defined differentiation of the client experience.

Maureen Herron

This article also appeared on hotelinteractive.com