THE INTERVIEW : RETO WITTWER
of our airport hotel there . We had to shut it down after 1,500 people from all over Europe came at their own costs for interviews , as they knew if they were meeting the GM they could make a decision — not HR people . It was a rousing success , and we are doing another one in March .
H : What are a few things that set Kempinski apart operationally ?
RW : Our human touch and being authentic . We are not in Hollywood . We don ’ t clone people or behavior . Every person is authentic , and we hire them for who they are , not what we wish them to be . … We let our people be who they are . I once read a 17-page
The Kempinski Hotel Nikolskaya , Moscow , opens in 2012 .
The Kempinski Hotel Seychelles Resort , Baie Lazare , recently had its soft opening .
job description for a doorman . That is degrading and means the person you hired is incompetent . Most of the jobs are common sense . Let people be themselves , use common sense and be authentic . The more you indoctrinate people , the more phony and artificial they come across .
H : In what other areas is Kempinski placing its focus ?
RW : We are going into medical , as we believe the next two big drivers are cultural tourism and mental / physical well being . People want dietary plans and fitness programs . They want us to help them look after themselves better , so we hired a top well-being expert in
Europe . A medical component can be used or not . For example , if you want to check your cholesterol , a doctor or nurse will take a blood sample ; breakfast will be prepared the way you need ; and we will provide a fitness workout for an hour the way it should be .
H : Kempinski has a big , growing presence in Africa . What else can you say about your plans there ?
RW : Tell me how many hotels in New York City run US $ 1,000-a-night-perperson operations ? How much does it cost to build a lodge ? Not much , and the more primitive it is , the more authentic it is . We are going into the lodge business and package it in South Africa , Zambia , Zimbabwe . We are negotiating to manage 12 top-of-theline lodges .
H : What are Kempinski ’ s aspirations for South America ?
RW : We had botched relations in South America . We always had hotels there , and now we have nothing after exiting Buenos Aires . If we go back , we need a presence in four gateways , not just one isolated hotel . We need Santiago , Buenos Aires , Sao Paulo and Rio de Janerio . That is it . Going into Peru , et cetera , is a different story . We don ’ t want to be everywhere , but we are talking now seriously with the owner of the Gloria in Rio . We have something cooking in Buenos Aires , while Sao Paulo is difficult , but we keep working . H : What is your take on the continued casualization of the luxury segment ?
RW : I think it is wrong . We have a different expression of casualization . When it comes to F & B , people want to eat differently , but it doesn ’ t mean you have to remove the tablecloth . What is on the plate and the speed with which it is served — that is where the difference has to come . People want a quick , nice lunch . That is where the difference has to be made , and not in removing the flowers on the table . People are prepared to pay for service , and casual means for me something different . H : What is Kempinski ’ s future F & B thrust ? RW : This year I will embark on an all-out revival of our F & B . We are known for great service , but not for extravagant F & B . We have many hotels with one or two Michelin stars , but it is
44 HOTELS January / February 2012 www . hotelsmag . com