THE INTERVIEW : RETO WITTWER not what makes a difference . You have to have a reputation for creativity and innovative F & B .
We hired a culinary director and a conceptualist who was with Alain Ducasse for many years to look at each of our hotel restaurants . We have managers and chefs changing their way — going to the market , seeing what is going on in the city . We will have people come in to talk about lifestyle food . They have to cook , go to market and get better product knowledge . If you walk in Paris it is a pleasure to walk through the market , and we want to bring this pleasure of eyeing the food and making the food tasty on the plate .
It is not about high gastronomy . It is about good food that people like , and not what the chef likes , as it is not necessarily what people want .
H : What are some of the things you are doing today to drive profitability ?
RW : Every GM has to be in a working group on an ongoing basis , and we have conference calls to develop innovative ideas . Many good initiatives have come from this . Three times a year , each manager has to send me an innovation report — not more than one page — and I read all of them . If we don ’ t innovate we will disappear . Innovation drives business and profit . It makes life more interesting and gives pizzazz to the daily routine .
H : Why are you moving more sales initiatives to the property level ?
RW : Ninety-five percent of sales are produced locally . You have to go to the companies , but you don ’ t have to knock at the door of global corporate accounts other than for courtesy calls . We have to bring sales close to where sales are generated . We cut the regional positions , as the local sales managers said there was no production .
H : What makes you a hotel rebel , and how do you use it to your advantage ?
RW : I never take no for an answer . I hate discipline and policies and procedures . Procedures kill initiative . I am revolted about injustice , stupidity and people who create things to safeguard their comfort zone . I am fighting permanently to make sure our company becomes one where the word “ was ” is never mentioned .
H : What have been your keys to success in business ?
RW : My business is a people business . If you are able to be good relationship manager , you will be successful . Our entire business is centered around people . You have to deal with
WE ARE PROCURE IT DIRECT
unions , lawyers , bankers , shareholders , boards , staff , managers . If you are confrontational , you will never be successful . You must have good and warm relations with every segment of the business . I have always been honest , straight and kind to people .
WE ARE COMMITTED TO CHANGING
THE WAY YOU BUY BECAUSE WE BELIEVE THAT AND SMART PROCUREMENT
EFFICIENT IS THE KEY TO SIGNIFICANT
COST SAVINGS . WE DIFFER FROM TRADITIONAL PROCUREMENT AGENTS IN THE FACT THAT WE GO
DIRECT
TO MANUFACTURERS AND ELIMINATE THE NEED FOR A COSTLY AND EXTENDED NETWORK OF MIDDLE MEN . WE SCOUR THE GLOBE FOR
PRODUCTS AND TAKE QUALITY CONTRACTUAL RESPONSIBILITY
FOR THEIR SAFE DELIVERY . WE DELIVER
TURNKEY
SUPPLY CHAIN
SOLUTIONS . WE ARE HOTEL
PROFESSIONALS
OURSELVES SO WE UNDERSTAND YOUR BUSINESS INSIDE OUT . THAT ’ S
WHY WE SAY :
WE GET
IT . www . procureitdirect . com PRAGUE � LONDON � HONG KONG � KABUL DUBAI � GUANGZHOU � DOHA � BARBADOS
Changing the way you buy
www . hotelsmag . com January / February 2012 HOTELS 45