GRAND ANGLE
et le monde entier peut tout savoir en un seul clic. La
distribution est en mutation permanente. Le règne du
digital offre aux consommateurs plus de choix, mais
aussi plus de pouvoir. Ceci remet en cause beaucoup de
paramètres de management, qui ont été enseignés dans les
plus grandes écoles de commerce ou d’hôtellerie. Notre
clientèle évolue et devient de plus en plus volatile. À côté de
notre marché historique européen, les marchés émergents
comme la Chine, la Turquie, les pays du Golfe et l’Inde se
développent très vite, avec des façons de voyager différentes.
L’adaptabilité permanente est à mon avis le mot du futur.
C’est aujourd’hui notre plus grand challenge !
Constance Hotels and Resorts, c’est aussi cinq hôtels
5* implantés hors de Maurice. Quels sont les prochains
projets de développement ?
Nous sommes aujourd’hui bien implantés dans l’océan
Indien avec 7 hôtels dans des destinations touristiques de
rêve : Maurice, les Seychelles, les Maldives et Madagascar.
Nous cherchons à repousser encore les frontières, partir
plus loin dans la région, vers l’Asie du sud-est, le Sri Lanka
et pourquoi pas les pays du Golfe où notre clientèle est
dynamique, et où la visibilité pour notre marque serait
importante. De nombreuses discussions sont en cours et
devraient se concrétiser dans un avenir proche.
Le savoir-faire mauricien dans l’hôtellerie s’exporte de
mieux en mieux. Rayonner au niveau international est-il
devenu un objectif nécessaire pour les groupes hôteliers
locaux ?
Le savoir-faire mauricien en matière d’hôtellerie est
reconnu mondialement. Dans notre économie globalisée, à
l’heure des réseaux sociaux, dans un contexte où les gens
voyagent de plus en plus, la dimension internationale de
notre visibilité n’est pas seulement nécessaire, elle est
incontournable.
In 2016, you achieved a combined occupancy rate of 78%
in your two Mauritian hotels. A result that is higher than
the regional average. What are the reasons behind the
success of Co nstance Hotels in Mauritius?
At Constance, we do not compromise on quality. Some
years back, the situation was not as easy due to the crisis.
However, the quality standards of our services have
remained unchanged. I would even go so far as to say that
we have improved our quality: we have optimised our
products – like Le Prince Maurice which was completely
renovated 4 years ago and the Belle Mare Plage which was
given a new look earlier this year – and we have focused on
customer experience more than ever.
What makes the Mauritian tourism sector successful?
As a luxury destination, Mauritius must provide highquality services. Fortunately, the tour operators in Mauritius
adopt a long-term approach. They are not merely after quick
money, they here to stay. Therefore, they invest regularly
and look after their assets, as may not be the case in many
other destinations. This is the undisputable key factor to
the success of our tourism sector. Other elements are also
involved such as the health and safety of the destination,
the warm hospitality of Mauritians and the wide range
of activities available between sea, golf, excursions, tours
and museums… Mauritius is rich in history, culture and
discoveries. It is an indisputable strength.
Can we say that the luxury hotel market in Mauritius has
regained much needed vitality?
Even if we say that the luxury hotel sector in Mauritius
is doing well with a bright future, I don’t think that we
can state that this vitality will long forever. The common
desire of all the role players to maintain the prestige of
the destination is beyond question. The actions taken by
the Minister of Tourism to slow down the construction
of hotels during 12 to 18 months, shows the willingness
of the Government to promote a quality policy for the
destination. I am, of course, not leaving out the continuous
improvements to infrastructure and air access. The industry
is, however, fragile and it is important to remain cautious;
let us, therefore, hope that no geopolitical or health event
gets in the way of this new vitality.
According to you, how will the market evolve in the
coming decade?
We live in a globalised world. The Internet is an
indispensable tool and all information is now only a click
away. Distribution is in constant mutation. The digital era
offers consumers a wider choice but also more power. All of
this calls into question many management rules that have
been taught in the greatest business and hotel management
schools. Our clientele is evolving and is becoming more
and more unpredictable. Besides our historical European
market, emerging markets like China, Turkey, Gulf
countries and India are rapidly developing, with different
ways of travelling. Ongoing adaptability is, in my opinion,
our way forward. It is the greatest challenge we face today!
Constance Hotels and Resorts also includes five
5-star hotels established outside of Mauritius. What
development projects do you have planned?
We are currently well established in the Indian Ocean with 7
hotels in dream tourist destinations: Mauritius, Seychelles,
Maldives and Madagascar. We are still trying expand the
frontiers towards South-Eastern Asia, Sri Lanka and why
not the Gulf countries where our clientele is dynamic and
where the visibility of our brand would be significant. There
are many ongoing discussions which should materialise in
the near future.
Mauritian know-how in the hotel industry is getting wider
international recognition. Has acquiring an international
reputation become a necessity for Mauritian hotel groups?
The Mauritian know-how in the hotel sector is recognised
on an international level. In our globalised economy, where
social networks reign supreme, and in a context where people
are travelling more and more, our international visibility is
not only a necessity; it is crucial.
ÉDITION 2017
45