JW Marriott Mumbai Sahar started operations about a year ago with the city’s largest inventory of 585 rooms and extensive banqueting space. Saeid Heidari, general manager, JW Marriott Mumbai Sahar talks about the exceptional response his hotel has received in the city whose hospitality scenario looks buoyant in the near future. By Sudipta Dev
Mumbai’s second JW hotel – the JW Marriott Mumbai Sahar opened in 2015 with the largest rooms inventory in the city. A year later, Saeid Heidari, general manager, JW Marriott Mumbai Sahar is a happy man – not only because of the good business the property has generated, but also for the high benchmark in hospitality that his young team of professionals have set across various functions. “The way we have been received in Mumbai is much beyond our expectation. Of course at the beginning when we started the hotel, we had the privilege of being the second JW, so everybody knew what is JW and Marriott at the same time as the other hotel was such a halo hotel, it was a big burden if we could not live up to the expectation. Another factor that I felt was that being so close to the airport, it was not the best location,” says Heidari, adding that one year later, they are totally surprised. “Even in terms of hiring, we felt that we will hire about 500-550 and when the occupancy is going up, we will hire more people. To give you some indication by October 2015 (after seven-eight months), we went to 741 people. It was an extremely good year for us. Even in financial year as a new hotel coming into the market we did Rs 150-160 crores of business,” remarks Heidari.
People proud
What has worked to the advantage, according to Heidari, when they were opening the hotel was that the brand being so famous they were able to select the best talent. “I interviewed around 3400 people. When I hire people – from dish washer to one cleaning the floor, doorman, house keeper, manager, I interview everyone personally. Even if for two minutes to say hello to them. I spend time with them to see how they behave. I look to hire the right people,” he says, pointing out that in a good hotel one should have a team with the right attitude to make the best out of it. That is the secret of the hotel. “My guests comment on social media and through emails that this is one of the most hospitable hotels and they compliment my people. It is justified even if I had to interview 8,000 people,” he asserts.
Heidari acknowledges that he is proud of his people. “When I see people complimenting them, it is the greatest achievement for me. There are certain principles in life. People go to do their best at work. What is important is to see the positive in people and train them. I am sending most number of people for training. Thinking positive is important – the new generation have a different approach. Recently we had a training for chefs and restaurant people on how to promote themselves,” avers Heidari, reminding that the world is changing and building knowledge is one of the most fundamental things to educate people as it improves brand image and quality of people. “All of us have aspiration to do better. I might not give them the highest salary, but I can develop them to get to that salary,” he adds.
Banqueting business
The current occupancy level is around 60 per cent. During the high season, informs Heidari, it had reached almost 70 per cent. Considering the fact that inventory of rooms is the largest in Mumbai, Heidari has reasons to be happy with this number. “We are the largest hotel in town right now. On an average, we have occupancy of 350 rooms. In any other middle sized hotel, it will be sold out. We are doing good and our banqueting business is flourishing – from weddings and social events to MICE. Due to the fact that we are JW, a higher brand and a new facility, we can get even a premium. It is important for me to say that we did not take the business away from anyone, as in this area there is no banqueting hall which is able to take the business that we are taking. We are hosting larger groups and making business for surrounding hotels as we cannot take 800 rooms or 1,000 rooms for conferences,” he informs.
The business of this hotel is primarily corporate clients and the concentration is on MICE business. “It depends on location as well. For instance, JW Juhu has lots of leisure guests, while in this part of the town it is primarily corporates,” says Heidari.
At the moment there are two operational restaurants. Heidari clarifies that normally JWs have three/ four/ five restaurants, but in this property instead of having an Indian or a Japanese or a Thai restaurant, all have been combined in an all-day dining, which has specially appointed chefs. “We have an Arabic chef, a Thai chef, a Japanese chef, an Italian chef. We have four restaurants in one place. For Indian cuisine, we have kebabs from Lucknow, local Maharashtrian food, Goan fish cuisine, etc,” he adds. For every cuisine there is an expat chef to maintain authenticity. The Sunday brunch is considered one of the best in the city. Every Sunday there is a themed lunch.
Mumbai’s hospitality scenario
Pointing out that Mumbai is a huge market, Heidari states, “I came with 600 rooms and doing 60 per cent to 70 per cent occupancy. While 2016 looks a very good year, in 2017 and 2018 the market will go to the extent of 2006-2007, maybe the rates not that high, but occupancy will go up. The market is growing every year about eight per cent to 12 per cent in the city and there is no big hotel coming up. The additional demand that came to North Mumbai and Mumbai market was 144,000 rooms. In September-October, I expect the occupancy in our hotel to go above 75 per cent.”