Christian R. Baudat

Oct 24, 2011 18:44 댓글 없음

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16667

Hometown: Orbe, Switzerland
In Japan: 20 years
Identity: General Manager, Hilton Hotel, Fukuoka
Interview and text by Una Geary

1,052 rooms, three wedding chapels, 15 restaurants and bars as well as large convention facilities – the Hilton Fukuoka Sea Hawk is now the largest Hilton property in Asia Pacific. Located near the Yahoo! Dome and formerly managed by JAL, the hotel was re-branded and launched on June 1st. The man at the helm of this formidable enterprise is Swiss native Christian R. Baudat. Bringing 25 years of experience to the table, he says that to successfully run a hotel, “you have to understand who your customers are and offer them something they want – in the end, it’s not rocket science.” Due to the hotel’s location and its landmark status in the city, it will target the wedding, conference and leisure markets. Read our full interview online at www.fukuoka-now.com

Fukuoka Now caught up with the Hilton executive in his neck of the woods at the beautiful Seala Buffett, featuring a 40m high glass ceiling. We quizzed him on the hotel, his background and his tips for doing business as a foreigner in Japan.

 

Tell us, how did you wind up in Japan? And for 20 years!

First of all, I studied in Hotel Management School in Switzerland. It’s an old school that was founded by the Swiss Hotel Association over 100 years ago. During my studies, I was required to go for three different trainings in three different hotels – one in the kitchen, one in service, and one in front office. I decided to take the last one in an Asian hotel so I went to Hong Kong. Being in Hong Kong for six months, I really wanted to go back to Asia. When I was interviewed by different hotel companies at the end of my studies, I received three offers – one was for Tokyo as a management trainee, one was for another company in the Middle East, and one was for a hotel in Switzerland so I decided to go for the Tokyo option. That was in 1985.

 

When did you first become interested in the hospitality industry?

I think it came naturally because my parents like good food and good wines and we always invited lots of people to our home. The exposure to being good hosts opened my eyes to hospitality and then when I was 15 and trying to decide what I wanted to do, I got interested in the hotel industry because one of my parents’ friend’s sons was going to hotel school in Lausanne.

 

You’ve held the position of General Manager of the Hilton in Otaru (Hokkaido), Nagoya, Tokyo and now here. What do you think will be different about this hotel in terms of challenges?

First of all, it’s our largest hotel in Asia and one of the largest hotels in Japan so I think the sheer size is already one challenge in itself. I have opened a hotel, which was Otaru, and I have taken over two hotels which already existed under the Hilton flag so this one is a different challenge because I have to rebrand it and I have to support the staff as well as bring a new culture to the team here.

 

Has there been a big staff changeover?

No, the team here is really fantastic so in that respect I’m very optimistic. I’m open to new ideas and new ways of doing things, although we are a Western company and may do certain things differently to domestic companies. We may “think global” but also “act local”.

 

Tell us about some of the changes you plan for this hotel?

We have plans, we have announced a total investment of ¥1.8 billion for refurbishment. We will focus on premium guest room floors and then public areas of the hotel. Our position is that we wish to validate our assumptions to ensure that what we do is actually fitting the market. Our strategy will focus on continuing to generate major revenue streams from weddings and conventions and then really be the first choice destination for leisure guests. That’s the general strategy. We won’t be a typical corporate hotel because whilst we will go for corporate meetings and conventions, we’re not a typical city center hotel – our location makes us more attractive for leisure guests.

 

Fukuoka already has many top brand hotels. Where in the market will the Hilton be positioned?

Because this is such a large hotel, we will have to be very flexible. The location and the landmark building, it’s an icon in this area of town-this is where our position is. We obviously have to work very closely with the Dome and with the other partners here to make the total proposition attractive to the market and to the customers.

 

Your hotel is in neither Tenjin nor Hakata – are you concerned about the location?

Many people see it as a challenge to be where we are and this is why we have to make sure that our proposition here within the hotel is attractive in itself.

 

What do you think will be the percentage of Japanese guests versus foreign guests?

Overall I think domestic tourists will continue to have the largest share. Kyushu will be important because of people visiting Fukuoka from other towns in Kyushu. Where we also see potential is Southeast Asia and that’s where our Hilton sales engine can help to bring people this way. I mean there are 22 different international airline connections in Fukuoka and most or all of them to Asian destinations so we see quite a lot of potential there.

 

16713
The Hilton Fukuoka Sea Hawk is now the largest Hilton property in Asia Pacific. Why is Hilton putting resources into Kyushu when many businesses are concentrating on India and China?

We are also expanding in India and China and we have a very aggressive growth plan for these countries. China, India, Australia and Japan are the strategic countries that Hilton is looking at to grow its portfolio.

The concept of hotel management contracts actually came from Conrad Hilton, who created this hotel chain. He grew his portfolio and was able to sell his expertise, and that’s where a hotel management contract is important. Hilton is not just Hilton, it’s ten different brands and the other big part of our business as a group is franchise through the different brands that we have, such as Hampton Inn and Hilton Garden Inn.

 

Do you think the extension of the Kyushu Shinkansen next March will have a big effect on Fukuoka and on tourism here?

I think especially for business coming from Osaka into town here, it will definitely make the destination of Fukuoka much more attractive and more accessible. It can only be positive. There’s a lot of business hotels around Hakata station that will probably capture the business market. We have to make ourselves attractive for the leisure market.
The other positive thing is that because of this new shinkansen there’s going to be a lot of people talking about Fukuoka and Kyushu as a destination so it will profile the destination in a much more efficient way.

 

There’s also a possibility that tourists will go straight from Fukuoka down to Kagoshima. Do you think Fukuoka might lose some tourists?

No, I don’t think so. I think Fukuoka will always be a stop. Maybe some will go straight to Kagoshima and on the way back they will stop in Fukuoka. The fact is if you’re able to add value to your destination, whilst you may lose visitors on one end, you also have the potential to grow your visitors on the other. I’m not pessimistic.

 

How has Hilton adapted its service to Japan? How is a Hilton here different from one in Switzerland?

We are a global company but we think very much local as well. As you may know, hotels in Japan are particular because of their food and beverage proposition. Hotels in Japan are very well patronized by people in their respective areas where they are located. I would think that people use hotels in Switzerland for business or when they stay, but less to go out in restaurants. Here, we have a more sophisticated array of outlets that we offer to our customers. The other thing is you know, we have to adjust ourselves to the demand of the market. So if the demand is 90% Japanese, then we have to offer Japanese things, for instance we change our breakfasts. We have Chinese guests so we have Chinese items on the breakfast buffet for example . We look at having more staff that can speak the language. In the end, it’s not rocket science. You have to understand who your customer is and offer them something that they like.
Also, 1,000 weddings in a hotel – that’s something that you don’t see in the West. A wedding in Japan doesn’t last as long as a wedding in Europe. So you’ve got turnover, you’ve got three wedding chapels, you have a whole range of services that go together with the weddings – you’ve got a beauty salon, costume rental shops, you’ve got a photo studio, flowers. This is the first hotel where we have our own flower shop, we have 30 florists. I couldn’t believe it when I saw that.

 

You have worked for Hilton in Japan for 20 years – what are some of the good points you’ve found about working with Japanese people in the hotel industry?

First of all, all are very genuine – genuinely interested in pleasing the guest. They’re polite, they try their best, they’re willing to improve, they’re disciplined. But on the other hand, the customer expectations are very high. It’s not that it’s easier to do a hotel business in Japan because you have good staff, you also have very high expectations from the guests. For me, this is what keeps me up and going every day: meeting and exceeding expectations.

 

What would your advice be to a foreigner coming to Japan to take the reins of a hotel as General Manager?

First of all, you should not lose your own identity. I’ve been here 20 years out of the 25 I’ve worked in the hotel industry. Don’t fall into the trap of trying to be Japanese, remain yourself, but you must be respectful of the local customs and the local habits. Work with the people, through the people. Be very clear about what the expectations are and you need to validate other people’s understanding. A lot of foreigners move very fast and they don’t necessarily validate the understanding of their Japanese colleagues.

 

What is the most unusual or demanding request you have received from a customer?

A lot of people ask me this question, but to be honest I have never been faced with a request that I felt was really demanding. We had one guest who wanted her room to be changed into a pink make-up salon with Hello Kitty sheets, she’s actually quite a famous American singer. I tell my people, “If you tell me that putting pink sheets on the bed will grow the business, then pink sheets it will be.”

 

You are now in a high-ranking position as the GM of one of the largest hotels in Japan. What are your personal tips for success?

As I said before, you have to have your own line and you have to be true to your own values. To be successful, you have to know what you want and never be complacent. Enjoy what you do, open your eyes. In our industry, it’s very much about dealing with people. If you don’t like dealing with people then you’re in the wrong industry. Be respectful of your people, empower your people, give them the tools to work better and more efficiently. Set some clear targets, get people’s commitment to move ahead.

 

16714
Where do you like to go on holiday?

I must say I like Hawaii a lot. I land on the island and I feel like I’m on vacation. It’s very relaxing. We have a big Hilton in Honolulu called Hawaiian Village. I’m sure it’s the largest hotel we have because it has 5 towers and altogether 3,500 units. We had a great time there.
Usually when we go on holidays I try to take the family to Europe or to cities where there’s a bit of culture. Last summer we went to Venice and to visit my mother in Switzerland.

 

Any last comments?

We are here in Fukuoka to do business with people from Fukuoka. We would like to contribute to the Fukuoka community – the Japanese and foreign community as well. I’m very happy to be here and I’m looking forward to meeting people from Fukuoka.

 

 

 

 

16667

Hometown: Orbe, Switzerland
In Japan: 20 years
Identity: General Manager, Hilton Hotel, Fukuoka
Interview and text by Una Geary

1,052 rooms, three wedding chapels, 15 restaurants and bars as well as large convention facilities – the Hilton Fukuoka Sea Hawk is now the largest Hilton property in Asia Pacific. Located near the Yahoo! Dome and formerly managed by JAL, the hotel was re-branded and launched on June 1st. The man at the helm of this formidable enterprise is Swiss native Christian R. Baudat. Bringing 25 years of experience to the table, he says that to successfully run a hotel, “you have to understand who your customers are and offer them something they want – in the end, it’s not rocket science.” Due to the hotel’s location and its landmark status in the city, it will target the wedding, conference and leisure markets. Read our full interview online at www.fukuoka-now.com

Fukuoka Now caught up with the Hilton executive in his neck of the woods at the beautiful Seala Buffett, featuring a 40m high glass ceiling. We quizzed him on the hotel, his background and his tips for doing business as a foreigner in Japan.

 

Tell us, how did you wind up in Japan? And for 20 years!

First of all, I studied in Hotel Management School in Switzerland. It’s an old school that was founded by the Swiss Hotel Association over 100 years ago. During my studies, I was required to go for three different trainings in three different hotels – one in the kitchen, one in service, and one in front office. I decided to take the last one in an Asian hotel so I went to Hong Kong. Being in Hong Kong for six months, I really wanted to go back to Asia. When I was interviewed by different hotel companies at the end of my studies, I received three offers – one was for Tokyo as a management trainee, one was for another company in the Middle East, and one was for a hotel in Switzerland so I decided to go for the Tokyo option. That was in 1985.

 

When did you first become interested in the hospitality industry?

I think it came naturally because my parents like good food and good wines and we always invited lots of people to our home. The exposure to being good hosts opened my eyes to hospitality and then when I was 15 and trying to decide what I wanted to do, I got interested in the hotel industry because one of my parents’ friend’s sons was going to hotel school in Lausanne.

 

You’ve held the position of General Manager of the Hilton in Otaru (Hokkaido), Nagoya, Tokyo and now here. What do you think will be different about this hotel in terms of challenges?

First of all, it’s our largest hotel in Asia and one of the largest hotels in Japan so I think the sheer size is already one challenge in itself. I have opened a hotel, which was Otaru, and I have taken over two hotels which already existed under the Hilton flag so this one is a different challenge because I have to rebrand it and I have to support the staff as well as bring a new culture to the team here.

 

Has there been a big staff changeover?

No, the team here is really fantastic so in that respect I’m very optimistic. I’m open to new ideas and new ways of doing things, although we are a Western company and may do certain things differently to domestic companies. We may “think global” but also “act local”.

 

Tell us about some of the changes you plan for this hotel?

We have plans, we have announced a total investment of ¥1.8 billion for refurbishment. We will focus on premium guest room floors and then public areas of the hotel. Our position is that we wish to validate our assumptions to ensure that what we do is actually fitting the market. Our strategy will focus on continuing to generate major revenue streams from weddings and conventions and then really be the first choice destination for leisure guests. That’s the general strategy. We won’t be a typical corporate hotel because whilst we will go for corporate meetings and conventions, we’re not a typical city center hotel – our location makes us more attractive for leisure guests.

 

Fukuoka already has many top brand hotels. Where in the market will the Hilton be positioned?

Because this is such a large hotel, we will have to be very flexible. The location and the landmark building, it’s an icon in this area of town-this is where our position is. We obviously have to work very closely with the Dome and with the other partners here to make the total proposition attractive to the market and to the customers.

 

Your hotel is in neither Tenjin nor Hakata – are you concerned about the location?

Many people see it as a challenge to be where we are and this is why we have to make sure that our proposition here within the hotel is attractive in itself.

 

What do you think will be the percentage of Japanese guests versus foreign guests?

Overall I think domestic tourists will continue to have the largest share. Kyushu will be important because of people visiting Fukuoka from other towns in Kyushu. Where we also see potential is Southeast Asia and that’s where our Hilton sales engine can help to bring people this way. I mean there are 22 different international airline connections in Fukuoka and most or all of them to Asian destinations so we see quite a lot of potential there.

 

16713
The Hilton Fukuoka Sea Hawk is now the largest Hilton property in Asia Pacific. Why is Hilton putting resources into Kyushu when many businesses are concentrating on India and China?

We are also expanding in India and China and we have a very aggressive growth plan for these countries. China, India, Australia and Japan are the strategic countries that Hilton is looking at to grow its portfolio.

The concept of hotel management contracts actually came from Conrad Hilton, who created this hotel chain. He grew his portfolio and was able to sell his expertise, and that’s where a hotel management contract is important. Hilton is not just Hilton, it’s ten different brands and the other big part of our business as a group is franchise through the different brands that we have, such as Hampton Inn and Hilton Garden Inn.

 

Do you think the extension of the Kyushu Shinkansen next March will have a big effect on Fukuoka and on tourism here?

I think especially for business coming from Osaka into town here, it will definitely make the destination of Fukuoka much more attractive and more accessible. It can only be positive. There’s a lot of business hotels around Hakata station that will probably capture the business market. We have to make ourselves attractive for the leisure market.
The other positive thing is that because of this new shinkansen there’s going to be a lot of people talking about Fukuoka and Kyushu as a destination so it will profile the destination in a much more efficient way.

 

There’s also a possibility that tourists will go straight from Fukuoka down to Kagoshima. Do you think Fukuoka might lose some tourists?

No, I don’t think so. I think Fukuoka will always be a stop. Maybe some will go straight to Kagoshima and on the way back they will stop in Fukuoka. The fact is if you’re able to add value to your destination, whilst you may lose visitors on one end, you also have the potential to grow your visitors on the other. I’m not pessimistic.

 

How has Hilton adapted its service to Japan? How is a Hilton here different from one in Switzerland?

We are a global company but we think very much local as well. As you may know, hotels in Japan are particular because of their food and beverage proposition. Hotels in Japan are very well patronized by people in their respective areas where they are located. I would think that people use hotels in Switzerland for business or when they stay, but less to go out in restaurants. Here, we have a more sophisticated array of outlets that we offer to our customers. The other thing is you know, we have to adjust ourselves to the demand of the market. So if the demand is 90% Japanese, then we have to offer Japanese things, for instance we change our breakfasts. We have Chinese guests so we have Chinese items on the breakfast buffet for example . We look at having more staff that can speak the language. In the end, it’s not rocket science. You have to understand who your customer is and offer them something that they like.
Also, 1,000 weddings in a hotel – that’s something that you don’t see in the West. A wedding in Japan doesn’t last as long as a wedding in Europe. So you’ve got turnover, you’ve got three wedding chapels, you have a whole range of services that go together with the weddings – you’ve got a beauty salon, costume rental shops, you’ve got a photo studio, flowers. This is the first hotel where we have our own flower shop, we have 30 florists. I couldn’t believe it when I saw that.

 

You have worked for Hilton in Japan for 20 years – what are some of the good points you’ve found about working with Japanese people in the hotel industry?

First of all, all are very genuine – genuinely interested in pleasing the guest. They’re polite, they try their best, they’re willing to improve, they’re disciplined. But on the other hand, the customer expectations are very high. It’s not that it’s easier to do a hotel business in Japan because you have good staff, you also have very high expectations from the guests. For me, this is what keeps me up and going every day: meeting and exceeding expectations.

 

What would your advice be to a foreigner coming to Japan to take the reins of a hotel as General Manager?

First of all, you should not lose your own identity. I’ve been here 20 years out of the 25 I’ve worked in the hotel industry. Don’t fall into the trap of trying to be Japanese, remain yourself, but you must be respectful of the local customs and the local habits. Work with the people, through the people. Be very clear about what the expectations are and you need to validate other people’s understanding. A lot of foreigners move very fast and they don’t necessarily validate the understanding of their Japanese colleagues.

 

What is the most unusual or demanding request you have received from a customer?

A lot of people ask me this question, but to be honest I have never been faced with a request that I felt was really demanding. We had one guest who wanted her room to be changed into a pink make-up salon with Hello Kitty sheets, she’s actually quite a famous American singer. I tell my people, “If you tell me that putting pink sheets on the bed will grow the business, then pink sheets it will be.”

 

You are now in a high-ranking position as the GM of one of the largest hotels in Japan. What are your personal tips for success?

As I said before, you have to have your own line and you have to be true to your own values. To be successful, you have to know what you want and never be complacent. Enjoy what you do, open your eyes. In our industry, it’s very much about dealing with people. If you don’t like dealing with people then you’re in the wrong industry. Be respectful of your people, empower your people, give them the tools to work better and more efficiently. Set some clear targets, get people’s commitment to move ahead.

 

16714
Where do you like to go on holiday?

I must say I like Hawaii a lot. I land on the island and I feel like I’m on vacation. It’s very relaxing. We have a big Hilton in Honolulu called Hawaiian Village. I’m sure it’s the largest hotel we have because it has 5 towers and altogether 3,500 units. We had a great time there.
Usually when we go on holidays I try to take the family to Europe or to cities where there’s a bit of culture. Last summer we went to Venice and to visit my mother in Switzerland.

 

Any last comments?

We are here in Fukuoka to do business with people from Fukuoka. We would like to contribute to the Fukuoka community – the Japanese and foreign community as well. I’m very happy to be here and I’m looking forward to meeting people from Fukuoka.

 

 

 

 

16667

Hometown: Orbe, Switzerland
In Japan: 20 years
Identity: General Manager, Hilton Hotel, Fukuoka
Interview and text by Una Geary

1,052 rooms, three wedding chapels, 15 restaurants and bars as well as large convention facilities – the Hilton Fukuoka Sea Hawk is now the largest Hilton property in Asia Pacific. Located near the Yahoo! Dome and formerly managed by JAL, the hotel was re-branded and launched on June 1st. The man at the helm of this formidable enterprise is Swiss native Christian R. Baudat. Bringing 25 years of experience to the table, he says that to successfully run a hotel, “you have to understand who your customers are and offer them something they want – in the end, it’s not rocket science.” Due to the hotel’s location and its landmark status in the city, it will target the wedding, conference and leisure markets. Read our full interview online at www.fukuoka-now.com

Fukuoka Now caught up with the Hilton executive in his neck of the woods at the beautiful Seala Buffett, featuring a 40m high glass ceiling. We quizzed him on the hotel, his background and his tips for doing business as a foreigner in Japan.

 

Tell us, how did you wind up in Japan? And for 20 years!

First of all, I studied in Hotel Management School in Switzerland. It’s an old school that was founded by the Swiss Hotel Association over 100 years ago. During my studies, I was required to go for three different trainings in three different hotels – one in the kitchen, one in service, and one in front office. I decided to take the last one in an Asian hotel so I went to Hong Kong. Being in Hong Kong for six months, I really wanted to go back to Asia. When I was interviewed by different hotel companies at the end of my studies, I received three offers – one was for Tokyo as a management trainee, one was for another company in the Middle East, and one was for a hotel in Switzerland so I decided to go for the Tokyo option. That was in 1985.

 

When did you first become interested in the hospitality industry?

I think it came naturally because my parents like good food and good wines and we always invited lots of people to our home. The exposure to being good hosts opened my eyes to hospitality and then when I was 15 and trying to decide what I wanted to do, I got interested in the hotel industry because one of my parents’ friend’s sons was going to hotel school in Lausanne.

 

You’ve held the position of General Manager of the Hilton in Otaru (Hokkaido), Nagoya, Tokyo and now here. What do you think will be different about this hotel in terms of challenges?

First of all, it’s our largest hotel in Asia and one of the largest hotels in Japan so I think the sheer size is already one challenge in itself. I have opened a hotel, which was Otaru, and I have taken over two hotels which already existed under the Hilton flag so this one is a different challenge because I have to rebrand it and I have to support the staff as well as bring a new culture to the team here.

 

Has there been a big staff changeover?

No, the team here is really fantastic so in that respect I’m very optimistic. I’m open to new ideas and new ways of doing things, although we are a Western company and may do certain things differently to domestic companies. We may “think global” but also “act local”.

 

Tell us about some of the changes you plan for this hotel?

We have plans, we have announced a total investment of ¥1.8 billion for refurbishment. We will focus on premium guest room floors and then public areas of the hotel. Our position is that we wish to validate our assumptions to ensure that what we do is actually fitting the market. Our strategy will focus on continuing to generate major revenue streams from weddings and conventions and then really be the first choice destination for leisure guests. That’s the general strategy. We won’t be a typical corporate hotel because whilst we will go for corporate meetings and conventions, we’re not a typical city center hotel – our location makes us more attractive for leisure guests.

 

Fukuoka already has many top brand hotels. Where in the market will the Hilton be positioned?

Because this is such a large hotel, we will have to be very flexible. The location and the landmark building, it’s an icon in this area of town-this is where our position is. We obviously have to work very closely with the Dome and with the other partners here to make the total proposition attractive to the market and to the customers.

 

Your hotel is in neither Tenjin nor Hakata – are you concerned about the location?

Many people see it as a challenge to be where we are and this is why we have to make sure that our proposition here within the hotel is attractive in itself.

 

What do you think will be the percentage of Japanese guests versus foreign guests?

Overall I think domestic tourists will continue to have the largest share. Kyushu will be important because of people visiting Fukuoka from other towns in Kyushu. Where we also see potential is Southeast Asia and that’s where our Hilton sales engine can help to bring people this way. I mean there are 22 different international airline connections in Fukuoka and most or all of them to Asian destinations so we see quite a lot of potential there.

 

16713
The Hilton Fukuoka Sea Hawk is now the largest Hilton property in Asia Pacific. Why is Hilton putting resources into Kyushu when many businesses are concentrating on India and China?

We are also expanding in India and China and we have a very aggressive growth plan for these countries. China, India, Australia and Japan are the strategic countries that Hilton is looking at to grow its portfolio.

The concept of hotel management contracts actually came from Conrad Hilton, who created this hotel chain. He grew his portfolio and was able to sell his expertise, and that’s where a hotel management contract is important. Hilton is not just Hilton, it’s ten different brands and the other big part of our business as a group is franchise through the different brands that we have, such as Hampton Inn and Hilton Garden Inn.

 

Do you think the extension of the Kyushu Shinkansen next March will have a big effect on Fukuoka and on tourism here?

I think especially for business coming from Osaka into town here, it will definitely make the destination of Fukuoka much more attractive and more accessible. It can only be positive. There’s a lot of business hotels around Hakata station that will probably capture the business market. We have to make ourselves attractive for the leisure market.
The other positive thing is that because of this new shinkansen there’s going to be a lot of people talking about Fukuoka and Kyushu as a destination so it will profile the destination in a much more efficient way.

 

There’s also a possibility that tourists will go straight from Fukuoka down to Kagoshima. Do you think Fukuoka might lose some tourists?

No, I don’t think so. I think Fukuoka will always be a stop. Maybe some will go straight to Kagoshima and on the way back they will stop in Fukuoka. The fact is if you’re able to add value to your destination, whilst you may lose visitors on one end, you also have the potential to grow your visitors on the other. I’m not pessimistic.

 

How has Hilton adapted its service to Japan? How is a Hilton here different from one in Switzerland?

We are a global company but we think very much local as well. As you may know, hotels in Japan are particular because of their food and beverage proposition. Hotels in Japan are very well patronized by people in their respective areas where they are located. I would think that people use hotels in Switzerland for business or when they stay, but less to go out in restaurants. Here, we have a more sophisticated array of outlets that we offer to our customers. The other thing is you know, we have to adjust ourselves to the demand of the market. So if the demand is 90% Japanese, then we have to offer Japanese things, for instance we change our breakfasts. We have Chinese guests so we have Chinese items on the breakfast buffet for example . We look at having more staff that can speak the language. In the end, it’s not rocket science. You have to understand who your customer is and offer them something that they like.
Also, 1,000 weddings in a hotel – that’s something that you don’t see in the West. A wedding in Japan doesn’t last as long as a wedding in Europe. So you’ve got turnover, you’ve got three wedding chapels, you have a whole range of services that go together with the weddings – you’ve got a beauty salon, costume rental shops, you’ve got a photo studio, flowers. This is the first hotel where we have our own flower shop, we have 30 florists. I couldn’t believe it when I saw that.

 

You have worked for Hilton in Japan for 20 years – what are some of the good points you’ve found about working with Japanese people in the hotel industry?

First of all, all are very genuine – genuinely interested in pleasing the guest. They’re polite, they try their best, they’re willing to improve, they’re disciplined. But on the other hand, the customer expectations are very high. It’s not that it’s easier to do a hotel business in Japan because you have good staff, you also have very high expectations from the guests. For me, this is what keeps me up and going every day: meeting and exceeding expectations.

 

What would your advice be to a foreigner coming to Japan to take the reins of a hotel as General Manager?

First of all, you should not lose your own identity. I’ve been here 20 years out of the 25 I’ve worked in the hotel industry. Don’t fall into the trap of trying to be Japanese, remain yourself, but you must be respectful of the local customs and the local habits. Work with the people, through the people. Be very clear about what the expectations are and you need to validate other people’s understanding. A lot of foreigners move very fast and they don’t necessarily validate the understanding of their Japanese colleagues.

 

What is the most unusual or demanding request you have received from a customer?

A lot of people ask me this question, but to be honest I have never been faced with a request that I felt was really demanding. We had one guest who wanted her room to be changed into a pink make-up salon with Hello Kitty sheets, she’s actually quite a famous American singer. I tell my people, “If you tell me that putting pink sheets on the bed will grow the business, then pink sheets it will be.”

 

You are now in a high-ranking position as the GM of one of the largest hotels in Japan. What are your personal tips for success?

As I said before, you have to have your own line and you have to be true to your own values. To be successful, you have to know what you want and never be complacent. Enjoy what you do, open your eyes. In our industry, it’s very much about dealing with people. If you don’t like dealing with people then you’re in the wrong industry. Be respectful of your people, empower your people, give them the tools to work better and more efficiently. Set some clear targets, get people’s commitment to move ahead.

 

16714
Where do you like to go on holiday?

I must say I like Hawaii a lot. I land on the island and I feel like I’m on vacation. It’s very relaxing. We have a big Hilton in Honolulu called Hawaiian Village. I’m sure it’s the largest hotel we have because it has 5 towers and altogether 3,500 units. We had a great time there.
Usually when we go on holidays I try to take the family to Europe or to cities where there’s a bit of culture. Last summer we went to Venice and to visit my mother in Switzerland.

 

Any last comments?

We are here in Fukuoka to do business with people from Fukuoka. We would like to contribute to the Fukuoka community – the Japanese and foreign community as well. I’m very happy to be here and I’m looking forward to meeting people from Fukuoka.

 

 

 

 

16667

Hometown: Orbe, Switzerland
In Japan: 20 years
Identity: General Manager, Hilton Hotel, Fukuoka
Interview and text by Una Geary

1,052 rooms, three wedding chapels, 15 restaurants and bars as well as large convention facilities – the Hilton Fukuoka Sea Hawk is now the largest Hilton property in Asia Pacific. Located near the Yahoo! Dome and formerly managed by JAL, the hotel was re-branded and launched on June 1st. The man at the helm of this formidable enterprise is Swiss native Christian R. Baudat. Bringing 25 years of experience to the table, he says that to successfully run a hotel, “you have to understand who your customers are and offer them something they want – in the end, it’s not rocket science.” Due to the hotel’s location and its landmark status in the city, it will target the wedding, conference and leisure markets. Read our full interview online at www.fukuoka-now.com

Fukuoka Now caught up with the Hilton executive in his neck of the woods at the beautiful Seala Buffett, featuring a 40m high glass ceiling. We quizzed him on the hotel, his background and his tips for doing business as a foreigner in Japan.

 

Tell us, how did you wind up in Japan? And for 20 years!

First of all, I studied in Hotel Management School in Switzerland. It’s an old school that was founded by the Swiss Hotel Association over 100 years ago. During my studies, I was required to go for three different trainings in three different hotels – one in the kitchen, one in service, and one in front office. I decided to take the last one in an Asian hotel so I went to Hong Kong. Being in Hong Kong for six months, I really wanted to go back to Asia. When I was interviewed by different hotel companies at the end of my studies, I received three offers – one was for Tokyo as a management trainee, one was for another company in the Middle East, and one was for a hotel in Switzerland so I decided to go for the Tokyo option. That was in 1985.

 

When did you first become interested in the hospitality industry?

I think it came naturally because my parents like good food and good wines and we always invited lots of people to our home. The exposure to being good hosts opened my eyes to hospitality and then when I was 15 and trying to decide what I wanted to do, I got interested in the hotel industry because one of my parents’ friend’s sons was going to hotel school in Lausanne.

 

You’ve held the position of General Manager of the Hilton in Otaru (Hokkaido), Nagoya, Tokyo and now here. What do you think will be different about this hotel in terms of challenges?

First of all, it’s our largest hotel in Asia and one of the largest hotels in Japan so I think the sheer size is already one challenge in itself. I have opened a hotel, which was Otaru, and I have taken over two hotels which already existed under the Hilton flag so this one is a different challenge because I have to rebrand it and I have to support the staff as well as bring a new culture to the team here.

 

Has there been a big staff changeover?

No, the team here is really fantastic so in that respect I’m very optimistic. I’m open to new ideas and new ways of doing things, although we are a Western company and may do certain things differently to domestic companies. We may “think global” but also “act local”.

 

Tell us about some of the changes you plan for this hotel?

We have plans, we have announced a total investment of ¥1.8 billion for refurbishment. We will focus on premium guest room floors and then public areas of the hotel. Our position is that we wish to validate our assumptions to ensure that what we do is actually fitting the market. Our strategy will focus on continuing to generate major revenue streams from weddings and conventions and then really be the first choice destination for leisure guests. That’s the general strategy. We won’t be a typical corporate hotel because whilst we will go for corporate meetings and conventions, we’re not a typical city center hotel – our location makes us more attractive for leisure guests.

 

Fukuoka already has many top brand hotels. Where in the market will the Hilton be positioned?

Because this is such a large hotel, we will have to be very flexible. The location and the landmark building, it’s an icon in this area of town-this is where our position is. We obviously have to work very closely with the Dome and with the other partners here to make the total proposition attractive to the market and to the customers.

 

Your hotel is in neither Tenjin nor Hakata – are you concerned about the location?

Many people see it as a challenge to be where we are and this is why we have to make sure that our proposition here within the hotel is attractive in itself.

 

What do you think will be the percentage of Japanese guests versus foreign guests?

Overall I think domestic tourists will continue to have the largest share. Kyushu will be important because of people visiting Fukuoka from other towns in Kyushu. Where we also see potential is Southeast Asia and that’s where our Hilton sales engine can help to bring people this way. I mean there are 22 different international airline connections in Fukuoka and most or all of them to Asian destinations so we see quite a lot of potential there.

 

16713
The Hilton Fukuoka Sea Hawk is now the largest Hilton property in Asia Pacific. Why is Hilton putting resources into Kyushu when many businesses are concentrating on India and China?

We are also expanding in India and China and we have a very aggressive growth plan for these countries. China, India, Australia and Japan are the strategic countries that Hilton is looking at to grow its portfolio.

The concept of hotel management contracts actually came from Conrad Hilton, who created this hotel chain. He grew his portfolio and was able to sell his expertise, and that’s where a hotel management contract is important. Hilton is not just Hilton, it’s ten different brands and the other big part of our business as a group is franchise through the different brands that we have, such as Hampton Inn and Hilton Garden Inn.

 

Do you think the extension of the Kyushu Shinkansen next March will have a big effect on Fukuoka and on tourism here?

I think especially for business coming from Osaka into town here, it will definitely make the destination of Fukuoka much more attractive and more accessible. It can only be positive. There’s a lot of business hotels around Hakata station that will probably capture the business market. We have to make ourselves attractive for the leisure market.
The other positive thing is that because of this new shinkansen there’s going to be a lot of people talking about Fukuoka and Kyushu as a destination so it will profile the destination in a much more efficient way.

 

There’s also a possibility that tourists will go straight from Fukuoka down to Kagoshima. Do you think Fukuoka might lose some tourists?

No, I don’t think so. I think Fukuoka will always be a stop. Maybe some will go straight to Kagoshima and on the way back they will stop in Fukuoka. The fact is if you’re able to add value to your destination, whilst you may lose visitors on one end, you also have the potential to grow your visitors on the other. I’m not pessimistic.

 

How has Hilton adapted its service to Japan? How is a Hilton here different from one in Switzerland?

We are a global company but we think very much local as well. As you may know, hotels in Japan are particular because of their food and beverage proposition. Hotels in Japan are very well patronized by people in their respective areas where they are located. I would think that people use hotels in Switzerland for business or when they stay, but less to go out in restaurants. Here, we have a more sophisticated array of outlets that we offer to our customers. The other thing is you know, we have to adjust ourselves to the demand of the market. So if the demand is 90% Japanese, then we have to offer Japanese things, for instance we change our breakfasts. We have Chinese guests so we have Chinese items on the breakfast buffet for example . We look at having more staff that can speak the language. In the end, it’s not rocket science. You have to understand who your customer is and offer them something that they like.
Also, 1,000 weddings in a hotel – that’s something that you don’t see in the West. A wedding in Japan doesn’t last as long as a wedding in Europe. So you’ve got turnover, you’ve got three wedding chapels, you have a whole range of services that go together with the weddings – you’ve got a beauty salon, costume rental shops, you’ve got a photo studio, flowers. This is the first hotel where we have our own flower shop, we have 30 florists. I couldn’t believe it when I saw that.

 

You have worked for Hilton in Japan for 20 years – what are some of the good points you’ve found about working with Japanese people in the hotel industry?

First of all, all are very genuine – genuinely interested in pleasing the guest. They’re polite, they try their best, they’re willing to improve, they’re disciplined. But on the other hand, the customer expectations are very high. It’s not that it’s easier to do a hotel business in Japan because you have good staff, you also have very high expectations from the guests. For me, this is what keeps me up and going every day: meeting and exceeding expectations.

 

What would your advice be to a foreigner coming to Japan to take the reins of a hotel as General Manager?

First of all, you should not lose your own identity. I’ve been here 20 years out of the 25 I’ve worked in the hotel industry. Don’t fall into the trap of trying to be Japanese, remain yourself, but you must be respectful of the local customs and the local habits. Work with the people, through the people. Be very clear about what the expectations are and you need to validate other people’s understanding. A lot of foreigners move very fast and they don’t necessarily validate the understanding of their Japanese colleagues.

 

What is the most unusual or demanding request you have received from a customer?

A lot of people ask me this question, but to be honest I have never been faced with a request that I felt was really demanding. We had one guest who wanted her room to be changed into a pink make-up salon with Hello Kitty sheets, she’s actually quite a famous American singer. I tell my people, “If you tell me that putting pink sheets on the bed will grow the business, then pink sheets it will be.”

 

You are now in a high-ranking position as the GM of one of the largest hotels in Japan. What are your personal tips for success?

As I said before, you have to have your own line and you have to be true to your own values. To be successful, you have to know what you want and never be complacent. Enjoy what you do, open your eyes. In our industry, it’s very much about dealing with people. If you don’t like dealing with people then you’re in the wrong industry. Be respectful of your people, empower your people, give them the tools to work better and more efficiently. Set some clear targets, get people’s commitment to move ahead.

 

16714
Where do you like to go on holiday?

I must say I like Hawaii a lot. I land on the island and I feel like I’m on vacation. It’s very relaxing. We have a big Hilton in Honolulu called Hawaiian Village. I’m sure it’s the largest hotel we have because it has 5 towers and altogether 3,500 units. We had a great time there.
Usually when we go on holidays I try to take the family to Europe or to cities where there’s a bit of culture. Last summer we went to Venice and to visit my mother in Switzerland.

 

Any last comments?

We are here in Fukuoka to do business with people from Fukuoka. We would like to contribute to the Fukuoka community – the Japanese and foreign community as well. I’m very happy to be here and I’m looking forward to meeting people from Fukuoka.

 

16667

Hometown: Orbe, Switzerland
In Japan: 20 years
Identity: General Manager, Hilton Hotel, Fukuoka
Interview and text by Una Geary

1,052 rooms, three wedding chapels, 15 restaurants and bars as well as large convention facilities – the Hilton Fukuoka Sea Hawk is now the largest Hilton property in Asia Pacific. Located near the Yahoo! Dome and formerly managed by JAL, the hotel was re-branded and launched on June 1st. The man at the helm of this formidable enterprise is Swiss native Christian R. Baudat. Bringing 25 years of experience to the table, he says that to successfully run a hotel, “you have to understand who your customers are and offer them something they want – in the end, it’s not rocket science.” Due to the hotel’s location and its landmark status in the city, it will target the wedding, conference and leisure markets. Read our full interview online at www.fukuoka-now.com

Fukuoka Now caught up with the Hilton executive in his neck of the woods at the beautiful Seala Buffett, featuring a 40m high glass ceiling. We quizzed him on the hotel, his background and his tips for doing business as a foreigner in Japan.

 

Tell us, how did you wind up in Japan? And for 20 years!

First of all, I studied in Hotel Management School in Switzerland. It’s an old school that was founded by the Swiss Hotel Association over 100 years ago. During my studies, I was required to go for three different trainings in three different hotels – one in the kitchen, one in service, and one in front office. I decided to take the last one in an Asian hotel so I went to Hong Kong. Being in Hong Kong for six months, I really wanted to go back to Asia. When I was interviewed by different hotel companies at the end of my studies, I received three offers – one was for Tokyo as a management trainee, one was for another company in the Middle East, and one was for a hotel in Switzerland so I decided to go for the Tokyo option. That was in 1985.

 

When did you first become interested in the hospitality industry?

I think it came naturally because my parents like good food and good wines and we always invited lots of people to our home. The exposure to being good hosts opened my eyes to hospitality and then when I was 15 and trying to decide what I wanted to do, I got interested in the hotel industry because one of my parents’ friend’s sons was going to hotel school in Lausanne.

 

You’ve held the position of General Manager of the Hilton in Otaru (Hokkaido), Nagoya, Tokyo and now here. What do you think will be different about this hotel in terms of challenges?

First of all, it’s our largest hotel in Asia and one of the largest hotels in Japan so I think the sheer size is already one challenge in itself. I have opened a hotel, which was Otaru, and I have taken over two hotels which already existed under the Hilton flag so this one is a different challenge because I have to rebrand it and I have to support the staff as well as bring a new culture to the team here.

 

Has there been a big staff changeover?

No, the team here is really fantastic so in that respect I’m very optimistic. I’m open to new ideas and new ways of doing things, although we are a Western company and may do certain things differently to domestic companies. We may “think global” but also “act local”.

 

Tell us about some of the changes you plan for this hotel?

We have plans, we have announced a total investment of ¥1.8 billion for refurbishment. We will focus on premium guest room floors and then public areas of the hotel. Our position is that we wish to validate our assumptions to ensure that what we do is actually fitting the market. Our strategy will focus on continuing to generate major revenue streams from weddings and conventions and then really be the first choice destination for leisure guests. That’s the general strategy. We won’t be a typical corporate hotel because whilst we will go for corporate meetings and conventions, we’re not a typical city center hotel – our location makes us more attractive for leisure guests.

 

Fukuoka already has many top brand hotels. Where in the market will the Hilton be positioned?

Because this is such a large hotel, we will have to be very flexible. The location and the landmark building, it’s an icon in this area of town-this is where our position is. We obviously have to work very closely with the Dome and with the other partners here to make the total proposition attractive to the market and to the customers.

 

Your hotel is in neither Tenjin nor Hakata – are you concerned about the location?

Many people see it as a challenge to be where we are and this is why we have to make sure that our proposition here within the hotel is attractive in itself.

 

What do you think will be the percentage of Japanese guests versus foreign guests?

Overall I think domestic tourists will continue to have the largest share. Kyushu will be important because of people visiting Fukuoka from other towns in Kyushu. Where we also see potential is Southeast Asia and that’s where our Hilton sales engine can help to bring people this way. I mean there are 22 different international airline connections in Fukuoka and most or all of them to Asian destinations so we see quite a lot of potential there.

 

16713
The Hilton Fukuoka Sea Hawk is now the largest Hilton property in Asia Pacific. Why is Hilton putting resources into Kyushu when many businesses are concentrating on India and China?

We are also expanding in India and China and we have a very aggressive growth plan for these countries. China, India, Australia and Japan are the strategic countries that Hilton is looking at to grow its portfolio.

The concept of hotel management contracts actually came from Conrad Hilton, who created this hotel chain. He grew his portfolio and was able to sell his expertise, and that’s where a hotel management contract is important. Hilton is not just Hilton, it’s ten different brands and the other big part of our business as a group is franchise through the different brands that we have, such as Hampton Inn and Hilton Garden Inn.

 

Do you think the extension of the Kyushu Shinkansen next March will have a big effect on Fukuoka and on tourism here?

I think especially for business coming from Osaka into town here, it will definitely make the destination of Fukuoka much more attractive and more accessible. It can only be positive. There’s a lot of business hotels around Hakata station that will probably capture the business market. We have to make ourselves attractive for the leisure market.
The other positive thing is that because of this new shinkansen there’s going to be a lot of people talking about Fukuoka and Kyushu as a destination so it will profile the destination in a much more efficient way.

 

There’s also a possibility that tourists will go straight from Fukuoka down to Kagoshima. Do you think Fukuoka might lose some tourists?

No, I don’t think so. I think Fukuoka will always be a stop. Maybe some will go straight to Kagoshima and on the way back they will stop in Fukuoka. The fact is if you’re able to add value to your destination, whilst you may lose visitors on one end, you also have the potential to grow your visitors on the other. I’m not pessimistic.

 

How has Hilton adapted its service to Japan? How is a Hilton here different from one in Switzerland?

We are a global company but we think very much local as well. As you may know, hotels in Japan are particular because of their food and beverage proposition. Hotels in Japan are very well patronized by people in their respective areas where they are located. I would think that people use hotels in Switzerland for business or when they stay, but less to go out in restaurants. Here, we have a more sophisticated array of outlets that we offer to our customers. The other thing is you know, we have to adjust ourselves to the demand of the market. So if the demand is 90% Japanese, then we have to offer Japanese things, for instance we change our breakfasts. We have Chinese guests so we have Chinese items on the breakfast buffet for example . We look at having more staff that can speak the language. In the end, it’s not rocket science. You have to understand who your customer is and offer them something that they like.
Also, 1,000 weddings in a hotel – that’s something that you don’t see in the West. A wedding in Japan doesn’t last as long as a wedding in Europe. So you’ve got turnover, you’ve got three wedding chapels, you have a whole range of services that go together with the weddings – you’ve got a beauty salon, costume rental shops, you’ve got a photo studio, flowers. This is the first hotel where we have our own flower shop, we have 30 florists. I couldn’t believe it when I saw that.

 

You have worked for Hilton in Japan for 20 years – what are some of the good points you’ve found about working with Japanese people in the hotel industry?

First of all, all are very genuine – genuinely interested in pleasing the guest. They’re polite, they try their best, they’re willing to improve, they’re disciplined. But on the other hand, the customer expectations are very high. It’s not that it’s easier to do a hotel business in Japan because you have good staff, you also have very high expectations from the guests. For me, this is what keeps me up and going every day: meeting and exceeding expectations.

 

What would your advice be to a foreigner coming to Japan to take the reins of a hotel as General Manager?

First of all, you should not lose your own identity. I’ve been here 20 years out of the 25 I’ve worked in the hotel industry. Don’t fall into the trap of trying to be Japanese, remain yourself, but you must be respectful of the local customs and the local habits. Work with the people, through the people. Be very clear about what the expectations are and you need to validate other people’s understanding. A lot of foreigners move very fast and they don’t necessarily validate the understanding of their Japanese colleagues.

 

What is the most unusual or demanding request you have received from a customer?

A lot of people ask me this question, but to be honest I have never been faced with a request that I felt was really demanding. We had one guest who wanted her room to be changed into a pink make-up salon with Hello Kitty sheets, she’s actually quite a famous American singer. I tell my people, “If you tell me that putting pink sheets on the bed will grow the business, then pink sheets it will be.”

 

You are now in a high-ranking position as the GM of one of the largest hotels in Japan. What are your personal tips for success?

As I said before, you have to have your own line and you have to be true to your own values. To be successful, you have to know what you want and never be complacent. Enjoy what you do, open your eyes. In our industry, it’s very much about dealing with people. If you don’t like dealing with people then you’re in the wrong industry. Be respectful of your people, empower your people, give them the tools to work better and more efficiently. Set some clear targets, get people’s commitment to move ahead.

 

16714
Where do you like to go on holiday?

I must say I like Hawaii a lot. I land on the island and I feel like I’m on vacation. It’s very relaxing. We have a big Hilton in Honolulu called Hawaiian Village. I’m sure it’s the largest hotel we have because it has 5 towers and altogether 3,500 units. We had a great time there.
Usually when we go on holidays I try to take the family to Europe or to cities where there’s a bit of culture. Last summer we went to Venice and to visit my mother in Switzerland.

 

Any last comments?

We are here in Fukuoka to do business with people from Fukuoka. We would like to contribute to the Fukuoka community – the Japanese and foreign community as well. I’m very happy to be here and I’m looking forward to meeting people from Fukuoka.

 

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