| Summary _ During these few years, we have succeeded to create a global dynamics around one vision, one common objective at the level of guests and ambassadors. With my team, we managed to mobilize our teams around this vision, empower them and translate together the strategy of the brand into the hotel and nourish its DNA. As results we delivered service excellence and performance. In addition, we have contributed to the follow up and the development of the career of the Manager of department by coaching and preparing them to become future General Manager of Sofitel._ Regarding the business performance, the regional and local contexts were extremely difficult during the last two years. On one side, the ever growing competition of the major international hotel Brands, a lot of new and original concepts (while our own Hotel needs urgent renovation works), on the other side: the economic crisis, the Arab Spring, the terrorist attack of Marrakech and the 20th of February Movement. Some people bet that we are going to lose the battle and nevertheless, I think that in spite of this difficult economic context that Morocco had known we managed to have an increasing guest satisfaction level as well as a high economic performance. In terms of global turnover, Sofitel Marrakech achieved its best performance since its opening in 2002. The global turnover was exceeded by +14% in 2011 vs 2010 and +42% vs 2009. In terms of performances, we achieved the best score of GOI exceeded by +5% vs 2010 and +34% vs 2009._ I am very proud to have received recognitions and awards, Gold Medal of Tourism (July 2010) given by Mr. Hervé NOVELLI the secretary of state in France for tourism and Manager of the year Award 2009 for Human and professional qualities by the Association of Alumni of the Higher Institute of International Tourism of Tangier (ALISIT). I have also received the second warrant of precedence by the unanimity of the members as Chairman of the Marrakech Regional Council of Tourism (CRT)._ We are actively involved in the community life by building partnership with associations and foundations to held events within the hotel, the last event was the Evening Gala dinner held to support the children of SOS Village d’Enfants Association. The fundraising dinner collected 2 Millions Dirhams. As far as the innovation is concerned, we succeeded to make the hotel the place to be by creating unique universes, search for differentiated products and services. Palais Darkum, Pool Lounge, Kid Suite… All these concepts around universes go beyond the standards of service in order to make every stay a unique and full of magnifique memories. By these concepts we create personalized experience and achieve excellence in regard to guest satisfaction and hotel performance._ The so Lounge is a unique concept in F&B which provides 5 M€ revenue and 50% GOI. It is a simple initiative that we had first launched in Sofitel Agadir in 2006 and reproduced at Sofitel Marrakech by the end of 2009. In the coming few years , this concept will be launched in the other Sofitel under my responsibility ( Sofitel Rabat, Sofitel Casablanca, Sofitel Essaouira) and it will also be developed by most of hotel in the world wide Sofitel network._ To conclude, we have succeeded to make the hotel a destination within the destination and we are very proud of this achievement. |
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