Located on the iconic Palm Jumeirah in Dubai, Jumeirah Zabeel Saray stands as a hallmark of the city’s luxury hospitality, opening its doors over 12 years ago. The hotel was designed to emulate the grandeur of a 14th-century Ottoman palace, which spanned territories from Turkey to Moscow. This influence is evident in the intricate detailing throughout the property, from handcrafted stonework to gold leaf accents and elaborate motifs reminiscent of the era. As General Manager of Jumeirah Zabeel Saray, Mark Hehir puts it, “The property weaves a story of warmth, generosity, and joy, creating an ambiance that resonates deeply with guests, particularly those from regions with a shared heritage of opulent craftsmanship, like India.”
Building on the legacy and its trade engagements with India, the hotel is setting goals for the market for next five years, with a sharp focus on the premium luxury segment. Plans include doubling the suite inventory for luxury-seeking couples and families from India, enhancing room configurations and refining pre-arrival planning to offer tailored experiences. In terms of growth, the Indian market has been steadily rising, especially in weddings, confirmed Hehir.
He shares more in a one-on-one interaction with T3. Read the interview here:
Q: What are the unique selling points (USPs) of Jumeirah Zabeel Saray that resonate particularly with the Indian market? Additionally, how has the growth from the Indian market evolved over time?
A: Our family-friendly offerings stand out. We have a wide range of activities, kids’ clubs, and other family-oriented features, making our property feel both enjoyable and safe for families. This sense of familial comfort is something we have deeply integrated into the hotel experience.
Second, our culinary excellence is a major draw, particularly for Indian guests. We ensure strong vegetarian options across all meals—breakfast, lunch, and dinner—and our Indian restaurant is extremely popular. The property offers a celebrated Indian restaurant, Amala, where guests are treated to authentic Indian flavours prepared by a passionate chef who brings a personal touch to every meal. Employing a high-quality Indian chef has been crucial, and we believe our Indian cuisine is exceptional, even when compared to other prominent properties like Taj on the Palm.
Another USP is our picturesque garden lawn, which serves as an excellent venue for weddings. This, combined with our opulent foyer, creates a cultural connection that appeals to Indian guests, especially for grand celebrations like weddings. The Seville Theatre, another unique feature, hosts world-class performances ranging from ballet to live music and comedic acts, which also gives access to our guests including Indians to top-notch entertainment.
In terms of growth, the Indian market has been steadily rising, especially in weddings, though we maintain a balanced approach and avoid overloading the property with wedding events. Post-COVID, we saw a robust rebound in Indian family and couple travellers. While 2022 was particularly strong, 2023 experienced a slight flattening. However, 2024 has shown a modest increase of about 5% over 2023, which is encouraging, especially given the competitive environment with many new hotels opening in the area.
Q: Given the recent growth in Indian outbound travel, particularly in the luxury segment, how does your hotel attract high-end Indian travellers?
A: Our primary strategy focuses on luxury family holidays, which align perfectly with the Indian market’s preference for family-oriented travel experiences. This includes offering excellent value and celebrating special occasions in style. While this strategy is not exclusive to India, it naturally resonates with the Indian audience due to the strong emphasis on family travel. This approach has been our cornerstone in targeting the luxury segment.
Q: Where do you see the property in the next five years, particularly in terms of growth from the Indian market?
A: Over the next five years, we are targeting growth in the premium luxury segment, especially for Indian travellers. We plan to double our suite inventory, catering to luxury-seeking couples and families. Room configurations will be expanded for comfort, and we’ll introduce enhanced butler services to elevate guest experiences.
Understanding cultural nuances, especially for Indian guests, is a priority, therefore pre-arrival planning will also be a major focus. Luxury is often defined by the finer details, and we aim to perfect those elements.
To further elevate the experience, the hotel will reduce its overall room count from 405 to 375, creating larger, more luxurious spaces that reflect our commitment to offering unparalleled luxury for discerning travellers.”
Q: Apart from India, which other markets are your major revenue generators?
A: Our top three revenue-generating markets are the UK, Germany, and Russia, with their positions alternating throughout the year. These are followed closely by the GCC region. Interestingly, within the UK market, we have a significant second-generation Indian population, particularly from London, contributing to a strong Indian presence at our property.
Notably, the occupancy rate averages around 75% throughout the year, with peaks during weekends, particularly in summer, as the hotel largely welcomes local GCC travellers. Between October and May, occupancy can surpass 85% during certain weeks.
Q: Post-pandemic, have you observed any shifts in traveller demographics or preferences?
A: We have seen quick rebounds from markets like Russia, the UK, and German-speaking countries. However, regions like Southeast Asia, including China and Korea, have been slower to return. On the other hand, we’ve observed significant growth from Australia and the US. Travellers from these regions are staying longer in Dubai, marking a shift from using the city as a stopover destination to considering it as a primary holiday destination.
Q: Your engagement strategies with the Indian market?
A: As a brand, Jumeirah emphasises maintaining consistency and integrity in our strategies across all markets. We work closely with PR agencies, key wholesalers, and DMCs in Dubai, as well as travel agents connected to them in India. Regular training and support for these agents are central to our engagement efforts.
Additionally, we ensure rate parity and transparency, which is crucial in today’s interconnected world. With families often spread across different countries, like India and the UK, travellers compare rates and offerings extensively. Maintaining a balanced approach helps us avoid market disparities and uphold our brand’s integrity.
Q: Can you share any exciting developments planned for 2024 and beyond?
A: In Q4 2024, we’re planning a significant enhancement around our Indian restaurant. Our Indian chef will play a central role in this transformation, bringing a unique storytelling element to his cuisine. The concept will be highly interactive, with features like a central tandoori oven and an open cooking style set amidst our beautiful garden. This immersive dining experience will be unlike anything currently available in Dubai.
Further developments for 2025 and beyond will continue to enhance our offerings, especially in culinary and guest experiences.
Q: Sustainability is a growing priority in hospitality. What initiatives have you implemented here, particularly inspired by your past work portfolio in the Maldives?
A: Inspired by my Maldives experience, we introduced water bottling to eliminate plastic usage. Our fully automated bottling machine produces around 4,500 bottles daily (still and sparkling), distributed in reusable or glass bottles across the hotel, including the pool, beach, and rooms.
We’ve also developed a sustainable garden to grow all the hotel’s leafy greens, reducing dependency on imported produce. On the energy front, we’ve started installing solar panels on the roof, expected to offset around 15% of the hotel’s energy consumption upon completion.
Additionally, we’ve upgraded laundry systems with energy-efficient machinery that consumes less gas and electricity. We also aim to reduce plastic usage by 5% annually, progressively replacing it with sustainable alternatives.
Q: With your extensive experience in hospitality, what advice would you offer to India’s hospitality sector to further strengthen its global standing?
A: India’s greatest strength lies in its human touch, an intrinsic cultural trait. To maintain leadership in global hospitality, it’s essential to nurture this aspect. Training the youth and instilling foundational values is critical, as there’s often a gap between aspiring leaders and seasoned professionals.
I urge leaders to focus on mentoring upcoming talent and providing real-world education, not just certifications. Leadership is about inspiring others, not just holding a title. Drawing an analogy from cricket, great captains inspire others to excel; similarly, hospitality leaders must lead by example.
Moreover, embracing technology and AI is crucial. Data-driven decision-making allows for real-time insights, but it must be complemented with human judgment. The industry must integrate these tools while staying true to the nuances of guest service. However, the key to success lies in balancing authentic human interaction with innovative technological advancements.
