Interview with Arthur Kiong, CEO of Far East Hospitality

August 3, 2016

Interview with Arthur Kiong, CEO of Far East Hospitality

Since joining Far East Hospitality in 2012, your out-of-the-box and unconventional marketing strategies helped the organisation grow from having 18 properties in Singapore to over 90 properties internationally. How did you feel about the achievements so far?

Our accomplishments as a multi-award winning hospitality group are only possible because we have a team of dedicated staff who are experts in their fields. At Far East Hospitality, our goal is to continue developing and providing an experience that resonates with the psychographics of our target audience for each of our hotel brands as we define ourselves in the mid-tier hospitality scene.

Out of all the other brands under Far East Hospitality’s umbrella of hotels, why was Oasia chosen to debut in Kuala Lumpur?

We found that Oasia is the brand with the widest customer appeal and the brand was recognised for popularity among customers when it was awarded the TripAdvisor Certificate of Excellence in for the second year running in 2015 and listed as one of the world’s best value hotel club lounge by Travel Channel.

This is further supported by three key trends:

Firstly, the Asian middle class population is set to grow almost five-fold over the next two decades, representing over 3.4 billion people by 2033
Secondly, Asia as a destination has had a strong year in 2013 and that number is expected to grow. International arrivals have increased by 6.3% between January and August, according to figures from the World Tourism Organization, while South-East Asia performed strongly with a 12% increase after 9% growth last year.
Thirdly, there is now greater emphasis placed amongst travellers on health and wellness whilst traveling. IPSOS’ Asean Pulse report found that as the world is seeing growth in importance of health and wellness, there is no difference in ASEAN nations. There is a heightened awareness for health and wellness, and consumers are also steering clear from processed food items and are more willing to pay a premium for health benefits

Taking into consideration the location and product specification, nothing fits better than the Oasia brand that is conceived with the wellness of guests in mind. The location offers a rare quiet respite within the city. And the unique cul-de-sac that is set against the backdrop of Bukit Nanas makes it an ideal restorative haven for the increasing number of wellness-conscious travellers.

With the Malaysian Ringgit plunged against the Singapore Dollar, why was Malaysia chosen as the gateway for the expansion of Oasia?

As the Ringgit depreciates, Malaysia continues to attract strong tourism numbers (in 2014, Malaysia saw over 27 million inbound arrivals). Likewise among Singaporeans, Malaysians are also placing greater emphasis on health and wellness. We aim to replicate the success of Oasia by bringing Oasia to other key gateway cities in the region, starting first with Kuala Lumpur in 2016.

IPSOS’s Asean Pulse report found that as the world is seeing growth in importance of health and wellness, there is no difference in ASEAN nations. Both of which presented an opportunity for Oasia to expand to Kuala Lumpur. We believe that by expanding our Oasia offerings locally and abroad, Far East Hospitality will be better placed to continue meeting the needs and demands from the growing pool of middle-class travellers.

What are your expectations for the brand in the near future?

Oasia has proven very popular among business and leisure travellers to Singapore for providing the sanctuary they’re looking for amidst the bustle of city life, achieving a steady occupancy rate in the high-80s range since opening. Additionally, our goal of focusing on the well-being of our guests through a suite of offerings has resonated very strongly with our guests, and is in line with the greater emphasis placed amongst travellers on health and wellness whilst traveling.

With more millennials viewing travel as a necessity and not a luxury, Far East Hospitality’s unique approach of providing comfort without excess, giving attention without pretension, focusing on aesthetics without ostentation, and being relevant to travellers’ needs with a touch of elegance has been positively received by our guests.

We foresee that Oasia will also be positively received among discerning travellers to Malaysia who are looking for a hotel that meets their travel needs through Oasia’s suite of wellness offerings. As Singapore’s largest and fastest growing operator for hotels and serviced residence, we are constantly looking at opportunities to expand on our portfolio – locally or abroad.

As the CEO of Singapore’s largest hospitality and serviced residence operator, you play a huge role in the process of conceptualisation for each hotel brand under your portfolio. What motivates you to stay actively involved?

We believe that each guest is unique in their own way. At Far East Hospitality, what motivates us and where we are different lie in our ability to delve in the psychographics of travellers and craft an experience that resonates with them while addressing their needs and wants.

In order to create an experience that we pride as Far East Hospitality’s brand of Singapore-inspired hospitality, our stellar cast work together to deliver our unique code of conduct named ACTS OF GRACE.

“A” is for Attitude. Choose your state of mind “Be Happy”.

“C” is for Customer. Do to others as you would wish them to do to you.

“T” is for Team. We achieve more by leveraging on each other’s strengths.

“S” is for Savviness. Do what’s right, not just do it right.

“O” is for Observation. Be sensitive to others’ needs to better serve them.

“F” is for Fulfilment. Meet others’ unspoken needs.

“G” is for Gratitude. In everything, give thanks.

“R” is for Responsiveness. Acknowledge, prioritize; act on it.

“A” is for Anticipation. Think and plan ahead.

“C” is for Change. Evolve; find a better way to do your job.

“E” is for Engender Trust. Always under promise but over deliver.

How would you describe your working style?

Grooming a united team and boosting team spirit have always been my top priority.

Miscommunication oftentimes inhibits team spirit. Hence, giving clear instructions is of utmost importance. I ensure in my best capacity that communication is very clear. However, communication sometimes treads on a delicate line as empowerment is equally important. I avoid micro-managing and respect every employee’s reporting structure. Therefore, it is also important to plan instructions two levels down so that the information given is clear and succinct.

Trust is another important building block of team spirit. We must be able to delegate with assurance and trust that any task will be well-handled. On top of that, consistency is also important when it comes to team motivation. Consistency helps each team member understands their role and knows what needs to be done. Consistency however is not to be confused with complacency. I also make it a point to be well-prepared so that my team members have confidence in my leadership.

Making time to listen to co-workers on how they wish to execute a certain task or relay instructions is vital as well; forcing a top-down approach on the team may be detrimental to the team’s morale. Being a good listener not only helps us learn from one another regardless of position but also improves team spirit. To ensure a smooth and steady work process, sometimes slowing down the work momentum to listen can be extremely beneficial.

As a former disc jockey at the Singapore Broadcasting Corporation, what triggered the idea of leaving the life of entertainment for a career as a hotel executive?

Having worked in Singapore Broadcasting centre for five years, I left the disc jockey scene and joined the hospitality sector. I was offered a scholarship by Raffles City Hotels to pursue a diploma at a hospitality school called SHATEC and began my hotelier career from that opportunity onwards.

I am naturally inclined towards the arts and anything that is aesthetically pleasing or lyrically soothing. On the same note, I see hotel operations a form of performing art. The idea of working and living with different cultures intrigued me, and I get to work with and serve extremely pleasant and cultured people. This became my goal. I finished my three years of hospitality training with SHATEC and thus began my career in the hospitality industry. It has been 29 years and I am still enjoying what I do as I find longevity and gratification in the hospitality industry.

Given your demanding schedule as a CEO, could you share with us how you manage work life integration?

I believe in allocating my time and resources according an ‘order of love’: For me, religion takes precedence in my life, ultimately driving my decisions. My family takes second place, and work comes thereafter. Through this hierarchy, it’s been the best way for me to organise how I devote my time and love in my life and it helps me to manage a work life integration that is well-balanced and fulfilling.

How do you stay inspired every day?

I believe in positive reinforcement and am always encouraged by my colleagues who believe in my leadership. Their conviction motivates me to do my best as a leader as well. To see my team work relentlessly for our brands is nothing short of inspiring.

What advice would you give to a budding hotelier in order to succeed in the competitive hospitality industry?

Every aspiring hotelier needs to have the 3Rs to succeed in the hospitality industry. Resolution speaks of the determination and steadfastness that you need as you learn the ropes of operational services and climb up the career ladder. Resilience requires you to adapt to changes and bounce back from setbacks. Resonance is about living and breathing the brand as your hotel needs to resonate with your target audience. These are the necessary steps to sustain a solid footing in the hotel business.