PRESS RELEASES & TESTIMONIALS

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    TESTIMONIAL


    Release Date: Oct 02, 2014

    Dear Clive

    Thank you for the update.

    I must add that, unlike the other recruitment companies I have dealt with; whereby, correspondence is not maintained , I find Fuller International highly professional in this regard.

    Thank you once again, and I hope that this professional relationship will continue whichever way the client decides to go.

    Wishing you a pleasant day.

    Mr. HvH (5 Star Food and Beverage Director, United Arab Emirates)

    (Disclaimer: Names are witheld to protect Client and Candidate confidentiality)

    TESTIMONIAL


    Release Date: Sep 03, 2014

    Dear Mr Fuller,

    I was rather surprised to have received an email from you - especially from the very top and from such a down to earth person, like you. I am truly honored, sincerely. It is rather rare to see a person, especially the Company President, to send a personal email greeting to their customers. You are truly a great leader. I wish that more top management would emulate your way of working. Truly a leader by example.

    My hats off to you, Sir. Wishing you and your company many successful and bountiful years to come.

    Mr. JY (5 Star EAM - Executive Assistant Manager, Malaysia)

    (Disclaimer: Names are witheld to protect Client and Candidate confidentiality)

    TESTIMONIAL


    Release Date: Sep 03, 2014

    Dear Mr Fuller,

    Thank you for your mail.

    I have been with Fuller International for quite some time and the support is well earned!!!

    I have sincerely been impressed by your professionalism, follow up and positive approach that you provide. In a world where many pride themselves to be recruiters but at the end few deliver you are certainly in the latter part.

    Looking forward to collaborate for many years to come.

    Mr. AB (5 Star Rooms Division Director, Italy)

    (Disclaimer: Names are witheld to protect Client and Candidate confidentiality)

    ALLIANCE WITH ROLES AND GOALS


    Release Date: June 13, 2014

    By Corporate Office: Fuller International

    Steven Fuller, Founder & President of Fuller International recently announced an ALLIANCE entered into between Fuller International and Roles and Goals.

    Fuller International is delighted to extend a warm welcome to Roles and Goals, a NEW hospitality recruitment website. VISIT: www.rolesngoals.com

    Steven recently commented on the 'rapid and sustained growth' in global hospitality recruitment. 'Therefore, the strategic Alliance entered into between Fuller International and Roles and Goals makes total sense'.

    'We wish Roles & Goals much success and look forward to a mutually beneficial and rewarding relationship', says Steven.

    TESTIMONIAL


    Release Date: May 28, 2014

    Dear Mr Fuller,

    Clive Rivett's advice and insight, together with his continued liaison with your Hong Kong Client, gave me the correct tools to prepare for each interview process. Clive was a real determining factor for me being awarded the role.

    It has only been a pleasure dealing with Fuller International in Bangkok. I shall continue to stay in touch.

    Regards,

    Mr. L.B (5 Star Restaurant Manager, South Africa)

    (Disclaimer: Names are witheld to protect Client and Candidate confidentiality)

    ASIA AND EAST AFRICA ON THE RISE


    Release Date: April 21, 2014

    By Steven Fuller: President, Fuller International, New York

    Steven Fuller has announced that the Group's Bangkok office 'continues to experience strong growth in Asia and East Africa'

    Where are the current career opportunities?

    'Recruitment initiatives are very active in China, Thailand and Kenya. These are the current 'hot spots' as a result of new hotels opening throughout 2014', advises Steven Fuller.

    Mr. Clive Rivett, Managing Director, Fuller International, Bangkok remains highly optmistic about current business levels and the future growth for Asia and East Africa.

    Fuller International Bangkok continues to present exciting career roles to qualified Candidates in these regions. Furthermore, the commitment to outstanding Client service delivery continues unabated.

    (Disclaimer: The contents and information appearing in this article are gleaned from sources which have been deemed reliable by the author. They represent the author's opinion only and are intended as commentary and are not presented as facts.)

    NEW YORK OFFICE OPEN


    Release Date: September 3, 2013

    By Corporate Office: Fuller International

    Steven Fuller, Founder & President of Fuller International recently announced the relocation of the Group's Corporate Offices from Sydney to New York.

    Why New York?

    New York City supports Fuller International's strategic growth in The America's. It is a natural choice for the expanding empire. In short, it affords Fuller International a truly, global headquarters.

    On the business stage, Fuller International believes that New York City is at the centre. A New York 'home' affirms Fuller International's position as arguably, the world's most exclusive search and selection firm or 'head-hunter' dedicated to service industry Clients.

    Fuller International's New York Offices are located in mid-town Manhattan, near Grand Central. (By Appointment Only)

    CANDIDATES

    Candidates previously registered with the Corporate Office in Sydney are now registered to the Corporate Office in New York.

    It goes without saying that all Candidates, regardless of their registration location, shall continue to receive exciting career opportunities via all Fuller International offices.

    In other words, it's business as usual.

    CLIENTS

    Our loyal Clients shall continue to enjoy Fuller International's exemplary and professional services from an office of their choosing - New York, Bangkok or Dubai (Satellite office).

    Again, it's business as usual.

    (Disclaimer: The contents and information appearing in this article are gleaned from sources which have been deemed reliable by the author. They represent the author's opinion only and are intended as commentary and are not presented as facts.)

    ISLAND RESORTS - THE CHALLENGES!


    Release Date: September 3, 2013

    By Gillian Tan, Owners Representative, Gayana Eco Resort, 5 Stars, 52 Villa's
    & Bunga Raya Island Resort and Spa, 5 Stars, 50 Villa's
    Located off Kota Kinabalu, Sabah, Malaysia


    Our two resorts, Gayana Eco Resort and Bunga Raya Island Resort and Spa are located on a remote island off the North West coast of Sabah on the island of Borneo in Malaysia. Sabah is blessed with some of the most spectacular tropical nature found anywhere. The biodiversity is second only to the Amazon River in South America so one can imagine how rich and colorful our state is. We also have a wonderful heritage allowing visitors to experience many deep rooted cultures still practiced around Sabah today.

    Showcasing such wonders blended with unobtrusive service is not an easy task.

    1) Although our island is only 15min boat ride off the state capital Kota Kinabalu we are completely self-sufficient. This means we have no connectivity to the city and all our back of house facilities are reliant on us operating and maintaining them without failure. The water we use comes from the sky so strict water management control is a must and many storage facilities need to be filled when it rains heavily. All this water needs to be cleaned so the treatment plant plays a vital part. Being very Eco conscious means we recycle all our water so pipes and pumps need to be inspected daily to allow movement of fresh and grey water. Finally our waste Is treated aerobically before being released into our seepage field which again is a science in its own right. Power is diesel generated so the Charge-man has to be your most trusted member of the maintenance team. Different generators will need to be in use pending the fluctuating occupancy. Preventative maintenance is a constant ensuring that this expensive machinery does not break down.

    2) Being on an island all goods and supplies must come via boat, logistically not always an easy task especially when the weather is rough. This is also one of the main reasons why island resorts are more expensive then mainland resorts, something guests tend to forget.

    3) Our philosophy is giving back to the local community, one of our many CSR projects. Consequently we hire predominately local staff. By default of our location we do not have a big pool of trained hospitality staff. This means hire on passion and attitude and train the staff in their specific field. Training has to be the cornerstone of our success however this requires patience and serious commitment from senior staff who acts as key trainers.

    We face a lot of other challenges, however this is why we chose this industry - no two days are ever the same.

    (Disclaimer: The contents and information appearing in this article are gleaned from sources which have been deemed reliable by the author. They represent the author's opinion only and are intended as commentary and are not presented as facts.)

    CAMBODIA WONDERMENT


    Release Date: June 15, 2013

    By Emmett McHenry
    General Manager, Sokha Angkor Resort, Siem Reap, Cambodia, 5 Stars, 275 Rooms


    The Khmer people of Cambodia have been to hell and back.

    In the 1970s no one could have failed to register the names of Pol Pot, the infamous Khmer Rouge and the killing fields whose atrocities against its own people were beyond imagination. Prior, the Cambodian people endured the slaughter wreaked by American B-52 bombers along the border of their villages during the ill-fated Vietnam War. Afterwards, the Pol Pot era was followed by years of terrifying civil conflict. It is this staggering levels of suffering inflicted on the Cambodian people that make them so remarkable today.

    Cambodia and Her people are on their way back.

    As a Hotel General Manager living in Cambodia I am amazed by their constant ability to smile and their willingness to learn and improve their life.

    It has been a slow and painstaking process in a country that is desperately poor and short of the natural resources that other countries in this region have benefited from. However, real progress - with heavy emphasis on tourism - is being made and we are beginning to see signs that within the next decade or two, Cambodia shall rise again.

    I have managed 5-star hotels & resorts in some of the most stunning locations in the world. Having now been at my Resort in Siem Reap for five years, I could not be happier. Our collective ambition has been to push the resort to new levels of excellence which has already secured it's status as arguably, one of the best in the country.

    I have an extraordinary local team around me from senior management to maintenance staff. Their level of commitment and dedication never ceases to amaze. I recently conducted a simple survey of my department heads and asked them how they feel about coming to work ?between 1 and 10 with 10 being the highest? Of the 11 staff surveyed, 10 scored 10 and one scored 8. And he'd only been with us for a few months. I was genuinely thrilled. They continually demonstrate their enthusiasm for work and commitment to customer service. Added to their constant ability to smile - and it's a winning combination.

    Approximately 8% of our visitors are from Europe, 8% from North America and 70% from Asia with balance from other world-wide locations. Our resort is perfectly located for access to the ancient temples at Angkor Wat, the world's largest religious, historical site ?which is the focus for the Cambodian tourist effort and a huge source of national pride, It is at the heart of the drive to bring much needed American and tourist dollars. Tourism has grown from 15% to 25% in the last three years up to 3.5 million in 2012.

    We are also very close to Tonle Sap Lake, home to over 170 floating fishing villages, some of which are now also a major attraction for visitors. Trips to the lake give a remarkable insight into a way of life that is generations old. The sight of a tiny child helping a parent to feed a dozen crocodiles in a floating pen is terrifying and fascinating all at the same time!

    Siem Reap itself offers a buzzing night-life which in so many ways is in stark contrast to the lives of the local people who live so close to the town centre.

    Sokha Angkor Resort is one of four hotels & resorts in our Group, all of which are based in Cambodia. Living here is inexpensive and safe. For example, a local beer can be purchased for less than $1.00. Driving can be perilous, however!. Most visitors utilize the services of a driver to take them where they wish to go. The local mode of transport in Cambodia is called a tuck-tuck and is very inexpensive - $2.00 to $3.00 to go down town.

    The living conditions in Cambodia are generally safe, with infrastructure slowly improving. The main cities of Phnom Penh and Siem Ream all have facilities to cater for expats, apartments and clean housing accommodation.

    So, we have the new Cambodia and we have the history. We have the culture and the commerce. There is the warmth and the friendliness. There is the style and the comfort. Yet most of all, we have the wonderful Cambodian people.

    I trust you shall come and see and experience it for yourself.

    (Disclaimer: The contents and information appearing in this article are gleaned from sources which have been deemed reliable by the author. They represent the author's opinion only and are intended as commentary and are not presented as facts.)

    VIVA MEXICO


    Release Date: June 15, 2013

    By Daniel Lozano
    General Manager, Meli?Mexico Reforma, Mexico City, 5 Stars, 495 Rooms
    &
    Area Director Americas, Meli?Hotels & Resorts


    Mexico is a splendid country of opportunity with the hotel industry making an ever more important contribution to the countrys gross domestic product.

    For the international sectors of the hotel industry, Melia Hotels International has continually adapted to challenges resulting in standards of service and quality very much higher in established markets such as the USA, Europe and Southeast Asia.

    In recent years, Mexico has been enjoying a period of demand. In particular, Melia Mexico Reforma together with our resorts in Cancun, Vallarta, Cozumel, Riviera Maya and Los Cabos, compete for corporate business, leisure and especially the MICE sector. (Meetings, incentives, conferences, and exhibitions). This augurs well for a bright future together with the central governments new policies to encourage foreign and national investment.

    The Mexican hotel industry is notable for its adaptation to different market sectors with a focus on maximum profitability. We are continually applying new technology and being innovative with regard to our products and service standards.

    Mexico is a multi-cultural country evidenced by its gastronomy, diverse geography and world heritage sites which attract international and national visitors, alike. Furthermore, enormous effort is being made by the hotel industry and the country to conserve the natural environment and reduce pollution / carbon dioxide emissions, by investing in technology.

    Mexico is a very competitive hotel environment and there exists a healthy rivalry between hotel operators. Particular focus is placed on RevPAR (revenue per available room) with all hoteliers striving to achieve the best RGI (revenue generation index).

    Nowadays, our Group including Melia Mexico Reforma, benefits from direct distribution channels such as melia.com, OTAs (on-line travel agencies), large incentive houses, travel agencies and corporate business. We are leading the way with state-of-the-art technology which enables accurate forecasting to the hour and the day, for each of our properties. I should like to emphasize that all the foregoing would be impossible to achieve without the magnificent workforce available in Mexico - further enhanced by their Passion for Service.

    The result? Mexico is one of the fastest-growing countries throughout the region.

    (Disclaimer: The contents and information appearing in this article are gleaned from sources which have been deemed reliable by the author. They represent the author's opinion only and are intended as commentary and are not presented as facts.)

    SOCIAL MEDIA AND RESTAURANTS


    Release Date: June 15, 2013

    By Gilles Baurieres
    Group Restaurant Manager, IMPACT Exhibition Management Co. Bangkok, Thailand


    In my present role as Group Restaurant Manager I am in charge of 10 restaurants here in Thailand. Each operation has a different concept, market segment and location.

    Every time I read a newsletter or a blog or speak with an industry colleague about the challenges of managing a restaurant, it seems that social media is one of the main topics of conversation. I am frequently asked:

    QUESTION: Is social media really interesting for Restaurants??

    Everyone appears to have a different opinion.

    I have been following this intriguing debate for some time.After listening to all of the arguments, I realize the only answer possible is this:

    It depends on so many factors!

    Restaurant marketing personnel often make the mistake of focusing on what they wish to propose to their customers as opposed to analyzing how their customers view them and relate to their restaurant/s. Social media is where this is most visible.

    Therefore, one of the 1st questions to propose is this:

    QUESTION: Does your target customer frequently use social media?

    One of my operations here in Bangkok is a fine dining, Chinese Restaurant where the average age of our customers is 50 years and over. Many are not so interested in social media. Our Facebook page struggled for more than a year. Our Staff appeared to be the main fans. However, when we recently opened another Chinese Restaurant in the same area it had a more modern concept and design - fresh and casual. The target audience was 25-35 year olds. Interestingly, in a matter of weeks our Facebook page was enjoying more than 700 fans!

    My Marketing Manager posed this 2nd question to me:

    QUESTION: Do you really think Facebook (and social media in general) helps increase your sales??/em>

    Again, I answered with this statement:

    It depends...

    Social media can be used for many purposes namely to attract new customers, create and develop brand awareness and recognition and to increase customer loyalty. It is however, very important to have a clear target as to what you wish to achieve as a result of the data available to you via social media. Goals should be tangible and achievable, limited to a few so as to ensure that the results may be tracked and correctly interpreted.

    QUESTION: The 3rd question is possibly the easiest one to address:

    Which social media should I use?

    Social media options are all around us. Here in Thailand, most have a Facebook account but nobody really uses Twitter. However, one needs to be mindful that in some countries social media cannot be accessed.

    The last and more important question is this:

    How does one achieve the targeted goals by utilizing social media?

    It is all about content.

    It is the content that you post which shall determine if your followers shall be active or not. If you are aware that your customers are very promotion sensitive and your goal is to increase sales, then posting regular creative pictures with an attractive price may have a positive effect on your sales.

    My conclusion is that there are advantages to utilizing social media in restaurants. It can be an effective marketing tool provided that you understand from the outset what your customers (and potential customers) are seeking. However, do not expect social media to attract the majority of your new customers - word of mouth still remains the most powerful tool.

    (Disclaimer: The contents and information appearing in this article are gleaned from sources which have been deemed reliable by the author. They represent the author's opinion only and are intended as commentary and are not presented as facts.)

    LIVING AND WORKING IN CHINA


    Release Date: March 1, 2013

    By Michael Brooks
    General Manager, Royalton 4.5 Star Hotel (236 rooms), Hongqiao, Shanghai


    I have resided in Shanghai for 18 months. Shanghai is a city of almost 30 million souls! Most Expatriates would agree that they have a love/hate relationship with Shanghai. All things considered, China is an incredibly interesting nation with its myriad cultures, languages, beliefs and very ancient history. I for one would not be anywhere else.

    For me, three words are essential when working in China ...patience, tolerance and respect.

    The rules are not as easy for a foreigner per se, based on history, religion (yes, it does exist in communist China) or ancient beliefs such as Confucianism. A major belief system is Guangxi which is similar to networking or relationship building in the western culture. Guangxi may be something simple and almost superficial yet profoundly important as to whether or not a business partner or colleague can make or break a business - literally. This relationship-building can be enormously frustrating to any Foreigner who is attempting to get a foothold in China. It has caused and will continue to cause, many Western companies to simply give up ?I believe this is a deliberate test by the Chines to establish whether the partnership will work in the long term based on mutual respect.Relationship with Hotel Owners is important and if poor, can be very challenging. I am extremely fortunate to be working for an Expatriate owning company and communications are excellent. I know many industry colleagues who have local Owners and their experiences are mixed.

    The Shanghai hotel industry is hugely competitive with a myriad hotels being developed recently, mostly at the top end. They include revered operators Waldorf Astoria, Peninsula, Mandarin-Oriental to name a few. Additionally, there are many more generic operators. As with most emerging markets, many of these are driven by Owner ego rather than business sense. My hotel is 10 years old and is well established with an excellent return guest ratio of over 30% - unheard of for most. Our clientele is predominantly domestic Chinese (therefore stable and growing) and Japanese also stable until political ructions occur.. The fierce competition means that the average rates are ridiculously low for the quality of accommodation. Therefore, margins are small even with relatively low operating costs. Prohibitive payroll costs experienced in many western countries are not such an issue in China. However, the rate of increase is noted and is somewhat alarming. With an annual GDP growth rate exceeding 7%, it stands to reason that the flip-side is inflation. Fresh produce is plentiful and usually inexpensive as long as it is locally produced. Prices however are increasing rapidly ?all imported foodstuffs (including wine and alcohol) is levied with a hefty 50% import duty making these goods expensive.

    Operating a Hotel in China is fused with interesting moments. Recently, my Hotel catered for a function of a minor government department - 250 guests at $60 per person. At the last minute they arranged a cakehaving felt the need to invent a birthday so as to get around the issue of the governments present ban on entertainment - therefore the gathering instantly became a birthday party as opposed to a department function the Chinese will make a way!

    Communication for a Hotel General Manager in China can be challenging. Feedback and ideas are often difficult to gain from the team. The consultative approach does not necessarily work. The person taking the leadership is expected to make the decisions and issue instructions to the team, sometimes in specific detail. This of course can be tiresome but once acknowledged, there are ways of identifying the why and the how so as to achieve a satisfactory outcome. Morning briefings are interesting affairs ?an exchange of ideas and motivational cheerleading they are not! Do not be surprised if there are many conversations happening simultaneously because listening is not a forte. Go along with it and do not lose your cool.

    China is a conundrum ?sophisticated and naive; quiet and shy, loud and out-going; proud and humble; mysterious and overt; spontaneous and profound; apathetic and caring. Of course, one could go on for ever with examples of how different China is to the rest of the world. Is China challenging? Yes. Frustrating? Yes. Interesting? No - It is FASCINATING!

    (Disclaimer: The contents and information appearing in this article are gleaned from sources which have been deemed reliable by the author. They represent the author's opinion only and are intended as commentary and are not presented as facts.)

    HOTEL LIFE IN PERU


    Release Date: January 27, 2013

    By Walter Regidor
    Cluster Peru General Manager, Marriott Hotels


    The consistent growth of the Peruvian economy during the last four years in despite of the international crisis, has attracted new investment to Peru. Peru has forecast a 2013 GDP growth of 5.3% driven mainly by mining, construction and the energy and tourism sectors. The forecasted inflation is 3%.

    Hotel development in Peru has not been the exception to growth in the national economy. Proof of this is evidenced by the arrival of several national and international hotel chains to Peru. The JW Cusco has opened its 153 luxurious rooms supplied with Oxygen, Westin opened 301 rooms in San Isidro district, Hilton in Miraflores and several other smaller 3 and 4 star hotels have opened in locations throughout Peru.

    The hotel industry is playing a key role in the nations economic development, especially in the last four years (2009-2012). Construction of hotels and hotel infrastructure has been calculated to be worth approximately US$ 1,500 million dollars. Another sign of wellness of the Peruvian situation may be gauged by the number requests / enquiries received by the Hotels Association from a myriad of hotel investors from Latin America, US and Europe.

    Hotel Occupancies finished in 2012 in the low 70s% with a healthy ADR and a Revpar increase of +2% over 2011. Likewise, culinary and hotel schools do provide excellent professionals to the market. Furthermore, the natural service orientation of the Peruvian workforce combined with quality hotel infrastructure provides a perfect cocktail for success. This recognition of Peruvian quality service is witnessed through the multiple awards recently received by several hotels.

    Undoubtedly, the richness of the Peruvian cuisine is another factor bringing culinary tourism to the country. Peru is known as the 'Gastronomic Capital' of South America and is enjoying great recognition locally and from around the world.

    (Disclaimer: The contents and information appearing in this article are gleaned from sources which have been deemed reliable by the author. They represent the author's opinion only and are intended as commentary and are not presented as facts.)

    WHERE ARE THE HOSPITALITY JOBS?


    Release Date: January 25, 2013

    By Clive Rivett
    Managing Director, Fuller International Bangkok


    If you believe the statistics, more than 2,500 luxury hotels with over half million rooms will open across the world during 2013. Where will they be opening? Asia leads the way with a projected opening of 1,000+ luxury hotels, with China leading that pack with 270 planned new hotels this year. Europe plans 848 launches. Let us break these regions down further so you can really refine your job search.

    In Asia, China is reportedly the king. Articles and announcements regarding hotels within China continues to build momentum. Followed by (in order of number of hotel rooms under construction) India, Indonesia, Thailand and Vietnam which all report significant growth projection. Taiwan is mentioned regularly for increased employment projections.

    In Europe there are pockets of opportunity (United Kingdom, Switzerland, Romania, Turkey and Slovenia are pointed out), however debt ridden Europe looks to be static. Actually, negative hiring intentions is the rather ominous term in the European marketplace, presently. However, headlines blare that Hotel developers look to Russia where over 21,000 globally branded hotel guestrooms are in the active-development pipeline. Other reports name Russia alongside China and India as the fastest growing regions among developing countries for the hotel industry.

    In the Middle East and Africa, hotel development pipelines comprise 480+ hotels totaling 120,000 rooms. A lot of areas are showing significant growth projections with Saudi Arabia leading the way with an impressive reported/ expected room growth of 84.5%, Oman +60.9% and in the UAE, Abu Dhabi and Dubai +50.7% and +28.6 %, respectively.

    North America shall also see a host of first-class hotels pop-up with 450 new openings, featuring more than 114,000 guestrooms. Employers in Mexico report their strongest hiring plans in over four years and reports show approximately 130 hotels with 20,000 rooms currently under construction in Mexico/Caribbean region. Overall, throughout The Americas, expect Brazil to be a super hot commodity. The hotel market is expected to grow significantly in the next 2-3 years with the FIFA Soccer World Cup in 2014 and the Summer Olympics in 2016. Panama, Brazil and Peru all show positive employment growth.

    (Disclaimer: The contents and information appearing in this article are gleaned from sources which have been deemed reliable by the author. They represent the author's opinion only and are intended as commentary and are not presented as facts.)


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