By Chris Betros

Executive Impact Jun. 21, 2010 - 06:00AM JST ( 8 )

TOKYO —

The Grand Hyatt Tokyo could not have picked a better location when it opened in Tokyo in 2003, than Roppongi Hills, with the five-star hotel remaining one of the city’s hottest meeting and dining spots. 

This year marks the hotel’s seventh anniversary in the local market. The hotel has 389 guestrooms and suites, including the Presidential Suite with a private rooftop outdoor swimming pool within a Japanese garden and occupying the entire 21st floor. It also has seven restaurants and three bars, numerous banquet rooms, as well as an outstanding spa and fitness center.

Yet the hotel cannot afford to rest on its laurels. These are challenging times for the industry and Grand Hyatt Tokyo – like other high-end hotels – has to cope with the ongoing economic downturn.

Overseeing the hotel is Christophe Lorvo, who took over as general manager in early 2009.  Born in Paris, Lorvo received his hotel training at Ecole Hoteliere de Saint-Quentin en Yvelines, from where he graduated in 1987. His hotel career has taken him from France to Damascus, San Diego, Malaga, Dakar, Guam, London and Buenos Aires.

Japan Today editor Chris Betros catches up with Lorvo to find out what’s happening at Grand Hyatt Tokyo.

Did you always want to be in the hotel industry?

When I was eight, I wanted to be a chef but, from the time I was 11, I wanted to be in the hotel business. I used to walk past the Plaza Athenee Avenue Montaigne in Paris and dream of working in the industry. Early on in my career, I actually worked there as my first hotel job; I served coffee and tea in the gallery.

As a GM who moves around a lot, do you find it easy to hit the ground running?

It takes time but, if you work closely with your team, you get comfortable quickly. You have to read the culture and not look for something you are not going to find in the country you’re in.  I’ve done a lot of jumping from country to country and I enjoyed every single one. I take Japanese lessons two hours a week, which is an additional opportunity for me to better understand the culture.

How has business been for Grand Hyatt Tokyo since the recession hit?

Well, as you know, the international economic turndown affected the luxury hotel industry business, but things are starting to pick up again. Looking back at 2009, we did very well, and this year has seen a tremendous improvement and changes in occupancy, volume and demand. Because of our location and product, we are still the preferred brand as we can do conventions, and offer high-end leisure for both domestic and corporate clients. Last year, we saw an increase in domestic business because Japanese were traveling less overseas and started using us as a leisure destination. 

What is the percentage of foreign guests?

On weekdays, it tends to be 61%. On weekends, 70% are Japanese. One noticeable trend is that we are getting a lot more guests from China, where the Hyatt brand has a strong presence.

How is the food and beverage division doing?

With 10 restaurants and bars, as well as large banquet facilities, food and beverage generates more revenue than other divisions. Our restaurants, such as The French Kitchen, The Oak Door, Chinaroom and Keyakizaka, have become very well established and recognized. We are seeing positive growth, especially from the local market.

What about weddings?

The hotel does about 600 weddings a year. We can even do 16 in one day because we have both a chapel and a shrine, and we now additionally offer The French Kitchen with its terrace, as a wedding venue which is becoming well recognized.

How is the MICE (meetings, incentives, conventions and exhibitions) business?

This area was most affected by the recession, but it is starting to recover. We have the largest banquet rooms and biggest meeting space amongst international five star luxury hotels in the local market. We really have the perfect MICE product. The Hyatt worldwide sales office sends us business, and we participate in some international travel shows in Cannes, London and Shanghai. Our sales team travels overseas on sales calls as well.

Is there still a perception overseas that Tokyo is too expensive?

That perception does still exist but, if you compare luxury hotel room rates in Tokyo with London, Paris or New York, then Tokyo is not expensive. I think the industry, as a whole, has to sell the destination and explain that Tokyo is not that expensive.

How do you market your hotel?

We highlight our unique products and services in combination with our location, to offer an “experience” to our guests. In addition to traditional media, we also are actively evaluating and participating in new media. Online bookings are increasing and now account for about 17% of the total.

How do you see your role as GM?

I am hands-on in sales, marketing and operations. As an ambassador of the Hyatt brand, it is very important for me to meet our guests. I dine in the hotel at least once a day because I have to see and experience our products and service, and often entertain guests in our restaurants. I also need to have a presence in the lobby, greeting our guests and observing the check-in and check-out process. I don’t neglect the back operations, either. After all, this business is about teamwork.

What time do you start your day?

I get up early at around 5:30 a.m. and I am usually in the gym from 6:30 a.m. to 7:30 a.m.  Then, from 8 a.m., I start checking operations in restaurants and our Grand Club. Meetings start after 9 a.m. Throughout the rest of the day, I am in and out. I usually have a business lunch with top executives. In the evening, I may go to one or two events or entertain guests in the hotel.

What about weekends?

I try and keep weekends for my family. I live close by and if I do come in on weekends, I usually greet VIPs and check on operations.

Do you try to get to know your guests?

My first job as a GM was in an 86-room hotel and I started to organize a weekly cocktail event. When I was at Park Hyatt Buenos Aires in Argentina, there were 165 rooms, but I continued that custom. I did the same thing in Madeleine (Paris) and we do it here, too. Every week, we invite 30-40 guests for champagne and cocktails, and I attend with my executives. We receive great feedback at these events. As 50%-55% of our customers are repeat guests, it is a good way to develop relationships.

Do you ever check out your competition?

I have known many of my fellow GMs for many years and we occasionally get together. It is very important to see what is happening in the market, and what other hotels and restaurants are doing. I attend a lot of functions outside the hotel and whenever I am traveling internationally, I check all hotel brands.

Is there much staff turnover here?

We have a high staff retention rate and we strive to develop our talents. We provide opportunities for our staff to have the chance to work in Hyatt hotels around the world. Since we are growing in many countries, we need to develop the Hyatt DNA. This year, we hired about 30 graduates. I always enjoy seeing their passion because that is what we are all about.

How do you like to relax when you are not working?

I enjoy running, cycling, reading and spending time with my family. I like to travel within Japan to destinations such as Kyoto, Hakone, Nozawa Onsen and Okinawa, or do short trips within the region to places like Guam, Shanghai, Beijing and Hong Kong.

For more information, visit www.tokyo.grand.hyatt.com.