In the ever-evolving world of hospitality and tourism, few professionals exhibit the blend of experience, strategic insight, and innovative vision as Mr. Akshay Moza, the Vice President of the Commercial Division at The Grand Ho Tram. With nearly two decades of industry experience, Akshay Moza has established himself as a formidable force in the global hospitality landscape.
Q1) What were the main driving forces behind the decision to rebrand The Grand Ho Tram, and how did the property’s distinctive offerings and market positioning come through in the new brand identity, Quận Vui?
A1) The decision to rebrand The Grand Ho Tram into Quận Vui was driven by several key factors:
1. The property aimed to be recognized as a premier entertainment destination. This involved offering a diverse range of entertainment options, such as a casino, golf course, game zone, cinemas, and numerous F&B outlets.
2. The goal was to establish the property as the leading casino venue in Vietnam and one of the top venues in the region. This meant creating an exceptional gaming experience that would attract players.
3. With numerous outlets within the complex, there was an opportunity to market each one individually while also promoting the complex as a whole. This approach allowed for targeted marketing efforts customized for different segments of the audience.
4. The property also aimed to become one of the largest MICE venues in Vietnam, offering state-of-the-art facilities and services to cater to the needs of corporate events and conferences combining it with leisure for corporate travellers.
The new brand identity, Quận Vui, reflects these objectives by emphasizing values such as dynamism, freedom, and fun experiences. By redefining leisure in this way, the property aims to establish its position as the ultimate destination for perpetual joy, reaching out to a wide range of guests seeking entertainment, relaxation, and memorable experiences.
Q2) Could you provide more details about a few of the strategic choices taken throughout the rebranding process that are anticipated to have a big influence on visitor experiences and corporate success?
A2) By targeting markets such as China, Taiwan, Korea, Japan, India, Malaysia, and the US, the resort acknowledges the diverse cultural preferences and needs of its potential guests. This approach allows for tailored marketing strategies, language support, and cultural sensitivity in service delivery, enhancing the overall guest experience and attracting a wider range of
visitors.
Overall, these strategic choices align with the resort’s commitment to delivering exceptional experiences tailored to the diverse preferences of its target markets.
Q3) What is the impact of ‘Quận Vui’ fundamental values on the guest experience at The Grand Ho Tram? How are these principles incorporated into the everyday operations of the property? Fun & Freedom; Responsibility & Caring; always bringing new experiences.
A3) As already mentioned, our new brand identity ‘Quan Vui’ focuses on dynamism, freedom, and fun experiences, aiming to redefine leisure and solidify its position as a destination for joy. Quan Vui, meaning Fun District, is a haven where guests can embrace their true selves, create joyous moments and forge connections in a unique and vibrant environment. It is a place to be comfortable and participate in age-appropriate and inclusive experiences. Even our new logo, inspired by a crane represents the carefree spirit of Quan Vui.
Q4) How do you envision the Indian market growing, given your expertise in establishing hotels in important Indian cities, and how does The Grand Ho Tram’s business plan fit with the country’s opportunities?
A4) Our primary approach is to tactically plan with India’s opportunities involving strategic focus and tailored approaches:
1. Catering to Indian Preferences: Introducing Indian dishes on menus and employing Indian chefs demonstrates an understanding of and respect for Indian culture and culinary preferences. This catering to specific tastes can enhance the appeal of the resort for Indian visitors, especially for large groups and wedding events to drive revenue growth
2. Targeting HNIs and Golf Tours: Tailoring packages to attract HNIs and golf tours align with the preferences and interests of affluent Indian travellers. Highlighting premium amenities and experiences, such as The Bluffs golf course, can attract this lucrative segment
3. Raising brand awareness: Marketing efforts are crucial for raising awareness and positioning the brand in the Indian market emphasising the customised-to-country experience to amplify the resort’s visibility and appeal among Indian travellers.
Q5) In a competitive market, how does The Grand Ho Tram differentiate itself from other integrated resorts, and what unique experiences does it offer to guests?
A5) The Grand Ho Tram offers guests variety of recreational activities, premium food and beverage establishments, a luxurious spa and state-of-the-art gaming facilities. We take pride in our hospitality service and providing the guest the most wholesome experience ever is our top priority. We offer luxury, top-notch entertainment, rich cultural experience and recreation catered to guests from all the markets, under one roof. The hospitality industry is indeed a competitive market but it is our business, sales and marketing strategy that has helped us to sail through the abnormal times and grow exponentially.
Q6) Could you elaborate on the sustainability measures and responsible tourism practices that The Grand Ho Tram has put in place or intends to put in place to live up to its motto of “Responsible & Caring”?
A6) As mentioned above. Our logo inspired by a crane represents welcoming guests right from the entrance of the complex symbolizes the carefree spirit of Quan Vui and also represents the Grand Ho Tram’s commitment to environmental sustainability. Our sustainable measures start with protecting our natural environments. We have implemented eco-friendly practices such as waste reduction, energy conservation, and biodiversity promotion. We are also prioritizing the empowerment of local communities. We are in the process of creating community-based tourism initiatives, ensuring that residents benefit from tourism activities.
Q7) What new initiatives and projects may stakeholders and visitors to The Grand Ho Tram anticipate, and how will these efforts further the expansion and prosperity of the establishment as a whole?
A7) The entire integrated resort strip across 160 hectares has an investment of 4.3 billion USD making it a lucrative investment and there is no other resort of this size in the south of the region attracting potential investors. Over additional 38 hectares of land available for further development with the starting Ixora 2 development of another condotel and villas project (collectively 575 keys split between condotels and villas) taking the total tally to 2000 Keys as one of the largest integrated complexes.
Q8) Given your broad expertise in the hospitality industry, what important lessons and encounters have influenced the way you oversee The Grand Ho Tram’s business section, and how do you see the property developing under your direction?
A8) With over two decades of experience in the hospitality sector across various global destinations, I’ve cultivated an understanding of diverse market dynamics. This wealth of wisdom has helped me in formulating strategic business endeavours for The Grand Ho Tram as per the Asia Pacific market. By blending these insights with our diverse offerings, entertainment and unparalleled hospitality, I am confident that we will establish ourselves as the premier choice for travellers seeking unforgettable luxurious experiences.
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