Millennium Towers: Becoming The Grand Millennium

Rober Al Zoghby, General Manager of Grand Millennium Dubai talks to AME Info about the rebranding process.

What was behind the decision to rebrand Millennium Towers?

In 2007, the Grand Millennium brand was launched in the Asia Pacific region. The new Grand Millennium brand was tailored to be placed in selected markets, located in key cities and major gateways.

Just before the opening of the hotel, it was decided to re-brand the Grand Millennium. The main reason lay in the fact that the hotel has exceeded in many aspects of its facilities and product, the normal Millennium standards.

This made it a luxury variant of the established Millennium branded properties standing out in appearance, layout, furniture, service, amenities and in design and making it the first Grand Millennium in the Middle East and Africa region and one of only four Grands in the world.

How did you manage the process?

We had to replace all the items that featured our logo, everything from printed collateral, bathrobes, and towels, to napkins, pens and notepaper. We also had to inform all our partners, suppliers and clients that we had changed our name. Fortunately, we had just opened for a week when this upgrade of brand identity occurred, so the old name was not yet established in the market.

We are a new five-star deluxe brand that is only seven months old. Yet, we are dynamically establishing ourselves in the market. For 2009, we are committed to reaching the position of being one of the select properties in the New Dubai region. In the next three years, we are aiming to be among the top five city hotels in Dubai.

Based on your location and services, would you describe yourself solely as a business hotel?

The Grand Millennium Dubai is an exclusive 'Grand Hotel' blessed with a strategic location, a luxurious design and elegant modern architectural infrastructure. This makes the hotel unique in its diversification in facilities and product and capability to address and satisfy equally the business and leisure traveller.

Our location on Sheikh Zayed Road and Media City makes us an efficient and user-friendly business hotel, however our proximity to the residential areas of New Dubai, allows us to target local business for F&B and leisure activities.

Thanks to the variety in facilities such as restaurants, health spa, outdoor swimming pool and a location close to the malls, we are also an appealing address for leisure guests. Moreover, the 150 residential apartments tucked to the hotel, also allow us to target longer stay residents.

You are now in the process of planning your marketing strategy, what are the elements you are focusing on?

Our marketing strategy will focus on three different sectors: The single business traveler; the MICE sector; and regional and international leisure seekers. For business our sales efforts will concentrate on face to face visits, direct mailings and RFP through our global sales and e-commerce channels.

For MICE we concentrate on trade show participation, overseas road shows and insertions in trade publications.

For leisure, our plans include year-round tailored packages and extended stay offers with added value, targeting families, and holidaymakers.

Locally, our strategies will target local residents and business people with value for money, special discounts and loyalty programmes to form a healthy customer base for dining and recreational activities.

While internally, our strategy will focus on smart pricing approach, quality product consistency and personalised service. These, coupled with a hi-tech infrastructure, will allow us to integrate competitively in this oversaturated market.

How would you describe the hotel industry in Dubai? Are you planning to enter other markets in the Middle East?

The hotel industry in Dubai is highly competitive and this will only increase, with more hotels coming up. Millennium & Copthorne Hotels itself is expanding throughout the whole region with new hotels coming up in Dubai, Abu Dhabi and Saudi Arabia as of 2010.


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