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Emily Moore finds out why a focus on service, food and diversification is key to Ommaroo Hotel’s success.
In Maori culture, it is traditional to greet someone by pressing your nose against theirs.
While this is not the way in which the team at the Ommaroo Hotel greet visitors as they step into the seafront building, the warmth of their welcome is, says Fiona Kerley, just as heartfelt.
“The name Ommaroo is believed to derive from a Maori word meaning welcome, which seems very appropriate for a hotel,” said the business’s managing director, who first got involved in the family business – much to her father’s initial chagrin – some 17 years ago.
“When we were children, we used to help out, folding the towels and unpacking the guest soaps in return for some Orangeade and Cheeselets from the barman,” she laughed, “but my father always encouraged me to pursue another career, which is why I qualified initially as an accountant. However, when my first child was born, I persuaded my father that I wanted to get involved with the family business, and we agreed it would be a good idea for me to come into the hotel for a couple of afternoons a week.”
And it was during that time that Fiona became convinced that the hotel, which first opened its doors to guests in 1916 and was bought by her family in 1926, could benefit from some modernisation.
“The team was still writing cheques and managing paperwork, a bed book and a very basic computer system, while my father, who had resisted bringing in too much technology, was writing out all the figures in a book and balancing each column every day,” she reflected.
“I introduced internet banking, a new website and a modern reservations system, which simplified those processes.”
But while Fiona’s father may have acquiesced to many of his daughter’s suggestions, there was one area where she did face some challenges.
“When I wanted to spend money on the hotel, I came up against some resistance initially.’’
After winning the battle, though, Fiona and the team began renovating the property, which was originally designed by renowned architect Adolphus Curry. They started with the east wing, before moving on to the restaurant and then gradually refurbishing all the bedrooms.
“Although it was challenging at the time, I’m so pleased that we carried out the renovations when we did because that work put us in a really strong position in the market and allowed us to weather the storm of Covid and continue to attract visitors,” she said. “Now, we can continue updating individual areas, with the kitchen next on the list, and more ideas in the pipeline to help us enhance the customer experience and attract different audiences.”
While the facilities are important to achieving those goals, Fiona is quick to acknowledge that it is the people who give the 82-bedroom property its unique identity, a sentiment echoed by general manager Norbert Stump.
“The difference between us and a chain hotel is our staff,” said the former restaurant manager of Raffles in Singapore. “They are happy to work here, and that is reflected in the TripAdvisor reviews we receive, which always highlight the ‘helpful, polite and friendly’ service received from the team.”
“The staff really do work as a team and that very quickly becomes clear to the guests, who discover that nothing is too much trouble,” added marketing and business development manager Natasha Gaudin. “We recognise that every guest’s needs are unique, and we give everyone an experience tailored to those needs. While we may be a three-star hotel, guests often comment that we offer four-star service in a three-star price bracket.”
While many of the people stepping into the hotel have just arrived in Jersey, Fiona and the team also cater for the growing number of Islanders who enjoy the Ommaroo’s culinary offerings and ever-increasing array of events.
“That local support is key to the business, as visitors are only here for a week or two during the year, predominantly in the summer,” said Norbert. “The number of Islanders coming for our popular Sunday lunches and, at this time of year, our Christmas parties and festive breakfasts, is therefore crucial to the success of the business.”
Recognising this, and also wanting to provide a different offering for guests who were not on half-board packages, two years ago, the hotel opened Coast Bar and Bistro, with the menu curated by executive head chef Julian Nielson, who trained in the kitchens at Buckingham Palace.
“Coast is proving very popular,” said Fiona, “and that, combined with our commitment to hosting events ranging from comedy dinners to musical entertainment, has helped us to appeal to a wider audience. My 17 years in the hotel has taught me that nothing happens fast in hospitality. Building a brand is not a one-minute wonder. You have to learn a lot, do a lot of marketing and really get to understand your clientele. That doesn’t happen overnight, but we have built a strong reputation and, through our partnerships with different tour agents and airlines, we have not only seen more people coming through the doors but have seen a change in demographics.”
Also supporting that diversification, says Fiona, is the team’s approach to marketing, which focuses on the hotel’s “unique” characteristics.
“I would challenge anyone to find another seafront family-run hotel, of the proportions of ours, which offers a stunning view, car park, easy access to town, a perfect running or walking route that extends from the front door to Corbière and has the same focus on quality and service that we do,” she stressed.
“Capitalising on that, not only are we targeting holidaymakers in the UK and further afield, but we have now devised corporate programmes to cater for companies who bring staff or contractors to the Island. We also work with charities and sports clubs to support events, such as the recent squash tournament at St Clement’s Recreation Centre. Thanks to that partnership, not only did we host visiting world-class professional squash player Adrian Hansen, but we also supported the provision of training sessions for young Island players.”
Initiatives such as these, Fiona adds, not only underpin the hotel’s commitment to supporting the community but also help to boost business outside the peak season.
“Events and dining are critical to us, but we also need to get more heads on beds in the off season,” she said. We’ll struggle to reach summer level but I’m confident that we will grow that business. I’m also confident that, as long as the Island retains its travel links, it will continue to enjoy a strong visitor economy.
“I strongly believe that, even with the popularity of Airbnb, there is an ever-present market for hotels. In fact, I would love to see a few more hotels open in the Island to help secure those all-important travel links.”
