SuperClubs has a longstanding tradition as one of the fastest-growing, trendsetting hotel chain in the entire Caribbean region. Its adherence to providing excellence and top-notch service every step of the way has certainly put this company in the preference of millions of visitors from North America and Europe, though larger amounts of Latin American sunbathers are now flocking to its resorts. Though small when stacked up to other big-time chains from around the world, SuperClubs continues to elbow its way through in the competitive hotel and leisure market with a footprint of its own. In this exclusive interview with Caribbean News Digital, John Issa, the company’s president and owner, speaks enthusiastically about his vision of the ongoing situation and the plans the future holds for SuperClubs.

Q.- Mr. Issa, how did you get involved in the world of tourism in the first place?
A.- I have been involved in the world of tourism since 1961 when I became hotel director for the family-owned hotels, Tower Isle, Myrtle Bank and Montego Inn in Jamaica. I first became a member of the Jamaica Tourist Board in 1972 and president of the Jamaica Hotel and Tourist Association that same year.

In 1973 I commenced the planning of what was to become the first SuperClubs hotel, Hedonism II in Negril. This hotel opened in December 1976 and history shows that this event not only fundamentally changed the tourism product not only in the Caribbean but around the world.

Q.- Are there more family members involved in the business? What posts do they hold in the SuperClubs echelon?
A.- The other members of my family who are involved in the business are my wife, Aida Issa who is a partner and interior designer and my daughters, Muna Issa (treasurer) and Zein Issa-Nakash (vice president of marketing)

Q.- Mr. Issa, world tourism today is going through some hard times marked by the U.S. recession and the skyrocketing oil and fuel prices. What impact has this situation had on SuperClubs?
A.- Having been in the industry for 47 years, I have seen it all before. The impact at this time is that it puts a downward pressure on pricing while operating costs increase.

Q.- What’s your company’s current status in the world? How many hotels are you running around the globe?
A.- We presently have 21 hotels (2 of which are to open by the middle of next year). We have a number of other hotels under contract but we do not announce them until construction has commenced.

The SuperClubs flag currently flies in six countries and by June of next year it will fly in seven. Although we are very large as a Caribbean hotel company, by world standards we are small. However, our status in the world as an innovator of creative super-inclusive resorts is number one. Our trendsetting product has been visited by the senior executives and architects of most of the large hotel companies in the world.

Q.- As far as outbound markets are concerned, how are they faring right now?
A.- As far as our outbound markets are concerned, despite the slowing down of the economies of the United States and Europe, we have continued to receive good patronage from them because of creative marketing. The relative strength of the Canadian dollar and the improving economy of most Latin American countries have made these markets quite buoyant.

Q.- There are some emerging markets like Russia and China. What strategy is SuperClubs pursuing in those markets? What are the travel destinations you’re more interested in?
A.- With respect to Russia and China, we have been working in these markets for a number of years. We are however not going to expose our strategies to our competitors.

Q.- How is the construction of your hotel is Panama going right now? Where is it being built and why did you pick that location?
A.- Our hotel in Panama is on target to open by the middle of next year. It is situated on a magnificent white sand beach about an hour west of Panama City. This location was selected because of it’s proximity to the airport and its excellent beach and topography.

Q.- Are there any investment plans in store to either build or run hotels in Central America?
A.- As I mentioned before, we are constantly pursuing various investments but we don’t speak of specifics until construction has commenced.

Q.- SuperClubs has reached out to new horizons, like Brazil, for instance. How have this particular market and others like it been doing? Are there any investment plans in store for that country?
A.- Our involvement in Brazil has been very interesting and at many times challenging. Brazil is one of the fast-growing, large countries of the world and we hope to be doing business there for a very long time. Our fifth hotel in Brazil, particularly in Buzios, the very trendy hotel area not far from Rio is scheduled to open in June of next year.

Q.- Today’s world tourism is keen on coming up with newer, more qualitative and less pricey products. How does this new trend match with the going of SuperClubs?
A.- SuperClubs has always been alert to trends and often started these trends. We opened the first five star all-inclusive resort which in addition to the usual inclusions of meals, drinks, sports, included 24 hour in-room dining personal laundry and dry cleaning as well as golf in its inclusive offerings. Just as everyone thought a hotel on the beach had to be all-inclusive has to new bed-and-breakfast hotels, one on the beach in Ocho Rios and one on the beach in Negril, called Rooms on the Beach

Q.- Are you going to apply differentiated policies and fares for the European market, just like other hotel chains do?
A.- We have always priced our product differently for each different market so we don’t need to make any changes now.

Q.- Does the Breezes brand continue to be a highly attractive option among SuperClubs customers?
A.- Our Breezes brand continues to expand at a very rapid pace. We now have (with the two under construction), eleven Breezes.

Q.- How have the new Hedonism hotels been doing lately? Are there any plans in the offing to take that concept to new destinations? What outbound markets have embraced this offering more enthusiastically?
A.- Hedonism resorts continue to do very well and we are always on the lookout for opportunities for all our brands.

Q.- There’re some new market niches, like gay tourisms, the swingers and others that have been faring pretty good. Have they also been doing good for SuperClubs? Do you have specific products to target those particular markets? What impact have they had so far?
A.- We do not ask our guests about their sexual preferences, their religion, their race or their personal habits

Q.- Times of crisis always send negative ripple effects, yet they are also good moments for revamping, for merging and for making new acquisitions. What are SuperClubs’ plans in this sense?
A.- During times of crisis, SuperClubs continues to market aggressively and operate efficiently as well as continue our upgrading and refurbishing program. Should attractive acquisitions come to our attention, we would of course consider them.