On the evening of Monday, after returning from my usual workout, I casually glanced at my phone, having been offline for a while. I came across a breaking announcement from the Rwanda Development Board (RDB) stating that Château le Marara, a hotel in Karongi, had been temporarily shut down for operating without the required licenses.
The news was met with mixed reactions. For some, it was almost vindication. They had long criticized the hotel, especially after a recent wedding hosted there drew complaints from guests about poor service. Some demanded partial refunds, claiming the experience had not lived up to expectations. Meanwhile, the hotel argued that several clients had failed to pay what they owed.
That announcement reminded me of a column I had once contemplated writing—a piece aimed at advising the hotel’s owner, Dr. Christian Marara. I had held back at the time, haunted by the memory of a story from Muhanga where a man allegedly got beaten up for advising a wealthy businessman. Not wanting to suffer a similar fate, I opted for silence.
Still, if I were Marara—having left the comfort of France to invest in my home country, constructing a hotel so architecturally unique it quickly became a destination for both travelers and social media enthusiasts—I would have taken a different route.
If I Were Marara: Prioritizing People Over Prestige
After investing in such an iconic property, my first priority would have been assembling a team of experienced professionals—hospitality experts who not only understand the industry but live by the mantra: “The customer is king.”
While the hotel’s exact hiring practices are unknown, the volume and nature of guest complaints suggest significant gaps. Proper service begins long before guests arrive—it’s rooted in hiring trained staff, fostering professionalism, and anticipating client needs.
Dr. John Ntahemuka, a tourism and hospitality expert and Vice Chancellor of the University of Tourism, Technology and Business (UTB), highlighted this point. He noted that the hotel should have hired qualified staff—particularly in the kitchen and service areas—long before opening day. “Poor service often stems from a lack of professional training,” he explained.
If I Were Marara: Turning Challenges Into Opportunities
Let’s say I had been informed that my hotel would be hosting the high-profile wedding of Hajj Shadadi Musemakweri and Uwera Bonnette—an event attended by over 40 influencers and public figures. That’s a golden marketing opportunity, the kind money can’t buy.
Instead of treating the occasion like any other, I would have developed a custom service plan—maybe even hiring an external events company skilled in managing VIP affairs. I would have considered offering discounted rates or added bonuses to ensure those attendees left singing the hotel’s praises. Sometimes a short-term sacrifice leads to a long-term brand boost.
More importantly, I would have been physically present. With Rwf 40 million or more on the line in just a weekend, showing up would have demonstrated both leadership and accountability.
If I Were Marara: Owning the Mistakes, Early and Honestly
After the complaints began to surface, the wise thing would have been to acknowledge them promptly. A sincere public apology, paired with a clear plan for resolving the concerns, could have contained the damage. Instead, the hotel chose to pursue legal action against clients, claiming unpaid bills exceeding Rwf 5 million. Meanwhile, its management refused media interviews, insisting that guests were fabricating claims to avoid payment.
That defensive stance was ill-advised. In professional hospitality, clients are rarely attacked for complaining—instead, they are heard, their feedback is valued, and their grievances used as stepping stones toward improvement.
Dr. Ntahemuka underscored that even when the fault lies with the client, the operator must apologize first and address the issue with tact. “Engaging in public spats with customers only worsens the hotel’s image,” he added.
If I Were Marara: Crisis Management Done Right
When a brand crisis erupts, experts advise swift, transparent, and empathetic communication. First, collect facts. Second, designate a competent spokesperson. Third, issue a public statement acknowledging the issue and outlining next steps. Fourth, offer timely updates on progress and future improvements.
Above all, do not go silent.
Failing to communicate during a reputational crisis is a grave misstep—especially in an age when public sentiment can be shaped in a matter of tweets.
If I Were Marara: Taking Responsibility, Publicly
President Paul Kagame has repeatedly emphasized the importance of quality service delivery in Rwanda, even encouraging citizens to speak out against poor treatment. At the 14th Umushyikirano (National Dialogue) in 2016, he said:
“Often, people accept whatever service they’re given, pay for it, and leave with dissatisfaction. That shouldn’t be the case.”
When guests of the Château le Marara wedding took to social media with photos and detailed testimonies of their dissatisfaction, the hotel quickly became the butt of online ridicule. Yet its silence only fueled speculation and criticism.
Contrast that with how then-Minister of Agriculture, Geraldine Mukeshimana, handled a similar mishap during a 2016 international conference in Kigali. When meals ran short, she issued a public apology, saying:
“That’s not who we are as Rwandans. We care deeply about our guests.”
Such courage and accountability go a long way in preserving trust. That’s the example I would have followed—publicly acknowledging faults, expressing remorse, and promising to improve.
If I Were Marara: Rebuilding Trust, Step by Step
Even after the damage had been done, all was not lost. As Dr. Ntahemuka put it: “It’s never too late to say sorry.” A heartfelt public statement could have begun to rebuild what had been tarnished.
Experts in communication stress the need for contingency planning: identifying roles, assembling a crisis response team, and preparing communication protocols for worst-case scenarios. At the heart of it all is humility—accepting fault where due and working toward resolution.
A Wake-Up Call for Rwanda’s Hospitality Sector
The Château le Marara incident isn’t just about one hotel—it’s a cautionary tale for Rwanda’s growing tourism and hospitality industry. With the country positioning itself as a premium destination, service quality must match architectural elegance. Investment in infrastructure must be accompanied by investment in people.
If I were Marara, I’d see this not just as a business setback but as a valuable lesson. A second chance to rewrite the story—not in stone, but in service.
